HomeMy WebLinkAboutOrd. 1643 2024-09-23 ORDINANCE NO.1643
An appropriation Ordinance adopting a budget for the fiscal year
beginning October 1, 2024, and ending September 30, 2025; pay
plans for fiscal year 2024; and, pursuant to Local Government Code,
Section 102.007, providing for a separate ratification of the property
tax revenue increase reflected in the budget.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS:
Section 1. That the City Manager's proposed 2024-2025 Budget, attached hereto as
Exhibit “A”, be adopted in compliance with provisions of Article 8 of the Home Rule Charter of
the City of Pearland, Texas which sets forth certain specific requirements as to the City of
Pearland,
Section 2. That City Council hereby appropriates certain sums, more specifically
identified on Exhibit “A” attached hereto, for the proposed fiscal year 2024-2025 Budget.
Section 3. That the City Council hereby confers upon the City Manager general
authority to contract for expenditures, within appropriated fund amounts, for all budgeted items
the cost of which do not exceed the constitutional and statutory requirements for competitive
bidding.
Section 4. That the City Council deems the Pay Plans and Organizational Plan,
attached hereto as Exhibit “B”, contained in the 2024-2025 Budget to be in the best interest of
the City and is hereby adopted.
Section 5. That this ordinance shall become effective from and after its passage on
second and final reading.
PASSED and APPROVED ON FIRST READING this the 9th day of September, A. D.,
2024.
________________________________
J. KEVIN COLE
MAYOR
Docusign Envelope ID: 6B7E53B4-FD99-4A6F-8F46-816D419FA12A
ORDINANCE NO.1643
2
ATTEST:
___________________________
FRANCES AGUILAR, TRMC, MMC
CITY SECRETARY
PASSED and APPROVED ON SECOND and FINAL READING this the 23rd day of
September, A. D., 2024
________________________________
J.KEVIN COLE
MAYOR
ATTEST:
____________________________
FRANCES AGUILAR, TRMC, MMC
CITY SECRETARY
APPROVED AS TO FORM:
___________________________
DARRIN M. COKER
CITY ATTORNEY
Docusign Envelope ID: 6B7E53B4-FD99-4A6F-8F46-816D419FA12A
Adopted Budget Adopted Budget
OPERATIONS
100 General 124,411,285 123,066,372
200 Debt Service-General 57,936,863 59,909,947
900 PEDC 16,599,677 42,677,697
Special Revenue Funds
305 Hotel/Motel 2,198,122 2,239,160
310 Municipal Court Security 38,700 32,326
315 Citywide Donation 59,321 71,500
320 Court Technology 45,455 41,770
325 Street Assessment 5 -
330 Parks Donations 212,178 250,000
331 Tree Trust 72,519 434,750
332 Parks Financial Assistance Donations 5,125 5,000
335 Police State Seizure 11,134 31,200
336 Federal Police 6,824 75,200
337 Community Safety Fund 8,000 -
340 Park & Recreation Development 446,115 900,000
345 Sidewalk 8,472 -
346 Drainage Maintenance Fund 1,646,693 2,224,449
350 Grant Fund 378,190 195,546
351 CDBG Grant Fund 456,770 456,770
352 CDBG - Disaster Recovery Fund - -
354 Hazard Mitigation Fund - -
355 Coronavirus Relief Fund - -
356 ARPA Fund - -
360 Traffic Impact Improvement 17,480 214,920
365 Truancy Prevention and Diversion 38,000 21,267
366 Municipal Jury Fund 1,266 1,000
370 Municipal Channel 259,244 101,000
380 Regional Detention 10,739 -
510 Lower Kirby - -
514 Infrastructure Reinvestment Fund 1,365,369 1,834,818
Internal Service Fund
700 Risk Management Fund 4,844,632 5,037,982
702 Medical Self Insurance 11,154,643 11,342,396
703 Motor Pool 7,658,337 13,017,011
704 Facilities Fund 3,346,146 3,442,921
705 Information Technology 10,868,512 11,013,943
706 Capital Fund 2,644,964 435,000
Proprietary Funds
600 Water and Sewer 78,230,151 79,866,624
601 Water and Sewer Debt Fund 38,829,133 38,339,946
610 Solid Waste 8,709,732 8,593,462
SUB TOTAL - OPERATIONS 372,519,796 405,873,977
CAPITAL IMPROVEMENT PROGRAM
Water/Sewer Capital Projects Funds
550 Utility Impact Fee 456,554 3,611,843
551 Water Impact Fee 1,996,713 2,500,000
552 Sewer Impact Fee 2,272,977 3,200,000
565 1999 W & S Revenue Bonds 251,272 126,168
566 W & S Revenue Bonds 2020 114,282 126,168
567 TWDB Revenue Bond Series 2020 513,628 -
568 W & S Revenue Bonds 2021 210,019 137,077
569 W & S Revenue Bonds 2022 1,273,111 337,621
570 Water/Sewer Pay As You Go 200,411 1,072,752
571 TWDB Bonds 2021 560,930 -
572 TWDB Bonds 2022 - -
573 TWDB Bonds 2023 - -
574 W&S CO 2023 2,319,441 326,712
575 MUD 4 Capital Program 1,362 -
576 WS CO 2024 - (158,595,995)
577 WS CO 2025 170,245,680 224,550,550
Capital Projects Funds
500 Capital Projects 949,923 1,252,843
501 Capital Projects-CO 2001 1,178,734 957,843
503 Capital Projects-CO 2006 459 -
506 Capital Projects-GO 2009 1,378,515 663,743
507 Capital Projects-GO 2020 - 111,843
508 Capital Projects-CO 2020 66,301 -
509 Capital Projects-GO 2021 80,320 -
511 PEDC Projects - 435,000
512 Capital Projects-CO 2021 - -
513 Capital Projects-GO 2022 581,289 111,843
515 Capital Projects-CO 2020 (TIRZ) 82,811 -
516 Capital Projects-CO 2021 (TIRZ) 173,696 -
517 Capital Projects-CO 2022 330,487 531,664
518 Capital Projects-CO 2022 (TIRZ) 356,540 -
519 Capital Projects-GO 2023 189,714 226,400
520 Capital Projects-CO 2023 364,489 232,170
521 Drainage Fund - -
522 Capital Projects-GO 2024 - 235,035
523 Capital Projects-CO 2024 - 235,035
524 Capital Projects-CO 2023 (TIRZ) 481,832 -
525 Capital Projects-CO 2024 (TIRZ) - -
526 Capital Projects- GO 2025 56,250,366 56,485,401
527 Capital Projects- CO 2025 23,666,798 23,901,833
SUB TOTAL - CIP 266,548,654 162,773,549
GRAND TOTAL: 639,068,450 568,647,526
Fund Description
Revenues Expenses
EXHIBIT A
City of Pearland
Fiscal Year 2024-2025 Budget
FY 2025 Civil Service Pay Plan
(Sworn)
Effective: October 1, 2024
Class Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11
Police Officer PO $72,000.00 $74,160.00 $76,384.80 $78,676.34 $81,036.63 $83,467.73 $85,971.77 $88,550.92 $91,207.45 $93,943.67 $96,761.98
148*$34.62 $35.65 $36.72 $37.83 $38.96 $40.13 $41.33 $42.57 $43.85 $45.17 $46.52
Sergeant SG $100,632.46 $103,651.43 $106,760.98 $109,963.80 $113,262.72 $116,660.60
24*$48.38 $49.83 $51.33 $52.87 $54.45 $56.09
Lieutenant LT $121,327.02 $124,966.83 $128,715.84 $132,577.32
6*$58.33 $60.08 $61.88 $63.74
Captain CP $136,554.63 $140,651.27 $144,870.81
4*$65.65 $67.62 $69.65
TCOLE BASIC CERTIFICATE $ .00/hr.
TCOLE INTERMEDIATE CERTIFICATE$ .58/hr.
TCOLE ADVANCED CERTIFICATE $ .87/hr.
TCOLE MASTER PEACE CERTIFICAT $ 1.16/hr.
ASSOCIATE DEGREE $ .58/hr.
BACHELORS DEGREE $ .87/hr.
MASTERS DEGREE $1.15/hr.
Additional Police Officer Compensation
Longevity Pay - LGC 141.032 Shift Differential Pay - LGC 143.047
In accordance with Local Government Code (LGC) 141.032, $4 a month for each year of
service in the department, up to 25 years paid annually. The city further provides all
employees (including police officers) with longevity pay, $4 a month for each year of
service to the City beyond 25 years.
When Classified employee is eligible, shift differential pay is $86.00 bi-weekly.
Physical Fitness Pay - LGC 143.044
Certification Pay - LGC 143.044 Those officers who have completed their probationary year and meet the requirements of Policy
203 of the Pearland Police Department are eligible for an incentive up to $400 each fiscal year.
Detective Assignment Pay - LGC 143.042
Those Police Officers and Sergeants who are assigned as Detectives to Professional Standards
or the Criminal Investigations Division will receive $100.00 bi-weekly assignment pay for the
duration of the assignment. Assignments are at the discretion of the Chief of Police.
Education Incentive Pay - LGC 143.044
All college degrees must be issued by an approved institution of higher education which
is duly accredited by one of the regional accreditation agencies, no mail order degree
will be approved. Field Training Officer Assignment Pay - LGC 143.043
Those Police Officers who are assigned as field training officers will receive pay in an amount
equal to 1/2 hour of overtime for every 4 hours of field training provided.
A one step progression occurs on the officer's anniversary date , not at the beginning of the fiscal year.
Bilingual Assignment Pay - LGC 143.042
Any sworn employee who meets the requirements set forth by the City are eligible for $75.00
bilingual pay monthly.Overtime
All overtime for any classification shall be paid in accordance with applicable State and
Federal Law, classified employees may accumulate up to 120 hours of Compensatory
Time.
Sick Buy Back
Officers with a minimum of 5 years of service and 480 hours of sick leave in their accrual bank as
of 10/1/2024 will be eligible to sell up to 60 hours of additional sick leave, over the 480 hours,
back to the City for FY25.
Exhibit B
FY 2025 Fire Operations
Pay Plan
Effective : October 1, 2024
Classification Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9
Fire Paramedic FP 55,000.00$ 56,650.00$ 58,349.50$ 60,099.99$ 61,902.98$ 63,760.07$ 65,672.88$ 67,643.06$ 69,672.35$
*2080 hours 26.44$ 27.24$ 28.05$ 28.89$ 29.76$ 30.65$ 31.57$ 32.52$ 33.50$
*2756 hours 19.96$ 20.56$ 21.17$ 21.81$ 22.46$ 23.14$ 23.83$ 24.54$ 25.28$
Fire Fighters (F1)68,300.00$ 70,349.00$ 72,459.47$ 74,633.25$ 76,872.25$ 79,178.42$ 81,553.77$ 84,000.39$ 86,520.40$
*2080 hours 32.84$ 33.82$ 34.84$ 35.88$ 36.96$ 38.07$ 39.21$ 40.38$ 41.60$
*2756 hours 24.78$ 25.53$ 26.29$ 27.08$ 27.89$ 28.73$ 29.59$ 30.48$ 31.39$
Driver Operator F2 75,130.00$ 77,383.90$ 79,705.42$ 82,096.58$ 84,559.48$ 87,096.26$ 89,709.15$ 92,400.42$ 95,172.44$
Fire Inspector / Investigator *2080 hours 36.12$ 37.20$ 38.32$ 39.47$ 40.65$ 41.87$ 43.13$ 44.42$ 45.76$
*2756 hours 27.26$ 28.08$ 28.92$ 29.79$ 30.68$ 31.60$ 32.55$ 33.53$ 34.53$
Fire Lieutenant F3 98,979.33$ 101,948.71$ 105,007.18$ 108,157.39$
*2080 hours 47.59$ 49.01$ 50.48$ 52.00$
*2756 hours 35.91$ 36.99$ 38.10$ 39.24$
Fire Captain F4 112,483.69$ 115,858.20$ 119,333.94$
Senior Training Officers *2080 hours 54.08$ 55.70$ 57.37$
Assistant Fire Marshal *2756 hours 40.81$ 42.04$ 43.30$
Battalion Chief F5 124,107.30$ 127,830.52$ 131,665.43$
Battalion Chief - Logistics *2080 hours 59.67$ 61.46$ 63.30$
Division Chief EMS *2756 hours 45.03$ 46.38$ 47.77$
Division Chief Training Health
Fire Marshal
Certification Pay
TCPF Intermediate $23.08/ bi-weekly Bilingual Assignment Pay
TCFP Advanced $46.15 / bi-weekly
TCFP Master $69.23/ bi-weekly
EMT- Advanced (Fire Ops)$70/ bi-weekly Sick Buy Back
EMT-Paramedic (Fire Ops)$207.76/ bi-weekly
Inspector / Invgtr - Master (FMO)Step Progression
Inspector / Invgtr - Advanced (FMO)
Inspector / Invgtr - Intermediate
(FMO)
Inspector / Invgtr Basic (FMO)Hiring
Education Pay (Fire Operations / FMO)
Associate Degree $46.15 /bi-weekly
Bachelors Degree $69.23/bi-weekly
Masters Degree $92.31/ biweekly
Overtime
Ride Up Pay & Field Training Officer
$115/bi-weekly
**Refer to Operating Staffing Standards -Training bulletin 22-17 for Riding Down
Any employee who meets the requirements set forth by the City are eligible for $75.00 bilingual pay
monthly.
CP promoted to BC will start at step one of F5.
$34.62/bi-weekly
$23.08 / bi-weekly
$11.54/ bi-weekly
Step progression occurs at the beginning of fiscal year for employees in good standing (No PIP, No DML
or Level II Warnings)
DO riding up as LT will start at step one of F3
LT riding up as CP will start at step one of F4.
CP riding up as BC will start at step one of F5.
FF promoted to DO will transition to the equavilent step. (i.e.FF step 2 promotes to DO step 2)
Promotion
All overtime for any classification shall be paid in accordance with applicable State and Federal Law,
classified employees may accumulate up to 120 hours of Compensatory Time.
Additional Fire Operations Compensation
Inspector / Invgtr (Fire Ops)
Assignment Pay
Sworn Members with a minimum of 5 years of service and 576 hours of sick leave in their accrual bank
as of 10/1/2024 will be eligible to sell up to 84 hours of additional sick leave, over the 636 hours, back to
the City for FY25.
Certified Fire Fighters / EMTs with experience can be hired up to step 3 (refer to hiring matrix)
$46.15 / bi-weekly
FF riding up as DO/ FTO will transition to the equivalent step. (i.e.FF step 2 rides up as DO step 2)
DO promoted to LT will start at step one of F3.
LTs promoted to CP will start at step one of F4.
Fire Inspector/ Inspector with experience can be hired up to step 3 (refer to hiring matrix)
Longevity Pay
The city provides $4 a month for each year of service. K-9 (Fire Marshal Office)
$25/ bi-weekly
Page 1 of 1
FY 2025 COP Pay Plan
All Positions
(excluding Civil Service)
Effective : October 1, 2024
Recommended Title Grade Minimum Midpoint Maximum
Planner I E 004 $58,973.21 $75,190.84 $91,408.48
Executive Assistant, Senior E 004 $58,973.21 $75,190.84 $91,408.48
EHS Compliance Coordinator E 004 $58,973.21 $75,190.84 $91,408.48
GIS Analyst E 004 $58,973.21 $75,190.84 $91,408.48
HR Generalist E 004 $58,973.21 $75,190.84 $91,408.48
HSE Compliance Coordinator E 004 $58,973.21 $75,190.84 $91,408.48
Risk & Safety Coordinator E 004 $58,973.21 $75,190.84 $91,408.48
Sales Manager E 004 $58,973.21 $75,190.84 $91,408.48
Benefits & Wellness Coordinator E 004 $58,973.21 $75,190.84 $91,408.48
Budget Analyst E 004 $58,973.21 $75,190.84 $91,408.48
Business Administrator E 004 $58,973.21 $75,190.84 $91,408.48
Natural Resources Manager E 004 $58,973.21 $75,190.84 $91,408.48
Purchasing Business Partner E 004 $58,973.21 $75,190.84 $91,408.48
Senior Accountant E 004 $58,973.21 $75,190.84 $91,408.48
Senior Center Coordinator E 004 $58,973.21 $75,190.84 $91,408.48
Special Events Coordinator E 004 $58,973.21 $75,190.84 $91,408.48
Planner II E 005 $61,921.88 $78,950.39 $95,978.90
Deputy Emergency Management Coordinator E 005 $61,921.88 $78,950.39 $95,978.90
GIS Specialist E 005 $61,921.88 $78,950.39 $95,978.90
HR Business Partner E 005 $61,921.88 $78,950.39 $95,978.90
Planner, Senior E 006 $65,017.97 $82,897.90 $100,777.85
Records Manager E 005 $61,921.88 $78,950.39 $95,978.90
Water B&C Assistant Manager E 005 $61,921.88 $78,950.39 $95,978.90
Chief Construction Inspector E 006 $65,017.97 $82,897.90 $100,777.85
Instrumentation and Controls Coordinator E 006 $65,017.97 $82,897.90 $100,777.85
Maintenance Coordinator E 006 $65,017.97 $82,897.90 $100,777.85
Operations Coordinator E 006 $65,017.97 $82,897.90 $100,777.85
Resource Development Coordinator E 006 $65,017.97 $82,897.90 $100,777.85
Aquatics Manager E 007 $68,268.86 $87,042.80 $105,816.75
Asset Manager E 007 $68,268.86 $87,042.80 $105,816.75
Associate Engineer E 007 $68,268.86 $87,042.80 $105,816.75
Communications Manager E 007 $68,268.86 $87,042.80 $105,816.75
Grants Manager E 007 $68,268.86 $87,042.80 $105,816.75
Jail Division Manager E 007 $68,268.86 $87,042.80 $105,816.75
Manager, Acquisition E 007 $68,268.86 $87,042.80 $105,816.75
Manager, Operations E 007 $68,268.86 $87,042.80 $105,816.75
Recreation Athletics Manager E 007 $68,268.86 $87,042.80 $105,816.75
Senior HR Business Partner E 007 $68,268.86 $87,042.80 $105,816.75
Training & Development Coordinator E 007 $68,268.86 $87,042.80 $105,816.75
Code Administrator E 007 $68,268.86 $87,042.80 $105,816.75
Development Services Manager E 007 $68,268.86 $87,042.80 $105,816.75
Construction Manager E 008 $71,682.31 $91,394.95 $111,107.58
Deputy City Secretary E 008 $71,682.31 $91,394.95 $111,107.58
Grant/Special Projects Administrator E 008 $71,682.31 $91,394.95 $111,107.58
Management Assistant E 008 $71,682.31 $91,394.95 $111,107.58
Municipal Court Manager E 008 $71,682.31 $91,394.95 $111,107.58
Payroll Manager E 008 $71,682.31 $91,394.95 $111,107.58
Project Manager E 008 $71,682.31 $91,394.95 $111,107.58
Senior Capital Analyst E 008 $71,682.31 $91,394.95 $111,107.58
Superintendent, Parks & Nat Reso E 008 $71,682.31 $91,394.95 $111,107.58
Superintendent, Public Works E 008 $71,682.31 $91,394.95 $111,107.58
Treasury Manager E 008 $71,682.31 $91,394.95 $111,107.58
Accounting Manager E 009 $77,524.41 $95,964.69 $116,662.96
Cyber Risk & Intelligence Spc.E 009 $75,266.42 $95,964.69 $116,662.96
Database Administrator E 009 $75,266.42 $95,964.69 $116,662.96
IT Infrastructure Architect E 009 $75,266.42 $95,964.69 $116,662.96
Manager Animal Services E 009 $75,266.42 $95,964.69 $116,662.96
Manager, Surface Water Plant E 009 $75,266.42 $95,964.69 $116,662.96
Manager, Water Billing & Collect E 009 $75,266.42 $95,964.69 $116,662.96
Marketing Director E 009 $75,266.42 $95,964.69 $116,662.96
Municipal Court Prosecutor E 009 $75,266.42 $95,964.69 $116,662.96
Facilities Service Manager E 010 $79,029.75 $100,762.92 $122,496.11
Finance and Compliance Administrator E 010 $79,029.75 $100,762.92 $122,496.11
Parks & Recreation Administrator E 010 $79,029.75 $100,762.92 $122,496.11
Planning Manager E 010 $79,029.75 $100,762.92 $122,496.11
Special Events & Development Manager E 010 $79,029.75 $100,762.92 $122,496.11
Assistant Director, Communications E 011 $82,981.23 $105,801.06 $128,620.91
Emergency Management Coordinator E 011 $82,981.23 $105,801.06 $128,620.91
Financial Analyst E 011 $82,981.23 $105,801.06 $128,620.91
Senior Construction Manager E 011 $82,981.23 $105,801.06 $128,620.91
Senior Development Manager E 011 $82,981.23 $105,801.06 $128,620.91
Senior Project Manager E 011 $82,981.23 $105,801.06 $128,620.91
Assistant City Engineer E 012 $87,130.29 $111,091.12 $135,051.95
IT Manager E 012 $87,130.29 $111,091.12 $135,051.95
Manager, GIS E 012 $87,130.29 $111,091.12 $135,051.95
Organizational Development Manager E 012 $87,130.29 $111,091.12 $135,051.95
Risk Manager E 012 $87,130.29 $111,091.12 $135,051.95
Assistant City Attorney E 013 $91,486.80 $116,645.68 $141,804.55
Assistant Director, HR E 013 $91,486.80 $116,645.68 $141,804.55
Chief of Staff E 013 $91,486.80 $116,645.68 $141,804.55
Controller E 013 $91,486.80 $116,645.68 $141,804.55
Page 1 of 4
FY 2025 COP Pay Plan
All Positions
(excluding Civil Service)
Effective : October 1, 2024
Recommended Title Grade Minimum Midpoint Maximum
Purchasing Officer E 013 $91,486.80 $116,645.68 $141,804.55
Vice President- EDC E 013 $91,486.80 $116,645.68 $141,804.55
Assistant Director, P & R E 014 $96,061.15 $122,477.97 $148,894.78
Assistant Director, Public Works E 014 $96,061.15 $122,477.97 $148,894.78
Head of OMB (Office Management & Budget)E 015 $100,864.21 $128,601.87 $156,339.52
Assistant Director, Cap Projects E 015 $100,864.21 $128,601.87 $156,339.52
Assistant Director, Engineering E 015 $100,864.21 $128,601.87 $156,339.52
Deputy Director, Community Development E 015 $91,486.80 $116,645.68 $141,804.55
Deputy City Attorney E 017 $111,202.79 $141,783.56 $172,364.32
Deputy Finance Director E 017 $111,202.79 $141,783.56 $172,364.32
Assistant Fire Chief E 018 $116,762.93 $148,872.74 $180,982.54
Assistant Police Chief E 019 $122,601.00 $156,316.11 $190,031.13
Firefighter F1 $68,300.00 $77,410.00 $86,520.00
Firefighter-PT F1 $68,300.00 $77,410.00 $86,520.00
Firefighter-Safer F1 $68,300.00 $77,410.00 $86,520.00
Driver/Operator F2 $75,130.00 $85,151.22 $95,172.44
Fire Field Training Officer F2 $75,130.00 $85,151.22 $95,172.44
Fire Inspector/Investigator F2 $75,130.00 $85,151.22 $95,172.44
Assistant Fire Marshal F4 $112,483.69 $115,908.82 $119,333.94
Fire Lieutenant F3 $98,979.33 $103,568.36 $108,157.39
Sr. Training Officer F4 (2080)$112,483.69 $115,908.82 $119,333.94
Division Chief - EMS F5 (2080)$124,107.30 $127,886.37 $131,665.43
Division Chief - Training F5 (2080)$124,107.30 $127,886.37 $131,665.43
Fire Marshal F5 (2080)$124,107.30 $127,886.37 $131,665.43
Battalion Chief - Fire F5(2756)$124,107.30 $127,886.37 $131,665.43
PT - Paramedic FP $55,000.00 $62,336.18 $69,672.35
Custodial Crew Leader NE10 $36,267.69 $42,539.62 $48,811.55
Customer Service Rep II NE10 $36,267.69 $42,539.62 $48,811.55
Delinquency & Collections Specialist I NE10 $36,267.69 $42,539.62 $48,811.55
Permit Tech II NE10 $36,267.69 $42,539.62 $48,811.55
Police Records Clerk NE10 $36,267.69 $42,539.62 $48,811.55
PT-Records Clerk NE10 $36,267.69 $42,539.62 $48,811.55
Billing Specialist I NE11 $38,081.07 $44,666.59 $51,252.11
Deputy Court Clerk Senior NE11 $38,081.07 $44,666.59 $51,252.11
Office Assistant, Senior NE11 $38,081.07 $44,666.59 $51,252.11
PT-Office Assistant, Senior NE11 $38,081.07 $44,666.59 $51,252.11
Utility Billing Specialist NE11 $38,081.07 $44,666.59 $51,252.11
Utility Field Service Tech NE11 $38,081.07 $44,666.59 $51,252.11
Utility Maintenance Worker NE11 $38,081.07 $44,666.59 $51,252.11
Accounts Payable Clerk NE12 $39,985.14 $46,899.92 $53,814.72
Administrative Assistant NE12 $39,985.14 $46,899.92 $53,814.72
Administrative Assistant-PT NE12 $39,985.14 $46,899.92 $53,814.72
Custodian Of Records NE12 $39,985.14 $46,899.92 $53,814.72
Delinquency & Collections Specialist II NE12 $39,985.14 $46,899.92 $53,814.72
Pm Mechanic NE12 $39,985.14 $46,899.92 $53,814.72
PT Accounts Payable Clerk NE12 $39,985.14 $46,899.92 $53,814.72
ROW Equipment Operator NE12 $39,985.14 $46,899.92 $53,814.72
Court Security Officer NE13 $41,984.39 $49,244.92 $56,505.45
Heavy Equipment Operator NE13 $41,984.39 $49,244.92 $56,505.45
Jailer NE13 $41,984.39 $49,244.92 $56,505.45
TCO-Basic-PT NE13 $41,984.39 $49,244.92 $56,505.45
Animal Control Officer NE14 $44,083.61 $51,707.16 $59,330.72
Backflow Inspector NE14 $44,083.61 $51,707.16 $59,330.72
Building Maintenance Tech NE14 $44,083.61 $51,707.16 $59,330.72
CCTV Technician NE14 $44,083.61 $51,707.16 $59,330.72
Code Enf/Health Officer NE14 $44,083.61 $51,707.16 $59,330.72
CRR Specialist NE14 $44,083.60 $51,707.15 $59,330.72
CRR Specialist NE14 $44,083.61 $51,707.16 $59,330.72
Development Technician NE14 $44,083.61 $51,707.16 $59,330.72
Executive Assistant NE14 $44,083.61 $51,707.16 $59,330.72
Juvenile Case Manager NE14 $44,083.61 $51,707.16 $59,330.72
Laboratory Tech NE14 $44,083.61 $51,707.16 $59,330.72
Mechanic NE14 $44,083.61 $51,707.16 $59,330.72
Park Maintenance Crew Leader NE14 $44,083.61 $51,707.16 $59,330.72
Park Naturalist NE14 $44,083.61 $51,707.16 $59,330.72
Pre-Treatment Technician NE14 $44,083.61 $51,707.16 $59,330.72
Records Analyst NE14 $44,083.61 $51,707.16 $59,330.72
Recreation Specialist NE14 $44,083.61 $51,707.16 $59,330.72
Stormwater Inspector NE14 $44,083.61 $51,707.16 $59,330.72
Treatment Plant Operator I NE14 $44,083.61 $51,707.16 $59,330.72
Utilities Mechanic NE14 $44,083.61 $51,707.16 $59,330.72
Utility Maint. Technician NE14 $44,083.61 $51,707.16 $59,330.72
Youth Development Coordinator NE14 $44,083.61 $51,707.16 $59,330.72
Fire-Fire Cadet NE15 $45,725.39 $54,292.53 $62,297.26
IT Support Specialist NE15 $45,725.39 $54,292.53 $62,297.26
PT-Quartermaster NE15 $45,725.39 $54,292.53 $62,297.26
Quartermaster NE15 $45,725.39 $54,292.53 $62,297.26
Records Clerk, Lead NE15 $45,725.39 $54,292.53 $62,297.26
Row Inspector NE15 $45,725.39 $54,292.53 $62,297.26
Social Media Coordinator NE15 $45,725.39 $54,292.53 $62,297.26
Telecommunications Operator NE15 $45,725.39 $54,292.53 $62,297.26
Page 2 of 4
FY 2025 COP Pay Plan
All Positions
(excluding Civil Service)
Effective : October 1, 2024
Recommended Title Grade Minimum Midpoint Maximum
Traffic Signal Technician NE15 $45,725.39 $54,292.53 $62,297.26
Adaptive Recreation Specialist NE16 $48,602.18 $57,007.15 $65,412.13
Animal Control Outreach Coordinator NE16 $48,602.18 $57,007.15 $65,412.13
Athletics Coordinator NE16 $48,602.18 $57,007.15 $65,412.13
Communications Specialist NE16 $48,602.18 $57,007.15 $65,412.13
Crew Leader NE16 $48,602.18 $57,007.15 $65,412.13
Development Liason NE16 $48,602.18 $57,007.15 $65,412.13
GIS Technician NE16 $48,602.18 $57,007.15 $65,412.13
Housing Rehabilitation Coordinator NE16 $48,602.18 $57,007.15 $65,412.13
Lead Jailer NE16 $48,602.18 $57,007.15 $65,412.13
Maintenance Crew Leader NE16 $48,602.18 $57,007.15 $65,412.13
OEM Outreach Coordinator NE16 $48,602.18 $57,007.15 $65,412.13
Planning Technician NE16 $48,602.18 $57,007.15 $65,412.13
Treatment Plant Operator II NE16 $48,602.18 $57,007.15 $65,412.13
Utility Field Serv Tech Lead NE16 $48,602.18 $57,007.15 $65,412.13
Utility Maint.Technician Sr.NE16 $48,602.18 $57,007.15 $65,412.13
Aquatics Technician NE17 $51,032.28 $59,857.51 $68,682.74
Construction Inspector NE17 $51,032.28 $59,857.51 $68,682.74
Customer Service Supervisor NE17 $51,032.28 $59,857.51 $68,682.74
Engineering Technician NE17 $51,032.28 $59,857.51 $68,682.74
Engineering Technician NE17 $51,032.28 $59,857.51 $68,682.74
Facility Supervisor NE17 $51,032.28 $59,857.51 $68,682.74
Payroll Coordinator NE17 $51,032.28 $59,857.51 $68,682.74
Plans Examiner NE17 $51,032.28 $59,857.51 $68,682.74
TCO-Team Leader NE17 $51,032.28 $59,857.51 $68,682.74
Utilities Electrician NE17 $51,032.28 $59,857.51 $68,682.74
Accounts Payable Supervisor NE18 $53,583.90 $62,850.38 $72,116.87
Backflow Compliance Program Coord NE18 $53,583.90 $62,850.38 $72,116.87
CIP Coordinator NE18 $53,583.90 $62,850.38 $72,116.87
Community Engagement Coordinator NE18 $53,583.90 $62,850.38 $72,116.87
Crime Victim Liaison NE18 $53,583.90 $62,850.38 $72,116.87
Development Analyst NE18 $53,583.90 $62,850.38 $72,116.87
Lead Operator NE18 $53,583.90 $62,850.38 $72,116.87
Pre-Treatment Coordinator NE18 $53,583.90 $62,850.38 $72,116.87
Project Coordinator NE18 $53,583.90 $62,850.38 $72,116.87
Sr Code Enforcement Officer NE18 $53,583.90 $62,850.38 $72,116.87
Staff Accountant NE18 $53,583.90 $62,850.38 $72,116.87
Treatment Plant Operator, Lead NE18 $53,583.90 $62,850.38 $72,116.87
Animal Services Supervisor NE19 $56,263.09 $65,992.90 $75,722.72
Assistant Manager-Permits & Insp NE19 $56,263.09 $65,992.90 $75,722.72
Billing Supervisor NE19 $56,263.09 $65,992.90 $75,722.72
Building Inspector NE19 $56,263.09 $65,992.90 $75,722.72
Meter Services Supervisor NE19 $56,263.09 $65,992.90 $75,722.72
Park Supervisor NE19 $56,263.09 $65,992.90 $75,722.72
PD -Police Cadet NE19 $56,263.09 $65,992.90 $75,722.72
Urban Forester NE19 $56,263.09 $65,992.90 $75,722.72
Videographer/Editor NE19 $56,263.09 $65,992.90 $75,722.72
Application Specialist NE20 $59,076.23 $69,292.54 $79,508.85
Building Inspector, Senior NE20 $59,076.23 $69,292.54 $79,508.85
Communications Supervisor NE20 $59,076.23 $69,292.54 $79,508.85
Crime Scene Investigator NE20 $59,076.23 $69,292.54 $79,508.85
CRR Outreach and Recruitment Supervisor NE20 $59,076.23 $69,292.54 $79,508.85
Stormwater Coordinator NE20 $59,076.23 $69,292.54 $79,508.85
Treatment Plant Supervisor NE20 $59,076.23 $69,292.54 $79,508.85
Maintenance Supervisor NE21 $62,030.06 $72,757.18 $83,484.29
Building Maintenance Supervisor NE22 $65,131.57 $76,395.03 $87,658.51
Crime Analyst NE22 $65,131.57 $76,395.03 $87,658.51
Data Analyst NE22 $65,131.57 $76,395.03 $87,658.51
PT Fire Inspector/Investigator NE22 $65,131.57 $76,395.03 $87,658.51
Shop Foreman NE22 $65,131.57 $76,395.03 $87,658.51
Supervisor, Health & Env Serv NE22 $65,131.57 $76,395.03 $87,658.51
Municipal Court Prosecutor-PT NE25 $75,397.93 $88,436.80 $101,475.68
PT-Recreation Attendant NE4 $27,063.51 $31,743.72 $36,423.92
Recreation Attendant NE4 $27,063.51 $31,743.72 $36,423.92
Summer Camp Counselor NE4 $27,063.51 $31,743.72 $36,423.92
Custodian NE5 $28,416.68 $33,330.90 $38,245.12
Custodian-PT NE5 $28,416.68 $33,330.90 $38,245.12
Lifeguard NE5 $28,416.68 $33,330.90 $38,245.12
PT-Lifeguard NE5 $28,416.68 $33,330.90 $38,245.12
Facility Attendant NE6 $29,837.51 $34,997.45 $40,157.37
PT-Facility Attendant NE6 $29,837.51 $34,997.45 $40,157.37
Water Safety Instructor NE6 $29,837.51 $34,997.45 $40,157.37
Head Lifeguard NE7 $31,329.33 $35,987.56 $42,165.26
PT-Head Lifeguard NE7 $31,329.33 $35,987.56 $42,165.26
Camp Coordinator NE8 $32,895.86 $38,584.69 $44,273.50
Nature Education Instructor NE8 $32,895.86 $38,584.69 $44,273.51
Office Assistant NE8 $32,895.86 $38,584.69 $44,273.51
PT-Office Assistant NE8 $32,895.86 $38,584.69 $44,273.51
Summer Camp Coordinator NE8 $32,895.86 $38,584.69 $44,273.51
Customer Service Representative NE9 $34,540.66 $40,513.92 $46,487.18
Deputy Court Clerk NE9 $34,540.66 $40,513.92 $46,487.18
Page 3 of 4
FY 2025 COP Pay Plan
All Positions
(excluding Civil Service)
Effective : October 1, 2024
Recommended Title Grade Minimum Midpoint Maximum
Park Maintenance Worker NE9 $34,540.66 $40,513.92 $46,487.18
Permit Tech NE9 $34,540.66 $40,513.92 $46,487.18
PT Customer Service Rep NE9 $34,540.66 $40,513.92 $46,487.18
PT Deputy Court Clerk NE9 $34,540.66 $40,513.92 $46,487.18
Sign Technician NE9 $34,540.66 $40,513.92 $46,487.18
Veterinarian NESP
Page 4 of 4
FY 2025 Non-Exempt
Step Pay Plan
Effective : October 1, 2024
Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16
NE1 $23,378.48 $23,846.05 $24,322.97 $24,809.43 $25,305.61 $25,811.73 $26,327.96 $26,854.52 $27,391.61 $27,939.44 $28,498.23 $29,068.20 $29,649.56 $30,242.55 $30,847.40 $31,464.35
$11.24 $11.46 $11.69 $11.93 $12.17 $12.41 $12.66 $12.91 $13.17 $13.43 $13.70 $13.98 $14.25 $14.54 $14.83 $15.13
NE2 $24,547.40 $25,038.35 $25,539.12 $26,049.90 $26,570.90 $27,102.32 $27,644.36 $28,197.25 $28,761.19 $29,336.42 $29,923.15 $30,521.61 $31,132.04 $31,754.68 $32,389.78 $33,037.57
$11.80 $12.04 $12.28 $12.52 $12.77 $13.03 $13.29 $13.56 $13.83 $14.10 $14.39 $14.67 $14.97 $15.27 $15.57 $15.88
NE3 $25,775.04 $26,290.54 $26,816.35 $27,352.68 $27,899.73 $28,457.73 $29,026.88 $29,607.42 $30,199.57 $30,803.56 $31,419.63 $32,048.02 $32,688.98 $33,342.76 $34,009.62 $34,689.81
$12.39 $12.64 $12.89 $13.15 $13.41 $13.68 $13.96 $14.23 $14.52 $14.81 $15.11 $15.41 $15.72 $16.03 $16.35 $16.68
NE4 $27,063.51 $27,604.78 $28,156.87 $28,720.01 $29,294.41 $29,880.30 $30,477.91 $31,087.46 $31,709.21 $32,343.40 $32,990.26 $33,650.07 $34,323.07 $35,009.53 $35,709.72 $36,423.92
$13.01 $13.27 $13.54 $13.81 $14.08 $14.37 $14.65 $14.95 $15.24 $15.55 $15.86 $16.18 $16.50 $16.83 $17.17 $17.51
NE5 $28,416.68 $28,985.01 $29,564.71 $30,156.01 $30,759.13 $31,374.31 $32,001.80 $32,641.83 $33,294.67 $33,960.56 $34,639.77 $35,332.57 $36,039.22 $36,760.01 $37,495.21 $38,245.11
$13.66 $13.94 $14.21 $14.50 $14.79 $15.08 $15.39 $15.69 $16.01 $16.33 $16.65 $16.99 $17.33 $17.67 $18.03 $18.39
NE6 $29,837.51 $30,434.26 $31,042.95 $31,663.81 $32,297.08 $32,943.03 $33,601.89 $34,273.92 $34,959.40 $35,658.59 $36,371.76 $37,099.20 $37,841.18 $38,598.01 $39,369.97 $40,157.37
$14.34 $14.63 $14.92 $15.22 $15.53 $15.84 $16.15 $16.48 $16.81 $17.14 $17.49 $17.84 $18.19 $18.56 $18.93 $19.31
NE7 $31,329.33 $31,955.92 $32,595.04 $33,246.94 $33,911.88 $34,590.12 $35,281.92 $35,987.56 $36,707.31 $37,441.46 $38,190.28 $38,954.09 $39,733.17 $40,527.84 $41,338.39 $42,165.16
$15.06 $15.36 $15.67 $15.98 $16.30 $16.63 $16.96 $17.30 $17.65 $18.00 $18.36 $18.73 $19.10 $19.48 $19.87 $20.27
NE8 $32,895.86 $33,553.78 $34,224.85 $34,909.35 $35,607.54 $36,319.69 $37,046.08 $37,787.01 $38,542.75 $39,313.60 $40,099.87 $40,901.87 $41,719.91 $42,554.31 $43,405.39 $44,273.50
$15.82 $16.13 $16.45 $16.78 $17.12 $17.46 $17.81 $18.17 $18.53 $18.90 $19.28 $19.66 $20.06 $20.46 $20.87 $21.29
NE9 $34,540.66 $35,231.47 $35,936.10 $36,654.82 $37,387.92 $38,135.68 $38,898.39 $39,676.36 $40,469.89 $41,279.28 $42,104.87 $42,946.97 $43,805.91 $44,682.02 $45,575.67 $46,487.18
$16.61 $16.94 $17.28 $17.62 $17.97 $18.33 $18.70 $19.08 $19.46 $19.85 $20.24 $20.65 $21.06 $21.48 $21.91 $22.35
NE10 $36,267.69 $36,993.04 $37,732.91 $38,487.56 $39,257.31 $40,042.46 $40,843.31 $41,660.18 $42,493.38 $43,343.25 $44,210.11 $45,094.31 $45,996.20 $46,916.12 $47,854.45 $48,811.54
$17.44 $17.79 $18.14 $18.50 $18.87 $19.25 $19.64 $20.03 $20.43 $20.84 $21.25 $21.68 $22.11 $22.56 $23.01 $23.47
NE11 $38,081.07 $38,842.69 $39,619.54 $40,411.93 $41,220.17 $42,044.58 $42,885.47 $43,743.18 $44,618.04 $45,510.40 $46,420.61 $47,349.02 $48,296.00 $49,261.92 $50,247.16 $51,252.10
$18.31 $18.67 $19.05 $19.43 $19.82 $20.21 $20.62 $21.03 $21.45 $21.88 $22.32 $22.76 $23.22 $23.68 $24.16 $24.64
NE12 $39,985.14 $40,784.84 $41,600.54 $42,432.55 $43,281.20 $44,146.82 $45,029.76 $45,930.35 $46,848.96 $47,785.94 $48,741.66 $49,716.49 $50,710.82 $51,725.04 $52,759.54 $53,814.73
$19.22 $19.61 $20.00 $20.40 $20.81 $21.22 $21.65 $22.08 $22.52 $22.97 $23.43 $23.90 $24.38 $24.87 $25.37 $25.87
NE13 $41,984.39 $42,824.07 $43,680.56 $44,554.17 $45,445.25 $46,354.15 $47,281.24 $48,226.86 $49,191.40 $50,175.23 $51,178.73 $52,202.31 $53,246.35 $54,311.28 $55,397.51 $56,505.46
$20.18 $20.59 $21.00 $21.42 $21.85 $22.29 $22.73 $23.19 $23.65 $24.12 $24.61 $25.10 $25.60 $26.11 $26.63 $27.17
NE14 $44,083.61 $44,965.28 $45,864.59 $46,781.88 $47,717.52 $48,671.87 $49,645.30 $50,638.21 $51,650.97 $52,683.99 $53,737.67 $54,812.43 $55,908.67 $57,026.85 $58,167.39 $59,330.73
$21.19 $21.62 $22.05 $22.49 $22.94 $23.40 $23.87 $24.35 $24.83 $25.33 $25.84 $26.35 $26.88 $27.42 $27.97 $28.52
NE15 $46,287.79 $47,213.54 $48,157.81 $49,120.97 $50,103.39 $51,105.46 $52,127.57 $53,170.12 $54,233.52 $55,318.19 $56,424.56 $57,553.05 $58,704.11 $59,878.19 $61,075.75 $62,297.27
$22.25 $22.70 $23.15 $23.62 $24.09 $24.57 $25.06 $25.56 $26.07 $26.60 $27.13 $27.67 $28.22 $28.79 $29.36 $29.95
NE16 $48,602.18 $49,574.22 $50,565.71 $51,577.02 $52,608.56 $53,660.73 $54,733.95 $55,828.62 $56,945.20 $58,084.10 $59,245.78 $60,430.70 $61,639.31 $62,872.10 $64,129.54 $65,412.13
$23.37 $23.83 $24.31 $24.80 $25.29 $25.80 $26.31 $26.84 $27.38 $27.93 $28.48 $29.05 $29.63 $30.23 $30.83 $31.45
NE17 $51,032.28 $52,052.92 $53,093.98 $54,155.86 $55,238.98 $56,343.76 $57,470.63 $58,620.05 $59,792.45 $60,988.30 $62,208.06 $63,452.22 $64,721.27 $66,015.69 $67,336.01 $68,682.73
$24.53 $25.03 $25.53 $26.04 $26.56 $27.09 $27.63 $28.18 $28.75 $29.32 $29.91 $30.51 $31.12 $31.74 $32.37 $33.02
NE18 $53,583.90 $54,655.57 $55,748.69 $56,863.66 $58,000.93 $59,160.95 $60,344.17 $61,551.05 $62,782.07 $64,037.72 $65,318.47 $66,624.84 $67,957.34 $69,316.48 $70,702.81 $72,116.87
$25.76 $26.28 $26.80 $27.34 $27.89 $28.44 $29.01 $29.59 $30.18 $30.79 $31.40 $32.03 $32.67 $33.33 $33.99 $34.67
NE19 $56,263.09 $57,388.35 $58,536.12 $59,706.84 $60,900.98 $62,119.00 $63,361.38 $64,628.61 $65,921.18 $67,239.60 $68,584.39 $69,956.08 $71,355.20 $72,782.31 $74,237.95 $75,722.71
$27.05 $27.59 $28.14 $28.71 $29.28 $29.86 $30.46 $31.07 $31.69 $32.33 $32.97 $33.63 $34.31 $34.99 $35.69 $36.41
NE20 $59,076.25 $60,257.77 $61,462.93 $62,692.19 $63,946.03 $65,224.95 $66,529.45 $67,860.04 $69,217.24 $70,601.58 $72,013.62 $73,453.89 $74,922.97 $76,421.43 $77,949.85 $79,508.85
$28.40 $28.97 $29.55 $30.14 $30.74 $31.36 $31.99 $32.63 $33.28 $33.94 $34.62 $35.31 $36.02 $36.74 $37.48 $38.23
NE21 $62,030.06 $63,270.66 $64,536.08 $65,826.80 $67,143.33 $68,486.20 $69,855.92 $71,253.04 $72,678.10 $74,131.66 $75,614.30 $77,126.58 $78,669.12 $80,242.50 $81,847.35 $83,484.29
$29.82 $30.42 $31.03 $31.65 $32.28 $32.93 $33.58 $34.26 $34.94 $35.64 $36.35 $37.08 $37.82 $38.58 $39.35 $40.14
NE22 $65,131.57 $66,434.20 $67,762.88 $69,118.14 $70,500.50 $71,910.51 $73,348.72 $74,815.70 $76,312.01 $77,838.25 $79,395.02 $80,982.92 $82,602.57 $84,254.63 $85,939.72 $87,658.51
$31.31 $31.94 $32.58 $33.23 $33.89 $34.57 $35.26 $35.97 $36.69 $37.42 $38.17 $38.93 $39.71 $40.51 $41.32 $42.14
NE23 $68,388.15 $69,755.91 $71,151.03 $72,574.05 $74,025.53 $75,506.04 $77,016.16 $78,556.49 $80,127.61 $81,730.17 $83,364.77 $85,032.07 $86,732.71 $88,467.36 $90,236.71 $92,041.44
$32.88 $33.54 $34.21 $34.89 $35.59 $36.30 $37.03 $37.77 $38.52 $39.29 $40.08 $40.88 $41.70 $42.53 $43.38 $44.25
NE24 $71,807.54 $73,243.69 $74,708.57 $76,202.74 $77,726.79 $79,281.33 $80,866.95 $82,484.29 $84,133.98 $85,816.66 $87,532.99 $89,283.65 $91,069.33 $92,890.71 $94,748.53 $96,643.50
$34.52 $35.21 $35.92 $36.64 $37.37 $38.12 $38.88 $39.66 $40.45 $41.26 $42.08 $42.92 $43.78 $44.66 $45.55 $46.46
NE25 $75,397.93 $76,905.88 $78,444.00 $80,012.88 $81,613.14 $83,245.40 $84,910.31 $86,608.52 $88,340.69 $90,107.50 $91,909.65 $93,747.84 $95,622.80 $97,535.26 $99,485.96 $101,475.68
$36.25 $36.97 $37.71 $38.47 $39.24 $40.02 $40.82 $41.64 $42.47 $43.32 $44.19 $45.07 $45.97 $46.89 $47.83 $48.79
Page 1 of 2
FY 2025 Non-Exempt
Step Pay Plan
Effective : October 1, 2024
Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 Step 14 Step 15 Step 16
NE26 $79,168.22 $80,751.58 $82,366.62 $84,013.95 $85,694.23 $87,408.11 $89,156.27 $90,939.40 $92,758.19 $94,613.35 $96,505.62 $98,435.73 $100,404.45 $102,412.53 $104,460.79 $106,550.00
$38.06 $38.82 $39.60 $40.39 $41.20 $42.02 $42.86 $43.72 $44.60 $45.49 $46.40 $47.32 $48.27 $49.24 $50.22 $51.23
NE27 $83,126.25 $84,788.78 $86,484.55 $88,214.24 $89,978.53 $91,778.10 $93,613.66 $95,485.94 $97,395.65 $99,343.57 $101,330.44 $103,357.05 $105,424.19 $107,532.67 $109,683.33 $111,876.99
$39.96 $40.76 $41.58 $42.41 $43.26 $44.12 $45.01 $45.91 $46.82 $47.76 $48.72 $49.69 $50.68 $51.70 $52.73 $53.79
NE28 $87,282.18 $89,027.82 $90,808.38 $92,624.55 $94,477.04 $96,366.58 $98,293.91 $100,259.79 $102,264.98 $104,310.28 $106,396.49 $108,524.42 $110,694.91 $112,908.81 $115,166.98 $117,470.32
$41.96 $42.80 $43.66 $44.53 $45.42 $46.33 $47.26 $48.20 $49.17 $50.15 $51.15 $52.18 $53.22 $54.28 $55.37 $56.48
NE29 $91,646.89 $93,479.82 $95,349.42 $97,256.41 $99,201.54 $101,185.57 $103,209.28 $105,273.47 $107,378.93 $109,526.51 $111,717.04 $113,951.38 $116,230.41 $118,555.02 $120,926.12 $123,344.64
$44.06 $44.94 $45.84 $46.76 $47.69 $48.65 $49.62 $50.61 $51.62 $52.66 $53.71 $54.78 $55.88 $57.00 $58.14 $59.30
NE30 $96,229.07 $98,153.65 $100,116.73 $102,119.06 $104,161.44 $106,244.67 $108,369.56 $110,536.96 $112,747.69 $115,002.65 $117,302.70 $119,648.76 $122,041.73 $124,482.56 $126,972.22 $129,511.66
$46.26 $47.19 $48.13 $49.10 $50.08 $51.08 $52.10 $53.14 $54.21 $55.29 $56.40 $57.52 $58.67 $59.85 $61.04 $62.27
Non-exempt personnel in STEP 16 of their respective grade as of 09/30/2024, who are otherwise eligible for a STEP increase, will receive 2% of their base salary as lump sum compensation on 10/18/2024 in FY25 only.
Step progression occurs at the beginning of fiscal year for employees in good standing (No PIP, No DML or Level II Warnings)
Non-exempt personnel compensated at a rate above STEP 16 of their respective grade as of 09/30/2024, will only receive a market adjustment to the extent that STEP 16 is adjusted above their current pay rate. These employees, who are otherwise eligible for a
STEP increase, will receive 2% of their base salary as lump sum compensation on 10/18/2024 in FY25 only
Page 2 of 2
RI 77�1
City of Pearland
Digital Budget Book
Cit y of Pearland
4— _
FY26 Budget
Adopted Version - 10/01/2024
City of Pearland I FY2025 Adopted Budget Page 1
A� ,
TABLE OF CONTENTS
Introduction................................................................................................................. 5
BudgetCover Page......................................................................................................... 6
GFOA Award............................................................................................................... 7
TransmittalLetter........................................................................................................... 8
OrganizationChart......................................................................................................... 16
ReaderGuide To The Budget................................................................................................17
Historyof City........... ................................................................................................. 19
Demographics............................................................................................................. 21
FundStructure.............................................................................................................25
Basisof Budgeting......................................................................................................... 28
FinancialPolicies.......................................................................................................... 31
BudgetProcess............................................................................................................32
BudgetOverview...........................................................................................................34
StrategicPlan............................................................................................................. 35
Short-term Factors......................................................................................................... 36
Priorities&Issues..........................................................................................................37
PersonnelChanges........................................................................................................ 38
General Fund Highlights by Strategic Priority.................................................................................. 41
Other Fund Highlights by Strategic Priority.................................................................................... 44
MultiYear Forecast........................................................................................................47
GeneralFund..............................................................................................................48
W&S Fund................................................................................................................ 54
PE DC.................................................................................................................... 60
FundSummaries........................................................................................................... 62
AllFunds................................................................................................................. 62
GeneralFund..........................................................................................................65
DebtService Fund..................................................................................................... 68
Special Revenue Funds.................................................................................................69
Hotel/Motel Occupancy Tax......................................................................................... 71
Municipal Court Security............................................................................................ 72
CitywideDonation..................................................................................................73
CourtTechnology.................................................................................................. 74
ParkDonations.................................................................................................... 75
TreeTrust.........................................................................................................76
Park Financial Assistance Donations................................................................................. 77
PoliceState Seizure................................................................................................78
Federal Police Seizure..............................................................................................79
CommunitySafety................................................................................................. 80
ParkDevelopment................................................................................................. 81
SidewalkFund.....................................................................................................82
Drainage Maintenance..............................................................................................83
GrantFund........................................................................................................84
Community Development Block Grant(CDBG).........................................................................85
City of Pearland I FY2025 Adopted Budget Page 2
CDBG Disaster Recovery Fund...................................................................................... 86
DisasterRecovery................................................................................................. 87
HazardMitigation.................................................................................................. 88
CoronavirusRelief Fund............................................................................................ 89
American Rescue Plan Act Fund.....................................................................................90
Traffic Impact Improvement......................................................................................... 91
Truancy Prevention&Division....................................................................................... 92
MunicipalJury Fund................................................................................................93
Public, Education and Government(PEG).............................................................................94
Regional Detention Fund............................................................................................95
Infrastructure Reinvestment Fund.................................................................................... 96
CapitalProject Funds...................................................................................................97
EnterpriseFund...................................................................................................... 102
Water&Sewer Fund.............................................................................................. 103
Enterprise Fund-Debt Service...................................................................................... 105
SolidWaste Fund. ................................................................................................ 106
InternalService Funds.................................................................................................107
RiskManagement Fund.......................................................................................... 108
Medical Self Insurance Fund.................................................................................. 110
MotorPool Fund................................................................................................ 112
FacilitiesFund......................... ........................................................................ . 113
Information Technology Fund....................................................................................._ 114
CapitalFund...................... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... .. 115
PED C.............................................................................................................. 116
DebtService............................................................................................................. 118
Government-wide Debt............................................................................................... 118
Debtby Type Overview............................................................................................... 123
Departments......................................................................................................... 130
GeneralGovernment.................................................................................................... 130
CityCouncil..................................................... .................................................. .. 135
CityManager............................................................................................ 136
Legal........... 138
CitySecretary........................................................................................................ 140
HumanResources.................................................................................................... 142
Finance..............................................................................................................145
PublicSafety............................................................................................................. 148
Police............................................................................................................... 153
Fire................................................................................................................. 159
CommunityServices...................................................................................................... 162
Community Development.............................................................................................. 167
Communications......................................................................................................170
Library...............................................................................................................172
MunicipalCourt.......................................................................................................173
Public Works and Engineering&Capital Projects............................................................................. 175
Engineering.......................................................................................................... 179
PublicWorks......................................................................................................... 182
Parks&Recreation....................................................................................................... 187
EnterpriseFund.......................................................................................................... 195
Finance-Utility Billing.................................................................................................. 200
� City of Pearland I FY2025 Adopted Budget Page 3
Utilities.................... . 204
........................................................................................
PEDC................................................................................................................. 209
CapitalImprovements................................................................................................... 216
Summaryby Project Type..................................................................................................216
Oneyear plan ........................................................................................................... 227
Multi-year plan.......................................................................................................... 236
Appendix/Glossary....................................................................................................... 251
Budget Ordinances 251
Pay Plans 252
Appendix 254
Glossary 254
� City of Pearland I FY2025 Adopted Budget Page 4
INTRODUCTION
� City of Pearland I FY2025 Adopted Budget Page 5
Budget Cover Page
City of Pearland
Fiscal Year 2024-2025
Budget Cover Page
This budget will raise more revenue from property taxes than last year's budget by
an amount of $5,013,896, which is a 7.11 percent increase from last year's budget.
The property tax revenue to be raised from new property added to the tax roll this
year Is $1 ,228,191 .
The members of the governing body voted on the budget as follows:
FOR:Carbone, Koza, Chavarria, Byrom, Cade, Thumann
AGAINST Patel
PRESENT and not voting: 0
ABSENT:0
Property Tax Rate Comparison
2024-2025 2023-2024
Property Tax Rate: $0.635000/100 $0.655400/100
No-New-Revenue Tax Rate: $0.599536/100 $0.551700/100
No-New-Revenue Maintenance&Operations Tax Rate: $0.332651/100 $0.259200/100
Voter-Approval Tax Rate: $0.733345/100 $0.714800/100
Debt Rate: $0.300000/100 $0.322900/100
Total debt obligation for City of Pearland secured by property taxes: $46,176,934
� City of Pearland I FY2025 Adopted Budget Page 6
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Pearland
Texas
For the Fiscal Year Beginning
October 01, 2023
P. ;trw
Executive Director
� City of Pearland I FY2025 Adopted Budget Page 7
Transmittal Letter
7 August 2024
Honorable Mayor Cole and City Council Members:
Among the duties of the City Manager is to prepare and submit the annual budget to the City Council. In accordance with Article 4, Section
4.10(c) (2)of the City Charter, I respectfully submit the FY25 Budget for the City of Pearland.The development of this budget is the result of
countless hours of input from our departments and work from our budget staff to best meet the needs of the residents and accomplish the
Council's Strategic Priorities. This balanced budget will continue to deliver efficient, quality services to the Pearland community within the
capacity of our financial resources.
The overall General Fund operating budget for FY25 is$123,066,372.The Water&Sewer Enterprise has an operating budget of$79,469,470.
The FY25 CIP is budgeted for$252 million in planned expenses.
Background and Context
Setting the framework for our FY25 budget are the City's Strategic Priorities and Milestones.The proposed budget is a combination of ongoing
efforts and the commencement of additional priorities and milestones. The FY24 budget resolved the FY23 tax value error and overcame a
$7.06 million operating deficit.While not starting from an operating deficit of that magnitude, the FY25 budget has its own set of challenges to
navigate. Those challenges include softening sales tax revenues,together with slower growth in both existing and new taxable values. On the
positive side,the significant reduction in payments to the various Municipal Utility Districts(MUDs)will allow us to continue an ambitious Capital
Improvement Program(CIP)without the projected debt service tax rate increases.Similarly,a healthy Motor Pool fund balance, resulting from a
previous Tax Increment Reinvestment Zone reimbursement, allows us to continue with aggressive reinvestment into our significantly aged Fire
Department large apparatus fleet.
However,we are above all a people organization and without a committed team of public servants,our strategies, plans and goals would have
no practical impact. With inflation, low unemployment, and strong competition for well-qualified staff across the region, we need to ensure a
compensation package that works to both retain and recruit talent.
It is within this context that our departments and budget team have been prudent, resourceful,and imaginative in creating a draft fiscal plan that
meets our goals and priorities.The resulting FY25 Budget only includes a 3.5% increase in total expenditures excluding the proposed pay plan
and new leases into the Motor Pool,with a focus on meeting the service needs of our residents and business owners.
City of Pearland I FY2025 Adopted Budget Page 8
Planning,Preparing,Preserving
Kul
r
This budget is focused on Planning for the future; Preparing for any eventuality;and Preserving the community within the context of our
Strategic Priorities and their associated milestones,fundamental services,and our greatest asset(our proud personnel).
This document describes the budgetary work plan to align our revenues with expenditures and leverage existing resources for maximum
efficiency to Plan for the future(new Fire apparatus;a focus on improved customer service,investment in our people), Prepare for any
eventuality(additional Public Safety capacity;focus on asset management in water/sewer),and Preserve the community(streets crew;
additional summer camp capacity;Old Town revitalization;Cultural Arts Masterplan implementation)
Economic Factors
Continued elevated inflation,relatively high interest rates,and very low unemployment have multiple impacts on the general economy,our
revenues,and our expenditures.We continue to see inflation impact the cost and availability of our supplies,equipment,construction,and
personnel.Additionally,these factors impact general construction and the new housing market resulting in a reduction of permitting fees and
new value growth.
However,we have seen an uptick in the planning and construction of new commercial,multi-family,industrial,and warehousing developments
which will result in future value growth.Specifically,we expect the infrastructure groundwork laid by the PEDC will result in over a$1.0B tax
base in the Lower Kirby District within the next 3-5 years.Additionally,the Massey Oaks residential development and adjacent tracts appear
poised to resume growing over the next several years.
� City of Pearland I FY2025 Adopted Budget Page 9
i
What Makes Us a Great Service Organization—People
As a people organization,68.3%of our budget is dedicated to our highly skilled and dedicated workforce.We must take care of our existing
workforce while competing for new talent with other public entities and the private sector—investing in our people is neither a luxury nor a
distraction. It has been three years since our last comprehensive compensation study,consequently we evaluated our pay plan versus the
market with the goal of establishing a pay plan at 100%of the market average.The results of this evaluation concluded that while we have
made some progress in recent years,we have not achieved our goal and are recommending to remedy this in the FY25 budget.
The consequences of not keeping up with the market are an inability to attract new talent,higher turnover,unengaged employees,and
eventually a dramatic and substantial single year budget impact to catch up to the market.The proposed budget includes market adjustments
for the starting pay for Police Officers(8.8%)and Firefighters(13%)and further adjustments to the pay plans to bring other positions to market.
Additionally,we evaluated our certification pay and other benefits making small changes to ensure our total compensation package is
comparable with our competition.A five percent(5%)increase is recommended for non-public safety staff,3%market adjustment and 2%
advancement through the salary range.Those non-public safety staff who reach the maximum of their respective range prior to September 30,
2024,will receive a 2%lump sum payment.
City of Pearland FY2025 Adopted Budget Page 10
Meeting Our Strategic Priorities
PP-P PCITY OF PEARLAND
MINI
�
® TR STED GOVERNMENT
At our February 2024 Council Strategic Retreat,the Council affirmed five of our Strategic Priorities and eventually adopted a sixth priority
"Connected Community",which expanded our focus beyond events and programs to include how we connect with the community on a day-to-
day and ongoing basis.Additionally,we incorporated the Strategic Priorities into the nearby graphic depicting the foundational priorities(our
"How"):Trusted Government&Resilient Finances;with the pillar priorities(our"What"):Safe Community,Strong Economy,Sustainable
Infrastructure,and Connected Community;capped off with our"Why":to be The Community of Choice.The Strategic Priorities and Milestones
continue the actionable and measurable plan adopted by Council that drives the priorities for the FY25 budget.
The major pieces incorporated into the FY25 budget include:
o A concerted,intentional focus on improving customer service across all departments and platforms. FY23 included a migration to an
updated Cisco call center application that will facilitate moving to a Call Center. FY24 included funds to work with a consultant to develop
a business plan and framework for implementation.Additionally, in FY24 we implemented a process to update our customer service
standards and expectations. FY25 includes a Chief Customer Experience Officer position to oversee customer service,the call center
implementation,and customer service personnel.
o Drive future growth through redevelopment and reinvestment in older areas of the community.The FY24 budget established dedicating
20%of the Peariand Economic Development Corporation(PEDC)budget to preserve and recapitalize infrastructure in the older parts of
town and funded the ongoing Old Town Revitalization Plan. The next step in planning for the future is including a Director of
Redevelopment in PEDC's FY25 budget to support the Old Town plans implementation along with other redevelopment and infill
development opportunities.
o Continue to improve the status of our Fire/EMS apparatus by funding the ladder truck for Fire Station 7 and replacing one(1)ambulance.
o Prioritize Public Safety with the addition of three(3)Police Officers,which will augment Patrol to reduce response times;a Crime Scene
Supervisor,which will enable us to stand up a Narcotics Task Force;and an Animal Control Officer to help manage the new Animal
Shelter capacity.
o An Asset Reliability Team for Pearand Water to preserve our capital investments of over$500M in our water and wastewater plants.
o A Street Maintenance Crew to ensure our Infrastructure Fund and Capital Investment in streets are properly maintained,which will
extend the life of our assets.
o Capacity for our Project Management team to meet the expected delivery schedule of the 2023 Bond Package and overall Capital
Improvement Plan(CIP).
City of Pearland I FY2025 Adopted Budget Page 11
Property Tax Base and Rate
We once again have good growth in our property tax base that will fund the FY25 budget.The 2024 Total Taxable Value(not including TIRZ 2),
which funds the FY24 budget,is$11.7 billion,up from$10.65 billion in tax year 2022;a 9.9%growth rate. In addition,the taxable value of TIRZ
2 rose from$4.0 billion to$4.13 billion;a 3.25%increase.
The state Tax Rate Calculation Worksheet dictates the parameters by which we establish our tax rate,which includes establishing the No New
Revenue Tax Rate(NNRR)and the Voter Approval Tax Rate(VATR).The NNRR is the tax rate that produces the same amount of tax dollars
from the same properties as the prior year not accommodating for inflation,growth,unfunded mandates,or new initiatives/programs to support
our Strategic Priorities.The VATR allows for a small 3.5%increase in the Operations&Maintenance(O&M)tax rate plus any unused increment
between the NNRR and VATR from the past three years.The results for FY25 are a No New Revenue Tax Rate of$0.599536 and a Voter
Approval Tax Rate of$0.733351.
To support the proposed budget,which includes addressing inflation,the recommended compensation increase,and a few high priority new
positions,we are recommending an Operations and Maintenance(O&M)tax rate$0.335 and a required Debt Service rate of$0.300 for a total
tax rate of$0.635:a decrease of$0.0204 from last year.
After the state-mandated adjustments per the Tax Rate Calculation Worksheet,our value will generate$41.3 million to cover our Debt Service
principal and interest payments and$45.5 million to support our General Fund O&M.The TIRZ administrative fee will result in an additional
$15.3 million to the General Fund for a total general fund tax revenue of$60.8 million.Additionally,the TIRZ will continue to reimburse our Debt
Fund for all the TIRZ reimbursable projects over the next five years until its expiration slated for 2029.
Sales Tax Revenue
Based on lower sales tax increases throughout FY24,sales tax revenue for the upcoming FY25 is budgeted at$30.8 million,up 1.7%from the
FY24 year-end amended amount.The small increase is an amount that will be monitored closely through the year for adjustment as necessary
due to inflation and any other potential economic impacts.
Other Revenues
Total Licenses&Permits revenue is budgeted at$3.0 million,slightly below the FY24 amended budget. Permit revenue was down during FY24
and is expected to be steady throughout FY25 based on projects in the pipeline.The impacts of interest rates on development projects will be
closely monitored during the year for correction as necessary. Franchise Fees,Fines and Forfeitures and other miscellaneous revenues are
expected to remain approximately the same as FY24.
Interest Revenue is expected to remain strong throughout FY25 based on current and projected interest rates.Interest revenue previously
collected in the debt service fund and CIP cash funds will now be maintained in the General Fund leading to an increase of$3.1 M over the
FY24 amended budget.
General Fund Expenditure Overview&Fund Balance
General Fund expenditures are$123 million.On a functional basis,62%of expenditures are in Police and Fire,up even more as a share from
prior years.
Fund Balance was reduced to the policy minimum of 90 days with the FY24 budget amendments.The Ending Fund Balance in the proposed
FY25 budget is approximately$93,406 above our 90-day minimum.
Budget Challenges and Unresolved Issues
While we have addressed many of our highest priorities,there are many needs and items identified in our Strategic Priorities that are not
addressed within this budget. These include:
o Fire fleet gaps—With the FY23 and FY24 budgets we have 6 heavy apparatus on order with the first arriving this September.However,
by the time the remainder begin arriving over the next 1-4 years,we will need to have 4 additional replacements on order. Also,we need
to order 2 ambulances every other year to keep that part of the fleet up-to-date and operational.We will continue to explore creative
methods to address this need until all apparatus are fully accounted for in the motor pool.
o Police personnel—We have recognized the need to increase staffing resources for the Patrol Division,improving citizen interaction,and
reducing response times.While the addition of three police officers supports this objective,the need is much larger for both patrol and
dispatch.
� City of Pearland I FY2025 Adopted Budget Page 12
o Police Take-Home Program—The Police Department has a take-home program for eligible personnel.The program is currently lacking
12 marked units and 8 unmarked units.The FY25 budget addresses the 8 unmarked units but not the 12 marked units.
o Fire personnel—Our past hiring ratio practice of 1.1:1 leaves us dependent upon marginally available part-time personnel and expensive
overtime.While the FY25 budget does not impact the ratio,the future intent is to continue adding to get to a 1.2:1 ratio,which will then be
evaluated to determine if that optimizes the balance between available personnel and a reasonable amount of overtime.
• Certification pay for Emergency Management—There is need for a more robust certification pay system in our total compensation
approach,particularly in the area of emergency management.Certification pay rewards staff for pursuing critical training which provides
the City with a competitive advantage, boosts efficiency,and grows knowledge and skills while establishing credibility.It is an additional
form of compensation without impacting base salaries.
o Infrastructure Fund—The recently completed Road Condition Assessment determined that our overall Pavement Condition Index(PCI)
had fallen from 76 in 2014 to 74 in 2023 and asphalt streets had fallen from 66 to 59 with two times the number of lane miles in poor and
very poor condition.The study recommended we annually expend approximately$5.97M to keep the PCI maintain the current PCI of 74.
We have traditionally spent only$1.0-$1.5M annually for our asphalt program and the FY25 budget only includes$1.3M.
o IT Internal Service Fund—While we have established the IT internal service fund,we have yet to begin setting aside money to address
the capital replacement costs.The IT Strategic Plan identified$26.0 million of expenditures necessary over the next 5 years to replace
equipment and programs that are vital to our daily delivery of services. This budget only addresses a limited number of those items,with
significant program replacements for the Police Department Records Management System and our Enterprise Resource Planning
looming in the next few years. Future budgets will need to include funds to address these large expenses.
o Facilities Internal Service Fund—While we have established the Facilities internal service fund,we have yet to begin setting aside money
to address the capital replacement costs.The Facilities Assessment study identified$9.4 million of unfunded expenditures necessary
over the next 5 years to replace equipment and building systems that are vital to housing our personnel and serving the public.Future
budgets will need to set aside funds to address these large expenses.
o Motor Pool—This budget only replaces a minor portion of our aging fleet that is not yet covered by lease fees and accomplishes it with
Motor Pool fund balance.
o Fire Station#7—The 2023 Bond Program includes the construction of Fire Station#7 with a scheduled opening for FY27. For previous
expansions of our fire service,we have hired in advance.To meet that need,we await the results of an application for a SAFER grant
that will offset some of the cost of new personnel for up to 3 years.
o Additional Staffing—Most departments have personnel needs to meet expected or required service levels that are beyond the means of
this budget.Staffing papers and staffing studies will be used as the basis for personnel requests in future budgets.
City of Pearland I FY2025 Adopted Budget Page 13
Pearland Water(Enterprise Fund)Overview
Moving into the second year of a standalone Utility Department,we take the opportunity to address existing identified challenges in Asset
Reliability.The City is investing well over$500M in our water and wastewater plants that enable us to provide safe,quality drinking water and
treat the used wastewater before returning it to the environment.This infrastructure requires regular maintenance,preventative maintenance,
and predictive maintenance to ensure we preserve our assets and receive the full life out of our investments.The Asset Reliability team will be
focused on safeguarding the longevity of our new facilities and optimizing the performance of our existing facilities.This is part of the renewed
focus on maintaining and operating in a financially sound and efficient manner.While extremely important to the operations of the department,
the new positions have little impact on the overall budget in comparison to the major cost drivers in the rate model.
The water and wastewater industry across the state and nation are recognizing the lack of adequate,sustained investment in recapitalization
and resiliency in the most vital daily products and services we provide.The lack of past investment has resulted in many providers announcing
significant multi-year rate increases.We are experiencing the same with the capital improvement program for the City's water and wastewater
system driving the cost to provide these life sustaining services.The necessary rate increases to support these investments have been well
documented and communicated.Those rate increases support daily operations dealing with inflation affecting the prices of required chemicals
and supplies,the debt to build the 10 million gallon per day Surface Water Treatment Plant,which will begin providing water this fall,and the
debt to rebuild approximately 50%of our wastewater capacity at the Barry Rose and JHEC plants.While projected rate increases are less than
prior multi-year projections,we have a continued need to increase revenue to meet requirements for literally hundreds of millions of dollars in
investments.The result will be a durable and resilient system that meets demand.
In the FY24 budget,our rate model projected the need for a 17%increase in revenue in FY25 and a 17%increase in FY26.With significant
water sales from the 2023 drought and the current project schedules,those have moved in a positive direction with a proposed increase in
FY25 of 8%and a projected FY26 increase of 8%.
Revenue requirements are such that an increase in rates for a sample 6,000-gallon usage customer will be about an additional$8.09 per
month,or 8%.The rate structure moves so that the base customer with only the first-tier base of 2,000 gallons pays$4.17/month more.
Conclusion
First,I want to thank our department Directors and their budget teams for being creative within existing budget constraints,understanding the
pressures that inflation and low unemployment put on our pay plans,and submitting tight budgets with a 3.5%operational increase, mostly
covering inflation.While not able to address all our priorities,we are able to support the highest of our priorities with this year's budget.As our
growth continues to slow,we still need to grow our capacity to manage completed capital projects and manage past growth by allocating the
resources,personnel,and capacity to deliver the services expected by our community.We will continue to work towards meeting and exceeding
these expectations in the future.
also thank the Mayor and City Council for their providing direction through our strategic priorities and milestones.Those foundational
aspirations guide our budget priorities,departmental plans,divisional goals,and individual performance giving us organizational clarity as to
where we want to be as a City.
A special thanks to our budget development team—Rachel Wynslow,Chan Tran,Laurie Stewart-Turner, Erika Weakley, Humera Ansari,Kendra
Murphy,Victor Brownlees, Ron Fraser,Joel Hardy,and Megan Flowers;plus,Joshua Lee and many more in providing critical administrative
support and specific area expertise.
� City of Pearland I FY2025 Adopted Budget Page 14
Every budget is difficult, has its own unique challenges,and is the result of dedication and hard work by our team;this year is no exception and
has tested our team to be resourceful,creative,and practical to deliver a budget that continues the great work to pursuing our Strategic
Priorities and Milestones.In conclusion,while our needs continue to outstrip resources,we have made difficult but well-thought-out choices to
Plan for the future; Prepare for any eventuality;and Preserve the community.As we move forward,we will continue investing in our people,
infrastructure,and financial resilience to make Pearland THE Community of Choice.
Respectfully submitted,
Z/*
Trent Epperson
City Manager
� City of Pearland I FY2025 Adopted Budget Page 15
City Management
Elected Officials Position
Kevin Cole Mayor
Tony Carbone Councilmember, Position Two(Mayor Pro Tem)
Joseph Koza Councilmember, Position One
Mona Chavarria Councilmember, Position Three
Clint Byrom Councilmember, Position Four
Layni Cade Councilmember, Position Five
Chad Thumann Councilmember, Position Six
Rushi Patel Councilmember, Position Seven
Appointed Officials
Trent Epperson City Manager
Darrin Coker City Attorney
Letitia Johnson Farnie Municipal Court Judge, Presiding
City Management
Ron Fraser Deputy City Manager
Victor Brownlees Assistant City Manager
Matthew Buchanan President, PEDC
Frances Aguilar City Secretary
Johnny Spires Police Chief
Jack Taylor Fire Chief
Lorenzo Wingate Director of Engineering&Public Works
David Sohns Director of Utilities
Melissa Saxton Director of Finance
LaRae James Director of Human Resources
Vance Wyly Director of Community Development
Carry Capers Director of Parks&Recreation
Tracy Rohrbecher Executive Director of Visit Pearland
Joshua Lee Director of Communications
Jennifer Huhn Court Administrator
Daniel McGhinnis Chief Information Officer
Staff OrganizatioP
� City of Pearland FY2025 Adopted Budget Page 16
READER'S GUIDE TO THE BUDGET
This budget document has been prepared and presented in an effort to comply with the guidelines and recommendations of the Government Finance
Officers Association of the United States and Canada(GFOA)Distinguished Budget Presentation Awards Program.In order to be considered for the
budget award,the following four areas must be included in the budget presentation:(1)the budget as a policy document,(2)the budget as a financial
plan,(3)the budget as an operations guide,and(4)the budget as a communications device.A brief explanation of these criteria is presented below.
The budgetas a policydocument.This involves including a statement(or statements)of budgetary policies,goals,objectives,and strategies for the
year and also an explanation of the budgeting process to the reader.Goals,objectives,and strategies are an integral part of this document,which we
believe satisfy this requirement.
The budgetas a financial plan.This criterion involves including an explanation of the financial structure and operations of the City.The City's major
revenue sources and fund structures are defined and amplified.The budget contains an all-inclusive financial plan for all funds and resources of the
City,and also includes a multi-year financial forecast.Included are projections of financial condition at the end of the fiscal year,projections of financial
activity,and historical comparisons.The budget also presents a consolidated picture of all operations and financing activities in a condensed format.
An explanation of the budgetary accounting basis(cash basis,modified accrual basis,or other acceptable method)was employed in the development
of the budget.The budget summary section,as well as the various fund and department summaries,satisfy this requirement.
The budgetas an opeLations guide.This criterion involves explaining the relationship between organizational units(departments)and programs.An
organizational chart,description of the departmental organizational structure,services,and staffing levels,with historical comparisons,are also
included. Explanations of how capital-spending decisions will affect operations are offered.These issues are addressed throughout the document.
The budgetas a communications device.The budget document is available to the public at the City Secretary's Office in City Hall and at the Pearland
Branch Libraries,as well as on the City's website.As much as possible,we have avoided the use of complex technical language and terminology,and
included charts,graphs,and glossary for understandability and usability.Efforts are made to explain the basic units of the budget,including funds,
departments or activities,and disclosing sources of revenues and explanations of revenue estimates and assumptions.This information is contained in
the transmittal letter and budget summary sections.
In summary,each of the above four criteria is recognized by the GFOA as an integral part of any budget document in order to convey to the reader the
goals and objectives the City will address during the year and how those goals and objectives will be met and measured.We have attempted to
present these goals and objectives to the reader in such a manner that any reader,regardless of the reader's financial background or knowledge,will
be able to gain a basic understanding of them.
Organization of the Budget Document
The Introduction provides general information about the City of Pearland and highlights the key objectives the City plans to achieve in the upcoming
fiscal year.A prominent feature of this section is the Transmittal Letter,which includes the City Manager's budget message to the City Council.The
document also includes a List of City Management,the City's Organizational Chart;a Reader's Guide to the Budget designed to help users navigate
the document;a city map with a brief overview of the City's History;its current demographics and statistics,a matrix outlining department relationships
to funds;a description of the Fund Structure;an outline of Financial Policies,and finally,the Budget Calendar.
The Budget Overview section provides readers with a concise summary of the key aspects of this year's Budget.It begins by outlining the City
Council's Strategic Plan,followed by a reflection on last year's achievements.Next,it addresses the issues and priorities anticipated in the coming
years and offers a snapshot of city personnel changes.The section concludes with highlights organized by strategic priorities,covering the General
Fund,Other Funds,and Funded Supplementals.
� City of Pearland I FY2025 Adopted Budget Page 17
READER'S GUIDE TO THE BUDGET
The Multi-Year Forecast provides a financial forecast for the next two Fiscal Years for the City's major funds.This section includes the financial
forecast for the City of Pearland's major funds over a three-year timeframe,and is a comprehensive,integrated forecast of the City's Debt Service(DS)
Fund,General(GF)Fund,Water and Sewer(W&S)Fund,and Pearland Economic Development Corporation(PEDC).
The Fund Summaries section includes an overview comprised of revenue,expenditure and fund balance information for each fund.
The Debt Service section is divided into two parts-Government-wide Debt-providing a summary and related data on debt for the General Fund,
Enterprise Fund,and Component Units;and Debt by Type Overview-offering detailed information,including graphs and tables,on the various types of
debt currently held by the city.
The Departments are grouped into General Government,Public Safety,Community Services,Public Works and Engineering&Capital Projects,Parks
&Recreation,Enterprise Fund,and PEDC.Each department provides key information,such as,brief description of the department's purpose and
responsibilities,highlights of significant budget allocations or changes,a list of strategic goals,summary of major achievements,specific objectives
planned for the upcoming fiscal year,and performance measures.
The Capital Improvements section lists a summary schedule of funding sources and expenditures for all Projects during fiscal years 2025-2029,
organized by project types,which include Drainage,Facilities,Parks,Streets,Wastewater,and Water. Next,it provides focused details on the projects
scheduled for the upcoming fiscal year 2025 in the One-Year plan;and boarder information on projects planned for all five-years in the Multi-year plan.
The Appendix/Glossary includes the City's Charter,Article 8,Municipal Finance;the adopted Tax and Budget Ordinances;the adopted General
Staff,Police and Fire Pay Plans;the adopted Usage and Service Fees Ordinance;and Developmental Fees Ordinance.Includes statements
assembling all of the City's financial policies into one document.These statements are the tools used to ensure that the City is financially able to meet
its current and future service needs.The individual statements contained within serve as guidelines for both the financial planning and internal financial
management of the City.
� City of Pearland I FY2025 Adopted Budget Page 18
Map of the City of Pearland
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History of the City
Pearland,Texas
Where Town and Country Meet
The City of Pearland, Texas was incorporated in December 1959 and adopted a Home Rule Charter on February 6,1971 and is a home-rule City
operating under a Council-Manager form of government.
Policy-making and legislative authority are vested in a governing Council consisting of the mayor and 7 other members.
The Mayor and Councilmembers are elected at-large, and each of them hold office for a period of three consecutive years. Council members are
limited to two full consecutive terms in office,and there is no term limitation on the office held by the Mayor.The City Manager is appointed by Council
and is responsible for implementation of Council priorities and day-to-day management of all City operations.
The City provides a full range of municipal services, including public safety,wastewater treatment, street maintenance and repairs, road construction
and improvements,and two libraries through a cooperative effort between the City of Pearland and Brazoria County.
Located across the northern end of Brazoria County,and sharing a common border with Houston,Texas to the north, Pearland is the fastest growing
City in Brazoria County. From 2000 to 2018, based on U.S. Census population and the City of Pearland Planning Department statistics, Pearland's
population increased from 46,058 to 125,000, making it consistently one of the fastest growing cities in Texas each year.The total area of the City is
68.93 square miles,48.31 within City limits,and 20.62 in the Extra-Territorial Jurisdiction(ETJ).
Pearland's location, coupled with its expressed goals of long-term planned growth, is propelling the City's rapid economic growth and development,
from $6.3 billion net taxable property valuation in 2010 to $10.9 billion in 2018, a 73% increase. Based on economic data from the U.S. Bureau of
Labor Statistics,Pearland ranked 7{h in the nation,for fastest growing cities.
� City of Pearland I FY2025 Adopted Budget Page 19
City of Pearland Population Growth
Pearland Population Growth
140,000 132,300 132,900
12 6,086 125,990 12 6,949
120,000 111,347
100,000 94,108
80,000
64,465
60,000
46,OS8
40,000
20,000
2000 2005 2010 2015 2020 2021 2022 2023 2024 est
City of Pearland I FY2025 Adopted Budget Page 20
Population Overview
000
OO TOTAL POPULATION
CM 131,718
125 k
100k
75k
50k
25k
le le 11)15" 10 1� �O�O �0�� nP0ll 'POO ti�O� ti01O ON", 11P1I, 11P1IO
*Data Source:Client entered data for year 2024
ODAYTIME POPULATION Daytime population represents the effect of persons coming into or
100,519 leaving a community for work,entertainment,shopping,etc.during the
typical workday.An increased daytime population puts greater demand
on host community services which directly impacts operational costs.
*Data Source:American Community Survey 5-year estimates
POPULATION BY AGE GROUP
00 000
<5 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-59 60-64 65-74 75-84 >85
Aging affects the needs and lifestyle choices of residents.Municipalities must adjust and plan services accordingly.
*Data Source:American Community Survey 5-year estimates
� City of Pearland I FY2025 Adopted Budget Page 21
Household Analysis
TOTAL HOUSEHOLDS
Municipalities must consider the dynamics of household types to plan for and provide services
42,451 effectively. Household type also has a general correlation to income levels which affect the
municipal tax base.
Q�0000
Family Households 4 i§j;�s
63%
4
A 26% A 30%
higher than state average higher than state average
01W#
�O
Yil
Singles Senior Living Alone
20% 13%
v 22% v 7%
lower than state average lower than state average
"Data Source:American Community Survey 5-year estimates
City of Pearland FY2025 Adopted Budget Page 22
Economic Analysis
Household income is a key data point in evaluating a community's wealth and
spending power.Pay levels and earnings typically vary by geographic regions and
should be looked at in context of the overall cost of living.
HOUSEHOLD INCOME
Over$200,000
Above$200,000
19%
$150,000 to$200,000
- 76%
higher than state average
$125,000 to$150,000
Median Income
$100,000 to$125,000 $111,123
$75,000 to$100,000 - 52%
higher than state average
$50,000 to$75,000 Below$25,000
7%
$25,000 to$50,000
v 57%
BeioW$25,000 lower than state average
`Data Source:American Community Survey 5-year estimates
City of Pearland I FY2025 Adopted Budget Page 23
Housing Overview
2022 MEDIAN HOME VALUE HOME OWNERS VS RENTERS
$311J00 Pearland State Avg.f13o—ml?
.
350k
300k
250k
200k Rent
150k
Rent
ti ry0 .yp ,y0 ,y0 �O ,1,0 ,y0 ry0 ,ti0 ,y0 �p ,y0 �p
*Data Source:2022 US Census Bureau(http://wwwcensus.gov/data/developers/data-sets.htmi),
American Community Survey.Home value data includes all types of owner-occupied housing.
HOME VALUE DISTRIBUTION
>$1,000,000 I
$750,000 to$999,9...
$500,000 to$749,9... -
$400,000 to$499,...
$300,000 to$399,9...
$250,000 to$299,9...
$200,000 to$249,9...
$150,000 to$199,999 -
$100,000 to$149,9... % %
$50,000 to$99,999 Own Own
<$49,999 ■
Data Source:2022 US Census Bureau
(h ttp.//www census.gov/data/developers/data-sets.html),
*Data Source:2022 US Census Bureau(http://www.census.govldata/developers/data-sets.htm/), American Community Survey.Home value data includes all
American Community Survey.Home value data includes all types of owner-occupied housing. types of owner-occupied housing.
City of Pearland I FY2025 Adopted Budget Page 24
Fund Structure
The City accounts for revenues and expenditures based on the Fund,an accounting system used by nonprofit organizations and agencies,particularly
governments. Because there is no profit motive, accountability is measured instead of profitability. The main purpose of the Fund system is
stewardship of financial resources to ensure funds are received and expended in compliance with legal requirements. Funds are established to ensure
accountability and expenditure for designated purposes. Revenues must be raised and expended in accordance with special regulations and
restrictions.The budget is adopted and recorded in the accounts of the related fund.
Fund Structure Chart
w
City of Pearland FY2025 Adopted Budget Page 25
Department and Fund Relationship
Fund Public Safety Public Works Parks& Community Community General
Recreation Development Services Government
General Fund X X X X X
Proprietary Funds
Enterprise(Water/Sewer Fund) X
Water&Sewer Debt Fund X
Solid Waste Fund X
Special Revenue Funds
Hotel/Motel Occupancy Tax X
Court Security X
City Wide Donation Fund X
Court Technology X
Street Assessment X
Park Donations X
Tree Trust X
Parks Financial Assistance/Donations X
Police State Seizure X
Police Federal Seizure X
Parks&Recreation Development X
Sidewalk Fund X
Drainage Maintenance Fund X
Grant Fund X
CDBG Grant Fund X
CDBG Disaster Recovery Fund X
Hazard Mitigation Fund X
Coronavirus Relief Fund X
RPA Fund X
Traffic Impact Improvement X
Truancy Prevention and Diversion X
Municipal Jury Fund X
Municipal Channel(PEG)Fund X
Regional Detention Fund I X
Infrastructure Reinvestment Fund I X
City of Pearland I FY2025 Adopted Budget Page 26
Total Budget Fund Structure
Governmental Funds
100 General Fund Capital Projects Funds
500 Capital Projects-Pay as You Go
200 Debt Service Fund 501 Certificates of Obligation
503 Certificates of Obligation 2006
Special Revenue Funds 506 General Obligation 2009
305 Hotel/Motel Occupancy Tax 507 General Obligation 2020
310 Municipal Court Security 508 Certificates of Obligation 2020
315 City Wide Donation 509 General Obligation 2021
320 Court Technology 511 PEDC Projects
325 Street Assessment 512 Certificates of Obligation 2021
330 Park Donations 513 General Obligation 2022
331 Tree Trust 515 Certificates of Obligation 2020 TIRZ
332 Parks Financial Assistance Donations 516 Certificates of Obligation 2021 TIRZ
335 Police State Seizure 517 Certificates of Obligation 2022
336 Police Federal Seizure 518 Certificates of Obligation 2022 TIRZ
337 Community Safety Fund 519 General Obligation Series 2023
340 Parks&Recreation Development 520 Certificates of Obligation Series 2023
345 Sidewalk Fund 521 Drainage Fund
346 Drainage and Maintenance Fund 522 General Obligation Series 2024
350 Grant Fund 523 Certificates of Obligation Series 2024
351 CDBG Grant Fund 524 TIRZ Certificates of Obligation Series 2023
360 Traffic Impact Improvement 525 TIRZ Certificates of Obligation Series 2024
365 Truancy Prevention and Diversion 526 General Obligation 2025
366 Municipal Jury Fund 527 Certificates of Obligation 2025
370 Municipal Channel(PEG)Fund
380 Regional Detention Fund
514 Infrastructure Reinvestment Fund
Additional Funds
Enterprise Funds Proprietary Funds
Water/Sewer Capital Projects Funds 600 Water Sewer Fund
550 W/S Impact Fee Fund 601 Water Sewer Debt Fund
551 Water Impact Fee Fund 610 Solid Waste Fund
552 Waste Water Impact Fee Fund
565 Revenue Bonds 1999&2003 Internal Service Funds
566 Revenue Bonds Series 2020 700 Risk Management Fund
567 TWDB Revenue Bonds Series 2020 702 Medical Self Insurance Fund
568 Revenue Bonds Series 2021 703 Motor Pool Fund
569 Revenue Bonds Series 2022 704 Facilities Fund
570 Water&Sewer Pay as You Go Fund 705 Information Technology Fund
571 TWDB Revenue Bonds Series 2021 706 Capital Fund
572 TWDB Revenue Bonds Series 2022
573 TWDB Revenue Bonds Series 2023 Component Units
574 Revenue Series 2023 900 Economic Development Fund (PEDC)
575 MUD 4 Capital Program
576 WS Certificates of Obligation Series 2024
577 WS Certificate of Obligation Series 2025
City of Pearland I FY2025 Adopted Budget Page 27
Basis of Budgeting
The financial information presented in this budget is similar to information presented in previous budget documents. The accounting and financial
treatment that applies to a fund is determined by its measurement focus.All governmental funds are accounted for using a current financial resource
measurement focus.
Governmental Funds
The governmental fund types use the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are
budgeted when they are measurable and available and expenditures are budgeted in the period in which the liability is incurred,which is
in accordance with Generally Accepted Accounting Principles. "Measurable"means the amount of the transaction can be determined and
"available" means the collectible period.The City considers the majority of its major revenues as available when collected. Expenditures
are recorded when the related fund liability is incurred. Principal and interest on general long-term debt are recorded as liabilities when
due.
Those revenues susceptible to accrual under the modified accrual method are property taxes and other taxes, intergovernmental
revenue, and interest revenue. Licenses and permits, including fines and forfeitures revenues, are not susceptible to accrual because
generally they are not measurable until received in cash.
The fund balance approach of governmental funds or working capital approach can be identified as current assets fewer current
liabilities. Governmental funds budget capital outlays as expenditures, but do not budget for non-cash expenditures such as accruals for
sick and vacation liabilities and depreciation.
Proprietary and Internal Service Funds
The Water and Sewer Enterprise Fund, Solid Waste Fund, and Property Insurance Fund are budgeted using a flow of economic resources, which is
similar to the accrual basis of accounting,with exceptions listed below.Available balances are determined using the cash equivalent approach:cash +
investments+accounts receivable+prepaid expenses—accounts payable=cash equivalent available.
Basis of Budgeting and Accounting
o Revenues are budgeted in the period they are earned and measurable,
o Expenses are budgeted in the period in which the liability was incurred,
o Depreciation of assets is not budgeted,
o Capital outlay is budgeted as an expense in the year purchased,
o Principal payments are budgeted as an expense rather than a reduction to the liability,
o Proceeds from bond sales are budgeted as revenue,and
o Transfer of bond proceeds to the Capital Projects Fund is budgeted as an expense
Basis of Accounting
The accounting and financial reporting treatment applied to a fund is determined by its measurement focus.All governmental and fiduciary funds are
accounted for using the modified accrual basis.Revenues are recognized in the accounting period when they are measurable and available.Revenues
subject to accrual include interest income and charges for services. Expenditures are recognized in the accounting period in which the liability is
incurred, if measurable.Capital outlays are recorded as additions to fixed assets at fiscal year-end and the cost of those assets are depreciated over
their estimated useful lives for the government-wide financial statements.
All proprietary funds are accounted for on an accrual basis. Revenues are recognized in the period in which they are earned and become measurable
and expenses in the period in which they are incurred and measurable. Proprietary funds also record depreciation and amortization. Payment of
principal is recorded as a reduction to the long-term liability.
� City of Pearland I FY2025 Adopted Budget Page 28
Government-Wide Financial Statements (GASB-34)
The City of Pearland fully implemented government-wide financial statements with the year ended September 30, 2007. The government-wide
statements present information about the City in a manner similar to those used by private sector companies.These statements,which can be found in
the City's Annual Comprehensive Finance Report, include all assets and liabilities on an accrual basis of accounting,which is similar to the basis of
accounting used by most private sector entities.The City has realized no impact to the annual budget based on the new reporting model.
Budget Procedures
The budget process begins with the distribution of budget instructions to the department heads. Each department receives instructions for its
respective operations,personnel requirements,and capital outlay.The budget worksheets used in the budgeting process contain:2-prior year actuals,
current year original budget, current year amended budget, current year actuals to date, current year projected expenditures, next fiscal year base
budget,and next fiscal year supplemental request,for a next year total request.This financial information is to be used by the department heads as a
guide to complete the proposed budget.It is assumed that the prior year's financial needs are responsible indicators of future base financial needs and
the budget is projected on this basis.
This budget was developed based on zero base budgeting.Supplemental requests for capital,annexation,growth and development or other items that
do not fit within normal operating budgets are requested and justified separately. Upon completion of the proposed budget,department heads submit
their budget request to the Budget Office for review,after which the budget is submitted to the City Manager for review and approval.The City Manager
meets with his direct reports to discuss and make adjustments where needed.
The Budget Office prepares the revenue budget,with review by appropriate departments, Director of Finance and City Manager. Property tax revenue
is budgeted using data provided in the preliminary or certified tax rolls received from the Brazoria, Fort Bend and Harris County Appraisal Districts.All
other revenues are budgeted with the use of comparative financial information provided by the prior year's actual revenue, current year estimated
revenue,and known factors that may affect receipt of revenue.
Budget Procedures
The City Manager and Director of Finance then submit a balanced budget of expenditures and revenues to the City Council for review
through a series of budget workshop sessions.
The following procedures are followed for formal adoption of the budget:
1.The City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the following October 1,
which must be adopted by the last regularly scheduled Council meeting in September. The operating budget includes proposed
expenditures and the means of financing them.
2. Public notices and hearings are conducted pursuant to state law.
3.The budget is legally enacted through passage of an ordinance.
4.The legal level of control is the total approved budget for each fund.
5.All funds are included in the budget development process and submitted to the Council for adoption each year and are monitored
by department administrators and budget analysts during the year.
6.These funds include the General Fund, Capital Improvement Fund(s), Special Revenue Funds, Debt Service Funds, Water and
Sewer Fund,Solid Waste Fund, Internal Service Funds,and the Economic
7. Development Corporation Fund.
8.Operating fund appropriations lapse at year-end.
9.See the Peadand City Charter, Article 8, in the Appendix section for further budget procedures and rules for the adoption of the
budget.
� City of Pearland I FY2025 Adopted Budget Page 29
Procedure ForAmending the Budget
EMERGENCY APPROPRIATIONS
At any time in any fiscal year,the Council may make emergency appropriations to meet a pressing need for public expenditure,for other than regular
or recurring requirements,to protect the public health,safety or welfare.Such appropriations shall be by ordinance adopted by the majority vote of the
Council members at one special or regular meeting.
TRANSFER OF APPROPRIATIONS
At any time during the fiscal year, the City Manager may approve an amendment to the budget that transfers part or all of any unencumbered
appropriation balance among programs within a department, division, or office, upon written request by department heads. The City Council must
approve any budget amendments that increase or decrease the appropriation for any fund.
Please see Appendix for additional information regarding the City's Financial Policies
� City of Pearland I FY2025 Adopted Budget Page 30
Financial Policies
The City's Financial Policies are reviewed on an annual basis as part of our commitment to transparency and the regular audit process.Current
Financial Policies are available for viewing on the web version of the FY25 Budget Book.The date of the last revision is September 2024.
In addition to the Financial Policies,the City Charter pertaining to Finance is also attached.
All attachments are viewable through the website version of the adopted budget. I
� City of Pearland I FY2025 Adopted Budget Page 31
Budget Timeline
The City of Pearland begins planning for the annual budget process in January of the current fiscal year. From there, city-wide participation
is encouraged throughout the process. Budget entry is opened for current fiscal year projections as well as the upcoming fiscal year. The
amendment for the current fiscal year budget is presented in June,with the proposed budget for the upcoming fiscal year being delivered to
the Council on the first Friday in August. The City Manager's presentation of the proposed budget takes place at a workshop the following
weekend. The annual Capital Improvement Plan and Budget are adopted in September prior to the start of the fiscal year on October
1,2024.
All public meetings are advertised on the cities website in advance of the meeting, with a full agenda available beforehand. Notification of
public hearings is published online and in local newspapers.A budget development[page was created and all public meetings, responses
to budget questions,and documents were shared on the site in order to be accessible to the public.
•-----------------------
Budget opens for entry of FY24 Projections and FY25 Departmental budgets.
Budget entry closes.All budgets and supplemental requests submitted.
Special Council Meeting:Early Budget Input
04
Budget Meetings take place from April 17th until May 3rd.
0-----------------------
Council Workshop:Comprehensive CIP Update Series workshop
Council Meeting:First Reading of FY24 Budget Amendment#2-Projections
04
Council Meeting:Second Reading of FY24 Budget Amendment#2
FY25 Proposed Budget Submitted to City Council
•--------------------------
Council Workshop:Budget Discussion#1
Council Meeting:Vote on Proposed Maximum Tax Rate
2024
Council Workshop:Budget Discussion#2
City of Pearland I FY2025 Adopted Budget Page 32
.26,2024
Council Meeting:Budget Discussion#3
-------------------------- Aug 2024
Notice of Public Hearing on Tax Rate published in the newspaper.
�------------------------- Sep• 2024
Council Meeting:
Budget Public Hearing,
First Reading of FY25 Budget,
First Reading of Tax Rate,
First Reading of Non-Development Fees
FY25 CIPAdoption by Resolution
•-------------------------- -. 18,2024
Notice of Tax-Rate Public Hearing Published.
2024
Council Meeting:
Tax Rate Public Hearing,
Second Reading of FY25 Budget,
Second Reading of Tax Rate,
Second Reading of Non-Development Fees
-------------------------- Oct 1,2024
Fiscal Year 2025 begins.
City of Pearland I FY2025 Adopted Budget Page 33
BUDGET OVERVIEW
� City of Pearland I FY2025 Adopted Budget Page 34
Strategic Plan
On Saturday, February 24,2024, City Council met for a Strategic Visioning Retreat with a third-party facilitator, Patrick Ibarra of the Mejorando
Group,alongside the City Manager's Office, City Attorney,and department directors. FY23 accomplishments were reviewed in addition to what
is in progress for FY24, Council members were invited to share their desired legacy for their time on Council, existing strategic priority
milestones were reviewed in addition to a robust discussion on the Whole Community strategic priority.
Each strategic priority was reviewed as part of the retreat, which included the elimination or realigning of certain milestones, grouping similar
milestones together, and the creation of a few new milestones. Additionally, no consensus was reached during the discussion on Whole
Community.Staff was tasked with generating some options for this strategic priority,which are introduced below.
The City Council adopted Strategic Priorities and Milestones to create a clear connection between community priorities, the budget, and the
daily operations of the City of Pearland.As we begin planning for the FY25 budget year,departmental initiatives and supplemental requests will
be linked to Strategic Priorities and associated milestones.
Trusted Government
Delivering transparent, high quality,and accessible city services by developing cutting-edge solutions,engaging with the community,and
continuously improving our capabilities
Strong Economy
Developing and investing in an attractive community that allows talent,entrepreneurs,and businesses to thrive for generations to come by
supporting stable,steady growth,and unending opportunities
Safe Community
Making Pearland a welcoming place by ensuring a safe environment and providing efficient Public Safety services for residents,businesses,
and visitors
Sustainable Infrastructure
Building quality of life on a well-planned and maintained foundation of essential water,transportation,flooding infrastructure,appealing
amenities,and long-term value.
Resilent Finances
Providing long-term community value through trusted stewardship and responsible financial management
Connected Community
Fostering a diverse and unified community with events,amenities,and public and private spaces that bring people together
� City of Pearland I FY2025 Adopted Budget Page 35
Short-Term Factors
Many of the short-term factors that impact this budget and future years are discussed in the Transmittal Letter.Additional short-term factors are
considered through the mulit-year forecast available in the next section.
The Office of Management and Budget established for fiscal year 2025 is in the process of developing mid-term financial planning,which is a
more thoughtful and metric driven approach to reviewing the short-term factors that can impact the City of Pearland going forward over the next
1-3 years.
FY 2024 Accomplishments
Throughout fiscal year 2024,much has been accomplished and should be recognized.By strategic priority we have accomplished the following:
Trusted Government
Implementation of CityWorks PLL in progress
2040 Comprehensive Plan
Strong Economy
Continuing implementation of the Pearland Prosperity Plan
Old Town Revitalization Study initiated
Safe Community
Evaluation of PD/FD joint dispatching center in progress
Nearing completion of traffic signal pre-emption
Improving emergency preparedness
Sustainable Infrastructure
Pearland Water Customer Portal implementation
Nearing completion on the Surface Water Treatment Plant
Resilient Finances
Creation of the Office of Management&Budget
Completed Financial analysis of in-City MUDS
Connected Community
Development of organization wide customer service standards in progress
Roadmap for overall customer service and citizen engagement initiated
Updated athletic field usage and rental policies
Changes from the FY25 Proposed Budget
The budget is presented by the City Manager to Council in early August.Through a series of 3 workshops with City Council in August some
modifications were made.
o The Water/Wastewater rate change that was proposed at 8%was adopted at a 7%rate change.
- Reflected in the Enterprise Fund Summary,multi-year rate model.
o The Pearland Economic Development Corporation was originally proposing to sell debt in FY25.Through the budget discussions the
decision to issue no debt.
- Reflected in the PEDC fund summary,and the PEDC multi-year forecast.
� City of Pearland I FY2025 Adopted Budget Page 36
Priorities & Issues
Moving forward,we are focused on our Strategic Priorities and their associated milestones,fundamental services,and our greatest asset(our
proud personnel)to realign our future within the context of our current situation to build this budget.This document describes the budgetary
work plan to realign our revenues with expenditures following the tax valuation error and leverage existing resources for maximum efficiency to
build future resiliency within our finances as well as our infrastructure.
o Aconcerted,intentional focus on improving customer service across all departments and platforms. FY23 included a migration to an
updated Cisco call center application that will facilitate moving to a 311 Call Center in the future.The next step included in the FY24
budget is to develop a business plan for implementation.
• Drive future growth through redevelopment and reinvestment in older areas of the community.Via resolution,the PEDC budget will now
include a specific goal of dedicating 20%of the budget to recapitalize infrastructure in the older parts of town.Additionally,an Old Town
Master Plan is funded by the PEDC.The study will include an analysis of the housing,infrastructure,public spaces,parks,streetscape,
neighborhood amenities,and commercial development,within the Old Town area to create an achievable and realistic redevelopment
plan.
o Increase the Drainage Maintenance Fund by adding an additional$125,000 as originally called for the Council Resolution.The funds will
address our need for a stormwater inspector to meet the state requirements for Municipal Separate Storm Sewer System(MS4)permit
and provide additional contracting capacity for ditch cleaning and street sweeping.
o Significant gains on our large Fire apparatus replacement by adding(2)pumpers and one(1)ladder truck.
o Evaluating and developing a long-term plan to consolidate our Fire and Police dispatching to positively impact internal efficiencies and
response times.
o Addition of(2)Police Officer positions plus(2)patrol vehicles to address rising response times.
o Improving emergency preparedness by including an on-site All Hazards Type 3 Incident Management Team course.
City of Pearland I FY2025 Adopted Budget Page 37
Personnel Changes
Fiscal Year 2025 Adopted
Full-Time Positions Part-Time Positions
FY23 FY24 FY25 FY23 FY24 FY25
Amended jAmencled Change dopted Amended Mended Change dopted rand Total
General Government
City Manger 6.0 7.0 1 8.0 0 3.00
City Secretary 4.0 5.0 1 6.0 2 1 1 3.50
Office of Management and Budget 0.0 0.0 5 5.0 0 0 5.00
Finance 18.0 16.0 1 15.0 2 2 2 16.00
Utility Customer Service 27.0 29.0 4 25.0 1 1 1 5.50
Human Resources 10.5 12.5 1 13.5 1 1 14.00
Human Resources-Risk Management 0.5 0.5 0.5 0 0.50
IT 21.0 22.0 1 23.0 0 23.00
Legal 7.0 7.0 0 7.0 1 1 7.50
General Government Total 4.0 99.0 4.0 103.0 0 6 106.00
Public Safety
Fire-Admin 10.0 11.0 11.0 2.0 2.0 2.0 12.0
Fire Training 3.0 3.0 3.0 0.0 3.0
Fire Operations" 135.0 138.0 139.0 33.0 26.0 26.0 152.0
Fire Marshal 6.0 5.0 1.0 5.0 1.0 2.0 2.0 6.0
Fire Code Enforcement 8.0 8.0 8.0 0.0 .0
Office of Emergency Management 3.0 3.0 3.0 0.0 3.0
Police-Admin 12.0 13.0 13.0 0.0 13.0
Police Patrol 120.0 118.0 121.0 0.0 121.0
Police-Investigations 32.0 33.0 3.0 34.0 0.0 34.0
Police-Community Services 12.0 9.0 1.0 9.0 0.0 9.0
Police-Communications/Records 33.0 32.0 32.0 4.0 4.0 4.0 34.0
Police-Jail 17.0 21.0 21.0 0.0 21.0
Police-Commercial Vehicle 2.0 2.0 2.0 0.0 2.0
Police School Resource 11.0 12.0 12.0 0.0 12.0
Police-Animal Services 12.0 12.0 13.0 1.0 1.0 13.5
Police-Training Academy 0.0 2.0 1.0 2.0 0.0 .0
Public Safety Total 16.0 422.0 6.0 428.0 0.0 5.0 0.0 35.0 5.5
Public Works
Traffic Management 6.0 6.0 3.0 9.0
Engineering 12.0 12.0 12.0 12
Capital Projects 16.4 15.0 3.0 18.0 18
Public Works Administration-GF 6.5 12.0 12.0 12
Public Works Administration-W&S 9.2 0.0
Facilities 9.7 9.0 9.0
Fleet Maintenance 8.2 7.0 7.0
Streets 9.0 9.0 5.0 14.0 14
Drainage Maintenance 13.0 14.0 1.0 15.0 15
Grounds Maintenance(ROW)-GF 7.0 7.0 3.0 4.0
Grounds Maintenance(ROW)-EF 7.0 7.0 7.0
Utilities-Admin 0.0 10.0 2.0 12.0 12
Lift Stations 7.0 7.0 7.0
Meter Services 3.0 0.0 0.0
Wastewater Treatment 14.0 14.0 3.0 17.0 17
Water Production 20.0 20.0 20.0 20
Distribution and Collections 40.0 40.0 40.0 40
Environmental Services .0 7.0 7.0
Surface Water Plant 13.0 13.0 13.0 13
City of Pearland I FY2025 Adopted Budget Page 38
Public Works Total 08 209 14 223 23
Community Services
Municipal Court(all) 11.5 11 11 1 0 0 11
Communications 7 7 7
Community Development-Admin 2 3 3
Planning 9 6 6
Permits and Inspections 11 10 10 10
Development Services 6 7 7
Community Services Total 46.5 44 0 44 1 0 0
Parks
Parks-Admin 8 11 11 11
Parks 24 28 28 28
Recreation* 3 3 3 14 14 2.14 16.14 11.07
Natural Resources 3 3 3
Athletics 2 2 2 6 6 2 8
Aquatics- 3 7 7 28 20 20 17
Special Events 3 3 3
Senior Programs 3 3 3 3 3 3 4.5
Recreation Operations" 6 6 6 27 1 21 16.5
Parks&Recreation Total 155 66 0 66 5 1 �4.114 68.14 100.07
Other Funds
Economic Development 7 7 1 8 0 0
CVBIVisit Pearland 3 3 1 4 1 1 0 1 4.5
Other Funds Total 10 10 2 12 1 1 0 1 12.5
LL FUNDS
General Fund Total 619.9 640.5 21.0 661.5 130 111 4.14 108.14 715.57
Enterprise Fund Total 147.2 147.0 1.0 148.0 10 1 0 1 148.5
Internal Service Fund Totals 39.4 38.5 1.0 39.5 3 0 0 0 39.5
Drainage Maintenance 13.0 14.0 1.0 15.0 6 0 0 0 15
Other Totals 10.0 10.0 2.0 12.0 20.0 1 0 1 12.5
Grand Total 29.5 850 26 876 169 113 4.14 110.14 31.07
� City of Pearland I FY2025 Adopted Budget Page 39
FY2025 Funded New Positions by Fund/Division
Fund/Division Position Title Net FTE Change
General Fund
CMO-Admin Chief Customer Experience Officer 1.0
City Secretary Records Analyst 1.0
Human Resources HR Business Partner 1.0
Police-Patrol Police Officers 3.0
Police-Investigations Crime Scene Supervisor 1.0
Police-Animal Services Animal Control Officer 1.0
Fire-Operations EMS Clinical Manager 1.0
EPW-Capital Projects Senior Project Manager 1.0
EPW-Capital Projects Project Manager 1.0
EPW-Capital Projects Project Coordinator 1.0
EPW-Streets Utility Maintenance Worker 5.0
Parks&Recreation-Recreation Camp Counselor(7 Seasonal) 1.5
Parks&Recreation-Recreation Camp Coordinator's(2 Seasonal) 0.64
Parks-Athletics Recreation Attendants(4 PT) 2.0
General Fund Total 21.14
Visit Pearland
Visit Pearland Arts Administrator 1.0
Visit Pearland Total 1.0
Drainage Maintenance
EPW-Drainage Maintenance Supervisor 1.0
Drainage Maintenance Total 1.0
Pearland Water
Utilities-Administration Deputy Director of Utilities 1.0
Utilities-Administration Asset Realiability Manager 1.0
Utilities-Wastewater Instrumentation Technician 1.0
Utilities-Wastewater Utility Mechanic 2.0
Pearland Water Total 5.0
Information Technology
IT Cyber Risk&Intelligence Specialist 1.0
Information Technology Total 1.0
PEDC
PEDC Director of Redevelopment 1.0
PEDC Total 1.0
Grand Total 30.14
City of Pearland FY2025 Adopted Budget Page 40
General Fund Highlights by Strategic Priority
Funding Highlights by Strategic Priority General Fund
The purpose of this section is to highlight the high-impact investments proposed in this budget and their impact on the General Fund. For a full
list of all funded Supplemental Requests, please see the FY25 Funded Supplemental Requests by Strategic Priority" section on subsequent
pages.
Trusted Government
Records Analyst—City Secretary-$14,000
A Records Analyst is crucial for enhancing the efficiency of the City's Records Management(RM)Program.This position will ensure compliance
with record retention policies, streamline document retrieval processes, and support the overall transparency and accountability of the City's
operations. The Records Analyst will also enhance decision-making, by ensuring timely access to critical information and aiding various
departments in achieving their objectives. Improving the records management process and sustaining a healthy RM Program aligns with the
foundational strategic priority of Trusted Government.The start date for this position is projected to be October 1,2024,allowing us to integrate
this role into our existing workflows and deliver immediate benefits to the City.All but$14,000 of this position is offset by eliminating our existing
reliance on contracted Records Management services.
Safe Community
Police Officers(3)—Police-Patrol-$515,206
In addition to leading indicators of 90th percentile response times, citizen calls for service, and Part 1 crimes, analysis showed the build-out of
Massey Oaks will have a 3-officer impact on staffing.An annexation of Avalon Terrace would have a 2-officer impact and development near
SH288 and BW8 will have a 2-officer impact.The department is striving to increase patrol staff allocated to 19 officers per shift.Currently PD is
allocated 3 short of this goal.Adding the 3 officers to patrol will help stabilize call volume per officer and response times within patrol.These
positions are funded beginning in April 2025.
Animal Control Officer—Police-Animal Services-$175,620
The new Shari D. Coleman Animal Shelter and Adoption Center opened in November 2022 with a capacity approximately three times the
number of animals as the previous shelter.As indicated on the CIP,the department requested 4 personnel to help with the anticipated increase
on workload but received one of the four needed. The shelter consistently operates at or near full capacity, which shifts the focus almost
exclusively to animal care.This leaves little staff time to address proactive field work, respond to citizen calls, perform investigations, and take
part in efforts to increase outreach and adoptions.The unit has experienced extreme turnover as a result of doing overtime work in the shelter
with other Department personnel and contract personnel.The addition of another Animal Control Officer should help the unit stabilize over time.
Crime Scene Supervisor—Police-Investigations-$183,413
Pearland PD was the first agency in Brazoria County to hire non-certified professional crime scene investigators. The crime scene unit is
currently supervised by a Sergeant.The Police Department has planned for the transition to professional staff in this area since the Berkshire
Study.The supervision of this unit does not require a certified police supervisor.Moving toward a professional staff Crime Scene Supervisor will
allow for career progression,save money in this particular area of supervision,and ensure a supervisor is present who has experience in crime
scene investigation.
The Sergeant position that currently supervises this unit will transition to leading a Narcotics Unit. The Police Department does not currently
have a Narcotics Unit, something very rare for an agency of our size. Within the last year, the department is taking on average one death
investigation a month related to Fentanyl overdoses. Pearland in fact,was the first agency in Brazoria County to file a homicide charge related
to one of these deaths. The department has received over 30 web-based complaints alleging drug houses and arrests for narcotics have
increased over 25%in the last 3 years. In just the last 2 years, regional narcotics task forces who only spend a fraction of their time in Pearland
have seized 6 pounds of Fentanyl,51 pounds of Cocaine, 113 pounds of methamphetamine,9 pounds of heroin,500 gallons of Promethazine,
1,333 pounds of marijuana,35 firearms,over$1 million in cash/property,and over 100,000 pills.We have a drug problem in Pearland,like other
communities, but we have no dedicated staff to address this. The addition of the Crime Scene Supervisor will allow us to reallocate the
Sergeant to lead a Narcotics unit and begin to directly affect this problem.
EMS Clinical Manager—Fire-Operations-$94,993
The Pearland Fire Department has seen an increase in calls for service and EMS providers to evaluate, train, and monitor in the quality
assurance/quality improvement process. Currently,the field training officers and Captains review and approve over ten thousand EMS records
every year. The clinical manager would be instrumental in managing that program along with several other programs, including protocol
development and implementation, Regional Advisory Council participation,and incorporating the lessons learned from quality assurance/quality
improvement into our training program.The forward momentum continuing the Pearland Fire Department's status as a premier and exemplary
EMS provider has proven to be an essential duty which the department sees as necessary to uphold. Funding the EMS Clinical Manager
position in our EMS program would better position our department for continued upward success. The requested position would allow the
� City of Pearland I FY2025 Adopted Budget Page 41
Division Chief- EMS to be able to focus on strategic level EMS oversight. Under the direction of the Division Chief- EMS and the Medical
Director,the EMS Clinical Manager would deliver increased results through thorough quality assurance programs and EMS training initiatives to
staff,thus improving our EMS service within the community.This position would be funded and staff in April 2025.
Sustainable Infrastructure
Project Management Team(3 FTE)-EPW-Capital Projects-$0
With the current workload of 100+ projects in various stages, the need to have appropriate staffing levels to effectively deliver projects is
paramount. The target workloads are 6-8 projects per Project Manager, and 3-5 projects for Senior Project Managers, allowing Senior Project
Managers time to mentor and train Project Managers and Project Coordinators within their respective teams. Project Managers currently
manage 12+projects in various stages,from design to completion.The current turnover rate within the Capital Projects Division is attributable
to extraneous demands of managing 12+projects throughout the projects'life cycle. Directly related impacts include delays to project timelines,
reduced levels of detailed project involvement, inability to maintain or improve training/development, and inefficient project delivery and
management overall.The large volume of projects has forced both the Assistant Director and the Director to manage several key projects due
to the current staffing levels within the Division.The request for an additional project team allows the Director to remove himself from day-to-day
project management activities and refocus on higher performance tasks for the department. It would also allow time for succession planning
and dedicated leadership development to each of the divisions. To provide a phenomenal workplace for team members and sustainable
infrastructure for the community,the Capital Projects division must be able to recruit and cultivate a high performing team by having a minimum
staff level to allow for a maximum project count per team member,allowing the division to not only maintain workloads but excel and innovate to
deliver extraordinary service. These positions are cost neutral and are funded via transfers from active Capital Improvement Funds to the
General Fund to reimburse for staff time and effort.
Street Maintenance Team(5 FTE)-Public Works-Streets-$267,193
The City's pavement network has developed quickly over time,with 980 miles of streets and 617 miles of sidewalk in its inventory.An increase
of 70% in each since 2006. However, the staffing for the maintenance of the street network has remained static during the same period. The
recently completed Road Condition Assessment recommends an investment of$5.97M annually for the next five years to maintain the current
network Pavement Condition Index of 74. Meeting those funding goals will enable rehabbing and reconstructing our road network, but we
currently do not conduct any maintenance other than pothole filling to preserve and extend the life of the rehabilitated or reconstructed
roadways. To fill that service gap, the proposed team, comprised of five(5)utility maintenance workers will provide preventative maintenance,
crack sealing,and rapid deployment of pothole repair service for our asphalt streets.In addition to being vital maintenance practices intended to
extend the life of the street infrastructure, these new services align with City Council Strategic priority of sustainable infrastructure and safe
community. Should the crew not be funded, the overall PCI of our roads will continue to deteriorate and the integrity of the road will decline
beyond a point where maintenance activities can be corrected, ultimately leading to full reconstruction at an increased cost to the community.
These positions will start in April 2025.
Connected Community
Chief Customer Experience Officer—City Manager's Office-$120,316
The Chief Customer Experience Officer enhances our commitment to creating positive, proactive, and productive customer experiences. The
need for this role is directly tied to the Trusted Government and Connected Community Strategic Priorities,while also supporting the other four
Strategic Priorities.The Chief Customer Experience Officer will define the City's customer service identity and also implement the business plan
related to the city's customer service initiative, ensuring alignment of touchpoints and expectations across the organization.The primary focus
of this position is to improve the Customer Experience for all City of Pearland customers(internal and external)and stakeholders to ensure that
common customer service goals,trends,and concerns are set and addressed at an organization wide-level. Doing so will allow us to maximize
our communication tools to identify opportunities for innovation, efficiency, and consistency across a common customer service team to ensure
full cycle customer support is maintained at or above standards.The anticipated start date for this position is January 2025.
West Pearland Summer Camp Program-Parks-Recreation-$0
Pearland Parks& Recreation has the opportunity to collaborate with Harris County Pct. 1, utilizing Tom Bass Park to expand our summer day
camp program. While the space is available, funding for staffing, transportation, fields trips, and supplies is required to accommodate the
expansion.This initiative will address the growing waitlist,currently averaging 45-50 residents per session,and allow more children(ages 6-10)
to experience our popular and high-quality camp. The projected costs for transportation, supplies, and staffing total $99,912. The expanded
camp program is expected to generate an additional$100,000 in revenue,achieving 100%cost recovery.
Recreation Attendant—Parks&Recreation-Athletics-$0
� City of Pearland I FY2025 Adopted Budget Page 42
To effectively address the rapid growth in Pearland's athletic complexes, programming, and facility demand, and implement the proposed
athletic policy changes presented to City Council in April 2024, Parks & Recreation is requesting six part-time recreation attendants in two
phases.The proposed FY 25 budget includes a request for four of the six new recreation attendants,with the remaining two positions to be later
based on facility demand.These recreation attendants will be on site for rentals,programs,and other athletic field usage.Currently, Recognized
Sports Associations (RSAs) have unlimited field access with minimal oversight. The new field utilization hourly reservation model, which is
projected to significantly increase revenue,will require staff to verify rental permits, monitor use and provide customer service.The presence of
athletic field recreation attendants will:
o The 2024 summer camp program sold out in 3 minutes.
o The camp wait list averages 40-50 campers per session.
o The expansion provides an opportunity to extend camp programming to the west end of the community.
o By offering more children the chance to enjoy our high-quality programs,we reinforce our reputation as the leading provider of enriching
and enjoyable camp experiences in the community.
o Additional camp opportunities contribute to children's personal development, fostering skills such as teamwork, leadership, and
resilience.
o The program anticipates 100%cost recovery.
o Increase revenue potential from hourly rentals
o Reduce facility damage due to staff oversite
o Decrease calls for law enforcement regarding disturbances over field space
o Enhance customer service
� City of Pearland I FY2025 Adopted Budget Page 43
Other Fund Highlights by Strategic Priority
Other Fund Highlights by Strategic Priority
The purpose of this section is to highlight the high-impact investments proposed in this budget and their impact on the various funds. For a full
list of all funded Supplemental Requests, please see the FY25 Funded Supplemental Requests by Strategic Priority" section on subsequent
pages.
Strong Economy
SH 35 North Main Business Park—PEDC
Public-private partnership for a redevelopment opportunity on the southwest corner of SH 35 and McHard Road to increase economic activity
on the corridor that meets multiple initiatives of the Pearland Prosperity community strategic plan and the SH 35 Redevelopment Strategy.The
site will have multiple flex light manufacturing buildings with approximately 250,000 total square feet.The site currently has an assessed value
of$1.68 M with no employment, and when fully developed,would have an estimated property tax base of$34.91VI with 165 direct jobs. PEDC
will assist in construction of public infrastructure and site improvement costs of$2.3M.
Lower Kirby Infrastructure—PEDC
Maintaining an inventory of suitable industrial and commercial sites is a prerequisite for most competitive economic development projects that
create new jobs and private capital investment to expand the City's tax base. The Lower Kirby area is a significant potential growth area for
attracting private capital investment and new primary jobs. $2.8M is budgeted in FY25 for multiple projects to facilitate development in Lower
Kirby, including the continued expansion of the regional detention system, realignment of White Road and engineering and design for Hooper
Road phase II and West Fruge reconstruction.
Industrial Drive—PEDC
City Council and PEDC approved resolutions in 2023 committing 20% of PEDC sales tax revenue to targeted redevelopment areas of the
community to recapitalize existing infrastructure. Reconstruction of Industrial Drive is included in PEDC's FY25 budget for$5.OM along with
funds to begin engineering design for additional construction projects in FY26 and FY27. This project will improve the infrastructure and
drainage for the existing businesses on Industrial Drive and facilitate the expansion of an additional tax base.
Director of Redevelopment-PEDC- $133,884
The Pearland Prosperity community strategic plan discusses that quality of place improvements will be crucial to maintaining Pearland's status
as a community of choice within Greater Houston.Among the many possible"place" upgrades discussed during the stakeholder engagement
process and subsequent meetings with Pearland's leaders, no issue received stronger support than the desire to revitalize the Old Town.
Successful redevelopment of the Old Town area would have the potential to create an activity hub that is differentiated from other nearby
entertainment, dining, and cultural options. PEDC proposes a staff position to support the implementation of the Old Town Revitalization plan
along with other aspects of the Pearland Prosperity update, including retail attractions and the various redevelopment and infill development
recommendations.
Safe Community
New Fire Truck for Station 7-Motor Pool Fund$2,697,767
With the opening of Firehouse 7 in FY27, the department will be adding a ladder company to that area of the city.With current lead times on
large fire apparatus, the ladder truck must be ordered in FY25. PFD looked at the hazards of the city and its growth and needs another aerial
ladder for the city and the east side.This is to meet the growing future needs of the eastern and southern sides of the response district.
Replacement Ambulance-Motor Pool Fund$620,000
The Fire Department, along with the Fleet and the City Manager's office,developed a vehicle replacement plan to improve the condition of the
Fire Department fleet for the long term. This plan included specifying that medic units would have a life of five years frontline and 5 years
reserve and then be replaced. PFD would replace 2 units every other year or one every year to keep on the plan.This unit will replace TL 165.
This unit is an eleven-year-old ambulance and is past its useful life and requires increased maintenance. We will purchase one unit this year
with loose equipment and technology included,along with an extended warranty and service plan.
New CID Vehicles-Police-Investigations-Motor Pool Fund$480,000
� City of Pearland I FY2025 Adopted Budget Page 44
The City has benefited from the Police Department take-home program for over 30 years.The program eligibility was standardized in 2018 and
codified in the Employee Handbook. The police fleet inventory has not kept pace with the number of officers and assignments eligible for
vehicle assignments.An evaluation was completed of all vehicle assignments,and the department would need an additional 12 marked police
units and 8 unmarked police units, to include enough spares for when vehicles go down.This supplemental is meant to address the 8 needed
unmarked police units.
Sustainable Infrastructure
Asset Reliability Team-(4 FTE)—Enterprise Fund$421,575
To safeguard and extend the life of Pearland's water and wastewater infrastructure, Pearland Water is launching a comprehensive Asset
Reliability Program. This initiative will require adding 1 Instrument Tech, 2 Plant Mechanics, and an Asset Reliability Manager. The Asset
Reliability Manager will oversee the program,focusing on strategic planning, execution, and oversight to improve the reliability, efficiency, and
regulatory compliance of our infrastructure. The program aims to ensure the longevity of newly commissioned facilities and optimize the
performance of existing ones,thereby sustaining the essential services provided to our community.
o Instrument Tech: Responsible for the installation, calibration, and maintenance of instrumentation and control systems. Their work is
crucial for ensuring accurate measurements and reliable operation of monitoring equipment, directly impacting the efficiency and
compliance of the water and wastewater facilities.
0 2 Plant Mechanics: Will manage the maintenance and repair of mechanical systems within the plants. Their expertise will help address
wear and tear issues, prevent breakdowns, and ensure smooth operation of all machinery, which is vital for maintaining operational
reliability.
o Asset Reliability Manager: Will lead the Asset Reliability Program, focusing on strategic planning, execution, and oversight. This role
includes developing and implementing maintenance strategies, conducting reliability assessments, and ensuring regulatory compliance.
Their leadership will be essential in integrating best practices and optimizing the performance of both new and existing facilities.
Cyber Risk&Intelligence Spec.—Information Technology—IT Fund$113,609
Risks to the City's technology investments and the data it is custodian continues to grow each year. The position of Cyber Risk& Intelligence
Specialist will be an essential role in assessing and securing the City's technological environment.This position will focus on risk mitigation and
the securing of systems, infrastructure, and applications used by citizens and staff. The position will also be responsible for responding to
urgent vulnerabilities and emerging threats. The addition of this position will enhance the overall security of the City's technology and data.
Positions in the IT fund are supported by a transfer from across all funds and departments.
HR Business Partner—Human Resources-Enterprise Fund$91,023
The HR Business Partner (HRBP) position is a crucial role, acting as the primary point of contact for talent acquisition, coaching, training,
employee relations, benefits, policy interpretation, and performance management. This role serves as a trusted advisor and strategic leader,
ensuring compliance with policies and local, state, and federal regulations to mitigate organizational risk. As City operations grow, internal
support services must meet all employees' needs. To address increasing demands, we aim to enhance service levels for Business Units by
becoming more strategic and efficient. Currently, the Assistant Director is serving as a fourth HRBP to support the existing staff.The plan is to
distribute the business units among four HRBPs, with the Assistant Director serving as an escalation point and backup for the HRBPs.
Additionally, this position will provide additional support to Pearland Water, which makes up 24% of the employee population and will be
reimbursed from the Enterprise Fund.
Deputy Director of Utilities—Utilities-Enterprise Fund$151,013
The Deputy Director will play a pivotal role in Pearland Water, providing operational direction and guidance across all divisions. This role
ensures operational accuracy and timely information while delivering leadership and coaching to staff. Additionally, the Deputy Director will
assist with strategic budget development, oversee departmental reporting, and coordinate internal programs and city-wide activities impacting
other departments.This new position will enhance resource alignment,support the ongoing development of an effective succession plan within
Pearland Water,and strengthen our position in becoming a regional water supplier for surrounding areas.
Maintenance Supervisor—Public Works—Drainage Maintenance Fund$139,562
With the creation of the Drainage Maintenance Fund and Team,the Right of Way Division in Engineering and Public Works outgrew its span of
control and leadership capacity under a single Superintendent. The allocation of additional capital funds for the asphalt road program
exacerbated the issue. In order to create additional capacity for the Right of Way Division leadership team, a supervisor position in Drainage
was converted to a superintendent position to manage a stand-alone Drainage Division. This position adds back the vital supervisor role to
manage the day-to-day drainage team operations and serves as a critical leader in the division. This position provides a range of duties from
program development,operational oversight, coaching, mentoring and personnel development. Moreover,this role stands on the front line with
� City of Pearland I FY2025 Adopted Budget Page 45
the team conducting critical drainage activities to ensure service level expectations are met while allowing the superintendent to focus on
strategic priorities,contracts,communications, stakeholders, budget management and long-term planning.Without this supervisor role returned
to the operation, the crew would flounder without the critical leadership and direction necessary to ensure a sustainable and accomplished
drainage program.
Connected Community
Southdown Playground Replacement—Parks-Park Development Fund$900,000
The playground at Southdown Park was installed in 2005 and has been a vital recreational space for our community's children and families.
Over the years, the equipment has provided countless hours of enjoyment, significantly contributing to the health and well-being of our
residents. In the past 12 months alone, 97,200 people have visited Southdown Park. However, due to the passage of time and heavy usage,
the playground has deteriorated to the point where replacement is necessary to ensure continued safety and compliance with current
standards.The equipment shows significant signs of wear, including rust,cracked plastic components,and loose fixtures. Multiple repairs have
been made, but these fixes are costly and no longer sufficient to ensure safety. Additionally, the fall zone, made of rubberized material,
degraded.Staff have attempted to patch tears and holes, but the surface is not beyond repair. Southdown playground,the oldest in the Parks&
Recreation inventory,has been slated for replacement in FY25 according to the Parks Master Plan.
Arts Administrator—Visit Pearland-CVB Fund$74,445
Visit Pearland is the official destination marketing organization for the City of Pearland with a primary focus of promoting and marketing the City
as a destination to attract visitors.Visit Pearland recently led the development of the City's first Cultural Arts Master Plan and is a lead agency in
its implementation.The Cultural Arts Master plan was adopted by the Council at the July 22,2024, meeting.The Arts Administrator position will
be the City's first professional arts manager position as recommended in the Cultural Arts Master Plan.
The Arts Administrator will manage existing arts programming at Visit Pearland and help develop new and expanded programs in alignment with
the Cultural Arts Master Plan.This position will work alongside the Visit Pearland staff reporting to the Executive Director of Visit Pearland.The
salary for this position is an allowable use of HOT funds under the Arts Division.Slated for a January start.
Hickory Slough Sports Complex—PEDC
The Hickory Slough Sports Complex (Project) is master planned to have twelve fields, primarily for soccer, with six fields each being
constructed in two phases.The first phase was completed in 2015 and includes six fields. Phase II of the Sports Complex is planned to include:
six lighted sports fields within the expanded detention pond, a pavilion, doubling the size of the parking lot, expanding the restroom and
concession facilities, adding a small maintenance building and playground, lighting the remaining three existing fields, sidewalks and other
improvements.The PEDC and City entered into a cost-sharing agreement in July 2023 for PEDC to fund 100%of the design and construction
of the second phase of the Hickory Slough Sports Complex, as well as a portion of the Complex's annual operating costs. In FY25, $16.7M is
included in the PEDC budget to be transferred to the City for design and construction.
� City of Pearland I FY2025 Adopted Budget Page 46
MULTI YEAR FORECAST
� City of Pearland I FY2025 Adopted Budget Page 47
Multi-Year Forecast Fiscal Years 2025-2027
EXECUTIVE SUMMARY
The Financial Forecast for the City of Pearland over a three-year timeframe includes the City's Debt Service(DS)Fund,General(GF)Fund,Water and
Sewer(W&S)Fund,and Pearland Economic Development Corporation(PEDC).This is an update to the City's annual comprehensive and integrated
forecast of these funds based on a set of assumptions and is intended to:
o Provide City Council and City management a meaningful tool in establishing priorities, allocating resources, and providing direction and
strategies in the administration of City government.
o Provide insight into the long-term financial implications of current priorities,policies,and programs.
o Provide an understanding of available funding, financial risk, assess the likelihood that services can be sustained, assess the level at which
capital investment can be made,identify future commitments,and resource demands,and identify variables that may cause changes in the level
of revenues.
o Provide an early warning system for potential problem areas to watch where alternative strategies may need to be developed or where issues
can be proactively addressed and planned for.
o Assist in strategic decision-making and long-range planning efforts by allowing City Council, management, and departments to see how
programs fit within the overall context of City finance.
The forecast provides a solid planning tool by building upon the adopted FY25 budget and then projects future resources and expenditures based upon
known reasonable trends and continuing the City's current services and service levels. The forecast for each fund also incorporates the debt and
operating costs associated with capital improvement projects in the City's Five-Year Capital Improvement Program(CIP),thus,these forecasts provide
City Council and management the opportunity to "gaze" into the future based on today's and past decisions and apply strategies and sound fiscal
management to maintain the strong financial health of the City.
This forecast is not intended as a budget. Rather, the multi-year forecast is a valuable tool,based on a set of well-reasoned assumptions,upon which
policy and strategy may be formulated.The forecast is a vital component of the City's financial management strategy.
OVERVIEW
The Debt Service,General Fund,Water&Sewer Fund and PEDC forecasts form the"core"of this document.
The DS Fund accounts for the issuance of debt and provides for the payment of debt principal, interest and tax rebates to in-city municipal utility
districts. In this fund, an ad valorem (property)tax rate and tax levy are required to be computed and levied, which will be sufficient to produce the
money to satisfy annual debt service requirements.
The GF is the general operating fund of the City and is used to account for all financial activity not reflected in other funds.The fund consists of the
following major departments:General Government,Public Safety,Parks&Recreation,Public Works,and Community Services.
The W&S Fund includes water and sewer system operations and is operated in a manner similar to private business enterprises,where services to the
public are financed primarily through user charges. This fund consists of the following major functions: Lift Stations, Wastewater Treatment, Water
Production,Distribution and Collection,Construction,Meter Services,Surface Water Plant and Billing and Collections.
The PEDC,established in 1995 by the voters under the Texas Development Corporation Act of 1979,provides guidance and funding for the operations
of the City's economic development program and provides business incentives to support and promote the growth and diversification of the City's
economic base.
It is important to note that the numbers in these multi-year forecasts are estimates based on various assumptions and are not representations of fact.
The picture reflected in these forecasts portrays a scenario if all assumptions hold true. Therefore, the importance of the forecasts lies not in the
numbers,but in the discussion,it encourages on the policy issues and strategies that can be implemented in the event these scenarios become reality.
Based upon these assumptions,the forecast shows that the City will be able to accomplish the following:
o Fund existing services at current service levels
o Meet current and future anticipated debt service obligations
o Fund a Multi-Year Capital Improvement Program and associated operating expenditures
o Meet cash reserve and bond coverage requirements
o Meet a 10%reserve policy in the Debt Service Fund
o Operate and maintain new and existing City facilities
o Maintain business incentives to attract capital investments to the City
o Meet a 1.15 Bond Coverage Requirement and the annual Debt Service Reserve set by Bond Ordinances
� City of Pearland I FY2025 Adopted Budget Page 48
o Maintain a cash equivalent operating reserve at 15%of the current year's budget appropriation for total operating expenses in the Water/Sewer
operating fund.The aggregate between the reserve balances of the Water/Sewer operating fund and Water/Sewer debt service fund shall be no
less than 25%.
However,in order to do so,
o The overall tax rate in FY25 is 0.6350.
o During the 2019 Bond Referendum, the materials presented showed a maximum projected debt rate of $0.4875; During the 2023 Bond
Referendum,the materials presented showed a maximum projected debt rate of$0.3950;This projection does not exceed these amounts.
o A 7%water rate increase is included in the FY25 budget; and a projected increase of 7% in both FY26 and FY27 to meet cash reserve and
bond coverage requirements.
FORECAST METHODOLOGY
As part of the formulation of these forecasts, the forecast methodology includes estimating the future values of revenues and expenditures. The
forecast provides an estimate of how much revenue will be needed/required in order to meet expenditures and reserve and bond coverage
requirements over the forecast period.The value of forecasts is in estimating whether,given assumptions about financial policies and economic trends,
the City will have sufficient resources to meet the resource requirements of ongoing,planned or mandated programs.
In the City's forecasts, there are a mixture of methodologies, including historical and factual information, knowledge of anticipated events, and
judgment.The methodologies incorporate information gathered on anticipated population growth and building permits.Anticipated sales tax from retail
sales,anticipated valuations,and other variables were identified to try to minimize the risk of overstating or understating revenue.
Much like revenue, the expenditure projections for the General Fund and Water Sewer Fund are based on historical trends, anticipated events,
assumptions about the future, and other judgments staff deemed appropriate. Salary projections are based on anticipated merit and salary
adjustments,and benefits were broken out separately to account for the aberrant behavior of certain benefits,such as TMRS and health care benefits.
The City may attempt to enact some controls to prevent the anticipated growth of operating expenses, but such controls are not assumed in the plan.
The Debt Service Fund expenditure forecast is based upon current debt service payments,as well as anticipated debt from new debt issuances based
on the City's Five-Year CIP and MUD rebates.
General Fund and Debt Service revenues are dependent on the net assessed property valuation assumptions which are derived from anticipated
residential and commercial development,revaluation of existing property,and the scheduled roll-off of tax abatements.The forecast assumes property
valuation growth for 4%in FY 26 and FY 27.
INDIVIDUAL FUND OVERVIEWS
Debt Service Fund
The Debt Service Fund can meet all current and future obligations based on the City's Multi-Year Forecast and Five-Year CIP.The issuance of debt is
factored in based on the Five-Year CIP.All new debt issued is assumed to be issued with a 20-30 years maturity level principal payment.
In order to fund obligations and implement the fiscal year CIP and proceed with a$62 million Bond Issuance scheduled at the end of FY 2024,the debt
rate may need to increase in the future if property tax valuations do not increase enough to cover expenses while holding the debt rate even in future
years.
In FY 25, 54% of MUD Rebate was paid by Enterprise Fund. The City goal is to have 66% of MUD Rebate paid by Enterprise Fund. We plan to
increase an additional of 3%of MUD Rebate paid by Enterprise Fund to 57%in FY26,60%in FY27,63%in FY28,and 66%in FY29 and future years.
General Fund
In the FY25 adopted budget,the General Fund is expected to have$93,406 in excess reserves, which is 90.28 days, 0.28 day over the 90-day fund
balance policy.The$1,344,913 Revenues Over Expenditures allows for the General Fund to increase the ending balance and stay in compliance with
the City Financial Policy.The General Fund balance is forecast to end FY25 with$30,438,538 in reserves.Total expenditures are projected to increase
to$128,112,784 in FY2026 and$132,306,861 in FY2027,driven by new facilities,increasing operational costs,and continued growth in staffing.
Property and Sales Tax are a major revenue component funding these expenditures.Revenues from property tax,as a percent of total revenues, are
36.59%in FY 25. General Fund property tax revenues as a percentage of total revenue increases slightly to 37.19%in FY 26 and then 37.92%in FY
27.Sales tax receipts are projected to increase 1.7%per year for FY 26 and FY 27.
� City of Pearland I FY2025 Adopted Budget Page 49
Water&Sewer Fund
The Water & Sewer Fund can meet all its operating expenses, annual debt service, and bond coverage requirements of 1.15 times net operating
revenues.Cash reserve requirement of 15%in the Enterprise Operating Fund and 25%when combining the Enterprise Operating and Enterprise Debt
Funds. Reserve requirements are met in all years of the forecast.Strategies used in the generation of the forecast are aimed to ensure that the fund is
self-supporting.
A 7%rate increase was adopted for FY 25.The City plans to issue additional debt in FY25 and FY26.The bonds will be used to begin construction on
the expansion of the Barry Rose Water Reclamation Facility (WRF) and decommissioning the Longwood WRF and other water and sewer line
replacements.
The utility system users generate the revenues that support the system.Annual water and sewer charges and expenditures are shown below.
FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
Forecast Water and 7% 7% 7% 11% 11%
Sewer Rate Change
Connection Growth 0.8% 1% 1% 1% 1%
Water and Sewer $75,805,429 $82,581,012 $87,656,201 $98,663,822 $103,623,786
Charges
Total Expenditures 1$79,866,624 $91,003,978 1$99,933,628 1$103,774,613 1$106,965,074
With the implementation of the revenue increases included in the forecast,the system can continue to be self-supporting and financially sound.
Pearland Economic Development Corporation(PEDC)
The Corporation can fund its current operations and provide funding for the strategic priorities of the Pearland Prosperity Plan, including business
recruitment, Lower Kirby, FM 518/Broadway, SH35 / Old Town and Parks and Places to gather. The ending fund balance is projected to be $2.47
million in FY 2027,a decrease of$2.9 million from FY25.
Sales tax revenue is a major component of funding for the Corporation. Similar to General Fund, revenues from sales taxes increased by 2.0%
between FY26 and FY27, from $15.5 million in fiscal year 2025 to $16.1 million in fiscal year 2027. The sales tax revenues are 93% of the total
revenues in 2025 and 47%in 2027.
CONCLUSION
The adopted forecasts are conservative and only include developments that are anticipated based on current knowledge. If certain economic
development projects are successful and come to fruition,or if new developments not currently known take place,then this forecast will substantially
change.This forecast will be updated annually as any new developments that will impact revenue or expenditures are identified as"concrete,"or likely
to happen.There are external factors outside the City,such as the legislature,inflation,supply-chain challenges,anticipated TxDOT funding of capital
projects,and weather,that could impact the forecast and significantly affect the City's ability,despite having a prudent financial plan in place,to
continue to provide the highest quality service and provide for those capital projects which provide a high quality of life.Our objective is to provide City
Council and management a prudent financial plan in order to make decisions to benefit our current and future residents.
� City of Pearland I FY2025 Adopted Budget Page 50
MULTI-YEAR BUDGET 2025-2027
GENERAL FUND OVERVIEW
Voter Approved Forecasted Property Tax Rate Scenario
ACTUAL AMENDED ADOPTED FORECASTED
DESCRIPTION 2023 2024 2025 2026 2027 Comments
REVENUE
Uses Voter Approved
Property Taxes 31,196,149 41,843,330 45,520,000 48,307,443 51,000,949 Rate.See footnote#1
Sales&Use Taxes 30,592,387 30,702,654 31,226,000 31,766,210 32,315,765 Assumes 1.73%growth
Franchise Fees 7,178,461 7,060,378 6,729,055 6,930,927 7,138,854 Assumes 3%growth
Licenses&Permits 3,419,602 3,605,359 3,051,871 3,082,390 3,113,214 Assumes 1%growth
Fines&Forfeitures 1,764,925 1,976,340 1,990,185 2,029,989 2,070,588 Assumes 2%growth
Charges For Service 20,105,945 23,498,070 23,810,336 25,332,958 26,024,758 Assumes 3%growth
Investment Earnings 1,449,482 2,200,000 4,593,276 4,731,074 4,873,007 Assumes 3%growth
Miscellaneous 885,657 463,804 494,870 509,716 525,008 Assumes 3%growth
Intergovernmental (1,299) (83) - - -
Transfers In 9,385,361 4,369,155 6,995,692 7,205,563 7,421,730 Assumes 3%growth.
TOTAL REVENUES $105,976,671 $115,719,007 $124,411,285 $129,896,269 $134,483,873
TAX RATE
General Fund 0.305000 0.332900 0.334941
Debt Service 0.415000 0.322500 0.300059
Total Tax Rate 0.720000 0.655400 0.635000
TAX RATE SPLIT
General Fund 42% 51% 53%
Debt Service 58% 49% 47%
TAX RATE INCREASE(DECREASE)
General Fund 0.0499 0.0279 0.0020
Debt Service (0.0150) (0.0925) (0.0224)
Total Tax Rate 0.0349 (0.0646) (0.0204)
1)The property tax forecast is based off an extrapolated version of FY25 revenue.It assumed 4%growth in FY26 and FY27.
Property Tax Revenue also includes estimated Delinquent Tax Collections,Penalties,and Interest
� City of Pearland I FY2025 Adopted Budget Page 51
MULTI-YEAR BUDGET 2025-2027
GENERAL FUND OVERVIEW
Voter Approved Forecasted Property Tax Rate Scenario
ACTUAL AMENDED ADOPTED FORECASTED
DESCRIPTION 2023 2024 2025 2026 2027 Comments
EXPENDITURES
Public Safety
Salaries&Wages 53,016,061 57,027,281 59,864,206 62,841,539 65,159,499
Transfers Out 5,959,101 6,481,813 8,651,226 8,900,412 9,167,424
Misc Services 2,274,848 2,704,386 2,706,340 2,760,467 2,815,676
Material&Spply 1,889,847 3,197,239 2,769,956 2,825,355 2,881,863
Repair&Maint 978,262 1,251,581 1,251,630 1,276,663 1,302,196
Capital Outlay 668,843 1,137,569 1,098,551 1,120,522 1,142,932
Inventory 64,475 116,378 96,520 98,450 100,419
Bldg&Grounds 43,366 33,000 43,000 43,860 44,737
Public Safety Total $64,894,804 $71,949,247 $76,481,429 $79,867,269 $82,614,747
General Government
Salaries&Wages 5,946,274 6,352,657 7,085,846 7,424,270 7,686,189
Transfers Out 8,116,353 5,851,918 3,533,795 3,639,809 3,749,003
Misc Services 2,178,148 2,366,322 2,591,156 2,642,979 2,695,838
Repair&Maint 291,328 323,075 311,964 318,203 324,567
Inventory - - 2,500 2,550 2,601
Material&Spply 171,768 196,510 212,812 217,068 221,410
Other 8,915 211,064 211,800 216,036 220,357
Principal Pmt 120,614 - - - -
Interest Expense 3,559 - - - -
CapitalOutlay $0 $0 $0 $0 $0
General Government Total $16,836,960 $15,301,546 $13,949,873 $14,460,915 $14,899,965
Public Works
Salaries&Wages 5,019,014 5,604,452 6,862,719 7,190,458 7,440,967
Misc Services 3,589,757 4,864,689 4,972,208 5,071,652 5,173,085
Bldg&Grounds 125,678 234,938 21,500 21,930 22,369
Transfers Out 4,335,156 4,252,954 4,552,960 4,657,347 4,797,068
Material&Spply 473,091 1,401,737 820,141 836,544 853,275
Repair&Maint 85,167 159,907 142,110 144,952 147,851
Inventory 22,185 2,600 - - -
CapitalOutlay - - - - -
Public Works Total $13,650,048 $16,521,277 $17,371,638 $17,922,884 $18,434,615
Parks&Recreation $-
Salaries&Wages 4,960,953 5,643,977 6,369,425 6,669,095 6,901,606
Misc Services 968,313 1,001,137 971,787 991,223 1,011,047
Material&Spply 608,002 603,559 664,435 677,723 691,278
Capital Outlay 352,015 214,030 66,000 67,980 69,340
Bldg&Grounds 447,616 509,634 437,524 446,274 455,200
Transfers Out 659,139 749,015 1,331,708 1,365,282 1,406,240
Repair&Maint 88,519 103,483 100,320 102,326 104,373
Inventory 12,694 21,552 22,517 22,967 23,427
Parks&Recreation Total $8,097,250 $8,846,387 $9,963,715 $10,342,871 $10,662,511
� City of Pearland I FY2025 Adopted Budget Page 52
MULTI-YEAR BUDGET 2025-2027
GENERAL FUND OVERVIEW
Voter Approved Forecasted Property Tax Rate Scenario
ACTUAL AMENDED ADOPTED FORECASTED
DESCRIPTION 2023 2024 2025 2026 2027 Comments
EXPENDITURES
Community Services
Salaries&Wages 3,722,668 3,605,896 3,947,353 4,135,151 4,277,851
Misc Services 478,242 918,493 680,256 693,861 707,738
Material&Spply 39,818 62,101 66,254 67,579 68,931
Transfers Out 420,072 459,779 564,385 579,956 597,355
Repair&Maint 41,951 268,240 40,469 41,278 42,103
Other 250 1,000 1,000 1,020 1,040
Bldg&Grounds - - - - -
Inventory -
Capital Outlay 15,000
Community Services Total $4,703,002 $5,330,509 $5,299,717 $5,518,845 $5,695,019
Funded CIP O&M Costs
&Service Level Enhancements Total
TOTAL EXPENDITURES $108,182,064 $117,948,966 $123,066,372 $128,112,784 $132,306,856
REV OVER/(UNDER)EXP $(2,205,393) $(2,229,959) $1,344,913 $1,783,486 $2,177,017
BEGINNING FUND BALANCE $33,681,195 $31,323,584 $29,093,625 $30,438,538 $32,222,024
ENDING FUND BALANCE $31,323,584 $29,093,625 $30,438,538 $32,222,024 $34,399,041
Policy Requirement $26,675,029 $29,083,307 $30,345,133 $31,589,454 $32,623,608
Amount Over Policy $4,648,555 $10,318 $93,406 $632,570 $1,775,433
Fund Balance%of Exp 29% 25% 25% 25% 26%
Fund Balance In Days(Target 90 days) 106 90 90 92 95
Target Fund Balance in Days 90 90 90 90 90
� City of Pearland I FY2025 Adopted Budget Page 53
Enterprise Fund Multi-Year Forecast
City of Pearland
Water and Wastewater Rate Model
What is the required Rate Change to keep up with infrastructure and operation?
FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029
dopted/Proposed Water and Sewer Rate Change 13.1% 14% 7% 7% 7% 11% 11%
Total Revenue 66,908,203 74,663,370 78,230,151 85,121,382 90,298,029 101,493,066 106,587,394
Operating Expenses-Fund 600 35,266,735 43,421,837 46,771,793 49,077,623 50,970,778 53,856,354 55,653,607
Non-operating Expenses-Fund 600 3,364,589 752,976 3,984,886 3,079,129 3,380,101 3,274,461 3,769,558
Debt Service Expenses Net of Impact fee-Fund 601 23,139,707 25,568,469 29,109,945 38,847,226 45,582,749 46,643,798 47,541,909
Total Expenses 61,771,031 69,743,282 79,866,624 91,003,978 99,933,628 103,774,613 106,965,074
Net Annual Revenue Over Expenditures 5,137,172 4,920,088 (1,636,473) (5,882,596) (9,635,599)(2,281,546) (377,680.17)
Beginning Cash Equivalents Net of Restricted for Debt
Service(Fund 600&601) 19,737,756 24,874,928 30,204,016 29,056,704 23,689,445 14,606,335 12,907,769
Add Unrestricted Cash in Debt Service Fund-60110 - 409,000 489,161 515,338 552,488 582,981 570,904
Ending Cash Equivalents Net of Restricted for Debt
Service(see calculation on Multi-year Forecast)1 24,874,928 30,204,016 29,056,704 23,689,445 14,606,335 12,907,769 13,100,993
Additional Debt Issuance as of July 2024 55,247,635 81,365,735 170,245,680 102,006,868 7,873,000 12,089,000 11,391,500
Surface Water Treatment Plant(Phase 1) 500,000 - - -
Barry Rose WRF Replacement and Expansion 15,845,000 36,555,735 45,247,500 27,618,500
Longwood Water Reclamation Facility Decommissioning 17,573,000 14,500,000
Sewer System Expansion 20,641,265 15,469,000 75,967,608 46,860,500 - - -
Other Projects 18,261,370 11,768,000 34,530,572 27,527,868 7,873,000 12,089,000 11,391,500
Debt Service Coverage
W/S Revenue+Impact Fee Revenue 73,703,166 77,363,370 82,030,151 88,921,382 94,098,029 105,293,066 110,387,394
Less Operating Expenses 35,266,735 43,421,837 46,771,793 49,077,623 50,970,778 53,856,354 55,653,607
Net Revenue Available for Debt Services 38,436,431 33,941,533 35,258,358 39,843,759 43,127,251 51,436,712 54,733,787
Current Year W/S Annual Debt Service 27,071,642 25,870,156 25,772,433 25,870,526 25,697,370 24,453,648 24,277,914
Bond Bond Coverage-1.15 required to issue COs" 1.42 1.31 1.37 1.54 1.68 2.10 2.25
Ordinance Restricted for Debt Service 15,766,567 15,362,814 14,973,653 14,558,316 14,105,827 13,622,846 13,151,942
FinancialWater/Sewer Unreserved Working Capital 15%-Ending
Policy Cash/(Operating Expense+CO's Debt Serv.) 60% 58% 47% 33% 18% 15% 15%
Combine Reserved Fund 600+601 25%=Ending Cash/
(Operating Expenses+Debt Service Payment) 66% 66% 56% 42% 29% 26% 25%
1)Due to prior year-end closing/audit entry,Actual Beginning Cash Balance FY23 can be different from Prior Ending Cash Balance FY22
FY25 Coverage Ratio=(FY25 Revenue-FY25 Operating Expense)/(FY25 W/S Revenue Bond Debt Service)
The current Rate Model includes:5%Salary Increase,and$541 K Vehicle Replace
� City of Pearland I FY2025 Adopted Budget Page 54
MULTI-YEAR BUDGET 2025-2029
ENTERPRISE FUND DETAIL
ACTUAL PROJECTED ADOPTED FORECASTED FORECASTED FORECASTED FORECASTED
DESCRIPTION 2023 2024 2025 2026 2027 2028 2029
CHARGES FOR SERVICE
Water/Sewer Charges 1 64,400,576 72,121,624 75,805,429 82,581,012 87,656,201 98,663,822 103,623,786
Connection Fee 1,155 1,200
Water/Sewer Tap Fee 102,874 72,561 72,500 73,225 73,957 74,697 75,444
Late Payment Fee 862,443 865,500 758,100 825,800 876,600 986,600 1,036,200
Meter Set Fee 107,424 103,814 100,000 101,000 102,010 103,030 104,060
Curb Stop Replacement Fee
Grease Trap Fee 58,660 58,900 58,510 59,095 59,686 60,283 60,886
Reconnect Fee 69,890 141,463 105,000 106,050 107,111 108,182 109,263
Charges for Service Hydrant Meter
Rental 15,900 11,918 12,000 12,120 12,241 12,364 12,487
Charges for Service Backflow Test
Report Fee 118,720 103,543 103,600 104,636 105,682 106,739 107,807
Miscellaneous 127,128 137,853 121,000 122,210 123,432 124,666 125,913
TOTAL CHARGES FOR SERVICE 65,864,771 73,618,376 77,136,139 83,985,148 89,116,920 100,240,383 105,255,846
MISCELLANEOUS REVENUE
NSF Fees 3,525 2,140 3,394 3,428 3,462 3,497 3,532
Recycle 714 1,000
Miscellaneous and FEMA 343,459 13,092 12,346 12,469 12,594 12,720 12,847
TOTAL MISCELLANEOUS 347,698 16,231 15,740 15,897 16,056 16,217 16,379
INTEREST
Interest 250,918 506,763 556,272 561,796 567,414 573,088 578,819
TOTAL INTEREST 250,918 506,763 556,272 561,796 567,414 573,088 578,819
TRANSFERSIN
City Payment for Water 450,000 522,000 522,000 558,540 597,638 663,378 736,350
TOTAL INTERFUND TRANSFERS 450,000 522,000 522,000 558,540 597,638 663,378 736,350
OTHER FINANCING SOURCES
Sale of Property
Miscellaneous (5,183)
Capital Proceed 3
TOTAL OTHER FINANCING SOURCES (5,183)
TOTALREVENUES 66,908,203 74,663,370 78,230,151 85,121,382 90,298,029 101,493,066 106,587,394
1.Water/Sewer Charges reflect both growth in number of meters and necessary revenue increases
2.From FY2025,Interest Revenue are forecasted to growth at 1%annually
3.Water and Sewer Infrastructures that were built by developer then turnover to the City
� City of Pearland I FY2025 Adopted Budget Page 55
MULTI-YEAR BUDGET 2025-2029
ENTERPRISE FUND DETAIL
ACTUAL PROJECTED ADOPTED FORECASTED FORECASTED FORECASTED FORECASTED
DESCRIPTION 2023 2024 2025 2026 2027 2028 2029
EXPENDITURES
Utilities 7
Administration 7 - - - - - -
Salaries and Wages 873,395 971,871 1,380,489 1,446,341 1,496,612 1,557,369 1,621,060
Materials&Supplies 28,004 42,301 43,478 44,348 45,235 46,139 47,062
Repair&Maintenance 37,275 6,500 6,630 6,829 6,965 7,105
Miscellaneous Services 5 169,036 169,928 198,239 202,204 208,270 212,435 216,684
Inventory
Transfers Out 2,781,677 3,130,165 3,564,409 3,635,281 3,744,339 3,856,670 3,933,803
Administration Total 3,852,113 4,351,540 5,193,115 5,334,803 5,501,285 5,679,579 5,825,713
Lift Stations 7
Salaries and Wages 4 567,023 536,658 590,605 619,016 640,524 666,727 694,204
Materials&Supplies 26,711 39,820 40,135 40,938 41,756 42,592 43,443
Building&Grounds 2,153 15,000 15,000 15,300 15,912 16,230 16,555
Repair&Maintenance 255,259 558,214 390,040 397,841 409,776 417,972 426,331
Miscellaneous Services 5 316,613 391,892 388,910 396,688 408,589 416,761 425,096
Inventory
Transfers Out 89,524 260,409 76,359 78,650 81,009 83,440 85,108
Lift Stations Total 1,257,284 1,801,993 1,501,049 1,548,432 1,597,567 1,643,720 1,690,737
Wastewater 7
Salaries and Wages 4 998,298 1,105,708 1,445,058 1,514,376 1,567,011 1,630,808 1,697,695
Materials&Supplies 557,077 730,512 731,763 768,351 806,769 847,107 889,463
Building&Grounds 2,000 2,000 2,040 2,122 2,164 2,207
Repair&Maintenance 475,857 559,500 560,500 571,710 588,861 600,639 612,651
Miscellaneous:Mud Fee&Construction 790,000 991,202 991,202 1,011,026 1,041,357 1,062,184 1,083,428
Miscellaneous Electricity 950,000 679,559 744,420 759,308 782,088 797,729 813,684
Miscellaneous Services 5 1,397,171 2,051,527 1,949,200 1,988,184 2,047,830 2,088,786 2,130,562
Inventory
Transfers Out 64,406 61,000 220,548 54,742 56,385 58,076 59,238
Wastewater Total 5,232,810 6,181,008 6,644,691 6,669,738 6,892,421 7,087,494 7,288,928
Environmental Service 7
Salaries and Wages 4 561,204 491,266 593,968 622,914 644,606 671,660 700,065
Materials&Supplies 12,098 16,768 13,785 14,474 15,198 15,958 16,756
Repair&Maintenance 4,860 5,520 5,520 5,630 5,799 5,915 6,034
Miscellaneous Services 5 38,295 49,863 52,618 53,670 55,280 56,386 57,514
Inventory 1,850 1,850 1,887 1,944 1,982 2,022
Transfers Out 30,287 33,672 23,933 24,651 25,391 26,152 26,675
Environmental Service Total 646,743 598,939 691,674 723,227 748,217 778,054 809,066
Water Production I
Salaries and Wages 4 1,626,429 1,444,995 1,779,258 1,865,170 1,929,989 2,009,633 2,093,188
Water Purchase 6 5,165,710 5,527,820 4,800,000 5,040,000 5,292,000 5,556,600 5,667,732
Materials&Supplies 882,702 1,674,063 1,680,196 1,764,206 1,852,416 1,945,037 2,042,289
Building&Grounds 61,060 164,150 114,150 116,433 121,090 123,512 125,982
Repair&Maintenance 527,385 781,891 786,800 802,536 826,612 843,144 860,007
Miscellaneous Electricity 528,800 512,298 574,338 585,825 603,400 615,467 627,777
Miscellaneous Services 5 714,318 1,918,352 1,379,747 1,407,342 1,449,562 1,478,553 1,508,125
Inventory 4,796
Capital Outlay 27,164 198,783
Transfers Out 262,183 451,420 143,949 96,767 99,670 102,661 104,714
Water Production Total 9,800,547 12,673,772 11,258,438 11,678,279 12,174,740 12,674,608 13,029,814
� City of Pearland I FY2025 Adopted Budget Page 56
MULTI-YEAR BUDGET 2025-2029
ENTERPRISE FUND DETAIL
ACTUAL PROJECTED ADOPTED FORECASTED FORECASTED FORECASTED FORECASTED
DESCRIPTION 2023 2024 2025 2026 2027 2028 2029
Distribution and Collection 7
Salaries and Wages 4 3,289,023 3,147,690 3,564,443 3,737,763 3,867,427 4,029,291 4,199,220
Materials&Supplies 448,136 523,839 489,325 513,791 539,481 566,455 594,778
Repair&Maintenance 105,339 149,000 445,000 453,900 467,517 476,867 486,405
Miscellaneous Services 5 266,560 403,440 291,440 297,269 306,187 312,311 318,557
Inventory 22,064 13,000 13,000 13,260 13,658 13,931 14,210
Capital Outlay 2,821 27,000 27,540 28,366 29,217 29,802
Transfers Out 433,396 703,454 860,256 652,254 671,821 691,976 705,815
Distribution&Collection Total 4,567,338 4,940,423 5,690,464 5,695,776 5,894,457 6,120,048 6,348,785
Construction
Salaries and Wages 4
Materials&Supplies
Repair&Maintenance
Miscellaneous Services 5 229
Capital Outlay
Transfers Out
Construction Total 229
Water Meter Services(Merge w/Utility
Customer Service FY24)
Salaries and Wages 4 238,257 (10,595)
Materials&Supplies 392,780
Repair&Maintenance 12,394
Miscellaneous Services 5 33,020
Transfers Out 89,607
Water Meter Services Total 766,058 (10,595)
Water/Sewer Grounds Maintenance
Salaries and Wages 4 639,090 512,592 545,235 572,127 591,823 617,103 643,668
Materials&Supplies 11,198 11,173 12,293 12,908 13,553 14,231 14,942
Building&Grounds 5,989 7,442 7,350 7,497 7,797 7,953 8,112
Repair&Maintenance 10,097 9,880 13,460 13,729 14,141 14,424 14,712
Miscellaneous Services 5 55,090 115,536 113,953 116,232 119,719 122,113 124,556
Inventory 17,462
Transfers Out 100,790 88,874 452,132 393,596 405,404 417,566 425,917
Water/Sewer Grounds Maintenance Total 839,716 745,497 1,144,423 1,116,089 1,152,437 1,193,390 1,231,908
Pretreatment(Merge w/Backflow FY22)
Salaries and Wages 4 27,435
Materials&Supplies
Repair&Maintenance
Miscellaneous Services 5
Transfers Out
Pretreatment Total 27,435
� City of Pearland I FY2025 Adopted Budget Page 57
MULTI-YEAR BUDGET 2025-2029
ENTERPRISE FUND DETAIL
ACTUAL PROJECTED ADOPTED FORECASTED FORECASTED FORECASTED FORECASTED
DESCRIPTION 2023 2024 2025 2026 2027 2028 2029
Surface Water Plant 7
Salaries and Wages 4 687,288 868,503 1,201,925 1,259,921 1,303,785 1,357,377 1,413,590
Materials&Supplies 91,444 1,304,988 1,480,290 1,554,305 1,632,020 1,713,621 1,799,302
Bulk Water 6 672,978 1,020,000 1,200,000 1,260,000 1,323,000 1,389,150 1,458,608
Miscellaneous Services 5 13,750 173,809 220,520 224,930 231,678 236,312 241,038
Miscellaneous Electricity 300,000 900,000 918,000 945,540 964,451 983,740
Inventory 56,593 17,000 2,500 2,550 2,627 2,679 2,733
Building&Grounds 1,500 3,000 3,060 3,182 3,246 3,311
Repair&Maintenance 1,232 31,500 64,500 65,790 67,764 69,119 70,501
Transfer Out:Vehicle Purchase 117,000
Transfers Out:Lease Payment&Repair&
Maintenance 14,696 11,112 46,493 47,888 49,324 50,804 51,820
Surface Water Plant Total 1,654,980 3,728,412 5,119,228 5,336,444 5,558,920 5,786,759 6,024,642
Utility Billing a
Salaries and Wages 4 1,867,733 1,973,314 1,970,835 2,066,157 2,138,185 2,226,739 2,319,658
Materials&Supplies 13,649 447,566 654,015 686,716 721,052 757,104 794,959
Miscellaneous Services 5 406,012 540,392 611,208 623,432 642,135 654,978 668,077
Transfers Out IT Services 659,695 783,902 1,002,144 1,032,208 1,063,175 1,095,070 1,116,971
Transfers Out 26,361 96,452 147,331 100,251 103,258 106,356 108,483
Utility Billing Total 2,973,661 3,860,626 4,410,933 4,534,672 4,694,490 4,867,466 5,035,913
Anticipated O&M for Long-term Project Total 69,263 109,414 1,089,126 1,151,378
Anticipated Vehicle Replacement and
Supplement 1,000,000 1,000,000 1,000,000 1,000,000
Anticipated O&M for Long-term Project Total 1,069,263 1,109,414 2,089,126 2,151,378
Other Requirements
Cash Funded CIP 950,000 625,000 542,000
MUD Rebate 9 3,217,376 87,159 2,089,885 2,426,589 2,809,735 3,245,244 3,739,757
Transfer to General Fund 2,109,858 2,307,103 2,698,557 2,779,514 2,862,899 2,948,786 3,007,762
Transfer to Facilities Fund 531,279 550,354 550,354 577,872 606,765 637,104 668,959
Information Technology 19,207
Capital Outlay 467,034 918,001
Miscellaneous Services 5 521,331 645,965 555,000 566,100 583,083 594,745 606,640
Other Requirements Total 7,012,411 5,303,198 9,102,664 8,450,028 9,026,931 9,210,572 9,986,280
� City of Pearland I FY2025 Adopted Budget Page 58
MULTI-YEAR BUDGET 2025-2029
ENTERPRISE FUND DETAIL
ACTUAL PROJECTED ADOPTED FORECASTED FORECASTED FORECASTED FORECASTED
DESCRIPTION 2023 2024 2025 2026 2027 2028 2029
Debt Service
Debt Service Payment 23,139,707 25,568,469 29,109,945 38,847,226 45,582,749 46,643,798 47,541,909
Revenue Bond Reserve Deposit
Debt Service Total 23,139,707 25,568,469 29,109,945 38,847,226 45,582,749 46,643,798 47,541,909
TOTAL EXPENDITURES 61,771,031 69,743,282 79,866,624 91,003,978 99,933,628 103,774,613 106,965,074
REV OVER(UNDER)EXP 5,137,172 4,920,088 (1,636,473) (5,882,596) (9,635,599) (2,281,546) (377,680)
Beginning Cash Equivalents
Net of Restricted for Debt
Service(Fund 600&601) 19,737,756 24,874,928 30,204,016 29,056,704 23,689,445 14,606,335 12,907,769
Ending Cash Balance in
Operating Fund 24,874,928 29,795,016 28,567,543 23,174,108 14,053,846 12,324,788 12,530,089
Add Unrestricted Cash in Debt
Service Fund-60110 409,000 489,161 515,338 552,488 582,981 570,904
Ending Cash Equivalents Net of
Restricted for Debt Service
(Fund 600&601) $24,874,928 $30,204,016 $29,056,704 $23,689,445 $14,606,335 $12,907,769 $13,100,993
Debt Service Coverage
Revenue 73,703,166 77,363,370 82,030,151 88,921,382 94,098,029 105,293,066 110,387,394
Less Operating Expenses 35,266,735 43,421,837 46,771,793 49,077,623 50,970,778 53,856,354 55,653,607
Net Revenue Available for Debt
Services 38,436,431 33,941,533 35,258,358 39,843,759 43,127,251 51,436,712 54,733,787
Revenue Bonds Current DS 27,071,642 25,870,156 25,772,433 25,870,526 25,697,370 24,453,648 24,277,914
Revenue Bonds and CO's
Current DS 29,934,670 34,528,233 38,309,945 47,127,226 52,620,749 52,626,098 52,626,864
W/S Bond Coverage-1.15 1.42 1.31 1.37 1.54 1.68 2.10 2.25
Cash Reserve Ratio with COs-
15%min required 60% 58% 47% 33% 18% 15% 15%
Combine 600&601 Reserve-
25%min required 66% 66% 56% 42% 29% 26% 25%
Actual/Expected Rate Increase 13.1°% 14% 7% 7% 7% 11% 11°%
New W/S Debt Issuance 55,247,635 81,365,735 170,245,680 102,006,868 7,873,000 12,089,000 11,391,500
� City of Pearland I FY2025 Adopted Budget Page 59
CASH EQUIVALENTS MULTI—YEAR HISTORY
Ln
35 — FORECAST
0 30 29
25 25 24
20
15 13
10
5
2023 2024 2025 2026 2027 2028 2029
4.FY25 Salaries and Wages are forecasted to growth at 5 to reflect step plan(2%)and Market Competitiveness(23)increase.Long term growth are set to 4°%
5.Miscellaneous Services Expenses include small Equipment Rental,Telephone,Annual Dues and Subscription,and Annual Professional/Contractual Services
6.In FY25,Water purchase expenses in Water Production Division are forecasted at 4.8M with Surface Water Plant fully functional.
7.In FY24,Water/Sewer Utilities split from EPW department
8.In FY24,Meter Services Division of Publick Works merging into Utility Customer Service
9.In FY 25,54%of MUD Rebate was paid by Enterprise Fund.The City goal is to have 66%of MUD Rebate paid by Enterprise Fund.We plan to
increase an additional of 3%of MUD Rebate paid by Enterprise Fund annually from FY26 to FY29.MUD Rebate expenses are forecasted to
increase by$336K in FY26 and$383K in FY27.
10.Beginning FY24,excess balance in 601 Reserve For Debt Service and Interest Earning will be counted toward Operating Cash Equivalents
� City of Pearland I FY2025 Adopted Budget Page 60
PEDC Multi-Year Forecast
MULTI-YEAR BUDGET 2025-27
PEARLAND ECONOMIC DEVELOPMENT CORPORATION
AMENDED ADOPTED FORECASTED
DESCRIPTION 2024 2025 2026 2027 2028 2029
REVENUES
Sales Tax 15,229,066 15,457,502 15,766,652 16,081,985 16,403,625 16,731,697
Management District Reimbursements - - 1,500,000 2,520,000 5,550,000 -
Bond Proceeds - - 6,000,000 15,500,000 - -
Other* 1,722,000 1,142,175 141,928 79,704 1,278,088 601,086
TOTAL OPERATING REVENUE $16,951,066$16,599,677 $23,408,580 $34,181,689 $23,231,712 $17,332,783
EXPENDITURES
Operating Expenditures 1,531,819 1,654,062 1,767,486 1,763,046 1,820,506 1,879,932
Programs/Contracted Services 2,125,726 2,746,616 2,377,415 2,445,220 3,515,093 2,587,098
Business Development-Incentives 942,245 945,500 1,250,000 1,500,000 1,500,000 1,500,000
Bond Payments 267,700 261,800 255,900 525,917 1,888,042 1,893,250
Site Development
Lower Kirby Infrastructure 3,995,000 2,850,000 700,000 5,000,000 - -
Redevelopment/LK/SH 35/Old Town 2,886,967 4,970,000 2,250,000 1,750,000 1,750,000 1,750,000
Mobility and Infrastructure
State Highway 288 2,175,000 4,900,000 - - 800,000 -
FM 518/Broadway 1,550,000 450,000 6,250,000 16,000,000 3,000,000 1,500,000
State Highway 35/Old Town 2,365,000 5,950,000 3,175,000 6,805,000 2,302,000 4,000,000
Entry Features - - - - - -
Corridors/Trails-Clear Creek Trail - - 50,000 - - -
Corridor/Entryway Maintenance(Operating) 705,000 741,000 763,230 786,127 809,711 834,002
Distressed Property Demolition - 150,000 150,000 150,000 150,000 150,000
Parks&Places to Gather 1,618,502 17,058,719 4,141,950 618,000 396,550 408,447
TOTAL EXPENDITURES $20,162,959$42,677,697 $23,130,980 $37,343,310 $17,931,901 $16,502,729
REV OVER/(UNDER)EXP (3,211,893) (26,078,021) 277,600 (3,161,621) 5,299,811 830,054
BEGINNING TOTAL FUND BALANCE $34,643,302 $31,431,409 $5,353,389 $5,630,988 $2,469,367 $7,769,178
ENDING TOTAL FUND BALANCE $31,431,409 $5,353,389 $5,630,988 $2,469,367 $7,769,178 $8,599,232
*Other includes Interest,288 PMMD#2 Management Contract,Smith Ranch Assessments,Sale of Property and miscellaneous revenue
� City of Pearland I FY2025 Adopted Budget Page 61
FUND SUMMARIES
� City of Pearland I FY2025 Adopted Budget Page 62
All Funds Below is a summary of all funds including the adopted beginning fund balance,annual revenue
and expenditures as well as estimated ending fund balance.
CITY OF PEARLAND
FY 2025 ADOPTED BUDGET
ANALYSIS OF FUND BALANCE AND CASH EQUIVALENTS
SUMMARYALL FUNDS
FY2025 FY2025 FY2025 FY2025
ADOPTED ADOPTED ADOPTED ADOPTED
FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE
General Fund 29,093,625 124,411,285 123,066,372 30,438,538
Debt Service Fund 6,412,800 57,936,863 59,909,947 4,439,716
Special Revenue Funds 11,625,237 7,285,721 9,130,676 9,780,282
Proprietary Funds 50,015,072 125,768,978 126,800,031 48,984,019
Capital Project Funds (134,152,076) 267,122,654 162,211,842 (29,241,264)
Internal Service Funds 17,812,629 40,517,234 44,289,253 14,040,610
PEDC Fund 31,570,824 16,599,677 42,677,697 5,492,804
TOTAL $12,378,111 $639,642,412 $568,085,818 $83,934,705
SPECIAL REVENUE FUNDS
FY2025 FY2025 FY2025 FY2025
ADOPTED ADOPTED ADOPTED ADOPTED
FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE
305 Hotel/Motel Occupancy Tax 8,096,715 2,198,122 2,239,160 8,055,677
310 Court Building Security 68,437 38,700 32,326 74,811
315 Citywide Donation 217,189 59,321 71,500 205,010
320 Court Technology 13,780 45,455 41,770 17,465
325 Street Assessment* 55 5 - 60
330 Park Donations 38,306 212,178 250,000 484
331 Tree Trust 1,069,494 72,519 434,750 707,263
332 Parks Financial Assistance Donations 2,973 5,125 5,000 3,098
335 Police State Seizure 87,651 11,134 31,200 67,585
336 Federal Police 124,882 6,824 75,200 56,506
337 Community Safety Fund 15,094 8,000 - 23,094
340 Park Development 453,999 446,115 900,000 114
345 Sidewalk 69,179 8,472 - 77,651
346 Drainage Maintenance Fund 896,116 1,646,693 2,224,449 318,360
350 Grant Fund 153,112 378,190 195,546 335,756
351 Community Development Block Grant 62,791 456,770 456,770 62,791
352 CDBG Disaster Recovery (307,770) - - (307,770)
353 Disaster Recovery Fund* (68,402) - - (68,402)
354 Hazard Mitigation (83,694) - - (83,694)
355 Coronavrius Relief Fund (1,412,395) - - (1,412,395)
356 American Rescue Plan Act(ARPA) - - - -
360 Traffic Improvement 356,133 17,480 214,920 158,693
365 Truancy Prevention&Diversion (9,122) 38,000 21,267 7,611
366 Municipal Jury 2,690 1,266 1,000 2,956
370 Municipal Channel 512,107 259,244 101,000 670,351
380 Regional Detention* 216,713 10,739 - 227,452
514 Infrastructure Reinvestment 1,049,204 1,365,369 1,834,818 579,755
TOTAL $11,625,237 $7,285,721 $9,130,676 $9,780,282
City of Pearland I FY2025 Adopted Budget Page 63
PROPRIETARY FUNDS
FY2025 FY2025 FY2025 FY2025
ADOPTED ADOPTED ADOPTED ADOPTED
FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE
600 Water&Sewer Fund* 30,204,016 78,230,113 79,866,624 28,567,505
601 Water Sewer Debt Fund 20,014,910 38,829,133 38,339,945 20,504,098
610 Solid Waste Fund (203,854) 8,709,732 8,593,462 (87,584)
TOTAL $50,015,072 $125,768,978 $126,800,031 $48,984,019
*Excluding 489K Unrestricted Cash in W/S Debt Service Fund 601 in the Ending W/S Cash Equivalents for Fund 600 here
CAPITAL PROJECT FUNDS
FY2025 FY2025 FY2025 FY2025
ADOPTED ADOPTED ADOPTED ADOPTED
FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE
500 Capital Projects General 392,696 1,523,923 1,252,843 663,776
501 Capital Projects-CO 4,430,398 1,178,734 957,843 4,651,289
503 Certificates of Obligation Series 2006 (20,381) 459 - (19,922)
506 Capital Projects-GO 30,362,480 1,378,515 663,743 31,077,252
507 General Obligation Series 2020 (28,479,383) - 111,843 (28,591,226)
508 Certificates of Obligation Series 2020 (471,727) 66,301 - (405,426)
509 General Obligation Series 2021 (135,909) 80,320 - (55,589)
511 PEDC Pay-As-You-Go (1,153,702) - 435,000 (1,588,702)
512 Certificates of Obligation Series 2021 (279,282) - - (279,282)
513 General Obligation Series 2022 1,120,929 581,289 111,843 1,590,375
515 2020 Certificates of Obligation-TIRZ* (53,503) 82,811 - 29,308
516 2021 Certificates of Obligation-TIRZ* 2,824,606 173,696 - 2,998,302
517 2022 Certificates of Obligation 82,243 330,487 531,664 (118,934)
518 2022 Certificates of Obligation-TIRZ* 5,749,559 356,540 - 6,106,099
519 General Obligation Series 2023 119,252 189,714 226,440 82,526
520 2023 Certificates of Obligation 150,556 364,489 232,170 282,875
521 Drainage Fund (48,669) - - (48,669)
522 GO Series 2024 (20,000) 235,035 (255,035)
523 CO Series 2024 (20,000) - - (20,000)
524 2023 Certificates of Obligation-TIRZ* 495,884 481,832 977,716
525 TIRZ SERIES 2024 - - - -
526 GO Series 2025 56,250,366 56,485,401 (235,035)
527 CO Serires 2025 - 23,666,798 23,901,833 (235,035)
550 Utility Impact Fee Fund 7,246,512 456,554 3,611,843 4,091,223
551 Water Impact Fee Fund 3,771,325 1,996,713 2,500,000 3,268,038
552 Waste Water Impact Fee Fund 4,045,878 2,272,977 3,200,000 3,118,855
565 W&S Revenue Bonds 1,958,837 251,272 126,168 2,083,941
566 W&S Revenue Bonds 2020 1,216,950 114,282 126,168 1,205,064
567 Water Drinking Bond Funds 2020 (7,261,751) 513,628 - (6,748,123)
568 W&S Revenue Bonds 2021 83,642 210,019 137,077 156,584
569 W&S Certificates of Obligation 2022 1,326,236 1,273,111 337,621 2,261,726
570 Water/Sewer Pay As You Go CIP 1,778,590 200,411 1,072,752 906,249
571 2021 TWDB Revenue Bonds (1,292,671) 560,930 - (731,741)
574 W&S Certificates of Obligation 2023 (2,824,389) 2,319,441 (504,948)
575 MUD 4 Capital Program 1,362 1,362
576 W&S Certificates of Obligation 2024 (159,247,282) - (158,595,995) (651,287)
577 W&S Certficates of Obligation 2025 170,245,680 224,550,550 (54,304,870)
TOTAL $(134,152,076) $267,122,654 $162,211,842 $(29,241,264)
City of Pearland I FY2025 Adopted Budget Page 64
Note-Beginning in FY 2020,all debt issuances will be isolated into their own unique fund.Negative fund balances are a result of appropriations needed
to award contracts,but expenses will not be incurred until an intent to reimburse has been approved by council.Other negative balances can be
attributed to situations where the bonds have been sold,but the funding not yet recieved by the city.
INTERNAL SERVICE FUNDS
FY2025 FY2025 FY2025 FY2025
ADOPTED ADOPTED ADOPTED ADOPTED
FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE
700 Risk Management Fund 743,352 4,844,632 5,037,982 550,002
702 Medical Self-Insurance Fund 3,612,122 11,154,643 11,342,396 3,424,369
703 Motor Pool Fund 7,408,224 7,658,337 13,017,011 2,049,550
704 Facilities Fund 147,324 3,346,146 3,442,921 50,549
705 Information Technology Fund 510,729 10,868,512 11,013,943 365,298
706 Capital Fund 5,390,878 2,644,964 435,000 7,600,842
TOTAL $17,812,629 $40,517,234 $44,289,253 $14,040,610
PEARLAND ECONOMIC DEVELOPMENT CORPORATION(PEDC)
FY2025 FY2025 FY2025 FY2025
ADOPTED ADOPTED ADOPTED ADOPTED
FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE
900 Economic Development Fund 31,570,824 16,599,677 42,677,697 5,492,804
TOTAL $31,570,824 $16,599,677 $42,677,697 $5,492,804
City of Pearland I FY2025 Adopted Budget Page 65
The General Fund provides the financing for all the City of Pearland's basic services except
water,sewer and solid waste,which is accounted for through the Enterprise and Solid Waste
Funds.The principal sources of revenue include property taxes,sales taxes,franchise taxes,
licenses and permits,fines and forfeitures,and charges for services. Expenditures are
,'""1 General Fund comprised of five major functional areas:Engineering and Public Works, Public Safety,General
VW Government,Community Services,and Parks and Recreation. Public Safety provides all
emergency services to the citizens of Pearland and accounts for a majority of total operating
expenditures(excluding transfers).Expenditures include all personnel costs for 640 full-time
positions and 107 part-time positions including Parks,Engineering,Capital Projects,and Public
Works just to name a few.
Summary
The City of Pearland is projecting$124.41 M of revenue in FY2025,which represents a 7.9%increase over the prior year.Budgeted
expenditures are projected to increase by 7.9%or$9.03M to$123.07M in FY2025.
Overview—Fund Balance
The City anticipates ending FY 2024 on September 30,2024,with a fund balance of$29,093,625,$10,318 over the three-month fund
balance policy.The proposed FY 2025 fund balance is budgeted to increase to$30,438,538.This is over the new three-month policy by
$93,406.
Revenues
Revenues in FY 2025 are anticipated to exceed those in 2024 in several categories.Overall,the increase in total revenues from FY 2024
amended is 7.5%. Property tax,sales tax and charges for services are the three major revenue sources for the City.
Property Tax revenues increased in 2025 by 8.8%over FY 24 year-end amended revenue.FY 2024 sales tax revenue is projected to grow
at 1.7%.TIRZ Administration fee reflected in Charges for Services Revenue is increasing 1.3%based on the TIRZ taxable value and the
City of Pearland tax rate.
Total Revenues
FY 2025 Adopted $124,411,285
FY 2024 Amended $115,719,007
Increase/(Decrease)$8,692,272 7.5%increase
Expenditures
Fiscal year 2025 total expenditures are$123,066,372,4.3%higher than the FY 2024 amended budget.Salaries and Benefits remain the
major expenditure for FY 25,at 68%of the total General Fund budget.This is an increase of 7.5%percentage points over FY 2024
amended.
Major changes in the General Fund are described in the Budget Overview section.This includes a 5%salary adjustment exempt and non-
exempt employees outside of police and fire,with additional pay plan adjustments for police and fire.
Total Expenditures
FY 2025 Adopted $123,066,372
FY 2024 Amended $117 948 966
Increase/(Decrease)$5,117,406 4.3%increase
Revenues by Source
General Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $33,681,195 $31,323,584 $31,323,584 $29,093,625
� City of Pearland I FY2025 Adopted Budget Page 66
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Revenues
Property Taxes $31,196,149 $40,052,339 $41,843,330 $45,520,000
Sales&Use Taxes $30,592,387 $32,017,500 $30,702,654 $31,226,000
Franchise Fees $7,178,461 $6,866,455 $7,060,378 $6,729,055
Licenses&Permits $3,419,602 $3,997,971 $3,605,359 $3,051,871
Fines&Forfeitures $1,764,925 $1,984,305 $1,976,340 $1,990,185
Charges for Services $20,105,945 $23,894,405 $23,498,070 $23,810,336
Investment Earnings $1,449,482 $1,432,007 $2,200,000 $4,593,276
Intergovernmental -$1,299 $0 -$83 $0
Miscellaneous $885,657 $649,306 $463,804 $494,870
Transfers In $9,385,361 $4,369,155 $4,369,155 $6,995,692
Total Revenues: $105,976,671 $115,263,443 $115,719,007 $124,411,285
Expenditures
Salaries&Wages $72,664,970 $76,631,749 $78,234,263 $84,129,549
Materials&Supplies $3,182,526 $4,350,503 $5,564,544 $4,533,598
Building&Grounds $616,660 $785,889 $770,395 $502,024
Repair&Maintenance $1,485,227 $1,843,924 $2,073,721 $1,846,493
Miscellaneous Services $9,489,309 $11,230,912 $11,768,924 $11,921,746
Other $108,519 $332,312 $359,624 $334,337
Capital Outlay $1,020,859 $1,062,400 $1,401,757 $1,164,551
Interest Expense $124,174 $0 $0 $0
Transfers Out $19,489,821 $17,795,479 $17,795,479 $18,634,074
Total Expenditures: $108,182,064 $114,033,168 $117,968,707 $123,066,372
Total Revenues Less Expenditures: -$2,205,393 $1,230,275 -$2,249,700 $1,344,913
Ending Fund Balance: 1 $31,475,802 $32,553,859 $29,073,884 $30,438,538
Expenditures by Expense Type
Name FY2023Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Expense Objects
Salaries&Wages $72,664,970 $76,631,749 $78,234,263 $84,129,549
Materials&Supplies $3,182,526 $4,350,503 $5,564,544 $4,533,598
Building&Grounds $616,660 $785,889 $770,395 $502,024
Repair&Maintenance $1,485,227 $1,843,924 $2,073,721 $1,846,493
Miscellaneous Services $9,489,309 $11,230,912 $11,768,924 $11,921,746
Other $108,519 $332,312 $359,624 $334,337
Capital Outlay $1,020,859 $1,062,400 $1,401,757 $1,164,551
Interest Expense $124,174 $0 $0 $0
Transfers Out $19,489,821 $17,795,479 $17,795,479 $18,634,074
Total Expense Objects: $108,182,064 $114,033,168 $117,968,707 $123,066,372
� City of Pearland I FY2025 Adopted Budget Page 67
Fund Balance
Financial Policies require that the fund balance meet or exceed 90 days of recurring expenses. For both the FY24 amended budget and the
FY25 adopted budget, fund balance met or exceeded the policy. The estimated ending fund balance for FY2025 is $30,438,538 which
exceeds policy by$93,405.
Amount of Fund Balance Over Policy
General Fund Comprehensive Summary
FY23 Actual FY24 Amended FY25 Adopted
Beinning Fund Balance $33,681,195 $31,323,584 $29,093,625
Revenue $105,976,671 $115,719,007 $124,411,285
Expenditure $108,182,064 $117,948,966 $123,066,372
Net ($2,205,393) ($2,229,959) $1,344,913
Ending Balance $31,475,802 $29,093,625 $30,438,538
Policy Minimum Balance(90 Days) $26,675,029 $29,083,307 $30,345,133
Amount Over/(Under)90 Day Target $4,800,773 $10,318 $93,405
Days of Reserves 106 90 90
� City of Pearland I FY2025 Adopted Budget Page 68
Debt Service Fund
Summary
The Debt Service Fund, also known as the interest and sinking fund, is established by ordinance and accounts for the issuance of debt and
provides for the payment of debt, including principal,interest and tax rebates to in-city municipal utility districts as payments become due. In
the Debt Service Fund, an ad valorem (property)tax rate and tax levy are required to be computed and levied, which will be sufficient to
produce the money to satisfy annual debt service requirements.The City of Pearland has no general obligation legal debt limit other than a
ceiling on the tax rate specified by the State of Texas. Under the rules of the Texas Attorney General,the City may issue general obligation
debt in an amount no greater than that which can be serviced by a debt service tax rate of$1.50 per$100 assessed valuation, based on a
90%collection rate.
Overview
Based on estimated property values,the budget as proposed assumes a Debt Service tax rate of$0.3000 per$100 in assessed valuation to
meet FY25 obligations. This is a decrease from the rate of $0.3229 per $100 in assessed valuation in FY24. The tax rate generates
$40,450,000 in current property taxes.
Fund revenues include reimbursements from the University of Houston-Clear Lake System for debt associated with the construction of the
University of Houston-Clear Lake Pearland Campus and transfers from the Water-Sewer Fund for rebates to in-city MUDs. Fund
expenditures include rebates to the remaining in-city MUD's that still qualify for such support. Expenditures total $59,909,947 for fiscal year
2025 include$44,396,661 in bond principal and interest payments.
Debt(General Obligation and Certificates of Obligation)anticipated to be issued includes$81.9 million in FY25 pursuant to the City's Capital
Improvement Program. $56.8 million in General Obligation Bonds will be issued in FY 2025 for multiple Bond Referendum Projects. The
debt issuance in fiscal year 2025 will impact the Debt Service Expenditures of FY26.
Total principal outstanding paid from property taxes at September 30, 2024 is anticipated to be $604 million (this excludes new debt and
property tax backed debt paid by the water/sewer fund).
S&P and Fitch Ratings have assigned bond credit ratings of AA and AA+respectively.These ratings put the City of Pearland in the top
echelon of low credit risk issuers.
200 - Debt Service Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $3,436,146 $3,369,997 $3,369,997 $6,412,800
Revenues
Property Taxes $36,879,625 $41,319,476 $40,301,531 $40,680,000
Investment Earnings $371,342 $350,000 $1,298,217 $0
Miscellaneous $10,802,953 $11,399,761 $11,920,947 $14,599,978
Transfers In $3,552,442 $4,501,938 $87,519 $2,656,885
Other Financing Sources $4,420,000 $0 $0 $0
Total Revenues: $56,026,363 $57,571,175 $53,608,214 $57,936,863
Expenditures
Other $8,048,964 $8,879,000 -$700,322 $3,870,158
Interest Expense $48,039,340 $47,249,580 $51,265,732 $56,039,789
Total Expenditures: $56,088,305 $56,128,580 $50,565,410 $59,909,947
Total Revenues Less Expenditures: -$61,942 $1,442,595 $3,042,804 -$1,973,084
Ending Fund Balance: $3,374,204 $4,812,592 $6,412,801 $4,439,716
� City of Pearland I FY2025 Adopted Budget Page 69
Special The Special Revenue Funds are used to account for specific revenues that are legally restricted
Revenue Funds for particular purposes. A description of the individual Special Revenue Fund, an overview of
planned programming,and budget schedules are detailed for each fund.
Summary
The City of Pearland is projecting$7.29M of revenue in FY2025,which represents a 8.2%increase over the prior year.Budgeted
expenditures are projected to increase by 23.2%or$1.72M to$9.13M in FY2025.
All Special Revenue Funds Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $8,677,575 $12,279,667 �i12,279,667 $11,597,938
Revenues
Sales&Use Taxes $1,747,149 $1,552,000 $1,748,212 $1,800,000
Franchise Fees $204,814 $235,000 $200,000 $235,000
Licenses&Permits $202,269 $200,000 $210,000 $409,000
Fines&Forfeitures $105,307 $140,500 $113,000 $120,600
Charges for Services $429,900 $7,000 $51,250 $7,000
Investment Earnings $486,751 $250,861 $684,190 $705,311
Intergovernmental $5,624,092 $646,192 $30,991,946 $834,960
Miscellaneous $1,043,725 $208,956 $333,075 $273,850
Transfers In $5,479,160 $3,492,858 $3,632,056 $2,900,000
Total Revenues: $15,323,166 $6,733,367 $37,963,729 $7,285,721
Expenditures
Salaries&Wages $1,561,395 $1,761,335 $1,677,314 $1,868,353
Materials&Supplies $402,502 $446,239 $597,285 $620,239
Building&Grounds $1,331,049 $1,154,977 $1,154,977 $1,172,358
Repair&Maintenance $12 $27,672 $27,672 $29,172
Miscellaneous Services $966,697 $1,584,323 $3,566,733 $1,939,961
Other $94,923 $66,000 $2,626,939 $66,000
Capital Outlay $2,875,150 $1,284,935 $25,425,139 $2,865,823
Transfers Out $4,489,342 $1,088,636 $3,768,384 $568,770
Total Expenditures: $11,721,070 $7,414,117 $38,844,443 $9,130,676
Total Revenues Less Expenditures: $3,602,096 -$680,750 -$880,714 -$1,844,955
Ending Fund Balance: $12,279,671 $11,598,917 $11,398,953 $9,752,983
Expenditures by Expense Type
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Expense Objects
Salaries&Wages $1,561,395 $1,761,335 $1,677,314 $1,868,353
Materials&Supplies $402,502 $446,239 $597,285 $620,239
Building&Grounds $1,331,049 $1,154,977 $1,154,977 $1,172,358
City of Pearland I FY2025 Adopted Budget Page 70
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Repair&Maintenance $12 $27,672 $27,672 $29,172
Miscellaneous Services $966,697 $1,584,323 $3,566,733 $1,939,961
Other $94,923 $66,000 $2,626,939 $66,000
Capital Outlay $2,875,150 $1,284,935 $25,425,139 $2,865,823
Transfers Out $4,489,342 $1,088,636 $3,768,384 $568,770
Total Expense Objects: $11,721,070 $7,414,117 $38,844,443 $9,130,676
� City of Pearland I FY2025 Adopted Budget Page 71
The Hotel/Motel Occupancy Tax Fund is used to account for revenues realized from hotel
occupancy taxes. Hotel occupancy tax is collected from the hotel guest when the guest makes
Hotel/Motel
payment for the hotel room. AThe tax is then remitted by the hotel owner to the city on a
,�•' Occupancy Tax quarterly basis. The City of Pearland's Hotel Occupancy tax rate is 7%. The state of Texas
imposes an additional 6% Hotel Occupancy Tax which is remitted by the hotel owner to the state
on a monthly basis.
Summary
Under the Texas Tax Code,every event, program or facility funded with local hotel occupancy tax revenue must be likely to directly promote
tourism AND directly promote the convention and the hotel industry. Tourism is defined under Texas state law as guiding or managing
individuals who are traveling to a different city, county, state or country. By law, cities with populations between 125,000 and 200,000 must
spend at least 1% of hotel tax receipts on advertising & promotion, a 15% maximum expenditure for the arts and a 15% maximum
expenditure for historical preservation.
Fiscal year 2025 revenue is projected to be $2,198,122 with occupancy tax revenue of$1,800,000 and total expenditures of$2,239,160.
Visit Pearland budget continues to support the mission of marketing, selling and promoting Pearand as a destination. Strategic planning
includes advertising, sales, partnerships, media outreach, hosting influences and planners, and co-sponsorship of annual events, sports
tournaments and other tourism products including several digital trails.The budget includes the cost of the office rental space at Pearland
Town Center,which acts as a Visitor Center.
Another use of Hotel Occupancy Tax(HOT)is for sports facility improvements.To expend funds for this use,the city must host a minimum of
10 times the preceding year for regional, state,or national championship sporting event activity. Our arrangement with rights holders has us
scheduled to meet that threshold by the end of the year in 2024 for the Sports Complex at Shadow Creek Ranch.The criteria was met for
Centennial Park in 2023.
Hotel/Motel Occupancy Tax Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $6,654,985 $7,743,654 $7,743,654 $8,096,715
Revenues
Sales&Use Taxes $1,747,149 $1,552,000 $1,748,212 $1,800,000
Investment Earnings $304,678 $150,000 $387,835 $383,122
Miscellaneous $22,348 $15,000 $2,965 $15,000
Total Revenues: $2,074,175 $1,717,000 $2,139,012 $2,198,122
Expenditures
Salaries&Wages $364,480 $379,739 $381,802 $448,629
Materials&Supplies $114,779 $117,750 $172,950 $180,150
Miscellaneous Services $419,983 $527,066 $535,200 $887,941
Capital Outlay $0 $0 $0 $600,000
Transfers Out $86,264 $695,999 $695,999 $122,440
Total Expenditures: $985,506 $1,720,554 $1,785,951 $2,239,160
Total Revenues Less Expenditures: $1,088,668 -$3,554 $353,061 -$41,038
Ending Fund Balance: $7,743,653 $7,740,100 $8,096,715 $8,055,677
� City of Pearland I FY2025 Adopted Budget Page 72
Money deposited in a courthouse security fund may be used only for security personnel,
Municipal Court services, and items related to buildings that house the operations of district, county, or justice
Security courts, and money deposited in a municipal court building security fund may be used only for
v7 security personnel, services, and items related to buildings that house the operations of
municipal courts.
Summary
The City of Pearland is projecting $38.7K of revenue in FY2025, which represents a 9.6% decrease over the prior year. Budgeted
expenditures are projected to decrease by 35.5%or$17.8K to$32.33K in FY2025.
Municipal Court Security Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $60,713 $58,534 $58,534 $68,437
Revenues
Fines&Forfeitures $36,686 $42,000 $38,500 $36,500
Investment Earnings $1,740 $825 $2,934 $2,200
Total Revenues: $38,426 $42,825 $41,434 $38,700
Expenditures
Salaries&Wages $34,327 $42,149 $31,531 $32,326
Materials&Supplies $5,187 $4,473 $0 $0
Miscellaneous Services $1,091 $3,505 $0 $0
Total Expenditures: $40,605 $50,127 $31,531 $32,326
Total Revenues Less Expenditures: ,$2,179 -$7,302 $9,903 $6,374
Ending Fund Balance: $58,534 $51,232 $68,437 $74,811
� City of Pearland I FY2025 Adopted Budget Page 73
Citywide The Citywide Donation Fund is used to account for miscellaneous donations for all City
Donation Departments, except the Parks & Recreation Department. Donations that are received for
specific reasons or for specific departments,shall be spent for those purposes.
Summary
The City of Pearland is projecting$59.32K of revenue in FY2025,which represents a 14.9%decrease over the prior year. Budgeted
expenditures are projected to decrease by 22.3%or$20.5K to$71.5K in FY2025.
Citywide Donation's fund was created to account for miscellaneous donations for Fire, EMS, Police K9 supplies,and surgical
veterinary expenses for Animal Services.
Citywide Donation Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $230,981 $225,281 $225,281 $217,189
Revenues
Investment Earnings $7,235 $3,870 $10,845 $12,021
Miscellaneous $170,432 $65,800 $30,600 $47,300
Total Revenues: $177,667 $69,670 $41,445 $59,321
Expenditures
Materials&Supplies $166,315 $47,500 $19,537 $39,500
Miscellaneous Services $17,052 $44,500 $30,000 $32,000
Total Expenditures: $183,367 $92,000 $49,537 $71,500
Total Revenues Less Expenditures: -$5,700 -$22,330 -$8,092 -$12,179
Ending Fund Balance: $225,281 $202,951 $217,189 $205,010
� City of Pearland I FY2025 Adopted Budget Page 74
Money in the court technology fund may be used only to finance the cost of continuing education
Court and training for county court, statutory county court,or district court judges and clerks regarding
technological enhancements for those courts; and the purchase and maintenance of
,�•' Technology technological enhancements for a county court, statutory county court, or district court, including
computer systems, computer networks, computer hardware, computer software, imaging
systems,electronic kiosks,and docket management systems.
Summary
Expenditures include the annual fee to access law enforcement warrant data,court software annual maintenance and internet service.
Court Technology Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: -$605 $6,137 $6,137 $13,780
Revenues
Fines&Forfeitures $30,200 $45,000 $34,000 $45,000
Investment Earnings $94 $50 $447 $455
Total Revenues: $30,295 $45,050 $34,447 $45,455
Expenditures
Materials&Supplies $1,397 $3,780 $4,920 $4,920
Miscellaneous Services $8,385 $16,098 $8,114 $12,550
Transfers Out $13,770 $13,770 $13,770 $24,300
Total Expenditures: $23,552 $33,648 $26,804 $41,770
Total Revenues Less Expenditures: $6,743 $11,402 $7,643 $3,685
Ending Fund Balance: $6,138 $17,539 $13,780 $17,465
� City of Pearland I FY2025 Adopted Budget Page 75
The Park Donations Fund was created to account for donations and sponsorships made in support of
Park Donations Parks&Recreation Department events and programs.In accordance with the established Ordinance,
the fund is also used to account for the receipt and use of donation collections through water bill
statements,and are used to fund the Forever Parks Foundation.
Summary
The City of Pearland is projecting$212.18K of revenue in FY2025,which represents a 75.5%increase over the prior year.Budgeted
expenditures are projected to increase by 128.9%or$140.8K to$250K in FY2025.
FY 2025 sponsorship funds are allocated to parks&recreation events/programs/facilities.
Park Donations Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $24,921 $85,326 $85,326 $38,306
Revenues
Investment Earnings $2,251 $828 $4,849 $5,628
Miscellaneous $126,536 $120,100 $204,010 $206,550
Total Revenues: $128,787 $120,928 $208,859 $212,178
Expenditures
Materials&Supplies $68,382 $109,200 $255,879 $250,000
Total Expenditures: $68,382 $109,200 $255,879 $250,000
Total Revenues Less Expenditures: $60,405 $11,728 -$47,020 -$37,822
Ending Fund Balance: $85,326 $97,054 $38,306 $484
� City of Pearland I FY2025 Adopted Budget Page 76
Tree Trust Fund Ordinance 772 established to protect healthy trees, preserve the natural ecological
environment and aesthetic qualities of the City, and to protect and increase the value of residential
IT Tree Trust and commercial properties within the City.This fund is used to account for tree trust donations from
developers who cannot mitigate for trees removed during development; the fee is determined by a
tree survey,based on how many caliper inches are mitigated.
Summary
In fiscal year 2025, multiple contracts with Community Development, Parks, and Public Works will provide tree maintenance,
restoration,and improvements(including pruning;tree removal and replacement;stump grinding;tree planting 400+;tree pest control,
fertilization, and Arborist's consulting). Additionally, education and outreach efforts incorporate Tree Grants, Arbor Day activities &
collaboration,and Visit Pearland has an agreed to mutual partnership with GeoTour Extension.
Tree Trust Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $1,234,241 $1,395,304 $1,395,304 $1,069,494
Revenues
Charges for Services $425,900 $2,000 $51,250 $2,000
Investment Earnings $44,394 $22,500 $63,962 $70,519
Total Revenues: $470,294 $24,500 $115,212 $72,519
Expenditures
Building&Grounds $22,752 $47,500 $47,500 $42,500
Miscellaneous Services $0 $25,000 $30,000 $25,000
Capital Outlay $286,478 $365,000 $363,522 $367,250
Total Expenditures: $309,230 $437,500 $441,022 $434,750
Total Revenues Less Expenditures: $161,063 -$413,000 -$325,810 -$362,231
Ending Fund Balance: $1,395,304 $982,304 $1,069,494 $707,263
� City of Pearland I FY2025 Adopted Budget Page 77
Park Financial The Financial Assistance Program,funded by the Forever Parks Foundation, assists individuals who
Assistance are financially unable to participate in programs provided by the Parks&Recreation department.
Donations
Summary
The Financial Assistance Program, supported by the Forever Parks Foundation, helps individuals who face financial barriers to
participate in programs offered by the Parks&Recreation Department.
For FY 2025,the program covers various paid recreational offerings, including programs for early childhood through active adults,as
well as memberships for the Recreation Center&Natatorium(RCN)and Knapp Activity Center.
Park Financial Assistance Donations Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: -$8,156 $2,863 $2,863 $2,973
Revenues
Investment Earnings $20 $50 $110 $125
Miscellaneous $11,000 $8,056 $5,000 $5,000
Total Revenues: $11,020 $8,106 $5,110 $5,125
Expenditures
Materials&Supplies $0 $0 $5,000 $5,000
Total Expenditures: $0 $0 $5,000 $5,000
Total Revenues Less Expenditures: $11,020 $8,106 $110 $125
Ending Fund Balance: $2,864 $10,969 $2,973 $3,098
� City of Pearland I FY2025 Adopted Budget Page 78
The Police State Seizure Fund is used to account for state seizure funds,which are acquired through
Police State the sale of seized property that is used in the commission of a crime. State seizure funds are to be
Seizure deposited into a special fund and used solely for law enforcement purposes, such as salaries and
overtime pay for officers,officer training,specialized investigative equipment and supplies,and items
used by officers in direct law enforcement duties.
Summary
The Police State Seizure Fund is used to account for state seizure funds,which are acquired through the sale of seized property that is used in the
commission of a crime.State seizure funds are to be deposited into a special fund and used solely for law enforcement purposes,such as salaries
and overtime pay for officers,officer training,specialized investigative equipment and supplies,and items used by officers in direct law enforcement
duties.
In fiscal year 2024, planned expenses were for undercover vehicle rental fees,furniture and technology expenses for the Real Time Crime Center
and the cost of informants.Planned expenses for fiscal year 2025 also include potential police equipment needs,and the cost of informants.
Police State Seizure Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $178,587 $182,299 $182,299 $87,651
Revenues
Investment Earnings $5,331 $3,133 $9,938 $11,134
Miscellaneous $59,492 $0 $50,000 $0
Total Revenues: $64,823 $3,133 $59,938 $11,134
Expenditures
Materials&Supplies $9,111 $31,200 $24,251 $31,200
Miscellaneous Services $52,000 $24,000 $25,500 $0
Capital Outlay $0 $0 $104,835 $0
Total Expenditures: $61,111 $55,200 $154,586 $31,200
Total Revenues Less Expenditures: $3,712 -$52,067 -$94,648 -$20,066
Ending Fund Balance: $182,299 $130,232 $87,651 1 $67,585
City of Pearland I FY2025 Adopted Budget Page 79
The Federal Police Fund is used to account for seizure funds received from the U.S. Attorney
General's Office. Federal seizure funds are used to support community policing activities, training,
Federal Police
and law enforcement operations calculated to result in further seizures and forfeitures.These include
Seizure activities to enhance future investigations, including payments to informants, reward money, law
enforcement training, and the purchase of equipment such as body armor, computer equipment or
tactical operations gear.
Summary
The Federal Police Fund is used to account for seizure funds received from the U.S.Attorney General's Office. Federal seizure funds are used to
support community policing activities,training,and law enforcement operations calculated to result in further seizures and forfeitures.These include
activities to enhance future investigations, including payments to informants, reward money, law enforcement training, and the purchase of
equipment such as body armor,computer equipment or tactical operations gear.
In fiscal year 2024,funds were utilized for furniture for the Real Time Crime Center and equipment for the Drone as a First Responder program.
Planned expenses for fiscal year 2025 include Narcotics rental vehicles and potential police equipment needs.
Federal Police Seizure Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $118,898 $193,870 $193,870 $124,882
Revenues
Investment Earnings $6,531 $3,750 $6,360 $6,824
Miscellaneous $150,993 $0 $8,000 $0
Total Revenues: $157,524 $3,750 $14,360 $6,824
Expenditures
Materials&Supplies $0 $15,000 $0 $50,000
Miscellaneous Services $33,357 $0 $0 $25,200
Capital Outlay $49,195 $0 $83,348 $0
Total Expenditures: $82,553 $15,000 $83,348 $75,200
Total Revenues Less Expenditures: $74,971 -$11,250 -$68,988 -$68,376
Ending Fund Balance: $193,869 $182,620 $124,882 $56,506
� City of Pearland I FY2025 Adopted Budget Page 80
Community The Community Safety grant was implemented in FY22 for Pearland communities to apply
Safety for funds to assist with neighborhood safety.
Summary
The Community Safety grant was implemented in FY22 for Pearland communities to apply for funds to assist with neighborhood safety.
There are no planned expenses for FY5.
There are no planned expenses for FY25.
Community Safety Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $231,916 $225,070 $225,070 $15,094
Revenues
Investment Earnings $6,535 $2,625 $8,539 $8,000
Total Revenues: $6,535 $2,625 $8,539 $8,000
Expenditures
Other $13,381 $0 $50,000 $0
Transfers Out $0 $0 $168,515 $0
Total Expenditures: $13,381 $0 $218,515 $0
Total Revenues Less Expenditures: -$6,846 $2,625 -$209,976 $8,000
Ending Fund Balance: $225,070 $227,695 $15,094 $23,094
� City of Pearland I FY2025 Adopted Budget Page 81
Pursuant to the Unified Development Code, new development must either dedicate parkland or pay
Park the City a fee in lieu of parkland.As a tool to geographically allocate funds within the areas procured,
ttr Development three park zones were established.Fees,when paid,are identified by zone and use of the funds must
be spent within the zone or on expenditures at a community park,which serves the entire City.
Summary
FY 2025,$900,000 has been allocated for the replacement of the playground and fall zone at Southdown Park.
Park Development Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $705,501 $592,327 $592,327 $453,999
Revenues
Licenses&Permits $202,269 $200,000 $210,000 $409,000
Investment Earnings $19,278 $10,500 $33,728 $37,115
Transfers In $0 $94,900 $234,098 $0
Total Revenues: $221,547 $305,400 $477,826 $446,115
Expenditures
Capital Outlay $0 $0 $616,154 $900,000
Transfers Out $334,721 $0 $0 $0
Total Expenditures: $334,721 $0 $616,154 $900,000
Total Revenues Less Expenditures: -$113,174 $305,400 -$138,328 -$453,885
Ending Fund Balance: $592,327 $897,727 $453,999 $114
� City of Pearland I FY2025 Adopted Budget Page 82
Per City Ordinance, sidewalks are to be installed when development occurs. However, in
certain instances when the City knows that future streets and roadways will be constructed,
the City accepts payment in lieu of installation of sidewalks. Thus, the Sidewalk Fund is
used to account for revenues and expenditures associated with the installation of these
Sidewalk Fund sidewalks. The cost per square foot is $7.00 and changes to reflect the City's current
contract price at any given time.The City then uses these monies to install the sidewalks at
the designated area that required the payment. Specific sidewalk locations identified with the
original payments will be constructed out of the City's General Fund annual sidewalk
program,when identified for construction.
Summary
The City of Pearland is projecting $8.47K of revenue in FY2025, which represents a 41.8% increase over the prior year. Budgeted
expenditures are projected to increase by 0%or$0 to$0 in FY2025.
Sidewalk Fund Comprehensive Summary
----------------------------
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $64,157 $66,065 $66,065 $69,179
Revenues
Charges for Services $0 $5,000 $0 $5,000
Investment Earnings $1,908 $975 $3,114 $3,472
Total Revenues: $1,908 $5,975 $3,114 $8,472
Total Revenues Less Expenditures: $1,908 $5,975 $3,114 $8,472
Ending Fund Balance: $66,065 $72,040 $69,179 $77,651
� City of Pearland I FY2025 Adopted Budget Page 83
The drainage fund was initiated in Fiscal Year 2023 as the City proposed to develop a more
program-based approach to drainage maintenance. The City of Pearland develops,
Drainage maintains, and operates a drainage system that facilitates the collection and movement of
Maintenance stormwater runoff throughout the community and into receiving streams. The City currently
has inventoried and maintains 322 miles of enclosed storm sewer, 145 miles of open ditch,
12,237 inlets and 179 detention sites.
Summary
The City of Pearland is projecting$1.65M of revenue in FY2025,which represents a 21.7%decrease over the prior year.Budgeted
expenditures are projected to increase by 14.7%or$284.84K to$2.22M in FY2025.
The City's program-based approach to drainage system management&maintenance includes the visual inspection and associated cleaning
of all open and enclosed storm sewer infrastructure on a ten-year(10)basis.A component of this fund originally included six full-time
employees which were previously funded from the General Fund:the Street and Drainage Fund.The capacity of that six-member team
allowed for the response to the emergency drainage obstruction request on an as-needed basis and reestablishing the grade of the open
ditch collection system on a 30-year basis. In addition to the previously budgeted six full-time employees,there were seven new full-time
employees and associated equipment such as CCTV and a combination cleaner truck added in FY23.The addition of these new employees
allowed for the programmatic approach to drainage maintenance to be developed and provides for an estimated 3-fold increase in ditch
cleaning and 10-fold increase to enclosed pipe cleaning(previously no maintenance conducted).
The city commenced this 10-year program by cleaning,inspecting,and reestablishing grade on an average of 32 miles of enclosed pipe and
15 miles of open ditch drainage annually.Since commencement,the city has on-boarded all new personnel,acquired all necessary
equipment,cleaned/inspected over 36 miles of enclosed pipe,conducted 51 miles of open ditch grading/inspection,awarded a third-party
enclosed maintenance service contract as well as,developed an electronic platform for tracking maintenance progress.Additionally,all
drainage maintenance is visible on a public-facing dashboard,which is updated in real-time through the City's work order management
system(Cityworks).As part of the City Council's strategic priorities and milestones,staff continue monitoring the effectiveness of the
drainage maintenance program for consideration of future expansion,efficiencies,and budgetary needs.
Drainage Maintenance Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: WA $456,226 $456,226 $896,116
Revenues
Investment Earnings $10,768 $5,115 $40,985 $46,693
Miscellaneous $32,500 $0 $32,500 $0
Transfers In $1,972,958 $2,097,958 $2,097,958 $1,600,000
Total Revenues: $2,016,226 $2,103,073 $2,171,443 $1,646,693
Expenditures
Salaries&Wages $637,402 $1,005,634 $751,909 $1,138,346
Materials&Supplies $25,074 $28,182 $25,594 $37,544
Repair&Maintenance $0 $23,172 $23,172 $24,672
Miscellaneous Services $345,404 $600,658 $648,911 $601,857
Transfers Out $552,119 $281,967 $281,967 $422,030
Total Expenditures: $1,559,999 $1,939,613 $1,731,553 $2,224,449
Total Revenues Less Expenditures: $456,227 $163,460 $439,890 -$577,756
Ending Fund Balance: N/A $619,686 $896,116 $318,360
� City of Pearland I FY2025 Adopted Budget Page 84
Grant Fund To account for all revenues and expenditures associated with federal, state and local grants,
except CDBG.
Summary
Revenues for FY 2024 totaled$504,510,providing the ability to restore portions of the prior year fund balance.
The FY 2025 budget includes expenditures totaling $195,546, which covers $86,755 towards the costs of two (2) Crime Victim Liaisons,
$44,449 of the Police Officer Health and Wellness Coordinator's salary and benefits, $24,300 in consulting fees for a peer support clinician
that will work with Fire Operations to improve mental health programmatic resources for the Fire Department, and $27,042 in related
programmatic and administrative costs associated with all of these programs. The Texas Commission on Law Enforcement (TCOLE) will
provide an estimated$13,000 in grant funds for public safety professional development.
Grant Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $470,133 $244,536 $244,536 $153,112
Revenues
Intergovernmental $666,054 $180,030 $525,909 $378,190
Miscellaneous $231,540 $0 $0 $0
Transfers In $84,721 $0 $0 $0
Total Revenues: $982,314 $180,030 $525,909 $378,190
Expenditures
Salaries&Wages $302,621 $178,789 $180,228 $156,926
Materials&Supplies $3,244 $66,729 $66,729 $0
Miscellaneous Services $30,965 $29,970 $40,128 $38,620
Capital Outlay $871,082 $0 $241,583 $0
Transfers Out $0 $96,900 $88,665 $0
Total Expenditures: $1,207,912 $372,388 $617,333 $195,546
Total Revenues Less Expenditures: ,$225,597 -$192,358 $91,424 $182,644
Ending Fund Balance: $244,536 $52,178 $153,112 $335,756
� City of Pearland I FY2025 Adopted Budget Page 85
Community The Community Development Block Grant Fund is funded through the U.S. Department of
Development Housing and Urban Development (HUD) for use in providing programs, services and local
ttr Block Grant infrastructure improvements that benefit low-and moderate-income families.
(CDBG)
Summary
The FY 2024 budget included expenditures totaling $3,978,023. A total of $3,892,948 was budgeted for expenditures of regular CDBG
entitlement jurisdiction project funding, which includes $69,848 in program administration costs, $112,870 in subrecipient grant awards to
social service agencies, $177,683 for the rehabilitation of homes for low-to-moderate income citizens, and $212,198.78 in mental health
facility rehabilitation costs.
The 2025 fiscal year CDBG funding totals $465,770. Of that amount, oversight and management of the program is budgeted for in the
amount of$91,354 and $68,515 for social service activities. The City's housing rehabilitation and repair program will be allocated $70,000
for personnel costs,and$226,901 for the City's housing rehabilitation and repair program work.
Community Development Block Grant (CDBG) Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $9,386 $62,791 $62,791 $62,791
Revenues
Intergovernmental $277,602 $466,162 $3,978,023 $456,770
Total Revenues: $277,602 $466,162 $3,978,023 $456,770
Expenditures
Salaries&Wages $132,867 $113,414 $85,075 $73,633
Miscellaneous Services $39,888 $86,731 $203,077 $89,524
Other $51,441 $0 $492,049 $0
Capital Outlay $0 $267,195 $3,197,822 $293,613
Total Expenditures: $224,196 $467,340 $3,978,023 $456,770
Total Revenues Less Expenditures: $53,406 -$1,178 $0 $0
Ending Fund Balance: $62,792 $61,613 $62,791 $62,791
� City of Pearland I FY2025 Adopted Budget Page 86
The Texas General Land Office administers the State's funding from the U.S. Department of
CDBG Disaster Housing & Urban Development (HUD) for the purpose of Community Development Block
li` rr Recovery Fund Grant - Disaster Recovery (CDBG-DR) funding; specifically, Hurricane Harvey federal
disaster no. DR-TX-4332.
Summary
The City of Pearland experienced flooding during Hurricane Harvey, which affected a number of local residential properties, in some cases
due to aged infrastructure in need of repair or improvement. The DR-TX-4332 disaster recovery funding from HUD provides the State with
funding for disbursement to local communities impacted by Hurricane Harvey, mostly for local buyouts of flood-affected properties and
drainage infrastructure improvements. The City of Pearland was awarded a total of$5,384,499 for disaster recovery, in the form of two
allocations: $2,727,372 for buyouts of flood-damaged property owned by low-moderate income Pearland residents affected by Hurricane
Harvey during FY 2024 expenses of$15,726 were incurred related to this;and,$2,657,127 for drainage infrastructure projects located in the
Pearland CDBG Target Area,$32,629 were incurred related to this.
The GLO CDBG-DR program will cover 100% of the costs of eligible property acquisitions, with the exception of those that also qualify for
the City's HMGP land acquisition program (TDEM Buyouts), as budgeted for in Fund 354. The matching portion of Fund 354 HMGP
expenditures that low-moderate income program participants would otherwise incur, can be covered with applicable Fund 352 grant funds,
and those land acquisition expenditures will be classified in part to this Fund(25%).
In addition to the above-mentioned funding, the City's GLO funding includes $14,008,900 for drainage improvements in Hickory Creek,
Garden Acres, and Herridge Miller subdivisions, as well as the replacement of a Hickory Slough embankment slope where the drainage
channel intersects
with Garden Road.The$14,008,900 funding also includes$500,000 for a portion of the estimated$1.2 million cost of an update to the City's
Master Drainage Plan.
CDBG Disaster Recovery Fund Comprehensive Summary
......................................................................................................
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $197,280 $307,770 -$307,770 $307,770
Revenues
Intergovernmental -$81,833 $0 $16,527,000 $0
Total Revenues: -$81,833 $0 $16,527,000 $0
Expenditures
Salaries&Wages $28,489 $0 $69,563 $0
Miscellaneous Services $168 $0 $961,689 $0
Other $0 $0 $620,000 $0
Capital Outlay $0 $0 $14,875,748 $0
Total Expenditures: $28,657 $0 $16,527,000 $0
Total Revenues Less Expenditures: $110,490 $0 $0 $0
Ending Fund Balance: $307,770 $307,770 -$307,770 $307,770
� City of Pearland I FY2025 Adopted Budget Page 87
The Disaster Recovery Fund is specifically designed to account for various expenditures
Disaster associated with major, federally declared catastrophes that may be the subject of FEMA
lt` rr Recovery Public Assistance, or some other federal and/or State grant that covers eligible costs
involving the City's of local disaster response/recovery.
Summary
FY 25 has no proposed budget,as the fund is used solely for unplanned disaster-related expenditures.The existing fund balance is the
result of expenditures related to the July 2024 Hurricane Beryl;specifically,$3,689,260 in expenditures related to the debris pickup,
emergency response,and repair work which has occurred throughout the City.
Disaster Recovery Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: -$354,231 -$68,402 -$68,402 -$68,402
Revenues
Intergovernmental $46,945 $0 $0 $0
Miscellaneous $238,884 $0 $0 $0
Total Revenues: $285,829 $0 $0 $0
Total Revenues Less Expenditures: $285,829 $0 $0 $0
Ending Fund Balance: -$68,402 -$68,402 -$68,402 -$68,402
� City of Pearland I FY2025 Adopted Budget Page 88
The Texas Division of Emergency Management (TDEM)and the Texas Water Development
Board(TWDB)separately administer various types of hazard and flood mitigation assistance
Hazard to localities with post-disaster recovery needs; specifically, buyouts of flood-damaged
residential property, elevation of flood-damaged homes, generators for public safety and
Mitigation emergency management facilities, and other eligible mitigation investments. The City of
Pearland is repetitively impacted by hurricanes, tropical storms and other severe weather
events that produce damages to private and public property via high winds,wind-driven rain,
torrential rain,flooding,and other harmful meteorological conditions.
Summary
In FY 2024, Fund 354 expenditures total$318,754 and include$30,879 for City staff providing oversight and management of the day-to-day
program activities, $136,000 in pre-award application services, another$9,900 in project consulting, and $302,759 in management costs.
Actual costs of buyouts include$497,572 of which $188,717 was received in revenue, for a grand total of$318,754 in federal cost share.
The remaining cost share is being covered via special appropriation from the 85th Texas legislature,per Senate Bill 7.
Hazard Mitigation Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: -$49,295 -$83,694 -$83,694 -$83,694
Revenues
Intergovernmental -$8,630 $0 $7,306,377 $0
Total Revenues: _$8,630 $0 $7,306,377 $0
Expenditures
Salaries&Wages $8,889 $0 $30,138 $0
Miscellaneous Services $16,880 $0 $1,071,868 $0
Other $0 $0 $1,398,890 $0
Capital Outlay $0 $0 $5,109,238 $0
Total Expenditures: $25,769 $0 $7,610,134 $0
Total Revenues Less Expenditures: -$34,399 $0 -$303,757 $0
Ending Fund Balance: -$83,694 -$83,694 -$387,451 -$83,694
� City of Pearland I FY2025 Adopted Budget Page 89
The City of Pearland was a recipient of a direct allocation of Coronavirus Aid, Relief and
Economic Security(CARES)Act funding for COVID-19 preparedness, response, prevention
and recovery, issued by the State of Texas-Division of Emergency Management(TDEM)for
Coronavirus the Brazoria County portion of the City. This allocation of funds was based on the U.S.
Relief Fund Treasury method of distribution outlined in the CARES Act-$55 per capita for the applicable
population within the jurisdiction. For the Brazoria County portion of population within the
City of Pearland city limits, this amounted to $6,374,005 for the 2019 Census Bureau
115,891 population.
Summary
Eligible expenditures associated with CARES Act allowable costs have been reimbursed to the City in FY 2021.The remaining fund balance
is set to be reconciled via pending claims for reimbursement of eligible COVID-19 expenditures associated with the City's Request for Public
Assistance to the Federal Emergency Management Agency (FEMA)for its COVID-19 cost-recovery initiative (Disaster No. DR-4485-TX).
The incident period for that federally declared disaster is ongoing since January 20,2020 and eligible expenses located within Fund 355 are
expected to be reimbursed at 100%.Any ineligible unreimbursed FEMA expenditures will either remain in Fund 355 or be reclassified to the
General Fund accordingly.
Coronavirus Relief Fund Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: -$3,240,162 4 11,4i2,:�5 -$1,412,395 -$1,412,395
Revenues
Transfers In $1,827,767 $0 $0 $0
Total Revenues: $1,827,767 $0 $0 $0
Total Revenues Less Expenditures: $1,827,767 $0 $0 $0
Ending Fund Balance: -$1,412,395 -$1,412,395 -$1,412,395 -$1,412,395
� City of Pearland I FY2025 Adopted Budget Page 90
After the expiration of the 116th Congress' Coronavirus Aid, Relief, and Economic Security
(CARES)Act in 2020, the 117th Congress passed additional Coronavirus recovery stimulus
measures in the form of the American Rescue Plan Act (ARPA) in 2021. In addition to the
expenditure allowances provided in the CARES Act,ARPA provides eligible jurisdictions with
the ability to engage in economic recovery efforts involving the use of these funds for water
American and wastewater treatment projects, broadband infrastructure, as well as public entity
Rescue Plan economic recovery from COVID-19 revenue losses. The City of Pearland received
Act Fund $11,888,971 in ARPA State& Local Fiscal Recovery Funds(SLFRF)in two equal payments,
the first of which was made in June of 2021 in the amount of$5,944,486, with the second
payment of the remaining balance of the award being made in FY 2022. Funds may be used
the same as allowable with the CARES Act, in addition to being able to cover revenue
losses from COVID-19, water/wastewater facility improvements, and broadband
infrastructure.All funds must be obligated for expenditures by December 31, 2024 and fully
expended by December 31,2026.
Summary
Of the $11,888,971, the City has obligated $11,773,946, with the remaining balance of$115,025 currently in use for administrative
oversight purposes budgeted through FY 2023. Pending the delivery of fire apparatus and the periodic transfers for public safety
COVID-19 emergency response, there are no anticipated expenditures that will be budgeted for in FY 2024. Should apparatus
delivery not take place in FY 2023 and/or remaining program administration funds go unspent in FY 2023, reconciliation in FY 2024
will take place in the form of a carryover amendment(Budget Amendment No. 1)in FY 2024. Of the$11,888,971,the City has obligated
$11,786,266, with the remaining balance of $102,705 currently in use for administrative oversight purposes budgeted through FY 2025.
During FY 2024, $12,320.00 was utilized for office modifications. Pending the delivery of fire apparatus and the periodic transfers for public
safety COVID-19 emergency response,there are no anticipated expenditures that will be budgeted for in FY 2025.
American Rescue Plan Act Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: N/A N/A N/A N/A
Revenues
Intergovernmental $4,619,182 $0 $2,654,637 $0
Total Revenues: $4,619,182 $0 $2,654,637 $0
Expenditures
Salaries&Wages $12,450 $0 $105,445 $0
Capital Outlay $1,104,264 $0 $29,724 $0
Transfers Out $3,502,4681 $0 $2,519,468 1 $0
Total Expenditures: $4,619,182 $0 $2,654,637 $0
Ending Fund Balance: N/A N/A N/A N/A
� City of Pearland I FY2025 Adopted Budget Page 91
The Traffic Improvement Fund accounts for resources for traffic improvements. Funds are
collected as a result of a traffic analysis performed for new developments. Traffic engineers
Traffic Impact analyze the proposed traffic patterns and trips generated by the development and then estimate
Improvement the costs of the improvements needed to mitigate the impact the development has on the
transportation system. For those improvements that cannot be constructed at the time of
development, the funds are received from the developer and held until the specific projects can
be incorporated into a City project.
Summary
Fiscal year 2025 estimated revenues total $17,480 and budgeted expenditures are $214,920 for the expansion of County Road 58 to be
constructed by Brazoria County and funds transferred through an inter-local agreement. The fund balance at September 30, 2025 is
estimated to be$158,693 obligated for a number of other miscellaneous projects.
Traffic Impact Improvement Comprehensive Summary
............................. ---------
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
.................
Beginning Fund Balance: $330,489 $340,320 $340,320 $356,133
Revenues
Investment Earnings $9,831 $5,209 $15,813 $17,480
Total Revenues: $9,831 $5,209 $15,813 $17,480
Expenditures
Miscellaneous Services $0 $214,920 $0 $214,920
Total Expenditures: $0 $214,920 $0 $214,920
Total Revenues Less Expenditures: $9,831 -$209,711 $15,813 -$197,440
Ending Fund Balance: $340,320 $130,609 $356,133 $158,693
� City of Pearland I FY2025 Adopted Budget Page 92
Effective January 1, 2020, Senate Bill 346 86th Legislative Session created the Local
Consolidated Fee totaling$14 of which$5.00 is allocated to the Local Truancy Prevention Fund.
Senate Bill 346 repeals City Ordinance 1404-3. Money allocated under Section 134.103 (Local
Consolidated Fee on Conviction of Non-Jailable Misdemeanor) to the local truancy prevention
and diversion fund maintained in the county or municipal treasury as required by Section
Truancy 134.151 (Maintenance of Funds and Accounts) may be used by a county or municipality to
Prevention & finance the salary, benefits, training, travel expenses, office supplies, and other necessary
expenses relating to the position of a juvenile case manager employed under Article 45.056,
DIVI$lon
Code of Criminal Procedure. If there is money in the fund after those costs are paid, subject to
the direction of the governing body of the county or municipality and on approval by the
employing court, a juvenile case manager may direct the remaining money to be used to
implement programs directly related to the duties of the juvenile case manager,including juvenile
alcohol and substance abuse programs, educational and leadership programs, and any other
projects designed to prevent or reduce the number of juvenile referrals to the court.
Summary
Expenditures in this fund include salary and benefit expenses for a juvenile case manager as well as materials and supplies for them to help
facilitate the goals of the fund.
Truancy Prevention & Division Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: -$645 -$4,328 -$4,328 -$9,122
Revenues
Fines&Forfeitures $37,706 $52,500 $39,500 $38,000
Investment Earnings $3 $0 $0 $0
Total Revenues: $37,709 $52,500 $39,500 $38,000
Expenditures
Salaries&Wages $39,869 $41,610 $41,623 $18,493
Materials&Supplies $0 $425 $425 $425
Miscellaneous Services $1,522 $1,875 $2,246 $2,349
Total Expenditures: $41,392 $43,910 $44,294 $21,267
Total Revenues Less Expenditures: -$3,682 $8,590 -$4,794 $16,733
Ending Fund Balance: -$4,327 $4,262 -$9,122 $7,611
� City of Pearland I FY2025 Adopted Budget Page 93
Effective January 1,2020,Senate Bill 346 created the Local Consolidated Fee total$14 of which
Municipal Jury $0.10 is allocated to the Local Municipal Jury Fund. Money allocated under Section 134.101,
Fund 134.102, or 134.103 to the county or municipal jury fund maintainted in the county or municipal
treasury, as applicable, and as required by Section 134.151 may be used by a county or a
municipality only to fund juror reimbursements and otherwise finance jury services.
Summary
Budgeted expenditures for FY2025 include potential payments to fund juror reimbursements.
Municipal Jury Fund Comprehensive Summary
------------
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
...............
Beginning Fund Balance: $1,762 $2,542 $2,542 $2,690
Revenues
Fines&Forfeitures $715 $1,000 $1,000 $1,100
Investment Earnings $66 $35 $148 $166
Total Revenues: $780 $1,035 $1,148 $1,266
Expenditures
Other $0 $1,000 $1,000 $1,000
Total Expenditures: $0 $1,000 $1,000 $1,000
Total Revenues Less Expenditures: $780 $35 $148 $266
Ending Fund Balance: $2,542 $2,577 $2,690 $2,956
� City of Pearland I FY2025 Adopted Budget Page 94
The Municipal Channel Fund was established in fiscal year 2012 to account for revenues and
Public, expenditures associated with the City's Public, Education and Government(PEG)channel.The State
legislature approved a legislative bill (S.B. 1087)during the 2011 82"d legislative session that allows
Education and for municipalities to receive 1%of gross revenues,labeled"State Franchise Fee,"on customer bills to
Govemment fund capital expenditures associated with public, education and government programming for the
(PEG) City's PEG channel. The funds can only be used for capital purchases such as cameras, monitors,
cables, microphones, software programs or upgrades, computers, etc. Funds from the PEG fee are
received quarterly.
Summary
In FY25 purchases will be focused on studio lighting and equipment; and software and service maintenance to manage Council Chambers
AV,and the PEG channel.
Public, Education and Government (PEG) Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $355,136 $539,577 $539,577 $512,107
Revenues
Franchise Fees $204,814 $235,000 $200,000 $235,000
Investment Earnings $18,755 $11,325 $24,455 $24,244
Total Revenues: $223,569 $246,325 $224,455 $259,244
Expenditures
Materials&Supplies $9,014 $22,000 $22,000 $21,500
Repair&Maintenance $12 $4,500 $4,500 $4,500
Miscellaneous Services $0 $10,000 $10,000 $10,000
Other $30,101 $65,000 $65,000 $65,000
Capital Outlay $0 $0 $150,425 $0
Total Expenditures: $39,128 $101,500 $251,925 $101,000
Total Revenues Less Expenditures: $184,442 $144,825 $27,470 $158,244
Ending Fund Balance: 1 $539,578 $684,402 $512,107 $670,351
� City of Pearland I FY2025 Adopted Budget Page 95
Regional Detention Fund The Regional Detention Fund accounts for regional detention development.
Summary
A certain amount of capacity in a regional detention facility is allocated to the watershed and a certain amount of capacity is reserved for future
detention needs based on new development.Developers can buy into the regional detention based on capacity needs versus capacity available.The
current regional detention pond program is based on five regional detention ponds throughout the City.The City completed a regional detention study in
September 2010,which proposed various sub-regional detention ponds.Capacity from the pond would be purchased at a per acre feet fee based on
construction cost of the pond.The fee structure will help recover the cost to purchase the property,design and construct the pond.
The City does not know when a developer may buy into the program,the budget reflects no activity for FY 2025.
Regional Detention Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $197,031 $206,998 $206,998 $216,713
Revenues
Charges for Services $4,000 $0 $0 $0
Investment Earnings $5,967 $3,150 $9,715 $10,739
Total Revenues: $9,967 $3,150 $9,715 $10,739
Total Revenues Less Expenditures: $9,967 $3,150 $9,715 $10,739
Ending Fund Balance: $206,998 $210,148 $216,713 $227,452
� City of Pearland I FY2025 Adopted Budget Page 96
Infrastructure Afund used to account for the repair and maintenance of streets and sidewalks.
Reinvestment Fund
Summary
The City of Pearland develops, maintains and operates a transportation system that promotes the safe and efficient mobility of people and goods,
enhances the quality of life,environment, and economy of the City. The City maintains approximately 980 lane miles of streets, 37 bridges, and 617
miles of sidewalk.
The FY25 interlocal paving plan with Brazoria County will incorporate pavement repair services on Roy,Veterans,Old Chocolate and Plum Street.
While the FY25 plan for in-house and contractual pavement improvements includes but is not limited to Raza, Wagon Trail, Bardet, Veterans,
Cherry,Jasmine and Woody Road.
Infrastructure Reinvestment Fund Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $1,686,360 $1,449,011 $1,449,011 $1,049,204
Revenues
Investment Earnings $41,365 $26,921 $60,410 $65,369
Transfers In $1,593,714 $1,300,000 $1,300,000 $1,300,000
Total Revenues: $1,635,079 $1,326,921 $1,360,410 $1,365,369
Expenditures
Building&Grounds $1,308,298 $1,107,477 $1,107,477 $1,129,858
Capital Outlay $564,131 $652,740 $652,740 $704,960
Total Expenditures: $1,872,429 $1,760,217 $1,760,217 $1,834,818
Total Revenues Less Expenditures: ,$237,350 -$433,296 -$399,807 -$469,449
Ending Fund Balance: 1 $1,449,010 $1,015,715 $1,049,204 $579,755
� City of Pearland I FY2025 Adopted Budget Page 97
Capital project funds are created to account for the acquisition or construction of major capital
activities. Projects identified in the 2025-2029 CIP include projects and priority projects
Capital Project contemplated in future General Obligation Bond Packages. The projects are derived from the
Funds City's master plans such as the Drainage Master Plan, Parks Master Plan, Multi-Modal Master
Plan, Transportaiton Master Plan, the Facilities Assessment Study, and the Water/Wastewater
Master Plans. Funding is provided through the issuance of debt, developer fees, state and
federal funding,user fees,general fund,utility revenue,and interest income.
Governmental Funds
FUND 503 FUND 508
FUND 501 FUND 509
FUND 500 2006 FUND 506 FUND 507 2020 FUND 511
CERTIFICATES 2021
PAY-AS-YOU- CERTIFICATES GENERAL 2020 GENERALCERTIFICATES PEDC PAY-AS-
OF GENERAL
GO OF OBLIGATION OBLIGATION* OF YOU-GO
OBLIGATION* OBLIGATION*
OBLIGATION OBLIGATION*
REVENUES:
INTEREST INCOME 469,923 528,734 459 1,378,515 66,301 80,320
BOND PROCEEDS
IMPACT FEES
MISCELLANEOUS 480,000
INTERGOVERNMENTAL 650,000
TRANSFERSIN
TOTAL REVENUES 949,923 1,178,734 459 1,378,515 66,301 80,320
EXPENDITURES:
DRAINAGE 435,000
PARKS 300,000 -
FACILITIES 274,000 -
STREETS 846,000 551,900
WATER
SEWER
TOTAL PROJECTS 574,000 846,000 551,900 435,000
ISSUANCE COSTS
OTHER NON-OPERATING
TRANSFERS OUT 678,843 111,843 111,843 111,843
TOTAL NON-OPERATING 678,843 111,843 111,843 111,843
TOTAL EXPENDITURES 1,252,843 957,843 663,743 111,843 435,000
REVENUES
OVER/(UNDER)
EXPENDITURES (302,920) 220,891 459 714,772 (111,843) 66,301 80,320 (435,000)
BEGINNING BALANCE 392,696 4,430,398 (20,381) 30,362,480 (28,479,383) (471,727) (135,909) (1,153,702)
Ending Fund Balance 0) $89,776 $4,651,289 $(19,922) $31,077,252 $(28,591,226) $(405,426) $(55,589) $(1,588,702)
Note-Each fund may have different restrictions or assignments based on funding source,
therefore ending balances may not be available for other purposes.
*Beginning in FY 2020,all debt issuances will be isolated into their own unique fund.Negative fund
balances are a result of appropriations needed to award contracts,but expenses will not be incurred until
an intent to reimburse has been approved by council.
� City of Pearland I FY2025 Adopted Budget Page 98
FUND 512 FUND 515 FUND 516 FUND 518
FUND 517 FUND 519 FUND 520
2021 FUND 513 2020 2021 2022
2022 GENERAL CERTIFICATES
CERTIFICATES 2022 GENERAL CERTIFICATES CERTIFICATES OF CERTIFICATES
CERTIFICATES OBLIGATION OF OBLIGATION
OF OBLIGATION* OF OBLIGATION- OBLIGATION- OF OBLIGATION-
OF OBLIGATION* SERIES 2023 SERIES 2023
OBLIGATION* TIRZ* TIRZ* TIRZ*
REVENUES:
INTEREST INCOME 581,289 82,811 173,696 330,487 356,540 189,714 364,489
BOND PROCEEDS
IMPACT FEES
MISCELLANEOUS
INTERGOVERNMENTAL
TRANSFERSIN
TOTAL REVENUES 581,289 82,811 173,696 330,487 356,540 189,714 364,489
EXPENDITURES:
DRAINAGE
PARKS
FACILITIES 405,496
STREETS
WATER
SEWER
TOTAL PROJECTS 406,496
ISSUANCE COSTS
OTHER NON-OPERATING
TRANSFERS OUT 111,843 126,168 226,440 232,170
TOTAL NON-OPERATING 111,843 126,168 226,440 232,170
TOTAL EXPENDITURES 111,843 531,664 226,440 232,170
REVENUES OVER/(UNDER)
EXPENDITURES 469,446 82,811 173,696 (201,177) 356,540 (36,726) 132,319
BEGINNING BALANCE (279,282) 1,120,929 (53,503) 2,824,606 82,243 5,749,559 119,252 150,556
Ending Fund Balance 0) $(279,282) $1,590,375 $29,308 $2,998,302 $(118,934) $6,106,099 $82,526 $282,875
� City of Pearland I FY2025 Adopted Budget Page 99
FUND 524
FUND 521 2023 FUND 525-
FUND 522 GO FUND 523-CO FUND 526 GO FUND 527-CO
DRAINAGE CERTFICATES TIRZ SERIES
FUND
SERIES 2024 SERIES 2024 OF OBLIGATION- 2024 SERIES 2025 SERIES 2025 TOTAL
TIRZ
REVENUES:
INTEREST INCOME 481,832 56,250,366 23,666,798 85,002,274
BOND PROCEEDS
IMPACT FEES
MISCELLANEOUS 480,000
INTERGOVERNMENTAL 650,000
TRANSFERSIN
TOTAL REVENUES 481,832 56,250,366 23,666,798 86,132,274
EXPENDITURES:
DRAINAGE 435,000
PARKS 300,000
FACILITIES 679,496
STREETS 1,397,900
WATER
SEWER
TOTAL PROJECTS 2.812,396
ISSUANCE COSTS
OTHER NON-OPERATING
TRANSFERS OUT 235,035 235,035 235,035 2,416,098
TOTAL NON-OPERATING 235,035 235,035 235,035 2,416,098
TOTAL EXPENDITURES 235,035 235,035 235,035 5,228,494
REVENUES OVER/(UNDER)
EXPENDITURES (235,035) 481,832 56,015,331 23,431,763 80,903,780
BEGINNING BALANCE (48,669) (20,000) (20,000) 495,884 15,046,047
Ending Fund Balance 0) $(48,669) $(255,035) $(20,000) $977,716 $- $56,015,331 $23,431,763 $96,949,827
� City of Pearland I FY2025 Adopted Budget Page 100
Enterprise Funds
FUND 550 FUND 551 FUND 552 FUND 565 FUND 566 FUND 567 FUND 568
UTILITY IMPACT WATER IMPACT WASTEWATER REVENUE 2020 REVENUE 2020 TWDB 2021 REVENUE
FEE FEE IMPACT FEE BONDS BONDS REVENUE BONDS BONDS*
REVENUES:
INTEREST INCOME 456,554 196,713 272,977 251,272 114,282 513,628 210,019
BOND PROCEEDS
IMPACT FEES 1,800,000 2,000,000
MISCELLANEOUS
INTERGOVERNMENTAL
TRANSFERSIN
TOTAL REVENUES 456,554 1,996,713 2,272,977 251,272 114,282 513,628 210,019
EXPENDITURES:
DRAINAGE
PARKS
FACILITIES
STREETS
WATER
SEWER
TOTAL PROJECTS
ISSUANCE COSTS
OTHER NON-OPERATING
TRANSFERS OUT 3,611,843 2,500,000 3,200,000 126,168 126,168 137,077
TOTAL NON-OPERATING 3,611,843 2,500,000 3,200,000 126,168 126,168 137,077
TOTAL EXPENDITURES 3,611,843 2,500,000 3,200,000 126,168 126,168 137,077
REVENUES OVER/(UNDER)
EXPENDITURES (3,155,289) (503,287) (927,023) 125,104 (11,886) 513,628 72,942
BEGINNING BALANCE 7,246,512 4,771,325 4,045,878 1,958,837 1,216,950 (7,261,751) 83,642
Ending Fund Balance 0) $4,091,223 $4,268,038 $3,118,855 $2,083,941 $1,205,064 $(6,748,123) $156,584
� City of Pearland I FY2025 Adopted Budget Page 101
FUND 569 FUND 571 FUND 574
FUND 575 FUND 576 2024 FUND 577 2025
2022 FUND 570 2021 TWDB 2023
MUD 4 CAPITAL CERTIFICATES OF CERTIFICATES OF
CERTIFICATES PAY-AS-YOU-GO REVENUE CERTIFICATES TOTAL
PROGRAM OBLIGATION OBLIGATION
OF OBLIGATION' BONDS* OF OBLIGATION
REVENUES:
INTEREST INCOME 1,273,111 200,411 560,930 2,319,441 1,362 6,370,700
BOND PROCEEDS 170,245,680 -
IMPACT FEES 3,800,000
MISCELLANEOUS -
INTERGOVERNMENTAL -
TRANSFERSIN -
TOTAL REVENUES 1,273,111 200,411 560,930 2,319,441 1,362 170,245,680 10,170,700
EXPENDITURES:
DRAINAGE -
PARKS
FACILITIES 2,172,564 -
STREETS -
WATER 950,000 - 32,358,000 950,000
SEWER (158,962,265) 189,682,365 (158,962,265)
TOTAL PROJECTS 950,000 (158,962,265) 224,212,929 (158,012,265)
ISSUANCE COSTS
OTHER NON-OPERATING -
TRANSFERS OUT 337,621 122,752 326,712 366,270 337,621 10,854,611
TOTAL NON-OPERATING 337,621 122,752 326,712 366,270 337,621 10,854,611
TOTAL EXPENDITURES 337,621 1,072,752 326,712 (158,595,995) 224,550,550 (147,157,654)
REVENUES OVER/(UNDER)
EXPENDITURES 935,490 (872,341) 560,930 1,992,729 1,362 158,595,995 (54,304,870) 157,328,354
BEGINNING BALANCE 1,326,236 1,778,590 (1,292,671) (2,824,389) (159,247,282) (148,198,124)
Ending Fund Balance 0) $2,261,726 $906,249 $(731,741) $(831,660) $1,362 $(651,287) $(64,304,870) $9,130,230
� City of Pearland I FY2025 Adopted Budget Page 102
Enterprise Fund An enterprise fund is a self-supporting government fund that sells goods and services to the
public for a fee. Examples of enterprise funds can include utilities(like water,sewer,or electricity
services),transportation services,public hospitals,parking garages,and recreational facilities.
Summary
The City of Pearland is projecting$125.77M of revenue in FY2025,which represents a 11.6%increase over the prior year.Budgeted
expenditures are projected to increase by 9.9%or$11.41 M to$126.8M in FY2025.
The Enterprise Fund includes the Enterprise Fund Operating Fund, Enterprise Debt Service Fund, and the Solid Waste Fund. Details of
these funds are broken out on the following pages.
Enterprise Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $36,304,392 $44,294,027 $44,294,027 $50,015,072
Revenues
Sales&Use Taxes $3,553 $3,300 $3,896 $3,500
Charges for Services $73,325,203 $77,490,930 $81,793,297 $85,804,929
Investment Earnings $605,547 $334,832 $919,505 $1,112,902
Miscellaneous $342,515 $7,039 $16,232 $15,740
Transfers In $84,544,930 $34,884,647 $35,050,233 $38,831,945
Total Revenues: $158,821,748 $112,720,748 $117,783,163 $125,769,016
Expenditures
Salaries&Wages $10,536,836 $12,198,999 $11,042,002 $13,071,816
Materials&Supplies $8,302,489 $10,335,078 $11,197,069 $11,145,280
Building&Grounds $69,202 $128,500 $205,854 $141,500
Repair&Maintenance $1,392,633 $1,787,288 $2,020,780 $2,297,720
Miscellaneous Services $13,682,186 $16,331,313 $17,291,000 $17,459,257
Other $100,914 $133,000 $111,493 $122,350
Capital Outlay $3,549,418 $458,000 $665,817 $945,001
Interest Expense $7,425,306 $34,392,649 $34,558,233 $38,339,946
Transfers Out $34,300,409 $39,628,321 $35,379,488 $43,277,162
Total Expenditures: $79,359,394 $115,393,148 $112,471,736 $126,800,032
Total Revenues Less Expenditures: $79,462,355 -$2,672,400 $5,311,427 -$1,031,016
Ending Fund Balance: $115,766,747 $41,621,627 $49,605,454 $48,984,056
� City of Pearland I FY2025 Adopted Budget Page 103
The Water&Sewer Fund is an enterprise fund that includes water and sewer system operations.
The fund is operated in a manner similar to private business enterprises,where costs of
Water& Sewer
providing the services to the public are financed primarily through user charges.The City
,�•' Fund provides water and sewer service to approximately 39,874 residential and commercial
customers.
Summary
Water&Sewer revenues provide 96.7%of the total revenue generated in the Water&Sewer Fund. Because the Water&Sewer Fund must
be sustainably self-supporting, and ensure the system's capital infrastructure improvements and rehabilitation/repairs are adequate for the
service population (customers), and that the associated bond covenants with debt service are in compliance, the water and sewer rates
must be monitored and evaluated annually to ensure proper capacities and system functionality is accounted for in accordance with the
amount of production and treatment required. Based on the current evaluation, a rate increase of 7% is required in FY 25. For a residential
customer with a typical 5/8" meter, using 6,000 gallons of water during the billing cycle, a 7% increase would equate to $7.06 /month
increase,taking that estimated bill from$101.19/month to$108.25/month.
� City of Pearland I FY2025 Adopted Budget Page 104
Water and Sewer Fund Comprehensive Summary
FY 2024 FY 2024
FY 2023 ADOPTED PROJECTED FY 2025
ACTUAL BUDGET BUDGET BUDGET
REVENUES
SALE OF WATER 36,049,208 36,657,020 39,133,693 41,059,055
SEWER REVENUES 28,351,367 30,976,703 32,987,931 34,746,374
OTHER SERVICE CHARGES 1,464,195 1,129,859 1,496,751 1,330,710
INVESTMENT EARNINGS 250,918 130,000 506,763 556,234
OTHER MISCELLANEOUS INCOME 342,515 7,039 16,232 15,740
TRANSFERS IN 450,000 522,000 522,000 522,000
OTHER FINANCING SOURCES - - - -
REVENUE $66,908,204 $69,422,621 $74,663,370 $78,230,113
EXPENSES 7.55%
UTILITY CUSTOMER SERVICES' 2,973,661 3,848,201 3,860,626 4,410,933
OTHER REQUIREMENTS 30,152,118 35,020,861 30,871,667 38,212,609
PUBLIC WORKS/UTILITIES ADMINISTRATION 3,852,113 4,292,635 4,351,540 5,193,115
GROUNDS MAINTENANCE 839,716 814,650 745,497 1,144,423
LIFT STATIONS 1,257,284 1,656,381 1,801,993 1,501,049
WASTEWATER 5,232,810 6,203,684 6,181,008 6,644,691
ENVIRONMENTAL SERVICES 646,743 670,479 598,939 691,674
WATER PRODUCTION 9,800,547 11,122,633 12,673,772 11,258,438
DISTRIBUTION&COLLECTION 4,567,338 4,913,533 4,940,423 5,690,464
CONSTRUCTION 229 - - -
WATER METER SERVICES 2 766,058 (10,595)
PRETREATMENT FOG 27,435 - - -
SURFACE WATER TREATMENT 1,654,980 3,863,980 3,728,412 5,119,228
EXPENSES $61,771,032 $72,407,037 $69,743,282 $79,866,624
REVENUES OVER/(UNDER)EXPENSES 5,137,171 (2,984,416) 4,920,088 (1,636,511)
Beginning Cash Equivalents(Fund 600&601) 19,737,756 15,217,637 24,874,928 30,204,016
Add Unrestricted Cash in Debt Service Fund-601 608,503 409,000 489,161
Ending Cash Equivalents(Fund 600&601) $24,874,928 $12,841,724 $30,204,016 $29,056,666
Bond Coverage-1.15 minimum required** 1.42 1.16 1.31 1.40
Water/Sewer Unreserved Working Capital-15% 9,265,655 10,861,056 10,461,492 11,979,994
Operating Reserve Over Policy $15,609,273 $1,980,668 $19,742,524 $17,076,672
Beginning FY24,excess balance in Reserve For Debt Service and Interest Earning in Fund 601 will be counted toward Operating Cash Equivalents
Calculation for Bond Coverage Requirement as shown in Enterprise Debt Fund.
1)Water/Sewer Utilities split from EPW department beginning in FY24
2)Meter Services Division of Public Works merging into Utility Customer Service beginning in FY24
� City of Pearland I FY2025 Adopted Budget Page 105
Enterprise The debt service component of the operating budget for the City of Pearand utilities provides for
4 Fund—Debt payment of principal and interest on the City's indebtedness.All water and wastewater costs including
VW Service debt requirements shall be paid for from utility revenues.
FY 2024 FY 2024
FY 2023 ADOPTED PROJECTED FY 2025
ACTUAL BUDGET BUDGET BUDGET
REVENUES
Investment Earnings 354,534 204,750 409,000 519,188
Transfers In 29,934,670 34,362,647 34,528,233 38,309,945
TOTAL $30,289,204 $34,567,397 $34,937,233 $38,829,133
EXPENDITURES
Principal Payment 20,030,000 22,695,000 23,205,000 23,105,000
Interest Expense 9,826,353 11,667,649 11,323,232 15,204,945
Bond Issuance Costs - - - -
Other Debt Service 23,700 30,000 30,000 30,000
TOTAL $29,880,053 $34,392,649 $34,558,232 $38,339,945
REVENUES OVER/(UNDER)EXPENSES 409,151 174,748 379,001 489,188
Beginning Cash Equivalents 19,372,099 19,635,909 19,635,909 20,014,910
Year End Transaction (145,341)
Ending Cash Equivalents $19,635,909 $19,810,657 $20,014,910 $20,504,098
Reserve for Debt Service* 15,766,567 15,362,814 15,362,814 14,973,653
Balance Over the Reserve 3,869,342 4,447,843 4,652,096 5,530,445
� City of Pearland I FY2025 Adopted Budget Page 106
Solid Waste The Solid Waste Enterprise Fund is used to account for residential and commercial solid waste
Fund collection and disposal.
Summary
The City's solid waste contract with Frontier Waste Solutions,was awarded on October 2020, began on October 1,2021 and expires
September 30,2026,with an option for one(1)additional five(5)-year extension.The contract allows for service rates to adjust annually to
the reported Consumer Price Index for the Houston MSA beginning October 2022,which is 3.8%for FY25.The contract allows for 15%
franchise fee to paid to the City for residential and commercial customers.
Solid Waste Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: ,$137,517 -$216,811 -$216,811 -$203,854
Revenues
Sales&Use Taxes $3,553 $3,300 $3,896 $3,500
Charges for Services $7,472,718 $8,727,348 $8,174,922 $8,668,790
Investment Earnings $95 $82 $3,742 $37,442
Total Revenues: $7,476,366 $8,730,730 $8,182,560 $8,709,732
Expenditures
Miscellaneous Services $7,555,660 $8,593,462 $8,169,603 $8,593,462
--------------------
Total Expenditures: $7,555,660 $8,593,462 $8,169,603 $8,593,462
Total Revenues Less Expenditures: -$79,294 $137,268 $12,957 $116,270
Ending Fund Balance: $216,811 -$79,543 -$203,854 -$87,584
� City of Pearland I FY2025 Adopted Budget Page 107
The Internal Service Funds are used to account for the financing of goods or services provided by
Internal Service one fund or department to another fund or department on a cost reimbursement basis. The City of
vw Funds Pearland has five Internal Service Funds.
Summary
The Internal Service Funds are used to account for the financing of goods or services provided by a fund, or department to another
fund,or department to a cost reimbursement basis.
The City of Pearland has five Internal Service Funds.
• Risk Management Fund — Accounts for the activities of the City's property insurance, casualty insurance, and worker's
compensation claims.
o Medical Self Insurance Fund-A Medical Self Insurance Fund which accounts for the accumulation of monies for the payment of
medical claims.
• Motor Pool Fund-Provides for the maintenance and replacement of the City's 649 vehicles and pieces of rolling stock.
• Facilities Fund-Provides for the maintenance and operation of city facilities.
o Information Technology Fund-Provides for the maintenance and replacement of the City's IT hardware and software.
o Capital Fund-Used to hold capital lease fees for Motor Pool, Facilities, and Information Technology until eligible capital replacements
are scheduled.
Internal Service Funds Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $24,059,862 $27,293,517 $27,293,517 $17,812,629
Revenues
Charges for Services $10,234,799 $10,613,674 $10,669,674 $10,867,166
Investment Earnings $774,937 $498,941 $1,061,774 $1,093,073
Miscellaneous $1,563,435 $1,012,022 $759,022 $1,042,123
Transfers In $20,250,773 $27,423,331 $30,109,314 $27,514,872
Total Revenues: $32,823,943 $39,547,968 $42,599,784 $40,517,234
Expenditures
Salaries&Wages $3,864,147 $3,883,115 $3,321,825 $4,262,345
Materials&Supplies $111,042 $126,299 $154,136 $133,720
Building&Grounds $1,038,507 $1,204,038 $1,624,476 $1,334,520
Repair&Maintenance $2,296,622 $6,696,515 $7,223,750 $7,739,462
Miscellaneous Services $14,826,024 $16,744,939 $16,913,452 $17,834,403
Other $429,173 $870,241 $892,805 $1,227,576
Capital Outlay $2,565,343 $7,368,913 $16,226,007 $8,460,677
Amortization Expense $4,040,720 $0 $0 $0
Interest Expense $205,155 $0 $0 $0
Transfers Out $453,865 $5,724,221 $5,724,221 $3,296,550
Total Expenditures: $29,830,598 $42,618,331 $52,080,672 $44,289,253
Total Revenues Less Expenditures: $2,993,345 -$3,070,363 -$9,480,888 -$3,772,019
Ending Fund Balance: $27,053,207 $24,223,154 $17,812,629 $14,040,610
� City of Pearland I FY2025 Adopted Budget Page 108
Risk The Risk Management Fund has been created to account for the activities of the City's property
Management and casualty insurance,along with worker's compensation claims.
Fund
Summary
The City of Pearland is projecting$4.84M of revenue in FY2025,which represents a 7.1%increase over the prior year.Budgeted
expenditures are projected to increase by 11.5%or$518.92K to$5.04M in FY2025.
Coverage includes general liability, law enforcement, public official and employees' liability, auto liability, physical damage and multi-peril, mobile
equipment,real and personal property,and windstorm coverage.The fund accounts for the annual premiums and accounts for insurance recovery
funds on eligible claims as well as worker's compensation claims.The Real Personal Property Building value is estimated at$408M.
Premiums for fiscal year 2024 total $2,887,866, which is $659,049, a decrease from FY24 projected premiums. The decrease is largely in
Insurance Services Real&Property,Auto Damage,Automobile Liability and Law Enforcement Liability. Beginning in FY21,the City changed from
an insurance premium to being self-insured for the Workers Compensation program.This fund has a built-in line item to pay the excess coverage,
the third-party administrator and claims associated with workers'compensation.The proposal was to allow five(5)years to build the minimal claim
liability reserves in this fund.
In FY25 the fund will maintain a positive fund balance and continue to grow towards the policy minimum target of$1,000,000,which covers the
maximum claim liability related to worker's compensation before stop loss.
$6M
$5 M
$4M
$3 M
Actual Revenue Source
$2M Budgeted Revenue Source
Over Budget Revenue Source
Actual Expenditures
$1M Budgeted Expenditures
$0
FY2022 FY2023 FY2025
Risk Management Fund Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $1,676,080 $1,221,005 $1,221,005 $743,352
Revenues
Charges for Services $545,449 $474,000 $530,000 $474,000
Investment Earnings $33,056 $23,964 $57,907 $66,906
Miscellaneous $472,738 $360,000 $130,000 $360,000
Transfers In $1,804,000 $3,663,479 $3,663,479 $3,943,726
Total Revenues: $2,855,242 $4,521,443 $4,381,386 $4,844,632
� City of Pearland I FY2025 Adopted Budget Page 109
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Expenditures
Salaries&Wages $62,476 $57,027 $57,346 $60,096
Materials&Supplies $242 $800 $422 $550
Repair&Maintenance $195 $100 $150 $100
Miscellaneous Services $3,226,757 $4,361,134 $4,701,121 $4,867,236
Other $0 $100,000 $100,000 $110,000
Capital Outlay $15,960 $0 $0 $0
Transfers Out $909 $0 $0 $0
Total Expenditures: $3,306,539 $4,519,061 $4,859,039 $5,037,982
Total Revenues Less Expenditures: -$451,297 $2,382 -$477,653 -$193,350
Ending Fund Balance: $1,224,783 $1,223,387 $743,352 $550,002
� City of Pearland I FY2025 Adopted Budget Page 110
The Medical Self Insurance Fund was created to account for the activities of the City's employee
health insurance. In addition, the fund accounts for retiree and COBRA contributions, claims and
coverage. In a self-insurance fund, the employer is ultimately responsible for health care costs and
Medical Self
pays for those costs plus administrative fees.
Insurance Fund
The Medical Self Insurance Fund, which accounts for the accumulation of monies for the
payment of medical claims.
Summary
Effective October 2018,the City adopted unblended retiree medical rate and subsidizes based on age and years of service at retirement.For FY25,
the City is budgeting for an increase in claims based on the total number of full-time eligible employees, including vacant positions.$22,276 has
been budgeted for the Wellness Program.
Medical Self Insurance Fund Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $2,836,802 $3,297,326 $3,297,326 $3,612,122
Revenues
Charges for Services $9,689,351 $10,139,674 $10,139,674 $10,393,166
Investment Earnings $84,724 $61,094 $129,355 $129,354
Miscellaneous $934,665 $602,022 $602,022 $632,123
Total Revenues: $10,708,740 $10,802,790 $10,871,051 $11,154,643
Expenditures
Miscellaneous Services $10,347,594 $10,876,074 $10,533,979 $11,320,120
Other $16,593 $22,276 $22,276 $22,276
Total Expenditures: $10,364,187 $10,898,350 $10,556,255 $11,342,396
Total Revenues Less Expenditures: $344,553 -$95,560 $314,796 -$187,753
Ending Fund Balance: $3,181,355 $3,201,766 $3,612,122 $3,424,369
� City of Pearland I FY2025 Adopted Budget Page 111
Medical Self Insurance Charts
MEDICAL SELF INSURANCE FUND SUMMARY
Revenues vs Expeoddaes
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AcWal Actual AaLal Adapted Amertief Adpmm
Fr2021 FY2022 FY2023 FY2024 FY2024 FY2025
Rerer■1e ■E1pendlarm
Coaftubons vs Claims Per Employee
$1e.000
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Ackel Ach al At4nl Adapted Amended AdpCW
FY2021 FY2022 FY2023 FY2024 FY2024 mom
Tdal C Arbubns per Empbyee ■CWm Pad Per Employee
City of Pearland FY2025 Adopted Budget Page 112
The purpose of the Motor Pool Fund is to provide for the maintenance and replacement of the city's
Motor Pool 649 vehicles and pieces of rolling stock at an approximated value of $34.4 million. Rather than
Fund making periodic large-dollar investments,the City makes annual contributions to the Fund.In turn,the
City then uses the balance in the Fund to pay for large-dollar investments. The Fleet Maintenance
Division is responsible for day-to-day operations within the fund.
Summary
The City is planning to take a phased approach in rolling out the Motor Pool Fund, starting with vehicle maintenance and annual
replacements in FY19. Lease fees for new vehicles purchased each year start in the following fiscal year. As the City replaces
vehicles,the fund has grown from having 0% of vehicles and equipment paying lease fees, meaning that money is being set aside for
their replacement, to 31% of vehicles & equipment paying lease fees. If the FY25 proposed budget is adopted and vehicles are
received in FY25,then it is projected that by the beginning of FY26 37%of vehicles&equipment will be covered by lease fees.
In FY25, 30 pieces of vehicles and equipment were funded and budgeted. This includes 6 vehicles replacement from Capital Lease
Fees. 1 Ambulance is being replaced. New additions are 1 Fire Station 7 Ladder and 8 CID Unmarked Vehicles.
In FY25, lease fees are received from departments to the Motor Pool fund and then transferred to the Capital Replacement Fund.All
lease fees received for the Motor Pool are then held in the Capital Holding Fund until vehicles covered by lease fees are eligible for
replacement. When a vehicle covered by lease fees is eligible for replacement, the money will be transferred back to the Motor Pool
fund and expensed as a capital vehicle replacement. Lease fees and vehicles eligible to be replaced by lease fees vary by fiscal year.
Motor Pool Fund Comprehensive Summary
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted
Beginning Fund Balance: $19,546,980 $21,914,175 $z1,914,1l5 $7,408,224
Revenues
Investment Earnings $625,523 $403,050 $790,363 $803,727
Miscellaneous $146,031 $50,000 $25,000 $50,000
Transfers In $5,753,642 $5,612,710 $8,132,178 $6,804,610
Total Revenues: $6,525,196 $6,065,760 $8,947,541 $7,658,337
Expenditures
Salaries&Wages $659,951 $599,195 $527,159 $652,921
Materials&Supplies $16,897 $21,212 $21,210 $21,290
Repair&Maintenance $914,922 $1,336,110 $1,515,373 $1,351,750
Miscellaneous Services $37,577 $68,950 $108,332 $110,430
Other $1,250 $0 $57,994 $0
Capital Outlay $2,549,383 $6,939,913 $15,659,007 $8,119,677
Transfers Out $172,734 $5,564,417 $5,564,417 $2,760,943
Total Expenditures: $4,352,714 $14,529,797 $23,453,492 $13,017,011
Total Revenues Less Expenditures: $2,172,482 -$8,464,037 -$14,505,951 -$5,358,674
Ending Fund Balance: $21,719,462 $13,450,138 $7,408,224 $2,049,550
� City of Pearland I FY2025 Adopted Budget Page 113
The Facilities fund is an internal service fund created during the FY23 budget. The fund provides
funding for building-related repair and maintenance, equipment maintenance, capital replacement or
Facilities Fund asset recapitalization, and janitorial services. It includes salary and wages for 9 full-time employees.
The fund is funded by internal transfers calculated based on the number of FTE's budgeted within
those funds in the prior fiscal year.
Summary
The Facilities fund is a new internal service fund created for the FY23 budget. The fund provides funding for building-related repair
and maintenance,equipment maintenance, capital replacement or asset recapitalization, and janitorial services. It includes salary and
wages for 9 full-time employees. The fund is funded by internal transfers from the administrative division of departments allocated
based on the prior year usage.
FY25 expenditures include costs for building-related maintenance, repair, and enhancements for city-owned and operated facilities.
FY25 Expenditures include ongoing operational costs for 9 employees and all operations expenses.
Facilities Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: WA $767,012 $767,012 $147,324
Revenues
Investment Earnings $24,530 $9,525 $55,960 $61,781
Transfers In $3,924,724 $3,312,559 $3,312,559 $3,284,365
Total Revenues: $3,949,254 $3,322,084 $3,368,519 $3,346,146
Expenditures
Salaries&Wages $831,700 $769,104 $700,482 $769,104
Materials&Supplies $35,059 $43,382 $71,099 $42,725
Building&Grounds $1,038,507 $1,204,088 $1,624,476 $1,334,520
Repair&Maintenance $345,757 $310,364 $354,472 $346,840
Miscellaneous Services $739,610 $903,065 $873,124 $941,633
Capital Outlay $0 $154,000 $292,000 $0
Transfers Out $84,940 $72,554 $72,554 $8,099
Total Expenditures: $3,075,571 $3,456,557 $3,988,207 $3,442,921
Total Revenues Less Expenditures: $873,683 -$134,473 -$619,688 -$96,775
Ending Fund Balance: WA $632,539 $147,324 $50,549
� City of Pearland I FY2025 Adopted Budget Page 114
Information The Information Technology fund is a new internal service fund created for the FY24 budget.The fund
was created to better anticipate the current and future technology needs of the City. The cost of
Technology technology services from each fund and department are calculated based on usage and reordered as
Fund a transfer into the Information Technology fund.The expenditures for this fund are used to maintain,
enhance,and replace technology hardware and software.
Summary
FY25 expenditures include ongoing operational costs for hardware inventory, enterprise software, and the replacement of
approximately half of the cities'IT switches,which assist in maintaining organizational data security.The salary and benefit costs of 23
full-time employees, including one new Cyber Risk & Intelligence Specialist position added for the FY25 budget year are also
included.
Information Technology Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: WA $93,999 $93,999 $510,729
Revenues
Investment Earnings $7,103 $1,308 $28,189 $31,305
Miscellaneous $10,000 $0 $2,000 $0
Transfers In $8,768,407 $9,443,705 $9,610,220 $10,837,207
Total Revenues: $8,785,510 $9,445,013 $9,640,409 $10,868,512
Expenditures
Salaries&Wages $2,310,019 $2,457,789 $2,036,838 $2,780,224
Materials&Supplies $58,845 $60,905 $61,405 $69,155
Repair&Maintenance $1,035,749 $5,049,941 $5,353,755 $6,040,772
Miscellaneous Services $474,486 $535,716 $696,896 $594,984
Other $411,331 $747,965 $712,535 $1,095,300
Capital Outlay $0 $275,000 $275,000 $341,000
Amortization Expense $4,040,720 $0 $0 $0
Interest Expense $205,155 $0 $0 $0
Transfers Out $195,282 $87,250 $87,250 $92,508
Total Expenditures: $8,731,586 $9,214,566 $9,223,679 $11,013,943
Total Revenues Less Expenditures: $53,924 $230,447 $416,730 -$145,431
Ending Fund Balance: WA $324,446 $510,729 $365,298
� City of Pearland I FY2025 Adopted Budget Page 115
Capital Fund All Capital Lease Fees associated with the Internal Service Funds will be held in this fund,
until scheduled capital replacements take place.
Summary
In FY25 revenue reflects the vehicle lease fees collected for the current fiscal year on vehicles purchased into the Motor Pool fund since
FY19. Expenses include replacement of 6 vehicles that have paid lease fees and are now due for replacement per the fleet replacement
schedule. Replacement will occur from the Motor Pool fund.
As funds allow, capital lease fees will be assigned to the Facilities Fund and IT Fund and will also be reflected and held in this fund until
eligible expenses take place.At this time,all funds in the Capital Holding fund represent lease fees paid for Motor Pool vehicles since 2019.
Lease fees will vary from year to year,as vehicle replacement cycles are ongoing,and not all City of Pearland vehicles are covered by lease
fees.
Capital Fund Comprehensive Summary
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: N/A N/A N/A $5,390,878
Revenues
Transfers In $0 $5,390,878 $5,390,878 $2,644,964
Total Revenues: $0 $5,390,878 $5,390,878 $2,644,964
Expenditures
Transfers Out $0 $0 $0 $435,000
Total Expenditures: $0 $0 $0 $435,000
Total Revenues Less Expenditures: $0 $5,390,878 $5,390,878 $2,209,964
Ending Fund Balance: N/A N/A N/A $7,600,842
� City of Pearland I FY2025 Adopted Budget Page 116
The Pearland Economic Development Corporation (PEDC) is a non-profit Type B Corporation
under the Texas Development Corporation Act. The Corporation was approved by the voters in
PEDC 1995 and is primarily funded by a half-cent sales tax. The seven-member Board of Directors is
appointed by and serve two-year terms at the pleasure of the Pearland City Council.City Council
approval is required for annual budgets and bonded debt issuances.
Summary
The mission of PEDC is to enhance our community's economic vitality through the attraction, retention and expansion of primary employers.
PEDC operates under State requirements for pursuit of those primary jobs. PEDC works to ensure our business climate and built
environment strongly support these efforts by focusing on aesthetics,infrastructure,quality of life, image,workforce and quality development
and redevelopment of key Pearland districts and corridors.
Major revenue in PEDC's FY 2023-24 budget includes reimbursements from Lower Kirby Management District. Major expenditures in FY
2023-24 include Pearland Prosperity Strategic priorities for Business Development, Business Formation, Site Development,And Corridors.
Transfers out include $2,050,000 for SH288 Corridor Master Improvements, $350,000 Old Town Master Plan and $3,270,000 for Lower
Kirby Development including Labrador Road extension and drainage improvements. PEDC will begin selling debt for the expansion of
Hickory Slough Sportsplex in FY24 which will be reflected in the budget begining in FY25.
Other expenditures for FY24 include $730,000 for SH35 Targeted Redevelopment, $375,000 for Smith Ranch Rd Business Park and
$350,000 for ongoing FM518/Broadway Reconstruction.
PEDC Comprehensive Summary
-------------------
Name FY2023Actual FY2024Adopted Budget FY2024Amended Budget FY2025 Budgeted
Beginning Fund Balance: $39,708,717 $34,782,717 $34,782,717 $31,570,824
Revenues
Sales&Use Taxes $15,078,283 $15,858,273 $15,229,066 $15,457,502
Investment Earnings $1,506,306 $1,262,839 $1,700,000 $1,120,175
Intergovernmental $12,000 $12,000 $12,000 $12,000
Miscellaneous $547,825 $1,510,000 $10,000 $10,000
Total Revenues: $17,144,414 $18,643,112 $16,951,066 $16,599,677
Expenditures
Salaries&Wages $1,145,164 $1,179,649 $1,173,391 $1,336,937
Materials&Supplies $11,451 $19,030 $19,100 $19,100
Building&Grounds $6,425 $7,800 $9,378 $7,800
Repair&Maintenance $3,119 $6,721 $26,721 $6,750
Miscellaneous Services $3,410,500 $3,279,056 $3,823,293 $4,018,016
Other $0 $5,000 $5,000 $5,000
Capital Outlay $17,197,661 $9,030,152 $14,628,119 $36,801,524
Interest Expense $273,600 $267,700 $267,700 $261,800
Transfers Out $200,244 $210,257 $210,257 $220,770
Total Expenditures: $22,248,163 $14,005,365 $20,162,959 $42,677,697
Total Revenues Less Expenditures: -$5,103,749 $4,637,747 -$3,211,893 -$26,078,020
Ending Fund Balance: $34,604,968 $39,420,464 $31,570,824 $5,492,804
� City of Pearland I FY2025 Adopted Budget Page 117
DEBT SERVICE
� City of Pearland I FY2025 Adopted Budget Page 118
Government-wide Debt Overview
$82,968,407
$8,094,331 (10.81/o vs.2024 year)
Debt by Fund
Debt Service 53.5%
Enterprise Funds 46.2%
Component Unit 0.3%
Financial Summary FY2023 FY2024 FY2025 %Change
All Funds — — —
Debt Service $34,027,508 $40,078,143 $44,396,661 10.8%
Enterprise Funds $29,934,670 $34,528,233 $38,309,946 11%
Component Unit $0 $267,700 $261,800 -2.2%
Total All Funds: $63,962,178 $74,874,076 $82,968,407 10.8%
� City of Pearland I FY2025 Adopted Budget Page 119
Debt Service
General Fund
Based on estimated property values,the budget as proposed assumes a Debt
Service tax rate of$0.300059 per$100 in assessed valuation to meet FY25
obligations. This is a decrease from the rate of $0.322500 per $100 in I I I 1............
assessed valuation in FY24. do ti� �^ �A eo ,
1 Akl 10�A�O�A1O Alp�416 AA�O�A�O�A�O�A(O
The tax rate generates $45,520,000 in current property taxes at a 99.65%
collection rate(set by Brazoria County using State-mandated formula)and still
allows for maintaining a 10% debt fund balance reserve. Fund revenues
include $667,635 from the University of Houston-Clear Lake System for debt
service associated with the construction of the University of Houston-Clear
Lake Pearland Campus,which they occupy.Additionally, revenue includes the
TIRZ Defeasance for FY25. Revenues also include transfers from the Water-
Sewer Fund of$2,089,885 for rebates to In-City MUDs. Expenses for in-city
MUD's total of $3,870,158, an increase of $449,158 from fiscal year 2024
year-end projections.
Financial Summary FY2023 FY2024 FY2025 %Change
Debt Service — — —
200-Debt Service Fund $34,027,508 $40,078,143 $44,396,661 10.8%
Total Debt Service: $34,027,508 $40,078,143 $44,396,661 10.8%
Enterprise Funds
The debt service component of the operating budget for the City of Pearland utilities
provides for payment of principal and interest on the City's indebtedness.All water
and wastewater costs including debt requirements shall be paid for from utility
revenues. 11111111111111111111
Transfers in consists of$9.20 million from Impact Fee Fund and$29.11 million from o otio o�n o o�� o°^ o°° o o`o o`�
Enterprise Fund. The Principal payments for FY 25 are$23.11 million and interest SAL �,y'L �4 �Ati �A`L �Ati �A`L �A`L �A`L �A`L
expense$15.20 million.
Financial Summary FY2023 FY2024 FY2025 %Change
Enterprise Funds — — —
601-Water&Sewer Debt Fund $29,934,670 $34,528,233 $38,309,946 11%
Total Enterprise Funds: $29,934,670 $34,528,233 $38,309,946 11%
� City of Pearland I FY2025 Adopted Budget Page 120
Component Unit
A component unit is defined as a legally separate organization for which
elected officials of the primary government (the City) are financially
accountable.
The City of Pearland has three entities that are considered component units of
the City. They are the Pearland Economic Development Corporation (PEDC),
Pearland Tax Increment Reinvestment Zone#2(TIRZ), and the Development
Authority of Pearland. The PEDC is the only entity that requires budget FY2024 FY2025 FY2026
approval by the City. Thus, it is the only component unit included in the
Citywide summary.
Financial Summary FY2024 FY2025 %Change
Component Unit — —
900-Economic Development Fund $267,700 $261,800 -2.2%
Total Component Unit: $267,700 $261,800 -2.2%
� City of Pearland I FY2025 Adopted Budget Page 121
City of Pearland
PROPERTY TAX SUPPORTED DEBT MATURITY SCHEDULE
AS OF 09/30/2024
FY Ending
(9/30) Principal Interest Total
2025 27,370,000 17,026,661 44,396,661
2026 26,500,000 15,799,825 42,299,825
2027 27,455,000 14,522,475 41,977,475
2028 28,730,000 13,230,139 41,960,139
2029 29,900,000 11,936,361 41,836,361
2030 63,800,000 9,778,489 73,578,489
2031 26,665,000 7,731,849 34,396,849
2032 25,000,000 6,666,493 31,666,493
2033 14,245,000 5,843,400 20,088,400
2034 14,535,000 5,245,519 19,780,519
2035 12,500,000 4,681,997 17,181,997
2036 11,405,000 4,172,681 15,577,681
2037 10,085,000 3,705,719 13,790,719
2038 8,965,000 3,294,269 12,259,269
2039 7,860,000 2,943,350 10,803,350
2040 7,645,000 2,619,206 10,264,206
2041 6,715,000 2,309,719 9,024,719
2042 5,565,000 2,033,475 7,598,475
2043 2,420,000 1,845,738 4,265,738
2044 2,545,000 1,721,375 4,266,375
2045 2,675,000 1,590,875 4,265,875
2046 2,815,000 1,453,625 4,268,625
2047 2,960,000 1,309,250 4,269,250
2048 3,110,000 1,157,500 4,267,500
2049 3,270,000 998,000 4,268,000
2050 3,435,000 830,375 4,265,375
2051 3,615,000 654,125 4,269,125
2052 3,800,000 468,750 4,268,750
2053 3,995,000 273,875 4,268,875
2054 3,480,000 87,000 3,567,000
Totals $393,060,000 $145,932,115 $538,992,115
City of Pearland I FY2025 Adopted Budget Page 122
City of Peadand
WATER&SEWER SUPPORTED DEBT MATURITY SCHEDULE
AS OF 09/30/2024
FY Ending
(9/30) Principal Interest Total
2025 23,105,000 15,204,946 38,309,946
2026 23,450,000 14,739,101 38,189,101
2027 24,095,000 14,056,445 38,151,445
2028 23,710,000 13,336,973 37,046,973
2029 24,455,000 12,593,239 37,048,239
2030 25,210,000 11,839,339 37,049,339
2031 24,400,000 11,078,740 35,478,740
2032 21,910,000 10,327,961 32,237,961
2033 22,230,000 9,700,955 31,930,955
2034 22,565,000 9,066,332 31,631,332
2035 20,205,000 8,442,557 28,647,557
2036 19,830,000 7,887,175 27,717,175
2037 19,580,000 7,338,008 26,918,008
2038 18,695,000 6,781,865 25,476,865
2039 18,050,000 6,280,963 24,330,963
2040 17,055,000 5,798,315 22,853,315
2041 16,960,000 5,345,873 22,305,873
2042 16,865,000 4,886,971 21,751,971
2043 14,730,000 4,424,826 19,154,826
2044 14,270,000 4,042,259 18,312,259
2045 14,460,000 3,685,903 18,145,903
2046 13,010,000 3,318,364 16,328,364
2047 13,295,000 2,955,312 16,250,312
2048 13,070,000 2,576,782 15,646,782
2049 13,080,000 2,193,259 15,273,259
2050 12,695,000 1,798,547 14,493,547
2051 9,435,000 1,395,020 10,830,020
2052 7,260,000 997,000 8,257,000
2053 7,620,000 634,000 8,254,000
2054 5,060,000 253,000 5,313,000
Totals $520,355,000 $202,980,025 $723,335,025
City of Pearland I FY2025 Adopted Budget Page 123
Debt Snapshot
The City of Pearland issues a variety of long-term debt instruments in order to finance major capital facilities and equipment for
governmental and business-type activities.These instruments include General Obligation Bonds,Certificates of Obligations and Water and
Sewer System Revenue Bonds.
$82,968,407
$8,094,331 (10.81%vs.2024 year)
Debt by Type
Permanent Improvement&Refunding Bonds 31.9%
Water and Sewer System Revenue Bonds 31.1%
General Obligation Debt Paid with Water and
15.1/a
Sewer System Revenues
Certificates of Obligation 11.2%
Permanent Improvement Bonds 10.4%
PEDC 10.3%
Financial Summary FY2023 FY2024 FY2025 %Change
Debt — — —
Water and Sewer System Revenue Bonds $27,071,642 $25,870,156 $25,772,433 -0.4%
General Obligation Debt Paid with Water and Sewer System Revenues $2,863,028 $8,658,077 $12,537,513 44.8%
Permanent Improvement Bonds $5,363,919 $5,689,612 $8,602,674 51.2%
Permanent Improvement&Refunding Bonds $21,807,170 $26,647,579 $26,463,369 -0.7%
Certificates of Obligation $6,856,419 $7,740,952 $9,330,619 20.5%
PEDC $0 $267,700 $261,800 -2.2%
Total Debt: $63,962,178 $74,874,076 $82,968,407 10.8%
� City of Pearland I FY2025 Adopted Budget Page 124
Water and Sewer System Revenue Bonds
This type of bond is referred to as an utility revenue bond,a type of municipal
bond issued to finance a public utility that repays bondholders directly from
fees charged to the customers. As these bonds are supported by sources
other than property taxes,they do not require voter approval. I I I I I I I I 1
The City issues Water and Sewer System Revenue Bonds to finance capital
projects and improvements related to the City's water, wastewater and Atioti6�tiotig��o �ti �'o �yo°`�yyo°°��otA ytio'�
surface water system. Due to the higher debt coverage ratio required for F 1 F F
Water Sewer System Revenue Bonds, the City of Pearland switched to
Certificates of Obligation for water and sewer related debt in fiscal year 2022.
Financial Summary FY2023 FY2024 FY2025 %Change
Water and Sewer System Revenue Bonds — — —
Series 2014 $539,819 $543,619 $546,819 0.6%
Series 2016A $618,513 $614,713 $605,813 -1.4%
Series2016B $1,242,524 $1,236,412 $1,238,952 0.2%
Series 2016C $2,015,066 $2,013,536 $2,010,136 -0.2%
Series2017A $1,071,380 $1,069,954 $1,066,447 -0.3%
Series 2017B $527,341 $525,168 $527,304 0.4%
Series 2017C $5,222,031 $6,138,031 $6,165,781 0.5%
Series 2018A $397,746 $395,380 $397,758 0.6%
Series 2018B $1,654,650 $1,616,650 $1,578,650 -2.4%
Series 2019A $837,060 $837,060 $836,920 0%
Series 2019B $4,114,950 $2,097,950 $2,069,950 -1.3%
Series2020A $3,864,776 $3,869,776 $3,864,776 -0.1%
Series 2020B $597,150 $589,950 $582,750 -1.2%
Series 2021A $3,405,838 $3,390,658 $3,375,478 -0.4%
Series 2021 B $962,800 $931,300 $904,900 -2.8%
Total Water and Sewer System Revenue Bonds: $27,071,642 $25,870,156 $25,772,433 -0.4%
� City of Pearland I FY2025 Adopted Budget Page 125
General Obligation Debt Paid with Water and
Sewer System Revenues
This includes both Permanent Improvement Refunding Bonds, a type of
General Obligation bonds issued to refund prior debt issues, and Certificates
of Obligations. They both do not require voter approval before they are I
issued, and the repayment is funded 100% from fees charged to water and
wastewater system customers. oti� oti° o!ry p
�yti �yti �yti �yti ��ti ��ti �yti �yti �yti �yti
The City switched from Water and Sewer System Revenue Bonds to
Certificates of Obligations type in 2022 as it required a lower reserve,
benefiting water rate payers.
Financial Summary FY2023 FY2024 FY2025 %Change
General Obligation Debt Paid with Water and Sewer System Revenues — — —
Permanent Improvement Refunding Bonds $457,250 $1,225,625 $1,276,125 4.1%
Certificates of Obligation $2,405,778 $7,432,452 $11,261,388 51.5%
Total General Obligation Debt Paid with Water and Sewer System Revenues: $2,863,028 $8,658,077 $12,537,513 44.8%
Permanent Improvement Bonds
Permanent Improvement Bonds are General Obligation bonds issued to fund
major capital projects,such as drainage expansion.
General Obligation Bonds(GO's)are secured by the City's ad valorem taxing
power and issued pursuant to voter authorization. I I I I I II I II I I
Fyn°�Fy�°�Fyry°�Fy�°�Fyry°�Fy�°�Fyry°�Fy�°kFy�°yFyry°�''
Financial Summary FY2023 FY2024 FY2025 %Change
Permanent Improvement Bonds — — —
Series 2013 $614,468 $610,668 $606,468 -0.7%
Series 2015 $601,013 $590,388 $576,575 -2.3%
Series 2018 $619,200 $604,400 $587,750 -2.8%
Series 2020 $1,354,450 $1,323,850 $1,289,425 -2.6%
Series 2021 $851,650 $855,950 $855,100 -0.1%
Series 2022 $1,323,139 $1,322,800 $1,320,550 -0.2%
Series 2023 $0 $381,557 $488,850 28.1%
Series 2024 $0 $0 $2,877,956 0%
Total Permanent Improvement Bonds: $5,363,919 $5,689,612 $8,602,674 51.2%
� City of Pearland I FY2025 Adopted Budget Page 126
Permanent Improvement & Refunding Bonds
Permanent Improvement & Refunding Bonds are General Obligation bonds
issued to refund prior debt issues. General obligation bonds for refunding
purposes do not need voter authorization.
F O,yS �'1
F F F F F F F F
Financial Summary FY2023 FY2024 FY2025 %Change
Permanent Improvement&Refunding Bonds — — —
Series 2014 $1,070,081 $3,712,331 $3,693,831 -0.5%
Series 2015 $5,472,119 $6,222,494 $5,549,619 -10.8%
Series 2015A $685,538 $656,050 $660,150 0.6%
Series 2016A $1,085,450 $2,206,700 $2,158,950 -2.2%
Series 2016B $3,427,625 $3,425,500 $2,500,125 -27%
Series 2017 $4,552,219 $4,476,344 $4,392,844 -1.9%
Series2019 $1,245,025 $1,234,775 $1,213,775 -1.7%
Series 2020 $4,162,150 $3,749,025 $5,329,775 42.2%
Series 2022 $106,964 $964,360 $964,300 0%
Total Permanent Improvement&Refunding Bonds: $21,807,170 $26,647,579 $26,463,369 -0.7%
� City of Pearland I FY2025 Adopted Budget Page 127
Certificates of Obligation
The CO's are guaranteed by the City's taxation power and are counted in the
calculation of the tax rate that is needed to support debt payments. CO's are
similar to GO bonds, except that they do not require voter approval before
they are issued.
F�I,�,o�FFFFF< 1<��o��
Financial Summary FY2023 FY2024 FY2025 %Change
Certificates of Obligation - - -
Series 2013 $184,488 $179,488 $184,238 2.6%
Series 2014 $320,369 $312,319 $308,019 -1.4%
Series 2015 $345,538 $338,800 $325,325 -4%
Series 2016 $958,850 $944,850 $930,850 -1.5%
Series2017 $461,800 $461,100 $448,700 -2.7%
Series 2018 $592,200 $578,000 $562,025 -2.8%
Series 2019A $362,075 $350,400 $348,725 -0.5%
Series 2019B $154,000 $154,000 $0 -100%
Series 2020A $753,600 $736,600 $717,475 -2.6%
Series 2020B $478,750 $478,750 $114,250 -76.1%
Series 2021A $456,500 $456,300 $454,200 -0.5%
Series 2021 B $780,250 $780,250 $780,250 0%
Series 2022A $569,389 $568,925 $572,925 0.7%
Series 2022B $438,611 $394,750 $394,750 0%
Serries 2024A $0 $0 $2,002,500 0%
Series 2023A $0 $652,992 $716,888 9.8%
Series 2023B $0 $353,429 $469,500 32.8%
Total Certificates of Obligation: $6,856,419 $7,740,952 $9,330,619 20.5%
� City of Pearland I FY2025 Adopted Budget Page 128
PEDC
The PEDC Series 2016 is Certificates of Obligations. This bond does not
require voter approval before it is issued, and the repayment is funded 100%
from PEDC Sales Tax.
FY2024 FY2025 FY2026
Financial Summary FY2024 FY2025 %Change
PEDC — —
Series 2016 $267,700 $261,800 -2.2%
Total PEDC: $267,700 $261,800 -2.2%
� City of Pearland I FY2025 Adopted Budget Page 129
DEPARTMENTS
� City of Pearland I FY2025 Adopted Budget Page 130
General Government
General Government includes expense activity in the following departments and divisions:
City Council
City Manger
Legal
City Secretary
Human Resources
Finance
Office of Management&Budget
Expenditures Summary
$13,949v873 -$1 ,200,802
(-7.93%vs. prior year)
Organizational Chart
V`Is'D G's ueih C� d C'GVu'G6E G66
Mayor 8 City Council
Legal City Manager
Deputy City Manager Assistant City Manager Information Technology
City Secretary Human Resources Finance Office of Management&
Budget
City of Pearland I FY2025 Adopted Budget Page 131
EVenditures by Function
The Other Requirements category includes expenses such as transfers out for Debt Payments, cash funded CIP projects,and the General
Fund contribution tot he Risk Management Fund. Beginning in FY25,transfers to the Facilities Internal Service Fund are now reflected in the
administrative division of departments.
Budgeted Expenditures by Function
150-Other Requirements
120-Human Resources 17.1%
130-Finance 14.7%
100-Administration 13%
115-Office of Management and Budget 9.8%
110-Legal 9.3%
115-City Secretary's Office 6.8%
100-City Council 0 1.3%
Beginning in FY23,the Information Technology department was removed from the General Fund and Enterprise Fund and consolidated into
an Internal Service Fund.
Transfers to fund the internal service funds are reflected in the administration division of each department,which resulted in a subsequent
increase beginning in FY23.
The Office of Management and Budget is a newly created division in FY25,and was previously part of Finance.
� City of Pearland I FY2025 Adopted Budget Page 132
Budgeted and Historical Expenditures by Function
$25
$20
$15 . IIIIIIIIIII�
. 140-Information Technology
_ 100-City Council
o $10 115-City Secretarys Office
- fa 110-Legal
- 115-Office of Management and Budget
■ 100-Administration
$5 130-Finance
. 120-Human Resources
� 150-Other Requirements
$0
$-5
Name FY2023 FY2024Adopted FY2024Amended FY2025 FY2024Adopted Budget
Actual Budget Budget Budgeted vs.FY2025 Adopted
Budget(%Change)
Expenditures
100-City Council
100-Administration $190,092 $178,539 $160,839 $176,879 -0.9%
Total 100-City Council: $190,092 $178,539 $160,839 $176,879 -0.9%
105-City Manager's Office
100-Administration $1,522,543 $1,568,085 $1,603,513 $1,809,413 15.4%
115-Office of Management and $0 $0 $0 $1,363,613 N/A
Budget
Total 105-City Manager's Office: $1,522,543 $1,568,085 $1,603,513 $3,173,026 102.4%
110-Legal
100-Administration $1,221,571 $1,236,610 $1,222,816 $1,295,100 4.7%
Total 110-Legal: $1,221,571 $1,236,610 $1,222,816 $1,295,100 4.7%
115-City Secretary's Office
100-Administration $649,064 $812,732 $906,335 $944,567 16.2%
Total 115-City Secretary's Office: $649,064 $812,732 $906,335 $944,567 16.2%
120-Human Resources
100-Administration $1,668,350 $1,849,938 $1,987,424 $2,388,756 29.1%
Total 120-Human Resources: $1,668,350 $1,849,938 $1,987,424 $2,388,756 29.1%
130-Finance
City of Pearland I FY2025 Adopted Budget Page 133
Name FY2023 FY2024 Adopted FY2024 Amended FY2025 FY2024 Adopted Budget
Actual Budget Budget Budgeted vs.FY2025 Adopted
Budget(%Change)
100-Administration $2,776,985 $3,033,273 $2,945,765 $2,047,660 -32.5%
Total 130-Finance: $2,776,985 $3,033,273 $2,945,765 $2,047,660 -32.5%
140-Information Technology
100-Administration -$7,950 $0 $0 $0 0%
Total 140-Information Technology: -$7,950 $0 $0 $0 0%
150-Other Requirements
100-Administration $960,634 $933,467 $923,074 $838,464 -10.2%
261-IMT Logistics $8 $0 $0 $0 0%
910-Transfers $7,855,664 $5,538,030 $5,538,030 $3,085,421 -44.3%
Total 150-Other Requirements: $8,816,306 $6,471,497 $6,461,104 $3,923,885 -39.4%
Total Expenditures: $16,836,960 $15,150,674 1 $15,287,796 $13,949,873 -7.9%
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Salaries&Wages 50.8%
Transfers Out 25.3%
Miscellaneous Services 18.6%
Repair&Maintenance ,2.2%
Other ' 1.5%
Materials&Supplies ' 1.5%
� City of Pearland I FY2025 Adopted Budget Page 134
Budgeted and Historical Expenditures by Expense Type
$25
$20
■
$15 ■ Building&Grounds
Capital Outlay
o Interest Expense
Materials&Supplies
$10 Other
Repair&Maintenance
NoMiscellaneous Services
� Transfers Out
Salaries&Wages
$5
$0
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Adopted Budget(%
Change)
Expense Objects
Salaries&Wages $5,946,274 $6,212,942 $6,352,657 $7,085,846 14%
Materials&Supplies $171,768 $195,766 $212,410 $212,812 8.7%
Repair&Maintenance $291,328 $311,784 $344,387 $311,964 0.1%
Miscellaneous Services $2,178,148 $2,366,464 $2,342,110 $2,591,156 9.5%
Other $8,915 $211,800 $184,314 $214,300 1.2%
Interest Expense $124,174 $0 $0 $0 0%
Transfers Out $8,116,353 $5,851,918 $5,851,918 $3,533,795 -39.6%
Total Expense Objects: $16,836,960 $15,150,674 $15,287,796 $13,949,873 -7.9%
� City of Pearland I FY2025 Adopted Budget Page 135
City Council
Kevin Cole
r'
Mayor
The City of Pearland is governed by the Council/Manager form of government in accordance with the Home Rule Charter adopted by the
voters in February 1971.
The City Council is the legislative and policy-making body of the city. It consists of 7 members elected at-large for 3-year, staggered terms.
Elections are held annually on the second Saturday in May.The Mayor and Council provide community leadership,develop policies to guide
the city in delivering services and achieving community goals, and encourage citizen awareness and involvement. Elected members of the
City Council serve part-time as part of their commitment to the community and serving Pearland. The City Manager, City Attorney, and
Municipal Court Judge are under the direction of the Mayor and City Council. Under the Council/Manager form of government, the City
Manager is responsible for overseeing the City's staff.
Goals
• Maintain strong relationships with Federal, State and Local entities and staff executives in support of the City's current and future
financial needs involving transportation,facilities,and major capital improvement priorities.
• Prioritize Capital Improvement Program.
• Establish annual property tax rate and debt service rate to accomplish objectives and remain a positive place to live and build.
o With ordinances, development regulations, and policies, maintain the characteristics that make Pearland a safe, warm community
with attractive neighborhoods, accessibility, and cosmopolitan feel while enhancing the sense of community building, quality of life
improvements and beautification opportunities.
• Review and maintain the Council Strategic Priorities and associated milestones.
• Encourage diversity of opinions and perspectives.
Fiscal Year 2024 Accomplishments
o Focused on the community's goals, long-term considerations as described in the adopted plans, goals, and strategies, for
enhancing the Pearland community's growth, land use development, major projects, capital improvement plans, capital financing
and strategic planning.
• Maintained a high level of citizen satisfaction and cost-effective delivery of City services: Provided value for tax dollars.
• Ensured continued sound fiscal policies and effective budget oversight.
o Awarded various Capital Improvement projects to assist with the growth and maintenance of the City.
• Reduced the Debt Service Tax rate and upgraded the City's credit rating.
• Established Water and Sewer rates ensuring the finances of the Enterprise Fund are strong and internal service funds are
supported.
o Approved the"Connected Community"Strategic Priority and adopted the updated priorities and milestones on March 25,2024.
o Adopted the Pearland2040 Comprehensive Plan and the update to the Pearland Prosperity Plan.
Fiscal Year 2025 Objectives
• Support financial policies and programs for infrastructure and asset recapitalization for streets,sidewalks,water/sewer, motor pool,
facilities, information technology,and drainage efforts.
• Review Financial Policies including fund balance ranges.
• Provide leadership and direction for capital projects with adoption of CIP and updates to Land Use Plan.
• Conduct City Council Strategic Goal Review/Setting Workshop and Early Budget Input Session in accordance with the City's
Strategic Priorities.
• Support the rewrite of the Unified Development Code to meet the initiative of supporting small and expanding
businesses/simplifying permitting in addition to promoting high quality, high value, dense development with all city resources and
infrastructure in mind.
o Adopt an annual budget that will ensure sustainability for the City over the next 5 plus years.
City of Pearland I FY2025 Adopted Budget Page 136
City Manager
0 Trent Epperson
City Manager
Overview
The City Manager is appointed by the City Council to lead the daily operations of the City, implement policies established by City Council
and achieve strategic objectives established by Council.The City Manager is responsible for preparation,filing and management of the
annual budget necessary to achieve organizational goals,and reports to the City Council on the City's financial position.The City
Manager also approves and coordinates materials for the Council meetings,special meetings,and public hearings.
Professionals in the Office of the City Manager assist the City Manager with these duties and responsibilities. The Deputy City Manager
has overall portfolio responsibilities to help guide the City and leads the Public Safety departments,which includes Police, Fire, Office of
Emergency Management, in addition to the General Government departments of the City Secretary,which includes the Municipal Court,
and Human Resources. The Assistant City Manager has leadership responsibilities over Community Development, Visit Pearland,
Finance, Parks, and Recreation, in addition to the Office of External Affairs, and the Office of Management and Budget. Within the City
Manager's Office, the Chief Customer Experience Officer, Office of Management and Budget, and Office of Emergency Management
have global responsibility across the organization.The Chief of Staff provides strategic support to the Office of the City Manager and the
Grants Manager manages external affairs and accesses available state and federal funding for Council priorities.
Key Budget Items for FY 2025
• Supporting the FY25 City of Pearland budget with an overall property tax rate of$0.6350.
o Intentional focus on customer service through development of intentional framework and additional personnel.
o Driving future growth through redevelopment and reinvestment in older areas of the community.
o Continue to improve the status of our Fire/EMS apparatus.
o Prioritizing Public Safety with additional personnel.
o Preserving our water and wastewater capital investments through an Asset Reliability Team for Pearland Water.
o Expanding capacity in our Engineering and Public Works (EPW) department through the addition of a Street Maintenance Crew and
adding capacity for our Capital Projects team.
Goals
• Keep City Council informed of critical business of the City.
• Ensure continuity of essential City services on which the community always depends,including emergency situations.
• Prepare City staff to protect the community from all hazards, natural and otherwise.
• Keep Pearland citizens and businesses updated on City polices and operations via all available means.
o Provide timely and transparent financial and capital project reports to City Council.
o Present a balanced annual operating budget to City Council that meets the needs of a growing and dynamic City and achieves the
Council's strategic priorities.
o Advocate for improved traffic safety/transportation capacity and city-wide mobility enhancements.
• Support strategic and quality Economic Development growth.
City of Pearland I FY2025 Adopted Budget Page 137
Fiscal Year 2024 Accomplishments
• Held a City Council Strategic Planning Retreat on February 24, 2024, which resulted in the review of Strategic Priorities and
milestones. The "Whole Community" milestone was changed to "Connected Community", to better encapsulate the meaning:
fostering a sense of belonging and encouraging opportunities to connect through multifaceted events, services, amenities, and
gathering spaces.
• Convened City Council Early Budget Input Session on April 22,2024.
• Continued regular CIP updates to City Council on a quarterly basis.
• Completion of the Advanced Metering Infrastructure(AMI)project.
o Ten of the fourteen 2019 bond election projects have been completed with the remaining four projects in progress.
• Eight of the nineteen 2023 bond projects are in progress with the remaining eleven slated to be initiated over the next three years.
• Evaluated debt funding issuances and refunding opportunities to contain or reduce the City's overall debt service tax rate.
• Managed performance through the lens of the Strategic Priorities and associated milestones.
• Developed People First Pearland,a set of customer service standards that establish baseline standards for engagement.
o Delivered a balanced,sustainable budget to City Council which was adopted on September 23,2024.
Fiscal Year 2025 Objectives
o Implement new and/or modified milestones that correlate to the City's strategic priorities from the February 2025 City Council
Strategic Retreat.Continue adoption and usage of the internal tracking dashboard.
• Present funding issuances and refunding opportunities to contain or further reduce the City's overall debt service.
• Continue to explore opportunities and options for reducing overall tax burden.
o Continue implementation of the 2019 Bond program and initiate projects from the 2023 Bond program, substantially within
schedule and budget.
• Increase the efficiency of Disaster Response by continuing to offer Emergency Management training opportunities for staff.
• Move towards fully funding motor pool fund, in addition to finalizing funding mechanisms for Internal Service funds for IT and
Facilities.
o Ensure budget supplemental items are implemented and delivered.
• Implement the business plan for the comprehensive Customer Experience Management framework, aligning the City towards
People First Pearland.
• Initiate mid-range financial planning.
o Continue with the long-range financial vision for City Council deliberation, with a view toward sustainably funding infrastructure
recapitalization inclusive of the financial policies and programs.
• Collaboratively work with City departments and community stakeholders to secure effective positions on policy, legislative, and/or
regulatory matters impacting the City, with an emphasis on acquiring external funding from federal and/or State agencies for
eligible,unfunded capital improvements and/or public safety resources.
Performance Measures
City Council sets the strategic vision for the City of Pearland through the development of the Strategic Priorities and associated
milestones. Milestones were created during the February 2023 Council retreat(FY23)and are reviewed annually at the strategic planning
session each year, meaning they may change from one year to the next.
Strategic Priority FY23 FY24 FY25
Actual Actual Target
Milestones Completed 6 17 10
� City of Pearland I FY2025 Adopted Budget Page 138
Legal
Damn Coker
City Attorney
STRATEGIC COUNCIL PRIORITY.Protecting the City's assets through ordinance and risk analysis,compliance oversight,contract review,
prosecutorial duties,and defending the City's legal position where lawsuits and claims are concerned to promote a Fiscally Responsible
Government and a Safe Community.
Overview
The City Attorney is appointed by the City Council and serves as legal adviser to the City Council, City Manager, and City departments, representing
the City in legal matters. The department consists of four full-time attorneys, and one part-time prosecutor, supported by a Legal Secretary. The
Associate City Attorney serves as Prosecutor in Municipal Court. The Legal Department is responsible for drafting the legislation upon which City
Council votes in setting the policies of the City, attending City Council and other City board meetings to advise City officials and representatives
regarding legal matters. Some of these include selecting and managing outside counsel to represent the City in specialized litigation and other legal
proceedings, prosecuting misdemeanors in the City's Municipal Court, and advising and assisting the City's departments regarding legal issues
associated with contracts,real estate transactions, personnel,economic development,engineering and public works issues,emergency services,and
finance.
Key Budget Items for FY 2025
o No significant changes.
Goals
o Continue to monitor and develop an oversight protocol with City departments.
o Work with City departments to accomplish the early assessment of potential litigation.
o Evaluate and update various City Ordinances to bring them into alignment with the City's needs and goals.
o Assist all City departments with the implementation of their respective goals and objectives.
Fiscal Year 2024 Accomplishments
o Prepared numerous residential,commercial,institutional and economic development agreements for the City.
o Coordinated and assisted outside counsel in the resolution of multiple litigation cases.
o Efficiently carried out the prosecutorial duties of a growing and back-logged municipal court.
o Coordinated the acquisition of multiple properties through the eminent domain process, thereby allowing for the timely construction of various
City projects.
o Provided legal representation at all meetings of the City Council,PEDC,P&Z and the ZBA.
o Provided effective legal counsel to all departments in the City on.
o Coordinated comprehensive training for Capital Projects staff.
o Coordinated ethics training for elected officials and board members.
o Coordinated numerous nuisance abatement cases.
o Assisted Finance Department with resolution of tax calculation issues.
o Prepared a best practice guide for compliance with Chapter 145 of the Local Government Code.
City of Pearland I FY2025 Adopted Budget Page 139
Fiscal Year 2025 Objectives
o Provide legal representation at all meetings of the City Council, Planning and Zoning Commission and the Zoning Board of Adjustments.
o Provide each department's legal services in a quality, yet efficient and cost-effective manner; such service includes specific training for
each City department.
o Facilitate Legal Department transition training.
o Facilitate meetings with the 2025 Charter Review Commission.
o Possibly facilitate the Meet and Confer process for police and/or fire.
o Coordinate negotiation of multiple economic development agreements.
o Coordinate,with outside counsel,on multiple property acquisitions associated with the various City projects.
o Review and revise the City's Code of Ordinances as appropriate.
o Provide competent and efficient prosecutorial services for the City's Municipal Court.
� City of Pearland I FY2025 Adopted Budget Page 140
City Secretary
0 Frances Aguilar
City Secretary
STRATEGIC COUNCIL PRIORITY., The City Secretary's Office serves as stewards of Trusted Government by promoting
transparency, engaging the community, building confidence by continually improving operational processes, and enhancing services.
CSO also provides a high level of service,leadership,and support to all departments in meeting their Strategic Council Priorities.
Overview
The City Secretary's Office is a service-oriented office entrusted to serve as stewards of open and transparent city government, as well as
foster community engagement.The department provides oversight to the administration of City Council, Boards and Commissions, Elections,
and Open Government Programs.CSO also serves as the administrator to iCompass, Laserfiche,and GovQA systems. Each of these systems
is a trusted source of information for citizens and internal departments.
The mission of the City Secretary's Office is to support,facilitate,and strengthen the City of Pearland governmental process by:
o Facilitating the City's legislative process
o Ensuring transparency and access to city records
o Enhancing public participation in municipal government processes
o Maintaining the integrity of the election process
o Providing continuity for Pearland's city government by recording its legislative actions, both contemporary and archival, and serving as
historian for the City
o Serving as the compliance officer for federal,state,and local statutes
The City Secretary's Office serves as a resource for citizens and a link between citizens and the City organization.
Key Budget Items for FY 2025
The addition of a Records Analyst(annual cost of$14,000)will enhance the city-wide Records Management Program.The employee will allow
for a quality assurance and verification process to ensure all records are accurately categorized,indexed,and securely stored or destroyed.
Goals
o Administer the first City-wide Citizen's Academy.
o Complete the preservation of the City's records.
o Fully digitize the permit process for alcoholic beverages and solicitor permits.
o Apply for the Municipal Clerks Office Achievement of Excellence Award.
Fiscal Year 2024 Accomplishments
o Awarded the Transparency Star in Open Government and Compliance by the State Comptroller's Office.
o Analyzed departmental services, staffing, and operations to re-organize the department for operational efficiencies and succession
planning.
o Continued preservation of the City's records by digitizing City Council and board meeting minutes,ordinances,and resolutions to provide
online access to City records.
o Successfully conducted the City's general election, as ordered by the Pearland City Council for the election of Councilmember Position
No.2,and Councilmember Position No.4.
o Oversaw the recruitment/appointment process of Council's boards,committees,and commissions.
o Improved public information request process with the transition to JustFOIA.
o Implemented the Records Management Manual.
City of Pearland I FY2025 Adopted Budget Page 141
Fiscal Year 2024 Objectives
o Administer department services in compliance with all city,state,and federal laws.
o Provide access to City information to promote transparency and increase efficiencies in the delivery of services.
o Administer the department funding allocation to continue providing effective and efficient services.
o Conduct the Annual Board Appointment Process.
o Administer City elections to ensure unbiased and ethical conduct in the process.
o Maintain a comprehensive records management program.
o Provide support and training for city employees to ensure compliance with the Records Management Program, Public Information Act,
and Open Meetings Act.
Performance Measures
FY 2022 FY 2023 FA
FY 2025
Actual Actual Target
Public Information Requests processed 1,873 1,930 2,168 2300
Number of pages imaged in Laserfiche 1,466,289 1,035,494 50,617 50,000
City Council Agendas 43 42 44 _ 42
Other Agendas/Notices 39 87 35 40
Minutes 82 129 79 82
Ordinances processed 43 38 39 40
Resolutions processed 300 294 286 295
Number of votes cast(average) 4,302 5,153 4,148 4300
Average%of voter turnout 5.36% 6.21% 4.88% 5%
� City of Pearland I FY2025 Adopted Budget Page 142
Human Resources
it,
LaRae James
Director of Human Resources
STRATEGIC COUNCIL PRIORITY.A highly qualified and well-trained workforce, in all areas, results in efficient, effective services, Exceptional
Government,and support for departments'ability to meet their goals towards other Strategic Council Priorities.
Overview
The Human Resources Department is an internal services department designed to offer leadership and support to the organization,build relationships
and employee connections. The Department provides oversight of programs and systems that shape the framework for our work culture. These
programs and systems affect how employees perform as a workforce,as well as what is perceived as valued by the organization.The Department is
comprised of two divisions. Human Resources and Risk Management. Combined, these divisions are responsible for various workforce services,
including talent management,organizational development,salary and benefits management,health and wellness,organizational support,property and
liability insurance programs,workers'compensation program,safety and loss prevention,and contractual insurance requirements.
Key Budget Items for FY 2025
o Increased certification pay for certified Police Officers to remain competitive with other municipal entities
o Broaden certification,list for Pearland Utilities Department.
o Conduct a city-wide compensation study with vendors in preparation for FY 26 implementation.
o Administered an effective salary rate increase of 5%for FY 24.(8.8%for Police,13%for Fire and 5%for staff members).
o Maintained a low healthcare premium rate to remain competitive in the market.
o HR Business Partner(annual cost$91,023).
Goals
o Recruit,engage,and retain top talent.
o Manage risks and safety initiatives within the organization.
o Promote work-life balance and wellness.
o Develop implement and manage effective and efficient programs,systems,and process
o Expand the Certification Pay Structure to encourage development and reinforce a strong yet highly skilled workforce in the City.
o Increase employee engagement through training and DEI to achieve TOP Workplace in the Houston region and USA.
o City wide succession planning to ensure continuity of knowledge and skills to support the citizens.
o Implement a new integrated Policy Platform through Lexipol.
o Expand Leadership Orientation for all people leaders to build softskills to become effective managers.
City of Pearland I FY2025 Adopted Budget Page 143
Fiscal Year 2024 Accomplishments
o Payroll transitioned to HR
o Conducted Citywide Fire Drills at city facilities
o Created Fire Warden Training Program
o Relaunching Random Drug Testing for CDL Drivers
o Implemented the Safety Committee and Accident Review Board
o Updated SIDS binders for all treatment plants
o Employee Wastewater and Water License Compliance Tracking
o Implemented Work Shield in partnership with Pearland PD
o Conducted 14 in-house fact findings and facilitated 14 Work Shield submissions
o Accident Review Board reviewed 34 accidents(starting Jan.24'through end of FY24)
o Women in the Workplace-March event
o On-site LEAP program with 40 employees participating
o Performance Management(Annual Reviews)had a 100%completion rate
o Conducted on-site health fair with the largest vendor and employee attendance to date
o Helped implement the conversion from EPW to EPW and Utilities
o All personnel files are automated in the repository.
o Implemented a city-wide training&events calendar
o Revitalized Tenure Thursdays for recognition
• Conducted Hydration Stations during the summer months
o Fire department training on 614, FMLA,and Civility
o Accident Review Board completed Accident Analysis Training conducted by TML.
o Top Workplace to Work-USA and Houston
o Met with each Department about their Engagement Survey results, which led to programs and methods to measure, monitor, and
increase engagement
o Hosted monthly themed events for employee engagement
o Pearland Games Cornhole Tournament had 50 teams and resulted in building interdepartmental relationships.
o Led the selection process and hired a new Director of Finance
o -Redefined certification pay to be represented on the Pay Plan
o Windstorm ratings were established for all buildings and placed in GIs
o Conducted FMLA training throughout the City
o Assisted Police and Fire with recruiting for entry-level positions
o Attended three Career Fairs to attract candidates
o Several Policy Updates were initiated and administered
o Kelsey Mobile Units visited 8 sites for onsite physicals
o Mobile unit on site for mammograms
o Processed 72 position review requests
o Onsite Dental services
o Situational Awareness/CRASE training-60 people certified
o Implemented the WELLNESS Platform—Virgin Pulse
o Implemented the Benefit Hotline Number 877-838-4779
o Hosted monthly Wellness Lunch and Learn Seminars
o Implemented the ICMA High Performance Leadership Class for CoP Employees
Fiscal Year 2025 Objectives
o Comprehensive external review and recommendations related to employee compensation and classification.
c External evaluation of lean mapping to consolidate processes and systems.
o Explore and initiate a centralized policy and procedures management system.
o Determine metrics to measure department effectiveness and assist in predicting/planning for the future.
o Comprehensive compensation study of all non-public safety positions.
o Launching a new Employee Manual through Lexipol
o Develop inclusive training
o Launch R.O.A.D Ready and Champion Vincible for PD
o Expand LEAP to 2 sessions
o Citywide succession planning
o Implement new MotiveMe Reward program(Virgin Pulse)
City of Pearland I FY2025 Adopted Budget Page 144
Performance Measures
Ac ual 1 Actual22 Actual Actuall Target 23 25
Number of vacated or new positions 259 F242 195 145 140
posted
Number of employment applications 12,226 12,450 11,542 9,519 10,000
received
Annualized Citywide turnover rate�����
(FT employees) 17/0
Number of training hours to new 75 720 797 893 895
and existing employees
� City of Pearland I FY2025 Adopted Budget Page 145
Finance
Melissa Saxton
Director of Finance
Strategic Council Priority:
The Finance Department upholds the Council's strategic priorities of Resilient Finances, Trusted Government, and Strong Economy by
integrating accountability and transparency into a structured decision-making framework. Through informed and responsible resource
management,the department fosters public trust, upholds fiscal discipline, and supports effective governance, ensuring long-term financial
sustainability and economic strength for the community.
Overview
Finance Department Overview:
The Finance Department is committed to implementing sound financial management practices and delivering accurate,transparent financial
reporting to ensure the City's long-term fiscal sustainability.The department oversees all financial operations,including investments,
accounting,budgeting,purchasing,and payroll.Additionally,it serves as the administrative liaison with federal and state grant-making agencies,
facilitating funding for both City-wide and departmental capital and non-capital projects.Key responsibilities also include managing audits,
ensuring compliance with internal and external fiscal policies,enhancing financial transparency, overseeing accounts payable and receivable,
and maintaining the City's bond rating through strategic financial stewardship and sustainability initiatives.
Key Budget Items for FY 2025
Key Budget Items for FY 2025
The FY 2025 Finance budget reflects continuity and stability,with no significant changes from the previous fiscal year.Allocations remain
consistent with prior years,ensuring the resources necessary to sustain operations and support ongoing initiatives.This approach allows the
department to effectively achieve its goals while maintaining financial prudence and operational efficiency.
Goals
o Achieve a 10%Improvement in Revenue Collection Efficiency—Streamline billing and payment systems,and reduce outstanding
balances by 15%within the next 12 months. (Ownership,Innovation)
o Maintain a Debt-to-Revenue Ratio Below Industry Standards—Ensure the debt service coverage ratio remains above 2.0. (Integrity,
Transparency)
o Reduce Response Time to Citizen Inquiries—Decrease response times by 20%within six months,improving service and trust. (Trust,
Transparency)
• Create a Public-Facing Online Portal for Real-Time Financial Data—Increase accessibility by 30%by year-end and ensure 100%of key
financial reports are available in multiple languages and formats by Q3 2025 to enhance inclusivity. (Transparency,Innovation)
o Achieve an 80%or Higher Satisfaction Rate in Surveys—Focus on financial and procurement compliance processes,aiming for this
target by fiscal year-end 2026. (Trust, Teamwork)
o Ensure 100%Data Accuracy—Implement automated data validation processes by mid-2025 to improve accuracy and reliability.
(Integrity, Innovation)
o Achieve a 95%Compliance Rate in External Audits—Implement a new internal controls framework,conduct monthly audits,and reduce
audit discrepancies by 30%within the next year. (Integrity, Ownership)
o Foster a Collaborative Learning Environment—Pair team members with financial mentors, increasing knowledge retention by 25%and
certifying 80%of financial staff in advanced financial principles by Q3 2025. (Teamwork, Innovation)
o Introduce a Continuous Improvement Program—Implement at least five new process improvements within financial operations by Q4
2025. (Innovation, Ownership)
o Train Senior Financial Staff in Advanced Data Analytics—Certify 100%of senior staff in analytics tools and ensure 70%of key financial
decisions are backed by data-driven insights by Q2 2025.Implement a centralized data dashboard for real-time tracking by year-end.
(Innovation, Transparency)
City of Pearland I FY2025 Adopted Budget Page 146
Fiscal Year 2024 Accomplishments
o Safeguarded City Assets—Strengthened internal controls to effectively protect the City's assets. (Integrity, Ownership)
o Service Quality Improvement—Enhanced the quality and efficiency of financial services to ensure timely support and uphold high
standards. (Teamwork,Innovation)
o Operational Efficiency—Streamlined internal workflows to improve the efficiency of financial processes and reduce turnaround times.
(Innovation, Ownership)
o Procurement Compliance—Ensured all purchases adhered to State statutes and City policy,securing the best value for goods and
services. (Integrity, Transparency)
o Policy Implementation—Developed and enforced policies that reinforced the City's financial integrity. (Integrity, Trust)
o Managed Debt Program—Effectively oversaw the City's debt program,including new issuances,debt service payments,and bond
covenant compliance. (Integrity, Transparency)
o Investment Management—Managed City funds and bond proceeds in alignment with the City's Investment Policy. (Integrity, Ownership)
o Stakeholder Collaboration—Built strong partnerships with internal and external stakeholders to enhance strategic decision-making.
(Teamwork, Trust)
o Staff Development—Conducted staffing assessments,trained new team members,and implemented strategies to retain top talent.
(Teamwork,Innovation)
o Process Improvements—Identified and implemented changes to improve financial processes and operational efficiency. (Innovation,
Ownership)
Fiscal Year 2025 Objectives
o Maximize Revenue Collection Efficiency—Streamline processes to ensure effective revenue collection. (Ownership,Innovation)
o Maintain a Credit Rating ofAAor Higher—Actively manage debt levels,diversify funding sources,and ensure responsible financial
forecasting to minimize financial risk and optimize borrowing costs. (Integrity, Transparency)
o Enhance Citizen Satisfaction with Financial Transparency and Responsiveness—Foster trust by prioritizing clear and timely
communication with citizens. (Trust, Transparency)
o Improve Accessibility of Financial Information—Ensure financial data is readily available and understandable for stakeholders. (Trust,
Transparency)
• Foster Positive Relationships with Internal and External Customers Regarding Financial and Procurement Compliance—Build trust and
strengthen collaboration with all partners. (Trust, Teamwork)
o Optimize Financial Data Management System—Enhance systems for efficient and accurate data handling. (Ownership,Innovation)
o Improve Internal Controls and Audit Compliance—Strengthen safeguards to protect assets and ensure regulatory compliance.
(Ownership,Integrity)
o Develop Financial Management Expertise Within Staff—Invest in staff training and development to build a strong and knowledgeable
team. (Teamwork,Innovation)
• Implement Continuous Improvement Practices in Financial Operations—Embrace innovation to enhance efficiency and effectiveness.
(Innovation, Ownership)
• Foster a Culture of Data-Driven Decision Making—Leverage analytics to inform strategic decisions. (Innovation, Transparency)
City of Pearland I FY2025 Adopted Budget Page 147
Performance Measures
Metric Target Measurement Scoring
Fund Reserve Ratio 90 Days Cash on Hand Unrestricted Cash/Avg Daily >90 Days: Excellent, 75-89 Days:
Expenses Satisfactory, <75 Days: Needs
Improvement
Debt Service Coverage Ratio Maintain 1.5 Ratio Net Operating Income/Debt > 1.5: Excellent, 1.2-1.5: Satisfactory,
(DSCR) Obligations < 1.2: Needs Improvement
Accounts Receivable Collection Collect Receivables in 30 Receivables/Avg Daily <_30 Days: Excellent,31-60 Days:
Period Days Revenue Satisfactory, >60 Days: Needs
Improvement
Accounts Payable Turnover Pay Invoices in 30 Days Avg Days to Pay Accounts <_30 Days: Excellent,31-60 Days:
Ratio Payable: (AP/Total Expenses) Satisfactory, >60 Days: Needs
X 365 Improvement
Bond Credit Rating Maintain/Improve Bond Ratings from S&P, Fitch, Excellent: No downgrade,above
Rating Moody's target;Satisfactory: Minor
downgrade; Needs Improvement:
Significant downgrade
Metric 2022 2023 2024 2025 Target
Fund Reserve Ratio Satisfactory Excellent Excellent Excellent
Debt Service Coverage Ratio Excellent Excellent Excellent Excellent
(DSCR)
Accounts Receivable Collection Excellent Excellent Excellent Excellent
Period
Accounts Payable Turnover Ratio Satisfactory Satisfactory Satisfactory Excellent
Bond Credit Rating:
Tax Backed Bond Rating
Moody's Aa2 A2 A2 Aa2
Fitch AA AA AA+ AAA
S&P AA AA AA AA+
Revenue Bond Rating:
Moody's Aa3 A3 A3 Aa2
Fitch AA- AA+ A AA
S&P AA- N/A AA AAA
City of Pearland I FY2025 Adopted Budget Page 148
Public Safety
The Public Safety functions include Fire,the Office of Emergency Management,and Police.
"The Office of Emergency Management(OEM) is part of City Managers'Office and is included when considering Goals, and Performance
Measures.
Expenditures Summary
$76,481 ,429 $7,840,216
(11.42%vs. prior year)
Organizational Chart
Deputy City Manager
Fire Office of Emergency Police
Management
Administration Health Code Administration Animal Services
Enforcement
Marshal Operations Commercial Motor Communications/Records
Vehicle
Training Community Services Investigations
Jail Patrol
Training Training Academy
School Resource Officer
City of Pearland I FY2025 Adopted Budget Page 149
EVenditures by Function
Budgeted Expenditures by Function
200-Police
205-Fire 42.7%
270-Office of Emergency Management 0.6%
Budgeted and Historical Expenditures by Function
$100
$80
$60
C
O
270-Office of Emergency Management
205-Fire
$40 200-Police
$20
$0
Fyryo�o F��o�^
Name FY2023 FY2024Adopted FY2024Amended FY2025 FY2024Adopted Budget
Actual Budget Budget Budgeted vs.FY2025 Adopted
Budget(%Change)
Expenditures
105-City Manager's Office
City of Pearland I FY2025 Adopted Budget Page 150
Name FY2023 FY2024 Adopted FY2024 Amended FY2025 FY2024 Adopted Budget
Actual Budget Budget Budgeted vs.FY2025 Adopted
Budget(%Change)
270-Office of Emergency
Management $345,602 $482,674 $461,143 $483,422 0.2%
Total 105-City Manager's Office: $345,602 $482,674 $461,143 $483,422 0.2%
200-Police
100-Administration $4,619,841 $4,964,365 $4,987,510 $5,825,092 17.3%
200-Patrol $18,850,577 $18,955,622 $20,001,359 $20,893,655 10.2%
205-Patrol-Commercial Motor $291,850 $338,566 $326,034 $342,162 1.1%
Vehicle
215-Investigations $4,224,504 $4,385,243 $4,714,270 $5,125,815 16.9%
225-Admin-Community Services $1,777,321 $1,399,073 $1,464,069 $1,606,619 14.8%
230-Admin-Training $430,547 $458,566 $500,660 $458,440 0%
235-Admin-School Resource
$1,654,327 $1,798,743 $1,842,966 $1,868,661 3.9%
Officer
240-Support
Communciations/Records $2,763,581 $3,130,092 $3,007,385 $3,112,332 0.6%
245-Support-Jail $1,339,250 $1,985,979 $2,051,561 $2,106,599 6.1%
250-Support-Animal Services $1,113,601 $1,363,975 $1,399,367 $1,684,089 23.5%
255-Training Academy $0 $386,581 $314,462 $325,190 -15.9%
Total 200-Police: $37,065,399 $39,166,805 $40,609,643 $43,348,654 10.7%
205-Fire
100-Administration $2,410,162 $2,873,509 $2,894,516 $3,890,030 35.4%
230-Admin-Training $773,813 $884,769 $902,476 $1,022,180 15.5%
260-Operations $22,661,040 $23,554,427 $25,413,386 $25,915,454 10%
265-Marshal $919,459 $860,895 $899,199 $1,012,614 17.6%
275-Health Code Enforcement $719,329 $818,134 $772,125 $809,076 -1.1%
Total 205-Fire: $27,483,803 $28,991,734 $30,881,702 $32,649,354 12.6%
Total Expenditures: $64,894,804 $68,641,213 $71,952,488 $76,481,429 11.4%
� City of Pearland I FY2025 Adopted Budget Page 151
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Salaries&Wages 78.3%
Transfers Out 11.3%
Materials&Supplies 3.6%
Miscellaneous Services 0 3.5%
Repair&Maintenance ' 1.6%
Capital Outlay '1.4%
Other 0.1%
Building&Grounds 0.06%
Budgeted and Historical Expenditures by Expense Type
$100
$80
$60 �
N • Building&Grounds
o Other
• Capital Outlay
• Repair&Maintenance
$40 • Miscellaneous Services
Materials&Supplies
• Transfers Out
• Salaries&Wages
$20
$0
Fyryo�o F��o�^ Fy�o��
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Expense Objects
Salaries&Wages $53,016,061 $54,456,573 $57,027,281 $59,864,206 9.9%
Materials&Supplies $1,889,847 $2,566,281 $3,296,250 $2,769,956 7.9%
City of Pearland I FY2025 Adopted Budget Page 152
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Building&Grounds $43,366 $33,000 $41,587 $43,000 30.3%
Repair&Maintenance $978,262 $1,248,375 $1,206,566 $1,251,630 0.3%
Miscellaneous Services $2,274,848 $2,739,259 $2,605,461 $2,706,340 -1.2%
Other $64,475 $119,512 $140,967 $96,520 -19.2%
Capital Outlay $668,843 $996,400 $1,152,563 $1,098,551 10.3%
Transfers Out $5,959,101 $6,481,813 $6,481,813 $8,651,226 33.5%
Total Expense Objects: $64,894,804 $68,641,213 $71,952,488 $76,481,429 11.4%
� City of Pearland I FY2025 Adopted Budget Page 153
Police
J.L.Spires
%F Chief of Police
STRATEGIC COUNCIL PRIORITY.The Police Department,and its various divisions,places heavy emphasis on making Pearland a Safe
Community.Community policing strategies,such as the Citizens'Police Academy,pet foster and adoption programs,and ensuring citizens receive
timely and relevant information also promote the City's efforts to cultivate an Engaged Community.
Overview
The Pearland Police Department is responsible for enforcement of all local, state and federal laws within its jurisdiction. The goal of the
department is to prevent crime and disorder and improve citizens'quality of life by providing a safe and peaceful environment within the City of
Pearland for all its residents.The department provides 24-hour protection to the citizens of Pearland.
The Police Department is active in the community and is involved in various community programs aimed at reducing crime.These programs
include National Night Out,the Citizens' Police Academy, homeowner's association meetings, Rape Aggression Defense, Citizen Response to
Active Shooter Events, neighborhood watch programs, security surveys, home safety inspections, Teen Citizens Police Academy, Police
Explorers, Youth Leadership Academy, as well as other programs. The department operates out of the Public Safety Building on Cullen
Parkway.
Pearland Animal Services is also within the purview of the City's Police Department. While protecting the public from problems with animals,
Animal Services also protects animals. In addition to the responsibility for impoundment of stray animals within Pearland city limits,the Animal
Control Officers provide for adoption of animals, respond to citizen calls of concern or emergencies,provide speakers for educational events for
school and local groups, investigate animal cruelty cases, investigate animal bite cases,provide maintenance and care of the shelter facility,as
well as care of all impounded animals.
Key Budget Items for IFY 2025
Police Officers(3)—Police-Patrol-$515,206(Positions are funded beginning in April 2025).
1 FT Animal Control Officer-$175,620
1 FT Crime Scene Supervisor-$183,413
8 Unmarked Vehicles-$480,000
� City of Pearland I FY2025 Adopted Budget Page 154
Goals
o Fairly and uniformly enforce statutory law,policy,and procedures of the City and the department.
o Preserve civil order,investigate crime,and apprehend violators of the law.
o Gather,analyze,and disseminate information on criminal activity and the persons responsible for criminal activity.
o Build a strong working relationship with the community by serving as mentors and liaisons between the community and police.
o Provide advocacy and other services for victims of violent crime.
o Provide and maintain care and custody of prisoners.
o Provide enforcement of commercial vehicle traffic laws for a safer community.
o Serve as a resource for parents and school officials on matters relating to the law/legal process and procedures relating to juveniles and school
safety.
o Provide a safe traffic environment through enforcement of traffic laws and other initiatives to reduce the number of motor vehicle and pedestrian
accidents.
o Provide targeted enforcement in neighborhoods to reduce traffic violations and improve safety for residents.
o Identify and target organized criminal activity groups committing offenses.
o Provide training to police personnel that meets or exceeds TCOLE training standards and requirements which will improve job performance and
proficiency.
o Enforce and prosecute animal cruelty laws.
o Maintain status as a"no-kill'shelter as defined by the Asilomar Accords.
o Utilize DDACTS as an effective police strategy to reduce crime and traffic crashes in"hot spot'areas.
o Improve social media responsiveness and the quantity and quality of posts.
City of Pearland I FY2025 Adopted Budget Page 155
Fiscal Year 2024 Accomplishments
o Recovered 38 stolen vehicles valued at$844,500. This brings the total value of stolen vehicles recovered since implementing Flock to
$1,683,500. Additionally,99 arrests were made and 4 firearms seized.
o Fully launched a Drone First Responder Program using 3 sites throughout the community.Site is operated part time.
o Graduated Class 3 of the Pearland Police Academy.
0 90%of Priority 1 Call Responses were at or below 7 minutes.
o Continued successes in the Special Investigative Unit in CID to proactively address emerging crime trends and quality of life
crimes/issues. Increased networking and cooperation with similar proactive units in neighboring police jurisdictions has proven to be
mutually beneficial.
o Provided over 52,600 hours of training reported to TCOLE, an increase of approximately 9%over the prior year and the highest amount
of training ever provided.Additionally,there were approximately 3700 hours of in-house training personnel received which is not reported
to TCOLE.Over 950 officers from 185 outside agencies attended training hosted by the Pearland Police Department.
o Graduated two Citizen Police Academies.
o Started a comprehensive study of telecommunication operations to explore a joint dispatch center for Fire and Police calls for service.
o Began the process of certifying Telecommunications supervisors as EMDs (Emergency Medical Dispatchers). The Telecommunications,
Manager,Supervisor,Three Team Leads and four Telecommunication Operators,total of 9 EMD certified.
o Continued a Quality Assurance standard to review dispatch operations and processes; this includes a monthly tracking mechanism.
Since implementation,we continue to exceed the national standard of 90%or higher.
o Developed policy,trained personnel,and implemented a Tactical Dispatch Team for use in high-risk operations and critical incidents.
o The Pearland Animal Shelter and Adoption Center maintained the Asilomar Accords standard of 90%or above live release rate.
o Continued succession planning through training and certifications of supervisory and non-supervisory personnel.
o Completed the remodel of old Fire Station 4 into the Law Enforcement Training Center.
o Significant completion of the Public Safety Building renovation for a dedicated suite of offices for the Office of Emergency Management,
expansion of the EOC, an additional training room #3, and increased functionality and capacity of the kitchen during emergency
responses.
o Published an annual report for the police department for the calendar year 2023,the first annual report in almost 2 decades.
o Integrated a knox box installation with PISD and AISD campuses to provide responding officers a means to gather keys in case of an
active attack event.
o Replacement of Motorola Radios department wide, necessitated by end of life of the old system.
o Implemented the BolaWrap as a less-lethal option to de-escalate incidents.
o Began the implementation of an SRG command structure to lead a team in case of crowd control issues.
o Completed the Public Safety Building renovation for a dedicated suite of offices for the Office of Emergency Management, expansion of
the EOC,and increased functionality and capacity of the kitchen during emergency responses.
o Took possession of a complete training kit for active response scenarios via cooperative grant from the Houston-Galveston Area Council.
The kit contains simunition weapons, breaching tools, medical training gear, and associated safety equipment. In addition to hosting
active response courses in Pearland,the kit is made available to other police agencies in the area with ALERRT instructors to maximize
the frequency and availability of active-shooter training in southeast Texas.
o Opened Brazoria County's first Real Time Crime Center, networking over 3,600 live camera feeds, live 911 calls for service, and active
CAD data into a single user friendly system.
City of Pearland I FY2025 Adopted Budget Page 156
Fiscal Year 2025 Objectives
o Complete the comprehensive study of telecommunication operations to explore a joint dispatch center for Fire and Police calls for
service.
o Publish an annual report for the police department for calendar year 2024.
o Continue the next phase of a comprehensive training cycle for sworn personnel regarding active attacks.This cycle will include
curriculum for the updated ALERRT Level I course and the Active Attack Integrated Response(AAIR)course.
o Strive to keep priority 1 response times of the 90th percentile to 7 minutes or less.
o Certify the remainder of Telecommunications supervisors as EMDs(Emergency Medical Dispatchers)and collaborate with the Pearland
Fire Department to determine the appropriate EMD software. Staff collaborated with Fire and agreed to utilize the current software
Priority Dispatch,which was previously utilized by the department. The Communications Manager,Supervisor,Team Leads,and four
Telecommunication Operators are EMD certified utilizing the Priority Dispatch software. As staffing allows and local training becomes
available,other staff will obtain certification.
o Extend the Telecommunications Quality Assurance standards to include review of our transfer of medical calls to meet a benchmark of
under 60 seconds.
o Maintain an Asilomar"no kill'status over the fiscal year within Animal Services,defined as a 90%or higher live release rate for canines
and felines.
o Increase spay and neuter rates of animals released from the shelter by bringing veterinarian care in-house with the implementation of
the part-time Veterinarian.
o Increase public engagement by the Animal Services section through more adoption events, participation in community events,active
volunteer engagement,and other avenues as opportunities arise.
o Implement in-house test firing and national database entry of firearms seized for evidentiary purposes,to expedite current processes and
eliminate reliance on outside agencies.
o Establish a unit dedicated to the investigation of narcotics offenses, independent of existing partnerships with outside agencies.
Performance Measures
FY 2022 FY 2023 FY 2024
Actual Actual Actual FY 2025 Target
Violent and non-violent crimes reported 981 1,023 967 975
Property and society crimes reported 4,294 4,250 3926 4025
Training hours completed,Pearland Officers 36,047 39,000
Average time-citizen call to unit dispatched(in seconds),Priority 1 Calls 58sec 8sec 51sec 52sec
Number of offense/crash reports taken 12,735 11,902 11,332 11,675
Total arrests made by police 3,886 3,751 3808 3700
Average number of calls for patrol officers per shift 7.4 6.9 6.4 6.9
verage response time per car, Priority 1 Calls 4 min 29 sec 4 min 13 sec 13 min 53 sec 4 min 07 sec
Number of animals received at animal shelter 2,388 2,113 11,638 2,500
silomarlive release percentage 193.2% P4.3% 195.0% 95%
� City of Pearland I FY2025 Adopted Budget Page 157
Performance Measures Charts
Total Number of Part 1 Offenses
2,aa�
2,290 2,264
2,3cx)
2,200
2,077
2,100
2 0(N ,920
FY 2022 FY 2023 FY 2024 FY 2025
Target
Average Response Time per Car from
Receipt of Call to Arrival on Scene
04:29
0
04:13
04:07
03:53
FY 2022 FY 2023 FY 2024 FY 2025
Target
Total Cases Assigned to CID
1,790
1,800
�`760
1,747
1,750
1,700
1,662
1,650
1,600
1,550
FY 2022 FY 2023 FY 2024 FY 2025
Target
City of Pearland I FY2025 Adopted Budget Page 158
Number of Animals Recieved at the Animal
Shelter
3,000
2,388 2,500
2,500 2,113
2,000 1,638
1,500
1,000
500
0
FY 2022 FY 2023 FY 2024 FY 2025
Target
City of Pearland I FY2025 Adopted Budget Page 159
Fire
Jack"J."Taylor
Fire Chief
STRATEGIC COUNCIL PRIORITY:The Fire Department places heavy emphasis on making Pearland a Safe Community through effective All-
Hazards emergency response and state-of-the-art training.The department conducts educational activities such as fire prevention and protection
that create an Engaged Community.The department code enforcement officers conduct inspections of buildings,food,and other business
establishments,as well as environmental clean-up of structures and grounds to support a Healthy Economy for the City.
Overview
The Fire Administration Section provides logistical,administrative,training,and financial support services to the entire Fire Department. Housed under
the Administration Section is the Logistics Group, Business Administrator, Community Risk Reduction, Code Enforcement, and Fire Marshal's Office.
The Fire Marshal's Office provides fire inspections,fire investigations,arson,and environmental crimes.Code Enforcement proactively enforces areas
concerning dangerous buildings,substandard structures,excessively high grass and weeds,accumulation of trash and debris, illegal dumping,junked
items, and other general nuisance related violations. It also provides health inspections of food establishments, including restaurants, schools, and
group homes, for compliance with City ordinances. Community Outreach provides public and internal safety education as well as focusing on
community communications through various platforms that include in-person classes,open houses,and social media.
The Operations Division provides Fire/EMS training, fire suppression, rescue, and emergency medical services to the City and surrounding areas,
serving an area consisting of the Pearland City Limits, its Extra Territorial Jurisdiction(ETJ)and two Emergency Service Districts(ESD 4 and ESD 5).
Pearland's ISO Public Protection Classification has a rating of 1,among the top 1%of communities in the nation.
Key Budget Items for FY 2025
o Order one heavy apparatus for new Firehouse 7 and replacement of one ambulance.
o Installing replacement HVAC in Firehouses 2,3 and Fire Admin.
o Addition of EMS Clinical Manager(mid-year)in Fire Administration.
o Continue significant advancements in bunker gear replacement program in line with cancer prevention initiatives.
o Partner with Fleet to continue replacement of staff vehicles for Fire Administration,Health/Code Enforcement and FMO
o Acquired consultant for Fire Admin./Training Phase 2 upgrade.
� City of Pearland I FY2025 Adopted Budget Page 160
Goals
o Actively pursue accreditation through the Texas Fire Chiefs Association Best Practices program.
o Continue to enhance the PFD Employee Peer Support Team and programs.
o With IT finalize the installation and testing of the Opticom (traffic light preemption)systems throughout the city to reduce response times and
increase safety.
o Continually work with Fleet to improve preventative maintenance and repair efficiency on apparatus.
o Work with CMO to finalize heavy apparatus and ambulance replacement programs.
o Partner with IT to fully implement fire information dashboard within firehouses.
o Finalize planning for additional FTE and apparatus for Firehouse#7.
o Partnered with Pearland Professional Firefighter's Association (PPFA)and International Association of Firefighters (IAFF)to conduct updated
current and future Firehouse needs assessment and location study.
o Continue planning for the annual Citizen's Fire Academy.
o Update and implementation of enhanced fire inspections and fire education programs.
o Decrease hazards,environmental crimes,and unsafe structures by conducting investigations and promoting awareness.
o Inspect all high-risk occupancies annually,and moderate risk occupancies biennially as staffing allows.
o Increase operational readiness and response capabilities through effective training and equipment.
o Inspecting all health code-permitted businesses semi-annually as staffing allows.
o Career development,succession planning and updated job descriptions for all PFD members.
o Implement the newly approved EMS clinical manager position to include job descriptions,appointment process,and departmental expectations.
o Continuous monitoring of emergency response deployment,future station locations,and fire district boundaries to effectively meet and enhance
the needs of our growing community.
o Continue to monitor,make advances,and update the community-driven PFD Strategic Plan(2023-2028).
Fiscal Year 2024 Accomplishments
o Produced second PFD annual report for FY23.
o Implemented PFD Community Driven 5-year strategic plan.
o Received EMS Gold Plus AHA Mission Lifeline Award.
o Achieved an Award of Excellence through the Texas State Fire Marshal's Association.
o Fire Operations,Fire Marshal and Code Enforcement personnel obtained multiple state certifications.
o Enhanced Water Rescue Teams with high water vehicle capabilities with PD and EPW with the addition of two new boats via donation.
o Developed,trained and implemented truck and engine company operations manuals.
o Hosted numerous training events attended by outside agencies from over 20 states(totaling 50,000+hours).
o Increased public education and special events attendance by fire crews.
o Continue overhaul of PFD policies,procedures and response plans in preparation of application for Texas Fire Chiefs Association(TFCA)Best
Practices Designation.
o Took delivery of one apparatus
o Ordered two heavy apparatus in line with the approved apparatus replacement plan with a 33-46-month build-out time.
o Addition of three FTE in Fire Operations.
o Completion of replacement program for mobile radios.
o Significant advancements in continued bunker gear replacement program in line with cancer prevention initiatives.
o Partnered with Fleet to obtain replacement of staff vehicles for Fire Administration,Health/Code Enforcement and FMO.
o Acquired consultant for Fire Admin./Training Phase 2 upgrade.
o Conducted Annual Citizens Fire Academy(CFA)class no.2.
o Combined CFA alumni with previous Pearland volunteer fire department 501c3 to form the Pearland Citizens Fire Association.
Fiscal Year 2025 Obectives
o Achieve FY25 goals previously listed
City of Pearland I FY2025 Adopted Budget Page 161
Performance Measures
FY 2022 FY 2023 FY 2024 I FY 2025
Actual Actual Actual Estimated
901h Percentile Response Time:
Percent 5 minutes or less 32% 33% 329/. 33%
Percent 9 minutes or less 81% 80% 86% 86%
Alarm processing time<=90 seconds 92% 90% 94% 94%
Turnout Time<=2 minutes 72% 89% 94% 94%
Call to first unit arrival<=7:30 58% 68% 83% 83%
Call to arrival of ERF<=11:30 30% 92% 92% 9 2%
Total Estimated Fire Loss $1,957,055 $4,807,194 $1,650,000 $1,650,000
Emergency Medical Transports 5834 7431 6673 6670
Public Safety Education Hours 450 750 800 _ 800
City of Pearland FY2025 Adopted Budget Page 162
Community Services
Departments included in the Community Services function include Community Development, Communications,Municipal Court,and the
Library.
Expenditures Summary
$5,299,717 "$165,382
(-3.03%vs. prior year)
Organizational Chart
FY25 Community Services
Mayor&City Council
Municipal Court Judge City Manager
Deputy City Manager Assistant City Manager Communications
City Secretary Community Library
Development
Municipal Court Administration Development Services
—Permits&Inspections Planning
City of Pearland I FY2025 Adopted Budget Page 163
EVenditures by Function
Budgeted Expenditures by Function
410-Community Development 57.2%
405-Municipal Court 20%
400-Communications 19.7%
415-Library 1
3.2%
Budgeted and Historical Expenditures by Function
$6
$5
$4 -
c
$3 . • 415-Library
400-Communications
. • 405-Municipal Court
• 410-Community Development
$2
$1
$0
Name FY2023 FY2024Adopted FY2024Amended FY2025 FY2024 Adopted Budget vs.
Actual Budget Budget Budgeted FY2025 Adopted Budget(%
Change)
Expenditures
400-Communications
City of Pearland I FY2025 Adopted Budget Page 164
Name FY2023 FY2024Adopted FY2024Amended FY2025 FY2024 Adopted Budget vs.
Actual Budget Budget Budgeted FY2025 Adopted Budget(%
Change)
--------------- -
100-Administration $902,830 $984,817 $1,009,265 $1,041,648 5.8%
Total 400-Communications: $902,830 $984,817 $1,009,265 $1,041,648 5.8%
405-Municipal Court
100-Administration $931,843 $1,099,661 $948,457 $1,058,327 -3.8%
Total 405-Municipal Court: $931,843 $1,099,661 $948,457 $1,058,327 -3.8%
410-Community Development
100-Administration $511,433 $532,064 $705,455 $731,766 37.5%
415-Permits&Inspections $980,975 $1,072,764 $880,473 $967,489 -9.8%
420-Planning $881,852 $1,259,525 $1,020,197 $787,549 -37.5%
425-Development Services $395,181 $420,403 $682,478 $542,396 29%
Total 410-Community $2,769,440 $3,284,756 $3,288,603 $3,029,200 -7.8%
Development:
415-Library
100-Administration $98,889 $95,864 $97,934 $170,542 77.9%
Total 415-Library: $98,889 $95,864 $97,934 $170,542 77.9%
Total Expenditures: $4,703,002 $5,465,098 $5,344,259 $5,299,717 -3%
� City of Pearland I FY2025 Adopted Budget Page 165
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Salaries&Wages 74.5%
Miscellaneous Services M 12.8%
Transfers Out 10.6%
Materials&Supplies 11.3%
Repair&Maintenance 10.8%
Other 0.02%
Budgeted and Historical Expenditures by Expense Type
$6
$5
■
$4 .
m ■ ■ Building&Grounds
o $3 Other
Repair&Maintenance
Materials&Supplies
Transfers Out
$Z Miscellaneous Services
Salaries&Wages
$1
$0 _
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Expense Objects
Salaries&Wages $3,722,668 $3,986,516 $3,605,896 $3,947,353 -1%
Materials&Supplies $39,818 $65,121 $69,571 $66,254 1.7%
City of Pearland I FY2025 Adopted Budget Page 166
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Repair&Maintenance $41,951 $30,145 $268,240 $40,469 34.2%
Miscellaneous Services $478,242 $922,537 $933,143 $680,256 -26.3%
Other $250 $1,000 $700 $1,000 0%
Capital Outlay $0 $0 $6,930 $0 0%
Transfers Out $420,072 $459,779 $459,779 $564,385 22.8%
Total Expense Objects: $4,703,002 $5,465,098 $5,344,259 $5,299,717 -3%
� City of Pearland I FY2025 Adopted Budget Page 167
Community Development
Vance Wyly
Director of Community Development
STRATEGIC COUNCIL PRIORITY:Building safety, managed growth,and planned development are principles that provide the Pearland community
with Sustainable Infrastructure,a Strong Economy,and a Safe Community.
Overview
The Community Development Department is a part of the Community Services area and consists of Community Development
Administration, Development Services, Planning,and Permit&Inspection Services.Community Development Administration oversees,
assists,and guides the divisions within the department.The Community Development Department also provides support to developers
and citizens proposing development in Pearland.
The Development Services Division serves as the hub of the one-stop-shop and is the main point of contact for development within the
city. Development Services is responsible for ensuring development in Pearland is a smooth and well-informed process.They ensure
cooperation and sharing of information between all City Departments involved in the development process and coordinate the city's plan
review process. Development Services also hosts Pre-Development meetings where developers meet with all involved City Departments
to discuss a potential development at once to reduce repetition and confusion.
The Planning Division is responsible for all long and short-term plans for the growth of the City and providing city-wide services for our
public trees through the Urban Forestry Program.These efforts help to create and maintain a desirable community with distinct land use
patterns that help maintain a high quality of life for our citizens.The Planning Division administers the City's Unified Development Code
and the Comprehensive Plan.They process all land use related requests including zone changes,conditional use permits,variance/
special exception requests,subdivision plats,and tree mitigation. Planning also reviews all development-related permits to ensure
conformance with the Unified Development Code.
The Permit&Inspection Services Division is responsible for ensuring that any privately owned structure that is new, remodeled,added
on to,or renovated is in substantial compliance with currently adopted codes and ordinances.Through this process,the division protects
citizens, health,safety,and financial investment,thus creating a more sustainable and resilient community.The Permit and Inspection
Division consists of the Permit Counter, Plan Review,and Inspection groups.They take in permit applications, review plans for
compliance with building, mechanical,electrical, and plumbing codes, issue permits,conduct inspections of building, mechanical,
electrical,and plumbing work and coordinate the approval and issuance of certificates of occupancy.The Permit&Inspection Division
also serves as the administrator to other city departments for the City's permitting software,TRAKiT.
Key Budget Items for FY 2025
There are no significant changes to the Community Development Department in FY2025.
Goals
o Implement the departmental mission:Quality Service-Excellent Results.
o Ensure City of Pearland is a desirable place for people to live,work,recreate,and promote balanced and sustainable growth.
o Ensure safe and pedestrian friendly neighborhoods.
o Provide an environment where businesses can thrive and flourish.
o Apply sound and current planning principles while planning for the City.
o Ensure quality and safe building practices with the use of our adopted ICC codes and our City ordinances for our residents,businesses,and
visitors to our City.
o Increase outreach to potential development partners,especially small businesses.
� City of Pearland I FY2025 Adopted Budget Page 168
Fiscal Year 2024 Accomplishments
o Adopted Comprehensive Plan-Pearland2040.
o Adopted 2021 International Building Codes and 2020 National Electric Code
o Adopted updates to Tree Mitigation policies and procedures.
o Kicked off Cityworks permitting and land management software implementation.
o Kicked off Old Town Pearland Revitalization Plan.
o Conducted RFQ for UDC rewrite and selected Design Workshop.
o Utilized drone technology to conduct tree surveys for developers that resulted in over$230,000.00 dollars in savings for projects.
o Expanded the online Video Library to assist the development community with navigating the development process.Over 2,500 customers have
taken advantage of this resource.
o Maintained internal communication by providing Community Development Roundups on development activities within 24 hours of public
meetings or hearings.Continued professional training for staff,Planning and Zoning Commission,Zoning Board of Adjustment,and the
development review committee.
o Continued to provide population updates and special studies.
o Continued using automated emails to customers regarding permit and inspection statuses
o Continued to utilized the Open Counter portal for project scoping and permit research.
City of Pearland I FY2025 Adopted Budget Page 169
Fiscal Year 2025 Objectives
o Complete implementation of Cityworks
o Begin working on implementing strategies from Pearland204O.
o Begin the UDC update process to create a streamlined,linked,attractive,and user-friendly document for both staff and the development
community.
o Adopt the Old Town Revitalization Plan
o Continue to support staff development and training to better serve both internal and external customers.
o Continue to enhance the department's web presence for development and business support services.
o Publish interactive metrics page on website to increase transparent reporting.
o Host three forums(contractors,developers,and small business owners).
o Continue updating existing development documents for both staff and customers(applications,development handbook,custom home packet).
Performance Measures
FY 2021 FY 2022 FY 2023 FY 2024 FY 2024 FY 2025
Actual Actual Actual Target Actual Target
Zone Changes 10 24 14 20 16 16
Plat Reviews 103 90 121 100 102 100
Site Plans Reviewed 13 20 17 20 20 20
Total Plans Reviewed 1,926 2,052 1,619 1,750 1,514 1500
Pre-Development Meetings Conducted 38 41 31 30 41 35
Total Building Inspections 32,615 35,852 21,515 28,000 15,159 15,500
Total Permits Issued 10,941 10,758 8,357 9,000 7,756 7,500
Total Permits Applied 3,148 3,735 3,365 3,750 3,368 3,500
City of Pearland I FY2025 Adopted Budget Page 170
Communications
Joshua Lee
Director of Communications
STRATEGIC COUNCIL PRIORITY.The Communications Department ensures residents and employees alike are kept informed and up to date on
information,projects,and events occurring throughout the City which leads to a Welcoming Community.
Overview
Pearland's Communications Department serves as the City's Public Information Office, keeping residents and employees informed of events and
activities occurring throughout Pearland. The department disseminates information about the City of Pearland, its services, projects, events, and
programs and produces and distributes the City's biannual printed newsletter— Pearland In-Motion, and the City's monthly electronic newsletter—
Pearland Connect. Communications also maintains the City's website and government cable station— Pearland TV, which is broadcast on Comcast
Channel 16, U-verse Channel 99, and online at pearlandtx.gov. The department is also responsible for producing the City's Calendar and annual
Report and managing the City's electronic communications system, which allows residents the opportunity to sign up to receive City news and
information.
Goals
o Establish the Communications Department as a primary information source for City news and information.
o Increase awareness,interest,and participation in City government goals and activities with engaging content.
c Build community and positive identification among residents with their home City.
o Build corporate pride among employees and positive identification with the City government as a whole.
Fiscal Year 2024 Accomplishments
o Finished podcast space in Train Depot
o Launched Talk of the Town LIVE
o Migrated Police, Fire,and Emergency Management to Canva
o Launched the Pearland Water Customer Portal
o Became a FEMA Interactive Public Alerts and Warnings(IPAWS)Alerting Authority
o People of Pearland Podcast won"Internal Communications for population of more than 100,000"TAMI Award
Fiscal Year 2025 Objectives
o Add video component to People of Pearland
o Develop All standards and guidelines
o Add a podcast component to Talk of the Town
o Relocate Communications office to Train Depot
o Follow the guiding principles outlined in the Department's Strategic Plan which include serving as brand ambassadors, being inclusive,
proactive,transparent,consistent,and responsive.
City of Pearland I FY2025 Adopted Budget Page 171
Performance Measures
FY 2022 FY 2023 FY 2024 FY 2025
Actual Actual Actual YOY Change Target
Facebook fans/friends 30,028 30,718 32,028 4% 35,231
Twitter followers 9,696 9,630 9,830 2% 10,813
YouTube views 42,706 40,401 44,888 11% 49,377
Instagram fans/followers 4,560 5,296 6,355 20% 6,991
Website users 602,680 577,583 732,174 27% 805,391
People of Pearland Podcast 1,269 1,277 1% 1,405
� City of Pearland I FY2025 Adopted Budget Page 172
Library
Lisa Loranc
Library Director
STRATEGIC COUNCIL PRIORITY.Brazoria County and the City of Pearland collaboratively provide Library Services for the citizens of the
community.The County is responsible for Library Services,and the City is responsible for providing the facilities.Pearland's efforts provide the
citizens with access to multiple activities and programs,encouraging an Engaged Community.
Overview
Library services are provided through a cooperative effort between the City of Pearland and Brazoria County that support two facilities—the Tom Reid
Library on the east side of the City, and the West Pearland Library on the west. The City provides the buildings and takes responsibility for their
maintenance and other operating expenses.Brazoria County supplies the libraries'materials,computers,network access,and employees.
Pearland's libraries serve the educational, informational,and recreational needs of the Pearland community, and offer a wide variety of materials and
services in response to community needs.The libraries offer book clubs and programs for children,teens and adults, provide a space for voting,and
provide assistance on accessing the Brazoria County Library System's electronic resources.
Key Budget Items for FY 2025 Include:
o Requested approximately$8,000 to improve signage for external book drop.
Goals
o Provide the Pearland community with traditional and progressive library services that support citizens' access to educational, informative,
leisurely resources in a variety of formats, including digital. In addition, the libraries provide small meeting spaces, public internet access,
programming,and assistive services for all ages.
Fiscal Year 2024 Accomplishments
o Established a media editing makerspace in the West Pearland Library and added additional equipment to the fabric arts makerspace at Tom
Reid Library.
o Partnered with Friends of the West Pearland Library to provide a series of programs at the West Pearland Library.
o Continued to partner with the Delores Fenwick Nature Center offering Wild Hour Wednesdays with Edu-Katie.
Fiscal Year 2025 Objectives
o Improve diversity of library material by focusing on the world literature collection.
o Continue to develop innovative,engaging,and high-quality programming options for the community.
o Explore further partnerships with the City and Parks and Recreation department to expand services.
City of Pearland I FY2025 Adopted Budget Page 173
Municipal Court
Jennifer Huhn
Municipal Court Administrator
STRATEGIC COUNCIL GOAL:Adjudication of misdemeanor crimes and local code violations provides Pearland residents and visitors with a Safe
Community
Overview
The Municipal Court has original jurisdiction over Class C misdemeanors and City Code violations which occur within the corporate City limits of
Pearland and are punishable by fine only.It is the function of the Municipal Court to provide accessible,efficient,and well-reasoned resolution of all the
court's cases.The staff maintains a modern computerized record and money management system for approximately 25,000 charges processed by the
Court each year. The Court office maintains standing judicial orders that may allow disposal of a case without appearing at an official arraignment.
Additionally, the court is responsible for collecting fines, as well as numerous other court costs, that must be accounted for and sent to the Texas
Comptroller's Office on a quarterly basis.
Goals
o Uphold the Constitution,laws and legal regulations of the United States,the State of Texas,and all governments therein.
o Set high standards to maintain and preserve the integrity of all cases filed in the Pearland Municipal Court of Record.
o Abide by the standards set out in the Texas Code of Judicial Conduct.
o Protect the confidentiality of all records filed.
o Remain cognizant of the needs of customers and citizens of the Pearland Municipal Court to reinforce the positive perception of the judiciary.
o Provide access and encourage education of staff to increase the level of expertise and proficiency in the affairs of the Municipal Court.
Fiscal Year 2024 Accomplishments
o Attended training as a department to increase productivity,improve communication,and build teamwork skills.
o Continued the prosecution and adjudication of court cases in accordance with the Constitution,laws and legal regulations of the United States,
the State of Texas,and all applicable governments therein.
Fiscal Year 2025 Objectives
o Continue the prosecution and adjudication of court cases in accordance with the Constitution, laws and legal regulations of the United States,
the State of Texas,and all applicable governments therein.
o Upgrade our software and train employees to utilize the system to full potential.
o Cross trains employees to work in windows and courtrooms.
City of Pearland I FY2025 Adopted Budget Page 174
Performance Measures
F
2022 FY 2023 FY 2024 FY i025
ual Actual Actual Projections
Number of Judge trials prepared 150 102 73 50
Number of Jury trials prepared 150 73 _�218 50
Number of warrants issued 3,376 4,402 4,195
Total number of charges brought in 12,473 11,222 12,205
Percent Guilty Charge 49% 49%
Percent Charges Dismissed 40% 40%
Outstanding warrants 11,256 13,457 11,588
Value of outstanding warrants $6,525,145$7,858,462 $6,593,453
City of Pearland FY2025 Adopted Budget Page 175
Engineering & Public Works
Lorenzo Wingate
Assistant Director EPW
Departments in this function include the Engineering and Public Works departments.
Expenditures Summary
$17,371 ,638 $1 ,346,998
(8.41%vs. prior year)
Organizational Chart
Engine,
City Manager
EPW-General Fund EPW-Enterprise Fund EPW-Other Funds
Engineering-Traffic Engineering-Engineering Public Works-Grountls Facilities Ma nagemeni Drainage Maintenance
Maintenance Internal Service Fund Spoc I Revenue Fund
Engineering-Capital Engineering-Capital Fleet Management
Pr jests Projects nterr l Service Fund
EPW-Atlministration Public Works-Streets
Public Works-Grounds
Maintenance
City of Pearland I FY2025 Adopted Budget Page 176
EVenditures by Function
Budgeted Expenditures by Function
305-Public Works 63.9%
300-PW Engineering&Capital Projects 36.1%
Budgeted and Historical Expenditures by Function
$20
$15
N
C
$10
• 300-PW Engineering&Capital Projects
• 305-Public Works
$5
$0
o��
Name FY2023 FY2024Adopted FY2024Amended FY2025 FY2024Adopted Budget
Actual Budget Budget Budgeted vs.FY2025 Budgeted(%
Change)
Expenditures
300-PW Engineering&Capital Projects
City of Pearland I FY2025 Adopted Budget Page 177
Name FY2023 FY2O24Adopted FY2024Amended FY2O25 FY2024Adopted Budget
Actual Budget Budget Budgeted vs.FY2O25 Budgeted(%
Change)
100-Administration $146 $0 $0 $0 0%
305-Traffic Management $1,140,612 $1,722,411 $2,691,707 $2,267,203 31.6%
340-Engineering $1,398,713 $1,450,891 $1,482,768 $1,574,621 8.5%
345-Capital Projects $1,663,430 $1,849,722 $1,724,939 $2,436,405 31.7%
Total 300-PW Engineering&Capital $4 202,901 $5,023,024 $5,899,414 $6,278,229 25%
Projects:
305-Public Works
100-Administration $1,262,222 $2,075,905 $1,890,768 $2,593,426 24.9%
305-Traffic Management $4,032 $0 $15,000 $0 0%
310-Streets&Drainage $5,923,296 $2,097,958 $2,109,565 $1,600,000 -23.7%
311-Streets $0 $3,813,665 $3,833,012 $4,175,047 9.5%
315-Grounds Maintenance $2,250,389 $3,014,088 $2,790,018 $2,724,936 -9.6%
325-Fleet Management -$390 $0 $0 $0 0%
330-Facilities Management $7,598 $0 $0 $0 0%
Total 305-Public Works: $9,447,147 $11,001,616 $10,638,363 $11,093,409 0.8%
Total Expenditures: $13,650,048 $16,024,640 $16,537,777 $17,371,638 8.4%
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Salaries&Wages 39.5%
Miscellaneous Services 28.6%
Transfers Out 26.2%
Materials&Supplies =4.7%
Repair&Maintenance '0.8%
Building&Grounds 0.1%
� City of Pearland I FY2O25 Adopted Budget Page 178
Budgeted and Historical Expenditures by Expense Type
$20
$15
- Other
IIIIIIIIIIIII� Capital Outlay
$10 Building&Grounds
Repair&Maintenance
Materials&Supplies
Transfers Out
Miscellaneous Services
$5 Salaries&Wages
$0
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Expense Objects
Salaries&Wages $5,019,014 $6,174,675 $5,604,452 $6,862,719 11.1%
Materials&Supplies $473,091 $910,148 $1,394,270 $820,141 -9.9%
Building&Grounds $125,678 $331,500 $234,938 $21,500 -93.5%
Repair&Maintenance $85,167 $150,900 $174,907 $142,110 -5.8%
Miscellaneous Services $3,589,757 $4,204,463 $4,867,656 $4,972,208 18.3%
Other $22,185 $0 $8,600 $0 0%
Transfers Out $4,335,156 $4,252,954 $4,252,954 $4,552,960 7.1%
Total Expense Objects: $13,650,048 $16,024,640 $16,537,777 $17,371,638 8.4%
� City of Pearland I FY2025 Adopted Budget Page 179
Engineering & Capital Projects
Lorenzo Wingate
Director of Engineering&Public Works
STRATEGIC COUNCIL PRIORITIES:The Engineering Division and Capital Projects Divisions of the Engineering and Public Works Department
function within the City's government structure to support the construction,maintenance,and improvement of roads,streets,drainage,water
production and treatment,and other public goods in ways that deliver to citizens Sustainable Infrastructure and provide for a Safe Community.
Overview
Within the General Fund,the Engineering and Public Works Department consists of two divisions: Engineering and Capital Projects.The Engineering
Division and Capital Projects Division report to the Director of Engineering and Public Works and is responsible for designing and constructing the
City's public infrastructure,reviewing private development infrastructure,and maintaining and operating traffic signals and signs.
The Engineering Division primarily assists the Community Development Department and Capital Projects Division in reviewing,approving, inspecting,
and accepting various infrastructure projects. Engineering services provided include review of private and public construction plans, inspection of
infrastructure (e.g. roadways, drainage, water, and wastewater)within the Right of Way, and acceptance of infrastructure after its completion. The
Traffic Division is an essential part of engineering and is responsible for maintaining and operating the traffic signals and signs in the city. In addition,
updating the Thoroughfare Plan, reviewing and approving Traffic Impact Analysis reports/traffic signal design, and scheduling Traffic Calming
Committee meetings to address citizens' traffic questions are the main responsibilities of the Traffic Division. The engineering division is also
responsible for Floodplain Management and Stormwater Management.Additionally,the Engineering Division assists citizens by answering questions
related to drainage, stormwater, roadways, permit requirements etc., and explains engineering guidelines and ordinances. Similarly, Engineering
oversees the preparation of the City's Master Drainage Plan, Water and Wastewater Master Plans, Impact Fee updates, Hazard Mitigation Plan
update,and SWMR
The Capital Projects Division develops,implements,and manages the 5-year City-wide Capital Improvement Program,which invests critical resources
to the City's assets, as prioritized. Valuable assets include facilities, parks, streets, drainage, water, and wastewater projects. The division includes
project managers,construction managers, and project coordinators who are responsible for coordinating the construction of the Capital Improvement
Program with other agencies such as TxDOT,Brazoria County,HGAC,and utility companies.
Goals
o Continue working with the permitting department for the timely review,approval,and inspection of various permits.
o Continuously explore process improvement techniques to ensure efficient and effective processes for each service rendered by the department.
o Update,develop,and maintain the City's Engineering Design Criteria Manual,Specifications,Standard Details,Ordinance,and Infrastructure
Master Plans.
o Continue upgrading the traffic signal detection system and cabinets to use new technology to ensure a reliable, safe, and functional roadway
system.
o Maintain and implement the City's traffic signal network and pavement marking through systematic inspection, maintenance,and installation of
fiber network for improved communication and reliability.
o Continue installing and evaluating the Flashing Yellow arrows program at approved intersections.
c Maintain and/or improve the City's CRS Class by updating the City's guidelines and ordinances,and continued efforts to identify and implement
new drainage projects to reduce flooding and minimize the chance of property damage,injury,or loss of life.
o Continue providing floodplain management services to the residents of Pearland and answer floodplain management questions.
o Maintain a highly trained Project Management staff,proficient with the tools necessary to manage complex capital projects professionally.
o Manage project scope,schedule,and budget,and provide innovative solutions to deliver best value projects,within budget and on schedule.
o Develop and maintain the City's Five-Year CIP in conjunction with the Finance Department and the Office of Management&Budget.
City of Pearland I FY2025 Adopted Budget Page 180
Fiscal Year 2024 Accomplishments
o Coordinated with Emergency Management Administration to update the Emergency Operations Annex to include the Flood Response Plan.
o Installed 10 additional pan tilt and zoom (PTZ)cameras on the traffic signals and collaborated with Transtar for video integration into Transtar
website.
o Continue to upgrade 19 traffic signals utilizing updated vehicle detection equipment and assist in the timing plans.
o Rebuild 5 traffic signals utilizing the updated traffic signal cabinet and vehicle detection system.
o Continue upgrading the aging span wire traffic signals.
o Developed a school timing plan for intersections near schools to accommodate school traffic needs throughout the city.
o Initiated an Intelligent Transportation System Operations Plan to outline existing problems and needs to advance the City of Pearland mobility
system.
o Continue to communicate and coordinate with TWDB and FEMA to start FIRM Update.
o Updated and adopted Hazard Mitigation Plan 2023.
o Work to accomplish CRS class change to Class 5 from Class 6 by addressing the comments received from FEMA on the cycle verification visit.
The project goal is achieved.
o Started the construction of City's largest wastewater project, the Barry Rose Water Reclamation Facility Expansion and Replacement and
Longwood Water Reclamation Facility Decomissioning.
o Completed approximately 25 capital projects that will benefit our citizens through drainage improvements,mobility improvements,fire response,
and quality of life.
o Implemented a project management software.
Fiscal Year 2025 Objectives
o Continue efforts to help the Emergency Management Coordinator to update the Emergency Operations Annex to include the Flood Response
Plan.
o Continue to install pan tilt and zoom(PTZ)cameras on the new traffic signals and send the feed to Transtar for integration into Transtar website.
• Continue to rebuild 10 more traffic signals utilizing updated vehicle detection equipment and assist in the timing plans.(Broadway/N Galveston,
Broadway/Old Alvin, Broadway at Barry Rose/Walnut, Broadway/Yost, Broadway at Dixie Farm, Broadway at Pine Hollow, Broadway/Main,
Broadway/McLean and SH 288/McHard)
o Continue upgrading the aging span wire traffic signals. Rebuild 6 traffic signals utilizing the updated traffic signal cabinet and vehicle detection
system.(Broadway/Cullen,Broadway/FM1128,Broadway/Harkey,Broadway/Galveston,Broadway/Sherwood,and Broadway/Westminster)
o Expand school timing plan for intersections near schools to accommodate school traffic needs throughout the city.
o Complete Phase I of the Intelligent Transportation Systems Operation Plan and Develop Phase II of the Intelligent Transportation System
Operations Plan to outline existing problems and needs to advance the City of Pearland mobility system.
o Continue to communicate and coordinate with TWDB and FEMA to update FiRM.
o Continue coordinating with BDD4 to start updating the Master Drainage Plan.
o Continue assisting the Grant Project Administrator to work with FEMA,TWDB,GLOO,etc.for drainage improvement grant projects.
o Update and adopt Stormwater Management Plan 2024,as required by TCEQ.
o Maintain City's CRS class 5.
o Update the city's engineering standard details.
o Continue to review and approve the permits on time without delay.
o Maintain the construction schedule to complete approximately 30 capital projects that will benefit our citizens through drainage improvements,
mobility improvements,fire response,and quality of life.
o Continue the design phase of approximately 40 capital projects set to begin construction either in FY25 or subsequent years depending on the
design schedule,and initiate design process for approximately 25 new capital projects assigned for FY25.
o Review the current FY2025 CIP,evaluate projects for the FY2026 CIP,and continue to refine the implementation efforts for 5-year CIP planning
document.
o Revise City's Project Delivery Model to include all city's project management processes and procedures.
City of Pearland I FY2025 Adopted Budget Page 181
Performance Measures
FY 2021 FY 2022 FY 2023 FY 2024 FY 2024 FY 2025
Actual Actual Actual Target Actual Target
Number of Traffic Impact Analysis 17 12 12 15 11 11
Number of Responses to Signal 428 208 652 630 645 540
Problems
Number of Signals 101 106 110 112 115 115
Signals Receiving Preventative 28% 35% 28% 35% 40% 45%
Maintenance
Number of Flood Plain Customer 199 24 117 100 11 20
Calls
Number of Drainage Studies 16 36 19 15 16 15
Miles of Road Added(Development) 2.2 2 3.84 3.5 1.11 1.5
Feet of Sanitary Sewer Added 15,312 7,687 35,548 35,000 4,437 5,000
(Development)
Feet of Waterline Added 13,728 14,039 23,016 22,000 8,149 5,000
(Development)
Feet of Storm Line Added 12,672 7,468 21,195 21,000 11,090 10,000
(Development)
City of Pearland I FY2025 Adopted Budget Page 182
Public Works
WIV Lorenzo Wingate
71 Director of Engineering&Public Works
STRATEGIC COUNCIL PRIORITIES:
The Public Works, Engineering, Capital Projects,and other functions within this domain of the City's government structure are designed to support
the installation, maintenance and improvement of roads, streets, drainage, and other public goods in ways that deliver citizens Sustainable
Infrastructure and provides for a Safe Community. In addition to alignment with strategic Council priorities, it is the intent of Engineering&Public
Works Department to remain focused on the systematic accomplishment of milestones associated with the Council's Strategic Priorities.
Overview
The Engineering&Public Works Department reports to the City Manager and is responsible for maintaining the City's infrastructure and transportation
mobility. The Public Works Department oversees Administration, Facilities Management,Asset Management, Fleet Management, Streets, Drainage,
and Right of Way Management within the General Fund.
The General Fund provides Public Works related services, encompassing but not limited, to the maintenance of City-owned buildings including the
building envelope, electrical, mechanical &plumbing systems,grounds maintenance and custodial services; manages maintenance and replacement
of all City vehicles, heavy equipment and rolling stock,including preventive maintenance,fueling,registration and repairs; maintains and manages the
public rights of way and stormwater systems, including but not limited to City's landscapes, sidewalks, ditches and drainage channels, street paving,
street sweeping,pothole patching,culvert,storm sewer lines and inlets throughout the community.
Key Budget Items for Fiscal Year 2025
o Acquire vehicles and equipment approved in the FY2025 Vehicle Replacement List.
o Purchase a new tower ladder fire truck and replace an existing medic.
o Facilities to equip all non-utility generators on the building automation system for complete monitoring.
o Expand enclosed and open ditch storm sewer maintenance contracts such as ditch grading and street sweeping.
o Expand the Street Maintenance Team to include all new personnel approved to support expanded service levels in the FY25 budget process.
o Invest and improve the mobility infrastructure via available fund dollars accrued and provided in the FY25 budget process.
o Incorporate employee engagement survey results into ongoing culture development efforts to continuously improve the departmental culture.
� City of Pearland I FY2025 Adopted Budget Page 183
Goals
o Continuously explore process improvement techniques to ensure efficient and effective processes for each service rendered by the department.
o Leverage asset management software and continue implementation of asset management, inventory controls and work order system
improvements.
o Evaluate storeroom options for asset management and opportunities for system expansion.
o Effectively convert from TRAKiT permitting system to CityWorks PLL for all permitting needs.
o Assist Engineering with developing the City's Five-Year CIP in conjunction with the Finance Department and the Office of Management &
Budget.
o Assist Engineering with development and maintenance of the City's Design Criteria Manual, Specifications,Standard Details,and Infrastructure
Master Plans.
o Develop a strategic department growth plan that efficiently provides support to our internal and external customers.
o Provide reliable, safe, and functional road and sidewalk systems through systematic condition assessment and inspection, implementing
pavement management strategies for maintenance of the entire street's network to improve pavement conditions.
o Develop a ROW Management Policy to govern future development of right of ways,streetscape design,and maintenance standards.
o Continue to operate under the Motor Pool Fund.
o Continue to achieve and monitor the Strategic Priority Milestones as identified by City Council.
o Continue to operate under the Facilities Internal Service Fund.
o Further a data driven approach to drainage infrastructure management,through the development and identification of drainage assets.
o Maintain integrity of current facilities by providing general maintenance and repairs as needed.
o Complete Facilities Condition Assessment process; report immediate concerns and budget needs through the Capital Improvement and
operational budget process.
o Complete Generator Assessment Study;report immediate concerns and budget needs through the Capital Improvement and operational budget
process.
City of Pearland I FY2025 Adopted Budget Page 184
Fiscal Year 2024 Accomplishments
Department/Division Wide:
o Expanded Emergency Operations Plans to update emergency action plans following separation of traditional EPW services from Pearland
Water
o Provided position specific training that will allow staff to achieve technical competency in new areas.
o Provided emergency response activities for a freeze,high water response and several extreme weather events.
o ELDT(entry level driver training)completed by total of three staff members between ROW and Drainage Divisions.
o Expanded cross-training opportunities for Drainage and ROW divisions to expand staff capabilities.
o Responded to after-hour emergency calls for damaged guardrails,roadway&drainage obstructions and,PD emergencies where support is
needed.
o Coordinated with the GIS Department and many other business partners to improve the emergency response dashboard and maintain as a
living resource.
o Prepared for and responded to natural disasters such as Hurricane Beryl and its impacts to the Pearland Community.
Drainage:
o Regraded 14,537 linear feet of ditches via City crews and contractor to maintain and improve drainage.
o Cleaned 56,525 linear feet of culvert pipe to remove silt and debris to maintain drainage.
o Initiate, renew and implement a drainage repair&maintenance contract(s), as necessary, to achieve target goal of 31 miles of enclosed pipe
maintenance and 14 miles of open drainage system maintenance annually.
o Observed no structural flooding in response to the FY24 hurricane season.
Right of Way:
o Contractually completed concrete panel replacements on Abbyfield, Lazy Creek, Spring Creek, Chester, Business Center Drive, Gulfton, Pine
Hill,Sunset Meadows,Pecan Grove,Gable Park,Meadow Creek
o Successfully awarded a contract for outsourced pavement restoration services to/or portions of Knapp, Hamm, Taylor, Creekridge,
Washington Irving,Sleepy Hollow.
o Provided pavement restoration services to or portions of Veterans, Fite, Garden, Herridge, Harkey, Holland,Walnut, Hawk&Hill House Roads
via interlocal activities.
o Further drafted a street repair policy to include a pothole mitigation priority ranking system.
o Completed 291 work orders to reduce the backlog related to sidewalk repairs via sidewalk contracts.
o Completed 53,745 linear feet of asphalt pavement overlay of roadways.
o Removed&replaced 21,482 linear feet of sidewalk using contracted services.
o Restored 5,862 sgft of sidewalk trip hazards utilizing concrete raising contracts.
o Repaired 399 potholes in asphalt streets.
o Utilized standard operating procedures for services provided within the ROW Division to enhance the appearance of City maintained property
and rights of way through street sweeping,infrastructure and landscape maintenance practices.
o Provided annual in-house and contractual grounds maintenance services to 851 acres of City maintained property.
o Effectively cleaned 216 miles of roadway via street sweeping contract.
Fleet:
o Continued the build out of the fleet management software,Fleetio,to allow for enhanced vehicle and maintenance tracking and lifecycle
replacements.
o Created Weekly Passenger Vehicle Inspections in Fleetio,to allow for operator accountability and tracking.
o Created preventative maintenance schedules for fleet vehicles and equipment in the fleet management software.
o Created monthly overdue registration reports from Fleetio,to allow for enhanced tracking for operating department leadership.
o Completed 1,559 of preventive maintenance and repair work orders.
o Coordinated with the Fire Department on the purchase of 2 enforcer pumpers and 1 aerial ladder truck.
o Collaborated with the Projects team on the early stages of construction of the Fleet Shop at Hillhouse Complex Phase II site.
o Took delivery of 10 Police Packaged Tahoes,as approved in the FY2023 Vehicle Replacement List.
o Took delivery of Fire Tahoes,as approved in the FY2021,FY2022 and FY2023 Vehicle Replacement List.
o Took delivery of the FY2022 of 1 Enforcer Pumper for the Fire Department.
o Purchased and took delivery of 39 vehicles from Chastang Ford to fulfill the FY2023 and FY2024 Vehicle Replacement List.
o Fleet staff attended Fleet Con 2024 and received training
Facilities:
o Successfully operated one-year in the Facilities Internal Service Fund.
o Completed the installation of Phase II Enclosure Heaters,as identified in the Generator Assessment Study
o Replaced the HVAC unit at Fire Admin and West Community Event Center,as identified in the Facilities Condition Assessment and 5-Year CIP.
o Completed the FY2023 quarterly preventative maintenance programs for HVAC,Generators,Overhead Doors,Pest Control,
o Responded to 1,163 internal service requests for facility maintenance and operation services.
o Addressed 1,301 work orders for service and repair needs to city facilities.
� City of Pearland I FY2025 Adopted Budget Page 185
c Completed Community Development and HR office renovations.
o Built preventative maintenance and contractual service costs in Cityworks to capture full building operations and maintenance costs for FY2023.
o Completed the Facilities Staffing Study,received immediate and future recommendations to address staffing needs.
o Enhanced the exterior appearance at West Pearland Library,City Hall and Tom Reid Library.
Fiscal Year 2025 Objectives
Drainage:
o Reduce flooding and minimize the chance of property damage,injury or loss of life through a program of drainage systems maintenance and
construction.
o Finalize a drainage policy and supporting asset inventory of drainage system with supporting inspection process and maintenance procedures.
o Finalize year-three of the drainage maintenance program and transition into year-four programmed zone.
o Invest contractual dollars into the enclosed pipe inspection&cleaning program as budgeted in FY25
o Invest contractual dollars into the open ditch grading&excavation program to future achieve our annual program goals.
o Onboard and backfill,a vital supervisor role within the Division
Right of Way_:
o Coordinate with Brazoria County to pave Plum,Veterans,Roy and Old Chocolate
o Finalize street policy and supporting new IMS survey results to maximize budget dollars and improve the longevity/operation of transportation
infrastructure.
o Maintain and enhance the appearance of City's ROW through street sweeping,turf,and landscape maintenance management practices.
o Protect the City's utility infrastructure and provide improved community safety through right of way permitting and inspection processes.
c Support the Capital Improvement Process by reviewing and ensuring appropriate installation of landscape material and associated infrastructure
in public landscapes.
o Continue to inspect and ensure contractual services provided within the public landscapes.
o Finalize the inventory and development of a guardrail and soundwall maintenance policy and implement year one inspection process for each.
Fleet:
• Continue operating under the Motor Pool Fund and Policy.
o Purchase equipment and provide training to allow for more in-house services and repairs.
o Coordinate with the Projects team on the construction of the Hillhouse Complex Phase II.
o Complete a reorganization of the division to provide career paths and better define staff roles.
o Create a monthly stakeholder meeting to better communicate with user departments.
o Identify alternative sources for vehicles and equipment to expedite delivery of approved replacements vehicles.
Facilities:
o Continue operating under the Facilities Internal Service Fund and Policy.
o Integrate all non-utility generators on the City's building automation system and utility generators on SCADA to allow for a complete monitoring
system,as identified in the Generator Assessment Study.
o Assist with major capital improvement projects,such as the design and construction of Hillhouse Complex Phase II and Orange Street Phase II.
o Assist Projects team with the Dectron Replacement,Fire Station 2&3 Renovation,and Country Place and Garden Water Well Generator
Replacement,as identified in the Facilities Condition Assessment and Generator Condition Assessment.
o Build preventative maintenance and other contractual services into Cityworks to allow for pre populated alerts and lifecycle tracking.
� City of Pearland I FY2025 Adopted Budget Page 186
Performance Measures
FY FActual
FA
FY 2023 FY 2024 FY25
2020
Actual Actual Actual Target
Street Sweeping F4 F
5 — 447 663 216 [633
(miles)
Ditch cleaning(feet) 28,192 22,510 22,036 95,381 10,953 76,550
Culvert&enclosed JF7F7pipe cleaning ❑���
43,237 56,525 163,680
Enclosed Pipe FO7[
E F38�45 10,953 163,680
Inspection
Number of Open
Sidewalk Repair FF567FF94,
1,385 0
Work Orders
Number of PotholesE4378F1438FF81o_�]��
399 200
Repaired
Culver[Pipe
Installed/Replaced EIE
40 300 75 300
(feet)
EPW Service
Request/Works ***1898
Orders(Facility,
Streets,
Drainage,ROW& JF-F
1713 F �� dp6�2264/4174
�Admin combined)
Prior year data was not recorded for individual service of culvert cleaning compared to ditch cleaning.Upon start of ten-year drainage program,staff
began to track this separately and will continue to track moving forward.
**Data collected in prior work order management system,HTE,and not CityWorks,no records available.
***Data reflects partial year due to CityWorks"go live"date of February 2022.
� City of Pearland I FY2025 Adopted Budget Page 187
Parks & Recreation
(-
w Carry Capers
a Director of Parks&Recreation
STRATEGIC COUNCIL PRIORITY.,Sustainable Infrastructure,Strong Economy,Connected Community
Expenditures Summary
$9,963,715 $1 ,212,172
(13.85%vs. prior year)
� City of Pearland I FY2025 Adopted Budget Page 188
Organizational Chart
FY25 Darks&Recreation
Assistant City Manager
Parks&Recreation
Administration Aquatics
Athletics Natural Resources
l �
Parks Senior Programs
Special Events Recreation
Recreation Operations
Expenditures by Function
Name FY2023 FY2024 Adopted FY2024 Amended FY2025 FY2024 Adopted Budget vs.
Actual Budget Budget Budgeted FY2025 Budgeted(%
Change)
Expenditures
500-Parks&Recreation
100-Administration $1,472,006 $1,645,487 $1,695,474 $2,662,495 61.8%
510-Recreation $320,836 $378,543 $369,336 $500,191 32.1%
520-Athletics $341,213 $388,924 $407,171 $472,378 21.5%
525-Special Events $626,832 $628,955 $669,310 $662,043 5.3%
530-Senior Programs $378,584 $402,278 $404,528 $423,785 5.3%
535-Aquatics $627,710 $780,492 $731,939 $847,600 8.6%
540-Parks $2,563,007 $2,574,202 $2,712,743 $2,604,260 1.2%
545-Recycling $2,350 $2,360 $4,275 $3,603 52.7%
550-Natural Resources $371,582 $392,938 $380,504 $399,999 1.8%
555-Recreation $1,393,130 $1,557,364 $1,471,107 $1,387,362
Operations
City of Pearland I FY2025 Adopted Budget Page 189
Name FY2023 FY2024 Adopted FY2024 Amended FY2025 FY2024 Adopted Budget vs.
Actual Budget Budget Budgeted FY2025 Budgeted(%
Change)
Total 500-Parks& $8,097,250 $8,751,543 $8,846,387 $9,963,715 13.9%
Recreation:
Total Expenditures: $8,097,250 $8,751,543 $8,846,387 $9,963,715 13.9%
� City of Pearland FY2025 Adopted Budget Page 190
Overview
Pearland Parks& Recreation, in collaboration with the Parks, Recreation and Beautification Board,the Forever Parks Foundation,local and regional partners, and
other City departments,oversees the implementation of a comprehensive Parks,Recreation,Open Spaces and Trails Master Plan. This plan provides policy direction
aimed at addressing both current and future parks and recreation needs,ultimately enhancing the community's quality of life.
The department offers a wide range of programs, including athletic, aquatics,outdoor recreation, adaptive and therapeutic recreation, special events,wellness and
fitness initiatives,youth development,camps,and older adult programming. The department is also responsible for maintaining over 547 acres of parkland, which
includes 20 miles of trails,19 parks,29 athletic facilities,2 dog parks,and historical sites such as Old Settler's Cemetery and Zychlinski Park.
Major facilities under the department's management include the Recreation Center& Natatorium, the West Pearland Community Center, the
Delores Fenwick Nature Center, and the Melvin Knapp Activity Center. This network of programs and facilities contributes significantly to
Pearland's community engagement,health and well-being,reflecting the department's commitment to service excellence and accessibility for all
residents.
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Salaries&Wages 63.9%
Transfers Out 13.4%
Miscellaneous Services 9.8%
Materials&Supplies =6.7%
Building&Grounds .4.4%
Repair&Maintenance '1%
Capital Outlay 10.7%
Other 0.2%
� City of Pearland I FY2025 Adopted Budget Page 191
Budgeted and Historical Expenditures by Expense Type
$12.5
$10
$7 5 Other
o ■ Capital Outlay
Repair&Maintenance
Building&Grounds
$5 Materials&Supplies
Miscellaneous Services
Transfers Out
Salaries&Wages
$2.5
$0
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Adopted Budget(%
Change)
Expense Objects
Salaries&Wages $4,960,953 $5,801,043 $5,643,977 $6,369,425 9.8%
Materials&Supplies $608,002 $613,187 $592,043 $664,435 8.4%
Building&Grounds $447,616 $421,389 $493,870 $437,524 3.8%
Repair&Maintenance $88,519 $102,720 $79,621 $100,320 -2.3%
Miscellaneous Services $968,313 $998,189 $1,020,554 $971,787 -2.6%
Other $12,694 $0 $25,043 $22,517 N/A
Capital Outlay $352,015 $66,000 $242,264 $66,000 0%
Transfers Out $659,139 $749,015 $749,015 $1,331,708 77.8°%
Total Expense Objects: $8,097,250 $8,751,543 $8,846,387 $9,963,715 13.9%
Key Budget Items for FY 2025
o West Pearland Summer Camp Program:This allocation will support the expansion of Pearland Parks& Recreation's popular Summer Camp Program at the
West Pearland Community Center. This expansion enables Parks&Recreation to accommodate 40 additional participants,enhancing access to recreational,
educational,and social experiences for more youth in the community. Funding will cover operational needs,equipment,and supplies necessary to ensure a
safe,enriching camp experience that aligns with the program's standards of excellence.
o Four Part-Time Recreation Attendants-Athletics:Funding for four part-time Recreation Attendants will bolster the Athleitcs division,ensuring high-quality service
and support across recreational programs and facilities. These team members will assist with program set up,equipment management,facility access, and
safety enforcement, particularly during peak hours. Their presence will help streamline operations, improve customer service, and maintain a positive
experience for facility users,supporting the growing demand for athletic activities in Pearland.
o Southdown Park Playground and Fall Zone Replacement:This budget item provides for the complete replacement of the aging playground structure and fall
zone at Southdown Park.The current equipment is outdated and increasingly challenging to maintain. A new, modern playground design will incorporate
inclusive and upgraded safety surfaces to accommodate children of all abilities. This investment prioritizes safety,accessibility,and enjoyment,enhancing the
park's appeal as a community gathering space for families.
� City of Pearland I FY2025 Adopted Budget Page 192
Goals
o Improve internal communication.
o Improve external communication.
o Enhance strategic environmental stewardship.
o Consistently deliver quality programs.
o Ensure social equity through service delivery.
o Enhance&update assets to deliver premiere experiences.
o Become a recognized leader.
o Enhance organizational&operational efficiency.
o Enhance public health through engagement.
o Create effective and efficient financial practices.
Fiscal Year 2024 Accomplishments
o Welcomed 1,166,500 residents and visitor to Pearland's parks and open spaces.
o Developed and implemented Pearland's Strategic Athletic Operational Plan,a comprehensive approach to guide the planning,management,and development
of athletic facilities,programs,and services.
o Launched Pearland's first pickleball league that quickly tripled in size.
o Supported the National Park&Recreation Association in developing guidelines for inclusive event and program naming and the development of an inclusive
swimwear policy.
o The Delores Fenwick Nature Center hosted two(October 2023&April 2024)Solar Eclipse viewing events for the Pearland community,providing safety glasses
and educational content for these rare celestial events.
o The Delores Fenwick Nature Center received the 2023 Organization Award from the Texas Children in Nature Network.
o The Delores Fenwick Nature Center was featured as a Pearland-area highlight on Good Morning America's Main Street USA segment.
o Visitation at the Delores Fenwick Nature Center increased by 19%from FY2023.This included visitors from over 70 Texas cities,30 states,and 11 countries.
o The Texas Horned Lizard conservation project had its first successful release of 86 captive bread lizards into the wild.
o Established a partnership with Rice University to monitor local bat colony to better understand roosting conditions.
o Four Parks&Recreation employees achieved their Certified Parks&Recreation Professional Certification through the National Parks&Recreation Association.
o Two Parks&Recreation employees achieved their Certified Parks&Recreation Executive Certification through the National Parks&Recreation Association.
o Hosted 17 athletic sports tournaments at Pearland's athletic complexes.
o Completed a parks shade enhancement project which included the addition of new shade canopies throughout the park system providing much needed
shade over playgrounds and seating area.
o Updated Pearland RCN facility hours and holiday hours to better accommodate community needs and enhance accessibility.
o Implemented an app called Statusfy to keep the public and staff informed about the current status or weather-related closures, maintenance notices, and
capacity notifications at facilities,programs,and events.
o Partnered with Visionary Outreach and Melanin Mom's to host the 2nd Annual Juneteenth Freedom Celebration.
o Parks&Recreation Special Events team served on the Host Committee for the Brazoria County Veteran's Day Parade.
o Increased volunteer engagement in Parks and Recreation events and programs by 25%.
o Increased sponsorship of parks and recreation events and programs by 64%from the previous year.
o Increased in-kind sponsorship by 28%from the previous year.
o Through a partnership with the Forever Parks Foundation Parks and Recreation launched a financial naming rights campaign for parks and recreation facilities.
o The Forever Parks Foundation began a Capital Campaign to fundraiser$4 million for an Inclusive Playground at Independence Park.
Fiscal Year 2025 Objectives
o Conduct a comprehensive update to the Parks,Recreation,Open Spaces,and Trails Plan.
o Develop and establish a Conservation Ordinance for the City of Pearland.
• Increase multicultural recreational program offerings and events.
o Implement the remedial recommendation identified within the Park Conditions Assessment.
o Continue to preserve and restore natural areas within Pearland's parks,recreational trails,and city-owned open spaces.
o Continue to develop innovative fund-raising practices and revenue-generating initiatives.
City of Pearland I FY2025 Adopted Budget Page 193
Parks & Recreation Performance
IMP' .,
PLACES
& SPACES547 4
Parkland Fecl:4atltwn
Acres aclllles
19 20 18 2
Parks Trail Miles Courts Dog Parks
.A t;s ►;a 1®1
16 11 2 29
Playgrounds Pavilions Splashpads Fiekfs :`'
1 .
Parks & Recreation Performance
Z CULTIVATING EXPERIENCES
�1�1a I I
95,000 7,765 732,500 7,655
FACT - y(U�
AT TENOANCE RIF TAI S 8 Ar1F NOANC( ENG GE
SOCIAL EQUITY T1F
Ill
$19,136 28,910 1,166,500 14,758
�I .OF
j. PATRONS MEALS
FINANCIAL 0OF KNAPP UT It IIING SERVED AT
ASSISTANCE ACTIVITY PARS 8 KNAPP
ANARDF0 CENTER G :N ACTIVITY
VISITORS SPACES CENTER
City of Pearland I FY2025 Adopted Budget Page 194
Parks & Recreation Performance
HEALTH & WELLNESS �+I
:, V
5,436 757 2,431 9,254
PREARLAND 0L EOF SWIM GROUP LPLROGRAM&
hT�MBERSHIPS REGISOTRATION CI.M PARYIGIPANTS
ENWIRONMENTAL «��»
STEWARDSHIP
10,376 117K 5.6 18,000+ Y
P a �€
� c�,��I��t E p
VVSITOF2S N GEI VTS RE5IbyNT MARK-I{S
City of Pearland FY2025 Adopted Budget Page 195
Enterprise Fund
The Enterprise Funds include the Enterprise Fund Operating Fund, Enterprise Debt Service Fund,and the Solidwaste fund.
Expenditures Summary
$7918661624 $7,459,587
(10.30%vs. prior year)
Organizational Chart
utifi�
City Manager
Pearland Water Assistant City Manager Engineering&Public
Works
Administration Environmental Services Finance Grounds Maintenance
Distribution&CollectionsEtations
Utility Billing&Meter
Surface Water Treatmenttewater Treatment Services
Plant
PWater Production
City of Pearland I FY2025 Adopted Budget Page 196
EVenditures by Function
Beginning in FY24 the water and wastewater operations functions were split from the Engineering and Public Works Department to form a
new Utilities department. Public Works maintains a grounds maintenance division in the Enterprise Fund, but otherwise all divisions were
moved over to the new Utilities department. Divisions maintain their names and division numbers and expenses can be tracked historically
through them.
The 150- Other Requirements is composed of 47% of expenditures comprising transfer-out to the following funds: General Fund, Debt
Service Fund-Water& Sewer, cash funded CIP projects, risk managment fund transfers. The other big budget component is 314-Utitlities
Department.
Budgeted Expenditures by Function
150-Other Requirements 47.8%
314-Utilities Department 45.2%
390-Utility Customer Service 5.5%
305-Public Works 1.4%
� City of Pearland I FY2025 Adopted Budget Page 197
Budgeted and Historical Expenditures by Function
$175
$150
$125
N $100
C
305-Public Works
$75 390-Utility Customer Service
314-Utilities Department
0 150-Other Requirements
$50 ■
$25
$0
Name FY2023 FY2024Adopted FY2024Amended FY2025 FY2024 Adopted Budget vs.
Actual Budget Budget Budgeted FY2025 Adopted Budget(%
Change)
Expenditures
130-Finance
390-Utility Customer Service $2,790,824 $3,848,201 $3,910,341 $4,410,933 14.6%
Total 130-Finance: $2,790,824 $3,848,201 $3,910,341 $4,410,933 14.6%
150-Other Requirements
100-Administration $459,617 $1,013,000 $1,062,924 $1,473,001 45.4%
910-Transfers $29,630,787 $34,007,861 $29,759,028 $36,739,608 8%
Total 150-Other Requirements: $30,090,404 $35,020,861 $30,821,952 $38,212,609 9.1%
305-Public Works
100-Administration $3,767,444 $0 -$70,326 $0 0%
315-Grounds Maintenance $792,426 $814,650 $745,497 $1,144,423 40.5%
350-Lift Stations $1,185,977 $0 -$10,620 $0 0%
355-Wastewater Treatment $4,902,803 $0 -$51,497 $0 0%
360-Environmental Services $566,885 $0 -$78,255 $0 0%
365-Water Production $9,330,656 $0 -$105,859 $0 0%
370-Distribution& $4,336,555 $0 -$226,245 $0 0%
Collections
380-Meter Services $755,463 $0 -$10,477 $0 0%
385-Pre-Treatment FOG $27,435 $0 $0 $0 0%
395-Surface Water Plant $1,609,313 $0 -$45,644 $0 0%
Total 305-Public Works: $27,274,958 $814,650 $146,574 $1,144,423 40.5%
City of Pearland I FY2025 Adopted Budget Page 198
Name FY2023 FY2024Adopted FY2024Amended FY2O25 FY2O24 Adopted Budget vs.
Actual Budget Budget Budgeted FY2025 Adopted Budget(%
Change)
314-Utilities Department
100-Administration $3,147 $4,292,635 $4,421,866 $5,193,115 21%
350-Lift Stations $59,633 $1,656,381 $1,812,613 $1,501,049 -9.4%
355-Wastewater Treatment $273,818 $6,203,684 $6,232,505 $6,644,691 7.1%
360-Environmental Services $1,794 $670,479 $677,194 $691,674 3.2%
365-Water Production $362,332 $11,122,633 $12,779,631 $11,258,438 1.2%
370-Distribution& $2,086 $4,913,533 $5,166,668 $5,690,464 15.8%
Collections
395-Surface Water Plant $0 $3,863,980 $3,774,556 $5,119,228 32.5%
Total 314-Utilities Department: $702,809 $32,723,325 $34,865,033 $36,098,659 10.3%
Total Expenditures: $60,858,994 $72,407,037 $69,743,900 $79,866,624 10.3%
Expenditures by Expense Type
Transfer out Expenditure of an enterprise fund"refers to the process of moving money from an enterprise fund to pay for the Debt Services,
IT,Facilities and Motor Pool Funds.
Budgeted Expenditures by Expense Type
Transfers Out 54.2%
Salaries&Wages 16.4%
Materials&Supplies 14%
Miscellaneous Services 11.1%
Repair&Maintenance ■2.9%
Capital Outlay '1.2%
Building&Grounds 0.2%
Other 0.2%
� City of Pearland I FY2O25 Adopted Budget Page 199
Budgeted and Historical Expenditures by Expense Type
$175
$150 _
$125
N $100 Interest Expense
Other
o Building&Grounds
Capital Outlay
$75 Repair&Maintenance
- Miscellaneous Services
- Materials&Supplies
$50 Salaries&Wages
Transfers Out
$25
$0
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Expense Objects
Salaries&Wages $10,536,836 $12,198,999 $11,042,002 $13,071,816 7.2%
Materials&Supplies $8,302,489 $10,335,078 $11,197,069 $11,145,280 7.8%
Building&Grounds $69,202 $128,500 $205,854 $141,500 10.1%
Repair&Maintenance $1,392,633 $1,787,288 $2,020,780 $2,297,720 28.6%
Miscellaneous Services $6,126,526 $7,737,851 $9,121,397 $8,865,795 14.6%
Other $100,914 $133,000 $111,493 $122,350 -8%
Capital Outlay $29,985 $458,000 $665,817 $945,001 106.3%
Transfers Out $34,300,409 $39,628,321 $35,379,488 $43,277,162 9.2%
Total Expense Objects: $60,858,994 $72,407,037 $69,743,900 $79,866,624 10.3%
City of Pearland I FY2025 Adopted Budget Page 200
Finance-Utility Billing
Jennifer Quiroga
Water Billing&Collections Manager
Strategic Council Priority:
The Utility Billing Division upholds the Council's strategic priority of Trusted Government by delivering exceptional customer service and
managing accounts with transparency,fiscal accountability,and professionalism.Through respectful engagement and efficient operations,
the division fosters trust,strengthens community relationships,and ensures alignment with the Council's goals for community engagement
and financial stewardship.
Overview
Utility Billing Department Overview
The Utility Billing Department plays a critical role in providing exceptional customer service and ensuring accurate and efficient billing and
collection operations. Reporting to the Director of Finance,the department is responsible for managing water,sewer,and garbage fees,as well
as collecting fees associated with the curbside residential solid waste collection contract.
As the primary point of contact for residents,the department is dedicated to fostering positive community engagement and ensuring a seamless
experience for both new and existing residents of Pearland.Through its commitment to professionalism,transparency,and fiscal responsibility,
the Utility Billing Department contributes to making Pearland a community of choice while supporting the city's mission of effective and
sustainable governance.
Key Budget Items for FY 2025
Key Budget Items for FY 2025
Before the start of each fiscal year in October,the City conducts a comprehensive evaluation of the costs associated with delivering high-
quality,reliable water services to Pearland residents.This annual review is a critical process,undertaken with great diligence and responsibility
by City employees,recognizing that access to clean and dependable water is essential for the community's well-being.
Maintaining Pearland's water and wastewater systems in a growing and dynamic city requires careful financial planning to ensure sustainability.
Key factors considered in the rate evaluation include water production,treatment,and infrastructure needs. Following an in-depth assessment
of the costs to produce,deliver,and treat water and wastewater,as well as the ongoing investment in building and maintaining infrastructure,
the City Council approved a 7%rate increase for FY 2025.This adjustment will be in effect from October 1,2024,through September 30,2025,
supporting the City's commitment to providing safe,reliable,and sustainable water services.
� City of Pearland I FY2025 Adopted Budget Page 201
Goals
• Ensure Accurate and Timely Billing:Maintain the integrity of billing operations by ensuring all water,sewer,and garbage services
are billed accurately and on schedule, reducing errors and improving customer satisfaction.
o Enhance Customer Engagement and Service Excellence:Foster a customer-centric culture by providing professional, responsive,
and courteous service that reflects"The Pearland Way,"ensuring exceptional experiences for both internal and external customers.
• Optimize Account Management Processes:Ensure precise management of all customer accounts, including billing, payments,
refunds,and adjustments,to uphold transparency and financial accuracy.
o Strengthen Collection and Revenue Assurance:Maintain high collection rates and minimize delinquencies through effective service
disconnection protocols and proactive collection policies,ensuring the financial health of the department.
• Pursue Resolution of Delinquent Accounts:Actively identify and address delinquent waste accounts by pursuing collection
strategies and resolving outstanding balances efficiently and equitably.
• Elevate Staff Training and Professional Development:Invest in continuous training and development opportunities for staff to
uphold professional standards,enhance expertise,and deliver superior customer service.
o Maintain Transparent Communication Channels:Regularly update and enhance the department's web and informational platforms
to provide clear,accessible,and up-to-date information about services, policies,and procedures.
• Improve Operational Efficiency and Responsiveness:Utilize data-driven insights to streamline workflows, improve response times,
and enhance the overall efficiency of billing and customer service operations.
• Promote Fiscal Responsibility:Ensure all financial transactions, including payments,adjustments,and refunds,are managed with
accuracy and accountability to support the city's financial stability and public trust.
• Foster Innovation and Adaptability:Embrace technological advancements and process improvements to enhance service delivery,
reduce operational costs,and meet the evolving needs of the community.
Fiscal Year 2024 Accomplishments
• Launched WaterSmart Online Portal:Transitioned to the WaterSmart Online Portal in May 2024,enhancing customer experience
through improved access to account information and usage insights.
o Implemented Advanced Metering Infrastructure(AMI):Achieved a 95%read rate with the successful completion of AMI
implementation in April 2024,ensuring more accurate and efficient meter readings.
• Modernized Payment Processing:Successfully implemented the Paymentus Payment Processor in May 2024,offering customers
enhanced flexibility with multiple payment options for online transactions.
o Streamlined Customer Onboarding:Introduced online deposit payment capabilities and enabled secure uploads of required
documentation,simplifying the account setup process for new customers.
• Enhanced Customer Education:Continued to provide employee and customer education aligned with the People First philosophy,
fostering a culture of excellence in service delivery.
• Optimized Billing Accuracy:Improved operational efficiencies through robust monitoring and adjustment processes,ensuring
accurate and timely billing for all customers.
• Strengthened Revenue Collection:Maintained high collection rates while minimizing delinquency through effective policies and
proactive outreach.
• Improved Transparency and Communication:Regularly updated online resources to provide residents with clear,accessible
information on water services and account management.
o Advanced Digital Integration:Leveraged technological tools to enhance customer interactions and streamline service operations,
supporting the City's digital transformation efforts.
o Supported Sustainable Operations:Successfully balanced financial stewardship with infrastructure investments to ensure the
reliability and sustainability of Pearland's water and wastewater systems.
City of Pearland I FY2025 Adopted Budget Page 202
Fiscal Year 2025 Objectives
• Foster Staff Development:Provide ongoing customer service training to embody the People First philosophy and maintain
excellence in service delivery.
o Maintain Accurate and Consistent Billing: Ensure timely billing every 30 days and meter readings every 30/31 days,eliminating the
need for estimations and incorporating all 365 days of the year.
• Expand Customer Portal Usage:Increase registrations for the Pearland Water Customer Portal and enhance public education on
its features and benefits.
• BoostAutopay Enrollment:Drive an increase in the number of customers enrolled in autopay to promote convenient and consistent
payment options.
• Implement Proactive Escalation Management:Establish a proactive approach to identify and address potential customer service
escalations before they arise.
• Streamline Utility Billing Processes:Continuously refine processes to enhance operational efficiency and customer satisfaction.
• Optimize Meter Profile Processing:Reduce the volume of internally and field-processed meter profiles by leveraging the Pearland
Water Customer Portal.
o Strategic Workforce Planning:Implement additional staffing and develop strategic plans to support the evolving needs of Utility
Billing operations.
• Improve Call Queue Metrics:Continue efforts to enhance call response times and overall call center efficiency.
• Increase Community Engagement:Expand employee outreach through pop-up events across the community,strengthening
connections with residents and promoting Utility Billing services.
City of Pearland I FY2025 Adopted Budget Page 203
Performance Measures
Metric Target Measurement Scoring
Delinquent Accounts Delinquent Accounts<5% Annual average delinquent <3%: Excellent,3-5%:Satisfactory,
accounts as a percentage of >5%: Needs Improvement.
total accounts.
Call Volume Optimize Call Volume Average call time maintained at Minimal backlogs: Excellent,
Trends >15 min/call and 0 unanswered Moderate backlogs:Satisfactory,
calls Significant delays: Needs
Improvement.
Pearland Water Customer 100% Customer (Enrolled/Total Customers)x <90%: Excellent,89-75%:
Portal Enrollment Enrollment 100. Satisfactory, <74%: Needs
(WaterSmart) Improvement.
Cash Customers Reduce the amount of (Cash Customers/Total <90%: Excellent,89-75%:
cash received by 100% Customers)X 100. Satisfactory, <74%: Needs
Improvement.
Reconnection Time Reconnections in 24 hrs. Average business days to <2 days: Excellent,3-4 days:
or received payment complete reconnections. Satisfactory,>4 days: Needs
Improvement.
New Connection Time New Connections in 48 Average business days to :52 days: Excellent,3-4 days:
hrs of received work establish new service. Satisfactory,>4 days: Needs
order Improvement.
Meter Reads 100%of meters read The percentage of meters read <90%: Excellent,89-75%:
accurately on the first accurately on the first attempt Satisfactory, <74%: Needs
attempt per billing cycle out of total meters to be read Improvement.
per billing cycle.
Metric 2022 2023 2024 2025 Target
Delinquent Accounts Satisfactory Satisfactory Satisfactory Excellent
Call Volume Satisfactory Satisfactory Satisfactory Excellent
Pearland Water Customer Portal N/A N/A Needs Improvement Satisfactory
Enrollment
(WaterSmart)
Cash Customers Satisfactory Satisfactory Satisfactory Excellent
Reconnection Time Excellent Excellent Excellent Excellent
New Connection Time Excellent Excellent Excellent Excellent
Meter Reads Excellent Excellent Excellent Excellent
City of Pearland I FY2025 Adopted Budget Page 204
Utilities
David Sohns
Director of Utilities
STRATEGIC COUNCIL PRIORITIES:The Utilities Fund provides sustainable infrastructure by providing the installation,maintenance,operation
and Capital Improvement of Water Production and Wastewater Reclamation infrastructure.
Overview
The Utilities Department of Pearland Water is responsible for the operation and maintenance of the city's water and wastewater
infrastructure, funded by the Pearland Enterprise Fund. This infrastructure supports three essential services for the residents:
Wastewater Treatment,Water Production,and Distribution and Collection.Our dedicated teams manage a range of facilities, including 68
lift stations, 6 storm water stations, 5 Water Reclamation Facilities, 10 Groundwater Production Facilities, 6 elevated storage tanks, 2
wholesale water purchase sites, a Ten Million Gallon per Day Membrane Surface Water Treatment Plant, and an extensive network
comprising 468 miles of sanitary sewer and 569 miles of water distribution.
The Wastewater Treatment Division is at the forefront of environmental protection, ensuring that every drop of water meets stringent
quality standards. This team is responsible for effective process control, quality assurance, and sludge de-watering and disposal, with a
strong commitment to compliance with state and federal regulations. Regular maintenance and repairs are critical to our operations. Our
skilled technicians manage lift station operations and conduct repairs on pumps, motors, and control panels, ensuring efficient system
performance. We also maintain odor control systems to enhance the community's environment. Additionally, our staff monitors and
maintains six storm water stations to prevent flooding and ensure proper drainage.
The Water Production Division is dedicated to providing safe and reliable drinking water. This team oversees all plant operations,
ensuring adequate system pressure and a consistent water supply. Continuous monitoring of water quality is essential, and our efforts
have earned us a Superior Public Water System rating from the Texas Commission on Environmental Quality(TCEQ),demonstrating our
commitment to excellence in service.
Distribution and Collection Division staff is responsible for underground water and sewer repairs,fire hydrant maintenance,valve upkeep,
and investigation of sanitary sewer overflows. They utilize closed-circuit television for sewer inspections, implement preventive
maintenance for manholes, and perform repairs on aging utility infrastructure. This team also installs new water and sewer lines and
collaborates on city projects.
The Environmental Services (ES) Division supports Industrial Pretreatment, the Fats, Oils, and Grease (FOG) program, Backflow and
Cross Connection Controls, and regulatory compliance. Additionally, ES manages the solid waste program and debris management,
ensuring a clean and sustainable environment for our community.
For FY25, Asset Reliability Management is not designated as a separate division. Instead, it is funded through the budgets of
Wastewater, Lift Stations, Water Production, Surface Water, and Administration. This team is tasked with developing and implementing
strategies across the department to enhance the longevity and reliability of the critical assets managed and maintained by utilities.
Key Budget Items in FY 2025
Asset Reliability Team-(4 FTE)—Enterprise Fund$421,575
Instrument Tech 1 FTE
Plant Mechanics 2 FTE
Asset Reliability Manager 1 FTE
Deputy Director of Utilities—Utilities-Enterprise Fund$151,013
� City of Pearland I FY2025 Adopted Budget Page 205
Goals
Department Wide:
o Provide distinguished customer service by quickly and courteously responding to citizen complaints or requests, including requests from City
departments.
o Operations and Maintenance Staff Resiliency to better serve the customers of Pearland Water in daily activities and during emergencies like
Hurricane Beryl
o Maintain utility facilities to increase uptime reduce unplanned shutdowns and minimize maintenance costs.
o Provide efficient operation of the sanitary infrastructure by minimizing surcharges, overflows, and inflow and infiltration in the sanitary sewer
system to maintain compliance and maximize the existing treatment capacity.
o Maintain wastewater treatment facilities to protect the health of the public and the environment through maintaining 100%compliance with state
and federal agencies.
o Maintain and expand the water distribution system maintenance program to minimize cost of water loss while maintaining a high level of service
through waterline,valve and hydrant maintenance programs.
o Continue to create preventative maintenance programs for the water and sanitary sewer system.
o Ensure TCEQ and EPA compliance for all Utilities operations.
o Provide opportunity for staff professional development with an aim towards succession planning and career advancement opportunity
o Create Asset Reliability team for water and wastewater maintenance of pumps,motors and control panels
o HSE proactive lifesaving program
City of Pearland I FY2025 Adopted Budget Page 206
Fiscal Year 2024 Accomplishments
Environmental Services:
o New debris management and monitoring contracts established and enacted during the recovery of Hurricane Beryl debris removal.As a result,
managed and oversaw the debris recovery operations in the aftermath of Hurricane Beryl; 195,472 cubic yards of debris removed from
residential homes and City parks.
o Earned TCEQ recognition and award for Outstanding Cross-Connection Control Program.
o Participated in Spring Fest and STEM Career&Education Forum to share and educate on protecting the City's water resources;provided 1475
promotional items throughout the year,including color books,FOG prevention and awareness products,and protecting water products.
Commercial Plan Reviews Site Inspections Backflow Testing
Cross Env.
Pretreatment Connection FOG Investigations CSI City-owned BF Commercial BF
FY23 81 416 1253 58 398 173 2968
FY24 212 569 1352 35 1369 274 2804
FY25
(Target) 225 595 2000 30 1450 290 3100
Water Production:
0 In coordination with LJA Environmental Engineering,the City completed the EPA/TCEQ requirements for the LCRR&LCRI regarding Lead&
Copper in public drinking water systems.
o WP staff completed the TCEQ required LCR monitoring requirements for the City of Pearland MUD 1 PWS.
o Completed extensive rehabilitation projects for our Cullen,Kirby,&Country Place Water Wells.
o Completed the Construction phase of the Southeast(Bailey)&Magnolia Water Plant CIP,then awarded an Innovation Award by the TCEQ for
the treatment technique for the Southeast&Magnolia Water Plant CIP.
0 Installed surge protection at the SCR pumping station,significantly reducing costs associated with replacing components due to weather related
occurrences.
Surface Water:
0
o Gained Accreditation as an Approved Drinking Water Lab and successfully completed the Step 2 TCEQ Review to obtain approval for public
distribution of water.
0 Created SOPS for laboratory testing and sample collection.
o Staff successfully completed 8 training classes,attended one conference,and participated in several webinars to ensure and maintain the high-
quality professional standards of Pearland Water.
o All three of the staff members eligible to advance to the next license level did so within FY24.
0
Wastewater Treatment(including Lift Stations);
o Rehabilitated Cullen,Mary's Creek,and River Walk Lift Stations;completed new Mykawa Lift Station.
0 Decommission Old Orange,Shank,Old Mykawa,and Scott Lift Stations;identify Lift Stations to be decommissioned and connected to gravity
sanitary sewer system
0
o Upgraded Longwood clarifiers,grit chamber,and transfer pumps to meet TCEQ standards;repaired Barry Rose blowers for efficient oxygen
transfer;fixed John Hargrove disk filter to optimize water quality.
Distribution and Collection:
0 3,805 service requests for Investigation were completed.
o Repaired 125 water main breaks&Replaced 26 water main line valves.
0 1,575 Fire Hydrants inspected,Repaired and/or replaced 288 Fire hydrants and continued the fire hydrant maintenance program with girl scouts
of America with staff installing 48 new hydrant markers.
o Water Valve maintenance consisted of 284 workorders for valve locating,Valve exercising,Valve cleaning&valve box replacements.
0 CCTV&cleaned 132,600 linear feet of sanitary sewer lines 457 manhole inspections completed resulting in 262 repaired manholes and 5
manholes rehab for I&I.
o Over 1300 hours of training for staff
� City of Pearland I FY2025 Adopted Budget Page 207
Fiscal Year 2025 Objectives
Wastewater Treatment:
o Achieve 100%compliance with TCEQ and EPA regulations by implementing regular audits and training programs,while streamlining reporting
processes for timely and accurate submissions.
o Continue the expansion of the John Hargrove and Barry Rose Wastewater Reclamation Facilities to enhance treatment capacity.
o Conducted inspections and repairs on disk filters at John Hargrove and Reflection Bay, serviced aeration system blowers for optimal oxygen
transfer,and upgraded headworks at Southdown Wastewater Plant to enhance preliminary treatment efficiency.
o Initiate implementation of SCADA (Supervisory Control and Data Acquisition) system software, including updates to graphics and
communication networks for Regional and Sub-Regional Lift Stations,in the following order.
Water Production:
o Integrate the City's newly constructed SWTP into Water Production's existing operational strategies for supplying drinking water to its residents.
o Installation of advanced technology to provide the necessary surge protection for all WP Facilities.
o Complete inventory of all applicable assets within WP that ensure operational readiness as part of Pearland Water's Asset Resiliency initiative.
o Commission the newly upgraded Southeast/Magnolia Water Plant&begin distributing public drinking water into the City's water system.
o Complete the EPA required Unregulated Contaminant Monitoring Rule(UCMR)5 as the City's Southeast/Magnolia Water Plants&Surface
Water Treatment Plants are commissioned.
Surface Water
o Partner with Water Production to establish a career track that includes WP and SW intermobility.
o Establish the model for Asset Reliability at the SWTP with the Asset Reliability Team to implement throughout Pearland Water.
o Reduce the Kirby well pumpage by 50%and minimize the cost of water outside of the CoH Take or Pay contract to 5%over normal pay rate.
o Provide enough supply to only run Southdown and Country Place wells for emergency or maintenance needs.
Distribution and Collection:
o Identify aging water and sanitary sewer infrastructure and identify those assets for replacement and/or repair
o Continue to re-capitalize the sanitary sewer system by identifying risks and priorities to prolong the life expectancy and decrease the inflow of
storm water into the sanitary sewer system through inspections and rehabilitation of manholes and sanitary sewer collection underground
infrastructure.
o Continue the implementation of the hydrant and valve maintenance program
o Map out sewer main lines after line has been cleaned.
o Increase the repairs of utility trip hazards throughout the city.
Environmental Services:
o Coordinate with IT to evaluate Backflow and Pretreatment/FOG tracking applications to replace outdated applications of Tokay and Linko.
o Update Pretreatment/FOG Ordinance and develop Hauled Waste Ordinance;evaluate grease trap and backflow fees.
o Acquire and develop a water database management application for all Utilities.
o Develop and build sufficient backflow parts inventory for repairing city-owned backflow devices.
o Provide new outreach opportunities for public education on FOG and cross-connection prevention.
Surface Water
Purchased Water Well Sites Production
SWTP SWTP Country Southdown Total Avg
(MG) SCR(MG) (MG) Kirby(MG) Place(MG) (MG) MG MGD
FY22 0.0 613.4 0.0 741.0 408.3 169.6 FY22 0.0 0
FY23 0.0 655.2 0.0 828.0 432.8 394.7 FY23 0.0 0
FY24 0.0 734.1 0.0 755.5 344.7 354.0 FY24 0.0 0
FY25 235.9 498.2 1112.7 414.0 0.0 0.0 FY25 1348.6 3.7
� City of Pearland I FY2025 Adopted Budget Page 208
Performance Measures
FY 2022 FY 2023 FY 2024 FY 2025
Actual Actual Actual Target
Wastewater gallons treated
in billion gallons [3.737 3.379 2.752 I2.208
Cost per 1,000 Gallons ����
Treated $1. 33 $1.53 $1.61 $2.71
SW Purchased in Million F2898 ��Gallons(MG) MG 3,0 00 MG 2,825 MG 2,589 MG
GW Produced in Million F2378 MG 2,8 99 MG 2,8=MG
1,452 MG
Gallons(MG)
Dead Ends flushed 111,988 11,988 11,988 11,988
City of Pearland FY2025 Adopted Budget Page 209
Pearland Economic Development Corporation
AW Matt Buchanan
¢¢ PEDC President
!CI
Overview
The Pearland Economic Development Corporation(PEDC),established in 1995 by the voters under the Texas Development Corporation
Act of 1979, provides guidance and funding for the operations of the City's economic development program and provides business
incentives to support and promote the growth and diversification of the City's economic base.
PEDC is committed to enhancing our community's economic vitality through the attraction,retention and expansion of primary employers.
PEDC works to ensure our business climate and built environment strongly support these efforts by focusing on aesthetics, infrastructure,
quality of life, image,workforce and quality development and redevelopment of key Pearland districts and corridors.
It is important to note that the numbers in these multi-year forecasts are estimates based on various assumptions and are not
representation of fact.The picture reflected in these forecasts portray a scenario if all assumptions hold true.Therefore,the importance of
the forecasts lies not in the numbers, but in the discussion, it encourages on the policy issues and strategies that can be implemented in
the event these scenarios become reality.
Goals
• Position Pearland as the community of choice in Greater Houston,ensuring Pearland's quality of life and quality of place continue
to attract and retain diverse individuals and families.
o Pursue economic growth and diversification for the community, providing opportunities for residents to prosper and enhance
Pearand's fiscal sustainability through a holistic approach to economic development
o Attract high-wage professional employment opportunities that diversify Pearland's economic base and facilitate the expansion and
retention of existing Pearland businesses. Design and execute effective marketing strategies that ensure Pearland's place in the
region as a cornerstone of future development.
o Support key capital improvement and transportation planning efforts to ensure that key high-impact road projects are completed.
• Continue efforts to implement plans to develop the Lower Kirby Urban Center as Pearland's most intensive mixed-use employment,
residential and entertainment district. Ensure the recommendations in the Lower Kirby Urban Center Master Plan and
Implementation Strategy, including the regulatory framework and infrastructure plans, support the long-term vision of a mixed-use
employment center.
o Actively pursue redevelopment and beautification efforts for continued improvement and investment in Pearland with a special
focus on the 288 corridor, Main Street, Old Townsite and Broadway.These efforts should improve the appearance and enhance the
image of Pearland to its citizens and individuals outside the area.
• Continue implementation efforts for the Pearland Prosperity strategic plan, including holding regular meetings of the strategic plan
implementation committee.
o Implement organizational improvements that allow for consistent,quality economic development efforts able to implement
initiatives essential for the long-term economic growth of the community.
City of Pearland I FY2025 Adopted Budget Page 210
Fiscal Year 2024 Accomplishments
• Opened 38 business attraction projects and conducted 17 visits with potential primary employers. Mission Building Systems began
construction on a 120,000 square foot steel fabrication facility with 5,530 square feet in office space.
o Opened 18 business retention and expansion projects and conducted 99 visits with existing employers. Brask Neela began
construction on is 40,000 square feet manufacturing expansion plus 9,000 square feet in a additional office space,retaining 48 jobs
and creating 25 new jobs.
• Opened 8 new development/redevelopment projects and conducted 22 visits with developers. In Lower Kirby,Adkisson began
construction on a 128,250-square-foot distribution building at Beltway 8 and Hooper Road. Levey Group began construction on a
38-acre site located at the southeast corner of Beltway 8 at Almeda School Road for two class-a flex/distribution/manufacturing
buildings totaling over 600,000 square feet. Stream has begun construction on nearly 400,000 SF of tilt-wall concrete warehouse
space on a 24-acre site located at the northeast corner of North Spectrum Blvd.and Kirby Drive.
o The SH 35 Redevelopment Strategy includes the redevelopment of Catalyst No 2—Business Park North; PEDC continues to
assist with the redevelopment of the Edge Industrial Park and other properties at 1613 Main and at 1814 Main,the former Drager
now ERS CAT site. PEDC also lead the engineering design for the Industrial Drive Reconstruction project west of SH35.
o Completed the 288 Corridor Master Improvements Plan,including coordination with the City, Brazoria County and other partners to
finalize improvements in the corridor. PEDC completed the one-year warranty phase on the construction project and continues to
oversee the Pearland Management District's maintenance contracts for the corridor for landscaping,irrigation, ponds,fountains,
electrical,lighting and signage.
o Continued to work with the City and Management Districts to lead ongoing efforts in implementing Phases I&II of the Lower Kirby
Pearland Management District's(LKPMD/District)Master Drainage Plan(MDP)through engineering designs and permitting and
construction of two conveyance channels,two detention ponds,a drainage lateral, and land acquisition;coordinated the filling of
various developer sites;coordinated the engineering design for Fruge Road Reconstruction east of Kirby Drive.
o Continued implementation efforts for Pearland Prosperity,an economic development strategic plan for Pearland. PEDC completed
a mid-course update of the Pearland Prosperity plan that was adopted by Pearland City Council in February 2024.
• Hired a new navigator for the Pearland Innovation Hub and launched a new oneline platform giving small businesses and
entrepreneurs access to an on demand learning library,grant database,community board and 1:1 technical assistance. PIH
continued to further grow in person events hosting the first annual youth shark tank and establishing the Entrepreneur Insights
series. PIH was awarded 501c3 status.
• PEDC continues to provide custom workforce assistance to businesses with a focus on accessing state and federal funding and
resources as well as building talent pipelines. Close to$500,000 dollars of grant funding(Upskill grant, Skills Development Funds)
have been secured this past year for Pearland businesses to pay for employee training and upskilling(Aggreko,Third Coast,Aura
Engineering, Kwik Equipment).An Asset inventory of regional training programs has been built for businesses,listing all career
training programs at the high school,2-year and 4-year college levels in the region.A community resource network platform has
been built as a centralized one-stop hub for all community resources with close to 70 community non-profits that serve the
Peadand area currently showcased.
o assist in rolling out on-the-job training programs and apprenticeships.Work continues with colleges,schools,and career training
centers to inform curriculum and training programs based on business needs through advisory committee meetings. Businesses
are being connected to educational and non-profit partners to keep the workforce trainings relevant and current.A partnership with
Lonza, PEDC and Alvin Community College resulted in the development of a 12-week biotech training certificate to help fill the
biotech entry-level workforce pipeline.
o The WorklnPearland platform continues to grow with over 100+businesses,3800 registered users and several hires reported by
Pearland business. It hosted an in-person Job Fair at the Pearland Recreation Center on September 18th.There were 70+
companies in attendance with over 500 job seekers attending.Through the partnership with Workforce Solutions,the event was
telecast live on ABC 13's Look Who's Hiring with Nick Natario that included a pre-interview with Millar and on-site interviews with
Third Coast, Millar, City Of Pearland, Pearland ISD,Alvin ISD and Alvin Community College alongside job seekers.Continued
coordination with TxDOT, providing input into the design process and recommendations from the Broadway Corridor Development
Plan into the reconstruction of Broadway/FM 518,an$88 million TxDOT project scheduled to begin in 2026.Streetscape design
and business consulting assistance will be an important function to mitigate impacts to parking and landscaping that will be
experienced by businesses along the corridor.
o As part of the overall marketing strategy,developed and launched the Inspiration Lives Here campaign, highlighting the faces and
places that make Pearland a community where residents and businesses thrive.The campaign resulted in over 10M impressions
and 40k visits to Pearland websites.
City of Pearland I FY2025 Adopted Budget Page 211
Fiscal Year 2025 Objectivies
• Recruit new primary employers to the community.
o Continue to engage Pearland's primary employers through the BizConnect Program (Business Retention & Expansion)to identify
opportunities for business expansion and assist with local and state resources and regulatory compliance.
• Continue to market to and assist developers looking to make investments in our community.
• Communicate the availability of workforce development assistance and increase networking opportunities, including leadership
luncheons,employer surveys and visits to identify any competitive issues or assistance
o Proactively increase communications on the offerings of the Pearland Innovation Hub to the community through Pearland
Innovation Hub, PEDC and Pearland Chamber of Commerce communication channels. Evaluate new potential technology
platforms to increase interaction and technical assistance to Hub members.
• Continue to provide Pearland's employers with customized workforce assistance to develop solutions to specific workforce needs.
• Establish a formal partnership framework connecting business and education, including sectoral partnerships
• Continue to work with mixed-use developers, and private owners of sites to advance opportunities for mixed-use developments in
the eastern portion of Lower Kirby.
o Continue the implementation of the State Highway 35 Corridor Redevelopment Strategy to address infrastructure needs,
redevelopment potential, underdeveloped sites and market opportunities.
• Contribute to the City's development of an Old Town Master Plan.
• Plan infrastructure upgrades in targeted areas to enhance infrastructure and utilities in Old Town.
Performance Measures
FY 2022 FY 2023 FY 2024 �IFY 2025
Actual Actual Actual lProjected
Number of announced =11F2O715F 14
projects
Number of new projects 11 65 64 60
F
Number of visits 123 113 138 122
Revenues by Source
Projected 2025 Revenues by Source
Miscellaneous(0.06%)
Intergovernmental(0.07%)
Investment Earnings(6.7%)
IF
Sales&Use Taxes(93.1%)
City of Pearland I FY2025 Adopted Budget Page 212
Budgeted and Historical 2025 Revenues by Source
100% ■ . -
80%
60%
Intergovernmental
Miscellaneous
40% 0 Investment Earnings
� Sales&Use Taxes
20%
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Revenue Source
Sales&Use Taxes $15,078,283 $15,858,273 $15,229,066 $15,457,502 -2.5%
Investment Earnings $1,506,306 $1,262,839 $1,700,000 $1,120,175 -11.3%
Intergovernmental $12,000 $12,000 $12,000 $12,000 0%
Miscellaneous $547,825 $1,510,000 $10,000 $10,000 -99.3%
Total Revenue Source: $17,144,414 $18,643,112 $16,951,066 $16,599,677 -11%
City of Pearland I FY2025 Adopted Budget Page 213
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Capital Outlay 86.2%
Miscellaneous Services _9.4%
Salaries&Wages 3.1%
Interest Expense 10.6%
Transfers Out 10.5%
Materials&Supplies 10.04%
Building&Grounds 0.02%
Repair&Maintenance 10.02%
Other I0.01%
Budgeted and Historical Expenditures by Expense Type
$50
$40 -
$30 Other
Repair&Maintenance
o Building&Grounds
Materials&Supplies
Transfers Out
$20 Interest Expense
Salaries&Wages
Miscellaneous Services
_ Capital Outlay
$10
$0 -
��0�0 F-11P
1
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Expense Objects
Salaries&Wages $1,145,164 $1,179,649 $1,173,391 $1,336,937 13.3%
Materials&Supplies $11,451 $19,030 $19,100 $19,100 0.4%
City of Pearland I FY2025 Adopted Budget Page 214
Name FY2023 Actual FY2024 Adopted Budget FY2024 Amended Budget FY2025 Budgeted FY2024 Adopted Budget vs.
FY2025 Budgeted(%Change)
Building&Grounds $6,425 $7,800 $9,378 $7,800 0%
Repair&Maintenance $3,119 $6,721 $26,721 $6,750 0.4%
Miscellaneous Services $3,410,500 $3,279,056 $3,823,293 $4,018,016 22.5%
Other $0 $5,000 $5,000 $5,000 0%
Capital Outlay $17,197,661 $9,030,152 $14,628,119 $36,801,524 307.5%
Interest Expense $273,600 $267,700 $267,700 $261,800 -2.2%
Transfers Out $200,244 $210,257 $210,257 $220,770 5%
Total Expense Objects: $22,248,163 $14,005,365 $20,162,959 $42,677,697 204.7%
� City of Pearland I FY2025 Adopted Budget Page 215
CAPITAL IMPROVEMENTS
� City of Pearland I FY2025 Adopted Budget Page 216
Capital Improvements
Capital project funds are created to account for the acquisition or construction of major capital activities. Projects identified in the 2025-2029
CIP include funded projects and priority projects contemplated in future General Obligation Bond Packages. The projects are derived from the
City's master plans such as the Drainage Master Plan, Parks Master Plan, Multi-Modal Master Plan, Transportation Master Plan, the Facilities
Assessment Study, and the Water/Wastewater Master Plans. Funding is provided through the issuance of debt, developer fees, state and
federal funding,user fees,general fund,utility revenues,and interest income.
The city maximizes every source of funding available and is constantly looking at leveraging funding through the use of federal, state and
county dollars. Currently, the City is working on several street improvement and trail projects that have received H-GAC Transportation
Improvement Program(TIP)State and Federal funds in the amount of$6.7 million.These projects are in various phases and will be completed
over the next several years.The Five-Year CIP completes the 2007 bond referendum in 2022,due to the letting schedule of the TIP projects.
Pearland places significant importance on infrastructure improvement and rehabilitation, as evidenced by a$162 million bond referendum that
passed in May 2007 and an$80 million bond referendum that passed in May 2019,as well as a$181.3 million bond referendum in 2023.
The Five-Year CIP (2025-2029) is funded by $4.5 million in cash, $29.8 million of leveraged outside funds, $150.9 million in approved tax
supported debt,$59.7 in certificates of obligation and$231.2 million in water/sewer enterprise fund debt,
The first year of the Five-Year Capital Improvement Program is incorporated into the annual budget to appropriate funds. Capital projects for
fiscal year 2024 total $192.3M excluding transfers and bond issuance costs.Anticipated funding is expected to be$303.8M as funding will be
stretched over the total construction time of the projects.
Please note: On the following pages, the projects are listed by project type,with corresponding estimated expenses (e.g., FY25-29 Drainage
Projects). The funding spreadsheets represent the types of funding sources by year that will support the various projects (e.g., FY25-29
Drainage Projects - Funding Sources). The funding does not always match the expenses due to the length of time the project will take, in
combination with the methods of funding.
� City of Pearland I FY2025 Adopted Budget Page 217
FY25-29 Drainage Projects
Project No. Project Name Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total:
West Lea Subdivision Drainage
DR1904 7,427,406 3,500,000 10,927,406
Improvements
Hickory Slough Regional Detention
DR1905 4,624,999 1 4,625,000
Pond
DR2102 Brookland Acres Drainage 810,205 1 810,206
Improvements
Garden Road/O'Day Road Drainage
D R2103 2,126,803 1 2,126,804
Improvements
Woody Road Drainage
D R2104 272,180 272,181
Improvements
DR2301 Hickory Slough Sportsplex Detention 492,000 3,768,000 4,260,000
Pond Ph 2
DR2303 Master Drainage Plan Update 1,200,000 1,200,000
Hickory Slough Detention Storm
DR2304 110,000 822,000 932,000
Water Pump Station Generator
DR2305 Veterans Drainage Improvements 1,570,000 9,760,000 11,330,000
Longwood Park(Roadside Ditch and
DR2306 660,00 4,178,000 4,838,000
Culvert)
Southwest Quadrant of Old Town
DR2307 (McLean to SH35 South of 1,131,000 9,048,000 10,179,000
Broadway)
Shady Crest and Creek View
D R2401 1,828,000 14,550,000 16,378,000
Subdivision Drainage Improvement
Hickory Creek Subdivision Drainage
DR2402 711,000 4,730,000 5,441,000
Improvement
Garden Acres Subdivision Drainage
DR2403 561,000 3,530,000 4,091,000
Improvements
Herridge Miller/Brookland Acre
D R2407 189,000 1,310,000 1,499,000
Subdivision Drainage Improvement
DR2408 Hickory Slough Embankment Slope 50,863 638,400 689,263
Replacement
Shadow Creek Ranch—Ocean Point
DR2410 99,99 1 100,000
Ct 100 Year Overflow at Cul-De-Sac
DR2501 Pine Hollow Drainage Improvements 1,480,000 4,250,000 5,730,000
Fite Rd Drainage Improvement
DR2502 2,951,000 8,630,000 11,581,000
(Cullen to Harkey)
Harkey Road Drainage(Broadway to
D R2503 4,178,000 18,788,000 22,966,000
Mary's Creek)
Isla Dr.,N Galveston,Cheryl Dr.
DR2601 704,000 4,710,000 5,414,000
Drainage Improvements
E.Plum Drainage(Old Alvin to
DR2602 290,000 1,600,000 1,890,000
Schlieder Dr)
Hatfield Road Drainage(FM 518 to
DR2603 701,000 3,930,000 4,631,000
Hickory Slough)
Wagon Trail Road(South of Fite to
D R2701 1,436,000 1,436,000
Mary's Creek)
Fite Road Drainage(Harkey to
DR2702 1,075,000 6,130,000 7,205,000
McLean)
DR2703 Tranquility Lakes Detention Pump 670,000 4,720,000 5,390,000
Station Rehabilitation and Generator
Total: 22,664,45 65,643,40 33,363,0001 13,421,001 10,850,000 145,941,860
City of Pearland I FY2025 Adopted Budget Page 218
FY25-29 Drainage Projects - Funding Sources
Funding Source Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total
007&2019 GO Bonds 13,704,561 1 13,704,562
023 General Obligation Bonds 5,288,999 43,795,001 33,065,000 13,421,000 9,930,000 105,500,000
Certificates of Obligation 2,561,101 3,062,000 298,000 920,000 6,841,101
General Revenue-Cash 435,000 435,000
Other Funding Sources 7,150,456 11,875,74C 19,026,196
PEDC 435,OOC 435,000
Total: 28,705,117 59,602,74 33,363,00 13,421,00 10,850,00 145,941,85
� City of Pearland I FY2025 Adopted Budget Page 219
FY25-29 Facilities Projects
Project No. Project Name Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total:
FA1804 Fire Station#7-Bailey Road 30,750 2,923,250 14,490,000 17,444,000
FA1902 Orange Street Service Center Phase 2 2,823,800 1,944,050 26,170,950 30,938,800
FA2002 Fire Station 96(Formerly Fire Station#11)-
County Road 100 575,000 2,550,000 13,100,000 16,225,000
FA2103 Fire Station#2 Repairs 745,000 1 745,001
FA2104 Fire Station#3 Attic Air Conditioning 583,746 1 583,747
FA2106 Hillhouse Road Annex Phase II 27,975,000 500,000 28,475,000
FA2107 Water Operations Building(Alice St.) 5,068,999 1 5,069,000
FA2109 Knapp Activity Center Outdoor Expansion 637,736 1 637,737
FA2203 Natatorium Air-Handling Replacement 5,398,999 1 5,399,000
FA2205 Reflection Bay WRF Fuel Island 1,170,000 539,000 1,709,000
FA2301 Fiber Backbone(Magnolia from Cullen to
Business Center) 704,999 1 705,000
FA2401 West Pearland Community Center HVAC
Replacement 154,702 154,702
FA2405 Public Safety Training Complex 6,500,000 6,782,500 45,260,000 58,542,500
FA2410 Emergency Distribution Warehouse 2,178,755 1 2,173,756
FA2501 Knapp Activity Center Air Conditioning and
Building Automation System Integration 459,000 459,000
FA2502 Fiber Backbone(Cullen Parkway from
Hughes Ranch Road to McHard) 274,000 274,000
FA2505 Stella Roberts Recycling Center HVAC
Replacement 350,000 350,000
FA2601 Fiber Backbone Magnolia(Business Center
to Kirby Water Plant) 620,000 620,000
FA2701 Stella Roberts Recycling Center Roof and
Gutter Replacement 624,000 624,000
FA2802 Public Safety Building Roof Replacement 4,536,000 4,536,000
Total: 54,392,784 7,144,009 41,280,950 9,956,500 62,896,000 175,670,243
FY25-29 Facilities Projects - Funding Sources
Funding Source Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total
023 General Obligation Bonds 1,469,000 14,490,000 15,959,000
Certificates of Obligation 26,178,279 14,117,950 9,159,833 624,000 4,536,000 54,616,062
Future GO Bond Package 575,000 9,332,500 58,360,000 68,267,500
General Revenue-Cash 5,188,745 274,002 310,000 5,772,747
Other Funding Sources 4,467,001 1 4,467,002
/S Certificates of Obligation 5,976,750 2,172,564 17,011,118 25,160,432
/S Revenue Bonds 1,117,499 1 1,117,500
/S Revenue-Cash 310,000 310,000
Total 43,503,274 18,033,518 41,280,951 9,956,5001 62,896,0001 175,670,24
City of Pearland I FY2025 Adopted Budget Page 220
FY25-29 Parks Projects
Project No. Project Name Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total:
PK1904 Clear Creek Trail(Barry Rose WRF to UHCL) 1,150,000 9,065,000 10,215,000
Shadow Creek Trail Phase II(Along Clear Creek
PK2003 1,849,999 1 1,850,000
Relief Ditch&Library Trail)
PK2301 Park Equipment Recapitalization Program 453,404 1 453,405
PK2401 Centennial Park Restrooms(Fields 5&6) 586,543 1 586,544
PK2402 Hickory Slough Sportsplex Phase II 2,222,202 15,147,798 17,370,000
PK2501 Independence Park Phase II 1,915,000 14,420,000 16,335,000
PK2502 Parks Master Plan Update 300,000 300,000
PK2503 Clear Creek Trail Segment 5 1,500,000 8,633,900 10,133,900
PK2601 PER for Future Bond Referendum 100,000 150,000 250,000
Total 6,262,148 18,862,801 32,218,900, 150,000, 57,493,849
FY25-29 Parks Projects - Funding Sources
Funding Source Project Total Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total
007&2019 GO Bonds 453,405 453,404 1 453,405
023 General Obligation Bonds 16,335,000 1,915,000 14,420,000 16,335,000
Certificates of Obligation 9,122,824 750,000 750,000 7,622,824 9,122,824
General Revenue-Cash 550,000 300,000 100,000 150,OOC 550,000
HGAC-TIP 6,684,126 6,684,126 6,684,126
Other Funding Sources 5,128,494 986,54 750,001 3,391,950 5,128,494
PEDC 17,370,000 2,222,20 15,147,798 17,370,000
IRZ Reimbursable Debt 1,850,000 1,849,99 1 1,850,000
Total 57,493,841 6,262,14f 18,862,801 32,218,90 150,00 $ $ 57,493,849
� City of Pearland I FY2025 Adopted Budget Page 221
FY25-29 Streets Projects
Project No. Project Name Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total:
TR0601 Mykawa Road Widening-BW8 to FM
518 12,337,723 9,066,58C 21,404,303
TR1501 Smith Ranch Road Extension(CR 94)-
Hughes Ranch Road to Broadway 13,696,000 1 13,696,001
TR1904 Bailey Road Expansion-Veterans Dr to
Main 18,457,999 1 18,458,000
TR1905 Shadow Creek Parkway Landscaping,
Street Lighting,&Sidewalks 8,082,000 1 8,082,001
TR2001 Pearland Parkway at Broadway
Intersection Improvements 347,000 1,487,000 1,834,000
TR2101 Broadway Expansion Phase 1 (SH 288 to
Old Chocolate Bayou) 999,999 1 1,000,000
TR2103 Intersection Improvements in Shadow
Creek Ranch 9,044,999 1 9,045,000
TR2201 Traffic Signal Upgrades 2,144,999 1 2,145,000
TR2203 Median Landscaping on Kingsley&Kirby 499,999 1 500,000
TR2205 Dixie Farm Road Transition near Mary's
Creek and Cowart's Creek Bridge 615,999 1 616,000
TR2301 Pearland Parkway at Barry Rose
Intersection Improvements 260,000 1,260,00 1,520,000
TR2302 Street Reconstruction-Sherwood 7,879,999 1 7,880,000
TR2303 Hughes Road-Pearland Parkway to City
of Pearland City Limit 2,694,000 9,552,000 12,246,000
TR2304 FM 518 Corridor Study 599,999 1 600,000
TR2401 Concrete Sidewalk Gaps and
Replacement 2,200,000 4,400,000 4,400,00 4,400,000 15,400,000
Dixie Farm Road at Hastings
TR2402 Friendswood Road Intersection
Improvements 100,000 880,000 980,000
TR2404 Street Rehabilitation Program 3,000,000 1,400,000 1 4,400,000
TR2502 Broadway Expansion Phase 2-Old
Chocolate Bayou to McLean Rd. 7,000,000 7,000,000
TR2503 Miller Ranch Road-Broadway to Hughes
Ranch Rd 2,731,000 13,205,OOC 15,936,000
TR2507 Green Tee Street Reconstruction 3,103,630 22,759,954 25,863,584
TR2508 Woodcreek Subdivision Improvements 3,754,50C 30,036,000 33,790,500
TR2510 Pearland Parkway Bridge Soil Erosion
Repair(at Clear Creek) 100,000 700,000 800,000
TR2601 Barry Rose Sound Wall Replacement 1,565,000 1,565,000
PER for Future Bond Referendum-
TR2602
Streets 500,OOC 500,000
TR2701 Reid Boulevard Extension-Hughes
Ranch Road to McHard 3,741,OOC 13,830,000 17,571,000
TR2702 Parkview Street Reconstruction 525,482 3,853,538 4,379,020
TR2703 Country Place Street Reconstruction 2,413,934 17,702,186 20,116,120
TR2704 Veterans-WalnuttoMagnolia 3,823,000 16,280,OOC 20,103,000
TR2802 Sunset Meadows Street Reconstruction 706,117 5,178,191 5,884,308
TR2803 Southwyck Street Reconstruction 870,33C 6,382,421 7,252,751
Total: 82,800,71 27,244,010 15,226,580 16,997,04482,872,62E 55,426,61 280,567,588
City of Pearland I FY2025 Adopted Budget Page 222
FY25-29 Streets Projects - Funding Sources
Funding Source Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total
007&2019 GO Bonds 35,673,28 551,901 - 36,225,187
023 General Obligation Bonds 4,894,000 9,071,366 4,400,000 4,400,000 22,765,366
Certificates of Obligation 4,499,122 7,941,102 10,631,580 - 23,071,804
Future GO Bond Package 12,597,046 82,872,625 55,426,611 150,896,282
General Revenue-Cash 402,00 500,000 - 902,000
H GAC-TIP 8,567,656 8,567,656
Other Funding Sources 6,611,654 5,140,638 1,260,000 13,012,292
PEDC 407,499 7,592,501 8,000,000
IRZ Reimbursable Debt 17,204,99 17,205,001
Total: 78,260,211 30,297,51 q 16,791,58 16,997,041 82,872,621 55,426,611 280,645,588
� City of Pearland I FY2025 Adopted Budget Page 223
FY25-29 Wastewater Projects
Project No. Project Name Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total:
WW1502 Barry Rose WRF Replacement and
Expansion 229,379,999 1 229,380,000
W W 1906 Longwood Water Reclamation
Facility Decommissioning 38,072,999 1 38,073,000
WW2006 Mykawa Road Sewer Relocation-
Jasmine to S Orange Circle 377,999 1 378,000
Sanitary Sewer Rehabilitation(Old
WW2101 Town District&Barry Rose Service
Area) 4,165,000 1 4,165,001
WW2103 SCADA-Waste Water 5,350,DDO 1 5,350,001
FM 518 Wastewater Utility
WW2104 Relocations-SH288 to Old
Chocolate Bayou 250,000 6,550,OOC 6,800,000
WW2201 BellaVita Regional Lift Station
Rehabilitation 1,829,969 1 1,829,970
WW2202 Sanitary Sewer Rehabilitation-Barry
Rose Service Area(BR-03) 4,149,999 11 4,150,000
Autumn Lakes Lift Station
W W2203
Rehabilitation 1,514,999 1 1,515,000
Sunrise Lakes Lift Station
W W2204
Rehabilitation 949,999 1 950,000
W W2302 Veterans 2 Regional Lift Station
Rehabilitation 4,423,999 1 4,424,000
W W2303 Dixie Farm North Regional Lift
Station Rehabilitation 274,000 1,720,000 1,994,000
WW2401 Barry Rose Gravity Sewer-Plum
from Galveston to Barry Rose WRF 1,223,000 9,780,000. 11,003,000
W W2402 Riverstone Ranch Regional Lift
Station Capacity Expansion 300,000 3,120,000 3,420,000
WW2403 Lakes of Country Place Lift Station
Rehabilitation 222,000 610,000 832,000
WW2404 Southdown Lift Station Rehabilitation 350,000 850,000 1,200,000
Shady Crest and Creek View
WW2405 Subdivision Sanitary Sewer
Rehabilitation 334,000 4,970,000 5,304,000
WW2406 Whispering Winds Lift Station
Relocation 159,000 1,272,000 1,431,000
Wooten Road Lift Station
W W2407
Decommissioning 293,999 11 294,000
W W2408 Sanitary Sewer Rehabilitation-
Longwood Service Area(LW-03) 1,000,000 8,011,100 9,011,100
WW2501 Sanitary Sewer Rehabilitation-
Longwood Service Area(LW-04) 424,000 3,920,000 4,344,000
Green Tee IV Lift Station
W W2502
Rehabilitation 147,000 920,000 1,067,000
Sunset Meadows Lift Station
W W2503
Rehabilitation 178,000 1,412,000 1,590,000
Green Tee III Lift Station
W W2504
Rehabilitation 820,000 820,000
W W2507 Kirby North Regional Lift Station
Rehabilitation 278,000 1,740,000 2,018,000
WW2508 Waste Water Master Plan Update 625,000 625,000
W W2601 Rustic Oak Elementary School Lift
Station Rehabilitation 224,000 960,000 1,184,000
WW2602 Westlea Lift Station Rehabilitation 878,000 878,000
� City of Pearland I FY2025 Adopted Budget Page 224
WW2603 Green Tee I Lift Station 214,000 1,020,000 1,234,000
Oakbrook Estates Lift Station
W W2604
Replacement 610,000 610,000
W W2605 Tower Bridge Lift Station
Rehabilitation 230,000 620,000 850,000
WW2606 Villages of Edgewater Lift Station
Rehabilitation 152,000 950,0001 1,102,000
W W2607 Crystal Lakes West Lift Station
Rehabilitation 1,920,000 1,920,000
FY25-29 Wastewater Projects Continued
Project No. Project Name Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total:
Sunset Lakes Lift Station
W W2608
Rehabilitation 222,000 1,550,000 1,772,000
WW2609 FM 518 Utility Relocations Phase 2
(Old Chocolate Bayou to McLean) 6,800,000 6,800,000
Towne Lake Lift Station
W W2701
Rehabilitation 110,000 876,000 986,000
WW2702 Pine Hollow Lift Station Rehabilitation 152,000 1,010,000 1,162,000
W W2703 oodthrush Regional Lift Station
Rehabilitation 250,000 3,000,000 3,250,000
Clear Creek Park Lift Station
W W2704
Rehabilitation 132,000 800,000 932,000
W W2705 Country Place Lift Station
Rehabilitation 220,000 1,780,000 2,000,000
Dixie Farm South Lift Station
W W2706
Rehabilitation 178,000 1,160,000 1,338,000
WW2707 Walmart Lift Station Rehabilitation 189,000 1,084,000 1,273,000
WW2708 Hughes Ranch Road Gravity Sewer-
Cullen to Stone 1,852,000 1,852,000
WW2901 Southdown Regional Lift Station&
Force Main 100,000 2,679,0001 2,779,000
Total: 294,720,96138,730,111 19,867,000 8,183,000 9,710,00 2,679,00q 373,890,079
FY25-29 Wastewater Projects - Funding Sources
Funding Source Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total
Impact Fees-Cash 700,000 700,000
Impact Fees-Debt 37,404,132 45,247,500 27,618,500 914,500 111,184,632
Other Funding Sources 513,209 6,550,00 - 7,063,209
/S Certificates of Obligation 85,830,096 90,467,608. 46,860,500 7,641,000 9,710,000 1,764,500 242,273,704
/S Revenue Bonds 9,097,526 1 9,097,527
/S Revenue-Cash 2,403,999 2 625,000 542,0001 3,571,001
Total: 135,948,962 142,265,111 75,104,00 8,183,000 9,710,00 2,679,00 373,890,07
� City of Pearland I FY2025 Adopted Budget Page 225
FY25-29 Water Projects
Project No. Project Name Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total:
WA2103 FM 518 Utility Relocations-SH288 to
Old Chocolate Bayou 724,000 6,745,000 7,469,000
estminister Subdivision Water Line
WA2201
Replacement 1,429,999 1 1,430,000
WA2202 McLean Water Production Facility
Rehabilitation 1,884,999 1 1,885,000
WA2203 Green Tee Transite Pipe Water Line
Replacement 6,634,999 1 6,635,000
Somersetshire Estates Subdivision
WA2205
Waterline Replacement 1,531,999 1 1,532,000
WA2209 Cullen Elevated Storage Tank
Rehabilitation 843,774 1 843,775
WA2301 Liberty Water Production Facility
Rehabilitation 278,000 2,506,000 2,784,000
WA2302 Southeast(Bailey)Elevated and
Magnolia Ground Storage Tank 2,059,999 1 2,060,000
WA2304 Sherwood Waterline Replacement 400,000 1,350,000 1,750,000
WA2305 Country Place Water Well Generator
Replacement 841,999 1 842,000
WA2306 Garden Water Well Generator 656,999 1 657,000
Water Plant Chemical Containment
WA2401
Structures 94,000 1,622,000 1,716,000
WA2402 Wood Creek Transite Pipe Water Line
Replacement 500,000 5,100,000 5,600,000
WA2403 Cullen Ground Storage Tank
Replacement 4,120,000 4,120,000
WA2404 CR 100 Water Line-Harkey to Pearland
Sites 374,999 1 375,000
WA2405 Creekview and Shadycrest Transite Pipe
Water Line Replacement 550,000 5,800,000 6,350,000
WA2501 Water Master Plan Update 650,000 650,000
WA2502 Kirby Elevated and Ground Storage
Tank Rehabilitation 1,585,000 1,585,000
WA2503 Sleepy Hollow Small Waterline
Replacement 400,000 3,070,000 3,470,000
WA2505 Mykawa Road Transite Pipe and Water
Line Replacement 3,130,000 3,130,000
WA2506 Pump,VFD and Motor Condition
Assessment 300,000 300,000
Surface Water Treatment Plant-Plant
WA2507
Redundancy Improvement 3,953,750 3,953,750
WA2601 lice Elevated&Ground Storage Tank
Rehabilitation 1,216,000 1,216,000
WA2602 Lakes of Edgewater Estates Water
Quality Program 196,000 900,000 1,096,000
WA2606 Liberty Dr&John Lizer Transite Pipe
Water Line Replacement 297,000 1,980,000 2,277,000
WA2701 Towne Lakes Water Quality Program 157,000 920,000 1,077,000
WA2702 Magnolia Water Production Facility
Rehabilitation 75,000 600,000 675,000
Alexander Landing,Banbury Cross&
WA2801 Whispering Winds Transite Pipe Water
Line Replacement 1,039,500 1,039,500
WA2802 Country Place Transite Pipe Water Line
Replacement 800,000 7,900,000
City of Pearland I FY2025 Adopted Budget Page 226
FY25-29 Water Projects Continued
Project No. Project Name Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total:
WA2803 West Oaks and West Oaks Village Water
Quality Program 415,000 1,760,000 2,175,000
WA2804 Dixie Hollow Subdivision Transite Pipe
Water Line Replacement 248,000 1,733,000 1,981,000
WA2901 Park View Transite Pipe Water Line
Replacement 500,000 500,000
WA2902 Southdown Transite Pipe Water Line
Replacement 1,980,000 1,980,000
Total: 18,805,76 34,708,009 8,536,750 2,212,000 2,379,00 8,712,50 82,454,025
FY25-29 Water Projects - Funding Sources
Funding Source Historical FY2025 FY2026 FY2027 FY2028 FY2029 Total
General Revenue-Cash
Impact Fees-Cash
Impact Fees-Debt
Other Funding Sources* 1,727,274 1 1,727,275
/S Certificates of Obligation 16,583,492 33,758,008 10,516,75C 232,000 2,379,000 8,712,500 79,281,750
/S Revenue Bonds
/S Revenues-Cash 495,000 950,000 1,445,000
Total: 18,805,766 34,708,009 10,516,75C 232,000 2,379,000 8,712,50C 82,454,02
� City of Pearland I FY2025 Adopted Budget Page 227
Capital Improvements: One-year Plan
Total Capital Requested
$192, 177,644
108 Capital Improvement Projects
Total Funding Requested by Source
2007&2019 GO Bonds(0%) $551,903.00
10 2023 General Obligation Bonds(19%) $56,250,367.00
Certificates of Obligation(8%) $25,716,351.00
General Revenue-Cash(0%) $1,009,002.00
• Impact Fees-Debt(15%) $45,247,500.00
• Other Funding Sources(8%) $24,316,380.00
Other Funding Sources*(0%) $1.00
10 PEDC(8%) $23,175,299.00
TIRZ Reimbursable Debt(0%) $3.00
W/S Certificates of Obligation(42%) $126,398,180.00
W/S Revenue Bonds(01/.) $2.00
W/S Revenue-Cash(0%) $2.00
W/S Revenues-Cash(0%) $950,000.00
TOTAL $303,614,990.00
Projects approved for fiscal year 2025 and included in the five year plan identify potential operating expense impacts in the coming year.
Operating expense changes or increases are requested by the department operating the capital improvement item through the regular budget
process. Funding for staffing,operations and maintenance,and capital outlay are approved as revenue streams allow.The potential impacts of
operations and maintenance expenses are considered when developing the capital improvement plan.One-time and recurring expenses are
both outlined in the future O&M costs. Financial impacts are reflected in the multi-year plan for each fund.
� City of Pearland I FY2025 Adopted Budget Page 228
300 - PW Engineering & Capital Projects Requests
Itemized Requests for 2025
Autumn Lakes Lift Station Rehabilitation $1
This Lift Station is part of the program to rehabilitate or replace system-wide lift stations.The project will include;repairs to the wet well
with corrosion resistant coating to replace lost structural integrity,replacement of the end of life...
Bailey Road Expansion-Veterans Dr to Main $1
This project consists of widening the current two-lane roadway to a four-lane lane boulevard section to match the existing roadway cross-
section to the east and west.The project will include the addition of a new above grade crossing over the...
Barry Rose Gravity Sewer-Plum from Galveston to Barry Rose WRF $9,780,000
This project will be to replace the undersized trunk wastewater main with the size required dictated by the Wastewater Master Plan.The
project will pipe burst from the existing lines to the required size of 18"-42".The project will...
Barry Rose Sound Wall Replacement $1,565,000
Replacement of 3,700 LF of stained concrete masonry wall along Barry Rose Rd adjacent to the Pilgrims Point and Alexander Landing
Subdivision.
Barry Rose WRF Replacement and Expansion $1
In 2022,staff is conducting an evaluation of the overall placing for plan consolidation.Evaluation includes costs,review,treatment process
and new Waste Water Treatment Plant(WWTP)location. Replacement of the existing treatment plant with...
BellaVita Regional Lift Station Rehabilitation $1
This project will rehabilitate the aging regional lift station and will include installation of corrosion resistant lining, provide temporary by-pass
pumping,replace submersible pumps and guiderails,replace piping,flow meter,new electrical...
Broadway Expansion Phase 1 (SH 288 to Old Chocolate Bayou) $1
TxDOT will be widening Broadway to provide three lanes each direction,raised medians,access controls,new City standard signals and
controls,and additional turn lanes where required for traffic management purposes.Relocation of City owned...
Broadway Expansion Phase 2-Old Chocolate Bayou to McLean Rd. $7,000,000
TxDOT will be widening Broadway to provide three lanes each direction,raised medians,access controls,new City standard signals and
controls,and additional turn lanes where required for traffic management purposes.Relocation of City owned...
Brookland Acres Drainage Improvements $1
Brookland Acres subdivision is located north of Hickory Slough between Mykawa Road and Woody Rd.The project will include regrading
of the ditch as well as replacement of culverts and driveways along the right of way of Scott Ln approximately...
Centennial Park Restrooms(Fields 5&6) $1
The project will include the installation of a prefabricated turnkey restroom facility(inclusive of utilities and site preparation)located
between Fields 5&6 at Centennial Park.The facility will consist of an 8 stall restroom facility,2...
Clear Creek Trail Segment 5 $1,500,000
Approximately 19,000 linear feet of 10-ft wide recreational/utility trail along Clear Creek,from Province Village's trail end to Dixie Farm
Park.
Concrete Sidewalk Gaps and Replacement $4,400,000
The project is intended to systematically replace sections of concrete sidewalks that would benefit from complete removal and
replacement,within mature sections of the community and to analyze connectivity to adjacent subdivisions and commercial...
Country Place Water Well Generator Replacement $1
This project will replace the existing 19-year-old natural gas 500 kilowatt(kw)generator at this facility and automatic transfer switch.
Generator will be sized to provide full power redundancy and connect to SCADA.
� City of Pearland I FY2025 Adopted Budget Page 229
CR 100 Water Line-Harkey to Pearland Sites $1
Install approximately 7,900 feet of water line, including a pressure sensor,along CR 100 from Harkey to Pearland Sites Road.The timing
of this project is developer driven and the city cost is for line oversizing only,not 100%of the estimated...
Creekview and Shadycrest Transite Pipe Water Line Replacement $5,800,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 5 miles of transite water line infrastructure and replacement of sampling stations in the...
Cullen Elevated Storage Tank Rehabilitation $1
A full assessment of all Elevated Storage Tank(EST)coatings has been completed.Typical interior coating life expectancy is between 12-
15 years,exterior is 7-10 years.It is recommended to replace the interior and exterior coating systems,...
Cullen Ground Storage Tank Replacement $4,120,000
The project is replacing the existing 500,000 gallon bolted galvanized storage tank with a one million gallon prestressed concrete tank.Add
a water mixer to this structure to circulate water and eliminate thermal stratification.In addition to...
Dixie Farm North Regional Lift Station Rehabilitation $1,720,000
This project will rehabilitate the aging regional lift station and will include rehabilitation of the wet well removing the previous coating and
replacing with corrosion resistant lining,provide temporary by-pass pumping, replace submersible...
Dixie Farm Road at Hastings Friendswood Road Intersection Improvements $880,000
The project will consist of the design and construction of a traffic signal at the Dixie Farm Road and Hastings Friendswood Drive
Intersection.The project is anticipated to require realigning Hastings Friendswood Drive with Tall Oak Drive to...
Dixie Farm Road Transition near Marys Creek and Cowarrs Creek Bridge $1
The project will include shifting lane tapers further back which will start the transition at the nose of the metal beam guard rail for both
bridge locations.It will require reduction of median width,construction of new pavement to complete the...
Emergency Distribution Warehouse $1
The building involves a metal warehouse design(possibly prefabricated),with structural beam framework,access doorways,garage/bay
style doors for mobilization and distribution of large items, HVAC climate control and utilities(water/sewer,...
Fiber Backbone(Cullen Parkway from Hughes Ranch Road to McHard) $274,000
Extend and build out the fiber network to reach all city facilities including traffic signals and supports the SCADA network. Funds in 2024
will bring fiber along Cullen Parkway from Hughes Ranch Rd to McHard for approximately 4,200 LF.This fiber...
Fiber Backbone(Magnolia from Cullen to Business Center) $1
Extend and build out the fiber network to reach all city facilities including traffic signals and supports the SCADA network. Funds in 2023
will bring fiber along Magnolia from Cullen to Business Center Drive for approximately 14,000 LF.This...
Fire Station#2 Repairs $1
Project will consist of repairs to the concrete approach slabs and walkways.Remove interior plumbing fixtures to address soil movement,
repairs to plumbing fixtures,and to address air condition circulation and condensation issues in the facility.
Fire Station#3 Attic Air Conditioning $1
Provide air-conditioned system evaluation and repairs to address humidity and condensation in the air conditioning system.
Fire Station#7-Bailey Road $2,923,250
Construction of approximately 14,300 sq.ft.station to house one-4-person Engine Crew and one-2-person EMS Ambulance Crew,and 2
trainees.Station will include a generator,sleeping rooms, restrooms with showers,a kitchen dining area,a...
Fite Rd Drainage Improvement(Cullen to Harkey) $2,951,000
The project area is located between Harkey Rd on the east and Cullen Pkwy on the west.Approximately 10,500 LF drainage
improvements for Fite Road also include Drainage improvement along the west side of Manvel Rd to Mary's Creek outfall....
� City of Pearland I FY2025 Adopted Budget Page 230
FM 518 Corridor Study $1
A corridor study on FM 518 from McLean Rd to Edgewood Drive which will include a detailed evaluation of converting Walnut Dr/FM 518
from McLean Road to Barry Rose into a one-way pair.The corridor study will analyze all traffic signals and...
FM 518 Utility Relocations-SH288 to Old Chocolate Bayou $6,745,000
This project will relocate approximately 12,100 LF(2.3 miles)of 16"water main from SH 288 to Old Chocolate Bayou.This waterline is in
TxDOT right of way(ROW)of FM 518 and will need to be relocated for the roadway widening.
FM 518 Wastewater Utility Relocations-SH288 to Old Chocolate Bayou $6,550,000
This project will relocate sanitary sewer from SH 288 to Old Chocolate Bayou.The existing sewer line is in current and future TxDOT ROW
of FM 518 and will need to be relocated for the roadway widening.
Garden Acres Subdivision Drainage Improvements $3,530,000
The project area,located in the northeastern part of the city,is bound by Garden Road on the West, Hickory Creek subdivisions on the
North,Oday Rd on the East,and Broadway St on the South. Drainage improvements for the subdivision will require...
Garden Road/O'Day Road Drainage Improvements $1
Drainage ditch improvement along Garden Road and O'Day Road from Broadway Street to approximately 5,700'North.The project will
include regrading of the ditch as well as replacement of culverts and driveways within the road right of...
Garden Water Well Generator $1
Replace existing diesel gas generator with an engineered sized Cummins natural(if available)or diesel gas generator.
Green Tee III Lift Station Rehabilitation $820,000
This lift station is part of a program to rehabilitate or replace system-wide lift stations.The project will include corrosion resistant coating,
flow meter,SCADA, removal and replacement of submersible pumps,guiderails,ductile Iron discharge...
Green Tee IV Lift Station Rehabilitation $147,000
Rehabilitation of this lift station will include removal and replacement of pumps,valves,piping,and wet well with corrosion resistant
coating. Provide new electrical panel,service rack,SCADA(if needed),manual transfer switch,and 8'...
Green Tee Transite Pipe Water Line Replacement $1
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 7.33 miles of transite water line infrastructure in the Green Tee subdivision.In...
Harkey Road Drainage(Broadway to Mary's Creek) $4,178,000
The proposed project includes the improvement of the street,sidewalks and drainage of Harkey Road and will include the removal of the
existing two-lane asphalt roadway pavement,roadside ditches,and associated drainage culverts,utility...
Herridge Miller/Brookland Acre Subdivision Drainage Improvement $1,310,000
The project area,located in Herridge Miller and Brookland Acre subdivision,is bound by Hatfield Road on the West,City limit on the North,
Mykawa on the East,and McHard Road on the South. Drainage improvements for the subdivision will require...
Hickory Creek Subdivision Drainage Improvement $4,730,000
The project area,located in the northeastern part of the city,is bound by Garden Road on the West, Hickory Slough on the North,Oday Rd
on the East,and Dublin Ln on the South.Drainage improvements for the subdivision will require the...
Hickory Slough Detention Storm Water Pump Station Generator $822,000
Hickory Slough Pump Station is located at a critical detention pond that requires a natural gas permanent backup generator with automatic
transfer switch during times of power loss.
Hickory Slough Embankment Slope Replacement $638,400
Approximately 1,650 square feet of concrete cladding along the east side of the embankment to Hickory Slough at its intersection with
Garden Road,located adjacent to the bridge on Garden Road,has separated from its previous attachment to the...
� City of Pearland I FY2025 Adopted Budget Page 231
Hickory Slough Regional Detention Pond $1
Excavate and provide regional detention to an area that needs stormwater mitigation.The City and BDD4 partnered to purchase and
excavate the property to its ultimate capacity and will provide approximately 230 acre-feet of storage along the...
Hickory Slough Sportsplex Detention Pond Ph 2 $3,768,000
This project consists of the construction of the final phase of the detention pond for Hickory Slough including the final build out of the storm
water lift station and weir structure.The pond provides for an additional 95-acre feet of detention....
Hickory Slough Sportsplex Phase II $15,147,798
Proposed improvements include the addition of six lighted sports fields,a mix of turf and artificial fields,within the expanded detention
pond,a pavilion,doubling the size of the parking lot,expanding the restroom and concession facilities,...
Hillhouse Road Annex Phase II $500,000
Phase II will complement the construction of Phase II Orange Street project and centralize services with the renovation of the existing
8,073 sf building for the Traffic division,construction of an approximately 20,000 sf Fleet Building and a...
Hughes Road-Pearland Parkway to City of Pearland City Limit $9,552,000
An expansion of Hughes Road from Pearland Parkway to the City of Pearland City Limit,approximately 5,200 LF.The project is to widen
the existing 2 lane roadway to a 4-lane boulevard section to achieve the city's desired ultimate width including...
Independence Park Phase II $1,915,000
Phase II improvements to Independence Park will build off of amenities completed in Phase I.Planned amenities include the incorporation
of the adjacent detention pond as a usable park amenity lake,addition of landscaping,parking, restrooms,...
Intersection Improvements in Shadow Creek Ranch $1
This project will provide intersection improvements to help reduce vehicular congestion and improve mobility throughout the business and
residential areas of Shadow Creek Ranch. Improvements include the following:modify/add the left and right...
Kirby Elevated and Ground Storage Tank Rehabilitation $1,585,000
A full assessment of all ground storage tank(GST)and elevated storage tank(EST)coatings to assess and rank for interior/exterior
coating replacement.Typical interior coating life expectancy is between 12-15 years,exterior is 7- 10 years....
Kirby North Regional Lift Station Rehabilitation $278,000
Rehabilitation of a regional lift station including rehabilitation of the wet well removing and replacing the existing coating,provide temporary
by-pass pumping,remove and replace existing submersible pumps,adding the required third pump...
Knapp Activity Center Air Conditioning and Building Automation System Integration $459,000
This project will install the City's standard remote monitoring and control equipment on the facility's HVAC systems and provide signal
interface to send this information back to the monitoring and control system via the City's...
Knapp Activity Center Outdoor Expansion $1
Enclosure of the current 1,500 sf open-air patio area,located in the southwest portion of the existing facility.The space will contain a
textured,non-slip surface,open-style concept with 10 ft ceilings that allow multiple activity uses.The...
Lakes of Country Place Lift Station Rehabilitation $610,000
This project will rehabilitate the aging lift station that will involve the recoating of the wet well with a coat lining,flow meter,operational site
lighting,replace the piping and pumps,upgrade the electrical control panel,SCADA,and a...
Liberty Water Production Facility Rehabilitation $2,506,000
Based on the preliminary engineering report findings,priority improvements will be made at the Liberty Water Plant—Replace three(3)
existing booster pumps,add varable frequency drive(VFD), motors and rehabilitate building(s)including...
Longwood Park(Roadside Ditch and Culvert) $4,178,000
The project area is in the Longwood Park subdivision,which is bounded by Mary's Creek on the South,Clear Creek on the North,the city
limit on the East,and Longwood Drive on the west. Drainage improvements for the subdivision will require...
� City of Pearland I FY2025 Adopted Budget Page 232
Longwood Water Reclamation Facility Decommissioning $1
The project consists of the decommissioning of the Longwood Water Reclamation Facility(LWRF)and construction of a regional lift station
to transfer the 2 MGD flows(plus peak)to the expanded Barry Rose Water Reclamation Facility(BRWRF)via a...
Master Drainage Plan Update $1,200,000
Master Drainage Plan update will include the use of Atlas 14 rainfall data and 2D modeling approach consistent with Harris County Flood
Control District(HCFCD)MaapNext project to evaluate various creeks,ditches,flooding potential of...
McLean Water Production Facility Rehabilitation $1
Based on the preliminary engineering report findings,priority improvements will be made at the McLean Water Plant—Remove and
replace two(2)existing booster pumps,motors and add variable frequency drives(VFDs).Replace all plant piping...
Median Landscaping on Kingsley&Kirby $1
Landscape the medians of Kirby south of Broadway to Magnolia and Kingsley south of Broadway to Southern Trails.The landscaping will
include trees,plants,and irrigation bringing the landscaping to City standards.
Mykawa Road Sewer Relocation-Jasmine to S Orange Circle $1
Install approximately 400 feet of 15-inch gravity sewer line from 300 feet north of Jasmine to the manhole at South Orange Circle in
Mykawa Road.Includes installation of two manholes,the abandonment and fill of the existing 12-inch sanitary...
Mykawa Road Transite Pipe and Water Line Replacement $3,130,000
The City has approximately 80 miles of transit pipe wate line to be replaced over a period of years.This project will strategically replace
approximately 1.96 miles of transite pipe water line infrastructure,including sampling stations along...
NatatoriumAir-Handling Replacement $1
Replacement of two existing Dectron packaged-units with a 4-pipe hydronic system that will dehumidify,condition the air in the Natatorium,
and provide supplemental heat for the pool water.Includes decommissioning,demo/removal,installation of...
Orange Street Service Center Phase 2 $1,944,050
A new 50,000 sf Operations&Maintenance building with parking is planned,housing field Superintendents and staff for Water&Sewer,
Streets and Drainage,ROW, Engineering Inspectors, Environmental Services,and Facilities.This building...
Park Equipment Recapitalization Program $1
Recapitalization will utilize a capital replacement program that is regularly updated,to provide updates,&replacement of equipment or
facilities,such as water play features&structures,playground equipment,irrigation&dog park...
Parks Master Plan Update $300,000
This project will update the Parks Master Plan.
Pearland Parkway at Barry Rose Intersection Improvements $260,000
Continuous development in the City has resulted in changes to traffic patterns and counts.Intersections are encountering increased traffic
flows more than they were originally constructed to handle resulting in increasing congestion and...
Pearland Parkway at Broadway Intersection Improvements $1,487,000
Continuous development in the City has resulted in changes to traffic patterns and counts.Intersections are encountering increased traffic
flows more than they were originally constructed to handle resulting in increasing congestion and...
Pearland Parkway Bridge Soil Erosion Repair(at Clear Creek) $700,000
The project will consist of rehabilitating slope embankment,repairing score holes at the bottom,concrete slope pavement etc to provide
stability to the bridge pier and protect it from further erosion.
Pine Hollow Drainage Improvements $1,480,000
Pine Hollow Subdivision is on the eastern side of the City,south of FM 518.The drainage project includes the improvement of the drainage
system from Pine Tree Dr.to Mary's Creek Bypass Channel which include the installation of box...
� City of Pearland I FY2025 Adopted Budget Page 233
Pump,VFD and Motor Condition Assessment $300,000
The City of Pearland water facilities have antiquated pumps,motors,VFD's and electrical components that present challenges in meeting
federal water pressure requirements during high demand. Most of these pumps and motors were original to...
Reflection Bay WRF Fuel Island $539,000
The project will furnish and supply an additional fuel island located at the Reflection Bay WRF and will provide fueling capabilities west of
SH288. Project will include a fuel island for Diesel and Unleaded fuel,associated piping and dispensers,...
Riverstone Ranch Regional Lift Station Capacity Expansion $3,120,000
The project will increase the capacity as required by the Wastewater Master Plan.A PER will be completed to determine if pumps should
be upsized to 2.4 MGD.Also,install an odor control unit, new electrical control panel,flow meter,new...
Sanitary Sewer Rehabilitation(Old Town District&Barry Rose Service Area) $1
The project is part of a multi-year program to rehabilitate areas of failing sanitary sewer collection systems. Barry Rose and John Hargrove
collection basins contain piping and manholes that have been identified that result in significant Inflow...
Sanitary Sewer Rehabilitation-Barry Rose Service Area(BR-03) $1
Inflow and infiltration(1&1)program to rehabilitate failing sanitary collections system over thirty years of age in the following basins over a
period of years.The Barry Rose and John Hargrove Reclamation Facilities have areas within the...
Sanitary Sewer Rehabilitation-Longwood Service Area(LW-03) $8,011,100
Inflow and infiltration(1&1)program to rehabilitate failing sanitary collections system over thirty years of age in the following basins over a
period of years.The Barry Rose and John Hargrove Reclamation Facilities have areas within the...
Sanitary Sewer Rehabilitation-Longwood Service Area(LW-04) $424,000
Inflow and infiltration(1&1)program to rehabilitate failing sanitary collection system over thirty years of age in the following basins over a
period of years.The Barry Rose and John Hargrove Reclamation Facilities have areas within the...
SCADA-Waste Water $1
City's Supervisory Control and Data Acquisition (SCADA)project that will update/replace an antiquated system that was installed in the
early 2000's.The project will evaluate the existing facilities with the goal of standardizing the...
Shadow Creek Parkway Landscaping,Street Lighting,&Sidewalks $1
The project will provide enhanced landscaping, irrigation,street lighting and continuous sidewalks along the Shadow Creek Parkway
Corridor from SH288 to FM521.Project will provide safe travel to vehicular traffic and pedestrians that will travel...
Shadow Creek Ranch—Ocean Point Ct 100 Year Overflow at Cul-De-Sac $1
Several homes in the Shadow Creek Ranch Subdivision in the vicinity of Ocean Point Ct received floodwater during Hurricane Harvey.The
Ocean Point Ct.cul-de-sac worked as an extreme event sheet flow path during Hurricane Harvey based on the...
Shadow Creek Trail Phase II(Along Clear Creek Relief Ditch&Library Trail) $1
The Shadow Creek Trail Phase 11-Along Clear Creek Relief Ditch and Library Trail will consist of approximately 2,100 LF of 10'wide hike
and bike trail along the Clear Creek Relief Channel and include a pedestrian bridge over the channel....
Shady Crest and Creek View Subdivision Drainage Improvement $14,550,000
The project area,located in Creekview Subdivision and Shadycrest Subdivision,is generally bounded by FM 518(Broadway),
Longherridge Dr., Misty Ln.,Redwood Grove St.and Pearland Parkway,with Mary's Creek splitting the subdivisions into two...
Shady Crest and Creek View Subdivision Sanitary Sewer Rehabilitation $4,970,000
This subdivision was built in the mid-1960s&1970s and has been identified as an area with high infiltration and intrusion(I&1).The
project will evaluate best method to rehab or replace approximately 16,000 LF of existing pipe that...
Sherwood Waterline Replacement $1,350,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years. Replacement of 7,200 LF of transite
waterlines in conjunction with the street reconstruction located south of FM 518,west of Westminister...
� City of Pearland I FY2025 Adopted Budget Page 234
Sleepy Hollow Small Waterline Replacement $400,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years. Replacement of approximately
15,200 LF of small diameter and transite waterlines throughout the Sleepy Hollow subdivision which includes pipe...
Smith Ranch Road Extension(CR 94)-Hughes Ranch Road to Broadway $1
Expansion of Smith Ranch Road from 2-lane asphalt into divided 4-lane with raised medians,concrete curb and gutter,storm sewer,
shared use path,street lights,landscaping,and irrigation. Limits are from Hughes Ranch Road,south approximately...
Somersetshire Estates Subdivision Waterline Replacement $1
This project will include the replacement of approximately 5,450 LF of small diameter waterlines throughout the Somersetshire Estates
subdivision which includes pipe sizes of 3,4 and 6 inch.The project will also include the installation of...
Southdown Lift Station Rehabilitation $850,000
The project is part of the program to rehabilitate or replace system-wide lift stations.The project will include remove and replace wet well
coating with corrosion resistant coating,remove and replace existing submersible pumps,guiderails,flow...
Southeast(Bailey)Elevated and Magnolia Ground Storage Tank $1
A full assessment of all Elevated Storage Tank(EST)coatings to assess and rank for interior/exterior coating replacement.Typical interior
coating life expectancy is between 12-15 years,exterior is 7- 10 years.It is recommended to replace...
Southwest Quadrant of Old Town(McLean to SH35 South of Broadway) $9,048,000
The project area,located in the Old Town area,is bound by Broadway Street on the North,Walnut St on the South,McLean St on the
West,and the Railroad tracks on the East.Drainage improvements for the subdivision will require the...
Southwest Quadrant of Old Town Transite Water Line Replacement(McLean to SH35 South of Broadway) $1,400,000
The project area is bounded by Broadway St.to the north,McLean St.to the west,Walnut St.to the south,and the railroad tracks to the
east.Water line improvements within the project area will consist of replacing existing water lines,ranging...
Stella Roberts Recycling Center HVAC Replacement $350,000
Replacement of the existing heating,ventilation and air conditioning systems with two new HVAC split systems,fresh air exhaust systems
and integrate with the City's building automation system.
Street Reconstruction-Sherwood $1
Reconstruction of concrete neighborhood streets and sidewalks in Sherwood subdivision as identified in the 2019 Bond Program.The
street reconstruction projects are based on priorities derived from the Right-of-Way Assessment and resulting...
Street Rehabilitation Program $1,400,000
As identified in the City's 2024 pavement condition survey,many asphalt and concrete streets within the community are in need of
rehabilitation.This project provides for varying street reconstruction activities ranging from full depth...
Sunrise Lakes Lift Station Rehabilitation $1
This Lift Station is part of the program to rehabilitate or replace system-wide lift stations.The project will include,repairs to the wet well
with corrosion resistant coating to repair structural integrity,remove and replace submersible pumps,...
Sunset Meadows Lift Station Rehabilitation $178,000
Rehabilitate lift station with the removal and installation of a new 6'wet well with corrosion resistant lining,replace two pumps with
submersibles including guiderails and new wet well top,replace valves and discharge piping,flow meter,...
Traffic Signal Upgrades $1
The Traffic Signal update will include replacement of the existing outdated signal management system to conform to the City of Pearland
specifications.This will include the upgrade of traffic signal management equipment to 29 signal locations...
Veterans 2 Regional Lift Station Rehabilitation $1
This project will rehabilitate the aging regional lift station and will include rehabilitation of the wet well removing existing coating and
replacing,provide temporary by-pass pumping, replace four submersible pumps and guiderails,flow meter,...
� City of Pearland I FY2025 Adopted Budget Page 235
Veterans Drainage Improvements $9,760,000
The project will encompass the installation of an underground stormwater conveyance system and replace the roadside ditches.This will
connect to the stormwater system that was installed with the Walnut Road construction project to Mary's...
Water Master Plan Update $650,000
This project will be to update the Water Master Plan that was created in 2020.Although there has been some updates to the model for
specific projects,no city-wide update has been done.This project will update the city infrastructure,water...
Water Operations Building(Alice St.) $1
The need for a building that can house 25 staff members with a climate control building.It will include restrooms/showers for women and
men with a locker room area and a break room/multi-purpose training room.A natural gas backup generator will...
Water Plant Chemical Containment Structures $1,622,000
To rehabilitate the current drinking water chemical containments and enclosures to meet Texas Commission on Environmental Quality
(TCEQ)standards at eleven(12)drinking water facilities within city limits.All chemical storage,containment,and...
West Lea Subdivision Drainage Improvements $3,500,000
Located in West Lea Subdivision,bounded by Manvel Road,Bailey Road,BDD4 Ditch,and Mary's Creek. Drainage improvements will
require removal and replacement of driveway culverts,upsizing of culverts,widening and re-grading of bar...
West Pearland Community Center HVAC Replacement $1
This project will replace the existing split system HVAC units with a new Carrier 18 Seer systems which will heat and cool a total of 6500 sf.
This will include all decommissioning,removal,installation of new units,electrical bringing the life...
Westminister Subdivision Water Line Replacement $1
Replacement of approximately 8,000 LF of small diameter waterlines throughout the Westminister subdivision which includes pipe sizes of
3,4 and 6 inch.The will also include sampling stations,pressure sensor,and the placement of hydrant...
Whispering Winds Lift Station Relocation $1,272,000
Relocate and replace the aging lift station including installation of a new wet well with corrosion resistant lining,extend the gravity and
force main to a new location,replace two self-priming pumps with submersibles including guiderails and...
Wood Creek Transite Pipe Water Line Replacement $5,100,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 4.5 miles of transite water line infrastructure,replacement of the sampling station,and...
Woody Road Drainage Improvements $1
Drainage ditch improvement along Woody Road approximately 2,700 LF between Broadway Street and Orange Street.The project will
include regrading of the ditch as well as replacement of culverts and driveways within the road right of way.The...
Wooten Road Lift Station Decommissioning $1
The project is part of the program to rehabilitate or replace system-wide lift stations.The lift station was installed by private developer
without lift station easement and the maintenance responsibility was transfered to the City.The City...
Total:$192,177,644
� City of Pearland I FY2025 Adopted Budget Page 236
Capital Improvements: Multi-year Plan
Total Capital Requested
$629, 116, 107
163 Capital Improvement Projects
Total Funding Requested by Department
2025 $192,177,644.00
2026 $1S0,493,180.00
2027 $50,919,546.00
2028 $168,707,625,00
2029 $66,818,112.00
$0 $50M $100M $150M
300-PW Engineering&Capital Projects
Total Funding Requested by Source
2025 _■■ $303,614,990.00
2026 '-I $209,275,181.00
2027 .■' $48,939,546.00
2028 ' , $168,707,625.00
2029 _1 $66,818,111.00
$0 $80M $160M $240M
2007&2019 GO Bonds 0 2023 General Obligation Bonds
Certificates of Obligation 0 Future GO Bond Package
General Revenue-Cash 0 HGAC-TIP
Impact Fees-Debt 10 Other Funding Sources
Other Funding Sources* 9 PEDC
TIRZ Reimbursable Debt 18 W/S Certificates of Obligation
W/S Revenue Bonds 18 W/S Revenue-Cash
W/S Revenues-Cash
� City of Pearland I FY2025 Adopted Budget Page 237
Capital Costs Breakdown
2025 $192,455,868,00
2026 I $153,150,799.00
2027 ' $55,249,018.00
2028 ' $175,072,396.00
2029 , $74,454,690.00
$0 $50M $100M $150M
40 Capital Costs Operational Costs
Cost Savings&Revenues
There's no data for building chart
� City of Pearland I FY2025 Adopted Budget Page 238
300 - PW Engineering & Capital Projects Requests
Itemized Requests for 2025-2029
Alexander Landing,Banbury Cross&Whispering Winds Transite Pipe Water Line Replacement $1,039,500
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 5.25 miles of transite water line infrastructure and replacement of sampling stations on...
Alice Elevated&Ground Storage Tank Rehabilitation $1,216,000
A full assessment of all ground storage tank(GST)and elevated storage tank(EST)coatings to assess and rank for interior/exterior
coating replacement.Typical interior coating life expectancy is between 12-15 years,exterior is 7- 10 years....
Autumn Lakes Lift Station Rehabilitation $1
This Lift Station is part of the program to rehabilitate or replace system-wide lift stations.The project will include;repairs to the wet well
with corrosion resistant coating to replace lost structural integrity,replacement of the end of life...
Bailey Road Expansion-Veterans Dr to Main $1
This project consists of widening the current two-lane roadway to a four-lane lane boulevard section to match the existing roadway cross-
section to the east and west.The project will include the addition of a new above grade crossing over the...
Barry Rose Gravity Sewer-Plum from Galveston to Barry Rose WRF $9,780,000
This project will be to replace the undersized trunk wastewater main with the size required dictated by the Wastewater Master Plan.The
project will pipe burst from the existing lines to the required size of 18"-42".The project will...
Barry Rose Sound Wall Replacement $1,565,000
Replacement of 3,700 LF of stained concrete masonry wall along Barry Rose Rd adjacent to the Pilgrims Point and Alexander Landing
Subdivision.
Barry Rose WRF Replacement and Expansion $1
In 2022,staff is conducting an evaluation of the overall placing for plan consolidation.Evaluation includes costs,review,treatment process
and new Waste Water Treatment Plant(WWTP)location. Replacement of the existing treatment plant with...
BellaVita Regional Lift Station Rehabilitation $1
This project will rehabilitate the aging regional lift station and will include installation of corrosion resistant lining, provide temporary by-pass
pumping,replace submersible pumps and guiderails,replace piping,flow meter,new electrical...
Broadway Expansion Phase 1 (SH 288 to Old Chocolate Bayou) $1
TxDOT will be widening Broadway to provide three lanes each direction,raised medians,access controls,new City standard signals and
controls,and additional turn lanes where required for traffic management purposes.Relocation of City owned...
Broadway Expansion Phase 2-Old Chocolate Bayou to McLean Rd. $7,000,000
TxDOT will be widening Broadway to provide three lanes each direction,raised medians,access controls,new City standard signals and
controls,and additional turn lanes where required for traffic management purposes.Relocation of City owned...
Brookland Acres Drainage Improvements $1
Brookland Acres subdivision is located north of Hickory Slough between Mykawa Road and Woody Rd.The project will include regrading
of the ditch as well as replacement of culverts and driveways along the right of way of Scott Ln approximately...
Centennial Park Restrooms(Fields 5&6) $1
The project will include the installation of a prefabricated turnkey restroom facility(inclusive of utilities and site preparation)located
between Fields 5&6 at Centennial Park.The facility will consist of an 8 stall restroom facility,2...
Clear Creek Park Lift Station Rehabilitation $932,000
The project will rehabilitate the aging lift station and will include the replacement of pumps,valves, piping,flow meter,SCADA,and
rehabilitate the wet well with corrosion resistant lining system. Provide new City standard electrical panel,...
� City of Pearland I FY2025 Adopted Budget Page 239
Clear Creek Trail(Barry Rose WRF to UHCL) $9,065,000
When complete,the Clear Creek Trail will span more than 21 miles across 3 counties and two cities providing a signature recreational
amenity to Pearland's Park and Trail system.The project will consist of the installation of 10,000 linear...
Clear Creek Trail Segment 5 $10,133,900
Approximately 19,000 linear feet of 10-ft wide recreational/utility trail along Clear Creek,from Province Village's trail end to Dixie Farm
Park.
Concrete Sidewalk Gaps and Replacement $13,200,000
The project is intended to systematically replace sections of concrete sidewalks that would benefit from complete removal and
replacement,within mature sections of the community and to analyze connectivity to adjacent subdivisions and commercial...
Country Place Lift Station Rehabilitation $2,000,000
The project will rehabilitate the aging lift station.The project will include the removal and replacement of the wet well corrosion resistant
lining, pumps,valves,and piping.Provide new City standard electrical panel,service rack,flow meter,...
Country Place Street Reconstruction $20,116,120
The scope of this project includes the provision of removal and replacement of approximatley 14,700 LF of concrete streets and sidewalks
on N. Peach Hollow,S.Peach Hollow, E.Peach Hollow,and W. Peach Hollow.
Country Place Transite Pipe Water Line Replacement $800,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 7.5 miles of transite water line infrastructure in the Country Place subdivision. In...
Country Place Water Well Generator Replacement $1
This project will replace the existing 19-year-old natural gas 500 kilowatt(kw)generator at this facility and automatic transfer switch.
Generator will be sized to provide full power redundancy and connect to SCADA.
CR 100 Water Line-Harkey to Pearland Sites $1
Install approximately 7,900 feet of water line, including a pressure sensor,along CR 100 from Harkey to Pearland Sites Road.The timing
of this project is developer driven and the city cost is for line oversizing only,not 100%of the estimated...
Creekview and Shadycrest Transite Pipe Water Line Replacement $5,800,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 5 miles of transite water line infrastructure and replacement of sampling stations in the...
Crystal Lakes West Lift Station Rehabilitation $1,920,000
This project will rehabilitate the wet well by removing and replacement of corrosion resistant coating,flow meter,piping,valves,pumps,
electrical control panel,service rack,SCADA,and add a manual transfer switch for portable generator....
Cullen Elevated Storage Tank Rehabilitation $1
A full assessment of all Elevated Storage Tank(EST)coatings has been completed.Typical interior coating life expectancy is between 12-
15 years,exterior is 7-10 years.It is recommended to replace the interior and exterior coating systems,...
Cullen Ground Storage Tank Replacement $4,120,000
The project is replacing the existing 500,000 gallon bolted galvanized storage tank with a one million gallon prestressed concrete tank.Add
a water mixer to this structure to circulate water and eliminate thermal stratification.In addition to...
Dixie Farm North Regional Lift Station Rehabilitation $1,720,000
This project will rehabilitate the aging regional lift station and will include rehabilitation of the wet well removing the previous coating and
replacing with corrosion resistant lining,provide temporary by-pass pumping, replace submersible...
Dixie Farm Road at Hastings Friendswood Road Intersection Improvements $880,000
The project will consist of the design and construction of a traffic signal at the Dixie Farm Road and Hastings Friendswood Drive
Intersection.The project is anticipated to require realigning Hastings Friendswood Drive with Tall Oak Drive to...
� City of Pearland I FY2025 Adopted Budget Page 240
Dixie Farm Road Transition near Marys Creek and Cowart's Creek Bridge $1
The project will include shifting lane tapers further back which will start the transition at the nose of the metal beam guard rail for both
bridge locations.It will require reduction of median width,construction of new pavement to complete the...
Dixie Farm South Lift Station Rehabilitation $1,338,000
This project will rehabilitate the aging lift station and will include removal of the existing wet well and replace with an 8 foot wet well with
corrosion resistant lining, replace two self-priming pumps with submersibles including guiderails and...
Dixie Hollow Subdivision Transite Pipe Water Line Replacement $1,981,000
The City has approximately 82 miles of failing transite pipe water lines to be replaced over a period of years.This project will strategically
replace approximately 1.25 miles of transite water line infrastructure and the installation of a...
E.Plum Drainage(Old Alvin to Schlieder Dr) $1,890,000
---------------------
The project area is located between Old Alvin Rd and Schlieder Dr.along E Plum Street.Approximately 2000 LF drainage improvements
for the project limits will require the removal/replacement of driveways,driveway culverts,storm system,inlets,...
Emergency Distribution Warehouse $1
The building involves a metal warehouse design(possibly prefabricated),with structural beam framework,access doorways,garage/bay
style doors for mobilization and distribution of large items, HVAC climate control and utilities(water/sewer,...
Fiber Backbone(Cullen Parkway from Hughes Ranch Road to McHard) $274,000
Extend and build out the fiber network to reach all city facilities including traffic signals and supports the SCADA network. Funds in 2024
will bring fiber along Cullen Parkway from Hughes Ranch Rd to McHard for approximately 4,200 LF.This fiber...
Fiber Backbone(Magnolia from Cullen to Business Center) $1
Extend and build out the fiber network to reach all city facilities including traffic signals and supports the SCADA network. Funds in 2023
will bring fiber along Magnolia from Cullen to Business Center Drive for approximately 14,000 LF.This...
Fiber Backbone Magnolia(Business Center to IGrby Water Plant) $620,000
Extend and build out the fiber network to reach all city facilities including buildings,parks,lift station,traffic signal,and water facilities and
supports the SCADA network.Funds in 2026 will bring fiber along Magnolia from Business Center...
Fire Station#2 Repairs $1
Project will consist of repairs to the concrete approach slabs and walkways.Remove interior plumbing fixtures to address soil movement,
repairs to plumbing fixtures,and to address air condition circulation and condensation issues in the facility.
Fire Station#3 Attic Air Conditioning $1
Provide air-conditioned system evaluation and repairs to address humidity and condensation in the air conditioning system.
Fire Station#6(Formerly Fire Station#11)-County Road 100 $15,650,000
Construction of approximately 14,300 sq.ft.station to house one-4-person Engine Crew and one-2-person EMS Ambulance Crew,and 2
trainees.Station will include a generator,sleeping rooms, restrooms with showers,and a kitchen dining area,a...
Fire Station#7-Bailey Road $17,413,250
Construction of approximately 14,300 sq.ft.station to house one-4-person Engine Crew and one-2-person EMS Ambulance Crew,and 2
trainees.Station will include a generator,sleeping rooms, restrooms with showers,a kitchen dining area,a...
Fite Rd Drainage Improvement(Cullen to Harkey) $11,581,000
The project area is located between Harkey Rd on the east and Cullen Pkwy on the west.Approximately 10,500 LF drainage
improvements for Fite Road also include Drainage improvement along the west side of Manvel Rd to Mary's Creek outfall....
Fite Road Drainage(Harkey to McLean) $7,205,000
The project area is located between Harkey Rd and McLean St.along Fite Road.Approximately 5300 LF drainage improvements for Fite
Road will require the removal/replacement of driveways,driveway culverts,and regrading of the roadside ditches to...
� City of Pearland I FY2025 Adopted Budget Page 241
FM 518 Corridor Study $1
A corridor study on FM 518 from McLean Rd to Edgewood Drive which will include a detailed evaluation of converting Walnut Dr/FM 518
from McLean Road to Barry Rose into a one-way pair.The corridor study will analyze all traffic signals and...
FM 518 Utility Relocations-SH288 to Old Chocolate Bayou $6,745,000
This project will relocate approximately 12,100 LF(2.3 miles)of 16"water main from SH 288 to Old Chocolate Bayou.This waterline is in
TxDOT right of way(ROW)of FM 518 and will need to be relocated for the roadway widening.
FM 518 Utility Relocations Phase 2(Old Chocolate Bayou to McLean) $6,800,000
This project will relocate sanitary sewer from SH 288 to Old Chocolate Bayou.The existing sewer line is in current and future TxDOT ROW
of FM 518 and will need to be relocated for the roadway widening.
FM 518 Wastewater Utility Relocations-SH288 to Old Chocolate Bayou $6,550,000
This project will relocate sanitary sewer from SH 288 to Old Chocolate Bayou.The existing sewer line is in current and future TxDOT ROW
of FM 518 and will need to be relocated for the roadway widening.
Garden Acres Subdivision Drainage Improvements $3,530,000
The project area,located in the northeastern part of the city,is bound by Garden Road on the West, Hickory Creek subdivisions on the
North,Oday Rd on the East,and Broadway St on the South. Drainage improvements for the subdivision will require...
Garden Road/O'Day Road Drainage Improvements $1
Drainage ditch improvement along Garden Road and O'Day Road from Broadway Street to approximately 5,700'North.The project will
include regrading of the ditch as well as replacement of culverts and driveways within the road right of...
Garden Water Well Generator $1
Replace existing diesel gas generator with an engineered sized Cummins natural(if available)or diesel gas generator.
Green Tee I Lift Station $1,234,000
The project is part of the program to rehabilitate or replace system-wide lift stations.The project will consist of evaluating the service area
at this lift station to determine relocation,abandonment or a combination to move from the resident...
Green Tee III Lift Station Rehabilitation $820,000
This lift station is part of a program to rehabilitate or replace system-wide lift stations.The project will include corrosion resistant coating,
flow meter,SCADA, removal and replacement of submersible pumps,guiderails,ductile Iron discharge...
Green Tee IV Lift Station Rehabilitation $1,067,000
Rehabilitation of this lift station will include removal and replacement of pumps,valves,piping,and wet well with corrosion resistant
coating. Provide new electrical panel,service rack,SCADA(if needed),manual transfer switch,and 8'...
Green Tee Street Reconstruction $25,863,584
The scope of this project includes the provision of removal and replacement of approximately 18,900 LF of concrete streets,sidewalks,
and storm sewer upgrades within the neighborhood.
Green Tee Transite Pipe Water Line Replacement $1
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 7.33 miles of transite water line infrastructure in the Green Tee subdivision.In...
Harkey Road Drainage(Broadway to Mary's Creek) $22,966,000
The proposed project includes the improvement of the street,sidewalks and drainage of Harkey Road and will include the removal of the
existing two-lane asphalt roadway pavement,roadside ditches,and associated drainage culverts,utility...
Hatfield Road Drainage(FM 518 to Hickory Slough) $4,631,000
The project area is located between FM 518 and Hickory Slough along Hatfield Road.Approximately 6,600 LF drainage improvements for
Hatfield Rd.will require the removal/replacement of driveways,driveway culverts,Storm system,inlets,utility...
� City of Pearland I FY2025 Adopted Budget Page 242
Herridge Miller/Brookland Acre Subdivision Drainage Improvement $1,310,000
The project area,located in Herridge Miller and Brookland Acre subdivision,is bound by Hatfield Road on the West,City limit on the North,
Mykawa on the East,and McHard Road on the South. Drainage improvements for the subdivision will require...
Hickory Creek Subdivision Drainage Improvement $4,730,000
The project area,located in the northeastern part of the city,is bound by Garden Road on the West, Hickory Slough on the North,Oday Rd
on the East,and Dublin Ln on the South.Drainage improvements for the subdivision will require the...
Hickory Slough Detention Storm Water Pump Station Generator $822,000
Hickory Slough Pump Station is located at a critical detention pond that requires a natural gas permanent backup generator with automatic
transfer switch during times of power loss.
Hickory Slough Embankment Slope Replacement $638,400
Approximately 1,650 square feet of concrete cladding along the east side of the embankment to Hickory Slough at its intersection with
Garden Road,located adjacent to the bridge on Garden Road,has separated from its previous attachment to the...
Hickory Slough Regional Detention Pond $1
Excavate and provide regional detention to an area that needs stormwater mitigation.The City and BDD4 partnered to purchase and
excavate the property to its ultimate capacity and will provide approximately 230 acre-feet of storage along the...
Hickory Slough Sportsplex Detention Pond Ph 2 $3,768,000
This project consists of the construction of the final phase of the detention pond for Hickory Slough including the final build out of the storm
water lift station and weir structure.The pond provides for an additional 95-acre feet of detention....
Hickory Slough Sportsplex Phase II $15,147,798
Proposed improvements include the addition of six lighted sports fields,a mix of turf and artificial fields,within the expanded detention
pond,a pavilion,doubling the size of the parking lot,expanding the restroom and concession facilities,...
Hillhouse Road Annex Phase II $500,000
Phase II will complement the construction of Phase II Orange Street project and centralize services with the renovation of the existing
8,073 sf building for the Traffic division,construction of an approximately 20,000 sf Fleet Building and a...
Hughes Ranch Road Gravity Sewer-Cullen to Stone $1,852,000
This project will include the installation of sanitary sewer along Hughes Ranch Road between Cullen and Stone.Included within this project
is the installation of sanitary sewer along Hawk Meadows and Lee Rd.Currently there are no sanitary sewer...
Hughes Road-Pearland Parkway to City of Pearland City Limit $9,552,000
An expansion of Hughes Road from Pearland Parkway to the City of Pearland City Limit,approximately 5,200 LF.The project is to widen
the existing 2 lane roadway to a 4-lane boulevard section to achieve the city's desired ultimate width including...
Independence Park Phase II $16,335,000
Phase II improvements to Independence Park will build off of amenities completed in Phase I.Planned amenities include the incorporation
of the adjacent detention pond as a usable park amenity lake,addition of landscaping,parking, restrooms,...
Intersection Improvements in Shadow Creek Ranch $1
This project will provide intersection improvements to help reduce vehicular congestion and improve mobility throughout the business and
residential areas of Shadow Creek Ranch. Improvements include the following:modify/add the left and right...
Isla Dr.,N Galveston,Cheryl Dr.Drainage Improvements $5,414,000
The proposed project includes the improvement of the street,sidewalks and drainage along Isla Dr.,N Galveston St.,and Cheryl Dr.These
roadways are located between Orange Street and Old Town Ditch.The project will include the removal of the...
Kirby Elevated and Ground Storage Tank Rehabilitation $1,585,000
A full assessment of all ground storage tank(GST)and elevated storage tank(EST)coatings to assess and rank for interior/exterior
coating replacement.Typical interior coating life expectancy is between 12-15 years,exterior is 7- 10 years....
� City of Pearland I FY2025 Adopted Budget Page 243
Kirby North Regional Lift Station Rehabilitation $2,018,000
Rehabilitation of a regional lift station including rehabilitation of the wet well removing and replacing the existing coating,provide temporary
by-pass pumping,remove and replace existing submersible pumps,adding the required third pump...
Knapp Activity Center Air Conditioning and Building Automation System Integration $459,000
This project will install the City's standard remote monitoring and control equipment on the facility's HVAC systems and provide signal
interface to send this information back to the monitoring and control system via the City's...
Knapp Activity Center Outdoor Expansion $1
Enclosure of the current 1,500 sf open-air patio area,located in the southwest portion of the existing facility.The space will contain a
textured,non-slip surface,open-style concept with 10 ft ceilings that allow multiple activity uses.The...
Lakes of Country Place Lift Station Rehabilitation $610,000
This project will rehabilitate the aging lift station that will involve the recoating of the wet well with a coat lining,flow meter,operational site
lighting,replace the piping and pumps,upgrade the electrical control panel,SCADA,and a...
Lakes of Edgewater Estates Water Quality Program $1,096,000
The proposed project will address water quality issues related to the age of the water in the system.As part of the City's mulit-year water
distribution system improvement program this project will improve the circulation of water within...
Liberty Dr&John Lizer Transits Pipe Water Line Replacement $2,277,000
The City has approximately 80 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 1.5 miles of transite water line infrastructure and replacement of sampling stations in...
Liberty Water Production Facility Rehabilitation $2,506,000
Based on the preliminary engineering report findings,priority improvements will be made at the Liberty Water Plant—Replace three(3)
existing booster pumps,add varable frequency drive(VFD), motors and rehabilitate building(s)including...
Longwood Park(Roadside Ditch and Culvert) $4,178,000
The project area is in the Longwood Park subdivision,which is bounded by Mary's Creek on the South,Clear Creek on the North,the city
limit on the East,and Longwood Drive on the west. Drainage improvements for the subdivision will require...
Longwood Water Reclamation Facility Decommissioning $1
The project consists of the decommissioning of the Longwood Water Reclamation Facility(LWRF)and construction of a regional lift station
to transfer the 2 MGD flows(plus peak)to the expanded Barry Rose Water Reclamation Facility(BRWRF)via a...
Magnolia Water Production Facility Rehabilitation $675,000
Based on the preliminary engineering report findings,priority improvements will be made at the Magnolia Water Plant—Rehabilitate
booster pump building including environmental control,pave the existing driveway,fence,and landscaping...
Master Drainage Plan Update $1,200,000
Master Drainage Plan update will include the use of Atlas 14 rainfall data and 2D modeling approach consistent with Harris County Flood
Control District(HCFCD)MaapNext project to evaluate various creeks,ditches,flooding potential of...
McLean Water Production Facility Rehabilitation $1
Based on the preliminary engineering report findings,priority improvements will be made at the McLean Water Plant—Remove and
replace two(2)existing booster pumps,motors and add variable frequency drives(VFDs).Replace all plant piping...
Median Landscaping on IGngsley&Kirby $1
Landscape the medians of Kirby south of Broadway to Magnolia and Kingsley south of Broadway to Southern Trails.The landscaping will
include trees,plants,and irrigation bringing the landscaping to City standards.
Miller Ranch Road-Broadway to Hughes Ranch Rd $15,936,000
Construct approximately one mile of 4-lane undivided concrete curb and gutter,shared use path, underground drainage, utility
adjustments,street lighting,and traffic signal modification. Detention will be provided on city owned property next to...
� City of Pearland I FY2025 Adopted Budget Page 244
Mykawa Road Sewer Relocation-Jasmine to S Orange Circle $1
Install approximately 400 feet of 15-inch gravity sewer line from 300 feet north of Jasmine to the manhole at South Orange Circle in
Mykawa Road.Includes installation of two manholes,the abandonment and fill of the existing 12-inch sanitary...
Mykawa Road Transite Pipe and Water Line Replacement $3,130,000
The City has approximately 80 miles of transit pipe wate line to be replaced over a period of years.This project will strategically replace
approximately 1.96 miles of transite pipe water line infrastructure,including sampling stations along...
Mykawa Road Widening-BW8 to FM 518 $9,066,580
Construct approximately 3 miles of 4-lane concrete curb and gutter divided boulevard section roadway, including storm sewers,outfalls
and detention,traffic signals,street lights,and related items,landscape and irrigation,and a 10'shared...
Natatorium Air-Handling Replacement $1
Replacement of two existing Dectron packaged-units with a 4-pipe hydronic system that will dehumidify,condition the air in the Natatorium,
and provide supplemental heat for the pool water.Includes decommissioning,demo/removal,installation of...
Oakbrook Estates Lift Station Replacement $610,000
This project will replace the aging lift station that will include the coating of a wet well with corrosion resistant lining,replace the piping and
pumps,temporary by-pass pumping,upgrade the electrical control panel,flow meter,SCADA,service...
Orange Street Service Center Phase 2 $28,115,000
A new 50,000 sf Operations&Maintenance building with parking is planned,housing field Superintendents and staff for Water&Sewer,
Streets and Drainage,ROW, Engineering Inspectors, Environmental Services,and Facilities.This building...
Park Equipment Recapitalization Program $1
Recapitalization will utilize a capital replacement program that is regularly updated,to provide updates,&replacement of equipment or
facilities,such as water play features&structures,playground equipment,irrigation&dog park...
Park View Transite Pipe Water Line Replacement $500,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 4.25 miles of transite water line infrastructure in the Park View subdivision and Liberty...
Parks Master Plan Update $300,000
This project will update the Parks Master Plan.
Parkview Street Reconstruction $4,379,020
The scope of this project includes the provision of removal and replacement of approximately 3,200 LF of concrete Streets and sidewalks
on Colleen Dr.,Misty Rd.,and Parkview.
Pearland Parkway at Barry Rose Intersection Improvements $1,520,000
Continuous development in the City has resulted in changes to traffic patterns and counts.Intersections are encountering increased traffic
flows more than they were originally constructed to handle resulting in increasing congestion and...
Pearland Parkway at Broadway Intersection Improvements $1,487,000
Continuous development in the City has resulted in changes to traffic patterns and counts.Intersections are encountering increased traffic
flows more than they were originally constructed to handle resulting in increasing congestion and...
Pearland Parkway Bridge Soil Erosion Repair(at Clear Creek) $700,000
The project will consist of rehabilitating slope embankment,repairing score holes at the bottom,concrete slope pavement etc to provide
stability to the bridge pier and protect it from further erosion.
PER for Future Bond Referendum $250,000
Provide funding for preliminary engineering on 5-7 future projects to be identified that would be funded within the City's next bond
referendum. Preliminary engineering would tighten down scopes and provide for estimated construction dollars...
� City of Pearland I FY2025 Adopted Budget Page 245
PER for Future Bond Referendum-Streets $500,000
Provide funding for preliminary engineering on 8-12 future projects to be identified that would be funded with the City's next bond
referendum. Preliminary engineering would develop detailed scopes and provide for estimated construction...
Pine Hollow Drainage Improvements $5,730,000
Pine Hollow Subdivision is on the eastern side of the City,south of FM 518.The drainage project includes the improvement of the drainage
system from Pine Tree Dr.to Mary's Creek Bypass Channel which include the installation of box...
Pine Hollow Lift Station Rehabilitation $1,162,000
This lift station project will include removal and replacement wet well coating with corrosion resistant coating,submersible pumps,
guiderails,new wet well top,replace valves,flow meter,SCADA(if needed),discharge piping, electrical control...
Public Safety Building Roof Replacement $4,536,000
This project will replace the existing thermoplastic-olefin roof on the building with a new like material.The work will include installation with
mechanical fasteners on spacings to meet current City standard for windstorm uplift requirements,...
Public Safety Training Complex $52,042,500
This project is comprised of three primary elements,which are defined as the Training Building and Emergency Vehicle Operations Course
(EVOC)located on Freedom Drive and the Outdoor Firing Range located on Bahler Ave.The Training Building...
Pump,VFD and Motor Condition Assessment $300,000
The City of Pearland water facilities have antiquated pumps,motors,VFD's and electrical components that present challenges in meeting
federal water pressure requirements during high demand. Most of these pumps and motors were original to...
Reflection Bay WRF Fuel Island $539,000
The project will furnish and supply an additional fuel island located at the Reflection Bay WRF and will provide fueling capabilities west of
SH288. Project will include a fuel island for Diesel and Unleaded fuel,associated piping and dispensers,...
Reid Boulevard Extension-Hughes Ranch Road to McHard $17,571,000
The project consists of the extension of Reid Boulevard from the end of the current project at Hughes Ranch Road to the intersection with
the new McHard Road.The extension will match the 4-lane boulevard cross-section of Reid Blvd.south of...
Riverstone Ranch Regional Lift Station Capacity Expansion $3,120,000
The project will increase the capacity as required by the Wastewater Master Plan.A PER will be completed to determine if pumps should
be upsized to 2.4 MGD.Also,install an odor control unit, new electrical control panel,flow meter,new...
Rustic Oak Elementary School Lift Station Rehabilitation $1,184,000
Replace lift station including installation of a new wet well with corrosion resistant coating,remove and replace two submersible pumps,
including guiderails,new wet well top, replace valves,flow meter,SCADA,operational lighting,discharge...
Sanitary Sewer Rehabilitation(Old Town District&Barry Rose Service Area) $1
The project is part of a multi-year program to rehabilitate areas of failing sanitary sewer collection systems. Barry Rose and John Hargrove
collection basins contain piping and manholes that have been identified that result in significant Inflow...
Sanitary Sewer Rehabilitation-Barry Rose Service Area(BR-03) $1
Inflow and infiltration(I&I)program to rehabilitate failing sanitary collections system over thirty years of age in the following basins over a
period of years.The Barry Rose and John Hargrove Reclamation Facilities have areas within the...
Sanitary Sewer Rehabilitation-Longwood Service Area(LW-03) $8,011,100
Inflow and infiltration(I&I)program to rehabilitate failing sanitary collections system over thirty years of age in the following basins over a
period of years.The Barry Rose and John Hargrove Reclamation Facilities have areas within the...
Sanitary Sewer Rehabilitation-Longwood Service Area(LW-04) $4,344,000
Inflow and infiltration(I&I)program to rehabilitate failing sanitary collection system over thirty years of age in the following basins over a
period of years.The Barry Rose and John Hargrove Reclamation Facilities have areas within the...
� City of Pearland I FY2025 Adopted Budget Page 246
SCADA-Waste Water $1
City's Supervisory Control and Data Acquisition (SCADA)project that will update/replace an antiquated system that was installed in the
early 2000's.The project will evaluate the existing facilities with the goal of standardizing the...
Shadow Creek Parkway Landscaping,Street Lighting,&Sidewalks $1
The project will provide enhanced landscaping, irrigation,street lighting and continuous sidewalks along the Shadow Creek Parkway
Corridor from SH288 to FM521.Project will provide safe travel to vehicular traffic and pedestrians that will travel...
Shadow Creek Ranch—Ocean Point Ct 100 Year Overflow at Cul-De-Sac $1
Several homes in the Shadow Creek Ranch Subdivision in the vicinity of Ocean Point Ct received floodwater during Hurricane Harvey.The
Ocean Point Ct.cul-de-sac worked as an extreme event sheet flow path during Hurricane Harvey based on the...
Shadow Creek Trail Phase II(Along Clear Creek Relief Ditch&Library Trail) $1
The Shadow Creek Trail Phase II-Along Clear Creek Relief Ditch and Library Trail will consist of approximately 2,100 LF of 10'wide hike
and bike trail along the Clear Creek Relief Channel and include a pedestrian bridge over the channel....
Shady Crest and Creek View Subdivision Drainage Improvement $14,550,000
The project area,located in Creekview Subdivision and Shadycrest Subdivision,is generally bounded by FM 518(Broadway),
Longherridge Dr., Misty Ln.,Redwood Grove St.and Pearland Parkway,with Mary's Creek splitting the subdivisions into two...
Shady Crest and Creek View Subdivision Sanitary Sewer Rehabilitation $4,970,000
This subdivision was built in the mid-1960s&1970s and has been identified as an area with high infiltration and intrusion(I&1).The
project will evaluate best method to rehab or replace approximately 16,000 LF of existing pipe that...
Sherwood Waterline Replacement $1,350,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years. Replacement of 7,200 LF of transite
waterlines in conjunction with the street reconstruction located south of FM 518,west of Westminister...
Sleepy Hollow Small Waterline Replacement $3,470,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years. Replacement of approximately
15,200 LF of small diameter and transite waterlines throughout the Sleepy Hollow subdivision which includes pipe...
Smith Ranch Road Extension(CR 94)-Hughes Ranch Road to Broadway $1
Expansion of Smith Ranch Road from 2-lane asphalt into divided 4-lane with raised medians,concrete curb and gutter,storm sewer,
shared use path,street lights,landscaping,and irrigation. Limits are from Hughes Ranch Road,south approximately...
Somersetshire Estates Subdivision Waterline Replacement $1
This project will include the replacement of approximately 5,450 LF of small diameter waterlines throughout the Somersetshire Estates
subdivision which includes pipe sizes of 3,4 and 6 inch.The project will also include the installation of...
Southdown Lift Station Rehabilitation $850,000
The project is part of the program to rehabilitate or replace system-wide lift stations.The project will include remove and replace wet well
coating with corrosion resistant coating,remove and replace existing submersible pumps,guiderails,flow...
Southdown Regional Lift Station&Force Main $2,679,000
Construct regional lift station and force main to serve the Southdown service area.The construction of the force main,wet well,flow meter,
and pumps will be sized to pump to the Reflection Bay Water Reclamation Facility(WRF).Construction...
Southdown Transite Pipe Water Line Replacement $1,980,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 10 miles of transite water line infrastructure and replacement of sampling stations in...
Southeast(Bailey)Elevated and Magnolia Ground Storage Tank $1
A full assessment of all Elevated Storage Tank(EST)coatings to assess and rank for interior/exterior coating replacement.Typical interior
coating life expectancy is between 12-15 years,exterior is 7- 10 years.It is recommended to replace...
� City of Pearland I FY2025 Adopted Budget Page 247
Southwest Quadrant of Old Town(McLean to SH35 South of Broadway) $9,048,000
The project area,located in the Old Town area,is bound by Broadway Street on the North,Walnut St on the South,McLean St on the
West,and the Railroad tracks on the East.Drainage improvements for the subdivision will require the...
Southwest Quadrant of Old Town Transite Water Line Replacement(McLean to SH35 South of Broadway) $1,400,000
The project area is bounded by Broadway St.to the north,McLean St.to the west,Walnut St.to the south,and the railroad tracks to the
east.Water line improvements within the project area will consist of replacing existing water lines,ranging...
Southwyck Street Reconstruction $7,252,751
The scope of this project includes the provision of removal and replacement of approximately 5,300 IF of concrete streets and sidewalks on
Abby Field,Kimball, Linden PI., Russett PI.N.,and Russett PI.S.
Stella Roberts Recycling Center HVAC Replacement $350,000
------------
Replacement of the existing heating,ventilation and air conditioning systems with two new HVAC split systems,fresh air exhaust systems
and integrate with the City's building automation system.
Stella Roberts Recycling Center Roof and Gutter Replacement $624,000
This project will replace the existing metal on the building with a similar seamless metal roofing system.The work will include removal and
installation of the roof and all gutter and down spouts. Roof must meet City criteria.
Street Reconstruction-Sherwood $1
Reconstruction of concrete neighborhood streets and sidewalks in Sherwood subdivision as identified in the 2019 Bond Program.The
street reconstruction projects are based on priorities derived from the Right-of-Way Assessment and resulting...
Street Rehabilitation Program $1,400,000
As identified in the City's 2024 pavement condition survey,many asphalt and concrete streets within the community are in need of
rehabilitation.This project provides for varying street reconstruction activities ranging from full depth...
Sunrise Lakes Lift Station Rehabilitation $1
This Lift Station is part of the program to rehabilitate or replace system-wide lift stations.The project will include,repairs to the wet well
with corrosion resistant coating to repair structural integrity,remove and replace submersible pumps,...
Sunset Lakes Lift Station Rehabilitation $1,772,000
The lift station will be completely rehabilitated including recoating wet well,remove and replace centrifugal pumps with submersible pumps,
guide rail system,replace piping,check valves and plug valves.Install flow meter,replace panel,SCADA,...
Sunset Meadows Lift Station Rehabilitation $1,590,000
Rehabilitate lift station with the removal and installation of a new 6'wet well with corrosion resistant lining,replace two pumps with
submersibles including guiderails and new wet well top,replace valves and discharge piping,flow meter,...
Sunset Meadows Street Reconstruction $5,884,308
The scope of this project includes the provision of removal and replacement of approximatley 4,300 LF of concrete streets and sidewalks
on Sunset Meadows Dr.,Chesterwood Dr.and Glenview Dr.
Surface Water Treatment Plant-Plant Redundancy Improvement $3,953,750
This project will increase the efficiency and reliability of the Surface Water Treatment Plant(SWTP)to produce 10 MGD of potable water to
the residents of Pearland consistently with the installation of one additional membrane rack,including...
Tower Bridge Lift Station Rehabilitation $850,000
The project is part of the program to rehabilitate or replace system-wide lift stations.The project will explore the possibility of
decommissioning the lift station and gravity flowing to Barry Rose Rd.If possible,this option could require...
Towne Lake Lift Station Rehabilitation $986,000
This project will rehabilitate which involves removal and replacement of the corrosion resistant coating of the wet well,SCADA,flow meter,
piping,valves, pumps,electrical control panel,service rack,a manual transfer switch,replace fencing...
� City of Pearland I FY2025 Adopted Budget Page 248
Towne Lakes Water Quality Program $1,077,000
The proposed project will address water quality issues related to the age of the water in the system.As part of the City's mulit-year water
distribution system improvement program this project will improve the circulation of water within the...
Traffic Signal Upgrades $1
The Traffic Signal update will include replacement of the existing outdated signal management system to conform to the City of Pearland
specifications.This will include the upgrade of traffic signal management equipment to 29 signal locations...
Tranquility Lakes Detention Pump Station Rehabilitation and Generator $5,390,000
Upgrade the existing undersized storm water lift station and force main at Tranquility Lakes Detention.The system provides the removal of
stormwater from the detention pond and forces the water to the BDD4 drainage ditch on the north side of...
Veterans-Walnut to Magnolia $20,103,000
----------------------------------
This project will consist of the reconstruction of 5,200 feet of Veterans from Magnolia Pkwy to Walnut.The street will be constructed as
four-lane divided with curb and gutter cross section,replacement of bridge,underground drainage,detention...
Veterans 2 Regional Lift Station Rehabilitation $1
This project will rehabilitate the aging regional lift station and will include rehabilitation of the wet well removing existing coating and
replacing,provide temporary by-pass pumping, replace four submersible pumps and guiderails,flow meter,...
Veterans Drainage Improvements $9,760,000
The project will encompass the installation of an underground stormwater conveyance system and replace the roadside ditches.This will
connect to the stormwater system that was installed with the Walnut Road construction project to Mary's...
Villages of Edgewater Lift Station Rehabilitation $1,102,000
The project is part of the infrastructure program to rehabilitate or replace system-wide lift stations.The project will include removal and
replacement of the wet well coating,submersible pumps,guiderails,ductile Iron discharge piping,SCADA,...
Wagon Trail Road(South of Fite to Mary's Creek) $1,436,000
The project area is located between South Fite Rd and Mary's Creek along Wagon Trail Rd.Approximately 2100 LF drainage
improvements for the project limits will require the removal/replacement of driveways,driveway culverts,and regrading...
Walmart Lift Station Rehabilitation $1,273,000
The project will rehabiitate the existing wet well that services Wal-Mart on Main and will include corrosion resistant coating.Remove and
replace existing submersible pumps,guide rail system, replace ductile iron discharge pipe,SCADA, install...
Waste Water Master Plan Update $625,000
This project will be to update the 2020 Waste Water Master Plan.Since 2020 there has been significant growth and development along
with system rehabilitation and the model has not been updated to reflect these changes.The project will include...
Water Master Plan Update $650,000
This project will be to update the Water Master Plan that was created in 2020.Although there has been some updates to the model for
specific projects,no city-wide update has been done.This project will update the city infrastructure,water...
Water Operations Building(Alice St.) $1
The need for a building that can house 25 staff members with a climate control building.It will include restrooms/showers for women and
men with a locker room area and a break room/multi-purpose training room.A natural gas backup generator will...
Water Plant Chemical Containment Structures $1,622,000
To rehabilitate the current drinking water chemical containments and enclosures to meet Texas Commission on Environmental Quality
(TCEQ)standards at eleven(12)drinking water facilities within city limits.All chemical storage,containment,and...
West Lea Subdivision Drainage Improvements $3,500,000
Located in West Lea Subdivision,bounded by Manvel Road,Bailey Road,BDD4 Ditch,and Mary's Creek. Drainage improvements will
require removal and replacement of driveway culverts,upsizing of culverts,widening and re-grading of bar...
� City of Pearland I FY2025 Adopted Budget Page 249
West Oaks and West Oaks Village Water Quality Program $2,175,000
As the City has developed there are areas where dead end waterlines have been identified that need to be extended looped/connected to
other water system mainlines.These areas are also being confirmed by the City's water system model....
West Pearland Community Center HVAC Replacement $1
This project will replace the existing split system HVAC units with a new Carrier 18 Seer systems which will heat and cool a total of 6500 sf.
This will include all decommissioning,removal,installation of new units,electrical bringing the life...
Westlea Lift Station Rehabilitation $878,000
This project will rehabilitate the aging lift station that will involve the recoating of the wet well with corrosion resistant lining,replace the
piping and upsizing the pumps,flow meter,upgrade the electrical control panel for SCADA,service...
Westminister Subdivision Water Line Replacement $1
------------
Replacement of approximately 8,000 LF of small diameter waterlines throughout the Westminister subdivision which includes pipe sizes of
3,4 and 6 inch.The will also include sampling stations,pressure sensor,and the placement of hydrant...
Whispering Winds Lift Station Relocation $1,272,000
Relocate and replace the aging lift station including installation of a new wet well with corrosion resistant lining,extend the gravity and
force main to a new location,replace two self-priming pumps with submersibles including guiderails and...
Wood Creek Transite Pipe Water Line Replacement $5,100,000
The City has approximately 82 miles of transite pipe water lines to be replaced over a period of years.This project will strategically replace
approximately 4.5 miles of transite water line infrastructure,replacement of the sampling station,and...
Woodcreek Subdivision Improvements $33,790,500
This project will replace concrete streets within the Woodcreek subdivision.The work consists of removal of 80,000 square yards of
existing pavement,installation of 9700 sq.yd.of 7-inch pavement,70,300 sq.yd.of 6-inch pavement with curbs...
Woodthrush Regional Lift Station Rehabilitation $3,250,000
This project will rehabilitate a regional lift station and will include removing the existing coating and replacing with corrosion resistant lining,
provide temporary by-pass pumping,replace existing submersible pumps including guiderails,flow...
Woody Road Drainage Improvements $1
Drainage ditch improvement along Woody Road approximately 2,700 LF between Broadway Street and Orange Street.The project will
include regrading of the ditch as well as replacement of culverts and driveways within the road right of way.The...
Wooten Road Lift Station Decommissioning $1
The project is part of the program to rehabilitate or replace system-wide lift stations.The lift station was installed by private developer
without lift station easement and the maintenance responsibility was transfered to the City.The City...
Total: $629,116,107
� City of Pearland I FY2025 Adopted Budget Page 250
APPENDIX/GLOSSARY
� City of Pearland I FY2025 Adopted Budget Page 251
Budget Ordinances
Attached are the ordinances adopting the FY2025 budget,the Tax Year 2024 tax rate,and the non-development fee schedule.
The ordinances attachments(1642, 1643,and 1358-26)are accessible through the website version Gof this budget.
� City of Pearland I FY2025 Adopted Budget Page 252
City of Pearland FY25 Pay Plans
Attached is the City of Pearland FY25 Pay Plan,which are available through the website version of this adopted budget. L
� City of Pearland I FY2025 Adopted Budget Page 253
APPENDIX
� City of Pearland I FY2025 Adopted Budget Page 254
Glossary
Abatement:A reduction or elimination of a real or personal property tax,motor vehicle excise,a fee,charge,or special assessment imposed by
a governmental unit.Granted only on application of the person seeking the abatement and only by the committing governmental unit.
Accounting System:The total structure of records and procedures that identify record,classify,and report information on the financial position
and operations of a governmental unit or any of its funds,account groups,and organizational components.
Accrued Interest:The amount of interest that has accumulated on the debt since the date of the last interest payment,and on the sale of a
bond,the amount accrued up to but not including the date of delivery(settlement date).(See Interest)
Amortization:The gradual repayment of an obligation over time and in accordance with a predetermined payment schedule.
Appropriation:A legal authorization from the community's legislative body to expend money and incur obligations for specific public purposes.
An appropriation is usually limited in amount and as to the time period within which it may be expended.
Arbitrage:As applied to municipal debt,the investment of tax-exempt bonds or note proceeds in higher yielding,taxable securities.Section 103
of the Internal Revenue Service(IRS)Code restricts this practice and requires(beyond certain limits)that earnings be rebated(paid)to the IRS.
Assessed Valuation:A value assigned to real estate or other property by a government as the basis for levying taxes.
Audit:An examination of a community's financial systems,procedures,and data by a certified public accountant(independent auditor),and a
report on the fairness of financial statements and on local compliance with statutes and regulations.The audit serves as a valuable
management tool in evaluating the fiscal performance of a community.
Audit Report:Prepared by an independent auditor,an audit report includes:(a)a statement of the scope of the audit;(b)explanatory comments
as to application of auditing procedures;(c)findings and opinions.It is almost always accompanied by a management letter which contains
supplementary comments and recommendations.
Available Funds:Balances in the various fund types that represent non-recurring revenue sources.As a matter of sound practice,they are
frequently appropriated to meet unforeseen expenses,for capital expenditures or other one-time costs.
Balance Sheet:A statement that discloses the assets,liabilities,reserves and equities of a fund or governmental unit at a specified date.
Betterments(Special Assessments):Whenever a specific area of a community receives benefit from a public improvement(e.g.,water,sewer,
sidewalk,etc.),special property taxes may be assessed to reimburse the governmental entity for all or part of the costs it incurred.Each parcel
receiving benefit from the improvement is assessed for its proportionate share of the cost of such improvements.The proportionate share may
be paid in full or the property owner may request that the assessors apportion the betterment over 20 years.Over the life of the betterment,one
year's apportionment along with one year's committed interest computed from October 1 to October 1 is added to the tax bill until the
betterment has been paid.
Bond:A means to raise money through the issuance of debt.A bond issuer/borrower promises in writing to repay a specified sum of money,
alternately referred to as face value,par value or bond principal,to the buyer of the bond on a specified future date(maturity date),together
with periodic interest at a specified rate.The term of a bond is always greater than one year.(See Note)
Bond and Interest Record:(Bond Register)—The permanent and complete record maintained by a treasurer for each bond issue.It shows the
amount of interest and principal coming due each date and all other pertinent information concerning the bond issue.
Bonds Authorized and Unissued:Balance of a bond authorization not yet sold.Upon completion or abandonment of a project,any remaining
balance of authorized and unissued bonds may not be used for other purposes,but must be rescinded by the community's legislative body to
be removed from community's books.
Bond Issue:Generally,the sale of a certain number of bonds at one time by a governmental unit.
Bond Rating(Municipal):A credit rating assigned to a municipality to help investors assess the future ability,legal obligation,and willingness of
the municipality(bond issuer)to make timely debt service payments.Stated otherwise,a rating helps prospective investors determine the level
of risk associated with a given fixed-income investment. Rating agencies,such as Moody's and Standard and Poors,use rating systems,which
designate a letter or a combination of letters and numerals where AAA is the highest rating and C1 is a very low rating.
Budget:A plan for allocating resources to support particular services,purposes and functions over a specified period of time.(See Performance
Budget,Program Budget)
� City of Pearland I FY2025 Adopted Budget Page 255
Capital Assets:All real and tangible property used in the operation of government,which is not easily converted into cash,and has an initial
useful live extending beyond a single financial reporting period.Capital assets include land and land improvements;infrastructure such as
roads,bridges,water and sewer lines;easements; buildings and building improvements;vehicles,machinery and equipment.Communities
typically define capital assets in terms of a minimum useful life and a minimum initial cost.(See Fixed Assets)
Capital Budget:An appropriation or spending plan that uses borrowing or direct outlay for capital or fixed asset improvements.Among other
information,a capital budget should identify the method of financing each recommended expenditure,i.e.,tax levy or rates,and identify those
items that were not recommended.(See Capital Assets, Fixed Assets)
Cash:Currency,coin,checks,postal and express money orders and bankers'drafts on hand or on deposit with an official or agent designated
as custodian of cash and bank deposits.
Cash Management:The process of monitoring the ebb and flow of money in an out of municipal accounts to ensure cash availability to pay bills
and to facilitate decisions on the need for short-term borrowing and investment of idle cash.
Certificate of Deposit(CD):A bank deposit evidenced by a negotiable or non-negotiable instrument,which provides on its face that the amount
of such deposit plus a specified interest payable to a bearer or to any specified person on a certain specified date,at the expiration of a certain
specified time,or upon notice in writing.
Classification of Real Property:Assessors are required to classify all real property according to use into one of four classes:residential,open
space,commercial,and industrial.Having classified its real properties,local officials are permitted to determine locally,within limitations
established by statute and the Commissioner of Revenue,what percentage of the tax burden is to be borne by each class of real property and
by personal property owners.
Collective Bargaining:The process of negotiating workers'wages,hours,benefits,working conditions,etc.,between an employer and some or
all of its employees,who are represented by a recognized labor union. regarding wages,hours and working conditions.
Consumer Price Index:The statistical measure of changes,if any,in the overall price level of consumer goods and services.The index is often
called the"cost-of-living index."
Cost-Benefit Analysis:A decision-making tool that allows a comparison of options based on the level of benefit derived and the cost to achieve
the benefit from different alternatives.
Debt Burden:The amount of debt carried by an issuer usually expressed as a measure of value(i.e.,debt as a percentage of assessed value,
debt per capita,etc.).Sometimes debt burden refers to debt service costs as a percentage of the total annual budget.
Debt Service:The repayment cost,usually stated in annual terms and based on an amortization schedule,of the principal and interest on any
particular bond issue.
Encumbrance:A reservation of funds to cover obligations arising from purchase orders,contracts,or salary commitments that are chargeable
to, but not yet paid from,a specific appropriation account.
Enterprise Funds:An enterprise fund is a separate accounting and financial reporting mechanism for municipal services for which a fee is
charged in exchange for goods or services.It allows a community to demonstrate to the public the portion of total costs of a service that is
recovered through user charges and the portion that is subsidized by the tax levy,if any.With an enterprise fund,all costs of service delivery--
direct,indirect,and capital costs—are identified.This allows the community to recover total service costs through user fees if it chooses.
Enterprise accounting also enables communities to reserve the"surplus"or net assets unrestricted generated by the operation of the enterprise
rather than closing it out to the general fund at year-end.Services that may be treated as enterprises include,but are not limited to,water,
sewer,hospital,and airport services.
Equalized Valuations(EQVs):The determination of the full and fair cash value of all property in the community that is subject to local taxation.
Estimated Receipts:A term that typically refers to anticipated local revenues often based on the previous year's receipts and represent funding
sources necessary to support a community's annual budget. (See Local Receipts)
Exemptions:A discharge,established by statute,from the obligation to pay all or a portion of a property tax.The exemption is available to
particular categories of property or persons upon the timely submission and approval of an application to the assessors.Properties exempt from
taxation include hospitals,schools, houses of worship,and cultural institutions.Persons who may qualify for exemptions include disabled
veterans, blind individuals,surviving spouses,and seniors.
Expenditure:An outlay of money made by municipalities to provide the programs and services within their approved budget.
� City of Pearland I FY2025 Adopted Budget Page 256
Fiduciary Funds:Repository of money held by a municipality in a trustee capacity or as an agent for individuals,private organizations,other
governmental units,and other funds.These include pension(and other employee benefit)trust funds, investment trust funds, private-purpose
trust funds,and agency funds.
Fixed Assets:Long-lived,assets such as buildings,equipment and land obtained or controlled as a result of past transactions or circumstances.
Fixed Costs:Costs that are legally or contractually mandated such as retirement,FICA/Social Security,insurance,debt service costs or interest
on loans.
Float:The difference between the bank balance for a local government's account and its book balance at the end of the day.The primary factor
creating float is clearing time on checks and deposits. Delays in receiving deposit and withdrawal information also influence float.
Full Faith and Credit:A pledge of the general taxing powers for the payment of governmental obligations. Bonds carrying such pledges are
usually referred to as general obligation or full faith and credit bonds.
Fund:An accounting entity with a self-balancing set of accounts that are segregated for the purpose of carrying on identified activities or
attaining certain objectives in accordance with specific regulations,restrictions,or limitations.
Fund Accounting:Organizing financial records into multiple,segregated locations for money.A fund is a distinct entity within the municipal
government in which financial resources and activity(assets,liabilities,fund balances, revenues,and expenditures)are accounted for
independently in accordance with specific regulations,restrictions or limitations.Examples of funds include the general fund and enterprise
funds.Communities whose accounting records are organized according to the Uniform Municipal Accounting System(UMAS)use multiple
funds.
GASB 34:A major pronouncement of the Governmental Accounting Standards Board that establishes new criteria on the form and content of
governmental financial statements.GASB 34 requires a report on overall financial health,not just on individual funds.It requires more complete
information on the cost of delivering value estimates on public infrastructure assets,such as bridges,road,sewers,etc.It also requires the
presentation of a narrative statement the government's financial performance,trends and prospects for the future.
GASB 45:This is another Governmental Accounting Standards Board major pronouncement that each public entity account for and report other
postemployment benefits in its accounting statements.Through actuarial analysis,municipalities must identify the true costs of the OPEB
earned by employees over their estimated years of actual service.
General Fund:The fund used to account for most financial resources and activities governed by the normal appropriation process.
General Obligation Bonds:Bonds issued by a municipality for purposes allowed by statute that are backed by the full faith and credit of its
taxing authority.
Governing Body:A board,committee,commission,or other executive or policymaking bodyof a municipality or school district.
Indirect Cost:Costs of a service not reflected in the operating budget of the entity providing the service.An example of an indirect cost of
providing water service would be the value of time spent by non-water department employees processing water bills.A determination of these
costs is necessary to analyze the total cost of service delivery.The matter of indirect costs arises most often in the context of enterprise funds.
Interest:Compensation paid or to be paid for the use of money, including amounts payable at periodic intervals or discounted at the time a loan
is made.In the case of municipal bonds,interest payments accrue on a day-to-day basis,but are paid every six months.
Interest Rate:The interest payable,expressed as a percentage of the principal available for use during a specified period of time.It is always
expressed in annual terms.
Investments:Securities and real estate held for the production of income in the form of interest,dividends,rentals or lease payments.The term
does not include fixed assets used in governmental operations.
Line Item Budget:A budget that separates spending into categories,or greater detail,such as supplies,equipment,maintenance,or salaries,as
opposed to a program budget.
Local Aid:Revenue allocated by the state or counties to municipalities and school districts.
Maturity Date:The date that the principal of a bond becomes due and payable in full.
� City of Pearland I FY2025 Adopted Budget Page 257
Municipal(s):(As used in the bond trade)"Municipal"refers to any state or subordinate governmental unit."Municipals"(i.e.,municipal bonds)
include not only the bonds of all political subdivisions,such as cities,towns,school districts,special districts,counties but also bonds of the
state and agencies of the state.
Note:A short-term loan,typically with a maturity date of a year or less.
Objects of Expenditures:A classification of expenditures that is used for coding any department disbursement,such as"personal services,"
"expenses,"or"capital outlay."
Official Statement:A document prepared for potential investors that contains information about a prospective bond or note issue and the issuer.
The official statement is typically published with the notice of sale.It is sometimes called an offering circular or prospectus.
Operating Budget:A plan of proposed expenditures for personnel,supplies,and other expenses for the coming fiscal year.
Overlapping Debt:A community's proportionate share of the debt incurred by an overlapping government entity,such as a regional school
district,regional transit authority,etc.
Performance Budget:A budget that stresses output both in terms of economy and efficiency.
Principal:The face amount of a bond,exclusive of accrued interest.
Program:A combination of activities to accomplish an end.
Program Budget:A budget that relates expenditures to the programs they fund.The emphasis of a program budget is on output.
Purchased Services:The cost of services that are provided by a vendor.
Refunding of Debt:Transaction where one bond issue is redeemed and replaced by a new bond issue under conditions generally more
favorable to the issuer.
Reserve Fund:An amount set aside annually within the budget of a town to provide a funding source for extraordinary or unforeseen
expenditures.
Revaluation:The assessors of each community are responsible for developing a reasonable and realistic program to achieve the fair cash
valuation of property in accordance with constitutional and statutory requirements.The nature and extent of that program will depend on the
assessors'analysis and consideration of many factors,including,but not limited to,the status of the existing valuation system,the results of an
in-depth sales ratio study,and the accuracy of existing property record information.
Revenue Anticipation Note(RAN):A short-term loan issued to be paid off by revenues,such as tax collections and state aid. RANs are full faith
and credit obligations.
Revenue Bond:A bond payable from and secured solely by specific revenues and thereby not a full faith and credit obligation.
Revolving Fund:Allows a community to raise revenues from a specific service and use those revenues without appropriation to support the
service.
Sale of Real Estate Fund:A fund established to account for the proceeds of the sale of municipal real estate other than proceeds acquired
through tax title foreclosure.
Stabilization Fund:Afund designed to accumulate amounts for capital and other future spending purposes,although it may be appropriated for
any lawful purpose.
Surplus Revenue:The amount by which cash,accounts receivable,and other assets exceed liabilities and reserves.
Tax Rate:The amount of property tax stated in terms of a unit of the municipal tax base;for example,$14.80 per$1,000 of assessed valuation
of taxable real and personal property.
Tax Title Foreclosure:The procedure initiated by a municipality to obtain legal title to real property already in tax title and on which property
taxes are overdue.
� City of Pearland I FY2025 Adopted Budget Page 258
Trust Fund:In general,a fund for money donated or transferred to a municipality with specific instructions on its use.As custodian of trust
funds,the treasurer invests and expends such funds as stipulated by trust agreements,as directed by the commissioners of trust funds or by
the community's legislative body.Both principal and interest may be used if the trust is established as an expendable trust.For nonexpendable
trust funds,only interest(not principal)may be expended as directed.
Uncollected Funds:Recently deposited checks included in an account's balance but drawn on other banks and not yet credited by the Federal
Reserve Bank or local clearinghouse to the bank cashing the checks.(These funds may not be loaned or used as part of the bank's reserves
and they are not available for disbursement.)
Undesignated Fund Balance:Monies in the various government funds as of the end of the fiscal year that are neither encumbered nor reserved,
and are therefore available for expenditure once certified as part of free cash.
Unreserved Fund Balance(Surplus Revenue Account):The amount by which cash,accounts receivable,and other assets exceed liabilities and
restricted reserves.It is akin to a"stockholders'equity"account on a corporate balance sheet. It is not,however,available for appropriation in
full because a portion of the assets listed as"accounts receivable"may be taxes receivable and uncollected.(See Free Cash)
Valuation(100 Percent):The legal requirement that a community's assessed value on property must reflect its market,or full and fair cash
value.
� City of Pearland I FY2025 Adopted Budget Page 259