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Ord. 1492 2013-09-23
ORDINANCE NO. 1492 AN APPROPRIATION ORDINANCE ADOPTING A REVISED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2013 AND ADOPTING A BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2013, AND ENDING SEPTEMBER 30, 2014, AND PAY PLANS FOR FISCAL YEAR 2014. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That the City Manager's estimated 2012-2013 Budget and proposed 2013-2014 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, 2013 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 2013- 2014 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 2013-2014 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.1492 PASSED and APPROVED ON FIRST READING this the 9th day of September, A. D., 2013. TOM REID MAYOR ATTEST: �ai 4o'°=, %VC 4ol AIM am._ v =w `•x YiI N G t T;f C ;Z.5 Co Y SE 'ETARY ...... PASSED and APPROVED ON SECOND and FINAL READING this the 23rd day of September, A. D., 2013. c,==144..i 4.-7" TOM REID MAYOR ATTEST: ; -Alf / /I 11.E/f�i ?' ;',A YO j G LO'�° I TR�►` / �� T ; C / ' SEC '' ARY -, --• a a,INNaN,Naa, APPROVED AS TO FORM: Q � DARRIN M. COKER CITY ATTORNEY 2 Ordinance No. 1492 Exhibit "A" EXHIBIT A City of Pearland Fiscal Year 2012-2013 Revised Budget REVENUES EXPENDITURES 2013 2013 2013 2013 Fund# Fund Description Adopted Revised $Change Adopted Revised $Change 010 General $56,387,521 $59,170,974 $2,783,453 $58,575,184 $60,957,298 $2,382,114 015 P.E.D.C. $7,948,134 $8,543,971 $595,837 $9,063,597 $7,929,429 ($1,134,168) 020 Debt Service-General $27,836,410 $27,981,832 $145,422 $29,273,034 $28,683,312 ($589,722) Proprietary Funds 030 Water and Sewer $31,227,456 $31,555,112 $327,656 $31,056,296 $33,365,806 $2,309,510 031 Solid Waste $8,048,371 $8,173,390 $125,019 $8,094,361 $8,373,666 $279,305 Special Revenue Funds 017 Municipal Court $61,162 $63,155 $1,993 $69,135 $73,850 $4,715 018 Citywide Donation $31,013 $30,666 ($347) $16,098 $23,598 $7,500 019 Court Technology $78,638 $74,952 ($3,686) $308,905 $313,132 $4,227 023 Court Juvenile Management $75,689 $74,664 ($1,025) $61,206 $46,693 ($14,513) 035 Traffic Impact Improvement $425 $231,773 $231,348 $42,258 $157,907 $115,649 043 Regional Detention $5 $10,437 $10,432 $0 $10,443 $10,443 045 Hotel/Motel $931,082 $1,136,017 $204,935 $579,397 $831,359 $251,962 046 Parks Donations $81,240 $94,971 $13,731 $70,640 $74,500 $3,860 047 Park&Recreation Development $50,675 $77,101 $26,426 $187,923 $398,042 $210,119 049 Tree Trust $3 $275 $272 $5,000 $13,000 $8,000 055 Sidewalk $5,083 $5,295 $212 $0 $0 $0 060 Police State Seizure $50,115 $14,764 ($35,351) $128,125 $130,018 $1,893 062 Federal Police $20 $15,716 $15,696 $0 $0 $0 101 Grant $552,925 $833,955 $281,030 $552,925 $833,952 $281,027 111 Community Development $284,818 $659,759 $374,941 $284,818 $659,605 $374,787 140 University of Houston $258,493 $291,706 $33,213 $258,458 $322,771 $64,313 141 University of Houston Capital Renewal Fund $0 $274,420 $274,420 $0 $34,670 $34,670 145 Municipal Channel $226,260 $244,146 $17,886 $65,700 $72,009 $6,309 Internal Service Fund 095 Property/Liability Insurance $1,160,052 $1,240,393 $80,341 $1,160,052 $1,321,865 $161,813 099 Medical Self-Insurance $6,341,267 $5,846,414 ($494,853) $5,875,923 $5,669,715 ($206,208) Sub-Total Operations $141,636,857 $146,645,858 $5,009,001 $145,729,035 $150,296,640 $4,567,605 Ordinance No. 1492 Exhibit"B" EXHIBIT B City of Pearland Fiscal Year 2013-2014 Adopted Budget REVENUES EXPENDITURES Fund Fund Description 2014 Adopted 2014 Adopted OPERATIONS- 010 General $60,161,236 $63,349,499 015 P.E.D.C. $9,126,881 $6,819,102 020 Debt Service-General $28,070,980 $28,842,896 Special Revenue Funds 017 Municipal Court Security $66,417 $78,678 018 Citywide Donation $30,632 $81,185 019 Court Technology $78,420 $77,790 023 Court Juvenile Management $39,265 $43,074 035 Traffic Impact Improvement $870 $10,625 043 Regional Detention $0 $0 045 Hotel/Motel $1,151,088 $761,195 046 Parks Donations $81,100 $71,500 047 Park&Recreation Development $51,200 $48,700 049 Tree Trust $25 $5,000 055 Sidewalk $5,300 $0 060 Police State Seizure $15,132 $102,733 062 Federal Police $50 $29,000 101 Grant $378,838 $393,263 111 Community Development $333,253 $333,253 140 University of Houston $258,447 $258,266 141 University of Houston Capital Renewal Fund $0 $0 145 Municipal Channel $234,105 $40,500 Internal Service Fund 095 Property/Liability Insurance $1,355,938 $1,355,888 099 Medical Self-Insurance $5,499,891 $5,505,785 Proprietary Funds 030 Water and Sewer $32,380,706 $31,086,191 031 Solid Waste $8,458,930 $8,520,935 SUB TOTAL-OPERATIONS $147,778,704 $147,815,058 CAPITAL IMPROVEMENT PROGRAM(CIP)- Water/Sewer Capital Proiects Funds 042 Utility Impact Fee $20,364,862 $21,333,184 044 Shadow Creek Impact Fee $1,399,320 $2,692,612 067 1999 W&S Revenue Bonds $1,658,326 $2,164,747 301 Water/Sewer Pay As You Go $250 $0 302 MUD 4 Capital Program $0 $503,763 Capital Projects Funds 050 Capital Projects $293,500 $292,500 068 Capital Projects-CO 2001 $5,391,413 $5,438,240 070 Capital Projects Mobility CO 2001 $0 $510,084 200 Capital Projects-CO 2006 $2,145,000 $2,879,889 201 Capital Projects-CO 2007 $0 $0 202 Capital Projects-GO Series 2007A $400,000 $1,464,922 203 Capital Projects-GO Series 2009 $23,630,615 $24,297,286 SUB TOTAL-CIP $55,283,286 $61,577,227 GRAND TOTAL: $203,061,990 $209,392,285 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Assistant City Manager 82 $108,742 $52.2797 $135,927 $65.3496 $163,113 $78.4195 81 $106,089 $51.0046 $132,612 $63.7557 $159,134 $76.5068 City Attorney 80 $103,502 $49.7605 $129,377 $62.2007 $155,253 $74.6408 79 $100,977 $48.5469 $126,222 $60.6836 $151,466 $72.8203 Director,Community Development 78 $98,515 $47.3628 $123,143 $59.2035 $147,772 $71.0442 Director,Engineering and Capital Projects 78 Director,Finance 78 Director,Public Works 78 Fire Chief 78 Police Chief 78 President-EDC 78 77 $96,112 $46.2076 $120,140 $57.7595 $144,168 $69.3114 76 $93,768 $45.0806 $117,210 $56.3507 $140,651 $67.6209 75 $91,481 $43.9811 $114,351 $54.9763 $137,221 $65.9716 City Engineer/Deputy Director 74 $89,249 $42.9084 $111,562 $53.6355 $133,874 $64.3625 Director,Human Resources 74 Director,Parks&Recreation 74 73 $87,073 $41.8618 $108,841 $52.3273 $130,609 $62.7927 Deputy City Attorney 72 $84,949 $40.8408 $106,186 $51.0510 $127,423 $61.2612 71 $82,877 $39.8447 $103,596 $49.8058 $124,315 $59.7670 Assistant Police Chief 70 $80,856 $38.8729 $101,069 $48.5911 $121,283 $58.3093 69 $78,883 $37.9247 $98,604 $47.4059 $118,325 $56.8871 Vice President-EDC 68 $76,959 $36.9997 $96,199 $46.2497 $115,439 $55.4996 67 $75,082 $36.0973 $93,853 $45.1216 $112,624 $54.1460 Assistant City Attorney 66 $73,251 $35.2169 $91,564 $44.0211 $109,877 $52.8253 City Secretary 65 $71,465 $34.3579 $89,331 $42.9474 $107,197 $51.5369 Executive Director,CVB 65 EMS Chief 65 Assistant Director,Finance 64 $69,721 $33.5199 $87,152 $41.8999 $104,582 $50.2799 Capital Projects,Assistant Director 64 Fire Marshal/EMC 64 City Planner 64 Assistant City Engineer 63 $68,021 $32.7024 $85,026 $40.8780 $102,031 $49.0536 Assistant Director of Public Works 63 62 $66,362 $31.9048 $82,952 $39.8810 $99,543 $47.8571 1 of 6 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Assistant Director,Parks&Recreation 61 $64,743 $31.1266 $80,929 $38.9083 $97,115 $46.6899 Budget Officer 60 $63,164 $30.3674 $78,955 $37.9593 $94,746 $45.5511 Building Official 60 Director,Marketing(EDC) 60 Manager,Information Technology 60 Purchasing Officer 60 59 $61,624 $29.6267 $77,030 $37.0334 $92,435 $44.4401 Associate City Attorney 58 $60,121 $28.9041 $75,151 $36.1302 $90,181 $43.3562 Assistant EMS Chief 58 Planner,Senior 58 Project Manager 57 $58,654 $28.1992 $73,318 $35.2490 $87,981 $42.2987 Accounting Supervisor 56 $57,224 $27.5114 $71,530 $34.3892 $85,836 $41.2671 Manager,Fleet 56 GIS Manager 55 $55,828 $26.8404 $69,785 $33.5505 $83,742 $40.2606 Manager,Communications 55 Municipal Court Administrator 55 Manager,Animal Control 55 Manager,Utility Customer Service 55 Network Administrator 54 $54,466 $26.1857 $68,083 $32.7322 $81,699 $39.2786 Park&Bldg Maintenance Superintendent 54 Recreation Superintendent 54 Superintendent,Streets&Drainage 54 Superintendent,Treatment Plant 54 Superintendent,Water&Sewer 54 Manager,Acquisition 53 $53,138 $25.5471 $66,422 $31.9338 $79,707 $38.3206 Planner,Associate 52 $51,842 $24.9240 $64,802 $31.1549 $77,763 $37.3859 Budget Analyst 52 Grants Coordinator 52 Manager,Traffic 52 51 $50,577 $24.3161 $63,222 $30.3951 $75,866 $36.4741 Deputy Fire Marshal 50 $49,344 $23.7230 $61,680 $29.6537 $74,016 $35.5845 Jail Division Supervisor 50 Police Support Services Supervisor 50 Staff Accountant 50 Construction Inspector,Chief 49 $48,140 $23.1444 $60,175 $28.9305 $72,210 $34.7166 2 of 6 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Emergency Management Planner 48 $46,966 $22.5799 $58,708 $28.2248 $70,449 $33.8698 Fire Inspector/Investigator 48 Manager,Resource Development 48 Planner 48 Deputy City Secretary 47 $45,821 $22.0291 $57,276 $27.5364 $68,731 $33.0437 Aquatics Manager 46 $44,703 $21.4918 $55,879 $26.8648 $67,055 $32.2378 HR Generalist 46 Plans Examiner 46 System Administrator 46 Building Inspector 45 $43,613 $20.9677 $54,516 $26.2096 $65,419 $31.4515 Assistant Aquatics Manager 44 $42,549 $20.4562 $53,186 $25.5703 $63,823 $30.6844 Recreation Center Supervisor 44 Recreation Program Coordinator 44 Senior Center Supervisor 44 Special Events Coordinator 44 Marketing Specialist 44 Building Maintenance Supervisor 44 Park Supervisor 44 Construction Inspector 44 Engineering Technician,Senior 44 Maintenance Supervisor 44 Treatment Plant Supervisor 44 Crime Victim Liaison 44 Multimedia Specialist 44 Computer Support Technician,Senior 43 $41,511 $19.9573 $51,889 $24.9466 $62,267 $29.9360 Project Coordinator 43 Vol Fire Recruit/Retention Coordinator 43 Buyer 42 $40,499 $19.4706 $50,623 $24.3382 $60,748 $29.2058 Chief Mechanic 42 Executive Assistant 42 Safety Officer 42 Therapeutic Recreation Specialist 42 GIS Specialist 41 $39,511 $18.9957 $49,389 $23.7446 $59,266 $28.4935 Telecommunications Operator,Lead 41 Urban Forester 41 Accounts Payable Supervisor 40 $38,547 $18.5324 $48,184 $23.1654 $57,821 $27.7985 Code Enforcement/Health Officer,Senior 40 Legal Secretary 40 Office Supervisor 40 Utility Customer Service Supervisor 40 Volunteer Coordinator 40 Electrician 39 $37,607 $18.0803 $47,009 $22.6004 $56,411 $27.1205 3 of 6 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly GIS Technician 38 $36,690 $17.6394 $45,862 $22.0492 $55,035 $26.4590 Maintenance Crew Leader 38 Utility Maintenance Technician,Senior 38 Treatment Plant Operator II 38 Program Specialist 38 Recreation Program Coordinator,Assistant 38 Recreation Specialist 38 Utility Field Service Technician,Lead 38 Code Enforcement/Health Officer 37 $35,795 $17.2091 $44,744 $21.5114 $53,692 $25.8137 Crime Victim Specialist 37 Jailer 37 Telecommunications Operator 37 Administrative Assistant 36 $34,922 $16.7894 $43,652 $20.9867 $52,383 $25.1841 Building Maintenance Technician 36 Traffic Signal Technician 36 HR Assistant 35 $34,070 $16.3799 $42,588 $20.4749 $51,105 $24.5698 Park Maintenance Crew Leader 35 Accounting Technician 34 $33,239 $15.9804 $41,549 $19.9755 $49,859 $23.9706 Computer Support Technician 34 Construction Inspector 34 Recycling Center Supervisor 34 Treatment Plant Operator I 34 Utility Maintenance Technician 34 CCTV Technician 34 Utility Inspector 34 Property Room Technician 33 $32,428 $15.5906 $40,536 $19.4883 $48,643 $23.3859 Custodial Crew Leader 32 $31,638 $15.2104 $39,547 $19.0130 $47,456 $22.8155 Mechanic 32 Records and Information Coordinator 32 Traffic Signal Technician,Trainee 32 Humane Officer,Senior 31 $30,866 $14.8394 $38,582 $18.5492 $46,299 $22.2591 Accounts Payable Clerk 30 $30,113 $14.4774 $37,641 $18.0968 $45,170 $21.7162 GPS Specialist 30 Heavy Equipment Operator 30 Plans Expediter 30 Police Records Clerk,Lead 30 Utility Billing Specialist 30 Animal Shelter Supervisor 29 $29,379 $14.1243 $36,723 $17.6554 $44,068 $21.1865 Deputy Court Clerk,Senior 29 ROW Inspector 29 GPS Field Technician 29 Humane Officer 29 4of6 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Office Assistant,Senior 28 $28,662 $13.7798 $35,828 $17.2248 $42,993 $20.6698 Court Bailiff 27 $27,963 $13.4437 $34,954 $16.8047 $41,944 $20.1656 Utility Field Service Technician 27 Equipment Operator 26 $27,281 $13.1158 $34,101 $16.3948 $40,921 $19.6738 Fleet Services Assistant 26 Records and Information Coordinator,Ass't 26 Recycling Center Specialist 26 Senior Center Shuttle Bus Driver 26 Utility Maintenance Worker 26 Deputy Court Clerk 25 $26,616 $12.7960 $33,269 $15.9949 $39,923 $19.1939 Customer Service Representative 24 $25,966 $12.4839 $32,458 $15.6048 $38,950 $18.7258 Permit Clerk 24 Police Records Clerk 24 Sign Technician 24 23 $25,333 $12.1794 $31,666 $15.2242 $38,000 $18.2691 Building Maintenance Worker 22 $24,715 $11.8823 $30,894 $14.8529 $37,073 $17.8235 Office Assistant 22 Park Maintenance Worker 22 Receptionist 22 Humane Officer,Trainee 21 $24,112 $11.5925 $30,140 $14.4906 $36,169 $17.3887 20 $23,524 $11.3098 $29,405 $14.1372 $35,286 $16.9646 Custodian 19 $22,951 $11.0339 $28,688 $13.7924 $34,426 $16.5509 Animal Shelter Attendant 18 $22,391 $10.7648 $27,988 $13.4560 $33,586 $16.1472 17 $21,845 $10.5022 $27,306 $13.1278 $32,767 $15.7533 16 $21,312 $10.2461 $26,640 $12.8076 $31,968 $15.3691 Water Safety Instructor 15 $20,792 $9.9962 $25,990 $12.4952 $31,188 $14.9943 14 $20,285 $9.7524 $25,356 $12.1905 $30,427 $14.6285 13 $19,790 $9.5145 $24,738 $11.8931 $29,685 $14.2718 12 $19,307 $9.2824 $24,134 $11.6031 $28,961 $13.9237 Head Lifeguard 11 $18,837 $9.0560 $23,546 $11.3201 $28,255 $13.5841 Recycling Center Attendant 10 $18,377 $8.8352 $22,971 $11.0440 $27,566 $13.2527 Lifeguard W/WSI 9 $17,929 $8.6197 $22,411 $10.7746 $26,893 $12.9295 5 of 6 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly 8 $17,492 $8.4094 $21,865 $10.5118 $26,237 $12.6142 Ballfield Attendant 7 $17,065 $8.2043 $21,331 $10.2554 $25,598 $12.3065 Fitness Attendant 7 Lifeguard 7 Recreation Attendant 7 6of6 EXHIBIT C CITY OF PEARLAND EMS PAY PLAN FY 2014 Salary MINIMUM MIDPOINT MAXIMUM Range Job Title Annual Hourly Annual Hourly Annual Hourly E-1 EMT - Basic $26,677 $12.8255 $33,346 $16.0319 $40,016 $19.2382 E-2 E-3 EMT - Intermediate $31,053 $14.9293 $38,816 $18.6617 $46,580 $22.3940 E-4 E-5 Paramedic $40,000 $19.2308 $50,000 $24.0385 $60,000 $28.8462 E-6 E-7 EMS Lieutenant $45,125 $21.6947 $56,406 $27.1184 $67,688 $32.5421 E-8 E-9 EMS Captain $51,000 $24.5192 $63,750 $30.6490 $76,500 $36.7788 Hourly rate or regular rate of pay based on 2080 Regular Hours. NOTE: Paramedic Credential Pay will be discontinued effective 10/01/13 as it is now included in the base rate of pay. EXHIBIT C CITY OF PEARLAND FIRE PAY PLAN FY 2014 Salary MINIMUM MIDPOINT MAXIMUM Range Job Title Annual Hourly Annual Hourly Annual Hourly F-1 Firefighter $45,000 $16.3280 $56,250 $20.4100 $67,500 $24.4920 F-2 Driver/Operator $49,672 $18.0231 $62,089 $22.5288 $74,507 $27.0346 F-3 Fire Lieutenant $54,828 $19.8940 $68,535 $24.8676 $82,242 $29.8411 F-4 Fire Captain $62,000 $22.4964 $77,500 $28.1205 $93,000 $33.7446 F-5 Battalion Chief $70,000 $25.3991 $87,500 $31.7489 $105,000 $38.0987 Hourly rate or regular rate of pay based on 2756 Regular Hours F-6 'Training Battalion Chief' $63,164 I$30.36731 $78,955 I$37.95911 $94,746 I$45.5510 Hourly rate or regular rate of pay based on 2080 Regular Hours Ordinance No. 1492 Exhibit"C" City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Assistant City Manager 82 $108,742 $52.2797 $135,927 $65.3496 $163,113 $78.4195 81 $106,089 $51.0046 $132,612 $63.7557 $159,134 $76.5068 City Attorney 80 $103,502 $49.7605 $129,377 $62.2007 $155,253 $74.6408 79 $100,977 $48.5469 $126,222 $60.6836 $151,466 $72.8203 Director,Community Development 78 $98,515 $47.3628 $123,143 $59.2035 $147,772 $71.0442 Director,Engineering and Capital Projects 78 Director,Finance 78 Director,Public Works 78 Fire Chief 78 Police Chief 78 President-EDC 78 77 $96,112 $46.2076 $120,140 $57.7595 $144,168 $69.3114 76 $93,768 $45.0806 $117,210 $56.3507 $140,651 $67.6209 75 $91,481 $43.9811 $114,351 $54.9763 $137,221 $65.9716 City Engineer/Deputy Director 74 $89,249 $42.9084 $111,562 $53.6355 $133,874 $64.3625 Director,Human Resources 74 Director,Parks&Recreation 74 73 $87,073 $41.8618 $108,841 $52.3273 $130,609 $62.7927 Deputy City Attorney 72 $84,949 $402408 $106,186 $51.0510 $127,423 $61.2612 Municipal Court Judge 72 71 $82,877 $39.8447 $103,596 $49.8058 $124,315 $59.7670 Assistant Police Chief 70 $80,856 $38.8729 $101,069 $48.5911 $121,283 $58.3093 69 $78,883 $37.9247 $98,604 $47.4059 $118,325 $56.8871 Vice President-EDC 68 $76,959 $36.9997 $96,199 $46.2497 $115,439 $55.4996 1 of 8 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly 67 $75,082 $36.0973 $93,853 $45.1216 $112,624 $54.1460 Assistant City Attorney 66 $73,251 $35.2169 $91,564 $44.0211 $109,877 $52.8253 City Secretary 65 $71,465 $34.3579 $89,331 $42.9474 $107,197 551.5369 Executive Director,CVB 65 Assistant Director,Finance 64 $69,721 $33.5199 $87,152 $41.8999 $104,582 $50.2799 Capital Projects,Assistant Director 64 City Planner 64 Assistant City Engineer 63 $68,021 $32.7024 $85,026 $40.8780 $102,031 $49.0536 Assistant Director of Public Works 63 62 $66,362 $31.9048 $82,952 $39.8810 $99,543 $47.8571 61 $64,743 531.1266 $80,929 $38.9083 $97,115 $46.6899 Budget Officer 60 $63,164 $30.3674 $78,955 $37.9593 $94,746 $45.5511 Building Official 60 Director,Marketing(EDC) 60 EMS Chief 60 Fire Marshal/EMC 60 Manager,Information Technology 60 Purchasing Officer 60 59 $61,624 $29.6267 $77,030 $37.0334 $92,435 $44.4401 Assistant Director,Parks&Recreation 58 $60,121 $28.9041 $75,151 $36.1302 $90,181 $43.3562 Associate City Attorney 58 Project Manager 57 $58,654 $28.1992 $73,318 $35.2490 $87,981 $42.2987 Accounting Supervisor 56 $57,224 $27.5114 $71,530 $34.3892 $85,836 $41.2671 Grants Coordinator 56 Manager,Fleet 56 Manager,Utility Customer Service 56 2 of 8 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Planner,Senior 56 GIS Manager 55 $55,828 $26.8404 $69,785 $33.5505 $83,742 $40.2606 Assistant EMS Chief 55 Manager,Communications 55 Municipal Court Administrator 55 Network Administrator 54 $54,466 $26.1857 $68,083 $32.7322 $81,699 $39.2786 Park&Bldg Maintenance Superintendent 54 Recreation Superintendent 54 Superintendent,Streets&Drainage 54 Superintendent,Treatment Plant 54 Superintendent,Water&Sewer 54 Manager,Acquisition 53 $53,138 $25.5471 $66,422 $31.9338 $79,707 $38.3206 Planner,Associate 52 $51,842 $24.9240 $64,802 $31.1549 $77,763 $37.3859 Budget Analyst 52 Manager,Traffic 52 Manager,Animal Control 51 $50,577 $24.3161 $63,222 $30.3951 $75,866 $36.4741 Deputy Fire Marshal 50 $49,344 $23.7230 $61,680 $29.6537 $74,016 $35.5845 Jail Division Supervisor 50 Police Support Services Supervisor 50 Staff Accountant 50 Construction Inspector,Chief 49 $48,140 $23.1444 $60,175 $28.9305 $72,210 $34.7166 Emergency Management Planner 48 $46,966 $22.5799 $58,708 $28.2248 $70,449 $33.8698 Fire Inspector/Investigator 48 Manager,Resource Development 48 Planner 48 Deputy City Secretary 47 $45,821 $22.0291 $57,276 $27.5364 $68,731 $33.0437 Aquatics Manager 46 $44,703 $21.4918 $55,879 526.8648 $67,055 532.2378 3of8 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly HR Generalist 46 Plans Examiner 46 System Administrator 46 Building Inspector 45 $43,613 $20.9677 $54,516 $26.2096 $65,419 $31.4515 Assistant Aquatics Manager 44 $42,549 $20.4562 $53,186 $25.5703 $63,823 $30.6844 Recreation Center Supervisor 44 Recreation Program Coordinator 44 Senior Center Supervisor 44 Special Events Coordinator 44 Marketing Specialist 44 Building Maintenance Supervisor 44 Park Supervisor 44 Construction Inspector 44 Engineering Technician,Senior 44 Maintenance Supervisor 44 Treatment Plant Supervisor 44 Crime Victim Liaison 44 Multimedia Specialist 44 Computer Support Technician,Senior 43 $41,511 $19.9573 $51,889 $24.9466 $62,267 $29.9360 Project Coordinator 43 Vol Fire Recruit/Retention Coordinator 43 Buyer 42 $40,499 $19.4706 $50,623 $24.3382 $60,748 $29.2058 Chief Mechanic 42 Executive Assistant 42 Safety Officer 42 Therapeutic Recreation Specialist 42 GIS Specialist 41 $39,511 $18.9957 $49,389 $23.7446 $59,266 528.4935 Telecommunications Operator,Lead 41 Urban Forester 41 Accounts Payable Supervisor 40 $38,547 518.5324 $48,184 523.1654 $57,821 527.7985 Code Enforcement/Health Officer,Senior 40 Legal Secretary 40 4 of 8 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Utility Customer Service Supervisor 40 Volunteer Coordinator 40 Electrician 39 $37,607 $18.0803 $47,009 $22.6004 $56,411 $27.1205 Office Supervisor 39 GISTechnician 38 $36,690 $17.6394 $45,862 $22.0492 $55,035 $26.4590 Maintenance Crew Leader 38 Utility Maintenance Technician,Senior 38 Treatment Plant Operator II 38 Program Specialist 38 Recreation Program Coordinator,Assistant 38 Recreation Specialist 38 Utility Field Service Technician,Lead 38 Code Enforcement/Health Officer 37 $35,795 $17.2091 $44,744 $21.5114 $53,692 $25.8137 Crime Victim Specialist 37 Jailer 37 Telecommunications Operator 37 Administrative Assistant 36 $34,922 $16.7894 $43,652 $20.9867 $52,383 $25.1841 Building Maintenance Technician 36 Traffic Signal Technician 36 HR Assistant 35 $34,070 $16.3799 $42,588 $20.4749 $51,105 $24.5698 Park Maintenance Crew Leader 35 Accounting Technician 34 $33,239 $15.9804 $41,549 $19.9755 $49,859 $23.9706 Computer Support Technician 34 Construction Inspector 34 Recycling Center Supervisor 34 Treatment Plant Operator I 34 Utility Maintenance Technician 34 CCTV Technician 34 Utility Inspector 34 Property Room Technician 33 $32,428 $15.5906 $40,536 $19.4883 $48,643 $23.3859 5 of 8 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Custodial Crew Leader 32 $31,638 $15.2104 $39,547 $19.0130 $47,456 $22.8155 Mechanic 32 Records and Information Coordinator 32 Traffic Signal Technician,Trainee 32 Humane Officer,Senior 31 $30,866 $14.8394 $38,582 $18.5492 $46,299 $22.2591 Accounts Payable Clerk 30 $30,113 $14.4774 $37,641 $18.0968 $45,170 $21.7162 GPS Specialist 30 Heavy Equipment Operator 30 Plans Expediter 30 Police Records Clerk,Lead 30 Utility Billing Specialist 30 Animal Shelter Supervisor 29 $29,379 $14.1243 $36,723 $17.6554 $44,068 $21.1865 Deputy Court Clerk,Senior 29 ROW Inspector 29 GPS Field Technician 29 Humane Officer 29 Office Assistant,Senior 28 $28,662 $13.7798 $35,828 $17.2248 $42,993 $20.6698 Court Bailiff 27 $27,963 $13.4437 $34,954 $16.8047 $41,944 $20.1656 Utility Field Service Technician 27 Equipment Operator 26 $27,281 $13.1158 $34,101 $16.3948 $40,921 $19.6738 Fleet Services Assistant 26 Records and Information Coordinator,Ass't 26 Recycling Center Specialist 26 Senior Center Shuttle Bus Driver 26 Utility Maintenance Worker 26 Deputy Court Clerk 25 $26,616 $12.7960 $33,269 $15.9949 $39,923 $19.1939 Park Maintenance Worker 25 Customer Service Representative 24 $25,966 $12.4839 $32,458 $15.6048 $38,950 $18.7258 6of8 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly Permit Clerk 24 Police Records Clerk 24 Sign Technician 24 23 $25,333 $12.1794 $31,666 $15.2242 $38,000 $18.2691 Building Maintenance Worker 22 $24,715 $11.8823 $30,894 $14.8529 $37,073 $172235 Office Assistant 22 Park Maintenance Worker 22 Receptionist 22 Humane Officer-in-Training 21 $24,112 $11.5925 $30,140 $14.4906 $36,169 $17.3887 20 $23,524 $11.3098 $29,405 $14.1372 $35,286 $16.9646 Custodian 19 $22,951 $11.0339 $28,688 $13.7924 $34,426 $16.5509 Animal Shelter Attendant 18 $22,391 $10.7648 $27,988 $13.4560 $33,586 $16.1472 17 $21,845 $10.5022 $27,306 $13.1278 $32,767 $15.7533 16 $21,312 $10.2461 $26,640 $12.8076 $31,968 $15.3691 Water Safety Instructor 15 $20,792 $9.9962 $25,990 $12.4952 $31,188 $14.9943 15 14 $20,285 $9.7524 $25,356 $12.1905 $30,427 $14.6285 13 $19,790 $9.5145 $24,738 $11.8931 $29,685 $14.2718 12 $19,307 $9.2824 $24,134 $11.6031 $28,961 $13.9237 Head Lifeguard 11 $18,837 $9.0560 $23,546 $11.3201 $28,255 $13.5841 Recycling Center Attendant 10 $18,377 $8.8352 $22,971 $11.0440 $27,566 $13.2527 Lifeguard W/WSI 9 $17,929 $8.6197 $22,411 $10.7746 $26,893 $12.9295 7 of 8 City of Pearland EXHIBIT C FY 2014 Salary Plan Position Title Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Range Annual Hourly Annual Hourly Annual Hourly 8 $17,492 $8.4094 $21,865 $10.5118 $26,237 $12.6142 Ballfield Attendant 7 $17,065 $8.2043 $21,331 $10.2554 $25,598 $12.3065 Fitness Attendant 7 Lifeguard 7 Recreation Attendant 7 8 of 8 EXHIBIT C CITY OF PEARLAND EMS PAY PLAN FY 2014 Salary MINIMUM MIDPOINT MAXIMUM Range Job Title Annual Hourly Annual Hourly Annual Hourly E-1 EMT-Basic $26,677 $12.8255 $33,346 $16.0319 $40,016 $19.2382 E-2 E-3 EMT-Intermediate $31,053 $14.9293 $38,816 $18.6617 $46,580 $22.3940 E-4 E-5 Paramedic $40,000 $19.2308 $50,000 $24.0385 $60,000 $28.8462 E-6 E-7 EMS Lieutenant $45,125 $21.6947 $56,406 $27.1184 $67,688 $32.5421 E-8 E-9 EMS Captain $49,706 $23.8971 $62,133 $29.8714 $74,559 $35.8457 Hourly rate or regular rate of pay based on 2080 Regular Hours. EXHIBIT C CITY OF PEARLAND FIRE PAY PLAN FY 2014 Salary MINIMUM MIDPOINT MAXIMUM Range Job Title Annual Hourly Annual Hourly Annual Hourly F-1 Firefighter $45,000 $16.3280 $56,250 $20.4100 $67,500 $24.4920 F-2 Driver/Operator $49,672 $18.0231 $62,089 $22.5288 $74,507 $27.0346 F-3 Fire Lieutenant $54,828 $19.8940 $68,535 $24.8676 $82,242 $29.8411 F-4 Fire Captain $62,000 $22.4964 $77,500 $28.1205 $93,000 $33.7446 F-5 Battalion Chief $70,000 $25.3991 $87,500 $31.7489 $105,000 $38.0987 Hourly rate or regular rate of pay based on 2756 Regular Hours F-6 (Training Battalion Chiefl $63,164 I$30.36731 $78,955 I$37.95911 $94,746 I$45.55101 Hourly rate or regular rate of pay based on 2080 Regular Hours EXHIBIT C CITY OF PEARLAND POLICE PAY PLAN FY 2014 0-6 mos. Police $15.8400 Cadet 0 1 2 3 4 5 6 7 8 9 10 11 Police $24.1771 $24.9025 $25.6495 $26.4190 $27.2116 $28.0279 $28.8688 $29.7348 $30.6269 $31.5457 $32.4921 $33.4668 Officer $4,190.71 $4,316.43 $4,445.92 $4,579.30 $4,716.68 $4,858.18 $5,003.92 $5,154.04 $5,308.66 $5,467.92 $5,631.96 $5,800 92 $50,288.46 $51,797.11 $53,351.03 $54,951.56 $56,600.10 $58,298.11 $60,047.05 $61,848.46 $63,703.92 $65,615.03 $67,583.49 $69,610.99 1st year 2nd year 3rd year 4th year 5th year 6th year Education/Incentive Pay $34.4708 $35.5050 $36.5701 $37.6672 $38.7972 $39.9611 Sergeant $5,974.94 $6,154.19 $6,338.82 $6,528.98 $6,724.85 $6,926.60 All officers shall receive certification pay as follows, $71,699.32 $73,850.30 $76,065.81 $78,347.78 $80,698.22 $83,119.16 after successful completion of their probationary period: 1st year 2nd year 3rd year 4th year $41.1600 $42.3948 $43.6666 $44.9766 TCLEOSE BASIC CERTIFICATE $ .00/hr. Lieutenant 57,134.39 $7,348.43 $7,568.88 $7,795.95 TCLEOSE INTERMEDIATE CERTIFICATE $ .29/hr. 085,612.74 $88,181.12 590,826.55 593,551.35 TCLEOSE ADVANCED CERTIFICATE $ .58/hr. 1st year 2nd year 3rd year TCLEOSE MASTER PEACE CERTIFICATE $ .87/hr. 546.3259 $47.7157 $49.1472 Captain $8,029.82 58,270.72 $8,518.84 In addition,add the following to the above,if the officer $96,357.89 $99,248.63 $102,226.09 holds an Intermediate,Advanced or Master Certificate and has: ASSOCIATE DEGREE $ .58/hr. BACHELORS DEGREE $ .87/hr. MASTERS DEGREE $1.15/hr. 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. CIP FUND - CHANGE LIST (FUND 203) The purpose of the change list is to track all changes to the Proposed Budget since it was presented to Council on July 29,2013. FY2012-13 FY2013-14 DATE OF PROJECTED PROPOSED CHANGE Preliminary Revenues: $14,500,092 $23,630,495 07/19/13 Changes to Preliminary Revenues: Adjustment to McHard Road $120 08/16/13 Total Revenue Changes: $0 $120 Total Revenue with Changes: $14,500,092 $23,630,615 Preliminary Expenditures: $15,848,651 $24,297,166 07/19/13 Changes to Preliminary Expenditures: Adjustment to McHard Road $120 08/16/13 Total Change in Expenditures: $0 $120 Total Expenditures with Changes: $15,848,651 $24,297,286 Net Revenues Over/(Under)Expenses ($1,348,559) ($666,671) Beginning Fund Balance $2,288,414 $939,855 Ending Fund Balance $939,855 $273,184 8/29/2013 10:00 AM 4 CIP FUND - CHANGE LIST (FUND 302) The purpose of the change list is to track all changes to the Proposed Budget since it was presented to Council on July 29,2013. FY2012-13 FY2013-14 DATE OF PROJECTED PROPOSED CHANGE Preliminary Revenues: $1,844,902 $0 07/19/13 Changes to Preliminary Revenues: Total Revenue Changes: $0 $0 Total Revenue with Changes: $1,844,902 $0 Preliminary Expenditures: $661,566 $94,763 07/19/13 Changes to Preliminary Expenditures: McHard Outfall Construction/Contingency $409,000 Total Change in Expenditures: $0 $409,000 Total Expenditures with Changes: $661,566 $503,763 Net Revenues Over/(Under)Expenses $1,183,336 ($503,763) Beginning Fund Balance $0 $1,183,336 Ending Fund Balance $1,183,336 $679,573 8/29/2013 10:00 AM 5 MUNICIPAL COURT TECH - CHANGE LIST (FUND 19) The purpose of the change list is to track all changes to the Proposed Budget since it was presented to Council on July 29,2013. FY2012-13 FY2013-14 DATE OF PROJECTED PROPOSED CHANGE Preliminary Revenues: $74,952 $78,420 07/19/13 Changes to Preliminary Revenues: Total Revenue Changes: $0 $0 Total Revenue with Changes: $74,952 $78,420 Preliminary Expenditures: $306,132 $77,790 07/19/13 Changes to Preliminary Expenditures: Server for New Court Software $7,000 08/19/13 Total Change in Expenditures: $7,000 $0 Total Expenditures with Changes: $313,132 $77,790 Net Revenues Over/(Under)Expenses ($238,180) $630 Beginning Fund Balance $243,295 $5,115 Ending Fund Balance $5,115 $5,745 8/29/2013 10:00 AM 6 OTHER FUNDS- CHANGE LIST The purpose of the change list is to track all changes to the Proposed Budget since it was presented to Council on July 29,2013. FY2012-13 FY2013-14 DATE OF PROJECTED PROPOSED CHANGE COURT SECURITY FUND(17) Preliminary Revenues: $63,155 $66,417 07/19/13 Total Revenue Changes: $0 $0 Total Revenue with Changes: $63,155 $66,417 Preliminary Expenditures: $73,850 $78,965 07/19/13 Changes to Preliminary Expenditures: Reduce Medical from 8.1%to 5.6% ($287) 08/19/13 Total Change in Expenditures: $0 ($287) Total Expenditures with Changes: $73,850 $78,678 Net Revenues Over/(Under)Expenses ($10,695) ($12,261) Beginning Fund Balance $141,121 $130,426 Ending Fund Balance $130,426 $118,165 • COURT JUVENILE FUND(23) Preliminary Revenues: $74,664 $39,265 07/19/13 Total Revenue Changes: $0 $0 Total Revenue with Changes: $74,664 $39,265 Preliminary Expenditures: $46,693 $43,092 07/19/13 Changes to Preliminary Expenditures: Reduce Medical from 8.1%to 5.6% ($18) 08/19/13 Total Change in Expenditures: $0 ($18) Total Expenditures with Changes: $46,693 $43,074 Net Revenues Over/(Under)Expenses $27,971 ($3,809) Beginning Fund Balance $34,907 $62,878 Ending Fund Balance $62,878 $59,069 8/29/2013 10:00 AM 7 FY2012-13 FY2013-14 DATE OF PROJECTED PROPOSED CHANGE CVB(45) Preliminary Revenues: $1,136,017 $1,151,088 07/19/13 Total Revenue Changes: $0 $0 Total Revenue with Changes: $1,136,017 $1,151,088 Preliminary Expenditures: $831,359 $761,511 07/19/13 Changes to Preliminary Expenditures: Reduce Medical from 8.1%to 5.6% ($316) 08/19/13 Total Change in Expenditures: $0 ($316) Total Expenditures with Changes: $831,359 $761,195 Net Revenues Over/(Under)Expenses $304,658 $389,893 Beginning Fund Balance $1,823,828 $2,128,486 Ending Fund Balance $2,128,486 $2,518,379 UofH(140) Preliminary Revenues: $291,706 $258,447 07/19/13 Total Revenue Changes: $0 $0 Total Revenue with Changes: $291,706 $258,447 Preliminary Expenditures: $322,771 $258,393 07/19/13 Changes to Preliminary Expenditures: Reduce Medical from 8.1%to 5.6% ($127) 08/19/13 Total Change in Expenditures: $0 ($127) Total Expenditures with Changes: $322,771 $258,266 Net Revenues Over/(Under)Expenses ($31,065) $181 Beginning Fund Balance $31,065 $0 Ending Fund Balance $0 $181 Solid Waste(31) Preliminary Revenues: $8,173,390 $8,458,930 07/19/13 Total Revenue Changes: $0 $0 Total Revenue with Changes: $8,173,390 $8,458,930 Preliminary Expenditures: $8,373,666 $8,521,062 07/19/13 Changes to Preliminary Expenditures: Reduce Medical from 8.1%to 5.6% ($127) 08/19/13 Total Change in Expenditures: $0 ($127) Total Expenditures with Changes: $8,373,666 $8,520,935 Net Revenues Over/(Under)Expenses ($200,276) ($62,005) Beginning Fund Balance $342,903 $142,627 Ending Fund Balance $142,627 $80,622 8/29/2013 10:00 AM 8 ---... . ,..., a CM. 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V,•‘,. l 4, - 2*, • ...OIL .... .Y, ,,\,:::',,'','a:1,441;1.110.44,',': it•TrAt. t''".11..4's-2 rz a p,-""' 4''. ,I,. .i'44.4 k:/'3:...'. -.*' w... . 0 FILE COPY CIT1t"ECIRE'TARY'S OFFi DO NOT REMOVE` CITY OF PEARLAND, TEXAS ADOPTED BUDGET FOR FISCAL YEAR OCTOBER 1, 2013 TO SEPTEMBER 30, 2014 TOM REID MAYOR TONY CARBONE SCOTT SHERMAN, COUNCIL MEMBER, POSITION 1 COUNCIL MEMBER, POSITION 2 SUSAN SHERROUSE COUNCIL MEMBER, POSITION 3 KEITH ORDENEAUX COUNCIL MEMBER, POSITION 4 GREG HILL COUNCIL MEMBER, POSITION 5 MAYOR PRO-TEM 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 PRESFZ*'M TO City of Pearland Texas For the Fiscal Year Beginning October 1, 2012 Psi Exem ww nay 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, 2012. 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. AAk Aw CITY OF PEARLAND ADOPTED BUDGET FY 2014 TABLE OF CONTENTS Tableof Contents.............................................................................................................. i-iv TRANSMITTAL LETTER City Manager's Budget Message........................................................................................................... v-xiii INTRODUCTION PrincipalCity Officials............................................................................................................................ 1 OrganizationChart .................................................................................................................................... 2 Introductionto the City........................................................................................................................... 3 CoreBeliefs.............................................................................................................................................. 4 Demographicsand Statistics.................................................................................................................. 5-6 City Council Strategic Initiatives............................................................................................ 7-8 Reader's Guide to the Budget............................................................................................................... 9 Organization of the Budget Document............................................................................................... 9-10 FundStructure................................................................................................................................... 11 Budget Objectives and Philosophy................................................................................................. 12 Basis of Budgeting and Accounting................................................................................................ 12-13 BudgetProcedures.......................................................................................................................... 13-14 Procedure to Amending the Budget................................................................................................ 14 FY2013 Budget Calendar...................................................................................................................... 15 COMPREHENSIVE FINANCIAL MANAGEMENT POLICY STATEMENTS ......................................... 17-18 I. Accounting, Auditing and Financial Reporting................................................................................... 19 II. Budget and Long Range Financial Planning...................................................................................... 20-22 III. Revenues........................................................................................................................................... 22-23 IV. Expenditures...................................................................................................................................... 23 V. Fund Balance and Reserves.............................................................................................................. 23-25 VI. Capital Expenditures and Improvements........................................................................................... 25-26 VII. Debt.................................................................................................................................................... 26-29 VIII.Cash Management and Investments................................................................................................. 29-30 IX. Grants and Intergovernmental Revenues.......................................................................................... 30-31 X. Financial Consultants........................................................................................................................ 31-32 HIGHLIGHTS............................................................................................................................................ 33 GeneralFund............................................................................................................................................ 34-37 Water& Sewer Fund................................................................................................................................ 38-40 GrantFund................................................................................................................................................ 41-42 OtherFunds............................................................................................................................................. 43 Staffing Changes — General Fund............................................................................................................ 44-46 Staffing Changes — Water & Sewer Fund................................................................................................. 47 StaffingChanges — Other Funds.............................................................................................................. 48 TRENDS AND FINANCIAL SUMMARIES General Fund Trends — Revenues, Expenditures and Other Sources ..................................................... 49-52 Water & Sewer Fund Trends — Revenues, Expenditures and Other Sources ......................................... 53-54 Revenues and Expenditures Summary — All Funds................................................................................. 55 Revenues and Expenditures — Graphs — All Funds................................................................................. 56 Analysis of Fund Balance and Cash Equivalents — All Funds.................................................................. 57 SpecialRevenue Funds........................................................................................................................... 57 Governmental Capital Project Funds........................................................................................................ 58 IndividualProprietary Funds..................................................................................................................... 58 Individual Proprietary Capital Project Funds............................................................................................ 58 InternalService Funds.............................................................................................................................. 59 P. E. D.0..................................................................................................................................................... 59 PROPERTY TAXES Overview................................................................................................. TaxCollections....................................................................................... Effective Tax Rate Publication................................................................ Assessed Valuation, Tax Levied and Tax Collected .............................. Assessed Valuation - Graph................................................................... Tax Rate Distribution for Debt Service & General Fund ......................... Principal Taxpayers................................................................................ DEBT SERVICE FUND Overview................................................................................................. Debt Service Fund Revenues, Expenditures and Fund Balance ........... RevenueDetail....................................................................................... Governmental Debt Maturity Schedule ................................................... Governmental Debt to Maturity Graph .................................................... General Debt Schedule......................................................................... GENERALFUND Overview................................................................................................. Total Revenue and Total Expenditure Graph ......................................... RevenueDetail....................................................................................... Expenditure Summary - All General Fund Departments by Category ... Expenditure Summary - All General Fund Departments by Function .... General Government Expenditure and Staffing Summary ..................... 1010 - City Council.................................................................... 1020 - City Manager.................................................................. 1040 - Human Resources.......................................................... 1050 - City Secretary................................................................. 1080 - Legal............................................................................... 1250 - Information Technology .................................................. 1260 - Finance........................................................................... 1270 - Other Requirements....................................................... 1380 - Library............................................................................. Public Safety Expenditure and Staffing Summary .................................. Police Department Organization Chart ...................................... Police Department Overview and Key Budget Items ................ 2211 - Police - Administration.................................................... 2212 - Police - Patrol Operations .............................................. 2213 - Police - Investigations.................................................... 2214 - Police - Community Services ......................................... 2215 - Police - Support Services ............................................... 2216 - Police - Jail..................................................................... 2217 - Police — Commercial Vehicle Enforcement .................... 2218 - Police - School Resource Officer ................................... 2219 - Police - Traffic Enforcement/Motorcycles ....................... 2221 - Police - Special Investigations ....................................... 2222 - Police - Training............................................................. 2320 - Fire Department............................................................. 2340 - Fire Marshal................................................................... 2350 - Emergency Management ............................................... 2460 - Emergency Medical Services ......................................... Community Services Expenditure and Staffing Summary ...................... Community Development Overview and Key Budget Items ..... 1605 - Community Development Administration .......... 1610 - Permits and Inspections .................................... 1630 — Health & Environmental Services ..................... 1650 - Planning............................................................ 1520 - Animal Control................................................................ 1530 - Communications............................................................. 1540 - Municipal Court ............................................................................ .... 61 .... 62 .... 63-64 .... 65 .... 66 .... 67 .... 68 69 70 71 72 73 74-77 ...................... 79-82 ...................... 83 ...................... 84-86 ...................... 87 ...................... 88-89 ...................... 90-91 ...................... 92-94 ...................... 95-97 ...................... 98-101 ...................... 102-105 ...................... 105-108 ...................... 109-111 ...................... 112-115 ...................... 116 ...................... 117-118 ...................... 119-120 ...................... 121 ...................... 122 ...................... 123-125 ...................... 126-128 ...................... 129-132 ......................133-135 ......................136-138 ...................... 139-141 ...................... 142-144 ...................... 145-147 ...................... 148-150 ...................... 151-153 ...................... 154-156 ...................... 157-160 ...................... 161-164 ...................... 165-166 ...................... 167-169 ...................... 170-172 ...................... 173-174 ...................... 175-176 ...................... 177-180 ...................... 181-184 ...................... 185-188 ...................... 189-192 ...................... 193-196 ...................... 197-200 GENERAL FUND (continued) Public Works Expenditure and Staffing Summary ................................................... Public Works Overview and Key Budget Items .......................................... 3520 - Public Works Administration............................................................ 3530 - Fleet Maintenance........................................................................... 3570 - Streets & Drainage.......................................................................... 3590 - Service Center................................................................................. Engineering & Capital Projects Overview and Key Budget Items .............. 1405 - Engineering & Capital Projects Administration .................. 1440 - Capital Projects.................................................................. 1460 - Geographical Information System (GIS) ............................ 1420 - Engineering........................................................................ 1425 - Traffic Operations & Maintenance ...................................... Parks & Recreation Expenditure and Staffing Summary ......................................... Parks & Recreation Overview and Key Budget Items ................................ 3395 - Parks & Recreation - Administration ............................................... 3391 - Parks & Recreation - Resource Development ................................ 3340 - Parks & Recreation - Recreation Center/Natatorium ...................... 3341 - Parks & Recreation - Westside Events Center ............................... 3389 - Parks & Recreation - Parks Maintenance West .............................. 3390 - Parks & Recreation - Parks Maintenance East ............................... 3320 - Custodial Services........................................................................... 3321 - Facilities Maintenance..................................................................... 3392 - Parks & Recreation - Athletics........................................................ 3393 - Parks & Recreation - Special Events .............................................. 3394 - Parks & Recreation - Senior Program ............................................. 3396 - Parks & Recreation - Youth Development ...................................... 3397 - Parks & Recreation - Aquatics........................................................ 3351 - Recycling......................................................................................... ENTERPRISE FUND Water & Sewer Fund Overview, Revenue and Expense Summary ............. Water & Sewer Fund Revenue Detail........................................................... Water & Sewer Fund Expense and Staffing Summary - All Departments ... Public Works Overview and Key Budget Items ............................... 4041 - Lift Stations........................................................................... 4042 - Wastewater Treatment......................................................... 4043 - Water Production.................................................................. 4044 - Distribution & Collection....................................................... 4047 - Water & Sewer Construction ................................................ 4048 - PW Geographical Information System (GIS) ....................... 4145 — Utility Billing & Collections................................................... 4246 - Other Requirements/Debt Service ....................................... Enterprise Fund Debt Maturity Schedule ..................................................... Enterprise Fund Debt to Maturity Graph ....................................................... Enterprise Fund Debt Schedule................................................................... Solid Waste Fund 31 - 3350......................................................................... CAPITAL PROJECT FUNDS CapitalProjects Funds....................................................................................... Fund 50 Capital Projects Pay -As -You -Go CIP..................................... Fund 68 Capital Projects — Certificate of Obligation 2001 ................... Fund 70 Capital Projects — Mobility Certificate of Obligation 2001 ...... Fund 200 Capital Projects — Certificate of Obligation 2006 ................. Fund 201 Capital Projects — Certificate of Obligation 2007 ................. Fund 202 Capital Projects — GO Series 2007A.................................... Fund 203 Capital Projects — GO Series 2009...................................... Fund 42 Utility Impact Fee.................................................................... Fund 44 Shadow Creek Impact Fee ..................................................... Fund 64 1998 Certificate of Obligation ................................................. Fund 67 1999 W & S Revenue Bonds ................................................. Fund 301 Water/Sewer Pay -As -You -Go CIP....................................... 201 ........................ 202-203 ....................... 204-206 ........................ 207-209 ........................ 210-213 ....................... 214-215 ........................ 216-217 ........................ 218-220 ........................ 221-224 ........................ 225-227 ....................... 228-230 ........................ 231-233 ........................ 234-237 ........................ 238 ........................ 239-241 ........................ 242-244 ........................ 245-247 ........................ 248-250 ........................ 251-253 ........................ 254-256 ........................ 257-259 ........................ 260-262 ........................ 263-265 ........................ 266-268 ........................ 269-271 ........................ 272-274 ........................ 275-277 ........................ 278-280 281-282 283 284 285-286 287-290 291-293 294-297 298-301 302-304 305-307 308-311 312 313 314 315-316 317-319 Fund 302 MUD 4 Capital Program.............................................................................................. 335 Impacton Operating Funds...................................................................................................................... 336-343 SPECIAL REVENUE FUNDS Special Revenue Funds Definition........................................................................................................... 345 CourtSecurity Fund — 17............................................................................................................. 346-347 CitywideDonation Fund — 18...................................................................................................... 348-349 CourtTechnology Fund — 19....................................................................................................... 350-351 JuvenileManagement Fund — 23................................................................................................ 352-353 Traffic Impact Improvement Fund — 35........................................................................................ 354-355 RegionalDetention Fund — 43..................................................................................................... 356-357 Hotel/Motel Occupancy Tax Fund/Convention & Visitors' Bureau — 45...................................... 358-359 ParksDonations Fund — 46......................................................................................................... 360-361 Park & Recreation Development Fund — 47................................................................................ 362-364 TreeTrust Fund — 49................................................................................................................... 365-366 SidewalkFund — 55..................................................................................................................... 367-368 PoliceState Seizure Fund — 60................................................................................................... 369-370 Federal Seizure Police Fund — 62............................................................................................... 371-372 GrantFund — 101......................................................................................................................... 373-375 Community Development Fund—107-111................................................................................... 376-377 University of Houston Fund — 140............................................................................................... 378-379 University of Houston Capital Renewal Fund — 141.................................................................... 380-381 MunicipalChannel — 145............................................................................................................. 382-383 INTERNAL SERVICE FUND InternalService Funds Definition.............................................................................................................. 385 Property/Liability Insurance — 95.............................................................................................................. 386-387 MedicalSelf -Insurance — 99..................................................................................................................... 388-389 P.E.D.C. ComponentUnits 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.........................................................................................................................403-432 APPENDIX NewPersonnel Funded........................................................................................................................... 433 StaffingChart ............................................................................................................................................ 434 Full -Time Equivalents Per Population Graphs......................................................................................... 435 Employees by Service Area Graph.......................................................................................................... 436 Full -Time Equivalents by Service Area..................................................................................................... 437 Supplemental & Capital Requests Funded — General Fund....................................................................438-442 Supplemental & Capital Requests Funded — Water & Sewer Fund.........................................................443-444 Supplemental & Capital Requests Funded — Other Funding Sources ..................................................... 445 Supplemental & Capital Requests Not Funded — General Fund.............................................................. 446-448 Supplemental & Capital Requests Not Funded — Water & Sewer Fund .................................................. 449 City Budget Charter of Pearland.............................................................................................................. 450-453 OrdinanceAdopting the Budget............................................................................................................... 454-455 Exhibit A - FY 2012-2013 Budget Comparisons................................................................................ 456-457 Exhibit B - FY 2013-2014 Adopted Budget........................................................................................ 458 Exhibit C - FY 2013-2014 Pay Plans................................................................................................. 459-467 OrdinanceLevying Taxes.........................................................................................................................468-469 GLOSSARY Glossary.................................................................................................................................................... 471-476 Acronyms.................................................................................................................................................. 477-481 City of Pearland 3519 Liberty Drive Pearland, Texas 77581 Tel: 281.652.1600 cityofpearland.com TO: Mayor and Council FROM: Bill Eisen, City Manager tcz DATE: October 1, 2013 SUBJECT: Adopted 2013-14 Operating Budget The Adopted Operating Budget for the 2013-2014 fiscal year accompanies this lak 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. look look Introduction Once again, two factors played major roles in the development of the budget, the 1=► improving Houston area economy and the City's increasing population. Im The improving regional economy will result in substantially improved revenues in the Ak coming fiscal year. Improved economic conditions will be most noticeable in two major revenue ,ok sources — sales tax and building permits. 'nk Sales tax revenue for the current year is up by 9.1% over FY 2011-12 levels, as of the Mk end of May. The Adopted Budget for 2013-14 includes a total increase in sales tax of 7.8% over Ink the projected revenues from this year. This increase assumes an overall increase both in the volume and dollar value of sales. lak .. Building Permit revenue is also projected to maintain the strong levels that have developed during the current fiscal year. The Adopted Budget for 2013-14 anticipates 1,000 '� single family permits. Isk Ink Another economic factor that will impact revenues is an increase in property values, due to both new construction and the addition of property values from the MUD #4 area which was Ink annexed into the City on December 31, 2012. Values of existing residential properties have Ask declined slightly over the past few years and indications are that this trend will continue for the upcoming year. The impact of increased residential and commercial construction and the addition of MUD #4 will more than offset the slight decrease in existing home values for existing lift properties for 2014. The tax roll is projected to increase over the current year by $504 million or Ink 7.7%. Of the $504 million increase, $214 million results from the annexation of MUD #4. "' Another significant factor that impacts the Adopted Budget is a 3% increase in •. population. This increase in population results in a need for increased services to meet the _ needs of new residents. This projected increase in population is the result of both newly constructed homes and multifamily dwellings. ... v The Adopted Budged includes no increase in either the property tax rate or water and sewer rates. 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 remains unchanged at 49 cents. Council Goals On March 2, 2013, the City Council held its annual Goal Setting Retreat. The following Goals that have budgetary implications have been addressed in the Adopted Operating and Capital budgets. Goal II.B. — Continue to implement proactive ways to share (financial) information with citizens. The budget proposes to eliminate the contract for videography and editing services and replace it with a full-time employee. This change will result in a net increased cost of $9,387, but will greatly increase the resources that are available to provide information to the public regarding financial and other City affairs. Goal III.A. — Continue to build relationships with all stakeholders and actively lobby elected officials/TxDOT to ensure Pearland's priority transportation interests/needs are met. The City was awarded federal funding to pay 80 percent of the cost of the widening of Bailey Road from Veterans Drive to FM 1128. The City also was granted 80 percent funding for the extension of McHard Road from Mykawa to Cullen. Neither of these grants will impact the upcoming year budget but will have a long term positive impact on the debt service portion of the property tax rate. Goal V.A. — Adopt and assist in implementation of PEDC Strategic Plan. The City Council adopted the Plan and the budget includes $350,000 to begin implementation. Goal VI.A. — Continue to work towards implementation of Cullen/FM 518 Regional Detention Pond. facility. The Capital budget includes ongoing funding for land acquisition and construction of the Goal VI.B. — Coordinate with TxDOT and implement lower Kirby Regional Detention plan. The Capital budget includes funding for TxDOT approvals and continuing design of the first phase of the project. Goal VIII.C. — Explore possible partnerships with advocates for skatepark and BMX park. The budget includes $40,000 for design of a skatepark facility complete, funding partnerships with interested groups will be pursued. vi When design is aft Goal VIII.A. — Develop plan to reduce euthanasia rate at Animal Control shelter. Mk The budget includes funding ($29,375) for an Animal Shelter Attendant to staff the ,k shelter on weekends so that Animal Control Officers can attend more adoption events. ak Other Maior Issues In April 2013, the City Council authorized the hiring of a consulting firm to conduct a classification and compensation study of all City positions. The purpose of the study was to determine if all persons were correctly classified based upon the functions performed by each Ink employee. The study also included a salary survey of competing cities to determine if City of Pearland salary ranges were competitive in the market. The study concluded that a number of .k changes in salary ranges were needed so that the City could attract and retain quality aft employees. The following costs associated with adjustment of the salary ranges and associated changes in salaries of individual employees are budgeted: .. .k General Fund $1,957,337 Ak Water and Sewer Fund 236,015 PEDC 12,070 Ak Other Funds 9,162 ,k TOTAL $2, 214, 584 Ak The above data includes the cost of salary related benefits and scheduled overtime for Aft public safety personnel. Under the implementation plan all employees whose salaries are below the new minimum for their classification will receive an increase in compensation to bring Mk them to the minimum of the new range. In addition, employees will receive a minimum of 3 Ak percent pay adjustments based upon length of service in their current position. For this one Ak year only, employees pay adjustments will not be based on performance evaluations. Once again, this year the budget emphasizes public safety operations and provides funding for the following: • 9 additional firefighting personnel to staff the newly reconstructed Fire Station 3. The gift station is projected to open in October, 2014, but personnel are budgeted to be hired on ,w August 1 to allow time for training prior to the station opening. Some of these 9 Ak personnel will not be needed if EMS/Fire Consolidation takes place and a three shift structure is adopted. The number of new personnel needed in that instance will depend Aft upon the number of EMS personnel who opt to cross train. _ Addition of a 5th ambulance to operate 12 hours per day during peak call times. The purpose of the addition is to ensure adequate resources to handle simultaneous calls during these peak times. Funding for two EMT -Basic and two Paramedics at a total cost of $171,394 is budgeted. The projected cost assumes a start date of December 1 to allow for the hiring process. A new ambulance for this unit is also included in the budget. �► Replacement of two ambulance units, each with more than 135,000 miles. One unit is a total replacement ($134,525) and one is to be replaced with a remounted module on a new cab and chassis ($94,325). • Funding for the anticipated consolidation of the Fire and EMS departments is also .sk included in the General Fund. Projected costs include training and its associated Ift overtime costs ($256,000), protective fire gear for EMS personnel who cross -train as m► Vii .► Oft firefighters ($108,000), and uniforms for personnel who cross -train ($36,000). The AM projected schedule calls for consolidation to take place on October 1, 2014. Replacement of a 20-year old Fire Pumper that has exceeded its life expectancy ($625,000). 3 additional Police Officers and associated equipment to begin on February 1 are included in the General Fund ($316,666). The additional officers are budgeted to meet departmental needs associated with growth in population and number of calls for " service. During the current fiscal year the City completed an Information Technology Needs Assessment and Five Year Master Plan. The purpose of the Plan was to ensure that departments have adequate technology resources to maximize productivity of City personnel. The budget proposes expenditure of $339,422 to include addition of a System Administrator, shortening the computer replacement period from six years to four, and replacement of Lotus Notes with Microsoft Outlook e-mail server and license, internet connectivity and redundancy, and a consultant to begin the process of replacing the current 18-year old enterprise application software (payroll, accounts payable, general ledger, permits, and utility billing). In the most recent citizen survey, the number one concern of Pearland residents was traffic. The adopted budget funds the first year of a three-year program to install flashing yellow left turn arrows on traffic signals in the City. The first year program includes installation along FM 518, parts of Dixie Farm Road, and along Magnolia ($138,186). A related project Aft ($192,000) will replace span wires, signal heads, and controller cabinets for FM 518 signals at the intersections with the West Wal-Mart, Cullen, Woody, and Woodcreek. Replacement of these signals is due to electronic and other problems that cause these signals to frequently go into flash mode, resulting in traffic delays. The first of three major park projects is now under construction. The Max Road Sportsplex is projected to be completed in April, 2014. In order to allow time for the grass on the playing fields to become established, the fields will not open for play until the fall soccer _ season. However, it will be necessary to purchase various equipment for the location during the 2013-14 fiscal year. This equipment includes 22 picnic tables, two shade structures, 3 trash receptacles, and a scoreboard. In addition, supplies, tools, utilities and mowing/landscaping services will be required for the five month period from May — September ($244,034). Am This document contains a number of summary sections intended to make the budget easier to review and understand. Aft • Overviews of each fund are provided at the beginning of each Fund's budget. • An overview of Property Tax Revenue begins on page 61. AN- • A Highlight section which describes major funded proposals begins on page 33. Al" • Lists of funded Supplemental and Capital Requests begin on page 438. • A list of unfunded requests begins on page 446. General Fund Revenues The adopted property tax rate is $.7051/$100 valuation, the same rate as the current year. The allocation of the tax rate remains $.49 for debt service and $.2151 for operations. .. .. AM The tax roll is projected to increase $504.9 million, or 7.72% over the current roll. The General Fund will see an increase in current tax revenue of $812,023 and an increase in TIRZ •. Administration Fees of $474,714 as a result of the expanded tax roll. v Sales Tax revenue continues to reflect the strong economy of the Houston area and is .k projected to increase by $1,245,690 over the revised estimate for the current fiscal year. This Ink reflects an increase of 7.8%. This projected increase is believed to be a reasonable one due to the projected 9.1 % increase in the current fiscal year. Revenue from Building and Trades Permits is projected to increase by $202,898 due to continued strong residential construction. Activity next year is expected to remain high due to the strength of the local economy and the increasing inventory of lots. Fines and Forfeiture Revenue is expected to increase by $435,596. This is primarily a result of the increased number of police personnel added during the current and upcoming fiscal year and an increase in the volume of vehicle traffic on City streets. While not a current source of revenue, the budget proposes to utilize $2,835,322 in General Fund reserves to fund various non -recurring expenditures. Use of these funds will still leave $13,053,848 in reserves, an amount that exceeds the City policy by $3,409,967. Use of .. these funds reduces the need to issue short term debt for some larger capital items and it returns these funds to taxpayers in the form of enhanced service capability while also maintaining strong cash reserves. Examples of expenditures funded by these reserves include new vehicles, some computer replacements, training for Fire and EMS personnel needed to consolidate the two departments, skatepark design, initial equipment for the Max Road Sportsplex, left turn flashing arrow program, traffic signal upgrades, final phase of the Comprehensive Plan update, and road construction equipment. A detailed list can be found in .. the "General Fund Supplemental and Capital Requests Funded" section beginning on page 438. Ink Expenditures Total General Fund expenditures are projected to be $62,946,558, or an increase of $753,666 over the 2012-13 budget. However, it should be noted that the current year expenditure included a number of large one-time costs including approximately $2,000,000 in .� the Fire Department budget for purchase of a new public safety radio system, phone system replacement ($470,060), and two fire trucks ($1,350,000). �► The General Fund budget proposes the addition of 24 new personnel including the previously mentioned public safety positions: '& • 9 firefighting personnel for Station 3, to be hired on August 1. Some of these personnel Ak will not be needed if the EMS/Fire Consolidation occurs and a three shift structure is Ak adopted. • 4 new personnel to staff a fifth ambulance that will operate 12 hours per day, during Ift peak periods. These personnel are budgeted to start on December 1. Ift • 3 new police officers to start on February 1. Oft In addition, the following new positions are added: Ift The Presiding Judge of the Municipal Court currently works part-time on an hourly basis. Due to the increased volume of activity in the Court, the budget proposes to make the ix Mk Presiding Judge a full-time employee. This will allow for additional arraignment dockets, property and motion hearings, and bond forfeiture hearings. The cost to convert the position from part-time to full-time is $7,283. The additional available judge time will also require addition of contract prosecutor time and a part-time Court Clerk. The total cost of making the Presiding Judge full-time, adding a part-time Court Clerk, and contracting for additional prosecution time is $41,188. • The number of Information Technology staff has not increased for 7 years despite the continued expansion of the number of users and applications it supports. A needs assessment completed during the current year recommended the addition of a Systems Administrator to increase the support capability of the IT Department. The cost of the position is $60,602. • As the City organization and its departments have grown, the number of projects, equipment, and goods and services that must be bid and purchased has also grown. The increases in purchasing workload in a department of two people has resulted in reduced service levels to departments. The budget proposes the addition of a buyer position to assist with the additional workload ($50,581 for 10 months). • The City's Communications Department utilizes a contract Videographer/Editor to cover City Council meetings as well as cover community events. The budget proposes to replace the contractor with a full-time employee in order to make more hours of time available for projects and programs that enhance the City's ability to communicate with citizens. The cost of replacing the contractor with an employee is $9,387. • One of the City Council's goals is to reduce the euthanasia rate at the Animal Shelter. The budget proposes to add an Animal Shelter Attendant to free up Humane Officers to make more appearances at animal adoption events ($29,375 for 11 months). A transport van, funded from donations, is also included. • A prior year budget reduction eliminated a Project Coordinator position in the Engineering and Capital Projects Department. Since that time, the number and complexity of projects handled by the department has increased. The reinstatement of the Project Coordinator position is in the budget. The cost of the project, which will be funded entirely from Capital Projects Funds is $51,454. • The Fire Department has only two management level employees that work a 40-hour week and are available 5 consecutive days each week. This means much of the management of training programs, apparatus maintenance, uniforms and protective gear, and other support needs is done by Shift Commanders, taking away much of the time needed for management of day-to-day operations. The budget proposes the addition of a Fire Logistics Captain to take away some of these responsibilities from line officers. The cost for 11 months is $77,967. • The number of inmates in the jail has increased significantly over the past year. The addition of one jailer will allow the Police Department to expand its ability to oversee prisoners, maintain a customer service window, and monitor cameras and alarms in the jail. The cost of the position for 11 months is $45,836 which will be partially offset by a $3,317 reduction in overtime costs. • Conversion of a part-time to a full-time position is budgeted for an Administrative Secretary in the Human Resources Department. Increased workload has necessitated additional staff hours being available. The cost of the upgrade is $34,596. • Due to the shift to contracting for custodial services, a Custodial Services Supervisor will be eliminated from the Custodial Services budget. The General Fund budget also includes funding to continue replacement of damaged sidewalks that create trip hazards. The budget includes $437,000 for this purpose. However, due to the number of sidewalks damaged due to the drought and age, it is anticipated that use x Nk of current revenue to address the problem in the operating budget will not be adequate to provide timely completion of repairs and replacement. The Public Works Department is Nk currently compiling a list of damaged sidewalks along with an estimated cost of repairs. When sk that is complete, the staff will recommend use of a combination of General Fund revenues and sk Certificates of Obligation to address the problem in a multi -year program. $600,000 is budgeted to rehabilitate and pave asphalt roads in partnership with Brazoria County. Under this partnership, the City furnishes materials and flag people while the County provides equipment and equipment operators. The net result is that the City is able to complete �► these projects at approximately 60 percent of the cost of having the work done by private contractors. Both the sidewalk and asphalt street improvements are paid for by refunds from TxDOT of city contributions to city-state projects that were completed under budget. 94 The budget also funds two large pieces of equipment to be utilized by the Street Department. A motor grader ($124,543) and dual drum compactor ($133,600) will be utilized for in-house road repair and paving projects. Purchase of these two pieces of equipment will �► reduce annual equipment rental costs by $62,231. Water and Sewer Fund Revenues Revenue from charges for water and sewer service is projected to increase by 4.4% or $1,190,341. There are no changes in water and sewer rates for FY 2014. The projected increase is due to a 3% increase in the customer base and a full year of revenue from the MUD #4 area which was annexed December 31, 2012. The additional revenue from these two sources and the adopted expenditure program will result in projected ending cash of $9,581,420 or 31 % of annual operating expenses, significantly above the City policy of 25%. Projected bond coverage is 1.41. A coverage ratio over 1.4 will be necessary in order to sell needed bonds during the 2013-14 fiscal year. o Expenditures . The addition of five new personnel is included in the budget, including: • An additional Operator in Training position to assist the lone operator who currently is responsible for daily checks and routine maintenance on the City's 85 wastewater lift stations. First year cost for the position and a vehicle is $58,229. • An additional Water Production Supervisor and two operators to provide expanded ability to flush dead end lines, carry out the Unidirectional Flushing program, and help maintain the City's 13 water wells and pump stations ($222,353). • One additional clerical position in the Utility Billing division. A billing clerk was last added in 2009. Since that time, the number of billings has increased by more than 34,000 per year. Automation has allowed the division to operate without additional personnel despite this growth, however, workloads now make the additional staffing necessary ($38,732). The budget also proposes installation of payment kiosks at both City Hall and the Public sk Safety Building. These kiosks will allow for drive -through, 24-hour payment of water bills. The kiosks will accept cash and coins, credit cards, and checks ($100,638). Addition of this xi equipment will give customers one additional way to pay bills when it is convenient for them to IM do so and will allow us to close the drive through windows at both locations so staff time assigned to the windows can be reallocated. .. Also included are a number of major maintenance items required for continued reliable operation of the water and wastewater systems. '` Debt Service Fund AW The adopted debt service tax rate remains at $.49 /$100 assessed value. The budget calls for a previously planned draw down of fund balance in the amount of $771,916. The 5- _ year forecast included a draw down in order to minimize or in this case, negate the need for a tax rate increase to meet debt obligations. The fund will complete the year with a balance of $634,794 in excess of the City policy requirement of 10% of annual expenditures. AMI .. Pearland Economic Development Corporation The PEDC budget allocates $2,794,889 for incentives to businesses considering Aak locating in the City. This amount includes amounts due under existing agreements and also sets aside $870,000 for new opportunities that may arise during the coming year. The budget also includes funding to begin implementing of Pearland 20/20, the newly adopted PEDC Strategic Plan ($350,000). " Other Funds Hotel/Motel — CVB Hotel/Motel Tax revenue is projected to increase by $218,029 over fiscal year 2013 Aft budget due primarily to two hotels located in former MUD #4 being in the City for the full fiscal year. AM The budget proposes expanding the City's effort to attract meetings, events, and tourism to the City. The current budget contains funding for two staff people to perform this function. Amk The adopted budget includes addition of a Sales and Events Manager to expand CVB efforts ($46,634). The budget also includes lease payments for the office and visitor center in Pearland "` Town Center ($37,500), support for the Pearland Crawfish Festival ($31,000), funding for .. familiarization trips ($15,000), and website redesign ($15,000). The budget anticipates a year ending 2014 balance of $2,518,063. ` Solid Waste Fund Auk A Customer Service Clerk for the Utility Billing Department is budgeted ($43,301). Due to increases in garbage -service related calls, additional staffing is required to assist garbage customers with questions and problems and act as liaison with the City's vendor to set up new commercial accounts. xii Conclusion 1 would like to express my appreciation to all members of the City staff who participated in the development of this document. I especially want to express my appreciation to Director of Finance, Claire Bogard, and Budget Officer, Bobby Pennington. A% I look forward to discussing the budget with you during the upcoming workshops AMk Alk CITY OF PEARLAND, TEXAS PRINCIPAL CITY OFFICIALS Elected Officials Tom Reid Tony Carbone Scott Sherman Susan Sherrouse Keith Ordeneaux Greg Hill Appointed Officials Bill Eisen Darrin Coker Letitia Farnie Citv Manaaement Jon Branson Mike Hodge Claire Bogard Matthew Buchanan Daniel Baum Young Lorfing Eric Kurt Wilson Bonita Hall Chris Doyle Lata Krishnarao Michelle Smith Vance Riley Andrew Fearn Trent Epperson Kim Sinistore Position Mayor Councilmember, Position One Councilmember, Position Two Councilmember, Position Three Councilmember, Position Four Councilmember, Position Five, Mayor Pro Tern City Manager City Attorney Municipal Court Judge Assistant City Manager Assistant City Manager Director of Finance President, P.E.D.C. Emergency Medical Services Chief City Secretary Director of Public Works Director of Human Resources Police Chief Director of Community Development Director of Parks & Recreation Fire Chief Head Librarian Director of Engineering & Capital Projects Executive Director of Convention & Visitors' Bureau CITY OF PEARLAND, TEXAS CITIZENS OF PEARLAND MAYOR AND CITY COUNCIL MUNICIPAL JUDGES CITY ATTORNEY ASSISTANT CITY MANAGER Engineering & Capital Projects Administration Capital Projects Engineering Traffic Oper.& Maintenance GIS Community Development Planning Permits & Inspections Health & Code Enforcement CITY MANAGER Fire Fire Marshal I Emergency Management Emergency Medical Services Police Administration Patrol Investigations Community Services Support Services Jail Commercial Vehicle Enforcement SRO Traffic Enfcmt./ Motorcycles Special Investigations Training BOARDS AND COMMISSIONS ECONOMIC DEVELOPMENT ASSISTANT CITY MANAGER City Secretary Finance Accounting Budget Information Technology Purchasing Utility Billing & Collections Public Works Administration Fleet PW GIS Lift Stations Service Cente Streets & Drainage Distribution & Collection Water Production Wastewater Treatment Water/Sewer Construction Convention & Visitors' Bureau Animal Control Human Resources Communications Municipal Court Parks & Recreation Administration Resource Development Aquatics r Athletics Custodial Svcs. Facilities Mtce. Parks Mtce. East Parks Mtce.West Recreation Ctr./ Natatorium Recycling Center Senior Center Special Events Westside Events Center Youth Development AW Aft INTRODUCTION TO THE CITY OF PEARLAND, TEXAS "WHERE TOWN AND COUNTRY MEET" The City of Pearland, Texas was incorporated in December 1959 and adopted a Home Rule Charter on February 6, 1971. 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 106,900 in 2014. 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, and 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 Located approximately 20 minutes from downtown Houston and less than 15 minutes from the Texas Medical Center, Pearland offers the lifestyle of a small town, but still provides easy access to the City of Houston's theater district, museum district, the Galleria and other venues. Pearland is 15 minutes from NASA's Johnson Space Center, providing a highly educated workforce. Beltway 8, Houston's second loop, runs along Pearland's northern boundary. In addition, Pearland is located off State Highway 288, which is surrounded by some of the most desirable undeveloped land around Houston, as well as developed neighborhood and shopping districts. For air travel, Houston's Hobby Airport is less than 10 minutes from Pearland's northern City limits on State Highway 35. MO O Port o/ Fbuston 59 e u suawm 6 ' gas K� Nmon sis ,SP— CMM 35 PE��ND Core Beliefs The City of Pearland is the innovative leader for delivery of quality services. We are: Responsive We anticipate and respond to the real and perceived needs of citizens. Results -Oriented We have a clear focus on solving problems. Trust -Builders We develop and maintain the trust of those we serve and those who serve with us. Accountable We demonstrate a clear commitment to these principles through our actions. If we desire......... Our performance includes....... And our behavior looks like .... 1. Responsiveness - Taking care of customers - Eager to be of service - Answering questions - Pleasant - Assisting / being cross -trained - Available 2. Results -Oriented - Getting the job done - Focused - Concentrated on end result, - Self-starter not the problem - Positive 3. Trust -Builders - Ready to serve - Maintain confidentiality as - Allowing others to see that we appropriate are dependable - Supportive of everyone - That we have a purpose - Respectful 4. Accountability - Working hard - High standard -- set example - Taking responsibility for - Willing to learn -- eager mistakes - Forgive yourself and others - Be willing to fail / risk 4 FY 2014 ADOPTED BUDGET INFORMATION ON THE CITY OF PEARLAND MAJOR EMPLOYERS 3, 000 2.500 2,000 1,500 1,000 500 0 p v v v c � o c o W � cry 8 0 E I c T a93 O o :2 U) 5 Z m 1 V a UNEMPLOYMENT RATE Six Month Average - Mamh-Aupust 10-0 9.0 -- --- --- 8.0 70 6.0 - ---` 5.0 4.0 30 2.0 1.0 - 0.0 ——Peadand State —*—National Date of Incorporation Date of Present Charter Form of Government Area City limits ETJ Total area CITY OF PEARLAND, TX - AT A GLANCE December 1959 Education Pearland and Alvin Independent School Districts Adopted Home Rule Includes Pearland students attending Pasadena ISD Charter Feb. 6, 1971; Number of students 24,575 Revised 5/2/1998; Ratio of students to teachers 17.29 Revised 5/8/2010 Number of K-12 schools in Pearland 27 University of Houston/Clearlake- Pea rland Campus 1 Council - Manager 48.39 square miles 24.29 square miles 72.68 square miles Population Estimated 2014 2010 Census Data: Average Per Capita Income Average Home Value Median Age Number of Households Single family Multi -family Median Household Income Average Years of Education Racial Composition (2010 US Census) White Hispanic Black/African-American Asian Other Property Tax Rate (FY 2014) 106,900 $ 34,154 $177,882 34.1 31,222 6,361 $ 85,985 14.2 City Employees Full-time Part-time Police Protection Number of stations Number of Police Officers Number of civilian employees Calls for service Fire Protection Number of stations Number of manned stations 24/7 Number of paid Firefighter personnel Number of volunteers Number of fire hydrants Calls for service 48.8 Emergency Medical Services 20.5 Number of paid Paramedics & EMT's 16.1 Number of volunteers 12.3 Number of stations 2.3 Calls for service Number of transports 614 135 1 149 53 144,136 6 3 50 60 5,006 3,369 66 3 4 7,420 4,708 General Operating $0.2151 Recreation Debt Service $0.4900 Number of parks 13 Total $0.7051 Senior and Recreation Centers 3 Recycling Center 1 Bond Ratings Sports playfields 8 Fitch (GO & W/S Revenue) AA & AA- Sports courts 18 S&P (GO & W/S Revenue) AA- Swimming pools 3 Major Employers Library Pearland ISD Locations 2 Wal-Mart Number of holdings 148,655 Kelsey-Seybold City of Pearland Government Utilities Kemlon Average daily water production 11,775,000 gallons HEB Maximum daily water production 21,809,300 gallons Alvin ISD Daily water treatment capacity 47,100,000 gallons Davis -Lynch Packaging Service Co., Inc. Bass Pro Shop 1.1 r r r r r W r r r CITY OF PEARLAND, TEXAS CITY COUNCIL STRATEGIC PRIORITIES FOR FISCAL YEAR 2013-2014 AND BUDGET IMPLICATIONS R A C I RESPONSIBLE, ACCOUNTABLE, CONSULTED, INVOLVED I. Public Safety Community Services: A. Focus on crime prevention initiatives Budgeted three Police Officer positions with a shared vehicle for $342, 821, and the upgrade of an Officer position to Sergeant in the Community Services Department at $13,277. B. Focus on Proactive Public Communication -Crime Data II. Finance A. Maintain sound financial policies B. Continue to implement proactive ways to share information with citizens C. Continue to explore opportunities to contract services II. Transportation A. Continue to build relationships with all stakeholders and actively lobby elected officials/TxDOT to ensure Pearland's priority transportation interests/needs are met B. Continue the discussion on Max Road Project funded in CIP to widen Max Road from two lanes to four, divided with concrete curb and gutter, including storm sewers, traffic signals, outfalls and detention and related item. Project extends over two-year period, funded at $1,245,000 in FY2014 and $4,248,428 in FY2015. C. Staff will continue to take a proactive role in sub -regional plan D. Conduct workshop on 2013-2016 TIP projects to include CR94 (Smith Ranch Road), McHard Road, Mykawa Road and Bailey Road The City has been awarded $2,120,156 in TIP funds toward McHard Road project for design budgeted in FY2014, and $30, 460, 375 for construction in future years. Bailey Road and CR94 have been awarded $21,795,476 and $3,987,590 in TIP funds for future years' expenses per CIP. Projects include widening, extending and, adding traffic signals and other improvements. IV. Land Use/Annexation Plans A. Develop a 3-5 year plan to include comprehensive on -going costs/funding sources and possible alternate uses. B. Workshop on cluster development process to include review of UDC requirements $100,000 is budgeted in Community Development Administration for Phase II of the Comprehensive Plan. 7 V. Economic Development A. Adopt and assist in implementation of EDC Strategic Plan $350,000 is budgeted in PEDC for implementation of the Strategic Plan. VI. Regional Detention A. Continue to work towards implementation of Cullen/FM 518 Regional Pond $3, 708, 000 budgeted in CIP for FY 2014. B. Coordinate with TxDOT and implement lower Kirby Regional Detention Plan $2,800,000 budgeted in CIP for FY 2014. VII. Parks and Recreation A. Continue annual Council update on RCN B. Conduct workshop on all master plans for Parks and Trails C. Explore possible partnerships with advocates for skate park and BMX park $40, 000 is budgeted for design in the Parks & Recreation Administration department to complement funding from partnerships. D. Further explore the parks foundation opportunities Vill. Animal Control A. Develop Plan to reduce euthanasia rate $39, 345 is budgeted in the Citywide Donation fund for a van and animal transport cages to serve the mobile adoption program. IX. Other A. Amend ethics policy for Council, Boards and Staff B. Workshop results of Brazoria County water study with City Council C. Develop a five-year resource projection plan (with target dates) for all departments (C&D) D. Establish Council liaisons to Boards and Commissions and define roles for liaisons E. Develop policy for vendors/applications with items before Council or Boards and Commissions to appear in person at the meetings F. Hold quarterly meetings for a minimum of 18 months with representatives of Home Owners' Associations G. Increase and coordinate volunteer opportunities within the City organization H. Hold workshop to evaluate City LEED policy for new and remodeled facilities FY 2013 BUDGET READER'S GUIDE TO THE BUDGET The Fiscal Year 2013-2014 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 _-gguide. 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 Libraries, 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 Strategic Priorities, the Reader's Guide to the Budget, and the fiscal year 2014 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 or expanded programs, services and buildings, as well as significant changes to existing programs, revenue enhancements, and major reductions, if any. 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 2014. 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. This section also includes revenue debt schedules and graphs. 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 expense 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 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's major funds 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. 10 CITY OF PEARLAND FUND STRUCTURE The City accounts for revenues and expenditures based on the Fund, an accounting system used by nonprofit organi- zations 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 re- ceived and expended in compliance with legal requirements. Funds are established to ensure accountability and ex- penditure 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 Enterprise Debt Service Special Internal Capital Component Revenue Service Project Fund Funds Fund Funds Funds Funds Units Parks- Property Water & Hotel/Motel Development, Liability P.E.D.0 Sewer Tax / CVB Donations, Insurance Tree Trust Solid Grants - Municipal Employee Waste CDBG & Court, Court Medical TIRZ Other Technology & Insurance Juvenile Mgt. Police - State Seizure Traffic Development & Federal Impact Authority Police Regional Sidewalk Detention UofH & Municipal UofH Capital Channel - Renewal Public Educ. & Govt' BUDGET OBJECTIVES AND PHILOSOPHY BUDGET OBJECTIVES 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 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 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. BASIS OF BUDGETING AND ACCOUNTING The financial information presented in the FY 2013 budget is similar to information presented in previous budget documents. The accounting and financial treatment that applies to a fund is determined by its measurement focus. All governmental funds are accounted for using a current financial 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 the related fund liability is incurred. Principal and interest on general long-term debt are recorded as liabilities when due. Those revenues susceptible to accrual under the modified accrual method are property taxes and other taxes, intergovernmental revenue, and interest revenue. Licenses and permits, including fines and forfeitures revenues, are not susceptible to accrual because generally they are not measurable until received in cash. The fund balance approach of governmental funds or working capital approach can be identified as current assets 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 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. 12 • 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. BUDGETPROCEDURES 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. 13 The following procedures are followed for formal adoption of the budget: 1. The City Manager submits to the City Council a proposed operating budget for the fiscal year commencing the following October 1, which must be adopted by the last regularly scheduled Council meeting 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 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. 6. Operating fund appropriations lapse at year-end. 7. See the Pearland City Charter, Article 8, in the Appendix section for further budget procedures and rules for the adoption of the budget. PROCEDURE TO AMENDING THE BUDGET EMERGENCY APPROPRIATIONS: At any time in any fiscal year, the Council may make emergency appropriations to meet a pressing need for public expenditure, for other than regular or recurring requirements, to protect the public health, safety or welfare. Such appropriations shall be by ordinance adopted by the majority vote of the Council members at one special or regular meeting. TRANSFER OF APPROPRIATIONS: At any time during the fiscal year, the City Manager may approve an amendment to the budget that transfers part or all of any unencumbered appropriation balance among programs within a department, division, or office, upon written request by department heads. The City Council must approve any budget amendments that increase the appropriation for any fund. 14 BUDGET CALENDAR for FY 2013-2014 Distribution of Budget packets to Directors/Department Heads by Finance ......................... Budget Training Workshop ------------------------------------------------------------------------------------------------- Budget requests submitted to Finance Department with all supporting documents______________ Preliminary revenue estimates issued by Finance for current and next fiscal year_______________ Discussion of Budget Requests with Departments .............................................................. Complete and update Final Payroll information ------------------------------------------------------------------- Finalize preliminary income statements for General Fund and Debt Service Fund. Review with Management............................................................................week.of---------- Update Water/Sewer Rate Model week of March 5 March 6 ............. April 12 __________ April29 June 3 — June 7 June 10 June 10 June 24 -------------------------------------------------------------------------------------------------------------- Review funding requests, impact on funds, pare down list .......................................................... June 17 — June 19 Review all funds and totals with City Manager ............................................................................ June 24 — June 28 Final adjustments made and budget submitted to City Manager .................................................................... July 1 Finalize budget, write Transmittal Letter, Budget packets prepared, agenda and PowerPoint prepared------------------------------------------------------------------------------------------------- July 1 - July 22 City Manager's recommended budget filed with the City Council ____________________ ___________________________________________July 29 City Council Budget Workshop #1 _____________ August 5 City Council Budget Workshop #2; including CIP ..................................................................................... August 12 Public Hearing on Budget and Order publication (Charter Requirement) City Council Budget Workshop#3.......................................................................................................... August 19 Mission/Goals/Performance Measures due __________________ August 16 Send Notice of Effective Tax Rate to paper______________________________________________________________________________________________ August 13 Budget Public Notice sent to paper ............................................................................................................ August 13 City Council Budget Workshop#4------------------------------------------------------------------------------------------------------------- August 26 Public Hearing on the Budget----------------------------------------------------------------------------------------------------------------- August 26 First reading of ordinance to adopt a revised current year budget and FY2014 budget ........................... September 9 Second and final reading of ordinance to amend current year budget Second and final reading of ordinance to adopt FY2014 budget .......................................................... September 23 Adoption of Capital Improvement Program (CIP) ______________________September ---------------------------------------------------------- 23 The City of Pearland Charter requires that the City's annual budget must be adopted by the last regularly scheduled Council meeting in September. 15 4 4-, _7rr THIS PAGE INTENTIONALLY LEFT BLANK 16 CITY OF PEARLAND, TEXAS COMPREHENSIVE FINANCIAL MANAGEMENT POLICY STATEMENTS ADOPTED SEPTEMBER 2011 17 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. HE 1. 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. 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. 20 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. 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. 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. 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 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. III. 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. 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. 23 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 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 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. 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. 25 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. 26 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. 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. 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 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 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. 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. 29 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. 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 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 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. all 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. E. Financial Advisory Services 1. The City issues various types of securities to finance its capital improvement program. Debt structuring and 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. 32 Funding Highlights ♦ General Fund ♦ Water / Sewer Fund ♦ Grant Fund ♦ Other Funds Staffing Highlights ♦ General Fund ♦ Water / Sewer Fund ♦ Other Funds 33 GENERALFUND MAJOR FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET Firefighters and Gear for New Station #3 $177,705 The budget includes funding for 9 full-time Firefighters to be hired 8/1/14, and gear for 9 part- time Firefighters to be hired effective 10/1/14 to staff the new Station #3, 24/7, that is scheduled to be open October 2014. This will improve response times and allow for efficient resource deployment. Fire Truck Replacement $625,000 There are 6 front line pumpers and 3 reserve units. One of the reserve units, Unit 108, purchased in 1992, is over 20 years old and has exceeded its life expectancy. Funds are budgeted for a new pumper to serve on the front line and one of the existing front line pumpers will be placed in reserve. New 5" Ambulance Service $409,493 Due to the increasing demand for service, over 7,000 calls a year, and the increased frequency that all four of the current ambulances are all on runs at the same time, the addition of a 5tn ambulance service is funded to include one new ambulance at $238,099 and $171,394 for 2 full-time paramedics and 2 full-time EMT's. This ambulance will provide service during peak demand times, from 9:00 am until 9:00 pm daily. This will reduce potential reliance on mutual aid from other departments and increase response times. EMS Ambulance Replacement and Refurbishment $228,850 The budget includes $134,525 for a replacement ambulance needed to replace an existing ambulance that is over 5 years old with mileage of 147,667, which is considered excessive for an ambulance. There have been numerous major repairs during the lifespan of the existing unit. In addition, $94,325 is included in the budget for one of the existing ambulances to be refurbished, which has over 136,524 miles, and is over 5 years old. Both of the current vehicles have had had extensive repairs costing $16,000 since July 2010. This addresses the City Council's Public Safety Priority. Consolidation of Fire and EMS $400,000 Funds have been budgeted to accommodate the first step in the consolidation of the Fire and EMS departments to maximize the effectiveness and efficiencies of existing resources. Included is $108,000 for fire gear (PPE) and $36,000 for uniforms to accommodate the full-time EMS personnel who cross -train as fire fighters, and $256,000 for the training program and associated payroll expenditures. Police Officers $400,186 The number of calls resulting in a unit being dispatched is up 11 % from last year, the number of calls initiated in the field is up 27%, and the number of dispatched calls per Patrol Officer is up 4% from last year. Arrests are up 16%, a 5% increase in arrests per capita, and warrants served are up 14%. The 2014 budget includes the addition of 3 Officers, to begin October 1, 2013. Based on the anticipated population growth, the City is adding 1 Officer per 1,000 in population. This meets the City Council Strategic Priority to maintain appropriate staffing levels for the Patrol unit. The dollar amount includes 1 new home fleet vehicle, $57,365. 34 GENERALFUND MAJOR FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET Full -Time Judge/Part-Time Court Clerk $ 41,188 Due to increases in citations, trial settings, as well as the complexity of court proceedings, a system of part-time judges is no longer sufficient to meet the on -going needs of the court. The budget includes funding for a full-time judge. This will allow for additional arraignment dockets, property and motion hearings, as well as Bond Forfeiture dockets. In addition to court proceedings, there are also administrative duties such as issuing judgments, ordering motions, legal research, etc. The conversion from part-time to full-time is $7,283. In addition there are funds for contract prosecutor due to increased or dual dockets and a part-time Court Clerk. Max Road Sportsplex $244,034 The Max Road Sportsplex is scheduled to open April 2014. The budget includes funding for 22 picnic tables, 2 shade structures, 3 trash receptacles, and a soccer scoreboard for the playfields to be placed in the park for the opening date. In addition, supplies, tools, utilities and mowing/landscaping services are provided for the 5 month period the complex will be open in FY 2014. IT Needs Assessment $339,422 The City has grown dramatically over the last decade which has been matched by a demand for services by the City. Departments have looked to technology to help improve both quality and efficiency of service delivery. As such, the City underwent an IT Needs Assessment/5-Year Master Plan Study in 2013. Similar to a 5-year CIP, the Plan lays out projects, phases, and funding by year. The Plan identified $5.7 million in projects and the need for additional staff in IT over the 5-year period. The largest project dollar -wise is the recommended replacement of HTE, an 18 year old Enterprise Application (Payroll, AP, GL, Permits, UB, etc.) totaling $3.3 million. Year 1 of the Plan identified $602,020 in needs. Upon review, the City is recommending and budgeting for $339,422, as follows: Systems Administrator $60,602 4-Year Computer Replacement Cycle vs 6 46,700 IT Staff Training 12,500 Outlook Email Server and License 76,000 Closed Network Ring Loop 16,000 Fire Records in the Cloud 11,620 Internet Connectivity and Redundancy 36,000 ERP Consultant (Phase I for Conversion) 80,000 Flashing Left Turn Arrow Program $138,186 Flashing amber arrow for left turns along FM 518 will improve the traffic flow along this stretch of roadway and will reduce delays for left turn traffic during peak hours. Traffic and traffic related issues are the number one concern of Pearland residents in the 2013 Citizen Survey, and has been since the first citizen survey in 2009. This flashing arrow program will be a three year project. Year 1 will cover FM 518, part of Dixie Farm Road, and part of Magnolia. Year 2 will cover FM 2234/McHard, Cullen, and SH 35. Year 3 will cover the remainder of Dixie Farm Road, Magnolia, and signals off major roadways. These funds cover Year 1. W GENERALFUND MAJOR FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET Span Wire Rebuild/Intersection Upgrades $192,000 The span wire intersections along FM 518 are at least 20 years old and need to be upgraded. Span wire only upgrades include the replacement of all span wire, signals, and the controller cabinet. By upgrading the traffic signals, it will reduce overtime calls and improve the look and performance of the signals. These funds will be used for the FM 518 signals at Walmart, Cullen, Woody, and Woodcreek because these locations have existing issues that cause the signals to go into "flash" mode, requiring a service call. 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. Funding of $100,000 in the 2013 fiscal year budget was 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, last year the Planning & Zoning Commission made updating the Comprehensive Plan one of its Strategic Priorities. Motor Grader w/ Blade $124,543 This motor grader will be used during asphalt and drainage operations. Currently, grading operations are done either by a gradall or by a push blade on a small excavator. The gradall uses the edge of an excavating bucket on the end of an articulating boom, which cuts grade by lifting, dragging, and maneuvering the bucket and boom simultaneously. This method can produce good results, but is not the ideal way to grade roadway millings or base material. The motor grader will level out millings, grade the roadway to achieve proper centerline crownings, shape millings on the road's edge and create a shoulder, shape the shoulder of roadways to allow rainwater to run off the roadway, blade base material to grade the crown of the roadway's subgrade, as well as other asphalt and drainage operations. Savings of $33,821 from the rental of a motor grader will be realized with this purchase. Dual Drum Compactor $133,600 A drum compactor is used after the asphalt paving process to smooth out and compact the asphalt before it cools and hardens. The smooth drum works by pushing asphalt in a squeegee fashion in front of the compactor, creating a minute ripple of asphalt, and then almost immediately applies a downward static force, trapping and compacting the asphalt. The drum compactor the City currently owns is neither large enough nor heavy enough to properly compact large road areas. This compactor will provide reliable, safe, and dependable roadways. Savings of $28,410 from the rental of a drum compactor will be realized with this purchase. Public Works Sidewalk Replacement Program $437,000 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. While the City has funded this amount annually over the last few years, it is not enough to address trip hazards over 1". The Public Works Department is compiling an inventory of all trip hazards over 1" and we anticipate a high volume due to the shifting of the dirt over the last several years due to drought, as well as age of infrastructure. The City may propose the use of some of the General Fund reserves and Certificates of Obligation in the future funding and phasing of a replacement program. 36 GENERALFUND MAJOR FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET Public Works Asphalt Road and Sidewalk Rehabilitation $900,000 The City of Pearland continues to emphasize the maintenance of its roadways and sidewalks and evaluates them in accordance with the City's standards. The City also works in partnership with Brazoria County Precinct #3 on various road pavement rehab projects. The budget includes various right-of-way pavement rehab projects through an interlocal agreement with Brazoria County Precinct #3 and Bridge Department, where the City supplies materials and labor and the County supplies equipment and operators. Proposed mill/cap/overlay projects include: Westgate, Butler, Garden, Hatfield, Wagon Trail, Becky, Woodcreek, Creekridge, Washington Irving, Herbert, Warren, Williams, Keis, CR414 East and West, Figland, and E. Industrial. This Program meets the City Council Capital Improvement and Transportation Strategic Priorities. The Capital Improvement Program (CIP) continues to efficiently execute the City's transportation plan. $300,000 is budgeted in the Public Works Administration Department for an assessment of the condition of streets and sidewalks for a future rehabilitation phasing plan. Class and Compensation Plan $1,990,403 One of the goals of the City is to retain and attract qualified employees. Over the past two years the City has experienced a high level of employee turnover and the City experiences trouble filling positions with qualified people due to pay. As such, the City conducted a Class and Compensation Study. The study was done to determine the labor market value for similar jobs in similar environments. Potential employees are recruited from a certain geographic area — the labor market. The study shows that some of the City employees are underpaid and the budget includes funding to get salaries in line with the relevant labor market. The City must be prepared to offer competitive pay to attract and retain qualified employees. The longer the City waits to bring pay into alignment to the labor market, the further behind we fall and the greater the risk of retaining and recruiting qualified individuals. Total Highlights $6,881,610 Staffing Highlights follow on pages 44-46 Full list of funded supplemental requests can be found on pages 438-442 37 WATER & SEWER FUND MAJOR FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET Control Panel Replacement $ 57,000 Control panel enclosures are needed at the Knapp Road -West and Sunset Meadows lift stations. The existing panels are old, in bad condition, and do not seal securely, which allow rainwater to enter the control panel. This could cause an electrical short and damage the electrical components or create a hazard to personnel operating and maintaining these stations. The lift station control panels at Towerbridge, Village of Mary's Creek, and Green Tee VII will have their control panels replaced and will include a variable frequency drive (VFD). The use of VFD's will provide a longer lifetime on the motors, be more efficient, and will use less electricity to operate. They will also allow for an increase in reliability at these lift stations to collect and transport wastewater from these subdivisions for proper treatment. Clarifier Drive Replacement $ 184,000 Clarifier drives are critical to the wastewater treatment process and drive failure could mean untreated wastewater going to the creek and causing environmental hazard and a violation under Texas Commission on Environmental Quality (TCEQ) rules. The clarifier drives at the Barry Rose treatment facility are 25 years old. They are very corroded and are in bad shape. The current condition of these drives indicates they need to be replaced. Process Water System and Control Panel $ 148,000 This funding replaces the process water systems at four of the wastewater treatment plants that are in bad condition. These systems provide water to the plants for washing down the clarifier sprayers and provide water to run the sludge processing equipment. Failure of these systems can cause major disruptions at the plants, or result in the inability to run the sludge processing equipment. Not being able to run the sludge processing equipment would mean increased cost of wet hauling to other plants, and this would increase the burden on those plants. Aeration Motor and Rebuild $ 46,000 Aerators are critical to the treatment of wastewater process. Being down for any length of time would be very detrimental to the treatment process and cause violations under TCEQ rules. The motors to the aerators are in bad condition. They have been at the Barry Rose Wastewater Treatment Plant since the last plant expansion 25 years ago. One motor will be new and the other will be rebuilt. Aeration Gearbox Rebuild $ 125,000 Currently there is one gearbox in inventory and two in service for the Barry Rose Wastewater Treatment Plant. It is recommended to have gearboxes rebuilt every four or five years. These two gearboxes have been in service for over ten years. We will replace one gearbox with the spare gearbox and have the other one sent in for rebuild. When that one comes back, we will send in the last one for rebuild. If these gearboxes were to break down, the treatment process would suffer and cause violations under TCEQ rules. Filter Cloth Socks Replacement $ 50,460 Filter socks should be replaced every three or four years. The current condition of the socks reveals their need for replacement. Some units have tears in them, which could allow solids to get by. This could cause a high TSS violation and reduce the UV disinfection process, causing fecal violations. Water Production Supervisor and Operator Positions $ 222,353 With the number of water connections increasing in the City due to the increase in population and size of the City, staff must increase to keep up with this pace. One Water Production Supervisor and two Water Operator I positions are being added, including two vehicles. There are over 700 dead end water lines in the City that need flushing. The current manpower is not WATER & SEWER FUND MAJOR FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET able to flush all of these dead ends. This could lead to water quality concerns and violations of TCEQ requirements. Also, staff responds to water quality complaints, as well as conduct pre - maintenance on all pumps, motors, generators, buildings, and fences. Additionally, TCEQ requirements have grown over the past few years, requiring us to focus on the requirements to stay in compliance with regulations. Interior Lining for Ground Storage Tanks $ 300,000 Three ground storage tanks are in very bad condition and need interior lining protection to prevent corrosion and to stop leaks. These tanks are the Cullen, McLean, and the 518 Ground Storage Tanks. The 600,000 gallon capacity Cullen tank was built in 2002 and currently has leaks on the wall bolted seams. The 300,000 gallon capacity McLean tank was built in 2002. Its interior coating is corroding above the high water line. The 500,000 gallon capacity FM 518 tank was rehabilitated around the year 2000 and requires interior protective coating for corrosion protection. The work on these three storage tanks will keep them in compliance with TCEQ and American Water Works Association (AWWA). Flow Meters and Analogs $ 101,500 Flow meters and analogs meter the injected flow of chemicals and ensure that the correct amounts of chemicals are being injected by the stingers. Precise chemical feeding saves the City money because it reduces waste, as well as improves water quality. These flow meters and analogs will be placed at the following water wells: Garden, 518, McLean, Kirby, Southdown, Green Tee, Magnolia, and Country Place. Administrative Technician $ 38,732 There has been significant residential and commercial growth in the City since the Billing & Collections Department has last added a clerk position - 2009. Services and the customer base have grown significantly since then - 30,474 more meter reads and 34,515 more bills since 2009. Online payments have also increased 64,376, or 62%. UB has avoided asking for additional office staff, as electronic payments and use of technology alleviated manual posting; however, maintenance, reconciliations, and processing has increased. The addition of this new position will assist the department with preparing reports, account reconciliations, performance measures and maintenance of data in the HTE financial system as well as the handheld meter readers. This position will help to increase efficiency within the department, as well as help to more accurately and timely post and reconcile information into the HTE system. Kiosks $ 100,638 A kiosk will be installed at City Hall and at the Public Safety Building to allow for drive-thru, 24- hour, water and wastewater bill payment. Each kiosk can allow multiple department payments, such as certain Municipal Court and Police Department payments. The kiosks will be able to accept cash, checks, and credit cards. It will print receipts and dispense cash and coins. There are currently two part-time personnel who assist the windows at these two locations. They will be reassigned to other job duties within the department. Compensation Study $ 244,610 One of the goals of the City is to retain and attract qualified employees. Over the past two years the City has experienced a high level of employee turnover and the City experiences trouble filling positions with qualified people due to pay. As such, the City conducted a Class and Compensation Study. The study was done to determine the labor market value for similar jobs in similar environments. Potential employees are recruited from a certain geographic area — the labor market. The study shows that some of the City employees are underpaid and the budget includes funding to get salaries in line with the relevant labor WATER & SEWER FUND MAJOR FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET market. The City must be prepared to offer competitive pay to attract and retain qualified employees. The longer the City waits to bring pay into alignment to the labor market, the further behind we fall and the greater the risk of retaining and recruiting qualified individuals. Total Highlights $ 1,618,293 Staffing Highlights follow on page 47 Full list of funded supplemental requests can be found on pages 443-444 40 GRANT FUND FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET Emergency Management Performance Grant (EMPG) $ 43,319 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 approximately 8% 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 Liaison $ 64,687 The Office of the Governor's Criminal Justice Division is providing grant funds toward one Crime Victim Liaison personnel. 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 approximately 95% of one person. Crime Victim Specialist $ 41,849 The Office of the Attorney General provides grant funds for Crime Victim Specialist 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 approximately 90% of program costs, including personnel and minor professional development expenses. Staffing for Adequate Fire and Emergency Response (SAFER - VFF) $ 31,552 The City is in year three of a four-year grant totaling $146,802 to implement recruitment 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 fiscal year 2014 budget for this grant to maintain volunteer firefighter recruitment coordinator staff and continue to implement its marketing program to attract new volunteer firefighters. The remaining periods of funding will be used to continue the recruitment and retention of firefighters. if GRANT FUND FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET Staffing for Adequate Fire and Emergency Response (SAFER - FF) $ 42,210 The City is in its final period of funding from the SAFER Grant Hiring of New Firefighters grant 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 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 and the Fair Labor Standards Act. Bulletproof Vest Partnership (BVP) Grant $ 14,425 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. Fiscal year 2014 BVP Grant allocations will be used to issue replacement vests for 50 police officers. BVP funds provide a 50% match for all eligible vests that grant funds are requested to replace. Solid Waste Recycling Equipment Grant $ 120,000 Through the Houston -Galveston Area Council, Texas Commission on Environmental Quality provides jurisdictions and non-profit organizations with grant funds for programs that foster education and awareness programs, and equipment purchases, to improve efforts to recycle solid wastes. The City will purchase a glass crusher that will be utilized to create sand for use in area parks facilities, on playgrounds and other activity surfaces. Texas Intrastate Fire Mutual Aid System (TIFMAS) Grant $ 7,000 The TIFMAS, or Texas Intrastate Fire Mutual Aid System, is maintained by Texas A&M Forest Service. The program includes training, qualification and mobilization systems to make statewide use of local resources. The City receives 100% reimbursement of the costs of tuition for eligible courses, not to exceed $85 per day per trainee, not to exceed $595 per trainee, and not to exceed $6,000 per school. Annually, the City's Fire Department can receive a maximum of $12,000. Total Highlights $ 365,042 42 OTHER FUNDS FUNDING HIGHLIGHTS FY 2014 PROPOSED BUDGET Police State Seizure Fund - 060 $ 38,993 The Police State Seizure Fund is used to account for state seizure funds. Included in the fiscal year 2013 projections is funding totaling $23,000 for the replacement of an ALPR system control unit that was budgeted in FY 2013. However, the original provider went out of business, and the price from the new provider is higher. An additional $23,690 is budgeted to complete the purchase of 3 units. This fund also includes the replacement and training for 9 year old Nancy, a retiring K9. A GPS collar, transportation kennel, scent training wall, and travel for the K9 are included at $15,303. Hotel/Motel — Convention & Visitors' Bureau - 045 $ 142,134 Due to the significant impact that tourism plays in the economic impact of a community, in fiscal year 2013 the City established a Convention and Visitors Bureau (CVB) within the city organization versus using the Pearland Chamber of Commerce. For fiscal year 2014 a Sales and Events Manager position is included which will assist in promoting Pearland as a sports, business and leisure destination; solicit sports business and corporate business by establishing and maintaining consistent contact with planners within associations and corporate businesses nationwide. This position will also provide leads/referrals to Pearland hotels and venues, maintain reports and databases, and provide services to association and corporate planners. Funding for this position totals $43,634. The budget also includes $31,000 to contribute toward the second annual Pearland Crawfish Festival in 2014. The staff for the CVB will occupy 1,540 square feet of space at the Pearland Town Center at an annual lease rate of $37,500. This space will also include the Visitors' Center. Two new programs are funded at $15,000 and will offer hotels the opportunity to showcase Pearland through "familiarization trips" of the City, as well as offer workshops for hotels. A website redesign is funded at $15,000. The redesigned website will elevate Pearland in searches and make Pearland visible to businesses and leisure travelers to assist hotels. Citywide Donation Fund - 018 $ 60,185 This Fund is used to account for miscellaneous donations for City departments, such as Animal Control, EMS, Police, Fire/Fire Marshal, Library, etc. Donations received for specific reasons or specific purposes shall be spent for those purposes. In fiscal year 2014, funding for EMS equipment includes 3 Knox Med Vaults and 7 digital Ally Video event recorders for ambulances, a desktop computer for supply room inventory, and a laptop for training, all totaling $20,560. A new van in Animal Control, outfitted with 9 transport cages, will provide the necessary transport of animal to mobile events. This van will highlight adoptions and community outreach and will help in reducing the euthanasia rate. Funding for the van totals $39,625. Parks & Recreation Development Fund - 047 $ 48,700 The Parks Department has adopted a new signage plan that provides consistent signs at all of the City parks. The General Fund budget includes funds for two new park signs. The Parks & Recreation Development Fund is budgeted for signs at the following parks: Centennial, Creekside, Cypress Village, Zychlinski, Aaron Pasternak Memorial, Southgate, and Southdown. Solid Waste Fund — 031 $ 43,301 Funds have been budgeted for a new Customer Service Clerk in the Utility Billing Department. Due to the increase in garbage complaints, missed services, etc., a Customer Service Clerk would be dedicated to garbage/recycling and handle the setting up of new commercial accounts, residential and commercial complaints, reconciliation of bills, resolving issues, etc. This position would allow other staff in Utility Billing to focus on other matters in Water and Sewer billing. Another option the City is looking at is for the City to transition the commercial billing and collection to the City's provider. 43 FY 13 Base Additions Is GENERALFUND FISCAL YEAR 2014 STAFFING AND FTES CHANGES Department FTE Position Title Justification/Services Affected 541.75 476.75 FT Headcount 130 PT Headcount Increase part-time Administrative Clerk to full-time and reclass to Administrative Secretary. As Human Resources implements more programs, there becomes a need for an administrative secretary to coordinate the department's Human Resources 0.5 Administrative Assistant administrative responsibilities. The position will make meeting arrangements for the department, set the calendar, monitor the budget, perform cursory research, process departmental purchases, assist with dissemination of handbooks, and handle some records management functions. Add a 10-month position to provide support for City Hall. Two System Administrators is the industry standard for an organization of this size. The City currently employs one, at PSB. Since 2010 the number of servers has increased Information Technology 1 System Administrator from 29 to 35, with 20 of the servers at City Hall. Operating system upgrades, security patches, and department software issues have increased the need for more support. Requests for service has increased from 700 to 849 since March FY10, the number of PC's has increased from 414 to 452 and the number of software programs has increased from 23 to 28. Supported by IT Master Plan. Add a 10-month position to address service level needs in Purchasing. The number of bids have increased from 42 in 2008 to an anticipated 90 in 2013. Finance 1 Buyer Agenda items have increased from 23 in 2008 to an expected 70 in 2013. The increase in the workload, in a department of two has resulted in reduced service levels to the departments: i.e., longer time to get bids out, reduced quality of bid specs, limited or no departmental training on purchasing policies or on HTE, etc. This position is funded for 11 months and will replace the current contractor's duties that include covering regular City of Pearland News Updates, Pet Features, and I Remember segments, as well as providing support to City Communications 1 Videographer/Editor Council meetings and special events. Efficiencies are expected to result in areas from website support to graphic design. A major responsibility of this position will be providing content for Pearland TV. Reduction in contractor use assists with funding this position. Due to the increased volume of workload that continues to be difficult to handle with current staffing, such as a 14% increase in citations in the last year, 50% increase in trial settings, delinquency letters up 21%, and an over 10% increase Municipal Court 0.5 Part -Time Deputy Court Clerk in warrant productivity, this position will reduce the strain on current staff, help increase with the accuracy and timeliness of tasks, and provide better customer service. Court revenue collections have increased to cover the cost of this part- time position. 1 0 1 1 0 0 ► 0 0 0 0 1 0 0 1 ► 1 ► 1 0 0 ► ► 1 1 0 ► 0 0 0 0 ► 1 1 ► ► ► ► 1 ► ► ► ► ) 1 ) ) ► 1 ) ) 1 1 ) ) i ) ) ) ) ) ) ) 1 ) ) ► 1 ► I ) ) ) ) ► ) ) ) ► ) ) ) ) ) ) 1 GENERALFUND FISCAL YEAR 2014 STAFFING AND FTES CHANGES Department FTE Position Title Justification/Services Affected A In order to comply with City Council's goal to reduce the euthanasia rate, the department will increase awareness of adoptable animals in the City. More appearances at mobile events within the community are needed. This position Animal Control 1 Animal Shelter Attendant will help in increasing appearances at these events so that the City can increase its adoption rate of adoptable animals and lower the euthanasia rates. This position will provide medical attention to the animals, process applications, evaluate animals, clean and assist with felines at the shelter. Funded for 11- months in fiscal year 2014. Past budget reductions eliminated one Project Coordinator. With the increase in projects, particularly TxDOT Local Let projects, this position will take some of the workload off the existing Project Managers and the one Project Coordinator. Capital Projects 1 Project Coordinator TxDOT projects includes an extensive amount of paperwork and require considerable staff hours. This position will help administer ongoing and new Local Let projects, as well as other support duties and needs of the Project Managers. Funded b Capital Project Funds. Add two Paramedic and two EMT 10-month positions for a fifth ambulance to Emergency Medical provide service during peak hours. The current four ambulances respond to Services (EMS) 4 Paramedic and EMT over 7,500 calls each year and are frequently on calls at the same time, requiring the employment of mutual aid departments to run calls within Pearland. This results in delayed response times as the mutual aid ambulances are located at and respond from the hospital. Add nine full-time Firefighters two months prior to the anticipated October 1, 2014, opening of new Station #3. This will allow the Firefighters to be fitted for gear and receive orientation to the City. Due to a 9% increase in the number of Fire 9 Firefighters building fires and a 13%increase in calls in the last year, response times increased by 12%. Adding full-time personnel to staff the new station will improve safety for both Firefighters and the City's citizens, and improve response time. Add 11-month position to manage apparatus maintenance, uniforms, PPE, other Fire 1 Fire Logistics Captain equipment and support needs. Currently, these responsibilities are spread among the Chief, several Battalion Chiefs and Lieutenants, making it difficult to accomplish the work normally assigned to these positions. The addition of this position will ensure that these needs are managed efficient) and effectively. GENERALFUND FISCAL YEAR 2014 STAFFING AND FTES CHANGES Department FTE Position Title Justification/Services Affected Reductions Total Change 23.00 23.00 FT Net 0.00 PT FY 14 Base 564.75 499.75 130 PT Headcount - Total Headcount 629.75 Contracted Part-time Judge to Full-time not included. Add three 12-month positions to the Patrol Unit. Due to the increase in population and the business growth (retail at 9.2%), the crime rate is increasing. In 2012, Pearland was one of 50 safest cities in the U.S. In the last year, thefts Police Patrol 3 Police Officer have increased 8%, business and residential burglaries 26%, vehicle burglaries 3%, and there has been a 29% increase in stolen vehicles. Growth also impacts response time as mobility is impacted. The 2013 Citizens Survey results showed a decrease in the service rating of the Police Department and concerns of safety in shopping areas and arks. Add a 10-month position. Three Jailers are needed to be on site at all times due to the structure of the Jail facility and the increase in the number of inmates to ensure a safe environment. The Jail Division has the added responsibility of maintaining a customer service window in the jail lobby, monitoring of cameras Police Jail 1 Jailer and alarms in the jail. The jail has 4 shifts/squads. With the current staffing, three jailers are assigned to each shift, however, when one is ill or on vacation, another must substitute at the cost of overtime. In addition, the workload has increased. The number of inmates has increased 21 %since March 2012 and the number of daily bookings has increased 20%. Custodial Services -1 Custodian Position is eliminated with the continuation of contracted services. / 1 1 1 1 1/ 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 111 1/ 1 1/ 1! III 1 1 1 1► III 1 1/ ► ► 1 ) 1 1 1 ) 1 1 1 ► I 1 ► ► 1 1 ► 1 1 1 ► ► 1 ► i ► ► ► ► ► ► ► ► ► ► ► ► 1 ► ► ► WATER/SEWER FUND FISCAL YEAR 2014 STAFFING AND FTE CHANGES Department FTE Position Title Justification/Services Affected FY 13 Base 99.25 97.25 FT Headcount 4 PT Headcount Additions J Total Change 5 5 FT 0 PT FY 14 Base 104.25 102.25 4 PT - Total Headcount 106.25 Position will assist the one operator that works alone to check the City's 85 Lift Stations 1 Utility Maintenance Worker lift stations during the weekend, provide for an overall safe work environment, and help to check all lift stations daily to provide dependable sanitary sewer service to the City. To provide supervision to new and existing Operators to maintain TCEO Water Production 1 Maintenance Supervisor, required water quality standards; maintain daily operations in accordance Water Production with TCEQ rules and regulations, and all City policies and applicable laws; address complaints; solve problems. The number of water connections continue to increase with population and Water Production 2 Utility Maintenance Worker size of the City. These positions will help to keep up with the highest priority tasks, flush dead end lines, assist with the UDF plan, and help maintain the 13 water wells and um stations. UB last added a Clerk in 2009, but services and customer base have grown Billing &Collections 1 Administrative Technician significantly since then - 30,474 more meter reads and 34,515 more bills since 2009. Online payments have also increased 64,376, or 62%. This person would reconcile Click2Gov, IVR, ACH, Bill Pay, R2G, prepare daily, weekly, and month) reports, and assist wherever as needed. OTHER FUNDS FISCAL YEAR 2014 STAFFING AND FTE CHANGES Department FTE Position Title Justification/Services Affected Additions Due to the increase in garbage complaints, missed services, etc., a Customer Service Clerk would be dedicated to garbage/recycling and handle Solid Waste Fund -Utility 1 Customer Service Representative the setting up of new commercial accounts, residential and commercial Billing complaints, reconciliation of bills, resolving issues, etc. This position would allow other staff in Utility Billing to focus on other matters in Water and Sewer billing. This position will assist in promoting Pearland as a sports, business and leisure destination, solicit sports business and corporate business by Hotel/Motel Tax Fund - establishing and maintaining consistent contact with planners within Convention &Visitors' 1 Sales &Event Manager associations and corporate businesses nationwide. Will also provide Bureau leads/referrals to Pearland hotels and venues, maintain reports and databases, and provide services to association and corporate planners. This person will coordinate details for special events including sports, festivals, arts, etc., and work with outside tanners as liaison to City departments. General Fund and Water & Sewer Revenues, Expenditures and Other Sources Trends for Fiscal Year 2014 General Fund revenues and other sources are projected to increase from $59,170,974 in FY 2013 to $60,161,236 in FY 2014, an increase of $990,262 or 1.7%, due mainly to an increase in Sales Tax, TIRZ Administration Fees, and property development. Five Year Revenue Trend $53.00 $59.17 $60.16 $60-00 $48.99 $50.31 $50.00 c $40.00 o_ $30.00 $20.00 w $10 00 $- FY 201 U FY 2011 FY 2012 FY 2013 FY Rove n u 9 So u rces, for FY 2014 Transfers, 6% Other Sources, 10:o Property Taxes, Miscellaneous, 200o Charges for Service, 22% Fines & Forfeitures, 6% Sales Tax, 29°'0 License & Franchise Fees, Permits, 54` 10°0 General Fund Current Property Taxes are expected to increase from a projected $10,741,614 in FY 2013 to $11,523,680 in FY 2014, an increase of $782,066 or 7.3%, due to a slight increase in development. Other Taxes, primarily composed of sales taxes, are estimated to increase from a projected $16,172,355 in FY 2013 to $17,428,319 in FY 2014, an increase of $1,255,964 or 7.8%. The sales tax increase is the result of the improvement in the local economy. Franchise Fees are expected to increase from a projected $5,855,695 in FY 2013 to $6,106,615 in FY 2014, an increase of $250,920 or 4.3%, due to anticipated growth in Electric, Cable Television and Sanitation Fees from new development. Franchise Fees by Type for FY 2014 Sanitation 21 % Cable TV 20% - -- �_ Gas 5% Telecommunications 5°,y 4110Electric 49% Licenses & Permits are estimated to increase from a projected $2,726,978 in FY 2013 to $2,877,117 in FY 2014, an increase of $150,139 or 5.5% due mainly to growth in development. Fines & Forfeitures are expected to increase from a projected $3,390,068 in FY 2013 to $3,568,281 in FY 2014, an increase of $178,213 or 5.3%, due to an increase in the number of citations and increased warrant collections as a result of new Officers and continued enforcement. Charges for Services are estimated to increase from a projected $12,428,649 in FY 2013 to $13,175,835 in FY 2014, an increase of $747,186, or 6.0%. There is an increase of $497,105 due to growth of assessed valuation in the TIRZ and an increase in the ambulance services revenues of $199,766. Miscellaneous Revenue is anticipated to decrease from a projected $542,466 in FY 2013 to $514,862 in FY 2014. The decrease is mainly due to the MUD4 annexation in FY 2013. Inter/Intra Governmental Revenues decrease from a projected $3,743,503 in FY 2013 to $3,709,547 in FY 2014, a decrease of $33,956 or -0.9% mainly due to a decrease in transfers from capital project funds for project management and inspection. Other Financing Sources is budgeted at $901,825 for FY 2014 and will be obtained through capital lease proceeds to fund the purchase of a new ambulance, a replacement ambulance and a refurbished ambulance, and a new fire pumper engine. 50 100% 90% 80% 70 % 60% 60 % 40 % 30% 20 % 10% 0% CITY REVENUES - FIVE YEAR TRENDS GENERAL GOVERNMENTAL REVENUE BY SOURCE ■ Other ■ Inter-GovY Revenue oFranchise Fees ■Charges for Services Wines and Forfeitures o Licenses and Perm is D Sales/Other Taxes ■ Property Tax (General & Debt Service Funds) 2010 2011 2012 2013' 2014** *2013 Estimate * 001d Arinn4ori Q-4no4 GENERAL FUND EXPENDITURES General Fund expenditures are anticipated to increase from a projected $60,957,298 in FY 2013 to $63,349,499 in FY 2014, an increase of $2,392,201 or 3.9%. The increase is mainly due to compensation adjustments as well as new positions added in fiscal year 2014. New positions added for fiscal year 2014 result in a net increase of 23 full-time equivalent positions. Of the new positions, 18 full-time are in Public Safety, 1 full-time in Information Technology, 1 in Finance/Purchasing, 1 in Communications, 1 in Animal Control and 1 in Capital Projects. One Custodial position is eliminated with the continuation of contracted services. The positions in Public Safety include 3 Police Officers for the Patrol Unit funded for 12 months, 1 Jailer funded for 10 months, 9 Firefighters are added for 2 months for the new Fire/EMS Station #3 opening October 1, 2014, and EMS adds a fifth ambulance service with the addition of 2 Paramedics and 2 EMT's to begin December 1, 2013. A part-time Administrative Clerk position in Human Resources is converted into a full-time Administrative Secretary position, and the Municipal Court adds a part-time Deputy Clerk to begin October 1, 2013. 01 Five Year Expenditure Total $65 SF�rc,, $63.35 $60 $55 $48.3 $48.65 $49.95 $50 $45 c $40 $35 E $30 $25 $20 $15 $10 $5 $- FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Historical Operating Expenditures as % of Total - General Fund FY 2010-FY 2012 Actuals FY 2013 Estimate & FY 2014 Adopted Budget 100% ■Parks & Recreation 90% 80% 70% ❑Public Works 60% R 50% ■Community Services 40% 30% ❑Public Safety 20% 10% ■General Government 0% FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Actual Projected Adopted 52 WATER AND SEWER FUND REVENUES Water and Sewer Fund revenues are projected to increase by 2.6%, or $825,594, from a projected FY 2013 amount of $31,555,112 to $32,380,706 in FY 2014. The increase is mainly attributable to an increase in the sale of water and sewer charges, with an anticipated 3% growth in population, as well as associated commercial growth. Five -Year Water and Sewer Revenue Comparison by Source $18 $15 - Sale of Water $12 — Sewer Revenues N c $9 tServices Charges C C —+—Transfers In $6 44 -- Other' $3 -..— �-- --� $0 FY2010 FY2011 FY2012 FY2013 FY2014 'Other includes Interest, Grants, Lease Proceeds, Miscellaneous. Historical Revenuesas % of Total - Enterprise Fund FY 2010-FY 2012Actuals FY 2013 Estimate & FY 2014Adopted Budget 100% ■Grant 90% OLease Proceeds 80% ■Transfers In 70% ■Interest Income 60% 50% ■Other Misc. Income 40% ■Other Service Charges 30% aSewer Revenues 20% ©Sale of Water 10% 0% FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Actual Projected Adopted WATER AND SEWER FUND EXPENSES Expenses for the fund are anticipated to decrease by $2,279,615, or 7% from $33,365,806 in FY 2013 to $31,086,191 in FY 2014. Excluding other requirements, expenses are projected to decrease by $984,148, or 5%, going from $19,776,482 to $18,792,334. Water & Sewer Expense Comparison by Department A 10% decrease is anticipated in Other Requirements, from $13,589,324 in FY 2013 to $12,293,857 in FY 2014 due to pay-as-you-go for various capital projects in FY 2013. Historical Expenses as % of Total - Enterprise Fund FY 2010-FY 2012 Actuals FY 2013 Estimate & FY 2014 Adopted Budget 100% ■PW GIS 90% 80% ■Lift Stations 70% oUtdity Billing & Collections 60% ■Construction 50% ODistribution & Collection 40% ■ Water Production 30% aWastewater Treatment 20% ■Other Requirements" 10% 0% FY 2010 FY 2011 FY 2012 FY 2013 FY2014 Actual Actual Actual Projected Adopted 'Other Requirements - Debt Service, Transfers Out 54 FY13 FY 14 Change FY2012 Amended FY 13 Adopted Inc / Department Actual Budget Projection Budget (Dec) Lift Stations 782,205 1,304,148 909,494 1,007,643 11% Wastewater Treatment 3,210,409 3,738,919 4,003,447 4,255,507 6% Water Production 6,481,688 7,145,843 8,159,268 7,680,317 -6% Distribution &Collection 1,844,852 2,200,491 2,254,845 2,160,933 -4% Construction 891,932 1,185,270 1,159,810 1,002,981 -14% GIS 212,475 270,614 260,845 247,289 -5% Utility Billing r r FY 2014 ADOPTED BUDGET SUMMARY ALL FUNDS REVENUES AND EXPENDITURES FY2013 FY2013 FY2014 FY2012 AMENDED YEAR END ADOPTED REVENUES ACTUAL BUDGET PROJECTION BUDGET Property Taxes $34,361,796 $35,731,802 $36,580,707 $38,470,634 Sales Taxes 22,152,325 22,621,712 24,240,944 26,102,052 Licenses and Permits 2,320,101 6,242,906 6,099,691 2,877,117 Fines and Forfeitures 3,373,500 2,662,219 2,726,978 3,751,939 Charges For Services 46,874,645 3,347,919 3,602,218 51,279,667 Franchise Fees 5,816,946 48,854,338 49,073,186 6,340,215 Interest Income 193,600 135,831 208,144 159,504 Hotel/Motel Occupancy Tax 816,640 930,059 1,056,209 1,148,088 Bond/Lease Proceeds 53,613,801 20,622,371 17,842,470 45,433,388 Grant Revenue 1,198,792 1,579,282 1,479,001 1,686,417 Miscellaneous 19,116,125 23,531,348 24,631,713 14,266,004 Other Revenue Sources 386,570 217,180 236,774 181,526 TOTAL REVENUES $190,224,841 $166,476,967 $167,778,035 $191,696,551 Transfers from Other Funds 19,021,878 13,561,373 14,086,792 11,365,439 TOTAL AVAILABLE RESOURCES $209,246,719 $180,038,340 $181,864,827 $203,061,990 EXPENDITURES General Government $6,075,690 $7,234,509 $6,926,365 $9,047,711 Public Safety 25,236,317 32,533,474 32,003,609 31,561,040 Community Services 3,220,155 3,587,839 3,562,128 3,829,251 Public Works 38,073,658 43,310,413 44,388,948 44,822,329 Utility Billing 2,112,863 2,572,328 3,028,773 2,437,664 Parks & Recreation 7,173,413 8,732,517 8,297,045 8,455,614 Debt Service 82,289,398 31,670,841 31,068,937 31,689,920 Construction' 13,458,429 63,369,582 59,811,416 53,259,003 Insurance Coverage 6,256,300 6,981,598 6,971,580 6,841,673 Economic Development Corporation 1,397,984 3,640,900 3,043,591 4,586,296 Otherz 1,520,950 2,199,920 2,397,976 1,498,497 TOTAL EXPENDITURES $186,815,157 $205,833,921 $201,500,368 $198,028,998 Transfers to Other Funds 19,021,878 13,561,373 14,086,792 11,363,286 TOTAL EXPENDITURES AND OTHER USES $205,837,035 $219,395,294 $215,587,160 $209,392,284 Revenues Over/(Under) Expenditures3 3,409,684 (39,356,954) (33,722,333) (6,330,294) 'Capital projects are budgeted for project length. Construction is based on annual funding and not dollars spent. `Other includes expenditures for all Special Revenue Funds, excluding transfers. 'Expenditures under Revenues due to use of bond proceeds and cash on hand. 55 Revenue Summary All Funds Adopted FY 2014 Budget Charges For Services, 25.0% Fines and Forfeitures. 2.0% Licensesand Permits, 1.5% Sales Taxes. 13.0% Property Taxes, 19.0% Franchise Fees, 3.0% Interest Income, 0.0% Hotel/Motel Occup. Tax, 0.5% fA Bond/Lease Proceeds, 22.5% Grant Revenue. 1.0% Miscellaneous, 7.0% Other Revenue Sources, 0.0% Transfers from Other Funds, 5.5% Expenditure Summary All Funds Adopted FY 2014 Budget General Government, Public Safety, 15.1 % 4.3% Transfersto Other Funds, 5.4% Other, 0.7% PEDC. 2.2% Insurance Coverage, 3.3% Construction, 25.4% Community Services, 1.8% Public Works, 21.4% Utility Billing, 1.1 % Parks & Recreation, 4.0% Debt Service, 15.1 % 56 r .. FY 2014 ADOPTED BUDGET SUMMARY ALL FUNDS ANALYSIS OF FUND BALANCE AND CASH EQUIVALENTS FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES General Fund Special Revenue Funds Governmental Capital Project Funds Governmental Debt Service Fund Proprietary Funds Proprietary Capital Project Funds Internal Service Fund P.E.D.C. Fund FY 2013 BUDGET 'Exclusive of any reserve requirements. FUND 17 Court Security 18 City Wide Donation 19 Court Technology 23 Court Juvenile Management Fund 35 Traffic Impact Improvement Fund 45 Hotel/Motel Tax 46 Park Donations 47 Park & Recreation Development 49 Tree Trust 55 Sidewalk 60 Police State Seizure 62 Federal Police 101 Grant 111 Community Development 140 University of Houston 141 U of H Capital Renewal 145 Municipal Channel TOTAL FY 2014 ADOPTED END BALANCE* 15,785,618 60,161,236 63,349,499 12,597,355 4,640,514 2,724,141 2,334,762 5,029,893 4,090,304 31,860,528 34,882,921 1,067,911 4,291,000 28,070,980 28,842,896 3,519,084 10,326,180 40,839,636 39,607,126 9,678,282 7,021,728 23,422,758 26,694,306 3,750,180 577,126 6,855,829 6,861,673 571,282 14,076,237 9,126,881 6,819,102 10,902,820 60,808,708 203,061,990 209,392,285 47,116,806 FY 2014 ADOPTED BUDGET SPECIAL REVENUE FUNDS ANALYSIS OF FUND BALANCE FY 2014 FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED ADOPTED ADOPTED BEG BALANCE REVENUES EXPENDITURES END BALANCE $130,426 $66,417 $78,678 $118,165 78,433 30,632 81,185 27,880 5,115 78,420 77,790 5,745 62,878 39,265 43,074 59,069 665,974 870 10,625 656,219 2,128,486 1,151,088 761,195 2,518,379 110,671 81,100 71,500 120,271 538,763 51,200 48,700 541,263 5,507 25 5,000 532 210,658 5,300 215,958 131,043 15,132 102,733 43,442 47,877 50 29,000 18,927 27,802 378,838 393,263 13,377 366 333,253 333,253 366 258,447 258,266 181 239,750 239,750 256,763 234,105 40,500 450,368 $4,640,514 $2,724,141 $2,334,762 $5,029,893 57 FY 2014 ADOPTED BUDGET GOVERNMENTAL CAPITAL PROJECT FUNDS ANALYSIS OF FUND BALANCE FY 2014 FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE 50 Capital Projects General 68 Capital Projects -CO 2001 70 Capital Projects Mobility GO 2001 200 Capital Projects -CO 2006 202 Capital Projects -GO 2007A 203 Capital Projects -GO 2009 TOTAL ($1,000) $293,500 $292,500 $0 46,827 5,391,413 5,438,240 0 510,084 510,084 0 735,380 2,145,000 2,879,889 491 1,859,158 400,000 1,464,922 794,236 939,855 23,630,615 24,297,286 273,184 $4,090,304 $31,860,528 $34,882,921 $1,067,911 FY 2014 ADOPTED BUDGET INDIVIDUAL PROPRIETARY FUNDS ANALYSIS OF FUND BALANCE AND CASH EQUIVALENTS FY 2014 FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE* REVENUES EXPENDITURES END BALANCE* 30 Water & Sewer Fund $10,183,553 $32,380,706 $31,086,191 $9,597,660 31 Solid Waste Fund 142,627 8,458,930 8,520,935 80,622 TOTAL $10,326,180 $40,839,636 $39,607,126 $9,678,282 *Net of any reserve requirements. FY 2014 ADOPTED BUDGET INDIVIDUAL PROPRIETARY CAPITAL PROJECT FUNDS ANALYSIS OF FUND BALANCE AND CASH EQUIVALENTS FY 2014 FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE 42 Utility Impact Fee Fund 2,844,231 20,364,862 21,333,184 1,875,909 44 Shadow Creek Impact Fee 2,163,840 1,399,320 2,692,612 870,548 67 W & S Revenue Bonds 759,490 1,658,326 2,164,747 253,069 301 Water/Sewer Pay As You Go CIP 70,831 250 71,081 302 MUD 4 Capital Program 1,183,336 503,763 679,573 TOTAL $7,021,728 $23,422,758 $26,694,306 $3,750,180 FY 2014 ADOPTED BUDGET INTERNAL SERVICE FUND ANALYSIS OF FUND BALANCE FY 2014 FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE 95 Property Liability Insurance $57,145 $1,355,938 $1,355,888 $57,195 99 Medical Self -Insurance $519,981 $5,499,891 $5,505,785 $514,087 TOTAL $577,126 $6,855,829 $6,861,673 $571,282 'Net of Debt Service Reserves FY 2014 ADOPTED BUDGET P.E.D.C. ANALYSIS OF FUND BALANCE FY 2014 FY 2014 FY 2014 FY 2014 ADOPTED ADOPTED ADOPTED ADOPTED FUND BEG BALANCE REVENUES EXPENDITURES END BALANCE' 15 Economic Development Fund $14,076,237 $9,126,881 $6,819,102 $10,902,820 TOTAL $14,076,237 $9,126,881 $6,819,102 $10,902,820 'Net of Debt Service Reserves 59 THIS PAGE INTENTIONALLY LEFT BLANK FY 2014 ADOPTED 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 $7,045,219,500, a 7.72% or $504.9 million increase over the current adjusted tax roll. The annexation of Brazoria County (BC) MUD #4 accounts for $214.0 million or 42.4% of the increase in property valuations. Excluding MUD #4, property values increase $290.9 million or 4.4%. This increase is mainly due to the value of new properties being added to the tax roll. The TIRZ value is estimated at $1,563,737,676, a 7.6% or $110.2 million increase over last year. The tax rate for the adopted budget totals $0.7051 per $100 valuation, with no change from the prior year. 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. Both the General Fund and Debt Service component of the tax rate remains the same as the prior year. 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, new development and sales tax increases since 2007. Based on these assumptions and the collection rate, a tax levy of $10,805,396 will be conveyed to the TIRZ and $37,774,680 will remain with the City. 61 CITY OF PEARLAND TAX COLLECTIONS FY 2013 BUDGETED LEVY FY 2013 ADJUSTED LEVY FY 2013 YEAR END PROJECTION FY 2014 PRELIMINARY ROLL REVENUES City Levy - 100% 35,644,114 35,566,726 35,211,059 38,349,927 TIRZ - 100% 10,267,079 10,248,751 10,079,647 11,025,914 TOTAL at 100% 45,911,193 45,815,477 45,290,706 49,375,842 City Collection Rate 100.0% 100.0% 99.0% 98.4% ALLOCATION: General Fund 10,874,779 10,850,115 10,741,614 11,523,680 Debt Service Fund 24,769,335 24,716,611 24,469,445 26,251,000 TIRZ 10,267,079 10,248,751 10,079,647 10,805,396 Total Allocation 45,911,193 45,815,478 45,290,706 48,580,076 Budgeted Adjusted Preliminary Tax Year 2012" 2012 2013 Taxable Value 6,541,399,683 6,540,274,705 7,045,219,500 TIRZ Added Value 1,456,116,708 1,453,517,411 1,563,737,676 Taxable Value to City 5,085,282,975 5,086,757,294 5,481,481,824 Tax Rate Der $100 General Fund 0.2151 0.2151 Debt Service Fund 0.4900 0.4900 Total Tax Rate 0.7051 0.7051 Tax Rate Split General Fund 30.51% 30.51% Debt Service Fund 69.49% 69.49% Total 100.00% 100.00% Note: Includes values pending at time of certification. 62 r r r r r 2013 Property Tax Rates in City Of Pearland This notice concerns the 2013 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 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 $13,597,946 Last year's debt taxes $30,976,261 Last year's total taxes $44,574,207 Last year's tax base $6,321,685,860 Last year's total tax rate $0.705100/$100 This year's tax rate: Last year's adjusted taxes $34,034,066 (after subtracting taxes on lost property) / This year's adjusted tax base $4,752,642,862 (after subtracting value of new property) = This year's effective tax rate $0.716108/$100 (Maximum rate unless unit publishes notices and holds hearings.) This year's rollback tax rate: Last year's adjusted operating taxes $10,383,341 (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 $4,752,642,862 = this year's effective operating rate $0.218475/$100 X 1.08 = this year's maximum operating rate $0.235953/$100 + This year's debt rate $0.490000/$100 = This year's total rollback rate $0.725953/$100 Statement of Increase/Decrease If the City of Pearland adopts a 2013 tax rate equal to the effective tax rate of $0.716108 per $100 of value, taxes would decrease compared to 2012 taxes by $7,180,603. 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 $15,889,170 Interest & Sinking $4,291,000 Schedule B-2013 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 Other Amounts Description of Debt Payment to be Paid Paid from to be Paid Total From Property Taxes Property Taxes Payment All Series GO's & CO's $10,345,000 $12,683,088 $32,945 $23,061,033 Short Term Debt $1,209,140 $136,684 0 $1,345,824 MUD Rebates 0 0 $4,436,038 $4,436,038 Total required for 2013 debt service $28,842,895 - Amount (if any) paid from Schedule A $1,837,478 - Amount (if any) paid from other resources $1,418,681 - Excess collections last year $0 = Total to be paid from taxes in 2013 $25,586,736 + Amount added in anticipation that the unit will Collect only 100.00% of its taxes in 2013 $0 = Total debt levy $25,586,736 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 08/06/2013 u ASSESSED VALUATION, TAXES LEVIED AND TAXES COLLECTED TEN YEAR SUMMARY OF ASSESSED VALUATION WITH ESTIMATE FOR FISCAL YEAR 2012-2013 AND ADOPTED FOR FISCAL YEAR 2013-2014 YEAR ASSESSED VALUATION TAX RATE TOTAL TAX LEVY CURRENT TAX COLLECTIONS % OF CURRENT TAXES COLLECTED DELINQUENT TAX 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 6,369,626,981 0.6851 43,441,792 43,110,373 99.24% 201,453 2012-2013 (1) 6,540,274,705 0.7051 45,815,477 45,290,706 98.85% 310,423 2013-2014 (2) 7,045,219,500 0.7051 49,375,842 48,580,076 98.39% 315,331 1) Adjusted for tax freeze. 2) Includes $214 million, net of exemptions for BC MUD #4 DISBURSEMENTS OF AD VALOREM TAX LEVY ACTUAL ESTIMATED ADOPTED ADOPTED 2012-2013 2012-2013 2013-2014 2013-2014 REQUIREMENTS Tax Rate Distribution Tax Rate Distribution GENERAL FUND 0.2151 10,741,614 0.2151 11,523,680 DEBT SERVICE FUND 0.4900 24,469,445 0.4900 26,251,000 TIRZ - 10,079,647 - 10,805,396 0.7051 45,290,706 0.7051 48,580,076 65 ASSESSED VALUATION 8.000 7 000 6.000 y 5.000 c 0 E _c 4.000 i 3.000 I 2 000 1 f I 1 000 1 Ll L� L1 L L� - I �Do� lo S1 "b �p l ,yo ,yo ,yo yo ,yo yo yo yo yo ,yo yo do �o'`� yo'`� 1) Adjusted tax levy. 2) Estimated for tax year 2014. TAX RATE DISTRIBUTION LAST TEN YEARS AND CURRENT FOR FISCAL YEAR 2012-2013 AND ADOPTED FOR FISCAL YEAR 2013-2014 FISCAL YEAR GENERAL FUND DEBT SERVICE TOTAL TAX RATE 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 2014 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. Tax Rate Distribution 080 070 060 0.50 0.40 030 020 0.10" 0.00 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 ■GENERAL FUND aDEBT SERVICE 67 PRINCIPAL TAXPAYERS FISCAL YEAR 2013-2014 % OF ASSESSED VALUE ASSESSED TAXPAYERS BUSINESS OF PROPERTY VALUE 1 Weatherford US LP Oil Field Service, Rental & Fishing $ 69,914,860 0.99% 2 Pearland Town Center LP Retail Center Management $ 66,757,240 0.95% 3 Globe Pipe Supply Structural Pipe Supplier $ 51,522,280 0.73% 4 AmREIT SPF Shadow Creek LP Retail Center Management $ 47,959,306 0.68% 5 CenterPoint Energy Inc Utility Company $ 32,832,920 0.47% 6 12400 Shadow Creek Parkway LLC Multi -Family Residential $ 27,100,030 0.38% 7 Discovery Shadow Creek Owner Multi -Family Residential $ 25,330,000 0.36% 8 Shadow Kirby, LTD, Prt Multi -Family Residential $ 25,000,000 0.35% 9 Pearland Lifestyle Center LP Retail Center Management $ 24,499,227 0.35% 10 Wal-Mart Real Estate Business Trust Retail Stores $ 23,179,360 0.33% TOTAL PRINCIPAL TAXPAYERS $ 394,095,223 5.59% ALL OTHERS $ 6,651,124,277 94.41% TOTAL $ 7,045,219,500 100.00% SOURCES: Brazoria and Harris Counties Tax Assessor Collector 01 TOP TEN TAXPAYERS $80, 000,000 $70, 000, 000 $60, 000, 000 $50, 000,000 $40, 000, 000 $30, 000, 000 $20, 000,000 $10, 000, 000 $- �Q `�Q Q\A IQ \moo °<aJ5 Ge��2 Qa JQ Gtaa� �.e�°'�a�� O� Gaga` e� \e � �` 0 r a a 5 Qaa�a �`'QQ Gao as°�G Z-A r a Q P�Q- DEBT SERVICE FUND SUMMARY FY 2014 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 as adopted assumes a Debt Service tax rate of $0.4900 per $100 assessed valuation, the same as the current year. Due to new value added to the tax rolls for the annexation of MUD #4, and new development, and a later 2013 bond issuance, a forecasted increase of $.0200 from the current debt service tax rate of $0.4900 is unnecessary to meet fiscal year 2014 obligations. With no tax rate increase in fiscal year 2014, the City maintains 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, less than the 13 cents anticipated. The tax rate generates $26,251,000 in current property taxes at a 98.4% collection rate. Revenues include $776,242 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 $28,842,896 for fiscal year 2014, and include $23,028,088 in principal and interest payments including debt service associated with the MUD 4 annexation. New debt includes 2013 debt yet to be issued of $9.3 million in General Obligation Bonds and $2.7 million in Certificates of Obligation. Fiscal Year 2014 includes issuing $17.6 million in General Obligation Bonds and $4.3 million in Certificates of Obligation. After the 2013 and 2014 issuances, there remains $77.565 million in voted bonds yet to be issued. Total principal outstanding at 9/30/2014 is anticipated to be $306.3 million. Tax rebates to in -city MUD's total $4,436,038, an increase of $378,356 from fiscal year 2013 actuals, as newer districts continue to develop. There is a planned drawdown of fund balance in the amount of $771,916, which will bring the fund balance at 9/30/2014 to $3,519,084 which is $634,794 over the reserve policy of $2,884,290, or 10% of expenditures. It is forecast that fiscal years 2015 through 2018 will remain above reserve policy guidelines, with additional tax rate increases in years 2014-2017 (See long-range forecast) due to continued issuance of voter approved bonds to complete capital projects. DEBT SERVICE FUND - 20 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget OPERATING REVENUES Property Taxes Miscellaneous Transfers Bond Proceeds TOTAL OPERATING EXPENDITURES Rebates & Misc. Bond Payment Short -Term Note TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING Reserve 10% Over Policy $ 23,500,454 $ 24,739,365 $ 25,546,545 $ 26,652,299 805,871 2,658,473 1,973,561 800,242 2,157,471 438,572 461,726 618,439 53,613,801 80,077,597 27,836,410 27,981,832 28,070,980 4,017,494 4,291,265 4,092,387 4,458,108 75,589,558 24,129,755 23,678,123 23,038,963 637,604 852,017 912,802 1,345,825 80,244,656 29,273,037 28,683,312 28,842,896 (167,059) (1,436,627) (701,480) (771,916) 5,159,539 4,992,480 4,992,480 4,291,000 $ 4,992,480 $ 3,555,853 $ 4,291,000 $ 3,519,084 2,927,304 2,868,331 2,884,290 628,549 1,422,669 634,794 DEBT SERVICE FUND - 20 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 020-0000-350.01-01 CURRENTTAXES $23,195,663 $24,397,796 $24,469,445 $26,251,000 020-0000-350.01-02/06 DELINQUENT TAXES 134,313 146,387 205,000 215,331 020-0000-350.01-03 PENALTY & INTEREST 170,478 195,182 185,000 185,968 020-0000-350.01-05 MUD ANNEXATION CURRENT TAX 681,677 MUD ANNEXATION DELIQUENT 020-0000-350.01-06 TAX 5,423 *TAXES 23,500,454 24,739,365 25,546,545 26,652,299 020-0000-335-65-00 MISCELLANEOUS 020-0000-356.00-00 INTEREST INCOME 12,919 8,035 23,595 24,000 020-0000-356.06-00 UNREALIZED CAP GAIN (LOSS) (3,135) 020-0000-358.99-00 MISCELLANEOUS 796,087 786,075 786,075 776,242 020-0000-358.99-01 MUD ANNEXATION 1,864,363 1,163,891 "MISCELLANEOUS 805,871 2,658,473 1,973,561 800,242 020-0000-359.09-00 FROM FUND 30 434,865 277,127 277,127 459,167 020-0000-359.43-00 FROM FUND 43 10,443 020-0000-359.18-00 FROM FUND 50 47,442 020-0000-359.24-00 FROM FUND 68 1,500,000 020-0000-359.36-00 FROM FUND 203 11,674 5,000 020-0000-359.36-00 FROM FUND 302 7,711 020-0000-359.99-00 FROM FUND 10 163,490 161,445 161,445 159,272 *GRANT, ISSUANCE, TRANSFER 2,157,471 438,572 461,726 618,439 020-0000-360.01-00 BOND PROCEEDS 49,805,000 020-0000-360.04-00 PREM/DISCT ON BONDS 3,808,801 020-0000-360.07-00 CAPITALIZED INTEREST "BOND PROCEEDS 53,613,801 0 0 0 TOTAL 80,077,597 27,836,410 27,981,832 28,070,980 GOVERNMENTAL DEBT MATURITY SCHEDULE AS OF 9/30/2013 GENERAL LONG-TERM DEBT* Fiscal Year Principal Interest Total 2013-2014 10,475,000 12,636,216 23,111,216 2014-2015 10,510,000 12,164,796 22,674,796 2015-2016 10,985,000 11,690,914 22,675,914 2016-2017 10,680,000 11,221,315 21,901,315 2017-2018 11,140,000 10,756,413 21,896,413 2018-2019 13,885,000 10,219,582 24,104,582 2019-2020 14,500,000 9,606,841 24,106,841 2020-2021 15,140,000 8,967,390 24,107,390 2021-2022 15,770,000 8,293,183 24,063,183 2022-2023 16,470,000 7,583,821 24,053,821 2023-2024 17,105,000 6,837,548 23,942,548 2024-2025 17,910,000 6,079,137 23,989,137 2025-2026 18,545,000 5,313,898 23,858,898 2026-2027 19,320,000 4,517,331 23,837,331 2027-2028 20,120,000 3,699,335 23,819,335 2028-2029 20,985,000 2,829,047 23,814,047 2029-2030 12,930,000 2,079,141 15,009,141 2030-2031 13,525,000 1,469,658 14,994,658 2031-2032 14,180,000 826,132 15,006,132 2032-2033 3,285,000 419,682 3,704,682 2033-2034 3,425,000 263,670 3,688,670 2034-2035 1,650,000 134,857 1,784,857 2035-2036 935,000 78,772 1,013,772 2036-2037 620,000 43,938 663,938 2037-2038 640,000 14,800 654,800 TOTAL $294,730,000 $137,747,418 $432,477,418 Series Name Principal Amount Certificates of Obligation Series 2003 1,035,000 Certificates of Obligation Series 2004 1,420,000 Permanent Improvement and Refunding Bonds Series 2005 20,725,000 Certificates of Obligation Series 2006 8,825,000 Permanent Improvement and Refunding Bonds Series 2006 30,860,000 BC MUD 1 Series 2007 1,810,000 Permanent Improvement and Refunding Bonds Series 2007 66,625,000 Certificates of Obligation Series 2007 22,450,000 Permanent Improvement Bonds Series 2008 21,695,000 Certificates of Obligation Series 2008 8,480,000 Certificates of Obligation Series 2009 7,835,000 Certificates of Obligation Series 2009-A 10,225,000 Permanent Improvement and Refunding 2009' 15,375,000 Permanent Improvement Bonds Series 2010A 11,350,000 Permanent Improvement and Refunding Series 2010E 1,000,000 General Obligation Bonds Series 2011 5,200,000 Certificates of Obligation Series 2011 1,675,000 Permanent Improvement Refunding Bonds Series 2012* 43,575,000 BC MUD 4 Series 2011 2,510,000 Certificates of Obligation Series 2013 2,745,000 Permanent Improvement Bonds Series 2013 9,315,000 TOTAL $294,730,000 Does not include new debt anticipated to be issued. *Excludes refunding portion associated with Water/Sewer Debt numbers reflect Series 2013 actuals. 72 GOVERNMENTAL DEBT TO MATURITY AS OF 9/30/2013 01 $30,000.000 $25,000.000 $20,000,000 $15,000.000 $10,000, 000 S5-000 000 so 11 1 La -- 0Nb ONA Off' NO 00O 00� O�� O�� O�� 00� 00O 00� 00� 00O OHO O�� O�� OHO Oda O�� OHO 03� OHO ■Principal ❑Interest 73 GENERAL DEBT SERVICE SCHEDULE FY 2014 ADOPTED BUDGET DATE DESCRIPTION 3/1/2014 Series 2003 Certificates 9/1/2014 of Obligation Fiscal Year Total 3/1/2014 Series 2004 Certificates of 9/1/2014 Obligation Fiscal Year Total 3/1/2014 Series 2005 Permanent Improvement 9/1/2014 and Refunding Bonds Fiscal Year Total 3/1/2014 Series 2006 Permanent Improvement 9/1/2014 and Refunding Bonds Fiscal Year Total 3/1/2014 Series 2006 Certificates of 9/1/2014 Obligation Fiscal Year Total 3/1/2014 Series 2007 - BCMUD #1 9/1/2014 Fiscal Year Total 3/1/2014 Series 2007 Permanent Improvement 9/1/2014 and Refunding Bonds Fiscal Year Total 3/1/2014 Series 2007 Certificates of 9/1/2014 Obligation Fiscal Year Total 3/1/2014 Series 2008 Permanent Improvement 9/1/2014 Bonds Fiscal Year Total 3/1/2014 Series 2008 Certificates of 9/1/2014 Obligation Fiscal Year Total 3/1/2014 Series 2009 Certificates of 9/1/2014 Obligation Fiscal Year Total 3/1/2014 Series 2009A Certificates of 9/1/2014 Obligation Fiscal Year Total 3/1/2014 Series 2009 Permanent Improvement 9/1/2014 Bonds" Fiscal Year Total 3/1/2014 Series 2010A Permanent Improvement 9/1/2014 Bonds Fiscal Year Total AMOUNT ISSUED PRINCIPAL INTEREST 19,650,000 1,035,000 18,630 AMOUNT PAYMENT OUTSTANDING TOTAL AS OF 9130/14 1,053,630 0 1,035,000 18,630 1,053,630 0 21,000,000 710,000 28,400 738,400 14,200 14,200 710,000 42,600 752,600 710,000 37,015,000 1,930,000 482,007 2,412,007 443,407 443,407 1,930,000 925,414 2,855,414 18,795,000 32,165,000 410,000 741,497 1,151,497 733,297 733,297 410,000 1,474,794 1,884,794 30,450,000 9,700,000 355,000 202,214 557,214 191,343 191,343 355,000 393,557 748,557 8,470,000 1,940,000 37,793 37,793 65,000 37,793 102,793 65,000 75,585 140,585 1,745,000 69,640,000 2,510,000 1,549,131 4,059,131 1,498,931 1,498,931 2,510,000 3,048,063 5,558,063 64,115,000 23,250,000 300,000 507,763 807,763 499,888 499,888 300,000 1,007,650 1,307,650 22,150,000 22,835,000 335,000 524,763 859,763 516,388 516,388 335,000 1,041,150 1,376,150 21,360,000 9,000,000 155,000 201,322 356,322 0 198,319 198,319 155,000 399,641 554,641 8,325,000 8,520,000 172,851 172,851 230,000 172,851 402,851 230,000 345,703 575,703 7,605,000 12,145,000 640,000 182,083 822,083 174,883 174,883 640,000 356,965 996,965 9,585,000 16,735,000 390,000 325,659 715,659 315,909 315,909 390,000 641,568 1,031,568 14,985,000 12,415,000 355,000 207,026 562,026 203,476 203,476 355,000 410,503 765,503 10,995,000 74 GENERAL DEBT SERVICE SCHEDULE FY 2014 ADOPTED BUDGET AMOUNT AMOUNT PAYMENT OUTSTANDING DATE DESCRIPTION ISSUED PRINCIPAL INTEREST TOTAL AS OF 9/30/14 3/1/2014 Series 2010B Permanent Improvement 1,630,000 220,000 13,900 233,900 9/1/2014 Refunding Bonds 11,700 11,700 Fiscal Year Total 220,000 25,600 245,600 780,000 3/1/2014 Series 2011 General Obligation 5,400,000 145,000 99,466 244,466 9/1/2014 Bonds 96,565 96,565 Fiscal Year Total 145,000 196,031 341,031 5,055,000 3/1/2014 Series 2011 Certificates of 2,095,000 210,000 17,504 227,504 9/1/2014 Obligation 15,309 15,309 Fiscal Year Total 210,000 32,813 242,813 1,465,000 3/1/2014 Series 2011 BC MUD 4 2,640,000 130,000 49,588 179,588 9/1/2014 Refunding Bonds* 47,962 47,962 Fiscal Year Total 130,000 97,550 227,550 2,380,000 3/1/2014 Series 2012 Permanent Improvement 43,575,000 783,125 783,125 9/1/2014 Refunding Bonds* 783,125 783,125 Fiscal Year Total 0 1,566,250 1,566,250 43,575,000 3/1/2014 Series 2013 Certificates 2,745,000 75,000 67,747 142,747 9/1/2014 of Obligation 56,944 56,944 Fiscal Year Total 75,000 124,691 199,691 2,670,000 3/1/2014 Series 2013 Permanent 9,315,000 275,000 223,777 498,777 9/1/2014 Improvement Bonds 187,684 187,684 275,000 411,461 686,461 9,040,000 TOTAL 363,410,000 10,475,000 12,636,216 23,111,216 284,255,000 *Excludes Water/Sewer Component Does not include new debt anticipated to be issued 75 GENERAL DEBT SERVICE SCHEDULE FY 2014 ADOPTED BUDGET Date Amount Issued Amount Outstanding Description Rate Maturity Issued As of 9/30/14 Annual Requirements Certificates of 5%,6%,4.5%,4%, 2003 19,650,000 - 3/1/2014 1,035,000 Principal Obligation 4.125%,4.25%,4.3%, 2023 3/1/2014 18,630 Interest Series 2003 4.375%,4.5%,3.6%,3.7%, 9/1/2014 - Interest 3.75%,3.8% General 4%, 4,1%,4.68%, 4.7%, 2004 21,000,000 710,000 3/1/2014 710,000 Principal Obligation 4.2%, 4.5%, 4.625%, 2028 3/1/2014 28,400 Interest Series 2004 4.75%,5%, 5,25% 9/1/2014 14,200 Interest Permanent Imp. and 3.25%, 3.5%, 3.625% 2005 37,015,000 18,795,000 3/1/2014 1,930,000 Principal Refunding Bonds 3.75%,3.875%,4%,5%, 2029 3/1/2014 482,007 Interest Series 2005 4.1%,4.125%,4.2%,4.25% 9/1/2014 443,407 Interest 4.3%, 4.5% Permanent Imp. and 4%,4.125%,4.25%, 2006 32,165,000 30,450,000 3/1/2014 410,000 Principal Refunding Bonds 4.5%,5%,4.75% 2029 3/1/2014 741,497 Interest Series 2006 9/1/2014 733,297 Interest Certificates of 6.125%,5.25%,4.125%, 2006 9,700,000 8,470,000 3/1/2014 355,000 Principal Obligation 4.2%,4.25%,4.3%,4.4%, 2029 3/1/2014 202,214 Interest Series 2006 4.375%,4.4%,4.45%, 4.5% 9/1/2014 191,343 Interest Series 2007-BCMUD#1 3.75%,3.8%,3.85%, 2007 1,940,000 1,745,000 3/1/2014 37,793 Interest 3.9%,4%,4.1%,4.2%, 2030 3/1/2014 65,000 Principal 4.3%,4.35% 9/1/2014 37,793 Interest Permanent Imp. and 4%,4.375%,4.5%,4.75%, 2007 69,640,000 64,115,000 3/1/2014 2,510,000 Principal Refunding Bonds 5%,5.5% 2034 3/1/2014 1,549,131 Interest Series 2007 9/1/2014 1,498,931 Interest Certificates of 3.25%,4.25%,5%,5.25% 2007 23,250,000 22,150,000 3/1/2014 300,000 Principal Obligation 2034 3/1/2014 507,763 Interest Series 2007 9/1/2014 499,888 Interest Permanent Imp. Bonds 4%,4.5%,4.625%, 2008 22,835,000 21,360,000 3/1/2014 335,000 Principal Series 2008 5%,5.25%,5.5% 2034 3/1/2014 524,763 Interest 9/1/2014 516,388 Interest Certificates of 3.75%,3.875%,4%, 2008 9,000,000 8,325,000 3/1/2014 155,000 Principal Obligation 4.125%,4.25%,4.3%, 2034 3/1/2014 201,322 Interest Series 2008 4.375%,4.4%,4.5%,5% 9/1/2014 198,319 Interest Certificates of 4.5%,4.65%,4%,5%, 2009 8,520,000 7,605,000 3/1/2014 172,851 Interest Obligation 5.25%,5.5%,2.25%,2.5%, 2034 3/1/2014 230,000 Principal Series 2009 3%,3.5%,3.75%,4.1%, 9/1/2014 172,851 Interest 4.25%, 4.4 %,4.75%,4.625% 76 GENERAL DEBT SERVICE SCHEDULE FY 2014 ADOPTED BUDGET Date Amount Issued Amount Outstanding Description Rate Maturity Issued As of 9/30114 Annual Requirements Certificates of 4.5%, 4.2%, 4.1.%, 4.0% 2009 12,145,000 9,585,000 3/1/2014 640,000 Principal Obligation 3.85%, 3.75%, 3.7%, 2029 3/1/2014 182,083 Interest Series 2009A 3.6%, 3.25%, 3.4%, 9/1/2014 174,883 Interest 2.75%, 2.5%, 2.25%, 2.0% Permanent Imp. Bonds 5.0%, 4.5%, 4.1%, 3.75% 2009 16,735,000 14,985,000 3/1/2014 390,000 Principal 2009* 3.85%, 3.7%, 3.6%, 3.4%, 2034 3/1/2014 325,659 Interest 3.25%, 2.75%, 2.5%, 2.0% 9/1/2014 315,909 Interest Permanent Imp. Bonds 2.0%, 3.0%, 3.25%, 3.50% 2011 12,415,000 10,995,000 3/1/2014 355,000 Principal 3.625%, 3.75%, Series 2010A 3.90%,4.0% 2035 3/1/2014 207,026 Interest 4.25% 9/1/2014 203,476 Interest Permanent Imp. Bonds 2.0%, 3.0%, 3.25%, 3.50% 2011 1,630,000 780,000 3/1/2014 220,000 Principal 3.625%, 3.75%, Refunding Series 3.90%,4.0% 2018 3/1/2014 13,900 Interest 2010E 4.25% 9/1/2014 11.700 Interest General Obligation Series 2011 Certificates of Obligation Series 2011 BC MUD 4 Series 2011 Permanent Imp. Bonds Refunding Series 2012* Certificates of Obligation Series 2013 Permanent Imp. Bonds Series 2013 2.125%, 3.0%, 3.25%, 3.5%, 4.0%, 4.125% 2.09% 2.5%, 2.75%, 3.0%, 3.5% 4.0%, 4.125%, 4.5%, 4.7% 4.8%, 5.0% 3.0%, 4.0%, 5.0% 2011 2036 2011 2021 2011 2032 2012 2029 3.0%,4.0%,4.25%,4.375%, 2013 4.5%,4.625%,5.0% 2038 3.0%,4.0%,4.125%,4.25%, 2013 4.375%,4.4%,4.5%,4.625% 2038 5,400,000 5,055,000 3/1/2014 3/1/2014 9/1/2014 2,095,000 1,465,000 3/1/2014 3/1/2014 9/1/2014 2,640,000 2,380,000 3/1/2014 3/1/2014 9/1/2014 43,575,000 43,575,000 3/1/2014 3/1/2014 9/1/2014 2,745,000 2,670,000 3/1/2014 3/1/2014 9/1/2014 9,315,000 9,040,000 3/1/2014 3/1/2014 9/1/2014 145,000 Principal 99,466 Interest 96,565 Interest 210,000 Principal 17,504 Interest 15,309 Interest 130,000 Principal 49,588 Interest 47,962 Interest - Principal 783,125 Interest 783,125 Interest 75,000 Principal 67,747 Interest 56,944 Interest 275,000 Principal 223,777 Interest 187,684 Interest TOTAL $363,410,000 $284,255,000 $23,111,216 77 THIS PAGE INTENTIONALLY LEFT BLANK IM GENERAL FUND -10 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 Gov- ernment, Community Services, and Parks and Recreation. Public Safety provides all emergency services to the citizens of Pearland and accounts for 50% of total operating expenditures. General Government includes depart- ments such as Mayor and City Council, City Manager, Finance, Legal and Human Resources. Expenditures in- clude all personnel costs for 499.75 full-time employees and 130 part-time employees, utilities, fuel, park and right- of-way maintenance, street lighting, just to name a few. REVENUES Property Taxes Sales and Use Taxes Franchise Fees Licenses & Permits Fines & Forfeitures Charges for Service Miscellaneous Transfers in Other Financing Sources TOTAL REVENUES EXPENDITURES General Government Public Safety Community Services Public Works Parks & Recreation Total Operating Expenditures Transfers Out TOTAL EXPENDITURES Revenues Over/(Under) Expenses Beginning Fund Balance Ending Fund Balance Policy - 2 months Recurring Oper. Fund Balance over Policy FY2013 FY2013 FY2014 FY2012 AMENDED YEAR END ADOPTED ACTUAL BUDGET PROJECTION BUDGET $10,861,342 $10,992,437 $11,034,162 $11,818,335 14,814,936 15,125,235 16,172,355 17,428,319 5,669,958 6,016,906 5,855,695 6,106,615 2,320,101 2,662,219 2,726,978 2,877,117 3,164,068 3,132,685 3,390,068 3,568,281 11,890,806 12,330,342 12,428,649 13,175,835 575,224 380,620 602,751 575,362 3,702,694 3,776,850 3,743,503 3,709,547 5,196,694 3,216,813 901,825 52,999,129 59,613,988 59,170,974 60,161,236 6,075,690 7,234,509 6,926,365 9,047,711 25,168,443 32,388,251 31,856,493 31,408,747 2,990,772 3,586,144 3,555,628 3,789,626 7,464,210 8,887,637 8,832,754 9,386,098 6,775,330 8,215,199 7,811,503 8,330,414 48,474,445 60,311,740 58,982,743 61,962,596 1,476,287 1,881,152 1,974,555 1,386,903 49,950,732 62,192,892 60,957,298 63,349,499 3,048,397 (2,578,904) (1,786,324) (3,188,263) 14, 523, 545 17, 571, 942 17, 571, 942 15,785,618 $17,571,942 $14,993,038 $15,785,618 $12,597,355 8,940,852 8,719,308 9,660,155 6,052,187 7,066,311 2,937,200 For fiscal year 2013 revenues are expected to be $59,193,727, $420,261 less than budget, due to the use of cash versus lease/purchase proceeds for upgrades to Public Safety Radio System. Excluding Other Financing Sources, revenues total $55,976,914, $1,559,620 over the amended budget (Excluding Other Financing Sources) and $2,977,785 over fiscal year 2012 actuals. This is mainly due to improvements in sales tax remittances. The fiscal year 2013 budget incorporated a 5.4% increase in sales tax based on the projection of 2012 sales tax receipts and the construction of Kelsey Seybold and the new Sam's Club; however, sales tax remittances for fiscal year 2013 show an improvement in economic activity with a projection of $16,007,629, $1,014,675, or 6.8% higher than the amended budget and $1,332,851 or 9.1%, higher than the actual for fiscal year 2012. Franchise Fees of $5,855,695 is $161,211 less than budget due to a reduction in gas and electric franchise fees, which is likely due to the drop in the market price of natural gas and the warmer than average winter. License and Permit revenue of $2,726,978 is higher than budget by $64,759 and higher than fiscal year 2012 by $406,877. This is mainly the result of an increase in fees effective October 1, 2012 as single family and commercial permits are keeping pace with 2012. Charges for Services total $12,428,649 and are $98,307 greater than budget mainly due to engineering inspection fees for development in Savannah and $537,843 greater than 2012 due to TIRZ Administration Fees from increased value in the TIRZ and tax rate. Miscellaneous revenues total $602,751 and are expected to be higher than budget by $222,131, mainly due to receipt of MUD 4 fund balance at the time of annexation, street light charges for new development and sale of property. Fiscal year 2013 operating expenditures total $60,957,298 and are less than budget by $1,235,594 mainly due to personnel savings of $1.0 million from vacancies and lower than expected utility costs. Revenues are over operating expenditures by $210,984, $908,736 over budget. Transfers out to other funds are projected to be $1,974,555, $93,403 more than budgeted. This is mainly due to additional funds being transferred to the Property Liability Insurance Fund as claims and premiums are expected to exceed contributions. Total expenditures, including transfers, exceed revenues by $1,763,571, $815,333 less than the $2,578,904 planned drawdown of fund balance. Fund balance at 9/30/2013 is anticipated to be $15,808,371, $815,333, more than budgeted and $7.1 million over a reserve requirement of 2 months. These funds can be used to fund non -recurring items in the fiscal year 2014 budget. Fiscal year 2014 revenues total $60,159,083 which is $965,356, or 1.6% higher than fiscal year 2013 projections and $545,095, or 0.9% higher than the fiscal year 2013 budget. Excluding Other Financing Sources, revenues total $59,257,258, $3.3 million, or 5.9%, more than projections. The budget incorporates a 7.8% increase in sales tax receipts, which includes increases related to the residential and commercial growth seen over the last two years and sales tax from Kelsey Seybold. Sales tax totals $17,253,319, up $1,245,690 over the projected fiscal year 2013 collection of $16,007,629. A major increase is expected in Charges for Services, at $13,137,835, $709,186 greater than the projected $12,428,649 in fiscal year 2013, due to higher TIRZ administrative fees, ambulance services calls, and Parks & Recreation memberships, events and programs. The TIRZ administrative fees total $6,897,616, an increase of $497,105 over the projection for fiscal year 2013. This increase is attributable to continued growth of assessed valuation. In addition, Fines and Forfeitures increases by $178,213 over the fiscal year 2013 projection. Miscellaneous revenue decreases by $27,604 due to a one-time receipt of fund balance from MUD 4 in fiscal year 2013. Franchise Fees are $178,213 higher than fiscal year 2013 attributable largely to growth. Operating expenditures total $61,962,596, a 5.1 %, or $2,979,853, increase from the 2013 projections and $1,650,856 or 2.7% increase from the 2013 amended budget. The variance to budget is explained below with additional detail: FY2013 FY2014 Amended Budget Budget (Decrease)/Increase Total Budget $62,192,892 $63,349,499 $1,156,607 Non -Recurring Carryover ($1,374,493) Non -Recurring Funding ($5,302,864) ($ 4,013,253) Total Recurring $55,515,535 $59,336,246 $3,820,711 % Increase 6.9% WE Employee Compensation Adjustment $1,957,337 New Positions $863,875 Max Road Sportsplex $146,582 Public Safety Overtime $467,670 Full Year Westside Library $32,888 Traffic Signal Timing $50,000 Other Recurring Supplemental Requests $93,893 Salaries and Benefits account for a large portion of the $3.8 million variance of recurring operating expenditure from 2013 budget mainly due to compensation adjustments as well as new positions added in fiscal year 2014. New positions added for fiscal year 2014 result in a net increase of 23 full-time equivalent positions. Of the new positions, 18 full-time are in Public Safety, 1 full-time in Information Technology, 1 in Finance/Purchasing, 1 in Communications, 1 in Animal Control and 1 in Capital Projects. One Custodial position is eliminated with the continuation of contracted services. The positions in Public Safety include 3 Police Officers for Patrol funded for 12 months, 1 Jailer funded for 10 months, 9 Firefighters are added for 2 months for the new Fire/EMS Station #3 opening October 1, 2014, and EMS adds a fifth ambulance service with the addition of 2 Paramedics and 2 EMT's to begin December 1, 2013. A part-time Administrative Clerk position in Human Resources is converted into a full-time Administrative Secretary position, and the Municipal Court adds a part-time Deputy Clerk to begin October 1, 2013. The addition of these new full-time and part-time positions to the General Fund budget will assist in providing for basic and enhanced City services. For fiscal year 2014, the City has anticipated $200,000 in personnel savings associated with vacancies that may occur throughout the year. General Government totals $9,047,711, $2,121,346 greater than fiscal year 2013 projections. The increase can be attributed mainly to $1,957,337 needed to implement the results of the employee compensation study. Full year funding of the West Side Library, the addition of a Buyer and Systems Administrator account for the remaining increase. The budget for Public Safety, which includes Police, Fire and EMS totals $31,408,747, a $447,746, or 1.4%, decrease from fiscal year 2013 projections mainly due to public safety radio upgrades of $1.9 million in 2013. Excluding the radio upgrades, Public Safety increased $1,532,135 or 5.0%. EMS is increasing $769,399 due to the addition of the 5th ambulance to serve daily during the peak times of 9:00am to 9:00pm. Police is increasing $1.4 million over 2013 projections due to budgeted staffing at 100% of all positions, three additional police officers and one jailer. The 2013 budget also includes the replacement of 3 additional vehicles. The Fire Department budget for 2014 is $636,436 less than 2013 projections excluding radio upgrades as 2013 includes the purchase of two fire trucks and 2014 only has one. The Community Services budget totals $3,789,626. This is an increase of $233,998 from fiscal year 2013 projections mainly due to $75,318 for a replacement vehicle and a full-time Animal Shelter Attendant in Animal Control, an additional Building Inspector added mid -year 2013, the addition of a Senior Planner mid- year 2013 to the Planning Department, the addition of full-time court clerk January 2013 and a part-time Deputy Court Clerk and conversion of a part-time Judge to full-time in Municipal Court in 2014. Public Works budget totals $9,386,098, a $553,344 increase from 2013 projections. The increase can be attributed to $300,000 budgeted for an assessment of street and sidewalk conditions in Public Works, and additional equipment and capital improvements budgeted in FY 2014 for Traffic Management, including $192,000 for intersection upgrades, $138,186 for a flashing left turn arrow program, $50,000 for traffic signal timers, $38,760 for school flasher replacements, $48,000 for street lights, and the purchase of a sign lift truck and platform. This is partially offset by a decrease in pavement repair due to the carryover from fiscal year 2012. a The budget for Parks & Recreation totals $8,330,414, an increase of $518,911 from fiscal year 2013 projections. The increase includes $40,000 for skate park design services, $30,000 to lease playfields from PISD, $244,034 for materials and services for the new Max Road Sportsplex scheduled to open April 2014, and $35,000 for a Mud Run event during the annual Crawfish Festival, $68,500 for replacement tractor, mower and mower deck for parks maintenance, $56,065 for heating and air conditioning equipment replacements and repairs, $20,175 for a new vehicle for the Building Maintenance Helper, and $19,557 for a new bus for the Senior Center offset by the elimination of one custodian due to contracting out janitorial. Transfers out to other funds total $1,386,903 and include transfers to the Property Insurance Fund towards property insurance premiums of $926,824, $235,491 to the Water/Sewer Fund, $159,272 to the Debt Service Fund for the University of Houston Pearland Campus, and $65,316 to the Capital Fund toward the Garden Road/FM518 traffic signal and improvements. This is $587,652 lower than 2013 due to a one-time transfer to the self-insurance medical fund for reserves. Revenues are under expenditures by $3,190,416. This is a planned drawdown of fund balance, as the City is using fund balance to fund its non -recurring purchases totaling $4,013,253. Ending balance at 9/30/2014 is estimated to be $12,617,955, which is over the two month reserve policy requirement by $2,957,800. The dollar amount over policy can be used to fund non -recurring expenditures. Due to the drought and age of infrastructure, the conditions of the City sidewalks with a trip hazard over 1 inch has grown to a level where the City needs to invest significant dollars in the repair or replacement of sidewalks. The City may propose use of some General Fund reserves and Certificates of Obligation in the funding and phasing of such a program in the future. 82 GENERAL FUND SUMMARY FY 2014 ADOPTED BUDGET TOTAL REVENUES - $60.2 M Other Sources Transfers 1 % 6% Sales Taxes Miscellaneous 29% 1% Charges for Service 22% Fines & Forfeitures 6% Property Taxes License & 20% Permits Franchise Fees 5% 10% TOTAL EXPENDITURES - $63.3 M Parks & Transfers Out General Recreation 2 % Government 13% 14% Public Works 15% Community Services goo Public Safety 50% IL- 83 GENERAL FUND REVENUE FY 2014 ADOPTED BUDGET FY2013 FY2013 FY2014 FY2012 AMENDED YEAR END ADOPTED ACCOUNT NUMBER REVENUE CATEGORY ACTUAL BUDGET PROJECTION BUDGET 010-0000-350.01-01 CURRENTTAXES $10,615,957 $10,711,657 $10,741,614 $11,523,680 010-0000-350.01-02 DELINQUENT TAXES 67,140 90,000 100,000 100,000 010-0000-350.01-03 PENALTY & INTEREST 97,464 110,000 110,000 110,000 010-0000-350.01-04 IN LIEU OF PROPERTY TAXES 80,781 80,780 82,349 84,655 010-0000-350.01-06 MUD 5 199 *TAXES 10,861,342 10,992,437 11,034,162 11,818,335 010-0000-350.02-01 SALES TAXES 14,674,778 14,992,954 16,007,629 17,253,319 010-0000-350.03-01 MIX DRINK TAXES 140,158 132,281 164,726 175,000 *OTHER TAXES 14,814,936 15,125,235 16,172,355 17,428,319 010-0000-350.04-01 GAS COMPANY 269,022 308,000 230,038 242,888 010-0000-350.04-02 ELECTRIC COMPANY 2,743,367 2,905,700 2,819,152 2,913,727 010-0000-350.04-03 TELEPHONE COMPANY 290,187 308,473 288,845 295,000 010-0000-350.04-04 CABLE TELEVISION 1,160,302 1,211,310 1,236,151 1,310,000 010-0000-350.04-05 SANITATION RESIDENTIAL 1,207,080 1,283,423 1,281,509 1,345,000 *FRANCHISE FEES 5,669,958 6,016,906 5,855,695 6,106,615 010-0000-351.01-01 BUILDING PERMITS 993,811 1,181,588 1,222,460 1,304,000 010-0000-351.01-03 PLATTING FEES 67,480 100,000 85,000 90,000 010-0000-351.01-04 BEER PERMITS 18,750 11,000 14,840 20,000 010-0000-351.01-05 MOVING PERMITS 2,200 2,400 4,000 4,000 010-0000-351.01-06 PEDDLERS & SOLICITORS 2,276 2,000 3,000 3,000 010-0000-351.01-07 HEALTH CERTIFICATE FEES 40,283 104,400 82,800 85,000 010-0000-351.01-08 WRECKER PERMITS 3,890 4,000 4,380 4,500 010-0000-351.01-09 BUILDING PLAN CHECK FEE 518,399 544,393 609,680 626,080 010-0000-351.01-10 OCCUPANCY PERMITS 7,100 10,665 7,600 8,000 010-0000-351.01-11 DEMOLITION PERMITS 950 1,300 1,225 1,300 010-0000-351.01-12 BLDG. SITE WORK PERMIT 36,158 27,220 27,935 32,220 010-0000-351.01-13 ALARM PERMITS 41,736 47,135 37,826 40,000 010-0000-351.01-14 HEALTH -REGISTRATION 1 YR. 1,344 5,665 010-0000-351.01-15 HEALTH -REGISTRATION 2 YR. 5,250 9,200 (75) 010-0000-351.01-32 SIGN PERMITS 8,029 9,800 9,500 9,500 010-0000-351.01-33 AMBULANCE PERMIT 5,400 6,200 11,300 13,300 010-0000-351.01-34 TAXI CAB PERMIT 3,823 3,823 4,612 4,932 010-0000-351.01-35 TEMPORARY STRUCTURES 600 800 450 500 010-0000-351.01-40 RECORDATION & COURIER FEE 6,142 6,050 6,446 6,415 010-0000-351.01-99 MISCELLANEOUS 200 200 010-0000-351.02-02 BP PLAN & ZONE ADJUSTMENT 9,275 28,800 20,950 21,200 010-0000-351.02-03 GARAGE SALE PERMITS 37,275 37,997 37,769 38,000 010-0000-351.02-04 CULVERT PERMITS 1,316 800 500 800 010-0000-351.02-05 ANIMAL LICENSES 31,140 33,325 31,700 32,000 010-0000-351.02-09 FOSTER HOME INSPECTION 1,950 1,950 1,950 1,950 010-0000-351.02-10 MOWING LIEN 2,103 5,986 3,330 010-0000-351.03-01 ELECTRICAL PERMITS 127,700 116,161 114,700 124,400 010-0000-351.03-02 PLUMBING & GAS PERMITS 140,562 126,220 151,891 161,550 010-0000-351.03-03 MECHANICAL PERMITS 142,986 153,075 155,900 166,300 010-0000-351.03-05 REINSPEC. FEE/INSPECTION 7,105 38,100 7,260 7,260 010-0000-351.04-01 FIRE ALARM 3,085 2,364 6,700 6,700 010-0000-351.04-03 FIRE PROTECTION 610 950 900 950 010-0000-351.04-04 FIRE SPRINKLER 9,728 4,500 9,205 9,500 010-0000-351.04-05 FIRE SPRINKLER -ALTERATION 232 400 233 250 GENERAL FUND REVENUE FY 2014 ADOPTED BUDGET FY2013 FY2012 AMENDED ACCOUNT NUMBER REVENUE CATEGORY ACTUAL BUDGET 010-0000-351.04-06 FIREWORKS 010-0000-351.04-07 IRRIGATION 010-0000-351.04-08 SWIMMING POOL 010-0000-351.04-09 DIRT GRADING PERMIT *LICENSES & PERMITS 010-0000-352.00-00 FINES & FORFEITURES 010-0000-352.01-00 CHILD SAFETY 010-0000-352.01-01 CHILD SAFETY-HARRIS CO. 010-0000-352.02-00 COMMERCIAL CARRIER FINES 010-0000-352.05-00 TIME EFFICIENCY 010-0000-352.06-00 ANIMAL CRUELTY 010-0000-352.07-00 OMNIBASE 010-0000-352.08-00 STATE FEES *FINES & FORFEITURES 010-0000-353.01-01 AMBULANCE SERVICE FEE 010-0000-353.01-02 MUD/EMS/FIRE COLLECTIONS 010-0000-353.01-03 STRAT PTR AGRMT/FIRE,EMS 010-0000-353.01-04 FALSE ALARM FEE 010-0000-353.01-06 ARREST FEES 010-0000-353.01-07 CLEAR. LETTER FEE 010-0000-353.01-08 SUBPOENA 010-0000-353.01-09 OFFENSE REPORT COPIES 010-0000-353.01-10 ACCIDENT REPORT COPIES 010-0000-353.01-12 SRO EQUIPMENT 010-0000-353.01-13 SRO PERSONNEL 010-0000-353.01-14 NON EMERG AMBULANCE TRSPT 010-0000-353.01-16 NON EMERG EMS SERVICE 010-0000-353.01-40 TRAINING TUITION 010-0000-353.01-41 TRAINING RECYCLING 010-0000-353.01-99 ANIMAL SHELTER FEES 010-0000-353.03-01 EVENTS & PROGRAMS 010-0000-353.03-02 FACILITY RENTALS 010-0000-353.03-03 SWIMMING POOL FEES 010-0000-353.03-06 NATATORIUM 010-0000-353.03-07 RECREATION CENTER RENTALS 010-0000-353.03-08 REC. CENTER MEMBERSHIPS 010-0000-353.03-09 FACILITY RENTAL - U OF H 010-0000-353.03-10 SPECIAL EVENT PERMIT FEES 010-0000-353.03-30 MISCELLANEOUS 010-0000-353.05-00 MISC. ON -PAY ACH 010-0000-353.05-01 ENGINEERING INSPECT FEE 010-0000-353.05-05 TIRZ ADMINISTRATION FEES 010-0000-353.05-06 PERMITS INSPECTION FEE 010-0000-353.05-25 TRAFFIC IMPACT ANALYSIS *CHARGES FOR SERVICES 010-0000-356.00-00 INTEREST INCOME 010-0000-356.06-00 UNREALIZED CAPITAL GAIN(LOSS) *INTEREST FY2013 FY2014 YEAR END ADOPTED PROJECTION BUDGET 150 150 150 15,617 15,000 15,300 17,000 24,296 22,600 31,580 31,580 1,500 2,188 1,125 1,250 2,320,101 2,662,219 2,726,978 2,877,117 2,937,749 2,906,452 3,169,358 3,327,826 24,642 25,000 24,296 25,000 4,489 3,500 5,250 5,250 86,381 88,000 72,000 86,000 (5,763) (5,760) (6,500) (6,890) 350 350 350 16,261 17,556 17,556 17,600 99,959 97,937 107,758 113,145 3,164,068 3,132,685 3,390,068 3,568,281 2,936,511 2,738,000 2,760,234 2,960,000 82,034 74,135 76,766 76,766 363,151 255,197 246,787 224,100 72,870 76,000 65,804 76,000 5,781 3,750 5,266 5,500 455 550 380 400 73 150 75 75 68 100 66 70 6,472 7,000 5,350 5,500 69,550 78,000 78,000 90,000 580,615 657,016 626,414 668,876 4,234 6,127 5,227 5,725 5,725 1,837 1,000 3,020 3,500 611 1,000 1,071 1,100 46,762 52,500 45,384 47,000 543,726 596,712 535,994 595,994 102,208 110,500 103,033 103,033 22,933 53,540 13,385 18,385 117,225 130,036 105,372 117,225 35,158 46,470 46,470 46,470 979,784 894,113 1,078,577 1,100,000 960 1,000 480 700 300 300 200 300 2,200 7,200 1,800 6,000 82,444 18,241 25,000 208,485 111,000 5,877,080 6,422,902 6,400,511 6,897,616 7,840 4,500 8,000 8,500 6,000 6,000 6,000 6,000 11,890,806 12,330,342 12,428,649 13,175,835 60,596 56,729 60,285 60,500 (5,982) 54,614 56,729 60,285 60,500 GENERAL FUND REVENUE FY 2014 ADOPTED BUDGET FY2013 FY2012 AMENDED ACCOUNT NUMBER REVENUE CATEGORY ACTUAL BUDGET 010-0000-358.04-00 BUILDING RENT 010-0000-358.05-00 OTHER VICTIMS PROGRAM 010-0000-358.06-00 PW DAMAGE REIMBURSEMENT 010-0000-358.08-00 STREET LIGHT CHARGES 010-0000-358.10-00 RECYCLE REVENUE 010-0000-358.12-00 N.S.F. FEES 010-0000-358.13-00 PLAT COPIES 010-0000-358.14-00 REPRODUCTION/ XEROX COPIES 010-0000-358.15-00 SALE OF PROPERTY 010-0000-358.16-00 CASH SHORT/OVER 010-0000-358.17-00 WAIVER OF ENCROACHMENT 010-0000-358.26-00 JAIL PHONE 010-0000-358.29-00 AMBULANCE PERMIT APP. FEE 010-0000-358.37-00 SUSPENSE REVENUE 010-0000-358.40-00 SIGN REVENUE 010-0000-358.45-00 INSURANCE REIMBURSEMENTS 010-0000-358.99-00 MISCELLANEOUS 010-0000-358.99-01 MUD ANNEXATION *MISCELLANEOUS 010-0000-359.01-00 FROM FUND 15 010-0000-359.03-00 FROM FUND 18 010-0000-359.09-00 FROM FUND 30 010-0000-359.11-00 FROM FUND 42 010-0000-359.18-00 FROM FUND 50 010-0000-359.23-00 FROM FUND 67 010-0000-359.24-00 FROM FUND 68 010-0000-359.26-00 FROM FUND 70 010-0000-359.29-00 FROM FUND 101 010-0000-359.31-00 FROM FUND 301 FY2013 FY2014 YEAR END ADOPTED PROJECTION BUDGET 17,347 17,600 18,633 18,095 7,111 7,500 7,000 7,000 (4,121) 29,492 15,000 64,145 95,000 77,289 44,000 59,616 69,500 4,571 4,000 4,000 4,000 9 15 28 30 1,773 1,500 1,200 1,200 91,863 9,750 34,371 67,500 (134) 1,225 875 750 1,000 1,202 2,000 1,000 1,000 2,750 3,750 3,750 4,125 (3,075) 27,270 30,780 32,214 31,412 26,000 266,038 187,121 200,000 215,000 89,759 520,610 323,891 542,466 514,862 103,212 151,438 151,438 115,945 21,000 935,337 927,817 927,817 935,000 238,712 150,665 150,665 272,032 169,572 109,974 109,974 313,806 263,715 263,715 132,293 444,193 685,502 685,502 278,498 568,549 17,227 17,227 21,844 433,303 499,591 466,244 236,513 192,262 83,929 83,929 010-0000-359.33-00 FROM FUND 302 19,763 010-0000-359.34-00 TRANSFER FROM FUND 202 64,811 395,692 395,692 1,044,922 010-0000-359.36-00 TRANSFER FROM FUND 203 130,875 406,495 406,495 506,398 010-0000-359.39-00 TRANSFER FROM FUND 116 7,313 010-0000-359.89-00 TRANSFER FROM CDBG FUND 28,476 45,450 45,450 45,450 010-0000-359.55-00 FROM FUND 55 12,072 010-0000-359.96-00 TRANSFER FROM FUND 200 60,201 79,889 010-0000-359.97-00 TRANSFER FROM FUND 201 39,355 39,355 *GRANT, ISSUANCE, TRANSFER 3,702,694 3,776,850 3,743,503 3,709,547 010-0000-360-03-00 CAPITAL LEASE PROCEEDS 5,196,694 3,216,813 901,825 *OTHER FINANCING SOURCES 5,196,694 3,216,813 901,825 TOTAL $ 5L,999,119 $ 59,61J,9t$tf $ 59,17U,974 $ 6U,161,ZJ6 GENERAL FUND EXPENDITURE SUMMARY (All Departments) FY 2014 ADOPTED BUDGET Transfam 2% Capital Outlay 5% Inventory 196�� Sundry Charges I % Mlscallenaous Services 16% Equipment Maintenance 4% Building Malntsnanc 2% Materials & Supplies 4% Salaries & Wages 86% FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted BY CATEGORY Actual Budget Projection Budget Salaries & Wages $34,812,480 $38,082,554 $37,043,596 $41,696,536 Materials & Supplies $1,720,615 $2,002,648 $1,960,530 $2,311,173 Building Maintenance $1,164,456 $1,526,336 $1,577,961 $1,402,982 Equipment Maintenance $2,406,803 $2,793,454 $2,852,410 $2,810,288 Miscellaneous Services $6,384,501 $8,259,235 $7,956,276 $9,294,917 Sundry Charges $464,496 $684,249 $604,176 $728,067 Inventory $239,281 $351,691 $405,382 $449,082 Capital Outlay $1,281,814 $6,611,573 $6,582,412 $3,269,551 SUB -TOTAL 48,474,445 60,311,740 58,982,743 61,962,596 Transfers 1,476,287 1,881,152 1,974,555 1,386,903 TOTAL $49,950,732 $62,192,892 $60,957,298 $63,349,499 GENERAL FUND EXPENDTURES BY FUNCTION/DEPARTMENT FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted FUNCTION/DEPARTMENT Actual Budget Projection Budget GENERAL GOVERNMENT City Council 102,045 109,680 103,306 116,297 City Manager 665,188 679,346 677,299 671,741 Human Resources 664,914 733,353 789,339 766,756 City Secretary 322,078 300,638 297,930 298,068 Legal 616,803 645,871 642,559 648,100 Information Technology 889,833 1,555,449 1,467,418 1,438,417 Finance 1,702,077 1,846,440 1,823,679 1,847,530 Other Requirements 999,157 1,114,731 1,007,512 2,978,913 Library' 113,595 249,001 117,323 281,889 GENERAL GOVERNMENT TOTAL 6,075,690 7,234,509 6,926,365 9,047,711 PUBLIC SAFETY Police 17,171,600 19,231,304 19,017,464 20,427,605 Fire 3,734,410 8,180,938 8,041,201 5,424,395 Fire Marshal 547,045 693,303 669,626 650,156 Emergency Management 68,494 44,398 44,030 53,020 Emergency Medical Services 3,646,894 4,238,308 4,084,172 4,853,571 PUBLIC SAFETY TOTAL 25,168,443 32,388,251 31,856,493 31,408,747 COMMUNITY SERVICES Community Development Community Development Administration 181,198 251,667 349,552 371,540 Planning 375,016 397,937 300,846 343,322 Permits & Inspections 765,284 892,871 877,080 953,464 Health & Environmental Services 243,776 417,355 412,632 394,077 Animal Control 559,704 676,930 668,338 736,457 Communications 296,064 333,530 328,492 332,403 Municipal Court 569,730 615,854 618,688 658,363 COMMUNITY SERVICES TOTAL 2,990,772 3,586,144 3,555,628 3,789,626 PUBLIC WORKS Public Works Administration 202,021 173,766 170,001 467,100 Fleet 440,706 437,728 408,295 421,722 Streets & Drainage 4,067,676 4,906,598 5,051,847 4,766,232 Service Center 170,224 226,815 175,089 144,911 Engineering & Capital Projects Engineering & Capital Projects Administration 274,184 266,217 267,947 Capital Projects 921,231 725,661 730,748 784,244 Geographic Information Systems 165,754 227,452 223,450 216,092 Engineering 870,749 1,136,328 1,089,596 1,044,859 Traffic Operations and Maintenance 625,849 779,105 717,511 1,272,991 PUBLIC WORKS TOTAL 7,464,210 8,887,637 8,832,754 9,386,098 GENERAL FUND EXPENDTURES BY FUNCTION/DEPARTMENT FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted FUNCTION/DEPARTMENT Actual Budget Projection Budget PARKS & RECREATION Administration 691,192 974,859 1,003,596 903,545 Resource Development 1,512 175,366 Recreation Center/Natatorium 1,555,793 1,833,664 1,663,619 1,705,265 Westside Events Center 179,732 202,479 173,736 217,405 Parks Maintenance West (former Medians/ROWs) 911,675 985,581 974,546 1,046,089 Parks Maintenance East 1,095,529 1,373,537 1,291,841 1,358,806 Custodial Services 346,879 393,984 339,685 411,684 Facilities Maintenance 665,273 1,008,834 971,441 953,748 Athletics 234,755 327,668 300,156 348,065 Special Events 274,129 260,950 256,796 310,273 Senior Program 235,042 207,342 208,756 245,201 Youth Development 172,735 226,123 205,729 217,014 Aquatics 197,270 199,745 213,447 220,749 Recycling 215,326 220,433 206,643 217,204 PARKS & RECREATION TOTAL 6,775,330 8,215,199 7,811,503 8,330,414 SUBTOTAL 48,474,445 60,311,740 58,982,743 61,962,596 TRANSFERS 1,476,287 1,881,152 1,974,555 1,386,903 GENERAL FUND TOTAL $49,950,732 $62,192,892 $60,957,298 $63,349,499 89 GENERAL GOVERNMENT EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY DEPT / DIVISION Actual Budget Projection Budget City Council 102,045 109,680 103,306 116,297 City Manager 665,188 679,346 677,299 671,741 Human Resources 664,914 733,353 789,339 766,756 City Secretary 322,078 300,638 297,930 298,068 Legal 616,803 645,871 642,559 648,100 Information Technology 889,833 1,555,449 1,467,418 1,438,417 Finance 1,702,077 1,846,440 1,817,679 1,847,530 Other Requirements 999,157 1,114,731 1,013,512 2,978,913 Library 113,595 249,001 117,323 281,889 GENERAL GOVERNMENT TOTAL 6,075,690 7,234,509 6,926,365 9,047,711 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries & Wages 3,600,775 3,744,990 3,673,776 5,597,715 Materials & Supplies 59,436 61,293 62,361 70,212 Building Maintenance 837 15,326 652 652 Equipment Maintenance 519,535 587,973 541,392 657,066 Miscellaneous Services 1,356,143 1,580,318 1,540,658 1,713,945 Sundry Charges 443,504 595,500 510,538 644,493 Inventory 70,857 137,249 138,054 224,225 Capital Outlay 24,603 511,860 458,934 139,403 GENERAL GOVERNMENT TOTAL 6,075,690 7,234,509 6,926,365 9,047,711 General Government as % of General Operating Expenditures FY 2014 City Council, 0.2% Other Requirements, 4.8% H.R., 1.2% City Secretary, 0.5% Legal, 1.0% Finance, 3.0% City Manager, 1.1 % Library, 0.5% I.T.. 2.3% GENERAL GOVERNMENT EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 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 6 Finance 17 17 17 18 Other Requirements Library** GENERAL GOVERNMENT TOTAL *Same as adopted budget, unless where noted. **Library staffing funded by County. 50 50 50 52 K 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. TOM REID MAYOR TONY CARBONE I SCOTT SHERMAN I I SUSAN SHERROUSE I KEITH ORDENEAUX I I GREG HILL Position 5 Position 1 Position 2 Position 3 Position 4 Mayor Pro Tern 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. ♦ Pursue and increase the number of businesses in accordance with the PEDC Strategic Plan. ♦ Take a pro -active role in regional water supply issues, projects, and strategies. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Completed annexation of Brazoria County MUD #4. ♦ Completion and opening of West Side Library. ♦ Amended Ethics Policy for Council and Boards. ♦ Approved Policy on Vendor/Applicants Attendance at Council and Planning & Zoning meetings. ♦ Added Grand Avenue and Lower Kirby Urban Center to City's Comprehensive Plan. ♦ Established Convention & Visitors' Bureau within and managed by the City. FISCAL YEAR 2014 OBJECTIVES ♦ Continue exploration of the feasibility of a Westside Animal Control facility. ♦ Complete objectives within Council's Strategic Priorities. ♦ Appoint new City Manager due to retirement of current City Manager. ♦ Hold Quarterly HOA meetings to disseminate information and hear from citizens. ♦ Hold election on Charter Amendments. ♦ Implement Economic Strategic Plan. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Council Meetings: Regular Meetings 24 24 24 24 Special Meetings 1 20 11 16 Workshops 37 36 38 36 Public Hearings 7 11 10 9 Joint Public Hearings 27 15 21 21 Ordinances Considered 43 64 60 60 Resolutions Considered 150 181 180 170 93 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 2014 include: ♦ The Council will host the November meeting of the Brazoria County and Cities Association meeting, reimbursed from participants - $3,300. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 59,746 61,363 51,672 61,363 Materials & Supplies 13,852 11,700 11,700 15,000 Miscellaneous Services 28,447 36,617 39,934 39,934 TOTAL 102,045 109,680 103,306 116,297 FY 2013 FY 2013 FY 2014 FY 2012 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. CITY MANAGER - 1020 MISSION STATEMENT 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. City Manager President, PEDC Executive Assistant Assistant Assistant City Manager City Manager Community Development Administration g: Permits & Inspections Health & Environ Code Enfcmt. Fire Marshal Engineering & Projects Administration Engineering Capital Projects GIS Traffic Operations City Secretary Police Emergency Medical Services Fire Emergency Management Convention & Visitors' Bureau Public Works Parks & Recreation Human Resources Communications Animal Control Municipal Court Director of Finance Accounting Budget Purchasing Information Technology Utility Billing & Collections 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 2007 bond program. ♦ Expand cooperative relationships with Pearland ISD, Alvin ISD, Brazoria County, and Brazoria County Drainage District #4. ♦ Continue to advocate for added traffic capacity on Hwy 288. ♦ Park -and -ride services, Hwy 288 to Texas Medical Center. ♦ Continue to advocate for inclusion of Kirby rail line in Metro long-term plan. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Developed strategic plan for use of Hotel Occupancy Taxes; created new department, Convention & Visitors' Bureau and hired Executive Director. ♦ Obtained federal funding for 80% of the cost of several street projects. ♦ Annexation of Brazoria County MUD #4. ♦ Adopted new Compensation Plan to retain and attract employees. FISCAL YEAR 2014 OBJECTIVES ♦ Complete objectives within the Council's strategic priorities. ♦ Complete consolidation of Fire and EMS departments. ♦ Explore options for Park-n-Ride facilities; make recommendation. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of Council Regular Meetings 24 24 24 24 Number of Workshop Items 89 78 75 81 Number of authorized FTE' employees per 1,000 population 6.55 6.52 6.28 6.38 GF Operating Budget $ per capita $532.44 $511.79 $568.23 $592.61 'The number of authorized FTE employees is based on the budgeted amount of full-time equivalent positions, including approved changes. 2The population numbers are estimates: 94,100 for FY2011, 97,200 for FY2012, 103,800 for FY2013, and 106,900 for FY2014. W dnk 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 and Engineering & Capital Projects. The second ACM supervises Human Resources, Parks & Recreation, Animal Control, Public Works, Communications, Municipal Court, and CVB. Key Budget Items for FY 2014 include: ♦ No significant changes. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 631,853 639,754 638,884 631,043 Materials & Supplies 928 1,500 1,500 1,500 Miscellaneous Services 32,407 38,092 36,915 39,198 TOTAL 665,188 679,346 677,299 671,741 FY 2013 FY 2013 FY 2014 FY 2012 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. 97 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. Human Resources Generalist Administrative Secretary Receptionist Part-time (2) *Reports to an Assistant City Manager Director of Human Resources and Safety Management /Civil Service* Human Resources Human Resources Safety Officer Generalist Assistant (2) r Ink r r r r r r r Auk Ink r r r AW r Alk ..k r r r r r r r 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 2013 ACCOMPLISHMENTS ♦ Completed policy revisions; employee handbook approved by City Council. ♦ Completed implementation of Tenzinga performance management system. ♦ Conducted two (2) Civil Service entry exams. ♦ Assisted consultant with compensation and classification study. ♦ Initiated City facility site safety inspections. ♦ Drafted City Safety Manual. ♦ Continued to support the City's interest in the Wellness Program by conducting physical fitness and weight loss challenges, and providing educational lectures. ♦ Conducted City-wide drug and alcohol training. ♦ Conducted Strategic Supervisor Series Training for the fourth consecutive year. FISCAL YEAR 2014 OBJECTIVES ♦ Distribution of new Employee Handbook; train employees on major elements. ♦ Introduce on-line benefit enrollment process. ♦ Begin Laser Fiche project to transition to paperless process for personnel and medical records. ♦ Introduce all aspects of Safety Officer position to address inspections, accident investigations, training, and administration. ♦ Streamline the Family and Medical Leave (FML) process. ♦ Continuation of Wellness Initiatives. ♦ Review of HIPPA compliance and develop procedures. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of vacated or new positions posted' 128 160 147 160 Number of employment applications received' 3,299 4,936 7,293 9,793 Annualized Citywide turnover rate (FT employees)2 12.7% 16.1 % 13.5% 12.5% Number of interviews conducted with HR's participation 73 54 3 5 Number of training hours provided to employees (including orientation) 212 125 81 100 Percent of positions filled within 30 days of posting' 83% 83% 79% 85% Number of incoming telephone calls to switchboard at City Hall' 29,724 30,456 30,071 35,000 Percent of grievances completed and forwarded to City Manager within 30 days of submission 100% 100% 100% 100% Number of written complaints submitted to HR' 15 5 2 5 Number of safety meetings/training sessions initiated by HR 3 1 1 6 Number of workers' comp claims where time is lost' 8 10 8 5 Percent of workers' comp claims processed within 7 days of receipt in HR 100% 100% 100% 100% HUMAN RESOURCES - 1040 PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Average number of sick hours used by full-time employees 2.9 3.1 3.5 3.8 Total number of full-time employees (average)3 527 534 541 555 Total number of part-time employees (average)3 99 94 99 100 Number of full-time employees hired' 131 112 103 110 Number of resignations/terminations' 67 86 73 85 New Hires as percent of total full-time employees' 24.9% 21.0% 19.0% 19.8% Ratio of F-T Staff to Actual Full-time City emplovees3 1:88 1:89 1:91 1:107 'These are not considered a measure of performance, but a workload measurement. Data is from the H.T.E. system. ZCitywide 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. 3These are not considered a measure of performance, but a workload measurement. Numbers are adjusted as authorized positions are added or deleted. 100 HUMAN RESOURCES - 1040 OVERVIEW The Human Resources Department develops and disseminates, and trains employees regarding the City personnel policies; administers the City's benefit and compensation plans, and oversees the hiring, development and retention of City employees. The department is responsible for staff recruitment, new employee orientation, compensation administration, training and extensive recordkeeping. Department personnel investigate employee grievances, interpret City policy and assist employees in a myriad of health and benefit capacities. The department assists supervisors with employee performance issues, federal, state and local compliance matters, employee relations and risk management. 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 this, the City: ♦ Develops management skills by placing greater emphasis on training, and ♦ Reviews and makes necessary revisions in the compensation, classification and benefit programs. Key Budget Items for FY 2014 include: ♦ Funding to upgrade Part-time Administrative Clerk to Full-time Administrative Secretary. ♦ Funding for an internet-based benefits information and management resource for City employees. ♦ Funding to outsource pre -employment criminal history investigations and driver license checks. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 466,379 491,737 479,831 518,002 Materials & Supplies 17,475 16,945 18,149 23,252 Equipment Maintenance 186 700 2,200 700 Miscellaneous Services* 134,927 173,388 238,576 173,012 Sundry Charges 45,947 50,583 50,583 50,000 Inventory 1,790 TOTAL 664,914 733,353 789,339 766,756 *Fiscal Year 2013 over budget due to use of consultant for personnel issues. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Director of Human Resources and Safety Management/ Civil Service Director 1 1 1 1 HR Generalist 2 2 2 2 Safety Officer 1 1 1 1 Human Resources Assistant 2 2 2 2 Administrative Secretary 1 Part -Time Administrative Clerk 1 1 1 Part -Time Receptionist 2 2 2 2 TOTAL *Same as adopted budget, unless where noted. 9 9 9 9 ME 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 elections 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* EDeputyity Records & ry Information Coordinator (2) *Reports to the City Manager CITY SECRETARY - 1050 GOALS ♦ Provide excellent customer service to the Community, City Council and City Staff. ♦ Record and maintain all City Council 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 Beverage 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 2013 ACCOMPLISHMENTS ♦ Successfully held one Special Election and one General Election. ♦ Updated Boards and Commissions application that will provide Council additional information about the applicant when being considered to serve on a Board or Commissions. ♦ Developed a process for sending reminder letters to Alcoholic Beverage Permit Holders that allow time for them to renew their permit. ♦ Reorganized the City Secretary's Office file room. ♦ Provided excellent customer service to the Community, City Council and City Staff. ♦ Recorded and maintained City documents and actions, accurately and in a timely manner. ♦ Maintained the department's budget accurately and efficiently. FISCAL YEAR 2014 OBJECTIVES ♦ Provide excellent Customer Service to the Community, City Council and City Staff. ♦ Assist Departments with the update of the City's Code of Ordinances Books. ♦ Redesign the database for the Boards and Commissions. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target COUNCIL SUPPORT Number of Agendas prepared for Regular Meetings 24 24 24 24 Number of Agenda Items prepared for Regular Meetings 312 317 432 315 Number of Agendas prepared for Special Meetings 17 20 11 16 Number of Agenda Items prepared for Special Meetings 41 44 40 43 Number of Agendas prepared for Workshops 37 36 38 36 Number of Agenda Items prepared for Workshops 83 87 75 81 Number of Agendas prepared for Public Hearings 7 11 10 9 Number of Agenda Items prepared for Public Hearings 7 11 10 9 Number of Agendas prepared for Joint Public Hearings 27 15 21 21 Number of Minutes transcribed for Regular Meetings 23 23 28 24 Number of Pages of Minutes prepared for Regular Meetings 251 219 240 236 Number of Minutes transcribed for Special Meetings 16 14 21 17 Number of Pages of Minutes prepared for Special Meetings 42 37 48 42 Number of Minutes transcribed for Public Hearings 5 9 14 9 Number of Pages of Minutes prepared for Public Hearings 19 18 29 22 CITY SECRETARY - 1050 PERFORMANCE MEASURES (continued) FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target PUBLIC RECORDS Number of Public Disclosure Requests processed 1,136 979 1,010 1,004 % Of public disclosure requests processed within 5 days 100% 100% 100% 100% Number of pages scanned for Laserfiche 24,269 16,070 16,500 17,000 PERMITS Total number of alcoholic permits issued 40 62 70 54 On Premise (BE) 5 7 19 9 Wine & Beer Off Premise (BQ) 8 23 26 17 Off Premise (BF) 1 4 0 2 Late Hours On Premise (BL) 0 2 3 2 Cartage (PE) 11 12 9 10 Mixed Beverages Late Hours (LB) 6 1 5 5 Mixed Beverages Restaurant (RM) 9 13 8 9 Number of vendor permits issued 40 14 20 22 % of permits available to applicant within 2 days 100% 100% 100% 100% ELECTIONSZ Number of registered voters (average) 49,631 51,024 55,741 59,085 Number of votes cast (average) 2,710 2,352 3,214 3,535 Average % of voter turnout 5.5% 4.6% 5.8% 6.0% 'The 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. The cancellation of meetings may also create a difference in 2Elections are reported here by fiscal year. The number reported for FY 2012 is based on the June election. 104 CITY SECRETARY - 1050 OVERVIEW 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. Key Budget Items for FY 2014 include: ♦ No significant changes. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 257,643 266,074 264,645 264,086 Materials & Supplies 4,591 3,500 3,500 3,500 Miscellaneous Services 59,344 25,122 23,843 25,482 Sundry Charges 500 5,942 5,942 5,000 TOTAL 322,078 300,638 297,930 298,068 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget City Secretary 1 1 1 1 Deputy City Secretary 1 1 1 1 Records & Information Coordinator 1 1 1 2 Records Technician** 1 1 1 0 TOTAL 4 4 4 4 *Same as adopted budget, unless where noted. **Position title changed from Technician to Coordinator. 105 r� 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 departments with the implementation of their respective goals and objectives. FISCAL YEAR 2013 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. ♦ Provided legal representation at all meetings of the City Council, PEDC, P&Z and the ZBA. ♦ Provided legal counsel for the Charter Review Commission. ♦ Assisted the PEDC in developing numerous incentive agreements. ♦ 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 2014 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 FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of training programs attended by staff 12 12 12 12 Number of contracts prepared or reviewed 191 190 200 210 Number of FOIA requests reviewed 278 260 300 310 Number of citizen requests handled 268 273 300 310 Number of resolutions prepared 161 176 180 185 Number of ordinances prepared 44 44 50 50 Number of jury trials' 30 43 52 50 Average percent of jury trial convictions' 86% 69% 76% 80% Number of bench trials' 27 34 39 45 Averaoe percent of bench trial convictions' 86% 76% 83% 83% 'Reported by Municipal Court. Only 9 months reported for FY 2011 107 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. The Associate City Attorney serves as Prosecutor in Municipal Court. The legal department is responsible for drafting the legislation upon which City Council votes in setting the policies of the City, attending City Council and other City board meetings to advise City officials and representatives regarding legal matters, 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 2014 include: ♦ Funding for a contract prosecutor to handle additional dockets in Municipal Court. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 564,031 577,185 573,873 571,538 Materials & Supplies 2,309 2,870 2,870 2,870 Equipment Maintenance 250 250 Miscellaneous Services 50,463 65,566 65,566 73,692 TOTAL 616,803 645,871 642,559 648,100 FY 2013 FY 2013 FY 2014 FY 2012 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 1 1 1 1 Associate City Attorney 1 1 1 1 Legal Secretary 1 1 1 1 TOTAL 5 5 5 5 "Same as adopted budget, unless where noted. W. Alk Ak FINANCE INFORMATION TECHNOLOGY - 1250 MISSION STATEMENT The mission of Information Technology (IT) is to provide appropriate, cost-effective technologies that support the City's innovative delivery of quality municipal services while minimizing the infrastructural investment and ongoing support costs. Manager,I.T. E Network Computer Support Computer Support ator Administrator Technician, Senior Technician 'Reports to the Director of Finance FINANCE INFORMATION TECHNOLOGY (IT) —1250 GOALS ♦ Support City employees and citizens with superior customer service. ♦ Provide City-wide 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 2013 ACCOMPLISHMENTS ♦ Replaced 36 desktop computers, 24 laptops, and 2 servers, as well as 14 toughbooks for the Police Department. ♦ Connected City Hall power generator to server room air-condition unit. ♦ Replaced 20 end of life network switches with new Alcatel Lucent switches. ♦ Installed private/public wireless Access Point devices at City Hall and Service Center campus. ♦ Set up phone system with new installed network system at Fire EMS administration building. ♦ Completed Information Technology department Needs Assessment and 5-year Strategic Plan. ♦ Set up two -factor authentication for Police Department patrol officers. ♦ Provided City Hall campus and Service Center campus with new Vol phone system. ♦ Installed mobile application software for citizens to report issues with their smart phone. ♦ Installed FM-200 fire suppression system for City Hall server room. ♦ Replaced 105 Bold Blackberry with new Z10 Blackberry and installed device management software. FISCAL YEAR 2014 OBJECTIVES ♦ Replace 102 desktop computers, 53 laptops, and 1 server. ♦ Hire new System Administrator for City Hall campus. ♦ Replace Domino Lotus Notes email system with Microsoft Exchange Outlook system ♦ Hire Consultant to help with Enterprise Resource Planning (ERP) Conversion. ♦ Install redundant Internet service at PSB. ♦ Close city Network with Ring topology for better survivability. ♦ Research possibility of moving Fire House to the Cloud. ♦ Assist with setup/installation of devices at new Fire/EMS Station 3. ♦ Install systems for new city employees. ♦ Assist with new Municipal Court hardware and software deployment. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Average monthly service requests 815 832 842 845 Number of PC's supported 439 448 454 460 Number of Servers 33 35 36 36 Percent of time AS/400 available 99.92% 99.92% 99.96% 99.99% Percent of time LAN available 99.86% 99.86% 99.97% 99.99% PC's supported per IT staff FTE 98 89 90 76 IT expenditure per PC's supported $2,026 $1,985 $3,261 $3,120 Average response time to service calls - Priority 1* 1 min0sec 1 min0sec 1 min0sec 1 min0sec Number of new software programs installed 1 0 0 1 Total number of software programs supported 27 28 28 29 "Priority 1 calls include any event with severe or catastrophic adverse effects or organizational operations, organizational assets or individuals. L7 Alk r r FINANCE INFORMATION TECHNOLOGY (IT) — 1250 OVERVIEW The primary role of the Information Technology Division (IT) is to provide communications and information systems services, consultation and technical 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. Kev Budaet Items for FY 2014 include: ♦ System Administrator position for City Hall server - $60,602. ♦ Funding to replace 82 desktops on a four-year cycle and 47 laptops on a six -year cycle - $212,200. ♦ Five Apple I -pads for the Planning & Zoning Commission - $5,000. ♦ New City employee file server - $9,500. ♦ Funding to place fire records in Cloud - $11,620. ♦ Purchase of closed network ring/loop - $16,000. ♦ Training courses for IT staff. ♦ Funding for internet connectivity/redundancy - $36,000. ♦ Conversion to Outlook email server and license funded - $76,000. ♦ Consultant to manage the specifications and bidding to replace the City's current enterprise application HTE - $80,000. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 383,086 400,744 392,187 452,306 Materials & Supplies 3,944 6,666 6,666 4,970 Buildings & Grounds 837 Equipment Maintenance 395,614 431,994 430,150 513,217 Miscellaneous Services 11,921 68,486 68,782 111,124 Inventory 69,828 135,699 135,699 219,300 Capital Outlay 24,603 511,860 433,934 137,500 TOTAL 889,833 1,555,449 1,467,418 1,438,417 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Manager, Information Technology 1 1 1 1 Network Administrator 1 1 1 1 System Administrator 1 1 1 2 Computer Support Technician Senior 1 1 1 1 Computer Support Technician 1 1 1 1 TOTAL 5 5 5 6 *Same as adopted budget, unless where noted. ttl FINANCE - 1260 MISSION STATEMENT The mission of the Finance Department is to provide sound financial management practices and reporting to ensure long-term financial sustainability of the City. Director, Finance' =Administrative Manager, Assistant Director, Information , Manager Purchasing Utility Budget Finance Technology" Officer Customer Service" Officer Accounting Accounts Payable ffBuyer Budget Supervisor SupervisorAnalysts (2) Staff Accountant Accounts Payable (3) Clerk Grants (2) Full -Time ordinator L (1) Part -Time Accounting Technician `Reports to the City Manager —Positions funded in other departments 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 2013 ACCOMPLISHMENTS ♦ Implemented accounts payable virtual card program. ♦ Conducted citizen survey and presented findings to City Council. ♦ Prepared RFP and awarded contract for delinquent debt collection. ♦ Completed annexation of Brazoria County MUD #4, financial transition and integration. ♦ Prepared RFP and awarded audit services. ♦ Conducted two bond sales and maintained bond ratings. ♦ Council adopted guidelines for vendor/applicant attendance at Council and Planning & Zoning meetings. ♦ Prepared IT Master Plan RFP and awarded. ♦ Economic Update Presentation to City Council. ♦ Prepared sewer use credit program for Council adoption. ♦ Completed OPEB analysis pursuant to accounting standards. ♦ Worked with EMS and vendor in set-up of new EMS billing company. FISCAL YEAR 2014 OBJECTIVES ♦ Complete finance objectives within the Council's strategic priorities. ♦ Prepare ERP Consultant RFP, award, and act as liaison to consultant. ♦ Prepare Investment Management Service RFP and award. ♦ Finalize contract for False Alarm Management (billing and collection). ♦ Finalize contract amendments for City-wide cart recycling. Accomplishments, Objectives, and Performance Measures for Grants can be found in the Special Revenues Section, Grant Fund 101. 113 FINANCE DEPARTMENT - 1260 PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Purchase orders (PO) issued 2,679 2,650 2,550 2,600 Bid/Proposal documents processed 44 60 70 65 Number of PO change notices processed 106 55 50 45 PO change notices as % of PO's issued 4% 2% 2% 2% Number of transactions on-line auction 15 20 40 45 Investment offers analyzed 39 40 55 50 Percent of time portfolio met or exceeded benchmark 79% 83% 100% 100% 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 Number of budget transfers 427 400 465 450 GFOA CAFR award received YES YES YES YES Number of audit comments 1 0 0 0 Number of single audit comments 0 0 0 0 Unqualified audit opinion YES YES YES YES Number of bond sales (excludes DAP) 4 1 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 Meet or increase City's revenue bond rating - S & P AA- AA- AA- AA - Meet or increase City's revenue bond rating - Fitch A+ A+ AA- AA - Fund balance maintained at Council Policy level: General Fund YES YES YES YES Water & Sewer Fund YES YES YES YES Percent of accounts receivables 90 days or older 56% 33% 15% 15% Average accounts payable invoices processed - monthly 1,750 1,715 1,959 2,300 Average number of checks issued - monthly 985 910 1,035 1,200 Average number of checks voided 26 40 16 15 Average percent of checks voided 2.6% 4.4% 1.5% 1.3% Average number of employee checks produced each month 1,438 1,506 1,800 1,825 Percent of checks voided/corrected due to PR error 0.18% 0.19% 0.07% 0.07% Average turnaround time for month end close (days) 13 12 14 13 Average number of days required to pay an invoice 3 3 4 3 Accomplishments, Objectives, and Performance Measures for Grants can be found in the Special Revenues Section, Grant Fund 101. 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, and Utility Billing and Collections Divisions report to the Finance Department. Key Budget Items for FY 2014 include: ♦ A Buyer position at 10 months, beginning December 1, 2013. ♦ Adjustment to Accountant salary placement. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 1,238,037 1,295,971 1,271,950 1,331,008 Materials & Supplies 10,589 11,580 11,569 12,080 Equipment Maintenance 14,724 28,629 29,164 18,274 Miscellaneous Services* 53,114 97,235 96,855 63,540 Sundry Charges 385,613 411,475 405,786 419,493 Inventory 1,550 2,355 3,135 TOTAL 1,702,077 1,846,440 1,817,679 1,847,530 *Miscellaneous Services lower in Fiscal Year 2014 due to bi-annual Citizen Survey and OPEB. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget Projection Budget Director, Finance 1 1 1 1 Assistant Director, Finance 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 1 1 1 2 Accounting Supervisor 1 1 1 Senior Accountant 1 Staff Accountant 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 Assistant 1 1 1 1 Accounts Payable Clerk, Part -Time 1 1 1 1 TOTAL 17 17 17 18 *Same as adopted budget, unless where noted. 115 OTHER REQUIREMENTS — 1270 OVERVIEW Historically, this department has been used to account for General Fund —wide expenditures including telephone, 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 2014 include: ♦ Compensation Plan adjustments. ♦ Salary savings of $200,000 for anticipated vacant positions. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 12,162 734 1,768,369 Materials & Supplies 5,068 5,775 5,650 5,650 Equipment Maintenance 109,011 126,400 79,628 123,875 Miscellaneous Services* 872,605 842,894 854,273 911,019 Sundry Charges 11,444 127,500 48,227 170,000 Transfers" 1,476,287 1,881,152 1,974,555 1,386,903 Inventory 1,029 Capital Outlay 25,000 TOTAL 2,475,444 2,995,883 2,988,067 4,366,816 `Increase in Miscellaneous for additional sales tax rebate. **Decrease in transfers; FY2013 included transfer to Medical Fund for reserves. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget Projection Budget N/A TOTAL 0 0 0 0 *Same as adopted budget, unless where noted. 116 LIBRARY — 1380 OVERVIEW Library services are provided through a cooperative effort of the City of Pearland and Brazoria County. The City provides the buildings and takes responsibility for their maintenance and other operating expenses. Brazoria County supplies the materials, provides the computers and network, and employs the library staff. There are two facilities. The Pearland Westside Library on Business Center Drive celebrated its grand opening on May 15, 2013. It replaced a limited -service library substation at the City of Pearland's Westside Event Center. The Pearland Westside Library is located in a busy retail area in a leased storefront location. The City of Pearland provided funds for the opening day collection. The Pearland Main Library is housed in the Tom Reid Building on Liberty Drive across from City Hall. As part of the voter -approved bond referendum in 2007, the Library was approved for funding to expand the current building, projected to take place in 2015. The Pearland Library and the Pearland Westside Library are the two busiest branches of the Brazoria County Library System. The libraries serve the educational, informational, and recreational needs of the Pearland community. They offer 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 libraries offer book clubs and craft programs for adults, as well as classes on using the Brazoria County Library System's eBooks on commonly used eReaders. 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. Every summer there is a summer reading club for children and a separate teen reading club for teenagers. Both locations offer volunteer opportunities for children and adults to aid with routine duties and special projects. The libraries exemplify the Brazoria County Library System's slogan, "More than books." Key Budget Items for FY 2014 Include: ♦ Utilities, book lease program, and other costs associated with Eastside and Westside libraries. ♦ Funding for reframing of commemorative artwork and children's furnishings for the Eastside Library. ♦ Full year funding of the Westside Library. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Proposed EXPENDITURES Actual Budget Projection Budget Salaries & Wages** Materials & Supplies 680 757 757 1,390 Building Maintenance 15,326 652 652 Maintenance Equipment 1,000 Miscellaneous Services 112,915 232,918 115,914 276,944 Capital Outlay 1,903 TOTAL 113,595 249,001 117,323 281,889 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Proposed STAFFING** Actual Budget* Projection Budget N/A TOTAL 0 0 0 0 *Same as adopted budget, unless where noted. **City pays all operating expenditures and salaries are funded by the County. 117 LIBRARY -1380 PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Main Library Number of cardholders/registration 40,100 42,955 45,967 48,500 Number of new cardholders 3,686 3,488 3,012 3,000 Number of volumes 127,599 123,180 113,655 120,000 Number of items checked out - circulation 504,323 498,326 433,104 375,000* Number of people using the internet (1/2 hr sessions) 47,022 43,114 40,948 37,300 Monthly average number of people using the internet (1/2 hr sessions) 3,919 3,593 3,412 3,108 Westside Library Number of cardholders N/A N/A 3,700 4,000 Number of new cardholders N/A N/A 2,078 2,500 Number of volumes N/A N/A 35,000 35,000 Number of checkouts N/A N/A 156,806 350,000 Number of people using the internet N/A N/A 9,600 10,000 Monthly average of people using the internet N/A N/A 800 833 'The major drop in checkouts is due to the opening of the Westside Library; however, a portion of the drop can be attributed to the increase in downloaded materials vs printed. L- 118 PUBLIC SAFETY EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY DEPT / DIVISION Actual Budget Projection Budget Police - Administration 1,130,135 1,239,236 1,195,418 1,226,111 Police - Patrol Operations 8,703,758 9,986,438 9,842,511 10,697,000 Police - Investigations 1,417,915 1,686,591 1,695,801 1,841,512 Police - Community Services 747,495 780,802 770,127 843,459 Police - Support Services 1,882,238 1,848,239 1,803,315 1,874,887 Police - Jail 848,664 981,437 959,413 1,114,003 Police - Commercial Vehicle Enforcement 222,753 214,584 219,002 223,344 Police - School Resource Officer 1,018,553 1,080,379 1,096,202 1,081,279 Police - Traffic Enforcement/Motorcycles 656,799 781,922 813,336 875,709 Police - Special Investigations 485,262 534,256 532,210 546,902 Police - Training 58,028 97,420 90,129 103,399 POLICE TOTAL 17,171,600 19,231,304 19,017,464 20,427,605 Fire 3,734,410 8,180,938 8,041,201 5,424,395 Fire Marshal 547,045 693,303 669,626 650,156 Emergency Management 68,494 44,398 44,030 53,020 FIRE TOTAL 4,349,949 8,918,639 8,754,857 6,127,571 Emergency Medical Services 3,646,894 4,238,308 4,084,172 4,853,571 EMS TOTAL 3,646,894 4,238,308 4,084,172 4,853,571 PUBLIC SAFETY TOTAL 25,168,443 32,388,251 31,856,493 31,408,747 Public Safety as % of General Operating Expenditures FY 2014 EMS, 7.8% Fire Services, 9.9% 50.7% Police, 33.0% 119 PUBLIC SAFETY EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries & Wages 21,148,153 23,639,450 22,978,929 25,001,362 Materials & Supplies 600,723 804,180 789,028 915,156 Building Maintenance 21,308 16,072 12,799 17,250 Equipment Maintenance 1,294,148 1,384,461 1,526,190 1,429,635 Miscellaneous Services 1,248,770 1,431,996 1,330,928 1,878,407 Sundry Charges 15,049 81,449 76,724 76,274 Inventory 89,588 68,778 114,220 77,207 Capital Outlay 750,705 4,961,865 5,027,675 2,013,456 PUBLIC SAFETY TOTAL 25,168,443 32,388,251 31,856,493 31,408,747 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Police - Administration 5 6 6 6 Police - Patrol Operations 94 95 95 98 Police - Investigations 14 18 18 18 Police - Community Services 7 7 7 7 Police - Support Services 32 32 32 32 Police - Jail 13 14 14 15 Police - License & Weight 2 2 2 2 Police - School Resource Officer 11 11 11 11 Police - Traffic Enforcement/Motorcycles 7 8 8 8 Police - Special Investigations 5 5 5 5 Police - Training POLICE TOTAL 190 198 198 202 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Fire Department 52 52 52 62 Fire Marshal 8 8 8 8 Emergency Management FIRE TOTAL 60 60 60 70 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Emergency Medical Services 63 63 63 67 EMS TOTAL 63 63 63 67 PUBLIC SAFETY TOTAL 313 321 321 339 *Same as adopted budget, unless where noted. 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. Captain Patrol Operations Office Assistant Senior Lieutenant Patrol Operations (4) Sergeant (9) Police Officer (85 + 2 K-9) Sergeant Traffic Enforcement Police Officer Motorcycles (5) Warrant Officer (2) Police Officer Truck Enfcmt (2) Administrative Assistant Captain Investigations Office Assistant Senior Lieutenant Investigations Police Officer (13) Crime Victim Liaison T Crime Victim Specialist 'Reports to the City Manager "TCO — Telecommunications Operator Police Chief" Assistant Police Chief Captain Support Services Office Assistant Jail Supervisor Senior Property Room Technician Sergeant Special Investigations Police Officer (4) Support Services Supervisor Jail Team Leader(4) Jailer (10) Lieutenant Administrative & Community Services Sergeant Internal Affairs T rvisor Records Clerk O*` Lead TCO Lead Records Clerk (4) (7) Receptionist TCO TCO Part-time (3) Full-time Part-time (10) (4) Police Officer Equipment Police Officer Community Svcs (2) Police Officer Training Academy Police Officer Information Tech. Sergeant School Resource Officers (SRO) Police Officer (10) 121 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 Pearand for all its residents. The department provides 24-hour protection to the citizens of Pearland and answers and responds to over 48,000 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 2014, the Police Department consists of 195 full-time and 7 part-time employees. 149 Civil Service personnel (2 K-9 Officers and 2 Warrant Officers) 157 Police vehicles (marked, incl. 8 motorcycles, 35 unmarked) 45,247 estimated 911 calls for service 30.65 estimated City Annualized Index Crime Rate per 1,000 current population 4 minutes 15 seconds average response time goal Key Budget Items for FY 2014 include: ♦ 3% step increase for eligible Police Officers in all divisions. ♦ 3 Police Officers, with 1 shared vehicle - $334,675. ♦ 5 replacement vehicles and 1 new home fleet vehicle - $318,210. ♦ Replacement of 14 tactical (SWAT) vests, budgeted in the Federal Seizure Fund - $29,000. ♦ 2 new vehicles and 3 replacement vehicles in the Investigations Unit - $162,426. ♦ Upgrade of a Police Officer to Sergeant in Community Services. ♦ Replacement of 1 vehicle in Community Services. ♦ Upgrades for 4 Telecommunications Operators to TCO Team Leaders. ♦ Upgrade of TCO Team Leader to TCO Supervisor. ♦ 1 Jailer to begin 12/1/13, with a reduction in overtime to offset cost. ♦ Upgrades for 4 Jailers to Jail Team Leaders. ♦ 2 replacement motorcycles in the Traffic Enforcement Unit - $69,330. ♦ 5 LIDAR speed measuring units in the Traffic Enforcement Unit - $12,000. ♦ Replacement of 1 vehicle in the Special Investigations Unit. ♦ Replacement of a retiring K9 and associated training and equipment and an ALPR replacement system in the Police State Seizure Fund - $38,993. Police Department as % of General Operating Expenditures FY 2014 Training, 0.2% Commercial Vehicle Enforcement, 0.4% Special Investigations, 0.9% Traffic Enforcement,1.4% Community Services,1.4% Jail, 1.8% SRO, 1.7% Administration, 2.0% Investigations, 3.0% Support Svcs,3.0% Patrol, 17.2% Auk Ak POLICE DEPARTMENT ADMINISTRATION - 2211 Police Chief* Administrative Assistant Assista-] nt Police Chief Lieutenant Captain Captain =Captain Administrative Patrol Operations Investigations Services** *Reports to the City Manager **Position funded in Community Service POLICE DEPARTMENT ADMINISTRATION - 2211 GOALS ♦ 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 2013 ACCOMPLISHMENTS ♦ Replaced the current 800 MHz radio system after identifying an alternative communications provider in order to increase officer safety and ensure a timely response to police calls for service. ♦ Fully implemented the Tenziga online performance appraisal system to replace previous bi-annual evaluation system. ♦ Finalized and implemented a Patrol Officer performance measures system based on the Van Meter Quota Free policing system. ♦ Updated the Recruiting Unit's displays and signage for a more professional presentation at job fairs and recruiting events. FISCAL YEAR 2014 OBJECTIVES ♦ Assign the newly formed Field Training Officer Advisory Board to finalize changes to the department's Probationary Police Officer Manual and associated training/tracking forms to reflect changes in training practices and documentation. ♦ Explore the feasibility of implementing a 'text -a -tip' system for citizens to anonymously report incidents of crime in Pearland. ♦ Identify grants or other outside funding sources to secure non -budgeted heavy police equipment, including a mobile command center and armored vehicle for SWAT operations. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Authorized number of Police Officer positions' 138 140 146 149 Authorized number of Officer positions per 1,000 population 1.5 1.4 1.4 1.4 Actual number of Police Officers' 132 138 146 149 Actual number of Police Officers per 1,000 population 1.4 1.4 1.4 1.4 Expenditures per capita $171 $176 $183 $191 Total crimes reported to FBI 2,621 2,593 2,630 2,800 Annualized DPS Index Crime Rate (Incident -based rate per 1,000 population)3 32.68 27.93 27.72 29.51 Annualized City Crime Rate based on current population 27.87 27.74 28.79 30.65 '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. 2Officer 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, FY13 is 103,800, and FY14 is 106,900. 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 type of 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. 124 .k r r EXPENDITURES POLICE DEPARTMENT ADMINISTRATION - 2211 EXPENDITURE AND STAFFING SUMMARY FY 2012 Actual FY 2013 Amended Budget FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 683,933 768,622 762,236 770,893 Materials & Supplies 12,548 12,576 11,924 12,576 Equipment Maintenance 27,953 30,056 34,469 47,928 Miscellaneous Services 405,701 427,982 386,789 394,714 TOTAL 1,130,135 1,239,236 1,195,418 1,226,111 FY 2013 FY 2013 FY 2014 FY 2012 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 Administrative Assistant* 1 1 1 TOTAL 5 6 6 6 "Position was moved to here from Support Services - Dept 2215. 125 POLICE DEPARTMENT PATROL OPERATIONS — 2212 �.. IL Captain Patrol Operations* Office Assistant Senior `I Lieutenant Patrol Operations eant** I. ffic EEnforcernent (4) Sergeant Police Officer** IL (tr Patrol Motorcycles (5) Police Officer Patrol Warrant Officer** (85 + 2 K-9) (2) IL 1 JL =Enforcement 'Reports to the Assistant Police Chief; position funded in Administration —Positions funded in other divisions 1.. L L: I I. L L 126 A& r r r r r r r r r POLICE DEPARTMENT 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 2013 ACCOMPLISHMENTS ♦ Increased patrol staffing to address annexation of Brazoria County MUD 4. ♦ Reassigned a Patrol Officer to serve as an additional Motorcycle Officer as part of the Traffic Division Motorcycle Unit. ♦ Replaced one retiring detection dog that exceeded the recommended service time to ensure the continued success and viability of the department's K-9 teams. t FISCAL YEAR 2014 OBJECTIVES ♦ Replace the second detection dog that has exceeded the recommended service time to ensure the continued success and viability of the department's K-9 teams. ♦ Continue aggressive patrol tactics and promote community -oriented policing to keep the City of Pearland among the Nation's 50 safest cities. PERFORMANCE MEASURES FY 2011 FY 2012 Actual Actual Number of police calls resulting in a police unit being dispatched' Number of police actions initiated by Officers in the field Percent of calls initiated by Officers in the field Dispatched calls per Patrol Officer Average response time per car Average time spent per call Total police arrests made Total arrests per 1,000 population Total accidents with injuries Number of hits on ALPR3 39,815 11,663 29% 606 4min44sec 19min50sec 6,218 66 499 217 42,318 13,746 32% 625 4min5sec 18min45sec 6,525 68 485 174 FY 2013 FY 2014 rolection Target 45,500 16,300 36% 312 4min20sec 19min20sec 7,680 74 370 60 48,000 18,000 38% 322 4min15sec 19min20sec 8,000 75 375 150 'Dispatched calls include 911 calls as well as calls from the Chief and other Officers needing a unit dispatched. Also includes traffic stops. 2The number of officers can change based on assignment or vacancies. Three positions are added in FY 2014, reducing the anticipated number of calls per officer. 3ALPR - Automatic License Plate Recognition System. 127 POLICE DEPARTMENT PATROL OPERATIONS - 2212 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended EXPENDITURES Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 7,587,634 8,861,918 8,539,457 9,532,472 Materials & Supplies 67,726 97,865 119,192 105,006 Equipment Maintenance 569,461 604,997 626,730 574,226 Miscellaneous Services 62,084 84,076 83,382 93,437 Inventory 72,358 32,584 9,450 Capital Outlay* 344,496 337,582 441,166 382,409 TOTAL 8,703,758 9,986,438 9,842,511 10,697,000 *Increase from budget due to replacement of three totaled vehicles. FY 2013 FY 2013 FY 2014 FY 2012 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 81 81 81 84 Office Assistant Senior* 1 1 1 TOTAL 94 95 95 98 *Position was moved to here from Support Services - Dept 2215. 128 ... loft ldbk Ink Ink POLICE DEPARTMENT INVESTIGATIONS - 2213 ports to the Assistant Police Chief; position funded in Administration 29 POLICE DEPARTMENT INVESTIGATIONS - 2213 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. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Gained convictions in major high profile cases including a homicide and a bank robbery (which resulted in the conviction of a larger group of bank robbers with whom they were connected) through thorough investigation and professional testimony. ♦ Established the Pearland Police Department as a Gulf Coast hub for the investigation of child pornography cases and cases stemming from child pornography including Trafficking of Persons, Prostitution, Sexual Assault of children, etc. This unit (ICAC or Internet Crimes Against Children Task Force) frequently works cases in cooperation with or at the request of outside agencies throughout the region. ♦ Established the department's Crime Victim's Assistance program as one of the best in the Houston area with two employees dedicated full time to this unit. Due to this unit's professionalism, local universities repeatedly send graduate level students to Pearland to serve their 500 hour internship roles prior to graduation. FISCAL YEAR 2014 OBJECTIVES ♦ Increase staffing, through a highly selective process, rotating Officers, to properly address the needs of the department in its investigative duties, to alleviate the increased workload from cases requiring follow up both in terms of volume and frequency. ♦ Use the ICAC Task Force multi -agency as a model to organize a similarly constructed task force to address issues related to fraud and financial crimes. ♦ Certify another detective in computer forensics analysis in order to lighten the burden currently carried by our one certified analyst. ♦ Assign either a civilian or sworn employee to full-time crime analysis. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Violent and non-violent person crimes reported 721 778 754 800 Property and society crimes reported 4,022 4,209 4,698 4,800 Total crimes reported 4,743 4,987 5,452 5,600 Violent and non-violent person crimes assigned to investigators 907 830 913 950 Property and society crimes assigned to investigators 820 1,006 1,181 1,200 Total cases assigned to investigators 1,727 1,836 2,094 2,150 Number of violent and non-violent person crimes cleared 509 376 547 570 Number of property and society crimes cleared 138 865 911 930 Number of crimes cleared 647 1,241 1,458 1,500 Percent of crimes cleared 61 % 65% 70% 70% Number of items of evidence on hold 397 439 411 475 Number of pieces of evidence returned to owner 227 308 339 350 Number of thefts & burglary -motor -vehicles reported citywide 1,372 1,345 1,574 1,600 Number of burglaries reported citywide 351 260 305 350 Total property theft and burglaries citywide 1,723 1,605 1,879 1,950 130 POLICE DEPARTMENT INVESTIGATIONS - 2213 PERFORMANCE MEASURES (continued) FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of crime victim interventions 1,726 2,554 3,188 3,500 Fingerprint lifts entered into AFIS 52 50 52 55 DNA items 125 99 43 50 Internal and citizen complaints against sworn personnel 60 58 91 70 Percent of complaints closed as sustained 15% 8% 3% 3% 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. 131 POLICE DEPARTMENT INVESTIGATIONS - 2213 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended EXPENDITURES Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 1,312,380 1,564,958 1,578,733 1,566,322 Materials & Supplies 14,443 15,058 13,919 15,077 Equipment Maintenance 63,990 71,845 73,253 66,500 Miscellaneous Services 12,053 9,328 9,328 9,328 Sundry Charges 15,049 21,859 20,568 21,859 Inventory 3,543 162,426 TOTAL 1,417,915 1,686,591 1,695,801 1,841,512 FY 2013 FY 2013 FY 2014 FY 2012 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 1 1 Crime Victim Specialist 1 1 1 Property Room Technician* 1 1 1 Office Assistant Senior* 1 1 1 TOTAL 14 18 18 18 *Positions were moved from Support Services - Dept 2215. 132 r Ink r .r POLICE DEPARTMENT COMMUNITY SERVICES - 2214 Lieutenant* Administrative & Community Services Police Officer Equipment Police Officer Training Academy *Reports to the Assistant Police Chief Police Officer Information Technology Sergeant Internal Affairs Police Officer Community Services (2) 133 POLICE DEPARTMENT 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 2013 ACCOMPLISHMENTS ♦ Certified the newest Community Services Officer as a Crime Prevention Inspector to conduct Home Security Surveys. ♦ Conducted numerous recruiting visits to area police academies and colleges/universities to promote employment opportunities with the department. ♦ Promoted and coordinated City and department participation in the 2012 National Night Out event. ♦ Completed additional Citizen Police Academy classes, bringing the total number of class sessions to thirty-six. FISCAL YEAR 2014 OBJECTIVES ♦ To expand community involvement by offering Merit Badge training opportunities to members of the Boy Scouts of America. ♦ To expand the use of social media to educate the community on timely and relevant criminal incidents and crime prevention topics. ♦ To expand the duties and volunteer opportunities for members of the department's Citizen Police Academy Alumni Association. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Security surveys/home safety inspections 123 110 81 85 Number of Citizen Police Academy graduates 56 28 58 75 Citizen Police Academy classes/meetings 206 176 97 115 National Night Out Block Parties' 55 52 36 36 Homeowners Association meetings 32 17 44 38 School -Civic meetings 83 127 135 150 Administrative assignments 2,301 2,118 2,620 2,650 Press releases2 11 103 110 110 Memberships in Explorer Poste 14 15 15 15 '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 released for print or in response to a media request is reported 134 EXPENDITURES POLICE DEPARTMENT COMMUNITY SERVICES - 2214 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 703,474 732,425 720,857 731,712 Materials & Supplies 15,103 17,860 17,860 18,653 Equipment Maintenance 24,134 24,571 25,670 27,351 Miscellaneous Services 4,784 5,946 3,740 5,946 Inventory 3,550 Capital Outlay 56,247 TOTAL 747,495 780,802 770,127 843,459 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Lieutenant 1 1 1 1 Police Sergeant 1 Police Officer 6 6 6 5 TOTAL 7 7 7 7 "Same as adopted budget, unless where noted. 135 POLICE DEPARTMENT SUPPORT SERVICES — 2215 Captain Support Services" Office Assistant Senior Support Services Supervisor Telecommunications Supervisor Telecommunications Operator Lead (4) Telecommunications Telecommunications Operator Operator Full-time (10) Part-time (4) Records Clerk Lead Records Clerk I Receptionist (-1 Part-time (3) *Reports to the Assistant Police Chief; position funded in Administration 136 POLICE DEPARTMENT 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 2013 ACCOMPLISHMENTS ♦ Installed oversized wall -mounted monitors to display information on calls for service and to better track station security cameras. ♦ Transitioned Pearland Fire and EMS dispatching to the Harris County Emergency Corp to free up dispatchers for police -specific duties. ♦ Hired full and part time personnel to fill staff openings in the Records Division and Reception. ♦ Implemented stricter confidential data protocols for employees accessing NCIC/TCIC information per State - mandated guidelines. FISCAL YEAR 2014 OBJECTIVES ♦ Promote the possibility of transitioning to online reporting of certain offenses to ensure timely input and tracking of minor incidents of crime. ♦ Keep informed about 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 TLEOSE TCO certifications. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total number of calls received by dispatch' 129,250 152,525 144,136 149,555 Number of 911 calls received by dispatch' 33,097 57,383 45,247 46,000 Number of non-911 calls received by dispatch 96,153 95,142 98,889 103,555 Average time from receipt of citizen call to unit dispatched (in seconds) 84 74 69 62 Number of 911 calls per 1,000 population 352 590 435 430 Average number per month of 911 calls per Telecommunication Operator (FTE) 195 348 289 310 Average number of all calls per month per Telecommunication Operator (FTE) 753 929 11,206 11,600 Number of offense reports 10,405 10,790 12,072 13,670 Number of accident reports 1,473 1,679 1,745 1,800 Number of cases handled per Records Clerk 1,076 1,384 1,885 1,980 911 calls include Police, Fire and EMS calls. Year-to-year comparison is not reliable for these measures. Incomplete data was collected for October 2010 (FY 2011) due to software temporarily unavailable. 137 POLICE DEPARTMENT SUPPORT SERVICES - 2215 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 1,741,919 1,564,414 1,523,605 1,675,870 Materials & Supplies 32,493 41,739 40,853 42,739 Equipment Maintenance 65,530 96,279 95,459 94,132 Miscellaneous Services 42,296 63,028 60,619 62,146 Capital Outlay 82,779 82,779 TOTAL 1,882,238 1,848,239 1,803,315 1,874,887 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Support Services Supervisor 1 1 1 1 Crime Victim Liaison* 1 Support Services Coordinator 1 Telecommunications Supervisor 1 Records Clerk Lead 1 1 1 Telecommunications Operator Lead 1 1 4 Telecommunications Operator 10 14 14 10 Records Clerk 7 7 7 7 Office Assistant Senior* 4 1 1 1 Part -Time Receptionist 3 3 3 3 Part -Time Telecommunications Operator 4 4 4 4 Property Room Technician* 1 TOTAL 32 32 32 32 *FY 2013, positions were moved to divisions Administration, Patrol, and Investigations. 138 Ak Aft, POLICE DEPARTMENT JAIL - 2216 Captain Support Services* Jail Supervisor Jail Team Leader (4) Jailer (10) *Reports to the Assistant Police Chief; position funded in Administration 139 POLICE DEPARTMENT 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 2013 ACCOMPLISHMENTS ♦ Utilized police department cadet appointees between cadets' hire date and police academy start date as supplemental manpower to decrease jail overtime usage. ♦ Provided training that expanded the jailers' duties to reflect change in State Law that allows jail personnel to execute warrants of arrest for subjects in custody. ♦ Updated employee safety practices by mandating that jailers wear gloves while conducting searches and installing hand sanitizer dispensers at jail entry doors. FISCAL YEAR 2014 OBJECTIVES ♦ 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 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total number of inmates held 5,397 5,660 6,467 7,000 Inmates magistrated 5,822 5,124 4,491 4,600 Cell checks 17,716 16,859 19,700 21,200 Average number of bookings per day 15 15 18 19 Average length of stay in calendar days 1 1 1 1 Number of inmates injured while held 2 0 0 0 Number of EMS calls to jail 214 181 155 160 Cost per inmate $175.88 $149.60 $148.36 $159.14 140 AW AW .k Aft POLICE DEPARTMENT JAIL - 2216 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 812,352 921,740 907,062 1,053,740 Materials & Supplies 14,094 22,355 16,947 22,392 Building Maintenance 2,426 3,972 3,000 3,000 Equipment Maintenance 6,276 7,183 7,217 7,384 Miscellaneous Services 13,516 22,567 21,567 23,867 Sundry Charges 3,620 3,620 3,620 TOTAL 848,664 981,437 959,413 1,114,003 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Jail Supervisor 1 1 1 1 Jail Team Leader 4 Jailer 12 13 13 10 TOTAL 13 14 14 15 *Same as adopted budget, unless where noted. 141 POLICE DEPARTMENT COMMERCIAL VEHICLE ENFORCEMENT - 2217 Captain Patrol Operations* Sergeant Traffic Enforcement** Police Officer Truck Enforcement (2) *Reports to the Assistant Police Chief; position funded in Administration **Position funded in Traffic Enforcement/Motorcycles division POLICE DEPARTMENT COMMERCIAL VEHICLE ENFORCEMENT - 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. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Completed commercial truck safety training to drivers and staff at various facilities within the City to promote a positive working relationship with commercial vehicle owner/operators. ♦ Coordinated compliance with Section 683 of the Texas Transportation Code regarding towed and abandoned vehicles through proactive measures and training throughout the City. ♦ Conducted ongoing wrecker and taxi cab inspections and permit compliance checks to ensure the safe operation of both. ♦ Replaced an Officer -assigned police vehicle with a 2013 Chevrolet Tahoe. FISCAL YEAR 2014 OBJECTIVES ♦ Increase the number of commercial vehicle safety training sessions at operating facilities within the city and surrounding service areas. ♦ Assist surrounding agencies with commercial vehicle inspection training and safety as needed. ♦ CMV Officers to provide roll call training on wrecker procedures and the enforcement of truck route violations to all Patrol Officers. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target CMV equipment violations 852 900 810 750 Overweight violations 91 71 62 60 Total equipment & overweight violations 943 971 872 810 Citations for other violations 204 287 830 500 Total all citations 1,147 1,258 1,702 1,310 Trucks found in compliance 207 135 106 120 Number of inspections 1,265 1,112 995 1,050 Trucks taken out of service 244 167 170 165 Percent of inspections resulting in violations 85% 89% 90% 80% Cost per inspection $154.63 $200.32 $220.10 $212.71 143 POLICE DEPARTMENT COMMERCIAL VEHICLE ENFORCEMENT - 2217 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 180,704 192,470 196,040 201,636 Materials & Supplies 2,371 4,180 3,454 2,865 Equipment Maintenance 11,704 15,796 18,179 17,514 Miscellaneous Services 763 2,138 1,329 1,329 Inventory 1,225 Capital Outlay 25,986 TOTAL 222,753 214,584 219,002 223,344 FY 2013 FY 2013 FY 2014 FY 2012 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. 144 POLICE DEPARTMENT SCHOOL RESOURCE OFFICER (SRO) - 2218 GOALS ♦ Promote positive relationships between the school 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 2013 ACCOMPLISHMENTS ♦ Assigned a Juvenile Officer to attend to matters relating to the custody and transport of juvenile offenders to maintain the assigned Police Officer's presence at school campuses. ♦ Worked with the Pearland Parks Department to host and instruct a summer camp for children aged 10 - 15. ♦ School Resource Officers were certified through the State as Special Investigators for Family Violence and Sexual Assault cases. ♦ Assisted Patrol and CID with criminal investigations involving school students by conducting interviews and identifying possible suspects. FISCAL YEAR 2014 OBJECTIVES ♦ Maintain positive working relationships with staff and administrators of the Pearland Independent School District. ♦ Initiate proactive programs to educate students about crime prevention and personal safety issues. ♦ Create and foster an environment where students can take a leadership role by reporting crimes to the School Resource Officers. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of offense reports 373 351 376 375 Number of juveniles detained 35 72 37 50 Number of schools with assigned officers 7 7 7 7 Number of citations issued on school property 257 226 199 225 Number of directives signed and served 165 76 153 135 Number of juveniles transported 104 60 78 65 Number of adults transported 26 24 35 30 Juvenile directives obtained for other divisions 13 58 21 24 Juvenile directives served for other divisions 16 61 26 29 Number of juveniles transported for processing for other divisions 21 34 28 31 Cost per school served $142,794 $146,542 $156,600 $154,468 "Students who turn 18 and have not complied with disciplinary procedures are treated as adults and transported to jail. 146 r EXPENDITURES POLICE DEPARTMENT SCHOOL RESOURCE OFFICER (SRO) - 2218 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 961,880 1,019,859 1,032,037 1,024,495 Materials & Supplies 10 1,280 7,9994 1,754 Equipment Maintenance 46,073 48,698 45,597 45,546 Miscellaneous Services 10,590 10,542 10,569 9,484 TOTAL 1,018,553 1,080,379 1,096,202 1,081,279 FY 2013 FY 2013 FY 2014 FY 2012 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. 147 POLICE DEPARTMENT TRAFFIC ENFORCEMENT (MOTORCYCLES) - 2219 Captain Patrol Operations" ` h•• Sergeant Traffic Enforcement AM Police Officer Warrant Officer Motorcycles (2) Am (5) AIM Aft AM AM *Reports to the Assistant Police Chief; position funded in Administration Aft AM AM AM Am AM Am AIM AM An Aft AIM 148 POLICE DEPARTMENT TRAFFIC ENFORCEMENT (MOTORCYCLES) - 2219 GOALS ♦ Provide a safe traffic environment. ♦ Provide enforcement of traffic laws for a safer community. ♦ Reduce the number of motor vehicle and pedestrian accidents. ♦ Reduce the number of outstanding warrants. ♦ Provide targeted enforcement in neighborhoods to reduce traffic violations and improve safety for residents. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Motorcycle Officers hosted several no -cost training events on safe operation and practices that were attended by Motorcycle Officers from surrounding agencies. ♦ Trained and equipped the newest Officer assigned to the Motorcycle Unit, increasing the total Officers to five. ♦ Identified equipment deficiencies and organized the procurement of updated items needed for the reconstruction of crash scenes. ♦ Coordinated with the City Municipal Court Judge to identify fugitives in County jails and clear any City warrants they may have while incarcerated, saving time and money. ♦ Assisted Patrol and CID by arresting fugitives and guarding arrested individuals when transported to area hospitals. FISCAL YEAR 2014 OBJECTIVES ♦ Increase traffic enforcement in residential areas of the City (Motorcycle Officers). ♦ Ensure Motorcycle Officers are proficient at reconstructing crash scenes and have knowledge of the equipment used (Motorcycle Officers). ♦ Increase traffic enforcement in school zones (Motorcycle Officers). ♦ Increase contacts regarding fugitives (Warrant Officers). ♦ Work closely with Municipal Court administrators and staff to clear warrants (Warrant Officers). ♦ Assist in locating and apprehending fugitives with charges of class "B" and above wanted from cases generated in our City (Warrant Officers). PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of traffic citations issued by this division 6,250 6,372 5,335 5,500 Number of major accidents worked by division 29 31 12 15 Number of minor accidents worked by division 122 97 25 30 Number of traffic complaints 138 107 65 50 Number of warrants served 2,804 3,315 3,025 3,200 POLICE DEPARTMENT TRAFFIC ENFORCEMENT/MOTORCYCLES - 2219 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 624,354 656,490 688,297 752,839 Materials & Supplies 6,269 5,229 5,297 5,267 Equipment Maintenance 24,952 29,705 29,606 29,311 Miscellaneous Services 1,224 1,762 1,460 4,762 Inventory 6,629 19,580 Capital Outlay 88,736 82,047 63,950 TOTAL 656,799 781,922 813,336 875,709 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Sergeant 1 1 1 1 Police Officer 6 7 7 7 TOTAL 7 8 8 8 *Same as adopted budget, unless where noted. POLICE DEPARTMENT SPECIAL INVESTIGATIONS - 2221 Captain Investigations* Lieutenant Investigations** Sergeant Special Investigations Police Officer (4) *Reports to the Assistant Police Chief; position funded in Administration **Position funded in another division 151 POLICE DEPARTMENT 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 2013 ACCOMPLISHMENTS ♦ Transitioned the final three members of the unit to permanent detective assignments within the division to ensure continuity in lengthy investigations and to enhance a sense of unity among unit members. ♦ Coordinated the awarding of a vehicle seized during a drug -related offense to department use and transferring said vehicle to the Community Services Division. ♦ Provided supplemental manpower to the department's Criminal Investigations Division to augment available investigators to help alleviate increased case loads. FISCAL YEAR 2014 OBJECTIVES ♦ Provide advanced narcotic investigation training to unit members to keep personnel abreast of emerging interview techniques, court cases, concealment methods and interdiction training. ♦ Expand the involvement of unit personnel in street -level drug related offense investigations as a method of training department Patrol Officers in such investigations. ♦ Increase the effectiveness of field investigations by providing unit members with secure net books and 4G wi-fi access points. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total charges filed 130 76 122 107 Felony narcotics arrests 42 48 65 57 Misdemeanor narcotics arrests 88 28 57 50 Number of warrants served 128 30 10 25 Number of citations issued' 146 3 2 2 Number of surveillance activities 243 320 522 525 Value of property seized $43,056 $50,177 $41,400 $22,000 Value of cash seized $77,002 $110,802 $66,440 $35,000 Street value of narcotics seized $2,663,502 $1,028,502 $1,348,832 $1,000,000 'In FY2012 two canine officers moved to Patrol, Dept. 2212, and the citations issued by them are now reported in Patrol. Only drug -related citations are now reported in Special Investigations. 152 EXPENDITURES POLICE DEPARTMENT SPECIAL INVESTIGATIONS - 2221 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 465,229 507,953 504,650 495,887 Materials & Supplies 701 2,652 1,807 1,925 Equipment Maintenance 15,790 20,578 20,412 19,896 Miscellaneous Services 3,542 3,073 5,341 5,341 Capital Outlay 23,853 TOTAL 485,262 534,256 532,210 546,902 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Police Sergeant 1 1 1 1 Police Officer 4 4 4 4 TOTAL 5 5 5 5 *Same as adopted budget, unless where noted. L- 153 r POLICE DEPARTMENT 'Oft TRAINING - 2222 r AM .. loft Lieutenant* Administrative & ` Community Services • k r r r Training Officer" r r i.6 Aft A" loft Aft I. 'Reports to the Assistant Police Chief; position funded in Police Community Services "` `*Position funded in another division r r AM i AM AM r r AM 154 A' POLICE DEPARTMENT TRAINING - 2222 GOALS ♦ 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. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Scheduled department -wide mandatory training to ensure that all officers would meet State -mandated training requirements for Training Cycle 2011-2013. ♦ Expanded the use of department Training Facilities by hosting outside specialized training providers and providing meeting areas for other City departments. ♦ Secured updated equipment to be used with the department owned Laser Shot simulator system. ♦ Coordinated the completion of a specialized firearms training facility in Lake Jackson on State Prison -owned property. FISCAL YEAR 2014 OBJECTIVES ♦ Promote professional development through expanded training programs including those geared towards patrol - level interdiction and investigations. ♦ Increase department -mandated training to six times per year from four to reduce overtime usage and decrease class size for an optimal training environment. ♦ Increase the use of department personnel to conduct training in individual areas of specialization to provide additional educational opportunities for regional law enforcement professionals. PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Number of classes held N/A 127 132 135 Number of students N/A 1,463 1,792 1,830 Total revenues $328 $1,788 $8,096 $8,270 Number of training hours provided (classes) N/A 990 1,597 1,630 Training hours completed, Pearland Officers 75 9,034 11,194 9,100 FY 2012 was the first year of operation as a regional training provider POLICE DEPARTMENT TRAINING - 2222 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended EXPENDITURES Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget Materials & Supplies 57,323 87,720 81,175 93,945 Miscellaneous Services 705 9,700 8,954 9,454 TOTAL 58,028 97,420 90,129 103,399 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget N/A TOTAL 0 0 0 0 *Same as adopted budget, unless where noted. 156 r a .\ Aft Adft Ak Ak Aft Aft Ank Ak Im Iwa Ak d,. .. Im Aft Aft Aft .a FIRE DEPARTMENT - 2320 VISION STATEMENT 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. Fire Chief* Fire Marshal/ Emergency Operations Coordinator** Emergency HDeputy Administrative Management Fire Marshal (2) Secretary Planner Inspector/Investigator Volunteer Full-time (2) Fire Logistics Recruitment/ Part-time (2) Captain Retention Coord. Part -Time BattalioBn Chief I I BattalioAn Chief I BattalioCn Chief Lieutenant (3) Driver/Operator Firefighters Full-time (3) Firefighters Full-time (6) Part-time (9) Lieutenant (3) Driver/Operator Firefighters Full-time (3) Firefighters Full-time (6) Part-time (9) Lieutenant (3) Volunteer Assistant Fire Chief Training Volunteer Battalion Chief Battalion Chief P lunteer utenant ation 1 lunteer fighters Driver/Operator Firefighters Full-time (3) Firefighters Full-time (6) Part-time (9) Volunteer Lieutenant Station 2 Volunteer Firefighters Volunteer Lieutenant Station 3 Volunteer Firefighters Volunteer Battalion Chief Volunteer Lieutenant Station 4 Volunteer Firefighters Volunteer Lieutenant Station 5 Volunteer Firefighters Volunteer Lieutenant Station 6 Volunteer Firefighters *Reports to the City Manager 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 2013 ACCOMPLISHMENTS ♦ Completed renovations on new Fire & EMS administration building. ♦ Selected an architect and began design of new Station 3. ♦ Ordered 2 fire engine pumpers. ♦ Ordered 1 new aerial ladder truck. ♦ Outsourced Fire & EMS dispatching. ♦ Purchased new radio equipment to join Houston radio system. ♦ Began Fire Department Strategic Plan. ♦ Fire & EMS conducted joint leadership training. FISCAL YEAR 2014 OBJECTIVES ♦ Oversee completion of construction on the new Station 3. ♦ Place 2 new fire engine pumpers into service. ♦ Place 1 new aerial ladder truck into service. ♦ Replace Shift Commander's vehicle. ♦ Have fire training tower sanded, cleaned and repaired. ♦ Order and place into service 1 new fire engine pumper. ♦ Gain 20 new Volunteer Fire Fighters. ♦ Finish Fire Department Strategic Plan. ♦ Hire New Fire Logistics Captain. ♦ Hire New Fire Fighters for Station 3. ♦ Consolidation of Fire and EMS Departments. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total calls/incidents: Fire Dept 2,621 2,826 3,192 3,500 Total calls/incidents: Fire 1,728 1,631 1,780 1,780 Total calls/incidents: First Responders' 893 1,195 1,412 1,600 First Responder Calls as percent of Total Incidents 34% 42% 44% 47% Average Response Time: Percent 5 minutes or less 51 % 47% 47% 47% Percent 9 minutes or less 83% 85% 83% 83% Average Response Time (all calls)2 6min22sec 5min56sec 6min0sec 6min0sec Average number of Volunteer Firefighters per call (all calls)3 2 1 1 1 Average monthly number of hours of training received per firefighter 8.0 12.4 11.0 12.0 Number of building fires 66 53 58 58 Number of firefighter injuries 1 1 0 0 Cost per capita $37.54 $35.46 $77.47 $50.74 Paid F-T Firefighters to 1,000 Population 0.28 0.33 0.31 0.30 FIRE DEPARTMENT - 2320 PERFORMANCE MEASURES (continued) FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total volunteer crew hours5 17,774 11,223 9,100 10,000 Other volunteer hours 3,347 1,840 1,034 1,400 Total estimated fire loss6 $1,709,299 $2,406,454 $1,326,337 $1,800,000 'First Responders consist of responses to calls where there are medical emergencies and the Fire Dept. is the first to respond. 2Average response time represents the time from the station receiving the alarm to the first responder arriving on the scene. This does not include the time from receipt of call and processing of the call. Response times for May and June 2013 are not available due to a software issue during the transition to a new dispatch agency. The average response time for FY13 is based on the first 7 months of the fiscal year. 3Effective FY 2011, Volunteer Firefighters go on all calls - Including First Responder/EMS calls. 4FY 2013, number includes capital costs and radio replacement. 5Prior to FY 2012, volunteer hours reported were night -duty only. Beginning FY 2012, volunteers may also work daytime hours. 6The estimated dollar loss reported does not include updates after year-end close. r r ak r r r r r r r r a r 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 133,700, 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 2014. 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, not including Station 3, which will open October 2014. 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 2014, 26 vehicles will be available for firefighting efforts. 6 stations, 3 manned 24/7 3,192 total calls/incidents 6 minutes average response time Key Budget Items for FY 2014 include: ♦ 9 Firefighters for 2 months beginning August 2014, and bunker gear for 9 part-time Firefighters to staff new Fire Station #3 - $177,705. ♦ Replacement pumper truck with equipment - $625,000. ♦ A new Fire Logistics Captain for 11 months, beginning November 1, 2013. ♦ New vehicle for on -duty shift commander - $54,000. ♦ Funding to sand, clean and repair training tower - $29,500. ♦ Other emergency and safety equipment - $36,512. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 2,877,977 3,228,169 3,097,536 3,470,686 Materials & Supplies 227,830 328,416 302,288 405,071 Building Maintenance 17,640 9,800 8,574 13,250 Equipment Maintenance 245,958 230,576 355,472 303,570 Miscellaneous Services 195,661 267,410 200,020 331,090 Sundry Charges 55,970 52,536 50,795 Inventory 16,005 42,156 40,568 34,497 Capital Outlay 153,339 4,018,441 3,984,207 815,436 TOTAL 3,734,410 8,180,938 8,041,201 5,424,395 FY 2013 FY 2013 FY 2014 FY 2012 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 Logistics Captain 1 Fire Lieutenant 6 6 6 6 Firefighter** 21 21 21 30 Part-time Firefighter 18 18 18 18 Administrative Secretary 1 1 1 1 Part-time Volunteer Recruitment/Retention Coordinator** 1 1 1 1 TOTAL 52 52 52 62 *Same as adopted budget, unless where noted. **In FY 2012 and FY 2013, 6 Firefighters and a part-time Volunteer Recruitment/Retention Coordinator were funded by FEMA SAFER grants. In FY 2014, 6 Firefighters will be funded for a 42 day period, by the grant; City to fund after grant expiration. 160 Aik Ift FIRE MARSHAL - 2340 MISSION STATEMENT 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, abat- ing unsafe structures, determining the origin and cause of fires, and pursuing those responsible for arson and environmental crimes. FFirehal/ ncy ent tor" Emergency Management Planner Deputy Fire Marshal (2) EInvestigator or/ Inspector/ Investigator Part-time (2) 'Reports to the Fire Chief Iftk 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 2013 ACCOMPLISHMENTS ♦ Received 2012 Achievement of Excellence Award — Bronze Level from the Texas Fire Marshal's Association. ♦ Adopted 2012 International and Life Safety Codes. ♦ Relocated the division to the new Fire and EMS administration facility. ♦ Added complaint form to the webpage for reporting of fire and life safety code violations. ♦ Placed new fire inspection tablets into service. ♦ Increased number of unsafe structures abated by 100 percent from zero in FY2012 to four in FY2013. ♦ Determined origins and causes of 100 percent of fires investigated. ♦ Implemented 145 hour development and certification program for fire investigators through the International Association of Fire Investigators. FISCAL YEAR 2014 OBJECTIVES ♦ Pursue funding opportunities for fire prevention program. ♦ Pursue funding opportunities for fire investigation program. ♦ Increase unsafe structures identified and abated by 50 percent. ♦ Conduct routine inspections of all Pearland businesses. ♦ Increase number of routine fire inspections through implementation of new inspection tablet PCs. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total number of arson incidents 2 2 5 4 Arson cases per 10,000 population 0.21 0.21 0.51 0.37 Number of arson cases cleared 0 2 2 4 Percent of arson cases cleared 0% 100% 40% 100% Number of environmental crime incidents 21 7 10 15 Number of environmental crimes cleared 10 5 10 15 Percent environmental crimes cleared 48% 71 % 100% 100% Number of arson arrests 0 10 1 3 Total number of annual inspections (all structures) 1,380 1,537 1,600 2,000 New Fire Protection, foster care/adoption and mobile food vendor inspections 223 336 450 450 Total Number Certificates of Occupancy (all new uses) 359 357 375 400 Total number of inspections 1,962 2,230 2,425 2,850 Estimated total number of businesses N/A 3,280 3,700 3,900 Estimated % of businesses inspected annually N/A 57% 55% 63% 162 FIRE MARSHAL - 2340 PERFORMANCE MEASURES (continued) FY 2011 FY 2012 Actual Actual FY 2013 Projection FY 2014 Target Inspections per FTE 321 372 404 475 Total number of fires investigated 25 18 18 25 Number of fires with determined causes and origins 25 15 18 25 Percent of fires investigated with determined causes and origins 100% 83% 100% 100% Number of deficiencies identified 4,818 4,918 5,000 5,000 Number of deficiencies corrected 1,920 3,072 3,400 3,500 Number of public education hours 286 254 250 300 Number of plans reviewed 344 568 500 600 Number of meetings attended 334 461 450 450 Number of meeting hours attended 446 553 600 600 Number of hazard complaints responded to 104 169 120 150 Number of unsafe structures abated 7 0 7 10 Number of false fire alarms 316 237 175 160 Number of wildland fires 1 0 1 0 Number of wildland acres lost 83 0 0 0 Canine Measures: Number of fires responded to within the City 5 4 6 10 Number of fires responded to for mutual aid 9 9 5 10 Number of positive alerts at actual fires 3 3 8 10 Number of alerts validated by forensics lab 3 3 8 10 163 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 2014 include: ♦ Addition of the Fire Marshal's Office to the SunGard OSSI Investigative Report Management System - $20,255. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 464,786 528,099 510,797 524,460 Materials & Supplies 20,148 22,537 21,783 25,957 Building Maintenance 300 225 Equipment Maintenance 30,795 37,150 35,318 36,190 Miscellaneous Services 31,316 44,405 40,695 63,549 Capital Outlay 60,812 60,808 TOTAL 547,045 693,303 669,626 650,156 FY 2013 FY 2013 FY 2014 FY 2012 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 Inspector/Investigator, Part -Time 2 2 2 2 TOTAL 8 8 8 8 *Same as adopted budget, unless where noted. 164 .s, 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 2013 ACCOMPLISHMENTS ♦ Completed training and performance requirements for 2012 EMPG grant. ♦ Awarded 2013 EMPG grant. ♦ Conducted a full scale Point of Dispensing exercise with Brazoria County Health Department. ♦ Moved the Evacuation Hub from Turner High School to Pearland Recreation Center. FISCAL YEAR 2014 OBJECTIVES ♦ Continue working with the National Weather Service to receive Storm Ready Designation. ♦ Complete performance requirements of the EMPG grant. ♦ Continue to pursue EMPG grant opportunity. ♦ Work with departments that have annex responsibility in the Emergency management Plan. ♦ Improve Community Outreach in the area of Emergency Mangement. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Hours of Public Education 81 95 75 100 Emergency Exercises Conducted 2 6 5 6 Plans updated and/or reviewed 37 24 26 26 Hours of Emergency Management Staff Training 290 253 240 240 Number of meetings attended 80 52 40 70 Number of meeting hours attended 147 119 65 100 Times EOC` activated: Partial 0 1 2 4 Full 1 0 0 2 'EOC - Emergency Operations Center L- 165 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 75 hours of public education each year. Key Budget Items for FY 2014 include: ♦ Replacement of expired MRE's. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Materials & Supplies 11,954 6,965 7,015 7,065 Equipment Maintenance 491 525 525 525 Miscellaneous Services 56,049 36,908 36,490 45,430 TOTAL 68,494 44,398 44,030 53,020 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget N/A TOTAL 0 0 0 0 'Same as adopted budget, unless where noted. 166 1W IoNk .. Ift EMERGENCY MEDICAL SERVICES - 2460 MISSION STATEMENT 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. VALUES STATEMENT ♦ Commitment to Service: We treat persons with illness and injury in our community with care and compas- sion, 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. EMS Chief* Secretary Assistant Chief 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 Paramedic Paramedic Paramedic (5) (3) (3) (3) X Emergency Medical Technician (4) Technician (4) Technician (4) Paramedic & EMT Paramedic & EMT Paramedic &EMT Paramedic &EMT Part-time (6) Part-time (6) Part time (6) Part-time (6) *Reports to the City Manager 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. ♦ Seek new opportunities and partnerships to foster a safe and healthy community. ♦ Provide public safety awareness programs and services throughout the year. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Completed transition to new billing company. ♦ Completed transition to new electronic patient care reporting system. ♦ Contracted with Harris County Emergency Corps to provide Fire & EMS dispatching. ♦ Implemented Medical Priority Dispatch System. ♦ Completed comprehensive revision of medical protocols. ♦ Participated in the renovation of the Fire & EMS administration building. ♦ Began design of Fire & EMS Station #3. ♦ Continued car seat education program, and community CPR/First Aid Training. ♦ Continued with fleet modernization program. ♦ Began replacement of cardiac monitor/defibrillators. FISCAL YEAR 2014 OBJECTIVES ♦ Continue fleet modernization program. ♦ Complete replacement of cardiac monitor/defibrillators. ♦ Place 5th staffed ambulance into service. ♦ Training and implementation of new medical protocols. ♦ Revise QA/QI program. ♦ Participate in construction of Fire & EMS Station #3. ♦ Begin cross -training of personnel for consolidation with Fire Department. PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Calls for service 7,055 7,668 7,400 7,800 Number transported 4,486 4,810 4,700 5,000 Percent transported 64% 63% 64% 64% Average response time from dispatched to arrival on scene 7min37sec 7min40sec 8min10sec 8min0sec Number of patients treated 6,121 6,537 6,585 7,000 Patients treated per 1,000 population 65 67 63 65 Amount billed' $8,338,085 $9,299,437 $7,509,637 $7,950,000 Amount collected $2,516,193 $2,935,843 $2,832,968 $2,960,000 Amount collected as % of amount billed 30% 32% 38% 38% "Number received from Intermedix through FY12. Billings reported are gross charges, prior to deduction of Medicaid/Medicare/Insurance unallowed charges. HE 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 and has 8 vehicles. With the addition of a 51h ambulance in FY 2014, and Station 3 opening in October 2014, the department will have 9 vehicles and 5 locations. 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 133,700, 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 7,400 calls for service and provides treatment to over 6,585 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 2014 include: ♦ A 5th ambulance, including 2 Paramedic and 2 EMT positions at 10 months each, beginning December 1, 2013, and a new ambulance - $409,493. ♦ Refurbishment of an existing ambulance and purchase of a replacement ambulance - $228,850. ♦ Replacement of 2 cardiac monitors/ defibrillators - $53,416. ♦ Bunker gear and training program to implement the consolidation of Fire and EMS departments - $400,000. ♦ Funds are budgeted in the Citywide Donation Fund 018 for equipment for the ambulances and computers for inventory control - $20,560. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 2,731,531 3,092,333 2,917,622 3,200,350 Materials & Supplies 117,710 137,748 137,515 154,864 Building Maintenance 1,242 2,000 1,000 1,000 Equipment Maintenance 161,041 166,502 156,283 159,562 Miscellaneous Services 408,486 443,131 460,645 818,530 Inventory 23,079 34,439 10,130 Capital Outlay 226,884 373,515 376,668 509,135 TOTAL 3,646,894 4,238,308 4,084,172 4,853,571 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget EMS Chief 1 1 1 1 EMS Assistant Chief 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 14 Emergency Medical Technician 16 16 16 18 Part -Time Paramedics & EMT's 24 24 24 24 TOTAL 63 63 63 67 'Same as adopted budget, unless where noted. 169 COMMUNITY SERVICES EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY DEPT / DIVISION Actual Budget Projection Budget Community Development Community Development Administration 181,198 251,667 349,552 371,540 Permits & Inspections 765,284 892,871 877,080 953,464 Health & Environmental Services 243,776 417,355 412,632 394,077 Planning 375,016 397,937 300,846 343,322 Animal Control 559,704 676,930 668,338 736,457 Communications 296,064 333,530 328,492 332,403 Municipal Court 569,730 615,854 618,688 658,363 COMMUNITY SERVICES TOTAL 2,990,772 3,586,144 3,555,628 3,789,626 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries & Wages 2,457,884 2,644,807 2,642,654 2,976,293 Materials & Supplies 167,103 173,407 171,220 176,341 Building Maintenance 480 4,989 4,989 1,200 Equipment Maintenance 84,365 119,506 87,265 88,120 Miscellaneous Services 278,969 580,485 585,212 473,619 Sundry Charges 4,623 5,000 5,000 5,000 Inventory 2,453 8,150 9,725 23,110 Capital Outlay (5,105) 49,800 49,563 45,943 COMMUNITY SERVICES TOTAL 2,990,772 3,586,144 3,555,628 3,789,626 Community Services as % of General Operating Expenditure FY 2014 Community Develop. Admin., 0.6% Permits & Inspections, 1.5% Planning, 0.6% Health & Environ. Svcs., 0.6% Animal Control, 1.2% Communications, 0.5% Municipal Court, 1.1% 170 COMMUNITY SERVICES EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Community Development Community Development Administration 3 3 3 3 Permits & Inspections** 14 15 15 15 Health & Environmental Services 4 6 6 6 Planning** 3 4 4 4 Animal Control 10 10 10 11 Communications 2 2 2 3 Municipal Court*** 11 13 13 14 COMMUNITY SERVICES TOTAL 47 53 53 56 *Same as adopted budget, unless where noted. **Council approved positions during FY 13 include one Building Inspector and one Senior Planner. ***Municipal Court - Three positions are funded in Special Revenue Funds, one of which Council approved during FY13. 171 COMMUNITY DEVELOPMENT 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 of our adopted Development, Building Construction, Health and Property Maintenance Codes and Ordinances, and to 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 of our adopted Health Codes and Ordinances. Director, Community Development* Office Supervisor Office Assistant Senior Code City Planner Building Official Enforcement/Health Officer Building Inspector Plans Examiner Code Senior Planner (5) (2) Enforcement/ Health Officer (5) Associate Building Inspector Planner Part-time Office Supervisor nAssistant Permit Clerk Planner [Plans Expediter (3) *Reports to Assistant City Manager COMMUNITY DEVELOPMENT OVERVIEW The Community Development Department is a part of the Community Services area and 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 residential and commercial building permits and conducts 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 2014 Include: ♦ Funding for Phase II of Comprehensive Plan - $100,000. ♦ Full year funding in 2014 of new Building Inspector position added in June 2013. ♦ Full year funding in 2014 for new Senior Planner position added in June 2013. ♦ Tuff books and Tablets for Inspectors and Health Environmental Services officers. ♦ Strategic/Business Plan for Community Development department. ♦ Purchase of two vehicles in FY 2013 for two new positions in Health & Environmental Services. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY DEPT / DIVISION Actual Budget Projection Budget Community Development Administration 181,198 251,667 349,552 371,540 Permits & Inspections 765,284 892,871 877,080 953,464 Health & Environmental Services 243,776 417,355 412,632 394,077 Planning 375,016 397,937 300,846 343,322 COMMUNITY DEVELOPMENT TOTAL 1,565,274 1,959,830 1,940,110 2,062,403 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries & Wages 1,344,718 1,476,877 1,473,651 1,684,083 Materials & Supplies 28,020 44,427 45,116 44,256 Equipment Maintenance 39,967 62,428 38,218 40,616 Miscellaneous Services 147,842 315,648 321,337 269,338 Sundry Charges 2,274 2,500 2,500 2,500 Inventory 2,453 8,150 9,725 21,610 Capital Outlay 49,800 49,563 COMMUNITY DEVELOPMENT TOTAL 1,565,274 1,959,830 1,940,110 2,062,403 173 COMMUNITY DEVELOPMENT EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Community Development Administration 3 3 3 3 Permits & Inspections 14 15 15 15 Health & Environmental Services 4 6 6 6 Planning 3 4 4 4 COMMUNITY DEVELOPMENT TOTAL 24 28 28 28 Community Development as % of Community Services Budget FY 2014 Municipal Court, 17.4% Communications, 8.8% Community Development, 54.4% Animal Control, 19.4% Ink L lak AN ON AN 1 1 1 COMMUNITY DEVELOPMENT ADMINISTRATION - 1605 VISION STATEMENT To be prepared to meet the challenges of current and future growth, and provide a healthy, safe and desirable environment for the citizens of Pearland. MISSION STATEMENT Employ sound practices to develop, manage and maintain the quality of life for the citizens, visitors, and customers of the City of Pearland. Ensure safe and orderly development of the City through enforcement of our adopted development, building construction, health and property maintenance codes and ordinances. Provide proactive, effective and efficient internal and external customer service. `Reports to Assistant City Manager Director, Community Development* Office Supervisor Office Assistant 175 COMMUNITY DEVELOPMENT ADMINISTRATION - 1605 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 169,409 240,187 238,366 244,254 Materials & Supplies 11,217 1,680 1,664 2,225 Miscellaneous Services 572 9,800 109,522 122,861 Inventory 2,200 TOTAL 181,198 251,667 349,552 371,540 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Director, Community Development 1 1 1 1 Office Supervisor 1 1 1 1 Office Assistant 1 1 1 Administrative Clerk, Part -Time 1 TOTAL 3 3 3 3 *Same as adopted budget, unless where noted. 176 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 build- ing code and other applicable ordinances. 'Reports to Director, Community Development 1 1 1 1 1 1 044 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. ♦ Incorporate new technology into our day-to-day operations in order to provide residents and builders immediate inspections results. ♦ Continue to implement processes for effective interdepartmental collaboration thereby improving customer service. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Issued 797 permits for single family homes and 100 commercial permits. ♦ Performed 26,274 residential and commercial inspections. ♦ Staff attended 93 Pre -Development meetings. ♦ Processed 155 Open Records Requests. ♦ Permitted 100 commercial projects. ♦ Took lead to adopt 2012 building codes. ♦ Submitted and received approval for inspector certification pay. ♦ Staff attended prep exam classes as needed for additional training and departmental knowledge and certifications for professional development. ♦ Implemented new Electronic Plan Review and incorporated a comprehensive ICC (International Code Council) checklist. ♦ Conducted Builder's Forum. ♦ Building Official achieved Master Code Professional certification. ♦ Submitted a new ISO(Insurance Services Office) to get a better BCEGS (Building Code Effectiveness Grading Schedule) survey. ♦ Permit Clerks and Office Coordinator registered for ICC Permit Technician certification and started preparing for the class and test. ♦ Coordinated ICC (International Code Council) class focusing on the 2012 IRC Transition from the 2006 IRC Code changes for all staff. ♦ Added 2 additional Inspectors (specializing in plumbing) to our team. FISCAL YEAR 2014 OBJECTIVES ♦ Continue to obtain all certifications in the department for continuing education and training. ♦ Obtain additional Notaries for department in order to better assist customers. ♦ Have better real-time inspection reports by using technology to our advantage by use of Toughbooks for inspectors in the field. ♦ Implemented phone menu to allow customers to be routed to proper departments and decrease their time on hold. ♦ Continue to ensure all inspectors obtain the required plumbing license. DE COMMUNITY DEVELOPMENT PERMITS & INSPECTIONS - 1610 PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total plans reviewed' 917 1,050 939 1,100 Percent of plan reviews completed within 10 business days - Residential 84% 98% 98% 98% Percent of plan reviews completed within 15 business days - Commercial 91 % 95% 97% 98% Total building inspections 19,244 22,416 26,274 25,000 Percent of inspections completed within 24-hours 98% 98% 98% 98% Percent of building inspections passing on 1st inspection 96% 98% 96% 98% Average number of inspections per inspectorz 17 23 28 18 Number of structures demolished 11 21 29 20 Total permits issued 7,869 8,696 10,630 9,500 'Includes new commercial and residential buildings and buildouts. `The average number of inspections per inspector is on a daily basis. 3Includes building (residential, commercial, new and buildouts), mechanical, electrical, plumbing and garage sales 179 EXPENDITURES COMMUNITY DEVELOPMENT PERMITS & INSPECTIONS - 1610 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 634,347 685,241 676,349 815,531 Materials & Supplies 960 9,885 10,535 11,781 Equipment Maintenance 26,409 36,639 23,300 26,119 Miscellaneous Services' 101,115 144,506 150,628 88,023 Inventory 2,453 12,010 Capital Outlay 16,600 16,268 TOTAL 765,284 892,871 877,080 953,464 "FY2013 Miscellaneous Services includes use of consultant for plan review due to vacancies. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget"* Projection Budget Building Official 1 1 1 1 Building Inspector 4 5 5 5 Plans Examiner 2 2 2 2 Plans Expediter 1 1 1 1 Office Supervisor 1 1 1 1 Permit Clerk 3 3 3 3 Building Inspector, Part-time 1 1 1 1 Office Assistant, Part-time 1 1 1 1 TOTAL 14 15 15 15 ""Additional Building Inspector position approved by Council in June 2013. 180 Ask 1 1 ., 1 1 1 1 1 1 1 AW 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. 'Reports to Director, Community Development Senior Code Enforcement/ Health Officer` Code Enforcement Health Officer (5) COMMUNITY DEVELOPMENT HEALTH & ENVIRONMENTAL SERVICES — 1630 GOALS ♦ Enforce health codes, ordinances and property maintenance codes to positively impact the City of Pearland's environment. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Opened 2,148 code cases. ♦ 2,006 cases brought into voluntary compliance. ♦ Hired two Code/ Health inspectors to focus on health inspections. ♦ Accomplished the City's objective to perform two health inspections of each food establishment per our City's ordinance. ♦ Performed 674 health inspections. ♦ Performed 1,375 follow up health inspections. ♦ Adopted the 2012 International Property Maintenance Code. ♦ Revised the ordinance for food handler certification to allow food establishment employees to attend and obtain a state certification online. ♦ Updated health permit fees. ♦ Sr. Health / Code Officer received Code II certification. ♦ Sr. Health / Code Officer received certification from FEMA; Substantial Damage Estimator Training. ♦ Two new Inspectors received Code I certification. ♦ Added new members to and continued to work with the volunteer group, the 'Eyes of Pearland.' ♦ Assisted the City in the launch of Connect2Pearland. FISCAL YEAR 2014 OBJECTIVES ♦ Obtain certifications for all Officers for the 2012 International Property Maintenance Code. ♦ Obtain Code II certification for all Officers. ♦ Obtain Food Managers Certifications for all Officers. ♦ Re-evaluate implementing a Rental Property Inspection Program for single family and multi -family rental homes. ♦ Complete a rental property windshield inspection for tenant occupied single family homes. ♦ Obtain all continuing education units for all Officers. ♦ Explore system software for code enforcement related inspections in conjunction with new ERP section. ♦ Implement the use of Windows 8 tablets for entering inspection information, research while in the field, printing notices of violation on site, and the use of the HTE system while at an inspection. This will improve response time for addressing violations and help officers be more productive while in the field. 182 OMMUNITY DEVELOPMENT HEALTH & ENVIRONMENTAL SERVICES - 1630 k C COMMUNITY DEVELOPMENT HEALTH & ENVIRONMENTAL SERVICES - 1630 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 215,013 320,296 323,682 338,267 Materials & Supplies 523 7,595 7,370 8,690 Equipment Maintenance 12,828 23,172 13,296 12,892 Miscellaneous Services 15,412 27,142 29,739 26,828 Inventory 5,950 5,250 7,400 Capital Outlay 33,200 33,295 TOTAL 243,776 417,355 412,632 394,077 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Senior Code Enforcement/Health Officer 1 1 1 1 Code Enforcement/Health Officer 3 5 5 5 TOTAL 4 6 6 6 "Same as adopted budget, unless where noted. ME 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. 'Reports to Director, Community Development 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 2013 ACCOMPLISHMENTS ♦ Submitted award application for 2013 Texas APA Certificate of Achievement for Planning Excellence. ♦ Provided professional training for staff and Planning and Zoning Commission: • Attended and Presented at the National Planning Association Conference, • Attended Texas Chapter of the American Planning Association Annual Conference. ♦ Provided annual training for Planning and Zoning Commission and Zoning Board of Adjustment. ♦ Updated Planning and Zoning Strategic Priorities for 2013. ♦ Conducted Planning Day 2013. ♦ Completed T-14 Unified Development Code Update (annual update). ♦ Completed T-15 Unified Development Code update (electronic message sign updates). ♦ Began T-16 Unified Development Code update (annual update). ♦ Continued to participate in "Adopt a Street Program" as a team -building activity for the Planning Department. ♦ Updated the Comprehensive Plan to incorporate the Lower Kirby Development Plan. ♦ Updated the Comprehensive Plan to incorporate the Grand Boulevard Plans. ♦ Continued to publish the Community Development newsletter quarterly. ♦ Commenced Comprehensive Plan Update process. ♦ Completed the Annexation of Brazoria County MUD 4. ♦ Provided population updates (every 6 months). ♦ Reinstated the Senior Planner position. ♦ Completed "Development in Brazoria County" FAQ informational document. ♦ Represented Pearland in regional committees, such as Pedestrian Bicycle Subcommittee and Transportation. Subcommittees of the Houston -Galveston Area Council. ♦ Assisted with the City's Water and Sewer Impact Fee study. FISCAL YEAR 2014 OBJECTIVES ♦ 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 (American Institute of Certified Planners) 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 to re-evaluate population estimates for Pearland. ♦ Process T-17 Annual Unified Development Code update. ♦ Create Harris County and Fort Bend County FAQ informational document for development in those jurisdictions. ♦ Continue to participate in "Adopt a Street Program" as a team -building activity for the Planning Department. ♦ Reinstate annual City of Pearland Bike -to -Work Day. ♦ Continue to provide population updates and special studies. ♦ Continue to publish Community Development newsletter. ♦ Evaluate and restructure subdivision platting procedures, administratively. ♦ Finalize the Comprehensive Plan Update. COMMUNITY DEVELOPMENT PLANNING DEPARTMENT — 1650 FISCAL YEAR 2014 OBJECTIVES (continued) ♦ Update departmental Standard Operating Procedures. ♦ Update Development Handbook. ♦ Update Planning Department Strategic Plan. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Zone Change Cases 22 9 18 20 Planned Unit Developments 2 1 5 10 ZBA Cases' 22 6 5 6 Total Pre -Development Meetings 131 122 99 125 Total Plat Approvals 43 62 93 110 Zoning Map/Text Amendments/Comp Plan 1 0 2 2 Site Plans reviewed 76 97 53 75 Number of Commercial reviews for CO's, Permits and Buildouts reviewed 436 372 208 200 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 615 592 574 525 Percent of Single Family Residential Plans reviewed within 5 days 100% 100% 100% 100% Sign Permits reviewed 265 314 304 300 Percent of Sion Permits reviewed within 5 days 100% 100% 100% 100% 'ZBA - Zoning Board of Adjustment 2CO's - Certificates of Occupancy 187 COMMUNITY DEVELOPMENT PLANNING DEPARTMENT -1650 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 325,949 231,153 235,254 286,031 Materials & Supplies 15,320 25,267 25,547 21,560 Equipment Maintenance 730 2,617 1,622 1,605 Miscellaneous Services 30,743 134,200 31,448 31,626 Sundry Charges 2,274 2,500 2,500 2,500 Inventory 2,200 4,475 TOTAL 375,016 397,937 300,846 343,322 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Planning Director 1 1 1 1 Senior Planner 1 1 1 Associate Planner 1 1 1 1 Planner 1 1 1 1 TOTAL *One Senior Planner position approved by Council in June 2013. 3 4 4 4 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. Animal Control Manager* Senior Humane Animal Shelter Officer Supervisor Shelter Humane Officer Attendant (5) (2 Full-time 1 Part-time) *Reports to Assistant City Manager 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 2013 ACCOMPLISHMENTS ♦ Continued work on progressive animal control ordinances for the community. ♦ Improved response time by more than 10%. ♦ Began development of a plan to reduce the euthanasia rate in accordance with Council Strategic Priority VIII.A ♦ Continued to expand volunteer network and foster program. ♦ Held quarterly evening adoption events. ♦ Implemented Web based City licensing. ♦ Secured funding in the FY 2014 budget to purchase adoption van. ♦ Implemented dog kennel cleaning contract. FISCAL YEAR 2014 OBJECTIVES ♦ Continue work on progressive animal control ordinances for the community. ♦ Continue to develop a plan to reduce the euthanasia rate in accordance with Council Strategic Priority VIII.A. ♦ Continue to expand volunteer network and foster program. ♦ Expand quarterly evening adoption events in the community. ♦ Expand mobile adoption events with the acquisition of a van and additional personal. ♦ Develop a five-year plan. PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Number of animals received at shelter 2,685 2,220 2,310 2,325 Number of people coming to shelter 5,942 5,839 6,200 6,250 Total number calls for service 4,346 4,326 4,675 4,700 Number of warnings issued 3,130 4,426 3,805 3,800 Number of citations issued 178 204 250 250 Total number of animals captured or returned to wild 215 201 150 150 Number of licenses issued 2,131 2,240 2,190 2,250 Percent of animals returned to owner 24% 21 % 26% 26% Number of bite cases 107 98 165 165 Number of Priority 1 calls' 296 333 280 300 Response time for Priority 1 calls (in min/sec) 47min7sec 67min44sec 22min39sec 22min0sec Service call per officer (average monthly) 83 78 86 87 190 ANIMAL CONTROL - 1520 PERFORMANCE MEASURES (continued) FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Average length of stays in shelter for impounded animals: (in days) Dogs/Cats 30 44 37 35 Livestock 7 25 10 10 Wildlife 0 0 0 1 Number of adoptable animals at shelter (monthly average) 118 99 94 65 Number of animals adopted 542 444 476 500 Percent adopted (all animals) 40% 40% 43% 45% Number of animals euthanized 1,366 1,296 1,300 1,275 Percent of animals euthanized 51% 58% 56% 55% Number of animal crueltv cases resorted 194 124 93 90 "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. ZE 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. With the addition of a Shelter Attendant in 2014, the Department has a staff of eleven 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 4,700 calls for service and receives over 2,300 animals per year at the shelter. Key Budget Items for FY 2014 include: ♦ Animal Shelter position added for 11 months, beginning November 1, 2013. ♦ Econoline van and animal transport cages to use for mobile adoptions and events; funded in the Citywide Donation Fund - $39,345. ♦ Replacement vehicle with deer skin box. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 417,503 451,697 448,227 484,609 Materials & Supplies 58,269 56,475 58,109 56,943 Building Maintenance 480 4,989 4,989 1,200 Equipment Maintenance 39,009 47,278 45,007 42,604 Miscellaneous Services 49,548 116,491 112,006 105,158 Capital Outlay (5,105) 45,943 TOTAL 559,704 676,930 668,338 736,457 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Animal Control Manager 1 1 1 1 Sr. Humane Officer 1 1 1 1 Humane Officer 5 5 5 5 Animal Shelter Supervisor 1 1 1 1 Animal Shelter Attendant 1 1 1 2 Animal Shelter Attendant, Part-time 1 1 1 1 TOTAL 10 10 10 11 *Same as adopted budget, unless where noted. 192 ASk Aft COMMUNICATIONS-1530 MISSION The mission of the Communications Department is to serve as the City's primary provider of internal and external com- munication 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. Communications Manager* Multimedia LVideographer/ Specialist r *Reports to Assistant City Manager COMMUNICATIONS - 1530 GOALS ♦ Increase awareness, interest and participation of Pearland residents in City government goals and activities. ♦ Build community pride among residents and positive identification with their home city. ♦ Build corporate pride among employees and positive identification with the City government as a whole. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Began the process of redesigning the City's web site. ♦ Garnered more than 3,000 Facebook Fans, and more than 7,650 YouTube video views. ♦ Launched the City's fourth social media page — Instagram. ♦ Produced fifteen City News Updates, three I Remember segments and seven Pet Features and covered (either via photography, video or both) more than 20 community or special events. ♦ Began live streaming City Council meetings on the Pearland TV (Comcast Ch. 16 and U-verse Ch. 99). ♦ Launched an Animal Control & Adoption Center ad campaign which included print, online and PISD bus advertisings. ♦ Assisted in the development of a supplement to the City's brand guidelines for Parks & Recreation. ♦ Redesigned City's business cards and stationery and implemented a new electronic ordering process. ♦ Unveiled a redesigned Recycling and Solid Waste brochure. ♦ Successfully redesigned and distributed the City's Calendar & Annual Report, which for the first time, included photos of City residents. ♦ Successfully implemented a strategic hurricane preparedness communications & marketing plan. ♦ Revamped the Mayor's Annual State of the City presentation and video, using a motorcycle-themed intro. ♦ Installed and promoted new Assisted Listening Devices for residents with a hearing impairment as part of the City Council Chambers audiovisual equipment upgrade. ♦ Received the following awards: o Outstanding Media Award - Super Pearland, Emergency Management Association of Texas o Award of Excellence - Publication Design - 2013 Calendar & Annual Report, International Association of Business Communicators o Crystal Award - Maverick Marketing — CATFAX and Crystal Award - Online Social Media (Non-profit) - Pearland's New Communications, American Marketing Association o TAMI Award - Electronic Newsletter - Pearland Connect and Award of Excellence - Best Use of a Promotional Item - Super Pearland, Texas Association of Municipal Information Officers o Bronze Quill Award of Excellence - 2013 Calendar & Annual Report, International Association of Business Communicators FISCAL YEAR 2014 OBJECTIVES ♦ Enhance Pearland TV through the production of thoughtful, insightful and meaningful video to tell Pearland's story by utilizing news and event features, scripted video spots and interviews with Pearland citizens. ♦ Support City departments in areas of communication that touch our Pearland residents including, but, not limited to: groundbreakings, building openings, flyers, marketing collateral, brochures, pamphlets, etc. ♦ Continue developing a brand image for the City of Pearland. ♦ Identify marketing opportunities and strategies to promote City programs and services. ♦ Launch new City web site design. 194 COMMUNICATIONS - 1530 PERFORMANCE MEASURES FY 2011 FY 2012 Actual Actual FY 2013 Projection FY 2014 Target Number of website pages created 860 627 680 950 Number of website pages revised 1,541 1,191 1,200 1,500 Number of CityView slides created and posted 1,438 965 300 385 Total number of website visits 2,042,257 1,894,337 2,000,000 2,500,000 Total media relations contacts 24 79 95 125 Facebook fans/friends N/A 2,956 3,400 3,800 Twitter Followers N/A 595 650 800 YouTube subscribers N/A 58 65 100 Number of news releases written 25 36 45 50 Percent of news releases published 99% 100% 95% 95% Percent of media requests receiving same -day response 99% 100% 100% 100% 195 COMMUNICATIONS - 1530 OVERVIEW Pearland's Communications Department serves as the City's Public Information Office, keeping residents and employees informed of events and activities occurring throughout Pearland. The department disseminates information about the City of Pearland, its services, projects, events and programs and produces and distributes the City's biannual printed newsletter - Pearland In Motion, and the City's monthly electronic newsletter - Pearland Connect. Communications also maintains the City's 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 the City's Calendar & Annual Report and managing the City's electronic communications system, which allows residents the opportunity to sign up to receive City news and information. Key Budget Items for FY 2014 include: ♦ Videographer/Editor position added, 11 months, beginning November 1, 2013; offset with savings from cost of contractor. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 174,038 151,049 149,387 199,348 Materials & Supplies 73,558 65,235 60,575 67,692 Equipment Maintenance 5,336 9,800 4,040 4,900 Miscellaneous Services 43,132 107,446 114,490 60,463 TOTAL 296,064 333,530 328,492 332,403 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Public Affairs Manager 1 1 1 1 Multimedia Specialist 1 1 1 1 Videographer/Editor 1 TOTAL 2 2 2 3 *Same as adopted budget, unless where noted. 196 AW AWk 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' Deputy Court Deputy Court Clerk Court Baliff** Clerk Senior Deputy Court Collections Clerk Senior Senior (1 Full-time Coordinator Juvenile Cases** 1 Part-time) Deputy Court Clerk (6 Full-time 2 Part-time) *Reports to Assistant City Manager **Positions funded in Special Revenue Funds 197 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 2013 ACCOMPLISHMENTS ♦ Selected and awarded new data management and reporting software. ♦ Cross -trained new and Senior staff to ensure continuity and efficiency. ♦ One staff member obtained certification at various levels. ♦ Implemented bond forfeiture procedures on cash bonds in the Municipal Court. FISCAL YEAR 2014 OBJECTIVES ♦ Part-time to full-time Presiding Judge, allowing the court to have more dockets throughout the week to lessen the volume on heavy dockets and to reduce the number of days to trial. ♦ At least two staff members achieve certification. ♦ Re -organize records retention system, either scanned or filed by alpha order for easy retrieval. ♦ Complete conversion of new data management and reporting software program for courts. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of trials prepared: 688 1,116 885 950 Judge Trials 235 375 278 300 Jury Trials 453 741 607 650 Number of warrants issued: 8,776 9,820 10,727 11,400 Capiases 4,506 4,537 4,896 5,200 Failure to Appear 4,270 5,283 5,831 6,200 Total number of charges brought in: 26,369 30,187 27,439 28,500 Percent Guilty Charge 44% 53% 61 % 68% Percent Charges Dismissed 12% 8% 7% 7% Percent in Compliance' 29% 20% 24% 25% Turnaround time from date of plea/request for trial to trial date: Bench Trial (number of days) 47 67 51 50 Jury Trial (average number of days) 62 61 51 50 Number of juvenile cases 574 692 551 600 L_ 198 MUNICIPAL COURT - 1540 PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Collections: Unpaid Balance Letters Issued 4,576 4,730 5,416 5,700 Percent responded to letters with payment 31 % 25% 26% 25% Number of Fail to Appear Calls 5,096 6,382 5,604 5,700 Percent responded to calls with appearance 56% 38% 28% 32% Cases sent to Omni 6,163 5,971 7,027 7,200 Number of warrants cleared: 9,111 10,080 10,328 10,900 Round -up 915 837 861 860 Warrant Officer 360 1,565 1,988 2,000 ALPR 377 350 122 135 District 133 16 18 20 Other 7,326 8,149 7,338 7,600 Value of warrants cleared: $3,266,791 $3,636,997 $3,577,358 $3,900,000 Round -up $1,925 $293,051 $357,029 $360,000 ALPR - cash $58,242 $37,055 $27,841 $19,000 ALPR -jail time $15,369 $16,412 $3,496 $3,500 Officer Beat - cash $13,811 $3,029 $5,450 $5,750 Officer Beat - jail time $7,200 $1,308 $1,823 $2,100 Outstanding warrants 15,314 16,300 17,665 16,500 Value of outstanding warrants $4,927,821 $5,542,206 $6,273,801 $5,900,000 Revenue Collected $2,714,217 $3,141,222 $3,333,675 $3,568,281 'Compliance - corrected registration/inspection, completed driver's safety or deferred 199 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 28,000 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 an Assistant City Manager. Key Budget Items for FY 2014 include: ♦ One part-time Deputy Court Clerk position added. EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 521,625 565,184 571,389 608,253 Materials & Supplies 7,256 7,270 7,420 7,450 Equipment Maintenance 53 Miscellaneous Services 38,447 40,900 37,379 38,660 Sundry Charges 2,349 2,500 2,500 2,500 Inventory 1,500 TOTAL 569,730 615,854 618,688 658,363 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Municipal Court Administrator 1 1 1 1 Juvenile Case Manager'" 1 1 1 Deputy Court Clerk 5 6 6 6 Deputy Court Clerk, Senior 1 1 1 3 Deputy Court Clerk 1 1 1 Court Bailiff" 1 1 1 1 Bailiff, Part -Time "" 1 1 1 1 Deputy Court Clerk, Part -Time 1 1 2 TOTAL 11 13 13 14 "In January 2013, Council approved the addition of one full-time Deputy Court Clerk I position. ""These three positions are funded in Special Revenue Funds. Juvenile Case Manager position title was changed to Deputy Court Clerk Senior FY14. 2 a a a a a a a a a Ink a Ask. a a a a a a a Aft a a a a a a a a a a PUBLIC WORKS EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY DEPT / DIVISION Actual Budget Projection Budget Public Works Administration 202,021 173,766 170,001 467,100 Fleet Maintenance 440,706 437,728 408,295 421,722 Streets & Drainage 4,067,676 4,906,598 5,051,847 4,766,232 Service Center 170,224 226,815 175,089 144,911 Engineering & Capital Projects Engineering & Capital Projects Administration 274,184 266,217 267,947 Capital Projects 921,231 725,661 730,748 784,244 Geographic Information Systems 165,754 227,452 223,450 216,092 Engineering 870,749 1,136,328 1,089,596 1,044,859 Traffic Operations & Management 625,849 779,105 717,511 1,272,991 PUBLIC WORKS TOTAL 7,464,210 8,887,637 8,832,754 9,386,098 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries & Wages 3,402,200 3,735,080 3,559,555 3,716,641 Materials & Supplies 376,517 380,975 398,525 550,101 Building Maintenance 755,359 779,597 855,656 700,000 Equipment Maintenance 303,722 478,371 469,374 415,344 Miscellaneous Services 2,120,718 2,453,942 2,510,111 3,009,958 Inventory 1,320 1,500 17,914 1,500 Sundry 62,865 131,116 131,116 113,740 Capital Outlay 441,509 927,056 890,503 878,814 PUBLIC WORKS TOTAL 7,464,210 8,887,637 8,832,754 9,386,098 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Public Works Administration 1.75 1.75 1.75 1.75 Fleet Maintenance 7 7 7 7 Streets & Drainage 17 17 17 17 Service Center Engineering & Capital Projects Engineering & Capital Projects Administration 3 3 3 3 Capital Projects 8 8 8 9 Geographic Information Systems 2 2 2 2 Engineering 12 12 12 12 Traffic Operations & Management 6 6 6 6 PUBLIC WORKS TOTAL 56.75 56.75 56.75 57.75 'Same as adopted budget, unless where noted. WE 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 377 centerline miles or 839 lane miles of streets and roadways and over 185 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 Maintenance, and are described in the Engineering & Capital Projects Overview. Key Budget Items for FY 2014 in Departments under Public Works Administration include: ♦ FY 2014 includes $600,000 for asphalt road rehabilitation, $300,000 for condition assessment of roads and sidewalks, and $437,000 for sidewalk replacement. ♦ A motor grader with blade at $124,543, with rental savings of $33,821. ♦ A dual drum compactor at $133,600, with rental savings of $28,410. ♦ A new GPS receiver. ♦ A reduction in fuel cost for generators. Public Works as % of General Operating Expenditures FY 2014 PW Admin, 0.8% Fleet Mtce, 0.7% Streets & Drainage, 7.7% Service Ctr.,0.2% 15.1% Engr & Cap Proj Admin,0.4% Capital Proj,1.3% GIS, 0.3% Engineering,1.7% Traffic Oper. & Maint,2.1% 202 dak w 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 Coun- cil 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 GIS Specialist*** Assistant E t of rks Office Supervisor Customer Service Office Assistant Representative Senior (3) Fleet Services — Fleet Services Assistant** Manager, Superintendent, Superintendent, Superintendent, Superintendent, Treatment Plant Treatment Plant Streets &Drainage'' Fleet'* Water &Sewer"' (Water Production)*** (Wastewater)*** *Reports to Assistant City Manager Positions funded 25% in General Fund and 75% in Water & Sewer Fund unless otherwise noted **Positions funded 100% in General Fund ***Positions funded 100% in Water & Sewer Fund PUBLIC WORKS ADMINISTRATION - 3520 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 Assistant Assistant Director of Public Works Office Supervisor Fleet Office Assistant Senior" Fleet Services Assistant"* Customer Service Representative (3) *Reports to Assistant City Manager "'Fleet positions budgeted 100% in the Fleet Department All other positions are funded 25% in the General Fund, 75% in the Water & Sewer Fund 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 2013 ACCOMPLISHMENTS ♦ During 2013 this department persevered through an eight month vacancy in the Assistant Director position and the three month vacancy in the Director position. Despite the disadvantage, the department continued to provide excellent service to the public. ♦ Assisted with the smooth transition of Traffic Operations Division from the Public Works Department to the Engineering department. Included cross -training provided to the Engineering Department clerical staff on time clock software, HTE work orders, processing and dispatching emergency call outs for malfunctioning traffic lights. ♦ Established a new sense of synergy in the Public Works Department. ♦ Processed and completed in excess of 18,000 work orders. FISCAL YEAR 2014 OBJECTIVES ♦ Acquire and disseminate knowledge and information to all stakeholders of the Public Works Department. ♦ Provide direction and guidance on the continued recapitalization of the City's older infrastructure. ♦ Complete condition assessment of streets and sidewalks and present recommendations of phased rehab plan to City Council. ♦ Fleet will develop a Compressed Natural Gas (CNG) plan for the City in FY14, the goals of which will be to reduce operational expenditures and vehicular emissions. ♦ Fleet will implement a CNG pilot program in FY14 to outfit three F-150 pick-up vehicles with CNG technology. The pilot program will be funded through grants if available. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Work orders completed 16,834 17,803 18,346 20,000 Timesheets processed 2,328 2,390 2,213 2,200 Number of Pearland Proud calls for all City staff 188 203 368 260 Pearland Proud work orders completed by Public Works 130 135 139 150 Percent of Pearland Proud calls resulting in work orders 69% 67% 38% 58% 205 PUBLIC WORKS ADMINISTRATION - 3520 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 111,688 117,246 110,748 111,941 Materials & Supplies 20,119 18,700 20,350 20,200 Equipment Maintenance 2,338 2,521 2,271 2,226 Inventory 1,320 1,500 1,500 Miscellaneous Services 66,556 33,799 35,132 332,733 TOTAL 202,021 173,766 170,001 467,100 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Director of Public Works 0.25 0.25 0.25 0.25 Assistant Director of Public Works 0.25 0.25 0.25 0.25 Customer Service Representative 0.75 0.75 0.75 0.75 Administrative Assistant 0.25 0.25 0.25 0.25 Office Supervisor 0.25 0.25 0.25 0.25 TOTAL 1.75 1.75 1.75 1.75 "Same as adopted budget, unless where noted. AW Ink PUBLIC WORKS 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. Manager, Fleet* Chief Mechanic Mechanic (3) 'Reports to Assistant Director of Public Works Two positions funded in this department report to Public Works Administration PUBLIC WORKS 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 2013 ACCOMPLISHMENTS ♦ Completed the fuel spill prevention plans for 5 wastewater plant generators to be in compliance with the EPA and state registration (TCEQ) of those fuel tanks. ♦ Both forklifts were refurbished. ♦ Repaired the north wall of the maintenance facility. ♦ Updated the vehicle replacement plan, outline, and procedures. ♦ Updated preventive maintenance program. ♦ Implemented fuel reporting procedures for transfer tanks. FISCAL YEAR 2014 OBJECTIVES ♦ Fleet will develop a Compressed Natural Gas (CNG) plan for the City in FY14, the goals of which will be to reduce operational expenditures and vehicular emissions. ♦ Fleet will implement a CNG pilot program in FY14 to outfit three F-150 pick-up vehicles with CNG technology. The pilot program will be funded through grants if available. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total number of work orders' 4,157 4,263 3,817 3,900 Jobs completed internally 2,180 2,305 2,087 2,500 Jobs completed externally2 1,230 1,276 1,119 1,272 Preventative maintenance 747 682 611 941 Number of brake jobs 384 354 284 449 Jobs completed for public safety vehicles 1,194 1,376 1,356 1,375 Number of public safety vehicles 245 220 187 205 Fleet equipment inventory3 253 267 290 290 Vehicle inventory, cars/trucks/motorcycles 363 385 371 374 Percent of fleet exceeding replacement criteria 22% 15% 13% 12% '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. Jobs completed externally include specialized work such as transmission repairs and warranty work. 'Decreases in inventory reflect surplus of vehicles auctioned off. Increases reflect new purchases. r r AwAk r r r r r r r r r r r r r r r r r r r PUBLIC WORKS FLEET MAINTENANCE - 3530 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 401,262 402,347 377,402 392,281 Materials & Supplies 6,566 8,265 6,450 4,880 Equipment Maintenance 16,041 22,576 20,064 20,021 Miscellaneous Services 2,846 4,540 4,379 4,540 Capital Outlay 13,991 TOTAL 440,706 437,728 408,295 421,722 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Fleet Manager 1 1 1 1 Chief Mechanic 1 1 1 1 Mechanic 2 2 3 3 Preventative Maintenance Mechanic 1 1 Fleet Services Assistant** 1 1 1 1 Office Assistant Senior** 1 1 1 1 TOTAL 7 7 7 7 *Same as adopted budget, unless where noted. **Positions funded in this department but report to Public Works Administration. 209 PUBLIC WORKS STREETS & DRAINAGE - 3570 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. Streets & Drainage Superintendent* Maintenance Supervisor Streets Maintenance Supervisor Drainage Equipment Maintenance Maintenance Operator Crew Leader Crew Leader Street Sweeper Asphalt Gradall Heavy Equipment Heavy Equipment Operator Operator Equipment Operator (3) *Reports to Assistant Director of Public Works Equipment Operator (2) Maintenance Crew Leader Vactor Equipment Operator (3) PUBLIC WORKS 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 2013 ACCOMPLISHMENTS ♦ Cleaned 12,981 feet of various sized culverts. ♦ Cleaned 53,825 feet of ditches. ♦ Installed 606 feet of culvert pipe. ♦ Installed 4,418 feet of sidewalk. ♦ Milled 314,345 square foot of asphalt roads (approximately 2.6 miles of 20 foot wide). ♦ Overlaid 1.6 miles of asphalt roads with County's assistance; 3.53 miles with City crews only ♦ Repaired 1,682 potholes in asphalt roads. ♦ Swept 1,155 miles of concrete roads. ♦ Extended driveways/culverts at two lift stations on Mykawa. FISCAL YEAR 2014 OBJECTIVES ♦ Purchase motor grader and duel drum compactor. PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Ditch/Culvert cleaning (feet) 45,762 66,460 66,806 50,000 Ditch cleaning (feet) N/A 31,588 53,825 35,000 Culvert cleaning (feet) N/A 34,872 12,9810 15,000 Ditch/Culvert cleaning (miles) 8.7 12.6 12.7 9.5 Storm sewer inlets cleaned (Cy) 2 N/A N/A N/A N/A 211 PUBLIC WORKS STREETS & DRAINAGE - 3570 PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Feet of culvert pipe installed/replaced 1,996 1,363 606 1,000 Street overlay projects (miles) 12.9 3.0 1.5 5.0 Sidewalks installed (linear feet) 5,100 25,697 4,418 10,000 Street lane miles' - Total 806 806 826 826 Asphalt street lane miles3 N/A N/A 215 215 Concrete street lane miles3 N/A N/A 611 611 Street Sweeping - concrete -(miles) 1,299 1,079 1,155 1,100 Percent of street sweeping done on schedule 67% 98% 71 % 100% Percent of lane miles in need of repair (asphalt) 37% 37% 37% 37% Zip and cap (overlay) asphalt pavement repairs (sq. ft.) N/A 306,670 314,345 300,000 Street repairs response time, asphalt only, Percent within 3 days 88% 87% 97% 100% Number of potholes repaired 1,737 2,490 1,682 1,500 'This number represents the latest month reported during the year and is valuable only to show number of miles maintained. 2Target was not available at the time of publication. Data will be collected during FY 2014. 3The street lane miles measure was separated into asphalt & concrete because only concrete streets, not asphalt streets, are swept. PUBLIC WORKS STREETS & DRAINAGE — 3570 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 847,695 916,203 840,901 892,706 Materials & Supplies 157,443 130,675 181,657 226,750 Building Maintenance 646,194 674,497 750,685 600,000 Equipment Maintenance 187,642 245,703 237,728 217,596 Miscellaneous Services 1,822,673 2,095,014 2,228,732 2,097,146 Capital Outlay 406,029 844,506 812,144 732,034 TOTAL 4,067,676 4,906,598 5,051,847 4,766,232 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Street and Drainage Superintendent 1 1 1 1 Maintenance Supervisor, Street and Drainage 2 2 2 2 Maintenance Crew Leader, Street and Drainage 3 3 3 3 Heavy Equipment Operator 2 2 2 2 Equipment Operator 9 9 9 9 TOTAL 17 17 17 17 *Same as adopted budget, unless where noted. r r 213 PUBLIC WORKS 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 2013 ACCOMPLISHMENTS ♦ Created and implemented a plan that improved parking and equipment storage at Orange Street and Hillhouse facilities. ♦ Repaired and weatherized the north end of the fleet maintenance building. FISCAL YEAR 2014 OBJECTIVES ♦ Continue to look for opportunities to improve equipment storage at the Orange Street and Hillhouse facilities. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Items inventoried 6,493 7,207 111,730 9,615 Fuel issued - gasoline (gallons) 278,485 293,352 277,014 271,776 Fuel issued - diesel (gallons) 82,979 84,402 73,172 77,064 Cost of fuel - gasoline (per gal.)' $2.84 $3.28 $2.89 $3.07 Cost of fuel - diesel (per gal.)' $3.05 $3.12 $3.34 $3.29 'Cost at end of fiscal year, September 30 214 lak Ak ..k� •► Ask .k •emk Aw Aft PUBLIC WORKS SERVICE CENTER - 3590 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Materials & Supplies 35,735 27,015 27,380 28,950 Building Maintenance 1,910 20,100 19,971 15,000 Equipment Maintenance 17,012 87,500 91,052 65,161 Miscellaneous Services 115,567 92,200 36,686 35,800 TOTAL 170,224 226,815 175,089 144,911 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget" Projection Budget N/A 0 0 0 0 TOTAL 0 0 0 0 "Same as adopted budget, unless where noted. 21 r ENGINEERING & CAPITAL PROJECTS OVERVIEW The Engineering & Capital Projects Department 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 Division develops, implements, and manages City infrastructure capital projects, including facilities, parks, streets, drainage, water and wastewater projects. The division has the responsibility to provide leadership, management, support and customer service for 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 geospatial data and maps for internal use and public use through 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 Engineering Division develops and maintains the City's infrastructure standards and ensures that new public infrastructure meets those standards. The division 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. The Traffic Operations and Maintenance Division is responsible for the maintenance and operation of the City's 81 traffic signals. This division is also responsible for maintaining high mast lighting in the Pearland City limits, street sign maintenance and installation, and pavement markings. Kev Budaet Items for FY 2014 Include: ♦ Two replacement vehicles for the Engineering Department. ♦ AutoCad and Adobe license for Engineers - $6,818. ♦ Intersection Flashing and Left Turn Signal Program - $138,186. ♦ Intersection upgrades — span wire, signals, and controller cabinets - $192,000. ♦ Traffic signal timing - $50,000. ♦ Street light replacement and inventory - $48,000. ♦ School flasher replacement - $38,760. ♦ Replacement of a lift truck and scissors platform and vehicle for Traffic Division - $108,020. ♦ One new Project Coordinator in the Capital Projects Department. Engineering & Capital Projects as % of Public Works FY 2014 E&CP Admin., 2.8% Cap Proj, 8.4% GIS, 2.3% 38.2% Engr, 11.1 % Traffic Op, 13.6% 217 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` Office Supervisor I I Program Specialist `Reports to Assistant City Manager ENGINEERING & CAPITAL PROJECTS ADMINISTRATION - 1405 GOALS ♦ Meet or exceed City Council and citizens' project expectations. ♦ Effectively communicate design requirements to the development community. ♦ 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 2013 ACCOMPLISHMENTS ♦ Developed updated Goals and Performance Measures for all divisions. ♦ Completed development of division standard operating procedures (SOPs). ♦ Completed development of departmental document management standards. ♦ Initiated projects that received funding from the 2012-2015 Transportation Improvement Program (TIP) FISCAL YEAR 2014 OBJECTIVES ♦ Continue SOP development and Departmental Standards updates. ♦ Initiate projects that received funding from the 2013-2016 TIP. ♦ Continue development and delivery of the 2007 Bond Program projects. ♦ Develop internal capacities and identify additional needs to fully implement the Traffic Management Plan and leverage the capabilities of the Intelligent Transportation System (ITS). ♦ Develop GIS solutions based on the GIS needs assessment. 219 ENGINEERING & CAPITAL PROJECTS ADMINISTRATION - 1405 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 269,425 261,428 263,655 Miscellaneous Services 4,759 4,789 4,292 TOTAL 274,184 266,217 267,947 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Director of Engineering & Capital Projects 1 1 1 1 Program Specialist 1 1 1 1 Office Supervisor 1 1 1 1 TOTAL 3 3 3 3 *Same as adopted budget, unless where noted. In FY 2012, expenditures were recorded in Capital Projects department - 1440. ... Auk Ask •► Ank ENGINEERING & CAPITAL PROJECTS CAPITAL PROJECTS DEPARTMENT — 1440 MISSION STATEMENT The mission of the Projects Department is to: plan, develop, and implement the City's Capital Improvement Projects utilizing best management practices to deliver successful projects on schedule, within budget, demonstrating accountability for the results, responsiveness to citizen concerns, and integrity in our actions. Assistant Director Capital Projects* Office Assistant Senior Project Manager Project Acquisition (4) 1Coordinator (2) Manager "Reports to Director of Engineering & Capital Projects 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. ♦ Develop a good and trusted partnership with the Texas Department of Transportation on the federally funded projects. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Completed Construction: o Dixie Farm Road Street Lighting o Longwood Wastewater Treatment plant o Barry Rose Wastewater Treatment plant o Business Center Drive o Cypress Village and Southgate Parks o Cowards Creek Storm Water Pump Station o Bella Vita Waterline o Westside Library o Old PD Renovations o Hickory Slough Detention at Max Road o Bailey Road Grubbing and Clearing o MUD 4 — Lift Station Landscaping ♦ Continued or initiated Construction on the following projects: o Twin Creek Regional Lift Station o Old Alvin Road 20 Inch Waterline o Hatfield Basin Trunk Sewer o Westchester Circle Drainage and Sidewalks o Far Northwest, Wastewater Plant Decanter and UV Replacement o Convention and Visitors Bureau Build -Out o Broadway Railroad Crossing Quiet Zone o Intelligent Traffic Signal System o MUD 4 — Ground Storage Tank ♦ Continued or initiated Construction on the following projects: o Bailey Road o McHard 16 Inch Waterline and Roadway PER o Southdown Wastewater Treatment Plant PER o Max Road Sports Complex o Shadow Creek Ranch Sports Complex o Walnut Lift Station o Pearland Parkway Extension o Fite Road Extension o Max Road Improvements o Fire & EMS Station 3 222 ENGINEERING & CAPITAL PROJECTS CAPITAL PROJECTS DEPARTMENT — 1440 FISCAL YEAR 2013 ACCOMPLISHMENTS (continued) o JHEC Trails o SH 35 Waterline (FM 518 to Magnolia) o Garden Road Signal o West Oaks/Somersetshire Lift Station o Trail Connectivity Phase II o Centennial Park Expansion Phase II o McHard Irrigation o Country Place Bed and Banks Permit ♦ Non -Project related Accomplishments: o Completed review and updates to the Project Delivery Model. o Initiated the Engineering module on the City's Project Management Software, ProTrak. o Completed integration of new/revised standard contract documents to accommodate changes required by the ProTrak and E-Bid Systems. o Obtained Local Government Project Procedures Certification (LGPP) for all Project Managers and Project Coordinators. o Completed internal cross training on software systems. o Continued development of departmental project and acquisition management policies. FISCAL YEAR 2014 OBJECTIVES ♦ Return the department to fully staffed levels with training and integration of the new Project Coordinator position. ♦ Maintain schedule, scope, budget and communication with the Texas Department of Transportation on the federally funded projects. ♦ Meet all LGPP (Local Government Project Procedures) requirements for TIP (Transportation Improvement Program) funded projects. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Average number of active projects being administered 34 30 31 35 Total value of current active projects (millions) $349.6 $263.8 $215.9 $209.4 Percent of Change Orders to Total Contract Value -0.05% 0.16% 0.15% <5% Percent of consultant selection process initiated on schedule 100% 100% 100% 90% Percent of construction projects started on schedule 90% 28% 80% 90% Percent of projects completed on schedule 92% 100% 75% 90% Percent of projects completed within budget 100% 100% 100% 90% Number of property parcels acquired 31 33 35 35 Percentage of parcels acquired through condemnation' 12 5 8 10% Average number of days to acquire a parcel (not condemned)2 228 239 150 120 ' Years prior to FY14 the measure was: "Number of parcels acquired through condemnation" 2 Years prior to FY14 included condemned parcels 223 ENGINEERING & CAPITAL PROJECTS CAPITAL PROJECTS DEPARTMENT - 1440 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 878,598 674,342 678,963 726,176 Materials & Supplies 3,591 8,395 8,395 5,235 Equipment Maintenance 22,967 25,131 24,914 25,703 Miscellaneous Services 16,075 17,793 18,476 25,630 Inventory 1,500 TOTAL 921,231 725,661 730,748 784,244 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Assistant Director of Capital Projects 1 1 1 1 Project Manager 4 4 4 4 Acquisition Manager 1 1 1 1 Project Coordinator 1 1 1 2 Office Assistant Senior 1 1 1 1 TOTAL 8 8 8 9 "Same as adopted budget, unless where noted. ENGINEERING & CAPITAL PROJECTS GEOGRAPHICAL INFORMATION SYSTEM (GIS) -1460 MISSION 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. `Reports to Director of Engineering & Capital Projects Ask GIS Manager* GIS Technician 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 City-wide 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 City-wide interactive maps for all citizens. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Installed two new 2008 64 bit Servers - MS SQL 2008 and Internet Server. ♦ Improved link between plats layer and scanned plats by 20%, including acquisition of plats not originally on file at the City. ♦ Developed models to streamline police department update, zoning notifications (address lists), and map book production. ♦ Trained new GIS Technician. FISCAL YEAR 2014 OBJECTIVES ♦ Finish configuration of new 2008 64 bit Servers. ♦ Setup ArcGIS Web apps (MapOptix, MoxLite) and GIS home page on Internet server. ♦ Convert all users and hardware City-wide to ArcGIS 10.1. ♦ Configure ArcSDE (Special Database Engine) database ODBC for automated layer creation/update on a daily basis. ♦ Conduct general review and cleanup of data layers on SDE. ♦ Establish a power users group (GIS committee) to facilitate needs assessment, training, and cross- department integration. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total web page hits 48,327 43,830 53,163 55,000 GIS web page hits per 1,000 population 514 451 512 420 Average number of GIS layers maintained 95 98 101 100 Number of map requests 296 183 184 175 GIS expenditures per capita $2.11 $2.27 $1.38 $2.03 26 Auk ENGINEERING & CAPITAL PROJECTS GEOGRAPHICAL INFORMATION SYSTEM (GIS) -1460 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 149,715 165,493 161,441 162,213 Materials & Supplies 823 1,134 1,134 1,134 Equipment Maintenance 402 1,800 1,800 1,800 Miscellaneous Services 14,814 59,025 59,075 50,945 TOTAL 165,754 227,452 223,450 216,092 FY 2013 FY 2013 FY 2014 FY 2012 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. ENGINEERING & CAPITAL PROJECTS ENGINEERING DEPARTMENT —1420 VISION STATEMENT The Engineering Department is a technically advanced, customer service -oriented organization that pursues the goal of collective excellence through personal and collaborative efforts. MISSION STATEMENT The Department will employ sound engineering practices to develop, manage and maintain public infrastructure sys- tems in the City of Pearland. Provide proactive, effective and efficient internal and external customer service in the development of the City through enforcement of our adopted Codes and Ordinances. City Engineer/ Deputy Director* =Administrative Assistant Assistant Traffic Manager** Chief Construction City Engineer City Engineer Inspector Engineering Construction Technician Inspector (5) *Reports to Director of Engineering & Capital Projects **Traffic Operations funded in another department 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 master planning for Traffic Operations and Traffic Management. ♦ Assist other departments in managing design and construction phase of capital improvement projects. ♦ Provide long-range master planning for Drainage. ♦ Reduce reliance on outside consulting firms by providing design and inspection services on various City Capital Improvement Projects. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Completed the updates to Engineering Specifications and Associated Standard Details. ♦ Completed the preparation of Standard Operating Procedures for Engineering and Traffic Operations. ♦ Prepared and submitted the Five -Year Community Rating System (CRS) Update. ♦ Prepared and adopted Water and Sewer Impact Fee Study — 2012 Update. ♦ Prepared and implemented the Storm Water Management Program — Year 6. FISCAL YEAR 2014 OBJECTIVES ♦ Develop long-range personnel planning for Traffic Operations. ♦ Revise and Update Engineering Design Criteria Manual. ♦ Prepare Standard Details and Specifications for Traffic Signals and associated items. ♦ Complete Transportation Management Plan including Travel Demand Model. ♦ Complete and implement Regional Detention Program for Cullen and Lower Kirby District. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Proiection Target Number of submittals reviewed and approved:' Total Plans: Residential & Commercial 105 144 240 100 Residential Plans (Subdivision) N/A N/A N/A 35 Percent reviewed within 21 days 100% 100% 100% 100% Commercial Plans N/A N/A N/A 65 Percent reviewed within 10 working days N/A N/A N/A 100% Traffic Impact Analysis(TIA) 11 9 11 12 Percent reviewed within 30 days 88% 100% 100% 100% Number of subdivisions accepted for operation and maintenance 0 11 12 15 Number Projects - In -House CIP Inspection Services N/A N/A 5 3 Number of Traffic Requests (new) 15 Percent responded to in 60 days N/A N/A N/A 90% Percent closed out in 60 days N/A N/A N/A 90% Addressina function 710 330 350 350 Plans for Residential, Commercial and TIAs are reported separately beginning FY2014. 2 Addressing function - provide addresses for permit requests, plats that are addressed and entered into the City's system 229 ENGINEERING & CAPITAL PROJECTS ENGINEERING DEPARTMENT - 1420 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 735,970 879,524 835,308 849,386 Materials & Supplies 1,491 6,800 6,800 7,075 Equipment Maintenance 34,581 52,630 54,155 50,204 Miscellaneous Services 19,371 22,468 22,618 24,454 Sundry Charges 62,865 131,116 131,116 113,740 Capital Outlay 16,471 43,790 39,599 TOTAL 870,749 1,136,328 1,089,596 1,044,859 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget" Projection Budget City Engineer/Deputy Director 1 1 1 1 Assistant City Engineer 2 2 2 2 Chief Construction Inspector 1 1 1 1 Engineer Designer 1 1 1 0 Engineering Technician 1 1 1 2 Construction Inspector 5 5 5 5 Administrative Assistant 1 1 1 1 TOTAL 12 12 12 12 'Same as adopted budget, unless where noted. 230 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 tTechnicJan Technician Traffic Signal Trainee "Reports to City Engineer/Deputy Director 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 2013 ACCOMPLISHMENTS ♦ Updated the Traffic Calming Policy. ♦ Started City-wide ITS (Intelligent Traffic System) Project traffic signal upgrades. ♦ Completed 10% of G.P.S. and checking reflectivity of City traffic control signs, (a 5-year project). ♦ Completed the installation of preemption on Dixie Farm Road traffic signals. ♦ Completed annual preventive maintenance on every signalized intersection. ♦ Completed 10% replacement and upgrading Street Name signs City-wide, (a 5-year project). ♦ Completed collection of data for Speed Limit and School Zone ordinances. FISCAL YEAR 2014 OBJECTIVES ♦ Continue work on City-wide Traffic Signal Communication System. ♦ Complete 20% of G.P.S. and checking reflectivity of City traffic control signs, (a 5-year project). ♦ Complete the installation of preemption signal equipment at signalized intersections, (a 5-year project). ♦ Complete annual preventive maintenance on every signalized intersection. ♦ Continue replacement and upgrading of Street Name signs City-wide, (a 5-year project). ♦ Replace school zone flasher system. ♦ Upgrade traffic signal timing and add flashing left turn arrows, (a 3-year project). ♦ Replace span wires on four signals. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of traffic signals maintained by City staff (intersections) 62 62 73 81 Number of traffic signal repairs 289 702 760 900 Percent completed by City personnel 51% 98% 100% 100% Percent completed by contractor 12% 0% 0% 0% Percent referred to TxDOT 37% 2% 0% 0% Sign Maintenance (number of signs) 1,588 1,090 884 2,000 Number of after-hours call outs - signs N/A 5 9 25 Number of after-hours call outs - signals N/A 94 100 200 Number of after-hours call outs - other N/A 1 0 10 Percent of emergency calls response within 1 hour 100% 99% 98% 100% Percent of non -emergency calls response within 1 day 98% 95% 95% 100% 232 ENGINEERING & CAPITAL PROJECTS TRAFFIC OPERATIONS & MAINTENANCE DEPARTMENT EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended EXPENDITURES Actual Budget - 1425 FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 277,272 310,500 293,364 318,283 Materials & Supplies 150,749 179,991 146,359 255,877 Building Maintenance 107,255 85,000 85,000 85,000 Equipment Maintenance 22,739 40,510 37,390 32,633 Miscellaneous Services 62,816 124,344 100,224 434,418 Inventory 16,414 Capital Outlay 5,018 38,760 38,760 146,780 TOTAL 625,849 779,105 717,511 1,272,991 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Traffic Manager 1 1 1 1 Maintenance 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. 233 PARKS & RECREATION EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY DEPT / DIVISION Actual Budget Projection Budget Administration 691,192 974,859 1,003,596 903,545 Resource Development 1,512 175,366 Recreation Center/Natatorium 1,555,793 1,833,664 1,663,619 1,705,265 Westside Events Center 179,732 202,479 173,736 217,405 Parks Maintenance West (former Medians/ROWs) 911,675 985,581 974,546 1,046,089 Parks Maintenance East 1,095,529 1,373,537 1,291,841 1,358,806 Custodial Services 346,879 393,984 339,685 411,684 Facilities Maintenance 665,273 1,008,834 971,441 953,748 Athletics 234,755 327,668 300,156 348,065 Special Events 274,129 260,950 256,796 310,273 Senior Program 235,042 207,342 208,756 245,201 Youth Development 172,735 226,123 205,729 217,014 Aquatics 197,270 199,745 213,447 220,749 Recycling 215,326 220,433 206,643 217,204 PARKS & RECREATION TOTAL 6,775,330 8,215,199 7,811,503 8,330,414 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY CATEGORY Actual Budget Projection Budget Salaries & Wages 4,203,468 4,318,227 4,188,682 4,404,525 Materials & Supplies 516,836 582,793 539,396 599,363 Building Maintenance 386,472 710,352 703,865 683,880 Equipment Maintenance 205,033 223,143 228,189 220,123 Miscellaneous Services 1,379,901 2,212,494 1,989,367 2,218,988 Sundry Charges 800 800 Inventory 13,518 6,398 6,267 10,800 Capital Outlay 70,102 160,992 155,737 191,935 PARKS & RECREATION TOTAL 6,775,330 8,215,199 7,811,503 8,330,414 234 PARKS & RECREATION EXPENDITURE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET Parks & Recreation as % of General Operating Expenditures FY 2014 Resource Devel, 0.3% Aquatics, 0.4% Recycling, 0.3% Westside Events Center, 0.3% Senior Program,0.4% Youth Devel, 0.3% Special Events, 0.5% Custodial Svcs, 0.7% Athletics, 0.6% Administration, 1.5% Facilities Maint, 1.5% Parks Maint West, 1.7% Parks Maint East, 2.2% Rec Ctr/Natatorium, 2.7% FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Administration 9 9 9 7 Resource Development 3 Recreation Center 55 55 55 55 Westside Events Center 3 3 3 3 Parks Maintenance West (former Medians/ROWs) 15 15 15 15 Parks Maintenance East 16 16 16 15 Custodial Services* 6 4 4 3 Facilities Maintenance 6 6 6 6 Athletics 6 6 6 6 Special Events 1 1 1 1 Senior Program 5 5 5 5 Youth Development 5 5 5 5 Aquatics 1 5 5 5 Recycling 6 6 6 6 PARKS & RECREATION TOTAL 134 136 136 135 *One Custodian in Custodial Services is funded out of the UofH Fund; one Custodial Supervisor position was eliminated during FY13 to accommodate transition to contracted services. 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" Administrative Assistant j ME Park & Building Office Recreation Maintenance Supervisor Superintendent Superintendent RecreationBuilding Center Supervisor Maintenance Manager WEC Supervisor Recreation Senior Center Program park Supervisor Coordinator Coordinator (Athletics) [Maq: Recycling Center Aquatics Supervisor Manager Urban Forester 'Reports to Assistant City Manager PARKS & RECREATION GOALS (AII 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 2013 ACCOMPLISHMENTS ♦ A staff member received Park Professional of the Year from Texas Recreation and Parks Society Region IV. ♦ A staff member received Part-time Employee of the Year from Texas Recreation and Parks Society Region IV. ♦ The Trail Connectivity Project Phase One received Special Recognition from the Houston -Galveston Area Council for "On -the -Ground Projects Over $500,000." ♦ Received multiple photography awards from Texas Recreation and Parks Society Region IV. ♦ Developed and implemented a Parks Maintenance Standards Manual. ♦ Developed and implemented Parks Sign Standards. ♦ Developed and implemented Department Branding Identity Guidelines. ♦ Placed third in the annual Texas Recreation and Parks Society Region IV Equipment Rodeo. ♦ Donated over 350 food items, 40 clothes items, and 30 toys to the Neighborhood center from Food/Clothes Drives at the Recreation Center and Natatorium. ♦ Assisted in preparations for the inaugural Pearland Crawfish Festival. ♦ Used in-house staff to landscape and irrigate the San Jacinto Monument on Pearland Parkway. ♦ Renovated landscaping at multiple City Facilities. ♦ Ten staff obtained Certified Pool Operator Certification. ♦ One staff member obtained Certified Playground Safety Inspector Certification. ♦ One staff member obtained S.P.O.R.T.S. Management Certification. ♦ Completed initial phase to become a CAPRA Accredited Agency. "Notated in each division. FISCAL YEAR 2014 OBJECTIVES 237 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. A new department, Resource Development, is created for fiscal year 2014 to consolidate efforts to acquire donations, sponsorships and volunteers. 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 2014 include: ♦ Funds to lease playfields from Pearland ISD - $30,000. ♦ Skatepark design services - $40,000. ♦ An aquatic climbing unit for the Natatorium pool - $15,370. ♦ Six sport wheelchairs for Recreation Center programs - $10,800. ♦ One New Holland tractor to replace two existing tractors for Parks Maintenance West - $42,500. ♦ Replacement of a 15' mower deck and 72" mower for Parks Maintenance West - $26,000. ♦ Supplies and equipment for the Max Road Sportsplex opening May 2014: picnic tables, tools, utilities, mowing/ landscaping services, scoreboard - $244,034. ♦ New signs for Corrigan, Woody and Centennial Park - $13,300; and funding of $48,700 in Parks Development Fund 047, Special Revenues, for signs in multiple parks. ♦ Veterans' Road Athletic Facility supplies - $10,500. ♦ In Custodial Services eliminated two positions that were held vacant in FY 2013 during transition to contracted services, and one additional position eliminated in FY 2014. ♦ Replacement of HVAC units and parts at Library and Animal Control, and furnace replacements at Service Center - $31,045. ♦ $25,000 for annual HVAC repairs and replacements throughout the City as needed. ♦ New vehicle for Building Maintenance Helper. ♦ Funding for annual parking lot maintenance - $9,000. ♦ Annual funding for fire overhead door preventive maintenance and repairs - $10,000. ♦ Addition of a Mud Run to accompany the annual Crawfish Festival; revenues to offset cost of run. ♦ Van to replace bus for Senior Programs events transportation; trade-in/resale value of bus to offset portion of cost. ♦ A grant request, in Special Revenues, for a glass crusher for the Recycling Center - $120,000. 238 PARKS & RECREATION PARKS ADMINISTRATION - 3395 Director of Parks & Recreation" Administrative Assistant Office Supervisor Office Assistant Senior"* Assistant Director of Parks & Recreation Customer Service Representative (2) *Reports to Assistant City Manager **The Office Assistant Senior position (formerly titled Secretary) was moved from Parks Maintenance East, 3390, in FY14. PARKS & RECREATION ADMINISTRATION — 3395 FISCAL YEAR 2014 OBJECTIVES ♦ Complete construction of the Max Road Sportsplex. ♦ Complete construction of the Shadow Creek Ranch Park. ♦ Complete construction of Centennial Park Expansion. ♦ Complete construction of Phase II of the Trail Connectivity Project. ♦ Initiate a lease of the fields behind the Recreation Center and Natatorium with Pearland ISD. ♦ Design and compile the Department's first Annual Report. ♦ Increase park data within the GIS system. ♦ Become CAPRA accredited. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of projects in planning, design or construction stage' 4 6 7 7 Number of projects scheduled to be completed 0 1 2 4 Number of projects completed 0 1 2 4 Number of rental contracts administered1 261 218 341 340 Number of citizen complaints 35 17 24 20 Percent of complaints responded to within 8 hours from receipt 100% 100% 100% 100% Revenues collected (rentals)2 $36,598 $33,324 $45,531 $50,033 'The number of projects in planning, design or construction stage reflects the maximum during the period reported. 2Facility rental includes outdoor rentals at Centennial and Independence Parks, Community Center, Banners, U of H rentals, and special event permit fees; facility rental contracts for Centers are reported within the appropriate division 240 AMk r r PARKS & RECREATION ADMINISTRATION - 3395 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 468,721 513,283 536,786 450,819 Materials & Supplies 28,933 37,204 37,413 18,054 Equipment Maintenance 6,813 22,896 22,489 20,462 Miscellaneous Services 186,725 401,476 406,908 414,210 TOTAL 691,192 974,859 1,003,596 903,545 FY 2013 FY 2013 FY 2014 FY 2012 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 Resource Development Manager** 1 1 1 Marketing Specialist— 1 1 1 Administrative Assistant 1 1 1 1 Office Supervisor 1 1 1 1 Office Assistant Senior*** 1 Customer Service Representative 2 2 2 2 Volunteer Coordinator, Part-time** 1 1 1 TOTAL 9 9 9 7 'Same as adopted budget, unless where noted. **In FY14, positions were moved to form new department of Resource Development. ***Office Assistant Senior (formerly titled Secretary) was moved from Parks Maintenance East. 24 PARKS & RECREATION PARKS RESOURCE DEVELOPMENT - 3391 Resource Development Manager' Marketing Volunteer Specialist Coordinator (Part-time) 'Reports to Director of Parks & Recreation PARKS & RECREATION RESOURCE DEVELOPMENT — 3391 FISCAL YEAR 2014 OBJECTIVES ♦ Ensure that the Department's volunteer program is organized and executed efficiently, safely, and in accordance with the Volunteer Management Manual. ♦ Seek sponsorships to help offset costs associated with the Department's events and programs. ♦ Present Pearland Parks & Recreation interests to business networking groups in order to strengthen departmental ties to local businesses and private sector organizations. ♦ Partner with Pearland Convention & Visitors' Bureau in a cooperative effort to develop partnership opportunities with mutual benefits to both entities. PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Sponsorship Revenue Collected N/A N/A $95,545 $80,000 Value of in -kind services N/A N/A $41,340 $40,000 Donations collected (water bills) N/A N/A $741 $750 Number of volunteer hours used N/A N/A 3,840 N/A Number of website visits N/A N/A 173,705 200,030 Number of unique website visits N/A N/A 118,045 136,576 Number of Facebook fans N/A N/A 2,529 4,444 Number of Twitter followers N/A N/A 158 461 Number of contacts on Parks & Rec email list N/A N/A 1,488 1,511 Percentage of Rec Report opens' N/A N/A 35% 35% Percentage of Rec Report bounces' N/A N/A 4% 2% `Time for Leisure' Guide Advertising Revenue N/A N/A N/A $6,000 Number of volunteer hours N/A N/A N/A 3,800 Facebook monthly organic reach' N/A N/A N/A 3,000 Facebook monthly total reach N/A N/A N/A 13,000 Recreation Reports are sent to a mailing list. "Opens" are defined as emails that are opened and read "Bounces" are the emails that are returned as invalid email addresses. "Organic reach is the number of people viewing the department's social network within a 7-day period. 243 PARKS & RECREATION RESOURCE DEVELOPMENT - 3391 EXPENDITURE SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 145,567 Materials & Supplies 19,560 Equipment Maintenance 1,512 Miscellaneous Services 10,239 TOTAL 1,512 175,366 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Resource Development Manager 1 Marketing Specialist 1 Volunteer Coordinator, Part -Time 1 TOTAL 3 In FY14 personnel moved from Administration to form new department. 244 PARKS & RECREATION RECREATION CENTER/NATATORIUM - 3340 Recreation Superintendent* Recreation Center/Natatorium Manager Therapeudic Recreation Recreation Recreation Recreation Manager** ::Aquatics Specialist Center Fitness Programs Part-time Supervisor Specialist Specialist Assistant Recreation Fitness Recreation Aquatics Attendants Attendants Attendants Manager Kiosk Part-time (5) Kidz Korner Part-time (12) Part-time (6) =Limfe =Part-tigme =Instructor *Reports to Director of Parks & Recreation **Position funded in Aquatics Division, also supervises Seasonal outdoor pool staff PARKS & RECREATION RECREATION CENTER/NATATORIUM — 3340 FISCAL YEAR 2014 OBJECTIVES ♦ Continue to work with agencies to educate and focus efforts on decreasing childhood obesity. ♦ Partner with the Adult Reading Center to provide outreach opportunities to help meet the literacy and health needs of the community. ♦ Develop programing opportunities for off-peak use of the Recreation Center and Natatorium. ♦ Increase marketing reach to promote facility memberships and rentals. ♦ Partner with cooperative agencies to provide additional programs for individuals with physical disabilities. ♦ Develop and document a preventive maintenance schedule for the Recreation Center and Natatorium facility and equipment. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Recreation Center Average monthly attendance (visits) 10,029 13,687 15,366 20,224 Number of recreation classes offered 95 146 126 138 Class cancellation rate 27% 53% 45% 30% Net registered for recreation classes 244 785 640 704 Net class registration per 1,000 population 2.6 1.8 6.2 6.6 Number of rentals 68 164 206 232 Number of memberships sold 3,044 3,529 5,988 7,351 Revenue collected - memberships $868,070 $979,784 $1,128,900 $1,120,000 Revenue collected - classes $56,336 $63,493 $48,035 $55,000 Revenue collected - facility rentals $74,537 $29,352 $29,250 $46,470 Percent of participants rating classes as good to excellent 89% 90% 90% 95% Percent of citizens rating recreation facilities as satisfactory 87% 89% 90% 95% Number of special events 7 9 9 9 Number of facility tours 832 673 674 741 Natatorium Average monthly attendance N/A 11,177 12,941 14,000 Days of pool operation 354 364 357 363 Number of aquatic classes 168 210 272 326 Net registered in aquatic classes 1,257 1,234 1,489 1,540 Net registered per aquatics class 7 6 5 6 Number of pool rentals 55 99 276 269 Number of special events/meets 36 37 29 35 Number of days of pool use by PISD N/A N/A N/A 180 Number of PISD events N/A N/A N/A 14 Revenues collected $82,671 $130,694 $186,246 $199,100 Percent of cost recovery (Recreation Center and Natatorium)' 70% 66% 92% 83% 'Percent of cost recovery is based on total actual expenditures in department compared to all revenues received. 246 PARKS & RECREATION RECREATION CENTER/NATATORIUM - 3340 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 841,174 837,748 838,921 859,030 Materials & Supplies 109,012 123,164 119,767 117,912 Building Maintenance 33,829 64,050 67,050 60,528 Equipment Maintenance 1,501 3,541 3,529 3,893 Miscellaneous Services 565,345 805,161 634,352 637,732 Inventory 4,932 10,800 Capital Outlay 15,370 TOTAL 1,565,793 1,833,664 1,663,619 1,705,265 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Recreation Superintendent 1 1 1 1 Recreation Center Manager 1 1 1 1 Recreation Center Supervisor 1 1 1 1 Assistant Manager, Aquatics 1 1 1 1 Recreation Fitness Specialist 1 1 1 1 Recreation Programs Specialist 1 1 1 1 Part-time Therapeutic Recreation Specialist 1 1 1 1 Part-time Recreation Attendant 17 17 17 17 Part-time Fitness Attendant 6 6 6 6 Part-time Head Lifeguard 2 2 2 2 Part-time Lifeguard 19 19 19 19 Part-time Lifeguard/Water Safety Instructor 4 4 4 4 TOTAL 55 55 55 55 'Same as adopted budget, unless where noted. Does not include seasonal camp staff. Ak 247 PARKS & RECREATION WESTSIDE EVENTS CENTER - 3341 Recreation Supervisor" Recreation Recreation Specialist Attendant Part-time *Reports to Recreation Superintendent PARKS & RECREATION WESTSIDE EVENTS CENTER — 3341 FISCAL YEAR 2014 OBJECTIVES ♦ Seek cooperative agreements to provide additional programing opportunities for a variety of ages and interest. ♦ Partner with other agencies to continue our efforts to educate the community about animal safety, pet ordinance, and dog park rules. PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Average monthly attendance 2,381 2,378 3,153 2,472 Number of recreation classes offered 229 116 108 92 Class cancellation rate 38% 20% 28% 20% Net registered for recreation classes 1,207 1,180 938 940 Net class registration per 1,000 population 13 12 3 7 Revenue collected - classes $79,012 $78,259 $61,832 $74,000 Revenue collected - rentals N/A $45,522 $49,928 $54,000 Percent of cost recovery' 44% 61 % 60% 59% Percent of participants rating classes as good to excellent 99% 99% 100% 100% Percent of citizens rating recreation facilities as satisfactory 100% 100% 100% 100% Number of rental contracts administered 197 228 165 179 Number of participants for library services2 3,831 4,073 2,426 N/A 'Percent of cost recovery is based on total actual expenditures in the department compared to total actual revenues collected. 2The Westside Library moved to a separate location during FY 2013. The measures for the Westside Library are reported with the Main Library PARKS & RECREATION WESTSIDE EVENTS CENTER - 3341 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 102,672 121,312 97,175 134,907 Materials & Supplies 5,120 5,423 4,747 5,423 Building Maintenance 2,245 1,100 1,100 1,100 Equipment Maintenance 100 200 200 5,628 Miscellaneous Services 69,595 74,444 70,514 70,347 TOTAL 179,732 202,479 173,736 217,405 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Recreation Supervisor 1 1 1 1 Recreation Specialist 1 1 1 1 Recreation Attendant, Part -Time 1 1 1 1 TOTAL 3 3 3 3 *Same as adopted budget, unless where noted. 2 Ak Ak PARKS & RECREATION PARKS MAINTENANCE WEST - 3389 Park Maintenance Crew Leader West District Park Maintenance Worker (4) Park Supervisor" Park Maintenance Crew Leader ROW Equipment Operator (3) `Reports to Parks & Buildings Maintenance Superintendent Park Maintenance Crew Leader Central District Park Maintenance Worker (4) PARKS & RECREATION PARKS MAINTENANCE WEST — 3389 FISCAL YEAR 2014 OBJECTIVES ♦ Increase frequency of median inspections. ♦ Define and document a playground inspection policy. ♦ Evaluate in-house/contractor assignments. ♦ Update Park Signage. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Right of Ways Acres of right-of-way maintained & mowed 255 251 251 251 Percent of right-of-ways mowed within 17-day schedule 95% 77% 85% 90% Acres of detention ponds maintained and mowed 505 461 239 239 Acres of other City property maintained & mowed 214 140 140 140 FEMA Lot Acreage N/A 50 50 50 Total acreage maintained & mowed 974 902 680 680 Average number of labor hours per acre 8.7 8 8 8 Median Maintenance Acres of landscaped medians maintained 103 141 57 77 Acres of medians contracted for maintenance 34 75 131 131 Percent of medians mowed within 7-day schedule 94% 82% 90% 95% Average number of labor hours per acre 7.0 7 7 7 Park Maintenance' Acres of park land maintained N/A N/A 44 44 Percent of parks maintained within a 7-day schedule N/A N/A 90% 95% Acreage of grounds maintenance for City facilities N/A N/A 6 15 Total City acres mowed/maintained2 1,334 1,380 1,035 1,035 Average percent of all jobs completed on schedule 97.3% 78.1 % 90% 100% Total number of work orders received3 N/A N/A 125 175 Effective FY13, the Medians/ROWs and Parks Maintenance Divisions assignments are based on regions in which crews are located. Prior to FY13, these two divisions were separate according to type of area maintained. 2Total City acres mowed/maintained and the average completed on schedule include grounds maintained by both Medians/ROWs and Parks Maintenance Divisions. WWT plant maintenance moved to Public Works mid -year FY12. 3Prior to FY13 the total number of work orders were reported in Parks Mtce., dept. 3390. 252 ARKS & RECREATION PARKS MAINTENANCE WEST - 3389 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2012 Amended EXPENDITURES Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget Salaries & Wages 682,787 662,878 656,999 674,196 Materials & Supplies 15,423 21,680 22,710 23,177 Building Maintenance 25,608 35,870 35,877 40,000 Equipment Maintenance 104,343 98,786 98,262 96,691 Miscellaneous Services 69,743 140,092 135,386 143,525 Inventory 2,775 1,500 1,369 Capital Outlay 10,996 24,775 23,943 68,500 TOTAL 911,675 985,581 974,546 1,046,089 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Park Supervisor 1 1 1 1 Park Maintenance Crew Leader 3 3 3 3 Park Maintenance Worker 8 8 8 8 Park Equipment Operator 3 3 3 3 TOTAL 15 15 15 15 *Same as adopted budget, unless where noted. PARKS & RECREATION PARKS MAINTENANCE EAST - 3390 Park & Building Maintenance Superintendent' Urban Forester I I Park Supervisor Park Maintenance Park Maintenance Park Maintenance Crew Leader Crew Leader Crew Leader East District Construction Athletics Park Maintenance Park Maintenance Park Maintenance Worker (4) H Worker Worker (4) 'Reports to Director of Parks & Recreation w w Amok w w w w w Alk w w AN,, w w PARKS & RECREATION PARKS MAINTENANCE EAST — 3390 FISCAL YEAR 2014 OBJECTIVES ♦ Define and document a playground inspection policy. ♦ Update park signs. ♦ Attain Texas Department of Agriculture Applicators License for the Supervisor. ♦ Diversify Urban Canopy. ♦ Expand on existing Forestry Standards Manual. ♦ Develop regional comparison of assets, such as facilities, leagues, etc., to determine relative status to surrounding/similar communities. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Parks Maintenance Total developed park acres maintained 139 139 143 187 Acreage of ground maintenance for City facilities 40 70 5 15 Acres of ground maintenance contracted 14 32 0 5 Acreage of other City properties maintained 26 41 1 1 Total acreage maintained & mowed 219 282 116 208 Percent of park acreage mowed within 7-day schedule 100% 56% 79% 95% Number of labor hours per acre 9.4 12.0 9.0 9.0 Number of athletic field preps 109 127 164 334 Number of park inspections conducted 36 7 219 192 Percent of Park inspections meeting or exceeding standard 77% 46% N/A 100% Number of citizen comments received 46 79 27 40 Percent of citizens rating park facilities as satisfactory' 68% 85% N/A 100% Number of special events set-up, removed, staffed 30 18 15 22 Number of work orders received 249 20 243 235 Percent of work orders completed within allotted time frame 98% 59% 84% 100% Median Maintenance Acres of landscaped medians maintained N/A N/A 5 5 Percent of medians maintained within 7-day schedule N/A N/A 88% 95% Urban Forestry Total number of trees on city property4 6,306 6,157 6,312 6,455 Number of trees removed 34 250 52 30 Number of trees Dlanted 531 101 207 300 'FY 2012 survey of citizens. 2Prior to FY 2013, work orders for all departments were reported here. Beginning FY 2013, reported in various departments. 3Effective FY13, the Medians/ROWs and Parks Maintenance Divisions assignments are based on regions in which crews are located. Prior to FY13, these two divisions were separate according to type of area maintained. 4Trees were removed due to drought damage in FY11. The number of trees reflects the maximum during the period reported 255 PARKS & RECREATION PARKS MAINTENANCE EAST - 3390 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 811,098 882,580 816,572 779,879 Materials & Supplies 24,425 35,300 33,800 49,970 Building Maintenance 65,609 136,300 136,300 183,345 Equipment Maintenance 61,056 59,169 56,775 57,865 Miscellaneous Services 80,021 122,971 115,600 224,847 Inventory 1,000 1,000 Capital Outlay 53,320 136,217 131,794 62,900 TOTAL 1,095,529 1,373,537 1,291,841 1,358,806 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Parks & Buildings Maintenance Superintendent 1 1 1 1 Park Supervisor 1 1 1 1 Park Maintenance Crew Leader 3 3 3 3 Park Maintenance Worker 6 6 6 6 Park Maintenance Worker 3 3 3 3 Urban Forester 1 1 1 1 Secretary— 1 1 1 0 TOTAL *Same as adopted budget, unless where noted. **In FY14, the Secretary position was moved to Parks & Recreation Administration. 16 16 16 15 Ink ARKS & RECREATION CUSTODIAL SERVICES - 3320 P `Reports to Park and Building Maintenance Superintendent *"100% of one Custodian funded from UofH Fund Building Maintenance Supervisor* Custodial Crew Leader k Custodian (2)** PARKS & RECREATION CUSTODIAL SERVICES — 3320 FISCAL YEAR 2014 OBJECTIVES ♦ Continue to improve quality of contracted services. ♦ Establish regular inspections of custodial maintenance. ♦ Explore additional environmentally friendly cleaning options. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Total number of work orders received N/A N/A 32 35 Number of facilities maintained' 19 19 18 20 Number of sq. ft. of facilities maintained 311,607 318,790 310,990 322,000 Number of sq. ft. of facilities contracted N/A N/A 180,500 223,107 Cost per sq. ft. maintained' $1.17 $1.05 $1.18 $1.25 Number of rental facility clean-ups performed 79 120 109 110 Tons of material recvcled from Citv facilities2 24 N/A N/A N/A 'Custodial Services at the Recreation Center/Natatorium were contracted out mid -year FY 2012. Services at additional City facilities were contracted out during FY 2013. Two new facilities are added FY 2014 — the Convention & Visitors' Bureau Center and Fire Station #3. Fire stations are serviced quarterly. 2Beginning FY 2012, Waste Management began picking up material to be recycling from City facilities. This is now reported by the Solid Waste department. 258 PARKS & RECREATION CUSTODIAL SERVICES - 3320 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 237,947 147,676 144,569 123,793 Materials & Supplies 51,155 74,965 41,324 43,300 Building Maintenance 10 4 Equipment Maintenance 6,467 6,816 5,973 6,143 Miscellaneous Services 51,300 164,527 147,815 238,448 TOTAL 346,879 393,984 339,685 411,684 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Custodial Crew Leader/Supervisor 1 1 1 1 Custodian** 5 3 3 2 TOTAL 6 4 4 3 *Two Custodial positions were eliminated in FY 2013 for transition to contracted services; one additional Custodial position was eliminated in FY 2014. **One Custodian is funded in U of H fund. 259 PARKS & RECREATION FACILITIES MAINTENANCE — 3321 Building Maintenance Supervisor" Building Building Building Maintenance Maintenance Maintenance Electrician Technician Technician Worker (2) Aquatics "Reports to Park & Building Maintenance Superintendent PARKS & RECREATION FACILITIES MAINTENANCE — 3321 FISCAL YEAR 2014 OBJECTIVES ♦ Investigate contracting a commissioning service for start-up reports. ♦ Expand CitySmart (energy savings) program. ♦ Attain Texas Department of Agriculture Applicators License for a technician position. ♦ Achieve Facility Manager Professional Certification for Supervisor. PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Number of facilities maintained 22 29 30 31 Number of sq. ft. maintained N/A 355,720 356,620 366,620 Number of routine work orders received 327 1,159 1,600 1,750 Number of work orders outsourced 73 85 77 100 Percent of work orders outsourced 22% 7% 5% 5% Percent of routine work orders completed within the requested completion date* 89% 86% 93% 95% *Revised from 'within 3 days' to 'requested date of completion' beginning FY 2012 1 PARKS & RECREATION FACILITIES MAINTENANCE - 3321 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 225,587 316,343 291,893 330,009 Materials & Supplies 13,495 13,780 13,280 13,280 Building Maintenance 235,404 460,598 451,400 386,773 Equipment Maintenance 8,550 14,627 13,041 15,132 Miscellaneous Services 177,428 203,486 201,827 189,229 Inventory 4,809 Capital Outlay 19,325 TOTAL 665,273 1,008,834 971,441 953,748 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Building Maintenance Supervisor 1 1 1 1 Building Maintenance Technician (Aquatics) 1 1 1 1 Building Maintenance Technician 1 1 1 1 Electrician 1 1 1 1 Building Maintenance Worker 2 2 2 2 TOTAL 6 6 6 6 *Same as adopted budget, unless where noted. 262 Alk PARKS & RECREATION ATHLETICS - 3392 Recreation Program Coordinator* Athletics Recreation Program Ballfield Attendant Coordinator Assistant, Athletics Part-time (4) *Reports to Recreation Superintendent PARKS & RECREATION ATHLETICS — 3392 FISCAL YEAR 2014 OBJECTIVES ♦ Identify user groups for usage of sports complexes and create a permitting process to manage requests. ♦ Make a formal BID to host future TAAF tournaments. ♦ Contribute to the economic development by pursuing / hosting multi day tournaments in partnership with the Convention and Visitors Bureau. ♦ Provide cooperative programming to provide additional support that will meet the athletic interests of the community. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of teams participating in softball league 182 156 68 70 Number of teams participating in adult basketball league 54 52 33 30 Number of teams in adult co-ed volleyball league 16 8 9 10 Number of teams participating in adult kickball 33 24 19 26 Number of participants in Youth flag football' 188 80 54 59 Number of participants in Youth basketball league 376 272 356 391 Number of tennis classes2 50 14 27 35 Number of participants in tennis classes 242 60 163 215 Number of softball tournaments 11 2 1 4 Number of softball tournament participants from outside zip code 1,550 210 100 150 Total participants in athletics activities, excluding teams and participants from outside zip code areas 806 412 1,000 N/A Number of days fields rented 14 0 3 3 Number of rentals 13 1 3 25 Revenues $126,315 $104,060 $106,824 $127,280 'Flag football was reduced from 2 seasons to 1 in FY 2012 due to declining registration. 2In FY 2012, tennis classes began late in the season due to difficulties finding an instructor. 264 r r r r r r Alk, r PARKS & RECREATION ATHLETICS - 3392 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 152,495 172,777 160,968 193,390 Materials & Supplies 39,099 52,032 47,466 51,481 Building Maintenance 1,598 3,134 3,134 3,134 Equipment Maintenance 193 Miscellaneous Services 41,370 99,725 88,588 100,060 TOTAL 234,755 327,668 300,156 348,065 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Recreation Program Coordinator (Athletics) 1 1 1 1 Recreation Program Coordinator Assistant (Athletics) 1 1 1 1 Part -Time Ball Field Attendant 4 4 4 4 TOTAL 6 6 6 6 *Same as adopted budget, unless where noted. 265 PARKS & RECREATION SPECIAL EVENTS - 3393 Resource Development Manager* Special Events Coordinator *Reports to Director of Parks & Recreation; position funded in another department PARKS & RECREATION SPECIAL EVENTS — 3393 FISCAL YEAR 2014 OBJECTIVES ♦ Host Trick or Treat Trail in a new location and incorporate additional entertainment. ♦ Incorporate new incentives to the Let Freedom Sing Competition and bring more awareness to event. ♦ Create and execute the inaugural Pearland Mud Run. ♦ Create and submit a business plan for one of the special events that are held on an annual basis. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of special events held (days) 21 22 22 23 Number of event participants 58,556 59,728 55,518 60,000 Number of visitors (outside 77581/584 zip codes) 6,919 7,196 10,737 8,500 Revenues collected $49,556 $47,875 $38,390 $92,267 Percent of cost recovery' 18% 18% 15% 30% Value of in -kind services2 $48,214 $39,213 N/A N/A Total SDonsorshiD dollars collected $51.175 $72.149 N/A 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 Resource Development. 267 PARKS & RECREATION SPECIAL EVENTS - 3393 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 103,236 89,324 83,852 93,144 Materials & Supplies 150,580 145,337 145,337 185,425 Equipment Maintenance 857 2,048 3,366 3,013 Miscellaneous Services 18,454 24,241 24,241 28,691 Inventory 1,002 TOTAL 274,129 260,950 256,796 310,273 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Special Events Coordinator 1 1 1 1 TOTAL 1 1 1 1 *Same as adopted budget, unless where noted. 2 Ask •r Ak Allk PARKS & RECREATION SENIOR PROGRAM - 3394 Senior Center Supervisor* Senior Center Recreation Shuttle Bus Attendant Driver Part-time (3) *Reports to Recreation Superintendent PARKS & RECREATION SENIOR PROGRAM — 3394 FISCAL YEAR 2014 OBJECTIVES ♦ Add to the existing capital replacement plan the fitness equipment and similar equipment within the facility. ♦ Create and maintain a preventive maintenance log for the facility. ♦ Seek sponsors to provide additional funding for socials and programs. ♦ Explore opportunities to expand programming options to meet the needs and interests of the senior community. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Average programs participants per month 2,283 2,560 2,646 3,458 Average monthly attendance 2,131 2,314 2,400 3,103 Average monthly attendance per 1,000 population 23 25 23 33 Number of transports' 288 320 233 270 Number of people transported 2,183 2,181 1,581 1,808 Revenues collected $5,155 $6,356 $4,259 $5,621 Percent of cost recoveryz 2% 3% 2% 2% Total Sponsorship dollars collected3 $4,665 $1,825 N/A N/A Value of in -kind services3 $9,693 $6,525 $6,715 N/A 'Number of transports includes Sr. trips, transportation to doctors, shopping, etc. 2Percent of cost recovery is based on total actual expenditures in department compared to total actual revenues collected. Cost recovery in FY 2014 is reduced due to the planned purchase of a van to replace the bus. 3These measures moved to Resource Development in FY 2014. Note: Increases to Targets for FY 2014 are due to new programs and the availability of transportation for trips 270 V PARKS & RECREATION SENIOR PROGRAM - 3394 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 162,791 147,001 137,736 161,296 Materials & Supplies 22,180 16,515 24,415 16,515 Equipment Maintenance 9,402 9,395 12,383 5,671 Miscellaneous Services 40,669 34,431 34,222 35,879 Capital Outlay 25,840 TOTAL 235,042 207,342 208,756 245,201 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget" Projection Budget Senior Center Program Supervisor 1 1 1 1 Senior Center Bus Driver 1 1 1 1 Part-time Recreation Attendant 3 3 3 3 TOTAL 5 5 5 5 'Same as adopted budget, unless where noted. 271 PARKS & RECREATION YOUTH DEVELOPMENT - 3396 Recreation Program Coordinator* (Youth Development) Recreation Camp Attendant Coordinator Part-time (4) Seasonal Camp Counselors Seasonal "Reports to Recreation Superintendent PARKS & RECREATION YOUTH DEVELOPMENT — 3396 FISCAL YEAR 2014 OBJECTIVES ♦ Continue to work with the Youth Action Council to be the voice for teens in the community while maintaining strong communications with City Council. ♦ Provide healthy initiatives for kids through the camp experience. ♦ Develop youth / staff through leadership training and opportunities. PERFORMANCE MEASURES Average monthly attendance, excluding Bailey campus' Number of camps offered Percent of participants rating camps as satisfactory and above Class (camp) cancellation rate Net registered for camp' Net camp registration per 1,000 population Revenue collected Percent of cost recovery2 Percent of participants rating classes as good to excellent Percent of citizens rating recreation facilities as satisfactory Number of classes offered FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target 905 601 453 498 25 26 22 26 99% 99% 100% 99% 0% 0% 0% 0% 1,489 1,295 787 1,133 16 13 10 11 $163,751 $157,827 $100,302 $118,000 53% 70% 49% 54% 98% 98.0 100% 99% 98% 98% 99% 99% 57 5 18 N/A 'In FY 2013 the size of the camps were reduced due to relocation and increasing the number of campers per camp in FY 2014. 2Percent of cost recovery is based on total actual expenditures in department compared to total actual revenues collected. 273 PARKS & RECREATION YOUTH DEVELOPMENT - 3396 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 140,082 180,127 171,280 181,019 Materials & Supplies 31,080 36,069 31,908 34,414 Building Maintenance 300 Equipment Maintenance 146 150 150 150 Miscellaneous Services 1,427 9,477 2,391 1,431 TOTAL 172,735 226,123 205,729 217,014 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Recreation Program Coordinator (Youth Development) 1 1 1 1 Part-time Recreation Attendant 4 4 4 4 TOTAL 5 5 5 5 "Same as adopted budget, unless where noted. Does not include seasonal and camp staffing. 274 PARKS & RECREATION AQUATICS - 3397 Aquatics Manager* Water Safety Instructors (4 Part-time) Seasonal Pool Staff"* `Reports to Recreation Superintendent; This position also supervises pool staff at Natatorium as well as the Assistant Aquatics Manager **FY 2013 and 2014 — Seasonal Pool Staff at Independence Park provided by contracted services PARKS & RECREATION AQUATICS — 3397 FISCAL YEAR 2014 OBJECTIVES ♦ Maintain a contractual agreement that will manage the pool at Independence Park while providing quality services to the community. ♦ Promote pool options to the general public to help increase awareness and usage. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Proiection Tar aet Independence Park Pool Days of pool operation' 85 64 N/A N/A Number of attendees (public swim)' 15,596 7,951 9,447 9,500 Number of attendees per 1,000 populationl 166 82 N/A N/A Percent change in pool attendance' -34% -42% N/A N/A Number of aquatic classes2 804 NA N/A N/A Net registered in aquatic classes' 4 NA N/A N/A Number of pool rentals' 28 24 22 24 Revenues collected $67,391 $23,663 $22,500 $13,385 Percent of cost recovery - Acivatics2 34% 12% N/A N/A 'In FY 2012, the outdoor pool was closed and not funded in the original budget, but was re -opened during 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 In FY 2013 and 2014 operation of the outdoor pool was contracted out. 276 A. ANk PARKS & RECREATION AQUATICS - 3397 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 127,219 104,825 108,430 124,728 Materials & Supplies 12,862 5,727 8,863 4,255 Building Maintenance 22,169 9,000 9,000 9,000 Equipment Maintenance Miscellaneous Services 29,234 76,295 83,256 82,766 Inventory 3,898 3,898 Capital Outlay 5,786 TOTAL 197,270 199,745 213,447 220,749 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Aquatics Manager 1 1 1 1 Part-time Water Safety Instructors 4 4 4 TOTAL 1 5 5 5 *Same as adopted budget, unless where noted. In FY 2012, the outdoor pool at Independence Park was closed and pool personnel were transferred to the Natatorium. In FY 2013, the outdoor pool at Independence Park was re -opened. Lifeguard and concession staff provided by contract and 4 part-time Water Safety Instructor positions added to provide swim classes. Does not include seasonal staffing. 27 PARKS & RECREATION RECYCLING CENTER - 3351 Recycling Center Supervisor* Recycling Center Recycling Center Recycling Center Attendant Specialist Specialist Part-time (3) Part-time *Reports to Park & Building Maintenance Superintendent PARKS & RECREATION RECYCLING CENTER — 3351 FISCAL YEAR 2013 OBJECTIVES ♦ Acquire and develop policies and procedures for use of glass crusher. ♦ Further develop procedures for the Procedure Manual. ♦ Define and document safety meetings/in-service schedules. ♦ Evaluate and update office space. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of customer drop offs 23,376 23,664 24,459 25,000 Tons of material recycled 617 682 709 777 Tons per customer 0.026 0.029 0.029 0.031 Lbs. per customer 59 65 65 69 Gross Revenues $55,218 $77,289 $67,580 $69,500 Customers per 1,000 population 248 244 235 234 Tons recycled per 1,000 population 6.56 7.02 6.81 7.27 Number of fluorescent bulbs recycled 3,656 5,572 4,679 5,600 Recycling revenue per 1,000 population $586.80 $795.15 $649.19 $650.14 2 PARKS & RECREATION RECYCLING CENTER - 3351 EXPENDITURE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES Actual Budget Projection Budget Salaries & Wages 147,659 142,353 143,501 152,748 Materials & Supplies 13,472 15,597 14,834 16,597 Equipment Maintenance 5,605 5,515 10,571 5,475 Miscellaneous Services 48,590 56,168 37,737 41,584 Sundry Charges 800 800 TOTAL 215,326 220,433 206,643 217,204 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget` Projection Budget Recycling Center Supervisor 1 1 1 1 Recycle Center Specialist 1 1 1 1 Part -Time Recycle Center Specialist 1 1 1 1 Part -Time Recycling Center Attendant 3 3 3 3 TOTAL 6 6 6 6 'Same as adopted budget, unless where noted. 2 ENTERPRISE (WATER & SEWER) FUND - 30 SUMMARY OF REVENUES, EXPENSES AND ENDING BALANCE FY 2014 ADOPTED BUDGET OVERVIEW The Enterprise Fund includes 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 32,750 residential and commercial customers. Water & Sewer revenues provide 87% 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 2014 budget does not require a water or sewer rate increase to meet the needs of the system. REVENUES SALE OF WATER SEWER REVENUES OTHER SERVICE CHARGES INTEREST INCOME OTHER MISCELLANEOUS INCOME GRANT TRANSFERSIN TOTAL EXPENSES PUBLIC WORKS LIFT STATIONS WASTEWATER TREATMENT WATER PRODUCTION DISTRIBUTION & COLLECTION CONSTRUCTION GIS UTILITY BILLING & COLLECTIONS OTHER REQUIREMENTS TOTAL REVENUES OVER/(UNDER) EXPENSES FY 2013 FY 2013 FY 2014 FY 2012 AMENDED YEAR END ADOPTED ACTUAL BUDGET PROJECTION BUDGET $14,856,677 $15,608,292 $15,301,433 $15,863,713 11, 013, 046 11, 383, 009 11, 822, 711 12,450, 772 1,440,667 1,488,334 1,378,281 1,361,586 32,493 40,000 39,800 41,150 351,956 208,321 513,387 234,650 348,000 2,606,773 2,499,500 2,499,500 2,428,835 30,301,612 31,575,456 31,555,112 32,380,706 782,205 1,304,148 909,494 1,007,643 3,210,409 3,738,919 4,003,447 4,255,507 6,481,688 7,145,843 8,159,268 7,680,317 1,844,852 2,200,491 2,254,845 2,160,933 891,932 1,185,270 1,159,810 1,002,981 212,475 270,614 260,845 247,289 2,112,863 2,572,328 3,028,773 2,437,664 16,446,783 13,637,635 13,589,324 12,293,857 31,983,207 32,055,248 33,365,806 31,086,191 (1,681,595) (479,792) (1,810,694) 1,294,515 Beginning Cash Equivalents 13,675,842 11,994,247 11,994,247 10,183,553 Reserve for Debt Service 892,251 1,332,548 1,568,545 1,880,408 Ending Cash Equivalents $11,101,996 $10,181,907 $8,615,008 $9,597,660 Bond Coverage - 1.4 1.29 1.41 Cash Reserve Ratio - 25% 26% 31 % 281 ENTERPRISE (WATER & SEWER) FUND — 30 REVENUE & EXPENSE SUMMARY FY 2014 ADOPTED BUDGET FISCAL YEAR 2012-2013 Projected revenues of $31,555,112 are $20,344, or 0.1 %, less than planned and $1,253,500, or 4.1 %, greater than the fiscal year 2012 actual of $30,601,612. The fiscal year 2013 projected revenue lower than the amended budget is partly due to a budgeted $348,000 grant for lift station switches that will not be directly received by the City, but administered by the County. Sale of water is projected to be slightly less than the amended budget, offset by higher than budgeted sewer revenues. On December 31, 2012 Brazoria County MUD #4 was annexed into the City. Projections for MUD #4 were included in the budget, as well as other moderate increases for residential and commercial growth within the City. Fiscal Year 2013 expenses are anticipated to be $33,365,806. This is $1,310,558 over the amended budget of $32,055,248, and is $1,382,599 higher than the fiscal year 2012 actual. Expenses over the fiscal year 2013 budget are mainly the result of higher purchase of water from the City of Houston due to two water wells being down during the fiscal year, updated projection based on the monthly contract cost for purchase of water from the Gulf Coast Water Authority, and a 5,000 register replacement program to increase the drive -by meter read rate. Expenses over the fiscal year 2012 actual is due to repairs to wastewater treatment plants ($451 K), new and replacement water meters and registers ($792), and purchase of water for Alice Street water plant and Chocolate Bayou ($1.1 M). The Alice Street plant didn't come online until May 2012. Total expenses over actual are offset by lower transfers to capital project funds for pay-as-you-go projects. Ending balance at 9/30/13 is estimated to be $8,615,008; with a 26% cash reserve ratio and a bond coverage of 1.29. FISCAL YEAR 2013-2014 Fiscal Year 2014 revenues total $32,380,706, an $825,594 increase from the fiscal year 2013 projections and a $805,250 increase from fiscal year 2013 amended budget. Water and sewer charges increased by $1,190,341, or 4.4%, over the 2013 projections. This is mainly due to a full year of anticipated revenues from MUD #4 after annexation into the City on December 31, 2012, which included the addition of 1,403 connections, and residential and commercial growth. Fiscal year 2014 expenses total $31,086,191 and include annual debt service payments of $10.0 million. Expenses are $2,279,615, or 6.8%, lower than the fiscal year 2013 projections and are $969,057, or 3.0%, lower than the amended budget. The major decrease from the fiscal year 2013 projection is for the purchase of water, which assumes all water wells will be up and running through the entirety of the fiscal year, reduced expense for the purchase of water meters and registers, and reduced transfers to capital projects for pay-as-you-go. Enhancements to the budget total $1.9 million, $450 thousand recurring and $1.5 million non -recurring. Enhancements include funding for one Water Production Supervisor with vehicle ($78,601), two Water Operator I with vehicle ($143,752), one Lift Station Operator in Training with vehicle ($58,229), kiosk at City Hall and PSB ($100,638), clarifier drive at Barry Rose WWTP ($184,000), process water system and control panel ($148,000), aerator gearbox rebuild at Barry Rose WWTP ($125,000), aeration motor and motor rebuild at Barry Rose WWTP ($46,000), interior lining for three ground storage tanks ($300,000), analog and flow meters at eight locations ($101,500), four replacement vehicles ($87,800), control panel replacement ($57,000), and filter cloth socks at JH Environmental Center ($50,460). The budget anticipates a water/sewer bond sale of $19.3 million to fund infrastructure improvements. Annual debt service on these bonds would not occur until fiscal year 2015. Available ending balance at 9/30/2014 is expected to be $9,597,660. Revenues exceed expenses by $1,294,515. Bond coverage is 1.41 and cash reserves are 31 %. 282 ENTERPRISE (WATER & SEWER) FUND - 30 REVENUE FY 2014 ADOPTED BUDGET FY 2013 FY 2013 ACCOUNT FY 2012 AMENDED YEAR END NUMBER REVENUE CATEGORY ACTUAL BUDGET PROJECTION 030-0000-353.04-02 Water Sales 030-0000-353.04-03 Sewer Charges 030-0000-353.04-04 Sanitation Billing Fee 030-0000-353.04-07 Connection Fee 030-0000-353.04-09 Water Tap Fee 030-0000-353.04-10 Sewer Tap Fee 030-0000-353.04-11 Late Payment Fee 030-0000-353.04-12 Meter Set Fee 030-0000-353.04-13 Curb Stop Replacement Fee 030-0000-353-04-14 Reconnect Fee 030-0000-353-04-15 Grease Trap Fee 030-0000-353-04-99 Miscellaneous *CHARGES FOR SERVICE 030-0000-356.00-00 Interest Income 030-0000-356.06-00 Unrealized Capital Gain *INTEREST 030-0000-357-01-00 Federal *GRANT 030-0000-358.10-00 Recycle 030-0000-358.12-00 NSF Fees 030-0000-358.15-00 Sale of Property 030-0000-358.98-00 Reimbursements 030-0000-358.99-00 Miscellaneous 030-0000-358.99-01 MUD Annexation *MISCELLANEOUS 030-0000-359.11-00 From Fund 42 030-0000-359.12-00 From Fund 44 030-0000-359.99-00 From Fund 10 *INTERFUND TRANSFERS TOTAL FY 2014 ADOPTED BUDGET 14,856,677 15,608,292 15,301,433 15,863,713 11,013,046 11,383,009 11,822,711 12,450,772 331,917 365,606 353,085 368,316 142,173 135,000 155,000 158,000 402,890 435,775 325,000 301,760 8,439 10,854 5,500 7,700 467,025 445,000 450,000 455,000 1,735 1,800 1,810 1,800 324 161 160 55,080 60,000 54,900 36,000 30,125 31,875 32,250 32,750 1,283 2,100 575 100 27,310,390 28,479,635 28,502,425 29,676,071 43,081 40,000 39,800 41,150 (10,588) 32,493 40,000 39,800 41,150 348,000 348,000 130,293 132,000 9,050 9,400 9,400 9,600 12,757 15,070 7,570 9,150 139,407 34,852 34,852 190,742 148,999 165,150 83,900 166,122 351,956 208,321 513,387 234,650 1,506,740 1,544,226 1,544,226 1,568,732 877,222 736,313 736,313 624,612 222,811 218,961 218,961 235,491 2,606,773 2,499,500 2,499,500 2,428,835 $30,301,612 $31,575,456 $31,555,112 $32,380,706 ENTERPRISE (WATER & SEWER) FUND - 30 EXPENSE AND STAFFING SUMMARY FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES BY DEPT/DIVISION Actual Budget Projection Budget Lift Stations 782,205 1,304,148 909,494 1,007,643 Wastewater Treatment 3,210,409 3,738,919 4,003,447 4,255,507 Water Production 6,481,688 7,145,843 8,159,268 7,680,317 Distribution & Collection 1,844,852 2,200,491 2,254,845 2,160,933 Construction 891,932 1,185,270 1,159,810 1,002,981 GIS 212,475 270,614 260,845 247,289 Utility Billing & Collections 2,112,863 2,572,328 3,028,773 2,437,664 Other Requirements 16,446,783 13,637,635 13,589,324 12,293,857 WATER & SEWER DEPT TOTAL 31,983,207 32,055,248 33,365,806 31,086,191 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES BY CATEGORY Actual Budget Projection Budget Salaries & Wages 4,790,443 5,263,498 5,239,569 5,720,324 Materials & Supplies 5,930,259 6,209,576 7,678,276 6,177,916 Building Maintenance 19,713 140,478 131,378 74,200 Equipment Maintenance 1,039,390 1,785,418 1,747,854 1,951,273 Miscellaneous Services 3,617,234 4,524,173 4,566,988 4,376,934 Inventory 27,819 81,500 80,530 60,650 Transfers/Other Charges 16,263,902 13,399,791 13,263,600 11,877,442 Capital Outlay 294,447 650,814 657,611 847,452 WATER & SEWER DEPT TOTAL 31,983,207 32,055,248 33,365,806 31,086,191 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY DEPT/DIVISION Actual Budget* Projection Budget Lift Stations 9 9 9 10 Wastewater Treatment 14.75 14.75 14.75 14.75 Water Production 12 12 12 15 Distribution & Collection 26.5 27.5 27.5 27.5 Construction 13 13 13 13 GIS 3 4 4 4 Utility Billing & Collections** 21 21 21 23 Other Requirements WATER & SEWER DEPT TOTAL 99.25 101.25 101.25 107.25 *Same as adopted budget, unless where noted. **One Customer Service Clerk added in FY 2014 reports to Billing & Collections but is funded out of the Solid Waste Fund. Ask 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 Coun- cil 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 GIS Specialist*** Assistant Assistant Director of Public Works Office Supervisor Customer Service Office Assistant Representative Senior (3) Fleet Services** Fleet Services Assistant** Manager, Superintendent, Superintendent, Superintendent, EStreets tendent, Fleet** Water & Sewer*** Treatment Plant Treatment Plant Drainage** (Water Production)*** (Wastewater)*** *Reports to Assistant City Manager Positions funded 25% in General Fund and 75% in Water & Sewer Fund unless otherwise noted **Positions funded 100% in General Fund ***Positions funded 100% in Water & Sewer Fund 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 469 miles of water main 11.8 million gallons avg. produced daily 21.8 million gallons maximum daily Wastewater Treatment/Sewer 5 treatment plants 8.9 million avg. gallons treated daily 400 miles sewer mains 6 elevated water towers and 11 wells 36,500 water connections 1.3 billion gallons purchased annually 2.9 billion gallons produced annually 75 lift stations 47.1 million gallons capacity 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 2014 Include: ♦ One new Operator -In -Training position with vehicle added in Lift Stations Department - $58,229. ♦ Control Panel Replacements for Knapp Road, Sunset Meadows, Towerbridge, Villages of Mary's Creek, and Green Tee Village Lift Stations - $57,000. ♦ One replacement vehicle in Lift Stations - $28,235. ♦ Clarifier Drive at Barry Rose Treatment Plant - $184,000. ♦ Process Water System and Control Panel for Wastewater Treatment - $148,000. ♦ Aerator Gearbox Rebuild and Aerator Motor and Motor Rebuild at Barry Rose Treatment Plant - $171,000. ♦ Filter Cloth Socks for Treatment Plant at John Hargrove Environmental Center - $50,460. ♦ Interior lining for Cullen, McLean and FM518 Ground Storage Tanks - $300,000. ♦ One new Water Production Supervisor with vehicle and two new Water Operators with vehicle - $222,353. ♦ Analog and flow meters at Garden, FM518, McLean, Kirby, Southdown, Green Tee, Magnolia and Country Place water production facilities - $101,500 ♦ Two replacement vehicles for Water Production Department - $42,160. ♦ FY2013 Projection for Water Production includes cost for purchase of water from the City of Houston. Cost is higher due to water wells being down during the fiscal year. Old Chocolate Bayou projection for FY2013 is based on contract price. ♦ Three replacement vehicles for Distribution & Collection Department - $68,325. ♦ FY2013 in Distribution & Collection Department includes a one-time purchase of a jetting unit and valve/ vacuum machine. ♦ FY2013 for W&S Construction includes one-time purchase of an articulating loader and a vehicle replacement. r Aft Aft ,k a s, Ak Aftk Ink Ak Adk Ask Ak PUBLIC WORKS 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. Superintendent, Treatment Plant (Wastewater)* Maintenance Supervisor (Lift Station) Utility Maintenance Maintenance Technician Senior Crew Leader (Mowing) Maintenance Worker Utility Maintenance Utility Maintenance (Mowing) (2) Technician (3) Worker (2) *Reports to the Assistant Director of Public Works; position funded in another department r Awk PUBLIC WORKS LIFT STATIONS — 4041 GOALS ♦ Provide a safe work environment for employees and eliminate any departmental safety risks to the public. ♦ Provide dependable sanitary sewer service to the City through efficient operation of the lift stations. ♦ Protect the public health and environmental welfare through proper conveyance of wastewater. ♦ Maintain compliance with state and federal regulations. ♦ Properly maintain the lift stations in order to minimize unplanned service outages while reducing the overall cost of maintenance. ♦ Aid in efficient operation of the City's storm water system by maintaining associated pumping stations. ♦ Develop personnel for succession and leadership roles. ♦ Provide quality customer service in a timely manner. ♦ Seek out and identify methods and technologies for improving operational efficiencies. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Operated, maintained, and repaired all sanitary sewer and storm water lift stations. ♦ Participated in design, construction, and completion of the Cowart's Creek storm water pumping station. ♦ Participated in the completion of the new Twin Creek regional sanitary sewer lift station on Woodthrush. ♦ Participated in the decommissioning and demolition of the Twin Woods and Glastonbury Lift Stations. ♦ Began the process of decommissioning of the old Twin Creeks Regional Lift Station. ♦ Participated in design and construction of storm water and sanitary sewer pump stations associated with the Max Road/Hickory Slough project. ♦ Participated in the design of new Walnut Regional lift station and demolition plan of existing lift station. ♦ Assisting with the Riverstone Ranch lift station, currently under construction. The new lift station could eliminate up to four sanitary sewer lift stations in the Green Tee Subdivision. FISCAL YEAR 2014 OBJECTIVES ♦ Continue to maintain, repair, and upgrade all sanitary sewer and storm water lift stations. ♦ Work with the Projects Department during design of all sanitary sewer lift stations project. ♦ Replace electrical control panel enclosures at two sanitary sewer lift station locations. ♦ Assist in the commissioning of the new Twin Creek sanitary sewer system, including the decommissioning of three lift stations. ♦ Assist as needed during construction and commissioning of the new Max Road/Hickory Slough storm water detention pond pump station and sanitary sewer lift station. ♦ Work with the Projects Department during design and construction of a regional sanitary lift station to replace the Walnut lift station. ♦ Participate in construction and completion of Riverstone Ranch lift station and decommissioning of 4 lift stations in Green Tee as part of this project. ♦ Replace electrical control panel enclosures at four sanitary lift station sites. ♦ Complete the Hatfield Sewer Trunk Line and decommission 7 lift stations associated with this project. ♦ Somersetshire lift station to be decommissioned and gravity flow to South Hampton lift station. ♦ Abandon West Oaks lift station and gravity flow to Harkey Rd., SWEC service area. ♦ Install new variable frequency drives at three single-phase lift stations. ♦ Replace electrical control panel enclosures and electrical equipment at two lift stations. ♦ Add an Operator -in -Training position to the department. PUBLIC WORKS LIFT STATIONS - 4041 PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Number of sanitary lift stations' 80 78 81 69 Number of storm water pump stations' 4 4 5 6 Number of sanitary US overflows 5 10 6 4 Number of major repairs 22 60 72 30 Cost per gallon processed (monthly average) $0.0004 $0.0003 $0.0003 $0.0003 Number of lift station skimmings 76 95 62 100 Water Plant Acreage Maintenance:2 Acres of water wells maintained 16 N/A 19 19 Acres of water treatment plants maintained 30 N/A 30 30 Acres of lift stations maintained 6 N/A 6 6 Total WWT acreage maintained & mowed 52 N/A 55 55 Percent of waste water plants mowed within 2-week schedule 100% N/A 100% 100% Average number of labor hours per acre 6 N/A 6 6 'These numbers rarely change and are only valuable to show amount of infrastructure being maintained. 2Water plants & wastewater areas maintained by Parks Maintenance department prior to FY12. L- 289 PUBLIC WORKS LIFT STATIONS - 4041 EXPENSE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries & Wages 378,498 466,320 445,979 495,480 Materials & Supplies 18,637 31,800 28,000 29,595 Building Maintenance 1,151 19,000 9,500 19,000 Equipment Maintenance 175,829 498,367 148,479 235,156 Miscellaneous Services 151,328 176,671 167,823 173,917 Inventory 5,700 Capital Outlay 56,762 111,990 109,713 48,795 TOTAL 782,205 1,304,148 909,494 1,007,643 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Maintenance Supervisor (Lift Station) 1 1 1 1 Utility Maintenance Technician Senior* 1 1 1 1 Utility Maintenance Technician* 4 4 4 5 Lift Station Operator- In -Training* 0 Maintenance Crew Leader (Mowing) 1 1 1 1 Maintenance Worker (Mowing) 2 2 2 2 TOTAL 9 9 9 10 *Same as adopted budget, unless where noted. Position title changed to Utility Maintenance Technician FY 2014. WA 1 r PUBLIC WORKS 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. Superintendent, Treatment Plant Wastewater" Customer Service Treatment Plant Utility Representative Supervisor Inspector (.75) Wastewater Treatment Plant Treatment Plant Operator II Operator II Barry Rose Plant FNWEC Treatment Plant Treatment Plant Operator I (2) Operator I (2) Treatment Plant Treatment Plant Operator II Operator 11 Longwood Plant JHEC Treatment Plant Treatment Plant Operator ETreatmentPlant Operator I Southdownr I "Reports to the Assistant Director of Public Works Note: A Customer Service Representative budgeted at 75% in this department reports to the Office Supervisor in the Public Works Administration Department. PUBLIC WORKS 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 2013 ACCOMPLISHMENTS ♦ Completed rehabilitation of Longwood WWTP. ♦ Completed rehabilitation of Barryrose WWTP. ♦ Completed rehabilitation of Far Northwest WWTP. ♦ Begin work on Pretreatment Program design. FISCAL YEAR 2014 OBJECTIVES ♦ 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 public health and welfare 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. ♦ Reduce or eliminate the number of effluent violations for the year. ♦ Design and implement a Pretreatment Program for the City. ♦ Include all employees in the design and planning of all new projects. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Wastewater treatment plants' 5 5 5 5 Wastewater gallons treated in billion gallons 2.094 2.364 2.508 2.700 Cost per gallon to treat wastewater2 $0.0014 $0.0013 $0.0016 $0.0016 Grease trap inspections 684 701 600 700 Percent of WWT plant samples in compliance with regulatory reporting requirements 100% 99% 97% 100% Number of permit violations: 6 17 43 0 Major violations 0 0 11 0 Minor violations 6 17 32 0 Number of routine trips prevented with SCADA 31 29 N/A N/A Number of training hours to maintain employee certification 240 250 250 400 'This number is not expected to change in the foreseeable future. `Cost to treat wastewater is based on actual department expenditures for number of gallons treated. 292 ..ak PUBLIC WORKS WASTEWATER TREATMENT - 4042 EXPENSE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries & Wages 816,958 844,287 815,397 818,178 Materials & Supplies 357,967 365,425 364,200 384,215 Building Maintenance 2,284 2,000 2,400 2,000 Equipment Maintenance 318,800 476,316 781,902 848,623 Miscellaneous Services 1,680,982 2,004,891 1,993,548 2,013,291 Inventory 5,200 Capital Outlay 33,418 46,000 46,000 184,000 TOTAL 3,210,409 3,738,919 4,003,447 4,255,507 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget` Projection Budget Treatment Plant Superintendent, Wastewater 1 1 1 1 Utility Inspector 1 1 1 1 Treatment Plant Supervisor 1 1 1 1 Treatment Plant Operator II 4 4 4 4 Treatment Plant Operator 1 7 7 7 7 Customer Service Representative 0.75 0.75 0.75 0.75 TOTAL 14.75 14.75 14.75 14.75 "Same as adopted budget, unless where noted. 293 AM PUBLIC WORKS 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 2013 ACCOMPLISHMENTS ♦ Replaced malfunctioning air conditioning units at 10 facilities. ♦ Department staff painted three of our facilities. ♦ Refurbished interior of Green Tee ground storage tank. ♦ In cooperation with the Streets and Drainage Division, created a parking area for the Magnolia office. ♦ Worked to improve operational standards at all facilities. ♦ Staff worked with Water and Sewer Maintenance to place 16 auto flushers into the water distribution system to improve water quality. ♦ Staff cleaned the interiors of 3 ground storage tanks. FISCAL YEAR 2014 OBJECTIVES ♦ Maintain a "Superior" quality of water for our customers. ♦ Operate and maintain the water production system in accordance with TCEQ and EPA standards. ♦ Keep abreast of all new state and federal rules and regulations pertaining to potable water. ♦ Provide a high quality of customer service in a timely manner. ♦ Keep Water Production staff aware of any changes or improvements to the system. ♦ Continue providing solutions for areas with water quality concerns (auto flushers or completed loops), whichever is best suited for that particular area. ♦ Continue our Unidirectional Flushing program, once phase 4 and 5 are completed. ♦ Continue on a preventative maintenance regiment at City water facilities for cost efficient operations. ♦ Complete SCADA updates to all of our production facilities. ♦ Continue installation of permanent water quality sampling stations. ♦ Make sure that all water production employees are properly trained and are completely knowledgeable of facility operations. ♦ Seek out and identify new methods and technologies for improving energy efficiency. ♦ Continue maintaining our water storage facilities in accordance with current regulations. ♦ Decommission the Old City Hall water production facility. 295 PUBLIC WORKS WATER PRODUCTION - 4043 PERFORMANCE MEASURES FY 2011 Actual FY 2012 Actual FY 2013 Projection FY 2014 Target Water Wells' 11 11 10 9 Water Pumping Stations' 2 3 3 3 Water produced from wells (gallons in billions) 3.869 2.916 2.885 2.500 Water purchased from City of Houston (gallons in billions) 0.896 1.277 2.790 4.000 Surface Water purchased from Clear Brook City Mud (gallons in millions) 72 44 12 12 Total water purchased (gallons in billions) 0.968 1.321 2.802 4.012 Combined gallons of water produced - well and surface (gallons in billions) 4.837 4.237 5.687 6.512 Quality control samples collected 1,868 1,861 1,951 2,000 Cost per gallon to produce water $0.0004 $0.0005 $0.0006 $0.0008 Cost per gallon to purchase water $0.0037 $0.0034 $0.0030 $0.0039 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 101 120 134 125 Number of customers (average) 35,370 33,764 33,600 35,000 Total number of water quality complaints 437 277 278 250 Number of annual water quality complaints per 1,000 customers 12 8 8 8 Percent of water quality complaints substantiated 88% 73% 67% 65% Percent of water samples in compliance 100% 100% 100% 100% Number of training hours to maintain employee certification 292 200 400 520 '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. 296 PUBLIC WORKS WATER PRODUCTION - 4043 EXPENSE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries & Wages 617,117 697,954 688,596 845,173 Materials & Supplies 4,299,944 4,037,381 5,083,748 4,315,747 Building Maintenance 11,298 114,128 114,128 47,850 Equipment Maintenance 261,264 483,009 482,443 537,490 Miscellaneous Services 1,254,137 1,694,885 1,668,393 1,523,757 Inventory 66,320 66,320 4,900 Capital Outlay 37,928 52,166 55,640 405,400 TOTAL 6,481,688 7,145,843 8,159,268 7,680,317 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Superintendent Treatment Plant, Water Production 1 1 1 1 Treatment Plant Supervisor, Water Production 1 1 1 2 Treatment Plant Operator II 3 3 3 3 Treatment Plant Operator 1** 7 7 7 8 Utility Maintenance Worker** 1 TOTAL 12 12 12 15 *Same as adopted budget, unless where noted. **Title change in 2014. 297 PUBLIC WORKS W&S 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. Superintendent, Water & Sewer" Administrative Customer Service Assistant (.75) Representative (.75) Maintenance Maintenance Supervisor Supervisor Water & Sewer Water &Sewer Maintenance Maintenance Maintenance Crew Leader Crew Leader Crew Leader Water & Sewer Water & Sewer Water & Sewer (4) Utility Maintenance Utility Utility Worker Maintenance Maintenance Meter Inspection Worker (2) Worker (8) Equipment Utility Maintenance FROWspector Operator Crew Leader W&S Investigation Utility ECCTVrator Maintenance Worker W&S (2) 'Reports to the Assistant Director of Public Works Note: Two positions budgeted at 75% in this department report to positions in other departments: A Customer Service Representative reports to the Office Supervisor in Public Works Administration and the Administrative Assistant to the Director of Public Works. PUBLIC WORKS W&S 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. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Fire hydrant maintenance completed in the area South of FM 518 and East of FM 1128. ♦ New steel water lines were installed on 3 bridges at Hatfield, O'Day, and Old Alvin. ♦ Repaired sewer line and removed manhole on Wooten Rd. ♦ Worked with contractors on various City projects field verifying water and sewer utilities. ♦ Provided exceptional response times to repair water and sewer line work requests. FISCAL YEAR 2014 OBJECTIVES ♦ 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 and utilize tools and technology that improves employee safety, efficiency or productivity. ♦ Develop personnel for leadership roles. ♦ Develop a mind set for safety awareness. ♦ Bring all water and sewer structures to grade and enter data into the GIS mapping system. ♦ Close circuit televise portions of the sanitary sewer system to identify infrastructure that is in need of repair. ♦ Replace or repair infrastructure as resources allow. ♦ Continue the ongoing fire hydrant rehabilitation program. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of call -outs 984 817 850 860 Water mains (miles)" 443 448 460 470 Sanitary sewer lines (miles)* 380 382 400 405 Number of fire hydrants' 4,688 4,798 5,000 5,020 Fire Hydrant Maintenance & Inspections 395 887 1,164 925 Manhole Maintenance & Inspection (number of manholes) 285 329 350 350 Water/sewer lines located 9,033 6,444 9,200 9,200 Miles of line inspected 29 24 30 35 Backed up emergency sewer repairs 310 275 275 290 Percent of sewer repairs completed within 1 day 100% 100% 100% 100% PUBLIC WORKS W&S DISTRIBUTION & COLLECTION - 4044 PERFORMANCE MEASURES (continued) FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Number of water main breaks repaired 410 283 340 345 Percent of emergency water main repairs completed within 1 day 100% 100% 100% 100% Number of service line leaks repaired 898 386 450 500 Number of leaks at the meter repaired 701 986 700 750 "These numbers are valuable only to show amount of infrastructure being maintained 300 r PUBLIC WORKS DISTRIBUTION & COLLECTION - 4044 EXPENSE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries & Wages 1,255,216 1,390,228 1,404,395 1,428,264 Materials & Supplies 310,795 418,445 424,885 419,430 Building Maintenance 3,630 4,000 4,000 4,000 Equipment Maintenance 147,919 167,225 162,287 156,876 Miscellaneous Services 44,926 70,827 79,770 63,854 Inventory 1,500 1,460 6,600 Capital Outlay 82,366 148,266 178,048 81,909 TOTAL 1,844,852 2,200,491 2,254,845 2,160,933 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Superintendent, Water & Sewer 1 1 1 1 Maintenance Supervisor, Water & Sewer 2 2 2 2 Maintenance Crew Leader, W&S 7 7 7 7 Public Works ROW Inspector 1 1 1 1 Utility Maintenance Worker, W&S 12 13 13 13 Closed Circuit Television (CCTV) Technician 1 1 1 1 Equipment Operator 1 1 1 1 Administrative Assistant 0.75 0.75 0.75 0.75 Customer Service Representative 0.75 0.75 0.75 0.75 TOTAL 26.5 27.5 27.5 27.5 *Same as adopted budget, unless where noted. 301 PUBLIC WORKS WATER & SEWER CONSTRUCTION-4047 MISSION STATEMENT The mission of the Public Works Water & Sewer Construction Division is to complete water, sewer, drainage, and concrete projects to City of Pearland standards. Maintenance Supervisor Construction Pipe Laying Equipment Operator W&S Construction Superintendent, Water & Sewer" Utility Maintenance Worker W&S Construction (3) Maintenance Supervisor Construction Concrete Maintenance Crew Leader W&S Construction 'Reports to the Assistant Director of Public Works, position funded in another department Utility Maintenance Worker W&S Construction (3) Note: Four positions budgeted at 75% in this department report to positions in other departments: A Customer Service Representative reports to the Office Supervisor in Public Works Administration and the Office Supervisor reports to the Assistant Director of Public Works. The Assistant Director of Public Works reports to the Director of Public Works, and the Director reports to an Assistant City Manager. PUBLIC WORKS 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 2013 ACCOMPLISHMENTS ♦ Received the In -House Project of the Year award from the Texas Public Works Association for the Bella Vita water line project. ♦ Staff's use of the new wet bore machine reduced dependence on contractors. ♦ Staff installed new force main on Liberty Drive. ♦ Installed new water line and residential services in the Twin Woods subdivision. FISCAL YEAR 2014 OBJECTIVES ♦ 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. ♦ Use City staff where possible to reduce the cost of capital projects. ♦ Develop personnel for leadership roles. ♦ Develop a mindset for safety awareness. ♦ Replace approximately 62 water tap connections on Highway 35. ♦ Install new gravity sanitary sewer line to allow the abandonment of King Author Ct. lift station. ♦ Install auto flushers to improve water quality. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Water main installation (feet) 5,945 6,870 4,000 5,500 Sewer main installation (feet) 0 0 0 1,000 Drainage projects (new construction, measured in feet) 0 0 0 0 Average backlog of sidewalk/curb repair work orders 239 402 620 700 Total work orders 4,156 4,100 325 4,250 Sidewalk/driveway/curb repair 175 208 180 180 Concrete street repair 4 8 3 3 Manhole repairs 17 10 15 15 Sidewalk repairs (feet) - trip hazards and repairs 3,960 3,874 3,500 3,500 303 PUBLIC WORKS WATER & SEWER CONSTRUCTION - 4047 EXPENSE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries & Wages 715,297 778,930 761,811 786,541 Materials & Supplies 70,203 72,658 71,658 71,658 Equipment Maintenance 83,326 69,850 89,469 72,738 Miscellaneous Services 20,908 45,065 35,065 35,065 Inventory 2,198 Capital Outlay 218,767 201,807 36,979 TOTAL 891,932 1,185,270 1,159,810 1,002,981 FY 2013 FY 2013 FY 2014 FY 2012 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 Supervisor 0.75 0.75 0.75 0.75 Customer Service Representative 0.75 0.75 0.75 0.75 Maintenance Supervisor, W&S Construction 2 2 2 2 Maintenance Crew Leader, W&S Construction 1 1 1 1 Equipment Operator, W&S Construction 1 1 1 1 Utility Maintenance Worker, W&S Construction 6 6 6 6 TOTAL 13 13 13 13 "Same as adopted budget, unless where noted. 304 r r r r r r r—IN r r r r 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. GIS Specialist* LGPS GPS Fieldlist Technician (2) *Reports to the Director of Public Works r PUBLIC WORKS GIS - 4048 GOALS ♦ 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 2013 ACCOMPLISHMENTS ♦ Completed the City Sidewalk study. ♦ Began updating Mapping Grade GPS data to Centimeter Grade. ♦ Began inputting GPS field data and updating it into the GIS system. ♦ Provided the Public Works personnel the City's Street Map Books. ♦ Current City's Storm Infrastructure is at approximately 94% updated. FISCAL YEAR 2014 OBJECTIVES ♦ Complete the Evacuation Plans for the City's facilities, in coordination with the Fire Marshal's Office. ♦ Complete the update for the Mapping Grade GPS data. ♦ Complete the City's Storm System, into GIS. ♦ Initiate the City's walking trails into GIS data collection. ♦ Research 3D software for use with GPS data. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target GPS points acquired* 26,944 44,738 62,000 52,500 Number of as -built drawings incorporated into system 538 553 557 565 *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. PUBLIC WORKS GIS - 4048 EXPENSE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries & Wages 156,466 213,686 208,557 207,412 Materials & Supplies 6,093 10,340 9,340 14,190 Equipment Maintenance 3,363 12,319 9,826 9,687 Miscellaneous Services 7,087 16,049 15,174 16,000 Capital Outlay 39,466 18,220 17,948 TOTAL 212,475 270,614 260,845 247,289 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget GIS Specialist 1 1 1 1 GPS Specialist 1 1 1 1 GPS Technician 1 2 2 2 TOTAL 3 4 4 4 "Same as adopted budget, unless where noted. Ask 307 FINANCE UTILITY BILLING & COLLECTIONS - 4145 MISSION STATEMENT The mission of Water and Sewer Billing & Collections Division is to conduct billing of water, sewer, and garbage 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. Manager Utility Customer Service* Utility Administrative Customer Service Technician Supervisor Utility Billing Utility Billing Customer Service Specialist Specialist (2) 4Representative (5)** Delinquent Accounts Utility Field Service Customer Service Technician Lead Representative Part-time (4) Utility Field Service Technician (6) *Reports to the Director of Finance **One position funded in Solid Waste Fund 031 FINANCE UTILITY 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 service discontinuation collection policies. ♦ Provide excellent customer service to internal and external customers. ♦ Advertise conveniences for payment options to residents of Pearland. ♦ Provide staff development in customer service, meter reading, and Microsoft Office programs to created efficiency in job performance. ♦ Conduct large meter testing. ♦ Comply with federally mandated policies of Privacy and Red Flag. ♦ Monitor delinquent accounts and place liens as appropriate. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ With Waste Management, provided education to annexed MUD 4 residents regarding waste, utility billing, WQA through presentation at HOA meeting, mailings, and online. ♦ Replaced 4,500 meter registers to improve read capture rate via drive -by system. ♦ Completed billing setup for newly annexed MUD 4. ♦ Implemented and completed WM recycle pilot. ♦ Lowered number of service disconnections for delinquent accounts. ♦ Provided staff training in Microsoft Excel to improve report development. ♦ Use of contractor for meter re -reads allowing technicians to focus on primary objectives. FISCAL YEAR 2014 OBJECTIVES ♦ Continue Large Meter Testing Program. ♦ Continue to increase customer service rating as shown on City Survey, by providing customer service training. ♦ Continue to review policies and procedures for improvement. ♦ Prepare fiscal analysis on City-wide meter replacement program for recommendation in FY 2015 budget. ♦ Install kiosks at City Hall and PSB to expand payment options and availability. ♦ Update and maintain COP Utility Billing web information. 309 FINANCE UTILITY BILLING & COLLECTIONS - 4145 PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Annual meter reads 364,424 370,755 403,220 393,000 Number of re -reads 2,454 3,166 4,536 3,200 Re -reads as a % of initial reads 0.7% 0.9% 1.1 % 0.6% YTD bills sent to customers 350,871 359,716 387,997 355,000 Customer complaints received (by City only) 322 406 331 300 Drive -by read rate 82% 85% 82% 85% Cost per bill' $2.89 $3.47 $6.94 $4.73 Collection rate 93% 106% 137% 110% Number of on-line payments 175,036 167,865 177,690 178,000 Average monthly number of on-line payments 14,586 13,989 14,808 14,833 Percent of payments processed on-line 4% 4% 4% 4% Customers utilizing bank drafts 24,702 26,327 32,220 33,000 Percent of customers utilizing bank drafts 6% 7% 7% 4% Number of cut-offs 3,878 1,979 1,948 1,700 Percent of meters outside of parameters N/A 2% 1 % 1 % Percent of meters with invalid reads (dashes, etc.) 9% 6% 6% 6% Percent of meters with non -reads 12% 16% 18% 17% Number of meters tested 199 258 N/A N/A Number of meters replaced on Meter Replacement Proqram 758 892 181 100 'Cost per bill is calculated based on total department expenses compared to total bills sent. 2The number of meters tested in FY 2012 does not include those contracted out 1 FINANCE UTILITY 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 2014 Include: ♦ Kiosks at City Hall and Public Safety Building for Utility Billing & Collections - $100,638. ♦ One new Administrative Technician position and a replacement vehicle for Utility Billing - $58,207. ♦ FY2013 in Utility Billing includes $838,000 for replacement of MIU's. EXPENSE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries & Wages 850,891 904,013 914,834 966,261 Materials & Supplies 866,620 1,273,527 1,696,445 943,081 Building Maintenance 1,350 1,350 1,350 1,350 Equipment Maintenance 48,889 78,332 73,448 90,703 Miscellaneous Services 302,355 315,106 332,696 344,400 Inventory 2,846 1,500 Capital Outlay 39,912 10,000 90,369 TOTAL 2,112,863 2,572,328 3,028,773 2,437,664 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget Manager, Utility Customer Service 1 1 1 1 Utility Customer Service Supervisor 1 1 1 1 Utility Billing Specialist"* 2 2 2 4 Senior Administrative Technician** 1 1 1 0 Administrative Technician 1 Customer Service Representative** 4 4 4 5 Delinquent Account Specialist" 1 1 1 0 Field Service Crew Lead 1 1 1 1 Field Service Technician 6 6 6 6 Customer Service Representative, Part -Time 4 4 4 4 TOTAL *Same as adopted budget, unless where noted. **One Customer Service Representative added in FY 2014 reports to Utility Billing & Collections but is funded out of the Solid Waste Fund. Position title changes in 2014. 21 21 21 23 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 the General Fund for allocation of administrative and overhead costs, and for payment of principal and interest due on annual debt service payments. Key Budget Items for FY 2014 Include: ♦ Compensation Study Adjustment recommended increase of 1 % - 6% based on length of service - $244,610. ♦ Replacement of 20 PC's - $36,750. ♦ Transfer to General Fund ($935,000); Transfer to Property Insurance Fund ($339,064); Transfer to Debt Service Fund ($459,167). EXPENSE AND STAFFING SUMMARY FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENSES Actual Budget Projection Budget Salaries & Wages (31,920) 173,015 Miscellaneous Services 155,511 200,679 274,519 206,650 Bond Payment 9,365,127 10,153,725 10,002,534 10,037,649 Transfer 6,807,214 3,154,505 3,169,505 1,748,231 Short Term Note 91,561 91,561 91,561 91,562 Inventory 22,775 13,680 12,750 36,750 Capital Outlay 4,595 55,405 38,455 TOTAL 16,446,783 13,637,635 13,589,324 12,293,857 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING Actual Budget* Projection Budget N/A TOTAL 0 0 0 0 *Same as adopted budget, unless where noted. 312 r r r ENTERPRISE FUND DEBT MATURITY SCHEDULE 2013-2014 ENTERPRISE FUND DEBT REVENUE BONDS Year Principal Interest Total 2013-2014 3,765,000 4,584,324 8,349,324 2014-2015 3,575,000 4,439,469 8,014,469 2015-2016 3,725,000 4,302,209 8,027,209 2016-2017 3,880,000 4,153,814 8,033,814 2017-2018 4,030,000 4,005,011 8,035,011 2018-2019 4,195,000 3,847,690 8,042,690 2019-2020 4,370,000 3,683,168 8,053,168 2020-2021 4,615,000 3,503,758 8,118,758 2021-2022 4,810,000 3,306,020 8,116,020 2022-2023 5,025,000 3,100,220 8,125,220 2023-2024 4,190,000 2,884,169 7,074,169 2024-2025 4,440,000 2,689,274 7,129,274 2025-2026 6,155,000 2,477,949 8,632,949 2026-2027 6,450,000 2,181,686 8,631,686 2027-2028 6,765,000 1,867,325 8,632,325 2028-2029 7,080,000 1,552,813 8,632,813 2029-2030 7,375,000 1,257,306 8,632,306 2030-2031 7,680,000 948,088 8,628,088 2031-2032 3,710,000 625,250 4,335,250 2032-2033 3,895,000 444,575 4,339,575 2033-2034 4,075,000 264,300 4,339,300 2034-2035 1,180,000 75,725 1,255,725 2035-2036 345,000 25,556 370,556 2036-2037 360,000 13,050 373,050 TOTAL 105,690,000 56,232,747 161,922,747 GENERAL OBLIGATION & REFUNDING SERIES Year Principal Interest Total 2013-2014 1,155,000 525,325 1,680,325 2014-2015 1,530,000 474,813 2,004,813 2015-2016 1,560,000 427,900 1,987,900 2016-2017 2,415,000 344,000 2,759,000 2017-2018 2,515,000 232,188 2,747,188 2018-2019 365,000 171,700 536,700 2019-2020 370,000 157,000 527,000 2020-2021 370,000 142,200 512,200 2021-2022 385,000 127,100 512,100 2022-2023 395,000 111,500 506,500 2023-2024 1,480,000 74,000 1,554,000 2024-2025 1,480,000 22,200 1,502,200 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2031 2031-2032 2032-2033 2033-2034 2034-2035 2035-2036 2036-2037 TOTAL 14,020,000 2,809,925 16,829,925 Principal Amount Series Name Outstanding General Obligation Improvement and Refunding Bonds 2009' 7,790,000 Water & Sewer Revenue Bonds Series 1999 2,710.000 Water & Sewer Revenue Bonds Series 2003 340,000 Water & Sewer Revenue Bonds Series 2006 10,850,000 Water & Sewer Revenue Bonds Series 2007 36,625,000 Water & Sewer Revenue Bonds Series 2008 13,945,000 Water & Sewer Revenue Bonds Series 2009 11,720,000 Water & Sewer Revenue Bonds Series 2010A 12,900,000 Water & Sewer Refunding Bonds Series 2010E 8,225,000 Permanent Improvement Refunding Bonds Series 2012' 6,230,000 Water & Sewer Revenue Bonds Series 2012 8,375,000 TOTAL 119,710,000 " Excluding portion associated with General Fund 313 ENTERPRISE FUND DEBT TO MATURITY 2013-2014 REVENUE BONDS $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4 ,000, 000 $3,000,000 $2,000,000 $1,000,000 $0 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 ■ Principal o Interest GENERAL OBLIGATION $3, 000, 000 $2,500,000 $2,000,000 $1, 500, 000 $1,000,000 $500,000 $0 2014 2015 2016 2017 2018 ■Principal ❑Interest 314 ENTERPRISE FUND DEBT SERVICE SCHEDULE FY 2014 ADOPTED BUDGET DATE DESCRIPTION AMOUNT ISSUED PRINCIPAL INTEREST PAYMENT TOTAL AMOUNT OUTSTANDING AS OF 9/30/14 3/1/2014 Series1999 Revenue Bond 4,000,000 62,330 62,330 9/1/2014 130,000 62,330 192,330 Fiscal Year Total 130,000 124,660 254,660 2,580,000 3/1/2014 Series 2003 Revenue Bond 9,500,000 6,800 6,800 9/1/2014 340,000 6,800 346,800 Fiscal Year Total 340,000 13,600 353,600 0 3/1/2014 Series 2006 Revenue Bond 13,295,000 265,059 265,059 9/1/2014 680,000 265,059 945,059 Fiscal Year Total 680,000 530,118 1,210,118 10,170,000 3/1/2014 Series 2007 Revenue Bond 40,135,000 835,006 835,006 9/1/2014 920,000 835,006 1,755,006 Fiscal Year Total 920,000 1,670,013 2,590,013 35,705,000 3/1/2014 Series 2009 Permanent Improvement 11,660,000 1,155,000 158,200 1,313,200 9/1/2014 and Refunding Bonds' 129,325 129,325 Fiscal Year Total 1,155,000 287,525 1,442,525 6,635,000 3/1/2014 Series 2008 Revenue Bond 14,950,000 326,345 326,345 9/1/2014 255,000 326,345 581,345 Fiscal Year Total 255,000 652,690 907,690 13,690,000 3/1/2014 Series 2009 Revenue Bond 13,130,000 279,381 279,381 9/1/2014 380,000 279,381 659,381 Fiscal Year Total 380,000 558,762 938,762 11,340,000 3/1/2014 Series 2010A Revenue Bond 14,040,000 253,241 253,241 9/1/2014 395,000 253,241 648,241 Fiscal Year Total 395,000 506,481 901,481 12,505,000 3/1/2014 Series 2010B Refunding Bond 8,970,000 148,272 148,272 9/1/2014 350,000 148,272 498,272 Fiscal Year Total 350,000 296,544 646,544 7,875,000 3/1/2014 Permanent Improvement and 6,230,000 118,900 118,900 9/1/2014 Refunding Bond Series 2012` 118,900 118,900 Fiscal Year Total 0 237,800 237,800 6,230,000 3/1/2014 Series 2012 Revenue Bond 8,670,000 115,728 115,728 9/1/2014 315,000 115,728 430,728 Fiscal Year Total 315,000 231,455 546,455 8,060,000 TOTAL 144,580,000 4,9209000 5,109,648 10,029,649 114,790,000 "Excludes General Fund Component 315 ENTERPRISE FUND DEBT SERVICE SCHEDULE FY 2014 ADOPTED BUDGET Amount Date Outstanding Issued Amount As Of Description Rate Maturity Issued 9/30/14 Annual Requirements Water & Sewer 4.60% 1999 4,000,000 2,580,000 3/1/2014 62,330 Interest Revenue Bond 2020 9/1/2014 62,330 Interest Series 1999 9/1/2014 130,000 Principal Water & Sewer 4%,6%,5.75%,4%, 2003 9,500,000 0 3/1/2014 6,800 Interest Revenue Bond 4.125%,4.25%, 2014 9/1/2014 6,800 Interest Series 2003 9/1/2014 340,000 Principal 4.5%, 4.3%, Water & Sewer 4.375%,4.625% 2006 13,295,000 10,170,000 3/1/2014 265,059 Interest Revenue Bond 4.75%,5.00%,5.125% 2031 9/1/2014 265,059 Interest Series 2006 9/1/2014 680,000 Principal Water & Sewer 5.5%, 5.25%, 5%, 4.5% 2007 40,135,000 35,705,000 3/1/2014 835,006 Interest Revenue Bond 3.50% 2031 9/1/2014 835,006 Interest Series 2007 9/1/2014 920,000 Principal Permanent Imp 2.00%, 2.50%, 2.75% 2009 11,660,000 6,635,000 3/1/2014 158,200 Interest and Refunding 5.00% 2018 3/1/2014 1,155,000 Principal Bonds 2009' 9/1/2014 129,325 Interest Water & Sewer 3.25%,4.125%,4.2%, 4.5% 2008 14,950,000 13,690,000 3/1/2014 326,345 Interest Revenue Bond 4.3%, 5% 2034 9/1/2014 326,345 Interest Series 2008 9/1/2014 255,000 Principal Water &Sewer 1.6%,2.05%,2.13%,2.45% 2009 13,130,000 11,340,000 3/1/2014 279,381 Interest Revenue Bond 2.64%,2.86%,3.08%,3.35% 2034 9/1/2014 279,381 Interest Series 2009 3.60%,3.85%,4.10%,4.45% 9/1/2014 380,000 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 12,505,000 3/1/2014 253,241 Interest Revenue Bond 3.13%,3.25%,3.50,4.00% 2035 9/1/2014 253,241 Interest Series 2010A 4.250%, 4.375%, 4.500% 9/1/2014 395,000 Principal Water & Sewer 1.75%,2.00%,2.50%,3.00% 2011 8,970,000 7,875,000 3/1/2014 148,272 Interest Refunding Bond 3.13%,3.25%,3.50,4.00% 2023 9/1/2014 148,272 Interest Series 2010E 4.13%,4.25%,4.38%,4.50% 9/1/2014 350,000 Principal Per. Improv. & 3.00%, 4.00%, 5.00% 2012 6,230,000 6,230,000 3/1/2014 118,900 Interest Refunding Bond 2025 9/1/2014 118,900 Interest Series 2012* 9/1/2014 0 Principal Water & Sewer 2.00%, 3.00%, 3.10% 2012 8,670,000 8,060,000 3/1/2014 115,728 Interest Revenue Bond 3.25%, 3.375%, 3.5%, 2037 9/1/2014 115,728 Interest Series 2012 3.63% 9/1/2014 315,000 Principal TOTAL 144,580,000 114,790,000 10,029,649 'Excludes General Fund Component L- 316 SOLID WASTE FUND - 31 SUMMARY OF REVENUES, EXPENSES AND FUND BALANCE FY 2014 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 solid waste twice each week, curbside recycling once a week and green waste pick-up. Commercial solid waste pick-up ranges from once a week to daily based on customer needs. The City's contract was awarded in 2006 and Council renewed the contract, with amendment effective October 1, 2011 to expire September 30, 2016. The contract allows for service rates to adjust annually to the reported Consumer Price Index and allows for quarterly rate adjustments based on diesel fuel prices. The fiscal year 2013 projection is based on the current rate of $15.06 per household per month through July and a 1% increase for fuel costs July through September. Expenses exceed the budget in 2013 as the City accrues revenue billed in October for September service, but has never recorded the corresponding expense. The fiscal year 2014 budget assumes a 0.9% increase in base rates based on CPI in April 2013 as well as growth in the customer base. No rate adjustments for fuel are included. Expenses include the funding of a Customer Service Clerk that will serve as a liaison between the customer and the City's service provider to handle customer complaints and service issues, set-up new commercial service and reconcile billing. The budget also includes $50,000 for a residential public communication program to implement a city-wide cart recycling program. OPERATING REVENUES Charges for Services Miscellaneous Interest Income OPERATING EXPENSES Salary & Wages Material & Supplies Miscellaneous Services Other Expenses Inventory TOTAL TOTAL REVENUES OVER(UNDER)EXPENSES BEGINNING CASH EQUIVALENTS ENDING CASH EQUIVALENTS FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $7,673,449 $8,044,361 $8,142,112 $8,427,761 10,406 3,854 30,717 30,769 378 156 561 400 7,684,233 8,048,371 8,173,390 8,458,930 40,506 18 300 7,527,713 6,506,195 6,783,131 6,815,112 29,922 1,588,166 1,590,517 1,663,049 1,968 7,557,635 8,094,361 8,373,666 8,520,935 126,598 (45,990) (200,276) (62,005) 216,305 342,903 342,903 142,627 $342,903 $296,913 $142,627 $80,622 11 317 1 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. 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 2013 ACCOMPLISHMENTS ♦ Coordinated and implemented cart recycling pilot program. FISCAL YEAR 2014 OBJECTIVES ♦ Implement City-wide cart recycling, including education and communications. ♦ Transition commercial garbage/recycling billing and collections to contractor. PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Projection Target Annual residential account billings 326,432 333,686 348,717 363,000 Annual commercial account billings 10,148 9,785 11,774 11,850 Total account billings 336,580 343,471 360,491 368,000 Customer complaints received 395 380 600 400 Commodities recycled at curbside (in tons) 2,053 2,640 3,414 3,500 Green waste recycled at curbside (in tons) 3,295 2,826 3,382 3,200 Total recycled at curbside 5,348 5,466 6,796 7,000 At -Your -Door total pounds HHW collected N/A 33,273 18,866 19,500 At -Your -Door number of stops N/A 476 220 235 Solid Waste land filled (in tons) 59,299 63,155 68,164 67,000 Households served 326,432 333,686 348,717 363,000 Cost per tons collected $113.09 $100.90 $89.25 $89.28 318 SOLID WASTE FUND - 31 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 031-0000-353.04-01 Garbage Collection 7,673,449 8,044,361 8,142,112 8,427,761 `CHARGES FOR SERVICES 7,673,449 8,044,361 8,142,112 8,427,761 031-0000-350.02-02 Sales Tax Discount 2,866 3,104 2,960 3,019 031-0000-358.99-00 Miscellaneous 7,540 750 27,757 27,750 "MISCELLANEOUS 10,406 3,854 30,717 30,769 031-0000-356.00-00 Interest Income 378 156 561 400 "INTEREST 378 156 561 400 TOTAL 7,684,233 8,048,371 8,173,390 8,458,930 31 THIS PAGE INTENTIONALLY LEFT BLANK 320 CAPITAL PROJECT FUNDS FY 2014 ADOPTED BUDGET 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 (2014-2018) totaling $354 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 2013-2014 total $53,259,003, excluding transfers and bond issuance costs. 01 Fiscal Year 2013-2014CIP Funding Sources ($ in millions) Grant/Developers, Cash/Other, $6.1 $6.0 Certificates of Obligation, $4.1 W/S Revenue Bonds, $17.0 GO Bonds, $20.1 Fiscal Year 2013-2014 CIP Uses by Project Type ($ in millions) Parks, $11.2 Water/Sewer, $21.2 Streets, $9.2 0ii !0 Drainage, $7.7 Facilities, $4.0 Water/Sewer projects total $21.2 million, or 39.8%, of the capital improvement program. Major projects include the installation of approximately 34,000 feet of 16-inch waterline along McHard Road from SH 35 to Business Center Drive; approximately 1.5 miles of 12-inch waterline along SH 35 from FM 518 to just south of Magnolia/John Lizer, the existing waterline is undersized for this stretch of roadway; a 2.0 MGD expansion of the existing Far Northwest Wastewater Treatment Plant serving the area west of SH 288; phase II of force main diversion in the Longwood Service Area; preliminary engineering and design for the replacement of the Mykawa/Scott SCADA Lift Station; and the retirement of the West Oaks Lift Station. Street projects total $9.2 million, or 17.3%, of the total and include funding for the approximately 3.5 mile extension of McHard Road from Mykawa Road to Cullen Parkway, Kirby Drive extension from Broadway to CR 59 due to the addition of two schools in the area, reconstruction of Hughes Ranch Road from Cullen to Smith Ranch Road from two lanes to four lanes. Also included is the widening of CR 59 between Business Center Drive and Kirby to alleviate congestion in the area, and the widening of Max Road is included, to be done in conjunction with the new Max Road Sports Complex. Fite Road will be extended approximately 2,500 feet east of McLean, running adjacent to Centennial Park. Funding to begin construction is included. Facilities total $4.0 million, or 7.5%, and include $2.8 million for the construction of an approximately 10,200 square foot Fire Station #3. This station will house two fire crews and one EMS crew and will include dorm space, a kitchen and dining area, day room, offices, and an exercise room. Funding is included for the purchase of land and design for the rebuilding and relocation of a second fire station. This station will accommodate a 24-hour operation and will include housing for EMS personnel. City Hall Complex renovations funding will support a preliminary engineering report, design, and initial construction to better accommodate departmental staff at City Hall and in the Community Center. These renovations are needed as a result of growth in the City. Design cost for the Hillhouse Road Annex Phase II is included. Funding for construction will be in the following year. Drainage projects total $7.7 million, or 14.4%, of the total and include $2.8 million for 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 SH 288 to the east. Also included is $3.7 million for construction 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. Old Townsite Drainage funding will be used to develop a drainage and detention plan for serving the area with a sub -regional detention pond and will include the development of a preliminary engineering report that determines pond location, pond size, and conveyance to the sub - regional facility. Parks projects total $11.2 million, or 21.0%, of the total. A total of $6.1 million is for the construction of Shadow Creek Ranch 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. Max Road Sports Complex Phase I is funded at $2.6 million and will continue the construction of six international sized fields, parking, restrooms and a covered area for gatherings. Also included is $1.4 to begin construction related to Centennial Park Phase II, which will include the demolition of the existing soccer fields, the construction of two new lighted softball fields, the installation of a new picnic pavilion, and additional parking. Funding is included for the Green Tee Terrace Trail, which will be a 10-foot hike and bike trail from the Pearland Eastside Library/City Hall to Barry Rose Road, along the Clear Creek Corridor. The JHEC Nature Trail funding will be used to begin construction on two miles of 8-foot trails. This project will give Pearland the unique opportunity to showcase the Nature Center as a learning environment for the entire community. For the Water/Sewer component, the City will sell $17.0 million in bonds in 2014 for the McHard Road Waterline, SH 35 Waterline, Far Northwest Wastewater Treatment Plant Expansion, Longwood Service Area Phase II, Mykawa/Scott SCADA Lift Station, West Oaks Lift Station, Oak Brook Estates Lift Station, Pearland Heights Lift Station, and McHard Road Truck Sewer. The City is able to utilize $4.2 million from available water/sewer capital project funds. For the remaining $29.5 million, the City anticipates selling $17.6 million in GO Bonds for Cullen/FM 518 Detention, Old Townsite Drainage, Piper Drainage and Sidewalks, Max Road Sports Complex Phase I, Shadow Creek Ranch Park Phase I, Centennial Park Phase II, Max Road Widening, Fite Road, McHard Road Extension, Kirby Drive Extension, Hughes Ranch Road, Regency Park Subdivision Paving, and CR 59 Expansion. Certificates of Obligation in the amount of $4.1 million will be sold in 2014 for Shadow Creek Ranch Trail, Green Tee Terrace Trail, Fire/EMS Station #3, Fire Station #2, City Hall Complex Renovations, and Hillhouse Road Annex Phase Il. A total of $2.1 million will come from developers for Lower Kirby Regional Detention, and $3.8 million from HGAC Transportation Improvement Program funds, mainly for street projects, and grants. Cash and future bonds proceeds make up the remaining sources. 322 FUND 50 - CAPITAL PROJECTS FUND PAY-AS-YOU-GO FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 1,396,990 1,396,990 (1,000) Revenues: Interest Income 1,341 1,000 Miscellaneous CR403 SPA 380,000 402,241 Business Center Drive 1,349,059 1,170,523 Library 180,000 180,000 Intergovernmental Revenues Intelligent Traffic System 3,228,160 2,505,333 Bond Proceeds - CO's 2,896,408 2,720,000 Transfers In - Fund 10 125,500 127,263 65,316 Transfers In - Fund 15 (2) 3,148,493 2,625,920 Transfers In - Grant Fund(4) 200,000 225,559 Transfers In - Fund 35 1,625 Total Revenues 11,307,620 9,932,621 293,500 Expenditures: Hill House Phase I FA1203 18,550 18,550 16,695 14,991 1,855 Centennial Park Phase II P50071 495 495 495 0 Trail Connectivity P50072 1,483,764 1,483,764 706,994 576,770 776,770 Old Town Site Drainage Imp. T50072 1,003,834 1,003,834 919,611 99,623 84,223 Pearland Parkway - West Dev. T50074 350,000 350,000 350,000 350,000 Old Town Site Sidewalks TR0803 500,000 500,000 385,094 114,906 114,906 CR403 SPA MUD 16 Agreement TR1101 804,482 804,482 7,887 752,113 796,595 Business Center Drive TR0811 4,455,415 4,455,415 410,775 4,745,749 4,044,640 Twin Creek Woods Drainage DR0901 215,000 215,000 27,894 187,106 187,106 Traffic Signal Network FA1002 536,550 536,550 315,596 220,954 220,954 Intelligent Traffic System TR1204 3,781,666 3,781,666 341,264 4,343,936 3,440,402 Service Center Modifications FA1201 31,685 31,685 9 31,676 31,676 West Side Library FA1202 855,500 855,500 338,178 517,322 517,322 Fire Station #3 FA1302 294,868 294,868 5,500 289,368 289,368 Traffic Signal Improvements TR1403 292,500 292,500 292,500 Sub -Total Expenditures 14,624,309 14,624,309 3,475,992 12,244,514 10,855,817 292,500 Transfers-OuUOther Uses: Bond Issuance Costs 75,000 75,000 Transfer -Out - To General Fund ' 109,974 109,974 Transfer -Out - To Fund 20 Transfer -Out - To Fund 200"' 15,400 Transfer to UH Capital Reserve Fund 274,420 274,420 Total Expenditures/Transfers-Out/Other Uses 12,703,908 11,330,611 292,500 Ending Fund Balance 702 (1,000) 0 (')Allocation for Projects and Engineering Department Expense (z)Business Center Drive ")To Fund 200 for Mary's Creek Bridge Replacement ")CDBG Funds 2 FUND 68 - CERTIFICATES OF OBLIGATION FUND Project Project Funded Thru FY 13 Number Budget Budget 9/30/2012 Budget FY 13 Projection / Carryover FY 14 Adopted Beginning Fund Balance 1,070,079 1,070,079 46,827 Revenues: Interest Income 1,104 Miscellaneous Bond Proceeds - CO's 4,411,487 Grant Fund - CDBG Funds(3) 335,793 323,744 Grant Funds - TIP(5) 504,926 Grant Funds - CIAP(6) 475,000 Total Revenues 335,793 324,848 5,391,413 Expenditures: Current Year Active Projects: Dixie Farm Road T68973 17,055,256 17,055,256 17,055,256 16,053 SH35 Drainage F50991 634,243 634,243 632,274 48,657 1,969 Westchester Drainage & Sidewalks DR1201 430,052 430,052 365,411 430,052 Barry Rose-SegmentC T20006 233,770 233,770 74,921 158,849 158,849 Fire Station #3 FA1302 2,822,423 2,822,423 2,822,423 Fire Station #2 or #7 FA1401 473,460 473,460 473,460 Hillhouse Annex Phase 2 FA1402 300,000 300,000 300,000 City Hall Complex Renovations FA0904 372,952 372,952 372,952 Shadow Creek Ranch Trail PK1401 194,970 194,970 194,970 Green Tee Terrace Trail PK1402 435,937 435,937 435,937 JHEC Nature Trails P20008 475,000 475,000 475,000 Sub -total Expenditures 23,428,063 23,428,063 17,762,451 588,970 590,870 5,074,742 Transfers-Out/Other Uses: Transfer -Out - To General Fund"' 13,117 13,117 278,498 Transfer -Out - To General Fund (2) 672,385 672,385 Transfer -Out -To Fund 200141 46,688 Special Services/Bond Issuance Costs 25,040 25,040 85,000 Total Expenditures/Transfers-Out/Other Uses 1,299,512 1,348,100 5,438,240 Ending Fund Balance 106,360 46,827 0 "Allocation for Projects and Engineering Dept. expense (2) Transfer of monies to General Fund for Pavement/Sidewalk Rehabilitation (')For Westchester Drainage & Sidewalks (4)To Fund 200 for Mary's Creek Bridge Replacement (')For PK1401 & PK1402 (6)For P20008 324 FUND 70 - MOBILITY BONDS FUND FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 2,322,219 2,322,219 510,084 Revenues: Interest Income 82 4,316 Total Revenues 82 4,316 0 Expenditures: Current Year Active Projects: Cowert's Creek Diversion DR0602 2,896,344 2,896,344 1,736,395 1,159,949 1,159,949 Yost Road T70023 7,163,170 7,163,170 7,042,725 120,445 120,445 Walnut Street T70024 3,831,628 3,831,628 3,537,088 184,912 294,540 Magnolia Road T70041 38,578,379 38,578,379 38,573,540 22,023 4,839 Orange Street T70051 6,943,470 6,943,470 6,909,388 351,902 34,082 TxDOT Bridges ST0603 461,253 461,253 452,383 23,394 8,870 FM518 Expansion TR0902 153,674 153,674 153,674 8,041 0 Silent RR Crossing TR1002 196,504 196,504 20,005 226,499 176,499 Sub -Total Expenditures 60,224,422 60,224,422 58,425,198 2,097,165 1,799,224 Transfers-Out/Other Uses: Transfer -Out - To General Fund" Transfer -Out- To Fund 203 Total Expenditures/Transfers-Out/Other Uses Ending Fund Balance "Allocation for Projects and Engineering Department Expense 17,227 17,227 21,844 488,240 2,114,392 1,816,451 510,084 207,909 510,084 0 FUND 200 - CERTIFICATES OF OBLIGATION SERIES 2006 FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 1,621,144 1,621,144 735,380 Revenues: Interest Income 2,230 Miscellaneous 2,145,000 Bond Proceeds - GO's 238,000 435,000 Transfer from Fund 50 15,400 Transfer from Fund 68 46,688 Transfer from Fund 202 6,792 Total Revenues 238,000 506,110 2,145,000 Expenditures: Current Year Active Projects: Lower Kirby UC Detention Phase 1 DR2001 3,092,312 3,092,312 3,070,538 96,065 21,774 Lower Kirby UC Detention Phase 2 DR1301 3,550,000 3,550,000 750,000 750,000 2,800,000 Barry Rose - Segment A ST2001 3,210,365 3,210,365 3,153,107 19,100 57,258 Hickory Slough @ Max Rd Detention DR2003 109,566 109,566 109,566 Town Ditch Phase III DR2004 120,606 120,606 120,606 SH 35 @ Mary's Creek Bridge DR2005 720,000 720,000 157,158 242,578 562,842 East Mary's Creek Detention DR2006 116,351 116,351 116,351 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 Road Widening TR0601 108,723 108,723 108,723 Bailey/Oiler Rd T70011 216,509 216,509 216,509 Sub -Total Expenditures 13,777,592 13,777,592 9,585,718 1,107,743 1,391,874 2,800,000 Transfers-Out/Other Uses: Transfer -Out - To General Fund"' Total Expenditures/Transfers-Out/Other Uses Ending Fund Balance (2) "Allocation for Projects and Engineering Department Expense (z)Remaining funds for Lower Kirby Detention Phase 2 79,889 1,107,743 1,391,874 2,879,889 751,401 735,380 491 FUND 201 — CERTIFICATES OF OBLIGATION SERIES 2007 FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 1,610,160 1,610,160 0 Revenues: Interest Income 469 1,228 Bond Proceeds - CO's 504,565 100,220 Total Revenues 505,034 101,448 0 Expenditures: Current Year Active Projects: Public Safety Building F20102 22,168,689 22,168,689 22,167,714 2,000 975 Old PD Building Renovations FA0905 1,853,435 1,853,435 182,157 2,071,278 1,671,278 City Hall Complex Renovations FA0904 22,941 22,941 22,941 2,059 Sub -Total Expenditures 24,045,065 24,045,065 22,372,812 2,075,337 1,672,253 0 Transfers-Out/Other Uses: Transfer -Out - To General Fund ") 39,355 39,355 Total Expenditures/Transfers-Out/Other Uses 2,114,692 1,711,608 0 Ending Fund Balance 502 0 0 "Allocation for Projects and Engineering Department Expense 327 FUND 202 - GO SERIES 2007A FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 3,466,958 3,466,958 1,859,158 Revenues: Interest Income 630 2,047 TxDOT-Cullen/DFR 400,000 Total Revenues 630 2,047 400,000 Expenditures: New Projects: Cowart Creek Diversion DR0602 9,930,106 9,930,106 9,724,398 205,708 205,708 Trail Connectivity P50072 179,384 179,384 179,384 0 Dixie Farm Road Phase II TR0805 11,783,895 11,783,895 11,781,073 41,559 2,822 Town Ditch III DR2004 1,085,563 1,085,563 1,085,563 6,762 East Mary's Creek Detention DR2006 317,275 317,275 317,275 0 Bailey Road T08002 3,808,431 3,808,431 2,887,814 920,617 920,617 Fire Station #5 F20101 2,287,079 2,287,079 2,285,821 5,179 1,258 Natatorium P20007 5,496,470 5,496,470 5,465,694 30,776 30,776 SH35 Signals TR1103 50,000 50,000 3,788 46,212 46,212 Sub -Total Expenditures 34,938,203 34,938,203 33,730,810 1,256,813 1,207,393 0 Transfers-OuUOther Uses: Transfer to General Fund"' Transfer to Fund 200(2) Transfer to Fund 203 (4) Total Expenditures/Transfers-Out/Other Uses: Ending Fund Balance(3) 395,692 395,692 1,044,922 6,762 1,652,505 1,609,847 1,464,922 1,815,083 1,859,158 794,236 ")For Projects and Engineering Department Expense and $1,010,000 toward Pavement and Sidewalk Rehabilitation (z)To Fund 200 for Mary's Creek Bridge Replacement (3)Available fund balance to be used in next phase of Bailey Road. (4)For Bailey Road FUND 203 - GENERAL OBLIGATION SERIES 2009, 2010, 2011 FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 2,288,414 2,288,414 939,855 Revenues: Bond Proceeds -GO's 10,487,108 9,115,437 17,991,495 Future Bond Proceeds 1,299,596 2,116,834 Interest Income 1,904 Intergovernmental Revenues BCDD #4 - Hickory Slough 2,000,000 2,000,000 HGAC-Pearland Pkwy 1,551,794 1,551,794 HGAC-Fite Road 640,000 576,000 294,052 HGAC-Max Road 960,000 998,400 190,838 HGAC-McHard 2,120,156 Other 80,259 80,259 Misc. Revenue from KPB 8,391 8,391 Transfer from Fund 10 10,000 10,000 Transfer from Fund 35 42,258 157,907 9,000 Transfer from Fund 70 488,240 Transfer from Fund 202(2) 420,000 Total Revenues 17,079,406 14,500,092 23,630,615 Expenditures: New Projects: Town Ditch Phase III DR2004 3,609,916 3,609,916 3,590,731 150,975 19,185 East Mary's Creek Detention DR2006 3,011,087 3,011,087 3,011,087 15,000 Veteran/Walnut Drainage DR2007 1,188,170 1,188,170 1,177,087 60,958 11,083 Natatorium & Rec. Center P20007 15,059,506 15,059,506 15,059,506 5,000 McHard T20001 7,033,508 7,033,508 7,033,508 11 Bailey Veterans to FM1128 T08002 2,258,957 2,258,957 1,729,663 109,294 109,294 420,000 Cullen/FM518 Detention DR1103 4,572,000 4,572,000 179,925 684,075 684,075 3,708,000 Max Road Sports Complex P20005 3,906,117 3,906,117 327,177 3,578,940 952,620 2,626,320 Hickory Slough Detention DR2003 3,705,418 3,705,418 351,509 3,353,909 3,353,909 Shadow Creek Ranch Complex P20002 8,378,000 8,378,000 2,310,400 2,310,400 6,067,600 JHEC Nature Trails P20008 63,066 63,066 35,395 27,671 27,671 CR403-Hughes Ranch Rd TR1201 1,458,000 1,458,000 393,000 393,000 1,065,000 Pearland Parkway Extension TR1203 3,695,192 3,695,192 265,422 3,429,770 3,429,770 OTS Drainage DR1302 659,000 659,000 176,000 100,000 559,000 Centennial Park P50071 1,727,658 1,727,658 354,000 354,000 1,373,658 Fite Road TR1202 1,100,849 1,100,849 13,284 786,716 720,000 367,565 Max Road TR1205 2,214,189 2,214,189 12,000 1,233,000 1,248,000 954,189 Smith Ranch Road Expansion TR1303 1,145,471 1,145,471 1,145,471 Old Alvin Road Widening T20002 651,413 651,413 400,000 651,413 McHard Road Extension TR1405 2,650,195 2,650,195 2,650,195 Kirby Drive Expansion TR1404 1,235,000 1,235,000 1,235,000 Regency Park Subdivision Paving TR1402 245,161 245,161 245,161 CR59 Expansion TR1304 2,837,348 2,837,348 832,736 2,004,612 Piper Drainage DR1401 114,588 114,588 114,588 72,519,809 72,519,809 32,786,294 18,214,190 15,197,156 23,390,888 Transfers-Out/Other Uses: Bond Issuance Costs 240,000 240,000 400,000 Transfer to General Fund"' 406,495 406,495 506,398 Transfer to Fund 20 - DSF 5,000 'Total Expenditures/Transfers-Out/Other Uses: 18,860,685 15,848,651 24,297,286 Ending Fund Balance 507,135 939,855 273,184 ")For Projects and Engineering Department Expense (2)For Bailey T08002 329 FUND 42 - UTILITY IMPACT FEE FUND FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 7,394,264 7,394,264 2,844,231 Revenues: Water Impact Fees Sewer Impact Fees Interest Income Bond Proceeds Transfer In from Fund 30 Transfer In from Fund 44") Transfer In from Fund 67 Total Revenues 953,425 1,051,402 1,036,500 1,222, 340 1,433, 813 1,505,500 3,202 16,553 5,120 15,749,742 528,353 528,353 2,068,000 425,000 2,707,320 3,455,121 20,364,862 Expenditures: Current Year Active Projects: City of Houston Water Line Connection W42051 19,096,508 19,096,508 18,641,415 964,104 455,093 Surface Water Plant WA0812 4,675,947 4,675,947 4,675,947 34,000 Old Alvin Road Water Line WA1101 3,406,718 3,406,718 356,491 2,200,227 3,050,227 SH35 Water - South of Magnolia WA1102 322,781 322,781 322,781 16,155 McHard Road Waterline WA1201 10,011,109 10,011,109 504,571 2,291,959 2,076,541 7,429,997 Southdown WWTP Rehab WW1201 54,897 54,897 19,212 480,788 35,685 Pearland Pkwy Extension WA1206 31,329 31,329 502,100 31,329 SH35 Waterline FM518 to Magnolia WA1302 2,326,142 2,326,142 518,715 505,200 1,820,942 Smith Ranch Rd. Waterline WA1303 200,090 200,090 200,090 McHard Rd. Trunk Sewer WW1406 451,490 451,490 451,490 FarNW WWTP Expansion WW1405 9,400,000 9,400,000 9,400,000 Riverstone Ranch Oversizing WW1306 81,990 81.990 81,990 Sub -Total Expenditures 50,059,001 50,059,001 24,520,417 7,208,138 6,154,075 19,184,419 Transfers-Out/Other Uses: Transfer -Out - To General Fund (1) 150,665 150,665 272,032 Transfer -Out - To Fund 30 12) 1,554,226 1,554,226 1,568,733 Transfer Out - To Fund 301 86,145 86,145 Bond Issuance Costs 308,000 Special Services 60,043 60,043 Total Expenditures/Transfers-Out/Other Uses: 9,059,217 8,005,154 21,333,184 Ending Fund Balance 1,042,367 2,844,231 1,875,909 (')Allocation for Projects and Engineering Dept. expenses. (2)Debt Service allocation for projects funded by City issuing debt. (')Toward Far NW WWTP Expansion 330 FUND 44 - SHADOW CREEK RANCH UTILITY IMPACT FEE FUND FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 1,548,954 1,548,954 2,163,840 Revenues: Shadow Creek Impact Fees 1,364,110 1,348,399 1,395,425 Interest Income 1,958 2,800 3,895 Total Revenues 1,366,068 1,351,199 1,399,320 Expenditures: Current Year Active Projects: Transfers-Out/Other Uses: Transfer -Out - To Water/Sewer Fund(') Transfer -Out - To Fund 42 'Total Expenditures/Transfers-Out/Other Uses: Ending Fund Balance ")Debt Service allocation for projects funded by City issuing debt. 736,313 736,313 624,612 2,068,000 736,313 736,313 2,692,612 2,178,709 2,163,840 870,548 FUND 64 - 1998 CERTIFICATE OF OBLIGATION FUND FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 844,307 844,307 0 Revenues: Interest Income 1,178 Total Revenues 1,178 0 Expenditures: Current Year Active Projects: Inflow & Infiltration WW0805 1,059,552 1,059,552 214,067 844,072 845,485 Transfers-Out/Other Uses: Transfer -Out - To General Fund Transfer -Out - To Fund 30 'Total Expenditures/Transfers-Out/Other Uses: 1,059,552 1,059,552 844,072 845,485 Ending Fund Balance 235 0 0 r FUND 67 - WATER & SEWER REVENUE BOND FUNDS Project Project Funded Number Budget Budget Thru 9/30/2012 FY 13 Budget FY 13 Projection / Carryover FY 14 Adopted Beginning Fund Balance 15,670,845 15,670,845 759,490 Revenues: Interest Income 1,984 25,985 1,367 Bond Proceeds 2,255,000 1,656,959 Total Revenues 1,984 2,280,985 1,658,326 Expenditures: Current Year Active Projects: SH35North 121 W67993 5,183,305 5,183,305 4,402,614 780,691 780,691 Hydraulic Modeling W67074 39,404 39,404 39,404 20,162 0 SH35 North Force Main WWO801 356,975 356,975 356,975 356,975 Lift Station SCADA WW0807 471,904 471,904 431,904 67,471 40,000 Orange Street Utility T70051 455,059 455,059 392,894 62,165 62,165 Riverstone Ranch WW0901 296,778 296,778 300,000 296,778 Longwood LS Replacement and Plant Rehab. WW0902 3,239,883 3,239,883 638,946 2,850,937 2,600,937 Barry Rose WWTP WW1004 3,753,760 3,753,760 1,065,639 2,688,121 2,688,121 Twin Creek Regional SCADA LS Rehab. WW1101 2,660,355 2,660,355 711,061 1,947,939 1,949,294 Far Northwest WWTP Decanter WW1102 1,058,055 1,058,055 79,982 1,170,018 978,073 Hatfield Basin Trunk Sewer Line WW1103 6,889,000 6,889,000 507,421 4,126,579 6,381,579 Barry Rose Extension ST2001 165,485 165,485 150,956 14,529 14,529 Mykawa/Scott Lift Station WW1302 505,701 505,701 147,496 147,496 358,205 Hughes Ranch Rd SS WW1204 80,000 80,000 80,000 80,000 Old City Hall GST WA1401 125,000 125,000 125,000 Orange/Mykawa LS Retirement WW1403 119,945 119,945 119,945 Longwood Service Area Phase 2 WW1404 644,190 644,190 644,190 Fellows Loop WA1203 68,600 68,600 68,600 Oak Brook Lift Station WW1401 256,190 256,190 256,190 Pearland Heights Lift Station WW1402 255,024 255,024 255,024 West Oaks Lift Station Retirement WW1304 143,350 143,350 143,350 Southdown WWTP Replacement WW1201 61,950 61,950 61,950 Sub -Total Expenditures 26,829,913 26,829,913 8,420,821 14,613,083 16,376,638 2,032,454 Transfers-Out/Other Uses: General Engineering/CIP Administration WA1001 216,078 216,078 132,313 83,765 83,765 Transfer -Out - To General Fund') 263,715 263,715 132,293 Transfer -Out - To Fund 301 43,222 43,222 Transfer -Out - To Fund 42 425,000 0 Total Expenditures/Transfers-Out/Other Uses: 15,003,785 17,192,340 2,164,747 Ending Fund Balance 669,044 759,490 253,069 "Allocation for Projects and Engineering Departments. (2)Assumes no additional payments to TxDOT. 333 FUND 301 - WATERISEWER PAY AS YOU GO CIP FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 1,959,219 1,959,219 70,831 Revenues: Transfer from Fund 30 - Operations 1,046,492 1,046,492 Transfer from Fund42 86,145 86,145 Transfer from Fund 67 43,222 43,222 Interest Income 500 2,693 250 Total Revenues 1,176,359 1,178,552 250 Expenditures: Current Year Active Projects Twin Wood s/Clea rcreek Estates WL WA0806 154,365 154,365 3,976 150,389 150,389 Bellavita Waterline WA0809 625,913 625,913 275,619 388,981 350,294 Fite Waterline WA0810 12,311 12,311 12,311 79,128 Riverstone Ranch WWO901 43,222 43,222 43,222 43,222 GEC Administration WA1001 300,000 300,000 9,900 290,100 290,100 Walnut Lift Station WW 1203 1,111,639 1,111,639 703,000 1,111,639 Broadway Trunk Sewer WW1202 155,000 155,000 155,000 Pearland Pkwy Waterline Extension WA1207 190,366 190,366 190,366 Fellows Loop WA1203 101,000 101,000 62,233 38,767 38,767 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 61,761 61,761 60,000 61,761 West Oaks LS Retirement WW1304 36,872 36,872 36,872 36,872 Eliminate Somersetshire LS WW1303 151,844 151,844 151,844 151,844 Sub -Total Expenditures 3,692,416 3,692,416 364,039 3,035,792 2,983,011 0 Transfers-Out/Other Uses: Transfer Out to General Fund"' 83,929 83,929 'Total Expenditures/Transfers-Out/Other Uses: 3,119,721 3,066,940 0 Ending Fund Balance 15,857 70,831 71,081 "Allocation for Projects and Engineering Departments 334 FUND 302 - MUD 4 CAPITAL PROGRAM FY 13 Project Project Funded Thru FY 13 Projection / FY 14 Number Budget Budget 9/30/2012 Budget Carryover Adopted Beginning Fund Balance 0 0 1,183,336 Revenues: Miscellaneous 1,895,757 1,844,902 Interest Income Total Revenues 1,895,757 1,844,902 0 Expenditures: Current Year Active Projects WP GST & Chloramine WA1305 643,275 643,275 676,321 643,275 McHard Road 2nd Outfall DR1402 484,000 484,000 484,000 484,000 LS #2 MUD 4 Landscape WW1305 10,580 10,580 10,580 10,580 Sub -Total Expenditures 1,137,855 1,137,855 0 1,170,901 653,855 484,000 Transfers-Out/Other Uses: Transfer Out to Debt Service Fund Transfer Out to General Fund Total Expenditures/Transfers-Out/Other Uses: Ending Fund Balance 7,711 19,763 1,170,901 661,566 503,763 724,856 1,183,336 679,573 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 2014 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: Cowart 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. The main project is nearing completion. Construction scheduled for FY2015 is for re -grading of ditches between CR101 and CR100. Operating Impact: Operations & Maintenance FY2014 through FY2018 - $8,913 each year. 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 completed in FY2013. Operating Impact: Operations & Maintenance FY2014 through FY2018 - $35,000 each year. 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. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Construction in FY2014. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: No financial impact during 5-year period ending FY2018. FACILITIES: 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/FY2016. Operating Impact: Operations & Maintenance FY2016 - $36,703; FY2017 & FY2018 - $73,407 each year. 336 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, bunker gear and medical supplies storage, etc., to accommodate 24-hour operation. Assumes 24/7 paid and volunteer staffing and reallocation of three rovers. Design completed in FY2013, construction scheduled to be completed in FY2014. Operating Impact: 9 FTE Personnel, Operations & Maintenance FY2014 - $177,705; FY2015 - $847,366; FY2016 - $870,518; FY2017 - $894,366; FY2018 - $918,928. Personnel — costs will be reduced with the consolidation of the Fire and EMS Departments. Fire Station #2 — Construction of a 10,200 sq. ft. station to house one 4-man Engine Crew, one 4-man Ladder Crew, and a 2-man Ambulance Crew, to include dorm rooms, restrooms, kitchen/dining area, offices and an exercise room, as well as three apparatus bays, bunker gear and medical supplies storage, and an EMS decontamination area. Design in FY2014. Operating Impact: 9 FTE Personnel, Operations & Maintenance FY2015 - $416,583; FY2016 - $856,318; FY2017 - $880,166; FY2018 - $904,728. City Hall Complex Renovations — A needs assessment and design is scheduled for FY2014. Construction to begin in FY2014. Portions of City Hall and the Community Center to be modified to accommodate Finance Department, Utility Billing and other General Government offices, and provide improved security for Permits and Community Development, Planning and Engineering to include a conference room. Modifications will incorporate recommendations included in the Business Security Survey performed by the Police Department and modifications or replacement of HVAC systems in the Community Center. Operating Impact: No financial impact during 5-year period ending FY2018. Fire Station #7 — Construction of a 10,200 sq. ft. station to house one 4-man Engine Crew and one 2-man EMS Ambulance Crew, to include dorm rooms, restrooms, kitchen/dining, offices and an exercise room. Equipment area to include three apparatus bays, bunker gear and medical supply storage, and an EMS decontamination area. This station is included in the Fire Station Location Plan approved by City Council in February 2012. Operating Impact: 9 FTE Personnel, Operations & Maintenance FY2016 - $428,159; FY2017 - $880,166; FY2018 - $904,728. Hillhouse Road Service Annex Phase II — In FY2014 a study will be conducted to determine current and future use of the Hillhouse and Orange Street Service Annexes and a business plan will be presented to the City Council for approval. Phase II includes a Fleet Maintenance facility for fuel disbursement, material storage and a wash bay. Operating Impact: Operations & Maintenance FY2016 through FY2018 - $45,413 each year. Fire Station #1 — Construction of an approximately 8,500 sq. ft. station to house personnel for Fire and EMS to accommodate a 24/7 schedule, including dorm space, kitchen and dining area, day room, offices, and exercise room. Also included are two double -deep apparatus bays (designed to add a third apparatus bay in the future), bunker gear and medical supplies storage, and an EMS decontamination area. This facility will replace a 44 year old station and will improve response times, and will be located on NE corner of McHard and Old Alvin Roads. Design scheduled for FY2018. Operating Impact: No financial impact during 5-year period ending FY2018. PARKS: _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 began in FY2013 and is scheduled to be completed April 2014. Operating Impact: 1 FTE Personnel, Operations & Maintenance FY2014 - $244,034; FY2015 - $368,954; FY2016 - $374,394; FY2017 - $375,876; FY2018 - $377,403. 337 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 began in FY2013 and is schedule to be completed FY2014. Operating Impact: 7 FTE Personnel, Operations & Maintenance FY2015 - $571,513; FY2016 - $524,617; FY2017 - $540,660; FY2018 - $551,838. 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 scheduled to begin FY2014 and to be completed in FY2015. Operating Impact: 1 FTE Personnel, Operations & Maintenance FY2015 - $91,200; FY2016 - $124,464; FY2017 - $126,104; FY2018 - $127,721. John Hargrove Environmental Complex (JHEC) Nature Trails — Project includes 2 miles of 8 ft. trails constructed of a combination of crushed granite and concrete in low lying areas, boardwalk, pedestrian bridge, fishing pier, picnic tables, benches, trash receptacles, drinking fountain and a paddle craft launching area. This project will provide the community with a learning opportunity on the benefit of recycling, green space and trees. Construction to begin in FY 2014. Operating Impact: Operations & Maintenance FY 2014 - $475,000; FY2015 - $950,000. Trail Connectivity Phase II — This is a continuation of the hike and bike trail project. Phase II connects Centennial Park, along Mary's Creek, Magnolia, and John Lizer Road to Independence Park. Construction is scheduled for completion in FY2013, with Phase III scheduled in FY2017. Phase II will connect Independence Park to FM518 (Broadway) via Pearland Parkway and Dixie Farm Road. Operating Impact: 1 FTE Personnel, Operations & Maintenance FY2014 - $55,512; FY2015 - $109,602; FY2016 - $115,996; FY2017 - $119,033; FY2018 - $122,326. Green Tee Terrace Trail — This project is from the Parks & Recreation Plan adopted by Council in December 2005 and listed as the number one priority for land acquisition and development. The trail is an extension of a 10 ft. hike & bike trail from the Pearland Library/City Hall to Barry Rose Road along the Clear Creek corridor, and is included in the 2013-2014 TIP (Transportation Improvement Program) and will be 80% federally funded. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: 4 FTE Personnel, Operations & Maintenance FY2018 - $139,061. Max Road Sports Complex — Phase II — Proposed improvements include the addition of 6 international size soccer fields, concession stand, playground and a covered area for gatherings. Approximately 1-3 fields will be lighted and the park will be located inside a detention facility. The sports complex will include a total of 12 fields, including softball and baseball, 4-6 lighted, and the parking lot will be extended. This project extends into FY2019 with design to begin in FY2017. Project currently unfunded. Operating Impact: No financial impact during 5-year period ending FY2018. 33 Shadow Creek Ranch Park Phase II — Project includes 8 lighted baseball fields, one soccer field, 12 tennis courts, parking a hike and bike trail around the fields, a playground, restroom, concession stands and shade structures. The Parks & Recreation Plan identifies this area of the community will require a multi -purpose sports complex to serve the anticipated growth of the area. This project extends into FY2019 with design to begin in FY2017. Project currently unfunded. Operating Impact: No financial impact during 5-year period ending FY2018. 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 FY2016. Operating Impact: No financial impact during 5-year period ending FY2018. STREETS: 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 - $6,892; FY2016 through FY2018 - $14,284 each year. Fite Road — Extend road 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 - $1,782; FY2016 through FY2018 - $5,845 each year. Smith Ranch Road (CR 94) — Extend road from two lanes of asphalt into 4 lanes divided, with raised medians, concrete curb and gutter, landscaping and storm sewer from Hughes Ranch Road to 2,040 ft. north of Broadway. Operating Impact: Operations & Maintenance FY2016 - $7,034; FY2017 - $14,067; FY2018 - $14,067. 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. Operating Impact: Operations & Maintenance FY2018 - $8,105. Bailey/Veterans 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 FY2016. Operating Impact: Operations & Maintenance FY2017 - $4,900-1 FY2018 - $9,801. Hughes Ranch Road (CR 403) — Reconstruction of two miles of H 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 FY2014 through FY2016 - $9,777 each year; FY2017 through FY2018 - $11,922 each year. CR59 Expansion — Widen CR59 between Business Center Drive and Kirby Drive to four lanes with a traffic signal at Kirby. This project will relieve the continued growth in the area and reduce delays during peak times. Per an Interlocal Agreement, Brazoria County will fund the design and 60% of the construction costs. Construction scheduled for FY2014. 339 Operating Impact: No financial impact during 5-year period ending FY2018. Old Alvin Road Widening — Reconstruction of approximately 1 mile of Old Alvin Road from Plum Street to McHard Road from a two lane asphalt to a four lane undivided curb and gutter roadway, a portion of which to have 6 ft. sidewalks. In addition, additional drainage will be adjacent to the Old Alvin water line project. Operating Impact: Operations & Maintenance FY2017 - $1,046; FY2018 - $4,183. Old Alvin Road Rehabilitation — Rehabilitation and widening of Old Alvin Road from McHard to Knapp Road will include sidewalks, drainage and turn lanes. Operating Impact: Operations & Maintenance FY2017 - $383; FY2018 - $510. 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. Operating Impact: Operations & Maintenance FY2017 - $20,660; FY2018 $41,319. Longwood Street Reconstruction — Replace existing paving on Longwood Street from FM518 (Broadway) to Myrtlewood Drive, 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. Project currently unfunded. Operating Impact: No financial impact during 5-year period ending FY2018. Grand Boulevard Reconstruction — Reconstruction approximately 1,300 ft. of Grand Boulevard from FM518 (Broadway) to Walnut Street from one lane each direction to a Boulevard with one lane each direction with angled parking. This project will implement the goals and objectives of the Old Townsite Plan. Project currently unfunded. Operating Impact: Operations & Maintenance FY2017 - $111; FY2018 - $221. Hughes Rand Road Expansion — Expand Hughes Ranch Road from Cullen Parkway to Stone Road, approximately 3,300 linear feet, from two to four lanes, undivided concrete curb and gutter, sidewalks and drainage. This project is in conformance with the City's Thoroughfare Plan, providing enhanced safety and access to Dawson High School, SH288 and the Max Road Sports Complex, and will complete improvements between current construction from Stone to Max Road and anticipated improvements between SH288 and Stone. Operating Impact: Operations & Maintenance FY2014 through FY2016 - $9,777; FY2017 & FY2018 - $11,922. Kirby Drive Expansion — Expand Kirby Drive from two lanes to four lanes from the Pearland Town Center north entrance to CR59 and will include concrete curb and gutter with sidewalks. This project fills a gap between FM518 (Broadway) and CR59 and improves safety and traffic access addressing for two Alvin ISD schools in the area. Operating Impact: Operations & Maintenance FY2016 - $580; FY2017 through FY2018 - $1,159 each year. 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 FY2015. Unfunded pending Safe Routes to School Grant. Operating Impact: No financial impact during 5-year period ending FY2018. Annual Traffic Intersection Improvements-- As the population continues to grow, intersections increasingly require traffic signals to relieve congestion and improve safety conditions. Funds in FY2014 will be used for a traffic signal at Garden Road and FM518 (Broadway). This project addresses one of the citizens' high priorities as indicated in a recent citizen survey. CDBG funds will be used in FY2014. Operating Impact: No financial impact during 5-year period ending FY2018. 340 WATER: Far NW Ground Storage Tank Expansion — Install a third 1.66 MGD ground storage tank, a second 15,000 gallon pressure tank and related piping and controls. Design scheduled for FY2017, construction in FY2018. Operating Impact: No financial impact during 5-year period ending FY2018. 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 through FY2018 - ($750,000) yearly. Savings in surface water rates due to different take point. SH35 Waterline — Install approximately 1.5 miles of 12" water line along SH35 from FM518 (Boradway) to south of Magnolia/John Lizer Roads. This will replace existing 6-8" water lines of asbestos concrete. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Phase I to be 10 MGD surface water plant, to ultimately become a 20 MGD plant. Design scheduled for FY2018. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: No financial impact during 5-year period ending FY2018. FM521 (Almeda Road) Waterline — Install 7,500 ft. of 16" water line along Almeda Road from FM518 (Broadway) to Mooring Pointer Road. Design in FY2015. Operating Impact: No financial impact during 5-year period ending FY2018. 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 through FY2018 - ($102,000) yearly. 341 WASTEWATER: Far NW Treatment Plant Expansion — Expand the existing 2.0 MGD treatment plant serving the area west of SH288 to 4.0 MGD, with possible conversion from a sequencing batch reactor plant to a conventional treatment process. Project includes the addition of effluent pumping capability to provide irrigation to Shadow Creek Ranch Park. During 2013, existing flows to this plant reached 70% of capacity on several occasions. TCEQ requires design for capacity increased to begin when flows reach 75% capacity for three consecutive years. Operating Impact: No financial impact during 5-year period ending FY2018. 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 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 - ($2,228); FY2016 through FY2018 - ($8,913) yearly. 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 - ($4,457); FY2016 through FY2018 - ($8,913) yearly. Southdown Treatment Plant Rehabilitation (Project 31A) — Rehabilitate influent lift station wet well, to include the replacement of pump discharge piping within the wet well, retrofit and rehab the two existing Parkson rotating fine screens, replace sludge airlift pump boxes in aeration basins with stainless steel, install process water sprayer assembly at existing clarifier, drain clarifier and replace corner sweeps on clarifier mechanism, install stamford baffles on square clarifiers, and repair sand filter. This will extend the life of the Southdown Treatment Plant and improve operations. Operating Impact: No financial impact during 5-year period ending FY2018. Longwood Service Area Phase II — Force main diversion from Liberty, Misty, Longherridge and Pirates Alley lift stations to the JHEC Treatment Plant. This diversion will reduce 8.6% flow to the Longwood Treatment Plan and is the first of several projects to begin removing flows from that plant. Operating Impact: No financial impact during 5-year period ending FY2018. JHEC Treatment Plant Extension — Expand existing 4.0 MGD treatment plant to 6.0 MGD to increase the capacity at the John Hargrove Environmental Center. This expansion is based on growth projections for the service area and additional flows that will be diverted to the JHEC plant from the Longwood Service area. Construction in FY2018. Operating Impact: No financial impact during 5-year period ending FY2018. Barry Rose Treatment Plant Expansion — Complete a preliminary engineering report to evaluate the timing and alternatives to expand the Barry Rose Treatment Plant from the existing 3.1 MGD to 4.5 MGD to serve a growing population in this service area. The plant is currently at 50% capacity. TCEQ rules require the initiation of engineering and financial planning to upgrade a wastewater treatment plant when the flow reach 75% of the plant capacity. Construction in FY2017. Operating Impact: No financial impact during 5-year period ending FY2018. Veterans Drive Lift Station — This project extends the trunk sewer south along Veterans Drive as far as Dare Road, with approximately 1,600 ft. of 12" line, 16,680 ft. of 18" line and 4,920 ft. of 24" line. This will allow gravity sewer for development south of Bailey road and will eliminate two lift stations. Design and construction scheduled for FY2016/FY2017. Operating Impact: Operations & Maintenance savings FY2017 - ($8,913); FY2018 — ($17,826). 342 Riverstone Ranch Oversizing — Oversizing of the Riverstone Ranch development sewer infrastructure in order to incorporate into the City's larger system. This project accomplishes a portion of the plan developed in the Longwood Wastewater Basin study to eliminate the need for an expansion or long-term operation of the Longwood Wastewater Treatment Plant. This project also eliminates three lift stations in the Green Tee subdivision. Operating Impact: Operations & Maintenance savings FY2017 - ($13,370); FY2018 - $17,826). West Oaks Lift Station Retirement — Abandonment of this lift station and installation of a new 12" gravity sewer line along Harkey Road for approximately 771 feet. Construction in FY2014. Operating Impact: Operations & Maintenance savings FY2014 - ($4,457); FY2015 through FY2018 - ($8,913) yearly. 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 through FY2018 - ($8,913) yearly. 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 - ($4,457); FY2015 through FY2018 - ($8,913) yearly. McHard Road Trunk Sewer — Install along McHard Road approximately 4,500 ft. of 24" trunk sewer from Cullen Boulevard to Southdown Treatment Plant, 5,800 ft. of 18" trunk sewer from Cullen Blvd. to Max Road, and approximately 4,000 linear ft. of 15" trunk sewer from Max Road to Garden Road. Construction in FY2017. Operating Impact: No financial impact during 5-year period ending FY2018. 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. Operating Impact: Operations & Maintenance savings FY2017 — ($11,884); FY2018 — ($17,826). 343 1 i 9 THIS PAGE INTENTIONALLY LEFT BLANK 344 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 related to salaries and benefits for a Juvenile Case Manager. The City charges a $1.00 fee for Class C misdemeanor convictions as well as a $1 Truancy fee, pursuant to Article 45.056 for the same. Traffic 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 parkland 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. University of Houston Operating — Fund created to account for the revenues and expenditures associated with a development lease agreement between the City, University of Houston, and Pearland Economic Development Corporation. University of Houston Capital Renewal — Fund created to account for the accumulation of capital renewal funds to be used for the replacement of FF&E pursuant to the lease agreement. Municipal Channel (PEG) — Fund created to account for the revenues and expenditures associated with equipment for public -access television broadcasting under rules set forth by the Federal Communications Commission (FCC). 345 COURT SECURITY FUND - 17 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 funded in 2012, in addition to operating costs. The proportional share of Securenet (software/hardware for building security) maintenance remains funded in fiscal year 2014. Court Efficiency (10% of time pay fees) is also part of this fund. The fund balance at 9/30/2014 is estimated to be $118,165. REVENUES FINES & FORFEITURES INTEREST INCOME TRANSFERIN TOTAL EXPENDITURES SALARY & WAGES MATERIALS & SUPPLIES MISCELLANEOUS SERVICES TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $ 61,958 $ 61,087 $ 62,950 $ 66,163 113 75 205 254 535 62,606 61,162 63,155 66,417 47,610 54,841 59,443 63,734 1,546 1,400 1,548 1,200 12,369 12,894 12,859 13,744 61,525 69,135 73,850 78,678 1,081 (7,973) (10,695) (12,262) 140,040 141,121 141,121 130,426 $ 141,121 $ 133,148 $ 130,426 $ 118,165 346 ACCOUNT NUMBER COURT SECURITY FUND - 17 REVENUES FY 2014 ADOPTED BUDGET FY 2012 ACCOUNT DESCRIPTION Actual FY 2013 Amended Budget FY 2013 Year End Projection FY 2014 Adopted Budget 017-0000-352.03-00 BUILDING SECURITY 56,195 55,687 56,450 59,273 017-0000-352.05-00 TIME EFFICIENCY FEES 5,763 5,400 6,500 6,890 *FINES & FORFEITURES 61,958 61,087 62,950 66,163 017-0000-356.00-00 INTEREST INCOME 113 75 205 254 *MISCELLANEOUS 113 75 205 254 017-0000-359.03-00 TRANSFER FROM FUND 18 535 *TRANSFER IN 535 TOTAL 62,606 61,162 63,155 66,417 Revenues vs Expenditures $90, 000 $80, 000 $73,850 $ 78,678 $70,000 $61,606 $61, 525 $61,162 $69,135 $63,155 $66,417 $60, 000 $50,000 $40,000 $30, 000 $20,000 $10,000 $0 Actual Amended Budget Year End Projection Adopted Budget FY 2012 FY 2013 FY 2013 FY 2014 ❑REVENUES ■EXPENDITURES 347 CITYWIDE DONATION FUND - 18 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 2013 total $23,598 and include funds for defibrillator mounts for ambulances in EMS, mobile gateways that allow for private wifi connection in the ambulances, a mobile data terminal in EMS, and $1,000 for materials for the Side -by -Side used for demonstrations by the Fire Marshal's department. Also included is $6,500 for a hydraulic bathing tub for use at the Animal Shelter. In fiscal year 2010 the City began collecting donations, via water bills, for the Westside Library. A total of $494 in donations for the Westside Library have been collected through September 2013. In fiscal year 2014 a total of $81,185 is budgeted for expenditures. A total of $39,625 is budgeted for a van with cages for Animal Control Mobile Adoptions/Events, and $20,560 for EMS to purchase computers in support of training and supplies, installation of vehicle mounted event recorders for drivers' safety and the installation of Knox Med Vaults for security of medications. A total of $21,000 is budgeted as a transfer to the General Fund for Animal Control expenses that include chemicals, vaccines, medical, animal food, and programs. This leaves the estimated amount available at 9/30/2014 for the Animal Shelter at approximately $11,830, $5,797 available for EMS, $3,128 for Police, $3,922 for Fire, $381 for Emergency Management, and $709 for the Westside Library. Fund Balance at 9/30/2014 is anticipated to be $27,880. REVENUES INTEREST INCOME MISCELLANEOUS DONATIONS SPONSORSHIPS TOTAL EXPENDITURES MATERIALS & SUPPLIES MAINTENANCE OF EQUIPMENT MISCELLANEOUS SERVICES INVENTORY TRANSFER TO FUND 17 TRANSFER TO FUND 10 CAPITAL OUTLAY TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $ 51 $ 33 $ 106 $ 106 32,893 30,980 30,560 30,526 286 33,230 31,013 30,666 30.632 5,189 1,000 11,044 10,675 1,453 280 2,250 8,457 17,793 6,054 20,560 535 21,000 4,749 6,500 28,670 22,633 18,793 23,598 81,185 10,597 12,220 7,068 (50,553) 60,768 71,365 71,365 78,433 $ 71,365 $ 83,585 $ 78,433 $ 27,880 CITYWIDE DONATION FUND -18 REVENUES FY 2014 ADOPTED BUDGET ACCOUNT NUMBER ACCOUNT DESCRIPTION FY 2012 Actual FY 2013 Amended Budget FY 2013 Year End Projection FY 2014 Adopted Budget 018-0000-356.00-00 INTEREST INCOME 51 33 106 106 "INTEREST 51 33 106 106 018-0000-358.00-00 MISCELLANEOUS 018-0000-358.01-00 DONATIONS 32,788 30,905 30,443 30,426 018-0000-358.01-02 WEST SIDE LIBRARY EXT 105 75 117 100 "MISCELLANEOUS DONATIONS 32,893 30,980 30,560 30,526 018-0000-338.02-00 SPONSORSHIPS 286 "SPONSORSHIPS 286 TOTAL 33,230 31,013 30,666 30,632 COURT TECHNOLOGY FUND - 19 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 2013, revenues were used to update the Court's software to accommodate the changes in volume and technology, pay for software maintenance on Automatic License Plate Recognition Systems (ALPRS), click2gov, and case management, pay an annual fee to access law enforcement warrant data, and the purchase of two scanners. Fiscal year 2014 expenditures of $77,790 continue to provide maintenance of various systems used by the court, the purchase of a projector, and additional funds needed for the full implementation of new court software. Fund Balance at 9/30/2014 is estimated to be $5,745. REVENUES FINES & FORFEITURES INTEREST INCOME TOTAL EXPENDITURES MATERIALS & SUPPLIES MISCELLANEOUS SERVICES MAINTENANCE OF EQUIPMENT INVENTORY CAPITAL OUTLAY TOTAL REVENUES OVER (UNDER) EXPENDITURES FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $ 74,945 $ 78,523 $ 74,600 $ 78,330 179 115 352 90 75,124 78,638 74,952 78,420 1,698 2,700 2,725 3,450 7,072 25,530 28,409 12,472 19,682 24,999 13,544 17,544 4,458 5,778 8,357 255,676 262,676 44,324 41,267 308,905 313,132 77,790 33,857 (230,267) (238,180) 630 FUND BALANCE - BEGINNING 209,438 243,295 243,295 5,115 FUND BALANCE - ENDING $ 243,295 $ 13,028 $ 5,115 $ 5,745 ACCOUNT NUMBER COURT TECHNOLOGY FUND - 19 REVENUES FY 2014 ADOPTED BUDGET FY 2012 ACCOUNT DESCRIPTION Actual FY 2013 Amended Budget FY 2013 Year End Projection FY 2014 Adopted Budget 019-0000-352.04-00 COURT TECHNOLOGY 74,945 78,523 74,600 78,330 "FINES & FORFEITURES 74,945 78,523 74,600 78,330 019-0000-356.00-00 INTEREST INCOME 179 115 352 90 "INTEREST 179 115 352 90 TOTAL 75,124 78,638 74,952 78,420 Revenues vs Expenditures $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50, 000 $0 FY 2012 Actual Amended Budget Year End Projection Adopted Budget FY 2013 FY 2013 FY 2014 ❑REVENUES ■EXPENDITURES 351 $308,905 $313,132 $75,124 $78,638 $74,952 $78,420 $77,790 $41,267 COURT JUVENILE MANAGEMENT FUND - 23 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 expenses 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. In fiscal year 2014, the rate will decrease to $1 per conviction, along with a $1 per conviction Truancy fee pursuant to Article 45.056. The revenues generated from this fee covers the cost of the Juvenile Case Manager. Fund Balance at 9/30/2014 is estimated to be $59,069. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES FINES & FORFEITURES INTEREST INCOME TOTAL EXPENDITURES SALARY & WAGES MISCELLANEOUS SERVICES TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING $ 72,529 $ 75,624 $ 74,600 $ 39,165 25 65 64 100 72,554 75,689 74,664 39,265 56,565 483 59,706 1,500 45,606 1,087 41,474 1,600 57,048 61,206 46,693 43,074 15,506 14,483 27,971 (3,809) 19,401 34,907 34,907 62,878 $ 34,907 $ 49,390 $ 62,878 $ 59,069 ACCOUNT NUMBER COURT JUVENILE MANAGEMENT FUND - 23 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2012 Amended ACCOUNT DESCRIPTION Actual Budget FY 2013 Year End Projection FY 2014 Adopted Budget 023-0000-352.00-00 FINES & FORFEITURES 72,529 75,624 74,600 39,165 *MISCELLANEOUS 72,529 75,624 74,600 39,165 023-0000-356.00-00 INTEREST INCOME 25 65 64 100 "INTEREST 25 65 64 100 TOTAL 72,554 75,689 74,664 39,265 353 TRAFFIC IMPROVEMENT FUND - 35 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 ADOPTED BUDGET OVERVIEW The Traffic Improvement Fund accounts for resources for traffic improvements. Funds are collected as a result of a traffic analysis performed for new developments. Traffic engineers 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. Fiscal year 2013 revenues total $231,773 and include $230,789 in traffic revenues that were being held in the City's General Fund that should have been recorded here. Projected expenditures total $157,907 and include $42,258 toward the Pearland Parkway Extension project, $90,547 toward CR 403-Hughes Ranch Road, and $25,102 toward Fite. Expenditures of $10,625 for fiscal year 2014 are anticipated to be used toward the Kirby Rd. project and a traffic signal at Garden Rd/FM 518. The fund balance at 9/30/2014 is estimated to be $656,219. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES MISCELLANEOUS $ $ $ 230,789 $ INTEREST INCOME 704 425 984 870 TOTAL 704 425 231.773 870 EXPENDITURES INTERFUND TRANSFER 42,258 157,907 10,625 TOTAL 42,258 157,907 10,625 REVENUES OVER (UNDER) EXPENDITURES 704 (41,833) 73,866 (9,755) FUND BALANCE - BEGINNING 591,404 592,108 592,108 665,974 FUND BALANCE - ENDING $ 592,108 $ 550,275 $ 665,974 $ 656,219 ACCOUNT NUMBER TRAFFIC IMPROVEMENT FUND - 35 REVENUES FY 2014 ADOPTED BUDGET FY 2012 ACCOUNT DESCRIPTION Actual FY 2013 Amended Budget FY 2013 Year End Projection FY 2014 Adopted Budget 035-0000-358.19-00 STREET ASSESSMENT REVENUE 230,789 'MISCELLANEOUS 230,789 035-0000-356.00-00 INTEREST INCOME 704 425 984 870 035-0000-356.06-00 UNREALIZED CAPITAL GAIN/LOSS "INTEREST 704 425 984 870 TOTAL 704 425 231,773 870 IL- 355 REGIONAL DETENTION FUND - 43 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 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 $24,750 was transferred in fiscal year 2012 for detention capacity at Hickory Slough and transferred to the Capital Projects Fund due to new development in Avalon Terrace. In fiscal year 2013, detention fees received include $10,425 from the First Church of Pearland and will be transferred to the Debt Service Fund toward payment of debt for East Mary's Creek. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES MISCELLANEOUS $ 6 $ 5 $ 12 $ REGIONAL DETENTION FEES 24,750 10,425 TOTAL 24,756 5 10,437 EXPENDITURES TRANSFER TO FUND 20 10,443 TRANSFER TO FUND 203 24,750 TOTAL 24.750 10.443 REVENUES OVER (UNDER) EXPENDITURES 6 5 -6 FUND BALANCE - BEGINNING 6 6 FUND BALANCE - ENDING $ 6 $ 11 $ $ 35 REGIONAL DETENTION FUND - 43 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 043-0000-335.65-00 MISCELLANEOUS 043-0000-356.00-00 INTEREST INCOME 6 5 12 *MISCELLANEOUS 6 5 12 043-0000-358.30-00 REGIONAL DETENTION FEES 043-0000-358.99-00 MISCELLANEOUS *REGIONAL DETENTION FEES TOTAL 24,750 10,425 24,750 24,756 5 10,437 357 HOTEL/MOTEL OCCUPANCY TAX FUND - 45 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 expenses 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. 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. Pearland is home to eleven hotels, totaling 859 rooms: Best Western, Hampton Inn, La Quinta, The Courtyard by Marriott, Comfort Suites, Hilton Garden Inn, Candlewood Suites, two Holiday Inn Express, Sleep Inn & Suites and Springhill Suites hotels. Hotel Occupancy Tax revenue is projected to be $1,056,209 in fiscal year 2013. Expenditures for fiscal year 2013 total $831,359. In fiscal year 2013, the contract with the Chamber of Commerce ended in February and the City's Convention and Visitors' Bureau (CVB) department was created, with the hiring of an Executive Director. Expenditures include a co-sponsorship of the first annual Pearland Crawfish Festival and $250,000 for leasehold improvements for the City's new CVB department. Fiscal year 2014 Hotel Occupancy Tax revenue is projected to be $1,148,088. Expenditures for fiscal year 2014 total $761,195. The budget includes continued co-sponsorship of the annual Pearland Crawfish Festival, office space rental at the Pearland Town Center, a new Sales and Events Manager position, CVB website re -design, and two new programs: 1. Familiarization trips for hosting planners and press to network for future business and showcasing Pearland, and 2. Workshops for hotels on front desk service and packaging. The budget also continues the rebate to Hilton Garden Inn toward the construction of the conference center. Fund balance 9/30/14 is estimated to be $2,518,379. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES HOTEL/MOTEL OCCUPANCY TAX INTEREST INCOME MISCELLANEOUS TOTAL EXPENDITURES SALARIES & WAGES MATERIALS & SUPPLIES MAINTENANCE OF EQUIPMENT MISCELLANEOUS SERVICES INVENTORY CAPITAL OUTLAY TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING $ 816,640 $ 930,059 $ 1,056,209 $ 1,148,088 1,470 1,023 2,808 3,000 77,000 818,110 931,082 1,136,017 1,151,088 83,134 71,343 219,178 40,115 40,114 71,200 12,875 12,875 6,075 449,174 443,198 457,027 462,542 75 20,000 2,200 230,000 449,174 579,397 831,359 761,195 936 351,685 304,658 389,893 1,454,892 1,823,828 1,823,828 2,128,486 $ 1,823,828 $ 2,175,513 $ 2,128,486 $ 2,518,379 HOTEUMOTEL OCCUPANCY TAX FUND - 45 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 045-0000-350.03-02 HOTEUMOTEL OCCUPANCY TAX 816,640 930,059 1,056,209 1,148,088 "OTHER TAXES 816,640 930,059 1,056,209 1,148,088 045-0000-356.00-00 INTEREST INCOME 1,470 1,023 2,808 3,000 045-0000-358.99-00 MISCELLANEOUS 77,000 "MISCELLANEOUS 1.470 1.023 79.808 3.000 TOTAL $1,Ann , 000 $1, 200, 000 $1,000,000 $800, 000 $600, 000 $400, 000 $200, 000 $0 FY 2010 Actual FY 2011 Actual FY 2012 Actual 818,110 931,082 1,136,017 1,151,088 Hotel/Motel Tax 5-Year History FY 2013 FY 2014 Projection Adopted Budget Revenuesys Expenditures $1.400, 000 $1.200,000 $1,136,017 $1,151,088 $1..000, 000 $931,082 $818,110 $831,359 $800,000 $761.195 $579,397 $600,000 $400,000 6$449�174 $200,000 $0 Actual Amended Projection Adopted FY 2012 Budget Year End Budget FY 2013 FY 2013 FY 2014 a REVENUES ■EXPENDITURES PARK DONATIONS FUND - 46 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 is allocated to specific events as identified with the donation or sponsorship, to supplement events, grants or park development. Funds are budgeted to supplement programs based upon the donations received. Fund Balance at 9/30/2014 is estimated to be $120,271. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES INTEREST INCOME $ 61 $ 40 $ 126 $ 100 DONATIONS 1,166 1,200 845 1,000 SPONSORSHIPS 80,043 80,000 94,000 80,000 TOTAL 81,270 81,240 94,971 81,100 EXPENDITURES PROGRAMS 63,954 70,640 74,500 71,500 TRANSFERS TOTAL 63,954 70,640 74,500 71,500 REVENUES OVER (UNDER) EXPENDITURES 17,316 10,600 20,471 9,600 FUND BALANCE - BEGINNING 72,884 90,200 90,200 110,671 FUND BALANCE - ENDING $ 90,200 $ 100,800 $ 110,671 $ 120,271 PARK DONATIONS FUND - 46 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 046-0000-356.00-00 INTEREST INCOME 61 40 126 100 *INTEREST 61 40 126 100 046-0000-358.01-00 DONATIONS 1,166 1,200 845 1,000 046-0000-358.02-00 SPONSORSHIPS 80,043 80,000 94,000 80,000 *MISCELLANEOUS 81,209 81,200 94,845 81,000 TOTAL 81,270 81,240 94,971 81,100 361 PARK & RECREATION DEVELOPMENT FUND - 47 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 FY 2013 total $398,042 and include $55,000 for the replacement of playground equipment and the sign at Pine Hollow Park, $30,000 to renovate restrooms at Independence and Rotary Parks, $5,000 for fencing at Independence Dog Park, $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. In addition, $221,677 was carried over from FY 2012 of which $126,990 was for design and development at Southgate Park, $79,687 for development at Cypress Village Park, $5,000 each for a sign at Pine Hollow and the dog park. Expenditures for FY 2014 include $48,700 for new signage at the following parks: Southgate, Centennial, Cypress Village, Creekside, Zychlinski, Hyde, Woodcreek, Aaron Pasternak Memorial Park, including $8,500 for a new sign at Southdown Park. The City planned to purchase a sign for Southdown during fiscal year 2013, but the cost of the sign increased from $5,000 to $8,500, therefore the $5,000 is eliminated from the FY 2013 projection and re -budgeted in FY 2014. Fund Balance at 9/30/2014 is estimated to be $541,263. Included is a map of the thirteen parkland zones. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES PARKLAND FEES/DONATIONS $ 65,308 $ 50,000 $ 75,996 $ 50,000 INTEREST INCOME 1,055 675 1,105 1,200 TOTAL 66,363 50,675 77,101 51,200 EXPENDITURES TRANSFER 27,280 CAPITAL OUTLAY 232,934 433,678 398,042 48,700 TOTAL 260,214 433,678 398,042 48,700 REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING (193,851) (383,003) (320,941) 21500 1,053,555 859,704 859,704 538,763 $ 859,704 $ 476,701 $ 538,763 $ 541,263 PARK & RECREATION DEVELOPMENT FUND - 47 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Budget Budget Projection Budget 047-0000-356.00-00 INTEREST INCOME 1,055 675 1,105 1,200 *INTEREST 1,055 675 1,105 1,200 047-0000-351.02-07 PARKLAND FEE 65,308 50,000 75,996 50,000 *LICENSES & PERMITS 65,308 50,000 75,996 50,000 TOTAL 66,363 50,675 77,101 51,200 _ SAlA Fq MN TOLLWAIMELT1 AYE _ T'(J E! HAm — o U7 06 ��►66 I'll, . . . . . . . . . . . . i E., lot 10 4ysT _ a 09 pILERO C't/ of Pea rl a n d 01 Centennial Park 09 Pine Hollow Park _ f, 02 Independence Park 10 Creekside Park ParkZones 03 Shadow Creek Ranch Nature Park 11 Aaron Pasternak Memorial Park 0 0.75 1.5 04 Woodcreek Park 12 Zychlinski Park 05 Woody Park 06 Cypress Village Park 13 Sonny Tobias Park Miles 14 Hunter Park - Parks City Limit ® ETJ 07 Corrigan Park 08 Hyde Park 15 Max Road Sports Complex .'°'°°° °'» `° """.E� 16 Southgate Park 17 Southdown Park a 1 I ))) I I i i)) l / i 1) 1 1 t t! 1 1 1 1 1 I TREE TRUST FUND - 49 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 ADOPTED BUDGET OVERVIEW 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 inches they have to mitigate. Funds can be used to plant and replace trees in City right-of-ways such as Pearland Parkway, in City parks, or for the tree farm at the John Hargrove Environmental Center. At the end of FY 2012 $250 was received from KPB for the Corkey Turner Legacy Tree, budgeted for expenditure in FY 2013. In addition, $10,950 is budgeted for the beautification and replacement of trees that were damaged due to drought, and $1,800 for the purchase of an air spade to prepare drainage around tree roots. In FY 2014, $5,000 is budgeted for further beautification and replacement of trees damaged from drought. Fund Balance at 9/30/2014 is estimated to be $532. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES MISCELLANEOUS $ 3,350 $ $ 250 $ INTEREST INCOME 13 3 25 25 TOTAL EXPENDITURES BUILDINGS & GROUNDS INVENTORY TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING 3.363 3 275 25 1,195 13,000 11,200 5,000 1,800 1,195 13,000 13,000 5,000 2,168 (12,997) (12,725) (4,975) 16,064 18,232 18,232 5,507 $ 18,232 $ 5,235 $ 5,507 $ 532 TREE TRUST FUND - 49 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 049-0000-356.00-00 INTEREST INCOME 13 3 25 25 *INTEREST 13 3 25 25 049-0000-358.31-00 TREE TRUST FUND 3,350 250 "MISCELLANEOUS 3,350 250 TOTAL 3,363 3 275 25 366 SIDEWALK FUND - 55 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 ADOPTED BUDGET 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. Fund Balance at 9/30/2014 is estimated to be $215,958. REVENUES INTEREST INCOME SIDEWALK REVENUE EXPENDITURES STREETS & DRAINAGE TRANSFERS OUT FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $ 167 $ 83 $ 295 $ 300 5,000 5,000 5,000 TOTAL 167 5,083 5,295 5,300 TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING 1,980 12,072 14.052 (13,885) 5,083 5,295 5,300 219,248 205,363 205,363 210,658 $ 205,363 $ 210,446 $ 210,658 $ 215,958 ACCOUNT NUMBER SIDEWALK FUND - 55 REVENUES FY 2014 ADOPTED BUDGET FY 2012 ACCOUNT DESCRIPTION Actual FY 2013 Amended Budget FY 2013 Year End Projection FY 2014 Adopted Budget 055-0000-356.00-00 INTEREST INCOME 167 83 295 300 *INTEREST 167 83 295 300 055-0000-358.32-00 SIDEWALK REVENUE 5,000 5,000 5,000 *MISCELLANEOUS 5,000 5,000 5,000 TOTAL 167 5,083 5,295 5,300 368 POLICE STATE SEIZURE FUND - 60 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 2013 included the replacement and training for Asa, one of two K9's, the purchase of a Covert audio & GPS system, a vehicle for the Forensic Analyst Officer, training for a second Officer, surveillance vehicle rental, and operations. In addition, the City budgeted $23,000 to replace the control units of the ALPR system. However, the vendor went out of business, so the funds will be requested to carry over to cover the cost of replacing the entire system in fiscal year 2014. Expenditures for fiscal year 2014 include the replacement and training for a second retiring K9, Nancy, surveillance car rentals, and informant monies. Additional funds are also budgeted to complete the purchase of the ALPR system. The projected fund balance at 9/30/14 is $43,442. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES INTEREST INCOME AUCTION SEIZURE FUNDS TOTAL EXPENDITURES MATERIALS & SUPPLIES EQUIPMENT MAINTENANCE MISCELLANEOUS CAPITAL IMPROVEMENT CAPITAL OUTLAY TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING $ 184 $ 115 $ 308 $ 132 75,919 95,370 50,000 14,456 15,000 171,473 50,115 14,764 15,132 717 3,500 11,900 18,803 2,400 23,500 500 500 35,123 71,739 59,740 59,740 21,549 4,995 4,995 0 8,085 24,391 52,883 23,690 67,874 128,125 130,018 102,733 103,599 (78,010) (115,254) (87,601) 142,698 246,297 246,297 131,043 $246,297 $168,287 $131,043 $ 43,442 369 POLICE STATE SEIZURE FUND - 60 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 060-0000-356.00-00 INTEREST INCOME 184 115 308 132 *INTEREST 184 115 308 132 060-0000-358.11-00 AUCTION 75,919 060-0000-358.25-00 SEIZED PROPERTY 95,370 50,000 14,456 15,000 *MISCELLANEOUS 171,289 50,000 14,456 15,000 TOTAL 171,473 50,115 14,764 15,132 FEDERAL POLICE FUND - 62 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 ADOPTED BUDGET OVERVIEW 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. Fiscal year 2014 includes $29,000 for 14 replacement tactical vests for SWAT. Projected fund balance at 9/30/2014 is $18,927. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES POLICE DRUG REVENUE $ 7,485 $ $ 15,667 $ INTEREST INCOME 24 20 49 50 EXPENDITURES WEARING APPAREL TOTAL TOTAL 7.509 20 15.716 50 00 REVENUES OVER (UNDER) EXPENDITURES 7,509 20 15,716 (28,950) FUND BALANCE - BEGINNING 24,652 32,161 32,161 47,877 FUND BALANCE - ENDING $ 32,161 $ 32,181 $ 47,877 $ 18,927 FEDERAL POLICE FUND - 62 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 062-0000-358.24-00 POLICE DRUG REVENUE 7,485 15,667 062-0000-356.00-00 INTEREST INCOME 24 20 49 50 `MISCELLANEOUS 7,509 20 15,716 50 TOTAL 7,509 20 15,716 50 GRANT FUND - 101 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 ADOPTED BUDGET OVERVIEW The Grant Fund is used to account for revenues and expenditures associated with federal, state, and local grants. Fiscal year 2013 grant revenues total $819,242. This includes $360,399 for six (6) full-time firefighters from the Federal Emergency Management Agency's SAFER grant program; $46,944 for recruitment and retention of volunteer firefighters; as well as $59,841 and $42,273 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 $19,400 from the Texas Commission on Environmental Quality (TCEQ) through Houston -Galveston Area Council for a vertical baler and two tilt hoppers. A total of $14,710 in matching funds is available from the Bureau of Justice Assistance - Bulletproof Vest Partnership for replacement of expired police protective equipment; and $11,189 for laptops and digital cameras for police training and investigations. A total of $43,319 was budgeted for revenues from Texas Division of Emergency Management for the City's Emergency Management Performance Grant, and $200,000 was awarded to the City from Texas Parks and Wildlife Department (TPWD) for the completion of Phase II - Trail Connectivity capital improvements. Interfund transfers and grant funding bring total revenues for fiscal year 2013 to $833,955. Fiscal year 2013 expenditures total $833,952. Fiscal year 2014 grant revenues total $373,238. This includes $43,319 for Emergency Management through EMPG and $64,687 from the Office of the Governor to fund a Crime Victim Liaison at Police; $41,849 from the Texas Office of Attorney General for a Crime Victim Specialist; $31,552 for year -three of a $146,802 four-year SAFER grant from FEMA for recruitment and retention of volunteer firefighters; and $50,406 for the October and November 2013 expenditures of 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 $14,425 in matching funds from the Bulletproof Vest Partnership - Bureau of Justice Assistance will be used to cover 50% of the costs of replacing 50 expiring ballistic protective vests for Pearland police officers. In addition, $120,000 in Solid Waste Recycling Grant funds from the Houston -Galveston Area Council will be used to purchase a glass crusher. Expenditures for fiscal year 2014 total $393,263. REVENUES GRANT REVENUE INTEREST INCOME INTERFUND TRANSFERS INTERGOVERNMENTAL MISCELLANOUS REVENUE TOTAL EXPENDITURES SALARY & WAGES MATERIALS & SUPPLIES MISCELLANEOUS SERVICES TRANSFERS CAPITAL OUTLAY TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING 373 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $ 834,116 $ 571,570 $ 819,242 $ 373,238 3 11,152 4,950 14,710 37,836 35,000 5,600 5,000 888.104 611.520 833.955 378.838 43,434 43,434 53,986 9,995 27,909 36,077 28,850 16,370 10,975 18,464 7,900 533,303 503,365 688,997 236,513 284,654 33,651 36,428 120,000 887,756 619,334 833,952 393,263 348 (7,814) 3 (14,425) 27,451 27,799 27,799 27,802 $ 27,799 $ 19,985 $ 27,802 $ 13,377 GRANT FUND - 101 REVENUES FY 2014 ADOPTED BUDGET ACCOUNT NUMBER ACCOUNT DESCRIPTION FY 2012 Actual FY 2013 Amended Budget FY 2013 Year End Projection FY 2014 Adopted Budget 101-0000-346.01-01 EMERGENCY MGT PERFORMANCE 43,968 43,434 43,319 43,319 101-0000-346.01-02 CITIZENS EMERG. RESPONSE TRAINING 1,700 12,384 101-0000-346.01-08 CRIME VICTIMS' ASSISTANCE GRANT 14,398 59,841 59,841 64,687 101-0000-346.01-09 HGAC SOLID WASTE GRANT 14,459 19,400 120,000 101-0000-346.01-14 RECREATIONAL TRAILS GRANT 100,000 200,000 101-0000-346.02-12 AFG/SAFER FIREFIGHTERS GRANT 265,253 337,646 360,399 50,406 101-0000-346.02-11 AFG/SAFER VOLUNTEER FIREFIGHTERS 29,891 46,944 46,944 31,552 101-0000-346.02-05 BULLETPROOF VESTS GRANT 13,266 14,710 14,425 101-0000-346.02-08 BYRNE MEMORIAL JAG GRANT 23,643 11,189 101-0000-346.02-09 EECBG - ENERGY GRANT 194,389 101-0000-346.02-10 BJA CRIMINAL JUSTICE GRANT 11,284 101-0000-346.04-01 PARKS & RECREATION GRANT 4,000 4,000 101-0000-346.03-00 LOCAL GRANTS 21,334 101-0000-346.03-06 HGAC STARS MONUMENT GRANT 64,877 498 101-0000-346.01-15 OAG-OVAL GRANT 37,740 42,273 42,273 41,849 101-0000-346.01-17 TEXAS FORESTRY SVC TIFMAS GRANT 6,921 6,500 7,000 101-0000-346.01-18 TXDOT/HGAC DWI GRANT 10,667 101-0000-346.03-04 SETRAC GRANT 15,543 *GRANT REVENUE 834,116 571,570 819,242 373,238 101-0000-356.00-00 INTEREST INCOME *INTEREST 3 3 101-0000-359.99-00 FROM FUND 10 11,152 4,950 14,710 *INTERFUND TRANSFERS 11,152 4,950 14,710 101-0000-357.01-01 BULLET PROOF VEST 2,836 101-0000-357.02-01 STATE - DEPT OF STATE HEALTH SVS 35,000 35,000 5,600 *INTERGOVERNMENTAL 37,836 35,000 5,600 101-0000-358.99-00 MISCELLANOUS REVENUE *MISCELLANOUS REVENUE TOTAL 5,000 5,000 888,104 611,520 833,955 378,838 374 r r r GRANT FUNDS - 101 GOALS Obtain federal, state, local and private grants, contracts and other monetary or non -monetary awards that increase or enhance City services, infrastructure, equipment or personnel. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ Applied for 9 grants totaling $834,600; awarded 8 grants totaling $721,268. ♦ Administered 14 active grants totaling $2.7 million in 6 City departments. ♦ Secured funding for the installation of a traffic signal in the Pearland Community Development Block Grant (CDBG) targeted area. ♦ Received a $200,000 matching grant award to construct 2.75 miles of concrete trail connecting Centennial Park and Independence Park. ♦ Received funding from the Houston -Galveston Area Council for a baler and two tilt -hoppers for the City's Stella Roberts Recycling Center. FISCAL YEAR 2014 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. ♦ Build local consensus and support for the priorities identified in the City's completed Safe Routes to School Plan, monitoring for State and federal funding opportunities and preparing any applicable grants applications. PERFORMANCE MEASURES FY 2011 FY 2012 FY 20131 FY 2014 Actual Actual Projection Target Number of grant applications submitted 12 10 9 12 Value of grant applications submitted (excludes local match) $1,862,282 $2,042,829 $834,600 $2,000,000 Number of grants awarded' 9 6 8 10 Number of grants not awarded/pending notification 3 6 1 4 Number of current active grants 20 16 14 16 Amount of current fiscal year grants $1,852,438 $3,111,847 $2,751,467 $3,000,000 Percent of grants in compliance with reporting requirements 100% 100% 100% 100% Number of departments receiving grant funds 9 6 6 6 Operating grants awarded as percent of GF & W&S budget 2.3% 3.7% 2.0% 3.6% Number of grant programs/projects completed 7 5 12 9 Number of jobs created/retained through grant funds 4 7 3 3 'Grants may be awarded during a fiscal year following the fiscal year that the application is submitted. FY 2013 375 COMMUNITY DEVELOPMENT GRANT FUND - 111 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 2013 expenditures of $659,605 include $106,229 for use by social services agencies, which includes $31,189 carryover expenditures from the prior program year for completion of the Forgotten Angels installation of a fire sprinkler system at its Day Hab Center, $40,000 for a 1,000 square foot facility space expansion at Forgotten Angels Day Hab Center, $20,040 for a workforce development program at Adult Reading Center, and $15,000 for emergency subsistence payments to be disbursed by the Pearland Neighborhood Center. A total of $56,964 is projected for planning and administration. Other construction -related expenditures include $323,744 for the installation of sidewalk and drainage on Westchester Circle, $1,250 for completion of an ADA-compliant entrance ramp at Adult Reading Center, and $145,262 for the installation of sidewalk and drainage on East Orange and North Washington streets in Pearland's Old Townsite. An allocation of $7,552 was made to the City's Parks and Recreation Department for installation of ADA-compliant doorways and a pool lift at its Natatorium. A total of $18,758 in prior year unexpended funding is being re -allocated into the funds available for the CDBG Program Year 2011 Westchester Circle Sidewalk and Drainage project. Fiscal year 2014 CDBG allocation totals $333,253. A total of $35,040 is budgeted for public services and $66,650 for planning and administration. A total of $231,563 will be used for local construction and facility improvements in CDBG-eligible target areas. Of this amount, $6,004 is scheduled to be allocated to the Adult Reading Center for its parking lot improvement project, and the remaining $225,559 for installation of a 4-way traffic signal at the intersection of Garden and FM518/Broadway. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget REVENUES GRANT REVENUE $ 344,743 $ 659,712 $ 659,759 $ 333,253 TOTAL EXPENDITURES MISCELLANEOUS SERVICES TRANSFERS CAPITAL OUTLAY TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING 344,743 659,712 659,759 333,253 49,751 71,840 65,350 56,240 46,474 369,194 271,009 266,516 541,398 225,061 6,004 344,743 659,712 659,605 333,253 154 212 212 212 366 $ 212 $ 212 $ 366 $ 366 AM 376 COMMUNITY DEVELOPMENT GRANT FUND - 111 REVENUES FY 2014 ADOPTED BUDGET FY2013 FY 2013 FY 2014 FY2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 107-0000-357.01-05 CDBG GRANT FUNDS PY2009 207,755 108-0000-357.01-05 CDBG GRANT FUNDS PY2009 32,605 1,202 1,250 109-0000-357-01-05 CDBG GRANT FUNDS PY2010 104,383 373,692 373,691 110-0000-357.01-05 CDBG GRANT FUNDS PY2011 284,818 284,818 111-0000-357.01-05 CDBG GRANT FUNDS PY2012 333,253 *GRANT REVENUE 344,743 659,712 659,759 333,253 TOTAL 344,743 659,712 659,759 333,253 377 UNIVERSITY OF HOUSTON FUND - 140 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 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. 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. UH share is 74.85% and PEDC is 25.15%. 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. Fiscal year 2013 expenditures exceed budget by $64,313 due to $34,670 for the replacement of the a/c unit supporting the server room and $38,000 in reimbursements to participants based on true -up of actual costs versus lease payments. The replacement of the a/c unit will be funded from the capital renewal fund. Fund balance at 9/30/2014 is $181. REVENUES MISCELLANEOUS INTEREST INCOME TRANSFERSIN FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $ 184,665 $ 193,456 $ 187,211 $ 193,407 57 35 50 50 '_ 62,426 65,002 104,445 64,990 .11� TOTAL 247,148 258,493 291,706 258,447 EXPENDITURES ^ PERSONNEL 33,984 35,320 31,479 43,577 MATERIALS & SUPPLIES 5,742 7,105 5,550 5,600 MAINTENANCE OF BUILDINGS & GROUNDS 20,606 22,239 57,910 23,240 MISCELLANEOUS SERVICES 157,014 193,794 227,832 185,849 TRANSFERS OUT TOTAL 217,346 258,458 322,771 258,266 _ REVENUES OVER (UNDER) EXPENDITURES 29,802 35 (31,065) 181 FUND BALANCE - BEGINNING 1,263 31,065 31,065 FUND BALANCE - ENDING $ 31,065 $ 31,100 $ $ 181 UNIVERSITY OF HOUSTON FUND - 140 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 140-0000-356.00-00 INTEREST INCOME 57 35 50 50 *INTEREST 57 35 50 50 140-0000-358.85-00 LEASE REVENUES - U OF H 182,860 193,456 187,211 193,407 140-0000-358-99-00 MISCELLANEOUS 1,805 *MISCELLANEOUS 184,665 193,456 187,211 193,407 140-0000-359.99-00 FROM FUND 10 6,880 140-0000-359.01-00 FROM FUND 15 62,426 65,002 62,895 64,990 140-0000-359.00-00 FROM FUND 141 34,670 *INTERFUND TRANSFER 62,426 65,002 104,445 64,990 TOTAL 247,148 258,493 291,706 258,447 379 UNIVERSITY OF HOUSTON CAPITAL RENEWAL FUND - 141 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 completed in June/July 2010. The lease agreement establishes a Capital Renewal Fund with contribution of 1 % of replacement value of the building to begin in Year 4 through Year 5 and a 2% contribution beginning in Year 6. Fiscal Year 2014 begins Year 4 with contribution required. The actual cost of the project was less than anticipated, resulting in a savings of $321,862. Using the same pro-rata share for the total project costs allocation , UofH at 66.64%, PEDC at 11.22%, and the City at 22.14%, the funds will be moved to the Capital Renewal Fund. A portion of the City's total, $47,442, was transferred back to the City Debt Service Fund in fiscal year 2012, leaving a balance of $274,420 to be allocated. A chart showing the allocation to each participate by year is provided. UofH and PEDC is paid through December 2016, the City through March 2015. Fund balance ending 9/30/14 is $239,750. REVENUES TRANSFERSIN TOTAL EXPENDITURES TRANSFER TO FUND 140 TOTAL REVENUES OVER (UNDER) EXPENDITURES FUND BALANCE - BEGINNING FUND BALANCE - ENDING 2013 2013 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $ 274,420 274,420 34,670 34,670 239,750 239,750 $ 239,750 $ 239,750 UNIVERSITY OF HOUSTON - CAPITAL RENEWAL FUND REVENUES AND ALLOCATIONS FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 141-0000-359.18-00 FROM FUND 50 214,489 141-0000-359.41.01 FROM FUND 140 - UofH Share 36,113 141-0000-359.01-01 FROM FUND 015 - PEDC Share 23,818 "INTERFUND TRANSFER 274,420 TOTAL 274,420 ALLOCATION BY YEAR - TO U of H CAPITAL RENEWAL FUND UofH PEDC C 2013-2014 47,947.48 8,072.79 15,929.73 2014-2015 47,947.48 8,072.79 7,888.41 2015-2016 95,894.96 16,145.58 2016-2017 22,698.92 3,821.76 Paid Thru Dec-16 Dec-16 Mar-15 381 MUNICIPAL CHANNEL (PEG) FUND - 145 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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 are received quarterly. Expenditures in fiscal year 2013 include two 70 inch monitors, wall mounts, ceiling mics and speakers, procession systems, amplifier, wireless touch panels, DVI scaler and transmitter, receiver, camera and supplies, and other miscellaneous equipment. Fiscal year 2014 expenditures include two cameras, microphone, power supply, transmitter, and granicus unit for the second floor conference room to stream P&Z meetings, funding for additional equipment and maintenance, if needed, in the council chambers, camera and camera related supplies, and two laptop computers. Fund balance at 9/30/2014 is anticipated to be $450,368. REVENUES FRANCHISE FEES INTEREST INCOME TOTAL EXPENDITURES MATERIALS & SUPPLIES MISCELLANEOUS SERVICES INVENTORY CAPITAL OUTLAY TOTAL REVENUES OVER (UNDER) EXPENDITURES FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget $ 146,988 $ 226,000 $ 243,996 $ 233,600 20 260 150 505 147,008 226,260 244,146 234,105 4,373 1,700 3,131 10,800 585 3,000 13,078 9,000 18,727 14,700 44,346 59,095 47,151 15,000 62,382 69,795 72,009 40,500 84,626 156,465 172,137 193,605 FUND BALANCE - BEGINNING 84,626 84,626 256,763 FUND BALANCE - ENDING $ 84,626 $ 241,091 $ 256,763 $ 450,368 MUNICIPAL CHANNEL (PEG) FUND - 145 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 145-0000-350.04-08 IN -KIND PEG FEES 146,988 226,000 243,996 233,600 *FRANCHISE FEES 146,988 226,000 243,996 233,600 145-0000-356.00-00 INTEREST INCOME 20 260 150 505 *INTEREST 20 260 150 505 TOTAL 147,008 226,260 244,146 234,105 383 .. � r 'h v` '< � � �. ,-. ar"ik `b'�:' �ij x=:, � _ "'�'r*. sxr�ft '�i!,!c`3s3 •2'" ';.,;: THIS PAGE INTENTIONALLY LEFT BLANK 384 PROPERTY/LIABILITY INSURANCE FUND - 95 REVENUES AND EXPENSES FY 2014 ADOPTED BUDGET REVENUES FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 095-0000-359.09-00 TRANSFER FROM FUND 030 291,739 259,966 259,966 339,064 095-0000-359.99-00 TRANSFER FROM FUND 010 663,834 800,046 875,046 926,824 *TRANSFERS 955,573 1,060,012 1,135,012 1,265,888 095-0000-358.45-00 INSURANCE REIMBURSEMENTS 163,055 100,000 100,000 90,000 095-0000-358.99-00 MISCELLANEOUS 5,341 *INSURANCE RECOVERY/MISC. 163,055 100,000 105,341 90,000 095-0000-356.00-00 INTEREST INCOME *INTEREST TOTAL EXPENSES 30 40 40 50 30 40 40 50 1,118,658 1,160,052 1,240,393 1,355,938 ACCOUNT NUMBER ACCOUNT DESCRIPTION FY 2012 Actual FY 2013 Amended Budget FY 2013 Year End Projection FY 2014 Adopted Budget 095-0000-555.01-01 GENERAL LIABILITY INSURANCE 28,081 46,538 41,141 50,397 095-0000-555.01-02 ERRORS AND OMISSIONS INSURANCE 40,132 62,674 65,456 74,840 095-0000-555.01-03 PUBLIC EMPLOYEE DISHONESTY INS 3,158 3,118 3,175 3,225 095-0000-555.01-04 ANIMAL MORTALITY INSURANCE 2,220 2,176 2,220 2,270 095-0000-555.01-05 LAW ENFORCEMENT LIABILITY 43,192 65,340 67,406 71,869 095-0000-555.03-01 PROPERTY INSURANCE 67,236 73,502 75,013 81,578 095-0000-555.03-02 WINDSTORM DAMAGE INS 507,609 570,000 632,587 641,006 095-0000-555.03-03 AUTOMOBILE LIABILITY 64,104 66,136 97,836 112,169 095-0000-555.03-04 AUTO DAMAGE 78,318 80,532 85,758 92,043 095-0000-555.03-05 PROPERTY XS WIND 72,318 72,948 88,374 92,793 095-0000-555.03-06 MOBILE EQUIPMENT 11,341 11,115 10,733 12,518 095-0000-555.03-07 COASTAL WIND 13,912 13,987 12,656 15,420 095-0000-555.03-08 SEWAGE BACK-UP 11,986 11,986 15,010 15,760 *MISCELLANEOUS SERVICES 943,607 1,080,052 1,197,365 1,265,888 095-1270-556.03-00 CLAIMS 73,460 85,623 120,000 90,000 *CLAIMS 73,460 85,623 120,000 90,000 095-1270-564.01-00 $1,000 - $4,999 4,516 *INVENTORY 4,516 095-1270-553.01-00 BUILDINGS & GROUNDS 35,144 4,500 *BUILDINGS & GROUNDS 35,144 4,500 TOTAL 1,056,727 1,165,675 1,321,865 1,355,888 387 MEDICAL SELF INSURANCE FUND - 99 SUMMARY OF REVENUES, EXPENSES, AND NET ASSETS FY 2014 ADOPTED BUDGET 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 $6.1 million effective October 1, 2013. The maximum aggregate stop loss reimbursement to the City is unlimited once claims reach $6.1 million. In fiscal year 2013, it is anticipated that claims will be $4.9 million, slightly below the City's current aggregate stop loss of $5.5 million and as such increases the aggregate stop loss for FY 2014, and associated fees. The City bid out third -party administration and medical insurance to ensure the City and employees are getting services with effective rates. The City budgeted no increase in medical premium contributions for fiscal year 2013, but will see an increase in premiums of 5.1 % for FY 2014 based on the plans offered, and this increase has been built into the budget. 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, this would equate to approximately $955,303. The City, over a 2-year period, contributed $1,175,000, by transferring monies from the City's General Fund and Water/Sewer Fund based on the number of employees to fund the reserve, however, claims were higher than anticipated in fiscal year 2013. Fiscal year 2014 estimated contributions total $5,499,401, and expenses total $5,505,785, of which $4.6 million is anticipated claims. Ending net assets at 9/30/2014 is anticipated to be $514,087, shy of the $955,000 reserve target. Through the City's wellness program established to mitigate health care costs, the City believes these efforts will reduce future claims, resulting in an ending net assets number near the targeted reserves. FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget OPERATING REVENUES INTEREST INCOME $ 243 $ 100 $ 500 $ 490 CONTRIBUTIONS 4,876,018 5,666,167 5,170,914 5,499,401 TRANSFERS 500,000 675,000 675,000 TOTAL 5,376,261 6,341,267 5,846,414 5,499,891 OPERATING EXPENSES CLAIMS AND FEES 5,199,573 5,815,923 5,649,715 5,485,785 MISCELLANEOUS 42,614 60,000 20,000 20,000 TOTAL 5,242,187 5,875,923 5,669,715 5,505,785 REVENUES OVER (UNDER) EXPENSES 134,074 465,344 176,699 (5,894) BEGINNING NET ASSETS 209,208 343,282 343,282 519,981 ENDING NET ASSETS $ 343,282 $ 808,626 $ 519,981 $ 514,087 Im MEDICAL SELF INSURANCE FUND - 99 REVENUES AND EXPENSES FY 2014 ADOPTED BUDGET REVENUES FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 099-0000-356.00-00 INTEREST INCOME 243 100 500 490 *INTEREST 243 100 500 490 099-0000-358.50-01 CITY AND EMPLOYEE CONTRIBUTIONS 099-0000-358.50-02 RETIREE AND COBRA CONTRIBUTIONS 099-0000-358.99-00 MISCELLANEOUS "CONTRIBUTIONS 099-0000-359.09-00 TRANSFER FROM FUND 030 099-0000-359.99-00 TRANSFER FROM FUND 010 *TRANSFERS TOTAL 4,765,609 5,597,197 4,915,590 5,412,972 77,297 68,970 76,231 86,429 33,112 179,093 4,876,018 5,666,167 5,170,914 5,499,401 85,000 114,750 114,750 415,000 560,250 560,250 500,000 675,000 675,000 5,376,261 6,341,267 5,846,414 5,499,891 EXPENSES FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 099-1040-555.10-01 ADMINISTRATIVE FEE 866,383 1,053,123 734,215 842,907 099-1040-555.10-08 HEALTH PORTABILITY ACT 57,426 099-1040-555.10-02 MEDICAL INSURANCE CLAIMS 4,333,190 4,762,800 4,915,500 4,585,452 'CLAIMS 5,199,573 5,815,923 5,649,715 5,485,785 099-1040-556.28-00 WELLNESS PROGRAM 42,614 60,000 20,000 20,000 "MISCELLANEOUS SERVICES 42,614 60,000 20,000 20,000 TOTAL 5,242,187 5,875,923 5,669,715 5,505,785 I 1 .€?`, tr:.F , ;'�sxi3 a n".. ,e`Ji�'A?, � .:�-;•• ...:..i -A ., 6'�s9 ..6 "� � `; - 5 .,}' "�- 1 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 Pearland Economic Development Corporation (PEDC) is committed to enhancing our community's economic vitality through the attraction, retention and expansion of primary employers. PEDC works to ensure our business climate and built environment' strongly support these efforts by focusing on aesthetics, infrastructure, quality of life, image, workforce and quality development, and redevelopment of key Pearland districts and corridors. President of EDC'* Office Supervisor Director of Vice -President Redevelopment Marketing of EDC Manager *Reports to the City Manager & PEDC Board 'Built environment refers to human -made (non -natural) improvements such as infrastructure, buildings, parks, etc. PEARLAND ECONOMIC DEVELOPMENT FUND - 15 SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE FY 2014 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. Fund balance at 9/30/14 after reserves for debt payoff is $10,902,820 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted Actual Budget Projection Budget OPERATING REVENUES Sales Tax $ 7,337,389 $ 7,496,477 $ 8,068,589 $ 8,673,733 Interest Income 34,160 27,009 36,937 38,500 Miscellaneous 458,353 424,648 438,445 414,648 TOTAL 7,829,902 7,948,134 8,543,971 9,126,881 OPERATING EXPENDITURES Operating 1,019,048 1,478,900 1,358,527 1,738,407 Operating Transfers 165,638 216,440 214,333 178,782 Bond Payments 2,044,742 2,057,764 2,045,585 2,054,024 Inventory 3,495 5,000 2,464 5,000 Capital Outlay 5,000 5,000 48,000 TOTAL 3,232,923 3,763,104 3,625,909 4,024,213 REVENUES OVER/(UNDER) EXPENDITURES 4,596,979 4,185,030 4,918,062 5,102,668 OTHER FINANCING SOURCES (USES) Transfers in Capital Transfers Out Incentives Bond Proceeds TOTAL NET CHANGE IN FUND BALANCE FUND BALANCE - BEGINNING (Before Reserves) DEBT SERVICE RESERVES DEBT PAY-OFF (Cumulative) (3,148,493) (2,625,920) (375,441) (2,152,000) (1,677,600) (2,794,889) (375,441) (5,300,493) (4,303,520) (2,794,889) 4,221,538 (1,115,463) 614,542 2,307,779 9,240,157 13,461,695 13,461,695 14,076,237 (665,254) (665,254) (665,254) (1,467,478) (2,966,773) (3,081,196) (4,815,942) FUND BALANCE - ENDING $ 11,994,217 $ 8,714,205 $ 10,329,787 $ 10,902,820 Fiscal Year 2012-2013 — Operating Revenues are projected to be $8,543,971, $595,837 higher than the amended budget. The increase over the amended budget is due to improvements in sales tax revenue, projected at $8,068,589, $572,112, or 7.6%, over the amended budget due to increasing consumer confidence and continued growth in the commercial/retail sector. Operating Expenditures and Other Financial Uses for fiscal year 2012-2013 are projected to be $7,929,429, $1,134,168 less than the amended budget, mainly due to anticipated savings in business incentives and in the construction of Business Center Drive. Business Incentives are lower than anticipated by $474,400, 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 2012-2013. $2,625,920 is anticipated to be transferred to the capital project fund for Business Center Drive, $522,573 less than the amended budget. A reserve of $665,254 is set aside for debt service reserves associated with the 2010 bond sale for the CSI facility. Available fund balance at 9/30/2013 is $10,329,787, after $3,081,196 is reserved for pay-off of Series 2010 debt in 2015. This is $1.6 million greater than budgeted. Fiscal Year 2013-2014 — Operating Revenues are estimated to be $9,126,881, of which $8,673,733, or 95%, is from sales tax remittances. Sales tax is estimated to increase by $605,144, or 7.5%, from the fiscal year 2012- 2013 projection. It increases by 18.2% over the fiscal year 2011-2012 actual. A total of $414,000 budgeted in miscellaneous revenue is anticipated from rent payments from the CSI facility. Interest income is anticipated at $38,500. Operating Expenditures and Other Financial Uses totaling $6,819,102 are $1,110,327, or 14% greater than the fiscal year 2012-2013 projection. Operating Expenditures include $2.1 million for bond payments and $178,782 in transfers, which include operating costs for office space in the University of Houston-Pearland Campus. Lease cost for the office space is also included in the budget. Remaining expenditures cover staff and economic development, retention and development programs. Other Financing Uses of $2,794,889 are $1.5 million less than the fiscal year 2012-2013 projection as there is no capital transfer budgeted for fiscal year 2014. Total Revenues over total Expenditures is $2,307,779 and is available for capital projects and business incentives. Available fund balance at 9/30/14 is estimated to be $10,902,820, a draw -down of available fund balance by $573,033, after $4,815,942 is reserved for Debt Pay -Off. The goal is to set aside 20% of sales tax annually so that by 2015 the Corporation can call and pay off the Series 2010 bonds, estimated at $6.735 million. 394 PEARLAND ECONOMIC DEVELOPMENT FUND - 15 REVENUES FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted ACCOUNT NUMBER ACCOUNT DESCRIPTION Actual Budget Projection Budget 015-0000-350.02-01 SALES TAX 7,337,389 7,496,477 8,068,589 8,673,733 *SALES TAXES 7,337,389 7,496,477 8,068,589 8,673,733 015-0000-356.00-00 INTEREST 27,991 27,009 36,937 38,500 015-0000-356.06-00 UNREALIZED CAPITAL GAINS 6,169 *INTEREST 34,160 27,009 36,937 38,500 015-0000-358-04-00 BUILDING RENT 414,000 414,000 414,000 414,000 015-0000-358-15-00 SALE OF PROPERTY 2,313 015-0000-358.99-00 MISCELLANEOUS 42,040 10,648 24,445 648 *MISCELLANEOUS 458,353 424,648 438,445 414,648 TOTAL 7,829,902 7,948,134 8,543,971 9,126,881 5 PEARLAND ECONOMIC DEVELOPMENT FUND -15 EXPENDITURE AND STAFFING SUMMARY BY DEPARTMENT FY 2014 ADOPTED BUDGET FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted EXPENDITURES BY DEPT/DIVISION Actual Budget Projection Budget Salaries & Wages 413,481 514,287 436,417 564,543 Materials & Supplies 5,216 7,250 6,972 7,750 Maintenance, Buildings & Grounds 1,100 2,000 2,000 2,000 Equipment Maintenance 11,790 7,600 6,600 7,600 Services 587,461 947,763 906,538 1,156,514 Incentives 375,441 2,152,000 1,677,600 2,794,889 Transfers 165,638 3,364,933 2,840,253 178,782 Bond Payments 2,044,742 2,057,764 2,045,585 2,054,024 Inventory 3,495 5,000 2,464 5,000 Capital 5,000 5,000 48,000 TOTAL 3,608,364 9,063,597 7,929,429 6,819,102 FY 2013 FY 2013 FY 2014 FY 2012 Amended Year End Adopted STAFFING BY CLASSIFICATION Actual Budget' Projection Budget President of EDC 1 1 1 1 Vice -President of EDC 1 1 1 1 Director of Marketing 1 1 1 1 Old Townsite ED Coordinator 1 1 Redevelopment Coordinator 1 1 Office Supervisor 1 1 1 1 TOTAL 'Same as Adopted Budget, unless where noted 5 5 5 5 PEARLAND ECONOMIC DEVELOPMENT CORPORATION FUND — 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. These efforts should improve the appearance and enhance the image of Pearland to its citizens and to individuals outside the area. FISCAL YEAR 2013 ACCOMPLISHMENTS ♦ In FY 2012/13 to date we have opened 25 business recruitment projects and hosted 26 meetings with new potential primary employers. Major announcement included Dover Energy building a 150,000 square foot office and manufacturing facility that will bring 200 new jobs to our community. ♦ In FY 2012/13 to date we have opened 9 business retention and expansion projects. Conducted 41 meetings with existing employers. ♦ In FY 2012/13 BizConnect has conducted 12 visits to date. Chamber is working with staff to develop a welcome packet for new employees of Ref -Chem, Kelsey-Seybold, Merit and Dover. ♦ 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 288. ♦ PEDC successfully led the effort to create a management district in the 288 corridor to improve the overall appearance of the corridor. ♦ Continued to work with the City and Lower Kirby Management District on the utilization of the TxDOT drainage ditch for a regional detention solution. TXDOT has given preliminary approval for the City to utilize drainage channel. City Council in 2013 also approved the form based code for the Lower Kirby area as part of the City's comprehensive plan. ♦ Completed a six month process resulting in a new economic development strategic plan for the community called Pearland Vision 20/20. The plan, which focuses on nine strategic areas, was approved unanimously by the project Steering Committee, PEDC and City Council. ♦ Developed a new mission statement for the PEDC that is reflective of the various elements of the new strategic plan. The final mission statement was approved by the PEDC Board of Directors at their May 23, 2013 meeting. FISCAL YEAR 2014 OBJECTIVES ♦ Begin implementation of the Pearland Vision 20/20 Strategic Plan. ♦ 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 a new economic development strategic plan. 397 PEARLAND ECONOMIC DEVELOPMENT CORPORATION FUND - FUND 15 PERFORMANCE MEASURES FY 2011 FY 2012 FY 2013 Actual Actual Projection FY 2014 Target Number of announced projects 7 10 5 7 Attraction 5 6 4 5 Retention 2 4 1 2 Number of new projects 77 46 55 44 Attraction 56 24 25 25 Retention 5 3 8 4 Developers 16 19 22 15 New Projects by Industry: Life Science 10 0 0 3 Business/Professional Services 13 8 11 10 Energy 0 0 0 2 Manufacturing/Warehouse 37 18 17 20 Developments 14 9 15 9 Other 3 10 12 0 Number of Visits 141 111 110 105 Attraction/Developments 84 72 70 70 Retention 57 39 40 35 398 a PEARLAND ECONOMIC DEVELOPMENT CORPORATION DEBT TO MATURITY Year Principal Interest Total 2013-2014 $920,000 $1,132, 524 2,052,524 2014-2015 $965,000 $1,073,143 2,038,143 2015-2016 $1, 010, 000 $1, 029,185 2,039,185 2016-2017 $1, 060, 000 $980,161 2,040,161 2017-2018 $1,115,000 $928,737 2,043,737 2018-2019 $1,175, 000 $874,285 2,049,285 2019-2020 $1,230,000 $822,455 2,052,455 2020-2021 $1,285,000 $767,808 2,052,808 2021-2022 $1,350,000 $710,088 2,060,088 2022-2023 $1,415, 000 $647, 766 2,062,766 2023-2024 $1,480,000 $582,233 2,062,233 2024-2025 $1,555,000 $513,141 2,068,141 2025-2026 $1,635,000 $440,158 2,075,158 2026-2027 $1, 715, 000 $363, 366 2,078,366 2027-2028 $1, 805, 000 $277, 029 2,082,029 2028-2029 $1, 895, 000 $189,301 2,084,301 2029-2030 $2,000,000 $97,208 2,097,208 TOTAL $23,610,000 $11,428,587 $35,038,587 Principal Amount Series Outstanding Series 2005 7,540,000 Series 2006 9,075,000 Series 2010* 6,995,000 TOTAL $23,610,000 " Variable Interest Rate Every 6 months interest rate is reset. 399 PEARLAND ECONOMIC DEVELOPMENT CORPORATION DEBT TO MATURITY $2,500,000 - --- - --------- - — ----- — $2,000,000 S1,500,000 S1,000.000 $500,000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 ❑ Principal ❑ Interest 400 PEARLAND ECONOMIC DEVELOPMENT CORPORATION DEBT FY 2014 ADOPTED BUDGET DUE DATE DESCRIPTION AMOUNT ISSUED PRINCIPAL INTEREST PAYMENT TOTAL AMOUNT OUTSTANDING 9/30/2014 3/1/2014 SERIES 2005 11,005,000 161,869 161,869 7,095,000 9/1/2014 445,000 161,869 606,869 Fiscal Year Total 445,000 323,738 768,738 7,095,000 3/1/2014 SERIES 2006 10,235,000 216,834 216,834 8,860,000 9/1/2014 215,000 216,834 431,834 Fiscal Year Total 215,000 433,669 648,669 8,860,000 3/1/2014 SERIES 2010 7,685,000 187,559 187,559 6,735,000 9/1/2014 260,000 187,559 447,559 260,000 375,118 635,118 6,735,000 TOTAL 920,000 1,132,524 2,052,524 22,690,000 Amount Date Outstanding Issued Amount As of Description Rate Maturity Issued 9/30/13 Annual Requirements New Money 3.5%, 4%,5%,4.1%, 2005 11,005,000 7,540,000 3/1/2014 161,869 Interest Bond Series 4.125%,4.2%,4.25% 2026 9/1/2014 161,869 Interest 2005 9/1/2014 445,000 Principal New Money 5%,4.5%,4.25%,4.375%, 2007 10,235,000 9,075,000 3/1/2014 216,834 Interest Bond Series 4.5%,4.75% 2030 9/1/2014 216,834 Interest 2006 9/1/2014 215,000 Principal New Money 5.111%,5.144%,5.1119%, 2010 7,685,000 6,995,000 3/1/2014 187,559 Interest Bond Series 5.406%,5.36%,5.048% 2030 9/1/2014 187,559 Interest 2010' 9/1/2014 260,000 Principal TOTAL 28,925,000 23,610,000 2,052,524 'Variable interest rate. Every 6 months, interest rate is reset 1 1. r N . .� r 1 THIS PAGE INTENTIONALLY LEFT BLANK 402 CITY OF PEARLAND FIVE-YEAR FORECAST FISCAL YEARS 2014 - 2018 EXECUTIVE SUMMARY 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 2013-2014 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 section. The IDS Fund accounts for the issuance of debt and provides for the payment of debt principal, interest and tax rebates to in -city municipal utility districts. In this fund an ad valorem (property) tax rate and tax levy are required to be computed and levied, which will be sufficient to produce the money to satisfy annual debt service requirements. The GF is the general operating fund of the City and is used to account for all financial activity not reflected in other funds. The fund consists of the following major departments: Police, Fire, EMS, Pubic Works, Parks & Recreation, Community Services, Engineering & Capital Projects and Administrative Services. The W&S Fund includes water and sewer system operations and is operated in a manner similar to private business enterprises, where services to the public are financed primarily through user charges. This fund consists of the following major functions: 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 IDS 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 $0.7550 per $100 valuation, a $0.0499 tax rate increase. ♦ Revenue increases are not needed in fiscal year 2014 in the water/sewer fund. However, in fiscal year 2015 a 2% increase may be needed in order to meet cash reserve and bond coverage requirements. Additional revenue increases may be needed in fiscal years 2017 and 2018 of 5% and 4%. 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. Much like revenue, the expenditure projections for the GF and W&S Fund are based on historical trends, anticipated events, assumptions about the future, and other judgments staff deemed appropriate. Salary projections are based on anticipated merit and salary adjustments, and benefits were broken out separately to account for the aberrant behavior of certain benefits, such as TMRS and health care benefits. The City may attempt to enact some controls to prevent the anticipated growth of operating expenses, but such controls are assumed in the plan. The DS Fund expenditure forecast is based upon current principal and interest debt service payments, future debt issuance, MUD rebates and debt from the annexation of MUD 4 in December 2012. W111 INDIVIDUAL FUND OVERVIEWS Tax Rate In fiscal year 2014 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 2018 the total tax rate is $0.7550, 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. There are no tax rate increases to the Debt Service Fund or the General Fund in fiscal year 2014. Tax Rate 0.8000 -- 0.6000 0.4000 0.2000 0.0000 0 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 ❑ Debt Service 0.4700 0.4900 0.5100 0.5300 0.5325 0.5325 ■General Fund 0.2151 0.2151 0.2225 0.2225 0.2225 0.2225 Debt Service Fund The Debt Service Fund can meet all current and future obligations based on the City's 2014-2018 Five -Year CIP. The issuance of debt is factored in based on the Five -Year CIP and pending GO and CO issuance. The outcome of any major projects bid at a later date, which may not be incorporated into this forecast, 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 2014 tax rate of $0.4900 to $0.5325, which approximates the tax analysis prepared during the bond package discussions. From fiscal year 2014 to fiscal year 2018, total revenues are anticipated to increase on average 7% per year. Fiscal year 2014, the City is above the 10% reserve policy. The 2014 ending fund balance is projected to be $3.5 million, $635 thousand over a 10% reserve. As such, the City is drawing down fund balance in 2014 to use reserves on hand in order to minimize the impact to the taxpayer. For all fiscal years through 2018, the fund balance remains above the reserve policy and by 2018 the DS Fund ending balance is above the reserve policy by $427 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 $9.7 million in 2014 to $11.4 million by 2018, an increase of $1.8 million. In order to fund these services and meet policy requirements, the O&M tax rate will increase from $0.2151 in 2014 to $0.2225 in the following fiscal year through 2018, a $0.0074 increase. A portion of the tax rate increase required in the General Fund is just to maintain reserve requirements. Full-time equivalents will increase from 541.75 in fiscal year 2014 to 617.75 by fiscal year 2018, an increase of 67 positions or 14.0% over the five-year period or 2.4% annually. Population is expected to increase 3.1 % annually, not including the day -time or weekend populations from continued retail development. 01 General Fund Full -Time Equivalents 650 - - - - -- 617.75 598.75 606.75 600 582.75 - - 564.75 550 541.75 - - --- 500 -- 450 _ - - FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Increase in the number of positions by 2018 includes 24 positions associated with completed CIP for base services and growth. Some of the CIP staff additions include 2 associated with the Trails Connectivity Project in 2015, 1 for Max Road Sports Complex in 2015, 1 for Centennial Park Phase II in 2015, 7 for Shadow Creek Ranch Park in 2015, 9 for Fire Station #7 in 2016 and 4 for the Nature Center in 2018. Operating expenditures from completed CIP total $1.5 million in 2015, increasing to $3.3 million in 2018. Fiscal year 2015 includes Cowart Creek Detention, Lower Kirby Detention, Max Road Sports Complex Phase I, Trail Connectivity, Shadow Creek Ranch Park Phase I, Centennial Park Phase II, Fire Station 2 and 3 Reconstruction, Max Road, Fite Road, and County Road 403. Property and Sales Tax are a major revenue component funding these expenditures. Revenues from property tax, as a percent to total revenues, are 19.6% in fiscal year 2014 and increase to 20.3% in fiscal year 2018 with an increase in the O & M tax rate, offset by an increase in revenue from the TIRZ, going from $6.9 million in 2014 to $10.5 million in 2018. This revenue is needed to fund increasing cost of services. Sales tax receipts, as a percent to total revenues, increase from 28.7% in 2014 to 29.4% in 2018. The City is projected to maintain a moderate increase in sales tax in fiscal year 2014 through 2018; a 6% 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 2014 due to using cash on hand to fund capital improvement projects and to buy down debt. In 2015 a 2% revenue increase is needed, as well as a 5% and 4% increase in 2017 and 2018. The increase is based on major capital improvements for surface water and wastewater treatment. Council may choose to implement smaller rate increases sooner for fiscal year 2017 and 2018. The utility system users generate the revenues that support the system. Annual revenues by 2018 total $41.2 million, an increase of $8.9 million from fiscal year 2014, and include growth in the number of connections, as well as two revenue increases needed. The growth in the number of connections average 3.1 % over the five-year forecast. Operating expenditures increase to $38.3 million, up $7.2 million from $31.1 in fiscal year 2013. Debt service increases by 62.4% over the forecast period, from $10.0 million in fiscal year 2014 to $16.3 million in fiscal year 2018. Operating expenses increase by $777 Thousand over the forecast period, which equates to 1.1 % annually. Purchase of surface water increases by $268 thousand and personnel costs by $615 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 unreserved ending fund balance increases by $10.1 million, or 98%, from $10.3 million in fiscal year 2013 to $20.4 million in fiscal year 2018. Sales tax revenue is a major component of funding for the Corporation. Revenues from sales taxes increase by 26% through the forecast period, from $8.7 million in fiscal year 2014 to $11.0 million in fiscal year 2018. For each year of the forecast, sales tax revenues are 95% to 96% of the total revenue each year. The available balance can be used to fund infrastructure projects. Throughout the forecast, no projects were identified and none are included. 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 regularly as any new developments that will impact revenue or expenditures are identified as "concrete," or likely to happen. 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. ,M. CITY OF PEARLAND DEBT SERVICE FUND FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Revenues Property Taxes 24,469,445 26,251,000 28,424,286 31,024,827 32,854,738 34,709,889 Property Taxes MUD 4 687,100 Delinquent Taxes 205,000 215,331 231,009 250,134 273,018 289,122 Penalty & Interest 185,000 185,968 199,508 216,025 235,789 249,696 Lease Income/Capitalized Int 786,075 776,242 764,408 751,327 733,263 712,737 Interest Income 23,595 24,000 25,000 26,000 27,000 28,000 Annexation/Bond Proceeds 1,163,891 Transfers from Fund 30 277,127 277,127 277,127 277,127 277,127 277,127 Transfers from Fund 30-MUD4 182,040 179,440 176,710 173,850 170,860 Transfers from CIP 23,154 Transfers from Fund 10 161,445 159,272 156,844 154,160 150,454 146,242 Total Revenues $27,981,832 $28,070,980 $30,257,622 $32,876,310 $34,725,240 $36,583,673 Expenditures Current Debt Service (P&I) Principal 9,435,000 9,995,000 10,000,000 10,475,000 10,160,000 10,620,000 Interest 12, 543,248 12,002, 514 11, 586, 939 11,127, 871 10, 674, 920 10, 228, 507 Future Debt Issuances General Obligation 2013 - 30 620,330 623,921 623,378 622,409 621,016 General Obligation 2014 - 30 1,244,645 1,239,849 1,244,010 1,242,346 General Obligation 2015 - 30 1,259,525 1,262,345 1,259,121 General Obligation 2016 - 30 2,126,486 2,126,586 General Obligation 2017 - 30 1,355,817 CO's Series 2013 - 30 182,694 184,813 181,888 183,850 185,588 CO's Series 2014 - 30 306,227 304,943 305,631 306,044 CO's Series 2015 - 30 912,765 913,945 910,765 CO's Series 2016 - 30 359,703 357,004 MUD 4 Annexation of Debt 1,690,000 227,550 224,300 220,888 217,313 213,575 Current Lease/Purchase (P&I) 912,802 912,801 912,801 646,196 479,302 247,850 Future Lease/Purchase 433,024 542,887 662,644 863,970 991,397 Escrow Agent/Issuance 0 MUD Rebates 4,057,682 4,436,038 4,749,358 5,050,197 5,221,313 5,377,287 Arbitrage Services 34,705 22,070 25,105 27,605 30,105 32,605 Fiscal Fees 9,875 10,875 11,875 12,875 13,375 13,775 Total Expenditures $28,683,312 $28,842,896 $30,412,871 $32,745,624 $34,678,677 $36,089,283 Revenues Over(Under) (701,480) (771,916) (155,249) 130,685 46,563 494,389 Expenditures Beginning Fund Balance 4,992,480 4,291,000 3,519,086 3,363,837 3,494,522 3,541,085 Ending Fund Balance $4,291,000 $3,519,084 $3,363,837 $3,494,522 $3,541,085 $4,035,474 10% Reserve Requirement 2,868,331 2,884,289 3,041,287 3,274,562 3,467,868 3,608,928 Amount over 10% Reserve 1,422,669 634,796 322,550 219,959 73,217 426,546 DS Tax Rate 0.4900 0.4900 0.5100 0.5300 0.5325 0.5325 DS Tax Rate Change 0.0200 0.0000 0.0200 0.0200 0.0025 0.0000 General Obligation 17,600,000 17,400,000 28,650,000 18,270,000 735,000 Certificates of Obligation 4,330,000 12,600,000 5,130,000 315,000 .12 CITY OF PEARLAND GENERALFUND FIVE-YEAR FORECAST SUMMARY PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Revenues Property Taxes 11,034,162 11,818,335 12,845,000 13,499,000 14,433,000 15,024,000 Sales Taxes 16,172,355 17,428,319 18,469,000 19,571,000 20,740,000 21,979,000 Franchise Fees 5,855,695 6,106,615 6,290,000 6,479,000 6,673,000 6,873,000 Licenses & Permits 2,726,978 2,877,117 3,139,000 3,234,000 3,333,000 3,436,000 Fines & Forfeitures 3,390,068 3,568,281 3,732,000 3,879,000 4,032,000 4,190,000 Charges for Service 12,428,649 13,175,835 14,327,000 15,541,000 16,578,000 17,613,000 Miscellaneous 602,751 575,362 615,000 669,000 747,000 859,000 Transfers in 3,743,503 3,709,547 2,608,000 2,638,000 2,692,000 2,748,000 Other Financing Sources 3,216,813 901,825 1,509,000 1,476,000 738,000 1,300,000 $59,170,974 $60,161,236 $63,533,000 $66,986,000 $69,966,000 $74,021,000 Total Revenues Expenditures General Government 6,926,365 9,047,711 8,977,000 9,634,000 9,849,000 10,002,000 Public Safety 31,856,493 31,408,747 31,796,000 32,643,000 32,808,000 34,285,000 Community Services 3,555,628 3,789,626 3,825,000 3,937,000 4,082,000 4,229,000 Public Works 8,832,754 9,386,098 8,473,000 8,671,000 8,874,000 9,079,000 Parks & Recreation 7,811,503 8,330,414 8,376,000 8,398,000 8,791,000 9,005,000 O&M for CIP 1,480,000 2,446,000 3,089,000 3,332,000 $58,982,743 $61,962,596 $62,927,000 $65,729,000 $67,493,000 $69,932,000 Total Operating Expenditures Transfers Out 1,974,555 1,386,903 1,447,000 1,940,000 2,074,000 1,742,000 $60,957,298 $63,349,499 $64,374,000 $67,670,000 $69,566,000 $71,674,000 Total Expenditures Revenues Over/(Under) Expenses 1,786,324 3,188,263 842,000 683,000) 399,000 2,347,000 Beginning Fund Balance 17,571,942 15,785,618 12,597,000 11,756,000 11,072,000 11,472,000 Ending Fund Balance $15,785,618 $12,597,355 $11,756,000 $11,072,000 $11,472,000 $13,819,000 Calculation of Fund Balance Policy: Ending Fund Balance 15,785,618 12,597,355 11,756,000 11,072,000 11,472,000 13,819,000 Less Policy Requirement 8,719,308 9,660,155 10,211,000 10,670,000 11,087,000 11,400,000 Excess funds available over policy 7,066,311 2,937,200 1,545,000 403,000 385,000 2,419,000 Tax Rate Variable: General Fund 0.2151 0.2151 0.2225 0.2225 0.2225 0.2225 Debt Service Fund 0.4900 0.4900 0.5100 0.5300 0.5325 0.5325 Total Tax Rate 0.7051 0.7051 0.7325 0.7525 0.7550 0.7550 Staffing Variable: Full -Time Equivalent Positions 541.75 555.75 571.75 589.75 606.75 613.75 FTE's with CIP 541.75 564.75 582.75 598.75 606.75 617.75 Employees Per 1,000 Population 5.76 5.29 5.29 5.43 5.51 5.61 10 CITY OF PEARLAND GENERAL FUND SCHEDULE OF REVENUES AND OTHER SOURCES FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Property Taxes Current Taxes 10,741,614 11,523,680 12,400,792 13,024,574 13,937,093 14,503,193 Delinquent Taxes 100,000 100,000 161,332 173,611 182,344 192,193 Penalty & Interest 110,000 110,000 195,903 210,813 221,418 233,377 In Lieu of Property Taxes 82,349 84,655 87,195 89,810 92,505 95,280 MUD 5 199 $11,034,162 $11,818,335 $12,845,220 $13,498,809 $14,433,359 $15,024,042 Total Property Taxes Sales Taxes Sales Taxes 16,007,629 17,253,319 18,288,518 19,385,829 20,548,979 21,781,918 Mix Drink Taxes 164,726 175,000 180,250 185,658 191,227 196,964 $16,172,355 $17,428,319 $18,468,768 $19,571,487 $20,740,206 $21,978,882 Total Sales Taxes Franchise Fees Gas 230,038 242,888 250,175 257,680 265,410 273,373 Electric 2,819,152 2,913,727 3,001,139 3,091,173 3,183,908 3,279,425 Telephone 288,845 295,000 303,850 312,966 322,354 332,025 Cable 1,236,151 1,310,000 1,349,300 1,389,779 1,431,472 1,474,417 Sanitation 1,281,509 1,345,000 1,385,350 1,426,911 1,469,718 1,513,809 $5,855,695 $6,106,615 $6,289,813 $6,478,508 $6,672,863 $6,873,049 Total Franchise Fees Licenses & Permits Building Permit 1,222,460 1,304,000 1,343,120 1,383,414 1,424,916 1,467,663 Platting Fees 85,000 90,000 103,420 106,523 109,719 113,010 Beer Permits 14,840 20,000 20,600 21,218 21,855 22,510 Moving Permits 4,000 4,000 4,120 4,244 4,371 4,502 Peddlers & Solicitors 3,000 3,000 3,090 3,183 3,278 3,377 Health Certificate Fees 82,800 85,000 87,550 90,177 94,685 99,420 Wrecker Permits 4,380 4,500 4,635 4,774 4,917 5,065 Building Plan Check Fee 609,680 626,080 752,147 774,712 797,953 821,892 Occupancy Permits 7,600 8,000 16,117 16,601 17,099 17,612 Demolition Permits 1,225 1,300 1,339 1,379 1,421 1,463 Bldg. Site Work Permit 27,935 32,220 37,607 38,736 39,898 41,095 Alarm Permits 37,826 40,000 41,200 42,436 43,709 45,020 Health -Registration 2 Yr. (75) Sign Permits 9,500 9,500 9,778 10,071 10,373 10,685 Ambulance Permit 11,300 13,300 11,639 11,988 12,348 12,718 Taxi Cab Permit 4,612 4,932 5,080 5,232 5,389 5,551 Temporary Structures 450 500 515 530 546 563 Recordation & Courier Fee 6,446 6,415 6,607 6,806 7,010 7,220 Miscellaneous 200 200 200 200 200 200 BP Plan & Zone Adjustment 20,950 21,200 21,836 22,491 23,166 23,861 Garage Sale Permits 37,769 38,000 39,900 41,895 43,990 46,189 Culvert Permits 500 800 800 800 800 800 Animal Licenses 31,700 32,000 32,960 33,949 34,967 36,016 Foster Home Inspection 1,950 1,950 1,970 1,989 2,009 2,029 Mowing Lien 5,986 3,330 3,430 3,533 3,639 3,748 Electrical Permits 114,700 124,400 134,312 138,341 142,492 146,766 Plumbing & Gas Permits 151,891 161,550 174,606 179,844 185,239 190,796 Mechanical Permits 155,900 166,300 201,468 207,512 213,737 220,150 Reinspec. Fee/Inspection 7,260 7,260 10,745 11,067 11,399 11,741 Fire Alarm 6,700 6,700 6,834 6,971 7,110 7,252 Fire Protection 900 950 979 1,008 1,038 1,069 411 CITY OF PEARLAND GENERAL FUND SCHEDULE OF REVENUES AND OTHER SOURCES FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Fire Sprinkler 9,205 9,500 9,785 10,079 10,381 10,692 Fire Sprinkler -Alteration 233 250 258 265 273 281 Fireworks 150 150 150 150 150 150 Irrigation 15,300 17,000 17,510 18,386 19,305 20,270 Swimming Pool 31,580 31,580 31,896 32,215 32,537 32,862 Dirt Grading Permit 1,125 1,250 1,263 1,275 1,288 1,301 $2,726,978 $2,877,117 $3,139,465 $3,233,991 $3,333,206 $3,435,541 Total Licenses & Permits Fines & Forfeiture Fines & Forfeitures 3,169,358 3,327,826 3,460,939 3,599,377 3,743,352 3,893,086 Child Safety 24,296 25,000 25,500 26,010 26,530 27,061 Child Safety -Harris Co. 5,250 5,250 5,303 5,356 5,409 5,463 Commercial Carrier Fines 72,000 86,000 87,720 89,474 91,264 93,089 Time Efficiency (6,500) (6,890) (7,097) (7,310) (7,529) (7,755) Animal Cruelty 350 350 350 350 350 350 Omnibase 17,556 17,600 20,766 21,596 22,460 23,359 State/Service Fee Recoup 107,758 113,145 138,438 143,975 149,734 155,723 $3,390,068 $3,568,281 $3,731,918 $3,878,828 $4,031,570 $4,190,376 Total Fines & Forefeitures Service Charges Ambulance Service Fee 2,760,234 2,960,000 3,078,400 3,201,536 3,329,597 3,462,781 Mud/Ems/Fire Collections 76,766 76,766 76,766 76,766 76,766 76,766 Strategic Ptr Agrmt/Fire,Ems 246,787 224,100 222,163 242,408 262,840 283,465 False Alarm Fee 65,804 76,000 78,280 80,628 88,691 97,560 Arrest Fees 5,266 5,500 5,665 5,835 6,010 6,190 Clear. Letter Fee 380 400 412 424 437 450 Subpoena 75 75 77 80 82 84 Offense Report Copies 66 70 72 74 76 79 Accident Report Copies 5,350 5,500 5,665 5,835 6,010 6,190 SRO Equipment 78,000 90,000 92,700 95,481 98,345 101,296 SRO Personnel 626,414 668,876 682,254 695,899 716,776 738,279 Non -Emergency EMS Service 5,725 5,725 5,782 5,840 5,898 5,957 Training Tuition 3,020 3,500 3,535 3,570 3,606 3,642 Training Recycling 1,071 1,100 1,111 1,122 1,133 1,145 Animal Shelter Fees 45,384 47,000 48,410 49,862 51,358 52,899 Events & Programs 535,994 595,994 690,874 709,290 728,259 747,796 Facility Rentals 103,033 103,033 107,154 111,440 115,898 120,534 Swimming Pool Fees 13,385 18,385 13,653 13,926 14,204 14,488 Natatorium 105,372 117,225 119,570 121,961 124,400 126,888 Recreation Center Rentals 46,470 46,470 47,864 49,300 50,779 52,302 Recreation Center Memberships 1,078,577 1,100,000 1,100,000 1,100,000 1,100,000 1,100,000 Facility Rental - U of H 480 700 714 728 743 758 Special Event Permit Fee 200 300 306 312 318 325 Miscellaneous 1,800 6,000 6,120 6,242 6,367 6,495 Engineering Inspect Fee 208,485 111,000 102,000 104,040 106,121 108,243 TIRZ Administration Fee 6,400,511 6,897,616 7,821,878 8,842,702 9,666,350 10,480,737 Permits Inspection Fee 8,000 8,500 8,925 9,371 9,840 10,332 Traffic Impact Analysis 6,000 6,000 6,300 6,615 6,946 7,293 $12,428,649 $13,175,835 $14,326,650 $15,541,289 $16,577,852 $17,612,976 Total Service Charges Interest Interest Income 60,285 60,500 90,750 136,125 204,188 306,281 $60,285 $60,500 $90,750 $136,125 $204,188 $306,281 Total Interest 41 CITY OF PEARLAND GENERAL FUND SCHEDULE OF REVENUES AND OTHER SOURCES FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Miscellaneous Building Rent 18,633 18,095 18,276 18,459 18,643 18,830 Other Victims Program 7,000 7,000 7,210 7,426 7,649 7,879 Street Light Charges 64,145 95,000 95,000 95,000 95,000 95,000 Recycle Revenue 59,616 69,500 70,890 72,308 73,754 75,229 N.S.F. Fees 4,000 4,000 4,080 4,162 4,245 4,330 Plat Copies 28 30 32 33 35 36 Reproduction/Xerox Copies 1,200 1,200 1,224 1,248 1,273 1,299 Sale Of Property 34,371 67,500 68,175 68,857 69,545 70,241 Waiver Of Encroachment 750 1,000 1,010 1,020 1,030 1,041 Jail Phone 1,000 1,000 1,030 1,061 1,093 1,126 Ambulance Permit App. Fee 3,750 4,125 4,249 4,376 4,507 4,643 Sign Revenue 32,214 31,412 32,354 33,325 34,325 35,354 Insurance Reimbursement 26,000 Miscellaneous 200,000 215,000 220,375 225,884 231,531 237,320 MUD Annexation 89,759 $542,466 $514,862 $523,905 $533,159 $542,631 $552,327 Total Miscellaneous Grant, Issuance, Transfers From Fund 15 151,438 115,945 119,482 125,456 131,728 138,315 From Fund 18 21,000 21,420 21,848 22,285 22,731 From Fund 30 927,817 935,000 953,700 972,774 992,229 1,012,074 From Fund 42 150,665 272,032 289,694 433,126 441,789 450,624 From Fund 50 109,974 From Fund 67 263,715 132,293 122,718 From Fund 68 685,502 278,498 284,068 289,749 295,544 301,455 From Fund 70 17,227 21,844 22,281 22,726 23,181 23,645 From Fund 101 466,244 236,513 97,500 84,000 85,680 87,394 From Capital Project Fund 83,929 From Fund 304 19,763 20,158 Transfer From Fund 202 395,692 1,044,922 34,922 35,970 37,049 38,160 Transfer From Fund 203 406,495 506,398 516,526 526,856 537,394 548,141 From Fund 109 45,450 45,450 45,450 45,450 45,450 45,450 Transfer From Fund 200 79,889 79,889 79,889 79,889 79,889 Transfer From Fund 201 39,355 Total Grant, Issuance, Transfers $3,743,503 $3,709,547 $2,607,808 $2,637,845 $2,692,219 $2,747,878 Other Financing Sources Capital Lease Proceeds 3,216,813 901,825 1,508,500 1,476,000 737,500 1,300,000 $3,216,813 $901,825 $1,508,500 $1,476,000 $737,500 $1,300,000 Total Other Financing Sources Total General Fund Revenues $59,170,974 $60,161,236 $63,532,797 $66,986,041 $69,965,594 $74,021,352 413 CITY OF PEARLAND GENERAL FUND EXPENDITURES DETAIL FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 General Government City Council 103,306 116,297 125,748 127,857 130,015 132,189 City Manager 677,299 671,741 693,996 708,653 723,727 738,910 Human Resources 789,339 766,756 781,257 795,619 810,348 825,195 City Secretary 297,930 298,068 304,276 310,667 317,237 323,863 Legal 642,559 648,100 663,473 677,185 691,279 705,480 Information Technology 1,467,418 1,438,417 1,151,713 1,249,270 1,267,205 1,285,314 Finance 1,823,679 1,847, 530 1,885, 364 1,921,662 1,958,910 1,996,491 Other Requirements 1,007,512 2,978,913 3,026,386 3,074,687 3,123,832 3,173,836 Library 117,323 281,889 282,786 285,614 288,470 291,355 NEW POSITIONS 62,132 63,489 128,457 129,962 Lease for new ERP 419,100 409,200 399,300 $6,926,365 $9,047,711 $8,977,130 $9,633,802 $9,848,680 $10,001,894 Total General Government Public Safety Administration 1,226,111 1,250,519 1,272, 510 1,295,049 1,317,766 Patrol 10,697,000 10,939,466 11,168,312 11,403,592 11,640,903 Investigations 1,841,512 1,716,569 1,753,985 1,792,461 1,831,273 Community Service 843,459 804,135 821,709 839,780 858,010 Support Services 1,874,887 1,925,017 1,966,202 2,008,537 2,051,221 Jail 1,114,003 1,136,752 1,161, 976 1,187, 917 1,214, 089 Commercial Vehicle Enfcmt 223,344 228,066 233,013 238,097 243,229 SRO 1,081,279 1,105,622 1,129,963 1,154, 994 1,180,239 Traffic Enfcmt/Motorcycles 875,709 828,330 846,570 865,324 884,253 Special Investigations 546,902 534,345 546,067 558,121 570,279 Training 103,399 104,433 105,477 106,532 107,597 Police 19,017,464 20,427,605 20,573,255 21,005,784 21,450,405 21,898,859 Fire 8,041,201 5,424,395 6,101,662 6,160,572 5,515,904 6,173,095 Fire Marshal 669,626 650,156 633,331 646,582 660,197 673,939 Emergency Management 44,030 53,020 53,550 54,086 54,627 55,173 Emergency Medical Svcs 4,084,172 4,853,571 4,185,743 4,268,285 4,353,054 4,438,587 NEW POSITIONS 248,529 507,908 773,588 1,045,265 Total Public Safety $31,856,493 $31,408,747 $31,796,070 $32,643,217 $32,807,775 $34,284,918 Community Services Community Development Administration 349,552 371,540 263,897 269,559 275,382 281,253 Planning 300,846 343,322 350,317 357,413 364,704 372,054 Permits & Inspections 877,080 953,464 1,003,160 1,023,663 1,044,731 1,065,993 Health & Environmental Services 412,632 394,077 388,191 396,690 405,428 414,261 Animal Control 668,338 736,457 705,961 719,539 733,470 747,538 Communications 328,492 332,403 338,315 344,150 350,130 356,161 Municipal Court 618,688 658,363 684,116 699,066 714,433 729,949 NEW POSITIONS 90,766 126,977 193,397 261,316 Total Community Services $3,555,628 $3,789,626 $3,824,723 $3,937,059 $4,081,676 $4,228,525 Public Works Administration 170,001 467,100 434,017 439,789 445,668 451,600 Fleet Maintenance 408,295 421,722 430,982 440,518 450,323 460,221 Public Works GIS Streets & Drainage 5,051,847 4,766,232 4,087,820 4,140,733 4,194,573 4,248,955 Service Center 175,089 144,911 146,360 147,824 149,302 150,795 Engineering & Capital Projects ECP Administration 266,217 267,947 274,293 280,427 286,738 293,106 Capital Projects 730,748 784,244 801,224 818,670 836,609 854,704 Geographic Information Systems 223,450 216,092 220,367 224,762 229,273 233,830 Engineering 1,089,596 1,044,859 1,066,646 1,088,398 1,110,741 1,133,287 Traffic Operations & Maintenance 717,511 1,272,991 949,551 963,273 977,273 991,410 NEW POSITIONS 62,132 126,977 193,397 261,316 $8,832,754 $9,386,098 $8,473,394 $8,671,370 $8,873,896 $9,079,224 Total Public Works 2 CITY OF PEARLAND GENERAL FUND EXPENDITURES DETAIL FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Parks & Recreation Administration 1,003,596 903,545 917,823 932,437 947,382 962,472 Resource Development 1,512 175,366 178,969 186,486 190,329 Recreation Center/Natatorium 1,663,619 1,705,265 1,773,556 1,802,786 1,832,695 1,862,852 Westside Event Center 173,736 217,405 222,216 226,058 229,992 233,964 Parks Maintenance - West 974,546 1,046,089 996,171 1,015,254 1,034,832 1,054,609 Parks Maintenance - East 1,291,841 1,358,806 1,369,382 1,393,476 1,418,175 1,443,112 Custodial Services 339,685 411,684 417,416 423,265 429,228 435,251 Facilities Maintenance 971,441 953,748 913,367 927,031 940,981 955,078 Athletics 300,156 348,065 358,588 364,568 370,688 376,868 Special Events 256,796 310,273 314,533 318,876 323,304 327,771 Senior Programs 208,756 245,201 225,592 229,804 234,123 238,482 Youth Development 205,729 217,014 234,860 239,526 244,317 249,143 Aquatics 213,447 220,749 228,654 232,361 236,153 239,980 Recycling 206,643 217,204 224,459 228,631 232,909 237,226 NEW POSITIONS 63,489 129,762 197,578 $7,811,503 $8,330,414 $8,375,587 $8,397,563 $8,791,027 $9,004,715 Total Parks & Recreation Transfers Transfers 1,974,555 1,386,903 1,447,072 1,940,498 2,073,943 1,742,406 $1,974,555 $1,386,903 $1,447,072 $1,940,498 $2,073,943 $1,742,406 Total Transfers CIP O&M O&M FOR CIP 623,980 750,602 864,639 932,140 Contribution toward SW program Personnel Services 856,415 1,695,415 2,224,714 2,400,144 $1,480,395 $2,446,017 $3,089,353 $3,332,284 Total CIP O&M Total General Fund Expenditures $60,957,298 $63,349,499 $64,374,371 $67,669,524 $69,566,349 $71,673,966 415 CITY OF PEARLAND O & M / NEW PERSONNEL FOR CIP FIVE-YEAR FORECAST PROJECTED PROJECTED PROJECTED PROJECTED FY 2015 FY 2016 FY 2017 FY 2018 Cowart Creek Diversion 8,913 8,913 8,913 8,913 Lower Kirby Detention 35,000 35,000 35,000 35,000 Max Road Sports Complex 174,975 178,975 178,975 178,975 Shadow Creek Ranch Park Ph 1 222,158 163,815 168,038 168,038 Centennial Park Ph 2 54,037 72,137 72,208 72,208 Shadow Creek Ranch Trail 270 360 JHEC Nature Trails (Nature Center Ph II) 270 360 360 Delores Fenwick Nature Center 30,372 Trail Connectivity 9,248 9,248 9,248 9,248 Fire Station #3 75,610 75,610 75,610 75,610 Tom Reid Library Expansion 36,703 73,407 73,407 Hillhouse Road Annex Phase 2 45,413 45,413 45,413 Fire Station #2 25,588 61,410 61,410 61,410 Fire Station #7 25,588 61,410 61,410 Max Road 6,892 14,284 14,284 14,284 Fite Road 1,782 5,845 5,845 5,845 Smith Ranch Road Expansion (CR 94) 7,034 14,067 14,067 McHard Road Extension (Mykawa to Cullen) 8,105 Bailey Road (Veterans to FM 1128) 4,900 9,801 Kirby Drive Extension 580 1,159 1,159 Hughes Ranch Road (CR 403) 9,777 9,777 11,922 11,922 Mykawa Road Widening (BW8 to FM 518) 20,660 41,319 Old Alvin Rd Widening (Plum to McHard) 1,046 4,183 Old Alvin Rd Rehab. (McHard to Knapp) 383 510 Grand Boulevard Reconstruction ill 221 Total $623,980 $750,602 $864,639 $932,140 PERSONNEL SERVICES PROJECTED PROJECTED PROJECTED PROJECTED FY 2015 FY 2016 FY 2017 FY 2018 Max Road Sports Complex $47,979 $49,419 $50,901 $52,428 Number of FTE 1 Shadow Creek Ranch Park Ph 1 $349,354 $360,801 $372,621 $383,800 Number of FTE 7 Centennial Park Ph 2 $37,163 $52,327 $53,897 $55,513 Number of FTE 1 Delores Fenwick Nature Center $108,689 Number of FTE 4 Trail Connectivity $100,354 $106,748 $109,785 $113,078 Number of FTE 2 Fire Station #3* Number of FTE** Fire Station #2 $321,565 $794,908 $818,755 $843,318 Number of FTE Fire Station #7 $331,212 $818,755 $843,318 Number of FTE 9 Total $856,415 $1,695,415 $2,224,714 $2,400,144 Number of FTE 11 9 0 4 *Assumes staffed by reassigned EMS **Fire Station #3 FTE are included at the end of FY2014 0 CITY OF PEARLAND GENERAL FUND SCHEDULE OF REVENUES AND OTHER SOURCES FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Property Taxes Current Taxes 10,741,614 11,523,680 12,400,792 13,024,574 13,937,093 14,503,193 Delinquent Taxes 100,000 100,000 161,332 173,611 182,344 192,193 Penalty & Interest 110,000 110,000 195,903 210,813 221,418 233,377 In Lieu of Property Taxes 82,349 84,655 87,195 89,810 92,505 95,280 MUD 5 199 $11,034,162 $11,818,335 $12,845,220 $13,498,809 $14,433,359 $15,024,042 Total Property Taxes Sales Taxes Sales Taxes 16,007,629 17,253,319 18,288,518 19,385,829 20,548,979 21,781,918 Mix Drink Taxes 164,726 175,000 180,250 185,658 191,227 196,964 $16,172,355 $17,428,319 $18,468,768 $19,571,487 $20,740,206 $21,978,882 Total Sales Taxes Franchise Fees Gas 230,038 242,888 250,175 257,680 265,410 273,373 Electric 2,819,152 2,913,727 3,001,139 3,091,173 3,183,908 3,279,425 Telephone 288,845 295,000 303,850 312,966 322,354 332,025 Cable 1,236,151 1,310,000 1,349,300 1,389,779 1,431,472 1,474,417 Sanitation 1,281,509 1,345,000 1,385,350 1,426,911 1,469,718 1,513,809 $5,855,695 $6,106,615 $6,289,813 $6,478,508 $6,672,863 $6,873,049 Total Franchise Fees Licenses & Permits Building Permit 1,222,460 1,304,000 1,343,120 1,383,414 1,424,916 1,467,663 Platting Fees 85,000 90,000 103,420 106,523 109,719 113,010 Beer Permits 14,840 20,000 20,600 21,218 21.855 22,510 Moving Permits 4,000 4,000 4,120 4,244 4,371 4,502 Peddlers & Solicitors 3,000 3,000 3,090 3,183 3,278 3,377 Health Certificate Fees 82,800 85,000 87,550 90,177 94,685 99,420 Wrecker Permits 4,380 4,500 4,635 4,774 4,917 5,065 Building Plan Check Fee 609,680 626,080 752,147 774,712 797,953 821,892 Occupancy Permits 7,600 8,000 16,117 16,601 17,099 17,612 Demolition Permits 1,225 1,300 1,339 1,379 1,421 1,463 Bldg. Site Work Permit 27,935 32,220 37,607 38,736 39,898 41,095 Alarm Permits 37,826 40,000 41,200 42,436 43,709 45,020 Health -Registration 2 Yr. (75) Sign Permits 9,500 9,500 9,778 10,071 10,373 10,685 Ambulance Permit 11,300 13,300 11,639 11,988 12,348 12,718 Taxi Cab Permit 4,612 4,932 5,080 5,232 5,389 5,551 Temporary Structures 450 500 515 530 546 563 Recordation & Courier Fee 6,446 6,415 6,607 6,806 7,010 7,220 Miscellaneous 200 200 200 200 200 200 BP Plan & Zone Adjustment 20,950 21,200 21,836 22,491 23,166 23,861 Garage Sale Permits 37,769 38,000 39,900 41,895 43,990 46,189 Culvert Permits 500 800 800 800 800 800 Animal Licenses 31,700 32,000 32,960 33,949 34,967 36,016 Foster Home Inspection 1,950 1,950 1,970 1,989 2,009 2,029 Mowing Lien 5,986 3,330 3,430 3,533 3,639 3,748 Electrical Permits 114,700 124,400 134,312 138,341 142,492 146,766 Plumbing & Gas Permits 151,891 161,550 174,606 179,844 185,239 190,796 Mechanical Permits 155,900 166,300 201,468 207,512 213,737 220,150 Reinspec. Fee/Inspection 7,260 7,260 10,745 11,067 11,399 11,741 Fire Alarm 6,700 6,700 6,834 6,971 7,110 7,252 Fire Protection 900 950 979 1,008 1,038 1,069 41 CITY OF PEARLAND GENERAL FUND SCHEDULE OF REVENUES AND OTHER SOURCES FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Fire Sprinkler 9,205 9,500 9,785 10,079 10,381 10,692 Fire Sprinkler -Alteration 233 250 258 265 273 281 Fireworks 150 150 150 150 150 150 Irrigation 15,300 17,000 17,510 18,386 19,305 20,270 Swimming Pool 31,580 31,580 31,896 32,215 32,537 32,862 Dirt Grading Permit 1,125 1,250 1,263 1,275 1,288 1,301 $2,726,978 $2,877,117 $3,139,465 $3,233,991 $3,333,206 $3,435,541 Total Licenses & Permits Fines & Forfeiture Fines & Forfeitures 3,169,358 3,327,826 3,460,939 3,599,377 3,743,352 3,893,086 Child Safety 24,296 25,000 25,500 26,010 26,530 27,061 Child Safety -Harris Co. 5,250 5,250 5,303 5,356 5,409 5,463 Commercial Carrier Fines 72,000 86,000 87,720 89,474 91,264 93,089 Time Efficiency (6,500) (6,890) (7,097) (7,310) (7,529) (7,755) Animal Cruelty 350 350 350 350 350 350 Omnibase 17,556 17,600 20,766 21,596 22,460 23,359 State/Service Fee Recoup 107,758 113,145 138,438 143,975 149,734 155,723 $3,390,068 $3,568,281 $3,731,918 $3,878,828 $4,031,570 $4,190,376 Total Fines & Forefeitures Service Charges Ambulance Service Fee 2,760,234 2,960,000 3,078,400 3,201,536 3,329,597 3,462,781 Mud/Ems/Fire Collections 76,766 76,766 76,766 76,766 76,766 76,766 Strategic Ptr Agrmt/Fire,Ems 246,787 224,100 222,163 242,408 262,840 283,465 False Alarm Fee 65,804 76,000 78,280 80,628 88,691 97,560 Arrest Fees 5,266 5,500 5,665 5,835 6,010 6,190 Clear. Letter Fee 380 400 412 424 437 450 Subpoena 75 75 77 80 82 84 Offense Report Copies 66 70 72 74 76 79 Accident Report Copies 5,350 5,500 5,665 5,835 6,010 6,190 SRO Equipment 78,000 90,000 92,700 95,481 98,345 101,296 SRO Personnel 626,414 668,876 682,254 695,899 716,776 738,279 Non -Emergency EMS Service 5,725 5,725 5,782 5,840 5,898 5,957 Training Tuition 3,020 3,500 3,535 3,570 3,606 3,642 Training Recycling 1,071 1,100 1,111 1,122 1,133 1,145 Animal Shelter Fees 45,384 47,000 48,410 49,862 51,358 52,899 Events & Programs 535,994 595,994 690,874 709,290 728,259 747,796 Facility Rentals 103,033 103,033 107,154 111,440 115,898 120,534 Swimming Pool Fees 13,385 18,385 13,653 13,926 14,204 14,488 Natatorium 105,372 117,225 119,570 121,961 124,400 126,888 Recreation Center Rentals 46,470 46,470 47,864 49,300 50,779 52,302 Recreation Center Memberships 1,078,577 1,100,000 1,100,000 1,100,000 1,100,000 1,100,000 Facility Rental - U of H 480 700 714 728 743 758 Special Event Permit Fee 200 300 306 312 318 325 Miscellaneous 1,800 6,000 6,120 6,242 6,367 6,495 Engineering Inspect Fee 208,485 111,000 102,000 104,040 106,121 108,243 TIRZ Administration Fee 6,400,511 6,897,616 7,821,878 8,842,702 9,666,350 10,480,737 Permits Inspection Fee 8,000 8,500 8,925 9,371 9,840 10,332 Traffic Impact Analysis 6,000 6,000 6,300 6,615 6,946 7,293 $12,428,649 $13,175,835 $14,326,650 $15,541,289 $16,577,852 $17,612,976 Total Service Charges Interest Interest Income 60,285 60,500 90,750 136,125 204,188 306,281 $60,285 $60,500 $90,750 $136,125 $204,188 $306,281 Total Interest CITY OF PEARLAND GENERAL FUND SCHEDULE OF REVENUES AND OTHER SOURCES FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Miscellaneous Building Rent 18,633 18,095 18,276 18,459 18,643 18,830 Other Victims Program 7,000 7,000 7,210 7,426 7,649 7,879 Street Light Charges 64,145 95,000 95,000 95,000 95,000 95,000 Recycle Revenue 59,616 69,500 70,890 72,308 73,754 75,229 N.S.F. Fees 4,000 4,000 4,080 4,162 4,245 4,330 Plat Copies 28 30 32 33 35 36 Reproduction/Xerox Copies 1,200 1,200 1,224 1,248 1,273 1,299 Sale Of Property 34,371 67,500 68,175 68,857 69,545 70,241 Waiver Of Encroachment 750 1,000 1,010 1,020 1,030 1,041 Jail Phone 1,000 1,000 1,030 1,061 1,093 1,126 Ambulance Permit App. Fee 3,750 4,125 4,249 4,376 4,507 4,643 Sign Revenue 32,214 31,412 32,354 33,325 34,325 35,354 Insurance Reimbursement 26,000 Miscellaneous 200,000 215,000 220,375 225,884 231,531 237,320 MUD Annexation 89,759 $542,466 $514,862 $523,905 $533,159 $542,631 $552,327 Total Miscellaneous Grant, Issuance, Transfers From Fund 15 151,438 115,945 119,482 125,456 131,728 138,315 From Fund 18 21,000 21,420 21,848 22,285 22,731 From Fund 30 927,817 935,000 953,700 972,774 992,229 1,012,074 From Fund 42 150,665 272,032 289,694 433,126 441,789 450,624 From Fund 50 109,974 From Fund 67 263,715 132,293 122,718 From Fund 68 685,502 278,498 284,068 289,749 295,544 301,455 From Fund 70 17,227 21,844 22,281 22,726 23,181 23,645 From Fund 101 466,244 236,513 97,500 84,000 85,680 87,394 From Capital Project Fund 83,929 From Fund 304 19,763 20,158 Transfer From Fund 202 395,692 1,044,922 34,922 35,970 37,049 38,160 Transfer From Fund 203 406,495 506,398 516,526 526,856 537,394 548,141 From Fund 109 45,450 45,450 45,450 45,450 45,450 45,450 Transfer From Fund 200 79,889 79,889 79,889 79,889 79,889 Transfer From Fund 201 39,355 Total Grant, Issuance, Transfers $3,743,503 $3,709,547 $2,607,808 $2,637,845 $2,692,219 $2,747,878 Other Financing Sources Capital Lease Proceeds 3,216,813 901,825 1,508,500 1,476,000 737,500 1,300,000 $3,216,813 $901,825 $1,508,500 $1,476,000 $737,500 $1,300,000 Total Other Financing Sources Total General Fund Revenues $59,170,974 $60,161,236 $63,532,797 $669986,041 $69,965,594 $74,021,352 HE CITY OF PEARLAND GENERAL FUND EXPENDITURES DETAIL FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 General Government City Council 103,306 116,297 125,748 127,857 130,015 132,189 City Manager 677,299 671,741 693,996 708,653 723,727 738,910 Human Resources 789,339 766,756 781,257 795,619 810,348 825,195 City Secretary 297,930 298,068 304,276 310,667 317,237 323,863 Legal 642,559 648,100 663,473 677,185 691,279 705,480 Information Technology 1,467,418 1,438,417 1,151,713 1,249,270 1,267,205 1,285,314 Finance 1,823,679 1,847,530 1,885,364 1,921,662 1,958, 910 1,996,491 Other Requirements 1,007,512 2,978,913 3,026,386 3,074,687 3,123,832 3,173,836 Library 117,323 281,889 282,786 285,614 288,470 291,355 NEW POSITIONS 62,132 63,489 128,457 129,962 Lease for new ERP 419,100 409,200 399,300 $6,926,365 $9,047,711 $8,977,130 $9,633,802 $9,848,680 $10,601,894 Total General Government Public Safety Administration 1,226,111 1,250,519 1,272,510 1,295,049 1,317,766 Patrol 10,697,000 10,939,466 11,168,312 11,403,592 11,640,903 Investigations 1,841,512 1,716,569 1,753,985 1,792,461 1,831,273 Community Service 843,459 804,135 821,709 839,780 858,010 Support Services 1,874,887 1,925,017 1,966,202 2,008,537 2,051,221 Jail 1,114,003 1,136,752 1,161,976 1,187,917 1,214,089 Commercial Vehicle Enfcmt 223,344 228,066 233,013 238,097 243,229 SRO 1,081,279 1,105,622 1,129, 963 1,154,994 1,180,239 Traffic Enfcmt/Motorcycles 875,709 828,330 846,570 865,324 884,253 Special Investigations 546,902 534,345 546,067 558,121 570,279 Training 103,399 104,433 105,477 106,532 107,597 Police 19,017,464 20,427,605 20,573,255 21,005,784 21,450,405 21,898,859 Fire 8,041,201 5,424,395 6,101,662 6,160,572 5,515,904 6,173,095 Fire Marshal 669,626 650,156 633,331 646,582 660,197 673,939 Emergency Management 44,030 53,020 53,550 54,086 54,627 55,173 Emergency Medical Svcs 4,084,172 4,853,571 4,185,743 4,268,285 4,353,054 4,438,587 NEW POSITIONS 248,529 507,908 773,588 1,045,265 $31,856,493 $31,408,747 $31,796,070 $32,643,217 $32,807,775 $34,284,918 Total Public Safety Community Services Community Development Administration 349,552 371,540 263,897 269,559 275,382 281,253 Planning 300,846 343,322 350,317 357,413 364,704 372,054 Permits & Inspections 877,080 953,464 1,003,160 1,023,663 1,044,731 1,065,993 Health & Environmental Services 412,632 394,077 388,191 396,690 405,428 414,261 Animal Control 668,338 736,457 705,961 719,539 733,470 747,538 Communications 328,492 332,403 338,315 344,150 350,130 356,161 Municipal Court 618,688 658,363 684,116 699,066 714,433 729,949 NEW POSITIONS 90,766 126,977 193,397 261,316 Total Community Services $3,555,628 $3,789,626 $3,824,723 $3,937,059 $4,081,676 $4,228,525 Public Works Administration 170,001 467,100 434,017 439,789 445,668 451,600 Fleet Maintenance 408,295 421,722 430,982 440,518 450,323 460,221 Public Works GIS Streets & Drainage 5,051,847 4,766,232 4,087,820 4,140,733 4,194,573 4,248,955 Service Center 175,089 144,911 146,360 147,824 149,302 150,795 Engineering & Capital Projects ECP Administration 266,217 267,947 274,293 280,427 286,738 293,106 Capital Projects 730,748 784,244 801,224 818,670 836,609 854,704 Geographic Information Systems 223,450 216,092 220,367 224,762 229,273 233,830 Engineering 1,089,596 1,044,859 1,066,646 1,088,398 1,110,741 1,133,287 Traffic Operations & Maintenance 717,511 1,272,991 949,551 963,273 977,273 991,410 NEW POSITIONS 62,132 126,977 193,397 261,316 $8,832,754 $9,386,098 $8,473,394 $8,671,370 $8,873,896 $9,079,224 Total Public Works 420 CITY OF PEARLAND GENERAL FUND EXPENDITURES DETAIL FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Parks & Recreation Administration 1,003,596 903,545 917,823 932,437 947,382 962,472 Resource Development 1,512 175,366 178,969 186,486 190,329 Recreation Center/Natatorium 1,663,619 1,705,265 1,773,556 1,802,786 1,832,695 1,862,852 Westside Event Center 173,736 217,405 222,216 226,058 229,992 233,964 Parks Maintenance - West 974,546 1,046,089 996,171 1,015,254 1,034,832 1,054,609 Parks Maintenance - East 1,291,841 1,358,806 1,369,382 1,393,476 1,418,175 1,443,112 Custodial Services 339,685 411,684 417,416 423,265 429,228 435,251 Facilities Maintenance 971,441 953,748 913,367 927,031 940,981 955,078 Athletics 300,156 348,065 358,588 364,568 370,688 376,868 Special Events 256,796 310,273 314,533 318,876 323,304 327,771 Senior Programs 208,756 245,201 225,592 229,804 234,123 238,482 Youth Development 205,729 217,014 234,860 239,526 244,317 249,143 Aquatics 213,447 220,749 228,654 232,361 236,153 239,980 Recycling 206,643 217,204 224,459 228,631 232,909 237,226 NEW POSITIONS 63,489 129,762 197,578 $7,811,503 $8,330,414 $8,375,587 $8,397,563 $8,791,027 $9,004,715 Total Parks & Recreation Transfers Transfers 1,974,555 1,386,903 1,447,072 1,940,498 2,073,943 1,742,406 $1,974,555 $1,386,903 $1,447,072 $1,940,498 $2,073,943 $1,742,406 Total Transfers CIP O&M O&M FOR CIP 623,980 750,602 864,639 932,140 Contribution toward SW program Personnel Services 856,415 1,695,415 2,224,714 21400,144 $1,480,395 $2,446,017 $3,089,353 $3,332,284 Total CIP O&M Total General Fund Expenditures $60,957,298 $63,349,499 $64,374,371 $67,669,524 $69,566,349 $71,673,966 421 CITY OF PEARLAND 0 & M / NEW PERSONNEL FOR CIP FIVE-YEAR FORECAST PROJECTED PROJECTED PROJECTED PROJECTED FY 2015 FY 2016 FY 2017 FY 2018 Cowart Creek Diversion 8,913 8,913 8,913 8,913 Lower Kirby Detention 35,000 35,000 35,000 35,000 Max Road Sports Complex 174,975 178,975 178,975 178,975 Shadow Creek Ranch Park Ph 1 222,158 163,815 168,038 168,038 Centennial Park Ph 2 54,037 72,137 72,208 72,208 Shadow Creek Ranch Trail 270 360 JHEC Nature Trails (Nature Center Ph II) 270 360 360 Delores Fenwick Nature Center 30,372 Trail Connectivity 9,248 9,248 9,248 9,248 Fire Station #3 75,610 75,610 75,610 75,610 Tom Reid Library Expansion 36,703 73,407 73,407 Hillhouse Road Annex Phase 2 45,413 45,413 45,413 Fire Station #2 25,588 61,410 61,410 61,410 Fire Station #7 25,588 61,410 61,410 Max Road 6,892 14,284 14,284 14,284 Fite Road 1,782 5,845 5,845 5,845 Smith Ranch Road Expansion (CR 94) 7,034 14,067 14,067 McHard Road Extension (Mykawa to Cullen) 8,105 Bailey Road (Veterans to FM 1128) 4,900 9,801 Kirby Drive Extension 580 1,159 1,159 Hughes Ranch Road (CR 403) 9,777 9,777 11,922 11,922 Mykawa Road Widening (BW8 to FM 518) 20,660 41,319 Old Alvin Rd Widening (Plum to McHard) 1,046 4,183 Old Alvin Rd Rehab. (McHard to Knapp) 383 510 Grand Boulevard Reconstruction ill 221 Total $623,980 $750,602 $864,639 $932,140 PERSONNEL SERVICES PROJECTED PROJECTED PROJECTED PROJECTED FY 2015 FY 2016 FY 2017 FY 2018 Max Road Sports Complex $47,979 $49,419 $50,901 $52,428 Number of FTE 1 Shadow Creek Ranch Park Ph 1 $349,354 $360,801 $372,621 $383,800 Number of FTE 7 Centennial Park Ph 2 $37,163 $52,327 $53,897 $55,513 Number of FTE 1 Delores Fenwick Nature Center $108,689 Number of FTE 4 Trail Connectivity $100,354 $106,748 $109,785 $113,078 Number of FTE 2 Fire Station #3* Number of FTE** Fire Station #2 $321,565 $794,908 $818,755 $843,318 Number of FTE Fire Station #7 $331,212 $818,755 $843,318 Number of FTE g Total $856,415 $1,695,415 $2,224,714 $2,400,144 Number of FTE 11 9 0 4 *Assumes staffed by reassigned EMS **Fire Station #3 FTE are included at the end of FY2014 422 CITY OF PEARLAND WATER & SEWER FUND FIVE-YEAR FORECAST SUMMARY PROJECTION ADOPTED PROJECTION PROJECTION PROJECTION PROJECTION FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Revenues Charges for Service 28,502,425 29,676,071 31,120,689 31,986,116 34,528,351 36,998,142 Miscellaneous 375,524 93,500 93,500 93,500 93,500 93,500 Interest 39,800 41,150 30,417 30,624 31,389 37,143 Interfund Transfers 2,499,500 2,428,835 2,574,622 2,751,349 3,416,482 3,948,325 Other Financing Sources 137,863 141,150 145,785 149,864 154,065 158,392 $31,555,112 $32,380,706 $33,965,014 $35,011,453 $38,223,787 $41,235,502 Total Revenues Expenses Lift Stations 909,494 1,007,643 895,951 899,055 842,884 736,101 Waste Water Treatment Plant 4,003,447 4,255,507 4,182,592 4,224,644 4,310,062 4,482,209 Water Production 8,159,268 7,680,317 7,401,861 7,524,674 7,565,805 7,847,903 Distribution and Sewer Collection 2,254,845 2,160,933 2,110,768 2,188,268 2,219,389 2,312,631 Utility Billing 3,028,773 2,437,664 2,409,955 2,478,497 2,517,481 2,597,716 Other Requirements 13,589,324 12,293,857 15,605,472 16,100,017 17,252,524 18,963,841 Construction 1,420, 655 1,250,270 1,280, 382 1,307,505 1,344,379 1,382, 616 $33,365,806 $31,086,191 $33,886,981 $34,722,660 $36,052,524 $38,323,016 Total Expenses Revenues Over/(Under) Expenses 1,810,694) 1,294,515 78,033 288,793 2,171,263 2,912,486 Beginning Fund Balance 11,994,247 10,183,553 11,478,068 11,556,101 11,844,893 14,016,156 DS Reserve 1,568,545 1,880,408 29322,782 2,933,028 3,755,831 4,934,645 Ending Fund Balance $8,615,008 $9,597,660 $9,233,319 $8,911,865 $10,260,325 $11,993,997 Revenue Increase Needed 0% 0% 2% 0% 5% 4% Financial Indicators Bond Coverage - 1.4 1.29 1.41 1.44 1.44 1.43 1.42 Cash Reserve Ratio - 25% 0.26 0.31 0.27 0.26 0.28 0.31 Number of Connections 33,024 34,060 35,131 36,202 37,285 38,504 Growth in Connections 1 1 3.14% 1 3.14% 1 3.05% 1 2.99% 3.27% 423 CITY OF PEARLAND WATER & SEWER FUND SCHEDULE OF REVENUES AND OTHER SOURCES FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Charges for Service Water/Sewer Charges 27,124,144 28,314,485 29,680,036 30,510,357 33,020,853 35,418,604 Sanitation Billing Fee 353,085 368,316 394,510 406,617 418,696 432,382 Connection Fee 155,000 158,000 158,000 165,900 165,900 165,900 Water/Sewer Tap Fee 330,500 309,460 345,774 345,701 349,733 391,991 Late Payment Fee 450,000 455,000 468,650 482,710 497,191 512,107 Meter Set Fee 1,810 1,800 1,500 1,500 1,500 1,500 Curb Stop Replacement Fee 161 160 1,040 1,040 1,040 1,040 Grease Trap Fee 32,250 32,750 34,000 34,000 34,000 34,000 Reconnect Fee 54,900 36,000 37,080 38,192 39,338 40,518 Miscellaneous 575 100 100 100 100 100 $28,502,425 $29,676,071 $31,120,689 $31,986,116 $34,528,351 $36,998,142 Total Charges For Service Miscellaneous NSF Fees 9,400 9,600 9,600 9,600 9,600 9,600 Discount Taken Reimbursements 34,852 Miscellaneous 165,150 83,900 83,900 83,900 83,900 83,900 MUD Annexation 166,122 $375,524 $93,500 $93,500 $93,500 $93,500 $93,500 Total Miscellaneous Interest Interest 39,800 41,150 30,417 30,624 31,389 37,143 $39,800 $41,150 $30,417 $30,624 $31,389 $37,143 Total Interest Interfund Transfers From Fund 42 1,544,226 1,568,732 1,709,049 1,879,470 2,271,252 2,798,006 From Fund 44 736,313 624,612 623,018 622,047 887,903 885,272 From Fund 64 From Fund 300 From Fund 301 From Fund 10 218,961 235,491 242,556 249,832 257,327 265,047 $2,499,500 $2,428,835 $2,574,622 $2,751,349 $3,416,482 $3,948,325 Total Interfund Transfers Other Financing Sources Certificate of Deposit Sale of Property 7,570 9,150 9,825 9,825 9,825 9,825 Miscellaneous 130,293 132,000 135,960 140,039 144,240 148,567 Capital Lease Proceeds $137,863 $141,150 $145,785 $149,864 $154,065 $158,392 Total Other Financing Sources Total W&S Fund Revenues $31,555,112 $32,380,706 $33,965,014 $35,011,453 $38,223,787 $41,235,502 424 CITY OF PEARLAND WATER & SEWER FUND EXPENSES DETAIL FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Water & Sewer Lift Stations 909,494 1,007,643 895,951 899,055 842,884 736,101 Wastewater Treatment Plant 4,003,447 4,255,507 4,182,592 4,224,644 4,310,062 4,482,209 Water Production 8,159,268 7,680,317 7,401,861 7,524,674 7,565,805 7,847,903 Distribution and Sewer Collection 2,254,845 2,160,933 2,110,768 2,188,268 2,219,389 2,312,631 Utility Billing 3,028,773 2,437,664 2,409,955 2,478,497 2,517,481 2,597,716 Other Requirements 13,589,324 12,293,857 15,605,472 16,100,017 17,252,524 18,963,841 Construction 1,420, 655 1,250,270 1,280,382 1,307,505 1,344,379 1,382,616 $33,365,806 $31,086,191 $33,886,981 $34,722,660 $36,052,524 $38,323,016 Total Operations _F Total W&S Fund Expenses F$33,365,806 $31,086,191 1 $33,886,981 $34,722,660 $36,052,524 $38,323,016 425 PEARLAND EDC FIVE-YEAR FORECAST SUMMARY PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Revenues Sales Tax 8,068,589 8,673,733 9,194,157 9,745,806 10,330,555 10,950,388 Interest Income 36,937 38,500 40,960 27,437 34,569 42,068 Miscellaneous 438,445 414,648 437,000 460,000 460,000 460,000 $8,543,971 $9,126,881 $9,672,117 $10,233,244 $10,825,124 $11,452,456 Total Operating Revenues Expenditures Operating 1,358,527 1,738,407 1,710,560 1,739,489 1,769,099 1,798,884 Operating Transfers 214,333 178,782 187,721 197,107 206,963 217,311 Bond Payments 2,045,585 2,054,024 2,039,143 1,419,957 1,425,757 1,424,669 Inventory 2,464 5,000 5,000 5,000 5,000 5,000 Capital Outlay 5,000 48,000 5,000 5,000 48,000 5,000 $3,625,909 $4,024,213 $3,942,425 $3,3612553 $3,406,818 $3,445,863 Total Operating Expenditures Revenues Over/(Under) Expenses 4,918,062 5,102,668 5,729,692 6,871,690 7,418,306 8,006,592 Other Financing Sources (Uses) Transfers In Capital Transfers Out (2,625,920) (2,000,000) (2,000,000) (2,000,000) (2,000,000) Incentives Bond Proceeds (1,677,600) (2,794,889) (2,581,899) (2,018,889) (2,418,889 (2,418,889) ($4,303,520) ($2,794,889) ($4,581,899) ($4,018,889) ($4,418,889) ($4,418,889) Total Other Financing Sources Net Change in Fund Balance 614,542 2,307,779 1,147,793 2,852,801 2,999,417 3,587,703 Beginning Fund Balance 13,461,695 14,076,237 16,384,016 10,974,909 13,827,711 16,827,127 (Before Reserves) Debt Service Reserves (665,254) (665,254) Debt Pay-off (Cumulative) (3,081,196) (4,815,942) (6,556,900) Ending Fund Balance $10,329,787 $10,902,820 $10,974,909 $13,827,711 $16,827,127 $20,414,831 426 PEARLAND EDC SCHEDULE OF REVENUES AND OTHER SOURCES FIVE-YEAR FORECAST PROJECTION FY2013 ADOPTED FY2014 PROJECTED FY2015 PROJECTED FY2016 PROJECTED FY2017 PROJECTED FY2018 Sales Taxes Sales Taxes Total Sales Taxes Interest Interest Total Interest Miscellaneous Building Rent Miscellaneous Total Miscellaneous Other Financing Sources Bond Proceeds Total Bond Proceeds Total PEDC Revenues 8,068,589 8,673,733 9,194,157 9,745,806 10,330,555 10,950,388 $ 8,068,589 $8,673,733 $9,194,157 $9,745,806 $10,330,555 $10,950,388 36,937 38,500 40,960 27,437 34,569 42,068 $36,937 $38,500 $40,960 $27,437 $34,569 $42,068 414,000 24,445 414,000 648 437,000 460,000 460,000 460,000 $438,445 $414,648 $437,000 $460,000 $460,000 $460,000 $8,543,971 $9,126,881 $9,672,117 $10,233,244 $10,825,124 $11,452,456 Does not include projections for reimbursement of BCD thru street assessments. PEARLAND EDC SCHEDULE OF EXPENDITURES DETAIL FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Salaries & Wages Executive 140,553 140,250 148,903 153,370 157,971 162,710 Supervisor 67,484 92,000 97,676 100,606 103,624 106,733 General Labor 117,108 174,691 185,468 191,032 196,763 202,666 Vacation Sold/Sick Payoff Overtime Longevity 760 904 1,144 1,384 1,624 1,864 Auto Allowance 3,961 10,800 10,800 10,800 10,800 10,800 Social Security 24,424 30,058 33,139 34,149 35,189 36,259 Retirement 44,748 54,563 56,217 59,047 61,994 65,065 Group Insurance 33,594 44,362 47,024 49,845 52,836 56,006 Cell Phone Allowance 2,425 3,900 3,900 3,900 3,900 3,900 Other Benefits 1,360 493 508 523 539 555 Merit Adjustment 12,522 $436,417 $564,543 $584,779 $604,656 $625,240 $646,558 Total Salaries & Wages Materials & Supplies Office Supplies 4,000 4,500 4,545 4,590 4,636 4,683 Fuel 250 250 253 255 258 260 Food 2,000 2,500 2,525 2,550 2,576 2,602 Minor Tools & Office Equip. 722 500 505 510 515 520 $6,972 $7,750 $7,828 $7,906 $7,985 $8,065 Total Materials & Supplies Maintenance Buildings & Grounds Building & Grounds3 2,000 2,000 2,060 2,122 2,185 2,251 Total Maintenance Buildings & Grounds $2,000 $2,000 $2,060 $2,122 $2,185 $2,251 Maintenance of Equipment Furniture & Office Equipment 1,000 2,000 2,020 2,040 2,061 2,081 Motor Vehicle 300 300 303 306 309 312 Parts 700 700 707 714 721 728 Commercial 1,600 1,600 1,616 1,632 1,648 1,665 Fuel 3,000 3,000 3,300 3,630 3,993 4,392 Total Maintenance of Equipment $6,600 $7,600 $7,946 $8,322 $8,732 $9,179 Services Property Insurance 6,851 7,400 7,770 8,159 8,566 8,995 Rental of Equipment 7,200 7,600 7,676 7,753 7,830 7,909 Special Services 1,680 1,800 1,818 1,836 1,855 1,873 Arbitrage Fees 1,375 1,400 1,400 1,400 1,400 Books, Periodicals & Subscriptions 200 200 202 204 206 208 Telephone/Direct7V/Telecom°. 11,058 7,620 7,696 7,773 7,851 7,929 Cellular Communications 208 PC Aircard Charges 540 540 545 551 556 562 Printing 1,200 1,200 1,212 1,224 1,236 1,249 Postage 500 600 606 612 618 624 Professional Development 12,000 10,000 10,100 10,201 10,303 10,406 Membership Dues 11,459 12,380 12,504 12,629 12,755 12,883 Travel 3,500 5,500 5,555 5,611 5,667 5,723 Marketing Programs/Promo 200 500 505 510 515 520 Employee Relocation 1,970 Marketing /Demo raphic 157,000 157,000 158,570 160,156 161,757 163,375 PEARLAND EDC SCHEDULE OF EXPENDITURES DETAIL FIVE-YEAR FORECAST PROJECTION ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 Industry Recruitment 162,077 220,500 162,105 163,726 165,363 167,017 Contracted Services 276,066 473,696 478,433 483,217 488,049 492,930 Retention Services 136,260 136,272 137,635 139,011 140,401 141,805 Storage/Building Rental 115,194 113,706 113,616 111,911 110,026 107,423 $906,538 $1,156,514 $1,107,948 $1,116,483 $1,124,956 $1,132,831 Total Services Incentives New Industry Incentives 1,520,500 2,645,889 2,533,899 1,970,889 2,370,889 2,370,889 Sales Tax Incentives 157,100 149,000 48,000 48,000 48,000 48,000 $1,677,600 $2,794,889 $2,581,899 $2,018,889 $2,418,889 $2,418,889 Total Incentives Transfer Transfer to General Fund 151,438 113,792 119,482 125,456 131,728 138,315 Transfer to Capital Fund 2,625,920 2,000,000 2,000,000 2,000,000 2,000,000 Transfer to U of H Fund 62,895 64,990 68,240 71,651 75,234 78,996 $2,840,253 $178,782 $2,187,721 $2,197,107 $2,206,963 $2,217,311 Total Transfer Bond Payment Principal 880,000 920,000 965,000 720,000 760,000 795,000 Interest 1,164,085 1,132,524 1,073,143 698,957 664,757 628,669 Fiscal Agent Fees 1,500 1,500 1,000 1,000 1,000 1,000 $2,045,585 $2,054,024 $2,039,143 $1,419,957 $1,425,757 $1,424,669 Total Bond Payment Inventory $1,000-$4,999 2,464 5,000 5,000 5,000 5,000 5,000 $2,464 $5,000 $5,000 $5,000 $5,000 $5,000 Total Inventory Capital Outlay Vehicles 43,000 43,000 Miscellaneous 5,000 5,000 5,000 5,000 5,000 5,000 $5,000 $48,000 $5,000 $5,000 $48,000 $5,000 Total Capital Outlay Total PEDC Expenditures $7,929,429 $6,819,102 $8,529,324 $7,385,442 $7,873,707 $75869,752 429 CITY OF PEARLAND FIVE-YEAR FORECAST FISCAL YEARS 2014 - 2018 Key Assumptions Population The population in Pearland is expected to increase in fiscal year 2014 by 3,000 residents, or 2.9%, over fiscal year 2013, due to residential and commercial development. The rate of growth for the forecast period averages 3.0% annually. From the year 2009 to 2018, the projected population increase is 29,400 people, a 32.4% 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 economy has recovered since the recession that began in 2009 and is experiencing new development. ❑ Assessed Valuation Fiscal Year Growth Valuation 2014* 7.72% $7,045,219,500 2015 5.08% $7,402,987,792 2016 6.28% $7,868,062,487 2017 6.23% $8,358,143,643 2018 6.31 % $8,885,403,215 *Fiscal Year 2014 includes value of $214 million, including exemptions, for property annexed — BC MUD 4 430 In FY 2015, the assessed re -valuation for residential improves and increases annually, averaging 2.25% per year through FY 2018. For commercial the increase for re -valuation averages 2.5% annually. The forecast also includes value of recently completed retail developments as well as anticipated value based on current building permits. The forecast does not assume any increases in the homestead exemption ❑ Tax Rate Fiscal Year O&M Debt Service Total 2014 .2151 .4900 .7051 2015 .2225 .5100 .7325 2016 .2225 .5300 .7525 2017 .2225 .5325 .7550 2018 .2225 .5325 .7550 Tax rate needed to pay debt service, maintain current services and meet reserve requirements. ❑ Sales Tax — General Fund Fiscal Year Growth Amount 2014 7.8% $17,253,319 2015 6.0% $18,288,518 2016 6.0% $19,385,829 2017 6.0% $20,548,979 2018 6.0% $21,781,918 ❑ Number of Water/Sewer Connections Fiscal Year Growth Connections 2014 3.14% 34,060 2015 3.14% 35,131 2016 3.05% 36,202 2017 2.99% 37,285 2018 3.27% 38,504 ❑ Expenditure Assumptions GO/CO Debt Issuance Fiscal Year GO's CO's Total 2014 $17, 600, 000 $4, 330, 000 $21, 930, 000 2015 $17,400,000 $12,600,000 $30,000,000 2016 $28,650,000 $5,130,000 $33,780,000 2017 $18,270,000 $0 $18,270,000 2018 $735,000 $315,000 $1,050,000 Based off Five -Year CIP 431 Water/Sewer Debt Issuance Fiscal Year Total 2014 $17,098,701 2015 $17,732,322 2016 $10,310,710 2017 $27,339,298 2018 $24,870,500 Based off Five -Year CIP O&M for CIP, cumulative Fiscal Year Total 2015 $1,480,395 2016 $2,446,017 2017 $3,089,353 2018 $3,332,284 Based off Five -Year CIP Merit Increase Fiscal Year Total 2014 2% 2015 2% 2016 2% 2017 2% 2018 2% 2014-2018 — 3% Step Adjustment for Civil Service 432 CITY OF PEARLAND FISCAL YEAR 2014 ADOPTED BUDGET NEW PERSONNEL FUNDED FUND/DIVISION TITLE GENERAL FUND - 010 Animal Control Animal Shelter Attendant Capital Projects Project Coordinator Communications Videographer/Editor Finance Buyer' Human Resources Administrative Secretary Emergency Medical Services (EMS) Paramedic' Emergency Medical Services (EMS) EMT' Fire Department Firefighters2 Fire Department Fire Logistics Captain Information Technology System Administrator' Municipal Court Deputy Court Clerk Police Patrol Police Officer Police Jail Jailer Custodial Services Custodian WATER & SEWER FUND - 030 Lift Stations Water Production Water Production Utility Billing Sub -Total General Fund Operator -in -Training Water Production Supervisor Operator I Administrative Technician Sub -Total Water & Sewer Fund FULL-TIME PART-TIME 1 1 1 1 1 2 2 9 1 1 -1 1 3 1 -1 23 0 1 1 2 1 5 0 HOTEL/MOTEL FUND - 045 Convention & Visitors' Bureau Sales & Event Manager 1 SOLID WASTE FUND - 031 Utility Billing Customer Service Clerks 1 GRAND TOTAL 30 'Ten-month position, effective 12/1/13 2Two months, effective 8/1/14 for Fire Station 3, opening 10/1/14 3Eleven-month position, effective 11/1/13 4Custodial position eliminated; implemented contracted services. 5Position not to be filled as City negotiating with Waste Management to provide commercial billing and collection All others 10/1/2013 hire date. The City Council appointed the current part-time Judge to full-time in FY 2014. 0 43 CITY OF PEARLAND FY 2014 ADOPTED BUDGET AUTHORIZED PERSONNEL BY DEPARTMENT Function/Department Full -Time Employees Part -Time Employees FY 2012 BASE FY 2013 AMENDED FY 2014 REQUEST FY 2014 ADOPTED FY 2012 BASE FY 2013 AMENDED FY 2014 REQUEST FY 2014 ADOPTED General Government City Manager 4 4 4 City Secretary 4 4 4 Finance 16 16 1 17 1 1 1 Human Resources 6 6 1 7 31 3 (1) 2 Information Technology 5 5 1 6 Legal 5 5 5 Billing & Collections/Solid Waste 17 17 2 19 4 4 4 GENERAL GOVERNMENT TOTAL 57 57 5 62 8 8 (1) 7 Public Works Public Works Administration 1.75 1.75 1.75 Fleet Maintenance 7 7 7 Streets & Drainage 17 17 17 Lift Stations 9 9 1 10 Waste Water Treatment 14.75 14.75 14.75 Water Production 12 12 3 15 W&S Distrib. & Collect. 26.5 27.5 27.5 W&S Construction 13 13 13 Public Works GIS 3 4 4 Engr & Capital Projects Mgt. 3 3 3 Engineering 12 12 12 Projects 8 8 1 9 Geographical Info. System 2 2 2 Traffic Operations 6 6 6 PUBLIC WORKS TOTAL 135 137 5 142 0 0 0 0 Public Safety Fire Department 33 33 10 43 19 19 19 Fire Marshal 6 6 6 2 2 2 Emergency Medical Services 39 39 4 43 24 24 24 Police Department 183 191 4 195 7 7 7 PUBLIC SAFETY TOTAL 261 269 18 287 52 52 0 52 Parks & Recreation Parks & Rec. Admin. 8 8 (2) 6 1 1 (1) Parks & Rec. Resource Development 2 2 1 1 Custodial Services 5 3 (1) 2 Facilities Maintenance 6 6 6 Parks Maintenance West 15 15 15 Parks Maintenance East 16 16 16 Recreation Center/Natatorium 6 6 6 49 49 49 Westside Events Center 2 2 2 1 1 1 Athletics 2 2 2 4 4 4 Youth Development 1 1 1 4 4 4 Aquatics 1 1 1 4 4 Special Events 1 1 1 Senior Programs 2 2 2 3 3 3 Recycling 2 2 2 4 4 4 PARKS & RECREATION TOTAL 67 65 (1) 64 66 70 0 70 Community Services Community Develop. Admin. 2 3 3 1 Planning 3 4 4 Permits & Inspections 12 13 13 2 2 2 Environmental & Health 4 6 6 Animal Control 9 9 1 10 1 1 1 Municipal Court 10 11 11 1 2 1 3 Public Affairs 2 2 1 3 COMMUNITY SERVICES TOTAL 42 48 2 50 5 5 1 6 Economic Development 5 5 5 Convention & Visitors' Bureau 2 1 3 U. of Houston-Pearland 1 1 1 GRAND TOTAL 568 584 30 114 131 1 135 0 1 135 Note: Does not include Seasonal positions 434 City of Pearland Full -Time Equivalents Per 1,000 Population Five Year Historical Comparison 6.80 6.70 6.59 6.60 _ _.__`.___ 6.55 6.52 6.50 6.38 6.40 6.28 6.30 6.20 6.10 6.00 2009-10 2010-11 2011-12 2012-13 2013-14 Fiscal Year FTE Population No. of Employees Per 1,000 Population 2009-10 601.5 91,252 6.59 2010-11 616.5 94,100 6.55 2011-12 633.5 97,200 6.52 2012-13 651.5 103,800 6.28 2013-14 681.5 106,900 6.38 City of Pearland Employees by Service Area FY2010 - FY2014 5.0 1.0 3.0 FY2014 313.0 65.5 1 142.0 1 99.0 153.011 5.0 1.0 2.0 FY2013 295.0 61.0 137.0 100.0 50.5 5.0 1.0 0 FY2012 287.0 61.0 135.0 100.0 44.5 5.0 1.0 0 FY2011 275.5 60.0 128.0 7 102.5 144.51 6.0 1.0 0 FY2010 264.0 74.0 111.0 1 98.5 147.011 ❑Public Safety ❑General Government ❑Public Works ❑Parks & Recreation ❑Community Services ❑Economic Development ■ UofH ■ CVB In 2011, some departments in General Government were reclassed to Public Works. Service Area FY2010 FY2011 FY2012 FY2013 FY2014 % Increase' Public Safety* 264 275.5 287 295 313 19% General Government 74 60 61 61 65.5 -11% Public Works 111 128 135 137 142 28% Parks 98.5 102.5 100 100 99 1% Community Services 47 44.5 44.5 50.5 53 13% Economic Development 6 5 5 5 5 -17% CVB 0 0 0 2 3 100% UofH 1 1 1 1 1 0% 601.5 616.5 633.5 651.5 681.5 13% Increase Annual Increase: 15.0 17.0 18.0 30.0 80.0 % Increase: 2.5% 2.8% 2.8% 4.6% 13.3% % Population Increase: 3.1% 3.3% 6.8% 3.0% 17.1% *Public Safety includes Police, Fire, EMS, Fire Marshal and Emergency Management. **The FY11 budget included 16 additional FTE Fire personnel to staff the new Fire Station #5 and provide 24/7 fire services at three stations. From FY 2010 to 2012, departments were transferred from General Government and Community Services to Public Works. FY12 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 FY12, 3 FTE were added for Water & Sewer services for the MUD 4 annexation. Other changes included the addition of 2 Building Inspectors and a Senior Planner; 2 Custodial positions were eliminated due to contracting the Recreation Center/Natatorium and other City facilities; 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. FY13 includes the addition of 8 FTE in the Police Department, 2 in Water & Sewer departments, 1 in Environmental/Health Code Enforcement, .5 in each the Community Development Department and Municipal Court. In FY13 6 Officers were hired in the Police Department with an increase in population of 6,900. FY14 includes the addition of 9 Firefighters to accommodate the opening of Fire Station #3, 2 Paramedics & 2 EMTs to staff a 5th ambulance, 3 Police Officers, 3 positions in Water Production to address the needs due to growth, and 11 other positions in various departments. 436 City of Pearland Employees by Service Area as % of Total Fiscal Year 2014 Full -Time Equivalents Economic Development, 1 % General Government 10% Public Safety, 46% Parks & Recreation, Community Services, 14% 8% )fH, 0% Public Works, 21 % CVB, 0% 437 FISCAL YEAR 2014 ADOPTED BUDGET GENERALFUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED **************EXPENDITURES************** Non- Department/Description Revenues Recurring Recurrinq Total Information Technology System Administrator - ITMP - 10 months 58,427 2,175 60,602 46 of 61* Replacement Desktops on 6 year cycle 31,050 31,050 62,100 47 Replacement Laptops on 6 year cycle 51,700 51,700 103,400 36 of 41 * Replacement PC's on 4 year cycle-ITMP 46,700 46,700 5 Apple I -pads for P&Z 5,000 5,000 City Employee File Server 9,500 9,500 IT Staff Training Courses - ITMP 12,500 12,500 Outlook Email Server & License - ITMP 76,000 76,000 ERP Conversion Consultant - ITMP 80,000 80,000 Closed Network Ring/Loop - ITMP 16,000 16,000 Fire Records in Cloud, includes annual fee-ITMP 5,660 5,960 11,620 Internet Connectivity/Redundancy - ITMP 36,000 36,000 195,337 324,085 519,422 *15 replacement desktops on 6-yr cycle funded in Water/Sewer Fund; 5 on 4-yr cycle in W/S Fund. Finance Buyer - 10 months 45,746 4,835 50,581 Accountant III Adjustment 8,100 8,100 53,846 4,835 58,681 Emeraencv Medical Services (EMS New 5th Ambulance*, includes following personnel: 600 237,499 238,099 2 Paramedics - 10 months 103,038 500 103,538 2 EMT's - 10 months 66,856 1,000 67,856 Replace 2 Cardiac Monitors/Defibrillators 53,416 53,416 Replacement Ambulance* 134,525 134,525 Refurbish 1 Ambulance 94,325 94,325 Training for Consolidation of Fire & EMS Depts. 400,000 400,000 170,494 921,265 1,091,759 *Ambulances funded via Lease/Purchase - 5th Ambulance at $142,300 Fire Department 9 Firefighters - 2 months, Station 3 & Bunker Gear for 86,391 91,314 177,705 9 part-time Firefighters Fire Logistics Captain - 11 months 71,818 6,149 77,967 Custom Pumper with Equipment* 625,000 625,000 New Vehicle for On -Duty Shift Commander 54,000 54,000 3 Replacement Panasonic Notebook Computers 11,100 11,100 for New Apparatus 5 Cord Reels, 4 Air Hose Reel,1 Industrial Cord Reel & 6,899 6,899 Cut -Off Tool (Rescue Tool) 7 Storage Cabinets for Flammable Liquids 6,340 6,340 3 Large Area Search Life Safety Lines 1,749 1,749 Sand, Clean & Repair Training Tower 29,500 29,500 AC Positive Pressure Fan 2,300 2,300 Forcible Entry Training Prop 7,125 7,125 158,209 841,476 999,685 *Funded via Lease/Purchase FISCAL YEAR 2014 ADOPTED BUDGET GENERALFUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED **************EXPENDITURES************** Non- Department/Description Revenues Recurring Recurring Total Fire Marshal/Emergency Operations Center 7 Taser Replacements with Cartridges 322 6,390 6,712 Records Management System 2,565 17,690 20,255 5 Upgrades for Global Star Satellite Phones 2,695 2,695 100 boxes (12 per box) MIRE meal kits 7,166 7,166 2,887 33,941 36,828 Human Resources Upgrade PT Admin Clerk to FT Admin Secretary 30,806 3,790 34,596 Employee Self Service Benefit Connector 16,632 16,632 3 Laserfich Scanners 2,652 2,652 Outsource Criminal History & DL Checks 27,950 27,950 75,388 6,442 81,830 Legal Contract Prosecutor (Full-time Judge) 18,000 18,000 18,000 18,000 Library Reframing of Art Work 1,000 1,000 Children's Furnishings (Table and Chairs) 11903 1,903 2,903 2,903 Parks & Recreation Administration Lease playfields behind RCN 30,000 30,000 Skatepark Design Services 40,000 40,000 30,000 40,000 70,000 Parks & Recreation Resource Development Marketing & Promotion for Social Media 2,000 2,000 2,000 2,000 Recreation Center/Natatorium Aquatic Climbing Unit 15,370 15,370 6 Sport Wheelchairs 10,800 10,800 26,170 26,170 Parks Special Events 15 Event Advertising Signs 4,500 4,500 Mud Run (Crawfish Festival) 120,000 35,000 35,000 120,000 35,000 4,500 39,500 Westside Events Center 120 Chairs and Cart/Rack 5,428 5,428 5,428 5,428 Knapp Center/Senior Citizens Programs Replacement Bus 20,000 (6,283) 25,840 19,557 20,000 (6,283) 25,840 19,557 FISCAL YEAR 2014 ADOPTED BUDGET GENERALFUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED Department/Description Parks Maintenance West New Holland Tractor (Replacement of 2) Replacement - 15' Mower Deck Replacement - 72" Mower Parks Maintenance East Max Road Sportsplex FF&E Picnic Tables, Trash Receptacles, Shade Structures, etc. New Signs for Corrigan & Woody Parks New Sign for Centennial Park* Veterans' Rd. Athletic Facility Supplies Max Road Sportsplex Supplies & Tools - 5 mos Max Road Sportsplex Utilities - 5 mos Max Rd Sportsplex Mowing/Landscaping - 5 mos Max Rd. Scoreboard *Additional $5,200 from Fund 047 - Parks Development) Max Road Sportsplex to open April 2014. **************EXPENDITURES'`************* Non - Revenues Recurring Recurrinq Total 42,500 16,000 10,000 42,500 16,000 10,000 68,500 68,500 88,240 88,240 10,000 10,000 3,300 3,300 10,560 10,560 29,943 15,000 44,943 31,079 31,079 75,000 75,000 4,772 4,772 146,582 121,312 267,894 Parks Facilities Maintenance Pearland Library A/C Unit 4 18,190 18,190 Animal Control Evaporator Coil 2,205 2,205 New Vehicle for Building Maintenance Helper 850 19,325 20,175 Service Center Furnace Replacements 10,650 10,650 Fire Overhead Door PM + Repairs ($1,500 in Fire) 10,000 10,000 Parks Maintenance Building Hot Water Heater 3,728 3,728 Repairs/Replacement HVAC Mechanical Equipment 25,000 25,000 Throughout the City, as needed. Annual Parking Lot Maintenance 9,000 9,000 44,850 54,098 98,948 Police Patrol 3 Officers, 12 months, with 1 Vehicle 250,695 92,126 342,821 1 New Home Fleet Vehicle 57,365 57,365 5 Replacement Vehicles 260,845 260,845 511,540 149,491 661,031 Police Investigations (CID) 2 New Vehicles 67,674 67,674 3 Replacement Vehicles 94,752 94,752 94,752 67,674 162,426 Police Community Services (IAD) Upgrade Officer to Sergeant 4,157 9,120 13,277 Replacement Vehicle 52,169 52,169 56,326 9,120 65,446 FISCAL YEAR 2014 ADOPTED BUDGET GENERALFUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED **************EXPENDITURES************** Non- Department/Description Revenues Recurring Recurring Total Police Support Services Upgrade TCO Team Leader to Supervisor 8,027 8,027 4 TCO Upgrades to Team Leader 15,156 15,156 23,183 23,183 Police Jail 1 Jailer- 10 months 44,336 1,500 45,836 1 Jailer - Overtime Savings (3,317) (3,317) 4 Jail Team Leader- Upgrades 15,156 15,156 56,175 1,500 57,675 Police Traffic Enforcement/Motorcycles LIDAR - Laser Speed Measuring Equip. 12,000 12,000 Laptop for Warrant Officer 600 2,200 2,800 2 Replacement Motorcycles 69,330 69,330 600 83,530 84,130 Police Special Investigations Replacement Vehicle 23,853 23,853 23,853 23,853 Animal Control 1 Animal Shelter Attendant - 11 months 21,000 27,650 1,725 29,375 1 Replacement vehicle w/ deer skin box - TL133 45,943 45,943 21,000 73,593 1,725 75,318 Communications 1 Videographer/Editor-11 months 50,207 900 51,107 Savings from Video Contractor Elimination (41,720) (41,720) Photography Services 1,500 1,500 9,987 900 10,887 Municipal Court Upgrade Part-time Presiding Judge to Full-time 7,283 7,283 1 Part-time Deputy Court Clerk 15,805 100 15,905 23,088 100 23,188 Capital Projects 1 Project Coordinator 57,584 49,854 1,600 51,454 57,584 49,854 1,600 51,454 Engineering AutoCAD License/Adobe Acrobat 750 6,068 6,818 Engineering Services 5,754 5,754 6,504 6,068 12,572 FISCAL YEAR 2014 ADOPTED BUDGET GENERALFUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED Department/Description Traffic Management Intersection Flashing Left Turn Arrow Program Intersection Upgrades - Span Wire Program School Flasher Replacement Pre-emption for FS #4 Traffic Signal Timing Street Light Replacement and Inventory 1 Replacement Sign Lift Truck - P212 Scissors Type Platform Lift for Truck (Savings in Rental of Budget Truck) 1 Replacement Vehicle - P229 GIS ESRI Editing/Designing Course Community Development Administration Comprehensive Plan Phase II Strategic Plan Health & Environmental Services Overtime for weekend inspections 6 Windows 8 notebook tablets, printers and airtime Permits & Inspections 5 Toughbook with Aircards Certification Pay Public Works Administration SW/Road Evaluator Streets & Drainage GPS Receiver with annual Subscription 1 Replacement vehicle - P222 Motor Grader w/ blade Rental of Equip. savings for Motor Grader Dual Drum Compactor Rental of Equip. savings for Dual Compactor LeeBoy Truck Hitch TOTAL **************EXPENDITURES************** Non - Revenues Recurring Recurring Total 138,186 138,186 192,000 192,000 38,760 38,760 7,000 7,000 50,000 50,000 48,000 48,000 33,655 33,655 (2,400) 48,865 46,465 25,500 25,500 73,100 506,466 579,566 3,695 3,695 3,695 3,695 100,000 100,000 15,000 15,000 115,000 115,000 6,796 6,796 2,880 7,800 10,680 9,676 7,800 17,476 2,280 14,291 16,571 12,000 12,000 14,280 14,291 28,571 300,000 300,000 300,000 300,000 1,000 15,176 16,176 32,865 32,865 9,700 114,843 124,543 (33,821) (33,821) 9,700 123,900 133,600 (28,410) (28,410) 8,250 8,250 (8,966) 262,169 253,203 218,584 1,947,550 4,008,229 5,955,779 442 FISCAL YEAR 2014 ADOPTED BUDGET WATER AND SEWER FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED ******************EXPENSES****************** Non- Department/Description Recurring Recurring Total Water & Sewer Billing & Collections 1 Administrative Technician 1 Replacement vehicle - P231 Overtime for staff Kiosks at City Hall and PSB 8 Steelcase chairs Lift Stations 1 Operator In Training w/ vehicle Control Panel Replacement - Knapp Rd, Sunset Meadows, Towerbridge, Vill. Of Mary's Creek, Green Tee VII 18 Kw Diesel Generator Gas Powered Air Compressor 1 Replacement vehicle - P179 Wastewater Treatment Plant Clarifier Drive at Barry Rose WWTP 2 Sludge Pumps at Longwood WWTP Process Water System and Control Panel Aeration Motor and Motor Rebuild at Barry Rose WWTP Aerator Gearbox Rebuild at Barry Rose WWTP 8" Lift Pump and Discharge Valve at Barry Rose WWTP DO and pH Meters at all WWTPs Laptop/Aircard/Blackberry for Inspections Office Furniture Desktop Computer with Aircards for Barry Rose and Longwood WWTPs Filter Cloth Socks at JH Environmental Center Distribution & Collection 36,732 2,000 38,732 19,475 19,475 27,119 27,119 100,638 100,638 3,600 3,600 83,326 106,238 189,564 37,669 20,560 58,229 57,000 57,000 3,500 3,500 2,200 2,200 28,235 28,235 65,904 83,260 149,164 184,000 184,000 21,200 21,200 148,000 148,000 46,000 46,000 125,000 125,000 35,000 35,000 14,370 14,370 1,116 2,200 3,316 5,015 5,015 1,368 3,300 4,668 50,460 50,460 2,484 634,545 637,029 3 Replacement vehicles 68,325 68,325 3 Laptop w/ Aircard 1,368 6,600 7,968 Trailer mounted Portable Light Tower 13,584 13,584 69,693 20,184 89,877 Construction Concrete Saw 25,789 25,789 Replace Gooseneck Trailer- R149 11,190 11,190 36,979 36,979 GIS Map Cabinet 3,750 3,750 Drafting Table 900 900 4,650 4,650 443 FISCAL YEAR 2014 ADOPTED BUDGET WATER AND SEWER FUND SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED **************EXPENSES************** Non- Department/Description Recurring Recurring Total Water Production 1 Water Production Supervisor w/ vehicle 56,746 21,855 78,601 2 Operator I w/ vehicle 97,792 45,960 143,752 Interior Lining for Cullen, McLean, and 518 GSTs 300,000 300,000 7 Safety Showers at Water Facilities 2,350 2,350 35 Sample Stations 28,482 28,482 Soft Starters and VFD 33,334 33,334 Security Lights and Receptacles 32,500 32,500 Electrical Panel at Green Tee 15,000 15,000 Analog and Flow Meters at Garden, 518, McLean, Kirby, Southdown, Green Tee, Magnolia, and Country Place 101,500 101,500 SCADA System upgrade at Water Plants 16,350 16,350 1 Replacement vehicle - P238 21,080 21,080 1 Replacement vehicle - P236 21,080 21,080 Lift Gate 2,500 2,500 196,698 599,831 796,529 Other Requirements 15 PC Replacements on 6 year cycle 20,250 20,250 5 PC Replacements on 4 year cycle 16,500 16,500 20,250 16,500 36,750 TOTAL WATER AND SEWER FUND 438,355 1,502,187 1,940,542 444 FISCAL YEAR 2014 ADOPTED BUDGET OTHER FUNDING SOURCES SUPPLEMENTAL AND CAPITAL REQUESTS FUNDED **************EXPENDITURES************** Non- Department/Description Recurring Recurring Total Police State Seizure Fund ALPR 23,690 23,690 Replacement K-9 & training/travel 12,000 12,000 K-9 GPS Collar 1,120 1,120 K-9 Transport Kennel 1,100 1,100 K-9 Scent Training Wall 1,083 1,083 38,993 38,993 Police Federal Seizure Fund Replacement Tactical Vests (SWAT) 29,000 29,000 29,000 29,000 Hotel/Motel - Convention & Visitors' Bureau Sales & Event Manager 41,234 2,400 43,634 Crawfish Festival Sponsorship 31,000 31,000 Familiarization Trips & Workshops for Hotels 15,000 15,000 Website Re -design 15,000 15,000 87,234 17,400 104,634 Citywide Donation Fund 3 Knox Med Vaults for EMS ambulances 5,100 5,100 7 Digital Ally Video Event Recorders for EMS ambulances 11,760 11,760 Desktop Computer for EMS Supply Room 1,500 1,500 Laptop Computer for EMS Training Classes 2,200 2,200 Econoline E0150 Van V8 auto tran A/C for Animal Control 28,670 28,670 Stainless Animal Transport Cages (9) - Animal Control 10,675 10,675 59,905 59,905 Park & Recreation Development New Signage at the following Parks: 48,700 48,700 Southgate Southdown Centennial Creekside Cypress Village Zychlinski Aaron Pasternak Memorial Grants Andella Glass Crusher - Recycling Center Solid Waste Fund Customer Service Clerk TOTAL OTHER FUNDING SOURCES 48,700 48,700 120,000 120,000 2,000 225,000 227,000 41,333 1,968 43,301 41,333 1,968 43,301 130,567 420,966 551,533 445 FISCAL YEAR 2014 ADOPTED BUDGET GENERALFUND SUPPLEMENTAL AND CAPITAL REQUESTS NOT FUNDED **************EXPENDITURES************** Non- Department/Description Revenues Recurring Recurring Total Information Technology Software Support Coordinator- (6 mo.) 37,572 2,175 39,747 37,572 2,175 39,747 Other Requirements Part-time Mail Courier Emergency Medical Services (EMS) Clinical Manager Fire Department Replace Oven/Stove/Exhaust for Stn 4 Emergency Shelter & Equipment Pak Weedle Forcible Entry Tools Fire Marshal/Emergency Operations Center Fire Inspector/Investigator with Vehicle Deputy, Emergency Mgt Coordinator with Vehicle* *Possible 50% salary paid by EMPG, grant; application due 1-20-14. Human Resources Risk Manager with Vehicle Outsource City Investigations Parks Administration Leadership Team Training Parks & Recreation Resource Development Meetings & Receptions Professional Printing Services Recreation Center/Natatorium Equipment Lending Module Parks Special Events Christmas in Zychlinski Park Event 11,421 11,421 11,421 0 11,421 85,695 3,225 88,920 85,695 3,225 88,920 19,800 19,800 6,700 6,700 5,900 5,900 32,400 32,400 60,544 49,280 109,824 65,982 40,578 106,560 126,526 89,858 216,384 82,066 27,025 109,091 19,000 19,000 101,066 27,025 128,091 5,000 5,000 5,000 5,000 2,000 2,000 5,000 5,000 7,000 7,000 3,925 3,925 3,925 3,925 6,000 6,000 6,000 6,000 446 FISCAL YEAR 2014 ADOPTED BUDGET GENERALFUND SUPPLEMENTAL AND CAPITAL REQUESTS NOT FUNDED **************EXPENDITURES************** Non- Department/Description Revenues Recurring Recurring Total Parks - Athletics Assistant Athletic Coordinator 29,972 29,972 (for Max Road Sportsplex - 6 month position) 29,972 29,972 Parks Maintenance East Parks Maintenance Worker 1 18,341 18,341 (for Trail Connectivity Phase 11 - 6 month position) Zychlinski Park Christmas Decorations 7,641 7,641 Hydro-Ax 48,000 48,000 18,341 55,641 73,982 Police Administration Assistant Chief with Vehicle 73,253 49,230 122,483 Budget Analyst 70,173 2,793 72,966 Mobile Command Post* 2,000 12,142 14,142 145,426 64,165 209,591 *Grant award not received. Police Patrol Lieutenant with Vehicle 122,836 71,352 194,188 2 Sergeants with Vehicles 210,428 142,704 353,132 7 Officers with 2 Vehicles 558,159 195,846 754,005 Certificate Pay 69,929 69,929 Education Incentive 38,606 38,606 Bilingual Pay 40,791 40,791 1 New Home Fleet Vehicle 57,365 57,365 SWAT replacement Helmets 12,800 12,800 Replacement Gas Masks 8,080 8,080 SWAT Vehicle Storage Magazine 3,590 3,590 Rifle Suppressors & Adaptors 26,192 26,192 1,040,749 517,929 1,558,678 Police Investigations (CID) Detective Pay 42,492 42,492 Sergeant with Vehicle 100,780 47,707 148,487 143,272 47,707 190,979 Police Support Services TCO Certificate Pay 11,580 11,580 11,580 11,580 Police Jail 2 Jailers 106,102 3,000 109,102 2 Jailers - Overtime Savings (6,633) (6,633) 99,469 3,000 102,469 Animal Control 1 Animal Shelter Attendant 31,059 863 31,921 31,059 863 31,921 FISCAL YEAR 2014 ADOPTED BUDGET GENERALFUND SUPPLEMENTAL AND CAPITAL REQUESTS NOT FUNDED **************EXPENDITURES************** Non- Department/Description Revenues Recurring Recurring Total Engineerinq 1 Civil Engineer 77,319 1,850 79,169 77,319 1,850 79,169 Planning 1 Planning Technician 52,334 2,200 54,534 Printing and fuel for Annexation 1,300 1,300 Solar lighting for Project Stars Monument 11,500 11,500 52,334 15,000 67,334 Health & Environmental Services 2 Code Enforcement/Rental Inspectors 125,022 43,960 168,982 125,022 43,960 168,982 Permits & Inspections Building Inspector 61,647 250 61,897 61,647 250 61,897 Streets & Drainage Pavement Management System 110,250 110,250 110,250 110,250 TOTAL 2,216,470 1,019,223 3,235,692 448 FISCAL YEAR 2014 ADOPTED BUDGET WATER AND SEWER FUND SUPPLEMENTAL AND CAPITAL REQUESTS NOT FUNDED Department/Description ******************EXPENSES****************** Non - Recurring Recurring Total Distribution & Collection Building Extension 37,801 37,801 37,801 37,801 Construction 1 Concrete Crew Leader w/ vehicle 51,665 32,055 83,720 1 Heavy Equipment Operator w/ concrete truck 42,568 156,650 199,218 3 Concrete Maintenance Workers w/ vehicle 111,487 44,080 155,567 1 Construction Crew Leader 51,365 2,550 53,915 Parts & Materials for Concrete Crew 84,000 84,000 Gooseneck Trailer w/ underbody boxes 21,490 21,490 Backhoe 92,210 92,210 341,085 349,035 690,120 TOTAL WATER AND SEWER FUND 341,085 386,836 727,921 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. Q) 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. (1) 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. 450 L\ 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 512010) 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 515190) 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. 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 416174: 413182) 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 417184) 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 417184) 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 417184) 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 1 st 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. 452 (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 417184) 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. 453 ORDINANCE NO. 1492 AN APPROPRIATION ORDINANCE ADOPTING A REVISED BUDGET FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2013 AND ADOPTING A BUDGET FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2013, AND ENDING SEPTEMBER 30, 2014, AND PAY PLANS FOR FISCAL YEAR 2014. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF PEARLAND, TEXAS: Section 1. That the City Manager's estimated 2012-2013 Budget and proposed 2013-2014 Budget, attached hereto as Exhibit "A" and Exhibit "B", be adopted in compliance with provisions of Article 8 of the Home Mule 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 adapts a revised budget for the current fiscal year ending September 30, 2013 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 2013- 20,14 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 2013-2014 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. 454 OW4 0% ON ON 0% 0% ON OVA ON 0% ON 0% 0% OW4 .9k ORDINANCE NO.1492 PASSED and APPROVED ON FIRST READING this the 9t" day of September, A. D., 2013. TOM REID MAYOR ATTEST: YWIN IG I TA C// l YS !E ETAR� PASSED and APPROVED ON SECOND and FINAL READING this the 23 d day of September, A. D., 2013, ATTEST: APPROVED AS TO FORM- DARRIN M. COKER CITY ATTORNEY 2 455 TOM REID MAYOR r-21 Fund # Fund Description 010 General 015 P.E.D.C. 020 Debt Service -General Proprietary Funds 030 Water and Sewer 031 Solid Waste Special Revenue Funds 017 Municipal Court 018 Citywide Donation 019 Court Technology 023 Court Juvenile Management 035 Traffic Impact Improvement 043 Regional Detention 045 Hotel/Motel 046 Parks Donations 047 Park & Recreation Development 049 Tree Trust 055 Sidewalk 060 Police State Seizure 062 Federal Police 101 Grant 111 Community Development 140 University of Houston 141 University of Houston Capital Renewal Fund 145 Municipal Channel Internal Service Fund 095 Property/Liability Insurance 099 Medical Self -Insurance Sub -Total Operations EXHIBIT A City of Pearland Fiscal Year 2012-2013 Revised Budget REVENUES EXPENDITURES 2013 2013 2013 2013 Adopted Revised Change Adopted Revised Change $56,387,521 $59,170,974 $2,783,453 $58,575,184 $60,957,298 $2,382,114 $7,948,134 $8,543,971 $595,837 $9,063,597 $7.929,429 ($1,134,168) $27,836,410 $27,981,832 $145,422 $29,273,034 $28,683,312 ($589,722) $31,227,456 $31,555,112 $327,656 $31,056,296 $33,365,806 $2,309,510 $8,048,371 $8,173,390 $125,019 $8,094,361 $8,373,666 $279,305 $61,162 $63,155 $1,993 $69,135 $73,850 $4,715 $31,013 $30,666 ($347) $16,098 $23,598 $7,500 $78,638 $74,952 ($3,686) $308,905 $313,132 $4,227 $75,689 $74,664 ($1,025) $61,206 $46,693 ($14,513) $425 $231,773 $231,348 $42,258 $157,907 $115,649 $5 $10,437 $10,432 $0 $10,443 $10,443 $931,082 $1,136,017 $204,935 $579,397 $831,359 $251,962 $81,240 $94,971 $13,731 $70,640 $74,500 $3,860 $50,675 $77,101 $26,426 $187,923 $398,042 $210,119 $3 $275 $272 $5,000 $13,000 $8,000 $5,083 $5,295 $212 $0 $0 $0 $50,115 $14,764 ($35,351) $128,125 $130,018 $1,893 $20 $15,716 $15,696 $0 $0 $0 $552,925 $833,955 $281,030 $552,925 $833,952 $281,027 $284,818 $659,759 $374,941 $284,818 $659,605 $374,787 $258,493 $291,706 $33,213 $258,458 $322,771 $64,313 $0 $274,420 $274,420 $0 $34,670 $34,670 $226,260 $244,146 $17,886 $65,700 $72,009 $6,309 $1,160,052 $1,240,393 $80,341 $1,160,052 $1,321,865 $161,813 $6,341,267 $5,846,414 ($494,853) $5,875,923 $5,669,715 ($206,208) $141,636,857 $146,645,858 $5,009,001 $145,729,035 $150,296,640 $4,567,605 ►) 1 1 1/))/ 1 1 1 1►) 1► 1)) 1► 1)/ 1 1/) 1 1► 1 0 Ill ))) 1) 1► 1 1 1► 1►► 1 1 1 1) 1 1 1 1 1) 1) 1))))) 1 1► 1 1 1 1 1 1) 1 1 1 1 1 1 1 1 Fund # Fund Description CAPITAL IMPROVEMENT PROGRAM (CIP) Water/Sewer CIP 042 Utility Impact Fee 044 Shadow Creek Impact Fee 064 1998 Certificate of Obligation 067 1999 W & S Revenue Bonds 301 Water/Sewer Pay As You Go 302 MUD 4 Capital Program Capital Proiects Funds 050 Capital Projects 068 Capital Projects -CO 2001 070 Capital Projects Mobility CO 2001 200 Capital Projects -CO 2006 201 Capital Projects -CO 2007 202 Capital Projects -GO 2007A 203 Capital Projects -GO 2009 Sub -Total CIP TOTAL: EXHIBIT A City of Pearland Fiscal Year 2012-2013 Revised Budget REVENUES EXPENDITURES 2013 2013 2013 2013 Adopted Revised Change Adopted Revised Change $2,707,320 $3,455,121 $747,801 $3,549,698 $8,005,154 $4,455,456 $1,366,068 $1,351,199 ($14,869) $736,313 $736,313 $0 $0 $1,178 $1,178 $0 $845,485 $845,485 $1,984 $2,280,985 $2,279,001 $411,211 $17,192,340 $16,781,129 $1,133,137 $1,178,552 $45,415 $1,132,637 $3,066,940 $1,934,303 $0 $1,844,902 $1,844,902 $0 $661,566 $661,566 $9,932,297 $9,932,621 $324 $8,826,231 $11,330,611 $2,504,380 $0 $324,848 $324,848 $685,502 $1,348,100 $662,598 $82 $4,316 $4,234 $17,227 $1,816,451 $1,799,224 $238, 000 $506,110 $268,110 $750, 000 $1, 391, 874 $641, 874 $505,034 $101,448 ($403,586) $683,920 $1,711,608 $1,027,688 $630 $2,047 $1,417 $595,692 $1,609,847 $1,014,155 $11,828,962 $14,500,092 $2,671,130 $10,050,060 $15,848,651 $5,798,591 $27,713,514 $35,483,419 $7,769,905 $27,438,491 $65,564,940 $38,126,449 $169,350,371 $182,129,277 $12,778,906 $173,167,526 $215,861,580 $42,694,054 EXHIBIT B City of Pearland Fiscal Year 2013-2014 Adopted Budget REVENUES Fund Fund Description 2014 Adopted OPERATIONS- 010 General 015 P.E.D.C. 020 Debt Service -General Special Revenue Funds 017 Municipal Court Security 018 Citywide Donation 019 Court Technology 023 Court Juvenile Management 035 Traffic Impact Improvement 043 Regional Detention 045 Hotel/Motel 046 Parks Donations 047 Park & Recreation Development 049 Tree Trust 055 Sidewalk 060 Police State Seizure 062 Federal Police 101 Grant 111 Community Development 140 University of Houston 141 University of Houston Capital Renewal Fund 145 Municipal Channel Internal Service Fund 095 Property/Liability Insurance 099 Medical Self -Insurance Proprietary Funds 030 Water and Sewer 031 Solid Waste SUB TOTAL - OPERATIONS CAPITAL IMPROVEMENT PROGRAM (CIP)- Water/Sewer Capital Projects Funds 042 Utility Impact Fee 044 Shadow Creek Impact Fee 067 1999 W & S Revenue Bonds 301 Water/Sewer Pay As You Go 302 MUD 4 Capital Program Capital Projects Funds 050 Capital Projects 068 Capital Projects -CO 2001 070 Capital Projects Mobility CO 2001 200 Capital Projects -CO 2006 201 Capital Projects -CO 2007 202 Capital Projects -GO Series 2007A 203 Capital Projects -GO Series 2009 SUB TOTAL - CIP $60,161,236 $9,126,881 $28,070,980 $66,417 $30,632 $78,420 $39,265 $870 $0 $1,151,088 $81,100 $51,200 $25 $5,300 $15,132 $50 $378,838 $333,253 $258,447 $0 $234,105 $1,355,938 $5,499,891 $32,380,706 $8,458,930 $147,778,704 $20,364,862 $1,399,320 $1,658,326 $250 $0 $293,500 $5,391,413 $0 $2,145,000 $0 $400,000 $23,630,615 $55,283,286 EXPENDITURES 2014 Adopted $63,349,499 $6,819,102 $28,842,896 $78,678 $81,185 $77,790 $43,074 $10,625 $0 $761,195 $71,500 $48,700 $5,000 $0 $102,733 $29,000 $393.263 $333,253 $258,266 $0 $40, 500 $1,355,888 $5,505,785 $31, 086,191 $8,520,935 $147,815,058 $21, 333,184 $2,692,612 $2,164,747 $0 $503,763 $292,500 $5,438,240 $510, 084 $2,879,889 $0 $1,464,922 $24,297,286 $61,577,227 GRAND TOTAL: $203,061,990 $209,392,285 Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Position Title F7--Range I Annual Hourly I I Annual I Hourly I Annual Hourly Assistant City Manager City Attorney Director, Community Development Director, Engineering and Capital Projects Director, Finance Director, Public Works Fire Chief Police Chief President - EDC City Engineer/Deputy Director Director, Human Resources Director, Parks & Recreation Deputy City Attorney Assistant Police Chief Vice President - EDC Assistant City Attorney City Secretary Executive Director, CVB EMS Chief Assistant Director, Finance Capital Projects, Assistant Director Fire Marshal / EMC City Planner Assistant City Engineer Assistant Director, Public Works 82 $108,742 $52.2797 81 $106,089 $51.0046 80 $103,502 $49.7605 79 $100,977 $48.5469 78 $98,515 $47.3628 78 78 78 78 78 78 77 76 75 74 74 74 73 72 71 rig 69 68 67 66 65 65 65 64 64 64 64 63 63 $96,112 $46.2076 $93,768 $45.0806 $91,481 $43.9811 $89,249 $42.9084 $87,073 $41.8618 $84,949 $40.8408 $82,877 $39.8447 $80,856 $38.8729 $78,883 $37.9247 $76,959 $36.9997 $75,082 $36.0973 $73,251 $35.2169 $71,465 $34.3579 $135,927 $65.3496 $132,612 $63.7557 $129,377 $62.2007 $126,222 $60.6836 $123,143 $59.2035 $120,140 $57.7595 $117,210 $56.3507 $114,351 $54.9763 $111,562 $53.6355 $108,841 $52.3273 $106,186 $51.0510 $103,596 $49.8058 $101,069 $48.5911 $98,604 $47.4059 $96,199 $46.2497 $93,853 $45.1216 $91,564 $44.0211 $89,331 $42.9474 $163,113 $78.4195 $159,134 $76.5068 $155,253 $74.6408 $151,466 $72.8203 $147,772 $71.0442 $144,168 $69.3114 $140,651 $67.6209 $137,221 $65.9716 $133,874 $64.3625 $130,609 $62.7927 $127,423 $61.2612 $124,315 $59.7670 $121,283 $58.3093 $118,325 $56.8871 $115,439 $55.4996 $112,624 $54.1460 $109,877 $52.8253 $107,197 $51.5369 $69,721 $33.5199 $87,152 $41.8999 $104,582 $50.2799 $68,021 $32.7024 $85,026 $40.8780 $102,031 $49.0536 459 Position Title Salary Minimum Minimum I I I Midpoint Midpoint I I Maximum I Maximum Range Annual Hourly Annual Hourly Annual Hourly 62 $66,362 $31.9048 Assistant Director, Parks & Recreation 61 $64,743 $31.1266 Budget Officer 60 $63,164 $30.3674 Building Official 60 Director, Marketing (EDC) 60 Manager, Information Technology 60 Purchasing Officer 60 59 $61,624 $29.6267 Associate City Attorney 58 $60,121 $28.9041 Assistant EMS Chief 58 Planner, Senior 58 Project Manager 57 $58,654 $28.1992 Municipal Court Prosecutor 57 Accounting Supervisor 56 $57,224 $27.5114 Manager, Fleet 56 Manager, GIS 55 $55,828 $26.8404 Manager, Communications 55 Municipal Court Administrator 55 Manager, Animal Control 55 Manager, Utility Customer Service 55 Network Administrator 54 $54,466 $26.1857 System Administrator 54 Superintendent, Park & Building Maintenance 54 Superintendent, Recreation 54 Superintendent, Streets & Drainage 54 Superintendent, Treatment Plant 54 Superintendent, Water & Sewer 54 Manager, Acquisition 53 $53,138 $25.5471 Planner, Associate 52 $51,842 $24.9240 Budget Analyst 52 Grants Coordinator 52 Manager, Traffic 52 51 $50,577 $24.3161 Deputy Fire Marshal 50 $49,344 $23.7230 Jail Division Supervisor 50 Police Support Services Supervisor 50 Staff Accountant 50 Construction Inspector, Chief 49 $48,140 $23.1444 $82,952 $39.8810 $80,929 $38.9083 $78,955 $37.9593 $77,030 $37.0334 $75,151 $36.1302 $99,543 $47.8571 $97,115 $46.6899 $94,746 $45.5511 $92,435 $44.4401 $90,181 $43.3562 $73,318 $35.2490 $87,981 $42.2987 $71,530 $34.3892 $85,836 $41.2671 $69,785 $33.5505 $83,742 $40.2606 $68,083 $32.7322 $81,699 $39.2786 $66,422 $31.9338 $64,802 $31.1549 $63,222 $30,3951 $61,680 $29.6537 $79,707 $38.3206 $77,763 $37.3859 $75,866 $36.4741 $74,016 $35.5845 $60,175 $28.9305 $72,210 $34.7166 460 Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Position Title Range I Annual I Hourly I I Annual I Hourly I I Annual I Hourly Emergency Management Planner 48 $46,966 $22.5799 Fire Inspector/Investigator 48 Manager, Resource Development 48 Planner 48 Deputy City Secretary 47 $45,821 $22.0291 Aquatics Manager 46 $44,703 $21.4918 HR Generalist 46 Plans Examiner 46 Building Inspector 45 $43,613 $20.9677 Police Telecommunications Coordinator 45 Assistant Aquatics Manager 44 $42,549 $20.4562 Recreation Center Supervisor 44 Recreation Program Coordinator 44 Senior Center Supervisor 44 Special Events Coordinator 44 Marketing Specialist 44 Building Maintenance Supervisor 44 Park Supervisor 44 Construction Inspector 44 Engineering Technician 44 Maintenance Supervisor 44 Treatment Plant Supervisor 44 Crime Victim Liaison 44 Multimedia Specialist 44 Computer Support Technician, Senior 43 $41,511 $19.9573 Project Coordinator 43 Vol Fire Recruit/Retention Coordinator 43 Buyer 42 $40,499 $19.4706 Chief Mechanic 42 Executive Assistant 42 Safety Officer 42 Therapeutic Recreation Specialist 42 GIS Specialist 41 $39,511 $18.9957 Telecommunications Operator, Lead 41 Urban Forester 41 Accounts Payable Supervisor 40 $38,547 $18.5324 Code Enforcement/Health Officer, Senior 40 Legal Secretary 40 Office Supervisor 40 Utility Customer Service Supervisor 40 Volunteer Coordinator 40 Electrician 39 $37,607 $18.0803 $58,708 $28.2248 $70,449 $33.8698 $57,276 $27.5364 $68,731 $33.0437 $55,879 $26.8648 $67,055 $32.2378 $54,516 $26.2096 $65,419 $31.4515 $53,186 $25.5703 $63,823 $30.6844 $51,889 $24.9466 $62,267 $29.9360 $50,623 $24.3382 $60,748 $29.2058 $49,389 $23.7446 $59,266 $28.4935 $48,184 $23.1654 $57,821 $27.7985 $47,009 $22.6004 $56,411 $27.1205 .n Position Title Salary Minimum Minimum I Midpoint I Midpoint I I Maximum I Maximum Range Annual I Hourly Annual Hourly Annual Hourly GIS Technician 38 Maintenance Crew Leader 38 Utility Maintenance Technician, Senior 38 Treatment Plant Operator II 38 Program Specialist 38 Recreation Program Coordinator, Assistant 38 Recreation Specialist 38 Utility Field Service Technician, Lead 38 Code Enforcement / Health Officer 37 Crime Victim Specialist 37 Jailer 37 Telecommunications Operator 37 Administrative Assistant 36 Building Maintenance Technician 36 Traffic Signal Technician 36 HR Assistant 35 Park Maintenance Crew Leader 35 Accounting Technician 34 Computer Support Technician 34 Recycling Center Supervisor 34 Treatment Plant Operator 1 34 Utility Maintenance Technician 34 CCTV Technician 34 Utility Inspector 34 Property Room Technician 33 Custodial Crew Leader 32 Mechanic 32 Records and Information Coordinator 32 Traffic Signal Technician, Trainee 32 Humane Officer, Senior 31 Accounts Payable Clerk 30 GPS Specialist 30 Heavy Equipment Operator 30 Plans Expediter 30 Police Records Clerk, Lead 30 Utility Billing Specialist 30 Animal Shelter Supervisor 29 Deputy Court Clerk, Senior 29 ROW Inspector 29 GPS Field Technician 29 Humane Officer 29 $36,690 $17.6394 $45,862 $22.0492 $55,035 $26.4590 $35,795 $17.2091 $44,744 $21.5114 $53,692 $25.8137 $34,922 $16.7894 $43,652 $20.9867 $52,383 $25.1841 $34,070 $16.3799 $42,588 $20.4749 $51,105 $24.5698 $33,239 $15.9804 $41,549 $19.9755 $49,859 $23.9706 $32,428 $15.5906 $40,536 $19.4883 $48,643 $23.3859 $31,638 $15.2104 $39,547 $19.0130 $47,456 $22.8155 $30,866 $14.8394 $38,582 $18.5492 $46,299 $22.2591 $30,113 $14.4774 $37,641 $18.0968 $45,170 $21.7162 $29,379 $14.1243 $36,723 $17.6554 $44,068 $21.1865 462 Salary Minimum Minimum Midpoint Midpoint Maximum Maximum Position Title Range I Annual I Hourly I I Annual I Hourly I I Annual I Hourly Office Assistant, Senior Court Bailiff Utility Field Service Technician Equipment Operator Fleet Services Assistant Records and Information Coordinator, Ass't Recycling Center Specialist Senior Center Shuttle Bus Driver Utility Maintenance Worker Deputy Court Clerk Customer Service Representative Permit Clerk Police Records Clerk Sign Technician Building Maintenance Worker Office Assistant Park Maintenance Worker Receptionist Humane Officer, Trainee Custodian Animal Shelter Attendant Water Safety Instructor Head Lifeguard Recycling Center Attendant Lifeguard W/WSI 28 $28,662 $13.7798 $35,828 $17.2248 $42,993 $20.6698 27 $27,963 $13.4437 $34,954 $16.8047 $41,944 $20.1656 27 26 $27,281 $13.1158 $34,101 $16.3948 $40,921 $19.6738 26 26 26 26 26 25 $26,616 $12.7960 24 $25,966 $12.4839 24 24 24 23 22 22 22 22 21 20 19 18 17 16 15 14 13 12 11 10 9 $25,333 $12.1794 $24,715 $11.8823 $24,112 $11.5925 $23,524 $11.3098 $22,951 $11.0339 $22,391 $10.7648 $21,845 $10.5022 $21,312 $10.2461 $20,792 $9.9962 $20,285 $9.7524 $19,790 $9.5145 $19,307 $9.2824 $18,837 $9.0560 $18,377 $8.8352 $17,929 $8.6197 $33,269 $15.9949 $32,458 $15.6048 $31,666 $15.2242 $30,894 $14.8529 $30,140 $14.4906 $29,405 $14.1372 $28,688 $13.7924 $27,988 $13.4560 $27,306 $13.1278 $26,640 $12.8076 $25,990 $12.4952 $25,356 $12.1905 $24,738 $11.8931 $24,134 $11.6031 $23,546 $11.3201 $22,971 $11.0440 $22,411 $10.7746 $39,923 $19.1939 $38,950 $18.7258 $38,000 $18.2691 $37,073 $17.8235 $36,169 $17.3887 $35,286 $16.9646 $34,426 $16.5509 $33,586 $16.1472 $32,767 $15.7533 $31,968 $15.3691 $31,188 $14.9943 $30,427 $14.6285 $29,685 $14.2718 $28,961 $13.9237 $28,255 $13.5841 $27,566 $13.2527 $26,893 $12.9295 463 Position Title Salary Minimum Minimum I Midpoint I Midpoint I I Maximum I Maximum I Range Annual I Hourly Annual Hourly Annual Hourly Ballfield Attendant Fitness Attendant Lifeguard Recreation Attendant 8 $17,492 $8.4094 7 $17,065 $8.2043 7 7 7 $21,865 $10.5118 $26,237 $12.6142 $21,331 $10.2554 $25,598 $12.3065 464 EXHIBIT C CITY OF PEARLAND EMS PAY PLAN EY 2014 Salary Range__ Job Title MINIMUM Annual Hourly MIDPOINT Annual Hourly MAXIMUM Annual Hourly E-1 EMT - Basic $26,677 $12.8255 $33,346 $16.0319 $40,016 $19.2382 E-2 E-3 EMT - Intermediate $31,053 $14.9293 $38,816 $18.6617 $46,580 $22.3940 E-4 E-5 Paramedic $40,000 $19.2308 $50,000 $24,0385 $60,000 $28,8462 E-6 E-7 EMS Lieutenant $45,125 $21.6947 $56,406 $27,1184 $67,688 $32.5421 E-8 E-9 EMS Captain $51,000 $24.5192 $63,750 $30.6490 $.76,500 $36.7788 Hourly rate or regular rate of pay based on 2080 Regular Hours. NOTE: Pararnedic Credenliai Pay will ba discontinued affective 11]t01113 as it i5 now included in the base rats; of pay, 465 EXHIBIT C CITY OF PEARLAND FIFE PAY PLAN FY 2014 Salary Range Job Title MINIMUM Annual Hourly MIDPOINT Annual Hourly MAXIMUM Annual Hourly F-1 Firefighter $45,000 $16.3280 $66,250 $20.4100 $67,500 $24.4920 F-2 Driver/Operator $49.672 $18,0231 $62,089 $22.5288 $74,507 $27.0346 F-3 Fire lieutenant $54,828 $19.8940 $68.535 $24.8676 $82;242 $29.8411 F-4 Fire Captain $62,000 $22.4964 $77,500 $28.1205 $93,000 $33.7446 F-5 Battalion Chief $70.000 $25.3991 $87,500 $31.7489 $105,000 $38,0987 Hourly rate or regular rate of pay based on 2756 Regular Hours F-6 ITrainig Battalion Chief $63,164 $30.3673 1 $78,955 IS37,95911 $94,746 $45.5510 Hourly rate or regular rate of pay based on 2080 Regular Hours 466 . CITY OF PEARI_AND POLICE PAY PLAN FY 2014 0 - 6 mos. Police S1584 Cadet EXHIBIT C O- 1 2 3 4_ g 6 ._.. Police S24 in 1 $24 9025 $26 6495 526.4100 $27 21 16 S?8 0219 $1"' 0680 529 7343 $30 W69 $31 5,151 $ 32, 191? 1 $3.1.4'%i oilicer $4, M.11 S4 316.43 $4.445.9 . $4,570 30 54.716.68 f l A58 18 55,D03 92 $5.154 04 $5308.iG SS 467 :9 S5 631 9G Km 9.1 550 2" 40 551,747.! 1 S53 351 03 S54.951 56 S56.6W, 10 MUM 11 560 047.05 561.648.46 S81 103 S2 S45.615 03 Sd7b63 49 Welo . tstyear 2nd year 3rd year $3-14708 $35 5D50 $30 5101 Sergeant 55,914 94 $0 154 19 SUM Z12 $7189912 373,650.30 S16.06581 1st year 2nd year 3rd year S47. t606 $42.1WS $436866 bautanant S7.13439 S734843 $1.50888 W.6!714 SM.18112 S90.826.56 1st yea( 2nd year 3rd year 546.39 S41, 7157 $491472 Captain $8,029 8°. U.270 7? 38.519.0•t SW 351 M $99.248 t;1 5102..2,e6.0!' 4tn year Sal year 6ttt year Education 1 incentive Pay S37 6612 V1 7972 $39 9011 , S6.528.90 $0.7?4.85 16,9266r All officers shall receive ceraficatior, pay,as follows. S78 347.711 580.69821 583.119 N after successful CCmpletidn of their probationary period: 4th year 54491- TCLEOSE BASIC CERTIFICATE S .001hr. 37.195 TCLEOSE INTERMEDIATE CERTIFICATE 5 .29/hr. 593 $51 1_ TCLEOSE ADVANCED CERTIFICATE 5 .58/hr. TCLEOSE. MASTER PEACE. CERTIFICATE $ .87/hr. In addition, add the following to the above, if the officer holds an Intermediate, Advanced or plaster Certificate and has: ASSOCIATE DEGREE S .58/br. BACHELORS DEGREE $ .87Ihr, MASTERS DEGREE $1.15/hr. 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 recaived by the Classified Employees of the City of Peariand in accordance with the Local Government Code, Chapter 141.032. All overtime for any classification shag be paid in accordance with applicable State and Federal law. 467 Am Im ORDINANCE NO.1491 AN ORDINANCE ADOPTING A TAX RATE OF $0.7051 AND LEVYING TAXES FOR THE USE AND SUPPORT OF THE MUNICIPAL AN GOVERNMENT OF THE CITY OF PEARLAND, TEXAS, AND PROVIDING FOR THE INTEREST AND SINKING FUND OF THE TAXABLE YEAR 2013. 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 Find for the Year Two Thousand Thirteen 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 -.: ON ON ORDINANCE NO.1491 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 9" day of September, A.D., 2013. TOM R E I D �--�---.—.— _ MAYOR PASSED and APPROVED ON SECOND and FINAL READING this the 23'0 day of September, A. D., 2013. ATTEST: Y NG ING, M I Y_ S RETAR APPROVED AS TO FORM: DAR M. COKER CITY ATTORNEY 2 TOM R E l p .�___ _...—_....-..� MAYOR . ON CIS 1 0 1 a. '1 THIS PAGE INTENTIONALLY LEFT BLANK 470 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. 471 BUDGET CALENDAR — The schedule of key dates or milestones, which a government follows in the preparation and adoption of the budget. 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. BUILT ENVIRONMENT — Human -made (vs natural) improvements such as infrastructure, buildings, parks, etc. CAPITAL ASSETS — Long-term assets, such as buildings, equipment, and infrastructure, intended to be held or used in operations. 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 future years setting forth each capital project, identifying the expected beginning and ending 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. 4 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. 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. FIDUCIARY FUND — A fund used to account for assets held in trust by the City for the benefit of individuals or other entities and is responsible for handling the assets placed under its control. 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. 473 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. 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. 474 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. 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. PROPRIETARY FUND — A governmental accounting fund having profit and loss aspects; therefore, it uses the accrual rather than modified accrual accounting method. The two types of proprietary funds are the Enterprise Fund and the Internal Service Fund. 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. ROLLBACK RATE — If a unit adopts a tax rate that is higher than the rollback rate, voters in the unit can circulate a petition calling for an election to limit the size of the tax increase. 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 475 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. 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. 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. ACRONYMS ACM - Assistant City Manager ADA — Americans with Disabilities Act of 1990 AFG — Assistance to Firefighters Grant AFIS — Automated Fingerprint Identification System AICP — American Institute of Certified Planners AISD — Alvin Independent School District ALPRS — Automatic License Plate Recognition System AO — Administrative Order APA — American Planning Association 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 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 CO's — Certificates of Obligation and Certificates of Occupancy CPI — Consumer Price Index 477 CR — County Road CVB — Convention and Visitors' Bureau CVE — Commercial Vehicle DAP — Development Authority of Pearland DOE — Department of Energy DOT — Department of Transportation DIPS — 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 ERP — Enterprise Resource Planning ETJ — Extra Territorial Jurisdiction 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 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 Coast Water Authority GPS — Global Positioning System HCAD — Harris County Appraisal District HGAC — Houston -Galveston Area Council HHW — Household Hazardous Waste HR — Human Resources HTE — Harward Technology Enterprise (The City's current ERP, by Sungard) HVAC — Heating, Venting & Air Conditioning ICMA — International City/County Management Association IFMA — International Facility Management Association I &I — Inflow and Infiltration ISD — Independent School District ISO — Insurance Service Office IT — Information Technology ITS — Intelligent Traffic System JAG — Justice Assistance Grant JHEC — John Hargrove Environmental Complex KPB — Keep Pearland Beautiful LS — Lift Station LUCAS — Lund University Cardiac Arrest System M — Millions MDT — Mobile Data Terminal MGD — Million Gallons per Day MIUs — Mobile Information Units MRE — Meals Ready -To -Eat MSA — Metropolitan Statistical Area MUD — Municipal Utility District NCIC — National Crime Information Center 479 OAG/OVAC — Office of Attorney General/Other Victim Assistance Grants OPEB — Other Post -Employment Benefits OTS — Old Town Site PER — Preliminary Engineering Report P&Z — Planning & Zoning PC - Personal Computer PD — Police Department PDM — Project Delivery Model PEDC — Pearland Economic Development Corporation PEG — Public, Educational and Government Channel (television) PFIA — Public Funds Investment Act PIM — Pearland In Motion (publication) 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 SETRAC — Southeast Texas Regional Advisory Council SH288 — State Highway 288 SIU — Special Investigations Unit SOP — Standard Operating Procedure SPA — Strategic Partnership Agreement S.P.O.R.T.S. — Southeastern Program of Recreation Team Sports SQ.FT. - Square Foot/Feet SRF — State Revolving Fund SRO — School Resource Officer SRTS — Safe Routes To School SWEC — South West Environmental Center TAAF — Texas Amateur Athletic Foundation TCEQ — Texas Commission on Environmental Quality TCIC — Texas Crime Information Center TCLEOSE — Texas Commission on Law Enforcement Officers Standards and Education TCO — Telecommunications Operator TEEX — Texas A&M Engineering Extension Service TIA — Traffic Impact Analysis TIFMAS — Texas Intrastate Fire Mutual Aid System, Grant Assistance Program 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 — Unified Development Code UofH — University of Houston 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 ZBA — Zoning Board of Adjustment