2010-11 City of Plano Recommended Budget

CITY OF PLANO

PLANO, TEXAS

ANNUAL BUDGET FOR FISCAL YEAR 2010-11October 1, 2010 to September 30, 2011

AS RECOMMENDED BY THE CITY MANAGER

Pat Miner,Deputy

Mayor ProTem

Phil Dyer,Mayor

Lee Dunlap,Mayor ProTem

Lissa Smith,Place 4

AndreDavidson,Place 3

Ben Harris,Place 2

JeanCallison,Place 7

Thomas H.Muehlenbeck,

CityManager

HarryLaRosiliere,Place 5

Karen Rhodes-Whitley, Director of Budget & ResearchCasey Srader, Budget Manager

2010-11 City Manager's Recommended BudgetCity

Council

Public Operations &Business Center

LaShon RossDeputy City Manager

Library ServicesCathy Ziegler

Risk Mgmt. OfficeDarrell Edwards

Parks & RecreationConv. & Tourism

Amy Fortenberry

Revised 07/08/2010

Plano Citizens

Mayor &City Council

City ManagerThomas H. Muehlenbeck

City AttorneyDiane Wetherbee

Municipal CourtJudge Don Stevenson

Boards &Commissions

City SecretaryDi Zucco

Internal Audit OfficeMike Rogers

Budget & ResearchKaren Rhodes-Whitley

FinanceDenise Tacke

Development ServicesFrank Turner

Deputy City Manager

PlanningPhyllis Jarrell

Building InspectionsSelso Mata

Public Works/EngineeringAlan Upchurch

Public Safety ServicesBruce Glasscock

Deputy City Manager

PoliceGreg Rushin

FireHugo Esparza

HealthBrian Collins

Public SafetyCommunications

Ron Timmons

Emergency Mgmt.Shane Stovall

Tech. ServicesDavid Stephens

Customer Utility Services Mark Israelson

Assistant City Manager

Property StandardsCynthia O’Banner

Public InformationDana Conklin

Sustainability &Environmental Services

Nancy Nevil

CITY OF PLANOORGANIZATIONAL CHART

Human ResourcesLaShon Ross

2010-11 City Manager's Recommended BudgetOrganizationalC

hart

iCity Manager's Letter

1Overview

17Fund Summaries17Combined Budget Summary19Combined Budget Resources Chart19Combined Budget Expenditures by Function Chart

20Combined Budget Expenditures by Service AreaChart

21General Fund Summary22General Fund Revenue by Source24Non-Departmental Summary25General Obligation Debt Service Fund Summary26Water & Sewer Fund Summary27Water & Sewer Debt Service Fund Summary

28Sustainability & Environmental Services FundSummary

29Municipal Drainage Utility Fund Summary30Convention & Tourism Fund Summary31Golf Course Fund Summary32Recreation Revolving Fund Summary33Property & Liability Loss Fund Summary34Community Access TV Fund Summary35Capital Reserve Fund Summary36Equipment Replacement Fund Summary37Property Management Fund Summary38HUD Fund Summary39Criminal Investigation Fund Summary40Technology Fund Summary41PC Replacement Fund Summary42Detail of Intragovernmental Transfers Summary

43Personnel

432010-11 PersonnelWorksheet - Full Time Positionsby Department

632010-11 PersonnelWorksheet - Part-Time Positionsby Department

682010-11 Position Changes Summary

71Strategic Plan

2010-11 City Manager's Recommended BudgetContents

75General Fund75City Secretary76Human Resources77Management Preparation Program78Professional Development Center79Volunteer Resources80Internal Audit81Budget & Research82Collin County Cultural Arts83Finance Administration84Financial Systems Administration85Accounting86Municipal Court Administration87Purchasing88Treasury89Public Safety Services Business Center90Community Outreach91Police92Plano-Richardson Police Training Center93Public Safety Communications94School Crossing Guard Program95Neighborhood Maintenance96Library Administration97Library Technical Services98Harrington Library99Schimelpfenig Library100Haggard Library101Special Library - MRL & GLHTA102Davis Library103Parr Library104Development Business Center105Building Inspections106Property Standards107Planning108Rental Registration & Inspection109Engineering110Facilities Maintenance111Facilities Services112Fire113Fire - Civilian114Emergency Management115Public Operations & Business Center116Public Information


117Records Management118Health119Animal Services120Parks & Recreation Administration121Creative Arts122Summer Arts Program123Marketing and Special Events124Downtown/East Advocacy125Park Field Services126Park Planning127Athletics128Athletic Fields Maintenance129Parks Technical Services130Courtyard Theater131Park Administration132Sports Turf Maintenance133Park Support Services134Ground Maintenance Services District #1135Public Art136Natural Resources137Ground Maintenance Services District #2138Recreation Administration139Special Programs140PAC/NAT/JCP141Tennis Center142Senior Services143Interurban Railway Museum144Ground Maintenance Services District #3145Douglass Recreation Center146Adult Sports147Carpenter Park Recreation Center148Oak Point Center149Liberty Park Recreation Center150Tom Muehlenbeck Recreation Center151Oak Point Park & Nature Preserve152Public Works Administration153Streets154Signals155Signs & Markings

156Grant Fund156Housing and Urban Development (HUD)157Housing Rehabilitation


158Homeownership Assistance

159Property/Liability Loss Fund159Risk Management/Self Insurance

160Convention & Tourism Fund160Convention & Visitors Bureau161Civic Center162Plano Station163Historic Preservation164Cultural Arts165Special Events166Pecan Hollow Grille

167Water & Sewer Fund167Customer & Utility Services168Customer & Utility Services Field169Industrial Pre-Treatment170Utility Maintenance Administration171Utility District #1172Utility District #2173Utility District #3174Pumping Facilities175Meter Services176Utility Planning177Utility Engineering178Utility Cut Services179Backflow Operations

180Sustainability & Environmental ServicesFund

180Environmental Waste Collections181Environmental Services Administration182Special Waste183Commercial Diversion184Environmental Education & Community Outreach185Compost Marketing & Operations186Sustainability

187Municipal Drainage Fund187Municipal Drainage Operations188Municipal Drainage Administration189Storm Water


190Recreation Revolving Fund190Recreation Programs

191Municipal Golf Course Fund191Golf Course Maintenance

192Technology Services Fund192Technology Services193Public Safety Support194Telecommunications195Wireless Support

196Government Access/CATV Fund196Plano Television Network197Website Services

198Municipal Warehouse Fund198Inventory

199Equipment Maintenance Fund199Fleet Services

200Criminal Investigation Fund200Criminal Investigation

201Wire-Line Fees2019-1-1 Wire-Line

203Council Budgets203City Council205City Manager210Legal216Municipal Court Judge219Municipal Court Building Security Fund222Teen Court Program224Municipal Court Technology Fund230Juvenile Case Manager Fund

233Funding Requests

247Debt Service247General Obligation Bonds


261Water & Sewer Revenue Bonds262Municipal Drainage Revenue Bonds

269Ordinances269Adopting the Budget273Adopting the Tax Rate275Ratifying the Property Tax Revenue

277Core Business Matrix


Phil DyerMayor

Lee DunlapMayor Pro Tem

Pat MinerDeputy Mayor Pro Tem

Ben HarrisPlace 2

André DavidsonPlace 3

Lissa SmithPlace 4

Harry LaRosilierePlace 5

Jean CallisonPlace 7

Thomas H. MuehlenbeckCity Manager

P.O. Box 860358Plano, Texas 75086-0358

972-941-7000www.plano.gov

July 28, 2010

Honorable Mayor & City CouncilCity of PlanoPlano, Texas 75074

Dear Mayor and Council Members,

I am pleased to present to you the Recommended Budget for FY 2010-11. The total combined budget of $399,802,479 represents a decrease of $349,604, or 0.09%, under the FY 2009-10 Re-Estimated Budget or a decrease of $2.5 million, or 0.61%, under the FY 2009-10 Original Adopted Budget. It is important to note that the combined budget includes all major funds including the General Fund, Water & Sewer, Environmental Services, Convention and Tourism, Golf Course and Recreation Revolving Funds.

As you are aware, the City continues to experience the effects of the latest economicdownturn. 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 the April 10, 2010 Core Business Matrix Work Session a total of $14.0 million in General Fund budget reductions were identified to be deducted from the FY 2009-10 Re-estimate and the FY 2010-11 Budget. Included in these reductions were (31)full-time positions and (8) part-time positions. These reductions are in addition to the $13.7 million in budget reductions eliminated from the FY 2008-09 and FY 2009-10Budgets 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 inproperty 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 homevalue as reported by the Collin County CAD is now $245,802, down from $249,679. In addition, the City ofPlano offers Homestead, Disability and Over 65 Exemptions, and also offers an ad valorem tax freeze on theresidential homestead of citizens over 65 and disabled. Total exemptions account for $5.2 billion in assessedproperty value, which equates to $26.3 million in lost property tax revenue. Of this amount, $779.9 thousandis lost due to the over 65 tax freeze. The following chart depicts the lost revenue from exemptions for the lastsix years.

LOST REVENUE FROM EXEMPTIONS

Lost RevenueOver-65

Tax Freeze

Lost RevenueFrom

Exemptions

**TotalExemptions

APV

AverageHomeValue

$ 126,004$20.0 million$4.45 billion$ 237,202FY 2005-06






**APV is Assessed Property Value

2010-11 City Manager's Recommended BudgetiiCity

Manager'sLetter

In addition to the loss in property values, since January 2008 Plano has experienced significant sales taxdeclines due to the economic downturn and growing competition from surrounding cities for precious sales taxdollars. As illustrated in the chart below, we collected $62.1 million in FY 2007-08. Our revised re-estimatetotals $56.1 million for FY 2009-10. This translates into a loss of $6 million a year in General Fund revenueto pay for services. This year we have seen a stabilization of sales tax collections with four (4) out of nine (9)months reporting decreases as compared to the same period last year. We are currently running 1.5% or$627,912 behind last year’s collections and have included a 5% reduction for the remaining months of FY2009-10. For FY 2010-11, we are anticipating an increase of 1.6% to $57.0 million in order to account for thestabilization of this funding source. Details regarding sales tax collections will be discussed in more detail atthe City Council Budget Work Session scheduled for August 14th.

ANNUAL SALES TAX RECEIPTS

$45.6 $45.9

$49.6 $52.3

$58.7$62.3 $62.1

$56.5 $56.1 $57.0

$0

$10

$20

$30

$40

$50

$60

$70

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 significantbudget reductions I am recommending a tax rate increase equivalent to the increase in the debt service rateof 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 1.49cent increase needed, 0.55 cents is directly due to the reduction in assessed property values and 0.94 centsis due to increased debt costs from the issuance of tax notes for public safety projects and new generalobligation payments, declines in interest income, delinquency revenues and fund balance. My recommendationalso includes maintaining the current rate for operation and maintenance of 32.84 cents. This recommendationwill allow for a $1.6 million budget reserve contingency to be set aside within the General Fund in order tooffset the FY 2011-12 revised projected deficit of $11.0 million. Of the 50.35 cent tax rate, two-cents is stillsolely dedicated for the Economic Development Incentive Programwhich was implemented by the City Councilfour years ago. It is now more important than ever that the City continue to work to entice commercial entities

iii2010-11 City Manager's Recommended BudgetCity

Manager's

Letter

to Plano and to provide economic development programs and redevelopment for all areas of the City. Informationregarding the City’s effective and rollback tax rate will be discussed in more detail at the City Council meetingscheduled for August 9th and the City Council Budget Work Session scheduled for August 14th.

One of our primary concerns has been how to reduce the budget without reducing our high quality servicesthe citizens of Plano have come to expect. As you can see from the following chart, Public Safety expendituresaccount for .61 cents of every dollar spent on city services. Public Safety is composed of the followingdepartments: Police, Fire, PSC, Homeland Security, Property Standards, Health and Animal Services. Beforethis year, we had avoided significant service reductions when balancing the budget. However, the FY 2010-11budget could not be balanced without impacting service levels in several areas. Further reductions will berequired to offset the budget deficit projected for FY 2011-12 and will continue to erode away at servicesincluding public safety unless the City’s revenue situation stabilizes soon. Information regarding all budgetcuts and revenue enhancements will be provided at the August 14th Budget Work Session.

In order to offset increased expenditures by North Texas Municipal Water District (NTMWD), water rates willincrease by 6% effective October 1, 2010. Due to an extremely wet winter resulting in decreased waterconsumption, water income is projected to decrease by $2.6 million in FY 2009-10. With the extreme changesin weather patterns witnessed over the last several years causing decreased consumption and rate increasesby NTMWD forecasted every year, at some point in time our pay-as-you-go financing structure to pay for capitalprojects will be unsustainable. Therefore, details regarding debt issuance to pay for future water and sewercapital projects along with information regarding the proposed water rate increase will be discussed at theAugust 14th Budget Work Session.

A General Obligation bond sale of $21.4 million is included for mid-year 2010-11 and includes one interestpayment in the amount of $497,550. The bond sale will be used to fund the renovation of Pecan Hollow GolfCourse and the Aquatic Center, Fire Station #13, land acquisitions and several major street projects. A detailedexplanation of these proposed projects is included in the accompanying FY 2010-11 Community InvestmentProgram document.

2010-11 City Manager's Recommended BudgetivCity

Manager'sLetter

In a continuing effort to broaden our communication with the public concerning the City’s finances and budgetprocess, in addition to the regularly scheduled Public Hearings and Budget Work Session, the Fiscal Year2010-11 City Manager's Recommended Budget can be reviewed via the City of Plano's website. Our Internetaddress is http://www.plano.gov/Departments/Budget/. Once there, you will be provided a forum in which toask questions or give input regarding the budget via the Internet.

I look forward to working with the City Council over the next several weeks as we move toward finalizing theFY 2010-11 Recommended Budget and Community Investment Program at the BudgetWork Session scheduledfor August 14th. Once again my special thanks to all City employees who have worked so hard to providequality services to our citizens and who are committed to the success of our great City.

v2010-11 City Manager's Recommended BudgetCity

Manager's

Letter

http://www.plano.gov/Departments/Budget/

2010-11 City Manager's Recommended BudgetviCity

Manager'sLetter

CITY OF PLANOFiscal Year 2010-11

Fiscal Year 2010-11 Combined Budget appropriationstotal $399,802,479. This is a decrease of $349,604,or 0.09% under the 2009-10 Re-Estimate or adecrease of $2.5 million, or 0.61% under the 2009-10Original Adopted Budget. In order to offset the $15.4million General Fund budget projected in March, atotal of 43 full-time, of which 31 belong to the GeneralFund and 8 part-time General Fund positions havebeen eliminated from the overall Combined Budgetin 2010-11. These eliminated positions, along witha variety of other operational reductions, producedoverall savings for all Funds of $17.9 million andsavings in the General Fund of $14.0 million. Detailsregarding the position reductions by cost center aswell as other budget reductions are included withineach of the fund overviews, a detailed listing of theseeliminated positions is included within the PersonnelSection and the impact on service levels is includedwithin the Core Business Matrix Section of thisdocument.

Charges for Service$153,537,215

35.3%

Franchise Fees$27,852,830

6.4%

Misc./Other$2,981,583

0.7%

Intergovernmental$3,308,638

0.8%

Taxes$184,555,212

42.5%

Fines & Forfeits$7,849,020

1.8%

Fund Balance$47,927,570

11.0%

Interest Income$1,344,440

0.3%

Licenses & Permits$5,124,411

1.2%

2010-11 Combined Budget Resources$434,480,918

Salaries & Benefits$171,762,355

43.0%Capital Outlay

$1,332,5000.3%

Operations, Maintenance &

Transfers$182,758,495

45.7%

Debt Service$43,949,129

11.0%

2010-11 Combined Budget Expendituresby Function

$399,802,479

The following individual fund overviews explain itemsof change in each of the major funds and how theserelate to the overall goals established by Councilthrough adopted financial policies.

GENERAL FUND

Revenues

Total General Fund revenue for 2010-11 is estimatedat $205,395,719, which is $299,262 above the2009-10 Re-Estimate Budget, or $4.3 million belowthe 2009-10 Adopted Budget. Funding for theGeneral Fund is generated through three primarysources. Revenues from property taxes provide for40.4%of total revenue at the proposed 50.35 centsper $100 of assessed property value. Revenue fromsales tax collections generates 27.8%. The remaining31.8% is derived from franchise fees, transfers infrom other funds, parks and recreation fees, buildingand development related revenue, municipal courtfines and library fees. The following provides detailedexplanations for major revenue changes.

Ad Valorem Taxes

Ad valorem taxes, the City’s largest revenue source,are estimated at $124,268,325 for 2010-11 at theproposed property tax rate of 50.35 cents per $100valuation. Items to be deducted from this amount arepayments to TIF #1 and #2 totaling $1.9 million for2010-11. In addition, the Over 65 exemption equalsa loss of $779,912 in property tax revenue this year.According to the latest information received from bothCollin and Denton Central Appraisal Districts, the totalassessed property value for 2010-11 of $24.7 billion

12010-11 City Manager's Recommended BudgetOverview

is a decrease of $826.3 million or 3.24%. The totalappraised value includes an increase in new propertycoming on-line of $262.9 million while existingproperty values are expected to decrease by $1.1

billion, or 4.27%. This loss in assessed property valuerepresents a revenue loss equal to $5.3 million for2010-11.

The chart below illustrates the actual and projected increases in total assessed property values experiencedby 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 2010-11based on the latest information received from the Central Appraisal District.

HISTORY OF TAX BASE IN PLANO AND PROJECTION FOR 2009-10Change inChange inChange inChange in

BaseBaseTotalTotalExistingNewTaxableAs ofBase %$%Value $Tax BasePropertyValueJan. 1

5.88%$686,051,02414.24%$1,659,783,922$12,345,070,415$973,732,898$13,318,803,31319994.33%$576,568,24312.40%$1,651,911,411$13,895,371,556$1,075,343,168$14,970,714,72420005.15%$771,428,59213.23%$1,981,260,493$15,742,143,316$1,209,831,901$16,951,975,21720016.01%$1,018,402,02111.63%$1,971,121,134$17,970,377,238$952,719,113$18,923,096,35120021.89%$357,222,9036.72%$1,271,123,155$19,280,319,254$913,900,252$20,194,219,5062003-1.14%($230,279,848)1.01%$204,450,821$19,963,939,658$434,730,669$20,398,670,32720040.70%$142,380,0682.31%$471,064,483$20,541,050,395$328,684,415$20,869,734,81020051.93%$403,012,7033.74%$779,530,575$21,272,747,513$376,517,872$21,649,265,38520062.88%$623,406,6085.45%$1,179,875,927$22,272,671,993$556,469,319$22,829,141,31220074.88%$1,114,308,6977.37%$1,682,359,363$23,943,450,009$568,050,666$24,511,500,67520082.91%$714,135,9605.20%$1,273,814,633$25,225,636,635$559,678,673$25,785,315,3082009-2.55%($658,506,208)-1.08%($278,097,152)$25,126,809,100$380,409,056$25,507,218,1562010-4.27%($1,089,195,824)-3.24%($826,319,451)$24,418,022,332$262,876,373$24,680,898,7052011

The City Manager’s Recommended Budget proposesincreasing the tax rate by 1.49 cents per $100 ofassessed property value to 50.35 cents in order tocover increased debt requirements and the decreasein revenue collected by the City. The ad valorem taxrate split between the General Fund and the GeneralObligation (G.O.) Debt Fund has been adjusted toreflect the required allocation of this resource. The

G.O. Debt rate is established at a level that willprovide for the principal and interest on the City’sdebt, and allow for an unallocated fund balance tomeet the minimum requirement of 2.5% of estimatedcurrent tax collections in this fund, as recommendedin the Council Financial Policies. After providing forthis requirement, the remainder is available for

2010-11 City Manager's Recommended Budget2Overview

General Fund Expenditures. The table belowprovides a comparison of the new tax rate split for2010-11 and the previous existing rate.

Change2010-112009-100.0032.8432.84General Fund

+1.4917.5116.02General ObligationDebt Fund

+1.4950.3548.86Total

Sales Tax

Sales tax receipts, the General Fund’s second largestrevenue source in 2009-10, are re-estimated at$56,118,924 or a 0.65% decrease from 2009-10actual collections and a 2.9% decrease from theoriginal 2009-10 Adopted Budget. Based on actualcollections after nine of the twelve monthly paymentsfor sales tax receipts, this revenue source is down$627,912 as compared to the same 9-month periodlast year. It should be noted that the re-estimatedbudget amount of $56,118,924 is net of approximately$1.5 million in 380 Agreements. The on-going overallstate of the national and local economy has had amarked impact on this revenue source.

Sales tax collections for 2010-11 are projected toincrease 1.6% to $57,012,269. This projected amountdoes take into consideration approximately $1.0million in 380 Agreements scheduled for 2010-11.Sales tax collections, our most volatile revenuesource, will continue to be impacted by the on-goingstale national economy, rising fuel and energy prices,the loss of market share to surrounding communities,the “Back-To-School” and “Energy Star“ Sales TaxHoliday, weather conditions, and any impending futurelegislation.

The following chart shows both the actual andprojected annual percentage changes since 2001.

Franchise Fees

Electrical franchise fee revenue is re-estimated at$11.3 million, a slight increase of $110,513 above theoriginal budgeted level. This slight increase doesinclude an Oncor Electric Delivery settlement with theCity of Plano in the amount of $54,431. TelephoneFranchise fee revenue is projected to decrease fromthe original budgeted amount of $4.5 million down to$3.9 million due to a decrease in CTP line counts.The Telephone Franchise fee paid to the City consistsof an amount per category of line. Gas Franchise feerevenue is re-estimated at $2.7 million, a decreaseof $1.2 million below the original budgeted level dueto an unanticipated decrease in natural gas rates.Cable Television Franchise fee revenue increasesfrom the original budgeted amount of $2.7 million to$3.2 million due to an increase in subscribers for thefirst 3 quarters at Verizon, AT&T, and Time Warner.Finally, the Fiber Optics Franchise fee remainsconstant at $18,021.

Telephone Franchise fees for 2010-11 are projectedto remain constant at $3.9 million as well as the FiberOptics Franchise fees are expected to remainconstant at $18,021. Gas Franchise revenue isprojected to increase slightly to $2.8 million. GasFranchise revenue received is based on 5% of grossrevenue receipts from Atmos Energy and CoServGas. Plano’s Electrical Franchise revenue isexpected to remain relatively constant at $11.4 millionwhile the Cable TV Franchise is expected to increaseslightly based on indirect economic factors to $3.2million.


Fines and Forfeits

Re-estimated Municipal Court Fines and Forfeits areprojected to end the year at $7.5 million, which is$413,624 less than originally budgeted and $451,260under last year’s actual. Municipal Court Fines andForfeits for 2010-11 are projected at $7.5 million ora slight 0.15% increase based on indirect populationgrowth.

Library fines are re-estimated at $343,759, a decreasefrom the original budgeted amount based on ninemonths of actual data. Library fines are projected toincrease slightly by 0.15% in 2010-11 based onindirect population growth. Total Library fines for2010-11 are projected at $344,275.

Building and Development Related Permits

The continued slowing in the rate of constructionactivity for residential homes and commercial projectshas been slightly offset by a couple of largecommercial projects and seasonal renovations byhomeowners. The initial 2009-10 Budget amount forBuilding and Development related revenues wasprojected at 75.0%of the preceding year’s actuals.Total revenues in 2009-10 were budgeted at $2.0million with re-estimated revenues projected at $3.2million; a 60.0% increase due to an up-swing inconstruction activity and economic developmentactivity. This up-swing is projected to add anadditional $1.2 million in Building and Developmentrelated revenues.

In order to remain conservative and in anticipation ofthe continued decrease in construction activity,Building and Development related revenues for2010-11 are projected at 75.0% of the 2009-10Re-Estimate amounts. The following chart illustratesthe number of single family building permits issuedsince 2001-02, as well as the associated dollarvaluations.

Other Revenues

The current economic recession has directly affectedinterest earnings this year. Interest income isre-estimated at $900,000, which is $400,000 lessthan the original budgeted level. For 2010-11, thisamount is projected to increase slightly to $1.0 million,assuming a continued healthy portfolio balance andprojected interest rates. Interest earnings are basedon GASB 31 adjusted accruals.

Intergovernmental revenues are re-estimated at$749,759, which is up slightly from the originalbudgeted levels. In total, $1.3 million is budgeted for2010-11which includes an increase in the amountreceived from Plano Independent School District(PISD) for the Plano School Liaison Program.Beginning with the 2010-11 Budget, PISD willreimburse the City of Plano for 50% of the total costof the program which includes nine (9) School LiaisonOfficer positions and one (1) Sergeant position atvarious PISD schools.

Intragovernmental transfers are re-estimated at $18.0million, or $1.5 million below the original budgetedlevel due primarily to a decrease in the transfer fromthe Water & Sewer Fund as a result of worse thanprojected water revenues as well as the suspensionof the transfer from the Golf Course Fund. Thetransfer from the Golf Course Fund has beensuspended both this fiscal year and next fiscal yearin preparation for the renovation that will be takingplace in the near future. The Pecan Hollow GolfCourse will be completely closed for business duringthis time. Additionally, the transfer from theConvention & Tourism Fund has been decreased dueto lower than anticipated revenues in this fund. Totaltransfers are projected at $18.6 million for 2010-11.


Other General Fund revenues are projected near thesame level as the prior year based on historical trendswith the exception of those revenues which haveproposed fee increases associated with them. Theserevenues are discussed in the next section.

New Fees/Increases

The 2010-11 Recommended General Fund Budgetincludes several fee increases to existing feestructures across many departments. If approved,total additional revenue to be realized in the GeneralFund is projected at $762,094. The proposed feeincreases are outlined below.

Development fees, which were increased mid-year2009-10, will garner additional revenue for 2010-11in the Building Inspections, Planning, Engineeringand Property Standards departments in the estimatedamount of $205,000 for an entire year. An increasein the Parks & Recreation's pavilion rental fee will addan additional $4,000. Animal Services has severalfee increases/additions proposed which include:$35,000 for the implementation of an owner petsurrender fee; $22,000 in additional animal licenserevenues by allowing the purchase of animal licenseson-line and at participating veterinary clinics; $13,000in additional revenue for pick-up of deceased animalsfrom local veterinary clinics at $15 per animal;$10,000 for the implementation of an animalregistration late fee; $250 for the implementation ofan animal-related business re-inspection fee; and$250 for the implementation of an animal-relatedbusiness late fee for those businesses that are latein renewing their mandatory permits.

The Health Department is proposing a food handlerfee increase from $20 to $25. This increase wouldadd an additional $13,160 in General Fund revenues.Also, the Health Department is proposing anadministrative fee increase from $150 to $200 whichwould add an approximate $1,600 in annual revenue.Finally, the Health Department is instituting a $50re-inspection fee for those establishments whoreceive an inspection rating of "D" or "F". This newfee would generate an approximate $2,500 in annualrevenue.

Also included in the Recommended Budget is $60,000in anticipated alcohol permit revenues for 2010-11.Finally, the 2010-11 Recommended Budget includesa Police program revenue increase of $395,334 fromthe Plano Independent School District as partialreimbursement of the cost for the School Liaison

Officers. This represents an increase from 15% ofthe costs for school officers to 50% of the costsassociated with the program for the new year.

Property Tax38.9%Intergovtl.

0.6%

Transfers9.1%

2010‐11 General Fund Revenues$205,395,719

Misc & Other Taxes1.0%

Interest

Licenses & Permits2.5%

Charges for Services5.4%

Interest0.5%

Sales Tax27.8%

Franchise Fees10.4%

Fines & Forfeits3.8%

General Fund - Expenses

Total 2010-11 appropriation in the General Fund is$218,640,297. This amount is a very slight decreaseof $242,060 or 0.1% under the 2009-10 Re-EstimateBudget, and reflects a decrease of $378,498 or 0.2%less than the 2009-10 Adopted Council Budget. Asmentioned above, in March, the City projected a $15.4million General Fund budget deficit for FY 2010-11.In order to offset the deficit position, total GeneralFund full-time positions are to be reduced by a net of(31) full-time positions and (8) part-time positionseffective October 1, 2010. These eliminatedpositions, along with a variety of other operationalreductions, produced overall savings in the GeneralFund of $14.0 million. Other reductions, changesand highlights included within the 2010-11 GeneralFund Recommended Budget are summarized belowwith a detailed listing provided under the CoreBusiness Matrix section of this document.

General Fund 2010-11 Budget Highlights:

The 2010-11PoliceDepartmentRecommendedbudget contains no additional reductions. Thedepartment eliminated (15) full-time positionsduring 2007-08, (4) full-time positions during2008-09, and (11) full-time positions during2009-10 for a total of (30) full-time positioneliminations in three years. During that sametime period, the salary and benefits costs for (2)Police Officers were moved from the GeneralFund to the Traffic Safety Fund to support theRed Light Camera Program. The 2010-11 PoliceERF budget includes $800,000 to begin thereplacement of the Digital Video Recorders and$100,000 for the additional equipment that isrequired to upgrade the Police fleet from sedansto SUV's.


ThePlano-RichardsonPolice Training Centerand School Crossing Guard ProgramRecommendedBudgets include no supplementalfunding for new programs, enhancements, orany new personnel requests. The City receivesrevenues to offset the School Crossing GuardProgram from the Collin County VehicleRegistration Child Safety Fees, and the PoliceTraining Center expenses are shared with theCity of Richardson to offset impact to theGeneral Fund for the cost of the programs.

During 2008-09, the Fire Department reducedCivil Service sworn positions by (2) Fire RescueSpecialists, both vacant. Mid-year 2009-10, theFire Department reduced (1) vacant Lieutenantposition, saving an additional ($111,181) insalary and benefits per fiscal year. The 2010-11Fire Department RecommendedBudget includesthe elimination of (2) staff vehicles, reducing($7,984) in related garage and depreciationexpenditures, while Fire Support (Civilians)includes the elimination of (1) vacantAdministrative Assistant position, ($49,607).

The 2010-11 Fire Equipment ReplacementFundRecommended budget includes (58) ScottSelf-Contained Breathing Apparatus (SCBA)Air-Paks, $257,316, and (30) Safety Pad PatientReporting systems, $145,838, replacing the unitsthat have become obsolete. An All-terrain cartfor Emergency Medical Service (EMS) use atremote City park locations is also included at$22,745.

The Public Safety CommunicationsRecommended Budget includes reductionsupplements totaling ($71,304). Reductionsinclude: Travel expenses ($30,000) and areduction in the part-time personnel budget($41,304). Also included is a funded supplementfor (1) additional Sr. Radio Technician and aservice vehicle. The additional Sr. RadioTechnician will service the new digital radiosystem for the cities of Plano, Allen, Wylie andMurphy. This technician and the service vehiclewill be fully reimbursed to include salary andbenefits by the cities of Wyle and Murphy basedon the Plano, Allen, Wylie, Murphy (PAWM)Interlocal agreement. The cost of the technicianand vehicle will be offset by the reimbursement.

TheParks&RecreationDepartment submittedprogram reductions totaling ($982,361) andincludes the elimination of (12) full-time and (15)part-time positions. Reductions include: turningdaily operations of the Douglass CommunityCenter over to the the Boys and Girls Club ofCollin County ($309,441); elimination of thesupplemental transportation program PlanoSenior Rides ($90,000); elimination of vacantpositions in both Park Maintenance ($160,837)and Recreation Services ($364,368) andexpense reductions at performing arts venuesoperated by the City of Plano ($50,940).Additionally, two vacant Park Maintenancepositions have been eliminated and the fundingpreviously designated for those positions hasbeen converted to funding for contract servicesto reduce future costs and provide additionalservice flexibility.

The Library Department submitted programreductions totaling ($100,000) for administrationof both eliminated magazines and ReferenceUSA database. The 2009-10 Re-EstimateBudget includes changes in the following LibraryDepartments: Library Administration change inthe part-time headcount from (2) to (6); LibraryTechnical Services change in full-time headcountfrom (11) to (8); Harrington Library change infull-time headcount from (20) to (21), part-timeheadcount from (7) to (10); Schimelpfenig Librarychange in full-time headcount from (22) to (21)and part-time headcount from (11) to (10);Haggard Library change in part-time headcountfrom (14) to (16); Davis Library change inpart-time headcount from (12) to (16); and ParrLibrary change in part-time headcount from (7)to (10) due to departmental re-structuring.

Due to the decline in construction activity for thepast 3 years, the Building InspectionsDepartment has been able to generate($475,461) in program savings including theelimination of : one part-time InspectionsAssistance position ($19,984); one BuildingInspector Sr. position ($79,308); oneAdministrative Support Supervisor position($66,713); one Sr. Administrative Assistantposition ($57,348); one Building InspectionsSenior position ($72,108) and Development FeeIncreases-B.I. $180,000.


TheEngineeringDepartment’s reductions total($82,351) and include operations andmaintenance reductions($15,638) and theelimination of (1) full-time position ($66,713).

The Facility Maintenance & Services Divisionsavings reductions total ($159,440) and includea savings of ($87,844) due to the DouglassCommunity Center/Thomas Gym beingconverted to the Boys & Girls Club and theelimination of (1) full-time position ($71,596).

The Planning Department projects to save($325,252) in 2010-11 including the eliminationof (1) city vehicle to the "Fleet Share" program($5,400); the elimination (2) position totaling($219,033); the reduction of travel and training($25,000); and the shift of position funding fromthe general fund to grant funds ($75,819).

The Public Works Department eliminated atotal of ($149,925) from this Budget byeliminating 2 vacant positions, (1) LaborMaintenance Worker, ($46,879) and (1) Sr.Construction Inspector, ($72,108), in addition toreducing overtime and other operating costs,including minor apparatus, chemicals,contractual repairs, wearing apparel, andmaintenance parts.

TheProperty StandardsDepartment submittedbudget reductions totaling ($39,794) includinggeneral operations and maintenance reductions($22,000) and the elimination of (1) part-timeposition ($17,794).

The Health & Animal Control Departmentssubmitted a total of ($125,459) in budgetreductions include: a reduction supplement inthe amount of ($75,427) for the elimination of avacant Health Specialist position. Also includedare (3) revenue supplements: $13,160 for anincrease in the Food Handler Program fee;$2,500 for a change in the RestaurantRe-Inspection fee; and $1,600 for an increasein the Administrative fee. Animal Servicesreductions include: Reduce ASO position toPart-Time Kennel position ($44,232); ReduceMinor Apparatus ($5,000); and Reduce LaundryCleaning ($800.00). Also included are (6)revenue supplements: Vet Pick-Up forDeceased Animals $13,000; Re-Inspection Fee

$250; an Animal Establishment Late Fee $250;City Registration Late Fee $10,000; OwnerSurrender Fee $35,000.

Administrative Departments submitted budgetreductions totaling ($380,610) including areduction in the amount allocated for the BobBuffington Community Service Grants($275,804); a reduction in the LegalDepartment's outside contractual legal services($25,000); a position downgrade in the CityManager's Office ($42,356); and other budgetreductions including travel/training, printing,contracts, office supplies, and other associateditems ($37,450).

Salary and Benefits

The 2010-11 General Fund Recommended Budgetdoes not include a merit increase. The budgetamount includes related increased benefits costs, aswell as a 2.5% allowance for attrition for all positions.

Rising health care costs continue to have significantfinancial implications on the budget. Currently, a5.0% increase in health insurance is included in the2010-11 Recommended Budget. However, due to anew actuarial study conducted for the City, the GASB45 requirement (an accounting method changerequiring local governments to change from “pay asyou go” for post employment benefits to an accrualbasis) allowed for a reduction in the amount requiredto be set aside to comply with this initiative: $2.0million in 2009-10 and $2.0 million in 2010-11.

Also included in the 2010-11 Recommended Budgetis $2.5 million to cover the final compensation andretirement payouts for employees retiring/separatingduring the year. As of June 30th, the City hasprovided a total of $1.59 million in retirement pay-outsfor (49) retiring employees in 2009-10.The budgetalso includes funding of $455,189 for the VacationBuy-Back Program, $460,200 for the VacationBuy-Down program, and $300,000 for the Sick LeaveBuy-Back program.

The Texas Municipal Retirement System (TMRS)contribution rate increases for the new fiscal year.Beginning in 2007, TMRS changed its actuarial costmethod from traditional unit credits to projected unitcredits and this impacted the City's contribution rate.Any city that received a rate increase of 0.5% orgreater due to actuarial method or assumptionchanges was given the option of paying a phase-in


rate over an eight year period. The City pf Plano's fullrate would be 20.64% if not for the phase-in period.For the last 2 years, upward pressure from retiringemployees beginning to draw benefits and universaldownward pressure on investment returns has hadto be partially offset by greater employer contributions.The TMRS rate increases from 15.72% to 16.94%on January 1, 2011. The Retirement Security Plan(RSP) contribution rate is projected at 3.5% for thenew budget year. The City is considering a changeto the RSP plan which would cap the annual COLAfrom a maximum of 4% down to 3%.

Sundry & Transfers10.3%

Capital Outlay0.5%

C l

2010‐11 General Fund Appropriations$218,640,297

Contractual18.1%

Materials & Supplies3.1%

Salaries & BenefitsSalaries & Benefits68.0%

Salary and benefits account for the largest source offunding as illustrated by the chart above.

CIP Projects Coming On-line (General Fund)

Implementation of the Community InvestmentProgram projects adds additional costs in the amountof $172,986 to be absorbed by the General Fundduring 2010-11. These expenses include additionalfacility and building services costs, personnel costs,operation costs and equipment costs for CIP projectscoming online in 2010-11.

Fire Station #12

$10,870

Facility maintenance costs for a 17,551square foot facility.Two months of operation

Warehouse Logistics Facility

$11,693

Facility maintenance and service costsfor an additional 10,376 square feet.Two months of operation.

Emergency Operations Center

$25,884

Facility maintenance and service costsfor a 17,849 square foot facility.Two months of operation.

Fire Station #13

$19,133

Facility maintenance costs for a 17,551square foot facility.Five months of operation.

Fire Station #4 Expansion

$10,459

Facility maintenance costs for anadditional 11,800 square feet.Three months of operation.Animal Shelter Expansion

$43,185

Facilities maintenance and service costsfor an additional 5,000 square feet.Five months of operation.Environmental Education Building

$35,379

Facilities maintenance and service costsfor a 2,700 square foot facility.Twelve months of operation.

Carpenter Park Expansion

$16,383

Facility maintenance costs for anadditional 9,000 square feet.Two months of operation.

$172,986Total General Fund O&M due to CIPProjects Coming On-Line in 2010-11

Transfers from General Fund to Other Funds

The General Fund’s portion of the transfer to theCapital Reserve Fund is proposed to be $10.5 millionduring 2010-11. The other portion of the transfer willcome from the Water & Sewer Fund which isproposed to remain at $1.2 million; this is the thirdyear of five years to cash fund the Fixed NetworkMeter Reading Project in the Water & Sewer Fund.Also, there is a proposed one-time transfer of theremaining funds, $433,351, from the PropertyManagement Fund to the Capital Reserve due tofact that this fund is no longer necessary due to thedemolition of both the Downtown Center North andSouth facilities. Together, these combined transferswill contribute to the ultimate goal of transferring75.0% of depreciation to the Capital Reserve Fundas outlined in the Capital Reserve Fund policy.Transfers to the Capital Reserve Fund continue tobe an increasing area of emphasis as the continuedaging and deterioration of City infrastructure increasesthe needs for maintenance and rehabilitation, andrequires additional funding to meet those needs.

The transfer to the Property & Liability Loss Fundprovides for Workers’ Compensation claims andJudgments and Damages against the City, and foroperations of the Risk Management Division. Thetransfer to the Loss Fund has been increased in the2009-10 Re-Estimate from $2.8 million to $3.0 milliondue to higher than anticipated claims expense and


the opening/closing of the Occupational ResourceCenter (ORC). The amount proposed to betransferred in 2010-11 is at the $2.7 million level.

The 2010-11 Recommended Budget transfer fromthe General Fund to the Technology Fund is $1.0million. Projects totaling $8.1 million have beenbudgeted in the Technology Fund for 2010-11 andare listed in the Technology Fund section of thisdocument.

In an effort to make the CATV Fund moreself-sustaining, the Cable TV Franchise fee transferfrom the General Fund has been eliminated beginning2010-11. The 2009-10 re-estimated amount remainsthe same as originally budgeted, $134,772.

The 2010-11 Economic Development transfer for staffand operating & maintenance costs is planned at$895,770. The Economic Development transferdedicated solely for economic development programincentives is planned at $4.9 million. This amountrepresents approximately two-cents of the propertytax rate. This will be the fifth year that two-cents ofthe property tax rate have been dedicated for theseincentives.

Also included for 2010-11 is a transfer in the amountof $1.6 million to the 2011-12 Budget ContingencyReserve. This amount is to be set aside within theGeneral Fund in order to offset the 2011-12 revisedprojected deficit of $11.0 million.

ENDING FUND BALANCE

The projected 2010-11 ending balance is$16,197,772, which is equal to 30 days of operatingexpenses. This is in compliance with the financialpolicies adopted by Council, which establishes a goalof no less than 30 days of operating expenses.

GENERAL OBLIGATION DEBT FUND

Revenues

Ad valorem taxes are the primary source of revenuein the General Obligation Debt Fund. The existingdebt portion of the tax rate will increase from.1602 to.1751. To support the proposed CIP projects in2010-11, an estimated G.O. bond sale in the amountof $21.4 million will be needed. Included is oneinterest payments in the amount of $497,550. G.O.Debt is projected at an interest rate of 4.65%assuming level debt financing. The ending fundbalance for 2010-11 meets the minimum requirement

of 2.5% of the current year debt service levy. Currenttaxes assume a 99.0% collection rate and a 1.0%delinquency rate.

Other sources of revenue for the G.O. Debt Fund in2010-11 include interest earnings and thereimbursement for the Police Academy from the otherparticipating city in the amounts of $225,000 and$142,527 concurrently. The Convention & Tourismloan was paid off in 2008-09, so there will be noConvention & Tourism payment in 2010-11.

Expenses

Expenses in this fund are exclusively for support ofprincipal and interest payments on long-term generalobligation debt. The recent C.O. & Tax Notes sales,2010 G.O. Bond sale and the projected 2011 G.O.Bond issuance combined increase the amount of theoverall debt payments budgeted in the GeneralObligation Fund over the Re-Estimate byapproximately $209,000. In 2010-11, $42.6 millioninappropriations are included for principal and interestexpenses on current outstanding debt including theMotoMesh Network, technology infrastructure, publicart and Radio System Replacement certificates ofobligation and tax notes and includes one interestpayment on the projected 2011 Issues. Public Safetyprojects have added approximately $6.6 million to theCity's yearly debt payment since 2007-08 contributingto the increased amount needed for the debt side ofthe tax rate.

WATER & SEWER FUND

Revenues

Fiscal Year 2009-10 Water & Sewer revenues havebeen re-estimated to reflect actual year to datecollections. Total estimated revenues for 2009-10decrease $3.7 million or 3.2% from the original budgetprojections. Water & Sewer revenues include: waterand sewer income, water taps, penalties, water metersales, construction water sales, connection fees, andsewer tie-on charges. Even though wateringrestrictions are not in place this year, consumers inPlano are adopting voluntary conservation practicesthat coincide with the current economic recession.Also, since January 1, 2010, rainfall in the area hasbeen above average, reducing consumption relatedto irrigation.

Since reaching a peak usage of 26.7 billion gallonsof water in 2001-02, average water usage for the lastseven years in Plano is approximately 22.3 billion


gallons per year. Recent years have included severechanges in weather and rainfall conditions in thearea. Fiscal Year 2006-07 was a year of high rainfallthat followed two years of drought, 2005-06 and2004-05. The two drought years were preceded byanother record rainfall period, 2003-04 and 2002-03.During 2006-07, water purchased from NTMWDdropped to a little over 19 billion gallons, representinga 15% reduction. 2007-08 water usage increased by16.3% to 22.2 billion gallons, and 2008-09 sawanother slight increase to 22.8 billion gallons.

As the City approaches the end of another “wateryear” (August 1, 2009 – July 31, 2010) it looks asthough Plano will be tracking right about the averageconsumption, around 22.3 billion gallons. Whileusage has been up and down all year compared tothe same prior periods, temperatures have beenhovering in the high 90's to 100 degrees for severalweeks and consumption should expand slightly.Estimated 2009-10Water revenues have decreasedby 4.2%, or $2,541,374. 2010-11 revenue projectionsincrease Water Income by $3.7 million, 6.4% overthe Re-Estimate.

2009-10 Sewer revenues are estimated with adecrease of $1.4 million, or 2.7%. Using updated3-year winter quarter averages for water, the 2010-11Sewer revenues are projected to increase slightly,$476,470 over the 2009-10 Estimate. This is basedon the downward trend ofWinter Quarter water usageaveraged over the current 3 year cycle period, andis reflective of rain and snowfall received in Planoduring the Winter of 2010. Other miscellaneous fundrevenue projections have been reviewed and adjustedto reflect current and future activity, including somesmall projection changes related to current economicconditions.

Expenses

Water expenditure projections for 2010-11 areprojected to increase 12%, to a new rate of $1.38 perthousand gallons of water, purchased wholesale fromthe North Texas Municipal Water District (NTMWD).The expenditure is budgeted based on the waterdistrict’s “take or pay” contract, which requires a 26.7billion gallon minimum annual water purchase.2009-10 estimated water expenses have beenreduced to include a rebate on unused water andtreatment costs from the NTMWD. The 2010-11Recommended budget is set at the take or payminimum amount of 26.7 billion gallons,$37,407,733.

2010-11 Wastewater Treatment System expenditureprojections include a 2.0% cost increase fromNTMWD, while Upper East Fork treatment projectionsdecrease by 9.4% due to debt being paid off at theNTMWD. Final budget projections from the districtare usually received in late September each year,and the timing is such that the City Council Budgethas already been adopted for the next fiscal year. The2010-11 NTMWDdebt payment of $869,233 for Planowater transmission facilities meets the debt servicerequirements as projected by the original water districtdebt schedule.

Water & Sewer salary and benefit projections for2010-11 assume no salary increases, 0.5% attrition,and include an additional 5.0% for health insuranceclaims increases. Budget reductions in the Water &Sewer Fund total $267,220, using various reductionsacross the Operations and Maintenance Accounts(O&M) as discussed below.

The 2010-11 Customer & Utility ServicesRecommended Budgets include reductions totaling($126,111). The 2010-11 Customer & Utility ServicesBudget includes reductions of $30,355 from variousoperating accounts, including overtime, training, traveland associations, while the Customer & UtilityServices Field Recommended budget includesreductions of $95,756 from various operatingaccounts, including overtime, computer hardware,contracts, cellular air time, training, travel andassociations. Using the newMoto Mesh fixed networksystem to upload meter readings has eliminated$16,000 in wireless air card expense annually.

Late in the 2008-09 fiscal year, Utility Operationsreorganized and transferred several positions amongthe various Utility cost centers. The changes impactedthe Personal Services budget for 2009-10. Thischange is reflected in the current salary and benefitsre-estimate.

2010-11 Utility Operations recommended reductionstotal ($130,109) and include budget reductions topostage, food, wearing apparel, small tools, training,travel and professional development, maintenanceagreements, and contracted debris hauling. Extendingthe time between mowing cycles in contractedmowing services reduces expenses by $20,184.

Additional 2009-10 Water & Sewer Recommendedoperating budget reductions include operatingreductions from Utility Engineering ($11,000), fromContracts & Professional Services and Training.


The Water & Sewer fund continues to reimburseSustainability & Environmental Services for a portionof the Environmental Education & CommunityCoordinator's salary and benefits, as well as otherrelated program expenditures, at a 2010-11 budgetedamount of $102,369.

Transfers

Transfers to the General Fund of $16.3 million for the2009-10 Re-Estimate, and $16.9 million for the2010-11 Proposed Budget, are included in thisbudget. TheWater & Sewer transfer to Debt Service,at $1.23 million, is a decrease of $970,000 due to thenear ending of the Water & Sewer Debt outstanding.TheWater & Sewer Debt final payment is in 2012-13.

Water & Sewer Capital Improvement Projects operateby funding on a pay-as-you-go basis. With an aginginfrastructure in the City, demands on the Water &Sewer CIP Fund projects continue. The 2010-11Budget includes an $11.25 million transfer to Water& Sewer CIP funds to fund the 2010-11 capitalprojects; this is $2.6 million less than the 2009-10transfer. Due to economic conditions, the City iscutting back on projects and expenses across cityoperations.

The Capital Reserve transfer for water andwastewater system improvements and rehabilitationwas budgeted at $1.2 million during 2010-11, and itwill remain at this level through 2012-13 in order toprovide the additional funds required for completionof the Fixed Network Project. Beginning in 2008-09,the reduction provides additional funding of $1.3million per year for the implementation of the FixedNetwork Meter Reading System (FNR). The FNRsystem uses the City’s Mesh Network to read watermeters and uploads detailed consumption data forbilling purposes.

The transfer to the Loss Fund decreased by $67,752to $648,732 for 2010-11, while the $300,000 transferto the Technology Fund remains unchanged. It isimportant to note that this budget does not include atransfer to a Water & Sewer Reserve Fund, and areserve funding source may be needed in the futureto offset decreased revenue or increasedexpenditures.

Working Capital

Currently, the Water & Sewer Fund is projected tohave 65 days of working capital, or $14,201,974, andexceeds the 45 day requirement set by the City’sFinancial Policy.

WATER & SEWER REVENUE BOND DEBT

All Water & Sewer revenue debt remaining was retiredduring 2006-07 when the finalWater & Sewer revenuebond payment wasmade. The Reserve Fund balancewas no longer necessary and was transferred to theSinking Fund. No new Water & Sewer debt wasissued.

In both the 2009-10 Re-Estimate and the 2010-11Recommended Budget, there will be no transfer toDebt Service fromWater and Sewer Impact fees; thethe city is no longer collecting Water and SewerImpact Fees. Due to low interest rates, interestearnings are projected to remain at $10,000 for boththe 2009-10 Re-Estimate and the 2010-11 Budget.The 2010-11 transfer from the Water & Sewer Fundtotals $1.23 million and will be sufficient to pay theprincipal and interest on the refinanced debt throughG.O. Bonds. Water & Sewer Bonds that wererefunded through G.O. Debt will be paid off in 2013.

SUSTAINABILITY&ENVIRONMENTALSERVICESFUND

Revenues

Total Sustainability & Environmental Servicesrevenues for 2010-11 are projected at $22.2 million.This is an increase of 0.1% over the 2009-10Re-Estimate.

The 2009-10 revenues are anticipated to fall short ofthe original budget by $116,272 attributed mostnotably to decreases in Miscellaneous revenues($325,199) due to fees lost since fencing materialsare no longer accepted for composting andCommercial Franchise Fee revenues ($262,279) dueto lower than anticipated Allied Waste revenues dueto diversion practices by private companies.Reimbursements and AlliedWaste payments are alsore-estimated down by $21,583 compared to theoriginal budget. These decreases are partially offsetby increases in Recycling revenues (up $401,049),Tipping Fees (up $50,000) and Special RefuseCollection Fees (up $19,350).


2010-11 Residential Collection Fee revenues areprojected to increase slightly by $17,125; CommercialFranchise Fees gain slightly as well by $57,027.Compost sales climb $180,000 when compared tothe 2009-10 Re-Estimate.

Expenses

2010-11 Sustainability & Environmental Servicesexpenditures are estimated at $21.5 million andrepresent an increase of $375,258 above the 2009-10Re-Estimate. The most significant driver of higherexpenditures is an $338,004 increase in paymentsto the North Texas Municipal Water District (NTMWD)for waste disposal. A total of $69,025 in budgetreductions have been included across all of thecomponents of Sustainability and EnvironmentalServices.

Salary and benefit projections for 2010-11 assumeno salary increase, a 5.0% health insurance increase,and includes 0.5% attrition.

Transfers

Total transfers for 2010-11 increased slightly from2009-10 Re-Estimate amounts. The transfer to theGeneral Fund at $892,100 for overhead andadministrative expenses includes 7.0% of SpecialRefuse Collections, Residential Collections, and Saleof Landscape Bags revenues. Other transfersinclude: Property & Liability Loss Fund, $323,805representative of the proportionate share of expensesrelated to Judgments, Damages, and Workers’Compensation claims. This is an increase of $6,252from the Re-Estimate.

2010-11 Budget transfers also include: $157,239 tothe Water & Sewer Fund for the EnvironmentalEducation Building; and $60,000 for the annualtransfer to the Technology Fund.

Working Capital

The ending working capital for 2010-11 is estimatedat $915,128, which is equal to 16 days of operatingexpenses.

MUNICIPAL DRAINAGE UTILITY FUND

Revenues

There is no required municipal drainage rateadjustment during 2010-11. The drainage rate for anaverage homeowner will remain at $3.30 per month,and non-residential rates will stay at .056 cents per

100 square feet of impervious area. Total projectedMunicipal Drainage revenues for 2010-11 areprojected at approximately $5.2 million.

The interest income for the 2009-10 Re-Estimate hasbeen projected down by $42,521 to $42,479 due tolower than anticipated interest rates. The 2010-11projection is scheduled at $42,440 which is based onprojected fund balance and continued low interestrates.

Expenses

Total appropriations for 2010-11 are projected atalmost $6.2 million, which is an increase of $456,051from the 2009-10 Re-Estimate. Included within the2010-11 Budget is $300,000 for silt removal at variousponds. Reductions to overtime, various operationsand maintenance accounts, debris hauling and streetsweeping totaling ($187,785) have been included inthe 2010-11 Budget.

The Drainage fund continues to reimburseSustainability & Environmental Services for a portionof the Environmental Education & CommunityCoordinator's salary and benefits, as well as otherrelated program expenditures, at a 2010-11 budgetedamount of $64,671.

Salary and benefit projections for 2010-11 assumeno salary increase, a 5.0% health insurance increase,and 0.5% attrition.

Transfers

The transfer for the 2010-11 Budget totalapproximately $3.29 million which is an increase ofapproximately $415,108 over the 2009-10Re-Estimate. The 2010-11 transfer to the GeneralFund is proposed at 7.0% of Commercial andResidential Class Fees to offset drainage costsexpensed in the General Fund as determined by theindirect cost allocation plan. Included in the transfersis $2.9 million for Revenue Debt to pay the annualpayment on existing debt. The funding from the2009-10 bond sale will be sufficient to cover the2010-11 projects, so there is no proposed revenuebond sale planned in 2010-11.

Working Capital

This fund meets the operating capital requirement of30 days as established by City Council and asnecessary to meet the bond covenant requirements.


The projected ending working capital for 2010-11 isestimated at $1.34 million or 168 days, not includingthe reserve requirement of $1.70 million.

CONVENTION & TOURISM FUND

Revenues

Hotel/Motel tax receipts are projected to decrease by$587,440 from the original amount anticipated for2009-10 to $3.9 million, with a 1.0% increaseprojected for 2010-11. The loss in revenue this yearis directly tied to the economic downturn. Eventhough hotel occupancy rates have remained fairlystable, the average price for a room has decreasedconsiderably. In addition, increased hotel competitionfrom surrounding communities continues to have animpact on Plano’s hotel business.

Civic Center fees have been adjusted downward by$512,991 in 2009-10 due to a decrease in bookedevents caused by the downturn in the economy andincreased competition from other venues. Fees areanticipated to decrease slightly in 2010-11 based onbooked events and the transfer of operations to aprivate contractor at Pecan Hollow Grille. CivicCenter fees are projected to be approximately $2.0million for 2010-11.

Interest Income has been re-estimated down by$27,173 to $32,827 for 2009-10 due to lower interestreturns than originally anticipated. The 2010-11projected amount is $30,000. Total Convention &Tourism revenues for 2009-10 are projected at $6.0million, a decrease of $64,726 or 1.1% below the2009-10 Re-Estimate.

Expenses

Total appropriations for 2010-11 are $6.9 million, anincrease of $168,544 from the 2009-10 Re-Estimate.Salary and benefit projections for 2009-10 assumeno salary increase, a 5.0% health insurance increase,and 0.5% attrition.

The Convention & Visitors Bureau RecommendedBudget for 2010-11 includes a funded supplement of$7,000 in anticipation of increases in US PostalService rates.

Funding for the Cultural Affairs Grants and HistoricPreservation is lowered to $591,917 for each, or acombined amount of $1,183,834. The loweredamount is due to the decrease experienced inhotel/motel taxes for this year and projected for2010-11.

Special Events in the Convention & Tourism Fundincludes total funding in the amount of $151,358 forevents such as the Plano Balloon Festival; however,they are requesting funding of $157,190 for the event.All grant programs and special event requests will bediscussed in further detail at the Saturday, August14, 2010 Budget Work Session.

The Convention & Tourism Fund will transfer$298,499 to the General Fund in 2010-11. Thistransfer is equal to 5.0% of total revenues generatedin the Convention & Tourism Fund. Transfers to theTechnology Fund for 2010-11 have been eliminateddue to the Convention & Tourism Fund's significantloss in revenue.

Working Capital

Ending Working Capital is projected to be $133,042,which represents 7 days of operating expenses.

GOLF COURSE FUND

Revenues

Golf Fees for 2009-10 are projected down from theoriginal budgeted amount of $850,000 to $637,472due to the slowdown in the economy and fewer golffees collected during the spring months. Due to theupcoming course renovation starting in November2010, golf fee revenue is projected for 2010-11 at$68,000.

Combined Concessions and Room Rental revenuesare re-estimated to decrease by $9,220 from the2009-10 Budget. Plano Centre provided theconcessions and the golf course retained 5.0% ofgross concession sales; however, Plano Centrediscontinued this function in June 2010. In futureyears the contracted golf professional will beresponsible for concession sales, with the golf coursefund retaining 5.0% of future sales. Due to the courseclosing for 11 months, no revenue is anticipated fromconcessions, interest income or miscellaneoussources in the 2010-11 proposed budget andreimbursements totaling $303,735 are expected fromthe General Fund and Bond Funds to sustainnecessary personnel and operating & maintenanceexpenditures.

Expenses

Total appropriations in 2010-11 are projected at$371,735. Salary & Wages have been re-estimateddownwards by $31,560. The 2010-11 RecommendedBudget is projected to be under the Re-Estimate by


$384,582 due to the transfer of most personnel toother Park areas during the renovation and reducedoperating & maintenance expenditures. Salary andbenefit projections for 2010-11 assume no salaryincrease, a 5.0% increase in health insurance and0.5% attrition.

The transfer from the Golf Course Fund to theGeneral Fund is normally based on 5.0% of projectedrevenue; however, no transfer is scheduled in theproposed budget due to the course closing.

Working Capital

The ending working capital for 2010-11 is estimatedat zero due to course closing for renovation for 11months and subsequent revenue loss.

RECREATION REVOLVING FUND

Revenues

The Recreation Revolving Fund is an enterprise fundsupported by fees generated by various recreationclasses. Recreation Fees are estimated to remainat $3.0 million in 2010-11, based on anticipatedusage.

Interest Income is projected to remain level at $14,000in the Re-Estimate and 2010-11 Budget.

Expenses

The Recreation Revolving Fund Budget is acompilation of the 30 activity budgets that comprisethis Enterprise Fund. 2010-11 projectedexpenditures, including the transfer to the GeneralFund, are $3.3 million. The Recreation RevolvingFund will continue to offer employee recreationdiscounts in 2010-11 to provide a partnership toemployees and encourage healthy lifestyles byparticipating in recreation programs. This programprovides for Recreation program discounts of 50.0%to City of Plano employees and their dependentsenrolled in the City’s Health insurance program.

Salary and benefit projections for 2010-11 assumeno salary increase, a 5.0% health insurance increase,and include 0.5% attrition.

Working Capital

The working capital for 2010-11 is projected to be$264,219 and is equal to 31 days of operatingexpenses.

PROPERTY & LIABILITY LOSS FUND

Revenues

Revenues in this fund are primarily transfers from theGeneral Fund, Sustainability & EnvironmentalServices Fund and the Water & Sewer Fund and arebased on a fair share methodology of expensesincurred. These are updated annually to include themost recent experience for Workers’ Compensationclaims and Judgment and Damages in determiningthe appropriate allocation level of funding. Theprojected transfers for 2010-11 include $2.7 millionfrom the General Fund, $648,732 from the Water &Sewer Fund, and $323,805 from the Sustainability &Environmental Services Fund.

Interest Income has been re-estimated down by$50,000 to $50,000 for 2009-10 due to much lowerreturns than originally anticipated. The 2010-11projected amount is $50,000.

Expenses

Expenditures aremade up ofWorkers’ Compensationclaims and payment of Judgments and Damagesagainst the City. Also, ongoing expenses for RiskManagement Operations are included in this budget.Workers’ Compensation is projected to remainconstant at $1.2 million for the 2010-11 ProposedBudget. Judgments and Damages will decrease to$600,000 for 2010-11 based on projected anticipatedlower claims.

Risk Management Operations is projected at $1.9million in 2010-11 while salary and benefit projectionsfor 2010-11 assume no salary increase and include0.5% for attrition and a 5.0% increase in the cost ofhealth insurance.

Working Capital

The ending working capital for 2010-11 is projectedto be $511,565.

COMMUNITY ACCESS TV FUND

Revenues

The Community Access TV Fund and televisionproduction station is representative of the City’scommitment to communicate matters of interest tothe Citizens of Plano with “Service Excellence”.Partial funding is provided through a monthlycustomer charge of $0.38 for cable access to thePlano Television Network. As of January 2011, Time


Warner Cable will be adjusting their payment of thePublic Education Government (PEG) fees from $0.38per account to a 1% of gross revenues as remittance.This change is expected to add an additional $20,000in PTN Fees. The PTN Fees are re-estimated at$285,000 and are $305,855 in 2010-11. Also includedis $150,000 for the last year of the Cable CommunityGrant.

Internal operating transfers total $250,000 from theTechnology Fund. In an effort to make the CATVFund more self-sustaining, the Cable TV Franchisefee transfer from the General Fund has beeneliminated beginning 2010-11. The 2009-10re-estimated amount remains the same as originallybudgeted, $134,772.

Expenses

Appropriations for 2010-11 are proposed at$915,766. Salary and benefit projections for 2010-11assume no salary increase, with 5.0% rate increasesfor health insurance, and 0.5% attrition. In addition,the 2010-11 Recommended Budget includes:elimination of one full-time Video Producer position($76,368) and O&M savings of ($5,856). Also, in the2010-11 Budget, $150,000 has been earmarked forthe CATV Equipment Replacement Fund. Thesemonies will be used for future equipment replacementas needed to not diminish the fund balance.

Working Capital

The projected ending working capital for 2010-11 isestimated at $90,624 or 36 days of operations.

CAPITAL RESERVE FUND

Revenues

The total projected revenue for the 2010-11 CapitalReserve Budget is $14.1 million. This includes atransfer of $10.5 million from the General Fund, $1.2million from theWater & Sewer Fund, and a one-timetransfer of $433,351 from the Property ManagementFund. The Interest Earnings and Rollback Taxrevenues are projected at $400,000 and $100,000respectively in 2010-11. The Capital Reserve Funddepicts the City of Plano’s pro-active approach tosafeguarding the City’s sizable investment in capitalimprovements. The City’s current $1.21 billion inexisting general obligation bond funded infrastructuremust be maintained in order to provide effectiveservice to Plano’s citizens. In addition, maintaining

this fund is one of the contributing factors formaintaining our AAA bond rating by the ratingagencies.

Current transfers are designed to fund planned repairand rehabilitation projects for the upcoming year,while also addressing the need to maintain theavailability of funds from this source for futureprojects.

Expenses

The Capital Reserve Fund requested expendituresfor 2010-11 total $17.0 million. The 2010-11 requestsinclude $9,294,000 for Street rehabilitation projects;$3,710,000 for Park renovations; $3,571,000 forMunicipal Facility renovations and $450,000 forWater& Sewer rehabilitation projects.

Detailed information concerning all Capital Reserveprojects is included in the Community InvestmentProgram document.

Working Capital

The Capital Reserve Fund is projected to end theyear with $22.9 million in working capital.

EQUIPMENT REPLACEMENT FUND

Revenues

The Equipment Replacement Fund providesresources for the purchase of equipment as well asthe replacement of worn-out or obsolete equipmentwhich in turn minimizes budgetary impact(s) to thevarious funds on a year-to-year basis. Scheduleddepreciation charges from user departments on allmajor vehicles and capital equipment are collectedby this fund. The reserve funds are then used topurchase new equipment as directed by the CityManger, or to replace vehicles and equipment at theend of their useful life.

2010-11 ERF projected revenues total $7.9 million.This amount includes: Depreciation Transfers In(revenues), $7.3 million, Interest Income, $225,000,and Equipment Auction revenues, $360,000.

Expenses

Total expenses of $6.2 million are budgeted for thereplacement of equipment in 2010-11. TheRecommended Budget includes $4.3 million forscheduled rolling stock and miscellaneous smallequipment replacements. The Fire Replacement


Fund includes $425,899 for Scott SCBA Air-Paks,Patient Reporting Systems, and an EMS All-TerrainCart. The Police Replacement Fund includes$1,180,000 for Police DVR Replacements,Miscellaneous Tahoe Equipment - lights, etc., andPolice Mobile Data Computer (MDC) replacements.TheRecreation Replacement Fund includes $250,000for the replacement of various equipment at the City'sRecreation centers, while a newly established CivicCentre Equipment Replacement Fund is projected at$71,000 for 2010-11 purchases. The budget alsoincludes a reimbursement from the ERF to FleetServices for a portion of employee salaries andbenefits related to time spent managing the ERFpurchases each year, $150,354.

Working Capital

The Equipment Replacement Fund is projected toend the year with $12.0 million in Working Capital.

PROPERTY MANAGEMENT FUND

The Property Management Fund will no longer berequired beginning 2010-11 due to the fact that allrental properties of the Downtown Center North andDowntown Center Northwest have already beendemolished or will soon be demolished. The Fund isprojected to end this fiscal year with a balance of$433,351. This remaining fund balance will betransferred to the Capital Reserve Fund and theProperty Management Fund will be closed.

COMMUNITY DEVELOPMENT BLOCK GRANT

This fund represents the City’s allocation of annualfunding received from the Federal Government as ablock grant. For 2010-11, we will receive $1,882,063,which is dedicated to (10) separate programs asoutlined on the fund summary.

CRIMINAL INVESTIGATION FUND

The Criminal Investigation Fund provides funding forequipment and services to the Police Departmentthat are not included in the General Fund. Revenuesto this fund include forfeits and seizures from criminalinvestigations as awarded to Plano by the appropriateCourt(s). The 2010-11 Criminal InvestigationProposed Budget includes $310,000 for variousmiscellaneous expenses, equipment, and capitaloutlay items that may be required to support thePolice Department.

TECHNOLOGY FUNDThe Technology Fund provides resources for thepurchase, upgrade, and replacements oftechnology-related equipment on a year-to-yearbasis. Revenues for 2010-11 total $1.7 million andinclude contributions from thesemajor funds: GeneralFund, $1.0 million; Water & Sewer, $300,000;Sustainability & Environmental Services, $60,000;andMunicipal Drainage, $20,000; as well as $300,000in interest earnings on the fund balance.

During 2009-10, $10.0million in tax notes were issuedto provide funds for the Radio System InfrastructureReplacement project, with no tax notes scheduled forissuance in 2010-11. 2010-11 RecommendedTechnology Projects total $7.9 million and include:Radio Infrastructure, $6,277,141; MotoMesh,$368,845; upgrades to the HTE Navaline system,$259,948; Server Replacements, $3,003; DisasterRecovery, $34,821; MESH network extension, $929;Fire Station #13 Network Connectivty, $30,000;Network IP Switch and Server replacements,$550,000; Hardware for the City Grants applicationsprocess, $11,100; Inventory bar-coding and scanning,$350,000; and upgrades to the Interactive VoiceResponse (IVR) system for Building Inspections,$72,500. Also included for 2010-11 is the eliminationof consulting services for imaging, ($25,000). TheTechnology Fund Budget also includes the annualtransfer to CATV Fund of $250,000 for purposes ofmaintaining the City’s web site.

PC REPLACEMENT FUNDThe PC Replacement Fund was established toprovide resources for the purchases of desktop,laptop, and related equipment for City departmentsand PC and laptop replacements on a rotatingfour-year basis. The Fund receives revenues in theform of depreciation payments from each cost centeron a cost per unit basis. The 2010-11 PCReplacement Fund Budget includes $68,500 inprojected expenditures for miscellaneousreplacements and is considered a "catch-up" year.The new PC contract includes a manufacturerwarranty period which coincides with the City's 4-yeardesktop PC replacement cycle. During 2010-11, thecost centers will make no payments into the fund,saving the General Fund an estimated $401,936, andsaving the other operating funds $164,201. The Fundwill begin the next replacement cycle period in2011-12 with an estimated $585,594 in workingcapital, and all Funds will once again pay into the PCReplacement Fund based on the cost of unitsreplaced under the new cycle.


Combined Budget Summary% ChangeBudgetRe-EstBudgetActuals

2010-112010-112009-102009-102008-09BEGINNING BALANCESOperating Funds:

13.8%$29,442,350$42,744,130$25,874,676$44,741,546General Fund28.3%10,550,08910,555,1738,224,03012,430,047Water & Sewer Fund49.9%1,624,0971,970,4551,083,4371,968,275Sustainability & Environ. Services Fund-36.6% 1,343,957 2,394,612 2,121,269 4,056,600Convention & Tourism Fund1.7%2,347,7244,605,3202,308,1904,783,774Municipal Drainage Utility Fund11.0%419,479529,180378,035530,291Recreation Revolving Fund

-100.0%055,79913,45859,483Municipal Golf Course Fund0.2%433,351450,179432,555432,081Property Management Fund

156.4%297,035254,378115,863338,475Community Access TV Fund14.6%$46,458,082$63,559,226$40,551,513$69,340,572TOTAL OPERATING FUNDS

Debt Service Funds:-66.2%$1,042,747$3,250,126$3,084,063$5,491,973General Obligation32.2%426,741328,791322,766207,060Water & Sewer Revenue-56.9%$1,469,488$3,578,917$3,406,829$5,699,033TOTAL DEBT SERVICE FUNDS9.0%$47,927,569$67,138,143$43,958,341$75,039,605TOTAL BEGINNING BALANCES

REVENUES & TRANSFERS INOperating Funds:

-2.1%$205,395,719$205,096,457$209,742,302$211,245,479General Fund0.4%117,781,003113,600,387117,307,178107,738,805Water & Sewer Fund-0.4%22,232,75122,207,28622,323,55821,888,088Sustainability & Environ. Services Fund-16.7%5,969,9756,034,7017,168,3056,443,216Convention & Tourism Fund1.9%5,187,8075,186,1405,092,6135,119,513Municipal Drainage Utility Fund-0.5%1,882,0632,029,5531,890,9711,582,264HUD Grant Fund0.9%3,125,4583,426,1803,096,8233,345,045Recreation Revolving Fund

-57.6%371,735700,518877,000793,461Municipal Golf Course Fund-100.0%039,43144,43149,357Property Management Fund-14.3%709,355823,272827,272811,276Community Access TV Fund-1.6%$362,655,866$359,143,925$368,370,453$359,016,504TOTAL OPERATING FUNDS

Debt Service Funds:5.0%$42,780,178$40,197,796$40,756,202$38,493,931General Obligation

-44.1%1,235,0002,210,0002,210,0002,216,025Water & Sewer Revenue2.4%$44,015,178$42,407,796$42,966,202$40,709,956TOTAL DEBT SERVICE FUNDS

TOTAL REVENUE &-1.1%$406,671,044$401,551,721$411,336,654$399,726,460TRANSFERS IN-8.9%20,117,69520,610,21222,071,30221,931,488Less: Interfund Transfers-0.7%$386,553,349$380,941,509$389,265,352$377,794,972NET BUDGET REVENUE0.3%$434,480,918$448,079,652$433,223,693$452,834,577TOTAL AVAILABLE FUNDS

APPROPRIATIONS&TRANSFERSOUTOperations:

-0.2%$218,640,297$218,398,237$219,018,795$213,242,895General Fund-2.0%114,129,117113,605,471116,482,742109,613,679Water & Sewer Fund1.3%22,941,71922,553,64422,655,23921,885,908Sustainability & Environ. Services Fund

-16.7%7,180,8907,085,3568,617,0228,105,204Convention & Tourism Fund2.9%6,195,3897,443,7366,018,4655,297,967Municipal Drainage Utility Fund-0.5%1,882,0632,029,5531,890,9711,582,264HUD Grant Fund0.3%3,280,7183,535,8813,269,5473,346,156Recreation Revolving Fund

-55.8%371,735756,317840,349797,145Municipal Golf Course Fund5415.5%433,35156,2597,85731,259Property Management Fund

5.3%915,766780,615869,337895,373Community Access TV Fund-1.0%$375,971,044$376,245,069$379,670,324$364,797,850TOTAL OPERATIONS

172010-11 City Manager's Recommended BudgetFund

Sum

maries

% ChangeBudgetRe-EstBudgetActuals2010-112010-112009-102009-102008-09

Debt Service Funds:0.1%$42,614,079$42,405,175$42,558,520$40,735,778General Obligation

-58.2%1,335,0502,112,0502,112,0502,094,294Water & Sewer Revenue-1.6%$43,949,129$44,517,225$44,670,570$42,830,072TOTAL DEBT SERVICE FUNDS

TOTAL APPROPRIATIONS &-1.0%$419,920,173$420,762,294$424,340,894$407,627,922TRANSFERS OUT-8.9%20,117,69520,610,21222,071,30221,931,488Less: Interfund Transfers-0.6%$399,802,479$400,152,083$402,269,592$385,696,434NET BUDGET APPROPRIATIONS

ENDING BALANCESOperating Funds:

-2.4%$16,197,772$29,442,350$16,598,183$42,744,130General Fund57.0%14,201,97510,550,0899,048,46610,555,173Water & Sewer Fund21.7%915,1281,624,097751,7561,970,455Sustainability & Environ. Services Fund-80.2%133,0421,343,957672,5522,394,612Convention & Tourism Fund-3.1%1,340,1422,347,7241,382,3384,605,320Municipal Drainage Utility Fund28.7%264,219419,479205,311529,180Recreation Revolving Fund

-100.0%0050,10955,799Municipal Golf Course Fund-100.0%0433,351469,129450,179Property Management Fund22.8%90,624297,03573,798254,378Community Access TV Fund13.3%$33,142,903$46,458,082$29,251,641$63,559,226TOTAL OPERATING FUNDS

Debt Service Funds:-5.7%$1,208,846$1,042,747$1,281,744$3,250,126General Obligation-22.3%326,691426,741420,716328,791Water & Sewer Revenue-9.8%$1,535,537$1,469,488$1,702,460$3,578,917TOTAL DEBT SERVICE FUNDS12.0%$34,678,440$47,927,569$30,954,101$67,138,143TOTAL ENDING BALANCES

0.3%$434,480,918$448,079,652$433,223,693$452,834,577TOTAL APPROPRIATIONS & ENDINGBALANCES

2010-11 City Manager's Recommended Budget18Fund

Sum

maries

Combined Budget Resources Chart

Charges for Service$153,537,215

35.3%

Franchise Fees$27,852,830

6.4%

Misc./Other$2,981,583

0.7%

Intergovernmental$3,308,638

0.8%

Taxes$184,555,212

42.5%

Fines & Forfeits$7,849,020

1.8%

Fund Balance$47,927,570

11.0%

Interest Income$1,344,440

0.3%

Licenses & Permits$5,124,411

1.2%

2010-11 Combined Budget Resources$434,480,918

Combined Budget Expenditures byFunction Chart

Salaries & Benefits$171,762,355

43.0%Capital Outlay

$1,332,5000.3%

Operations, Maintenance &

Transfers$182,758,495

45.7%


11.0%

2010-11 Combined Budget Expendituresby Function

$399,802,479


Sum

maries

Combined Budget Expenditures byService Area Chart

General Government$45,874,284

11.5%

Parks & Recreation$32,167,488

8.1%

Library$10,780,621

2.7%

Public Safety$107,150,592

26.8%

Public Works$5,984,917

1.5%

Building & Development$10,629,223

2.7%

Water & Sewer$114,129,117

28.5%

EWS$22,941,719

5.7%

Drainage$6,195,389

1.5%


11.0%

2010-11 Combined Budget Expendituresby Service Area$399,802,479


Sum

maries

General Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-0913.8%$29,442,350$38,688,828$25,874,676$44,741,546UNAPPROPRIATED FUND BALANCE

4,055,302Encumbrance AdjustmentRevenues

-2.3%$138,196,444$139,245,960$141,395,242$140,116,915Taxes-3.8%21,348,28521,025,57322,197,74323,586,444Franchise Fees-5.4%7,849,0207,837,2648,297,3858,317,559Fines & Forfeits-17.4%1,908,0841,781,5342,309,1892,041,433Miscellaneous Revenue24.2%5,124,4115,589,6144,127,0624,786,294Licenses & Permits-1.4%11,050,20510,841,31311,212,40510,967,657Charges for Services78.1%1,276,575749,759716,7472,915,578Intergovernmental Revenue-1.8%$186,753,024$187,071,017$190,255,773$192,731,880Subtotal Revenues-4.3%18,642,69518,025,44019,486,53018,513,599Intragovernmental Transfers-2.1%$205,395,719$205,096,457$209,742,303$211,245,479TOTAL REVENUES & TRANSFERS-0.3%$234,838,069$247,840,587$235,616,979$255,987,025TOTAL RESOURCES

APPROPRIATIONSOperating Expense

0.1%$151,042,692$147,319,954$150,829,615$146,725,442Salaries & Wages2.1%6,840,4337,618,7106,698,3185,853,895Materials & Supplies-4.3%39,225,49140,858,850 41,008,161 38,669,581Contractual-52.4%251,796529,200529,200524,600Community Services Agencies-5.6%962,2701,296,6621,019,279872,890Sundry-6.0% (2,275,796) (2,335,922) (2,420,751) (1,617,865)Reimbursements-0.8%$196,046,886$195,287,454$197,663,822$191,028,543Subtotal1.6%1,026,0002,599,4241,010,0001,636,365Capital Outlay-0.8%$197,072,886$197,886,878$198,673,822$192,664,908TOTAL OPERATIONS0.0%$10,500,000$10,500,000$10,500,000$10,500,000Capital Reserve-4.0%2,686,7582,972,0552,800,0002,800,000Property & Liability Loss Fund0.0%1,000,0001,000,0001,000,0001,000,000Technology Fund

-100.0%0134,772134,772133,769CATV Fund100.0%1,598,065000FY 2011-12 Budget Reserve0.0%895,770890,101895,770933,965Economic Development-2.5%4,886,8185,014,4315,014,4315,210,253Economic Development Incentive Fund6.0%$21,567,411$20,511,359$20,344,973$20,577,987TOTAL TRANSFERS-0.2%$218,640,297$218,398,237$219,018,795$213,242,895TOTAL APPROPRIATIONS-2.4%$16,197,772$29,442,350$16,598,184$42,744,130UNAPPROPRIATED FUND BALANCE

30Days of Operation


Sum

maries

General Fund Revenue by Source% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09SOURCE OF INCOMETaxesAd Valorem Taxes:

-3.0%$78,771,740$81,305,622$81,179,765$81,759,849Current-3.2%810,52442,657837,657327,376Delinquent-3.2%405,262583,882418,829428,743Penalty & Interest-1.4%57,012,26956,118,92457,821,89056,487,233Sales Tax8.7%1,104,3681,102,7141,015,634997,051Mixed Drink Tax

-18.0%80,28980,16997,86293,058Bingo Gross Receipts Tax-49.2%11,99211,99223,60523,605Excess Proceeds on Taxes-2.3%$138,196,444$139,245,960$141,395,242$140,116,915TOTAL TAXES

Franchise Fees2.0%$11,384,233$11,271,518$11,161,005$12,107,976Electrical Franchise

-13.4%3,882,9843,882,9844,482,5524,808,665Telephone Franchise0.0%18,02118,02118,02118,021Fiber Optics Franchise

-26.0%2,843,6072,657,5773,840,7293,812,138Gas Franchise19.4%3,219,4393,195,4732,695,4362,839,644Cable TV Franchise-3.8%$21,348,285$21,025,573$22,197,743$23,586,444TOTAL FRANCHISE FEES

Fines & Forfeits-5.1%$7,504,745$7,493,505$7,907,129$7,944,765Municipal Court-11.8%344,275343,759390,256372,794Library Fines-5.4%$7,849,020$7,837,264$8,297,385$8,317,559TOTAL FINES & FORFEITS

Miscellaneous Revenue-23.1%$1,000,000$900,000$1,300,000$1,270,999Interest Earnings29.9%162,666162,666125,193150,450Sale/Rental of Property4.8%352,311338,761336,068318,675Insurance Collections

-28.3%393,107380,107547,928301,309Sundry-17.4%$1,908,084$1,781,534$2,309,189$2,041,433TOTAL MISCELLANEOUS REVENUE

Licenses and Permits35.6%$30,110$40,147$22,212$39,106Electricians Licenses11.4%547,576533,616491,646514,545Food Handlers Permits12.5%22,91922,88520,37222,605Land / Burning / Liquid Waste0.4%36,70536,65036,56039,700Grease Trap Permits0.2%268,282267,880267,880258,680Rental Registration Fees19.5%127,16994,669106,40485,886Animal Licenses10.8%36,95536,90033,34529,100Restaurant Plan Review6.3%1,395,6081,381,7901,313,2561,384,965Alarm Permits43.3%116,738148,98481,440107,992Filing Fees-17.3%151,123201,497182,714176,066Fire Protection Plan Review57.8%1,527,6641,891,419967,8261,344,323Building Permits33.5%65,96777,28949,40267,071Electrical Permits55.1%187,904198,538121,188166,193Plumbing Permits23.4%74,11198,81560,07280,831Heating & A/C Permits-2.9%34,95646,60835,99643,238Fence Permits30.2%26,10832,67720,05722,898Swimming Pool Permits11.2%62,81162,71756,48559,025Pool Inspection61.6%47,14453,52529,16743,149Irrigation Permits9.3%16,97116,97115,52016,090Day Laborer Fees-4.3%102,579136,372107,218138,595Sign Permits14.5%66,76579,02058,30281,928Reoccupancy Permits256.5%178,246130,64650,00064,308Misc. Licenses & Permits24.2%$5,124,411$5,589,614$4,127,062$4,786,294TOTAL LICENSES & PERMITS


Sum

maries

% ChangeBudgetRe-EstBudgetActual2010-112010-112009-102009-102008-09

Fees & Service Charges2.8%$256,246$221,246$249,383$202,523Animal Pound & Adoption Fee-1.3%3,614,3713,608,9583,663,1143,734,939Ambulance Service-22.0%316,285315,811405,674384,789False Alarm Response-7.8%1,027,4411,025,9021,113,9181,027,902Emergency 911

-100.0%018,02382,45966,751Interlocal Plan Review-23.1%115,258153,677149,912190,983Contractor Registration Fee-50.6%98,750125,000200,000121,596Engineering Inspection Fee44.2%35,09536,79324,34531,463Residential Building Plan Review-32.2%34,51042,68050,87657,285Reinspection Fee11.6%41,34941,28737,04437,325File Searches-3.0%41,56255,41642,86353,595Same Day Inspection Fee0.2%15,00814,98614,98615,098Convenience Copiers2.2%575,072575,072562,500547,520Recreation User Fee48.3%136,676132,67692,180119,294Recreation Rental Fee31.0%682,464681,442520,827660,931Swimming Fees0.0%2,550,2762,317,5912,550,2762,282,752Recreation Membership Card Fee5.4%208,659208,346197,947228,346Tennis Center Fee16.5%76,11075,99665,35673,883Food Manager/Handler Training

-100.0%05,60078,90772,192Ticket Services/Sales-9.2%106,428106,269117,148130,391Tree Trimming Assessments-22.6%79,04378,925102,143103,147Child Safety Fees16.7%1,039,602999,617890,547824,952Sundry-1.4%$11,050,205$10,841,313$11,212,405$10,967,657TOTAL FEES & SVC CHARGES

Intergovernmental RevenuePayments from FISD:

0.0%$0$0$0$24,465School Crossing Guards4.0%107,436103,298103,29853,986School Liaisons

Payments from PISD:298.1%555,678160,344139,590226,241School Liaisons-2.2%79,67579,67581,42778,250Collin County Library Grant-8.0%10,30010,30011,20011,200Denton County Library Grant4.4%313,160313,160300,000326,397Plano-Richardson Trng. Ctr. / Misc.

158.9%210,32682,98281,23281,232Interlocal Radio System Access0.0%0002,113,807TIF II Payback78.1%$1,276,575$749,759$716,747$2,915,578TOTAL INTERGOVT'L REVENUE-1.8%$186,753,024$187,071,018$190,255,773$192,731,880TOTAL REVENUE

Intragovernmental TransfersIntra-Fund Transfers From:

-4.3%$16,935,647$16,300,724$17,689,077$16,723,973Water & Sewer Fund0.3%892,100892,035889,114886,376Sustain. & Environ. Services Fund0.9%156,273171,309154,841155,524Recreation Revolving Fund

-100.0%0044,55044,550Golf Course Fund-16.7%298,499301,735358,415353,168Convention & Tourism Fund2.8%360,176359,636350,533350,008Municipal Drainage Fund-4.3%$18,642,695$18,025,440$19,486,530$18,513,599TOTAL INTRAGOVT'L TRANSFERS-2.1%$205,395,719$205,096,457$209,742,303$211,245,479TOTAL GENERAL FUND


Sum

maries

Non-Departmental Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09BY ITEM

1.4%$882,000$840,000$870,000$738,676Retiree Health Insurance0.0%0750,00000Medicare

-16.7%2,500,0001,300,0003,000,0000Retirement Payout-3.8%455,1890473,4100Vacation Buyback

100.0%460,200000Vacation Buydown-24.6%300,0000398,1050Sick Leave Buy-out23.1%80,00080,00065,00075,381Unemployment Insurance4.0%2,969,7172,911,4872,854,3992,848,900Electricity5.7%2,358,1132,245,8222,230,0742,336,561Water/Sewer-1.0%809,041790,950817,270777,116Appraisal District3.0%67,72064,49565,77362,641Collin County Tax Collection Services

-100.0%0246,961477,125454,441Print Shop/Mail Service-4.0%9,222,6239,572,9399,608,2769,625,324Technology Services-12.4%471,203599,937537,733509,235Miscellaneous-3.8%$20,575,806$19,402,591$21,397,165$17,428,275Subtotal

$251,796Social Service Agencies:-100.0%$52,430$52,578$51,000Assistance Center of Collin County-100.0%27,57827,57822,500Assist. League of Greater Collin County-100.0%2,5002,5002,500Avenues Counseling Center

0.0%005,000Big Bro/Sis of N Tex (Youth Mentor)-100.0%32,57832,57815,000CASA of Collin County-100.0%23,57823,57815,000Collin County Adult Clinic-100.0%34,57834,57835,000Collin County Care Ctr/Samaritan Inn-100.0%17,57817,57820,000Collin County Children’s Advocacy Center-100.0%47,57847,57873,100Collin County Committee on Aging

0.0%0040,000Collin Intervention to Youth0.0%0027,100Dental Health Programs

-100.0%15,00015,00015,000Family Literacy (Even Start PISDEF)-100.0%10,00010,00010,000Family Outreach-100.0%37,57837,57824,600Geriatric Wellness Center

0.0%000God’s Food Pantry-100.0%32,57832,57825,000Hope’s Door-100.0%11,09011,0905,000Journey of Hope-100.0%40,07840,07837,420Plano Children’s Medical Clinic-100.0%38,83242,57840,000Plano Community Charity-100.0%32,57832,57830,000Rape Crisis Center (Turning Point)

0.0%37,57837,5780Salvation Army-100.0%30,00030,0009,480Special Care and Career Services-52.3%$251,796$523,710$527,604$502,700Subtotal Social Service Agencies-5.0%$20,827,602$19,926,301$21,924,769$17,930,975TOTAL OPERATIONS0.0%$10,500,000$10,500,000$10,500,000$10,500,000Capital Reserve-4.0%2,686,7582,997,6982,800,0002,800,000Property & Liability Loss Fund0.0%1,000,0001,000,0001,000,0001,000,000Technology Fund

-100.0%0134,772134,772133,769CATV Fund100.0%1,598,065000FY 2011-12 Budget Reserve0.0%895,770890,101895,770933,965Economic Development-2.5%4,886,8185,014,4315,014,4315,210,253Economic Dev Incentive Fund6.0%$21,567,411$20,537,002$20,344,972$20,577,987TOTAL TRANSFERS0.3%$42,395,013$40,463,303$42,269,741$38,508,962TOTAL NON-DEPARTMENTAL


Sum

maries

General Obligation Debt Service FundSummary


-66.2%$1,042,747$3,250,126$3,084,063$5,491,973UNAPPROPRIATED FUND BALANCERevenuesProperty Tax

6.2%$41,829,232$39,492,711$39,387,572$36,700,093Current5.8%432,16325,344408,626155,395Delinquent-7.5%151,257210,839163,450197,107Penalty & Interest-59.1%225,000222,348550,000368,791Fund Interest Income0.0%000834,120Transfer-Conv. & Tour. Fund

-42.2%142,527246,554246,554238,425Police Academy Reimbursement5.0%$42,780,178$40,197,796$40,756,202$38,493,931TOTAL REVENUES-0.0%$43,822,925$43,447,922$43,840,264$43,985,904TOTAL RESOURCES

APPROPRIATIONSBond and Certificates

-0.0%$22,640,000$22,645,000$22,645,000$21,615,000Principal-6.0%12,507,54013,508,72013,302,65113,909,338Interest-0.3%280,325281,064281,064281,588Transfer to Tech Infrastructure & Public Art-0.1%2,097,2002,099,0002,099,0002,103,200Transfer to Tax Notes Moto Mesh0.6%2,694,4942,678,4192,678,4192,659,794Transfer to Tax NotesMotoMesh&Radio Sys Repl0.0%969,994963,725963,72596,019Transfer to Tax Notes Radio Sys Repl

906,976208,40700Transfer to Tax Notes Radio Sys Repl100.0%20,00020,84010,00070,839Exchanges Fees & Bond Sale Expense0.3%$42,116,529$42,405,175$41,979,859$40,735,778Subtotal35.9%497,5500366,1610New Debt - G.O. Debt

-100.0%00212,5000New Debt-TxNts: Radio Sys Infra Repl-14.0%497,5500578,6610New Debt0.1%$42,614,079$42,405,175$42,558,520$40,735,778TOTAL APPROPRIATIONS-5.7%$1,208,846$1,042,747$1,281,744$3,250,126UNAPPROPRIATED FUND BALANCE


Sum

maries

Water & Sewer Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

28.3%$10,550,089$10,555,173$8,224,030$12,430,047WORKING CAPITALRevenues

2.0%$62,236,249$58,494,516$61,035,890$54,845,746Water Income-1.7%52,354,60051,878,13053,280,00049,793,133Sewer Income-9.0%84,29675,27692,59683,432Water Taps6.0%1,420,0821,389,3641,339,2571,416,547Water & Sewer Penalties

-21.1%109,051108,239138,222166,751Water Meters-29.5%200,589181,042284,372237,597Construction Water-6.2%146,816145,723156,586148,253Service Connect Fee32.8%382,951380,100288,425292,425Backflow Testing3.9%16,48716,36415,87115,825Sewer Tie-On

120.8%62,27961,81528,20329,325Pre-Treatment Permits-42.9%20,000035,0000Interest Earnings5.6%157,239157,239148,928148,928Transfer in for Education Building27.3%590,366712,579463,828560,843Misc. Income0.4%$117,781,003$113,600,387$117,307,177$107,738,805TOTAL REVENUES2.2%$128,331,091$124,155,560$125,531,207$120,168,852TOTAL RESOURCES


-1.4%$9,277,219$9,136,935$9,404,695$9,067,288Salaries & Wages-6.8%5,146,8356,077,7215,520,3707,328,577Materials & Supplies-0.7%5,241,0355,046,6265,279,4994,425,082Contractual10.4%36,873,33631,019,29233,399,76129,491,382NTMWD - Water-0.1%13,835,89513,559,82813,851,82513,592,292NTMWD - Wastewater-11.0%8,096,4938,931,3399,093,9398,116,232NTMWD - Upper E. Fork Interceptor3.8%869,233829,670837,195822,480Retirement of NTMWD Debt38.7%538,821523,055388,529910,216Sundry27.2%285,215288,163224,300315,193Reimbursements2.8%$80,164,082$75,412,629$78,000,112$74,068,742Subtotal0.0%01,139,1560163,149Capital Outlay2.8%$80,164,082$76,551,785$78,000,112$74,231,891TOTAL OPERATIONS-4.3%$16,935,647$16,300,724$17,689,077$16,723,973Transfer to General Fund-44.3%1,225,0002,200,0002,200,0002,200,000Transfer to Debt Service-18.9%11,250,00013,875,00013,875,00011,835,000Transfer to W & S CIP0.0%1,200,0001,200,0001,200,0001,200,000Transfer to Capital Reserve-9.5%648,732684,727716,484616,484Transfer to Loss Fund0.0%300,000300,000300,000300,000Transfer to Technology Fund-4.0%2,305,6562,393,2352,402,0692,406,331Transfer to Technology Services0.0%100,000100,000100,000100,000Transfer for Sustainability

-11.7%$33,965,035$37,053,686$38,482,630$35,381,788TOTAL TRANSFERS-2.0%$114,129,117$113,605,471$116,482,742$109,613,679TOTAL APPROPRIATIONS57.0%$14,201,974$10,550,089$9,048,464$10,555,173WORKING CAPITAL

65Days of Operation


Sum

maries

Water & Sewer Debt Service FundSummary


RESERVE FUND0.0%$0$0$0$0WORKING CAPITAL0.0%0000Fund Interest Income0.0%0000Transfer to W&S Debt Service0.0%$0$0$0$0TOTAL0.0%$0$0$0$0FUND BALANCE

SINKING FUND24.4%$426,741$328,791$322,766$207,060UNAPPROPRIATED FUND BALANCE-79.6%$1,225,000$2,200,000$2,200,000$2,200,000Transfer In (W & S Fund)0.0%0000Transfer In (W & S Reserve)0.0%0000Transfer to Escrow & Adj.0.0%0000Transfer In (Water Impact Fees)0.0%0000Transfer In (Sewer Impact Fees)0.0%10,00010,00010,00016,025Fund Interest Income

-78.9%$1,235,000$2,210,000$2,210,000$2,216,025TOTAL-52.4%$1,661,741$2,538,791$2,532,766$2,423,085TOTAL RESOURCES

APPROPRIATIONS-54.0%$1,260,000$1,940,000$1,940,000$1,855,000Principal-129.2%75,050172,050172,050239,294Interest

0.0%0000Fees-58.2%$1,335,050$2,112,050$2,112,050$2,094,294Subtotal0.0%0000Transfer to Sewer CIP0.0%$0$0$0$0TOTAL TRANSFERS

-58.2%$1,335,050$2,112,050$2,112,050$2,094,294TOTAL APPROPRIATIONS-28.8%$326,691$426,741$420,716$328,791UNAPPROPRIATED FUND BALANCE


Sum

maries

Sustainability & EnvironmentalServices Fund Summary


49.9%$1,624,097$1,970,455$1,083,437$1,968,275WORKING CAPITAL

Revenues-3.1%$6,504,545$6,447,518$6,709,797$6,198,973Commercial Franchise30.9%82,58882,46463,11467,216Special Refuse Collection0.1%12,620,72212,620,72212,603,59712,604,378Residential Collection0.0%76,47775,72076,477134,017Allied Waste, Inc.

100.0%300,000551,049150,000103,066Recycling17.4%40,98240,17834,91340,806Sales of Landscape Bags0.0%11,60011,60011,60011,634Contributions via Utility Billing17.8%1,191,2871,011,2871,011,287998,206Sale of Compost9.4%770,984754,984704,984600,027Tipping Fees

-45.6%364,326343,971669,170539,336Miscellaneous-10.3%169,240167,793188,619209,537Reimbursements0.0%100,000100,000100,000100,000Sustainability Program Transfer0.0%000280,892Trans from Fund Bal for Loan Payoff-0.4%$22,232,751$22,207,286$22,323,558$21,888,088TOTAL REVENUES1.9%$23,856,847$24,177,741$23,406,995$23,856,363TOTAL RESOURCES


0.9%$6,195,084$6,201,299$6,141,377$6,046,149Salaries & Wages1.2%344,353439,792340,290403,557Materials & Supplies-1.7%6,813,8176,520,6806,931,8736,247,668Contractual4.3%8,055,6527,717,6487,725,5746,883,746NTMWD32.8%93,169101,83670,179145,358Sundry0.0%0145,562022,719Reimbursements1.4%$21,502,075$21,126,817$21,209,293$19,749,197Subtotal0.0%6,50000191,759Capital Outlay1.4%$21,508,575$21,126,817$21,209,293$19,940,956TOTAL OPERATIONS0.3%$892,100$892,035$889,114$886,376Transfer to General Fund0.0%60,00060,00060,00060,000Transfer to Technology Fund0.0%157,239157,239157,239429,820Transfer to W&S Fund-Env. Ed. Bldg.0.0%000238,797Transfer to Internal Loan Program-4.6%323,805317,553339,593329,959Transfer to Loss Fund-0.9%$1,433,144$1,426,827$1,445,946$1,944,952TOTAL TRANSFERS1.3%$22,941,719$22,553,644$22,655,238$21,885,908TOTAL APPROPRIATIONS21.7%$915,128$1,624,097$751,756$1,970,455WORKING CAPITAL

16Days of Operation


Sum

maries

Municipal Drainage Utility FundSummary


1.7%$2,347,724$4,605,320$2,308,190$4,783,774WORKING CAPITAL

RevenuesEnvironmental Assessment Fees:

4.0%$2,850,534$2,846,264$2,741,668$2,744,139Residential Class Fees1.3%$2,294,8342,291,3972,265,9452,305,567Commercial Class Fees0.0%06,00005,202Miscellaneous

-50.1%42,44042,47985,00064,605Interest Income1.9%$5,187,807$5,186,140$5,092,613$5,119,513TOTAL REVENUES1.8%$7,535,531$9,791,460$7,400,803$9,903,287TOTAL RESOURCES


-14.1%$1,345,668$1,379,721$1,565,735$1,198,813Salaries & Wages-4.1%254,514371,184265,464243,892Materials & Supplies-19.7%691,688792,536861,708646,595Contractual-95.0%3,9619,96879,6749,803Sundry21.3%308,240309,719254,039268,207Reimbursements-14.0%$2,604,071$2,863,128$3,026,620$2,367,310Subtotal0.0%300,0000038,505Capital Outlay-4.0%$2,904,071$2,863,128$3,026,620$2,405,815TOTAL OPERATIONS

2.8%$360,176$359,636$350,533$350,008Transfer to General Fund0.0%20,00020,00020,00020,000Transfer to Technology Fund11.1%2,911,1422,496,5742,621,3122,522,144Transfer to Revenue Debt10.0%$3,291,318$2,876,210$2,991,845$2,892,152TOTAL TRANSFERS2.9%$6,195,389$5,739,338$6,018,465$5,297,967TOTAL APPROPRIATIONS

01,704,39800EST. RESERVE REQUIREMENT-3.1%$1,340,142$2,347,724$1,382,338$4,605,320WORKING CAPITAL

168Days of Operation


Sum

maries

Convention & Tourism Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

-36.6%$1,343,957$2,394,612$2,121,270$4,056,600WORKING CAPITALRevenues

-12.2%$3,946,116$3,907,046$4,494,486$3,951,890Hotel/Motel Receipts-23.6%1,992,8582,093,8282,606,8192,430,881Civic Center Fees0.0%1,0001,0007,0008,249Miscellaneous

-50.0%30,00032,82760,00052,196Interest Income-16.7%$5,969,975$6,034,701$7,168,305$6,443,216TOTAL REVENUES-21.3%$7,313,932$8,429,313$9,289,574$10,499,816TOTAL RESOURCES

APPROPRIATIONSOperating Expenses

4.3%$1,764,377$1,717,014$1,691,797$1,447,647Convention & Visitors Bureau-7.1%3,776,9893,429,3744,067,2743,474,785Civic Center Operations-10.5%591,917586,057661,173677,710Support of the Arts-10.5%591,917586,057661,173682,710Historic Preservation0.0%157,190143,777157,190118,655Special Events

-100.0%0251,5681,000,000364,091Civic Center Equipment Rpl Fund-16.5%$6,882,391$6,713,847$8,238,607$6,765,598Subtotal0.0%049,7740132,318Capital Outlay

-16.5%$6,882,391$6,763,621$8,238,607$6,897,916TOTAL OPERATIONS

-16.7%$298,499$301,735$358,415$353,168Transfer to General Fund-100.0%020,00020,00020,000Transfer to Technology Fund

0.0%000834,120Transfer to Debt Service-21.1%$298,499$321,735$378,415$1,207,288TOTAL TRANSFERS-16.7%$7,180,890$7,085,356$8,617,022$8,105,204TOTAL APPROPRIATIONS-80.2%$133,042$1,343,957$672,552$2,394,612WORKING CAPITAL

7Days of Operation


Sum

maries

Golf Course Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

-100.0%$0$55,799$13,458$59,483WORKING CAPITALRevenues

-92.0%$68,000$637,472$850,000$774,382Golf Fees-100.0%05,78015,00012,539Concessions-100.0%07001,000708Interest Income-100.0%05,00011,0005,832Miscellaneous

303,73551,56600Reimbursements-57.6%$371,735$700,518$877,000$793,461TOTAL REVENUES-58.3%$371,735$756,317$890,458$852,944TOTAL RESOURCES


-75.7%$116,481$448,558$480,118$492,338Salaries & Wages-68.8%27,20075,31087,31060,002Supplies-0.0%226,354230,449226,371198,662Contractual Services-15.0%1,7002,0002,0001,593Sundry Charges-53.3%$371,735$756,317$795,799$752,595Subtotal0.0%0000Capital Outlay

-53.3%$371,735$756,317$795,799$752,595TOTAL OPERATIONS-100.0%0044,55044,550Transfer to General Fund-100.0%$0$0$44,550$44,550TOTAL TRANSFERS-55.8%$371,735$756,317$840,349$797,145TOTAL APPROPRIATIONS-100.0%$0$0$50,109$55,799WORKING CAPITAL

Days of Operation

** Municipal Golf Course is scheduled to close for renovations on October 1, 2010. Estimatedre-opening is scheduled for October 2011.


Sum

maries

Recreation Revolving Fund Summary


11.0%$419,479$529,180$378,035$530,291WORKING CAPITAL

Revenues-0.8%$3,015,508$3,359,409$3,039,167$3,279,909Recreation Fees70.8%26,65019,29015,60024,726Contributions0.0%14,00014,00014,00019,291Interest Income

147.0%69,30033,48128,05621,119Sundry0.9%$3,125,458$3,426,180$3,096,823$3,345,045TOTAL REVENUES2.0%$3,544,937$3,955,360$3,474,858$3,875,336TOTAL RESOURCES


2.3%$1,382,589$1,398,658$1,351,047$1,359,129Salaries & Wages7.4%224,941227,058209,362232,334Materials & Supplies-2.5%1,486,2961,707,7371,523,7891,572,163Contractual0.4%30,61931,11930,50827,006Sundry0.3%$3,124,445$3,364,572$3,114,706$3,190,632Subtotal0.0%0000Capital Outlay0.3%$3,124,445$3,364,572$3,114,706$3,190,632TOTAL OPERATIONS0.9%$156,273$171,309$154,841$155,524Transfer to General Fund0.9%$156,273$171,309$154,841$155,524TOTAL TRANSFERS0.3%$3,280,718$3,535,881$3,269,547$3,346,156TOTAL APPROPRIATIONS28.7%$264,219$419,479$205,311$529,180WORKING CAPITAL

31Days of Operation


Sum

maries

Property & Liability Loss FundSummary


37.5%$297,566$465,279$185,922$1,690,722WORKING CAPITAL

Resources-4.2%$2,686,758$2,972,055$2,800,000$2,800,000General Fund Transfer In-10.4%648,732682,617716,484616,484Water & Sewer Fund Transfer In-4.9%323,805315,370339,593329,959Sustain. & Env. Svcs. Fund Transfer In0.0%200,000200,000200,00074,974Claims Recovered

-100.0%50,00050,000100,00067,805Interest Earned-6.3%$3,909,295$4,220,042$4,156,077$3,889,222TOTAL REVENUES-3.2%$4,206,861$4,685,321$4,341,999$5,579,944TOTAL RESOURCES

APPROPRIATIONS0.0%$1,200,000$1,200,000$1,200,000$2,027,355Workers' Compensation

-66.7%600,000500,0001,000,000666,668Judgements and Damages-0.3%1,895,2962,687,7551,901,3292,420,642Risk Management Operations-11.0%$3,695,296$4,387,755$4,101,329$5,114,665TOTAL APPROPRIATIONS53.0%$511,565$297,566$240,670$465,279UNAPPROPRIATED FUND BALANCE


Sum

maries

Community Access TV FundSummary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

156.4%$297,035$254,378$115,863$338,475WORKING CAPITAL

Revenues7.3%$305,855$285,000$285,000$258,945Plano Television Network Fee

-57.1%3,0003,0007,0005,853Interest Income0.0%150,000150,000150,000150,000Cable Community Grant

-100.0%0134,772134,772133,769Transfer In Gen Fund - FranchiseFees

0.0%250,000250,000250,000250,000Transfer In Technology Fund0.0%50050050012,709Miscellaneous

-14.3%$709,355$823,272$827,272$811,276TOTAL REVENUES6.7%$1,006,390$1,077,650$943,135$1,149,751TOTAL RESOURCES


-2.2%$637,385$645,782$651,650$771,442Salaries & Wages-15.6%47,18957,60955,88555,540Materials & Supplies-5.2%79,89274,77984,30267,940Contractual-48.0%1,3001,6452,5002,393Sundry100.0%150,000075,0000Equipment Replacement5.3%915,766779,815869,337897,315Subtotal0.0%08000 (1,942)Capital Outlay5.3%915,766780,615869,337895,373TOTAL APPROPRIATIONS22.8%$90,624$297,035$73,798$254,378WORKING CAPITAL

36Days of Operation


Sum

maries

Capital Reserve Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

-0.7%$25,822,914$38,907,914$26,017,371$37,446,122WORKING CAPITAL

Revenues0.0%$10,500,000$10,500,000$10,500,000$10,500,000General Fund Transfer In0.0%1,200,0001,200,0001,200,0001,200,000Water & Sewer Transfer In0.0%433,351000Property Mgmt Transfer In

-27.3%400,000425,000550,000584,348Fund Interest Earnings-66.7%100,000100,000300,000263,577Rollback Taxes0.0%0006,500Miscellaneous0.0%0001,093,249Transfer from Developer's Escrow0.0%1,500,0001,500,0001,500,0001,404,847Reimbursement from Collin County

-100.0%002,5000Screening Walls0.6%$14,133,351$13,725,000$14,052,500$15,052,521TOTAL REVENUE-0.3%$39,956,265$52,632,914$40,069,871$52,498,643TOTAL RESOURCES

APPROPRIATIONS

-0.6%$9,294,000$15,314,000$9,354,000$6,895,227Streets & Drainage Projects-19.0%3,710,0004,617,0004,580,0003,157,491Park Improvement Projects54.0%3,571,0006,449,0002,319,0003,530,628Municipal Facilities Projects0.0%450,000430,000450,000228,325Water & Sewer Projects0.0%000 (220,942)Audit Adjustment1.9%$17,025,000$26,810,000$16,703,000$13,590,729TOTAL OPERATIONS1.9%$17,025,000$26,810,000$16,703,000$13,590,729TOTAL APPROPRIATIONS-1.9%$22,931,265$25,822,914$23,366,871$38,907,914WORKING CAPITAL


Sum

maries

Equipment Replacement FundSummary


-0.3%$10,369,790$15,622,990$10,398,608$10,159,065WORKING CAPITAL

Depreciation Transfers In-7.5%$3,519,322$3,590,960$3,804,206$3,987,102General Fund46.8%435,000430,022296,400436,825Police - Special Equipment Fund25.0%450,000445,530360,000443,757Fire - Special Equipment Fund0.0%250,000250,000250,0000Recreation - Equipment Fund0.0%000152,350Grant Fund0.0%4,0544,0544,0544,054Government Access/CATV3.4%516,452474,523499,338538,333Water & Sewer0.4%1,821,6351,445,8031,814,0741,791,263Sustainability & Environmental Svcs.-4.6%14,90213,99715,62214,706Convention & Tourism1.9%116,440111,104114,223171,771Municipal Drainage Utility

-12.0%72,33077,80782,23891,090Golf Course-100.0%02072473,665Recreation Revolving-36.2%44,39769,30069,55275,057Equipment Maintenance-100.0%03,2138,5108,635Office Services

0.0%3,3813,3813,3813,381Warehouse-45.7%5,6004,81510,31311,701Property/Liability Loss88.8%36,82340,28719,50219,502Technology Services0.0%7,4037,4037,4037,403Traffic Safety Fund-0.8%$7,297,739$6,972,406$7,359,063$7,760,595TOTAL TRANSFERS

Other Revenues-12.2%$360,000$445,337$410,000$482,812Auction Proceeds0.0% 225,000 162,237 225,000170,908Interest0.0%000238,797Internal Loans0.0%000-22,001Miscellaneous-1.4%$7,882,739$7,579,980$7,994,063$8,631,111TOTAL REVENUE-0.8%$18,252,529$23,202,970$18,392,671$18,790,176TOTAL RESOURCES

Expenditures-65.8%$1,385,000$8,798,583$4,054,000 1,664,038General Fund252.2%1,180,000 390,001 335,000 179,751Police - ERF-22.0%425,899 576,990 546,230 20,499Fire - ERF0.0%250,000250,000250,0000Recreation - ERF

71,000000Civic Centre - ERF0.0%000 152,350Grant Fund8.8% 805,000 652,617 740,000 288,462Water & Sewer

-15.1% 1,333,000 1,845,088 1,570,000 438,774Sustainability & Environmental Svcs.-100.0%084,38050,000362Convention & Tourism Fund254.8% 149,000 42,000 42,000 45,058Municipal Drainage800.0%90,000 10,000 10,000 43,948Golf Course0.0%150,35483,5210 455Equipment Maintenance

-16.5% 375,000 100,000 448,862 333,489Miscellaneous & Small Equipment-22.8%$6,214,253$12,833,180$8,046,092 3,167,186TOTAL EXPENDITURES16.4%$12,038,276$10,369,790$10,346,579$15,622,990WORKING CAPITAL-41.9%$651,043$1,396,043$1,121,003$1,346,022POLICE EQUIPMENT RESERVE28.9%$1,108,606$1,084,505$860,023$1,210,965FIRE EQUIPMENT RESERVE0.0%$90,000$90,000$250,000$0RECREATION EQUIPMENT RES.0.0%$129,000$0$0$0CIVIC CENTRE EQUIPMENT RES.24.0%$10,059,628$7,799,243$8,115,553$13,066,004ERF UNRESERVED16.4%$12,038,276$10,369,790$10,346,579$15,622,990TOTAL WORKING CAPITAL


Sum

maries

Property Management Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

0.2%$433,351$450,179$432,555$432,081WORKING CAPITALRevenues

-100.0%$0$34,431$39,431$42,309Rents-100.0%05,0005,0007,048Interest-100.0%$0$39,431$44,431$49,357TOTAL REVENUES-9.1%$433,351$489,610$476,986$481,438TOTAL RESOURCES


-100.0%$0$0$500$315Materials & Supplies-100.0%056,2597,35730,944Contractual-100.0%056,2597,85731,259Subtotal-100.0%$0$56,259$7,857$31,259TOTAL OPERATIONS

0.0%433,351000Transfer to Capital Reserve0.0%$433,351$0$0$0TOTAL TRANSFERS

5415.5%$433,351$56,259$7,857$31,259TOTAL APPROPRIATIONS-100.0%$0$433,351$469,129$450,179WORKING CAPITAL


Sum

maries

HUD Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

-11.3%$1,759,098$1,924,553$1,982,151$1,439,456TOTAL HUD REVENUESAPPROPRIATIONSCDBG:

-0.7%$746,782$560,001$751,750$586,525Housing Rehabilitation67.1%277,000267,307165,738157,607Administrative-1.4%38,18551,66238,74620,000Homelessness Prevention

761.6%52,12692,3016,05033,435Homeownership Program

-100.0%030,000100,00042,644Habitat for Humanity of South CollinCo.

0.0%016,70012,5250Collin County MHMR/ LifepathSystems

40.0%35,00039,00825,00018,897Plano Housing Corporation0.0%0005,781Collin Intervention to Youth

13.3%17,00016,59215,00017,000Boys and Girls Clubs of CollinCounty

35.9%52,00044,45038,25061,864AIDS Services of North Texas0.0%0007,733Plano Housing Authority0.0%00068,637Plano Community Homes14.3%30,00030,24026,25047,760Communities in Schools Dallas

-100.0%030,70023,02531,891Crossroads Family Services0.0%25,000000LaunchAbility

49,000000Maurice Barnett Geriatric Wellness10.0%$1,322,093$1,178,961$1,202,334$1,099,774Sub-Total CDBG:

HOME:-74.1%$51,881$196,727$200,000$179,217Housing Rehabilitation116.9%67,65544,97731,18719,235Administrative-16.7%119,941206,888143,95079,406Homeownership Program (ADDI)-27.7%108,493190,500150,00077,835Plano Housing Corporation

38.5%162,000165,000117,00054,965Habitat for Humanity of South CollinCo.

7.5%50,00046,50046,50071,832Christ United Methodist Church-18.7%$559,970$850,592$688,637$482,490Sub-Total HOME:

-0.5%$1,882,063$2,029,553$1,890,971$1,582,264TOTAL APPROPRIATIONS


Sum

maries

Criminal Investigation Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

50.3%$1,193,370$1,344,402$794,060$1,007,960UNAPPROPRIATED FUNDBALANCE

0.0%$50,000$50,000$50,000$260,469Forfeited Property0.0%10,50010,50010,50017,404Interest0.0%20,00035,00020,00058,569Auction Proceeds0.0%10,00061,53210,00027,478Grants and Miscellaneous0.0%$90,500$157,032$90,500$363,920TOTAL REVENUES45.1%$1,283,870$1,501,434$884,560$1,371,880TOTAL RESOURCES


-31.8%$75,000$90,000$110,000$0Materials & Supplies475.0%115,000143,06420,0007,966Contractual - Professional0.0%10,00025,00010,00019,513Reimbursements to Other Funds

-35.3%110,00050,000170,0000Capital Outlay0.0%$310,000$308,064$310,000$27,479TOTAL APPROPRIATIONS

69.5%$973,870$1,193,370$574,560$1,344,402UNAPPROPRIATED FUNDBALANCE


Sum

maries

Technology Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-112009-102009-102008-09

-30.9%$9,684,250$22,040,360$14,012,651$20,006,196WORKING CAPITALRevenues

0.0%$1,000,000$1,000,000$1,000,000$1,000,000General Fund0.0%300,000300,000300,000300,000Water & Sewer Fund0.0%60,00060,00060,00060,000Sustainability & Environmental0.0%20,00020,00020,00020,000Municipal Drainage Fund

-100.0%020,00020,00020,000Convention & Tourism Fund0145,60900Sprooles Library Fund

0.0%300,000355,000300,000348,922Interest Earnings-100.0%0500,000500,0001,150,000Transfer from PC Replacement

0.0%0002,000,000Transfer from Tech Fund 660.0%028,6380143,192Intergovernmental Revenue

-100.0%010,119,76710,000,0006,437,735Certificates of Obligation-86.2%$1,680,000$12,549,014$12,200,000$11,479,849TOTAL REVENUES-56.6%$11,364,250$34,589,374$26,212,651$31,486,045TOTAL RESOURCES


-31.2%$988,600$5,248,737$1,436,542$1,750,724Fund 62 Projects2.4%6,944,68919,406,3876,785,2216,244,961Fund 29 Projects-3.5%$7,933,289$24,655,124$8,221,763$7,995,685TOTAL OPERATIONS0.0%250,000250,000250,000250,000Transfer to CATV0.0%0001,200,000Transfer to Fire Facilities0.0%$250,000$250,000$250,000$1,450,000TOTAL TRANSFERS-3.4%$8,183,289$24,905,124$8,471,763$9,445,685TOTAL APPROPRIATIONS-82.1%$3,180,961$9,684,250$17,740,888$22,040,360WORKING CAPITAL0.0% 1,000,000$0$0$0RESERVED FOR PROJECTS

-87.7%$2,180,961$9,684,250$17,740,888$22,040,360WORKING CAPITAL


Sum

maries

PC Replacement Fund Summary% ChangeBudgetRe-EstBudgetActual

2010-112010-11*2009-102009-102008-09

-20.7%$639,094$864,896$805,469$1,987,144WORKING CAPITAL

Revenues-100.0%$0$401,938$401,938$604,664General Fund-100.0%04,1014,1014,101Govt Access/CATV-100.0%08,6578,6578,657Municipal Court Technology-100.0%037,46137,46137,461Water & Sewer Fund-100.0%018,58718,58718,587Sustainability & Environ. Svcs.-100.0%015,31615,31615,316Convention & Tourism-100.0%0380380380Recreation Revolving-100.0%08,4718,4718,471Equipment Maintenance-100.0%02,5452,5452,545Office Services-100.0%01,0551,0551,055Municipal Warehouse-100.0%04,9184,9184,918Property/Liability Loss-100.0%059,97559,97559,975Technology Services-100.0%02,7352,7352,735Economic Development-66.7%15,00026,91645,00033,840Miscellaneous-97.5%$15,000$593,055$611,139$802,705TOTAL REVENUES-53.8%$654,094$1,457,951$1,416,608$2,789,849TOTAL RESOURCES


0.0%$0$0$0$0Non-Capital Software-73.1%50,000300,357186,139601,401Non-Capital Hardware0.0%00032,873Sundry0.0%0000Capital Software0.0%18,50018,50018,500140,679Capital Computer Hardware

-66.5%$68,500$318,857$204,639$774,953TOTAL OPERATIONS-100.0%$0$500,000$500,000$1,150,000Transfer to Technology Fund-90.3%$68,500$818,857$704,639$1,924,953TOTAL APPROPRIATIONS-17.8%$585,594$639,094$711,969$864,896WORKING CAPITAL-100.0%$0$500,000$500,000$200,000Computer Reserve176.3%$585,594$139,094$211,969$664,896Available Fund Balance-17.8%$585,594$639,094$711,969$864,896Total Working Capital

* 2010-11 will be a "catch-up" year for PC Replacements. A new replacement cycle will begin in FY 2011-12.


Sum

maries

Detail of Intragovernmental TransfersSummary


TO GENERAL FUND FROM:-4.30%$16,935,647$16,300,724$17,689,077$16,723,973Water & Sewer Fund0.30%892,100892,035889,114886,376Sustainability & Environmental Services Fund0.90%156,273171,309154,841155,524Recreation Revolving Fund

-100.00%0044,55044,550Golf Course Fund-16.70%298,499301,735358,415353,168Convention & Tourism Fund2.80%360,176359,636350,533350,008Municipal Drainage Fund-4.30%$18,642,695$18,025,440$19,486,530$18,513,599Subtotal General Fund

TO G. O. DEBT FUND FROM:0.00%$0$0$0$834,120Convention & Tourism Fund0.00%$0$0$0$834,120Subtotal G. O. Debt Fund

TO WATER & SEWER DEBT SERVICE FROM:-79.60%$1,225,000$2,200,000$2,200,000$2,200,000Water & Sewer Fund-79.60%$1,225,000$2,200,000$2,200,000$2,200,000Subtotal Water & Sewer Debt Service Fund

TO COMMUNITY ACCESS TV FUND FROM:0.00%$0$134,772$134,772$133,769General Fund0.00%250,000250,000250,000250,000Technology Fund

-53.90%$250,000$384,772$384,772$383,769Subtotal Community Access TV Fund

-8.90%$20,117,695$20,610,212$22,071,302$21,931,488TOTAL INTRAGOVERNMENTAL


Sum

maries

2010-11 Personnel Worksheet - FullTime Positions by Department

2010-112010-112009-102009-102009-10BudgetChangesRe-EstChangesBudgetDepartment / Position

01-112 City Manager2211Administrative Assistant, Sr.111City Manager000Administrative Assistant11(1)2Administrative Assistant, Executive4404

01-113 Legal111Assistant City Attorney II333Assistant City Attorney III111City Attorney111First Assistant City Attorney333Legal Secretary111Legal Secretary, Sr.111Paralegal, Sr.111111

01-114 Municipal Court Judge111Administrative Assistant, Sr.111Associate Judge111Associate Judge, Sr.111Chief Municipal Court Judge111Court Coordinator555

01-115 City Secretary111Administrative Assistant, Sr.111Assistant City Secretary111City Secretary333

01-116 Public Information111Administrative Coordinator111Director Public Information00(2)2Public Information Assistant333Public Info. Coordinator Sr.55(2)7

01-121 Development Business Center111Administrative . Asst. to DCM111Deputy City Manager222

01-195 Publishing00(1)1Publishing Coordinator00(2)2Sr. Publishing Coordinator00(3)3

01-211 Finance111Administrative Coordinator111Director of Finance222

01-212 Accounting555Account Clerk II555Account Clerk, Sr.

432010-11 City Manager's Recommended BudgetPersonnel


111Accountant I222Accountant II222Accounting Supervisor111Controller111Payroll Supervisor171717

01-213 Budget & Research111Budget Analyst I2211Budget Analyst II00(2)2Budget Analyst, Sr.2220Budget Consultant00(1)1Budget and Grant Coordinator111Budget Manager111Director of Budget & Research7707

01-214 Municipal Court Administration111Court Systems Administrator111Municipal Court Administrator222Municipal Court Clerk I171717Municipal Court Clerk II222Municipal Court Clerk Supervisor999Municipal Court Clerk, Sr.222System Support Coordinator, Sr.343434

01-216 Internal Audit111Internal Audit Manager111Internal Auditor222

01-217 Treasury111Treasurer000Treasury Analyst I111Treasury Analyst II222

01-219 Financial Systems Administration111CNC Engineer111Financial System Manager222

01-321 Records Management111Administrative Assistant, Sr.20220Mail Clerk333Micrographics Technician, Sr.2220Public Information Assistant111Records Manager90945

01-352 Facilities Maintenance222Administrative Assistant, Sr.0(1)11Facilities Construction Coordinator666Facilities Maintenance Mechanic II333Facilities Maintenance Mechanic, Sr.111Facilities Maintenance Operations Supervisor111Facilities Maintenance Superintendent444Facilities Maintenance Technician444Facilities Maintenance Technician, Sr.111Facilities Technical Operations Supervisor

2010-11 City Manager's Recommended Budget44Personnel

2010-112010-112009-102009-102009-10BudgetChangesRe-EstChangesBudgetDepartment / Position22(1)2323

01-353 Facilities Services111Custodian222Facilities Services Rep.222Facilities Services Rep., Sr.111Facilities Services Supervisor666

01-361 Purchasing3321Buyer I222Buyer II11(1)2Buyer, Sr.222Buyer Supervisor111Chief Purchasing Officer111Purchasing Manager111Specification Analyst1111110

01-381 Human Resources0(1)11Administrative Assistant, Sr111Administrative Coordinator111Administrative Support Supv00(1)1Assistant City Manager111Benefits Specialist, Sr111Compensation Specialist, Sr111Compensation/Benefits Manager0(1)110Director Human Resources111Human Resources Assistant, Sr333Human Resources Generalist, Sr111Human Resources Manager110Retirement Administrator001Retirement Specialist11(2)13013

01-384 Professional Development Center111Administrative Assistant, Sr111Administrative Coordinator111HRIS Specialist111Organizational Development Manager444

01-385 Volunteer Resources1110Volunteer Coordinator111Volunteer Resources Supervisor2211

01-511 Public Safety Svcs Business Center111Administrative . Asst. to DCM111Deputy City Manager - PSSBC222

01-532 Police111Assistant Chief of Police444Captain111Chief of Police131313Lieutenant282282(1)283Police Officer383838Sergeant111Account Clerk I111Administrative Assistant999Administrative Assistant, Sr.



111Administrative Support Supervisor111CAPERS Coordinator111Compliance Coordinator, Sr.111Crime Prevention Specialist111Crime Scene/Property Ev./Qtr Mgr.101010Criminalist333Criminalist Supervisor111Jail Manager666Jail Supervisor292929Jailer111Police Administrative Manager22(1)3Police Alarm Assistant111Police Budget Analyst222Police Crime Analyst111Police Crime Analyst, Sr.111Police Laboratory Safety Coord111Police Legal Advisor, Sr.111Police Open Records Assistant111Police Open Records Assistant, Sr.111Police Planning & Research Coordinator111Police Public Info Coordinator555Police Quarter Master Assistant111Police Quarter Master, Sr.111Police Quarter Master Supervisor2525(1)26Police Records Assistant222Police Records Assistant, Sr.111Police Records Manager333Police Records Supervisor111Police Terminal Agency Coordinator111Property Unit Supervisor444Property/Evidence Specialist222Public Safety Officer Supervisors181818Public Safety Officers111Website Assistant482482(3)485



01-534 Public Safety Communications1119-1-1 Coordinator111Administrative Assistant, Sr222Administrative Coordinator111Director Public Safety Communications111PSC Computer Operations Coord.111PSC Operations Coordinator111Public Safety Communications Educ Rep222Public Safety Communications Manager616161Public Safety Communications Specialist (or Recruit)666Public Safety Communications Supervisor333Public Safety Communications Training Coordinator222Quality Assurance Coordinator111Radio System Coordinator111Radio System Manager112Radio Technician2110Radio Technician , Sr.8718686

01-536 Plano-Richardson Training Center111Police Training Assistant111

01-552 Fire444Assistant Fire Chief999Battalion Chief515151Fire Apparatus Operator4242339Fire Captain111Fire Chief193193193Fire Rescue Specialist2020(4)24Lieutenant320320(1)321

01-555 Fire Civilian2(1)33Administrative Assistant555Administrative Assistant, Sr111Administrative Coordinator111Fire Budget Analyst111Fire Open Records Assistant111Fire Research Analyst11(1)1212

01-556 Emergency Management111Administrative Assistant, Sr111Director Emergency Management111Emergency Management Specialist222Emergency Management Specialist Sr.555

01-582 Health111Administrative Assistant222Administrative Assistant, Sr111Administrative Support Supervisor111Director Environmental Health4(1)55Environmental Health Specialist444Environmental Health Specialist, Sr111Health Manager111Inspection Services Supervisor15(1)1616

01-583 Animal Services



111Administrative Assistant, Sr111Animal Services Manager1110Animal Services Officer I1616(1)17Animal Services Officer II222Animal Services Officer, Sr222Animal Services Supervisor2323023

01-611 Public Services & Operations Business Center111Deputy City Manager111

01-619 Property Standards222Administrative Assistant111Administrative Assistant, Sr.111Director Property Standards333Inspection Services Supervisor111Property Standards Manager121212Property Standards Specialist333Property Standards Specialist, Sr.232323

01-622 Planning111Administrative Assistant111Administrative Assistant, Sr.222Administrative Assistant, Tech111Administrative Support Supervisor22(1)3Community Development Coordinator2211Community Development Coordinator, Sr.111Community Services Manager0(1)11Data Base Administrator222Day Labor Center Coordinator111Day Labor Center Supervisor111Director of Planning00(1)1GIS Analyst4413GIS Analyst, Sr.111GIS Manager111GIS Tech111Landscape Architect0(1)11Long Range Planning Manager111Mapping/Information Supervisor111Mapping/Information Tech111Neighborhood Services Supervisor555Planner222Planner, Sr.111Planning Manager111Planning Tech111Planning Tech, Sr.111Rehabilitation Estimator111Rehabilitation Estimator, Sr.36(2)38038

01-623 Rental Registration & Inspection333Rental Inspector111Rental Services Supervisor444

01-624 Building Inspections1(1)22Administrative Assistant, Sr1(1)22Administrative Support Supervisor222Building Inspections Manager



111Building Inspector3(2)55Building Inspector, Sr111Chief Building Official111Code Compliance Inspector111Code Compliance Inspector, Sr11(1)2Code Compliance Rep1110Code Compliance Rep Sr111Electrical Inspector333Electrical Inspector, Sr222Inspection Assistant, Sr222Inspection Services Supervisor111Permit Services Rep, I444Permit Services Rep, II111Permit Services Rep, Sr444Plans Examiner111Plans Review Services Supervisor444Plumbing Inspector, Sr00(1)1Public Information Assistant111Records Assistant37(4)41(1)42

01-631 Park & Recreation Administration111Administrative Coordinator111Director Parks & Recreation222

01-632 Creative Arts0(1)11Creative Arts Complex Supervisor0(1)11Cultural Programs Coordinator222Theater Technician111Theater Venue Supervisor3(2)55

01-633 Marketing/Special Events0(1)11Community Resources Manager111Event Coordinator111Event Supervisor2(1)33

01-634 Park Field Services111Irrigation Installer111Irrigation Programming Tech222Labor/Mtn Worker111Park Field Services Supervisor111Park Irrigation Technology Supervisor111Park Operations Superintendent111Park Renovation Project Coord111Park Support Field Tech Supervisor999

01-635 Park Planning111Administrative Assistant, Sr.111Chief Park Planner222Landscape Architect111Park Compliance Coordinator111Planning Tech111Trail System Planner111Urban Forester888



01-636 Athletic Operations111Athletic Coordinator111Athletic Superintendent111Park Administrative Superintendent1(1)22Park Field Services Specialist111Park Superintendent5(1)66

01-637 Athletic Field Maintenance111Athletic Field Mtn Supervisor555Crew Leader111Equipment Operator444Labor Maintenance Worker111Park District Assistant Supervisor121212

01-638 Park Technical Services111Accountant I111Marketing Specialist111Park Technology Specialist111Technology Services Manager444

01-641 Park Administration222Administrative Assistant, Sr.0(1)11Park Operations Supt111Park Services Manager3(1)44



01-643 Park Support Services222Electrical Tech222Equipment Operator222Equipment Operator, Sr.111Forestry Technician444Labor Maintenance Worker11(1)2Park District Asst Supervisor1110Park Support Field Tech Supervisor222Park Plumbing/Pool Technician111Park Sign Technician111Park Support District Supervisor333Playground Maintenance Technician111Trail Maintenance Technician2121021

01-644 Grounds Maintenance Services District #1111Chemical Application Technician444Equipment Operator444Equipment Operator, Sr.111Irrigation Technician333Labor Maintenance Worker222Park District Assistant Supervisor111Park District Supervisor161616

01-647 Sports Turf. Maint. Services222Chemical Application Technician111Crew Leader444Equipment Operator444Equipment Operator, Sr.111Irrigation Installer333Irrigation Technician2(1)33Labor Maintenance Worker111Park District Supervisor111Park Irrigation Maintenance Supervisor19(1)2020

01-648 Grounds Maintenance Services District #2111Chemical Application Technician333Equipment Operator333Equipment Operator, Sr.111Irrigation Technician444Labor Maintenance Worker222Park District Assistant Supervisor111Park District Supervisor151515

01-649 Natural Resources111Equipment Operator222Equipment Operator, Sr.111Labor Maintenance Worker111Park Administrative Superintendent111Park Natural Resources Specialist666

01-651 Recreation Administration111Administrative Assistant, Sr.111Recreation Services Manager222Recreation Superintendent444


01-653 Special Programs111Recreation Coordinator111Recreation Supervisor222

01-654 PAC/NAT/JCP111Recreation Coordinator111Recreation Supervisor222

01-655 Tennis00(1)1Recreation Coordinator1110Assistant Recreation Supervisor00(1)1Tennis Professional11(1)2

01-656 Senior Services111Administrative Assistant333Recreation Coordinator111Recreation Supervisor555

01-658 Ground Maintenance District #3111Chemical Application Technician22(1)3Equipment Operator333Equipment Operator Sr.111Irrigation Technician33(1)4Labor Maintenance Worker222Park District Assistant Supervisor111Park District Supervisor111Park Operations Superintendent1414(2)16

01-661 Douglass Recreation Center111Recreation Aide22(1)3Recreation Coordinator111Recreation Supervisor44(1)5

01-662 Adult Sports111Recreation Coordinator1(1)22Recreation Supervisor2(1)33

01-663 Carpenter Park Recreation Center111Asst Recreation Center Supv444Recreation Coordinator111Recreation Supervisor666

01-664 Oak Point Center111Recreation Complex Supervisor555Recreation Coordinator222Recreation Supervisor888

01-665 Liberty Recreation Center111Asst. Recreation Center Supervisor333Recreation Coordinator111Recreation Supervisor555

01-667 Tom Muehlenbeck Center


111Recreation Complex Supervisor555Recreation Coordinator222Recreation Supervisor888

01-668 Oak Point Park Nature Preserve111Nature Preserve Superintendent111Park Ranger111Recreation Supervisor333

01-681 Library Administration2211Administrative Assistant, Sr.111Administrative Support Supervisor111Development Coordinator00(1)1Deputy Director of Libraries (transitional)111Director of Libraries111Library Technology Coordinator111Van Driver111Van Driver Supervisor8808

01-682 Technical Services00(1)1Acquisition Librarian Supervisor00(1)1Administrative Assistant, Sr.00(1)1Catalog/Process Librarian Supervisor1110Library Assistant00(1)1Library Services Representatives1110Library Technical Services Manager66(1)7Library Technician88(3)11

01-683 Harrington Library111Children's Services Librarian Supervisor222Library Assistant111Library Manager101019Library Services Representatives111Library Support Supervisor111Public Services Librarian Supervisor1110Public Services Librarian44(1)5Public Services Librarian, Sr.2121120

01-684 Schimelpfenig Library111Administrative Assistant, Sr.111Children's Services Librarian Supervisor11(1)2Library Assistant111Library Manager101019Library Services Representatives111Library Support Supervisor111Public Services Librarian Supervisor1110Public Services Librarian44(2)6Public Services Librarian, Sr.2121(1)22

01-685 Haggard Library111Administrative Assistant, Sr.111Children's Services Librarian Supervisor222Library Assistant111Library Manager9918Library Services Representatives111Library Support Supervisor111Public Services Librarian Supervisor


55(1)6Public Services Librarian, Sr.2121021

01-686 Special Library - MRL & GLHTA111Genealogy Librarian Supervisor111Library Technician111Municipal Reference Librarian111Public Services Librarian, Sr.444

01-687 Maribelle Davis Library00(1)1Administrative Assistant, Sr.111Children's Services Librarian Supervisor222Library Assistant111Library Manager101019Library Services Representatives111Library Support Supervisor111Public Services Librarian Supervisor666Public Services Librarian, Sr.2222022


01-688 Christopher Parr Library111Administrative Assistant, Sr.111Children's Services Librarian Supervisor111Library Assistant111Library Manager999Library Services Representatives111Library Support Supervisor111Public Services Librarian Supervisor111Public Services Librarian444Public Services Librarian, Sr.202020

01-711 Public Works Administration111Administrative Assistant, Sr.111Administrative Support Supervisor111Programmer Analyst II111Public Works Construction Superintendent111Public Works Operations Manager111Public Works Superintendent Traffic Operations666

01-719 Neighborhood Maintenance00 (1)1Transportation Engineering Tech00 (1)1

01-721 Engineering111Administrative Assistant, Sr.222Administrative Assistant, Tech111Administrative Support Supervisor00 (2)2Chief Engineer111CIP Budget Coordinator111Construction Inspection Supervisor55 (1)6Construction Inspector33 12Construction Inspector, Sr.1100Deputy Director of Public Works & Engineering111Director of Public Works & Engineering22 11Engineer, Sr.11 10Engineering Manager111Engineering Technician0 (1)11Engineering Technician, Sr.222Facilities Construction Coordinator, Sr.111Facilities Services Manager222Traffic Engineer I111Traffic Engineer II222Traffic Engineer, Sr.111Transportation Engineering Manager222Transportation Engineering Tech, Sr.31031031

01-742 Streets2 (1)33Construction Inspector, Sr.888Crew Leader555Equipment Operator666Equipment Operator, Sr.10 (1)1111Labor Maintenance Worker111Public Works Superintendent Streets Drng333Street/Drainage Supervisor35 (2)3737

01-743 Signals444Crew Leader444Labor Maintenance Worker111Traffic Signal Technician I


333Traffic Signal Technician II111Traffic Supervisor131313

01-744 Signs & Markings111Crew Leader333Labor Maintenance Worker222Sign Shop Technician444Signs & Markings Technician111Traffic Supervisor111111

1,618 (19)1,637 (12)1,649TOTAL GENERAL FUND

18-181 PTN111Video Engineer111Video Operations Manager3 (1)44Video Producer111Video Production Coordinator6 (1)77

18-281 Website Services111Assistant Webmaster111Webmaster222

8 (1)99TOTAL GOVT. ACCESS/CATV FUND

41-421 Customer & Utility Services111Administrative Assistant, Sr.111Administrative Coordinator111Assistant City Manager111Call Center Supervisor11 10Collections Representative111Collections Representative, Sr.111Collections Supervisor111Customer & Utility Services Manager22 11Customer & Utility Services Rep. I00 (2)2Customer & Utility Services Rep. II999Customer & Utility Services Rep., Sr.111Franchised Utilities Coordinator2020020

41-422 Field Service222Billing Representative, Sr.111CIS System Specialist

(1) (1) (2)1CUS Field Technician333CUS Field Technician Sr.111CUS Systems Specialist111Customer & Utility Services Rep., Sr.111Customer/Utility Services Manager444Field Services Specialist111Field Services Supervisor111Field Technology Supervisor44 22Meter Reader111Systems Support & Billing Supervisor222Systems Support Coordinator, Sr.2121021

41-723 Utility Engineering222Engineer, Sr.222


41-724 Utility Planning222GIS Technician111GIS Technician, Sr.333

41-761 Utility Maintenance Administration111Administrative Assistant, Sr.222Construction Inspector, Sr.222Crew Leader, Sr.222Customer Service Representative111Utility Coordinator111Utility Coordinator, Senior111Utility Operations Superintendent101010

41-762 Utility District #388 (2)10Crew Leader, Sr.11 10Inflow & Infiltration Coordinator888Labor Maintenance Worker111Utility Operations Supervisor1818 (1)19

41-763 Utility District #2777Crew Leader, Sr.111Equipment Operator333Equipment Operator, Sr.666Labor Maintenance Worker111Utility Operations Supervisor181818

41-764 Pumping Facilities333Crew Leader, Sr.222Labor Maintenance Worker111Pumping Facilities Instr. Tech.111Utility Operations Superintendent111Utility Operations Supervisor555Water Pump Station Operator131313

41-765 Meter Services666Crew Leader, Sr.555Labor Maintenance Worker111Meter Shop Technician111Utility Operations Supervisor131313

41-766 Utility District #166 15Crew Leader, Sr.111Equipment Operator333Equipment Operator, Sr.222Fire Hydrant Technician444Labor Maintenance Worker111Utility Operations Supervisor1717 116

41-767 Utility Cut Services222Crew Leader111Equipment Operator111Equipment Operator, Sr.666Labor Maintenance Worker111Street/Drainage Supervisor111111


41-769 Backflow Operations111Backflow & Meter Services Supv.333Backflow Prevention Inspector444

1501500150TOTAL WATER & SEWER FUND

45-712 Environmental Education & Community Outreach111Administrative Assistant, Sr.555Env Educ. & Com. Outreach Coordinator111Envi. Educ. & Com. Outreach Mgr111Sustain. Communications Coordinator111Sustainability Volunteer Coordinator999

45-714 Compost Marketing & Operations111Administrative Assistant, Sr.111Asst. Compost Operations Supv.111Compost Operations Supervisor111Compost Ops. and Marketing Mgr.111Equipment Operator101010Route Driver151515



45-717 Sustainability111Sustainability Project Coord.111

45-748 Environmental Waste Collections555Env. Waste Serv. Supervisor353535Route Driver333Route Driver, Sr.434343

45-749 Environmental Waste Administration222Administrative Coordinator222Customer Service Rep111Customer Service Rep, Sr.111Director of Sustain & Environmental Serv111Env. Waste Serv Ops Manager111Env. Waste Serv Superintendent888

45-751 Special Waste111Equipment Operator, Sr.222Household Chemical Collections Technician444Refuse Collector222Route Driver111Special Waste Services Supv101010

45-752 Commercial Diversion111Administrative Assistant, Sr.111Commercial Diversion Supv444Commercial Recycling Coord111Route Driver777

939393TOTAL SUSTAINABILITY & ENVIRONMENTAL SVCS FUND

46-125 Convention & Visitors Bureau111Administrative Assistant, Sr.111Booking/Event Coordinator111Convention & Visitors Bureau Manager33 12Sales Consultant00 (1)1Sales Consultant, Sr.6606

46-128 Civic Center Operations111Administrative Assistant, Sr.111Audio/Visual Technician222Banquet Chef444Banquet Server111Banquet Supervisor222Booking/Event Coordinator111Catering Sales Coordinator333Crew Leader111Executive Chef111Facility Maintenance Mechanic II111Food Outlet Supervisor111Food Sales & Services Supervisor111Food Services Coordinator00 -0Labor Maintenance Worker111Offsite Food Service Coordinator22 (1)3Plano Centre Attendant



111Plano Centre Financial Specialist11 10Plano Centre Groundskeeper111Plano Centre Manager111Plano Centre Support Services Supervisor111Sales Consultant2828 -28

3434034TOTAL CONVENTION & TOURISM FUND

47-471 Municipal Drainage Operations444Crew Leader444Equipment Operator222Equipment Operator, Sr.666Labor Maintenance Worker111Pub Works Asst Supt Streets Drg111Street/Drainage Supervisor181818

47-472 Municipal Drainage Administration111Engineer II111Engineer, Sr.111Mapping / Information Tech333

47-473 Storm Water111Storm Water Program Administrator (transfer from 582)222Storm Water Specialist333

242424TOTAL MUNICIPAL DRAINAGE FUND

48-673 Golf Course Maintenance333Equipment Operator111Equipment Operator, Sr111Golf Course / Park Operation Equipment Mechanic11 10Golf Superintendent00 (1)1Head Greenskeeper111Irrigation Technician7707

777TOTAL GOLF COURSE FUND

51-051 Recreation Revolving Programs222Gymnastics Head Coach00 (1)1Playground Coordinator00 (2)2Recreation Aide555Recreation Coordinator222Recreation Supervisor99 (3)12

99 (3)12TOTAL RECREATION REVOLVING FUND

55-232 Building Security Fee111Public Safety Officer111

111TOTAL BUILDING SECURITY FEE

61-342 Fleet Services111Administrative Assistant, Sr111Apprentice Automotive Technician



888Automotive Technician444Fire Emergency Vehicle Technician111Fleet Coordinator111Fleet Coordinator, Sr.111Fleet Manager111Fleet Representative111Fleet Superintendent333Fleet Supervisor111111Heavy Truck & Equipment Technician1 (1)22Labor Maintenance Worker0 (1)11Welder/Fabricator34 (2)3636

34 (2)36036TOTAL FLEET & EQUIPMENT SERVICES FUND

63-322 Print Shop Services00 (1)1Administrative Assistant, Sr.00 (2)2Print / Bindery Operator00 (1)1Print / Bindery Operator Sr.00 (4)4

63-323 Mail Services00 (2)2Mail Clerk00 (2)2

00 (6)6TOTAL OFFICE SERVICES FUND

64-364 Inventory Control/Asset Disposal1110Buyer00 (1)1Contract Specialist111Inventory Control Supervisor33 12Inventory Control Technician33 (1)4Inventory Technician, Sr.88 -8

8808TOTAL WAREHOUSE FUND

65-117 Risk Management111Administrative Assistant, Sr.111Claims Coordinator111Loss Control Specialist111Risk Manager111Risk Program Manager555

555TOTAL PROPERTY/LIABILITY LOSS FUND

66-395 Technology Services222Administrative Assistant, Sr.111Desktop Manager444Desktop Technician333Desktop Technician, Sr.111Director of Technology Services111Info Svcs Budget Analyst111Infrastructure Manager8 (1)99Network Engineer111Network Engineer, Sr.111Network Services Supervisor111Programmer Analyst I222Programmer Analyst II777Programmer Analyst, Sr.



111Special Projects Manager111Systems & Programming Manager111Technical Manager111Technical Svcs Ops Manager37 (1)3838

66-396 Public Safety Systems Support333Programmer Analyst II555Programmer Analyst. Sr.111Public Safety System Support Manager999

66-397 Telecommunications111Administrative Assistant, Sr.111Support Services Manager111Telecommunications Analyst111Telecommunications Coordinator444

50 (1)5151TOTAL TECHNOLOGY SERVICES FUND

76-226 Economic Development111Administrative Assistant111Administrative Assistant, Sr.111Director Business Retention & Expansion111Director Economic Development111Director of Marketing & Redevelopment555

555TOTAL ECONOMIC DEVELOPMENT FUND

86-276 Juvenile Case Manager111Juvenile Case Manager111

111TOTAL JUVENILE CASE MANAGER FUND

87-282 Traffic Safety Fund22 11Police Officer2211

22 11TOTAL TRAFFIC SAFETY FUND

2,049 (23)2,072 (20)2,092GRAND TOTAL ALL FUNDS


2010-11 Personnel Worksheet -Part-Time Positions by Department

10-1110-1109-1009-1009-10BudgetChangesRe-Est.ChangesBudgetDepartment / Position

01-112 City Manager111Public Information Assistant111

01-118 School Crossing Guard Program333Crossing Guard Supervisors111School Crossing Guard Program Coordinator717171School Crossing Guards757575

01-214 Municipal Court Administration111Municipal Court Clerk I111Municipal Court Clerk II222

01-321 Records Management111Micrographics Technician111

01-385 Volunteer Resources00(2)2Volunteer Coordinator00(2)2

01-532 Police111Administrative Assistant, Sr.111Police Alarms Assistant222Police (Officer) Intern7725Police Records Assistant111129

01-534 Public Safety Communications555PSC Specialist111Public Information Splst666

01-536 Plano-Richardson Training Center111Range Technician111

01-583 Animal Services222Kennel Attendant111Veterinarian333

01-619 Property Standards111Property Standards Specialist111

01-623 Rental Registration & Inspection0(1)11Administrative Assistant0(1)11

01-624 Building Inspections1(1)22Inspection Assistant111Plumbing Inspector111Sign Collector3(1)44

01-631 Parks & Recreation Administration1110Customer Service Representative1110

01-632 Creative Arts5(1)66Theater Attendant5(1)66



01-633 Marketing / Special Events00(1)1Customer Service Representative00(1)1

01-635 Park Planning111Parks & Recreation Intern111

01-636 Athletic Operations00(2)2Athletic Facilities Assistant00(2)2

01-638 Park Technical Services0(1)11Project Manager0(1)11

01-654 PAC/NAT/JCP888Head Lifeguard II383838Lifeguard464646

01-655 Tennis111Labor Maintenance Worker777Recreation Aide111Tennis Center Assistant999

01-656 Senior Services222Recreation Aide111Senior Services Van / Bus Driver333

01-657 Interurban Railway Museum222Interurban Railway Station Docent222

01-661 Douglass Recreation Center101010Recreation Aide101010

01-662 Adult Sports111Administrative Assistant111Athletic Program Rep.0(2)22Recreation Aide2(2)44

01-663 Carpenter Park Recreation Center141414Recreation Aide141414

01-664 Oak Point Center555Head Lifeguard II454545Lifeguard151515Recreation Aide656565

01-665 Liberty Recreation Center222Head Lifeguard II777Lifeguard101010Recreation Aide191919

01-667 Tom Muehlenbeck Center141414Head Lifeguard II505050Lifeguard242424Recreation Aide888888

01-668 Oak Point Park Nature Preserve0(2)22Recreation Aide0(2)22

01-681 Library Administration

3330Library Services Representative (2 PoolPositions)

2211Public Services Librarian (2 Pool Positions)



111Van Driver6642

01-682 Technical Services222Library Services Representative222

01-683 Harrington Library111Admin Assistant Sr.8835Library Services Representative111Public Services Librarian, Sr.101037

01-684 Schimelpfenig Library888Library Services Representative1110Public Services Librarian11(2)3Public Services Librarian, Sr.1010(1)11

01-685 Haggard Library121248Library Services Representative00(3)3Public Services Librarian4413Public Services Librarian, Sr.1616214

01-686 Special Library - MRL & GLHTA111Library Services Representative111

01-687 Maribelle Davis Library1414311Library Services Representative111Public Services Librarian, Sr.1110Administrative Assistant, Sr.1616412

01-688 Christopher Parr Library9936Library Services Representative111Public Services Librarian, Sr.101037

01-711 Public Works Administration111Project Manager111

01-742 Streets1110Construction Inspector1110

442(8)45014436TOTAL GENERAL FUND



18-181 PTN111Assistant Video Producer111

001TOTAL GOV'T ACCESS/CATV FUND

41-421 Customer & Utility Services111Customer & Utility Services Rep. I111

41-422 Field Service111Field Service Specialist111Meter Reader222

333TOTAL WATER & SEWER FUND

45-714 Compost Marketing & Operations111Customer Service Rep.111Customer Service Rep. Sr.111Route Driver1110Route Driver (T)4413

45-748 Environmental Waste Collections222Substitute/Temp Route Driver Positions222

45-749 Environmental Waste Administration111Customer Service Rep.111

7716TOTAL SUSTAINABILITY & ENVIRONMENTALSVCS FUND

46-125 Convention & Visitors Bureau111Convention & Visitors Bureau Intern111Public Information Assistant222

46-128 Civic Center Operations111Administrative Assistant111Assistant Audio Visual Tech131313Banquet Server777Concession Worker111Convention Services Coordinator444Custodian111Food Preparation Attendant666Plano Center Attendant000Project Manager444Refreshment Cart Attendant383838

404040TOTAL CONVENTION & TOURISM FUND

000TOTAL MUNICIPAL DRAINAGE FUND

48-673 Golf Course Maintenance



222Equipment Operator222

222TOTAL GOLF COURSE FUND

51-000 Recreation Revolving Programs *222Bus Driver222Day Camp Coordinator191919Day Camp Counselor222Fishing/Sports Camp Coordinator333Gymnastics Assistant Head Coach777Gymnastics Coach222Masters Swim Coach111Playground Coordinator151515Playground Leader212121Recreation Aide666Recreation Coordinator606060Swimming Teaching Assistant202020Swimming Teaching Assistant, Sr.111Teen Adventure Coordinator363636Water Aerobics Instructor116116116Water Safety Instructor I888Water Safety Instructor II321321321

* 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.

321321321TOTAL RECREATION REVOLVING FUND

000TOTAL BUILDING SECURITY FEE

000TOTAL FLEET & EQUIPMENT SERVICES FUND

000TOTAL OFFICE SERVICES FUND

64-364 Inventory Control/Asset Disposal111Inventory Control Technician111

111TOTAL WAREHOUSE FUND

000TOTAL PROPERTY/LIABILITY LOSS FUND

000TOTAL TECHNOLOGY SERVICES FUND

000TOTAL ECONOMIC DEVELOPMENT FUND

817 (8)82515810GRAND TOTAL ALL FUNDS


2010-11 Position Changes Summary2009-10 MID-YEAR POSITION CHANGES

Salary &Benefits#PositionDepartment

GENERAL FUND($70,804) (1)Publishing CoordinatorPublishing($155,663) (2)Sr. Publishing Coordinator

$60,640 1Volunteer CoordinatorVolunteer Resources($52,241) (1)Police Alarm AssistantPolice($111,181) (1)LieutenantFire($45,912) (1)Public Information AssistantBuilding Inspections($30,428) (1)Tennis ProfessionalTennis($48,605) (1)Equipment OperatorGround Maint. District #3($45,912) (1)Labor Maintenance Worker($60,640) (1)Recreation CoordinatorDouglass Recreation Center($85,702) (1)Acquisition Librarian SupervisorLibrary Technical Services($86,695) (1)Catalog/Process Librarian Supervisor($49,097) (1)Library Services Representatives($65,481) (1)Transportation Engineering TechNeighborhood Maintenance($847,721) (13)

($12,246) (1)Playground CoordinatorRecreation Revolving($41,109) (2)Recreation Aide($53,355) (3)($52,241) (1)Administrative Assistant, Sr.Print Shop Services($97,210) (2)Print / Bindery Operator($52,241) (1)Print / Bindery Operator Sr.($201,693) (4)

(20)FULL-TIME POSITIONS TOTAL


2010-11 POSITION CHANGES

Salary &Benefits#PositionDepartmentFULL-TIME

GENERAL FUND($71,596) (1 )Facilities Construction CoordinatorFacilities Maintenance($56,895) (1 )Administrative Assistant, SrHuman Resources($171,697) (1 )Director Human Resources

$93,270 1Radio Technician , Sr.Public Safety Communications($49,607) (1 )Administrative AssistantFire Civilian($74,797) (1 )Environmental Health SpecialistHealth($95,628) (1 )Data Base AdministratorPlanning($123,405) (1 )Long Range Planning Manager($57,348) (1 )Administrative Assistant, SrBuilding Inspections($66,713) (1 )Administrative Support Supervisor($151,416) (2 )Building Inspector, Sr($79,453) (1 )Creative Arts Complex SupervisorCreative Arts($61,971) (1 )Cultural Programs Coordinator($118,071) (1 )Community Resources ManagerMarketing/Special Events($59,819) (1 )Park Field Services SpecialistAthletic Operations($100,882) (1 )Park Operations SuptPark Administration($48,404) (1 )Labor Maintenance WorkerSports Turf. Maint. Services($83,630) (1 )Recreation SupervisorAdult Sports$70,102 1Dep. Director Public Works & EngineeringEngineering

($66,713) (1 )Engineering Technician, Sr.($72,108) (1 )Construction Inspector, Sr.Streets($46,879) (1 )Labor Maintenance Worker

($1,493,659) (19)Sub-Total General Fund - FT

GOVT. ACCESS/CATV FUND($76,368) (1 )Video ProducerPTN($76,368) (1 )Sub-Total CATV Fund - FT

FLEET & EQUIPMENT SERVICES FUND($54,343) (1 )Labor Maintenance Worker61-342 Fleet Services($53,434) (1 )Welder/Fabricator($107,777) (2 )Sub-Total Fleet Services - FT

TECHNOLOGY SERVICES FUND($96,140) (1 )Network EngineerTechnology Services($96,140) (1 )Sub-Total Technology Services - FT

($1,773,944) (23)FULL-TIME POSITIONS TOTAL


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STRATEGIC PLANNING PROCESS

At the City Council Retreat in June 2010 the Councilagreed upon the Goals for 2010-2015 and the ActionPlans for Fiscal Year 2010-11.

CITY OF PLANO GOALS 2010-2015

1. FINANCIALLYSTRONGCITYWITHSERVICEEXCELLENCE

2. SAFE LARGE CITY

3. STRONG LOCAL ECONOMY

4. GREAT NEIGHBORHOODS - 1ST CHOICETO LIVE

5. EXCITINGURBANCENTERS - DESIGNATIONFOR RESIDENTS AND GUESTS

6. PARTNERING FOR COMMUNITY BENEFIT

Financially Strong City with Service Excellence

1. Balanced, reliable revenue sources to includethe tax rate to support defined services, servicelevels and investing in the future.

2. Services delivered in the most cost effectivemanner.

3. Investing in maintaining city infrastructure andfacilities.

4. Maintaining “AAA” bond rating.5. City services and service level responsive to the

needs of residents.6. Effective use of technology to enhance service

delivery, operating efficiencies and informationto citizens.

Safe Large City

1. Low crime rate – crimes solved, criminals goingto jail.

2. Timely response to an emergency call for servicemeeting city standards.

3. Public safety departments working with thecommunity and residents sharing responsibilityfor community safety.

4. Residents feeling and being safe in homes, intheir neighborhoods and in the community; andcomfortable to report problems to the Police.

5. Visible and known Police presence in thecommunity and in neighborhoods.

6. Effective use of technology to make ourcommunity safe and keep residents informed.

7. Community prepared for disaster response andrecovery.

Strong Local Economy

1. City having the reputation as having a “businessfriendly” environment.

2. Retention and growth of Plano’s businesses.3. Plano recognized as a “major business center:

with headquarters for major corporations.4. Strong healthy retail businesses with unique

shopping.5. Diverse new businesses attracted to Plano.

Great Neighborhoods – 1st Choice to Live

1. Young professional families moving into matureneighborhoods.

2. Well maintained city infrastructure and facilities,trees and streetscapes.

3. Increase homeownership in matureneighborhoods.

4. Upgrade the quality and livability of older homes.5. Convenient access to services needed on a daily

basis, shopping and leisure opportunities.

Exciting Urban Centers – Destination forResidents and Guests

1. Vibrant downtown as a destination forentertainment and eating with a reputation as aunique place to go.

2. Legacy Center continuing to develop as an urbancenter.

3. Collin Creek revitalized as a regional destination.4. Retail and services to support residents in urban

centers.5. Revitalized older shopping centers.6. Selected four-corner shopping areas developed

as mixed use developments: retail, residential,and services.

Partnering for Community Benefit

1. Enhance relationship and partnership with thePlano Independent School District.

2. Active participation and leadership in regionalorganizations.

3. City involving residents and corporations inprograms and service delivery throughvolunteerism and partnerships.

712010-11 City Manager's Recommended BudgetStrategic

Plan

4. Working with other cities to address regionalissues.

5. Enhance relationship and partnerships with thefaith based community.

6. Relationship and partnerships with diversecultural groups.

POLICY ACTIONS 2010-11


1. Budget 2010-11 and Three-Year ForecastService PriorityTax Rate

2. Alcohol Package Sale: Direction3. Water/Sewer Capital Projects and Funding

Update of 5-Year CIPEvaluate Costs of Selling BondsRates Adjustment

4. Economic Development: Funding increase

Safe Large City

1. Continuing as one of the safest cities in Texasand the nation.

2. Maintaining appropriate public safety staffing.3. Use of technology: communication, prevention

and enforcement.4. Cost and funding for public safety.5. Legislative actions by federal and state

governments.


1. R/T Plan and Regulations: Review2. Convention Venue: Analysis, study and direction

Plano CentreMajor hotel

Great Neighborhoods - 1st Choice to Live

1. Douglas Center: Management

ExcitingUrbanCenters - Destination for Residentsand Guests

1. Cotton Belt/Red Line Interchange2. TIF #2 Financing plan and land acquisition3. Arts of Collin County

Referendum (Frisco)Issue Debt (Frisco)Funding: Operation and Debt


1. Collin County Elected City Officials PartnershipMeeting: Initiated

2. City-School StrategyMeeting of liaisons

MANAGEMENT ACTIONS 2010-11


1. Information Technology Long Term Plan:Complete Plan (6/10)

2. Retirements and Succession Planning3. Performance Measurement System4. National Public Safety Collective Bargaining Bill:

Preparation by the City5. Healthcare Reform: Analysis of impact on the

City6. Energy Efficiency CDBG: Actions

Safe Large City

1. Radio System Replacement2. Comprehensive City Emergency Management

Plan: Update3. Red Light Camera: Expansion4. Public Safety Services Communication and

Information to Residents: Alternative Modes


1. Job and business opportunities for residents.2. Diverse city tax base reducing the burden on

residential taxpayers.3. Convenient access to work allowing for more

personal time.4. Businesses continuing to invest in Plano.5. Corporations and businesses contributing to the

community.


1. Private Neighborhood Infrastruction/PrivateAmenities Owned by HOAs:InventoryInspection

2. Residential Modernization Handbook (6/10)3. Comprehensive Plan: Update (2011)4. Zoning Ordinance: Update5. Neighborhood Enhancement Tool: Data Base

and Maps

2010-11 City Manager's Recommended Budget72StrategicPlan

6. International Building Code: Adoption7. Residential Energy Code: Adoption


1. Interest and enthusiasm in downtown Plano.2. Working with current businesses and property

owners.3. Assembling land into critical mass.


1. Corporate CEO Roundtable: Development

ON THE HORIZON 2011-2015


1. Haggard Farm: Acquisition2. Employee ideas for cost savings and efficiencies

program.3. Public Communications: Upgrade (website,

corporate "Face" spokesperson), City Finances4. City funding for outside organizations (Historic

and Arts).5. Hall Tract: Acquisition

Safe Large City

1. Fire Station #132. Animal Shelter expansion3. Moto Mesh system completion4. Emergency Operation center


1. Collin Creek Mall strategy and redevelopmentoptions.

2. Strategies for aging retail centers: policy,direction and funding sources.

3. Shop Plano partnership with the Chamber ofCommerce: Direction

4. Central Expressway corridor revitalization plan.


1. Incentives for housing renovation/upgradeprogram: Development and Funding

2. Liberty Community Center: Upgrade

3. Rental Inspection for single family residences:Study, Direction and Funding

4. Oak Point Park Development: Funding5. Preservation Plan: Update (Heritage

Commission)


1. Parker Road Station: Development2. Attraction of Downtown business (grocery store,

drug store)3. Downtown Vision: Update


1. Community Building Event: Direction, Funding,Sunset

2. Faith Based Community Strategy: Matchvolunteers with needs

3. International Festival - One Event

732010-11 City Manager's Recommended BudgetStrategic

Plan


2010-11 City Manager's Recommended Budget74StrategicPlan

City Secretary

MissionResponsible for receiving, monitoring, and previewingCouncil agenda items; for timely disbursement of theagenda packet utilizing current technologies in orderto expedite the process; for the recording andaccurate composition of the official minutes of all CityCouncil meetings; for maintaining the official recordsof the City; for ensuring that all legal publications areprocessed; for responding to open records requestby the public and in-house in compliance with newlegislation and working to formulate web access ofnewly adopted City ordinances and resolutions witha two-year retention period online; for the timely andaccurate posting of all City meetings of the CityCouncil and those applicable boards andcommissions; for the processing and monitoring ofthe boards and commissions; for conducting of allmunicipal elections which have included ongoingnegotiations with Collin and Denton County inresolving a split by the counties of voterrepresentation which also included Denton Countyvoting site negotiations; and the processing andissuing of mixed beverage, mixed beverage with latenight hours, and continuation of off-premise beer andwine permits, and subsequent annual renewals.

2010-11 Objectives

Election – Coordinate the General Election inMay 2011.Expand the use of technology in theboard/commission appointment process,storage/access of documents and offer supportfor use of the paperless agenda packet.Alcohol Permitting – Continue processingincoming new and renewal applications.Certifications – Continue work towards TexasMunicipal Clerk Association recertification of CitySecretary and certification of Assistant CitySecretary.Continue to provide prompt and courteousservice to all citizens and in-house users andoffer increased information via the website.

Budget HighlightsThe 2010-11 City Secretary’s Recommended Budgetincludes a reduction in Outside Printing costs of$6,000 and a funded supplement of $30,000 for aMay 2011 City Council election. Also included is afunded revenue supplement in the amount of $60,000for an anticipated increase in alcohol permitrevenues. In 2009-10 there were reductions totaling$10,942 in operation costs and 2008-09 included theelimination of one (1) part-time position.

2009-102010-112009-102009-102008-09Program Expenditures% ChangeBudgetEstimateBudgetActual

-5.1%$251,124$256,919$264,700$257,035Salaries & Wages38.3%76,903238,03555,61289,756Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay2.4%$328,027$494,954$320,312$346,791TOTAL

Personnel Summary

3333Total Full-Time0000Total Part-Time

Program Measures

42404539Council Meetings (Agendas/Minutesprepared)

475475550543Number of Council Items Processed500500450460Number of Pages of Code Revised1201Elections Conducted

15092175344Legal Publications350350350379Alcohol Renewals700700700700Records Requests (Public and In-House)

752010-11 City Manager's Recommended BudgetGeneralFund

Human Resources

MissionProvide services related to recruiting and retainingthe most qualified individuals to the organization.This is accomplished by administering programs thatare in keeping with the organization's efforts toprovide competitive wages and benefit packages thatmeet the changing needs of our employees and theirfamilies, and foster a comfortable work environment.

2010-11 Objectives

Eliminate paper and streamline performanceevaluation process by working with several largedepartments to electronically manage and storecompleted performance evaluation forms.Eliminate paper and streamline Open Enrollmentprocess by providing all Workbooks and packetmaterials through electronic mail and Internetsite.Continue review of both job task analyses andjob descriptions as a result of new American withDisabilities Act guidelines.Continue review of all benefits programs tocontinue savings.Continue to renegotiate contracts for savings.For the Wellness Program (Health Claims Fund-078) our target will be to reduce the MedicalCenter of Plano services as well to save between$50,000 and $65,000 as their fees increase by3%.Ensure that the City is in compliance with State,local and federal employment laws.

Continue to conduct on site individualizedtraining on Family Medical Leave and otheremployment related matters to departments.Conduct timely impartial investigations.Respond to Equal Employment OpportunityCommission charges of illegal discrimination.Review employee of the year program andupdate as needed.Respond to Texas Workforce Commissioncharges and participate in hearings and follow-upwhen needed.Assist departments in finalizing disciplinarydocuments.Continue to work with departments proactivelyon matters to minimize and/or prevent situationsfrom becoming problematic.Update HR policies as needed.Move all Retirement Security Plan and CivilService documents to the electronic documentimaging system.Continue effort to secure a pre-65 retiree healthplan.

Budget HighlightsThe 2010-11 Human Resources RecommendedBudget includes reductions totaling $235,081.Reductions include the elimination of a second SeniorAdministrative Assistant position ($56,895); a 10%reduction ($6,489) in Dr. Tony Picchioni’s contract;and the elimination of the HR Director position dueto her appointment to Deputy City Manager($171,697).


-19.5%$951,509$1,076,866$1,182,474$1,178,941Salaries & Wages-4.0%348,616438,893363,133373,927Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay

-15.9%$1,300,125$1,515,759$1,545,607$1,552,868TOTAL

Personnel Summary


Program MeasuresActivity

2,0001,9912,0002,032Total Full-Time Employees*11,000*5,269*14,000*15,878Total Applications Processed5,0004,8675,0004,899Lives Covered under the City's Health Plan

Performance11.010.79.010.4Average Employee Tenure (years)

10.0%6.0%10.0%8.3%Annual Employee Turnover (%)70%w/Civil Serv. .55%

w/0 C.S.70%w/Civil Serv. .55%

w/0 C.S.60.0%70%w/Civil Serv. .55%

w/0 C.S.Employee Salaries at or above Market Target (%)92% - Employee 80%

- Dependent94% - Employee 87%

- Dependent90.0%94% - Employee 87%

- DependentAverage City Contribution Toward Employee andDependent Health Care Premiums (%)*Does not include Civil Service

2010-11 City Manager's Recommended Budget76GeneralFund

Management Preparation Program

MissionThe Management Preparation Program (MP3) is thesuccession planning program for the City. Theprogram prepares current employees for next-levelexecutive management positions in the City inpreparation for the anticipated retirement of the City’scurrent management team. The program isadministered by the Human Resources Department.

2010-11 Objectives

Continue review of cumulative group projectrecommendations and implementation of same.Continue to respond to e-mail and phonerequests for information on MP3.Continue review of the program to examine theeffectiveness of the program as necessary tomeet the goals and needs of the City.The number of participants in the 2011 class willbe determined by the applications received andthe assessment center results. The goal is tokeep the participant level at 6 – 8 as to buildcohesiveness within the group that can becarried forward in the careers at the City ofPlano.

MP3 has continued to seek to provide anoutstanding experience for its participants whileusing its resources wisely.MP3 is a calendar year program. Consequently,it spans two budget years. Despite a budget of$19,800, only $11,043 was spent in FY08-09;thus far, in FY09-10, only $363 of its $19,800budget has been used.

Budget HighlightsThe 2010-11 Management Preparation ProgramProposed Budget includes reductions totaling$11,800. Reductions include: Publications ($1,000);Outside Printing ($1,700); Travel/ProfessionalDevelopment ($3,000); Contracts-ProfessionalServices ($4,900); Equipment Rentals ($600); andLeased Space ($600).


0.0%$0$0$0$0Salaries & Wages-59.6%8,00019,89419,80011,016Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay

-59.6%$8,000$19,894$19,800$11,016TOTAL

Personnel Summary



88610Number of participants in program10101014Responses to other organizations1111Group project

Performance

100%100%100%100%Successful completion of program byparticipants (%)

3315Presentations at seminars,conferences


Professional Development Center

MissionEnhance knowledge and skills through personal andprofessional development by providing consulting,training, and support which has a positive effect onthe performance of City of Plano employees

2010-11 Objectives

The goals for the Professional DevelopmentCenter(PDC) in FY2010-11 are based on developingand implementing performance based training andto deliver such training in more efficient and effectivemanner. The PDC will strive to be a partner withdepartments to enhance their employees’performance and will provide tools and services thatenable employees to develop skills to better achieveorganizational goals. We will meet these goalsthrough the following objectives:

Exploring the possibility of implementing aLearning Management System to centralizeorganization’s training activities.Implementing a robust online training platformto deliver more cost-effective training.Partnering with departments to providecustomized training needs.Partnering with departments to centralizecertification records.Researching the possibility of making PDCclasses Continuing Education Unit certified.Partnering with external entities to generaterevenue.Researching the possibility of incorporatingmoresoftware application training into the ProfessionalDevelopment curriculum.

Researching the possibility of restructuring thedepartment to streamline processes and operatemore efficiently.Successfully conducting a program evaluationto ensure our training structure still meetsorganizational needs. Results will affect 2010-11objectives.Providing in-service training over a six-monthtime frame for the Plano Police Department tosatisfy the mandatory Diversity training the Cityof Plano requires.Providing team building training over two weeksfor the management team of the City’s sixLibraries.Providing all-day stress relief/team buildingseminar for the Budget Department.Beginning groundwork to develop online trainingplatform: Family Medical Leave Act andWorkplace Harassment classes are nowaccessible online.Partnering with Emergency Management tocentralize National IncidentManagement Systemcertifications records in order to maintain neededgrant money.Partnering with Public Safety Communication tocentralize their department’s training records.Entering into an Inter-Local Agreement with theCity of Murphy for employees from Murphy toattend classes: we anticipate revenue of $8,660this fiscal year.

Budget HighlightsThe 2010-11 Professional DevelopmentRecommended Budget includes reductions totaling$23,398. Reductions include: Food ($14,475);Outside Printing ($4,750); and Contracts-Other($4,173).


13.7%$343,783$268,574$302,382$293,343Salaries & Wages-15.8%133,785243,473158,959165,734Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay3.5%$477,568$512,047$461,341$459,077TOTAL

Personnel Summary



250220300297Internal traning sessions offered0305Department interventions0000Online subscriptions - technical2200Online subscriptions - soft skill00063Tuition reimbursement requests processed00063Tuition reimbursement participants28282422Supervisor development program completions00200Certificates in Service Excellence granted

Performance4,0003,2724,8004,283Participants4.504.504.504.50Average evaluation scores (5 pt scale)$0$0$0$775Average tuition reimbursement payment per participant


Volunteer Resources

MissionThe Volunteer Resources Group has three programs;all are committed to encouraging citizen participation,developing money-saving programs, and respondingto the needs of the Plano community, while enhancingmunicipal services.

2010-11 Objectives

Work with Therapeutic Recreation (TR) to setup all activities on-line for summer volunteers.Research and develop new positions forlong-term and professional volunteers within Citydepartments.Collaborate with Community Development tocreate a Helping Partners Referral Program.Hold four VIP roundtables for supervisors tolearn more about managing volunteers anddiscuss concerns.Share more training opportunities with VIPsupervisors.Hold an EVRC class/exercises for CommunityEmergency Response Team (CERT) volunteers.

Spend more time out in the field visitingdepartments and talking to supervisors andvolunteers.Work with Webmaster to update VIP websiteand add new technology, such as FLASH andinteractive surveys.RedesignWorkplace CARESMentoring and JobShadowing programs.Work with Emergency Management to reactiveCitizen Corps Council.Continue to research and develop new positionsfor long term and professional volunteers.Provide greater support to City Departments byre-organizing workload and personnel.

Budget HighlightsThe 2010-11 Volunteer Resources RecommendedBudget includes reductions totaling $5,702.Reductions include: replacement of two part-timeVolunteer Coordinator positions with one full-timeVolunteer Coordinator position ($4,996); andreductions in Operation and Maintenanceexpenditures ($706).


-3.4%$140,866$142,650$145,862$158,960Salaries & Wages-5.1%13,11813,82413,82417,258Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-3.6%$153,984$156,474$159,686$176,218TOTAL

Personnel Summary


Program Measures

5,0005,0005,0005,000Active Volunteers80,00097,00080,00097,800Hours Contributed3,0002,5003,0002,500Workplace CARES (Active Hours)

$1,480,000$1,600,000$1,480,000$1,809,684Value of Contributions ($)


Internal Audit

MissionInternal auditing is an independent, objectiveassurance and consulting activity that assists the Cityin achieving its objectives.

2010-11 Objectives

Conduct audits requested by the Internal AuditCommittee.Complete requested special projects.

Budget HighlightsThe 2010-11 Internal Audit Recommended Budgetincludes no new programs, enhancements, orpersonnel requests.



Personnel Summary


Program Measures

2,5002,5002,5002,500Audit Hours


Budget & Research

MissionDevelop, coordinate, and monitor the City’s spendingplans including the annual Operating Budget and theCommunity Investment Program. Perform programevaluations to determine the effectiveness andefficiencies of departmental service levels. Also, thisdepartment prepares regular analyses of the City’srevenues and expenditures, as well as special studiesaddressing financial management issues.

2010-11 Objectives

Conduct the Citizen Survey.Transfer the CIP into the Limehouse format.Revise priority system within the Core BusinessMatrix.Link performance measures to the CoreBusiness Matrix.Continue implementing the ICMA PerformanceMeasurement System.Review and monitor bills for the 82nd LegislativeSession.Serve on the Peoplesoft HR/Payroll UpgradeProject Team.Continue work on the sales tax model and water& sewer rate model.

Budget HighlightsThe 2010-11 Budget & Research RecommendedBudget includes a supplemental reduction of $10,000for outside printing due to software that publishes tothe Web, therefore reducing printing costs for allBudget documents.


4.3%$708,416$696,502$679,342$662,079Salaries & Wages-13.5%75,14076,84686,84675,029Operations & Maintenance5.0% (46,758) (45,804) (44,543) (44,238)Reimbursements0.0%0000Capital Outlay2.1%$736,798$727,544$721,645$692,870TOTAL

Personnel Summary


Program Measures

99999999Agenda items reviewed within 1 day(%)

300285280240Budget Adjustments45404035Special Projects


Collin County Cultural Arts

MissionCreate an environment where all citizens can shareand enjoy in the full diversity and vitality of the arts.

2010-11 Objectives

Develop a proposed operating, fundraising andcapital budget based on the objective ofbeginning construction as soon as possible.Begin construction as soon as possible – withconsensus of Owner Cities fall 2010.Keep permanent staffing at current level untilconstruction is approved.Based on input from the City Managers we arecommitted to ensure the budget does not usecity funding in these areas:Marketing & fundraising related to capitalcampaign.Consultant to identify and secure majorsponsorship partners.Any additional costs related to stand alonemarketing center/office.Construction of Six Cities Trail & Ridgeview Trail(funded by County Open Space Grant).Once the cities approved the ContributionAgreement and construction is scheduled tobegin, the following items contained in thebudget will be implemented:Hire Owners Representative.Add marketing/development position mid-year.Manage groundbreaking events; begin focus onendowment/annual fund.Maintain aggressive efforts to retaincommitments for low bid prices through monthlymeetings with Hunt Construction and BooraArchitects.

Continue to work with cities to bring moreMember Cities into the partnership from bothCollin and Denton counties.Provide on-going support to the ACC AdvisoryCommittee; conduct bi-monthly meetings;explore expansion of committee role.Continue to seek financial support of the projectat the national and state level, as well as throughbanking institutions and grant applications topublic and private foundations and agencies.Focus major fundraising emphasis on largedonations and sponsorship opportunities.Continue all private fundraising efforts to fullyfund Phase One, establish endowment, andreserve for building operations andmaintenance.Continue all marketing and public awarenessefforts.Increase involvement with the ISDs in all Ownerand Member cities through awareness andeducation program with the PTAs and Fine ArtsDepartments.Create a Business Executives Advisory Boardto further expand fundraising efforts.Expand presentation capability withwell-informed, experienced speakers; “speakersbureau” with representatives from everycommunity.Implement Public Art Advisory Committee thatwas approved as part of the Master Plan.

Budget HighlightsThe 2010-11 Collin County Cultural ArtsRecommended Budget includes $254,267 forcontractual professional services associated with thesupport of the operating budget of Collin CountyCultural Arts. This figure is based on the proportionalshare of the three owner and two member cities'combined 2010 population estimates.


0.0%$0$0$0$0Salaries & Wages-20.2%254,267318,727318,727382,376Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay0.0%$254,267$318,727$318,727$382,376TOTAL

Personnel Summary

0.0%0000Total Full-Time0.0%0000Total Part-Time


Finance Administration

MissionFinance Administration is responsible for financialanalysis and reporting, development of financialpolicies and economic analysis. The Director servesas the Chief Fiscal Officer of the City and acts as theprimary contact with the City's outside auditors' bondcouncil, rating agencies and underwriters. Thedepartment also is the process and monitoring agentof the City's tax abatement agreements and taxincrement financing zones and agreements. FinanceAdministration also provides general supervision andoversight of the Accounting, Purchasing, Warehouse,Treasury, Municipal Court, Fleet Services andFinancial Systems Divisions.

2010-11 Objectives

Review and revise the TIF II financial plan.Complete and dissolve TIF I.Revise and update the City’s finance policies.Maintain the City’s AAA Bond Rating on theGeneral Obligation Bonds.Maintain the City’s AAA and Aa2 Bond Ratingon the Municipal Drainage Revenue Bonds.

Budget HighlightsThe 2010-11 FinanceRecommended Budget includesa supplemental reduction of $1,000 in travel andtraining.



Personnel Summary


Program Measures

12121212Financial and Economic Analyses300300300300Information Requests12121212Special Projects12121212Monthly Financial Reports55105Process Tax Abatement Agreements

605513055Complete Audits of Tax AbatementAgreements


Financial Systems Administration

MissionResponsible for the ongoing maintenance of theOracle JD Edwards EnterpriseOne ERP computersystem. The department serves as the City’s experton the system setup, user roles, access and security,custom tasks and views, custom report andapplication development and overall data integrity.The department also serves as the City’s liaison withPeopleSoft Financials and other JDE consultants.

Financial Systems Administration is also responsiblefor the support of the various other applications withinFinance like the Sales Tax Reporting (COPCTRS)as well as the City of Plano Financial System(COPFS) Integrations.

2010-11 Objectives

Be fully live on the 9.0 version of Oracle JDEdwards EnterpriseOne.Roll out the Expense Management module tovarious departments for stress testing withcomplete roll out the next fiscal year.Converting over Activity Based Costing into JDEdwards EnterpriseOne from the current legacysystem that houses that information.Continue working with the Fire Department andPlano Centre to finalize a plan to incorporate theInventory Module of JD Edwards EnterpriseOneinto both departments to get them off a pen andpaper system.

Budget HighlightsThe 2010-11 Financial Systems AdministrationRecommended Budget includes a salary reductionof $10,980. Also included is a supplement in theamount of $350,000 to implement InventoryManagement for the Fire Dept and Plano Centre aswell as purchase/implement mobileBarcoding/Scanning. This item will be funded out ofthe Technology Fund.



Personnel Summary


Program Measures

375375375350User Profiles Maintained8887Modules On-Line

88112125System Upgrades Applied11885Servers Supported12121212External Data Sources Interfaced6333Environments Maintained


Accounting

MissionResponsible for the proper, accurate, and timelyrecording of the collection and disbursement of Cityfunds and the reporting of these transactions inaccordance with Generally Accepted AccountingPrinciples (GAAP). The Accounting division providesthe policy, procedures, instruction, and systems tothe various departments in order to maintainaccounting service levels.

2010-11 Objectives

Maintain current Accounting service levels.Receive the Certificate of Achievement forExcellence in Financial Reporting for theComprehensive Annual Financial Report.Receive the Award for Excellence in FinancialReporting for the Popular Annual FinancialReport.

Budget HighlightsThe 2010-11 Accounting Recommended Budgetincludes a reduction supplement for $8,000 fromtravel and training.


0.4%$1,321,496$1,349,909$1,316,142$1,252,916Salaries & Wages-0.2%184,290184,576184,576165,723Operations & Maintenance

316.1% (54,095) (47,962) (13,000) (12,669)Reimbursements0.0%0000Capital Outlay-2.4%$1,451,691$1,486,523$1,487,718$1,405,970TOTAL

Personnel Summary



7,3007,3007,3006,661Journal entries1,6571,6571,3001,657Fixed asset worksheets12,90012,87312,85012,873Daily cash recepits74,00073,20067,00070,617Payroll Disbursements82,00082,00085,00082,000Payment requests processed27,00027,00028,00027,000Payment request per clerk

Performance0000No. of negative audit comments0332GFOA review comment for CAFR0000No. of single audit findings


Municipal Court Administration

MissionProvide administrative and clerical support formunicipal court proceedings. Responsibilities include:collection of fines, fees and state costs; filingcitations/complaints; court scheduling; issuing,tracking and clearing warrants; maintaining the jurordata base; updating and maintaining court recordsand reporting collections, convictions and statisticaldata to appropriate State agencies.

2010-11 Objectives

Expand online options to include Driving SafetyCourse and Deferred Option. (MCT Tech Fund).Explore options to give online extensions forpaying fines contingent upon plea andcompleting the state required Application ofExtension to Pay the Fine (MCT Tech Fund).

Pursue electronic check verification (MCT TechFund).Explore TX DOT and Collin County options forscofflaw program (tagging license plates forthose with outstanding warrants) (MCT TechFund).Pursue option of a new Jury module with eitherour court software vendor or a specialized juryvendor.

Budget HighlightsThe 2010-11 Municipal Court AdministrationRecommended Budget includes no new programs,enhancements, or any new personnel requests.


6.2%$2,063,304$2,046,639$1,943,381$1,904,670Salaries & Wages-4.2%133,877147,950139,796237,616Operations & Maintenance0.0% (100,216) (97,822) (101,054)0Reimbursements0.0%0000Capital Outlay5.8%$2,096,965$2,096,767$1,982,123$2,142,286TOTAL

Personnel Summary



91,91087,53094,97092,133Cases Filed26,40025,14026,90026,460Warrants Issued11,92011,350`11,35012,043Driving Safety Course Requests18,40017,53017,53019,957Deferred Disposition Requests

690655555655Court Requests: Jury1,4851,4351,0451367Non-Jury24,80023,61523,61526,772Pre-trials & show Cause Hearings

735700700444Spanish3,0252,8803,2953,029Juvenile Hearings500480360530Appeals

Performance$8,144,350$7,907,690$7,907,129$7,945,245Revenues ($): Fine/Forfeitures/Fees$1,230,900$1,195,100$1,700,200$1,955,956Credit ($): Jail Credit

72,18068,75051,76566,422Community Service995,050950,520440,125696,921Judge Reduced Fine

3,225,6303,072,0304,025,6004,096,042Dismissed with Proof914,070870,550870,550973,160Completed Driving Safety67,55064,320109,17571,775Completed Teen Court12,15011,56014,5259,250Completed Tobacco Course9,6109,1509,15013,614Found Not Guilty

1,292,1001,267,0501,122,7001,260,741Administratively Closed


Purchasing

MissionProvide centralized purchasing services to userdepartments to ensure that quality products areprovided on a timely basis at competitive prices in afair, legal and ethical manner.

2010-11 Objectives

Continue Centralizing City DepartmentsIncrease Customer SatisfactionRedesign Internal Training ProgramReview processes and streamline whereappropriate

Budget HighlightsThe 2010-11 Purchasing Recommended Budgetinclude reductions in various operations andmaintenance accounts totaling $8,000.


6.6%$790,572$722,548$741,458$710,498Salaries & Wages-13.2%63,73067,82373,45424,240Operations & Maintenance0.0% (90,260) (88,611) (89,471)0Reimbursements0.0%0000Capital Outlay5.3%$764,042$701,760$725,441$734,738TOTAL

Personnel Summary



200200850725Purchase Orders*13,00013,00012,00012,269Departmental Purchase Orders*5,0005,0006,0005,173Contract Release Orders235235235214Competitive Bids Processed

*The change in the number of Purchase Orders and Departmental Purchase Orders is due to system limitations in theordering process


Treasury

MissionResponsible for cash management and investments.The division also serves as the City's contact with thefinancial advisor and bond council, rating agenciesand underwriters, bondholders, and the City'sdepository bank. Coordination and partial preparationof the Comprehensive Monthly Financial Report,administration of the City's $100 and under unclaimedproperty program, merchant services administration,monitoring collections and general oversight of theCity's hotel/motel tax proceeds, performing taxincrement financing and economic analyses; andensuring the City's compliance with federal arbitrageregulations are also responsibilites of the divison.

2010-11 Objectives

Perform 10 hotel/motel tax audits.Prepare and award the depository bank RFP.Prepare the Comprehensive Monthly FinancialReport on a timely basis each month.Assist in the sale of the City’s bonds.Review investment policy and approvedbroker/dealers.

Budget HighlightsThe 2010-11 Treasury Recommended Budgetincludes a reduction supplement of $2,000 in traveland training.



Personnel Summary



Public Safety ServicesBusinessCenter

MissionResponsible for the administration and coordinationof all activities relating to the Police Department, FireDepartment, Emergency Management, Public SafetyCommunications, Plano-Richardson Training Center,Health, Animal Services, Technology Services, PublicInformation, Sustainability and EnvironmentalServices, Customer Utility Services, PropertyStandards, and all programs related to City CouncilCommunity Outreach and International Affairs.

2010-11 Objectives

Administer and coordinate activities of the Police,Fire, Emergency Management, Public SafetyCommunications, Plano-Richardson TrainingCenter, Health, Animal Services, TechnologyServices Departments, Public Information,Sustainability and Environmental Services,Customer Utility Services, Property Standards,and all programs related to City CouncilCommunity Outreach and International Affairs.

Continue to coordinate the City’s LegislativeAffairs on State and Federal level, as neededand appropriate.

Budget HighlightsThe 2010-11 Public Safety Services Business CenterRecommended Budget includes a reductionsupplement of $4,817 in contracts and somesubscriptions and memberships will not be renewed.



Personnel Summary


Program MeasuresActivityAdminister Operating Budgets:

$52,937,097$52,838,083$53,119,328$51,453,080Police$267,711$258,741$272,139$228,982Plano-Richardson Training Center

$6,121,575$5,906,679$6,251,530$6,078,936Public Safety Communications$42,789,095$42,130,613$42,204,207$41,514,407Fire

$528,180$1,452,835$512,804$493,219Emergency Management$1,379,424$1,379,837$1,531,841$1,532,275Health

$45,806$45,806$72,206$26,913Community Outreach$7,446,394$8,400,499$7,883,624$9,805,626Customer Utility Services$6,923,214$7,387,260$6,962,930$6,735,257Technology Services$545,456$519,027$674,875$653,106Public Information$359,801$404,639$355,936$413,820Sustainability & Environ. Services

$1,811,193$1,602,489$1,796,734$1,476,547Property Standards

Performance8.58.58.58.4Police response time per call (min)250220165219Number of courses given at Training Center

148,030154,198163,716163,740911 calls received179,126179,126217,893209,397Non-emergency calls received

1.71.61.81.7Fires per 1,000 population


Community Outreach

MissionEstablish ways for citizens to become more activelyinvolved in their government by openingcommunication between City Council, City staff andcitizens. This is currently being accomplished throughthe establishment and maintenance of quarterly CityCouncil Neighborhood Roundtable meetings andmonthly Multicultural Outreach Roundtable meeting.The Community Outreach program is alsoinstrumental in coordinating and hosting Internationalevents, to and from our City, for the purpose ofinitiating and maintaining cultural, educational andeconomic understanding and goodwill on a globallevel.

2010-11 Objectives

Continue to coordinate and host NeighborhoodRoundtable meetings.Continue to provide staff support to MulticulturalOutreach Roundtable (MCOR).Continue to host new cultural outreach programssuch as the Community Forums focusing onHispanic Plano residents, Asian Plano resident,etc.

Continue to host and coordinate Internationalevents and delegations to and from Plano.Continue to maintain the NeighborhoodRoundtable and Multicultural OutreachRoundtable pages of the City’s website.

Budget HighlightsThe 2010-11 Recommended Community OutreachBudget includes supplemental reductions of $26,400from operations and maintenance costs.



-57.6%$45,806$45,806$72,206$26,913TOTAL

Personnel Summary


Program Measures

4444Coordinate/Host NeighborhoodRoundtable Meetings

15151515Coordinate/provide Staff Support forMulticultural Meetings/Events

2220Coordinate/Host MulticulturalCommunity Forums

2222Coordinate/Host MulticulturalCommunity Forums

4444Coordinate/Host various sizeInternational Delegations


Police

Mission“To provide outstanding Police Services, inpartnership with the community, to maintain a safeenvironment that contributes to the quality of life.”The mission is achieved through two (2) Bureaus.The Field Operations Bureau conducts: preventivepatrols, traffic enforcement, criminal investigations,personnel training, and warrant service; answers callsfor service; performs special operations; and providescrime prevention services, school liaison officers,telephone-reporting service, and court security. TheAdministrative Services Bureau providesaccreditation, fiscal control, data processing, recordsmanagement, alarm management, crime sceneinvestigations, crime analysis, property and evidencemanagement, department supply and propertymanagement, planning & research, and jailoperations. A Professional Standards Unit providespersonnel management and internal affairsfunctions.

2010-11 Objectives

Maintain Uniform Crime Report (UCR- a FederalBureau of Investigation (FBI) database) Part 1Crimes below the Five-Year average.Maintain traffic crashes, crash injuries, and crashdeaths below the Five-Year average.Track and reduce Department accidents, injuries,and claims, and provide annual statistics foranalysis.

Sustain Mentoring Program.Attain full staffing levels within the Departmentfor both sworn and civilian employees.Complete all internal investigations within 30calendar days.Complete surveillance camera project as fundingpermits.Complete annual reports in a timely manner.Host a 2010 Media Roundtable.Complete purging of discipline and personnelfiles as appropriate within the ProfessionalStandards Unit (PSU).Complete expansion of Red Light CameraProgram as appropriate.Complete review and streamline DepartmentPolicies and Administrative Directives.The Department will also focus on the goals andobjectives found in the Police Department’s2009-2014 Strategic Plan.

Budget HighlightsDuring 2009-10, the Police Department reduced (2)full-time civilian support positions, added (2) part-timesupport positions, and transferred (1) Police Officerposition to the Traffic Safety Fund. The 2010-11Police Department Recommended Budget includesrevenue increases of $395,334 from the PlanoIndependent School District to increase the PISD costof support for the School Liaison Officer (SLO)program from 15% to 50%.


-0.3%$47,430,295$47,584,614$47,208,407$47,584,614$47,584,614$46,250,993Salaries & Wages-1.9%5,724,7555,723,4325,837,1085,188,962Operations & Maintenance-69.7% (91,653) (101,236) (302,394) (24,649)Reimbursements0.0%07,480037,774Capital Outlay-0.1%$53,063,397$47,584,614$52,838,083$47,584,614$53,119,328$0$51,453,080TOTAL

Personnel Summary



112,000110,000112,570115,083Calls for service by Police personnel8,5008,5008,6348,694Offenses reported:500500660442Part I Violent Crime

8,0008,0007,9418,252Part I Property Crime60,00050,00083,00078,428Citations written22,00019,00020,00021,027Warnings written8,8508,8508,8008,877Arrests1,3001,2801,3001,267DWI arrests40,00038,00042,60036,380Red light camera violations

Performance23%23%23%26%Clearance rate Part I offenses4,4004,3004,1854,113Cases filed with District Attorney

$40,000$38,000$45,369$69,710Average value of property loss per 1,0005.05.05.04.89Response time - Priority I calls (minutes)8.58.58.58.43Response time - all calls (minutes)

4,5004,6005,2504,696Crashes8878Fatalities

1,5001,5001,6271,497Crashes with injuries95%96%95%96%Citizen Survey "Good" to "Excellent" Service


Plano-Richardson Police TrainingCenter

MissionTo train professional law enforcement officers andcivilian support personnel. The training Center is ashared facility with the Richardson Police Departmentand the core services provided by the training centerare: Police Recruit Training; Specialized ContinuingLaw Enforcement Education; In-Service Training forSworn and Civilian Personnel; Coordination of allPolice Department Training/Conference Travel; andMaintain Police Department Training Records.

2010-11 Objectives

Ensure all employees meet training mandatesset by the City of Plano.Ensure sworn employees meet trainingmandates set by the State and the TexasCommission on Law Enforcement OfficerStandards and Education (TCLEOSE).Hold one Leadership in Police Organizationsclass and work with the International Associationof Chiefs of Police (IACP) on changes tointegrate into operations.Host semi-annual “Enrichment Program”lectures.

Maintain the Academy in a manner consistentwith a professional training center.Provide local training opportunities for membersof the Plano Police Department.Provide refresher defensive tactics andhandcuffing training to all jail personnel.Provide training for Recruit Officers (Orientationfor 1 & 5 weeks) to prepare them for FieldTraining.Research training & notify Plano Policeemployees of opportunities required forTCLEOSECertificates (Intermediate, Advanced& Master).Train 25% of all Patrol Officers, all SchoolLiaison Officers, all Crisis Negotiators, anddevelop a system to follow up with mental healthconsumers.

Budget HighlightsThe 2010-11 Plano-Richardson Police Training CenterRecommended Budget includes no newenhancements, programs or personnel requests.Police training facility expenditures are shared withthe City of Richardson through an Interlocalagreement, promoting training efficiencies at the locallevel while reducing operational impact to the GeneralFund.



Personnel Summary


Program Measures Activity3413Police recruit orientation sessions

250220165219TCLEOSE credited classes hosted at TrainingCenter

4,0004,0003,0004,639TCLEOSE class attendees (Training Center)30,00032,00022,00031,859TCLEOSE training contact hours reported33,00030,00030,05028,527Plano sworn personnel training hours4,0003,3002,0002,835Plano civilian personnel training hours335330335312# of sworn personnel attending in-service155154145137# of civilian personnel attending in-service

Performance100%98%95%98%Sworn in-service training completion rate100%98%98%98%Civilian in-service training completion rate

1015517Basic Peace Officer Certificates achieved25202018Intermediate Peace Officer Certificates achieved2015516Advanced Peace Officer Certificates achieved1510512Master Peace Officer Certificates achieved


Public Safety Communications

MissionTo provide the vital connection between citizenrequests for Police, Fire, or Medical assistance andthe appropriate agency, and to satisfy the immediateinformation needs of Police, Fire, and Medicalpersonnel in the course of normal daily activities andduring emergencies. The objective is accomplishedby: providing first response for calls for servicereceived through emergency and non-emergencytelephone lines; promptly dispatching and relayinginformation to Police and Fire personnel via radio,mobile data terminals, telephone and other methods;providing appropriate procedural, safety and medicalprotocol instructions to the caller pending the arrivalof emergency personnel; maintaining an appropriatelevel of safety and availability by monitoring the samestatus of Police and Fire personnel in the field;providing support to Police services by storing andretrieving information from local, state and federalcriminal information files; providing staffing for theEmergency Operations Center (EOC), maintainingequipment and updating relevant areas of EmergencyOperations Plan; and supporting and maintaining theCity's 800 MHz Trunked Radio System.

2010-11 Objectives

Complete the radio system replacement for themobile and data radio by March 2011.Complete the purchase of two additional radiotower sites for the new radio system by March2011.

Complete the reprogramming and installation ofthe newmobile radio units for Allen, Plano,Wylieand Murphy for the new radio system by March2011.Implement VisiCAD Geo Mapping andPictometry interface.Maintain staffing level at 90% or higher.Work with PD to look at potential upgrade to theRMS to reduce redundant TLETS entry andevaluate if funding sufficient.Work with Technology Services to implementthe redesign of the PSC network security.Continue to answer all 911 calls within 10seconds 90% of the time.Continue Quality Assurance review of at least25% of all medical calls.

Budget HighlightsThe 2010-11 Public Safety CommunicationsDepartment Recommended Budget includesreductions totaling $71,304. Reductions includeTravel Expenses ($30,000) and a reduction in thepart-time personnel budget ($41,304). Also includedis a funded supplement for (1) additional Sr. RadioTechnician and a service vehicle. The additional Sr.Radio Technician will service the new digital radiosystem for the cities of Plano, Allen, Wylie andMurphy. This technician and the service vehicle willbe fully reimbursed to include salary and benefits bythe cities of Wyle and Murphy based on the Plano,Allen, Wylie, Murphy (PAWM) Interlocal agreement.The cost of the technician and vehicle will be offsetby the reimbursement.


-1.7%$5,924,505$5,422,411$6,027,609$5,501,704Salaries & Wages-10.3%459,529524,153512,356557,333Operations & Maintenance0.0% (287,459) (281,270) (288,435)0Reimbursements0.0%25,000241,385019,899Capital Outlay-2.1%$6,121,575$5,906,679$6,251,530$6,078,936TOTAL

Personnel Summary



253,293253,293267,207263,024Police/Fire/EMS/ANCON/TRU calls processed *142,202142,202256,533150,965Police/Fire/EMS/ANCON/TRU calls dispatched *148,030154,198163,716163,7409-1-1 Calls Received179,126179,126217,893209,397Non-Emergency Calls Received **121,825123,056145,641139,582Outgoing Calls Placed448,981456,380527,250512,719Total Calls Processed by PSC

720600440440Radio Shop Service TicketsPerformance

4,1524,3184,3804,608# of calls processed per PSC Specialist2,3312,4244,2052,645#of calls dispatched per PSC Specialist2,4272,6292,6842,868# of 9-1-1 calls answered per PSC Specialist2,9363,0543,5723,668# of Non-emergency calls per PSC Specialist1,9972,0982,3882,445# of outbound calls per PSC Specialist240200220220# of service tickets per Technician

* The decrease reflected in calls for service dispatched reflects standardizing the calls counted to only include those calls originating within PSC. Thecalls processed also include self-initiated mobile activity that requires dispatch intervention.** Decrease in non-emergency calls received due to recurring loss of data after implementation of new software package. This issue has been resolved,however, we cannot reconstruct missing data to formulate accurate 2009/2010 Re-estimate and 2010/2011 Budget.


School Crossing Guard Program

MissionTo select, train and maintain a staff of capable andcommitted School Crossing Guards to serve the Cityof Plano's elementary school children under theleadership of Plano Police, in partnership with thePlano and Frisco Independent School Districts.

2010-11 Objectives

Facilitate, maintain and oversee a reasonablyerror-free year of payroll administration.Transition asset inventory to PoliceQuartermaster Unit and establish the foundationfor a stocking, ordering and equipmentreplacement system that better manages ourassets.Transition and redistribute responsibilities fromthree supervisors to two.Transition Vacation Safety School andschool-based training delivery to a guardemployee in the absence of the third supervisor.

Write and publish new SOPs. Make adjustmentsas advised by Legal.Develop a new strategy for communicatingopenings to the schools’ administration to betterestablish best-fit applicants in order to expeditethe process of filling vacancies.Continue to assess low-priority corners for thepotential to be closed to better distribute ouremployee base as the applicant pool shrinks.Maintain or exceed current retention rate of 85%for the upcoming school year.

Budget HighlightsThe 2010-11 School Crossing Guard ProgramRecommended Budget includes no newenhancements, programs or personnel requests.The City receives revenue to offset the SCG budgetfrom the Collin County Vehicle Registration ChildSafety Fees and a portion of school zone speedingtickets. These funds are used to offset the impact tothe General Fund.


21.1%$423,460$338,481$349,781$330,709Salaries & Wages-7.9%16,40016,60817,8126,609Operations & Maintenance21.4% (437,000) (355,000) (360,000) (209,706)Reimbursements*0.0%0000Capital Outlay

-62.3%$2,860$89$7,593$127,612TOTAL* Reimbursements are adjusted in September each year by Accounting to match the actual annual expendituresPersonnel Summary


Program Measures

100%100%100%100%Staffing57575658Locations36363534School Servicing


Neighborhood Maintenance

MissionThe Safe Streets Program (SSP) fosters improvedquality of life in Plano neighborhoods by workingclosely with neighborhood representatives to identifyperceived traffic safety problems, develop mutuallyacceptable long-term solutions, coordinate serviceswith other City departments and educate road userson traffic safety.

2010-11 Objectives

This program and department are beingeliminated.


-100.0%$0$34,840$67,777$61,258Salaries & Wages-100.0%0216,9132,21555,484Operations & Maintenance

0.0%0000Reimbursements0.0%0000Capital Outlay

-100.0%$0$251,753$69,992$116,742TOTAL

Personnel Summary


Program Measures

0525549Number of neighborhoods served0304628Number of devices installed0-9 mph-8.5 mph-10.4 mphAverage change in speed-local streets

0-50 vpd-80 vpd-281 vpdAverage change in volume-localstreets

0-6 mph-6 mph-6.6 mphAverage change in speed-collectorstreets

0-400 vpd-400 vpd-498 vpdAverage change in volume-collectorstreets


Library Administration

MissionOversee all library programs and services. Primaryfunctions include: formulating goals, policies, andprocedures; determining program priorities; allocatingresources; and evaluating services, staff, andprograms. Other functions include marketing,publicity, technology coordination, personnel services,and accounting services for the entire library system.

2010-11 Objectives

Implement Radio Frequency Identification (RFID)System for circulating library materials.Reduce library hours due to budget.Coordinate 2009 Bond projects.Continue to explore ways to serve patrons whobring their own laptops to the libraries.Continue to explore ways to provide libraryservices with a reduced work force.

Budget HighlightsThe 2010-11 Library Administration RecommendedBudget includes no new programs, enhancements,or any new personnel requests. The 2009-10Re-Estimate Budget includes a change in thepart-time headcount from (2) to (6) due todepartmental re-structuring.


10.9%$691,152$737,910$623,048$674,754Salaries & Wages-6.1%219,503233,890233,759232,879Operations & Maintenance0.0%0000Reimbursements0.0%00084,604Capital Outlay6.3%$910,655$971,800$856,807$992,237TOTAL

Personnel Summary


Program MeasuresActivityAll Libraries:

3,300,0003,300,0003,200,0003,307,059Total circulation18,00018,00020,00021,251New patron registration160,000160,000190,000196,093Total patron registration770,000770,000800,000793,073Total collection260,000260,000250,000262,974Reference transactions420,000420,000400,000424,196Internet usage19,90019,90020,00019,987Interlibrary loans77,00077,00080,00077,188Program attendance

1,800,0001,800,0001,600,0001,675,851Patron traffic countPerformanceAll Libraries:

2.902.913.023.01Items per capita12.4412.4512.0912.54Circulation per capita20.6320.6316.8416.86Circulation per patron4.294.294.004.17Turnover per item3.033.134.003.65Cost per circulation ($11,911,444)0.070.070.710.74Registration per capita0.980.980.941.00Reference inquiry per capital6.786.796.056.35Library visits per capital

265,347265,000264,600263,800Population$10,780,621$11,304,421$10,794,588$11,279,942Council Budget Numbers


Library Technical Services

MissionProvide system-wide support for collectiondevelopment, access and maintenance and forinterlibrary loans. LTS is responsible for newmaterialacquisitions and cataloging, materials fundaccounting, serials subscriptions, donations, bookrepairs, rebinds and the withdrawal of all damagedor obsolete materials.

2010-11 Objectives

Acquire and process at least 64,000 items asbudget allows.Withdraw approximately 38,000 items from thecollection.Continue to establish partnerships with vendorsfor pre-processing of materials.Move toward custom cataloging by vendors forportions of the collection using enrichedElectronic Data Interchange capabilities.Continue to revise workflows as necessarybecause of reduced staff.Increase amount of donatedmaterials processedfor the collection.

Budget HighlightsThe 2010-11 Library Technical ServicesRecommended Budget includes a reduction totaling$100,000 for administration of both eliminatedmagazines and Reference USA database. The2009-10 Re-Estimate Budget includes a change inthe full-time headcount from (11) to (8) due todepartmental re-structuring.


-23.4%$562,151$698,268$733,796$796,463Salaries & Wages-27.7%264,060441,848365,129323,055Operations & Maintenance0.0%0000Reimbursements0.0%1,000,0001,407,8421,000,000995,695Capital Outlay

-13.0%$1,826,211$2,547,958$2,098,925$2,115,213TOTAL

Personnel Summary



43,50046,75435,04061,308New books processed21,00022,2888,80023,098New non-print38,00088,52261,24099,421Materials deleted9,0009,23813,0006,372Materials repaired

790,000763,226814,000793,073Total collection21,00020,57220,00019,987Total interlibrary loan

Performance23.2722.1623.3721.28Average item price ($)8.307.907.467.77Processing cost per item ($)2.982.883.083.00Materials per capita4.474.864.654.87Materials spent per capita ($)5.915.634.675.60Interlibrary loan cost per item ($)


Harrington Library

MissionProvide for the information, educational, business,cultural and recreational needs of the community.Services include media and reading materials,reference services, database searching, interlibraryloan, Internet resources, MS Office products, remoteaccess, Ask a Librarian web reference, patronclasses, books by mail for shut-ins, Children’s, teen,and adult programming activities are offered, includingprograms targeting immigrant populations. Meetingspace is provided for the community.

2010-11 Objectives

Provide the best service and programmingpossible with the resources available.Re-engineer the building to promote moreself-service options.Fine tune book and media offerings to patrondemand.Seek grants to supplement programming andcollections.Provide adult computer classes in English andSpanish.Provide a welcoming, supportive environmentfor our neighborhood community.Continue to be the community support centerfor job seekers and students.

Budget HighlightsThe 2010-11 Harrington Library RecommendedBudget includes no new programs, enhancements,or any new personnel requests. The 2009-10Re-Estimate Budget includes a change in the full-timeheadcount from (20) to (21) and a change in thepart-time headcount from (7) to (10) due todepartmental re-structuring.


-1.7%$1,497,841$1,459,261$1,524,279$1,554,910Salaries & Wages-32.5%46,00069,17368,18374,711Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-3.1%$1,543,841$1,528,434$1,592,462$1,629,621TOTAL

Personnel Summary


Program Measures

558,000558,000510,000561,640Circulation4,0004,0004,5004,689New patron registration50,70050,7004,50049,036Reference transactions96,00096,00098,000106,846Internet usage17,00017,00018,00016,623Program attendance336,000336,000311,000345,773Patron traffic count


Schimelpfenig Library

MissionProvide for the information, educational, business,cultural and recreational needs of the Planocommunity. Services include: media, readingmaterials, reference services, database searching,interlibrary loan, Internet resources, MS Officeproducts, remote access, web reference and patronclasses. In addition, children, teen and adultprogramming activities are offered.

2010-11 Objectives

Continue to offer quality educationalprogramming for children, teens, adults andfamilies.Support the volunteers, who provide the LibraryLinks program to Plano senior citizens, withtraining, books and educational materials.Offer the Small Talk program to help beginningEnglish speakers improve their language skills.Enhance customer service to patrons byengaging them on the floor to meet theirinformation and reference needs.Educate staff on “Every Child Ready to Read”initiative so that everyone is working from thesame knowledge base.Improve the functionality of the youth servicesfloor to meet programming needs.Weed the collection to maintain quality resourcesfor patrons.Add appropriate signage throughout the buildingto clearly identify materials and locations.

Budget HighlightsThe 2010-11 Schimelpfenig Library RecommendedBudget includes no new programs, enhancements,or any new personnel requests. The 2009-10Re-Estimate Budget includes a change in the full-timeheadcount from (22) to (21) and a change in thepart-time headcount from (11) to (10) due todepartmental re-structuring.


-5.7%$1,385,180$1,322,052$1,468,968$1,507,423Salaries & Wages-18.6%46,00057,33056,51062,826Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-6.2%$1,431,180$1,379,382$1,525,478$1,570,249TOTAL

Personnel Summary


Program Measures



Haggard Library

MissionProvide for the informational, educational, business,cultural and recreational needs of the Planocommunity. Services include: the world languagescollection, the business reference collection, media,reading materials, reference services, databasesearching, interlibrary loan Internet resources, MSOffice products, remote access, web reference, andpatron classes. In addition, children, teen, and familyprogramming activities are offered. Chinese storytime is also offered.

2010-11 Objectives

Complete Radio Frequency Indentification(RFID) installation.Reconfigure alcove in children’s area.Add doors to teen area and media equipmentfor viewing DVDs and game playing.Continue to offer quality programming tochildren, teens, and adults.Continue to answer reference questions in atimely and courteous manner.Continue to provide Small Talk program.

Budget HighlightsThe 2010-11 Haggard Library Recommended Budgetincludes no new programs, enhancements, or anynew personnel requests. The 2009-10 Re-EstimateBudget includes a change in the part-time headcountfrom (14) to (16) due to departmental re-structuring.


3.5%$1,601,419$1,540,904$1,547,960$1,595,452Salaries & Wages-23.4%46,00060,39760,06977,158Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay2.4%$1,647,419$1,601,301$1,608,029$1,672,610TOTAL

Personnel Summary


Program Measures



Special Library - MRL & GLHTA

Mission

Municipal Reference Library (MRL)The Municipal Reference Library, staffed by aLibrarian and a part-time Library Clerk offers researchlevel reference service to City staff and Plano CityCouncil members, as well as general referenceservice to Plano’s citizens, utilizing both print anddatabase resources.

Genealogy, Local History, Texana, & Archives(GLHTA)Staffed by a Genealogy Librarian Supervisor, PublicServices Librarian Senior, and Library Technicianwho offer research services to Plano’s Citizens,utilizing print, microfilm, and database resources.

2010-11 Objectives

Continue to provide research assistance andprograms for citizens interested in genealogyand local history.Continue research assistance to City officials.Continue redesign of Plano Public LibrarySystem’s home page.

Budget HighlightsThe 2010-11 Special Library – MRL & GLHTARecommended Budget includes no new programs,enhancements, or any new personnel requests.


9.1%$316,945$310,395$290,570$304,857Salaries & Wages0.0%30,00032,95830,00028,412Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay8.2%$346,945$343,353$320,570$333,269TOTAL

Personnel Summary


Program Measures

500500600426MRL-Circulation19,40019,40021,00021,541MRL &GLHTA-reference transactions10,00010,00010,00010,641GLHTA-in house use2,6002,6002,5002,878GLHTA-internet use


Davis Library

MissionProvide for the informational, educational, business,cultural and entertainment needs of the community.Services include: reading materials, media, referenceservices, database searching, interlibrary loan,Internet access, Microsoft Office products, remoteaccess, web reference, traveling exhibits and patronclasses. Children’s, teen, and adult programmingactivities are offered, including programs targetingimmigrant populations. Meeting space is providedfor the community.

2010-11 Objectives

Continue to seek grants to supplement programsand grants.Continue to expand and develop the Juvenileand Teen materials collections.Revamp the presentation of library materials toencourage patron self-service and ease of useof the collection.Enhance staff training to continually improve thelibrary experience for each patron.

Budget HighlightsThe 2010-11M. Davis Library Recommended Budgetincludes no new programs, enhancements, or anynew personnel requests. The 2009-10 Re-EstimateBudget includes a change in the part-time headcountfrom (12) to (16) due to departmental re-structuring.


0.0%$1,617,131$1,562,274$1,404,490$1,570,625Salaries & Wages0.0%46,00056,19151,53945,053Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay0.0%$1,663,131$1,618,465$1,456,029$1,615,678TOTAL

Personnel Summary


Program Measures



Parr Library

MissionStrive to meet the informational, educational, culturaland recreational needs of the Plano community forboth in-library and remote users.

2010-11 Objectives

Replace broken task chairs in public area.Host early voting and elections as requested.Relocate the media collection.Continue to increase the display items in thechildren’s area.Continue to re-evaluate the library’sconfigurations.Radio Frequency Identification (RFID)installation, training, and evaluation.

Budget HighlightsThe 2010-11 Parr Library Recommended Budgetincludes no new programs, enhancements, or anynew personnel requests. The 2009-10 Re-EstimateBudget includes a change in the part-time headcountfrom (7) to (10) due to departmental re-structuring.



Personnel Summary


Program Measures



Development Business Center

MissionThe Development Business Center is charged withconducting the City’s programs of Planning,Engineering, Public Works, Building Inspections, andcapital improvements. The center is organized intothree departments; however, it relies oncross-functional work teams and resource sharingamong departments to achieve the center’s scope ofservice. The center has extensive interjurisdictionalprograms of planning, infrastructure development,and intergovernmental relations.

2010-11 Objectives

Facilitate and coordinate the center’s programof service.Manage special projects as assigned by the CityManager.Serve as city liaison on interjurisdictional andregional programs.Serve as city legislative liaison for state affairs.

Budget HighlightsThe 2010-11 Development Business CenterRecommended Budget includes no new programs,enhancements or any personnel requests.


0.6%$311,966$338,028$310,028$312,651Salaries & Wages122.3%32,40215,15014,57526,788Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay6.1%$344,368$353,178$324,603$339,439TOTAL

Personnel Summary


Program Measures

ActivityAdminister Operating Budgets:

$3,050,747$2,994,127$3,465,872$3,465,422Building Inspections$5,763,042$5,962,512$6,142,494$5,851,249Public Works$2,658,266$2,917,524$3,130,881$2,790,200Planning$2,372,730$2,487,717$2,425,829$2,484,306Engineering

Performance52,80050,10051,85652,805Construction inspections performed

270270120218Development plans

52,67549,00049,32045,297Environmental/Zoning codeinspections

1,5001,0001,0001,500Number of legislative bills analyzed


Building Inspections

MissionOversee the construction of commercial andresidential development. Its mission is to enforce theInternational Building Codes, ensuring the highestlevel of safety for homes, schools, places of worship,offices, retail centers and all buildings throughout theCity of Plano. A full range of plan review andconstruction inspection services are provided tofacilitate this responsibility.

2010-11 Objectives

The department submitted its application forreaccreditation with the ICC – InternationalAccreditation Service. IAS is expected toconduct a site visit this year.Search out and fulfill budget solutions.Review technology for increased efficiency usingelectronic permits and posting for inspectors.Cross train employees to maximize staff andexpand capabilities of our personnel.

Budget HighlightsThe 2010-11 Building Inspections RecommendedBudget includes reductions totaling $295,461.Reductions include: one Part-Time InspectionsAssistance position ($19,984); two Building InspectorSr. position ($151,416); one Administrative SupportSupervisor position ($66,713); and one Sr.Administrative Assistant position ($57,348). Alsoincluded is a funded revenue supplement in theamount of $180,000 for various fee increases.Additionally, included is a funded supplement in theamount of $47,000 for an Interactive Voice Response(IVR) upgrade and also $25,500 for additional IVRservices. Both of these items will be funded from theTechnology Fund.


-12.4%$2,833,580$2,761,051$3,235,728$3,338,317Salaries & Wages-5.6%217,167233,076230,144127,105Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay

-12.0%$3,050,747$2,994,127$3,465,872$3,465,422TOTAL

Personnel Summary



10,00011,8008,17512,249Applications received4,0004,7003,6005,203Plan reviews performed10,10011,9008,25012,249Permits issued52,80050,10051,85652,805Construction inspections performed

Performance19181619Average minutes per inspection

2.04.0 4.05.12Commercial plan review (days) 2.04.0 2.02.11Residential plan review (days)


Property Standards

MissionWork to epitomize quality customer service in anefficient manner through the education andimplementation of City codes and ordinances thatimprove, enhance, and promote property values. TheDepartment supports a level of health and safetyessential to the well being of the citizens of ourcommunity.

2010-11 Objectives

Maintain complete staffing and establishedservice levels.Complete annual benchmark and identifiedstructural condition rating report.Implement on-line credit card payment option.Achieve document imaging for departmentprocesses.

Study, evaluate and develop (if needed) a vacantand abandoned property ordinance.Establish service abatement contracts for minorfence repairs, structure shuts and demolitions.Implement full Global Positioning Systemscapabilities for equipment and vehicles.

Budget HighlightsThe Property Standards 2010-11 RecommendedBudget includes one revenue supplement fordevelopment fee increases, $15,000; and onereduction supplement for general operations andmaintenance reductions ($10,810).


2.5%$1,578,596$1,288,706$1,539,691$1,221,769Salaries & Wages-9.0%245,346320,727269,690261,740Operations & Maintenance0.8% (12,749) (6,944) (12,647) (6,962)Reimbursements0.0%0000Capital Outlay0.8%$1,811,193$1,602,489$1,796,734$1,476,547TOTAL

Personnel Summary



21,20020,00018,90020,049Telephone calls

52,67549,00049,32045,297Environmental/Zoning codeinspections

25,73624,51122,50023,823Notices generated716682556569Citations issued30252024Towed vehicles

1,4601,3901,2521,286Contract Work Orders588475300323Liens processed1510125Building Standards hearings

Performance

98%96%96%95%Complaints processed (within 48hours)

20201618Average complaint closure-days12510013728Graffiti Abatements

12/6010/558/5010/52Community service project dates/sites1,3381,2741,1631,235Substandard housing cases


Planning

MissionResponsible for updating the City's ComprehensivePlan, reviewing and processing of development andzoning requests, conducting special studies relatedto the community's growth, redevelopment andmaturity; maintaining the City's GeographicInformation System (GIS), and administering theCommunity Development Block Grant (CDBG)program. The CDBG program includes housingrehabilitation, first-time homebuyers program,homeless prevention, supervision of the Day LaborCenter, and funding of various social serviceactivities. The Department provides staff support forthe Planning & Zoning Commission, the Transition &Revitalization Commission, the Heritage Commissionand the Community Relations Commission.

2010-11 Objectives

Complete the Heritage Preservation Plan updateto make it into a more relevant document giventhe potential number of properties becomingeligible to designation.Complete the redesign of the ComprehensivePlan to make it a more relevant, readabledocument including an interactive website.

Continue updating the Zoning Ordinance giventhe recommendations from the ZoningOrdinanceAssessment.

Budget HighlightsThe Planning Department 2010-11 RecommendedBudget includes 6 reduction supplements: eliminationof a city vehicle to the fleet share program ($5,400);reduction to travel/training ($25,000), elimination ofa Database Administrator position ($95,628),elimination of the Long Range Planning Managerposition ($123,405), shift the cost of benefits for grantfunded position to the grants ($75,819), and reductionof imaging consultant assistance ($25,000) from theTechnology Fund. Also included is a revenuesupplement in the amount of $5,000 for developmentfee increases.


-9.2%$2,748,719$2,785,188$3,027,717$2,950,078Salaries & Wages-10.3%453,049654,479504,900255,812Operations & Maintenance35.3% (543,502) (522,143) (401,736) (415,689)Reimbursements0.0%0000Capital Outlay

-15.1%$2,658,266$2,917,524$3,130,881$2,790,201TOTAL

Personnel Summary



20202027Zoning cases270270120218Development plans35353031Certificates of Appropriateness66666466Historic tax exemptions

Performance

100%100%100%100%Completed development plans initial reviewwithin 2 weeks

100%100%100%100%

Monitored maintenance of historicproperties eligible for historic taxexemptions


Rental Registration & Inspection

MissionEstablishment of a method to annually register andsystematically inspect properties used for rentalpurposes to further promote and ensure the health,safety and livability of these properties in accordancewith the City’s property maintenance and minimumhousing standards.

2010-11 Objectives

Achieve and maintain full staff for program.Evaluate and updated associated program formsand reports.Complete five-year cost recovery assessment.Develop an annual benchmark report of programmeasures.Complete implementation of automatedinspection entry procedures.Assess landlord training needs for futureprogram development.Obtain staff property maintenance and housinginspection certificates.

Budget HighlightsThe Property Standards 2010-11 RecommendedBudget includes 2 reduction supplements: eliminationof a part-time Administrative Assistant position($17,794) and general operations and maintenancereductions ($11,190).


-13.4%$277,327$136,681$320,081$99,056Salaries & Wages-13.5%73,34356,62084,81620,048Operations & Maintenance0.8%12,7496,94412,6476,962Reimbursements0.0%0000Capital Outlay

-13.0%$363,419$200,245$417,544$126,066TOTAL

Personnel Summary



120112110112Rental program database120112110112Rental certifications issued5251Certificates updated

120112110112Web site postingPerformance

28,68226,68226,23726,147Rental registration units2,0101,8601,412962Rental inspections750630494315Rental re-inspections10570Citations


Engineering

MissionResponsible for transportation planning andengineering, the design and construction of publiclymaintained infrastructure, the Community InvestmentProgram and inspections for all public and privateimprovements.

2010-11 Objectives

Transportation

Issue contract to collect mid-day traffic turningmovement counts at selected intersections.Support deployment of the DART US-75Integrated Corridor Management (ICM) Projecton Avenue K.Complete a study on Traffic Management Center(TMC) needs.Report on Median Left-Turn project safety andoperation.Install 2 wireless traffic monitoring camerasystems on Custer Road and retime trafficsignals and report findings/benefits toTxDOT/NCTCOG.FacilitiesReduce energy consumption by 4%.

Complete construction of Fire Station 13.Complete construction of Carpenter ParkRecreation Center Expansion.Complete design and begin construction ofTechnical Services Data Center.Complete construction of Fire Station 4 Addition.CIPComplete construction of 14thStreet fromAvenueK to Ridgewood Drive.Complete construction of Chaparral Road fromAvenue K to Cottonwood Creek.Complete construction of CommunicationsParkway – Spring Creek Parkway to TennysonParkway.Complete construction of McDermott Road –Coit Road to Ohio Drive.Complete construction of Meadows Addition,Phase I.

Budget HighlightsThe 2010-11 Engineering Recommended Budgetincludes 2 reduction supplements: O&M reductions($15,638) and for the elimination of a SeniorEngineering Technician position ($66,713); 1 revenuesupplement: development fee increases ($5,000);and 1 addition supplement: sevenmonths of a DeputyDirector position $70,102.


-1.2%$2,779,646$2,834,011$2,812,050$2,862,557Salaries & Wages-6.4%191,265239,319204,255144,908Operations & Maintenance1.3% (598,181) (585,613) (590,476) (579,612)Reimbursements0.0%00056,453Capital Outlay-2.2%$2,372,730$2,487,717$2,425,829$2,484,306TOTAL

Personnel Summary



2 2 4 2Streets paved (miles) 1 0 1 2 1 7 1 6Water lines installed (miles)

$1,612$1,622$1,634$1,634Assessments outstanding ($000's)$17,727$27,729$48,176$18,127CIP projects funded ($000's)

$10$9$10$10Annual assessment receipts ($000's)Performance

80%80%80%None

Achieve and average "Overall SatisfiedCustomer" raring of 60% or more on theconstruction surveys

200250300285Engineering plan submittals reviewed300400400516Franchise utility permits issued100140200143Site improvement permits issued94939992Total building3553New buildings/additions under construction1325New buildings/additions in design6461Number of signals constructed

150150180115Hours of delay (thousands)11121310Tons of carbon monoxide04010SSP neighborhoods served


Facilities Maintenance

MISSIONResponsible for the physical maintenance, repair,security and improvements of all City buildings,facilities and leased areas. In addition, thisdepartment administers service contracts for securitysystems, elevators, boilers, HVAC systems, watertreatments and assists in coordinating and performingintra-office moves.

2010-11 Objectives

Provide a safe and healthful work environmentfor employees and prolong the useful life ofmajor building components through scheduledmaintenance and condition surveys.Plan and implement minor remodeling /refurbishing projects.Consult with departments on effective space tomaintain and improve energy efficiency ofbuildings.Work with departments on additional securityimprovements to their facilities.Perform audits of energy usage of existingbuildings and plan changes to reduceconsumption.

Budget HighlightsThe 2010-11 Facilities Maintenance RecommendedBudget includes 10 funded supplements, 2 reductions:elimination of Facility Construction Coordinatorposition ($71,596) and elimination of operations &maintenance cost for Thomas Gym & DouglassRecreation Center with Boy’s & Girl’s Club to takethat responsibility ($66,708), 1 addition: maintenanceAV equipment $3,000 and 7 requests for operationsand maintenance for expansion of existing facilitiesand new facilities: Emergency Operations Center$16,249; Fire Station #12 $10,870; WarehouseLogistics Facility $6,288; Animal Shelter $29,654;Carpenter Park Recreation Expansion $9,489; FireStation #4 Expansion $10,459 and Fire Station #13$19,133.


-4.0%$1,630,137$1,627,442$1,698,562$1,655,111Salaries & Wages0.2%4,950,8285,001,6734,941,8354,538,218Operations & Maintenance0.0%0000Reimbursements0.0%012,6640177,336Capital Outlay-0.9%$6,580,965$6,641,779$6,640,397$6,370,665TOTAL

Personnel Summary



94939492Buildings Maintained1,481,0151,450,2151,449,2131,408,218Square Footage Maintained

15,20014,70015,20014,509Work Order Requests14,98014,30014,98014,059Work Orders Completed

Work Orders Performed:14,38013,50014,48012,410In-House

6008005001,649ContractedPerformance

98.6%97.3%99.0%97.0%Work Orders Completed/TotalRequested

94.6%91.8%91.4%85.5%Work Orders PerformedIn-House/Work Orders Requested


Facilities Services

MISSIONResponsible for providing all general building servicesto eight-eight City facilities. Services include GreenCleaning custodial services, pest control services,indoor plant maintenance, window cleaning,concessionaire services, environmentalwaste/recycling disposal, modular furniture and officerelocation.

2010-11 Objectives

Continue monitoring contractual services forcleaning to ensure Sustainability Green Sealsupplies and equipment utilized and proceduresare properly maintained and adhered.Continue to provide a clean, sanitaryenvironment for citizens and employees utilizingcity facilities.Increase quality assurance surveillanceinspections to aide in the enforcement of thecontractual cleaning vendor’s performance.Continue to coordinate internal / external moves,relocation and special functions for City Council,Executive level meetings, receptions andset-ups. Provide departmental assistance tomanagerial / supervisory staff as needed.Develop contract specifications related toconversion of Green Building guidelines forall/any vendor renewals.

Budget HighlightsThe 2010-11 Facilities Services RecommendedBudget includes 5 funded supplements: 4 are forcustodial and contracted services for O&M Costsassociated with opening new or expanded facilities;Warehouse Logistics Facility (2 months) - $5,405,Emergency Operations Center (2 months) - $9,634,the Animal Shelter Expansion (12 months) - $13,532and the Carpenter Park Expansion (2 months) -$6,984 and 1 reduction supplement: DouglassRecreation / Thomas Gym Conversion - ($21,136).


-4.5%$340,744$346,082$356,628$335,543Salaries & Wages-0.1%1,569,5321,560,1281,571,5271,380,793Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-0.9%$1,910,276$1,906,210$1,928,155$1,716,336TOTAL

Personnel Summary



94939492Buildings Serviced1,481,0151,450,2151,449,2131,408,218Buildings Serviced (square footage)

95919087MovesPerformance

$1.29$1.31$1.11$1.22Cost per square foot


Fire

MissionTo protect and enhance the quality of life in Planothrough a comprehensive program of servicesdirected toward public education, prevention, andcontrol in areas of fire, rescue, medical emergencies,hazardous materials incidents, and disasters.

2010-11 Objectives

Open and occupy FD 13 in the NW quadrant ofthe city.Complete FD 4 expansion project.Update Oral Interview Board process.Update recruiting plan and increase diversity toreflect that of the community within the FireDepartment.Update/revise strategic plan for CPR/AutomaticExternal Defibrillator (AED) program.

Develop and implement new communityoutreach education programs to include theSenior Select Remembering When ReferralsProgram, and the Oklahoma State University(OSU) Hazard Prevention program whichemphasizes consistent messaging aimed atreaching preschool and young audiences.

Budget HighlightsDuring 2009-10, the Fire Department reduced thenumber of full-time Civil Service positions by (1)Lieutenant, saving an estimated $111,181 per year.The 2010-11 Fire Department Recommended Budgetincludes the elimination of (2) staff vehicles, reducing$7,984 in related garage and depreciationexpenditures. The 2010-11 Recommended FireEquipment Replacement budget includes: (58) ScottSelf-Contained Breathing Apparatus (SCBA) Air-Paks,$257,316; (30) Safety Pad Patient Reporting systemsto replace the units that have become obsolete,$145,838, replacing the units that have becomeobsolete; and an all-terrain vehicle for use byEmergency Medical Services (EMS) at remote citypark locations, $22,745.


2.2%$38,045,935$36,970,031$37,238,863$36,956,638Salaries & Wages-2.0%4,868,1605,132,0074,965,3444,568,559Operations & Maintenance0.0%000 (23,331)Reimbursements0.0%028,575012,541Capital Outlay1.7%$42,914,095$42,130,613$42,204,207$41,514,407TOTAL

Personnel Summary



20,05019,92519,80019,724Fire Calls (total incidents)12,66512,57012,50012,476EMS Calls38,00038,00050,00038,000Program participants1,8001,7446,0002,024Business inspections600600600550Public education programs scheduled

$3,663,114$3,663,114$3,663,114$3,734,939EMS Revenue1,5001,5741,5001,666Fire Plan reviews350380450270Fire and Code Investigation

$182,714$182,714$182,714$176,066Fire Plan Review Revenue$29,100$29,100$32,550$35,826Fire Prevention Revenue1,5741,5748001,110Fire Plan Review per Examiner190190250270Fire and Code Investigations per Investigator5145142,500833Inspections per Inspector

Performance1.71.61.81.7Fires per 1,000 population

$45.00$398.57$45.00$51.77Property loss per $1,000 valuation$15,000$50,373$14,200$24,041Average property loss per fire

$163$160$151$157Fire Dept. expenditure per capita$25$47$22$25Property loss per capita90%88%90%90%Fire/EMS incidents response within 6:59 min5:005:125:005:02Average response time (Fire/EMS in minutes)


Fire - Civilian

MissionProvides support in the areas of administration,budgeting, purchasing, clerical services, andinformation services for the Fire Department.

2010-11 Objectives

Train every city employee in CPR by end of2011.Conduct three Door-to-Door Smoke Alarmprograms.Conduct Risk Watch classroom instruction onfire safety, falls prevention, and water safety.Conduct one Citizen Fire Academy class in FY2010-11.Continue “Back to Basics” fire safety campaignwith elderly citizens as the audience.Focus on non-fire injury risk reduction. (i.e.:encourage seat belt usage, heat strokeprevention, etc.)

Budget HighlightsThe 2010-11 Fire Civilian Recommended Budgetincludes the elimination of (1) vacant AdministrativeAssistant position, $49,607.


-9.1%$678,489$679,763$746,278$676,399Salaries & Wages-2.1%$55,467$58,294$56,629$36,556Operations & Maintenance0.0%$0$0$0$0Reimbursements0.0%$0$0$0$0Capital Outlay-8.6%$733,956$738,057$802,907$712,955TOTAL

Personnel Summary



600600600550Public Education Programs11,00011,00012,00010,000Learn-Not-to-Burn School/Class1,0001,0002,4001,300Fire Safety House

0000Life and Fire Safety (LAFS) Clowns11,00011,00012,00010,000Risk Watch

Performance$54,280$54,280$54,280$48,940Invalid Alarms Revenue

0228831CPR Certification Cards Issued38,00038,00050,00038,000Total Public Education


Emergency Management

MissionTo serve the citizens of Plano by directing andcoordinating emergency management and homelandsecurity programs to mitigate, prepare for, respondto, and recover from emergencies and disasters.

2010-11 Objectives

Administer Homeland Security grants for FY2009-10 and for FY 2010-11.Ensure compliance with National IncidentManagement System requirements for FY2010-11.Finalize rewrite of City of Plano ComprehensiveEmergency Management Plan and gainacceptance from the State of Texas Division ofEmergency Management.Maintain Community Emergency ResponseTeams (CERT) through no cost refresher trainingand Citizen Corp Program grant funds.

Coordinate planning, training, and exercises withcity, county, regional, state, and federalstakeholders.Continue education efforts with public,businesses, schools, and civic groups onpreparedness measures for individuals, families,and facilities.Provide assistance to critical facilities, faithbased organizations, health care facilities andbusinesses in development of emergency anddisaster plans.Develop and complete tabletop, functional,and/or full scale exercises to analyze emergencyoperations and determine improvements inprocesses and methodologies.

Budget HighlightsThe 2010-11 Emergency ManagementRecommended Budget includes no new programs,enhancements, or any new personnel requests.


4.2%$449,540$436,629$431,456$405,835Salaries & Wages-3.3%78,640122,85281,34887,384Operations & Maintenance0.0%0000Reimbursements0.0%0893,35400Capital Outlay3.0%$528,180$1,452,835$512,804$493,219TOTAL

Personnel Summary


Program Measures

26/2624/2424/245/24Annexes Re-Written or Updated inCEMPEmployees fully trained to standard in Incident

2008 of 20082008 of 20082008 of 200875 of 2008Command System per NIMSrequirements

175150125125CERT members trained

2222Emergency Mgmt. ExercisesConducted or Actual Events

40404040Preparedness Outreach Events (uponrequest)

$300,000$239,098$200,000$250,000Grant Funds Administered


Public Operations & Business Center

MissionResponsible for the administration and coordinationof all activities relating to: Convention & Tourism, GolfCourse, Recreation, Parks, Human Resources, RiskManagement, and Library Services.

2010-11 Objectives

Administer and coordinate programs andservices of responsible departments.Assemble functional teams to address a varietyof issues during the year, as well as managespecial projects assigned by the City Manager.

Budget HighlightsThe 2009-10 Public Operations & Business Center'sBudget includes a reduction in salaries and benefitsdue to the position being vacant for 6 months. The2010-11 Recommended Budget also includes areduction in salaries and benefits of $15,524.



Personnel Summary


Program MeasuresActivityAdminister Operations Budgets:

$221,875$233,162$241,664$238,616Public Operations & Bus. Center$7,093,597$6,844,459$8,238,607$6,967,001Convention & Tourism

$41,227$756,317$795,799$762,051Golf Course$48,987$177,828$172,724$18,104Recreation Revolving

$20,879,601$21,337,865$22,749,108$21,640,908Parks & Recreation$1,785,693$2,047,700$2,026,748$2,022,962Human Resources$10,780,621$11,304,421$10,794,588$11,279,942Libraries$1,520,071$1,576,363$1,520,093$1,520,712Risk$42,371,672$44,278,115$46,539,331$44,450,296Total Budgets Administered:

Performance2,700,0002,600,0002,600,0002,656,384Recreation Attendance

4,7254,7254,7254,725Park Acreage Maintained11,0005,26914,00015,878Job Applications Processed

250220300297Internal Training Sessions Offered3,300,0003,300,0003,200,0003,307,059Total Library Circulation


Public Information

MISSIONThrough message creation, management, anddistribution, the Public Information Departmentcommunicates the vision, services, and programs ofthe City of Plano to staff and residents. Teammembers are charged with the followingresponsibilities: to inform and educate the citizenryabout City operations, services, activities, andopportunities; to prepare written material forpublication; to produce video for presentation onPlano Television Network (PTN) and the Internet; todevelop and disseminate the City's newsletters, pressreleases, employee information pieces, and othergeneral documents; and to coordinate and maintainthe City's website and all activities therein.

2010-11 Objectives

Continue integration of video into website.Refresh website to enhance consistent imageamong all pages.Implement social media program developed byWeb 2.0 Committee.Manage utility bill insert program.Enhance employee communications intranet sitethrough completion of two focus groups and oneemployee survey.Continue to assist with City events andceremonies, dedications, and groundbreakings.

Administer 21 Arts Grants, 6 Special EventGrants and one Urban-Town Center grant.Provide support for the Cultural AffairsCommission.Collaborate with City departments in developingpublic relations campaigns for educationprograms and specific projects.

Budget HighlightsThe 2009-10 Public Information Re-Estimate Budgetincludes a change in the full-time head count from(7) to (5) due to the Action Center Staff moving toRecords Management as part of a re-organization.The 2010-11 Public Information RecommendedBudget does include a funded supplement in theamount of $11,100 for Technology requirements toprovide ability for grant applicants to log-in and submitapplications directly through an on-line system. Thisitem will be funded from the Technology Fund.


-20.4%$484,790$451,903$608,761$583,470Salaries & Wages-8.2%60,66667,12466,11469,636Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay

-19.2%$545,456$519,027$674,875$653,106TOTAL

Personnel Summary



350340340300Press releases

445384175120News/Publications reviewed prior torelease

525425470425News stories developed

31011500Employee communications contentdevelopedPerformance

1,2001,2006,0001,200Citizen questions and concernshandled


Records Management

MissionResponsible for coordinating, administering andimplementing the Records Management Program,which includes program development, recordsretention, digital technology, storage, microfilming,filing systems, and destruction of records.

The Action Center operates the main switchboard,directs complaints to appropriate departments, andassists and greets citizens.

Mail Services performs a variety of duties in theprocessing and distribution of City mail which includeproviding services with an inserting machine,preparation of large mail-outs, recording andmaintaining records for incoming and outgoing mailas well as financial records pertaining to postage.

2010-11 Objectives

Continue to train Records staff in Laserfiche andbring new departments into the RecordsManagement system.Begin scanning backlog for Planning.Train departments on the new way of doingcertified mail.Streamline Open Records Request processesand develop new reports.Research and develop retention for web and 2.0technologies.

Budget HighlightsThe 2009-10 Records Management Re-EstimateBudget includes a change in the full-time head countfrom (5) to (9) due to the merging of Mail Servicesand also the Action Center. The dollars associatedwith this merger are included as well. The 2010-11Records Management Recommended Budgetincludes a savings of $6,978 due to the renegotiationof maintenance contracts and a reduction supplementof $4,500 in postage by automating certified mail.


52.4%$550,284$548,157$361,011$388,358Salaries & Wages754.4%336,150363,41239,34342,242Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay

121.4%$886,434$911,569$400,354$430,600TOTAL

Personnel Summary



1,1001,1001,2001,272Records Stored200,000250,000350,000322,573Records Filmed1,4001,4001,1001,345Records Destroyed1,8001,9001,2001,099Retrievals/Returns520500450467Open Records Requests Processed

180,000156,00050,000189,555Documents ScannedPerformance

600600200636File Cabinets Saved5,9006,0006,5006,000Total Volume of Records Stored

70809593Documents filmed (%)Action Center

71,00071,00073,00072,012Calls Answered3,5003,5004,0003,580Visitor/Walk-Ins

Mail Service400,000400,000500,000399,503Mail Metered4,0005,000320,0005,200Utility Bills Processed (Delinquent Only)20,00025,00050,00035,000Other Mailings (FedEx, Certified, UPS)800,000800,000950,000850,200Incoming Mail Processed


Health

MissionProvide outstanding citizen services inenvironmental/public health and animal control thatprovides wellness and prevent disease and pollutionin our community.

2010-11 Objectives

Incorporate new GIS capabilities to assist withdisease surveillance and monitoring ofcommunicable diseases and illnesses that couldresult in a potential outbreak situation.Conduct a baseline study of Plano high priorityeateries to identify, track and monitor trends inthe occurrence of food borne illness risk factors.

Conduct a self-assessment of the consumerhealth program to create efficiencies in businesspractices and implement new procedures andprocesses to offset reduced departmentalresources.Continue to seek grant opportunities andalternative funding sources for consumer healthprograms.Conduct employee feedback survey ofmanagement and supervisory positions.

Budget HighlightsThe 2010-11 Health Recommended Budget includesa reduction supplement in the amount of $75,427 forthe elimination of a vacant Health Specialist position.Also included are (3) revenue supplements: $13,160for an increase in the Food Handler Program fee;$2,500 for a change in the Restaurant Re-Inspectionfee; $1,600 for an increase in the Administrative fee.


-7.8%$1,259,733$1,243,286$1,365,642$1,409,849Salaries & Wages-11.5%147,067163,402166,199138,467Operations & Maintenance0.0% (27,376) (26,851)0 (16,041)Reimbursements0.0%0000Capital Outlay-9.9%$1,379,424$1,379,837$1,531,841$1,532,275TOTAL

Personnel Summary



1,3511,3501,4201,329Food establishments under permit410425425391Temporary food permits issued100100110108Restaurant Plan Review650650870610Environmental complaints taken75686866Communicable disease cases

Performance3,7233,8503,9603,806Food inspections performed270270300243Food complaints investigated48515151Foodborne Illness investigated

3,8603,8103,8103,859Food Handlers' trained140150150159Food Manager's trained

10121523Public smoking complaintsinvestigated

16161519Noise complaints investigated13121014Air quality complaints investigated15151310Illumination complaints investigated


Animal Services

MissionTo protect the health, safety, and welfare of animalsand people in Plano and promote responsibleownership of pets within the City.

2010-11 Objectives

Increase efficiency within the Division andregistration compliance by outsourcing citylicense program. The division licensed 8,572pets in FY 2008-09 which is less than 6% of theestimated 142,570 pets that currently live inPlano. Partnering with a company thatspecializes inmunicipal licensing programs couldincrease the number of registered pets by 30%in the first year.Increase the number of animals that are returnedto their owners through licensing andidentification programs. Nationwide, over 90%of all animals that enter shelters withidentification are reunited with their owners.Conversely, over 90% of all animals that entera shelter without identification are neverreclaimed. One of PAS main objectives is toreturn at-large animals to their rightful ownersand increasing identification rates of all animalsthrough education will lead to more animalsfinding their way back in their original homes.

Decrease the number of animals beingrelinquished for preventable reasons throughtraining and educational programs.Approximately 1,800 animals are released bytheir owners each year. Many of theserelinquishments could have been prevented ifthe owner had access to resources or trainingthat would allow them to keep the animal.Training assistance, housing referrals, andveterinary care assistance could all help ownersin keeping their pets.Increase services to the community at noadditional costs to the city through collaborationswith animal welfare organizations. One suchgroup, the Texas Coalition for Animal Protection,will provide low-cost sterilization and vaccinationservices for citizens if the city provides them withappropriate space for surgery. On days thatAnimal Services is not using the surgical suite,TCAP could use the space to assist pet ownersat no cost to the city.

Budget HighlightsThe 2010-11 Animal Services Recommended Budgetincludes reductions totaling $50,032. Reductionsinclude: Reduce ASO position to Part-Time Kennelposition ($44,232); ReduceMinor Apparatus ($5,000);and Reduce Laundry Cleaning ($800.00). Alsoincluded are (6) revenue supplements: Outsourcingof City License Program ($22,00); Vet Pick-Up forDeceased 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).


-2.7%$1,447,296$1,420,319$1,486,811$1,364,954Salaries & Wages-5.9%273,991267,152291,301344,414Operations & Maintenance0.0%000 (31,302)Reimbursements0.0%000Capital Outlay-3.2%$1,721,287$1,687,471$1,778,112$1,678,066TOTAL

Personnel Summary


Program Measures

14,32213,86212,53614,782Service calls7,3527,6547,2177,049Animals impounded1,2441,3441,3601,143Animals redeemed2,6693,0482,6062,290Animals adopted1,4291,4281,4431,430Animals euthanized1,8611,5021,8082,219Animals transferred8,7408,9088,1078,572Animals registered


Parks & Recreation Administration

MissionProvide management and direction for the operationof the Parks & Recreation Departments and the PlanoCentre/Convention & Visitors Bureau; formulate andimplement goals, objectives, and strategic plans;administer the Community Investment Program forthe Parks & Recreation Departments; and providestaff support for the Parks & Recreation PlanningBoard.

2010-11 Objectives

Administer, direct and coordinate the activitiesof the Parks & Recreation Department and thePlano Centre/ Convention & Visitors Bureau.Administer the implementation of goals,objectives and strategic plans for the Parks &Recreation Department and the PlanoCenter/Convention & Visitors Bureau.Manage the implementation of the variouselements of the Community Investment Programfor the Parks & Recreation Department.Oversee employee recognition, safety,performance, affirmative action and otherpersonnel related items.Provide support for the Parks & RecreationPlanning Board.

Budget Highlights

The 2010-11 Parks & Recreation AdministrationRecommended Budget includes an increase of$225,919 in the form of a reimbursement to providefor Operating & Maintenance expenditures at thePecan Hollow Golf Course during its yearlongrenovation starting November 2010.


4.5%$226,612$220,858$216,930$353,723Salaries & Wages-5.8%23,30512,18024,73422,586Operations & Maintenance0.0%0000Reimbursements0.0%225,91951,56600Capital Outlay96.9%$475,836$284,604$241,664$376,309TOTAL

Personnel Summary


Program Measures

239248251265Full-time employees$21,279$21,549$22,590$21,817General Fund Budgets ($000's)$10,075$10,823$12,144$11,475Other Fund Budgets ($000's)


Creative Arts

MissionCreate an environment where the community canshare in the full diversity and vitality of the arts. Thisis accomplished by operation of the CourtyardTheater, Cox Building Playhouse and theAmphitheater at Oak Point Park. Creative Arts alsopresents cultural events and works to assist otherDepartments in cultural activity. Other programs underCreative Arts include Public Art, Municipal Exhibits,and the Cultural Arts Grant Program. Support is alsoprovided to the Cultural Affairs Commission and thePublic Art Committee.

2010-11 Objectives

Creative Arts Division will operate the CourtyardTheater and Cox Building Playhouse for 12months and Amphitheater at Oak Point Park for8 months; project 300 public events at thesethree venues combined.Creative Arts Division will present five (5)concerts during the Spring/Summer/Fall window,with at least three concerts at the Amphitheaterat Oak Point Park.

Budget HighlightsThe 2010-11 Creative Arts Recommended Budgetincludes reductions totaling $208,379. Reductionsinclude: elimination of two positions, Creative ArtsComplex Supervisor & Cultural ProgramsCoordinator($137,071).


-28.2%$331,731$334,514$462,157$429,824Salaries & Wages-46.3% 115,691141,800215,323133,203Operations & Maintenance0.0%0000Reimbursements

-100.0%03,0004,0001,500Capital Outlay-34.3%$447,422$479,314$681,480$564,527TOTAL

Personnel Summary


Program Measures

Activity8 months9 months8 months9 monthsOperation of Amphitheater12 months12 months12 months12 monthsOperation of Cox Playhouse12 months12 months12 months1 monthsOperation of Courtyard Theater

Performance1111Amphitheater dates booked35213520Courtyard Theater dates booked200335200313Cox Building dates booked


Summer Arts Program

MissionProvide a multi-disciplinary summer arts and culturalprogram for youth ages 8 to 15. The program will runfor six to eight weeks during the summer season andfocus on providing a forum for youth to gain exposureto various artistic skills. This program’s contentshould be directed towards those youth who mightnot have an opportunity to experience these artisticdisciplines.

2010-11 Objectives

Target providing service to as many as 350underprivileged youth who might not otherwisehave an opportunity to participate in such artsactivities as dance, music, theater and visualarts.

Budget HighlightsThe 2010-11 Recommended Summer Arts ProgramBudget includes no new programs, enhancements,or any new personnel requests.


0.0%$0$0$0$0Salaries & Wages0.0%55,29055,29055,29057,000Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay0.0%$55,290$55,290$55,290$57,000TOTAL

Personnel Summary


Program Measures

350350350325Number of student participants


Marketing and Special Events

MissionInform and educate the citizens of Plano and themedia of all of the activities, events, and services ofthe Parks & Recreation Department. Supervise,coordinate, and/or manage quality events forparticipation by Plano’s citizens, and issue SpecialEvent Permits for events within the City limits.

2010-11 Objectives

Consider splitting the Events funding fromMarketing funds to align with new organizationalstructure.Administer Special Events Grants.

Budget HighlightsThe 2010-11 Marketing and Special EventsRecommended Budget includes reductions totaling$134,066. Reductions include: elimination of aCommunity Resources Manager position ($115,397);and reductions in Operations and Maintenanceexpenditures ($18,669). Also included is a revenuesupplement in the amount of $4,000 for a PavilionRental Fee increase.


-48.1%$134,899$157,238$259,976$213,690Salaries & Wages-11.3%70,68069,71979,66991,959Operations & Maintenance0.0%000-32,396Reimbursements0.0%0000Capital Outlay

-39.5%$205,579$226,957$339,645$273,253TOTAL

Personnel Summary



3277Mascot appearances3,5003,5003,5003,700Welcome packets mailed

Performance40,00050,35040,00040,011Department special event attendance


Downtown/East Advocacy

MissionSupport economic development, events and initiativesin the downtown Plano area.

2010-11 Objectives

Update information at kiosks three times a year.Support the annual Holiday Lighting event.

Budget HighlightsThe 2010-11 Downtown/East AdvocacyRecommended Budget includes no new personnel,reductions or enhancements.



Personnel Summary


Program Measures

1*1*1*1*Number of supported downtown events00021,000Village News newsletters distributed**0000Village News newsletters available online**

* Only Holiday Lighting and the Downtown Advertising Grant Program are now supported by this cost center.


Park Field Services

MissionDevelop specifications, bid, implement, andadminister contracts for multiple park sites andmaintenance tasks. Support and monitor Park’s workmanagement system and maintain a park assettracking and inventory program. Monitor city-widepark contractors’ performance proficiency. Providecity-wide irrigation support, water management andirrigation repairs to all parks, public buildings,specialty areas, medians and entry points. Manageand distribute contractual funds across multiple costcenters.

2010-11 Objectives

Continue water conservation and managementvia the irrigation central control system.Separate Athletic irrigation programming fromthe districts’.Continue improvement of irrigationcommunication using the mesh-net system.Continue to improve water application methodsfor more efficient, effective water use.Continue annual irrigation backflow inspectionand repair program.

Continue process improvements for contractualservices’ specifications and administration forthe purpose of cost savings and improved qualityof service for the public.Continue to explore additional opportunities formanaged competition in park services.Develop specialty contracts as needed forservices most economical when outsourced.Continue park infrastructure and assetrenovation program funded through CapitalReserve Fund.Continue updating park system asset inventoryprogram using GIS.Continue development of a park assetmanagement program.Continue monitoring and support field usage ofPark’s work management system.

Budget HighlightsThe 2010-11 Park Field Services RecommendedBudget includes no new programs, enhancementsor any new personnel requests.


0.8%$604,005$528,167$599,050$578,921Salaries & Wages-1.9%1,116,1661,197,0931,138,3441,186,228Operations & Maintenance0.0%0000Reimbursements0.0%0002,016Capital Outlay-1.0%$1,720,171$1,725,260$1,737,394$1,767,165TOTAL

Personnel Summary


Program MeasuresContractual:

138138138138Median and ROW miles67676767Restroom and litter locations

Irrigation:138138138138Irrigation tree bubbler median miles

79797979Irrigation beds planted median andROW miles

497497497497Irrigation systems maintained (1controller/1 sys)


Park Planning

MissionPrepare and implement the Park Master Plan, whichincludes developing and implementing the ParksCommunity Investment Program (CIP). The Parksand Recreation CIP includes the Park Improvementsand Recreation Center Bond Program, Park CapitalReserve Fund, and Park Fee Program. Park Planningis responsible for selecting and monitoringconsultants; managing and inspecting constructionprojects; preparing and administering grantapplications; coordinating input from neighborhoodorganizations related to proposed or requested parkimprovements; coordinating and implementing civicorganization beautification and park improvementprojects; managing urban forestry programs on publicproperty; and reviewing landscape and irrigationprojects for City buildings and facilities.

2010-11 Objectives

Complete renovation of Pecan Hollow GolfCourse.Complete renovation and expansion ofCarpenter Park Recreation Center.Complete plans for additional parking at ArborHills Nature Preserve.Complete athletic field renovations at CarpenterPark south and McCreary Sports Fields.Complete plans for improvements and expansionof Frank Beverly Park.

Complete plans for improvements and expansionof Sunset Park.Complete construction of improvements at EvansPark.Complete the next phase of improvements forthe City’s on-street bicycle route system.Complete construction of improvements in theBig Lake area of Chisholm Trail.Begin preliminary planning for the next phase ofimprovements at Oak Point Park and NaturePreserve.Begin preliminary planning for improvements tothe White Rock Creek Community Park site.Complete plans for trail improvements on RussellCreek Greenbelt under Independence,Bluebonnet Trail under U.S. 75, and the ChaseOaks Golf Course Trail connection on RussellCreek.Complete silt removal projects at Hoblitzelle,Prairie Meadow and Russell Creek parks.Complete additional trail repairs throughout theCity.Complete replacement of the pavilion roof andsupport structure at Bob Woodruff North.Complete greenbelt acquisitions through thePark Fee Program when available.

Budget HighlightsThe 2010-11 Park Planning Recommended Budgetincludes no new programs, enhancements or anynew personnel requests.


-3.8%$675,357$680,730$701,743$715,273Salaries & Wages-23.8%44,56251,51258,48550,991Operations & Maintenance0.0%0000Reimbursements0.0%0001,000Capital Outlay-5.3%$719,919$732,242$760,228$767,264TOTAL

Personnel Summary


Program Measures

25293422Park improvement projects completed$13,253,000$11,384,000$11,384,000$14,383,000Value of Park Bond Program projects

$3,360,000$3,880,000$4,580,000$2,550,000Value of Park Capital Reserve Fundprojects

$865,000$1,285,000$1,850,000$700,000Value of Park Fee projects$200,000$50,000$50,000$100,000Value of other projects

$0$1,040,000$1,040,000$0Grant Funds received400500300300Trees planted


Athletics

MissionPlan, implement and supervise team sports for youthand adults at 16 athletic-oriented park sites.Coordinate support services for leagues, tournamentsand athletic special events. Assist in the developmentand improvements to athletic-oriented park sites.

2010-11 Objectives

Continue to develop and use technology to meetcitizen expectations for easily accessibleinformation related to the access and use of theCity’s athletic facilities.Continue to work in cooperation with theConvention and Visitor’s Bureau to attractathletic tournaments that benefit Planoeconomically and visually.Transition outfield areas at Carpenter Park’s ballfields to utilization by turf sports made possibleby restoration of the site to original site plans.Complete Hoblitzelle Park renovations.Increase utilization of Youth BallPark by adaptingthe site for uses by softball and other baseballage groups.

Budget HighlightsThe 2010-11 Athletics Recommended Budgetincludes the elimination of a Field Services Specialistin the amount of $59,955.



-12.4%$407,631$431,281$465,199$446,194TOTAL

Personnel Summary



4,2384,2384,1744,302Teams registered:648648648648Baseball (youth)204204196196Football (youth and adult)

2,4242,4242,3182,318Soccer (youth and adult)1,0629621,0121,012Softball (youth and adult)

PerformanceChange in registration over prior years:

0%0%-3%-3%Baseball4%4%0%0%Football5%5%1%1%Soccer0%-5%2%2%Softball


Athletic Fields Maintenance

MissionProvide field preparation and support for theoperations of leagues, tournaments and athleticspecial events in a variety of sports conducted at 16athletic-oriented park sites through the ongoing careof ball fields, sports field establishment andcleanliness of park plazas and restrooms.

2010-11 Objectives

Continue ball field transition when financiallyfeasible to MasterTurf conditioned infields toenhance playing conditions and reduce gameslost to rain events. Targeted fields are Enfield#1, Enfield #2 and Enfield #3.Continue focus on cleanliness and safety in thecare of spectator and participant areas of ballfields and plazas of athletic-oriented communitypark sites.Continue elimination of 5-row bleachers withback-supported 3-row bleachers at ball fieldsand sports turf fields that are permanentlylocated.Establish new storage area at High Point Parkfor goals, bleachers, benches and litter barrelsrequired due to extension of Bluebonnet Trail.Transition mechanical aspects of ball fieldpreparation to Kromer Field Commander units.

Budget HighlightsThe 2010-11 Athletic Fields MaintenanceRecommended Budget includes no new programs,enhancements or any new personnel requests.


0.4%$626,609$621,877$624,121$651,549Salaries & Wages-1.2% 1,049,1341,045,2181,061,719813,030Operations & Maintenance0.0%0000Reimbursements0.0%000208Capital Outlay-0.6%$1,675,743$1,667,095$1,685,840$1,464,787TOTAL

Personnel Summary



22222222Athletic plazas46454545Clay infields25262626Grass infields15151515Football fields143143143143Soccer fields

Performance

4,9704,9704,9705,580Clay infield preparations (# ofdraggings)

249249232249League fields supported36363232Tournaments supported


Parks Technical Services

MissionPlan, develop, implement, and support the technologyof the Parks & Recreation Department. This includesthe recreation software system and all revenuecollection for the department. Act as the primaryliaison to the Technology Services Department.

2010-11 Objectives

Create a pictorial library of all park amenities foruse in answering customer care inquiries andmarketing.Develop and implement load balancing for theCitrix server environments.Deploy Wyse terminal management suite toincrease winterm capabilities.Monitor software supplies hosted paymentprocessing beta testing for daily remittance andevaluate it for possible use.Develop new naming and password protocolsfor thin clients to improve security.

Evaluate needs for laptops and replace currentlyunsupported unit through Technology Servicesso that they will be added to the periodicreplacement list (only where actual need exists).Convert Ave R Park Maintenance, Plano SeniorRecreation Center and Rowlinson Natatoriumfrom T-1 lines to mesh back haul RF to save T-1rental fees.

Budget HighlightsThe 2010-11 Parks Technical Service RecommendedBudget includes the reduction of a part-time ProjectManager position in the amount of $26,377.


-3.5%$314,615$344,548$325,999$369,961Salaries & Wages24.1%13,6508,24111,0005,822Operations & Maintenance0.0%0000Reimbursements0.0%00045Capital Outlay-2.6%$328,265$352,789$336,999$375,828TOTAL

Personnel Summary



$8,900,259$10,790,000$10,548,087$10,785,893Cash collections processedComputer transactions processed:

20,12322,80036,58922,706Membership passes180,000186,000196,560185,456Payments125,000132,560132,555132,455POS sales50,99563,80074,75563,755Registrations13,00014,32314,63814,323Rentals

$5,551,000$6,542,956$6,342,936$6,965,278Credit card revenue processed142144141141PC users supported

352353354354Recreation software system-userssupportedPerformanceActual revenue/Budgeted revenue

100%100%101%100%Cash collections processed100%100%101%100%Credit card revenue processed


Courtyard Theater

MissionOperate high quality public assembly facilities for thecommunity with the highest standards of customerservice. Provide venues for artists for thepresentation of theater, dance, music, and ceremonialevents. Enrich the lives of our citizens through theenjoyment of a variety of cultural opportunities.

2010-11 Objectives

Implement the recently adopted Plano Stagesbusiness plan, working toward a 50-percent costrecover over 5-year period.

Budget HighlightsThe 2010-11 Courtyard Theater RecommendedBudget contains no new programs, enhancementsor requests for additional personnel.


0.0%$0$1,590$0$1,764Salaries & Wages-23.7% 96,245106,920126,18563,622Operations & Maintenance0.0%0000Reimbursements

-83.3% 1,0005,0006,0000Capital Outlay-26.4%$97,245$113,510$132,185$65,386TOTAL

Personnel Summary


Program Measures

315539315506Operation of Courtyard, CoxPlayhouse (event days)

35213520Operation of Amphitheater (days)

85%91%85%86%% of available days booked in CYT,Cox


Park Administration

MissionAdminister and supervise the following departments:Athletic Fields Maintenance, Athletic Operations,Sports Turf Maintenance, Ground MaintenanceServices Districts #1, #2, and #3, Natural Resources,Park Field Services, Park Planning, and Park SupportServices.

2010-11 Objectives

Research software and integration of assetmanagement, work order, and GIS systems.Plan for and manage additional budgetreductions in 2011-12.Develop and implement the use of Fleetboss(GPS vehicle tracking) to improve efficiency ofoperations.Acquire South Central Community Park site.

Budget HighlightsThe 2010-11 Park Administration RecommendedBudget includes reductions totaling $119,891.Reductions include: elimination of a Park OperationsSuperintendent position ($101,114) and reductionsin Operations &Maintenance expenditures ($18,777).


-30.1%$262,909$304,850$376,286$376,745Salaries & Wages-17.4%30,82333,22237,33735,264Operations & Maintenance0.0%0000Reimbursements0.0%0001,700Capital Outlay

-29.0%$293,732$338,072$413,623$413,709TOTAL

Personnel Summary


Program Measures

129121121141Full-time employees258236242282Personnel evaluations processed8508001,300650Service request/work orders received

4,7254,7254,7254,725Total acreage maintained


Sports Turf Maintenance

MissionProvide support for leagues, tournaments and athleticspecial events in a variety of sports conducted at 16athletic-oriented community park sites through theongoing care of sports turf fields and non-playinggrassed areas through the operation of programs formowing, irrigation repairs and operation, fertilization,chemical applications, aeration and playing surfacerenovations.

2010-11 Objectives

Continue movement toward increasingcontractual mowing services through employeeattrition.Continue participation with local sportsassociations in the recovery of high wear turfareas and soccer goal mouths.Continue aeration and vertical mowing programson high use sports turf fields to mitigatecompaction of clay soils to promote turf qualityresulting in better game conditions.Initiate program to eliminate grass infields atsurplus ball fields resulting in reduced costs forchemicals, fertilization and labor. Fieldsconverted to MasterTurf will promote betterutilization by a wider variety of age groups.

Budget HighlightsThe 2010-11 Sports Turf MaintenanceRecommended Budget includes the elimination of avacant Labor/MaintenanceWork position in return forcontract services. The salary dollars for this positionwill instead be used for contract labor.


-12.6%$1,002,828$1,035,836$1,147,246$1,098,106Salaries & Wages-3.0%669,719762,912690,737660,030Operations & Maintenance0.0%0000Reimbursements0.0%00092,925Capital Outlay-9.0%$1,672,547$1,798,748$1,837,983$1,851,061TOTAL

Personnel Summary



272272272272Sports turf acres supported150150150150Non-playing grass acreage24252526Grass infields supported

Performance21,76021,76021,76021,760Sports turf acres mowed6,0006,0006,0006,000Non-sports acres mowed


Park Support Services

MissionProvide facility maintenance, repairs andconstruction/renovation services to athletic, park andrecreational properties, including the followingservices: carpentry, concrete construction, park andplayground development, electrical, heavy equipmentoperations and plumbing.

2010-11 Objectives

Assumemaintenance of trail extension to SpringCreek walk south of 15th Street to Collin CreekMall (.50 mile).Assume maintenance of additional parking,sidewalk and fencing at Evans Park.Assumemaintenance of additional trail extensionto Legacy Trail (.50 mile).Assume maintenance of Bluebonnet east trailextension to Hwy. 75 (1 mile).Assumemaintenance of fencing at Caddo Park.

Budget HighlightsThe 2010-11 Park Support Services RecommendedBudget contains no new programs, enhancementsor new personnel requests.


20.3%$1,193,887$1,099,302$992,641$1,017,440Salaries & Wages11.9%457,373473,120408,862398,068Operations & Maintenance0.0%0000Reimbursements0.0%012408,707Capital Outlay17.8%$1,651,260$1,572,546$1,401,503$1,424,215TOTAL

Personnel Summary


Program Measures

8,5618,5498,5668,548Light fixtures maintained91879087Playgrounds inspected

3,8703,9053,8703,940Event support (hours)69676666Miles of trails maintained600600600600Trail repairs (linear feet)148145147145Pavilion shade shelters maintained


Ground Maintenance Services District#1

MissionProvide groundsmaintenance services, which includechemical applications, fertilization, maintaining treesand shrubs, maintaining landscape beds, mowingand litter removal from medians, rights of way, parks,and public buildings east of Central Expressway.

2010-11 Objectives

Continue long residual ant control measures atClass A sites.Continue increased frequency and quality ofpesticide applications.Continue fertilizer applications at neighborhoodparks and public building sites.ContinueConservation Buffer Zonemaintenancealong creek banks and ponds.Replace trees and shrubs at select District 1sites.Restore turf at select District 1 sites.

Renovate irrigation system at Municipal Center.Renovate landscaping at Municipal Center andPolice & Courts.Continue maintenance of annual color beds atvarious public buildings and plaza areas.Increase frequency of landscape maintenancevisits at public buildings.Assist with the support of special events.

Budget HighlightsThe 2010-11 Ground Maintenance Services District#1 Recommended Budget contains no new programs,enhancements or new personnel requests.


-6.7%$870,269$879,614$932,490$902,137Salaries & Wages-3.3%389,790419,837403,059456,198Operations & Maintenance0.0%0000Reimbursements0.0%00027,367Capital Outlay-5.7%$1,260,059$1,299,451$1,335,549$1,385,702TOTAL

Personnel Summary



218218218218Class A (acres)445445445445Class B (acres)53535353Class C lots (acres)

Sites mainteained:

3333Cemeteries (Bowman, Douglass, andDouglass addition)

2233Fire Stations #1, #31111Libraries6666Public buildings10101010Special recreation facilities

Performance

7,8487,8487,8487,848Class A mowing (acres) (weekly rotationx9 months)

5,3405,3405,3408,010Class B mowing (acres) (3 week rotationx9 months)

477477477636Class C mowing (acres) (4 week rotationx9 months)


Public Art

MissionContribute to the quality of life of the residents ofPlano through the creation of an enhanced physicaland cultural environment; assist in the developmentof high quality civic space; support the economicvitality of the City through increased property valuesand new cultural tourism opportunities; enhance theknowledge and understanding of the community’shistory and culture; provide increased access toartistic experiences of the highest caliber for theresidents of Plano.

2010-11 Objectives

Continue promoting sales of “Translating thePrairie”.Establish and coordinate maintenance plan forexisting public art pieces.Assist other Departments/facilities with thedevelopment of public art exhibits programs.

Budget HighlightsThe 2010-11 Public Art Recommended Budgetcontains no new programs, enhancements or newpersonnel requests.



Personnel Summary


Program Measures

0118Completion of public art projects041015Rotating exhibits in COP facilities10772Maintenance of public art projects


Natural Resources

MissionManage the development and implementation of acomprehensive conservation and restoration programfor Oak Point Park and Nature Preserve and ArborHills Nature Preserve, as well as multiple city-widenatural resource related operations; maintain theCity’s numerous ponds through an integratedmanagement program; and provide services forpruning and removing trees on public groundsthroughout the city.

2010-11 Objectives

Administer supplemental funds to coordinatecontract work for pond maintenance and thehumane management of wildlife throughout thePark System.Continue prairie restoration efforts at Arbor HillsNature Preserve and Oak Point Park and NaturePreserve.Incorporate Leave No Trace teachings intoeducational opportunities for Nature Preservevisitors.

Identify new avenues in which to expand the“Conservation Buffer Zone” program, includingthe creation of a GPS layer in Arc View.Continue to maintain the designated PedestrianNatural Surface Trail systems at Arbor HillsNature Preserve and Oak Point Park and NaturePreserves which includes tree pruning, weedeating, boardwalk installation (if and wherenecessary), and weekly inspections.Continue working through Audubon Certificationprocess for Arbor Hills Nature Preserve.Achieve “Designated Wildlife Habitat”Certification for Oak Point Park and NaturePreserve.Continue to work with scouts on Eagle ScoutProjects to the benefit the Nature Preserves andthe Park System.

Budget HighlightsThe 2010-11 Natural Resources RecommendedBudget contains no new programs, enhancementsor new requests for personnel.



-38.2%$499,949$493,948$809,035$766,640TOTAL

Personnel Summary


Program MeasuresActivitySites Maintained:

914914914914Nature Preserves (total acres)16.8316.8316.8316.83Tom Muehlenbeck Center (total acres)

Ponds Managed:12121212# of ponds

49.3749.3749.3749.37# of total surface acresNatural Surface Trail System Maintenance

3.353.353.353.35# of miles at Arbor Hills Nature Preserve

7.047.047.047.04# of miles at Oak Point Park and NaturePreserve

PerformanceForestry:

0001,800# of trees pruned000460# of trees removed



MissionProvide groundsmaintenance services, which includechemical applications, fertilization, maintaining treesand shrubs, maintaining landscape beds, mowingand litter removal from medians, rights of way, parks,and public buildings in the south and far west sectorsof Plano.

2010-11 Objectives

Continue long residual ant control measures atClass A sites.Continue increased frequency and quality ofpesticide applications.Continue fertilizer applications at neighborhoodparks and public building sites.ContinueConservation Buffer Zonemaintenancealong creek banks and ponds.

Install replacement trees along selectConservation Buffer Zones.Replace trees and shrubs at select District 2sites.Restore turf at select District 2 sites.Renovate landscaping at Carpenter RecreationCenter and Fire Station 7.Renovate irrigation system at Russell SteindamPark.Assist with the support of special events.

Budget HighlightsThe 2010-11 Ground Maintenance Services District#2 Recommended Budget contains no new programs,enhancements or new requests for personnel.

2010-112009-102009-102008-09% ChangeBudgetEstimateBudgetActual


Personnel Summary



283283283283Class A (acres)189189189189Class B (acres)86861010Class C (acres)

Sites maintained:6667Fire Stations #2, #5, #7, #8, #9, #122224Libraries - Haggard, Parr5556Public Buildings2225Special Recreation Facilities

Performance

10,22410,22410,18810,188Class A mowing (acres) (weekly rotationx9 mo.)

2,2682,2682,2682,268Class B mowing (acres) (3-week rotationx9 mo.)

7747749090Class C mowing (acres) (4-week rotationx9 mo.)


Recreation Administration

MissionOperate and manage the Aquatic facilities, AdultSports programs, Pecan Hollow Golf Course, OakPoint Center, Carpenter Park Recreation Center,Liberty Recreation Center, TomMuehlenbeck Center,Williams Recreation Center, Plano Senior RecreationCenter, High Point Tennis Center, and SpecialPrograms.

2010-11 Objectives

Continue best practices to obtain a higher costrecovery. Explore a membership for the PlanoSenior Recreation Center.

Budget HighlightsThe 2010-11 Recreation AdministrationRecommended Budget includes the elimination ofthe Senior Transportation Program in the amount of$90,000.


26.0%$387,226$392,623$307,362$376,098Salaries & Wages-13.4%595,425694,953687,264210,568Operations & Maintenance0.0%0000Reimbursements0.0%00026,314Capital Outlay-1.2%$982,651$1,087,576$994,626$612,980TOTAL

Personnel Summary


Program Measures2,700,0002,600,0002,600,0002,656,384Recreation Program Attendance


Special Programs

MissionProvide the opportunity for all ages to participate inrecreational, therapeutic programs.

2010-11 Objectives

Explore possible collaborations with communityagencies and contractual staff to provideadditional new programs and experiences forTherapeutic Recreation participants.Continue to offer quality programs for individualswith special needs by refining thecommunications and training with TherapeuticRecreation volunteers.Update Therapeutic Recreation contractual andpart-time staff emergency procedures andcontact lists.

Budget HighlightsThe 2010-11 Special Programs RecommendedBudget contains no new programs, enhancementsor requests for additional personnel.



Personnel Summary


Program Measures

17,50017,30019,20015,958Therapeutic Program attendance


PAC/NAT/JCP

MissionOperate and provide services, which include an adultswim team, independently sponsored competitiveswim team, learn-to-swim programs, public swimming,school district activities, and special aquatics at twonatatoriums and an outdoors fifty-meter pool.

2010-11 Objectives

Continue renovation plans for the Plano AquaticCenter.Brainstorm and implement activities for attractingpatrons to the Rowlinson Natatorium and thePlano Aquatic Center.

Budget HighlightsThe 2010-11 PAC/NAT/JCP Recommended Budgetcontains no new programs, enhancements orrequests for additional personnel.


-7.5%$466,178$405,370$504,112$483,586Salaries & Wages120.1%151,629153,32868,889160,350Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay7.8%$617,807$558,698$573,001$643,936TOTAL

Personnel Summary



16,30016,20016,20031,582Learn to swim program attendance38,00035,00036,00034,856Public swimming attendance

Performance$90,000$70,000$70,000$103,664Public swimming revenue$14,500$15,000$17,000$14,326Rental income


Tennis Center

MissionProvide top quality programs (adult leagues, juniordevelopment, open play, and tournaments), facilities,and supervision to meet the needs of the residentsin Plano. High Point consists of twenty-one lightedoutdoor courts, playground, practice wall, and a proshop with dressing facilities and restrooms.

2010-11 Objectives

Continue to meet community needs by offeringa wide variety of programs such as grouplessons, junior development programs, adultleagues, sanctioned tournaments, half-daytournaments, etc.

Budget HighlightsThe 2010-11 Tennis Center Recommended Budgetcontains no new programs, enhancements orrequests for additional personnel.


-18.5%$183,630$210,722$225,280$222,757Salaries & Wages5.0%17,54517,80616,7117,983Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay

-16.9%$201,175$228,528$241,991$230,740TOTAL

Personnel Summary



105,000107,103105,000110,681Sessions of play$211,000$215,000$198,000$202,606Total revenue

PerformanceRevenue collected per:

40.5741.3438.0738.96Hours of operation2.012.001.881.83Session of play


Senior Services

MissionTo enrich the lives of the City’s senior adults byproviding high quality recreational opportunities andfacilities.

2010-11 Objectives

Add aminimum of six new courses/opportunitiesto attract a more diverse group of seniors.Certify staff in CRP & First Aid.

Budget HighlightsThe 2010-11 Senior Services Recommended Budgetcontains no new programs, enhancements orrequests for additional personnel.



Personnel Summary



21,50021,00019,50020,171Classes78,00078,00075,00076,714Drop In1,0001,0007501,247Meetings12,00012,00013,00012,154Volunteer participation4,0004,0007,0003,761Wellness center

001,000275Offsite activity116,500116,000117,250114,322Total Participation

Performance

-2%-2%-2%-2%% increase in attendance overprevious year


Interurban Railway Museum

MissionPreserve the Plano substation of the Texas ElectricRailway System, a part of the Interurban RailwaySystem of North Texas, and Car 360 for publicbenefit. Relate the story of the Interurban Railway ofNorth Texas and its significance in the transportationhistory of the area, as well as to support historicalpreservation in our community.

2010-11 Objectives

Continue to explore possible acquisition anduses for Car 507 – a freight car.Continue to research options for improvementsto Car 360 canopy to increase protection for thecar.

Budget HighlightsThe 2010-11 Interurban Railway MuseumRecommended Budget contains no new programs,enhancements or requests for additional personnel.



-51.3%$28,999$28,256$59,592$29,218TOTAL

Personnel Summary


Program Measures

15,00014,55715,00018,628Attendance



MissionProvide groundsmaintenance services, which includechemical applications, fertilization, maintaining treesand shrubs, maintaining landscape beds, mowingand litter removal from medians, rights of way, andpublic buildings in central Plano.

2010-11 Objectives

Continue long residual ant control measures atClass A sites.Continue increased frequency and quality ofpesticide applications.Continue fertilizer applications at neighborhoodparks and public building sites.ContinueConservation Buffer Zonemaintenancealong creek banks and ponds.Install replacement trees along selectConservation Buffer Zones.Replace trees and shrubs at select District 3sites.Restore turf at select District 3 sites.

Renovate landscaping at Aquatic Center andFire Station 4.Renovate irrigation system at Lone Star Park.Renovate bench pads and common areas atDog Park.Assist with the support of special events.

Budget HighlightsThe 2010-11 Ground Maintenance Services District#3 Recommended Budget contains no new programs,enhancements or requests for additional personnel.



Personnel Summary



257257257257Class A (acres)361361361361Class B (acres)

Site Maintained:3333Fire Stations #4, #6, #102222Libraries - Schimelpfenig, Davis2222Public buildings6666Special Recreation facilities

Performance

9,2529,2529,2529,252Class A mowing (acres) (weeklyrotation 9 mos.

4,3324,3324,3324,332Class B mowing (acres) (3-weekrotation - 9 mos.


Douglass Recreation Center

MissionProvide recreational activities and other services thatinclude classes as well as drop-in activities for all agegroups.

2010-11 Objectives

Continue to certify staff in CPR and First Aid.Continue the positive relationship with the Boysand Girls Club.Continue to expand all program areas atDouglass.

Budget HighlightsThe 2010-11 Recommended Budget hands dailyoperations over to Boys and Girls Club of CollinCounty.


-100.0%$0$271,169$407,784$248,170Salaries & Wages-100.0%038,20844,78431,015Operations & Maintenance

0.0%0000Reimbursements0.0%0000Capital Outlay

-100.0%$0$309,377$452,568$279,185TOTAL

Personnel Summary


Program Measures

01,2001,20028,040Boys & Girls Club01,5003,0003,371Classes04003,000435Meetings072,00084,00065,764Drop-in03,0007,0002,334Special Events01,0001,200976Seniors010050093Trips00*0569Sports*0600900408Tutoring0200800106Volunteer participation06001,000471After hours reservations080,600102,600102,567Total participation

*Sports now counted with free play drop-in.


Adult Sports

MissionProvide Adult Sports Programs to the general public.

2010-11 Objectives

Continue to certify staff in First Aid and CPR.Continue to offer quality adult sports for thecitizens of Plano.Provide other adult sports to the general public.

Budget HighlightsThe 2010-11 Adult Sports Recommended Budgetincludes reductions of $83,630. Reductions includethe elimination of Recreation Supervisor position($48,568) and two part-time Recreation positions($23,940) and associated benefits ($11,122).



-34.9%$179,357$114,324$275,409$357,947TOTAL

Personnel Summary


Program Measures

01,79200Class attendance (no longer exists)01,83500Drop-in attendance (no longer exists)

2,4502,4502,9502,394Sports clinicsTeams registered:

68686876Football930930930978Softball


Carpenter Park Recreation Center

MissionProvide a wide variety of fitness opportunities,recreational programs, and services for all agegroups; and operate and supervise the stand-alonerecreation facility seven days a week.

2010-11 Objectives

Complete expansion and renovation of facility.Reopen facility before June 1, 2011.Increase class attendance by 5% over summer2010.Increase membership check-in by 5% oversummer 2010.Program 12 classes in the summer 2011 sessiondirected toward seniors.

Budget HighlightsThe 2010-11 Carpenter Park Recreation CenterRecommended Budget contains reductions of$47,392. These reductions are predominantly dueto reduced part-time personnel expenditures duringthe facility’s expansion and renovation.



Personnel Summary



17,38938,89444,20645,588Classes4,89213,18614,92614,162Jazzercise73,934193,122233,203220,892Membership check-in5,24413,27012,24313,168Daily check-in9463,7355,8174,559Meetings/rentals000456Planet Kidz

102,405262,207310,395298,825Total ParticipationPerformance

-61%-12%4%-4%% increase in attendance overprevious year


Oak Point Center

MissionProvide a wide variety of fitness opportunities,recreational programs, and services for all agegroups; and operate and supervise the facility sevendays a week.

2010-11 Objectives

Continue to expand water polo team by offeringmore classes, camps, and competitiveopportunities to various age groups.Continue to provide space for diving team andschool swim teams.Continue to provide space for other facilities totrain staff.Explore options to provide organized/themedbirthday parties.Program and offer more classes based onrequests of public.Accommodate Carpenter Recreation Centerclasses while they are closed for renovations.

Continue to work on programming consistencywith other centers.Continue to provide excellent customer service.Provide staff the opportunity to attend moreprofessional development classes andconferences.Continue to provide triathlon space for adultsand children.Provide training space for triathlon participants.Provide open house to patrons to give them anincentive to renew and recommend our centerto friends and family.Increase sales and scans of membership passesand program participation.

Budget HighlightsThe 2010-11 Oak Point Center RecommendedBudget contains no new programs, enhancementsor requests for additional personnel.



Personnel Summary



163,000162,000162,000145,912Membership pass scans-dry48,00047,50047,50042,168Guest10,00010,00010,0008,402Pool rental87,50087,00087,00088,674Classes1,6001,5001,5001,659Room rental10010010040Climbing wall rental

43,00042,00042,00039,261Membership pass scans-pool0007,441CCCC

55,00050,00050,00054,562COPS9001,0001,0001,107Kidquarters (closed in pm)

8,1008,0008,0008,027Masters417,200409,100409,100397,253Total Participation

Performance

2%3%3%-8%% increase in attendance overprevious year


Liberty Park Recreation Center


2010-11 Objectives

Develop Liberty Recreation Center summerusers guide with updated information.Hire staff, maintain and evaluate the Kid Kaperssummer camp program.Add new partitions in all locker rooms andrestrooms.Re-certify all full and part-time staff in CPR, FirstAid and AED.

Budget HighlightsThe 2010-11 Liberty Park Recreation CenterRecommended Budget contains no new programs,enhancements or requests for additional personnel.



Personnel Summary


Program Measures

400400450401Attendance per day145,000145,000155,500145,020Yearly attendance

34,80034,80026,50034,800Recreation & aquatic courseattendance

95,80095,80095,50095,830Recreation memberships002450Pool rentals


Tom Muehlenbeck Recreation Center


2010-11 Objectives

Continue to grow the programs offered at TMC.Offer Carpenter Park classes in addition to ourown.Reconfigure the game room into a class room.

Budget HighlightsThe 2010-11 Tom Muehlenbeck Recreation Centercontains no new programs, enhancements orrequests for additional personnel.



Personnel Summary



500,000500,000510,000514,683Facility attendance (drop-in, guests,rentals, swim teams, public)

95,00095,00070,20091,681Recreation & aquatic program; classattendancePerformance

1,6001,6001,5001,661Attendance per day$970,000$970,000$500,000$977,052Membership revenue$270,000$270,000$200,000$277,143Daily fee revenue (rec and pools)$60,000$60,000$54,000$62,096Rental income


Oak Point Park & Nature Preserve

MissionOak Point Park and Nature Preserve is a premierregional park that demonstrates the integration of thenatural environment with educational and recreationalresources for the benefit, use, and enjoyment ofpresent and future generations. This mission shall beaccomplished by providing a quiet and natural settingof respite from urban life; offering opportunities forrecreation and community gatherings; promotingenvironmental education and stewardship; andinterpreting the environment and history of the area.

2010-11 Objectives

Continue to offer outdoor programming at thepark.Continue to provide on-site presence/patrolduring periods of active use.

Budget HighlightsThe 2010-11 Oak Point Park & Nature PreserveRecommended Budget contains the elimination oftwo part-time Recreation Aide positions in the amountof $28,271.



-22.6%$347,609$387,421$449,177$305,550TOTAL

Personnel Summary


Program Measures

5555Miles of Nature TrailDesigned/Maintenance

250250250250Volunteer Man-Hours Supervised00050Sign posts installed*000250Trail Signage Installed*0006Trailhead Kioks Installed*

900900900900Trail Patrol Hours*Preparation for June 2009 park opening


Public Works Administration

MissionAdminister and direct the Streets/Drainage, Signals,Signs & Markings, Utility Operations, and UtilityPumping.

2010-11 Objectives

Complete street and alley repairs within 35working days, sidewalk repairs within 20 workingdays, minor screening wall repairs within 20working days.Meet the objectives outlined in the City CouncilEnds Statement regarding the City’sinfrastructure, environmental waste services,and traffic control in the Drainage Division.Complete utility cut repairs within 5 workingdays.Maintain a one-hour response for 100%after-hour emergency malfunctions and atwenty-four hour response for repairs /replacement of all malfunctioning opticomequipment.Continue to repair damaged stop signs withinone hour of notification and all other regulatorysigns within twenty-four hours of notification.Monitor and maintain school crosswalkspavement markings as needed annually, priorto and during the school year.Maintain all thoroughfare markings (buttons) towithin the Signs & Markings Division’s goal of10% or less.Upgrade pavement markings at majorintersections annually as needed and continue

with the 9” street name change out program.This is year four of a six-year program.Operate water/wastewater systems efficiently tomaintain adequate supplies and pressures forthe protection of the water supply for domesticand commercial use.Collect 1,810 water samples to ensure that thewater quality meets or exceeds all State/Federalregulations.Maintain the City’s wastewater collection systemto ensure that all citizens are safe fromcontamination by minimizing inflow/infiltrationinto the system.Maintain the City’s water distribution system toensure that each customer receives the highestquality potable water.Continue the projected change-out of 5,000water meters.Maintain the goals set for the meter boxrepair/replacement program.Maintain the City’s Backflow Prevention Programto ensure that each resident receives the highestquality potable waterRegulate and inspect businesses to preventcross connections within the City’s waterdistribution system.

Budget HighlightsThe 2010-11 Public Works Administration’sRecommended Budget is at target and includesreductions totaling $4,300: from Food, ($1,000),Wearing Apparel, ($300), and Travel/ProfessionalDevelopment, ($3,000).


-1.6%$572,152$584,897$581,338$634,728Salaries & Wages-37.0%33,29352,43452,84924,188Operations & Maintenance1.5% (171,911) (168,574) (169,316) (168,212)Reimbursements0.0%0000Capital Outlay-6.7%$433,534$468,757$464,871$490,704TOTAL

Personnel Summary



1,5391,5371,5351,531Street/Alley (miles)134133133132Screening walls6661Traffic signals installed (new)

3,9003,9003,9001,287Traffic signs installed (new)58565856Bridges maintained

4,1204,0204,0003,525Storm sewer inlets check/cleaned80,25080,25080,25080,250Water system connections26.726.726.722.2Gallons water pumped (billions)

Performance11111111Total Budgets Administered


Streets

MissionMaintain City streets, alleyways, and screening walls.The Division also designs, administers, and contractsrehabilitation of the infrastructure.

2010-11 Objectives

Complete street and alley repairs within 35working days.Complete sidewalk repairs within 20 workingdays.Complete minor screening wall repairs within 20working days.One-half of personnel complete required trafficcontrol training.

Budget HighlightsThe 2010-11 Street Department RecommendedBudget eliminates (2) Full-time positions: one Sr.Construction Inspector, ($72,108), and oneLabor/Maintenance Worker, ($46,879). Otherreductions include: Food, ($200); Wearing Apparel,($1,000); and Travel/Professional Development,($300).


-8.6%$2,065,026$2,193,156$2,258,869$2,194,312Salaries & Wages-7.9%980,3791,011,9461,064,536978,176Operations & Maintenance-11.6% (53,306) (66,602) (60,326) (60,020)Reimbursements0.0%0002,340Capital Outlay-8.3%$2,992,099$3,138,500$3,263,079$3,114,808TOTAL

Personnel Summary



1,0171,0161,0151,012Paved streets (miles)522521520519Paved alleys (miles)134133133132Screening walls (miles)

$59,000$60,000$64,000$62,000Screening wall repair costs6,0007,0008,0005,000Alley repairs-City (linear foot)20,00019,50019,00021,000Alley repairs-contracted (square yards)

23,00023,00016,50099,000Street repairs-contracted (squareyards)

4,8004,4004,3006,800Street repairs-City (square yards)1,6301,6281,6261,624Sidewalks maintained (miles)

PerformanceAlley repair requests completed:

22212226District 139344035District 232333631District 393889892Totals

Street repair requests completed:40353023District 130303035District 228252222District 398908280Totals


Signals

MissionDesign, install, and maintain all traffic signals, schoolzone flashers, and all underground infrastructuresassociated with signals and school zone flashers.

2010-11 Objectives

Maintain a one-hour response for 100%after-hour emergency malfunctions.Maintain a twenty-four hour response for repairs/ replacement of all malfunctioning opticomequipment.

Meet the objective outlined in the City CouncilEnds Statement regarding the City’sinfrastructure, environmental waste services andtraffic control.Training for four new employees – TEEX –Traffic Control and Barricade class.

Budget HighlightsThe 2010-11 Signals Recommended Budget includesreductions totaling $2,500 from Wearing Apparel,($500), and Overtime, ($2,425).



Personnel Summary



6661Traffic signals installed219218213212Traffic signals maintained187187193189School zone flashers maintained880880880880Video detectors maintained400400700343Emergency service calls

$33,000$35,000$50,000$21,223Overtime expendituresPerformance

100%100%100%100%Response to emergency service callswithin 1 hour


Signs & Markings

MissionDesign, install, and maintain all traffic control signs,street name signs, and specialty signs, such as crimewatch signs and others, used by departmentsthroughout the City. This also includes pavementmarkings, lane line buttons, thermo-plastic markingsfor pavement stop bars at intersections, crosswalks,and paint for parking lot striping and fire lanes.

2010-11 Objectives

Continue to repair damaged stop signs withinone hour of notification and all other regulatorysigns within twenty-four hours of notification.Monitor and maintain school crosswalkspavement markings as needed annually, priorto and during the school year.Maintain all thoroughfare markings (buttons) towithin the Division’s goal of 10% or less.Upgrade pavement markings at majorintersections annually as needed. Continue the9” street name change out program, year fourof a six year program.

Budget HighlightsThe 2010-11 Signs &Marking Recommended Budgetincludes reductions totaling $22,213 from variousoperating accounts.


0.3%$598,977$583,121$597,055$652,441Salaries & Wages-5.4%522,063549,256551,952414,508Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-2.4%$1,121,040$1,132,377$1,149,007$1,066,949TOTAL

Personnel Summary



3,9003,9003,9001,287Traffic signs installed (new)4,2004,2004,2001,473Traffic signs repaired4,3004,3004,3001,921New signs fabricated3,3003,3003,3001,543Replacement signs fabricated

685685685685Lane miles of street markings (buttons)maintained

219/40218/40204/40213/40Signalized intersection markingsmaintained/upgraded

2,1402,1402,1404209" street name sign replacement programPerformance

$132,300$134,100$134,100$30,972Traffic markings (button) maintenancecontract cost

$89,594$90,224$90,224$97,688Signalized intersection markings(Thermo-Plastic) maintenance contract cost

$100,000$100,000$100,000$100,000Sign fabrication cost

$45,000$45,000$45,000$45,000School crosswalk markings maintenancecost


Housing andUrbanDevelopment (HUD)

MissionThe administrative funds are used for expensesassociated with administering the grant and complyingwith the U.S. Department of Housing and UrbanDevelopment’s Community Development Block Grant(CDBG) grant regulations. CDBG Administration’smission is to administer CDBG funds in an efficientmanner in order to best serve low-to-moderate incomePlano residents. Costs associated with CDBGAdministration include the City’s single audit, the costof travel, legal notices and advertisements, fairhousing expenses, and office supplies. The programalso covers salary expenses related to staff trainingand monitoring of CDBG subrecipient agencies asrequired by the Federal Department of Housing andUrban Development.

2010-11 Objectives

Provide timely and efficient expenditure of HUDfunds.Comply with all applicable federal grantguidelines as defined in Office of Managementand Budget (OMB) circulars and Code of FederalRegulations (CFR) 24 Part 570.

Provide technical assistance and monitoring togrant recipients.Prepare the 2011 Action Plan and 2010Consolidated Annual Performance EvaluationReport (CAPER) for HUD.

Budget HighlightsThe 2010-11 CDBG Administration RecommendedBudget includes no new programs, enhancements,or any new personnel requests.


0.0%$0$0$0$0Salaries & Wages-30.1%73,429110,105105,02542,321Operations & Maintenance

1465.9%203,571183,31113,000115,287Reimbursements0.0%0000Capital Outlay

134.7%$277,000$293,416$118,025$157,608TOTAL

Personnel Summary


Program Measures

1.31.31.31.3HUD Annual Timeliness Test (lessthan 1.5 required by HUD)

$950,000$1,200,000$1,200,000$919,506Amount fund disbursed to CDBG grantprograms

77107Subrecipients receiving grantassistance and monitoring

0000City of Plano OMB Circular A133Single Audit Findings

3333Number of HUD grant plans completed

2010-11 City Manager's Recommended Budget156GrantFund

Housing Rehabilitation

MissionThis program provides income dependent,low-interest repayable and forgivable loans for therehabilitation of houses and apartments in Plano.The City’s goals in offering these loans are topreserve existing affordable housing, ensure that thedwelling is safe, secure and sanitary, provide energyefficiency, and enhance and revitalize neighborhoodswithin Plano. The program helps achieve City CouncilGoal 2, Livable and Sustainable Community: VitalNeighborhoods and Exciting Urban Centers.Assistance provided through this program supportslong-term neighborhood sustainability and visiblyimproves our older neighborhoods. Included in thisprogram are emergency repairs and homereplacement.

2010-11 Objectives

Provide decent housing to the city’s low incomehouseholds.Complete construction work in a timely andefficient manner.Ensure customer satisfaction.

Budget HighlightsThe 2010-11 Housing Rehabilitation RecommendedBudget includes no new programs, enhancements,or any new personnel requests.


0.0%$0$0$0$0Salaries & Wages8.4%489,844304,400451,750284,443Operations & Maintenance

-31.8%256,938253,997376,798227,720Reimbursements0.0%0000Capital Outlay-9.9%$746,782$558,397$828,548$512,163TOTAL

Personnel Summary


Program Measures

20203021Rehabilitation of low-income housing.

200127127205

Average number of calendar daysfrom the receipt of the resident'sapplication for rehabilitationassistance to the completion of theproject for rehabilitation andreconstruction work.

2112.7

Average number of calendar daysfrom the receipt of the resident'sapplication for emergency assistanceto the completion of work.

75%75%90%N/A

Percentage of clients recordingsatisfaction with work performed viathe end of project customer survey.

1572010-11 City Manager's Recommended BudgetGrantFund

Homeownership Assistance

MissionThe purpose of the City of Plano’s HomeownershipAssistance Program, also known as the First TimeHomebuyer's Program, is to help low-to-moderateincome families realize the dream of homeownership.The program provides financial assistance in the formof forgivable liens that can be used for down paymentand closing costs. The grant funds are made possiblethrough HUD’s Community Development Block Grantand the HOME Investment Partnership.

2010-11 Objectives

Educate potential homeowners on the processof home buying and responsibilities ofhomeownership.Provide financial assistance to makehomeownership affordable.Restrict interest rates, closing costs and loanprograms to ensure homeowners receive a fairproduct.

Budget HighlightsThe 2010-11 Homeownership Assistance ProgramRecommended Budget includes no new programs,enhancements, or any new personnel requests.


0.0%$0$0$0$0Salaries & Wages119.7%13,29359,8446,05033,435Operations & Maintenance0.0%38,83332,15500Reimbursements0.0%0000Capital Outlay

-100.0%$52,126$91,999$6,050$33,435TOTAL

Personnel Summary


Program Measures

2035228Number of Households Assisted$128,927$263,244$150,000$32,258Total Amount of Assistance$850,000$2,000,000$1,900,000$793,886Outside Funds Leveraged

125200200160Number of Homebuyers Educated

2010-11 City Manager's Recommended Budget158GrantFund

Risk Management/Self Insurance

MISSIONTo promote health and safety, and to minimizefinancial risks to the City by creating a safeenvironment for its employees, citizens and visitors.Our goal is to protect against accidental loss or losseswhich in the aggregate during any financial periodwould significantly affect personnel, property, thebudget or the ability of the City of Plano to continueto fulfill its responsibilities to taxpayers and to thepublic.

2010-11 Objectives

Better Budget Management.Further develop & enhance third party recoveries& subrogation efforts.Institute Risk Management Committee (RMC):Create a safety sub-committee reporting to

RMC as the parent committee.Revive & support the Safety Coordinator

Program.Develop a Strategic Risk Management TrainingProgram:General Industry SafetyOrganization Specific SafetyInsurance & Risk Management Related Topics

Develop an accident investigation program.Develop & capture better incident data forstatistical analysis to determine causation,identify preventative or corrective measures andto document and tract finalization of preventiveand/or corrective measures.Minimum of two employees trained asSharePoint Power Users.Further develop and enhance facilities inspectionprogram.Continue development of staff in needed areas(Risk Program Manager, Claims Coordinator, &Loss Prevention Specialist).Selection of claims administration serviceprovider for minimum of 10 optional annualrenewals.Evaluate relationships with vendors (broker ofrecord, law firm used for workers’ compensationdisputes, DriveCam, Target Safety & facilitiesinspection service vendor).Develop reports and other risk managementrelated document for submission to executivemanagement.

Budget HighlightsThe 2010-11 Office of Risk ManagementRecommended Budget includes no new programs,enhancements, or any new requests.


0.3%$1,651,689$1,634,507$1,646,792$2,508,610Salaries & Wages-16.7%2,043,6072,753,2482,454,5372,630,252Operations & Maintenance0.0%000 (12,024)Reimbursements0.0%0000Capital Outlay-9.9%$3,695,296$4,387,755$4,101,329$5,126,838TOTAL

Personnel Summary



10062100102General liability claims300270300276Workers' Compensation claims11574115127Auto liability claims

$200,000$275,000$150,000$210,105Subrogation collectedPerformance

$100,000$50,000$100,000$59,447General liability total incurred$1,000,000$1,200,000$1,000,000$1,648,065Workers' Compensation total incurred$250,000$200,000$250,000$278,455Auto liability total incurred$250,000$100,000$250,000$219,594Auto liability paid$325,000$325,000$275,000$312,819Property paid

1592010-11 City Manager's Recommended BudgetProperty/Liability

LossFund

Convention & Visitors Bureau

MissionManage the advertising, promotions and solicitationefforts to market Plano as a destination forconventions, meetings, sporting events, grouptravelers and tourists. The Convention & VisitorsBureau provides a positive economic impact on thecommunity by bringing visitor and tax dollars to thecity. This mission ties in with the City’s Strategic Plan.

2010-11 Objectives

Manage the daily operations of the PlanoConvention & Visitors Bureau (CVB).Book an estimated 30,000 room nights for Planoand the surrounding areas.Participate in over 25 travel/group business andsports trade shows.Host one media tour.Continue to work with the region on a plan topromote the North Dallas area.Service all Plano CVB.

Budget HighlightsThe 2010-11 Convention & Visitors BureauRecommended Budget contains a $7,000enhancement for additional postage expendituresrelated to rate increases by the US Postal Serviceand an increase in the volume of inquiries made bypotential visitors to Plano.


4.9%$504,793$502,172$481,307$466,080Salaries & Wages4.1%1,259,5841,214,8421,210,490981,567Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay4.3%$1,764,377$1,717,014$1,691,797$1,447,647TOTAL

Personnel Summary



25,00020,00029,00014,000Room nights booked35,00035,00020,00022,925Visitor inquiries

Performance

$3,946,116$3,907,046$4,494,486$3,951,890Hotel/Motel tax which fund the CVB($)

2010-11 City Manager's Recommended Budget160Convention&TourismFund

Civic Center

MissionMaintain and operate Plano Centre, includingaccepted accounting practices and procedures,marketing, booking, catering, room set-up,audio-visual services, and operate a business servicecenter. Our mission also includes providing food andbeverage service and support to various off-siteconcession venues.

2010-11 Objectives

Complete and implement new business plan forPlano Centre. Highlights include:

Branding, marketing and sales strategyUpdate fee structureFocus on core business with close ofoutletsSecurity and emergency plansUpgrade facility landscapingUpgrade services to customersStaff reorganization to efficiently andeffectively deliver upgrades services tocustomers

Prioritize and initiate architect recommendationsfor improvements to the building’s interior.Develop and implement training schedule fordepartment supervisors and manager.Continue replacement of aging capitalequipment.

Budget HighlightsThe 2010-11 Civic Center Recommended Budgetincludes a funded supplement in the amount of$71,000, funded from the CIty's EquipmentReplacement Fund, for the replacement of kitchenitems. Items include: over ($21,000); fryer ($25,000);and serving equipment ($25,000).


-2.5%$2,425,955$2,192,929$2,489,147$2,190,166Salaries & Wages-0.6%1,349,8351,171,7421,357,3141,191,639Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-1.8%$3,775,790$3,364,671$3,846,461$3,381,805TOTAL

Personnel Summary


Program MeasuresActivityPerformance

$585,000$548,200$573,200$565,770Leased space revenue$263,000$250,000$258,000$240,154Equipment rental revenue

$1,152,660$876,812$1,147,219$1,008,639Catering services revenue$270,000$218,033$310,000$268,366Concession revenue$40,000$37,066$40,000$38,626Vending revenue67.7%59.7%67.1%70.4%Expense recovery through revenue

1612010-11 City Manager's Recommended BudgetConvention

&Tourism

Fund

Plano Station

MissionMaintain and operate Plano Station to includemarketing, booking, catering and room set-upservices. Our mission also includes providing foodand beverage service to customers.

2010-11 Objectives

Continue marketing Plano Station throughvarious website promotions.

Budget HighlightsThe 2010-11 Plano Station Recommended Budgetincludes no new programs, enhancements or anynew personnel requests.


0.0%$0$0$0$0Salaries & Wages0.0%1,2001,3621,200944Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay0.0%$1,200$1,362$1,200$944TOTAL

Personnel Summary


Program Measures

Performance$24,000$24,000$24,000$21,998Leased space revenue$3,000$3,000$3,000$1,883Equipment rental revenue$48,000$48,000$48,000$33,743Catering services revenue


Historic Preservation

MissionThe City of Plano promotes local historic preservationwith funding based on Hotel/Motel tax receipts. Thisdivision funds the Heritage Commissionrecommended historic preservation grants.

2010-11 Objectives

The Heritage Commission will grant a total $591,917 to five applicants which include The HeritageFarmstead Museum, Plano African AmericanMuseum, North Texas Masonic HistoricalMuseum and Library, The Plano Conservancy,Inc., and The Rowlett Creek CemeteryAssociation.Staff will attend the Heritage Commissionmeetings.

Budget HighlightsThe 2010-11 Historic Preservation RecommendedBudget includes no new programs or enhancements.



-10.5%$591,917$0$586,057$661,173$677,710TOTAL

Personnel Summary


Program Measures

5554Number of historic grants.


&Tourism

Fund

Cultural Arts

MissionThe Cultural Affairs Commission was established bythe City of Plano to ensure that the arts areincorporated into the civic infrastructure for theresidents. The City of Plano promotes the local artsand funding based on Hotel/Motel tax receipts. TheCultural Affairs Commission recommends major andsmall grants to the City Council for approval.

2010-11 Objectives

Complete annual review of grant guidelines andapplication forms; annual revision of proceduresform and review of applications.Monitor performance of all Major grantees andSmall grantees.Receive and review applications for FY 2011-12Major, Small, and Special Event grants.Recommend on renewal of contract for SummerArts Workshop.

Budget HighlightsThe 2010-11 Cultural Arts Recommended Budgetincludes funding in the amount of $591,917 for majorand small grants.


0.0%$0$0$0$0Salaries & Wages0.0%591,917586,057661,173682,710Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay0.0%$591,917$0$586,057$661,173$682,710TOTAL

Personnel Summary


Program Measures

15181817Number of Major Arts Grants5773Number of Small Arts Grants


Special Events

MissionThe City funds local events that attract participantsand visitors to Plano, promoting its hotels, motels,restaurants, shopping, and parks and recreation.

2010-11 Objectives

Provide funding for the annual Plano BalloonFestival.

Budget HighlightsThe 2010-11 Special Events Recommended Budgetincludes no new programs, enhancements, or anynew personnel requests.



Personnel Summary


Program Measures

1111Plano Balloon Festival


&Tourism

Fund

Pecan Hollow Grille

MissionMaintain and operate Pecan Hollow Grille to includemarketing, booking, catering, and room set-upservices. Our mission also includes providing foodand beverage service to customers of Pecan HollowGolf Course and Pecan Hollow Grille.

2010-11 Objectives

Direct City involvement with Pecan Hollow Grilleended in June 2010.

Budget HighlightsPecan Hollow Grille is not funded in the 2010-11Recommended Budget.


0.0%$0$0$0$0Salaries & Wages0.0%063,041219,613161,121Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay

-100.0%$0$63,041$219,613$161,121TOTAL

Personnel Summary


Program Measures

PerformanceN/A$2,000$2,800$2,901Leased space revenueN/A$850$500$780Equipment rental revenueN/A$11,618$34,000$38,483Catering services revenueN/A$99,223$215,000$208,638Concession & alcohol revenue


Customer & Utility Services

MissionSupport a vibrant and versatile city by striving toprovide world class services; ensure adequate fundsfor the protection of citizens and provision of municipalservices by providing accurate and timely reading ofwater meters and billing of accounts, controllingoptimum collections, maintaining accurate financialand customer records, and ensuring positive publicrelations.

2010-11 Objectives

Read all meters in a timely manner to ensureon-time billings.Maintain, read, and verify process to ensurequality control of AMR systems.Complete Phase II of the fixed network project.Replace metal lids with plastic lids.Creation of a new departmental webpage thatutilizes increased information from the fixednetwork meter reading system.

Research through business process mapping anew utility billing ERP solution that worksseamlessly with the City’s financial system.Revise strategic plan for staffing levels after fixednetwork implementation.Perform annual read verifications of fixednetwork meters to maintain contract compliance.Maintain training of staff on the installation andmaintenance of the fixed network system.

Budget HighlightsThe 2010-11 Customer & Utility ServicesRecommended budget includes reductions of $30,355from various operating accounts, including overtime,training, travel and associations.


0.2%$1,269,037$1,268,885$1,265,959$1,169,043Salaries & Wages-26.7%661,418702,778902,3651,112,538Operations & Maintenance0.0%0000Reimbursements0.0%08,250039,250Capital Outlay

-11.0%$1,930,455$1,979,913$2,168,324$2,320,831TOTAL

Personnel Summary



915,000915,000915,000842,343Payments processed total549,000549,000517,000506,993Electronic payments processed2,0002,0002,0003,057Adjustments processed78,00078,00080,00075,201Telephone calls received75,00075,00075,00074,631Delinquent notices mailed

400400400318Work order builder accounts (newmeter sets)Performance

8,4008,4008,4007,500Accounts per clerk (callcenter/cashiering)

1,2001,2001,2001,100Calls answered per clerk per month99.5%99.5%99.5%99.5%Collection rate60.0%60.0%56.5%60.2%Percentage of electronic payments

1672010-11 City Manager's Recommended BudgetWater&

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Customer & Utility Services Field

MissionProvide accurate and timely customer service towater/sewer customers throughout the City of Plano,twenty-four hours a day, 365 days a year. FieldServices provides accurate and timely meter readingsfor billing, continuing with customer service andsupport at the customer location, while accountingfor and safeguarding the funds collected.

2010-11 Objectives

Read all meters in a timely manner to ensureon-time billings.Maintain, read, and verify process to ensurequality control of AMR systems.Complete Phase II of the fixed network project.Replace metal lids with plastic lids.Creation of a new departmental webpage thatutilizes increased information from the fixednetwork meter reading system.

Research through business process mapping anew utility billing ERP solution that worksseamlessly with the City’s financial system.Revise strategic plan for staffing levels after fixednetwork implementation.Perform annual read verifications of fixednetwork meters to maintain contract compliance.Maintain training of staff on the installation andmaintenance of the fixed network system.

Budget HighlightsThe 2010-11 Customer & Utility Services FieldRecommendedBudget includes reductions of $95,756from various operating accounts, including overtime,computer hardware, contracts, cellular air time,training, travel and associations. Using the newMotoMesh fixed network system to upload meter readingshas eliminated $16,000 in wireless air card expenseannually.


-3.7%$1,370,775$1,396,938$1,422,718$1,422,334Salaries & Wages-4.0%4,187,2115,094,4944,362,6566,132,065Operations & Maintenance0.0% (72,402) (70,846) (70,074) (69,604)Reimbursements0.0%0000Capital Outlay-4.0%$5,485,584$6,420,586$5,715,300$7,484,795TOTAL

Personnel Summary



988,500988,500988,500874,517Meters read (total)568,164568,164136,59380,754Meters read (manual)

084,336515,907629,789Meters read (mobile)420,336336,000336,000163,974Meters read (fixed network)35,00035,00035,00014,000Special reads (quality assurance)10,000110,00010,00011,700Requests for service2,5002,5002,5003,500Miscellaneous

Performance98.0%98.0%98.0%98.0%Meter reading accuracy (manual)99.9%99.9%99.9%99.9%Meter reading accuracy (fixed network)

2010-11 City Manager's Recommended Budget168Water&Sew

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Industrial Pre-Treatment

MissionProtect waterways, swimming pools and sewersystems in the community by preventing pollution,promoting community involvement, presentingeducation programs/materials and providing excellentcitizen services.

2010-11 Objectives

The Pretreatment Program will continue tomonitor and regulate six (6) permitted industriesfrom discharging contaminates into the PublicOwned Treatment Works (NTMWD). Staffcurrently conducts annual inspections of eachpermitted facility.Through the Silver Recovery Best ManagementPractice program, the Pretreatment Programwillconduct annual inspections of over 90 facilitiesto help reduce the amount of silver entering intothe sanitary sewer waste stream.Vector Control Program, through the use ofIntegrated Pest Management, will work to reduce

mosquito populations. Stagnant swimming poolson abandoned properties will continue to be apriority for targeting mosquito larvae control.Staff will continue to trap and identify problematicmosquitoes as well as investigate complaints.Also, staff will continue to provide harborageeducation to residents on prevention ofmosquitoes and rodents.The Non-hazardous Liquid Waste Program willcontinue to regulate generators of grease, grit,and sand waste as well as the transportationand disposal of this waste. Staff conducts routinegenerator inspections (400+/yr) as well over 60transporter inspections.

Budget Highlights

The 2010-11 Industrial Pre-Treatment RecommendedBudget includes no new or reduced programs,enhancements, or any new personnel requests orreductions.



Personnel Summary



6666IPP Industrial Permits1001009899Silver BMP Permits415415415411Swimming pool permits issued80807563Liquid waste Permits - transporters165165170159Liquid waste Permits - generators

Performance25252519IPP inspections/CO's10010098222Silver BMP Inspections80807563Liq. Waste Transporters Inspections440440440440Liq. Waste Generator Inspections710710710648Swimming pool inspections completed120120250126Vector control complaints investigated

1010102Waste disposal Class I Non-Hazardous(yards)

10101616Hazardous Waste (Acid) gallons10102000Waste disposal Used Oil recycled (gallons)2020200Waste Pesticides (gallons)2020200Waste Disposal - Flammable Liquid (gal)


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Utility Maintenance Administration

MissionSupervise and coordinate all Utility Maintenancefunctions including water system maintenance,wastewater collection, meter services, crossconnection controls, and wastewater infiltration andcontrol.

2010-11 Objectives

Ensure compliance of all Ends and MeansStatements for Public Works Operations as setforth by the City Council.

Budget HighlightsLate in the 2008-09 fiscal year, Utility Operationsreorganized and transferred several positions amongthe various Utility cost centers. The changes impactedthe Personal Services budget for 2009-10. Thischange is reflected in the current salary and benefitsre-estimate. The 2010-11 Utility MaintenanceAdministration Recommended Budget includesreductions totaling $8,000 from various operatingaccounts, including postage, food, wearing apparel,travel and professional development, andmaintenance agreements.


25.1%$708,436$689,712$566,246$669,072Salaries & Wages4.7%59,938,90154,617,60057,255,83152,039,319Operations & Maintenance-4.2%258,061261,577269,437268,214Reimbursements0.0%0000Capital Outlay4.8%$60,905,398$55,568,889$58,091,514$52,976,605TOTAL

Personnel Summary



80,25080,25080,25080,250Metered service connections26.726.726.722.2Gallons water pumped (billions)900***Valve operation700700700644Utility locates200200200200Cost(s) estimates600600600592Right of Way management

Performance$0.16$0.16$0.16$0.16Water pumping cost per 1,000 gallons

$10,000***Valve operation$46,000$46,000$46,000$45,990Utility locates$23,000$23,000$23,000$23,432Cost(s) estimates$42,000$42,000$42,000$42,396Right of Way management

* Program measures within this cost center have changed due to restructuring within the Department


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Utility District #1

MissionMaintain and repair the water and wastewaterinfrastructure system within the district’s respectiveboundaries.

2010-11 Objectives

Maintain the City’s water distribution system toensure that each customer receives the highestquality potable water.

Maintain the City’s wastewater collection systemto ensure that all citizens are safe fromcontamination by minimizing inflow/infiltrationinto the system.Comply with the Ends and Means Statementsfor Public Works Operations as set forth by theCity Council.

Budget HighlightsDuring 2009-10, the Utility Operations transferredone Sr. Crew Leader position from Utility District #3to District #1. The 2010-11 District #1 RecommendedBudget contains reductions totaling $4,000 fromvarious accounts: Food, ($200), Wearing Apparel,($1,900), and Minor Apparatus/Small Tools, ($1,900).


3.4%$917,807$910,068$887,627$841,750Salaries & Wages2.6%360,576431,730351,497360,161Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay3.2%$1,278,383$1,341,798$1,239,124$1,201,911TOTAL

Personnel Summary



150150150179Fire hydrants repaired*303032Fire hydrants installed

1,9001,9001,9004,264Valves operated303030104Main line repairs25252540Service taps installed30303039Sewer lines repaired100100100111Customer stoppages

1,2001,2001,2001,200Dead end water mains flushed18181817Manholes repaired

150150150150Fire hydrant flush (Residualsmaintenance)Performance

$60,000$60,000$60,000$53,735Fire hydrant repair costs*$52,000$52,000$62,163Fire hydrant installation cost

$35,000$35,000$35,000$43,176Valve operating cost$25,000$25,000$25,000$88,010Main line repair cost$4,500$4,500$4,500$25,000Service tap installation cost$5,000$5,000$5,000$29,899Sewer line repair cost$4,900$4,900$4,900$7,903Customer stoppage cost$34,600$34,600$34,600$34,600Dead end water mains flushed$10,000$10,000$10,000$5,677Manhole repair cost

$13,000$13,000$13,000$13,006Fire hydrants flushed (Residualsmaint.)

$30,000$30,000$30,000$13,546Damages recovered* Program terminated


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Utility District #2


2010-11 Objectives

Maintain the City’s water distribution system toensure that each customer receives the highestquality potable water.Maintain the City’s wastewater collection systemto ensure that all citizens are safe fromcontamination by minimizing inflow/infiltrationinto the system.Comply with the Ends and Means Statementsfor Public Works Operations as set forth by theCity Council.

Budget HighlightsThe 2010-11 Utility Operations District #2Recommended Budget includes reductions totaling($91,500) from: Contracted debris hauling, ($90,000);Food, ($200); and Wearing Apparel, ($1,300).


-6.2%$997,300$978,326$1,063,238$999,523Salaries & Wages-11.0%565,183620,449635,031638,597Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-8.0%$1,562,483$1,598,775$1,698,269$1,638,120TOTAL

Personnel Summary



80808095Fire hydrants repaired1,0001,0001,0004,412Valves operated

45454585Main line repairs30303050Service taps installed53535352Sewer lines repaired215215215255Customer stoppages

1,2001,2001,2001,200Dead end water mains flushed25252520Manholes repaired

150150150150Fire hydrant flush (Residualsmaintenance)Performance

$30,000$30,000$30,000$33,106Fire hydrant repair cost$30,000$30,000$30,000$57,388Valve operating cost$28,000$28,000$28,000$58,731Main line repair cost$30,000$30,000$30,000$36,109Service tap installation cost$40,000$40,000$40,000$21,585Sewer line repair cost$14,000$14,000$14,000$13,274Customer stoppage cost$35,000$35,000$35,000$34,600Dead end water mains flushed$75,000$75,000$75,000$4,091Manhole repair cost

$13,000$13,000$13,000$13,000Fire hydrants flushed (Residualsmaint.)

$30,000$30,000$30,000$13,523Damages recovered


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Utility District #3


2010-11 Objectives

Maintain the City’s wastewater collection systemto ensure that all citizens are safe fromcontamination by minimizing inflow/infiltrationinto the system.Comply with the Ends and Means Statementsfor Public Works Operations as set forth by theCity Council.

Budget HighlightsDuring 2009-10, Utility District #3 transferred one Sr.Crew Leader position to Utility Operations District #1.The 2010-11 District #3 Recommended Budgetcontains operating reductions of ($1,300) fromWearing Apparel, and ($200) from Food.


-12.0%$1,033,263$955,247$1,174,296$1,006,242Salaries & Wages-5.6%413,040451,781437,744403,804Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay

-10.3%$1,446,303$1,407,028$1,612,040$1,410,046TOTAL

Personnel Summary



1,2001,2001,2001,106Flow Meters/Rain Gauges Serviced250250250229Aerial Crossing Inspections

800,000800,000800,000614,662Sewer Main TV (feet)2,8002,8002,8002,805Manholes Inspected10010010095Customer stoppages3636369Main line stoppages200200200193Manholes repaired

1,500,0001,500,0001,500,0001,613,231Sewer Line cleaned (feet)Performance

$41,000$41,000$41,000$23,978Flow Meters/Rain Gauges Serviced$3,900$3,900$3,900$3,637Aerial Crossing Inspections$68,000$68,000$68,000$52,026Sewer Main TV (feet)$45,000$45,000$45,000$44,620Manholes Inspected$5,950$5,950$5,950$5,652Customer stoppage cost$4,750$4,750$4,750$1,188Main line stoppage cost$52,800$52,800$52,800$50,952Manhole repair cost$114,000$114,000$114,000$122,606Sewer line cleaning cost$10,584$10,584$10,584$4,132Damages recovered


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Pumping Facilities

MissionResponsible for the twenty-four hour operation andmaintenance of all water and wastewater pumpingfacilities, collection of water samples, response totaste and odor complaints and provision of after hour’scustomer service.

2010-11 Objectives

Collect 1,810 water samples to ensure that thewater quality meets or exceeds all State/Federalregulations.Completed 100 flow tests on fire hydrantsthroughout the water distribution system.Operate water/wastewater systems efficiently tomaintain adequate supplies and pressures forthe protection of the water supply for domesticand commercial use.Comply with the Ends and Means Statementsfor Public Works, Pumping Facilities Departmentas set forth by the City Council.

Budget HighlightsThe 2010-11 Pumping Facilities’ Recommendedbudget includes reductions totaling $20,684.Extending the time between mowing cycles incontracted mowing services reduces expenses by($20,184). Other reductions include: wearing apparel,($200), and travel/professional development, ($300).


0.1%$855,267$863,043$854,252$857,977Salaries & Wages1.0%3,361,1602,843,1603,329,3622,696,297Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay0.8%$4,216,427$3,706,203$4,183,614$3,554,274TOTAL

Personnel Summary



26.726.726.722.2Water pumped - gallons (billions)1,8101,8101,8101,810Bacteriological testing100100100100Pressure/flow testing - fire hydrants

5,0005,0005,0003,825Calls dispatched after hoursPerformance

10010010063Fire hydrant flow testing - development

$0.16$0.16$0.16$0.16Water pumping cost per thousandgallons


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Meter Services

MissionInstall newmeters, change out of existing meters andrepair of all water meters for both residences andbusinesses. Other responsibilities includemaintenance, repair and replacement of water vaultsand boxes and the repair of service line leaks.

2010-11 Objectives

Continue the projected change-out of 5,000water meters.Maintain the goals set for the meter boxrepair/replacement program.Comply with the Ends and Means Statementsas set forth by the City Council.

Budget HighlightsThe 2010-11 Meter Services’ Recommended Budgetcontains $4,425 in reductions from Overtime,($2,425), Food, ($200), Wearing Apparel, ($900), andTraining, ($900).


-2.0%$808,831$795,724$825,071$769,606Salaries & Wages1.0%684,915752,864678,355626,145Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-0.6%$1,493,746$1,548,588$1,503,426$1,395,751TOTAL

Personnel Summary


Program Measures

10010010028Large meters repaired800800800318New residential/commercial meters400400400420Meter leaks repaired350350350350Meter boxes repaired/replaced

5,0005,0005,0003,207Change out residential/commercialmetersPerformance

$7,700$7,700$7,700$2,168Large meters repaired$38,400$38,400$38,400$15,376New residential/commercial meters$19,600$19,600$19,600$20,620Meter leaks repaired$21,000$21,000$21,000$21,683Meter boxes repaired/replaced

$250,000$250,000$250,000$160,449Change out residential/commercialmeters

$5,000$5,000$5,000$1,751Damages recovered


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Utility Planning

MissionUpdate and maintain the various water and sewerlayers in the City's GIS. Also, provide data, mapping,and analysis of the water and sewer data to userdepartments and customers using GIS.

2010-11 Objectives

Update water and sewer layers in the City’s GISfrom private and CIP developments.Provide updated water and sewer digital dataand mapping to user departments.Provide GIS data and mapping information tovarious outside entities and customers to locateexisting infrastructure.Modify water and sewer data as necessary fromfield verifications submitted by Utility Operations.

Perform special requests for analysis andmapping of the water and sewer data in GIS foruser departments.Improve the water and sewer layer in GIS asrequested by user departments.

Budget HighlightsThe Utility Planning 2010-11 Recommended Budgetincludes no new personnel, reductions orenhancements.



Personnel Summary



14141816Water lines installed (miles)3363Sewer lines installed (miles)

210210280260Fire hydrants installed130130190139Sanitary sewer manholes installed

Performance100%100%100%100%Percentage of water lines installed100%100%100%100%Percentage of sewer lines installed100%100%100%100%Percentage of fire hydrants installed

100%100%100%100%Percentage of sanitary sewermanholes installed

100%100%100%100%Request for information fulfilled


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Utility Engineering

MissionDesign and review of water and sanitary sewerprojects.

2010-11 Objectives

Re-paint Southeast Industrial Elevated StorageTank.Re-paint and/or repair Stadium Ground StorageTanks.Complete Russell Creek Sewer Rehab PhaseII.

Budget HighlightsThe 2010-11 Utility Engineering RecommendedBudget includes a reduction supplement in theamount of $11,000 for O&M reductions to trainingand contract professional services.


0.7%$259,667$257,910$257,778$252,283Salaries & Wages-46.2%12,78523,78523,78516,985Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-3.2%$272,452$281,695$281,563$269,268TOTAL

Personnel Summary



$11,444$18,907$20,381$10,027CIP projects funded ($000)Performance

80%80%80%None

Achieve an average "Overall SatisfiedCustomer" rating of 60% or more onthe construction surveys

3667Number of projects started57124Number of projects finished


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Utility Cut Services

MissionMaintain the City Streets and alleyways where repairsto water or sewer utility lines have been completedunder the existing concrete pavement. This servicecrew repairs/replaces the pavement at the utility repairlocation.

2010-11 Objectives

Continue utility cut repairs within five workingdays.Update training of all personnel in traffic controland barricading.

Budget HighlightsThe 2010-11 Utility Cut Services RecommendedBudget contains no new programs, enhancements,or any new personnel requests.



Personnel Summary


Program Measures

600640640561Utility cut/repairs$1,300$1,250$1,250$1,200Cost per repair


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Backflow Operations

MissionInspect and inventory potential and knowncross-connections at commercial and industrialbusiness. The Backflow Operations mission is toprevent the possible backflow infiltration and theresulting possible contamination of the City’s waterlines.

2010-11 Objectives

Maintain the City’s Backflow Prevention Programto ensure that each resident receives the highquality potable water.Regulate and inspect businesses to preventcross connections within the City’s waterdistribution system.Comply with the Ends and Means Statementsfor Backflow Operations as set forth by the CityCouncil.

Budget HighlightsThe 2010-11 Utility Operations BackflowRecommended Budget contains no new programs,enhancements, or any new personnel requests.



Personnel Summary



1,4001,4001,4001,340Backflow/cross-connection inspections

9009001,400708Backflow/cross-connectionre-inspections

90090090077524-hour disconnect notices issued1,3001,3001,3001,288Notice of violation notices issued120120120173Testers observed

Performance2,0002,0001,5001,882Cross-connections controlled

$389,000$389,000$285,000$298,973Revenues


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Environmental Waste Collections

MissionProvide for the collection of solid waste, recyclablesand yard trimmings from residential customers.

2010-11 Objectives

Assist with formalizing and implementingemployee training program.Implement updated SOP document and policymodifications.Evaluate Labrie “dual-arm” collection vehicle.Reduce the annual preventable accidents andinjuries below the 09-10 levels.Maintain a 97.3% or above customer servicegood to excellent rating for trash, recycling andyard trimming collection services.Collaborate with Recycling EducationCoordinator to develop City’s five (5) yearResidential Waste Diversion and Recycling Plan.

Budget HighlightsThe 2010-11 Environmental Waste CollectionsRecommendedBudget contains increasedOperations& Maintenance expenditures due to higher RegionalSolid Waste System charges ($896,167). Thisincrease is offset by other reductions in Operations& Maintenance, including a lower cart maintenancecontract costs ($11,000).


-1.2%$2,777,781$2,755,835$2,811,766$2,822,655Salaries & Wages2.4%12,531,27511,809,26312,241,95111,118,232Operations & Maintenance

-12.0% (2,200) (2,050) (2,500) (2,367)Reimbursements0.0%0000Capital Outlay1.7%$15,306,856$14,563,048$15,051,217$13,938,520TOTAL

Personnel Summary



69,25069,25069,17069,213Residential customers61,21660,61067,27060,670Solid waste - tons collected22,41021,97022,50021,465Landscape waste - tons collected19,23919,23921,50019,632Recycling - tons collected

Performance30322136Number of accidents (preventable)6647Number of accidents per 100K miles2223Number of injuries

98.5%98.4%98.3%98.7%Survey results (good to excellent)859060113Legitimate complaints

42.0%41.0%42.0%39.0%Diversion from landfill75.0%74.0%73.0%75.0%Average weekly set-out rate

5.15.075.075.2Pound per household per day disposal1,1751,1711,1771,150Average route size (trash)

2010-11 City Manager's Recommended Budget180Sustainability&Environm

entalServicesFund

Environmental ServicesAdministration

MissionOversee the operations of Environmental WasteCollection, Recycling, Yard Trimmings Collection,Household Chemical Collections and the HouseholdChemical Reuse facility, Commercial Recycling, andthe Special Waste programs. Provide customerservice for all Sustainability & Environmental Serviceprograms, and manage the franchise for commercialcollections.

2010-11 Objectives

Hold annual departmental retreat for planningand staff development.Maintain a 94% or above excellence customerservice rating.Go “live” with and maintain web-based customerservice request program. Continue to identifyweb-based customer service request programenhancements to improve the user-friendlinessaspects for citizens.Continue to update and coordinate formalizedCustomer Service training and StandardOperating Procedures.Formalize and implement new employee trainingmanual.

Budget HighlightsThe 2010-11 Environmental Services AdministrationRecommended Budget includes reductions totaling$4,705 to Operations andMaintenance expenditures,including a $1,800 reduction in professionaldevelopment expenditures.



Personnel Summary



27,82026,75029,87025,696Customer service requests* ** *1,1000Web-based service requests

Performance

00450* * *Residential postings on materialexchange web site

11111111Average customer telephone hold time(sec)

96.0%95.5%96.4%95.0%Customer service rating (good toexcellent)* * Still in test mode.* * * Program ended 7/09 - no data available

1812010-11 City Manager's Recommended BudgetSustainability

&Environm

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Special Waste

MissionResponsible for the collection of residential bulkywaste, paid special waste, organic recyclables,household chemicals, and litter.

2010-11 Objectives

Maintain litter crew productivity to at least 3600miles cleaned.Maintain performance and cost standards inHousehold Chemical Collection program inaccordance with Texas Commission onEnvironmental Quality requirements, whileevaluating program enhancements.Reduce the annual preventable accidents andinjuries below the 09-10 level.Maintain customer service rating of 98.7% goodto excellent or above for all services.Join North American Hazardous MaterialsManagement Association.

Establish contracted vendors for recycling:damaged plastic residential carts, appliancesand metal stream, freon removed from collectedrefrigerators and lead-based batteries.Promote the City’s recommended disposal ofresidential based pharmaceutical drugs andmedical waste items.Work with City of Allen to implement their internalReuse Center operating within their city limits.

Budget HighlightsThe 2010-11 Special Waste Budget RecommendedBudget includes various Operation & Maintenancereductions totaling $1,915.



Personnel Summary



198198198198Litter receptacles serviced weekly4,9004,6715,1003,796Bags collected from median & ROW640640425608Miles maintained by vacuum sweeper

3,6003,6003,6003,040Miles maintained by walking crew226225225223Tons collected by MROW crew

3,0503,0003,5503,580Bulky waste/tons collected1,3001,2501,5001,550Paid tickets/tons collected

Performance4.634.632.93.91Miles/refuse/collector/day11.011.223.2510.67Miles/vacummed/day

1,1001,0401,2501,225Special collection tickets

14,50014,33518,75017,181Gallons of household chemicalscollected

2,5002,6382,7502,932HCC service requestsBased on 4 collectorsBased on 1 mad vac running.


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Commercial Diversion

MissionEducate and provide commercial customers (includingmulti-family units) programs and projects that resultin the reduction of solid waste, including increasedrecycling opportunities and organic collections, tohelp reach the City’s goal of a 40% landfill diversionrate.

2010-11 Objectives

Continue to promote the Commercial Recyclingprograms to achieve a 10% increase in thecommercial diversion rate over 2009-10.Increase C&D recycling tonnage by 10% over2009-10 actual tons.Increase single stream recycling 10% over2009-10 actual tons.Identify partnerships and funding needs tosupport C&D program by providing outlets forrecyclable material.

Research partnerships to assist in supportingand implementing a Plano based GreenBusiness Certification Program.Implement Organic Recycling fees for program.Improve the quality of organic product collectedfrom commercial customers.Continue to identify diversion and green retrofitopportunities for the multifamily sector.

Budget HighlightsThe 2010-11 Commercial Diversion RecommendedBudget contains Operations & Maintenanceexpenditure reductions of $32,932; including theelimination of a contracted Intern ($2,000) andreductions in professional development ($800).



-11.4%$603,309$617,367$681,143$654,952TOTAL

Personnel Summary



525516635625New service calls

30,00028,70029,00032,000Citizens reached throughpresentations

1251109095Customer service calls75112130103Organic customers serviced

Performance16182431New organics customers

3,2003,4504,0003,770Organic waste tonnage24.2%22.0%24.0%26.2%Commercial Diversion rate43,50042,60045,00047,951Commercial recycling tonnage

120150100115Service requests


&Environm

entalServices

Fund

Environmental Education&CommunityOutreach

MissionEducate and involve citizens of all ages in activitiespromoting beautification, environmental stewardshipand waste diversion including recycling, composting,household chemical collection, litter reduction, andelectronic recycling.

2010-11 Objectives

Continue to offer and expand upon Rebateprograms for weatherization and energyefficiency upgrades and rebate programs forwater efficiency.Continue to expand regional focus of Live GreenExpo, adding new features and increasing levelsof participation.Introduce new educational programs andopportunities to residents focused on recycling,water and energy conservation, air quality, greenbuilding and composting.Promote and organize on-going and one daycommunity clean-up opportunities with focus oncreeks and consistently littered public areas.

Continue to support development and expansionof the Live Green volunteer program.Continue to coordinate departmentresponsibilities related to landscaping,educational programming, marketing of newEnvironmental Education Center opened at endof FY 2009-10.Continue to expand media opportunities andpartnerships which help promote and provideexposure of sustainability and Live Greenprograms.Continue to promote business partnershipswhich offer special waste recycling services toresidents including electronic recycling, compactfluorescent light collection and recycling, andpaper shredding events.

Budget HighlightsThe 2010-11 Environmental Education & CommunityOutreach Recommended Budget includes reductionsof $49,000 in Operations & Maintenanceexpenditures. These reductions include theelimination of Rain Barrel Workshops ($13,356),Compost Bins for Live Green Expo participants($4,000), distribution of free waste conservation itemsto Utility Services customers ($23,266) anddistribution of free books to water conservationworkshop participants ($8,378).


0.1%$606,406$602,486$605,635$554,442Salaries & Wages-35.5%189,026382,150293,018163,188Operations & Maintenance0.0% (167,040) (38,735) (186,119) (206,032)Reimbursements0.0%0000Capital Outlay

-11.8%$628,392$945,901$712,534$511,598TOTAL

Personnel Summary



900750750968Presentations given75,00075,00075,00060,750Citizens reached through presentations

50505050Trained Reuse Center volunteers101679Special Events

17,37517,37516,00016,186Volunteer hours135135109527Adopt-A-Highway miles225225200206Clean-up projects250275250216News releases/media coverage

Performance6,0006,0004,5004,999Gallons of conservation colors redistributed

160160139146Tons of electronic recycling materialcollected

2,5002,5002,7002,273Reuse Center participants1.61.61.61.6Cost/benefit ratio1.21.21.21.2Litter index score


entalServicesFund

Compost Marketing & Operations

MissionOperate regional facilities to process organicmaterials, market finished products, and educate thepublic about the use and benefits of compost.

2010-11 Objectives

Increase Customer Client Base by 5%.Increase Commercial bag sales by 5%.Restructure Custer Grind site for better trafficflow.Add one new product or private label or newcommercial client to Texas Pure Line.Process and sell 80% of FM 545 site.

Budget HighlightsThe 2010-11 Compost Marketing & OperationsRecommended Budget includes capital outlay for ahot water pressure washer ($6,500) which is offsetby a reduction in equipment rental expenditures.


5.3%$1,061,526$1,138,222$1,007,833$996,178Salaries & Wages3.1%1,682,0341,715,9591,630,7801,536,156Operations & Maintenance0.0%014,88400Reimbursements0.0%6,50000191,759Capital Outlay4.2%$2,750,060$2,869,065$2,638,613$2,724,093TOTAL

Personnel Summary



26,90023,43226,90019,850Plano residential tons processed25,00019,80029,20019,735Regional tons processed12,20012,20012,2007,222Commercial tons processed2,6002,6002,6002,000Screening hours1,5001,5001,5001,200Grinding hours4,6004,5004,5004,000Compost material hauls5,5005,2005,2005,029Deliveries

3,000,0003,000,0003,000,0003,000,000Gallons of water1,0401,0001,0001,040Turning hours

Performance$150,000$100,000$100,000$70,945Bagged sales

$1,041,287$911,287$911,287$1,019,487Bulk sales$779,984$754,984$704,984$591,318Tipping Fee82,50075,00075,00048,537Bulk compost yards sold25,00020,00020,00016,343Bulk mulch yards sold15,00012,00015,0009,971Bags compost sold11,2499,00011,2496,027Bags mulch sold


&Environm

entalServices

Fund

Sustainability

MissionIdentify, develop, and implement sustainabilityprograms and practices targeted at city departments,employees, business community and general public.

2010-11 Objectives

Administer Energy Efficiency & ConservationBlock Grant funds.Secure grant funding to support sustainabilityinitiatives.Develop and promote Live Green Expo.Provide bi-annual report to City Council.Restructure Green Team Program.Restructure Environmental Education &Community Outreach Committee and establishcommittee’s two-year goals.Revise the two-year goals for the Green BuildingCommittee and Resource ConservationCommittee.Develop and promote LEED PlatinumEnvironmental Education Center.

Budget HighlightsThe 2010-11 Sustainability Recommended Budgetincludes a reduction in Operation & Maintenanceexpenditures through the elimination of EnergyWorkshop Kits ($2,000).


16.9%$81,520$80,383$69,755$63,877Salaries & Wages-2.8%278,281301,202286,181350,572Operations & Maintenance0.0%03,6700 (630)Reimbursements0.0%0000Capital Outlay1.1%$359,801$385,255$355,936$413,819TOTAL

Personnel Summary



4649Grant applications submitted50604540Presentations given

22,00022,00022,000Reached through presentations20207520Committee meeting hours25251027Collaterals developed

200,0002,569,369Collaterals distributed5555Website enhancements

Performance2225Procedure, policy & ordinance initiatives15151535Departmental initiatives3337Programs developed3347Grants awarded

$2,545,000$100,000$188,584Amount of grants awarded18,00018,00016,00015,000Attendees at Environmental Expo

505050120Attendees at Builders Workshop70,00070,00070,00083,066Website hits


entalServicesFund

Municipal Drainage Operations

MissionProvide the programming required to comply with theNational Pollution Discharge Elimination System’s(NPDES) regulatory requirements of theEnvironmental Protection Agency (EPA). Theresponsibilities of the unit include the maintenanceand cleaning of all drainage ways, storm sewer lines,culverts, bridges, and street sweeping.

2010-11 Objectives

Meet the objectives outlined in the City CouncilEnds Statement regarding the City’sinfrastructure, environmental waste services,and traffic control.One-half of the department personnel are toattend Texas A & M Traffic Control andBarricade Training class.

Budget HighlightsThe 2010-11 Municipal Drainage OperationRecommended Budget includes reductions in severalareas totaling $151,500: Construction Debris Haulingcontract, ($90,000); Street Sweeping contract,($50,000); and other various operating accounts,($11,500). The 2010-11 Budget includes an additionof $300,000 for a pond silt removal project at variousCity Parks, cost-shared with matching funding fromCapital Reserve.


-20.9%$830,493$865,031$1,049,857$723,462Salaries & Wages-15.8%804,788943,417955,504802,703Operations & Maintenance-4.5%206,598210,188216,399145,658Reimbursements0.0%300,000001,764Capital Outlay-3.6%$2,141,879$2,018,636$2,221,760$1,673,587TOTAL

Personnel Summary



26262626Miles of concrete lined channel85858585Miles of natural channel58565856Bridges maintained156156156156Box culverts maintained

4,1204,0204,0003,525Storm sewer inlets checked/cleaned580580600802Citizen requests for service915915915915Monthly street sweeping miles170170150226Service request for curb repair

Performance$163,000$163,000$163,000$159,278Annual cost for street sweeping$31,000$31,000$31,000$28,236Annual cost for drainage way mowing

1872010-11 City Manager's Recommended BudgetMunicipalD

rainageFund

Municipal Drainage Administration

MissionProvide for the activities and cost required to complywith the Texas Pollution Discharge EliminationSystem (TPDES) regulatory requirements of theTexas Commission on Environmental Quality(TCEQ). Engineering services are provided to designand implement a plan to evaluate and reducepollutants in storm water runoff. This divisionadministers flood insurance program, provides floodplan information to the public, coordinates flood planchanges between developers and the FederalEmergency Management Agency (FEMA) andadministers the design and construction of drainageimprovements.

2010-11 Objectives

Complete Ashington, Rose Hill & Early MorningDrainage Project.

Complete Briarwood, Liverpool Hill & EarlyMorning Drainage Project.Adopt post development runoff controls.

Budget HighlightsThe 2010-11 Municipal Drainage AdministrationRecommended Budget includes a reductionsupplement in the amount of ($36,285) for O&Mreductions to overtime, mileage reimbursement,travel/professional development, training andcontractual professional services.


-2.1%$244,221$246,730$249,446$215,037Salaries & Wages-29.8%68,297147,55097,25452,324Operations & Maintenance0.0%0000Reimbursements0.0%00036,741Capital Outlay-9.9%$312,518$394,280$346,700$304,102TOTAL

Personnel Summary



70687054Environmental assessment requests2221Flood plan studies

40040050406Creation of drainage utility recordsPerformance

110112100110Storm water plan review1,6001,5001,8001,661Site inspection

30402015Evaluate stream bank erosion site3222Stream bank stab. project construction15151512Evaluate local drainage problems3111Drainage prob. correction construction80808079Training classes - staff

60606029Training classes -consultants/contractors

1111Engineering annual report for NPDESpermit completed

80%80%80%None

Achieve average "Overall satisfiedcustomer" rating of 60% on theconstruction surveys

2431Number of projects started5333Number of projects finished

2010-11 City Manager's Recommended Budget188MunicipalDrainageFund

Storm Water

MissionPrevent pollutants from entering the MunicipalSeparate Storm Sewer System (MS4) throughadministration of the NPDES/TPDES (NationalPollutant Discharge Elimination System/TexasPollutant Discharge Elimination System) permit,utilizing Best Management Practices (BMP’s), PublicEducation, Monitoring, Enforcement and SystemMaintenance.

2010-11 Objectives

Provide administration of the TPDES Permit andcoordinate responsibilities within variousdepartments within the City. Conduct StormWater Management Team meetings to keep alldepartments up to date on currentactivities/regulations.Oversee/Review contracts with the North CentralTexas Council of Governments (InterlocalAgreements and in-streammonitoring program).Monitor/evaluate results quarterly from instreammonitoring program to identify possible pollutionconcerns.Provide educational materials on pollutionprevention to the business and residentialcommunity as needed.

Inspect targeted business sites (automotiverepair/maintenance facilities) to ensure pollutionprevention practices. Staff will conduct 100+inspections annually.Prepare and submit the Storm Water AnnualReport by March 1 of the following fiscal year tothe Texas Commission on Environmental Qualityfor review of our program and to meet permitrequirements.

Budget HighlightsThe 2010-11 Storm Water Recommended Budgetincludes no new or reduced programs,enhancements, or any new personnel requests orreductions.



Personnel Summary


Program Measures

23202022Industry inspections (permitted)220220220214Outfalls identified440440440428Outfalls inspections50505051Creek Inspections10101010Wet weather field screening events

5005001,0001,000Targeted business educationcampaign (brochures/flyers)

121121240180Automotive maintenance/repairinspections

1892010-11 City Manager's Recommended BudgetMunicipalD

rainageFund

Recreation Programs

MissionProvide programs, which include athletic leagues,camp programs, learn-to-swim programs, outdoorprograms, recreation center classes, senior citizenprograms, special events, sports clinics, summerplayground programs, and therapeutic programs thatare self-supported by user fees.

2010-11 Objectives

Continue best practices to ensure we are offeringthe most current, innovative and cost effectiveprograms.

Budget HighlightsThe 2010-11 Recreation Programs RecommendedBudget contains no new programs, enhancementsor requests for additional personnel. Programsaffected by the Carpenter Park Recreation Centerexpansion and renovation will be relocated to otherfacilities where possible.


2.3%$1,382,589$1,398,658$1,351,047$1,372,014Salaries & Wages-1.2%1,741,8561,965,9141,763,6591,835,614Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay0.3%$3,124,445$3,364,572$3,114,706$3,207,628TOTAL

Personnel Summary


Program Measures

Class attendance:25,00040,00040,00037,668Aerobats31,50031,00032,50029,107PAC/JCP/NAT313,000313,000313,000307,680Adult athletics20,00040,00040,00045,588Carpenter Park3,5003,5002,3003,371Douglass*36,00035,00036,50034,800Liberty90,00089,00089,00088,674Oak Point5,0005,0008,5004,391Outdoor21,00021,00019,00020,171Senior center16,00016,00019,30015,958TR95,00093,00060,00091,681Muehlenbeck

0003,627Williams (closed in Dec. 08)055,00055,00054,109Golf rounds

112,000112,000112,000107,103Tennis attendance45,00042,00048,00040,011Special events

Courses offered:55,00065,10065,10063,490**Net enrollment

$3,125,458$3,426,180$3,039,167$3,398,189** Revenue

2010-11 City Manager's Recommended Budget190RecreationRevolving

Fund

Golf Course Maintenance

MissionManage the grounds at Pecan Hollow Golf Course,which includes controlling litter, maintaining andrepairing equipment, and taking care of the trees.

2010-11 Objectives

Renovate and successfully reopen October2011. Increase green fees to match the newcaliber of playing greens associated with therenovation.

Budget HighlightsThe 2010-11 Golf Course MaintenanceRecommended Budget contains reductions inPersonnel and Operations & Maintenanceexpenditures of $727,799 due to the yearlong closingand renovation of Pecan Hollow Golf Course inNovember 2010. The 2010-11 Recommended Budgetdoes include $68,000 to sustain amonth of operationsin October 2010. Existing personnel will betemporarily shifted to other Parks & Recreation areasduring the renovation - with the exception of the GolfSuperintendent and an Irrigation Technician. Thegolf course is scheduled to reopen October 2011.


-75.7%$116,481$448,558$480,118$487,537Salaries & Wages-19.1%255,254307,759315,681274,513Operations & Maintenance0.0% (303,735) (51,566)00Reimbursements0.0%0000Capital Outlay

-91.5%$68,000$704,751$795,799$762,050TOTAL

Personnel Summary



259259259259Acres maintainedFertilization frequency (annually):

2444Fairways5101010Greens5101010Tees

Mowing frequency (per week):2222Fairways7777Greens3333Tees

Performance29292929Acres maintained per FTE

1912010-11 City Manager's Recommended BudgetMunicipalG

olfCourse

Fund

Technology Services

MissionProvide outstanding, timely, and quality customerservice to City staff, management, and electedofficials, with a level of service that allows thesecustomers to maximize the use of information andprovide a technology infrastructure that reflectscustomer quality and provides high performancecapability with the ability to achieve the requirementsestablished and expected by the citizens.

2010-11 Objectives

Implement server virtualization in primary datacenter to reduce power consumption andphysical space requirements.Implement enterprise video camera solution forphysical security of City facilities.Upgrade Polaris application for Librarydepartment.Continue deployment of Microsoft Windows 7and Office 2010.

Extend disaster recovery capabilities at EOCdata center by incorporating virtualization, tieredstorage, and communications redundancy.Complete deployment of Exchange 2010 withcapabilities including video conferencing.

Budget HighlightsThe 2010-11 Technology Services RecommendedBudget has been reduced by $72,106. Reductionsinclude the elimination of (1) vacant Network Engineerposition, $96,140, and a reduction of $44,200 fromvarious O &M operating accounts, including supplies,training, travel, andminor apparatus. Budget additionsfor 2010-11 include $68,234 in professional consultingservices.


-0.8%$3,810,671$3,820,975$3,841,080$3,765,343Salaries & Wages-0.3%3,112,5433,566,2853,121,8502,931,128Operations & Maintenance0.0%0000Reimbursements0.0%00038,786Capital Outlay-0.6%$6,923,214$7,387,260$6,962,930$6,735,257TOTAL

Personnel Summary



850720650726Help Desk calls per month5033030375Personal computers replaced1516981136Laptops replaced

8226052Install new PC additions indepartments

2,3002,2182,0002,486Total workstations supportedPerformanceHelp Desk calls closed:

87.0%87.0%85.0%85.0%Immediately/within 2 hours13.0%13.0%20.0%20.0%Within 48 hours

4.84.74.64.8Customer satisfaction rating (scale1-5)

2010-11 City Manager's Recommended Budget192Technology

ServicesFund

Public Safety Support

MissionProvide the City and Public Safety departments withthe management and technical support to effectivelyacquire, implement, andmaintain application softwareand hardware; provide 24 X 7 emergency support;facilitate public safety technical projects and work inconjunction with departments in coordination,consultation and management of projects.

2010-11 Objectives

Implement and install new MW810 mobilecomputers (FD and PD).Implement Police Records Management WebQuery.Maintain and utilize hardware and software tosupport the Public Safety environment providing24 X 7 technical support including a high levelof operations support.Facilitate and coordinate the implementation andinterfaces for public safety systems, andcontinue with upgrades of public safetyapplications and systems.Manage and maintain current public safetysystems.

Budget HighlightsThe Public Safety Systems Support Group’s 2010-11Recommended Budget has been reduced by 4.33%or $82,550 from various operations and maintenanceaccounts and contains no new programs nor does itincrease personnel.


2.2%$986,484$1,005,776$965,373$959,634Salaries & Wages-9.2%855,893859,943942,493713,476Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-3.4%$1,842,377$1,865,719$1,907,866$1,673,110TOTAL

Personnel Summary



253,293253,293267,207263,024Police/Fire/EMS calls received148,030154,198163,716163,7409-1-1 calls received177,335179,126217,893209,397Non-emergency calls received27,00025,12623,96127,952Police offense reported19,75019,60019,75019,724Fire calls for service

Performance

25252523Maintain major public safetyapplications

1232Implement major systems

1932010-11 City Manager's Recommended BudgetTechnology

Services

Fund

Telecommunications

MissionProvide the City with the management and technicalsupport to effectively and efficiently specify, acquire,and implement voice communications hardware andsoftware; specify and manage all data/voice cablinginfrastructures; provide management of all data andvoice cabling projects for all City facilities; andmanage the utilization of the public switcheddata/voice networks; long distance and cellularnetworks.

2010-11 Objectives

Continue upgrade of SONET Ring bandwidthcapabilities.Engineer the IP switch at the EOC complex toserve as backup/disaster recovery for 911 IPswitch.

Continue the upgrade on the 911 switch totransition to an IP solution.Upgrade Main switch to transition with EOC and911 IP platforms.Continue to manage Cellular Contract (Phones,Blackberry’s, Air Cards).Continue to manage Billing for Voice and DataNetworks.

Budget HighlightsThe 2010-11 Telecommunications RecommendedBudget includes various O & M changes totaling$61,400. Budget reductions include $171,400 fromtravel, maintenance agreements, voice lines, andcellular air time, while new additions include $110,000for an additional City telephone switch upgrade toVOIP (Voice-Over-Internet Protocol).


1.2%$332,123$326,971$328,272$320,925Salaries & Wages-5.2%2,657,1652,645,9682,803,9451,821,616Operations & Maintenance0.0%0000Reimbursements0.0%85,000000Capital Outlay-1.8%$3,074,288$2,972,939$3,132,217$2,142,541TOTAL

Personnel Summary



950950950949Cellular telephone accounts managed600600600546Cellular invoices reconciled

1,1001,1001,0001,287Cellular account MAC (modifications,adds, and changes & repairs)

1,0001,0001,040847Circuits and lines managed1,0001,0001,040847Circuits and line invoices reconciled

1,0001,0001,150901Circuits and line trouble ticketsprocesses

1,3001,3001,3001,282PBX mailboxes managed3,4003,4002,9503,462PBX ports managed

Performance

99%99%99%99%

Contracted telephone & cellular workorders completed on time (% byassigned due date)

99%99%99%99%

Contracted telephone & cellular repairtickets completed on time (% withinone business day)

2010-11 City Manager's Recommended Budget194Technology

ServicesFund

Wireless Support

MissionProvide secure electronic City Services to City ofPlano remote users over wireless networks.

2010-11 Objectives

Complete the final build-out in west Plano.Replicate MESHEnvironment at the EmergencyOperations Center (EOC). (MESH is a resilientself-healing wireless network configuration thatallows critical communications to continue evenif certain segments malfunction, used by PublicSafety and other critical data services.)Continue to add wireless coverage to Cityfacilities.Use wireless backhaul for delivery of video fromstrategic locations in the City for security andtraffic control.Add City users to network providing moremobility.

Budget HighlightsThemaintenance contract was renegotiated this fiscalyear, saving the City approximately $300,000.00.Scientel now provides the physical support fornetwork devices (bad equipment change-out) andMotorola provides software support and upgrades forthe MESH devices. The 2010-11 RecommendedBudget includes an ($85,000) reduction in electricityexpenses for the MESH transmission devices.


0.0%$0$0$0$0Salaries & Wages-7.3%1,079,3201,069,8311,164,320732,237Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay-7.3%$1,079,320$1,069,831$1,164,320$732,237TOTAL

Personnel Summary



1,0009008000NetMotion client registered devices150100900NetMotion classes (departments)7550300Scanning for rogue devices5004004000Faulty access points and routers

Performance6005003000Help Desk tickets closed4003002000Immediately within 2 hours2001001000Within 48 hours

99.9%99.9%99.9%0.0%System uptime

1952010-11 City Manager's Recommended BudgetTechnology

Services

Fund

Plano Television Network

MissionCreate and deliver multi-format Video programmingthat informs, educates and entertains the citizens ofPlano.

2010-11 Objectives

Continue utilization of a variety of technologicaladvances in order to deliver our product in themost user-friendly & popular formats.Craft a business plan with the goal ofimplementation and integration of financiallystrong business practices.

Continue building strong partnerships with otherCity departments, thus ensuring saiddepartments will be able to communicate withCitizens effectively.Web 2.0 and social media outlets present newchallenges and new venues to showcase Plano.PTN has experienced drastic increases indemand for video to enhance these services byother city departments and continues workingto maintain a high level of customer service.

Budget HighlightsThe 2010-11 Plano Television Network RecommendBudget includes reductions totaling $82,224.Reductions include: Elimination of one Full-timeVideo Producer position ($76,368); and O&M savingsof ($5,856). Also included is a revenue supplementin the amount of $20,000 attributable to a change inthe Time Warner PEG fee.


-3.6%$479,940$489,713$498,058$620,039Salaries & Wages-8.6%102,140106,036111,699114,779Operations & Maintenance0.0%0000Reimbursements0.0%08000 (1,942)Capital Outlay-4.5%$582,080$596,549$609,757$732,876TOTAL

Personnel Summary



73737373Public meetings (Council, P&Z, WorkSessions)

26525252Plano Wired weekly program

10201223Monthly program specials & MP3program

10800Special projects for City management

100503026Inter-departmental assistance with PTNwebsite presentation formats

24/7/36524/7/36524/7/36524/7/365Live & On Demand streaming video

24/7/36524/7/36524/7/36524/7/365Program delivery via Verizon Fios &Time Warner CablePerformance

100120140180

Event coverage and promotion of eventsegments via PW (does not includeAdopt-a-Pet, What's on your Plate, CityBeat or Monthly Specials)

8090120160

Education & information delivered tocitizens via PW segments (does notinclude Adopt-a-Pet, What's on yourPlate, City Beat or Monthly Specials)

03511Regional & national recognition andawards

2010-11 City Manager's Recommended Budget196Governm

entA

ccess/CAT

VFund

Website Services

MissionTo provide an online information resource about theprograms, services and events in the City of Plano.

2010-11 Objectives

Assist departments in streamlining theirinformation to ensure consistency, relevancy,and timeliness of communication via the website.Continue to explore and implement social mediaand other web 2.0 tools as a communicationvehicle for the City.

Budget HighlightsThe 2010-11 Website Services RecommendedBudget includes reductions totaling $4,330 inoperations and maintenance savings.



Personnel Summary



22222224Department websites150150175150Email subscription items offered

Performance10,105,0009,854,7989,600,0008,000,000Pageview per year1,185,000985,411800,000N/AEmail subscription items sent

1972010-11 City Manager's Recommended BudgetGovernm

entAccess/C

ATVFund

Inventory

MissionThe Inventory Control and Asset Disposal function,a portion of the Purchasing Division, is responsiblefor the coordination of inventory and bulk purchasesto support the entire city operation.

2010-11 Objectives

Reorganize Warehouse Inventory and FleetParts Inventory following inventory managementbest practices.Put a program in place to review monthlyinventory in Fleet parts and Warehouse thatbecomes low moving or obsolete.Evaluated Fleet Parts inventory for obsolescenceand found that 25% was obsolete. Assetrecovery of obsolete inventory was initiated andwill be complete by FYE 2010.Re-bidding of expired inventory contracts arebeing scrutinized for relevancy in today’senvironment based on economic factors and theCity’s real need of inventory. The results arelower inventory on hand and less items beingcontracted therefore providing better service tothe internal customer.

Budget HighlightsThe 2010-11 Inventory Control RecommendedBudgetincludes no new programs, enhancements, or anynew personnel requests.


-10.4%$482,808$487,516$538,637$570,971Salaries & Wages12.4%3,296,1893,337,4412,932,1133,252,008Operations & Maintenance0.0%0000Reimbursements0.0%0000Capital Outlay8.9%$3,778,997$3,824,957$3,470,750$3,822,979TOTAL

Personnel Summary



$750,000$800,000$800,000$877,259Inventory dollars end of year

170,000170,000165,000165,718Number of issues made-parts (ea)estimate

$3,200,000$3,200,000$3,000,000$3,943,364Billings

350,000350,000330,000400,000Number of issue tickets - WarehouseestimatePerformance

4.33.83.34.5Inventory turns$426,666$426,666$428,571$525,781Billings/FTE$100,000$106,666$106,666$116,967Inventory $/FTE

2010-11 City Manager's Recommended Budget198MunicipalWarehouse

Fund

Fleet Services

FLEET SERVICES

MissionFleet Services is responsible for maintaining safe,efficient, dependable vehicle and major equipmentfor all City departments. Additional responsibilitiesinclude providing all fuel, preparation of surplus unitsfor auction, specification preparation, bid evaluation,contracting repairs, and equipment replacementrecommendation.

2010-11 Objectives

Establish a larger presence on the City InternetSite in order to provide citizens more informationabout Fleet Services functions.Continue to monitor “Under Utilized Vehicles”and provide user Departments with suggestionsand assistance to better utilize the City’s assets.Expand our “Fleet Share” program in order toprovide equipment and vehicles to departmentson an as needed basis. This program will helpin the overall utilization of all City equipment andvehicles.Establish and monitor benchmarks for ourdivision, which will allow us to better track ourservice and to further reduce cost associatedwith the Fleet Operations.

Budget HighlightsThe 2010-11 Fleet Services Recommended Budgetincludes Reductions totaling $108,685. Reductionsinclude: elimination of two Fleet Technician positions($108,685). Fleet services completed an extensiveevaluation and adjustment of the equipmentdepreciation schedule to be more in-line with theactual useful life of the equipment.


-5.4%$2,362,459$2,272,695$2,497,700$2,433,372Salaries & Wages0.5%4,261,6143,794,8274,241,7913,153,828Operations & Maintenance1.1% (105,224) (39,215) (104,126) (110,825)Reimbursements0.0%0000Capital Outlay-1.8%$6,518,849$6,028,307$6,635,365$5,476,375TOTAL

Personnel Summary



$58,000,000$58,500,000$58,000,000$57,000,000Fleet value1,9001,9001,9501,907Fleet size

1,100,0001,075,0001,050,0001,120,000Fuel used (gal)9,0009,5008,8009,200Total work orders

Performance$69.50$68.50$68.54$67.50Average burdened labor rate per hour10.010.510.510.7Maint Hrs/VEU

$1,350$1,390$1,400$1,405Maint$/VEU1,4001,4101,4251,412Billed Hrs/Technician144134130132VEU/Technician

1992010-11 City Manager's Recommended BudgetEquipm

entMaintenance

Fund

Criminal Investigation

CRIMINAL INVESTIGATION

MissionTomake the City of Plano a safer place by conductingprofessional investigations to solve criminal offensesand recover stolen property. The CriminalInvestigation Fund provides equipment and servicesto the department that are not part of the GeneralFund budget. The sources of funds for theseexpenditures are Court awarded seizures and forfeitsof money and property that are the illegal gains ofcriminals or used in the furtherance of certain criminalacts.

2010-11 Objectives

Pursue forfeitures and seizures from criminalcases to remove assets from criminals.Utilize seized assets as resources to support theDepartment’s mission of providing outstandingpolice services in partnership with the communityto maintain a safe environment that contributesto the quality of life.

Budget HighlightsThe 2010-11 Criminal Investigation RecommendedBudget includes no supplemental funding for newprograms, enhancements, or any new personnelrequests.


0.0%$0$0$0$0Salaries & Wages46.2%190,000233,064130,0007,965Operations & Maintenance0.0%10,00025,00010,00019,513Reimbursements

-35.3%110,00050,000170,0000Capital Outlay0.0%$310,000$0$308,064$0$310,000$0$27,478TOTAL

Personnel Summary


Program Measures

35353043Cases filed29292938Cases awarded5555Cases pending1111Cases denied

2010-11 City Manager's Recommended Budget200Crim

inalInvestigationFund

9-1-1 Wire-Line

MissionTo provide the vital connection between citizenrequests for Police, Fire, or Medical assistance andthe appropriate agency, and to satisfy the immediateinformation needs of Police, Fire, and Medicalpersonnel in the course of normal daily activities andduring emergencies. The objective is accomplishedby: providing first response for calls for servicereceived through emergency and non-emergencytelephone lines; providing equipment; and supportingand maintaining the City's 9-1-1 System. The costcenter is funded with the 9-1-1 fees collected ontelephone services.

2010-11 Objectives

Ensure the integrity of and provide reliable andaccurate 9-1-1 service to the citizens of Plano.Continue to monitor incoming 9-1-1 fees andbudget for changing frameworkof 9-1-1.

Collaborate with city Technology Services inplanning network for Next Generation 9-1-1.Purchase and install the Data Contentmessaging module to ensure all devices haveequal access to 9-1-1.

Budget HighlightsThe 2010-11 Public Safety CommunicationsDepartment’s Wireline Recommended Budgetincludes $30,000 to upgrade the current 9-1-1software to include the text message module calledData Content. The software upgrade will provide thedeaf and hard of hearing that use texting tocommunicate equal access to 9-1-1. With theexpansion of Voice over Internet Protocol servicetypes and the popularity of Short Message Service(SMS) and Multimedia Messaging Service (MMS),citizens are expecting to be able to text, send picturesand/or video to 9-1-1. This software upgrade allowspreliminary 9-1-1 access for alternate devices whilethe full service technology matures in themarketplace.


0.0%$0$0$0$0Salaries & Wages6.6%233,434233,434218,978202,696Operations & Maintenance

100.0%287,459281,270288,4350Reimbursements0.0%30,00000350,452Capital Outlay8.6%$550,893$514,704$507,413$553,148TOTAL

Personnel Summary



253,293253,293267,207263,024Police/Fire/EMS/ANCON/TRU calls processed142,202142,202256,533150,965Police/Fire/EMS/ANCON/TRU calls dispatched148,030154,198163,716163,7409-1-1 Calls Received179,126179,126217,893209,397Non-Emergency Calls Received121,825123,056145,641139,582Outgoing Calls Placed448,981456,380527,250512,719Total Calls Processed by PSC

Performance4,1524,3184,38014,608# of calls processed per PSC Specialist2,3312,4244,20512,645#of calls dispatched per PSC Specialist2,4272,6292,68412,868# of 9-1-1 calls answered per PSC Specialist2,9363,0543,57213,668# of Non-emergency calls per PSC Specialist1,9972,0982,38812,445# of outbound calls per PSC Specialist

2012010-11 City Manager's Recommended BudgetWire-Line

Fees


2010-11 City Manager's Recommended Budget202Wire-LineFees

City Council

MissionThe City Council, consisting of a Mayor and sevenCouncil Members, serves as the legislative and policymaking body of the City of Plano. The Council adoptsall ordinances, approves major expenditure items,and annually establishes the City’s program ofservices through the adoption of the Operating Budgetand the Community Investment Program (CIP).

2010-11 Objectives

Promote inter-local cooperation with CollinCounty and other metroplex municipalities.Provide active representation for the City in theTexas Municipal League and other municipalorganizations.Promote positive image for the City of Plano.Display active involvement in communityfunctions and projects.Improve representation of Plano citizenry onBoards and Commissions.

Budget HighlightsThe 2010-11 City Council Recommended Budgetincludes no new programs, enhancements, or anynew personnel requests.



Personnel Summary


Program Measures

45454548Council Meetings550550550650Agenda Items550554550475Ordinances/Resolutions Adopted

2032010-11 City Manager's Recommended BudgetCouncilB

udgets

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City Manager

MissionUpdate, monitor, and implement all directives andgoals as established by the City Council.Administrative responsibilities include planning,organizing, and overseeing all City operations,prudent stewardship of the City's financial andphysical resources, and advising Council on the City'scurrent and future needs.

2010-11 Objectives

Submit the annual Budget and CommunityInvestment Program to City Council.Keep the Mayor and Council apprised of thefinancial needs and conditions of the City at alltimes.Maintain “closeness to the citizens.”Work on infill residential and commercialopportunities.Develop Plano as a major business center.Maintain our commitment to “ServiceExcellence.”

Budget HighlightsThe 2010-11 City Manager’s Recommended Budgetincludes a reduction supplement of $42,356 inpersonnel costs due to a 4-month vacancy and fillingthe position at a lower grade.



-15.1%$599,731$671,804$706,242$694,807TOTAL

Personnel Summary



udgets

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1

R55SUPP CITY OF PLANO 14:42:1006/30/10

Supplement Listing Report 1Page -COPMASTER

FY -2010 2011

DescriptionCost Center Description Total CostSupplement # Funded/Non-Funded Ranking

42,355.73- 112 City Manager 00112001 Position Downgrade F 01

42,355.73-Total

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).

Legal

MissionProvide premiere legal services to the City in a costeffective and efficient manner and maintain thehighest level of confidence and trust with the citizens,Council, Boards, Commissions and fellow employees.

2010-11 Objectives

Prepare and/or review ordinances andresolutions for City Council consideration.Continue to maintain at least 45% of litigationdefended in-house where in-house expertiseexists.Continue training programs for City officials,employees and organizations.Provide legal services to City Council and allCity boards, commissions and departments.This includes contract, ordinance and resolutiondevelopment; provide legal advice on operations,programs, procedures, projects and servicesinvolving the City.

Budget HighlightsThe 2010-11 Legal Recommended Budget includessupplemental reductions of $3,450 in operationalcosts and $25,000 in outside contractual legal costs.In 2009-10, Legal has a savings of $60,273 in salariesdue to a vacant position.


-0.6%$1,351,230$1,301,725$1,359,722$1,336,939Salaries & Wages-10.2%274,928227,437306,010232,370Operations & Maintenance0.0%0000Reimbursements0.0%0007,984Capital Outlay-2.4%$1,626,158$1,529,162$1,665,732$1,577,293TOTAL

Personnel Summary


Program Measures

450*450525500Ordinance/Resolution review and/orpreparation

700750650625

Document review and/or preparation(includes contracts, easements, deedsreleases, etc.)

33333333

Provide Legal services to all CityDepartments based upon number ofdepartments

2,100/5501,991/5242,200/5002,200/500Municipal Court Cases - set fortrial/prosecuted*Legal no longer reviews "bid packages only" as compliance process is verified by Purchasing.

2010-11 City Manager's Recommended Budget210CouncilBudgets

15:0

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3,450.00- 113 Legal 00113001 Reduction-Training F 01

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Municipal Court Judge

MissionProvide a fair and efficient program for the dispositionof criminal charges filed in the municipal court. Themunicipal judges develop policies and procedures toprocess criminal cases, preside over trials andhearings, supervise the Teen Court Program,establish and maintain alternative programs, assessfines, certify appeals to the Collin County courts, issueEmergency Protective Orders for victims of familyviolence, and order the installation of interlock deviceson automobiles driven by defendants charged withsecond or subsequent DWI's. As magistrates, thejudges administer juvenile warnings, conduct propertydisposition hearings, issue arrest and searchwarrants, and set bail for defendants charged withmisdemeanor and felony offenses.

2010-11 Objectives

The Court will continue to implement the newprocedures and court cost changes containedin legislation enacted by the 2009 TexasLegislature.Will establish fines for criminal violations thatare filed for the first time in the Municipal Court.

Continue the development and implementationof the final modules of the CourtsPlus softwareprogram.Make sufficient budget reductions to meet theCity’s goals.Adjust the Magistrate schedules to providerequired services to the City and County.Judges will serve as faculty for the CitizensPolice Academy and make presentations tocitizens on the structure and operation of thecriminal justice system.

Budget HighlightsThere are no significant changes planned for theMunicipal Court Judge Recommended Budget for2010-11.



Personnel Summary


Program MeasuresCourt Activity

61,77061,77096,00091,765Cases filed22,74422,74432,00031,631Dispositions Prior to Trial11,67011,67013,00014,308Non-jury Trial Dispositions

66667572Jury Trial Dispositions7878200140Dismissed at Trial

33,36033,36042,00044,992Dismissals after DSC, Deferranls &Compliance

20,34820,34826,00026,495Warrants Issued, Class C550550600523Cases Heard in Teen Court

Magistrate Activity

618618650743Arrest Warrants issued, Felonies andClass A & B Misdemeanors

58586090Search Warrants issued2242Juvenile warnings administered2222Emergency Mental Health Hearings

138138125136Emergency Protective Orders issued


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Municipal Court Building Security Fund

MissionCreated by state statute (Code of Criminal Procedure102.017 and authorized by City Ordinance 97-8-31);the Municipal Court Building Security Fee is a courtcost of $3.00 that is imposed on each case in whicha defendant is convicted or placed on deferreddisposition after September 1, 1997. The Court mayexpend Building Security Fund revenues to providesecurity-related services and improvements tobuildings that house the Municipal Court. The Citymust carry-forward unspent money from the currentyear’s budget and the balance of the fund to thefollowing budget year.

2010-11 Objectives

The Court will reimburse the Police Departmentfor the salary(ies) and benefits of the uniformedPolice Officer(s) assigned to theMunicipal Court.The Court will purchase equipment andprograms necessary to improve the security ofthe Court’s offices and to protect city personneland citizens in the Robinson Justice Center.

Budget HighlightsThere are no significant expenditures planned for theBuilding Security Fund Recommended Budget during2010-11. All expenditures will be made from currentfee revenue or Fund reserves.


0.4%$73,927$67,025$73,606$66,804Salaries & Wages-9.8%102,402108,196113,577268,110Operations & Maintenance0.0%103,223101,236197,3940Reimbursements0.0%0000Capital Outlay

-27.3%$279,552$276,457$384,577$334,914TOTAL

Personnel Summary



61,77061,77096,00091,785Cases filed (2x 39,231 at 3/31/10)22,74422,74432,00031,631Dispositions prior to trial11,67011,67013,00014,308Non-jury trial dispositions

66667572Jury trial dispositions7878200140Dismissed at trial

33,36033,36040,00044,992Dismissals after DSC, Deferrals &Compliance

48,58848,58876,00072,412

Cases subject to the Municipal CourtBuilding Security fee [4/1/09 thru 3/31/10total 81,144 less dismissals at pretrial(4,661) and trial (627), "Not Guilty" (64),proof of financial responsibility (7,919),compliance (4,238), community serviceand appeals (491)] = ratio of .7891

20,34820,34826,00026,495Warrants issued, Class C550550600523Cases heard in Teen Court

Performance1,8241,8242,0001,892Magistrate warnings138138130136Emergency protective orders

$146,384$146,384$186,000$189,733Building Security Fees


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Teen Court Program

MissionProvide teen-aged defendants with an alternative totrials in the Municipal Court: Offer community service,in lieu of paying a fine, to defendants who are chargedwith violations of the Texas Alcoholic BeveragesCode, the Texas Education Code, or the Texas PenalCode; and offer participation in Teen Court todefendants who are charged with violations of theTexas Transportation Code (if the defendants haveutilized all other alternatives to prosecution inMunicipal Court).

2010-11 Objectives

Court’s Juvenile Case Manager (JCM) willregularly attend local teen court Association andJuvenile Case Manager meetings.The JCM will train two or more senior TeenAttorneys to serve as Youth Judges in TeenCourt.Conduct one attorney training session andorganize the Annual Teen Attorney RecognitionDinner.Recruit youth volunteers to staff the Plano TeenCourt.Recruit additional non-profit agencies forcommunity service placement sites.Sponsor a team to participate in the North TexasTeen Court Competition in Ft. Worth, TX.

Budget HighlightsThere are no significant expenditures planned for theTeen Court Program Fund Recommended Budgetduring 2010-11. All expenditures will be made fromcurrent fee revenue or Fund reserves.


66.7%$500$500$300$125Salaries & Wages-6.7%11,45010,95012,2707,255Operations & Maintenance0.0%00000Reimbursements0.0%00000Capital Outlay-4.9%$11,950$11,450$12,570$7,380TOTAL

Personnel Summary



2,1002,1002,5002,066Juvenile cases filed in Municipal Court550550600523Cases scheduled for Teen Court

Performance

19,26819,26818,00018,222Teen community service ordered(hours)

12,25012,25012,00014,331Teen community service performed(hours)

$10,080$10,080$13,000$10,258Revenue - Teen Court fees ($)


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Municipal Court Technology Fund

MissionThe fund was created by state statute (CCP Art.102.0171) and authorized by the Plano City Councilon December 12, 1999. The fund imposes a $4.00fee on each case in which a defendant is convictedin the Municipal Court or is placed on deferreddisposition for an offense that occurred on or afterSeptember 1, 2001. The fund is restricted toexpending revenues that provide technologicalenhancements to the Municipal Court.

2010-11 Objectives

Implement the final modules of the CourtsPluscase management system.New hand-held ticket writers and relatedequipment will be purchased as needed for thePolice Department’s use.Continue to pay the cost of unlimited cellular airtime for the hand-held units.A check validation system will be selected andpurchased for the Court Clerks’ Office. Thevalidation system will permit immediatedetermination of the validity of a tendered checkand whether or not there are sufficient funds inthe account to cover the check upon negotiation.

Utilize funds available to contract with part-timejudges to review, prepare, input and attachelectronic signatures to arrest warrants and otherdocuments, thereby facilitating the issuance ofwarrants within the time frame recommendedby the Office of Court Administration for theCourt’s Compliance & Collection Unit.The Court will use the Fund to pay for computermaintenance fees, training and related travel forcourt personnel.

Budget HighlightsThe 2010-11 Municipal Court Technology FundRecommended Budget includes two fundedsupplements totaling $156,250. Software to assistcitizens to pay for options electronically, to assistcourt administration to flag registration of vehiclesbelonging to owners with outstanding warrants and/orfines, and have an updated jury module is funded for$113,000. Also included is a funded supplement of$43,250 to replace antiquated sound/recordingsystems in both courtrooms.


0.0%$6,000$3,346$6,000$4,707Salaries & Wages2.0%173,920202,758170,532103,150Operations & Maintenance0.0%0000Reimbursements

1881.1%162,45062,0198,2007,200Capital Outlay85.3%$342,370$268,123$184,732$115,057TOTAL

Personnel Summary


Program Measures

61,77061,77096,00091,765Cases filed

48,58848,58876,00072,412

Cases subject to the Municipal CourtBuilding Security fee [4/1/09 thru 3/31/10total 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 andappeals (953)] = ratio of .7866

21,00020,34826,00026,495Warrants issued, Class C

$194,250$194,250$247,000$252,946Technology Fund Revenue Collected ($)Estimate = 2x $97,125 as of 3/31/10


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FY -2010 2011


113,000.00 234 Municipal Courts Technology Fd 00234012 SOFTWARE F 01

43,250.00 234 Municipal Courts Technology Fd 00234013 SOUND SYSTEM FOR COURTROOMS F 02

156,250.00Total

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MissionThe fund was created by Article 102.0174 of the Codeof Criminal Procedure and authorized by the PlanoCity Council on October 10, 2005. The fund imposesa $2.00 fee on each case in which a defendant isconvicted in the Municipal Court or is placed ondeferred disposition for an offense that occurred onor after December 1, 2005. The fund may be usedonly to finance the salary and benefits of the full-timeemployee(s) designated as Juvenile CaseManager(s)under Article 45.056 of the Code of CriminalProcedure.

2010-11 Objectives

Fund will reimburse the Court Clerks’ budget(214) for the salaries and benefits of the twoJuvenile CaseManagers assigned to the juveniledockets.JCMwill process reassigned juvenile cases andassign them to appropriate courtroom dockets,if the juvenile counseling program at TurningPoint is eliminated or reduced.

Continue to recruit organizations that will acceptjuveniles to perform community service.Recruit and train moot court teams from theTeen Court participants and will sponsor themin regional moot court competitions.

Budget HighlightsThere are no significant changes or additions plannedfor the Juvenile Case Manager Fund RecommendedBudget in 2010-11. The Juvenile CaseManager Fundwill pay the salaries and benefits of the JCMs fromcurrent fee revenue or from Fund reserves.


2.2%$63,427$62,225$62,076$90,833Salaries & Wages0.0%0000Operations & Maintenance0.0%100,21697,822101,0540Reimbursements0.0%0000Capital Outlay0.3%$163,643$160,047$163,130$90,833TOTAL

Personnel Summary



61,77061,77096,00091,785Cases filed (2x 30,885 at 3/31/10)22,74422,74432,00031,631Dispositions prior to trial11,67011,67013,00014,308Non-jury trial dispositions

66667572Jury trial dispositions7878200140Dismissed at trial

33,36033,36040,00044,992Dismissals after DSC, Deferrals &Compliance

48,58848,58876,00072,412

Cases subject to the Municipal CourtBuilding Security fee [4/1/09 thru 3/31/10total 74,461 less dismissals at pretrial(2,261) and trial (102), "Not Guilty" (64),proof of financial responsibility (5,791),compliance (6,720), community serviceand appeals (953)] = ratio of .7866

20,34820,34826,00026,495Warrants issued, Class C550550600523Cases heard in Teen Court

Performance1,8241,8242,0001,892Magistrate warnings138138130136Emergency protective orders

$146,384$146,384$186,000$189,733Building Security Fees


9:4

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DATE: May 13, 2010

TO: Thomas Muehlenbeck, City Manager

CC: Karen Rhodes-Whitley, Director, BudgetAnita Bell, Budget & Grant Coordinator, Budget

FROM: Sally BaneExecutive DirectorPEDB, Inc.

SUBJECT: Plano Economic Development Board, Inc. (PEDB)Proposed FY 10/11 Budget Request

Please find the attached proposed budget request and associated Program of Work for the Plano EconomicDevelopment 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 yourassistance.

2332010-11 City Manager's Recommended BudgetFunding

Requests

PROGRAM OF WORKFY 10/11

The Mission of the Plano Economic Development Board, Inc. is to:

� To identify and recruit businesses which contribute to Plano’s economic well being by broadening and diversifying the tax base and creating quality employment opportunities, while maintaining the high quality of life.

� Provide for a vibrant economy through a pro-active business retention and expansion program that encourages Plano companies to grow and expand their presences in Plano.

� Encourage the local economy through a business re-development program that focuses on stimulating new investment in targeted geographic areas.

� Promote a pro-business environment in Plano, in coordination with the City of Plano, Plano Independent School District, Collin College, Collin County, Plano Chamber of Commerce and other interested parties, through the development of policies and resources that create sustainable competitive advantages.

2010-11 City Manager's Recommended Budget234FundingRequests

PLANO ECONOMIC DEVELOPMENT BOARD, INC.PROGRAM OF WORK

FY 10/11

ORGANIZATIONAL INITIATIVESThe organizational outreach and business recruitment efforts of the Plano Economic Development Board, Inc. will include, but are not limited to, the following initiatives:

� Pro-actively market the comparative advantages of Plano, on a local, national, and international basis, as the optimum city for relocation and expansion.� Conduct marketing trips to and advertising campaigns in targeted regions.� Distribute annual Progress Report, aerials map(s), CD, Community Profile and other collateral materials to

targeted audiences.� Conduct ongoing campaign to market the community to Site Selectors.� Create and distribute quarterly newsletter� Work with media to promote new real estate deals and Plano.� Create two industry-profile brochures.

� Improve and evolve the new PEDB website to ensure relevance to the business, real estate and site selection communities.

� Partner with Collin County communities on opportunities to jointly promote the County as an advantageous location for relocations and expansions.

� Secure projects that represent 2,000 employment opportunities for the citizens of the community.

� Network with key members of the real estate brokerage and development community to promote and reinforce Plano’s standing as the optimum city for relocation and expansion. � Participate in events to detail recent developments and opportunities.� Conduct meetings and outreach with top six leading tenant brokers; coordinated by Director of Technology

Marketing.� Attend trade shows/conferences that pertain to corporate real estate, economic development and professional

education.

� Stimulate technology entrepreneurship and small business development. � Work with partners to organize matchmaking program to link high-potential technology entrepreneurs and small

companies with investors and venture capitalists.

� Expand and maintain the Economic Development contact management data base detailing activities, issues, recognitions, correspondence and projects.

� Collaborate with the Collin County Community College District, University of Texas – Dallas, and Southern Methodist University-in-Plano on opportunities to improve the skills, training and education of Plano’s workforce.

RETENTION AND EXPANSIONThe Business Retention and Expansion program is designed to sustain positive and ongoing relationships with businesses in Plano that promote a vibrant economy, encourage long term business success, and optimize opportunities for expansion and employment growth. These efforts will include, but are not limited to, the following initiatives:

� Conduct 80 Business Retention & Expansion visits with executives of Plano firms to:� Determine level of satisfaction with local business climate� Explore opportunities for existing business expansion or contraction� Explore plans for employee growth and retention� Identify areas of interest or concern� As applicable, involve Plano’s leadership in resolution of concerns identified� 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.


Requests

� Organize business meetings or “Breakfast with the Mayor and City Council” events focused on relevant informational topics or feedback on Plano’s business climate. Host four events annually based on industry or geographic sectors.

� Collaborate with Collin College to promote information on workforce training and grant opportunities for Plano businesses.

� Collaborate with Small Business Development Center on an event or program to inform and assist small businesses in Plano.

� Explore opportunities with Plano Convention and Visitors Bureau to develop a campaign to promote the use of Plano hotels, meeting venues, and associated trades for business events in Plano.

� Conduct business satisfaction survey:� Goal: Launch electronic survey to over 600 business stakeholders to identify:

o Satisfaction for doing business in Planoo Opportunities for business expansionso Business interests or concernso Trends in business segments

MARKETING & REDEVELOPMENTThe technology marketing program of the Plano Economic Development Board will be designed to communicate the advantages of doing business in Plano, and the redevelopment efforts will be tailored to the needs of targeted areas of the community. These initiatives will include, among others, the following:� Assist in the continued development of the Research/Technology Crossroads by both responding to the needs of

area developers, real estate professionals and local businesses.� Market available sites to site selectors.

� Refine and implement a marketing program and the associated collateral materials designed to encourage relocation or expansion of technology businesses and other desirable employers into targeted areas.� Maintain a page on the website dedicated to R/T area.� Attend at least three technology trade shows and seek to cultivate four prospects per trade show.

� Assist in the coordination of the Southeast Plano Business Alliance to increase development of the area and its businesses.� Serve as advisor and on committees.� Promote alliance to new and existing firms.

� Work closely with the Director, Business Retention & Expansion and participate in at least 12 interviews with executives of eastern Plano firms.� Share information of at risk companies.� Develop leads of potential suppliers and partners.

� Stimulate redevelopment of aging retail sites.� Organize informal network of retail advisors to develop strategies to revitalize aging shopping centers.� Identify qualified developers and capital partners for potential redevelopment and or adaptive reuse, and connect

them with owners of problematic sites.� Attend ICSC events and market to targeted retailers.

� Continue collaborating with existing businesses, developers and academic institutions to develop an interactive media/video game cluster in Plano.� Develop marketing collateral for prospective companies.� Attend two industry conferences.� Form and convene a Digital Media Cabinet for Plano companies and academic institutions to meet annually.


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Cultural Affairs Commission Funding Requests

AwardRecommendationRawResultScore10-11 Ask25% of LCY

(08-09)Budget for

08-0909-10Award

08-09AwardOrganization

67,372.8882,747.330.876794,385.0087,926.75351,707.0062,263.0077,504.00ArtCentre of Plano74,360.8991,330.000.9133100,000.0093,561.75374,247.0045,211.0056,100.00Chamberlain Performing Arts9,749.5411,974.380.805014,875.0015,107.5060,430.00n/an/aChildren's Chorus of Collin Co.10,926.6613,420.120.818316,400.0023,042.9792,171.8711,654.0018,516.00Dallas Asian Amer. Youth Orch.12,966.1415,925.000.875018,200.0063,775.00255,100.0017,056.0021,641.00Men of Note5,394.006,624.910.78178,475.0043,499.50173,998.004,819.006,524.00Orchestra of New Spain15,160.2118,619.760.854021,803.0029,650.00118,600.0012,391.0012,185.00Plano Art Association

0.000.000.7383200,000.00308,125.001,232,500.00172,767.00175,902.00Plano Children's Theatre *12,609.9215,487.500.885017,500.0017,817.5071,270.009,660.008,015.00Plano Civic Chorus26,854.9232,983.200.900036,648.0052,471.50209,886.0027,266.0031,830.00Plano Community Band8,402.7810,320.290.913311,300.0011,353.5545,414.196,634.007,265.00Plano Metropolitan Ballet

250,122.24307,200.000.9600320,000.00371,273.001,485,092.00213,416.00221,552.00Plano Symphony Orchestra2,948.263,621.050.84334,293.913,808.3015,233.206,121.004,960.00Quilters Guild of Plano69,419.1385,260.540.895095,263.17129,269.50517,078.0057,703.0012,223.00Rover Dramawerks

6,211.157,628.530.83839,100.0039,275.00157,100.000.007,680.00TX Performing Chinese ArtsAssoc.

14,395.6117,680.680.866720,400.0016,612.6266,450.489,212.0010,803.00Younger Generation Chorus

586,894.32720,823.29988,643.081,306,569.445,226,277.74656,173.00672,700.00TOTAL

* Ineligible Applicant -- scoreis < 75%

1,000.0085.001,000.00n/an/aDallas Chinese Choral Society1,000.0076.501,000.00n/an/aMusical Angels, Inc.1,000.0082.501,000.00n/an/aPlano Teen Harmony1,000.0083.501,000.001,000.001,000.00Rhythm Junkies1,000.0080.501,000.00n/an/aStrings of Color

5,000.005,000.001,000.001,000.00TOTAL

591,917.00CAC 10-11 Budget5,000.00Small Grants 10-11 Budget

586,917.00Major Grant 10-11 Budget586,894.32MG Recommendations Total


Requests

Events Grant Funding Requests

AwardRecommendation

ResultRaw ResultRequested

Eligible10-11 MaxBudgetScore

Event Applicant AmountFundingFY 08-09

General Fund9,75413,10014,00043,75025%1,200,0000.9357Komen Race10,04113,48514,50014,62525%44,3370.9300Plano International Festival

0032,60014,67045%n/a0.6757Holiday Fun Run*11,43515,35716,93016,93025%43,9860.9071AsiaFest3,8119,28810,7123,81125%14,3000.8671July 4th Parade3,2689,16610,7123,26825%14,3000.8557Children's Christmas Parade8,61011,56314,96011,12825%n/a0.7729Taste of Plano24,57633,00642,86547,82345%n/a0.7700Red Balloon Relay71,495104,965157,279156,005TOTAL

* Ineligible Applicant -- score is < 75%

71,493Event Grant Budget 10-11

Hotel/Motel Fund151,358151,358157,190302,11225%1,198,4530.9629Plano Balloon Festival

151,358151,358157,190302,112TOTAL

157,190Event Grant Budget 10-11


MEMORANDUM

Date: August 14, 2010

To: Honorable Mayor Phil Dyer and Plano City Council

From: Brian Chaput, Chairman, Heritage Commission

Subject: Summary of Preservation Grant Recommendations

The Heritage Commission would like to thank Mayor Dyer and the City Council for the opportunity to provideinput and make recommendations regarding the Heritage Preservation Grant requests. In addition to thismemorandum, there are three attachments for your information.

Attachment No. 1 - Summary of Preservation Grant Recommendations – Plan A

Attachment No. 2 - Summary of Preservation Grant Recommendations – Plan B

Attachment No. 3 - 1/3 Matching Grant Breakdown

A total of five applications were received for the 2010-2011 Heritage Grants. The applicants and their requestswere as follows:

Heritage Farmstead Museum - $385,000Plano African American Museum (PAAM) - $245,857North Texas Masonic Historical Museum and Library - $16,000The Plano Conservancy, Inc. - $170,150The Rowlett Creek Cemetery Association - $8,000

The total amount of funding available is estimated at $591,517. The total amount requested from the fiveapplicants 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 FiscalYear 2009-2010. For these returning applicants, the Heritage Commission is recommending less than whatthey received last year, with the exception of the Heritage Farmstead Museum. Since the City could not fundall requests completely, the Commission chose to focus on those projects that had the most potential to promotethe tourism and hospitality industry within Plano. Thus, the heritage projects listed in the attachments are thehighest 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 heritagegrants may be reduced from the previous year’s amount. In addition, they were also informed of the possiblechanges 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; andRequire grant recipients to provide information from visitor sign-ins to demonstrate link to increasedtourism.

Three of the five applicants under consideration for grant funding asked for money to be used for operationand maintenance costs. This portion of the agency’s proposed budget usually accounts for the majority of therequest. The Heritage Farmstead Museum, the Plano Conservancy for Historic Preservation, and the PlanoAfrican American Museum are small non-profit agencies that rely on the grant funds for their operation andhave little or no financial support from other resources which could be used towards operations andmaintenancecosts. All three will seek funding from other resources to complete their heritage projects.


Requests

For the Plano Conservancy and the North Texas Masonic Historical Museum, the Heritage Commission isrecommending funds for individual projects in the form of block grants which will be supplemented with fundingfrom 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 projectaside from the block grant for their remaining approved projects.

For the Rowlett Creek Cemetery Association, the Heritage Commission has recommended funding for thecompletion 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 cemeteryis located at one of Plano’s northern gateways, and that the fence would protect a historic asset within the cityfrom surrounding developments. Also, one of the Plano Conservancy’s approved projects is to create a drivingmap 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 operationsandmaintenance as well as one heritage project. Additionally, the Commission believed that hiring an ExecutiveDirector should be a priority for PAAM. However, the grant recommendation is contingent on PAAM completingthe grant application documentation requirements by Friday, July 30, 2010. All applicants are required tosubmit their most recent independent audit or a certificate from a CPA that the IRS documents for theirassociation 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 requirementsof the funding agreement between PAAM and the city for program year 2008-09. (Expenditures throughFebruary 28, 2009, were verified.) PAAM must submit the correct documentation by the deadline or they willbe ineligible to receive heritage grant funds due to an incomplete application. In the event that PAAM is unableto complete the grant application documentation requirements, the Commission developed alternative fundingrecommendations 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 thetotal funding amount, staff has provided a financial summary stating howmuch each agency will be responsiblefor their respective grant match (Attachment 3). Also, if Council decides to award funds as a percentage of adifferent total grant amount, the recommended grant amounts are expressed as percentages in the attachedtable.

In summary, the Commission thanks you for the opportunity to be a part of this evaluation process.

cc: Tom Muehlenbeck

Frank Turner

Attachments: Summary of Preservation Grant Recommendations - Plan A

Attachments: Summary of Preservation Grant Recommendations - Plan B

Attachments: 1/3 Matching Grant Breakdown


ATTACHMENT 1

SUMMARY OF PRESERVATION GRANT RECOMMENDATIONS

PLAN A

Comparison Table

Changefrom

2009-2010

Last Year% of TotalGrant

Allocation

Eligible Projects (if fundingavailable beyond O/M)

HCRecommendation

RequestOrganization

5.2%$330,00058.8%Farrell-Wilson House ExteriorRepairs & Repainting ($33,000)

$348,000$385,000HeritageFarmstead

-47.6%$145,00012.9%Underground Railroad Project($6,000)

$76,000$245,857PlanoAfricanAmericanMuseum

-58.9%$9,7250.7%No O/M funds were part of thisrequest.

$4,000$16,000North TexasMasonicHistorical

Museum andLibrary

Historical Book CollectionAcquisition

Historical Artifact CollectionAcquisition

Historical Images from Plano &North Texas

Display Creation

-2.7%$165,00027.1%Car #360 Repainting ($18,000)$160,517$170,150The PlanoConservancy Inc.

$2,367 block grant to be usedfor any of the three approved

projects below:

Archaeology Fair

Pioneer Cemetery Master Plan

-73.8%$11,4480.5%No O/M funds were part of thisrequest.

$3,000$8,000RowlettCreekCemeteryAssociation

Fence repair/replacement

-10.6%$661,173NANA$591,517$825,007Total


Requests

ATTACHMENT 2

SUMMARY OF PRESERVATION GRANT RECOMMENDATIONS

PLAN B

Comparison Table

Changefrom

2009-2010

Last Year% of TotalGrant

Allocation

Eligible Projects (if fundingavailable beyond O/M)

HCRecommendation

RequestOrganization

14.3%$330,00067.1%Farrell-Wilson House ExteriorRepairs & Repainting ($35,000)

$385,000$385,000HeritageFarmstead

Farrell-Wilson Chimney Repair($10,000)

Chuck Laenger Pathway($10,000)

-100%$145,0000%NA$0$245,857PlanoAfricanAmericanMuseum

10%$9,7251.9%No O/M funds were part of thisrequest.

$10,800$16,000North TexasMasonicHistorical

Museum andLibrary

Historical Book CollectionAcquisition ($6,000)

Historical Artifact CollectionAcquisition ($1,400)

Historical Images from Plano &North Texas ($1,400)

Display Creation ($2,000)

3%$165,00029.6%Car #360 Repainting ($18,000)$170,150$170,150The PlanoConservancy Inc.

Archaeology Fair ($5,000)

Pioneer Cemetery Master Plan($5,000)

NA$11,4481.4%No O/M funds were part of thisrequest.

$8,000$8,000RowlettCreekCemeteryAssociation

Fence repair/replacement

-13.2%$661,173NANA$573,950$825,007Total

($17,567 notallocated)


ATTACHMENT 3

1/3 MATCHING GRANT BREAKDOWN

Plan A

Amount to Match% of Total GrantAllocation

HC RecommendationOrganization

$115,937.3358.8%$348,000Heritage Farmstead$ 25,435.2312.9%$76,000Plano AfricanAmericanMuseum$1,380.210.7%$4,000North Texas Masonic Historical Museum and

Library$53,433.7027.1%$160,517The Plano Conservancy Inc.$985.860.5%$3,000Rowlett CreekCemetery Association

$197,172.33NA$591,517Total

Plan B

Amount to Match% of Total GrantAllocation

HC RecommendationOrganization

$128,373.4967.1%$385,000Heritage FarmsteadNA0%$0Plano AfricanAmericanMuseum

$3,635.021.9%$10,800North Texas Masonic Historical Museum andLibrary

$56,629.7329.6%$170,150The Plano Conservancy Inc.$2,678.431.4%$8,000Rowlett CreekCemetery Association$191,316.67NA$573,950Total

($17,567 not allocated)


Requests

2010 Buffington Community Services Grant Funding Recommendations

$ 35,000Collin County Committee on Aging

$ 35,000The Turning Point Rape Crisis Center

$ 30,000Assistance Center of Collin County - Operations

$ 27,800CASA of Collin County

$ 27,000Samaritan Inn

$ 25,000Hope's Door

$ 25,000Plano Children's Medical Clinic

$ 20,000Collin County Adult Clinic

$ 14,000Assistance League of Greater Collin County

$ 10,000Journey of Hope

$ 9,000Family Outreach

$ 6,000LifePath Systems

$ 263,800Total


General Obligation BondsGENERAL OBLIGATION BONDS

DEBT REQUIREMENTSSUMMARY2010-11

Current RequirementsPrincipal

Interest/OutstandingTotalAccretionPrincipal10-01-2010PurposeIssue

892,50042,500850,000850,000G.O. Improvements2001A1,759,353519,3531,240,00011,955,000G.O Refunding/Improvements20024,584,728829,7283,755,00021,035,000G.O Refunding/Improvements20033,740,770895,7702,845,00020,805,000G.O. Refunding20047,537,9733,457,9734,080,00076,710,000G.O Refunding/Improvements20053,176,2501,616,2501,560,00035,210,000G.O. Improvements2006280,325140,325140,0003,255,000C.O.'s2006

2,808,8001,498,8001,310,00032,040,000G.O. Improvements20072,097,200232,2001,865,0005,805,000Tax Notes20073,066,5631,596,5631,470,00038,535,000G.O. Improvements20082,694,494354,4942,340,00012,650,000Tax Notes20083,653,7061,123,7062,530,00032,720,000G.O. Improvements2009969,994124,994845,0005,535,000Tax Notes2009

3,926,900926,9003,000,00028,520,000G.O. Improvements2010906,975331,975575,0009,660,000C.O.'s2010

42,096,52813,691,52928,405,000335,285,000T O T A L

497,550497,550021,400,000G.O. Improvements2011

42,594,07814,189,07928,405,000356,685,000

GENERAL OBLIGATION BONDSANNUAL DEBT SERVICE REQUIREMENTS

EXISTING DEBT - ALL SERIES

TotalInterestPrincipalFiscal Year

42,096,52913,691,52928,405,0002010-201140,846,83412,726,83428,120,0002011-201240,242,75611,727,75628,515,0002012-201336,447,62210,652,62225,795,0002013-201434,504,7619,699,76124,805,0002014-201531,766,1038,726,10323,040,0002015-201628,907,5277,707,52721,200,0002016-201726,960,2266,770,22620,190,0002017-201825,456,6625,941,66219,515,0002018-201923,055,0775,125,07717,930,0002019-202019,708,9504,368,95015,340,0002020-202118,374,7753,709,77514,665,0002021-202217,200,5813,075,58114,125,0002022-202315,701,6312,451,63113,250,0002023-202414,820,2751,860,27512,960,0002024-202512,081,5251,261,52510,820,0002025-20268,585,700760,7007,825,0002026-20275,793,100408,1005,385,0002027-20282,681,200161,2002,520,0002028-2029915,20035,200880,0002029-2030

446,147,034110,862,034335,285,000T O T A L

2472010-11 City Manager's Recommended BudgetDebtS

ervice

GENERAL OBLIGATION BONDS2001A SERIES

Original Issue: $18,195,000Dated: September 24, 2001Interest Rate: Various 4.0 to 5.0%

TotalInterestPrincipalMaturity

21,25021,25003-01-2011871,25021,250850,00009-01-2011

892,50042,500850,000T O T A L

GENERAL OBLIGATION REFUNDING BONDSGENERAL OBLIGATION BONDS

2002 SERIES

Original Issue: $56,130,000Dated: July 22, 2002Interest Rate: Various 3.25 to 5.25%


259,677259,67703-01-20111,499,677259,6771,240,00009-01-2011236,117236,11703-01-2012

1,521,117236,1171,285,00009-01-2012211,059211,05903-01-2013981,059211,059770,00009-01-2013195,659195,65903-01-2014995,659195,659800,00009-01-2014179,159179,15903-01-2015

1,014,159179,159835,00009-01-2015161,415161,41503-01-2016

1,031,415161,415870,00009-01-2016142,384142,38403-01-2017

1,052,384142,384910,00009-01-2017122,364122,36403-01-2018

1,077,364122,364955,00009-01-2018100,877100,87703-01-2019

1,100,877100,8771,000,00009-01-201977,87777,87703-01-2020

1,122,87777,8771,045,00009-01-202053,31953,31903-01-2021

1,148,31953,3191,095,00009-01-202127,31327,31303-01-2022

1,177,31327,3131,150,00009-01-2022

15,489,4353,534,43511,955,000T O T A L

2010-11 City Manager's Recommended Budget248DebtS

ervice


2003 SERIES

Original Issue: $58,195,000Dated: May 12, 2003Interest Rate: Various 2.0 to 5.0%


452,389452,38903-01-20115,467,389452,3895,015,00009-01-2011358,358358,35803-01-2012

3,253,358358,3582,895,00009-01-2012300,458300,45803-01-2013

3,345,458300,4583,045,00009-01-2013239,558239,55803-01-2014

1,234,558239,558995,00009-01-2014222,145222,14503-01-2015

1,257,145222,1451,035,00009-01-2015203,257203,25703-01-2016

1,278,257203,2571,075,00009-01-2016183,100183,10003-01-2017

1,303,100183,1001,120,00009-01-2017161,400161,40003-01-2018

1,326,400161,4001,165,00009-01-2018138,100138,10003-01-2019

1,353,100138,1001,215,00009-01-2019113,800113,80003-01-2020

1,383,800113,8001,270,00009-01-202088,40088,40003-01-2021

1,413,40088,4001,325,00009-01-202160,24460,24403-01-2022

1,445,24460,2441,385,00009-01-202230,81330,81303-01-2023

1,480,81330,8131,450,00009-01-2023

28,094,0395,104,03922,990,000T O T A L

This schedule includes the Water & Sewer Debt that was funded through G.O. Debt in this issuance, but it is not included in the summarysheet because it is included in the Water & Sewer Debt.


ervice


2004 SERIES

Original Issue: $30,690,000Dated: December 1, 2004Interest Rate: Various 2.00 to 5.00%


447,885447,88503-01-20113,292,885447,8852,845,00009-01-2011388,529388,52903-01-2012

3,358,529388,5292,970,00009-01-2012342,123342,12303-01-2013

3,407,123342,1233,065,00009-01-2013274,816274,81603-01-2014

3,489,816274,8163,215,00009-01-2014217,750217,75003-01-2015

3,552,750217,7503,335,00009-01-2015134,375134,37503-01-2016

3,644,375134,3753,510,00009-01-201646,62546,62503-01-2017

1,911,62546,6251,865,00009-01-2017

24,509,2053,704,20520,805,000T O T A L


ervice

GENERAL OBLIGATION BONDS & REFUNDING BONDS2005 SERIES

Original Issue: $84,880,000Date: May, 23, 2005Interest Rate: Various 3.50 to 5.00%


1,728,9861,728,98603-01-20115,808,9861,728,9864,080,00009-01-20111,657,5861,657,58603-01-20127,227,5861,657,5865,570,00009-01-20121,521,3241,521,32403-01-20137,316,3241,521,3245,795,00009-01-20131,381,1361,381,13603-01-20148,681,1361,381,1367,300,00009-01-20141,216,8861,216,88603-01-20157,941,8861,216,8866,725,00009-01-20151,048,7611,048,76103-01-20168,113,7611,048,7617,065,00009-01-2016872,136872,13603-01-2017

8,297,136872,1367,425,00009-01-2017686,511686,51103-01-2018

8,476,511686,5117,790,00009-01-2018530,711530,71103-01-2019

8,015,711530,7117,485,00009-01-2019377,269377,26903-01-2020

5,757,269377,2695,380,00009-01-2020266,306266,30603-01-2021

2,491,306266,3062,225,00009-01-2021219,581219,58103-01-2022

2,534,581219,5812,315,00009-01-2022170,388170,38803-01-2023

2,585,388170,3882,415,00009-01-2023119,069119,06903-01-2024

2,634,069119,0692,515,00009-01-202465,62565,62503-01-2025

2,690,62565,6252,625,00009-01-2025

100,434,55323,724,55376,710,000T O T A L


ervice

GENERAL OBLIGATION BONDS2006 SERIES

Original Issue: $40,925,000Date: February 2, 2006Interest Rate: Various 4.0 to 5.0%


808,125808,12503-01-20112,368,125808,1251,560,00009-01-2011776,925776,92503-01-2012

2,401,925776,9251,625,00009-01-2012744,425744,42503-01-2013

2,429,425744,4251,685,00009-01-2013710,725710,72503-01-2014

2,465,725710,7251,755,00009-01-2014675,625675,62503-01-2015

2,500,625675,6251,825,00009-01-2015639,125639,12503-01-2016

2,539,125639,1251,900,00009-01-2016601,125601,12503-01-2017

2,576,125601,1251,975,00009-01-2017561,625561,62503-01-2018

2,636,625561,6252,075,00009-01-2018517,532517,53203-01-2019

2,692,532517,5322,175,00009-01-2019465,875465,87503-01-2020

2,750,875465,8752,285,00009-01-2020408,750408,75003-01-2021

2,813,750408,7502,405,00009-01-2021348,625348,62503-01-2022

2,873,625348,6252,525,00009-01-2022285,500285,50003-01-2023

2,935,500285,5002,650,00009-01-2023219,250219,25003-01-2024

3,004,250219,2502,785,00009-01-2024149,625149,62503-01-2025

3,069,625149,6252,920,00009-01-202576,62576,62503-01-2026

3,141,62576,6253,065,00009-01-2026

51,188,96215,978,96235,210,000T O T A L


ervice

CERTIFICATES OF OBLIGATION2006 SERIES

Original Issue: $3,765,000Date: February 2, 2006Interest Rate: Various 3.25 to 4.59%


70,16370,16303-01-2011210,16370,163140,00009-01-201167,18867,18803-01-2012217,18867,188150,00009-01-201264,00064,00003-01-2013219,00064,000155,00009-01-201360,70760,70703-01-2014220,70760,707160,00009-01-201457,30757,30703-01-2015227,30757,307170,00009-01-201553,69453,69403-01-2016228,69453,694175,00009-01-201649,97549,97503-01-2017234,97549,975185,00009-01-201746,04446,04403-01-2018241,04446,044195,00009-01-201841,90041,90003-01-2019246,90041,900205,00009-01-201937,54437,54403-01-2020252,54437,544215,00009-01-202032,97532,97503-01-2021257,97532,975225,00009-01-202128,19428,19403-01-2022263,19428,194235,00009-01-202223,20023,20003-01-2023268,20023,200245,00009-01-202317,84117,84103-01-2024272,84117,841255,00009-01-202412,26312,26303-01-2025277,26312,263265,00009-01-20256,3006,30003-01-2026

286,3006,300280,00009-01-2026

4,593,5801,338,5803,255,000T O T A L


ervice


Original Issue: $35,675,000Date: May 1, 2007Interest Rate: Various 4.25 to 5.25


749,400749,40003-01-20112,059,400749,4001,310,00009-01-2011719,925719,92503-01-2012

2,084,925719,9251,365,00009-01-2012689,213689,21303-01-2013

2,104,213689,2131,415,00009-01-2013652,953652,95303-01-2014

2,127,953652,9531,475,00009-01-2014614,235614,23503-01-2015

2,149,235614,2351,535,00009-01-2015573,941573,94103-01-2016

2,168,941573,9411,595,00009-01-2016532,072532,07203-01-2017

2,192,072532,0721,660,00009-01-2017490,572490,57203-01-2018

2,215,572490,5721,725,00009-01-2018447,447447,44703-01-2019

2,257,447447,4471,810,00009-01-2019402,197402,19703-01-2020

2,302,197402,1971,900,00009-01-2020361,822361,82203-01-2021

2,356,822361,8221,995,00009-01-2021319,428319,42803-01-2022

2,414,428319,4282,095,00009-01-2022273,600273,60003-01-2023

2,473,600273,6002,200,00009-01-2023224,100224,10003-01-2024

2,534,100224,1002,310,00009-01-2024172,125172,12503-01-2025

2,597,125172,1252,425,00009-01-2025117,563117,56303-01-2026

2,667,563117,5632,550,00009-01-202660,18860,18803-01-2027

2,735,18860,1882,675,00009-01-2027

46,841,55714,801,55732,040,000T O T A L

TAX NOTES2007 SERIES

Original Issue: $11,000,000Date: May 1, 2007Interest Rate: Various 3.25 to 4.59%


116,100116,10003-01-20111,981,100116,1001,865,00009-01-2011

78,80078,80003-01-20122,013,80078,8001,935,00009-01-2012

40,10040,10003-01-20132,045,10040,1002,005,00009-01-2013

6,274,996470,0005,805,000T O T A L

Moto Mesh: $11 million of the approved $20.5 million


ervice


Original Issue: $41,295,000Date: January 28, 2008Interest Rate: Various 3.5 to 5.0%


798,281798,28103-01-20112,268,281798,2811,470,00009-01-2011772,556772,55603-01-2012

2,302,556772,5561,530,00009-01-2012745,781745,78103-01-2013

2,340,781745,7811,595,00009-01-2013717,869717,86903-01-2014

2,382,869717,8691,665,00009-01-2014688,731688,73103-01-2015

2,423,731688,7311,735,00009-01-2015656,200656,20003-01-2016

2,466,200656,2001,810,00009-01-2016610,950610,95003-01-2017

2,495,950610,9501,885,00009-01-2017563,825563,82503-01-2018

2,528,825563,8251,965,00009-01-2018514,700514,70003-01-2019

2,564,700514,7002,050,00009-01-2019473,700473,70003-01-2020

2,608,700473,7002,135,00009-01-2020431,000431,00003-01-2021

2,656,000431,0002,225,00009-01-2021386,500386,50003-01-2022

2,706,500386,5002,320,00009-01-2022340,100340,10003-01-2023

2,760,100340,1002,420,00009-01-2023290,188290,18803-01-2024

2,810,188290,1882,520,00009-01-2024238,213238,21303-01-2025

2,868,213238,2132,630,00009-01-2025182,325182,32503-01-2026

2,922,325182,3252,740,00009-01-2026124,100124,10003-01-2027

2,984,100124,1002,860,00009-01-202763,32563,32503-01-2028

3,043,32563,3252,980,00009-01-2028

55,731,68817,196,68838,535,000T O T A L




2,534,797194,7972,340,00003-01-2011159,697159,69709-01-2011

2,594,697159,6972,435,00003-01-2012123,172123,17209-01-2012

2,648,172123,1722,525,00003-01-201385,29785,29709-01-2013

2,710,29785,2972,625,00003-01-201444,28144,28109-01-2014

2,769,28144,2812,725,00003-01-20150009-01-2015

13,669,6911,019,69112,650,000T O T A L

Moto Mesh: The remaining $9.5 million of the approved $20.5 millionRadio System Infrastructure Replacement: $7.5 million of the $24-25 million


ervice

GENERAL OBLIGATION BONDS & REFUNDING BONDS2009 SERIES

Original Issue: $35,330,000Date: January, 26 2009Interest Rate: Various 2.25 to 5.00%


561,853561,85303-01-20113,091,853561,8532,530,00009-01-2011533,391533,39103-01-2012

3,153,391533,3912,620,00009-01-2012503,916503,91603-01-2013

3,153,916503,9162,650,00009-01-2013474,103474,10303-01-2014

3,214,103474,1032,740,00009-01-2014439,853439,85303-01-2015

2,169,853439,8531,730,00009-01-2015417,147417,14703-01-2016

2,207,147417,1471,790,00009-01-2016390,297390,29703-01-2017

2,240,297390,2971,850,00009-01-2017362,547362,54703-01-2018

2,277,547362,5471,915,00009-01-2018331,428331,42803-01-2019

1,421,428331,4281,090,00009-01-2019309,628309,62803-01-2020

1,439,628309,6281,130,00009-01-2020287,028287,02803-01-2021

1,462,028287,0281,175,00009-01-2021263,528263,52803-01-2022

1,483,528263,5281,220,00009-01-2022239,128239,12803-01-2023

1,514,128239,1281,275,00009-01-2023212,831212,83103-01-2024

1,542,831212,8311,330,00009-01-2024183,738183,73803-01-2025

1,578,738183,7381,395,00009-01-2025152,350152,35003-01-2026

1,612,350152,3501,460,00009-01-2026118,588118,58803-01-2027

1,648,588118,5881,530,00009-01-202782,25082,25003-01-2028

1,687,25082,2501,605,00009-01-202842,12542,12503-01-2029

1,727,12542,1251,685,00009-01-2029

44,531,45611,811,45632,720,000T O T A L


ervice




912,25067,250845,00003-01-201157,74457,74409-01-2011932,74457,744875,00003-01-201247,90047,90009-01-2012952,90047,900905,00003-01-201337,71937,71909-01-2013972,71937,719935,00003-01-201427,20027,20009-01-2014997,20027,200970,00003-01-201515,07515,07509-01-2015

1,020,07515,0751,005,00003-01-20160009-01-2016

5,973,525438,5255,535,000T O T A L


ervice


Estimated Issue: $28,520,000Estimated Date: January 25, 2010Interest Rate: Various 2.00 to 5.00%


463,450463,45003-01-20113,463,450463,4503,000,00009-01-2011433,450433,45003-01-2012

3,043,450433,4502,610,00009-01-2012407,350407,35003-01-2013

3,082,350407,3502,675,00009-01-2013373,100373,10003-01-2014

1,893,100373,1001,520,00009-01-2014354,100354,10003-01-2015

1,914,100354,1001,560,00009-01-2015334,600334,60003-01-2016

1,939,600334,6001,605,00009-01-2016304,900304,90003-01-2017

1,964,900304,9001,660,00009-01-2017280,000280,00003-01-2018

2,000,000280,0001,720,00009-01-2018249,900249,90003-01-2019

2,024,900249,9001,775,00009-01-2019218,838218,83803-01-2020

2,053,838218,8381,835,00009-01-2020183,763183,76303-01-2021

2,093,763183,7631,910,00009-01-2021145,563145,56303-01-2022770,563145,563625,00009-01-2022133,063133,06303-01-2023783,063133,063650,00009-01-2023121,038121,03803-01-2024796,038121,038675,00009-01-2024108,550108,55003-01-2025808,550108,550700,00009-01-202595,60095,60003-01-2026820,60095,600725,00009-01-202677,47577,47503-01-2027837,47577,475760,00009-01-202758,47558,47503-01-2028858,47558,475800,00009-01-202838,47538,47503-01-2029873,47538,475835,00009-01-202917,60017,60003-01-1930897,60017,600880,00009-01-1930

37,318,5758,798,57528,520,000T O T A L


ervice

CERTIFICATES OF OBLIGATION2010 SERIES

Issue: $9,660,000Estimated Date: January 25, 2010Interest Rate: Average 4.25%


165,988165,98803-01-2011740,988165,988575,00009-01-2011160,238160,23803-01-2012745,238160,238585,00009-01-2012154,388154,38803-01-2013749,388154,388595,00009-01-2013148,438148,43803-01-2014758,438148,438610,00009-01-2014140,813140,81303-01-2015765,813140,813625,00009-01-2015133,000133,00003-01-2016773,000133,000640,00009-01-2016120,200120,20003-01-2017785,200120,200665,00009-01-2017110,225110,22503-01-2018795,225110,225685,00009-01-201898,23898,23803-01-2019808,23898,238710,00009-01-201985,81385,81303-01-2020820,81385,813735,00009-01-202071,11371,11303-01-2021831,11371,113760,00009-01-202155,91355,91303-01-2022850,91355,913795,00009-01-202242,00042,00003-01-2023862,00042,000820,00009-01-202321,50021,50003-01-2024881,50021,500860,00009-01-2024

12,675,7253,015,7259,660,000T O T A L

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.


ervice

GENERAL OBLIGATION BONDSPROJECTED 2011 SERIES

Estimated Issue: $24,100,000Estimated Date: January 2011Interest Rate: Projected Average 4.65%


03-01-2011497,550497,550009-01-2011497,550497,55003-01-2012

1,153,439481,938671,50209-01-2012481,938481,93803-01-2013

1,168,326465,599702,72709-01-2013465,599465,59903-01-2014

1,183,905448,501735,40309-01-2014448,501448,50103-01-2015

1,200,208430,608769,60009-01-2015430,608430,60803-01-2016

1,217,269411,883805,38609-01-2016411,883411,88303-01-2017

1,235,123392,287842,83709-01-2017392,287392,28703-01-2018

1,253,808371,780882,02809-01-2018371,780371,78003-01-2019

1,273,362350,319923,04309-01-2019350,319350,31903-01-2020

1,293,824327,860965,96409-01-2020327,860327,86003-01-2021

1,315,239304,3571,010,88209-01-2021304,357304,35703-01-2022

1,337,649279,7611,057,88809-01-2022279,761279,76103-01-2023

1,361,101254,0221,107,07909-01-2023254,022254,02203-01-2024

1,385,644227,0851,158,55909-01-2024227,085227,08503-01-2025

1,411,328198,8961,212,43209-01-2025198,896198,89603-01-2026

1,438,206169,3961,268,81009-01-2026169,396169,39603-01-2027

1,466,334138,5251,327,80909-01-2027138,525138,52503-01-2028

1,495,770106,2181,389,55209-01-2028106,218106,21803-01-2029

1,526,57572,4081,454,16709-01-202972,40872,40803-01-1930

1,558,81237,0271,521,78509-01-193037,02737,02703-01-1931

1,592,54801,592,54809-01-1931

33,332,03711,932,03721,400,000T O T A L


ervice

Water & Sewer Revenue BondsWATER & SEWER REVENUE BONDS



OutstandingTotalInterestPrincipal10-01-2010PurposeIssue

1,335,05075,0501,260,0001,955,000W & S G.O. Debt2003

1,335,05075,0501,260,0001,955,000T O T A L

WATER & SEWER REVENUE BONDSANNUAL DEBT SERVICE REQUIREMENTS

ALL SERIES

TotalInterestPrincipalFiscal Year

1,335,05075,0501,260,0002010-11357,80027,800330,0002011-12379,60014,600365,0002012-13

2,072,450117,4501,955,000T O T A L

WATER & SEWER BONDSTHROUGH GENERAL OBLIGATION FUNDING

2003 SERIES

Original Issue: $16,825,000Dated: May 1, 2003Interest Rate: Various 3.25 to 5.25%


37,52537,52503-01-20111,297,52537,5251,260,00009-01-2011

13,90013,90003-01-2012343,90013,900330,00009-01-20127,3007,30003-01-2013

372,3007,300365,00009-01-2013

2,072,450117,4501,955,000T O T A L


ervice

Municipal Drainage Revenue BondsMUNICIPAL DRAINAGE REVENUE BONDS



OutstandingTotalInterestPrincipal10-01-2009PurposeIssue

1,068,463403,463665,0009,520,000Drainage Improvements/Refunding2005111,85356,85355,0001,280,000Drainage Improvements2006155,16180,16175,0001,805,000Drainage Improvements2007156,76981,76975,0001,975,000Drainage Improvements2008647,663147,663500,0004,280,000Drainage Improvements2009772,325307,325465,0006,790,000Drainage Improvements2010

2,912,2331,077,2331,835,00025,650,000T O T A L

MUNICIPAL DRAINAGE REVENUE BONDSANNUAL DEBT SERVICE REQUIREMENTS

EXISTING DEBT - ALL SERIES


2,912,2331,077,2331,835,0002010-20112,909,614944,6141,965,0002011-20122,913,352878,3522,035,0002012-20132,917,927807,9272,110,0002013-20142,597,683722,6831,875,0002014-20152,599,908644,9081,955,0002015-20162,291,958561,9581,730,0002016-20172,071,258501,2581,570,0002017-20181,867,458442,4581,425,0002018-20191,672,679387,6791,285,0002019-20201,675,045335,0451,340,0002020-20211,360,050280,0501,080,0002021-20221,365,510235,5101,130,0002022-20231,073,162188,162885,0002023-20241,070,246150,246920,0002024-2025830,749110,749720,0002025-2026719,24979,249640,0002026-2027565,88150,881515,0002027-2028402,96327,963375,0002028-2029271,05011,050260,0002029-2030

34,087,9698,437,96925,650,000T O T A L


ervice

MUNICIPAL DRAINAGE REVENUE BONDS2005 SERIES

Original Issue: $11,610,000Dated: May 23, 2005Interest Rate: Various 3.0% to 5.0%

TotalInterestPrincipalMaturity201,731201,73111-15-2010866,731201,731665,00005-15-2011190,925190,92511-15-2011

1,095,925190,925905,00005-15-2012173,956173,95611-15-2012

1,113,956173,956940,00005-15-2013156,331156,33111-15-2013

1,131,331156,331975,00005-15-2014131,956131,95611-15-2014

1,161,956131,9561,030,00005-15-2015106,206106,20611-15-2015

1,196,206106,2061,090,00005-15-201678,95678,95611-15-2016898,95678,956820,00005-15-201763,58163,58111-15-2017683,58163,581620,00005-15-201851,18151,18111-15-2018701,18151,181650,00005-15-201938,18138,18111-15-2019508,18138,181470,00005-15-202028,48828,48811-15-2020518,48828,488490,00005-15-202118,38118,38111-15-2021223,38118,381205,00005-15-202214,02514,02511-15-2022224,02514,025210,00005-15-20239,5639,56311-15-2023

229,5639,563220,00005-15-20244,8884,88811-15-2024

234,8884,888230,00005-15-2025

12,056,7002,536,7009,520,000T O T A L


ervice


Original Issue: $1,455,000Dated: February 2, 2006Interest Rate: Varies 4.0% to 5.0%


28,42728,42711-15-201083,42728,42755,00005-15-201127,05227,05211-15-201187,05227,05260,00005-15-201225,55225,55211-15-201285,55225,55260,00005-15-201324,05224,05211-15-201389,05224,05265,00005-15-201422,42722,42711-15-201487,42722,42765,00005-15-201520,96420,96411-15-201590,96420,96470,00005-15-201619,56419,56411-15-201694,56419,56475,00005-15-201718,06418,06411-15-201793,06418,06475,00005-15-201816,52716,52711-15-201896,52716,52780,00005-15-201914,87714,87711-15-201999,87714,87785,00005-15-202013,07013,07011-15-2020103,07013,07090,00005-15-202111,13511,13511-15-2021

101,13511,13590,00005-15-20229,1789,17811-15-2022

104,1789,17895,00005-15-20237,0887,08811-15-2023

107,0887,088100,00005-15-20244,8384,83811-15-2024

109,8384,838105,00005-15-20252,4752,47511-15-2025

112,4752,475110,00005-15-2026

1,810,564530,5701,280,000T O T A L


ervice


Original Issue: $2,000,000Dated: May 1, 2007Interest Rate: 4.0% to 5.5%


40,08140,08111-15-2010115,08140,08175,00005-15-201138,01838,01811-15-2011113,01838,01875,00005-15-201235,95635,95611-15-2012115,95635,95680,00005-15-201333,75633,75611-15-2013118,75633,75685,00005-15-201431,47231,47211-15-2014116,47231,47285,00005-15-201529,77229,77211-15-2015119,77229,77290,00005-15-201627,97227,97211-15-2016122,97227,97295,00005-15-201726,07226,07211-15-2017126,07226,072100,00005-15-201824,07224,07211-15-2018129,07224,072105,00005-15-201921,91921,91911-15-2019131,91921,919110,00005-15-202019,60919,60911-15-2020134,60919,609115,00005-15-202117,16517,16511-15-2021132,16517,165115,00005-15-202214,72214,72211-15-2022139,72214,722125,00005-15-202312,03412,03411-15-2023142,03412,034130,00005-15-20249,2079,20711-15-2024

144,2079,207135,00005-15-20256,2706,27011-15-2025

146,2706,270140,00005-15-20263,1903,19011-15-2026

148,1903,190145,00005-15-2027

2,587,560782,5601,805,000T O T A L


ervice


Issue: $2,085,000Dated: January 28, 2008Interest Rate: 4.0% to 4.5%


40,88440,88411-15-2010115,88440,88475,00005-15-201139,38439,38411-15-2011114,38439,38475,00005-15-201237,88437,88411-15-2012117,88437,88480,00005-15-201336,28436,28411-15-2013121,28436,28485,00005-15-201434,58434,58411-15-2014124,58434,58490,00005-15-201532,78432,78411-15-2015122,78432,78490,00005-15-201630,98430,98411-15-2016125,98430,98495,00005-15-201729,08429,08411-15-2017129,08429,084100,00005-15-201827,08427,08411-15-2018132,08427,084105,00005-15-201924,98424,98411-15-2019134,98424,984110,00005-15-202022,78422,78411-15-2020137,78422,784115,00005-15-202120,48420,48411-15-2021140,48420,484120,00005-15-202218,08418,08411-15-2022143,08418,084125,00005-15-202315,50615,50611-15-2023145,50615,506130,00005-15-202412,77612,77611-15-2024147,77612,776135,00005-15-20259,9089,90811-15-2025

149,9089,908140,00005-15-20266,8636,86311-15-2026

156,8636,863150,00005-15-20273,4883,48811-15-2027

158,4883,488155,00005-15-2028

2,862,674887,6741,975,000T O T A L


ervice




73,83173,83111-15-2010573,83173,831500,00005-15-201166,33166,33111-15-2011586,33166,331520,00005-15-201258,53158,53111-15-2012598,53158,531540,00005-15-201350,43150,43111-15-2013605,43150,431555,00005-15-201442,10642,10611-15-2014287,10642,106245,00005-15-201538,43138,43111-15-2015288,43138,431250,00005-15-201634,68134,68111-15-2016299,68134,681265,00005-15-201730,70630,70611-15-2017310,70630,706280,00005-15-201826,15626,15611-15-2018106,15626,15680,00005-15-201924,75624,75611-15-2019109,75624,75685,00005-15-202022,95022,95011-15-2020112,95022,95090,00005-15-202121,03821,03811-15-2021111,03821,03890,00005-15-202219,12519,12511-15-2022114,12519,12595,00005-15-202316,86916,86911-15-2023116,86916,869100,00005-15-202414,49414,49411-15-2024119,49414,494105,00005-15-202512,00012,00011-15-2025122,00012,000110,00005-15-20269,2509,25011-15-2026

124,2509,250115,00005-15-20276,3756,37511-15-2027

131,3756,375125,00005-15-20283,2503,25011-15-2028

133,2503,250130,00005-15-2029

5,422,6251,142,6254,280,000T O T A L


ervice




192,078192,07811-15-2010580,247115,247465,00005-15-2011110,597110,59711-15-2011440,597110,597330,00005-15-2012107,297107,29711-15-2012442,297107,297335,00005-15-2013103,109103,10911-15-2013448,109103,109345,00005-15-201498,79798,79711-15-2014458,79798,797360,00005-15-201594,29794,29711-15-2015459,29794,297365,00005-15-201688,82288,82211-15-2016468,82288,822380,00005-15-201783,12283,12211-15-2017478,12283,122395,00005-15-201876,20976,20911-15-2018481,20976,209405,00005-15-201969,12269,12211-15-2019494,12269,122425,00005-15-202060,62260,62211-15-2020500,62260,622440,00005-15-202151,82251,82211-15-2021511,82251,822460,00005-15-202242,62242,62211-15-2022522,62242,622480,00005-15-202333,02233,02211-15-2023238,02233,022205,00005-15-202428,92228,92211-15-2024238,92228,922210,00005-15-202524,72224,72211-15-2025244,72224,722220,00005-15-202620,32220,32211-15-2026250,32220,322230,00005-15-202715,57815,57811-15-2027250,57815,578235,00005-15-202810,73110,73111-15-2028255,73110,731245,00005-15-20295,5255,52511-15-2029

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Adopting the Budget

2692010-11 City Manager's Recommended BudgetOrdinances

2010-11 City Manager's Recommended Budget270Ordinances



Adopting the Tax Rate



Ratifying the Property Tax Revenue



City of PlanoP.O. Box 860358Plano, Texas 75086-0358972-941-7143972-941-7142 FAX

M E M O R A N D U M

DATE: April 10, 2010

TO: Thomas H. Muehlenbeck, City Manager

FROM: Brian Collins, ChairKaren Rhodes, Co-ChairAd Hoc Budget Reconciliation Committee

SUBJECT: FY 2010-2011 Budget Reconciliation

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

City Manager Thomas H. Muehlenbeck, appointed a Budget Reconciliation Committee and charged the group with identifying $12 million in operations and service cuts in the FY 2010-2011 Budget. Integral to the charge, the committee was to provide a report of findings to the City Manager February 15, 2010.

PROCESS

At an Executive Team meeting December 8, 2009, City Manager Thomas H. Muehlenbeck,discussed potential budget shortfalls for FY 2010-2011 and FY 2011-2012. In a preemptive strategy to address projected deficits, the City Manager appointed twelve (12) department heads to identify potential savings and revenue generation that would mitigate a budget shortfallestimated at $20 million in FY 2010-2011.

A committee Chair was appointed. The committee Chair met with the City Manager and Deputy City Managers December 11, 2009 to define boundaries and incorporate expectations into aproject guidance. The next three weeks, the Chair met individually with department heads to define project purpose, expectations and direction.

2772010-11 City Manager's Recommended BudgetCore

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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 DepartmentWorksheet, 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 Budget278CoreBusinessMatrix

FINDINGS

Prior to highlighting Budget Reconciliation Committee findings for the remainder of FY 2009-10 and FY 2010-2011, it is informative to review reductions from the FY 2008-2009 budget and approved FY 2009-2010 budget.

2008-2009 GENERAL FUND

FY 2008-2009 Reductions – General Fund $ 3,224,848*FY 2008-2009 Revenue Enhancements 2,083,305FY 2008-2009 Departmental/Transfer Savings 5,500,000TOTAL 2008-2009 Revenue/Reductions $ 10,808,153

*FY 2008-2009 General Fund reductions included elimination of 43 full-time and seven (7) part-time positions.

2009-2010 GENERAL FUND

FY 2009-2010 Core Business Matrix Reductions $ 10,490,296**

**FY 2009-10 included elimination of 61 full-time and 9-part-time positions.


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For purposes of the City Manager’s charge, reductions and revenues that could be implemented in the FY 2009-2010 Re-estimate and FY 2010-11 Budget are included below.

GENERAL FUND

FY 2009-10 Re-estimate Proposed Reductions

On-going $ 2,644,465One TimeTotal $ 2,907,748

263,283

FY 2010-11 Proposed Reductions & Revenue Enhancements

On-going $ 6,382,008One Time 3,248,051Revenue EnhancementsTotal $ 10,367,318

737,259

TOTAL PROPOSED GENERAL FUND

***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.

GENERAL FUND

FY 2009-10 Re-estimate Proposed Reductions

On-going $ 2,644,465One Time 263,283Total $ 2,907,748

***FY 2010-11 Proposed Reductions & Revenue Enhancements

On-going $ 6,382,008One Time 3,248,051Revenue Enhancements 737,259Total $ 10,367,318

Total Proposed General Fund $ 13,275,066

OTHER FUNDS

FY 2009-10 Re-estimate Reductions

On-going $ 1,249,589One Time -Total $ 1,249,589

***FY 2010-11 Proposed Reductions & Revenue Enhancements

On-going $ 2,602,333One Time 948,949Revenue Enhancements (114,772)Total $ 3,436,510

Total Proposed Other Funds Budget Adjustments $ 4,686,099

TOTAL CITY-WIDE BUDGET ADJUSTMENTS $ 17,961,165


General Fund Expenditures by Area

Percent of Expenditures by Core Business Matrix Area

Choice63.9%

($132,786,667)

Add-On0.7%

($1,565,356)

No Choice8.3%

($17,343,104)

Quality of Life27.1%

($56,393,357)

Capital Outlay$1,010,000

0.5%

Salaries$148,408,865

67.7%

Supplies$6,698,318

3.0%Contractual$41,537,361

19.0%

CITY OF PLANO, TEXASCore Business Matrix 2009-10

General Fund

Sundry$1,019,279

0.5%

Intergovernmental Transfers

$20,344,9729.3%

$219,018,795

$208,088,484** Does not include transfers

Public Safety$97,186,603

65.5%


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Matrix

Percent of Expenditures – GENERAL FUND(expenditure dollars $8,923,538)

Percent of Expenditures – OTHER FUNDS(expenditure dollars $4,257,802)

Choice96.3%

($4,099,774)

Quality of Life3.7%

($158,028)

No-Choice0.6%

($52,861)

Choice78.1%

($6,965,306)

Quality of Life16.4%

($1,468,937)

Add-On4.9%

($436,434)

CITY OF PLANO, TEXAS2010-11 Recommended Reductions



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Matrix



Business

Matrix

Core Business Program/Description 2009-10 Savings 2010-11 Savings Funding Source Service Level FT PT Priority

FIRE

Choice Eliminate Administrative Assistant's position. 52,000$ 57,352$ General FundCurrent duties would be redistributed among existing staff. At this time, there is no operational impact to the Department or the City.

-1.00 1

Choice Eliminate 2 staff vehicles. 16,000$ 16,000$ General Fund

The use of personal vehicles, car pooling, and sharing of remaining vehicles among three divisions will have to occur. Operationally, the staff will have to plan and coordinate use of staff vehicles, which may result in dual use of vehicles to different classes, appointments, and inspections, which may delay immediate turn around of projects, inspections, and classes, both for fire personnel and outside customers such as builders, developers, citizen groups, etc. Therefore, we may experience, on occasion, delays in conducting inspections, resolving fire code issues, meeting with complainants, conducting training sessions, and conducting public education classes in the community.

2

Choice Delay staffing of Fire Station 13, a 14th engine company, and a 5th aerial company. 1,897,000$ General Fund

Will have to temporarily move a fire company from an existing double company to staff Station 13, as well as defer implementation of the additional engine and truck company; thus, impacting response times and possibly affecting the City's ISO PPC-1 rating.

3

TOTAL 68,000$ 1,970,352$ 2,038,352$ TOTAL POSITIONS (1.00) 0.00

FY 2009-10 & FY 2010-11Budget Reduction Committee Recommendations

Fire Department

SAFE LARGE CITY


MEMORANDUMFrom the Office of the Fire Chief

Date: February 8, 2010

To: Bruce Glasscock, Deputy City Manager

From: Hugo R. Esparza, Fire Chief

Subject: ISO & Fire Station 13 (updated from memo of February 4)

In preparation for the FY 2010/2011 budget and in light of the present economy and potential deficits looming on the horizon, the Fire Department (FD) staff has completed an analysis of its future projects to determine the feasibility of potential reductions. More specifically, we focused on the projects associated with our attempts to both maintain our ISO PPC-1 rating and provide high quality fire and emergency medical services into the future in the NW areas of the City, as well as looking for ways to reduce the financial impact to the City during these very challenging economic times. Overall, this includes construction of Fire Station 13 (FS 13) and three (3) new fire companies staffed by a total of 45 new firefighters. However, prior to the discussion of options or recommendations derived from our analysis, it is important to briefly provide some basic background information and associated costs of the fire station, fire apparatus, and firefighters.

1. FS 13

2.

�� Four million dollars ($4 million) was approved in the 2005 Bond Referendum for FD 13; however, in 2008, the FD was advised by WHJ Architects and outside estimators that this amount of funding would be insufficient due to the increased construction costs at the time. Consequently, the City was forced to delay this project and go back to the voters in 2009 for an additional $1 million in the May 2009 Bond Referendum (which was approved). At present, approximately $906,000 has been spent on the land and design, and a balance of $3.3 million remains of the 2005 bond money. Due to the present economic downturn and subsequent reductions in construction costs, we are now receiving information from the City Engineering Department, WHJ Architects, and outside estimators that the original amount of $4 million approved in 2005 would most likely be sufficient and the remaining $1 million approved in 2009 may not be fully needed for construction.

Fleet Additions � The apparatus needed for ISO and future operational needs include two (2) pumpers and one (1) aerial ladder truck. Two million dollars ($2 million) was approved for these apparatus by the voters in the 2009 CIP Bond Referendum. However, a collective decision was made by Budget, Fleet Services, and FD staff to utilize surplus funds from the Equipment Replacement Fund (ERF) in lieu of bond monies. These apparatus were subsequently ordered at 2008 pricing structures established for an existing order, thereby saving the City an additional $300,000, as compared to 2009/2010 pricing. This was accomplished in part because the manufacturer agreed to honor the price of a recent order and also due to ordering the apparatus before new emission standards (which will drive diesel engine costs up) went into effect in January 2010. At present, these apparatus are projected for completion starting in the latter part of 2010, continuing into 2011, and culminating in 2012.


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