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2010-11 City of Plano Recommended Budget
2010-11 City of Plano Recommended Budget
2010-11 City of Plano Recommended Budget
City Council
CITY OF PLANO
PLANO, TEXAS
Plano Citizens
City Attorney
Diane Wetherbee
Boards & Mayor &
Commissions City Council
Municipal Court
Judge Don Stevenson
City Manager
Thomas H. Muehlenbeck
Shane Stovall
ORGANIZATIONAL CHART
Tech. Services
David Stephens
Customer Utility Services City Secretary
Mark Israelson Di Zucco
Assistant City Manager
Internal Audit Office
Property Standards Mike Rogers
Cynthia O’Banner
Budget & Research
Karen Rhodes-Whitley
Sustainability &
Environmental Services
Nancy Nevil Finance
Denise Tacke
Public Information
Dana Conklin
Revised 07/08/2010
2010-11 City Manager's Recommended Budget
Contents
City Manager's Letter i
Overview 1
Fund Summaries 17
Combined Budget Summary 17
Combined Budget Resources Chart 19
Combined Budget Expenditures by Function Chart 19
Combined Budget Expenditures by Service Area
20
Chart
General Fund Summary 21
General Fund Revenue by Source 22
Non-Departmental Summary 24
General Obligation Debt Service Fund Summary 25
Water & Sewer Fund Summary 26
Water & Sewer Debt Service Fund Summary 27
Sustainability & Environmental Services Fund
28
Summary
Municipal Drainage Utility Fund Summary 29
Convention & Tourism Fund Summary 30
Golf Course Fund Summary 31
Recreation Revolving Fund Summary 32
Property & Liability Loss Fund Summary 33
Community Access TV Fund Summary 34
Capital Reserve Fund Summary 35
Equipment Replacement Fund Summary 36
Property Management Fund Summary 37
HUD Fund Summary 38
Criminal Investigation Fund Summary 39
Technology Fund Summary 40
PC Replacement Fund Summary 41
Detail of Intragovernmental Transfers Summary 42
Personnel 43
2010-11 Personnel Worksheet - Full Time Positions
43
by Department
2010-11 Personnel Worksheet - Part-Time Positions
63
by Department
2010-11 Position Changes Summary 68
Strategic Plan 71
2010-11 City Manager's Recommended Budget
Contents
General Fund 75
City Secretary 75
Human Resources 76
Management Preparation Program 77
Professional Development Center 78
Volunteer Resources 79
Internal Audit 80
Budget & Research 81
Collin County Cultural Arts 82
Finance Administration 83
Financial Systems Administration 84
Accounting 85
Municipal Court Administration 86
Purchasing 87
Treasury 88
Public Safety Services Business Center 89
Community Outreach 90
Police 91
Plano-Richardson Police Training Center 92
Public Safety Communications 93
School Crossing Guard Program 94
Neighborhood Maintenance 95
Library Administration 96
Library Technical Services 97
Harrington Library 98
Schimelpfenig Library 99
Haggard Library 100
Special Library - MRL & GLHTA 101
Davis Library 102
Parr Library 103
Development Business Center 104
Building Inspections 105
Property Standards 106
Planning 107
Rental Registration & Inspection 108
Engineering 109
Facilities Maintenance 110
Facilities Services 111
Fire 112
Fire - Civilian 113
Emergency Management 114
Public Operations & Business Center 115
Public Information 116
2010-11 City Manager's Recommended Budget
Contents
Records Management 117
Health 118
Animal Services 119
Parks & Recreation Administration 120
Creative Arts 121
Summer Arts Program 122
Marketing and Special Events 123
Downtown/East Advocacy 124
Park Field Services 125
Park Planning 126
Athletics 127
Athletic Fields Maintenance 128
Parks Technical Services 129
Courtyard Theater 130
Park Administration 131
Sports Turf Maintenance 132
Park Support Services 133
Ground Maintenance Services District #1 134
Public Art 135
Natural Resources 136
Ground Maintenance Services District #2 137
Recreation Administration 138
Special Programs 139
PAC/NAT/JCP 140
Tennis Center 141
Senior Services 142
Interurban Railway Museum 143
Ground Maintenance Services District #3 144
Douglass Recreation Center 145
Adult Sports 146
Carpenter Park Recreation Center 147
Oak Point Center 148
Liberty Park Recreation Center 149
Tom Muehlenbeck Recreation Center 150
Oak Point Park & Nature Preserve 151
Public Works Administration 152
Streets 153
Signals 154
Signs & Markings 155
Contents
Recreation Revolving Fund 190
Recreation Programs 190
Ordinances 269
Adopting the Budget 269
Adopting the Tax Rate 273
Ratifying the Property Tax Revenue 275
Lee Dunlap
Mayor Pro Tem Honorable Mayor & City Council
City of Plano
Pat Miner Plano, Texas 75074
Deputy Mayor Pro Tem
Jean Callison As you are aware, the City continues to experience the effects of the latest economic
Place 7 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 2011-
12. Thanks to the cooperation of the City Council, Executive Team and city staff, at
Thomas H. Muehlenbeck the April 10, 2010 Core Business Matrix Work Session a total of $14.0 million in
City Manager 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.
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.
$50 $45.9
$45.6
$40
$30
$20
$10
$0
01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10* 10-11*
*Projected
* Projected
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
iv 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 v
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.
vi 2010-11 City Manager's Recommended Budget
City Manager's Letter
2010-11 City Manager's Recommended Budget 1
Overview
CITY OF PLANO 2010-11 Combined Budget Expenditures
Fiscal Year 2010-11 by Function
$399,802,479
Fiscal Year 2010-11 Combined Budget appropriations Operations,
Maintenance &
Debt Service
$43,949,129
total $399,802,479. This is a decrease of $349,604, Transfers
$182,758,495
11.0%
Interest Income
$1,344,440
Total General Fund revenue for 2010-11 is estimated
Taxes
0.3%
at $205,395,719, which is $299,262 above the
Licenses & Permits
$184,555,212
42.5% $5,124,411
1.2%
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
Charges for Service
sales tax collections generates 27.8%. The remaining
Intergovernmental
$3,308,638
$153,537,215
35.3%
31.8% is derived from franchise fees, transfers in
0.8%
Misc./Other from other funds, parks and recreation fees, building
$2,981,583
0.7% Franchise Fees and development related revenue, municipal court
$27,852,830
6.4% fines and library fees. The following provides detailed
explanations for major revenue changes.
Ad Valorem Taxes
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.
The City Manager’s Recommended Budget proposes G.O. Debt rate is established at a level that will
increasing the tax rate by 1.49 cents per $100 of provide for the principal and interest on the City’s
assessed property value to 50.35 cents in order to debt, and allow for an unallocated fund balance to
cover increased debt requirements and the decrease meet the minimum requirement of 2.5% of estimated
in revenue collected by the City. The ad valorem tax current tax collections in this fund, as recommended
rate split between the General Fund and the General in the Council Financial Policies. After providing for
Obligation (G.O.) Debt Fund has been adjusted to this requirement, the remainder is available for
reflect the required allocation of this resource. The
2010-11 City Manager's Recommended Budget 3
Overview
General Fund Expenditures. The table below
provides a comparison of the new tax rate split for
2010-11 and the previous existing rate.
Sales Tax
The continued slowing in the rate of construction The current economic recession has directly affected
activity for residential homes and commercial projects interest earnings this year. Interest income is
has been slightly offset by a couple of large re-estimated at $900,000, which is $400,000 less
commercial projects and seasonal renovations by than the original budgeted level. For 2010-11, this
homeowners. The initial 2009-10 Budget amount for amount is projected to increase slightly to $1.0 million,
Building and Development related revenues was assuming a continued healthy portfolio balance and
projected at 75.0%of the preceding year’s actuals. projected interest rates. Interest earnings are based
Total revenues in 2009-10 were budgeted at $2.0 on GASB 31 adjusted accruals.
million with re-estimated revenues projected at $3.2
million; a 60.0% increase due to an up-swing in Intergovernmental revenues are re-estimated at
construction activity and economic development $749,759, which is up slightly from the original
activity. This up-swing is projected to add an budgeted levels. In total, $1.3 million is budgeted for
additional $1.2 million in Building and Development 2010-11which includes an increase in the amount
related revenues. received from Plano Independent School District
(PISD) for the Plano School Liaison Program.
In order to remain conservative and in anticipation of Beginning with the 2010-11 Budget, PISD will
the continued decrease in construction activity, reimburse the City of Plano for 50% of the total cost
Building and Development related revenues for of the program which includes nine (9) School Liaison
2010-11 are projected at 75.0% of the 2009-10 Officer positions and one (1) Sergeant position at
Re-Estimate amounts. The following chart illustrates various PISD schools.
the number of single family building permits issued
since 2001-02, as well as the associated dollar Intragovernmental transfers are re-estimated at $18.0
valuations. 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 5
Overview
Other General Fund revenues are projected near the Officers. This represents an increase from 15% of
same level as the prior year based on historical trends the costs for school officers to 50% of the costs
with the exception of those revenues which have associated with the program for the new year.
proposed fee increases associated with them. These
revenues are discussed in the next section. 2010‐11 General Fund Revenues
$205,395,719
Transfers
New Fees/Increases 9.1%
Property Tax
Intergovtl. 38.9%
0.6%
The 2010-11 Recommended General Fund Budget
Charges for
includes several fee increases to existing fee Services
5.4%
structures across many departments. If approved, Misc & Other
Taxes
total additional revenue to be realized in the General Licenses & Permits
1.0%
2.5%
Fund is projected at $762,094. The proposed fee Interest
Fines & Forfeits
increases are outlined below. 3.8% Franchise Fees Sales Tax
0.5%
10.4% 27.8%
Overview
The Engineering Department’s reductions total $250; an Animal Establishment Late Fee $250;
($82,351) and include operations and City Registration Late Fee $10,000; Owner
maintenance reductions($15,638) and the Surrender Fee $35,000.
elimination of (1) full-time position ($66,713).
Administrative Departments submitted budget
The Facility Maintenance & Services Division reductions totaling ($380,610) including a
savings reductions total ($159,440) and include reduction in the amount allocated for the Bob
a savings of ($87,844) due to the Douglass Buffington Community Service Grants
Community Center/Thomas Gym being ($275,804); a reduction in the Legal
converted to the Boys & Girls Club and the Department's outside contractual legal services
elimination of (1) full-time position ($71,596). ($25,000); a position downgrade in the City
Manager's Office ($42,356); and other budget
The Planning Department projects to save reductions including travel/training, printing,
($325,252) in 2010-11 including the elimination contracts, office supplies, and other associated
of (1) city vehicle to the "Fleet Share" program items ($37,450).
($5,400); the elimination (2) position totaling
($219,033); the reduction of travel and training
($25,000); and the shift of position funding from Salary and Benefits
the general fund to grant funds ($75,819).
The 2010-11 General Fund Recommended Budget
The Public Works Department eliminated a does not include a merit increase. The budget
total of ($149,925) from this Budget by amount includes related increased benefits costs, as
eliminating 2 vacant positions, (1) Labor well as a 2.5% allowance for attrition for all positions.
Maintenance Worker, ($46,879) and (1) Sr.
Rising health care costs continue to have significant
Construction Inspector, ($72,108), in addition to
financial implications on the budget. Currently, a
reducing overtime and other operating costs,
5.0% increase in health insurance is included in the
including minor apparatus, chemicals,
2010-11 Recommended Budget. However, due to a
contractual repairs, wearing apparel, and
new actuarial study conducted for the City, the GASB
maintenance parts.
45 requirement (an accounting method change
The Property Standards Department submitted requiring local governments to change from “pay as
budget reductions totaling ($39,794) including you go” for post employment benefits to an accrual
general operations and maintenance reductions basis) allowed for a reduction in the amount required
($22,000) and the elimination of (1) part-time to be set aside to comply with this initiative: $2.0
position ($17,794). million in 2009-10 and $2.0 million in 2010-11.
Capital Outlay
Sundry & 0.5%
Carpenter Park Expansion
Transfers Facility maintenance costs for an
10.3% additional 9,000 square feet.
Contractuall
C
18.1% Two months of operation. $16,383
Overview
the opening/closing of the Occupational Resource of 2.5% of the current year debt service levy. Current
Center (ORC). The amount proposed to be taxes assume a 99.0% collection rate and a 1.0%
transferred in 2010-11 is at the $2.7 million level. delinquency rate.
The 2010-11 Recommended Budget transfer from Other sources of revenue for the G.O. Debt Fund in
the General Fund to the Technology Fund is $1.0 2010-11 include interest earnings and the
million. Projects totaling $8.1 million have been reimbursement for the Police Academy from the other
budgeted in the Technology Fund for 2010-11 and participating city in the amounts of $225,000 and
are listed in the Technology Fund section of this $142,527 concurrently. The Convention & Tourism
document. loan was paid off in 2008-09, so there will be no
Convention & Tourism payment in 2010-11.
In an effort to make the CATV Fund more
self-sustaining, the Cable TV Franchise fee transfer Expenses
from the General Fund has been eliminated beginning
2010-11. The 2009-10 re-estimated amount remains Expenses in this fund are exclusively for support of
the same as originally budgeted, $134,772. principal and interest payments on long-term general
obligation debt. The recent C.O. & Tax Notes sales,
The 2010-11 Economic Development transfer for staff 2010 G.O. Bond sale and the projected 2011 G.O.
and operating & maintenance costs is planned at Bond issuance combined increase the amount of the
$895,770. The Economic Development transfer overall debt payments budgeted in the General
dedicated solely for economic development program Obligation Fund over the Re-Estimate by
incentives is planned at $4.9 million. This amount approximately $209,000. In 2010-11, $42.6 millionin
represents approximately two-cents of the property appropriations are included for principal and interest
tax rate. This will be the fifth year that two-cents of expenses on current outstanding debt including the
the property tax rate have been dedicated for these MotoMesh Network, technology infrastructure, public
incentives. art and Radio System Replacement certificates of
obligation and tax notes and includes one interest
Also included for 2010-11 is a transfer in the amount payment on the projected 2011 Issues. Public Safety
of $1.6 million to the 2011-12 Budget Contingency projects have added approximately $6.6 million to the
Reserve. This amount is to be set aside within the City's yearly debt payment since 2007-08 contributing
General Fund in order to offset the 2011-12 revised to the increased amount needed for the debt side of
projected deficit of $11.0 million. the tax rate.
Overview
The Water & Sewer fund continues to reimburse Working Capital
Sustainability & Environmental Services for a portion
of the Environmental Education & Community Currently, the Water & Sewer Fund is projected to
Coordinator's salary and benefits, as well as other have 65 days of working capital, or $14,201,974, and
related program expenditures, at a 2010-11 budgeted exceeds the 45 day requirement set by the City’s
amount of $102,369. Financial Policy.
Transfers to the General Fund of $16.3 million for the All Water & Sewer revenue debt remaining was retired
2009-10 Re-Estimate, and $16.9 million for the during 2006-07 when the final Water & Sewer revenue
2010-11 Proposed Budget, are included in this bond payment was made. The Reserve Fund balance
budget. The Water & Sewer transfer to Debt Service, was no longer necessary and was transferred to the
at $1.23 million, is a decrease of $970,000 due to the Sinking Fund. No new Water & Sewer debt was
near ending of the Water & Sewer Debt outstanding. issued.
The Water & Sewer Debt final payment is in 2012-13.
In both the 2009-10 Re-Estimate and the 2010-11
Water & Sewer Capital Improvement Projects operate Recommended Budget, there will be no transfer to
by funding on a pay-as-you-go basis. With an aging Debt Service from Water and Sewer Impact fees; the
infrastructure in the City, demands on the Water & the city is no longer collecting Water and Sewer
Sewer CIP Fund projects continue. The 2010-11 Impact Fees. Due to low interest rates, interest
Budget includes an $11.25 million transfer to Water earnings are projected to remain at $10,000 for both
& Sewer CIP funds to fund the 2010-11 capital the 2009-10 Re-Estimate and the 2010-11 Budget.
projects; this is $2.6 million less than the 2009-10 The 2010-11 transfer from the Water & Sewer Fund
transfer. Due to economic conditions, the City is totals $1.23 million and will be sufficient to pay the
cutting back on projects and expenses across city principal and interest on the refinanced debt through
operations. G.O. Bonds. Water & Sewer Bonds that were
refunded through G.O. Debt will be paid off in 2013.
The Capital Reserve transfer for water and
wastewater system improvements and rehabilitation SUSTAINABILITY & ENVIRONMENTAL SERVICES
was budgeted at $1.2 million during 2010-11, and it FUND
will remain at this level through 2012-13 in order to
provide the additional funds required for completion Revenues
of the Fixed Network Project. Beginning in 2008-09,
Total Sustainability & Environmental Services
the reduction provides additional funding of $1.3
revenues for 2010-11 are projected at $22.2 million.
million per year for the implementation of the Fixed
This is an increase of 0.1% over the 2009-10
Network Meter Reading System (FNR). The FNR
Re-Estimate.
system uses the City’s Mesh Network to read water
meters and uploads detailed consumption data for The 2009-10 revenues are anticipated to fall short of
billing purposes. the original budget by $116,272 attributed most
notably to decreases in Miscellaneous revenues
The transfer to the Loss Fund decreased by $67,752
($325,199) due to fees lost since fencing materials
to $648,732 for 2010-11, while the $300,000 transfer
are no longer accepted for composting and
to the Technology Fund remains unchanged. It is
Commercial Franchise Fee revenues ($262,279) due
important to note that this budget does not include a
to lower than anticipated Allied Waste revenues due
transfer to a Water & Sewer Reserve Fund, and a
to diversion practices by private companies.
reserve funding source may be needed in the future
Reimbursements and Allied Waste payments are also
to offset decreased revenue or increased
re-estimated down by $21,583 compared to the
expenditures.
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).
12 2010-11 City Manager's Recommended Budget
Overview
2010-11 Residential Collection Fee revenues are 100 square feet of impervious area. Total projected
projected to increase slightly by $17,125; Commercial Municipal Drainage revenues for 2010-11 are
Franchise Fees gain slightly as well by $57,027. projected at approximately $5.2 million.
Compost sales climb $180,000 when compared to
the 2009-10 Re-Estimate. The interest income for the 2009-10 Re-Estimate has
been projected down by $42,521 to $42,479 due to
Expenses lower than anticipated interest rates. The 2010-11
projection is scheduled at $42,440 which is based on
2010-11 Sustainability & Environmental Services projected fund balance and continued low interest
expenditures are estimated at $21.5 million and rates.
represent an increase of $375,258 above the 2009-10
Re-Estimate. The most significant driver of higher Expenses
expenditures is an $338,004 increase in payments
to the North Texas Municipal Water District (NTMWD) Total appropriations for 2010-11 are projected at
for waste disposal. A total of $69,025 in budget almost $6.2 million, which is an increase of $456,051
reductions have been included across all of the from the 2009-10 Re-Estimate. Included within the
components of Sustainability and Environmental 2010-11 Budget is $300,000 for silt removal at various
Services. ponds. Reductions to overtime, various operations
and maintenance accounts, debris hauling and street
Salary and benefit projections for 2010-11 assume sweeping totaling ($187,785) have been included in
no salary increase, a 5.0% health insurance increase, the 2010-11 Budget.
and includes 0.5% attrition.
The Drainage fund continues to reimburse
Transfers Sustainability & Environmental Services for a portion
of the Environmental Education & Community
Total transfers for 2010-11 increased slightly from Coordinator's salary and benefits, as well as other
2009-10 Re-Estimate amounts. The transfer to the related program expenditures, at a 2010-11 budgeted
General Fund at $892,100 for overhead and amount of $64,671.
administrative expenses includes 7.0% of Special
Refuse Collections, Residential Collections, and Sale Salary and benefit projections for 2010-11 assume
of Landscape Bags revenues. Other transfers no salary increase, a 5.0% health insurance increase,
include: Property & Liability Loss Fund, $323,805 and 0.5% attrition.
representative of the proportionate share of expenses
related to Judgments, Damages, and Workers’ Transfers
Compensation claims. This is an increase of $6,252
from the Re-Estimate. The transfer for the 2010-11 Budget total
approximately $3.29 million which is an increase of
2010-11 Budget transfers also include: $157,239 to approximately $415,108 over the 2009-10
the Water & Sewer Fund for the Environmental Re-Estimate. The 2010-11 transfer to the General
Education Building; and $60,000 for the annual Fund is proposed at 7.0% of Commercial and
transfer to the Technology Fund. Residential Class Fees to offset drainage costs
expensed in the General Fund as determined by the
Working Capital indirect cost allocation plan. Included in the transfers
is $2.9 million for Revenue Debt to pay the annual
The ending working capital for 2010-11 is estimated payment on existing debt. The funding from the
at $915,128, which is equal to 16 days of operating 2009-10 bond sale will be sufficient to cover the
expenses. 2010-11 projects, so there is no proposed revenue
bond sale planned in 2010-11.
MUNICIPAL DRAINAGE UTILITY FUND
Working Capital
Revenues
This fund meets the operating capital requirement of
There is no required municipal drainage rate 30 days as established by City Council and as
adjustment during 2010-11. The drainage rate for an necessary to meet the bond covenant requirements.
average homeowner will remain at $3.30 per month,
and non-residential rates will stay at .056 cents per
2010-11 City Manager's Recommended Budget 13
Overview
The projected ending working capital for 2010-11 is Special Events in the Convention & Tourism Fund
estimated at $1.34 million or 168 days, not including includes total funding in the amount of $151,358 for
the reserve requirement of $1.70 million. events such as the Plano Balloon Festival; however,
they are requesting funding of $157,190 for the event.
CONVENTION & TOURISM FUND All grant programs and special event requests will be
discussed in further detail at the Saturday, August
Revenues 14, 2010 Budget Work Session.
Hotel/Motel tax receipts are projected to decrease by The Convention & Tourism Fund will transfer
$587,440 from the original amount anticipated for $298,499 to the General Fund in 2010-11. This
2009-10 to $3.9 million, with a 1.0% increase transfer is equal to 5.0% of total revenues generated
projected for 2010-11. The loss in revenue this year in the Convention & Tourism Fund. Transfers to the
is directly tied to the economic downturn. Even Technology Fund for 2010-11 have been eliminated
though hotel occupancy rates have remained fairly due to the Convention & Tourism Fund's significant
stable, the average price for a room has decreased loss in revenue.
considerably. In addition, increased hotel competition
from surrounding communities continues to have an Working Capital
impact on Plano’s hotel business.
Ending Working Capital is projected to be $133,042,
Civic Center fees have been adjusted downward by which represents 7 days of operating expenses.
$512,991 in 2009-10 due to a decrease in booked
events caused by the downturn in the economy and GOLF COURSE FUND
increased competition from other venues. Fees are
anticipated to decrease slightly in 2010-11 based on Revenues
booked events and the transfer of operations to a
private contractor at Pecan Hollow Grille. Civic Golf Fees for 2009-10 are projected down from the
Center fees are projected to be approximately $2.0 original budgeted amount of $850,000 to $637,472
million for 2010-11. due to the slowdown in the economy and fewer golf
fees collected during the spring months. Due to the
Interest Income has been re-estimated down by upcoming course renovation starting in November
$27,173 to $32,827 for 2009-10 due to lower interest 2010, golf fee revenue is projected for 2010-11 at
returns than originally anticipated. The 2010-11 $68,000.
projected amount is $30,000. Total Convention &
Tourism revenues for 2009-10 are projected at $6.0 Combined Concessions and Room Rental revenues
million, a decrease of $64,726 or 1.1% below the are re-estimated to decrease by $9,220 from the
2009-10 Re-Estimate. 2009-10 Budget. Plano Centre provided the
concessions and the golf course retained 5.0% of
Expenses gross concession sales; however, Plano Centre
discontinued this function in June 2010. In future
Total appropriations for 2010-11 are $6.9 million, an years the contracted golf professional will be
increase of $168,544 from the 2009-10 Re-Estimate. responsible for concession sales, with the golf course
Salary and benefit projections for 2009-10 assume fund retaining 5.0% of future sales. Due to the course
no salary increase, a 5.0% health insurance increase, closing for 11 months, no revenue is anticipated from
and 0.5% attrition. concessions, interest income or miscellaneous
sources in the 2010-11 proposed budget and
The Convention & Visitors Bureau Recommended reimbursements totaling $303,735 are expected from
Budget for 2010-11 includes a funded supplement of the General Fund and Bond Funds to sustain
$7,000 in anticipation of increases in US Postal necessary personnel and operating & maintenance
Service rates. expenditures.
Overview
Warner Cable will be adjusting their payment of the this fund is one of the contributing factors for
Public Education Government (PEG) fees from $0.38 maintaining our AAA bond rating by the rating
per account to a 1% of gross revenues as remittance. agencies.
This change is expected to add an additional $20,000
in PTN Fees. The PTN Fees are re-estimated at Current transfers are designed to fund planned repair
$285,000 and are $305,855 in 2010-11. Also included and rehabilitation projects for the upcoming year,
is $150,000 for the last year of the Cable Community while also addressing the need to maintain the
Grant. availability of funds from this source for future
projects.
Internal operating transfers total $250,000 from the
Technology Fund. In an effort to make the CATV Expenses
Fund more self-sustaining, the Cable TV Franchise
fee transfer from the General Fund has been The Capital Reserve Fund requested expenditures
eliminated beginning 2010-11. The 2009-10 for 2010-11 total $17.0 million. The 2010-11 requests
re-estimated amount remains the same as originally include $9,294,000 for Street rehabilitation projects;
budgeted, $134,772. $3,710,000 for Park renovations; $3,571,000 for
Municipal Facility renovations and $450,000 for Water
Expenses & Sewer rehabilitation projects.
Appropriations for 2010-11 are proposed at Detailed information concerning all Capital Reserve
$915,766. Salary and benefit projections for 2010-11 projects is included in the Community Investment
assume no salary increase, with 5.0% rate increases Program document.
for health insurance, and 0.5% attrition. In addition,
the 2010-11 Recommended Budget includes: Working Capital
elimination of one full-time Video Producer position
The Capital Reserve Fund is projected to end the
($76,368) and O&M savings of ($5,856). Also, in the
year with $22.9 million in working capital.
2010-11 Budget, $150,000 has been earmarked for
the CATV Equipment Replacement Fund. These EQUIPMENT REPLACEMENT FUND
monies will be used for future equipment replacement
as needed to not diminish the fund balance. Revenues
Working Capital The Equipment Replacement Fund provides
resources for the purchase of equipment as well as
The projected ending working capital for 2010-11 is the replacement of worn-out or obsolete equipment
estimated at $90,624 or 36 days of operations. which in turn minimizes budgetary impact(s) to the
various funds on a year-to-year basis. Scheduled
CAPITAL RESERVE FUND
depreciation charges from user departments on all
Revenues major vehicles and capital equipment are collected
by this fund. The reserve funds are then used to
The total projected revenue for the 2010-11 Capital purchase new equipment as directed by the City
Reserve Budget is $14.1 million. This includes a Manger, or to replace vehicles and equipment at the
transfer of $10.5 million from the General Fund, $1.2 end of their useful life.
million from the Water & Sewer Fund, and a one-time
transfer of $433,351 from the Property Management 2010-11 ERF projected revenues total $7.9 million.
Fund. The Interest Earnings and Rollback Tax This amount includes: Depreciation Transfers In
revenues are projected at $400,000 and $100,000 (revenues), $7.3 million, Interest Income, $225,000,
respectively in 2010-11. The Capital Reserve Fund and Equipment Auction revenues, $360,000.
depicts the City of Plano’s pro-active approach to
Expenses
safeguarding the City’s sizable investment in capital
improvements. The City’s current $1.21 billion in Total expenses of $6.2 million are budgeted for the
existing general obligation bond funded infrastructure replacement of equipment in 2010-11. The
must be maintained in order to provide effective Recommended Budget includes $4.3 million for
service to Plano’s citizens. In addition, maintaining 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, TECHNOLOGY FUND
Patient Reporting Systems, and an EMS All-Terrain The Technology Fund provides resources for the
Cart. The Police Replacement Fund includes purchase, upgrade, and replacements of
$1,180,000 for Police DVR Replacements, technology-related equipment on a year-to-year
Miscellaneous Tahoe Equipment - lights, etc., and basis. Revenues for 2010-11 total $1.7 million and
Police Mobile Data Computer (MDC) replacements. include contributions from these major funds: General
The Recreation Replacement Fund includes $250,000 Fund, $1.0 million; Water & Sewer, $300,000;
for the replacement of various equipment at the City's Sustainability & Environmental Services, $60,000;
Recreation centers, while a newly established Civic and Municipal Drainage, $20,000; as well as $300,000
Centre Equipment Replacement Fund is projected at in interest earnings on the fund balance.
$71,000 for 2010-11 purchases. The budget also
includes a reimbursement from the ERF to Fleet During 2009-10, $10.0 million in tax notes were issued
Services for a portion of employee salaries and to provide funds for the Radio System Infrastructure
benefits related to time spent managing the ERF Replacement project, with no tax notes scheduled for
purchases each year, $150,354. issuance in 2010-11. 2010-11 Recommended
Technology Projects total $7.9 million and include:
Working Capital Radio Infrastructure, $6,277,141; MotoMesh,
$368,845; upgrades to the HTE Navaline system,
The Equipment Replacement Fund is projected to $259,948; Server Replacements, $3,003; Disaster
end the year with $12.0 million in Working Capital. Recovery, $34,821; MESH network extension, $929;
Fire Station #13 Network Connectivty, $30,000;
PROPERTY MANAGEMENT FUND Network IP Switch and Server replacements,
$550,000; Hardware for the City Grants applications
The Property Management Fund will no longer be
process, $11,100; Inventory bar-coding and scanning,
required beginning 2010-11 due to the fact that all
$350,000; and upgrades to the Interactive Voice
rental properties of the Downtown Center North and
Response (IVR) system for Building Inspections,
Downtown Center Northwest have already been
$72,500. Also included for 2010-11 is the elimination
demolished or will soon be demolished. The Fund is
of consulting services for imaging, ($25,000). The
projected to end this fiscal year with a balance of
Technology Fund Budget also includes the annual
$433,351. This remaining fund balance will be
transfer to CATV Fund of $250,000 for purposes of
transferred to the Capital Reserve Fund and the
maintaining the City’s web site.
Property Management Fund will be closed.
PC REPLACEMENT FUND
COMMUNITY DEVELOPMENT BLOCK GRANT
The PC Replacement Fund was established to
This fund represents the City’s allocation of annual provide resources for the purchases of desktop,
funding received from the Federal Government as a laptop, and related equipment for City departments
block grant. For 2010-11, we will receive $1,882,063, and PC and laptop replacements on a rotating
which is dedicated to (10) separate programs as four-year basis. The Fund receives revenues in the
outlined on the fund summary. form of depreciation payments from each cost center
on a cost per unit basis. The 2010-11 PC
CRIMINAL INVESTIGATION FUND Replacement Fund Budget includes $68,500 in
projected expenditures for miscellaneous
The Criminal Investigation Fund provides funding for replacements and is considered a "catch-up" year.
equipment and services to the Police Department The new PC contract includes a manufacturer
that are not included in the General Fund. Revenues warranty period which coincides with the City's 4-year
to this fund include forfeits and seizures from criminal desktop PC replacement cycle. During 2010-11, the
investigations as awarded to Plano by the appropriate cost centers will make no payments into the fund,
Court(s). The 2010-11 Criminal Investigation saving the General Fund an estimated $401,936, and
Proposed Budget includes $310,000 for various saving the other operating funds $164,201. The Fund
miscellaneous expenses, equipment, and capital will begin the next replacement cycle period in
outlay items that may be required to support the 2011-12 with an estimated $585,594 in working
Police Department. capital, and all Funds will once again pay into the PC
Replacement Fund based on the cost of units
replaced under the new cycle.
2010-11 City Manager's Recommended Budget 17
Fund Summaries
Combined Budget Summary
Actuals Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
BEGINNING BALANCES
Operating Funds:
General Fund $44,741,546 $25,874,676 $42,744,130 $29,442,350 13.8%
Water & Sewer Fund 12,430,047 8,224,030 10,555,173 10,550,089 28.3%
Sustainability & Environ. Services Fund 1,968,275 1,083,437 1,970,455 1,624,097 49.9%
Convention & Tourism Fund 4,056,600 2,121,269 2,394,612 1,343,957 -36.6%
Municipal Drainage Utility Fund 4,783,774 2,308,190 4,605,320 2,347,724 1.7%
Recreation Revolving Fund 530,291 378,035 529,180 419,479 11.0%
Municipal Golf Course Fund 59,483 13,458 55,799 0 -100.0%
Property Management Fund 432,081 432,555 450,179 433,351 0.2%
Community Access TV Fund 338,475 115,863 254,378 297,035 156.4%
TOTAL OPERATING FUNDS $69,340,572 $40,551,513 $63,559,226 $46,458,082 14.6%
Debt Service Funds:
General Obligation $5,491,973 $3,084,063 $3,250,126 $1,042,747 -66.2%
Water & Sewer Revenue 207,060 322,766 328,791 426,741 32.2%
TOTAL DEBT SERVICE FUNDS $5,699,033 $3,406,829 $3,578,917 $1,469,488 -56.9%
TOTAL BEGINNING BALANCES $75,039,605 $43,958,341 $67,138,143 $47,927,569 9.0%
ENDING BALANCES
Operating Funds:
General Fund $42,744,130 $16,598,183 $29,442,350 $16,197,772 -2.4%
Water & Sewer Fund 10,555,173 9,048,466 10,550,089 14,201,975 57.0%
Sustainability & Environ. Services Fund 1,970,455 751,756 1,624,097 915,128 21.7%
Convention & Tourism Fund 2,394,612 672,552 1,343,957 133,042 -80.2%
Municipal Drainage Utility Fund 4,605,320 1,382,338 2,347,724 1,340,142 -3.1%
Recreation Revolving Fund 529,180 205,311 419,479 264,219 28.7%
Municipal Golf Course Fund 55,799 50,109 0 0 -100.0%
Property Management Fund 450,179 469,129 433,351 0 -100.0%
Community Access TV Fund 254,378 73,798 297,035 90,624 22.8%
TOTAL OPERATING FUNDS $63,559,226 $29,251,641 $46,458,082 $33,142,903 13.3%
Fund Summaries
Combined Budget Resources Chart
Interest Income
$1,344,440
0.3%
Taxes
$184,555,212 Licenses & Permits
42.5% $5,124,411
1.2%
Building &
Development
$10,629,223
2.7% Parks & Recreation
$32,167,488
8.1%
Public Works
$5,984,917
1.5%
Public Safety Library
$107,150,592 $10,780,621
26.8% 2.7%
2010-11 City Manager's Recommended Budget 21
Fund Summaries
General Fund Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
UNAPPROPRIATED FUND BALANCE $44,741,546 $25,874,676 $38,688,828 $29,442,350 13.8%
Encumbrance Adjustment 4,055,302
Revenues
Taxes $140,116,915 $141,395,242 $139,245,960 $138,196,444 -2.3%
Franchise Fees 23,586,444 22,197,743 21,025,573 21,348,285 -3.8%
Fines & Forfeits 8,317,559 8,297,385 7,837,264 7,849,020 -5.4%
Miscellaneous Revenue 2,041,433 2,309,189 1,781,534 1,908,084 -17.4%
Licenses & Permits 4,786,294 4,127,062 5,589,614 5,124,411 24.2%
Charges for Services 10,967,657 11,212,405 10,841,313 11,050,205 -1.4%
Intergovernmental Revenue 2,915,578 716,747 749,759 1,276,575 78.1%
Subtotal Revenues $192,731,880 $190,255,773 $187,071,017 $186,753,024 -1.8%
Intragovernmental Transfers 18,513,599 19,486,530 18,025,440 18,642,695 -4.3%
TOTAL REVENUES & TRANSFERS $211,245,479 $209,742,303 $205,096,457 $205,395,719 -2.1%
TOTAL RESOURCES $255,987,025 $235,616,979 $247,840,587 $234,838,069 -0.3%
APPROPRIATIONS
Operating Expense
Salaries & Wages $146,725,442 $150,829,615 $147,319,954 $151,042,692 0.1%
Materials & Supplies 5,853,895 6,698,318 7,618,710 6,840,433 2.1%
Contractual 38,669,581 41,008,161 40,858,850 39,225,491 -4.3%
Community Services Agencies 524,600 529,200 529,200 251,796 -52.4%
Sundry 872,890 1,019,279 1,296,662 962,270 -5.6%
Reimbursements (1,617,865) (2,420,751) (2,335,922) (2,275,796) -6.0%
Subtotal $191,028,543 $197,663,822 $195,287,454 $196,046,886 -0.8%
Capital Outlay 1,636,365 1,010,000 2,599,424 1,026,000 1.6%
TOTAL OPERATIONS $192,664,908 $198,673,822 $197,886,878 $197,072,886 -0.8%
Capital Reserve $10,500,000 $10,500,000 $10,500,000 $10,500,000 0.0%
Property & Liability Loss Fund 2,800,000 2,800,000 2,972,055 2,686,758 -4.0%
Technology Fund 1,000,000 1,000,000 1,000,000 1,000,000 0.0%
CATV Fund 133,769 134,772 134,772 0 -100.0%
FY 2011-12 Budget Reserve 0 0 0 1,598,065 100.0%
Economic Development 933,965 895,770 890,101 895,770 0.0%
Economic Development Incentive Fund 5,210,253 5,014,431 5,014,431 4,886,818 -2.5%
TOTAL TRANSFERS $20,577,987 $20,344,973 $20,511,359 $21,567,411 6.0%
TOTAL APPROPRIATIONS $213,242,895 $219,018,795 $218,398,237 $218,640,297 -0.2%
UNAPPROPRIATED FUND BALANCE $42,744,130 $16,598,184 $29,442,350 $16,197,772 -2.4%
Days of Operation 30
22 2010-11 City Manager's Recommended Budget
Fund Summaries
Fund Summaries
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
Fees & Service Charges
Animal Pound & Adoption Fee $202,523 $249,383 $221,246 $256,246 2.8%
Ambulance Service 3,734,939 3,663,114 3,608,958 3,614,371 -1.3%
False Alarm Response 384,789 405,674 315,811 316,285 -22.0%
Emergency 911 1,027,902 1,113,918 1,025,902 1,027,441 -7.8%
Interlocal Plan Review 66,751 82,459 18,023 0 -100.0%
Contractor Registration Fee 190,983 149,912 153,677 115,258 -23.1%
Engineering Inspection Fee 121,596 200,000 125,000 98,750 -50.6%
Residential Building Plan Review 31,463 24,345 36,793 35,095 44.2%
Reinspection Fee 57,285 50,876 42,680 34,510 -32.2%
File Searches 37,325 37,044 41,287 41,349 11.6%
Same Day Inspection Fee 53,595 42,863 55,416 41,562 -3.0%
Convenience Copiers 15,098 14,986 14,986 15,008 0.2%
Recreation User Fee 547,520 562,500 575,072 575,072 2.2%
Recreation Rental Fee 119,294 92,180 132,676 136,676 48.3%
Swimming Fees 660,931 520,827 681,442 682,464 31.0%
Recreation Membership Card Fee 2,282,752 2,550,276 2,317,591 2,550,276 0.0%
Tennis Center Fee 228,346 197,947 208,346 208,659 5.4%
Food Manager/Handler Training 73,883 65,356 75,996 76,110 16.5%
Ticket Services/Sales 72,192 78,907 5,600 0 -100.0%
Tree Trimming Assessments 130,391 117,148 106,269 106,428 -9.2%
Child Safety Fees 103,147 102,143 78,925 79,043 -22.6%
Sundry 824,952 890,547 999,617 1,039,602 16.7%
TOTAL FEES & SVC CHARGES $10,967,657 $11,212,405 $10,841,313 $11,050,205 -1.4%
Intergovernmental Revenue
Payments from FISD:
School Crossing Guards $24,465 $0 $0 $0 0.0%
School Liaisons 53,986 103,298 103,298 107,436 4.0%
Payments from PISD:
School Liaisons 226,241 139,590 160,344 555,678 298.1%
Collin County Library Grant 78,250 81,427 79,675 79,675 -2.2%
Denton County Library Grant 11,200 11,200 10,300 10,300 -8.0%
Plano-Richardson Trng. Ctr. / Misc. 326,397 300,000 313,160 313,160 4.4%
Interlocal Radio System Access 81,232 81,232 82,982 210,326 158.9%
TIF II Payback 2,113,807 0 0 0 0.0%
TOTAL INTERGOVT'L REVENUE $2,915,578 $716,747 $749,759 $1,276,575 78.1%
TOTAL REVENUE $192,731,880 $190,255,773 $187,071,018 $186,753,024 -1.8%
Intragovernmental Transfers
Intra-Fund Transfers From:
Water & Sewer Fund $16,723,973 $17,689,077 $16,300,724 $16,935,647 -4.3%
Sustain. & Environ. Services Fund 886,376 889,114 892,035 892,100 0.3%
Recreation Revolving Fund 155,524 154,841 171,309 156,273 0.9%
Golf Course Fund 44,550 44,550 0 0 -100.0%
Convention & Tourism Fund 353,168 358,415 301,735 298,499 -16.7%
Municipal Drainage Fund 350,008 350,533 359,636 360,176 2.8%
TOTAL INTRAGOVT'L TRANSFERS $18,513,599 $19,486,530 $18,025,440 $18,642,695 -4.3%
TOTAL GENERAL FUND $211,245,479 $209,742,303 $205,096,457 $205,395,719 -2.1%
24 2010-11 City Manager's Recommended Budget
Fund Summaries
Non-Departmental Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
BY ITEM
Retiree Health Insurance $738,676 $870,000 $840,000 $882,000 1.4%
Medicare 0 0 750,000 0 0.0%
Retirement Payout 0 3,000,000 1,300,000 2,500,000 -16.7%
Vacation Buyback 0 473,410 0 455,189 -3.8%
Vacation Buydown 0 0 0 460,200 100.0%
Sick Leave Buy-out 0 398,105 0 300,000 -24.6%
Unemployment Insurance 75,381 65,000 80,000 80,000 23.1%
Electricity 2,848,900 2,854,399 2,911,487 2,969,717 4.0%
Water/Sewer 2,336,561 2,230,074 2,245,822 2,358,113 5.7%
Appraisal District 777,116 817,270 790,950 809,041 -1.0%
Collin County Tax Collection Services 62,641 65,773 64,495 67,720 3.0%
Print Shop/Mail Service 454,441 477,125 246,961 0 -100.0%
Technology Services 9,625,324 9,608,276 9,572,939 9,222,623 -4.0%
Miscellaneous 509,235 537,733 599,937 471,203 -12.4%
Subtotal $17,428,275 $21,397,165 $19,402,591 $20,575,806 -3.8%
Social Service Agencies: $251,796
Assistance Center of Collin County $51,000 $52,578 $52,430 -100.0%
Assist. League of Greater Collin County 22,500 27,578 27,578 -100.0%
Avenues Counseling Center 2,500 2,500 2,500 -100.0%
Big Bro/Sis of N Tex (Youth Mentor) 5,000 0 0 0.0%
CASA of Collin County 15,000 32,578 32,578 -100.0%
Collin County Adult Clinic 15,000 23,578 23,578 -100.0%
Collin County Care Ctr/Samaritan Inn 35,000 34,578 34,578 -100.0%
Collin County Children’s Advocacy Center 20,000 17,578 17,578 -100.0%
Collin County Committee on Aging 73,100 47,578 47,578 -100.0%
Collin Intervention to Youth 40,000 0 0 0.0%
Dental Health Programs 27,100 0 0 0.0%
Family Literacy (Even Start PISDEF) 15,000 15,000 15,000 -100.0%
Family Outreach 10,000 10,000 10,000 -100.0%
Geriatric Wellness Center 24,600 37,578 37,578 -100.0%
God’s Food Pantry 0 0 0 0.0%
Hope’s Door 25,000 32,578 32,578 -100.0%
Journey of Hope 5,000 11,090 11,090 -100.0%
Plano Children’s Medical Clinic 37,420 40,078 40,078 -100.0%
Plano Community Charity 40,000 42,578 38,832 -100.0%
Rape Crisis Center (Turning Point) 30,000 32,578 32,578 -100.0%
Salvation Army 0 37,578 37,578 0.0%
Special Care and Career Services 9,480 30,000 30,000 -100.0%
Subtotal Social Service Agencies $502,700 $527,604 $523,710 $251,796 -52.3%
TOTAL OPERATIONS $17,930,975 $21,924,769 $19,926,301 $20,827,602 -5.0%
Capital Reserve $10,500,000 $10,500,000 $10,500,000 $10,500,000 0.0%
Property & Liability Loss Fund 2,800,000 2,800,000 2,997,698 2,686,758 -4.0%
Technology Fund 1,000,000 1,000,000 1,000,000 1,000,000 0.0%
CATV Fund 133,769 134,772 134,772 0 -100.0%
FY 2011-12 Budget Reserve 0 0 0 1,598,065 100.0%
Economic Development 933,965 895,770 890,101 895,770 0.0%
Economic Dev Incentive Fund 5,210,253 5,014,431 5,014,431 4,886,818 -2.5%
TOTAL TRANSFERS $20,577,987 $20,344,972 $20,537,002 $21,567,411 6.0%
TOTAL NON-DEPARTMENTAL $38,508,962 $42,269,741 $40,463,303 $42,395,013 0.3%
2010-11 City Manager's Recommended Budget 25
Fund Summaries
General Obligation Debt Service Fund
Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
Fund Summaries
Water & Sewer Debt Service Fund
Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
RESERVE FUND
WORKING CAPITAL $0 $0 $0 $0 0.0%
Fund Interest Income 0 0 0 0 0.0%
Transfer to W&S Debt Service 0 0 0 0 0.0%
TOTAL $0 $0 $0 $0 0.0%
FUND BALANCE $0 $0 $0 $0 0.0%
SINKING FUND
UNAPPROPRIATED FUND BALANCE $207,060 $322,766 $328,791 $426,741 24.4%
Transfer In (W & S Fund) $2,200,000 $2,200,000 $2,200,000 $1,225,000 -79.6%
Transfer In (W & S Reserve) 0 0 0 0 0.0%
Transfer to Escrow & Adj. 0 0 0 0 0.0%
Transfer In (Water Impact Fees) 0 0 0 0 0.0%
Transfer In (Sewer Impact Fees) 0 0 0 0 0.0%
Fund Interest Income 16,025 10,000 10,000 10,000 0.0%
TOTAL $2,216,025 $2,210,000 $2,210,000 $1,235,000 -78.9%
TOTAL RESOURCES $2,423,085 $2,532,766 $2,538,791 $1,661,741 -52.4%
APPROPRIATIONS
Principal $1,855,000 $1,940,000 $1,940,000 $1,260,000 -54.0%
Interest 239,294 172,050 172,050 75,050 -129.2%
Fees 0 0 0 0 0.0%
Subtotal $2,094,294 $2,112,050 $2,112,050 $1,335,050 -58.2%
Transfer to Sewer CIP 0 0 0 0 0.0%
TOTAL TRANSFERS $0 $0 $0 $0 0.0%
TOTAL APPROPRIATIONS $2,094,294 $2,112,050 $2,112,050 $1,335,050 -58.2%
UNAPPROPRIATED FUND BALANCE $328,791 $420,716 $426,741 $326,691 -28.8%
28 2010-11 City Manager's Recommended Budget
Fund Summaries
Revenues
Commercial Franchise $6,198,973 $6,709,797 $6,447,518 $6,504,545 -3.1%
Special Refuse Collection 67,216 63,114 82,464 82,588 30.9%
Residential Collection 12,604,378 12,603,597 12,620,722 12,620,722 0.1%
Allied Waste, Inc. 134,017 76,477 75,720 76,477 0.0%
Recycling 103,066 150,000 551,049 300,000 100.0%
Sales of Landscape Bags 40,806 34,913 40,178 40,982 17.4%
Contributions via Utility Billing 11,634 11,600 11,600 11,600 0.0%
Sale of Compost 998,206 1,011,287 1,011,287 1,191,287 17.8%
Tipping Fees 600,027 704,984 754,984 770,984 9.4%
Miscellaneous 539,336 669,170 343,971 364,326 -45.6%
Reimbursements 209,537 188,619 167,793 169,240 -10.3%
Sustainability Program Transfer 100,000 100,000 100,000 100,000 0.0%
Trans from Fund Bal for Loan Payoff 280,892 0 0 0 0.0%
TOTAL REVENUES $21,888,088 $22,323,558 $22,207,286 $22,232,751 -0.4%
TOTAL RESOURCES $23,856,363 $23,406,995 $24,177,741 $23,856,847 1.9%
APPROPRIATIONS
Operating Expense
Salaries & Wages $6,046,149 $6,141,377 $6,201,299 $6,195,084 0.9%
Materials & Supplies 403,557 340,290 439,792 344,353 1.2%
Contractual 6,247,668 6,931,873 6,520,680 6,813,817 -1.7%
NTMWD 6,883,746 7,725,574 7,717,648 8,055,652 4.3%
Sundry 145,358 70,179 101,836 93,169 32.8%
Reimbursements 22,719 0 145,562 0 0.0%
Subtotal $19,749,197 $21,209,293 $21,126,817 $21,502,075 1.4%
Capital Outlay 191,759 0 0 6,500 0.0%
TOTAL OPERATIONS $19,940,956 $21,209,293 $21,126,817 $21,508,575 1.4%
Transfer to General Fund $886,376 $889,114 $892,035 $892,100 0.3%
Transfer to Technology Fund 60,000 60,000 60,000 60,000 0.0%
Transfer to W&S Fund-Env. Ed. Bldg. 429,820 157,239 157,239 157,239 0.0%
Transfer to Internal Loan Program 238,797 0 0 0 0.0%
Transfer to Loss Fund 329,959 339,593 317,553 323,805 -4.6%
TOTAL TRANSFERS $1,944,952 $1,445,946 $1,426,827 $1,433,144 -0.9%
TOTAL APPROPRIATIONS $21,885,908 $22,655,238 $22,553,644 $22,941,719 1.3%
WORKING CAPITAL $1,970,455 $751,756 $1,624,097 $915,128 21.7%
Days of Operation 16
2010-11 City Manager's Recommended Budget 29
Fund Summaries
Municipal Drainage Utility Fund
Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
Revenues
Environmental Assessment Fees:
Residential Class Fees $2,744,139 $2,741,668 $2,846,264 $2,850,534 4.0%
Commercial Class Fees 2,305,567 2,265,945 2,291,397 $2,294,834 1.3%
Miscellaneous 5,202 0 6,000 0 0.0%
Interest Income 64,605 85,000 42,479 42,440 -50.1%
TOTAL REVENUES $5,119,513 $5,092,613 $5,186,140 $5,187,807 1.9%
TOTAL RESOURCES $9,903,287 $7,400,803 $9,791,460 $7,535,531 1.8%
APPROPRIATIONS
Operating Expense
Salaries & Wages $1,198,813 $1,565,735 $1,379,721 $1,345,668 -14.1%
Materials & Supplies 243,892 265,464 371,184 254,514 -4.1%
Contractual 646,595 861,708 792,536 691,688 -19.7%
Sundry 9,803 79,674 9,968 3,961 -95.0%
Reimbursements 268,207 254,039 309,719 308,240 21.3%
Subtotal $2,367,310 $3,026,620 $2,863,128 $2,604,071 -14.0%
Capital Outlay 38,505 0 0 300,000 0.0%
TOTAL OPERATIONS $2,405,815 $3,026,620 $2,863,128 $2,904,071 -4.0%
APPROPRIATIONS
Operating Expenses
Convention & Visitors Bureau $1,447,647 $1,691,797 $1,717,014 $1,764,377 4.3%
Civic Center Operations 3,474,785 4,067,274 3,429,374 3,776,989 -7.1%
Support of the Arts 677,710 661,173 586,057 591,917 -10.5%
Historic Preservation 682,710 661,173 586,057 591,917 -10.5%
Special Events 118,655 157,190 143,777 157,190 0.0%
Civic Center Equipment Rpl Fund 364,091 1,000,000 251,568 0 -100.0%
Subtotal $6,765,598 $8,238,607 $6,713,847 $6,882,391 -16.5%
Capital Outlay 132,318 0 49,774 0 0.0%
TOTAL OPERATIONS $6,897,916 $8,238,607 $6,763,621 $6,882,391 -16.5%
Fund Summaries
Golf Course Fund Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
** 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
Revenues
Recreation Fees $3,279,909 $3,039,167 $3,359,409 $3,015,508 -0.8%
Contributions 24,726 15,600 19,290 26,650 70.8%
Interest Income 19,291 14,000 14,000 14,000 0.0%
Sundry 21,119 28,056 33,481 69,300 147.0%
TOTAL REVENUES $3,345,045 $3,096,823 $3,426,180 $3,125,458 0.9%
TOTAL RESOURCES $3,875,336 $3,474,858 $3,955,360 $3,544,937 2.0%
APPROPRIATIONS
Operating Expense
Salaries & Wages $1,359,129 $1,351,047 $1,398,658 $1,382,589 2.3%
Materials & Supplies 232,334 209,362 227,058 224,941 7.4%
Contractual 1,572,163 1,523,789 1,707,737 1,486,296 -2.5%
Sundry 27,006 30,508 31,119 30,619 0.4%
Subtotal $3,190,632 $3,114,706 $3,364,572 $3,124,445 0.3%
Capital Outlay 0 0 0 0 0.0%
TOTAL OPERATIONS $3,190,632 $3,114,706 $3,364,572 $3,124,445 0.3%
Transfer to General Fund $155,524 $154,841 $171,309 $156,273 0.9%
TOTAL TRANSFERS $155,524 $154,841 $171,309 $156,273 0.9%
TOTAL APPROPRIATIONS $3,346,156 $3,269,547 $3,535,881 $3,280,718 0.3%
WORKING CAPITAL $529,180 $205,311 $419,479 $264,219 28.7%
Days of Operation 31
2010-11 City Manager's Recommended Budget 33
Fund Summaries
Property & Liability Loss Fund
Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
Resources
General Fund Transfer In $2,800,000 $2,800,000 $2,972,055 $2,686,758 -4.2%
Water & Sewer Fund Transfer In 616,484 716,484 682,617 648,732 -10.4%
Sustain. & Env. Svcs. Fund Transfer In 329,959 339,593 315,370 323,805 -4.9%
Claims Recovered 74,974 200,000 200,000 200,000 0.0%
Interest Earned 67,805 100,000 50,000 50,000 -100.0%
TOTAL REVENUES $3,889,222 $4,156,077 $4,220,042 $3,909,295 -6.3%
TOTAL RESOURCES $5,579,944 $4,341,999 $4,685,321 $4,206,861 -3.2%
APPROPRIATIONS
Workers' Compensation $2,027,355 $1,200,000 $1,200,000 $1,200,000 0.0%
Judgements and Damages 666,668 1,000,000 500,000 600,000 -66.7%
Risk Management Operations 2,420,642 1,901,329 2,687,755 1,895,296 -0.3%
TOTAL APPROPRIATIONS $5,114,665 $4,101,329 $4,387,755 $3,695,296 -11.0%
UNAPPROPRIATED FUND BALANCE $465,279 $240,670 $297,566 $511,565 53.0%
34 2010-11 City Manager's Recommended Budget
Fund Summaries
Revenues
Plano Television Network Fee $258,945 $285,000 $285,000 $305,855 7.3%
Interest Income 5,853 7,000 3,000 3,000 -57.1%
Cable Community Grant 150,000 150,000 150,000 150,000 0.0%
Transfer In Gen Fund - Franchise
Fees 133,769 134,772 134,772 0 -100.0%
Transfer In Technology Fund 250,000 250,000 250,000 250,000 0.0%
Miscellaneous 12,709 500 500 500 0.0%
TOTAL REVENUES $811,276 $827,272 $823,272 $709,355 -14.3%
TOTAL RESOURCES $1,149,751 $943,135 $1,077,650 $1,006,390 6.7%
APPROPRIATIONS
Operating Expense
Salaries & Wages $771,442 $651,650 $645,782 $637,385 -2.2%
Materials & Supplies 55,540 55,885 57,609 47,189 -15.6%
Contractual 67,940 84,302 74,779 79,892 -5.2%
Sundry 2,393 2,500 1,645 1,300 -48.0%
Equipment Replacement 0 75,000 0 150,000 100.0%
Subtotal 897,315 869,337 779,815 915,766 5.3%
Capital Outlay (1,942) 0 800 0 0.0%
TOTAL APPROPRIATIONS 895,373 869,337 780,615 915,766 5.3%
WORKING CAPITAL $254,378 $73,798 $297,035 $90,624 22.8%
Days of Operation 36
2010-11 City Manager's Recommended Budget 35
Fund Summaries
Capital Reserve Fund Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
Revenues
General Fund Transfer In $10,500,000 $10,500,000 $10,500,000 $10,500,000 0.0%
Water & Sewer Transfer In 1,200,000 1,200,000 1,200,000 1,200,000 0.0%
Property Mgmt Transfer In 0 0 0 433,351 0.0%
Fund Interest Earnings 584,348 550,000 425,000 400,000 -27.3%
Rollback Taxes 263,577 300,000 100,000 100,000 -66.7%
Miscellaneous 6,500 0 0 0 0.0%
Transfer from Developer's Escrow 1,093,249 0 0 0 0.0%
Reimbursement from Collin County 1,404,847 1,500,000 1,500,000 1,500,000 0.0%
Screening Walls 0 2,500 0 0 -100.0%
TOTAL REVENUE $15,052,521 $14,052,500 $13,725,000 $14,133,351 0.6%
TOTAL RESOURCES $52,498,643 $40,069,871 $52,632,914 $39,956,265 -0.3%
APPROPRIATIONS
Depreciation Transfers In
General Fund $3,987,102 $3,804,206 $3,590,960 $3,519,322 -7.5%
Police - Special Equipment Fund 436,825 296,400 430,022 435,000 46.8%
Fire - Special Equipment Fund 443,757 360,000 445,530 450,000 25.0%
Recreation - Equipment Fund 0 250,000 250,000 250,000 0.0%
Grant Fund 152,350 0 0 0 0.0%
Government Access/CATV 4,054 4,054 4,054 4,054 0.0%
Water & Sewer 538,333 499,338 474,523 516,452 3.4%
Sustainability & Environmental Svcs. 1,791,263 1,814,074 1,445,803 1,821,635 0.4%
Convention & Tourism 14,706 15,622 13,997 14,902 -4.6%
Municipal Drainage Utility 171,771 114,223 111,104 116,440 1.9%
Golf Course 91,090 82,238 77,807 72,330 -12.0%
Recreation Revolving 3,665 247 207 0 -100.0%
Equipment Maintenance 75,057 69,552 69,300 44,397 -36.2%
Office Services 8,635 8,510 3,213 0 -100.0%
Warehouse 3,381 3,381 3,381 3,381 0.0%
Property/Liability Loss 11,701 10,313 4,815 5,600 -45.7%
Technology Services 19,502 19,502 40,287 36,823 88.8%
Traffic Safety Fund 7,403 7,403 7,403 7,403 0.0%
TOTAL TRANSFERS $7,760,595 $7,359,063 $6,972,406 $7,297,739 -0.8%
Other Revenues
Auction Proceeds $482,812 $410,000 $445,337 $360,000 -12.2%
Interest 170,908 225,000 162,237 225,000 0.0%
Internal Loans 238,797 0 0 0 0.0%
Miscellaneous -22,001 0 0 0 0.0%
TOTAL REVENUE $8,631,111 $7,994,063 $7,579,980 $7,882,739 -1.4%
TOTAL RESOURCES $18,790,176 $18,392,671 $23,202,970 $18,252,529 -0.8%
Expenditures
General Fund 1,664,038 $4,054,000 $8,798,583 $1,385,000 -65.8%
Police - ERF 179,751 335,000 390,001 1,180,000 252.2%
Fire - ERF 20,499 546,230 576,990 425,899 -22.0%
Recreation - ERF 0 250,000 250,000 250,000 0.0%
Civic Centre - ERF 0 0 0 71,000
Grant Fund 152,350 0 0 0 0.0%
Water & Sewer 288,462 740,000 652,617 805,000 8.8%
Sustainability & Environmental Svcs. 438,774 1,570,000 1,845,088 1,333,000 -15.1%
Convention & Tourism Fund 362 50,000 84,380 0 -100.0%
Municipal Drainage 45,058 42,000 42,000 149,000 254.8%
Golf Course 43,948 10,000 10,000 90,000 800.0%
Equipment Maintenance 4 5 5 0 83,521 150,354 0.0%
Miscellaneous & Small Equipment 333,489 448,862 100,000 375,000 -16.5%
TOTAL EXPENDITURES 3,167,186 $8,046,092 $12,833,180 $6,214,253 -22.8%
WORKING CAPITAL $15,622,990 $10,346,579 $10,369,790 $12,038,276 16.4%
POLICE EQUIPMENT RESERVE $1,346,022 $1,121,003 $1,396,043 $651,043 -41.9%
FIRE EQUIPMENT RESERVE $1,210,965 $860,023 $1,084,505 $1,108,606 28.9%
RECREATION EQUIPMENT RES. $0 $250,000 $90,000 $90,000 0.0%
CIVIC CENTRE EQUIPMENT RES. $0 $0 $0 $129,000 0.0%
ERF UNRESERVED $13,066,004 $8,115,553 $7,799,243 $10,059,628 24.0%
TOTAL WORKING CAPITAL $15,622,990 $10,346,579 $10,369,790 $12,038,276 16.4%
2010-11 City Manager's Recommended Budget 37
Fund Summaries
Property Management Fund Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
HOME:
Housing Rehabilitation $179,217 $200,000 $196,727 $51,881 -74.1%
Administrative 19,235 31,187 44,977 67,655 116.9%
Homeownership Program (ADDI) 79,406 143,950 206,888 119,941 -16.7%
Plano Housing Corporation 77,835 150,000 190,500 108,493 -27.7%
Habitat for Humanity of South Collin
38.5%
Co. 54,965 117,000 165,000 162,000
Christ United Methodist Church 71,832 46,500 46,500 50,000 7.5%
Sub-Total HOME: $482,490 $688,637 $850,592 $559,970 -18.7%
Fund Summaries
Criminal Investigation Fund Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
UNAPPROPRIATED FUND
BALANCE $1,007,960 $794,060 $1,344,402 $1,193,370 50.3%
Fund Summaries
PC Replacement Fund Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11* 2010-11
Revenues
General Fund $604,664 $401,938 $401,938 $0 -100.0%
Govt Access/CATV 4,101 4,101 4,101 0 -100.0%
Municipal Court Technology 8,657 8,657 8,657 0 -100.0%
Water & Sewer Fund 37,461 37,461 37,461 0 -100.0%
Sustainability & Environ. Svcs. 18,587 18,587 18,587 0 -100.0%
Convention & Tourism 15,316 15,316 15,316 0 -100.0%
Recreation Revolving 380 380 380 0 -100.0%
Equipment Maintenance 8,471 8,471 8,471 0 -100.0%
Office Services 2,545 2,545 2,545 0 -100.0%
Municipal Warehouse 1,055 1,055 1,055 0 -100.0%
Property/Liability Loss 4,918 4,918 4,918 0 -100.0%
Technology Services 59,975 59,975 59,975 0 -100.0%
Economic Development 2,735 2,735 2,735 0 -100.0%
Miscellaneous 33,840 45,000 26,916 15,000 -66.7%
TOTAL REVENUES $802,705 $611,139 $593,055 $15,000 -97.5%
TOTAL RESOURCES $2,789,849 $1,416,608 $1,457,951 $654,094 -53.8%
APPROPRIATIONS
Operating Expense
Non-Capital Software $0 $0 $0 $0 0.0%
Non-Capital Hardware 601,401 186,139 300,357 50,000 -73.1%
Sundry 32,873 0 0 0 0.0%
Capital Software 0 0 0 0 0.0%
Capital Computer Hardware 140,679 18,500 18,500 18,500 0.0%
TOTAL OPERATIONS $774,953 $204,639 $318,857 $68,500 -66.5%
Transfer to Technology Fund $1,150,000 $500,000 $500,000 $0 -100.0%
TOTAL APPROPRIATIONS $1,924,953 $704,639 $818,857 $68,500 -90.3%
WORKING CAPITAL $864,896 $711,969 $639,094 $585,594 -17.8%
Computer Reserve $200,000 $500,000 $500,000 $0 -100.0%
Available Fund Balance $664,896 $211,969 $139,094 $585,594 176.3%
Total Working Capital $864,896 $711,969 $639,094 $585,594 -17.8%
* 2010-11 will be a "catch-up" year for PC Replacements. A new replacement cycle will begin in FY 2011-12.
42 2010-11 City Manager's Recommended Budget
Fund Summaries
Personnel
2010-11 Personnel Worksheet - Full
Time Positions by Department
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
01-113 Legal
Assistant City Attorney II 1 1 1
Assistant City Attorney III 3 3 3
City Attorney 1 1 1
First Assistant City Attorney 1 1 1
Legal Secretary 3 3 3
Legal Secretary, Sr. 1 1 1
Paralegal, Sr. 1 1 1
11 11 11
01-195 Publishing
Publishing Coordinator 1 (1) 0 0
Sr. Publishing Coordinator 2 (2) 0 0
3 (3) 0 0
01-211 Finance
Administrative Coordinator 1 1 1
Director of Finance 1 1 1
2 2 2
01-212 Accounting
Account Clerk II 5 5 5
Account Clerk, Sr. 5 5 5
44 2010-11 City Manager's Recommended Budget
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
Accountant I 1 1 1
Accountant II 2 2 2
Accounting Supervisor 2 2 2
Controller 1 1 1
Payroll Supervisor 1 1 1
17 17 17
01-217 Treasury
Treasurer 1 1 1
Treasury Analyst I 0 0 0
Treasury Analyst II 1 1 1
2 2 2
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
23 23 (1) 22
01-361 Purchasing
Buyer I 1 2 3 3
Buyer II 2 2 2
Buyer, Sr. 2 (1) 1 1
Buyer Supervisor 2 2 2
Chief Purchasing Officer 1 1 1
Purchasing Manager 1 1 1
Specification Analyst 1 1 1
10 1 11 11
01-532 Police
Assistant Chief of Police 1 1 1
Captain 4 4 4
Chief of Police 1 1 1
Lieutenant 13 13 13
Police Officer 283 (1) 282 282
Sergeant 38 38 38
Account Clerk I 1 1 1
Administrative Assistant 1 1 1
Administrative Assistant, Sr. 9 9 9
46 2010-11 City Manager's Recommended Budget
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
Administrative Support Supervisor 1 1 1
CAPERS Coordinator 1 1 1
Compliance Coordinator, Sr. 1 1 1
Crime Prevention Specialist 1 1 1
Crime Scene/Property Ev./Qtr Mgr. 1 1 1
Criminalist 10 10 10
Criminalist Supervisor 3 3 3
Jail Manager 1 1 1
Jail Supervisor 6 6 6
Jailer 29 29 29
Police Administrative Manager 1 1 1
Police Alarm Assistant 3 (1) 2 2
Police Budget Analyst 1 1 1
Police Crime Analyst 2 2 2
Police Crime Analyst, Sr. 1 1 1
Police Laboratory Safety Coord 1 1 1
Police Legal Advisor, Sr. 1 1 1
Police Open Records Assistant 1 1 1
Police Open Records Assistant, Sr. 1 1 1
Police Planning & Research Coordinator 1 1 1
Police Public Info Coordinator 1 1 1
Police Quarter Master Assistant 5 5 5
Police Quarter Master, Sr. 1 1 1
Police Quarter Master Supervisor 1 1 1
Police Records Assistant 26 (1) 25 25
Police Records Assistant, Sr. 2 2 2
Police Records Manager 1 1 1
Police Records Supervisor 3 3 3
Police Terminal Agency Coordinator 1 1 1
Property Unit Supervisor 1 1 1
Property/Evidence Specialist 4 4 4
Public Safety Officer Supervisors 2 2 2
Public Safety Officers 18 18 18
Website Assistant 1 1 1
485 (3) 482 482
2010-11 City Manager's Recommended Budget 47
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
01-534 Public Safety Communications
9-1-1 Coordinator 1 1 1
Administrative Assistant, Sr 1 1 1
Administrative Coordinator 2 2 2
Director Public Safety Communications 1 1 1
PSC Computer Operations Coord. 1 1 1
PSC Operations Coordinator 1 1 1
Public Safety Communications Educ Rep 1 1 1
Public Safety Communications Manager 2 2 2
Public Safety Communications Specialist (or Recruit) 61 61 61
Public Safety Communications Supervisor 6 6 6
Public Safety Communications Training Coordinator 3 3 3
Quality Assurance Coordinator 2 2 2
Radio System Coordinator 1 1 1
Radio System Manager 1 1 1
Radio Technician 2 1 1
Radio Technician , Sr. 0 1 1 2
86 86 1 87
01-552 Fire
Assistant Fire Chief 4 4 4
Battalion Chief 9 9 9
Fire Apparatus Operator 51 51 51
Fire Captain 39 3 42 42
Fire Chief 1 1 1
Fire Rescue Specialist 193 193 193
Lieutenant 24 (4) 20 20
321 (1) 320 320
01-582 Health
Administrative Assistant 1 1 1
Administrative Assistant, Sr 2 2 2
Administrative Support Supervisor 1 1 1
Director Environmental Health 1 1 1
Environmental Health Specialist 5 5 (1) 4
Environmental Health Specialist, Sr 4 4 4
Health Manager 1 1 1
Inspection Services Supervisor 1 1 1
16 16 (1) 15
01-622 Planning
Administrative Assistant 1 1 1
Administrative Assistant, Sr. 1 1 1
Administrative Assistant, Tech 2 2 2
Administrative Support Supervisor 1 1 1
Community Development Coordinator 3 (1) 2 2
Community Development Coordinator, Sr. 1 1 2 2
Community Services Manager 1 1 1
Data Base Administrator 1 1 (1) 0
Day Labor Center Coordinator 2 2 2
Day Labor Center Supervisor 1 1 1
Director of Planning 1 1 1
GIS Analyst 1 (1) 0 0
GIS Analyst, Sr. 3 1 4 4
GIS Manager 1 1 1
GIS Tech 1 1 1
Landscape Architect 1 1 1
Long Range Planning Manager 1 1 (1) 0
Mapping/Information Supervisor 1 1 1
Mapping/Information Tech 1 1 1
Neighborhood Services Supervisor 1 1 1
Planner 5 5 5
Planner, Sr. 2 2 2
Planning Manager 1 1 1
Planning Tech 1 1 1
Planning Tech, Sr. 1 1 1
Rehabilitation Estimator 1 1 1
Rehabilitation Estimator, Sr. 1 1 1
38 0 38 (2) 36
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
Building Inspector 1 1 1
Building Inspector, Sr 5 5 (2) 3
Chief Building Official 1 1 1
Code Compliance Inspector 1 1 1
Code Compliance Inspector, Sr 1 1 1
Code Compliance Rep 2 (1) 1 1
Code Compliance Rep Sr 0 1 1 1
Electrical Inspector 1 1 1
Electrical Inspector, Sr 3 3 3
Inspection Assistant, Sr 2 2 2
Inspection Services Supervisor 2 2 2
Permit Services Rep, I 1 1 1
Permit Services Rep, II 4 4 4
Permit Services Rep, Sr 1 1 1
Plans Examiner 4 4 4
Plans Review Services Supervisor 1 1 1
Plumbing Inspector, Sr 4 4 4
Public Information Assistant 1 (1) 0 0
Records Assistant 1 1 1
42 (1) 41 (4) 37
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
01-643 Park Support Services
Electrical Tech 2 2 2
Equipment Operator 2 2 2
Equipment Operator, Sr. 2 2 2
Forestry Technician 1 1 1
Labor Maintenance Worker 4 4 4
Park District Asst Supervisor 2 (1) 1 1
Park Support Field Tech Supervisor 0 1 1 1
Park Plumbing/Pool Technician 2 2 2
Park Sign Technician 1 1 1
Park Support District Supervisor 1 1 1
Playground Maintenance Technician 3 3 3
Trail Maintenance Technician 1 1 1
21 0 21 21
01-654 PAC/NAT/JCP
Recreation Coordinator 1 1 1
Recreation Supervisor 1 1 1
2 2 2
01-655 Tennis
Recreation Coordinator 1 (1) 0 0
Assistant Recreation Supervisor 0 1 1 1
Tennis Professional 1 (1) 0 0
2 (1) 1 1
Personnel
Recreation Complex Supervisor 1 1 1
Recreation Coordinator 5 5 5
Recreation Supervisor 2 2 2
8 8 8
Personnel
01-688 Christopher Parr Library
Administrative Assistant, Sr. 1 1 1
Children's Services Librarian Supervisor 1 1 1
Library Assistant 1 1 1
Library Manager 1 1 1
Library Services Representatives 9 9 9
Library Support Supervisor 1 1 1
Public Services Librarian Supervisor 1 1 1
Public Services Librarian 1 1 1
Public Services Librarian, Sr. 4 4 4
20 20 20
01-721 Engineering
Administrative Assistant, Sr. 1 1 1
Administrative Assistant, Tech 2 2 2
Administrative Support Supervisor 1 1 1
Chief Engineer 2 (2) 0 0
CIP Budget Coordinator 1 1 1
Construction Inspection Supervisor 1 1 1
Construction Inspector 6 (1) 5 5
Construction Inspector, Sr. 2 1 3 3
Deputy Director of Public Works & Engineering 0 0 1 1
Director of Public Works & Engineering 1 1 1
Engineer, Sr. 1 1 2 2
Engineering Manager 0 1 1 1
Engineering Technician 1 1 1
Engineering Technician, Sr. 1 1 (1) 0
Facilities Construction Coordinator, Sr. 2 2 2
Facilities Services Manager 1 1 1
Traffic Engineer I 2 2 2
Traffic Engineer II 1 1 1
Traffic Engineer, Sr. 2 2 2
Transportation Engineering Manager 1 1 1
Transportation Engineering Tech, Sr. 2 2 2
31 0 31 0 31
01-742 Streets
Construction Inspector, Sr. 3 3 (1) 2
Crew Leader 8 8 8
Equipment Operator 5 5 5
Equipment Operator, Sr. 6 6 6
Labor Maintenance Worker 11 11 (1) 10
Public Works Superintendent Streets Drng 1 1 1
Street/Drainage Supervisor 3 3 3
37 37 (2) 35
01-743 Signals
Crew Leader 4 4 4
Labor Maintenance Worker 4 4 4
Traffic Signal Technician I 1 1 1
56 2010-11 City Manager's Recommended Budget
Personnel
Traffic Signal Technician II 3 3 3
Traffic Supervisor 1 1 1
13 13 13
18-181 PTN
Video Engineer 1 1 1
Video Operations Manager 1 1 1
Video Producer 4 4 (1) 3
Video Production Coordinator 1 1 1
7 7 (1) 6
Personnel
41-724 Utility Planning
GIS Technician 2 2 2
GIS Technician, Sr. 1 1 1
3 3 3
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
45-717 Sustainability
Sustainability Project Coord. 1 1 1
1 1 1
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
Automotive Technician 8 8 8
Fire Emergency Vehicle Technician 4 4 4
Fleet Coordinator 1 1 1
Fleet Coordinator, Sr. 1 1 1
Fleet Manager 1 1 1
Fleet Representative 1 1 1
Fleet Superintendent 1 1 1
Fleet Supervisor 3 3 3
Heavy Truck & Equipment Technician 11 11 11
Labor Maintenance Worker 2 2 (1) 1
Welder/Fabricator 1 1 (1) 0
36 36 (2) 34
66-397 Telecommunications
Administrative Assistant, Sr. 1 1 1
Support Services Manager 1 1 1
Telecommunications Analyst 1 1 1
Telecommunications Coordinator 1 1 1
4 4 4
Personnel
2010-11 Personnel Worksheet -
Part-Time Positions by Department
09-10 09-10 09-10 10-11 10-11
Department / Position Budget Changes Re-Est. Changes Budget
01-532 Police
Administrative Assistant, Sr. 1 1 1
Police Alarms Assistant 1 1 1
Police (Officer) Intern 2 2 2
Police Records Assistant 5 2 7 7
9 2 11 11
01-534 Public Safety Communications
PSC Specialist 5 5 5
Public Information Splst 1 1 1
6 6 6
01-536 Plano-Richardson Training Center
Range Technician 1 1 1
1 1 1
Personnel
09-10 09-10 09-10 10-11 10-11
Department / Position Budget Changes Re-Est. Changes Budget
Van Driver 1 1 1
2 4 6 6
01-682 Technical Services
Library Services Representative 2 2 2
2 2 2
01-683 Harrington Library
Admin Assistant Sr. 1 1 1
Library Services Representative 5 3 8 8
Public Services Librarian, Sr. 1 1 1
7 3 10 10
01-684 Schimelpfenig Library
Library Services Representative 8 8 8
Public Services Librarian 0 1 1 1
Public Services Librarian, Sr. 3 (2) 1 1
11 (1) 10 10
01-685 Haggard Library
Library Services Representative 8 4 12 12
Public Services Librarian 3 (3) 0 0
Public Services Librarian, Sr. 3 1 4 4
14 2 16 16
01-686 Special Library - MRL & GLHTA
Library Services Representative 1 1 1
1 1 1
01-687 Maribelle Davis Library
Library Services Representative 11 3 14 14
Public Services Librarian, Sr. 1 1 1
Administrative Assistant, Sr. 0 1 1 1
12 4 16 16
01-688 Christopher Parr Library
Library Services Representative 6 3 9 9
Public Services Librarian, Sr. 1 1 1
7 3 10 10
01-711 Public Works Administration
Project Manager 1 1 1
1 1 1
01-742 Streets
Construction Inspector 0 1 1 1
0 1 1 1
TOTAL GENERAL FUND 436 14 450 (8) 442
66 2010-11 City Manager's Recommended Budget
Personnel
09-10 09-10 09-10 10-11 10-11
Department / Position Budget Changes Re-Est. Changes Budget
18-181 PTN
Assistant Video Producer 1 1 1
1 1 1
Personnel
09-10 09-10 09-10 10-11 10-11
Department / Position Budget Changes Re-Est. Changes Budget
Equipment Operator 2 2 2
2 2 2
* 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.
GENERAL FUND
Publishing Publishing Coordinator (1) ($70,804)
Sr. Publishing Coordinator (2) ($155,663)
Volunteer Resources Volunteer Coordinator 1 $60,640
Police Police Alarm Assistant (1) ($52,241)
Fire Lieutenant (1) ($111,181)
Building Inspections Public Information Assistant (1) ($45,912)
Tennis Tennis Professional (1) ($30,428)
Ground Maint. District #3 Equipment Operator (1) ($48,605)
Labor Maintenance Worker (1) ($45,912)
Douglass Recreation Center Recreation Coordinator (1) ($60,640)
Library Technical Services Acquisition Librarian Supervisor (1) ($85,702)
Catalog/Process Librarian Supervisor (1) ($86,695)
Library Services Representatives (1) ($49,097)
Neighborhood Maintenance Transportation Engineering Tech (1) ($65,481)
(13) ($847,721)
Personnel
2010-11 POSITION CHANGES
Strategic Plan
STRATEGIC PLANNING PROCESS 6. Effective use of technology to make our
community safe and keep residents informed.
At the City Council Retreat in June 2010 the Council 7. Community prepared for disaster response and
agreed upon the Goals for 2010-2015 and the Action recovery.
Plans for Fiscal Year 2010-11.
Strong Local Economy
CITY OF PLANO GOALS 2010-2015
1. City having the reputation as having a “business
1. FINANCIALLY STRONG CITY WITH SERVICE friendly” environment.
EXCELLENCE 2. Retention and growth of Plano’s businesses.
3. Plano recognized as a “major business center:
2. SAFE LARGE CITY with headquarters for major corporations.
4. Strong healthy retail businesses with unique
3. STRONG LOCAL ECONOMY
shopping.
4. GREAT NEIGHBORHOODS - 1ST CHOICE 5. Diverse new businesses attracted to Plano.
TO LIVE st
Great Neighborhoods – 1 Choice to Live
5. EXCITING URBAN CENTERS - DESIGNATION
FOR RESIDENTS AND GUESTS 1. Young professional families moving into mature
neighborhoods.
6. PARTNERING FOR COMMUNITY BENEFIT 2. Well maintained city infrastructure and facilities,
trees and streetscapes.
Financially Strong City with Service Excellence 3. Increase homeownership in mature
neighborhoods.
1. Balanced, reliable revenue sources to include 4. Upgrade the quality and livability of older homes.
the tax rate to support defined services, service 5. Convenient access to services needed on a daily
levels and investing in the future. basis, shopping and leisure opportunities.
2. Services delivered in the most cost effective
manner. Exciting Urban Centers – Destination for
3. Investing in maintaining city infrastructure and Residents and Guests
facilities.
1. Vibrant downtown as a destination for
4. Maintaining “AAA” bond rating.
entertainment and eating with a reputation as a
5. City services and service level responsive to the unique place to go.
needs of residents.
2. Legacy Center continuing to develop as an urban
6. Effective use of technology to enhance service center.
delivery, operating efficiencies and information
3. Collin Creek revitalized as a regional destination.
to citizens.
4. Retail and services to support residents in urban
Safe Large City centers.
5. Revitalized older shopping centers.
1. Low crime rate – crimes solved, criminals going 6. Selected four-corner shopping areas developed
to jail. as mixed use developments: retail, residential,
2. Timely response to an emergency call for service and services.
meeting city standards.
3. Public safety departments working with the Partnering for Community Benefit
community and residents sharing responsibility
1. Enhance relationship and partnership with the
for community safety.
Plano Independent School District.
4. Residents feeling and being safe in homes, in
2. Active participation and leadership in regional
their neighborhoods and in the community; and
organizations.
comfortable to report problems to the Police.
3. City involving residents and corporations in
5. Visible and known Police presence in the
programs and service delivery through
community and in neighborhoods.
volunteerism and partnerships.
72 2010-11 City Manager's Recommended Budget
Strategic Plan
4. Working with other cities to address regional Partnering for Community Benefit
issues.
5. Enhance relationship and partnerships with the 1. Collin County Elected City Officials Partnership
faith based community. Meeting: Initiated
6. Relationship and partnerships with diverse 2. City-School Strategy
cultural groups. Meeting of liaisons
Financially Strong City with Service Excellence Financially Strong City with Service Excellence
1. Budget 2010-11 and Three-Year Forecast 1. Information Technology Long Term Plan:
Service Priority Complete Plan (6/10)
Tax Rate 2. Retirements and Succession Planning
2. Alcohol Package Sale: Direction 3. Performance Measurement System
3. Water/Sewer Capital Projects and Funding 4. National Public Safety Collective Bargaining Bill:
Update of 5-Year CIP Preparation by the City
Evaluate Costs of Selling Bonds 5. Healthcare Reform: Analysis of impact on the
Rates Adjustment City
4. Economic Development: Funding increase 6. Energy Efficiency CDBG: Actions
Strategic Plan
6. International Building Code: Adoption 3. Rental Inspection for single family residences:
7. Residential Energy Code: Adoption Study, Direction and Funding
4. Oak Point Park Development: Funding
Exciting Urban Centers - Destination for Residents 5. Preservation Plan: Update (Heritage
and Guests Commission)
1. Interest and enthusiasm in downtown Plano. Exciting Urban Centers - Destination for Residents
2. Working with current businesses and property and Guests
owners.
3. Assembling land into critical mass. 1. Parker Road Station: Development
2. Attraction of Downtown business (grocery store,
Partnering for Community Benefit drug store)
3. Downtown Vision: Update
1. Corporate CEO Roundtable: Development
Partnering for Community Benefit
ON THE HORIZON 2011-2015
1. Community Building Event: Direction, Funding,
Financially Strong City with Service Excellence Sunset
2. Faith Based Community Strategy: Match
1. Haggard Farm: Acquisition volunteers with needs
2. Employee ideas for cost savings and efficiencies 3. International Festival - One Event
program.
3. Public Communications: Upgrade (website,
corporate "Face" spokesperson), City Finances
4. City funding for outside organizations (Historic
and Arts).
5. Hall Tract: Acquisition
General Fund
City Secretary
Mission 2010-11 Objectives
Responsible for receiving, monitoring, and previewing
Election – Coordinate the General Election in
Council agenda items; for timely disbursement of the
May 2011.
agenda packet utilizing current technologies in order
to expedite the process; for the recording and Expand the use of technology in the
accurate composition of the official minutes of all City board/commission appointment process,
Council meetings; for maintaining the official records storage/access of documents and offer support
of the City; for ensuring that all legal publications are for use of the paperless agenda packet.
processed; for responding to open records request Alcohol Permitting – Continue processing
by the public and in-house in compliance with new incoming new and renewal applications.
legislation and working to formulate web access of Certifications – Continue work towards Texas
newly adopted City ordinances and resolutions with Municipal Clerk Association recertification of City
a two-year retention period online; for the timely and Secretary and certification of Assistant City
accurate posting of all City meetings of the City Secretary.
Council and those applicable boards and Continue to provide prompt and courteous
commissions; for the processing and monitoring of service to all citizens and in-house users and
the boards and commissions; for conducting of all offer increased information via the website.
municipal elections which have included ongoing
negotiations with Collin and Denton County in Budget Highlights
resolving a split by the counties of voter The 2010-11 City Secretary’s Recommended Budget
representation which also included Denton County includes a reduction in Outside Printing costs of
voting site negotiations; and the processing and $6,000 and a funded supplement of $30,000 for a
issuing of mixed beverage, mixed beverage with late May 2011 City Council election. Also included is a
night hours, and continuation of off-premise beer and funded revenue supplement in the amount of $60,000
wine permits, and subsequent annual renewals. 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.
Personnel Summary
Total Full-Time 3 3 3 3
Total Part-Time 0 0 0 0
Program Measures
Personnel Summary
Total Full-Time 14 13 13 11
Total Part-Time 0 0 0 0
Program Measures
Activity
Total Full-Time Employees 2,032 2,000 1,991 2,000
Total Applications Processed *15,878 *14,000 *5,269 *11,000
Lives Covered under the City's Health Plan 4,899 5,000 4,867 5,000
Performance
Average Employee Tenure (years) 10.4 9.0 10.7 11.0
Annual Employee Turnover (%) 8.3% 10.0% 6.0% 10.0%
70% w/Civil Serv. .55% 70% w/Civil Serv. .55% 70% w/Civil Serv. .55%
Employee Salaries at or above Market Target (%) w/0 C.S. 60.0% w/0 C.S. w/0 C.S.
Average City Contribution Toward Employee and 94% - Employee 87% 94% - Employee 87% 92% - Employee 80%
Dependent Health Care Premiums (%) - Dependent 90.0% - Dependent - Dependent
*Does not include Civil Service
2010-11 City Manager's Recommended Budget 77
General Fund
Management Preparation Program
MP3 has continued to seek to provide an
Mission outstanding experience for its participants while
The Management Preparation Program (MP3) is the using its resources wisely.
succession planning program for the City. The MP3 is a calendar year program. Consequently,
program prepares current employees for next-level it spans two budget years. Despite a budget of
executive management positions in the City in $19,800, only $11,043 was spent in FY08-09;
preparation for the anticipated retirement of the City’s thus far, in FY09-10, only $363 of its $19,800
current management team. The program is budget has been used.
administered by the Human Resources Department.
Budget Highlights
2010-11 Objectives The 2010-11 Management Preparation Program
Proposed Budget includes reductions totaling
Continue review of cumulative group project $11,800. Reductions include: Publications ($1,000);
recommendations and implementation of same. Outside Printing ($1,700); Travel/Professional
Continue to respond to e-mail and phone Development ($3,000); Contracts-Professional
requests for information on MP3. Services ($4,900); Equipment Rentals ($600); and
Continue review of the program to examine the Leased Space ($600).
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.
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Activity
Number of participants in program 10 6 8 8
Responses to other organizations 14 10 10 10
Group project 1 1 1 1
Performance
Successful completion of program by
participants (%) 100% 100% 100% 100%
Presentations at seminars,
conferences 5 1 3 3
78 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 4 4 4 4
Total Part-Time 0 0 0 0
Program Measures
Activity
Internal traning sessions offered 297 300 220 250
Department interventions 5 0 3 0
Online subscriptions - technical 0 0 0 0
Online subscriptions - soft skill 0 0 2 2
Tuition reimbursement requests processed 63 0 0 0
Tuition reimbursement participants 63 0 0 0
Supervisor development program completions 22 24 28 28
Certificates in Service Excellence granted 0 20 0 0
Performance
Participants 4,283 4,800 3,272 4,000
Average evaluation scores (5 pt scale) 4.50 4.50 4.50 4.50
Average tuition reimbursement payment per participant $775 $0 $0 $0
2010-11 City Manager's Recommended Budget 79
General Fund
Volunteer Resources Spend more time out in the field visiting
departments and talking to supervisors and
Mission volunteers.
The Volunteer Resources Group has three programs; Work with Webmaster to update VIP website
all are committed to encouraging citizen participation, and add new technology, such as FLASH and
developing money-saving programs, and responding interactive surveys.
to the needs of the Plano community, while enhancing Redesign Workplace CARES Mentoring and Job
municipal services. Shadowing programs.
Work with Emergency Management to reactive
2010-11 Objectives Citizen Corps Council.
Work with Therapeutic Recreation (TR) to set Continue to research and develop new positions
up all activities on-line for summer volunteers. for long term and professional volunteers.
Research and develop new positions for Provide greater support to City Departments by
long-term and professional volunteers within City re-organizing workload and personnel.
departments.
Budget Highlights
Collaborate with Community Development to The 2010-11 Volunteer Resources Recommended
create a Helping Partners Referral Program. Budget includes reductions totaling $5,702.
Hold four VIP roundtables for supervisors to Reductions include: replacement of two part-time
learn more about managing volunteers and Volunteer Coordinator positions with one full-time
discuss concerns. Volunteer Coordinator position ($4,996); and
Share more training opportunities with VIP reductions in Operation and Maintenance
supervisors. expenditures ($706).
Hold an EVRC class/exercises for Community
Emergency Response Team (CERT) volunteers.
Personnel Summary
Total Full-Time 1 1 2 2
Total Part-Time 2 2 0 0
Program Measures
Internal Audit
Mission Budget Highlights
Internal auditing is an independent, objective The 2010-11 Internal Audit Recommended Budget
assurance and consulting activity that assists the City includes no new programs, enhancements, or
in achieving its objectives. personnel requests.
2010-11 Objectives
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
Program Measures
General Fund
Budget & Research
Mission Budget Highlights
Develop, coordinate, and monitor the City’s spending The 2010-11 Budget & Research Recommended
plans including the annual Operating Budget and the Budget includes a supplemental reduction of $10,000
Community Investment Program. Perform program for outside printing due to software that publishes to
evaluations to determine the effectiveness and the Web, therefore reducing printing costs for all
efficiencies of departmental service levels. Also, this Budget documents.
department prepares regular analyses of the City’s
revenues and expenditures, as well as special studies
addressing financial management issues.
2010-11 Objectives
Personnel Summary
Total Full-Time 7 7 7 7
Total Part-Time 0 0 0 0
Program Measures
Collin County Cultural Arts Continue to work with cities to bring more
Member Cities into the partnership from both
Mission Collin and Denton counties.
Create an environment where all citizens can share Provide on-going support to the ACC Advisory
and enjoy in the full diversity and vitality of the arts. Committee; conduct bi-monthly meetings;
explore expansion of committee role.
2010-11 Objectives Continue to seek financial support of the project
at the national and state level, as well as through
Develop a proposed operating, fundraising and
banking institutions and grant applications to
capital budget based on the objective of
public and private foundations and agencies.
beginning construction as soon as possible.
Focus major fundraising emphasis on large
Begin construction as soon as possible – with
donations and sponsorship opportunities.
consensus of Owner Cities fall 2010.
Continue all private fundraising efforts to fully
Keep permanent staffing at current level until
fund Phase One, establish endowment, and
construction is approved.
reserve for building operations and maintenance.
Based on input from the City Managers we are
Continue all marketing and public awareness
committed to ensure the budget does not use
efforts.
city funding in these areas:
Increase involvement with the ISDs in all Owner
Marketing & fundraising related to capital
and Member cities through awareness and
campaign.
education program with the PTAs and Fine Arts
Consultant to identify and secure major Departments.
sponsorship partners.
Create a Business Executives Advisory Board
Any additional costs related to stand alone to further expand fundraising efforts.
marketing center/office.
Expand presentation capability with
Construction of Six Cities Trail & Ridgeview Trail well-informed, experienced speakers; “speakers
(funded by County Open Space Grant). bureau” with representatives from every
Once the cities approved the Contribution community.
Agreement and construction is scheduled to Implement Public Art Advisory Committee that
begin, the following items contained in the was approved as part of the Master Plan.
budget will be implemented:
Hire Owners Representative. Budget Highlights
Add marketing/development position mid-year. The 2010-11 Collin County Cultural Arts
Manage groundbreaking events; begin focus on Recommended Budget includes $254,267 for
endowment/annual fund. contractual professional services associated with the
Maintain aggressive efforts to retain support of the operating budget of Collin County
commitments for low bid prices through monthly Cultural Arts. This figure is based on the proportional
meetings with Hunt Construction and Boora share of the three owner and two member cities'
Architects. combined 2010 population estimates.
Personnel Summary
General Fund
Finance Administration
Mission Budget Highlights
Finance Administration is responsible for financial The 2010-11 Finance Recommended Budget includes
analysis and reporting, development of financial a supplemental reduction of $1,000 in travel and
policies and economic analysis. The Director serves training.
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
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
Program Measures
2010-11 Objectives
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
Program Measures
General Fund
Accounting
Mission
Budget Highlights
Responsible for the proper, accurate, and timely
The 2010-11 Accounting Recommended Budget
recording of the collection and disbursement of City
includes a reduction supplement for $8,000 from
funds and the reporting of these transactions in
travel and training.
accordance with Generally Accepted Accounting
Principles (GAAP). The Accounting division provides
the policy, procedures, instruction, and systems to
the various departments in order to maintain
accounting service levels.
2010-11 Objectives
Personnel Summary
Total Full-Time 17 17 17 17
Total Part-Time 0 0 0 0
Program Measures
Activity
Journal entries 6,661 7,300 7,300 7,300
Fixed asset worksheets 1,657 1,300 1,657 1,657
Daily cash recepits 12,873 12,850 12,873 12,900
Payroll Disbursements 70,617 67,000 73,200 74,000
Payment requests processed 82,000 85,000 82,000 82,000
Payment request per clerk 27,000 28,000 27,000 27,000
Performance
No. of negative audit comments 0 0 0 0
GFOA review comment for CAFR 2 3 3 0
No. of single audit findings 0 0 0 0
86 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 34 34 34 34
Total Part-Time 2 2 2 2
Program Measures
Activity
Cases Filed 92,133 94,970 87,530 91,910
Warrants Issued 26,460 26,900 25,140 26,400
Driving Safety Course Requests 12,043 11,350` 11,350 11,920
Deferred Disposition Requests 19,957 17,530 17,530 18,400
Court Requests: Jury 655 555 655 690
Non-Jury 1367 1,045 1,435 1,485
Pre-trials & show Cause Hearings 26,772 23,615 23,615 24,800
Spanish 444 700 700 735
Juvenile Hearings 3,029 3,295 2,880 3,025
Appeals 530 360 480 500
Performance
Revenues ($): Fine/Forfeitures/Fees $7,945,245 $7,907,129 $7,907,690 $8,144,350
Credit ($): Jail Credit $1,955,956 $1,700,200 $1,195,100 $1,230,900
Community Service 66,422 51,765 68,750 72,180
Judge Reduced Fine 696,921 440,125 950,520 995,050
Dismissed with Proof 4,096,042 4,025,600 3,072,030 3,225,630
Completed Driving Safety 973,160 870,550 870,550 914,070
Completed Teen Court 71,775 109,175 64,320 67,550
Completed Tobacco Course 9,250 14,525 11,560 12,150
Found Not Guilty 13,614 9,150 9,150 9,610
Administratively Closed 1,260,741 1,122,700 1,267,050 1,292,100
2010-11 City Manager's Recommended Budget 87
General Fund
Purchasing
Mission
Budget Highlights
Provide centralized purchasing services to user
The 2010-11 Purchasing Recommended Budget
departments to ensure that quality products are
include reductions in various operations and
provided on a timely basis at competitive prices in a
maintenance accounts totaling $8,000.
fair, legal and ethical manner.
2010-11 Objectives
Personnel Summary
Total Full-Time 10 10 11 11
Total Part-Time 0 0 0 0
Program Measures
Activity
Purchase Orders* 725 850 200 200
Departmental Purchase Orders* 12,269 12,000 13,000 13,000
Contract Release Orders 5,173 6,000 5,000 5,000
Competitive Bids Processed 214 235 235 235
*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 Budget Highlights
Responsible for cash management and investments. The 2010-11 Treasury Recommended Budget
The division also serves as the City's contact with the includes a reduction supplement of $2,000 in travel
financial advisor and bond council, rating agencies and training.
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
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
2010-11 City Manager's Recommended Budget 89
General Fund
Public Safety Services Business Center Continue to coordinate the City’s Legislative
Affairs on State and Federal level, as needed
Mission and appropriate.
Responsible for the administration and coordination
of all activities relating to the Police Department, Fire Budget Highlights
Department, Emergency Management, Public Safety The 2010-11 Public Safety Services Business Center
Communications, Plano-Richardson Training Center, Recommended Budget includes a reduction
Health, Animal Services, Technology Services, Public supplement of $4,817 in contracts and some
Information, Sustainability and Environmental subscriptions and memberships will not be renewed.
Services, Customer Utility Services, Property
Standards, and all programs related to City Council
Community Outreach and International Affairs.
2010-11 Objectives
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
Program Measures
Activity
Administer Operating Budgets:
Police $51,453,080 $53,119,328 $52,838,083 $52,937,097
Plano-Richardson Training Center $228,982 $272,139 $258,741 $267,711
Public Safety Communications $6,078,936 $6,251,530 $5,906,679 $6,121,575
Fire $41,514,407 $42,204,207 $42,130,613 $42,789,095
Emergency Management $493,219 $512,804 $1,452,835 $528,180
Health $1,532,275 $1,531,841 $1,379,837 $1,379,424
Community Outreach $26,913 $72,206 $45,806 $45,806
Customer Utility Services $9,805,626 $7,883,624 $8,400,499 $7,446,394
Technology Services $6,735,257 $6,962,930 $7,387,260 $6,923,214
Public Information $653,106 $674,875 $519,027 $545,456
Sustainability & Environ. Services $413,820 $355,936 $404,639 $359,801
Property Standards $1,476,547 $1,796,734 $1,602,489 $1,811,193
Performance
Police response time per call (min) 8.4 8.5 8.5 8.5
Number of courses given at Training Center 219 165 220 250
911 calls received 163,740 163,716 154,198 148,030
Non-emergency calls received 209,397 217,893 179,126 179,126
Fires per 1,000 population 1.7 1.8 1.6 1.7
90 2010-11 City Manager's Recommended Budget
General Fund
Community Outreach
Mission Continue to host and coordinate International
Establish ways for citizens to become more actively events and delegations to and from Plano.
involved in their government by opening Continue to maintain the Neighborhood
communication between City Council, City staff and Roundtable and Multicultural Outreach
citizens. This is currently being accomplished through Roundtable pages of the City’s website.
the establishment and maintenance of quarterly City
Council Neighborhood Roundtable meetings and Budget Highlights
monthly Multicultural Outreach Roundtable meeting. The 2010-11 Recommended Community Outreach
The Community Outreach program is also Budget includes supplemental reductions of $26,400
instrumental in coordinating and hosting International from operations and maintenance costs.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Coordinate/Host Neighborhood
Roundtable Meetings 4 4 4 4
Coordinate/provide Staff Support for
Multicultural Meetings/Events 15 15 15 15
Coordinate/Host Multicultural
Community Forums 0 2 2 2
Coordinate/Host Multicultural
Community Forums 2 2 2 2
Coordinate/Host various size
International Delegations 4 4 4 4
2010-11 City Manager's Recommended Budget 91
General Fund
Police Sustain Mentoring Program.
Attain full staffing levels within the Department
Mission for both sworn and civilian employees.
“To provide outstanding Police Services, in Complete all internal investigations within 30
partnership with the community, to maintain a safe calendar days.
environment that contributes to the quality of life.” Complete surveillance camera project as funding
The mission is achieved through two (2) Bureaus. permits.
The Field Operations Bureau conducts: preventive Complete annual reports in a timely manner.
patrols, traffic enforcement, criminal investigations, Host a 2010 Media Roundtable.
personnel training, and warrant service; answers calls
Complete purging of discipline and personnel
for service; performs special operations; and provides
files as appropriate within the Professional
crime prevention services, school liaison officers,
Standards Unit (PSU).
telephone-reporting service, and court security. The
Complete expansion of Red Light Camera
Administrative Services Bureau provides
Program as appropriate.
accreditation, fiscal control, data processing, records
Complete review and streamline Department
management, alarm management, crime scene
Policies and Administrative Directives.
investigations, crime analysis, property and evidence
management, department supply and property The Department will also focus on the goals and
management, planning & research, and jail objectives found in the Police Department’s
operations. A Professional Standards Unit provides 2009-2014 Strategic Plan.
personnel management and internal affairs
Budget Highlights
functions.
During 2009-10, the Police Department reduced (2)
2010-11 Objectives full-time civilian support positions, added (2) part-time
support positions, and transferred (1) Police Officer
Maintain Uniform Crime Report (UCR- a Federal position to the Traffic Safety Fund. The 2010-11
Bureau of Investigation (FBI) database) Part 1 Police Department Recommended Budget includes
Crimes below the Five-Year average. revenue increases of $395,334 from the Plano
Maintain traffic crashes, crash injuries, and crash Independent School District to increase the PISD cost
deaths below the Five-Year average. of support for the School Liaison Officer (SLO)
Track and reduce Department accidents, injuries, program from 15% to 50%.
and claims, and provide annual statistics for
analysis.
Personnel Summary
Personnel Summary
Total Full-Time 1 1 1 1
Total Part-Time 1 1 1 1
Program Measures Activity
Police recruit orientation sessions 3 1 4 3
TCLEOSE credited classes hosted at Training
Center 219 165 220 250
TCLEOSE class attendees (Training Center) 4,639 3,000 4,000 4,000
TCLEOSE training contact hours reported 31,859 22,000 32,000 30,000
Plano sworn personnel training hours 28,527 30,050 30,000 33,000
Plano civilian personnel training hours 2,835 2,000 3,300 4,000
# of sworn personnel attending in-service 312 335 330 335
# of civilian personnel attending in-service 137 145 154 155
Performance
Sworn in-service training completion rate 98% 95% 98% 100%
Civilian in-service training completion rate 98% 98% 98% 100%
Basic Peace Officer Certificates achieved 17 5 15 10
Intermediate Peace Officer Certificates achieved 18 20 20 25
Advanced Peace Officer Certificates achieved 16 5 15 20
Master Peace Officer Certificates achieved 12 5 10 15
2010-11 City Manager's Recommended Budget 93
General Fund
Public Safety Communications Complete the reprogramming and installation of
the new mobile radio units for Allen, Plano, Wylie
Mission and Murphy for the new radio system by March
To provide the vital connection between citizen 2011.
requests for Police, Fire, or Medical assistance and Implement VisiCAD Geo Mapping and
the appropriate agency, and to satisfy the immediate Pictometry interface.
information needs of Police, Fire, and Medical Maintain staffing level at 90% or higher.
personnel in the course of normal daily activities and Work with PD to look at potential upgrade to the
during emergencies. The objective is accomplished RMS to reduce redundant TLETS entry and
by: providing first response for calls for service evaluate if funding sufficient.
received through emergency and non-emergency Work with Technology Services to implement
telephone lines; promptly dispatching and relaying the redesign of the PSC network security.
information to Police and Fire personnel via radio, Continue to answer all 911 calls within 10
mobile data terminals, telephone and other methods; seconds 90% of the time.
providing appropriate procedural, safety and medical
Continue Quality Assurance review of at least
protocol instructions to the caller pending the arrival
25% of all medical calls.
of emergency personnel; maintaining an appropriate
level of safety and availability by monitoring the same Budget Highlights
status of Police and Fire personnel in the field; The 2010-11 Public Safety Communications
providing support to Police services by storing and Department Recommended Budget includes
retrieving information from local, state and federal reductions totaling $71,304. Reductions include
criminal information files; providing staffing for the Travel Expenses ($30,000) and a reduction in the
Emergency Operations Center (EOC), maintaining part-time personnel budget ($41,304). Also included
equipment and updating relevant areas of Emergency is a funded supplement for (1) additional Sr. Radio
Operations Plan; and supporting and maintaining the Technician and a service vehicle. The additional Sr.
City's 800 MHz Trunked Radio System. Radio Technician will service the new digital radio
system for the cities of Plano, Allen, Wylie and
2010-11 Objectives
Murphy. This technician and the service vehicle will
Complete the radio system replacement for the be fully reimbursed to include salary and benefits by
mobile and data radio by March 2011. the cities of Wyle and Murphy based on the Plano,
Allen, Wylie, Murphy (PAWM) Interlocal agreement.
Complete the purchase of two additional radio
The cost of the technician and vehicle will be offset
tower sites for the new radio system by March
by the reimbursement.
2011.
Personnel Summary
Total Full-Time 85 86 86 87
Total Part-Time 6 6 6 6
Program Measures
Activity
Police/Fire/EMS/ANCON/TRU calls processed * 263,024 267,207 253,293 253,293
Police/Fire/EMS/ANCON/TRU calls dispatched * 150,965 256,533 142,202 142,202
9-1-1 Calls Received 163,740 163,716 154,198 148,030
Non-Emergency Calls Received ** 209,397 217,893 179,126 179,126
Outgoing Calls Placed 139,582 145,641 123,056 121,825
Total Calls Processed by PSC 512,719 527,250 456,380 448,981
Radio Shop Service Tickets 440 440 600 720
Performance
# of calls processed per PSC Specialist 4,608 4,380 4,318 4,152
#of calls dispatched per PSC Specialist 2,645 4,205 2,424 2,331
# of 9-1-1 calls answered per PSC Specialist 2,868 2,684 2,629 2,427
# of Non-emergency calls per PSC Specialist 3,668 3,572 3,054 2,936
# of outbound calls per PSC Specialist 2,445 2,388 2,098 1,997
# of service tickets per Technician 220 220 200 240
* 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.
94 2010-11 City Manager's Recommended Budget
General Fund
School Crossing Guard Program Write and publish new SOPs. Make adjustments
as advised by Legal.
Mission Develop a new strategy for communicating
To select, train and maintain a staff of capable and openings to the schools’ administration to better
committed School Crossing Guards to serve the City establish best-fit applicants in order to expedite
of Plano's elementary school children under the the process of filling vacancies.
leadership of Plano Police, in partnership with the Continue to assess low-priority corners for the
Plano and Frisco Independent School Districts. potential to be closed to better distribute our
employee base as the applicant pool shrinks.
2010-11 Objectives Maintain or exceed current retention rate of 85%
for the upcoming school year.
Facilitate, maintain and oversee a reasonably
error-free year of payroll administration. Budget Highlights
Transition asset inventory to Police The 2010-11 School Crossing Guard Program
Quartermaster Unit and establish the foundation Recommended Budget includes no new
for a stocking, ordering and equipment enhancements, programs or personnel requests.
replacement system that better manages our The City receives revenue to offset the SCG budget
assets. from the Collin County Vehicle Registration Child
Transition and redistribute responsibilities from Safety Fees and a portion of school zone speeding
three supervisors to two. tickets. These funds are used to offset the impact to
Transition Vacation Safety School and the General Fund.
school-based training delivery to a guard
employee in the absence of the third supervisor.
Total Full-Time 0 0 0 0
Total Part-Time 75 75 75 75
Program Measures
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
Personnel Summary
Total Full-Time 0 1 0 0
Total Part-Time 0 0 0 0
Program Measures
Library Administration
Mission Budget Highlights
Oversee all library programs and services. Primary The 2010-11 Library Administration Recommended
functions include: formulating goals, policies, and Budget includes no new programs, enhancements,
procedures; determining program priorities; allocating or any new personnel requests. The 2009-10
resources; and evaluating services, staff, and Re-Estimate Budget includes a change in the
programs. Other functions include marketing, part-time headcount from (2) to (6) due to
publicity, technology coordination, personnel services, departmental re-structuring.
and accounting services for the entire library system.
2010-11 Objectives
Personnel Summary
Total Full-Time 10 8 8 8
Total Part-Time 2 2 6 6
Program Measures
Activity
All Libraries:
Total circulation 3,307,059 3,200,000 3,300,000 3,300,000
New patron registration 21,251 20,000 18,000 18,000
Total patron registration 196,093 190,000 160,000 160,000
Total collection 793,073 800,000 770,000 770,000
Reference transactions 262,974 250,000 260,000 260,000
Internet usage 424,196 400,000 420,000 420,000
Interlibrary loans 19,987 20,000 19,900 19,900
Program attendance 77,188 80,000 77,000 77,000
Patron traffic count 1,675,851 1,600,000 1,800,000 1,800,000
Performance
All Libraries:
Items per capita 3.01 3.02 2.91 2.90
Circulation per capita 12.54 12.09 12.45 12.44
Circulation per patron 16.86 16.84 20.63 20.63
Turnover per item 4.17 4.00 4.29 4.29
Cost per circulation ($11,911,444) 3.65 4.00 3.13 3.03
Registration per capita 0.74 0.71 0.07 0.07
Reference inquiry per capital 1.00 0.94 0.98 0.98
Library visits per capital 6.35 6.05 6.79 6.78
Population 263,800 264,600 265,000 265,347
Council Budget Numbers $11,279,942 $10,794,588 $11,304,421 $10,780,621
2010-11 City Manager's Recommended Budget 97
General Fund
Library Technical Services
Mission
Budget Highlights
Provide system-wide support for collection
The 2010-11 Library Technical Services
development, access and maintenance and for
Recommended Budget includes a reduction totaling
interlibrary loans. LTS is responsible for new material
$100,000 for administration of both eliminated
acquisitions and cataloging, materials fund
magazines and Reference USA database. The
accounting, serials subscriptions, donations, book
2009-10 Re-Estimate Budget includes a change in
repairs, rebinds and the withdrawal of all damaged
the full-time headcount from (11) to (8) due to
or obsolete materials.
departmental re-structuring.
2010-11 Objectives
Personnel Summary
Total Full-Time 12 11 8 8
Total Part-Time 2 2 2 2
Program Measures
Activity
New books processed 61,308 35,040 46,754 43,500
New non-print 23,098 8,800 22,288 21,000
Materials deleted 99,421 61,240 88,522 38,000
Materials repaired 6,372 13,000 9,238 9,000
Total collection 793,073 814,000 763,226 790,000
Total interlibrary loan 19,987 20,000 20,572 21,000
Performance
Average item price ($) 21.28 23.37 22.16 23.27
Processing cost per item ($) 7.77 7.46 7.90 8.30
Materials per capita 3.00 3.08 2.88 2.98
Materials spent per capita ($) 4.87 4.65 4.86 4.47
Interlibrary loan cost per item ($) 5.60 4.67 5.63 5.91
98 2010-11 City Manager's Recommended Budget
General Fund
Harrington Library
Mission
Budget Highlights
Provide for the information, educational, business,
The 2010-11 Harrington Library Recommended
cultural and recreational needs of the community.
Budget includes no new programs, enhancements,
Services include media and reading materials,
or any new personnel requests. The 2009-10
reference services, database searching, interlibrary
Re-Estimate Budget includes a change in the full-time
loan, Internet resources, MS Office products, remote
headcount from (20) to (21) and a change in the
access, Ask a Librarian web reference, patron
part-time headcount from (7) to (10) due to
classes, books by mail for shut-ins, Children’s, teen,
departmental re-structuring.
and adult programming activities are offered, including
programs targeting immigrant populations. Meeting
space is provided for the community.
2010-11 Objectives
Personnel Summary
Total Full-Time 23 20 21 21
Total Part-Time 11 7 10 10
Program Measures
General Fund
Schimelpfenig Library
Mission
Budget Highlights
Provide for the information, educational, business,
The 2010-11 Schimelpfenig Library Recommended
cultural and recreational needs of the Plano
Budget includes no new programs, enhancements,
community. Services include: media, reading
or any new personnel requests. The 2009-10
materials, reference services, database searching,
Re-Estimate Budget includes a change in the full-time
interlibrary loan, Internet resources, MS Office
headcount from (22) to (21) and a change in the
products, remote access, web reference and patron
part-time headcount from (11) to (10) due to
classes. In addition, children, teen and adult
departmental re-structuring.
programming activities are offered.
2010-11 Objectives
Personnel Summary
Total Full-Time 23 22 21 21
Total Part-Time 12 11 10 10
Program Measures
Haggard Library
Mission
Budget Highlights
Provide for the informational, educational, business,
The 2010-11 Haggard Library Recommended Budget
cultural and recreational needs of the Plano
includes no new programs, enhancements, or any
community. Services include: the world languages
new personnel requests. The 2009-10 Re-Estimate
collection, the business reference collection, media,
Budget includes a change in the part-time headcount
reading materials, reference services, database
from (14) to (16) due to departmental re-structuring.
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
Personnel Summary
Total Full-Time 23 21 21 21
Total Part-Time 12 14 16 16
Program Measures
General Fund
Special Library - MRL & GLHTA
Mission
Budget Highlights
Municipal Reference Library (MRL) The 2010-11 Special Library – MRL & GLHTA
The Municipal Reference Library, staffed by a Recommended Budget includes no new programs,
Librarian and a part-time Library Clerk offers research enhancements, or any new personnel requests.
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.
2010-11 Objectives
Personnel Summary
Total Full-Time 4 4 4 4
Total Part-Time 1 1 1 1
Program Measures
Davis Library
Mission
Budget Highlights
Provide for the informational, educational, business,
The 2010-11 M. Davis Library Recommended Budget
cultural and entertainment needs of the community.
includes no new programs, enhancements, or any
Services include: reading materials, media, reference
new personnel requests. The 2009-10 Re-Estimate
services, database searching, interlibrary loan,
Budget includes a change in the part-time headcount
Internet access, Microsoft Office products, remote
from (12) to (16) due to departmental re-structuring.
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
Personnel Summary
Total Full-Time 22 22 22 22
Total Part-Time 13 12 16 16
Program Measures
General Fund
Parr Library
Mission
Budget Highlights
Strive to meet the informational, educational, cultural
The 2010-11 Parr Library Recommended Budget
and recreational needs of the Plano community for
includes no new programs, enhancements, or any
both in-library and remote users.
new personnel requests. The 2009-10 Re-Estimate
2010-11 Objectives Budget includes a change in the part-time headcount
from (7) to (10) due to departmental re-structuring.
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.
Personnel Summary
Total Full-Time 22 20 20 20
Total Part-Time 7 7 10 10
Program Measures
2010-11 Objectives
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
Program Measures
Activity
Administer Operating Budgets:
Building Inspections $3,465,422 $3,465,872 $2,994,127 $3,050,747
Public Works $5,851,249 $6,142,494 $5,962,512 $5,763,042
Planning $2,790,200 $3,130,881 $2,917,524 $2,658,266
Engineering $2,484,306 $2,425,829 $2,487,717 $2,372,730
Performance
Construction inspections performed 52,805 51,856 50,100 52,800
Development plans 218 120 270 270
Environmental/Zoning code
inspections 45,297 49,320 49,000 52,675
Number of legislative bills analyzed 1,500 1,000 1,000 1,500
2010-11 City Manager's Recommended Budget 105
General Fund
Building Inspections
Mission Budget Highlights
Oversee the construction of commercial and The 2010-11 Building Inspections Recommended
residential development. Its mission is to enforce the Budget includes reductions totaling $295,461.
International Building Codes, ensuring the highest Reductions include: one Part-Time Inspections
level of safety for homes, schools, places of worship, Assistance position ($19,984); two Building Inspector
offices, retail centers and all buildings throughout the Sr. position ($151,416); one Administrative Support
City of Plano. A full range of plan review and Supervisor position ($66,713); and one Sr.
construction inspection services are provided to Administrative Assistant position ($57,348). Also
facilitate this responsibility. included is a funded revenue supplement in the
amount of $180,000 for various fee increases.
2010-11 Objectives Additionally, included is a funded supplement in the
amount of $47,000 for an Interactive Voice Response
The department submitted its application for (IVR) upgrade and also $25,500 for additional IVR
reaccreditation with the ICC – International services. Both of these items will be funded from the
Accreditation Service. IAS is expected to Technology Fund.
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.
Personnel Summary
Total Full-Time 48 42 41 37
Total Part-Time 5 4 4 3
Program Measures
Activity
Applications received 12,249 8,175 11,800 10,000
Plan reviews performed 5,203 3,600 4,700 4,000
Permits issued 12,249 8,250 11,900 10,100
Construction inspections performed 52,805 51,856 50,100 52,800
Performance
Average minutes per inspection 19 16 18 19
Commercial plan review (days) 5.12 4.0 4.0 2.0
Residential plan review (days) 2.11 2.0 4.0 2.0
106 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 23 23 23 23
Total Part-Time 1 1 1 1
Program Measures
Activity
Telephone calls 20,049 18,900 20,000 21,200
Environmental/Zoning code
inspections 45,297 49,320 49,000 52,675
Notices generated 23,823 22,500 24,511 25,736
Citations issued 569 556 682 716
Towed vehicles 24 20 25 30
Contract Work Orders 1,286 1,252 1,390 1,460
Liens processed 323 300 475 588
Building Standards hearings 5 12 10 15
Performance
Complaints processed (within 48
hours) 95% 96% 96% 98%
Average complaint closure-days 18 16 20 20
Graffiti Abatements 28 137 100 125
Community service project dates/sites 10/52 8/50 10/55 12/60
Substandard housing cases 1,235 1,163 1,274 1,338
2010-11 City Manager's Recommended Budget 107
General Fund
Planning Continue updating the Zoning Ordinance given
the recommendations from the Zoning Ordinance
Mission Assessment.
Responsible for updating the City's Comprehensive
Plan, reviewing and processing of development and Budget Highlights
zoning requests, conducting special studies related The Planning Department 2010-11 Recommended
to the community's growth, redevelopment and Budget includes 6 reduction supplements: elimination
maturity; maintaining the City's Geographic of a city vehicle to the fleet share program ($5,400);
Information System (GIS), and administering the reduction to travel/training ($25,000), elimination of
Community Development Block Grant (CDBG) a Database Administrator position ($95,628),
program. The CDBG program includes housing elimination of the Long Range Planning Manager
rehabilitation, first-time homebuyers program, position ($123,405), shift the cost of benefits for grant
homeless prevention, supervision of the Day Labor funded position to the grants ($75,819), and reduction
Center, and funding of various social service of imaging consultant assistance ($25,000) from the
activities. The Department provides staff support for Technology Fund. Also included is a revenue
the Planning & Zoning Commission, the Transition & supplement in the amount of $5,000 for development
Revitalization Commission, the Heritage Commission fee increases.
and the Community Relations Commission.
2010-11 Objectives
Personnel Summary
Total Full-Time 40 38 38 36
Total Part-Time 0 0 0 0
Program Measures
Activity
Zoning cases 27 20 20 20
Development plans 218 120 270 270
Certificates of Appropriateness 31 30 35 35
Historic tax exemptions 66 64 66 66
Performance
Completed development plans initial review
within 2 weeks 100% 100% 100% 100%
Monitored maintenance of historic
properties eligible for historic tax
exemptions 100% 100% 100% 100%
108 2010-11 City Manager's Recommended Budget
General Fund
2010-11 Objectives
Personnel Summary
Total Full-Time 4 4 4 4
Total Part-Time 1 1 1 0
Program Measures
Activity
Rental program database 112 110 112 120
Rental certifications issued 112 110 112 120
Certificates updated 1 5 2 5
Web site posting 112 110 112 120
Performance
Rental registration units 26,147 26,237 26,682 28,682
Rental inspections 962 1,412 1,860 2,010
Rental re-inspections 315 494 630 750
Citations 0 7 5 10
2010-11 City Manager's Recommended Budget 109
General Fund
Engineering Complete construction of Fire Station 13.
Complete construction of Carpenter Park
Mission Recreation Center Expansion.
Responsible for transportation planning and Complete design and begin construction of
engineering, the design and construction of publicly Technical Services Data Center.
maintained infrastructure, the Community Investment Complete construction of Fire Station 4 Addition.
Program and inspections for all public and private CIP
improvements. th
Complete construction of 14 Street from Avenue
K to Ridgewood Drive.
2010-11 Objectives
Complete construction of Chaparral Road from
Transportation Avenue K to Cottonwood Creek.
Complete construction of Communications
Issue contract to collect mid-day traffic turning Parkway – Spring Creek Parkway to Tennyson
movement counts at selected intersections. Parkway.
Support deployment of the DART US-75 Complete construction of McDermott Road –
Integrated Corridor Management (ICM) Project Coit Road to Ohio Drive.
on Avenue K. Complete construction of Meadows Addition,
Complete a study on Traffic Management Center Phase I.
(TMC) needs.
Report on Median Left-Turn project safety and Budget Highlights
operation. The 2010-11 Engineering Recommended Budget
includes 2 reduction supplements: O&M reductions
Install 2 wireless traffic monitoring camera
($15,638) and for the elimination of a Senior
systems on Custer Road and retime traffic
Engineering Technician position ($66,713); 1 revenue
signals and report findings/benefits to
supplement: development fee increases ($5,000);
TxDOT/NCTCOG.
and 1 addition supplement: seven months of a Deputy
Facilities
Director position $70,102.
Reduce energy consumption by 4%.
Personnel Summary
Total Full-Time 33 31 31 31
Total Part-Time 0 0 0 0
Program Measures
Activity
Streets paved (miles) 2 4 2 2
Water lines installed (miles) 1 6 1 7 1 2 1 0
Assessments outstanding ($000's) $1,634 $1,634 $1,622 $1,612
CIP projects funded ($000's) $18,127 $48,176 $27,729 $17,727
Annual assessment receipts ($000's) $10 $10 $9 $10
Performance
Achieve and average "Overall Satisfied
Customer" raring of 60% or more on the
construction surveys None 80% 80% 80%
Engineering plan submittals reviewed 285 300 250 200
Franchise utility permits issued 516 400 400 300
Site improvement permits issued 143 200 140 100
Total building 92 99 93 94
New buildings/additions under construction 3 5 5 3
New buildings/additions in design 5 2 3 1
Number of signals constructed 1 6 4 6
Hours of delay (thousands) 115 180 150 150
Tons of carbon monoxide 10 13 12 11
SSP neighborhoods served 10 0 4 0
110 2010-11 City Manager's Recommended Budget
General Fund
Facilities Maintenance
MISSION
Budget Highlights
Responsible for the physical maintenance, repair,
The 2010-11 Facilities Maintenance Recommended
security and improvements of all City buildings,
Budget includes 10 funded supplements, 2 reductions:
facilities and leased areas. In addition, this
elimination of Facility Construction Coordinator
department administers service contracts for security
position ($71,596) and elimination of operations &
systems, elevators, boilers, HVAC systems, water
maintenance cost for Thomas Gym & Douglass
treatments and assists in coordinating and performing
Recreation Center with Boy’s & Girl’s Club to take
intra-office moves.
that responsibility ($66,708), 1 addition: maintenance
2010-11 Objectives AV equipment $3,000 and 7 requests for operations
and maintenance for expansion of existing facilities
Provide a safe and healthful work environment and new facilities: Emergency Operations Center
for employees and prolong the useful life of $16,249; Fire Station #12 $10,870; Warehouse
major building components through scheduled Logistics Facility $6,288; Animal Shelter $29,654;
maintenance and condition surveys. Carpenter Park Recreation Expansion $9,489; Fire
Plan and implement minor remodeling / Station #4 Expansion $10,459 and Fire Station #13
refurbishing projects. $19,133.
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.
Personnel Summary
Total Full-Time 23 23 23 22
Total Part-Time 0 0 0 0
Program Measures
Activity
Buildings Maintained 92 94 93 94
Square Footage Maintained 1,408,218 1,449,213 1,450,215 1,481,015
Work Order Requests 14,509 15,200 14,700 15,200
Work Orders Completed 14,059 14,980 14,300 14,980
Work Orders Performed:
In-House 12,410 14,480 13,500 14,380
Contracted 1,649 500 800 600
Performance
Work Orders Completed/Total
Requested 97.0% 99.0% 97.3% 98.6%
Work Orders Performed
In-House/Work Orders Requested 85.5% 91.4% 91.8% 94.6%
2010-11 City Manager's Recommended Budget 111
General Fund
Facilities Services
MISSION
Budget Highlights
Responsible for providing all general building services
The 2010-11 Facilities Services Recommended
to eight-eight City facilities. Services include Green
Budget includes 5 funded supplements: 4 are for
Cleaning custodial services, pest control services,
custodial and contracted services for O&M Costs
indoor plant maintenance, window cleaning,
associated with opening new or expanded facilities;
concessionaire services, environmental
Warehouse Logistics Facility (2 months) - $5,405,
waste/recycling disposal, modular furniture and office
Emergency Operations Center (2 months) - $9,634,
relocation.
the Animal Shelter Expansion (12 months) - $13,532
2010-11 Objectives and the Carpenter Park Expansion (2 months) -
$6,984 and 1 reduction supplement: Douglass
Continue monitoring contractual services for Recreation / Thomas Gym Conversion - ($21,136).
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.
Personnel Summary
Total Full-Time 6 6 6 6
Total Part-Time 0 0 0 0
Program Measures
Activity
Buildings Serviced 92 94 93 94
Buildings Serviced (square footage) 1,408,218 1,449,213 1,450,215 1,481,015
Moves 87 90 91 95
Performance
Cost per square foot $1.22 $1.11 $1.31 $1.29
112 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
General Fund
Fire - Civilian
Mission
Budget Highlights
Provides support in the areas of administration,
The 2010-11 Fire Civilian Recommended Budget
budgeting, purchasing, clerical services, and
includes the elimination of (1) vacant Administrative
information services for the Fire Department.
Assistant position, $49,607.
2010-11 Objectives
Personnel Summary
Total Full-Time 12 12 12 11
Total Part-Time 0 0 0 0
Program Measures
Activity
Public Education Programs 550 600 600 600
Learn-Not-to-Burn School/Class 10,000 12,000 11,000 11,000
Fire Safety House 1,300 2,400 1,000 1,000
Life and Fire Safety (LAFS) Clowns 0 0 0 0
Risk Watch 10,000 12,000 11,000 11,000
Performance
Invalid Alarms Revenue $48,940 $54,280 $54,280 $54,280
CPR Certification Cards Issued 31 88 22 0
Total Public Education 38,000 50,000 38,000 38,000
114 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 5 5 5 5
Total Part-Time 0 0 0 0
Program Measures
General Fund
Public Operations & Business Center
Budget Highlights
Mission The 2009-10 Public Operations & Business Center's
Responsible for the administration and coordination Budget includes a reduction in salaries and benefits
of all activities relating to: Convention & Tourism, Golf due to the position being vacant for 6 months. The
Course, Recreation, Parks, Human Resources, Risk 2010-11 Recommended Budget also includes a
Management, and Library Services. reduction in salaries and benefits of $15,524.
2010-11 Objectives
Personnel Summary
Total Full-Time 1 1 1 1
Total Part-Time 0 0 0 0
Program Measures
Activity
Administer Operations Budgets:
Public Operations & Bus. Center $238,616 $241,664 $233,162 $221,875
Convention & Tourism $6,967,001 $8,238,607 $6,844,459 $7,093,597
Golf Course $762,051 $795,799 $756,317 $41,227
Recreation Revolving $18,104 $172,724 $177,828 $48,987
Parks & Recreation $21,640,908 $22,749,108 $21,337,865 $20,879,601
Human Resources $2,022,962 $2,026,748 $2,047,700 $1,785,693
Libraries $11,279,942 $10,794,588 $11,304,421 $10,780,621
Risk $1,520,712 $1,520,093 $1,576,363 $1,520,071
Total Budgets Administered: $44,450,296 $46,539,331 $44,278,115 $42,371,672
Performance
Recreation Attendance 2,656,384 2,600,000 2,600,000 2,700,000
Park Acreage Maintained 4,725 4,725 4,725 4,725
Job Applications Processed 15,878 14,000 5,269 11,000
Internal Training Sessions Offered 297 300 220 250
Total Library Circulation 3,307,059 3,200,000 3,300,000 3,300,000
116 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 5 7 5 5
Total Part-Time 0 0 0 0
Program Measures
Activity
Press releases 300 340 340 350
News/Publications reviewed prior to
release 120 175 384 445
News stories developed 425 470 425 525
Employee communications content
developed 0 0 115 310
Performance
Citizen questions and concerns
handled 1,200 6,000 1,200 1,200
2010-11 City Manager's Recommended Budget 117
General Fund
Records Management 2010-11 Objectives
Personnel Summary
Total Full-Time 5 5 9 9
Total Part-Time 1 1 1 1
Program Measures
Activity
Records Stored 1,272 1,200 1,100 1,100
Records Filmed 322,573 350,000 250,000 200,000
Records Destroyed 1,345 1,100 1,400 1,400
Retrievals/Returns 1,099 1,200 1,900 1,800
Open Records Requests Processed 467 450 500 520
Documents Scanned 189,555 50,000 156,000 180,000
Performance
File Cabinets Saved 636 200 600 600
Total Volume of Records Stored 6,000 6,500 6,000 5,900
Documents filmed (%) 93 95 80 70
Action Center
Calls Answered 72,012 73,000 71,000 71,000
Visitor/Walk-Ins 3,580 4,000 3,500 3,500
Mail Service
Mail Metered 399,503 500,000 400,000 400,000
Utility Bills Processed (Delinquent Only) 5,200 320,000 5,000 4,000
Other Mailings (FedEx, Certified, UPS) 35,000 50,000 25,000 20,000
Incoming Mail Processed 850,200 950,000 800,000 800,000
118 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 18 16 16 15
Total Part-Time 0 0 0 0
Program Measures
Activity
Food establishments under permit 1,329 1,420 1,350 1,351
Temporary food permits issued 391 425 425 410
Restaurant Plan Review 108 110 100 100
Environmental complaints taken 610 870 650 650
Communicable disease cases 66 68 68 75
Performance
Food inspections performed 3,806 3,960 3,850 3,723
Food complaints investigated 243 300 270 270
Foodborne Illness investigated 51 51 51 48
Food Handlers' trained 3,859 3,810 3,810 3,860
Food Manager's trained 159 150 150 140
Public smoking complaints
investigated 23 15 12 10
Noise complaints investigated 19 15 16 16
Air quality complaints investigated 14 10 12 13
Illumination complaints investigated 10 13 15 15
2010-11 City Manager's Recommended Budget 119
General Fund
Animal Services Decrease the number of animals being
relinquished for preventable reasons through
Mission training and educational programs.
To protect the health, safety, and welfare of animals Approximately 1,800 animals are released by
and people in Plano and promote responsible their owners each year. Many of these
ownership of pets within the City. relinquishments could have been prevented if
the owner had access to resources or training
2010-11 Objectives that would allow them to keep the animal.
Training assistance, housing referrals, and
Increase efficiency within the Division and veterinary care assistance could all help owners
registration compliance by outsourcing city in keeping their pets.
license program. The division licensed 8,572 Increase services to the community at no
pets in FY 2008-09 which is less than 6% of the additional costs to the city through collaborations
estimated 142,570 pets that currently live in with animal welfare organizations. One such
Plano. Partnering with a company that group, the Texas Coalition for Animal Protection,
specializes in municipal licensing programs could will provide low-cost sterilization and vaccination
increase the number of registered pets by 30% services for citizens if the city provides them with
in the first year. appropriate space for surgery. On days that
Increase the number of animals that are returned Animal Services is not using the surgical suite,
to their owners through licensing and TCAP could use the space to assist pet owners
identification programs. Nationwide, over 90% at no cost to the city.
of all animals that enter shelters with
identification are reunited with their owners. Budget Highlights
Conversely, over 90% of all animals that enter The 2010-11 Animal Services Recommended Budget
a shelter without identification are never includes reductions totaling $50,032. Reductions
reclaimed. One of PAS main objectives is to include: Reduce ASO position to Part-Time Kennel
return at-large animals to their rightful owners position ($44,232); Reduce Minor Apparatus ($5,000);
and increasing identification rates of all animals and Reduce Laundry Cleaning ($800.00). Also
through education will lead to more animals included are (6) revenue supplements: Outsourcing
finding their way back in their original homes. 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).
Personnel Summary
Total Full-Time 23 23 23 23
Total Part-Time 3 3 3 3
Program Measures
2010-11 Objectives
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 1 1
Program Measures
General Fund
Creative Arts
Mission
Budget Highlights
Create an environment where the community can
The 2010-11 Creative Arts Recommended Budget
share in the full diversity and vitality of the arts. This
includes reductions totaling $208,379. Reductions
is accomplished by operation of the Courtyard
include: elimination of two positions, Creative Arts
Theater, Cox Building Playhouse and the
Complex Supervisor & Cultural Programs Coordinator
Amphitheater at Oak Point Park. Creative Arts also
($137,071).
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
Personnel Summary
Total Full-Time 5 5 5 3
Total Part-Time 6 6 6 5
Program Measures
Activity
Operation of Amphitheater 9 months 8 months 9 months 8 months
Operation of Cox Playhouse 12 months 12 months 12 months 12 months
Operation of Courtyard Theater 1 months 12 months 12 months 12 months
Performance
Amphitheater dates booked 1 1 1 1
Courtyard Theater dates booked 20 35 21 35
Cox Building dates booked 313 200 335 200
122 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
General Fund
Marketing and Special Events
Mission
Budget Highlights
Inform and educate the citizens of Plano and the
The 2010-11 Marketing and Special Events
media of all of the activities, events, and services of
Recommended Budget includes reductions totaling
the Parks & Recreation Department. Supervise,
$134,066. Reductions include: elimination of a
coordinate, and/or manage quality events for
Community Resources Manager position ($115,397);
participation by Plano’s citizens, and issue Special
and reductions in Operations and Maintenance
Event Permits for events within the City limits.
expenditures ($18,669). Also included is a revenue
2010-11 Objectives supplement in the amount of $4,000 for a Pavilion
Rental Fee increase.
Consider splitting the Events funding from
Marketing funds to align with new organizational
structure.
Administer Special Events Grants.
Personnel Summary
Total Full-Time 3 3 3 2
Total Part-Time 1 1 0 0
Program Measures
Activity
Mascot appearances 7 7 2 3
Welcome packets mailed 3,700 3,500 3,500 3,500
Performance
Department special event attendance 40,011 40,000 50,350 40,000
124 2010-11 City Manager's Recommended Budget
General Fund
Downtown/East Advocacy
Mission
Budget Highlights
Support economic development, events and initiatives
The 2010-11 Downtown/East Advocacy
in the downtown Plano area.
Recommended Budget includes no new personnel,
2010-11 Objectives reductions or enhancements.
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
General Fund
Park Field Services Continue process improvements for contractual
services’ specifications and administration for
Mission the purpose of cost savings and improved quality
Develop specifications, bid, implement, and of service for the public.
administer contracts for multiple park sites and Continue to explore additional opportunities for
maintenance tasks. Support and monitor Park’s work managed competition in park services.
management system and maintain a park asset Develop specialty contracts as needed for
tracking and inventory program. Monitor city-wide services most economical when outsourced.
park contractors’ performance proficiency. Provide Continue park infrastructure and asset
city-wide irrigation support, water management and renovation program funded through Capital
irrigation repairs to all parks, public buildings, Reserve Fund.
specialty areas, medians and entry points. Manage Continue updating park system asset inventory
and distribute contractual funds across multiple cost program using GIS.
centers. Continue development of a park asset
management program.
2010-11 Objectives
Continue monitoring and support field usage of
Continue water conservation and management Park’s work management system.
via the irrigation central control system.
Budget Highlights
Separate Athletic irrigation programming from
The 2010-11 Park Field Services Recommended
the districts’.
Budget includes no new programs, enhancements
Continue improvement of irrigation
or any new personnel requests.
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.
Personnel Summary
Total Full-Time 9 9 9 9
Total Part-Time 0 0 0 0
Program Measures
Contractual:
Median and ROW miles 138 138 138 138
Restroom and litter locations 67 67 67 67
Irrigation:
Irrigation tree bubbler median miles 138 138 138 138
Irrigation beds planted median and
ROW miles 79 79 79 79
Irrigation systems maintained (1
controller/1 sys) 497 497 497 497
126 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 8 8 8 8
Total Part-Time 1 1 1 1
Program Measures
General Fund
Athletics
Mission
Budget Highlights
Plan, implement and supervise team sports for youth
The 2010-11 Athletics Recommended Budget
and adults at 16 athletic-oriented park sites.
includes the elimination of a Field Services Specialist
Coordinate support services for leagues, tournaments
in the amount of $59,955.
and athletic special events. Assist in the development
and improvements to athletic-oriented park sites.
2010-11 Objectives
Personnel Summary
Total Full-Time 7 6 6 5
Total Part-Time 2 2 0 0
Program Measures
Activity
Teams registered: 4,302 4,174 4,238 4,238
Baseball (youth) 648 648 648 648
Football (youth and adult) 196 196 204 204
Soccer (youth and adult) 2,318 2,318 2,424 2,424
Softball (youth and adult) 1,012 1,012 962 1,062
Performance
Change in registration over prior years:
Baseball -3% -3% 0% 0%
Football 0% 0% 4% 4%
Soccer 1% 1% 5% 5%
Softball 2% 2% -5% 0%
128 2010-11 City Manager's Recommended Budget
General Fund
2010-11 Objectives
Personnel Summary
Total Full-Time 13 12 12 12
Total Part-Time 0 0 0 0
Program Measures
Activity
Athletic plazas 22 22 22 22
Clay infields 45 45 45 46
Grass infields 26 26 26 25
Football fields 15 15 15 15
Soccer fields 143 143 143 143
Performance
Clay infield preparations (# of
draggings) 5,580 4,970 4,970 4,970
League fields supported 249 232 249 249
Tournaments supported 32 32 36 36
2010-11 City Manager's Recommended Budget 129
General Fund
Parks Technical Services Evaluate needs for laptops and replace currently
unsupported unit through Technology Services
Mission so that they will be added to the periodic
Plan, develop, implement, and support the technology replacement list (only where actual need exists).
of the Parks & Recreation Department. This includes Convert Ave R Park Maintenance, Plano Senior
the recreation software system and all revenue Recreation Center and Rowlinson Natatorium
collection for the department. Act as the primary from T-1 lines to mesh back haul RF to save T-1
liaison to the Technology Services Department. rental fees.
Personnel Summary
Total Full-Time 4 4 4 4
Total Part-Time 1 1 1 0
Program Measures
Activity
Cash collections processed $10,785,893 $10,548,087 $10,790,000 $8,900,259
Computer transactions processed:
Membership passes 22,706 36,589 22,800 20,123
Payments 185,456 196,560 186,000 180,000
POS sales 132,455 132,555 132,560 125,000
Registrations 63,755 74,755 63,800 50,995
Rentals 14,323 14,638 14,323 13,000
Credit card revenue processed $6,965,278 $6,342,936 $6,542,956 $5,551,000
PC users supported 141 141 144 142
Recreation software system-users
supported 354 354 353 352
Performance
Actual revenue/Budgeted revenue
Cash collections processed 100% 101% 100% 100%
Credit card revenue processed 100% 101% 100% 100%
130 2010-11 City Manager's Recommended Budget
General Fund
Courtyard Theater
Mission
Budget Highlights
Operate high quality public assembly facilities for the
The 2010-11 Courtyard Theater Recommended
community with the highest standards of customer
Budget contains no new programs, enhancements
service. Provide venues for artists for the
or requests for additional personnel.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
General Fund
Park Administration
Budget Highlights
Mission The 2010-11 Park Administration Recommended
Administer and supervise the following departments: Budget includes reductions totaling $119,891.
Athletic Fields Maintenance, Athletic Operations, Reductions include: elimination of a Park Operations
Sports Turf Maintenance, Ground Maintenance Superintendent position ($101,114) and reductions
Services Districts #1, #2, and #3, Natural Resources, in Operations & Maintenance expenditures ($18,777).
Park Field Services, Park Planning, and Park Support
Services.
2010-11 Objectives
Personnel Summary
Total Full-Time 4 4 4 3
Total Part-Time 0 0 0 0
Program Measures
2010-11 Objectives
Personnel Summary
Total Full-Time 20 20 20 19
Total Part-Time 0 0 0 0
Program Measures
Activity
Sports turf acres supported 272 272 272 272
Non-playing grass acreage 150 150 150 150
Grass infields supported 26 25 25 24
Performance
Sports turf acres mowed 21,760 21,760 21,760 21,760
Non-sports acres mowed 6,000 6,000 6,000 6,000
2010-11 City Manager's Recommended Budget 133
General Fund
Park Support Services
Budget Highlights
Mission The 2010-11 Park Support Services Recommended
Provide facility maintenance, repairs and Budget contains no new programs, enhancements
construction/renovation services to athletic, park and or new personnel requests.
recreational properties, including the following
services: carpentry, concrete construction, park and
playground development, electrical, heavy equipment
operations and plumbing.
2010-11 Objectives
Personnel Summary
Total Full-Time 21 21 21 21
Total Part-Time 0 0 0 0
Program Measures
Personnel Summary
Total Full-Time 16 16 16 16
Total Part-Time 0 0 0 0
Program Measures
Activity
Class A (acres) 218 218 218 218
Class B (acres) 445 445 445 445
Class C lots (acres) 53 53 53 53
Sites mainteained:
Cemeteries (Bowman, Douglass, and
Douglass addition) 3 3 3 3
Fire Stations #1, #3 3 3 2 2
Libraries 1 1 1 1
Public buildings 6 6 6 6
Special recreation facilities 10 10 10 10
Performance
Class A mowing (acres) (weekly rotation
x9 months) 7,848 7,848 7,848 7,848
Class B mowing (acres) (3 week rotation
x9 months) 8,010 5,340 5,340 5,340
Class C mowing (acres) (4 week rotation
x9 months) 636 477 477 477
2010-11 City Manager's Recommended Budget 135
General Fund
Public Art
Budget Highlights
Mission The 2010-11 Public Art Recommended Budget
Contribute to the quality of life of the residents of contains no new programs, enhancements or new
Plano through the creation of an enhanced physical personnel requests.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Personnel Summary
Total Full-Time 6 6 6 6
Total Part-Time 0 0 0 0
Program Measures
Activity
Sites Maintained:
Nature Preserves (total acres) 914 914 914 914
Tom Muehlenbeck Center (total acres) 16.83 16.83 16.83 16.83
Ponds Managed:
# of ponds 12 12 12 12
# of total surface acres 49.37 49.37 49.37 49.37
Natural Surface Trail System Maintenance
# of miles at Arbor Hills Nature Preserve 3.35 3.35 3.35 3.35
# of miles at Oak Point Park and Nature
Preserve 7.04 7.04 7.04 7.04
Performance
Forestry:
# of trees pruned 1,800 0 0 0
# of trees removed 460 0 0 0
2010-11 City Manager's Recommended Budget 137
General Fund
Ground Maintenance Services District Install replacement trees along select
#2 Conservation Buffer Zones.
Replace trees and shrubs at select District 2
Mission sites.
Provide grounds maintenance services, which include Restore turf at select District 2 sites.
chemical applications, fertilization, maintaining trees Renovate landscaping at Carpenter Recreation
and shrubs, maintaining landscape beds, mowing Center and Fire Station 7.
and litter removal from medians, rights of way, parks, Renovate irrigation system at Russell Steindam
and public buildings in the south and far west sectors Park.
of Plano. Assist with the support of special events.
Personnel Summary
Total Full-Time 15 15 15 15
Total Part-Time 0 0 0 0
Program Measures
Activity
Class A (acres) 283 283 283 283
Class B (acres) 189 189 189 189
Class C (acres) 10 10 86 86
Sites maintained:
Fire Stations #2, #5, #7, #8, #9, #12 7 6 6 6
Libraries - Haggard, Parr 4 2 2 2
Public Buildings 6 5 5 5
Special Recreation Facilities 5 2 2 2
Performance
Class A mowing (acres) (weekly rotation
x9 mo.) 10,188 10,188 10,224 10,224
Class B mowing (acres) (3-week rotation
x9 mo.) 2,268 2,268 2,268 2,268
Class C mowing (acres) (4-week rotation
x9 mo.) 90 90 774 774
138 2010-11 City Manager's Recommended Budget
General Fund
Recreation Administration
Mission
Budget Highlights
Operate and manage the Aquatic facilities, Adult
The 2010-11 Recreation Administration
Sports programs, Pecan Hollow Golf Course, Oak
Recommended Budget includes the elimination of
Point Center, Carpenter Park Recreation Center,
the Senior Transportation Program in the amount of
Liberty Recreation Center, Tom Muehlenbeck Center,
$90,000.
Williams Recreation Center, Plano Senior Recreation
Center, High Point Tennis Center, and Special
Programs.
2010-11 Objectives
Personnel Summary
Total Full-Time 4 4 4 4
Total Part-Time 0 0 0 0
Program Measures
Recreation Program Attendance 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
Budget Highlights
Provide the opportunity for all ages to participate in
The 2010-11 Special Programs Recommended
recreational, therapeutic programs.
Budget contains no new programs, enhancements
2010-11 Objectives or requests for additional personnel.
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
Program Measures
PAC/NAT/JCP
Mission
Budget Highlights
Operate and provide services, which include an adult
The 2010-11 PAC/NAT/JCP Recommended Budget
swim team, independently sponsored competitive
contains no new programs, enhancements or
swim team, learn-to-swim programs, public swimming,
requests for additional personnel.
school district activities, and special aquatics at two
natatoriums and an outdoors fifty-meter pool.
2010-11 Objectives
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 46 46 46 46
Program Measures
Activity
Learn to swim program attendance 31,582 16,200 16,200 16,300
Public swimming attendance 34,856 36,000 35,000 38,000
Performance
Public swimming revenue $103,664 $70,000 $70,000 $90,000
Rental income $14,326 $17,000 $15,000 $14,500
2010-11 City Manager's Recommended Budget 141
General Fund
Tennis Center
Mission
Budget Highlights
Provide top quality programs (adult leagues, junior
The 2010-11 Tennis Center Recommended Budget
development, open play, and tournaments), facilities,
contains no new programs, enhancements or
and supervision to meet the needs of the residents
requests for additional personnel.
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
Personnel Summary
Total Full-Time 2 2 1 1
Total Part-Time 9 9 9 9
Program Measures
Activity
Sessions of play 110,681 105,000 107,103 105,000
Total revenue $202,606 $198,000 $215,000 $211,000
Performance
Revenue collected per:
Hours of operation 38.96 38.07 41.34 40.57
Session of play 1.83 1.88 2.00 2.01
142 2010-11 City Manager's Recommended Budget
General Fund
Senior Services
Mission
Budget Highlights
To enrich the lives of the City’s senior adults by
The 2010-11 Senior Services Recommended Budget
providing high quality recreational opportunities and
contains no new programs, enhancements or
facilities.
requests for additional personnel.
2010-11 Objectives
Personnel Summary
Total Full-Time 6 5 5 5
Total Part-Time 4 3 3 3
Program Measures
Activity
Classes 20,171 19,500 21,000 21,500
Drop In 76,714 75,000 78,000 78,000
Meetings 1,247 750 1,000 1,000
Volunteer participation 12,154 13,000 12,000 12,000
Wellness center 3,761 7,000 4,000 4,000
Offsite activity 275 1,000 0 0
Total Participation 114,322 117,250 116,000 116,500
Performance
% increase in attendance over
previous year -2% -2% -2% -2%
2010-11 City Manager's Recommended Budget 143
General Fund
Interurban Railway Museum
Budget Highlights
Mission The 2010-11 Interurban Railway Museum
Preserve the Plano substation of the Texas Electric Recommended Budget contains no new programs,
Railway System, a part of the Interurban Railway enhancements or requests for additional personnel.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 2 2 2 2
Program Measures
Personnel Summary
Total Full-Time 16 16 14 14
Total Part-Time 0 0 0 0
Program Measures
Activity
Class A (acres) 257 257 257 257
Class B (acres) 361 361 361 361
Site Maintained:
Fire Stations #4, #6, #10 3 3 3 3
Libraries - Schimelpfenig, Davis 2 2 2 2
Public buildings 2 2 2 2
Special Recreation facilities 6 6 6 6
Performance
Class A mowing (acres) (weekly
rotation 9 mos. 9,252 9,252 9,252 9,252
Class B mowing (acres) (3-week
rotation - 9 mos. 4,332 4,332 4,332 4,332
2010-11 City Manager's Recommended Budget 145
General Fund
Douglass Recreation Center
Mission
Budget Highlights
Provide recreational activities and other services that
The 2010-11 Recommended Budget hands daily
include classes as well as drop-in activities for all age
operations over to Boys and Girls Club of Collin
groups.
County.
2010-11 Objectives
Personnel Summary
Total Full-Time 4 5 4 0
Total Part-Time 9 10 10 0
Program Measures
Adult Sports
Mission
Budget Highlights
Provide Adult Sports Programs to the general public.
The 2010-11 Adult Sports Recommended Budget
2010-11 Objectives includes reductions of $83,630. Reductions include
the elimination of Recreation Supervisor position
Continue to certify staff in First Aid and CPR. ($48,568) and two part-time Recreation positions
Continue to offer quality adult sports for the ($23,940) and associated benefits ($11,122).
citizens of Plano.
Provide other adult sports to the general public.
Personnel Summary
Total Full-Time 5 3 3 2
Total Part-Time 4 4 4 2
Program Measures
General Fund
Carpenter Park Recreation Center
Mission
Budget Highlights
Provide a wide variety of fitness opportunities,
The 2010-11 Carpenter Park Recreation Center
recreational programs, and services for all age
Recommended Budget contains reductions of
groups; and operate and supervise the stand-alone
$47,392. These reductions are predominantly due
recreation facility seven days a week.
to reduced part-time personnel expenditures during
2010-11 Objectives the facility’s expansion and renovation.
Personnel Summary
Total Full-Time 5 6 6 6
Total Part-Time 14 14 14 14
Program Measures
Activity
Classes 45,588 44,206 38,894 17,389
Jazzercise 14,162 14,926 13,186 4,892
Membership check-in 220,892 233,203 193,122 73,934
Daily check-in 13,168 12,243 13,270 5,244
Meetings/rentals 4,559 5,817 3,735 946
Planet Kidz 456 0 0 0
Total Participation 298,825 310,395 262,207 102,405
Performance
% increase in attendance over
previous year -4% 4% -12% -61%
148 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 10 8 8 8
Total Part-Time 65 65 65 65
Program Measures
Activity
Membership pass scans-dry 145,912 162,000 162,000 163,000
Guest 42,168 47,500 47,500 48,000
Pool rental 8,402 10,000 10,000 10,000
Classes 88,674 87,000 87,000 87,500
Room rental 1,659 1,500 1,500 1,600
Climbing wall rental 40 100 100 100
Membership pass scans-pool 39,261 42,000 42,000 43,000
CCCC 7,441 0 0 0
COPS 54,562 50,000 50,000 55,000
Kidquarters (closed in pm) 1,107 1,000 1,000 900
Masters 8,027 8,000 8,000 8,100
Total Participation 397,253 409,100 409,100 417,200
Performance
% increase in attendance over
previous year -8% 3% 3% 2%
2010-11 City Manager's Recommended Budget 149
General Fund
Liberty Park Recreation Center
Mission
Budget Highlights
Provide a wide variety of fitness opportunities,
The 2010-11 Liberty Park Recreation Center
recreational programs, and services for all age
Recommended Budget contains no new programs,
groups; and operate and supervise the facility seven
enhancements or requests for additional personnel.
days a week.
2010-11 Objectives
Personnel Summary
Total Full-Time 5 5 5 5
Total Part-Time 19 19 19 19
Program Measures
2010-11 Objectives
Personnel Summary
Total Full-Time 8 8 8 8
Total Part-Time 88 88 88 88
Program Measures
Activity
Facility attendance (drop-in, guests,
rentals, swim teams, public) 514,683 510,000 500,000 500,000
Recreation & aquatic program; class
attendance 91,681 70,200 95,000 95,000
Performance
Attendance per day 1,661 1,500 1,600 1,600
Membership revenue $977,052 $500,000 $970,000 $970,000
Daily fee revenue (rec and pools) $277,143 $200,000 $270,000 $270,000
Rental income $62,096 $54,000 $60,000 $60,000
2010-11 City Manager's Recommended Budget 151
General Fund
Oak Point Park & Nature Preserve
Budget Highlights
Mission The 2010-11 Oak Point Park & Nature Preserve
Oak Point Park and Nature Preserve is a premier Recommended Budget contains the elimination of
regional park that demonstrates the integration of the two part-time Recreation Aide positions in the amount
natural environment with educational and recreational of $28,271.
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
Personnel Summary
Total Full-Time 3 3 3 3
Total Part-Time 2 2 2 0
Program Measures
Public Works Administration with the 9” street name change out program.
This is year four of a six-year program.
Mission Operate water/wastewater systems efficiently to
Administer and direct the Streets/Drainage, Signals, maintain adequate supplies and pressures for
Signs & Markings, Utility Operations, and Utility the protection of the water supply for domestic
Pumping. and commercial use.
Collect 1,810 water samples to ensure that the
2010-11 Objectives water quality meets or exceeds all State/Federal
regulations.
Complete street and alley repairs within 35
Maintain the City’s wastewater collection system
working days, sidewalk repairs within 20 working
to ensure that all citizens are safe from
days, minor screening wall repairs within 20
contamination by minimizing inflow/infiltration
working days.
into the system.
Meet the objectives outlined in the City Council
Maintain the City’s water distribution system to
Ends Statement regarding the City’s
ensure that each customer receives the highest
infrastructure, environmental waste services,
quality potable water.
and traffic control in the Drainage Division.
Continue the projected change-out of 5,000
Complete utility cut repairs within 5 working
water meters.
days.
Maintain the goals set for the meter box
Maintain a one-hour response for 100%
repair/replacement program.
after-hour emergency malfunctions and a
Maintain the City’s Backflow Prevention Program
twenty-four hour response for repairs /
to ensure that each resident receives the highest
replacement of all malfunctioning opticom
quality potable water
equipment.
Regulate and inspect businesses to prevent
Continue to repair damaged stop signs within
cross connections within the City’s water
one hour of notification and all other regulatory
distribution system.
signs within twenty-four hours of notification.
Monitor and maintain school crosswalks Budget Highlights
pavement markings as needed annually, prior The 2010-11 Public Works Administration’s
to and during the school year. Recommended Budget is at target and includes
Maintain all thoroughfare markings (buttons) to reductions totaling $4,300: from Food, ($1,000),
within the Signs & Markings Division’s goal of Wearing Apparel, ($300), and Travel/Professional
10% or less. Development, ($3,000).
Upgrade pavement markings at major
intersections annually as needed and continue
Personnel Summary
Total Full-Time 8 6 6 6
Total Part-Time 0 1 1 1
Program Measures
Activity
Street/Alley (miles) 1,531 1,535 1,537 1,539
Screening walls 132 133 133 134
Traffic signals installed (new) 1 6 6 6
Traffic signs installed (new) 1,287 3,900 3,900 3,900
Bridges maintained 56 58 56 58
Storm sewer inlets check/cleaned 3,525 4,000 4,020 4,120
Water system connections 80,250 80,250 80,250 80,250
Gallons water pumped (billions) 22.2 26.7 26.7 26.7
Performance
Total Budgets Administered 11 11 11 11
2010-11 City Manager's Recommended Budget 153
General Fund
Streets
Mission Budget Highlights
Maintain City streets, alleyways, and screening walls. The 2010-11 Street Department Recommended
The Division also designs, administers, and contracts Budget eliminates (2) Full-time positions: one Sr.
rehabilitation of the infrastructure. Construction Inspector, ($72,108), and one
Labor/Maintenance Worker, ($46,879). Other
2010-11 Objectives reductions include: Food, ($200); Wearing Apparel,
($1,000); and Travel/Professional Development,
Complete street and alley repairs within 35 ($300).
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.
Personnel Summary
Total Full-Time 37 37 37 35
Total Part-Time 0 0 1 1
Program Measures
Activity
Paved streets (miles) 1,012 1,015 1,016 1,017
Paved alleys (miles) 519 520 521 522
Screening walls (miles) 132 133 133 134
Screening wall repair costs $62,000 $64,000 $60,000 $59,000
Alley repairs-City (linear foot) 5,000 8,000 7,000 6,000
Alley repairs-contracted (square yards) 21,000 19,000 19,500 20,000
Street repairs-contracted (square
yards) 99,000 16,500 23,000 23,000
Street repairs-City (square yards) 6,800 4,300 4,400 4,800
Sidewalks maintained (miles) 1,624 1,626 1,628 1,630
Performance
Alley repair requests completed:
District 1 26 22 21 22
District 2 35 40 34 39
District 3 31 36 33 32
Totals 92 98 88 93
Street repair requests completed:
District 1 23 30 35 40
District 2 35 30 30 30
District 3 22 22 25 28
Totals 80 82 90 98
154 2010-11 City Manager's Recommended Budget
General Fund
Personnel Summary
Total Full-Time 13 13 13 13
Total Part-Time 0 0 0 0
Program Measures
Activity
Traffic signals installed 1 6 6 6
Traffic signals maintained 212 213 218 219
School zone flashers maintained 189 193 187 187
Video detectors maintained 880 880 880 880
Emergency service calls 343 700 400 400
Overtime expenditures $21,223 $50,000 $35,000 $33,000
Performance
Response to emergency service calls
within 1 hour 100% 100% 100% 100%
2010-11 City Manager's Recommended Budget 155
General Fund
Signs & Markings
Budget Highlights
Mission The 2010-11 Signs & Marking Recommended Budget
Design, install, and maintain all traffic control signs, includes reductions totaling $22,213 from various
street name signs, and specialty signs, such as crime operating accounts.
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
Personnel Summary
Total Full-Time 11 11 11 11
Total Part-Time 0 0 0 0
Program Measures
Activity
Traffic signs installed (new) 1,287 3,900 3,900 3,900
Traffic signs repaired 1,473 4,200 4,200 4,200
New signs fabricated 1,921 4,300 4,300 4,300
Replacement signs fabricated 1,543 3,300 3,300 3,300
Lane miles of street markings (buttons)
maintained 685 685 685 685
Signalized intersection markings
maintained/upgraded 213/40 204/40 218/40 219/40
9" street name sign replacement program 420 2,140 2,140 2,140
Performance
Traffic markings (button) maintenance
contract cost $30,972 $134,100 $134,100 $132,300
Signalized intersection markings
(Thermo-Plastic) maintenance contract cost $97,688 $90,224 $90,224 $89,594
Sign fabrication cost $100,000 $100,000 $100,000 $100,000
School crosswalk markings maintenance
cost $45,000 $45,000 $45,000 $45,000
156 2010-11 City Manager's Recommended Budget
Grant Fund
Housing and Urban Development (HUD) Provide technical assistance and monitoring to
grant recipients.
Mission Prepare the 2011 Action Plan and 2010
The administrative funds are used for expenses Consolidated Annual Performance Evaluation
associated with administering the grant and complying Report (CAPER) for HUD.
with the U.S. Department of Housing and Urban
Development’s Community Development Block Grant Budget Highlights
(CDBG) grant regulations. CDBG Administration’s The 2010-11 CDBG Administration Recommended
mission is to administer CDBG funds in an efficient Budget includes no new programs, enhancements,
manner in order to best serve low-to-moderate income or any new personnel requests.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Grant Fund
Housing Rehabilitation
Mission
Budget Highlights
This program provides income dependent,
The 2010-11 Housing Rehabilitation Recommended
low-interest repayable and forgivable loans for the
Budget includes no new programs, enhancements,
rehabilitation of houses and apartments in Plano.
or any new personnel requests.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Homeownership Assistance
Mission
Budget Highlights
The purpose of the City of Plano’s Homeownership
The 2010-11 Homeownership Assistance Program
Assistance Program, also known as the First Time
Recommended Budget includes no new programs,
Homebuyer's Program, is to help low-to-moderate
enhancements, or any new personnel requests.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Personnel Summary
Total Full-Time 5 5 5 5
Total Part-Time 0 0 0 0
Program Measures
Activity
General liability claims 102 100 62 100
Workers' Compensation claims 276 300 270 300
Auto liability claims 127 115 74 115
Subrogation collected $210,105 $150,000 $275,000 $200,000
Performance
General liability total incurred $59,447 $100,000 $50,000 $100,000
Workers' Compensation total incurred $1,648,065 $1,000,000 $1,200,000 $1,000,000
Auto liability total incurred $278,455 $250,000 $200,000 $250,000
Auto liability paid $219,594 $250,000 $100,000 $250,000
Property paid $312,819 $275,000 $325,000 $325,000
160 2010-11 City Manager's Recommended Budget
Convention & Tourism Fund
2010-11 Objectives
Personnel Summary
Total Full-Time 6 6 6 6
Total Part-Time 2 2 2 2
Program Measures
Activity
Room nights booked 14,000 29,000 20,000 25,000
Visitor inquiries 22,925 20,000 35,000 35,000
Performance
Hotel/Motel tax which fund the CVB
($) $3,951,890 $4,494,486 $3,907,046 $3,946,116
2010-11 City Manager's Recommended Budget 161
2010-11 Objectives
Personnel Summary
Total Full-Time 28 28 28 28
Total Part-Time 38 38 37 37
Program Measures
Activity
Performance
Leased space revenue $565,770 $573,200 $548,200 $585,000
Equipment rental revenue $240,154 $258,000 $250,000 $263,000
Catering services revenue $1,008,639 $1,147,219 $876,812 $1,152,660
Concession revenue $268,366 $310,000 $218,033 $270,000
Vending revenue $38,626 $40,000 $37,066 $40,000
Expense recovery through revenue 70.4% 67.1% 59.7% 67.7%
162 2010-11 City Manager's Recommended Budget
Convention & Tourism Fund
Plano Station
Mission
Budget Highlights
Maintain and operate Plano Station to include
The 2010-11 Plano Station Recommended Budget
marketing, booking, catering and room set-up
includes no new programs, enhancements or any
services. Our mission also includes providing food
new personnel requests.
and beverage service to customers.
2010-11 Objectives
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Performance
Leased space revenue $21,998 $24,000 $24,000 $24,000
Equipment rental revenue $1,883 $3,000 $3,000 $3,000
Catering services revenue $33,743 $48,000 $48,000 $48,000
2010-11 City Manager's Recommended Budget 163
2010-11 Objectives
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Cultural Arts
Budget Highlights
Mission The 2010-11 Cultural Arts Recommended Budget
The Cultural Affairs Commission was established by includes funding in the amount of $591,917 for major
the City of Plano to ensure that the arts are and small grants.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
2010-11 Objectives
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Performance
Leased space revenue $2,901 $2,800 $2,000 N/A
Equipment rental revenue $780 $500 $850 N/A
Catering services revenue $38,483 $34,000 $11,618 N/A
Concession & alcohol revenue $208,638 $215,000 $99,223 N/A
2010-11 City Manager's Recommended Budget 167
Personnel Summary
Total Full-Time 20 20 20 20
Total Part-Time 1 1 1 1
Program Measures
Activity
Payments processed total 842,343 915,000 915,000 915,000
Electronic payments processed 506,993 517,000 549,000 549,000
Adjustments processed 3,057 2,000 2,000 2,000
Telephone calls received 75,201 80,000 78,000 78,000
Delinquent notices mailed 74,631 75,000 75,000 75,000
Work order builder accounts (new
meter sets) 318 400 400 400
Performance
Accounts per clerk (call
center/cashiering) 7,500 8,400 8,400 8,400
Calls answered per clerk per month 1,100 1,200 1,200 1,200
Collection rate 99.5% 99.5% 99.5% 99.5%
Percentage of electronic payments 60.2% 56.5% 60.0% 60.0%
168 2010-11 City Manager's Recommended Budget
Water & Sewer Fund
Customer & Utility Services Field Research through business process mapping a
new utility billing ERP solution that works
Mission seamlessly with the City’s financial system.
Provide accurate and timely customer service to Revise strategic plan for staffing levels after fixed
water/sewer customers throughout the City of Plano, network implementation.
twenty-four hours a day, 365 days a year. Field Perform annual read verifications of fixed
Services provides accurate and timely meter readings network meters to maintain contract compliance.
for billing, continuing with customer service and Maintain training of staff on the installation and
support at the customer location, while accounting maintenance of the fixed network system.
for and safeguarding the funds collected.
Budget Highlights
2010-11 Objectives The 2010-11 Customer & Utility Services Field
Recommended Budget includes reductions of $95,756
Read all meters in a timely manner to ensure from various operating accounts, including overtime,
on-time billings. computer hardware, contracts, cellular air time,
Maintain, read, and verify process to ensure training, travel and associations. Using the new Moto
quality control of AMR systems. Mesh fixed network system to upload meter readings
Complete Phase II of the fixed network project. has eliminated $16,000 in wireless air card expense
Replace metal lids with plastic lids. annually.
Creation of a new departmental webpage that
utilizes increased information from the fixed
network meter reading system.
Personnel Summary
Total Full-Time 22 21 21 21
Total Part-Time 2 2 2 2
Program Measures
Activity
Meters read (total) 874,517 988,500 988,500 988,500
Meters read (manual) 80,754 136,593 568,164 568,164
Meters read (mobile) 629,789 515,907 84,336 0
Meters read (fixed network) 163,974 336,000 336,000 420,336
Special reads (quality assurance) 14,000 35,000 35,000 35,000
Requests for service 11,700 10,000 10,0001 10,000
Miscellaneous 3,500 2,500 2,500 2,500
Performance
Meter reading accuracy (manual) 98.0% 98.0% 98.0% 98.0%
Meter reading accuracy (fixed network) 99.9% 99.9% 99.9% 99.9%
2010-11 City Manager's Recommended Budget 169
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Activity
IPP Industrial Permits 6 6 6 6
Silver BMP Permits 99 98 100 100
Swimming pool permits issued 411 415 415 415
Liquid waste Permits - transporters 63 75 80 80
Liquid waste Permits - generators 159 170 165 165
Performance
IPP inspections/CO's 19 25 25 25
Silver BMP Inspections 222 98 100 100
Liq. Waste Transporters Inspections 63 75 80 80
Liq. Waste Generator Inspections 440 440 440 440
Swimming pool inspections completed 648 710 710 710
Vector control complaints investigated 126 250 120 120
Waste disposal Class I Non-Hazardous
(yards) 2 10 10 10
Hazardous Waste (Acid) gallons 16 16 10 10
Waste disposal Used Oil recycled (gallons) 0 200 10 10
Waste Pesticides (gallons) 0 20 20 20
Waste Disposal - Flammable Liquid (gal) 0 20 20 20
170 2010-11 City Manager's Recommended Budget
Water & Sewer Fund
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
Personnel Summary
Total Full-Time 16 16 17 17
Total Part-Time 0 0 0 0
Program Measures
Activity
Fire hydrants repaired 179 150 150 150
Fire hydrants installed 32 30 30 *
Valves operated 4,264 1,900 1,900 1,900
Main line repairs 104 30 30 30
Service taps installed 40 25 25 25
Sewer lines repaired 39 30 30 30
Customer stoppages 111 100 100 100
Dead end water mains flushed 1,200 1,200 1,200 1,200
Manholes repaired 17 18 18 18
Fire hydrant flush (Residuals
maintenance) 150 150 150 150
Performance
Fire hydrant repair costs $53,735 $60,000 $60,000 $60,000
Fire hydrant installation cost $62,163 $52,000 $52,000 *
Valve operating cost $43,176 $35,000 $35,000 $35,000
Main line repair cost $88,010 $25,000 $25,000 $25,000
Service tap installation cost $25,000 $4,500 $4,500 $4,500
Sewer line repair cost $29,899 $5,000 $5,000 $5,000
Customer stoppage cost $7,903 $4,900 $4,900 $4,900
Dead end water mains flushed $34,600 $34,600 $34,600 $34,600
Manhole repair cost $5,677 $10,000 $10,000 $10,000
Fire hydrants flushed (Residuals
maint.) $13,006 $13,000 $13,000 $13,000
Damages recovered $13,546 $30,000 $30,000 $30,000
* Program terminated
172 2010-11 City Manager's Recommended Budget
Water & Sewer Fund
Utility District #2
Budget Highlights
Mission The 2010-11 Utility Operations District #2
Maintain and repair the water and wastewater Recommended Budget includes reductions totaling
infrastructure system within the district’s respective ($91,500) from: Contracted debris hauling, ($90,000);
boundaries. Food, ($200); and Wearing Apparel, ($1,300).
2010-11 Objectives
Personnel Summary
Total Full-Time 18 18 18 18
Total Part-Time 0 0 0 0
Program Measures
Activity
Fire hydrants repaired 95 80 80 80
Valves operated 4,412 1,000 1,000 1,000
Main line repairs 85 45 45 45
Service taps installed 50 30 30 30
Sewer lines repaired 52 53 53 53
Customer stoppages 255 215 215 215
Dead end water mains flushed 1,200 1,200 1,200 1,200
Manholes repaired 20 25 25 25
Fire hydrant flush (Residuals
maintenance) 150 150 150 150
Performance
Fire hydrant repair cost $33,106 $30,000 $30,000 $30,000
Valve operating cost $57,388 $30,000 $30,000 $30,000
Main line repair cost $58,731 $28,000 $28,000 $28,000
Service tap installation cost $36,109 $30,000 $30,000 $30,000
Sewer line repair cost $21,585 $40,000 $40,000 $40,000
Customer stoppage cost $13,274 $14,000 $14,000 $14,000
Dead end water mains flushed $34,600 $35,000 $35,000 $35,000
Manhole repair cost $4,091 $75,000 $75,000 $75,000
Fire hydrants flushed (Residuals
maint.) $13,000 $13,000 $13,000 $13,000
Damages recovered $13,523 $30,000 $30,000 $30,000
2010-11 City Manager's Recommended Budget 173
Personnel Summary
Total Full-Time 17 19 18 18
Total Part-Time 0 0 0 0
Program Measures
Activity
Flow Meters/Rain Gauges Serviced 1,106 1,200 1,200 1,200
Aerial Crossing Inspections 229 250 250 250
Sewer Main TV (feet) 614,662 800,000 800,000 800,000
Manholes Inspected 2,805 2,800 2,800 2,800
Customer stoppages 95 100 100 100
Main line stoppages 9 36 36 36
Manholes repaired 193 200 200 200
Sewer Line cleaned (feet) 1,613,231 1,500,000 1,500,000 1,500,000
Performance
Flow Meters/Rain Gauges Serviced $23,978 $41,000 $41,000 $41,000
Aerial Crossing Inspections $3,637 $3,900 $3,900 $3,900
Sewer Main TV (feet) $52,026 $68,000 $68,000 $68,000
Manholes Inspected $44,620 $45,000 $45,000 $45,000
Customer stoppage cost $5,652 $5,950 $5,950 $5,950
Main line stoppage cost $1,188 $4,750 $4,750 $4,750
Manhole repair cost $50,952 $52,800 $52,800 $52,800
Sewer line cleaning cost $122,606 $114,000 $114,000 $114,000
Damages recovered $4,132 $10,584 $10,584 $10,584
174 2010-11 City Manager's Recommended Budget
Water & Sewer Fund
Pumping Facilities
Budget Highlights
Mission The 2010-11 Pumping Facilities’ Recommended
Responsible for the twenty-four hour operation and budget includes reductions totaling $20,684.
maintenance of all water and wastewater pumping Extending the time between mowing cycles in
facilities, collection of water samples, response to contracted mowing services reduces expenses by
taste and odor complaints and provision of after hour’s ($20,184). Other reductions include: wearing apparel,
customer service. ($200), and travel/professional development, ($300).
2010-11 Objectives
Personnel Summary
Total Full-Time 13 13 13 13
Total Part-Time 0 0 0 0
Program Measures
Activity
Water pumped - gallons (billions) 22.2 26.7 26.7 26.7
Bacteriological testing 1,810 1,810 1,810 1,810
Pressure/flow testing - fire hydrants 100 100 100 100
Calls dispatched after hours 3,825 5,000 5,000 5,000
Performance
Fire hydrant flow testing - development 63 100 100 100
Water pumping cost per thousand
gallons $0.16 $0.16 $0.16 $0.16
2010-11 City Manager's Recommended Budget 175
2010-11 Objectives
Personnel Summary
Total Full-Time 13 13 13 13
Total Part-Time 0 0 0 0
Program Measures
Personnel Summary
Total Full-Time 3 3 3 3
Total Part-Time 0 0 0 0
Program Measures
Activity
Water lines installed (miles) 16 18 14 14
Sewer lines installed (miles) 3 6 3 3
Fire hydrants installed 260 280 210 210
Sanitary sewer manholes installed 139 190 130 130
Performance
Percentage of water lines installed 100% 100% 100% 100%
Percentage of sewer lines installed 100% 100% 100% 100%
Percentage of fire hydrants installed 100% 100% 100% 100%
Percentage of sanitary sewer
manholes installed 100% 100% 100% 100%
Request for information fulfilled 100% 100% 100% 100%
2010-11 City Manager's Recommended Budget 177
2010-11 Objectives
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
Program Measures
Activity
CIP projects funded ($000) $10,027 $20,381 $18,907 $11,444
Performance
Achieve an average "Overall Satisfied
Customer" rating of 60% or more on
the construction surveys None 80% 80% 80%
Number of projects started 7 6 6 3
Number of projects finished 4 12 7 5
178 2010-11 City Manager's Recommended Budget
Water & Sewer Fund
2010-11 Objectives
Personnel Summary
Total Full-Time 11 11 11 11
Total Part-Time 0 0 0 0
Program Measures
2010-11 Objectives
Personnel Summary
Total Full-Time 4 4 4 4
Total Part-Time 0 0 0 0
Program Measures
Activity
Backflow/cross-connection inspections 1,340 1,400 1,400 1,400
Backflow/cross-connection
re-inspections 708 1,400 900 900
24-hour disconnect notices issued 775 900 900 900
Notice of violation notices issued 1,288 1,300 1,300 1,300
Testers observed 173 120 120 120
Performance
Cross-connections controlled 1,882 1,500 2,000 2,000
Revenues $298,973 $285,000 $389,000 $389,000
180 2010-11 City Manager's Recommended Budget
Sustainability & Environmental Services Fund
Personnel Summary
Total Full-Time 43 43 43 43
Total Part-Time 2 2 2 2
Program Measures
Activity
Residential customers 69,213 69,170 69,250 69,250
Solid waste - tons collected 60,670 67,270 60,610 61,216
Landscape waste - tons collected 21,465 22,500 21,970 22,410
Recycling - tons collected 19,632 21,500 19,239 19,239
Performance
Number of accidents (preventable) 36 21 32 30
Number of accidents per 100K miles 7 4 6 6
Number of injuries 3 2 2 2
Survey results (good to excellent) 98.7% 98.3% 98.4% 98.5%
Legitimate complaints 113 60 90 85
Diversion from landfill 39.0% 42.0% 41.0% 42.0%
Average weekly set-out rate 75.0% 73.0% 74.0% 75.0%
Pound per household per day disposal 5.2 5.07 5.07 5.1
Average route size (trash) 1,150 1,177 1,171 1,175
2010-11 City Manager's Recommended Budget 181
2010-11 Objectives
Personnel Summary
Total Full-Time 7 8 8 8
Total Part-Time 1 1 1 1
Program Measures
Activity
Customer service requests 25,696 29,870 26,750 27,820
Web-based service requests 0 1,100 ** **
Performance
Residential postings on material
exchange web site *** 450 0 0
Average customer telephone hold time
(sec) 11 11 11 11
Customer service rating (good to
excellent) 95.0% 96.4% 95.5% 96.0%
* * Still in test mode.
* * * Program ended 7/09 - no data available
182 2010-11 City Manager's Recommended Budget
Sustainability & Environmental Services Fund
Personnel Summary
Total Full-Time 10 10 10 10
Total Part-Time 0 0 0 0
Program Measures
Activity
Litter receptacles serviced weekly 198 198 198 198
Bags collected from median & ROW 3,796 5,100 4,671 4,900
Miles maintained by vacuum sweeper 608 425 640 640
Miles maintained by walking crew 3,040 3,600 3,600 3,600
Tons collected by MROW crew 223 225 225 226
Bulky waste/tons collected 3,580 3,550 3,000 3,050
Paid tickets/tons collected 1,550 1,500 1,250 1,300
Performance
Miles/refuse/collector/day 3.91 2.9 4.63 4.63
Miles/vacummed/day 10.67 3.25 11.22 11.0
Special collection tickets 1,225 1,250 1,040 1,100
Gallons of household chemicals
collected 17,181 18,750 14,335 14,500
HCC service requests 2,932 2,750 2,638 2,500
Based on 4 collectors
Based on 1 mad vac running.
2010-11 City Manager's Recommended Budget 183
Personnel Summary
Total Full-Time 8 7 7 7
Total Part-Time 0 0 0 0
Program Measures
Activity
New service calls 625 635 516 525
Citizens reached through
presentations 32,000 29,000 28,700 30,000
Customer service calls 95 90 110 125
Organic customers serviced 103 130 112 75
Performance
New organics customers 31 24 18 16
Organic waste tonnage 3,770 4,000 3,450 3,200
Commercial Diversion rate 26.2% 24.0% 22.0% 24.2%
Commercial recycling tonnage 47,951 45,000 42,600 43,500
Service requests 115 100 150 120
184 2010-11 City Manager's Recommended Budget
Sustainability & Environmental Services Fund
Personnel Summary
Total Full-Time 9 9 9 9
Total Part-Time 0 0 0 0
Program Measures
Activity
Presentations given 968 750 750 900
Citizens reached through presentations 60,750 75,000 75,000 75,000
Trained Reuse Center volunteers 50 50 50 50
Special Events 9 7 16 10
Volunteer hours 16,186 16,000 17,375 17,375
Adopt-A-Highway miles 527 109 135 135
Clean-up projects 206 200 225 225
News releases/media coverage 216 250 275 250
Performance
Gallons of conservation colors redistributed 4,999 4,500 6,000 6,000
Tons of electronic recycling material
collected 146 139 160 160
Reuse Center participants 2,273 2,700 2,500 2,500
Cost/benefit ratio 1.6 1.6 1.6 1.6
Litter index score 1.2 1.2 1.2 1.2
2010-11 City Manager's Recommended Budget 185
Personnel Summary
Total Full-Time 15 15 15 15
Total Part-Time 3 3 4 4
Program Measures
Activity
Plano residential tons processed 19,850 26,900 23,432 26,900
Regional tons processed 19,735 29,200 19,800 25,000
Commercial tons processed 7,222 12,200 12,200 12,200
Screening hours 2,000 2,600 2,600 2,600
Grinding hours 1,200 1,500 1,500 1,500
Compost material hauls 4,000 4,500 4,500 4,600
Deliveries 5,029 5,200 5,200 5,500
Gallons of water 3,000,000 3,000,000 3,000,000 3,000,000
Turning hours 1,040 1,000 1,000 1,040
Performance
Bagged sales $70,945 $100,000 $100,000 $150,000
Bulk sales $1,019,487 $911,287 $911,287 $1,041,287
Tipping Fee $591,318 $704,984 $754,984 $779,984
Bulk compost yards sold 48,537 75,000 75,000 82,500
Bulk mulch yards sold 16,343 20,000 20,000 25,000
Bags compost sold 9,971 15,000 12,000 15,000
Bags mulch sold 6,027 11,249 9,000 11,249
186 2010-11 City Manager's Recommended Budget
Sustainability & Environmental Services Fund
Sustainability
Mission
Budget Highlights
Identify, develop, and implement sustainability
The 2010-11 Sustainability Recommended Budget
programs and practices targeted at city departments,
includes a reduction in Operation & Maintenance
employees, business community and general public.
expenditures through the elimination of Energy
2010-11 Objectives Workshop Kits ($2,000).
Personnel Summary
Total Full-Time 1 1 1 1
Total Part-Time 0 0 0 0
Program Measures
Activity
Grant applications submitted 9 4 6 4
Presentations given 40 45 60 50
Reached through presentations 22,000 22,000 22,000
Committee meeting hours 20 75 20 20
Collaterals developed 27 10 25 25
Collaterals distributed 2,569,369 200,000
Website enhancements 5 5 5 5
Performance
Procedure, policy & ordinance initiatives 5 2 2 2
Departmental initiatives 35 15 15 15
Programs developed 7 3 3 3
Grants awarded 7 4 3 3
Amount of grants awarded $188,584 $100,000 $2,545,000
Attendees at Environmental Expo 15,000 16,000 18,000 18,000
Attendees at Builders Workshop 120 50 50 50
Website hits 83,066 70,000 70,000 70,000
2010-11 City Manager's Recommended Budget 187
Personnel Summary
Total Full-Time 18 18 18 18
Total Part-Time 0 0 0 0
Program Measures
Activity
Miles of concrete lined channel 26 26 26 26
Miles of natural channel 85 85 85 85
Bridges maintained 56 58 56 58
Box culverts maintained 156 156 156 156
Storm sewer inlets checked/cleaned 3,525 4,000 4,020 4,120
Citizen requests for service 802 600 580 580
Monthly street sweeping miles 915 915 915 915
Service request for curb repair 226 150 170 170
Performance
Annual cost for street sweeping $159,278 $163,000 $163,000 $163,000
Annual cost for drainage way mowing $28,236 $31,000 $31,000 $31,000
188 2010-11 City Manager's Recommended Budget
Municipal Drainage Fund
2010-11 Objectives
Personnel Summary
Total Full-Time 3 3 3 3
Total Part-Time 0 0 0 0
Program Measures
Activity
Environmental assessment requests 54 70 68 70
Flood plan studies 1 2 2 2
Creation of drainage utility records 406 50 400 400
Performance
Storm water plan review 110 100 112 110
Site inspection 1,661 1,800 1,500 1,600
Evaluate stream bank erosion site 15 20 40 30
Stream bank stab. project construction 2 2 2 3
Evaluate local drainage problems 12 15 15 15
Drainage prob. correction construction 1 1 1 3
Training classes - staff 79 80 80 80
Training classes -
consultants/contractors 29 60 60 60
Engineering annual report for NPDES
permit completed 1 1 1 1
Achieve average "Overall satisfied
customer" rating of 60% on the
construction surveys None 80% 80% 80%
Number of projects started 1 3 4 2
Number of projects finished 3 3 3 5
2010-11 City Manager's Recommended Budget 189
Personnel Summary
Total Full-Time 3 3 3 3
Total Part-Time 0 0 0 0
Program Measures
Recreation Programs
Mission
Budget Highlights
Provide programs, which include athletic leagues,
The 2010-11 Recreation Programs Recommended
camp programs, learn-to-swim programs, outdoor
Budget contains no new programs, enhancements
programs, recreation center classes, senior citizen
or requests for additional personnel. Programs
programs, special events, sports clinics, summer
affected by the Carpenter Park Recreation Center
playground programs, and therapeutic programs that
expansion and renovation will be relocated to other
are self-supported by user fees.
facilities where possible.
2010-11 Objectives
Personnel Summary
Total Full-Time 12 12 9 9
Total Part-Time 321 321 321 321
Program Measures
Class attendance:
Aerobats 37,668 40,000 40,000 25,000
PAC/JCP/NAT 29,107 32,500 31,000 31,500
Adult athletics 307,680 313,000 313,000 313,000
Carpenter Park 45,588 40,000 40,000 20,000
Douglass* 3,371 2,300 3,500 3,500
Liberty 34,800 36,500 35,000 36,000
Oak Point 88,674 89,000 89,000 90,000
Outdoor 4,391 8,500 5,000 5,000
Senior center 20,171 19,000 21,000 21,000
TR 15,958 19,300 16,000 16,000
Muehlenbeck 91,681 60,000 93,000 95,000
Williams (closed in Dec. 08) 3,627 0 0 0
Golf rounds 54,109 55,000 55,000 0
Tennis attendance 107,103 112,000 112,000 112,000
Special events 40,011 48,000 42,000 45,000
Courses offered:
**Net enrollment 63,490 65,100 65,100 55,000
** Revenue $3,398,189 $3,039,167 $3,426,180 $3,125,458
2010-11 City Manager's Recommended Budget 191
Personnel Summary
Total Full-Time 7 7 7 7
Total Part-Time 2 2 2 2
Program Measures
Activity
Acres maintained 259 259 259 259
Fertilization frequency (annually):
Fairways 4 4 4 2
Greens 10 10 10 5
Tees 10 10 10 5
Mowing frequency (per week):
Fairways 2 2 2 2
Greens 7 7 7 7
Tees 3 3 3 3
Performance
Acres maintained per FTE 29 29 29 29
192 2010-11 City Manager's Recommended Budget
Technology Services Fund
Personnel Summary
Total Full-Time 38 38 38 37
Total Part-Time 0 0 0 0
Program Measures
Activity
Help Desk calls per month 726 650 720 850
Personal computers replaced 375 30 330 50
Laptops replaced 136 81 169 15
Install new PC additions in
departments 52 0 26 82
Total workstations supported 2,486 2,000 2,218 2,300
Performance
Help Desk calls closed:
Immediately/within 2 hours 85.0% 85.0% 87.0% 87.0%
Within 48 hours 20.0% 20.0% 13.0% 13.0%
Customer satisfaction rating (scale
1-5) 4.8 4.6 4.7 4.8
2010-11 City Manager's Recommended Budget 193
2010-11 Objectives
Personnel Summary
Total Full-Time 9 9 9 9
Total Part-Time 0 0 0 0
Program Measures
Activity
Police/Fire/EMS calls received 263,024 267,207 253,293 253,293
9-1-1 calls received 163,740 163,716 154,198 148,030
Non-emergency calls received 209,397 217,893 179,126 177,335
Police offense reported 27,952 23,961 25,126 27,000
Fire calls for service 19,724 19,750 19,600 19,750
Performance
Maintain major public safety
applications 23 25 25 25
Implement major systems 2 3 2 1
194 2010-11 City Manager's Recommended Budget
Technology Services Fund
Personnel Summary
Total Full-Time 4 4 4 4
Total Part-Time 0 0 0 0
Program Measures
Activity
Cellular telephone accounts managed 949 950 950 950
Cellular invoices reconciled 546 600 600 600
Cellular account MAC (modifications,
adds, and changes & repairs) 1,287 1,000 1,100 1,100
Circuits and lines managed 847 1,040 1,000 1,000
Circuits and line invoices reconciled 847 1,040 1,000 1,000
Circuits and line trouble tickets
processes 901 1,150 1,000 1,000
PBX mailboxes managed 1,282 1,300 1,300 1,300
PBX ports managed 3,462 2,950 3,400 3,400
Performance
Contracted telephone & cellular work
orders completed on time (% by
assigned due date) 99% 99% 99% 99%
Contracted telephone & cellular repair
tickets completed on time (% within
one business day) 99% 99% 99% 99%
2010-11 City Manager's Recommended Budget 195
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Activity
NetMotion client registered devices 0 800 900 1,000
NetMotion classes (departments) 0 90 100 150
Scanning for rogue devices 0 30 50 75
Faulty access points and routers 0 400 400 500
Performance
Help Desk tickets closed 0 300 500 600
Immediately within 2 hours 0 200 300 400
Within 48 hours 0 100 100 200
System uptime 0.0% 99.9% 99.9% 99.9%
196 2010-11 City Manager's Recommended Budget
Government Access/CATV Fund
Personnel Summary
Total Full-Time 8 7 7 6
Total Part-Time 1 1 1 1
Program Measures
Activity
Public meetings (Council, P&Z, Work
Sessions) 73 73 73 73
Plano Wired weekly program 52 52 52 26
Monthly program specials & MP3
program 23 12 20 10
Special projects for City management 0 0 8 10
Inter-departmental assistance with PTN
website presentation formats 26 30 50 100
Live & On Demand streaming video 24/7/365 24/7/365 24/7/365 24/7/365
Program delivery via Verizon Fios &
Time Warner Cable 24/7/365 24/7/365 24/7/365 24/7/365
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) 180 140 120 100
Education & information delivered to
citizens via PW segments (does not
include Adopt-a-Pet, What's on your
Plate, City Beat or Monthly Specials) 160 120 90 80
Regional & national recognition and
awards 11 5 3 0
2010-11 City Manager's Recommended Budget 197
2010-11 Objectives
Personnel Summary
Total Full-Time 2 2 2 2
Total Part-Time 0 0 0 0
Program Measures
Activity
Department websites 24 22 22 22
Email subscription items offered 150 175 150 150
Performance
Pageview per year 8,000,000 9,600,000 9,854,798 10,105,000
Email subscription items sent N/A 800,000 985,411 1,185,000
198 2010-11 City Manager's Recommended Budget
Municipal Warehouse Fund
Inventory
Mission
Budget Highlights
The Inventory Control and Asset Disposal function,
The 2010-11 Inventory Control Recommended Budget
a portion of the Purchasing Division, is responsible
includes no new programs, enhancements, or any
for the coordination of inventory and bulk purchases
new personnel requests.
to support the entire city operation.
2010-11 Objectives
Personnel Summary
Total Full-Time 8 8 8 8
Total Part-Time 1 1 1 1
Program Measures
Activity
Inventory dollars end of year $877,259 $800,000 $800,000 $750,000
Number of issues made-parts (ea)
estimate 165,718 165,000 170,000 170,000
Billings $3,943,364 $3,000,000 $3,200,000 $3,200,000
Number of issue tickets - Warehouse
estimate 400,000 330,000 350,000 350,000
Performance
Inventory turns 4.5 3.3 3.8 4.3
Billings/FTE $525,781 $428,571 $426,666 $426,666
Inventory $/FTE $116,967 $106,666 $106,666 $100,000
2010-11 City Manager's Recommended Budget 199
2010-11 Objectives
Personnel Summary
Total Full-Time 37 36 36 34
Total Part-Time 0 0 0 0
Program Measures
Activity
Fleet value $57,000,000 $58,000,000 $58,500,000 $58,000,000
Fleet size 1,907 1,950 1,900 1,900
Fuel used (gal) 1,120,000 1,050,000 1,075,000 1,100,000
Total work orders 9,200 8,800 9,500 9,000
Performance
Average burdened labor rate per hour $67.50 $68.54 $68.50 $69.50
Maint Hrs/VEU 10.7 10.5 10.5 10.0
Maint$/VEU $1,405 $1,400 $1,390 $1,350
Billed Hrs/Technician 1,412 1,425 1,410 1,400
VEU/Technician 132 130 134 144
200 2010-11 City Manager's Recommended Budget
Criminal Investigation Fund
2010-11 Objectives
Personnel Summary
Total Full-Time 0 00 00 00
Total Part-Time 0 00 00 00
Program Measures
Cases filed 43 30 35 35
Cases awarded 38 29 29 29
Cases pending 5 5 5 5
Cases denied 1 1 1 1
2010-11 City Manager's Recommended Budget 201
Wire-Line Fees
9-1-1 Wire-Line Collaborate with city Technology Services in
planning network for Next Generation 9-1-1.
Mission Purchase and install the Data Content
To provide the vital connection between citizen messaging module to ensure all devices have
requests for Police, Fire, or Medical assistance and equal access to 9-1-1.
the appropriate agency, and to satisfy the immediate
information needs of Police, Fire, and Medical Budget Highlights
personnel in the course of normal daily activities and The 2010-11 Public Safety Communications
during emergencies. The objective is accomplished Department’s Wireline Recommended Budget
by: providing first response for calls for service includes $30,000 to upgrade the current 9-1-1
received through emergency and non-emergency software to include the text message module called
telephone lines; providing equipment; and supporting Data Content. The software upgrade will provide the
and maintaining the City's 9-1-1 System. The cost deaf and hard of hearing that use texting to
center is funded with the 9-1-1 fees collected on communicate equal access to 9-1-1. With the
telephone services. expansion of Voice over Internet Protocol service
types and the popularity of Short Message Service
2010-11 Objectives (SMS) and Multimedia Messaging Service (MMS),
citizens are expecting to be able to text, send pictures
Ensure the integrity of and provide reliable and and/or video to 9-1-1. This software upgrade allows
accurate 9-1-1 service to the citizens of Plano. preliminary 9-1-1 access for alternate devices while
Continue to monitor incoming 9-1-1 fees and the full service technology matures in the
budget for changing framework marketplace.
of 9-1-1.
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Activity
Police/Fire/EMS/ANCON/TRU calls processed 263,024 267,207 253,293 253,293
Police/Fire/EMS/ANCON/TRU calls dispatched 150,965 256,533 142,202 142,202
9-1-1 Calls Received 163,740 163,716 154,198 148,030
Non-Emergency Calls Received 209,397 217,893 179,126 179,126
Outgoing Calls Placed 139,582 145,641 123,056 121,825
Total Calls Processed by PSC 512,719 527,250 456,380 448,981
Performance
1
# of calls processed per PSC Specialist 4,608 4,380 4,318 4,152
1
#of calls dispatched per PSC Specialist 2,645 4,205 2,424 2,331
1
# of 9-1-1 calls answered per PSC Specialist 2,868 2,684 2,629 2,427
1
# of Non-emergency calls per PSC Specialist 3,668 3,572 3,054 2,936
1
# of outbound calls per PSC Specialist 2,445 2,388 2,098 1,997
202 2010-11 City Manager's Recommended Budget
Wire-Line Fees
Council Budgets
City Council
Mission Budget Highlights
The City Council, consisting of a Mayor and seven The 2010-11 City Council Recommended Budget
Council Members, serves as the legislative and policy includes no new programs, enhancements, or any
making body of the City of Plano. The Council adopts new personnel requests.
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
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Council Meetings 48 45 45 45
Agenda Items 650 550 550 550
Ordinances/Resolutions Adopted 475 550 554 550
R55BWER CITY OF PLANO 06/17/10 10:05:26
610 PERSONAL SERVICES 1,402 1,500 1,500 809 1,500 1,500 1,500
620 MATERIALS & SUPPLIES 22,799 29,500 29,749 9,201 21,249 22,500 22,500
630 CONTRACTUAL, PROFESSIONAL 181,571 163,985 163,985 98,051 171,985 170,384 170,384
640 SUNDRY
6441 Plaques & Awards 4,892 6,000 6,000 2,646 5,000 5,000 5,000
6443 Associations 506 1,000 1,000 403 1,000 1,000 1,000
111 City Council 211,170 201,985 202,234 111,109 200,734 200,384 200,384
Council Budgets
City Manager
Budget Highlights
Mission The 2010-11 City Manager’s Recommended Budget
Update, monitor, and implement all directives and includes a reduction supplement of $42,356 in
goals as established by the City Council. personnel costs due to a 4-month vacancy and filling
Administrative responsibilities include planning, the position at a lower grade.
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
Personnel Summary
Total Full-Time 4 4 4 4
Total Part-Time 1 1 1 1
R55BWER CITY OF PLANO 06/30/10 14:40:40
610 PERSONAL SERVICES 675,556 678,384 678,384 459,314 643,946 615,977 42,356- 573,621
620 MATERIALS & SUPPLIES 951 2,500 2,500 670 2,300 2,300 2,300
630 CONTRACTUAL, PROFESSIONAL 15,855 23,358 23,358 12,260 23,558 21,810 21,810
640 SUNDRY
6443 Associations 2,445 2,000 2,000 2,753 2,000 2,000 2,000
710 REIMBURSEMENTS
112 City Manager 694,806 706,242 706,242 474,997 671,804 642,087 42,356- 599,731
00001 General 694,806 706,242 706,242 474,997 671,804 642,087 42,356- 599,731
R55SUPP CITY OF PLANO 06/30/10 14:42:10
FY 2010 - 2011
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
2010-11 Objectives
Personnel Summary
Total Full-Time 11 11 11 11
Total Part-Time 0 0 0 0
Program Measures
610 PERSONAL SERVICES 1,336,939 1,359,722 1,359,722 967,627 1,301,725 1,351,230 1,351,230
620 MATERIALS & SUPPLIES 19,690 48,300 48,300 15,365 48,300 48,300 48,300
630 CONTRACTUAL, PROFESSIONAL 207,987 247,610 247,610 78,095 169,160 244,978 28,450- 216,528
640 SUNDRY
6443 Associations 3,885 6,500 6,500 3,850 6,500 6,500 6,500
6499 Miscellaneous 808 3,600 3,477 103- 3,477 3,600 3,600
710 REIMBURSEMENTS
113 Legal 1,577,293 1,665,732 1,665,609 1,064,834 1,529,162 1,654,608 28,450- 1,626,158
00001 General 1,577,293 1,665,732 1,665,609 1,064,834 1,529,162 1,654,608 28,450- 1,626,158
R55SUPP CITY OF PLANO 06/30/10 15:18:48
FY 2010 - 2011
00113001 Reduction-Training
Fund 00001 General Dept 113 Legal Start Date 10/01/10 Funded: F
CONTRACTUAL, PROFESSIONAL
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 3,000.00-
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 450.00-
impact on the service level because of this decrease.
Total 630 CONTRACTUAL, PROFESSIONAL 3,450.00-
Supplement 00113001 Total 3,450.00-
Proposed Reduction:
$3,000.00
Service Impact:
There should be no impace on the service level because of this decrease
R55BD811 CITY OF PLANO 06/30/10 15:18:10
00113002 Reduction-Contracts
Fund 00001 General Dept 113 Legal Start Date 10/01/10 Funded: F
CONTRACTUAL, PROFESSIONAL
6312 Contracts- Professional Svc. Legal agreed during CM budget meetings to decrease the contracts by $25,000 for 2010-11. 25,000.00-
Total 630 CONTRACTUAL, PROFESSIONAL 25,000.00-
Supplement 00113002 Total 25,000.00-
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
2010-11 Objectives
Personnel Summary
Total Full-Time 5 5 5 5
Total Part-Time 0 0 0 0
Program Measures
Court Activity
Cases filed 91,765 96,000 61,770 61,770
Dispositions Prior to Trial 31,631 32,000 22,744 22,744
Non-jury Trial Dispositions 14,308 13,000 11,670 11,670
Jury Trial Dispositions 72 75 66 66
Dismissed at Trial 140 200 78 78
Dismissals after DSC, Deferranls &
Compliance 44,992 42,000 33,360 33,360
Warrants Issued, Class C 26,495 26,000 20,348 20,348
Cases Heard in Teen Court 523 600 550 550
Magistrate Activity
Arrest Warrants issued, Felonies and
Class A & B Misdemeanors 743 650 618 618
Search Warrants issued 90 60 58 58
Juvenile warnings administered 2 4 2 2
Emergency Mental Health Hearings 2 2 2 2
Emergency Protective Orders issued 136 125 138 138
R55BWER CITY OF PLANO 07/01/10 8:17:07
610 PERSONAL SERVICES 541,635 550,164 550,164 405,958 557,841 551,757 551,757
620 MATERIALS & SUPPLIES 2,267 5,025 5,025 1,157 4,130 4,230 4,230
630 CONTRACTUAL, PROFESSIONAL 31,643 33,774 33,774 17,853 33,024 32,957 32,957
640 SUNDRY
6441 Plaques & Awards 264 625 625 138 500 575 575
6443 Associations 1,207 1,215 1,215 1,016 1,215 1,290 1,290
6495 Freight 82 50 50 8 50 50 50
R55BWER CITY OF PLANO 07/01/10 8:17:07
710 REIMBURSEMENTS
114 Municipal Court Judge 577,098 590,853 590,853 426,130 596,760 590,859 590,859
Council Budgets
Municipal Court Building Security Fund Budget Highlights
There are no significant expenditures planned for the
Mission Building Security Fund Recommended Budget during
Created by state statute (Code of Criminal Procedure 2010-11. All expenditures will be made from current
102.017 and authorized by City Ordinance 97-8-31); fee revenue or Fund reserves.
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
Personnel Summary
Total Full-Time 1 1 1 1
Total Part-Time 0 0 0 0
Program Measures
Activity
Cases filed (2x 39,231 at 3/31/10) 91,785 96,000 61,770 61,770
Dispositions prior to trial 31,631 32,000 22,744 22,744
Non-jury trial dispositions 14,308 13,000 11,670 11,670
Jury trial dispositions 72 75 66 66
Dismissed at trial 140 200 78 78
Dismissals after DSC, Deferrals &
Compliance 44,992 40,000 33,360 33,360
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 72,412 76,000 48,588 48,588
Warrants issued, Class C 26,495 26,000 20,348 20,348
Cases heard in Teen Court 523 600 550 550
Performance
Magistrate warnings 1,892 2,000 1,824 1,824
Emergency protective orders 136 130 138 138
Building Security Fees $189,733 $186,000 $146,384 $146,384
R55BWER CITY OF PLANO 07/01/10 9:10:00
610 PERSONAL SERVICES 66,804 73,606 73,606 50,251 67,025 73,927 73,927
620 MATERIALS & SUPPLIES 1,116 2,015 3,941 2,893 3,946 2,015 2,015
630 CONTRACTUAL, PROFESSIONAL 266,917 110,777 117,909 49,555 103,650 99,787 99,787
640 SUNDRY
6443 Associations 50 585 585 100 400 400 400
6495 Freight 27 200 231 51 200 200 200
710 REIMBURSEMENTS
7103 Reimbursements to Other F 197,394 197,394 148,046 101,236 103,223 103,223
232 Municipal Courts-Bldg Securit 334,914 384,577 393,666 250,895 276,457 279,552 279,552
00055 Municipal Courts-Bldg Securi 334,914 384,577 393,666 250,895 276,457 279,552 279,552
222 2010-11 City Manager's Recommended Budget
Council Budgets
2010-11 Objectives
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
Activity
Juvenile cases filed in Municipal Court 2,066 2,500 2,100 2,100
Cases scheduled for Teen Court 523 600 550 550
Performance
Teen community service ordered
(hours) 18,222 18,000 19,268 19,268
Teen community service performed
(hours) 14,331 12,000 12,250 12,250
Revenue - Teen Court fees ($) $10,258 $13,000 $10,080 $10,080
R55BWER CITY OF PLANO 06/17/10 10:27:50
610 PERSONAL SERVICES 125 300 300 387 500 500 500
620 MATERIALS & SUPPLIES 3,693 5,450 5,450 3,133 5,250 5,250 5,250
630 CONTRACTUAL, PROFESSIONAL 2,389 3,100 3,100 382 2,100 2,600 2,600
640 SUNDRY
6441 Plaques & Awards 1,138 3,600 3,600 977 3,600 3,600 3,600
6443 Associations 35 120 120
233 Teen Court Program 7,380 12,570 12,570 4,879 11,450 11,950 11,950
00019 Teen Court Program 7,380 12,570 12,570 4,879 11,450 11,950 11,950
224 2010-11 City Manager's Recommended Budget
Council Budgets
Municipal Court Technology Fund Utilize funds available to contract with part-time
judges to review, prepare, input and attach
Mission electronic signatures to arrest warrants and other
The fund was created by state statute (CCP Art. documents, thereby facilitating the issuance of
102.0171) and authorized by the Plano City Council warrants within the time frame recommended
on December 12, 1999. The fund imposes a $4.00 by the Office of Court Administration for the
fee on each case in which a defendant is convicted Court’s Compliance & Collection Unit.
in the Municipal Court or is placed on deferred The Court will use the Fund to pay for computer
disposition for an offense that occurred on or after maintenance fees, training and related travel for
September 1, 2001. The fund is restricted to court personnel.
expending revenues that provide technological
enhancements to the Municipal Court. Budget Highlights
The 2010-11 Municipal Court Technology Fund
2010-11 Objectives Recommended Budget includes two funded
supplements totaling $156,250. Software to assist
Implement the final modules of the CourtsPlus citizens to pay for options electronically, to assist
case management system. court administration to flag registration of vehicles
New hand-held ticket writers and related belonging to owners with outstanding warrants and/or
equipment will be purchased as needed for the fines, and have an updated jury module is funded for
Police Department’s use. $113,000. Also included is a funded supplement of
Continue to pay the cost of unlimited cellular air $43,250 to replace antiquated sound/recording
time for the hand-held units. systems in both courtrooms.
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.
Personnel Summary
Total Full-Time 0 0 0 0
Total Part-Time 0 0 0 0
Program Measures
610 PERSONAL SERVICES 4,706 6,000 6,000 3,213 3,346 6,000 6,000
620 MATERIALS & SUPPLIES 29,169 24,203 12,672 27,804 22,489 25,093 25,093
630 CONTRACTUAL, PROFESSIONAL 73,712 133,119 145,440 90,585 167,119 135,677 135,677
640 SUNDRY
6443 Associations 60 60 100
6446 Licenses, Certificates 13,000 13,000 13,000 13,000 13,000
6495 Freight 269 150 150 99 150 150 150
810 CAPITAL OUTLAY 7,200 8,200 69,316 45,685 62,019 6,200 156,250 162,450
R55BWER CITY OF PLANO 06/17/10 13:24:27
234 Municipal Courts Technology F 115,056 184,732 246,638 167,487 268,123 186,120 156,250 342,370
00020 Municipal Court Technology 115,056 184,732 246,638 167,487 268,123 186,120 156,250 342,370
R55SUPP CITY OF PLANO 06/17/10 13:35:59
FY 2010 - 2011
00234012 SOFTWARE
Fund 00020 Municipal Court Technology Dept 234 Municipal Courts Technology Fd Start Date 10/01/10 Funded: F
CAPITAL OUTLAY
8451 Software To purchase various styles of software to assist citizens to pay for options electronically, to assist court administration to flag 113,000.00
registration of vehicles belonging to owners with outstanding warrants and or fines, and have an updated jury module. (see
supplement justification for full description)
Total 810 CAPITAL OUTLAY 113,000.00
Supplement 00234012 Total 113,000.00
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 CITY OF PLANO 06/17/10 13:36:49
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.
230 2010-11 City Manager's Recommended Budget
Council Budgets
Juvenile Case Manager Fund Continue to recruit organizations that will accept
juveniles to perform community service.
Mission Recruit and train moot court teams from the
The fund was created by Article 102.0174 of the Code Teen Court participants and will sponsor them
of Criminal Procedure and authorized by the Plano in regional moot court competitions.
City Council on October 10, 2005. The fund imposes
a $2.00 fee on each case in which a defendant is Budget Highlights
convicted in the Municipal Court or is placed on There are no significant changes or additions planned
deferred disposition for an offense that occurred on for the Juvenile Case Manager Fund Recommended
or after December 1, 2005. The fund may be used Budget in 2010-11. The Juvenile Case Manager Fund
only to finance the salary and benefits of the full-time will pay the salaries and benefits of the JCMs from
employee(s) designated as Juvenile Case Manager(s) current fee revenue or from Fund reserves.
under Article 45.056 of the Code of Criminal
Procedure.
2010-11 Objectives
Personnel Summary
Total Full-Time 1 1 1 1
Total Part-Time 0 0 0 0
Program Measures
Activity
Cases filed (2x 30,885 at 3/31/10) 91,785 96,000 61,770 61,770
Dispositions prior to trial 31,631 32,000 22,744 22,744
Non-jury trial dispositions 14,308 13,000 11,670 11,670
Jury trial dispositions 72 75 66 66
Dismissed at trial 140 200 78 78
Dismissals after DSC, Deferrals &
Compliance 44,992 40,000 33,360 33,360
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 72,412 76,000 48,588 48,588
Warrants issued, Class C 26,495 26,000 20,348 20,348
Cases heard in Teen Court 523 600 550 550
Performance
Magistrate warnings 1,892 2,000 1,824 1,824
Emergency protective orders 136 130 138 138
Building Security Fees $189,733 $186,000 $146,384 $146,384
R55BWER CITY OF PLANO 07/01/10 9:45:22
610 PERSONAL SERVICES 90,833 62,076 62,076 45,131 62,225 63,427 63,427
640 SUNDRY
710 REIMBURSEMENTS
7103 Reimbursements to Other F 101,054 101,054 75,791 97,822 100,216 100,216
276 Juvenile Case Manager Fund 90,833 163,130 163,130 120,922 160,047 163,643 163,643
00086 Juvenile Case Manager Fund 90,833 163,130 163,130 120,922 160,047 163,643 163,643
232 2010-11 City Manager's Recommended Budget
Council Budgets
Funding Requests
DATE: May 13, 2010
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.
234 2010-11 City Manager's Recommended Budget
Funding Requests
PROGRAM OF WORK
FY 10/11
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.
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.
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.
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.
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.
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 CITY OF PLANO 07/02/10 10:47:27
610 PERSONAL SERVICES 578,335 596,878 596,878 421,798 580,528 585,270 585,270
620 MATERIALS & SUPPLIES 22,250 15,500 15,500 7,618 15,500 15,463 15,463
630 CONTRACTUAL, PROFESSIONAL 254,735 254,923 274,923 123,847 274,923 250,925 250,925
640 SUNDRY
R55BWER CITY OF PLANO 07/02/10 10:47:27
226 Plano Econ Dev Board 858,144 870,101 890,101 555,038 873,751 855,758 855,758
00076 Economic Development 858,144 870,101 890,101 555,038 873,751 855,758 855,758
2010-11 City Manager's Recommended Budget 239
Funding Requests
Cultural Affairs Commission Funding Requests
General Fund
Komen Race 0.9357 1,200,000 25% 43,750 14,000 13,100 9,754
Plano International Festival 0.9300 44,337 25% 14,625 14,500 13,485 10,041
Holiday Fun Run* 0.6757 n/a 45% 14,670 32,600 0 0
AsiaFest 0.9071 43,986 25% 16,930 16,930 15,357 11,435
July 4th Parade 0.8671 14,300 25% 3,811 10,712 9,288 3,811
Children's Christmas Parade 0.8557 14,300 25% 3,268 10,712 9,166 3,268
Taste of Plano 0.7729 n/a 25% 11,128 14,960 11,563 8,610
Red Balloon Relay 0.7700 n/a 45% 47,823 42,865 33,006 24,576
TOTAL 156,005 157,279 104,965 71,495
* Ineligible Applicant -- score is < 75%
Hotel/Motel Fund
Plano Balloon Festival 0.9629 1,198,453 25% 302,112 157,190 151,358 151,358
Funding Requests
MEMORANDUM
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.
A total of five applications were received for the 2010-2011 Heritage Grants. The applicants and their requests
were as follows:
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.
Frank Turner
Funding Requests
ATTACHMENT 1
PLAN A
Comparison Table
Organization Request HC Eligible Projects (if funding % of Total Last Year Change
Recommendation available beyond O/M) Grant from
Allocation 2009-2010
Heritage $385,000 $348,000 Farrell-Wilson House Exterior 58.8% $330,000 5.2%
Farmstead Repairs & Repainting ($33,000)
Plano $245,857 $76,000 Underground Railroad Project 12.9% $145,000 -47.6%
AfricanAmericanMuseum ($6,000)
North Texas $16,000 $4,000 No O/M funds were part of this 0.7% $9,725 -58.9%
Masonic request.
Historical
Museum and Historical Book Collection
Library Acquisition
Display Creation
The Plano $170,150 $160,517 Car #360 Repainting ($18,000) 27.1% $165,000 -2.7%
Conservancy Inc.
$2,367 block grant to be used
for any of the three approved
projects below:
Archaeology Fair
Rowlett $8,000 $3,000 No O/M funds were part of this 0.5% $11,448 -73.8%
CreekCemetery request.
Association
Fence repair/replacement
PLAN B
Comparison Table
Organization Request HC Eligible Projects (if funding % of Total Last Year Change
Recommendation available beyond O/M) Grant from
Allocation 2009-2010
Heritage $385,000 $385,000 Farrell-Wilson House Exterior 67.1% $330,000 14.3%
Farmstead Repairs & Repainting ($35,000)
The Plano $170,150 $170,150 Car #360 Repainting ($18,000) 29.6% $165,000 3%
Conservancy Inc.
Archaeology Fair ($5,000)
Rowlett $8,000 $8,000 No O/M funds were part of this 1.4% $11,448 NA
CreekCemetery request.
Association
Fence repair/replacement
($17,567 not
allocated)
2010-11 City Manager's Recommended Budget 245
Funding Requests
ATTACHMENT 3
Plan A
Plan B
Total $ 263,800
2010-11 City Manager's Recommended Budget 247
Debt Service
General Obligation Bonds
GENERAL OBLIGATION BONDS
DEBT REQUIREMENTS
SUMMARY
2010-11
Current Requirements
Principal
Outstanding Interest/
Issue Purpose 10-01-2010 Principal Accretion Total
Debt Service
GENERAL OBLIGATION REFUNDING BONDS
GENERAL OBLIGATION BONDS
2003 SERIES
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.
250 2010-11 City Manager's Recommended Budget
Debt Service
GENERAL OBLIGATION REFUNDING BONDS
GENERAL OBLIGATION BONDS
2004 SERIES
Debt Service
GENERAL OBLIGATION BONDS & REFUNDING BONDS
2005 SERIES
Debt Service
CERTIFICATES OF OBLIGATION
2006 SERIES
TAX NOTES
2007 SERIES
Debt Service
GENERAL OBLIGATION BONDS
2008 SERIES
TAX NOTES
2008 SERIES
Moto Mesh: The remaining $9.5 million of the approved $20.5 million
Radio System Infrastructure Replacement: $7.5 million of the $24-25 million
256 2010-11 City Manager's Recommended Budget
Debt Service
GENERAL OBLIGATION BONDS & REFUNDING BONDS
2009 SERIES
Debt Service
TAX NOTES
2009 SERIES
Debt Service
CERTIFICATES OF OBLIGATION
2010 SERIES
Issue: $9,660,000
Estimated Date: January 25, 2010
Interest Rate: Average 4.25%
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.
260 2010-11 City Manager's Recommended Budget
Debt Service
GENERAL OBLIGATION BONDS
PROJECTED 2011 SERIES
03-01-2011
09-01-2011 0 497,550 497,550
03-01-2012 497,550 497,550
09-01-2012 671,502 481,938 1,153,439
03-01-2013 481,938 481,938
09-01-2013 702,727 465,599 1,168,326
03-01-2014 465,599 465,599
09-01-2014 735,403 448,501 1,183,905
03-01-2015 448,501 448,501
09-01-2015 769,600 430,608 1,200,208
03-01-2016 430,608 430,608
09-01-2016 805,386 411,883 1,217,269
03-01-2017 411,883 411,883
09-01-2017 842,837 392,287 1,235,123
03-01-2018 392,287 392,287
09-01-2018 882,028 371,780 1,253,808
03-01-2019 371,780 371,780
09-01-2019 923,043 350,319 1,273,362
03-01-2020 350,319 350,319
09-01-2020 965,964 327,860 1,293,824
03-01-2021 327,860 327,860
09-01-2021 1,010,882 304,357 1,315,239
03-01-2022 304,357 304,357
09-01-2022 1,057,888 279,761 1,337,649
03-01-2023 279,761 279,761
09-01-2023 1,107,079 254,022 1,361,101
03-01-2024 254,022 254,022
09-01-2024 1,158,559 227,085 1,385,644
03-01-2025 227,085 227,085
09-01-2025 1,212,432 198,896 1,411,328
03-01-2026 198,896 198,896
09-01-2026 1,268,810 169,396 1,438,206
03-01-2027 169,396 169,396
09-01-2027 1,327,809 138,525 1,466,334
03-01-2028 138,525 138,525
09-01-2028 1,389,552 106,218 1,495,770
03-01-2029 106,218 106,218
09-01-2029 1,454,167 72,408 1,526,575
03-01-1930 72,408 72,408
09-01-1930 1,521,785 37,027 1,558,812
03-01-1931 37,027 37,027
09-01-1931 1,592,548 0 1,592,548
Debt Service
Water & Sewer Revenue Bonds
WATER & SEWER REVENUE BONDS
DEBT REQUIREMENTS
SUMMARY
2010-11
Current Requirements
Principal
Outstanding
Issue Purpose 10-01-2010 Principal Interest Total
Current Requirements
Principal
Outstanding
Issue Purpose 10-01-2009 Principal Interest Total
Debt Service
MUNICIPAL DRAINAGE REVENUE BONDS
2005 SERIES
Debt Service
MUNICIPAL DRAINAGE REVENUE BONDS
2007 SERIES
Issue: $2,085,000
Dated: January 28, 2008
Interest Rate: 4.0% to 4.5%
Debt Service
MUNICIPAL DRAINAGE REVENUE BONDS
2009 SERIES
Issue: $4,790,000
Dated: January 26, 2009
Interest Rate: 3.0% to 5.0%
Issue: $4,790,000
Dated: January 26, 2009
Interest Rate: 3.0% to 5.0%
Ordinances
Adopting the Budget
270 2010-11 City Manager's Recommended Budget
Ordinances
2010-11 City Manager's Recommended Budget 271
Ordinances
272 2010-11 City Manager's Recommended Budget
Ordinances
2010-11 City Manager's Recommended Budget 273
Ordinances
Adopting the Tax Rate
274 2010-11 City Manager's Recommended Budget
Ordinances
2010-11 City Manager's Recommended Budget 275
Ordinances
Ratifying the Property Tax Revenue
276 2010-11 City Manager's Recommended Budget
Ordinances
2010-11 City Manager's Recommended Budget 277
MEMORANDUM
Included herein and attached for consideration, is information which prescribes the FY 2010-
2011 Budget Reconciliation Committee charge, the process to which the committee adhered and
a summary of savings recommendations and revenue potentials.
CHARGE
PROCESS
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.
278 2010-11 City Manager's Recommended Budget
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 8-
12, 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.
2010-11 City Manager's Recommended Budget 279
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.
*FY 2008-2009 General Fund reductions included elimination of 43 full-time and seven
(7) part-time positions.
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
On-going $ 2,644,465
One Time 263,283
Total $ 2,907,748
On-going $ 6,382,008
One Time 3,248,051
Revenue Enhancements 737,259
Total $ 10,367,318
OTHER FUNDS
***FY 2010-2011 General Fund reductions include elimination of 25 full-time and four (4) part-
time positions. “Other Fund” reductions include elimination of three (3) full-time positions.
2010-11 City Manager's Recommended Budget 281
Supplies
$6,698,318 Contractual
3.0% $41,537,361
19.0%
Sundry
$1,019,279
0.5%
Capital Outlay
$1,010,000
Public Safety 0.5%
$97,186,603
65.5%
Intergovernmental
Transfers
$20,344,972
Salaries
9.3%
$148,408,865
67.7%
$219,018,795
Quality of Life
27.1%
($56,393,357)
Add-On
0.7%
($1,565,356)
No Choice
Choice 8.3%
63.9% ($17,343,104)
($132,786,667)
$208,088,484*
* Does not include transfers
282 2010-11 City Manager's Recommended Budget
Core Business Matrix
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)
Quality of Life
3.7%
($158,028)
Choice
96.3%
($4,099,774)
2010-11 City Manager's Recommended Budget 283
FE LARGE CITY
FIRE