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Home My WebLink AboutOrd. 1467-A 2012-09-24 ORDINANCE NO.1467-A AN APPROPRIATION ORDINANCE ADOPTING A REVISED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2012 AND ADOPTING A BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2012, AND ENDING SEPTEMBER 30, 2013, AND PAY PLANS FOR FISCAL YEAR 2013. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That the City Manager's estimated 2011-2012 Budget and proposed 2012-2013 Budget, attached hereto as Exhibit "A" and Exhibit "B", 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. The City Council hereby adopts a revised budget for the current fiscal year ending September 30, 2012 consisting of certain appropriations, more specifically identified on Exhibit "A" attached hereto. Section 3. That City Council hereby appropriates certain sums, more specifically identified on Exhibit "B" attached hereto, for the proposed fiscal year 2012- 2013 Budget. Section 4. That the City Council hereby confers upon the City Manager general authority to contract for expenditures without further approval of the Council for all budgeted items the cost of which do not exceed the constitutional and statutory requirements for competitive bidding. Section 5. That the City Council deems the Pay Plans (Exhibit "C") and Organizational Plan contained in the 2012-2013 Budget to be in the best interest of the City and is hereby adopted. Section 6. That this ordinance shall become effective from and after its passage on second and final reading. ORDINANCE NO. 1467 -A PASSED and APPROVED ON FIRST READING this the 17th day of September, A. D., 2012. <--______ _q-j—K, .644e TOM REID MAYOR ATTEST: Y• iNG r7 I r R, , =� ,..� T S'PRETARY /+ 1‘0\.. �� '+ PASSED and APPROVED ON SECOND and FINAL READING this the 24th day of September, A. D., 2012. - -------30/1t2 772i-trieL_____ TOM REID MAYOR ATTEST: eitfi :4QARo'l: U `'�` i TY CRETARY ``''' ,\ APPROVED AS TO FORM: 0a---2- ir eg\ DARRIN M. COKER CITY ATTORNEY 2 Exhibit"A" Ordinance No. 1467 -A EXHIBIT A City of Pearland Fiscal Year 2011-2012 Revised Budget REVENUES EXPENDITURES 2012 2012 2012 2012 Fund# Fund Description Adopted Revised $Change Adopted Revised $Change 010 General $51,071,229 $52,983,467 $1,912,238 $51,525,953 $53,012,700 $1,486,747 015 P.E.D.C. $7,193,784 $7,599,105 $405,321 $7,016,181 $3,819,644 ($3,196,537) 020 Debt Service-General $26,141,191 $79,782,094 $53,640,903 $27,055,689 $80,385,993 $53,330,304 Proprietary Funds 030 Water and Sewer $29,137,779 $30,260,136 $1,122,357 $31,915,320 $33,592,750 $1,677,430 031 Solid Waste $7,405,217 $7,599,638 $194,421 $7,444,474 $7,603,775 $159,301 Special Revenue Funds 017 Municipal Court $57,295 $59,862 $2,567 $72,720 $59,018 ($13,702) 018 Citywide Donation $24,587 $31,969 $7,382 $929 $22,551 $21,622 019 Court Technology $68,448 $73,905 $5,457 $52,601 $46,360 ($6,241) 023 Court Juvenile Management $62,846 $71,087 $8,241 $58,314 $54,245 ($4,069) 035 Traffic Impact Improvement $1,478 $600 ($878) $0 $0 $0 043 Regional Detention $0 $24,850 $24,850 $0 $24,750 $24,750 045 Hotel/Motel $627,814 $769,923 $142,109 $434,627 $445,944 $11,317 046 Parks Donations $27,446 $82,985 $55,539 $28,500 $70,046 $41,546 047 Park&Recreation Development $39,562 $57,693 $18,131 $58,000 $507,997 $449,997 049 Tree Trust $13 $3,055 $3,042 $4,000 $9,250 $5,250 055 Sidewalk $20,646 ($1,870) ($22,516) $12,072 $12,072 $0 060 Police State Seizure $50,444 $149,960 $99,516 $107,135 $66,086 ($41,049) 062 Federal Police $67 $7,501 $7,434 $0 $0 $0 101 Grant $667,991 $1,025,388 $357,397 $667,930 $1,025,383 $357,453 105-110 Community Development $277,102 $719,637 $442,535 $277,102 $719,637 $442,535 116 Community Development Recovery $0 $19,933 $19,933 $0 $19,933 $19,933 140 University of Houston $300,819 $248,245 ($52,574) $300,774 $248,215 ($52,559) 145 Municipal Channel $0 $169,500 $169,500 $0 $67,119 $67,119 095 Property/Liability Insurance Fund $1,045,748 $1,075,593 $29,845 $1,045,748 $1,082,062 $36,314 099 Medical Self Insurance $0 $5,350,655 $5,350,655 $0 $5,521,857 $5,521,857 Sub-Total Operations $124,221,506 $188,164,911 $63,943,405 $128,078,069 $188,417,387 $60,339,318 Page 1 of 2 REVENUES EXPENDITURES 2012 2012 2012 2012 Fund# Fund Description Adopted Revised $Change Adopted Revised $Change CAPITAL IMPROVEMENT PROGRAM(CIP) Water/Sewer CIP 042 Utility Impact Fee $6,133,919 $6,317,225 $183,306 $6,950,950 $8,699,474 $1,748,524 044 Shadow Creek Impact Fee $756,244 $4,020,005 $3,263,761 $877,222 $3,377,222 $2,500,000 064 1998 Certificate of Obligation $0 $460 $460 $0 $923,907 $923,907 067 1999 W&S Revenue Bonds $7,791,037 $7,936,230 $145,193 $9,661,608 $17,831,404 $8,169,796 301 Water/Sewer Pay As You Go $1,259,997 $1,260,180 $183 $1,666,759 $2,449,784 $783,025 Capital Proiects Funds 050 Capital Projects $725,000 $1,346,164 $621,164 $1,012,014 $5,662,679 $4,650,665 068 Capital Projects-CO 2001 $339,493 $1,570,077 $1,230,584 $2,309,604 $3,381,142 $1,071,538 070 Capital Projects Mobility CO 2001 $0 $55,318 $55,318 $743,549 $6,379,388 $5,635,839 200 Capital Projects-CO 2006 $2,429 $865 ($1,564) $68,164 $700,930 $632,766 201 Capital Projects-CO 2007 $2,700 $824 ($1,876) $0 $1,537,286 $1,537,286 202 Capital Projects-GO 2007A $0 $498,517 $498,517 $64,811 $3,212,596 $3,147,785 203 Capital Projects-GO 2009 $9,587,212 $6,303,756 ($3,283,456) $9,715,322 $10,546,297 $830,975 Sub-Total CIP $26,598,031 $29,309,621 $2,711,590 $33,070,003 $64,702,109 $31,632,106 TOTAL: $150,819,537 $217,474,532 $66,654,995 $161,148,072 $253,119,496 $91,971,424 Page 2 of 2 EXHIBIT B City of Pearland Fiscal Year 2012-2013 Adopted Budget REVENUES EXPENDITURES Fund# Fund Description 2013 Adopted 2013 Adopted OPERATIONS- 010 General $56,387,521 $58,575,184 015 P.E.D.C. $7,948,134 $9,063,597 020 Debt Service-General $27,836,410 $29,273,034 Special Revenue Funds 017 Municipal Court $61,162 $69,135 018 Citywide Donation $31,013 $16,098 019 Court Technology $78,638 $308,905 023 Court Juvenile Management $75,689 $61,206 035 Traffic Impact Improvement $425 $42,258 043 Regional Detention $5 $0 045 Hotel/Motel $931,082 $579,397 046 Parks Donations $81,240 $70,640 047 Park&Recreation Development $50,675 $187,923 049 Tree Trust $3 $5,000 055 Sidewalk $5,083 $0 060 Police State Seizure $50,115 $128,125 062 Federal Police $20 $0 101 Grant $552,925 $552,925 105-110 Community Development $284,818 $284,818 140 University of Houston $258,493 $258,458 145 Municipal Channel $226,260 $65,700 095 Property/Liability Insurance Fund $1,160,052 $1,160,052 099 Medical Self Insurance $6,341,267 $5,875,923 Proprietary Funds 030 Water and Sewer $31,227,456 $31,056,296 031 Solid Waste $8,048,371 $8,094,361 SUB TOTAL - OPERATIONS $141,636,857 $145,729,035 CAPITAL IMPROVEMENT PROGRAM (CIP) - Water/Sewer Capital Projects Funds 042 Utility Impact Fee $2,707,320 $3,549,698 044 Shadow Creek Impact Fee $1,366,068 $736,313 067 1999 W&S Revenue Bonds $1,984 $411,211 301 Water/Sewer Pay As You Go $1,133,137 $1,132,637 Capital Projects Funds 050 Capital Projects $9,932,297 $8,826,231 068 Capital Projects-CO 2001 $0 $685,502 070 Capital Projects Mobility CO 2001 $82 $17,227 200 Capital Projects-CO 2006 $238,000 $750,000 201 Capital Projects-CO 2007 $505,034 $683,920 202 Capital Projects-GO Series 2007A $630 $595,692 203 Capital Projects-GO Series 2009 $11,828,962 $10,050,060 SUB TOTAL - CIP $27,713,514 $27,438,491 GRAND TOTAL: $169,350,371 $173,167,526 CITY OF PEARLAND EMS PAY PLAN (FY 2011) Salary MINIMUM MIDPOINT MAXIMUM Range Job Title Annual Hourly Annual Hourly Annual Hourly E-1 EMT-Basic $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 E-2 E-3 EMT-Intermediate $28,659 $13.7783 $35,824 $17.2229 $42,988 $20.6675 E-4 E-5 Paramedic $35,793 $17.2081 $44,741 $21.5101 $53,689 $25.8121 E-6 E-7 Lieutenant $40,496 $19.4692 $50,620 $24.3365 $60,744 $29.2038 E-8 E-9 Captain $46,964 $22.5788 $58,705 $28.2235 $70,446 $33.8682 10/01/11 POLICE PAY PLAN EFFECTIVE 10/1/12 0-6 mos. Police $14.9807 Cadet 0 1 2 3 4 5 6 7 8 9 10 I 11 Police $22.8625 $23.5484 $24.2549 $24.9825 $25.7320 526.5040 527.2991 $28.1181 $28.9616 529.8304 530.7254 531.8471 Officer 53,962.84 54,081.73 54.204.18 54,330.30 $4,460.21 $4,594.02 $4,731.84 54,873.80 55,020.01 55.170-61 55,325.73 55,485.50 547554.10 548.980.72 550.457.14. $51,963.65 553,522.56 $55,128.24 $56,782.08 558,485.54 560,240.11_ $62,047.31 $63,908.73 565,826.00 1st year 2nd year 3rd year 4th year 5th year 6th year Education/Incentive Pay 532.5965 533.5744 534.5817 535.6191 536.6877 537.7883 AU Officers shall receive certification pay as follows,after Sergeant $5.650.06 $5,819.57 $5,394.15 $6,173.98 $6,359.20 $6,549.97 successful completion of their probationary period: $67,800.78 $69,834.80 571,929 84 574,087.74 $78,310.37 $78,599.68 1st year 2nd year 3rd year TCLEOSE Basic Certificate $0.00/month $0.00/hour TCLEOSE Intermediate Certificate $50.00/month $0.29/hour 538.9220 $40 0896 94•:2973 TCLEOSE Advanced Certificate $100.00/month $0.58/hour Lieutenant 56,746.47 $6,948.87 $7.15733 TCLEOSE Basic Certificate $150.00/month $0.87/hour $80,957.67 583,386.40 585,887.99 In addition,add the following to the above if the Officer holds an 1st year 2nd year 3rd year 4th year Intermediate,Advance or Master Certificate and has: 542.5311 543.8070 545.1212 546.4749 Associate Degree $100.00/month $0.58/hour Captain $7,372.05 $7,593.21 $7,921 01 $8,055.64 Bachelors Degree $150.00/month $0.87/hour $88,464.63 591.118.57 $93,852.13 596.667.69 , Masters Degree $200.00/month $1.15/hour 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. Monthly longevity pay is received by the Classified Employees of the City of Pearland in accordance with the Local Government Code,Chapter 141.032. All overtime for any classification shall be paid in accordance with applicable State and Federal law. Shift Differential Pay-Officers who are permanently assigned to work a regularly scheduled shift from 6:00 pm to 6:00 am or 7:00 pm to 7:00 am shall receive$86.00 bi-weekly as additional compensation. SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Recreation Attendant 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 Ballfield Attendant 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 Fitness Attendant 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 Recycling Center Attendant 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 Lifeguard 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 8 $17,490 $8.4086 $21,862 $10.5108 $26,235 $12.6129 Lifeguard w/WSI 9 $17,929 $8.6195 $22,411 $10.7744 $26,893 $12.9292 10 $18,375 $8.8343 $22,969 $11.0428 $27,563 $13.2514 Head Lifeguard 11 $18,835 $9.0554 $23,544 $11.3193 $28,253 $13.5832 12 $19,307 $9.2820 $24,133 $11.6025 $28,960 $13.9230 13 $19,791 $9.5149 $24,739 $11.8937 $29,687 $14.2724 14 $20,284 $9.7518 $25,355 $12.1897 $30,426 $14.6277 Animal Shelter Attendant 15 $20,791 $9.9955 $25,988 $12.4944 $31,186 $14.9933 Water Safety Instructor 15 $20,791 $9.9955 $25,988 $12.4944 $31,186 $14.9933 16 $21,311 $10.2456 $26,639 $12.8070 $31,966 $15.3684 17 $21,844 $10.5021 $27,305 $13.1276 $32,766 $15.7531 Humane Officer-in-Training 18 $22,390 $10.7644 $27,988 $13.4555 $33,585 $16.1466 Custodian 19 $22,950 $11.0337 $28,688 $13.7921 $34,425 $16.5505 Administrative Clerk 20 $23,523 $11.3093 $29,404 $14.1366 $35,285 $16.9639 Receptionist/Switchboard Operator 20 $23,523 $11.3093 $29,404 $14.1366 $35,285 $16.9639 Police Receptionist 20 $23,523 $11.3093 $29,404 $14.1366 $35,285 $16.9639 1 of 9 09/06/12 SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Parks Maintenance Worker I 21 $24,112 $11.5922 $30,140 $14.4903 $36,168 $17.3883 Building Maintenance Helper 21 $24,112 $11.5922 $30,140 $14.4903 $36,168 $17.3883 Fleet Services Assistant 21 $24,112 $11.5922 $30,140 $14.4903 $36,168 $17.3883 Water&Sewer Line Maintenance Worker 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Water&Sewer Construction Worker 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Lift Station Operator-in-Training 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Water Production Operator-in-Training 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Wastewater Operator-in-Training 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Senior Center Shuttle Bus Driver 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Customer Service Clerk 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Utility Billing Cash Clerk 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Permit Clerk I 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Records Clerk 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Records Technician(City Secretary) 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Court Records Specialist 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Utility Billing Records Technician 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 Utility Billing Clerk 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 Sign Technician 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 Park Maintenance Worker II 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 ROW Inspector 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 Deputy Court Clerk I 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Court Bailiff 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Light Equipment Operator 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Preventative Maintenance Mechanic 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Accounts Payable Clerk 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Mechanic I 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Secretary 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Field Services Technician 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Delinquent Account Specialist 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Recycle Center Technician 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 2 of 9 09/06/12 SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Collections Coordinator 27 $27,962 $13.4434 $34,953 $16.8043 $41,943 $20.1651 Humane Officer 27 $27,962 $13.4434 $34,953 $16.8043 $41,943 $20.1651 Shelter Coordinator 27 $27,962 $13.4434 $34,953 $16.8043 $41,943 $20.1651 28 $28,659 $13.7783 $35,824 $17.2229 $42,988 $20.6675 Senior Court Clerk 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Plans Coordinator 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Records Coordinator 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Heavy Equipment Operator 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 GPS Field Technician 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Juvenile Case Manager 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Police Records Team Leader 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 CCTV Technician 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Traffic Signal Trainee 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Senior Humane Officer 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Administrative Secretary 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 HR Assistant I 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 Accounting Technician 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 Project Coordinator 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 GPS Technician II 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 Traffic Signal Technician I 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 31 $30,862 $14.8376 $38,578 $18.5470 $46,293 $22.2564 Custodial Crew Leader 32 $31,636 $15.2098 $39,545 $19.0122 $47,454 $22.8147 Parks Crew Leader 33 $32,427 $15.5898 $40,534 $19.4873 $48,640 $23.3847 Property Room Technician 33 $32,427 $15.5898 $40,534 $19.4873 $48,640 $23.3847 3 of 9 09/06/12 SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Public Works Operator I 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Office Coordinator 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Computer Technician 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Mapping Specialist 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Recycle Center Coordinator 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Utility Inspector 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Legal Secretary 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 HR Assistant II 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Accounts Payable Supervisor 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Customer Service Supervisor 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Engineering Inspector II 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Traffic Signal Technician II 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Building Maintenance Technician-Aquatics 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Building Maintenance Technician 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Code Enforcement/Health Officer 36 $34,920 $16.7883 $43,650 $20.9854 $52,380 $25.1825 Executive Secretary 36 $34,920 $16.7883 $43,650 $20.9854 $52,380 $25.1825 Program Specialist 36 $34,920 $16.7883 $43,650 $20.9854 $52,380 $25.1825 Jailer 37 $35,793 $17.2081 $44,741 $21.5101 $53,689 $25.8121 Telecommunications Operator 37 $35,793 $17.2081 $44,741 $21.5101 $53,689 $25.8121 Crime Victim Specialist 37 $35,793 $17.2081 $44,741 $21.5101 $53,689 $25.8121 Public Works Crew Leader 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Public Works Operator II 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Field Service Crew Leader(UB) 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Building Maintenance Technician-Electrician 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Recreation Specialist 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Assistant Athletic Coordinator 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Marketing Specialist 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Chief Mechanic 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 GIS Technician 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Multimedia Specialist 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 4 of 9 09/06/12 SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Building Inspector Trainee 39 $37,604 $18.0790 $47,005 $22.5988 $56,407 $27.1185 Senior Code Enforcement/Health Officer 39 $37,604 $18.0790 $47,005 $22.5988 $56,407 $27.1185 PT Volunteer Fire Recruitment&Retention Coordinator 39 $37,604 $18.0790 $47,005 $22.5988 $56,407 $27.1185 Therapeutic Recreation Specialist 40 $38,545 $18.5311 $48,181 $23.1639 $57,817 $27.7967 Senior Engineering Technician 40 $38,545 $18.5311 $48,181 $23.1639 $57,817 $27.7967 Engineering Inspector III 40 $38,545 $18.5311 $48,181 $23.1639 $57,817 $27.7967 Safety Officer 40 $38,545 $18.5311 $48,181 $23.1639 $57,817 $27.7967 Public Works Supervisor 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Park Supervisor 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Building Maintenance Supervisor 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 GIS Specialist 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Engineering Designer 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Deputy City Secretary 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Urban Forester 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Project Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Athletic Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Recreation Center Supervisor 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Senior Center Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Special Events Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Youth Development Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Telecommunications Team Leader 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Crime Victim Liaison 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Building Inspector 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Fire Inspector/Investigator 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Emergency Management Planner 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Assistant Recreation Center Manager 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Assistant Aquatics Manager 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Buyer I 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Plans Examiner 43 $41,509 $19.9562 $51,886 $24.9453 $62,263 $29.9343 Planner I 43 $41,509 $19.9562 $51,886 $24.9453 $62,263 $29.9343 Computer Technician III 43 $41,509 $19.9562 $51,886 $24.9453 $62,263 $29.9343 5 of 9 09/06/12 SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Staff Accountant III 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 HR Generalist 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 Recreation Center Manager 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 Aquatics Manager 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 Resource Development Manager 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 Police Systems Administrator 45 $43,611 $20.9669 $54,514 $26.2086 $65,417 $31.4503 Deputy Building Official 45 $43,611 $20.9669 $54,514 $26.2086 $65,417 $31.4503 Deputy Fire Marshal 45 $43,611 $20.9669 $54,514 $26.2086 $65,417 $31.4503 Chief Engineering Inspector 45 $43,611 $20.9669 $54,514 $26.2086 $65,417 $31.4503 Planner II 46 $44,700 $21.4906 $55,876 $26.8633 $67,051 $32.2359 47 $45,819 $22.0286 $57,274 $27.5357 $68,729 $33.0429 Jail Division Coordinator 48 $46,964 $22.5788 $58,705 $28.2235 $70,446 $33.8682 Support Services Supervisor 48 $46,964 $22.5788 $58,705 $28.2235 $70,446 $33.8682 49 $48,138 $23.1432 $60,172 $28.9290 $72,207 $34.7148 Senior Accountant 50 $49,343 $23.7224 $61,678 $29.6529 $74,014 $35.5835 Budget Analyst 50 $49,343 $23.7224 $61,678 $29.6529 $74,014 $35.5835 Economic Development Specialist 50 $49,343 $23.7224 $61,678 $29.6529 $74,014 $35.5835 Grants Coordinator 50 $49,343 $23.7224 $61,678 $29.6529 $74,014 $35.5835 Park and Building Maintenance Superintendent 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Recreation Superintendent 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Accounting Supervisor 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Acquisition Manager 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Fleet Manager 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Traffic Manager 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Public Works Superintendent 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Animal Control Manager 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 6 of 9 09/06/12 SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Network Administrator 52 $51,839 $24.9226 $64,799 $31.1532 $77,759 $37.3839 Senior Planner 52 $51,839 $24.9226 $64,799 $31.1532 $77,759 $37.3839 Municipal Court Administrator 52 $51,839 $24.9226 $64,799 $31.1532 $77,759 $37.3839 Utility Billing Manager 52 $51,839 $24.9226 $64,799 $31.1532 $77,759 $37.3839 53 $53,134 $25.5451 $66,417 $31.9314 $79,701 $38.3177 54 $54,463 $26.1841 $68,079 $32.7301 $81,694 $39.2761 Public Affairs Manager 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Assistant City Attorney I 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Project Manager 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Old Townsite ED Coordinator 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 GIS Coordinator 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Director of Marketing(PEDC) 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 EMS Administrative Captain 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Assistant Director of Public Works 56 $57,220 $27.5096 $71,525 $34.3870 $85,830 $41.2644 Assistant Director of Parks&Recreation 56 $57,220 $27.5096 $71,525 $34.3870 $85,830 $41.2644 Purchasing Officer 57 $58,651 $28.1976 $73,314 $35.2470 $87,977 $42.2964 Budget Officer 57 $58,651 $28.1976 $73,314 $35.2470 $87,977 $42.2964 Information Technology Manager 57 $58,651 $28.1976 $73,314 $35.2470 $87,977 $42.2964 58 $60,118 $28.9028 $75,147 $36.1285 $90,177 $43.3542 Assistant City Engineer 59 $61,620 $29.6251 $77,025 $37.0314 $92,430 $44.4377 Assistant Director of Finance 59 $61,620 $29.6251 $77,025 $37.0314 $92,430 $44.4377 Assistant Director of Capital Projects 59 $61,620 $29.6251 $77,025 $37.0314 $92,430 $44.4377 City Secretary 59 $61,620 $29.6251 $77,025 $37.0314 $92,430 $44.4377 7 of 9 09/06/12 SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Building Official 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 City Planner 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 Fire Marshal&Emergency Mgmt.Coordinator 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 EMS Operations Director 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 Training Battalion Chief 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 61 $64,740 $31.1252 $80,926 $38.9065 $97,111 $46.6878 62 $66,359 $31.9034 $82,949 $39.8793 $99,539 $47.8552 Vice President,EDC 63 $68,018 $32.7008 $85,022 $40.8760 $102,027 $49.0512 Deputy City Engineer/Transportation 63 $68,018 $32.7008 $85,022 $40.8760 $102,027 $49.0512 Assistant City Attorney II 64 $69,718 $33.5183 $87,148 $41.8978 $104,577 $50.2774 65 $71,461 $34.3563 $89,327 $42.9454 $107,192 $51.5345 Assistant Chief of Police 66 $73,246 $35.2145 $91,558 $44.0181 $109,869 $52.8218 Deputy City Attorney 67 $75,079 $36.0957 $93,849 $45.1197 $112,619 $54.1436 President,EDC 68 $76,956 $36.9980 $96,195 $46.2476 $115,434 $55.4971 Director of Human Resources 68 $76,956 $36.9980 $96,195 $46.2476 $115,434 $55.4971 Director of Parks&Recreation 69 $78,879 $37.9224 $98,598 $47.4030 $118,318 $56.8836 Fire Chief 70 $80,852 $38.8713 $101,065 $48.5891 $121,279 $58.3070 Director of Public Works 70 $80,852 $38.8713 $101,065 $48.5891 $121,279 $58.3070 City Engineer/Deputy Director 70 $80,852 $38.8713 $101,065 $48.5891 $121,279 $58.3070 71 $82,872 $39.8423 $103,590 $49.8028 $124,308 $59.7634 8 of 9 09/06/12 SALARY RANGES PER JOB CLASS EXHIBIT C (In Salary Range Order) SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Police Chief 72 $84,945 $40.8387 $106,181 $51.0484 $127,417 $61.2581 Director of Finance 72 $84,945 $40.8387 $106,181 $51.0484 $127,417 $61.2581 Director of Community Development 72 $84,945 $40.8387 $106,181 $51.0484 $127,417 $61.2581 Director of Engineering and Capital Projects 72 $84,945 $40.8387 $106,181 $51.0484 $127,417 $61.2581 73 $87,068 $41.8597 $108,835 $52.3247 $130,602 $62.7896 74 $89,245 $42.9062 $111,556 $53.6328 $133,867 $64.3593 City Attorney 75 $91,476 $43.9787 $114,345 $54.9733 $137,213 $65.9680 76 $93,762 $45.0781 $117,203 $56.3476 $140,644 $67.6172 77 $96,108 $46.2060 $120,136 $57.7575 $144,163 $69.3090 Assistant City Manager 78 $98,511 $47.3609 $123,138 $59.2011 $147,766 $71.0413 79 $100,972 $48.5442 $126,215 $60.6802 $151,458 $72.8162 80 $103,497 $49.7583 $129,372 $62.1979 $155,246 $74.6375 81 $106,083 $51.0015 $132,604 $63.7518 $159,125 $76.5022 82 $108,736 $52.2770 $135,920 $65.3462 $163,104 $78.4154 83 $111,456 $53.5848 $139,321 $66.9810 $167,185 $80.3772 84 $114,241 $54.9236 $142,801 $68.6545 $171,362 $82.3854 85 $117,098 $56.2971 $146,373 $70.3714 $175,647 $84.4457 City Manager 86 $120,025 $57.7045 $150,032 $72.1307 $180,038 $86.5568 9 of 9 09/06/12 CITY OF PEARLAND FIRE PAY PLAN Effective 10/01/12 Salary MINIMUM MIDPOINT MAXIMUM Range Job Title Annual Hourly Annual Hourly Annual Hourly F-1 Firefighter $38,000.00 $13.7881 $47,500.00 $17.2351 $57,000.00 $20.6821 F-2 Driver/Operator $44,920.00 $16.2990 $56,150.00 $20.3737 $67,380.00 $24.4485 F-3 Fire Lieutenant $51,839.00 $18.8095 $64,798.75 $23.5119 $77,758.50 $28.2143 F-4 F-5 Battalion Chief $63,161.00 $22.9176 $78,951.25 $28.6470 $94,741.50 $34.3765 F-6 (Hourly Rate or regular rate of pay based on 2756 Regular Hours.) 10/01/11 GENERAL FUND (FUND 10) CHANGES FY2011-12 PROJECTED BUDGET Beginning Fund Balance $14,523,546 Revenues: $52,983,467 TOTAL REVENUES $52,983,467 Expenditures: $53,012,700 TOTAL EXPENDITURES $53,012,700 Net Revenues Over/(Under) Expenses -$29,233 Ending Fund Balance $14,494,313 FY2012-13 PROPOSED BUDGET Beginning Fund Balance $14,494,313 Revenues: $56,387,521 TOTAL REVENUES $56,387,521 Expenditures: $58,575,184 Additional Health Code Officer(and vehicle) - 1630 $72,252 Reduction for Group Medical in Police Patrol -2212 -$72,252 TOTAL EXPENDITURES $58,575,184 Net Revenues Over/(Under) Expenses -$2,187,663 Ending Fund Balance $12,306,650 Filed Ending Fund Balance $12,306,650 HOTEL/MOTEL FUND (FUND 45) CHANGES FY2011-12 PROJECTED BUDGET Beginning Fund Balance $1,454,892 Revenues: $769,923 TOTAL REVENUES $769,923 Expenditures: $445,944 TOTAL EXPENDITURES $445,944 Net Revenues Over/(Under) Expenses $323,979 Ending Fund Balance $1,778,871 FY2012-13 PROPOSED BUDGET Beginning Fund Balance $1,778,871 Revenues: $931,082 TOTAL REVENUES $931,082 Expenditures: $704,397 Reduction in Cultural Arts Study -$125,000 TOTAL EXPENDITURES $579,397 Net Revenues Over/(Under) Expenses $351,685 Ending Fund Balance $2,130,556 Filed Ending Fund Balance $2,005,556 CAPITAL PROJECT FUND (FUND 68) CHANGES FY2011-12 PROJECTED BUDGET Beginning Fund Balance $2,602,674 Revenues: $1,570,077 TOTAL REVENUES $1,570,077 Expenditures: $3,365,165 Barry Rose-Segment C additional funds needed $15,977 TOTAL EXPENDITURES $3,381,142 Net Revenues Over/(Under) Expenses -$1,811,065 Ending Fund Balance $791,609 FY2012-13 PROPOSED BUDGET Beginning Fund Balance $791,609 Revenues: $0 TOTAL REVENUES $0 Expenditures: $685,502 TOTAL EXPENDITURES $685,502 Net Revenues Over/(Under) Expenses -$685,502 Ending Fund Balance $106,107 Filed Ending Fund Balance $122,084 GRANT FUND (FUND 101 ) CHANGES FY2011-12 PROJECTED BUDGET Beginning Fund Balance $27,450 Revenues: $1,025,388 TOTAL REVENUES $1,025,388 Expenditures: $1,025,383 TOTAL EXPENDITURES $1,025,383 Net Revenues Over/(Under) Expenses $5 Ending Fund Balance $27,455 FY2012-13 PROPOSED BUDGET Beginning Fund Balance $27,455 Revenues: $659,925 Grant funding for Police mobile command unit -$107,000 TOTAL REVENUES $552,925 Expenditures: $659,925 Grant funding for Police mobile command unit -$107,000 TOTAL EXPENDITURES $552,925 Net Revenues Over/(Under) Expenses $0 Ending Fund Balance $27,455 Filed Ending Fund Balance $27,455 CAPITAL PROJECT FUND (FUND 202) CHANGES FY2011-12 PROJECTED BUDGET Beginning Fund Balance $4,503,434 Revenues: $498,517 TOTAL REVENUES $498,517 Expenditures: $3,244,096 Reduction for Town Ditch III project -$31,500 TOTAL EXPENDITURES $3,212,596 Net Revenues Over/(Under) Expenses -$2,714,079 Ending Fund Balance $1,789,355 FY2012-13 PROPOSED BUDGET Beginning Fund Balance $1,789,355 Revenues: $630 TOTAL REVENUES $630 Expenditures: $595,692 TOTAL EXPENDITURES $595,692 Net Revenues Over/(Under) Expenses -$595,062 Ending Fund Balance $1,194,293 Filed Ending Fund Balance $1,162,793 CAPITAL PROJECT FUND (FUND 203) CHANGES FY2011-12 PROJECTED BUDGET Beginning Fund Balance $2,919,297 Revenues: $5,971,425 Development agreement for Hickory Slough $332,331 TOTAL REVENUES $6,303,756 Expenditures: $10,213,966 Development agreement for Hickory Slough $332,331 TOTAL EXPENDITURES $10,546,297 Net Revenues Over/(Under) Expenses -$4,242,541 Ending Fund Balance -$1,323,244 FY2012-13 PROPOSED BUDGET Beginning Fund Balance -$1,323,244 Revenues: $11,828,962 TOTAL REVENUES $11,828,962 Expenditures: $10,050,060 TOTAL EXPENDITURES $10,050,060 Net Revenues Over/(Under) Expenses $1,778,902 Ending Fund Balance $455,658 Filed Ending Fund Balance $455,658 City of Pearland, Texas Fiscal Year Adopted Bud • ..,....... .. .._ 2012 - 2013 , . . .,.., ........, y r ...' , 31. . . , _______ . ,.....71....,.-- . , . 1 ' ---- ,............,_.....„.,........ ..... .-1.„?. : , -- ' Alr_ : -. ..= 14. ,-,-.1"11-- . 71 ( ' . . . , - 1 ,.:„ ' ,.. . , . 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A C_ AAI v, T E X A S Ea, CITY OF PEARLAND, TEXAS ADOPTED BUDGET FOR FISCAL YEAR OCTOBER 1, 2012 TO SEPTEMBER 30, 2013 TOM REID MAYOR WOODY OWENS SCOTT SHERMAN, COUNCIL MEMBER, POSITION 1 COUNCIL MEMBER, POSITION 2 SUSAN SHERROUSE COUNCIL MEMBER, POSITION 3 MAYOR PRO-TEM KEITH ORDENEAUX GREG HILL COUNCIL MEMBER, POSITION 4 COUNCIL MEMBER, POSITION 5 PRESENTED BY: BILL EISEN CITY MANAGER MIKE HODGE JON BRANSON CLAIRE BOGARD ASSISTANT CITY ASSISTANT CITY DIRECTOR OF MANAGER MANAGER FINANCE BUDGET AND RESEARCH STAFF BOBBY PENNINGTON, BUDGET OFFICER JUNE ELLIS, BUDGET ANALYST PAULETTE ENGLUND, BUDGET ANALYST JOEL HARDY, GRANT COORDINATOR For more information contact: The City of Pearland; 3519 Liberty Drive; Pearland, Texas 77581 (281) 652-1600 www.ci.pearland.tx.us • GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO . City of Pearland Texas For the Fiscal Year Beginning ' October 1, 2011 , Art.,44v-0 ,girejerg•-•09.4goarg., President Executive Director . The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Pearland, Texas, for its annual budget for the fiscal year beginning October 1, 2011. In order to receive this award, a governmental unit must publish a budget . document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. ' This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. CITY OF PEARLAND ADOPTED BUDGET FY 2013 TABLE OF CONTENTS INTRODUCTION Table of Contents 1 Principal City Officials 5 Organization Chart 6 Introduction to the City 7 Demographics and Statistics 8-9 TRANSMITTAL LETTER City Manager's Budget Message i-ix OVERVIEW City Council Strategic Initiatives 11-12 Reader's Guide to the Budget 13 Organization of the Budget Document 13-14 Fund Structure 15 Budget Objectives and Philosophy 16 Basis of Budgeting and Accounting 16-17 Budget Procedures 17-18 Procedure to Amending the Budget 18 FY 2013 Budget Calendar 19-20 COMPREHENSIVE FINANCIAL MANAGEMENT POLICY STATEMENTS 21-22 I. Accounting, Auditing and Financial Reporting 23 II. Budget and Long Range Financial Planning 24-25 III. Revenues 26-27 IV. Expenditures 27 V. Fund Balance and Reserves 27-29 VI. Capital Expenditures and Improvements 29-30 VII. Debt 30-33 VIII.Cash Management and Investments 33-34 IX. Grants and Intergovernmental Revenues 34-35 X. Financial Consultants 35-36 HIGHLIGHTS 37 General Fund Highlights 38-40 Grant Fund Highlights 41-42 Water& Sewer Fund Highlights 43-44 Staffing Changes 45-46 Revenue Enhancements—General Fund 47-50 Budget Reductions—General Fund 51-53 TRENDS AND FINANCIAL SUMMARIES General Fund and Water& Sewer Fund Trends— Revenues, Expenditures and Other Sources 55-60 Revenues and Expenditures Summary—All Funds 61 Revenues and Expenditures—Graphs—All Funds 62 Analysis of Fund Balance and Cash Equivalents—All Funds 63 Special Revenue Funds 63 Governmental Capital Project Funds 64 Individual Proprietary Funds 64 Individual Proprietary Capital Project Funds 64 Internal Service Funds 65 P.E.D.0 65 PROPERTY TAXES Overview 67 Tax Collections 68 Effective Tax Rate Publication 69-70 Assessed Valuation, Tax Levied and Tax Collected 71 Assessed Valuation -Graph 72 1 . PROPERTY TAXES (continued) Tax Rate Distribution for Debt Service & General Fund 73 ' Principal Taxpayers 74 DEBT SERVICE FUND Overview 75 Debt Service Fund Revenues, Expenditures and Fund Balance 76 ' Revenue Detail 77 Governmental Debt Maturity Schedule 78 Governmental Debt to Maturity Graph 79 ' General Debt Schedule 80-83 'GENERAL FUND • Overview 85-88 Total Revenue and Total Expenditure Graph 89 Revenue Detail 90-93 Expenditure Summary -All General Fund Departments by Category 94 Expenditure Summary -All General Fund Departments by Function 95-96 General Government Expenditure and Staffing Summary 97-98 1010 -City Council 99-101 1020 -City Manager 102-104 1040 - Human Resources 105-108 1050 - City Secretary 109-112 1080 - Legal 113-115 1250 - Information Technology 116-119 1260 - Finance 120-123 1270 -Other Requirements 124 1380 - Library 125-126 Public Safety Expenditure and Staffing Summary 127-128 ' Police Department Organization Chart 129 Police Department Overview and Key Budget Items 130 2211 - Police -Administration 131-133 2212 - Police - Patrol Operations 134-136 2213 - Police - Investigations 137-139 2214 - Police - Community Services 140-142 2215 - Police - Support Services 143-145 2216 - Police - Jail 146-148 ' 2217 - Police - License & Weight 149-151 2218 - Police - School Resource Officer 152-154 2219 - Police-Traffic Enforcement 155-157 2221 - Police -Special Investigations 158-160 2222 - Police -Training 161-163 2320 - Fire Department 164-167 ' 2340 - Fire Marshal 168-171 m 2350 - Emergency Management 172-173 2460 - Emergency Medical Services 174-177 Community Services Expenditure and Staffing Summary 178-179 Community Development Overview and Key Budget Items 180-182 1605 - Community Development Administration 183-184 . 1610 - Permits and Inspections 185-187 1630 - Environmental & Health 188-190 ' 1650 - Planning 191-194 1520 -Animal Control 195-198 1530 - Public Affairs 199-202 1540 - Municipal Court 203-206 Public Works Expenditure and Staffing Summary 207 Public Works Overview and Key Budget Items 208-209 3520 - Public Works Administration 210-212 3530 - Fleet Maintenance 213-215 3570 - Streets & Drainage 216-218 3590 - Service Center 219-220 3548 - PW Geographical Information System (GIS) 221 7 GENERAL FUND (continued) Engineering & Capital Projects Overview and Key Budget Items 222 1405 - Engineering & Capital Projects Administration 223-225 1440 - Capital Projects 226-229 1460 - Geographical Information System (GIS) 230-232 1420 - Engineering 233-235 1425 - Traffic Operations & Maintenance 236-238 Parks & Recreation Expenditure and Staffing Summary 239-241 Parks & Recreation Overview and Key Budget Items 242-243 3395 - Parks & Recreation -Administration 244-246 3340 - Parks & Recreation - Recreation Center/Natatorium 247-249 3341 - Parks & Recreation -Westside Events Center 250-252 3389 - Parks & Recreation — Medians/ROWs Maintenance 253-255 3390 - Parks & Recreation - Parks Maintenance 256-258 3320 - Custodial Services 259-261 3321 - Facilities Maintenance 262-264 3391 - Parks & Recreation - Community Center 265 3392 - Parks & Recreation -Athletics 266-268 3393 - Parks & Recreation - Special Events 269-271 3394 - Parks & Recreation - Senior Program 272-274 3396 - Parks & Recreation -Youth Development 275-277 3397 - Parks & Recreation -Aquatics 278-280 3351 - Recycling 281-283 ENTERPRISE FUND Water& Sewer Fund Overview, Revenue and Expense Summary 285-286 Water& Sewer Fund Revenue Detail 287 Water& Sewer Fund Expense and Staffing Summary -All Departments 288 Public Works Overview and Key Budget Items 289-290 4041 - Lift Stations 291-293 4042 -Wastewater Treatment 294-296 4043 -Water Production 297-300 4044 - Distribution & Collection 301-303 4047 -Water& Sewer Construction 304-305 4048 - PW Geographical Information System (GIS) 307-309 4145 -Water& Sewer Billing & Collections 310-313 4246 -Other Requirements/Debt Service 314 Enterprise Fund Debt Maturity Schedule 315 Enterprise Fund Debt to Maturity Graph 316 Enterprise Fund Debt Schedule 317-318 Solid Waste Fund 31 - 3350 319-321 CAPITAL PROJECT FUNDS Capital Projects Funds 323-324 Fund 50 Capital Projects Pay-As-You-Go CIP 325 Fund 68 Capital Projects— Certificate of Obligation 2001 326 Fund 70 Capital Projects— Mobility Certificate of Obligation 2001 327 Fund 200 Capital Projects— Certificate of Obligation 2006 328 Fund 201 Capital Projects—Certificate of Obligation 2007 329 Fund 202 Capital Projects— GO Series 2007A 330 Fund 203 Capital Projects—GO Series 2009 331 Fund 42 Utility Impact Fee 332 Fund 44 Shadow Creek Impact Fee 333 Fund 64 1998 Certificate of Obligation 334 Fund 671999 W& S Revenue Bonds 335 Fund 301 Water/Sewer Pay-As-You-Go CIP 336 Impact on Operating Funds 337-342 SPECIAL REVENUE FUNDS Special Revenue Funds Definition 343-344 Court Security Fund — 17 345-346 Citywide Donation Fund — 18 347-348 3 SPECIAL REVENUE FUNDS (continued) Court Technology Fund — 19 349-350 ' Juvenile Management Fund—23 351-352 • Traffic Impact Improvement Fund—35 353-354 Regional Detention Fund—43 355-356 ' Hotel/Motel Occupancy Tax Fund —45 357-358 Parks Donations Fund—46 359-360 Park& Recreation Development Fund —47 361-363 Tree Trust Fund—49 364-365 Sidewalk Fund —55 366-367 Police State Seizure Fund —60 368-369 ' Federal Seizure Police Fund—62 370-371 Grant Fund— 101 372-374 Community Development Fund—105-110 375-376 Community Development-Recovery Fund — 116 377-378 Management District 1 Fund— 120 379-380 University of Houston Fund — 140 381-382 Municipal Channel— 145 383-384 INTERNAL SERVICE FUND Internal Service Funds Definition 385 ' Property/Liability Insurance—95 386-387 Medical Self-Insurance—99 388-389 P.E.D.C. Component Units Definition 391 ' P.E.D.C. Overview 392-394 P.E.D.C. Revenue Detail 395 P.E.D.C. Expenditure and Staffing Summary 396 P.E.D.C. Goals, Accomplishments, Objectives, Performance Measures 397-398 P.E.D.C. Debt to Maturity Schedule 399 P.E.D.C. Debt to Maturity Graph 400 P.E.D.C. Debt Schedule 401 FIVE-YEAR FORECAST 403-427 APPENDIX gb New Personnel Funded 429 Staffing Chart 430 Full-Time Equivalents Per 1,000 Population Graph 431 ID Full-Time Equivalents Graph 432 Employee by Service Area Graph 433 Supplemental & Capital Requests Funded—General Fund 434-438 Supplemental & Capital Requests Funded —General Fund MUD#4 439 Supplemental & Capital Requests Not Funded—General Fund 440-443 Supplemental & Capital Requests Funded—Water& Sewer Fund 444-445 Supplemental & Capital Requests Funded—Water& Sewer Fund MUD#4 446 Supplemental & Capital Requests Funded —Other Funding Sources 447 City Charter of Pearland 448-451 Ordinance Adopting the Budget 452-453 Exhibit A- FY 2011-2012 Budget Comparisons 454-455 Exhibit B - FY 2012-2013 Adopted Budget 456-457 Exhibit C - FY 2012-2013 General Pay Plan 458-466 EMS (Emergency Medical Services) Pay Plan 467 Fire Pay Plan 468 Police Pay Plan 469 Part-time Seasonal Pay Plan 470 Ordinance Levying Taxes 471-472 GLOSSARY Glossary 473-478 Acronyms 479-483 4 CITY OF PEARLAND, TEXAS PRINCIPAL CITY OFFICIALS Elected Officials Position Tom Reid Mayor Woody Owens Councilmember, Position One Scott Sherman Councilmember, Position Two Susan Sherrouse Councilmember, Position Three, Mayor Pro Tem Keith Ordeneaux Councilmember, Position Four Greg Hill Councilmember, Position Five Appointed Officials Bill Eisen City Manager Darrin Coker City Attorney Letitia Farnie Municipal Court Judge City Management Jon Branson Assistant City Manager Mike Hodge Assistant City Manager Claire Bogard Director of Finance Matthew Buchanan President, P.E.D.C. Daniel Baum Chief, Emergency Medical Services Young Lorfing City Secretary Danny Cameron Director of Public Works Bonita Hall Director of Human Resources Chris Doyle Police Chief Lata Krishnarao Director, Community Development Michelle Smith Director of Parks & Recreation Vance Riley Fire Chief Andrew Fearn Head Librarian Trent Epperson Director of Engineering & Capital Projects 5 I. CITY OF PEARLAND, TEXAS ORGANIZATIONAL CHART I. CITIZENS OF PEARLAND I ' MAYOR AND CITY COUNCIL MUNICIPAL JUDGES BOARDS & , COMMISSIONS CITY ATTORNEY CITY MANAGER ECONOMIC DEVELOPMENT ' ASSISTANT ASSISTANT CITY MANAGER CITY MANAGER ' ENGINEERING ' & CAPITAL COMMUNITY PARKS & HUMAN PROJECTS DEVELOPMENT RECREATION RESOURCES ADMIN. • PLANNING PUBLIC ANIMAL ' CAPITAL WORKS CONTROL PROJECTS PERMITS & INSPECTIONS ENGINEERING PUBLIC AFFAIRS HEALTH & TRAFFIC ENVIRON. SVCS • OPER. & MTCE. GIS POLICE H L FINANCE EMERGENCY MEDICAL SERVICES INFORMATION CITY SECRETARY TECHNOLOGY ACCOUNTING FIRE �"-' PURCHASING BUDGET FIRE MARSHAL W& S EMERGENCY BILLING & MUNICIPAL MANAGEMENT COLLECTIONS COURT 6 INTRODUCTION TO THE CITY OF PEARLAND, TEXAS EARL,AND=_-- Established 1894 "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. 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, increasing from approximately 18,000 residents in 1990 to an estimated 104,100 in 2013. Pearland's location, coupled with its expressed goals of long-term planned growth, is propelling the City's rapid economic growth and development. Five major highways are accessible by Pearland residents, and the City is only six miles from Hobby Airport. The area of the City of Pearland is a total of 72.68 square miles, 48.39 of which is in the City limits, and 24.29 in the Extra-Territorial Jurisdiction (ETJ). The City of Pearland is a home-rule City operating under a Council-Manager form of government. Policy-making and legislative authority are vested in a governing council (Council) consisting of the mayor and five other members. The Mayor and each Council member are elected at-large, and the Mayor and all other Council members hold office for a period of three years and until his/her successor is elected and qualified. Council members shall be limited to two full consecutive terms of office and there is no limitation on the office of the Mayor. The City Manager is appointed by Council and is responsible for implementation of Council policy, execution of the laws and all day-to- day operations of the City. A full range of municipal services is provided by the City of Pearland, including public safety (police, fire and emergency medical services), animal control, solid waste, traffic operations, water and wastewater utilities, public improvements, repair and maintenance of infrastructure, recreational and community activities, general administrative services, a library through a cooperative effort of the City of Pearland and the County of Brazoria. Pearland's location is one of its greatest assets HO I 'TO[' 6111 ip Part of t Located approximately 20 minutes from downtown Houston and a�. "� less than 15 minutes from the Texas Medical Center, Pearland ` r` offers the lifestyle of a small town, but still provides easy access a8 to the City of Houston's theater district, museum district, the ax Galleria and other venues. N • Pearland is 15 minutes from NASA's Johnson Space Center, w O F 51x providing a highly educated workforce. Beltway 8, Houston's me. . ,„,„d, second loop, runs along Pearland's northern boundary. In To addition, Pearland is located off State Highway 288, which is Po surrounded by some of the most desirable undeveloped land around Houston, as well as recently developed neighborhood and shopping districts. '+ pEI A For air travel, Houston's Hobby Airport is less than 10 minutes T 'EJX A from Pearland's northern City limits on State Highway 35. 7 I FY 2013 ADOPTED BUDGET ' INFORMATION ON THE CITY OF PEARLAND ' I l 1 / - I POPULATION PUBLIC SCHOOL ENROLLMENT I 25,000 - ■ 130,000 90,700 20,000- 21,269 20,931 80 000 20,056 I 60 000 15,000- _ ■ I �coo 10,000- 20,000 5,000- III 0 2009 2010 2011 2012 2013 0 I 2009 2010 2011 2012 2013 f I 16 i 1 l MAJOR EMPLOYERS UNEMPLOYMENT RATE ■ 2,500 12.0 ■ 2,000 10.0- ■ 1,500 8.0 ■ 6.0 1,000 4.0 .._....... ■ 500 0 14E1 I i QQ_� 2.0 ■ L a o 0.0 g � m v S W c � rl a g. .� Ft, �@ , E 2 . 0 N L ( z 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 d 5 C3 8 m � E mcn a- —._Peariand State —A—National / ` 1 ■ I: SINGLE FAMILY PERMIT VALUATION ' SINGLE FAMILY BUILDING PERMITS \ ($ In Millions) $250 1,200- I 1,000- $200- ■ 800-0 ■ $150 600- $100I: 400 $50 200 I SO . 0- — \ 2009 2010 2011 2012 2013 J 2009 2010 2011 2012 2013 8 CITY OF PEARLAND, TX - AT A GLANCE Date of Incorporation December 1959 Education Pearland and Alvin Independent School Districts Date of Present Charter Adopted Home Rule Includes Pearland students attending Pasadena ISD Charter Feb. 6, 1971; Number of students 23,771 Revised 5/2/1998; Ratio of students to teachers 18.08 Revised 5/8/2010 Number of K-12 schools in Pearland 27 University of Houston/Clearlake-Pearland Campus Form of Government Council - Manager City Employees Area Full-time 581 City limits 48.39 square miles Part-time 131 ETJ 24.29 square miles Total area 72.68 square miles Police Protection Number of stations 1 Population Number of Police Officers 146 Estimated 2013 104,100 Number of civilian employees 52 Average Per Capita Income $ 34,154 Calls for service 152,525 Average home value $177,882 Median Age 34.1 Fire Protection Number of households Number of stations 6 Single family 31,222 Number of manned stations 24/7 3 Multi-family 6,361 Number of paid Firefighter personnel 50 Median household income $ 85,985 Number of volunteers 60 Average years of education 14.2 Number of fire hydrants 4,776 Racial composition (2010 US Census): Calls for service 2,826 White 48.8 Hispanic 20.5 Fire Marshal & Emergency Management Center Black/African-American 16.1 Number of paid personnel 8 Asian 12.3 Other 2.3 Emergency Medical Services Number of paid Paramedics& EMT's 62 Property Tax rate (FY 2012) Number of volunteers 3 General Operating $0.2151 Number of stations 4 Debt Service $0.4900 Calls for service 7,668 Total $0.7051 Number of transports 4,810 Bond Ratings Recreation Fitch (GO &W/S Revenue) AA-&A+ Number of parks 13 S&P (GO) AA- Senior and Recreation Centers 3 Recycling Center 1 Major Employers Sports playfields 8 Pearland ISD Sports courts 18 Wal-Mart Swimming pools 3 City Government Library Kemlon Locations 2 HEB Number of holdings 123,180 Davis-Lynch Sam's Club Utilities Bass Pro Shop Average daily water production 11,775,000 gallons Home Depot Maximum daily water production 21,809,300 gallons Packaging Service Co., Inc. Daily water treatment capacity 47,100,000 gallons 9 'Ii 1 / ,..olottii iii6.. 7 '- l )i ( A i - 4 /' / , / 4, N\71 , , \ 1 2 1 ( ) , I min Imo 4 4 Q riimm ) ini in M nlll um ,11 m 11 A.,i1 1 --"N 1 ' it --) P\ NIJ _ 1.,,,„..,,,......r. .. . .. _ _ THIS PAGE INTENTIONALLY LEFT BLANK Io AlL pE9R H ;;- _ aARLifm4D r F. \ > S MEMORANDUM TO: MAYOR REID AND MEMBERS OF THE CITY COUNCIL FROM: BILL EISEN, CITY MANAGER DATE: OCTOBER 1, 2012 SUBJECT: ADOPTED OPERATING BUDGET FOR FY 2012-13 The Adopted Operating Budget for the 2012-13 fiscal year accompanies this memorandum. The budget addresses goals set by the City Council and seeks to respond to challenges that the City will face in the coming year. Introduction Two factors played major roles in the development of the budget, the improving Houston area economy and the City's increasing population, which will include the annexation of Brazoria MUD No. 4 on December 31, 2012. The improving regional economy will result in substantially improved revenues in the coming fiscal year. Improved economic conditions will be most noticeable in two major revenue sources - sales tax and building permit revenue. Sales tax revenue for the current year is up by 10.4% over FY 2010-11 levels, as of the end of August. The Adopted Budget for 2012-13 includes a total increase in sales tax of 5.4% over the projected revenues from this year. This increase assumes an overall increase in the dollar value of sales and also incorporates additional revenue from two major new sales tax producers, Sam's Club and Kelsey—Seybold. Building Permit revenue is also projected to maintain the strong levels that have developed during the current fiscal year. The 2011-12 Adopted Budget was based on an estimated 744 single-family permits. Due to the strengthening regional economy during the current year, housing starts are expected to slightly exceed 1,000. The Adopted Budget for 2012-13 anticipates 1,142 single family permits. Another economic factor that will impact revenues is an increase in property values, due to new construction. Values of existing residential properties have declined slightly over the past few years and indications are that this trend will continue for the upcoming year. The 3519 LIBERTY DRIVE• PEARLAND,TEXAS 177581.-5416•281-652-1600 • www.ci.pearland.tx.us Printed on Recycled Paper impact of increased residential and commercial construction will more than offset home values for existing properties for 2013. Another significant factor that impacts the Adopted Budget is a 7.1% increase in population. This increase in population results in increased services to meet the needs of the new residents. This projected increase in population is a combination of two factors — newly constructed homes and multifamily dwellings and the annexation of Brazoria MUD No. 4 on December 31, 2012. The budget incorporates an increase of 2 cents in the property tax rate. The entire increase is related to debt service. Of the total adopted tax rate of 70.51 cents per hundred dollars valuation, the operating tax rate remains at 21.51 cents per hundred dollars and the debt service tax rate is 49 cents. With this increase, the overall tax rate will have increased by 5.25 cents since the 2007 bond election. Prior to the election, voters were informed that approval of the bond propositions could result in a tax increase of 13 cents per hundred dollars of value. Water and sewer rates are to remain at current rates for the fourth consecutive year. Charges for various services and permits were reviewed as part of the budget process to determine their competitiveness relative to other area cities. As a result, increases in several charges and fees are included in this document. Council Goals In February of this year, the City Council conducted its annual goal-setting meeting for the upcoming year. Several of those goals have budgetary implications and are addressed in this document. • Maintaining appropriate Street Crimes Unit staffing in the Police Department will be made possible by the addition of six Police Officer positions (4 in October and 2 in April.) These new personnel will also assist in addressing increased calls for service due in part to the increase in population. • During development of the budget, a Council workshop was held to update the Council on area economic conditions and projections for the coming year. An economist for the Greater Houston Partnership provided a briefing on these issues in April. The Five (5) Year Forecast for all major operating funds and the Debt Service fund have been updated to provide the best possible information on financial trends. • Nine (9) projects (seven road segments and two trails) have been submitted to H-GAC for possible state and or federal funding. If any, or all, of these projects are funded by grants, city costs could be dramatically reduced over the next few years. • Funding for the Westside Library with an anticipated opening in January 2013 is included. • Funding for staff and for incentives to recruit new business to the City continues to be provided in the Pearland Economic Development Corporation's budget. Three businesses that were recruited and provided incentives by PEDC will open during the 2012-13 fiscal year. Kelsey Seybold, Merit Medical Systems, and Ref-Chem will add approximately 1,000 new jobs to the City employment base when all three facilities are opened. 11 Adopted Budget Reductions and Revenue Increases The staff has continued to evaluate the budget to determine ways to reduce current expenditures. Over the past 3 years, a total of $4.4 million in General Fund budget reductions have been implemented. The Adopted Budget includes another $330,227 in reductions. Major reductions include eliminating the audio services ($3,276) used to make audio recordings available on the web site. This system has been replaced with the video recording system. Other reductions include: • Change in funding formula for the Westside Library that results in the County paying all personnel costs ($32,678). • Change EMS Billing Contractor. A bid process has been conducted, and a savings of $141,967 is projected. • Existing fees for services and programs have been reviewed and a number of changes to fee structures are anticipated to recover more of the costs of the services and to more closely reflect the fees charged by neighboring communities. These fee increases include the following: o Increase building permit fees to more closely reflect those in surrounding communities ($188,501). o Increase permit fees for health permits charged to food service establishments ($68,575)to help recover costs for two additional health code inspectors. o Increase fees for zoning applications for tracts other than small residential properties ($20,000). o Institute fees for third and fourth call-backs for fire inspections ($32,500). o Increase or institute various fees at the Recreation Center/Natatorium for Learn-To- Swim Classes, score-board sponsorships, initiation fee for memberships, and the addition of new fee-based programs. Total revenue from the new and increased fees and programs is projected to be $71,970. o Increase in outdoor pool admissions, rentals, pool passes, Learn-To-Swim Classes, concession fees, and rentals ($35,385). Other Major Issues The budget includes the addition of 12 new personnel, ten in the General Fund and two in the Water and Sewer Fund. These Include: • Six new Police Officers (four in October and two in April) due to the increase in population and in call volume ($518,177, including vehicle cost). • Addition of a new jailer position in the Police Department due to increased number of inmates and the need to provide a safe environment for both prisoner and jail personnel. The addition of this position will allow for a reduction in overtime cost for existing personnel (net cost of$33,326). iii • Addition of a Records Clerk in the Police Department to accommodate an increase in the number of cases, incoming phone calls, and alarm notices handled by this unit. ($37,974). • Addition of two Code Enforcement/Health Officers: The City has approximately 400 business establishments that have some form of food service. Currently, there is only one person doing inspections of these facilities. Due to an increase in the number of establishments, one person cannot complete the two inspections per year required by the City Ordinance. The cost of these new positions and vehicles ($144,504) will be partially offset by an increase in permit fees charged to food establishments. • In addition, the General Fund Budget includes conversion of a part-time position in Community Development to a full-time position. ($24,734) The additional position is added due to increased activity in the department. Also, one part-time position in Municipal Court is added due to increases in both the number of charges filed and the number of trials requested ($12,747). The Water and Sewer Fund Budget includes funding for two new positions: • The Water and Sewer Maintenance Division includes a new Maintenance Worker position, which will allow for greater capabilities for Vactor operation and for the unit that televises sewer liners ($39,246). • A GPS Field Technician is also added. This position will allow increased ability to gather data points for maintenance of GIS layers ($64,323, including new vehicle). The budget also includes a 3% increase in the Police Pay Plan and an average 3% pay for performance increase for all civilian personnel. Police Civil Service employees will automatically receive the 3% increase on October 1. In addition, Civil Service employees who have not reached the top of their pay range will also receive a 3% step increase on their anniversary dates. Civilian personnel will receive an increase on October 1. The percent increase for each civilian employee will vary based upon performance evaluations. This document includes a number of summaries intended to make it easier for readers to understand. These include: • Overviews of each Fund are provided at the beginning of each fund's budget. • An overview of Property Tax Collection begins on page 67. • A Highlight section which describes major changes in expenditures, revenues, and staffing in the largest funds begin on page 37. • Lists of funded supplemental and capital requests begin on page 434. • A list of unfunded requests begins on page 440. iv General Fund Revenues Total General Fund Revenues are projected to be $56,387,521, an increase of 10.2% over the 2011-12 Amended Budget. The increase in revenue is attributable to a number of factors including improving economic conditions and increase in population and resulting expanded economic activity. Changes in major categories of revenues from the 2011-12 Amended Budget include: • An increase to the General Fund in current Property taxes of $231,138. Although the operating tax rate will remain the same, a relatively small increase to the General Fund is anticipated due to new construction. • An increase in Sales Tax Revenue of $1,501,123. This increase is due to several factors; increases in the number of sales due to the improving economy, additional sales outlets (such as Sam's Club), and, although it was relatively low for the past year, an increase in the price of goods subject to the sales tax. • An increase in Franchise Fees of $654,996 due primarily to the increase in population and housing units and new business in the City. • An increase in the Licenses and Permits category which is primarily made up of building permit related fees of $828,690. This revenue increase is due to substantially higher single-family construction activity that began to materialize during the current fiscal year. • An increase in Ambulance Fees revenue of $338,000 resulting from an increase in the number of calls for service. • An increase in TIRZ Administration Fees of $489,703 due to an increase in total tax levy in TIRZ No. 2 (Shadow Creek Ranch). Expenditures Operating Expenditures of $56,829,532 are an increase of 10.8% over the 2011-12 Amended Budget. A number of factors contribute to this increase. A detailed description can be found immediately following the General Fund Summary page. Some of the major factors include an emphasis on Public Safety, pay adjustments to reward performance and retain employees, new personnel previously discussed, increased cost for medical insurance, the opening of the Westside Library, and the annexation of MUD No. 4. The emphasis on public safety includes funding for new personnel in the Police Department, replacement of major equipment for Fire and EMS, and expanded emergency dispatch capability for the three departments. The eight new personnel in Police will provide additional patrol capability, addition of a motorcycle officer to respond to neighborhood traffic concerns, the ability to serve a newly annexed area, and expanded staffing of the Jail and Records Divisions. The Police Budget also includes funding for shift differential pay for those employees who work the night shift. It is becoming more common for employers to provide additional v compensation to the persons who work these shifts. The Budget proposes an additional one dollar per hour for persons in Patrol, Jail, Records and Communications (Dispatch) Divisions that work this shift. The total cost of this shift differential pay for the year is $173,016. As call volumes increase in Police, Fire, and EMS, the need for additional dispatch personnel has also arisen. The Chiefs of the three public safety departments have evaluated options to increase dispatch capabilities and have concluded that the most cost beneficial method is to contract for dispatch services for Fire and EMS. This will eliminate the need to add new personnel and will provide an opportunity for the Fire and EMS Departments to contract with an entity that specializes in Fire and EMS calls. The Police Department dispatchers will then be able to specialize in Police calls. The Fire Department Budget will replace two major pieces of apparatus due to age and reduced reliability of the existing equipment. The apparatus to be replaced includes a ladder truck that is over 10 years old and that has reliability problems ($790,000) and a 20-year old pumper($560,000.) Both of these units will be financed through a lease purchase program. The Fire Budget also includes creation of a Driver/Operator classification with one person, per shift, per station, holding the new title. This classification is very common in Fire Departments and acknowledges the additional responsibility and knowledge of persons who perform this function. Existing positions will be reclassified to this new job title. No new positions will be created ($69,054). The EMS Budget includes replacement of one ambulance and the remounting of a second unit. Both units being replaced have in excess of 120,000 miles and will not be reliable for another full year of operations ($220,664). The Health Insurance Fund experienced an increase in large claims during the current year. As a result reserves for claims were depleted, making it necessary to increase health insurance premiums by 11% and transfer money from the General Fund, Water and Sewer Fund, and PEDC to replenish reserves. The General Fund share of health insurance premium increases is $446,384. The budget includes funding for the Westside Library with a projected opening date in January 2013. Operating costs for the partial year are estimated to be $117,288. Over the past two years, the acreage maintained by the Parks Maintenance division has increased by 38%. The budget includes $116,000 for contract maintenance of Pearland Parkway and Dixie Farm Road. Contracting out the maintenance of these areas will allow for the transfer of two existing personnel to the Parks Maintenance crew so that we can more proactively maintain parks. The budget also includes $81,577 in the General Fund and $187,923 in the Parks Development fund to repair and replace equipment and facilities in various parks. Another significant project included in the budget is the first year of a two-year program to update the Comprehensive Plan. The current plan was adopted in 1999, with minor amendments in 2004 and 2009. In 2010, minor updates were made to the Land Use Map. The budget includes $100,000 for the first year of the two-year process. Updating the plan has been identified as a major priority by the Planning and Zoning Commission. vi The budget also includes $470,060 to replace data and phone systems in City Hall, the Service Center, Parks Maintenance, and Fire Marshal buildings. The existing system is 13 years old and has been discontinued by the manufacturer. As a result, parts are no longer produced for the system and a system failure could result in an extended system outage ($470,060 to be funded through lease purchase). Continuation of the repair program for both sidewalks and streets is included in the budget. Sidewalk replacement and point repairs are funded in the amount of $437,000. The asphalt street resurfacing program, which is done in partnership with Brazoria County, is funded for $600,000. A list of streets to be accomplished during the year can be found in the General Fund Highlights section of this budget document. Due to the strengthening of the economy during the current fiscal year and the strong fund balance carried into the current fiscal year, General Fund balance at the end of the current fiscal year, is projected to exceed the amount required by City Policy by $6.3 million. The budget proposes to utilize $2.19 million of this fund balance for non-recurring capital expenditures. Use of these funds will still leave a fund balance at the end of the fiscal year 2012-13 that is $3.4 million in excess of the amount required to meet policy. Water and Sewer Fund Revenues Revenue from Water and Sewer usage fees is projected to increase by 5.6% over the current year. The projected increase is due to an increase in number of customers. The number of customers will increase due to new construction and the December 31 annexation of MUD No. 4 with its 1,403 connections. No change in water and sewer rates will be required to meet either bond converge requirements or cash reserve policy levels. Expenses The budget includes funding of $113,236 for 3% average merit salary increases, and also includes the two new personnel previously mentioned in this memorandum. The budget includes the continued use of cash on hand to make capital improvements and capital purchases. The system's cash position is the result of the bond covenant requirement to generate net revenues equal to 1.4 times the average annual debt service of the Water and Sewer Fund. Cash on hand will be utilized for a number of purchases including the following: • Replacement of sand filters at the Northwest Wastewater Treatment Plant ($150,000). • Sandblasting and painting of ten water plants ($67,200). • Purchases of auto flushers to be installed on dead-end water lines. These units periodically flush these lines to ensure improve water quality for customers served by the lines ($68,350). • An articulating loader for use by the Water and Sewer Construction crew ($114,553). vii • Purchase of a jetting unit for use by the Distribution and Collection Crew ($42,700). • Replacement of vehicles that have reached the end of their useful, cost effective lives. The budget will result in a projected bond coverage factor of 1.57, well in excess of the required 1.4. Cash reserves of 30% of operating revenues are projected, which exceeds the policy level of 25%. General Obligation Debt Service Fund Revenues ► A two-cent increase in the debt service tax rate (and the total tax rate) is included. This increase, along with a planned use of reserve funds, will be required to meet debt service requirements. Use of reserves will still leave the funds with reserves in excess of the amount required by policy. Expenditures Expenditures in this fund include payment of debt obligations, rebates to in-City MUD's and lease purchase payments. A General Obligation Bond sale in the amount of$10.5 million is anticipated during the 2012-2013 fiscal year. Pearland Economic Development Corporation Increased revenue from sales tax will match the percentage increase reflected in the General Fund. Expenditures include $2,152,000 for incentives to business to locate in the City. This incentive amount reflects obligations that already exist as well as funding for new business opportunities that may come to light during the fiscal year. Conclusion I would like to express my appreciation to all members of the City staff who contributed to the development of the budget and this document. I especially wish to thank Finance Director Claire Bogard, Budget Officer Bobby Pennington, and all members of the budget staff for their efforts. Respectfully submitted, Bill Eisen City Manager viii CITY OF PEARLAND, TEXAS CITY COUNCIL STRATEGIC PRIORITIES FOR FISCAL YEAR 2012-2013 AND BUDGET IMPLICATIONS Public Safety A. Continue to implement Crime Prevention Initiatives. B. Continue to implement a Proactive Public Communications Plan-Crime Data. C. Maintain appropriate staffing levels for Street Crime Units. $614,129 budgeted for six new Officers, four as of 10/1/12 and two as of 4/1/13, one Jailer and one Records Clerk. $173,016 is budgeted for shift-differential pay for Officers, Jailers, Dispatchers and Records Clerks working nights and split-shift. II. Finance A. Maintain Sound Financial Policies. B. Maintain Financial Transparencies 1. Continue to communicate through regular"State of Finances Snapshot" 2. Continue to implement proactive ways to share information with the citizens. C. Continue effective approach to budget preparation including a series of pre-budget workshops presenting comparison data from internal and external sources to understand impact of trends on revenue sources. D. Take strategic approach to issuance of debt. Include impact of debt ratio as part of each consideration—clarify whether consideration is from funded or new money. The budget maintains a debt service fund balance that actually exceeds policy by 10%, with debt per capita at$2,848 and 4.4%debt to assessed value. E. Maintain quality content of fiscal information in executive summaries for council agenda items. F. Continue to identify and plan for"worst case scenarios" in financial forecasting. G. Continue to explore opportunities to contract services. $116,000 budgeted for medians and right-of-ways maintenance for two large areas added during FY12. $160,000 budgeted for EMS/FIRE emergency dispatch services, $67,564 for custodial services at the Recreation Center/Natatorium, and$38,820 for contracted dog kennel cleaning at Animal Control. III. Transportation A. Continue to efficiently execute current plan. $1,037,000 budgeted for street and sidewalk improvements to improve mobility. B. Continue to build relationships with all stakeholders and actively lobby elected officials/TxDOT to ensure Pearland's priority transportation interests/needs are met. Funding for contracting with Connect Transit is included. Consulting services of a Washington DC firm are funded at $15,050 in FY13 to assist the city in understanding and affecting Federal legislation on drainage, transportation and policy. C. Continue discussion on FM 1128. D. Staff will continue to take a proactive role in sub regional plan. Funds in the amount of$44,827 were carried over from FY11. 11 I IV. Westside Library I A. Continue to pursue City/County Development of Facility. $117,288 funded for the opening of the West Side Library facility anticipated January 2013. I V. Capital Improvements . A. Continue to determine priorities through the budget process; emphasize Operations and Maintenance impact of projects on budget. I VI. Land Use/Annexation Plans • A. Develop a 3-5 year plan — include comprehensive on-going costs/funding sources and possible alternate uses. $100,000 budgeted to fund the first of a two-year update to the Comprehensive Plan. ' I B. Continue public information process with focus on two-way communication. I VII. Economic Development A. Continue to look for economic opportunities to remain in pursuit of goals. $385,530 for a Destination Marketing Contract with the Convention and Visitors Bureau is budgeted in the Hotel/Motel Fund. The Economic Development Fund includes $3,148,493 for ' development of Business Center Drive as well as$2,152,000 for economic incentives. VIII. Regional Detention . A. Continue to work towards implementation of Cullen/FM 518 Regional Pond. ' $614,000 budgeted in Capital Improvement Projects Fund. IX. Parks and Recreation ' I A. Develop Strategy examining all options to move towards break-even status on the Recreation Center/Natatorium. I Budget includes$1,135,583 for memberships and programs at the Recreation Center/Natatorium. Revenue enhancements of$71,970 were budgeted. X. Animal Control A. Develop Plan to reduce euthanasia rate. XI. Other A. Develop Plan to promote effective use of social media. ' Continued funding of televised Council meetings. $65,700 budgeted in the PEG Fund to upgrade equipment for the Municipal Channel. B. Establish an ethics policy for Council, Boards and staff. C. Explore the value of establishing a Youth in Action Committee. I D. Develop Strategic Plan for HOT taxes. ' 1. Address the use of the entire fund for the best use of the whole community. 2. Conduct HOT taxes 101 Workshop. a. Explore Venue ' b. Explore advisory committee c. Protocol for allocation of dollars to meet requirements I E. Conduct workshop to review long-term strategy for water supply. 12 FY 2013 BUDGET READER'S GUIDE TO THE BUDGET The Fiscal Year 2012-2013 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 budget as a policy document. This involves including a statement (or statements) of budgetary policies, goals and objectives for the year and also an explanation of the budgeting process to the reader. Goals and objectives are an integral part of this document, which we believe satisfy this requirement. The budget as 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 five-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, satisfies this requirement. The budget as an operations guide. This criterion involves explaining the relationship between organizational units (departments) and programs. An organizational chart, description of the departmental organizational structure with staffing levels, and historical comparisons of staffing levels are therefore included. Explanations of how capital- spending decisions will affect operations are offered. These issues are addressed throughout the document. The budget as 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 Library, as well as on the City's website. We also provide summary information suitable for use by interested citizens and/or the media. As much as possible we have avoided the use of complex technical language and terminology. 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 Introduction Section includes the Table of Contents, a List of Principal City Officials, the City's Organization Chart, an Introduction to the City, and City Demographics and Statistics. Transmittal Letter Section includes the City Manager's budget message to City Council. Overview Section includes City Council Goals, the Reader's Guide to the Budget, and the fiscal year 2013 Budget Calendar. Comprehensive Financial Management Policies 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. Highlights includes descriptions and financial and staffing impact of new programs, services and buildings, as well as significant changes to existing programs, revenue enhancements, and major reductions. 13 Trends & Financial Summaries Section includes General and Water & Sewer Funds revenue and expenditure ' trends, as well as summaries for All Funds-Revenues and Expenditures, Summary All Funds-Fund Balance and . Cash Equivalents, individual analysis of Fund Balance and Cash Equivalents of Special Revenue, Governmental Capital Projects, Proprietary and Component Units. ' Property Tax Section includes an overview of the City's property taxes, levy and collections for fiscal year 2013. The effective tax rate calculation as required by State law is also included. Historical Assessed Valuation, Taxes ' Levied and Taxes Collected, along with Tax Rate Distribution and Principal Taxpayers information are in this • section. Debt Service Fund Section includes an overview of the General Obligation Debt Service Fund. Revenue and expenditure summaries are followed by revenue and expenditure detail. Governmental and General Debt Schedules are included, with a government debt to maturity graph. • General Fund Section includes an overview comprised of revenue, expenditure and fund balance information. A ' revenue detail report is provided, followed by an expenditure summary for all general fund departments by function. An expenditure and staffing summary by department precedes each functional area followed by a department overview with key budget items, department expenditure and staffing summary, mission statement, organization ' chart, goals, accomplishments and objectives, and performance measures. Enterprise Fund Section includes an overview of the Water & Sewer Fund that includes a revenue and expense ' summary and beginning and ending cash equivalents. A report on revenue detail and an expense and staffing • summary by department is followed by the departmental budgets. An expense and staffing summary by department precedes each functional area followed by a department overview with key budget items, department expense and ' staffing summary, mission statement, organization chart, goals, accomplishments and objectives, and performance • measures. Capital Project Funds Section includes a brief description of the Capital Projects with revenue totals and expenditure detail by project. Also included is the impact of capital projects on operations. Special Revenue Funds Section includes information on the Special Revenue Funds. Each fund includes operating revenues and expenditures, with beginning and ending fund balances. Revenue detail is included along with associated graphs. Internal Service Fund Section includes an overview describing the each Internal Service Fund. The revenue and ' expenditure detail for the funds are also included. P.E.D.C. Section includes a description of Component Units, and an overview of the Pearland Economic Development Corporation (P.E.D.C.), a mission statement, organization chart, goals, objectives and performance • and activities measures, followed by an expenditure and staffing summary by department that includes key items in the budget or new positions and departmental staffing chart, an operating revenue and expenditure summary, with beginning and ending fund balances, and detail revenue report, with debt to maturity schedules and graph. Five-Year Forecast includes the financial forecast for the City of Pearland over a five-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). Appendix Section includes new personnel funded, staffing chart and graphs, the General Fund and Water& Sewer Fund supplemental and capital requests funded and not funded, supplemental and capital requests funded from ' other funding sources. The General City and Police, Fire and EMS Pay Plans, and the City's charter and adopted budget and tax ordinances are also included. Glossary Section includes the glossary and acronyms. I I 14 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. (Total Budget All Funds /General Fund Enterprise Special /Debt Service (I-ntema!Servicd CCapita!Projec Component-\ Fund Revenue Funds Fund Funds Funds Units \ / I Water' &Sewer` Soli' d Waste ` (Hotel/Motel� I Parks- (Property/Liabii" I PEDC Fund Fund Tax Development, ity Insurance - Donations,& Tree Trust Funds / \ / \ / J \ / \ J Grants- " " Municipal ( Employee " 1 TIRZ CDBG&Other Court,Court Medical Grants Technology,& Insurance Juvenile Mgt. Funds \ / \ J Police—State (Traffic Impact, tDevelopment Seizure Fund& Fund Authority Federal Police Fund J • Regional 1 (Sidewalk Fund Detention Fund \ J \ / U of H Fund" ( Municipal Channel - (Public Educ. &Gov't)Fund 15 " BUDGET OBJECTIVES AND PHILOSOPHY " BUDGET OBJECTIVES I The FY 2013 budget has been prepared in an effort to clearly communicate to the citizens and staff of the City the • overall policies and goals of the City Council and City Management and who we are and what we do, thereby enabling the reader to gain valuable information about the City without requiring detailed accounting or budgetary " knowledge. The budget document includes descriptions of various activities and programs (departments) of the City, . and comparative performance indicators for each program or activity, where available. BUDGET PHILOSOPHY Budget philosophy varies from organization to organization, depending upon the local needs and concerns of the ' citizens. Other factors also affect budget philosophy, such as the state of the local economy, the needs of the I organization, the demands of the public for increased services, unfunded mandates and requirements of federal and state regulatory agencies. The budget prepared by the City takes a conservative perspective with regard to both ' revenues and expenditures. Although historical comparison and trends are very useful, current data and trends will I sometimes take precedence over prior year trends. This means budgeting from a "conservative" perspective in that revenues are often anticipated either at or slightly above prior levels, unless there are other known factors that will ' significantly affect anticipated revenues. In addition, expenditures are also estimated conservatively (i.e., • allowances are projected regarding cost increases or unanticipated expenditures unless there are unknown factors such as annexation of ETJ into the City). As a result, over the years this method has resulted in substantial ■ increases in actual fund reserves when compared to budgeted or projected fund reserves. The City continues to use this method of budgeting rather than use unreasonable projections, which could have an adverse impact on the City's reserves. I BASIS OF BUDGETING AND ACCOUNTING The financial information presented in the FY 2013 budget is similar to information presented in previous budget I 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 resources measurement focus. BASIS OF BUDGETING 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 I 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, I are not susceptible to accrual because generally they are not measurable until received in cash. I The fund balance approach of governmental funds or working capital approach can be identified as current assets . less 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 I 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. . I 16 • Revenues are budgeted in the period they are earned and measurable, • Expenses are budgeted in the period in which the liability was incurred, • Depreciation of assets is not budgeted, • Capital outlay is budgeted as an expense in the year purchased, • Principal payments are budgeted as an expense rather than a reduction to the liability, • Proceeds from bond sales are budgeted as revenue, • 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. 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 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 worksheets for its respective operations, personnel requirements, and capital outlay. The budget worksheets for the departmental operations 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, next fiscal year supplemental request, next year total request and % change. 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 a good indicator of future base financial needs and the budget is projected on this basis. Using the budget worksheets, each department head projects the financial needs of their department. Supplemental requests for capital, annexation, growth and development or other items that don't fit within normal operating budgets are requested and justified separately. Upon completion of the proposed budget, each department head then meets with the City Manager and Director of Finance to review their budget. During this meeting, the budget is refined and adjustments made. 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. 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. 17 I The following procedures are followed for formal adoption of the budget: ' I 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 of 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 I each year and are monitored by department administrators and budget analysts during the year. These funds include the General Fund, Capital Improvement Fund(s), Special Revenue Funds, ■ Debt Service Funds, Water and Sewer Fund, Solid Waste Fund, Internal Revenue Service Funds, and Economic Development Corporation Fund. ' I 6. Operating fund appropriations lapse at year-end. I 7. See the Pearland City Charter, Article 8, in the Appendix section for further budget procedures and I rules for the adoption of the budget. PROCEDURE TO AMENDING THE BUDGET EMERGENCY APPROPRIATIONS: I 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: ' I 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 the ' appropriation for any fund. . I 18 BUDGET CALENDAR for FY 2012-2013 Distribution of Budget packets to Directors/Department Heads by Finance. March 6 Budget Training Workshop March 7 Budget requests submitted to Finance Department with all supporting documents April 13 Preliminary revenue estimates issued by Finance for current and next fiscal year April 30 Discussion of Budget Requests with Departments May 29—June 6 Finalize preliminary income statements for General Fund and Debt Service Fund. Review with Management week of June 11 Update Water/Sewer Rate Model week of June 25 Complete and update Final Payroll information June 15 Review funding requests, impact on funds, pare down list. June 15-June 20 Review all funds and totals with City Manager June 19 -July 2 Final adjustments made and budget submitted to City Manager July 5 Finalize budget, write Transmittal Letter, Budget packets prepared, agenda and PowerPoint prepared July 6 -July 30 City Manager's recommended budget filed with the City Council July 30 City Council Budget Workshop#1 August 6 City Council Budget Workshop#2; including CIP August 13 City Council Budget Workshop#3 August 20 a. Public Hearings on Budget and Order publication (Charter Requirement) b. Public Hearings on Tax Rate, if required, and dates on which the tax rate will be voted upon Mission/Goals/Performance Measures due August 13 Send Notice of Effective Tax Rate to paper August 14 Budget Public Notice sent to paper. August 21 Send to Pearland Reporter News the"Notice of Public Hearing on Tax Increase" for publication; put on City's website and Municipal Channel August 21 City Council Budget Workshop#4 August 27 19 ■ BUDGET CALENDAR for FY 2012-2013 (continued) City Council Budget Workshop#5 September 4 ■ First Public Hearing on the Budget and Tax Rate September 4 ■ Second Public Hearing on the Budget and Tax Rate September 10 ■ Send "Notice of Tax Revenue Increase" to Pearland Reporter News ' for publication; put on City's website and Municipal Channel September 11 . First reading of ordinance to adopt the 2012 tax rate** ■ First reading of ordinance to adopt a revised current year budget and FY2013 budget September 17 Second and final reading of ordinance to adopt the 2012 tax rate • Second and final reading of ordinance to amend current year budget ■ Second and final reading of ordinance to adopt FY2013 budget September 24 Adoption of Capital Improvement Program (CIP) September 24 [ *The meeting to vote on the tax rate must take place no less than three days and no more than fourteen ' days after the second public hearing. The City of Pearland Charter requires that the City's annual budget must be adopted by the last regularly ' scheduled Council meeting in September. 411111 4111 20 CITY OF PEARLAND, TEXAS COMPREHENSIVE FINANCIAL MANAGEMENT POLICY STATEMENTS ADOPTED SEPTEMBER 2011 21 I Comprehensive Financial Management Policy Statements ' Purpose ' The Comprehensive Financial Management Policy Statements assembles 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 herein serve as guidelines for both the financial planning ' and internal financial management of the City. Municipal resources must be wisely used to ensure adequate funding for the services, public facilities, and infrastructure necessary to meet immediate and long-term needs. These policy statements safeguard the fiscal • stability required to achieve the City's objectives and ensure long-term financial health. Objectives A. To guide City Council and management policy decisions that have significant fiscal impact. B. To employ balanced revenue policies that provides adequate funding for services and service levels. C. To maintain appropriate financial capacity for present and future needs. D. To maintain sufficient reserves so as to maintain service levels during periods of economic downturn. E. To promote sound financial management by providing accurate and timely information on the City's financial condition. F. To protect the City's credit rating and provide for adequate resources to meet the provisions of the City's • debt obligations on all municipal debt. G. To ensure the legal use of financial resources through an effective system of internal controls. H. To promote cooperation and coordination with other governments and the private sector in financing and delivery of services. L 22 I. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING Maintain accounting practices that conform to generally accepted accounting principles and comply with prevailing federal, state, and local statutes and regulations. Provide for, prepare and present regular reports that analyze and evaluate the City's financial performance and economic condition. A. Accounting Practices and Principles The City will maintain accounting practices that conform to generally accepted accounting principles (GAAP) as set forth by the Governmental Accounting Standards Board (GASB), the authoritative standard setting body for units of local government. All City financial documents, except monthly interim financial reports, including official statements accompanying debt issues, Comprehensive Annual Financial Reports and continuing disclosures statements will meet these standards. Monthly interim financial reports are on a cash basis and will be reported as budgeted. At year-end, the general ledger and financials will be converted to GAAP and GASB. B. Financial and Management Reporting 1. Interim Financial Reports will be provided monthly to management and City Council that explain key economic and fiscal developments and note significant deviations from the budget. These reports will be distributed monthly by the end of each month for the prior month. 2. Quarterly, departments will report on program measures and indicators as compared to target and last year to Finance. A quarterly report will be submitted to the City Manager, highlighting significant variations. 3. As an additional independent confirmation of the quality of the City's financial reporting, the City will annually seek to obtain the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting. C. Annual Audit 1. Pursuant to State Statute, the City shall have its records and accounts audited annually and shall have an annual financial statement prepared based on the audit. The audit shall be performed by certified public accounting (CPA) firm, licensed to practice in the State of Texas. The annual financial statement, including the auditor's opinion, shall be filed within 180 days after the last day of the City's fiscal year. The audit firm shall also provide a Single Audit of Federal and State grants, when necessary. An official Comprehensive Annual Financial Report (CAFR) shall be issued no later than six (6) months following the end of the fiscal year. The Director of Finance shall be responsible for establishing a process to ensure timely resolution of audit recommendations. 2. Audit Committee The Mayor shall appoint or confirm the audit committee, consisting of at least three members of the City Council, with the Mayor being one of the members. The primary purpose of the audit committee is to assist City Council and the City Manager in fulfilling oversight responsibilities for financial reporting, audit processes, and effective internal control systems. The City shall maintain an Audit committee charter which outlines the duties and responsibilities of the audit committee. 3. Annual Financial Disclosure As required by the Securities and Exchange Commission (SEC) Rule 15c2-12, the City will provide certain annual financial information to various information repositories through disclosure documents or set of documents that include the necessary information. This will include any periodic materials event notices as required by the SEC. D. Signature of Checks Pursuant to the City Charter, all checks shall have two signatures, signed by the City Manager or Mayor and countersigned by the City Secretary, or the City Treasurer, or one member of Council. City Treasurer is further defined as the Director of Finance. Signatures shall be affixed on all City checks via facsimile signatures, either with a signature plate used with a check signing machine or with a secure laser check printing system. Component unit check signers are officers elected by the board, where applicable. Component unit's checks shall also have two signatures. E. Compliance with Council Policy Statements The Financial Management Policy Statements will be reviewed bi-annually and updated, revised or refined as deemed necessary. Policy statements adopted by City Council are guidelines, and occasionally exceptions may be appropriate and required. Exceptions will be identified, documented, and explained to City Council and/or the City Manager. 23 II. ' BUDGET AND LONG RANGE FINANCIAL PLANNING ■ A. Balanced Budget ' The City Manager shall file annually, a structurally balanced budget for the ensuing fiscal year with City Council pursuant to the prevailing state and local law. A structurally balanced budget is further defined as recurring • revenues funding recurring expenditures and adherence to fund balance policies. Short-term loans will be avoided as budget balancing techniques. ■ B. Current Funding Basis (Recurring Revenues) The City shall budget and operate on a current funding basis. Recurring expenditures shall be budgeted and ■ controlled so as not to exceed current revenues. Recurring expenses will be funded exclusively with recurring revenue sources to facilitate operations on a current funding basis. ' C. Use of Non-Recurring Revenues Non-recurring revenue sources, such as a one-time revenue remittance of fund balance in excess of policy can ' only be budgeted/used to fund non-recurring expenditures, such as capital purchases or capital improvement projects. This will ensure that recurring expenditures are not funded by non-recurring sources. D. Tax Rate ■ The City Manager will recommend a tax rate that the City finances require in order to operate efficiently, yet effectively, and pay its debt. ■ 1. Homestead Exemption The City shall review the homestead exemption annually as part of the budget process. When the financial health of the City's finances and economic and market conditions of the local economy justify, the City ■ Manager may recommend a change to the homestead exemption. In accordance with state statute, any recommended change in the homestead exemption will be presented to Council for approval prior to July 1. The total exemption percentage granted shall not exceed the state statute limitation. 2. Over-Age and Disabled Persons Exemptions The City currently grants a $40,000 exemption for persons 65 or older and for disabled persons. This ' amount shall remain stable during a period in which the City is considering increasing the homestead • exemption. E. Pay As You Go Capital Projects The transfer from the City's General Fund and the City's Utility Fund to fund pay-as-you-go capital projects will be budgeted when financially feasible and when projects present themselves for funding. The transfer will be based on the financial health of each fund with the long-term goal of adequately funding rehabilitation. F. Revenue Estimating for Budgeting 1. In order to protect the City from revenue shortfalls and to maintain a stable level of service, the City shall use a conservative, objective, reasonable and analytical approach when preparing revenue estimates. ' The process shall include historical collection rates, trends, development, and probable economic changes. This approach is intended to reduce the likelihood of actual revenues falling short of budget estimates and should avoid mid-year service charges. 2. The City whenever possible, will seek outside sources of revenue, such as federal, state, and local • grants, in order to leverage local dollars. 3. Estimates from grant sources will be projected only to the specific date on which the entitlement will end. 4. The Utility Fund water and wastewater revenues will be budgeted based on the average rainfall/consumption over the last three years, pursuant to the rate model. The City will anticipate neither drought nor wet conditions. G. Performance, Merit Pool, and Police Step Increases The budget shall include an amount adequate to cover an overall average performance and merit pool, as well as an amount for police step increases, as determined annually by the City Manager. This amount will be calculated for each fund, based on budgeted salaries for the year, and will be placed in a Performance and Merit Pool in each operating fund. In addition, funds may be budgeted when appropriate, to bring identified jobs up to ■ market salary rates. I 24 ■ H. Budget Preparation 1. Department Directors have primary responsibility for formulating budget proposals. New or expanded services should support City Council goals, City Manager priority direction and department goals. Departments are charged with implementing them once they are approved. 2. All competing requests for City resources will be weighted within the formal annual budget process. 3. Actions on items that come up throughout the year with significant financial impacts should be withheld until they can be made in the full context of the annual budget process and long-range plan, unless unforeseen circumstances present themselves. 4. Every five (5) years at a minimum or sooner as may be necessary, the city will incorporate a service needs review into the budget process to ensure the most efficient and effective use of resources. 5. Annually, the City will seek to obtain the Government Finance Officers Associate Distinguished Budget Presentation Award. The Budget will be presented in a way that not only meets the criteria of the award, but also clearly communicates the budget to the public. I. Budget Management The City Council shall delegate authority to the City Manager in managing the budget after it is formally adopted by the City Council, including the transfer of funds within departments, between divisions, and between departments. The City Manager may further delegate levels of authority for the daily operations of the budget. Expenditures/expenses are legally adopted by the fund level. Expenditures/expenses should not exceed the adopted budget, plus subsequent changes approved by the City Council. J. Amended Budget In order to preserve fund balances/ending balances based on projected revenues and expenditures/expenses for the current fiscal year, City Council will amend the annual budget for all funds, excluding capital improvements funds, as set forth in the projections. City Council will amend the current fiscal year budget annually during the budget process. K. Performance Measurement Performance measures will be utilized and reported in department budgets. The City will maintain a measurement system that reports trends and comparisons to targets and previous year as a management tool to monitor and improve service delivery. L. Operating Deficits The City shall take immediate corrective action if at any time during the fiscal year expenditure and revenue re- estimates are such that"net income" is lower than budgeted. Corrective actions include: • Deferral of capital equipment purchases • Deferral of pay-as-you go capital improvements • Expenditure reductions • Deferral of certain positions • Hiring freezes • Freeze merit increases • Use of fund balance • Use of volunteers • Increase fees • Reduce work hours with subsequent reduction in pay • Eliminate positions which may require laying-off employees if there are not other vacant positions for which they are qualified. Short-term loans as a means to balance the budget shall be avoided. The use of fund balance, which is a one-time revenue source, may be used to fund an annual operating deficit, only with a subsequent approval of a plan to replenish the fund balance if it is brought down below policy level. 25 I M. Long-Range Financial Plans 1. The City shall develop and maintain a five-year Financial Forecast for each major operating fund, in conjunction with the annual budget process. Major operating funds are as follows: General Fund Debt Service Fund Water/Sewer Utility Fund Economic Development Corporation ' 2. The forecast should enable current services and current service levels provided to be sustained over the forecast period. Operating impacts from completed capital improvement projects in the City's five-Year CIP shall be included in the forecast. Commitments/obligations already made that require future financial resources shall also be included. 3. The forecasts should identify impact to property taxes and utility rates. 4. Major financial decisions should be made in the context of the Long-Range Plan. The forecast assesses long-term financial implications of current and g- p proposed policies, programs, and assumptions that develop appropriate strategies to achieve the City's goals. The forecast will provide an understanding of available funding; evaluate 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 the key variables that may cause change in the level of revenue. REVENUES Design, maintain and administer a revenue system that will assure reliable, equitable, diversified and sufficient revenue stream to support desired City services. A. Balance and Diversification in Revenue Sources The City shall strive to maintain a balanced and diversified revenue system to protect the City from fluctuations in any one source due to changes in local economic conditions, which may adversely impact that source. B. User Fees- General Fund 1. For services that benefit specific users, the City shall establish and collect fees to recover the costs of those services. Where services provide a general public benefit, the City shall recover the costs of those services through property and sales taxes. 2. At a minimum, the City will strive to cover direct costs. 3. User fees should be reviewed, at a minimum, every two to three years and adjusted to avoid sharp changes. 4. Factors in setting fees shall include, but not be limited to: market and competitive pricing, effect of demand for services, and impact on users, which may result in recovering something less than direct, indirect and overhead costs. 5. The City may set a different fee for residents versus non-residents. 6. User fees should be adopted by Council Ordinance and included in the Annual Fee Schedule. C. User Fees- Enterprise Funds 1. Utility rates and other Enterprise Fund user fees shall be set at levels sufficient to cover operating expenditures (direct and indirect), meet debt obligations and debt service coverage, provide pay-as-you-go funding for capital improvements, and provide adequate levels of working capital. 2. The City may set a different fee for residents versus non-residents. 3. The Five-Year Financial Plan (rate model) and proposed operating budget shall serve as the basis for rate change considerations. 4. When necessary, the Five-Year Financial Plan (rate model) will be built around small rate increases annually versus higher rate increases periodically. D. One-Time/Unpredictable Revenue Sources 1. One-time, unpredictable revenue sources should not be used for ongoing expenses/expenditures. 2. One-time, unpredictable revenue sources will be used or one-time purchases such as increase in fund balance requirements, capital equipment purchase, capital improvements, etc. 26 E. Revenue Collection The City shall maintain high collection rates for all revenues by monitoring monthly receivables. The City shall follow an aggressive, consistent, yet reasonable approach to collecting revenues to the fullest extent allowed by law for all delinquent taxpayers and others overdue in payments to the City. Revenues actually received will be compared to budgeted revenues by the Director of Finance and any variances considered to be material will be investigated. This process will be summarized in the monthly financial report. (See Financial and Management Reporting.) F. Write-Off of Uncollectible Receivables (excludes property taxes, court fines and warrant) 1. Receivables shall be considered for write-off as follows: a. State statute authorizing the release of extinguishment, in whole or in part, of any indebtedness, liability, or obligation, if applicable. b. Accounts outstanding for 3 years, identified as uncollectible, and all attempts to collect have been taken. 2. Accounts shall be written-off annually near year-end. Upon approval, accounts will be forwarded to a credit reporting agency. 3. The write-off of uncollected accounts is a bookkeeping entry only and does not release the debtor from any debt owed to the City. IV. EXPENDITURES Identify services, establish appropriate service levels and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of those services. A. Maintenance of Capital Assets Within the resources available each fiscal year, the City shall maintain capital assets and infrastructure at sufficient level to protect the City's investment, to minimize future replacement and maintenance costs, and to maintain service levels. B. Periodic Program/Services Reviews The City Manager and staff shall undertake periodic reviews of City programs and services for both efficiency and effectiveness. Programs or services determined to be inefficient and/or ineffective shall be recommended through the annual budget process to be reduced in scope or eliminated. C. Purchasing All City purchases of goods and services shall be made in accordance with the City's current Purchasing manual. V. FUND BALANCE AND RESERVES Maintain the fund balance and working capital of the various operating funds at levels sufficient to protect the City's credit worthiness as well as its financial position during emergencies or economic fluctuations. A. General Fund Unrestricted Fund Balance The City shall maintain the General Fund unrestricted fund balance equivalent to 2 months of recurring operating expenditures, based on current year expenditures. If the fund balance exceeds this amount, funding non-recurring expenditures in the following fiscal year may be used to draw down the balance. B. Water/Sewer Unreserved Working Capital The City shall maintain a working capital sufficient to provide for reserves for emergencies and revenue shortfalls. A cash equivalent operating reserve will be established and maintained at 25% of the current year's budget appropriation for recurring operating expenses. The cash operating reserve is derived by dividing the total cash equivalents balance by recurring operating expenses. 27 " C. Use of Fund Balance/Working Capital " Fund balance/Working Capital shall only be used for emergencies, non-recurring expenditures/expenses or ,. major capital purchases that cannot be accommodated through current year savings. Should such use reduce balances below the level established as the objective for that fund, restoration recommendations will " accompany the request/decision to utilize said balances. D. Debt Service Fund Unrestricted Fund Balance " The City shall maintain the debt service fund balance at 10% of annual debt service requirements OR a fund balance reserve as required by bond ordinances, whichever is greater. E. Property/Liability Insurance Fund Unrestricted Fund Balance The Property/Liability Insurance Fund accounts for uninsured and deductible claims for the City's property and liability insurance. Claims cannot be reasonably predicted and budgeted for; therefore the fund will maintain a " balance that approximates the prior average annual expense for the last three years, excluding extra-ordinary • expenses in the fund. F. Employee Benefits Fund Unrestricted Fund Balance The Employee Benefits Fund is funded through City and employee contributions. Estimated costs shall be determined during each budget year and the contributions adjusted accordingly. There is no minimum balance is for this fund. ■ G. Economic Development Corporation ' As sales tax revenue fluctuates due to changes in economic conditions, the PEDC shall maintain a fund balance of no less than 10% of budgeted sales tax revenues. H. Water/Sewer Revenue Debt Coverage Reserves Revenues shall be maintained at 1.15 times coverage in a fiscal year where the water/sewer fund is not issuing ■ additional debt and 1.4 times coverage in a year where debt is anticipated to be issued. ■ I. Bond Issuance Reserves ' Debt service reserves should be maintained for each bond issue as required by bond covenants. ■ J. Contingency Fund Pursuant to the City Charter, a provisions shall be made within the annual budget for a contingency fund in an • amount not more than seven percent of the total budget (General Fund) to be used in case of unforeseen items of expenditure. K. Fund Balance Classification • ■ The governmental fund financial statements will present fund balances based on classifications that comprise a hierarchy that is based primarily on the extent to which the City is bound to honor certain constraints on the use I of the financial resources within the governmental funds. The classifications used will be as follows: • Nonspendable: Amounts that cannot be spent because they are either (a) not in spendable form or (b) ■ legally or contractually required to be maintained intact. Examples include Inventories, prepaid items, and ■ long-term receivables. • Restricted: Amounts for which constraints have been placed on the use of resources either (a) externally ■ imposed by creditors, grantors, contributors, or laws or regulations of other governments, or (b) imposed by law through constitutional provisions or enabling legislation. Restricted fund balances include but may not ' be limited to: Debt Service Reserves, Special Court Funds created by State Statute, Debt Service Funds, • Hotel Occupancy Tax, State and Federal Forfeitures/Seizures, Parkland, Detention, Sidewalk, Tree Trust, and Park and City-Wide Donation revenues, University of Houston Fund, Unspent bond proceeds, Unspent ' grant funds, Unspent Capital Lease proceeds, and Unspent funds received pursuant to funding, developer, • and/or TxDOT agreements. • Committed: Amounts that can only be used for specific purposes pursuant to constraints imposed by formal action of the City Council. These amounts cannot be used for any other purpose unless the City Council removes or changes the specified use by taking the same type of action that was employed when the funds were initially committed. 28 • Assigned: Amounts that are constrained by the City's intent to be used for specific purposes but are neither restricted nor committed. In governmental funds other than the general fund, assigned fund balances represents the amount that is not restricted or committed. This indicates that those resources are, at a minimum, intended to be used for the purpose of that fund. Examples include: residual funds in all governmental funds except the General Fund and outstanding encumbrances at year-end. • Unassigned: Is the residual classification of the general fund and includes all amounts not contained in other classifications. Unassigned amounts are technically available for any purpose. Commitment of Fund Balance The City Council is the City's highest level of decision making authority and the formal action that is required to be taken to establish, modify, or rescind a fund balance commitment is an ordinance approved by the City Council at a regular City Council meeting. The ordinance must either be approved or rescinded, as applicable, prior to the last day of the fiscal year for which the commitment is made. The amount subject to the constraint may be determined in a subsequent period. Assignment Fund Balance The City Council has authorized the Director of Finance as the official authorized to assign fund balance to a specific purpose pursuant to the guidelines. Order of Expenditure of Funds When multiple categories of fund balance are available for an expenditure, the City would typically use Restricted fund balances first, followed by Committed, and then Assigned, but reserves the right to selectively spend from any of the categories, including Unassigned based upon the individual circumstances. VI. CAPITAL EXPENDITURES AND IMPROVEMENTS Annually review and monitor the state of the City's capital equipment and infrastructure, setting priorities for its replacement and renovation based on needs, funding alternatives, and availability of resources. A. Capitalization Threshold for Tangible Capital Assets 1. Tangible capital items should be capitalized only if they have an estimated useful life of 2 years or more following the date of acquisition or significantly extend the useful life of the existing asset and cannot be consumed, unduly altered, or materially reduced in value immediately by use and have a cost of not less than $5,000 for any individual item. 2. The capitalization threshold of $5,000 will be applied to individual items rather than to a group of similar items. (i.e.: desks, chairs, etc.) 3. To maintain adequate control over non-capitalized tangible items, items costing $1,000 - $4,999 will be monitored, tagged, and tracked through the City financial software system. 4. Accurate inventories of all tangible items will be maintained to ensure proper stewardship of public property. B. Five-Year Capital Improvement Plan (CIP) 1. The City shall annually prepare a five-year capital improvement plan based on the needs for capital improvements and equipment, the status of the City infrastructure, replacement and renovation needs, and potential new projects. Capital projects are improvements or additions to the City's physical plant/facilities/infrastructure and become a part of the City's asset inventory. Capital projects can be further categorized into land, buildings, improvements other than buildings, and infrastructure, which includes roads, sidewalks, bridges, utility lines, physical plants, etc. Capital costs typically consist of preliminary design, final design, and construction, and may involve the acquisition of land or easements. For purposes of the CIP Plan, a Capital Improvement Project should generally exceed a cost of$100,000. 2. For the most part, projects in the CIP should be based upon master plans or developer agreements. This ensures that the City's CIP, which is the embodiment of the recommendations of these individual planning studies, is responsive to the officially stated direction of the City as contained in the Comprehensive Plan and supporting master plans. Examples of these supporting documents are: Water and Wastewater Modeling Plans, Thoroughfare Plan, Parks Master Plan, Trail Plan, Municipal Facilities Plan, etc. 3. For every project identified in the CIP, a project scope and project justification will be provided. Also, project costs shall be estimated, funding sources identified and annual operation and maintenance costs computed. 29 4. Parks Board and the Planning and Zoning Commission will be provided opportunities to review the list of CIP projects for the CIP and may suggest additions and/or changes to the plan as appropriate. Pursuant to the City Charter, the Planning and Zoning Commission makes recommendation to the City Manager. 5. The City Manager is charged with recommending a Capital Improvement Plan to City Council. The CIP shall be filed and adopted in conjunction with the annual budget. 6. Annually, through the budget process and at year-end, projects are to be reviewed. For those identified as complete, any remaining funds will close to fund balance. For those projects with identified savings, the project budget will be reduced and the subsequent savings will flow to fund balance. These funds can then be re-appropriated during the next fiscal year capital budget. Funds remaining from bond proceeds will only be used in accordance with the legal use of those funds. 7. Appropriations for capital projects are for the life of the project; therefore re-appropriation of capital funding for each fiscal year for budgeted projects is not necessary. C. Infrastructure Evaluation and Replacement/Rehabilitation Water, wastewater, drainage, street lighting, streets and sidewalks, municipal facilities and other infrastructure are fundamental and essential functions for public health and safety, environmental protections and the economic well being of the City. As a result, the City's CIP should be focused on ensuring that infrastructure is replaced as necessary to protect the City's investment, to minimize future replacement and maintenance costs, and to maintain existing levels of service and accommodate growth. 1. High priority should be given to replacing/rehabilitating capital improvements prior to the time that they have deteriorated to the point where they are hazardous, incur high maintenance costs, negatively affect property values, or no longer serve their intended purpose. 2. The decision on whether to repair, replace or to rehabilitate an existing capital asset will be based on which alternative is most cost-effective, which would include life-cycle costing, and provides the best value to the City. D. Replacement of Capital Assets on a Regular Schedule (Fleet, Fire Trucks, and High-Tech) The City shall annually prepare a schedule for the replacement of its fleet, fire trucks, and high technology capital assets. Funding for the replacement of these assets will be accomplished through the annual budget process, within the resources available each fiscal year. A variety of funding options will be explored, including but not limited to cash on hand and lease/purchase, based upon a determination of what would be in the best interest of the City. E. Capital Expenditure Financing The City recognizes that there are three basic methods of financing its capital requirements: Funding from current revenues; funding from fund balance; or funding through the issuance of debt. Types of debt and guidelines for issuing debt are set forth in the Debt Policy Statements. F. Pay-As-You-Go Capital Improvements 1. The City will pay cash for capital improvements within the financial affordability of each fund versus issuing debt when funding capital improvements and capital purchases. This will reduce/minimize the property tax and utility rate impacts on Pearland citizens. 2. The City will seek out and use intergovernmental funding sources for capital improvements in order to leverage City funding and to minimize property and utility rate impacts. G. Capital Improvements/Project Reporting A summary/status report on the City's various capital projects will be prepared monthly and available to the City Manager and to City Council. Income statements on the City's CIP funds will be prepared monthly and include budget-to-actual for each project as well as list of major contracts, expense to date, and % contract completion. VII. DEBT Establish guidelines for debt financing that will provide needed facilities, land, capital equipment and infrastructure improvements while minimizing the impact of debt payments on current and future revenues. 30 A. Use of Debt Financing Debt financing, to include general obligation bonds, revenue bonds, certificates of obligation, certificates of participation, lease/purchase agreements, and other obligations permitted to be issued or incurred under Texas law, shall only be used to purchase capital assets that cannot be prudently acquired from either current revenues or fund balance and to fund infrastructure improvements and additions. Debt will not be used to fund current operating expenditures. The City will pay cash for capital improvements within the financial affordability of each fund versus issuing debt when funding capital expenditures and capital improvements, which shall include, but not be limited to, sales tax, utility system revenues, developer fees, inter-local agreements, and state and federal grants. B. Affordability The City shall use an objective analytical approach to determine whether it can afford to issue general-purpose debt, both General Obligation and Certificates of Obligation, water/sewer debt, sales tax revenue debt, and any other financing permitted by State law. The process shall include an internal feasibility analysis for each long- term financing which analyzes the impact on current and future budgets, which would include the tax and utility rates. The process shall also include the benefits of the proposed projects. The decision on whether or not to issue new debt shall be based on the benefits of the project, current conditions of the municipal bond market, and the City's ability to"afford" new debt. In no case will the City issue general obligation debt that will require a debt service tax rate of $1.50 per $100 assessed valuation, based on a 90% collection rate, which is the maximum tax rate permitted by State law. C. Types of Long-Term Debt 1. General Obligation Bonds (GO) General Obligation bonds require voter approval and are secured by a promise to levy taxes in an amount necessary to pay annual debt service. a. General Obligation bonds must be issued for projects that are in accordance with the wording in the bond proposition. 2. Certificates of Obligation Certificates of Obligation may be issued without voter approval to finance any public works project or capital improvement, as permitted by State law. It is the City's policy to utilize Certificates of Obligation to finance public improvements in certain circumstances and only after determining the City's ability to assume additional debt. Circumstances in which Certificates might be issued include, but are not limited to the following. a. The City may issue CO's when there is insufficient funding on a general obligation bond- financed capital improvement. b. The City may issue CO's when "emergency" (urgent, unanticipated) conditions require a capital improvement to be funded rapidly. c. The City may issue CO's for projects when the City can leverage dollars from others to reduce the City's capital cost for a community improvement. d. The City may issue CO's for projects when there is no other adequate funding source available (ie: GO or developer funding), the project is determined to be in the best interest of the City, and where a determination is made that waiting for the next bond referendum or having a bond referendum for a small amount of money or a small number of projects is impractical and where public notice versus a voted bond referendum is deemed acceptable by the City Council. e. The City may issue CO's if it would be more economical to issue Certificates of Obligation rather than issuing revenue bonds; and f. The City may issue CO's for projects for which the City will be reimbursed by Developer (principal plus interest) 3. Revenue Bonds Revenue bonds are generally payable from a designated source of revenue. They do not require voter approval. For the City to issue new revenue bonds, revenues, as defined in the ordinance authorizing the revenue bonds in question, shall meet the bond coverage ratio as defined in the ordinance. Annual adjustments to the City's rate structures for Enterprise Funds will be made as necessary to maintain the coverage factor. If the City should issue CO's for Water/Sewer Improvements, the Water/Sewer Fund will pay the annual debt service associated with the issue. 31 D. Debt Structures The City shall normally issue bonds with a life not to exceed 25 years for general obligation bonds and 30 years ■ for revenue bonds, but in no case longer than the useful life of the asset. The City shall seek level or declining debt repayment schedules and shall seek to retire 90% of the total principal outstanding within 20 years of the ' year of issuance. There should be no debt structures that include increasing debt service levels in subsequent • years, with the first and second year of a bond payout schedule the exception or as special situations may warrant. There shall be no "balloon" bond repayment schedules, which consists of low annual payments and ' one large payment of the balance due at the end of the term. There shall always be at least interest paid in the first fiscal year after a bond sale and principal payments starting generally no later than the second fiscal year after the bond issue. Normally, there shall be no capitalized interest included in the debt structure except for ' debt issuances reimbursing developers for infrastructure or in the case in which the project will generate revenue, but it takes a couple of years to produce the revenue. Capitalized interest should normally not exceed 2 years. The City currently has a level debt service structure. As such, unless there is growth (increased valuation, ' increase in number of connections, etc.) or reallocation of the tax rate to debt service, there is no room for additional debt without increasing rates. The City shall seek to begin making attempts to structure future debt issuances, where affordable, to a declining structure. I The City will issue debt based on a fixed rate and will limit use of variable-rate debt due to the potential volatility of such instruments. E. Debt Refunding The City's financial advisor shall monitor the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. As a general rule, the net present value savings of a particular refunding should exceed 3.0% of the refunded maturities unless (1) a debt restructuring is necessary or (2) bond covenant revisions are necessary to facilitate the ability to provide services or to issue additional debt or (3) the refunding is combined with a new debt issuance F. Interest Earnings on Debt Proceeds Debt interest earnings will be limited to funding changes to the bond financed Capital Improvement Plan in compliance with the voted propositions, cost overruns on bond projects, or be applied to debt service payments on the bonds issued. G. Bond Elections 1. Timing of general obligation bond elections shall be determined by the inventory of current authorized, unissued bonds remaining to be sold and the Five-Year Capital Improvement Plan. 2. The total dollar amount of bond election propositions recommended to the voters should typically not exceed the City's estimated ability to issue the bonds within a 7-year period. 3. An analysis showing how the new debt combined with current debt impacts the City's tax rate and debt capacity will accompany every future bond issue proposal. H. Sale Process The City shall use a competitive bidding process in the sale of debt unless the nature of the issue warrants a negotiated sale. The City will utilize a negotiated process when the issue is, or contains, a refinancing that is dependant on market/interest rate timing, if the interest rate environment or market/economic factors may affect the bond issue, or if the nature of the debt is unique and requires particular skills from the underwriters involved. The City shall award the bonds based on a true interest costs (TIC) basis. However, the City may award bonds based on a net interest cost (NIC) basis as long as the financial advisor agrees that the NIC basis can satisfactorily determine the lowest and best bid. I. Underwriting Syndicates 1411 The City's financial advisor shall attempt to involve qualified and experienced firms, which consistently submit ideas to the City and financial advisors and actively participate in the City's competitive sale in its negotiated 141 underwritings. In conjunction with the City, the City's financial advisor shall recommend the structure of underwriting syndicates, which will be optimal for the type and amount of debt being issued. 32 J. Bond Ratings Full disclosure of operations and open lines of communications shall be maintained with the rating agencies. Credit ratings will be sought from one or more of the nationally recognized municipal bond rating agencies, as recommended by the City's financial advisor. The City will continually strive to maintain or increase the City's current bond ratings by prudently managing its funds and by reviewing and monitoring financial policies, budgets, forecasts and the financial health of the City. K. Covenant Compliance The City will comply with all covenants stated in the bond ordinance, including providing for annual disclosure information and providing for material event notices. L. Arbitrage Rebate Monitoring and Reporting Arbitrage is the interest earned on the investment of bond proceeds above the interest paid on the debt. The City will maintain a system of recordkeeping and reporting to meet the arbitrage rebate compliance requirement of the IRS regulation. The recordkeeping shall include tracking project expenditures, interest earned on the bonds, calculating rebate payments, and remitting any rebatable earnings to the federal government in a timely manner in order to preserve the tax-exempt status of the outstanding debt. Arbitrage rebate calculations will be performed annually on all debt issues and the liability recorded for any positive arbitrage. Due to the specialized nature of the calculations, this function will typically be outsourced. M. Lease/Purchase Agreements The City will use lease/purchase agreements for the acquisition of equipment when it is cost-effective and provides for attractive terms. All lease purchase agreements will be approved by City Council no matter the dollar amount. VIII. CASH MANAGEMENT AND INVESTMENTS To maintain the City's cash in such a manner so as to ensure the absolute safety of principal, to meet the liquidity needs of the City, and to achieve the highest possible yield. A. Investment Management 1. All aspects of cash/investment management shall be designed to ensure safety and integrity of the City's financial assets. 2. Cash/Investment management activities shall be conducted in full compliance with prevailing local, state, and federal regulations. (See City's Investment Policy and Strategy) 3. The City will utilize competitive quotes from approved broker/dealers, affording no special advantage to any individual or corporate member of the financial or investment community. 4. The City will only do business with City authorized broker/dealers and/or financial institutions as approved by Council and who have executed a written certification of their review of the City's Investment Policy. 5. The City shall design and establish policies relating to a variety of cash/investment management issues, such as the eligibility and selection of various broker/dealers, safekeeping requirements, collateral requirements, delivery versus payment requirements, weighted average maturity requirements and other such aspects of the program, which necessitate standard setting in pursuit of appropriate prudence and enhanced protection of assets. (See City's Investment Policy 6. Investments of the City shall be made with the exercise of judgment and care which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment. B. Investment Strategy The City of Pearland maintains a consolidated portfolio in which it pools its funds for investment purposes. The City's investment program seeks to achieve safety of principal, adequate liquidity to meet cash needs, and reasonable yields commensurate with the preservation of principal and liquidity. (See City's Investment Strategy) C. Interest Income Interest earned from investments shall be distributed to the funds from which the funds were provided. 33 D. Arbitrage Investments ' Investment on bond proceeds will be made with safety of principal and liquidity in mind, but with a competitive rate of return. If there is positive arbitrage, the rebatable earnings will be sent to the IRS, as necessary. E. Depository The City will select its official bank through a formal bidding process in order to provide the City with the most comprehensive, flexible, and cost-effective banking services available. The City will, at a minimum, bid ' depository services every five years. The City will review the financial health of the City's depository annually to include but not be limited to earnings, assets, capital, and liquidity. F. Collateralization of Deposits 1. The City shall have pledged collateral held at an independent third-party institution and evidenced by a written receipt. ■ 2. The value of the pledged collateral should be marked to market monthly and shall be at least 102 percent of par or market value of the investments, whichever is greater. ' 3. Substitutions of collateral shall meet the requirements of the collateral agreement. Collateral shall not be released until the replacement collateral has been received, if the release of the collateral should result in the value being under 102 percent of par value. 4. The pledge of collateral shall comply with the City's investment policy. i IX. GRANTS AND INTERGOVERNMENTAL REVENUES The City will seek, apply for, and effectively administer federal, state and local grants, which support the City's ' current priorities and policy objectives. The City should take advantage of opportunities to enhance service delivery i through intergovernmental cooperation, shared revenues, and grants. A. Grant Guidelines 1. The City shall apply and facilitate the application for only those grants that are consistent with the objectives and high priorities identified by Council and management. 2. Grant funding will be considered to leverage City funds. Inconsistent and/or fluctuating grants should not be used to fund ongoing programs and services. 3. The potential for incurring ongoing costs, to include assumptions of support for grant-funded positions from local revenues, will be considered prior to applying for a grant. B. Grant Review Process 1. A uniform grants pre-application process will be utilized to assure the City has all the information necessary • to make a decision regarding a potential grant. Information to be provided should include, but not be limited to: a. The grant being pursued and the use to which it would be placed b. The objectives or goals of the City which will be achieved through the use of the grant. c. The local match required, if any, plus the source of the local match 5 d. The increased cost to be locally funded upon termination of the grant 2. All grant agreements will be reviewed by the appropriate City staff, including Finance, Legal, HR, and the sponsoring department, to ensure compliance with state, federal, and City regulations. 3. The City Manager shall approve all grant submissions and City Council shall approve all grant acceptances over$50,000. C. Budgeting for Grant Expenditures Annually via the budget process, departments will submit for possible funding, known grant opportunities. These grant opportunities will be prioritized and ranked along with all other supplemental requests. If approved, the expenditure and associated revenue will be appropriated in the Grant Fund. If there are grant opportunities that arise during the year and are received by the City, the budget will be amended via the projections, if the City can fund the local match required. D. Grant Termination and/or Reduced Grant Funding 1. In the event of reduced grant funding, City resources will be substituted only after all program priorities and alternatives are considered during the budget process, unless the City is obligated through the terms of the ' grant to maintain the positions, services, or equipment. 34 2. The City shall terminate grant-funded programs and associated positions when grant funds are no longer available, and it is determined that the program no longer supports City goals and/or is no longer in the best interest of the City, unless the City has obligated itself through the terms of the grant to maintain the positions, services, or equipment. X. FINANCIAL CONSULTANTS The City will employ qualified financial advisors and consultants as needed in the administration and management of the City's financial function. These areas include but are not limited to audit services, debt administration, delinquent tax collection attorney, and financial modeling. The principal factors in the selection of these consultants will be experience/expertise, ability to perform, the services offered, references, and methodology to name a few. In no case should price be allowed to serve as the sole criterion for the selection. A. Selection of Auditors At least every seven years, the City shall request proposals from qualified firms, including the current auditors if their past performance has been satisfactory. The City Council shall select an independent firm of certified public accountants to perform an annual audit of the accounts and records, and render an opinion on the financial statements of the City. It is the City's preference to rotate auditor firms every seven years at the maximum, to ensure that the City's financial statements are reviewed and audited with an objective, impartial, and unbiased point of view. The rotation of the audit firm will be based upon the proposals received, the qualifications of the firm, and the firm's ability to perform a quality audit. However, if through the proposal and review process, management and the Audit Committee select the current audit firm, then, it is the City's preference that the lead audit partner be rotated, as well as the lead reviewer, after a maximum of seven years. B. Arbitrage 1. The City shall calculate positive/negative arbitrage on each bond issue annually. While the City is responsible to ensure that the records are in order, the calculations made, reporting completed, and filings made, the actual arbitrage calculation and reporting shall be contracted out to a qualified firm. 2. Requests for proposals and statement of qualifications are to be solicited at least every seven years. There is not a requirement for rotation. C. Delinquent Tax Collection Attorney 1. Due to the nature and expertise required, the City shall hire a delinquent tax collection attorney to collect delinquent taxes, represent the City in filing bankruptcy claims, foreclose on real property, seize personal property, and represent the City in court cases and property sales. 2. Requests for proposals and statement of qualifications are to be solicited at least every seven years. There is no requirement for rotation. D. Bond Counsel 1. Bond Counsel to the City has the role of an independent expert who provides an objective legal opinion concerning the issuance and sale of bonds and other debt instruments. As bond counsel are specialized attorneys who have developed necessary expertise in a broad range of practice areas, the City will always use a consultant for these services. Generally, bonds are not marketable without an opinion of nationally recognized bond counsel stating that the bonds are valid and binding obligations stating the sources of payment and security for the bonds and that the bonds are exempt from Federal income taxes. 2. Due to the complexity of the City's financial structure and the benefits that come with the history and knowledge of the City, the contract with Bond Counsel shall be a maximum of ten (10) years, however with a termination clause, at the discretion of the City. A contract may be renewed after a competition process in which the Council determines that continuation with the incumbent firm is in the best interest of the City. 35 ii E. Financial Advisory Services " 1. The City issues various types of securities to finance its capital improvement program. Debt structuring and Is issuance requires a comprehensive list of services associated with municipal transactions, including but not limited to: method of sale; analysis of market conditions; size and structure of the issue; coordinating rating agency relations; evaluation of and advice on the pricing of securities, assisting with closing and debt • management; calculation of debt service schedules; and advising on financial management. As financial advisors to governmental entities have developed the necessary expertise in a broad range of services, the ' City will use a consultant for these services. 2. Due to the complexity of the City's financial structure and the benefits that come with the history and knowledge of the City, the contract with the Financial Advisor shall be a maximum of ten (10) years, ■ however with a termination clause, at the discretion of the City. A contract may be renewed after a competition process in which the Council determines that continuation with the incumbent firm is in the best interest of the City. ' F. Depository Bank Pursuant to State law, the City may approve a depository contract whose term does not exceed five years. ■ There is no requirement for rotation. The City will select its official banking institution through a formal process based on best value in order to provide the City with the most comprehensive, flexible, and cost-effective ' banking services available. I I 36 Funding Highlights • General Fund • Grant Fund • Water/ Sewer Fund Staffing Highlights • General Fund • Water/ Sewer Fund Supplemental Funding • General Fund • General Fund MUD 4 • Water/ Sewer Fund • Water/ Sewer Fund MUD 4 • Other Revenue Enhancements • General Fund Budget Reductions • General Fund 37 I General Fund Funding Highlights FY 2013 Adopted Budget • Parks Improvements/Enhancements $ 197,577 ' The acreage maintained by the Parks Maintenance department has increased 21% over the last year, and 38% over a two-year period. This has led to a decrease in the ability of staff to provide the attention desired to the amenities in the parks. As a result, to address safety and aesthetic ' issues, the fiscal year 2013 budget includes a total of $269,500 for parks • improvements/enhancements. $81,577 is budgeted in the General Fund and $187,923 in the Parks Development Fund to repair and replace equipment in parks and improve landscaping. To ' further improve the maintenance of the parks, $116,000 is budgeted for contracting the mowing • and maintenance of Pearland Parkway and Dixie Farm Road, lessening the burden on the mowing crew, so that two personnel from that department may be transferred to Parks ' Maintenance to proactively maintain the parks. Improvements/Enhancements include: • Centennial Park Southdown Park Renovate 2 pavilions Renovate/paint restroom area ' Install 2 shade structures over Install 2 shade covers over • playgrounds playgrounds Replace 8 shade covers/screenings at Repaint splash pad play area ' playfields Renovate 4 softball fields Pine Hollow Park Replace playground equipment • Independence Park Renovate restrooms Zychlinski Park Install 2 shade covers over ' Woody Park playgrounds • Install parking and jogging track material Install shade cover over 1 picnic area • I Fire Ladder Truck and Pumper Replacements $1,350,000 • Pursuant to the department apparatus replacement plan, the budget includes $790,000 to replace a Ladder Truck that is over 10 years old and $560,000 to replace a Fire Engine Pumper that is ' over 20 years old. The ladder truck will serve as a reserve and the pumper will be used for training. Both have had an extensive amount of costly repair work and, as a result, have been out of service for lengthy periods during the last year. This will be funded via lease/purchase proceeds. This is in response to the City Council's Public Safety Priority. EMS Ambulance Replacement and Refurbishment $ 220,664 ' The budget includes $129,307 for a replacement ambulance needed to replace an existing ambulance that is over 6 years old with mileage of 131,350, which is considered excessive for an1111 ambulance. There have been numerous major repairs during the lifespan of the existing unit. In addition, $91,357 is included in the budget for one of the existing ambulances to be refurbished, which has over 120,295 miles, is over 5 years old, and has had extensive repairs. This will be funded via lease/purchase proceeds. This addresses the City Council's Public Safety Priority. Contracted Fire/EMS 911 Dispatch Services $ 160,000 Calls for service for Fire have increased 5% over the last year, and 21% over a two-year period. Calls for EMS have increased 9% from last year, and 19% since 2010. In addition, there has been a 62% increase in 911 calls received by Police Dispatch in the last year. There is a need to ' improve dispatching capabilities. In lieu of adding several staff which would also require additional workstations, space, equipment, and technology, the budget includes funds to contract with another entity to dispatch Fire and EMS calls, thereby realizing savings and relieving some of the burden on Police Dispatch for increasing Police call volume without affecting the quality of service and response time. Benefits include: additional Dispatchers on duty, faster processing of 38 ' General Fund Funding Highlights FY 2013 Adopted Budget incidents, and additional reporting capabilities. Cost here is for nine months of which $40,000 is initial hardware-software costs. Annual cost thereafter is $160,000. This supports the City Council's Public Safety Priority. Employee Compensation $1,206,442 Pursuant to civil service, the 2013 budget includes $90,773 for a civil service step increase of 3% on the anniversary of date of hire. In addition, shift differential pay of $86.00 per paycheck for employees working nights and $80.00 per paycheck for those on a split-shift has been budgeted, amounting to $173,016. This includes Patrol Officers, Jailers, Dispatchers and Records Clerks. Shift differentials are additional pay to compensate for working shifts other than day. Shift work has been proven to be related to a number of serious health conditions and has short-term effects such as insomnia, increased injuries and accidents, and a general disruption of home life. The budget also includes the conversion of 9 full-time Firefighters to 9 Driver/Operator positions with a pay increase of$69,054. The conversion will improve Fire Department safety, succession planning, maintenance, and put the City more in line with other area fire departments. This will also help future recruiting efforts of full-time Firefighters. In fiscal year 2012, civil service personnel received a 2% step increase, and civilian employees received a one-time 2% average merit pay. In fiscal year 2011, there were no increases for civilian personnel. The 2013 budget incorporates an average 3% pay for performance for civilians and a 3% increase in the civil service step, $873,599. Police Officers $ 518,177 The number of calls resulting in a unit being dispatched is up 5% from last year, and the number of dispatched calls per Patrol Officer is up 4% from last year. The City will be annexing Brazoria County MUD #4 on December 31, 2012, 601 acres and approximately 3,700 residents and we also anticipate a base population growth of 3,200. The 2013 budget includes the addition of 6 Officers, 4 effective October 2012 and 2 effective April 1, 2013. Based on the anticipated population growth, the City is adding 1 Officer per 1,000 population. This meets the City Council Strategic Priority to maintain appropriate staffing levels for street crime units. Data & Phone System Replacement $ 470,060 The systems at City Hall, the Service Center, Parks Maintenance, EMS and Fire Marshal buildings are 8-13 years old and the new Public Safety Building and the Recreation Center are on a different system than the rest of the City buildings. Recently, AT&T has advised the City that maintenance for the Meridian system, currently at City Hall and these other buildings, will no longer be covered as the manufacturer has discontinued the product line and classified as end-of- life. In the event of needed repairs or service disruption due to software or equipment failure, the system could be down for days due to a search for parts no longer produced. In addition, the current voice mail hard drives cannot be upgraded, so there is limited space for the retention of voice mail. Newer technology, VOIP, will be installed, which will mirror our newer facilities, and will connect all facilities. The fiscal year 2013 budget includes $470,060 for the replacement of the data and phone system at City locations, with a $75,210 contribution from the Water& Sewer Fund. Comprehensive Plan Update $ 100,000 The Comprehensive Plan is a document that guides public policy in terms of transportation, utilities, land use, recreation, housing, economic development, among others. The Texas state law requires that in order to regulate the use of land within its corporate limits, a City must prepare a Comprehensive Plan for its future development. The existing Comprehensive Plan was prepared in 1999, with minor updates in 2004 and 2009. In 2004, limited additions were 39 General Fund Funding Highlights FY 2013 Adopted Budget ' • made to the Plan to include topics that had not been addressed before. In 2010, only the Future Land Use Map was reviewed with respect to vacant land and some changes were made. • Because of Pearland's expanded population growth since the 1990's, emerging issues have diminished the effectiveness and validity of the current Plan. In addition, individual sections of the ' Plan, such as Parks, Water & Sewer, have been updated independently, but not incorporated. • Funding in the fiscal year 2013 budget is year one of a two-year plan for an all-inclusive update to the Comprehensive Plan to reflect changes that have occurred since 1999, as well as to better ' manage Pearland's population growth that will likely continue into the future. This meets the City • Council's Land Use Strategic Priority. In addition, the Planning & Zoning Commission has made updating the Comprehensive Plan one of its Strategic Priorities. ■ Public Works Sidewalk Replacement Program $ 437,000 ' In 2007, the City's Public Works Departments created and implemented a sidewalk replacement • program to replace sidewalks that created a trip hazard for its residents, as well as for those that were uprooted due to repair projects. The continued funding for this program will assist in ' reducing the backlog of sidewalks in need of repair or replacement. The repair and replacement of the sidewalks will be done based on priority, as well as those with the highest percentage of damage. This Program meets the City Council Capital Improvement Strategic Priority. • Public Works Asphalt Road Rehabilitation $ 600,000 The City of Pearland continues to emphasize the maintenance of its roadways and evaluates ' them in accordance with the City's standards. The City also works in partnership with Brazoria • County Precinct #3 on various pavement rehab projects. In fiscal year 2013 the City plans to rehab the following roads: Hawk Meadows, Figland, E. Industrial, Garden, Buckhold, Westfield, • Washington Irving, Woodcreek, Navarre, Wagon Trail, E. Orange, Creekridge, Hawk, Adamo and • Brookside. In addition to these roads, the City plans to do repairs on the following roads: Becky, Jerrycrest, Larrycrest, Patridge, Willow, Washington Irving, Butler, Taylor, Hatfield, Wagon Trail, Fite, Herbert, Hampshire, Westminister, Paul, McDonald, Longwood, Willits, Westgate, Keis, • Warren, Williams, and Stone. This Program meets the City Council Capital Improvement and Transporation Strategic Priorities. The Capital Improvement Program (CIP) continues to efficiently execute the City's transportation plan. Code Enforcement/Health Officers $ 144,504 ■ In 2004, the City population was 54,000 with 3 Code Enforcement/Health Officers. Today the City population is 97,200 with 4 Officers and we have approximately 400 restaurants, bars and schools that require 2 health inspections per year, as well as foster homes, in addition to the monitoring and enforcement of non-compliance of nuisance properties. The additional Officers will help ensure that restaurants are inspected twice a year as well as maintain customer service ' and responsiveness that our customers/citizens expect. • Library $ 117,288 • Funding for the anticipated opening of the West Side Library January 2013 includes lease • payments with six months free for the first year, custodial, utilities, and annual book subscriptions. This is in line with the City Council's Strategic Priority for continuing development of a facility on • the west side of the City. Total Highlights $5,521,712 • • 40 Grant Fund Funding Highlights FY 2013 Adopted Budget Emergency Management Performance Grant(EMPG) $ 43,434 The Texas Department of Public Safety — Division of Emergency Management issues formula grant funds to the City of Pearland Fire Marshal Department for the purpose of providing emergency preparedness resources for the citizens of Pearland. The City of Pearland utilizes these funds for personnel who coordinate the training needed by community-based organizations and agencies that provide mutual aid to the City and assist citizens with evacuation readiness, homeland security preparedness, and public safety efforts during hurricanes and other natural disasters. Funding covers roughly 9% of the department's personnel costs. Due to budgetary constraints at the State and federal levels, this annual grant may be subject to adjustments to the amount of the award. Crime Victim Specialist $ 38,499 The Office of the Attorney General provides grant funds for Crime Victim Liaison personnel and the City has applied for this grant as an adjunct to the funds the City receives from the Criminal Justice Division. The Pearland Police Department staff provides various types of social services assistance to victims of domestic violence, theft, burglary, robbery and other crimes against persons. The Crime Victim Specialist will assist the Crime Victim Liaison with efforts to provide Pearland residents in need with referrals to human services organizations, counseling, transportation assistance, legal aid and emergency shelter for victims of domestic violence. The two years of grant funds cover 87% of program costs, including personnel and minor professional development expenses. Crime Victim Liaison $ 59,841 The Office of the Governor's Criminal Justice Division is providing grant funds for Crime Victim Liaison personnel and a Police Mobile Command Unit. The Pearland Police Department Crime Victim Liaison provides various types of social services assistance to victims of domestic violence, theft, burglary, robbery and other crimes against persons. The Crime Victim Liaison assists Pearland residents in need with referrals to human services organizations, counseling, transportation assistance, legal aid and emergency shelter for victims of domestic violence. Funding covers 80% of program costs. Staffing for Adequate Fire and Emergency Response (SAFER) $ 28,605 The City is in year two of a four-year grant totaling $146,802 to implement recruiting and retention efforts designed to improve the volunteer firefighter capacity of the Pearland Fire Department. This grant comes from the U.S. Department of Homeland Security, through its Federal Emergency Management Agency (FEMA). FEMA administers two SAFER funding programs that make grants available to local fire departments throughout the nation — Hiring of New Firefighters and Recruitment/Retention of Volunteer Firefighters. Pearland Fire Department will use the $28,605 in fiscal year 2013 to maintain volunteer firefighter recruitment coordinator staff and continue to implement its marketing program to attract new volunteer firefighters. The remaining two years of funding will be used for recruiting and retention of firefighters. Staffing for Adequate Fire and Emergency Response (SAFER) $ 337,646 The City is in year two of its three-year SAFER's Hiring of New Firefighters program totaling $703,089, which has allowed the City's Fire Department to hire six (6) new base-level firefighters. This three-year program requires that the City maintain the six (6) newly-hired personnel for a period no less than twelve months following the end of the two-year federally- funded portion of the program. These firefighters are being utilized to help Pearland Fire Department to maintain compliance with National Fire Protection Association standards, as well as OSHA regulations. 41 Grant Fund Funding Highlights ■ FY 2013 Adopted Budget Texas Department of State Health Services $ 35,000 The Texas DSHS Local Program Grant (LPG) for fiscal year 2013 will provide the City's ■ Emergency Medical Services (EMS) department with matching funds towards the purchase of a new ambulance. This will allow the City to continue to provide effective response times to medical and health emergencies as annexations and new residential growth require increases in service capacity. Bulletproof Vest Partnership (BVP) Grant $ 9,900 U.S. Department of Justice distributes matching grant funds to law enforcement jurisdictions for the purpose of assisting them with purchases of bulletproof vests for officers. Vests that are ' pending expiration of their traditional 5-year warranties are eligible for replacement. The department typically replaces approximately 25 vests per year, ensuring that officers have the most effective personal protective equipment possible while in the field. Replacement vests for ' 25 police officers will be purchased in FY '13. BVP funds provide a 50% match for all eligible vests that grant funds are requested to replace. Total Highlights $ 552,925 42 ' Water& Sewer Fund Funding Highlights FY 2013 Adopted Budget Sand Filter Repair and Rehabilitation $ 150,000 One of the goals of the Wastewater Treatment Plant department is to"discharge effluent that is of higher quality than the receiving stream." In the 2013 budget, funding was added for the Far Northwest Wastewater Treatment Plant to repair and rehabilitate the sand filter used to clean wastewater effluent before disinfection and discharge into the creek. Currently, because of normal wear and tear and the age of the equipment, many of the underdrain network of cells have collapsed, which reduce the ability of the equipment to properly filter the effluent. The funding will allow for a more in-depth rehabilitation of the filter, needed for continued operation. Sandblast and Paint Water Plants $ 67,200 To ensure compliance with State and Federal regulations related to the general appearance of the Water system's facilities, funding is included to sandblast and paint ten water plants. Those plants include: McLean, Liberty, Garden, Shadow Creek, Cullen, Green Tee, Southeast, Old City Hall, Magnolia, and FM 518/Mary's Creek. Sandblasting and painting not only slow down corrosion, it helps to instill confidence and a sense of pride in residents, since all water facilities are visible to the public. Once painted, it will last more than five years. Auto Flushers $ 68,350 In order to reduce water quality concerns and improve water quality where needed, the budget includes 25 auto flushers that will maintain chlorine residual levels and flush by-product to keep the water fresh and safe. The auto flushers can be programmed to run any time of the day and for any length of time, reducing any possible inconvenience to residents. Also, installing these auto flushers will assist the City in maintaining a chlorine residual that is in compliance with State- required standards. Jetting Unit $ 42,700 The purchase of a high-pressure jetting unit machine will prevent the Water & Sewer Distribution and Collection department crew from having to stop one sewer repair operation to work on another operation, as it currently does. It will allow the department to run two sewer cleaning and inspection operations at the same time during daily maintenance operations, in turn increasing efficiency and effectiveness, and providing quality, prompt service to residents. Articulating Loader $ 114,553 This four-wheel drive, 128 HP loader is needed when the construction crew works on a project that requires moving heavy loads. Currently a backhoe is used, but it's taken from another department, causing that department's concrete work to suffer. Additional, a backhoe is designed to dig, not carry heavy items. The articulating loader has the power to lift heavy loads such as water and sewer pipe, sand, gravel, and base rock. Water& Sewer Maintenance Worker $ 39,246 Currently the Distribution and Collection Department does not have two people assigned, on a consistent schedule, to the vactor truck, which cleans sewer lines, nor two assigned to the CCTV truck, which televises the line. Two people are needed for each to operate them safely. The addition of this position will allow for a two-man crew on each truck and will prevent operations from having to stop in order to set up the two-man crew for the next operation. This new arrangement will allow increased productivity and efficiency in the field by up to 50%, and will allow both operations to run at the same time. GPS Field Technician &Vehicle $ 64,323 Currently there is only one GPS Field Technician in the department. That person spends most of his time in the field collecting GPS points for the entire city infrastructure, and any time new data is needed for the GIS system this person is responsible for gathering that data. Additionally, any new construction points that need to be added are handled by the person in this position. A 43 I Water & Sewer Fund Funding Highlights FY 2013 Adopted Budget ■ I second GIS Field Technician is needed in order to assist the Field Technician and acquire the necessary data for new layers. Production is expected to increase with the addition of this new ■ position, as some of the less technical tasks can be transferred to this new position. I Merit Increase $ 113,236 1 The budget incorporates an average 3% merit increase based on performance. In fiscal year 2012, civil service personnel received a 2% step increase, and civilian employees received a one- time 2% average merit pay. In fiscal year 2011, there were no increases for civilian personnel. m I Total Highlights $ 659,608 I I I I I I I I I I I I I • I I I I I I I I I I I • I III 44 STAFFING CHANGES FY 2013 GENERAL FUND Department FTE Position Title Justification/Services Affected FY 12 Base 527.75 464.75 FT Headcount 126 PT Headcount Additions Community Development Increasing part-time position to full-time. With the re-organization in Administration 0.5 Administrative Clerk FY 2012, this position now serves 9 individuals, up from 5, and will assist code enforcement in scheduling all pre-development meetings. In 2004, the City population was 54,000 with 3 Code Enforcement/ Health Officers. Today the City population is 97,200 with 4 Officers and we have approximately 400 restaurants, bars and schools that Environmental & Health 2 Code Enforcement/ require 2 health inspections per year, as well as foster homes, in Health Code Officer addition to the monitoring and enforcement of non-compliance of nuisance properties. The additional Officer will help ensure that restaurants are inspected twice a year as well as maintain customer service and responsiveness that our citizens expect. This position is added to address the increase in the number of case Municipal Court 0.5 Part-time Deputy Court Clerk filings, FTA cases, delinquency notices and trials. The number of charges brought in have increased 17% over the last year, and the number of trials have increased 71%. V. Six new Officer positions are added to accommodate MUD 4 annexation and general growth of the City. The city is adding Police Patrol 6 Police Officers approximately 1 Officer per 1,000 growth in population in order to maintain visibility and response times. Two Officer positions are funded to begin April 1, 2013. A Records Clerk position is funded to accommodate an increase in the Police Support Services 1 Records Clerk number and complexity of cases, phone calls and alarm notices handled by the Clerks. There has been a 7% increase over the last year and a 40% increase in cases over the last 4 years. Additional Jail personnel are needed due to the expansion of the Jail facility and the increase in the number of inmates and to ensure a safe environment. The Jail Division has the added responsibility of Police Jail 1 Jailer maintaining a customer service window in the jail lobby, monitoring of cameras and alarms in the jail. The housing of additional prisoners has resulted in elevated demand on Jail personnel. With the addition of this new Jailer, the Police Department will be able to reduce overtime by $21,000. Total Change 11.00 11 FT FY 13 Budget 538.75 475.75 126 PT Headcount - Total Headcount 600.75 • • STAFFING CHANGES FY 2013 WATER & SEWER FUND Department FTE Position Title Justification/Services Affected FY 12 Base 97.25 95.25 FT Headcount 4 PT Headcount Additions W&S Distribution 1 Line Maintenance Worker I This position is added to improve response to sewer line maintenance & Collection and repairs and ensure employee safety by providing two employees on the vactor. This position is added to address an increase in the demand for W&S Public Works GIS 1 GPS Field Technician locating and recording infrastructure, including street lights, storm and drainage lines, sidewalks, and the need to be present at construction job sites. Total Change 2 2 FT 0 PT FY 13 Budget 99.25 97.25 FT 4 PT - Total Headcount 101.25 GENERAL FUND REVENUE ENHANCEMENTS - BY DEPARTMENT FISCAL YEAR 2012-2013 Revenue Revenue Details or Department Proposed By Category Impact Analysis Fire Marshal (2340) 32,500 Fire Inspections Charge fees for reinspections after the 1st re-inspection. Finance (1260) 82,444 Misc. Use OnPay solutions credit card and ACH payment to vendors for a 1% rebate, increasing revenues. Permits & Permits 10% increase on Inspections for Building Permits. 15% increase on Mechanical, Plumbing, Inspections 188,501 Electrical. Last fee increase 2000 or before. (1610) Health & 68,575 Permits $25 increase on Health Permits and a new fee structure for re-inspections of food related Environmental establishments. Eliminate food handler classes. Services (1630) Planning (1550) 20,000 Planning Fees Increase of fees for Zoning Change Applications. Parks and 13,000 Learn-To Swim Increase the fees charged for Learn-To Swim Group Classes in line with the Revenue Recreation -RCN Program Management Plan. (3340) Parks and 3,000 Natatorium Only - Pool Offering Natatorium only non-themed party option for customers not wanting a full-service Recreation -RCN Party Package themed package. Anticipated average fee would be approximately $150. (3340) Parks and 5,000 Additional Scoreboard Natatorium Scoreboard Sponsorships range in cost from $2,500 to$5,000 for space around Recreation -RCN Sponsors for the Numeric Board and $5,000 around the Galaxy Matrix Board. The new goal would be to sell (3340) Natatorium at least two additional packages in FY 2013. Parks and 22,500 Memberships Charge a one-time, $25, initiation fee for memberships. Recreation -RCN (3340) Parks and 2,000 Rentals Locker Rentals- Renting lockers so members can keep belongings over night versus hauling Recreation -RCN back and forth. This number is based on renting 10 lockers in each locker room (half of the (3340) available lockers to rent) for$100 a year. Parks and 5,000 Memberships Punch cards for group exercise classes for non-member participants at$50 a card with 20 Recreation -RCN punches equates to $2.50 a class. This number is based on 100 people purchasing a punch (3340) card per year, which averages around 8 people a month; which is attainable. Alternative is a 10-punch card for$25 per card. Parks and 7,000 Preschool Classes Preschool classes have always been successful for Parks and Recreation. We can utilize one Recreation -RCN of the Multi-Purpose rooms for a preschool classroom using portable systems to give us the (3340) capability of running other programs/ rentals. Will adjust schedules/staffing and contract employment to accommodate. A Mother's Day Out Program-2 days a week. GENERAL FUND REVENUE ENHANCEMENTS - BY DEPARTMENT FISCAL YEAR 2012-2013 Revenue Revenue Details or Department Proposed By Category Impact Analysis Parks and 9,470 Rentals Increase birthday party fees by 20%. With this pricing structure and what we offer with our Recreation -RCN parties, we are still very competitive. (3340) Parks and 5,000 Ad Space There are plenty of spaces within the recreation center that can hold advertising space for a Recreation -RCN fee. We can hang banners and ads on scoreboard panels. Could be more depending on fee (3340) structure and demand. Parks and 2,337 Events& Programs Hosting of an entertainment expo providing surrounding communities the opportunity to meet Recreation -Special entertainers in a one-stop shopping environment for booking event entertainment. Admission Events (3393) would be charged to either the presenters or the communities. Parks and 4,375 Events & Programs Increase the non-resident fee from $25/year to$50/year to progress toward meeting the Recreation -Senior Revenue Management Plan. Center(3394) Parks and 16,000 Facility Rentals Increase by 20% rental fees for pavilions, gazebos and barbeque shelter. Recreation - Administration (3395) Parks and 8,941 Outdoor Pool The current pool entry fee of$2.00 was put into place for FY 2011 (10,900 paid entries in Recreation- 2011 = $21,057). A quick comparison of other area cities found the following: La Porte- Aquatics (3397) $1.00; Pasadena $1.25 for residents and $1.50 for non-residents; Deer Park$2.00 all swimmers; Bellaire 3-17$2.00; 18-59 $3.00; 60+ $2.00; Alvin and Lake Jackson sell monthly pool passes. Increase the entry fee to use the City Outdoor Pool to$3 for users ages 7+. Summer 2011 - 10,900 paid users @$2 = $21,059. Summer 2013 Projection - 12,000 paid users @ $2.50 = $30,000. Parks and 2,290 Outdoor Pool The current age in which fees are collected is 7 years of age. Proposal to decrease the Recreation- minimum age that pays an entry fee to use the pool to 3 and older. In 2011, 2,693 children Aquatics (3397) under the age of seven used the pool. There is no hard data to say what the breakdown of exact ages was. An estimate is that 80-90% of those were ages 3-6. A quick comparison of other area cities found the following: La Porte, Pasadena, Bellaire begin charging at age 2. Deer Park charges all swimmers. Discounted entry fee (children 3-6) of$1.00 x 2,290. GENERAL FUND REVENUE ENHANCEMENTS - BY DEPARTMENT FISCAL YEAR 2012-2013 Revenue Revenue Details or Department Proposed By Category Impact Analysis Parks and 470 Outdoor Pool The fees currently in place for Pool Passes for Individual Passes are $20 for Residents and Recreation- $40 for Non-Residents. Fees for Family Passes are $50 for Residents and $75 for Non- Aquatics (3397) Residents. There was little promotion of this program fee in the past. Summer 2011 Revenue from Pool Passes = $780 The proposed fees for Individual Passes are $30 for Residents and $50 for Non-Residents. Fees for Family Passes are $75 for Residents and $105 for Non-Residents. There would be an increase marketing campaign for this service/fee. Projected total income with proposed increases for Summer 2013 = $1,250. Parks and 13,587 Outdoor Pool Increase the fees charged for Learn-To Swim Classes. Recreation- Current Fee Structure: Aquatics (3397) Water Baby 1/2, Preschool A/B/C = $35 R/$55 NR Adult, Levels 1-6 = $40 R/$60 NR 649 Paid Participants - Summer 2011 LTS = $26,413 Proposed Fee Structure: Water Baby 1/2, Preschool A/B/C = $50 R/$80 NR* o Adult, Levels 1-6 = $60 R/$90 NR* $30 difference is inline with Revenue Management Plan. Summer 2013 Goal = $40,000 Parks and 8,438 Concession Revenue Increase the retail price of individual items sold through the program. Fees are far below Recreation- pricing at like venues such as Centennial Park, movies, etc. There has been no increase Aquatics (3397) since 2000 or before. Summer 2011 Concessions Revenue = $11,562. Summer 2013 Goal = $20,000. Parks and 383 Swim Team Revenue Increase the per hour fee charged to Swim Teams using Pool space at the Outdoor Pool for Recreation- swim practices. Historically, two swim teams have rented pool space between Mid April and Aquatics (3397) the end of July each summer. The teams rent pool space Monday through Thursday 5:00pm to 7:00pm in April and May and then 5:45am to 7:45am Monday-Friday and 7am to 10am on Saturdays in June and July. Proposal is to increase fee from $15 per hour to $20 per hour (33% increase). Team Practice Rental Total in 2011 = $1,162. Increase by 33% to $1,545. GENERAL FUND REVENUE ENHANCEMENTS - BY DEPARTMENT FISCAL YEAR 2012-2013 Revenue Revenue Details or Department Proposed By Category Impact Analysis Parks and 1,276 Outdoor Pool Increase revenue by increasing the rates being charged for private function rentals such as Recreation- birthday parties. Rental rates are based on the number in attendance. Aquatics (3397) Current rates with Summer 2010 Rental#: 28/$3,724 1-50 = $50(R)/$70(NR) per hour; 11 51-100 = $55(R)/$80(NR) per hour; 8 101-150 = $65(R)/$90(NR) per hour; 5 151-250 = $80(R)/$100(NR) per hour; 4 Increase Rates to: 1-50 = $70(R)/$100(NR) per hour; 51-100 = $90(R)/$120(NR) per hour; 101-150 = $110(R)/$140(NR) per hour; 151-250 = $150(R)/$180(NR) per hour. TOTAL REVENUE $522,087 ENHANCEMENTS kn GENERAL FUND BUDGET REDUCTIONS - BY DEPARTMENT FISCAL YEAR 2012-2013 Reductions Department Proposed By Category Description City Council (1010) 3,300 Hosting Hosting BCCA Monthly Meeting; bi-annual City Council (1010) 3,276 Special Services Granicus Audio Service; Council meetings now videotaped. City Manager(1020) 650 Professional Dev. Reduce Conference to 1 person; ICMA to 1 person. City Manager(1020) 940 Membership Dues Reduce ICMA to 1 person. City Manager(1020) 1,400 Travel Reduce TML to 1 person. Human Resources (1040) 1,000 Office Supplies Reduce the amount of supplies purchased. Human Resources (1040) 1,000 Materials & Supplies Reduce the number of Civil Service examinations. Human Resources (1040) 500 Minor Tools Reduce the number of printer drums used. Human Resources (1040) 1,000 Books & Subscriptions Reduce the number of books purchased but will keep essential material such as FLSA, ADAA, FMLA, etc. updates. Human Resources (1040) 10,328 Printing Have the policies revised and printed before the end of FY12 and subsequent amendments will be sent via email and/or placed on the city hall drive so copies may be made by the department. Human Resources (1040) 3,830 Professional Dev. Reduce the number of personnel attending same conferences. Human Resources (1040) 2,685 Travel Reduce the number of personnel attending same conferences. Legal (1080) 7,262 Special Services Special services for legal fees based on activity. If needed use contingency. Library (1380) 32,678 Contract Employment Due to Westside Library opening, BCLS will begin to pay for all personnel costs as they do with other system libraries. Traffic (1425) 7,543 Parts and Materials Parts and other materials for repair reduced for traffic signals. Traffic (1425) 10,000 Maintenance of Streets New road striping and the restriping of existing roads where the old striping is no longer visible or reflective will be reduced in FY2013. � I s GENERAL FUND BUDGET REDUCTIONS - BY DEPARTMENT FISCAL YEAR 2012-2013 Reductions Department Proposed By Category Description Public Affairs (1530) Printing Quantities of the publication offered only at community centers and City Hall 10,491 or on web-site. Public Affairs (1530) Design Staff will make design changes in house. 4,000 Engineering (1620) Consultant TIA Additional Reviews by City Staff 5,754 Reviews & Warrant Studies Engineering (1620) Salaries Reclassification. Decrease experience level of inspector. Reduction beginning 6,043 in FY2013. EMS (2460) Ambulance Billing Conduct an RFP for new EMS Billing Provider. Currently pay 11.25% in fees 141,967 for billing services. Industry standard is between 5% and 7%. Reduction is based on contract at 7%. Emergency Management (2350) Special Services Reducing Weatherwarn option from the Everbridge subscription. 2,900 Emergency Management (2350) Special Services GroupBuilder will not be needed with the addition of Everbridge. 2,500 Parks and Recreation -Medians Overtime Delete portion of overtime account as history indicates it is not needed. and ROWs (3389) 7,500 However, could affect services with an increase in special events, after hours on-calls for emergencies, and make-up work after periods of rain or holidays. Parks and Recreation -Medians Fertilizer Reduce fertilization or seeding of Rye Grass of medians and roadways. Still and ROWs (3389) 5,500 have $7,000. Parks and Recreation -Medians Equipment Rental Minimum impact as there are no major projects scheduled requiring and ROWs (3389) 1,000 equipment rental next year. Parks and Recreation -Athletics Contract Employment Reduce program offerings for the tennis program, for which participation has (3392) 11,790 decreased over the last year. Parks and Recreation -Special Programs Eliminate the Ladies and Little Gents program as it does not fall in line with Events (3393) 1,500 the current Revenue Management Plan. Parks and Recreation -Senior Programs Cut 11 monthly dances. Currently there are 20 other area dances within easy Center(3394) 1,920 commuting distance. GENERAL FUND BUDGET REDUCTIONS - BY DEPARTMENT FISCAL YEAR 2012-2013 Reductions Department Proposed By Category Description Parks and Recreation -Youth Personnel Reduce a full-time Recreation Specialist position to part-time, 35/hours per Development(3396) 17,070 week to assist with Volunteer Program. Parks and Recreation -Youth Special Services PISD has agreed to reduce the cost of leasing Bailey Campus from PISD for Development(3396) 17,900 the 3.5 months for summer camp. Parks and Recreation -Recycling Propane camp No longer accept Propane camp cylinders, impacting less than 1% of Center(3351) 5,000 cylinders customers. TOTAL BUDGET REDUCTIONS $330,227 L THIS PAGE INTENTIONALLY LEFT BLANK 54 General Fund and Water & Sewer Revenues, Expenditures and Other Sources Trends for Fiscal Year 2013 General Fund revenues and other sources are projected to increase from $52,983,467 in FY 2012 to $56,387,521 in FY 2013, an increase of$3,404,054 or 6.4%, due mainly to an increase in Sales Tax, TIRZ Administration Fees, and Capital Lease Proceeds. Five Year Revenue Trend $56.39 $60.00 $50.54 $50.31 $52.98 $48.99 �r $50.00 - o $40.00 $30.00 - • $20.00 $10.00 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 � J l 1 Revenue Sources for FY 2013 Transfers, 7% Other Sources, 3% Property Taxes, Miscellaneous, 1% 19% Charges for Service, 22% 1 Fines&Forfeitures, 5% License&Permits, Franchise Fees, Sales Tax,27% 5% 11% J General Fund Current Property Taxes are expected to increase from a projected $10,480,519 in FY 2012 to $10,711,657 in FY 2013, an increase of$231,138 or 2.2%, due to a slight increase in development. Other Taxes, primarily composed of sales taxes, are estimated to increase from a projected $14,363,666 in FY 2012 to $15,125,235 in FY 2013, an increase of $761,569 or 5.3%. The sales tax increase is the result of the improvement in the local economy. Sales Taxes Five Year History $16.00 $15.13 $13.76 $13.08 $13.33 $14.36 $14.00 $12.00 o• $10.00 $8.00 $6.00 to- $4.00 $2.00 $ FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 55 I Franchise Fees are expected to increase from a projected $5,697,733 in FY 2012 to $6,016,906 in FY 2013, an increase of$319,173 or 5.6%, due to anticipated growth in Electric, Cable Television and Sanitation Fees. Franchise Fees by Type for FY 2013 • I Sanitation 21% Gas 5% Cable TV 20% lib I le Electric 49% I Telecommunications 5% le I. Licenses & Permits are estimated to increase from a projected $2,224,046 in FY 2012 to $2,620,219 in FY 2013, an increase of$396,173 or 17.8% due mainly to growth in development. Fines & Forfeitures are expected to increase from a projected $2,999,214 in FY 2012 to $3,107,512 in FY 2013, - an increase of $108,298 or 3.6%, due to an increase in the number of citations and increased warrant collections with the assignment of a second Warrant Officer for the full year. S Charges for Services are estimated to increase from a projected $11,564,231 in FY 2012 to $12,330,342 in FY • 2013, an increase of$766,111, or 6.6%. There is an increase of$436,064 due to growth of assessed valuation in • the TIRZ and 2.9% increase in the tax rate, and an increase in the ambulance services revenues of$105,000. Miscellaneous Revenue is anticipated to decrease from a projected $422,675 in FY 2012 to $323,891 in FY 2013. The decrease is mainly due to the sale of property in FY 2012, a decrease in street light charges, and less anticipated Recycling Center revenue. Inter/Intra Governmental Revenues increase from a projected $3,763,560 in FY 2012 to $3,776,850 in FY 2013, an increase of $13,290 or 0.4% mainly due to an increase in transfers from capital project funds for project management and inspection. Other Financing Sources is budgeted at $2,037,400 for FY 2013 and will be obtained through capital lease proceeds to fund the purchase of replacement vehicles, a replacement ambulance and a refurbished ambulance, a new fire pumper engine and a fire ladder truck, a replacement data/phone system, and a padfoot roller for street maintenance. 56 CITY REVENUES - FIVE YEAR TRENDS GENERAL GOVERNMENTAL REVENUE BY SOURCE 100% -.moo__ 111=11 -.rrwr C Other 90%- ■ II - Er ..•III ■Inter-Gov't 80% Revenue 70% O Franchise Fees 60%- t' ■Charges for Services 50% ■Fines and Forfeitures 40% o Licenses 30% and Permits •Sales/Other Taxes 20%- 10%- ■ Property Tax (General&Debt 0% Service Funds) 2009 2010 2011 2012* 2013" 1 *2012 Estimate **2013 Adopted Budget PROPERTY TAX RATE , / ASSESSMENT VALUE(billions) 0.7100- 7.0 - 0.7000- $0.7051' 6.5 - 0.6900- 0.6800- ,' 6.0 - $6.3 $6.3 $6.4 $0.6851 7 : 11111-1 0.6700 $s.s 5.5 -- 0.6600- $0.6661 5.0 - 0.6500- $0.6526 $0.6526 - 0.6400 - I 4.5 - Mil 0.6300 - 4.0 , 0.6200 2009 2010 2011 2012 2013 2009 2010 2011 2012 2013 ` J PROPERTY TAX REVENUE(millions) , SALES TAX REVENUE(millions) 39.0- 23.0- 38.0 - 22.5-.............._._ 37.0 -_ $37.6 22.0- 36.0 - 21.5- 35.0 21.0- . 34.0 20.5 33.0- $34. $20.4 „ $33.5 ..... .;._ 20.0-.. 32.0 $32.9 ` ..._ 19.5-... 31.0-.. $31.3 i 19.0-... ...__ 30.0- 18.5-... .. .. 29.0- ... _ 18.0-... _- 28.0 - i_ 17.5 2009 2010 2011 2012 2013 ` 2009 2010 2011 2012 2013 J 57 le GENERAL FUND EXPENDITURES a General Fund expenditures are proposed to increase from a projected $53,012,700 in FY 2012 to$58,575,184 in a FY 2013, an increase of$5,562,484 or 10.5%. a Five Year Expenditure Total S $60 $58.57 $51.85 $48 65 $53.01 $50 - $48.34 a $40 - o $30 a 111 to $20 a a $10 $- -- - , -I I -, a FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 a J The increase is mainly due to an increase in compensation and benefit rates, the purchase of hardware/software, equipment and vehicles, an increase in maintenance of parks and facilities, as well as new positions. Personnel increases include two new Health Code/Sanitation Enforcement Officers, 4 Police Officers to accommodate the annexation of Brazoria County MUD#4, and 2 Police Officers to be added mid-year to maintain the policy of adding 1 new Officer for every 1,000 in population. In addition, 1 Jailer and 1 Records Clerk are added to the Police Department, a part-time Deputy Court Clerk is added to accommodate the increase in Municipal Court cases, and a part-time Administrative Clerk in Community Development Administration is increased to full-time. The budget includes an average 3% merit pay increase for civilian personnel and Police Officers, and a Police Pay Plan step increase for police certified personnel. c 1 Historical Operating Expenditures as% of Total-General Fund FY 2009-FY 2011 Actuals FY 2012 Estimate& FY 2013 Adopted Budget 100%J Ili I. ■ Parks::::eatI01 80%J • ©Publc 60%� ■Community Services 40%-------- 1 ❑Public Safety 20%— / ,,---1 A General Government 0% 1 I I r FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Actual Projection Adopted Budget 58 WATER AND SEWER FUND REVENUES Water and Sewer Fund revenues are projected to increase by 3.2%, or$967,320, from a projected FY 2012 amount of $30,260,136 to $31,227,456 in FY 2013. The increase is mainly attributable to an increase in the sale of water and sewer charges, with the annexation of Brazoria County MUD #4 and an anticipated 7.1% growth in population, as well as associated commercial growth. � 1 Five-Year Water and Sewer Revenue Comparison by Source S18 * ♦ Sale of Water �♦ $15 ♦_____ + - Sewer Revenues S12 -A-Services Charges S9 ---II-Interest Income E Other Utilities $6 ' - Income Transfers In S3 - __ —• t Bond/Lease ♦ A - ♦ ♦ Proceeds $o-I- - _ �T=TAT_ Grant FY2009 FY2010 FY2011 FY2012 FY2013 l 1 Historical Revenues as%of Total-Enterprise Fund FY 2009-FY 2011 Actuals FY 2012 Estimate & FY 2013 Adopted Budget ■GrantBond 100% ■ 90% AL. ■ /Lease Proceeds 80% 70% CITransfers In 60% ■ Interest Income 50% 1 40% •Other Misc. Income 30% JIIUOtherServKeChares 20% 10% ❑Sewer Revenues 0% FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 •Sale of Water Actual Actual Actual Projection Adopted Budget 59 I WATER AND SEWER FUND EXPENSES 1 Expenses for the fund are anticipated to decrease by $2,536,454, or 7.6%, from $33,592,750 in FY 2012 to 1 $31,056,296 in FY 2013. Excluding other requirements, expenses are projected to increase by $508,215, or 3%, going from $17,053,931 to $17,562,146. This increase is mainly due to expenses associated with the annexation of Brazoria County MUD#4, as well as the addition of two positions to accommodate the annexation. I Water& Sewer Expense Comparison by Department I FY 12 FY 13 FY 2011 Amended FY 12 Adopted % Change Department Actual Budget Projection Budget Inc/(Dec) I Lift Stations 897,489 1,077,115 1,127,577 970,298 -14% I Wastewater Treatment 3,506,662 3,468,700 3,318,340 3,705,030 12% • Water Production 5,957,150 6,482,722 6,988,484 6,995,463 0% Distribution&Collection 1,836,657 1,728,066 1,997,252 2,216,757 11% • Construction 1,333,772 922,901 921,213 1,184,839 29% GIS 141,263 255,393 234,129 269,683 15% W&S Revenue Collections 1,927,245 2,097,363 2,466,936 2,220,076 -10% [ Sub-Total 15,600,238 16,032,260 17,053,931 17,562,146 3% Other Requirements 14,428,496 16,946,698 16,538,819 13,494,150 -18% [ Total 30,028,734 32,978,958 33,592,750 31,056,296 -8% An 18.4% decrease is anticipated in Other Requirements, from $16,538,819 in FY 2012 to $13,494,150 in FY 2013 due to pay-as-you-go for various capital projects in FY 2012. Historical Expenses as %of Total - Enterprise Fund FY 2009-FY 2011 Actuals FY 2012 Estimate &FY 2013 Adopted Budget 100% ■PW GIS 0 0IM ■ ■ ■ ■Lift Stations 80% /I • . 4 in 70% /I ■ ■ ■ ■ ■ o W&S Re'.enue Collections 60% /I II . III II III ■ •Construction 50% . .z ■ o11 •Distribution& Collection 40% /) ■ • 30% /I ■ Il •Water Production 20% I ■ ■ • ❑Wastewater Treatment . 10% III IIII No . 0% / •Other Requirements • FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 i Actual Actual Actual Projected Adopted Budget • 60 FY 2013 ADOPTED BUDGET SUMMARY ALL FUNDS REVENUES AND EXPENDITURES FY2012 FY2012 FY2013 FY2011 AMENDED YEAR END ADOPTED REVENUES ACTUAL BUDGET PROJECTION BUDGET Property Taxes $ 33,453,978 $ 34,167,330 $ 33,950,668 $ 37,596,165 Sales Taxes 19,925,160 20,377,465 21,479,358 22,621,712 Licenses and Permits 1,720,856 1,791,529 2,224,046 2,620,219 Fines and Forfeitures 2,894,695 3,038,422 3,203,343 3,322,746 Charges For Services 46,665,230 44,989,097 46,094,202 48,854,338 Franchise Fees 5,605,394 5,361,910 5,697,733 6,016,906 Interest Income 193,874 74,388 124,869 79,102 Hotel/Motel Occupancy Tax 652,110 626,014 768,930 930,059 Bond/Lease Proceeds 21,845,134 70,190,763 5,774,475 15,425,677 Grant Revenue 688,329 2,149,239 2,101,801 547,975 Miscellaneous 9,119,674 7,732,766 21,075,185 12,008,069 Other Revenue Sources 1,427,597 1,414,618 55,461,585 5,955,776 TOTAL REVENUES $ 144,192,031 $ 191,913,541 $ 197,956,195 $ 155,978,744 Transfers from Other Funds 15,607,589 15,796,848 19,518,537 13,371,627 TOTAL AVAILABLE RESOURCES $ 159,799,620 $ 207,710,389 $ 217,474,732 $ 169,350,371 EXPENDITURES General Government $ 6,210,731 $ 6,297,503 $ 6,411,407 $ 6,909,129 Public Safety 23,716,464 26,254,629 26,389,773 29,728,329 Community Services 3,027,088 3,123,293 3,187,440 3,450,700 Public Works 43,132,616 39,716,351 39,963,720 42,192,429 Utility Billing 1,927,245 2,097,363 2,466,936 2,220,076 Parks& Recreation 7,171,812 7,406,800 7,463,214 8,275,021 Debt Service 27,104,069 80,839,770 80,485,993 29,348,034 Construction1 38,540,015 57,552,034 54,153,168 22,604,253 Insurance Coverage 1,049,506 965,748 982,062 1,080,052 Economic Development Corporation 4,387,046 6,837,324 3,654,006 5,698,664 Other2 1,611,169 2,892,537 8,443,240 8,289,212 TOTAL EXPENDITURES $ 157,877,761 $ 233,983,352 $ 233,600,959 $159,795,899 Transfers to Other Funds 15,607,589 15,796,848 19,518,537 13,371,627 TOTAL EXPENDITURES AND OTHER USES $ 173,485,350 $ 249,780,200 $ 253,119,496 $ 173,167,526 Revenues Over/(Under) Expenditures (13,685,730) (42,069,811) (35,644,764) (3,817,155) 'Capital projects are budgeted for project length. Construction is based on annual funding and not dollars spent. 20ther includes expenditures for all Special Revenue Funds, excluding transfers. 61 Summary Revenues All Funds FY 2013 Adopted Budget ■ Charges For Services 29% . Franchise Fees 4% Hotel/Motel Occup. Fines and Tax 0.5% Forfeitures 2% Interest Income 0% Licenses and 41111111011% Bond/Lease Permits 1.5% Proceeds 9% Grant Revenue 0% L Sales Taxes 13% Miscellaneous 7% ■ . Other Sources 4% . Transfers from Property Taxes Other Funds 8% 22% ■ ■ / . Summary Expenditures All Funds FY 2013 Adopted Budget Public Safety 17% General Government ■ 4% Community Services Transfers to Other 2% Funds 8% Other 5% Public Works 24% PEDC 3% ■ Insurance Coverage 1% Construction 13% Utility Billing 1% Parks& Recreation Debt Service 5% 17% 62 FY 2013 ADOPTED BUDGET SUMMARY ALL FUNDS ANALYSIS OF FUND BALANCE AND CASH EQUIVALENTS FY 2013 FY 2013 FY 2013 FY 2013 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE* General Fund $14,494,313 $56,387,521 $58,575,184 $12,306,650 Special Revenue Funds 4,149,589 2,687,646 2,630,588 4,206,646 Governmental Capital Project Funds 1,816,179 22,505,005 21,608,632 2,712,552 Governmental Debt Service Fund 4,555,640 27,836,410 29,273,034 3,119,016 Proprietary Funds 10,627,213 39,275,827 39,150,657 10,752,383 Proprietary Capital Project Funds 3,855,109 5,208,509 5,829,859 3,233,759 Internal Service Fund 108,223 7,501,319 7,035,975 573,567 P.E.D.C. Fund 10,931,226 7,948,134 9,063,597 8,316,467 FY 2013 BUDGET $50,537,492 $169,350,371 $173,167,526 $45,221,040 *Exclusive of any reserve requirements SUMMARY SPECIAL REVENUE FUNDS ANALYSIS OF FUND BALANCE FY 2013 FY 2013 FY 2013 FY 2013 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE 17 Court Security $140,884 $61,162 $69,135 $132,911 18 City Wide Donation 70,186 31,013 16,098 85,101 19 Court Technology 236,983 78,638 308,905 6,716 23 Court Juvenile Management Fund 36,243 75,689 61,206 50,726 35 Traffic Impact Improvement Fund 592,004 425 42,258 550,171 43 Regional Detention 100 5 0 105 45 Hotel/Motel Tax 1,778,871 931,082 579,397 2,130,556 46 Park Donations 85,822 81,240 70,640 96,422 47 Park& Recreation Development 603,251 50,675 187,923 466,003 49 Tree Trust 9,870 3 5,000 4,873 55 Sidewalk 205,306 5,083 0 210,389 60 Police State Seizure 226,572 50,115 128,125 148,562 62 Federal Police 32,153 20 0 32,173 101 Grant 27,455 552,925 552,925 27,455 105 Community Development 205 284,818 284,818 205 116 Community Development Recovery 7 0 0 7 140 University of Houston 1,294 258,493 258,458 1,329 145 Municipal Channel 102,381 226,260 65,700 262,941 TOTAL $4,149,589 $2,687,646 $2,630,588 $4,206,646 63 I FY 2013 ADOPTED BUDGET ' GOVERNMENTAL CAPITAL PROJECT FUNDS ANALYSIS OF FUND BALANCE FY 2013 FY 2013 FY 2013 FY 2013 i ADOPTED ADOPTED ADOPTED ADOPTED I FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE 50 Capital Projects General -$1,106,066 $9,932,297 $8,826,231 $0 • 68 Capital Projects-CO 2001 791,609 0 685,502 106,107 1 70 Capital Projects Mobility GO 2001 222,816 82 17,227 205,671 . 200 Capital Projects-CO 2006 1,262,823 238,000 750,000 750,823 201 Capital Projects-CO 2007 178,886 505,034 683,920 0 i 202 Capital Projects-GO 2007A 1,789,355 630 595,692 1,194,293 i 203 Capital Projects-GO 2009 -1,323,244 11,828,962 10,050,060 455,658 TOTAL $1,816,179 $22,505,005 $21,608,632 $2,712,552 I INDIVIDUAL PROPRIETARY FUNDS ' ANALYSIS OF FUND BALANCE AND CASH EQUIVALENTS I FY 2013 FY 2013 FY 2013 FY 2013 ' ADOPTED ADOPTED ADOPTED ADOPTED 1 FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE* 30 Water& Sewer Fund $10,415,044 $31,227,456 $31,056,296 $10,586,204 ' 31 Solid Waste Fund 212,169 8,048,371 8,094,361 166,179 I TOTAL $10,627,213 $39,275,827 $39,150,657 $10,752,383 *Exclusive of any reserve requirements INDIVIDUAL PROPRIETARY CAPITAL PROJECT FUNDS i ANALYSIS OF FUND BALANCE AND CASH EQUIVALENTS III FY 2013 FY 2013 FY 2013 FY 2013 I ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE 42 Utility Impact Fee Fund 1,779,032 2,707,320 3,549,698 936,654 44 Shadow Creek Impact Fee 1,087,768 1,366,068 736,313 1,717,523 67 W&S Revenue Bonds 973,525 1,984 411,211 564,298 301 Water/Sewer Pay As You Go CIP 14,784 1,133,137 1,132,637 15,284 TOTAL $3,855,109 $5,208,509 $5,829,859 $3,233,759 64 FY 2013 ADOPTED BUDGET INTERNAL SERVICE FUNDS ANALYSIS OF FUND BALANCE FY 2013 FY 2013 FY 2013 FY 2013 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE 95 Property Liability Insurance $70,217 $1,160,052 $1,160,052 $70,217 99 Medical Self-Insurance 38,006 6,341,267 5,875,923 503,350 TOTAL $108,223 $7,501,319 $7,035,975 $573,567 P.E.D.C. ANALYSIS OF FUND BALANCE FY 2013 FY 2013 FY 2013 FY 2013 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE* 15 Economic Development Fund $10,931,226 $7,948,134 $9,063,597 $8,316,467 TOTAL $10,931,226 $7,948,134 $9,063,597 $8,316,467 *Net of Debt Service Reserves 65 • •I4, . .., .._ 4... ... 0., .........„,e . 0... ..„ . ,...... ..- (1 1 )/: /:, '------„, , , . . . ‹ ) / -).\ ..„,„ „, ,, ) \.\\ .....I.-- . cj . \ / , ., / -7- .. i - ,, , .. , ' . / Jir:i!., 4.. li ,..►w nm ,11l ,--,,-,__. ii ---) , 7.4, , 1 \ I I\ , ). I — -- , /_.,„..1i, y --1.4 1 \ j \,.......—' • • A + /. THIS PAGE INTENTIONALLY LEFT BLANK 66 FY 2013 ANNUAL BUDGET PROPERTY TAX COLLECTIONS OVERVIEW The City's property tax is levied each October 1 on the certified assessed value as of January 1 for all real and personal property. The appraisal of property is the responsibility of the Brazoria, Fort Bend and Harris County Central Appraisal Districts, as the City lies in all three Districts. Appraisals may be challenged through various appeals and, if necessary, legal action. The City is permitted by the State of Texas Constitution to levy taxes up to $2.50 per $100 of assessed valuation for general government services including the payment of principal and interest on general obligation long-term debt. In tax year 1998, TIRZ#2 was formed, which is the Shadow Creek Ranch development. Taxes assessed and collected by the participating entities over and above the base value of the property upon creation of the TIRZ are deposited to the benefit of the TIRZ to support improvements within the TIRZ. The City contracts with Brazoria County for the billing and collection of property taxes. The budget, as adopted, is based on certified values from Brazoria County and preliminary values from Fort Bend and Harris Counties. The net taxable value based on values used total $6,541,399,683, a 2.71% or $172.8 million increase over the current adjusted tax roll. New value totals of$155,376,788 are offset by lower valuations on existing properties. The TIRZ value is estimated at$1,456,116,708, a 3.1% or$43.5 million increase over last year. The tax rate for the adopted budget totals $0.7051 per $100 valuation, an increase of $0.0200 or 2.9%. The budget allocates $0.4900 of the tax rate to the Debt Service Fund to support current debt and $0.2151 to the General Fund, for a total tax rate of $0.7051. The General Fund component of the tax rate remains the same and the Debt Service tax rate increases by $0.0200, from $0.4700 to $0.4900. The tax analysis prepared in 2007 for the $162 million bond referendum showed that a 13-cent debt service tax rate increase was needed for the completion of the 2001 and the implementation of the 2007 bond referendums. The debt service tax rate has increased 11 cents since 2007 including the sales tax transfer for debt service; however the total tax rate of $.7051 is only up 5.25 cents from 2007. This can be attributable to construction savings on bond related projects, delay of capital projects, operating budget reductions of $4.5 million in fiscal years 2011 through 2013, new development and sales tax increases since 2007. Based on these assumptions and the collection rate, a tax levy of$10,061,737 will be conveyed to the TIRZ and $35,109,453 will remain with the City. 67 I CITY OF PEARLAND TAX COLLECTIONS I FY 2012 FY 2012 FY 2012 FY 2013 • CERTIFIED ADJUSTED YEAR END PRELIMINARY LEVY LEVY PROJECTION ROLL REVENUES City Levy- 100% 34,079,761 33,819,623 33,378,039 35,644,114 TIRZ- 100% 9,528,994 9,677,662 9,517,981 10,267,079 I TOTAL at 100% 43,608,755 43,497,285 42,896,020 45,911,193 I I Collection Rate 100% 100% 98.6% 98.4% I I ALLOCATION: . • General Fund 10,701,045 10,618,305 10,480,519 10,711,657 Debt Service Fund 23,378,716 23,201,318 22,897,520 24,397,796 TIRZ 9,528,994 9,677,662 9,517,981 10,061,737 TOTAL ALLOCATION 43,608,755 43,497,285 42,896,020 45,171,190 Certified Adjusted Preliminary I Tax Year 2011* 2011 2012 I Taxable Value 6,365,312,309 6,368,606,472 6,541,399,683 TIRZ Added Value 1,390,890,935 1,412,591,165 1,456,116,708 I I Taxable Value to City 4,974,421,374 4,956,015,307 5,085,282,975 I Tax Rate per$100 General Fund 0.2151 0.2151 Debt Service Fund 0.4700 0.4900 Total Tax Rate 0.6851 0.7051 Tax Rate Split General Fund 31.40% 30.51% Debt Service Fund 68.60% 69.49% Total 100.00% 100.00% Note: Includes values pending at time of certification. 68 2012 Property Tax Rates in City of Pearland This notice concerns the 2012 property tax rates for the City of Pearland. It presents information about three tax rates. Last year's tax rate is the actual tax rate the taxing unit used to determine property taxes last year. This year's effective tax rate would impose the same total taxes as last year if you compare properties taxed in both years. This year's rollback tax rate is the highest tax rate the taxing unit can set before taxpayers can start rollback procedures. In each case these rates are found by dividing the total amount of taxes by the tax base (the total value of taxable property)with adjustments as required by state law. The rates are given per$100 of property value. Last year's tax rate: Last year's operating taxes $12,774,034 Last year's debt taxes $27,911,650 Last year's total taxes $40,685,684 Last year's tax base $5,938,648,956 Last year's total tax rate $0.685100/$100 This year's tax rate: Last year's adjusted taxes $30,890,504 (after subtracting taxes on lost property) /This year's adjusted tax base $4,588,013,744 (after subtracting value of new property) = This year's effective tax rate $0.673287/$100 (Maximum rate unless unit publishes notices and holds hearings.) This year's rollback tax rate: Last year's adjusted operating taxes $9,698,602 (after subtracting taxes on lost property and adjusting for any transferred function tax increment financing, state criminal justice mandate, and/or enhanced indigent healthcare expenditures) /This year's adjusted tax base $4,588,013,744 = this year's effective operating rate $0.211390/$100 X 1.08 = this year's maximum operating rate $.228301/$100 + This year's debt rate $0.490000/$100 = This year's total rollback rate $0.718301/$100 Statement of Increase/Decrease If the City of Pearland adopts a 2012 tax rate equal to the effective tax rate of$0.673287 per$100 of value, taxes would decrease compared to 2011 taxes by -$8,749,052. 69 ■ Schedule A—Unencumbered Fund Balance The following estimated balances will be left in the unit's property tax accounts at the end of the fiscal year. These balances are not encumbered by a corresponding debt obligation. Type of Property Tax Fund Balance Maintenance & Operations $14,494,313 Interest& Sinking $4,555,640 ■ Schedule B-2012 Debt Service ■ The unit plans to pay the following amounts for long-term debts that are secured by property taxes. These amounts will be paid from property tax revenues (or additional sales tax revenues, if applicable). Principal or Contract Interest to be Payment to be Paid Paid from Other Amounts Total Description of Debt From Property Taxes Property Taxes to be Paid Payment All Series GO's & CO's $9,435,000 $12,818,392 $34,605 $22,287,997 Short Term Debt $735,498 $116,519 0 $852,017 MUD Rebates 0 0 $4,268,657 $4,268,657 Total required for 2012 debt service $27,408,671 -Amount (if any) paid from Schedule A $1,436,624 -Amount(if any) paid from other resources $2,729,433 - Excess collections last year $0 = Total to be paid from taxes in 2012 $23,242,614 + Amount added in anticipation that the unit will Collect only 100.00% of its taxes in 2012 $0 = Total debt levy $23,242,614 This notice contains a summary of actual effective and rollback tax rates' calculations. You can inspect a copy of the full calculations at 451 N. Velasco, Rm 150, Angleton, Texas. Name of person preparing this notice: Ro'Vin Garrett, RTA Title: Tax Assessor-Collector Date Prepared 08/06/2012 70 ASSESSED VALUATION, TAXES LEVIED AND TAXES COLLECTED TEN YEAR SUMMARY OF ASSESSED VALUATION WITH ESTIMATE FOR FISCAL YEAR 2011-2012 AND ADOPTED FOR FISCAL YEAR 2012-2013 CURRENT %OF CURRENT DELINQUENT ASSESSED TAX TOTAL TAX TAXES TAX YEAR VALUATION RATE TAX LEVY COLLECTIONS COLLECTED COLLECTION 2000-2001 1,563,403,093 0.6860 10,863,316 10,609,654 97.66% 179,483 2001-2002 1,875,009,660 0.6860 12,890,017 12,477,283 96.80% 199,030 2002-2003 2,049,246,251 0.6860 14,880,007 14,575,297 97.95% 343,374 2003-2004 2,343,903,166 0.6960 18,030,473 17,633,986 97.80% 358,048 2004-2005 2,755,557,144 0.6948 21,073,788 20,576,812 97.64% 440,000 2005-2006 3,576,439,129 0.6744 24,284,567 23,690,031 97.55% 450,000 2006-2007 4,412,821,949 0.6526 28,819,229 28,235,276 97.97% 276,124 2007-2008 5,389,790,165 0.6526 35,035,569 34,461,652 98.36% 310,112 2008-2009 5,904,826,560 0.6526 38,368,354 37,820,603 98.57% 592,199 2009-2010 6,269,047,937 0.6526 41,081,407 40,590,543 98.81% 274,230 2010-2011 6,331,723,029 0.6651 41,968,046 41,594,389 99.11% 318,250 *2011-2012 6,368,606,472 0.6851 43,497,285 42,896,020 98.62% 210,000 **2012-2013 6,541,399,683 0.7051 45,911,193 45,171,190 98.39% 236,387 DISBURSEMENTS OF AD VALOREM TAX LEVY ACTUAL ESTIMATED ADOPTED ADOPTED 2011-2012 2011-2012 2012-2013 2012-2013 REQUIREMENTS Tax Rate Distribution Tax Rate** Distribution** GENERAL FUND 0.2151 10,480,519 0.2151 10,711,657 DEBT SERVICE FUND 0.4700 22,897,520 0.4900 24,397,796 TIRZ - 9,517,981 - 10,061,737 0.6851 42,896,020 0.7051 45,171,190 *Estimated at 98.62%collections **Adopted 71 I ASSESSED VALUATION I: la 7.000 I: 6.000 e 5,000 - N C O 4,000 E C ,. 3,000 r 2.000 fl ] Loam/ --Ji& lb - 1 I F T 1 I I I I 1 0pN 00ti 0p0 00A 00g 00ra 001 0pg 065 0^p p^^ 0^ti 0^3 p0 00 p0 00 p0 00 p0 00 00 00 ON 0^ p<1; L V L L L L L L L L `, .L ,xL J `Adjusted Valuation **Adopted 72 TAX RATE DISTRIBUTION LAST TEN YEARS INCLUDES CURRENT FOR FISCAL YEAR 2011-2012 AND ADOPTED FOR FISCAL YEAR 2012-2013 FISCAL YEAR GENERAL FUND DEBT SERVICE TOTAL TAX RATE 2002 0.4300 0.2560 0.6860 2003 0.4060 0.2800 0.6860 2004 0.3457 0.3503 0.6960 2005 0.3389 0.3559 0.6948 2006 0.3455 0.3289 0.6744 2007 0.298974 0.353685 0.652659 2008 0.2503 0.4023 0.6526 2009 0.2201 0.4325 0.6526 2010 0.2201 0.4325 0.6526 2011 0.2151 0.4500 0.6651 2012 0.2151 0.4700 0.6851 2013 0.2151 0.4900 0.7051 Notes: 1. The maximum tax rate for the City of Pearland is$2.50 per$100 assessed valuation. Within this$2.50 maximum, there is no legal limit upon the amount of taxes,which may be levied for debt. 2. The City does not have legal debt margin as the law does not mandate any debt limit on the City. 0.8000 0.7000- 0.6000- 0.5000 0.4000- 0.3000- 0.2000 - 0.0000 _ 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 ■GENERAL FUND 0 DEBT SERVICE J 73 PRINCIPAL TAXPAYERS FISCAL YEAR 2012-2013 % OF ASSESSED VALUE ASSESSED TAXPAYERS BUSINESS OF PROPERTY VALUE 1 Pearland Town Center LP Retail Center Management $ 68,763,470 1.05% 2 AmREIT SPF Shadow Creek LP Retail Center Management $ 43,671,670 0.67% 3 Weatherford US LP Oil Field Service, Rental& Fishing $ 37,689,240 0.58% 4 Pearland Investments LTD Prt Home Construction $ 35,554,380 0.54% 5 CenterPoint Energy Inc Utility Company $ 28,444,700 0.43% u 6 Shadow Creek Parkway LLC Multi-Family Residential $ 28,229,200 0.43% 7 Discovery Shadow Creek Multi-Family Residential $ 26,391,910 0.40% 8 Shadow Kirby, LTD, Prt Multi-Family Residential $ 25,000,000 0.38% 9 Pearland Lifestyle Center Retail $ 23,731,897 0.36% 10 Wal-Mart Realestate BUS TR Retail Stores $ 23,179,360 0.35% I TOTAL PRINCIPAL TAXPAYERS $ 340,655,827 5.21% ALL OTHERS $ 6,200,743,856 94.79% *TOTAL $ 6,541,399,683 100.00% SOURCE: Brazoria County Tax Assessor Collector U TOP TEN TAX PAYERS $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 1 $20,000,000 11.1 1 $10,000,000 , t ^f- 5 4- ti v ,y0 4- rK, K,0 ea O � AA a� G ` Ga �J ce(s Gy oti� v Oay y�� b°� ti do K 0 OII`S, a664 COOS: 0V• K. Qa `',S,a ^9A` a'c' 5,`a K, K,� 'ram -4- 0 'YS fSe 'y0 sb 4 0 �aa ,ee y4o Gti0 Sei 4 V as ya g4' .S4 KP A o° (�° o� K 4 aa4 ys �� Gao aao qy9 c,Ca , �,ati 4 , aayya co Qaa day. \ Q J 74 DEBT SERVICE FUND SUMMARY FY 2013 ADOPTED BUDGET OVERVIEW 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. Based on the values used, the budget adopted uses a Debt Service tax rate of $0.4900 per $100 assessed valuation, as forecasted last year. Due to a relatively flat property valuation, resulting from flat or lower values on existing residential and commercial properties and a modest rate of new development, an increase of$.0200 from the current tax rate of$0.4700 is necessary to meet obligations. This is an increase of 4 cents over the last two years and an increase of approximately 11.0 cents on the Debt Service tax rate and sales tax transfer needed since 2007 in order to complete the 2001 and implement the 2007 voted bond referendums. The tax rate generates $24,397,796 in current property taxes at a 98.5% collection rate. Revenues also include $1,864,363 million in property taxes from the annexation of MUD 4. Revenues include $786,075 from U of H and PEDC for debt service associated with the construction of the University of Houston-Clear Lake Pearland Campus, which they occupy. Expenditures total $29,273,034 for fiscal year 2013, and include $24,117,755 in principal and interest payments and debt service associated with the MUD 4 annexation. New debt includes $10,490,000 in General Obligation Bonds, which will represent the fifth installment of the $162 million approved by the voters. After this issuance there remains $93.98 million to be sold. Also to be issued in 2013 will be $3.3 million in Certificates of Obligation for a total of $13.8 million in debt to be sold for fiscal year 2013. Total principal outstanding at 9/30/2013 is anticipated to be $296.5 million, including debt anticipated to be issued in 2013 and debt assumed with the annexation of BC MUD #4. Tax rebates to in-city MUD's total $4,268,658, an increase of $276,365 from fiscal year 2012, as newer districts continue to develop. Fiscal year 2012 revenues and expenditures include $53.6 million which is associated with the refunding of$46.4 million in General Obligation Bonds and $3.5 million in Water/Sewer Bonds for a total savings of$5.3 million. There is a planned drawdown of fund balance in the amount of$1,436,624, which will bring the fund balance at 9/30/2013 to $3,119,016 which is $191,713 over the reserve policy of$2,927,303, or 10% of expenditures. This drawdown was anticipated in the 2011 forecast to mitigate the tax rate increase in fiscal year 2013 until development turns around and new value added to the tax rolls. It is forecast that in fiscal years 2014 through 2017 a drawdown of fund balance will not be needed, and in each of those years the fund will remain above reserve policy guidelines, with additional tax rate increases in years 2014-2016 (See long-range forecast). 75 I DEBT SERVICE FUND - 20 m SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET I I FY 2012 FY 2012 FY 2013 i FY 2011 Amended Year End Adopted I Actual Budget Projection Budget I OPERATING REVENUES • I Property Taxes $22,586,408 $23,326,941 $23,202,520 $26,603,728 Miscellaneous 834,289 826,191 808,302 794,110 i Transfers 451,704 2,145,797 2,157,471 438,572 ■ Bond Proceeds 1,685,521 53,613,801 53,613,801 L TOTAL 25,557,922 79,912,730 79,782,094 27,836,410 I OPERATING EXPENDITURES Rebates&Misc. 3,981,550 4,395,822 4,017,731 4,291,262 Bond Payment 22,619,497 75,617,725 75,730,712 24,129,755 Short-Term Note 503,022 626,223 637,550 852,017 TOTAL 27,104,069 80,639,770 80,385,993 29,273,034 REVENUES OVER(UNDER) 1 EXPENDITURES (1,546,147) (727,040) (603,899) (1,436,624) I FUND BALANCE -BEGINNING 6,705,688 5,159,539 5,159,539 4,555,640 Illi FUND BALANCE -ENDING $ 5,159,540 $ 4,432,499 $ 4,555,640 $ 3,119,016 III Reserve 10°/0 2,556,052 2,927,303 Over Policy 1,999,588 191,713 • II • III 41111 76 DEBT SERVICE FUND - 20 REVENUES FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 020-0000-350.01-01 CURRENT TAXES 22,174,956 22,900,933 22,897,520 24,397,796 020-0000-350.01-02 DELINQUENT TAXES 198,935 197,790 130,000 146,387 020-0000-350.01-03 PENALTY& INTEREST 212,517 228,218 175,000 195,182 020-0000-350.01-06 ANNEXED MUD 1,864,363 *TAXES 22,586,408 23,326,941 23,202,520 26,603,728 020-0000-356.00-00 INTEREST INCOME 26,980 30,104 12,215 8,035 020-0000-356.06-00 UNREALIZED CAP GAIN (LOSS) 2,238 020-0000-358.99-00 MISCELLANEOUS 805,071 796,087 796,087 786,075 *MISCELLANEOUS 834,289 826,191 808,302 794,110 020-0000-359.09-00 FROM FUND 30 277,127 434,865 434,865 277,127 020-0000-359.45-00 FROM FUND 45 170,537 020-0000-359.18-00 FROM FUND 50 47,442 47,442 020-0000-359.43-00 FROM FUND 43 4,040 020-0000-359.24-00 FROM FUND 68 1,500,000 1,500,000 020-0000-359.36-00 FROM FUND 203 11,674 020-0000-359.99-00 FROM FUND 10 163,490 163,490 161,445 *GRANT, ISSUANCE, TRANSFER 451,704 2,145,797 2,157,471 438,572 020-0000-360.01-00 BOND PROCEEDS 1,630,000 49,805,000 49,805,000 020-0000-360.04-00 PREM/DISCT ON BONDS 55,521 3,808,801 3,808,801 *BOND PROCEEDS 1,685,521 53,613,801 53,613,801 TOTAL 25,557,922 79,912,730 79,782,094 27,836,410 77 I GOVERNMENTAL DEBT MATURITY SCHEDULE ' AS OF 9/30/2012 GENERAL LONG-TERM DEBT* le Fiscal Year Principal Interest Total m 2012-2013 9,435,000 12,368,885 21,803,885 2013-2014 9,995,000 12,002,514 21,997,514 2014-2015 10,000,000 11,586,940 21,586,940 2015-2016 10,475,000 11,127,871 21,602,871 1: 2016-2017 10,160,000 10,674,921 20,834,921 2017-2018 10,620,000 10,228,507 20,848,507 2018-2019 13,345,000 9,711,026 23,056,026 2019-2020 13,950,000 9,118,985 23,068,985 2020-2021 14,580,000 8,501,909 23,081,909 2021-2022 15,210,000 7,851,102 23,061,102 III 2022-2023 15,900,000 7,165,421 23,065,421 2023-2024 16,525,000 6,443,311 22,968,311 2024-2025 17,310,000 5,709,956 23,019,956 . 2025-2026 17,935,000 4,970,117 22,905,117 SO2026-2027 18,710,000 4,198,730 22,908,730 2027-2028 19,500,000 3,406,244 22,906,244 2028-2029 20,345,000 2,562,525 22,907,525 • 2029-2030 12,280,000 1,840,578 14,120,578 2030-2031 12,865,000 1,260,184 14,125,184 2031-2032 13,470,000 647,616 14,117,616 i 2032-2033 2,725,000 269,881 2,994,881 2033-2034 2,855,000 139,294 2,994,294 2034-2035 1,070,000 36,356 1,106,356 2035-2036 335,000 6,909 341,909 TOTAL 289,595,000 141,829,783 431,424,783 Series Name Principal Amount Certificates of Obligation Series 2003 2,330,000 Permanent Improvement Bonds Series 2003 390,000 Certificates of Obligation Series 2004 1,805,000 Permanent Improvement and Refunding Bonds Series 2005 22,570,000 Certificates of Obligation Series 2006 9,160,000 Permanent Improvement and Refunding Bonds Series 2006 31,260,000 BC MUD 1 Series 2007 1,870,000 Permanent Improvement and Refunding Bonds Series 2007 68,565,000 Certificates of Obligation Series 2007 22,700,000 Permanent Improvement Bonds Series 2008 21,930,000 Certificates of Obligation Series 2008 8,585,000 Certificates of Obligation Series 2009 8,095,000 Certificates of Obligation Series 2009-A 10,865,000 Permanent Improvement and Refunding 2009* 15,755,000 Permanent Improvement Bonds Series 2010A 11,700,000 Permanent Improvement and Refunding Series 2010B 1,215,000 General Obligation Bonds Series 2011 5,340,000 Certificates of Obligation Series 2011 1,885,000 Permanent Improvement Refunding Bonds Series 2012* 43,575,000 TOTAL 289,595,000 Does not include new debt anticipated to be issued nor BC MUD#4. *Excludes refunding portion associated with Water/Sewer. 78 GOVERNMENTAL DEBT MATURITY SCHEDULE AS OF 9/30/2012 ( \ $25,000,000 $20,000,000 - $15,000,000 - — — $10,000,000 - — — — — $5,000,000 - II ti°0 ti°4' ti°0 ti°N6 ti°^� ti°0 ti°0 ti°�° ti°�"^ti°0 ti°�° ti°ri'� ti°q� ti°�6 ti°4\ ti°13 ti°0 ti°'b° ti°�^ ti°"a�ti° ti° ti°�� ti°+ •Principal ❑ Interest 79 I GENERAL DEBT SERVICE SCHEDULE FY 2013 ADOPTED BUDGET AMOUNT AMOUNT PAYMENT OUTSTANDING DATE DESCRIPTION ISSUED PRINCIPAL INTEREST TOTAL AS OF 9/30/13 I 3/1/2013 Series 2003 Permanent Improvement 15,000,000 390,000 11,700 401,700 9/1/2013 Bonds Fiscal Year Total 390,000 11,700 401,700 0 I 3/1/2013 Series 2003 Certificates 19,650,000 1,295,000 42,911 1,337,911 9/1/2013 of Obligation 18,630 18,630 1 Fiscal Year Total 1,295,000 61,541 1,356,541 1,035,000 ■ 3/1/2013 Series 2004 Certificates of 21,000,000 385,000 36,100 421,100 9/1/2013 Obligation 28,400 28,400 Fiscal Year Total 385,000 64,500 449,500 1,420,000 • I 3/1/2013 Series 2005 Permanent Improvement 37,015,000 1,845,000 517,754 2,362,754 9/1/2013 and Refunding Bonds 482,007 482,007 i Fiscal Year Total 1,845,000 999,761 2,844,761 20,725,000 I 3/1/2013 Series 2006 Permanent Improvement 32,165,000 400,000 749,497 1,149,497 9/1/2013 and Refunding Bonds 741,497 741,497 Fiscal Year Total 400,000 1,490,994 1,890,994 30,860,000 I 3/1/2013 Series 2006 Certificates of 9,700,000 335,000 212,474 547,474 9/1/2013 Obligation 202,214 202,214 Fiscal Year Total 335,000 414,688 749,688 8,825,000 I 3/1/2013 Series 2007-BCMUD#1 1,940,000 38,933 38,933 9/1/2013 60,000 38,933 98,933 Fiscal Year Total 60,000 77,865 137,865 1,810,000 I. 3/1/2013 Series 2007 Permanent Improvement 69,640,000 1,940,000 1,587,931 3,527,931 9/1/2013 and Refunding Bonds 1,549,131 1,549,131 le Fiscal Year Total 1,940,000 3,137,062 5,077,062 66,625,000 I 3/1/2013 Series 2007 Certificates of 23,250,000 250,000 514,325 764,325 9/1/2013 Obligation 507,763 507,763 Fiscal Year Total 250,000 1,022,088 1,272,088 22,450,000 I 3/1/2013 Series 2008 Permanent Improvement 22,835,000 235,000 530,638 765,638 9/1/2013 Bonds 524,763 524,763 le Fiscal Year Total 235,000 1,055,401 1,290,401 21,695,000 I 3/1/2013 Series 2008 Certificates of 9,000,000 105,000 203,356 308,356 9/1/2013 Obligation 0 201,322 201,322 Fiscal Year Total 105,000 404,678 509,678 8,480,000 80 • GENERAL DEBT SERVICE SCHEDULE FY 2013 ADOPTED BUDGET AMOUNT AMOUNT PAYMENT OUTSTANDING DATE DESCRIPTION ISSUED PRINCIPAL INTEREST TOTAL AS OF 9/30/13 3/1/2013 Series 2009 Certificates of 8,520,000 175,776 175,776 9/1/2013 Obligation 260,000 175,776 435,776 Fiscal Year Total 260,000 351,552 611,552 7,835,000 3/1/2013 Series 2009A Certificates of 12,145,000 640,000 188,483 828,483 9/1/2013 Obligation 182,083 182,083 Fiscal Year Total 640,000 370,565 1,010,565 10,225,000 3/1/2013 Series 2009 Permanent Improvement 16,735,000 380,000 329,459 709,459 9/1/2013 Bonds* 325,659 325,659 Fiscal Year Total 380,000 655,118 1,035,118 15,375,000 3/1/2013 Series 2010A Permanent Improvement 12,415,000 350,000 210,526 560,526 9/1/2013 Bonds 207,026 207,026 Fiscal Year Total 350,000 417,553 767,553 11,350,000 3/1/2013 Series 2010B Permanent Improvement 1,630,000 215,000 16,050 231,050 9/1/2013 Refunding Bonds 13,900 13,900 Fiscal Year Total 215,000 29,950 244,950 1,000,000 3/1/2013 Series 2011 General Obligation 5,400,000 140,000 100,953 240,953 9/1/2013 Bonds 99,466 99,466 Fiscal Year Total 140,000 200,419 340,419 5,200,000 3/1/2013 Series 2011 Certificates of 2,095,000 210,000 19,698 229,698 9/1/2013 Obligation 17,504 17,504 Fiscal Year Total 210,000 37,202 247,202 1,675,000 3/1/2013 Series 2012 Permanent Improvement 43,575,000 783,125 783,125 9/1/2013 Refunding Bonds* 783,125 783,125 Fiscal Year Total 0 1,566,250 1,566,250 43,575,000 TOTAL 363,710,000 9,435,000 12,368,885 21,803,885 280,160,000 *Excludes Water/Sewer component. Does not include new debt anticipated to be issued nor BC MUD#4. 81 a GENERAL DEBT SERVICE SCHEDULE ' FY 2013 ADOPTED BUDGET Date Amount Issued Amount Outstanding s Description Rate Maturity Issued As of 9/30/13 Annual Requirements 1 Permanent 5%,6%,4.5%,4%, 2003 15,000,000 - 3/1/2013 390,000 Principal Improvement Bonds 4.125%,4.25%,4.3%, 2028 3/1/2013 11,700 Interest • Series 2003 4.375%,4.5% 9/1/2013 - Interest I Certificates of 5%,6%,4.5%,4%, 2003 19,650,000 1,035,000 3/1/2013 1,295,000 Principal • Obligation 4.125%,4.25%,4.3%, 2023 3/1/2013 42,911 Interest Series 2003 4.375%,4.5%,3.6%,3.7%, 9/1/2013 18,630 Interest i 3.75%,3.8% I General 4%,4,1%,4.68%,4.7%, 2004 21,000,000 1,420,000 3/1/2013 385,000 Principal Obligation 4.2%,4.5%,4.625%, 2028 3/1/2013 36,100 Interest ' Series 2004 4.75%,5%,5,25% 9/1/2013 28,400 Interest i Permanent Imp.and 3.25%,3.5%,3.625% 2005 37,015,000 20,725,000 3/1/2013 1,845,000 Principal • Refunding Bonds 3.75%,3.875%,4%,5%, 2029 3/1/2013 517,754 Interest Series 2005 4.1%,4.125%,4.2%,4.25% 9/1/2013 482,007 Interest ' 4.3%,4.5% I Permanent Imp.and 4%,4.125%,4.25%, 2006 32,165,000 30,860,000 3/1/2013 400,000 Principal Refunding Bonds 4.5%,5%,4.75% 2029 3/1/2013 749,497 Interest Series 2006 9/1/2013 741,497 Interest a Certificates of 6.125%,5.25%,4.125%, 2006 9,700,000 8,825,000 3/1/2013 335,000 Principal ' Obligation 4.2%,4.25%,4.3%,4.4%, 2029 3/1/2013 12,474 Interest Series 2006 4.375%,4.4%,4.45%,4.5% 9/1/2013 02,214 Interest la Series 2007- BCMUD#1 3.75%,3.8%,3.85%, 2007 1,940,000 1,810,000 3/1/2013 38,933 Interest 3.9%,4%,4.1%,4.2%, 2030 3/1/2013 60,000 Principal 4.3%,4.35% 9/1/2013 38,933 Interest i Permanent Imp.and 4%,4.375%,4.5%,4.75%, 2007 69,640,000 66,625,000 3/1/2013 1,940,000 Principal Refunding Bonds 5%,5.5% 2034 3/1/2013 1,587,931 Interest Series 2007 9/1/2013 1,549,131 Interest Certificates of 3.25%,4.25%,5%,5.25% 2007 23,250,000 22,450,000 3/1/2013 250,000 Principal i Obligation 2034 3/1/2013 514,325 Interest Series 2007 9/1/2013 507,763 Interest Permanent Imp. Bonds 4%,4.5%,4.625%, 2008 22,835,000 21,695,000 3/1/2013 235,000 Principal Series 2008 5%,5.25%,5.5% 2034 3/1/2013 530,638 Interest 9/1/2013 524,763 Interest Certificates of 3.75%,3.875%,4%, 2008 9,000,000 8,480,000 3/1/2013 105,000 Principal Obligation 4.125%,4.25%,4.3%, 2034 3/1/2013 203,356 Interest Series 2008 4.375%,4.4%,4.5%,5% 9/1/2013 201,322 Interest Certificates of 4.5%,4.65%,4%,5%, 2009 8,520,000 7,835,000 3/1/2013 175,776 Interest Obligation 5.25%,5.5%,2.25%,2.5%, 2034 3/1/2013 260,000 Principal Series 2009 3%,3.5%,3.75%,4.1%, 9/1/2013 175,776 Interest 4.25%,4.4%,4.75%,4.625% Certificates of 4.5%,4.2%,4.1.%,4.0% 2009 12,145,000 10,225,000 3/1/2013 640,000 Principal Obligation 3.85%,3.75%,3.7%, 2029 3/1/2013 188,483 Interest Series 2009A 3.6%,3.25%,3.4%, 9/1/2013 182,083 Interest 2.75%,2.5%,2.25%,2.0% 82 GENERAL DEBT SERVICE SCHEDULE FY 2013 ADOPTED BUDGET Date Amount Issued Amount Outstanding Description Rate Maturity Issued As of 9/30/13 Annual Requirements Permanent Imp.Bonds 5.0%,4.5%,4.1%,3.75% 2009 16,735,000 15,375,000 3/1/2013 380,000 Principal 2009* 3.85%,3.7%,3.6%,3.4%, 2034 3/1/2013 329,459 Interest 3.25%,2.75%,2.5%,2.0% 9/1/2013 325,659 Interest Permanent Imp.Bonds 2.0%,3.0%,3.25%,3.50% 2011 12,415,000 11,350,000 3/1/2013 350,000 Principal Series 2010A 3.625%,3.75%,3.90%,4.0% 2035 3/1/2013 210,526 Interest 4.25% 9/1/2013 207,026 Interest Permanent Imp.Bonds 2.0%,3.0%,3.25%,3.50% 2011 1,630,000 1,000,000 3/1/2013 215,000 Principal Refunding Series 3.625%,3.75%,3.90%,4.0% 2018 3/1/2013 16,050 Interest 2010B 4.25% 9/1/2013 13,900 Interest General Obligation 2.125%,3.0%,3.25%, 2011 5,400,000 5,200,000 3/1/2013 140,000 Principal Series 2011 3.5%,4.0%,4.125% 2036 3/1/2013 100,953 Interest 9/1/2013 99,466 Interest Certificates of 2.09% 2011 2,095,000 1,675,000 3/1/2013 210,000 Principal Obligation 2021 3/1/2013 19,698 Interest Series 2011 9/1/2013 17,504 Interest Permanent Imp.Bonds 3.0%,4.0%,5.0% 2012 43,575,000 43,575,000 3/1/2013 - Principal Refunding Series 2029 3/1/2013 783,125 Interest 2012* 9/1/2013 783,125 Interest TOTAL 363,710,000 280,160,000 21,803,885 *Excludes Water/Sewer component. Does not include new debt anticipated to be issued nor BC MUD#4. 83 THIS PAGE INTENTIONALLY LEFT BLANK 84 GENERAL FUND - 10 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The General Fund provides the financing for all of the City of Pearland's basic services except water, sewer and solid waste, which is accounted for through the Water& Sewer and Solid Waste Funds. The principal sources of revenue include property taxes, sales and franchise taxes, licenses and permits, fines and forfeitures, and charges for services. Expenditures are comprised of five major functional areas: Public Works, Public Safety, General Government, Community Services, and Parks and Recreation. Public Safety provides all emergency services to the citizens of Pearland and accounts for 52% of total operating expenditures. General Government includes departments such as Mayor and City Council, City Manager, Finance, Legal and Human Resources. Expenditures include all personnel costs for 475.75 full-time employees and 126 part-time employees, utilities, fuel, park and right-of-way maintenance, street lighting,just to name a few. FY2012 FY2012 FY2013 FY2011 AMENDED YEAR END ADOPTED ACTUAL BUDGET PROJECTION BUDGET REVENUES Property Taxes $10,867,570 $10,840,389 $10,748,148 $10,992,437 Sales Taxes 13,331,189 13,631,831 14,363,666 15,125,235 Franchise Fees 5,605,394 5,361,910 5,697,733 6,016,906 Licenses& Permits 1,720,856 1,791,529 2,224,046 2,620,219 Fines&Forfeitures 2,714,217 2,851,290 2,999,214 3,107,512 Charges for Service 10,892,671 11,292,491 11,564,231 12,330,342 Miscellaneous 833,204 342,904 479,404 380,620 Transfers in 3,054,072 3,801,744 3,763,560 3,776,850 Other Financing Sources 1,288,891 1,240,165 1,143,465 2,037,400 TOTAL REVENUES 50,308,064 51,154,253 52,983,467 56,387,521 EXPENDITURES General Government 6,210,731 6,297,503 6,351,407 6,909,129 Public Safety 23,716,464 26,254,629 26,389,773 29,728,329 Community Services 3,027,088 3,123,293 3,187,440 3,450,700 Public Works 7,720,081 8,195,820 8,144,579 8,466,353 Parks&Recreation 7,171,812 7,406,800 7,463,214 8,275,021 Total Operating Expenditures 47,846,176 51,278,045 51,536,413 56,829,532 Transfers Out 800,135 1,058,162 1,476,287 1,745,652 TOTAL EXPENDITURES 48,646,311 52,336,207 53,012,700 58,575,184 Revenues Over/(Under) Expenses 1,661,753 (1,181,954) _ (29,233) (2,187,663) Beginning Fund Balance 12,861,793 14,523,546 14,523,546 14,494,313 Ending Fund Balance $14,523,546 $13,341,592 $14,494,313 $12,306,650 Policy-2 months Recurring Oper. 8,156,786 8,199,856 8,897,914 Fund Balance over Policy 5,184,807 6,294,458 3,408,736 85 ■ For fiscal year 2012 revenues are expected to be $52,983,467, $1,829,214 higher than budget, and $2,675,403 higher than actual for fiscal year 2011, mainly due to improvements in sales tax remittances, and an increase in Building Permit activity. The fiscal year 2012 budget incorporated a modest 3.0% increase in sales tax based on the projection of 2011 sales tax receipts; however, sales tax remittances for fiscal year 2012 show an improvement in economic activity with a projection of $14,231,385, $739,554 or 5.5% higher than the amended budget and $1,043,442 or 7.9%, higher than the actual for fiscal year 2011. Franchise Fees of $5,697,733 is $335,823 greater than budget due to franchise fees from cable television. Licenses and Permits revenue of $2,224,046 is higher than budget by $432,517 and higher than fiscal year 2011 by $503,190. This is a result of higher single family and commercial building permits and associated revenue coming from those permits than last year. This year, there is an significant upward trend for single family building permits projected at 1,142 by year ■ end, a 52% increase from anticipated. There were also several big commercial permits: Kelsey Seybold, Merit Medical, Sam's Club, Ref-Chem and apartment buildings. Charges for Services total $11,564,231 and are ' $271,740 greater than budget mainly due to a $233,000 improvement in Ambulance Service Fees collection from ■ a rise in active service calls and from a change to bundled billing, and in TIRZ Administration Fees, which is higher than budget by $53,639. TIRZ Revenue is based on valuation in the TIRZ and collection rate. ' Miscellaneous revenues total $479,404 and are expected to be higher than budget by $136,500, mainly due to a • $51,564 increase in Sale of Property for easements and a $30,000 increase in Street Light Charges from new development. ' ■ Fiscal year 2012 operating expenditures total $51,536,413 and are greater than budget by $258,368 mainly due to Council decisions to reopen the outdoor pool, give a one-time 2% employee merit adjustment and 2% civil ' service step increase, special council run-off elections, and Fire Department overtime to backfill for vacation benefits. These adjustments approved by City Council are incorporated into the projections through Council action; the budget will be amended to reflect the projections. General Government will be over budget by $53,904 due to special elections, and due to additional sales tax rebate to AmReit for sales tax received but not rebated; discovered via in-depth review of reports from the State. Public Safety is projected to end the year slightly over budget mainly due to Fire Department overtime to backfill for vacation benefits and a mid-year civil service step ■ increase for Police; however EMS and the Fire Marshal Office are projecting some savings, with the total Public Safety budget being over by $135,144. Community Services, Public Works and Parks and Recreation are projected to end the year close to budget. Community Services will be slightly over by $64,147, mainly due to the increased cost in fuel, chemicals in Animal Control and contract employment in Public Affairs for videographer services for Council meetings, which began in 2012. Public Works expenditures will be slightly lower than budget by $51,241 mainly due to fuel and personnel savings. Parks and Recreation projected expenditures are $56,414 over budget due to opening the outdoor pool, which had originally been budgeted to be closed. Revenues are over operating expenditures by $1,447,054, $1,570,846 over budget. Transfers out to other funds are projected to be $1,476,287, $418,125 more than budgeted. This is due to funds being transferred to the Self- Insurance Medical Fund as claims and fees are expected to exceed contributions. Total expenditures, including transfers, exceed revenues by $29,233, $1,152,721 less than the planned drawdown of fund balance of $1,181,954. Fund balance at 9/30/2012 is anticipated to be $14,494,313, $1,152,721, more than budgeted and i $6.3 million over a reserve requirement of 2 months. These funds can be used to fund non-recurring items in the fiscal year 2013 budget. Fiscal year 2013 revenues total $56,387,521, which is $3,404,054, or 6.4% higher than fiscal year 2012 projections and $5,233,268 or 10.2% higher than the fiscal year 2012 budget. Excluding Other Financing Sources, revenues total $54,350,121, $2.5 million, or 4.8%, more than projections. The budget incorporates a 5.4% increase in sales tax receipts, which includes increases related to the construction of Kelsey Seybold and the new Sam's Club. Sales tax totals $14,992,954, up $761,569 over the projected fiscal year 2012 collection of $14,231,385. A major increase is expected in Charges for Services, at $12,330,342, $766,111 greater than the projected $11,564,231 in fiscal year 2012, due to higher TIRZ administrative fees, ambulance services calls, and Parks & Recreation events and programs. The TIRZ administrative fees total $6,422,902, an increase of $436,064 over the projection for fiscal year 2012. This increase is attributable to growth of assessed valuation and a 2 cent increase in the tax rate. In addition, Fines and Forfeitures increases by $108,298 over the fiscal year 2012 projection, mainly due to an increase in warrant collections and traffic enforcement with the anticipated assignment of an additional motorcycle Patrol Officer. Miscellaneous revenue decreases by $98,784 due to non- recurring revenues from the sale of property in fiscal year 2012. Franchise Fees are $319,173 higher than fiscal year 2012 attributable largely to growth and annexation of MUD 4. 86 Operating expenditures total $56,829,532, a 10.3%, or $5,293,119, increase from the 2012 projections and $5,551,487, or 10.8% increase from the 2012 amended budget. The variance to budget is explained below with additional detail: FY2012 FY2013 Amended Budget Budget (Decrease)/Increase Total Budget $52,336,207 $58,575,184 $ 6,238,977 Non-Recurring Carryover ($790,747) Non-Recurring Funding ($1,556,369) ($4,012,975) Total Recurring $49,989,091 $54,562,209 $4,573,118 % Increase 9.1% Employee Compensation $ 1,206,442 New Positions $ 595,790 Full Year Impact $ 378,716 (2012 New, Mid-Year and Step Increases) SUI/TMRS/WC Increases $ 294,423 Medical/Dental Premium Increase $ 446,384 Police-Fire-EMS 24/7 OT Coverage $ 363,081 Westside Library $ 117,288 Fire/EMS Dispatch $ 120,000 Fuel/Parts and Repairs $ 155,486 Landscape Maintenance $ 156,673 (Walnut, Magnolia III, Pearland Pkwy/Dixie Farm) Property Insurance $ 136,212 Outdoor Pool $ 133,769 Other Supplemental Requests $ 134,067 Fire Department Replacement Programs $ 67,667 (Hose, Uniforms, Equipment) MUD 4, Excluding Officers $ 25,928 Ditch Swapping $ 56,000 Street/Sidewalk Rehabilitation $ 155,928 Sales Tax Incentives $ 62,988 Facilities Maintenance $ 106,400 Other $ 190,103 Budget Reductions $ (330,227) Salaries and Wages account for a large portion of the $4.6 million variance of recurring operating expenditures from the 2012 budget mainly due to a 3% average pay increase and benefit increases, as well as new positions added in fiscal year 2013. New positions added for fiscal year 2013 include a net increase of 11 full-time equivalent positions; 11 full-time positions and 1 part-time position. A part-time position is converted into a full- time position. Of the new positions, 8 full-time are in the Police Department, 2 full-time in Health & Environmental Services, 1 full-time position is in Community Development Administration and 1 part-time is in the Municipal Court. The positions in the Police Department include 6 Police Officers, with 2 beginning April 1, 2013, 1 Jailer and 1 Records Clerk to begin October 1, 2012. The Health & Environmental Services positions are Health/Code Enforcement Officers. Municipal Court adds a part-time Deputy Clerk to begin October 1, 2012. The Police Officers are related to the increase in service area for the inclusion of MUD 4 Annexation, as well as general growth of the City. (See Staffing Summary— FTE in Appendix.) The addition of these new full-time and part-time positions to the General Fund budget will assist in providing for basic City services. For fiscal year 2013, the City has anticipated $230,000 in personnel savings associated with vacancies that may occur throughout the year. 87 u General Government totals $6,909,129, $557,722 greater than fiscal year 2012 projections. The increase can be attributed to capital improvements in information technology that include $224,692 for the replacement of data • switches at the City Hall Complex and $245,368 for replacement of the Nortel Meridian Phone System. . The budget for Public Safety, which includes Police, Fire and EMS totals $29,728,329, a $3.3 million or 12.7% • increase from fiscal year 2012 projections. The Fire Department increased by $1.1 million and includes the replacement of a Ladder Truck ($750,000), Driver/Operator pay of$69,054, $58,277 for 2 replacement vehicles in the Fire Marshal's Office, and an average 3% merit increase. EMS increases by $512,219 over projections due to • contracting out EMS/Fire Dispatch ($160,000), equipment and merit increase. Increase of $1.7 million in Police includes $173,016 for Shift Differential Pay, $470,201 for 8 positions, $376,592 for new and replacement vehicles/motorcycles and $90,773 for civil service step increases. • The Community Services budget totals $3,450,700. This is a increase of $263,260 from fiscal year 2012 ■ projections mainly due to the addition of 2 Health/Code Enforcement Officers in Health & Environmental Services, 1 Part-Time Deputy Clerk in Municipal Court, an upgrade from part-time clerk to full-time in Community ' Development Administration, and a contractual agreement for dog kennel cleaning at the Animal Control facility. Public Works budget totals $8,466,353, a $321,774 increase from 2012 projections. Increase includes $38,760 for ' the replacement of school zone flasher systems, $77,065 for replacement vehicles, $80,850 for a single drum • vibratory pad-foot roller, $59,050 for rental equipment to carry out paving projects, and $26,500 for 2 forklift refurbishments. • . The budget for Parks & Recreation totals $8,275,021, an increase of$811,807 from fiscal year 2012 projections. The increase includes $110,915 for 3 replacement vehicles, the addition of 1 new vehicle, a cargo trailer, and a double axel trailer with lift gates & lock box. Park Maintenance includes $116,000 for contracting out mowing for 2 • medians, $81,577 for 2 Pavilion renovations and 2 Shade structure installments at Centennial Park, installation of shade covers, parking and jogging track material at Woody Park, and renovation of restroom facility at • Southdown. Parks Facilities include $125,000 for roof repair and A/C unit upgrades and replacements. • Natatorium improvements include $23,345 for window shades that will reduce glare and safety hazard in the pool area as well as ADA accessibility improvements with a pool chair lift and an automatic door opener for restrooms. • Transfers out to other funds total $1,745,652 and include transfers to the Property Insurance Fund towards ' property insurance premiums of$800,046, $560,250 to the Employee Medical Fund for reserves, $218,961 to the • Enterprise Fund, $161,445 to the Debt Service Fund for University of Houston Fund and $4,950 to the Grant Fund as a match for grant applications submitted. Revenues are under expenditures by $2,187,663. This is a planned drawdown of fund balance, as the City is using fund balance to fund its non-recurring purchases totaling $1,900,365 and a portion of MUD 4 expenditures of $287,298. MUD 4 property taxes, estimated at $471,529 based on the current maintenance tax rate of 21.51 cents will not be received by the City until fiscal year 2014 to cover future recurring expenditures. Ending balance at 9/30/2013 is estimated to be $12,306,650, which is over the two month reserve policy requirement by $3,408,736. • • • I 88 GENERAL FUND SUMMARY FY 2013 ADOPTED BUDGET TOTAL REVENUES - $56.39 M Other Sources Transfers 3% Sales Taxes 7% 27% Miscellaneous 1% Charges for Service44\4, 22% Property Taxes Fines & Forfeitures 19% 5% License & Permits Franchise Fees 5% 11% TOTAL EXPENDITURES - $58.57 M General Parks & Transfers Out Government Recreation 3% 12% 14% Public Works 14% R z, • Community Services Public Safety 0 6 51% 89 I GENERAL FUND REVENUE FY 2013 ADOPTED BUDGET I FY2012 FY2012 FY2013 FY2011 AMENDED YEAR END ADOPTED • ACCOUNT NUMBER REVENUE CATEGORY ACTUAL BUDGET PROJECTION BUDGET i • 010-0000-350.01-01 CURRENT TAXES 10,600,068 10,480,519 10,480,519 10,711,657 010-0000-350.01-02 DELINQUENT TAXES 119,315 104,000 80,000 90,000 010-0000-350.01-03 PENALTY& INTEREST 120,866 125,000 106,849 110,000 010-0000-350.01-04 IN LIEU OF PROPERTY TAXES 27,321 130,870 80,780 80,780 010-0000-350.01-06 MUD 5 *TAXES 10,867,570 10,840,389 10,748,148 10,992,437 I 010-0000-350.02-01 SALES TAXES 13,187,943 13,491,831 14,231,385 14,992,954 010-0000-350.03-01 MIX DRINK TAXES 143,246 140,000 132,281 132,281 *OTHER TAXES 13,331,189 13,631,831 14,363,666 15,125,235 I 010-0000-350.04-01 GAS COMPANY 371,243 341,243 269,022 308,000 010-0000-350.04-02 ELECTRIC COMPANY 2,750,738 2,780,000 2,780,000 2,905,700 010-0000-350.04-03 TELEPHONE COMPANY 300,056 310,885 293,922 308,473 010-0000-350.04-04 CABLE TELEVISION 1,014,184 793,800 1,149,881 1,211,310 010-0000-350.04-05 SANITATION RESIDENTIAL 1,169,173 1,135,982 1,204,908 1,283,423 *FRANCHISE FEES 5,605,394 5,361,910 5,697,733 6,016,906 010-0000-351.01-01 BUILDING PERMITS 632,080 726,924 996,824 1,181,588 010-0000-351.01-03 PLATTING FEES 42,811 45,000 55,000 58,000 010-0000-351.01-04 BEER PERMITS 9,850 14,280 18,000 11,000 010-0000-351.01-05 MOVING PERMITS 4,400 5,100 2,400 2,400 010-0000-351.01-06 PEDDLERS&SOLICITORS 1,385 1,485 2,500 2,000 I 010-0000-351.01-07 HEALTH CERTIFICATE FEES 39,598 40,000 40,000 104,400 010-0000-351.01-08 WRECKER PERMITS 3,100 3,500 4,000 4,000 010-0000-351.01-09 BUILDING PLAN CHECK FEE 392,825 442,540 518,348 544,393 m 010-0000-351.01-10 OCCUPANCY PERMITS 9,100 8,500 9,100 10,665 010-0000-351.01-11 DEMOLITION PERMITS 1,100 1,500 1,300 1,300 I: 010-0000-351.01-12 BLDG. SITE WORK PERMIT 15,947 21,500 34,000 27,220 010-0000-351.01-13 ALARM PERMITS 118,853 20,000 43,935 47,135 010-0000-351.01-14 HEALTH-REGISTRATION 1 YR. 5,085 5,000 4,930 5,665 010-0000-351.01-15 HEALTH-REGISTRATION 2 YR. 7,985 8,000 8,000 9,200 010-0000-351.01-32 SIGN PERMITS 7,040 9,000 7,500 9,800 . 010-0000-351.01-33 AMBULANCE PERMIT 4,200 6,750 6,200 6,200 010-0000-351.01-34 TAXI CAB PERMIT 3,646 4,000 3,823 3,823 • 010-0000-351.01-35 TEMPORARY STRUCTURES 200 600 600 800 . 010-0000-351.01-40 RECORDATION &COURIER 6,428 5,250 5,100 6,050 FEE 010-0000-351.02-02 BP PLAN&ZONE ADJUSTMENT 11,244 13,500 8,000 28,800 010-0000-351.02-03 GARAGE SALE PERMITS 37,695 39,500 36,025 37,997 - 010-0000-351.02-04 CULVERT PERMITS 624 800 1,100 800 010-0000-351.02-05 ANIMAL LICENSES 30,025 30,000 30,000 33,325 010-0000-351.02-09 FOSTER HOME INSPECTION 1,850 1,800 1,950 1,950 010-0000-351.02-10 MOWING LIEN 428 90 GENERAL FUND REVENUE FY 2013 ADOPTED BUDGET FY2012 FY2012 FY2013 FY2011 AMENDED YEAR END ADOPTED ACCOUNT NUMBER REVENUE CATEGORY ACTUAL BUDGET PROJECTION BUDGET 010-0000-351.03-01 ELECTRICAL PERMITS 78,945 85,050 96,549 116,161 010-0000-351.03-02 PLUMBING&GAS PERMITS 99,491 95,955 105,325 126,220 010-0000-351.03-03 MECHANICAL PERMITS 103,896 101,045 131,657 153,075 010-0000-351.03-05 REINSPEC. FEE/INSPECTION 5,495 6,200 5,600 38,100 010-0000-351.04-01 FIRE ALARM 2,691 2,000 2,364 2,364 010-0000-351.04-03 FIRE PROTECTION 920 1,100 950 950 010-0000-351.04-04 FIRE SPRINKLER 5,516 9,000 4,200 4,500 010-0000-351.04-05 FIRE SPRINKLER-ALTERATION 388 500 400 400 010-0000-351.04-06 FIREWORKS 150 150 150 010-0000-351.04-07 IRRIGATION 11,419 11,000 13,000 15,000 010-0000-351.04-08 SWIMMING POOL 23,274 22,000 22,600 22,600 010-0000-351.04-09 DIRT GRADING PERMIT 1,750 3,000 2,188 2,188 `LICENSES& PERMITS 1,720,856 1,791,529 2,224,046 2,620,219 010-0000-352.00-00 FINES& FORFEITURES 2,508,346 2,625,000 2,777,243 2,881,279 010-0000-352.01-00 CHILD SAFETY 18,716 23,835 25,000 25,000 010-0000-352.01-01 CHILD SAFETY-HARRIS CO. 3,245 2,500 3,500 3,500 010-0000-352.02-00 COMMERCIAL CARRIER FINES 88,574 83,000 88,000 88,000 010-0000-352.05-00 TIME EFFICIENCY -5,465 -6,045 -5,554 -5,760 010-0000-352.06-00 ANIMAL CRUELTY 100 010-0000-352.07-00 OMNIBASE 15,370 18,000 16,500 17,556 010-0000-352.08-00 STATE FEES 85,431 105,000 94,425 97,937 *FINES&FORFEITURES 2,714,217 2,851,290 2,999,214 3,107,512 010-0000-353.01-01 AMBULANCE SERVICE FEE 2,516,195 2,400,000 2,633,000 2,738,000 010-0000-353.01-02 MUD/EMS/FIRE COLLECTIONS 57,943 58,000 74,135 74,135 010-0000-353.01-03 STRAT PTR AGRMT/FIRE,EMS 279,537 326,564 358,527 255,197 010-0000-353.01-04 FALSE ALARM FEE 86,934 68,000 74,000 76,000 010-0000-353.01-06 ARREST FEES 1,876 3,500 3,750 3,750 010-0000-353.01-07 CLEAR. LETTER FEE 550 550 550 550 010-0000-353.01-08 SUBPOENA 115 60 150 150 010-0000-353.01-09 OFFENSE REPORT COPIES 254 500 100 100 010-0000-353.01-10 ACCIDENT REPORT COPIES 6,762 7,500 7,000 7,000 010-0000-353.01-12 SRO EQUIPMENT 69,542 69,542 69,550 78,000 010-0000-353.01-13 SRO PERSONNEL 596,698 639,496 601,957 657,016 010-0000-353.01-14 NON EMERG AMBULANCE 1,034 TRSPT 010-0000-353.01-16 NON EMERG EMS SERVICE 8,484 7,500 5,227 5,227 010-0000-353.01-17 TCLEOSE FUNDS 10,650 010-0000-353.01-40 TRAINING TUITION 20 5,000 550 1,000 010-0000-353.01-41 TRAINING RECYCLING 308 1,200 1,000 1,000 010-0000-353.01-20 MISCELLANEOUS 899 010-0000-353.01-99 ANIMAL SHELTER FEES 48,341 47,000 51,000 52,500 010-0000-353.03-01 EVENTS& PROGRAMS 570,388 608,000 528,453 596,712 91 I I GENERAL FUND REVENUE FY 2013 ADOPTED BUDGET ' I FY2012 FY2012 FY2013 m FY2011 AMENDED YEAR END ADOPTED ACCOUNT NUMBER REVENUE CATEGORY ACTUAL BUDGET PROJECTION BUDGET 010-0000-353.03-02 FACILITY RENTALS 87,803 80,000 82,945 110,500 010-0000-353.03-03 SWIMMING POOL FEES 37,222 30,000 53,540 010-0000-353.03-06 NATATORIUM 98,818 110,000 121,036 130,036 L RECREATION CENTER 010-0000-353.03-07 RENTALS 39,112 45,000 30,000 46,470 010-0000-353.03-08 REC. CENTER MEMBERSHIPS 868,070 855,000 866,613 894,113 ' 010-0000-353.03-09 FACILITY RENTAL- U OF H 1,035 580 1,000 1,000 L 010-0000-353.03-10 SPECIAL EVENT PERMIT FEES 400 300 300 300 010-0000-353.03-30 MISCELLANEOUS 2,200 89,644 010-0000-353.05-01 ENGINEERING INSPECT FEE 10,830 20,000 20,000 25,000 ' 010-0000-353.05-05 TIRZ ADMINISTRATION FEES 5,487,721 5,933,199 5,986,838 6,422,902 1 010-0000-353.05-06 PERMITS INSPECTION FEE 2,880 2,000 6,100 4,500 010-0000-353.05-25 TRAFFIC IMPACT ANALYSIS 2,250 4,000 8,250 6,000 ' *SERVICES 10,892,671 11,292,491 11,564,231 12,330,342 1 I 010-0000-356.00-00 INTEREST INCOME 44,829 35,000 56,729 56,729 UNREALIZED CAPITAL • 010-0000-356.06-00 GAIN(LOSS) 15,033 • *INTEREST 59,862 35,000 56,729 56,729 010-0000-358.04-00 BUILDING RENT 17,376 17,504 17,339 17,600 010-0000-358.05-00 OTHER VICTIMS PROGRAM 4,220 8,000 7,500 7,500 PW DAMAGE 010-0000-358.06-00 REIMBURSEMENT -4,121 010-0000-358.08-00 STREET LIGHT CHARGES 5,000 35,000 15,000 010-0000-358.09-00 BIDS&SPECS -838 100 • 010-0000-358.10-00 RECYCLE REVENUE 55,218 14,750 54,164 44,000 • 010-0000-358.12-00 N.S.F. FEES 2,550 1,000 4,000 4,000 • 010-0000-358.13-00 PLAT COPIES 3 150 15 15 010-0000-358.14-00 REPRODUCTION/XEROX 2,303 1,800 1,500 1,500 COPIES 010-0000-358.15-00 SALE OF PROPERTY 79,439 37,800 89,364 9,750 010-0000-358.16-00 CASH SHORT/OVER 393 010-0000-358.17-00 WAIVER OF ENCROACHMENT 750 500 1,000 875 010-0000-358.26-00 JAIL PHONE 2,022 2,000 2,000 2,000 AMBULANCE PERMIT APP. 010-0000-358.29-00 FEE 3,650 4,000 3,750 3,750 010-0000-358.37-00 SUSPENSE REVENUE 830le 010-0000-358.40-00 SIGN REVENUE 48,750 35,000 26,475 30,780 INSURANCE 010-0000-358.45-00 REIMBURSEMENTS 230,384 010-0000-358.99-00 MISCELLANEOUS 326,292 180,300 184,689 187,121 *MISCELLANEOUS 773,342 307,904 422,675 323,891 010-0000-359.01-00 FROM FUND 15 98,297 103,212 103,212 151,438 010-0000-359.02-00 FROM FUND 17 45,706 010-0000-359.09-00 FROM FUND 30 800,000 980,427 935,337 927,817 010-0000-359.10-00 FROM FUND 35 750 92 GENERAL FUND REVENUE ' FY 2013 ADOPTED BUDGET FY2012 FY2012 FY2013 FY2011 AMENDED YEAR END ADOPTED ACCOUNT NUMBER REVENUE CATEGORY ACTUAL BUDGET PROJECTION BUDGET 010-0000-359.11-00 FROM FUND 42 250,167 238,712 238,712 150,665 0 010-0000-359.18-00 FROM FUND 50 129,640 169,572 169,572 109,974 ' 010-0000-359.23-00 FROM FUND 67 317,238 313,806 313,806 263,715 010-0000-359.24-00 FROM FUND 68 519,706 444,193 444,193 685,502 ' 010-0000-359.26-00 FROM FUND 70 273,964 568,549 568,549 17,227 0 010-0000-359.29-00 FROM FUND 101 75,586 473,041 493,202 499,591 010-0000-359.31-00 FROM FUND 301 192,262 192,262 83,929 010-0000-359.39-00 TRANSFER FROM FUND 116 11,110 7,313 7,313 010-0000-359.34-00 TRANSFER FROM FUND 202 225,461 64,811 64,811 395,692 010-0000-359.36-00 TRANSFER FROM FUND 203 172,622 130,875 130,875 406,495 010-0000-359.40-00 TRANSFER FROM FUND 107 010-0000-359.44-00 TRANSFER FROM FUND 108 41,000 37,500 29,443 010-0000-359.41-00 TRANSFER FROM FUND 140 010-0000-359.48-00 TRANSFER FROM FUND 109 45,450 010-0000-359.53-00 FROM FUND 205 010-0000-359.81-00 FROM FUND 23 50,653 010-0000-359.55-00 FROM FUND 55 12,072 12,072 010-0000-359.96-00 TRANSFER FROM FUND 200 41,224 65,399 60,201 010-0000-359.97-00 TRANSFER FROM FUND 201 39,355 010-0000-359.98-00 TRANSFER FROM FUND 120 948 *GRANT, ISSUANCE, TRANSFER 3,054,072 3,801,744 3,763,560 3,776,850 010-0000-360-03-00 CAPITAL LEASE PROCEEDS 1,288,891 1,240,165 1,143,465 2,037,400 *OTHER FINANCING SOURCES 1,288,891 1,240,165 1,143,465 2,037,400 TOTAL $50,308,064 $51,154,253 $52,983,467 $56,387,521 I I I I 93 I GENERAL FUND EXPENDITURE SUMMARY (All Departments) ' FY 2013 ADOPTED BUDGET I / I • Transfers 3% Capital Outlay 6% Inventory 0% • Sundry Charges 1% NN • Miscellaneous ' Services 13% Salaries&Wages 65% ' Equipment ' ______________________________ Maintenance 5% m Building Maintenance 3% I Materials&Supplies m 4% J FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted BY CATEGORY Actual Budget Projection Budget Salaries&Wages $33,814,112 $35,075,455 $35,165,537 $38,203,820 Materials&Supplies $1,774,096 $1,990,161 $2,016,125 $2,102,180 • Building Maintenance $1,420,796 $1,323,590 $1,383,563 $1,425,952 Equipment Maintenance $2,059,166 $2,440,317 $2,673,342 $2,683,898la Miscellaneous Services $6,713,730 $7,298,025 $7,285,820 $7,739,907 Sundry Charges $454,893 $670,346 $544,324 $698,979 Inventory $158,130 $278,254 $292,412 $280,516 • Capital Outlay $1,451,253 $2,201,897 $2,175,290 $3,694,280 • SUB-TOTAL 47,846,176 51,278,045 51,536,413 56,829,532 I Transfers 800,135 1,058,162 1,476,287 1,745,652 TOTAL $48,646,311 $52,336,207 $53,012,700 $58,575,184 I: 94 GENERAL FUND EXPENDITURES ' By FUNCTION/DEPARTMENT FY 2013 ADOPTED BUDGET ' FY2012 FY2012 FY2013 FY2011 AMENDED YEAR END ADOPTED FUNCTION/DEPARTMENT ACTUAL BUDGET PROJECTION BUDGET ' GENERAL GOVERNMENT City Council 106,105 110,714 111,850 106,421 City Manager 647,112 648,631 673,398 678,726 ' Human Resources 642,936 682,493 686,110 678,587 ' City Secretary 309,054 281,937 324,213 300,638 Legal 703,064 617,483 624,481 636,097 Information Technology 889,818 928,468 921,551 1,538,600 ' Finance 1,688,644 1,708,220 1,722,250 1,825,990 ' Other Requirements 1,068,089 1,152,750 1,137,671 895,069 Library' 155,909 166,807 149,883 249,001 GENERAL GOVERNMENT TOTAL 6,210,731 6,297,503 6,351,407 6,909,129 PUBLIC SAFETY' Police 16,171,604 17,408,818 17,484,310 19,177,127 Fire 3,533,946 4,371,588 4,519,018 5,580,791 ' Fire Marshal 523,494 605,552 593,034 695,913 ' Emergency Management 83,979 69,665 71,630 40,498 Emergency Medical Services 3,403,441 3,799,006 3,721,781 4,234,000 PUBLIC SAFETY TOTAL 23,716,464 26,254,629 26,389,773 29,728,329 ' COMMUNITY SERVICES Community Development Community Development Administration 198,869 195,782 250,285 ' Planning 460,280 448,327 404,819 372,728 ' Permits& Inspections 962,259 770,613 825,434 846,105 Health& Environmental Services 240,842 256,616 415,755 Animal Control 649,820 597,949 611,864 659,401 ' Public Affairs 283,009 310,332 321,276 306,755 Municipal Court 671,720 556,361 571,649 599,671' COMMUNITY SERVICES TOTAL 3,027,088 3,123,293 3,187,440 3,450,700 I PUBLIC WORKS Administration 196,877 209,131 211,212 173,005 Fleet 422,097 465,063 450,235 449,343 ' PW GIS 47,777 I Streets& Drainage 3,998,924 4,493,440 4,606,128 4,526,934 Service Center 85,287 185,918 156,510 222,500 I Engineering&Capital Projects Engineering&Capital Projects Administration 273,625 I Capital Projects 1,016,816 954,100 923,873 721,516 Geographic Information Systems 198,120 220,926 220,520 215,627 I Engineering 1,050,276 931,183 900,043 1,119,682 I Traffic Operations and Maintenance 703,907 736,059 676,058 764,121 ' PUBLIC WORKS TOTAL 7,720,081 8,195,820 8,144,579 8,466,353 I I 95 I I GENERAL FUND EXPENDITURES By FUNCTION/DEPARTMENT FY 2013 ADOPTED BUDGET 1 FY 2012 FY 2012 FY 2013 FY2011 AMENDED YEAR END ADOPTED 1 FUNCTION/DEPARTMENT ACTUAL BUDGET PROJECTION BUDGET PARKS&RECREATION Administration 652,553 757,714 779,005 940,102 1 Recreation Center/Natatorium 1,192,737 1,713,512 1,766,539 1,848,836 1 Westside Events Center 162,805 175,367 187,479 205,571 1 Medians& ROWs Maintenance 1,002,380 1,025,272 960,377 1,013,194 Parks Maintenance 1,137,396 1,203,680 1,164,253 1,370,319 C Custodial Services 365,489 335,608 368,267 387,446 Facilities Maintenance 713,799 774,371 774,105 1,012,836 Community Center 26,053 • Athletics 264,449 344,713 311,067 329,155 Special Events 285,678 316,916 291,854 265,045 Senior Program 230,191 222,828 236,378 208,861 Youth Development 312,747 226,777 183,320 226,123 Aquatics 554,138 108,950 209,591 245,395 Recycling 271,397 201,092 230,979 222,138 PARKS & RECREATION TOTAL 7,171,812 7,406,800 7,463,214 8,275,021 SUBTOTAL 47,846,176 51,278,045 51,536,413 56,829,532 I TRANSFERS 800,135 1,058,162 1,476,287 1,745,652 I GENERAL FUND TOTAL $48,646,311 $52,336,207 $53,012,700 $58,575,184 m ' Library employees' salaries are funded by the County; City pays all operating expenses. L Ill IIII lo 96 GENERAL GOVERNMENT EXPENDITURE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted / EXPENDITURES BY DEPT/DIVISION Actual Budget Projection Budget City Council 106,105 110,714 111,850 106,421 City Manager 647,112 648,631 673,398 678,726 Human Resources 642,936 682,493 686,110 678,587 City Secretary 309,054 281,937 324,213 300,638 Legal 703,064 617,483 624,481 636,097 Information Technology 889,818 928,468 921,551 1,538,600 Finance 1,688,644 1,708,220 1,722,250 1,825,990 Other Requirements 1,068,089 1,152,750 1,137,671 895,069 Library 155,909 166,807 149,883 249,001 GENERAL GOVERNMENT TOTAL 6,210,731 6,297,503 6,351,407 6,909,129 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries&Wages 3,562,768 3,469,895 3,647,487 3,513,522 Materials&Supplies 60,334 66,457 66,680 59,552 Building Maintenance 837 15,326 Equipment Maintenance 474,079 567,314 557,996 587,973 Miscellaneous Services 1,623,449 1,455,056 1,488,648 1,461,055 Sundry Charges 418,926 616,081 475,432 637,700 Inventory 60,584 80,411 72,875 138,990 Capital Outlay 10,591 42,289 41,452 495,011 GENERAL GOVERNMENT TOTAL 6,210,731 6,297,503 6,351,407 6,909,129 l General Government as% of General Fund FY 2013 Operating Expenditures City Council, 0.2% Other Require., 1.7% H.R., 1.2% City Secretary, 0.5% Legal, 1.1% 0 ° - Finance, 3.2% City Manager, 1.2% Library, 0.4% I.T., 2.7% \ J 97 • GENERAL GOVERNMENT EXPENDITURE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING BY DEPT/DIVISION*** Actual Budget* Projection Budget City Council 6 6 6 6 City Manager 4 4 4 4 Human Resources 9 9 9 9 City Secretary 4 4 4 4 Legal 5 5 5 5 • Information Technology 5 5 5 5 Finance 17 17 17 17 Other Requirements • Library** GENERAL GOVERNMENT TOTAL 50 50 50 50 I *Same as adopted budget, unless where noted. • **Library staffing funded by County. ***GIS and Project Management moved to Engineering and Capital Projects in Public Works. I • • • • • • • • 98 CITY COUNCIL - 1010 MISSION STATEMENT The mission of the City Council is to establish policies for orderly growth, development, and operation of the City of Pearland, make final decisions in matters of zoning, set a long-range vision of the City, adopt an annual budget and tax rate, and hold public hearings to hear citizen's response to matters before the Council. r TOM REID MAYOR ( WOODY OWENS SCOTT SHERMAN SUSAN KEITH GREG HILL Position 1 Position 2 SHERROUSE ORDENEAUX Position 5 Mayor Pro Tern Position 4 Position 3 99 I CITY COUNCIL - 1010 GOALS ■ • Maintain a strong relationship with TxDOT to obtain needed funding and maintain the strong relationship already established with H-GAC. • Pursue funding sources for regional transportation projects and enhance communication between the City ■ and funding/political entities to secure support and funding for Pearland's transportation needs. • Determine priorities of projects and the impact of operations and maintenance of projects. • Pursue additional alternative funding sources for current and future projects. • Continue to lobby effectively for improvements to Clear Creek. • Increase the number of businesses within the City. ' FISCAL YEAR 2012 ACCOMPLISHMENTS I • Implemented a strategy to ensure Pearland's transportation interests/needs are met, taking a proactive role in aggressively pursuing funding sources for regional transportation projects. • Began exploration of the feasibility of a Westside Animal Control facility. • Continue to discuss/evaluate the Five Year Annexation Plan to purchase or accumulate property for best use in build-out of City, considering provision of City services within these areas. • Completed objectives within Council's Strategic Priorities. ' • Held workshops and public hearings on and approved fiscal year 2013 budget and tax rate. . FISCAL YEAR 2013 OBJECTIVES • Continue exploration of the feasibility of a Westside Animal Control facility. • Continue to discuss/evaluate the Five Year Annexation Plan to purchase or accumulate property for best use in build-out of City, considering provision of City services within these areas. • Complete objectives within Council's Strategic Priorities. • Complete annexation of Brazoria County MUD#4. I PERFORMANCE MEASURES I • FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Council Meetings: I Regular Meetings 24 24 24 24 Special Meetings 21 14 20 21 Workshops 42 33 37 42 Public Hearings 11 7 11 8 Joint Public Hearings 30 23 8 29 Ordinances Considered 65 43 64 60 • Resolutions Considered 175 150 181 180 I I I 100 CITY COUNCIL - 1010 OVERVIEW The City Council is the legislative and policy-making body of the City. The Mayor and each Council member are elected at-large, and the Mayor and all other Council members hold office for a period of three years and until a successor is elected and qualified. Council members shall be limited to two full consecutive terms of office and there is no limitation on the office of the Mayor. The Council appoints the City Manager, City Attorney, and Municipal Court Judge. The Mayor and City Council also provide community leadership, develop policies to guide the City in delivering services and achieving community goals, and encourage citizen awareness and involvement. The policies established by the City Council are implemented by the City Manager and his staff. Council salaries and business expenditures are charged to this department's budget. Key Budget Items for FY 2013 include: • 2012 included $3,300 for Brazoria County and Cities Association meeting, reimbursed from participants. • Budget reduction of$3,276 taken for Granicus Audio Service now that Council meetings are videoed. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 61,366 61,363 61,363 61,363 Materials&Supplies 12,885 14,470 15,135 11,700 Miscellaneous Services 30,434 34,881 35,352 33,358 Inventory 1,420 TOTAL 106,105 110,714 111,850 106,421 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Mayor 1 1 1 1 Council Member 5 5 5 5 TOTAL 6 6 6 6 *Same as adopted budget, unless where noted. 101 CITY MANAGER - 1020 MISSION STATEMENT i The mission of the City Manager is to effectively implement and administer the policies established by the City Council and to file and implement an annual budget that meets the goals of the organization, and to communicate with the City Council, appointed boards and commissions, staff and the citizens on items of interest to the City. I I City Manager , , . . , , President, PEDC Executive Secretary N �______11 1..____I . Assistant City Assistant City [ ` Manager J Manager \ J I r Community r Engineering &- . Development Projects Human Resources - Permits& - Engineering I Inspections 1_ -Traffic Oper. . , i - Health/Environ Services CapProjects Parks & Recreation -Planning , -GIS . ; Public Works I i . 5' Animal Control -- Public Affairs Police • J \ ., \ I.a Emergency - Director of Finance 1 Medical Services \ / \ J I / City Secretary I- ' 1la Information ` Technology Accounting . I \ J J Fire a 1. \ .1 Purchasing Budget la I I I / 1 / 1 (5 i Fire Marshal Emergency W&S Billing Municipal Management & Collections Court \ / \ . \ / \ J 102 CITY MANAGER - 1020 GOALS • Keep City Council informed on the day-to-day business of the City. • Provide monthly financial and capital project progress reports to City Council. • Develop an annual operating budget that meets the needs of a growing City. • Continue successful implementation of the 2001 and 2007 bond program. • Expand cooperative relationships with Pearland ISD, Alvin ISD, Brazoria County, and Brazoria Drainage District#4. • Continue to advocate for added traffic capacity on Hwy 288. • Identify location for and coordinate start-up of park-and-ride service. • Continue to advocate for inclusion of Kirby rail line in Metro long-term plan. FISCAL YEAR 2012 ACCOMPLISHMENTS • Began implementation of traffic signal communication system to improve traffic flow on Broadway. • Conducted analysis of feasibility of contracting out various City functions to reduce operating costs. • Continued to pursue outside sources of funds for capital projects. FISCAL YEAR 2013 OBJECTIVES • Open Westside Library facility in January 2013. • Develop strategic plan for use of Hotel Occupancy Taxes. • Implement budget that strengthens public safety capabilities. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of Council Regular Meetings 24 24 24 24 Number of Workshop Items 82 89 78 100 Number of authorized FTE1 employees per 1,000 population2 6.58 6.55 6.52 6.21 GF Operating Budget$per capita $521.80 $532.44 $530.21 $562.68 1The number of authorized FTE employees is based on the budgeted amount of full-time equivalent positions, including approved changes. 2The per 1,000 population is based on an estimated population of 91,252 for FY10, 94,100 for FY11, 97,200 for FY12, and 104,100 for FY13. 103 CITY MANAGER - 1020 OVERVIEW The City Manager is appointed by the City Council to administer the daily operations of the City and implement policies established by City Council. The City Manager is responsible for preparation, filing and management of the annual budget to meet the organization goals, and reports to the City Council on the City's financial position. The City Manager also attends Council meetings, special meetings, and public hearings. ■ Two Assistant City Managers (ACM) assist the City Manager. One ACM supervises Community Development, which includes Community Development Administration, Permits & Inspections, Health & Environmental, Planning, and Engineering & Capital Projects. The second ACM supervises Human Resources, Parks & Recreation, Animal Control, Public Works, and Public Affairs. I Key Budget Items for FY 2013 include: I • Budget reduction of$2,990 was taken EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 601,586 610,730 633,145 639,754 Materials&Supplies 870 1,500 1,389 1,500 Miscellaneous Services 44,656 36,401 38,864 37,472 TOTAL 647,112 648,631 673,398 678,726 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget City Manager 1 1 1 1 Assistant City Manager 2 2 2 2 ■ Executive Secretary 1 1 1 1 TOTAL 4 4 4 4 ■ *Same as adopted budget, unless where noted. I 104 HUMAN RESOURCES - 1040 VISION STATEMENT Human Resources . . . Committed to Excellence. MISSION STATEMENT The mission of Human Resources is to cultivate successful partnerships utilizing accountability, teamwork, innovation and integrity in an effort to make Pearland one of the State's premier municipal employers. /Director of Human Resources and Safety Management/Civil Service* Human Resources Human Resources Human Resources Generalist Safety Officer Generalist Assistant II (2) I Administrative Clerk (Part-time) I 1 Receptionist (2 Part-time) *Reports to an Assistant City Manager 105 HUMAN RESOURCES - 1040 GOALS ■ • Coordinate the hiring, development and retention of outstanding employees. • Assist in the development and maintenance of an environment conducive to success and achievement. • • Be good stewards of municipal resources. •FISCAL YEAR 2012 ACCOMPLISHMENTS ■ • Development and review of new/updated policies for the City Employee Handbook. ' • Supported City's interest in a Wellness Program for employees including biometric screening, health risk assessments and a 12-week challenge. • Development and roll-out of revamped New Employee Orientation. ' • Began utilizing on-line application process which has increased efficiencies in all departments and has • benefited both supervisors and applicants. • Reclassified personnel Records Technician position to a Safety Officer to begin the expansion of the City's ' Safety and Risk Management Program. • Conducted entry-level and promotional exams for the Police Department. 1111 • Conducted strategic supervisor series training for third consecutive year. • Maintained service level with same staffing level as in 2002 and an employee population increase of 54%, from 453 total positions to 699 in FY12. •FISCAL YEAR 2013 OBJECTIVES ■ • Complete policy revisions. • Initiate and implement on-line evaluation system. • Incorporate supervisor training previously stalled due to personnel shortages in HR. • Introduce Defensive Driving training for employees. i • Continue safety initiative. i 106 HUMAN RESOURCES - 1040 PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of vacated or new positions posted' 154 128 160 95 Number of employment applications received' 3,880 3,299 4,936 3,000 Annualized Citywide turnover rate(FT employees)2 14.3% 16.1% 16.1% 14.7% Number of interviews conducted with HR's participation 532 73 54 75 Number of training hours provided to employees (including orientation) 236 212 125 225 Percent of positions filled within 30 days of posting' N/A 83% 83% 87% Number of incoming telephone calls to switchboard at City Hall' N/A 29,724 30.456 28,000 Percent of grievances completed and forwarded to City Manager within 30 days of submission N/A 100% 100% 100% Number of written complaints submitted to HR' N/A 15 5 0 Number of safety meetings/training sessions initiated by HR N/A 3 1 3 Number of workers'comp claims where time is lost' N/A 8 10 0 Percent of workers' comp claims processed within 7 days of receipt in HR N/A 100% 100% 100% Average number of sick hours used by full-time employees city-wide N/A 2.9 3.1 1.0 Total number of full-time employees (average)3 519 529 534 545 Total number of part-time employees(average)3 89 83 94 120 Number of full-time employees hired' 91 131 112 100 Number of resignations/terminations' 74 85 86 80 New Hires as percent of total full-time employees' 17.5% 24.8% 21.0% 18.3% Ratio of F-T Staff to Actual Full-time City employees3 1:87 1:88 1:89 1:97 'These are not considered a measure of performance, but a statistic to demonstrate workload. 2Citywide Turnover Rate is calculated on the total number of resignations/terminations reported in H.T.E. as a percent of the total number of full-time employees. 3Reflects latest month reported. These are not considered a measure of performance. Targets are adjusted as positions are added or deleted. 107 I HUMAN RESOURCES - 1040 I OVERVIEW I The Human Resources department implements the City personnel policies, manages employees' benefit and I compensation plans, and coordinates the hiring, development and retention of personnel. The department is responsible for staff recruiting, new employee orientation, pay plan administration, training and extensive ' recordkeeping. Department personnel receive employee grievances, maintain employee handbooks and policy 1 manuals and assist employees with retirement and health benefits claims. The department assists supervisors with performance appraisal, compliance with the Fair Labor Standards Act, disciplinary issues, termination and ' risk management. 1 The Human Resources Department assists the City in its effort to be a model employer in terms of concern for ' employees, wages and fringe benefits, safety, equal opportunity, training and career advancement. To achieve 1 this, the City: • Develops management skills by placing greater emphasis on training, and I • Continues to review and make necessary revisions in the compensation and benefit programs. 1 Key Budget Items for FY 2013 include: I I • 2012 included printing of employee handbook. • Budget reduction of$20,343, to include policy amendments sent via email versus printed. ' I EXPENDITURE AND STAFFING SUMMARY ' FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 461,959 479,863 474,392 502,431 ' Materials&Supplies 15,418 18,861 20,534 16,945 I Equipment Maintenance 248 239 239 700 Miscellaneous Services* 165,311 132,947 140,362 107,928 ' Sundry Charges 50,583 50,583 50,583 m TOTAL 642,936 682,493 686,110 678,587 I *Drop in Miscellaneous Services from 2011 to 2012 due to reduced m cost for benefit consulting services. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget I Director of Human Resources and Safety Management/Civil Service Director 1 1 1 1 ' HR Generalist 1 2 2 2 m Benefit Coordinator 1 Safety Officer 1 1 1 I Personnel Records Technician 1 Human Resources Assistant I 1 1 1 1 Human Resources Assistant II 1 1 1 1 Part-Time Administrative Clerk 1 1 1 1 Part-Time Switchboard Operator/Receptionist 2 2 2 2 TOTAL 9 9 9 9 I *Same as adopted budget, unless where noted. I 1- 108 le CITY SECRETARY - 1050 MISSION STATEMENT The mission of the City Secretary is to provide Council with all pertinent information for preparation for City Council meetings; maintain all records and actions generated from City Council meetings, in compliance with the Texas Open Meetings Act; authenticate all official documents; safeguard official records and files; coordinate administration of City elections with Brazoria County; provide the public with information in accordance with the Texas Public Information Act; maintain historical records and archives; conduct City election with accuracy and the highest level of integrity. Provide excellent customer service by being Responsive, Results— Oriented, Trust Building and Accountable as adopted by the City's Core Beliefs. City Secretary* r 1 Records Deputy City Secretary Records Coordinator Technician "Reports to the City Manager 109 U CITY SECRETARY - 1050 ' GOALS I • Provide excellent customer service to the Community, City Council and City Staff. • Record and maintain all actions accurately and in a timely manner. • Administer and produce timely Public Information as requested under the Texas Public Information Act. • Maintain and preserve City documents. • Administer the department's budget efficiently and monitor the funds allocated and expended. • Administer Oaths of Office to new City employees and officials as mandated by State Law. • Maintain claims information log insuring proper administration for individuals filing claims according to the City Charter. • Issue Alcoholic Permits in an efficient and timely manner to maintain compliance with the City Ordinance and Texas Alcoholic Beverage Commission regulations. • Process Peddlers Permits in an efficient and timely manner to allow the community to be served by vendors who are legally permitted to conduct business in the City door-to-door in compliance with City Ordinance. • Accept and process applications to serve on Boards and Commissions in a timely manner and verify that information on the application qualifies the applicant to serve. FISCAL YEAR 2012 ACCOMPLISHMENTS • Successfully held four City Elections; 1 Special Election; 1 Special Election Runoff Election; 1 General Election and 1 Special Runoff Election. • As part of Phase II of the reorganization of City Secretary's file room, all offsite documents and supplies are now in storage in the onsite file room, eliminating all offsite storage for the City Secretary's office. • Conducted 4 offsite Council Meetings at the Public Safety Building. • Continued to cross-train staff on all the duties in the City Secretary's Office. FISCAL YEAR 2013 OBJECTIVES • Create and implement an updated Boards and Commissions application that will provide Council additional information about the applicant when being considered to serve on a Board or Commission. • Develop a process for sending reminder letters to Alcoholic Beverage Permit holders that allows time for them to renew their permit. • Complete reorganization of the City Secretary's Office file room. I 110 CITY SECRETARY - 1050 PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target COUNCIL SUPPORT' Number of Agendas prepared for Regular Meetings 308 312 293 315 Number of Agenda Items prepared for Regular Meetings 20 17 20 20 Number of Agendas prepared for Special Meetings 38 41 51 45 Number of Agenda Items prepared for Special Meetings 39 37 38 40 Number of Agendas prepared for Workshops 81 83 82 83 Number of Agenda Items prepared for Workshops 11 7 9 10 Number of Agendas prepared for Public Hearings 11 7 9 10 Number of Agenda Items prepared for Public Hearings 30 27 28 29 Number of Agendas prepared for Joint Public Hearings 30 27 28 29 Number of Agenda Items prepared for Joint Public Hearings 22 23 23 22 Number of Minutes transcribed for Regular Meetings 14 16 15 15 Number of Pages of Minutes prepared for Regular Meetings 262 251 256 260 Number of Minutes transcribed for Special Meetings 6 5 43 44 Number of Pages of Minutes prepared for Special Meetings 44 42 43 44 Number of Minutes transcribed for Public Hearings 9 7 5 7 Number of Pages of Minutes prepared for Public Hearings 35 24 29 29 PUBLIC RECORDS Number of Public Disclosure Requests processed 999 1,136 986 1,017 %of public disclosure requests processed within 5 days 100% 100% 100% 100% Number of pages scanned for Laserfiche 15,534 24,269 12,792 14,112 PERMITS Total number of alcoholic permits issued 89 40 63 72 On Premise(BE) 19 5 9 10 Wine& Beer Off Premise(BQ) 33 8 21 22 Off Premise(BF) 4 1 4 5 Late Hours On Premise(BL) 4 0 2 3 Cartage(PE) 19 11 12 13 Mixed Beverages Late Hours(LB) 3 6 2 4 Mixed Beverages Restaurant(RM) 7 9 13 15 Number of vendor permits issued 60 40 52 52 %of permits available to applicant within 2 days 100% 100% 100% 100% ELECTIONS2 Number of registered voters(average) 49,433 49,631 51,716 53,132 Number of votes cast(average) 3,061 2,710 1,546 3,189 Average%of voter turnout 6.2% 5.5% 2.9% 6% 1The number of agendas and Minutes prepared may differ from the number of meetings held by the City Council due to a lag between the time the meetings are held and agenda/minutes are prepared or cancelled meetings. 2Elections are reported here by fiscal year. The number reported for FY12 is based on the June election. 111 I I CITY SECRETARY - 1050 I OVERVIEW I The City Secretary's Office is the custodian of records for the City. This department administers open records requests from citizens and assists other departments with research. The office creates the Agenda packets for City Council meetings, maintains records and minutes of the meetings, coordinates administration of City elections with Brazoria County, maintains historical records and archives, and provides the public with information • in accordance with the Texas Public Information Act. I Key Budget Items for FY 2013 include: 1 • FY 2012 included three special elections, FY 2013 includes 1 general election. ' I EXPENDITURE AND STAFFING SUMMARY I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted m EXPENDITURES Actual Budget Projection Budget m Salaries&Wages 264,343 252,152 257,623 266,074 Materials& Supplies 5,126 4,365 5,165 3,500 Miscellaneous Services 39,235 24,420 60,925 25,422 Sundry Charges 350 1,000 500 5,642 ' TOTAL 309,054 281,937 324,213 300,638 I FY 2012 FY 2012 FY 2013 ' FY 2011 Amended Year End Adopted m STAFFING Actual Budget* Projection Budget City Secretary 1 1 1 1 Deputy City Secretary 1 1 1 1 Secretary 1 1 1 1 Records Technician 1 1 1 1 TOTAL 4 4 4 4 m *Same as adopted budget, unless where noted. L I L 112 ' LEGAL DEPARTMENT - 1080 MISSION STATEMENT The Legal Department's mission is to advise the City Council and to provide efficient and competent legal services to all departments within the City of Pearland, to take proactive steps to identify and remedy potential legal complications for the City of Pearland, and to zealously defend and advocate the City of Pearland's position with the singular goal of achieving that which is in the best interests of the City of Pearland. ( City Attorney* c- Legal Secretary - 1 ( \ f Assistant City Attorney II Deputy City Attorney J Assistant City Attorney I *Reports to the City Council Ili LEGAL DEPARTMENT - 1080 : GOALS ■ • Continue to monitor and develop an oversight protocol with the City departments. ■ • Work with City departments to accomplish the early assessment of potential litigation. • Evaluate and update various City Ordinances to bring them into alignment with the City's needs and goals. • Assist the Planning Department with the orderly transition of newly annexed territories. • Assist all City Department's with the implementation of their respective goals and objectives. ■ FISCAL YEAR 2012 ACCOMPLISHMENTS ■ • Conducted comprehensive training for various City Departments. • Prepared numerous development agreements for residential, commercial and institutional development in the City of Pearland. • Coordinated and assisted outside counsel in the resolution of multiple litigation cases. • Efficiently carried out the prosecutorial duties of a rapidly growing municipal court. ■ • Coordinated the acquisition of multiple properties through the eminent domain process, thereby allowing for the timely construction of various City projects. • Assisted the PEDC with the drafting of multiple incentive agreements with numerous prospects. a • Assisted the Projects Department in resolving numerous disputes associated with City projects. • Provided legal representation at all meetings of the City Council, PEDC, P&Z and the ZBA. • Assisted the PEDC in developing standardized documents and an oversight protocol designed to proactively identify potential legal issues before they arise. • Provided legal counsel on numerous HR matters, including, but not limited to, suspensions, terminations, investigations, hearings and amendments to the Employee Handbook. ■ • Provided effective legal counsel to all departments in the City on a daily basis. FISCAL YEAR 2013 OBJECTIVES • Provide legal advice and direction in the application of the Unified Development Code to planning related . issues. • Provide legal representation at all meetings of the City Council, Planning and Zoning Commission and the Zoning Board of Adjustments. ■ • Provide each department legal services in a quality, yet efficient and cost-effective manner; such service to include specific training for each City department. • Coordinate, with outside counsel, on multiple property acquisitions associated with the various City projects. • Coordinate, with outside counsel, on multiple litigation cases. • Review and revise the City's Code of Ordinances. • Provide competent and efficient prosecutorial services for the City's Municipal Court. PERFORMANCE MEASURES L FY 2010 FY 2011 FY 2012 FY 2013 ■ Actual Actual Projection Target Number of training programs attended by staff 12 12 12 12 ■ Number of contracts prepared or reviewed 199 191 190 190 Number of FOIA requests reviewed 245 278 260 275 Number of citizen requests handled 298 268 273 270 a Number of resolutions prepared 168 161 176 190 Number of ordinances prepared 61 44 44 45 Number of jury trials* 29 30 43 45 Average percent of jury trial convictions* 96% 86% 69% 80% Number of bench trials* 38 27 34 40 ■ Average percent of bench trial convictions* 78% 86% 76% 85% *Reported by Municipal Court. Percent of convictions reported beginning January 2010. Targets for FY 13 have been adjusted down from 200 jury trials and 600 bench trials as the number of actual trials differs from the number of trials . prepared that are reported by Municipal Court. 114 LEGAL DEPARTMENT - 1080 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 supported by a Legal Secretary. One of the Assistant City Attorneys 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, 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 2013 include: • Lower legal fees for outside counsel in 2012; based on the annual legal needs. • Budget reduction of$7,262 in 2013 for legal services. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 568,533 555,262 564,037 577,185 Materials&Supplies 1,081 2,870 2,000 2,870 Equipment Maintenance 250 250 250 Miscellaneous Services 133,450 59,101 58,194 55,792 TOTAL 703,064 617,483 624,481 636,097 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget City Attorney 1 1 1 1 Deputy City Attorney 1 1 1 1 Assistant City Attorney II 1 1 1 1 Assistant City Attorney I 1 1 1 1 Legal Secretary 1 1 1 1 TOTAL 5 5 5 5 *Same as adopted budget, unless where noted. 115 INFORMATION TECHNOLOGY - 1250 MISSION STATEMENT The mission of Information Technology (IT) is to provide information system service and support to all departments within the City of Pearland, and to continually improve the planning, design, operations, and management of the City's network infrastructure. I I I.T. Manager* • \ I \ I \ I 1 System Administrator Network Computer Technician Computer Technician Administrator III I \ J \ / \ I *Reports to the Director of Finance I I I 116 INFORMATION TECHNOLOGY (IT) — 1250 GOALS • Support City employees and citizens with superior customer service. • Provide Citywide innovation and leadership in the utilization and deployment of information technology services and applications. • Ensure high-quality, effective and efficient production and support services that meet or exceed the expectations of our employees. • Maintain a secure information technology environment, ensuring the confidentiality, integrity and availability of critical information and systems. • Continue to educate City staff as to what options and resources are available to them in order to allow all City services to flourish, while utilizing the minimal level of resources. FISCAL YEAR 2012 ACCOMPLISHMENTS • Set up and installed 41 desktop computers, 23 laptops, and 17 Police Toughbooks. • Acquired contractor to install fiber optic cable from 2703 Veterans to JHEC and Recycle Center for City network. • Submitted for auction 73 computers/laptops. • Replaced Email Server and Laserfiche Server with updated hardware and software. • Assisted Fire Department with installation/setup of Station Alert system. • Upgraded City Internet speed with AT&T. • Installed and set up new Private/Public Wireless Access points and Controller at PSB for PD and Court use. • Set up and delivered 4 Android tablets to Permits Department and 3 iPads to City Council. • Set up and installed new Storage Server at Hillhouse facility. • Finished installation and setup of Lotus Notes Traveler software for email access on I-phones and Android devices. • Contracted for installation of two video projectors. FISCAL YEAR 2013 OBJECTIVES • Replace 38 outdated CPU's, 29 laptops, and 7 Police Toughbooks throughout City departments. • Replace 2 Dell GIS Servers at City Hall. • Purchase and contract setup/installation of data/voice system at City Hall, Service Center, Parks Maintenance building, EMS, Animal Shelter and Fire Marshal's Office. • Maintain 99.9% planned available time for City network and City servers. • Coordinate IT Needs Assessment and Strategic Plan. • Set up mobile application so residents can submit requests and view status of existing request. • Work with Fire Marshal on replacing Tablet PC's for Fire Inspection system. • Work with Court on installation of new Court Software System. • Install replacement ALPR system for Police Department. • Installation of FM-200 fire suppression system for City Hall Server room. 117 I I INFORMATION TECHNOLOGY (IT) - 1250 I PERFORMANCE MEASURES I FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Average monthly service requests 734 815 832 840 Number of PC's supported' 429 439 448 450le Number of Servers' 32 33 35 35 Percent of time AS/400 available 99.8% 99.9% 100.0% 99.9% Percent of time LAN available 99.4% 99.9% 100.0% 99.9% PC's supported per IT staff FTE(average) 86 110 89 90 IT expenditure per PC's supported $2,050 $2,026 $1,985 $2,375 le Average response time to service calls-Priority 12 1 min45sec 1 minOsec 1 min0sec 1 min0sec Number of new software programs installed3 8 1 0 2 Total number of software programs supported3 26 27 28 30 'Number of PC's supported and number of servers reflect the maximum reported any given month. One server, PEDC files, was added in April 2011. Total expenditures per PC based on maximum number of PC's. 2Priority 1 calls include any event with severe or catastrophic adverse effects or organizational operations, organizational assets, or individuals. 3June 2011 -one software program, "Time Clock Plus"was added for the Parks Department in June 2011. II II ID • 118 INFORMATION TECHNOLOGY (IT)— 1250 OVERVIEW The primary role of the Information Technology Division (IT) is to provide communications and information systems services and support to the City departments. Major responsibilities include maintaining networks, servers, personal computers and laptops, and the City's telephone system. The IT Division reports to the Finance Director. Key Budget Items for FY 2013 include: • Replacement of 36 CPU's, 24 laptops, 7 toughbooks and 2 City Hall servers $148,891. • Funding to replace the data/phone system at City Hall, Service Center, Parks Maintenance, EMS, Animal Shelter and Fire Marshal's Office ($470,060), partially reimbursed by the Water/Sewer Fund. • Funding for an IT Needs Assessment and Strategic Plan. • Purchase of ClickFix mobile application. • Replacement of 2 CPU's and 5 laptops for Water/Sewer employees funded in Water/Sewer Fund. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 396,501 381,956 384,636 400,744 Materials&Supplies 7,659 4,660 4,660 4,925 Buildings&Grounds 837 Equipment Maintenance 397,913 406,082 405,003 431,994 Miscellaneous Services 17,990 13,070 13,117 68,486 Inventory 59,164 80,411 71,846 137,440 Capital Outlay 10,591 42,289 41,452 495,011 TOTAL 889,818 928,468 921,551 1,538,600 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Information Technology Manager 1 1 1 1 Network Administrator 1 1 1 1 System Administrator 1 1 1 1 Computer Technician III 1 1 1 1 Computer Technician I 1 1 1 1 TOTAL 5 5 5 5 *Same as adopted budget, unless where noted. 119 I FINANCE DEPARTMENT— 1260 I MISSION STATEMENT I The mission of the Finance Department is to provide sound financial management practices and reporting I to ensure long-term financial sustainability of the City. o I / \ I Director of Finance* I o \ 2 I / \ o Administrative Secretary, Property&GL — Insurance \ 2 / I \ / I 1 I I \ / I \ Information Assistant Budget Purchasing Technology Finance Officer Officer Manager Director I \ J \ 2 \ 2 \ 2 / \ 1 Accounting Accounts Court Utility Billing Budget Grants Buyer Io Supervisor Payable Administrator Manager Analyst(2) Coordinator Supervisor \ 2 \ 2 \ 2 \_ J \ 2 J \ 2 / Accountant III AccountsIn — (3) — Payable Clerk \ 2 / Part-time Accounting Accounts Technician —' Payable I \ / Clerk I: *Reports to the City Manager 120 FINANCE DEPARTMENT — 1260 GOALS • Safeguard the assets of the City of Pearland. • Ensure accurate and prompt payment to all City vendors and employees. • Accurately account for revenues and expenditures on a timely basis. • Provide timely and accurate issuance of financial reports to the City Council, City Manager and all other parties as necessary or required. • Obtain GFOA Budget and Financial Statement of Excellence in Financial Reporting and Budgeting. • Plan, coordinate and facilitate the preparation of the annual budget, Comprehensive Annual Financial Report and Five-Year Capital Improvement Program. • Facilitate and monitor purchases in compliance with State statutes and City policy and ensure that the City is getting the best value for the purchase of goods and services. • Ensure the financial integrity of the City by developing and implementing policies and procedures. • Maintain the debt program of the City, including the issuance of new debt, payment of annual debt service, and ensure compliance with bond and arbitrage covenants. • Provide investment management for all City funds and bond proceeds in compliance with the City's Investment Policy. • Plan, coordinate, monitor, and report on the City's Property, General Liability, and other insurances; file claims with third party administrator; subrogate claims where necessary. FISCAL YEAR 2012 ACCOMPLISHMENTS • Filed FY2011 audit with Council with clean opinion; GFOA Award for Certificate of Achievement in Financial Reporting. • Implemented new agenda format pursuant to City Council goal to include expanded financial information. • Conducted workshop on Priority Based Budgeting. • Completed on-line auction of confiscated jewelry, netting $72,940. • Pursuant to Council Goal to Take Strategic Approach to Debt, refunded $49,895,000 in outstanding bonds, saving $5.3 million. • Completed Hotel/Motel Occupancy (HOT)Tax analysis for Centennial Park. • Completed PEDC analysis for defeasance of bonds. • Adoption of FY2013 budget, tax rate, and 5-year CIP; GFOA Award for Budget Presentation. • Continued Quarterly 'Financial Snapshot.' • Identified opportunities for outsourcing; completed bids and contracted outsourcing for mowing and custodial services. FISCAL YEAR 2013 OBJECTIVES • Review and ensure sound financial policies. • Implement accounts payable virtual card program. • Conduct citizen survey and present findings to City Council. • Continue to evaluate opportunities for outsourcing. • Prepare RFP and award contract for Delinquent Debt Collection. • Annexation of Brazoria County MUD#4, Financial Transition and Integration. • Prepare RFP and award Audit Services. • Conduct three bond sales, maintain or increase bond ratings. Accomplishments, Objectives, and Performance Measures for Grants can be found in the Special Revenues Section, Grant Fund 101. 121 FINANCE DEPARTMENT— 1260 I PERFORMANCE MEASURES I FY 2010 FY 2011 FY 2012 FY 2013 • Actual Actual Projection Target Purchase orders(PO) issued 2,913 2,679 2,415 2,675 m Bid/Proposal documents processed 56 44 63 65 ■ Number of PO change notices processed 183 106 55 60 m PO change notices as%of PO's issued 6% 4% 2% 2% Number of transactions on-line auction 22 15 29 15 r Investment offers analyzed 25 39 42 40 ` Percent of time portfolio met or exceeded benchmark 75% 79% 88% 85% Investments in compliance with policy and PFIA 100% 100% 100% 100% GFOA budget award received YES YES YES YES Budget filed with Council per City Charter YES YES YES YES m Number of budget transfers 470 427 429 400 GFOA CAFR award received YES YES YES YES Number of audit comments 0 1 0 0 Number of single audit comments 0 0 0 0 m Unqualified audit opinion YES YES YES YES Number of bond sales (excludes DAP) 2 4 2 3 Meet or increase City's GO/CO bond rating- S& P AA- AA- AA- AA- • Meet or increase City's GO/CO bond rating-Fitch AA AA AA AA m Meet or increase City's revenue bond rating-S& P AA- AA- AA- AA- Meet or increase City's revenue bond rating-Fitch AA- AA- AA- AA- Fund balance maintained at Council Policy level: 111 General Fund YES YES YES YES Water&Sewer Fund YES YES YES YES Percent of accounts receivables 90 days or older 51% 56% 29% 30% m Average accounts payable invoices processed -monthly 1,803 1,750 1,731 1,725 i Average number of checks issued-monthly 1,101 985 918 920 m Average number of checks voided 46 26 34 30 Average percent of checks voided 3.4% 2.8% 4.0% 3.3% Number of employee checks produced each month 1,220 1,438 1,481 1,520 Percent of checks voided/corrected due to PR error 0.15% 0.18% 0.21% 0.18% Average turnaround time for month end close (days) 12 13 12 12 Average number of days required to pay an invoice 3 3 3 3 I I Accomplishments, Objectives, and Performance Measures for Grants can be found in the Special Revenues Section, Grant Fund 101. 122 FINANCE DEPARTMENT— 1260 OVERVIEW The Finance Department provides for sound financial management practices and reporting to ensure long-term financial sustainability of the City. The department manages the City's finances, including investments, accounting, budgeting, purchasing and payroll. In addition, the Information Technology, Municipal Court and Water& Sewer Billing and Collections Divisions report to the Finance Department. Key Budget Items for FY 2013 include: • Citizen Survey, which is conducted every two years. • Hardware/software for accounts payable payments by virtual card, resulting in 1% rebate. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 1,208,480 1,205,245 1,243,430 1,295,971 Materials&Supplies 12,073 12,774 11,601 11,580 Equipment Maintenance 7,357 16,231 14,691 28,629 Miscellaneous Services 80,210 70,170 65,679 76,785 Sundry Charges 380,524 403,800 386,849 411,475 Inventory 1,550 TOTAL 1,688,644 1,708,220 1,722,250 1,825,990 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget Projection Budget Director of Finance 1 1 1 1 Assistant Finance Director 1 1 1 1 Purchasing Officer 1 1 1 1 Budget Officer 1 1 1 1 Budget Analyst 2 2 2 2 Grants Coordinator 1 1 1 1 Buyer I 1 1 1 1 Accounting Supervisor 1 1 Senior Accountant 1 1 Staff Accountant III 3 3 3 3 Accounts Payable Supervisor 1 1 1 1 Accounts Payable Clerk 1 1 1 1 Accounting Technician 1 1 1 1 Administrative Secretary 1 1 1 1 Part-Time Accounts Payable Clerk 1 1 1 1 TOTAL _ 17 17 17 17 *Same as adopted budget, unless where noted. 123 I I OTHER REQUIREMENTS — 1270 I OVERVIEW . Historically, this department has been used to account for General Fund—wide expenditures including telephone, I radio repairs, credit card and banking fees, contingency funding, sales tax incentive rebates, and capital lease payments. Transfers account for operating transfers to other funds for reimbursement of services, and include Property and ' Liability insurance allocation and reserve funds for self-funded Medical Fund. . Key Budget Items for FY 2013 include: ' . • Salary savings of($230,000) for anticipated vacant positions. • Average 3% merit pay included within the individual departments. ' • Matching funds of$4,950 for 15 police vests. . • $560,250 transfer to Medical Fund for reserves. I EXPENDITURE AND STAFFING SUMMARY . FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted I EXPENDITURES Actual Budget Projection Budget Salaries&Wages (76,676) 28,861 (230,000) ' Materials&Supplies 5,103 6,200 5,440 5,775 I Equipment Maintenance 68,561 144,512 137,813 126,400 m Miscellaneous Services* 956,373 918,016 927,028 822,894 Sundry Charges 38,052 160,698 37,500 170,000 I Transfers 800,135 1,058,162 1,476,287 1,745,652 1 Inventory 1,029 I TOTAL 1,868,224 2,210,912 2,613,958 2,640,721 I *Reduction in Miscellaneous Services due to removal of funds for park-n-ride, I anticipated to begin operations in 2014. I I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted i STAFFING Actual Budget Projection Budget Other Requirements ' TOTAL 0 0 0 0 ' *Same as adopted budget, unless where noted. I I I I 124 LIBRARY— 1380 OVERVIEW Pearland Library, the busiest branch of the Brazoria County Library System, serves the educational, informational, and recreational needs of the Pearland community. Its mission is to provide resources for citizens of all ages, while trying to achieve the highest level of service, stressing convenience, speed of access, and quality of information. Pearland Library offers a wide variety of materials and services in response to community needs, including an extensive collection of books, audiobooks, magazines, DVDs, and electronic resources for all ages. The Pearland Library offers a book club and crochet programs for adults, as well as computer classes. Free programs for children include baby, toddler, and preschool storytimes, a tween book club, and a teen advisory council. There are also craft events and movies for children and families. Teen programming is offered throughout the year. The 2012 summer reading club had more than 3,000 children and 200 teens participate. The Pearland Library exemplifies the Brazoria County Library System's slogan, "More than Books." Library services are provided through a cooperative effort of the City of Pearland and Brazoria County. The City provides the building and takes responsibility for its maintenance and other operating expenses. Brazoria County supplies the materials, provides the computers and network, and employs the library staff. The 20,000 square-foot library building, housed in the Tom Reid Building at 3522 Liberty Drive, officially opened on March 6, 2000. Since that time, circulation and patron demand for services and materials have increased exponentially, along with the population of the City of Pearland. The Library currently houses more than 125,000 items and is at capacity. As part of the voter-approved bond referendum in 2007, the Library was approved for funding to expand the existing facility. Brazoria County also operates a library substation at the City of Pearland's Westside Events Center. The substation opened in June 2010. It offers pick-up of library materials twenty hours per week and drop off anytime via a book drop. Programs for children are also offered. In June 2012, the City of Pearland and Brazoria County agreed to replace the substation with a full-service branch in a leased storefront location, which is expected to open in April 2013. The City of Pearland is providing funds for an opening day collection, as well as the initial furniture. The City will lease and maintain the space. Brazoria County will supply additional materials and employ the staff. Key Budget Items for FY 2013 Include: • $117,288 for partial year funding of a 6,000 square feet storefront Westside Library. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages** Materials&Supplies 119 757 756 757 Building Maintenance 15,326 Miscellaneous Services 155,790 166,050 149,127 232,918 TOTAL 155,909 166,807 149,883 249,001 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING** Actual Budget* Projection Budget Library TOTAL 0 0 0 0 *Same as adopted budget, unless where noted. **City pays all operating expenses. Salaries are funded by the County. 125 ,LIBRARY— 1380 PERFORMANCE MEASURES 1 I FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of cardholders/registration 36,414 40,100 42,955 46,000 I Number of new cardholders 4,131 3,686 3,488 3,000 i Number of volumes 122,753 127,599 123,180 122,000 Number of items checked out-circulation 496,684 504,323 498,326 505,000 Number of people using the internet 1 (1/2 hr sessions) 60,438 47,022 43,114 36,000 I Monthly average number of people using the internet (1/2 hr sessions) 5,037 3,919 3,593 3,000 ■ •Numbers reflect the latest month during the period reported. Number for the Westside Substation are not included in the ■ above. Collection of data will begin in FY 2013. I I I I I I I I I I I I I I I I I I I I I I I I I I I 126 PUBLIC SAFETY EXPENDITURE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY DEPT/DIVISION Actual Budget Projection Budget Police-Administration 1,174,340 1,179,437 1,149,942 1,232,154 Police- Patrol Operations 7,778,353 8,580,451 8,790,143 10,008,285 Police- Investigations 1,382,824 1,412,278 1,397,216 1,676,055 Police-Community Services 737,536 743,364 746,884 778,380 Police-Support Services 1,835,251 2,100,185 2,021,726 1,801,642 Police-Jail 949,214 898,256 862,420 980,649 Police- License&Weight 195,613 240,977 241,929 214,584 Police-School Resource Officer 999,556 997,555 1,025,794 1,076,524 Police-Traffic Enforcement/Motorcycles 589,589 737,243 660,576 780,023 Police-Special Investigations 529,326 432,827 500,135 531,411 Police-Training 2 86,245 87,545 97,420 POLICE TOTAL 16,171,604 17,408,818 17,484,310 19,177,127 Fire 3,533,946 4,371,588 4,519,018 5,580,791 Fire Marshal 523,494 605,552 593,034 695,913 Emergency Management 83,979 69,665 71,630 40,498 FIRE TOTAL 4,141,419 5,046,805 5,183,682 6,317,202 Emergency Medical Services 3,403,441 3,799,006 3,721,781 4,234,000 EMS TOTAL 3,403,441 3,799,006 3,721,781 4,234,000 PUBLIC SAFETY TOTAL 23,716,464 26,254,629 26,389,773 29,728,329 Public Safety as% of General Fund FY 2013 Operating Expenditures EMS, 7.4% Fire Services, 11.1% 52.2% ---Police, 33.7% J 127 PUBLIC SAFETY ■ EXPENDITURE AND STAFFING SUMMARY ■ FY 2013 ADOPTED BUDGET ■ I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ■ EXPENDITURES BY CATEGORY Actual Budget Projection Budget ■ Salaries&Wages 19,912,805 21,223,245 21,279,900 23,673,452 Materials&Supplies 578,890 712,687 683,908 799,191 ■ Building Maintenance 5,109 21,675 23,652 16,072 ■ Equipment Maintenance 1,050,802 1,262,646 1,396,917 1,374,995 Miscellaneous Services 1,321,098 1,429,676 1,402,732 1,446,595 ■ Sundry Charges 17,621 46,965 46,322 55,479 ■ Inventory 17,898 82,178 89,586 34,460 • Capital Outlay 812,241 1,475,557 1,466,756 2,328,085 PUBLIC SAFETY TOTAL 23,716,464 26,254,629 26,389,773 29,728,329 ■ I FY 2012 FY 2012 FY 2013 ■ FY 2011 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget I Police-Administration 5 5 5 6 ■ Police- Patrol Operations 87 89 89 95 Police- Investigations 14 14 14 18 ■ Police-Community Services 7 7 7 7 ■ Police-Support Services 36 37 37 32 Police-Jail 12 13 13 14 ■ Police- License&Weight 2 2 2 2 ■ Police-School Resource Officer 11 11 11 11 ■ Police-Traffic Enforcement/Motorcycles 7 7 7 8 Police-Special Investigations** 4 5 5 5 ■ Police-Training • POLICE TOTAL 185 190 190 198 I FY 2012 FY 2012 FY 2013 ■ FY 2011 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget ■ Fire Department*** 45 52 52 52 ■ Fire Marshal 8 8 8 8 Emergency Management ■ FIRE TOTAL 53 60 60 60 ■ I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ■ STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget ■ Emergency Medical Services 63 63 63 63 EMS TOTAL 63 63 63 63 ■ I PUBLIC SAFETY TOTAL 301 313 313 321 ■ *Same as adopted budget unless where noted. **Police-One Officer transferred from Municipal Court during FY 2012. ■ ***Fire-One grant-funded part-time volunteer recruitment/Retention Coordinator was added during FY 2012. I: 128 le POLICE DEPARTMENT MISSION STATEMENT The mission of the Pearland Police Department is to provide professional service to the community and develop citizen partnerships to work together to enforce laws, reduce fear and positively impact the quality of life in Pearland. / \ Police Chief I \ Secretary ♦ / / \ Assistant Police Chief ♦ ) J I ( 1 1 Captain \ / \ / \ / Lieutenant ♦ Patrol Captain Captain Administrative& Operations Investigations Support Community ` -, ♦ J N. Services / % Services 1/ \ / /-1-1 Police Officer / 1 Sergeant \ Secretary 11 Secretary Secretary School (6)See Note Resource Below Officer / \ l --\ / \ / \ / I \ / I \ Lieutenant(4) Sergeant Lieutenant Support Jail Supervisor Police Officer Patrol 1 , Traffic Investigations Services p (10) Operations Enforcement Supervisor \ 1 \ / \ / I \ Sergeant (8) Police Officer Police Officer Team Leader Team Leader Jailer(13) 5 Motorcycles (13) communication Records ♦ I / / / \ / ♦ / ♦ / / \ \ \ \ \ Police Officer Warrant Officer Sergeant Tele- Records Clerk (77) (2) Special communication (7) Investigations Operator(14) N. / I / I \ Tele- \ \ 4—Police Officer Police Officer co mmunication Receptionist (2)Truck (4) Operator Enforcement (3 Part-time) / (Part-Time 4) / / \ \ Sergeant Property Room Street Crimes Technician ♦ 1 Note: 6 Officers in Administrative and �I r Community Services include: / \ 1 Equipmentt Officer, 2 Community Services Officers, Police Officer Police Officer Crime Victim K-9 Unit(2) (2) 4 Liaison 1 Training Academy Officer, / ♦ I / 1 Information Technology Officer and • 1 1 Internal Affairs Division Officer. / \ Crime Victim Specialist \ / *Reports to the City Manager 129 POLICE DEPARTMENT 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 maintain the 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 and answers and responds to over 57,000 calls per year. The Police Department is very active in the community and is involved in various community programs aimed at reducing crime. These programs include National Night Out, Gang Awareness Task Force, Citizen Police Academy, Homeowners Association meetings, Neighborhood Watch Programs, Security Surveys and Home Safety Inspections, Christmas time Toys for Tots, as well as other programs. The department operates out of the Public Safety Building on Cullen Blvd. For FY 2013, the Police Department consists of 191 full-time and 7 part-time employees. 146 Civil Service personnel (2 K-9 Officers and 2 Warrant Officers) 124 Police vehicles (marked, incl. 8 motorcycles, 35 unmarked) 57,383 911 calls for service 27.74 DPS Annualized Index Crime Rate per 1,000 population 4 minutes 5 seconds average response time Key Budget Items for FY 2013 include: • For FY13, six positions are moved from Support Services to their respective reporting divisions: 1 to Administration, 1 to Patrol and 4 to Investigations. • A 3% average Merit pay and Civil Service Step effective 10/1/12. • 4 Police Officers as of 10/1/12 and 2 to begin 4/1/13 due to growth and Brazoria County MUD#4 annexation. • 4 replacement Patrol vehicles, and 2 new vehicles for fleet expansion, and 2 shared vehicles for new Officers. • Shift-differential pay for personnel working the night shift, including Officers, Jailers, Dispatchers, and Records Clerks. • Replacement gas mask filers for 138 current Officers. • Replacement of 13 bulletproof vests in the Grant Fund. • A computer/laptop for the Crime Victim Specialist. • The addition of a Records Clerk in Support Services. • One Jailer to begin 10/1/12, with a reduction in overtime to offset cost. • Two replacement motorcycles and one new to accommodate the transfer of an Officer from Patrol Division. • Funding for the replacement of a retiring K9, one replacement vehicle, the purchase of an ALPR replacement system, and a covert audio and GPS system is included in the Police State Seizure Fund, totaling $64,885. • Training was increased to accommodate 6 new Police Officers. l Police Department as % of General Fund FY 2013 Operating Expenditures Training, 0.2% Lic. &Weight, 0.4% mumumio Special In est., 0.9% Traffic Enforce., 1.4% Community Svcs,1.4% Jail, 1.7% SRO, 1.9% Police Admin., 2.1% In estigations, 2.9% Support Secs., 3.2% Patrol, 17.6% 130 POLICE ADMINISTRATION - 2211 / Police Chief* \ J / Secretary \ / Assistant Police Chief \ / 1 I 1 I I / \ / Lieutenant Captain Captain Captain Administrative Patrol Operations Investigations Support Services Services** \ J \ / \ J \ / *Reports to the City Manager **Position funded in Community Service 131 I POLICE ADMINISTRATION - 2211 GOALS I • Ensure proper staffing and selection of personnel. • Fairly and uniformly enforce statutory law, policy and procedures of the City and the department.• Build a stronger relationship with the community through department outreach programs. • Ensure accessibility and openness of police programs and criminal activity through promotion on internet-based media. FISCAL YEAR 2012 ACCOMPLISHMENTS • In the first year of operation as a regional training provider, offered more than 40 training classes which included several outside training providers from Texas A&M Engineering Extension Service (TEEX), Forensic Training Service, Inc., and Pat McCarthy's Street Crimes Program. • Realized a 6% drop in Uniform Crime Reporting (UCR)statistics between 2010 and 2011. • Updated department General Orders and Standard Operating Procedures to reflect best practices and to keep pace with changes in technology and police procedures. • Selected and assigned a replacement chaplain following the retirement of a founding member of the department's Chaplain Program. FISCAL YEAR 2013 OBJECTIVES • Work with City officials and vendors to craft an acceptable solution for radio communications in troublesome reception areas to increase officer safety and ensure a timely response to police calls for service. • Train all supervisors to administer a uniform performance evaluation system to increase department productivity and accountability. • Finalize department guidelines and instructions for an online reporting system for minor criminal offenses. • Review and update the Field Training Officer Program to ensure trainers keep abreast of changes in patrol investigation procedures and to ensure new recruits receive the best training possible. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Authorized number of Police Officer positions' 141 138 140 146 Authorized number of Officer positions per 1,000 population2 1.55 1.47 1.44 1.40 Actual number of Police Officers' 131 132 138 144 Actual number of Police Officers per 1,000 population 1.44 1.40 1.42 1.38 Expenditures per capita $176 $172 $176 $178 Total crimes reported to FBI 2,549 2,621 2,593 2,475 Annualized DPS Index Crime Rate (Incident-based rate per 1,000 population)3 43.66 32.68 27.93 27.03 Annualized City Crime Rate based on current population3 37.71 27.87 27.74 23.79 'Number of police officer positions includes Chief,Asst. Chief, Captain, Lieutenant and Sergeant as well as Officer and Probationary Officer and/or Cadet positions budgeted. Number of police officers represents the actual number of officers in any given month during the period reported. 20fficer per 1,000-citizen ratio is a standard developed by the FBI for reporting police staffing levels. The FBI makes no recommendation for staffing levels and only uses the information for statistical analysis. 3The DPS Index crime rate and the City crime rate differ due to the population numbers used in the calculations as well as the difference in the crimes reported. The City Crime Rates are based on estimates and updates as provided by the Planning Department. For FY11 the City rate is based on the population estimate of 96,097 from October 2010 through January 2011, 92,800 February through June 2011 and 94,100 July 2011 through September. The population estimate for FY12 is 97,200, and for FY13 is 104,100. The DPS Index crime is used nationwide and is calculated by the FBI using the population of 58,399 for FY 2010 and 91,679 for FY11 from U.S. Census surveys. In addition,the crimes reported to the FBI differs from that reported by the Police Investigations Department for this report in that the FBI does not collect all of the crime data that the City collects. 132 POLICE ADMINISTRATION - 2211 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 678,593 679,850 681,549 761,540 Materials& Supplies 8,748 9,487 11,996 12,576 Equipment Maintenance 22,580 21,796 29,444 30,056 TOTAL 1,174,340 1,179,437 1,149,942 1,232,154 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Chief 1 1 1 1 Assistant Police Chief 1 1 1 1 Police Captain 3 3 3 3 Secretary** 1 TOTAL 5 5 5 6 "Same as adopted budget, unless where noted. **Position was moved from Support Services-2215 133 POLICE PATROL OPERATIONS — 2212 I Captain Patrol Operations* Secretary - I I 1 Lieutenant Sergeant** Sergeant Patrol Operations Traffic Enforcement Street Crimes (4) Sergeant Police Officer** Police Officer Patrol (8) — Motorcycles K-9 Unit (2) — (5) Police Officer Warrant Officer** Police Officer (77) — (2) (2) Police Officer** — License & Weight Truck Enforce. (2) *Reports to the Assistant Police Chief **Positions funded in other divisions 134 POLICE PATROL OPERATIONS - 2212 GOALS • Preserve civil order. • Investigate crime and apprehend violators of the law. • Enforce statutory law. • Build a strong working relationship with the community. • Prevent crime through a visible presence in neighborhoods and business areas. FISCAL YEAR 2012 ACCOMPLISHMENTS • Assigned a second Warrant Officer to assist with clearing the ever-increasing number of municipal warrants in compliance with Council goals, for a 335% increase in the number of warrants cleared by Warrant Officers. • Purchased narcotic field test kits and distributed them to patrol officers to aid in the immediate identification of possible drug evidence. • Developed and implemented an alternative summer uniform for patrol consisting of breathable fabric and an external vest carrier to increase officer comfort and lessen the impact of heat-related conditions during summer months. FISCAL YEAR 2013 OBJECTIVES • Add one additional officer to each of the four patrol squads in preparation for upcoming annexation and growth. • Increase the staffing level of the Street Crimes Unit to better combat "hot spot" incidents of crime and comply with Council goals. • Increase patrol productivity and efficiency by implementing a revised supervision program that holds both officers and their supervisors accountable for each squad's work product. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of police calls resulting in a police unit being dispatched 35,676 39,815 42,318 44,000 Number of police actions initiated by Officers in the field2 7,634 11,663 13,746 15,800 Percent of calls initiated by Officers in the field 21% 29% 32% 36% Dispatched calls per Patrol Officer 513 606 625 620 Average response time per vehicle from receive of call to arrival on scene 5min14sec 4min44sec 4min5sec 3min55sec Average time spent per call 21min48sec 19min50sec 18min45sec 20min0sec Total police arrests made 5,986 6,218 6,525 6,800 Total arrests per 1,000 population 66 66 67 65 Total accidents with injuries 436 499 485 510 Number of Warrants Served N/A 2,804 3,315 3,300 Number of hits on ALPR3 N/A 217 174 200 'Dispatched calls include 911 calls as well as calls from the Chief and other Officers needing a unit dispatched. Also includes traffic stops. 2Beginning FY11,the number of police actions initiated by Officers in the field significantly increased due to software implementation resulting in a change in the data reported. 3ALPR-Automatic License Plate Recognition System. 135 I POLICE PATROL OPERATIONS - 2212 EXPENDITURE AND STAFFING SUMMARY i FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 7,030,550 7,442,820 7,610,056 8,883,733 Materials&Supplies 62,427 82,319 72,392 97,897 Equipment Maintenance 498,850 521,310 575,097 604,997 Miscellaneous Services 45,973 91,630 90,530 84,076 Inventory 68,760 72,356 Capital Outlay* 140,559 373,612 369,712 337,582 TOTAL 7,778,359 8,580,451 8,790,143 10,008,285 `Increase from 2011, purchase of vehicles. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Lieutenant 4 4 4 4 Police Sergeant 9 9 9 9 Police Officer/Probationary Officer/Cadet 74 76 76 81 Secretary** 1 TOTAL 87 89 89 95 *Same as adopted budget, unless where noted. **For FY 2013, position is moved from Support Services-2215 136 POLICE INVESTIGATIONS - 2213 Captain Investigations* \ / / Secretary 1 Lieutenant Investigations \ / / \ / \ Property Room Technician Police Officer Crime Victim (13) Liaison / \ Crime Victim Specialist \ / *Reports to the Assistant Police Chief 137 I POLICE INVESTIGATIONS - 2213 1 GOALS • Thoroughly investigate crimes and apprehend violators of the law. • Gather, analyze and disseminate information on criminal activity and the persons responsible for criminal activity. • Assist and support all Officers of the department with their criminal investigations. • Build strong cases for prosecution. 1 FISCAL YEAR 2012 ACCOMPLISHMENTS 1 • Reduced by 34% the number of residential burglaries through aggressive investigation and arrests of primary offenders. 1 • Spearheaded the extension of the Houston-based Internet Crimes Against Children Task Force into Brazoria and Galveston County. • Due to the success of the Internet Crimes Against Children Taskforce, were assigned two Federal Agents and a Freeport PD officer to work cooperatively to conduct proactive investigations into web-based offenders seeking i to abuse children through either child pornography or internet chatting. • Worked cooperatively with the Brazoria County Sheriffs Department to investigate and successfully identify suspects wanted in connection with two bank robberies committed in Pearland and the surrounding jurisdiction. I: FISCAL YEAR 2013 OBJECTIVES • Reduce the number of motor vehicle burglaries through deterrence measures including proactive surveillance of problem areas and education of the public before they are victimized. • Obtain a wireless signal tracker to identify and locate internet routers to improve the efficiency of internet crime investigations. • Work with vendors and in-house technicians to improve the functionality and reliability of the department's covert audio/video recording system. • Secure advanced training for investigators assigned to crimes committed over the internet to ensure detectives are kept up to date on emerging criminal offenses. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Violent and non-violent person crimes reported 726 721 778 760 Property and society crimes reported 4,380 4,022 4,209 4,240 Total crimes reported 5,106 4,743 4,987 5,000 Violent and non-violent person crimes assigned to investigators 945 907 830 850 Property and society crimes assigned to investigators 1,058 2,397 1,006 1,000 Total cases assigned to investigators 2,003 3,304 1,836 1,850 Number of violent and non-violent person crimes cleared 622 509 376 375 Number of property and society crimes cleared 721 1,120 865 875 Number of crimes cleared 1,343 1,629 1,241 1,250 Percent of crimes cleared 68% 61% 68% 68% Number of items of evidence on hold 4,672 4,648 4,892 4,575 Number of pieces of evidence returned to owner 158 227 308 275 Number of thefts& burglary-motor-vehicles reported citywide 1,488 1,372 1,345 1,275 Number of burglaries reported citywide 299 351 260 200 Total property theft and burglaries citywide 1,787 1,723 1,605 1,475 Fingerprint lifts entered into AFIS 41 52 50 40 DNA items 156 125 99 100 Internal and citizen complaints against sworn personnel 60 60 58 55 Percent of complaints closed as sustained 24% 19% 8% 5% Figures are calculated on the 5th day of each month; computer updates can vary the percent as supplements are added. Incident-Based Reporting (IBR) is used to provide data. Property and society crimes include, but are not limited to, frauds, thefts, burglaries, drugs and sex offenses. Violent crimes include certain non-violent person crimes, such as missing persons and CPS cases. The FBI uses UCR to determine the Crime Rate reported by Police Administration,which does not include all crimes reported above. 138 POLICE INVESTIGATIONS - 2213 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 1,285,125 1,295,179 1,285,535 1,554,454 Materials&Supplies 14,182 15,730 15,276 15,026 Equipment Maintenance 68,970 75,148 69,145 71,845 Miscellaneous Services 7,067 12,721 11,439 9,328 Sundry Charges 7,480 13,500 15,821 21,859 Inventory 3,543 TOTAL 1,382,824 1,412,278 1,397,216 1,676,055 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Lieutenant 1 1 1 1 Police Officer 13 13 13 13 Crime Victim Liaison** 1 Crime Victim Specialist** 1 Property Room Technician** 1 Secretary** 1 TOTAL 14 14 14 18 *Same as adopted budget, unless where noted. **For FY 2013, positions were moved from Support Services-2215 139 POLICE COMMUNITY SERVICES - 2214 I 1 Lieutenant Administrative Services* • � J - Police Officer(6) *Reports to the Assistant Police Chief 140 POLICE COMMUNITY SERVICES - 2214 GOALS • Provide citizens and the business community with crime prevention information and techniques. • Build a strong working relationship with the community by serving as mentors and liaisons between the community and police. • Provide a source of public information for both the citizens of Pearland and the news media. • Provide a central location for the maintenance of police department equipment and the proper distribution of the same. • Provide an ever-improving website for the Pearland Police Department. • Provide services and support to the Pearland Citizens Police Academy Alumni Association. FISCAL YEAR 2012 ACCOMPLISHMENTS • Transferred from Patrol a replacement Community Services Officer to revitalize department services and expand department-sponsored programs. • Sponsored a team from the department's Law Enforcement Exploring post to attend and compete at the National Law Enforcement Exploring Conference in Fort Collins, Colorado. • Completed additional Citizen Police Academy classes bringing the total number of class sessions to thirty-four. FISCAL YEAR 2013 OBJECTIVES • Expand community involvement by offering Merit Badge training opportunities to members of the Boy Scouts of America. • Host quarterly Open House timely and relevant training events for the community on criminal incidents and crime prevention topics. • Expand the duties and volunteer opportunities for members of the department's Citizen Police Academy Alumni Association. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Security surveys/home safety inspections 173 123 110 125 Number of Citizen Police Academy graduates 57 56 44 60 Citizen Police Academy classes/meetings 209 206 176 210 National Night Out Block Parties' 54 55 52 52 Homeowners Association meetings 42 32 17 20 School-Civic meetings 61 83 127 115 Administrative assignments 2,239 2,301 2,118 2,100 Press releases2 21 11 103 70 Memberships in Explorer Post3 24 14 15 12 'National Night Out occurs once a year, the first Tuesday in October. 2Prior to FY 2012, reported press releases were formal documents only in response to a specific incident or event. Beginning in FY 2012, all/any information that is released for Sprint or in response to a media request is reported. Memberships in Explorer Post reflect the latest month during the period reported. 141 I POLICE COMMUNITY SERVICES - 2214 1 'EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 707,060 702,874 695,716 730,003 Materials& Supplies 12,108 16,234 17,760 17,860 1 Equipment Maintenance 14,742 16,309 25,643 24,571 i Miscellaneous Services 3,626 7,947 7,765 5,946 TOTAL 737,536 743,364 746,884 778,380le FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Lieutenant 1 1 1 1 Police Officer 6 6 6 6 TOTAL 7 7 7 7 *Same as adopted budget, unless where noted. 142 POLICE SUPPORT SERVICES — 2215 1 Captain Support Services* \ J Secretary \ / / \ Support Services Supervisor Team Leader Team Leader Telecommunication Records I Telecommunication Telecommunication Records Clerk Receptionist Operator Operator (7) (3 Part-time) (14) (4 Part-time) \ / \ / \ } \ *Reports to the Assistant Police Chief 143 POLICE SUPPORT SERVICES — 2215 GOALS • Provide a centralized answering system for police and other emergency services. • Maintain an accurate and complete recordkeeping system. ■ • Provide advocacy and other services for victims of violent crime. • Build a strong working relationship with the community. FISCAL YEAR 2012 ACCOMPLISHMENTS • Hired and trained seven new (replacement) Telecommunications Operators since October 2011. • Implemented monthly Dispatch reviews to provide continuing education on policies and procedures within Dispatch. • Created and maintained a rolling log of Dispatcher training to ensure that Telecommunications Operators obtain their necessary TCLEOSE certifications in a timely manner. • Assumed responsibility for all aspects of false alarm billing and notification utilizing the Cry Wolf Alarm Billing System. FISCAL YEAR 2013 OBJECTIVES • • • Inform and provide training on the ever-changing technology to ensure the Telecommunications Operators keep updated on new skills. • Encourage more Telecommunications Operators to obtain their Intermediate and Advanced TCLEOSE TCO certifications. . • Increase staffing in the Records Division to allow staff to better handle the increased workload that results from an ever-expanding city. • Implement a comprehensive training program to track training received and training required among Records Clerks. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total number of calls received by dispatch' 173,141 129,250 152,525 145,000 Number of 911 calls received by dispatch' 35,270 33,097 57,383 50,000 Number of non-911 calls received by dispatch 137,871 96,153 95,142 95,000 Average time from receipt of citizen call to unit dispatched (in seconds) 140 84 74 74 Number of 911 calls per 1,000 population 387 352 590 480 Average number of 911 calls per Telecommunication Operator (FTE) 268 195 348 278 Average number of all calls per Telecommunication Operator (FTE) 1,127 753 929 806 Number of offense reports 10,647 10,405 10,790 10,700 Number of accident reports 1,467 1,473 1,679 1,800 Number of cases handled per Records Clerk 1,533 1,076 1,384 1,200 Number of crime victim interventions 1,293 1,726 2,554 2,500 'Calls to 911 include Police, Fire and EMS. Year-to-year comparison is not reliable for these measures. Incomplete data was collected for April 2010 and October 2010 due to software temporarily unavailable. Drop in calls for FY 2013 due to outsourcing Fire/EMS dispatch. 2The number of calls per Telecommunication Operator is based on monthly averages of actual FTE filled positions. 144 POLICE SUPPORT SERVICES — 2215 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 1,658,955 1,766,912 1,748,688 1,600,596 Materials&Supplies 103,671 52,409 39,825 41,739 Equipment Maintenance 30,413 143,176 90,751 96,279 Miscellaneous Services 42,212 54,909 59,683 63,028 Capital Outlay 82,779 82,779 TOTAL 1,835,251 2,100,185 2,021,726 1,801,642 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING*** Actual Budget* Projection Budget Support Services Supervisor 1 1 1 1 Crime Victim Liaison 1 1 1 Crime Victim Specialist** 1 1 Support Services Coordinator 1 Support Services Team Leader 2 2 2 Telecommunications Operator 14 14 14 14 Records Clerk 7 6 6 7 Secretary 4 4 4 1 Part-Time Receptionist 3 3 3 3 Part-Time Telecommunications Operator 4 4 4 4 Property Room Technician 1 1 1 TOTAL 36 37 37 32 *Same as adopted budget, unless where noted. **During FY 2012, a new grant-funded Crime Victim Specialist position was created. ***FY 2013, six positions were moved to the Administration, Patrol, and Investigations Divisions. 145 I POLICE JAIL - 2216 Captain Support Services* Jail Supervisor Jailer (13) *Reports to the Assistant Police Chief 146 POLICE JAIL - 2216 GOALS • Provide and maintain care and custody of prisoners. • Operate the jail in accordance with Texas State Law and other applicable standards related to jail operations. • Effectively interact and communicate with Municipal Court and magistrates. • Maintain a safe working environment. FISCAL YEAR 2012 ACCOMPLISHMENTS • Hired and trained two replacement jailers to add to personnel rotation. • Reassigned jailers to squad assignments to correspond with patrol schedule. • Reassigned jail Coordinator to administrative schedule to cut down on unscheduled overtime. • Updated required Municipal Court forms and documents. • Had jailers attend Texas Law Enforcement Telecommunications System (TLETS)— Full Access training class to comply with directives issued by the Texas Crime Information Center. FISCAL YEAR 2013 OBJECTIVES • Hire and train one additional jailer to add to existing manpower schedule. • Secure funding for jailer equipment that includes duty belts, handcuff cases and radio holders. • Have jailers attend Cell Extraction Training to increase their job knowledge and encourage safe practices in the jail. • Have jailers attend Crisis Intervention Training and learn verbal de-escalation techniques to enhance safe handling of prisoners. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total number of inmates held 5,125 5,397 5,660 5,650 Inmates magistrated 5,260 5,822 5,124 5,100 Cell checks 22,712 17,716 16,859 17,000 Average number of bookings per day 15 15 15 15 Average length of stay in calendar days 1.0 1.0 1.0 1 Number of inmates injured while held 0 2 0 0 Number of EMS calls to jail 165 214 181 130 Cost per inmate $165.59 $175.88 $149.60 $173.57 147 i I POLICE JAIL - 2216 la EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages* 899,896 842,202 810,508 920,952 Materials&Supplies 17,563 23,830 18,923 22,355 Building Maintenance 2,864 3,070 3,972 3,972 II Maintenance 5,965 7,090 7,172 7,183 Miscellaneous Services 19,425 18,444 18,344 22,567 Sundry Charges 3,501 3,620 3,501 3,620 . TOTAL 949,214 898,256 862,420 980,649 *Expenditures in FY 2011 include a retirement payout of accrued vacation and sick leave and overtime costs for i replacements while personnel on leave. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Jail Supervisor 1 1 1 1 Jailer 11 12 12 13 TOTAL 12 13 13 14 *Same as adopted budget, unless where noted. 148 POLICE LICENSE & WEIGHT - 2217 Captain Patrol Operations* Sergeant Traffic Enforcement I Police Officer Truck Enforcement (2) `Reports to the Assistant Police Chief 149 I POLICE LICENSE & WEIGHT - 2217 GOALS • Provide a safe traffic environment. • Provide enforcement of commercial vehicle traffic laws for a safer community. • Contribute to the reduction in the number of commercial motor vehicle accidents. • Ensure that trucks operating in the City conform to safety regulations. 411 FISCAL YEAR 2012 ACCOMPLISHMENTS • Participated in the National Commercial Vehicle Safety Alliance "Brake Safety Week" campaign that emphasized the importance of brake performance and safety on commercial motor vehicles. • Conducted random inspections of licensed wreckers to ensure compliance with local rules and State Law. • Provided remedial driving courses to officers involved in at-fault fleet accidents. • Offered free non-enforcement inspections to commercial vehicle operators to encourage voluntary compliance with applicable regulations. FISCAL YEAR 2013 OBJECTIVES • Increase truck zone enforcement and compliance stops through targeted enforcement and patrol officer education of truck zones laws. • Have unit officers attend Permit Weight Update and Commercial Vehicle Enforcement re-certification training. • Offer Commercial Vehicle Enforcement training and information to regional law enforcement officers to enhance the safety of vehicles on the roads in and around the City of Pearland. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target CMV equipment violations 672 852 900 925 Overweight violations 76 91 71 70 Total equipment&overweight violations 748 943 971 995 Citations for other violations 375 204 287 225 Total all citations 1,123 1,147 1,258 1,220 Trucks found in compliance 165 207 135 150 Number of inspections 1,053 1,265 1,112 1,275 Trucks taken out of service 242 244 167 175 Percent of inspections resulting in violations 84% 85% 89% 85% Cost per inspection $190.90 $154.64 $200.33 $168.30 150 POLICE LICENSE & WEIGHT - 2217 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 177,194 182,373 181,655 192,470 Materials& Supplies 4,409 4,632 4,443 4,180 Equipment Maintenance 12,638 13,620 15,681 15,796 Miscellaneous Services 1,372 2,315 2,138 2,138 Inventory 1,250 1,225 Capital Outlay 36,787 36,787 TOTAL 195,613 240,977 241,929 214,584 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Police Officer 2 2 2 2 TOTAL 2 2 2 2 *Same as adopted budget, unless where noted. 151 POLICE SCHOOL RESOURCE OFFICER - 2218 I 1 Lieutenant Administrative Services* Sergeant School Resource Officer I Police Officer (10) 'Reports to the Assistant Police Chief 152 POLICE SCHOOL RESOURCE OFFICER— 2218 GOALS • Promote positive relationships between the local schools, community and police. • Serve as a resource for police and school officials on matters relating to the law/legal process and procedures relating to juveniles. • Serve as an on-site resource for police related matters occurring on school campuses. • Work as mentors to provide a safer learning environment in our schools. FISCAL YEAR 2012 ACCOMPLISHMENTS • Conducted training with school staff members on "Lock Down" and "Shelter in Place" procedures. • Investigated and solved two high-profile incidents involving damage to the Rig football stadium and felony thefts committed by members of a rival school's volleyball team. • Attended the Texas Gang Association Training Conference to enhance knowledge of gang activity including identification and prevention techniques. • Assisted Patrol and CID with criminal investigations involving school students by conducting interviews and identifying possible suspects. FISCAL YEAR 2013 OBJECTIVES • Coordinate the creation of a department-based gang information database to track known or suspected gang members in the greater Pearland area. • Have the Pearland Police Department radio frequency made available to the Manvel and Alvin-ISD Police Departments to increase interoperability and communication for investigation and critical incident response. • Finalize the recommendation for the creation of a secure storage locker for SRO long rifles inside assigned schools to aid with the response to an Active Shooter situation. • Provide refresher training to all School Resource Officers in Advanced Law Enforcement Rapid Response Training (ALERRT) to respond to an Active Shooter situation. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of offense reports 387 373 351 330 Number of juveniles detained 37 35 72 50 Number of schools with assigned officers 7 7 7 7 Number of citations issued on school property 231 257 226 215 Number of directives signed and served 96 165 76 75 Number of juveniles transported 104 104 60 55 Number of adults transported 9 26 24 25 Juvenile directives obtained for other divisions 23 13 58 50 Juvenile directives served for other divisions 33 16 61 55 Number of juveniles transported for processing for other divisions 34 21 34 25 Cost per school served $141,108 $142,794 $145,347 $153,789 *Students who turn 18 and have not complied with disciplinary procedures are treated as adults and transported to jail. 153 I POLICE SCHOOL RESOURCE OFFICER — 2218 I EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 I FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 962,645 958,708 965,621 1,016,004 Materials&Supplies 110 2,314 1,280 1,280 Equipment Maintenance 31,782 24,804 48,351 48,698 Miscellaneous Services 5,019 11,729 10,542 10,542 TOTAL 999,556 997,555 1,025,794 1,076,524 - FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Sergeant 1 1 1 1 Police Officer 10 10 10 10 TOTAL 11 11 11 11 "Same as adopted budget, unless where noted. 154 POLICE TRAFFIC ENFORCEMENT - 2219 (MOTORCYCLE UNIT) Captain Patrol Operations* Sergeant Traffic Enforcement Police Officer Warrant Officer Motorcycles (2) (5) *Reports to the Assistant Police Chief 155 • POLICE TRAFFIC ENFORCEMENT - 2219 • (MOTORCYCLE UNIT) GOALS • Provide a safe traffic environment. • Provide enforcement of traffic laws for a safer community. • Contribute to reducing the number of motor vehicle accidents. • Provide targeted enforcement in neighborhoods to reduce traffic violations and improve safety for residents. FISCAL YEAR 2012 ACCOMPLISHMENTS • Dedicated specific blocks of patrol time to address traffic-related complaints in neighborhoods and high-volume traffic areas. • Encouraged professionalism in area law enforcement motorcycle units by offering monthly advanced motorcycle training at no cost to officers or outside agencies. • Increased the number of traffic citations issued by 4% over previous year. FISCAL YEAR 2013 OBJECTIVES • Add a Motorcycle Officer to the Motorcycle Unit in compliance with the City Council goal to maintain appropriate staffing levels for Street Crime Units. • Add a second Motorcycle Officer to fill a vacancy in the Motorcycle Unit. • Upgrade and augment existing motorcycle lighting to increase vehicle visibility and enhance the safety of the motorcycle officers. • Increase division productivity by at least fifteen percent with the addition of personnel. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of traffic citations issued by this division 5,935 6,250 6,372 6,500 Number of major accidents worked by division 15 29 31 29 Number of minor accidents worked by division 36 122 97 104 Number of traffic complaints 378 138 107 125 156 POLICE TRAFFIC ENFORCEMENT - 2219 (MOTORCYCLE UNIT) EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 562,141 685,568 622,181 654,591 Materials& Supplies 2,313 6,910 7,010 5,229 Equipment Maintenance 18,896 42,275 29,623 29,705 Miscellaneous Services 1,422 2,490 1,762 1,762 Inventory 4,817 Capital Outlay 88,736 TOTAL 589,589 737,243 660,576 780,023 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Sergeant 1 1 1 1 Police Officer 6 6 6 7 TOTAL 7 7 7 8 *Same as adopted budget, unless where noted. 157 POLICE SPECIAL INVESTIGATIONS - 2221 Captain Investigations* \ / / Lieutenant Investigations / / \ Sergeant Special Investigations l \ Police Officer (4) `Reports to the Assistant Police Chief 158 POLICE SPECIAL INVESTIGATIONS - 2221 GOALS • Identify and target organized criminal activity groups committing offenses and following a specific pattern that impacts the City and department. • Use a flexible operating schedule to adapt to the needs of the department and habits of criminals. • Provide targeted enforcement in neighborhoods and other areas affected by crime to reduce criminal activity and improve safety for residents. • Use innovative investigative techniques and equipment to adapt to changes in criminal methods of operation. FISCAL YEAR 2012 ACCOMPLISHMENTS • Increased the level of involvement and cooperation with the Brazoria County Narcotics Task Force resulting in the department's eligibility to receive greater funds through court-ordered asset forfeiture. • Created two permanent detective assignments within the division, eliminating the two rotating positions to ensure continuity in lengthy investigations and to enhance a sense of unity among unit members. • Purchased additional equipment to enhance investigations, including vehicle trackers and a covert listening device. FISCAL YEAR 2013 OBJECTIVES • Assign an additional SIU member to the Brazoria County Narcotics Task Force to further increase the department's involvement with narcotic investigations in and around Brazoria County. • Secure funding for an additional covert listening device to run multiple investigations simultaneously. • Secure funding to purchase two additional hand-held radios with encryption capabilities for covert radio communication. • Provide advanced narcotic investigation training to unit members to keep personnel abreast of emerging interview techniques, court cases, concealment methods and interdiction training. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total charges filed 224 130 69 75 Felony narcotics arrests 34 42 48 50 Misdemeanor narcotics arrests 190 88 28 35 Number of warrants served 57 128 30 30 Number of citations issued 279 146 3 0 Number of surveillance activities N/A 243 320 300 Value of property seized N/A $43,056 $50,177 $50,000 Value of cash seized N/A $77,002 $110,802 $100,000 Street value of narcotics seized $461,652 $2,663,502 $1,028,502 $1,000,000 In FY 2011,two canine officers moved to Police Patrol Operations-2212. With the transfer of the canine officers, issuance of citations moved to Police Patrol Operations—2212. Effective FY 2012,warrants and citations issued by this division are drug related only. 159 POLICE SPECIAL INVESTIGATIONS - 2221 I EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 507,395 404,238 474,537 505,108 Materials&Supplies 1,942 3,989 2,345 2,652 Equipment Maintenance 17,283 20,993 20,162 20,578 Miscellaneous Services 2,706 3,607 3,091 3,073 TOTAL 529,326 432,827 500,185 531,411 ,FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Sergeant 1 1 1 1 0 Police Officer"" 3 4 4 4 TOTAL 4 5 5 5 *Same as adopted budget, unless where noted. **The Amended budget reflects the addition of a Warrant Officer moved from Municipal Court during FY 2012. 160 POLICE TRAINING - 2222 I 1 Lieutenant Administrative Services*/** I 1 Training Officer** *Reports to the Assistant Police Chief **Positions funded in another department 161 POLICE TRAINING - 2222 GOALS I • Provide job specific training that will improve job performance and proficiency. • Provide training to police personnel that meets or exceeds TCLEOSE training standards and requirements. • Improve the quality of training with organizational goals in mind. • Provide training to outside agencies as authorized by the Chief of Police. I FISCAL YEAR 2012 ACCOMPLISHMENTS • In the first year of operation as a regional training provider, offered more than 40 training classes which included several outside training providers from Texas A&M Engineering Extension Service (TEEX), Forensic Training Service, Inc., and Pat McCarthy's Street Crimes program. • Improved the layout of the Training web page to display all upcoming training in a single chart arranged by date to more easily identify upcoming training opportunities. • Revised the PayPal training payment link to facilitate training payments and avoid monthly conversions of payment data. FISCAL YEAR 2013 OBJECTIVES • Provide training for department personnel in missing person/children procedures to ensure timely response and proper investigative procedures. • Promote professional development through expanded training programs including a Community Oriented Policing curriculum. • Coordinate training on revised Field Training Officer Program standards for department trainers. • Secure training for department personnel on empty-handed, self-defense techniques, as well as verbal de- escalation and control methods. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of classes held N/A N/A 127 120 Number of students N/A N/A 1,463 1,200 Total revenues N/A $328 $1,788 $2,000 Number of training hours provided (classes)* N/A N/A 990 1,000 Training hours completed, Pearland Officers* 62 75 9,034 7,500 *FY 2012 is the first year of operation as a regional training provider. 162 POLICE TRAINING - 2222 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Materials& Supplies 2 76,745 76,745 87,720 Miscellaneous Services 9,500 10,800 9,700 TOTAL 2 86,245 87,545 97,420 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget N/A TOTAL 0 0 0 0 *Same as adopted budget, unless where noted. 163 f FIRE DEPARTMENT 2320 VISION STATEMENTre The Fire Department is committed to providing efficient and effective fire protection services to our community. MISSION STATEMENT - The mission of the Fire Department is to provide professional quality, 24-hour fire protection services, life and property conservation, training and public fire education and prevention to the citizens of Pearland and the surrounding ETJ. II III / Fire Chief* 1 \ Assistant Fire Chief \ J Volunteer \ J / 1 " Volunteer Administrative Recruitment/ / ' Secretary Retention Th Coordinator \ J (Part-Time) Battalion Battalion Chief Chief Volunteer Volunteer / \ ` J \ J Fire Marshal Training Battalion Chief Battalion Chief (3) Lieutenant Lieutenant Lieutenant Lieutenant Volunteer Volunteer Volunteer Volunteer Station 1 Station 2 Station 4 Station 5 Lieutenant \ / \ J \ J \ 2 (6) J 7" \ / \ Lieutenant Lieutenant Volunteer Volunteer _ Firefighters \ Station 3 Station 6 Full-time (21) Part-time(18) \ 1 J Volunteer(60) J *Reports to the City Manager 164 FIRE DEPARTMENT 2320 GOALS • Develop departmental cohesiveness among volunteer and paid personnel. • Improve consistency and quality of documentation and records management. • Develop strategies to adopt appropriate portions of the McGrath study. FISCAL YEAR 2012 ACCOMPLISHMENTS • Opened Fire Station 6 in Lakes of Savannah. • Hired SAFER Grant Volunteer Recruiting and Retention Coordinator. • Hired 6 new SAFER Grant Full-Time Firefighters. • Ordered new fire engine pumper. • Adopted Station Master Location Plan. • Completed site analysis for potential Fire Station 3 locations. • Established Fire Department Communications & Behavior Agreement. • Hired 8 Part-time Firefighters. • Completed and signed new Agreement between the City of Pearland and PVFD, Inc. • Completed Basic Leadership Training Course for Fire Department Supervisors. • Created Driver/Operator position description and classification on pay schedule and reclassified Captains to Battalion Chiefs. • Relocated administrative personnel to old Police Department building. FISCAL YEAR 2013 OBJECTIVES • Complete renovations on new Fire & EMS Administration Building, formerly old Police Department building. • Select an architect and begin design on new Fire Station 3. • Order and place in service 1 new fire engine pumper. • Order and place in service 1 new aerial ladder truck. • Outsource Fire & EMS Dispatching. • Solve radio communications system problems. • Gain 20 new Volunteer Firefighters. • Complete Fire Department Strategic Plan. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total calls/incidents: Fire Dept 2,416 2,621 2,826 3,060 Total calls/incidents: Fire 1,753 1,728 1,631 1,700 Total calls/incidents: First Responders' 663 893 1,195 1,360 First Responder Calls as percent of Total Incidents 27% 34% 42% 44% Average Response Time: Percent 5 minutes or less 39% 51% 47% 50% Percent 9 minutes or less 73% 83% 85% 85% Average Response Time (all calls) 7min18sec 6min22sec 5min56sec 5min54sec Average number of Volunteer Firefighters per call (all calls)2 2 2 1 3 Average monthly number of hours of training received per firefighter 16.2 8.0 12.4 12.0 Number of building fires 60 66 53 62 Number of firefighter injuries 0 1 1 0 165 I FIRE DEPARTMENT 2320 III PERFORMANCE MEASURES (continued) • FY 2010 FY 2011 FY 2012 FY 2013 1111 Actual Actual Projection Target - Cost per capita3 $35.22 $37.55 $38.46 $53.61 Paid F-T Firefighters to 1,000 Population 0.20 0.26 0.33 0.29 Total volunteer crew hours4 16,938 17,774 11,223 15,000 1 Other volunteer hours 5,774 3,347 1,840 3,000 Total estimated fire loss5 $1,853,050 $1,709,299 $1,406,454 $1,700,000 'First Responders consist of responses to calls where there are medical emergencies and the Fire Dept. is the first to respond. 2Effective FY 2011, Volunteer Firefighters go on all calls- Including First Responder/EMS calls. 3FY 2013 target includes capital costs. 4Prior to FY 2012, volunteer hours reported were night-duty only. Beginning FY 2012, volunteers may also work daytime hours. 5The estimated dollar loss reported does not include updates after year-end close. 166 FIRE DEPARTMENT - 2320 OVERVIEW The Fire Department provides fire suppression, rescue, fire prevention and public fire education services to the City and surrounding areas, an area of approximately 73.6 sq. miles with a population of approximately 129,000, including the extraterritorial jurisdiction (ETJ). In fiscal year 2007, the Fire Department became a combined paid and volunteer department under the direction of a full-time Fire Chief, and in fiscal year 2011, added paid part-time firefighters. The volunteer firefighters have served Pearland since 1946. There are approximately 60 Volunteer Firefighters planned for fiscal year 2013. Fire Services in the City includes the Fire Department, the Fire Marshal's Office and Emergency Management. Emergency Management is coordinated by the Fire Marshal's Office. The community has an ISO Public Protection Classification rating of 3/10, which puts Pearland in the top 5% of communities in the nation. There are a total of six fire stations. In fiscal year 2011, the City began staffing three fire stations 24 hours per day using full-time, volunteer and part-time staff. With the addition of a fire pumper and ladder truck in fiscal year 2013, 25 vehicles will be available for firefighting efforts. 6 stations, 3 manned 24/7 2,826 total calls/incidents 5 min 56 sec average response time Key Budget Items for FY 2013 include: • 1 replacement Ladder Truck at$790,000 and 1 replacement Pumper Truck at$560,000. • Driver/Operator pay for$69,054 and an average 3% merit increase. • 2 Toughbooks, software and equipment for T-PASS Accountability System. • Upgrades for 4 portable replacement radios. • Diesel vehicle exhaust removal system for Station 4. • The second year of the cost of 6 firefighters hired in FY 2012 and funded by a FEMA SAFER grant. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 2,269,667 2,814,821 2,952,021 3,229,459 Materials&Supplies 210,754 261,393 254,959 324,620 Building Maintenance 2,003 16,305 18,105 9,800 Equipment Maintenance 143,728 196,444 285,482 219,610 Miscellaneous Services 255,922 290,023 214,857 267,410 Sundry Charges 6,640 29,845 27,000 30,000 Inventory 8,160 12,168 16,005 30,917 Capital Outlay 637,072 750,589 750,589 1,468,975 TOTAL 3,533,946 4,371,588 4,519,018 5,580,791 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Fire Chief 1 1 1 1 Fire Battalion Chief 3 3 3 3 Fire Training Battalion Chief 1 1 1 1 Fire Lieutenant 6 6 6 6 Firefighter** 15 21 21 21 Part-time Firefighter 18 18 18 18 Administrative Secretary 1 1 1 1 Part-time Volunteer Recruitment/Retention Coordinator** 1 1 1 TOTAL 45 52 52 52 *Same as adopted budget, unless where noted. **In FY12 an additional 6 firefighters and a part-time Volunteer Recruitment/Retention Coordinator were funded by a FEMA SAFER grant. The title of Captain was replaced with Battalion Chief in FY 2012. 167 FIRE MARSHAL - 2340 MISSION STATEMENT le The mission of the Fire Marshal is to protect the lives and property of the citizens of Pearland by educating the public about the dangers of fire, enforcing fire and life safety codes, investigating hazard complaints, abating unsafe ' structures, determining the origin and cause of fires, and pursuing those responsible for arson and environmental crimes. I 1 \ II Fire Marshal/ - Emergency Management Coordinator* \ 2 II / Emergency Management Planner/ Office Coordinator \ J 1 1 I \ / -\ / 1 Deputy Fire Marshal (2) Inspector/ Inspector/Investigator Investigator(2) Part-time (2) \ J \_ J \ J *Reports to the Fire Chief 168 FIRE MARSHAL - 2340 GOALS • Decrease the number of fires through comprehensive fire inspection and public education programs. • Determine the origin and cause of fires through comprehensive investigations. • Deter arson by utilizing aggressive investigation techniques. • Decrease hazards, environmental crimes, and unsafe structures by aggressive investigations and public awareness. • Inspect all City businesses annually. • Increase performance while keeping up with the growth of the City through training, usage of tools, and continuous evaluation of staffing needs. FISCAL YEAR 2012 ACCOMPLISHMENTS • Arrested 10 persons for arson in FY 2012. • K9 Team received "Pack Leader Award" for most efficient detection technique at the NAPWDA conference in Dallas. • Re-applied for the Fire Prevention & Safety Grant for a fire sprinkler demonstration trailer. • Received $1,000 from Pearland VFD and $1,000 from Home Fire Sprinkler Coalition for fire sprinkler demonstration program. • Worked with Public Affairs to implement online Quality Surveys and online Public Relations Requests. • Purchased new body armor for arson investigators with State grant. • Dollar loss from fire decreased by 17 percent. FISCAL YEAR 2013 OBJECTIVES • Pursue funding opportunities for fire prevention programs. • Increase environmental cases cleared and unsafe structures abated. • Conduct routine inspections of all Pearland businesses. • See a decrease in loss from fire through aggressive fire prevention programs. • See increase in routine fire inspections through implementation of new inspection tablet PC's. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total number of arson incidents 5 2 2 4 Arson cases per 10,000 population 0.55 0.21 0.21 0.38 Number of arson cases cleared 2 0 2 3 Percent of arson cases cleared 40% 0% 100% 75% Number of environmental crime incidents 27 21 7 25 Number of environmental crimes cleared 16 10 5 20 Percent environmental crimes cleared 59% 48% 71% 80% Number of arson arrests 4 0 10 4 Total number of annual inspections (all structures) 1,752 1,380 1,537 2,000 New Fire Protection, foster care/adoption and mobile food vendor inspections 396 223 336 300 Estimated number of businesses N/A N/A 3,280 3,385 Estimated % of business inspected annually N/A N/A 58% 68% Total Number Certificates of Occupancy (all new uses) 346 359 357 375 Inspections per FTE 477 321 375 460 169 L FIRE MARSHAL - 2340 PERFORMANCE MEASURES (continued) FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total number of fires investigated 22 25 18 35 ■ Number of fires with determined causes m and origins 20 25 15 33 Percent of fires investigated with determined causes and origins 89% 100% 83% 94% Number of deficiencies identified 6,926 4,818 4,918 5,000 Number of deficiencies corrected N/A 1,920 3,072 3,000 ■ Number of public education hours 90 286 254 300 Number of plans reviewed 420 344 568 500 Number of meetings attended 476 334 461 425 Number of meeting hours attended 682 446 553 540 la Number of hazard complaints responded to 90 104 169 120 Number of unsafe structures abated 6 7 0 7 Number of false fire alarms 360 316 237 175 Number of wildland fires 2 1 0 0 Number of wildland acres lost 1 83 0 0 Canine Measures: Number of fires responded to within the City N/A 5 4 10 Number of fires responded to for mutual aid N/A 9 9 10 Number of positive alerts at actual fires N/A 3 3 6 Number of alerts validated by forensics lab N/A 3 3 6 170 FIRE MARSHAL - 2340 OVERVIEW The Fire Marshal's Office consists of a Fire Marshal/Emergency Management Coordinator who reports to the Fire Chief, two Deputy Fire Marshals, two Inspectors / Investigators, an Emergency Management Planner and two part- time Inspectors/Investigators. The department also retains an accelerant detection canine. The Fire Marshal's Office conducts annual fire inspections throughout the City to identify fire and life safety hazards in an effort to save lives and protect property. They also conduct local public fire education activities in an effort to prevent fires. The Office is actively involved in plan reviews and certificate of occupancy inspections to ensure that businesses are safe prior to being opened to the public. In addition, the Office investigates hazard complaints, environmental crimes, and fires to determine origin and cause, enabling the identification of criminal intent and arson, pursuit of those responsible, and eliminate hazards to the public. The Fire Marshal's Office works closely with Fire, Police, and Health & Environmental Services to accomplish this. Key Budget Items for FY 2013 include: • 2 replacement vehicles. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 443,353 500,284 494,361 532,209 Materials&Supplies 14,517 25,075 23,620 22,572 Building Maintenance 35 300 75 300 Equipment Maintenance 31,734 35,371 36,575 37,150 Miscellaneous Services 33,855 44,522 38,403 44,405 Capital Outlay 59,277 TOTAL 523,494 605,552 593,034 695,913 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Fire Marshal/EMC 1 1 1 1 Deputy Fire Marshal/EMC 2 2 2 2 Emergency Management Planner 1 1 1 1 Inspector/Investigator 2 2 2 2 Part-Time Inspector/Investigator 2 2 2 2 TOTAL 8 8 8 8 *Same as adopted budget, unless where noted. 171 ■ EMERGENCY MANAGEMENT - 2350 MISSION STATEMENT ■ The mission of the Emergency Management Division is to maintain an Advanced Level Emergency Management Program through routine review, updating, and exercising of the Emergency Management Plan. GOALS ■ • Enhance the emergency and disaster response capabilities of the City by using the latest technology. ■ • Increase the level of disaster preparedness among citizens through aggressive public awareness. • Routinely exercise, evaluate, and make improvements to the Emergency Management Plan. • Lessen the financial burden on the City associated with the pursuit of these goals through the aggressive pursuit of grant opportunities. ■ FISCAL YEAR 2012 ACCOMPLISHMENTS ■ • Conducted Hurricane Preparedness Seminar. • Worked with Public Affairs to implement Everbridge system for citizen alerts. • Installed wireless access point and relocated LCD panels in the EOC. • Installed weather radios in 7 City buildings and all fire stations. • Made application to the National Weather Service for designation of a Storm Ready City. 1411 • Completed requirements for confirmation of Advanced Level Preparedness Profile of Emergency Management Plan. • Awarded EMPG grant. FISCAL YEAR 2013 OBJECTIVES • Complete requirements to receive Storm Ready designation from National Weather Service. • Complete performance requirements of EMPG grant. • Pursue EMPG grant opportunity. • Continue to review and update mutual aid and contract agreements associated with emergency management plan. • Install a weather station in the EOC. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Hours of Public Education 109 81 95 150 Emergency Exercises Conducted 3 2 6 3 Plans updated and/or reviewed 20 37 24 26 Hours of Emergency Management Staff Training 396 290 253 300 Number of meetings attended 71 80 52 70 Number of meeting hours attended 137 147 119 140 Times EOC*activated: Partial Activation 3 0 0 4 Full Activation 1 1 0 2 *EOC- Emergency Operations Center 172 EMERGENCY MANAGEMENT - 2350 OVERVIEW The Fire Marshal is the Emergency Management Coordinator for the City. The Emergency Management Office maintains an Advanced Level Emergency Management Program through routine review, updating, and exercising of the Emergency Management Plan in order to increase the effectiveness of the City's response to an emergency or disaster. The Emergency Management Plan details the course of action for the City in the event of a disaster and outlines how the City can effectively coordinate with other municipal, county, state, and federal agencies to prepare for, mitigate the consequences of, respond to, and recover from a disaster in the community. The City's Emergency Operations Center(EOC) is located in the new Public Safety Building on Cullen Blvd. The division provides over 100 hours of public education each year. Key Budget Items for FY 2013 include: ♦ Reduction in Special Services for City Wide Alert Communication System and Weatherwarn due to new contract EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Materials&Supplies 5,448 7,545 12,561 6,965 Equipment Maintenance 562 2,025 2,025 2,025 Miscellaneous Services 77,969 60,095 57,044 31,508 TOTAL 83,979 69,665 71,630 40,498 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget N/A TOTAL 0 0 0 0 173 EMERGENCY MEDICAL SERVICES - 2460 MISSION STATEMENT I The mission of Pearland EMS is to provide outstanding emergency medical services and patient transportation services. We provide these services in a professional manner while maintaining the dignity of those we serve. Our staff continuously strives to learn, improve and grow in enhancing the delivery of emergency medical services to those we serve. EMS Chief* Secretary Administrative Captain EMS Captain EMS Captain EMS Captain EMS Captain A Shift B Shift C Shift D Shift EMS Lieutenant EMS Lieutenant EMS Lieutenant EMS Lieutenant A Shift B Shift C Shift D Shift Paramedic(3) Paramedic(3) Paramedic(3) Paramedic(3) Emergency Medical Emergency Medical Emergency Medical Emergency Medical Technician (4) Technician (4) Technician (4) Technician (4) Paramedic& EMT Paramedic& EMT Paramedic& EMT Paramedic& EMT (8 Part-Time) (8 Part-Time) (8 Part-Time) (8 Part-Time) *Reports to the City Manager 174 EMERGENCY MEDICAL SERVICES — 2460 GOALS • Continuous evaluation of staffing needs to accommodate the rapid growth the City is experiencing. • Continue to strive to learn, improve and grow in enhancing the delivery of emergency medical services to those served. • Maintain a level of excellence with regard to staff training and certification. • Provide public safety awareness programs and services throughout the year. FISCAL YEAR 2012 ACCOMPLISHMENTS • Revised new-hire Field Training Program. • Co-located EMS and Fire Administration offices to single location to facilitate improved collaboration and communications, relocating administrative personnel to old Police Department building. • Began comprehensive revision of Standard Operating Guidelines. • Strengthened partnerships with area hospitals. • Completed RFP process for new billing company. • Received $35,000 grant from Department of State Health Services towards new ambulance. • Received $15,000 grant from Southeast Texas Regional Advisory Council for new LUCAS automated CPR device. • Continuation of car seat education program and community CPR/ First Aid training. FISCAL YEAR 2013 OBJECTIVES • Transition to new billing company. • Transition to new electronic patient care reporting system. • Full implementation of Medical Priority Dispatching. • Complete revision of Standard Operating Guidelines. • Revise medical protocols. • Revise QA/QI program. • Complete renovations on new Fire & EMS Administration Building, formerly old Police Department building. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Calls for service 6,472 7,055 7,668 7,500 Number transported 3,970 4,486 4,810 4,700 Percent transported 61% 64% 63% 63% Average response time from dispatched to arrival on scene 7min58sec 7min37sec 7min40sec 7min35sec Number of patients treated 5,619 6,121 6,537 6,400 Patients treated per 1,000 population 62 65 67 61 Amount billed* $7,453,959 $8,338,085 $9,299,437 $8,900,000 Amount collected $2,323,633 $2,516,195 $2,633,000 $2,738,000 Amount collected as%of amount billed 31% 30% 30% 31% *Number received from Intermedix through FY12. Billings reported are gross charges, prior to deduction of Medicaid/Medicare/Insurance unallowed charges. 175 EMERGENCY MEDICAL SERVICES (EMS) - 2460 OVERVIEW The Pearland EMS was formed in 1976 and was originally staffed by volunteers, utilizing a second-hand, donated ambulance. It served a population of approximately 6,000. Today, Emergency Medical Services operates out of 4 locations, including the new Fire Station #5, and has 8 vehicles. EMS is comprised of highly skilled paid full-time and part-time professional medics, shift Captains and Lieutenants. The department serves a population of approximately 129,700, including the ETJ. The unit provides 24 hours of service to all calls in the Pearland area, regardless of the ability to pay. EMS receives approximately 7,500 calls for service and provides treatment to over 6,400 patients per year. Along with the City's core beliefs, Pearland EMS adheres to the following values: ■ • Commitment to Service: We treat persons with illness and injury in our community with care and ■ compassion, utilizing effective principles and practices of patient care, and we strive for excellence through ongoing evaluation and improvement. ■ • Respect: We recognize the dignity of others and communicate with others in a respectful manner. • Integrity: We serve with honesty, loyalty and dedication. • Accountability: We are responsible for our actions, both positive and negative. • Teamwork: We practice teamwork through communication and cooperation to achieve common goals. • Fair Treatment: We do not discriminate against patients or personnel on the basis of race, color, national origin, ancestry, religion, sex, age, disability, political belief, military service, or any other legally protected characteristic. Key Budget Items for FY 2013 include: • Refurbishment of 1 ambulance and purchase of 1 replacement ambulance- $220,664. • 4 Lifepaks with software. • 1 mobile and 4 handheld radios. • Funding for contracted EMS/FIRE Emergency Dispatch services effective January 1, 2013 - $160,000. • 1 LUCAS device. • A reduction in emergency service billing costs due to a new contract. • One mobile radio, defibrillator mounts, and 6 mobile gateways are included in the City-Wide Donation Fund, totaling $16,098. • A 3% average pay for performance. 176 EMERGENCY MEDICAL SERVICES (EMS) - 2460 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 2,730,237 2,947,416 2,757,472 3,092,333 Materials&Supplies 120,696 124,075 124,773 136,520 Building Maintenance 207 2,000 1,500 2,000 Equipment Maintenance 152,659 142,285 161,766 166,502 Miscellaneous Services 360,111 351,440 449,381 463,130 Inventory 4,921 Capital Outlay 34,610 231,790 226,889 373,515 TOTAL 3,403,441 3,799,006 3,721,781 4,234,000 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget" Projection Budget EMS Chief 1 1 1 1 Administrative Captain** 1 1 1 1 EMS Captain 4 4 4 4 EMS Lieutenant 4 4 4 4 Secretary 1 1 1 1 Paramedic 12 12 12 12 Emergency Medical Technician 16 16 16 16 Part-Time Paramedics&EMT's 24 24 24 24 TOTAL 63 63 63 63 *Same as adopted budget, unless where noted. **During FY 2011, an Administrative Captain position was added. 177 COMMUNITY SERVICES EXPENDITURE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET ■ FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY DEPT/DIVISION Actual Budget Projection Budget Community Development Community Development Administration 198,869 195,782 250,285 Planning 460,280 448,327 404,819 372,728 Permits& Inspections 962,259 770,613 825,434 846,105 Health& Environmental Services 240,842 256,616 415,755 Animal Control 649,820 597,949 611,864 659,401 Public Affairs 283,009 310,332 321,276 306,755 Municipal Court 671,720 556,361 571,649 599,671 COMMUNITY SERVICES TOTAL 3,027,088 3,123,293 3,187,440 3,450,700 I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries&Wages 2,429,807 2,524,544 2,527,755 2,657,214 Materials& Supplies 173,495 182,980 176,952 168,500 Building Maintenance 991 500 500 500 Equipment Maintenance 73,404 67,037 106,248 109,466 Miscellaneous Services 225,127 336,290 362,175 454,270 Sundry Charges 3,375 5,000 5,000 5,000 Inventory 2,127 2,453 4,303 5,950 Capital Outlay 118,762 4,489 4,507 49,800 COMMUNITY SERVICES TOTAL 3,027,088 3,123,293 3,187,440 3,450,700 1 \ Community Services as % of General Fund FY 2013 Operating Expenditures ■ Comm.Dev.Admin., 0.4% Permits& Insp., 1.5% Illi Planning, 0.7% Health& 6.1% Environ.Svcs. • 0.7% Animal Control, 1.2% la Public Affairs, 0.5% Municipal Court, 1.1% 11111 \. J 178 COMMUNITY SERVICES EXPENDITURE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Community Development Community Development Administration 3 3 3 Permits& Inspections" 17 14 14 14 Planning 6 3 3 3 Health & Environmental Services** 4 4 6 Animal Control 10 10 10 10 Public Affairs 2 2 2 2 Municipal Court*** 12 11 11 12 COMMUNITY SERVICES TOTAL 47 47 47 50 *Same as adopted budget, unless where noted. **Re-organization In FY12: a new Health& Environmental Services Department was created and 4 positions were moved from Permits & Inspections to the new department and a new Administration Department was created and 3 positions were moved from Planning Department to the Administration Department. ***Municipal Court-3 positions funded in Special Revenue Funds 179 I COMMUNITY DEVELOPMENT I VISION STATEMENT The Community Development Department will be prepared to meet the challenges of current and future growth. MISSION STATEMENT The Department will employ sound practices to develop, manage and maintain public infrastructure systems and ensure the quality of life for the citizens, visitors, and customers of the City of Pearland by providing proactive, effective and efficient internal and external customer service in the development of the City through enforcement I of our adopted Development, Building Construction, Health and Property Maintenance Codes and Ordinances. Director of Community Development* i e N le. Office Coordinator Ila , Administrative Clerk 1 1 I Ili Senior Code i City Planner Building Official Enforcement/Health . .. . Officer , . I Code I Planner I Building Inspector(4) Plans Examiner(2) Enforcement/Health . ` i , .. Officer(51 , e Building Inspector Planner II (Part-time) Plans Coordinator i i , Office Coordinator .. 1—[ Permit Clerk(3) l Administrative Clerk (Part-time) J *Reports to Assistant City Manager 180 COMMUNITY DEVELOPMENT OVERVIEW The Community Development Department consists of Community Development Administration, Planning, Permits & Inspections, and Health & Environmental Services. The Community Development Administration Division oversees, assists and guides the divisions within the department. The Planning Division is responsible for all long range and short term plans for the growth of the City, in order to create and maintain a desirable land use pattern for an enhanced quality of life for our citizens. This division administers the City's Unified Development Code and the Comprehensive Plan, and it processes all the zone changes, variance request and subdivision plats. The Permits & Inspections Division conducts building inspections and enforces development and building codes. This division processes approximately 7,800 residential building permits and conducts over 18,500 building inspections annually. It also enforces plumbing, mechanical, and electrical regulations to ensure proper construction techniques are followed for all commercial and residential buildings. The Health & Environmental Services Division conducts health inspections of all establishments within the City to ensure compliance with City health codes and ordinances, as well as enforces property maintenance and zoning codes. Key Budget Items for FY 2013 include: • Upgrade from part-time to full-time for Administrative Clerk in Administration. • One replacement vehicle in Permits & Inspections. • One Building Inspector added to Permits & Inspections during 2012 due to increased development and permitting activity. • Two new Health/Code Enforcement Officers added, with vehicles. • Includes $100,000 for year one of two for update of the Comprehensive Plan. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY DEPT/DIVISION Actual Budget Projection Budget Community Development Administration 198,869 195,782 250,285 Planning 962,259 770,613 825,434 846,105 Permits& Inspections 460,280 448,327 404,819 372,728 Health & Environmental Services 240,842 256,616 415,755 COMMUNITY DEVELOPMENT TOTAL 1,422,539 1,658,651 1,682,651 1,884,873 181 I I COMMUNITY DEVELOPMENT I EXPENDITURE AND STAFFING SUMMARY I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries&Wages 1,278,248 1,419,129 1,404,092 1,504,467 Materials& Supplies 31,321 33,706 35,001 39,520 Equipment Maintenance 26,481 22,810 49,530 62,028 m Miscellaneous Services 83,301 178,053 187,225 220,608 Sundry Charges 1,061 2,500 2,500 2,500 m Inventory 2,127 2,453 4,303 5,950 Capital Outlay 49,800 COMMUNITY DEVELOPMENT TOTAL 1,422,539 1,658,651 1,682,651 1,884,873 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted m STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Community Development Administration 3 3 3 Permits& Inspections 17 14 14 14 Planning 6 3 3 3III Health& Environmental Services 4 4 6 COMMUNITY DEVELOPMENT TOTAL 23 24 24 26 *Same as adopted budget, unless where noted. 1 Community Development as % of Community Services FY 2013 Operating Expenditures I Municipal Court T °. Public Affars Community 8.9% ill Development 54.6% Animal Control 19.1% 182 COMMUNITY DEVELOPMENT ADMINISTRATION — 1605 Director of Community Development* 1 Office Coordinator 1 Administrative Clerk *Reports to Assistant City Manager 183 COMMUNITY DEVELOPMENT ADMINISTRATION - 1605 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 185,572 181,671 240,968 Materials& Supplies 12,630 13,585 1,680 Miscellaneous Services 667 526 7,637 TOTAL 198,869 195,782 250,285 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Director of Community Development 1 1 1 Office Coordinator 1 1 1 Administrative Clerk 1 Part-Time Administrative Clerk 1 1 TOTAL 3 3 3 *Same as adopted budget, unless where noted. New department for FY 2012; Reorganization in FY 2012. Positions moved from Planning Department. 184 COMMUNITY DEVELOPMENT PERMITS & INSPECTIONS - 1610 VISION STATEMENT Provide quality and safe built environment for current and future residents and visitors of Pearland. MISSION STATEMENT Provide excellent customer service to internal and external customers by enforcing and administering building code and other applicable ordinances. Building Official* \ J Office Coordinator — \ J i 1 Permit Clerk (3) \ J / Part-time Administrative Clerk \ J Building Inspector Part-time Building Plans Examiner(2) (4) Inspector Plans Coordinator \ J \ J \ J \ *Reports to the Director of Community Development 185 COMMUNITY DEVELOPMENT PERMITS & INSPECTIONS — 1610 GOALS • Continue to provide excellent customer service to both internal and external customers. • Ensure quality and safe building practices with the use of our adopted ICC codes and our City ordinances for our residents and visitors to our City. FISCAL YEAR 2012 ACCOMPLISHMENTS • Formulated Standard Operating procedures for all functions. • Instituted the use of tablets for live inspection and plan tracking results using Click2Gov. • Commercial plan tracking re-evaluated and renovation implemented to meet demands. Provided a plan room for in-house review. • All permit applications updated to be customer friendly. • All fire permits received, logged and assigned a permit number into Sungard, providing plan tracking access to contractors by using Click2Gov, in addition to all other permits. • Two Permits& Inspections Department staff members certified as Building Officials. • All Permits & Inspections Department members attended Building Professional Institute training. • Sent out weekly notifications to all registered customers for garage sale listing using Everbridge. • Reviewed and initiated schedule for various building permit fees. FISCAL YEAR 2013 OBJECTIVES • Research and initiate the process of electronic plan review. • Obtain the capability of Sungard to be more user friendly with our inspector tablets. • Continue to review and evaluate our plan review process with our internal plan reviewers. • Evaluate physical environment to create a pleasant atmosphere for people to work and conduct business. • Research an inspector pay certification program and submit proposal for recommendation for FY 2014. • Have all inspectors strive to obtain the Texas State Plumbing Inspector Certification and continue obtaining ICC certifications. • Provide training to the Permit Clerks to obtain the ICC permit certification. • Implement new schedule for building permit fee changes. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total plans reviewed' 969 917 1,050 1,100 Percent of plan reviews completed within 10 business days- Residential 97% 84% 98% 95% Percent of plan reviews completed within 15 business days-Commercial 88% 91% 95% 95% Total building inspections 21,753 19,244 22,416 25,000 Percent of inspections completed within 24-hours 98% 98% 98% 98% Percent of building inspections passing on 1st inspection 97% 96% 98% 95% Average number of inspections per inspector2 20 17 23 20 Number of structures demolished 19 11 21 10 Total permits issued3 7,874 7,869 8,696 7,800 'Includes new commercial and residential buildings and buildouts. 2The average number of inspections per inspector is on a daily basis. 3lncludes building (residential, commercial, new and buildouts), mechanical, electrical, plumbing and garage sales. 186 COMMUNITY DEVELOPMENT PERMITS & INSPECTIONS - 1610 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection* Budget Salaries&Wages 862,220 635,689 658,910 724,190 Materials&Supplies 12,907 1,125 1,771 9,390 Equipment Maintenance 24,305 13,896 30,987 36,639 Miscellaneous Services 62,827 117,450 131,313 59,286 Inventory 2,453 2,453 Capital Outlay 16,600 TOTAL 962,259 770,613 825,434 846,105 *FY2012 projected over budget due to the addition of a full- time Building Inspector during the year, offset by increase to revenues. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Building Official 1 1 1 1 Deputy Building Official 1 Building Inspector** 3 4 4 4 Plans Examiner 1 2 2 2 Senior Code Enforcement/Health Officer** 1 Code Enforcement/Health Officer** 3 Permits Office Coordinator 1 Plans Coordinator 1 1 1 1 Office Coordinator 1 1 1 Permit Clerk 3 3 3 3 Part-Time Building Inspector 1 1 1 1 Part-Time Administrative Clerk 1 1 1 1 TOTAL 17 14 14 14 *Same as adopted budget, unless where noted. **During FY 2012, a Building Inspector position was added and 4 positions were moved to the Health &Environmental Services Department, Dept. 1630. 187 COMMUNITY DEVELOPMENT HEALTH & ENVIRONMENTAL SERVICES — 1630 VISION To provide a superior environment for citizens, business owners and visitors of the City of Pearland by ensuring that all properties are maintained in a manner that encourages community pride, neighborhood integrity, public health and sustains property values. MISSION STATEMENT Strive to provide excellent professional and courteous customer service in a timely manner by fair and impartial administration and enforcement of health codes, ordinances and property maintenance codes. Encourage prompt and voluntary compliance of violations. Senior Code Enforcement/ Health Officer* / \ Code Enforcement/ Health Officer(5) Reports to Director of Community Development 188 COMMUNITY DEVELOPMENT HEALTH & ENVIRONMENTAL SERVICES — 1630 GOAL • Enforce health codes, ordinances and property maintenance codes to positively impact the City of Pearland's environment. FISCAL YEAR 2012 ACCOMPLISHMENTS • Awarded The Golden Pear Award by the Pearland ISD for support of their health program. • Continued work and support for the Eyes of Pearland. • All Code Officers completed training of the International Property Maintenance Code through TEEX. • Recommended a new fee schedule for health permits. • Worked on changes to the City's food handler's ordinance. • All Code Officers participated in Team Development training offered by the City of Pearland. FISCAL YEAR 2013 OBJECTIVES • Continue training and renewal of all certifications for Code Officers. • Establish a new paperless and archiving file system to enable Code Officers to work more efficiently. • Ensure all health establishments are inspected in accordance with the City's ordinance. • Implement the new fee schedule for health establishments. • Continue to work for and support the Eyes of Pearland. • Continue to respond to concerns of citizens and business owners in an effective and timely manner. • Establish a procedure to address dilapidated and abandoned homes. • Explore a rental property annual inspection program. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of cases opened 1,676 1,409 1,942 1,975 Cases brought into voluntary compliance 1,299 1,345 1,718 1,900 Number of tenant occupancy inspections 101 257 165 180 Number of foster/home daycare inspections performed N/A N/A 85 125 Number of health inspections performed (initial) 343 492 232 800 Number of followup inspections N/A N/A N/A 25 Number of health code complaints received 106 110 29 140 Number of health code complaints substantiated N/A N/A N/A 125 Percent of health code complaints substantiated N/A N/A N/A 89% Number of alcohol verification checks N/A N/A 20 25 Number of citations issued 23 20 7 15 Number of temporary health permits reviewed N/A N/A 120 130 Number of plan reviews for new establishments N/A N/A 25 30 Number of open record requests submitted N/A N/A 30 40 Number of code enforcement complaints received 2,087 1,541 2,074 2,300 Number of code enforcement complaints substantiated N/A N/A N/A 2,100 Percent of code enforcement complaints substantiated N/A N/A N/A 91% Total code complaints 3,433 2,860 1,952 N/A Average time spent on initiation of admin/judicial action (days) 35 35 35 N/A Unfounded cases 145 197 164 N/A Average time spent on cases brought to voluntary compliance (days) 10 10 13 N/A *Target numbers were not available for these new measures at the time of publication. Data will be collected during fiscal year 2013. 189 • COMMUNITY DEVELOPMENT HEALTH & ENVIRONMENTAL SERVICES — 1630 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 212,612 220,238 323,982 Materials&Supplies 500 502 6,965 Equipment Maintenance 7,700 17,232 22,772 Miscellaneous Services 20,030 18,644 22,886 Inventory 5,950 Capital Outlay 33,200 TOTAL 240,842 256,616 415,755 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Senior Code Enforcement/Health Officer 1 1 1 Code Enforcement/Health Officer 3 3 5 TOTAL 4 4 6 "Same as adopted budget, unless where noted. ""In FY2012, 4 positions were moved to the Health& Environmental Services Department,from Permits& Inspections, Dept. 1610. 190 COMMUNITY DEVELOPMENT PLANNING DEPARTMENT — 1650 VISION To guide the growth and redevelopment of the City in a well planned and sustainable manner, whereby enhancing the quality of life for residents while encouraging future economic development. MISSION STATEMENT Facilitate the development process in the City of Pearland, mainly by meeting with developers, property owners, and other interested parties, and developing and maintaining short- and long-range plans for the growth of the City, in order to create and maintain a desirable land use pattern for an enhanced quality of life for our citizens. Administer the Comprehensive Plan, the Unified Development Code, and ensure the health, safety, and welfare of citizens and property by regulating the use of land within the corporate limits of the City of Pearland. Process and review applications for zone changes, variance requests, and subdivision plats. Make recommendations to the Planning and Zoning Commission and City Council on various planning, development, and land use related activities. City Planner* Planner I Planner II *Reports to the Director of Community Development 191 COMMUNITY DEVELOPMENT PLANNING DEPARTMENT — 1650 GOALS • Ensure that the City of Pearland is a desirable place for people to live, work and recreate, and promote balanced and sustainable growth. • Ensure safe and pedestrian friendly neighborhoods. • Provide an environment where businesses can thrive and flourish. • Provide a high level of customer service to our citizens, developers, elected and appointed officials, and other City staff. • Apply sound and current planning principles while planning for the City. • Encourage professional growth of all employees and encourage their advancement. FISCAL YEAR 2012 ACCOMPLISHMENTS • Awarded 2012 Texas APA Certificate of Achievement for Planning Excellence. • Submitted award application for Texas APA's Commissioner of the Year Award received by Councilmember Susan Sherrouse. • Assisted in the construction and completion of Project Stars monument. • Assisted in annexation of Brazoria County MUD#4. • One staff member completed Strategic Supervisory Training. • Conducted annual Planning Day. • Provided professional training for staff and Planning and Zoning Commission: o Attendance at National Planning Association Conference, o Attendance at Texas Chapter of the American Planning Association Annual Conference, o Attendance at Annual Congress for New Urbanism Conference, o Attendance at International Making Cities Livable Conference. • Provided annual training for Planning and Zoning Commission and Zoning Board of Adjustment. • Updated Planning and Zoning Strategic Priorities for 2012. • Established annual City of Pearland Bike-to-Work Day. • Completed T-13 Unified Development Code update. • Began T-14 Unified Development Code update. • Worked with GIS to create a parcel-based zoning layer in GIS. • Achieved Scenic City Gold award from Scenic Texas Organization. • Represented Pearland in regional committees, such as Pedestrian Bicycle Subcommittee and Transportation Subcommittees of the Houston-Galveston Area Council. • Continued to participate in "Adopt a Street Program" as a team-building activity for the Planning Department. • Assisted in adoption of the Lower Kirby Development Plan. • Assisted in adoption of Grand Boulevard Plans. • Published Community Development newsletter quarterly. • Updated Planning Department Strategic Plan. FISCAL YEAR 2013 OBJECTIVES • Assist in writing zoning code for Lower Kirby Development Plan. • Assist in completion and implementation of Grand Boulevard Plans. • Completion of MUD 4 Annexation. • Conduct Annual Planning Day. • Work towards applying for Scenic City Platinum Award to upgrade current certification of Gold Award. • One additional staff member to complete Strategic Supervisory Training. • Continue professional training for staff, Planning and Zoning Commission, and Zoning Board of Adjustment. • Pursue AICP certification for one staff member. • Continue to represent Pearland in regional committees, such as Pedestrian Bicycle Subcommittee and Transportation Subcommittees of the Houston-Galveston Area Council. • Provide population updates and work with Census Bureau in re-evaluating population estimates for Pearland. • Finalize T-14 Annual Unified Development Code update. 192 COMMUNITY DEVELOPMENT PLANNING DEPARTMENT— 1650 FISCAL YEAR 2013 OBJECTIVES (continued) • Process T-15 Annual Unified Development Code update. • Continue to participate in "Adopt a Street Program" as a team-building activity for the Planning Department. • Continue annual City of Pearland Bike-to-Work Day. • Commence Comprehensive Plan Update process. • Continue to provide population updates and special studies. • Continue to publish Community Development newsletter. • Evaluate and restructure subdivision platting procedures, administratively. • Update departmental Standard Operating Procedures. • Update Development Handbook. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Zone Change Cases 22 22 9 20 Planned Unit Developments 4 2 1 8 ZBA Cases' 15 22 6 14 Pre-Development Meetings 126 131 122 130 Plat Approvals: Total 39 43 62 60 Final 31 34 54 52 Preliminary 7 9 8 8 Zoning Map/Text Amendments 2 1 0 2 Site Plans reviewed 99 76 97 90 Number of Commercial reviews for CO's, Permits and Buildouts reviewed 489 436 372 397 Percent of Commercial Plans for CO's2, Permits and Buildouts reviewed within 5 days 100% 100% 100% 100% Number of Single Family Residential Plans reviewed 679 615 592 637 Percent of Single Family Residential Plans reviewed within 5 days 100% 100% 100% 100% Sign Permits reviewed 343 265 314 296 Percent of Sign Permits reviewed within 5 days 100% 100% 100% 100% 'ZBA-Zoning Board of Adjustment. 2CO's-Certificates of Occupancy. 193 a COMMUNITY DEVELOPMENT PLANNING DEPARTMENT- 1650 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 416,028 385,256 343,273 215,327 Materials&Supplies 18,414 19,451 19,143 21,485 Equipment Maintenance 2,176 1,214 1,311 2,617 Miscellaneous Services 20,474 39,906 36,742 130,799 Sundry Charges 1,061 2,500 2,500 2,500 Inventory 2,127 1,850 TOTAL 460,280 448,327 404,819 372,728 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Planning Director 1 1 1 City Planner 1 Senior Planner 1 Planner I 1 1 1 1 Planner II 1 1 1 1 Office Coordinator 1 Part-Time Clerk 1 TOTAL 6 3 3 3 *Same as adopted budget, unless where noted. Reorganization in FY 2012; 3 positions were moved to Community Development Administration, Dept. 1605. 194 ANIMAL CONTROL— 1520 MISSION STATEMENT The mission of the Pearland Animal Control and Adoption Center is to ensure the well-being of both animals and residents of our community by delivering high quality, responsive and cost effective animal control services. This mission is accomplished by enforcing animal control laws, promoting responsible pet ownership through outreach and education, as well as by providing compassionate service to animals and their owners. I- 1 Animal Control Supervisor* \ J Senior Humane Officer Animal Shelter Coordinator \ J \ J 1 / -- Humane Officer Shelter Attendant (5) / \ J / 1 Part-Time Shelter Attendant `Reports to Assistant City Manager 195 ANIMAL CONTROL - 1520 GOALS • Be the local authority on rabies protection and eradication. • Provide assistance to the Texas Department of Health Zoologist Control concerning human health (West Nile Virus, etc.). • Enhance the local adoption program and provide education to the citizens of Pearland on the benefits of spaying and neutering. • Enforce the Ordinances of the City of Pearland. • Enforce the rules adopted by the Board under the area rabies quarantine provisions of Section 826.045. • Hold impounded animals that are stray, abandoned, or quarantined. • Provide for the care, redemption and adoption of these animals as well as the observation of quarantined animals. • Educate the public on the impact of new State laws and ensure that compliance is enforced. • Enforce and prosecute animal cruelty when necessary. • Provide support to the citizens and their pets during times of disasters. FISCAL YEAR 2012 ACCOMPLISHMENTS • Implemented a web-based City License Program for the citizens, reducing administrative costs, including processing time and mailing. • Worked with area businesses to create mobile pet adoptions in the community. • Created and developed a volunteer program to assist at mobile adoptions and events. • Continued to assist Parks and Recreation in developing the Dog Park volunteer program and problem solving. • Continued to seek grants for the purchase of a van for mobile disaster, spay/neuter, and pet adoption to serve the public. • Implemented a pet foster home program. • Continued to seek creative methods to place more homeless animals into new homes. • Implemented a relationship with all area veterinaries to provide local surgery for adopted pets. • Completed Leadership/Team Building training with The Management Connection. FISCAL YEAR 2013 OBJECTIVES • Continue to work on progressive animal control ordinances for the community. • Improve response time by 10%. • Develop a plan to reduce the euthanasia rate. This is a Council Strategic Priority, number X.A.. "Develop Plan to reduce euthanasia rate." • Continue to expand volunteer network. • Hold monthly evening adoption events. • Continue to seek grants to purchase mobile disaster, surgery, and adoption van. • Contract out dog kennel cleaning. 196 ANIMAL CONTROL - 1520 PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of animals received at shelter 2,532 2,685 2,220 2,400 Number of people coming to shelter 5,855 5,942 5,839 6,100 Total number calls for service 4,206 4,346 4,326 4,400 Number of warnings issued 3,177 3,130 4,426 4,500 Number of citations issued 116 178 204 225 Total number of animals captured or returned to wild 203 215 201 215 Number of licenses issued 2,638 2,131 2,240 2,150 Percent of animals returned to owner 21% 24% 21% 24% Number of bite cases 50 107 114 80 Number of Priority 1 calls* 319 296 333 400 Response time for Priority 1 calls(in min/sec) 35min18sec 47min7sec 67min44sec 61 minOsec Service call per officer 1,052 1,087 865 880 Average length of stays in shelter for impounded animals: (in days) Dogs/Cats 10 30 44 35 Livestock 16 7 25 15 Wildlife 0 0 0 0 Number of adoptable animals at shelter (monthly average) 122 118 99 115 Number of animals adopted 519 542 444 475 Percent adopted (all animals) 36% 40% 40% 40% Number of animals euthanized 1,290 1,366 1,296 1,235 Number of animal cruelty cases reported 163 194 124 110 Priority 1 calls are defined as those where there is an injured animal that needs care, or there is a threat to a human, such as bite cases or possible rabies-carrying wildlife. 197 ANIMAL CONTROL - 1520 OVERVIEW The Animal Control Department provides protection to public health by establishing uniform rules for the control and eradication of rabies in accordance with the Texas Health and Safety Code, and enforces applicable rules, • regulations, and ordinances. While protecting the public from problems with animals, the Animal Control Department also protects the animals. The Department has a staff of ten professionally trained employees - dedicated to serving the public and animals. In addition to the responsibility for impoundment of stray animals within the city limits of Pearland, the Humane Officers trap wildlife, provide for adoption of animals, respond to citizen calls of concern or emergencies, provide speakers for educational events for school and local groups, enforce state and local ordinances, remove animal carcasses from roadways, investigate animal cruelty cases, investigate animal bite cases, provide maintenance and care of the shelter facility, as well as care of all impounded animals, and seek grant funding to promote operations. The Animal Control Department is on call 24/7 for animal related emergencies, and the shelter is open 7 days a week, except holidays. The department responds to approximately 4,400 calls for service and receives over 2,000 animals per year at the shelter. Key Budget Items for FY 2013 include: • Contractual dog kennel cleaning -$38,820. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 399,687 427,041 426,231 452,497 Materials&Supplies 56,284 51,009 60,953 56,475 Building Maintenance 991 500 500 500 Equipment Maintenance 42,447 39,727 49,403 43,438 Miscellaneous Services 53,222 75,183 70,270 106,491 Capital Outlay 97,189 4,489 4,507 TOTAL 649,820 597,949 611,864 659,401 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Animal Control Supervisor 1 1 1 1 Sr. Humane Officer 1 1 1 1 Humane Officer 5 5 5 5 Animal Shelter Coordinator 1 1 1 1 Animal Shelter Attendant 1 1 1 1 Part-Time Animal Shelter Attendant 1 1 1 1 TOTAL 10 10 10 10 *Same as adopted budget, unless where noted. 198 PUBLIC AFFAIRS - 1530 MISSION STATEMENT The mission of the Public Affairs Department is to serve as the City's primary provider of internal and external communication expertise, coordination and support. The department encourages maximum citizen involvement and access, promotes employee communication, provides accurate and timely information to the media and to the community, and ensures that Pearland citizens receive trustworthy information. I Public Affairs Manager \ J Multimedia Specialist \ J `Reports to Assistant City Manager 199 PUBLIC AFFAIRS - 1530 GOALS • Seek new ways to forward public information to an ever-widening audience. • Be aware of the information needs of those at all levels of the "digital divide." • Continue local broadcasts of specific City of Pearland events. • Deliver a quality product in a timely, cost-efficient, and courteous manner to our internal and external customers. • Continue to monitor and suggest cost-savings opportunities for the City of Pearland organization while ensuring continued quality. FISCAL YEAR 2012 ACCOMPLISHMENTS • Social Media o Launched three social media web pages (Facebook, YouTube and Twitter). o Fully integrated social media on the City's Web site. o Executed a social media public relations and marketing communications plan. • Web o Successfully created, disseminated and implemented Web style guidelines. o Completed a Web site overhaul which included web page modifications, standardization, incorporation of a city calendar and navigation changes. • Municipal Channel (Pearland TV) o Implemented new municipal channel system. o Added video content to the municipal channel that includes City Council meetings, Pearland News Updates, Pet Features, Public Service Announcements and more. o Taped and posted our first City Council meeting video online. o Created a standard template for all municipal channel slides. • E-Marketing • Created and successfully launched two electronic newsletters (Pearland Connect & The Rec Report). • Launched new Everbridge citizen alerts system and citizen communications to promote the new system. • Marketing Collateral • Successfully redesigned Pearland in Motion. • Designed, printed and distributed new"Who do you Call?" brochures for residents. FISCAL YEAR 2013 OBJECTIVES • Identify marketing opportunities and develop specific strategies to promote City programs and services. • Heighten awareness and create a brand image for the City while focusing on superior internal customer service in support of all City departments. • Grow and expand the City's social media network, and generate excitement and engagement through periodic social media promotions. • Focus on e-marketing and video to enhance our resident engagement electronically. • Support City departments in external communications efforts including, but not limited to, groundbreakings, building openings, flyers, marketing collateral, brochures and advertising. 200 PUBLIC AFFAIRS - 1530 PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of website pages created 813 860 627 800 Number of website pages revised 1,264 1,541 1,191 1,500 Number of CityView slides created and posted 1,154 1,438 965 1,500 Total number of website visits 2,021,770 2,042,257 1,894,337 2,000,000 Total Community Action Center(CAC) Inquiries 9,405 12,914 9,240 9,000 Average number of days for CAC response 31 10 1 1 Total media relations contacts 32 24 79 30 Facebook fans/friends N/A N/A 2,388 3,500 Twitter Followers N/A N/A 188 470 YouTube subscribers N/A N/A 40 150 Number of news releases written 34 25 36 N/A Percent of news releases published 99% 99% 100% N/A Percent of media requests receiving same-day response 99% 99% 100% N/A Total number of CAC's needing resolution 26 37 6 N/A Groupbuilder subscriptions 25,281 30,764 N/A N/A 201 PUBLIC AFFAIRS — 1530 OVERVIEW Pearland's Public Affairs Department serves as the City's Public Information Office, keeping residents and employees informed of events and activities occurring throughout Pearland. Public Affairs disseminates information about the City of Pearland, its services, projects, events and programs. The Department produces and distributes the City's biannual printed newsletter - Pearland In Motion, and the City's monthly electronic newsletter - Pearland Connect. Public Affairs also maintains the City's Web site and government cable station - Pearland TV, which is broadcast on Comcast Channel 16, U-verse Channel 99, and online at cityofpearland.com. The department is also responsible for producing and publishing the Pearland Annual Report and Calendar, managing the City's electronic communications system, which allows residents the opportunity to sign up to receive City news and information, and coordinating the Mayor's annual State of the City Address. Key Budget Items for FY 2013 include: • Budget reduction of$14,491 taken. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection* Budget Salaries&Wages 149,436 171,240 174,247 151,049 Materials&Supplies 79,239 87,720 73,628 65,235 Equipment Maintenance 3,575 4,000 7,315 4,000 Miscellaneous Services 50,759 47,372 66,086 86,471 TOTAL 283,009 310,332 321,276 306,755 *FY 2012 projected overbudget due to the addition of contracted monthly video support. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Public Affairs Manager 1 1 1 1 Multimedia Specialist 1 1 1 1 TOTAL 2 2 2 2 *Same as adopted budget, unless where noted. 202 MUNICIPAL COURT — 1540 MISSION STATEMENT The mission of the Municipal Court is to provide the citizens of Pearland, as well as city leaders, judges, law enforcement, legal professionals, and the State of Texas with a fair, just forum in Pearland Municipal Court. Municipal Court Administrator* Senior Deputy Deputy Court Juvenile Case Court Bailiff** Court Clerk Clerk II Collections Manager** Coordinator 1 Deputy Court Deputy Court Part-Time Bailiff** Clerk I (5) Clerk I (1 Part-Time) *Reports to the Assistant Director of Finance "*Positions funded in Special Revenue Funds 203 MUNICIPAL COURT— 1540 - GOALS • Uphold the Constitution, laws and legal regulations of the United States, the State of Texas and all governments therein. • Set high standards to maintain and preserve the integrity of all cases filed in the Pearland Municipal Court of Record. • Abide by the standards set out in the Texas Code of Judicial Conduct. • Protect the confidentiality of all records filed. • Remain cognizant of the needs of customers and citizens of the Pearland Municipal Court to reinforce the positive perception of the judiciary. • Provide access and encourage education of staff to increase the level of expertise and proficiency in the affairs of the Municipal Court. FISCAL YEAR 2012 ACCOMPLISHMENTS • Development and enactment of Juvenile Case Manager policies and procedures in compliance with statute. • Development of court brochure to assist defendants in understanding procedures and rights. • In conjunction with Police Department and judicial staff, developed procedure for search warrant to ensure reliability of documentation. • All eligible staff maintained certification with the Texas Municipal Court Education Center. • Successful participation in Statewide Warrant Round-up, with 837 warrants cleared. FISCAL YEAR 2013 OBJECTIVES • Procurement of new software program for courts, explore providers, release bid requests for possible conversion in 2014. • Cross train new staff to ensure continuity and efficiency, and continue training of senior staff to ensure all administrative tasks can be accomplished by more than one person. • Increase certification level of at least two staff members. • Institute bond forfeiture procedures in municipal court. 204 MUNICIPAL COURT- 1540 PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of trials prepared: Judge Trials 996 235 375 400 Jury Trials 314 453 741 600 Number of warrants issued: 8,901 8,776 9,820 10,000 Capiases 5,017 4,506 4,537 5,000 Failure to Appear 3,884 4,270 5,283 5,000 Total number of charges brought in 24,657 26,369 30,187 30,000 Percent Guilty Charge 47% 44% 53% 45% Percent Charges Dismissed 12% 12% 8% 12% Percent in Compliance' 29% 29% 20% 29% Turnaround time from date of plea/request for trial to trial date Bench Trial (number of days) 48 47 67 60 Jury Trial (average number of days) 37 62 61 60 Number of juvenile cases 592 574 692 600 Collections: Unpaid Balance Letters Issued 3,302 4,576 4,730 5,000 Percent responded to letters with payment 25% 31% 25% 30% Number of Fail to Appear Calls 6,022 5,096 6,382 6,500 Percent responded to calls with appearance 65% 56% 38% 40% Cases sent to Omni 5,165 6,163 5,971 6,500 Number of warrants cleared 8,692 9,124 10,080 10,080 Warrant Officer 648 360 1,565 1,600 ALPR 241 377 350 375 District 17 133 16 0 Other 7,786 8,254 8,149 7,725 Value of warrants cleared: $2,657,605 $3,266,791 $3,636,997 3,000,000 Round-up $0 $176,446 $293,051 $275,000 ALPR-cash $26,106 $58,242 $37,055 $50,000 ALPR -jail time $7,980 $15,369 $16,412 $15,000 Officer Beat-cash $5,096 $13,811 $3,029 $0 Officer Beat-jail time $4,350 $7,200 $1,308 $0 Outstanding warrants2 14,179 15,314 16,300 16,800 Value of outstanding warrants2 $4,231,852 $4,927,821 $5,542,206 $5,200,000 Revenue Collected $2,310,041 $2,714,217 $2,999,214 $3,141,222 'Compliance-corrected registration/inspection, completed driver's safety or deferred. 2Actual figures for"Outstanding warrants"and"Value of Outstanding warrants" reflect the last month reported. 205 • MUNICIPAL COURT— 1540 • 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 30,000 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. The Court reports to the Finance Department. Key Budget Items for FY 2013 include: • One Part-time Deputy Court Clerk I. EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 602,436 507,134 523,185 549,201 Materials&Supplies 6,651 10,545 7,370 7,270 Equipment Maintenance 901 500 Miscellaneous Services 37,845 35,682 38,594 40,700 Sundry Charges 2,314 2,500 2,500 2,500 Capital Outlay 21,573 TOTAL 671,720 556,361 571,649 599,671 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget Projection Budget Municipal Court Administrator 1 1 1 1 Warrant Officer** 1 Juvenile Case Manager*** 1 1 1 1 Deputy Court Clerk I 5 5 5 5 Senior Deputy Court Clerk 1 1 1 1 Deputy Court Clerk II 1 1 1 1 Court Bailiff*** 1 1 1 1 Part-Time Bailiff*** 1 1 1 1 Part-Time Deputy Court Clerk I 1 TOTAL 12 11 11 12 *Same as adopted budget, unless where noted. **This position reports to, and is funded in,the Police Department. ***These positions funded in Special Revenue Funds, beginning in FY 2012 206 PUBLIC WORKS EXPENDITURE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY DEPT/DIVISION Actual Budget Projection Budget Administration 196,877 209,131 211,212 173,005 Fleet Maintenance 422,097 465,063 450,235 449,343 GIS 47,777 Streets& Drainage 3,998,924 4,493,440 4,606,128 4,526,934 Service Center 85,287 185,918 156,510 222,500 Engineering&Capital Projects Engineering&Capital Projects Administration 273,625 Capital Projects 1,016,816 954,100 923,873 721,516 Geographic Information Systems 198,120 220,926 220,520 215,627 Engineering 1,050,276 931,183 900,043 1,119,682 Traffic Operations&Management 703,907 736,059 676,058 764,121 PUBLIC WORKS TOTAL 7,720,081 8,195,820 8,144,579 8,466,353 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries&Wages 3,668,456 3,531,144 3,426,119 3,812,329 Materials&Supplies 376,640 465,150 476,716 461,405 Building Maintenance 919,729 780,492 838,992 699,000 Equipment Maintenance 261,066 339,747 374,440 395,204 Miscellaneous Services 1,959,823 2,350,520 2,307,991 2,336,907 Inventory 14,971 1,500 17,000 Sundry 62,218 113,212 107,837 101,116 Capital Outlay 457,178 614,055 595,484 660,392 PUBLIC WORKS TOTAL 7,720,081 8,195,820 8,144,579 8,466,353 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING BY DEPT/DIVISION** Actual Budget* Projection Budget Administration 1.50 1.75 1.75 1.75 Fleet Maintenance 7 7 7 7 PW GIS`` 0.75 Streets& Drainage 17 17 17 17 Service Center Engineering&Capital Projects Engineering&Capital Projects Administration 3 3 Capital Projects 12 11 8 8 Geographic Information Systems 2 2 2 2 Engineering 13 12 12 12 Traffic Operations& Management 6 6 6 6 PUBLIC WORKS TOTAL 59 56.75 56.75 56.75 *Same as adopted budget unless where noted. PW GIS transferred to Water/Sewer Fund in FY 2012. 207 4 PUBLIC WORKS OVERVIEW The divisions reporting to Public Works Administration Department maintain the City streets, drainage and water and sewer systems. There are a total of nine divisions managed by the Public Works Administration Department, three of which are funded from the General Fund and six from the Water & Sewer Fund. The three divisions in addition to Administration that are in the General Fund include Fleet Maintenance, Streets & Drainage and the Service Center. The Fleet Maintenance Division manages City vehicles and motorized equipment, including preventive maintenance and repairs. The Service Center maintains the fuel operations of the City and maintains records of consumption. The Service Center also maintains and distributes storeroom equipment and supplies to the various City departments. Streets & Drainage is responsible for maintaining and managing the City's streets, • sidewalks, and ditches. This division provides street sweeping, pothole patching, culvert setting, and cleans storm drains, inlets and lines. This division maintains approximately 362 centerline miles or 806 lane miles of streets and roadways and over 165 miles of existing storm sewer system throughout the City. Engineering & Capital Projects is included in the Public Works function beginning FY 2013. Divisions reporting to Engineering and Capital Projects Administration include Capital Projects, GIS, Engineering, and Traffic Operations and Management, and are described in the Engineering & Capital Projects Overview. Key Budget Items for FY 2013 include: • Public Works cellular communications costs split between the General Fund and W&S Fund in 2013. • In Streets & Drainage, FY2013 includes $600,000 for asphalt road rehabilitation and $437,000 for sidewalk replacement. • The purchase of a single drum vibratory padfoot roller at $80,850, one replacement vehicle, and funding for rental of equipment for asphalt paving projects in Streets and Drainage. • Refurbishment of two forklifts at the Service Center at$26,500. / 1 Public Works as% of General Fund FY 2013 Operating Expenditures --PW Admin., 0.3% Eimmummommo Fleet Mtce, 0.8% Streets&Drain., 7.9% Service Ctr., 0.4% 110110 14.9% Engr.&Cap. Proj. Admin., 0.5% IIIIIIIIIIIIIIIIIIIIIIIII Cap. Proj., 1.3% GIS, 0.4% _ Engineering, 2.0% -- Traffic Oper., 1.3% 208 PUBLIC WORKS VISION STATEMENT The Public Works Department will work in partnership with all City departments to identify and meet the current and future needs of our community through applied knowledge, by offering professional expertise, supporting City Council goals, providing quality workmanship, developing future leaders, with a dedication to customer service. MISSION STATEMENT The mission of the Public Works Department is to provide quick, professional, quality, cost-effective service to all customers within our community: Residents, Businesses, and City Staff. I 1 Director of Public Works* Administrative _ GIS Specialist*** Secretary Assistant Director of Public Works J Office Coordinator — \ Customer Service Clerk(3) i 1 i 1 Fleet Manager'* Water& Sewer Water Production Wastewater Streets & Maintenance Superintendent*** Treatment Drainage Superintendent**j / Superintendent*** \Superintendent** *Reports to Assistant City Manager Positions are funded 25% in General Fund and 75% in Water&Sewer Fund unless noted: **Positions are funded 100% in General ***Positions are funded 100% in Water&Sewer fund 209 I PUBLIC WORKS ADMINISTRATION - 3520 1 MISSION STATEMENT ' I The mission of the Public Works Department is to provide quick, professional, quality, cost-effective service to all customers within our community: Residents, Businesses, and City Staff. ' C 1 f Director of Public Works* J 1I Administrative Secretary I I le Assistant Director of Public Works I f 1 Office Coordinator . J III III 1 . Customer Service Clerk 110(3) . J III I *Reports to Assistant City Manager 210 PUBLIC WORKS ADMINISTRATION - 3520 GOALS • Acquire and disseminate knowledge or information that impacts the Public Works Department. • Forecast manpower, equipment, and budget requirements for the department based on projections of City growth. • Interact with agencies outside the City on behalf of the Public Works Department. • Enhance employees' growth and ownership by offering and monitoring continuing education in all fields of Public Works. • Develop a mind set for safety awareness. • Provide quality customer service in a timely manner. • Facilitate cooperation with other City departments. • Educate the citizens about the role of Public Works and the services we provide. • Routinely and persistently acknowledge the pride, quality, dedication and commitment that the Public Works employees contribute to the City of Pearland. FISCAL YEAR 2012 ACCOMPLISHMENTS • Presented information about Public Works to several school groups, as requested. • Coordinated with Harris County, Harris County Flood Control, and other agencies to construct a water line to Bella Vita subdivision. • Began a program to encourage cross-training between Public Works departments. • Identified and addressed several traffic problems around PISD schools. • Reworked and rebid several maintenance contracts to improve scope definition, increase cost effectiveness, and improve response time. • Guided department staff through significant changes in leadership, including one new superintendent, three new supervisors, and seven new crew leaders. FISCAL YEAR 2013 OBJECTIVES • Continue to present information about Public Works to schools and community organizations. • Update individual Public Works departments' five-year plans. • Continue to identify and construct projects to improve traffic flow around schools. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Work orders completed 18,632 16,834 17,803 17,500 Timesheets processed 2,204 2,328 2,390 2,140 Number of Pearland Proud calls for all City staff 251 188 203 150 Pearland Proud work orders completed by Public Works* 172 130 135 70 Percent of Pearland Proud calls resulting in work orders 69% 69% 67% 50% Citizen inquiries response time: percent within 1-2 business days 100% 100% 100% N/A *There is a decrease in work orders completed by Public Works in 2013 as Traffic Operations was transferred to Engineering and Capital Projects. 211 I PUBLIC WORKS ADMINISTRATION - 3520 I EXPENDITURE AND STAFFING SUMMARY I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted I EXPENDITURES Actual Budget Projection Budget I Salaries&Wages 106,800 114,316 114,219 119,746 Materials& Supplies 21,488 19,210 20,219 19,200 Equipment Maintenance 1,096 2,776 2,912 2,521 I Inventory 1,500 1,500 ■ Miscellaneous Services 67,493 71,329 72,362 31,538 L TOTAL 196,877 209,131 211,212 173,005 I I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted r STAFFING Actual Budget* Projection Budget ` Director of Public Works 0.25 0.25 0.25 0.25 I Assistant Director of Public Works 0.25 0.25 0.25 0.25 Customer Service Clerk 0.5 0.75 0.75 0.75 I Administrative Secretary 0.25 0.25 0.25 0.25 I Office Coordinator 0.25 0.25 0.25 0.25 I TOTAL 1.5 1.75 1.75 1.75 I *Same as adopted budget, unless where noted. I I I I le 212 FLEET MAINTENANCE — 3530 MISSION STATEMENT The mission of the Public Works Fleet Maintenance Division is to: 1) provide complete vehicle and equipment maintenance for the entire city fleet; 2) provide knowledge and training to all City employees regarding fleet issues; 3) research and recommend appropriate vehicles or equipment for the expected use; and 4) aggressively seek out new technologies for alternative fuels and environmentally friendly vehicles. Fleet Manager* / 1 Secretary Chief Mechanic Mechanic (3) Fleet Services Assistant *Reports to Assistant Director of Public Works 213 ■ FLEET MAINTENANCE — 3530 ' GOALS • Ensure safe, reliable transportation and operation by providing repairs in compliance with industry standards, followed up with complete visual inspection for quality assurance. • Provide fueling support during emergency situations. ' • Reduce the cost of dealership diagnostic and repair fees, as well as minimize downtime with quick service. • Research and recommend appropriate vehicles for each City department, including "green" technologies. • Develop personnel for leadership roles. ' • Develop a mind set for safety awareness. • Provide quality customer service in a timely manner. • Provide training to all City employees operating fleet vehicles. ' FISCAL YEAR 2012 ACCOMPLISHMENTS ■ • Installed 18,000 pound vehicle-lift. ■ • Completed vehicle auction, including 20 vehicles. FISCAL YEAR 2013 OBJECTIVES • Pursue options to bring a compressed natural gas (CNG) fueling station into the Pearland area in order to facilitate the purchase of CNG fleet vehicles. • Participate with the Capital Projects Department in a study for a future fleet facility at the Hillhouse site. PERFORMANCE MEASURES ■ FY 2010 FY 2011 FY 2012 FY 2013 ' Actual Actual Projection Target Total number of work orders' 4,135 4,157 4,263 4,200 • Jobs completed internally 1,453 2,180 2,305 2,400 Jobs completed externally2 941 1,230 1,276 1,100 ■ Preventative maintenance 1,741 747 682 700 Number of brake jobs 381 384 354 350 1411 Jobs completed for public safety vehicles 2,242 1,194 1,376 1,200 Number of public safety vehicles N/A 245 203 230 Fleet equipment inventory 253 253 267 270 ' Vehicle inventory, cars/trucks/motorcycles3 355 363 385 410 Percent of fleet exceeding replacement criteria N/A 22% 15% 18% 'Total number of work orders includes jobs completed internally, externally, and preventative maintenance. Brake jobs and public safety vehicles are included within the number of jobs completed internally and externally. 2Jobs completed externally include specialized work such as transmission repairs and warranty work. 3Decreases in inventory reflect surplus of vehicles auctioned off. Increases reflect new purchases. i 214 FLEET MAINTENANCE - 3530 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 393,601 409,761 406,281 415,747 Materials& Supplies 5,104 5,637 6,080 6,480 Equipment Maintenance 19,195 27,140 18,841 22,576 Miscellaneous Services 4,197 6,640 3,533 4,540 Inventory 15,500 Capital Outlay 15,885 TOTAL 422,097 465,063 450,235 449,343 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Fleet Manager 1 1 1 1 Chief Mechanic 1 1 1 1 Mechanic I 2 2 2 2 Preventative Maintenance Mechanic 1 1 1 1 Fleet Services Assistant 1 1 1 1 Secretary 1 1 1 1 TOTAL 7 7 7 7 "Same as adopted budget, unless where noted. 215 a STREETS & DRAINAGE —3570 L I MISSION STATEMENT The mission of the Public Works Streets & Drainage Division is to create and maintain a safe and effective transportation and storm water drainage infrastructure throughout the City to meet the needs of the citizens and businesses of Pearland. I Streets & Drainage Superintendent* \ J I I i / 1 Streets Supervisor Drainage Supervisor I \ J \ J r -1 r 1 I \ Crew Leader Crew Leader Crew Leader I (Asphalt) (Vactor) (Gradall) \ _ J \ i \ 1 I I 1 C 1 C I Heavy Equipment Light Equipment Heavy Equipment . — Operator Operator(3) Operator \ J \ J \ J 1 1 Light Equipment _ — Light Equipment Operator(3) Operator(2) la I Light Equipment . Operator — (Street Sweeper) \ 1 *Reports to Assistant Director of Public Works 216 STREETS & DRAINAGE — 3570 GOALS • Provide reliable, safe, and dependable roadways through systematic inspection and repair. • Enhance the appearance of City streets through sweeping and appropriate maintenance. • Reduce flooding and minimize the chance of property damage, injury or loss of life through a program of drainage facility maintenance and construction. • Invest in our people, encourage continuous improvement for the individual, foster a sense of personal worth for each employee, & develop personnel for leadership roles. • Develop a mind set for safety awareness. • Make the best use of taxpayer money by doing the right things, and focusing our resources on those services that have the greatest positive impact on quality of life. • Provide, follow up, and follow through on delivering quality customer service in a timely manner. FISCAL YEAR 2012 ACCOMPLISHMENTS • Installed 90 linear feet of 60" HDPE drainage pipe in O'Day Rd. at Butler Rd. • Horizontally cut 741 locations to remove sidewalk trip hazards, via contractor. • Removed & replaced 4,327 If of sidewalk at 123 addresses to remove trip hazards, via contractor. • Constructed an additional lane on CR 403 to improve school traffic patterns in the area. FISCAL YEAR 2013 OBJECTIVES • Improve traffic flow on streets at selected schools. • Improve storm water system to minimize flooding in flood prone areas. • Eliminate sidewalk trip hazards to improve pedestrian safety and flow. • Mill and overlay 5.5 miles of asphalt streets. • Mill and cap about 1 mile of asphalt streets. • Install/replace 2,000 linear feet of culvert pipe via City crews and contractor. • Install/replace over 30,000 linear feet of sidewalk via sidewalk contract. • Extend driveways/culvert pipes at 3 lift stations. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Ditch/Culvert cleaning (feet) 71,179 45,762 66,460 70,000 Ditch cleaning (feet) N/A N/A 31,588 35,000 Culvert cleaning (feet) N/A N/A 34,872 35,000 Ditch/Culvert cleaning(miles) 13.5 8.7 12.6 13.3 Feet of culvert pipe installed/replaced 2,466 1,996 1,362 2,000 Street overlay projects (miles) 0.3 12.9 3.0 5.5 Sidewalks installed (linear feet) 12,603 5,100 25,697 30,000 Street lane miles' 807 806 806 818 Street Sweeping (miles) 2,239 1,299 1,079 1,500 Percent of street sweeping done on schedule 94% 67% 68% 80% Percent of lane miles in need of repair(asphalt) 38% 37% 37% 40% Zip and cap(overlay)asphalt pavement repairs(sq. ft.) N/A N/A 306,670 150,000 Street repairs response time, asphalt only, Percent within 3 days 93% 88% 87% 87% Number of potholes repaired 5,361 1,737 2,490 3,000 'The Actual represents the latest month reported during the year and is valuable only to show number of miles maintained. 217 I STREETS & DRAINAGE - 3570 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 866,239 919,199 901,430 947,756 Materials&Supplies 174,635 240,277 240,750 226,750 Building Maintenance 810,098 671,492 731,492 600,000 ' Equipment Maintenance 149,659 151,167 210,544 162,536 Miscellaneous Services 1,660,742 1,937,310 1,947,917 2,012,050 Capital Outlay 337,551 573,995 573,995 577,842 TOTAL 3,998,924 4,493,440 4,606,128 4,526,934 *2012 Projections over amended budget due to increased funding for maintenance of streets and vehicles. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Street and Drainage Superintendent 1 1 1 1 Street and Drainage Supervisor 2 2 2 2 Street and Drainage Crew Leader 3 3 3 3 1 Heavy Equipment Operator 2 2 2 2 Light Equipment Operator 9 9 9 9 TOTAL 17 17 17 17 *Same as adopted budget, unless where noted. I II II 4111 III 218 SERVICE CENTER— 3590 MISSION STATEMENT The mission of the Public Works Service Center is to provide an interdepartmental service for distribution of parts and supplies, and fuel. GOALS • Conveniently provide personal protective equipment at a lower cost. • Provide 24-hour fueling at the fuel island and make it possible to continue normal operations during emergency situations when public fueling stations are unavailable. • Provide support for fleet through parts inventory, keeping essential parts in stock for quick repairs and preventive maintenance. • Develop a mind set for safety awareness. • Provide quality customer service in a timely manner. FISCAL YEAR 2012 ACCOMPLISHMENTS • Finalized implementation and troubleshooting of fleet software program. • Completed installation and commissioning of fuel management system at Hillhouse site. FISCAL YEAR 2013 OBJECTIVES • Create a plan for parking and equipment storage at Orange St. and Hillhouse facilities. • Repair and weatherize the north end of the fleet maintenance building. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Items inventoried' 954 6,493 7,207 8,000 Fuel issued-gasoline (gallons) 272,974 278,485 293,352 300,000 Fuel issued-diesel (gallons) 81,448 82,979 84,402 85,000 Cost of fuel-gasoline(per gal.)2 $2.25 $2.84 $3.28 $3.80 Cost of fuel-diesel (per gal.)2 $2.44 $3.05 $3.70 $4.00 'New software implemented in FY11 for improved tracking of inventory resulted in small items counted that were not included in prior years. 2Cost at end of fiscal year, September 30. 219 SERVICE CENTER - 3590 EXPENDITURE AND STAFFING SUMMARY a FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Materials&Supplies 25,059 22,000 27,900 28,800 Building Maintenance 14,704 14,000 12,500 14,000 Equipment Maintenance 2,688 60,933 29,000 87,500 Miscellaneous Services 42,836 88,985 87,110 92,200 TOTAL 85,287 185,918 156,510 222,500 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget • N/A TOTAL 0 0 0 0 r *Same as adopted budget, unless where noted. 220 PUBLIC WORKS GEOGRAPHICAL INFORMATION SYSTEM (GIS) — 3548 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 39,653 Materials& Supplies 2,637 Equipment Maintenance 1,705 Miscellaneous Services 3,782 TOTAL 47,777 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection** Budget GIS Technician 0.25 GPS Field Tech I 0.25 GPS Field Tech II 0.25 TOTAL 0.75 *Same as adopted budget, unless where noted. *"In FY 2012,full funding of this department was transferred to the Water/Sewer Fund. 221 ENGINEERING & CAPITAL PROJECTS OVERVIEW The Engineering & Capital Projects Division was created in FY 2012 from the reorganization of existing ' departments, including Project Management, now Capital Projects, GIS, Engineering, and Traffic Operations and Maintenance. Projects and GIS formerly reported under the General Government function, and Traffic Operations under Public Works. The Capital Projects Department develops, implements, and manages City infrastructure capital projects - facilities, parks, streets, drainage, water and wastewater projects. The department has the responsibility to provide leadership, support and customer service for most of Pearland's capital improvement projects. The department is presently responsible for managing over three hundred million dollars in active capital projects. The GIS Division develops and manages a Citywide geographic information system of maps on the City's website. This division also maintains the data in the GIS system to ensure accurate, up-to-date displays and to facilitate improved management decisions and public access. The GIS Division reports to Capital Projects Administration. Engineering provides support for traffic, drainage, water, and wastewater operations issues, and assists in • managing the design, construction and inspection phases of capital improvement projects. It reviews over 100 ' construction plans per year. In addition, this division prepares the Regional Detention Pond Master Plan, Transportation Master Plan, Water and Wastewater Master Plans and Impact Fee updates. Engineering is also responsible for Traffic Impact Analyses, reviewing commercial projects, site work, and providing technical expertise on selected projects as needed. Traffic Operations and Maintenance is responsible for the maintenance of the City's traffic signals. During Fiscal • Year 2011, TxDOT transferred the responsibility for the maintenance of 42 traffic signals to the City, adding to the 20 already under the City's responsibility at that time. The responsibility of maintaining high mast lighting in the Pearland City limits also falls under this division. This division is also responsible for street sign maintenance and installation and pavement markings. Key Budget Items for FY 2013 Include: • Engineering, at a full year of funding for City Engineer/Deputy Engineer and Administrative Secretary in FY 2013, previously funded in Community Development Administration/Community Services organization. • Two replacement vehicles in the Engineering Department in FY 2013, and a budget reduction of $11,797 taken. • Replacement of school zone flasher systems at two schools in the Traffic Operations & Maintenance Department, and budget reduction of$17,543 taken. . • Vacancies in the Traffic Operations & Maintenance Department during FY 2012 resulted in lower salary & wages costs. FY 2013 includes a full year of funding. Engineering&Capital Projects as% of Public Works FY 2013 Operating Expenditures Engr./Cap.Proj. Admin.,3.2% Capital Projects, 8.5% GIS,2.6% 36.5% Engineering, 13.2% Traffic Operations, 9.0% 222 ENGINEERING & CAPITAL PROJECTS ADMINISTRATION - 1405 MISSION STATEMENT The mission of the Engineering & Capital Projects Department is to employ sound engineering practices to develop, manage, implement and maintain the City's current and future Public Infrastructure Systems. Director of Engineering & Capital Projects * / \ I- Office Coordinator Program Specialist I I / \ ( 1 Assistant Director Capital City Engineer/ GIS Manager Projects Deputy Director Traffic Manager J *Reports to Assistant City Manager **Projects, Engineering, GIS and Traffic reported in their own divisions 223 t ENGINEERING & CAPITAL PROJECTS ADMINISTRATION - 1405 GOALS • • Meet or exceed City Council and citizens' project expectations. • Effectively communicate design requirements to the development community. 11111 • Effectively communicate project information to the public. • Implement& complete projects in a consistent and efficient manner for timely completion within budget. • Develop and maintain the City's Design Criteria Manual, Specifications, Standard Details, and Infrastructure Master Plans • Develop and maintain the City's Five-Year CIP with Finance Department. • Develop, implement, and provide user support for internal and external use GIS solutions. • Develop staff that is highly trained and proficient with the necessary tools to manage complex responsibilities in a professional manner. • Effectively represent the City to its community, State and County partners. • Effectively coordinate infrastructure improvements between City projects, utility and pipeline entities, private development and other governmental entities. FISCAL YEAR 2012 ACCOMPLISHMENTS • Establishment of the combined department. • Transition of the Traffic Division from Public Works to Engineering. • Filled key leadership roles in Engineering and Capital Projects. FISCAL YEAR 2013 OBJECTIVES • Develop a combined department strategic plan. • Complete a comprehensive review of departmental and division standard operating procedures (SOPs). • Complete a task streamlining effort based on SOP reviews. • Develop departmental document management standards. • Initiate projects that received funding from the 2012-1016 Transportation Improvement Program (TIP). 224 ENGINEERING & CAPITAL PROJECTS ADMINISTRATION - 1405 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries &Wages 268,866 Materials&Supplies Equipment Maintenance Miscellaneous Services 4,759 Inventory TOTAL 273,625 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection** Budget Director of Engineering & Capital Projects 1 1 1 Program Specialist 1 1 1 Office Coordinator 1 1 1 TOTAL 3 3 3 "Same as adopted budget, unless where noted. "*Reorganization occurred during FY 2012. Funding paid out of original department and moved for FY 2013. 225 ENGINEERING & CAPITAL PROJECTS . CAPITAL PROJECTS DEPARTMENT — 1440 MISSION STATEMENT The Department will employ sound engineering practices to develop, manage and maintain public infrastructure systems. Assistant Director Capital Projects * Secretary Project Manager(4) Project Coordinator Acquisition Manager *Reports to Director of Engineering& Capital Projects 226 ENGINEERING & CAPITAL PROJECTS CAPITAL PROJECTS DEPARTMENT— 1440 GOALS • Maintain a Project Management staff that is highly trained and proficient with the necessary tools to manage complex projects in a professional manner. • Effectively represent the City to the Community, State, and County partners in any project setting. • Continue to manage project scope, schedule and budget and provide innovative solutions to deliver best value projects within budget and on schedule. • Continue to refine the Project Delivery Model and Pro-Trak system and the City's standard Contract Documents. • Complete land acquisition in an open, equitable, and timely manner. • Provide effective Right of Way coordination to resolve public and private utility conflicts in advance of project construction. • Develop and maintain the City's Five-Year CIP in conjunction with the Finance Department • Effectively communicate project information to the public in a timely manner. FISCAL YEAR 2012 ACCOMPLISHMENTS • Completed construction of the following projects: o Orange Street o Walnut Street o Hillhouse Satellite Service Center o Trail Connectivity Phase I o Project Stars o Adaptive Traffic Signal System o Barry Rose Extension o State Highway 35 Fill Mitigation o State Highway 35 Waterline o Fire Station 6 • Continued or began construction on the following projects: o Dixie Farm Road Street Lighting o Longwood Wastewater Treatment Plant o Barry Rose Wastewater Treatment Plant o Twin Creek Regional Lift Station o Hickory Slough Detention at Max Road o Intelligent Traffic Signal System o Business Center Drive o Cypress Village and Southgate Parks o Cowarts Creek Storm Water Pump Station o Bella Vita Waterline o Broadway Railroad Crossing Quiet Zone • Continued, initiated, or completed design on the following projects: o Bailey Road o Old Alvin Road 20" Inch Waterline o McHard 16" Inch Waterline and Roadway PER o Southdown Wastewater Treatment Plant PER o Hatfield Basin Trunk Sewer o Far Northwest Wastewater Plant Decanter and UV Replacement o Max Road Sports Complex o Shadow Creek Ranch Sports Complex o Westchester Circle Drainage and Sidewalks o Walnut Lift Station o Pearland Parkway Extension o Westside Library o Old PD Renovations 227 i ENGINEERING & CAPITAL PROJECTS CAPITAL PROJECTS DEPARTMENT— 1440 FISCAL YEAR 2012 ACCOMPLISHMENTS (continued) o Hillhouse Annex Phase II o Fite Road Extension o Max Road Improvements o Cullen Landscape FISCAL YEAR 2013 OBJECTIVES • Complete integration of new/revised contract documents. • Review and update, as required, the Project Delivery Model (PDM). • Complete internal cross training on software systems. • Continue the development of departmental project and acquisition management policies. • Complete implementation of the Project Management Software. • Perform additional Construction Management and Inspections Services in-house to fully utilize internal resources. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Average number of active projects being administered 37 30 29 33 Total value of current active projects(millions) $398.4 $349.6 $263.8 $300.0 Percent of Change Orders to Total Contract Value 0.05% 0.05% 0.16% <5% Percent of consultant selection process initiated on schedule 100% 100% 100% 90% Percent of construction projects started on schedule 40% 90% 28% 90% Percent of projects completed on schedule 83% 92% 100% 90% Percent of projects completed within budget 100% 100% 100% 90% Number of property parcels acquired 70 31 33 36 Number of parcels acquired through condemnation 16 12 5 7 Average number of days to acquire a parcel 154 228 239 150 228 ENGINEERING & CAPITAL PROJECTS CAPITAL PROJECTS DEPARTMENT- 1440 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 934,135 899,501 875,163 674,342 Materials&Supplies 5,639 4,978 4,278 4,250 Equipment Maintenance 2,767 25,286 24,711 25,131 Miscellaneous Services 72,148 24,335 19,721 17,793 Inventory 2,127 TOTAL 1,016,816 954,100 923,873 721,516 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Capital Projects Director 1 1 Assistant Projects Director 1 1 1 1 Project Manager 4 4 4 4 Acquisition Manager 1 1 1 1 Program Specialist 1 1 Project Coordinator 2 1 1 1 Office Coordinator 1 1 Secretary 1 1 1 1 TOTAL 12 11 8 8 *Same as adopted budget, unless where noted. Re-organization in 2012. 229 I ENGINEERING & CAPITAL PROJECTS GEOGRAPHICAL INFORMATION SYSTEM (GIS) — 1460 a MISSION STATEMENT The mission of the Geographical Information System (GIS) Department is to coordinate, develop, implement, integrate, support and manage a Citywide Geographic Information System, and ensure efficient delivery of services. GIS Manager* I GIS Technician *Reports to Director of Engineering & Capital Projects 230 ENGINEERING & CAPITAL PROJECTS GEOGRAPHICAL INFORMATION SYSTEM (GIS) — 1460 GOALS • Maintain responsibility for the ongoing process of creating, maintaining and managing the City's digital land information database. • Ensure that the City of Pearland decision-makers have access to geographic information that is complete, timely, accurate, and reliable. • Promote the use of Geographic Information System (GIS) and related technologies to more effectively and efficiently address problems, develop plans, and manage the natural, cultural, economic, and infrastructure resources of the City of Pearland. • Help develop a coordinated approach to a citywide GIS. • Evaluate long-term coordination needs of the GIS user community and direct a strategic plan to facilitate coordination. • Identify and report the function needs of the user community with regard to GIS coordination in the City. • Maintain and provide Citywide interactive maps for all citizens. FISCAL YEAR 2012 ACCOMPLISHMENTS • Added a new MoxLite internet viewer (FLEX version) for basic and faster mapping capabilities—thinner client for public use. • Added Google"Street View" to the MapOptix internet viewer. • Added 3D "Bing Bird's Eye View" for intersections to the MapOptix internet viewer. • Quality control on Land Management(LX Lib) —address data having correct X,Y coordinates. • Linking Brazoria Appraisal Districts recorded plats with subdivision layer in GIS. • Corrected street address ranges used by Dispatchers at the Police Department. FISCAL YEAR 2013 OBJECTIVES • Installation and configuration of new 2008 Server(MS SQL 2008) 64 bit. • Installation and configuration of new 2008 Server(Internet Server) 64 bit. • Setup ArcGIS Server 10.1 64 bit version and ArcSDE on SQL server. • Setup ArcGIS Web Apps 10.1 (MapOptix, MoxLite) and GIS home page on internet server. • Upgrade and train all power users using ArcGIS Desktop. • Configure ArcSDE database ODBC for layer creation and automation of updating feature classes on daily basis. • Train new GIS Technician. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total web page hits 54,780 48,327 43,830 44,000 GIS web page hits per 1,000 population 600 514 451 423 Average number of GIS layers maintained 89 95 98 98 Number of map requests 298 296 183 175 GIS expenditures per capita $2.06 $2.11 $1.71 $2.07 231 I ENGINEERING & CAPITAL PROJECTS GEOGRAPHICAL INFORMATION SYSTEM (GIS) - 1460 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 153,615 154,087 153,881 165,493 Materials& Supplies 1,320 1,134 1,134 1,134 Equipment Maintenance 2,784 1,800 1,800 1,800 Miscellaneous Services 32,406 63,905 63,705 47,200 Capital Outlay 7,995 TOTAL 198,120 220,926 220,520 215,627 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget GIS Manager 1 1 1 1 GIS Technician 1 1 1 1 TOTAL 2 2 2 2 *Same as adopted budget, unless where noted. 232 ENGINEERING & CAPITAL PROJECTS ENGINEERING DEPARTMENT — 1420 VISION STATEMENT The Engineering Department will be prepared to meet the challenges of current and future growth. MISSION STATEMENT The Department will employ sound engineering practices to develop, manage and maintain public infrastructure systems. � 1 City Engineer/ Deputy Di rector* � 1 Admin. Secretary Assistant City Assistant City Traffic Manager** Chief Engineering Engineer Engineer Inspector \ J \ \ J \ J / Engineering Designer Engineering Inspector III (5) Senior Engineering Tech. *Reports to Director of Engineering & Capital Projects **Traffic Operations is reported in its own division 233 ENGINEERING & CAPITAL PROJECTS ENGINEERING DEPARTMENT— 1420 GOALS • Develop a strategic department growth plan that efficiently provides support to our Capital Improvement Program, the Public Works Department, Parks & Recreation Department, and other City departments. • Provide long range planning for traffic operations issues. • Complete Transportation Master Plan. • Assist other departments in managing design and construction phase of capital improvement projects. • Implement a Regional Detention Pond Master Plan and Program. • Reduce reliance on outside consulting firms by providing design and inspection services on various City Capital Improvement Projects. FISCAL YEAR 2012 ACCOMPLISHMENTS • Completed the approval process and the adoption of the City's Hazard Mitigation Action Plan, FEMA. • Developed a Travel Demand Model for the City; updated Traffic Analysis Zone to reflect actual demographics. • Updated City Standard Details and associated Technical Specifications. • Installed Adaptive Traffic Signal control system with Department of Energy grant funds. FISCAL YEAR 2013 OBJECTIVES • Complete the Impact Fee Study update for water and sanitary sewer rates. • Update the Traffic Calming Policy. • Install ITS—Traffic Control System citywide. • Update and maintain the City Ordinances for Speed Limits and School Zones. • Update the Thoroughfare Plan based on alignment studies. • Develop a training program for the infrastructure inspectors. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of plan sets reviewed and approved: Residential, capital projects, commercial 98 105 144 120 Percent reviewed within 30 days 100% 100% 100% 100% Number of TIA's* 9 11 9 14 Percent reviewed within 30 days 94% 88% 100% 100% Average number of days per month to complete reviews (plans/TIA's) 14 14 14 14 Number of subdivisions accepted for operation and maintenance 2 0 11 6 Number of In-House Inspection Services N/A N/A 42 40 Addressing function** 910 710 330 525 *TIA-Traffic Impact Analysis **Addressing function-provide addresses for permit requests, plats that are addressed and entered into the City's system. 234 ENGINEERING & CAPITAL PROJECTS ENGINEERING DEPARTMENT - 1420 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget --------------Salaries&Wages 919,487 740,216 708,020 893,578 Materials&Supplies 4,150 1,500 1,650 6,800 Equipment Maintenance 39,659 40,432 44,402 52,630 Miscellaneous Services 24,762 16,668 21,663 21,768 Sundry Charges 62,218 113,212 107,837 101,116 Capital Outlay 19,155 16,471 43,790 TOTAL 1,050,276 931,183 900,043 1,119,682 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget City Engineer/Deputy Director 1 1 1 1 Deputy City Engineer Assistant City Engineer 2 2 2 2 Chief Engineering Inspector 1 1 1 1 Engineer Designer 1 1 1 1 Senior Engineering Technician 1 1 1 1 Mapping Specialist 1 Engineering Inspector III 4 5 5 5 Engineering Inspector II 1 Administrative Secretary 1 1 1 1 TOTAL 13 12 12 12 *Same as adopted budget, unless where noted. Re-organization during FY 2012. Funding of the Administrative Secretary transferred from Administration, one Engineering Inspector II was reclassified to Engineering Inspector III, and the Deputy City Engineer position was replaced with an Assistant City Engineer. 235 I ENGINEERING & CAPITAL PROJECTS TRAFFIC OPERATIONS & MAINTENANCE DEPARTMENT — 1425 MISSION STATEMENT The mission of the Engineering Traffic Operations & Maintenance Division is to enhance mobility throughout the City through continual evaluation and maintenance of the traffic control infrastructure. Traffic Manager* Traffic Signal Technician Crew Leader / / \ Traffic Signal Trainee Sign Technician (2) *Reports to City Engineer/Deputy Director 236 ENGINEERING & CAPITAL PROJECTS TRAFFIC OPERATIONS & MAINTENANCE DEPARTMENT— 1425 GOALS • Ensure City streets are easily navigable through installation and maintenance of correct signs, striping, and traffic signals. • Evaluate and refine traffic signal timing to improve mobility and reduce congestion. • Develop personnel for leadership roles. • Develop a mind set for safety awareness. • Provide quality customer service in a timely manner. FISCAL YEAR 2012 ACCOMPLISHMENTS • Completed installation of Adaptive Signal System. • Completed construction of Hillhouse Service Center Phase I, Traffic Operations Center. • Completed development of G.P.S. system for tracking and checking reflectivity of City traffic control signs. • Added 6 new intersections (FM 2234) to City maintenance. • Removed unwarranted stop signs (3 locations). FISCAL YEAR 2013 OBJECTIVES • Complete Annual Preventive Maintenance on every signalized intersection. • Complete 20% of G.P.S. and checking reflectivity of City traffic control signs. (5-year program) • Complete the installation of Pre-Emption equipment at 25 signalized intersections. (5-year program) • Continue work on citywide Traffic Signal communication system. • Update the Traffic Calming policy. • Complete replacement and upgrading of 20% of street name signs citywide. (5-year program) • Update the City ordinances for speed limits, school zones, stop signs. • Replace school zone flasher system at two schools. PERFORMANCE MEASURES FY2010 FY2011 FY2012 FY2013 Actual Actual Projection Target Number of traffic signals maintained by City staff(intersections) 22 62 62 82 Number of traffic signal repairs 84 289 702 800 Percent completed by City personnel 56% 51% 98% 98% Percent completed by contractor 44% 12% 0% 1% Percent referred to TxDOT N/A 37% 2% 1% Sign Maintenance(number of signs) 2,049 1,588 1,090 2,000 Number of after-hours call outs-signs N/A N/A 5 25 Number of after-hours call outs-signals N/A N/A 94 200 Number of after-hours call outs-other N/A N/A 1 10 Percent of emergency calls response within 1 hour N/A 100% 99% 100% Percent of non-emergency calls response within 1 day N/A 98% 95% 95% 237 ENGINEERING & CAPITAL PROJECTS TRAFFIC OPERATIONS & MAINTENANCE DEPARTMENT— 1425 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 254,926 294,064 267,125 326,801 Materials& Supplies 136,608 170,414 174,705 167,991 Building Maintenance 94,927 95,000 95,000 85,000 Equipment Maintenance 41,513 30,213 42,230 40,510 Miscellaneous Services 51,457 141,348 91,980 105,059 Inventory 12,844 Capital Outlay 111,632 5,020 5,018 38,760 TOTAL 703,907 736,059 676,058 764,121 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Traffic Manager 1 1 1 1 Crew Leader 1 1 1 1 Traffic Signal Technician 1 1 1 1 Traffic Signal Trainee 1 1 1 1 Sign Technician 2 2 2 2 TOTAL 6 6 6 6 *Same as adopted budget, unless where noted. 238 PARKS & RECREATION VISION STATEMENT To be the leader in providing quality services that connects the community through people, parks and programs. MISSION STATEMENT Pearland Parks & Recreation is dedicated to multiplying the Q4 factor: quality facilities, quality programs, and quality service for your quality of life. Director of Parks & Recreation* / � 1 Administrative Secretary \ J i i i 1 Resource Parks & Buildings Development Assistant Director of Recycling Center Maintenance Manager Parks & Recreation Coordinator Superintendent J \ / r 1 / Customer Service Building Supervisor — Maintenance — Supervisor \ J \ J i \ Recreation Parks Supervisor Superintendent (2) Urban Forester _ J *Reports to Assistant City Manager 239 PARKS & RECREATION EXPENDITURE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY DEPT/DIVISION Actual Budget Projection Budget Administration 652,553 757,714 779,005 940,102 Recreation Center/Natatorium 1,192,737 1,713,512 1,766,539 1,848,836 Westside Events Center 162,805 175,367 187,479 205,571 Medians& ROWs Maintenance 1,002,380 1,025,272 960,377 1,013,194 Parks Maintenance 1,137,396 1,203,680 1,164,253 1,370,319 Custodial Services 365,489 335,608 368,267 387,446 Facilities Maintenance 713,799 774,371 774,105 1,012,836 Recreation Community Center 26,053 Athletics 264,449 344,713 311,067 329,155 Special Events 285,678 316,916 291,854 265,045 Senior Program 230,191 222,828 236,378 208,861 Youth Development 312,747 226,777 183,320 226,123 Aquatics 554,138 108,950 209,591 245,395 Recycling 271,397 201,092 230,979 222,138 PARKS&RECREATION TOTAL 7,171,812 7,406,800 7,463,214 8,275,021 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries&Wages 4,240,276 4,326,627 4,284,276 4,547,303 Materials&Supplies 584,737 562,887 611,869 613,532 Building Maintenance 494,967 520,923 519,582 695,054 Equipment Maintenance 199,815 203,573 237,784 216,260 Miscellaneous Services 1,584,233 1,726,483 1,724,231 2,041,080 Sundry Charges 800 570 800 Inventory 15,303 17,811 Capital Outlay 52,481 65,507 67,091 160,992 PARKS & RECREATION TOTAL 7,171,812 7,406,800 7,463,214 8,275,021 240 PARKS & RECREATION EXPENDITURE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET / \ Parks & Recreation as % of General Fund FY 2013 Operating Expenditures 1 Aquatics, 0.4% Westside Events Ctr,0.4% Recycling,0.4% Senior Program,0.4% Youth Dev., 0.4% Special Events,0.5% Custodial Svcs.,0.7% 14.6% MIIINAthletics, 0.6% Parks Admin., 1.6% Facilities Mtce., 1.8% ;,.. Medians/ROWs Mtce., .4.. l= _ 1.8% Parks Maintenance 2.4% Rec.Ctr./Natatorium, 3.2% FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Administration 7 8 9 9 Recreation Center 25 55 55 55 Westside Events Center 4 3 3 3 Medians and ROW Maintenance* 18 18 15 15 Parks Maintenance** 18 18 16 16 Custodial Services*** 8 8 6 6 Facilities Maintenance 5 6 6 6 Community Center 1 Athletics 5 6 6 6 Special Events 2 1 1 1 Senior Program 4 5 5 5 Youth Development 6 6 5 5 Aquatics 24 1 1 1 Recycling 5 6 6 6 PARKS&RECREATION TOTAL 132 141 134 134 *Three positions in Medians moved to Water/Sewer Fund under Public Works. **Two positions eliminated due to re-organization. ***One Custodian in Custodial Services is funded out of the U of H Fund. 241 ■ PARKS & RECREATION ■ OVERVIEW ■ ■ Pearland Parks and Recreation, in collaboration with the Parks, Recreation and Beautification Board, local and regional partners as well as other City departments, administers a Parks and Recreation Master Plan that provides a comprehensive policy direction to the year 2030 to meet both current and future parks and recreation ■ needs, and in turn, to enhance livability in the community. The Parks and Recreation Department offers leisure classes, athletics and aquatics, special events, youth ■ development programs and camps, senior citizens program, facility and landscape maintenance of all City ■ property, as well as custodial services to all City facilities. The department maintains the Old Settlers' Cemetery, ■ 10 neighborhood parks and 3 larger community parks, varying in size from 0.31 acres to 50 acres. In addition, the department manages a Recreation Center/Natatorium, the Westside Events Center, the Melvin Knapp Senior Center, and the Recycling Center. A Trail Master Plan was adopted by the City Council in 2007, which the department is in the process of developing each year. The following are the available Parks and Recreation facilities: 13 Parks, 2 with Dog Parks 3 Swimming Pools 2 Gymnasiums ■ 3 Activity Buildings 1 Track 8 Tennis Courts 2 Racquetball Courts 4 Softball Fields 4 Multi-Purpose Fields 1 large and 8 small Pavilion 1 Gazebo 2 Fishing Ponds 6 Outdoor Basketball Courts 2 Volleyball Courts 1 Performance Stage ■ 2 Splash Pads 5 Exercise/fitness/weight rooms 1 Recycling Center Key Budget Items for FY 2013 include: ■ ■ • A 5% increase in janitorial supplies and replacement/upgrade of maintenance equipment in Custodial Services Department. • Special Services in Custodial Services include the contractual services for the Recreation Center/Natatorium versus 2 custodial positions. • In Facilities Maintenance, replacement and repairs of HVAC units at the main Library and the Radio/Communications building and A/C air handler replacement-$50,000. • Roof replacement on Parks Maintenance building - $75,000, and landscape repair at City buildings in Facilities Maintenance. • Recreation Center/Natatorium Department for FY 2013 funded for a pool lift for the main pool at the Natatorium and shades or sunscreens for Natatorium. • Recreation Center/Natatorium funded for an ADA automatic door opener for a restroom at the Center. • Budget reduction in the Recycling Center with elimination of acceptance of propane camp cylinders -$5,000 • Medians/ROW's Maintenance includes one replacement vehicle. • Budget reduction in Medians/ROW's overtime, fertilizer and equipment rental at$14,000. • $116,000 budgeted for contracting mowing on Pearland Parkway and Dixie Farm road in Parks Administration. • In Parks Maintenance, renovations, repairs, and replacement equipment funded as follows: o Renovations at two pavilions and 2 shade structures over playground at Centennial Park-$144,000. o Installation of parking and jogging track materials, and installation of a shade cover over picnic area at Woody Park-$31,500. o Renovation/painting of restroom area at Southdown Park. o Additional renovations, repairs and replacement equipment funded in Park Development Fund -$187,923. • Parks Maintenance funded for two replacement vehicles and one new vehicle, one cargo trailer and one double-axle trailer. • Reduction of contract employment for tennis instructors within the Athletics Department for FY 2013. • Ladies and Gents program eliminated in the Special Events Department for FY 2013. • In the Senior Program, 11 monthly dances eliminated for FY 2013. • Parks Administration includes funds for CAPRA Accreditation Team visit. • Reduction of the Bailey Road rental contract amount with PISD in the Youth Development Department. • Funding in Aquatics for the outdoor pool during FY 2013. 242 PARKS & RECREATION GOALS (All Divisions) • Ensure that all parks facilities are maintained efficiently, cost effectively, safely, and in accordance with all standards and codes. • Provide and maintain park land and recreational facilities that meet the present and future recreational needs of the community. • Ensure that recreation programs meet the interests and needs of a variety of ages and abilities by providing and sponsoring programs independently and in cooperation with other community organizations or agencies. • Ensure the success of the organization through the continued development of the staff and department. • Ensure that the administration of the department is effective, well-managed, and customer-friendly. • Exercise fiscal responsibility and prudence in all financial and business transactions. • Provide access to programs and facilities to members within the community. • Pearland Parks& Recreation will work to preserve our natural resources, conserve energy, and protect and enhance our environment. • Maintain strong communication with community residents and other public agencies and private sector organizations. • Maintain strong internal communication within the department as well as with other City staff. • Partner in contributing to the City's economic development by attracting tourists and businesses to Pearland. FISCAL YEAR 2012 ACCOMPLISHMENTS • Received multiple photography awards from Texas Recreation and Parks Society. • A staff member received Part-time Employee of the Year Award from Texas Recreation and Parks Society. • The Director received the Director of the Year Award from Texas Recreation and Parks Society Region IV. • Completed Phase I of the Trail Connectivity Project. • Completed replacement of Centennial Park Playground. • Successfully implemented an Adaptive Recreation Program. • Prepared and opened the outdoor pool within two weeks of receiving the Council directive to reopen the pool. • Our Urban Forester became certified as a Municipal Specialist. • Three staff members passed the Certified Pool Operator Certification. • Established a new outdoor programming courtyard at the Knapp Senior Center. • Hosted 14 Swim Meets, 7 Water Polo Matches/Tournaments, and 6 Diving Meets at the Recreation Center and Natatorium. • Hosted 2012 National Level AAU Junior Olympics Swimming and Diving Meets at the Recreation Center and Natatorium. FISCAL YEAR 2013 OBJECTIVES *Notated in each division. 243 ADMINISTRATION - 3395 L / ■ Director of Parks & Recreation* • \ / 1 Administrative_ Secretary — ■ I / / I 1 / I Resource Development Assistant Director of Manager Parks &Recreation I \ J \ J I I 1 / 1 , I Marketing Specialist Part-time Volunteer Customer Service Coordinator Supervisor / \ / \ / 11111 I I i / 1 I 1 Customer Service Clerk Parks Secretary** (2) \ / \ / "Reports to Assistant City Manager "Position is funded in Parks Maintenance, department 3390 244 ADMINISTRATION — 3395 FISCAL YEAR 2013 OBJECTIVES • Implement a volunteer procedures manual. • Create and implement a sponsorship policy and procedures manual. • Develop relationships with potential sponsors by attending a minimum of one networking event each quarter. • Enhance brand image by creating Brand Standards and implementing across entire department. • Create a more central, integral, and accessible web presence to the public by increasing Facebook fans and Twitter followers by 20% and average 35% monthly returning visitors to the website. • Increase marketing and advertising efforts within special events by running a promotional booth in at least two events. • Ensure the success of the department through continued education, community involvement, and awareness by attending 3 professional courses/webinars. • Obtain CAPRA accreditation. • Investigate alternative options for future outdoor pool operations. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of projects in planning,design or construction stage 4 4 6 7 Number of projects scheduled to be completed 2 0 1 4 Number of projects completed 2 0 1 4 Percent of projects completed on time 100% N/A N/A 100% Number of rental contracts administered2 416 261 218 250 Number of citizen complaints 27 35 17 20 Percent of complaints responded to within 8 hours from receipt 100% 100% 100% 100% Revenues collected (rentals)2 $80,234 $36,598 $33,324 $45,000 Sponsorship revenue collected N/A N/A N/A $41,100 Value of in-kind services N/A N/A N/A $35,000 Donations collected (water bills) N/A N/A N/A $1,200 Number of volunteer hours used N/A N/A N/A 200 Number of website visits N/A N/A 108,150 146,000 Number of unique website visits N/A N/A N/A 40,000 Number of Facebook fans N/A N/A 2,290 2,750 Number of Facebook fans reached N/A N/A N/A 6,072 Number of Twitter followers N/A N/A 99 120 Number of contacts on Parks&Rec email list N/A N/A 2,915 3,500 Percent of Rec Report opens N/A N/A N/A 50% Percent of Rec Report bounces N/A N/A N/A 3% Number of marketing pieces created N/A 62 38 N/A Number of website pages created N/A 40 93 N/A Number of website pages revised N/A 318 316 N/A Number of CityView slides created N/A 33 27 N/A Number of promotional materials reviewed N/A 201 70 N/A Total media relations contacts N/A 129 44 N/A Number of news releases written N/A 22 10 N/A Percent of news releases published N/A 100% 60% N/A Percent of media requests receiving same day response N/A 98% 80% N/A Number of Groupbuilder messages sent N/A 43 33 N/A Number of Facebook messages posted N/A 152 181 N/A 1The number of projects in planning, design or construction stage reflects the maximum during the period reported. 2Effective FY 2011,facility rental includes outdoor rentals at Centennial and Independence Parks only; facility rental contracts for the Centers and Gazebo are reported within the appropriate division. Prior to FY 2011, rental contracts for all divisions were reported in Administration. 245 I ADMINISTRATION - 3395 1 EXPENDITURE AND STAFFING SUMMARY • FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted • EXPENDITURES Actual Budget Projection Budget Salaries&Wages 442,785 465,208 480,013 523,204 ■ Materials&Supplies 28,124 33,354 32,586 37,354 Equipment Maintenance 26,440 21,483 20,914 20,490 Miscellaneous Services 155,204 237,669 245,492 359,054 TOTAL 652,553 757,714 779,005 940,102 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Director of Parks& Recreation 1 1 1 1 Assistant Director of Parks&Recreation 1 1 1 1 Marketing Manager** 1 Resource Development Manager** 1 1 1 Marketing Specialist** 1 1 1 ■ Customer Service Supervisor 1 1 1 1 a Administrative Secretary 1 1 1 1 Customer Service Clerk 2 2 2 2 Part-time Volunteer Coordinator 1 1 TOTAL 7 8 9 9 ■ *Same as adopted budget, unless where noted. **During FY 2012 the Marketing Manager position was re-titled Resource Development Manager and a Recreation Specialist was transferred in from the Special Events department as a Marketing Specialist. A Full-time Recreation Specialist in Youth Development was reduced to Part-time and moved to Administration as a Volunteer Coordinator. I 246 RECREATION CENTER/NATATORIUM — 3340 / Recreation Superintendent* \ J I I I C 1 c \ Aquatics Manager** Recreation Center Manager \ J \ i / \ / \ C. \ Assistant Aquatics Assistant Recreation Adaptive Recreation Manager Center Manager Specialist (Part-time) \ _9 \ J \ \ I \ Head Lifeguard Recreation (2 Part-time) Attendants Kiosk(11 Part-time) \ I J \ J I I 1 / \ ( Lifeguard Lifeguard/Water Recreation Programs Recreation Fitness (19 Part-time) Safety Instructor Specialist Specialist (4 Part-time) J J \ / \ J i \ \ Recreation Attendants Fitness Attendants Kidz Korner (6 Part-time) (6 Part-time) \ J \ *Reports to Assistant Director of Parks& Recreation **Position funded in Aquatics Division, also supervises Seasonal outdoor pool staff 247 I I RECREATION CENTER/NATATORIUM —3340 I FISCAL YEAR 2013 OBJECTIVES • • Incorporate at least one new fitness program/event that targets the Pearland youth and teen populations. ' • Develop and implement a fitness and conditioning camp for youth over the holiday breaks and/or summer. • Provide a health/fitness fair twice a year for patrons/citizens. • Develop a preventive maintenance schedule for the Recreation Center and Natatorium. ' • Increase program offerings. s • Implement at least one adaptive recreation tournament. ♦ Implement quarterly member socials. I • Continue to work on increasing memberships, rentals, and personal training packages. • Develop capital replacement plan for fitness and similar equipment. ■ PERFORMANCE MEASURES • I FY20101 FY2011 FY2012 FY2013 Actual Actual Projection Target Recreation Center: i Average monthly attendance(visits) 5,833 10,029 13,687 13,000 Number of recreation classes offered 11 95 146 105 Class cancellation rate 0% 27% 53% 35% a Net registered for recreation classes 84 244 785 450 Net class registration per 1,000 population 0.9 2.6 8.1 4.3 i Number of rentals 9 68 164 95 Number of memberships sold 1,118 3,044 3,529 3,000 Revenue collected—memberships $247,618 $868,070 $979,784 $894,113 Revenue collected—classes $2,021 $56,336 $63,493 $53,470 Revenue collected-facility rentals $2,182 $74,537 $29,352 $40,000 ' Percent of participants rating classes as good to excellent N/A 89% 90% 90% Percent of citizens rating recreation facilities as satisfactory 85% 87% 88% 90% Number of special events N/A 7 9 9 ' Number of facility tours N/A 832 673 565 i Natatorium: Days of pool operation 55 354 364 364 Number of aquatic classes 21 168 210 185 Net registered in aquatic classes 391 1,257 1,234 1,100 Net registered per class 19 7 6 6 Number of pool rentals 7 55 99 86 Number of special events/meets N/A 36 37 38 Revenues collected $85,520 $82,671 $130,694 $188,000 Percent of cost recovery (Recreation Center and Natatorium)2 95% 91% 81% 63% I 'Data reported for FY 2010 is for 3 months of operation. 2Percent of cost recovery is based on total actual expenditures in department compared to total actual revenues collected for classes, memberships and facility rentals. I 248 1 RECREATION CENTER/NATATORIUM -3340 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 444,440 803,709 845,295 861,272 Materials&Supplies 64,596 125,972 125,341 121,312 Building Maintenance 19,616 39,805 39,805 57,550 Equipment Maintenance 4,925 2,104 3,544 3,541 Miscellaneous Services 646,545 741,922 747,554 805,161 Inventory 3,250 5,000 Capital Outlay 9,365 TOTAL 1,192,737 1,713,512 1,766,539 1,848,836 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING** Actual Budget* Projection Budget Recreation Superintendent 1 1 1 1 Recreation Center Manager 1 1 1 1 Assistant Recreation Center Manager 1 1 1 1 Assistant Aquatics Manager** 1 1 1 1 Recreation Fitness Specialist 1 1 1 1 Recreation Programs Specialist 1 1 1 1 Part-time Recreation Specialist*** 1 1 1 Part-time Recreation Attendant*** 13 13 17 18 Part-time Fitness Attendant 6 6 6 5 Part-time Head Lifeguard*** 2 2 2 Part-time Lifeguard*** 23 19 19 Part-time Lifeguard/Water Safety Instructor** 4 4 4 TOTAL 25 55 55 55 *Same as adopted budget, unless where noted. **During FY 2011, an Assistant Aquatics Manager was added. ***In FY 2012,the outdoor pool at Independence Park was not budgeted for and pool personnel were transferred to the Natatorium. In addition, a part-time Recreation Specialist for the Adaptive Recreation Program transferred from the Community Center, and 4 Part-time Lifeguard positions were replaced with Part-time Recreation Attendant positions. Does not include seasonal camp staff. 249 L WESTSIDE EVENTS CENTER— 3341 r --. Ps Recreation Supervisor* I ill Recreation Attendant Recreation Specialist (Part-time) *Reports to Recreation Superintendent 250 WESTSIDE EVENTS CENTER— 3341 FISCAL YEAR 2013 OBJECTIVES • Westside Events Center will partner with other organizations to offer additional fitness opportunities. • Develop program and educational opportunities for the Dog Park. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Average monthly attendance 1,843 2,381 2,378 3,000 Number of recreation classes offered 166 229 116 125 Class cancellation rate 30% 38% 20% 18% Net registered for recreation classes 816 1,207 1,180 1,200 Net class registration per 1,000 population 9 13 12 12 Revenue collected-classes $86,370 $79,012 $78,259 $74,000 Revenue collected-rentals N/A N/A $45,522 $45,000 Percent of cost recovery* 50% 49% 70% 58% Percent of participants rating classes as good to excellent 99% 99% 99% 100% Percent of citizens rating recreation facilities as satisfactory 100% 100% 100% 100% Number of rental contracts administered N/A 197 228 220 Number of participants for library services** N/A 3,831 4,073 1,000 *Percent of cost recovery is based on total actual expenditures in department compared to total actual revenues collected. **FY 2013 number of library service participants reflects the opening of the Westside Library at a new location anticipated to open January 2013. 251 L WESTSIDE EVENTS CENTER- 3341 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 82,482 95,227 105,292 124,404 Materials&Supplies 6,093 5,581 5,758 5,423 Building Maintenance 882 400 2,200 1,100 Equipment Maintenance 165 200 200 200 Miscellaneous Services 73,183 73,959 74,029 74,444 TOTAL 162,805 175,367 187,479 205,571 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING** Actual Budget* Projection Budget Recreation Supervisor 1 1 1 1 Recreation Specialist*** 1 1 1 U Part-time Recreation Attendant*** 3 1 1 1 TOTAL 4 3 3 3 I *Same as adopted budget, unless where noted. **Does not include seasonal camp staff. ***During FY 2012 two part-time Recreation Attendant positions were transferred to Senior Programs and a Recreation Specialist was transferred in from Senior Programs. • 252 MEDIANS/ROW's MAINTENANCE — 3389 I Park Supervisor* 1 I I \ / I Park Park Park Maintenance Maintenance Maintenance Crew Leader— Crew Leader- Crew Leader— West District ROW Central District Park Park Light Equipment Park Park Maintenance Maintenance Operator(3) Maintenance Maintenance Worker II Worker I (3) Worker II Worker I (3) *Reports to Parks& Buildings Maintenance Superintendent 253 I MEDIANS/ROW's MAINTENANCE —3389 , FISCAL YEAR 2013 OBJECTIVES • Develop and assign levels of care for all landscaped medians, right of ways and City property. • Develop a maintenance management plan for grounds maintenance of City maintained medians. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Right of Ways: Acres of right-of-way maintained&mowed' 245 255 251 255 Percent of right-of-ways mowed within 17-day schedule 75% 95% 77% 100% Acres of detention ponds maintained and mowed 505 505 461 480 Acres of other City property maintained &mowed' 214 214 190 139.79 FEMA Lot Acreage N/A N/A N/A 50.21 Total acreage maintained&mowed' 964 974 902 925 Average number of labor hours per acre 6 8.7 8 8 Median Maintenance: Acres of landscaped medians maintained' 87 103 141 78.65 i Acres of medians contracted for maintenance' N/A 34 75 117.35 1 Percent of medians mowed within 7-day schedule 80% 94% 82% 100% 1 Average number of labor hours per acre 6 7 7 7 Total City acres mowed/maintained2 1,249 1,330 1,380 1,323 Average percent of all jobs completed on schedule2 N/A 97.3% 78.1% 100% I Total number of work orders received3 N/A N/A N/A 130 1 'YTD acres maintained& mowed reflects the maximum during the period reported. WWT maintenance moved to Public I Works mid-year FY12. 2Total City acres mowed/maintained and the average completed on schedule include Parks grounds maintained by both Medians/ROWs and Parks Maintenance Division. i 3Prior to FY13 the total number of work orders were reported in Parks Mtce.,dept. 3390. 254 MEDIANS/ROW's MAINTENANCE — 3389 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 773,613 781,239 697,577 690,519 Materials&Supplies 19,163 23,297 20,904 23,180 Building Maintenance 50,020 49,370 38,470 43,870 Equipment Maintenance 88,173 82,284 111,460 98,786 Miscellaneous Services 61,915 77,175 78,195 132,064 Inventory 3,369 Capital Outlay 6,127 11,907 13,771 24,775 TOTAL 1,002,380 1,025,272 960,377 1,013,194 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Park Supervisor 1 1 1 1 Park Crew Leader* 4 4 3 3 Park Maintenance Worker I** 7 7 6 6 Park Maintenance Worker II 2 2 2 2 Park Light Equipment Operator 4 4 3 3 TOTAL 18 18 15 15 *Same as adopted budget, unless where noted. **During FY 2012 one Crew Leader and two Maintenance Worker I positions were transferred to Public Works to maintain the Water plants, one Maintenance Worker I was moved from Parks Maintenance, and one Light Equipment Operator position was upgraded to Crew Leader and moved to Parks Maintenance, department 3390. 255 I PARKS MAINTENANCE — 3390 I I / \ Parks & Buildings Maintenance Superintendent* I I I Urban Forester _ L \ J ' / \ Park Supervisor ■ \ / a I I I 1 \ I \ • Park Maintenance Park Maintenance Park Maintenance Crew Leader Crew Leader Crew Leader East District Construction Athletics \ / \ J \ / / \ / \ / \ I. Park Maintenance Park Maintenance Park Maintenance Worker II Worker II Worker II \ / \ / \ JllII 1.1 Park Maintenance Park Maintenance — Worker I Worker I (3) J \ (3) J III "Reports to Director of Parks& Recreation Parks Secretary reporting in Administration is funded in department 3390 256 PARKS MAINTENANCE — 3390 FISCAL YEAR 2013 OBJECTIVES • Develop and assign levels of care for all parks, facilities and other property maintained by the City. • Develop a maintenance management plan for grounds of all City maintained property. • Continue to expand upon the park asset/inventory list, to include all items such as turf, playground features, benches, tables, parking, trails etc. within the park system. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Parks Maintenance: Total developed park acres maintained' 139 139 139 143 Acreage of ground maintenance for City facilities' 35 40 70 70 Acres of ground maintenance contracted' N/A 14 32 34 Acreage of other City properties maintained' 24 26 41 18 Total acreage maintained&mowed' 198 219 282 265 Percent of park acreage mowed within 7-day schedule 86% 100% 56% 100% Number of labor hours per acre 8.5 9.4 12.0 9.4 Number of athletic field preps 103 109 127 117 Number of park inspections conducted 36 36 7 150 Percent of Park inspections meeting or exceeding standard2 80% 77% 46 N/A Number of citizen comments received 16 46 79 30 Percent of citizens rating park facilities as satisfactory3 60% 68% N/A N/A Number of special events set-up, removed, staffed 33 30 18 21 Number of work orders received/ 252 249 20 130 Percent of work orders completed within allotted time frame 84% 98% 59% 95% Urban Forestry: Total number of trees on city property' 5,800 6,327 6,157 6,311 Number of trees removed5 5 34 250 120 Number of trees planted 795 531 101 140 'Acres maintained and mowed reflect the maximum during the period reported. 2Target not available for FY 2013, standards are in process of being developed. 3FY 2012 and FY 2013 survey of citizens rating park facilities is not available. 4Prior to FY 2013, work orders for all departments were reported here. Beginning FY 2013, reported in various departments. 5Trees were removed due to drought damage in FY11. The number of trees reflects the maximum during the period reported. 257 o I PARKS MAINTENANCE - 3390 I EXPENDITURE AND STAFFING SUMMARY • FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 831,413 856,299 825,430 886,534 Materials&Supplies 18,989 29,873 29,873 36,300 Building Maintenance 79,182 87,800 85,725 132,100 o Equipment Maintenance 49,689 63,994 59,846 59,169 Miscellaneous Services 121,134 112,114 110,059 119,999 Capital Outlay 36,989 53,600 53,320 136,217 TOTAL 1,137,396 1,203,680 1,164,253 1,370,319 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Parks& Buildings Maintenance Superintendent 1 1 1 1 Park Supervisor 1 1 1 1 Park Crew Leader 2 2 3 3 Park Maintenance Worker I** 9 9 6 6 Park Maintenance Worker II 3 3 3 3 Urban Forester 1 1 1 1 Secretary 1 1 1 1 TOTAL 18 18 16 16 *Same as adopted budget, unless where noted. **During FY 2012 a position was transferred from Medians/ROW's as a Crew Leader,two Parks Maintenance Worker I position were eliminated due to re-organization, and a Parks Maintenance Worker I was moved to department 3389, 1 Medians/ROWs. o III o o o o o le 258 CUSTODIAL SERVICES — 3320 Crew Leader* Custodian (5)** *Reports to Buildings Maintenance Supervisor **100% of one Custodian funded from U of H Fund 259 CUSTODIAL SERVICES — 3320 FISCAL YEAR 2013 OBJECTIVES • Determine required service levels at all City facilities. • Develop a preventive maintenance schedule and capital replacement plan for custodial equipment. • Develop an inspection procedure for after rental cleaning. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Total number of work orders received N/A N/A N/A 24 Number of facilities maintained' 17 18 18 18 Number of sq.ft. maintained by City staff. 393,554 311,607 232,890 104,983 Number of sq.ft. of maintenance contracted N/A N/A 85,900 213,807 Cost per sq.ft. maintained' $1.15 $1.17 $1.49 $1.18 • Number of rental facility clean-ups performed 96 79 112 140 ■ Tons of material recycled from City facilities2 26 24 N/A N/A 'YTD number of facilities and number of sq.ft. maintained reflect the maximum during the period reported. October 2012, City staff maintain 17 of the 18 facilities. The Recreation Center/Natatorium was contracted out during FY12. The • FY13 budget includes contracting additional maintenance/facilities, resulting three buildings maintained by a reduced City staff. 2Beginning in FY 2012, material recycled from City facilities is now picked up and reported by Waste Management in the • Solid Waste Department. • • • • I 260 CUSTODIAL SERVICES - 3320 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 281,283 258,981 242,216 213,601 Materials& Supplies 63,482 45,900 63,890 74,965 Building Maintenance 474 100 10 Equipment Maintenance 5,541 6,727 7,040 6,816 Budget Projection Variance TOTAL 365,489 335,608 368,267 387,446 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Custodial Crew Leader 1 1 1 1 Custodian** 7 7 5 5 TOTAL 8 8 6 6 *Same as adopted budget, unless where noted. **One Custodian is funded in U of H fund. FY 2012 two vacant Custodian positions eliminated to accommodate contracted services. 261 FACILITIES MAINTENANCE — 3321 Building Maintenance Supervisor* \ I I Building Maintenance Building Maintenance Building Maintenance Building Maintenance Technician Technician Technician Electrician Helper(2) Aquatics ■ *Reports to Parks& Buildings Maintenance Superintendent ID 11111 II 262 FACILITIES MAINTENANCE — 3321 FISCAL YEAR 2013 OBJECTIVES • Continue preventive maintenance plan development. • Achieve IFMA Certification as a Facility Manager Professional. • Continue to develop Capital Replacement Plan. • Continue to streamline work order process. • Implement a building audit process. • Develop Preventative maintenance schedule for facilities. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of facilities maintained' 17 22 29 29 Number of sq.ft. maintained N/A N/A 349,720 349,720 Number of work orders received 317 327 1,159 1,022 Number of work orders outsourced 107 73 85 85 Percent of work orders outsourced 32% 22% 7% 7% Percent of routine work orders completed within the requested completion date2 86% 89% 86% 95% 1The number of facilities maintained reflects the maximum during the period reported. 2Revised from 3 days to requested date of completion beginning FY 2012. • 263 I I FACILITIES MAINTENANCE -3321 I EXPENDITURE AND STAFFING SUMMARY ■ a FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ■ EXPENDITURES Actual Budget Projection Budget Salaries&Wages 220,550 234,692 225,223 333,943 Materials&Supplies 3,874 11,550 16,550 13,780 ' Building Maintenance 297,062 333,418 317,568 448,000 • Equipment Maintenance 13,620 12,270 14,553 14,627 Miscellaneous Services 178,688 182,441 195,402 202,486 Inventory 5 4,809 ' TOTAL 713,799 774,371 774,105 1,012,836 ■ I FY 2012 FY 2012 FY 2013 ' FY 2011 Amended Year End Adopted ■ STAFFING Actual Budget* Projection Budget Building Maintenance Supervisor 1 1 1 1 ■ Building Maintenance Technician 1 1 • Building/Aquatic Maintenance Technician 1 1 1 1 Building Maintenance Technician—HVAC 1 m Building Maintenance Technician- Electrician** 1 1 1 1 Building Maintenance Helper** 2 2 2 2 • TOTAL 5 6 6 6 I *Same as adopted budget, unless where noted. ■ **During FY 2012,a Building Maintenance Technician- Electrician position replaced a Building Maintenance Helper position, and the Building Maintenance Technician—HVAC position was replaced with a Building ' Maintenance Technician. • I I I I I I I I I I 264 COMMUNITY CENTER— 3391 EXPENDITURE AND STAFFING SUMMARY Department eliminated in FY 2012. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 19,684 Materials&Supplies 1,063 Equipment Maintenance 108 Miscellaneous Services 5,198 TOTAL 26,053 0 0 0 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING** Actual Budget* Projection Budget Part-Time Recreation Specialist*** 1 TOTAL 1 0 0 0 *Same as adopted budget, unless where noted. **Does not include seasonal camp staff. ***FY 2012 the Part-time Recreation Specialist for the Adaptive Recreation Program was transferred to the Recreation Center/Natatorium. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Average monthly attendance 2,022 670 N/A N/A Number of recreation classes offered' 130 28 N/A N/A Class cancellation rate 33% 8% N/A N/A Net registered for recreation classes 1,098 265 N/A N/A Net class registration per 1,000 population 12 3 N/A N/A Revenue collected $82,063 $28,216 N/A N/A Revenue collected-facility rentals (Center&Gazebo) N/A $29,579 N/A N/A Percent of cost recovery2 65% 67% N/A N/A Percent of participants rating classes as good to excellent 99% 98% N/A N/A Percent of citizens rating recreation facilities as satisfactory 100% 98% N/A N/A Number of rental contracts administered N/A 88 N/A N/A 'Classes moved to the Recreation Center FY 2012. 2Percent of cost recovery is based on total actual expenditures in department compared to total actual revenues collected. 265 f ATHLETICS DEPARTMENT - 3392 I I I / \ I I Athletic Coordinator* JEl Assistant Athletic Ballfield Attendant Coordinator (4 Part-time) *Reports to Recreation Superintendent 266 ATHLETICS DEPARTMENT— 3392 FISCAL YEAR 2013 OBJECTIVES • Partner with outside sports organizations and individuals to provide instructional training and development for youth sports programs. • Host TAAF Regional and State Adult Softball and Kickball Tournament. • Implement Athletic programs for adults 45 and over. • Identify user groups for future usage of sports complexes. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of teams participating in softball league 215 182 156 180 Number of teams participating in adult basketball league 58 54 52 60 Number of teams in adult co-ed volleyball league 12 16 8 14 Number of teams participating in adult kickball N/A 33 24 34 Number of participants in Youth flag football' 294 188 80 140 Number of participants in Youth basketball league 695 376 272 325 Number of tennis classes2 76 50 14 75 Number of participants in tennis classes2 616 242 60 150 Number of softball tournaments 9 11 2 10 Number of softball tournament participants from outside zipcode 453 1,550 210 1,000 Total participants in athletics activities, excluding teams and participants from outside zipcode areas 1,605 806 412 620 Number of days fields rented N/A 14 1 10 Number of rentals N/A 13 1 10 Revenues $119,387 $126,315 $104,060 $115,000 'Flag football was reduced from two seasons to one season in FY 2012 due to declining registration. 2In FY12,tennis classes began late in the season and were interrupted due to difficulties finding an instructor. Classes are expected to resume in FY13. 267 I I ATHLETICS DEPARTMENT — 3392I EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted i EXPENDITURES Actual Budget Projection Budget Salaries&Wages 153,265 165,761 167,676 174,264 Materials&Supplies 59,836 61,876 62,554 51,481le Building Maintenance 1,993 3,134 3,090 3,134 Equipment Maintenance 374 517 300 Miscellaneous Services 48,981 113,425 77,447 100,276 IIII TOTAL 264,449 344,713 311,067 329,155 - ID FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Athletic Coordinator 1 1 1 1 Assistant Athletic Coordinator 1 1 1 1 Part-Time Ball Field Attendant 3 4 4 4 TOTAL 5 6 6 6 *Same as adopted budget, unless where noted. 268 SPECIAL EVENTS - 3393 I Special Events Coordinator* J *Reports to Resource Development Manager 269 SPECIAL EVENTS — 3393 FISCAL YEAR 2013 OBJECTIVES • • Attract tourists to Pearland for City sponsored events by advertising with organizations that have the ability to promote our events to their members (United Way, Boy Scouts, etc.), advertising on vendor websites (entertainers, veterinarians, event sponsors, running clubs, and pet related sites), research additional internet advertising opportunities. • • Create an inventory of Special Event Equipment. • Work with Pup Squad to create a partnership for Paws in the Park that will improve the quality of the event for the community and will reduce the City resources required to host the event. ' PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of special events held (days) 24 21 22 21 Number of event participants 47,553 58,556 59,728 55,000 Number of visitors (outside 77581/584 zipcodes) 15,625 6,919 7,196 7,000 Revenues collected $30,826 $49,556 $47,875 $40,337 Percent of cost recovery' 10% 17% 17% 15% Value of in-kind services2 $29,245 $48,214 $39,213 N/A Total Sponsorship dollars collected2 N/A $51,175 $72,149 N/A 'Percent of cost recovery is based on total actual expenditures in department compared to total actual revenues collected. 2Beginning FY 2013,these measures moved to Parks Administration, 3395, for Resource Development. I 270 SPECIAL EVENTS - 3393 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 114,656 144,800 115,659 93,419 Materials&Supplies 148,113 147,652 155,240 146,260 Equipment Maintenance 888 1,375 1,117 1,125 Miscellaneous Services 22,021 23,089 18,836 24,241 Inventory 1,002 TOTAL 285,678 316,916 291,854 265,045 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Special Events Coordinator 1 1 1 1 Recreation Center Specialist** 1 TOTAL 2 1 1 1 *Same as adopted budget, unless where noted. **During FY 2012 the Recreation Center Specialist position was transferred to the Parks Administration department. 271 1• I SENIOR PROGRAM — 3394 ■ Senior Center Coordinator* • Senior Center Shuttle Recreation Attendant Bus Driver (3 Part-time) *Reports to Recreation Superintendent 272 SENIOR PROGRAM — 3394 FISCAL YEAR 2013 OBJECTIVES • Research life-long learning opportunities and classes with Alvin Community College and University of Houston Clearlake-Pearland Campus and create a list of needs for implementation. • Explore alternative, holistic health lifestyle classes and implement those into the monthly special events calendar. • Research evidence based-A Matter of Balance program for possible implementation. • Explore resources for nutrition and diet classes to help control diabetes and high blood pressure. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Average programs participants per month 2,315 2,283 2,560 2,300 Average monthly attendance 2,126 2,131 2,314 2,350 Average monthly attendance per 1,000 population 23 23 25 23 Number of transports' 331 331 320 350 Number of people transported 2,624 2,624 2,181 2,400 Revenues collected $6,315 $6,315 $6,356 $6,075 Percent of cost recovery2 3% 3% 3% 1% Total Sponsorship dollars collected N/A N/A $1,825 $2,500 Value of in-kind services N/A N/A $6,525 $7,000 'Number of transports includes Senior trips,transportation to doctors, shopping, etc. 2Percent of cost recovery is based on total actual expenditures in department compared to total actual revenues collected. 273 SENIOR PROGRAM - 3394 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013111. FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 168,918 157,435 162,734 148,520 Materials& Supplies 23,627 18,250 26,954 16,515 le Equipment Maintenance 5,166 6,998 12,155 5,841 ■ Miscellaneous Services 32,480 40,145 34,535 37,985 TOTAL 230,191 222,828 236,378 208,861 I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Senior Center Program Coordinator 1 1 1 1 . Recreation Specialist** 1 Senior Center Bus Driver 1 1 1 1 i Part-time Recreation Attendant** 1 3 3 3 TOTAL 4 5 5 5 i *Same as adopted budget, unless where noted. """During FY 2012 the Recreation Specialist was transferred to the Westside Events Center and two part-time Recreation Attendant positions were transferred in from the Westside Events Center. 274 (.YOUTH DEVELOPMENT— 3396 Youth Development Coordinator* 1 1 Recreation Attendant Camp Coordinator (4 Part-time) (Seasonal) / 1 Camp Counselors (Seasonal) \ J 'Reports to Recreation Superintendent 275 YOUTH DEVELOPMENT— 3396 FISCAL YEAR 2013 OBJECTIVES • Increase the Youth Action Council's (YAC) service project tasks to contribute to the beautification of our parks and reduce staff labor within parks. ■ • Develop a wide range of service projects for Camp Mahalo campers' involvement to allow campers the opportunity to learn the different possibilities available to give back to the community. • Facilitate community input meeting that will evaluate the recreational needs of the community. ■ • Obtain a 60% camp registration retention. PERFORMANCE MEASURES I FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Average monthly attendance 1,080 905 601 700;2,200 Number of camps offered 10 25 26 28 Percent of participants rating camps as satisfactory and above N/A 99% 99% 99% Class(camp) cancellation rate 0% 0% 0% 0% u Net registered for camp 1,156 1,489 1,295 1,480 Net camp registration per 1,000 population 13 15.8 13.3 14.1 Revenue collected $165,681 $163,751 $157,827 $155,000 Percent of cost recovery2 62% 53% 90% 70% Percent of participants rating classes as good to excellent 99% 98% N/A 99% Percent of citizens rating recreation facilities as satisfactory 97% 98% N/A 99% Number of classes offered3 2 57 5 4 Afterschool Program:3 Net registered for afterschool program 70 169 N/A N/A Net afterschool program registration per 1,000 population 0.8 1.8 N/A N/A 'Beginning FY 2013 first number reported reflects average monthly attendance for all 12 months;the 2nd number reflects the average monthly attendance of program operated from Bailey Campus from June through August. 2Percent of cost recovery is based on total actual expenditures in department compared to total actual revenues collected. 3Beginning FY 2012,the Afterschool Program was eliminated. 276 YOUTH DEVELOPMENT- 3396 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 191,597 162,088 137,614 180,127 Materials&Supplies 41,622 36,314 36,564 36,314 Building Maintenance 403 300 300 Equipment Maintenance 70 785 150 150 Miscellaneous Services 78,955 27,290 8,992 9,232 Inventory 100 TOTAL 312,747 226,777 183,320 226,123 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING** Actual Budget" Projection Budget Youth Development Coordinator 1 1 1 1 Recreation Specialist*** 1 1 Part-time Recreation Attendant 4 4 4 4 TOTAL 6 6 5 5 "Same as adopted budget, unless where noted. **Does not include seasonal and camp staffing. ***During FY 2012 the Full-Time Recreation Specialist was reduced to Part-Time and moved to Administration as a Part-Time Volunteer Coordinator position. 277 AQUATICS — 3397 I Aquatics Manager* Seasonal Pool Staff *Reports to Recreation Superintendent, also supervises pool staff at Natatorium i as well as the Assistant Aquatics Manager I 278 AQUATICS — 3397 FISCAL YEAR 2013 OBJECTIVES • Expand Learn to Swim Program utilizing contract services. • Market pool option to the general public to help increase usage. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Independence Park(outdoor) Pool: Days of pool operation' 78 85 64 89 Number of attendees(public swim)' 18,843 15,596 7,951 17,500 Number of attendees per 1,000 population 206 166 82 168 Percent change in pool attendance -40% 180% -126% 232% Number of aquatic classes2 214 804 N/A N/A Net registered in aquatic classes2 1,155 4 N/A N/A Number of pool rentals 26 28 24 28 Revenues collected2 $9,326 $67,391 $23,663 $154,906 Percent of cost recovery-Aquatics2 3% 12% 13% 31 'In FY 2012, the outdoor pool was closed and not funded in the original budget, but was re-opened later in the year. 2Numbers reported for FY 2012 are for 2.5 months of operation. Swim lessons were contracted to a third party.This action reduces anticipated revenue total. FY 2013 Revenues include Learn-To-Swim fees not previously included in this department. 279 AQUATICS - 3397 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 383,333 65,435 123,980 173,438 Materials&Supplies 84,875 9,474 21,233 35,051 • Building Maintenance 45,335 6,596 32,714 9,000 • Equipment Maintenance 1,050 Miscellaneous Services 30,966 27,445 24,664 27,906 Inventory 8,579 7,000 TOTAL 554,138 108,950 209,591 245,395 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted • STAFFING** Actual Budget* Projection Budget Aquatics Manager 1 1 1 1 • Part-time Head Lifeguard, Recreation Center 1 • Part-time Lifeguards, Recreation Center 14 • Part-time Water Safety Instructors, Recreation Center 2 TOTAL 18 1 1 1 *Same as adopted budget, unless where noted. **Does not include seasonal staffing. ***FY 2012,the outdoor pool at Independence Park was originally closed and pool personnel were transferred to the Natatorium. During the year, the pool was re-opened. • • • • • • 280 RECYCLING CENTER — 3351 I Recycling Center Coordinator" i I I Recycling Center Recycling Center Recycling Center Attendant Technician Technician (3 Part-time) (Part-time) *Reports to Director of Parks& Recreation 281 RECYCLING CENTER— 3351 •FISCAL YEAR 2013 OBJECTIVES ■ • Work with Better World Books for their book exchange program. • Work with KPB to educate the public about recycling opportunities. • Continue to work with At Your Door. • Continue working with the Waste Management recycling division. ' I PERFORMANCE MEASURES I FY 2010 FY 2011 FY 2012 FY 2013 ■ Actual Actual Projection Target Number of customer drop offs 23,766 23,376 23,664 25,000 ' Tons of material recycled 596 617 682 600 ■ Tons per customer 0.025 0.026 0.029 0.024 • Lbs. per customer 56 59 65 54 Gross Revenues $46,928 $55,218 $77,289 $44,000 Customers per 1,000 population 260 248 244 240III Tons recycled per 1,000 population 6.53 6.56 7.02 5.76 Number of fluorescent bulbs recycled 1,345 3,656 5,572 5,000 ■ Recycling revenue per 1,000 population $514.27 $586.80 $795.97 $422.67 282 RECYCLING CENTER- 3351 EXPENDITURE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries&Wages 132,257 135,753 155,567 144,058 Materials&Supplies 21,280 13,794 14,422 15,597 Equipment Maintenance 3,606 4,836 6,505 5,515 Miscellaneous Services* 114,254 45,909 53,915 56,168 Sundry Charges 800 570 800 TOTAL 271,397 201,092 230,979 222,138 *New Solid Waste contract included At Your Door HHW pick-up reducing disposal costs. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Recycling Center Coordinator 1 1 1 1 Recycle Center Technician 1 1 1 1 Part-Time Recycle Center Technician 1 1 1 1 Part-Time Recycling Center Attendant 2 3 3 3 TOTAL 5 6 6 6 *Same as adopted budget, unless where noted. 283 THIS PAGE INTENTIONALLY LEFT BLANK 284 WATER & SEWER FUND - 30 SUMMARY OF REVENUES, EXPENSES AND ENDING BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Water & Sewer Fund is an enterprise fund that accounts for water and sewer system operations. The fund is operated in a manner similar to private business enterprises, where costs of providing the services to the public are financed primarily through user charges. The City provides water and sewer service to approximately 36,500 residential and commercial customers. Water & Sewer revenues provide 86% of the total revenue generated in the Water & Sewer Fund. As such, the City of Pearland continually monitors and evaluates the need to adjust water and sewer rates in order to ensure that the fund is self-supporting, that infrastructure rehabilitation is adequate, and that all bond covenants are in compliance. The fiscal year 2013 budget does not require a water or sewer rate increase to meet the needs of the system. FY 2012 FY 2012 FY 2013 FY 2011 AMENDED YEAR END ADOPTED ACTUAL BUDGET PROJECTION BUDGET REVENUES SALE OF WATER $16,529,741 $14,448,224 $14,746,916 $15,608,292 SEWER REVENUES 10,404,075 10,496,337 10,798,486 11,383,009 OTHER SERVICE CHARGES 1,343,263 1,350,294 1,395,794 1,488,334 INTEREST INCOME 58,870 23,577 42,000 40,000 OTHER MISCELLANEOUS INCOME 215,223 212,574 322,167 208,321 GRANT 348,000 348,000 TRANSFERS IN 2,473,892 2,606,773 2,606,773 2,499,500 BOND/LEASE PROCEEDS 152,800 TOTAL 31,177,864 29,485,779 30,260,136 31,227,456 EXPENSES PUBLIC WORKS LIFT STATIONS 897,489 1,077,115 1,127,577 970,298 WASTEWATER TREATMENT 3,506,662 3,468,700 3,318,340 3,705,030 WATER PRODUCTION 5,957,150 6,482,722 6,988,484 6,995,463 DISTRIBUTION &COLLECTION 1,836,657 1,728,066 1,997,252 2,216,757 CONSTRUCTION 1,333,772 922,901 921,213 1,184,839 GIS 141,263 255,393 234,129 269,683 W&S BILLING&COLLECTIONS 1,927,245 2,097,363 2,466,936 2,220,076 OTHER REQUIREMENTS 14,428,496 16,946,698 16,538,819 13,494,150 TOTAL 30,028,734 32,978,958 33,592,750 31,056,296 REVENUES OVER/(UNDER) EXPENSES 1,149,130 (3,493,179) (3,332,614) 171,160 Beginning Cash Equivalents 12,598,528 13,747,658 13,747,658 10,415,044 Reserve for Debt Service 536,050 363,298 892,251 1,332,548 Ending Cash Equivalents $13,211,608 $9,891,181 $9,522,793 $9,253,656 Bond Coverage- 1.4 1.40 1.57 Cash Reserve Ratio-25% 28% 30% 285 WATER & SEWER FUND REVENUE & EXPENSE SUMMARY FY 2013 ADOPTED BUDGET Fiscal Year 2011-2012 Projected revenues of$30,260,136 are $774,357, or 2.6%, more than planned and $917,728, or 2.9%, less than the fiscal year 2011 actual of $31,177,864. The fiscal year 2011 higher revenue was the result of dry and hot weather that was outside of normal weather conditions. The original fiscal year 2012 budget for water and sewer charges were 5.5% lower than 2011. The 2012 projection is the result of higher consumption for water and sewer services, as well as the continued, but moderate, residential and commercial growth in the community. Fiscal year 2012 expenses are anticipated to be $33,592,750. Expenses are anticipated to be over the amended budget by $613,792 and $3,564,016 over fiscal year 2011. Expenses over budget for fiscal year 2012 are mainly due to the purchase of replacement water meters, as a result of the annexation of MUD #4 on December 31, 2012, and the purchase of water due to higher water usage while one water well was down for maintenance. However, the projected increase in revenue more than offsets the overage by $160,565. The increase over fiscal year 2011 is mainly due to an additional $2 million in transfers for capital projects pay-as-you-go, increase in cost for the purchase of water ($691 thousand), the purchase of replacement water meters ($266 thousand), as well as maintenance and repair costs to lift stations. Ending balance at 9/30/12 is estimated to be $9,522,793, with a 28% cash reserve ratio and a bond coverage of 1.40. Fiscal Year 2012-2013 Fiscal year 2013 revenues total $31,227,456, a $967,320 increase from fiscal year 2012 projections and a $1,741,677 increase from the 2012 amended budget. Water& Sewer charges increased by $1.4 million, or 5.6%, over 2012 projections. This is mainly attributable to the annexation of Brazoria County MUD #4 on December 31, 2012, with the addition of 1,403 connections. The annexation accounts for approximately $750,000 of the increase, with the remaining from residential and commercial growth of 1,042 connections. Excluding non- recurring grant proceeds in 2012, revenues are actually $1,315,320 higher than fiscal year 2012 projections. Fiscal year 2013 expenses total $31,056,296 and include water/sewer annual debt service payments of $10.1 million. Expenses are $2,536,454, or 7.5%, lower than the fiscal year 2012 projections and are $1,922,662, or 5.8%, lower than the amended budget. The major decrease from the fiscal year 2012 projection is seen in transfers to capital funds for pay-as-you-go water and sewer related projects, lower by $3.6 million, offset by increase in debt service of$412,125 for new 2012 bond issuance. Enhancements to the budget total $1.4 million, $373 thousand recurring and $982 thousand non-recurring, and include funding for one Water & Sewer Maintenance Worker ($39,246), one GPS Field Technician, including vehicle ($64,323), six replacement vehicles ($195,860), a replacement dump truck ($48,485), articulating loader ($114,553), sand filter repair and replacement at Far Northwest WWTP ($150,000), sandblast and paint 10 water plants ($67,200), refurbish bolted steel ground storage tank ($74,750), 3% average merit pay ($113,236), and 25 auto flushers ($68,350). Also included is$220,647 in expenses related to annexation of MUD#4. Available ending balance at 9/30/2013 is expected to be $9,253,656. Revenues exceed expenses by $171,160. Bond coverage is 1.57 and cash reserves are 30%. • Ell • 286 WATER & SEWER FUND REVENUE FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 AMENDED YEAR END ADOPTED ACCOUNT NUMBER REVENUE CATEGORY ACTUAL BUDGET PROJECTION BUDGET 030-0000-353.04-02 Water Sales 16,529,741 14,448,224 14,746,916 15,608,292 030-0000-353.04-03 Sewer Charges 10,404,075 10,496,337 10,798,486 11,383,009 030-0000-353.04-04 Sanitation Billing Fee 325,733 330,194 332,379 365,606 030-0000-353.04-07 Connection Fee 128,087 120,000 135,000 135,000 030-0000-353.04-09 Water Tap Fee 309,012 370,100 390,000 435,775 030-0000-353.04-10 Sewer Tap Fee 11,679 15,000 10,000 10,854 030-0000-353.04-11 Late Payment Fee 432,072 360,000 437,000 445,000 030-0000-353.04-12 Meter Set Fee 1,950 1,500 1,325 1,800 030-0000-353.04-13 Curb Stop Replacement Fee 162 1,000 162 324 030-0000-353-04-14 Reconnect Fee 112,801 130,000 57,353 60,000 030-0000-353-04-15 Grease Trap Fee 20,892 21,500 30,575 31,875 030-0000-353-04-99 Miscellaneous 875 1,000 2,000 2,100 *CHARGES FOR SERVICE 28,277,079 26,294,855 26,941,196 28,479,635 030-0000-356.00-00 Interest Income 42,503 23,577 42,000 40,000 030-0000-356.04-00 Certificate of Deposit 1,323 030-0000-356.06-00 Unrealized Capital Gain 15,044 *INTEREST 58,870 23,577 42,000 40,000 030-0000-357-01-00 Federal 348,000 348,000 *GRANT 348,000 348,000 030-0000-358.12-00 NSF Fees 7,475 6,000 9,100 9,400 030-0000-358.15-00 Sale of Property 7,719 328 15,070 030-0000-358.16-00 Cash Over/Short 030-0000-358.45-00 Insurance Reimbursements 030-0000-358.98-00 Reimbursements 139,251 139,127 139,407 34,852 030-0000-358.99-00 Miscellaneous 60,778 67,447 173,332 148,999 *MISCELLANEOUS 215,223 212,574 322,167 208,321 030-0000-359.11-00 From Fund 42 1,464,847 1,506,740 1,506,740 1,544,226 030-0000-359.12-00 From Fund 44 837,626 877,222 877,222 736,313 030-0000-359.21-00 From Fund 64 1,679 030-0000-359.99-00 From Fund 10 169,740 222,811 222,811 218,961 *INTERFUND TRANSFERS 2,473,892 2,606,773 2,606,773 2,499,500 030-0000-360.03-00 Capital Lease Proceeds 152,800 *OTHER FINANCING SOURCES 152,800 TOTAL $31,177,864 $29,485,779 $30,260,136 $31,227,456 287 a WATER & SEWER FUND r EXPENSE AND STAFFING SUMMARY FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES BY DEPT/DIVISION Actual Budget Projection Budget Lift Stations 897,489 1,077,115 1,127,577 970,298 Wastewater Treatment 3,506,662 3,468,700 3,318,340 3,705,030 1 Water Production 5,957,150 6,482,722 6,988,484 6,995,463 Distribution &Collection 1,836,657 1,728,066 1,997,252 2,216,757 Construction 1,333,772 922,901 921,213 1,184,839 GIS 141,263 255,393 234,129 269,683 W&S Billing&Collections 1,927,245 2,097,363 2,466,936 2,220,076 Other Requirements 14,428,496 16,946,698 16,538,819 13,494,150 WATER&SEWER DEPT TOTAL 30,028,734 32,978,958 33,592,750 31,056,296 a FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES BY CATEGORY Actual Budget Projection Budget 1 Salaries&Wages 4,601,377 4,736,182 4,914,374 5,269,382 Materials&Supplies 5,113,055 5,528,193 6,596,802 5,843,484 Building Maintenance 49,198 61,350 33,850 140,478 Equipment Maintenance 1,125,432 1,349,076 1,514,569 1,390,456 1 Miscellaneous Services 4,104,041 4,362,870 3,806,322 4,335,098 Inventory 22,011 25,400 27,819 82,198 Transfers/Other Charges 14,259,720 16,614,082 16,287,501 13,399,791 I Capital Outlay 753,900 301,805 411,513 595,409 WATER&SEWER DEPT TOTAL 30,028,734 32,978,958 33,592,750 31,056,296 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget" Projection Budget Lift Stations 6 6 9 9 Wastewater Treatment 14.75 14.75 14.75 14.75 Water Production 10 12 12 12 Distribution&Collection 23.5 23.5 26.5 27.5 Construction 12.25 13 13 13 GIS 2.25 3 3 4 W&S Billing&Collections 20 21 21 21 Other Requirements WATER&SEWER DEPT TOTAL 88.75 93.25 99.25 101.25 1: *Same as adopted budget, unless where noted. Increase in staffing for 2012 projection includes three personnel for operating Brazoria County MUD#4, and three reallocated from Parks Maintenance. 288 PUBLIC WORKS VISION STATEMENT The Public Works Departments will work in partnership with all City departments to identify and meet the current and future needs of our community through applied knowledge, by offering professional expertise, supporting City Council goals, providing quality workmanship, developing future leaders, with a dedication to customer service. MISSION STATEMENT The mission of the Public Works Department is to provide quick, professional, quality, cost-effective service to all customers within our community: Residents, Businesses, and City Staff. / \ Director of Public Works" \ / \ Administrative Secretary GIS Specialist i Assistant Director of Public Works ( Office Coordinator _ � J / \ Customer Service Clerk (3) J Water&Sewer Water Production Wastewater Streets& Drainage Fleet Manager Maintenance Superintendent Treatment Superintendent Superintendent Superintendent "Reports to Assistant City Manager 289 I PUBLIC WORKS OVERVIEW The Public Works divisions maintain the City streets, drainage and water and sewer systems. There are a total of nine divisions managed by Public Works Administration, six of which are funded from the Water & Sewer Fund . and three from the General Fund. The six divisions that are in the Water & Sewer Fund include Lift Stations, Wastewater Treatment, Water Production, W&S Distribution and Collection, W&S Construction and Public Works GIS. The divisions funded in the Water& Sewer Fund manage the following: Water 15 ground storage water tanks 6 elevated water towers and 11 wells 469 miles of water main 36,500 water connections 11.8 million gallons avg. produced daily 1.3 billion gallons purchased annually 21.8 million gallons maximum daily 2.9 billion gallons produced annually Wastewater Treatment/Sewer • 5 treatment plants 75 lift stations 8.9 million avg. gallons treated daily 47.1 million gallons capacity 400 miles sewer mains In addition to managing the above, the Lift Station division oversees the odor control operation and provides troubleshooting and programming to the SCADA system for this division. The Wastewater Treatment division provides sludge disposal services, laboratory testing, compliance documentation and reporting to maintain compliance with TCEQ regulations, and general plant maintenance and repairs. Water Production provides laboratory testing of water, collects water samples and submits reports to maintain compliance with TCEQ regulations, responds to residents' calls for services, and maintains water plant operations and maintenance. W&S Distribution and Collection conducts water and sewer repairs, sewer line inspections and preventive maintenance, as well as meter and ROW inspections, locates lines and responds to emergencies and residents' calls. The W&S Construction division repairs concrete after water and sewer repairs, repairs concrete for trip hazards and ADA compliance, installs water and sewer lines, manages sidewalk installation and provides assistance on City projects as needed. The GIS division creates and maintains GIS layers, creates maps on demand, acquires GPS points, integrates data points into the GIS system, and provides assistance to those wanting to build within the City. Key Budget Items for FY 2013 Include: • Lift Stations funded for a control panel replacement • Two replacement vehicles and two mower replacements for Lift Station personnel • Sand filter repair and rehabilitation at Far Northwest Wastewater Treatment Plant • Permit renewals at four wastewater treatment plants • Surge basin bypass valves and replacement of valve actuators at JHEC (John Hargrove Environmental Center), formerly named SWEC wastewater plant • Twenty-five auto flushers for Water Production Division • Sandblast and paint ten water plants and refurbish steel bolted ground storage tank at Green Tee • One replacement vehicle for Water Production personnel • Chemical injection pumps and tanks • Security gates at water facilities • Two replacement vehicles in the Distribution & Collection Division • A sewer jetting unit to allow for the running of two cleaning operations during maintenance funded in the Distribution & Collection Department • Replacement of valve/vacuum machine • Replacement of one small dump truck, one vehicle replacement, and a concrete mixer in the W&S Construction Department Division • An articulating loader for the Construction Division • One new GPS Field Technician with vehicle in the GIS Department • Three Park Maintenance positions transferred from the Parks Department Medians/ROWs to Lift Stations during FY 2012 • Three positions added to Distribution and Collection during 2012 for MUD 4, and one new position added to complete a two-worker crew for inspection and cleaning of sewer lines 290 LIFT STATIONS - 4041 MISSION STATEMENT The mission of the Public Works Lift Stations Division is to operate and maintain sanitary and storm water lift stations in order to ensure healthy and sanitary conditions for citizens and the environment through their continued safe operation. / \ Wastewater Superintendent* Lift Station Supervisor Lift Station Operator II Mowing Crew Leader 1 J Lift Station Operator I Mowing Maintenance (4) Worker I J \ (2) *Reports to Assistant Director of Public Works Wastewater Superintendent funded in Wastewater Treatment 291 111. LIFT STATIONS - 4041 GOALS • Provide a safe work environment for employees and eliminate any safety hazards to the public. • Provide dependable sanitary sewer service to the City through efficient operation of the lift stations. • Protect the health of people and the environment through proper conveyance of wastewater, while maintaining compliance with state and federal agencies. • Maintain the lift stations in order to minimize unplanned shutdowns and reduce the overall cost of maintenance. • Aid in efficient operation of the City's drainage system by maintaining storm water pumping stations. • Develop personnel for leadership roles. • Provide quality customer service in a timely manner. • Seek out and identify methods and technologies for improving energy efficiency. FISCAL YEAR 2012 ACCOMPLISHMENTS • Operated, maintained, and repaired all sanitary and storm lift stations. • Participated in design of the Cowart's Creek storm water pumping station. • Participated in design of the Twin Creek regional lift station project. • Participated in design of storm water and sanitary pump stations associated with the Max Road/Hickory Slough project. • Abandoned two sanitary lift stations in West Oaks Village. • Took over maintenance, operations, and repairs of two sanitary lift stations in MUD 4. • Acquired mowing crew from Parks Department in May 2012 to maintain grounds at all lift stations, wastewater treatment plants and water production facilities. • Painted and landscaped the storm water pumping station at West Mary's Creek. • Assisted Utility Billing with water meter changeout in MUD 4. FISCAL YEAR 2013 OBJECTIVES • Continue to upgrade, repair, and maintain all sanitary and storm lift stations. • Assist as needed during construction and commissioning of the new Twin Creek lift station. • Assist as needed during construction and commissioning of the new Cowart's Creek storm water pumping station. • Assist as needed during construction and commissioning of the new Max Road storm water detention pond. • Work with Projects Department during design of a regional sanitary lift station to replace the Walnut lift station. • Replace electrical control panel enclosures at four sanitary lift station sites. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of sanitary lift stations' 78 80 78 75 Number of storm water pump stations' 4 4 4 5 Number of sanitary L/S overflows 13 5 10 5 Number of major repairs 15 22 60 36 Cost per gallon processed (monthly average) $0.0003 $0.0004 $0.0003 $0.0003 Number of lift station skimmings 154 76 95 120 'These numbers rarely change and are only valuable to show amount of infrastructure being maintained. 292 LIFT STATIONS -4041 EXPENSE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries&Wages 350,245 331,473 375,717 480,170 Materials&Supplies 20,809 26,200 23,870 31,800 Building Maintenance 18,099 19,000 1,500 19,000 Equipment Maintenance 173,698 450,162 495,379 150,667 Miscellaneous Services 179,728 191,965 172,796 176,671 Capital Outlay 154,910 58,315 58,315 111,990 TOTAL 897,489 1,077,115 1,127,577 970,298 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Lift Station Supervisor 1 1 1 1 Lift Station Operator II 1 1 1 1 Lift Station Operator I 4 4 4 4 Mowing Crew Leader 1 1 Mowing Worker I 2 2 TOTAL 6 6 9 9 *Same as adopted budget, unless where noted. 293 WASTEWATER TREATMENT -4042 MISSION STATEMENT The mission of the Public Works Wastewater Treatment Division is to efficiently and effectively treat City of ` Pearland wastewater to protect the environment as well as public health, safety, and welfare; while ensuring the effluent to the receiving stream meets or exceeds all environmental standards and regulations. I I / \ Wastewater Superintendent* I \ ./ 1 I / \ / I Wastewater Utility Inspector Supervisor I \ / \ / I 1 I I I / Wastewater / Wastewater \ / \ / Operator II Operator II Wastewater Wastewater Barry Rose Plant Longwood Plant Operator II Operator II JHEC FNWEC [ \ / \ / \ / / I I Wastewater Wastewater Wastewater Wastewater Wastewater Operator I Operator I Operator I Operator I Operator I (3) Southdown le \ / \ / \ / \ / \ / 1 I *Reports to Assistant Director of Public Works • Note: A Customer Service Clerk budgeted at 75% in this department reports to the Office Coordinator in Public Works Administration 294 WASTEWATER TREATMENT -4042 GOALS • Discharge effluent that is of higher quality than the receiving stream. • Provide a safe work environment for employees and to eliminate any safety hazards to the public. • Inspect all grease traps in the City in order to minimize disruptions to the wastewater collection system. • Minimize the cost of wastewater treatment while maintaining high quality effluent. • Develop personnel for leadership roles. • Provide quality customer service in a timely manner. • Protect the health of people and the environment through proper treatment of wastewater, while maintaining compliance with state and federal agencies. • Seek out and identify methods and technologies for improving energy efficiency for current and future operations. • Maintain all wastewater treatment facilities in order to reduce unplanned outages and minimize the cost of maintenance. FISCAL YEAR 2012 ACCOMPLISHMENTS • Maintained and operated five wastewater treatment plants with minimal noncompliances. • Completed rebuild of the Far Northwest Treatment Plant centrifuge. • Installed a 2,000 gallon external fuel tank at the Far Northwest WWTP to provide fuel reserve in emergency situations. • Assisted in planning and design of Barry Rose and Longwood Treatment Plant upgrade projects. • Worked with Projects Department and contract engineers to plan and design the Far Northwest WWTP upgrade project. FISCAL YEAR 2013 OBJECTIVES • Install surge basin bypass valves and valve actuators at John Hargrove Environmental Center. • Continue to efficiently maintain and operate the wastewater treatment plants to reduce permit violations and maintain a high quality effluent. • Continue to train employees on proper operation of the treatment process, and encourage employees to obtain or upgrade their licenses. • Complete planning and design of the Far Northwest upgrade project and start construction. • Continue to work with contractors to complete the Barry Rose and Longwood upgrade projects with minimal disruption to the wastewater system. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Wastewater treatment plants' 5 5 5 5 Wastewater gallons treated in billion gallons 2.361 2.094 2.364 2.300 Cost per gallon to treat wastewater2 $0.0014 $0.0014 $0.0013 $0.0013 Grease trap inspections 405 684 701 725 Percent of WWT plant samples in compliance with regulatory reporting requirements 99% 100% 99% 99% Number of permit violations: 13 6 17 6 Major violations 0 0 0 0 Minor violations 13 6 17 6 Number of training hours to maintain employee certification 220 240 140 360 'This number is not expected to change in the foreseeable future. 2Cost to treat wastewater is based on actual department expenditures for number of gallons treated. 295 I I WASTEWATER TREATMENT -4042 EXPENSE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 a FY 2011 Amended Year End Adopted ■ EXPENSES Actual Budget Projection Budget `r Salaries&Wages 818,952 810,274 820,658 859,762 Materials&Supplies 322,072 365,711 365,345 365,425 I Building Maintenance 1,054 2,000 2,000 2,000 Equipment Maintenance 353,281 312,046 364,245 439,644 Miscellaneous Services 1,961,905 1,940,214 1,729,719 1,992,199 Capital Outlay 49,398 38,455 36,373 46,000 TOTAL 3,506,662 3,468,700 3,318,340 3,705,030 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget 1 Wastewater Treatment Superintendent 1 1 1 1 1 Utility Inspector 1 1 1 1 ■ Wastewater Supervisor 1 1 1 1 Wastewater Treatment Operator II 4 4 4 4 Wastewater Treatment Operator I 7 7 7 7 Customer Service Clerk 0.75 0.75 0.75 0.75le TOTAL 14.75 14.75 14.75 14.75 I *Same as adopted budget, unless where noted. • III 296 WATER PRODUCTION - 4043 MISSION STATEMENT The mission of the Public Works Water Production Division is to safely provide clean, superior, high quality potable water for the citizens of Pearland, while offering professional and timely customer service. Water Production Superintendent* \ / 1 Water Production Supervisor Water Production Operator Water Production Operator Water Production Operator II - II - II - Quality Production/Operation Sampling Water Production Operator Water Production Operator Water Production Operator I I I (3) (3) *Reports to Assistant Director of Public Works 297 WATER PRODUCTION -4043 GOALS • Maintain a "Superior"water quality rating. • • Meet federal regulations regarding security. • Promote a safe work environment for employees and eliminate any safety hazards to the public. ' • Maintain knowledge of all state and federal rules and regulations pertaining to potable water. • • Monitor the water distribution system to minimize water quality concerns while maintaining a high standard of service. • Maintain water wells and pumping stations in order to reduce unplanned shutdowns and minimize maintenance costs. • Develop personnel for leadership roles. ' • Provide quality customer service in a timely manner. • • Seek out and identify methods and technologies for improving energy efficiency. ,FISCAL YEAR 2012 ACCOMPLISHMENTS • Maintained Superior water quality rating. ' • Refurbished three water wells in order to correct concerns noted by TCEQ. • Continued to implement unidirectional flushing in the City. • Increased routine dead end flushing to improve water quality. • Increased tasks performed by operators in order to reduce maintenance costs. • • Assumed operation and maintenance responsibility for Brazoria MUD 4 well and water system in June 2012. •FISCAL YEAR 2013 OBJECTIVES • Maintain Superior water quality rating. ' • Sandblast and paint ten (10)water plants. • • Refurbish steel bolted ground storage tank at Green Tee. • Install security gates at water facilities. ' • Ensure water stays in compliance with all state and federal regulations. • • Identify methods and technologies to improve energy efficiency. • Analyze water produced at each well site in order to identify ideal chemical dosage, save chemical costs, and ' reduce customer concerns. ■ • Continue to improve the appearance of all water facilities. • • Increase preventive maintenance performed by operators to minimize maintenance cost. • Continue to implement unidirectional flushing throughout the City. • Continue to install auto flushers to improve water quality in targeted areas. • Continue to increase routine dead end flushing. •PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Water Wells' 11 11 11 9 Water Pumping Stations' 2 2 3 3 Water produced from wells(gallons in billions) 3.065 3.869 2.916 2.800 Water purchased from City of Houston (gallons in billions) 0.618 0.896 1.277 1.440 Surface Water purchased from Clear Brook City Mud (gallons in millions) .016 .072 .044 .036 Total water purchased (gallons in billions) 0.634 0.968 1.321 1.476 Combined gallons of water produced-well and surface (gallons in billions) 3.699 4.837 4.237 4.276 Quality control samples collected 1,716 1,868 1,861 1,850 Cost per gallon to produce water2 $0.0005 $0.0004 $0.0005 $0.0005 298 WATER PRODUCTION -4043 PERFORMANCE MEASURES (continued) FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Cost per gallon to purchase water2 $0.0040 $0.0043 $0.0034 $0.0030 Water system rating by T.C.E.Q.3 Superior Superior Superior Superior Percent of TCEQ reports submitted on time 100% 100% 100% 100% Number of preventive maintenance jobs conducted 83 101 120 110 Number of customers (average) 32,970 35,370 33,764 36,500 Total number of water quality complaints 543 437 277 240 Number of annual water quality complaints per 1,000 customers 16.5 12.4 8.2 6.6 Percent of water quality complaints substantiated 78% 88% 73% 65% Percent of water samples in compliance 100% 100% 100% 100% Number of training hours to maintain employee certification 160 292 200 360 'These numbers are not expected to change in the foreseeable future. 2Cost per gallon to produce water is based on actual department expenditures less the purchase of water compared to gallons produced. 3This value is not expected to change. 299 I WATER PRODUCTION -4043 I EXPENSE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES Actual Budget Projection* Budget Salaries&Wages 577,794 655,593 681,804 718,014 Materials& Supplies 3,504,697 3,881,315 4,608,162 4,037,140 Building Maintenance 28,045 35,000 25,000 114,128 Equipment Maintenance 307,542 319,862 341,473 483,309 ' Miscellaneous Services 1,507,812 1,552,756 1,294,118 1,524,386 • Inventory 2,709 66,320 Capital Outlay 28,551 38,196 37,927 52,166 TOTAL 5,957,150 6,482,722 6,988,484 6,995,463 ' I *Projected 2012 over amended budget due to repairs to Kirby water plant, resulting in additional take of surface water. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Water Production Superintendent 1 1 1 1 Water Production Supervisor 1 1 1 1 Water Production Operator II 2 3 3 3 ' Water Production Operator I 6 7 7 7 TOTAL 10 12 12 12 *Same as adopted budget, unless where noted. 300 DISTRIBUTION & COLLECTION - 4044 MISSION STATEMENT The mission of the Public Works Water & Sewer Maintenance Division is to provide quick and professional service, while efficiently and cost-effectively maintaining, repairing, and improving water and sewer infrastructure that meets the needs of our citizens and businesses. / Water& Sewer Line Superintendent* J I I I I \ / 1 Water& Sewer Water& Sewer Line Supervisor Line Supervisor Water& Sewer Water& Sewer Water& Sewer Water& Sewer Crew Leader Crew Leader Crew Leader(4) Crew Leader / ` J J \ (Investigation) J \ l \ / \ W&S Line Mtce. W&S Line W&S Line W&S Line Worker(Meter — Maintenance — Maintenance Maintenance Inspection) / Worker(2) J ` Worker(8) J Worker(2) J / -\ 7 \ ROW Inspector _ Light Equipment Operator J J I -- CCTV Operator _ . J *Reports to Assistant Director of Public Works Note: Two positions budgeted at 75% in this department, report to positions in other Departments. A Customer Service Clerk reports to the Office Coordinator in Public Works Administration and the Administrative Secretary reports to the Director of Public Works. 301 I DISTRIBUTION & COLLECTION -4044 GOALS • Provide distinguished customer service by quickly and courteously responding to citizen complaints or requests. • Provide efficient operation of the sanitary infrastructure by minimizing surcharges, overflows, and inflow and infiltration in the sanitary sewer system. • Maintain the water distribution system in order to minimize the cost of water loss while maintaining a high standard of service. • Identify water and sanitary lines that have outlived their expected life or are likely to fail, and replace or repair those lines as resources allow. • Identify and utilize tools and technology that improves employee safety, efficiency or productivity. • Develop personnel for leadership roles. • Develop a mind set for safety awareness. I FISCAL YEAR 2012 ACCOMPLISHMENTS • Inspected Corrigan subdivision sanitary sewer lines, utilizing closed circuit television (CCTV) method, for incorporation into the sewer rehabilitation plan. • Initiated rehabilitation of 88 manholes on FM518 and Fite Rd. • Decommissioned West Oaks sewer lift station. • Installed 43 water sampling stations for Water Production department. • Assumed maintenance of Brazoria MUD 4 in June 2012. • Assisted Utility Billing department with water meter changeout in MUD 4. FISCAL YEAR 2013 OBJECTIVES I • Complete CCTV inspection of all subdivisions in the sewer rehabilitation plan. 1 • Repair or replace all water blow offs in Pine Hollow and Sunset Meadows subdivisions. PERFORMANCE MEASURES I FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of call-outs 512 984 817 800 Water mains(miles)* 433 443 448 469 Sanitary sewer lines(miles)* 379 380 382 400 Number of fire hydrants* 4,410 4,688 4,798 5,000 Fire Hydrant Maintenance& Inspections 402 395 887 900 Manhole Maintenance& Inspection (number of manholes) 447 285 329 350 Water/sewer lines located 9,494 9,033 9,444 9,200 Miles of line inspected 29 29 24 30 1: Backed up emergency sewer repairs 325 310 275 275 Percent completed within 1 day 100% 100% 100% 100% Number of water main breaks repaired 82 410 283 250 Percent of emergency water main repairs completed within 1 day 100% 100% 100% 100% Number of service line leaks repaired 1,034 898 386 600 Number of leaks at the meter repaired 787 701 986 700 *These numbers are valuable only to show amount of infrastructure being maintained. 302 DISTRIBUTION & COLLECTION -4044 EXPENSE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES Actual Budget Projection* Budget Salaries&Wages 1,162,000 1,180,127 1,290,630 1,434,648 Materials&Supplies 310,374 358,910 353,910 397,675 Building Maintenance 4,000 4,000 4,000 Equipment Maintenance 191,430 106,578 155,550 167,225 Miscellaneous Services 53,687 53,813 54,880 64,943 Capital Outlay 119,166 24,638 138,282 148,266 TOTAL 1,836,657 1,728,066 1,997,252 2,216,757 *Projected 2012 over amended budget due to mid-year assumption of Brazoria County MUD 4 operations as approved by City Council. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Proposed STAFFING Actual Budget* Projection Budget Water and Sewer Line Superintendent 1 1 1 1 Water and Sewer Line Supervisor 2 2 2 2 Water and Sewer Crew Leader 6 6 7 7 Public Works ROW Inspector 1 1 1 1 Water and Sewer Line Maintenance Worker 10 10 12 13 Closed Circuit Television (CCTV)Technician 1 1 1 1 Light Equipment Operator 1 1 1 1 Administrative Secretary 0.75 0.75 0.75 0.75 Customer Service Clerk 0.75 0.75 0.75 0.75 TOTAL 23.5 23.5 26.5 27.5 *Same as adopted budget, unless where noted. 303 WATER & SEWER CONSTRUCTION -4047 MISSION STATEMENT I The mission of the Public Works Water & Sewer Construction Division is to complete water, sewer, drainage, and concrete projects to City of Pearland standards. I Water& Sewer Line Superintendent* Water& Sewer Water& Sewer Construction Construction Supervisor Supervisor (Pipe Laying) (Concrete) W&S Construction W&S Construction W&S Construction W&S Construction Light Equipment Maintenance Worker Crew Leader Maintenance Worker Operator (3) (3) *Reports to Assistant Director of Public Works,Water&Sewer Line Superintendent budgeted in Distribution &Collection Department. Note: Four positions budgeted at 75% in this department are located in the Public Works Administration Office. 304 WATER & SEWER CONSTRUCTION -4047 GOALS • Provide distinguished customer service by quickly and courteously responding to citizen complaints or requests, including requests from City departments. • Expand our knowledge of the latest methods and technologies. • Enhance the City infrastructure by replacing out of date services with services that meet fire protection and City codes. • Reduce the cost of capital projects where possible by providing specific construction services. • Develop personnel for leadership roles. • Develop a mindset for safety awareness. FISCAL YEAR 2012 ACCOMPLISHMENTS • Completed Bella Vita waterline loop to Villa Verde. • Completed the Fellows waterline loop for future development. • Completed replacement of a force main at Liberty Rd. and FM 518. • Installed 11,680 square feet of concrete sidewalk. • Installed 7,980 square feet of concrete driveways. • Assisted in constructing an additional lane on CR 403 to improve school traffic patterns in the area. FISCAL YEAR 2013 OBJECTIVES • Install a 6"water line along Orange St. from Old Alvin Rd. to Schleider Drive. • Continue replacement of concrete sidewalks and driveways. • Begin project to replace undersized water lines in the Twin Woods and Clear Creek Estates subdivisions. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Water main installation (feet) 6,901 5,945 6,870 7,500 Sewer main installation (feet) 2,320 0 0 1,000 Drainage projects (new construction, measured in feet) 0 0 0 0 Average backlog of sidewalk/curb repair work orders N/A 239 402 380 Total work orders 3,562 4,156 4,100 4,199 Sidewalk/driveway/curb repair 144 175 208 180 Concrete street repair 2 4 8 4 Manhole repairs 8 17 10 15 Sidewalk repairs(feet) -trip hazards and repairs 3,408 3,960 3,874 4,000 305 L WATER & SEWER CONSTRUCTION -4047 EXPENSE AND STAFFING SUMMARY ` FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries&Wages 785,849 732,292 727,318 778,199 Materials&Supplies 68,698 74,458 80,760 70,760 Equipment Maintenance 49,977 71,056 81,372 69,850 i Miscellaneous Services 20,829 45,095 29,565 45,065 Inventory 6,544 2,198 2,198 Capital Outlay 401,875 218,767 1 TOTAL 1,333,772 922,901 921,213 1,184,839 i I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Director of Public Works 0.75 0.75 0.75 0.75 Assistant Director of PW 0.75 0.75 0.75 0.75 Office Coordinator 0.75 0.75 0.75 0.75 Customer Service Clerk 0.75 0.75 0.75 W&S Construction Supervisor 2 2 2 2 ■ W&S Crew Leader 1 1 1 1 L W&S Light Equipment Operator 1 1 1 1 W&S Construction Maintenance Worker 6 6 6 6 1 TOTAL 12.25 13 13 13 1 1 *Same as adopted budget, unless where noted. I 306 PUBLIC WORKS GIS - 4048 MISSION STATEMENT The mission of the Public Works GIS/GPS Division is to provide, manage, maintain, and effectively utilize accurate, reliable, and consistent geospatial data of the City's infrastructure. 1 GIS Specialist* GPS Technician II GPS Technician I (2) "Reports to Director of Public Works 307 PUBLIC WORKS GIS - 4048 GOALS I • Use GIS/GPS technologies wherever possible to continuously improve efficiency and increase productivity across the City. • Maintain, update and expand the digital mapping systems of the City's infrastructure. • Provide timely, accurate, and meaningful GIS/GPS data. • Convert and integrate available data into a standard format to import into a centralized database. ' • Produce informative maps, reports, and digital graphics, and assist with presentation of geographic information. • Utilize GPS equipment for data acquisition and analysis. • Maintain Public Works as-built/record drawing library. FISCAL YEAR 2012 ACCOMPLISHMENTS ' I • Began converting paper commercial construction plans to digital format. • Incorporated sidewalk data features and field data into the GIS/GPS system. • Collected utility infrastructure features for MUD 4 (water, sanitary, street lights and storm). • Upgraded operating software for the TOPCON GPS units. FISCAL YEAR 2013 OBJECTIVES • Complete the sidewalk data collection project. • Update existing mapping grade infrastructure data points to centimeter grade. • Complete the storm system layout in GIS. • Continue to collect infrastructure data, new construction, installations and repairs by City crews. ' I PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target li GPS points acquired* 30,479 26,944 44,738 40,000 Number of as-built drawings incorporated into system 536 538 553 562 *GPS points represent items/miles updated on GIS maps, such as miles of water&sewer lines, items such as fire hydrants, manholes, storm/sewer inlets, etc. 308 PUBLIC WORKS GIS - 4048 EXPENSE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries&Wages 124,117 164,093 155,912 212,755 Materials& Supplies 5,361 11,500 8,150 10,340 Equipment Maintenance 287 11,604 10,130 12,319 Miscellaneous Services 11,498 25,395 20,471 16,049 Capital Outlay 0 42,801 39,466 18,220 TOTAL 141,263 255,393 234,129 269,683 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget GIS Specialist 0.75 1 1 1 GPS Technician II 0.75 1 1 1 GPS Field Tech I 0.75 1 1 2 TOTAL 2.25 3 3 4 *Same as adopted budget, unless where noted. 309 a WATER & SEWER S BILLING & COLLECTIONS -4145 • MISSION STATEMENT • • The mission of Water and Sewer Billing & Collections Division is to conduct billing of water, sewer, and garbage IB services and the receipt of revenues, along with other departmental services established by City ordinances and . state regulations as they apply to the City's water system, and commit to handling each resident's concern with respect, while treating all customers equally and ethically. i ID Utility Billing Manager* J I I I Customer Service Crew Leader Supervisor J J c \ c 1 i Billing Clerk (2) Revenue Collection _ Field Service Technician Records Technician (6) \ J \ J \ J \ l Customer Service Delinquent Account Clerk (4) Specialist J \ J I \ i PT Revenue Collection PT Administrative Clerk Cash Clerk (2) J \ J I PT Cashier \ J `Reports to the Assistant Director of Finance 310 WATER & SEWER BILLING & COLLECTIONS -4145 GOALS • Timely and accurate meter reads, for billing and financial integrity. • Ensure accurate accounting of all revenues from the billing generated. • Maintain high collection rate and continue to lower the delinquency rate by following cut-off and collection policies/procedures. • Maintain scheduling of meter maintenance to ensure higher percentage rate of radio reads. • Continue to test 2" and larger meters to ensure accuracy and billing. • Continue to comply with mandated Red Flag policy. • Continue to monitor delinquent accounts and place liens as needed. FISCAL YEAR 2012 ACCOMPLISHMENTS • Instituted IVR (Interactive Voice Response) System to accept payments. • Instituted IVR (Interactive Voice Response) System to perform outgoing calls for delinquent and cut off accounts. • Continued meter replacement program with 832 meters replaced. • Performed, through a contractor, large meter testing on 192 meters with an expected 251 to be tested. • Implemented policies and procedures to assure timely termination of service for delinquent accounts and immediate follow up on suspected move out properties. • Took over billing of Brazoria County MUD#4 with 1,404 accounts until December 31 annexation. • Began meter change-out for Brazoria County MUD#4 with 1,399 meters changed out to date. • Refined procedures within the Field Maintenance area that included cut-off efficiencies, maintenance priorities, and meter reading efficiencies. • Implemented plan for the Recycling Pilot Program with Waste Management. • Provided excellent customer service to the citizens of Pearland. FISCAL YEAR 2013 OBJECTIVES • Continue meter replacement program with 1,000 meters to be replaced. • Continue large meter testing program for testing of all 3— 10" meters and selected 2" meters. • Continue timely termination of water service due to account delinquency. • Continue placing liens on terminated accounts to lower write off amounts. • Continue education of the public on the various payment and bill receipt options available. • Ensure that all Field Service Technicians obtain a minimum of a D license from TCEQ. • Complete Recycling Pilot Program with Waste Management. • Coordinate billing of Brazoria County MUD #4 residents and businesses with annexation effective December 31, 2012. • MIU replacement of 1,000 to bring up percentage rate on radio reads. 311 WATER & SEWER BILLING & COLLECTIONS -4145 PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Annual meter reads 344,618 364,424 370,755 410,000 Number of re-reads 1,917 2,454 3,166 2,500 Re-reads as a %of initial reads 0.6% 0.7% 0.9% 0.6% Bills sent to customers 336,668 350,871 359,716 397,700 Customer complaints received (by City only) 326 322 406 300 Drive-by read rate 83% 82% 85% 88% Cost per bill' $3.20 $3.06 $3.47 $3.37 Collection rate 92% 93% 106% 93% Number of on-line payments 145,187 175,036 167,865 190,000 Average monthly number of on-line payments 12,099 14,586 13,989 15,833 m Percent of payments processed on-line 43.1% 49.9% 47.6% 47.7% Customers utilizing bank drafts 21,576 24,702 26,327 25,500 Percent of customers utilizing bank drafts 6.4% 7.0% 7.3% 6.4% Number of cut-offs 4,809 3,878 1,979 2,000 Percent of meters outside of parameters N/A N/A 2.2% 1.5% m Percent of meters with invalid reads(dashes, etc.) 6% 9% 6% 6% m Percent of meters with non-reads N/A 12% 16% 16% Number of meters tested2 295 199 258 250 Number of meters replaced on Meter Replacement Program 1,000 758 892 1,000 m 'Cost per bill is calculated based on total department expenses, less purchase of water meters, compared to total bills sent. 2The number of meters tested in FY12 does not include those contracted out. I Eli i • II 312 WATER & SEWER BILLING & COLLECTIONS -4145 OVERVIEW Water & Sewer Revenue Collections (Utility Billing) reports to the Assistant Finance Director and is responsible for the billing and collection of water, sewer and garbage fees. In addition to collection of fees, the department field staff read and repair meters, turn on and off customer services, and provide replacement meters as needed. In FY 2010, the department implemented a Meter Change-Out and Testing Program which includes regularly scheduled testing of the meters and replacement of aging (10 years or older) and/or high-use meters to ensure that the meters function within accuracy limits according to AWWA Standards. Utility Billing is also responsible for coordinating residential and commercial solid waste collection. Key Budget Items for FY 2013 Include: • Curbstop replacements • FY2012 included $361,088 for Brazoria County MUD 4 meter replacement EXPENSE AND STAFFING SUMMARY FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries&Wages 782,420 823,851 862,335 905,834 Materials&Supplies 881,044 810,099 1,156,605 930,344 Building Maintenance 2,000 1,350 1,350 1,350 Equipment Maintenance 49,217 61,374 66,420 67,442 Miscellaneous Services 210,814 359,089 336,230 315,106 Inventory 1,750 2,200 2,846 Capital Outlay 39,400 41,150 TOTAL 1,927,245 2,097,363 2,466,936 2,220,076 FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Utility Billing Manager 1 1 1 1 Customer Service Supervisor 1 1 1 Office Coordinator 1 Billing Clerk 2 2 2 2 Revenue Collections Records Technician 1 1 1 1 Customer Service Clerk 4 4 4 4 Delinquent Account Specialist 1 1 1 1 Field Service Crew Leader 1 1 1 1 Field Service Technician 5 6 6 6 Part-Time Revenue Collection Cash Clerk 2 2 2 2 Part-Time Cashier 1 1 1 1 Part-Time Administrative Clerk 1 1 1 1 TOTAL 20 21 21 21 *Same as adopted budget, unless where noted. 313 L WATER & SEWER OTHER REQUIREMENTS - 4246 • OVERVIEW • This non-personnel department is used to account for Water and Sewer Fund—wide expenses such as transfers to ill the General Fund for allocation of administrative and overhead costs and for payment of principal and interest due on annual debt service payments. Other Requirements is managed by the Finance Department. Key Budget Items for FY 2013 Include: 1111 . • Average 3% merit pay included within the individual departments. • Pay-As-You-Go transfer to Capital Funds ($1.6M). Also includes transfer to General Fund ($927K). • Two (2) replacement CPU's and five (5) replacement laptops. ' EXPENSE AND STAFFING SUMMARY la FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries&Wages 38,479 (120,000) ' Equipment Maintenance 16,394 1 Miscellaneous Services 157,768 194,543 168,543 200,679 I Bond Payment 9,491,483 9,726,780 9,362,758 10,153,725 Transfer 4,676,473 6,795,538 6,833,182 3,154,505 Short Term Note 91,764 91,764 91,561 91,561 III Inventory 11,008 23,200 22,775 13,680 IM Capital Outlay 60,000 60,000 . TOTAL 14,428,496 16,946,698 16,538,819 13,494,150 III FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Other Requirements TOTAL 0 0 0 0 *Same as adopted budget, unless where noted. 314 ENTERPRISE FUND DEBT MATURITY SCHEDULE 2012-2013 ENTERPRISE FUND DEBT REVENUE BONDS CERTIFICATES OF OBLIGATION Year Principal Interest Total Year Principal Interest Total 2012-2013 3,550,000 5,156,925 8,706,925 2012-2013 1,110,000 327,500 1,437,500 2013-2014 3,700,000 5,012,013 8,712,013 2013-2014 1,155,000 287,525 1,442,525 2014-2015 3,860,000 4,854,725 8,714,725 2014-2015 1,195,000 243,713 1,438,713 2015-2016 4,020,000 4,694,853 8,714,853 2015-2016 1,220,000 212,000 1,432,000 2016-2017 4,190,000 4,522,959 8,712,959 2016 2017 2,065,000 143,600 2,208,600 2017-2018 4,370,000 4,442,056 8,812,056 2017-2018 2,155,000 45,988 2,200,988 2018-2019 4,560 000 4,151,126 8,711,126 2018 2019 2019-2020 4,760,000 3,951,509 8,711,509 2019 2020 2020-2021 4,970,000 3,743,416 8,713,416 2020-2021 2021-2022 5,185,000 3,526,190 8,711,190 2021-2022 2022-2023 5,410,000 3,300,140 8,710,140 2022-2023 2023-2024 5,670,000 3,041,714 8,711,714 2023-2024 2024-2025 5,925,000 2,789,844 8,714,844 2024-2025 2025-2026 6,160,000 2,550,994 8,710,994 2025-2026 2026-2027 6,460,000 2,250,706 8,710,706 2026-2027 2027-2028 6,780,000 1,931,950 8,711,950 2027-2028 2028-2029 7,100,000 1,612,950 8,712,950 2028-2029 2029-2030 7,400,000 1,312,594 8,712,594 2029-2030 2030-2031 7,715,000 998,163 8,713,163 2030-2031 2031-2032 3,740,000 669,738 4,409,738 2031-2032 2032-2033 3,925,000 481,863 4,406,863 2032-2033 2033-2034 4,115,000 294,500 4,409,500 2033-2034 2034-2035 1,220,000 98,138 1,318,138 2034-2035 2035-2036 375,000 40,425 415,425 2035-2036 2036-2037 395,000 20,738 415,738 2036-2037 TOTAL 115,555,000 65,450,229 181,005,229 TOTAL 8,900,000 1,260,325 10,160,325 Principal Amount Series Name Outstanding General Obligation Improvement and Refunding Bonds 2009* 8,900,000 Water&Sewer Adjustable Rate Revenue Bonds Series 1999/1 2,835,000 Water&Sewer Adjustable Rate Revenue Bonds Series 1999/2 2,840,000 Water&Sewer Revenue Bonds Series 2003 670,000 Water&Sewer Revenue Bonds Series 2006 11,500,000 Water&Sewer Revenue Bonds Series 2007 37,505,000 Water&Sewer Revenue Bonds Series 2008 14,180,000 Water&Sewer Revenue Bonds Series 2009 12,090,000 Water&Sewer Revenue Bonds Series 2010A 13,290,000 Water&Sewer Revenue Bonds Series 2010E 8,565,000 Water&Sewer Revenue Bonds Series 2012R 6,230,000 Water&Sewer Revenue Bonds Series 2012** 5,850,000 TOTAL 124,455,000 * Excluding portion associated with General Fund **Includes estimate for Series 2012,sold August 2012 315 4 ENTERPRISE FUND DEBT TO MATURITY L 2012-2013 r REVENUE BONDS $10,000,000 $9,000,000 $8,000,000 $7,000,000 — $6,000,000 I $5,000,000 — — $4,000,000 _ — — — le $3,000,000 I $2,000,000 $1,000,000 $0 - , — E -0 , O'• ON ON O^O ON Oi O^O OelO `1^ cl,01, OclO O'1, OrlO OrlO O`1, O'1 O(1cb O 000 00^ 00� 000 O0 O0 000 0b El Principal ❑Interest 1 CERTIFICATES OF OBLIGATION I $2,500,000 - I II $2,000,000 - - $1,500,000 - $1,000,000 - $500,000 - $0 1 2013 2014 2015 2016 2017 2018 ❑ Principal 0 Interest J 316 ENTERPRISE FUND DEBT SERVICE SCHEDULE FY 2013 ADOPTED BUDGET AMOUNT AMOUNT PAYMENT OUTSTANDING DATE DESCRIPTION ISSUED PRINCIPAL INTEREST TOTAL AS OF 9/30/13 3/1/2013 Series 1999 Revenue Bond 4,000,000 65,205 65,205 9/1/2013 125,000 65,205 190,205 Fiscal Year Total 125,000 130,410 255,410 2,710,000 3/1/2013 Series 1999 Revenue Bond 4,000,000 62,622 62,622 9/1/2013 125,000 62,622 187,622 Fiscal Year Total 125,000 125,244 250,244 2,715,000 3/1/2013 Series 2003 Revenue Bond 9,500,000 16,288 16,288 9/1/2013 330,000 16,288 346,288 Fiscal Year Total 330,000 32,575 362,575 340,000 3/1/2013 Series 2006 Revenue Bond 13,295,000 279,684 279,684 9/1/2013 650,000 279,684 929,684 Fiscal Year Total 650,000 559,369 1,209,369 10,850,000 3/1/2013 Series 2007 Revenue Bond 40,135,000 859,206 859,206 9/1/2013 880,000 859,206 1,739,206 Fiscal Year Total 880,000 1,718,413 2,598,413 36,625,000 3/1/2013 Series 2009 Permanent Improvement 11,660,000 1,110,000 169,300 1,279,300 9/1/2013 and Refunding Bonds* 158,200 158,200 Fiscal Year Total 1,110,000 327,500 1,437,500 7,790,000 3/1/2013 Series 2008 Revenue Bond 14,950,000 330,164 330,164 9/1/2013 235,000 330,164 565,164 Fiscal Year Total 235,000 660,328 895,328 13,945,000 3/1/2013 Series 2009 Revenue Bond 13,130,000 284,931 284,931 9/1/2013 370,000 284,931 654,931 Fiscal Year Total 370,000 569,863 939,863 11,720,000 3/1/2013 Series 2010A Revenue Bond 14,040,000 256,653 256,653 9/1/2013 390,000 256,653 646,653 Fiscal Year Total 390,000 513,306 903,306 12,900,000 3/1/2013 Series 2010E Revenue Bond 8,970,000 151,247 151,247 9/1/2013 340,000 151,247 491,247 Fiscal Year Total 340,000 302,494 642,494 8,225,000 3/1/2013 Series 2012R Revenue Bond 6,230,000 118,900 118,900 9/1/2013 118,900 118,900 Fiscal Year Total 237,800 237,800 6,230,000 3/1/2013 Series 2012 Revenue Bond" 5,850,000 153,563 153,563 9/1/2013 105,000 153,563 258,563 Fiscal Year Total 105,000 307,125 412,125 5,745,000 TOTAL 145,760,000 4,660,000 5,484,425 10,144,425 119,795,000 *Excludes General Fund Component **Estimate 317 ENTERPRISE FUND DEBT SERVICE SCHEDULE . FY 2013 ADOPTED BUDGET Date Amount Issued Amount Outstanding i Description Rate Maturity Issued AS OF 9/30/13 Annual Requirements Water&Sewer 3.95%,3.75% 1999 4,000,000 2,710,000 3/1/2013 65,205 Interest Revenue Bond 2020 9/1/2013 65,205 Interest Series 1999 9/1/2013 125,000 Principal Water&Sewer 3.6%,3.75% 1999 4,000,000 2,715,000 3/1/2013 62,622 Interest Revenue Bond 2020 9/1/2013 62,622 Interest Series 1999 9/1/2013 125,000 Principal Water&Sewer 4%,6%,5.75%,4%, 2003 9,500,000 340,000 3/1/2013 16,288 Interest Revenue Bond 4.125%,4.25%, 2025 9/1/2013 16,288 Interest Series 2003 9/1/2013 330,000 Principal Water&Sewer 4%,4.25%,4.5%,4.3% 2006 13,295,000 10,850,000 3/1/2013 279,684 Interest Revenue Bond 4.375%,4.625%,4.75%,5% 2031 9/1/2013 279,684 Interest Series 2006 5.13% 9/1/2013 650,000 Principal Water&Sewer 5.5%,5.25%,5%,4.5% 2007 40,135,000 36,625,000 3/1/2013 859,206 Interest Revenue Bond 3.50% 2031 9/1/2013 859,206 Interest Series 2007 9/1/2013 880,000 Principal Permanent Imp 3.1%,3.15%,3.25%,3.35%, 2009 11,660,000 7,790,000 3/1/2013 169,300 Interest and Refunding 3.45%,3.55%,3.6%,3.65%, 2018 3/1/2013 1,110,000 Principal Bonds 2009* 3.75%,3.8% 9/1/2013 158,200 Interest Water&Sewer 3.25%,4.5%,4.125%,4.2%,5% 2008 14,950,000 13,945,000 3/1/2013 330,164 Interest Revenue Bond 2034 9/1/2013 330,164 Interest Series 2008 9/1/2013 235,000 Principal Water&Sewer 1.6%,2.05%,2.13%,2.45% 2009 13,130,000 11,720,000 3/1/2013 284,931 Interest Revenue Bond 2.64%,2.86%,3.08%,3.35% 2034 9/1/2013 284,931 Interest Series 2009 3.60%,3.85%,4.10%,4.45% 9/1/2013 370,000 Principal 4.65%,4.81%,5.00%,5.07%,5.23%, 5.27%,5.39%,5.45%,5.60%,5.64% Water&Sewer 1.75%,2.00%,2.50%,3.00% 2011 14,040,000 12,900,000 3/1/2013 256,653 Interest Revenue Bond 3.13%,3.25%,3.50,4.00% 2035 9/1/2013 256,653 Interest Series 2010A 9/1/2013 390,000 Principal Water&Sewer 1.75%,2.00%,2.50%,3.00% 2011 8,970,000 8,225,000 3/1/2013 151,247 Interest Revenue Bond 3.13%,3.25%,3.50,4.00% 2023 9/1/2013 151,247 Interest Series 2010B 4.13%,4.25%,4.38%,4.50% 9/1/2013 340,000 Principal Water& Sewer 3.00%,4.00%,5.00% 2012 6,230,000 6,230,000 3/1/2013 118,900 Interest Revenue Bond 2025 9/1/2013 118,900 Interest Series 2012R 9/1/2013 0 Principal Water&Sewer 5.25% 2012 5,850,000 5,745,000 3/1/2013 153,563 Interest Revenue Bond 2037 9/1/2013 153,563 Interest Series 2012** 9/1/2013 105,000 Principal TOTAL 145,760,000 119,795,000 10,144,425 *Excludes General Fund Component **Estimate 318 SOLID WASTE FUND — 31 SUMMARY OF REVENUES, EXPENSES AND ENDING BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Solid Waste Enterprise Fund is used to account for residential and commercial solid waste. Governmental Accounting Standards state that the enterprise fund type may be used to account for operations that are financed and operated in a manner similar to private business, where the intent is that the costs of providing goods and services be financed or recovered through user charges. Services include the pick-up of residential and commercial solid waste twice each week and curbside recycling once a week. The City's previous contract was awarded on October 1, 2006 and expired September 30, 2011. A new contract was awarded in April 2011 that began October 1, 2011 and will expire September 30, 2016. The new contract allows current services at current rates until October 2012, with a CPI increase or decrease thereafter. The fiscal year 2012 projection is based on the current rate of$14.82 per household per month through April 2012 with a 2% increase for fuel costs May - July 2012 and no increase in fuel cost for the rest of the fiscal year. The fiscal year 2013 base rate will increase with the CPI increase, estimated at 2.2%. Revenues and expenses include the annexation of approximately 1,330 homes in January 2013 and upon expiration of existing contracts in place. No price adjustments for fuel is included. Drawdown of fund balance is due to communications and education of a pilot cart recycling program and then city-wide, if applicable. FY 2012 FY 2012 FY 2013 FY 2011 AMENDED YEAR END ADOPTED ACTUAL BUDGET PROJECTION BUDGET OPERATING REVENUES Charges for Services $7,280,257 $7,401,751 $7,588,775 $8,044,361 Miscellaneous 4,511 2,800 10,578 3,854 Interest Income 234 666 285 156 Transfers TOTAL 7,285,002 7,405,217 7,599,638 8,048,371 OPERATING EXPENSES Miscellaneous Services 7,311,046 7,444,474 7,603,775 8,094,361 TOTAL 7,311,046 7,444,474 7,603,775 8,094,361 REVENUES OVER(UNDER) EXPENSES (26,044) (39,257) (4,137) (45,990) BEGINNING CASH EQUIVALENTS 242,350 216,306 216,306 212,169 ENDING CASH EQUIVALENTS $216,306 $177,049 $212,169 $166,179 319 SOLID WASTE FUND - 31 MISSION STATEMENT The mission of the Solid Waste Department is to maintain the cleanliness and healthful condition of the City of Pearland by providing for collection and disposal of trash, brush, yard waste and recyclables that is efficient, safe and in compliance with all federal and state disposal environmental laws and regulations. le GOALS • Provide consistent quality service to residents and commercial businesses for the pick up of solid waste within • the City of Pearland. - • Provide public education and awareness to residents and businesses as necessary. • Reliable, quality service at the best price to our customers. • Continuously improve customer service by promoting a customer-focused culture that is directly responsive to - the residents of the City of Pearland. FISCAL YEAR 2012 ACCOMPLISHMENTS • Implemented Commercial Recycling to those businesses requesting the service. • Implemented Residential HHW Curb-side Recycling. • Enhanced City's web-site regarding solid waste and recycling. • Conducted workshop to receive direction from City Council on automated pilot programs. FISCAL YEAR 2013 OBJECTIVES • Coordinate and implement cart recycling pilot program. • Present findings to City council if directed to do so on plan and implementation of cart recycling City-wide. PERFORMANCE MEASURES FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Annual residential account billings 317,490 326,432 332,133 342,786 Annual commercial account billings 9,887 10,148 10,200 10,500 Total account billings 327,377 336,580 342,333 353,286 Customer complaints received 251 395 305 295 Commodities recycled at curbside(in tons) 1,757 2,053 2,600 2,750 Green waste recycled at curbside(in tons) 3,231 3,295 3,000 3,200 Total recycled at curbside 4,988 5,348 5,600 5,950 At-Your-Door total pounds HHW collected N/A N/A 32,300 33,000 At-Your-Door number of stops N/A N/A 515 525 Solid Waste land filled(in tons) 60,373 59,299 61,195 60,000 Households served 317,490 326,432 332,133 342,786 Cost per tons collected $108.46 $123.29 $124.25 $134.91 *Account billing numbers are normally received by Waste Management the month after the actual billing period. 320 SOLID WASTE FUND - 31 REVENUES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 AMENDED YEAR END ADOPTED ACCOUNT NUMBER ACCOUNT DESCRIPTION ACTUAL BUDGET PROJECTION BUDGET 031-0000-353.04-01 Garbage Collection 7,280,257 7,401,751 7,588,775 8,044,361 *CHARGES FOR SERVICES 7,280,257 7,401,751 7,588,775 8,044,361 031-0000-350.02-02 Sales Tax Discount 2,776 2,800 2,869 3,104 031-0000-358.99-00 Miscellaneous 1,735 7,709 750 *MISCELLANEOUS 4,511 2,800 10,578 3,854 031-0000-356.00-00 Interest Income 234 666 285 156 *INTEREST 234 666 285 156 TOTAL 7,285,002 7,405,217 7,599,638 8,048,371 321 1.141 ......-gool •ilbilkiiihb„ ip_(iiiiir (4Ii: i1) > /� s� \\ >/ 0 , \ ( , ` EMI NM Q It U IN am IIIII 0 i a N I 1' 4 a % _ *- a \..1...., 1-\ / \ j -N.."------r_ ....-------"::/--j .....„....**„.yrninr THIS PAGE INTENTIONALLY LEFT BLANK 322 CAPITAL PROJECT FUNDS Capital Project Funds are created to account for the acquisition or construction of major capital activities. Funding is provided through the issuance of debt, developer fees, state and federal funding, user fees, general fund 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. Pearland places significant importance on infrastructure improvement and rehabilitation, as evidenced by a $162 million bond referendum that passed in May 2007, as well as a Five- Year CIP (2013-2017) totaling $346 million. The first year of the Five-Year Capital Improvement Program is incorporated into the annual budget to appropriate funds. Capital projects for Fiscal Year 2012-2013 total $22,604,253, excluding transfers and bond issuance costs. / \ Fiscal Year 2012-2013 CIP Funding Sources ($ in millions) PEDC,$3.1 Cash/Other, $3.7 System Revenue/ Fees, $2.8 Certificates of GO Bonds, $10.2 Obligation,$2.8 J / Fiscal Year 2012-2013 CIP Uses by Project Type ($ in millions) Parks,$6.1 Water/Sewer, $3.0 iiiilli Facilities, $5.0 Streets, $6.8 Drainage,$1.7 J 323 Water/Sewer projects total $3.0 million, or 13.1%, of the capital improvement program. Major projects include the installation of approximately 34,000 feet of 16-inch waterline along McHard Road from SH35 to Business Center Drive; the installation of a 12-inch waterline along future Pearland Parkway from Shadycrest to Dixie Farm Road; approximately 1.5 miles of a 12-inch waterline along SH35 from FM 518 to just south of Magnolia/John Lizer, the existing waterline is undersized for this stretch of roadway; the replacement of the Walnut Regional Lift Station with a smaller lift station; preliminary engineering for the replacement of the Mykawa/Scott SCADA Lift Station; • and the elimination of the Somersetshire Lift Station. • Street projects total $6.8 million, or 30.1%, of the total and include construction of Business Center Drive to • provide a secondary thoroughfare to alleviate traffic around the Pearland Town Center. Also included is the Pearland Parkway Extension from 500' east of Oiler Drive to Dixie Farm Road. This 4-lane roadway will provide traffic congestion relief to and from Beltway 8. CR 94/Smith Ranch Road expansion from 2-lanes of asphalt to 4 • - lanes will provide better access to this area due to new developments, as well as the new Metro Park-n-Ride. Facilities total $5.0 million, or 21.9%, and include the Intelligent Traffic System. It will provide upgrades to the traffic controllers, cameras, and the systems communication system. This will allow the City's entire network of signals to be on real-time monitoring, control, adjustment, troubleshooting, and emergency response management, all controlled from the new Traffic Operations Center. Also included is the design for the reconstruction of Fire Station #3 and the renovation of the Old Police Department on Veterans Drive to • accommodate the relocation of several City departments, Fire & EMS Administration, and Fire Marshal. Drainage projects total $1.7 million, or 7.7%, of the total and includes $750 thousand for the design of the Lower Kirby Urban Center Regional Detention project, which will provide regional storm water detention for the area bounded by Beltway 8 to the north, Clear Creek to the south, Kirby Drive to the west, and SH288 to the east. Also included is design and land acquisition of a future storm water detention pond at FM 518 at Cullen. This project will also include improvements to existing ditches and possible underground storm sewer improvements. I Parks projects total $6.1 million, or 27.1%, of the total. A total of $3.6 million is for the construction of the Max Road Sports Complex Phase I, which will include the construction of six international sized fields, parking, restrooms and a covered area for gatherings. Also included is $1.7 million to begin construction of Shadow Creek Ranch Sports Park Phase I that will consist of eight lighted softball/baseball fields, one soccer field, six volleyball courts, parking, a hike and bike trail around the fields and a lawn amphitheater for special events. Additional funding will be required in 2014 to complete the project. Funding for a preliminary engineering report and design • for Centennial Park Phase II is included. For the Water/Sewer component, the City does not anticipate selling bonds in 2013, but will be able to use system and impact fee cash. The City anticipates selling $8.9 million in 2013 for the Max Road Sports Complex Phase I, Shadow Creek Ranch Park Phase I, Centennial Park Phase II, Cullen/FM518 Regional Detention Pond, Pearland Parkway Extension, Old Alvin Road Widening, and CR 94 Expansion. The 2012 projects funded with bonds in the amount of$1.6 million will be added for a total General Obligation bond sale of$10.5 million. Certificates of • Obligation in the amount of$2.8 million will be sold in 2013 for Trail Connectivity, the City's share of the Intelligent Traffic System, Fire Station #3, and the Old Police building renovations, plus $550,000 for the Westside Library appropriated in FY 2012. 14. 324 FUND 50- CAPITAL PROJECTS FUND PAY-AS-YOU-GO FY 12 Project Project Funded Thru FY 12 Projection I FY 13 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 3,210,449 3,210,449 (1,106,066) Revenues: Interest Income 1,341 Miscellaneous CR403 SPA 380,000 380,000 Business Center Drive 689,823 659,236 Intergovernmental Revenues Intelligent Traffic System 3,228,160 Bond Proceeds-CO's 1,216,040 2,896,408 Transfers In-Fund 15(2) 3,148,493 Transfers In-Grant Fund 100,000 100,000 Transfers In-Fund 70 175,000 175,000 Total Revenues 1,871,040 1,346,164 9,932,297 Expenditures: Hill House Phase I T50071 3,431,582 3,431,582 3,273,503 158,079 158,079 Hill House Phase II FA1203 3,035,000 35,000 35,000 31,686 Centennial Park Phase II P50071 495 495 495 Trail Connectivity P50072 2,733,764 727,730 239,353 488,377 519,411 525,000 Old Town Site Drainage Imp. T50072 1,019,234 1,019,234 919,611 99,623 99,623 North Spectrum S10051 1,173,162 1,173,162 1,167,014 6,148 0 Pear and Parkway West Dev. T50074 350,000 350,000 350,000 350,000 Old Town Site Sidewalks TR0803 500,000 500,000 242,544 257,456 257,456 CR403 SPA MUD 16 Agreement TR1101 760,000 760,000 760,000 760,000 Business Center Drive TR0811 5,156,524 5,156,524 222,007 436,965 1,126,788 3,807,729 Twin Creek Woods Drainage DR0901 215,000 215,000 25,554 189,446 189,446 City Hall Complex Renovations FA0904 5,782 5,782 60,000 12,411 Traffic Signal Network FA1002 536,550 536,550 143,405 393,145 393,145 Intelligent Traffic System TR1204 4,685,200 4,685,200 666,040 666,040 4,019,160 Service Center Modifications FA1201 35,000 35,000 35,000 31,685 Fire Station Modifications FA1101 40,000 40,000 5,220 34,780 19,975 West Side Library FA1202 550,000 550,000 550,000 550,000 Fire Station#3 FA1302 3,497,791 5,500 289,368 Sub-Total Expenditures 27,725,084 19,221,259 6,238,706 4,520,059 5,171,245 8,641,257 Transfers-Out/Other Uses: Bond Issuance Costs 75,000 Transfer-Out-To General Fund') 169,572 169,572 109,974 Transfer-Out-to Fund 20 47,442 47,442 Reimbursement to UH Participants 274,420 274,420 Total Expenditures/Transfers-Out/Other Uses 5,011,493 5,662,679 8,826,231 Ending Fund Balance 69,996 (1,106,066) 0 (')Allocation for project and engineering dept.expense (2)Business Center Drive 325 FUND 68 - CERTIFICATES OF OBLIGATION FUND FY 12 Project Project Funded Thru FY 12 Projection FY 13 Number Budget Budget 9/30/2011 Budget /Carryover Adopted Beginning Fund Balance 2,602,674 2,602,674 791,609 Revenues: Interest Income 3,700 1,417 Miscellaneous 1111 Preserve @ CC 150,000 150,000 Intergovernmental Revenue TxDOT-McHard 672,385 Grant Fund-CDBG Funds(4) 335,793 335,793 Transfer from Fund 70 216,561 216,561 Transfer from Fund 200 67,793 Transfer from Fund 203 126,128 126,128 Total Revenues 832,182 1,570,077 0 Expenditures: Current Year Active Projects: Kirby Road PM6804 7,873,997 7,873,997 7,854,788 19,209 19,922 Dixie Farm Road T68973 17,071,309 17,071,309 17,047,831 23,478 23,478 Pearland Parkway 1 &2 T68974 12,299,408 12,299,408 12,294,126 5,282 Barry Rose Extension-supplemental ST2001 309,201 309,201 96,553 212,648 214,502 SH35 Drainage F50991 694,791 694,791 126,105 568,686 554,826 Westchester Drainage&Sidewalks DR1201 365,411 365,411 365,411 365,411 Barry Rose-Segment C T20006 233,770 233,770 150,000 233,770 Sub-total Expenditures 38,847,887 38,847,887 37,419,403 1,344,714 1,411,909 0 Transfers-Out/Other Uses: Transfer-Out-To General Fund") 444,193 444,193 13,117 Transfer-Out-To General Fund(2) 672,385 Transfer-Out-To Debt Service Fund(3) 1,500,000 1,500,000 Special Services 25,040 25,040 Total Expenditures/Transfers-Out/Other Uses 3,313,947 3,381,142 685,502 Ending Fund Balance 120,909 791,609 106,107 "Allocation for project and engineering dept.expense (2)Transfer of monies to General Fund for Pavement/Sidewalk Rehabilitation (3)Monies remaining on Pearland Parkway to DSF towards annual DS payments (4)For Westchester Drainage&Sidewalks 326 FUND 70- MOBILITY BONDS FUND FY 12 Project Project Funded Thru FY 12 Projection/ FY 13 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 6,546,886 6,546,886 222,816 Revenues: Interest Income 10,000 82 Intergovernmental Revenues Brazoria County-Corrigan Detention 45,318 Total Revenues 0 55,318 82 Expenditures: Current Year Active Projects: Cowert's Creek Diversion DR0602 2,896,344 2,896,344 1,404,907 1,491,437 1,491,437 Yost Road T70023 7,163,170 7,163,170 7,039,475 123,695 123,695 Walnut Street T70024 3,722,000 3,722,000 3,510,720 211,280 211,280 Magnolia Road T70041 38,675,969 38,675,969 38,475,051 200,918 120,512 Orange Street T70051 7,866,242 7,866,242 4,675,361 3,190,881 2,585,929 TxDOT Bridges ST0603 475,777 475,777 399,557 76,220 76,220 FM518 Expansion TR0902 161,715 161,715 153,674 8,041 8,041 Silent RR Crossing TR1002 246,504 246,504 4,340 242,164 242,164 Sub-Total Expenditures 61,207,721 61,207,721 55,663,085 5,544,636 4,859,278 Transfers-Out/Other Uses: Transfer-Out To General Fund(1) 568,549 568,549 17,227 Transfer-Out-To Fund 50 175,000 175,000 Transfer-Out-To Fund 68 216,561 216,561 Transfer-Out-To Fund 203 560,000 Total Expenditures/Transfers-Out/Other Uses 6,504,746 6,379,388 17,227 Ending Fund Balance 42,140 222,816 205,671 mAllocation for project and engineering dept.expense plus for pavement and sidewalk rehabilitation in 2012. 327 FUND 200 - Certificates of Obligation Series 2006 FY 12 Project Project Funded Thru FY 12 Projection FY 13 Number Budget Budget 9/30/2011 Budget /Carryover Adopted Beginning Fund Balance 1,962,888 1,962,888 1,262,823 Revenues: Interest Income 2,429 865 Miscellaneous 1,040 Bond Proceeds-GO's 238,000 Total Revenues 3,469 865 238,000 Expenditures: Current Year Active Projects: Lower Kirby UC Detention Phase 1 DR2001 3,166,603 3,166,603 2,982,218 1,685,085 184,385 Lower Kirby UC Detention Phase 2 DR1301 7,845,000 7,845,000 750,000 Barry Rose-Segment A ST2001 3,240,000 3,240,000 3,028,999 211,001 143,208 Hickory Slough @ Max Rd Detention DR2003 109,566 109,566 109,566 Town Ditch Phase Ill DR2004 120,606 120,606 120,606 SH 35 @ Mary's Creek Bridge DR2005 161,736 161,736 157,158 4,578 242,578 East Mary's Creek Detention DR2006 116,121 116,351 116,351 Walnut/Veterans Drainage DR2007 148,815 148,815 148,815 Library Expansion F20002 35,260 35,260 35,260 Fire Station#5 F20101 20,214 20,214 20,214 Independence Park P20001 29,437 29,437 29,437 Shadow Creek Ranch Complex P20002 37,051 37,051 37,051 Nature Center-JHEC P20004 25,000 25,000 25,000 Max Rd.Soccer Complex P20005 13,764 13,764 13,764 Trail Connectivity P20006 18,825 18,825 18,825 Natatorium P20007 49,024 49,024 49,024 McHard Road T20001 195,299 195,299 195,299 Old Alvin Road T20002 261,189 261,189 261,189 Cullen Blvd. T20003 727,412 727,412 727,412 Northbound SH288 Service Rd T20005 971,870 971,870 971,870 Mykawa Rd/BW8-McHard T68976 108,723 108,723 108,723 Bailey/Oiler Rd T70011 216,509 216,509 216,509 Sub-Total Expenditures 17,618,024 17,618,254 9,373,290 1,900,664 570,171 750,000 Transfers-Out/Other Uses: Transfer-Out-To General Fund(1) 65,399 60,201 Transfer-Out-To Fund 68 67,793 Transfer-Out-To Fund 203 2,765 2,765 Total Expenditures/Transfers-Out/Other Uses 1,968,828 700,930 750,000 Ending Fund Balance'2' (2,471) 1,262,823 750,823 "Allocation for project and engineering dept.expense (2)Remaining funds for Lower Kirby Detention Phase 2 328 FUND 201 - Certificates of Obligation Series 2007 FY 12 Project Project Funded Thru FY 12 Projection I FY 13 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 1,715,348 1,715,348 178,886 Revenues: Interest Income 2,700 824 469 Bond Proceeds CO's 504,565 Total Revenues 2,700 824 505,034 Expenditures: Current Year Active Projects: Public Safety Building F20102 22,180,511 22,180,511 22,151,812 28,699 17,902 Old PD Building Renovations FA0905 2,253,435 2,253,435 114,486 1,494,384 1,494,384 644,565 City Hall Complex Renovations FA0904 25,000 25,000 25,000 25,000 Sub-Total Expenditures 24,458,946 24,458,946 22,266,298 1,548,083 1,537,286 644,565 Transfers-Out/Other Uses: Transfer-Out-To General Fund(1) 39,355 Total Expenditures/Transfers-Out/Other Uses 1,548,083 1,537,286 683,920 Ending Fund Balance 169,965 178,886 0 Allocation for Project and Engineering Department Expense 329 I FUND 202 - GO Series 2007A I FY 12 Project Project Funded Thru FY 12 Projection/ FY 13 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 4,503,434 4,503,434 1,789,355 1 Revenues: I Interest Income 2,047 630 Miscellaneous TxDOT-Hwy288 Frontage 400,000 I Transfer from Fund 203 96,470 Total Revenues 0 498,517 630 d Expenditures: New Projects: Cullen T20003 11,858,821 11,858,821 11,716,124 142,697 I Cullen Detention Pond DR0902 654,939 654,939 654,495 444 i Cowart Creek Diversion DR0602 11,530,106 9,930,106 8,239,664 1,490,442 1,490,442 200,000 Trail Connectivity P50072 183,000 183,000 18,958 164,042 160,426 Dixie Farm Road Phase II TR0805 11,895,624 11,895,624 11,663,861 231,763 158,771 Town Ditch III DR2004 1,086,630 1,086,630 1,085,279 1,351 7,046 East Mary's Creek Detention DR2006 411,147 411,147 317,275 93,872 Bailey Road T08002 3,469,431 3,469,431 2,671,794 797,637 1,136,637 Fire Station#5 F20101 2,291,000 2,291,000 2,208,578 82,422 82,422 Natatorium P20007 5,400,000 5,400,000 5,434,429 (34,429) 62,041 SH35 Signals TR1103 50,000 50,000 50,000 50,000 Sub-Total Expenditures 48,830,698 47,230,698 44,010,457 3,020,241 3,147,785 200,000 Transfers-Out/Other Uses: Transfer to General Fund(1) 64,811 64,811 395,692 Total Expenditures/Transfers-Out/Other Uses: 3,085,052 3,212,596 595,692 Ending Fund Balance) 1,418,382 1,789,355 1,194,293 >"For Project and Engineering Department Expense and$364,615 towards Pavement and Sidewalk Rehabilitation (2)Available fund balance to be used in next phase of Bailey Road. 330 FUND 203 - General Obligation Series 2009, 2010, 2011 FY 12 Project Project Funded Thru FY 12 Projection/ FY 13 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 2,919,297 2,919,297 (1,323,244) Revenues: Bond Proceeds-GO's 4,031,869 10,487,108 Future Bond Proceeds 3,054,578 1,299,596 Interest Income 1,103 Intergovernmental Revenues 2,480,000 BCDD#4-Hickory Slough 2,000,000 HGAC-Pearland Pkwy 1,792,000 HGAC Fite Road 640,000 HGAC-Max Road 960,000 Other (80,259) Misc. Revenue from KPB 43,786 43,786 Misc. Revenue for Developer Agreement 332,531 Transfer from Fund 35 42,258 Transfer from Fund 43 24,750 Transfer from Fund 70 560,000 Transfer in From Fund 200 2,765 2,765 Transfer from P&R Development Fund 18,000 27,280 Total Revenues 9,630,998 6,303,956 11,828,962 Expenditures: New Projects: Town Ditch Phase III 0R2004 3,852,461 3,852,461 3,600,537 251,924 141,169 Veteran/Walnut Drainage DR2007 1,275,808 1,275,808 533,792 742,016 704,253 East Mary's Creek Detention DR2006 3,026,087 3,026,087 3,011,087 15,000 15,000 Natatorium&Rec.Center P20007 15,172,650 15,064,506 15,059,506 113,144 5,000 McHard T20001 7,077,732 7,033,519 7,014,762 62,970 18,757 Bailey Veterans to FM1128 T08002 24,432,380 1,838,957 1,779,905 59,052 59,052 Cullen/FM518 Detention DR1103 4,572,000 864,000 146,979 103,021 103,021 614,000 Max Road Sports Complex P20005 3,906,117 3,919,881 186,929 173,238 173,238 3,559,714 Hickory Slough Detention DR2003 6,550,000 3,705,418 123,087 6,426,913 3,582,331 Shadow Creek Ranch Complex P20002 8,378,000 2,347,451 648,263 648,263 1,699,188 Delores Fenwick Phase 2 P20008 53,066 53,066 53,066 53,066 CR403 Hughes Ranch Rd TR1201 22,321,000 393,000 393,000 393,000 Pearland Parkway Extension TR1203 3,695,192 3,695,192 2,240,000 2,240,000 1,455,192 OTS Drainage DR1302 3,415,000 176,000 176,000 Centennial Park P50071 2,270,000 354,000 354,000 Fite Road TR1202 4,193,415 800,000 800,000 Max Road TR1205 6,708,958 1,245,000 1,245,000 CR94 Expansion TR1303 4,984,490 1,145,471 1,145,471 Old Alvin Road Widening T20002 7,627,000 400,000 400,000 133,511,356 51,189,817 31,456,584 11,281,607 10,181,150 9,403,565 Transfers-Out/Other Uses: Bond Issuance Costs 100,000 240,000 Transfer to General Fund(' 130,875 130,875 406,495 Transfer to Fund 68 126,128 126,128 Transfer to Fund 20 11,674 Transfer to Fund 202 96,470 Total Expenditures/Transfers-Out/Other Uses: 11,638,610 10,546,297 10,050,060 Ending Fund Balance 911,685 (1,323,244) 455,658 For Project and Engineering Department Expense 331 I FUND 42- UTILITY IMPACT FEE FUND III FY 12 Project Project Funded Thru FY 12 Projection/ FY 13 1 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 4,161,281 4,161,281 1,779,032 Revenues: Water Impact Fees 740,550 866,750 953,425 Sewer Impact Fees 1,075,450 1,111,218 1,222,340 Interest Income 2,236 23,574 3,202 Bond Proceeds 3,166,673 3,166,673 Transfer In from Fund 30 1,149,010 1,149,010 528,353 Transfer In from Fund 67 Total Revenues 6,133,919 6,317,225 2,707,320 Expenditures: Current Year Active Projects: SH35 Water&Sewer-Phase 2 W42041 5,114,995 4,935,371 4,935,371 179,624 City of Houston Water Line Connection W42051 19,955,519 19,605,519 18,456,628 1,498,891 1,148,891 Surface Water Plant WA0812 53,479,047 4,709,947 4,675,947 34,000 34,000 Old Alvin Road Water Line WA1101 2,556,718 2,556,718 99,752 2,456,966 2,456,966 SH35 Water-South of Magnolia WA1102 338,936 338,936 338,936 338,936 McHard Road Waterline WA1201 7,090,901 2,796,530 2,166,673 2,166,673 629,857 Southdown WWTP Expansion WW1201 10,125,104 500,000 500,000 500,000 Pearland Pkwy Extension WA1206 502,100 502,100 82,100 82,100 420,000 SH35 Waterline FM518 to Magnolia WA1302 2,037,134 518,715 518,715 CR94 Waterline WA1303 973,400 200,090 200,090 Sub-Total Expenditures 102,173,854 36,663,926 28,167,698 7,257,190 6,727,566 1,768,662 Transfers-Out/Other Uses: Transfer-Out-To General Fund(" 238,712 238,712 150,665 Transfer-Out-To Fund 30(2) 1,506,740 1,506,740 1,544,226 Transfer Out-To Fund 67(3) 140,000 140,000 Transfer Out-To Fund 301 86,145 Special Services 86,456 86,456 Total Expenditures/Transfers-Out/Other Uses: 9,229,098 8,699,474 3,549,698 Ending Fund Balance 1,066,102 1,779,032 936,654 ('Allocation for Project and Engineering Dept.expenses. (2)Debt Service allocation for projects funded by City issuing debt. (3)Transfer to Fund 67 for Impact Fee portion of SH35 Water&Sewer 332 FUND 44— SHADOW CREEK RANCH UTILITY IMPACT FEE FUND FY 12 Project Project Funded Thru FY 12 Projection/ FY 13 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 444,985 444,985 1,087,768 Revenues: Shadowcreek Impact Fees 753,542 4,018,954 1,364,110 Interest Income 2,702 1,051 1,958 Total Revenues 756,244 4,020,005 1,366,068 Expenditures: Current Year Active Projects: Transfers-Out/Other Uses: Transfer-Out-To Water/Sewer Fund(1) 877,222 877,222 736,313 Transfer-Out-To Fund 67 2,500,000 Total Expenditures/Transfers-Out/Other Uses: 877,222 3,377,222 736,313 Ending Fund Balance 324,007 1,087,768 1,717,523 (')Debt Service allocation for projects funded by City issuing debt. 333 FUND 64— 1998 CERTIFICATE OF OBLIGATION FUND FY 12 Project Project Funded Thru FY 12 Projection/ FY 13 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 923,447 923,447 Revenues: Interest Income 460 Total Revenues 460 Expenditures: Current Year Active Projects: Inflow&Infiltration WW0805 1,058,139 1,058,139 134,232 923,598 923,907 Total Expenditures/Transfers-Out/Other Uses 1,058,139 1,058,139 923,598 923,907 Ending Fund Balance (151) 0 334 FUND 67- WATER& SEWER REVENUE BOND FUNDS FY 12 Project Project Funded Thru FY 12 Projection FY 13 Number Budget Budget 9/30/2011 Budget /Carryover Adopted Beginning Fund Balance 10,868,699 10,868,699 973,525 Revenues: Interest Income 3,235 8,428 1,984 Bond Proceeds 5,107,802 2,607,802 Transfer from Fund 44 2,500,000 Transfer from Fund 42 140,000 140,000 Transfer from Fund 30 2,680,000 2,680,000 Total Revenues 7,931,037 7,936,230 1,984 Expenditures: Current Year Active Projects: SH35 North 2 W67993 5,183,305 5,183,305 4,398,223 785,082 785,082 East Side of Hwy 288 Infrastructure W67072 2,637,857 2,627,857 2,627,857 10,000 FM1128 Sewer W67075 729,751 716,751 716,751 13,000 Hydraulic Modeling WE7074 59,56E 59,56E 39,404 20,162 20,162 SH35 North Force Main WW0801 356,975 356,975 356,975 356,975 Lift Station SCADA WW0807 502,618 502,E18 428,177 74,441 71,198 Water Plant SCADA WA0804 490,000 463,725 423,738 66,262 39,947 Sterling Road Waterline WA0807 142,275 142,325 142,275 0 50 Orange Street Utility T70051 425,000 425,000 42,017 382,983 413,042 Longwood LS Replacement and Plant Rehab. WW0902 4,333,105 3,833,105 269,183 4,063,922 3,563,922 Barry Rose WWTP WW1004 3,753,760 3,753,760 265,187 3,488,573 3,488,573 Hatfield Basin Trunk Sewer Line WW1 103 4,634,000 4,634,000 187,909 4,446,091 4,446,091 Twin Creek Regional SCADA LS Rehab. WW1101 2,659,000 2,659,000 91,913 2,567,087 2,567,087 Far Northwest WWTP Decanter WW1102 1,250,000 1,250,000 9,09E 1,240,904 1,240,904 Barry Rose Extension ST2001 165,485 165,485 165,485 165,485 Mykawa/Scott Lift Station WW1302 3,078,083 147,496 147,496 Hughes Ranch Rd SS WW1204 80,000 80,000 Sub-Total Expenditures 30,480,780 26,920,968 9,641,730 17,680,967 17,238,518 147,49E Transfers-Out/Other Uses: General Engineering/CIP Administration WA1001 237,000 89,247 147,753 126,831 Transfer-Out-To General Fund" 313,80E 313,806 263,715 W/S Pro Rata Reimbursements 52,249 Issuance Costs 100,000 100,000 Total Expenditures/Transfers-Out/Other Uses 18,242,526 17,831,404 411,211 Ending Fund Balance 557,210 973,525 564,298 ('Allocation for Projects and Engineering Departments. (2)Assumes no additional payments to TxDOT. 335 I • FUND 301 - WATER/SEWER PAY AS YOU GO CIP FY 12 Project Project Funded Thru FY 12 Projection/ FY 13 Number Budget Budget 9/30/2011 Budget Carryover Adopted Beginning Fund Balance 1,204,388 1,204,388 14,784 Revenues: Transfer from Fund 30-Operations 1,259,497 1,259,497 1,046,492 Transfer from Fund 42 86,145 Interest Income 500 683 500 Total Revenues 1,259,997 1,260,180 1,133,137 Expenditures: Current Year Active Projects Twin Woods/Clearcreek Estates WL WA0806 154,365 154,365 1,511 152,854 152,854 Bellavita Waterline WA0809 664,600 664,600 36,557 628,043 628,043 Fite Waterline WA0810 91,439 91,439 12,311 79,128 79,128 GEC Administration WA1001 300,000 300,000 225,000 225,000 75,000 Walnut Lift Station WW1203 703,000 703,000 115,000 115,000 588,000 Broadway Trunk Sewer WW1202 155,000 155,000 18,008 18,008 136,992 Pearland Pkwy Waterline Extension WA1207 190,366 190,366 190,366 190,366 Fellows Loop WA1203 2,592,000 101,000 101,000 101,000 Water Loops WA1204 596,063 596,063 596,063 596,063 East Orange Waterline WA1205 152,060 152,060 152,060 152,060 Hughes Ranch Rd Waterline WA1301 60,000 60,000 60,000 West Oaks LS Retirement WW1304 180,222 36,872 36,872 Eliminate Somersetshire LS WW1303 151,844 151,844 151,844 Sub-Total Expenditures 5,990,959 3,356,609 50,379 2,257,522 2,257,522 1,048,708 Transfers-Out/Other Uses: Transfer Out to General Fund° 192,262 192,262 83,929 Total Expenditures/Transfers-Out/Other Uses: 2,449,784 2,449,784 1,132,637 Ending Fund Balance 14,601 14,784 15,284 ("Allocation for Projects and Engineering Departments. 336 IMPACT ON OPERATING BUDGET Capital Improvement projects that will impact the operating budget are listed below. Only those projects that have a significant financial and/or non-financial impact on the operating budget are included. These projects not only include fiscal year 2013 projects, but also include projects identified in the Five-Year CIP. Operating impacts from these are included in the City's long-range financial planning model. Projects are listed by project type. DRAINAGE: Cowerts Creek Diversion — This diversion and regional detention project for the Bailey Road Corridor will entail construction of approximately 4,300 linear feet of interceptor box culvert, 3.2 miles of diversion ditches, a 1,200 acre-ft regional detention facility and associated culvert and road ditch improvements. Construction scheduled for FY2015. Lower Kirby Urban Center Regional Detention — Construction will provide regional storm water detention to the area. Two detention ponds near Clear Creek, combined with the widening of the TxDOT ditch to provide conveyance and storage between BW8 and Clear Creek, are included in this project. The initial construction phase will improve the City's existing pond. Design in FY2013. Old Townsite Drainage—The scope of this project will be to develop a drainage and detention plan for serving the area with a sub-regional detention pond. Implementation of this project will allow for 15 acres to be developed and will also provide regional detention for the re-development or expansion of approximately 20 acres. In addition to this, the detention pond will also serve and mitigate the impacts of the expansion of the roadway network within this portion of the Old Townsite. Design scheduled for FY2014. D.L. Smith Detention Pond Expansion Phase I — This project will add 150 ac. ft. detention storage capacity to mitigate existing flooding and for preparation of future development along Clear Creek and McHard Road area, including future City facilities and the expansion of an educational facility. This expansion will lower the 100-year water surface elevation of Clear Creek. Design scheduled for FY2015. Cullen/FM 518 Regional Detention Pond — Construction of a detention pond, including ditch improvements and possible underground storm sewer improvements, to provide the required detention for future development of approximately 155 acres of undeveloped land along FM518. This will eliminate the need for individual detention ponds as recommended in the Regional Detention Study and is a City Council priority. Design in FY2013. Piper Drainage & Sidewalks — Enclose approximately 2,560 ft. of ditch and install sidewalks along Piper between south of FM 518 and Fite Rd. This will connect to existing storm sewer on Fite Rd. and includes dredging of the linear detention pond east of the elementary school at Fite and FM 1128. This work will relieve flooding and high water issues. Design and construction scheduled for FY2014. FACILITIES: Intelligent Traffic System - This project will provide major upgrades to the City's entire traffic signal system network. This system was taken over from TxDOT in FY 2011. It will provide upgrades to controllers, cameras, and the system's communications system. The upgrade will allow a switch of the City's entire network of signals to real-time monitoring, control, adjustments, trouble-shooting, and emergency response management from the Traffic Operations Center. Construction in FY2013. Tom Reid Library Expansion — Increase the current 20,584 sq. ft. building by 11,542 sq. ft. for an overall area of 32,126 sq. ft. The expansion will create new areas such as a bookstore, children's story time room, a teen zone, computer labs, additional office/storage space, and enlarge the circulation desk and book stacks areas. The significant growth of the City has created a need for the expansion of the library. Design and construction scheduled for FY2015. Operating Impact: Operations & Maintenance FY2016 -$39,640; FY2017 - $79,280 337 Fire Station #3 Reconstruction — Construction of an approximately 10,000 sq. ft. station to house Fire and EMS personnel, including dorm space, kitchen, offices, three double-deep apparatus bays, gear and medical supplies storage, etc., to accommodate 24-hour operation. Assumes volunteer staffing and reallocation of three rovers. Design in FY2013. Operating Impact: 6 FTE Personnel FY2014 -$404,177; FY2015 -$543,347; FY2016 -$553,664; FY2017—$561,158 Fire Station #1 — Construction of an approximately 10,000 sq. ft. station to house personnel for Fire and EMS, including dorm space, kitchen and dining area, day room, offices, and exercise room. Also included are three double-deep apparatus bays, gear and medical supplies storage. This facility will replace a 44 year old station and will improve response times. It will also be better to accommodate 24-hour operation. Design scheduled for FY2014. Operating Impact: Operations& Maintenance FY2016 -$36,597; FY2017 -$73,194 Old Police Department Building Renovations — Due to the relocation of the Police Department into the new Public Safety Building, and the planned relocation of several departments from existing city facilities, renovations may include additional windows, new furniture, remodeling lobby/receptionist area, additional parking and landscaping. Fire and EMS Admin, as well as the Fire Marshal, will relocate to this facility. Renovations will meet the needs of a growing City and revise the space needed to bring it up to the Unified Development Code requirements. Construction in FY2013. Operating Impact: 1 FTE Personnel FY2014 -$85,992; FY2015 -$87,226; FY2016 -$88,484; FY2017 -$89,768 PARKS: Trail Connectivity — This is a hike and bike trails project designed to provide opportunities for City residents to walk, run or bike ride on a series of trails connected to various parts of the City. Phase II scheduled in FY2013. Operating Impact: 1 FTE Personnel FY2014 -$50,699; FY2015 -$98,859; FY2016 -$104,062; FY2017 -$105,820 Max Road Sports Complex - Phase I — Improvements include six international sized (11vs11) lighted fields for soccer and other sports, restrooms, and parking. The development of this facility will allow Centennial Park fields to be converted to a facility for youth softball that will allow the youth soccer program, youth softball program and the youth baseball program to expand as the population in the community increases. Construction in FY2013. Operating Impact: 1 FTE Personnel FY2014 -$338,460; FY2015 -$338,963; FY2016 -$358,024; FY2017 -$372,212 Shadow Creek Ranch Park - Phase I — Develop eight lighted softball and baseball fields, one soccer field, six volleyball courts, a hike and bike trail around the fields, a lawn amphitheater for special events, and parking. The Parks and Recreation Master Plan calls for a multi-purpose sports complex in this area of the community to serve the anticipated growth of the area. Construction scheduled for FY2014. Operating Impact: 5 FTE Personnel FY2015 -$517,912; FY2016 -$472,384; FY2017-$482,325 338 Independence Park— Phase I — Improvements include the reorientation of the entry into the park, relocation and upgrade of the existing playground, improvements to the existing pavilion, the construction of additional parking, and amphitheater for special events. Design to begin FY2015. Delores Fenwick Nature Center— Phase I —Construct a 7,000 sq.ft. LEED platinum certified building with an open air pavilion at one end that would include environmental education displays, demonstration gardens, interpretive exhibits, 6 or 7 offices and work areas, a classroom with 50 seat capacity, 400 sq. ft. of storage, and an outdoor spray station. Phase II will include 2 miles of 6 ft. and 8 ft. trails, a boardwalk, pedestrian bridge, fishing pier, picnic and rest areas, a tree farm, paddle craft launching area and parking. This site will provide a unique learning opportunity for the entire community. Design to begin FY2015. Centennial Park — Phase II — Upon completion of the Max Road Sports Complex, this project will include the demolition of the existing soccer fields to be replaced with the construction of two lighted softball fields, installation of a picnic pavilion, and additional parking. This will provide more recreational opportunities for residents and visitors. Construction to be completed in FY2015. Operating Impact: 1 FTE Personnel FY2015 -$71,700; FY2016 -$97,856; FY2017 -$98,853 Hunter Park (formerly Orange Street Park) - Phase II —The continued development of this park will include trails, benches, a gathering area, landscaping and/or a pavilion for the residents of the City. Design and construction to begin in FY2015. Operating Impact: Operations& Maintenance FY2015 -$16,900; FY2016 - $17,900; FY2017 -$18,700 STREETS: Business Center Drive — To provide a secondary thoroughfare to alleviate traffic congestion near the Pearland Town Center, an additional two lanes will be added from Broadway to the south entry of the Pearland Town Center, and four lanes from the south Town Center entrance to CR59. The proposed cross section is concrete curb and gutter with sidewalks, and the project will include improvements to CR59 to accommodate increased traffic. Construction in FY2013. Operating Impact: Operations & Maintenance FY2013 -$6,304; FY2014 -$25,218; FY2015 -$25,218; FY2016 -$25,218; FY2017 -$25,218 CR 403 (Hughes Ranch Road) — Reconstruction of two miles of CR403 from Cullen to Smith Ranch Road from a two-lane asphalt open ditch roadway to a four-lane concrete curb and gutter boulevard to provide enhanced safety and access to Dawson High School. Furthermore, it will provide access to SH 288, in conformance with the City's Thoroughfare Plan. A noise barrier will also be included. Construction to begin FY2016. Operating Impact: Operations & Maintenance FY2013 -$3,352; FY2014 -$3,352; FY2015 -$3,352; FY2016 -$3,352; FY2017 -$6,430 CR 94 Expansion — Expansion from two lanes to four lanes, divided, with raised medians, concrete curb and gutter, landscaping, and storm sewer. New development and a new Park-n-Ride have increased traffic on this roadway. A strong demand for better access to this area calls for the expansion of this roadway. Design in FY2013. Operating Impact: Operations & Maintenance FY2015 -$981; FY2016 -$10,981; FY2017 -$10,981 339 Mykawa Road Widening — Construct approximately three miles of four-lane concrete curb and gutter divided boulevard section roadway, including storm sewers, outfalls and detention, traffic signals and related items on Mykawa Road to help alleviate traffic from Beltway 8 to FM 518. Design in FY2015. McHard Road Extension — Extend road approximately 3.5 miles from Cullen Parkway to Mykawa Road, with raised medians. Includes storm sewers, outfalls and detention, traffic signals, sidewalks and related items. This will alleviate traffic on FM518 in accordance with the City's Major Thoroughfare Plan. Design and construction scheduled for FY2017. BaileyNeterans to FM 1128 — Bailey Road will be widened to four lanes with concrete curb and gutter. Drainage improvements will also be added. This widening will accommodate school traffic and provide re-graded ditches. Construction scheduled for FY2015. Pearland Parkway Extension — Extend Pearland Parkway approximately 4,500 ft. from 500 ft. east of Oiler Drive to Dixie Farm Rd., construct a four-land concrete curb and gutter divided roadway with raised medians and a bridge crossing at Cowart's Creek. This will connect minor and major thoroughfares in accordance with the Thoroughfare Plan and provide traffic congestion relief to and from Beltway 8. Construction in FY2013. Operating Impact: 1 FTE Personnel FY2015 -$34,962; FY2016-$35,288; FY2017 -$35,621 Fite Road —An extension of approximately 2,500 sq. ft. that will include four undivided lanes of concrete curb and gutter, including storm sewers, outfalls and detention, traffic signals and related items. This will reduce the amount of traffic currently diverted to Walnut Street. This is a heavily used roadway that serves residential, commercial and school traffic. Construction in FY2014. Operating Impact: Operations & Maintenance FY2015 -$4,350; FY2016 - $4,850; FY2017 -$4,850 Longwood Street Reconstruction — Replace existing paving on Longwood Street, and remove and replace 12" and 8" asbestos concrete water lines and add 4 ft. sidewalks on both sides of the road. This same work will be done on Paul Drive from Longwood to the city limits and on McDonald Drive from Dixie Farm Road to Longwood within this project. This project is needed because of ongoing drainage issues. Design scheduled for FY2016. Max Road — Widen Max Road to 4 lanes, including concrete curb and gutter, storm sewers, outfalls and detention, from the future Hughes Ranch alignment, connecting with Reid Boulevard; includes storm sewers, outfalls and detention, traffic signals and related items. This project will improve mobility, reduce maintenance and increase public safety. Construction scheduled to begin in FY2014. Operating Impact: Operations & Maintenance FY2015 -$17,550; FY2016 -$20,325; FY2017-$20,325 Sidewalk Installation —To facilitate safe public access to schools, parks and businesses and encourage reduction in vehicle traffic, will install sidewalks near heavy-use areas such as schools, parks and businesses, for a total of 40,410 linear feet of four-foot wide sidewalks. Includes drainage work. Multi-year construction scheduled to begin in FY2014. WATER: Surface Water Plant — Growth on the west side of the City drives demand for the continued development of the Surface Water Plant. Phase I in 2008-2009 included the purchase of property for the plant and provided interim work to protect erosion of neighbors' properties. In FY2014 plant design begins with a schedule to have the plant online in 2019. Phase I to be 10 MGD surface water plant, to ultimately become a 20 MGD plant. Design scheduled for FY2015. 340 FM 1128 Water Line — Install approximately 5,300 ft. of 16" waterline along FM 1128 from Bailey Rd. to CR100. This will loop the system from Veterans Dr. to FM 1128 for additional water pressure and fire protection based on demand. Design scheduled for FY2015. CR 94 Waterline— Install approximately 5,300 ft. of 12" waterline from Hughes Ranch Rd/CR 403 to just north of FM 518. This will improve water quality and distribution in the area as warranted by the City's water model. Design in FY2013. Pearland Parkway Waterline — Install approximately 4,000 linear ft. of 12" water line from Shadycrest to Dixie Farm Rd., connecting to 16" water lines to the north and south and provide additional water source to residential neighborhoods in the area. Construction in FY2013. Veterans Drive Waterline — Install approximately 5,300 ft. of 16" waterline on Veterans Drive from Bailey Road south to CR100 and continue an additional 5,300 ft. with a 12" line from CR100 to CR128 to supply water to the City limits and ETJ south of Bailey Road in preparation of future development and demand. Design scheduled for FY2015. McHard Road Waterline — Install approximately 34,000 ft. of 16" water line along McHard Road from SH35 to Business Center Drive to provide a connection between the east and west sides of the City, allowing for more efficient water flow, improved fire protection and movement of water from the expanded Alice Street Water Plant. Construction scheduled for FY2014. Operating Impact: Operations & Maintenance (savings) FY2014 -($187,500); FY2015 -($750,000); FY2016- ($750,000); FY2017—($750,000) Green Tee Rehabilitation — Modify the Green Tee water pumping station to eliminate incoming water from Clear Brook City MUD and transform the station into a booster station. This project will eliminate a high-priced water source and improve water quality in the area. Design scheduled for FY2017. Operating Impact: Operations & Maintenance (savings) FY2017 -($102,000) CR 100 Waterline— Install approximately 13,160 ft. of 16"waterline along CR 100 from Veterans Drive to FM1128 (Manvel Road), supplying water for future projected growth and development. Design in FY2015. Harkey Road Waterline — Install approximately 13,300 ft. of 12" waterline from Harkey Road (CR 100) south to CR 128 and east to Veterans Drive to improve water pressure and fire protection in the area. Design in FY2015. WASTEWATER: Broadway Trunk Sewer Extension — Addition of a new 12" sewer line for approximately 1,160 feet to provide gravity sewer to vacant properties north and south of Broadway, east of Liberty/Country Club, as well as serve properties that aren't currently served and eliminate Pirate's Alley Lift Station. Construction in FY2013. Operating Impact: Operations & Maintenance (savings) FY2014 -($8,933); FY2015 - ($8,933); FY2016 - ($8,933); FY2017 -($8,933) Walnut Lift Station — Replace the Walnut regional lift station with a new lift station. The replacement of the lift station is needed due to the existing lift station's safety concern. The lining of the existing lift station is failing, and a hole has developed in the floor of the dry well. Some of the pump suction piping has also failed, and the remainder of the piping is in very poor condition. Construction in FY2013. Operating Impact: Operations & Maintenance (savings) FY2014 -($2,978); FY2015 - ($2,978); FY2016 - ($2,978); FY2017 - ($2,978) 341 West Oaks Lift Station — Abandonment of this lift station and installation of a new 12" gravity sewer line along • Harkey Road for approximately 771 feet. Design in FY2013. ' Operating Impact: I Operations & Maintenance (savings) FY2014 - ($4,467); FY2015 - ($8,933); FY2016 -($8,933); FY2017- ($8,933) Mykawa/Scott SCADA Lift Station — Replace existing lift station with a new 12" force main for approximately 2,500 ft., from Mykawa to SH35 and an 8-12" gravity line for approximately 3,430 ft. along Mykawa from Scott to Shank ft to reduce flow to the Barry Rose WWTP, reduce surcharging in the McHard 24" trunk sewer, and eliminate one lift station. Design scheduled for FY2014. Operating Impact: Operations & Maintenance (savings) FY2015 - ($2,233); FY2016 - ($8,933); FY2017 -($8,933) Orange/Mykawa Lift Station — Install approximately 3,386 ft. of 12" gravity sewer line along Mykawa from Orange to Walnut and abandon current lift station. This project will eliminate an inverted siphon gravity line and remove the existing lines from being in conflict with the drainage for the Mykawa Road project. Design scheduled for FY2014. Operating Impact: Operations & Maintenance (savings) FY2015 - ($4,467); FY2016 - ($8,933); FY2017 -(8,933) Somersetshire Lift Station — Eliminate temporary lift station and reroute approximately 680 linear feet of 12" sanitary sewer through primarily backlot easements. Without the reroute, it would require the acquisition of a permanent lift station site and construction of a the lift station. Design and construction in FY2013. Operating Impact: Operations & Maintenance (savings) FY2013 - ($2,233); FY2014 - ($8,933); FY2015 -($8,933); FY2016 - ($8,933); FY2017 - ($8,933) Pearland Heights Lift Station — Reroute approximately 1,700 linear feet of 12" sanitary sewer to Pearland Heights lift station. This will eliminate 1 lift station. The existing lift station is in very poor condition and will require extensive rehabilitation if it is retained. Design and construction scheduled for FY2014. Operating Impact: Operations & Maintenance (savings) FY2014 -($4,467); FY2015 - ($8,933); FY2016- ($8,933); FY2017- ($8,933) Oak Brook Estates—Abandon existing Lift Station and install approximately 850 ft. of 12" gravity sewer line from Branch Hill Drive to Dixie Farm Road. Design and construction scheduled for FY2014. Operating Impact: Operations & Maintenance (savings) FY2015 -($8,933); FY2016 - ($8,933); FY2017- ($8,933) Veterans Drive Lift Station —This project extends the trunk sewer south along Veterans Drive as far as Dare Road. This will allow gravity sewer for development south of Bailey road and will eliminate two lift stations. Design and construction scheduled for FY2017. Operating Impact: Operations & Maintenance (savings) FY2017 -($8,933) Roy/Max/Garden Roads Basin Sewage System— Install a total of approximately 4,940 ft. of 18", 1,300 ft. of 15", and 1,200 ft. of 15" trunk sewer in the area of Broadway, Roy, Max, Garden, and O'Day roads to Hickory Slough. This will eliminate two existing lift stations and extend service to the area. Design scheduled for FY2015. 342 SPECIAL REVENUE FUNDS The Special Revenue Funds are used to account for specific revenues that are legally restricted for particular purposes. A description of the individual Special Revenue Funds follows and the budget schedules can be found following this document. Court Security—Article 102.017 of the Code of Criminal Procedures allows a city to collect, when a defendant is convicted, a $3.00 fee. A fund designated by this article is created to govern this collection and the money may only be used for the purpose of providing security services for buildings housing a municipal court. Citywide Donation — A fund used to account for miscellaneous donations for all City Departments except the Parks and Recreation Department. Court Technology — Article 102.0172 of the Code of Criminal Procedures allows a city to collect, when a defendant is convicted, a $4.00 fee. A fund designated by this article is created to account for this collection, which may be used only to finance technological enhancements of the municipal court. Court Juvenile Management—Article 102.0174 of the Code of Criminal Procedures allows a city to collect up to a $5.00 fee from each Class C misdemeanor conviction for the expenditures related to employment of a Juvenile Case Manager. The City charges a $4.00 fee. Traffic Impact Improvement—A fund that accounts for resources to be used for traffic improvements based on traffic analysis. Regional Detention—A fund created to account for regional detention development. Hotel/Motel Occupancy Tax—A fund created to account for hotel/motel occupancy tax revenue. Park Donations -A fund used to account for special events donations and expenditures provided by the Parks & Recreation Department and for the development of City parks. Park and Recreation Development — A fund created to account for the development of parks with park dedication fees. Tree Trust —A fund created to account for tree trust donations. Sidewalk—A fund created to account for resources designated for sidewalks. Police State Seizure — A fund created to account for state seizure funds, which are used solely for law enforcement purposes. Federal Police —A fund created to account for federal seizure funds and can only be used to support activities that result in further seizures. Grant Fund—To account for all revenues and expenditures associated with federal, state and local grants, except CDBG. Community Development Block Grant—A fund used to account for revenues and expenditures associated with the Federal Community Development Block Grant. Community Development Block Grant—Recovery — A fund used to account for revenues and expenditures associated with the Federal Community Development Block Grant—American Recovery and Reinvestment Act. Management District 1 — Fund created to account for sales tax collections from the Poag & McEwen Lifestyle Center development to finance and assist the development of public infrastructure. 343 University of Houston — Fund created to account for the revenues and expenditures associated with an operating lease agreement between the City, University of Houston, and Pearland Economic Development Corporation. ' Municipal Channel (PEG) — Fund created to account for the revenues and expenditures associated with the purchase of equipment for public-access television broadcasting under rules set forth by the Federal Communications Commission (FCC). 344 COURT SECURITY FUND - 17 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW City Council adopted a resolution authorizing Municipal Court to collect a $3 fee from each defendant found guilty of a misdemeanor. Pursuant to the Texas Code of Criminal Procedure, revenues generated from this fee must be deposited into a special fund. The money collected may be used only to fund court security and includes such items as metal detectors, surveillance equipment, security personnel, security hardware, personnel security training, or other security measures. The revenues generated from this fee cover the cost of a full-time Court Bailiff and a part-time Court Bailiff, in addition to operating costs. A part-time Bailiff was added in fiscal year 2012. The proportional share of Securenet (software/hardware for building security) maintenance remains funded in fiscal year 2012 and 2013. Court Efficiency (10% of time pay fees) is also part of this fund. The fund balance at 9/30/2013 is estimated to be $132,911. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES FINES& FORFEITURES $ 54,323 $ 56,428 $ 59,254 $ 61,087 INTEREST INCOME 198 332 73 75 TRANSFER IN 535 535 TOTAL 54,521 57,295 59,862 61,162 EXPENDITURES SALARY&WAGES 58,326 44,223 54,841 MATERIALS& SUPPLIES 241 800 1,799 300 MISCELLANEOUS SERVICES 3,837 13,594 12,996 13,994 TRANSFER 45,706 TOTAL 49,784 72,720 59,018 69,135 REVENUES OVER(UNDER) EXPENDITURES 4,737 (15,425) 844 (7,973) FUND BALANCE -BEGINNING 135,303 140,040 140,040 140,884 FUND BALANCE-ENDING $ 140,040 $ 124,615 $ 140,884 $ 132,911 345 I COURT SECURITY FUND - 17 REVENUES r FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget I I 017-0000-352.03-00 BUILDING SECURITY 48,858 50,383 53,700 55,687 017-0000-352.05-00 TIME EFFICIENCY FEES 5,465 6,045 5,554 5,400 *FINES& FORFEITURES 54,323 56,428 59,254 61,087 I 017-0000-356.00-00 INTEREST INCOME 198 332 73 75 *MISCELLANEOUS 198 332 73 75 017-0000-359.03-00 TRANSFER FROM FUND 18 535 535 *TRANSFER IN 535 535 I I TOTAL 54,521 57,295 59,862 61,162 / 1 Revenues vs Expenditures I $350,000 $308,905 [ $300,000 - $250,000 - - $200,000 $150,000 $100,000 $65,487 $68,448 $73,905 $78,638 [ $52,104 $54,728 $46,360 $50,000 ______M-__j.11-____ I $0 FY 2011 Actual Amended Budget Year End Projection Adopted Budgetle FY 2012 FY 2012 FY 2013 I ❑REVENUES ■EXPENDITURES I. 346 CITYWIDE DONATION FUND - 18 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Citywide Donation Fund is used to account for miscellaneous donations for all City Departments, except the Parks and Recreation Department. Donations received for specific reasons or for specific departments shall be spent for those purposes. Expenditures in fiscal year 2012 total $22,551 and include $2,250 for the Spay Neuter Assistance Program (SNAP) in Animal Control, $2,740 for light installation at the shelter, and $1,695 for a euthanasia table. Expenditures in EMS in fiscal year 2012 include $4,749 for lights for a new Tahoe rescue vehicle, $2,707 for a toughbook, $2,875 for an AED, and $1,453 for graphics for the rescue vehicle. The expenditure for fiscal year 2013 includes $4,200 for defibrillator mounts for ambulances in EMS, as well as $7,416 for mobile gateways that allow for private wifi connection in the vehicles, and $4,482 for one mobile radio. Fund Balance at 9/30/2013 is anticipated to be $85,101. In fiscal year 2010 the City began collecting donations, via water bills, for a Westside Library. Funds of $389 are anticipated by 9/30/2013. The amount available for the Animal Shelter is approximately $72,000, with approximately $6,900 available for EMS, $1,750 for Police, and $2,800 for Fire. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES INTEREST INCOME $ 76 $ 134 $ 35 $ 33 MISCELLANEOUS DONATIONS 29,299 24,453 31,934 30,980 TOTAL 29,375 24,587 31,969 31,013 EXPENDITURES MATERIALS&SUPPLIES 5,802 1,184 3,412 MAINTENANCE OF EQUIPMENT 1,453 MISCELLANEOUS SERVICES-ANIMAL CONTROL 2,250 INVENTORY-ANIMAL CONTROL 12,874 1,695 INVENTORY- E.M.S. 1,986 8,457 16,098 TRANSFER OUT 535 535 CAPITAL OUTLAY- E.M.S. 5,305 4,749 TOTAL 13,093 14,593 22,551 16,098 REVENUES OVER(UNDER) EXPENDITURES 16,282 9,994 9,418 14,915 FUND BALANCE-BEGINNING 44,486 60,768 60,768 70,186 FUND BALANCE-ENDING $ 60,768 $ 70,762 $ 70,186 $ 85,101 347 CITYWIDE DONATION FUND - 18 L REVENUES I FY 2013 ADOPTED BUDGET I REVENUES FY 2012 FY 2012 FY 2013 I FY 2011 Amended Year End Adopted I ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget I 018-0000-356.00-00 INTEREST INCOME 76 134 35 33 • *INTEREST 76 134 35 33 018-0000-358.00-00 MISCELLANEOUS 22 018-0000-358.01-00 DONATIONS 28,099 24,303 31,824 30,905 018-0000-358.01-02 WEST SIDE LIBRARY EXT 178 150 110 75 018-0000-358.01-05 FIRE SAFETY GRANT 1,000 I. *MISCELLANEOUS DONATIONS 29,299 24,453 31,934 30,980 TOTAL 29,375 24,587 31,969 31,013 I I le 411 348 COURT TECHNOLOGY FUND - 19 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW City Council adopted a resolution pursuant to the Texas Code of Criminal Procedure, authorizing Municipal Court to collect a $4 fee from each defendant found guilty of a misdemeanor. The revenues generated from this fee may only be used to fund court technology and includes such items as computer equipment, imaging systems, electronic kiosks, docket management systems, and electronic ticket writers. In fiscal year 2012, revenues were used to pay for software maintenance on Automatic License Plate Recognition Systems (ALPRS), ticket writers, click2gov, and case management. It also included wireless internet for the Court suite and an Automated External Defibrillator(AED) for the Court side of the Public Safety Building. Fiscal year 2013 expenditures of $308,905 include $271,616 to update the Court's software to accommodate the changes in volume and technology, and also to comply with legislative-required updates and specific needs not currently being addressed timely, or with ease. The total anticipated cost for the software is $292,850, with any remaining cost to be paid from the fiscal year 2014 budget, if needed. Fund Balance at 9/30/2013 is estimated to be $6,716. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES FINES& FORFEITURES $ 65,200 $ 67,910 $ 73,800 $ 78,523 INTEREST INCOME 287 538 105 115 TOTAL 65,487 68,448 73,905 78,638 EXPENDITURES MATERIALS&SUPPLIES 384 1,994 1,818 1,900 MISCELLANEOUS SERVICES 7,092 11,433 8,677 26,330 MAINTENANCE OF EQUIPMENT 15,713 26,358 23,049 24,999 INVENTORY 3,642 4,459 CAPITAL OUTLAY 28,915 11,301 8,357 255,676 TOTAL 52,104 54,728 46,360 308,905 REVENUES OVER(UNDER) EXPENDITURES 13,383 13,720 27,545 (230,267) FUND BALANCE-BEGINNING 196,055 209,438 209,438 236,983 FUND BALANCE -ENDING $ 209,438 $ 223,158 $ 236,983 $ 6,716 349 I COURT TECHNOLOGY FUND - 19 REVENUES FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted m ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget . 019-0000-352.04-00 COURT TECHNOLOGY 65,200 67,910 73,800 78,523 *FINES&FORFEITURES 65,200 67,910 73,800 78,523 019-0000-356.00-00 INTEREST INCOME 287 538 105 115 *INTEREST 287 538 105 115 . , TOTAL 65,487 68,448 73,905 78,638 L . I Revenues vs Expenditures $350,000 - $308,905 $300,000 $250,000 m $200,000 $150,000 11111 $100,000 $65,487 $68,448 $73,905 $78,638 $52,104 $54,728 $46,360 I $50,000 $0 - FY 2011 Actual Amended Budget Year End Projection Adopted Budget FY 2012 FY 2012 FY 2013 ❑ REVENUES I■EXPENDITURES J I: II • • 350 COURT JUVENILE MANAGEMENT FUND - 23 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCES FY 2013 ADOPTED BUDGET OVERVIEW The State of Texas has authorized the governing body of a municipality to collect a fee up to $5 from each Class C misdemeanor conviction for the expenditures related to the employment of a Juvenile Case Manager. Pursuant to the Texas Code of Criminal Procedure, Article 102.0174, revenues generated from this fee must be deposited into a special fund. This new fund began with the 2010 fiscal year, with a fee of $4 for each conviction. The revenues generated from this fee covers the cost of the Juvenile Case Manager. In fiscal year 2012 this position was charged directly to this fund as opposed being funded in the General Fund and transferring costs to that fund. Fund Balance at 9/30/2013 is estimated to be $50,726. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES FINES&FORFEITURES $ 60,955 $ 62,794 $ 71,075 $ 75,624 INTEREST INCOME 28 52 12 65 TOTAL 60,983 62,846 71,087 75,689 EXPENDITURES SALARY&WAGES 56,814 52,945 59,706 MISCELLANEOUS SERVICES 1,500 1,300 1,500 INTERFUND TRANSFER 50,653 TOTAL 50,653 58,314 54,245 61,206 REVENUES OVER(UNDER) EXPENDITURES 10,330 4,532 16,842 14,483 FUND BALANCE-BEGINNING 9,071 19,401 19,401 36,243 FUND BALANCE-ENDING $ 19,401 $ 23,933 $ 36,243 $ 50,726 351 I COURT JUVENILE MANAGEMENT FUND - 23 I REVENUES I FY 2013 ADOPTED BUDGET I II REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 023-0000-352.00-00 FINES& FORFEITURES 60,955 62,794 71,075 75,624 L *MISCELLANEOUS 60,955 62,794 71,075 75,624 023-0000-356.00-00 INTEREST INCOME 28 52 12 65 *INTEREST 28 52 12 65 I TOTAL 60,983 62,846 71,087 75,689 I I L le 352 TRAFFIC IMPACT IMPROVEMENT FUND — 35 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Traffic Impact Improvement Fund accounts for resources for traffic improvements. Funds are collected as a result of a traffic impact analysis performed for new developments. Traffic engineers analyze the proposed traffic patterns and trips generated by the development and then estimate 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 projects can be incorporated into a City project. Expenditures of $42,258 are anticipated for fiscal year 2013 toward the Pearland Parkway Extension project. The fund balance at 9/30/2013 is estimated to be $550,171. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES MISCELLANEOUS $ 44,800 $ $ $ INTEREST INCOME 790 1,478 600 425 TOTAL 45,590 1,478 600 425 EXPENDITURES INTERFUND TRANSFER 750 42,258 TOTAL 750 42,258 REVENUES OVER (UNDER) EXPENDITURES 44,840 1,478 600 (41,833) FUND BALANCE -BEGINNING 546,564 591,404 591,404 592,004 FUND BALANCE -ENDING $ 591,404 $ 592,882 $ 592,004 $ 550,171 353 TRAFFIC IMPACT IMPROVEMENT FUND - 35 REVENUES FY 2013 ADOPTED BUDGET REVENUES ' FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 035-0000-358.19-00 TRAFFIC IMPROVEMENT REVENUE 44,800 I *MISCELLANEOUS 44,800 I 035-0000-356.00-00 INTEREST INCOME 790 1,478 600 425 g 035-0000-356.06-00 UNREALIZED CAPITAL GAIN/LOSS I *INTEREST 790 1,478 600 425 TOTAL 45,590 1,478 600 425 411 • 354 REGIONAL DETENTION FUND -43 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Regional Detention Fund accounts for regional detention development. 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 old rate to purchase regional detention was $7,500 per acre feet. 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. A total of $4,039 was transferred in fiscal year 2011 for the Independence Park detention pond. Due to new development in Avalon Terrace, $24,750 is projected as buy-in for detention capacity in Hickory Slough and transferred to the Capital Projects Fund towards construction. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES MISCELLANEOUS $ 5 $ $ 100 $ 5 REGIONAL DETENTION FEES 24,750 TOTAL 5 24,850 5 EXPENDITURES TRANSFER TO FUND 20 4,039 TRANSFER TO FUND 203 24,750 TOTAL 4,039 24,750 REVENUES OVER(UNDER) EXPENDITURES (4,034) 100 5 FUND BALANCE-BEGINNING 4,034 100 FUND BALANCE-ENDING $ $ $ 100 $ 105 355 I REGIONAL DETENTION FUND -43 1 REVENUES 1 FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 043-0000-335.65-00 MISCELLANEOUS 1 043-0000-356.00-00 INTEREST INCOME 5 100 5 I *MISCELLANEOUS 5 100 5 I 043-0000-358.30-00 REGIONAL DETENTION FEES 24,750 043-0000-358.99-00 MISCELLANEOUS *REGIONAL DETENTION FEES 24,750 C TOTAL 5 24,850 5 C I C re lei 356 HOTEL/MOTEL OCCUPANCY TAX FUND -45 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Hotel/Motel Occupancy Tax Fund is used to account for revenues realized from hotel occupancy taxes. Local hotel occupancy tax revenues may only be spent to establish or enhance a convention center, cover the administrative expenses for registering convention delegates, pay for tourism related advertising and promotions, fund programs that enhance the arts or pay for historic preservation or restoration projects, and pay for sports related expenditures pursuant to state law that will enhance tourism. By law, cities with populations of less than 125,000 must spend at least 1% of hotel tax receipts on advertising, no more than 15% on art programs and a maximum of 50% on historic preservation. Pearland is home to nine existing hotels, totaling 685 rooms: Best Western, Hampton Inn, La Quinta, The Courtyard by Marriott, Comfort Suites, Hilton Garden Inn, Candlewood Suites, and two Holiday Inn Express hotels. Expenditures in fiscal year 2012 include $250,506 for an annual contract between the City and the Pearland Area Chamber of Commerce to advertise and promote tourism and the convention and hotel industry of the City and $125,739, a tax rebate to Hilton Garden Inn for the hotel's conference center. Hotel Occupancy Tax is projected to be $930,059 in fiscal year 2013, with the addition of two hotels in MUD4, Sleep Inn & Suites with a capacity of 66 rooms and Springhill Suites with capacity of 92 rooms. Expenditures for fiscal year 2013 total $579,397 and include $385,530 for an annual contract between the City and the Pearland Area Chamber of Commerce, and a tax rebate of 71% on the Hilton Garden Inn taxes for the hotel's conference center. In fiscal year 2010 City Council approved a Cultural Arts Grants Program to increase tourism and hotel industry activity. Maximum of grants to be provided in any given year would be $15,000. Fund Balance at 9/30/2013 is estimated to be$2,130,556. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES HOTELJMOTEL OCCUPANCY TAX $ 652,110 $ 626,014 $ 768,930 $ 930,059 INTEREST INCOME 1,848 1,800 993 1,023 MISCELLANEOUS 25 TOTAL 653,983 627,814 769,923 931,082 EXPENDITURES MISCELLANEOUS SERVICES 419,383 444,467 445,944 579,397 INVENTORY 12,382 CAPITAL OUTLAY 15,208 TRANSFER TO DSF/CIP 170,537 TOTAL 617,510 444,467 445,944 579,397 REVENUES OVER(UNDER) EXPENDITURES 36,473 183,347 323,979 351,685 FUND BALANCE-BEGINNING 1,418,419 1,454,892 1,454,892 1,778,871 FUND BALANCE-ENDING $ 1,454,892 $ 1,638,239 $ 1,778,871 $ 2,130,556 357 I HOTEL/MOTEL OCCUPANCY TAX FUND -45 REVENUES FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget I 045-0000-350.03-02 HOTEUMOTEL OCCUPANCY TAX 652,110 626,014 768,930 930,059 *OTHER TAXES 652,110 626,014 768,930 930,059 rI 045-0000-356.00-00 INTEREST INCOME 1,848 1,800 993 1,023 045-0000-358.12-00 MISCELLANEOUS 25 *MISCELLANEOUS 1,873 1,800 993 1,023 TOTAL 653,983 627,814 769,923 931,082 Hotel/Motel Tax 5-Year History $1,000,000 - $930,059 $900,000 - $800,000 $768,930 $700,000 $652,110 $600,000 - $500,000 - $456,872 $496,278 $400,000 - $346,018 $300,000 - $200,000 $100,000 - $0 I I I I FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Projection Adopted Budget I. Revenues vs Expenditures $1,000,000 - $931,082 $900,000 - $769,923 $800,000 $653,983 $700,000 - $617,510 $627,814 $600,000- $579,397 $500,000 $444,467 $445,944 $400,000 - $300,000 - . $200,000 - $100,000 - Actual Amended Projection Adopted FY 2011 Budget Year End Budget FY 2012 FY 2012 FY 2013 O REVENUES •EXPENDITURES 358 PARK DONATIONS FUND -46 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Park Donations Fund was created to account for donations and sponsorships for Park Special Events such as the July 4th event or Winterfest. This fund is also used to account for the receipt and use of citizen donations through their water bills. Use of these funds are allocated to specific events as identified with the donation or sponsorship, to supplement events, grants or park development. In fiscal year 2012, funds were used to supplement the senior program and park events, such as Winterfest, July 4th, and Summerfest, to name a few. In fiscal year 2013, funds are budgeted to supplement programs based upon the donations received. Fund Balance at 9/30/2013 is estimated to be $96,422. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES INTEREST INCOME $ 78 $ 146 $ 35 $ 40 DONATIONS 1,250 1,200 1,200 1,200 SPONSORSHIPS 68,811 26,100 81,750 80,000 TOTAL 70,139 27,446 82,985 81,240 EXPENDITURES PROGRAMS 41,397 28,500 70,046 70,640 TRANSFERS TOTAL 41,397 28,500 70,046 70,640 REVENUES OVER(UNDER) EXPENDITURES 28,742 (1,054) 12,939 10,600 FUND BALANCE-BEGINNING 44,141 72,883 72,883 85,822 FUND BALANCE-ENDING $ 72,883 $ 71,829 $ 85,822 $ 96,422 359 PARK DONATIONS FUND -46 REVENUES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER Actual Budget Projection Budget 046-0000-356.00-00 INTEREST INCOME 78 146 35 40 • I *INTEREST 78 146 35 40 I 046-0000-358.01-00 DONATIONS 1,250 1,200 1,200 1,200 046-0000-358.02-00 SPONSORSHIPS 68,811 26,100 81,750 80,000 "MISCELLANEOUS 70,061 27,300 82,950 81,200 I TOTAL 70,139 27,446 82,985 81,240 I 360 PARK & RECREATION DEVELOPMENT FUND -47 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW Pursuant to City Ordinance, new development either must dedicate parkland or pay the City a fee in lieu of parkland, as defined in the Ordinance. The City has thirteen parkland areas or zones. Fees, when paid, are identified by area and use of the funds must be spent within that area. Expenditures for fiscal year 2012 included a fence around the dog park at Southdown Park (parkland area 4) and Independence Park (parkland area 11), with three solar powered lights at each park for a total of $5,000 for each solar powered light and fence at each location, totaling $40,000, $5,000 each for a sign at Pine Hollow and Southdown Parks, and $18,000 for design services for Shadow Creek Ranch Park (parkland area 1). Also included in FY 2012 is the replacement of playground equipment in Centennial Park for $125,000 and park improvements at Southgate ($205,599) and Cypress Village ($100,118). Expenditures for FY 2013 include $50,000 for the replacement of playground equipment at Pine Hollow Park, $30,000 to renovate restrooms at Independence and Rotary Parks, $34,000 to renovate softball fields at Centennial Park, $20,000 for the replacement of 8 damaged shade covers/screening at the athletic fields in Centennial Park, $12,000 each to install shade covers over playground units at Southdown and Zychlinski Parks, $13,923 to renovate and paint restroom at Southdown Park, and $16,000 to repaint the splash pad play area at Southdown Park. Fund Balance at 9/30/2013 is estimated to be $466,003. Included is a map of the thirteen parkland zones. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES PARKLAND FEES/DONATIONS $ 54,040 $ 37,500 $ 57,058 $ 50,000 INTEREST INCOME 1,605 2,062 635 675 TOTAL 55,645 39,562 57,693 50,675 EXPENDITURES OPERATIONS&MAINTENANCE 635 TRANSFER 139,574 18,000 27,280 CAPITAL OUTLAY 26,107 480,666 480,717 187,923 TOTAL 166,316 498,666 507,997 187,923 REVENUES OVER(UNDER) EXPENDITURES (110,671) (459,104) (450,304) (137,248) FUND BALANCE-BEGINNING 1,164,226 1,053,555 1,053,555 603,251 FUND BALANCE-ENDING $ 1,053,555 $ 594,451 $ 603,251 $ 466,003 361 I PARK & RECREATION DEVELOPMENT FUND - 47 I REVENUES FY 2013 ADOPTED BUDGET I REVENUES FY 2012 FY 2012 FY 2013 I FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Budget Budget Budget Budget ■ 047-0000-356.00-00 INTEREST INCOME 1,605 2,062 635 675 "INTEREST 1,605 2,062 635 675 I 047-0000-351.02-07 PARKLAND FEE 54,040 37,500 57,058 50,000 *LICENSES & PERMITS 54,040 37,500 57,058 50,000 I TOTAL 55,645 39,562 57,693 50,675 I I. 362 SAM HOUSTON TOLLWAYBEL • _ I I_SAM HOUSTON •• WAY/BELT/VA 8 i 1101 r idow-aqi4 . ..._ , il 04-''6'- _,..*, l 09 FM 2234JO3 v Wi If ' III Lra ulll II ��.. o111 � • ip _ '11. `J „:S �� a 14 1,0 / � .0,.MIa w u io ; �� , tii_� RAN, ,i115 ��_ °07 05 n i� -R.r.+ �t1�v o5 t oa ., �j r r ,� a �! y�mi, ��:/..- •r rl �I�"�Ii� , C ' , �i �. y � 'I �' O� Ali � J 1....,-_��, , ..✓"�� OV 7� �• v� - II ��► , . ' ► ill �,.y�. T �.�. N. L�1 1Y3 �11�.✓ �,�, �� '''- i 4 I - ei M •11 Ii3". VII Val digrilli r .' -*an 1_ ��,..=I =NEW 4101‘p .,„4, r e({ 1f I(� v/r� �,,E11� FTERD �� II"01 _ �_ 2,m4.VAhh.ilitolik • A 4- •. • 0,„ r.,........... 63r ,`�� - P 06 MAG kip FK 02 Apr plip -, .12 e —lin. pov-0. - z--- ...r, .... LA = MI ' W +##/ 0414` 464tt irk/lig / / '441 e ` t" g CV ��,,_ 0 - 1 111 ,■, LEY A,P0 7.ZA _ / w vdth 'f`S• �; • 461 '_= ,, ' fir, Mid gaff r I 6. -44PAPr r rfr-27, <ffi.3 400 41 raillreg fr _A ifzraggrAi ......-- N__Li A..-u, r .... liffilt"1 t pl ES I = .c. 1 01..1k5 4 0 fIIi *1'1 .d r4,1,1431 Ira 1.-r41 .1 4 / F. , # .4 E -.1wi-.0-4.-- „,, / , Cityof Pearlau d ,�. L'! N 01 Centennial Park 09 Pine Hollow Park �� 1 02 Independence Park 10 Creekside Park " Park Zones 03 Shadow Creek Ranch Nature Park 11 Aaron Pasternak Memorial Park 0 0.75 T 1.5 04 Woodcreek Park 12 Zychlinski Park 05 Woody Park 13 Sonny Tobias Park/( I Miles O6 Cypress Village Park 14 Hunter Park m"Ii'.:��°,m.°°.w�..•.,°m•,rzz- 07 Corrigan Park 15 Max Road Sports Complex w ';F, a; '2; A°'� ".,:b Parks Q City Limit V l ETJ 08 Hyde Park 16 Southgate Park " " 17 Southdown Park ■ TREE TRUST FUND -49 I SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE 1 FY 2013 ADOPTED BUDGET I OVERVIEW I The Tree Trust Fund is used to account for tree trust donations from developers who cannot mitigate for trees they have taken down for development. The fee is determined by their tree survey and how many caliper I inches they have to mitigate. Funds can be used to plant and replace trees in City right-of-ways such as I Pearland Parkway, in City parks, or for the tree farm at the John Hargrove Environmental Center. In FY 2012, $4,000 was budgeted to add and replace trees in Cypress Village and Southgate Parks, and $5,000 for trees at Centennial Park and on McHard Road. During FY 2012, $2,800 was received from Denbury Trees for tree replacement and $250 was received from KPB and paid for the Corkey Turner Legacy Tree. In FY 2013, $5,000 is budgeted for further beautification and to replace trees that were damaged due to drought. Fund . Balance at 9/30/2012 is estimated at$4,873. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES MISCELLANEOUS $ 9,800 $ $ 3,050 $ 1 INTEREST INCOME 12 13 5 3 TOTAL 9,812 13 3,055 3 I I EXPENDITURES ■ BUILDINGS&GROUNDS 9,000 9,250 5,000 s TOTAL 9,000 9,250 5,000 REVENUES OVER(UNDER) EXPENDITURES 9,812 (8,987) (6,195) (4,997) ■ I FUND BALANCE-BEGINNING 6,253 16,065 16,065 9,870 ■ FUND BALANCE -ENDING $ 16,065 $ 7,078 $ 9,870 $ 4,873 ■ I I I • I I I I 364 TREE TRUST FUND -49 REVENUES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 049-0000-356.00-00 INTEREST INCOME 12 12 5 3 *INTEREST 12 12 5 3 049-0000-358.31-00 TREE TRUST FUND 9,800 3,400 3,050 *MISCELLANEOUS 9,800 3,400 3,050 TOTAL 9,812 3,412 3,055 3 365 SIDEWALK FUND - 55 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET11 OVERVIEW The Sidewalk Fund is used to account for revenues and expenditures associated with the installation of sidewalks. 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. The cost per square foot is $4 and changes to reflect the City's current contract price at any given time. The City then uses these monies to install the sidewalks once the roadway is complete. A total of$12,072 will be transferred to the General Fund for sidewalks in fiscal year 2012. Fund Balance at 9/30/2013 is estimated to be $210,389. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES INTEREST INCOME $ 305 $ 646 $ 110 $ 83 SIDEWALK REVENUE 5,803 20,000 (1,980) 5,000 TOTAL 6,108 20,646 (1,870) 5,083 EXPENDITURES TRANSFERS OUT 12,072 12,072 TOTAL 12,072 12,072 REVENUES OVER(UNDER) EXPENDITURES 6,108 8,574 (13,942) 5,083 FUND BALANCE -BEGINNING 213,140 219,248 219,248 205,306 FUND BALANCE -ENDING $ 219,248 $ 227,822 $ 205,306 $ 210,389 366 SIDEWALK FUND - 55 REVENUES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 055-0000-356.00-00 INTEREST INCOME 305 646 110 83 *INTEREST 305 646 110 83 055-0000-358.32-00 SIDEWALK REVENUE 5,803 20,000 (1,980) 5,000 `MISCELLANEOUS 5,803 20,000 (1,980) 5,000 TOTAL 6,108 20,646 (1,870) 5,083 367 I POLICE STATE SEIZURE FUND - 60 1 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Police State Seizure Fund is used to account for state seizure funds. 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. Seizure funds are acquired through the sale of seized property, property used in commission of a crime. Expenditures for fiscal year 2012 included 10 laptops, 6 for Patrol, 2 for Criminal Investigations Division and 2 for Special Investigations Unit, with airtime costs, a forensic extraction device for use on seized cell phones, 6 wireless access points within the public safety building, second entry license for Bar-coded Evidence Analysis Statistics and Tracking software, Accurint/Lexis-Nexis computer access, and surveillance vehicle rental. Revenues in fiscal year 2012 include the sale of seized jewelry. Expenditures for fiscal year 2013 include the replacement and training for a retiring K9, ALPR replacement system, a Covert Audio and GPS System with smart phone and monthly airtime/data plan, vehicle replacement for the forensic analyst Officer, surveillance car rentals, and informant monies. The projected fund balance at 9/30/13 is $148,562. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted i Actual Budget Projection Budget i REVENUES i INTEREST INCOME $ 264 $ 444 $ 110 $ 115 AUCTION 75,918 SEIZURE FUNDS 31,941 50,000 73,932 50,000 MISCELLANEOUS • TOTAL 32,205 50,444 149,960 50,115 EXPENDITURESle MATERIALS&SUPPLIES 3,878 2,550 716 3,500 EQUIPMENT MAINTENANCE 7,090 1,200 23,500 MISCELLANEOUS 37,235 73,300 34,085 71,739 CAPITAL IMPROVEMENT 59,040 22,000 22,000 4,995 1 CAPITAL OUTLAY 11,000 8,085 8,085 24,391 TOTAL 111,153 113,025 66,086 128,125 REVENUES OVER(UNDER) EXPENDITURES (78,948) (62,581) 83,874 (78,010) 1 FUND BALANCE-BEGINNING 221,646 142,698 142,698 226,572 FUND BALANCE -ENDING $ 142,698 $ 80,117 $ 226,572 $ 148,562 368 POLICE STATE SEIZURE FUND - 60 REVENUES FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 060-0000-356.00-00 INTEREST INCOME 264 444 110 115 *INTEREST 264 444 110 115 060-0000-358.11-00 AUCTION 75,918 060-0000-358.25-00 SEIZED PROPERTY 26,691 50,000 73,932 50,000 060-0000-358.25-00 MISCELLANEOUS 5,250 *MISCELLANEOUS 31,941 50,000 149,850 50,000 TOTAL 32,205 50,444 149,960 50,115 369 FEDERAL POLICE FUND - 62 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW I The Federal Police Fund is used to account for federal seizure funds. 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 and firearms. Projected fund balance at 9/30/2013 is $32,173. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES POLICE DRUG REVENUE $ $ $ 7,485 $ INTEREST INCOME 35 67 16 20 TOTAL 35 67 7,501 20 EXPENDITURES SPECIAL SERVICES INVENTORY-$1,000-$4,999 TOTAL REVENUES OVER(UNDER) EXPENDITURES 35 67 7,501 20 le FUND BALANCE-BEGINNING 24,617 24,652 24,652 32,153 FUND BALANCE -ENDING $ 24,652 $ 24,719 $ 32,153 $ 32,173 I 370 4111 FEDERAL POLICE FUND - 62 REVENUES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 062-0000-358.24-00 POLICE DRUG REVENUE 7,485 062-0000-356.00-00 INTEREST INCOME 35 67 16 20 *MISCELLANEOUS 35 67 7,501 20 TOTAL 35 67 7,501 20 371 I GRANT FUND - 101 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Grant Fund is used to account for revenues and expenditures associated with federal, state, and local grants. L Fiscal year 2012 grant revenues total $974,231. This includes $331,026 for six (6) full-time firefighters from the Federal Emergency Management Agency's SAFER grant program; $100,000 from the Texas Parks and Wildlife Department for recreational hike and bike trails; $48,230 for recruitment and retention of volunteer firefighters; $194,399 in expenditures from an original award of $685,900 from the U.S. Department of Energy in 2009 for energy efficient ball field lighting and traffic signalization technology; as well as $53,185 and $45,499 for Pearland Police Department crime victim assistance staff funded by the State's Criminal Justice Division and Office of Attorney General, respectively. Revenues from other smaller grants include $14,084 from the Texas Division of Emergency Management for Citizen Emergency Response Training; $11,152 from the Bulletproof Vest Partnership for replacement of expired police protective equipment; and $11,934 for laptops and digital cameras for police ' training and investigations. A total of$60,532 was budgeted for revenues from Texas Division of Emergency Management for the City's Emergency Management Performance Grant, but the amount awarded was $43,434. Interfund transfers and grant funding bring total revenues for fiscal year 2012 to $1,025,388. Fiscal year 2012 expenditures total $1,025,383. Fiscal year 2013 grant revenues total $512,975. This includes $43,434 for Emergency Management through EMPG and $59,841 of a multi-year grant from the Office of the Governor to fund a Crime Victim Liaison at Police; $38,499 from the Office of Attorney General for a Crime Victim Specialist; $28,605 for year-two of a $146,802 four-year SAFER grant from FEMA for recruitment and retention of volunteer firefighters; and $337,646 for year-two of a $703,089 two-year SAFER grant from FEMA to retain six (6) additional Firefighters hired in year-one with this funding. A total of$4,950 from the U.S. Department of Justice, BJA Bulletproof Vest Partnership (BVP) grant, with a 50% match for the purchase of 9 bulletproof vests for the Police Department, and $35,000 in matching funds from the Texas Department of State Health Services towards the purchase of an ambulance for the EMS Department are also included as revenues in the fiscal year 2013 budget. Expenditures for fiscal year 2013 total $552,925. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget L REVENUES GRANT REVENUE $ 410,331 $ 977,041 $ 974,231 $ 512,975 INTEREST INCOME 61 5 INTERFUND TRANSFERS 10,800 8,027 11,152 4,950 INTERGOVERNMENTAL 6,000 84,628 35,000 35,000 MISCELLANOUS REVENUE 5,000 TOTAL 427,131 1,069,757 1,025,388 552,925 EXPENDITURES SALARY&WAGES 42,240 79,432 43,434 43,434 a MATERIALS&SUPPLIES 21,488 27,439 28,055 9,900 MISCELLANEOUS SERVICES 14,162 70,072 22,924 ' TRANSFERS 75,586 573,041 593,202 499,591 CAPITAL OUTLAY 272,991 304,462 337,768 TOTAL 426,467 1,054,446 1,025,383 552,925 REVENUES OVER (UNDER) EXPENDITURES 664 15,311 5 FUND BALANCE -BEGINNING 26,786 27,450 27,450 27,455 FUND BALANCE - ENDING $ 27,450 $ 42,761 $ 27,455 $ 27,455 372 GRANT FUND - 101 REVENUES FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 101 0000 346.01 01 EMERGENCY MANAGEMENT PERF. GRANT 42,243 60,532 43,434 43,434 101-0000-346.01-02 CITIZENS EMERG. RESPONSE TRAINING 7,303 14,084 14,084 101-0000-346.01-08 CRIME VICTIMS'ASSISTANCE GRANT 62,761 53,185 54,446 59,841 101-0000-346.01-09 HGAC SOLID WASTE GRANT 28,001 101-0000-346.01-14 RECREATIONAL TRAILS GRANT 100,000 100,000 101-0000-346.02-12 AFG/SAFER FIREFIGHTERS GRANT 331,026 331,026 337,646 101 0000 346.02 11 AFG/SAFER VOLUNTEER FIREFIGHTERS 48,230 48,230 28,605 101-0000-346.02-05 BULLETPROOF VESTS GRANT 12,625 11,152 11,152 4,950 101-0000-346.02-08 BYRNE MEMORIAL JAG GRANT 34,999 101-0000-346.02-09 EECBG- ENERGY GRANT 221,899 194,399 194,399 101-0000-346.02-10 BJA CRIMINAL JUSTICE GRANT 11,934 11,934 101-0000-346.04-01 PARKS&RECREATION GRANT 500 4,000 4,000 101-0000-346.03-06 HGAC STARS MONUMENT GRANT 103,000 98,000 101-0000-346.01-15 OAG-OVAG GRANT 45,499 45,499 38,499 101-0000-346.01-17 TEXAS FORESTRY SVC TIFMAS GRANT 2,480 101-0000-346.03-04 SETRAC GRANT 15,547 *GRANT REVENUE 410,331 977,041 974,231 512,975 101-0000-356.00-00 INTEREST INCOME 61 5 *INTEREST 61 5 101-0000-359.99-00 FROM FUND 10 10,800 8,027 11,152 4,950 *INTERFUND TRANSFERS 10,800 8,027 11,152 4,950 101-0000-357.01-00 OVW GRANT 49,628 101-0000-357.02-01 STATE-DEPT OF STATE HEALTH SVS 6,000 35,000 35,000 35,000 *INTERGOVERNMENTAL 6,000 84,628 35,000 35,000 101-0000-358.99-00 MISCELLANOUS REVENUE 5,000 *MISCELLANOUS REVENUE 5,000 TOTAL 427,131 1,069,757 1,025,388 552,925 373 GRANT FUND— 101 GOALS . Obtain federal, state, local and private grants, contracts and other monetary awards that increase or enhance City services, infrastructure, equipment or personnel. FISCAL YEAR 2012 ACCOMPLISHMENTS I • Applied for 12 grants totaling $2 million, receiving 8 grants totaling $1.3 million. • Administered 16 active grants totaling $3.1 million in 6 City departments. • Secured funding for the installation of 3,000 linear feet of new sidewalk in Community Development Block Grant(CDBG) targeted areas. • Received award to purchase laptops, digital cameras, and bulletproof vests for police officers. • Completed final projects funded by the Community Development Block Grant—ARRA (CDBG-R) program. • Completion of Adaptive Traffic Synchronization project for installation of detection cameras and related traffic hardware, mainly funded with a grant from the U.S. Department of Energy, closing out the Energy Efficiency • Conservation Block Grant program funded with American Reinvestment and Recovery Act funds. FISCAL YEAR 2013 OBJECTIVES • Continue to align grant-seeking efforts with City Council Goals, Capital Improvement Program (CIP), the budget process, and the need for new personnel and equipment. • Implement updates to administrative policies and procedures for grants and other public assistance contracts. • Seek funding to assist in the enhancement of the west side Library facility and services. • Continue to pursue funding for a Public Safety Mobile Command Unit for Pearland Police Department, Cultural Arts programs for Parks and Recreation Department, and SNAP van for the Animal Control Department. g • Improve staff capacity for administering grants by providing City staff with training and technical assistance. PERFORMANCE MEASURES • FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target Number of grant applications submitted 18 12 12 14 Value of grant applications submitted L (excludes local match) $6,711,850 $1,862,282 $2,042,829 $3,000,000 Number of grants awarded* 16 9 6 10 Number of grants not awarded/pending notification 5 3 6 6 Number of current active grants 18 20 16 14 Amount of current fiscal year grants $2,135,667 $1,852,438 $3,111,847 $3,500,000 Percent of grants in compliance with reporting requirements 100% 100% 100% 100% Number of departments receiving grant funds 5 9 6 6 Operating grants awarded as percent of GF&W&S budget 3.5% 2.3% 3.7% 3.8% Number of grant programs/projects completed 15 7 5 10 Number of jobs created/retained through grant funds 3 4 7 N/A *Grants may be awarded during a fiscal year following the fiscal year that the application is submitted. 374 COMMUNITY DEVELOPMENT GRANT FUND - 105-110 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Community Development Grant Fund (CDBG) is used to account for revenues and expenditures associated with the Federal Community Development Block Grant. The U.S. Department of Housing and Urban Development provides eligible metropolitan cities and urban counties (called "entitlement communities") with annual direct grants that can be used to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services; primarily to benefit low and moderate income persons. Under the guidelines, up to 15% of the grant can be spent on social services toward targeted groups of individuals that live within the City, and up to 20% can be spent on administration. CDBG funds available for use on infrastructure projects are limited only by the total annual allocation available to the entitlement jurisdiction by HUD or the amount of funding remaining after allocations to public services and/or program administration activities have been made. Fiscal year 2012 expenditures of $719,637 include $75,285 for use by social services agencies, which includes $33,470 for a fire sprinkler system at Forgotten Angels Day Hab Center, $23,379 for a workforce development program at Adult Reading Center, and $18,186 for emergency subsistence payments to be disbursed by the Pearland Neighborhood Center. A total of$55,420 is projected for planning and administration and $622,652 for construction. Construction expenditures include $35,000 for the installation of bathrooms at Forgotten Angels Day Hab Center, $1,250 for installation of an ADA-compliant entrance ramp at Adult Reading Center, and $586,402 for installation of sidewalk and associated drainage on Walnut Street, South Houston, approximately one-half of Hawk Road, and Westchester Circle. Fiscal year 2013 CDBG allocation totals $284,818. A total of$42,592 is budgeted for public services and $56,964 for planning and administration. A total of$185,262 is available for infrastructure improvements, of which $40,000 has been budgeted to assist Forgotten Angels with an expansion of its Day Hab facility by 1,000 square feet, and the remaining $145,262 available to install sidewalk and associated drainage on North Houston and East Orange in the northeast quadrant of Pearland's Old Townsite. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES GRANT REVENUE $ 259,344 $ 719,637 $ 719,637 $ 284,818 INTEREST INCOME 1 TOTAL 259,345 719,637 719,637 284,818 EXPENDITURES MATERIALS&SUPPLIES (308) MISCELLANEOUS SERVICES 76,108 59,485 67,542 54,106 TRANSFERS 41,000 373,293 365,236 45,450 CAPITAL OUTLAY 134,855 286,859 286,859 185,262 TOTAL 251,655 719,637 719,637 284,818 REVENUES OVER(UNDER) EXPENDITURES 7,690 FUND BALANCE-BEGINNING (7,485) 205 205 205 FUND BALANCE -ENDING $ 205 $ 205 $ 205 $ 205 375 I COMMUNITY DEVELOPMENT GRANT FUND - 105-110 1 REVENUES FY 2013 ADOPTED BUDGET lee FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 105-0000-357.01-05 CDBG GRANT FUNDS PY2006/2007 56,539 56,539 106-0000-357.01-05 CDBG GRANT FUNDS PY2008 38,243 69,205 69,205 107-0000-357.01-05 CDBG GRANT FUNDS PY2009 33,783 178,023 178,023 • 108-0000-357-01-05 CDBG GRANT FUNDS PY2010 187,318 138,768 138,768 i 109-0000-357.01-05 CDBG GRANT FUNDS PY2011 277,102 277,102 110-0000-357.01-05 CDBG GRANT FUNDS PY2012 284,818 - *GRANT REVENUE 259,344 719,637 719,637 284,818 108-0000-356.00-00 INTEREST INCOME 1 *INTEREST 1 TOTAL 259,345 719,637 719,637 284,818 376 COMMUNITY DEVELOPMENT RECOVERY GRANT FUND - 116 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Community Development Grant-Recovery Fund was used to account for revenues and expenditures associated with the Federal Community Development Block Grant-American Recovery and Reinvestment Act. In fiscal year 2009, the U.S. Department of Housing and Urban Development provided eligible metropolitan cities and urban counties (called "entitlement jurisdictions") with direct grants, the City's share totaling $73,139. These grants were used to preserve or create jobs, assist those most impacted by the recession, provide investment needed to increase the area's economic recovery, for environmental protection and other infrastructure projects that will provide long-term economic benefits and/or foster alternative energy sources, or make current systems more energy efficient. Fiscal year 2012 marked the final year of the availability of the CDBG Recovery/Stimulus funding program. Recovery Act funding from HUD began its close-out procedures which will be completed by March 13, 2013 as required by the American Recovery and Reinvestment Act of 2009. Remaining infrastructure improvement funding will be utilized to provide Forgotten Angels Day Hab Center with additional support for its $98,719 water/sewer line connection project, of which the City provided a total of$32,520 in CDBG-R funding through fiscal year 2012. A total of $7,313 in planning and administration funding will be used by the end of the program year. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES GRANT REVENUE $ 18,654 $ 19,933 $ 19,933 INTEREST INCOME 5 TOTAL 18,659 19,933 19,933 EXPENDITURES TRANSFERS 11,110 7,313 7,313 MISCELLANEOUS SERVICES 9,207 12,620 CAPITAL OUTLAY 9,447 12,620 TOTAL 29,764 19,933 19,933 REVENUES OVER(UNDER) EXPENDITURES (11,105) (11,105) FUND BALANCE -BEGINNING 11,112 7 7 7 FUND BALANCE-ENDING $ 7 $ 7 $ 7 $ 7 377 I COMMUNITY DEVELOPMENT RECOVERY GRANT FUND - 116 REVENUES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted i ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 116-0000-357.01-05 CDBG GRANT FUNDS 18,654 19,933 19,933 ` `GRANT REVENUE 18,654 19,933 19,933 116-0000-356.00-00 INTEREST INCOME 5 5 TOTAL 18,659 19,933 19,933 L I I I L I 378 MANAGEMENT DISTRICT 1 FUND - 120 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW Pearland Management District 1 was created by the State Legislature in 2007 in order to finance and assist in the development of public infrastructure for the Poag & McEwen Lifestyle Center development. The City of Pearland and the PEDC entered into a development agreement in 2004 agreeing to remit 90% of City sales tax generated within the development district towards the financing of public infrastructure. The commitment begins one hundred days after 50% of the square footage of stores are open for business. The City's commitment totals $20 million and the PEDC $10 million. The agreement calls for a special fund to be created to deposit the City sales tax into. In fiscal year 2008 the City reserved the 90% rebate in sales tax from the development in order to buy down future debt. During fiscal year 2010 it was decided to send the City's funds back to the City as the development of the site had not progressed and in light of the economy at that time. During fiscal year 2011 PEDC decided the same. Any future transfers into this fund will be considered at that time. Fund balance at 9/30/2012 is anticipated to be $0 with no proposed activity in the FY2013. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES INTEREST INCOME $ 138 TOTAL 138 EXPENDITURES TRANSFER TO GENERAL FUND 198,278 TOTAL 198,278 REVENUES OVER(UNDER) EXPENDITURES (198,140) FUND BALANCE -BEGINNING 198,140 FUND BALANCE -ENDING 379 MANAGEMENT DISTRICT 1 FUND - 120 REVENUES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget • I 120-0000-356.00-00 INTEREST INCOME 138 *INTEREST 138 I TOTAL 138 • I 380 UNIVERSITY OF HOUSTON FUND - 140 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW In fiscal year 2009 the City and the University of Houston (UH) entered into a development lease agreement where the City would construct a 31,554 square foot building on City land, and UH would lease 23,621 square feet with the Pearland Economic Development Corporation (PEDC) occupying 3,281 square feet and 4,652 square feet would be used as a conference center/meeting area. The facility was substantially completed in July 2010. As such, with the 2010 fiscal year this fund was created to account for the lease revenues and expenditures associated with the campus. Full year funding began October 1, 2010 for fiscal year 2011. The joint partnership to bring higher education to Pearland resulted in junior, senior and master level classes being offered at the campus. Neighboring junior colleges feed into the education system. Per the agreement, UH and PEDC pay their pro rata share of operations and maintenance costs for the facility. In fiscal year 2010, the PEDC also approved paying for the operating costs associated with the conference center. Expenditures include custodial services, lawn maintenance, utilities, repair and maintenance, and insurance. The Agreement states that U of H's share of operations would not exceed $175,274 in the first lease year, with a 5% cap in subsequent years on controllable costs. Fund balance at 9/30/2013 is$1,329. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES MISCELLANEOUS $ 192,336 $ 225,129 $ 185,789 $ 193,456 INTEREST INCOME 33 45 30 35 TRANSFERS IN 66,702 75,645 62,426 65,002 TOTAL 259,071 300,819 248,245 258,493 EXPENDITURES PERSONNEL 33,694 35,156 35,308 35,320 MATERIALS&SUPPLIES 3,075 6,650 6,954 7,105 MAINTENANCE OF BUILDINGS&GROUNDS 2,035 13,850 18,106 26,399 MISCELLANEOUS SERVICES 223,051 245,118 187,847 189,634 TOTAL 261,855 300,774 248,215 258,458 REVENUES OVER(UNDER) EXPENDITURES (2,784) 45 30 35 FUND BALANCE-BEGINNING 4,049 1,264 1,264 1,294 FUND BALANCE-ENDING $ 1,264 $ 1,309 $ 1,294 $ 1,329 381 UNIVERSITY OF HOUSTON FUND - 140 REVENUES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 140-0000-356.00-00 INTEREST INCOME 33 45 30 35 *INTEREST 33 45 30 35 ' 140-0000-358.85-00 LEASE REVENUES- U OF H 189,081 225,129 185,789 193,456 140-0000-358-99-00 MISCELLANEOUS 3,255 *MISCELLANEOUS 192,336 225,129 185,789 193,456 140-0000-359.99-00 FROM FUND 10 140-0000-359.01-00 FROM FUND 15 66,702 75,645 62,426 65,002 *INTERFUND TRANSFER 66,702 75,645 62,426 65,002 a TOTAL 259,071 300,819 248,245 258,493 382 MUNICIPAL CHANNEL (PEG) FUND - 145 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Municipal Channel Fund was established in fiscal year 2012 to account for revenues and expenditures associated with City's Public, Education and Government (PEG) channel. The State legislature approved a legislative bill (S.B. 1087) during the 2011 82nd legislative session that allows for municipalities to receive 1% of gross revenues, labeled "State Franchise Fee," on customer bills to fund capital expenditures associated with public, education and government programming for the 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 will be received quarterly. Expenditures in fiscal year 2012 include video/audio equipment for council chambers, new system installation for Pearland TV, and various video equipment such as handheld video camera, still camera, teleprompter and other miscellaneous equipment. Fiscal year 2013 expenditures include council chamber sound system upgrade, lighting, HD camcorders, camera lenses, and other equipment needs. Fund balance at 9/30/2013 is anticipated to be $262,941. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget REVENUES INTEREST INCOME $ $ $ $ 260 MISCELLANEOUS 169,500 226,000 TOTAL 169,500 226,260 EXPENDITURES MATERIALS& SUPPLIES 6,000 1,700 INVENTORY 6,161 9,000 CAPITAL OUTLAY 54,958 55,000 TOTAL 67,119 65,700 REVENUES OVER(UNDER) EXPENDITURES 102,381 160,560 FUND BALANCE-BEGINNING 102,381 FUND BALANCE-ENDING $ $ $ 102,381 $ 262,941 383 I MUNICIPAL CHANNEL (PEG) FUND - 145 I REVENUES I FY 2013 ADOPTED BUDGET I REVENUES I FY 2012 FY 2012 FY 2013 I FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget I I 145-0000-356.00-00 INTEREST INCOME 260 *INTEREST 260 I I 145-0000-358.99-00 MISCELLANEOUS 169,500 226,000 *MISCELLANEOUS 169,500 226,000 I I TOTAL 169,500 226,260 I I. I I I le I I I I I III 384 INTERNAL SERVICE FUNDS The Internal Service Funds are used to account for the financing of goods or services provided by one fund or department to another fund or department on a cost reimbursement basis. The City of Pearland has two Internal Service Funds. Property/Liability Insurance Fund Accounts for the activities of the city's property and casualty insurance. Medical Self Insurance Fund Accounts for the accumulation of monies for the payment of medical claims. 385 I PROPERTY/LIABIITY INSURANCE FUND - 95 SUMMARY OF REVENUES, EXPENSES, AND NET ASSETS FY 2013 ADOPTED BUDGET I OVERVIEW 1 The Property/Liability Insurance Fund has been created to account for the activities of the City's property and i casualty insurance. 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 not only accounts for the annual premiums but also accounts for uninsured and deductible 1 claims and insurance recovery funds on those claims. Premiums exceed budget in fiscal year 2012 due to re- • estimate of property value for windstorm coverage on City property. Premiums for fiscal year 2013 total $1,080,052. Estimated uninsured and deductible claims for fiscal year 2013 total $80,000. Premium increases for fiscal year 2013 include 5% on Windstorm, 5.5% increase for Errors & Omissions Liability Coverage, 4.3% for Law Enforcement Liability Coverage, 0.5% for Automotive Liability Coverage, and an increase for the liability modifier based on claim history. Based on the type of insurance and values of property, the General Fund and Water& Sewer Fund reimburse the Property Insurance Fund. III • FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted o Actual Budget Projection Budget I OPERATING REVENUES ■ INTERFUND TRANSFERS $ 968,370 $ 955,573 $ 955,573 $ 1,060,012 . INSURANCE RECOVERY 96,808 90,000 120,000 100,000 INTEREST INCOME 70 175 20 40 TOTAL 1,065,248 1,045,748 1,075,593 1,160,052 El OPERATING EXPENSES INSURANCE PREMIUMS 983,564 965,748 982,062 1,080,052 CLAIMS 65,942 80,000 100,000 80,000 TOTAL 1,049,506 1,045,748 1,082,062 1,160,052 REVENUES OVER(UNDER) EXPENSES 15,742 (6,469) BEGINNING NET ASSETS 60,944 76,686 76,686 70,217 ENDING NET ASSETS $ 76,686 $ 76,686 $ 70,217 $ 70,217 386 PROPERTY/LIABIITY INSURANCE FUND - 95 REVENUES AND EXPENSES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 095-0000-359.09-00 TRANSFER FROM FUND 030 348,775 291,739 291,739 259,966 095-0000-359.99-00 TRANSFER FROM FUND 010 619,595 663,834 663,834 800,046 *TRANSFERS 968,370 955,573 955,573 1,060,012 095-0000-358.45-00 INSURANCE REIMBURSEMENTS 96,808 90,000 120,000 100,000 095-0000-358.99-00 MISCELLANEOUS *INSURANCE RECOVERY/MISC. 96,808 90,000 120,000 100,000 095-0000-356.00-00 INTEREST INCOME 70 175 20 40 *INTEREST 70 175 20 40 TOTAL 1,065,248 1,045,748 1,075,593 1,160,052 EXPENSES FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 095-0000-555.01-01 GENERAL LIABILITY INSURANCE 41,201 38,441 28,081 46,538 095-0000-555.01-02 ERRORS AND OMISSIONS INSURANCE 46,864 46,067 40,132 62,674 095-0000-555.01-03 PUBLIC EMPLOYEE DISHONESTY INS 3,077 3,077 3,158 3,118 095-0000-555.01-04 ANIMAL MORTALITY INSURANCE 2,357 2,220 2,220 2,176 095-0000-555.01-05 LAW ENFORCEMENT LIABILITY 46,198 46,290 43,192 65,340 095-0000-555.03-01 PROPERTY INSURANCE 169,106 148,225 72,419 73,502 095-0000-555.03-02 WINDSTORM DAMAGE INS 534,226 533,153 540,000 570,000 095-0000-555.03-03 AUTOMOBILE LIABILITY 140,535 148,275 64,504 66,136 095-0000-555.03-04 AUTO DAMAGE 78,798 80,532 095-0000-555.03-05 PROPERTY XS WIND 72,318 72,948 095-0000-555.03-06 MOBILE EQUIPMENT 11,341 11,115 095-0000-555.03-07 COASTAL WIND 13,913 13,987 095-0000-555.03-08 SEWAGE BACK-UP 11,986 11,986 *MISCELLANEOUS SERVICES 983,564 965,748 982,062 1,080,052 095-1270-556.03-00 CLAIMS 65,942 80,000 100,000 80,000 *CLAIMS 65,942 80,000 100,000 80,000 TOTAL 1,049,506 1,045,748 1,082,062 1,160,052 387 MEDICAL SELF INSURANCE FUND — 99 SUMMARY OF REVENUES, EXPENSES, AND NET ASSETS FY 2013 ADOPTED BUDGET I OVERVIEW The Medical Self Insurance Fund has been created to account for the activities of the City's employee insurance. The fund also accounts for retiree and COBRA contribution, claims and coverage. In a self insurance fund, the employer, the City, is ultimately responsible for all health care cost, and pays for those costs plus administrative fees. In order to minimize exposure, the City has established an individual stop loss of $125,000 and an aggregate stop loss of$5.5 million effective October 1, 2012. The maximum aggregate stop loss reimbursement to the City is unlimited once claims reach $5.5 million. In fiscal year 2012, it is anticipated that claims will meet the City's 2012 aggregate stop loss and as such increase the aggregate stop loss next year and associated fees. The City bid out third-party administration and medical insurance to ensure the City is getting the best rates. The City budgeted an 11% increase in medical premiums. Also, the establishment and maintenance of the appropriate reserves is critical to the financial health of a self funded health care plan. Reserves not only fund IBNR or termination expenses of the plan, but also provide for a risk factor reserve to cover the aggregate corridor stop loss risk. It is common to see reserves at a 2 to 3 month reserve range of claims paid. For the City, based on the last 12 months, this would equate to approximately $715,000. It is the City's plan to get that amount over a 2-year period, by fiscal year 2014. The City's General Fund and Water/Sewer Fund are transferring in monies based on the number of employees to fund the reserve. Fiscal year 2013 estimated contributions total $5,666,167, which includes an 11% increase and claims and fees total $5,815,923. The City has also established a wellness program to mitigate current and future heath care costs. Ending net assets at 9/30/2013 is anticipated to be $503,350. FY 2012 FY 2013 Year End Adopted Projection Budget OPERATING REVENUES INTEREST INCOME $ 157 $ 100 CONTRIBUTIONS 4,850,498 5,666,167 TRANSFERS 500,000 675,000 TOTAL 5,350,655 6,341,267 OPERATING EXPENSES CLAIMS 5,473,157 5,815,923 MISCELLANEOUS 48,700 60,000 CAPITAL OUTLAY TOTAL 5,521,857 5,875,923 REVENUES OVER(UNDER) EXPENSES (171,202) 465,344 BEGINNING NET ASSETS 209,208 38,006 ENDING NET ASSETS $ 38,006 $ 503,350 388 MEDICAL SELF INSURANCE FUND - 99 REVENUES AND EXPENSES FY 2013 ADOPTED BUDGET REVENUES FY 2012 FY 2013 Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Projection Budget 099-0000-356.00-00 INTEREST INCOME 157 100 *INTEREST 157 100 099-0000-358.50-01 CITY AND EMPLOYEE CONTRIBUTIONS 4,778,165 5,597,197 099-0000-358.50-02 RETIREE AND COBRA CONTRIBUTIONS 72,333 68,970 *CONTRIBUTIONS 4,850,498 5,666,167 099-0000-359.09-00 TRANSFER FROM FUND 030 85,000 114,750 099-0000-359.99-00 TRANSFER FROM FUND 010 415,000 560,250 *TRANSFERS 500,000 675,000 TOTAL 5,350,655 6,341,267 EXPENSES FY 2012 FY 2013 Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Projection Budget 099-1040-555.10-01 ADMINISTRATIVE FEE 881,343 1,053,123 099-1040-555.10-02 MEDICAL INSURANCE CLAIMS 4,591,814 4,762,800 *CLAIMS 5,473,157 5,815,923 099-1040-556.28-00 WELLNESS PROGRAM 48,700 60,000 *MISCELLANEOUS SERVICES 48,700 60,000 TOTAL 5,521,857 5,875,923 389 THIS PAGE INTENTIONALLY LEFT BLANK 390 COMPONENT UNITS The City of Pearland has three entities that are considered component units of the City. They are the Pearland Economic Development Corporation (P.E.D.C.), Tax Increment Reinvestment Zone #2 (TIRZ), and the Development Authority of Pearland. The P.E.D.C. is the only entity that requires budget approval by the City. Thus, it is the only component unit included in the Citywide summary. A component unit is defined as a legally separate organization for which elected officials of the primary government (the City) are financially accountable. 391 PEARLAND ECONOMIC DEVELOPMENT CORPORATION MISSION STATEMENT The mission of the Pearland Economic Development Corporation is to create a pro-business environment to promote job growth and retention with the support of the community, thereby investing in our infrastructure and overall quality of life for our citizens. President of EDC* Office Coordinator J Vice-President of EDC i i Director of Marketing Old Town Site Coordinator *Reports to the City Manager& PEDC Board 111 392 PEARLAND ECONOMIC DEVELOPMENT CORPORATION FUND - 15 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2013 ADOPTED BUDGET OVERVIEW The Pearland Economic Development Corporation (P.E.D.C.) was created in 1995 by the voters under the Texas Development Corporation Act of 1979. The Corporation is financed by additional sales tax of a half-cent. State law allows the City to collect this sales tax to assist in the promotion, enhancement, and development on behalf of the City. The Board of Directors are appointed by and serve at the discretion of the City Council. City Council approval is required for annual budgets and bonded debt issuance. The role of the Corporation is to provide guidance and funding for the operations of the City's economic development program and provide business incentives to support and promote the growth and diversification of the City's economic base. Various programs run through the Economic Development Department. FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted Actual Budget Projection Budget OPERATING REVENUES Sales Tax $6,593,972 $6,745,634 $7,115,692 $ 7,496,477 Interest Income 10,642 24,150 27,750 27,009 Miscellaneous 657,523 424,000 455,663 424,648 TOTAL 7,262,137 7,193,784 7,599,105 7,948,134 OPERATING EXPENDITURES Operating 1,378,207 1,412,918 1,123,897 1,478,900 Operating Transfers 178,857 165,638 216,440 Bond Payments 2,026,324 2,040,906 2,044,771 2,057,764 Inventory 12,121 5,000 7,000 5,000 Capital Outlay 35,129 15,000 2,000 5,000 TOTAL 3,451,781 3,652,681 3,343,306 3,763,104 REVENUES OVER/(UNDER) EXPENDITURES 3,845,485 3,556,103 4,255,799 4,185,030 OTHER FINANCING SOURCES (USES) Transfers in Capital Transfers Out (3,148,493) Capital (29,523) Incentives (905,743) (3,363,500) (476,338) (2,152,000) Bond Proceeds TOTAL (935,266) (3,363,500) (476,338) (5,300,493) NET CHANGE IN FUND BALANCE 2,875,090 177,603 3,779,461 (1,115,463) FUND BALANCE -BEGINNING 6,365,067 9,240,157 9,240,157 10,931,226 DEBT SERVICE RESERVES (665,254) (665,254) DEBT PAY-OFF (1,349,127) (1,423,138) (1,499,295) FUND BALANCE -ENDING $ 9,240,157 $7,403,379 $ 10,931,226 $8,316,467 393 L Fiscal Year 2011-2012 —Operating Revenues are projected to be $7,599,105, $405,321 higher than the amended budget. The increase over the amended budget is due to improvements in sales tax revenue, projected at $7,115,692, $370,058 over the amended budget. The budget assumed a 3% increase whereas projections are 7.9% over fiscal year 2011 actuals due to increasing consumer confidence. Operating Expenditures for fiscal year 2011-2012 are projected to be $3,343,306, $294,375 less than the amended budget, mainly due to anticipated savings in personnel and services. Other Financing Uses of $476,338 is $2,902,162 less than anticipated. This decrease is due mainly to business incentives lower than anticipated by $2,887,162, which is due to performance agreements not yet being met and contingency funding budgeted for unidentified potential projects that will not be used in fiscal year 2011-2012. A reserve of$665,254 was set aside for debt service reserves associated with the 2010 bond sale for the CSI facility. Available fund balance at 9/30/2012 is $10,931,226, after$1,423,138 is reserved for pay-off of Series 2010 debt in 2015. This is $3.5 million greater than budgeted. Fiscal Year 2012-2013— Operating Revenues are estimated to be $7,948,134, of which $7,496,477, or 94.3%, is from sales tax remittances. Sales tax is estimated to increase by $380,785, or 5.4%, from the fiscal year 2011- 2012 projection. It increases by 13.7%over the fiscal year 2010-2011 actual. A total of$414,000 out of$424,684 budgeted in miscellaneous revenue is anticipated from rent payments from the CSI facility. Interest income is anticipated at$27,009. Operating Expenditures totaling $3,763,104 are $419,798, or 12.6% greater than the fiscal year 2011-2012 projection due to vacant positions in FY 2012 and funding of $150,000 for the Strategic Plan. Operating Expenditures include $2.1 million for bond payments and $216,440 in transfers, which include operating costs for office space in the University of Houston-Pearland Campus and construction administration for Business Center Drive. Capital lease cost for the office space is also included in the budget. Remaining expenditures cover staff and economic development, retention and development programs. Operating Revenues over Operating Expenditures is $4,185,030 and is available for capital projects and business incentives. 49 Other Financing Uses of $5,300,493 are $4.8 million greater than the fiscal year 2011-2012 projection and is associated with an increase of $1.7 million in industry incentives, totaling $2,152,000 for fiscal year 2013, and Capital Transfers of $3,148,493. Budgeted capital is for Business Center Drive, which will be partially recouped - through future street assessments on adjacent property owners. Industry Incentives include $15,000 to Kelsey Seybold for the opening of a 170,092 square foot office building, bringing 800 employees to Pearland. Available fund balance at 9/30/13 is estimated to be $8,316,467, a draw-down of fund balance by $2,614,758, after$1,499,295 is reserved for Debt Pay-Off. The goal is to set aside $5.0 million by 2015 to call and pay-off the majority of outstanding Series 2010 bonds. 394 PEARLAND ECONOMIC DEVELOPMENT CORPORATION FUND - 15 REVENUES FY 2013 ADOPTED BUDGET FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 015-0000-350.02-01 SALES TAX _6,593,972 6,745,634 7,115,692 7,496,477 *SALES TAXES 6,593,972 6,745,634 7,115,692 7,496,477 015-0000-356.00-00 INTEREST 14,128 24,150 27,750 27,009 015-0000-356.06-00 UNREALIZED CAPITAL GAINS (3,486) *INTEREST 10,642 24,150 27,750 27,009 015-0000-358-04-00 BUILDING RENT 414,000 414,000 414,000 414,000 015-0000-358.99-00 MISCELLANEOUS 243,523 10,000 41,663 10,648 *MISCELLANEOUS 657,523 424,000 455,663 424,648 TOTAL 7,262,137 7,193,784 7,599,105 7,948,134 395 I PEARLAND ECONOMIC DEVELOPMENT CORPORATION FUND - 15 1 EXPENDITURE AND STAFFING SUMMARY BY DEPARTMENT I FY 2013 ADOPTED BUDGET I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted EXPENDITURES BY DEPT/DIVISION Actual Budget Projection Budget Salaries&Wages 464,304 485,228 401,955 514,287 m Intergovernmental 173,158 Materials& Supplies 5,068 7,250 6,500 7,250 Maintenance, Buildings&Grounds 540 800 1,500 2,000 Equipment Maintenance 3,584 7,600 12,206 7,600 • Services 731,553 912,040 701,736 947,763 Incentives 905,743 3,363,500 476,338 2,152,000 Transfers 178,857 165,638 3,364,933 Bond Payments 2,026,324 2,040,906 2,044,771 2,057,764 Inventory 12,121 5,000 7,000 5,000 Capital 64,652 15,000 2,000 5,000 r TOTAL 4,387,047 7,016,181 3,819,644 9,063,597 ` I FY 2012 FY 2012 FY 2013 FY 2011 Amended Year End Adopted STAFFING BY CLASSIFICATION Actual Budget* Projection Budget President of EDC 1 1 1 1Ea Vice-President of EDC 1 1 1 1 Director of Marketing 1 1 1 1 Old Townsite ED Coordinator 1 1 1 1 Office Coordinator 1 1 1 1 I TOTAL 5 5 5 5 I *Same as Adopted Budget unless where noted Eli 1111 396 PEARLAND ECONOMIC DEVELOPMENT CORPORATION FUND — 15 GOALS • Design and execute effective marketing strategies that promote Pearland to ensure its place in the region as a cornerstone of future development. • Attract high-wage professional employment opportunities that diversify Pearland's economic base and facilitate the expansion and retention of existing Pearland businesses. • Align workforce and educational systems so that training programs match the high-growth industry skill and occupational demands. • Invest in transportation and infrastructure projects that result in available shovel-ready sites for new and expanding businesses. • Actively pursue redevelopment efforts resulting in continued improvement and investment in Pearland with a special focus on the Old Townsite area. These efforts should improve the appearance and enhance the image of Pearland to its citizens and to individuals outside the area. FISCAL YEAR 2012 ACCOMPLISHMENTS • Opened 29 business recruitment projects and hosted 34 meetings with new potential primary employers. New recruitment projects include Ref-Chem's new facility bringing in $8.5M in investment and 85 new jobs. • Opened 8 business retention and expansion projects. Conducted 35 meetings with existing employers. Projects included Hatch Mott MacDonald's new expansion resulting in $2.1M in investment and retaining/creating 45+jobs. • Opened 20 new development projects and conducted 33 meetings on development projects. • BizConnect has conducted 34 visits to date. Entered into a new agreement for 2012/2013 with the Chamber. The Chamber has created a list of primary employers in the ETJ. Developed a flyer outlining our services available for existing businesses. • Developed a demographic overview and a community overview. These are available as a printed version and an electronic version on the PEDC website. • PEDC worked with the City on the extension of Business Center Drive, which will provide access to 86 acres of undeveloped commercial property. The roadway will provide alternative access to the interchange of Broadway and Hwy 288. • Completed the Lower Kirby Master Plan. Presentations were made to Management Districts, PEDC, City Council and Planning and Zoning Commission. Efforts are underway to implement the infrastructure plan and to incorporate the regulatory framework into the City's comprehensive plan. • The Old Townsite Business Coalition has conducted 8 meetings this fiscal year. To date, $22,390 has been given in facade and sign grants. • To date the Board of Directors has met 9 times this fiscal year. • Completed a new incentive application, loan agreement and compliance verification. FISCAL YEAR 2013 OBJECTIVES • Recruit prospective new primary employers to the community. • Provide existing primary employers assistance including expansion assistance, access to local and state resources and regulatory compliance. • Continue the BizConnect call program on Pearland's primary employers. • Provide assistance to developers looking to make investments in our community. • Continue to implement the strategies and tactics from our marketing plan that strategically focuses on marketing to Pearland's targeted industries. • Increase awareness of Pearland as a business destination in the greater Houston metropolitan area by bringing awareness to economic development successes through press releases, newsletter and social media. • Complete the improvements to Business Center Drive. • Complete a new economic development strategic plan. 397 I PEARLAND ECONOMIC DEVELOPMENT CORPORATION FUND - 15 PERFORMANCE MEASURES • FY 2010 FY 2011 FY 2012 FY 2013 Actual Actual Projection Target • Number of announced projects N/A 7 10 7 • Attraction N/A 5 6 5 Retention N/A 2 4 2 Number of new projects N/A 77 46 44 Attraction N/A 56 24 25 ■ Retention N/A 5 3 4 • Developers N/A 16 19 15 New Projects by Industry: Life Science N/A 10 0 3 Business/Professional Services N/A 13 8 10 a Energy N/A 0 0 2 Manufacturing/Warehouse N/A 37 18 20 Developments N/A 14 9 9 Other N/A 3 10 0 • Number of Visits N/A 141 111 105 I Attraction/Developments N/A 84 72 70 Retention N/A 57 39 35 • L • lei III I. le I 398 PEARLAND ECONOMIC DEVELOPMENT CORPORATION DEBT TO MATURITY Year Principal Interest Total 2012-2013 880,000 1,176,264 2,056,264 2013-2014 920,000 1,135,521 2,055,521 2014-2015 965,000 1,092,917 2,057,917 2015-2016 1,010,000 1,048,152 2,058,152 2016-2017 1,060,000 998,276 2,058,276 2017-2018 1,115,000 945,972 2,060,972 2018-2019 1,175,000 890,580 2,065,580 2019-2020 1,230,000 837,752 2,067,752 2020-2021 1,285,000 782,062 2,067,062 2021-2022 1,350,000 723,241 2,073,241 2022-2023 1,415,000 659,744 2,074,744 2023-2024 1,480,000 592,979 2,072,979 2024-2025 1,555,000 522,595 2,077,595 2025-2026 1,635,000 448,247 2,083,247 2026-2027 1,715,000 370,002 2,085,002 2027-2028 1,805,000 282,123 2,087,123 2028-2029 1,895,000 192,780 2,087,780 2029-2030 2,000,000 98,999 2,098,999 TOTAL 24,490,000 12,798,204 37,288,204 Principal Amount Series Outstanding Series 2005 7,965,000 Series 2006 9,285,000 Series 2010* 7,240,000 TOTAL 24,490,000 Variable Interest Rate Every 6 months interest rate is reset. 399 PEARLAND ECONOMIC DEVELOPMENT CORPORATION DEBT TO MATURITY $2,500,000 $2,000,000 — $1,500,000 — — --- ■ $1,000,000 - FIN $500,000 — di L ICI . i a. 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 •Principal ❑Interest J I I 400 PEARLAND ECONOMIC DEVELOPMENT CORPORATION DEBT FY 2013 ADOPTED BUDGET AMOUNT DUE AMOUNT PAYMENT OUTSTANDING DATE DESCRIPTION ISSUED PRINCIPAL INTEREST TOTAL 9/30/2013 3/1/2013 SERIES 2005 11,005,000 170,369 170,369 7,540,000 9/1/2013 425,000 170,369 595,369 Fiscal Year Total 425,000 340,738 765,738 7,540,000 3/1/2013 SERIES 2006 10,235,000 222,084 222,084 9,075,000 9/1/2013 210,000 222,084 432,084 Fiscal Year Total 210,000 444,169 654,169 9,075,000 3/1/2013 SERIES 2010 7,685,000 195,679 195,679 6,995,000 9/1/2013 245,000 195,679 440,679 245,000 391,358 636,358 6,995,000 TOTAL 880,000 1,176,264 2,056,264 23,610,000 Date Amount Issued Amount Outstanding Description Rate Maturity Issued As of 9/30/12 Annual Requirements New Money 3.5%,4%,5%,4.1%, 2005 11,005,000 7,965,000 3/1/2012 170,369 Bond Series 4.125%,4.2%,4.25% 2026 9/1/2012 170,369 2005 9/1/2012 425,000 New Money 5%,4.5%,4.25%,4.375%, 2007 10,235,000 9,285,000 3/1/2012 222,084 Bond Series 4.5%,4.75% 2030 9/1/2012 222,084 2006 9/1/2012 210,000 New Money 5.144% 2010 7,685,000 7,240,000 3/1/2012 195,679 Bond Series 2030 9/1/2012 195,679 2010* 9/1/2012 245,000 TOTAL 28,925,000 24,490,000 2,056,264 401 '1'1(7 I ) / . N., <`7 1 , ( )\ --) � �: ii = : MN Q4Q r ITT er V � .,,,, ,;.7,,,,,,A,-,7--,-,. -4,--..-„,-,-;--i 4:t4C-1.;.,VAVIPOF \o..., I N I ) _ A....r1 / r ../:// \ -......'"N"---....."..:,....._----______--- ,..3/4„,,,,...........„,„,.....77,..L 1 ( -' _,,,-<:" " THIS PAGE INTENTIONALLY LEFT BLANK 402 EXECUTIVE SUMMARY CITY OF PEARLAND FIVE-YEAR FORECAST FISCAL YEARS 2013 - 2017 The Financial Forecast for the City of Pearland over a five-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: • Provide insight into the long-term financial implications of current policies, programs, and priorities; • 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; • 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; • 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 finances; and • 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. The forecast does this by building upon the adopted 2012-2013 budget and 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, it is a prediction, 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 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: Police, Fire, EMS, Public Works, Parks & Recreation, Community Services, Engineering & Capital Projects and General Government. 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: Wastewater Treatment, Water Production, Water Distribution and Collection, Water& Sewer Construction 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. 403 ■ It is important to note that the numbers in these five-year forecasts are estimates based on various assumptions • and are not representation of fact. The picture reflected in this forecast 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: ' ■ • Fund existing services at current service levels. • Meet current and future anticipated debt service obligations. ' • Fund a Five-Year Capital Improvement Program and associated operating expenditures. ■ • Meet cash reserve and bond coverage requirements. • Meet a 10% reserve policy in the Debt Service Fund. ■ • Operate and maintain new, and existing City facilities. ■ • Maintain business incentives to attract capital investments to the City. ■ However, in order to do so, ■ • The total tax rate would need to increase from the current rate of$0.7051 to $0.7575 per$100 valuation, ■ a $0.0524 tax rate increase over the 5-year period, and a .1049 tax rate increase versus the initial tax ■ impact analysis done for the 2007 bond referendum which showed an impact of$0.1300. • Revenue increases are not needed in fiscal year 2013 in the water/sewer fund. However, in fiscal year ' 2016 a 6% increase may be needed in order to meet cash reserve and bond coverage requirements. A ■ second revenue increase of 8% is projected for fiscal year 2017. City Council may choose to enact smaller rate increases sooner vs. big rate increases in specific years. ' ■ The forecast does not assume State legislative changes to Property Taxes or Appraisals, nor assumes any future Federal or State mandates. If these were to occur during the Five-Year period, there could be an adverse impact. ' • 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. The forecast ■ includes the impact of the annexation of MUD 4 in December 2012 in the General Fund, Water/Sewer Fund and Debt Service Fund. ■ ■ Much like revenue, the expenditure projections 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 Debt Service Fund expenditure forecast is based upon current principal and interest debt service payments, future debt issuance, MUD rebates and assumed debt ■ from the annexation of MUD 4 in December 2012. • • • • • 404 INDIVIDUAL FUND OVERVIEWS Tax Rate In fiscal year 2013 the adopted tax rate of $0.7051 allocates $.2151 or 31% to the General Fund and $.4900 or 69% to the Debt Service Fund. The chart below presents the total tax rate required to meet all obligations and the allocation between Debt Service and O&M. By 2017 the total tax rate is $0.7575, 29% to the General Fund and 71% to the Debt Service Fund, an increase of 3% to the General Fund and a 9% increase to the Debt Service Fund. The Debt Service Fund tax rate increase from fiscal year 2013 is$0.0450, and the General Fund tax rate increase is $0.0074. Tax Rate 0.8 0.7 0.6 0.5 ' 0.4700 0.4900 0.5100 0.5175 0.5350 0.5350 ' 0.4 ' 0.2 in 0.1 0.0 -I 2012 2013 2014 2015 2016 2017 ■O&M ❑ DS \ / Debt Service Fund The Debt Service Fund can meet all current and future obligations based on the City's 2013-2017 Five-Year CIP. The issuance of debt is factored in based on the Five-Year CIP and pending GO and CO issuance. Debt to be sold during the forecast period totals $99.345 million for GO bonds and $17.055 for CO bonds. The GO bonds will almost exhaust the bonds that were approved by the voters in 2007. The outcome of major projects to be bid at a later date, or annual changes to the Five-Year CIP, will be incorporated into future forecasts. In order to fund these obligations, the Debt Service tax rate will need to increase from the fiscal year 2013 tax rate of $0.4900 to $0.5350, which approximates the tax analysis prepared during the bond package discussions. From fiscal year 2013 to fiscal year 2017, total revenues are anticipated to increase on average 6% per year. The 2013 ending fund balance is projected to be $3.1 million, $191,713 over a 10% reserve. As such, the City is drawing down fund balance in 2013 to use reserves on hand in order to minimize the impact to the taxpayer. For all fiscal years through 2017, the fund balance remains above the reserve policy and by 2017 the DS Fund ending balance is above the reserve policy by $218 thousand. Possible uses of these funds could be to lower the tax rate or absorb new debt from a new voted bond referendum. Key assumptions are included behind the Revenue and Expenditure Schedules. 405 General Fund The General Fund can fund current services and anticipated operating expenditures from completed CIP projects. ' The General Fund meets reserve requirements. The fund is structurally balanced, whereby recurring revenues are funding recurring expenditures. The policy reserve requirement of 2 months recurring operating expenditures grows from $8.9 million in 2013 to $10.5 million by 2017, an increase of $1.6 million. In order to fund these services and meet policy requirements, the O&M tax rate will increase from $0.2151 in 2013 to $0.2225 in the following fiscal year through 2017, a $0.0074 increase. Full-time equivalents will increase from 538.75 in fiscal year 2013 to 582.75 by fiscal year 2017, an increase of 44 positions or 8.2% over the five-year period, or 2.1% annually. Population is expected to increase 3.2% annually, not including the day-time or weekend populations from continued retail development. 1 � General Fund Full-Time Equivalents ' 650 600 582.75 552.75 567.75 574.75 550 538.75 527.75 500 450 , FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Increase in the number of positions by 2017 includes 16 positions associated with completed CIP for base services and growth. Some of the CIP staff additions include 1 associated with the Trails Connectivity Project in 2015, 1 for Max Road Sports Complex in 2014, 1 for Old Police Department Renovation in 2014, 1 for Centennial Park Phase II in 2015, 5 for Shadow Creek Ranch Park in 2015, 1 for Pearland Parkway Extension in 2015, and 6 for Fire Station #3 Reconstruction in 2014. Operating expenditures from completed CIP total $625 thousand in 2014, increasing to $2.0 million in 2017. Fiscal year 2014 includes impacts from Hickory Slough Detention, Max Road Sports Complex Phase I, Trail Connectivity, Fire Station 3 Reconstruction, Old Police Department Renovations, Business Center Drive, and County Road 403. Property and Sales Tax are a major revenue component funding these expenditures. Revenues from current property tax, as a percent to total revenues, are 19% in fiscal year 2013. It increases to 20% in fiscal year 2017 due to an increase in the 0 & M tax rate, new development and revaluation of existing properties. Revenues from the TIRZ, go from $6.4 million in 2013 to $10.3 million in 2017. This revenue is needed to fund increasing cost of services. Sales tax receipts, as a percent to total revenues, remains relatively stable at 26.6% in 2013 to 26.7% in 2017. The City is projected to maintain a modest increase in sales tax in fiscal year 2013 through 2017; a 3% increase is projected each year, mainly due to an anticipated conservative increase in consumer spending and the opening of smaller establishments. Key assumptions are included behind the Revenue and Expenditure Schedules. 406 Water&Sewer Fund The Water & Sewer Fund can meet all of its operating expenses, annual debt service, and bond coverage requirements of 1.4 times net operating revenues. Cash reserve requirement of 25% is 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. No water and sewer rate increase is needed in 2013 due to using cash on hand to fund capital improvement projects and to buy down debt. In 2016 a 6% revenue increase is needed, as well as an 8% increase in 2017. The increase in 2016 is based on major capital improvements for surface water and wastewater treatment. Council may choose to implement smaller rate increases sooner. The utility system users generate the revenues that support the system. Annual revenues by 2017 total $42.0 million, an increase of $10.8 million from fiscal year 2013, and include growth in the number of connections, as well as two revenue increases needed. The growth in the number of annual connections average 4.3% over the five-year forecast, and includes the annexation of approximately 1,400 connections in 2013. Operating expenditures increase to $40.3 million, up $9.2 million from $31.1 million in fiscal year 2013. Debt service increases by 64% over the forecast period, from $10.2 million in fiscal year 2013 to $16.7 million in fiscal year 2017. Operating expenses increase by $1.1 million over the forecast period, which equates to 1.4% annually. Purchase of surface water increases by $308 thousand, personnel costs by $564 thousand and utilities by $274 thousand. With the implementation of the rate increases included in the forecast, the system can continue to be self- supporting and financially sound. Pearland Economic Development Corporation (PEDC) The PEDC can fund its current operations, as well as provide incentives to attract capital investment to add to Pearland's tax base and to bring new jobs to the City. Through the forecast period, the ending fund balance increases by$4.5 million, or 54%, from $8.3 million in fiscal year 2012 to $12.8 million in fiscal year 2017. Sales tax revenue is a major component of funding for the Corporation. Revenues from sales taxes increase by 13% through the forecast period, from $7.5 million in fiscal year 2013 to $8.4 million in fiscal year 2017. For each year of the forecast, sales tax revenues are 94% to 95%of the total revenue each year. The available balance can be used to fund infrastructure projects. Except for fiscal year 2013, no capital projects were specifically identified, however, $1.5 million is included annually for 2015-2017, or $4.5 million in total for that time period. RECOMMENDATIONS Maintain recommended fund balance and cash reserve requirements. Be selective about future service additions. Continue emphasis on efficient use of existing resources. Continue emphasis on cost containment measures. Continue marketing efforts in order to expand the tax base— property and sales tax. Continue to review capital projects timing in order to build when needed and not before. Continue to look at other funding sources for capital improvements to leverage City dollars such as grants, developer agreements, inter-local agreements, etc. CONCLUSION The proposed forecast is conservative and only includes 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 and include new developments that will impact revenue or expenditures that are "concrete," or likely to happen, as well as incorporate charges from the Five-Year CIP. 407 There are external factors outside of the City, such as the legislature, anticipated TxDOT funding of capital projects, weather, that could impact the forecast and significantly affect the City's ability, despite 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 was to provide City Council and management a prudent financial plan in order to make decisions to benefit our current and future residents. I 408 I. City of Pearland Debt Service Fund Five-Year Forecast PROJECTION ADOPTED ESTIMATE ESTIMATE ESTIMATE ESTIMATE FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 Revenues Property Taxes 22,897,520 24,397,796 27,071,601 28,591,684 31,096,200 33,014,243 Property Taxes MUD 4 1,864,363 Delinquent Taxes 130,000 146,387 162,430 171,550 186,577 198,085 Penalty& Interest 175,000 195,182 216,573 228,733 248,770 264,114 Lease Income/Capitalized Int 796,087 786,075 775,394 763,472 750,036 731,800 Interest Income 12,215 8,035 13,750 23,230 32,325 43,910 Annexation/Bond Proceeds 53,613,801 Transfers from Fund 30 434,865 277,127 277,127 277,127 277,127 277,127 Transfers from Fund 30-MUD4 182,041 179,441 176,710 173,850 Transfers from CIP 1,559,116 Transfers from Fund 10 163,490 161,445 159,272 156,844 154,160 150,454 Total Revenues 79,782,094 27,836,410 28,858,187 30,392,081 32,921,905, 34,853,584 Expenditures Current Debt Service(P&I) 20,894,241 21,803,885 21,997,514 21,586,939 21,602,871 20,834,921 Future Debt Issuances General Obligation 2013-30 332,183 657,651 657,309 656,607 655,544 General Obligation 2014-30 1,132,292 1,127,500 1,128,625 General Obligation 2015-30 1,321,077 1,319,893 General Obligation 2016-30 2,373,200 CO's Series 2013-30 117,324 228,339 230,550 227,773 234,512 CO's Series 2014 30 291,750 291,750 293,125 CO's Series 2015-30 614,025 613,406 MUD 4 Annexation of Debt 1,864,363 227,551 224,301 220,888 217,313 Current Lease/Purchase (P&I) 637,550 637,674 637,674 637,674 532,795 365,901 Future Lease/Purchase 214,343 478,168 596,016 863,705 990,960 Escrow Agent/Issuance 54,825,471 MUD Rebates 3,992,293 4,268,658 4,559,428 4,902,660 5,232,346 5,511,045 Arbitrage Services 25,438 22,605 25,105 27,605 30,105 32,605 Fiscal Fees 11,000 12,000 13,600 15,200 16,800 18,400 Total Expenditures 80,385,993 29,273,034 28,825,029 30,302,296 32,738,243 34,589,450 Revenues Over(Under) -603,899 -1,436,625 33,158 89,785 183,662 264,134 Expenditures Beginning Fund Balance 5,159,540 4,555,641 3,119,016 3,152,175 3,241,960 3,425,622 Ending Fund Balance 4,555,641 3,119,016 3,152,174 3,241,960 3,425,622 3,689,755 10% Reserve Requirement 2,556,052 2,927,303 2,882,503 3,030,230 3,273,824 3,458,945 Amount over 10% Reserve 1,999,589 191,713 269,672 211,730 151,798 230,810 DS Tax Rate 0.4700 0.4900 0.5100 0.5175 0.5350 0.5350 DS Tax Rate Change 0.0200 0.0200 0.0200 0.0075 0.0175 0.0000 General Obligation 10,490,000 17,405,000 19,765,000 34,560,000 17,125,000 Certificates of Obligation 3,325,000 4,500,000 9,230,000 409 City of Pearland General Fund Five-Year Forecast Summary FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED REVENUE Property Taxes 10,748,148 10,992,437 12,225,000 12,743,000 13,400,000 14,221,000 Sales Taxes 14,363,666 15,125,235 15,904,000 16,539,000 17,199,000 18,056,000 Franchise Fees 5,697,733 6,016,906 6,197,000 6,383,000 6,575,000 6,772,000 Licenses&Permits 2,224,046 2,620,219 2,978,000 3,113,000 3,276,000 3,428,000 Fines&Forfeitures 2,999,214 3,107,512 3,218,000 3,315,000 3,414,000 3,516,000 Charges for Service 11,564,231 12,330,342 13,582,000 14,742,000 16,184,000 17,377,000 Miscellaneous 479,404 380,620 429,000 441,000 454,000 468,000 Transfers in 3,763,560 3,776,850 2,316,000 2,390,000 2,424,000 2,474,000 Other Financing Sources 1,143,465 2,037,400 865,000 1,638,000 878,000 867,000 TOTAL REVENUES 52,983,467 56,387,521 57,715,000 61,303,000 63,804,000 67,178,000 EXPENDITURE General Government 6,516,427 6,909,129 6,600,000 6,778,000 6,889,000 7,077,000 Public Safety 26,284,753 29,728,329 29,786,000 31,417,000 31,689,000 32,744,000 Community Services 3,187,440 3,450,700 3,584,000 3,756,000 3,975,000 4,125,000 Public Works 8,084,579 8,466,353 8,488,000 8,617,000 8,967,000 9,257,000 Parks&Recreation 7,463,214 8,275,021 8,360,000 8,502,000 8,720,000 8,946,000 Expense for MUD 4 O&M for CIP 625,000 1,772,000 1,880,000 2,002,000 Total Operating Expenditures 51,536,413 56,829,532 57,443,000 60,842,000 62,120,000 64,151,000 Transfers Out 1,476,287 1,745,652 1,203,000 1,485,000 1,430,000 1,869,000 TOTAL EXPENDITURES 53,012,700 58,575,184 58,646,000 62,327,000 63,549,000 66,019,000 Revenues Over/(Under)Expenses (29,233) (2,187,663) (931,000) (1,024,000) 255,000 1,159,000 Beginning Fund Balance 14,523,546 14,494,313 12,307,000 11,376,000 10,352,000 10,607,000 Ending Fund Balance 14,494,313 12,306,650 11,376,000 10,352,000 10,607,000 11,766,000 Calculation of Fund Balance Policy: Ending Fund Balance 14,494,313 12,306,650 11,376,000 10,352,000 10,607,000 11,766,000 Less Policy Requirement 8,199,856 8,904,214 9,341,000 9,779,000 10,118,000 10,459,000 Excess funds available over policy 6,294,457 3,402,436 2,035,000 573,000 489,000 1,307,000 Tax Rate Variable: General Fund 0.2151 0.2151 0.2225 0.2225 0.2225 0.2225 Debt Service Fund 0.4700 0.4900 0.5100 0.5175 0.5350 0.5350 Total Tax Rate 0.6851 0.7051 0.7325 0.7400 0.7575 0.7575 Staffing Variable: Full-Time Equivalent Positions 527.75 538.75 544.75 559.75 574.75 582.75 FTE's with CIP 527.75 538.75 552.75 567.75 574.75 582.75 Employees Per 1,000 Population 5.43 5.18 5.15 5.29 5.35 5.43 410 City of Pearland Five-Year Forecast General Fund -Schedule of Revenues and Other Sources FY 2011-2012 1214 FY2014-2015 Y216-2017 Y/E PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED Property Taxes Current Taxes 10,480,519 10,711,657 11,809,552 12,291,591 12,931,104 13,728,752 Delinquent Taxes 80,000 90,000 149,963 165,334 172,082 181,035 Penalty&Interest 106,849 110,000 182,098 200,762 208,957 219,829 In Lieu of Property Taxes 80,780 80,780 83,203 85,700 88,270 90,919 MUD 5 *Total Property Taxes $ 10,748,148 $ 10,992,437 $ 12,224,817 $ 12,743,386 $ 13,400,414 $ 14,220,535 Sales Taxes Sales Taxes 14,231,385 14,992,954 15,767,637 16,398,342 17,054,276 17,906,990 Mix Drink Taxes 132,281 132,281 136,249 140,337 144,547 148,883 *Total Sales Taxes $ 14,363,666 $ 15,125,235 $ 15,903,886 $ 16,538,679 $ 17,198,823 $ 18,055,873 Franchise Fees Gas 269,022 308,000 317,240 326,757 336,560 346,657 Electric 2,780,000 2,905,700 2,992,871 3,082,657 3,175,137 3,270,391 Telephone 293,922 308,473 317,727 327,259 337,077 347,189 Cable 1,149,881 1,211,310 1,247,649 1,285,079 1,323,631 1,363,340 Sanitation 1,204,908 1,283,423 1,321, 26 1,361,583 1,402,431 1,444,504 *Total Franchise Fees $ 5,697,733 $ 6,016,906 $ 6,197,413 $ 6,383,336 $ 6,574,836 $ 6,772,081 License&Permits Building Permit 996,824 1,181,588 1,240,667 1,302,701 1,367,836 1,436,228 Platting Fees 55,000 58,000 95,531 100,308 105,323 110,590 Beer Permits 18,000 11,000 18,540 9,548 19,467 10,220 Moving Permits 2,400 2,400 2,472 2,546 2,623 2,701 Peddlers&Solicitors 2,500 2,000 2,100 2,205 2,315 2,431 Health Certificate Fees 40,000 104,400 107,532 110,758 116,296 122,111 Wrecker Permits 4,000 4,000 4,080 4,202 4,328 4,458 Building Plan Check Fee 518,348 544,393 694,774 729,512 765,988 804,287 Occupancy Permits 9,100 10,665 14,888 15,632 16,414 17,235 Demolition Permits 1,300 1,300 1,339 1,379 1,421 1,463 Bldg. Site Work Permit 34,000 27,220 34,739 36,476 38,299 40,214 Alarm Permits 43,935 47,135 45,000 45,000 45,000 45,000 Health-Registration 1 Yr. 4,930 5,665 5,778 5,894 6,012 6,132 Health-Registration 2 Yr. 8,000 9,200 9,384 9,572 9,763 9,958 Sign Permits 7,500 9,800 10,780 12,397 14,257 16,395 Ambulance Permit 6,200 6,200 6,386 6,578 6,775 6,978 Taxi Cab Permit 3,823 3,823 3,938 4,056 4,177 4,303 Temporary Structures 600 800 824 849 874 900 Recordation&Courier Fee 5,100 6,050 6,232 6,418 6,611 6,809 BP Plan&Zone Adjustment 8,000 28,800 31,680 34,848 38,333 42,166 Garage Sale Permits 36,025 37,997 39,897 41,892 43,986 46,186 Culvert Permits 1,100 800 800 800 800 800 Animal Licenses 30,000 33,325 34,325 35,354 36,415 37,508 Foster Home Inspection 1,950 1,950 1,970 1,989 2,009 2,029 Mowing Lien 428 Electrical Permits 96,549 116,161 124,067 130,270 136,784 143,623 Plumbing&Gas Permits 105,325 126,220 161,287 169,351 177,819 186,710 Mechanical Permits 131,657 153,075 186,100 195,405 205,175 215,434 Reinspec. Fee/Inspection 5,600 5,600 9,925 10,422 10,943 11,490 Fire Marshall Reinspection 32,500 33,475 34,479 35,514 36,579 Fire Alarm 2,364 2,364 2,600 2,860 3,146 3,461 Fire Protection 950 950 998 1,047 1,100 1,155 Fire Sprinkler 4,200 4,500 4,635 4,774 4,917 5,065 Fire Sprinkler-Alteration 400 400 440 484 532 586 411 City of Pearland Five-Year Forecast General Fund -Schedule of Revenues and Other Sources FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED Fireworks 150 150 150 150 150 150 Irrigation 13,000 15,000 15,450 16,223 17,034 17,885 Swimming Pool 22,600 22,600 23,278 23,976 25,175 26,434 Dirt Grading Permit 2,188 2,188 2,210 2,232 2,254 2,277 *Total License&Permits $ 2,224,046 $ 2,620,219 $ 2,978,270 $ 3,112,588 $ 3,275,866 $ 3,427,950 Fines& Forfeiture Fines&Forfeitures 2,777,243 2,881,279 2,967,717 3,056,749 3,148,451 3,242,905 Child Safety 25,000 25,000 25,750 26,523 27,318 28,138 Child Safety-Harris Co. 3,500 3,500 3,535 3,570 3,606 3,642 Commercial Carrier Fines 88,000 88,000 90,640 93,359 96,160 99,045 Time Efficiency -5,554 -5,760 (5,933) (6,111) (6,294) (6,483) Animal Cruelty 100 Omnibase 16,500 17,556 17,806 18,340 18,891 19,457 State/Service Fee Recoup 94,425 97,937 118,709 122,270 125,938 129,716 *Total Fines& Forfeitures $ 2,999,214 $ 3,107,512 $ 3,218,225 $ 3,314,701 $ 3,414,070 $ 3,516,420 Service Charges Ambulance Service Fee 2,633,000 2,738,000 3,093,940 3,186,758 3,282,361 3,380,832 Mud/Ems/Fire Collections 74,135 74,135 74,135 74,135 74,135 74,135 Strat PtrAgrmt/Fire,Ems 358,527 255,197 157,405 203,212 217,340 232,034 False Alarm Fee 74,000 76,000 78,280 80,628 88,691 97,560 Arrest Fees 3,750 3,750 3,863 3,978 4,098 4,221 Clear. Letter Fee 550 550 550 550 550 550 Subpoena 150 150 150 150 150 150 Offense Report Copies 100 100 105 110 116 122 Accident Report Copies 7,000 7,000 7,350 7,718 8,103 8,509 SRO Equipment 69,550 78,000 80,340 82,750 85,233 87,790 SRO Personnel 601,957 657,016 670,156 683,559 704,066 725,188 Non Emerg Ems Service 5,227 5,227 5,750 6,325 6,957 7,653 TCLEOSE Funds Training Tuition 550 1,000 1,010 1,020 1,030 1,041 Training Recycling 1,000 1,000 1,010 1,020 1,030 1,041 Animal Shelter Fees 51,000 52,500 54,075 55,697 57,368 59,089 Events&Programs 528,453 596,712 625,646 691,159 725,717 762,003 Facility Rentals 82,945 110,500 114,920 119,517 124,297 129,269 Swimming Pool Fees 30,000 53,540 55,146 56,801 58,505 60,260 Natatorium 121,036 130,036 133,937 137,955 142,094 146,357 Recreation Center Rentals 30,000 46,470 47,864 49,300 50,779 52,302 Recreation Center Memberships 866,613 894,113 920,936 948,564 977,021 1,006,332 Facility Rental-U of H 1,000 1,000 1,030 1,061 1,093 1,126 Special Event Permit Fee 300 300 300 300 300 300 Miscellaneous 2,200 89,644 90,540 91,446 92,360 93,284 Engineering Inspect Fee 20,000 25,000 40,000 60,000 85,000 100,000 TIRZ Administration Fee 5,986,838 6,422,902 7,312,958 8,186,779 9,383,888 10,333,183 Permits Inspection Fee 6,100 4,500 4,725 4,961 5,209 5,470 Traffic Impact Analysis 8,250 6,000 6,300 6,615 6,946 7,293 *Total Service Charges $ 11,564,231 $ 12,330,342 $ 13,582,422 $ 14,742,070 $ 16,184,438 $ 17,377,092 Interest Interest Income 56,729 56,729 57,296 58,442 60,195 62,603 *Total Interest $ 56,729 $ 56,729 $ 57,296 $ 58,442 $ 60,195 $ 62,603 412 City of Pearland Five-Year Forecast General Fund - Schedule of Revenues and Other Sources FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED Miscellaneous Building Rent 17,339 17,600 17,776 17,954 18,133 18,315 Other Victims Program 7,500 7,500 7,725 7,957 8,195 8,441 PW Damage Reimbursement -4,121 Street Light Charges 35,000 15,000 15,000 15,000 15,000 15,000 Recycle Revenue 54,164 44,000 45,320 46,680 48,080 49,522 N.S.F. Fees 4,000 4,000 4,800 5,760 6,912 8,294 Plat Copies 15 15 17 18 20 22 Reproduction/Xerox Copies 1,500 1,500 1,530 1,561 1,592 1,624 Sale Of Property 89,364 9,750 50,000 52,500 55,125 57,881 Waiver Of Encroachment 1,000 875 919 965 1,013 1,064 Jail Phone 2,000 2,000 2,060 2,122 2,185 2,251 Ambulance Permit App. Fee 3,750 3,750 4,125 4,538 4,991 5,490 Sign Revenue 26,475 30,780 30,780 30,780 30,780 30,780 Insurance Reimbursement Miscellaneous 184,689 187,121 191,799 196,594 201,509 206i547 *Total Miscellaneous $ 422,675 $ 323,891 $ 371,850 $ 382,427 $ 393,536 $ 405,231 From Fund 15 103,212 151,438 115,945 121,742 127,829 134,221 From Fund 30 935,337 927,817 946,373 965,301 984,607 1,004,299 From Fund 42 238,712 150,665 153,678 156,752 159,887 163,085 From Fund 50 169,572 109,974 112,173 114,417 116,705 119,039 From Fund 67 313,806 263,715 268,989 274,369 279,856 285,454 From Fund 68 444,193 685,502 13,117 13,117 13,117 13,117 From Fund 70 568,549 17,227 17,572 17,923 18,281 18,647 From Fund 101 493,202 499,591 70,500 97,500 84,000 84,000 Transfer From Fund 301 192,262 83,929 85,608 87,320 89,066 90,847 From Fund 116 7,313 Transfer From Fund 202 64,811 395,692 31,077 31,077 31,077 31,077 Transfer From Fund 203 130,875 406,495 414,625 422,917 431,376 440,003 From Fund 108 29,443 From Fund 109 45,450 45,450 45,450 45,450 45,450 From Fund 55 12,072 Transfer From Fund 200 60,201 Transfer From Fund 201 39,355 40,536 41,752 43,004 44,294 *Total Grant, Issuance,Transfer $ 3,763,560 $ 3,776,850 $ 2,315,643 $ 2,389,637 $ 2,424,256 $ 2,473,534 Other Financing Sources Capital Lease Proceeds 1,143,465 2,037,400 864,989 1,637,807 877,807 866,807 *Total Other Financing Sources $ 1,143,465 $ 2,037,400 $ 864,989 $ 1,637,807 $ 877,807 $ 866,807 Total General Fund Revenue $ 52,983,467 $ 56,387,521 $ 57,714,811 $ 61,303,073 $ 63,804,241 $ 67,178,126 413 City of Pearland Five-Year Forecast Detail General Fund Expenditures FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED General Government City Council 111,850 106,421 120,076 122,126 124,216 126,346 City Manager 673,398 678,726 696,017 709,989 724,260 738,835 Human Resources 686,110 678,587 695,861 708,588 721,570 734,815 City Secretary 324,213 300,638 308,141 314,333 320,658 327,120 Legal 624,481 636,097 652,120 665,150 678,457 692,047 Information Technology 921,551 1,538,600 978,037 992,803 1,007,831 1,023,127 Finance 1,722,250 1,825,990 1,854,435 1,888,707 1,923,677 1,959,362 Other Requirements 1,302,691 895,069 983,568 990,337 997,110 1,003,885 Library 149,883 249,001 311,491 314,606 317,752 320,929 NEW POSITIONS 71,507 73,163 150,867 *Total General Government $ 6,516,427 $ 6,909,129 $ 6,599,745 $ 6,778,146 $ 6,888,694 $ 7,077,332 Public Safety Administration 1,232,154 1,257,599 1,278,997 1,300,804 1,323,030 Patrol 10,008,285 9,938,925 10,145,281 10,356,087 10,571,444 Investigations 1,676,055 1,716,877 1,752,664 1,789,233 1,826,600 Community Sery 778,380 798,503 815,367 832,602 850,215 Support 1,801,642 1,856,727 1,894,983 1,934,065 1,973,993 Jail 980,649 1,002,515 1,023,718 1,045,388 1,067,534 Lic 214,584 218,446 222,958 227,568 232,277 SRO 1,076,524 1,104,715 1,128,028 1,151,848 1,176,186 Traffic 780,023 708,475 723,468 738,789 754,447 Special Invest 531,411 541,943 553,304 564,911 576,772 Training 97,420 98,394 99,378 100,372 101,376 Police 17,379,290 19,177,127 19,785,475 20,180,502 20,584,024 20,996,229 Fire 4,524,471 5,580,791 4,834,081 5,817,687 5,094,360 5,214,763 Fire Marshal 593,034 695,913 655,716 668,852 682,269 695,972 Emergency Management 66,177 40,498 40,903 41,312 41,725 42,142 Emergency Medical Services 3,721,781 4,234,000 4,194,794 4,142,334 4,267,292 4,300,896 NEW POSITIONS 274,609 566,390 1,019,371 1,494,074 *Total Public Safety $ 26,284,753 $ 29,728,329 $ 29,785,578 $ 31,417,076 $ 31,689,041 $ 32,744,076 Community Services Community Development Admin. 195,702 250,285 257,554 262,902 268,366 273,949 Planning 611,864 372,728 380,937 387,209 393,600 400,112 Permits&Inspections 404,819 846,105 853,730 871,271 889,194 907,507 Health& Environmental Services 825,434 415,755 391,806 399,813 407,995 416,357 Animal Control 256,616 659,401 674,726 687,127 699,783 712,697 Public Affairs 321,276 306,755 312,279 317,085 321,979 326,963 Municipal Court 571,649 599,671 606,316 618,804 631,561 644,592 NEW POSITIONS 106,699 211,658 362,191 443,080 *Total Community Services $ 3,187,440 $ 3,450,700 $ 3,584,046 $ 3,755,870 $ 3,974,669 $ 4,125,257 Public Works Administration 211,212 173,005 176,905 180,137 183,434 186,798 Fleet Maintenance 450,235 449,343 461,073 470,905 480,956 491,231 Public Works GIS Streets&Drainage 4,546,128 4,526,934 4,434,728 4,486,560 4,539,184 4,592,612 Service Center 156,510 222,500 224,725 226,972 229,242 231,534 Engineering &Capital Projects ECP Administration 273,625 280,855 286,882 293,045 299,346 Project Management 923,873 721,516 740,566 756,026 771,823 787,964 Geographic Information Systems 220,520 215,627 220,706 224,992 229,370 233,840 Engineering 900,043 1,119,682 1,102,339 1,124,159 1,146,443 1,169,202 Traffic Operations&Maintenance 676,058 764,121 777,415 789,288 801,374 813,677 NEW POSITIONS 68,652 71,565 292,154 450,499 *Total Public Works $ 8,084,579 $ 8,466,353 $ 8,487,964 $ 8,617,487 $ 8,967,024 $ 9,256,705 414 City of Pearland Five-Year Forecast Detail General Fund Expenditures FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED Parks&Recreation Administration 771,436 940,102 958,215 974,068 990,222 1,006,684 Recreation Center/Natatorium 1,782,226 1,848,836 1,936,340 1,966,502 1,997,202 2,028,451 Westside Event Center 185,892 205,571 210,902 214,595 218,361 222,203 Medians/WW/ROWS 965,102 1,013,194 1,009,353 1,028,049 1,047,129 1,066,602 Parks Maintenance 1,171,753 1,370,319 1,261,726 1,285,469 1,309,706 1,334,447 Custodial Services 353,267 387,446 396,242 403,764 411,443 419,284 Facilities Maintenance 766,296 1,012,836 1,028,757 1,043,216 1,057,916 1,072,861 Community Center Athletics 342,288 329,155 339,995 345,628 351,369 357,221 Special Events 290,886 265,045 269,435 273,233 277,094 281,018 Senior Programs 226,378 208,861 215,661 219,666 223,754 227,925 Youth Development 183,320 226,123 241,056 245,666 250,370 255,169 Aquatics 193,391 245,395 262,675 267,492 272,404 277,415 Recycling 230,979 222,138 230,099 234,154 238,288 242,504 NEW POSITIONS 58 74,535 153,757 *Total Parks&Recreation $ 7,463,214 $ 8,275,021 $ 8,360,455 $ 8,501,559 $ 8,719,794 $ 8,945,542 Transfers Transfers 1,476,287 1,745,652 1,202,859 1,484,887 1,429,736 1,869,033 "Total Transfers $ 1,476,287 $ 1,745,652 $ 1,202,859 $ 1,484,887 $ 1,429,736 $ 1,869,033 CIP O&M O&M FOR CIP *Total CIP O&M $ - $ - $ 624,871 $ 1,772,253 $ 1,879,558 $ 2,001,553 TOTAL GENERAL FUND EXPENDITURE $ 53,012,700 $ 58,575,184 $ 58,645,517 $ 62,327,279 $ 63,548,515 $ 66,019,498 415 City of Pearland Five-Year Forecast Detail O & M for CIP FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 PROJECTED PROJECTED PROJECTED PROJECTED Hickory Slough Detention at Max Rd. Ph I 10,933 10,933 10,933 10,933 Max Road Sports Complex 338,460 338,963 358,024 372,212 Centennial Park Ph. II 71,700 97,856 98,853 Shadow Creek Ranch Pk. Ph. I 517,912 472,384 482,325 Trail Connectivity 50,699 98,859 104,062 105,820 Hunter Park 16,900 17,900 18,700 Fire Station 3 Reconstruction 110,217 543,347 553,664 561,158 Old Police Department Renovations 85,992 87,226 88,484 89,768 Fire Station 1 36,597 73,194 Tom Reid Library Expansion 39,640 79,280 Business Center Drive 25,218 25,218 25,218 25,218 Pearland Parkway Extension 34,962 35,288 35,621 Fite Road 19,350 19,850 19,850 Max Road 2,550 5,325 5,325 CR 94 Expansion 981 10,981 10,981 Old Alvin Road Widening 1,299 CR 403 3,352 3,352 3,352 6,430 McHard Road Extension 4,418 Grand Boulevard Reconstruction 168 Total 624,871 1,772,253 1,879,558 2,001,553 416 City of Pearland Water&Sewer Fund - Combined Five-Year Forecast Summary FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED REVENUE Charges for Service 26,941,196 28,479,635 29,363,403 30,305,571 33,044,664 36,665,806 Miscellaneous 321,839 193,251 167,112 158,399 158,399 158,399 Interest 42,000 40,000 28,053 27,684 28,447 30,661 Interfund Transfers 2,606,773 2,499,500 2,627,227 2,861,166 3,538,172 5,179,351 Other Financing Sources 348,328 15,070 7,706 7,706 7,706 7,706 TOTAL REVENUES 30,260,136 31,227,456 32,193,501 33,360,526 36,777,387 42,041,923 EXPENSE Lift Stations 1,127,577 970,298 975,933 993,977 1,016,230 1,054,264 Waste Water Treatment Plant 3,318,340 3,705,030 3,527,693 3,573,924 3,628,060 3,809,028 Water Production 6,988,484 6,995,463 6,910,536 6,808,537 6,973,743 7,257,942 Distribution and Sewer Collection 1,997,252 2,216,757 2,095,033 2,142,261 2,202,669 2,265,129 Utility Billing 2,466,936 2,220,076 2,293,243 2,339,782 2,395,433 2,452,745 Other Requirements 16,538,819 13,494,150 15,163,779 15,818,991 18,292,315 22,012,415 Construction 1,155,342 1,454,522 1,366,527 1,395,231 1,433,475 1,473,180 TOTAL EXPENSES $33,592,750 $31,056,296 32,332,744 $33,072,703 $35,941,925 $40,324,704 Revenues Over/(Under) Expenses ($3,332,614) $171,160 ($139,242) $287,823 $835,462 $1,717,219 Beginning Fund Balance $13,747,658 $10,415,044 $10,586,204 $10,446,962 $10,734,785 $11,570,247 DS Reserve 892,251 1,332,548 1,772,845 2,138,089 2,519,989 3,407,689 Ending Fund Balance $9,522,793 $9,253,656 $8,674,117 $8,596,696 $9,050,258 $9,879,777 Revenue Increase Needed 0% 0% 0% 0% 6% 8% Financial Indicators Bond Coverage- 1.4 1.40 1.57 1.72 1.69 1.55 1.45 Cash Reserve Ratio-25% 0.28 0.30 0.27 0.26 0.25 0.25 Number of Connections 30,162 ' 32,260 33,633 34,787 35,980 37,220 Growth in Connections 6.95%, 4.26% 3.43% 3.43% 3.45% 417 Water&Sewer Fund -Combined Revenues Five-Year Forecast Schedule of Revenues and Other Sources FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 WE PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED Charges for Service Water/Sewer Charges 25,545,402 26,991,301 28,023,726 28,891,342 31,609,600 35,207,704 Sanitation Billing Fee 332,379 365,606 379,611 392,835 406,521 420,684 Connection Fee 135,000 135,000 135,000 141,750 141,750 141,750 Water/Sewer Tap Fee 400,000 446,629 200,427 225,003 232,153 241,027 Late Payment Fee 437,000 445,000 445,000 467,250 467,250 467,250 Meter Set Fee 1,325 1,800 1,500 1,500 1,500 1,500 Curb Stop Replacement Fee 162 324 1,040 1,040 1,040 1,040 Grease Trap Fee 30,575 31,875 20,000 20,000 20,000 20,000 Reconnect Fee 57,353 60,000 155,000 162,750 162,750 162,750 Miscellaneous 2,000 2,100 2,100 2,100 2,100 2,100 *Total Charges For Service $26,941,196 $28,479,635 $29,363,403 $30,305,571 $33,044,664 $36,665,806 Miscellaneous NSF Fees 9,100 9,400 9,400 9,400 9,400 9,400 Discount Taken Reimbursements 139,407 34,852 8,713 Miscellaneous 173,332 148,999 148,999 148,999 148,999 148,999 MUD Annexation *Total Miscellaneous $321,839 $193,251 $167,112 $158,399 $158,399 $158,399 Interest Interest 42,000 40,000 28,053 27,684 28,447 30,661 *Total Interest $42,000 $40,000 $28,053 $27,684 $28,447 $30,661 Interfund Transfers From Fund 42 1,506,740 1,544,226 1,673,248 1,906,894 2,587,601 3,788,813 From Fund 44 877,222 736,313 735,018 735,311 731,610 1,171,577 From Fund 64 From Fund 300 From Fund 301 From Fund 10 222,811 218,961 218,961 218,961 218,961 218,961 *Total Interfund Transfers $2,606,773 $2,499,500 $2,627,227 $2,861,166 $3,538,172 $5,179,351 Other Financing Sources Certificate of Deposit 0 Sale of Property 328 15,070 7,706 7,706 7,706 7,706 Miscellaneous 348,000 Capital Lease Proceeds 0 *Total Other Financing Sources $348,328 $15,070 $7,706 $7,706 $7,706 $7,706 Total W&S Fund - Combined Revenues $30,260,136 $31,227,456 $32,193,501 $33,360,526 $36,777,387 $42,041,923 418 City of Pearland Five-Year Forecast Detail Water& Sewer Expenditures FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E PROJECTED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED Water&Sewer Lift Stations 1,127,577 970,298 975,933 993,977 1,016,230 1,054,264 Wastewater Treatment Plant 3,318,340 3,705,030 3,527,693 3,573,924 3,628,060 3,809,028 Water Production 6,988,484 6,995,463 6,910,536 6,808,537 6,973,743 7,257,942 Distribution and Sewer Collection 1,997,252 2,216,757 2,095,033 2,142,261 2,202,669 2,265,129 Utility Billing 2,466,936 2,220,076 2,293,243 2,339,782 2,395,433 2,452,745 Other Requirements 16,538,819 13,494,150 15,163,779 15,818,991 18,292,315 22,012,415 Construction 1,155,342 1,454,522 1,366,527 1,395,231 1,433,475 1,473,180 *Total General Government $33,592,750 $31,056,296 $32,332,744 33,072,703 $35,941,925 40,324,704 TOTAL W&S EXPENDITURE $33,592,750 $31,056,296 $32,332,744 33,072,703 $35,941,925 40,324,704 419 Pearland EDC Revised Five-Year Forecast Summary - November 2012 FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E REVISED ACTUALS BUDGET PROJECTED PROJECTED PROJECTED PROJECTED REVENUE Sales Tax 7,337,389 7,734,337 7,966,367 8,205,358 8,451,519 8,705,065 Interest Income $34,159 $27,009 $22,261 $24,170 $22,272 $27,998 Miscellaneous $458,353 $424,648 $414,648 $437,648 $460,648 $460,648 Bond Proceeds Transfer In $0 $0 $0 $0 $0 $0 TOTAL OPERATING REVENUES $7,829,901 $8,185,994 $8,403,276 $8,667,176 $8,934,439 $9,193,711 EXPENDITURE Operating $1,019,078 $1,478,900 1,506,316 1,530,280 1,554,665 1,578,879 Operating Transfers $165,638 $216,440 $184,197 $193,407 $203,077 $213,231 Bond Payments 2,044,742 2,057,764 2,057,021 2,059,417 1,420,456 1,426,257 Inventory 3,495 5,000 5,000 5,000 5,000 5,000 TOTAL OPERATING EXPENDITURES $3,232,954 $3,758,104 $3,752,534 $3,788,103 $3,183,198 $3,223,367 Revenues Over/(Under) Expenses $4,596,947 $4,427,890 $4,650,742 $4,879,073 $5,751,241 $5,970,345 OTHER FINANCING SOURCES (USES) Transfers In Capital Transfers Out - (3,148,493) - (1,500,000) (1,500,000) (1,500,000) Capital Outlay - (5,000) (5,000) (5,000) (5,000) (5,000) Incentives (375,441) (2,152,000) (2,288,889) (2,180,881) (1,955,889) (1,957,889) Bond Proceeds TOTAL OTHER FINANCING SOURCES ($375,441) ($5,305,493) ($2,293,889) ($3,685,881) ($3,460,889) ($3,462,889) NET CHANGE IN FUND BALANCE $4,221,506 ($877,603) $2,356,853 $1,193,192 $2,290,352 $2,507,456 Beginning Fund Balance $9,240,157 $11,328,931 $8,904,461 $9,668,040 $8,908,850 $11,199,202 Debt Service Reserves ($665,254) Debt Pay-off ($1,467,478) ($1,546,867) ($1,593,273) ($1,952,382) Ending Fund Balance $11,328,931 $8,904,461 $9,668,040 $8,908,850 $11,199,202 $13,706,658 420 Pearland EDC -Revenues Five-Year Forecast Schedule of Revenues and Other Sources FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E REVISED ACTUALS BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Sales Taxes Sales Taxes 7,337,389 7,734,337 7,966,367 8,205,358 8,451,519 8,705,065 *Total Sales Taxes $7,337,389 $7,734,337 $7,966,367 $8,205,358 $8,451,519 $8,705,065 Grant, Issuance,Transfer Transfer from Fund 120 Total Grant, Issuance,Transfer $0 $0 $0 $0 $0 $0 Interest Interest 34,159 27,009 22,261 24,170 22,272 27,998 `Total Interest $34,159 $27,009 $22,261 $24,170 $22,272 $27,998 Miscellaneous Building Rent 414,000 414,000 414,000 437,000 460,000 460,000 Miscellaneous 44,353 10,648 648 648 648 648 `Total Miscellaneous $458,353 $424,648 $414,648 $437,648 $460,648 $460,648 Other Financing Sources Bond Proceeds *Total Bond Proceeds Total PEDC Revenues $7,829,901 $8,185,994 $8,403,276 $8,667,176 $8,934,439 $9,193,711 421 Pearland EDC - Expenditures Five-Year Forecast Schedule of Expenditures FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E REVISED ACTUALS BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Salaries&Wages Executive 117,363 118,785 121,755 124,798 127,918 131,116 Supervisor 78,401 87,923 90,121 92,374 94,683 97,051 General Labor 103,976 176,604 181,019 185,545 190,183 194,938 Vacation Sold/Sick Payoff 16,320 Overtime 206 Longevity 979 952 1,192 1,432 1,672 1,912 Auto Allowance 4,984 10,800 10,800 10,800 10,800 10,800 Social Security 23,956 29,382 30,148 30,917 31,706 32,514 Retirement 40,255 48,872 51,507 54,732 58,014 61,277 Group Insurance 23,932 37,473 39,721 42,105 44,631 47,309 Cell Phone Allowance 1,799 1,800 1,800 1,800 1,800 1,800 Other Benefits 1,308 1,696 1,738 1,782 1,826 1,872 Merit Adjustment *Total Salaries&Wages $413,481 $514,287 $529,801 $546,285 $563,234 $580,588 Materials&Supplies Office Supplies 3,276 4,000 4,040 4,080 4,121 4,162 Minor Tools&Office Equip. 0 500 505 510 515 520 Food 1,940 2,000 2,020 2,040 2,061 2,081 Fuel 0 750 758 765 773 780 *Total Materials&Supplies $5,216 $7,250 $7,323 $7,396 $7,470 $7,544 Maintenance Buildings&Grounds Building&Grounds 1,100 2,000 2,060 2,122 2,185 2,251 *Total Maintenance Buildings& Grounds $1,100 $2,000 $2,060 $2,122 $2,185 $2,251 -1952382 Maintenance of Equipment Furniture&Office Equipment 5,982 2,000 2,020 2,040 2,061 2,081 Motor Vehicle 61 300 303 306 309 312 Parts 81 700 707 714 721 728 Commercial 2,748 1,600 1,616 1,632 1,648 1,665 Fuel 3,046 3,000 3,300 3,630 3,993 4,392 *Total Maintenance of Equipment $11,918 $7,600 $7,946 $8,322 $8,732 $9,179 422 Pearland EDC - Expenditures Five-Year Forecast Schedule of Expenditures FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E REVISED ACTUALS BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Services Property Insurance 6,125 6,548 6,875 7,219 7,580 7,959 Rental of Equipment 5,361 7,200 7,272 7,345 7,418 7,492 Special Services 721 1,680 1,697 1,714 1,731 1,748 Arbitrage Fees 0 1,375 5,750 5,750 5,750 5,750 Books, Periodicals&Subscriptions 166 200 202 204 206 208 Telephone/Direct TV/Telecom. 20,404 8,000 8,080 8,161 8,242 8,325 Cellular Communications 1,068 2,600 2,626 2,652 2,679 2,706 PC Aircard Charges 473 516 521 526 532 537 Printing 1,366 1,200 1,212 1,224 1,236 1,249 Postage 267 500 505 510 515 520 Professional Development 5,785 12,000 12,120 12,241 12,364 12,487 Membership Dues 9,557 11,980 12,100 12,221 12,343 12,466 Travel 3,430 5,500 5,555 5,611 5,667 5,723 Marketing Programs/Promo 9 Marketing/Demographic 57,106 194,500 196,445 198,409 200,394 202,397 Industry Recruitment 71,892 169,500 171,195 172,907 174,636 176,382 Contracted Services 150,771 273,050 275,781 278,538 281,324 284,137 Retention Services 136,260 136,272 137,635 139,011 140,401 141,805 Storage/Building Rental 116,603 115,142 113,616 111,911 110,026 107,423 *Total Services $587,363 $947,763 $959,186 $966,155 $973,043 $979,316 Incentives New Industry Incentives 182,488 1,975,000 2,126,889 2,018,881 1,955,889 1,957,889 New Industry Incentives-ots 22,390 Sales Tax Incentives 170,563 177,000 162,000 162,000 *Total Incentives $375,441 $2,152,000 $2,288,889 $2,180,881 $1,955,889 $1,957,889 Transfer Transfer to General Fund 103,212 151,438 115,945 121,742 127,829 134,221 Transfer to Capital Fund 3,148,493 1,500,000 1,500,000 1,500,000 Transfer to U of H Fund 62,426 65,002 68,252 71,665 75,248 79,010 *Total Transfer $165,638 $3,364,933 $184,197 $1,693,407 $1,703,077 $1,713,231 Bond Payment Principal 840,000 880,000 920,000 965,000 720,000 760,000 Interest 1,203,242 1,176,264 1,135,521 1,092,917 698,956 664,757 Fiscal Agent Fees 1,500 1,500 1,500 1,500 1,500 1,500 *Total Bond Payment $2,044,742 $2,057,764 $2,057,021 $2,059,417 $1,420,456 1,426,257 Inventory $1,000-$4,999 3,495 5,000 5,000 5,000 5,000 5,000 *Total Inventory $3,495 $5,000 $5,000 $5,000 $5,000 $5,000 423 Pearland EDC - Expenditures Five-Year Forecast Schedule of Expenditures FY 2011-2012 FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 Y/E REVISED ACTUALS BUDGET PROJECTED PROJECTED PROJECTED PROJECTED Capital Outlay Buildings/Grounds Water/Sewer Project Furniture/Office Equipment 5,000 5,000 5,000 5,000 Vehicles Miscellaneous 5,000 *Total Capital Outlay $0 $5,000 $5,000 $5,000 $5,000 $5,000 Total PEDC Expenditures $3,608,394 $9,063,597 $6,046,423 $7,473,984 $6,644,087 $6,686,256 424 CITY OF PEARLAND FIVE-YEAR FORECAST FISCAL YEARS 2013 - 2017 Key Assumptions Population The population in Pearland is expected to increase in FY 2013 by 6,900 residents, or 7.1%, over FY 2012, with the annexation of Brazoria County MUD #4 with 3,700 residents and a general population growth of 3,200. The rate of growth for the forecast period averages 3.1% annually, excluding the annexation of Brazoria County MUD#4. Population 120 - 110.6 114 117.4 91.3 94.1 97.2 104.1 107.4 100 87 91 to 80 - -a Ca (4 60 - 0 s I— 40 - 20 - 0 - 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 J From the year 2008 to 2017, the projected population increase is 30,400 people, a 34.9% increase during this timeframe. Pearland is expected to continue to experience steady increases in population, as land usage is not anticipated to approach build out until 2025. To a large extent, much of the revenue growth the City has experienced can be attributed to the population growth, however commercial development is still occurring with major projects such as Kelsey Seybold, Merit Medical, Kirby Medical, Ref-Chem and Sams Club in 2012 and 2013. The economic recession and slowdown of the economy has affected new development, however, the City saw movement in 2012. ❑ Assessed Valuation Fiscal Year Growth Valuation 2013 2.71% $6,541,399,683 2014* 7.17% $7,010,098,619 2015 5.74% $7,412,226,313 2016 6.79% $7,915,489,677 2017 7.14% $8,480,454,391 *Fiscal Year 2014 includes value of $249 million, excluding exemptions, for property to be annexed — BC MUD 4 425 In FY 2014, the assessed re-valuation for residential remains flat and increases to 3% by FY 2017. For commercial the increase in FY 2014 is 0% and increases to 3% by FY 2017. The forecast also includes value of recently completed retail developments anticipated value based on current building permits, such as Kelsey Seybold, Merit Medical, Ref-Chem and Sams Club and anticipated new commercial in the Lower Kirby area by 2015. The forecast does not assume any increases in the homestead exemption. ❑ Tax Rate Fiscal Year O&M Debt Service Total 2013 .2151 .4900 .7051 2014 .2225 .5100 .7325 2015 .2225 .5175 .7400 2016 .2225 .5350 .7575 2017 .2225 .5350 .7575 Tax rate needed to pay debt service, maintain current services and meet reserve requirements. ❑ Sales Tax—General Fund Fiscal Year Growth Amount 2013 5.4% $14,992,954 2014 5.2% $15,767,637 2015 4.0% $16,398,342 2016 4.0% $17,054,276 2017 5.0% $17,906,990 2013 includes sales tax generated from Kelsey Seybold pursuant to 380 agreement-2017 ❑ Number of Water/Sewer Connections Fiscal Year Growth Connections 2013 6.95% 32,260 2014 4.26% 33,633 2015 3.43% 34,787 2016 3.43% 35,980 2017 3.45% 37,220 Fiscal year 2013 includes 1,403 connections from the annexation of MUD 4 in December of 2012. 426 ❑ Expenditure Assumptions GO/CO Debt Issuance Fiscal Year GO's CO's Total 2013 $10,490,000 $3,325,000 $13,815,000 2014 $17,405,000 $4,500,000 $21,905,000 2015 $19,765,000 $9,230,000 $28,995,000 2016 $34,560,000 $0 $34,560,000 2017 $17,125,000 $0 $17,125,000 Based off Five-Year CIP Water/Sewer Debt Issuance Fiscal Year Total 2013 $0 2014 $8,081,184 2015 $12,077,255 2016 $32,223,015 2017 $43,118,941 Based off Five-Year CIP O&M for CIP Fiscal Year Total 2014 $624,871 2015 $1,772,253 2016 $1,879,558 2017 $2,001,553 Based off Five-Year CIP Merit Increase Fiscal Year Total 2013 3% 2014 2% 2015 2% 2016 2% 2017 2% 2013-2017—3% Step Adjustment for Civil Service 427 THIS PAGE INTENTIONALLY LEFT BLANK 428 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET NEW PERSONNEL FUNDED FUND/DIVISION TITLE Full-Time Part-Time GENERAL FUND Community Development Administration Administrative Clerk 1 -1 Health & Environmental Services Code Enforcement/Health Officer 2 Municipal Court Deputy Clerk 1 Police Patrol Officers(MUD 4 Annexation) 4 Police Patrol Officers" 2 Police Support Services Records Clerk 1 Police Jail Jailer 1 Sub-Total General Fund 11 0 WATER&SEWER FUND Distribution& Collection Line Maintenance Worker 1 PW GIS GPS Field Technician 1 Sub-Total Water&Sewer Fund 2 GRAND TOTAL 13 0 *Positions effective 4/1/13 429 CITY OF PEARLAND FY 2013 ADOPTED BUDGET AUTHORIZED PERSONNEL BY DEPARTMENT Full Time Employees Part Time Employees Function/Department FY 2011 FY 2012 FY 2013 FY 2013 FY 2011 FY 2012 FY 2013 FY 2013 BASE AMENDED REQUESTED ADOPTED BASE AMENDED REQUESTED ADOPTED General Government City Manager 4 4 4 City Secretary 4 4 4 Finance 16 16 16 1 1 1 Human Resources 6 6 6 3 3 3 Information Technology 5 5 5 Legal 5 5 5 Utility Billing 16 17 17 4 4 4 GENERAL GOVERNMENT TOTAL 56 57 0 57 8 8 0 8 Public Works Public Works Admin. 1.50 1.75 1.75 Fleet Maintenance 7 7 7 Public Works GIS 0.75 Streets&Drainage 17 17 17 Lift Stations 6 9 9 Waste Water Treatment 14.75 14.75 14.75 Water Production 10 12 12 W&S Distrib.&Collect. 23.5 26.5 1 27.5 W&S Construction 12.25 13 13 Public Works GIS 2.25 3 1 4 Engr&Cap.Proj.Mgt. 3 3 Engineering 13 12 12 Projects 12 8 8 Geog.Info.System 2 2 2 Traffic Operations 6 6 6 PUBLIC WORKS TOTAL 128 135 2 137 0 0 0 0 Public Safety Fire Department 27 33 33 18 19 19 Fire Marshal 6 6 6 2 2 2 Emer.Medical Svcs/EMS 39 39 39 24 24 24 Police Department 178 183 8 191 7 7 7 PUBLIC SAFETY TOTAL 250 261 8 269 51 52 0 52 Parks&Recreation Parks&Rec.Admin. 7 8 8 1 1 Custodial Services 7 5 5 Facilities Maintenance 5 6 6 Parks Maintenance 18 16 16 Median/ROW/WW 18 15 15 Community Center 1 Rec.Ctr/Natatorium 6 6 6 19 49 49 Westside Events Ctr 1 2 2 3 1 1 Athletics 2 2 2 3 4 4 Youth Development 2 1 1 4 4 4 Aquatics 1 1 1 23 Special Events 2 1 1 Senior Programs 3 2 2 1 3 3 Recycling 2 2 2 3 4 4 PARKS&RECREATION TOTAL 74 67 0 67 57 66 0 66 Community Services Comm.Develop.Admin. 2 1 3 1 (1) Planning 5 3 3 1 Permits&Inspections 15 12 12 2 2 2 Environmental&Health 4 2 6 Animal Control 9 9 9 1 1 1 Municipal Court 11 8 8 1 1 1 Public Affairs 2 2 2 COMMUNITY SERVICES TOTAL 42 40 2 42 5 4 0 4 Economic Development 5 5 5 U.of Houston-Pearland 1 1 1 Municipal Court Fund 1 1 1 1 Juvenile Case Mgt.Fund 1 1 GRAND TOTAL 556 568 13 581 121 131 0 131 Note: Does not include Seasonal positions 430 City of Pearland Full-Time Equivalents Per 1,000 Population Five Year Historical Comparison 6.80 - 6.70 6.55 6.52 6.60 - 6.50 - 6.40 - 6.33 6 6.23 6.21 .30 6.20 - 6.10 - 6.00 - 5.90 I T I I I 2008-09 2009-10 2010-11 2011-12 2012-13 \ J No. of Employees Fiscal Year FTE Population Per 1,000 Population 2008-09 565.5 90,700 6.23 2009-10 577.5 91,252 6.33 2010-11 616.5 94,100 6.55 2011-12 633.5 97,200 6.52 2012-13 646.5 104,100 6.21 FTE=All full-time employees plus part-time equivalents. Does not include seasonal employees. Increase in FY 2010 due to opening of Recreation Center/Natatorium,in FY 2011 additional personnel were added to the Natatorium and 18 part-time paid Firefighters were added. The increase in FY 2012 was mainly due to the addition of 6 grant-funded full-time Firefighters, and the increase in FY 2013 is mainly due to the addition of 6 Police Officers and 6 personnel in various service departments. City of Pearland Full-Time Equivalent Staff to Population FY 2009 - FY 2013 660 — — 110,000 640 ,.... — 105,000 620 — w 600 — — 100,000 0 - 95,000 5 580 o0 560 — — 90,000 CL 540 — — 85,000 520 80,000 2008-09 2009-10 2010-11 2011-12 2012-13 MIN FTE Population J 431 i l \ III City of Pearland Employees by Service Area FY2009 - FY2013 FY2013 ...._...rv., 61 .111111111ktiiiiiiii allINMINICall 3.5 5 3.5 FY2012 .14 61 kt II gEin - 1 I FY2011 `.._ 275.5 .'BMW 128 1 , 102. . En - 1 FY2010 74 . 41 FY2009 klaiiiiiii. 72.5 IIIIIIEIIIIIIIIIIIINIIIAIIIIIIIEIEI O Public Safety* ❑General Government 0 Public Works ❑Parks 0 Community Services 0 Economic Development ID •Special Revenues* \ 1 Service Area FY2009 FY2010 FY2011 FY2012 FY2013 % Increase** Public Safety* 253.5 264 275.5 287 295 16% General Government 72.5 74 60 61 61 -16% Public Works 96 93 128 135 137 43% Parks 72 98.5 102.5 100 100 39% Community Services 66.5 41 44.5 42 45 -32% Economic Development 5 6 5 5 5 0% Special Revenues* 0 1 1 3.5 3.5 100% 565.5 577.5 616.5 633.5 646.5 14.3% 5-Year Increase Annual Increase: 20.5 12.0 39.0 17.0 13.0 81.0 % Increase: 3.8% 2.1% 6.8% 2.8% 2.1% 14.3% % Population Increase: 4.3% 0.6% 3.1% 3.3% 7.1% 14.8% *Public Safety includes Police, Fire, EMS, Fire Marshal and Emergency Management. Special Revenues includes UofH, Municipal Court and Juvenile Case Management Funds. **Percentage increase since FY2009. Fiscal Year 2010 budget included 26.5 additional employees for Parks due to the opening of the City's Recreation Center/Natatorium, as well as two other new municipal facilities, and 4 Building Inspector positions were eliminated due to reduction in development. Fiscal Year 2011 budget included 16 additional FTE Fire personnel to staff the new Fire Station #5 and provide 24/7 fire services at three stations. FY 2012 includes the addition of 17 FTE, 6 in the Fire Department via SAFER grant, 4 in the Police Department, 5 in Parks & Recreation, and 3.75 funded in the Enterprise Fund, with .25 of one of these positions funded in the General Fund. Mid-year FY 2012, 3 FTE were added for Water & Sewer services for MUD 4 operations, 1 Building Inspector, 2 Custodian positions were eliminated due to contracting the Recreation Center/Natatorium, in Youth Development 1 full-time Recreation Specialist was reduced to part-time, 2 Parks Maintenance Worker I were eliminated, one to accommodate upgrade of a Buildings Maintenance Technician/HVAC and one to accommodate an upgrade to a Crew Leader. FY 2013 includes the addition of 8 FTE in the Police Department, 2 in Water & Sewer departments, 2 in Environmental/Health Code Enforcement, .5 in each the Community Development Department and Municipal Court. There are 6 Officers being hired in the Police Department and an increase in population of 6,900. As such, City is maintaining the 1 Officer per 1,000 population framework. Does not include seasonal employees. 432 / City of Pearland Employees by Service Area as % of Total Fiscal Year 2013 Full-Time Equivalents Parks&Recreation 15% Community Services 7% Public Works 21 Economic Development 1 Special Revenues 0% General Government Public Safety 46% 10% 433 Pi CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED i EXPENDITURES NON- DEPARTMENT DESCRIPTION REVENUES RECURRING RECURRING TOTAL II FINANCE Citizen Survey 14,500 14,500 Policy Map For Grants 2,000 2,000 • Virtual Card Rebate 82,444 1,400 10,000 11,400 • Timekeeping System 258 2,150 2,408 82,444 1,658 28,650 30,308 OTHER REQUIREMENTS ID 3%Average Pay- Non-Police 563,509 563,509 3%Step Pay-Police 310,090 310,090 50% of vests-grant 4,950 4,950 878,549 878,549 IT Replace 36 2006 Desktop Computers 48,240 48,240 Replace 24 Laptops 52,800 52,800 Replace 7 Toughbooks 36,400 36,400 Replace 2 City Hall Servers 11,451 11,451 Connect City Hall generator to server room AC unit 4,500 4,500 Replace data switches at City Hall Complex Portion to be funded by W&S* 35,951 224,692 224,692 Replace City Nortel Meridian Phone System at City Hall, Service Center, Parks Maintenance, EMS,Animal Shelter& Fire Marshal's Office-Portion to be funded by W&S* 39,259 245,368 245,368 Employee training on Alcatel Lucent Data Switches 3,517 3,517 IT Needs Assessment and Strategic Planning 50,000 50,000 ClickFix Mobile Apps 9,000 9,000 75,210 57,240 628,728 685,968 `Lease/purchase LIBRARY Magazine Covers 367 367 Buildings and Grounds West-Side Expansion 15,000 15,000 Exterminator West-Side Expansion 326 326 Books, Periodicals, and Subsc West Exp 10,827 10,827 Utilities West-Side Expansion 28,481 28,481 Space Lease/Taxes/Insurance 61,887 61,887 Telephone West-Side Expansion 400 400 117,288 117,288 FIRE MARSHAL 2 Replacement Vehicles 58,277 58,277 Tablet PCs for Fire Inspections 2,576 2,576 58,277 2,576 60,853 434 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION REVENUES RECURRING RECURRING TOTAL FIRE DEPARTMENT Driver Operator Pay 69,054 69,054 Replacement 75'Aerial Ladder(Quint) with equipment* 790,000 790,000 Replacement Fire Engine Pumper with equipment* 560,000 560,000 120 Pocket Tools for Bunker Gear 2,400 2,400 10 Pulse Oximeters(obtain baseline vital signs and administer oxygen) 3,500 3,500 TPASS Accountability System: 2 Toughbooks for TPASS Accountability System 11,300 11,300 1 Watchdog Controller/Software& Equipment 15,750 15,750 1 Truck Mounted Blitzfire Portable Monitor Package 3,417 3,417 4 Portable Replacement Radio Upgrades (Analog to Digital) 25,250 25,250 Diesel Vehicle Exhaust Removal System for Station 4 28,730 28,730 69,054 1,440,347 1,509,401 *Lease/purchase EMS 4 Lifepaks with Software&Aircards 2,400 117,286 119,686 1 Mobile Radio and 4 Handheld Radios (Analog to Digital)* 23,018 23,018 LUCAS Device (auto chest compression equipment) and savings (6,200) 12,547 6,347 Savings with purchase of Mobile Gateways* (2,400) (2,400) EMS/FIRE Dispatch Contract-Jan. 1, 2013 120,000 40,000 160,000 Replacement Ambulance and Radio** 129,307 129,307 Refurbished Ambulance and Radio** 91,357 91,357 113,800 413,515 527,315 *1 Mobile Radio and the Mobile Gateways funded by Donation Fund **Lease/purchase of ambulances, excluding radios PERMITS& INSPECTIONS 1 Replacement Vehicle 16,600 16,600 16,600 16,600 HEALTH & ENVIRONMENTAL SERVICES 2 Sanitarian/Health Code Officers with Vehicles 102,114 42,390 144,504 102,114 42,390 144,504 ENGINEERING AutoCAD Map License 4,639 4,639 2 Replacement Vehicles 43,790 43,790 48,429 48,429 435 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION REVENUES RECURRING RECURRING TOTAL COMMUNITY DEVELOPMENT ADMINISTRATION Upgrade part-time to full-time Administration Clerk 24,734 24,734 24,734 24,734 PLANNING Comprehensive Plan Update ($100,000 per year over 2 years) 100,000 100,000 100,000 100,000 TRAFFIC OPERATIONS& MAINTENANCE Replace School Zone Flasher system 38,760 38,760 (Pearland Jr.East/West/Sablature Middle 38,760 38,760 School and Sam Jamison Middle School) MUNICIPAL COURT 1 Part-Time Deputy Clerk 12,747 12,747 12,747 12,747 ANIMAL CONTROL Dog Kennel Cleaning-contractual 38,820 38,820 38,820 38,820 PARKS ADMINISTRATION Travel&Misc. Items for CAPRA, Accreditation Team 9,000 9,000 9,000 9,000 PARKS RECREATION CENTER/NATATORIUM Pool Lift for main pool at Natatorium-ADA Compliance 5,500 5,500 Key Faubs 6,850 6,850 Shades or Sunscreens for Natatorium 15,845 15,845 1 Automatic Door Opener for Restrooms 2,000 2,000 6,850 23,345 30,195 PARKS MEDIANS/ROWS 1 Replacement Vehicle(P195) 24,775 24,775 24,775 24,775 436 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION REVENUES RECURRING RECURRING TOTAL PARKS MAINTENANCE 1 Replacement F250 4-door w/Towing Package (P209) 24,230 24,230 1 New Vehicle 20,455 20,455 Cargo Trailer 15,000 15,000 Double Axle Trailer with Lift Gates and Lock Box 6,000 6,000 1 Replacement F250 for Urban Forester(P205) 20,455 20,455 2 Pavilion renovations at Centennial Park 20,000 20,000 2 Shade Structure installments over playground at Centennial Park 24,000 24,000 Install Parking&Jogging Track material at Woody Park 25,000 25,000 Install Shade Cover over one picnic area at Woody Park 6,500 6,500 Renovate/Paint Restroom Area at Southdown 6,077 6,077 Training for 1 Maintenance Supervisor 2,250 2,250 44,685 125,282 169,967 PARKS FACILITIES MAINTENANCE HVAC Condensing Unit Replacement and Repairs at Library 33,000 33,000 A/C Unit at Radio/Communications Bldg 13,000 13,000 Replace Roof on Parks Maintenance Bldg 75,000 75,000 Annual replacement of A/C Air Handlers 4,000 4,000 Annual Repair and Replace Appliance Allotment 5,000 5,000 Annual Landscape Repair at City Buildings 5,000 5,000 14,000 121,000 135,000 POLICE PATROL 2 Officers-effective 4/1/13 78,479 11,510 89,989 Shift Differential Pay 127,783 127,783 2 New Fleet Vehicles(home fleet) 95,952 95,952 4 Replacement Vehicles(C283, C295, C300 and C296) 143,928 143,928 138 Replacement Gas Mask Filters 8,832 8,832 Signage for Command Post` 1,750 1,750 350,190 118,044 468,234 *Grant award not received. POLICE INVESTIGATIONS(CID) Computer/Laptop for 2nd Crime Victim position 600 2,943 3,543 600 2,943 3,543 POLICE SUPPORT SERVICES 1 Records Clerk 37,374 600 37,974 Shift Differential Pay-Dispatchers& Records Clerks 25,356 25,356 Reportal Software and Maintenance/ Installation 700 3,500 4,200 63,430 4,100 67,530 437 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION REVENUES RECURRING RECURRING TOTAL d POLICE JAIL 1 Jailer 52,826 1,500 54,326 U Savings in Overtime with 1 Jailer (21,000) (21,000) Shift Differential Pay 19,877 19,877 51,703 1,500 53,203 110 POLICE TRAFFIC/MOTORCYCLE UNIT 1 New Motorcycle for addition to unit 31,297 31,297 2 Replacement Motorcycles 57,439 57,439 88,736 88,736 PW-STREETS&DRAINAGE Rental Equipment for paving projects 59,050 59,050 Excavation Buckets for Gradalls 11,377 11,377 Single Drum Vibratory Padfoot Roller* 80,850 80,850 Dozer Blade for Mini-Excavator 8,110 8,110 Tires for Excavator 7,230 7,230 1 Vehicle Replacement(P211) 33,275 33,275 92,325 107,567 199,892 *Lease/purchase PW-SERVICE CENTER 8,000 lb capacity Forklift Refurbishment 15,000 15,000 5,000 lb capacity Forklift Refurbishment 11,500 11,500 26,500 26,500 TOTAL 157,654 2,187,868 3,322,983 5,510,851 438 FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND - MUD 4 SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED EXPENDITURES NON- DEPARTMENT RECURRING RECURRING TOTAL PLANNING 500 1,300 1,800 PERMITS& INSPECTIONS 1,150 1,150 HEALTH AND ENVIRONMENTAL SERVICES 2,700 2,700 OTHER REQUIREMENTS 3,474 3,474 FINANCE 9,075 200 9,275 EMERGENCY MANAGEMENT(EOC) 260 260 PARKS MEDIANS/ROWS 8,269 8,269 POLICE PATROL 4 Police Officers, 2 shared vehicles 308,516 119,672 428,188 PW-ADMINISTRATION 500 500 TOTAL GENERAL FUND-MUD 4 334,444 121,172 455,616 439 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS NOT FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION RECURRING RECURRING TOTAL m LEGAL Special Services for Legal Fees and related cost 30,000 30,000 le 30,000 30,000 HUMAN RESOURCES Administrative Secretary 42,954 4,160 47,114 ES 42,954 4,160 47,114 41111 EMERGENCY MANAGEMENT(EOC) Weather Station with Computer Interface 1,698 1,698 1,698 1,698 FIRE DEPARTMENT 60 Personal Fire Fighter Flashlights (2 part purchase) 7,100 7,100 6 Flammable Liquid Storage Cabinets 6,000 6,000 51' Interactive Wall Board for Classroom 4,800 4,800 Firefighter Forcible Entry Training Simulator 7,785 7,785 3 E-Z Radiocom II Communication Device for Masks 4,020 4,020 City Email Addresses for Volunteer Members 5,500 5,500 35,205 35,205 EMS Clinical Manager 86,884 5,413 92,297 86,884 5,413 92,297 PARKS RECREATION CENTER/NATATORIUM Contract Employment 7,500 7,500 4 Automatic Door Openers for Restrooms 8,000 8,000 7,500 8,000 15,500 PARKS MEDIANS/ROWSNVWT Contracted Tree Removal due to Drought 4,000 4,000 4,000 4,000 PARKS CUSTODIAL SERVICES Temporary Contractual Custodians 15,000 15,000 15,000 15,000 PARKS FACILITIES MAINTENANCE 1 New Vehicle for Superintendent 24,700 24,700 2 New Vans for HVAC and Electrician Techs 54,000 54,000 Electrician Tools 5,000 5,000 440 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS NOT FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION RECURRING RECURRING TOTAL PARKS FACILITIES MAINTENANCE (continued) HVAC Tools 5,000 5,000 3 Portable AC Office Units 18,000 18,000 1 Replacement Evaporator& Furnace at Animal Shelter 4,000 4,000 1 A/C Air Handler for System#1 at Public Works Bldg 4,000 4,000 1 A/C Air Handler for System#2 at Public Works Bldg 4,000 4,000 1 A/C Air Handler for System#3 at Public Works Bldg 4,000 4,000 1 Replacement Condensing Unit at EMS, 3205 Yost 4,000 4,000 Quarterly and Annual Specialty Floor Care City Bldgs 20,000 20,000 Repair and Replace Appliances throughout the City 10,000 10,000 Landscape Repair at City Buildings 15,000 15,000 45,000 126,700 171,700 PARKS MAINTENANCE 1 Parks Maintenance Worker-Trail 35,321 35,321 2 Parks Maintenance Workers 76,434 76,434 Playground Equipment Replacement and Improvements at Pasternak Park 30,000 30,000 25 Standardized Trash Receptacles at Centennial Park 8,750 8,750 6 Solar Lighting around Jogging Trail at Centennial Park 36,000 36,000 Install Lightning Detection System at Centennial &Southdown Parks 16,000 16,000 Training for 1 Maintenance Supervisor 2,250 2,250 111,755 93,000 204,755 POLICE ADMINISTRATION Assistant Chief of Police 137,730 39,660 177,390 137,730 39,660 177,390 POLICE PATROL 4 Police Officers,2 shared vehicles 462,774 131,532 594,306 Certificate Pay 64,010 64,010 Bilingual Pay 36,334 36,334 563,118 131,532 694,650 441 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS NOT FUNDED EXPENDITURES NON- ‘ DEPARTMENT DESCRIPTION RECURRING RECURRING TOTAL POLICE INVESTIGATIONS (CID) Detective Assignment Pay 29,778 29,778 29,778 29,778 POLICE SUPPORT SERVICES 4 Dispatchers 211,304 6,000 217,304 1 Records Clerk 37,374 600 37,974 15 Laptop Docking Stations for SIU 9,000 9,000 248,678 15,600 264,278 POLICE JAIL 3 Jailers 158,478 4,500 162,978 Savings in Overtime with 1 Jailer (2,500) (2,500) 155,978 4,500 160,478 POLICE LICENSE&WEIGHT Replacement DOT Vehicle* 31,310 31,310 31,310 31,310 *Reimbursed by the State over 4-year period (does not qualify for reimbursement) POLICE TRAFFIC/MOTORCYCLE UNIT 2 Replacement Motorcycles 52,284 52,284 52,284 52,284 PLANNING Planner II 37,481 6,545 44,026 2 Aircards for Laptops 1,200 1,200 38,681 6,545 45,226 COMMUNITY DEVELOPMENT ADMINISTRATION Upgrade replacement Desktop to Laptop 1,000 1,000 1,000 1,000 PERMITS AND INSPECTIONS Administrative Assistant upgrade to Full-Time 21,754 21,754 21,754 21,754 HEALTH & ENVIRONMENTAL SERVICES 4 Tablets 2,000 2,000 2,000 2,000 442 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET GENERAL FUND SUPPLEMENTAL AND CAPITAL REQUESTS NOT FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION RECURRING RECURRING TOTAL PROJECTS Departmental Strategic Planning 5,000 5,000 5,000 5,000 PW-SERVICE CENTER SecureNet Security System 19,000 19,000 Card Printer Software 11,240 11,240 30,240 30,240 PW-STREETS & DRAINAGE Ditch Cleaning 29,675 29,675 29,675 29,675 ANIMAL CONTROL 3 Animal Shelter Attendants 95,430 345 95,775 95,430 345 95,775 TOTAL GENERAL FUND 1,659,915 598,192 2,258,107 443 I FISCAL YEAR 2013 ADOPTED BUDGET WATER AND SEWER FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION RECURRING RECURRING TOTAL PW-LIFT STATIONS Control Panel Replacement 28,000 28,000 Wet-well Rehabilitation 8,300 8,300 Replacement Vehicle F350-TL126 72,640 72,640 Replacement Vehicle F150- P217 18,350 18,350 2 replacement Zero Turn Mowers 21,000 21,000 90,990 57,300 148,290 PW-WASTEWATER TREATMENT Permit Renewals at 4 Wastewater Plants 35,060 35,060 Sand Filter Repair and Rehabilitation- FNW 150,000 150,000 SWEC Surge Basin Bypass Valves 34,000 34,000 Replacement of Decant Valve Actuators-SWEC 12,000 12,000 231,060 231,060 PW-WATER PRODUCTION Sandblast and Paint 10 Water Plants 67,200 67,200 Replace Header Spice Pipe Spool-Southdown 15,000 15,000 Chemical Injection Pumps-40 24,000 24,000 Security Gates at Water Facilities-4 33,356 33,356 Refurbish Bolted Steel GST-Green Tee 74,750 74,750 Expoxy Coating for Containment Areas 3,888 3,888 25 Auto Flushers 68,350 68,350 Chemical Tanks 42,320 42,320 2 sets of Steps at each Generator-22 4,928 4,928 Replacement Vehicle F150- P214 18,810 18,810 18,810 333,792 352,602 PW-W&S DISTRIBUTION &COLLECTION 1 Maintenance Worker 38,896 350 39,246 Sewer Push Camera 12,176 12,176 Re-instatement of Commercial Account Funds 15,000 15,000 ValveNacuum Replacement Machine 33,350 33,350 Jetting Unit 42,700 42,700 2 Replacement Vehicles- P220& P221 60,040 60,040 53,896 148,616 202,512 444 FISCAL YEAR 2013 ADOPTED BUDGET WATER AND SEWER FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION RECURRING RECURRING TOTAL PW-W&S CONSTRUCTION Replace Concrete Mix Trailer 16,600 16,600 Articulating Loader 114,553 114,553 Compaction Wheel 5,275 5,275 Replace Small Dump Truck-TL116 48,485 48,485 Vehicle Replacement F250- P230 26,020 26,020 Concrete Buggy 7,834 7,834 26,020 192,747 218,767 PW-GIS GPS Field Technician and Vehicle 46,103 18,220 64,323 46,103 18,220 64,323 W&S REVENUE COLLECTIONS Curbstop Replacements 10,645 10,645 10,645 10,645 W&S OTHER REQUIREMENTS 3%Average Merit Pay 113,236 113,236 Replace 2 PC's 2,680 2,680 Replace 5 Laptops 11,000 11,000 126,916 126,916 TOTAL WATER AND SEWER FUND 373,380 981,735 1,355,115 445 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET WATER AND SEWER FUND - MUD 4 SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED EXPENDITURES NON- DEPARTMENT DESCRIPTION RECURRING RECURRING TOTAL PW-WATER PRODUCTION Chemicals 25,000 25,000 Building and Grounds 3,000 3,000 Utilities 63,750 63,750 91,750 91,750 PW-W&S DISTRIBUTION &COLLECTION 1 Crew Leader; 2 Maintenance Workers 96,951 96,951 Wearing Apparel 1,420 1,420 Laundry& Cleaning 1,500 1,500 Parts& Materials 20,000 20,000 Fuel 3,200 3,200 123,071 123,071 W&S REVENUE COLLECTIONS Preparation of Utility Bills and Delinquent Notices 5,826 5,826 5,826 5,826 TOTAL WATER AND SEWER FUND-MUD 4 220,647 220,647 446 CITY OF PEARLAND FISCAL YEAR 2013 ADOPTED BUDGET OTHER FUNDING SOURCES SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED NON- DEPARTMENT DESCRIPTION RECURRING RECURRING TOTAL POLICE STATE SEIZURE FUND Replacement for Retiring K9, including training 11,000 11,000 ALPR Replacement System& Maintenance/Installation 3,000 20,000 23,000 1 Replacement Vehicle 24,391 24,391 Covert Audio and GPS System 1,200 5,294 6,494 4,200 60,685 64,885 PARKS DEVELOPMENT FUND Replacement of Playground Equipment at Pine Hollow 50,000 50,000 Renovate Restrooms at Independence& Rotary 30,000 30,000 Shade Covers at Southdown Playgrounds 12,000 12,000 2 Shade Covers over Playgrounds at Zychlinski Park 12,000 12,000 Repaint Splash Pad Play Area at Southdown 16,000 16,000 4 Softball Field Renovations at Centennial Park 34,000 34,000 Renovate/Paint Restroom Area at Southdown 13,923 13,923 8 Replacement Shade Covers at Centennial Park 20,000 20,000 187,923 187,923 CITY-WIDE DONATION FUND EMS- 1 Mobile Radio 4,482 4,482 EMS-Mobile Gateways and installation 7,416 7,416 EMS-Defibrillator mounts 4,200 4,200 16,098 16,098 COURT TECHNOLOGY FUND Court Software System 64,027 207,589 271,616 64,027 207,589 271,616 TOTAL OTHER FUNDING SOURCES 68,227 472,295 540,522 447 AUTHORITY The City of Pearland's Operating Budget is proposed and approved in accordance with State Law, the City Charter and the City Code of Ordinances ■ PEARLAND CITY CHARTER ARTICLE 8 ■ MUNICIPAL FINANCE SECTION 8.01 - Fiscal Year: The fiscal year of the City of Pearland shall begin at the first day of October and shall end on the last day of September of each calendar year. Such fiscal year shall constitute the budget and accounting year. SECTION 8.02 - Preparation and Submission of Budget: ■ The City Manager, between sixty (60) and ninety (90) days prior to the start of each fiscal year, shall submit to the Council a proposed budget, which budget shall provide a complete financial plan for the fiscal year and shall contain the following: (a) A budget message, explanatory of the budget, which shall contain an outline of the proposed financial policies of the City for the fiscal year, shall set forth the reasons for salient changes from the previous fiscal year in expenditures and revenue items, and shall explain any major changes in financial policy. (b) A consolidated statement of anticipated receipts and proposed expenditures for all funds. (c) An analysis of property valuations. (d) An analysis of tax rates. (e) Tax levies and tax collections by years for at least the immediate past five (5) years. (f) General funds resources in detail. (g) Special funds resources in detail. (h) Summary of proposed expenditures by function, department and activity. (i) Detailed estimates of expenditures shown separately for each activity to support the summary (h) ■ above. (j) A revenue and expense statement for all types of bonds, time warrants and other indebtedness. (k) A description of all bond issues, time warrants and other indebtedness outstanding, showing rate of interest, date of issue, maturity date, and amount authorized, amount issued and amount outstanding. (I) A schedule of requirements for the principal and interest of each issue of bonds, time warrants and other indebtedness. (m) The appropriation ordinance. (n) The tax-levying ordinance. SECTION 8.03 -Anticipated Revenues Compared With Other Years in Budget: In preparing the budget, the City Manager shall place in parallel columns opposite the several items of revenue, the actual amount of each item for the last completed fiscal year, the estimated amount for the current fiscal year, and the proposed amount for the ensuing fiscal year. SECTION 8.04 - Proposed Expenditures Compared With Other Years: The City Manager, in the preparation of the budget shall place in parallel columns opposite the various items of expenditures the actual amount of such items of expenditures for the last completed fiscal year, the estimated amount for the current fiscal year, and the proposed amount for the ensuing fiscal year. SECTION 8.05 - Budget a Public Record: The budget and all supporting schedules shall be filed with the person performing the duties of City Secretary, submitted to the Council and shall be a public record. SECTION 8.06 - Notice of Public Hearing on Budget: At the meeting of the City Council at which the budget is submitted, the City Council shall cause to be published in the official newspaper of the City of Pearland, a notice of the hearing setting forth the time and place thereof at least five (5) days before the date of such meeting. 448 SECTION 8.07 - Public Hearing on Budget: At the time and place set forth in the notice required by Section 8.06, or at any time and place to which such public hearing shall from time to time be adjourned, the City Council shall hold a public hearing on the budget submitted and all interested persons shall be given an opportunity to be heard for or against any item or amount of any items therein contained. SECTION 8.08 - Proceedings on Budget After Public Hearings: If the Council should insert new items in the budget after the conclusion of the public meeting mentioned in Section 8.07, then the same procedures of notification in the official newspaper and another public hearing shall be required before adoption of the budget. SECTION 8.09- Vote Required for Adoption: The budget shall be adopted by a majority of the members of the whole City Council. SECTION 8.10 - Date of Final Adoption: (Amended 5/2010) The City's annual budget must be adopted at the last regularly scheduled council meeting of September prior to the beginning of the fiscal year to allow compliance with the state tax laws. Should the City Council fail to so adopt a budget, the then existing budget, together with its tax levying ordinance and its appropriation ordinance, shall be deemed adopted for the ensuing fiscal year. SECTION 8.11 - Effective Date of Budget; Certification; Copies Made Available: Upon final adoption, the budget shall be in effect for the fiscal year. A copy of the budget, as finally adopted, shall be filed with the person performing the duties of City Secretary, the County Clerk of Brazoria County, and the State Comptroller of Public Accounts at Austin. The final budget shall be mimeographed or otherwise reproduced and copies shall be made available for the use of all offices, departments, and agencies and for the use of interested persons and civic organizations. A reasonable cost based on state recommendation will be charged for copies of city budgets to all interested parties. SECTION 8.12 - Budget Established Appropriations: From the effective date of the budget, the several amounts stated therein as proposed expenditure shall be and become appropriated to the several objects and purposes therein named. SECTION 8.13 - Budget Established Amount to be Raised by Property Tax: From the effective date of the budget, the amount stated therein as the amount to be raised by property tax shall constitute a determination of the amount of the levy for the purposes of the City in the corresponding tax year; provided, however, that in no event shall such levy exceed the legal limit provided by the laws and constitution of the State of Texas. SECTION 8.14 - Contingent Appropriation: (Amended 5/5/90) Provision shall be made in the annual budget and in the appropriation ordinance for a contingent appropriation in an amount not more than seven per centum of the total budget to be used in case of unforeseen items of expenditures. Such contingent appropriation shall be under the control of the City Manager and distributed by him/her, after approval by the City Council. Expenditures from this appropriation shall be made only in case of established emergencies and a detailed account of such expenditures shall be recorded and reported at the next regular meeting and bi-annually in the official newspaper of the City of Pearland. All money remaining in the contingency fund shall be utilized so as to draw the maximum income for the City yet remains liquid to be used if needed. Any amount remaining at the end of the year shall be directly forwarded into next year's contingency fund to be applied toward that year's total seven per cent contingency fund. SECTION 8.15 - Estimated Expenditures Shall Not Exceed Estimated Resources: The total estimated expenditures of the general fund and debt service fund shall not exceed the total estimated resources of each fund (prospective income plus cash on hand). The classification of revenue and expenditure accounts shall conform as nearly as local conditions will permit to the uniform classification as promulgated by the National Committee on Government Accounting or some other nationally accepted classification. 449 SECTION 8.16 - Emergency Appropriations: At any time in any fiscal year, the Council may, pursuant to this section, 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. SECTION 8.17 - Purchase Procedure: (Amended 4/6/74;4/3/82) All purchases made and contracts executed by the City shall be pursuant to a requisition from the head of the office, department or agency whose appropriation will be charged, and no contract or order shall be binding upon the City unless and until the City Manager certifies that there is to the credit of such office, department or agency a sufficient unencumbered appropriation and allotment balance to pay for the supplies, materials, equipment, or contractual services for which the contract or order is issued. All purchases made and contract executed by the City shall be made in accordance with the requirements of this Charter and all applicable requirements of the Constitution and Statutes of the State of Texas. All contracts for purchases or expenditures must be expressly approved in advance by the Council, except that the Council may by ordinance confer upon the City Manager, general authority to contract for expenditures without further approval of the Council for all budgeted items the cost of which do not exceed the constitutional and statutory requirements for competitive bidding. SECTION 8.18 - Disbursement of Funds: All checks, vouchers or warrants for the withdrawal of money from the City Depository shall be signed by the City Manager or the Mayor, and countersigned by the City Secretary, or the City Treasurer, or one member of the City Council. SECTION 8.19 - Power to Tax: (Amended 4/7/84) The City Council shall have the power, and is hereby authorized to levy and collect an annual tax upon all real and personal property within the City not to exceed the maximum limits set by the Constitution and laws of the State of Texas as they now exist, or as they may be amended. SECTION 8.20 - Property Subject to Tax; Rendition, Appraisal and Assessment: (Amended 4/7/84) All real and tangible and intangible personal property within the jurisdiction of the City of Pearland not expressly exempted by law shall be subject to annual taxation. The method and procedure for the rendition, appraisal and assessment of all real and personal property within the City shall be in accordance with applicable provisions of the Property Tax Code of the State of Texas as now or hereafter amended. SECTION 8.21 -Taxes, When Due and Payable: (Amended 4/7/84) All taxes due the City of Pearland shall be payable to the office of the city assessor-collector on receipt of the tax bill and shall be considered delinquent if not paid before February 1 of the year following the year in which imposed. The postponement of any delinquency date and the amount of penalty, interest and costs to be imposed on delinquent taxes shall be in accordance with applicable ordinances of the City of Pearland and the Property Tax Code of the State of Texas. SECTION 8.22 -Tax Liens: (a) Except for such restrictions imposed by law, the tax levied by the City is hereby declared to be a lien, charge, or encumbrance upon the property upon which the tax is due, which lien, charge or encumbrance the City is entitled to enforce and foreclose in any court having jurisdiction over the same, and the lien, charge or encumbrance on the property in favor of the City, for the amount of taxes due on such property is such as to give the state courts jurisdiction to enforce and foreclose said lien on the property on which the tax is due, not only as against any resident of this state or person whose residence is unknown, but also as against nonresidents. All taxes upon real estate shall especially be a lien and a charge upon the property upon which the taxes are due, which lien may be foreclosed in any court having jurisdiction. The City's tax lien shall exist from January 1st in each year until the taxes are paid, and limitations as to seizures and suits for collection of taxes shall be as prescribed by state law. (b) Except for such exemptions and restrictions imposed by law, all persons, associations, corporations, firms and partnerships owning or holding personal property or real property in the City of Pearland on January 1st of each year shall be liable for City taxes levied thereon for each year. The tangible personal property of all persons, associations, corporations, firms or partnerships owing any taxes to the City of Pearland is hereby made liable for all said taxes, whether the same be due upon personal or real property or upon both. 450 (c) All seizure and foreclosure proceedings shall be commenced no later than two years after taxes first become delinquent. SECTION 8.23 -Tax Remission and Discounts: (Amended 4/7/84) Except as provided by state law, neither the City Council nor any other official of the City shall ever extend the time for payment of taxes nor remit, discount or compromise any tax legally due the City, nor waive the penalty, interest and costs that may be due thereon to or for any person, association, firm or partnership owing taxes to the City for such year or years. SECTION 8.24 - Issuance of Bonds: The City of Pearland shall have the power to issue bonds and levy a tax to support the issue of permanent improvements and all other lawful purposes. (a) General Obligation Bonds- The City shall have the power to borrow money on the credit of the City and to issue general obligation bonds for permanent public improvements or for any other public purpose not prohibited by the Constitution and laws of the State of Texas and to issue refunding bonds to refund outstanding bonds of the City previously issued. All such bonds shall be issued in conformity with the laws of the State of Texas and shall be used only for the purpose for which they were issued. (b) Revenue Bonds - The City shall have the power to borrow money for the purpose of construction, purchasing, improving, extending or repairing of public utilities, recreational facilities or both any other self- liquidating municipal function not prohibited by the Constitution and laws of the State of Texas and to issue revenue bonds to evidence the obligation created thereby, and to issue refunding bonds to refund outstanding revenue bonds of the City previously issued. All such bonds shall be issued in conformity with the laws of the State of Texas and shall be used only for the purpose for which they were issued. (c) Sale of Bonds- No bonds (other than refunding bonds issued to refund and in exchange of previously issued outstanding bonds) issued by the City shall be sold for less than par value accrued interest. All bonds of the City having been issued or sold in accordance with the terms of this section and having been delivered to the purchasers thereof shall thereafter be incontestable and all bonds issued to refund and in exchange of outstanding bonds previously issued shall, after said exchange, be incontestable. 451 ORDINANCE NO.1467-A AN APPROPRIATION ORDINANCE ADOPTING A REVISED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2012 AND ADOPTING A BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2012, AND ENDING SEPTEMBER 30, 2013, AND PAY PLANS FOR FISCAL YEAR 2013. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That the City Manager's estimated 2011-2012 Budget and proposed 2012-2013 Budget, attached hereto as Exhibit "A" and Exhibit "B", 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. The City Council hereby adopts a revised budget for the current fiscal year ending September 30, 2012 consisting of certain appropriations, more specifically identified on Exhibit "A" attached hereto. Section 3. That City Council hereby appropriates certain sums, more specifically identified on Exhibit "B" attached hereto, for the proposed fiscal year 2012- 2013 Budget. Section 4. That the City Council hereby confers upon the City Manager general authority to contract for expenditures without further approval of the Council for all budgeted items the cost of which do not exceed the constitutional and statutory requirements for competitive bidding. Section 5. That the City Council deems the Pay Plans (Exhibit "C") and Organizational Plan contained in the 2012-2013 Budget to be in the best interest of the City and is hereby adopted. Section 6. That this ordinance shall become effective from and after its passage on second and final reading. 452 ORDINANCE NO. 1467 -A PASSED and APPROVED ON FIRST READING this the 17th day of September, A. D., 2012. R.< rry TOM REID MAYOR ATTEST: `,4QEt.k. li�;O.,.. Y G I R = N,'"" li T S RETARY PASSED and APPROVED ON SECOND and FINAL READING this the 24th day of September, A. D., 2012. ...____ L.),01(. 7-2 TOM REID MAYOR ATTEST: UN R I , p MC ='-' �f /\ TY CRETARY '"'' �' APPROVED AS TO FORM: Oa-1 ir e,"\ DARRIN M. COKER CITY ATTORNEY 453 EXHIBIT A City of Pearland Fiscal Year 2011-2012 Revised Budget REVENUES EXPENDITURES 2012 2012 2012 2012 Fund# Fund Description Adopted Revised $Change Adopted Revised $Change 010 General $51,071,229 $52,983,467 $1,912,238 $51,525,953 $53,012,700 $1,486,747 015 P.E.D.C. $7,193,784 $7,599,105 $405,321 $7,016,181 $3,819,644 ($3,196,537) 020 Debt Service-General $26,141,191 $79,782,094 $53,640,903 $27,055,689 $80,385,993 $53,330,304 Proprietary Funds 030 Water and Sewer $29,137,779 $30,260,136 $1,122,357 $31,915,320 $33,592,750 $1,677,430 031 Solid Waste $7,405,217 $7,599,638 $194,421 $7,444,474 $7,603,775 $159,301 Special Revenue Funds 017 Municipal Court $57,295 $59,862 $2,567 $72,720 $59,018 ($13,702) 018 Citywide Donation $24,587 $31,969 $7,382 $929 $22,551 $21,622 019 Court Technology $68,448 $73,905 $5,457 $52,601 $46,360 ($6,241) 023 Court Juvenile Management $62,846 $71,087 $8,241 $58,314 $54,245 ($4,069) 035 Traffic Impact Improvement $1,478 $600 ($878) $0 $0 $0 043 Regional Detention $0 $24,850 $24,850 $0 $24,750 $24,750 045 Hotel/Motel $627,814 $769,923 $142,109 $434,627 $445,944 $11,317 046 Parks Donations $27,446 $82,985 $55,539 $28,500 $70,046 $41,546 047 Park& Recreation Development $39,562 $57,693 $18,131 $58,000 $507,997 $449,997 049 Tree Trust $13 $3,055 $3,042 $4,000 $9,250 $5,250 055 Sidewalk $20,646 ($1,870) ($22,516) $12,072 $12,072 $0 060 Police State Seizure $50,444 $149,960 $99,516 $107,135 $66,086 ($41,049) 062 Federal Police $67 $7,501 $7,434 $0 $0 $0 101 Grant $667,991 $1,025,388 $357,397 $667,930 $1,025,383 $357,453 105-109 Community Development $277,102 $719,637 $442,535 $277,102 $719,637 $442,535 116 Community Development Recovery $0 $19,933 $19,933 $0 $19,933 $19,933 140 University of Houston $300,819 $248,245 ($52,574) $300,774 $248,215 ($52,559) 145 Municipal Channel $0 $169,500 $169,500 $0 $67,119 $67,119 EXHIBIT A City of Pearland Fiscal Year 2011-2012 Revised Budget REVENUES EXPENDITURES 2012 2012 2012 2012 Fund# Fund Description Adopted Revised $Change Adopted Revised $Change Internal Service Fund 095 Property/Liability Insurance $1,045,748 $1,075,593 $29,845 $1,045,748 $1,082,062 $36,314 099 Medical Self-Insurance $0 $5,350,655 $5,350,655 $0 $5,521,857 $5,521,857 Sub-Total Operations $124,221,506 $188,164,911 $63,943,405 $128,078,069 $188,417,387 $60,339,318 CAPITAL IMPROVEMENT PROGRAM (CIP) Water/Sewer CIP .A 042 Utility Impact Fee $6,133,919 $6,317,225 $183,306 $6,950,950 $8,699,474 $1,748,524 v 044 Shadow Creek Impact Fee $756,244 $4,020,005 $3,263,761 $877,222 $3,377,222 $2,500,000 064 1998 Certificate of Obligation $0 $460 $460 $0 $923,907 $923,907 067 1999 W& S Revenue Bonds $7,791,037 $7,936,230 $145,193 $9,661,608 $17,831,404 $8,169,796 301 Water/Sewer Pay As You Go $1,259,997 $1,260,180 $183 $1,666,759 $2,449,784 $783,025 Capital Projects Funds 050 Capital Projects $725,000 $1,346,164 $621,164 $1,012,014 $5,662,679 $4,650,665 068 Capital Projects-CO 2001 $339,493 $1,570,077 $1,230,584 $2,309,604 $3,381,142 $1,071,538 070 Capital Projects Mobility CO 2001 $0 $55,318 $55,318 $743,549 $6,379,388 $5,635,839 200 Capital Projects-CO 2006 $2,429 $865 ($1,564) $68,164 $700,930 $632,766 201 Capital Projects-CO 2007 $2,700 $824 ($1,876) $0 $1,537,286 $1,537,286 202 Capital Projects-GO 2007A $0 $498,517 $498,517 $64,811 $3,212,596 $3,147,785 203 Capital Projects-GO 2009 $9,587,212 $6,303,756 ($3,283,456) $9,715,322 $10,546,297 $830,975 Sub-Total CIP $26,598,031 $29,309,621 $2,711,590 $33,070,003 $64,702,109 $31,632,106 TOTAL: $150,819,537 $217,474,532 $66,654,995 $161,148,072 $253,119,496 $91,971,424 EXHIBIT B City of Pearland Fiscal Year 2012-2013 Adopted Budget REVENUES EXPENDITURES Fund Fund Description 2013 Adopted 2013 Adopted OPERATIONS- 010 General $56,387,521 $58,575,184 015 P.E.D.C. $7,948,134 $9,063,597 020 Debt Service-General $27,836,410 $29,273,034 Special Revenue Funds 017 Municipal Court Security $61,162 $69,135 018 Citywide Donation $31,013 $16,098 019 Court Technology $78,638 $308,905 023 Court Juvenile Management $75,689 $61,206 035 Traffic Impact Improvement $425 $42,258 043 Regional Detention $5 $0 045 Hotel/Motel $931,082 $579,397 046 Parks Donations $81,240 $70,640 047 Park& Recreation Development $50,675 $187,923 049 Tree Trust $3 $5,000 055 Sidewalk $5,083 $0 060 Police State Seizure $50,115 $128,125 062 Federal Police $20 $0 101 Grant $552,925 $552,925 105 Community Development $284,818 $284,818 140 University of Houston $258,493 $258,458 145 Municipal Channel $226,260 $65,700 Internal Service Fund 095 Property/Liability Insurance $1,160,052 $1,160,052 099 Medical Self-Insurance $6,341,267 $5,875,923 Proprietary Funds 030 Water and Sewer $31,227,456 $31,056,296 031 Solid Waste $8,048,371 $8,094,361 SUB TOTAL-OPERATIONS $141,636,857 $145,729,035 456 EXHIBIT B City of Pearland Fiscal Year 2012-2013 Adopted Budget REVENUES EXPENDITURES Fund Fund Description 2013 Adopted 2013 Adopted CAPITAL IMPROVEMENT PROGRAM(CIP)- Water/Sewer Capital Proiects Funds 042 Utility Impact Fee $2,707,320 $3,549,698 044 Shadow Creek Impact Fee $1,366,068 $736,313 067 1999 W&S Revenue Bonds $1,984 $411,211 301 Water/Sewer Pay As You Go $1,133,137 $1,132,637 Capital Projects Funds 050 Capital Projects $9,932,297 $8,826,231 068 Capital Projects-CO 2001 $0 $685,502 070 Capital Projects Mobility CO 2001 $82 $17,227 200 Capital Projects-CO 2006 $238,000 $750,000 201 Capital Projects-CO 2007 $505,034 $683,920 202 Capital Projects-GO Series 2007A $630 $595,692 203 Capital Projects-GO Series 2009 $11,828,962 $10,050,060 SUB TOTAL-CIP $27,713,514 $27,438,491 GRAND TOTAL: $169,350,371 $173,167,526 457 EXHIBIT C SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Recreation Attendant 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 Ballfield Attendant 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 Fitness Attendant 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 Recycling Center Attendant 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 Lifeguard 7 $17,065 $8.2041 $21,331 $10.2552 $25,597 $12.3062 8 $17,490 $8.4086 $21,862 $10.5108 $26,235 $12.6129 Lifeguard w/WSI 9 $17,929 $8.6195 $22,411 $10.7744 $26,893 $12.9292 10 $18,375 $8.8343 $22,969 $11.0428 $27,563 $13.2514 Head Lifeguard 11 $18,835 $9.0554 $23,544 $11.3193 $28,253 $13.5832 12 $19,307 $9.2820 $24,133 $11.6025 $28,960 $13.9230 13 $19,791 $9.5149 $24,739 $11.8937 $29,687 $14.2724 14 $20,284 $9.7518 $25,355 $12.1897 $30,426 $14.6277 Animal Shelter Attendant 15 $20,791 $9.9955 $25,988 $12.4944 $31,186 $14.9933 Water Safety Instructor 15 $20,791 $9.9955 $25,988 $12.4944 $31,186 $14.9933 16 $21,311 $10.2456 $26,639 $12.8070 $31,966 $15.3684 17 $21,844 $10.5021 $27,305 $13.1276 $32,766 $15.7531 Humane Officer-in-Training 18 $22,390 $10.7644 $27,988 $13.4555 $33,585 $16.1466 Custodian 19 $22,950 $11.0337 $28,688 $13.7921 $34,425 $16.5505 SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Administrative Clerk 20 $23,523 $11.3093 $29,404 $14.1366 $35,285 $16.9639 Receptionist/Switchboard Operator 20 $23,523 $11.3093 $29,404 $14.1366 $35,285 $16.9639 Police Receptionist 20 $23,523 $11.3093 $29,404 $14.1366 $35,285 $16.9639 Parks Maintenance Worker I 21 $24,112 $11.5922 $30,140 $14.4903 $36,168 $17.3883 Building Maintenance Helper 21 $24,112 $11.5922 $30,140 $14.4903 $36,168 $17.3883 Fleet Services Assistant 21 $24,112 $11.5922 $30,140 $14.4903 $36,168 $17.3883 Water& Sewer Line Maintenance Worker 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Water& Sewer Construction Worker 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Lift Station Operator-in-Training 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Water Production Operator-in-Training 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Wastewater Operator-in-Training 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Senior Center Shuttle Bus Driver 22 $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 Customer Service Clerk 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Utility Billing Cash Clerk 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Permit Clerk I 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Records Clerk 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Records Technician (City Secretary) 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Court Records Specialist 23 $25,332 $12.1787 $31,665 $15.2234 $37,998 $18.2681 Utility Billing Records Technician 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 Utility Billing Clerk 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 Sign Technician 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 Park Maintenance Worker II 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 ROW Inspector 24 $25,965 $12.4832 $32,456 $15.6040 $38,948 $18.7248 Deputy Court Clerk I 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Court Bailiff 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Light Equipment Operator 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Preventative Maintenance Mechanic 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 Accounts Payable Clerk 25 $26,614 $12.7951 $33,267 $15.9939 $39,921 $19.1927 SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Mechanic I 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Secretary 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Field Services Technician 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Delinquent Account Specialist 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Recycle Center Technician 26 $27,279 $13.1148 $34,099 $16.3936 $40,918 $19.6723 Collections Coordinator 27 $27,962 $13.4434 $34,953 $16.8043 $41,943 $20.1651 Humane Officer 27 $27,962 $13.4434 $34,953 $16.8043 $41,943 $20.1651 Shelter Coordinator 27 $27,962 $13.4434 $34,953 $16.8043 $41,943 $20.1651 28 $28,659 $13.7783 $35,824 $17.2229 $42,988 $20.6675 Senior Court Clerk 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Plans Coordinator 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Records Coordinator 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Heavy Equipment Operator 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 GPS Field Technician 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Juvenile Case Manager 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Police Records Team Leader 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 CCTV Technician 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Traffic Signal Trainee 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Senior Humane Officer 29 $29,377 $14.1236 $36,721 $17.6545 $44,066 $21.1854 Administrative Secretary 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 HR Assistant I 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 Accounting Technician 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 Project Coordinator 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 GPS Technician II 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 Traffic Signal Technician I 30 $30,111 $14.4766 $37,639 $18.0958 $45,167 $21.7150 31 $30,862 $14.8376 $38,578 $18.5470 $46,293 $22.2564 �. SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Custodial Crew Leader 32 $31,636 $15.2098 $39,545 $19.0122 $47,454 $22.8147 Parks Crew Leader 33 $32,427 $15.5898 $40,534 $19.4873 $48,640 $23.3847 Property Room Technician 33 $32,427 $15.5898 $40,534 $19.4873 $48,640 $23.3847 Public Works Operator I 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Office Coordinator 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Computer Technician 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Mapping Specialist 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Recycle Center Coordinator 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Utility Inspector 34 $33,237 $15.9792 $41,546 $19.9740 $49,855 $23.9688 Legal Secretary 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 HR Assistant II 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Accounts Payable Supervisor 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Customer Service Supervisor 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Engineering Inspector II 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Traffic Signal Technician II 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Building Maintenance Technician -Aquatics 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Building Maintenance Technician 35 $34,069 $16.3793 $42,586 $20.4742 $51,104 $24.5690 Code Enforcement/ Health Officer 36 $34,920 $16.7883 $43,650 $20.9854 $52,380 $25.1825 Executive Secretary 36 $34,920 $16.7883 $43,650 $20.9854 $52,380 $25.1825 Program Specialist 36 $34,920 $16.7883 $43,650 $20.9854 $52,380 $25.1825 Jailer 37 $35,793 $17.2081 $44,741 $21.5101 $53,689 $25.8121 Telecommunications Operator 37 $35,793 $17.2081 $44,741 $21.5101 $53,689 $25.8121 Crime Victim Specialist 37 $35,793 $17.2081 $44,741 $21.5101 $53,689 $25.8121 Public Works Crew Leader 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Public Works Operator II 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Field Service Crew Leader(UB) 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Building Maintenance Technician - Electrician 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Recreation Specialist 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Assistant Athletic Coordinator 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Marketing Specialist 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Chief Mechanic 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 GIS Technician 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Multimedia Specialist 38 $36,687 $17.6382 $45,859 $22.0477 $55,031 $26.4572 Building Inspector Trainee 39 $37,604 $18.0790 $47,005 $22.5988 $56,407 $27.1185 Senior Code Enforcement/ Health Officer 39 $37,604 $18.0790 $47,005 $22.5988 $56,407 $27.1185 PT Volunteer Fire Recruitment& Retention Coordinator 39 $37,604 $18.0790 $47,005 $22.5988 $56,407 $27.1185 Therapeutic Recreation Specialist 40 $38,545 $18.5311 $48,181 $23.1639 $57,817 $27.7967 N Senior Engineering Technician 40 $38,545 $18.5311 $48,181 $23.1639 $57,817 $27.7967 Engineering Inspector III 40 $38,545 $18.5311 $48,181 $23.1639 $57,817 $27.7967 Safety Officer 40 $38,545 $18.5311 $48,181 $23.1639 $57,817 $27.7967 Public Works Supervisor 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Park Supervisor 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Building Maintenance Supervisor 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 GIS Specialist 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Engineering Designer 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Deputy City Secretary 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Urban Forester 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Project Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Athletic Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Recreation Center Supervisor 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Senior Center Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Special Events Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Youth Development Coordinator 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Telecommunications Team Leader 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 Crime Victim Liaison 41 $39,510 $18.9950 $49,387 $23.7438 $59,265 $28.4926 - - - - .--r1 . . . . SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Building Inspector 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Fire Inspector/ Investigator 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Emergency Management Planner 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Assistant Recreation Center Manager 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Assistant Aquatics Manager 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Buyer I 42 $40,496 $19.4693 $50,620 $24.3366 $60,744 $29.2039 Plans Examiner 43 $41,509 $19.9562 $51,886 $24.9453 $62,263 $29.9343 Planner I 43 $41,509 $19.9562 $51,886 $24.9453 $62,263 $29.9343 Computer Technician III 43 $41,509 $19.9562 $51,886 $24.9453 $62,263 $29.9343 Staff Accountant III 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 HR Generalist 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 Recreation Center Manager 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 Aquatics Manager 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 Resource Development Manager 44 $42,547 $20.4554 $53,184 $25.5693 $63,821 $30.6831 Police Systems Administrator 45 $43,611 $20.9669 $54,514 $26.2086 $65,417 $31.4503 Deputy Building Official 45 $43,611 $20.9669 $54,514 $26.2086 $65,417 $31.4503 Deputy Fire Marshal 45 $43,611 $20.9669 $54,514 $26.2086 $65,417 $31.4503 Chief Engineering Inspector 45 $43,611 $20.9669 $54,514 $26.2086 $65,417 $31.4503 Planner II 46 $44,700 $21.4906 $55,876 $26.8633 $67,051 $32.2359 47 $45,819 $22.0286 $57,274 $27.5357 $68,729 $33.0429 Jail Division Coordinator 48 $46,964 $22.5788 $58,705 $28.2235 $70,446 $33.8682 Support Services Supervisor 48 $46,964 $22.5788 $58,705 $28.2235 $70,446 $33.8682 49 $48,138 $23.1432 $60,172 $28.9290 $72,207 $34.7148 Senior Accountant 50 $49,343 $23.7224 $61,678 $29.6529 $74,014 $35.5835 Budget Analyst 50 $49,343 $23.7224 $61,678 $29.6529 $74,014 $35.5835 SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Economic Development Specialist 50 $49,343 $23.7224 $61,678 $29.6529 $74,014 $35.5835 Grants Coordinator 50 $49,343 $23.7224 $61,678 $29.6529 $74,014 $35.5835 Park and Building Maintenance Superintendent 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Recreation Superintendent 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Accounting Supervisor 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Acquisition Manager 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Fleet Manager 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Traffic Manager 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Public Works Superintendent 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Animal Control Manager 51 $50,575 $24.3147 $63,218 $30.3934 $75,862 $36.4721 Network Administrator 52 $51,839 $24.9226 $64,799 $31.1532 $77,759 $37.3839 Senior Planner 52 $51,839 $24.9226 $64,799 $31.1532 $77,759 $37.3839 Municipal Court Administrator 52 $51,839 $24.9226 $64,799 $31.1532 $77,759 $37.3839 Utility Billing Manager 52 $51,839 $24.9226 $64,799 $31.1532 $77,759 $37.3839 53 $53,134 $25.5451 $66,417 $31.9314 $79,701 $38.3177 54 $54,463 $26.1841 $68,079 $32.7301 $81,694 $39.2761 Public Affairs Manager 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Assistant City Attorney I 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Project Manager 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Old Townsite ED Coordinator 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 GIS Coordinator 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Director of Marketing (PEDC) 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 EMS Administrative Captain 55 $55,826 $26.8392 $69,782 $33.5491 $83,738 $40.2589 Assistant Director of Public Works 56 $57,220 $27.5096 $71,525 $34.3870 $85,830 $41.2644 Assistant Director of Parks & Recreation 56 $57,220 $27.5096 $71,525 $34.3870 $85,830 $41.2644 SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly Purchasing Officer 57 $58,651 $28.1976 $73,314 $35.2470 $87,977 $42.2964 Budget Officer 57 $58,651 $28.1976 $73,314 $35.2470 $87,977 $42.2964 Information Technology Manager 57 $58,651 $28.1976 $73,314 $35.2470 $87,977 $42.2964 58 $60,118 $28.9028 $75,147 $36.1285 $90,177 $43.3542 Assistant City Engineer 59 $61,620 $29.6251 $77,025 $37.0314 $92,430 $44.4377 Assistant Director of Finance 59 $61,620 $29.6251 $77,025 $37.0314 $92,430 $44.4377 Assistant Director of Capital Projects 59 $61,620 $29.6251 $77,025 $37.0314 $92,430 $44.4377 City Secretary 59 $61,620 $29.6251 $77,025 $37.0314 $92,430 $44.4377 Building Official 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 City Planner 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 Fire Marshal & Emergency Mgmt. Coordinator 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 EMS Operations Director 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 Training Battalion Chief 60 $63,161 $30.3661 $78,952 $37.9576 $94,742 $45.5491 61 $64,740 $31.1252 $80,926 $38.9065 $97,111 $46.6878 62 $66,359 $31.9034 $82,949 $39.8793 $99,539 $47.8552 Vice President(EDC) 63 $68,018 $32.7008 $85,022 $40.8760 $102,027 $49.0512 Deputy City Engineer/Transportation 63 $68,018 $32.7008 $85,022 $40.8760 $102,027 $49.0512 Assistant City Attorney II 64 $69,718 $33.5183 $87,148 $41.8978 $104,577 $50.2774 65 $71,461 $34.3563 $89,327 $42.9454 $107,192 $51.5345 Assistant Chief of Police 66 $73,246 $35.2145 $91,558 $44.0181 $109,869 $52.8218 Deputy City Attorney 67 $75,079 $36.0957 $93,849 $45.1197 $112,619 $54.1436 SALARY RANGES PER JOB CLASS In Salary Range Order SALARY OCCUPATIONAL JOB TITLE RANGE Annual Hourly Annual Hourly Annual Hourly President, EDC 68 $76,956 $36.9980 $96,195 $46.2476 $115,434 $55.4971 Director of Human Resources 68 $76,956 $36.9980 $96,195 $46.2476 $115,434 $55.4971 Director of Parks & Recreation 69 $78,879 $37.9224 $98,598 $47.4030 $118,318 $56.8836 Fire Chief 70 $80,852 $38.8713 $101,065 $48.5891 $121,279 $58.3070 Director of Public Works 70 $80,852 $38.8713 $101,065 $48.5891 $121,279 $58.3070 City Engineer/Deputy Director 70 $80,852 $38.8713 $101,065 $48.5891 $121,279 $58.3070 71 $82,872 $39.8423 $103,590 $49.8028 $124,308 $59.7634 Police Chief 72 $84,945 $40.8387 $106,181 $51.0484 $127,417 $61.2581 Director of Finance 72 $84,945 $40.8387 $106,181 $51.0484 $127,417 $61.2581 Director of Community Development 72 $84,945 $40.8387 $106,181 $51.0484 $127,417 $61.2581 Director of Engineering and Capital Projects 72 $84,945 $40.8387 $106,181 $51.0484 $127,417 $61.2581 73 $87,068 $41.8597 $108,835 $52.3247 $130,602 $62.7896 74 $89,245 $42.9062 $111,556 $53.6328 $133,867 $64.3593 City Attorney 75 $91,476 $43.9787 $114,345 $54.9733 $137,213 $65.9680 76 $93,762 $45.0781 $117,203 $56.3476 $140,644 $67.6172 77 $96,108 $46.2060 $120,136 $57.7575 $144,163 $69.3090 Assistant City Manager 78 $98,511 $47.3609 $123,138 $59.2011 $147,766 $71.0413 79 $100,972 $48.5442 $126,215 $60.6802 $151,458 $72.8162 80 $103,497 $49.7583 $129,372 $62.1979 $155,246 $74.6375 81 $106,083 $51.0015 $132,604 $63.7518 $159,125 $76.5022 82 $108,736 $52.2770 $135,920 $65.3462 $163,104 $78.4154 83 $111,456 $53.5848 $139,321 $66.9810 $167,185 $80.3772 84 $114,241 $54.9236 $142,801 $68.6545 $171,362 $82.3854 85 $117,098 $56.2971 $146,373 $70.3714 $175,647 $84.4457 City Manager 86 $120,025 $57.7045 $150,032 $72.1307 $180,038 $86.5568 EMS PAY PLAN (FY 2011) Salary MINIMUM MIDPOINT MAXIMUM Range Job Title Annual Hourly Annual Hourly Annual Hourly E-1 EMT- Basic $24,715 $11.8820 $30,893 $14.8525 $37,072 $17.8230 E-2 E-3 EMT- Intermediate $28,659 $13.7783 $35,824 $17.2229 $42,988 $20.6675 E-4 E-5 Paramedic $35,793 $17.2081 $44,741 $21.5101 $53,689 $25.8121 E-6 E-7 Lieutenant $40,496 $19.4692 $50,620 $24.3365 $60,744 $29.2038 E-8 E-9 Captain $46,964 $22.5788 $58,705 $28.2235 $70,446 $33.8682 FIRE PAY PLAN EFFECTIVE 10/1/12 Salary MINIMUM MIDPOINT MAXIMUM Range Job Title Annual Hourly Annual Hourly Annual Hourly F-1 Firefighter $38,000.00 $13.7881 $47,500.00 $17.2351 $57,000.00 $20.6821 F-2 Driver/Operator $44,920.00 $16.2990 $56,150.00 $20.3737 $67,380.00 $24.4485 F-3 Fire Lieutenant $51,839.00 $18.8095 $64,798.75 $23.5119 $77,758.50 $28.2143 F-4 F-5 Battalion Chief $63,161.00 $22.9176 $78,951.25 $28.6470 $94,741.50 $34.3765 F-6 (Hourly Rate or regular rate of pay based on 2,756 Regular Hours.) POLICE PAY PLAN EFFECTIVE 10/1/12 0-6 mos. Police $14.9807 Cadet 0 1 2 3 4 5 6 7 8 9 10 11 Police $22.8625 $23.5484 $24.2549 $24.9825 $25.7320 $26.5040 $27.2991 $28.1181 $28.9616 $29.8304 $30.7254 $31.6471 Officer $3,962.84 $4,081.73 $4,204.18 $4,330.30 $4,460.21 $4,594.02 $4,731.84 $4,873.80 $5,020.01 $5,170.61 $5,325.73 $5,485.50 $47,554.10 $48,980.72 $50,450.14 $51,963.65 $53,522.56 $55,128.24 $56,782.08 $58,485.54 $60,240.11 $62,047.31 $63,908.73 $65,826.00 1st year 2nd year 3rd year 4th year 5th year 6th year Education/Incentive Pay $32.5965 $33.5744 $34.5817 $35.6191 $36.6877 $37.7883 All Officers shall receive certification pay as follows, after Sergeant $5,650.06 $5,819.57 $5,994.15 $6,173.98 $6,359.20 $6,549.97 successful completion of their probationary period: $67,800.78 $69,834.80 $71,929.84 $74,087.74 $76,310.37 $78,599.68 1st year 2nd year 3rd year TCLEOSE Basic Certificate $0.00/month $0.00/hour TCLEOSE Intermediate Certificate $50.00/month $0.29/hour $38.9220 $40.0896 $41.2923 TCLEOSE Advanced Certificate $100.00/month $0.58/hour Lieutenant $6,746.47 $6,948.87 $7,157.33 TCLEOSE Basic Certificate $150.00/month $0.87/hour $80,957.67 $83,386.40 $85,887.99 In addition, add the following to the above if the Officer holds an 1st year 2nd year 3rd year 4th year Intermediate,Advance or Master Certificate and has: $42.5311 $43.8070 $45.1212 $46.4749 Associate Degree $100.00/month $0.58/hour Captain $7,372.05 $7,593.21 $7,821.01 $8,055.64 Bachelors Degree $150.00/month $0.87/hour $88,464.63 $91,118.57 $93,852.13 $96,667.69 Masters Degree $200.00/month $1.15/hour 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. Monthly longevity pay is received by the Classified Employees of the City of Pearland in accordance with the Local Government Code, Chapter 141.032. All overtime for any classification shall be paid in accordance with applicable State and Federal law. Shift Differential Pay - Officers who are permanently assigned to work a regularly scheduled shift from 6:00 pm to 6:00 am or 7:00 pm to 7:00 am shall receive $86.00 bi-weekly as additional compensation. PART-TIME SEASONAL COMPENSATION PLAN (FY 2011) Salary Salary Range Occupational Job Title (Hourly) S-1 Pool Concession Worker(Cashier); Water Safety Aide $7.25 S-2 Lifeguard; Camp Counselor $8.25 S-3 Lifeguard w/WSI $8.75 S-4 Head Lifeguard $9.25 S-5 Water Safety Instructor(WSI); Camp Coordinator $10.00 S-6 Assistant Pool Manager $11.00 S-7 Program Coordinator $12.00 S-8 Pool Manager $13.00 0 ORDINANCE NO.1468 AN ORDINANCE ADOPTING A TAX RATE OF $0.7051 AND LEVYING TAXES FOR THE USE AND SUPPORT OF THE MUNICIPAL GOVERNMENT OF THE CITY OF PEARLAND, TEXAS, AND PROVIDING FOR THE INTEREST AND SINKING FUND OF THE TAXABLE YEAR 2012. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That there is hereby levied and there shall be collected for the use and support of the Municipal Government of the City of Pearland, Texas, and to provide Interest and Sinking Fund for the Year Two Thousand Eleven upon all property, real, personal, and mixed within the corporate limits of said City subject to taxation, a tax of $0.7051 on each One Hundred Dollars ($100.00) valuation of property, said tax being so levied and apportioned for the specific purpose herein set forth: (1) For the maintenance and support of the General Government (General Fund), the sum of $0.2151 on each $100 valuation of property, and (2) For the Interest and Sinking Fund, the sum of$0.4900. Section 2. All monies collected under this ordinance for the specific items therein named, be and the same are hereby appropriated and set apart for the specific purpose indicated in each item and that the Assessor and Collector of Taxes, the Director of Finance, and the City Manager shall so keep these accounts as to readily and distinctly show the amount collected, the amounts expended, and the amount on hand at any time belonging to such funds. It is hereby made the duty of the Tax Assessor and Collector of Taxes and every person collecting money for the City of Pearland to deliver to the Director of Finance and the City Manager, at the time of depositing of any monies, a statement showing to what fund such deposit should be 471 ORDINANCE NO.1468 made, and from what source received. All receipts for the City not specifically apportioned by this ordinance are hereby made payable to the General Fund of the City. PASSED and APPROVED ON FIRST READING this the 17th day of September, A.D., 2012. . :: =)09)1() c, a, TOM REID MAYOR ATTEST: Y NGL , R Ce- --27----- : .'`n_ art �..e�". ;� C Y SE ETARY `.., �� .'� PASSED and APPROVED ON SECOND and FINAL READING this the 24th day of September, A. D., 2012. C-----3014)) _....p TOM REID MAYOR ATTEST: Y NG G R ,t. `v,. `��I Y S RETAR ', y '�,NIi1 rtrl r l r1 11�V•, APPROVED AS TO FORM: 04._.:. 1.-( 6-e_, DARRIN M. COKER CITY ATTORNEY 472 GLOSSARY ABATEMENT—A complete or partial cancellation of a levy imposed by a government. Abatements usually apply to tax levies, special assessments and service charges. ACCOUNT — A term used to identify an individual asset, liability, expenditure control, revenue control, encumbrance control, or fund balance. ACCOUNTS PAYABLE — A short-term liability account reflecting amounts owed to private persons or organizations for goods and services received by a government. ACCOUNT RECEIVABLE — An asset account reflecting amounts due from private persons or organizations for goods and services furnished by a government. ACCOUNTING SYSTEM—The total set of records and procedures, which are used to record, classify, and report information on the financial status and operations of an entity. ACCRUAL ACCOUNTING —A basis of accounting in which revenues are recognized in the period in which they are earned and become measurable, and expenses are recognized in the period incurred instead of when cash is actually received or spent. ACCRUED INTEREST— Interest that has been earned and recorded, but has not been received. AD VALOREM TAX—A tax based on value of land and improvements (property tax). AGENDA — A formal listing of items to be discussed during a public meeting. Agendas for public meetings are posted 72 hours in advance, in compliance with the open meetings act. APPROPRIATION —An authorization granted by City Council to make expenditures and to incur obligations for a specific purpose. Usually limited in amount and as to the time when it may be expended. ARBITRAGE — With respect to the issuance of municipal securities, arbitrage usually refers to the difference between the interest paid on tax-exempt bonds and the interest earned by investing the proceeds of the bonds in higher-yielding taxable securities. Federal income tax laws generally restrict the ability to earn positive arbitrage in connection with tax-exempt bonds. ASSESSED VALUATION — A valuation set upon real estate or other property by government as a basis for levying taxes. ASSETS — Property owned by a government, which has economic value, especially which could be converted to cash. BALANCE SHEET—A statement purporting to present the financial position of an entity by disclosing the value of its assets, liabilities, and equities as of a specified date. BALANCED BUDGET—Total recurring expenditures for any fiscal year shall not exceed total recurring revenues for that same fiscal year. BOND — A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. BOND REFERENDUM —A bond referendum is an opportunity for voters to decide if the city will be authorized to borrow funds to address specific capital project needs for which ad valorem taxes are pledged for repayment. BUDGET—A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. The term is also sometimes used to denote the officially approved expenditure ceiling under which a government and its departments operate. BUDGET CALENDAR—The schedule of key dates or milestones, which a government follows in the preparation and adoption of the budget. 473 L I BUDGET DOCUMENT — The instrument used by the budget making authority to present a comprehensive financial program to the appropriating governing body. ' BUDGET MESSAGE — A general discussion of the adopted budget presented in writing as a part of or supplement to the budget document. BUDGETARY CONTROL — The control or management of a government or enterprise in accordance with an approved budget to keep expenditures within limitations of available appropriation and available revenues. L CAPITAL ASSETS — Long-term assets, such as buildings, equipment, and infrastructure, intended to be held or used in operations. u CAPITAL PROJECTS—Acquisition or construction of major capital facilities. CAPITAL IMPROVEMENT PROGRAM — A plan for capital expenditures to be incurred each year over a fixed period of several futureyears settingforth each capital project, identifying the expected beginning and ending P� P 1 fY� 9 p 9� 9 date for each project, the amount to be expended in each year, and the method of financing those expenditures. CAPITAL OUTLAY— Expenditures for the acquisition of capital assets. ' CAPITAL PROJECT FUNDS — Capital Project Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary funds, special assessment funds and trust funds). CASH BASIS — A method of accounting in which revenues and expenses are recognized and recorded when received, not necessarily when earned. CERTIFICATE OF DEPOSIT — A negotiable or non-negotiable receipt for monies deposited in a bank or other financial institution for a specified period for a specified rate of interest. CERTIFICATE OF OBLIGATION —A debt instrument that is issued by the City and has the same legal status as ' a general obligation bond. Proceeds from the issuance of the certificates may be used for the construction of public works or payment of contractual obligations for professional services. These certificates do not require voter approval. CHARTER—Written instrument setting forth principles and laws of government within boundaries of the City. CHART_OF ACCOUNTS — The classification system used by the City to organize the accounting for various funds. CHECK—A bill of exchange drawn on a bank and payable on demand. 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. CONTINGENCY— Funds set aside in a reserve account for major expenditures or for emergencies. CURRENT ASSETS — Cash and other assets expected to be converted to cash, sold, or consumed either in a year or in the operating cycle. CURRENT LIABILITIES — Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed or refunded within one year. DEBT SERVICE FUND — A fund used to account for the accumulation of resources for, and the payment of, general long-term debt principal interest, and related costs. Also called a Sinking Fund. DEFICIT — The excess of expenditures over revenues during an accounting period; or in the case of Enterprise and Intra-governmental Service Funds, the excess of expense over income during an accounting period. 474 DEPARTMENT—A distinct, usually specialized division of a large organization. A principal administrative division of a government normally under the oversight of an Executive Director, Assistant City Manager or City Manager. DELINQUENT TAXES — Taxes remaining unpaid on and after the date to which a penalty for nonpayment is attached. DEPRECIATION — A non-cash expense that reduces the value of an asset as a result of wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. DEVELOPER REIMBURSEMENT— Reimbursement to a developer from the City for infrastructure developed on behalf of the City. EFFECTIVE TAX RATE — The tax rate required to generate the same amount of revenue as in the preceding year on the same properties. ENTERPRISE FUND — A fund used to account for the acquisition, operation and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. The significant characteristic of Enterprise Funds is that the accounting system must make it possible to show whether the activity is operated at a profit or loss, similar to comparable private enterprises. Thus, the reports of enterprise funds self-contained and creditors, legislators or the general public can evaluate the performance of the municipal enterprise on the same basis as they can the performance of investor-owner enterprises in the same industry. EXPENDITURES — Where accounts are kept on the accrual or modified accrual basis of accounting, the cost of goods received or services rendered whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes are made. FISCAL YEAR —A twelve-month period of time to which the annual budget applies and at the end of which the City determines its financial position and results of operations. FIXED ASSETS — Long-lived tangible assets obtained or controlled as a result of past transactions, events or circumstances. Fixed assets include buildings, equipment, and improvements other than buildings and land. FRANCHISE—A special privilege granted by a government, permitting the continued use of public property, such as City streets, and usually involving the elements of monopoly and regulation. FUND —An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities, which are segregated for the purpose of carrying on specific activities or attaining certain objective. FUND BALANCE—The excess of an entity's assets over its liabilities. FUND BALANCE POLICY—A minimum fund balance that is required to be kept in reserve as defined in financial policy statements. Fund balances over the policy requirements may be appropriated in the budget. GENERAL FIXED ASSETS —Capital assets that are not assets of any particular fund, but of the government unit as a whole. Most often these assets arise from the expenditure of the financial resources of governmental (as opposed to proprietary or fiduciary) funds. GENERAL FUND — The General Fund is the general operating fund of the City. It is used to account for the resources devoted to finance the services traditionally associated with local government, except those activities that are required to be accounted for in another fund. Transactions are recorded on the modified accrual basis. GENERAL OBLIGATION BONDS — When a government pledges its full faith and credit to the payment of the bonds it issues, that those bonds are general obligation bonds. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) — Uniform minimum standards and guidelines for financial accounting and reporting. 475 I GOVERNMENTAL FUNDS — Funds generally used to account for tax-supported activities. The acquisition, use and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects and Debt Service). ' GRANTS — A contribution by one government unit to another. The contribution is usually made to aid in the support of a specific function, purpose, activity or facility. ' IMPACT FEES — Fees charged to developers to cover in whole or in part, the anticipated cost of improvements that will be necessary as a result of the development. INCOME — A term used in proprietary fund-type accounting to represent (1) revenues or (2) the excess of revenues over expenses. INFRASTRUCTURE - Fixed assets that are immovable and have value only to the governmental unit. Common examples of infrastructure include roads, sidewalks, bridges and streetlights. INTERGOVERNMENTAL REVENUE— Revenue received from another governmental unit for a specific purpose. INTERNAL SERVICE FUND — Internal Service Funds are used to account for the financing of goods or services provided by one fund or department to another fund or department on a cost reimbursement basis. ISO RATING — The Insurance Service Office (ISO) performs surveys to assist insurance organizations with setting up the insurance ratings for the communities. The ISO will perform a survey to assign a public protection grade to each fire department, which is used in the development of insurance rates for all properties within the protected area. Grading starts at 1, which is the best possible score and ends at 10, which is considered unacceptable. LEASE/PURCHASE — A financing tool utilized to fund large capital outlays where the city may not have cash immediately available for purchase. This arrangement allows the city to use the item while payments are being made. LEDGER —A group of accounts in which are recorded the financial transactions of a governmental unit or other organization. LEVY - To impose taxes or special assessments. The total of taxes or special assessments imposed by a governmental unit. LIABILITIES — Debt or other legal obligations arising out of transactions in the past, which must be liquidated, renewed or refunded at some future date. LONG-TERM DEBT— Debt with a maturity of more than one year after date of issuance. MODIFIED ACCRUAL BASIS —The basis of accounting under which expenditures other than accrued interest on general long-term debt are recorded at the time liabilities are incurred and revenues are recorded when received in cash, except for material and/or available revenues, which should be accrued to reflect properly the taxes levied and revenue earned. NOTE PAYABLE — An unconditional written promise signed by the maker, to pay a certain sum in money on demand or at a fixed or determinable future time, either to the bearer or to the order of a person designated. OPERATING BUDGET— Plans of current expenditures and the proposed means of financing them. ORDINANCE—A formal legislative enactment by the governing body of a municipality. ORGANIZATIONAL UNIT—A responsibility center within a government. PERFORMANCE MEASURES — Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity or program. 476 PROJECTION — A forecast of future trends in the operation of financial activities done through the remainder of the fiscal year to gain a better picture of the City's finances. The projections are adopted as the revised budget during the budget adoption process. PROPERTY INSURANCE FUND—Accounts for the activities of the city's property and casualty insurance. PROPERTY TAX — An annual or semi-annual tax paid to one or more governmental jurisdictions based on the real and personal property's assessed valuation and the tax rate, done in compliance with the State Property Tax Code. PURCHASE ORDER —A document issued to authorize a vendor or vendors to deliver specified merchandise or render a specified service for a stated estimated price. RATINGS — Designations used by credit rating agencies to give relative indications of credit quality. Municipal bonds rated Baa or BBB and above are considered to be investment-grade. REFUNDING BONDS— Bonds issued to retire bonds already outstanding. RESERVE —An account used to indicate that a portion of fund equity is legally restricted for a specific purpose or not available for appropriation and subsequent spending. RETAINED EARNINGS — The accumulated earnings of an enterprise or internal service fund which have been retained in the fund and which are not reserved for any specific purpose. REVENUES—The term designates an increase to a fund's assets. An item of income. REVENUE BONDS — Bond whose principal and interest are payable exclusively from earnings of an enterprise fund. SALARIES &WAGES— Fixed compensation paid to employees for work or services provided. SALES TAX — A state tax of 6.25% is imposed on all retail sales, leases and rentals of most goods, as well as taxable services. Texas cities and counties have the option of imposing additional local sales taxes for a combined total of state and local taxes of 8.25%. SHORT-TERM DEBT— Debt with a maturity of one year or less after the date of issuance. SPECIAL ASSESSMENT — Used to account for the financing of public improvements or services deemed to benefit the properties against which special assessments are levied. SPECIAL REVENUE FUNDS - Fund is used to account for the proceeds of specific revenue sources (other than expendable trusts or for major capital projects) that are legally restricted to expenditure for specified purposes. TAX LEVY — The total amount to be raised by general property taxes for intentions specified in the Tax Levy Ordinance. TAX LEVY ORDINANCE—An ordinance through which taxes are levied. TAX RATE — The rate at which a municipality may levy a tax. Tax levied for each $100 of assessed valuation. The amount of tax stated in terms of a unit of the tax base. TAX ROLL—The official list showing the amount of taxes levied against each taxpayer or property. TAXES — Compulsory charges levied by a governmental unit for the purpose of financing services performed for the common benefit. VENDOR—The seller of merchandise or services. VOUCHER — A document, which evidences the propriety of transactions and usually indicates the accounts in which they are to be recorded. 477 WORK ORDER — A written order authorizing and directing the performance of a certain task and issued to the person who is to direct the work. WORKING CAPITAL — A financial metric which represents operating liquidity available to an organization or governmental entity. Net Working Capital is calculated as current assets minus current liabilities. I YIELD —The rate earned on an investment based on the price paid for the investment, the interest earned during the period held and the selling price or redemption value of the investment. ID 4111 I 478 ACRONYMS AAU —Amateur Athletic Union ACM -Assistant City Manager ADA—Americans with Disabilities Act of 1990 AFG—Assistance to Firefighters Grant AFIS—Automated Fingerprint Identification System AISD—Alvin Independent School District ALPRS—Automatic License Plate Recognition System AO—Administrative Order APA—American Planning Association ARRA—American Recovery and Reinvestment Act of 2009 AVL—Automatic Vehicle Locator BCAD—Brazoria County Appraisal District BCDD4& BDD4— Brazoria County Drainage District#4 BCLS— Brazoria County Library System BCMUD— Brazoria County Municipal Utility District BJA— Bureau of Justice Assistance BVP— Bulletproof Vest Partnership BW 8— Beltway 8 CAC—Community Action Center CAD—Computer-Aided Design CAFR—Comprehensive Annual Financial Report CAPRA -Commission for Accreditation of Park and Recreation Agencies CAT—Category CBCMUD—Clear Brook City Municipal Utility District CDBG—Community Development Block Grant CH—City Hall CID—Criminal Investigation Division CIP—Capital Improvement Program CMV—Commercial Motor Vehicle 479 ■ CO's—Certificates of Obligation and Certificates of Occupancy CPI—Consumer Price Index I CPU—Central Processing Unit CR—County Road CSI—Cardiovascular Systems, Inc. I CVE—Commercial Vehicle DAP— Development Authority of Pearland DOE— Department of Energy DOT— Department of Transportation DPS— Department of Public Safety EDC — Economic Development Corporation EECBG— Energy Efficiency and Conservation Block Grant EFT— Electronic Funds Transfer EMPG— Emergency Management Program Grant EMS — Emergency Medical Services EMT— Emergency Medical Technician EOC— Emergency Operations Center EPA— Environmental Protection Agency ETJ— Extra Territorial Jurisdiction I FBCAD— Fort Bend Central Appraisal District FEMA—Federal Emergency Management Administration FM— Farm-to-Market Road FMLA— Family Medical Leave Act of 1993 FOIA— Freedom of Information Act of 1966 FT— Full-Time FTE— Full-Time Equivalent FTO— Field Training Officer(Police) FY— Fiscal Year GAAP—Generally Accepted Accounting Principals GASB—Governmental Accounting Standards Board 480 GEC—General Engineering Consultant GFOA—Government Finance Officers Association of the United States and Canada GIS—Geographical Information Systems GO's—General Obligation Bonds GCWA —Gulf Cost Water Authority GPS— Global Positioning System HCAD— Harris County Appraisal District HDPE — High-density polyethylene HGAC— Houston-Galveston Area Council HHW— Household Hazardous Waste HR— Human Resources HVAC— Heating Venting &Air Conditioning ICC— International Code Council ICMA — International City/County Management Association IFMA — International Facility Management Association I&I— Inflow and Infiltration ISO— Independent School District ISO — Insurance Service Office IT— Information Technology ITS— Intelligent Traffic System IVR— Interactive Voice Response JAG—Justice Assistance Grant JHEC —John Hargrove Environmental Complex KPB— Keep Pearland Beautiful LPG — Local Projects Grants LS— Lift Station LUCAS — Lund University Cardia Arrest System M — Millions MDT— Mobile Data Terminal MGD— Million Gallons per Day 481 ■ MIS— Management Information System MIUs—Mobile Information Units MPO—Municipal Planning Organization MSA—Metropolitan Statistical Area MUD—Municipal Utility District ' OTS—Old Town Site PER— Preliminary Engineering Report P&Z— Planning & Zoning PC - Personal Computer L PD— Police Department PDM—Project Delivery Model PEDC— Pearland Economic Development Corporation I PEG— Public, Educational and Government Channel (television) PFIA— Public Funds Investment Act PIN!— Pearland In Motion PISD—Pearland Independent School District PM— Preventive Maintenance or Project Management , PS— Public Safety PTC—Pearland Town Center ' PSB— Public Safety Building RFP— Request for Proposal ROWs— Right of Ways S&P - Standard & Poor's SCADA—Supervisory Control and Data Acquisition SCR—Shadow Creek Ranch SH288—State Highway 288 SIU—Special Investigations Unit SOP—Standard Operating Procedure SPA—Strategic Partnership Agreement SQ.FT. -Square Foot/Feet 482 SRF—State Revolving Fund SRO—School Resource Officer SWEC—South West Environmental Center TAAF—Texas Amateur Athletic Foundation TCEQ—Texas Commission on Environmental Quality TCLEOSE—Texas Commission on Law Enforcement Officers Standards and Education TEEX—Texas A&M Engineering Extension Service TIA—Traffic Impact Analysis TIP—Transportation Improvement Plan TLETS—Texas Law Enforcement Telecommunications System TML—Texas Municipal League TMRS—Texas Municipal Retirement System TIRZ—Tax Increment Reinvestment Zone TXDOT—Texas Department of Transportation TWDB—Texas Water Development Board UDC — Universal Decimal Classification UofH —University of Houston UV— Ultraviolet VoIP—Voice over Internet Protocol W&S—Water& Sewer WEC—Westside Events Center WL—Water Line WWM—Waste Water Management WWTP—Waste Water Treatment Plant YAC —Youth Action Council ZBA—Zoning Board of Adjustment 483 liafrim \ >1 I.; / It44 0 11111 Hill , m is ♦4 THIS PAGE INTENTIONALLY LEFT BLANK 484