Proposed Operating Budget for city of Irving

8/9/2019 Proposed Operating Budget for city of Irving

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City of Irving, Texas

CITYMANAGEMENT

TOMS TOMMY GONZALEZ, CITY MANAGER

LARRY BOYD, POLICE CHIEF

MARIO MOLINA, FIRE CHIEF

MAX S. DUPLANT, CHIEF FINANCIAL OFFICER

RAMIRO LOPEZ, INTERGOVERNMENTAL SERVICES DIRECTOR

TERESA ADRIAN, MANAGEMENT OPERATIONS DIRECTOR

PAUL GOOCH, COMMUNITY SERVICES TEAM DIRECTOR

BRET STARR, ASSISTANT CHIEF FINANCIAL OFFICER BUDGET

CITY OF IRVING, TEXASPROPOSED OPERATING BUDGET

FY 2010-2011


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City of Irving, Texas

CITYMANAGEMENT

SHANAE JENNINGS, ACTINGCITY SECRETARY

CHARLES ANDERSON, CITY ATTORNEY

BRENDA MCDONALD, REAL ESTATE AND DEVELOPMENT DIRECTOR

BRENDA HANEY, SOLID WASTE SERVICES DIRECTOR

GARY MILLER, PLANNING AND INSPECTIONS DIRECTOR

LYNDA JOHNSON, CHIEF PERFORMANCE OFFICER

WAYNE LAMBERT, MUNICIPAL COURT SERVICES DIRECTOR

LAURIE KUNKE, CORPORATE COMMUNICATIONS DIRECTOR

GUY HENRY, CODE ENFORCEMENT DIRECTOR

CHRIS HOOPER, HOUSING AND HUMAN SERVICES DIRECTOR

MAURA GAST, IRVING CONVENTION AND VISITORS BUREAU EXECUTIVE DIRECTOR

RICHARD HUFF, ARTS CENTER EXECUTIVE DIRECTOR

SHANNON PHILLIPS, BUDGET COORDINATOR

TRI LE, BUDGET AND FINANCIAL ANALYST

SHELLE WOMACK, BUDGET AND FINANCIAL ANALYST


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The Government Finance Officers Association of the United States and Canada (GFOA) presented a

Distinguished Budget Presentation Award to the City of Irving, Texas for the Annual Budget beginning

October 01, 2009. In order to receive this award, a governmental unit must publish a budget document that

meets program criteria as a policy document, as an operations guide, as a financial plan, and as a

communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to

program requirements, and we are submitting it to GFOA to determine eligibility for another award.


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T a b l e o f C o n t e n t s

Title Pages

Table of Contents i

INTRODUCTION

City Managers Letter ix

STRATEGIC PLAN

Overview 1

STRATEGIC GOAL 1 - LAND USE

Goal 1 Overview 9

Planning and Inspections 11

STRATEGIC GOAL 2 - VIBRANT NEIGHBORHOODS

Goal 2 Overview 17

Code Enforcement 19

Housing and Human Services 25

STRATEGIC GOAL 3 - ECONOMIC DEVELOPMENT

Goal 3 Overview 33

Economic Development 37

Irving Convention and Visitors Bureau 45

FY2010-11 Proposed Operating Budget

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Table of Contents

STRATEGIC GOAL 4 - SAFE AND SECURE CITY

Goal 4 Overview 53

Police 57

Fire 65

Municipal Court 71

Animal Services 77

STRATEGIC GOAL 5 - DIVERSITY

Goal 5 Overview 83

STRATEGIC GOAL 6 - EFFECTIVE COMMUNICATION

Goal 6 Overview 85

Corporate Communications 89

STRATEGIC GOAL 7 - CULTURAL, RECREATIONAL AND EDUCATIONAL ENVIRONMENTS

Goal 7 Overview 97

Parks and Recreation 101

Library Services 109

Irving Arts Center 117

Heritage and Museum 123

STRATEGIC GOAL 8 - SOUND GOVERNANCE

Goal 8 Overview 129

Mayor and Council 135

City Secretarys Office 137

City Managers Office 143

Financial Services 149

Non-Departmental 167

Performance Team 171

City Attorneys Office 177

Management Operations 161


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STRATEGIC GOAL 9 - INFRASTRUCTURE NETWORK

Goal 9 Overview 183

Capital Improvement Program 187

Public Works 195

Information Technology 203

Water Utilities 209

STRATEGIC GOAL 10 - ENVIRONMENTAL SUSTAINABILITY

Goal 10 Overview 219

Solid Waste Services 223

Municipal Drainage Utility 229

Intergovernmental Services 235

Fleet 241

FUND SUMMARIES

GENERAL FUND:

General Fund Summary 249

2010-11 Authorized Schedule of Personnel & Position Summary 250

WATER AND SEWER FUNDS:

Water and Sewer System Fund Summary 253

New Lien Water and Sewer Reserve Fund Summary 254

Water and Sewer Reserve Fund Summary 255

Water and Sewer Contingency Fund Summary 256

Water Resources and Development Fund Summary 257

Lake Chapman Fund Summary 258

Lake Chapman Reserve Fund Summary 259

GARAGE FUND:

Garage Fund Summary 261

MUNICIPAL DRAINAGE UTILITY FUND:

Municipal Drainage Utility Fund Summary 263

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HOTEL OCCUPANCY TAX FUNDS:

Irving Convention and Visitors Bureau (ICVB) Funds 267

Irving Arts Center (IAC) Funds 271

Convention Center Complex Fund Summary 278

Entertainment Venue Fund Summary 279

Heritage and Museum Fund Summary 280

Museum Operating Fund Summary 281

Hotel Occupancy Tax Reserve Fund Summary 282

SOLID WASTE SERVICES FUND:

Solid Waste Services Fund Summary 265

GRANT FUNDS:

Community Development Block Grant Fund Summary 283

Home Investment Partnership Grant Fund Summary 284

Emergency Shelter Fund Summary 285

Community Development Block Grant - Recovery Fund Summary 286

Homeless Prevention and Rapid Re-Housing Program - Federal 288

Emergency Shelter Grant - State 289

Texas Highway Safety Grant Fund Summary 291

Local Law Enforcement Block Grant Fund Summary 292

Miscellaneous Grants Fund Summary 293

Transportation Grant Fund Summary 294

Library Grant Fund Summary 295

Emergency Management Grant Fund Summary 296

Criminal Justice Grant Fund Summary 297

Miscellaneous Donations Fund Summary 298

Neighborhood Stabilization Program 1 287

Homeless Prevention and Rapid Re-Housing Program - State 290

EQUIPMENT REPLACEMENT FUNDS:

Equipment Replacement Fund Summary 299

Computer Replacement Fund Summary 302

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OTHER FUNDS:

Park Donation Fund Summary 303

Cimarron Recreation Center Fund Summary 304

Lee Park Recreation Center Fund Summary 305

Heritage Senior Center Fund Summary 306

Mustang Park Recreation Center Fund Summary 307

Senter Park Recreation Center Fund Summary 309

West Park Recreation Center Fund Summary 310

Economic Development Fund Summary 311

Tax Increment Financing District Fund Summary 313

TIF Project Fund Summary 314

Municipal Court Technology Fees Fund Summary 315

Municipal Court Building Security Fees Fund Summary 316

Municipal Court Time Payment Fees Fund Summary 317

Compensated Absences Fund Summary 318

Flexible Spending Fund Summary 319

Health Self Insurance Fund Summary 320

Health Legal Reserve Fund Summary 321

Health Claims Reserve Fund Summary 322

Voluntary Employees Beneficiary Association (VEBA) Fund Summary 323

Self Insurance Casualty Fund Summary 324

Supplemental Benefit Plan Fund Summary 325

Texas Stadium Rental #1 Fund Summary 326

Texas Stadium Rental #2 Fund Summary 327

Texas Stadium Project Fund Summary 328

Red Light Camera Enforcement Fund Summary 329

Seized Narcotics Fund Summary 330

Utility Rate Case Fund Summary 331

Northwest Park Recreation Center Fund Summary 308

Main Street and Events Fund Summary 312

Table of Contents

FY2010-11 Proposed Operating Budgetv


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DEBT SERVICE:

Schedule of Requirements FY 2010-11 General Obligation Bonds 333

Schedule of General Obligation Bonded Indebtedness to Maturity 334

General Interest and Sinking Fund Summary 335

Schedule of Requirements for FY 2010-11 Waterworks and Sanitary Sewer Bonds 336

Schedule of Waterworks and Sanitary Sewer Revenue Bonded Indebtedness to Maturity FY 2010-11 337

Water and Sewer Interest and Sinking Fund Summary 338

New Lien Water and Sewer Interest and Sinking Fund Summary 339

Schedule of Requirements Combination Tax and Hotel Occupancy Tax Certificates of Obligation

Requirements 340

Schedule of Combination Tax and Hotel Occupancy Tax Certificates of Obligation Indebtedness

To Maturity FY 2010-11 341

Hotel Occupancy Tax Interest and Sinking Fund Summary 342

Municipal Drainage Utility Debt Service Fund Summary 347

Entertainment Venue Debt Service Fund Summary 344

Schedule of Requirements Entertainment Venue Debt Obligations 343

Municipal Drainage Utility Schedule of Requirements 345

Municipal Drainage Utility Bonded Indebtedness to Maturity 346

CAPITAL IMPROVEMENT PROGRAM FUNDS:

FY 2010-11 General Obligation Bond Sale 349

FY 2010-11 Water and Sewer System Pay-as-You-Go Capital Funding 350

FY 2010-11 Municipal Drainage Utility CIP Program 351

Entertainment Venue 352

South Irving Library 353

Pumpers and Vehicles 354

Utility Undergrounding 355

Family Aquatic Center 356

Citywide Communication Infrastructure System 357

Neighborhood Splash Pools 358

Story at TRE 359

FY 2010-11 Hotel Occupancy Tax Bond Program 351

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CAPITAL IMPROVEMENT PROGRAM FUNDS, CONT:

General Fund Non Bond Fund Summary 361

Convention Center Bond Fund Summary 363

Entertainment Venue Bond Fund Summary 364

Street Improvement Bond Fund Summary 365

Storm Sewer Bond Fund Summary 367

Park Improvement Bond Fund Summary 368

Fire Station Bond Fund Summary 369

Library Bond Fund Summary 370

Criminal Justice Bond Fund Summary 371

Landfill Bond Fund Summary 372

City Buildings Bond Fund Summary 373

DART Bond Fund Summary 374

Radio Communications Bond Fund Summary 375

Animal Shelter Bond Fund Summary 376

Infrastructure Bond Fund Summary 377

Gateway Development Bond Fund Summary 378

Municipal Drainage Utility Bond Fund Summary 379

Water Improvement Bond Fund Summary 380

Sanitary Sewer Bond Fund Summary 382

Water and Sewer System Non-Bond Capital Improvement Program Fund Summary 383

Table of Contents

APPENDIX:

Hotel Occupancy Tax Summary (2nd Quarter Actual) 385

July 2010 Sales Tax Analysis 387

Electricity Analysis 388

Transportation Summit Budget Summary 389

FY 2010-2011 Bond Sale Map 390


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To: HonorableMayorGearsandMembersoftheCityCouncil

From: TomasTommyGonzalez,CityManager

Date: August6,2010

Subject: 201011ManagersProposedBudget

Itismyprivilegetopresentthe201011CityofIrvingbudgetforyourconsideration. Thebudget

isin

alignment

with

the

Citys

Strategic

Plan.

Management,

Directors

and

city

staff

worked

to

identifyresourcesandprioritizeprogramstoalignCityoperationsandcapitalprojectsaccording

totheCityCouncilstenstrategicgoals. ThisbudgetfocusesonmeetingtheCouncilshighest

priorities andmaintaining current levels of service for all programs. Benchmarks have been

established to track progress toward each goal, and new goals and action steps will be

incorporatedasthecurrentonesarecompleted.

Stronggovernanceand fiscalmanagement remainsahighpriority. TheFY201011budget is

structurallybalanced,withoperatingrevenuesmeetingoperatingexpenditures. The impactof

thenational recessionand sharpdeclines inkey revenueshas resulted indrasticbudget cuts

frommany

city

and

county

governments.

Onthatnote, Irvinghasnotbeen immunetotherecession. KeyGeneralFundrevenueshave

declinedby13.7millionfromtheprioryearandby$20.2millionoverthelastthreeyears. The

recessionhasimpactedseveralrevenuesources: propertytaxrevenueshavedeclinedby$10.3

million,salestaxesaredownby$5million,interestincomeisdownby$1.5million,andzoning

and development fees have decreased by $1 million. Franchise feeswere reduced by $2.4

million because of a ruling from the Texas Public Utilities Commission reducing the electric

franchiserate.

The city has taken proactive steps to review processes and reduceoperating costs ahead of

revenuedeclineswhilemaintainingexcellentlevelsofservices. Wewillbesharingexamplesof

howwe reduced operating costs in the budget retreat session. Key indicators including the

crimerate,residentsatisfactionwithcityservicesandtheoverall lookofthecitydemonstrate

thatcity staffhasbeenable to increase servicesandcustomer satisfactionwhileat the same

timereducingcosts. Wehavesharedthesurveyresultswithyouinapublishedreportandwith

theentirecommunityviatheCitySpectrum. Cumulativelyoverthelastfouryears,thecityhas

identified over $12 million in cost savings, cost avoidance, cost recovery and productivity

enhancements. This,inpart,hashelpedoffsetthelossof$20.2millioninrevenuesmentioned

above.FY201011ProposedOperatingBudget

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FY201011ProposedOperatingBudget

x

The cityhas also strengthened financialpolicies andprocedures to ensure adequate reserve

balances, conservativeexpenditurepolicies, andmonitoring andprojectionsofkey revenues.

Theuseof toolssuchas the fiveyear financial forecasthaveallowedmanagement toproject

future revenue and expenditure trends and adjust revenues and expenditures to produce a

structurallybalancedbudget.

While these policies have enabled Irving to remain financially sound and maintain current

service levels, furtherdeclines inkeyrevenues,mostnotablypropertytaxvaluationandsales

taxwhich continues todropeachmonth, require furtherexpenditure reductions,deferralof

maintenance and equipment replacement, as well as increases in revenues to balance the

budget. Accomplishingthisbalancewasadaunting,butnotinsurmountabletaskforCitystaff.

AstructurallybalancedbudgetwillhelpmaintaintheCitysdoubleAAAcreditratingandsetthe

foundationforprudentfiscalmanagementofCityoperationsinthefollowingyears.

FY200910RESULTS

Wearefocusedduringthesetimesonhelpingthoseinneed,andaspartofthecitysstrategyto

enhance affordable housing initiatives, the City received two stimulus grants totaling $1.5

million from theU.S.Department ofHousing andUrbanDevelopment including Community

Development Block GrantRecovery funds for home restoration projects and Homelessness

PreventionandRapidReHousingProgramfundstoprovideassistancetothehomelessandnear

homeless. Anadditional$3,619,308incompetitivegrantswerealsoawarded.Thesefundshave

allowedtheHousingandHumanServicesDepartmenttodevelopnewprogramstoaddressthe

needsfacedbyresidentsinthecurrenteconomicandhousingmarkets.

Anotherwaywe are assisting residents isbyproviding affordable recreationalopportunities.

TheWest

Irving

Aquatic

Center

opened

on

June

12,

2010.

This

state

of

the

art

facility

offers

a

varietyofamenitieswithanemphasisonfamilyactivities. Thisisthesecondaquaticscenterto

beconstructedsince2008,andresponsehasbeenphenomenalwithanaverageofover1,300

visitorsperday. NeighborhoodsplashparksareproposedforNorthwestandSouthwestParks

whereoutdatedpoolswerecloseduponthecompletionoftheaquaticcenter.

TheAnimalCareCampusopened inMarch,2010. This25,000squarefoot facility isaunique

partnership between the City and DFW Humane Society, which is also housed at the new

location. The facility is designed to attract more visitors and increase the number of pet

adoptions. Adjacent to the facility is Irvings first Dog Park, which provides another free

recreational

opportunity

for

residents..

AnotherhighpriorityareafortheCouncilandstaffispublicsafety. Wehaveseena20%decline

inthecrimerateoverthe last fiveyears, includinga9%reductionso farthisyear. TheCitys

emergencymedicalserviceshavebeenrecognizedashavingthehighestcardiacsurvivalratein

thestateofTexasthatisalsodoublethenationwideaverage.


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TheCityhasover10.8%oftheworkforcecurrentlyreceivingbilingualpay,anincreaseof3.8%

since2007. ThepercentageofcontractscompetitivelyawardedtoM/WBEvendorshasmetthe

goalof25%oftotalvalueofthecontracts.

Transportation has been a successful endeavor for Irving for quite some time. The 13th annual

TransportationSummit

was

held

in

Irving

at

the

Omni

Mandalay

Hotel

on

August

10

13,

2010.

Thiseventbringstogetherkeyelectedandappointedofficialsfromlocal,stateandfederallevels

todiscussthechallengesassociatedwith improvingmobility inourregionandthroughoutthe

state. It is also instrumental in developing the framework for the policies that will shape

decisionmakingonthiskeyissue,locallyandnationally.

The Summit iswellknown and highly regarded bothwithin Texas and at the federal level.

Becauseofitsdemonstratedeffectiveness,theCityCouncilcontinuestosupportthisevent;itis

also staffed by the Intergovernmental Services and Corporate Communications departments

andthe IrvingConventionandVisitorsBureau(ICVB). Anyadditionalfundingrequiredforthe

summit isprovidedby theGeneralFund. Dean International,with theassistanceofa special

eventscoordinatorandcitydepartmentscoordinatestheSummiteachyear. Healsoprovides

additionaltransportationconsultingservicestothecity.

TheTexasDepartmentofTransportation(TxDOT)hasmovedforwardwithplanstobeginthe

reconstructionoftheStateHighway183,Loop12andStateHighway114interchange.TheCity

willberesponsibleforrightofwayacquisitionsandutilityrelocationcostsassociatedwiththis

projectaswellasfortheexpansionofSH183throughIrving. Totalfundingwillbesignificant,

potentially exceeding $30 million; staff is currently conducting a detailed analysis of the

obligations.

In2009,

the

city

signed

aten

year

lease

with

TxDOT

for

the

use

of

the

former

Texas

Stadium

site

as a construction staging area for the Diamond Interchange and SH 183 projects. The city

received$15.4millionfromTxDOT forthe lease. Thisfundinghasbeenusedtodemolishthe

stadiumandbegintopreparethesiteforfuturedevelopment. Thecityretainsownershipofthe

property and has the ability to relocate TxDOT in the event of a development opportunity

beforetheendofthelease.

Redevelopment in the Heritage Crossing district continues despite the recession and steep

reductionof commercial and residentialdevelopment throughout theMetroplex. So far, 88

properties have been acquired for redevelopment. This includes 6 substandard apartment

complexes

that

have

been

demolished

and

are

awaiting

redevelopment.

Another

tangible

benefit to the removalof theapartmentcomplexeshasbeena35% reduction in thecrime

rateintheHeritageDistrictcomparedto2007. Thefirstindependentredevelopmentprojectis

underway,withtheMcDonaldsonIrvingBoulevarddemolishedinJuly2010andreconstructed

tomeettheHeritageDistrictdevelopmentandaestheticguidelines. Itisscheduledtoreopenin

theFallof2010. Additionalexistingretailers,suchasJPTGraphics,haveupgradedtheirfacades

tomatchthedistrictsdesignguidelines.


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Transparency The FinanceDepartment andCorporateCommunicationshave teamedupon

gettingmorefinancialinformationtothepublic. Inrecognitionofourefforts,theCityreceived

theGoldTransparencyAwardforFinancialTransparencyfromtheTexasComptrollerforplacing

budgetdocuments,annualfinancialreports,andcheckregistersinthecityswebsiteforpublic

review.

The Irving Community Television Network (ICTN), has expanded its services by offering

programming24hoursaday,sevendaysaweek. Videosandshowsarenowalsopostedonthe

cityswebsite,OnDemand,You Tube and free iTunes for convenient viewing. For the 0910

fiscalyear,IrvingCommunityTelevisionNetworkwonfirstplaceawardsinthefollowingstate

wide categories from the Texas Association of Telecommunications Officers and Advisors

(TATOA):CommunityEventCoverage,MagazineFormatSeries,SpecialAudienceProgramming,

ProfileofanOrganizationorDepartment, Interview/TalkShow,andDocumentary.Theywere

alsonamedbestprogramminginthestateforthesecondyearinarowbyTATOA.

Last,but not least,we have also found away to rewardour employeeswhile saving the city

money. Employeewellnessisnowakeyfocusthroughouttheorganizationtopromoteahealthy

workforce,enhanceemployeemorale,andprovide incentives foremployees to takecontrolof

theirhealth. IWIN(IrvingWellness IncentiveNow)was launchedJanuary2009toofferwellness

andfitnessrewardstoemployeeswhoachieveandmaintaingoodhealth.Whenemployeesare

healthy and strong, residents, visitors andbusinesses arewell served,productivity ishigh and

health insurance costs are kept low. Through IWIN, employees are able to receive awellness

screening and have the opportunity to participate in a fitness assessment using benchmarks

established by the Cooper Clinic. The success of this program is evidenced by the number of

employeeswhoareparticipating inthevarious IWINprograms.Morethan590employeeshave

qualifiedto

receive

fitness

incentive

pay.

By

incentivizing

employees

to

take

active

control

of

theirhealth,becomemorephysicallyfit,andhaveregularwellnessscreenings,thecitywillseea

reductioninoverallhealthcarecostsandinsurancerates.

DEVELOPMENTOFTHEFY201011BUDGET

The FY 201011 budget is the fifth to be organized around the citys Strategic Plan. City

departmentsandteamshavebeenrealigned inordertomatchthetengoalsofthestrategic

plan. Indeveloping thebudget,existing andproposedprogramsandprojects thatmeet the

Strategic Plans goals and strategies have the highest priority for funding and resource

allocation.

InJuly2010,CityCouncilheldaworkshoptoreviewtheprogressoftheStrategicPlan,suggest

newaction items,andprovidestaffdirectiononthekey initiativesfortheFY201011budget.

TheCouncilrevisitedthekeyfocusareasfortheFY200910Budgetanddeterminedtocontinue

tofocusonthesameeightareaswithnewinitiativesforthenewbudgetyear. Acomprehensive

reviewofthestrategicplansgoals,strategies,andkeyfocusareaswillbeundertakeninthefall


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of2010 to review theprogressandaccomplishmentsof the last fiveyears and to revise the

StrategicPlanobjectivesforthenextfiveyears.

IndevelopingtheFY201011budget,citymanagementtookproactivestepstoensurethatthe

nationalrecessiondidnotadverselyimpacttheoperationsofthecity. Forthepastfouryears,a

FiveYear

Financial

Forecast

analysis

has

been

conducted

to

project

operating

revenue

and

expenditure trends. Cost savings were implemented, with many vacant positions being

eliminatedor temporarily frozen. Over thepast three years,91 vacantpositionshavebeen

eliminated across all funds. These position reductionswere achieved by reducing layers of

management, increasingspanofcontrol,andachievingefficienciesbycombining likeservices

andduties into singledepartments. These savingswere achievedwhile servicedeliverywas

enhanced,newprogramswereaddedand customer satisfaction increased. Anadditional62

positionsarecurrentlybeingheldvacantandfrozen,withasavingsof$4millionestimatedfor

FY201011. Ofthe62frozenpositions,16havebeenreviewedandproposedtobeeliminated

for the currentbudget year. Staff continues to review the list as furthervacanciesoccur to

ensurestaffing levelsareadequate formaintainingcurrent levelsof service. Once revenues

recover, the frozen positions will be revisited to determine which represent truly require

staffing and which can be permanently eliminated. Up to this point, this has involved the

attritionofpositionsasvacanciesoccurandnofilledpositionshavebeeneliminated.

OVERVIEWOFTHEFY201011OPERATINGBUDGET

FortheFY201011budgetyear,theimpactofthecontinuingnationalrecessionhaspresented

the greatest challenge to creating a structurallybalancedbudget. Key revenues in allmajor

operating funds have declined significantly since FY 200809. In the General Fund, both

property tax and sales tax revenues have declined significantly. Hotel Occupancy Taxes,

primarilyderived

from

business

travel,

has

also

been

significantly

impacted

by

the

recession.

WaterandSewerrevenueshavedeclinedduetoover14monthsofunseasonablycoolandwet

weather reducingcustomerdemand. In short,eachoperating fundhasbeenpresentedwith

revenue challenges and each fund must stand on its own by reducing expenditures and

increasingrevenuestobalance. Additionally,eachfundmustpaytheirproportionalshareofthe

costsassociatedwiththeiroperations.

Theelectric franchise feehasbeenarbitrarily reducedby thePublicUtilitiesCommission toa

rate of 4%. The city is working with other municipalities to reverse this decision through

administrative, legislative, and legal channels, but for FY 201011, the loss in revenue is

approximately

$2.4

million.

TheGeneralFundrevenueestimatesforFY201011are$168.55millionOperatingexpensesare

also$168.55million, achieving a structurallybalancedbudget. Thisbudget is$14.75million

lowerthanthe$183.3millionFY200809budget. WiththetransferofSolidWasteServicesinto

aseparateenterprise fund lastyear,generalexpenditureswerereducedby$7.7million. The

remaining$7millionhasbeen reduced tomatch revenueestimates. General fund revenues


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declined by $13.7 million due to the economic impact of the recession, while salary costs,

insurance,andcontractualobligationswereprojectedtoincreaseby$6.3millioncreatingatotal

budgetgapof$20millionforFY201011alone.

The $20 million represents the full budget gap for the year. Throughout the budget

developmentprocess,

staff

has

worked

diligently

to

close

the

funding

gap

and

report

progress

totheCouncil. Whilewewereat$20atthebeginning,werolledoursleevesupandreduced

thatdownto$12million. Youmayrecall,theupdategiventothecouncil inthespringwasa

fundinggap$12million. That$12millionhadbeen reduceddown from$20million. By late

June,wereportedthefundingamountswerereduceddownto$5million. The$5millionthan

increasedto$6million inJulywiththereceiptofthecertifiedtaxrollandcontinuedsalestax

declines. Theproposedbudgetclosesthegapcompletelyandpresentsastructurallybalanced

budget. It is important tonote that continueddrops inproperty tax valuation and sales tax

valuationwillcontinuetoimpactrevenuesreceivedintotheGeneralFund. Withthissaid,itis

vitalthatsomeofthosedollarsarecaptured inthe formofkeepingsomeoftheeffectivetax

rate dollars. If values and sales tax continue to decline, you could see a decline in services

provided.

WithovertwothirdsoftheGeneralFundbudgetallocatedtosalariesandbenefits,thebudget

could not have been balanced in the past two yearswithout significant realignment of the

organization. ThefollowingstrategieswereusedtobalancetheFY201011budget. Someare

short term measures for the current year, while others reflect longterm cost savings and

improvedoperationalefficiencies. In total, they reduceGeneralFundexpendituresby$14.2

million.

HoldallGeneralFundpositions(59ofthe62)vacantforFY201011

PayPlanstepincreasesforallcityemployeeswillnotbegivenforFY201011. Salestax

willbe

monitored

to

determine

ifwe

do

any

adjustments

to

pay

during

the

year.

The compensation plan,whichhas the goal ofmaintaining employee pay at the 65th

percentilecomparedtobenchmarkcitieswillalsonotbeadjustedforFY201011

Health Insurance For the Choice POS II plan, which covers the majority of the

workforce,thecostallocationwillshiftfrom90%city/10%employeeto87%/13%

TheIWINphysicalfitnessprogramwillbeimplementedforretireeinsuranceonJanuary

2011

Allcapital requests in theGeneralFund,with theexceptionof thosewithadedicated

revenuesource,havebeendeferred

ComputerreplacementtransfersfromtheGeneralFundhavebeendeferredforFY2010

11.

Computer

equipment

will

only

be

replaced

when

the

current

system

is

no

longer

functional

Equipment replacement transfers from the General Fund have been deferred for FY

201011. Onlythemostcriticalneeds,suchasPolicepatrolvehicles,willbereplaced

Supplies, maintenance, outside services, and other non salary accounts in the

departmentalbudgetshavebeenreduced


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Inaddition to these cost saving strategiesother revenues,primarilyMunicipalCourt fines,of

approximately$930,000helpedoffsetthedeclineinotherrevenues. Itisimportanttonotethat

thestatetakesasignificantportionofallrevenuescollectedfromMunicipalCourt.

The loss of over $1.3 billion in taxable value in the last two years, due primarily to steep

reductionsin

commercial

real

estate

values

results

in

an

effective

tax

rate

of

5.12

cents

above

lastyearsratetoproducethesametaxrevenueaslastyear. However,duetothecostsavingsand

expenditure reductions listed above, the effective tax rate is not necessary to balance the

budget. A tax rateof2.98centsabove lastyears ratehasbeenproposed to fund requested

itemsdiscussedinthecouncilstrategicplanningsessioninoperationsandcapitalmaintenance,

including neighborhood sidewalks, drainage improvements, neighborhood splash parks and

renovations toTrinityViewParkathletic facilities. This rate isonly60%of theeffective tax

rate,andwillprovide$4.9millioninadditionalrevenue. Whencombinedwiththecostsavings,

operationalefficienciesandexpenditurereductions,thisrateissufficienttoreachastructurally

balancedbudget.

The combinationof these cost savings,expenditure reductions andan adjustment to the taxratethatiswellbelowtheeffectivetaxrateallowforabalancedbudgetwithouttheclosureof

cityfacilities,reductioninprogramsorcriticalservicesortheeliminationsoffilledpositions.

General Fund and related internal service funds combined reservebalances areprojected at

$48.5 million, which is equivalent to 105 days of operating reserves or 29% of budgeted

expenditures. InFY200607,theCityCouncilformallyadoptedapolicymaintainingcombined

General Fund reserves at levels at or above 90 days of operating expenditures. This policy

provides clear direction to the staff to ensure financial stability and maintain the

creditworthinessoftheCitysdebtobligations.

TheWater and Sewer System Fund budget funds operations and a capital programwith a

consumptionbasedratestructureinwaterratestoencourageconservation. Totalexpenditures

are $84.1 million, a $2.3 million increase from the prior years budget of $81.8 million. A

twentyyearmodelforthewaterandsewersystemhasalsobeendevelopedtoidentifyfuture

waterneeds,infrastructurerequirementsandalternativeuses.

OtherOperatingFundsincludethefollowing: TheSolidWasteServicesfundwascreatedasan

enterprise fund inFY200910andaccounts forall refuseand recyclingcollectionand landfill

operationswithabudgetof$11.7million. TheMunicipalDrainageUtility fundsoperations,

capitalprojectsandtransferstofourfloodcontroldistrictsforassistance intheirmaintenance

programs. Fallinghoteloccupancytaxeshavecontributedtoreducedoperatingbudgetsbythe

IrvingConventionandVisitorsBureauandIrvingArtsCenter. Constructionisunderwayonthe

ConventionCenter complex,which is scheduled toopen January2011. HousingandHuman

Servicesbudgetshavereturnedtonormalfundinglevelsafterreceivingover$5millioninone

timestimulusfundsandincreasedcompetitivegrantawardstoexpandthecitysgrantprograms

inFY200910.


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xvi

Intotal,theseoperatinggroupswillexpendapproximately$283.5milliondollarsinthecoming

fiscalyear. Thisbudgetfundsareducednumberofgeneralgovernmentstaffat1,859fulltime

and411parttimepersonnel,includingthe46ofthe62vacantpositionsmentionedabovethat

arenotproposedtobeeliminatedatthistime. Theprogramsservedbytheseemployeeswillbe

supportedby

afleet

valued

in

excess

of

$33

million

and

consisting

of

more

than

750

vehicles

and490otherpiecesofequipment. TheCitystechnologyinfrastructureisvaluedinexcessof

$15millionandincludesnearly1,600workstationsservedbyacombinationof localandwide

areanetworks. Thisworkforceishousedin74buildingswithmorethan1.37millionsquarefeet

ofspace.

Summary of Operating Expenditures for Major Programs

Fund/Program 2009-10 Adopted Budget 2010-11 Proposed Budget

General Fund $176,362,533 $168,550,318

Water and Sewer $81,812,269 $84,128,881

Solid Waste Services $11,622,026 $11,723,038

Municipal Drainage Utility $4,646,044 $4,883,382

HOT Revenue Funds

ICVB $6,327,498 $6,046,256

Arts Center $4,424,410 $3,891,693

Main Street and Events $113,799 $115,173

Heritage and Museum $368,423 $244,846

Total HOT $11,234,130 $10,297,968

Housing & Human Services $8,655,743 $3,901,254

Total Major Funds $294,332,745 $283,484,841

CostSavingsandEfficiencies

Positionreductionshavebeenachievedwithoutlayingoffstafforreducingthelevelofservices.

Costsavingsandefficiencytools likeLeanSixSigmahavebeenusedtoanalyzeworkflowand

processes. Theseefficiencieshavetranslated into improvedcustomerservice,fasterresponse

times,andeliminationofwaste. Manyprocess improvementshaveallowedforstaffingtobe

reducedwhen positions become vacant. When vacancies occur, they are not automatically

filled. Eachpositionisreviewedbyseniormanagementtodetermineifthejobdutiescanbere

assigned to remaining personnel without a decrease in service levels. Employees are

compensated for taking on additional duties. City staff are also rewarded with special pay


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xvii

incentivesforeducation,training,certification,andmasteryofspecializedjobduties. Allspecial

pays and incentive programs are fully funded for the FY 201011 budget. Listed below is a

samplingofthespecialpaycategoriesavailabletoemployees:

IncentivePrograms

LeanSix

Sigma

incentive

pay

OntheSpotincentivepayforexceptionalservice

AllEyesOnIrvingincentivepay

RewardingExcellenceincentiveforsanitationworkerswithperfectsafety

records

TemporaryAssignmentPay

Occupationallanguageskillspay

IWINFitnessIncentive

CertificationPay

PoliceIncentivePay

SchoolCrossingGuardTrainingpayallocated3%paydifferentialtofourguardsas

trainers

ShiftDifferentialpay

Educationpay

MastersCertificatepay

SickLeaveBonusPay

AnnualPhysicalFitnessScreening

Bachelors&MastersDegreepay

FireIncentivePay

ParamedicAssignment

Pay

(On

the

Box

Pay)

Fire

Fighters

certified

as

paramedics

andparamedicsactuallyassignedtoambulances

AnnualPhysicalFitnessScreening

HighAngleRescuepay

HazMatpay

SwiftWaterRescuepay

OutofClasspay

ArsonInvestigationpay

Bachelors&MastersDegreepay

Administrationpay

Masters

Certification

Pay

SickLeaveBonusPay

Onthefollowingpages,thehighlightsoftheFY201011budgetarediscussedbystrategicplan

goal.


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xviii

GOAL1:LANDUSE

Akey strategyofGoal1 is to improve thevisual impressionof thecity. Severalprojectsare

currently in design or under way to meet this strategy. These include the construction of

screeningwallstobufferneighborhoodsfromtrafficnoise,developingandinstallingstreetlight

and traffic signal standards by community district, and developing a comprehensive

maintenanceprogram

for

major

streets

and

drainage

channels.

Staffwillbeworkingtodevelopincentiveprogramstoleverageredevelopmentopportunitiesin

areas of public investment such as gateway intersection projects and other major street

enhancementinitiatives.

Key Focus: Corridor Improvements A comprehensive overhaul of MacArthur Boulevard to

enhanceandimprovetheroadwayfromHunterFerrellRoadtoNorthgateDriveisunderway.The

project includes burying overhead utilities, street lighting, median repairs/improvements,

intersection improvements, roadway paving, screening walls to protect neighborhoods from

traffic noise, private signage, dumpster screening, code violations, traffic signals and traffic

signage. PhaseoneincludedtheremovalofoverheadutilitiesandpaintingofthebridgesatIrving

Boulevard and StateHighway 183.Other improvements in Phase I include new streetlights to

improvesafetyandrepairbroken/leaninglights,medianrepairandbeautificationandintersection

improvementsatSixthStreetandRockIslandRoad. Futureimprovementswillincludeupgrades

atthePioneerRoadintersection.

Irvinghasreceiveda$2millionEnergyEfficiencyandConservationBlockGranttoinstall152street

lightsonIrvingBoulevardwithsolarpoweredstreetlights. Thenewlightswillreduceenergycosts

tothecityandreplace20plusyearoldstreetlights.

GOAL2:

VITAL

VIBRANT

NEIGHBORHOODS

KeyFocus:NonCompliantApartmentsAspartoftheCitysstrategytoraisestandardsand

increase enforcementofmultifamily complexes,Code Enforcement staff evaluated allof the

Citysmultifamilyhousing stock,which comprises 60%of all residenceswithin Irving. Each

propertywasgivenaclassificationof14withClass1beingthehigheststandardwhileClass4

represents those properties with the lowest ranking, due to several items being out of

compliancewithCity codesandordinances. Class4propertiescomprise20%of thehousing

stockbutcontributeto80%ofthecomplaintsandenforcementeffortsoftheCitysFire,Police,

andCodeEnforcementstaff. ForFY201011,thegoalistohaveallClass4complexesbrought

intocompliance.

Key Focus:CodeEnforcementOver thepast four years,CodeEnforcement staffexpanded

from eight to 16positions. AnumberofCode Enforcementordinances andprocesseswere

reviewedandrevisedinthepastthreeyearstoincreasestandardsandincreasethenumberof

toolsavailable forenforcement. ForFY201011,CodeEnforcementwillcontinue todevelop

and implementstrategiestoreducedisorderandenhancethevisualappearanceofthecityby

targetingenforcementinpriorityareas.


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xix

Key Focus: Neighborhood Improvements The Neighborhood Enhancement Program is a

comprehensiveCityandcommunityfocusonstrengtheningoneneighborhoodatatime. This

effort involves all City services, working in partnership with community stakeholders in a

comprehensivemannertoaffectpositivechangeandimprovedqualityoflifeinneighborhoods.

InFY

2009

10,

the

Tudor

Lane

neighborhood

was

selected

for

this

program,

as

the

area

was

noted for substandard housing and a high crime rate. As a result of a concentrated

interdisciplinaryeffortamongcitydepartments,therehasbeena78%reductioninpolicecalls

anda72%reductionincrimeinthearea. Thecityhasacquiredanddemolishedtwoblocksof

dilapidated fourplexes. Nearly $5million in grant funding is being invested in a residential

developmentthatwillconstruct25new,energyefficienthomes.

GOAL3:ECONOMICDEVELOPMENT

Key Focus: New Development and Revitalization The DART light rail extension to DFW

International Airport will include six light rail stations within Irving that will provide

opportunitiesfor

transit

oriented

development.

The

City

is

in

active

discussions

with

developers

regarding several potential projects along the entire length of the DART rail line. In 2009,

construction began on phase I of the line, connecting Las Colinas to Love Field. DART also

agreedonthe finalterminusof theOrangeLinewithinD/FW InternationalAirport,whichwill

createadirectlinkfromD/FWterminalstodowntownDallas. Constructionisnearlycomplete

on the Irving Convention Center,which is located next to one of theOrange Line stations.

Promoting transitoriented development, by encouraging office, retail, and high density

residentialdevelopment along the transit line,will increase the overall tax base and reduce

dependenceonautomobiles,whichwillthenhelpmitigatepollution.

TheCity

is

working

with

the

cities

of

Carrollton,

Farmers

Branch,

The

Colony

and

Frisco,

DART

and theNorthCentralTexasCouncilofGovernments (NCTCOG) toutilize theBNSF line as a

northsouthcommuterrail line. NCTCOG ispaying80%ofthecostsofafeasibilitystudy,and

FederalTransportationfundingisbeingsoughttoaccelerateitsdevelopment.

Construction began in the fourth quarter of 2009 on lake reclamation for theWater Street

development,amajormixeduseproject located intheheartoftheLasColinasUrbanCenter.

Approximately1.2acreswillbereclaimedfromLakeCarolyntoprovideforthedevelopmentof

thisproject. Designofthedevelopmentiscomplete.

HeritageCrossing Theplanneddevelopmentincludesamixeduseurbanvillage,completewith

retail,residential,

restaurants,

offices

and

parks

centered

on

the

Trinity

Railway

Express

station.

Theplanswillpromoteapedestrianfriendlyneighborhoodwithbuildingscloser togetherand

roads constructed for slower speeds. Design guidelines will ensure the master plan is

compatible with existing neighborhood design, and that appropriate architectural design

strategiesforrestorationandnewconstructionareimplemented.


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TheGuarantybankbuilding,completed inJuly2009,wasthefirstprojectofthedevelopment.

Thistwostorybuildingsetsthestandardforarchitecturalexcellenceintheredevelopmentarea.

ActivitiesSupportedbyHotel

OccupancyTaxes

Hotel/Motel Occupancy Tax (HOT)

supported functions include the

Main Street and Events Fund, the

Heritage and Museum Fund, the

Irving Arts Center (IAC) and the

Irving Convention and Visitors

Bureau (ICVB). The HOT revenues

are based upon the City portion of

revenues. ThetotalHOTpercentage

collected from local hotels,

excluding the state portion, is 9

percent, of which 5 percent is

allocated to four operating groups.

State law specifically defines the

legalusesofHotelOccupancyTaxfordirecttourismpromotion. Theadditionalfourpercentof

revenue isallocated to theConventionCenterComplexFund (2%) andEntertainmentVenue

Fund (2%) to finance the construction of the Convention Center and the proposed adjacent

EntertainmentVenue. Revenuesfromtheseallocationswillbeusedtopaythedebt issuedto

purchase the land, design, and build the Convention Center and Entertainment Venue.

Estimated tax receipts and interest earnings for FY 201011 are $3.5 million for each 2%

allocation.

ItisestimatedthatHOTcollectionsinFY201011willtotal$15.78millionascomparedtoFiscal

200708inwhich$18.3millionwascollected. Thesharpdecreaseoverthepastthreeyearsis

duetodeclines inroomrentalsandrentalratesduetotherecession. Themajorityof Irvings

HOT revenue is generated by business travelers, and Irvings HOT revenues are a leading

indicatorofbusinessactivity.

InFY200607,theCityCouncilauthorizedthedevelopmentandconstructionoftheConvention

Center. ConstructionbeganinFY200809. ThecenterwillopenJanuary2011andhasalready

booked

its

first

major

event,

Zest

Fest.

In

addition,

the

site

will

include

a

convention

center

hotelandanentertainmentvenuefeaturingcontemporarylivemusicalperformancesandtothe

development of complimentary highquality retail and dining outlets. Planning for the

entertainmentvenuehasalreadybegun,with$24million inbonds issued for thedesignand

construction documents. Funding for the entertainment venue is supported by the 2%

occupancytaxandparkingandtickettaxdedicatedrevenuesapprovedbyvotersin2006under

Entertainment

Center

22.2%

Convention Center

22.2%

IAC

19.7%

ICVB

31.7%

Debt Service2.2%

Historic

Preservation

0.6%

Museum

1.4%


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xxii

Thecitycontinuestodevelopnewprogramstoimprovecustomerserviceandenhanceexternal

andinternalcommunicationswithresidentsandemployees. Interactivevideokiosksarebeing

installedtoallowforquickeraccesstomunicipalservices.

Enhancedcommunication

with

city

employees

is

another

key

strategy.

Current

actions

include

programstoboosteducationalopportunitiesforfrontlinecustomerservicepersonnelandplans

toaddresscommunicationduringemergencies.

GOAL7:CULTURE,RECREATIONANDEDUCATION

FollowingonthesuccessoftheCimarronAquaticsCenter,whichopenedin2008,andtheWest

Irving Aquatic Center, which opened in 2010, design will begin on a third stateoftheart

AquaticsCenteratSenterPark. Neighborhoodsplashparkswillbeconstructedtoreplacethe

obsoleteneighborhoodpoolswhichwereclosedin2010.

In2008,theLibraryboardapprovedanewmasterplanthatwillresultintheconstructionoftwo

new librariesofsimilarsizeandscope to theValleyRanchBranchLibrarycompleted in2008.

Thesenewbuildingswillbeownedbythecityandwillreplacetwobranchescurrentlyinleased

buildingsthroughoutthecity. TheWestIrvingLibrarywillbecompletedin2011. Thisstateof

theartfacilitywillincorporatenewandinnovativetechnologyandservicestoenhancetheuse

andfunctionalityofthelibrary. Thebuildingisalsoinnovative,beingdesignedasLEEDcertified

netzerobuilding,whichmeans that thenetenergy costs for thebuildingwillbeoffsetwith

solarandgeothermalenergy toreduceenergycoststozero. Additional fundingwillprovide

thedesignofanewCentralLibraryFacilitywithconstructiontobeginin2012

Constructionof

the

Campion

Trails

will

continue

with

an

emphasis

on

completing

the

primary

trailsegments. TheCampionTrailswillconnecttotheLakeCarolynPromenadelocatedatthe

LasColinasUrbanCenter,whichisalsounderconstruction.

GOAL8:SOUNDGOVERNANCE

TaxRate,AssessedValueandFeeChanges

Taxablevalues for Irving,basedon the2010CertifiedTaxRollprovidedby theDallasCentral

AppraisalDistrict,havedeclinedforthesecondyearinarowto$16,908,697,223. Thisisa$1.3

billiondecline intaxablevalues from the2008valuationof$18.2billion. ForFY201011,the

budgetisbasedonthetaxrateof$0.5704per$100assessedvaluation. Thisrateis2.14cents

belowtheeffectivetaxrateof$0.5918. Theeffectivetaxrate istheratethatwouldgenerate

thesameamountoftaxrevenueonexistingpropertiesaswasleviedintheprioryear. Withthe

proposedrateof$0.5704,GeneralFundrevenueswilldecreaseby$1.4millionto$68,541,067.

Whiletheproposedrateincreaseisonly60%oftheeffectivetaxrateincrease,theexpenditure

reductionsanddeferralofcapital,replacement funding,andequipmentpurchasesreducethe


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xxiii

budgetrequirementsforFY201011. Oftheproposed increase,2.5centswillfundoperations

while0.48 centswill fundpriority infrastructuremaintenanceand replacement. Thebottom

lineisthatthecityisabletodomoreinFY201011withlessrevenuethanwasreceivedin2008.

Thistaxrateisonceagainthesecondlowestrateamongour10benchmarkcities.

TheResidential

component

of

the

tax

roll

decreased by $113 million or 2.25%.

Business Personal Property decreased

slightlybyonly$1.8millionor 0.04%. The

greatest change to the tax roll was a

decrease in Commercial taxable value by

$1.08billionor 12.8%.

This tax roll represents the impact of the

recessiononthe localeconomy. Irvingdid

notseeadramaticincreaseinresidentialpropertyvaluesoverthepastfewyears,sotherehas

been no corresponding decline as the housing bubble burst in other real estate markets.

Commercialvalueshavedeclinedasvacancyratesforofficebuildingshaveincreasedandlease

rates have declined. Since 2008, Commercial values have declined by $1.3 billion, or over

14.5%of their totalvalue. Alsoaffecting commercialvalueshavebeen thedecline inhome

construction,whichhasaffectedhomebuilderswithofficesinIrving. Withovertwothirdsof

Irvingspropertybasecomingfromrealandpersonalcommercialproperty, Irving isespecially

sensitivetochangesinthebusinesscycle. Residentialvalueshavebeenfairlystable,withonlya

slightdeclineinvaluewhencomparedtothelargedecreasesincommercialrealestatevalues.

Staffcontinuestomonitoreconomicindicatorstoprojectfuturetrends.

TheHomestead

Exemption

rate

was

continued

at

20%

for

eligible

taxpayers

within

Irving.

In

addition, exemptions for disability and for eligible residents over 65 years of age will be

preserved.

SalesTaxcollectionsinFY200910havedeclinedfromtheadoptedbudgetandareprojectedto

be$3millionor6%belowtheFY0910budget. ForFY201011,salestaxrevenueisbudgeted

at thesameamountas theactual receipts for thecurrentyear, resulting ina totalbudgetof

$44.5million.

EmployeeCompensationandBenefitAdjustments

The

FY

2010

11

budget

projects

a

10%

increase

in

costs

for

health

insurance.

This

increase

will

be splitbetween the cityand theemployeeswith the citypaying for87%of insurance costs

whiletheemployeespayfor13%. InadditiontotheIWINfitnessbenefit,thecityhasdeveloped

acomprehensivewellnessprogramdesignedtoprovideincentives,information,andtrainingto

employees toencouragehealthier lifestylesand togiveemployeesgreater controlover their

healthcaredecisions.

TaxYear2010AdValoremComposition

BPP

$4,325,358,790

26%

Residential

$4,967,896,123

29%

Commercial

$7,615,442,310

45%


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xxiv

The Citys retiree health insurance program has also been changed to incorporate the IWIN

program. Inordertocontaintheprojected increaseofcosts forretireehealthcare,staffhas

proposedafixedsubsidyforfutureretireesthatcanbeaugmentedbyfitnessannuitycredits.

This fixed subsidy increases based on years of service,with employeeswhowork for Irving

longerreceivingahigherlevelofbenefit. TheplanwillgointoeffectJanuary2011.

GOAL9:INFRASTRUCTURE

WaterandSewerSystem

TheWaterandSewerSystemFundissupportedfromfeeschargedforwaterandsewerservices.

Among the 30 cities served by Dallas Water Utilities, Irving continues to have the lowest

residentialwaterandsewercosts. Taxrevenuesarenotusedtosupporttheutilityfunction.

Funds received from this operation, after expenses, are used to make needed capital

improvementstothesystemtoensurethattheuserswillbeprovidedwithadequateservicein

the future. The201011WaterandSewerSystemFundestimated revenuesof$84.1million.

TheFY200910yearendrevenueestimate is$75.3million,adifferenceof$8.8millionorjust

over 11%. This amount includes $3.4million inwholesalewater payments from theUpper

Trinity Water District associated with conveyance of water through the Lake Chapman

waterline.

For over fifteenmonths, theNorth Central Texas region has experienced unseasonably cool

temperaturesandrainfallsignificantlyaboveaverage. Thisledtoadecreaseinrevenuesbelow

theminimumleveltoprovidecoveragetomeetoperatingcostsaswellasgoalsfordebtservice

coverage. A critical need to upgrade the water system is the increasing need to fund the

replacementofwaterandsewermainsthathaveexceededtheirusefullife. Othermajorcapital

needsinclude

the

Lake

Chapman

pipeline

booster

pump

station

and

pipeline

relocations

necessaryduetothereconstructionofSH183,SH114,Loop12andtheDiamond Interchange

whereallthreehighwaysmeet. Bothoftheseprojectsarenecessaryduetoagreementswith

outsideagencies for Irvingto finance its fairshareof theprojects. A rate increaseof5.1% is

recommendedforFY201011andisincludedinthetotalrevenueprojectionof$84.1million.

Recommendedchanges towaterand sewerare ratesbasedona twentyyearcostofservice

modelthatexaminestheratestructuresnecessarytofundoperations,ensuresadequatedebt

service coverage, provides for infrastructure repair and replacement and encourages

conservation from customers. Basemonthly rates have been calculated bymeter size, and

sewer

charges

have

been

calculated

by

dwelling

unit

for

all

residential

uses.

TheLakeChapmanprojectwascompleted in thesummerof2003. It is fullyoperationaland

provides85%oftheCitysrawwater. TheremainderofrawwaterispurchasedfromtheCityof

Dallas, which also provides water treatment services to Irving. The City is currently in

negotiationwith theCityofParis,Texasand theCityofHugo,Oklahoma toobtainadditional

waterresourcestosecureIrvingsprojectedwaterneedsforthenext75years.


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xxv

OperatingexpendituresforFY201011are$84.1,whichincludestransferstodebtserviceinthe

amountof$19.6million,aswellastransferstothereservefunds. InFY200607apayasyou

gocapitalfundwasestablishedtoseparatepayasyougoinfrastructurerepairandreplacement

projects fromdailysystemfundoperations. Transfers fromoperationsarebudgetedat$6.25

millionfor

capital

projects

to

replace

critical

aging

infrastructure

and

fund

awater

reuse

pilot

project. Approximately$2.4millionisbudgetedforcoveragereserve. Thisreserveisnecessary

tomaintaincoverageratiosestablishedbybondcovenants. Fundbalance inexcessofthe90

dayoperating reserve requirements are transferred to thepay as you go capitalprogram to

financecapitalprojectsandreducetheissuanceofrevenuebondsforcapitalfunding.

InthespringofFY200405,theCityof IrvingandtheTrinityRiverAuthority(TRA)finalizedan

agreementthatwillproviderightsofwaterreuselinkedtotheCityofIrvingutilizationofwater

drawnfromLakeChapmanreservoir,andultimatelyflowingintotheTRAwastewatertreatment

facilities. AccesstothiswaterresourceshouldprovidetheCitywiththetotalcapacitysupply

required to meet its longrange 2060 water supply needs. This is a very significant

accomplishment, representing the collective efforts of Mayors, Councils and staff

administrations extending back to the 1950s. Discussions are currently underwaywith the

TrinityRiverAuthority and theCityofDallas todevelop a longtermplan to capture treated

wastewaterandreturnittorawwatertreatmentfacilitiestobereusedbyIrving.

KeyFocus:CapitalImprovement

Program In November 2006,

votersapprovedauthorizationof

$335 million in General

Obligation bonds for various

infrastructure

improvements.

This funding supports the

reconstructionandexpansionof

major thoroughfares; the

construction of new parks,

libraries, and fire stations; and

newprogramsandfacilitiessuch

as the West Irving Library, and

the recently completed Irving

Animal Shelter and the West

Irving

Aquatics

Center.

In order to complete all

authorized projectswithin ten years, an average of $45million per yearwould need to be

issued. Since2006,theaverage issuancehasbeen lessthanhalfofthatamount. Counciland

managementhavelimitedthesizeofeachyearscapitalprogramtoensurethatthevolumeof

projectswaswithinthecapabilityofstafftomanage,andtoalsonotputanunduedebtburden

GO Bond Sales

$6.6

$18.5$18.7

$27.5

$25

$15

$32.7

$10

$0

$10

$20

$30

$40

2004 2005 2006 2007 2008 2009 2010 2011

In Millions


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xxvi

onthetaxbase. In2009,2010,and2011,declines inthetaxbasehavefurtherrestrictedthe

sizeofthedebtissuance. Councilandmanagementhavefocusedonfundingprojectsthatwere

thehighestpriority,hadthemostimpactonthecommunity,andmetthegoalsandobjectives

ofthestrategicplan.

Thecapital

improvement

program

for

FY201011hasbeendevelopedbased

on the Strategic Plan priorities and

project requests made by Council at

the July2010planningmeeting. The

current proposed general obligation

bond sale of $6.6 million includes

funding for the design of the South

Irving Library, design of Irvings third

Aquatic Center at Senter Park, and

constructionofaneighborhoodsplash

pool. Street projects include the

undergrounding of utilities in Las

Colinas. As you can see, we have

scaledbackgeneralcapitaloutlaysby

2/3; from an average general bond

sale of $18.5million to the proposed $6.6 million.Neighborhood sidewalk renovations and

TrinityViewparkrenovationstothefieldsandbuildingsarefundedfromGeneralFundpayas

yougofunds. LeasepurchasefundingisalsobudgetedforthereplacementoftwoFirepumpers

thatwereapprovedbycouncilandorderedinFY200910. Leasepurchasefinancingallowsthe

citytofinanceequipmentpurchasesoverashorterdurationandatalowerinterestratethanby

issuinglong

term

debt.

A

placeholder

has

been

added

to

fund

the

replacement

of

the

Public

SafetyRadioandDataSystemasstaffcontinuestoevaluatethetimingandthebestfinancing

strategyforthismajorcapitalexpenditure. Fundingisalsoincludedfortheconstructionofthe

EntertainmentVenue. UponCouncilapproval,thisdebtwillbe issuedashoteloccupancytax

(HOT)revenuebondsand issupportedbyrevenuesgeneratedbythe2%HOTtaxandparking

andtickettaxesauthorizedbyvotersin2006.

WaterandSewerSystemprojectswillbefundedfrombothoperatingfundsandtheissuanceof

revenuebonds.Akeywaterprojectwillbethecitysshareofthedesignandconstructionofa

boosterpumpstationontheLakeChapmantransmission line. TheCity ispartneringwiththe

North

Texas

Municipal

Water

District

on

this

$45

million

project

which

will

allow

for

full

use

of

thepipelines transportcapacity. Irvingsshareof theproject is$22million. DrainageUtility

Bonds will be issued to partially fund reconstruction of Delaware Creek to increase water

volumecarriedbythechannelandreducethe incidenceoffloodingalongadjacentresidential

properties. Operating funds will be used for neighborhood and alleyway drainage

improvements.

Debt Cash

Financed Financed

General CIP $6,600,000 $975,500

Streets $2,500,000 $500,000

Parks $2,100,000 $475,500

Library $2,000,000 $0

Lease Purchase $17,060,000 $0

Fire Services $1,060,000

Public Safety Radios $16,000,000 $0

Water & Sewer System $27,050,000 $6,000,000

Water $18,650,000 $4,000,000Sewer $8,400,000 $2,000,000

Certificates of Obligation $33,700,000 $0

Water Street $33,700,000 $0

Municipal Drainage Utility $2,600,000 $0

Entertainment Venue $215,008,000 $0

Capital Improvement ProgramFY 2010-11


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xxvii

GOAL10: ENVIRONMENTALSUSTAINABILITY

SolidWasteServices

InFY200910,SolidWasteServiceswasseparatedfromtheGeneralFundandestablishedasan

enterprisefund. Inadditiontofundingoperationsofbothrefusecollectionandthelandfill,the

fundtransfers

its

portion

of

existing

debt

service

to

the

General

Interest

and

Sinking

Fund

and

reimbursestheGeneralFundforindirectcostsprovidedbyGeneralFunddepartments.

MunicipalDrainageUtility

TheMunicipalDrainageUtilityFundprovidesresourcesfordrainagechannelmaintenanceand

construction, environmental education programs, stormwater testing, industrial inspections,

erosioncontrol,anddredgingandchannelstabilizationprojects.

Drainageutility fundoperations includesalaries,benefits,andoperatingcosts for32 fulltime

and 3 parttime employees at a cost of just over $3 million. An additional $424,000 is

transferredtothethreeautonomousfloodcontroldistrictswithinthecityofIrvingtoassistwith

dredging and channelmaintenance projects. The remaining budget is allocated to drainage

capitalprojectsforthecityofIrving. Inadditiontoneighborhooddrainageprojectsfundedby

thedrainagefee,$2.6millionindrainagerevenuebondsareproposedtobesoldinFY201011

tofinancemajordrainagecapitalimprovementsonDelawareCreekandleveeimprovementsfor

IrvingFloodControlDistrict#1.

CONCLUSION

ThisbudgetrepresentsthefifthyearofimplementationofthesharedvisionoftheCityCouncil

asdefinedintheStrategicPlanandrefinedbytheCouncilskeyfocusareas. Thedevelopment

of thisbudgethasnotbeenwithoutdifficulty and compromisedue to the currenteconomic

climate,but

it

represents

abalance

between

judicious

expenditure

reductions,

deferment

of

some capital and maintenance programs and prudent adjustment of revenues in order to

continue toprovide an exceptional levelof service to all Irving residents and above average

compensationandbenefitsnecessarytoretainandhirequalitymunicipalemployees.

Inclosing,IwouldliketoexpressmyappreciationtotheCityCouncil,Directors,Managers,and

theBudgetandPerformanceTeamstaff. Most importantly, Iwanttothankthehardworking

employeesonourteamthatcollectrefuse,enforceourlaws,protectlivesandproperty,putout

fires, respond to emergencies, and interact with our residents daily to deliver exceptional

service. EveryonehasworkedhardtodeveloptheStrategicPlanandhasworkeddiligentlyto

incorporatethe

priorities

and

goals

identified

by

the

strategic

planning

process

into

the

developmentoftheproposedbudget.

TomasTommyGonzalez

CityManager


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OUR VISION

Irving will be the model for safe and

beautiful neighborhoods, a vibrant

economy, and exceptional recrea-

tional, cultural and educational oppor-

tunities.

OUR MISSION

Deliver exceptional services and pro-

mote a high quality of life for resi-

dents, visitors and businesses

Strategic Plan

OUR VALUES

We exhibit personal integrity with

every decision

We serve by leading and lead byserving

We show a high level of respect

and concern for our coworkers

and customers

We encourage creativity and in-

novation to improve our effective-

ness

We learn and grow in a progres-

sive work environment

We excel through desire, determi-

nation and dedication

The City of Irving implemented a comprehensive Strategic Plan for the first

time in FY 2006-07. The plan is updated annually in conjunction with the oper-

ating budget and is referenced throughout this document.

Departments have been assigned lead or supporting responsibilities for various

goals. Within each department, each organization has been assigned to a spe-

cific goal. These assignments determine how the Citys operating budget is di-

vided to show a budgeted amount for each strategic goal.

The following pages provide an overview of the 10 strategic goals and 64 spe-

cific strategies developed by the City Council for the FY 2010-11 fiscal year. A

breakdown of the budget by goal and a matrix of departmental roles in the Stra-

tegic Plan has also been included in this section.

Strategic Goals:

1: Promote Excellence in Land Use and the Image of Irvings Built and

Natural Environment

2: Nurture and Promote Vital, Vibrant Neighborhoods

3: Cultivate an Environment Conducive to Strong, Successful Economic

Development to Enhance and Diversify Irving's Economic Base

4: Set the Standard for a Safe and Secure City

5: Promote and Support Diversity in the Community

6: Promote Effective Communication Among All Members of the Community

7: Promote Excellence in Irvings Cultural, Recreational and Educational

Environments

8: Set the Standard for Sound Governance, Fiscal Management and

Sustainability

9: Enhance and Sustain Irvings Infrastructure Network

10: Become a Successful Environmentally Sustainable Community

FY2010-11 Proposed Operating Budget1


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Strategic

Plan

Each organization in the Citys budget was assigned to a strategic goal in order to track budgetedexpenditures by goal.Organizational assignments were based on the primary duties of the organizations, rather than adepartments primary or supporting role in the Strategic Plan. For example, many organizations work topromote diversity (Goal 5), but it is not the primary duty of any one organization.As shown in the pie chart above, Goal 9 has the highest allocated budget. This goal encompasses much

of the Capital Improvement Program and its associated bond expenditures. The largest allocations in

this goal are for Public Works, including Water Utilities, and Information Technology.

Goal 4, set the standard for a safe and secure city, makes up the second largest portion of this budget.

All public safety expenditures such as police, fire and municipal court are contained within this goal.

Vibrant

Neighborhoods

2%

Land Use

1%

Environmental

Sustainability

6%

Economic

Development

4%

Communication

1%

Culture and

Recreation

9%Sound Governance

12%

Infrastructure

37%

Safe and Secure City

28%



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Strateg

ic

Plan

The following sections discuss each goal in depth and the departments that work towards these goals.

Many departments include organizations that work toward different goals, and the strategic goal

summary at the beginning of each section will include all of the organizations assigned that particular

goal. This will allow the reader to understand the allocation of funds within departments and among the

strategic goals. The following is a matrix, which illustrates how each departments budget is allocated

among the strategic goals.

Budget by Strategic Goal Team

LandUseand

Im

age

-#1

VitalVibrant

Neighborhoods-#2

Econom

ic

Development-#3

SafeSecure

City-#4

Diversity-#5

Com

munication

-#6

Culture,Recreation

andEducation-#7

Governanceand

FiscalM

gm

t-#8

Infrastructure#9

Environm

ental

Sustainability-#10

Team Leader Steve R Mike E Max D Larry B Mario M Susan R Chris M Sheila H Brenda H Karen S

Planning & Inspections Gary M X X

Real Estate & Dev Team Brenda M X X X

ICVB Maura G X

Chamber of Commerce Chris W X

Housing & Human Services Chris H X

Code Enforcement Guy H X

Police Larry B X

Fire Mario M X

Community Services Team Paul G X X X

Capital Improvement Program Casey T X X X X

Parks and Libraries Chris M X

Arts Center Richard H X

Management Operations Team Teresa A X X

Information Technology Teresa A X X X X

Performance Team Lynda J X

Intergovernmental Srvcs Team Ramiro L X X X X

Corporate Communications Laurie K X

Financial Services Max D X X

Municipal Court Wayne L X

City Attorneys Office Charles A X

City Secretarys Office Shanae J X

Public Works & Transportation Dan V X X X

Solid Waste Services Brenda H X X

Water Utilities Todd R X X

X= DEPARTMENT HAS ACTIONS UNDER THIS GOAL

Strategic Goal Teams

FY10-11



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Strategic

Plan

The Strategic Plan is a 3-5 year plan. Strategies are reviewed annually. Completed strategies areremoved from the plan and new strategies are added. The following chart highlights the differencesbetween the FY 09-10 and FY 10-11 strategies. The full actions for each goal can be found undereach of the following goal tabs.



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Strateg

ic

Plan



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Strategic

Plan



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Strateg

ic

Plan



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Associated Departments----------------------------------------------

Planning and Inspections

Strategic Goal 1

Addressing the challenges of growth and change in the citys physical

landscape is required for Irving to remain successful. Ensuring that public and

private property is harmoniously used, maintained, and presented within the

City will continue to attract businesses and visitors while meeting the needs of

Irvings residents. Responsible policies and planning will act to both guide the

expansion of economic development and facilitate the revitalization ofIrvings older sectors. The following strategies are associated with Strategic

Goal 1. Specific activities that are used to complete each strategy can be

found on the following pages. Strategies that are in bold are key focus areas

for FY 2010-11.

1.1 Rewrite development ordinances to facilitate citywide development

and redevelopment efforts

Promote Excellence in Land Useand the Image of Irvings Built

and Natural Environment



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StrategicGoal1

Strategies and ActionsFY10-11 FY 2010-11 KeyStrategy/

ActionStrategies & Actions Focus Primary Desired

Area Lead Outcome1.1 Improve the visual impressionof the community (gateways,corridors and intersections)

CommunityServicesTeam1.1.1 Continue planned enhancements of

O'Connor Road CapitalImprovementProgram

A pedestrian orientedgreenbelt along with astone masonry wall toscreen the adjacenthome owners

1.1.2 Continue planned enhancements ofMacArthur Boulevard

CapitalImprovement

Program

Enhancements to themedian landscaping and

intersections as well asscreening walls to reducenoise for the adjacenthome owners

1.1.3 Continue planned enhancements ofIrving Boulevard

Real EstateandDevelopment

Enhanced landscapingand a reduction in street-light energy consumption



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Department at aGlance:

FY 2010-11 Budget

$2,448,157

Full Time Employees

28

Planning & Inspections

Gary Miller,Director

Mission Statement

Quality Developmentthrough Exceptional Service

The Planning and Inspections Department is comprised of three operatingdivisions in addition to department administration:

Development Services

Field Operations

Planning

The Development Services Division is comprised of two work groups or sec-tions: plan review and permits. The division is responsible for new businesscertificate of occupancy issuance; contractor license regulation; constructionpermit plan review; utility release management; and related administrative sup-port functions.

The Field Operations Division is comprised of three sections: 1) building in-spections, 2) electrical inspections, and 3) plumbing/mechanical inspections.All inspector groups perform energy conservation and erosion control inspec-tions.

The Planning Division administers and supervises new development coordina-

tion; zoning changes; subdivision platting; setback, fence and landscape vari-ances; multi-family project plans; street name changes; and other regulatoryordinances; maintains the Comprehensive plan; and coordinates census andother demographic information.

The Department has direct administrative responsibility for three City Councilappointed boards and commissions:

Planning and Zoning Commission Construction Board of Appeals Zoning Board of Adjustments

Department FY 2009-10 Results

Implemented the Heritage Crossing development standards Completed draft of State Highway 183 Overlay District Ordinance andinitiated public input process Implemented the registration requirements of the non-depository

financial institutions ordinance Completed review of first draft of the Zoning Ordinance Re-write Developed garage conversion standards Amended alcoholic beverage ordinance relative to cityowned facilities



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Planning&Inspections

Department FY 2009-10 Accomplishments, Cont. Adopted and amended the 2006 edition of the construction codes Completed work with the 2010 Census Complete Count Committee program Continuing to work with NCTCOG on the 2040 population and employment forecast Provided value engineering services for the Irving Convention Center project that resulted in cost

savings of $51,062. Received Building Official Award from the Construction Research Center at UTA

Performed 33,303field inspections (last complete calendar year) Performed 4,915plan reviews (last complete calendar year) Reviewed 181 development applications (last complete calendar year) Reviewed 83 applications for TABC wine and beer retailer license certification (last complete

calendar year). Transferred cashiering operation to the first floor Customer Service Division resulting in improved

financial security. Citys building codes insurance rating improved to a best-ever 2 commercial/2 residential (from 4

commercial /4 residential)

Key Performance Indicators

2008-09 2009-10 2010-11

ACTUAL ESTIMATED TARGET

Speed to Market rating N/A N/A 0.98

Planning, plan review, inspection cycle times

Construction codes application

Plan review & inspections quality control N/A N/A 0.95

ISO Rating 4/4 2/2 2/2

Customer service delivery N/A N/A 0.97

Response time, QC, customer survey rating

Workforce Utilization N/A N/A 0.95

Productivity, efficiency



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Planning

&Inspection

s

Revenue Summary by Category

Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES 2,101,666$ 1,734,431$ 1,734,431$ 1,699,181$

BENEFITS 553,863$ 484,386$ 484,386$ 555,365$

SUPPLIES 69,196$ 76,380$ 76,380$ 71,502$

EQUIPMENT MAINTENANCE 44,195$ 49,987$ 49,987$ 59,017$

MISCELLANEOUS SERVICES 64,376$ 112,030$ 112,030$ 63,093$

TRANSFERS 104,060$ 98,679$ 98,679$ -$

DEPARTMENT TOTAL 2,937,356$ 2,555,893$ 2,555,893$ 2,448,157$

Benefits

23%

Supplies

3%

Salaries and Wages

69%

Miscellaneous

3%

Equipment

Maintenance

2%

Transfers

0%

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

ACTUAL ADOPTED ESTIMATED PROPOSED

ZONING AND DEVELOPMENT 57,639$ 73,975$ 73,975$ 54,531$

FINES AND PERMITS 1,719,488$ 2,626,500$ 2,626,500$ 1,990,062$

SALE OF GOODS 1,094$ 3,150$ 3,150$ 950$MISCELLANEOUS REVENUE 2,326$ 9,000$ 9,000$ 9,000$

DEPARTMENT TOTAL 1,780,547$ 2,712,625$ 2,712,625$ 2,054,543$



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Expenditure Summary by Organization

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

AdministrationDevelopment

Services

Field

Operations

Planning Planning and

Research

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

Development Services

26%

Planning

26%

Field Operations

38%

Administration

10%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED1102 Administration 512,974$ 289,938$ 289,938$ 218,257$1112 Development Services 826,196$ 666,563$ 666,563$ 641,768$1113 Field Operations 900,344$ 833,328$ 833,328$ 933,397$1121 Planning 386,868$ 766,063$ 766,063$ 654,735$

1131 Planning and Research 320,974$ -$ -$ -$TOTAL 2,947,356$ 2,555,893$ 2,555,893$ 2,448,157$



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Planning

&Inspection

s

Department Staffing

2008-09 2009-10 2010-11

Department Total 38 29 28

Full-Time Employees 38 29 28Part-Time (PT) Employees 0 0 0

Org 1102: Administration 5 1 1

Planning and Inspections Director 1 1 1Office Supervisor 1 0 0Office Coordinator 1 0 0Administrative Secretary 2 0 0

Org 1112: Development Services 11 11 10

Development Services Manager 1 1 1Development Coordinator 0 0 0Permit Specialist 5 5 4Chief Plans Examiner ** 0 1 1

Senior Plans Examiner 1 1 1Commerical Plans Examiner 2 1 1Plan Review Coordinator 2 2 2Administrative Secretary 0 0 0Research Analyst 0 0 0

Org 1113: Field Operations 11 10 11

Field Operations Manager 1 1 1Chief Electrical Inspector 1 1 1Chief Plumbing and Mechanical Inspector 1 1 1Senior Electrical Inspector 1 1 1Plumbing and Mechanical Inspector 2 0 0Senior Plumbing and Mechanical Inspector 1 1 1

Chief Building Inspector 0 1 1Senior Building Inspector 1 1 1Building Inspector* 2 3 3Electrical Inspector 1 0 1

Org 1121: Planning 6 7 6

Planning Manager 1 1 1Development Coordinator 1 1 0Chief Planner 0 1 1Senior Planner 2 2 2Planner 2 2 2

Org 1131: Planning and Research 3 0 0

Planning and Research Manager 1 0 0Senior Planner 1 0 0

Planner 0 0 0

Research Analyst 1 0 0

Staffing Notes:

FY 2010-11 Personnel Changes:

*One Building Inspector position funded by MDU.Positions ** currently frozen. One Building Inspector position is frozenDevelopment Coordinator position eliminated.One Permit Specialist position moved to Customer Service.

Funded Positions



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Organization Chart



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Associated Departments----------------------------------------------

Code Enforcement

Housing and Human Services

A key component to sustaining Irving as a vigorous and healthy community

is fostering and maintaining strong, vibrant neighborhoods. Safe areas to live

with well-ordered housing, ample amenities, and neighborhood pride en-

hance the quality of life for residents. Efforts to strengthen code compliance,

empower neighborhood associations, and invigorate established neighbor-

hoods will help provide Irving residents with better places to live. The fol-

lowing strategies are associated with Strategic Goal 2. Specific activities

that are used to complete each strategy can be found on the following pages.

Strategies that are in bold are key focus areas for FY 2010-11.

2.1 Develop and implement effective code enforcement strategiesto reduce disorder and enhance visual appearance of the city

2.2 Expand the neighborhood enhancement program (NEP)

2.3 Enhance affordable housing and housing related initiatives

Strategic Goal 2

Nurture and Promote Vital,Vibrant Neighborhoods



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Department at a

Glance:

FY 2010-11 Budget

$2,475,560

Full Time Employees

34

Code Enforcement

Guy Henry,Director

Our Vision

We will be recognized as a top

agency in our field by transforming

Irving into a leading city for everyone

Our Mission

Enhance the quality of life for all

people in Irving

Our Values

Provide superior service through in-

tegrity and commitment

In addition to the Administrative Team, the Code En-

forcement Department is comprised of four divisions:

Property CodeThe Property Code Team works towards the abatement

of code violations on commercial, residential and vacantproperties throughout the city.

HealthThe Health Team conducts inspections at food establishments, childcare facili-

ties, nursing homes and swimming pools.

Building StandardsThe Building Standards Team works substandard and dangerous structures

throughout the city. Property owners failing to voluntarily bring structures into

compliance are brought before the Building and Standards Commission for fur-

ther action.

MultifamilyThe Multifamily Team is primarily focused on inspections at apartments, 4-plexes, hotels and manufactured housing. Properties with substantial substan-

dard or dangerous conditions will be subjected to comprehensive team inspec-

tions.



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CodeEnforc

ement

FY 2009-10 Results New Newsrack Ordinance adopted 8,002 Property Code cases closed 10,144 Temporary signs removed 17 Pole signs removed

30 Demolitions

Prioritized project neighborhoods enforcement 26 Level 4 properties improved risk rating

42 total properties improved risk rating

163 properties cleaned by the Community Service Worker program

Vacant Building program registration initiated

Newsrack and donation boxes enforcement

Elevated corridors focus

New Sunday enforcement schedule implemented

Weekend monitoring of complaint line

Participated in 5th

annual Community Fest

Annual BPI Conference participation moderator and speakers

Participated in Great Days of Service program with other volunteers and churches.

Partner with Police on Convenience Store Crime Prevention program enforcement

Partner with Parks on Shopping Cart Ordinance enforcement

Partner with KIB to assist Code with cleanup projects

Code Cadet neighborhood volunteer program in development stage

2 new ordinances in development stage for this year (food ordinance, weed ordinance)



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CodeEn

forcement

Key Performance Indicators

20

Documents

Proposed Operating Budget for city of Irving