City of Missouri City, Texas Fiscal Year 2016 Proposed Budget

City of Missouri City, Texas Fiscal Year 2016 Proposed Budget

Acting City Manager – Bill Atkinson

Allen Owen – Mayor

Jerry Wyatt Don Smith – Mayor Pro Tem Councilmember at Large Position 1 Councilmember District B Chris Preston Anthony Maroulis Councilmember at Large Position 2 Councilmember District C Yolanda Ford Floyd Emery Councilmember District A Councilmember District D

Proposed Annual Budget

July 1, 2015 – June 30, 2016

(TO BE SUBSTITUTED WITH NEXT PAGE UPON ADOPTION)

In accordance with the Texas Local Government Code

Section 102.005(b), this budget will raise more total property

taxes than last year’s budget by $1,955,005, which is a 7.2%

increase from last year’s budget, and of that amount, the City

is unable to determine the tax revenue to be raised from new

property added to the tax roll this year because the City has

not received detailed property values at this date.

Adopted Annual Budget

July 1, 2015 – June 30, 2016

This budget will raise more revenue from property taxes than last year’s budget by an

amount of $1,955,005, which is a 7.2 percent increase from last year’s budget. The

property tax revenue to be raised from new property added to the tax roll this year cannot

be calculated because the City has not received the detailed property values at this date.

CITY COUNCIL RECORD VOTE

The members of the governing body voted on the adoption of the budget as follows:

FOR:

AGAINST:

PRESENT but abstained from voting: None

ABSENT:

PROPERTY TAX RATES

Per $100 Valuation FY 2014-2015 FY 2015-2016

Property Tax Rate $0.56500 $0.56500

Effective Tax Rate $0.54477 Unknown at this time

Effective Maintenance and

Operations Tax Rate

$0.36113 Unknown at this time

Rollback Tax Rate $0.56792 Unknown at this time

Debt Tax Rate $0.17791 $0.17167

DEBT OBLIGATIONS

The total amount of municipal debt obligations: $102,517,634.

Table of Contents

Budget Calendar

Acting City Manager’s Budget Message page i-ix

FY 2016 Significant Budget Highlights page 1

FY 2016 Staffing – Authorized Positions by Department page 5

Estimation & Distribution of Property Tax Assessment page 7

General Fund

Summary Schedule of Revenue and Expenditures page 9

Schedule of Revenues & Resources by Line Item page 10

Expenditures by Department/Division page 13

General Government page 15

Council & Management page 22

City Secretary page 27

Human Resources & Organizational Development page 31

Legal page 37

Municipal Court page 41

Contingency page 45

Communications page 46

Economic Development page 51

Finance page 55

Finance Administration page 59

Purchasing & Risk Management page 63

Accounting & Budget page 67

Police page 71

Police Administration page 74

Code Enforcement page 81

Support Services page 85

Criminal Investigation Division page 89

Patrol page 93

Fire page 99

Fire Administration page 103

Fire Prevention page 107

Fire Training page 111

Fire Operations page 115

Public Works page 119

Public Works Administration page 123

Capital Projects page 127

Streets, Drainage & Traffic Operations page 131

Engineering & Utility Planning page 137

Geographic Information Systems page 141

Fleet Maintenance page 145

Facilities Maintenance page 151

Animal Services page 157

Parks and Recreation page 161

Parks page 164

Recreation page 169

Development Services page 173

Planning & Development page 177

Inspections page 181

Technology & Innovation page 185

Special Revenue Funds page 191

Parkland Dedication Fund page 195

Narcotics Fund page 199

Radio Communications Fund page 201

Court Building Security page 205

Court Technology Fund page 206

Court Juvenile Case Manager Fund page 207

Community Development Block Grants page 208

MCTV Facilities/Equipment Fund page 210

Grants Fund page 211

Donations Fund page 212

Missouri City Development Authority page 212

Tax Incremental Reinvestment Zone #1 page 214


Public Improvement District #2 page 216


Public Improvement District #4 page 218

Hotel Occupancy Tax Fund page 219

Debt Service Fund page 220

Debt Service Schedules page 221

Capital Improvements Funds page 249

Metro Projects Fund page 250

Other Projects Fund page 251

Capital Projects Fund page 252

Surface Water Treatment Construction Fund page 254

Capital Projects by Years page 255

Utility Funds page 259

Water/Wastewater Utility Fund page 260

Steepbank/Flatbank Regional WWTP Operational Fund page 264

Utility Certificate of Obligation Fund page 265

Surface Water Treatment Plant Utility Fund page 266

Other Enterprise Funds

Solid Waste Collections Fund page 267

Local Government Corporation (LGC) page 268

Internal Service Funds page 283

Fleet Replacement Fund page 285

Innovation & Technology Replacement Fund page 286

Compensation Plans page 287

Supplemental Budget Requests page 295

January 6 CIP Budget Kickoff Meeting coordinated by Project Administrator.

January 27 Updated and New proposed CIP projects submitted to Project Administrator.

January 30 Distribution of Budget Instructions to Directors and Assistant Directors.

February 2 Budget Kickoff Meeting.

February 4

February 4

February 6

February 11

February 16

February 23

March 2 Receive budget requests from departments - basic, supplemental, and capital requests.

March 2 - March 25

Finance Director and Finance staff to compile budget and review requests.

March 6 Departmental Narratives (Goals, Divisional Goals, Measures, and Indicators) due to Finance.

March 20 Finalize preliminary General Fund and Debt Service Fund revenue estimates.

March 20 CIP Committee presents recommended CIP Budget to City Manager.

April 6 - April 10

Department Heads meet with City Manager and Finance Director for review of Budget requests.

April 9 Review and update funds based on results of Department Head budget meetings.

April 9 Update Final Payroll current year projection and payroll proposed budget numbers.

April 17 Last revision of estimated revenues and expenditures; impact on Funds.

April 20 Complete Capital Projects and Debt Service Budgets.

April 23 Meet with Finances & Services Committee on proposed budget.

April 27 - May 22

Finalize budget - all Funds; write Transmittal Letter; prepare final Budget document.

City of Missouri City, TexasFISCAL YEAR 2016 BUDGET CALENDAR

Preliminary General Fund Revenue projections for current and next fiscal year, by Finance Director.

Building Maintenance and Repair requests submitted to Bill Cronin.

Fleet Replacement Meeting - Review replacement schedule with Police, Fire, Public Works, Planning, and Parks.

Building Repair and Maintenance Meeting - Discuss departmental building repairs with all department heads or representatives.

Departmental I.T. requests submitted to Technology and Innovation Director.

Meeting with Technology and Innovation Director to discuss departmental I.T. requests.

City of Missouri City, TexasFISCAL YEAR 2016 BUDGET CALENDAR

April 30

May 20

May 29

June 1 Presentation of proposed budget to City Council.

June 15 Public Hearing on the Budget, Budget Ordinance, and Budget Adoption.

August 31 Budget Submitted to GFOA for annual Budget Presentation award.

Proposed budget, all Funds, filed with the City Secretary and submitted to City Council with City Manager's recommendations.

Meet with Finances & Services Committee on proposed budget.

Meet with Finances & Services Committee on proposed budget.

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TO: Honorable Mayor Owen and City Council FROM: Bill Atkinson, Acting City Manager DATE: May 29, 2015 RE: Proposed Fiscal Year 2016 Annual Budget and Financial Plan I am pleased to present to you the Proposed Budget for Fiscal Year 2016. This document represents many months of hard work by the City departments and the Leadership Team. This document is being presented in accordance with the City of Missouri City’s Home Rule Charter, which calls for:

“On or before the first day of June of each year the city manager shall submit to the council a proposed budget and an accompanying message. The council shall review the proposed budget and revise as deemed appropriate prior to general circulation for public hearing. [Further], the council shall adopt the budget by ordinance on one reading on or before the 25th day of June of each year. Adoption of the budget shall require an affirmative vote of at least a majority of all members of the whole council. Adoption of the budget shall constitute appropriations of the amounts specified therein as expenditures from the funds indicated and shall constitute a levy of the property tax therein proposed.”

The annual budget process and the resulting document are arguably the most important responsibilities of the City Council and City staff. This document serves four key roles in conveying the work program of the City Council and City organization to the citizens, business community and those who may wish to consider investing in or moving to the City. The first of these roles is the budget serves a policy document that provides information with respect to the policies, goals and objectives for the year, and further, it provides an explanation to the reader of the budget process that is undertaken. Second, the budget serves as a financial plan that provides explanation of the financial structure and operations and as a plan regarding the City’s major revenue sources and expenditures proposed for the year. The information presented is to provide projections for current year financial activity while also comparing these programs to the past for historical comparison. Third, the budget is to act as an operations guide for the relationship between the organization’s departmental programs, structure and staffing and the goals and objectives that have been defined elsewhere in the 2029 Strategic Plan and other guiding documents. Finally and most importantly, this budget document is utilized to comprehensively communicate and provide transparency to the public about how the organization operates within prescribed guidelines and recommended and accepted practices to achieve its goals.

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Key Points Influencing Fiscal Year 2016 Budget Preparation:

Providing a base salary that’s market competitive for all City staff to retain current staff and attract the most highly skilled employees to Missouri City.

Maintaining the status of being one of the safest cities in Texas.

Providing quality City facilities that serve residents, staff, and visitors to the City and promote quality appearance of City facilities.

Providing recreation activities that are unique, fun, and available to all residents of the City, and equipment that is safe, clean, and well maintained.

Expanding technological improvements, where possible, and creating an organization where staff is provided the necessary technological resources to effectively and efficiently complete their job tasks.

Maintaining the current property tax rate while drawing down reserves, where necessary, to provide for increased services and service levels.

Incorporating the necessary services to maintain a beautiful City, such as adding funding for services to maintain existing, as well as new, medians and landscaped areas around the City.

As previously mentioned, the proposed budget takes into account the Missouri City 2029 Strategic Plan adopted by City Council in October 2014. This Plan sets the priorities for the Proposed Fiscal Year 2016 Budget. The Strategic Plan that has been developed and sets forth the direction and focus on issues that are important to improving Missouri City, and the plan sets priorities and determines a course for progress. As priorities within the Plan are accomplished, new priorities will be identified annually. Most importantly, the Plan includes indicators that measure progress for each of the strategic goals. In turn, each indicator of progress must be supported by regularly reported data. The staff will be providing feedback on the progress of the plan on a quarterly basis. Using these principles to guide the strategic planning process, each Strategic Plan goal is defined by prioritized objectives, which in part provides prioritized policy actions for what must be done to realize the goal. Each prioritized objective is defined by strategic initiatives that specifically states a desired outcome. While the vision, mission and goals of the Strategic Plan are intended to be enduring, the strategies expressed in the objectives and initiatives are intended to serve for a three- to five-year period. Each of these three-to five-year perspectives are then broken into annual budget funding programs and projects for consideration in the budget process. The 2029 Vision of the City and the goals over the next five year horizon are provided.

Missouri City Vision 2029

Missouri City is a great place to live: A premier community with inclusiveness, beautiful, safe and active / enjoyable living that has successful village centers at Texas Parkway and Sienna, a vibrant

town center at Highway 6 and the toll road and thriving major corridors.

Missouri City Goals 2014-2019 • Create a great place to live: safe, beautiful and active • Maintain a financially sound city government: Effective / Quality services and infrastructure • Grow Business Investments in Missouri City: More businesses, more jobs • Develop a high performance city team: Working together, producing results • Have a quality development through build-out: Active centers, neighborhoods, housing and

mobility

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Recent Strategic Plan Initiatives As noted in the past, the City of Missouri City has been going through an evolution, changing from one considered a bedroom community to one that is now seeing significant growth and diversification in land use and revenues. This is important to Missouri City since the two primary sources of revenue for the City are property taxes that constitute 49% of all revenues collected and sales tax that brings in 21% of total revenues. In regard to the property tax distribution between residential and commercial, the City has been experiencing a positive trend in that residents are seeing a shift of the City’s largest single revenue source, property taxes, from solely residential to more distribution and investment on the commercial side. This has been as a result of the City having made great strides on one of the City’s five (5) Strategic Plan Goals for the next five (5) years with increased economic development. Accomplishment for Grow Business Investments in Missouri City goal: More business, more jobs:

First, property values have rebounded nicely across the City. Also, with the growth in commercial development, the revenue from commercial customers has grown in relationship to residential property, thus lowering the homeowner’s burden.

The City has aggressively marketed and sought out investment in the community over the past five years that has resulted in 25 new companies that have generated more than 800 new jobs.

As a result of the success of Lakeview Business Park, Trammell Crow has broken ground on 127 acres at Beltway 8 and Hwy 90A to develop Park 8-90 Business Park.

Houston Community College acquired property on Texas Parkway for a new campus that will result in the single largest capital investment in the corridor in the last 30 years. It is anticipated this project will generate future investment and development in the area.

The City received legislative support for the creation of Municipal Management District #2 for the development along the Fort Bend Tollway.

The City’s single greatest expenditure and resource are the employees that provide the services to the citizens, businesses and visitors to the City. The City employs 344 full-time employees and 27 part-time employees. The salaries and benefits for employees in the General Fund are $28,266,666, or 67%, of $42,348,670 of total expenditures in the General Fund. Fifty percent of the personnel expenditures are for those employees in the area of Public Safety, consisting of Fire and Police. Recognizing the importance of the employees to the performance of the City, there were several accomplishments this past year toward a goal in the Strategic Plan: Develop a high performance city team: Working together, producing results:

City Council adopted salary structures in the Police Department that will encourage retention of

existing personnel, and boost ongoing recruitment. This new structure will: 1) Increase the

salary of all sworn personnel below the proposed minimum of their new salary range, 2) Adjust

salaries by 2% for each full year of Time in Position for sworn officers in all ranks in the MCPD,

and 3) Set Intermediate, Advanced and Master Certification Pay to reflect an increase from $30,

$60 and $90 to $50, $100 and $150, respectively and adjust Instructor’s Certificate Pay from

$30 to $50 and SWAT Certification from $50 to $100. These new salary adjustments and

certification pay will be implemented at the beginning of Fiscal Year 2016.

In the FY 2015 Budget, there was a one-time lump-sum payment to employees that was

approved by the City Council and distributed to employees in November 2014. Employees

earning between $20,434/year (lowest salary on the Pay Plan) and $49,999/year received

$2,300; employees earning between $50,000/year and $74,499/year received $1,750;

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employees earning between $75,000 and $99,999/year received $1,500; and employees

earning $100,000 or above received a payment of $1,250. No part of the one-time payment

was added to the employee’s based salary.

The changes in staffing from the prior fiscal year is the following:

o The addition of two full-time Innovation & Technology positions are added as a result of

eliminating a contract for help desk assistance. The savings from the elimination of the

contract will offset the cost for the two positions.

o Four part-time Detention Officer positions are converted to four full-time Detention Officer

positions.

o The reduction of two part-time positions in Legal were reduced, as well as one part-time

position in Municipal Court. The reduction of one of the Legal part-time positions and

the part-time Municipal Court position occurred during Fiscal Year 2015.

o Three 3 part-time Bailiff positions were added during Fiscal Year 2015. Funding for

these positions is from the Court Building Security Fund.

Have quality development through build-out: Active centers, neighborhoods, housing and

mobility:

The City had developed a master plan program for Bicycle Lane Installations throughout the City. The project included the connection of the east side of the City Limits to the Recreation Center and to the City Center and then to Highway 6 and to FM1092. This program consists of the installation bike lanes, shared route markings and wayfinding dots.

Construction of Thomas Taylor Parkway to connect Texas Parkway to Scanlin Road. This

project was identified on the adopted Major Thoroughfare Plan as a major collector, however, it was not a project identified as being on the 25 year priority list. The need for the roadway was driven more by adjacent development than traffic congestion. The adjacent land is currently undeveloped. The Thomas Taylor Parkway project consists of constructing a new roadway and sidewalks, including a new traffic signal on Texas Parkway.

Reconstruction of 4,500 linear feet of Turtle Creek. The project is currently under construction

and is anticipated to be complete by May 2016.

The completion of the design of the Vicksburg Boulevard extension. This project will connect the existing Vicksburg Boulevard to the Lake Olympia Parkway and will provide additional access and traffic mobility to the area. The project is currently under construction and is anticipated to be complete by January 2016.

The Hurricane Lane extension is being built with funds from Texas Department of Transportation

(TxDOT) to provide a connection from Trammel Fresno to Lake Olympia Parkway and provide an access onto the Fort Bend Toll Road. This will be built by TxDOT utilizing 80% federal funding, with the City contributing the other 20%. The project is to be constructed in Fiscal Year 2016.

Construction of a new 5.5 mile pipeline that will connect the Riverstone subdivisions and the

Colony Lakes area to the Regional Water Treatment Plant. This project will assist the City’s Groundwater Reduction Program meet the Fort Bend Subsidence District mandates to reduce dependency on groundwater. The project is currently under construction and is anticipated to be completed by January 2016.

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The Utility Division secured a long term water contract with Gulf Coast Water Authority to provide surface water to the Regional Water Treatment Plant. This plant was constructed to provide treated surface water to reduce the City’s dependency on groundwater per the Groundwater Reduction Program. This program is a result of the requirements to reduce dependency on groundwater by 30%, and ultimately 60%, by the Fort Bend Subsidence District.

The Utility Division was able to work with the Steep Bank/Flat Bank Wastewater Treatment Plant

participants to amend the current agreements to reduce the requested capacity to equal the capacity of the wastewater treatment plant, and no further expansion is necessary for the existing participants.

Budget Summary The total proposed budget for Fiscal Year 2016 for the City of Missouri City is $90,190,250, for all funds. The General Fund budget of $42,348,670 accounts for 47% of the total. The Utility Funds total $12,565,363 and account for 14% of the total. Governmental and Utility Capital Improvement Funds account for $12,049,936, or 13%, of the total, and the Debt Service Fund totals $9,749,208, accounting for 11%. In the General Fund, 50% of the total expenditures are allocated to Public Safety – Police and Fire. A total of 67% of the General Fund expenditures support expenses needed to fund personnel-related costs. The largest sources of revenue to the General Fund are property taxes (49%) and sales taxes (21%). At (9%), various franchise fees make up the third largest source of revenue to the General Fund. FY 2016 Proposed Budget Strategic Plan Initiatives Items in the Proposed FY 2016 Budget have been methodically identified in part by the 2029 Strategic Plan adopted by City Council in October 2014. The specific items incorporated into this year’s proposal are derived from the five year strategic plan that prioritizes the goals to be accomplished during the five year horizon. These goals are then prioritized into the annual goals for 2016, which are the basis for many of the projects and programs in the 2016 Proposed Budget.

Strategic Plan Goal Addressed: Develop a High Performance City Team: Working Together,

Producing Results

o The proposed budget includes a pay increase for full time City employees, which excludes sworn police personnel. This proposal calls for a 3% across the board increase, which totals $493,920 and includes related benefit costs and overtime cost for all non-sworn personnel in the City. This will be for all City employees who last received an adjustment to their salaries in 2013, and were awarded a one-time lump sum pay 2014, which did not affect their base salaries. The previously adopted Police Pay Plan, adopted during Fiscal Year 2015, will be effective at the beginning of Fiscal Year 2016.

o To insure the City continues to keep pace with the salary market for non-sworn City

positions, $55,000 is added to the proposed budget for a citywide classification & compensation study of positions, other than Police. This study will be started in the October timeframe. After study is completed in Fiscal Year 2016, the City will implement the proposed adjustments in the following fiscal year.

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Strategic Plan Goal Addressed: Create a great place to live: safe, beautiful and active

o A total of $108,628 is added to the proposed budget for the conversion of 4 part-time Detention Officers to 4 full-time Detention Officers to free up patrol officers to provide patrol duties in the community, instead of manning the jail. This will assist the Police Department in its efforts to meet the current goal of 50% proactive, preventative patrol.

o In order to comply with the recommendation of the ISO consultant to add one firefighter per

shift and move the EMS squad to full time status, the budget includes $187,327 to remove Kelly Days firefighters currently work. This will produce savings in operational costs and will reduce the number of responses of a large apparatus, creating an immediate savings, as well as extending the life of the larger apparatus.

o Funding totaling $14,500 for an ISO consultant for Phases II and III of the re-grading and re-

evaluation of the community is proposed in the budget. ISO attempted to conduct an evaluation of the community in 2014. The last time a rating was completed was in 2006. Phases II and III will be conducted in calendar year 2015. Without completion of these two final phases, there is a possibility of a downgrading in rating, leading to an increase in fire insurance rates of residents and businesses.

o Funding total $12,000 is added for an Emergency Notification System. This system will allow

Emergency Management the ability to record, send, and track personalized voice, email, text, and social media messages to thousands of citizens, and staff, in a matter of minutes.

o A total of $132,795 is included for 55 digital two-way handheld radios for non-public safety staff. This amount includes $4,700 for one base station radio. Staff are currently using radios that operate off an analog system, which in the future will not be able to communicate with public safety staff when public safety makes the mandated change to a digital format. The radios on the digital system can communicate with the radios on the analog system, however the radios on the analog system will not be able to communicate with the digital radios. Non-public safety departments to receive these radios include Public Works, Parks, and Permits.

Strategic Plan Goal: Maintain a financially sound city government: Effective / Quality

services and infrastructure o In Parks and Recreation, the painting of Pavilion #3 and Gazebo frames at Community Park

is funded in the proposed budget at $26,860. Also included is $20,000 for a bed maintenance contract to improve the appearance of existing and newly installed landscaped areas within the City. A total of $25,000 is added to the budget for the repair of tennis courts at the Recreation Center. This repair will provide the necessary overlay and capping of some of the courts to provide a safer and more level playing surface.

o A total of $64,400 is included for various citywide facility maintenance related projects.

o Due to the growth of the City and the ongoing day-to-day storage needs of the City, funding

for the replacement of the City’s storage is included in the I.T. Replacement Fund. The total cost of the project is $325,000, however the funding for this project will be spread out over multiple years through lease-purchase financing. This project will affect all City departments.

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o Staff will continue working on the assessment of the City’s existing facilities to determine

current utilization and if current needs are being met, if there are any existing facilities that are being underutilized, and how future needs can be met. The assessment will be utilized to assist in making city-wide facility decisions for long term maintenance and programming for capital improvements. The survey and assessment will be conducted in the 2nd and 3rd quarters of Fiscal Year 2016.

o The Community Center Renovation will continue into the Fiscal Year 2016. The renovation

will consist of auditorium lighting upgrades, polished concrete flooring, ceiling upgrades, painting, and lobby upgrades. Some doors will be replaced with windows, and the administration area will be changed into a mini-conference room. Landscaping and improvements to the entryway will also be included.

o The City Hall and Planning buildings roofs are in need of repairs to mitigate various leaks through the buildings. Some funds were utilized in Fiscal Year 2015 to investigate and provide some design services. The remaining funds and additional funds budgeted in Fiscal Year 2016 will be utilized to conduct planned improvements over the Community Center. This project will coincide with the Community Center Renovation.

o In 2013, the City conducted the most recent update to the condition assessment of our roads. This program is one facet that is utilized to develop and recommend roadways for maintenance, repair, or replacement. The program has set the benchmark to evaluate the roads every 3-5 years.

o The Gregory Street project reconstructs 8,000 linear feet of Gregory Boulevard. The

roadway is approaching its expected service life. Maintenance and rehabilitation are not cost-effective at this point and a complete reconstruction will be necessary. Construction is planned for the summer of 2015.

o The Turtle Creek reconstruction project includes the reconstruction of 4,500 linear feet of

Turtle Creek Drive from Hilton Head to Mission Valley. The roadway has reached its expected service life, and maintenance and rehabilitation are no longer cost-effective. A complete reconstruction is necessary. Construction is planned for the summer of 2015.

o During Fiscal Year 2016, equipment for drainage projects will include the purchase of a

street sweeper, which will replace the two existing units that have reached the end of their useful life. The vendor of the existing sweepers has proposed to purchase both existing units and they will be used to help offset the cost of the new street sweeper.

o Another project affecting all City departments that’s included in the proposed budget is the

MPLS WAN network upgrades needed to ensure improvements are added to the City’s network as the City grows and changes. The total year 1 cost is $75,000. The year 2 cost will be the same amount. The funding for this project will be spread out over multiple years through lease-purchase financing.

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Comparison of Budget for FY 2016

General Fund

FY 2013 (Actual)

FY 2014 (Actual)

FY 2015 Original Budget

FY 2015

Estimated Actual

FY 2016

Proposed Budget

Beginning of Year Fund Balance

$8,415,238 $8,419,424 $8,834,893 $8,952,169 $7,807,447

Revenues $32,456,066 $34,297,670 $38,531,087 $38,733,955 $42,086,137

Expenditures – Base Budget

($31,652,653) ($33,764,925) ($39,386,459) ($39,878,677) ($42,348,670)

Net Revenues Over/(Under) Expenditures

$4,188 $532,745 ($855,372) ($1,144,722) ($262,533)

Ending Of Year Fund Balance

$8,419,424 $8,952,169 $7,979,521 $7,807,447 $7,544,914

Percentage of Fund Balance to Budgeted Revenues

25.94% 26.10% 20.71% 20.16% 17.93%

Debt Service Fund Summary: Total budgeted expenditures from the Debt Service Funds are for payments for issued general obligation bonds and certificates of obligations, including other associated payments, which total $9,108,555. The Debt Service Fund balance is projected to be $5.3 million dollars on June 30, 2016, or 58% of the annual scheduled debt payments. Because of this healthy Debt Service Fund Balance, and due to the refunding of some bonds and certificates of obligation since the tax rate was established for the 2015 budget, the Fiscal Year 2016 budget is proposed with a slight decrease of $0.00624 to the Interest & Sinking Tax Rate.

Comparison of Budget for FY 2016

Debt Service

Fund

FY 2013 (Actual)

FY 2014 (Actual)

FY 2015 Original Budget

FY 2015 Estimated

Budget

FY 2016 Proposed

Budget

Beginning of Year Fund Balance

$6,704,908 $5,750,142 $5,269,021 $5,559,287 $5,804,147

Revenues $7,338,396 $8,360,806 $9,683,477 $8,907,336 $9,214,636

Expenditures ($8,619,322) ($8,755,751) ($8,709,016) ($9,183,650) ($9,749,208)

Other Financing Sources

$326,160 $204,089 $118,049 $521,174 $0

End of Year Fund Balance

$5,750,142 $5,559,287 $6,243,482 $5,804,147 $5,269,575

CITY OF MISSOURI CITY FY 2016 SIGNIFICANT BUDGET HIGHLIGHTS

Strategic Goal Addressed: Develop A High Performance City Team Police Salary Increase - $1,281,612

Based on the findings of a recently commissioned compensation analysis performed by Segal-Waters Consulting, the proposed budget includes pay increases for sworn MCPD employees. Funding includes benefits and related increase in overtime cost. These adjustments are needed to remain market competitive and to ensure internal equity within the department.

Police Certification Pay Increase - $100,819 The proposed budget also includes funding for Certification, Instructor, and SWAT monthly pay adjustments. For Intermediate, Advanced, and Master Certification Pay, the monthly increase is from $30, $60, and $90 to the proposed amount of $50, $100, and $150, respectively. The Instructor Certification Pay increases from $30 to $50, and SWAT Certification Pay increases from $50 to $100.

Non-Sworn Employee Pay Increase - $493,920 Included in the budget is a 3% pay increase for full time City employees, which excludes sworn Police. The budgeted amount includes related benefit costs and overtime cost. The last time City employees received an adjustment to their salaries was in 2013. In 2014, City employees were awarded a one-time lump sum pay, which did not affect their base salary.

Classification & Compensation Study - $55,000

The City will have a classification & compensation study conducted for all City positions, other than sworn Police. The study will begin in the October timeframe. After the study is completed in Fiscal Year 2016, the City will implement the proposed adjustments in the following fiscal year.

Strategic Goal Addressed: Create A Great Place To Live Conversion of Part-Time Detention Officers to Full-Time - $108,628

A total of 4 part-time Detention Officers will be converted to 4 full-time Detention Officers to free up patrol officers to provide patrol duties in the community, instead of manning the jail. This will assist the Police Department in its efforts to meet the current goal of 50% proactive, preventative patrol.

Remove Kelly Days and Move Squad to Full-Time Status - $187,327 In order to comply with the recommendation of the ISO consultant to add one firefighter per shift and move the EMS squad to full time status, the budget includes

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funding to remove Kelly Days firefighters currently work. This will produce savings in operational costs and will reduce the number of responses of a large apparatus, creating an immediate savings, as well as extending the life of the larger apparatus.

ISO Consultant Phase II and III - $14,500 Funding for an ISO consultant for Phases II and III of the re-grading and re-evaluation of the community is proposed in the budget. ISO attempted to conduct an evaluation of the community in 2014. The last time a rating was completed was in 2006. Phases II and III will be conducted in calendar year 2015. Without completion of these two final phases, there is a possibility of a downgrading in rating, leading to an increase in fire insurance rates of residents and businesses

Emergency Notification System - $12,000 A new Emergency Notification System will allow Emergency Management the ability to record, send, and track personalized voice, email, text, and social media messages to thousands of citizens, and staff, in a matter of minutes.

Digital two-way Handheld Radios - $132,795

A total of 55 digital two-way handheld radios for non-public safety staff is included in the budget. This amount includes $4,700 for one base station radio. Staff are currently using radios that operate off an analog system, which in the future will not be able to communicate with public safety staff when public safety makes the mandated change to a digital format. The radios on the digital system can communicate with the radios on the analog system, however the radios on the analog system will not be able to communicate with the digital radios. Non-public safety departments to receive the digital radios are Public Works, Parks, and Permits.

Thermal Imaging Camera Replacement - $20,000

The replacement of two thermal imaging cameras is included in the proposed budget. These cameras have reached their useful life. They are basic pieces of life-saving equipment on fire engines. Among other things, these cameras allow firefighters to find victims in smoke filled buildings that have no visibility.

Bed Maintenance Contract - $20,000 This will allow for the improvement of the appearance of existing and newly installed landscaped areas of the City. It will also include medians on the roadways, such as Texas Parkway and Thomas Taylor Parkway.

Replace Tables & Chairs at Community Center & Rec. Center - $15,000 This funding will begin a replacement program for the replacement of tables and chairs at the Community Center and Recreation Center. These tables and chairs haven’t been replaced in five year. They are used a lot by City staff for meetings, and they’re also used for special events. Council members, as well as community groups and children uses these tables and chairs.

2

OSSI Sex Offender Registration Module - $11,488 This module will assist the Police Department’s Criminal Investigation Division in managing the City’s registered sex offenders. The module will generate required monthly reports to ensure registered sex offenders comply with the recently adopted City ordinance.

Tennis Court Repairs at Recreation Center - $25,000 Some of the tennis courts are in need of renovation to create a safer and more level playing surface. This funding will allow for a two inch overlay and capping of some of the courts.

Fitness Equipment Replacement at Recreation Center - $25,000 Some of the elliptical machines and treadmills have reached their useful life, as dictated by industry standards, and are in need of replacement. This funding will replace three elliptical machines and three treadmills.

Improvements to Parks and Parkland Areas - $195,616 In the Parkland Dedication Zone Fund, various items are funded and include South Gessner Beautification, Bicentennial Park Electrical Upgrades, Bicentennial Park Security Lights, Oyster Creek Outdoor Exercise Equipment, American Legion Park Outdoor Equipment, and Lexington Creek Park Trail Upgrades.

Police Seizure Fund Special Use Funding - $220,000 In the Narcotics Seizure Fund, funding will be utilized for general equipment/building security ($100,000), investigative/tactical equipment ($50,000), crime prevention & training ($50,000), and firearms ($20,000). Funds in this special revenue fund can only be used for law enforcement purposes.

Strategic Goal Addressed: Maintain A Financially Sound City Government

Maintenance of Various City Facilities - $64,400 Funding for various citywide facility maintenance related projects are included in the proposed budget. These projects range from the construction of an office for the Finance Director and Assistant Finance Director, to smaller projects such as installing window blinds in the Permit Division’s lobby.

Painting of Pavilion #3 and Gazebo frames at Community Park - $26,860

At the Community Park, this funding will clean, prime, and paint Pavilion #3 and the Gazebo frames. The frames have not been painted in over ten years. This will create a quality appearance of these structures.

I.T. Storage and Citywide Network Upgrades - $150,000

Due to the growth of the City and the ongoing day-to-day storage needs of the City, funding for the replacement of the City’s storage is included in the I.T. Replacement Fund. The total cost of the project is $325,000, however the funding for this project

3

will be spread out over three years through lease-purchase financing. This project will affect all City departments.

Citywide Network Upgrades - Another project affecting all City departments that’s included in the proposed budget is the MPLS WAN network upgrades needed to ensure improvements are added to the City’s network as the City grows and changes. The total year 1 cost is $75,000. The year 2 cost will be the same amount as year 1. The funding for this project will be spread out over multiple years through lease-purchase financing.

Netmotion Mobility Licenses - $15,000

This software gives City employees reliable, secure wireless connectivity. It is self-diagnosing and healing. Without this software there could be frequent connection drops that lose critical data and require repeated log-ons for restarting of applications.

4

CITY OF MISSOURI CITY, TEXAS

FY 2016 STAFFING

AUTHORIZED BY DEPARTMENT

FY 2014 FY 2015 FY 2016 FY 2016 FY 2014 FY 2015 FY 2016 FY 2016

BUDGET REVISED REQUEST PROPOSED BUDGET REVISED REQUEST PROPOSED

GENERAL GOVERNMENT101 Council and Management 3 4 4102 City Secretary 4 4 4103 Human Resources/Organ. Dev. 3 3 1 3 1 1 1104 Legal 4 4 4 2 1106 Municipal Court 6 6 6 2 1 1108 Communications 8 8 8 2 1 1109 Economic Development 1 1 1

Total General Government 29 30 1 30 7 4 0 3

FINANCE110 Finance Administration 1 1 1112 Purchasing & Risk Management 3 3 3114 Accounting & Budget 12 13 13 1 1 1

Total Finance 16 17 0 17 1 1 0 1

POLICE120 Police Administration 10 10 3 9 2 2 1122 Code Enforcement 6 7 7124 Support Services 23.2 23.2 7 23.2 1126 Criminal Investigation 28 28 6 28128 Patrol 64 64 32 69 4 (4)

Total Police 131.2 132.2 48 136.2 2 6 (4) 2

FIRE & RESCUE SERVICES130 Administration 3 3 1 3132 Fire Prevention 4 4 3 4134 Training/Education 1 1 1 1 1 1 1136 Operations 70 70 1 70

Total Fire 78 78 6 78 1 1 0 1

PUBLIC WORKS140 Administration 9 4 1 4141 Capital Projects 0 3 3142 Streets/Drainage/Traffic Control 13 13 13143 Engineering/Utilities Planning 0 3 3144 Geographic Information Services 4 4 4 1 1 1145 Fleet Maintenance 4 4 1 4146 Facilities Maintenance 4 4 2 4148 Animal Services 3 3 1 3

Total Public Works 37 38 5 38 1 1 0 1

PARKS & RECREATION150 Parks 11 11 11152 Recreation 7 7 7 13 13 13

Total Parks & Recreation 18 18 0 18 13 13 0 13

PLANNING160 Planning & Development 5 4 2 4 1 1 1162 Inspections & Permits 13 13 3 13 1 1 1

Total Planning 18 17 5 17 2 2 0 2INNOVATION & TECHNOLOGY

170 Innovation & Technology 7 7 3 9 1 1 1Total Innovation & Technology 7 7 3 9 1 1 0 1

334.2 337.2 68 343.2 28 29 -4 24

220 Radio Communications 0.8 0.8 0.8221 Court Building Security 3 3

Total Special Revenue Funds 0.8 0.8 0 0.8 0 3 0 3

TOTAL ALL FUNDS 335 338 68 344 28 32 -4 27

Part-Time Positions

GENERAL FUND

SPECIAL REVENUE FUND

TOTAL GENERAL FUND

Full-Time Positions

5

FY 2015 FY 2015 FY 2016

FY 2014 Original Year-End Proposed

Actual Budget Estimate Budget

TAXABLE VALUE 4,503,528,666 5,014,888,533 5,244,388,067 5,622,952,271

TIRZ #1, #2, & #3 VALUE 0 310,451,969 332,119,225 358,688,763

4,503,528,666 4,704,436,564 4,912,268,842 5,264,263,508

Collection Percentage 98.3% 95.0% 98.3% 98.3%LEVY

General Fund Levy 17,130,522 17,894,736 19,015,049 20,705,717

Debt Service Levy 8,708,473 9,096,969 8,739,270 9,037,372

Total Levy, incl. TIRZ #1, #2, #3 25,838,995 28,772,923 29,630,793 31,769,680

Current Collections - General 15,687,574 17,000,000 18,691,793 20,353,720

Current Collections - TIRZ #1 488,667 490,726 492,587 533,096

Current Collections - TIRZ #2 891,305 863,000 975,123 1,034,034

Current Collections - TIRZ #3 360,741 338,431 401,355 425,009

Current Collections - Debt Service 7,974,929 8,642,121 8,590,703 8,883,736

Total Current Collections 25,403,215 27,334,278 29,151,560 31,229,596

TAX RATE SUMMARY

General Fund 0.38038 0.38038 0.38709 0.39333

Debt Service 0.19337 0.19337 0.17791 0.17167

TOTAL 0.57375 0.57375 0.56500 0.56500

ESTIMATION AND DISTRIBUTION OF PROPERTY TAX ASSESSMENT

as of 2014 Tax Year

7

GENERAL FUND SUMMARY SCHEDULE OF REVENUES, EXPENDITURES

AND NET CHANGE IN FUND BALANCE

Fund 101

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget

REVENUES BY SOURCE

AD VALOREM TAXES 16,099,339 18,581,850 19,120,823 20,803,755

OTHER TAXES 7,708,738 8,020,000 8,342,842 8,850,000

LICENSES & PERMITS 1,941,428 1,701,300 2,031,740 2,076,900

FINES & FORFEITURES 837,891 930,600 845,258 942,140

FRANCHISE FEES 3,867,029 3,725,000 3,852,232 3,940,000

INTERGOVERNMENTAL REVENUES 178,996 1,731,700 169,223 2,054,890

OTHER REVENUES 2,308,832 2,373,670 2,921,972 1,941,644

OTHER FINANCING RESOURCES 1,355,417 1,466,967 1,449,865 1,476,808

TOTAL REVENUES AND RESOURCES 34,297,670 38,531,087 38,733,955 42,086,137

EXPENDITURES BY DEPARTMENT

GENERAL GOVERNMENT 3,988,036 4,921,164 3,815,829 4,659,250

FINANCE 1,719,586 1,657,174 1,570,713 1,691,953

POLICE 12,078,267 11,738,852 12,025,992 13,319,186

FIRE 7,327,756 7,774,335 8,184,617 7,918,581

PUBLIC WORKS 4,089,968 6,147,816 6,565,822 6,564,556

PARKS & RECREATION 2,737,533 2,479,527 2,539,229 2,726,171

DEVELOPMENT SERVICES 1,349,109 1,372,575 1,371,181 1,259,111

INNOVATION & TECHNOLOGY - 2,173,166 2,424,760 2,715,921

OTHER FINANCING USES 474,669 1,121,850 1,380,534 1,493,941

TOTAL EXPENDITURES BY DEPARTMENT 33,764,925 39,386,459 39,878,677 42,348,670

NET REVENUES OVER/(UNDER) EXPENDITURES 532,745 (855,372) (1,144,722) (262,533)

BEGINNING FUND BALANCE, JULY 1 8,419,424 8,834,893 8,952,169 7,807,447

ENDING FUND BALANCE, JUNE 30 8,952,169 7,979,521 7,807,447 7,544,914

Fund Balance as a % of Revenues and Resources 26.10% 20.71% 20.16% 17.93%

9

Fund 101

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget

PROPERTY TAXES & PENALTIES

41001 PROPERTY TAX - CURRENT* 15,687,574 18,121,850 19,045,936 18,691,783 20,353,755

41002 PROPERTY TAX - DELINQUENT* 242,889 250,000 250,000 251,586 260,000

41003 PROPERTY TAX - PENALTIES 118,150 150,000 150,000 129,800 135,000

41004 PROPERTY TAX - INTEREST - - -

41005 PROPERTY TAX - ATTORNEY FEES 47,594 60,000 60,000 47,654 55,000

41010 PROPERTY TAX - MISCELLANEOUS 3,132 -

TOTAL AD VALOREM TAXES 16,099,339 18,581,850 19,505,936 19,120,823 20,803,755

OTHER TAXES

42001 CITY RETAIL SALES TAX 7,760,947 8,000,000 8,000,000 8,470,244 8,980,000

42002 CITY SALES TAX - REBATE (102,026) (10,000) (10,000) (162,419) (170,000)

42003 STATE BEVERAGE TAX 49,817 30,000 30,000 35,017 40,000

TOTAL OTHER TAXES 7,708,738 8,020,000 8,020,000 8,342,842 8,850,000

LICENSES & PERMITS

43001 ZONING VARIANCES 300 600 600 500 300

43002 ZONING AMENDMENTS 16,651 20,000 20,000 16,583 20,000

43003 PLAT FEES 82,385 65,000 65,000 97,436 100,000

43004 RECALL INSPECTION FEES 17,725 15,000 15,000 7,662 16,000

43005 GENERAL FIRE INSPECTION 18,859 17,000 17,000 11,165 15,000

43006 BUILDING PERMITS 581,518 435,000 435,000 627,984 580,000

43007 CHANGE OF OCCUPANCY 9,775 8,000 8,000 8,739 9,000

43008 PLUMBING PERMITS 120,450 100,000 100,000 103,456 110,000

43009 ELECTRICAL PERMITS 110,962 100,000 100,000 103,242 110,000

43010 AIR CONDITIONING PERMITS 120,688 95,000 95,000 115,954 115,000

43011 POOL PERMITS 3,100 3,000 3,000 3,798 3,500

43012 SIGN PERMITS 26,710 25,000 25,000 23,764 25,000

43013 ELECTRICAL LICENSE (465) - - - -

43014 PLAN CHECK FEES 254,666 200,000 200,000 252,919 290,000

43015 AFTER HOURS INSPECTIONS 15,935 7,500 7,500 19,316 20,500

43016 LIQUOR LICENSES 8,075 8,000 8,000 11,814 8,900

43017 SOLICITORS LICENSES 3,200 - - 775 3,000

43018 INFRASTRUCTURE FEES 192,012 250,000 250,000 249,151 265,500

43019 LIEN REIMBURSEMENT 2,538 500 500 8,300 2,000

43020 HEALTH PERMITS 111,061 95,000 95,000 95,000 95,000

43021 HOUSING CODE INSPECTIONS - - - - -

43022 PUB WRKS AFTER HRS INSP. - - - - -

43023 SIENNA PLANTATION-PRORATION 61,449 62,000 62,000 62,350 62,000

43024 CONTRACTOR REGISTR FEE 51,961 65,000 65,000 52,485 60,000

43025 DESIGN REVIEW FEE 30,894 20,000 20,000 25,919 31,500

43026 PUB WORKS PLAN REVIEW FEE 21,320 30,000 30,000 88,890 75,000

43027 RIVERSTONE INSPECTION FEE 33,200 19,700 19,700 14,538 19,700

43028 HOUSING RENTAL REGISTRATION 46,460 60,000 60,000 30,000 40,000

TOTAL LICENSES & PERMITS 1,941,428 1,701,300 1,701,300 2,031,740 2,076,900

FINES & FORFEITURES

44001 FINES 637,413 700,000 700,000 649,930 725,000

44002 FORFEITURES - - -

44003 WARRANT FEES 47,259 60,000 60,000 43,413 50,000

44004 DDC-INSURANCE 10,528 15,000 15,000 13,285 18,500

44005 ADMINISTRATIVE FEES 16,304 32,000 32,000 10,000 10,000

44006 ARREST FEES 40,473 40,000 40,000 48,075 48,500

44007 CASH/OVER & UNDER 20 - - 40 40

44009 MISC MUNICIPAL COURT FEES 1,118 500 500 479 500

SCHEDULE OF REVENUES AND RESOURCES BY LINE ITEM

GENERAL FUND

10

Fund 101

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


GENERAL FUND

44010 COLLECTION AGENCY FEES 47,721 50,000 50,000 44,500 51,500

44011 JUDICIAL EFFICIENCY 3,017 4,000 4,000 3,186 3,500

44012 LOCAL-NO RESTRICTION 23,888 25,000 25,000 21,979 24,000

44013 OVER PAYMENT - - -

44014 COURT TECHNOLOGY FEE - - -

44015 MOTOR CARRIER FINES 10,251 4,000 4,000 10,371 10,500

44016 OVERWEIGHT VEHICLE FINES (100) 100 100 - 100

TOTAL FINES & FORFEITURES 837,891 930,600 930,600 845,258 942,140

FRANCHISE FEES

45001 GAS 412,869 350,000 350,000 375,071 415,000

45002 TELEPHONE 280,813 350,000 350,000 375,501 350,000

45003 ELECTRIC 2,085,433 2,000,000 2,000,000 2,062,107 2,050,000

45004 CABLE TV 828,846 675,000 675,000 720,879 775,000

45007 FRANCHISE - SOLID WASTE 259,068 350,000 350,000 318,674 350,000

TOTAL FRANCHISE FEES 3,867,029 3,725,000 3,725,000 3,852,232 3,940,000

INTERGOVERNMENTAL REVENUES46108 STEP 2013 WAVE DWI 2,071

46201 MISCELLANEOUS GRANTS

47101 FIRE DEPT REIMB. 145,107 200,000 200,000 145,107 175,000

47105 ANIMAL CONTROL REIMB. 20,088 1,700 1,700 13,959 12,500

47106 HCC LEASE REIMBURSEMENT -

47107 STA-MO LEASE REIMB. 11,730 30,000 30,000 10,157 12,240

47115 FIRE STA 5 SIENNA REIMB - 1,500,000 1,500,000 - 1,855,150

TOTAL INTERGOVERNMENTAL REVENUES 178,996 1,731,700 1,731,700 169,223 2,054,890

OTHER REVENUES - - -

49000 INTEREST INCOME 142,544 130,000 130,000 122,123 125,000

49001 CASH OVER/UNDER-CASHIERS 96 100 100 5 100

49002 MAPS 30 -

49003 MISSOURI CITY HISTORY BKS 88 20 20 41 90

49004 DONATION-50TH ANNIVERSARY - - 30

49005 CHILD SAFETY FEES 78,962 70,000 70,000 84,000 85,000

49006 CITY SECRETARY DEPT MISC - 200 200

49007 DONATION-ECONOMIC DEV -

49008 TOWER LEASE 46,415 50,000 50,000 49,675 48,500

49009 MCTV SPONSORSHIPS -

49010 ANCILLARY SERVICES REFUND 8,143

49101 NSF CHECK ALLOWANCE 840 800 800 760 800

49102 SALE OF SALVAGE 586 4,000 4,000 4,369 500

49103 INSURANCE REIMBURSEMENT 8,424 5,000 5,000 27,191 8,000

49104 LATE FEES - 200 200 67 100

49105 DISASTER REIMBURSEMENT -

49106 UNAPPLIED PERSONNEL COSTS - 350,000 350,000 350,000 350,000

49107 PCARD REBATE 119,420 120,000 120,000 115,000 115,000

49108 PURCHASING MISCELLANEOUS - 500 500 167 200

49109 PERMITTED BURGLAR FALSE ALARM 62,150 60,000 60,000 65,437 65,000

49110 UNPERM. BURGLAR FALSE ALARM 2,900 2,000 2,000 5,512 5,000

49111 ALARM PERMIT REGISTRATION FEES 353,850 350,000 350,000 350,000 355,000

49112 PERMITTED FIRE FALSE ALARMS - - -

49113 UNPERMITTED FIRE FALSE ALARMS - - - 38,113 32,500

49120 ALARM BILL COLLECTION FEE 6,285 4,000 4,000 4,965 4,800

49122 LEADERSHIP EVENTS 4,412 8,400 8,400 5,000 5,000

49123 INS TRUST PREMIUM REFUNDS 17,402 -

11

Fund 101

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


GENERAL FUND

49200 MISC - POLICE 12,874 14,000 14,000 11,500 22,500

49201 DONATIONS - POLICE - - - -

49202 POLICE DEPT MISCELLANEOUS 13,868 8,000 8,000 11,000

49203 POLICE SEMINARS 7,300 - - 425 500

49204 PROTECTOR MEMORIAL PAVERS (121) 50 50 1,308 350

49300 DONATIONS - FIRE - -

49301 FIRE DEPT MISCELLANEOUS 972 - -

49302 FIRE SEMINARS - - -

49303 FIRE DIST PROTECTION PMTS 989,207 850,000 850,000 1,130,418 246,654

49304 FIRE CLEAN UP FEES - - - 24,000 21,000

49400 ANIMAL LICENSE FEES 2,275 2,500 2,500 2,481 2,500

49403 TRAFFIC CONTROL OPERATION 9,900 10,800 10,800 10,800 10,800

49405 STREETS DEPT MISCELLANEOUS 57,598 - - 9,580 1,000

49406 ENGINEERING DEPT MISCELLANEOUS - -

49411 DONATIONS - ANIMAL CONTROL -

49501 REC LEISURE CLASSES 104,357 90,000 90,000 115,000 110,000

49502 ATHLETIC LEAGUE FEES 11,682 15,000 15,000 10,517 12,000

49503 RECREATION CENTER FEES 155,287 150,000 150,000 155,000 150,000

49504 SPECIAL EVENTS 8,317 8,000 8,000 8,410 8,200

49505 REC - ADVERTISING FEES -

49506 FACILITIES RENTAL 64,389 70,000 70,000 70,000 65,000

49508 RECYCLING

49509 DONATIONS - PARKS -

49510 DONATIONS-URBAN FORESTRY -

49512 PARKS DEPT MISCELLANEOUS 45

49513 RECREATION DEPT MISCELLANEOUS 1,467 300 300 890 1,350

49515 DONATION-MC DAY @ CAPITOL

49520 STORMWATER MANAGEMENT 24,000 24,000

49600 MISCELLANEOUS 25,055 - - 105,800 65,000

TOTAL OTHER REVENUES 2,308,832 2,373,670 2,373,670 2,921,972 1,941,644

OTHER FINANCING RESOURCES

49905 TRANSFER FROM FUND 220 24,785 24,785 24,785 40,011

49906 TRANSFER FROM FUND 223 31,955 41,194 41,194 41,194 41,194






49934 TRANSFER FROM FUND 506 (SB/FB) 26,000 40,000 40,000 40,000 40,000


49926 TRANSFER FROM FUND 505 45,000 45,000 45,000 45,000

49937 TRANSFER FROM FUND 575 (HOT) 5,388 6,300 6,300 6,300 6,300

49938 TRANSFER FROM FUND 580 (SOLID WASTE) 16,000 16,000 16,000 16,000

TOTAL OTHER FINANCING RESOURCES 1,355,417 1,466,967 1,466,967 1,449,865 1,476,808

TOTAL REVENUES AND RESOURCES 34,297,670 38,531,087 39,455,173 38,733,955 42,086,137

12

GENERAL FUND-SUMMARY

EXPENDITURES BY DEPARTMENT/DIVISION

Fund 101

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget

PERSONNEL 22,737,480 26,564,185 26,558,880 25,924,420 28,266,666

COMMODITIES 3,418,055 4,076,880 4,470,563 4,406,269 4,392,139

CONTRACTUAL SERVICES 5,601,506 4,951,854 5,299,971 5,364,717 5,726,875

OTHER SERVICES 1,303,230 2,600,190 2,630,524 1,721,041 2,357,628

CAPITAL OUTLAY 229,985 71,500 1,085,696 1,081,696 111,421

OTHER FINANCING USES 474,669 1,121,850 1,121,850 1,380,534 1,493,941

TOTAL 33,764,925 39,386,459 41,167,484 39,878,677 42,348,670

101-10-101 COUNCIL & MANAGEMENT 890,999 866,397 880,043 810,983 988,953

101-10-102 CITY SECRETARY 390,208 348,484 377,041 347,214 340,632

101-10-103 HUMAN RES. & ORG DEV 507,873 561,775 599,407 576,491 645,590

101-10-104 LEGAL 618,466 625,383 609,233 560,151 583,531

101-10-106 MUNICIPAL COURT 742,245 592,649 603,539 510,732 539,221

101-10-107 CONTINGENCY 499,116 2,002,130 1,921,469 1,409,780 2,029,861

101-10-108 COMMUNICATIONS 629,964 681,007 686,721 613,120 647,799

101-10-109 ECONOMIC DEVELOPMENT 183,835 365,189 365,189 367,892 377,604

TOTAL GENERAL GOVERNMENT 4,462,706 6,043,014 6,042,642 5,196,363 6,153,191

101-12-110 FINANCE ADMINISTRATION 245,321 250,845 254,702 244,062 254,534

101-12-112 PURCHASING & RISK MNGT 239,435 214,205 216,214 201,737 216,623

101-12-114 ACCOUNTING 1,234,830 1,192,124 1,200,004 1,124,914 1,220,796

TOTAL FINANCE 1,719,586 1,657,174 1,670,920 1,570,713 1,691,953

101-13-120 POLICE ADMINISTRATION 1,134,821 1,215,365 1,281,505 1,171,987 1,210,440

101-13-122 CODE ENFORCEMENT 396,505 467,772 467,821 399,575 493,031

101-13-124 SUPPORT SERVICES 1,575,994 1,534,486 1,747,163 1,938,331 1,698,626

101-13-126 CID 2,650,308 2,568,518 2,570,566 2,521,805 2,985,354

101-13-128 PATROL 6,320,639 5,952,711 5,975,716 5,994,294 6,931,735

TOTAL POLICE 12,078,267 11,738,852 12,042,771 12,025,992 13,319,186

101-14-130 ADMINISTRATION 543,489 369,602 382,846 383,191 381,154

101-14-132 PREVENTION 528,541 451,173 453,173 457,761 453,973

101-14-134 TRAINING 274,156 311,774 313,358 266,628 294,558

101-14-136 OPERATIONS 5,981,570 6,641,786 7,556,743 7,077,037 6,788,896

TOTAL FIRE 7,327,756 7,774,335 8,706,120 8,184,617 7,918,581

101-15-140 ADMINISTRATION 1,115,292 557,038 749,197 786,291 406,564

101-15-141 CAPITAL PROJECTS* - 214,239 214,239 201,326 210,775

101-15-142 STREETS/DRAINAGE/TRAFFIC 2,397,950 2,289,769 2,383,820 2,358,802 2,427,837

101-15-143 ENGINEERING/UTILITY PLANNING* - 391,625 391,625 298,185 381,514

101-15-144 GIS 360,414 306,409 306,969 333,612 343,079

101-15-145 FLEET MAINTENANCE* - 838,789 838,789 1,022,692 1,202,499

101-15-146 FACILITIES MAINTENANCE* - 1,339,669 1,339,669 1,329,171 1,382,871

101-15-148 ANIMAL SERVICES 216,313 210,278 210,603 235,743 209,417

TOTAL PUBLIC WORKS 4,089,968 6,147,816 6,434,911 6,565,822 6,564,556

101-16-150 ADMINISTRATION 1,617,810 1,598,481 1,673,904 1,524,405 1,699,687

101-16-152 RECREATION 1,119,723 881,046 927,318 1,014,824 1,026,484

TOTAL PARKS & RECREATION 2,737,533 2,479,527 2,601,222 2,539,229 2,726,171

101-17-160 PLANNING 491,848 514,806 515,806 509,112 387,583

101-17-162 INSPECTIONS 857,261 857,769 871,695 862,069 871,528

TOTAL DEVELOPMENT SERVICES 1,349,109 1,372,575 1,387,501 1,371,181 1,259,111

101-18-170 INNOVATION & TECHNOLOGY* - 2,173,166 2,281,397 2,424,760 2,715,921

TOTAL INNOVATION & TECH. - 2,173,166 2,281,397 2,424,760 2,715,921

TOTAL GENERAL FUND 33,764,925 39,386,459 41,167,484 39,878,677 42,348,670

*Fleet Maintenance, Facilities Maintenance and Technology & Innovation were recorded in the Internal Service Funds prior to FY 2015.

*Capital Projects and Engineering/Utility Planning are split from Administration beginning FY 2015.

13

DEPARTMENTAL VISION

STATEMENT GENERAL GOVERNMENT

To be known as the City with the most effective,

efficient and responsive service delivery in the

state of Texas

DEPARTMENTAL MISSION

STATEMENT

To provide superior customer service to all

members of the community

Council and Management

City Secretary

HR & Org. Development

Legal

Municipal Court

General Government

Communications

Economic Development

Mayor &

Council

City Manager

City Secretary

CityAttorney


Communications

Assistant City Manager

Municipal Court

Human Resources/

Organizational Development

15

DEPARTMENT: GENERAL GOVERNMENT FUNDING SOURCE: GENERAL FUND

FY 2015 DEPARTMENTAL ACCOMPLISHMENTS

Council and Management

Completion, adoption and implementation of a Small Business Program to encourage and engage small

businesses with the City’s procurement process.

Delinquent Tax Collection: Committee selected the firm of Linebarger Goggan Blair & Sampson for

recommendation to the City Council. City Council approved the Committee’s recommendation for a five

(5) year contract. Monitoring of the contracts and an annual review against the annual goals in the contract

will continue.

TMRS Retirement – Full Contribution. Staff presented the preliminary proposed FY 2015 Budget with an

increase of 3.76% to the Ad Hoc rate of 5.24% for a total of 9%. This program is planned to be implemented

over FY17 and FY18 to achieve the full “repeating rate” projected to be approximately 16% in FY18.

GCWA Water Rights Agreement: Council approved a contract revision with GCWA. The City may

purchase up to 15 MGD of surface water from the Brazos River on a “take or pay” basis. The system rate

is approximately $117.50 per 1,000,000 gallons with the contract. The contract has a term of the later of

August 31, 2027 or the final payment of bonds issued by GCWA payable from revenues generated by the

agreement. It also provides for 5 year reviews and renegotiations, as well as assignments to successors.

The ordinance adopted on June 16, 2014 is by reference the federal Fair Housing Act and the Texas Fair

Housing Act prohibiting discrimination in the sale, rental and financing of dwellings based on color,

national origin, race, religion, disability, family status or sex.

Vicksburg Boulevard Extension: Direction and CIP Funding: Design Complete. City received bids and

the bids were over funding. Council approved funding and award is anticipated in October. The project

has been awarded and construction is in progress with an estimated completion date of January 2016. Bids

for the Hurricane Lane portion of this extension will be in June 2015. Code Enforcement Public Education/Visibility – New uniform attire for all code enforcement personnel and

schedule change to seven day and evening hours with planned operations to target “hot spots”; regular

outreach projects via HOA meetings and other community meetings; color-coded door hanger to encourage

compliance and acknowledge property owners who have taken steps to keep or bring property to city

standards; “See, Click. Fix” on-line reporting system available to all members of the community. Staff will

pursue ongoing educational opportunities as well as increasing exposure to the See, Click. Fix application.

Funding FY 2016: Reviewing the City’s compensation philosophy to determine where we want to be relative

to our market. With a July fiscal year, the City may have to adopt the Lead-Lag perspective. The funding

for needed actions to correct, adjust and maintain the approved position in the market placement will be

determined with actions and discussions forthcoming. Again, we continue to work on this project and look

forward to any feedback the executive team may provide.

Veteran’s Memorial. In October, Council was presented the final design, proposed location and mission

statement for acceptance. Fundraising committee will begin earning funds and suggested funds be budgeted

for future development of the project.

Brazos River Park: A firm has donated services to develop a conceptual plan which was presented to

Council.

“Standard of Care” Customer Service Program (CARES) continue to develop customer service surveys to

identify baseline. Identify training, evaluation and improvement of communication strategies, promote

transparency and easy access information. Repeat measurement process for continued development and

improvement for TEAM CARES.

Highway 90 A Plan Review: Presentation on the rail corridor and Metro bus ridership as it currently stands.

Staff is working on an education package to present to Council on the results of the various studies, economic

drivers, land uses, engineering issues and opportunity costs. Staff expects this package to be complete the

1st quarter FY 16.

16

Solid Waste: Action plan presented and confirmed by Council. Working with consultant on proposed

contract and bid documents to go to market March 2015.

City Hall Campus/Police Master Plan: Scope and Funding FY 2016. Staff is working on the data

collection/growth and need projection form to be distributed to Department Heads. Data collection to be

completed by the end of FY 2015. Funding for the hiring of the design professional will be part of the CIP

2016 budget process and was submitted to Council in March 2015 for consideration.

City Secretary

Effective July 1, Records Management Coordinator Vickie Berglund was promoted to Deputy City

Secretary! Vickie brings more than 16 years of experience as a municipal employee within the city secretary

department and will continue to serve as the records management coordinator. Vickie was appointed by the

city secretary with the concurrence of the city manager and will act in the absence of the city secretary.

City Secretary Maria Gonzalez was awarded the 2014 Texas Municipal Clerks Association (TMCA) Salt

Grass Chapter Municipal Clerk of the Year on December 10, 2014.

Held five Public Information Act Training Sessions for employees with assistance from City Attorney

Caroline Kelley and Police Department Records Supervisor Janice Poppenhusen.

Coordinating with Staff to provide City Council with up-to-date committee and subcommittee meeting

minutes in electronic format and paper format within Council’s Dropbox account and

committee/subcommittee folder located in the Council Meeting Room.

Coordinated the 3rd Annual City Clean Up Day held on Friday, September 19 where all non-emergency

personnel participate to work within their respective areas to better records manage paper documents as per

the City retention schedule with convenience copies destroyed and sensitive papers placed in shred bins for

proper disposal with over 7,000 pounds shred. With the assistance of the Parks staff, heavy and/or broken

equipment was picked up for disposal along with obsolete office equipment removed to storage for reuse by

other departments or public auction. Staff also worked to manage electronic documents within their email

and public drives to free up much needed shared network space where possible.

Developed a process with GIS to efficiently provide current information for updated maps based on City

Council action.

Completed annual citizen appointments/reappointments/education to City

Boards/Committees/Commission for year 2013 to 2014 and swore members in during regular City Council

meetings

Successfully coordinated the City’s Second Annual Thank You Dinner Reception for the City’s Board,

Committee, and Commission members with the Communications Department.

Digitized microfilm from the City’s Finance department ranging in years from 1973 to 1991 with general

ledger reports, payroll, retirements, and audits; and the Development Service’s department with Planning &

Zoning Committee meeting minutes from November 1963 to December 1984, the Board of Adjustment case

files from 1990 with maps and historical data for the City’s content management software, Questys.

Maintained Council’s webpage with current information, council meeting agendas and minutes.

Maintained the Local Vendor List for the small business program.

Municipal Court

Statistics show that the number of citations written have greatly increased. The police officers as well as

code enforcement have contributed to the increase. The police department has increased by 925 citations

and code enforcement has increased by 95 in comparison to last year. The new motor cycle enforcement

has contributed greatly to this increase.

The court is implementing many changes with court proceedings. We have hired permanent part time

bailiffs. The bailiff’s role is not only to ensure the safety of our citizens but they also have to be familiar

with the processes and requirements of our judges. When we have officers that are unfamiliar with the

bailiff procedures it can cause confusion and frustration to both the judges and citizens

Jurors are an essential part of our justice system. We understand the long hours and discomfort jury duty

may cause. We have worked with other departments to provide a comfortable sitting area while waiting for

17

court to preside. The jurors are provided refreshments throughout the morning and if court lasts past lunch

hours the judges often let jurors leave with a time to come back.

Trial dockets are implemented to accommodate officer schedules. This ensures that officers are performing

their regular scheduled duties, time off, and saves the city overtime expenses.

Three years ago the court began using a new software program. All of the clerks and judges have been

personally trained on the software and are very proficient at using it. Four months ago we had a trainer

come to the court to make sure we were using all of the programs the software had to offer. By doing so

we have been able to operate the court for efficiently. We continue to advance our court technology on a

regular basis. The court now has ability to notify citizens by phone if they have missed their court dates

which enables them time to take care of citations before they are put into warrants. Each of our clerks are

trained and utilizing programs to help in our collection of unpaid fines. With all of these systems in place

we have increased our revenue $28,000.00 more than last year at this budget time. The court is also

helping with our new system “See Click Fix.” This helps communicate the status of code violations once

they are handed over to the court.

We participated in the State Wide Warrant Round-Up. Our court, amongst many others, worked together

to collect fines and fees that have gone uncollected. We used the bailiffs, volunteers, the city website, as

well as many other public information systems to inform citizens before the round-up began. We provided

them the opportunity to come in and take care of their warrants before officers visited their home or job.

We collected over $21,000.00 in past due fees and fines. We will continue to stay up to date on warrants

and work with the police department to have our warrants served.

We continue to use technological advances as well as education provided to us each year by the state to

keep the court running efficiently. Our staff is well educated and work hard to make sure the municipal

court runs as efficiently as possible.

Communications

Fielded 19,235 incoming calls via the City’s main contact number; responding to inquiries on public

safety, solid waste, permits and inspections, sidewalk repairs, standing water, traffic signals, alarm

permits, car registration, establishing a dba, solicitors’ permits, pavilion rentals, recycling of hazardous

waste, employment, Comcast and City programs and events.

Processed 2,313 payments totaling $41,618,087.62; transaction categories included solid waste, PIDs, fire

protection permits, GRP Pumpage, franchise fees and retiree insurance.

Strategically increased website subscription counts by 1,419; main communications of interest: Council

Connection, Current City Projects, Happening in Missouri City, Roadway Construction, Show Me

Missouri City Newsletter, City Manager’s Update, Leadership Luncheon Series, Twitter (MissouriCityTX

and MissouriCityEM), new Instagram account and Facebook.

Drew 331,687 site visits to City website: www.missouricity.gov. Top areas of interest: Jobs, Departments,

Community, Police Department.

On average each month, the City’s Twitter account: MissouriCityTX, has shown 10,000 times with 375

impressions a day (impressions are the number of times MissouriCityTX is displayed on a user’s feed).

Managed promotional Facebook campaigns, resulting in 730 additional likes specifically from posts

created by the Communications Team. Current number of likes for the page is 1,900; this milestone has

been achieved in fewer than three years. The citywide Facebook page is on pace to continue to be the most

successfully operated presence since the City engaged in social networking.

Expanded social media outreach with the launch of a City Instagram page in February; averaging 25 posts

per month with an anticipated follower increase of 50 followers per month.

Produced 475 citizens communications, including news releases, advisories, public service

announcements, newsletter articles, and website and social media posts.

Coordinated inaugural District HOA meetings; 155 citizens attended and received City Council and Staff

presentations on public safety, economic development, code enforcement, development citywide, the

Municipal Volunteers Program, solid waste and Parks & Recreation programs. Attendance per district

respectively was: A—40; B—35; C—30; D—50.

18

In 2014, the Leadership Luncheon series continued to grow, including on-site luncheons at the City’s

major businesses such as Ben E. Keith and thought-provoking discussions from speakers such as Dr. Steve

Murdoch, an award-winning demographer from Rice University. The series continues to unite staff and

local leaders while also providing attendees the chance to learn more about the prestigious Missouri City

community. Ten luncheons were hosted with an attendance of 559 (not including City Council or Staff);

generating $8,500 in new revenue. Currently on-track to surpass revenues in FY2015-FY2016; with the

first 2015 Luncheon having already generated $2,100.

Coordinated and hosted the Second Annual Citizens’ University; graduating 15 citizens, bringing the

program total to 31. Facilitated citizen involvement in local field trips, tours and the viewing of City

projects in process. The third annual session will begin on April 30, 2015, and was launched on the City’s

social media networks, which will draw more interest from a fresh audience.

Produced 165 videos that received more than 7,000 YouTube views and more than 150 shares. Videos

included 2014 State of the City, First Tee promotional project, Citizens’ University Documentary and

Year-In-Review. Productions were also utilized for social media marketing campaigns and promotions of

City services and programs. We received the following response from First Tee managers: “THAT IS A

FANTASTIC VIDEO! We used it to entice Southwest Airlines into a contribution for a recent fundraiser.

They were impressed enough to support us.”

Won prestigious Telly Award for “Mayor-O Knows” video produced to promote the City’s participation in

the H-E-B Healthy Challenge initiative.

Responded to 180 media inquiries from local, state and national outlets.

Launched a revamped Municipal Volunteer Program (MVP) in September; since then citizens have

contributed their talents and more than 932 hours of their time to improve operations in the Police, Fire,

Public Works, Parks and Communications departments.

Secured $15,750 in donations for the Leadership Luncheon, State of the City, the Mayor’s Youth

Commission Banquet, Citizens’ University, the 10th Annual Business EXPO held at Hampton Inn &

Suites, the District HOA Meetings, the Crystle Stewart Ceremony, the E.L. Kubosh recognition, the

Lexington & Vicksburg Boulevard groundbreaking ceremonies, the FBISD Youth Leadership functions,

the Chinese Delegation visits and the Holiday “Thank-You” Luncheon.

Facilitated the implementation of the City-Council approved small business policy that will assist area

businesses and business owners who want to partner with the City and hosted the first small business

workshop drawing more than 60 vendors.

In April of 2014 the newly revised FEMA flood maps became official. Communications designed and

mailed a postcard to inform Missouri City residents of the remapping changes that affect Fort Bend

County and the potential increase to the cost of homeowner insurance rates.

Designed an app for a SeeClickFix mobile application that allows residents to report code-enforcement

violations. The innovative design shapes the overall mobile app user experience while adhering to already

established City branding standards. Estimated cost savings due to in-house design: $5,200.

Designed two highly effective portable banners that serve as branding/marketing tools to deliver a single,

consistent message at all venues. The two designs work in tandem to increase brand awareness. Estimated

cost savings due to in-house design: $10,500.

Designed cover for FY2015 General Fund Budget that graphically celebrates the City’s successes; have

created the designs since 2013. Estimated cost savings since then due to in-house design: $2,250.

Designed Municipal Solid Waste Program commercial service flier that will be distributed to all new

businesses via Development Services.

Drafted and mailed more than 180 solid waste letters to the City’s commercial customers notifying them

of rate increases and service changes.

Earned the “Creekmont Meritorious Award” in “appreciation for outstanding dedication and service above

and beyond the call of duty”.

Honored by the National Association of Professional Women for “excellence, leadership and commitment

to her profession, while encouraging the achievement of Professional Women”.

Human Resources & Organizational Development

19

The HR/OD successfully launched the City’s annual benefits enrollment for retirees for the 2015 calendar

year, using the new MUNIS system. This system allowed retirees to complete benefits selection, coverage

changes or personal information, update from any location with internet access. This almost paperless

process significantly increased overall efficiency and reduces the incidence of human error.

HR/OD staff spearheaded the City’s Annual United Way Campaign that raised $5,453.00 in contributions

from employees.

HR/OD planned, scheduled and presented medical, dental, vision and similar insurance enrollment

and/change information, for calendar year 2015, to 94% of active and retired employees during 9 sessions

at various times throughout the week during annual enrollment period.

HR/OD partnered with the City’s benefits consultants to successfully negotiate and renew medical, dental,

vision and related benefits, which resulted in a minimal increase to premiums for retired employees and

active employees.

HR/OD received 5,135 online applications to date, during this fiscal year; classified and forwarded those

applications from individuals who met the minimum qualifications of advertised jobs to hiring managers in

the City.

Responded to more than 2000 inquiries from surrounding and/or market cities on salary data, benefits,

policy, procedures, survey completion, or similar inquiries during the fiscal year.

Prepared, responded to more than 6 unemployment/separation claims during the fiscal year

Legal

Finalized Fire Station Number 5 operating agreement.

Finalized a water purchasing agreement.

Drafted easements for the provision of city utility services.

Prepared a legal analysis and submitted documentation for the maintenance of the city’s trademarks.

Drafted the city-wide legislative agenda and briefed appropriate city personnel regarding proposed

legislation.

Drafted zoning text amendments regulating signs, landscaping, and private utilities.

Finalized a cost-sharing agreement with another entity to provide sidewalks for city students.

Reviewed financial instruments including certificate of obligation issuances, refunding bond issuances, and

lease purchase agreements.

Drafted ordinances adopting and amending certain 2015 International Codes and the 2014 National

Electrical Code.

Provided legal advice related to the electricity franchise ordinance.

Provided legal advice related to the regional water agreements.

Provided legal advice and drafted policies, resolutions, ordinances, and agreements for the implementation

of the city’s economic development projects.


Revised City’s Tax Abatement Guidelines

Created Redevelopment incentive program for targeted areas of Missouri City

Initiated HCC relocation project as a catalyst for the redevelopment of Texas Parkway

Attracted Kobelco to locate operations in Lakeview Business Park

Amended Allied Tool incentive agreement to include additional property and increase the size of the

project to be built

Assisted SWE with tax abatement to attract the expansion of their facilities in Missouri City

Assisted Lufkin Industries with tax abatement to attract the expansion of their facilities in Missouri City

Facilitated the acquisition of 127 acres of property by Trammell Crow as the location of the next

Assisted in the attraction of a 300,000 SF FedX facility to locate in Missouri City without incentives

Assisted Conor Commercial real estate in the development planning for a 36 acre tract where they are to

build three, 100,000 SF investment grade tilt-wall industrial buildings

Supported existing business community with business retention visits

20

Represented City of Missouri City on the board of the Houston Gulf Coast Chapter of CCIM

Represented the City of Missouri City at board and membership meetings of the Greater Fort Bend

Economic Development Council

Coordinated with Legal Department on the creation and implementation of a legislative agenda for the City

DEPARTMENTAL DESCRIPTION

General Government provides overall direction and administration of the City organization through the Council

and Management Division and assists the city carrying out its service delivery with the support of the following

divisions: Legal, Information Technology, Economic Development, City Secretary, Records Management,

Human Resources & Organizational Development, Municipal Court and Communications.

STRATEGIC

GOAL 2019

DEPARTMENTAL OBJECTIVES

For budgetary purposes, the General Government Department is comprised of six separate

and distinct operating divisions (Council and Management, City Secretary, Human

Resources and Organizational Development, Legal, Municipal Court, and

Communications). Most of these divisions in many ways actually function as a department

and therefore all of the goals for the General Government Department are reflected

respectively in each of the six divisions.

21


COUNCIL AND MANAGEMENT FUND NUMBER: 101-10-101

DESCRIPTION OF DEPARTMENTAL OPERATIONS

Council and Management include the offices and activities of the Mayor, City Council and City Manager. The

City Council of Missouri City is composed of the Mayor and six Council members. All positions are elected

for a two-year period, with terms being staggered to provide continuity for the City.

The Mayor and Council members attend regular meetings the first and third Mondays of each month and other

special meetings as needed. They govern the City through the adoption of ordinances and policies. They make

final decisions, after considering recommendations from the Planning and Zoning Commission, on all matters

of zoning. They hold public hearings, review and adopt the Annual Budget, make decisions on bond issues,

and approve contracts.

The City Manager is the Chief Executive Officer of the City and is appointed by the Mayor and City Council.

The City Manager, under the guidelines of the City Charter, Code of Ordinances, and State Law, administers

City ordinances and the policies of the City Council. The office provides the direction, leadership, and

coordination of all departments. The City Manager appoints all department heads, with the exception of the

City Secretary, City Attorney and Municipal Court Judge, who are appointed by the City Council. He also

directs the City’s economic development activities.

Total Full-Time Employees = 5

City Manager

Executive Assistant Assistant City Manager

Office Manager


22



STRATEGIC

GOAL 2019 DIVISIONAL GOALS

2 Continue completion of the utility franchise agreement with CenterPoint Energy.

Draft of contract has been sent to CenterPoint.

2

ISO report presented to Council in February 2015 with options for improved rating.

Council recommended a focus group be formed to determine what option to pursue

to move forward.

1 Extensions of Hurricane Lane, Vicksburg Blvd., and Lexington Blvd.

1 Work with area groups on the fundraising campaign for the Veterans Memorial

project.

1 Develop strategies for continued involvement with METRO, including the 90A rail

corridor project and Ft. Bend Parkway park and ride project.

1 Develop direction and land acquisition for the regional Brazos River Park.

1

Develop and move forward with the revision to the City’s Comprehensive Plan,

which will include master planning for the Texas Parkway redevelopment,

90A/Beltway 8 Corridor build-out, and Ft. Bend Parkway development.

4 Develop the scope and funding strategies for the campus master plans for City Hall

and the Public Safety Facility.

2

Continue TMRS Retirement – Full Contribution. Staff presented the preliminary

proposed FY 2015 Budget with an increase of 3.76% to the Ad Hoc rate of 5.24%

for a total of 9%. This program is planned to be implemented over FY15, FY16, and

FY17 to achieve the full “repeating rate” projected to be 16% in FY17.

Discussion continues for funding FY 2016: Reviewing the City’s compensation

philosophy to determine where we want to be relative to our market. With a July

fiscal year, the City may have to adopt the Lead-Lag perspective. The funding for

needed actions to correct, adjust and maintain the approved position in the market

placement will be determined with actions and discussions forthcoming.

1 Veteran’s Memorial Conceptual Design, Location, Next Steps pending estimated

funding of $250,000

1 Brazos River Park: A firm has donated services to develop a conceptual plan which

was presented to Council.

3

“Standard of Care” Customer Service Program (CARES) continue to develop

customer service surveys to identify baseline; such as, training, standards,

communication strategies and promote transparency module and easy access

information for website users. Repeat measurement process for continued

development and improvement for TEAM CARES.

5

Council Workshop: Highway 90 A Plan Review: Presentation on the rail corridor and

Metro bus ridership as it currently stands. Staff is working on an education package

to present to Council on the results of the various studies, economic drivers, land

uses, engineering issues and opportunity costs. Staff expects this package to be

complete the 1st quarter FY 16.

2

City Hall Campus/Police Master Plan: Scope and Funding FY 2016. Staff is working

on the data collection/growth and need projection form to be distributed to

Department Heads. Data collection to be completed by the end of FY 2015. Funding

for the hiring of the design professional will be part of the CIP 2016 budget process

and was submitted to Council in March 2015 for consideration.

23

Solid Waste: Action plan presented and confirmed by Council. Working with

consultant on proposed contract and bid documents to go to market March 2015.

PERSONNEL SCHEDULE

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Salary

Grade

City Manager 1 1 1 1 Uncl.

Assistant City Manager 1 1 1 2 Uncl.

Office Manager 1 1 1 1 15

Executive Assistant 0 1 1 1 18

Total Full-Time Employees 3 4 4 5

Mayor 1 1 1 1 $1,000/mo

Mayor Pro-Tem 1 1 1 1 $750/mo

City Council members 5 5 5 5 $500/mo

24



PERFORMANCE INDICATORS

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Budget implemented as adopted by City Council. Yes Yes Yes Yes

Maintain general fund operating fund balance between 15% and

25% of estimated revenues. 25%

25% 25% 25%

Overall City Organization O&M cost per capita is less than

equivalent sized cities. Yes

Yes Yes Yes

Authorized FTE per 1,000 population is less than equivalent sized

cities. Yes

Yes Yes Yes

ACTIVITY MEASURES

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Council Meeting

Regular Meetings 24 24 24 24

Special Meetings/Hearings 22 80 24 24

Committee Meetings 35 N/A 40 40

□ Ordinances Passed 52 100 55 55

□ Resolutions Passed 39 N/A 50 50

25

GENERAL FUND

CONSOLIDATED EXPENDITURES BY LINE ITEM

GENERAL GOVERNMENT - COUNCIL & MANAGEMENT 101-10-101

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget

51001 REGULAR SALARIES 317,368 389,318 389,318 326,753 544,743

51002 ADDITIONAL COMPENSATION 369 460 460 1,645 1,428

51003 COMPENSATED ABSENCES 11,876 - 3,166 -

51004 OVERTIME - 150 -

51103 MAYOR/COUNCIL 51,000 51,000 51,000 51,000 51,000

51106 CONTINGENCY WORKERS

51201 CAR-CLOTHING ALLOWANCE 25,770 25,800 25,800 23,243 31,800

51202 CELL PHONE ALLOWANCE 2,166 2,160 2,160 2,925 4,320

51301 LONG TERM DISABILITY 662 1,361 1,361 893 1,914

51302 TAXES, SOCIAL SECURITY 26,385 35,858 35,858 27,215 48,447

51303 HOSP-LIFE-DENT-VIS INS 28,011 55,005 55,005 30,529 34,812

51304 PRORATED HEALTH/DENT/VIS -

51305 RETIREMENT 17,983 36,462 36,462 24,358 51,272

51306 WORKERS COMPENSATION 560 591 591 471 570

TOTAL PERSONNEL 482,149 598,015 598,015 492,348 770,306

52001 OFFICE SUPPLIES 2,538 1,900 1,900 1,450 1,700

52002 MEALS & DRINKS 16,870 10,000 10,000 10,000 10,000

52003 WEARING APPAREL 263 600 600 600 600

52004 MINOR TOOLS & EQUIPMENT 75 400 400 475 400

52005 EDUC, TRAINING & SUPPLIES 346 150 150 150 150

52006 POSTAGE 243 400 400 350 350

52008 IDENTIFICATION SUPPLY/FIL - 200 200 200 200

52009 OTHER/MISC 682 100 100 100 100

52014 COMPUTER EQUIP RENTAL FEE 9,708 10,829 10,829 10,829

52083 ERC EVENTS 24,800 24,800 24,800 24,800

TOTAL COMMODITIES 30,724 49,379 49,379 48,954 38,300

53002 INSURANCE 4,264 4,931 4,931 5,177 5,567

53004 SPECIAL SERVICES & LEGAL 154,493 155,000 154,900 214,124 112,900

53005 SERVICE AGREEMENTS/REPAIR 180 1,900 200 200

53006 RADIO REPAIR/MAINTENANCE 80 80 80 80

53007 CONFERENCE EXPENSE 18,000 21,000 21,000 15,000 21,000

53008 TELEPHONE 3,732 3,732

53009 BLDG MAINTENANCE ALLOC 33,451

53010 OTHER/MISC 200 2,500

53012 COMPUTER SERVICES ALLOC 130,880

TOTAL CONTRACTUAL SERVICES 341,468 184,743 189,043 234,581 139,747

54001 PRINTING & PUBLICATIONS 1,036 850 850 1,800 850

54002 DUES & SUBSCRIPTIONS 17,521 16,260 25,480 23,200 23,000

54003 TRAINING & TRAVEL 1,274 8,000 8,000 6,300 7,500

54005 VEHICLE ALLOWANCE - MILEAGE 879 1,150 1,276 300 1,250

54006 OTHER EXPENSES 13,214 8,000 8,000 2,500 8,000

54008 COUNTY ECONOMIC DEVELOPMENT 2,733

54009 CITY ECONOMIC DEVELOPMENT

54051 MC DAY AT CAPITOL EXP 1,000

TOTAL OTHER SERVICES 36,657 34,260 43,606 35,100 40,600

TOTAL CAPITAL OUTLAY - - - - -

TOTAL EXPENDITURES 890,999 866,397 880,043 810,983 988,953

26

DEPARTMENT: GENERAL GOVERNMENT

FUNDING SOURCE: GENERAL FUND

CITY SECRETARY FUND NUMBER: 101-10-102

DESCRIPTION OF OPERATIONS

The City Secretary is an officer of the City, appointed by the Mayor and Council. The City Secretary’s Office is

responsible for the preparation and dissemination of City Council meetings agendas and packets. The City

Secretary must attend every meeting of the City Council and keep accurate minutes of the proceedings,

engrossing and enrolling all laws, ordinances and resolutions of the City Council. Regarding Council Services,

the City Secretary handles all Council meeting preparations, Council correspondence, travel, expenditures, and

calendars. This office serves as the liaison between the Mayor and Councilmembers and the public. The City

Secretary is the Records Custodian. The Office of the City Secretary is the administrative agency responsible for

the care and maintenance of all City of Missouri City records. This office houses all legal transactions, City

Council minutes, agendas, deeds, ordinances, resolutions, contracts, and a vast array of other historical and

regulatory information. The City Secretary is designated as the City's Records Management Officer by both state

law and City ordinance; and, the City Secretary is responsible for developing and administering records retention

and destruction policies, monitoring the records storage centers, overseeing the control of electronically stored

records, and upgrading technology to provide for efficient and economic storage of records. In addition to these

duties, the City Secretary's Office responds to hundreds of requests for City records filed each year under the

Texas Public Information Act. The City Secretary serves as the Chief Election Official for the City of Missouri

City and is responsible for the administration of all City elections. The City Secretary provides staff support and

guidance during Charter review processes and is responsible for submissions to the U.S. Department of Justice

for pre-clearance of election issues under the Federal Voting Rights Act. All City elections are administered

through the City Secretary, which includes the preparation and publication of all official notices and orders,

preparations for election officials and polling places, and the receipt and filing of all candidate forms and reports.

The City Secretary's Office coordinates the recruitment, application and appointment process for City Council

appointed boards, commissions and committees. This office publishes a directory of appointed officials and

volunteers serving on various panels and committees. The City Secretary’s Office is responsible for the issuance

of certain permits and licenses for various operations within the City of Missouri City. In addition to the duties

listed above, the City Secretary serves as custodian of the City corporate seal and attests the Mayor's signature

on all official documents; records and files deeds and easements; coordinates the codification of City ordinances

into the City Code of Ordinances; publishes all legal ads and notices for the City; posts all legal notices and

agendas; develops and oversees the City Secretary Department Budget; and serves on the City's Executive

Management Team. As in many other cities, the City Secretary's Office serves as a resource for citizens and a

link between citizens and the City organization.


City Secretary

Deputy City Secretary/Records Mngt. CoordinatorAdministrative Assistant

Records Management Assistant

27



STRATEGIC

GOAL 2019

DEPARTMENTAL OBJECTIVES

1 To effectively communicate with citizens and promptly respond to requests for

public information.

4 Develop and complete an informative Records Management Manual, effectively

relay that information to City Staff, and continue compliance with the Texas State

Retention Schedule.

4 Enhance procedures regarding email processes and retention schedules with the

City’s IT department for City Staff.

4 To effectively recodifying the City’s Code of Ordinances with MuniCode.

4 Development, implement and coordinate a Public Information Act and Records

Retention Training session with City Staff on an annual basis.

1,4 Develop and implement retention of Social Media Records Policy.

4 Establish process for Records Management Day and implement a City-wide

program for FY 2016.

4 Develop training plans and schedule for all employees in utilizing the upgraded

software program, Questys CMx for ease in searching, accessing and retrieving

archived documents.

4 Develop a Records Management Liaison Retreat Session for implementation in FY

2017

PERSONNEL SCHEDULE

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Salary

Grade

City Secretary 1 1 1 1 Uncl.

Deputy City Secretary/Records Management Coordinator 0 1 1 1 Uncl.

Administrative Assistant 1 1 1 1 10

Records Management Assistant 1 1 1 1 3


28




FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Provide continued support services in educating both the public

and city employees regarding the Texas public information act

requirements, records retention and management regulations

including Council agenda process.

50%

75%

75%

75%

Provide quarterly and continued training and development in

content management software regarding State required document

control standards for new employees.

n/a

n/a

n/a

50%

Develop in-house training sessions relative to records retention,

records management—Questys software.

25%

75%

50%

75%

ACTIVITY MEASURES

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Agendas prepared 74 80 96 100

Council meeting information

Paper packets prepared 296 320 320 320

Electronic packets prepared 74 80 96 100

Total Record requests processed

City Secretary public information requests processed 161 500 300 500

Police Department public information requests processed 1500 2,600 2000 2500

Court Department public information requests processed 150 150 150 150

Fire Department public information requests processed 65 100 50 100

Alcohol licenses issued 30 30 30 30

Solicitor permits issued 15 25 20 25

Recognition awards/proclamations 49 95 60 95

Clean Out Day Results

Boxes Destroyed/Shred 32 40 40 40

Boxes classified to permanent storage 0 0 0 0

Total pounds of shredded material 19,684 20,140 20,140 20,000

Total pounds of recycled material 561 300 300 550

Record boxes to storage/maintenance 37 30 30 40

Boxes Awaiting Destruction 63 40 63 65

29

GENERAL FUND


GENERAL GOVERNMENT - CITY SECRETARY 101-10-102

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


51002 ADDITIONAL COMPENSATION 1,972 2,348 2,348 2,348 2,324

51003 COMPENSATED ABSENCES - -

51004 OVERTIME - -



51301 LONG TERM DISABILITY 642 693 693 647 682



51304 PRORATED HEALTH/DENT/VIS

51305 RETIREMENT 10,356 18,501 18,501 15,346 18,259


TOTAL PERSONNEL 259,238 278,316 278,316 276,983 279,448

52001 OFFICE SUPPLIES 1,438 2,000 2,000 2,000 2,500

52002 MEALS & DRINKS (64) - -

52003 WEARING APPAREL - 40 40 40 120

52004 MINOR TOOLS & EQUIPMENT 253 - -


52006 POSTAGE 770 700 700 750 800



53002 INSURANCE 684 754 754 799 689


53005 SERVICE AGREEMENTS/REPAIR - -


53009 BLDG MAINTENANCE ALLOC 6,299 - -

53010 OTHER/MISC - -

53012 COMPUTER SERVICES ALLOC 63,254 - -


54001 PRINTING & PUBLICATIONS 1,328 3,000 5,532 5,532 3,000

54002 DUES & SUBSCRIPTIONS 925 910 910 910 935

54003 TRAINING & TRAVEL 1,955 3,275 3,275 3,100 3,785

54005 VEHICLE ALLOWANCE - MILEAGE 664 300 300 150 200

54006 OTHER EXPENSES (3) - -

54011 ELECTION EXPENSE 24,526 30,000 52,999 25,000 30,000




30

============================ FY 2016 ANNUAL BUDGET ================================

===============================CITY OF MISSOURI CITY=================================


HUMAN RESOURCES & ORGANIZATIONAL DEVELOPMENT FUND NUMBER: 101-10-103

DESCRIPTION OF OPERATIONS ADMINISTRATION: The Department of Human Resources & Organizational Development (HR/OD) is responsible for the delivery of all human services for active and retired Missouri City employees, including but not limited to recruiting, selection, classification, compensation, employee development, employee relations, benefits administration, performance management, recognition programs, wellness initiatives and retirement services through the Texas Municipal Retirement System (TMRS). HR/OD aligns its service delivery with and according to the mission, vision, values and goals of the City and continuously strives to provide effective, efficient and responsive services to internal and external customers. RECRUITMENT, SELECTION & CLASSIFICATION: The City of Missouri City is committed to the recruitment, selection, classification, development and promotion of the best qualified individuals. We believe that people are our most important asset and we value diversity in the workplace. We further believe that “good people” make “great organizations.” Therefore, the HR/OD Department posts all vacant positions on the “EMPLOYMENT” section of the City’s Website. The HR/OD department accepts online applications only, and only for positions for which we are actively recruiting. Departments then carefully review a list of applicants who meets the minimum qualifications posted and make every attempt to develop and promote the best individuals. The HR/OD Department establishes and facilitates standardized practices and procedures to ensure that the City’s recruitment, selection and classification processes are in accord with existing policies, congruent with “best practices” in Human Resources and according to state and federal regulations. EMPLOYEE REWARDS: The City’s total compensation package is arguably one of the most comprehensive packages available in any comparable organization. The compensation package includes a market driven base salary and benefits, which includes but is not limited to, medical, dental, vision, life, accidental death, long term disability, defined benefit contribution, optional Health Savings Accounts, paid holidays, paid sick leave, vacation, educational reimbursement, and Employee Assistance Program, among others benefits. RECOGNITION & EMPLOYEE DEVELOPMENT: The HR/OD Department fosters individual and group development that champions the City’s Mission, Vision and Values. Furthermore, the Department develops, procures and delivers programs that foster innovation, productivity, service and individual or team accomplishments. As such, HR/OD plans, supports, develops and delivers programs such as Public Service Recognition Week events or initiatives, Service Awards, Christmas Holiday Party Celebration, Thanksgiving Luncheon and several other similar programs throughout the year. The HR/OD Department also strives to procure and deliver development opportunities through from various sources, including the International Personnel Management Association, Achieve Global, Development Dimensions International, Franklin Covey, or other recognized organizational development sources. Employees have various opportunities during the years to participate in programs such as basic supervision, performance management, strategic planning, project management, time management, delegation, supervision, etc. Our goal is to improve individual and group competence in the entire organization.

Total Full-Time Employees = 3 Total Part-Time Employees = 1

31

============================ FY 2016 ANNUAL BUDGET ================================




STRATEGIC

GOAL 2019 DEPARTMENTAL OBJECTIVES

4 Develop, deliver and expand a citywide training and development plan, based on

the need, vision and projected service delivery of each department to ensure that 50% of City employees have an opportunity to learn new skills or improve existing skills (including the college classes or college degrees) to ensure the continuous improvement of the City’s human capital during FY2016.

4 4

Partner with all departments to review, revise and establish a standardized process of reclassifying existing positions, changing a position title or making a salary change, based on identified needs before the end of FY2016.

Partner with various organizations and departments to promote health and wellness initiatives quarterly throughout the organization that will ensure an overall healthier and well informed workforce.

4 Research, develop and implement an individual development plan template, with

the input and approval of the department heads and City Manager, that will target development areas for each employee, then link said plan to the overall performance of each employee during FY2016.

4

4 4 4

Begin the development of a Citywide Workforce Planning Model, including Succession Planning, based on the input of the Leadership Team, to ensure that the City is preparing its human capital for future staffing needs during the FY2016 and beyond.

Collect and compare data from Employee Satisfaction Survey FY2015 based on suggestions, recommendations, ideas or requests gathered from the 2013 Employee Satisfaction Survey.

Partner all city departments to procure, develop and deliver employee quarterly meetings designed to inform employees of relevant organizational news, events, training or development opportunities during FY2016.

Review salary data and make recommendations to the City Manager as necessary to ensure that the Missouri City compensation remains market competitive and based on an established compensation philosophy that takes into account internal equity and longevity before the end of FY2016.

32

============================ FY 2016 ANNUAL BUDGET ================================




PERSONNEL SCHEDULE FY 2014

ActualFY 2015

BudgetFY 2015 Estimate

FY 2016 Budget

SalaryGrade

HR & Organ. Dev. Director 1 1 1 1 Uncl.HR/OD Manager 1 1 1 1 23HR & Organ. Dev. Technician 1 1 1 1 10 Total Full-Time Employees Part-Time HR/OD Clerk

3

1

3

1

3

1

3

1

33

============================= FY 2016 ANNUAL BUDGET ===============================

================================CITY OF MISSOURI CITY===============================




FY 2014

Actual

FY2015 Budget

FY 2015 Estimate

FY 2016

Budget

ACTIVITY MEASURES

FY 2014 Actual

FY2015 Budget

FY 2015 Estimate

FY 2016 Budget

The rate at which the Department can prepare and post job descriptions and announcements within 2 days of initial request.

98% 100% 99% 100%

The rate at which the Department can schedule applicant testing within 5 days of initial identified need.

100% 100% 98% 100%

The rate at which the Department can notify applicants the City has filled a vacancy within 2 days of closing a search.

99% 100% 100% 100%

The rate at which the Department can prepare employee personnel actions (change to personal information, benefits or deductions) during a pay period with 100% accuracy.

94% 100% 92% 100%

The rate at which the Department can report or file workers’ comp claims within 5 days of injury.

99% 100% 96% 100%

The number of exit interview and separation checklists completed

19 25 21 20

Number of employees who receive/complete the online performance evaluation

178 300 250 300

Number of employees who participates in the City’s Employee development programs

55 50 60 100

The number of applications for employment processed 5,055 7,000 8000 7500 The number of benefits status change requested and processed 845 850 780 800 The number of Personnel Actions processed 950 1,000 983 1000 Workers’ compensation claims processed 8 10 9 5 The number of employees who complete Health Assessment 44 250 100 125 The number of job descriptions developed, revised or updated 28 50 40 50 Number of employee programs sponsored 4 10 5 5

34

GENERAL FUND


GENERAL GOVERNMENT - HUMAN RESOURCES & ORG. DEV. 101-10-103

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


51002 ADDITIONAL COMPENSATION 651 696 696 400 448

51003 COMPENSATED ABSENCES 1,978 - - 8,680 -

51004 OVERTIME - 2,000 2,000 1,000 700

51101 PART TIME: 20-29 HOURS - - -

51102 PART TIME:LESS THAN 20 HR 9,559 14,985 14,985 22,388 14,985






51304 PRORATED HEALTH/DENT/VIS 222 - 221 -

51305 RETIREMENT 8,242 17,501 17,501 12,654 18,764


51307 UNEMPLOYMENT COMPENSATION 24,124 15,500 15,500 23,000 23,000

TOTAL PERSONNEL 234,397 285,529 285,529 262,571 306,112

52001 OFFICE SUPPLIES 4,030 4,000 4,000 4,000 4,000

52002 MEALS & DRINKS 317 1,000 1,000 1,000 1,000

52003 WEARING APPAREL - 150

52004 MINOR TOOLS & EQUIPMENT 4,577 1,500 1,500 1,500 1,500

52005 EDUC, TRAINING & SUPPLIES 6,171 12,000 12,000 12,000 12,000

52006 POSTAGE 726 750 750 750 750

52009 OTHER/MISC 95 - - -

52010 EMP AWARDS/CEREMONIES 27,153 5,000 5,000 5,000 5,000



53002 INSURANCE 558 604 604 646 654



53007 CONFERENCE EXPENSE 204 2,000 2,000 2,000 2,000

53008 TELEPHONE - -



53014 RETIREE INSURANCE 55,028 50,797 50,797 50,797 54,688

53015 FLEX/COBRA ADMIN FEES 3,193 6,800 7,241 7,241 7,241


54001 PRINTING & PUBLICATIONS 432 9,000 9,000 9,000 9,000


54003 TRAINING & TRAVEL 1,586 1,500 1,500 1,500 2,000

54004 EDUCATIONAL REIMBURSEMENT 21,070 50,000 57,984 57,984 50,000

54005 VEHICLE ALLOWANCE - MILEAGE 100 100 100 100

54006 OTHER EXPENSES - -

54012 EMPLOYMENT EXAMS 32,627 33,000 36,016 36,016 42,000




35

============================= FY 2016 ANNUAL BUDGET ===============================



DIVISION: LEGAL FUND NUMBER: 101-10-104

DESCRIPTION OF DIVISIONAL OPERATIONS

The Legal Division provides a wide range of legal services to the City, including advising City Council, City boards, and City management on legal matters; representing the City in judicial proceedings; preparing ordinances, resolutions, contracts, deeds and other legal documents; and providing prosecutorial services in the Missouri City Municipal Court. The Legal Division handles claims and litigation matters not covered by insurance and provides assistance in, to the greatest degree possible, matters handled by outside counsel, such as condemnation hearings, depositions, and mediations; preparation of witnesses; and the gathering of facts. The Legal Division provides legal services to the City Development Authority, Tax Increment Reinvestment Zones, Public Improvement Districts and City Recreation and Leisure Local Government Corporation. Additionally, the Legal Division provides legal counsel related to the City’s water and wastewater regionalization efforts, utility matters, and the acquisition and disposition of real property.

City Attorney

Assistant City Attorney (2)

First Assistant City Attorney


37

============================= FY 2016 ANNUAL BUDGET ===============================




STRATEGIES DIVISIONAL OBJECTIVES

1,2,3,5

Prepare, review and revise ordinances, resolutions and contracts to be considered by City Council.

1,2,5

Provide legal research and opinions, on request, related to issues concerning utility franchising, water purchase agreements, and the regionalization of utilities.

1

1,2,5

Provide legal research and opinions and draft, as requested, documents for the procurement and management of solid waste collection services. Provide legal services, as requested, related to interlocal agreements for mutual benefit of governmental agencies, including road construction, trail development and water facility operations.

1,2,3,5

Provide legal research and opinions and draft, as requested, program elements related to the Texas Parkway Development/Redevelopment Initiative.

1

Continue to bring civil actions in county district court for enforcing the abatement of nuisances and collecting civil penalties for such nuisances, as directed by Council.

1,2,3,5 Provide legal opinions regarding the Comprehensive Plan and certain Development Services ordinances, upon request, including ordinances related to the update of the Comprehensive Plan.

1,2,3,5

Provide legal research and opinions related to economic development and prepare, as requested, tax abatement agreements and economic development agreements as administered by the Economic Development Director.

1,2,3,4

Assist with the implementation of newly adopted legislation from the 84th Session of the Texas Legislature.

1

Supply prosecutorial services to the City Municipal Court, including efforts to ensure responsiveness to a vigorous code enforcement program.


Actual FY 2015

Budget FY 2015 Estimate

FY 2016 Budget

Salary Grade

City Attorney 1 1 1 1 Uncl.First Assistant City Attorney 1 1 1 1 Uncl.Assistant City Attorney 2 2 2 2 24 Total Full Time Employees 4 4 4 4 Part-Time Admin. Asst. to Prosecutor 1 1 0 0 $15.00/hrPart-Time Assistant City Attorney 1 1 0 0 $50.00/hr

38

============================= FY 2016 ANNUAL BUDGET ===============================




PERFORMANCE AND ACTIVITY MEASURES FY 2014

Actual FY 2015 Budget

FY 2015 Estimate

FY 2016 Budget

Ordinances, Resolutions, Agreements, Deeds & Easements 142 150 158 150 Council meetings, subcommittees, miscellaneous board meetings attended 79 80 66 80

Municipal Court

Total Cases Filed 9,576 15,000 12,794* 14,000

Code Cases Filed 1,094 1,300 1,478 1,500

Bench Trials Tried 71 95 62 50

Jury Trials Tried 77 120 66 90

*Note: This figure varies significantly from the figure budgeted for FY 2015 because prior to FY 2015, this measure consisted of total arraignments, which may have included cases set on multiple arraignment dockets, and not total cases filed.

39

GENERAL FUND


GENERAL GOVERNMENT - LEGAL 101-10-104

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 217 - 6,574

51102 PART TIME:LESS THAN 20 HR 7,341 62,485 46,335



51301 LONG TERM DISABILITY 1,109 1,281 1,281 1,076 1,282



51304 PRORATED HEALTH/DENT/VIS 199 -

51305 RETIREMENT 20,114 34,309 34,309 28,900 34,329


51998 CONTRA LEGAL PERSONNEL COSTS (18,861) (18,861)

TOTAL PERSONNEL 473,360 534,666 518,516 479,385 475,404

52001 OFFICE SUPPLIES 820 2,500 2,500 1,826 2,000

52002 MEALS & DRINKS 150 104 150

52003 WEARING APPAREL 33 30 30 - 30

52004 MINOR TOOLS & EQUIPMENT 838 -


52006 POSTAGE 573 700 700 423 700



53001 MINOR EQUIP MAINT/RPR & RNT

53002 INSURANCE 744 835 835 882 815


53005 SERVICE AGREEMENTS/REPAIR - 700 700 700





54001 PRINTING & PUBLICATIONS 56 100 100 100 100


54003 TRAINING & TRAVEL 6,057 14,400 14,400 10,470 13,600


54006 OTHER EXPENSES



40


MUNICIPAL COURT FUND NUMBER: 101-10-106


The managerial duties of the courts are carried out by the Director of Municipal Courts and staff. The court

staff works closely with other city departments, i.e. Police Department, Legal, Code Enforcement, Fire

Marshal’s Office, and Finance to insure the vision of the municipal court is carried out effectively, efficiently,

and impartially.

The functions or duties of the Court Clerks include: processing of citations; accepting and preparing

complaints; scheduling cases; preparing dockets; notifying persons of hearings scheduled; maintaining all

court records, including complaints, citations, warrants, pleadings and judgments; preparing state reports, and

preparing affidavits, appeals and sworn statements. The Clerks record and properly disburse funds for fines

collected. The Clerks maintain the failure to appear reporting program under a contract with DPS, the City

and Omnibase. They also prepare jury summons and subpoenas, complaints and other associated duties of

trial preparation. The Clerks maintain the collection agency program.

The municipal court is presided over by a magistrate who shall be known as the "judge of the municipal court."

The council also divided the municipal court into two (2) additional panels or divisions. One of the courts is

presided over by the presiding judge. The additional two (2) courts are presided over by associate judges, who each

are a magistrate with the same powers as the presiding judge. The judges are appointed for a term of two (2) years

by the council. Each judge is a licensed attorney. The municipal court judge presides over all arraignment

hearings and trials, both jury and non-jury, sets bonds, signs arrest and capias warrants, and performs

magistrate functions for prisoners and juveniles. The prosecutor for the City prosecutes violations of City

ordinances and Class C misdemeanors. The costs for the prosecutor are reflected in the Legal Division.

Director of Courts

Lead Deputy Court Clerk

Deputy Court Clerk (3) Part-Time Deputy Court Clerk Position (1)

Deputy Court Clerk/Juvenile Case Manager (1)


Part-Time Employees = 1

41



STRATEGIC

GOAL 2019

DIVISIONAL OBJECTIVES

3 Remain cognizant of the needs of customers and citizens of Missouri City

Municipal Court to reinforce the positive perception of the judiciary.

3,4 Maintain and develop personnel who are well trained in all aspects of court

applications. Cross train staff to ensure continuity and efficiency. Work

toward obtaining 100 percent of staff certified at Level I, II, or III. Currently

72% of staff is certified at Level II. All clerks will maintain continuing

education and new clerks will obtain Level I certification within one year of

full time employment.

4 Improve warrant process to depreciate current backlog.

3 Continue communicating effectively with citizens by providing information

regarding new laws and requirements set out by the municipality. Participate in

Citizen University and Citizen Police Academy to educate the public about the

municipal court process.

3 Continue communicating code enforcement updates through “See Click Fix.”

3 Utilize new technology to improve our collections of fines and fees.

4 Develop procedures to follow any changes to the city policies.

3 Improve communication with judges as well as other departments.

4 Utilize permanent bailiffs to provide security for the court so that police

officers can tend to their regular duties.

PERSONNEL SCHEDULE

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Salary

Grade

Director of Courts 1 1 1 1 Uncl.


Chief Deputy Court Clerk

0

1

0

1

1

0

1

0

13

12

Deputy Court Clerk 4 4 5 4 7


Part-Time Deputy Court Clerk 2 2 1 1

Contracted Presiding/Associate Judge 2 2 2 2

Contracted Temporary Judge 1 1 1 1

42



PERFORMANCE INDICATOR

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Process citations within three days of receipt. 93% 90% 95% 100%

Process “Violate Promise to Appear” and “Fail to Appear”

Warrants within 60 days of violation.

40%

60% 75% 90%

Start warrant process 30 days after Fail to Appear letters are

mailed.

40% 60% 60% 90%

Contact defendants weekly whose cases are in warrant

status. Monitor and document resolution of those cases.

40% 70% 100% 100%

ACTIVITY MEASURES

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Cases filed for year 14,401 11,226 11,916 *14,000

Disposition prior to trial 4,686 4,009 3,859 4,000

Disposition at trial

(1) Trial by Judge/finding of Guilty 445 187 295 400

(2) Trial by Jury/finding of Guilty 65 62 75 85

(3) Judge/Jury Trials finding of Not Guilty 28 13 26 28

(4) Cases disposed of at court appearance

(Arraignment/Pretrial)

1,829 2,269 2,000 2,300

Cases dismissed

(1) After defensive driving course 2,193 1,137 1,500 1,800

(2) After deferred disposition 718 781 900 950

(3) Insurance 1,128 321 550 650

(4) Compliance dismissals w/$10/$20 costs 5,037 1,135 2,135 3,500

Total Case Dismissals 9,076 3,374 5,085 6,900

Cases appealed 7 21 8 10

Class C arrest warrants prepared 1,982 2,504 2,440 2,840

Capias pro fine warrants prepared 1,143 573 1,040 1,250

Cases sent to collection agency 1,088 1,802 1,800 2,840

Warrants cleared 1,618 2,312 2,400 3,000

Class C Magistrate Warnings 488 364 400 450

Show Cause Hearings Held 417 605 520 700

Arraignment/Juvenile/Code cases scheduled for night court 715 598 700 800

Pretrials scheduled for night court 674 429 550 600

Payments processed on-line 2,119 856 1,350 2,110

*Note: This figure varies significantly from the figure budgeted for FY 2015 because prior to FY 2015, this measure consisted of total

arraignments, which may have included cases set on multiple arraignment dockets, and not total cases filed.

43

GENERAL FUND


GENERAL GOVERNMENT - MUNICIPAL COURT 101-10-106

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 30,557 - - 1,047

51004 OVERTIME 4,076 8,100 8,100 4,500 6,000

51101 PART TIME: 20-29 HOURS 205 -


51104 JUDGES PAY 79,034 92,784 92,784 77,000 87,000


51202 CELL PHONE ALLOWANCE 751 1,080 1,080 1,082 1,080





51305 RETIREMENT 11,121 21,836 22,423 18,791 23,755


TOTAL PERSONNEL 394,365 461,933 472,778 429,900 461,633

52001 OFFICE SUPPLIES 1,281 2,700 2,700 2,000 2,000

52002 MEALS & DRINKS 540 600 600 800 800

52003 WEARING APPAREL - 150 150 100 100

52004 MINOR TOOLS & EQUIPMENT 40 1,000 1,000 800 800

52005 EDUC, TRAINING & SUPPLIES

52006 POSTAGE 4,271 5,400 5,400 5,400 5,400

52009 OTHER/MISC



53002 INSURANCE 1,034 1,142 1,142 1,208 1,198





53016 COLLECTION AGENCY FEE 41,251 95,000 95,045 45,000 51,500




54003 TRAINING & TRAVEL 3,540 2,500 2,500 4,545 3,500





44


DIVISION: CONTINGENCY FUND NUMBER: 101-10-107

MISSION STATEMENT

The General Administration Division is established to allow for unanticipated expenditures during the fiscal

year. This Division also includes General Fund related expenditures which are not specifically associated

with a particular department or division.

Contingency funds budgeted in this Division are transferred from this account to the appropriate divisional

budget as needed for unanticipated expenditures.

GENERAL GOVERNMENT - CONTINGENCY 101-10-107

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget

52004 MINOR TOOLS & EQUIPMENT 15,894 - 18,246 31,000

TOTAL COMMODITIES 15,894 - - 18,246 31,000

53002 INSURANCE 8,553 10,000 10,000 11,000 11,000


54013 RESERVE FOR CONTINGENCIES 250,000 169,339

54021 CONTINGENCY-SALARY ADJUST 620,280 620,280 493,920

TOTAL OTHER SERVICES - 870,280 789,619 - 493,920

90003 TRANSFER TO FUND 261 (TIRZ #1)* 325,337 325,337 337,481 368,397



90021 TRANSFER TO FUND 611 -

90023 TRANSFER TO FUND 231 22,376

90041 TRANSFER TO FUND 230 58,708

90042 TRANSFER TO LGC 393,585 100,000 100,000

TOTAL OTHER FINANCING USES 474,669 1,121,850 1,121,850 1,380,534 1,493,941

TOTAL EXPENDITURES 499,116 2,002,130 1,921,469 1,409,780 2,029,861

45

============================= FY 2016 ANNUAL BUDGET ===============================



COMMUNICATIONS FUND NUMBER: 101-10-108


There are six primary areas of responsibility managed by the Communications Department to inform and educate residents and other publics about City programs and services and to assure the consistent and transparent delivery of information. MCTV-16: Produce and air quality municipal programming 24 hours a day, seven days per week. Programming includes City Council and Planning and Zoning Commission meetings, a bimonthly news show, informational videos on programs and services and events. Creation of bulletin board information relating to City activities. Public Information: Develop and manage consistent, timely and accurate dissemination of information to the news media. Develop and distribute news releases based upon City Council action, benchmarks on major City projects and special events. Manage emergency public information upon activation of the Emergency Operation Center. Websites: Establish the City's Web presence as a distinct media platform by creating original content and implementing technical innovation. Maintain knowledge and awareness of best practices and prevailing developments in Web technologies, standards and requirements, and apply these to promote continuous improvement. Liaise with departments to assist and encourage the uploading of information and to ensure content is current, pertinent and meets user needs. Citizen Communications: Responsible for liaison with Homeowner Associations to continue to build alliances with these organizations and to educate and inform them about City policies and services. Manage City staff presence at HOA meetings. Develop and publish a citizen newsletter. Through City Reception, handle in-person and telephone inquiries to City Hall. Manage 1690AM, the City’s public television station, and the messages aired on the station as well as missouricityready.com, the City’s emergency information Web site. Social Networking and Marketing: Increase the growth of the City’s social media communities and brand awareness, improve engagement, and execute day-to-day integration efforts between digital, on-air and social media properties. Special Projects: Responsible for the overall branding program for the City and the use of the City logo. Counsel departments on their communication needs and communicating information to citizens. Manage the City’s awards program.

Total Full-Time Employee = 8 Total Part-Time Employees = 1

46

============================= FY 2016 ANNUAL BUDGET ===============================



COMMUNICATIONS FUND NUMBER: 101-10-108 STRATEGIC

GOAL 2019 DEPARTMENTAL OBJECTIVES

3

3 3

Implement an enhanced strategy to effectively control the City’s brand that is portrayed to employees, stakeholders, residents and media outlets. The revised strategy will: evaluate the effectiveness of the current approach as well as that of key competitors; analyze social media/web analytics to determine information-seeking behaviors and how to better reach audiences; formulate a better customer experience by making information more accessible to specific target audiences; and remain flexible. Key initiatives include, but are not limited to, revising the look-and-feel of the City’s news release template; rebranding the City’s municipal radio station including streaming radio service; implementing the City’s brand with Swagit’s white label mobile app; designing additional marketing collateral including banners, brochures and the “Show Me” Missouri City newsletter; creating a social media calendar to effectively manage the City’s growing networks; rolling-out an online form to collect requests for media coverage and overhauling the City’s website for outdated/erroneous content.

Develop second comprehensive Citizen Survey to further evaluate programs and services.

Continue to evaluate and improve the City’s HOA Program, partnering with all departments, strengthening existing relationships with Board Members, Property Managers and residents. Develop an HOA presence on the homepage of the City website and continue to assess best usage of common issues of interest in communications and tools and processes/procedures. HOA Liaison/Community Relations Coordinator will continue to develop citizen contacts in neighborhoods without HOAs to further expand the dissemination of news, alerts and advisories citywide.

3 Continue development of Leadership Luncheon series bringing together

executives, entrepreneurs, innovators and community leaders from throughout the region and the County to discuss the trends and challenges facing business leaders today. Increase sponsorships and host first annual conference with a focus on the City’s small business policy.

3 Continue quarterly publication of the “Show Me” Missouri City newsletter;

customizing one edition as a comprehensive Annual Report.

3

3

Finalize social media policy, discuss policy with Leadership Team; distribute policy to all departments. Continue to manage development of social media outlets, including Facebook, Twitter and Instagram accounts, with a focus on cross-departmental cooperation and collaboration.

Continue development of Citizens’ University to engage and educate the citizenry. Incorporate Alumni expertise and talent into City committees, boards, commissions and Volunteers programs to continuing fostering City-Citizen partnerships. Assess case studies’ format to determine if resident input/feedback yields solutions Staff can incorporate into policies, procedures and processes.

47

============================= FY 2016 ANNUAL BUDGET ===============================


3

3

Expand Municipal Volunteer Program, further engaging residents in City projects and events and seeking citizen input and feedback to improve services and programs. Implement new opportunities, increase current volunteer involvement and earn recognition for the program.

Continue revamp of Missouri City Television programming, building on popular programming: On the Agenda, Missouri City Minute, City Council meetings and promotional programs. Launching a quarterly “Restaurant Review” in 2015 with a focus on the City’s Restaurant Scores program and an updated bulletin board background. Will also work with departments to produce spotlights on operations. Goal is to continue ensuring a comprehensive, consistent and uniform presence on cable, the websites and social media.

3

Finalize development of a residents’ guide as an information resource for new homeowners.

3 Expand media partnerships thereby building Missouri City’s presence in regional, national, and international media coverage. Update media policy utilizing specific issues, discuss with Leadership Team; distribute updated policy to all departments.

3 Improve/increase citizen outreach and collaboration across all roles. Maintain

excellent customer service and cross-departmental communications; regularly review and revise policies, procedures and protocols to ensure consistency.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Communications Director 1 1 1 1 Uncl.Marketing/Communications Specialist 1 0 0 0 22Digital Video Engineer 1 1 1 1 13Website Designer 1 1 1 1 13Community Relations Coordinator 1 1 1 1 13Media Relations Specialist 1 1 1 1 11Jr. Digital Video Engineer 1 1 1 1 8Customer Relations Specialist II 2 2 2 2 8 Total Full-Time Employees 9 8 8 8 Part-Time Employees 2 1 1 1

48

============================= FY 2016 ANNUAL BUDGET ===============================


PERFORMANCE INDICATORS FY 2014

Actual FY 2015


FY 2016 Budget

% of Effective “publication” of news releases in 2 print media

(publication of material in Chronicle, FB Lifestyles magazine) 90 95 95 95 Website Bounce Rate % (time visitors spend viewing content) 28 25 25 25 % of New Website Visitors (subscribers, social media, videos) 85 95 95 95 % of Returning Website Visitors 80 85 85 90 % of Social media link shares (growth of FB/Twitter/YouTube) 32 45 50 60

ACTIVITY MEASURES FY 2014

ActualFY 2015


FY 2016 Budget

Produce and broadcast on MCTV and city website economic development show: (projects with commercial focus) 4 4 12 16Views on City of Missouri City You Tube page 43,000 57,000 57,000 65,000Press Releases (including bulletin boards, PSAs, mass emailings) 250 250 475 500E-Subscriber List 3,100 5,000 5,000 6,000Views of City Video on website 15,000 20,000 20,000 20,000Average Monthly Website Page Views 23,650 27,640 27,640 28,000Average minutes on website 6 6 6 8


COMMUNICATIONS FUND NUMBER: 101-10-108

49

GENERAL FUND


GENERAL GOVERNMENT - COMMUNICATIONS 101-10-108

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 3,997 - -

51004 OVERTIME 16,011 15,000 15,000 13,000 15,000

51101 PART TIME: 20-29 HOURS - -




51301 LONG TERM DISABILITY 950 1,260 1,260 1,076 1,213



51304 PRORATED HEALTH/DENT/VIS 314 314 -

51305 RETIREMENT 16,227 36,180 36,180 25,827 34,383


TOTAL PERSONNEL 405,218 538,330 538,330 463,739 510,717

52001 OFFICE SUPPLIES 6,309 4,000 4,000 4,000 4,000

52002 MEALS & DRINKS 3,955 3,000 11,400 11,400 11,700

52003 WEARING APPAREL 722 300 300 300 300

52004 MINOR TOOLS & EQUIPMENT 2,012 - - -

52005 EDUC, TRAINING & SUPPLIES - -

52006 POSTAGE 1,006 800 1,800 1,800 1,800

52007 BLDG MAT'L/SUPPLIES & REPAIRS - -

52008 IDENTIFICATION SUPPLY/FIL (58) - - -

52009 OTHER/MISC 167 - - 8 -


52015 FLEET RENTAL FEE 3,929 5,313 5,313 5,313 5,313

52016 CENTRAL GARAGE ALLOC 2,225 - -

52017 FUEL, OIL & LUBRICANTS 2,568 3,200 3,200 3,060 3,550


53001 MINOR EQUIP MAINT/RPR & RNT 169 400 400 400 400

53002 INSURANCE 1,243 1,385 1,385 1,466 1,371




53008 TELEPHONE 294 365 365 348 348



53011 MISSSOURI CITY TV - -





54003 TRAINING & TRAVEL 2,846 6,000 6,000 6,000 6,000



54007 COMMUNITY COMMUNICATIONS 40,289 64,690 69,966 69,966 59,680




50

============================= FY 2016 ANNUAL BUDGET ===============================



ECONOMIC DEVELOPMENT FUND NUMBER: 101-10-109

DESCRIPTION OF DEPARTMENTAL OPERATIONS The Executive Director of Economic Development reports to the City Manager and is responsible for prospect development, industry contact and negotiation with industry representatives to encourage business development in Missouri City. The functions of the Economic Development Director include:

Recruiting commercial and industrial business through targeted marketing; meeting with developers, brokers to encourage business development

Answer questions from prospective business partners on available properties and understanding of City zoning ordinances

Organize activities; prepare solicitation letters and information packets for distribution and proposals for specific targeted businesses.

Research state and federal economic development programs and recommend policy changes to the City Manager

Prepare presentations to City Council, public or private partners on new strategies and activities to encourage local business development

Lead negotiations on business partnerships or development agreements for commercial and industrial business development in the City

Others as directed by the City Manager


*The City Manager is included in the Council & Management Budget

51

============================= FY 2016 ANNUAL BUDGET ===============================



ECONOMIC DEVELOPMENT FUND NUMBER: 101-10-109 STRATEGIC


2 Develop a “Strategic Investment Zone” for the Texas Parkway corridor to incorporate

economic development incentives (TIRZ #1, Ch. 380 agreements, and permit fee waivers) and code enforcement efforts to encourage redevelopment in this area.

2 Use the analysis and redevelopment strategy of the Texas Parkway corridor by a

professional third party to promote redevelopment options to interested developers and retailers.

2 Promote Missouri City at the annual International Council of Shopping Centers (ICSC) conference in Las Vegas, Nevada and annual ICSC Texas conference in Dallas, Texas.

2 Develop and implement a coordinated national business recruitment effort based around membership in the GHP’s Opportunity Houston 2.0.

2 Assess the potential of a youth sports complex. Assume a positive business potential and identify and secure a site, while creating an agreement framework and conceptual plan.

2 Develop an annual update schedule for the City Council from the major economic development partners on joint community efforts.

2 Create standardized annual departmental report including incentive tracking and agreement compliance.

2 Coordinate with related departments to negotiate a development agreement for the next business park.

2 Work with planning and development services on any needed changes in zoning to address uses and development aesthetics which do not promote a positive image of Missouri City.

2 Create a brand and image campaign for Missouri City.

2 Work with external partners such as HCC, local banks, accounting services and others to

implement a small business initiative which is recognized as a model to be rolled out County wide.

2 Work with the land owners at the intersection of Fort Bend Toll Road and Hwy 6 on a

vision for the area as a regional employment center. Craft an action plan for City Manager and Council consideration to accomplish this objective.

2 Sit for the CEcD Exam in October.

2 Work with area land owners and developers on a Municipal Management District for the Highway 90A corridor.



FY 2015 Estimate

FY 2016 Budget

Salary Grade

Executive Director of Economic Development 1 1 1 1 25 Total Full-Time Employees 1 1 1 1

52

============================= FY 2016 ANNUAL BUDGET ===============================



ECONOMIC DEVELOPMENT FUND NUMBER: 101-10-109



FY 2015 Estimate

FY 2016 Budget

Respond on Economic Development contacts provided within

three working days N/A 95% 90% 95%

Successful achievement of identified strategic plan objectives N/A 95% 95% 95%

Successful Implementation of new business recruitment N/A 95% 95% 95%



FY 2015 Estimate

FY 2016 Budget

Number of Site Selector tours and Business Recruitment

Missions N/A 5 3 5 Number of business visits to assess needs of the business

community N/A 150 110 135 Achieving a minimum 10% required return to the City from

incentives provided to projects brought before Council and agreements approved N/A 85% 90% 85%

53

GENERAL GOVERNMENT - ECONOMIC DEVELOPMENT 101-10-109

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


51002 ADDITIONAL COMPENSATION - 40 40 40 88

51201 CAR-CLOTHING ALLOWANCE - 3,000 3,000 6,000 6,000





51304 PRORATED HEALTH/DENT/VIS 213 213

51305 RETIREMENT 5,284 10,000 10,000 8,866 10,546


TOTAL PERSONNEL 119,445 138,948 138,948 144,542 146,352

52001 OFFICE SUPPLIES 54 2,500 2,500 2,500 2,500

TOTAL COMMODITIES 54 2,500 2,500 2,500 2,500

53001 MINOR EQUIP MAINT/RPR & RNT - 223 223 -

53002 INSURANCE - - - - 299

TOTAL CONTRACTUAL SERVICES - 223 223 - 299

54001 PRINTING & PUBLICATIONS -


54003 TRAINING & TRAVEL 5,105 32,598 32,598 32,000 20,733

54005 VEHICLE ALLOWANCE - MILEAGE 12 - 3,000

54008 COUNTY ECONOMIC DEVELOPMENT 43,450 25,000 25,000 37,500 37,500

54009 CITY ECONOMIC DEVELOPMENT 14,414 111,850 111,850 99,350 111,850




54

=============================== FY 2016 ANNUAL BUDGET===============================

================================ CITY OF MISSOURI CITY===============================

DEPARTMENTAL VISION STATEMENT

FINANCE

Recognized as a Premier Finance Organization that excels in forward thinking and innovation, maximizing efficiency while maintaining the highest integrity.

DEPARTMENTAL MISSION STATEMENT

“Dedicated to the safeguarding of public assets through sound financial practices”

Finance Administration

Purchasing

Accounting & Budget

55

=============================== FY 2016 ANNUAL BUDGET===============================


FY 2015 DEPARTMENTAL ACCOMPLISHMENTS Conducted departmental meetings with other City departments relating to information, communication and

provide better assistance. Coordinated with staff on reasons for accounting and auditing requirements that required information. Completed 5-year agreement for new delinquent tax collection. Maintained fund balance requirements within 15%-25% for the General Fund. Assisted in the development of the Fire Station #5 agreement with Sienna MUD 1.

56

=============================== FY 2016 ANNUAL BUDGET===============================


DEPARTMENT: FINANCE FUNDING SOURCE: GENERAL FUND

DEPARTMENTAL DESCRIPTION The Finance Department has general responsibility for the financial administration of the City. The Department is responsible for recording and documenting all financial transactions, idle fund investment, debt management, budget preparation and coordination, risk management, tax collection, centralized cash receipts, accounts receivable, contract management, payroll, purchasing goods and services for the City, and payment of all invoices.

STRATEGIC

GOAL 2019 DEPARTMENTAL GOALS

ERP

1 Design action plan based on results. 1 Utilization of new software and improvements to processes. 1 1 2

Fully utilize the functionality of the ERP. Review and analyze existing software in achieving the goals. Investigate alternatives to improve, gather and disseminate information.

Communication/Reporting 1 Evaluate the results of communication survey. 1 Determine what needs to be improved. 1 Develop a program to address the areas for improvement in communication. 1 Develop grant program outline. 1 Obtain direction from governing body for grant program. 2 Identify reports and info needed by the organization including consultation with all city

departments. 2 Establish timelines/schedules to efficiently and timely deliver information. 3 Develop video training for all individuals who need access to financial information. 3 Provide updated e-solution options for internal and external customers in conjunction

with new software development. Increase online payment options for citizens. Provide regular and timely updates of website financial data.

Policy Development/Compliance 1 Develop preventive measures and determine areas of training to non-compliant areas. 1 Develop checklists to ensure all interested parties are included in development and

administration of the project/program. 1 Implement an effective program to provide updated financial information, utilizing

electronic methods when possible. 1 Hold meetings with interested parties to notify and receive feedback on status of projects

or programs. 1 Analyze effectiveness and relevance of current activity and performance indicators 4 Establish criteria for each area of accountability, including consequences for non-

compliance

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=============================== FY 2016 ANNUAL BUDGET===============================


Staff Development 1 Develop employee training and development program. 1 4

4 4

Establish a program for employee development which includes succession planning. Assess training needs for various positions and develop training materials for different levels of responsibility. Create timelines for new hire/promoted employee training. Periodically review and adjust procedures as needed.

58

=============================== FY 2016 ANNUAL BUDGET===============================



DIVISION: ADMINISTRATION FUND NUMBER: 101-12-110

DESCRIPTION OF DIVISIONAL OPERATIONS The Director of Finance is appointed by the City Manager, confirmed by Council, and is responsible for supervising accounting, purchasing, payroll, tax collection, accounts receivable, insurance and workers’ compensation programs; and investments to assure maximum interest earnings. The Director of Finance and entire Finance Department staff assist the City Manager in preparing and presenting budget documents to Council, assist in the annual audits, and prepare the Annual Comprehensive Financial Report and other financial reports of the City. Finance administration provides managerial, analytical, and administrative support for the Finance Department, City Manager, Assistant City Managers and other departments of the City. This division oversees the preparation of the annual budget and monitors compliance during the year.


59

=============================== FY 2016 ANNUAL BUDGET===============================




STRATEGIC

GOAL 2019 DIVISIONAL OBJECTIVES

1 1 3 3 4

Actively communicate relative financial matters to Finance Managers in a timely

manner. Discuss agenda items in advance to ensure proactive planning. Coordinate effort with HR/OD to facilitate training needs with new hires. Coordinate with staff to communicate and educate reasons for accounting and auditing

requirements that necessitate specific information. Prepare report on changing to an October 1 fiscal year

PERSONNEL SCHEDULE

FY 2014

Actual FY 2015


FY 2016 Budget

SalaryGrade

Director of Finance 1 1 1 1 Uncl. Total Full-Time Employees 1 1 1 1

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=============================== FY 2016 ANNUAL BUDGET===============================





FY 2014

Actual FY 2015


FY 2016 Budget

Complete budget documents within budget calendar 83% 100% 92% 100% Provide timely accurate response to requests from City Staff 95% 98% 95% 95% Complete audit report and workpapers per the audit schedule 90% 100% 95% 100% Improve the use of integrated accounting and financial management

system while implementing and developing features of current software that will increase efficiency and effectiveness 65% 80% 75% 90%

ACTIVITY MEASURES

FY 2014

Actual FY 2015


FY 2016 Budget

Prepare budget annually for Distinguished Budget Award

Certificate of Excellence 1

1 1 1 Prepare Comprehensive Annual Financial Statement for Certificate

of Achievement for Excellence 1

1 1 1 Five year Revenue & Expenditure Analysis 1 1 1 1 Quarterly Financial & Investment Report Presentations 4 4 4 4

61

GENERAL FUND


FINANCE - ADMINISTRATION 101-12-110

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget








51304 PRORATED HEALTH/DENT/VIS

51305 RETIREMENT 6,154 10,609 10,609 8,340 11,099


TOTAL PERSONNEL 141,326 147,000 147,000 139,895 151,607

52001 OFFICE SUPPLIES 33 100 100 101 100

52003 WEARING APPAREL 44 -


52006 POSTAGE 68 75 75 50 75

52009 OTHER/MISC


52015 FLEET RENTAL FEE 1,589

52016 CENTRAL GARAGE ALLOC 1,517 -

52017 FUEL, OIL & LUBRICANTS 1,034 181

TOTAL COMMODITIES 5,780 1,975 1,975 2,056 425


53002 INSURANCE 1,487 2,070 2,070 3,121 1,952








54003 TRAINING & TRAVEL 35 50

54005 VEHICLE ALLOWANCE - MILEAGE 12 - - -




62

=============================== FY 2016 ANNUAL BUDGET===============================



DIVISION: PURCHASING FUND NUMBER: 101-12-112

DESCRIPTION OF DIVISIONAL OPERATIONS The Purchasing and Risk Manager reports directly to the Director of Finance with the primary responsibilities of procuring all goods and services for the City, develop budget allocations, risk management, manage travel, and administer the purchasing card program. Purchasing - sources commodities and services, prepares specifications, obtains pricing, verifies references, and evaluates this information to recommend the procurement that is in the best interest of the City. Risk Management – processes liability and property damage claims, prepares annual insurance re-rate, and adds and deletes coverage for real and personal property. Contract Management – performs contract development, performance review, negotiation, legal compliance review, management, and administration of all expenditure contracts. Assists departments in administration and contractor compliance with provisions. Travel – processes requests, books air reservations, reviews reimbursement requests and reconciles travel reports submitted by employees. Budget Preparation – assists in preparation of the City’s budget by calculating allocations for expenditures in insurance, telecommunications, utilities, and defining those expenditure parameters. Purchasing Card – develops policy and procedures, administers the program and assists cardholders in using the system. Prepares and submits download of data to Accounts Payable for GMBA processing. Audits all transactions for compliance with City policy. Policy Development – assists management by developing, revising, implement, and enforcing various City policies that impact the expenditure of funds. These policies include Purchasing, Risk Management, Purchasing Card, Travel, Education, Uniform, Cell Phone, Contracts, and Vehicle Use. The Division also provides services such as centralized delivery and distribution of supplies, administration and management of commonly used equipment such as postage meter, pagers, and cell phones, disposal of surplus and salvage property, and vehicle registration.


*Director of Finance is included in the Administration Divisional Budget.

63

=============================== FY 2016 ANNUAL BUDGET===============================



DIVISION: PURCHASING FUND NUMBER: 101-12-112 STRATEGIC


3 Implement a Small Business program 3 Migrate to the new JP Morgan Purchasing Card website; to include updating the

Purchasing card policy and the Pcard training program. 3 Update the City’s Business Meals and Travel policies and procedures. 3 Update the City’s Purchasing Contract policies and procedures to incorporate HUB

and CDBG contract standards. 3 3

Draft new Munis training manuals and conduct train sessions as needed. Work with the City’s Secretary to post solicitations on the City’s web page.

3 Set up a process for coding vendors by classification in Munis. 3 Implement Munis Bid Module. 3 Update Purchasing Manual to accommodate changes in procedure resulting from

MUNIS software program implementation.

PERSONNEL SCHEDULE

FY 2014


FY 2015 Estimate

FY 2016 Budget

Salary Grade

Purchasing and Risk Manager 1 1 1 1 23 Procurement Analyst 1 1 1 1 15 Buyer 1 1 1 1 7 Total Full-Time Employees 3 3 3 3

64

=============================== FY 2016 ANNUAL BUDGET===============================



DIVISION: PURCHASING FUND NUMBER: 101-12-112 STRATEGIES PERFORMANCE INDICATORS

FY 2014


FY 2015 Estimate

FY 2016 Budget

Convert approved requisitions within five business days of departmental approval

95% 99% 90% 99%

Download, reconcile, and transfer to Accounting monthly Purchasing card transactions by the 15th of each month

58% 60% 50% 83%

Issue monthly report on contract awards to small businesses

Conduct Purchasing Card (Pcard) training to new cardholders within 60 days of request

N/A

N/A

92%

N/A

17%

75%

50%

100%

ACTIVITY MEASURES

FY 2014


FY 2015 Estimate

FY 2016 Budget

Regular Purchase Orders Issued 1,173 1,146 840 700 Insurance Claims Processed 44 64 30 40 Purchasing Card Transactions 9,738 7,009 9,500 10,000 Competitive Solicitations and Contracts Prepared & Issued 154 180 200 190 Annual Purchasing Card Transaction Volume $8.1m $6.5m $7.4m $7.3m

PCard Rebate Earned $119,420 $120,000 $111,817 $110,000 Term Contracts Issued 120 110 175 150 Dollar Value of Regular Purchase Orders Issued $11,175 $19,650 $41,621 $45,000

65

GENERAL FUND


FINANCE - PURCHASING & RISK MANAGEMENT 101-12-112

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES -

51004 OVERTIME -

51201 CAR-CLOTHING ALLOWANCE

51202 CELL PHONE ALLOWANCE 1,083 1,080 1,080 825 1,080





51305 RETIREMENT 7,751 13,662 13,662 9,988 13,656


TOTAL PERSONNEL 189,022 200,902 200,902 182,853 203,023

52001 OFFICE SUPPLIES 1,313 1,000 1,000 1,000 1,000

52002 MEALS & DRINKS 93

52003 WEARING APPAREL


52005 EDUC, TRAINING & SUPPLIES 13

52006 POSTAGE 83 100 100 100 75

52009 OTHER/MISC




53002 INSURANCE 404 448 448 475 495

53004 SPECIAL SERVICES & LEGAL 250 250 250 5,000



53010 OTHER/MISC





54003 TRAINING & TRAVEL 1,278 2,000 2,900 2,354 2,500


54006 OTHER EXPENSES




66

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ACCOUNTING & BUDGET FUND NUMBER: 101-12-114

DESCRIPTION OF OPERATIONS The Accounting & Budget Division is responsible for the preparation, oversight, and reporting of the City’s records and books. Financial reporting, annual city budgeting and audit requirements are the primary outputs of the records and books. The Assistant Finance Director provides oversight for the three (3) sub-divisions in the Accounting Division:

Accounting Budget & Financial Reporting CIP/Asset Management

The Accounting function provides direct oversight for the City’s Payroll and Revenue operations, as well as monitor the City’s cash flow to assure proper funds are available for disbursement while maximizing its interest earnings level. This function also oversees revenue billings and collections, as well as the prompt deposit of receipts, the recording of and billing of areas such as alarm permits for private burglar/fire alarms, fire calls, false alarms, Wastewater Treatment Plant (WWTP) operation reimbursements, and various miscellaneous billings. Monthly revenue projections are also a major task for the Revenue function to ensure anticipated levels of revenues are maintained during the year. The Budget & Financial Reporting function has the primary duty of coordinating and assisting in the preparation of the City’s Comprehensive Annual Financial Statements (CAFR), annual budget, audit work papers, and the monthly closing and reporting process. Other duties include grant reporting, bank reconciliations and acting as financial liaison for Tax Increment Reinvestment Zones, Public Improvement Districts, the Radio Communications Tower, the Mustang Bayou Wastewater Treatment & Water Plants and the Steepbank/Flatbank Wastewater Treatment Plant and additional water and wastewater activities. The CIP/Asset Management function monitors the City’s Accounts Payable and Capital Asset program for accurate payment of vendor invoice, inventory tracking and recording, depreciating, and the reconciling of capital assets to meet GASB 34 compliance and the City’s Capital Asset Policy. This function also prepares the CIP portion of the annual budget, and tracks the actual and projected revenues and disbursements of each project. The City’s Accounting Division excellent efforts has allowed the City to receive the Distinctive Budget Award from the Government Finance Officers Association (GFOA) for 29 consecutive years, the Certificate of Achievement for Excellence in Financial Reporting from the GFOA for 28 consecutive years, and the “Gold Star” award for Financial Transparency from the Texas Comptroller’s Office for our first year.

Assistant Finance Director

Accounting Manager

Payroll Specia list

Finance Director *

CIP Manager Budget Manager

Par t-Time Employee

Sr. Accounting Technician

Accounting Technician (2)

Accounting Clerk II

Accountant

Grants Coordinator

Sr. Accountant Budget Specialist

Total Full-Time Employees = 13 *Finance Director is included in Finance Administration Divisional Budget.

67

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ACCOUNTING & BUDGET FUND NUMBER: 101-12-114 STRATEGIC


1 Formal documentation of procedures and policy establishment: Review and update existing procedural documentation & financial policies. Communicate to Finance managers when changes are made to procedures & policies. Notify appropriate users of updates to external and internal policies. Notify Finance Director of all policy changes. Provide electronic access to policies and procedures. Review travel reimbursement policy for efficiency using ERP (Employee Self Service)

2 Retain/Hire quality staff: Offer various alternative work schedules to meet the needs of employees; Prepare an individualized employee training program; Improving communication between staff and managers to enhance overall work environment. Through added supervisory training, better methods are intended to insure quality hiring.

3 Improve communication internally and externally: Review communication survey questions from FY2010, make appropriate updates and submit to departments for feedback.. Communications with other departments (ex: agendas, processes, purchasing)

4 Greater utilization of software: Evaluate the efficiency of citywide utilization of software that affects the Finance Department.

4 Maintain compliance of processes: Identify areas of non-compliance of processes. Obtain a sample of feedback data from non-compliant areas.

4 Aggressive coordinated grant search effort: Research and identify grant responsibilities.

Personnel Schedule FY 2014


FY 2015 Estimate

FY 2016 Budget

Salary Grade

Assistant Director of Finance 1 1 1 1 24 Budget / Financial Manager 1 1 1 1 23 Accounting Manager 1 1 1 1 23 CIP Manager 1 1 1 1 23 Grants Coordinator 0 1 1 1 21 Budget Specialist 0 0 0 1 13 Payroll Specialist 0 0 0 1 13 Sr. Accountant 1 1 1 1 13 Accountant 3 3 3 1 11 Sr. Accounting Technician 1 1 1 1 12 Accounting Technician 2 2 2 2 8 Accounting Clerk II 1 1 1 1 5 Total Full-Time Employees 12 13 13 13 Part-Time Employee 1 1 1 1 $13.81/hr

68

=============================== FY 2016 ANNUAL BUDGET===============================



DIVISION: ACCOUNTING & BUDGET FUND NUMBER: 101-12-114


FY 2014 Actual

FY 2015 Budget

FY 2015 Estimate

FY 2016 Budget

Hold training sessions once a month on various Finance related topics 50% 75% 60% 83% Resubmit ACH (Vendor EFT payment or Payroll direct deposits)

returned within one business day after notified by our bank 96% 98% 100% 100% Eliminate mailed alarm permit renewal letters with emailed renewal

notices 50% 75% 75% 80% The percentage of AP invoices sent directly to Finance from vendors 95% 90% 90% 95% Maintain a goal of 5 days for department approval of vendor invoices N/A 95% 95% 97% Daily deposits prepared by noon 80% N/A 85% 90%


Actual FY 2015


FY 2016 Budget

False alarm billings 1,077 930 1,000 1,050 Miscellaneous accounts receivable statements 2,535 3,000 2,700 3,200 Alarm permits issued 5,411 6,000 6,822 6,500 Direct deposit checks (payroll) 8,609 9,610 8,870 9,000 Manual Payroll direct deposits issued 50 70 44 55 Electronic Funds Transfer (EFT) payments 1,435 1,500 1,455 1,700 Cashier transactions 25,397 30,000 35,000 45,000 Credit/Debit Card transactions 15,535 17,000 17,500 25,000 NSF(Nonsufficient Funds) items 26 30 30 30 Assets Maintained 5,484 5,550 5,540 5,600 Investment Transactions (Purchases) 12 5 15 15 Journal Entry Transactions 2,157 2,800 2,700 3,200 A/P Checks Issued 939 750 724 950 Revenue receipts scanned 29,000 33,000 35,000 40,000 Accounts Payable invoices and supporting documents scanned 17,415 18,500 17,720 18,000 Budget transfers processed 278 115 220 225

69

GENERAL FUND


FINANCE - ACCOUNTING 101-12-114

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 8,555 - 4,000

51004 OVERTIME 219 600

51101 PART TIME: 20-29 HOURS -






51304 PRORATED HEALTH/DENT/VIS 1,367 - 1,251

51305 RETIREMENT 31,105 56,429 56,429 42,388 56,324


TOTAL PERSONNEL 773,708 853,375 853,375 788,738 874,615

52001 OFFICE SUPPLIES 4,699 3,500 3,500 4,600 3,500

52002 MEALS & DRINKS 60 62 100

52003 WEARING APPAREL 440 375 375 375 375


52005 EDUC, TRAINING & SUPPLIES 500 500 500 500

52006 POSTAGE 8,342 8,000 8,000 8,000 8,000

52009 OTHER/MISC




53002 INSURANCE 1,711 1,916 1,916 2,026 2,267


53005 SERVICE AGREEMENTS/REPAIR 1,741 1,820 9,700 9,700



53010 OTHER/MISC


53017 DELINQUENT ATTORNEY FEES 47,594 65,000 65,000 57,904 65,000

53018 BANK FEES 43,813 60,000 60,000 55,775 65,000

53020 SOLID WASTE MUD ADMIN FEE

53021 CENTRAL APPRAISAL DISTRIC 156,084 144,000 144,000 144,000 150,000

53022 PASS THRU GOLF COURSE INV (56,823)


54001 PRINTING & PUBLICATIONS 760 2,100 2,100 2,100 750


54003 TRAINING & TRAVEL 8,031 15,875 15,875 15,121 18,095




TOTAL EXPENDITURES 1,234,830 1,192,124 1,200,004 1,124,914 1,220,796

70

============================ FY 2016 ANNUAL BUDGET ================================



POLICE

The vision of the Missouri City Police Department is to make Missouri City the safest city in Texas.


The Missouri City Police Department is a value driven organization committed to excellence and will cooperate and collaborate with the community to make Missouri City a better place to live, work, play and shop.

Administration

Support Services

Criminal Investigation Division (C.I.D)

Patrol

Radio Operations

Code Enforcement

Police

Support Services Division

PatrolCriminal

InvestigationDivision

Radio Operations *

Police Administration

Code Enforcement

* Radio Operations is included in Special Revenue Funds

71

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: POLICE FUNDING SOURCE: GENERAL FUND

FY 2015 DEPARTMENTAL ACCOMPLISHMENTS Hired Part-Time Detention Officers to oversee jail procedures which will allow patrol officers to spend

more time in the field.

Code Enforcement Division transitioned to the police department and added a Community Development Block Grant Code Enforcement Officer.

Code Enforcement began managing code violation complaints via web based SeeClickFix. Automobile Theft and Burglary Team grant awarded to the city. Continued partnership with FBISD to dispose of unwanted prescription medications. Successfully passed the Texas Crime Information Center (TCIC) audit. Facilitated Penn State University POLEX (Police Executive Development). Police department receives full-time and part-time Crime Victim liaison grants. Police Department implements program to provide citizens an option of obtaining an accident report on-

line. Captain Brandon Harris graduated from the FBI National Academy. The department hosted the Second Annual MCPD Pride Basketball Tournament. “I Choose to Follow the Rules” and Consequences programs presented to several schools in the city.

Received K94COPS grant to add an additional K-9 unit to patrol.

Missouri City Police Department’s Telecommunications Division has been designated as one of the first 4

dispatch centers that will be upgrading to the Next Generation 911G-Vesta 4x platform. This change over should be occurring in the next couple of months. One of the most important functions of the Next Generation 911, is that it will allow us to better pinpoint location of cell phone users.

Police Department in-car Coban camera conversion and full utilization and installation of the Rocket

download utility.

72

============================ FY 2016 ANNUAL BUDGET ================================



DEPARTMENTAL DESCRIPTION The Police Department is made up of the Police Administration Division, the Support Services Division, the Criminal Investigation Division, the Patrol Division, the Code Enforcement Division and Radio Operations. STRATEGIC


1 Continue partnership with FBISD to dispose of unwanted prescription medications. 4 Send one supervisor to the Federal Bureau of Investigation National Academy. 2 Pursue grant funding to maintain existing levels, contingent on availability. Obtain

additional grants to enhance Police operations. 4

Achieve and maintain full staffing in the patrol division and communication division throughout the year.

1 Achieve a clearance rate on all Part I offense above the Texas average of 20%. 1 Reduce the number of traffic collisions, injuries and fatalities through the utilization

police motorcycles. 2 Explore the option of using stipends or car allowances to offset the purchase of units. 1 Assign a minimum of one cold case to each investigator per year to review and

determine if any new leads or advances in forensic technology have been developed to assist in clearing the case.

1 Continue with the “I Choose to Follow the Rules” and “Consequences” program while attempting to expand contingent on funding and manpower.

1,4 Expand participation in the National Night Out event by increasing the activities. 1 Work collaboratively with city community liaison representative to facilitate two town

hall meetings.

73

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: POLICE ADMINISTRATION FUND NUMBER: 101-13-120

DESCRIPTION OF DIVISIONAL OPERATIONS The Administrative Division of the MCPD is comprised of a total of ten (10) employees. This consists of seven (7) sworn positions and three (3) civilian employees. The sworn positions are the Chief, two (2) Assistant Chiefs, Captain, Sergeant, a Community Resource Officer and a Compliance Supervisor. The three (3) civilian employees are the Command Staff Office Manager, the Crime Victim Liaison, and the part-time Crime Victim Liaison. The Chief and Assistant Chiefs provide executive leadership and oversight to the entire department. The Captain oversees the department’s training programs, human resources, crime prevention, grants, professional standards investigations (PSI), and research. Planning, research, and accreditation include management of a written directive system and online training system for the Department. This division maintains compliance with nationally recognized accreditation standards and organizes presentation of annual award ceremonies and memorial services. Administration also partners with the Fire Department to manage the Citizen’s Police & Fire Academy.

Police Chief

Assistant Chief - Administration

Office Manager

Captain

Compliance Supervisor

Sergeant/Community

Resource Officer

Sergeant

Assistant Chief - Operations

Crime Victim Liaison

PT Victim Coordinator Liaison

Code Inspector I

(2)*

Code Enforcement Supervisor*

Code Inspector II

(2)*

Code Inspector III*

CDBG Code Inspector I*


*Code Enforcement employees are included in the Code Enforcement Division.

74

============================ FY 2016 ANNUAL BUDGET ================================




STRATEGIC


1 Coordinate with the Fire Department, Homeowners Associations and the Police / Fire

Auxiliary to conduct a Citizen Police and Fire Academy incorporating basic crime prevention and community policing information. Strive to achieve an attendance of 30.

1

1

Enhance Anti-drug / violence / gang program (I Choose to Follow the Rules) to two additional elementary schools and an additional 200 students. (Contingent upon funding).

Continue to administer the “Consequences” program and explore the options of expanding.

4

4

Maintain state training mandates for all officers, including advanced training for first line supervisors and command staff.

Host a third session of the Northwestern University, “School of Police Staff and Command”.

4 Complete all professional standards investigations per policy requirements. 4 Complete all background investigations per policy requirements. 4

4

Compile data for state mandated racial profiling report. Complete and submit report to TCOLE by March 1st deadline.

Compile data and complete a yearly review of all use of force incidents, pursuits and fleet accidents.

1 Host 2 police community town hall meetings through the Community Resource Officer.

1 Continually review all policies and maintain certification as a “Recognized” agency (Re-recognition).

2 2 1 1 4 1

4

1

Maintain and finalize existing grants while seeking others. Perform a monthly audit of Narcotics and Petty Cash drawers. Review yearly property room inspection and monthly audits. Perform reviews and audits of jail cameras and in-car video cameras. Standardize in-service testing of policies utilizing Power DMS. Enhance and improve the current Crime Prevention program by conducting 4

additional inspections. Conduct yearly “Block Training” covering topics such as TCOLE mandated

courses, legal updates, firearms, defensive tactics, empty hand defensive tactics and CPR.

Implement Crime Prevention through Environmental Design (CPTED) into city growth planning process.

75

============================ FY 2016 ANNUAL BUDGET ================================


PERSONNEL SCHEDULE

FY 2014 Actual

FY 2015 Budget

FY 2015 Estimate

FY 2016 Budget

SalaryGrade

Police Chief 1 1 1 1 Uncl. Assistant Police Chief 2 2 2 2 P7 Captain 1 1 1 1 P6 Community Resource Officer 1 1 1 0 P5 Sergeant 1 1 1 2 P4 Compliance Supervisor 1 1 1 1 P3 Office Manager 1 1 1 1 15 Crime Victim Liaison 1 1 1 1 10 Crime Analyst 1 1 1 0 11 Total Full-Time Employees 10 10 10 9 Part-Time Crime Analyst 1 1 1 0Part Time Victim Coordinator Liaison 1 1 1 1 Total Part-Time Employees 2 2 2 1

76

============================ FY 2016 ANNUAL BUDGET ================================





Actual FY 2015


FY 2016 Budget

Maintain staffing levels in all divisions through recruiting and increased morale, thus lowering turnover rate.

100% 100% 92% 100%

Complete all background investigations within 30 days. 80% 80% 80% 80% Complete all Professional Standards investigations within 45

days. 85% 85% 80% 80%

Maintain statutorily required police training. 100% 100% 100% 100% Percentage of reports or audits turned in on time as per Texas

Police Chief’s Recognition (TPCA) standards. 100% 100% 100% 100%


Actual FY 2015


FY 2016 Budget

Dispatched police calls for service 104,504 113,515 115,628 116,784 Reported Cases / Reports 3054 3,319 4022 4062 Assigned / Investigated Cases 2657 2,036 3896 3935 Cases Cleared 470 626 332 338 Accidents Investigated 998 1,040 1132 1143 Citations Issued 10,146 10,247 11,328 11,441 Arrests (adult & juvenile) 1653 1,664 1840 1858 Property Items Processed 2,696 2,723 3,688 3,725 Warrants Issued 3,252 3,285 240 242 HOA Presentations 324 324 312 315 Children participating in “I Choose to Follow the Rules” or

“Consequences” 1650 1,667 1728 1758 Calls for Service originating or handled at the Mini Station 78 110 66 67 HOA presentations on current crimes and crime trends 324 330 312 315

77

GENERAL FUND


POLICE - ADMINISTRATION 101-13-120

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget




51004 OVERTIME 17,824 12,000 12,000 15,000 19,714

51101 PART TIME: 20-29 HOURS -







51305 RETIREMENT 36,211 66,824 66,824 53,323 64,665

51306 WORKERS COMPENSATION 6,857 5,430 5,405 5,356 4,701

51999 CONTRA GRANT PERSONNEL COSTS (52,316) (80,329) (80,329) (80,329) (61,214)

TOTAL PERSONNEL 835,038 935,282 913,749 861,646 930,905

52001 OFFICE SUPPLIES 5,639 4,500 4,500 3,306 4,500

52002 MEALS & DRINKS 3,104 2,500 2,500 1,440 2,905

52003 WEARING APPAREL 4,070 6,500 6,500 5,712 6,300



52006 POSTAGE 1,079 600 600 838 600

52008 IDENTIFICATION SUPPLY/FIL -

52009 OTHER/MISC -

52011 FIREARMS 9,600 30,000 51,790 21,720 30,000

52014 COMPUTER EQUIP RENTAL FEE 5,529 6,400 6,400 6,400 -

52015 FLEET RENTAL FEE 17,091 27,838 27,838 27,838 27,838

52016 CENTRAL GARAGE ALLOC 20,359


52019 DONATION PURCHASES 1,555 -

52027 FED GRANT EXP-TASERS -

52031 STATE GR-AUTO BURG/THEFT - 60,781 60,781

52032 FED GRANT EXP-IP CAMERAS -

52071 FED GR EXP-PANORAMIC CAM -



53002 INSURANCE 51,387 58,867 58,867 61,307 64,264


53005 SERVICE AGREEMENTS/REPAIR -


53008 TELEPHONE -



53064 STORE FRONT OPERATIONS 17,038 18,200 22,852 22,852 22,852


54001 PRINTING & PUBLICATIONS 2,711 2,000 2,000 2,155 2,000 54002 DUES & SUBSCRIPTIONS 1,625 3,000 3,060 2,634 3,000

54003 TRAINING & TRAVEL 18,674 19,500 19,500 12,029 22,500

78

GENERAL FUND



54006 OTHER EXPENSES 4,500

54027 LEOSE TRAINING 6,633 6,633 6,846 6,846

54028 POLICE SEMINAR EXPENSES 611 5,000 5,000 5,000 5,000

54029 SPECIAL INVESTIGATION 1,500 -




79


DIVISION: CODE ENFORCEMENT FUND NUMBER: 101-13-122


Under the Administrative Captain in the Police Department, the Code Enforcement Supervisor directly

supervises the Code Enforcement Division. The Code Enforcement Division provides information to the

public, responds to public requests for assistance and identifies and seeks corrections of code violations.

Inspectors in the Code Enforcement Division pro-actively enforce the zoning, nuisance, and housing codes,

and inspect sign construction. They work closely with residential and commercial Home Owner’s Associations

and Property Owner’s Associations to achieve quality maintenance standards for residential and commercial

properties.

Administrative Captain*

Code Inspector II (2)Code Inspector III

Code Enforcement Supervisor*

Code Inspector I (2) CDBG Code Inspector I


*Administrative Captain is included in the Police Administration budget.

81



STRATEGIC


1,3,4

1,34

Continue meeting each month with HOA representatives from the HOA’s to address

potential violations and to discuss Code Enforcement activities within the

neighborhood.

Continue to educate citizens on SeeClickFix to report code violations.

Create a database and establish a baseline of property conditions within the City and

utilize the information to provide increased enforcement activity to prevent the

deterioration of the condition of properties by the 3rd Quarter.

1,3,4

Increase the awareness of Code Enforcement activities to the community through four

new informational clips to run on MCTV by the 4th Quarter.

1,3,4 Develop educational pamphlets to educate citizens about common Code Enforcement

violations and reasonable methods to abate the violations.

1,3,4

Provide employees with training opportunities to insure knowledge and skills to

provide optimum customer service.

1,3,4

Continue utilization of the Location Advisory Committee to coordinate Police, Fire and

Code Enforcement information and activities to resolve enforcement problems.

1,2,4

Schedule regular inspections of commercial locations to promote proper maintenance

and pleasing appearance of the commercial areas.

1,3,4 Develop a Community Resource Team to assist with code enforcement.

PERSONNEL SCHEDULE

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Salary

Grade

Code Supervisor 1 1 1 1 22

Inspector III 1 1 1 1 13

Inspector II 2 2 2 2 12

Inspector I

CDBG Inspector I

2

0

2

1

2

1

2

1

10

10

Total Full Time Employees 6 7 7 7

82




FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Investigation of individual code complaints within 24 hours 82% 95% 96% 95%

Lots mowed by City contractor

23 36 28 44

ACTIVITY MEASURES

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Code enforcement inspections 8214 9,500 1900 2550

Number of citations filed in Municipal Court 733 1,200 1266 1518

Number of code violations cases abated 8679 4,000 1220 1540

Signs removed from ROW 2664 1,400 356 500

Junk Vehicles 163 200 170 204

Tree limbs 906 1,200 254 306

Weeds/high grass 306 500 232 275

Trash can violations 766 900 256 306

Residential Rental Permits 541 1,200 1070 1110

Attendance at HOA meetings 34 40 36 48

83

GENERAL FUND


POLICE - CODE ENFORCEMENT 101-13-122

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 153 -

51004 OVERTIME 400 7,500 7,500 4,060 3,800

51102 PART TIME:LESS THAN 20 HR -

51201 CAR-CLOTHING ALLOWANCE - -





51304 PRORATED HEALTH/DENT/VIS - -

51305 RETIREMENT 12,354 25,061 25,061 15,399 25,381


TOTAL PERSONNEL 301,434 385,589 385,589 339,353 389,220

52001 OFFICE SUPPLIES 2,500 2,000 2,000 2,328 2,000

52002 MEALS & DRINKS - -

52003 WEARING APPAREL 242 4,000 4,000 2,863 3,500

52004 MINOR TOOLS & EQUIPMENT 157 4,000 4,000 5,142 12,500

52005 EDUC, TRAINING & SUPPLIES - 2,500 2,500 2,000 2,500

52006 POSTAGE 2,905 2,500 2,500 600 1,100

52008 IDENTIFICATION SUPPLY/FIL - 650 650 650 650

52013 JANITORIAL SUPPLIES - -


52015 FLEET RENTAL FEE 10,839 16,483 16,483 16,483 16,483





53002 INSURANCE 1,212 1,060 1,060 1,194 213

53004 SPECIAL SERVICES & LEGAL 4,557 4,800 4,800 540 4,800


53006 RADIO REPAIR/MAINTENANCE - 100 100 100 100

53007 CONFERENCE EXPENSE - 1,800 1,800 1,800 1,800

53008 TELEPHONE - -



53040 SUB-STANDARD STRUCTURES 5,770 14,700 14,749 4,600 14,715


54001 PRINTING & PUBLICATIONS 495 700 700 960 1,200


54003 TRAINING & TRAVEL 1,904 5,500 5,500 1,500 5,500

54005 VEHICLE ALLOWANCE - MILEAGE 48 -


75006 VEHICLES - - - - 23,310

TOTAL CAPITAL OUTLAY - - - - 23,310


84

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: SUPPORT SERVICES FUND NUMBER: 101-13-124

DESCRIPTION OF DIVISIONAL OPERATIONS The Support Services Division consists of a Records Section and a Telecommunications Section, all of which are under the daily supervision of a Captain who reports to the Administrative Assistant Police Chief. The Records staff consists of four Records Technicians and one Records Supervisor, who report to the division Captain. This division is responsible for completing and maintaining all accident reports, offense reports and other police records and information. In addition, a Records Technician also performs receptionist duties for the police and fire department during normal business hours and answers non-emergency calls during business hours. This section also reviews, interprets, and provides statistical data for interested parties, including all police divisions and the Office of the Chief of Police. The Communication staff consists of fourteen telecommunication officers and three telecommunications supervisors who report to the Radio Systems Manager. This division provides twenty-four hour services to fire and police. It handles the police/fire computers, dispatch, and the 9-1-1 system. This division is also charged with the responsibility of staff and officer/employee paging, coordinating and communicating with other host computers such as DPS-Austin, FBI-Washington, Harris County Sheriff’s office, and the Fort Bend County Sheriff’s office. They assist as required regarding prisoner processing and provide assistance to officers when necessary after business hours.

Police Chief *

Assistant Police Chief - Administration *

RecordsTechnician (4)

Records Supervisor

Communications Officers (14)

Communications Supervisor (3)

Captain

Radio Systems Manager **

Part-Time Communications

Officer


*Police Chief and Assistant Police Chiefs are included in Police Administration Divisional Budget. ** Radio Systems Manager is included in the Special Revenue Radio Communications Fund.

85

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: SUPPORT SERVICES FUND NUMBER: 101-13-124 STRATEGIC


1,4 1,4

Provide accurate UCR coding, training and policy as needed. Achieve 100% staffing in the communications center.

4 Record, disseminate and preserve all offense, accident and arrest reports generated by the Police Department and Fire Marshal’s Office.

4 Complete operational directives for the division. 4 Assist the Municipal Court and police officers in the maintenance of the city jail

and assist the judge in bonding prisoners with the use of jailers/bailiffs. 1 1

1,3

4

4 4

Lower ISO rating by adding additional TCO’s. Participate in the Prescription Drug Take Back Day as an official collection

site. Increase the security of the Public Safety Headquarters to ensure our continued

compliance with CJIS (Criminal Justice Information System) regulations. These security upgrades may include monitoring external and internal doors, and upgrading the current audio and recording systems. (NICE)

Monitor the OSSI software for potential upgrades. Conduct monthly COMPSTAT meetings with police supervisors from every

level of the organization.


ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

SalaryGrade

Captain 1 1 1 1 P6 Communications Supervisor 3 3 3 3 TCSRecords Supervisor 1 1 1 1 14Communications Officers 14 14 14 14 TCORecords Technician 4 4 4 4 5

Total Full-Time Employees 23 23 23 23 23 Part-Time Communication Officers 0 0 0 1 Total Part-Time Employees 0 0 0 1

86

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: SUPPORT SERVICES FUND NUMBER: 101-13-124


ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Dispatch all priority one emergency calls within one minute of

call finish. *Due to low staffing levels the dispatch center often times operates with two TCO’s contributing to this decrease.

99% 99% 88% 95%

Process and submission of all accident reports within 24 hours after report is submitted. *An increase in the number of accidents has contributed to a decreased in this performance indicator.

95% 95% 90% 90%

Achieve 100% staffing in the Communications Center

95% 95% 95% 95%

Process all offense reports submitted to the Records Division on a daily basis. *An estimated 20% increase in reported crimes while not adding any additional records staff has created a decline in this performance indicator.

95% 90% 90% 90%

Submit UCR reports to the State within (14) days following the end of the month.

99% 99% 99% 99%

Run weekly quality assurance reports identifying officers and supervisors with delinquent reports.

99% 99% 99% 99%

ACTIVITY MEASURES

FY 2014Actual

FY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Dispatched Police Calls for Service *The police department implemented new reporting software

(OSSI) which captures each officer’s actions as a new CAD event. Traffic stops, field contacts, and security checks are now captured as a call for service. This provides a more accurate representation of the officer’s activities.

104,504

113,515

115,628

116,784

Dispatched Fire Calls for Service 5,275 5,155 5,946 6,005 Cases Processed (Reported Crimes)

*To include the process of properly coding all offense reports submitted by officers, detectives and arson investigators.

3,054

3,319

4,022

4,062

Cases Processed (Accidents) 998 1,040 1,132 1,143 Cases Processed (Arrest Reports) 1,653 1,664 1,840 1,858

87

GENERAL FUND


POLICE - SUPPORT SERVICES 101-13-124

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget

51001 REGULAR SALARIES 874,505 913,125 913,125 1,107,587 1,012,998



51004 OVERTIME 112,075 120,000 120,000 120,000 128,975

51101 PART TIME: 20-29 HOURS - 19,980

51102 PART TIME:LESS THAN 20 HR 34 - - 15,380 19,980

51201 CAR-CLOTHING ALLOWANCE 414 450 450 465 450

51202 CELL PHONE ALLOWANCE 713 756 756 799 756




51304 PRORATED HEALTH/DENT/VIS 193 - 449

51305 RETIREMENT 52,891 94,765 94,765 80,800 108,232

51306 WORKERS COMPENSATION 2,328 1,175 1,200 1,918 935

51999 CONTRA GRANT PERSONNEL COSTS -

TOTAL PERSONNEL 1,309,216 1,445,211 1,466,744 1,638,611 1,596,263

52001 OFFICE SUPPLIES 3,207 3,500 3,461 4,350 3,000

52002 MEALS & DRINKS 375 250 226 226 226

52003 WEARING APPAREL 5,338 4,760 4,760 4,760 4,760


52005 EDUC, TRAINING & SUPPLIES -

52006 POSTAGE 827 800 800 800 800

52009 OTHER/MISC 24 24

52013 JANITORIAL SUPPLIES 495 61 106


52015 FLEET RENTAL FEE 1,931 2,150 2,150 2,150 2,150

52016 CENTRAL GARAGE ALLOC 751

52017 FUEL, OIL & LUBRICANTS 1,899 2,500 2,500 1,953 2,265 52073 CHEMICALS


53001 MINOR EQUIP MAINT/RPR & RNT 120 250 250 1,500 1,500

53002 INSURANCE 641 662 662 714 698


53005 SERVICE AGREEMENTS/REPAIR 18,564 16,100 16,100 16,100 16,100

53006 RADIO REPAIR/MAINTENANCE -

53008 TELEPHONE 25,363 18,253 18,253 38,190 38,190






54003 TRAINING & TRAVEL 12,285 10,000 10,126 10,126 10,000

54005 VEHICLE ALLOWANCE - MILEAGE - 163 163 163


75004 EQUIPMENT - 190,855 190,855 -

TOTAL CAPITAL OUTLAY - - 190,855 190,855 -


88

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: CRIMINAL INVESTIGATION DIVISION (CID) FUND NUMBER: 101-13-126


The Criminal Investigation Division operates under the supervision of the assigned Captain who reports to the Assistant Chief of Police over Operations. A Lieutenant and four Sergeants manage the daily operations of the division. The purpose of the Criminal Investigation Division is to conduct investigations of reported crimes against persons and/or property through the use of twelve detectives, three Criminalists, six Officers, and one Crimes Analyst. By doing so, each member is charged with the responsibility of preparing and completing an accurate documentation of information gathered for presentation to the County District Attorney for prosecution of the person(s) responsible, and ultimately bringing them to justice. The division has two specialized units. The Tri-City Special Crimes Unit (SCU), and The Burglary and Auto Theft Unit (BAT). The SCU unit targets areas with high crime rates and areas with unusual criminal activity. The BAT team focuses on crimes involving motor vehicles such as a burglary of motor vehicles and motor vehicle thefts. The division also consists of one officer assigned to the Fort Bend County Narcotics Task Force, and one officer assigned to the Harris County HIDTA Task Force. These officers investigate narcotics related complaints in an effort to disrupt and deter drug related crimes. The division frequently works with federal, state, and local law enforcement agencies in an effort to make Missouri City a Great Place to Live: Safe, Beautiful, and Active.

Police Chief *

Assistant Police Chief - Operations *

Captain

Sergeant

Detective (5)

Criminalist (3) Special Crimes Officer (2)

Sergeant Sergeant

BAT Team Detective (2)

BAT Team Officer (2)

Lieutenant

Sergeant

Detective (5)

Crimes Analyst

Narcotics Officer

HIDTA Officer


*Police Chief and Assistant Police Chief are included in Police Administration Divisional Budget

89

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: CRIMINAL INVESTIGATION DIVISION (CID) FUND NUMBER: 101-13-126

STRATEGIC GOAL 2019


1,2

· Achieve a clearance rate on all Part I offenses, i.e. murder, rape, robbery, aggravated assaults, burglary, larceny and auto theft, above the Texas average of 20%. MCPD 2014 Part 1 clearance rate is 28%.

2,4 · Maintain a secure evidence/property room and conduct monthly audits accounting for 100% of received and stored property. Ensure property is continually “purged” abiding by Federal and State guidelines to eliminate overcrowding and the possible need for additional storage space.

2,4 · Attempt to serve criminal warrants within 48 hours to improve crime clearance rates.

1,2,4 · Work with our Federal, State, and local jurisdictions to facilitate the criminal investigative process. Continue monthly regional criminal investigation division meetings to share criminal intelligence and participate in multi-jurisdictional narcotics and special crimes task forces.

1,2,4 · Assign a minimum of one cold case to each investigator per year to review and determine if any new leads or advances in forensic technology have been developed to assist in clearing a case.

1,4 · Maintain and update weekly MCPD “Most Wanted” posting on department website.3,4

· Train additional detectives in fraud and cybercrimes to improve investigative

capabilities. 1,2

· Contact all reporting parties within 48 hours after receiving offense report.

PERSONNEL SCHEDULE

FY 2014

ActualFY 2015

BudgetFY 2015Estimate

FY 2016Budget

SalaryGrade

Captain 1 1 1 1 P6

Lieutenant 1 1 1 1 P5

Sergeant 2 4 4 4 P4

Detective 11 12 12 12 P3

Criminalist 3 3 3 3 P3

Police Officer 7 7 7 6 P2

Crimes Analyst 0 0 0 1 11

Total Full-/Time Employees 25 28 28 28

90

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: POLICE FUNDING SOURCE: GENERAL FUND DIVISION: CRIMINAL INVESTIGATION DIVISION (CID) FUND NUMBER: 101-13-126


FY 2014

ActualFY 2015


FY 2016Budget

Maintain a clearance rate of Part I crimes, i.e. murder, rape,

robbery, aggravated assaults, burglary, larceny, and auto theft above the Texas average. Missouri City (28%) Texas (20%).

100% 100% 100% 100%

Complete 20 hours of specialized training annually for each person assigned to the division to aid in their investigative technique/processes.

100% 100% 100% 100%

Conduct eleven (11) monthly audits and one (1) annual inventory of all evidence in the property room. 100% 100% 100% 100%

Average less than 20 open cases per month per detective annually.

87% 80% 91% 80%

ACTIVITY MEASURES

FY 2014

ActualFY 2015


FY 2016Budget

Reported Cases 3,054 3,319 4,022 4,062

Assigned Cases 3,110 2,036 3,880 3,918

Cases Cleared 470 626 332 338

Not an Offense 231 274 910 N/A Unfounded 26 33 134 N/A

Other Jurisdiction 181 214 234 N/A

Suspended 1,312 1,416 1,822 N/A

Open 291 396 234 236

Arrest – Patrol/CID 1653 1,664 1840 1858

Property Items Processed 2,932 2,961 3,688 3,724

Property Items Purged N/A N/A N/A 1,500

91

GENERAL FUND


POLICE - C.I.D. 101-13-126

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget

51001 REGULAR SALARIES 1,591,361 1,650,132 1,650,132 1,701,198 1,926,904



51004 OVERTIME 101,463 95,000 95,000 95,000 214,695






51305 RETIREMENT 94,592 162,219 162,219 131,974 167,790



TOTAL PERSONNEL 2,166,877 2,274,312 2,274,312 2,267,867 2,728,820

52001 OFFICE SUPPLIES 5,577 5,079 5,079 5,000 5,657

52002 MEALS & DRINKS 588 500 500 700 750

52003 WEARING APPAREL 16,273 19,823 19,823 16,023 19,360


52006 POSTAGE 876 1,000 1,000 1,000 1,000

52008 IDENTIFICATION SUPPLY/FIL 8,564 6,214 6,214 6,214 7,000

52009 OTHER/MISC 1,826 1,000 1,000 1,000 1,000


52015 FLEET RENTAL FEE 31,081 38,511 38,511 38,511 40,723





53002 INSURANCE 1,948 1,084 1,084 1,148 1,169


53008 TELEPHONE 3,353 4,704 4,704 3,348 3,515




54001 PRINTING & PUBLICATIONS 1,359 1,000 1,000 1,000 500

54002 DUES & SUBSCRIPTIONS 925 800 800 1,300 1,300

54003 TRAINING & TRAVEL 22,991 25,000 25,000 25,900 25,900

54005 VEHICLE ALLOWANCE - MILEAGE (23) 100 100 100 100

54029 SPECIAL INVESTIGATION 3,549 8,000 8,000 5,000 5,000

54030 PHYSICAL EXAMS 5,577 8,000 8,143 8,143 8,200




92

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PATROL FUND NUMBER: 101-13-128


The Missouri City Police Department (MCPD) Patrol Division is under the supervision of a captain. Other supervisors include a patrol lieutenant and two sergeants assigned to each shift, a sergeant assigned to the traffic unit and a Detention Supervisor for a total of twelve (12) supervisors. There are forty-seven (47) officers assigned to the patrol division that also staffs the following specialized units: Traffic Unit Motorcycle Unit Bike Patrol Unit Dive Team K-9 All-Terrain Vehicle (ATV Unit) Special Weapons & Tactical (SWAT) Unit Hostage Negotiations Unit (HNU) Traffic/Commercial Vehicle Enforcement Home Owners Association (HOA) Program

MCPD Specialized Units are used to respond to emergencies, staff special events, community policing/public relations, crime deterrence, and enforcement. The SWAT unit actively participates and provides managers for the East Fort Bend County Regional SWAT Team. Patrol also employs one full-time Detention Officer and four (4) part-time Detention Officers. The Patrol Division works closely with other city departments; e.g. Public Works, Administration, Legal, and Parks and Recreation, to ensure a coordinated and informed effort on projects and tasks.

Lieutenant

Sergeant (2)Sergeant (2)

Police Chief *

Assistant Police Chief - Operations *

Captain

Lieutenant

Patrol (15)Patrol Officer (18)

Sergeant (3)

Detention Officer Supervisor

Patrol Officer (15)

K-9 Officer (1)Motorcycle Officer

(4)

Lieutenant

Detention Officer (4)

Total Full-Time Employees = 69 *Police Chief and Assistant Police Chief are included in Police Administration Divisional Budget.

93

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: POLICE



STRATEGIC


1 Deter and detect criminal activity by striving to have the officers provide

proactive preventive and directed patrols at least 50 percent of the time. This is time that the officer is not obligated to other duties.

1 Reduce vehicle accidents city wide by 5 percent through directed traffic enforcement based on statistical data obtained from ATAC Raids. This will be accomplished through education, high visibility and enforcement actions.

1 Acquire more proactive patrol time by increasing the officer’s time on the street by improving in-car video download times via collaboration with Technology and Innovations.

1,4 Continue to practice Community Oriented Policing through bike patrols. These patrols are directed at areas obtained or identified from ATAC Raids. Additional patrols are conducted focusing on commercial areas around holidays. These are typically high crime times.

1,4 Ensure patrol officers assist the police department’s Community Liaison Officer with the “I Choose to Follow the Rules” and “Consequences” program throughout the year.

1,4

Continue Police Department HOA Liaison program and solicit “Crime Watch” volunteers to increase the number of “Crime Watch” programs from 8 to 12.

PERSONNEL SCHEDULE

FY 2014

ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

SalaryGrade

Captain 1 1 1 1 P6Lieutenant 3 3 3 3 P5Sergeant 8 7 7 7 P4Police Officer 50 48 48 49 P2Traffic Officers 3 4 4 4 P2Detention Officer Supervisor 1 1 1 1 11Detention Officer 0 0 0 4 9 Total Full Time Employees 66 64 64 69 Part-Time Detention Officer 0 4 4 0 Total Part-Time Employees 0 4 4 0

94

============================ FY 2016 ANNUAL BUDGET ================================





FY 2014

ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Respond, on average, to all non-emergency calls in fifteen

(15) minutes or less.

91% 95% 92% 95%

Respond, on average, to all emergency calls (priority 1) in three (3) minutes or less.

50% 50% 53% 95%

Distribute 4000 auto burglary prevention report cards 90% 90% 90% 90% Dedicate three (3) percent of patrol officers’ work time to

traffic contacts. Conduct at least 25,000 traffic contacts throughout the

year.

N/A 79%

N/A 95%

N/A 80%

N/A 90%

Dedicate fifty (50) percent of patrol officers’ work time to preventive proactive patrol in neighborhoods and commercial districts.

25% N/A N/A N/A

Conduct 30,000 premise checks within the year. 90% 95% 90% 95% Reduce Motor Vehicle Collisions through Proactive

Traffic Enforcement of moving violations and education by 5% utilizing the newly formed Motorcycle Unit.

N/A 50% 0% 50%

ACTIVITY MEASURES

FY 2014

ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Calls For Service 104,504 113,515 115,628 116,784 Accidents Investigated 998 1,040 1,132 1,143 Citations 9,557 10,247 11,328 11,441 Arrests 1,498 1,664 1,648 1,664 Alarms 5,471 5,348 5,584 5,640

95

GENERAL FUND


POLICE - PATROL 101-13-128

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 118,239 56,000 56,000 113,000 70,000

51004 OVERTIME 220,389 232,621 232,621 197,200 411,272

51102 PART TIME:LESS THAN 20 HR 40,560 40,560 21,539 51,948

51201 CAR-CLOTHING ALLOWANCE 1,020 900 900 707 900





51304 PRORATED HEALTH/DENT/VIS 1,335 - 1,200

51305 RETIREMENT 194,824 333,777 333,777 287,962 326,445


51999 CONTRA GRANT PERSONNEL COSTS (235,935) (38,471) (38,471) (125,232)

TOTAL PERSONNEL 4,544,737 5,020,733 5,020,733 5,069,466 6,010,639

52001 OFFICE SUPPLIES 8,386 4,000 4,000 4,000 4,000

52002 MEALS & DRINKS 4,583 400 400 400 400

52003 WEARING APPAREL 62,295 64,056 69,807 69,807 63,681



52006 POSTAGE 164 500 500 500 500 52007 BLDG MAT'L/SUPPLIES & REPAIRS - 59

52008 IDENTIFICATION SUPPLY/FIL 588 2,000 2,000 2,000 2,000

52009 OTHER/MISC 595 - 113

52011 FIREARMS 13,810 2,500 16,801 16,801 20,000


52015 FLEET RENTAL FEE 250,100 346,233 346,233 346,233 339,733



52020 RADIO SYS INDIRECT COSTS -

52021 JAIL MEDICAL 640 2,500 2,500 2,500 1,500

52022 K-9 UNIT 5,331 2,000 2,000 2,000 10,000

52023 JAIL SUPPLIES 1,304 1,000 1,000 1,000 1,000

52024 JAIL FOOD 2,032 4,000 4,000 4,000 4,000

TOTAL COMMODITIES 1,024,736 863,679 886,372 856,094 841,032

53001 MINOR EQUIP MAINT/RPR & RNT 3,409 4,000 4,000 4,000 4,000

53002 INSURANCE 7,683 2,694 2,694 2,817 2,709

53004 SPECIAL SERVICES & LEGAL 625 - 7,500

53005 SERVICE AGREEMENTS/REPAIR 275 6,550 6,550 6,550 3,500

53006 RADIO REPAIR/MAINTENANCE 713 -

53008 TELEPHONE 329 345 345 345 345






54003 TRAINING & TRAVEL 56,552 46,360 46,560 46,560 53,660

54004 EDUCATIONAL REIMBURSEMENT 480 - -

54030 PHYSICAL EXAMS (681)


75006 VEHICLES 229,985

96

GENERAL FUND


77007 OTHER / MISCELLANEOUS - - -

TOTAL CAPITAL OUTLAY 229,985 - - - -


97

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENTAL VISION STATEMENT FIRE AND RESCUE SERVICES

Exceptional customer service through the delivery of fire prevention, fire & medical response, and emergency preparedness that provides for a safe community and a high quality of life.


To preserve life and property, promote a safe community and quality of life

Fire Administration

Fire Prevention

Fire Training/Education

Fire Operations

99

============================ FY 2016 ANNUAL BUDGET ================================



Placed peak-time squad unit in service, saving the City approximately $80,650 for the year. The squad

is housed out of Fire Station 1 and responds to medical and other calls, thereby alleviating the Quint fire apparatus from responding to these incidents.

Conducted citizen community focus group meetings to receive citizen input, aiding the department’s strategic plan development.

Researched benchmarking and performance measures for fire departments and developed new measures to monitor. Missouri City’s performance was benchmarked with three similar fire departments in the City’s market. Finally a benchmarking report was created as shared.

With the assistance of several City Departments, negotiated the terms for the operations of Fire Station 5 and developed a contract agreement.

Hired and trained the staff necessary to open Fire Station 5. Completed the strategic planning process for the department, providing a 5 year plan. Hosted a stakeholder meeting to facilitate the fire code adoption process. Adopted the 2015 International Fire Code and revised the schedule of fees Completed the Advantage Process with the department and created the FD playbook; the focus point

for the department leadership team during the year. Successfully completed a Texas Commission on Fire Protection Compliance Inspection. Placed a new Quint fire apparatus in service in Fire Station 2, located on McClain Blvd, and moved the

Fire Engine from Station 2 to Fire Station 3 on Texas Parkway. Changed the Fire Inspector’s schedule to facilitate productivity and provide services to contractors and

other customers. Submitted an Assistance for Firefighter Grant application to upgrade the department’s self-contained

breathing apparatus (SCBA) used by firefighters in dangerous atmospheres. Developed and issued standardized Battalion Chief Expectations. Redistributed on-going departmental programs, assigning them to specific shifts, to ensure consistency

and balance the work load. Utilized cost-benefit analysis to evaluate the Knox Key System. Based on the analysis, the program

was modified and policy was updated. Established a process for the vendor to inventory and stock janitorial supplies at the fire stations,

reducing the workload and ensuring timely delivery. Conducted a Community Risk Assessment and created pre-fire plans. These systems are used to

develop fire department response plans. Coordinated a virtual emergency management exercise for the Police, Fire, Communications

Departments, a local school, and hospital. The exercise was conducted by the Emergency Management Institute’s (EMI’s) Virtual Tabletop Exercise (VTTX) program, leveraging technology to share best practices with jurisdictions across the US.

Conducted an Emergency Management Exercise in conjunction with Fort Bend County for City Employees to assist staff in preparing to respond to the aftermath of a hurricane event.

Purchased new computer and projection equipment to sustain the Emergency Operations Center (EOC) through an Urban Area Security Initiative Grant award.

Through the services of a consultant, developed a plan to improve the Insurance Service Organization (ISO) rating for Missouri City.

Through the services of a facilitator, met with community leaders of the various diverse communities within Missouri City to develop communications between the department and these citizens.

Delivered Advanced Cardiac Life Support and Pediatric Advance Life Support classes for 25 department paramedics.

Training Chief earned credentials from International Society of Fire Service Instructors to deliver Principles of Modern Fire Attack to the department during Spring of 2015.

100

============================ FY 2016 ANNUAL BUDGET ================================


Evaluated the Blue Card Incident Commander certification program for future use of training of fire commanders

Redesigned the Work Capacity Test physical fitness evaluation tool to improve program. Hosted a Fire Officer III & IV Certification class Conducted an educational seminar on Environmental Crimes for community businesses. Coordinated and facilitated fire extinguisher training for over 100 employees of a Missouri City

business. One fire inspector completed the Police Department Field Training program to meet standards for law

enforcement personnel. All Prevention Staff members completed GLOCK armorer certification course to provide high level of

maintenance and care of city issued fire arms of the Division. Fire Marshal completed the Fort Bend Leadership Forum program. Fire Prevention Division had presence throughout the major shopping holidays in all the large retail

stores. Training Division developed and implemented an annual Driver/Operator training program. Implemented a program that uses technology to deliver training materials to the Department, thereby

reducing the use of paper forms. Fire Prevention Division complete the next phase of high hazard inspections, including industrial and

restaurant with over 50 persons. The fire inspectors completed on-going code review tests during FY 2015 to verify and increase their

knowledge of the fire code.

101

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: FIRE & RESCUE SERVICES FUNDING SOURCE: GENERAL FUND


The Missouri City Fire & Rescue Services Department emphasizes providing effective and efficient services to the citizens of Missouri City. The organization is divided into four divisions: Administration, Fire Prevention Division, Training, and Operations. Along with fire and emergency medical response, the department is charged with the emergency management functions for the city. The mission of the Missouri City Fire & Rescue Services is to prevent and mitigate emergencies for the citizens and visitors of Missouri City through dedicated professionals, bound by integrity, using technology and innovation. STRATEGIC


1, 2 Seek City Council Direction to form a Citizen’s Fire Department Advisory

committee by the end of FY 2016. If approved, the committee would provide input to the department on the level of fire services provided based on the ISO improvement plan.

1 In coordination with Public Works, secure a site for the future fire station 6 by the

end of FY 2016.

1 Coordinate the ISO re-grading progress for the City fire protection services by March 1, 2016.

102

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ADMINISTRATION FUND NUMBER: 101-14-130 DESCRIPTION OF DIVISIONAL OPERATIONS

The Administration Division includes the Fire Chief, Division Chief of Emergency Preparedness, and the Administrative Assistant. Responsibilities of the Division include planning and managing the department, including emergency responses, fire prevention efforts, training activities, emergency management activities and maintaining accurate records. The division also schedules public relation events, coordinates operations with neighboring fire departments, Regional Task Forces, and Fort Bend EMS. Missouri City Fire & Rescue Services performs the emergency management function of the city as designated by the Mayor. The Division Chief of Emergency Preparedness is the Emergency Management Coordinator for the City and is responsible for the planning, preparation, and reduction of the impact of any type of disaster that could strike the City. Additionally, as a joint resolution city in the Fort Bend County Emergency Management Plan, the Fire Chief is responsible for coordinating activities with Fort Bend County Office of Emergency Management. Each of the City’s departments has been assigned particular responsibilities through the Emergency Operations Plan and would act according to the plan if the City experienced any disaster. The City periodically performs different types of emergency response exercises in order to meet the State and Federal guidelines and measure the preparedness level of all departments.

Fire Chief

Office Manager Emergency Management Coordinator

Total Full Time Employees = 3

103

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ADMINISTRATION FUND NUMBER: 101-14-130 STRATEGIC GOAL 2019 DIVISIONAL OBJECTIVES

1,2 Seek City Council Direction to form a Citizen’s Fire Department Advisory

committee by the end of FY 2016. If approved, the committee would provide input to the department on the level of fire services provided based on the ISO improvement plan.

1 Coordinate the ISO re-grading progress for the City fire protection services

by March 1, 2016.

4 Conduct an emergency management exercise for City staff assigned to the Emergency Operations Center (EOC) by end of FY 2016.

4 Implement the City’s National Incident Management System (NIMS) Continuing

Education Plan by providing/facilitating training for Incident Management Team members at least twice during FY 2016.

4 In coordination with Leadership Team, develop and disseminate written Standard

Operating Procedures for Emergencies for City staff by October 1, 2015.

4 By the end of FY 2016, formulate processes to facilitate the communication flow across all levels of the Department.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Fire Chief 1 1 1 1 Uncl.Fire Marshal/Emergency Management Coordinator 1 1 1 1 F5Office Manager 1 1 1 1 10Total Full-Time Employees 3 3 3 3

104

============================ FY 2016 ANNUAL BUDGET ================================





FY 2014

Actual FY 2015


FY 2016 Budget

Complete planning activities for annual hurricane season,

such as Traffic Management Plan, Debris Management Plan, Points of Distribution Matrix, Emergency Supplies Checklist, and Feeding Plan by May 1. 70% 90% 80% 80%

Compile monthly activity reports by the 12th of each month and submit to the appropriate State or Federal Agency. 100% 75% 95% 95%

Conduct 20 recruitment visits at fire academies and other locations. 40% 90% 80% 80%

ACTIVITY MEASURES

FY 2014

Actual FY 2015


FY 2016 Budget

Perform recruitment visits at academies and other locations. 8 18 20 20 Prepare invoices for service reimbursements to Fort Bend

County and the City of Arcola by the 10th of each month. 12 10 12 12 Provide National Incident Management System (NIMS)

refresher training to employees. N/A 2 1 2 Conduct/facilitate an emergency management exercise for

city staff. N/A 1 1 1

105

GENERAL FUND


FIRE - ADMINISTRATION 101-14-130

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 942 - -

51004 OVERTIME 581 2,000 2,000 1,200 1,200

51101 PART TIME: 20-29 HOURS - -

51102 PART TIME:LESS THAN 20 HR - - 9,880 9,652





51305 RETIREMENT 13,137 22,803 22,803 18,977 22,796

51306 WORKERS COMPENSATION 2,185 322 322 1,576 1,397

TOTAL PERSONNEL 305,752 317,906 327,786 328,781 319,983

52001 OFFICE SUPPLIES 3,170 3,000 3,000 3,000 3,000

52002 MEALS & DRINKS 157 250 250 250 250

52003 WEARING APPAREL 2,881 1,700 4,664 4,664 1,700


52005 EDUC, TRAINING & SUPPLIES - - -

52006 POSTAGE 174 150 150 150 150


52015 FLEET RENTAL FEE 2,704 1,418 1,418 1,418 1,418



52019 DONATION PURCHASES 94 - -

52034 EOC SUPPLIES 3,841 4,500 4,500 4,500 4,500

52072 FED GR EXP-FEDGRANT-HLS-HANDHE - - -


53001 MINOR EQUIP MAINT/RPR & RNT - -

53002 INSURANCE 883 1,026 1,026 1,067 1,097

53004 SPECIAL SERVICES & LEGAL 265 16,515 17,015 17,015 27,720

53009 BLDG MAINTENANCE ALLOC 14,879 -

53012 COMPUTER SERVICES ALLOC 184,878 -








106

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PREVENTION FUND NUMBER: 101-14-132


The Fire Prevention Division is under the direction of the Fire Marshal, who reports directly to the Fire Chief. The division is responsible for conducting plan reviews of all new commercial construction projects. This division is an integral part of the city’s development team and participates in all appropriate meetings and other activities that provide the citizens with one stop permitting and coordination for new construction. The division conducts field inspections of all new commercial construction, processes and reviews all applications for fire permits as directed by the fire codes. In addition, the division is charged with conducting on-site fire inspections of all existing non-residential occupancies to ensure compliance with local code and take appropriate enforcement measures to correct unsafe conditions. The division also receives and responds to citizen complaints and takes action to resolve these complaints within a reasonable time. Another responsibility of the division is the investigation of every undetermined or incendiary fire occurring within the city. The division’s arson investigators, through final disposition of arrest and prosecution, investigate fires of criminal origin. The division is responsible for the investigation of all hazardous material incidents of spills, dumping or illegal use. Additionally, the division is responsible for the investigation of all illegal burning operations, fireworks violations, and juvenile fire setter activities. The division also conducts fire department prospective employee background and personal history investigations and administrative investigations when so directed by the Fire Chief.

Total Full Time Employees = 4 *Fire Chief is included in Fire Administration Budget

107

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PREVENTION FUND NUMBER: 101-14-132 STRATEGIC


3 Continue inspections on existing high-hazard occupancies to reduce the potential

for a large loss fire or large loss of life incident. These inspections would further protect neighboring business from collateral damage that would result from such an incident. The Fire Prevention Division will beginning the 3rd year of high-hazard inspections, which will restart the process for bi-annual inspections of the identified existing businesses in FY2016. This will include 7 dry cleaning plants, 15 automotive repair facilities, and 13 large box retail establishments to receive the initial bi-annual inspection.

4 In cooperation with the Technology & Innovation department, continue the

development of a functional electronic field reporting system to increase staff efficiency and records management. This field reporting system shall be capable of field signature capture and report generation. This system should be operational by January 5, 2016.

5

4

In order to facilitate the continued progression of development projects, the Fire Prevention Division will complete 95% of building and fire plan reviews within ten (10) business days for initial submittals and within five (5) business days for re-submittals.

Develop Fire Prevention Inspector’s code knowledge and ensure consistent enforcement of the newly adopted 2015 ICC code family. This development will be facilitated through an initial Fire Marshal led training over the model code and City amendments in FY2015. This training will be followed with quarterly testing via a written or practical test in FY2016 to ensure consistent interpretation and enforcement; this testing will indicate areas for further training and ultimately develop a division for optimum performance.

PERSONNEL SCHEDULE

FY 2014

Actual FY 2015


FY 2016 Budget

SalaryGrade

Fire Marshal 1 1 1 1 F5Sr. Fire Inspector 2 2 2 2 F3Fire Inspector 1 1 1 1 F2Total Full-Time Employees 4 4 4 4

108

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PREVENTION FUND NUMBER: 101-14-132


FY 2014Actual

FY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Inspect all new commercial establishments prior to Certificate

of Occupancy. 95% 98% 96% 98%

Provide (1) major fire safety information program to the elementary school children located in Missouri City. (Fire House Clown program)

60% 75% N/A N/A

Inspect existing non-licensed commercial occupancies on a biennial basis. 15% 25% 25% 25%

Complete 15 hours of investigative training annually for all investigators assigned to the division to aid in investigative technique/processes.

50% 85% 75% 85%

Provide fire safety education to elementary school children in Missouri City.

N/A N/A 10% 25%

ACTIVITY MEASURES

FY 2014

ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Site inspections and contacts 918 800 1115 1050 Public Education Presentations numbers in attendance total 5,948 6,000 570 600

Adult 507 500 120 100 Children 5,441 5,500 450 500 Plat review 27 20 10 15 Permits 216 200 149 150 Plan review 479 450 483 400 Development Meetings 231 200 315 285 Fires cause Investigations by Fire Marshal's office 18 15 20 15 Care facility complaint investigations 6 7 10 8

109

GENERAL FUND


FIRE - PREVENTION 101-14-132

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 683 - - 4,102

51004 OVERTIME 28,347 12,000 14,000 12,000 12,000


51301 LONG TERM DISABILITY 1,201 975 975 1,191 980



51305 RETIREMENT 17,467 26,118 26,118 22,524 26,243


TOTAL PERSONNEL 425,228 403,395 405,395 409,983 406,681

52001 OFFICE SUPPLIES 231 800 800 600 800

52002 MEALS & DRINKS (2) - -

52003 WEARING APPAREL 1,553 5,240 5,240 4,000 5,000

52004 MINOR TOOLS & EQUIPMENT 717 2,210 4,210 3,500 4,710

52005 EDUC, TRAINING & SUPPLIES 492 3,141 3,141 3,141 800

52006 POSTAGE 2 100 100 100 100

52008 IDENTIFICATION SUPPLY/FIL 190 500 500 500 600

52011 FIREARMS 3,631 3,200 3,200 3,200 3,200


52015 FLEET RENTAL FEE 9,100 10,929 10,929 10,929 10,929





53002 INSURANCE 450 553 553 572 736







54027 TCLEOSE TRAINING 912

54031 FIRE PREVENTION 2,344 3,750 1,750 5,301 5,750




110

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: FIRE FUNDING SOURCE: GENERAL FUND

DIVISION: TRAINING FUND NUMBER: 101-14-134

DESCRIPTION OF DIVISIONAL OPERATIONS Through the staff of a full-time Training Chief, a part-time clerk, and the assistance of the operations staff, the Training Division provides basic and advanced fire, rescue, emergency medical services, hazardous materials, and technical rescue training. The Training Division is also responsible for writing policies and procedures, course development, scheduling of in-service training, implementation & delivery of new programs as directed, career development planning, administration of promotional examinations and continued professional research. The Training Chief is also responsible for ensuring departmental compliance in accordance with both state and national standards as it pertains to training, health and safety. In support of the Operations Division, the Training Chief also serves as the department’s Health and Safety Officer.

Total Full Time Employees = 1 Part-Time Employees = 1

*Fire Chief is included in Fire Administration Budget.

*Assistant Fire Chief is included in Fire Operations Budget.

111

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: TRAINING FUND NUMBER: 101-14-134 STRATEGIC

GOAL 2019


4 Continue development and implementation of the annual Driver/Operator Training

Program by the end of FY 2016.

4 Implement direct delivery of EMS Training Programs by the end of FY2016.

4 Implement Supervisor Initial and Continuing Education Training by the end of FY 2016.

4 Implement a Job Competency Based Skills Assessment of Current Staff based on

MCFRS Standard Operating Guidelines, Federal and State Standards, and Fire Service Industry Best Practices by the end of FY 2016.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Training and Education Chief 1 1 1 1 F5Total Full-Time Employees 1 1 1 1 Part-Time Clerk 1 1 1 1 $12/hrTotal Part-Time Employees 1 1 1 1

112

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: TRAINING FUND NUMBER: 101-14-134


Actual FY 2015


FY 2016 Budget

Provide each officer a minimum of two (half-day minimum)

supervisory or management courses per year 50% 50% 40% 50% Meet the ISO recommended drills, multiple-company drills, and

night drills as outlined in the Fire Suppression Rating Schedule 50% 75% 50% 75% Meet the ISO recommended training for Driver/Operator and

New Driver/Operator training as outlined in the Fire Suppression Rating Schedule 80% 50% 50% 50%

Provide EMS training for each member to meet Texas Department of State Health Services requirements based on each firefighter’s certification level. 80% 50% N/A N/AEMT-Basic N/A N/A 80% 80%EMT-Intermediate N/A N/A 80% 80%EMT-Paramedic N/A N/A 50% 50%

Provide a minimum of 120 hours of recruit training for all new hires. 60% 75% 50% 75%

ACTIVITY MEASURES

FY 2014

Actual FY 2015


FY 2016 Budget

Process training class requests by personnel 130 300 164 200 Staff Fire Training hours (In-house) per yr. 3,413 2,000 1,676 1,800

Basic Firefighter N/A N/A 419 450Intermediate Firefighter N/A N/A 469 500Advanced Firefighter N/A N/A 469 500Master Firefighter N/A N/A 319 350

Outside Training hours 2,157 4,000 2,051 4,000 Company Level Training hours 3,967 8,000 4,085 5,000 EMS Training hours/per year 1,392 1,500 1,107 1,200 Avg. training hrs. per member per year (EMS & Fire) 171 246 139 188

113

GENERAL FUND


FIRE - TRAINING 101-14-134

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget








51305 RETIREMENT 4,682 8,065 8,065 6,668 8,070


TOTAL PERSONNEL 116,856 124,992 124,992 114,368 125,234

52001 OFFICE SUPPLIES 307 900 900 350 600

52002 MEALS & DRINKS 671 900 900 350 900

52003 WEARING APPAREL 766 3,301 3,301 900 847



52006 POSTAGE 43 100 100 100 100

52014 COMPUTER EQUIP RENTAL FEE 949 900 900 900 -

52015 FLEET RENTAL FEE 1,597 2,000 2,000 2,000 2,000

52016 CENTRAL GARAGE ALLOC 464 -

52017 FUEL, OIL & LUBRICANTS 432 1,800 1,800 700 812


53001 MINOR EQUIP MAINT/RPR & RNT - - -

53002 INSURANCE 189 231 231 239 275



TOTAL CONTRACTUAL SERVICES 34,872 231 231 239 275


54002 DUES & SUBSCRIPTIONS 900 900 900 1,100 900

54003 TRAINING & TRAVEL 90,615 124,929 125,508 100,000 107,500

54004 EDUCATIONAL REIMBURSEMENT - -

54005 VEHICLE ALLOWANCE - MILEAGE - - -

54006 OTHER EXPENSES - - -

54027 TCLEOSE TRAINING - 971 971 971

54030 PHYSICAL EXAMS - 30,000 30,000 30,000 36,740




114

============================ FY 2016 ANNUAL BUDGET ================================



The Assistant Fire Chief directs the Operations Division in which 3 Battalion Chiefs and the Training Chief report accordingly. The Assistant Chief also performs as the head of the fire department in the absence of the fire chief. The division operates five (5) fire stations, which are staffed with a minimum of one (1) Lieutenant/EMT, one Driver/Inspector and one Firefighter/EMT 365 days a year. One (1) Battalion Chief/EMT, serving as the Shift Commander, is on duty each shift. A minimum of 12 firefighters are assigned to each shift. The division provides the following services: fire suppression, basic and advanced level emergency medical care, rescue and extrication of trapped persons, vehicle extrication, and responds as members of the Fort Bend County Hazardous Materials Response Team and County Technical Rescue Team. In conjunction with the Fire Prevention and Training Divisions, members of the Operations Division cooperatively participate in community based public education / fire prevention programs, in-service training, pre-incident planning, home safety survey, facility and equipment maintenance/inspection activities as well as numerous other emergency related functions. The Assistant Fire Chief also oversees a myriad of programs and ensures the financial responsibility of program budget expenditures.

Fire Chief *

Assistant Fire Chief

Battalion Chief Battalion Chief Battalion Chief

Lieutenant (5)Lieutenant (5)Lieutenant (5)

Apparatus Operator (5) Apparatus Operator (5) Apparatus Operator (5)

Firefighter (12) Firefighter (12) Firefighter (12)

Total Full Time Employees = 70 *Fire Chief is included in the Fire Administration Divisional Budget


DIVISION: OPERATIONS FUND NUMBER: 101-14-136

115

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: OPERATIONS FUND NUMBER: 101-14-136 STRATEGIC

GOAL 2019


1,2,4 o Conduct research on EMS Transport models and options to which ones would best

provide EMS service to the citizens and city of Missouri City. The research and options will be completed by the end of FY 2016.

2,4 o Conduct research in to alternate options and possibly implement a change in duty uniforms by the end of FY 2016.

4

4

o Over the next fiscal year, conduct a comprehensive review of at least 50 Operational related Standard Operating Guidelines to ensure operational effectives and compliance with local and federal mandates.

o Review and revise a career development program for the division in order to develop career paths for the members of the organization. This program will be in effect by the end of FY 2016.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Assistant Chief 1 1 1 1 F6Battalion Chief 3 3 3 3 F4Lieutenant 15 15 15 15 F3Fire Apparatus Operator 15 15 15 15 F2Firefighter 36 36 36 36 F1 Total Full-Time Employees 70 70 70 70

116

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: OPERATIONS FUND NUMBER: 101-14-136


ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Respond to 90% of all fire responses within five minutes and twenty seconds

20 % 25 % 25 % 30 %

Respond to 90% of all medical responses within five minutes. 34 % 40% 37 % 40 %

Participate in City sponsored community events. 98 % 95% 95 % 95 % Conduct 100 Pre Incident Plans. 0 % 50% 300 % 50 % Assemble 15 firefighters on scene of a structure fire in 8

minutes or less.(travel time) 0%

10% 5% 10%


ActualFY 2015


FY 2016 Budget

Fire Incidents (Total) Building Fires/1000 Population Vehicle Fires/1000 Population Other Fire/1000 Population

212 0.61 0.27 0.99

216 N/A N/A N/A

194 0.67 0.38 0.59

200 0.62 0.25 0.70

EMS/Rescue Incidents (Total) o Medical calls/1000 Population

3108 29.6

3,240 N/A

3470 34.97

3500 0.36

Hazardous Conditions Incidents o Hazmat calls/1000 Population

192 2.09

270 N/A

268 2.82

275 2.84

Service Calls 359 335 390 425 Good Intent Calls 988 1,108 1060 1150 Severe Weather 1 3 4 4

False Alarms (Total) 456 486 582 625 False Alarms/1000 Population 5.0 N/A 6.13 6.44

117

GENERAL FUND


FIRE - OPERATIONS 101-14-136

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 4,136 - - 5,000

51004 OVERTIME 198,909 269,230 257,350 125,000 260,259




51303 HOSP-LIFE-DENT-VIS INS 550,393 772,854 772,854 576,833 717,300 51304 PRORATED HEALTH/DENT/VIS 122

51305 RETIREMENT 201,424 391,310 391,310 314,628 409,826



TOTAL PERSONNEL 4,941,699 5,946,456 5,934,576 5,494,868 6,003,793

52001 OFFICE SUPPLIES 2,129 3,850 3,850 3,850 4,813

52002 MEALS & DRINKS 3,057 1,000 1,000 1,000 1,000

52003 WEARING APPAREL 51,772 206,632 287,851 287,851 213,670


52005 EDUC, TRAINING & SUPPLIES - - -

52006 POSTAGE 141 150 150 175 150

52007 BLDG MAT'L/SUPPLIES & REPAIRS 777 1,000 6,000 6,000 1,000

52009 OTHER/MISC - - -

52013 JANITORIAL SUPPLIES 8,794 11,104 11,104 11,104 14,435


52015 FLEET RENTAL FEE 25,088 12,975 12,975 12,975 13,100



52020 RADIO SYS INDIRECT COSTS - - -

52025 PESTICIDE/HAZ-MAT CONTROL 3,580 9,000 9,000 9,000 9,000

52035 EMS MEDICAL SUPPLIES 33,145 23,500 23,500 23,500 30,000



53002 INSURANCE 9,994 7,249 7,249 8,098 12,308


53005 SERVICE AGREEMENTS/REPAIR 16,811 8,600 8,600 8,600 8,860

53006 RADIO REPAIR/MAINTENANCE - 7,000 7,000 3,000 7,000

53008 TELEPHONE 20,186 13,559 13,559 30,250 31,763





54002 DUES & SUBSCRIPTIONS 462 2,113 2,112 2,112 2,113

54003 TRAINING & TRAVEL - -


54006 OTHER EXPENSES 365 2,500 2,500 2,500 2,500

54030 PHYSICAL EXAMS 22,991 - -


75004 EQUIPMENT - 198,341 198,341 57,611

75006 VEHICLES - - 625,000 625,000 -

TOTAL CAPITAL OUTLAY - - 823,341 823,341 57,611


118

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENTAL VISION STATEMENT PUBLIC WORKS

To define Exceptional Service in the development, implementation and management of the public infrastructure.


STATEMENT

To be indispensable to our customers; they should view us as their team of professionals whom they can count on to deliver vitally needed projects and services, on-time and within budget.

Administration

Capital Projects

Engineering/Utilities Planning

Geographic Information Systems

Streets, Drainage, & Traffic

Operations

Animal Services

Fleet Maintenance

Facilities Maintenance

119

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: PUBLIC WORKS FUNDING SOURCE: GENERAL FUND


Mobility and Infrastructure: Established a joint Storm-water Management Program to meet NPDS five-year permitting. Way-finding signs were installed on Texas Parkway in the area of Buffalo Run Park and City Hall and on

Cartwright Road near FM 1092 in the area of the PSHQ and Municipal Court Leveraged funding of $14M – (Houston Galveston Area Council, Texas Department of Transportation,

Fort Bend County Mobility Bond) Completed the designs: Hurricane Ln Extension, Vicksburg Blvd Extension, Turtle Creek Reconstruction,

Regional Water Treatment Plant Transmission Mains PH II, Intelligent Transportation System PH II, and Gregory Blvd Reconstruction.

Started Construction: Turtle Creek Dr, from Mission Valley to Hilton Head, Transmission Main PH II into Riverstone and MUD 46, and Vicksburg Blvd to Lake Olympia Parkway

Completed construction: Thomas Taylor Parkway (dba Lexington Blvd) from Texas Parkway to Scanlin Road, 1.5 MGD ground storage tank at Regional Water Treatment Plant

Completed selection of Engineering firms for the Glenn Lakes Lane Bridge Reconstruction (over Oyster Creek), the Ashmont Road Reconstruction, and the Adams Street Reconstruction.

Installed bike/ped lanes, crossings, signs and ramps: Lexington Blvd, Thomas Taylor Parkway, Pine Hollow, Hunters Glen Park & Trail

Completed 12 Traffic Signal Box Art locations Infrastructure Ordinance updated and adopted by Council. Utilities: Developed and presented to council sub-committee a Water rate Wastewater rate; assuring adequate

revenues for operations and maintenance Completed and adopted the Mustang Bayou Service Area Impact Fees for Water/Wastewater. Adopted a Business Plan with a plan of action based on the Regional Utility Planning Study of 2011. Completed an amended agreement with the participants of the Steep Bank/Flat Bank Wastewater Treatment

facility. Executed a Raw Water System contract with the Gulf Coast Water Canal Authority (GCWA) to address

water supply Completed an analysis of the Ground Water Reduction Program: Average conversion rate = 27% of the

30% mandate by end of June 2015. Updated surface water usage data to determine trends and project compliance with the mandated 60%

conversion rate for 2025. Executed an agreement with GCWA for the design, installation, and Operation & Maintenance of

enhancements to the Briscoe Canal for raw water pump to enhance storage capabilities for the City’s Regional Water Treatment facility.

Operations: Street Sweeping Program: 1,200 miles Concrete Street Repairs = 100,000 SF; $ 790,620 Sidewalk Repairs: 50,000 SF; $561,370 Roadside Ditch Maintenance & Right of Way Mowing: 1, 776 acres Reconstructed the golf cart bridge between Eldorado Holes # 5 and #6 with Fort Bend County Road and

Bridge and in-house staff. Received 2 Texas Public Works Association awards: Professional Manager of the Year – Right of Way

Maintenance and Emergency Repair Project of the Year - < $2M (Quail Valley Effluent Pond Bank Stabilization).

Digital Message Signs: used to improve mobility with time to reach messages, used to notify/make public aware of amber/silver alerts, used for efficiency routing of traffic for special events, and used to provide public safety messages for state law compliance.

120

============================ FY 2016 ANNUAL BUDGET ================================


Installed Uninterruptable Power Systems (battery back-ups) on the SH 6 DMS boards (Digital Message Signs).

Performed traffic signal corridor analysis on Texas Parkway, FM 1092, Sienna Parkway, and SH 6 Obtained 40 Automotive Service Excellence certifications for Automotive, Truck and Heavy Equipment

to improve Fleet Services. Installed an off-road diesel fuel tank at the Fleet Services Center Implemented the City’s Municipal Volunteer Program and maintain 10 volunteers at the Animal Shelter Implemented standard operating procedures for the volunteers at the Animal Shelter. Hosted pet adoption stations at Boo in the Run in Buffalo Run Park, Adoption Saturday at the Recreation

and Tennis Center, and Healthy Kids Day at the YMCA. Implemented an updated facilities maintenance checklist for all City facilities Implemented a demand response program to reduce energy consumption and receive proceeds for

participation. Completed a Pall Membrane (filter for raw water treatment) analysis to determine the longevity of the

system. Texas Commission on Environmental Quality approved the City’s request to perform an analysis and

testing of the existing sedimentation equipment (Plate Settlers) to increase treatment capabilities. Scheduled for July 2015.

Geographic Information Systems (GIS) created a Story Map and Interactive Map for the Traffic Signal Box Artworks Project.

Expanded available GIS web mapping applications to include an interactive web map for Parks and Recreation and web mapping applications, data analysis, and exhibits in support of the City’s Community Rating System, a FEMA program that can provide residents with discounted flood insurance rates.

Updated all fire hydrant data, waterline information, and developed a field collector application related to structural risk assessment in support of the City’s ISO certification.

Preventive Maintenance contracts for the Building Automation Systems (Metasys Controls) operation at EOC, the Building Automation Systems (Trane Tracer Controls) on the Tennis and Recreation Center, the HVAC Mechanical at the Tennis and Recreation Center, and the 4 chill water plants were successfully implemented and active. One major issue on the City Hall program has been resolved.

All preventive maintenance/inspections and repairs on ice machines, water filters, water Heaters, a/c units, heaters, fan boxes, first aid kits, gate operators, exit lights, stoves, And appliances were completed in accordance with the established schedule. All activities performed by in-house staff.

All routine preventive maintenance visits, inspections, and repairs were made to all overhead doors at all Fire Station's (4), The Sally Port and Fleet Services, and the preventive maintenance of the two chillers & boiler at the Emergency Operations Center facility were completed in accordance with the established schedule. All activities were performed with a combination of in-house staff and contract.

Performed inspections of and repaired all exhaust fans and bay heaters citywide as part of the scheduled preventive maintenance program for these equipment.

Participated in the CoolSaver program from CleaResult and received a rebate. Completed the remodel of the Information Technology work area to provide for a more cohesive team

environment. Completed the remodel of the Council Conference Room with mostly in-house staff to create a

professional setting for staff and council to conduct business. Participated, in support of the City’s mission and strategic goals, in the City’s Special Events for

Snowfest, July 4th, and Boo in the Run. Promoted Robert Upton to City Engineer/Utilities Manager. Promoted Hung Hoang, from Mechanic II to Shop Foreman within the Fleet Services Division. Promoted Adam Sanchez and Alex Cano from Street Technician I’s to Technician II’s. Filled 8 of the 9vacant positions within the Department: 2– Street Technicians, 1–Animal Services

Officer, 1–Asst City Engineer, 1-Fleet Superintendent, and 1- GIS Tech I, 1- GIS Operations Specialist, and 1-Part-time GIS Tech.

121

============================ FY 2016 ANNUAL BUDGET ================================



DEPARTMENTAL DESCRIPTION The Assistant Directors provide direction to several Divisions: Administration, Capital Improvements, Engineering/Utilities Planning, Fleet Maintenance, Facilities Maintenance, Geographic Information Systems (GIS), Animal Services, and Streets, Drainage & Traffic Operations Divisions. The Department provides: administrative oversight of all public works infrastructure in operations and development: maintenance of the City’s infrastructure (streets, curbs, sidewalks, pavement markings, signs, traffic signals, water and wastewater plants, surface water plant, drainage structures and channels, and public right-of-way); public works operations and maintenance; Intelligent Transportation System operations; Capital Improvement Program management and implementation; Stormwater Program; fleet services operations and maintenance; the Fleet Replacement Program; building services maintenance and operations; utility operations and maintenance management; utilities planning and development; engineering services for traffic/transportation and utilities management; floodplain management; GIS operations and database maintenance; and animal control services that include implementing the City’s ordinances which include addressing dog bites, dangerous dogs and dogs running at large, working with rescue and pet adoption groups, and trapping domestic animals; Services to Missouri City’s citizens. STRATEGIC


1,2,4 Convert additional service areas from ground water usage to surface water usage to

meet the minimum 30% conversion requirement mandated by the Fort Bend Subsidence District by July 1, 2016.

1,2,3,5 Complete the construction of Capital Improvement Projects identified/funded for Fiscal Year 2016 that will improve/maintain the quality/integrity of the city’s infrastructure.

1,2,3 Provide for the maintenance and operations of the City’s public infrastructure to ensure current adopted levels of condition and services are maintained.

1 Identify additional opportunities to permit and install wayfinding signs within TxDOT and local rights-of-way.

1,3,5 Identify opportunities to promote development in the 90A & Texas Parkway corridors. 1,2,3,4,5 Provide Departmental Direction for establishing Divisional Objectives in accordance

with Department Strategic Plan. 1,2,3 Maintain and continue established infrastructure and joint stormwater quality programs

to ensure an adequate level of condition rating is maintained. 1,4 Increase mobility along the major corridors by using access management techniques,

strategic planning for roadways in the Traffic Management Plan, as well as increasing safety for motorists, bicyclists and pedestrians.

1,2,3 Incorporate new water and wastewater regionalization programs into ongoing cooperative discussion, planning and implementation efforts with municipal utility districts and into the City’s Capital Improvements Program.

4 Upgrade existing GIS databases, develop new applications, and make improvements where necessary to allow the City’s GIS to coordinate with other City systems and improve delivery of information, industry standardization, processes and procedures.

2,4 Provide maintenance of the City’s fleet of vehicles, equipment, and fuel islands in a manner that meets the level of service required to meet Federal and State requirements.

2,4 Provide well-maintained City facilities and improved customer services to internal and external customers incorporating technological and energy efficient measures where cost-effective and beneficial to the operating aspects of the facilities.

1,2,4 Provide for adjustments in our operating procedures and programs to improve our customer oriented approach.

1,2,4 Provide Animal Services that will promote pet adoptions, incorporate community involvement, incorporate Municipal Volunteers and reduce the risk of disease.

122

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PW ADMINISTRATION FUND NUMBER: 101-15-140

DESCRIPTION OF DIVISIONAL OPERATIONS The Administration Division directs, manages and oversees a comprehensive Public Works Program: infrastructure and asset management and maintenance; including streets, drainage, utilities, fleet, facilities, and traffic systems, the Capital Improvement Program, the Storm Water Program, Public Improvement construction projects, the Groundwater Reduction Plan program, the Fleet Service and Vehicle Replacement Program, Animal Services ordinance enforcement, Facilities operations and maintenance, and GIS mapping service and data management. The Division performs development services for Economic Development, and coordinates joint project activities with other public entities, including drainage districts, cities, state agencies and utility districts. In addition, the Division provides budget and strategic planning for the Department and technical assistance to the various City Departments, City Council, City Management and commissions. The Division staff act as liaisons when working and communicating with Municipal Utility District (MUD) boards and attorneys, local, state and federal groups including Homeowner Associations (HOA’s), School Districts, Houston-Galveston Area Council (H-GAC), Water Control Districts, Fort Bend Subsidence District, Drainage Districts, Levee Improvement Districts (LID), Flood Control Authorities, and Raw Water Authorities, Texas Department of Transportation, Texas Commission of Environmental Quality, Texas Water Development Board, and FEMA.

Office Manager

Asst. Director of Public Works Asst. Director of Public Works


123

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PW ADMINISTRATION FUND NUMBER: 101-15-140 STRATEGIC


1,2,5 Work simultaneously with supporting agencies such as Fort Bend County, TxDOT and H-GAC to identify funding opportunities and enter into agreements, as needed.

1,2,3 Continue joint Storm Water Management Program to stay in compliance with the NPDES five-year permit.

1,4 Complete the design for at least three of the identified projects in the FY 2016 CIP.

1 Assess and develop a prioritized listing of those areas of the city that would benefit from

the installation of wayfinding signs, and direct the installation of at least four of those locations by May 30, 2016.

1,2,4 Develop and achieve a water and wastewater rate structure in the Mustang Bayou Service

area that will assure adequate revenues for operations, maintenance, capital improvements, and ensure that the service will be self-sustaining.

1,2,4,5

Submit for council consideration, a business plan that will set forth a course of action based on the 2011 Regional Utility Planning Study to assist in identifying implementation means and methods.

1,4 Use Divisional resources to manage traffic mobility throughout the city to at least maintain the current level of services.

1,2,4 Use recommendations from the Mustang Bayou Business Plan to provide direction for the development of a plan for the future reuse of effluent within the City service area

4 Complete at least one policy and procedure manual for operations by June 30, 2016.

1,2,4 Ensure the Preventive Maintenance functions for all operations are performed and completed in accordance with the frequency schedules established by Jun 30, 2016.

PERSONNEL SCHEDULE

FY 2014 Actual

FY 2015 Budget

FY 2015 Estimate

FY 2016 Budget

SalaryGrade

Assistant City Manager 1 1 1 0 UnclAssistant Director of Public Works 2 2 2 2 24Utilities Manager 1 0 0 0 24Utilities Coordinator 1 0 0 0 22Office Manager 1 1 1 1 15Project Coordinator 1 0 0 0 12Project Manager 1 0 0 0 12Construction Inspector 1 0 0 0 12 Total Full-Time Employees 9 4 4 3

124

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: PUBLIC WORKS


DIVISION: PW ADMINISTRATION FUND NUMBER: 101-15-140


ActualFY2015Budget

FY 2015 Estimate

FY 2016 Budget

Hours to participate in meetings promoting mobility at the

regional level 190 192 190 190 Total Number of work orders to advance 95% of the Work

Request solutions within 5 days 1,222 1,847 1,260 1,250 Hours to participate in Economic Development meetings 200 208 208 200 Hours to review and finalize agreements for water/wastewater

services and capacities, raw water system capacities, and groundwater reduction requirements. 350 350 700 350

Hours spent preparing funding requests 80 80 92 80 Hours to prepare Departmental Budget 160 150 165 150 Hours to host Council Committee Meetings for Long Range

Planning and Infrastructure 96 96 124 96


ActualFY 2015


FY 2016 Budget

General Engineering Studies Performed 6 4 8 5 Citizen Requests for Public Works Services 1,283 1,940 1,323 1,312 Number of Projects Updated via City Managers Monthly Reports 45 49 49 40 Continuing Education Courses 68 30 72 55 Community Meetings 30 25 36 25

125

GENERAL FUND


PUBLIC WORKS - ADMINISTRATION 101-15-140

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 4,618 - - - -

51004 OVERTIME 291 500 500 500 500

51101 PART TIME: 20-29 HOURS - - - -

51201 CAR-CLOTHING ALLOWANCE 5,948 6,000 6,000 5,964 -


51301 LONG TERM DISABILITY 2,247 1,167 1,167 1,198 715



51304 PRORATED HEALTH/DENT/VIS 586 - 200

51305 RETIREMENT 34,421 31,262 31,262 30,643 19,150


TOTAL PERSONNEL 825,746 438,991 438,991 476,917 282,668

52001 OFFICE SUPPLIES 874 480 480 875 600

52002 MEALS & DRINKS 138 150 150 50 75

52003 WEARING APPAREL 314 - - - 150

52004 MINOR TOOLS & EQUIPMENT 2,645 100 100 75 75


52006 POSTAGE 195 100 100 220 150

52013 JANITORIAL SUPPLIES - - - -


52015 FLEET RENTAL FEE 13,837 13,543 13,543 13,543 14,257

52016 CENTRAL GARAGE ALLOC 13,543 - - -



53001 MINOR EQUIP MAINT/RPR & RNT -

53002 INSURANCE 1,847 2,071 2,071 2,185 1,713



53009 BLDG MAINTENANCE ALLOC 13,250 - - -

53012 COMPUTER SERVICES ALLOC 85,625 - - -

53024 CONTRACTED ENGINEERING 82,170 40,000 50,985 50,985 48,000

53074 STORMWATER MANAGEMENT - 25,000 25,000 25,000 25,000




54003 TRAINING & TRAVEL 11,664 - 1,465 1,000 1,600




TOTAL EXPENDITURES 1,115,292 557,038 749,197 786,291 406,564

126

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: CAPITAL PROJECTS FUND NUMBER: 101-15-141

DESCRIPTION OF DIVISIONAL OPERATIONS The Capital Projects Division manages and oversees the Capital Improvement Program, performs project management, performs plan reviews for all proposed Public Improvement construction projects, performs development services for Economic Development, and coordinates joint project activities with other public entities, including drainage districts, cities, state agencies and utility districts. The Capital Projects Division also provides inspections services for all public infrastructure improvements constructed within the City and the extraterritorial jurisdiction. Other major activities of the Division include project development, detailed design, and contract administration of the various City Capital and Operational funded projects. These projects encompass transportation, drainage, park improvements and the construction of public buildings and facilities, and new streets. This Division also coordinates City construction and planning activities with Federal, State, and County agencies, franchised utilities, and grant funding. This Division investigates drainage, street, and other infrastructure problems when requested by citizens, and provides technical assistance to the various City Departments and commissions.

Construction InspectorProject Manager

Asst. Director of Public Works*

Project Coordinator


*Assistant Director of Public Works is included in the PW Administration Divisional Budget

127

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: CAPITAL PROJECTS FUND NUMBER: 101-15-141 STRATEGIC


1,2,5 Complete construction of Turtle Creek Reconstruction and Vicksburg Extension.

1,2,5 Start construction of Hurricane Lane Extension, Trammel-Fresno Widening, ITS Phase II, and Gregory Blvd. Reconstruction.

1,2,5 Use the Traffic Management Plan (TMP), which forecasts needed roadway

improvements by growth and traffic volumes, to prioritize which corridors are in need of reconstruction, resurfacing, or maintenance.

1,2,5 Complete the design of: Trammel-Fresno Widening; continue design of Glenn

Lakes Lane Bridge over Oyster Creek, Ashmont Reconstruction, and Adams Reconstruction.

1,2,5 Coordinate joint Storm Water Management Program with 16 MUDs.

1,2,5 Complete the preliminary engineering for at least one of the identified projects in

the FY 2015 Programmatic Funding Requests through US Congressman’s Al Green’s office.

PERSONNEL SCHEDULE

FY 2014 Actual

FY 2015 Budget

FY 2015 Estimate

FY 2016 Budget

SalaryGrade

Project Manager 0 1 1 1 23Project Coordinator 0 1 1 1 12Construction Inspector 0 1 1 1 12Total Full-time Employees 0 3 3 3

128

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: CAPITAL PROJECTS FUND NUMBER: 101-15-141


ActualFY2015Budget

FY 2015 Estimate

FY 2016 Budget

Average Monthly Plats Reviewed 11 11 12 12 Average Monthly Plan Reviews Performed 44 35 47 45 Average Monthly Inspections 15 15 15 15


ActualFY 2015


FY 2016 Budget

Capital Improvement Projects Active 18 22 22 22 Value of projects (as funded in CIP) $32M $30M $30M $32M H-GAC(TIP) /County Mobility Projects Active 6 7 7 5 Value of projects $20M $21M $21M $18M Attend transportation coordination meetings with H-GAC 25 30 30 25 Continuing Education Courses 7 8 8 8

129

GENERAL FUND


PUBLIC WORKS - CAPITAL PROJECTS 101-15-141

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget

51001 REGULAR SALARIES 147,022 147,022 149,652 147,703

51002 ADDITIONAL COMPENSATION 880 880 668 812

51004 OVERTIME 1,000 1,000 800 1,000

51202 CELL PHONE ALLOWANCE 2,160 2,160 1,554 3,240

51301 LONG TERM DISABILITY 504 504 479 506

51302 TAXES, SOCIAL SECURITY 11,556 11,556 11,092 11,603

51303 HOSP-LIFE-DENT-VIS INS 34,106 34,106 22,685 28,538

51305 RETIREMENT 13,506 13,506 11,092 13,562

51306 WORKERS COMPENSATION 190 190 149 136

TOTAL PERSONNEL - 210,924 210,924 198,171 207,100

52001 OFFICE SUPPLIES 360 360 100 200

52003 WEARING APPAREL 160 160 160 160

52004 MINOR TOOLS & EQUIPMENT 150 150 250 150

52005 EDUC, TRAINING & SUPPLIES 75 75 75 100

52014 COMPUTER EQUIP RENTAL FEE -

TOTAL COMMODITIES - 745 745 585 610

53002 INSURANCE - 495

TOTAL CONTRACTUAL SERVICES - - - - 495

54001 PRINTING & PUBLICATIONS - -

54002 DUES & SUBSCRIPTIONS - -

54003 TRAINING & TRAVEL 2,570 2,570 2,570 2,570

TOTAL OTHER SERVICES - 2,570 2,570 2,570 2,570

TOTAL EXPENDITURES - 214,239 214,239 201,326 210,775

130

============================ FY 2016 ANNUAL BUDGET ================================



The Streets, Drainage, and Traffic Operations maintains 637 lane miles of roadway, 57 traffic signals, over 9000 street signs, 64 miles of road side diches, and several acres of right-of-way green space and drainage channels. The Division provides a multitude of services and the work is performed in accordance with all the applicable City ordinances governing construction, street repairs, signal operations, traffic control, and drainage/storm-water management. The most widely used documents are the Infrastructure Standards and the Texas Manual of Uniform Traffic Control Devices (TMUTCD). The majority of the work completed are Request for Services (RFS). RFS are identified and entered into a work order system. The system, Cartegraph, has been used for this as well for asset management for more than 15 years. Sources of the RFS are: emails, phone calls, online reporting, staff/council members and HOAs. There is a desire to emphasize prompt response to Work Requests by completion of a planned solution, as well as the Total Customer Service Process, from initial contact to corrective action to follow-up with customer. Citizens are contacted frequently to update them regarding work order status and request status in order to provide exemplary customer service. Government entities are required to develop a Pavement Management System (PMS) that tracks information on dollars spent to maintain an established condition rating level for public infrastructure; Financial Statements must reflect historical infrastructure costs; the Program requires condition surveys, and evaluations; An Overall Condition Rating (OCR) must be made that indicates which streets need maintenance, recapitalization, or reconstruction to prolong the life of the infrastructure. The City, as adopted by city Council, will manage its street infrastructure to the following minimum overall condition rating levels: Street Type CR Major Arterial 70 Minor Arterial 70 Major Collector 65 Minor Collector 65 Cul-de-sac 60 Residential 60 The program helps guide funds used to maintain the street infrastructure. The purpose is to place a value on infrastructure. Council adopted minimum condition ratings in 2003. As shown below, for every $1 spent on street maintenance, it would cost $4-$5 to rebuild it at some point. Routine activities include sidewalk repair, curb repair, pot-hole patching, pavement repairs, crack and joint sealing, street sweeping, mosquito spraying, removal of bandit signs, repair and replacement of traffic control devices in accordance with the TMUTCD, removing and replacing pavement markings in accordance with the TMUTCD, roadside ditch, right-of-way green space, and channel maintenance and mowing, and administering a Community Service Restitution program five days a week. . In addition, this Division provides construction contract administrative services in support of operational projects, and provides construction services in support of capital projects. The Traffic Operations section is responsible for operations of the traffic signal system, the Traffic Management Center, and helps perform various traffic and transportation studies. The major focus is to schedule a consistent execution of activities designed to prolong the service life of streets and drainage facilities, and the promotion of public safety and mobility. Scheduled in-house and outside training opportunities are pursued to educate employees and foster improvements in Divisional efficiency and effectiveness.


DIVISION: STREETS, DRAINAGE & TRAFFIC OPERATIONS FUND NUMBER: 101-15-142

131

============================ FY 2016 ANNUAL BUDGET ================================


Assistant Director of Public Works*

Street Superintendent

Crew Leader Crew Leader

Crew Leader Signs

Street Technician

II

Street Technician II

Street Technician I

Signal Technician II

ITS Technician



Street Supervisor

Street Technician I


* Assistant Director of Public Works is included in the PW Administration Divisional Budget.

132

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: STREETS, DRAINAGE AND TRAFFIC OPERATIONS FUND NUMBER: 101-15-142 STRATEGIC


1 Maintain a schedule for the street sweeping program where in-house sweepers will

sweep all Major Thoroughfares and Collectors Streets once a month and sweep all residential streets two times a year.

1,5 Use the Pavement Management & Maintenance Program Study to prioritize work

orders for street repairs to address at least $700,000 for concrete and asphalt pavement rehabs and/or repairs.

1 Complete at least 8,000 LF of roadside ditch maintenance.

1,5 Use the Sidewalk Evaluation Study to prioritize work orders to address at least

$200,000 in sidewalk repairs.

1,4,5 Implement a Bluetooth system (data collected from cell phone) to capture real-time

roadway information with our Intelligent Transportation System (ITS) to ensure motorists are informed of roadway delays.

1,4,5 Use asphalt trailer to patch pot holes and wheel ruts throughout city within five

working days of receipt of notice.

1,4,5 Communicate clear and concise messages on the Digital Message Signs (DMS) to

allow motorists to respond promptly to the information in accordance with the DMS Policy.

1,5 Perform at least two corridor traffic signal system evaluations on SH 6, Texas

Parkway, FM 1092, Sienna Parkway, and Cartwright; implement recommendations within 45 days, as necessary, to improve mobility.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Street Superintendent 1 1 1 1 23Intelligent Transportation System Specialist 1 1 1 1 13Street Supervisor 1 1 1 1 13Crewleader-Streets 2 2 2 2 12Crewleader-Signs 1 1 1 1 12Signal Technician II 1 1 1 1 11Street Technician II 4 4 4 4 10Street Technician I 2 2 2 2 3Total Full-Time Employees 13 13 13 13

133

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: STREETS, DRAINAGE & TRAFFIC OPERATIONS FUND NUMBER: 101-15-142


Actual FY 2015


FY 2016 Budget

Equipment hours to sweep major thoroughfares and collector streets once a month.

24 24 24 24

Equipment hours to sweep residential streets twice a year. 925 925 925 925 Hours to replace down or missing Regulatory Signs within 12

hours of notification. 5 5 5 5

Hours per location to replace/repair 50’ section of sidewalk 5 5 5 5 Hours per street name sign to manufacture and install 5 5 5 5 Hours per Traffic Signal to perform preventative maintenance 6 6 6 6


Actual FY 2015


FY 2016 Budget

Lane miles of street maintained Gravel streets 0.5 0.5 0.5 0.5Asphalt streets 64 64 64 64Concrete streets 573 573 573 573Total 637 637 637 637

Cost of maintenance per mile 3,724 1,284 4,655 4,960 Square feet replaced on asphalt streets 32,000 185,000 1,000 10,000 Square feet fixed on concrete streets 85,489 70,000 80,000 70,000 Square feet of sidewalk replacement 39,022 30,000 50,000 30,000 Sidewalk leveling locations 762 500 500 500 Request for service received 1,659 1,200 1,200 1,200 Request for service completed 1,179 1,000 1,000 1,000 Signs replaced/Installed 652 600 460 600 After hours call-outs made (hrs.) 240 200 300 200 Number of calls to which traffic signals section responds 145 75 180 80 Total training hours for Streets staff 80 150 125 150 Number of traffic signals maintained 54 57 55 60 Linear feet of pavement markings installed 8,842 50,000 40,000 30,000 Number of school zone crossings replaced 4 4 4 4 Number of lane miles swept 1,200 1,200 1,200 1,200 Number of bandit signs collected 556 1,000 250 500 Number of cycles of mosquito spraying (cycle = citywide) 28 36 36 36 Number of acres mowed in right-of-way 1,822 1,800 1,776 1,800 Number of community service hours 10,274 12,000 9,000 10,000

134

GENERAL FUND


PUBLIC WORKS - STREETS/DRAINAGE/TRAFFIC OPERATIONS 101-15-142

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget




51004 OVERTIME 53,825 30,000 30,000 57,000 38,000





51304 PRORATED HEALTH/DENT/VIS - - - 650 -

51305 RETIREMENT 28,652 44,800 44,800 40,611 44,794


TOTAL PERSONNEL 747,420 770,169 770,169 779,214 776,928

52001 OFFICE SUPPLIES 548 600 600 600 600

52002 MEALS & DRINKS 347 200 200 200 200

52003 WEARING APPAREL 5,742 6,000 6,000 6,000 6,000



52006 POSTAGE 2 50 50 50 50

52007 BLDG MAT'L/SUPPLIES & REPAIRS 291 - - - -

52008 IDENTIFICATION SUPPLY/FIL - - - - -



52015 FLEET RENTAL FEE 123,071 150,504 150,504 150,504 168,350



52025 PESTICIDE/HAZ-MAT CONTROL 658 1,000 1,000 1,000 1,000

52038 STREET MAT'L & SUPPLIES 73,142 117,000 136,997 136,997 125,000

52039 DRAINAGE MATERIALS & SUPP 458 500 500 730 500

52040 TRAFFIC SIGNS/MATERIALS 84,618 43,000 43,000 43,000 43,000

52041 PAVEMENT MARKING MATERIAL 37,577 40,000 42,046 42,046 40,000



53002 INSURANCE 25,275 24,561 24,561 26,163 25,519


53005 SERVICE AGREEMENTS/REPAIR - 1,418 1,418 1,418 1,418

53006 RADIO REPAIR/MAINTENANCE 500 500 500 500 500



53027 CONTRACTOR HIRE - STREETS 23,999 25,000 25,000 25,000 25,000

53028 CONTRACTOR HIRE - MOWING 64,892 72,000 81,853 81,853 72,000

53029 CONTRACTOR HIRE- DRAINAGE 55,533 40,000 40,000 40,000 40,000

53030 CONTRACTOR HIRE - TREE TRIM 1,947 1,000 1,014 1,014 1,000

53031 CONTRACTOR HIRE - MOSQUITO 39,030 55,000 63,320 51,320 55,000

53032 GARBAGE COLLECTION 8,872 10,246 10,246 13,142 14,456

53035 TRAFFIC SIGNAL MAINTENANC 69,366 70,000 74,068 76,000 76,000

53041 WATER UTILTIES 481 458 458 742 779




54003 TRAINING & TRAVEL 5,509 3,100 3,136 3,136 3,100

54033 ST LIGHT - OPERATION 656,623 715,502 765,219 757,253 832,978

54034 TRAFFIC SIGNAL OPERATION 34,334 36,156 36,156 32,315 33,931


75004 EQUIPMENT 11,000 11,000 11,000 -

TOTAL CAPITAL OUTLAY - 11,000 11,000 11,000 -


135

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ENGINEERING & UTILITY PLANNING FUND NUMBER: 101-15-143

DESCRIPTION OF DIVISIONAL OPERATIONS The Engineering and Utility Planning Division manages and oversees the administration, operation and maintenance of the City’s water and wastewater infrastructure (surface water and groundwater plants, water distribution, wastewater collection, and wastewater treatment plants), oversight of the Groundwater Reduction Program, permit compliance, utilities planning and development, and capital infrastructure improvements. Additionally, this division includes assisting Development Services in the review of plats and infrastructure plans to verify compliance with the City’s Infrastructure Ordinance. Review of the plats and subsequent infrastructure plans insure that development and re-development are maintaining compliance with the transportation and traffic needs to maintain safe traffic patterns. Staff also coordinates with the Streets and Transportation Division to provide analysis of traffic impact reports to determine street and intersection improvements. Other major activities of the Division include compliance with the Fort bend Subsidence District mandates to reduce our groundwater dependency. Additionally, the Division coordinates with the various MUDs to determine impact of development to the regional water treatment plant and to the wastewater facilities. This would include reviewing plant capacities to determine impacts and future expansions. This Division also coordinates City compliance with Federal, State, and County agencies for the water and wastewater infrastructure.

Utilities Manager/City Engineer


Utilities CoordinatorAssistant City

Engineer


*Assistant Director of Public Works is included in the PW Administration Divisional Budget.

137

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ENGINEERING & UTILITY PLANNING FUND NUMBER: 101-15-143 STRATEGIC


1,2,5 Implement a uniform water and wastewater rate structure for the Mustang Bayou

Service Area that is self-sustaining and that will assure adequate revenues for operations, maintenance, and capital improvements by October January 1, 2016.

1,2,3,4 Present a regional business plan to the City Council for consideration of adoption that will set the course of action, based on the 2011 Regional Utility Planning Study by September 2015.

1,4 Develop a conservation program to educate citizens about water as a precious resource. Develop a brochure that will provide education information, attend community events and educate the City’s HOAs through the communication department by June 2016.

1,2,4,5 Develop an effluent business plan that would map out opportunities for the future reuse of effluent within the Mustang Bayou Service area by June 2016.

2,4 Analyze current usage trends for the Groundwater Reduction Program service area monthly to determine compliance with the mandated 30% and the 60% conversion, and provide annual report to the Fort Bend Subsidence District by June 30, 2016.

1,5 Review and implement the Bicycle and Pedestrian Mobility Plan adopted by Council to provide a safe travel route from Lexington Blvd to FM1092 by June 2016.

1,2,4,5 Review, evaluate and implement the City’s Community Rating System to maintain the City’s current rating of a Grade 7.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Utilities Manager/City Engineer 0 1 1 1 24Assistant City Engineer 0 1 1 1 22Utilities Coordinator 0 1 1 1 22Total Full-Time Employees 0 3 3 3

138

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ENGINEERING & UTILITY PLANNING FUND NUMBER: 101-15-143


ActualFY2015Budget

FY 2015 Estimate

FY 2016 Budget

Hours to prepare/educate council committees and City Council and staff on the results and recommendations of the Mustang Bayou Rate Study

N/A 75 240 200

Hours to revise and implement Infrastructure Ordinance 200 100 300 N/A

Hours to perform 95% of the traffic studies generated within 45 days of each request

500 600 550 500

Regionalization - Hours of coordination and discussion with MUDs

120 125 96 150

Reports to comply with TCEQ Standards relating to the 5 Water/Wastewater facilities owned by the City

110 110 110 110

Hours to perform analysis of Traffic Impact Studies 265 200 320 256

ACTIVITY MEASURES

FY 2014Actual

FY 2015 Budget

FY 2015 Estimate

FY 2016 Budget

General Engineering Studies Performed 5 4 10 8 Capital Improvement Projects Active 4 2 7 5 Value of projects $11.4M $11.4M $20.6 $28M Attend coordination meetings with H-GAC (Solid Waste, Flood

Management) 8 8 8 8

Citizen Requests for General Engineering Services 8 12 8 6 Citizen Requests for General Engineering Services Completed 8 15 8 6 Conceptual Plat Reviews 5 6 3 1 Preliminary Plat Reviews 12 25 17 10 Final Plat Reviews 15 15 18 15 Planned Development & Special Use Permit 17 15 15 8 Amending Plats/Replats 7 6 7 5 Review of elevation certificates 241 250 245 180 Review Traffic Impact Analysis General Traffic Studies Completed within 45 days of request

9 19

10 15

10 20

8 20

139

GENERAL FUND


PUBLIC WORKS - ENGINEERING/UTILITY PLANNING 101-15-143

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


51002 ADDITIONAL COMPENSATION 1,956 1,956 1,200 1,344

51004 OVERTIME 500 500 500 500





51305 RETIREMENT 24,854 24,854 13,463 23,557


TOTAL PERSONNEL - 362,550 362,550 269,110 351,438

52001 OFFICE SUPPLIES 360 360 360 500

52004 MINOR TOOLS & EQUIPMENT 150 150 1,250 1,000

TOTAL COMMODITIES - 510 510 1,610 1,500

53002 INSURANCE - 576

53004 SPECIAL SERVICES & LEGAL 8,000 7,000 3,700 4,000

53024 CONTRACTED ENGINEERING 15,000 15,000 15,000 15,000

TOTAL CONTRACTUAL SERVICES - 23,000 22,000 18,700 19,576

54001 PRINTING & PUBLICATIONS 100 100 300 500

54002 DUES & SUBSCRIPTIONS 2,895 2,895 2,895 3,000

54003 TRAINING & TRAVEL 2,570 3,570 5,570 5,500


TOTAL EXPENDITURES - 391,625 391,625 298,185 381,514

140

============================ FY 2016 ANNUAL BUDGET ================================


DESCRIPTION OF DIVISIONAL OPERATIONS The Geographic Information Systems Division is responsible for the design, implementation, and management of GIS technology, GIS processes, and the GIS staff. The main function of the GIS Division is divided into four components. These components are:

1.) Develop and manage a Geographic Information System (GIS) to increase the City of Missouri City’s efficiency and ability to quickly and accurately collect, retrieve, and distribute geographically based information.

2.) Develop and manage a GIS that will meet the needs of all City Departments.

3.) Identify and manage a process to deliver GIS information to the general public and contractors.

4.) Develop and maintain a GIS which is flexible and compatible enough to incorporate future

applications, hardware and software.

GIS Administrator

GIS Production Specialist

GIS Tech I Part-time GIS Operations

Specialist

Assistant Director of Public Works*

Total Full-Time Employees = 4 Part-Time Employees = 1

Assistant Director of Public Works is included in the PW Administration Divisional Budget.


DIVISION: GEOGRAPHIC INFORMATION SYSTEMS FUND NUMBER: 101-15-144

141

============================ FY 2016 ANNUAL BUDGET ================================




STRATEGIC


2,4,5 Develop a method to provide the public, consultants, and other government agencies with online access to basic GIS datasets.

1,2 Create GIS data, exhibits, and applications in support of the Storm Water Master Plan. 2,4 Develop a GIS strategic plan to insure GIS implementation and use at the City is

optimized. 2 Expand available GIS web mapping applications to include at least 3 additional maps

for City departments and the public. 2,4,5 Develop a plan to implement an internal GIS platform which will give all City

employees access to GIS data, tools, and mapping applications.


ActualFY 2015


FY 2016 Budget

SalaryGrade

GIS Administrator 1 1 1 1 22GIS Production Specialist 1 1 1 1 14GIS Operations Specialist 1 1 1 1 14GIS Technician I 1 1 1 1 11 Total Full-Time Employees 4 4 4 4 Part-Time Employee 1 1 1 1

142

============================ FY 2016 ANNUAL BUDGET ================================





ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Number of hours to complete 90% of map requests/exhibits

within the requested time frame 1,050 5,500* 1,100 1,200

Number of hours to update the Public Safety Map Book and the map library on the web site on a quarterly basis

420 650 390 400

Number of hours to update GIS Basemap layers within three weeks of receiving electronic plats and associated data

925 750 905 920

Number of hours to update GIS Utility layers within four weeks of receiving utility information

475 380 630 650

Number of hours to maintain and manage OSSI data 630 450 645 650 *Inaccurate calculation method adjusted in 2015 estimate

ACTIVITY MEASURES

FY 2014Actual

FY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Number of hours completing GIS requests 1,165 6,000* 1,220 1,335 Updates accomplished: City Map Book 3 3 4 4 Updates accomplished: Map Library 90 80 85 75 Number of electronic plats processed 24 75 35 36 Number of utility packets processed 35 65 46 50 Number of GIS web/mobile applications developed 3 3 14 10 Number of training classes completed 15 16 13 20 Number of hours to complete OSSI updates and maintenance 715 450

646 700

*Inaccurate calculation method adjusted in 2015 estimate

143

GENERAL FUND


PUBLIC WORKS - GIS 101-15-144

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


51002 ADDITIONAL COMPENSATION 821 832 832 3,391 900

51003 COMPENSATED ABSENCES 5,305 - -

51004 OVERTIME 19,728 5,000 5,000 17,000 10,000

51102 PART TIME:LESS THAN 20 HR - 10,490 10,490 5,490 11,988





51305 RETIREMENT 11,341 17,139 17,139 16,134 19,263


TOTAL PERSONNEL 278,785 277,162 277,162 305,038 299,733

52001 OFFICE SUPPLIES 1,416 2,000 2,000 1,900 3,270

52003 WEARING APPAREL 75 40 40 40 120


52005 EDUC, TRAINING & SUPPLIES - 150 150 150 150

52006 POSTAGE 3 20 11 15 20


52016 CENTRAL GARAGE ALLOC 147 -

52017 FUEL, OIL & LUBRICANTS 420 850 850 600 696


53002 INSURANCE 652 737 737 781 670


53005 SERVICE AGREEMENTS/REPAIR 1,537 1,000 1,000 800 1,000







54003 TRAINING & TRAVEL 6,495 8,000 8,535 8,000 11,570



75001 EQUIPMENT - COMPUTER - - -



144

============================= FY 2016 ANNUAL BUDGET ===============================



DIVISION: FLEET MAINTENANCE FUND NUMBER: 101-15-145


The Fleet Maintenance Division schedules and performs preventive maintenance and repairs for 470 vehicles and equipment on a regular basis. The mechanic to vehicle/equipment ratio is 157 to 1

Class Class Description Qty PM Intervals

Specialty equipment: Miller M350 MIG Welder Miller Bobcat Portable Welder Coats HIT 5000 Truck Tire Changing Machine Coats Rim Clamp 5065AX Small Tire Changing Machine. Coats 850 Wheel Balancer Ammco 4100 Brake Rotor/Drum Lathe. (2) Gray Manufacturing WL-30 Heavy Truck Wheel Jacks (15,000 lbs. per unit) (4) Gray Manufacturing TSL-50 Heavy Truck Air Jacks (50,000 lbs. per unit) (2) Forward Manufacturing Vehicle Lifts (capacity 12,000 lbs.) Purigen 98 Genesis 1200 Nitrogen Generator. Panasonic Tough Book Autel Maxi DAS Diagnostic Computer

Software Packages

100 Administrative 25 4,000 miles Ford IDS Diagnostic

Allison Transmission

120 CID Vehicles 15 4,000 miles Detroit Diesel Diagnostic

200 Police Patrol (1 man units)

8 4,000 miles Whelen Emergency Equip. Configuration

210 Police Patrol (2 man units)

34 4,000 miles Webco Brake System Diagnostic

300 Pickup Truck (on road)

32 4,000 miles Cummins Diagnostic

301 Pickup Truck (off road)

8 4,000 miles Bendix Brake Diagnostic

302 Pickup Truck (crew cab)

4 4,000 miles Motorola Radio

310 Replaced Unit still in service (shell cars)

11 4,000 miles Certifications of Staff: 32 ASE and 1 EVT

403 Tandem Dump Truck

2 250 Hours

404 Small Dump Truck 3 250 Hours 405 Sign Truck (bucket

lift) 3 250 Hours Specialty Products:

407 Tool Carrier (front End Loader)

3 250 Hours High Life Engine Oil – 155 vehicles use

410 Street Sweeper 2 250 Hours Nitrogen Air for tires 412 Tractor 8 250 Hours 500 Riding Mower 7 250 Hours 510 Tractor Mounted

Attachment 11 250 Hours Federal & State

Regulations: 600 Fire Apparatus

(front line) 7 250 Hours Federal Stage II

Vapor Recovery 700 Trailer 31 250 Hours TECQ for

Underground Storage Tanks

801 Stationary Generator

11 Quarterly

802 Portable Generator 26 Quarterly 803 Chain Saw 30 Quarterly 804 Small Equipment 123 Quarterly

145

============================= FY 2016 ANNUAL BUDGET ===============================


The Fleet Maintenance Division is responsible for maintaining, operating, and managing the fuel delivery systems, at the Service Center and the Fuel Island located at Fire Station 4. The division is responsible for the maintenance, operations, and repair of the automated and manual car wash facility at the service center. The Division maintains and refuels the Emergency Generators located at City Facilities. This Division is responsible for the repair and maintenance of various types of heavy equipment as well as minor tools and equipment. This Division provides emergency field assistance to City-owned vehicles and equipment that need unscheduled emergency repairs. This Division assists in maintaining, operating, and managing the Service Center and associated facilities.

The Fleet Maintenance Division annually evaluates all vehicles and equipment, using the Vehicle and Equipment Replacement Policy. This Division then makes recommendations thru the Fleet Status Report. The report gives information to all Divisions on the condition and recommended replacement year on each all piece of equipment. The fleet growth rate in the past year is 1.5%, and the vehicles were driven approximately 1.4 million miles during this period. The average age of all fleet units is 7.78 years (9.5 for all fire vehicles; 5.1 for police; 8 for pumpers; 13.5 for aerials/quints; 10.7 for municipal vehicles – 1.1 -3 years older on avg to comparison cities). The Fleet Maintenance Division is tasked with special design, fabrication and welding projects for other divisions.

Fleet Superintendent


Mechanic II (2)

Shop Foreman


*Asst. Director of Public Works is included in the Department’s Admin Division

146

============================= FY 2016 ANNUAL BUDGET ===============================



DIVISION: FLEET MAINTENANCE FUND NUMBER: 101-15-145 STRATEGIC


3,4 Complete the development of the Policy and Procedure manual for Fleet Maintenance

operations by June 30, 2016. 3,4 Provide a training program for all levels of Fleet personnel to enable them to meet the

qualifications and certifications for the changing technology and improvements to new and existing vehicles and equipment by March 30, 2016.

3,4 Increase the number of fleet warranty repairs by 6% over the 2015 levels.3,4 Research and recommend fuel efficiency programs for the economic benefits,

including: alternative fueled vehicles, existing vehicles/equipment for extended fuel economy and extended Preventive Maintenance intervals.

4 Obtain 10 additional Automotive Service Excellence and 2 Emergency Vehicle Technician certifications within the division by March 30, 2016.

PERSONNEL SCHEDULE

FY 2014

ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

SalaryGrade

Fleet Superintendent 1 1 1 1 22Shop Foreman 0 0 0 1 14Mechanic II 3 3 3 2 10 Total Full-time Employees 4 4 4 4

147

============================= FY 2016 ANNUAL BUDGET ===============================



DIVISION: FLEET MAINTENANCE FUND NUMBER: 101-15-145


FY 2014

ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Man hours to compile data to complete Fleet Report on Schedule 20.0 25.0 25.0 30.0 Man hours to Reconcile parts inventory semiannually 10.0 15.0 15.0 15.0 Police Patrol Preventive Maintenance Labor Hours per Job 1.5 1.25 1.00 1.00 Fire Apparatus Preventive Maintenance Labor Hours per Job 3.8 3.4 3.0 3.0 Non-Emergency Vehicles Preventive Maintenance Labor Hours per Job 1.5 1.2 1.2 1.0 Repair Job Orders per Mechanic per Month 59.0 53.0 51.0 53.0 Preventive Maintenance Job Orders per Mechanic per Month 16.0 14.0 16.0 17.0

ACTIVITY MEASURES

FY 2014

ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Vehicles maintained-Total **162 *162 *162 *162

Public Safety **102 **102 **102 **102 Other Departments **62 *62 *62 *62

Equipment Maintained-Total *306 *306 *306 *306 Public Safety **82 **82 **82 **82 Other Departments **224 **224 **224 **224

Total vehicles/equipment maintained **470 **470 **470 *470 Vehicle Preventive maintenance operation (job orders) #600 #650 #575 #600 Vehicle repair operations (job orders) 1,653 2,550 1,800 1,900 Total Operations (job orders) 2,253 3,200 2,375 2,500 Fixed equipment maintained Vehicles & Equipment using Extended Life Oil Vehicles Removed from Fleet Report still in service

20 20 165

15

20 170

15

20 180

15

* Changes in equipment classification resulted in more accurate Inventory tracking but changes totals.

** Additions to Fleet changes totals for next fiscal year.Vehicle & Equipment totals will be reduced after City Auction.

*** Completed Small Equipment inventory removing no longer used, auctioned and or missing items.

# Extended life oil allows increased mileage between Preventive Maintenance intervals.

148

PUBLIC WORKS - FLEET MAINTENANCE 101-15-145

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


51002 ADDITIONAL COMPENSATION 1,328 1,328 1,135 307

51003 COMPENSATED ABSENCES 22,491

51004 OVERTIME 1,000 1,000 850 1,000




51305 RETIREMENT 15,395 15,395 15,477 16,238

51306 WORKERS COMPENSATION 217 217 1,686 1,465

TOTAL PERSONNEL - 237,886 237,886 275,554 244,301

52001 OFFICE SUPPLIES 200 200 200 200

52002 MEALS & DRINKS 100 100 100 100

52003 WEARING APPAREL 2,000 2,000 1,500 2,000

52004 MINOR TOOLS & EQUIPMENT 14,500 14,500 13,900 98,215

52005 EDUC, TRAINING & SUPPLIES 500 42 500 1,000

52006 POSTAGE 50 50 50 50

52013 JANITORIAL SUPPLIES 400 400 400 800

52014 COMPUTER EQUIP RENTAL FEE 2,100 2,100 2,100

52015 FLEET RENTAL FEE 7,525 7,525 7,525 7,525

52017 FUEL, OIL & LUBRICANTS 26,000 26,000 13,245 15,564

52037 FLEET REPAIR COSTS 420,000 420,000 578,000 650,000

52060 PARTS-OVER/UNDER 2,000 2,000 2,000 2,000

52090 GENERATOR MAINTENANCE - 18,000

TOTAL COMMODITIES - 475,375 474,917 619,520 795,454

53001 MINOR EQUIP MAINT/RPR & RNT - 400 400 400 400

53002 INSURANCE 88,378 88,378 95,502 124,232


53006 RADIO REPAIR/MAINTENANCE 600 600 600 600

53034 SPECIAL PRODUCT DISPOSAL 2,500 2,500 500 2,500

53037 ELECTRIC UTILITIES 14,000 14,000 10,916 11,462



54002 DUES & SUBSCRIPTIONS 4,000 4,000 3,800 4,000

54003 TRAINING & TRAVEL 500 500 500 500


75004 EQUIPMENT - 9,000 9,000 9,000 13,000

TOTAL CAPITAL OUTLAY - 9,000 9,000 9,000 13,000

TOTAL EXPENDITURES - 838,789 838,789 1,022,692 1,202,499

149

============================= FY 2016 ANNUAL BUDGET ===============================



DIVISION: FACILITIES MAINTENANCE FUND NUMBER: 101-15-146

DESCRIPTION OF DIVISIONAL OPERATIONS The Facilities Maintenance Division is charged with maintenance oversight of all City buildings consisting of 293,238 Square Feet of building space with additional oversight of maintenance operations at the 25,000 square foot City Center Facility as well as the wastewater and Regional raw water treatment facilities consisting of 9 buildings in the greater Missouri City area.

The Division assures compliance with all Federal and State mandates, is responsible for keeping all mechanical systems fully operational and has implemented an aggressive Preventative Maintenance (PM) Program. This program incorporates facility inspections to maintain a clean and comfortable work environment and assures the external and interior conditions of the facilities conform to the highest standards. The Facilities Superintendent oversees all contracts associated with the maintenance of building equipment, mechanical systems, and janitorial services. The Facilities Maintenance staff performs routine building repairs and preventive maintenance functions. The Facilities Superintendent is also responsible for managing the Fire, Sprinkler, Boiler and Elevator Inspections for the city buildings and for any necessary corrections.

City Facilities by Square Footage City Hall Complex 59,284 RWTP 40,733 PSHQ 40,733 Rec & Tennis Center 24,488 City Centre 22,543 Muni Ct/EOC/Fire 20,260 Parks & Facilities Maint 12,960 Equip Pavilion 10,500 Cart Barn 9,000 FS 5 8,393 FS 2 7,864 FS4 7,740 FS3 7,740 Fleet Services 6,856 Streets 3,984 Sign Shop 3,000 Animal Shelter 2,660 Car Wash 2,200 PD Mini Station 1,250 Signal Shop 1,050

151

============================= FY 2016 ANNUAL BUDGET ===============================


Facilities Superintendent

Building Maintenance Technician

Building Maintenance Assistant Techinican

Lead Building Technician

Assistant Director ofPublic Works *


* Assistant Director of Public Works is included in Public Works Administration Divisional Budget

152

============================= FY 2016 ANNUAL BUDGET ===============================



DIVISION: FACILITIES MAINTENANCE FUND NUMBER: 101-15-146 STRATEGIC


1,4 Improve the quality and aesthetics of the Missouri City civic facilities while improving

customer service through the use of Munis system. □ Implement improved preventative maintenance program. □ Implement improved customer service and expectations of internal customers.

1,4 Monitor and reduce, when possible, the energy usage of the buildings city wide at a minimum of 1%.

2, 4 Implement the FY 15-16 Facilities Checklist for all Missouri City Buildings in accordance with the established frequency schedule.

2,4 Complete the Facilities Maintenance schedule for preventative maintenance on time and perform at least 75%* of the necessary repairs within budget allowances.

2,4 Participate in the Facilities Maintenance safety program with at least two staff taking four training modules.

2, 4 Train Facilities Maintenance staff in the operation of the new work order system in MUNIS and be operational in the system by July 2016

2, 4 Provide training to at least two staff and one Department personnel in the HVAC building automation system (Metasys) that is used to operate both Emergency Operations Center/Municipal Court Building and City Hall Complex, and in the Trane Tracer Convergence system at the Recreation and Tennis Center.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Facilities Superintendent 1 1 1 1 22Lead Building Technician 1 1 1 1 13Building Maintenance Technician Building Maintenance Asst. Technician

1 1

1 1

1 1

1 1

11 5

Total Full-time Employees 4 4 4 4

153

============================= FY 2016 ANNUAL BUDGET ===============================



DIVISION: FACILITIES/MAINTENANCE FUND NUMBER: 101-15-146

PERFORMANCE MEASURES

Facility Projects FY 2014Actual

FY 2015 Budget

FY 2015 Estimate

FY 2016Budget

Electrical Utilities Yearly Usage $390,334 $400,338 $429,935 $472,929 KVA usage for all city facilities 1,096.00 1,521.77 1,139.00 1,521.77 Number of hours to perform Preventative Maintenance

in house on HVAC systems N/A 355 355 408

Number of budgeted supplemental requests completed 2 10 7 12 Number of hours to update the Facility Maintenance

Checklist FY 15 Completion 35 35 40

Utility Consumption Costs (electric, gas, & water) per Gross Square Feet. O&M Benchmarks from IFMA Report #32 for City/County Government is $2.32/GSF & average for buildings operating 7 days/week is $2.86/GSF. 8 of 15 buildings operate 7 days a week with several operating 24/7. Estimated current GSF is 252,084. **

$2.06/ GSF

$2.10/ GSF

$2.26/ GSF

$2.50/ GSF**

Total Operating Costs (operation, janitorial, maintenance and utilities) per Rentable Square Foot. O&M Benchmarks from IFMA Report #32 average $/RSF for City/County Government is $6.73/RSF & average for buildings between ages 21-30 is $7.45. Estimated current RSF is 204,793 RSF.

$6.30/ RSF

$6.42/ RSF*

$6.50/ RSF*

$6.52/ RSF*

* These numbers include the Tennis Court lighting as it shares the meter with the building. ** This is inclusive of 31,543 sq.ft. for the City Centre/Cart Barn

ACTIVITY MEASURES

FY 2014

ActualFY 2015


FY 2016 Budget

Number of requests for service completed by the Facilities Maintenance division. ( July 2013– June 2014)*

376 400 444 500

* Please note that the amount of work orders does not represent all the work that FM completes. Facilities Maintenance performs special repair/remodel projects that are identified through a supplemental request. Some tasks are completed as needed/necessary as staff notes/discovers and handles on the spot.

154

PUBLIC WORKS - FACILITIES MAINTENANCE 101-15-146

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 18 -

51004 OVERTIME 4,000 4,000 4,000 4,000





51304 PRORATED HEALTH/DENT/VIS 199 -

51305 RETIREMENT 14,785 14,785 13,775 16,407

51306 WORKERS COMPENSATION 212 212 2,043 1,812

TOTAL PERSONNEL - 236,458 236,458 248,023 248,363

52001 OFFICE SUPPLIES 250 250 250 250

52002 MEALS & DRINKS 12,000 12,000 12,000 12,000

52003 WEARING APPAREL 1,880 1,880 1,880 1,880


52007 BLDG MAT'L/SUPPLIES & REPAIRS 102,999 102,999 90,000 90,000

52013 JANITORIAL SUPPLIES 3,850 3,850 2,000 2,000

52014 COMPUTER EQUIP RENTAL FEE 250 250 250

52015 FLEET RENTAL FEE 11,000 11,000 11,000 11,188

52017 FUEL, OIL & LUBRICANTS 15,400 15,400 5,845 11,100


53001 MINOR EQUIP MAINT/RPR & RNT - 2,500 2,500 2,500 2,500

53002 INSURANCE 85,105 85,105 87,614 82,031


53007 CONFERENCE EXPENSE 2,995 2,995 2,995 1,500

53023 BUILDING REPAIRS 100,000 100,000 100,000 100,000

53032 GARBAGE COLLECTION - 9,145 9,145 11,382 12,520

53037 ELECTRIC UTILITIES 432,257 432,257 429,935 472,929

53041 WATER UTILTIES 20,088 20,088 23,837 25,029

53046 GAS UTILITIES 15,000 15,000 13,668 14,352

53082 CONTRACTOR HIRE - JANITORIAL - 140,100



54002 DUES & SUBSCRIPTIONS 313 313 313 400

54003 TRAINING & TRAVEL 3,500 3,500 3,500 3,500

54005 VEHICLE ALLOWANCE - MILEAGE - 100 100 100 100


75004 EQUIPMENT - 47,500 47,500 47,500 17,500

77001 PROFESSIONAL SERVICES - -

TOTAL CAPITAL OUTLAY - 47,500 47,500 47,500 17,500

TOTAL EXPENDITURES - 1,339,669 1,339,669 1,329,171 1,382,871

155

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ANIMAL SERVICES FUND NUMBER: 101-15-148


The City employs two full-time certified Animal Services Officers and one Animal Services Supervisor. With the utilization of three Animal Services trucks, Animal Services coverage is provided to all areas within the City and special patrol to any problem areas. Animal Services include impounding loose dogs and feral cats, addressing animal bite and dangerous dog cases, placing adoptable dogs and cats, working with animal rescue groups, investigate animal cruelty cases, and assist in controlling certain of wildlife. The Division operates the animal shelter, the Adopt-a-Pet Program, works with various Rescue groups, and impounds animals when appropriate. The City of Stafford contracts with the City for the use and operation of the shelter. The Division furnishes Missouri City residents with various animal traps for the capture of domestic and feral animals. The Division provides oversight of the Animal Services Advisory panel and hosts three public meeting annually. All Animal Services Officers were re-certified as Animal Service Officers. The Missouri City Animal Shelter is a key component of the operations. The Division fully utilizes a Municipal Volunteer Program that brings in an average of 10 volunteers a week who provide shelter operation services and promotes the shelter’s animals for adoption at many community events and assists with placing animals with many rescue and foster groups.

Asst. Director of Public Works *

Animal Control Officer (2)

Animal Control Supervisor


*Assistant Director of Public Works is included in the Public Works Administration Divisional Budget.

157

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ANIMAL SERVICES FUND NUMBER: 101-15-148 STRATEGIC


1,4 Maintain an average response time of thirty minutes to Animal Services calls for

service at least 95% of the time. 1,4 Provide customer service representation at least 4 days a week (20 hrs) at the Animal

Shelter facility thru the use of a municipal volunteer program, by December 31, 2015. 1,4 Host an “Adopt-a-Pet” event at least once per quarter to provide for at least a 10%

increase in adoption rates and a marked increase in community awareness of pet ownership and responsibilities.

1,4 Host three Animal Services Advisory panel meetings and implement 80% of the recommendations by the panel by May 30, 2016.

1,2,4 Develop a Divisional Scorecard that will tell the story of the Animal Services operations and the operating philosophy by March 31, 2016

4 40*Develop and incorporate at least one other social media avenue to promote adoptable pets, community awareness and a “did you know” information stream, by December 31, 2015.

4 Review and develop a check list for Animal Service Officers to use as a reference tool when making routine calls for service by December 31, 2015.


ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

SalaryGrade

Animal Control Supervisor 1 1 1 1 10Animal Control Officer 2 2 2 2 7 Total Full Time Employees 3 3 3 3

158

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: ANIMAL SERVICES FUND NUMBER: 101-15-148


ActualFY2015 Budget

FY 2015 Estimate

FY 2016 Budget

Number of hours to investigate a dangerous dog case per year 12 18 16 18 Number of hours to respond to emergency calls per month 12 15 12 15 Number of hours required to maintain certifications for each

officer 10 10 10 10

Number of hours to impound per animal (dog/cat/other) 2 2 2 2 Number of volunteer hours logged per year N/A 1,040 1,200 1,300


ActualFY 2015


FY 2016 Budget

Number of Animal Services Calls for Service 2,807 3,200 3,000 3,300 Number of Impounds (dogs and cats) 960 1,200 1,250 1,300 Number of Bite Cases Reported (includes dog on dog bites) 50 50 44 50 Number of Euthanized Animals 539 540 520 500 Number of Adoptions – Adopt-a Pet 35 50 65 60 Number of Adoptions – Rescue Groups 250 180 350 275 Number of students visited 75 130 100 130 Number of Dangerous Dog Cases 5 4 5 5

159

PUBLIC WORKS - ANIMAL SERVICES 101-15-148

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget




51004 OVERTIME 5,781 3,000 3,000 8,850 4,000






51305 RETIREMENT 6,876 10,322 10,322 10,708 10,058


TOTAL PERSONNEL 170,978 172,851 172,851 202,999 173,008

52001 OFFICE SUPPLIES 140 150 150 150 300

52002 MEALS & DRINKS 18 25 25 25 25

52003 WEARING APPAREL 902 1,000 1,000 1,000 1,000


52006 POSTAGE 12 25 25 25 25

52007 BLDG MAT'L/SUPPLIES & REPAIRS 115 - - - -

52013 JANITORIAL SUPPLIES 456 940 940 940 940

52014 COMPUTER EQUIP RENTAL FEE 281 200 200 200

52015 FLEET RENTAL FEE 5,905 5,375 5,375 5,375 5,375



52026 ANIM. CONTROL FOOD/SUPPLY 2,113 1,800 1,800 2,300 1,800


53002 INSURANCE 392 442 442 467 494






54002 DUES & SUBSCRIPTIONS - 30 30 30 30

54003 TRAINING & TRAVEL - 1,000 1,000 400 1,000

TOTAL OTHER SERVICES 438 1,430 1,430 830 1,430



160

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENTAL VISION STATEMENT PARKS AND RECREATION

To be known as a superior municipal parks and recreation department with model facilities and excellence in customer service delivery in the State of Texas


To acquire, develop program and maintain a superior parks and recreation system for all members of the community

Parks Operations

Recreation

Parks and

Recreation

RecreationParks Operations

161

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: PARKS AND RECREATION FUNDING SOURCE: GENERAL FUND


Parks Operations

Updated Parks land use maps to provide an accurate account of the park acres, trail acres, developed acres

and other various categories describing types of maintenance performed on City properties. This allows for

consistent, understandable and visible records for these categories.

Provided assistance with tree plantings and pruning in parks, right-of-ways and City Complexes and other

City properties.

Completed replacement of pavilion lights at Hunters Glen Park with sturdy vandal resistant fixtures.

Played a vital role with logistical support for 7 Recreation Division Special Events.

Installed concrete pads and mounted benches along the trails at Hunters Glen Park and Oyster Creek Trail.

Renovated 4 infields at the Community Park Softball Complex by adding dirt, correcting grade and adjusting

base anchors to ensure all fields are safe and to improve routine maintenance.

Completed a Ropes Play Structure at Buffalo Run Park as part of a CDBG Grant Project.

Forestry/Horticulture

Managed the task of watering over 162 newly planted trees

Received 23 donations for trees, Saving for the City $27,823

Conducted routine pruning at 18 park and right-of-way locations

Planted 49 trees as part of the Tree Challenge and Memorial Tree Programs

Planted 50 trees to the Edible Arbor Trail

Provided citizens education through Forestry website and presentations at 5 Community Associations

meetings

Provided an Arbor Day program at Southminster Elementary School and Scanlin Oaks Elementary

Issued 365 Household Hazardous Waste Vouchers for Recycling waste products

Worked with Scouts, Missouri City Green and other service organizations generating 1300 volunteer labor

hours

Managed the Missouri City Recycling Center

Managed the Missouri City Tree Farm which includes over 30 species of trees including over 100 Freedom

Oaks.

Maintained 15 landscape beds and decorative planter locations

Implemented 1 Hazardous Waste and E-Waste collection event

Co-Hosted Workshops for : Composting, Tree Planting, Rain Water Harvesting, Beneficial Insects, Trash-off

and Earth-Kind Landscaping

Won two HGAC awards in the category of Natural Area awards for Forestry Programs. “Go Native and

Every Day is Earth Day”

Recreation Division Accomplishments

Monthly memberships broke the 1,100 mark during the summer.

Recreation and Tennis Center achieved 58% cost recovery, above the industry standard.

Recreation division’s cost recovery number was 32%, also above the industry standard.

Community Park Lake’s second year in the Neighborhood Fishing Program with TWPD and was highlighted

in a new piece by Fox 26/Houston.

Hosted a Summer Concert Series.

Hosted new programs; RecNation, 2015 You, Super Hero 5K, Family Fun Nights, Pet Adoption Day, Ladies

Doubles Boot Camp, Senior Holiday Party, Afternoon with an Expert, Fall Fling Tennis Mixer, Fall Craft Fair,

Fall Fitness Open House, Monster Mile Fun Run, Pickleball Open House, End of Summer Tennis Bash,

Dodgeball Tournament and the Mini Mudder.

162

============================ FY 2016 ANNUAL BUDGET ================================


Increased overall program attendance by 22%. Programs that saw an attendance improvement were; Senior Bingo, Senior Foodies, Senior Field Trips, Tricks and Treats in the Park, Parents Nights Out, Summer Day Camp, Snowfest Parade, Snowfest, Doubles Toy Mixer, and current Rec and Tennis center fitness programs offered.

Won 2 Awards Marketing awards for promotion of programs and special events at the Rec and Tennis Center. Saw an increase in athletic participation in Fort Bend Basketball as well as Eclipse Soccer, Fun Fair Positive

Soccer. DEPARTMENT: PARKS AND RECREATION FUNDING SOURCE: GENERAL FUND

DEPARTMENTAL DESCRIPTION The Missouri City Parks and Recreation Department (MCPARD) is comprised of two separate divisional operations. The Parks Operations Division is responsible for the maintenance of grounds, the Recycling Center, playground equipment, trail system, athletic fields, park and picnic pavilions, park restrooms, lake properties, mowing contracts on numerous parks and right-of-ways within the city, logistical support for all Special Events as well as all other park amenities and the various equipment and supplies that are critical to the proper maintenance of our Park System. Within the Parks Division is the City Horticulturist who manages all city planting efforts and numerous volunteer group programs. The Recreation Division is responsible for planning and implementing a diverse recreation and fitness program for the citizens of Missouri City. The Recreation Division has become known for offering some of the best and most widely attended special events in the area. The division facilitates adult and youth athletic leagues, manages and permits athletic field usage, facilitates park pavilion, auditorium and multi-purpose room rentals. The Recreation Division also operates the Recreation and Tennis Center consisting of 13 tennis courts, fitness/cardio room, gymnasium, aerobics/dance room, multi-purpose rooms, batting cages and a kid zone. The department also supports the many efforts of other municipal departments throughout the year as well as several community sponsored events. STRATEGIC


1,5 Identify, develop, and maintain partnerships that will enhance services to the community.

1,3,5 Finalize design and process for development of Veterans Memorial.

1,3,4 Develop and maintain the urban forest of Missouri City and provide community education and environmental programs that will increase awareness of forestry issues.

1,3 To continually improve the efficiency, quality and aesthetics of the Missouri City civic

facilities while improving internal customer service.

1,2,5 Manage all Department CIP, Park Zone and CDBG funds and projects.

1,5 Identify assets, needs, and wants then implement new revised Parks Master Plan.

163

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PARKS OPERATIONS FUND NUMBER: 101-16-150


The Parks Operations Division is responsible for the maintenance and operation of all City parks and recreational facilities, turf maintenance on specific raised esplanades, rights-of-way, landscaped areas, forestry programs and projects, public facilities, and miscellaneous building maintenance tasks as well as other City projects as requested. This Division also accomplishes new construction and renovation of Park and Recreation facilities. The Parks Operations Division assists the Recreation Division in implementing numerous special events annually. The Parks Division also manages and operates the citywide Recycling Center and Tree Farms.


164

============================ FY 2016 ANNUAL BUDGET ================================




STRATEGIC


1 Implement approved Park Zone CIP Projects (Outdoor Exercise equipment, Trail improvements, electrical upgrades and beautification projects).

1 Acquire/develop additional parklands in accordance with NRPA standards and as identified in the Missouri City Master Plan.

1 Provide a safe and enjoyable parks system with unique opportunities for residents. 3

Develop and maintain the urban forest of Missouri City and provide community

education regarding urban forestry issues with events such as Arbor Day. 3 Provide volunteers with opportunities which offer a meaningful work experience. 3 Conserve resources by utilizing volunteers, such as Missouri City Green and Men for

Change, to support and strengthen staff.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Director of Parks & Recreation 1 1 1 1 Uncl.Assistant Director of Parks and Recreation 1 1 1 1 24Horticulturist 1 1 1 1 21Park Supervisor 1 1 1 1 13Park Caretaker III 3 3 3 3 8Park Caretaker II 1 1 1 1 6Park Caretaker I 3 3 3 3 3Total Full Time Employees 11 11 11 11

165

============================ FY 2016 ANNUAL BUDGET ================================





FY 2014

ActualFY 2015


FY 2016 Budget

Collect Parks trash and litter twice a week 82% 85% 87% 90% Inspect restrooms for cleanliness and needed repairs 3/week 80% 85% 85% 85% Respond to work requests within 3 days 85% 90% 93% 95% Annually provide 16 safety training hours per FTE 85% 90% 90% 90% Park Expenditure per acre (ICMA-$2,075) 1,742 $1,910 1,804 1,740 Developed park acres per 1,000 population (ICMA-9.37) 4.93 5.71 N/A 4.79 Park Expenditures per Capita (ICMA-$20.95) 20.74 $26.33 N/A 20.11 Parks FTE (full time employee, 11) per 100 acres of

developed parkland (384.738) 2.86 2.86 2.86 2.86

Note: (ICMA) International City Management Association

ACTIVITY MEASURES

FY 2014 Actual

FY 2015 Budget

FY 2015 Estimate

FY 2016 Budget

Developed Park Acres 384.738 384.738 384.738 384.738 Undeveloped Park Acres 543.933 543.933 543.933 543.933 Acres of City Parkland 928.671 928.671 928.671 928.671 Developed Trail Acres 101.908 101.908 101.908 101.908 Undeveloped Trail Acres 26.372 26.372 26.372 26.372 Acres of City Trails 128.280 128.280 128.280 128.280 Total Acres Maintained 1,056.951 1,056.951 1,056.951 1,056.951 In-house Mowing Acres 204.075 204.075 204.075 204.075 Contracted Mowing Acres 355.643 355.643 355.643 375.643 Contracted Ditch Mowing 76.772 76.772 76.772 76.772 Total Mowing Acres 636.490 636.490 636.490 656.490 Total Miles of Developed City Trails 14.14 14.14 14.14 14.14 Park Pavilions

Community Park Reservations 230 375 250 250 Community Park Participants 9,836 9,500 10,000 10,000 Ridgeview Park Registrations 32 150 30 30 Ridgeview Park Participants 451 1,900 450 450 Buffalo Run Park Registrations 134 230 145 145

166

============================ FY 2016 ANNUAL BUDGET ================================


Buffalo Run Park Participants 5,590 2,500 5,750 5,750 Hunter’s Glen Park Registrations 71 85 75 75 Hunter’s Glen Park Participants (special event use not 1,692 4,800 1,800 1,800 Included) Volunteer maintenance

Adopt-A-Spot areas Adopt-A-Roadway areas

12 16

12 16

12 16

12 16

Work Orders Completed (* July 2013– June 30, 2014)

Volunteer hours for Community Projects (January 2014-December 2014)

884

1,300

N/A

700

1,150

1,000

1,000

1,000

167

GENERAL FUND


PARKS - ADMINISTRATION 101-16-150

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget




51004 OVERTIME 13,856 17,450 17,450 13,800 14,000





51304 PRORATED HEALTH/DENT/VIS 1,365 - - 1,500 -

51305 RETIREMENT 27,163 44,333 44,333 34,121 44,487


TOTAL PERSONNEL 696,183 708,362 708,362 650,746 712,214

52001 OFFICE SUPPLIES 477 900 900 900 900

52002 MEALS & DRINKS 555 950 950 900 1,050

52003 WEARING APPAREL 5,147 5,000 5,000 5,000 5,600


52005 EDUC, TRAINING & SUPPLIES - 500 500 100 250

52006 POSTAGE 35 100 100 100 100

52007 BLDG MAT'L/SUPPLIES & REPAIRS 337 400 400 400 400



52015 FLEET RENTAL FEE 44,378 63,111 63,111 63,111 65,427



52019 DONATION PURCHASES - - - - -

52025 PESTICIDE/HAZ-MAT CONTROL 14,212 16,000 16,000 16,000 16,000

52048 PARK MAT'L & SUPPLIES 64,874 75,500 78,550 78,500 80,900

52050 SPECIAL EVENTS 2,015 - - -

52051 RECYCLING 472 500 500 500 550

52054 GRANT-HGAC HOUSEHLD WASTE - - - - -



53002 INSURANCE 21,088 20,764 20,764 22,136 20,997


53007 CONFERENCE EXPENSE 2,447 3,090 990 990 3,090



53032 GARBAGE COLLECTION 13,723 16,808 16,808 10,592 7,500

53036 CONTRACTOR HIRE - PARKS 256,988 256,053 318,948 318,948 321,253

53037 ELECTRIC UTILITIES 83,025 96,005 96,005 81,521 99,600

53038 STA-MO LEASE & OPERATION 55,201 80,000 80,339 52,594 68,581

53041 WATER UTILTIES 38,820 62,048 62,048 54,397 57,117




54003 TRAINING & TRAVEL 3,466 4,000 4,000 4,000 4,000

54005 VEHICLE ALLOWANCE - MILEAGE - - - - -


75004 EQUIPMENT - 4,000 4,000 - -

TOTAL CAPITAL OUTLAY - 4,000 4,000 - -


168

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: RECREATION FUND NUMBER: 101-16-152


The Recreation Division is responsible for developing and implementing a wide variety of family oriented and multi-generational activities for the Missouri City community. The Division prides itself on providing excellence in customer service as well as diverse, affordable programs taught by qualified staff and/or instructors. Our program offerings include: leisure programs, fitness activities, youth camps, and youth and adult athletic leagues. The division hosts and assists with over eight annual city-wide special events as well as local programming done at the recreation center and our local parks. Our special events include; July 4th Festival, Snowfest, Snowfest Parade, Eggpolooza, Missouri City Clean up, Back to School Bash, Community Garage Sale, Dad & Daughter Dance and Tricks and Treats in the Park at Buffalo Run Park. The Division coordinates the rental and usage of the Civic Auditorium, the Recreation and Tennis Center with two meeting rooms, a basketball court, tennis courts as well as park pavilions, and multiple athletic fields.

Parks & Recreation Director *

Recreation SpecialistSpecial Events and Seniors

Recreation Superintendent

Recreation SpecialistFitness, Youth, and Families

Office Manager

Part Time Front Desk Attendant (6)

Part-Time Recreation Leader (3)

Recreation SpecialistTennis Pro

Recreation Attendant

Recreation Supervisor

Part-Time Weight Room Attendant (4)


Part-Time Employees = 13 (Does not include seasonal employees)

*Parks Director is included in Parks Divisional Budget

169

============================ FY 2016 ANNUAL BUDGET ================================




STRATEGIC


1 Increase senior class offerings based on user feedback and senior committee

recommendations. 1 Perform Quarterly Surveys of recreation participants. 1 Provide quality recreational activities for participants of all ages. 1 To increase our overall membership by 10% through programs, lessons, and classes. 1 To continue to pursue partnerships, donations and revenue sources that will provide

other means of funding, better utilize resources and areas of expertise.


Actual FY 2015


FY 2016 Budget

SalaryGrade

Recreation Superintendent 1 1 1 1 22Recreation Supervisor 1 1 1 1 14Recreation Specialist 3 3 3 3 12Administrative Assistant 0 0 0 0 10Office Manager 1 1 1 1 15Recreation Attendant 1 1 1 1 8Total Full-Time Employees 7 7 7 7

Recreation Leaders 4 4 4 3 $8.50Recreation Front Desk Attendants Rental Caretakers Weight Room Attendants

6 3 0

6 3 0

6 3 0

6 0 4

$8.50 $12.00

$8.50 Total Part-Time Employees 13 13 13 13

(Does not include seasonal employees)

170

============================ FY 2016 ANNUAL BUDGET ================================





ActualFY 2015


FY 2016 Budget

Facilities Management – Membership totals (yearly avg.) 896 900 975 1,050 Leisure Programs – # of Classes & Camps 106 150 174 180 Athletics – # of Participants – using our fields 1,257 650 1,410 1,500 Leisure Programs – # of Participants Enrolled 1,763 1,850 2,250 2,350 Special Events – No. of Events 17 20 21 15 Recreation Cost Recovery 32% 35% 38% 38.5% Recreation Expense per Capita (ICMA avg. = $24.56) $15.95 $17.05 $13.81 $13.57 Customer Service Satisfaction Rating Special Events 89% 95% 91% 90% Customer Service Satisfaction Rating Recreation Center 90% 95% 90% 90%


ActualFY 2015


FY 2016 Budget

Civic Auditorium (includes “in house” uses) Reservations - A 741 210 830 850Participants + classes & elections in auditorium - A 6,533 5,250 6,500 6,500Weight Room Attendance - B 39,512 37,500 43,850 43,850Gymnasium Attendance - B 62,708 34,500 70,160 70,160Tennis Court Usage - B 23,964 23,500 26,310 26,310 A Reservations include in-house reservations of police and fire training, summer day camp, karate, library programs, city trainings and employee workshops. All these programs are at no cost, external rentals brought in $59,407.25 B Rec and Tennis Center is open 4,385 hrs a FY Weight room is currently averaging 10 members per hour Gymnasium is currently averaging 16 members per hour Tennis is currently averaging 6 members per hour

171

GENERAL FUND


PARKS - RECREATION 101-16-152

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget


51002 ADDITIONAL COMPENSATION 867 1,448 1,448 5,621 1,628


51004 OVERTIME 33,336 15,500 15,500 25,500 15,500

51101 PART TIME: 20-29 HOURS - - -


51105 SEASONAL 35,000 20,000


51301 LONG TERM DISABILITY 899 1,034 1,034 955 1,005



51304 PRORATED HEALTH/DENT/VIS - - -

51305 RETIREMENT 16,959 27,698 27,698 24,446 26,938


TOTAL PERSONNEL 548,423 558,383 558,383 624,944 566,335

52001 OFFICE SUPPLIES 2,212 2,500 2,500 2,250 2,250

52002 MEALS & DRINKS 128 1,000 1,000 25

52003 WEARING APPAREL - 750 1,098 1,175


52005 EDUC, TRAINING & SUPPLIES 125 - -

52006 POSTAGE 84 1,500 1,500 80 25

52007 BLDG MAT'L/SUPPLIES & REPAIRS 186 3,000 2,652 1,500 1,500

52008 IDENTIFICATION SUPPLY/FIL 91 600 158 200 200



52015 FLEET RENTAL FEE 3,552 4,567 4,567 4,567 4,567


52017 FUEL, OIL & LUBRICANTS 972 1,200 1,200 1,093 1,268

52048 PARK MAT'L & SUPPLIES - - 17 17

52049 RECREATIONAL ACTIVITIES 137,249 57,200 70,808 98,700 100,000

52050 SPECIAL EVENTS 106,059 120,500 149,632 120,000 120,000

52052 MAYOR'S YOUTH COMMISSION 1,444 4,100 4,100 4,100 4,100


53001 MINOR EQUIP MAINT/RPR & RNT 851 -

53002 INSURANCE 650 779 779 814 1,329


53005 SERVICE AGREEMENTS/REPAIR - - 425 425


53008 TELEPHONE - - -




53039 WELLNESS PROGRAM - 3,000 3,000 3,000 3,000

53071 CONTRACT INSTRUCTOR PAY - 60,000 60,000 95,500 100,960



54002 DUES & SUBSCRIPTIONS 705 4,235 4,234 2,500 3,000

54003 TRAINING & TRAVEL 3,788 6,000 6,000 4,000 6,000





TOTAL EXPENDITURES 1,119,723 881,046 927,318 1,014,824 1,026,484

172

============================ FY 2016 ANNUAL BUDGET ================================



DEVELOPMENT SERVICES

To effectively and efficiently guide development and redevelopment activities to further enhance a community character to encourage strong neighborhoods and commercial vitality; creating a great place to live with quality development through buildout.


To provide excellent customer service utilizing a respectful, responsive and predictable decision-making process through the efficient use of resources.

Planning & Development

Permits and Inspections

CDBG *

*Community Development Block Grant is included in Special Revenue Fund.

173

============================ FY 2016 ANNUAL BUDGET ================================



Hired Planner I and Planning Intern to have staff necessary to provide excellent customer service. Hired the Grants Coordinator. Adopted a Fair Housing Ordinance. Timely submission of the 2014 Annual Action Plan and 2013 CAPER to HUD with the revision of the housing rehabilitation program, the application review process, labor standards policies and procedures, and the Citizens Participation Plan. Adoption of revisions to the landscaping regulations in the Zoning ordinance. Creation of the Administrative Platting Manual. Selection of a consultant to assist with the five-year update of the Comprehensive Plan. Managed the plan review and inspection process as the development of the community accelerated. Coordination of the approval of the master plan for the mixed use development north of Lake Olympia Parkway and east of Community Park. Coordination of the development of the 10,000 acre tract commonly known as Sienna South. Amendment of the Planning & Zoning Rules to provide officers to sign plats upon approval. Adoption of the 2015 International Codes. Certification of Building Inspectors. Implementation of the MUNIS module for Permits, Inspections and Planning. Adoption of revisions to regulations of private utilities. Absorption of the LX Administrator duties related to addressing and plat recordation. Revised and utilized the agenda for predevelopment meetings. Participated in the breakfast for businesses along Texas Parkway and Cartwright Road. Provided training for Building Inspectors and Permits Service Representatives. Provided informational material and training opportunities for contractors related to the 2015 International Codes. Submitted Scenic City application to update the current Bronze level certification.

174

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: DEVELOPMENT SERVICES FUNDING SOURCE: GENERAL FUND

DEPARTMENTAL DESCRIPTION The Development Services Department is charged with managing growth and promoting desired orderly development and redevelopment activities to ensure the safety of all citizens through the protection of life and property. Successful implementation of these activities retains property values, encourages commercial development and ensures the public health, welfare & safety of our citizens. Requiring development to conform to the regulatory standards provides quality development that establishes a sense of place that is essentially Missouri City. The Director of Development Services, appointed by the City Manager and confirmed by City Council, is responsible for the oversight and direction of the three divisions: the Planning and Development Division; the Permits and Inspections Division; and the Community Development Block Grant program. To assist the Director of Development Services with the day to day operations, the Planning and Development Division reports to the Director of Development Services. The Permits and Inspection Division is supervised by the Chief Building Official. The Development Services Department provides outreach to the community through attendance at Homeowner Association meetings; meetings with developers, engineers, and architects to explain regulations and discuss proposed development and construction; and participation in the Junior Achievement program and other educational programs in the community. The outreach to the community will be enhanced in the 2016 fiscal year with the Comprehensive Plan update. The Development Services Department is responsible for coordinating and overseeing all development activity within the City by developing and maintaining the City’s Comprehensive Plan and administering land use regulations (zoning and subdivision). This is accomplished through the plan review, permitting, and inspection of all residential and nonresidential construction that occurs within the City in conjunction with the enforcement of health, nuisance, and property maintenance, and technical codes.

175

============================ FY 2016 ANNUAL BUDGET ================================



STRATEGIC


1,5

Review the CDBG program policies and procedures to assure consistency with federal

regulations and expand public communication about the program. 1,3,5 Lead the process for the 5-year Comprehensive Plan review. 1,3,5 Support the development of the implementation plan for Texas Parkway

Redevelopment. 1,3,4,5 Implement Citizen Self-Service in the MUNIS module to allow customers to apply for

permits, pay fees, schedule inspections and see results of plan review and inspections on-line

4 Provide support to assist other departments’ planning, building and information functions.

1,5 Utilize third party plan-review firm to complete reviews within established guidelines. 1,5 Abate sub-standard structures within one year in accordance with the City’s Codes.

1,4,5 Increase the awareness of departmental activities and services through the continued development of informational clips to run on MCTV and through community involvement with HOAs and schools.

3,5 Improve the health inspection scores for restaurants through enhanced inspections and education.

4 Train staff and develop user manual for the use of the new MUNIS software. 4,5 Provide training opportunities for department members to enhance the service delivery

to the public. 3,4,5 Develop training for the staff and contractors for the 2015 technical codes.

176

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PLANNING & DEVELOPMENT FUND NUMBER: 101-17-160

DESCRIPTION OF DIVISIONAL OPERATIONS The Director of Development Services is appointed by the City Manager and confirmed by City Council and is responsible for the direction of the Planning and Development Division, the Permits and Inspections Division, and the Community Development Block Grant program. The Planning and Development Division is responsible for the establishment, maintenance, and implementation and updating of the comprehensive plan. Through the implementation of the plan, the Division is charged with creating, administering, and enforcing land use regulations including both the zoning and subdivision ordinances. In addition, this division provides technical assistance and coordinates the meetings of the Planning and Zoning Commission and the Zoning Board of Adjustment. The Planning Division processes applications for rezoning and subdividing property and presents analyses and recommendations to the Planning and Zoning Commission and City Council. Requiring development to conform to the regulatory standards provides quality development that establishes a sense of place that is essentially Missouri City. Through the CDBG program the City implements the National Objectives of the U.S. Department of Housing and Urban Development, including improving safety and livability of neighborhoods, increasing access to quality facilities and services, revitalizing deteriorating neighborhoods, and conserving energy resources. The Division conducts special studies as needed and maintains the City’s population estimates.

Development Services Director

Office Manager Senior Planner

Planner I

Part-Time Planning Intern


177

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PLANNING & DEVELOPMENT FUND NUMBER: 101-7060 STRATEGIC


1,3,5 Conduct the 5-year review of the comprehensive plan and revise the zoning ordinance, subdivision ordinance, and land use plan to reflect the current goals of the City.

1,3,5 Utilize the predevelopment meeting agenda and materials to assure that each developer is provided accurate information relating to the development process.

1,5 Provide prompt response to inquires about developments and complete building and architectural reviews within the ten business day review period.

1,5 Continue community education efforts by conducting planning workshops with local schools, civic, Junior Achievement, and HOA organizations and develop a community education component of the Comprehensive Plan review process.

4 Provide training for staff to provide expertise necessary for optimum customer service. 1,3,5 Support the development of the implementation plan for Texas Parkway

Revitalization. 1,5 Continue to oversee the development of the 10,000 acre Sienna South.

PERSONNEL SCHEDULE

FY 2014

Actual FY 2015


FY 2016 Budget

SalaryGrade

Director of Development Services 1 1 1 1 Uncl.Assistant City Engineer 1 0 0 0 22Senior Planner 1 1 1 1 22Planner I 1 1 1 1 12Office Manager 1 1 1 1 15 Total Full-Time Employees 5 4 4 4

Part-Time Planning Intern 1 1 1 1 $12/hr

178

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: PLANNING & DEVELOPMENT FUND NUMBER: 101-17-160


ActualFY 2015


FY 2016 Budget

Meet with developers, etc., within 72 hrs. from the date of request. 97% 100% 100% 100% Perform/coordinate initial architectural plan reviews, provide

comprehensive initial comments within 5 days, & subsequent comments within 2 days. 87% 85% 50% 75%

Perform/coordinate building permit plan reviews, provide comprehensive initial comments within 10 days, and subsequent comments within 5 days. 87% 85% 25% 75%

Perform requested zoning inspections within 1 day from date of request if desired. 97% 98%

75% 90%

ACTIVITY MEASURES

FY 2014

Actual

FY 2015 Budget

FY 2015Estimate

FY 2016

Budget Zoning District Map Amendments General 3 3 1 1

Planned Developments 12 10 10 5Specific Use Permits 5 3 5 3

Zoning Ordinance Text Amendments 7 4 6 2 Zoning Variance Requests 1 1 0 1 Subdivision Ordinance Text Amendments 2 1 0 1 Conceptual Plan Reviews 6 5 3 1 Preliminary Plat Reviews 24 11 17 10 Final Plat Reviews 26 12 18 15 Amending Plats/Replats 4 7 7 5 Plat Extensions 0 1 1 1 Park Land Dedication Proposals Considered by P&Z 1 5 1 1 Architectural Design & Building Permit Reviews 143 155 200 170 Major Plan Adoptions/Revisions 3 2 0 0 DAs & SPAs & Amendments 300 hrs 200 hrs 0 hrs 0 hrs Zoning/ Architectural Design/ Weekly Field Inspections 106 90 100 100 Pre-Development Meetings 72 95 45 50 CDBG Plans (Consolidated Plan and Annual Action Plan) 3 3 2 2

179

GENERAL FUND


DEVELOPMENT SERVICES - PLANNING 101-17-160

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51004 OVERTIME 262 1,000 1,000 1,350 1,000

51102 PART TIME:LESS THAN 20 HR 325 10,490 10,490 10,096 11,988






51305 RETIREMENT 16,319 22,870 22,870 19,189 23,034

51306 WORKERS COMPENSATION 1,086 335 335 269 242

TOTAL PERSONNEL 387,549 340,684 340,684 344,456 350,342

52001 OFFICE SUPPLIES 3,478 3,500 3,500 3,500 3,500

52002 MEALS & DRINKS 163 400 400 286 400

52003 WEARING APPAREL 11 - -

52004 MINOR TOOLS & EQUIPMENT - 400 400 300 400


52006 POSTAGE 695 6,300 6,300 1,200 1,200


52015 FLEET RENTAL FEE 1,140 1,500 1,500 1,500 1,500

52016 CENTRAL GARAGE ALLOC - - -

52017 FUEL, OIL & LUBRICANTS 237 - - -


53002 INSURANCE 12,219 2,443 2,443 2,591 2,091








54003 TRAINING & TRAVEL 4,462 4,100 4,100 3,700 4,100



75005 EQUIPMENT - OFFICE - - - - -

75006 VEHICLES - - - - -

77007 OTHER / MISCELLANEOUS - - - - -



180

============================ FY 2016 ANNUAL BUDGET ================================



DIVISION: INSPECTIONS & PERMITS FUND NUMBER: 101-17-162


The Chief Building Official reports to the Director of Development Services and directly supervises the Permits and Inspection Division. The Building Official offers support in all aspects of division responsibilities. The Division reviews all construction plans, and issues all building, plumbing, electrical, mechanical, health and other major construction permits. Prior to issuing permits, Division staff ensures that all contractors doing work in Missouri City are licensed and / or registered locally or by the State of Texas. The Division is also responsible for providing information to the general public regarding building setbacks, building code requirements, and business occupancy requirements. The Division’s Commercial Plans Examiner coordinates review of all commercial plans through the Planning, Fire, and Public Works departments to ensure all private developers of a thorough review of their projects. The Health Inspector protects the health and safety of the public through enforcement of state and local health codes, and by inspecting all food establishments to assure proper handling, storage, and preparation of food being offered for consumption. The inspector reviews the plans for all new food establishments, performs pre-opening inspections of all new food establishments, and facilitates food protection management training for all food establishments.


*Development Services Director is included in Planning & Development Divisional Budget.


181

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: DEVELOPMENT SERVICES DIVISION: INSPECTIONS & PERMITS FUND NUMBER: 101-17-162

STRATEGIC


1,3,4,5 Implement Citizen Self-Service in the MUNIS module to allow customers to apply for

permits, pay fees, schedule inspections and see results of plan review and inspections on-line.

1,3,4,5 Provide training for the staff and contractors for the 2015 technical codes. 4 Provide training opportunities for all staff to insure knowledge and skills to provide

optimum customer service. 4 Train staff and develop user manual for the use of the new MUNIS software.

1,3,5 Abate sub-standard structures in accordance with the City’s Codes. 1,4,5 Increase the awareness of departmental activities and services through the continued

development of informational clips to run on MCTV and through community involvement with HOAs and schools.

4 Provide support to assist other departments’ planning, building and information functions.

1,5 Utilize third party plan-review firm to complete reviews within established guidelines. 1 Improve the health inspection scores for restaurants through enhanced inspections and

education.

PERSONNEL SCHEDULE

FY 2014 Actual

FY 2015 Budget

FY 2015 Estimate

FY 2016 Budget

SalaryGrade

Building Official 1 1 1 1 23Deputy Building Official 1 1 1 1 22Inspector III 3 3 3 3 13Inspector II 1 1 1 1 12Health Inspector 1 1 1 1 10Permit Service Representative II 1 1 1 1 09Permit Service Representative I 5 5 5 5 06Total Full Time Employees 13 13 13 13 Part-Time Employee (Data Entry) 1 1 1 1 $8/hr.

182

============================ FY 2016 ANNUAL BUDGET ================================


DEPARTMENT: DEVELOPMENT SERVICES


DIVISION: INSPECTIONS & PERMITS FUND NUMBER: 101-17-162


Actual FY 2015


FY 2016 Budget

Process alarm permits within 24 hours after receipt of

applications and renewals 95% 90% 85% 85%

Review commercial projects within 10 working days 90% 90% 85% 85% Review residential projects within 5 working days 90% 90% 85% 85% Additional cross-discipline Inspector Certifications 5 5 5 5 Process residential rental registration within 24 hours after

receipt of applications and renewals 95% 95% 85% 85%

Same day inspections for requests before 7:00 AM 90% 90% 85% 85% Complete health inspections on food establishments 2

times/year 90% 90% 85% 85%

Plan review all new food establishments within 10 working days

95% 95% 85% 85%

For inspections scheduled before 7 a.m., perform 95% during the same business day

N/A 95% 85% 85%


Actual FY 2015


FY 2016 Budget

Building permits 2,737 2,800 3,000 3,000 Air Condition permits 917 500 900 1,000 Plumbing permits 1,253 650 1,500 1,500 Electrical permits 1,003 265 1,000 1,025 Pool permits 24 65 35 35 Sign permits 247 240 250 250 Fire permits 216 230 200 200 MCI permits 67 100 90 90 Change of occupant 125 120 100 125 Contractor registrations 1,279 1,275 1,280 1,300 Certificate of occupancy issued 653 450 650 650 Inspections performed 17,838 15,000 18,500 19,000 Commercial plans reviewed 449 330 450 450 Residential plans reviewed 647 500 550 600 Health permits 314 310 320 350 Health inspections performed 616 625 640 650 Residential rental registrations processed 541 600 600 600

183

GENERAL FUND


DEVELOPMENT SERVICES - INSPECTIONS 101-17-162

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 2,512 - - 129

51004 OVERTIME 6,145 6,000 6,000 7,800 6,000

51102 PART TIME:LESS THAN 20 HR - 10,490 10,490 4,070 10,490





51304 PRORATED HEALTH/DENT/VIS 471 - -

51305 RETIREMENT 26,109 47,228 47,228 40,087 46,768

51306 WORKERS COMPENSATION 1,294 682 682 1,035 889

TOTAL PERSONNEL 663,331 747,440 747,440 748,098 751,564

52001 OFFICE SUPPLIES 2,693 3,500 3,500 3,500 3,500

52002 MEALS & DRINKS 93 100 100 124 100

52003 WEARING APPAREL 1,675 2,550 2,550 2,550 2,550

52004 MINOR TOOLS & EQUIPMENT 600 550 550 200 23,790


52006 POSTAGE 1,002 3,000 3,000 2,000 3,000

52008 IDENTIFICATION SUPPLY/FIL 235 - -


52015 FLEET RENTAL FEE 11,289 16,330 16,330 16,330 16,544




53002 INSURANCE 1,043 1,521 1,521 1,524 2,115



53008 TELEPHONE - 5,708 5,708



53040 SUB-STANDARD STRUCTURES - 1,500 1,500 1,500




54003 TRAINING & TRAVEL 6,566 9,000 9,000 9,000 9,000


75005 EQUIPMENT - OFFICE - - - -

75006 VEHICLES - - - -

77007 OTHER / MISCELLANEOUS - - - -



184

DEPARTMENTAL VISION

STATEMENT

To become an integral partner with our customers

and the community to enable the City to be

recognized as a leader in technology that prides

itself on innovation, transparency, and

accountability.


STATEMENT

The I.T. Department delivers the best proven

technology and services available for computer,

data, telecommunications, mapping, and critical

business systems of the City to employees and

the public through excellent customer service,

continuous improvement, innovative problem-

solving, adherence to standardized Innovation &

Technology best practices, and collaborative

solutions.


The Innovation & Technology Department serves other City departments through a series of services that

includes integrating computer systems, coordinating and providing training, negotiating and managing

Innovation & Technology related contracts, and technology assistance and support. The department creates

the technological environment that enables City employees to quickly access vital information using the

most efficient and cost effective system hardware and software.

I.T. Operations Manager

Desktop Services Specialist III – (Lead)

Director of Technology & Innovation

Network Administrator

(Lead)

Desktop Services

Specialist II (2)

Assistant City Manager*

Desktop Services

Specialist I (2)

PT Office Manager

Systems Administrator


Total Part-Time Employees = 1

*Assistant City Manager is included in the Council & Management budget.

INNOVATION & TECHNOLOGY

Innovation & Technology

185

FY 2015 DEPARTMENTAL ACCOMPLISHMENTS Upgraded Council Conference Room to provide more technological functionality. Upgraded Public Safety Training Room to provide more technological functionality. Replaced analog phone at Public Safety Mini Station for easier access.

Implemented and configured an IP network at Fire Station #5 to allow access to EOC and all

servers.

Upgraded or replaced all Macs for MCTV to give them better resources; placed Macs on corporate

domain for access to corporate resources; implemented a 10Gb network to accommodate new

storage solution for MCTV’s video and storage requirements. Implemented and updated the call tree for City Hall front desk, allowing for better functionality

and better telephone access for our citizens.

Implemented and configured new IVR server to accommodate MUNIS Go Live for Planning &

Development Services which provides access for citizens to schedule inspections through the

phone. Installed and configured HP C7000 chassis to consolidate the VMware hosts and provide more

resources to the VMware infrastructure.

Upgraded the NICE voice system that records critical 9-1-1 and non-emergency calls to record

more non-emergency extensions.

Procured Coban Edge system to complete the implementation of Coban to all Patrol units, retiring

the current Kustom system. Continued to replace large multi-function copiers with leased multi-function color copiers.

Implemented and installed G1’s for all motorcycle units, making them fully functional in the field. Implemented Kace 1000 inventory and management software solution that manages all devices that

run Windows. This system will provide a more robust internal help desk solution. Completed the remodeling of the Innovation & Technology offices. Upgraded the Wireless LAN Controller and maintain corporate and free Wi-Fi across all city

buildings to provide a new service for employees and Guests/Citizens. Implemented and installed Utility rockets in all mobile units to enable Coban remote upload

capability, giving the officer more time in the field to serve and protect the Citizens of Missouri

City. Updated Microsoft license agreement to keep access to current Office and System software which

gave users up-to-date-software to improve productivity. Reorganized the Innovation & Technology Department to bring more structure and standards to the

services provided to internal and external users while continuing development and training. Supported 450 users and over 1,735 different hardware devices, such as mainframes, personal

computers, servers, printers, scanners, modems, monitors and cash registers; to support over 85

operating systems and application software packages, such as OS/400, Windows 7, suite of

Microsoft Office 2013, Microsoft Outlook and Sungard HTE applications; to support users in the

acquisition and installation of computing equipment and software that best meets their needs. Continued to maintain a stable/secure computer environment and preserved copies of backup data

offsite. Continued to maintain and support all City servers and software, including Tyler MUNIS, OSSI,

INCODE, EPO management, Coban, Coban storage, and Solar Winds

186


INNOVATION & TECHNOLOGY FUND NUMBER: 101-18-170

FY 2016 DEPARTMENTAL OBJECTIVES

• Continue to align technology with the City priorities and the business goals of the organization.

• Build alliances with key decision-makers.

• Lobby for, and obtain, financial and other resources to deliver services and implement projects.

(ITSC)

• Deliver quality customer service at all times.

• Promote a commitment to excellence.

• Assist in converting business requirements to technical needs.

• Provide innovative problem-solving solutions using proven technologies.

• Maximize the City’s investment in technology.

• Develop and manage a technology infrastructure and processes to electronically preserve and share the

extensive knowledge base of City departments.

• Maintain highly skilled and motivated information technology professionals.


INNOVATION & TECHNOLOGY FUND NUMBER: 101-18-170

PERSONNEL SCHEDULE

FY 2014 FY 2015 FY 2015 FY 2016 Salary

Actual Budget Estimate Budget Grade

Director of Technology & Innovation 1 1 1 1 24

I.T. Manager 1 1 1 1 22

Network Administrator 1 1 1 1 15

Desktop Services Specialist III – Lead 0 1 1 1 14

Systems Administrator 1 1 1 1 14

Desktop Services Specialist II

Desktop Services Specialist I

0

0

0

0

0

0

2

2

13

12

AS/400 PC/LAN Specialist 2 2 2 0 12


Part-Time Office Manager 1 1 1 1

Total Part Time Employees 1 1 1 1

187


FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Respond to Priority #1 help calls within two hours. 98% 98% 98% 96%

Respond to Priority #2 help calls within four hours. 98% 98% 98% 98%

Respond to Priority #3 help calls within one week. 95% 95% 95% 95%

Maintain Server Infrastructure up time 98% 99% 99% 99% Maintain the Police/Fire Dispatch on-line. 98% 99% 99% 99%

ACTIVITY MEASURES

FY 2014

Actual

FY 2015

Budget

FY 2015

Estimate

FY 2016

Budget

Infrastructure

iSeries Systems Maintained 2 0 0 0

Server Computers 124 124 124 124

Microsoft Exchange Servers 2 2 2 2

VMWare ESX Servers 6 8 8 8

SAN Systems 2 3 3 3

Software

Operating Systems 8 11 11 11

iSeries Applications N/A N/A N/A N/A

Tyler/MUNIS Applications 34 34 34 34

Computer Applications 245 250 250 250

OSSI 12 12 12 12

End Users

Workstations 331 412 412 420

Network Printers 87 91 87 87

Printers and Special Devices 229 229 210 200

Requests for Service 2000 2,200 4,000 4.500

188

GENERAL FUND


INNOVATION & TECHNOLOGY 101-18-170

Object Description

FY 2014

Actual

FY 2015

Original

Budget

FY 2015

Revised

Budget

FY 2015

Year-End

Estimate

FY 2016

Proposed

Budget



51003 COMPENSATED ABSENCES 7,721

51004 OVERTIME 7,000 7,000 13,000 9,800

51102 PART TIME:LESS THAN 20 HR 19,980 19,980 10,176 19,980

51201 CAR-CLOTHING ALLOWANCE 3,000 3,000 2,982 3,000


51301 LONG TERM DISABILITY 1,449 1,449 1,253 1,494



51304 PRORATED HEALTH/DENT/VIS 500

51305 RETIREMENT 39,448 39,448 33,771 40,911


TOTAL PERSONNEL - 611,435 611,435 615,253 611,917

52001 OFFICE SUPPLIES 1,000 1,000 1,000 1,000

52002 MEALS & DRINKS 250 250 82 250

52003 WEARING APPAREL 80 665 165 300


52005 EDUC, TRAINING & SUPPLIES 100 100 500

52006 POSTAGE 150 150 200 200

52014 COMPUTER EQUIP RENTAL FEE 106,987 106,987 106,987

52015 FLEET RENTAL FEE 2,500 2,500 2,500 2,500

52017 FUEL, OIL & LUBRICANTS 1,100 1,100 700 812

52061 COMPUTER REPAIR/REPLACEMENT 10,000 12,000 27,737 40,000

52062 COPY MACHINE SUPPLIES/RPR 60,000 60,000 69,157 60,000


53001 MINOR EQUIP MAINT/RPR & RNT - 100 100 175 100

53002 INSURANCE 1,664 1,664 1,759 2,050


53005 SERVICE AGREEMENTS/REPAIR 825,309 825,309 874,705 1,176,416

53007 CONFERENCE EXPENSE 2,000 2,000 6,663 2,000

53008 TELEPHONE 265,305 265,305 393,901 451,010

TOTAL CONTRACTUAL SERVICES - 1,193,038 1,193,038 1,322,203 1,730,176


54002 DUES & SUBSCRIPTIONS 100 100 100

54003 TRAINING & TRAVEL 13,500 13,500 4,295 13,500

54005 VEHICLE ALLOWANCE - MILEAGE 200 200 100 1,000



TOTAL EXPENDITURES - 2,173,166 2,281,397 2,424,760 2,715,921

189

SPECIAL REVENUE FUNDS

PURPOSE AND KEY REVENUE ASSUMPTIONS AND TRENDS

Special revenue funds are used to account for specific revenues that are either legally restricted to expenditures for a

particular purpose or need to separately be accounted for.

Parkland Dedication Fund. In order to provide neighborhood parks, the Parkland Dedication ordinance calls for

integrating this requirement into the planning and development of subdivisions. Whenever a final plat is filed with

the County, such plat shall contain a clear fee simple dedication of an area of land for park purposes, which shall

equal one acre for each 100 proposed dwelling units. The required dedication may also be met by a payment in lieu

of land, the pledge of security guaranteeing the future dedication of park land or the provision of private

neighborhood park land when permitted or required by other provision of the subdivision ordinance. The Park Land

Dedication Fund was established for deposit of all sums paid in lieu of land dedication. The City is divided into

thirteen park zones, and the funds are accounted for by park zone. Revenue is recognized when received as

determined by the planning department during the planning process. Expenditures are made within the same park

zone for which funds are received as the accumulation allows a project to be completed.

Narcotics Fund. This fund is used to account for funds received yearly from the United States Department of

Justice through the State and seizure monies. Monies are also received periodically from the Fort Bend County

Task Force, Narcotics Seizure Fund, as a result of final conviction of offenders. Revenue is recognized only as

checks are distributed to the various governmental agencies by the Task Force. The funds are utilized exclusively to

purchase police equipment.

Radio Communications Fund. This fund was established by an internal agreement between the City of Sugar

Land and Missouri City with Sugar Land reimbursing the City for one half of the radio system tower site located at

the Missouri City Public Safety Headquarters. The Cities agreed that the City should operate the 800 MHz trunked

radio tower system and provide an operator who will provide radio-programming services and maintain the system

for the use of both Cities. Revenue is received from both governmental and private users by contract. Revenue is

recognized when due per the contract with Sugar Land and Missouri City providing one half of the operating and

maintenance costs after deducting revenue received from other users.

Municipal Court Building Security/Technology/Juvenile Case Funds. These funds are utilized to account for

the state mandated court fees to be used for Municipal Court building security, the furthering of Municipal Court

technology, and supplementing expenses for the Juvenile Case Manager. Fees are collected on all convictions and

set aside to improve building security, enhance the information technology of the City’s Municipal Court Division

and assist in paying the salary of the Juvenile Case Manager.

Community Development Block Grant Funds. The City receives a grant from the U.S. Department of Housing

and Urban Development (HUD) yearly to improve the safety and livability of our citizens, and funds are reimbursed

monthly from the HUD.

MCTV Facilities/Equipment Fund. This fund is used to account for Public, Educational, and Governmental

Access (PEG) fees collected from cable TV subscribers. The funds are to be used solely for technology, furniture

and equipment related to the City’s cable TV station programming.

Missouri City Development Authority Fund. The Development Authority was organized for the purpose of

aiding, assisting and acting on behalf of the City in the performance of its governmental functions to promote

common good and general welfare of the areas included in the City’s Public Improvement Districts (PIDs) and Tax

Increment Reinvestment Zones (TIRZs) to promote, develop, encourage and maintain housing, educational

facilities, employment, commerce and economic development in the City. The Development Authority is governed

by a board comprised of all members of the City’s governing body (City Council). This fund accounts for the

191

administrative costs associated with the Development Authority and their reimbursement by the various PIDs and

TIRZs.

Tax Increment Reinvestment Zones (TIRZs). TIRZ #1 (Fifth Street area), TIRZ #2 (Vicksburg area) and TIRZ

#3 (South Hwy 6) provide for the design and construction of required infrastructure and other project costs in order

to facilitate the development of new residential and commercial properties where necessary infrastructure is absent

and where development would not otherwise occur; for example, where major drainage improvements are

necessary. These zones are used to assist the City to promote and affect long-term comprehensive urban design and

land planning. They are also being used to improve the quality of growth and development in blighted areas where

substandard infrastructure and housing accommodations constitute an economic and social liability and a menace to

public health, safety, and welfare. The presence of substandard, deteriorated and deteriorating structures,

predominance of defective and inadequate sidewalk and street layouts, unsanitary and unsafe conditions, and

defective and complicated conditions or title substantially arrests the sound growth of those areas of the City and

constitutes a burden and threat to healthier areas of the City. These funds will be initially financed by the

developers in the area who will be reimbursed by the incremental taxes paid on the increased property values in

future years.

Public Improvements Districts (PIDs). PIDs provide an alternative to the creation of Municipal Utility Districts

(MUDs) in order to finance infrastructure for new development. PID project costs are paid by a property owner

assessment. Bonds may be issued with the assessment. The City has adopted a policy requiring the use of PIDs to

finance infrastructure for new development.

Hotel Occupancy Tax Fund (HOT). This fund was created to account for the collection of remittances from

the city’s two hotels. The first hotel, La Quinta Inn, opened in December 2012. It has 55 rooms. A second

hotel, Hampton Inn, opened in December 2013 and has 64 rooms. Hotel occupancy taxes are received

quarterly. Expenditures are governed by state law and are approved by the City Council.

Grants Fund. The Grants Fund was created to account for the administration of all federal, state, and local

grant funds received by the City, excluding CDBG. Revenues are accounted for in this Fund and the

corresponding grant expenditures are made out of this Fund.

Donations Fund. The Donations Fund is used to account for miscellaneous donations received by the City.

Donations are recorded and maintained based on the department or division that receives the donations.

192

MUNC. CT.

BLDG SEC/ MCTV

PARKLAND NARCOTICS RADIO INFO TECH/ FACILITIES/

DED. SEIZURE COMM. JUV CASE CDBG GRANTS EQUILMENT

DESCRIPTION FUND FUNDS FUND FUNDS FUNDS FUND FUND

REVENUES:

FINES & FORFEITURES

Munc Ct Building Security Fees 0 0 0 21,177 0 0 0

Munc Ct Technology Fees 0 0 0 28,248 0 0 0

Munc Ct Juvenille Case Fees 0 0 0 41,123 0 0 0

TOTAL FINES & FORFEITURES 0 0 0 90,548 0 0 0

INTERGOVERNMENTAL REVENUES

Grants 0 0 0 0 379,672 230,383 0

User Fees 0 0 0 0 0 0 0

Taxes 0 0 0 0 0 0 0

Drug Forfeitures 0 0 0 0 0 0 0

Sugar Land/Mo City Reimbursements 0 0 0 0 0 0 0

City of Houston Radio License 0 0 13,162 0 0 0 0

Public Safety Radio Use 0 0 48,501 0 0 0 0

TOTAL INTERGOVERNMENTAL

REVENUES 0 0 61,663 0 379,672 230,383 0

OTHER REVENUES

Interest Earnings 24,000 7,900 710 8,055 0 0 5,905

Cable/Video In-Kind Fees 0 0 0 0 0 0 175,600

Contributions from Developers 0 0 0 0 0 0 0

Payments in Lieu of Parkland 0 0 0 0 0 0 0

O&M Reserve Inc/(Dec) 0 0 0 0 0 0 0

ATC Reimbursement 0 0 144,245 0 0 0 0

Donations 0 0 0 0 0 0 0

Hotel Occupance Tax 0 0 0 0 0 0 0

TOTAL OTHER REVENUES 24,000 7,900 144,955 8,055 0 0 181,505

TOTAL REVENUES 24,000 7,900 206,618 98,603 379,672 230,383 181,505

OTHER FINANCING SOURCES

Proceeds from the Sale of Debt 0 0 0 0 0 0 0

Transfer from General Fund 0 0 0 0 0 0 0

Transfer from General Fund-Taxes 0 0 0 0 0 0 0

Transfer from Debt Service-Taxes 0 0 0 0 0 0 0

Transfer from TIRZ #1 Fund 0 0 0 0 0 0 0



Transfer from PID #2 Fund 0 0 0 0 0 0 0



Transfer from METRO Fund 0 0 0 0 0 0 0

TOTAL REVENUES & RESOURCES 24,000 7,900 206,618 98,603 379,672 230,383 181,505

EXPENDITURES

Personnel 0 0 84,651 35,236 98,785 218,833 0

Commodities 0 20,000 3,050 2,902 0 14,165 66,763

Contractual Services 0 0 93,200 3,600 208,344 0 54,000

Other Services 0 50,000 3,200 1,000 5,543 0 0

Debt Service 0 0 0 0 0 0 0

Capital Outlay 195,616 150,000 0 0 67,000 0 0

TOTAL EXPENDITURES 195,616 220,000 184,101 42,738 379,672 232,998 120,763

OTHER FINANCING USES

Transfer to General Fund 0 0 40,011 41,203 0 0 0

Transfer to Development Authority 0 0 0 0 0 0 0

Transfer to 403 (Bond Fund)

CONTINGENCY 0 0 0 0 0 0 0

TOTAL APPROPRIATIONS/

EXPENDITURES 195,616 220,000 224,112 83,941 379,672 232,998 120,763

DESIGNATED O&M RESERVE 0 0 0 0 0 0 0

REVENUES OVER/(UNDER) EXPENDITURES (171,616) (212,100) (17,494) 14,662 0 (2,615) 60,742

BEGINNING FUND BALANCE JULY 1 1,162,415 346,665 17,990 414,949 4,850 33,209 392,425

ENDING FUND BALANCE JUNE 30 990,799 134,565 496 429,611 4,850 30,594 453,167

FY 2016 BUDGET BY FUND


SUMMARY OF REVENUES, EXPENDITURES AND

CHANGES IN FUND EQUITY

193

DEVELOP- TIRZ #1 TIRZ #2 PID #2 HOTEL

MENT (FIFTH (VICKS- TIRZ #3 (VICKS- OCCUPANCY

DONATIONS AUTHORITY STREET) BURG) (SIENNA) BURG) PID #4 TAX

FUND FUND FUND FUND FUND FUND FUND FUND TOTALS

0 0 0 0 0 0 0 0 21,177

0 0 0 0 0 0 0 0 28,248

0 0 0 0 0 0 0 0 41,123

0 0 0 0 0 0 0 0 90,548

0 0 0 0 0 0 0 0 610,055

0 0 0 0 0 537,381 390,472 0 927,853

0 0 309,235 453,378 687,017 0 0 0 1,449,630

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 13,162

0 0 0 0 0 0 0 0 48,501

0 0 309,235 453,378 687,017 537,381 390,472 0 3,049,201

0 0 9,500 55,975 25,800 7,600 2,820 6,175 154,440

0 0 0 0 0 0 0 0 175,600

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 144,245

60,700 0 0 0 0 0 0 0 60,700

0 0 0 0 0 0 0 223,900 223,900

60,700 0 9,500 55,975 25,800 7,600 2,820 230,075 758,885

60,700 0 318,735 509,353 712,817 544,981 393,292 230,075 3,898,634

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

0 0 368,397 722,899 302,645 0 0 0 1,393,941

0 0 169,315 332,243 139,095 0 0 0 640,653

0 20,000 0 0 0 0 0 0 20,000

0 20,000 0 0 0 0 0 0 20,000

0 20,000 0 0 0 0 0 0 20,000

0 20,000 0 0 0 0 0 0 20,000

0 0 0 0 0 0 0 0 0

0 20,000 0 0 0 0 0 0 20,000

0 0 0 0 0 0 0 0 0

60,700 100,000 856,447 1,564,495 1,154,557 544,981 393,292 230,075 6,033,228

0 0 0 0 0 0 0 0 437,505

65,648 0 0 0 0 0 0 0 172,528

0 0 2,077 1,000 0 0 0 0 362,221

0 0 0 0 0 500 0 0 60,243

0 0 496,678 560,770 0 305,775 388,687 0 1,751,910

0 0 0 0 619,904 0 0 0 1,032,520

65,648 0 498,755 561,770 619,904 306,275 388,687 0 3,816,927

0 100,000 26,886 52,757 22,087 0 0 6,300 289,244

0 0 20,000 20,000 20,000 20,000 20,000 0 100,000

156,000 156,000

0 0 0 0 0 0 0 0 0

65,648 100,000 545,641 790,527 661,991 326,275 408,687 6,300 4,362,171

0 0 0 0 0 0 0 0 0

(4,948) 0 310,806 773,968 492,566 218,706 (15,395) 223,775 1,671,057

82,689 0 1,267,701 2,616,298 2,067,834 622,571 158,361 366,276 9,554,233

77,741 0 1,578,509 3,390,265 2,560,400 841,277 142,966 590,051 11,225,290




FY 2016 BUDGET BY FUND

194

DEPARTMENT: PARKS AND RECREATION

DIVISION: PARKLAND DEDICATION

FUNDING SOURCE: PARKLAND DEDICATION FUND

FUND NUMBER: 201-0000

ORGANIZATIONAL MISSION STATEMENT

To provide superior customer service to all members of the community.


In order to provide neighborhood parks within convenient locations to its users, the City was divided into 13

park zones. Developers may dedicate parkland during final plat or may make cash payments in lieu of parkland

dedication to the City for purchase of parkland parks in or near the area of development. The City may also

provide park equipment for existing parks within the 13 park zones.

Whenever funds are sufficient to purchase land or equipment, the Park Board makes recommendations to the

City Council for proposed expenditures.

Revenue Assumptions

Revenue is recognized during the platting process when developers determine whether to dedicate land for a

park or to provide funds in lieu of parkland dedication. The City records the payment to the applicable park

zone.

195

FUND 201-16

FY 2015 FY 2015 FY 2015 FY 2016FY 2014 Original Revised Year-End ProposedActual Budget Budget Estimate Budget

OTHER REVENUES

270-49000 Interest Earnings 24,713 12,000 12,000 - 24,000

271-49511 Parkland Zone 1 - - - (25) -

272-49511 Parkland Zone 2 0 - - 1,355 -

273-49511 Parkland Zone 3 0 - - 1,103 -

274-49511 Parkland Zone 4 0 - - (3) -

275-49511 Parkland Zone 5 0 - - 573 -

276-49511 Parkland Zone 6 0 - - 4,095 -

277-49511 Parkland Zone 7 27,000 - - 648 -

278-49511 Parkland Zone 8 0 - - 93,075 -

279-49511 Parkland Zone 9 0 - - 12 -

280-49511 Parkland Zone 10 0 - - 5,481 -

281-49511 Parkland Zone 11 - - - 39 -

282-49511 Parkland Zone 12 158,400 - - 6,805 -

283-49511 Parkland Zone 13 - - - 12 -

TOTAL REVENUES 210,113 12,000 12,000 113,170 24,000

TOTAL REVENUES & RESOURCES 210,113 12,000 12,000 113,170 24,000

EXPENDITURES

271-52048 Parkland Zone 1 - - - - -

272-52048 Parkland Zone 2 - - - - 25,000

273-52048 Parkland Zone 3 - - - - 15,000

274-52048 Parkland Zone 4 - - 4,802 4,802 -

275-52048 Parkland Zone 5 - - - - -

276-52048 Parkland Zone 6 - 55,000 47,308 - 105,000

277-52048 Parkland Zone 7 8,825 25,000 29,742 28,772 -

278-52048 Parkland Zone 8 - - - - -

279-52048 Parkland Zone 9 - - - - 616

280-52048 Parkland Zone 10 - - - 167,873 50,000

281-52048 Parkland Zone 11 - - 2,950 2,950 -

282-52048 Parkland Zone 12 - - - - -

283-52048 Parkland Zone 13 - - - - -


REVENUES OVER/(UNDER) EXPENDITURES 201,288 (68,000) (72,802) (91,227) (171,616)

BEGINNING BALANCE JULY 1 1,052,354 1,025,787 1,253,642 1,253,642 1,162,415

ENDING BALANCE JUNE 30 1,253,642 957,787 1,180,840 1,162,415 990,799



PARKLAND DEDICATION FUND

196

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Park ZonesMap By:GIS DivisionMay 2014 The information on this map is provided and maintained by various agencies, including county departments, municipal governments,

state and federal agencies. No guarantee is given as to the accuracy or currency of any of the data. The map is designed to serveas a secondary representation of real property found within this jurisdiction, and is compiled from the recorded deeds, plats, andother public records, which are primary sources for this public information. Users of this map are hereby notified that these primarysources should be consulted for verification of the information presented here. The data layers do not take the place of a legal survey or other primary source documentation. The city and its vendors assume no legal responsibility for the information on this map.

LegendMajor Thoroughfare

City Limits Line

Geographic Coordinate System North American Datum 1983 (NAD83)0 3,000 6,000 9,000 12,0001,500

Feet

»197

DEPARTMENT: POLICE DEPARTMENT

DIVISION: NARCOTICS SEIZURES

FUNDING SOURCE: NARCOTICS FUNDS

FUND NUMBER: 205-13-267


To provide superior customer service to all members of the community.


The Omnibus Appropriations Act of 1998 (Public Law 105-119) allowed the U.S. Department of Justice to

make grants to cities for law enforcement hiring, overtime, equipment, enhancing security, drug courts, multi-

jurisdictional task forces, crime prevention, and insurances.

Monies are distributed periodically from the Fort Bend County Task Force, narcotics seizure fund, as a result

of final conviction of offenders by the State or Federal Governments.

199

FY 2015 FY2015 FY 2015 FY 2016

FY 2014 Original Revised Year-End Proposed

Actual Budget Budget Estimate Budget

REVENUES BY SOURCE

INTERGOVERNMENTAL REVENUE

47108 State Seizures 92,191 52,900

47109 Federal Seizures 32,247 19,100

OTHER REVENUE

49000 Interest Earnings 8,226 5,000 5,000 7,275 7,900

49102 Sale of Salvage 0 0 0 2,040 0

Total Other Revenues 132,665 5,000 5,000 81,315 7,900

TOTAL REVENUES AND

RESOURCES 132,665 5,000 5,000 81,315 7,900

EXPENDITURES

COMMODITIES

52001 Office Supplies

52004 Minor Tools & Equipment

52011 Firearms 0 20,000 16,500 0 20,000

Total Commodities 0 20,000 16,500 0 20,000

CONTRACTUAL SERVICES

53004 Special Services & Legal 3,500 3,500

53008 Telephone 4,800 0 0 0 0

Total Contractual Services 4,800 0 3,500 3,500 0

OTHER SERVICES

54003 Training & Travel 12,966 50,000 50,000 15,000 50,000

Total Other Services 12,966 50,000 50,000 15,000 50,000

CAPITAL OUTLAY

75002 Information Systems 1,048

75004 Equipment 41,388 150,000 150,000 85,000 150,000

75006 Motor Vehicles 136,694 0 0 0 0

Total Capital Outlay 179,130 150,000 150,000 85,000 150,000


REVENUES OVER/(UNDER) EXPENDITURES (64,232) (215,000) (215,000) (22,185) (212,100)

BEGINNING BALANCE JULY 1 433,082 350,928 368,850 368,850 346,665

ENDING BALANCE JUNE 30 368,850 135,928 153,850 346,665 134,565



FUND 205-13-267

NARCOTICS SEIZURES FUND

200

DEPARTMENT: POLICE DEPARTMENT DIVISION: RADIO COMMUNICATIONS

FUNDING SOURCE: RADIO COMMUNICATIONS FUND FUND NUMBER: 220-13-250


The Radio Communications Division operates and manages the jointly owned radio tower and operating

system of the City of Missouri City and Sugar Land. The Radio Systems Manager (RSM), who reports

to the Captain of the Police Support Services Division, manages the trunked radio system, radio tower,

companies who lease space and other municipal users. In addition, the RSM is responsible for

programming, purchasing, maintaining, and updating of radio equipment, and monitors all users on the

entire system. The RSM is also the Police Department's communication person for emergency

management and is responsible for maintaining radio, visual, and computer equipment in the dispatch

area.

Revenue Assumptions

Revenue is recognized monthly when billing statements are prepared and mailed to the various political

subdivisions or for the tower rental to the tower site contracted manager.


*Police Chief and Assistant Police Chief are included in Police Administration Divisional Budget.

**Captain is included in the Police Support Services Divisional budget.

Police Chief *

Assistant Police Chief - Administration*

Support Services Captain **

Police Support Tech Supervisor

201

DEPARTMENT: POLICE FUNDING SOURCE: RADIO COMMUNICATIONS FUND DIVISION: RADIO COMMUNICATIONS FUND NUMBER: 220-13-250

STRATEGIC


3,4

Conduct one inspection of the radio system and tower as a preventative maintenance once a

month.

3,4

Within 10 days of receipt of a radio in need of repair, this radio will be repaired and

returned to service.

3,4

Within three days of receipt of a radio needing programming, this radio will be

programmed and returned to the customer.

3,4

Within two hours of being notified of a maintenance issue related to the security system of

the PSHQ, corrective action will be taken to resolve the matter.

3,4

Within two hours of being notified of a maintenance issue related to the mobile data

computers, the unit will be back in service.

3,4 Implement a multiple agency simultaneous radio broadcast of emergency information.

3,4 Police and Fire radio upgrade/replacement to P25 digital standards

3,4 Secure additional grant funding for upgrades to the radio system

3,4 Work with the City Parks Department to implement a video surveillance system

PERSONNEL SCHEDULE

FY 2014

Actual

FY2015

Budget

FY 2015

Estimate

FY 2016

Budget

Salary

Grade

Radio Systems Manager 1 1 1 0 P5

Police Support Tech Supervisor 0 0 0 1 P5

Total Full-time Employee 1 1 1 1

202

DEPARTMENT: POLICE FUNDING SOURCE: RADIO COMMUNICATIONS FUND DIVISION: RADIO COMMUNICATIONS FUND NUMBER: 220-13-250


FY 2014

Actual

FY2015

Budget

FY 2015

Estimate

FY 2016

Budget

Customer approval rating. 99% 99% 99% 99%

Help Desk response within 2 hours. 96% 95% 95% 95%

ACTIVITY MEASURES

FY 2014

Actual

FY2015

Budget

FY 2015

Estimate

FY 2016

Budget

Training of City employees 189 200 200 200

No. of service requests 285 300 300 300

No. of preventive maintenance checks 100 110 110 110

No. of portable and mobile units 1,500 1,500 1,350 1,350

No. of users’ meetings 12 12 6 8

No. of computer service requests 50 50 50 50

No. of building safety checks 12 12 12 12

No. of safety inspections 32 35 35 35

203

FY 2015 FY 2015 FY 2015 FY 2016

FY 2014 Original Revised Year End Proposed


REVENUES BY SOURCE

Intergovermental Revenue

47103 Public Safety Radio Use 48,501 48,986 48,986 48,501 48,501

47104 City of Houston Radio LIC 12,672 12,925 12,925 12,904 13,162

47110 MoCity / Sugar Land Reimb 0 0 0 0 0

Total Intergovernmental Revenue 61,173 61,911 61,911 61,405 61,663

OTHER REVENUE

49000 Interest Earnings 771 600 600 1,325 710

49102 Sale of Salavge 049103 Insurance Reimbursement 049205 ATC Rental Reimbursement 135,602 139,057 139,057 139,057 144,245

TOTAL OTHER REVENUE 136,373 139,657 139,657 140,382 144,955

Total Revenues 197,546 201,568 201,568 201,787 206,618

TOTAL REVENUES AND RESOURCES 197,546 201,568 201,568 201,787 206,618

EXPENDITURES

PERSONNEL51001 Regular Salaries 62,022 60,189 60,189 63,089 60,18951002 Additional Compensation 1,744 2,112 2,112 1,833 2,11251003 Compensated Absences 2,894 - 0 17,94151004 Overtime 3,849 2,000 2,000 2,300 2,00051202 Cell Phone Allowance 867 864 864 867 86451301 Long Term Disability 203 212 212 201 21251302 Taxes, Social Security 5,273 4,986 4,986 6,154 4,98551303 Hospital Insurance 6,545 7,289 7,289 6,903 7,59751304 Prorated Health/Dent/Vis 0 051305 Retirement 3,715 5,685 5,685 6,326 6,63351306 Workers Compensation 100 82 82 67 59

Total Personnel 87,212 83,419 83,419 105,681 84,651COMMODITIES

52003 Wearing Apparel 328 052004 Minor Tools & Equipment 3,009 2,600 2,600 2,600 3,00052006 Postage 12 50 50 50 50

52014 Computer Equip Rental Fee 638 850 850 850 0

Total Commodities 3,987 3,500 3,500 3,500 3,050CONTRACTUAL SERVICES

53001 Minor Equip Maint / Rpr / Rnt 19 1,63453002 Insurance 1,117 1,110 1,110 1,187 1,30553005 Service Agreements / Repair 43,795 41,000 41,000 68,773 52,00053006 Radio Repair/Maintenance 3,200 0 19,00053008 Telephone 18,699 19,634 19,634 19,900 20,89553009 Bldg Maintenance Alloc 2,994

53012 Computer Services Alloc 31,627 0 0 0 0

Total Contractual Services 101,451 61,744 61,744 91,494 93,200OTHER SERVICES

54002 Dues & Subscriptions 92 200 200 200 200

54003 Training & Travel 5,692 3,000 3,000 3,000 3,000

Total Other Services 5,784 3,200 3,200 3,200 3,200OTHER FINANCING SERVICES

90001 Transfer to 101 (General Fund) 0 24,785 24,785 24,785 40,011

Total Other Financing Services 0 24,785 24,785 24,785 40,011


REVENUES OVER/(UNDER) EXPENDITURES (888) 24,920 24,920 (26,873) (17,494)


FUND BALANCE JUNE 30 44,863 70,293 69,783 17,990 496



RADIO COMMUNICATIONS FUND

FUND 220-13-250

204

FUND 221-10-252

FY 2015 FY 2015 FY 2015 FY 2016



REVENUES BY SOURCE

FINES & FORFEITURES

44008 Munc Court Building Security Fee 18,842 23,520 23,520 20,560 21,177


OTHER REVENUE


49600 Other/Miscellaneous - - - - -

Total Other Revenue 4,255 4,250 4,250 4,100 4,225

Total Revenues 23,097 27,770 27,770 24,660 25,402


EXPENDITURES

PERSONNEL

51001 Regular Salaries 7,302 10,800 13,885 1,385 -

51102 PT Less Than 20 Hours 17,805 32,500

51002 Additional Compensation - - - -

51003 Compensated Absences - - - - -

51004 Overtime - - - - -

51202 Cell Phone Allowance - - - - -

51301 Long Term Disability 23 - - 4 -

51302 Taxes, Social Security 542 827 827 1,362 2,486

51303 Hospital Insurance 826 1,356 1,356 171

51304 Prorated Health/Dent/Vis 15

51305 Retirement 381 972 972 74

51306 Workers Compensation 87 - - 150 250

Total Personnel 9,176 13,955 17,040 20,951 35,236

COMMODITIES

52003 Wearing Apparel 1,893

52004 Minor Tools & Equipment - - - 320 -

Total Commodities 0 0 0 2,213 0

OTHER SERVICES

54003 Training & Travel 650 3,000 3,000 1,000 -

Total Other Services 650 3,000 3,000 1,000 0

CAPITAL OUTLAY


REVENUES OVER/(UNDER) EXPENDITURES 13,272 10,815 7,730 496 (9,834)


FUND BALANCE JUNE 30 211,005 208,728 218,735 211,501 201,667



COURT BUILDING SECURITY FUND

205

FUND 222-10-256

FY 2015 FY 2015 FY 2015 FY 2016



REVENUES BY SOURCE

FINES & FORFEITURES

44014 Munc Court Technology Fees 25,147 33,000 33,000 27,425 28,248


OTHER REVENUE



Total Revenues 28,892 36,600 36,600 30,985 31,998

TOTAL REVENUES AND

RESOURCES 28,892 36,600 36,600 30,985 31,998

EXPENDITURES

COMMODITIES

52004 Minor Tools & Equipment 21,981 3,360 1,100 1,100 2,902

52085 Computer Lease 562 - - - -

Total Commodities 22,542 3,360 1,100 1,100 2,902


53004 Special Services & Legal 3,789 - 5,198 4,965 3,600

53005 Service Agreements/Repairs - - - - -

53008 Telephone - - - - -

Total Contractual Services 3,789 0 5,198 4,965 3,600

OTHER SERVICES

54003 Training & Travel 790 - - - 1,000

Total Other Services 790 0 0 0 1,000

CAPITAL OUTLAY

75002 Information Systems - - - - -

Total Capital Outlay 0 0 0 0 0

Total Expenditures 27,121 3,360 6,298 6,065 7,502

REVENUES OVER/(UNDER) EXPENDITURES 1,771 33,240 30,302 24,920 24,496



COURT TECHNOLOGY FUND



206

FUND 223-10-258

FY 2015 FY 2015 FY 2015 FY 2016



REVENUES BY SOURCE

FINES & FORFEITURES

44017 Munc Court Juvenille Case Fees 31,015 41,000 41,000 34,025 35,046

44018 Truancy Prevention Revenue 1,672 - - 5,900 6,077


OTHER REVENUE

49000 Interest Earnings 128 194 194 68 80

Total Other Revenue 128 194 194 68 80

49904 Transfer From Fund 101 - - - - -

Total Intergovernmental Revenue 0 0 0 0 0

Total Revenues 32,815 41,194 41,194 39,993 41,203

TOTAL REVENUES AND

RESOURCES 32,815 41,194 41,194 39,993 41,203


90001 Transfer to General Fund 31,955 41,194 41,194 40,853 41,203


EXPENDITURES 31,955 41,194 41,194 40,853 41,203

REVENUES OVER/(UNDER) EXPENDITURES 860 0 0 (860) 0

BEGINNING BALANCE JULY 1 0 0 860 860 0

ENDING BALANCE JUNE 30 860 0 860 0 0



COURT JUVENILE CASE FUND

207

DEPARTMENT: PLANNING DEPARTMENT

DIVISION: COMMUNITY DEVELOPMENT BLOCK GRANT

FUNDING SOURCE: COMMUNITY DEVELOPMENT

BLOCK GRANT FUND

FUND NUMBER: 240-17-000


To increase awareness of the CDBG program through elected officials and local service providers in order to

benefit our low to moderate income residents thereby enhancing their quality of life.


The Community Development Block Grant division is directly supervised by the Coordinator of Community

Development Block Grant who in turn reports to the Director of Planning. The CDBG program is responsible

for coordinating all areas of the grant program funded each year by HUD. The Community Development Block

Grant Coordinator monitors code enforcement, clearance/demolition activities, public service agency requests,

capital improvements/drainage and the general administration of the program including reporting and

monitoring forms as required.

Revenue Assumptions

This is an expenditure driven grant whereby revenue is recognized at the end of the month when expenditures

are known and reimbursed from HUD.

208

COMMUNITY DEVELOPMENT BLOCK GRANT FUND

FUND 240-17

FY 2015 FY 2015 FY 2015 FY 2016

FY 2014 Original Revised Year-End Proposed Actual Budget Budget Estimate Budget

REVENUES BY SOURCE

INTERGOVERNMENTAL REVENUE

240-17-213 46000 Grants - 2012 Program Year 25,355 69,934 69,934 70,000 -

240-17-214 46000 Grants - 2013 Program Year 224,726 35,000 35,000 97,259

240-17-215 46000 Grants - 2014 Program Year - 330,211 330,211 358,552 51,134 240-17-216 46000 Grants - 2015 Program Year - - - - 328,538


OTHER REVENUE

240-17 49000 Interest Earnings 3 - - 580 -

Total Other Revenue 3 - - 580 -

TOTAL REVENUES AND

RESOURCES 250,084 435,145 435,145 526,391 379,672

EXPENDITURES

PERSONNEL

240-17-214 Grants - 2013 Program Year 32,122 -

240-17-215 Grants - 2014 Program Year - 99,500 99,500 96,444

240-17-216 Grants - 2015 Program Year - - - - 98,785

Total Personnel 32,122 99,500 99,500 96,444 98,785

COMMODITIES

240-17-214 Grants - 2013 Program Year - - - - -



Total Commodities - - - - -

CONTRACTURAL SERVICES

240-17-213 Grants - 2012 Program Year - 1,059 - -

240-17-214 Grants - 2013 Program Year 192,688 - 12,472 -

240-17-215 Grants - 2014 Program Year - 166,025 166,025 162,464 51,134

240-17-216 53004 Special Services & Legal - - - - 157,210

Total Contactual Services 192,688 166,025 179,556 162,464 208,344

OTHER SERVICES



240-17-216 54003 Training & Travel - - - - 4,993

240-17-216 54002 Dues & Subscriptions 50

240-17-216 54001 Printing & Publications - - - - 500

Total Other Services - - - - 5,543

CAPITAL OUTLAY

240-17-213 Grants - 2012 Program Year 25,356 69,934 139,934 70,000



240-17-216 77007 Other Misc - - - - 67,000



REVENUES OVER/(UNDER) EXPENDITURES (82) 0 (183,531) 580 0

BEGINNING BALANCE JULY 1 4,352 4 4,270 4,270 4,850

ENDING BALANCE JUNE 30 4,270 4 (179,261) 4,850 4,850



209

FUND 224-10-259

FY 2015 FY 2015 FY 2015 FY 2016



REVENUES BY SOURCE

OTHER REVENUE

45005 Cable/Video In-Kind Fees 165,053 140,000 140,000 175,600 175,600



Total Revenues 171,105 141,655 141,655 182,325 181,505

TOTAL REVENUES AND

RESOURCES 171,105 141,655 141,655 182,325 181,505

EXPENDITURES

COMMODITIES

52004 Minor Tools & Equipment 73,654 68,061 68,986 113,335 66,763



53005 Service Agreements/Repairs 19,998 65,000 65,000 20,651 54,000

Total Contractual Services 19,998 65,000 65,000 20,651 54,000

CAPITAL OUTLAY

75005 Furniture & Equip (Office) - 1,500 1,500 1,500 -

Total Capital Outlay 0 1,500 1,500 1,500 0

Total Expenditures 93,652 134,561 135,486 135,486 120,763


EXPENDITURES 93,652 134,561 135,486 135,486 120,763




MCTV FACILITIES/EQUIPMENT FUND



210

FUND 230

FY 2015 FY 2015 FY 2015 FY 2016



REVENUES AND RESOURCES

OTHER REVENUES

13-230-46002 Crime Victim 44,411 49,129 49,129 43,711 45,070

13-230-46005 Bullet Proof Vest 1,819 4,350 4,350 6,522 4,350

13-230-46009 FB HIDTA Overtime 6,124 5,000 5,000 7,425 6,500

13-230-46013 COPS 235,935 38,471 38,471 125,232

13-230-46018 Houston HIDTA Overtime 16,433 16,100 16,100 16,127 16,100

13-230-46019 Motorcycle Shed 10,104

13-230-46105 Auto Burglary-Theft 125,907 146,363 146,363 168,813 146,363

13-230-46111 Victim Coordinator & Liaison 7,905 21,496

13-120-46112 Tobacco Enforcement 1,200 1,875 1,875

13-120-46116 Union Pacific Railroad 3,500 3,500

13-230-49904 Transfer from Fund 101 58,708

13-230-46106 ABTPA Prog Income 4,948

14-230-46014 UASI 2013 Radios/Consolettes 292,532

14-230-46010 FB County Training 11,606 12,000 12,000 13,494 12,000

14-230-46115 Fed Grant - Homeland Sec - 2014 43,168 37,605

16-150-46113 HGAC 2015 Compost Bin Program 2,500 2,500

16-150-46114 HGAC 2015 HHW Collection Event 30,000 28,547

16-150-46115 OCDETF - - - 1,800 -



EXPENDITURES

PERSONNEL

13-230-51999 Grant Personnel Cost 429,155 247,863 247,863 371,904 206,833

14-230-51999 Grant Personnel Cost 11,606 12,000 12,000 13,494 12,000

Total Personnel 440,761 259,863 259,863 385,398 218,833

COMMODITIES

13-230-52031 Auto Burglary-Theft 27,790

13-230-52075 Motorcycle Shed 11,622

13-230-52076 Bullet Proof Vest 1,819 4,350 4,350 6,522 4,350

13-230-52080 Houston HIDTA 7,560 7,200 7,200 7,200 7,200

13-120-52082 Tobacco Enforcement 6 1,875 1,875

13-120-52084 Victim Coordinator & Liaison 5,500

13-120-52089 Union Pacific Railroad 3,500 3,500

13-120-52091 ABTPA Prog Income 2,333 2,615

14-130-52088 Fed Grant Exp - HL Security - 43,168 37,605

14-230-52077 UASI 2013 Radios/Consolettes 292,532

16-150-52086 HGAC 2015 Compost Bin Program 2,500 2,500

16-150-52087 HGAC 2015 HHW Collection Event - - 30,000 28,547 -



REVENUES OVER/(UNDER) EXPENDITURES 30,594 0 0 2,615 (2,615)

BEGINNING BALANCE JULY 1 0 0 30,594 30,594 33,209

FUND BALANCE JUNE 30 30,594 0 30,594 33,209 30,594



GRANTS FUND

211

FUND 231

FY 2015 FY 2015 FY 2015 FY 2016



REVENUES AND RESOURCES

OTHER REVENUES

10-109-49007 Donations - Economic Development 13,000

13-120-49201 Donations - Police 17,530 5,000 5,000 38,772 11,000

14-130-49300 Donations - Fire 12,120 12,000 25,500 24,500 11,000

15-148-49411 Donations - Animal Services 2,500 1,000 1,000 400 700

16-150-49510 Donations - Urban Forestry 21,440 9,385 9,385 25,225 15,000

16-231-49516 Donations - Mayor's Youth Commission 8,146 5,000 5,000 2,275

16-152-49517 Donations - Recreation 5,170 1,850

15-140-49518 Donations - Public Works Admin 2,000 2,000

10-108-49519 Donations - Communications - - - 635 23,000



10-107-49904 Transfer From 101 (General Fund) 22,376 - - - -

Total Other Financing Sources 22,376 0 0 0 0


EXPENDITURES

COMMODITIES

10-108-52019 Donation Purchases - Communications 635 23,000

10-109-52019 Donation Purchases - Economic Development 4,952 5,000 3,048

13-120-52019 Donation Purchases - Police 5,000 40,000 40,848 11,000

14-130-52019 Donation Purchases - Fire 10,779 12,000 25,500 13,563 11,000

15-148-52019 Donation Purchases - Animal Services 2,023 1,000 1,000 600

16-150-52081 Donation Purchases - Urban Forestry 17,100 14,282 14,282 12,341 15,000

16-152-52019 Donation Purchases - Recreation 3,431

15-140-52019 Donation Purchases - Public Works Admin 2,000 2,000

16-231-52052 Donation Purchases - Mayor's Youth Commission 2,078 5,000 5,000 500 2,000



REVENUES OVER/(UNDER) EXPENDITURES 65,350 (4,897) (39,897) 17,339 (4,948)

BEGINNING BALANCE JULY 1 0 50,051 65,350 65,350 82,689




DONATIONS FUND

212

FUND 260-10-260

FY 2015 FY 2015 FY 2015 FY 2016



OTHER REVENUE

49000 Interest Earnings - - - - -

Total Other Revenues 0 0 0 0 0


49909 Transfer fromTIRZ #1 Fund 261 20,000 20,000 20,000 20,000 20,000



49912 Transfer from PID #2 Fund 263 20,000 20,000 20,000 20,000 20,000

49914 Transfer from PID #4 Fund 266 20,000 20,000 20,000 20,000 20,000

Total Other Financing Resources 100,000 100,000 100,000 100,000 100,000

Total Revenues and Resources 100,000 100,000 100,000 100,000 100,000


90001 Transfer to General Fund-Admin/Legal 100,000 100,000 100,000 100,000 100,000


EXPENDITURES 100,000 100,000 100,000 100,000 100,000

REVENUES OVER/(UNDER) EXPENDITURES 0 0 0 0 0

BEGINNING BALANCE JULY 1 0 0 0 0 0

ENDING BALANCE JUNE 30 0 0 0 0 0



MISSOURI CITY DEVELOPMENT AUTHORITY

213

FUND 261-10-261

FY 2015 FY 2015 FY 2015 FY 2016



OPERATING REVENUES

TIRZ REVENUES

48501 Fort Bend County Incremental Taxes 298,097 303,818 303,818 301,900 309,235

48503 Missouri City Incremental Taxes 488,667 - -


Total TIRZ Revenues 795,735 307,318 307,318 309,926 318,735


49904 Transfer from General Fund (Incr. Taxes) - 325,337 325,337 337,481 368,397

49915 Transfer from Debt Service (Incr. Taxes) - 165,389 165,389 155,105 169,315

Total Other Financing Resoures 0 490,726 490,726 492,586 537,712


OPERATING EXPENSES

BOND PRINCIPAL

60002 2006 Bond Principal 275,000 285,000 285,000 285,000 295,000

Total Bond Principal 275,000 285,000 285,000 285,000 295,000

BOND INTEREST

61002 2006 Bond Interest 224,779 213,505 213,505 213,505 201,678

Total Bond Interest 224,779 213,505 213,505 213,505 201,678


53018 Bank Fees 1,855 1,855 1,855 1,961 2,077

Total Contractual Services 1,855 1,855 1,855 1,961 2,077

CAPITAL OUTLAY

77002 Construction - - - - -

Total Capital Outlay 0 - - - -



90002 Transfer to Development Authority Fund 20,000 20,000 20,000 20,000 20,000


EXPENDITURES 568,189 544,896 544,896 545,095 545,640


BEGINNING BALANCE JULY 1 782,738 1,018,170 1,010,284 1,010,284 1,267,701

FUND BALANCE JUNE 30 1,010,284 1,271,318 1,263,432 1,267,701 1,578,509



TAX INCREMENTAL REINVESTMENT ZONE #1 (FIFTH STREET)

214

FUND 262-10-262

FY 2015 FY 2015 FY 2015 FY 2016FY 2014 Original Revised Year-End Proposed


OPERATING REVENUES

TIRZ REVENUES

48501 Fort Bend County Incremental Taxes 583,472 591,972 591,972 437,643 453,378

48503 Missouri City Incremental Taxes 891,305


Total TIRZ Revenues 1,540,484 616,972 616,972 491,466 509,353




Total Other Financing Resources 0 863,000 863,000 975,123 1,055,142

Total Revenues and Resources 1,540,484 1,479,972 1,479,972 1,466,589 1,564,495

OPERATING EXPENSES

CERT OF OBLIGATION PRINCIPAL

62002 2009C Cert of Obligation Principal 275,000 215,000 215,000 215,000 225,000

62004 2010B Cert Of Obligation Principal 155,000 155,000 155,000 155,000 160,000

Total Cert of Obligation Principal 430,000 370,000 370,000 370,000 385,000

CERT OF OBLIGATION INTEREST

63002 2009C Cert of Obligation Interest 162,563 154,313 154,313 154,313 146,788

63004 2010B Cert Of Obligation Interest 34,752 32,038 32,038 32,038 28,983

Total Cert of Obligation Interest 197,314 186,351 186,351 186,351 175,770


53004 Special Services & Legal 3,750

53018 Bank Fees - 1,000 1,000 - -

Total Contractual Services - 1,000 1,000 3,750 -

OTHER SERVICES

54045 Audit Services 3,350 - - - -

Total Other Services 3,350 - - - -

DEBT EXPENDITURE-OTHER

65001 Pay Agent-Register Fees - - - 1,000 1,000

Total Debt Expenditure-Other - - - 1,000 1,000

CAPITAL OUTLAY

77002 Construction 401,409 - -

76011 Reimbursement 1,000,000 - - 580,846 -

Total Capital Outlay 1,401,409 0 0 580,846 0

OTHER FINANCING USES90001 Transfer to General Fund 46,949 43,150 43,150 48,756 52,757


90009 Transfer to 403 (Bond Fund) - 900,000 156,000

TOTAL APRORIATIONS/

EXPENDITURES 2,099,023 620,501 620,501 2,110,703 790,527

REVENUES OVER/(UNDER) EXPENDITURES (558,538) 859,471 859,471 (644,114) 773,967





TAX INCREMENTAL REINVESTMENT ZONE #2 (VICKSBURG)

215

FUND 263-10-263

FY 2015 FY 2015 FY 2015 FY 2016



PID REVENUES

41012 Special Assessments 503,048 521,333 521,333 521,729 537,381


Total PID Revenues 515,419 531,833 531,833 528,949 544,981


48506 Developer Advances 8,960

48212 C. O. Premium - - - - -

Total Other Financing Resources 0 0 0 8,960 0


OPERATING EXPENSES

CERT OF OBLIGATION PRINCIPAL

62005 2010A Certificate Of Principal 95,000 75,000 75,000 75,000 75,000



63005 2010A Certificate Of Principal Expense 234,175 232,275 232,275 232,275 230,775


OTHER SERVICES

53018 Bank Fees - 500 500 500 500

Total Other Services 0 500 500 500 500

CAPITAL OUTLAY

76011 Reimbursement 1,000,000 -


Total Capital Outlay 1,000,000 0 0 0 0




EXPENDITURES 1,349,175 327,775 327,775 327,775 326,275

REVENUES OVER/(UNDER) EXPENDITURES (833,756) 204,058 204,058 210,134 218,706

BEGINNING BALANCE JULY 1 1,246,193 413,168 412,437 412,437 622,571




PUBLIC IMPROVEMENT DISTRICT #2 (VICKSBURG)

216

FUND 265-10-265

FY 2015 FY 2015 FY 2015 FY 2016



TIRZ REVENUES

48501 Fort Bend County Incremental Taxes 251,390 250,106 250,106 282,841 288,138 48503 Missouri City Incremental Taxes 360,741 48504 Houston Community College Incremental Taxes 54,742 63,516 63,516 71,958 79,154 48505 Sienna LID Incremental Taxes 275,378 268,171 268,171 304,500 319,725


Total TIRZ Revenues 965,641 596,793 596,793 681,466 712,817




Total Other Financing Resources 0 338,431 338,431 401,355 441,740

Total Revenues and Resources 965,641 935,224 935,224 1,082,821 1,154,557

OPERATING EXPENSES

CAPITAL OUTLAY

77002 Construction 613,123 619,228 619,228 619,228 619,904






EXPENDITURES 662,682 656,149 656,150 659,296 661,991






TAX INCREMENT REINVESTMENT ZONE #3

217

FUND 266-10-266

FY 2015 FY 2015 FY 2015 FY 2016



PID REVENUES

41012 Special Assessments 397,995 400,605 400,605 390,472 390,472


Total PID Revenues 402,402 402,305 402,305 393,127 393,292

OTHER FINANCING RESOURCES48211 Proceeds - Sale of Certificates of Obligation - - - - -

Total Other Financing Resources 0 0 0 0 0


OPERATING EXPENSESCERT OF OBLIGATION PRINCIPAL

62003 2009A Cert of Obligation Principal 125,000 130,000 130,000 130,000 135,000



63003 2009A Cert of Obligation Interest 262,299 258,236 258,236 258,237 253,687



53018 Bank Fees 500 - - - -

Total Contractual Services 500 - - - -

OTHER SERVICES

54044 Miscellaneous Expenses - - - - -

Total Other Services - - - - -

CAPITAL OUTLAY


Total Capital Outlay 0 0 0 0 0

OTHER FINANCING USES90002 Transfer to Development Authority Fund 20,000 20,000 20,000 20,000 20,000


EXPENDITURES 407,799 408,236 408,236 408,237 408,687

REVENUES OVER/(UNDER) EXPENDITURES (5,397) (5,931) (5,931) (15,110) (15,395)





PUBLIC IMPROVEMENT DISTRICT #4 (CREEKMONT)

218

FUND 575-55-575

FY 2015 FY 2015 FY 2015 FY 2016



OPERATING REVENUES

OTHER TAXES

42006 Hotel Occupancy Tax 78,869 174,000 174,000 219,525 223,900

Total Other Taxes 78,869 174,000 174,000 219,525 223,900

OTHER INCOME

49000 Interest Income 2,158 2,600 2,600 5,225 6,175

Total Other Income 2,158 2,600 2,600 5,225 6,175


OPERATING EXPENSES

OTHER FINANCING SERVICES90001 Transfer to 101 (General Fund) 5,388 6,300 6,300 6,300 6,300

Total Other Financing Services 5,388 6,300 6,300 6,300 6,300


EXPENDITURES 5,388 6,300 6,300 6,300 6,300






HOTEL OCCUPANCY TAX FUND

219

301-30-301

FY 2015 FY 2015 FY 2015 FY 2016



REVENUES BY SOURCE

AD VALOREM TAXES & PENALTIES

41001 Taxes Current 7,974,929 9,212,428 9,212,428 8,590,703 8,883,736

41002 Taxes Delinquent 124,982 160,000 160,000 128,003 130,000

41003 Penalties 59,584 58,000 58,000 60,530 62,000

Total Ad Valorem Taxes & Penalties 8,159,495 9,430,428 9,430,428 8,779,236 9,075,736

OTHER REVENUE

49000 Interest Income 184,957 135,000 135,000 128,100 138,900

49602 Accrued Interest 16,354 - - - -


TOTAL REVENUES 8,360,806 9,565,428 9,565,428 8,907,336 9,214,636


48304 Reimb.from MUD's 169,672

49926 Transfer from Utility Fund Princ/Int 116,374 118,049 118,049 118,049

48212 C.O Premium 439,215 0 0 155,126 0

48201 Proceeds from Sale of Bonds (8,242,650) 0 0 0 0

48203 Proceeds - Refunding Bonds 7,891,150 0 0 78,327 0

Total Other Financing Resources 204,089 118,049 118,049 521,174 0

TOTAL REVENUES & RESOURCES 8,564,895 9,683,477 9,683,477 9,428,510 9,214,636

EXPENDITURES

65001 Paying Agent/Registrar 12,300 11,050 11,500

Bond Principal 4,881,500 4,373,250 4,373,250 4,497,829 5,087,563

Bond Interest 2,491,046 2,396,855 2,396,856 2,624,293 2,688,375

Certificates of Oblig Principal 517,938 592,281 592,281 592,282 385,692

Certificates of Oblig Interest 410,721 417,586 417,586 419,966 325,978

Tax Notes Principal 255,000 260,000 260,000 260,000 265,000

Tax Notes Interest 21,863 17,655 17,655 17,655 13,365

Capital Leases Principal 68,953 70,004 70,004 70,005 71,089

Capital Leases Interest 12,128 11,077 11,077 11,077 9,993

Debt Issuance Expense 459,655 90,963

Underwriters Discount 61,147 - - - 250,000

Total Expenditures 9,192,251 8,138,709 8,138,709 8,595,120 9,108,555


90003 Transfer to TIRZ #1 Fund 0 165,389 165,389 155,105 169,315



90033 Transfer to 505 (W & WW Util) (436,500)

TOTAL APPROPRIATIONS & EXPENDITURES 8,755,751 8,709,016 8,709,016 9,183,650 9,749,208

NET REVENUES OVER/(UNDER) EXPENDITURES (190,856) 974,461 974,461 244,860 (534,572)

BEGINNING FUND BALANCE JULY 1 5,750,143 5,269,021 5,559,287 5,559,287 5,804,147

ENDING FUND BALANCE JUNE 30 5,559,287 6,243,482 6,533,748 5,804,147 5,269,575

DEBT SERVICE FUND

DETAIL OF REVENUES, EXPENDITURES AND FUND BALANCE

220

Interest Date of Term- Maturity Original Outstanding

Description Rates Issue Years Date Issue 07-01-2015

2007 General Obligation Bonds *3.9328708 04-05-07 20 06-15-2027 9,910,000.00 6,905,000.00


2008 Certificates of Obligation *4.1062825 02-20-08 20 06-15-2028 2,395,000.00 1,805,000.00

2008A General Obligation Bonds *4.6536000 09-02-08 20 06-15-2028 21,084,994.40 15,625,000.00

2008A Certificates of Obligation *4.7085000 09-02-08 20 06-15-2028 14,514,997.30 5,067,918.04

2009 General Obligation *2.1919272 12-08-09 8 06-15-2016 7,570,000.00 605,000.00

Refunding Bonds


2010 General Obligation *2.608064 05-26-10 8 06-15-2018 4,755,000.00 2,195,000.00

Refunding Bonds

2010A General Obligation Bonds *3.443547 11-02-10 20 06-15-2031 9,405,000.00 7,520,000.00

2011 Tax Note *1.650000 11-15-11 7 06-15-2018 1,730,000.00 810,000.00


2013 General Obligation *2.891734 08-21-13 13 06-15-2026 8,730,000.00 8,193,750.00

Refunding Bonds



Refunding Bonds

2014 Certificates of Obligation *3.031288 02-18-14 20 06-15-2033 990,000.00 950,000.00


2013 Capital Lease - Defibrillators *0.000000 03-22-13 5 02-22-2018 176,768.00 82,491.84

US Bank Equipment Finance

2013 Capital Lease - Fire Truck *3.130000 01-07-13 10 01-07-2023 384,490.00 316,240.00

Oshkosh Capital

TOTAL $112,716,249.70 $77,321,983.79

*Effective Interest Rate.

**This schedule only includes debt for General Government. Other obligations are included in a separate schedule which

include 2009B Certificates of Obligation which have been issued for construction of facilities included in Enterprise Funds,

the 2006 Revenue Bonds which are paid out of the Tax Increment Reinvestment Zone (TIRZ #1) Fund, the 2009A Combination

Tax & Revenue Certificates of Obligation which are paid out of Public Improvement District (PID#4) Fund, the 2009 C

Combination Tax & Revenue Certificates of Obligation which are paid out of Tax Increment Reinvestment Zone (TIRZ #2)

Fund, the 2010A Certificates of Obligation which are paid out of Public Improvement District (PID #2) Fund, the 2010B

Certificates of Obligation which are paid out of Tax Increment Reinvestment Zone (TIRZ #2) Fund, and the 2014A Combination

& Tax Issue for utility construction. A separate schedule follows for these other debt issues.

SCHEDULE OF INDEBTEDNESS - GENERAL GOVERNMENT

AS OF JULY 1, 2015

221

AS OF JULY 1, 2015

Principal Interest TotalYear Requirements Requirements Requirements

2015-2016 5,809,342.94 3,037,712.23 8,847,055.16

2016-2017 5,610,394.32 2,848,586.62 8,458,980.93

2017-2018 5,764,331.82 2,664,805.56 8,429,137.38

2018-2019 4,826,043.00 2,473,955.03 7,299,998.04

2019-2020 5,006,525.54 2,308,298.22 7,314,823.76

2020-2021 5,185,604.37 2,125,590.92 7,311,195.29

2021-2022 5,374,234.19 1,930,671.52 7,304,905.71

2022-2023 5,582,904.83 1,719,883.09 7,302,787.91

2023-2024 5,755,929.27 1,491,132.28 7,247,061.54

2024-2025 5,333,459.45 1,246,727.71 6,580,187.16

2025-2026 5,536,698.67 1,017,318.85 6,554,017.52

2026-2027 5,037,687.89 778,110.13 5,815,798.02

2027-2028 4,506,427.11 555,330.86 5,061,757.97

2028-2029 2,412,248.46 348,961.62 2,761,210.08

2029-2030 1,760,151.95 243,340.55 2,003,492.50

2030-2031 1,335,000.00 175,562.50 1,510,562.50

2031-2032 905,000.00 117,600.00 1,022,600.00

2032-2033 870,000.00 76,562.50 946,562.50

2033-2034 710,000.00 35,500.00 745,500.00

TOTAL 77,321,983.79 25,195,650.18 102,517,633.98

Note: Includes general obligation bonds, certificates of deposit and contractual lease-purchase obligations.

SCHEDULE OF TOTAL INDEBTEDNESS AND INTEREST BY YEAR-GENERAL GOVERNMENT

222

Interest Date of Term- Maturity Original Outstanding

Description Rates Issue Years Date Issue 07-01-2015

2006 Tax Increment Contract *4.813749 07-20-06 20 06-15-2027 6,540,000.00 4,540,000.00

Revenue Bonds - TIRZ #1

2009A Combination Tax & Revenue *5.0675741 07-14-09 30 06-15-2024 5,630,000.00 5,215,000.00

Certificates of Obligation - PID #4

2009B Certificates of Obligation - *4.4624150 11-03-09 25 06-15-2035 46,595,000.00 41,755,000.00

Surface Water Treatment Plant

2009C Combination Tax & Revenue *4.0273406 12-08-09 20 06-15-2028 5,260,000.00 3,670,000.00

Certificates of Obligation - TIRZ #2


Certificates of Obligation - PID #2

2010B Combination Tax & Revenue *4.026369 11-02-10 11 06-15-2021 1,660,000.00 935,000.00

Certificates of Obligation - TIRZ #2


Certificates of Obligation - Utility

TOTAL $76,915,000.00 $66,760,000.00

*Effective Interest Rate.

**This schedule does not include the debt of the General Government which is outlined on a prior page in this section.

The debt listed above is paid for by either user fees in Enterprise Funds, special assessments in Public Improvement District (PID)

Funds, or incremental property tax collections in Tax Incremental Reinvestment Zone (TIRZ) Funds.

SCHEDULE OF INDEBTEDNESS - UTILITIES AND OTHER FUNDS

AS OF JULY 1, 2015

223

SCHEDULE OF TOTAL INDEBTEDNESS AND INTEREST - UTILITIES & OTHER FUNDSAS OF JULY 1, 2015

Principal Interest TotalYear Requirements Requirements Requirements

2015-2016 2,415,000.00 2,982,229.12 5,397,229.12

2016-2017 2,490,000.00 2,907,445.72 5,397,445.72

2017-2018 2,590,000.00 2,815,399.86 5,405,399.86

2018-2019 2,695,000.00 2,704,708.16 5,399,708.16

2019-2020 2,810,000.00 2,588,681.42 5,398,681.42

2020-2021 2,930,000.00 2,465,094.62 5,395,094.62

2021-2022 3,060,000.00 2,334,191.26 5,394,191.26

2022-2023 3,195,000.00 2,196,441.26 5,391,441.26

2023-2024 3,340,000.00 2,051,066.26 5,391,066.26

2024-2025 3,485,000.00 1,917,396.26 5,402,396.26

2025-2026 3,620,000.00 1,776,071.26 5,396,071.26

2026-2027 3,775,000.00 1,628,320.02 5,403,320.02

2027-2028 3,445,000.00 1,452,226.26 4,897,226.26

2028-2029 3,235,000.00 1,290,701.26 4,525,701.26

2029-2030 3,270,000.00 1,137,851.26 4,407,851.26

2030-2031 3,430,000.00 981,915.00 4,411,915.00

2031-2032 3,585,000.00 818,240.00 4,403,240.00

2032-2033 3,755,000.00 646,992.50 4,401,992.50

2033-2034 3,935,000.00 466,768.76 4,401,768.76

2034-2035 3,785,000.00 277,818.76 4,062,818.76

2035-2036 660,000.00 90,575.00 750,575.00

2036-2037 640,000.00 59,593.76 699,593.76

2037-2038 615,000.00 29,331.26 644,331.26

TOTAL 66,760,000.00 35,619,059.04 102,379,059.04

Note: Includes general obligation bonds, tax increment revenue bonds and certificates of obligation.

224

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2007 GENERAL OBLIGATION BONDS

Effective Interest Rate: 3.9328708%

Interest Principal InterestYear 12-15 6-15 6-15 Total

2015-2016 134,612.50 455,000.00 134,612.50 724,225.00

2016-2017 125,512.50 480,000.00 125,512.50 731,025.00

2017-2018 116,512.50 495,000.00 116,512.50 728,025.00

2018-2019 107,231.25 515,000.00 107,231.25 729,462.50

2019-2020 97,575.00 540,000.00 97,575.00 735,150.00

2020-2021 87,315.00 560,000.00 87,315.00 734,630.00

2021-2022 76,535.00 580,000.00 76,535.00 733,070.00

2022-2023 65,297.50 605,000.00 65,297.50 735,595.00

2023-2024 53,500.00 630,000.00 53,500.00 737,000.00

2024-2025 40,900.00 655,000.00 40,900.00 736,800.00

2025-2026 27,800.00 680,000.00 27,800.00 735,600.00

2026-2027 14,200.00 710,000.00 14,200.00 738,400.00

TOTALS 946,991.25 6,905,000.00 946,991.25 8,798,982.50

225




2015-2016 89,727.50 245,000.00 89,727.50 424,455.00

2016-2017 84,215.00 255,000.00 84,215.00 423,430.00

2017-2018 78,477.50 270,000.00 78,477.50 426,955.00

2018-2019 73,077.50 280,000.00 73,077.50 426,155.00

2019-2020 67,477.50 295,000.00 67,477.50 429,955.00

2020-2021 61,577.50 310,000.00 61,577.50 433,155.00

2021-2022 55,377.50 325,000.00 55,377.50 435,755.00

2022-2023 48,877.50 340,000.00 48,877.50 437,755.00

2023-2024 42,077.50 360,000.00 42,077.50 444,155.00

2024-2025 34,652.50 375,000.00 34,652.50 444,305.00

2025-2026 26,777.50 395,000.00 26,777.50 448,555.00

2026-2027 18,383.75 415,000.00 18,383.75 451,767.50

2027-2028 9,461.25 435,000.00 9,461.25 453,922.50

TOTALS 690,160.00 4,300,000.00 690,160.00 5,680,320.00

226

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2008 CERTIFICATES OF OBLIGATION


Interest Principal Interest Year 12-15 6-15 6-15 Total

2015-2016 36,356.25 100,000.00 36,356.25 172,712.50

2016-2017 34,106.25 105,000.00 34,106.25 173,212.50

2017-2018 32,268.75 110,000.00 32,268.75 174,537.50

2018-2019 30,343.75 120,000.00 30,343.75 180,687.50

2019-2020 28,093.75 125,000.00 28,093.75 181,187.50

2020-2021 25,750.00 130,000.00 25,750.00 181,500.00

2021-2022 23,150.00 135,000.00 23,150.00 181,300.00

2022-2023 20,450.00 145,000.00 20,450.00 185,900.00

2023-2024 17,550.00 150,000.00 17,550.00 185,100.00

2024-2025 14,456.25 160,000.00 14,456.25 188,912.50

2025-2026 11,156.25 165,000.00 11,156.25 187,312.50

2026-2027 7,650.00 175,000.00 7,650.00 190,300.00

2027-2028 3,931.25 185,000.00 3,931.25 192,862.50

TOTALS 285,262.50 1,805,000.00 285,262.50 2,375,525.00

227

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2008A GENERAL OBLIGATION BONDS



2015-2016 355,650.00 920,000.00 355,650.00 1,631,300.00

2016-2017 337,250.00 960,000.00 337,250.00 1,634,500.00

2017-2018 318,050.00 995,000.00 318,050.00 1,631,100.00

2018-2019 298,150.00 1,035,000.00 298,150.00 1,631,300.00

2019-2020 276,803.13 1,080,000.00 276,803.13 1,633,606.26

2020-2021 251,153.13 1,130,000.00 251,153.13 1,632,306.26

2021-2022 227,140.63 1,180,000.00 227,140.63 1,634,281.26

2022-2023 200,590.63 1,230,000.00 200,590.63 1,631,181.26

2023-2024 171,378.13 1,290,000.00 171,378.13 1,632,756.26

2024-2025 140,740.63 1,350,000.00 140,740.63 1,631,481.26

2025-2026 108,678.13 1,415,000.00 108,678.13 1,632,356.26

2026-2027 75,071.88 1,485,000.00 75,071.88 1,635,143.76

2027-2028 38,875.00 1,555,000.00 38,875.00 1,632,750.00

TOTALS 2,799,531.29 15,625,000.00 2,799,531.29 21,224,062.58

228

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2008A CERTIFICATES OF OBLIGATION


Gov. Interest Ent. Interest Gov. Principal Ent. Principal Gov. Interest Ent. Interest Year 12-15 12-15 12-15 12-15 6-15 6-15 Total

2015-2016 113,613.44 159,233.44 245,691.99 344,308.01 113,613.44 159,233.44 1,135,693.76

2016-2017 108,595.82 152,201.06 256,102.67 358,897.33 108,595.82 152,201.06 1,136,593.76

2017-2018 103,390.82 144,906.06 264,431.21 370,568.79 103,390.82 144,906.06 1,131,593.76

2018-2019 97,977.62 137,319.26 276,924.03 388,075.97 97,977.62 137,319.26 1,135,593.76

2019-2020 92,245.62 129,285.64 287,334.70 402,665.30 92,245.62 129,285.64 1,133,062.51

2020-2021 86,003.52 120,537.11 299,827.52 420,172.48 86,003.52 120,537.11 1,133,081.26

2021-2022 79,187.57 110,984.31 314,402.47 440,597.53 79,187.57 110,984.31 1,135,343.76

2022-2023 71,950.02 100,840.61 328,977.41 461,022.59 71,950.02 100,840.61 1,135,581.26

2023-2024 64,169.85 89,936.41 343,552.36 481,447.64 64,169.85 89,936.41 1,133,212.51

2024-2025 55,813.22 78,224.29 360,209.45 504,790.55 55,813.22 78,224.29 1,133,075.01

2025-2026 47,036.29 65,923.10 378,948.67 531,051.33 47,036.29 65,923.10 1,135,918.76

2026-2027 37,690.06 52,824.01 397,687.89 557,312.11 37,690.06 52,824.01 1,136,028.13

2027-2028 27,638.55 38,736.45 416,427.11 583,572.89 27,638.55 38,736.45 1,132,750.00

2028-2029 16,968.30 23,781.70 437,248.46 612,751.54 16,968.30 23,781.70 1,131,500.00

2029-2030 5,751.53 8,060.98 460,151.95 644,848.05 5,751.53 8,060.98 1,132,625.00

TOTALS 1,008,032.20 1,412,794.42 5,067,917.89 7,102,082.11 1,008,032.20 1,412,794.42 17,011,653.24

229

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2009 GENERAL OBLIGATION REFUNDING BONDS



2015-2016 10,587.50 605,000.00 10,587.50 626,175.00

TOTALS 10,587.50 605,000.00 10,587.50 626,175.00

230




2015-2016 143,896.88 400,000.00 143,896.88 687,793.76

2016-2017 137,896.88 420,000.00 137,896.88 695,793.76

2017-2018 131,596.88 440,000.00 131,596.88 703,193.76

2018-2019 124,996.88 460,000.00 124,996.88 709,993.76

2019-2020 116,946.88 480,000.00 116,946.88 713,893.76

2020-2021 108,546.88 500,000.00 108,546.88 717,093.76

2021-2022 99,171.88 525,000.00 99,171.88 723,343.76

2022-2023 88,671.88 545,000.00 88,671.88 722,343.76

2023-2024 77,771.88 570,000.00 77,771.88 725,543.76

2024-2025 66,371.88 600,000.00 66,371.88 732,743.76

2025-2026 54,371.88 625,000.00 54,371.88 733,743.76

2026-2027 41,871.88 655,000.00 41,871.88 738,743.76

2027-2028 28,771.88 680,000.00 28,771.88 737,543.76

2028-2029 14,746.88 715,000.00 14,746.88 744,493.76

TOTALS 1,235,631.32 7,615,000.00 1,235,631.32 10,086,262.64

231




2015-2016 32,925.00 570,000.00 32,925.00 635,850.00

2016-2017 24,375.00 805,000.00 24,375.00 853,750.00

2017-2018 12,300.00 820,000.00 12,300.00 844,600.00

TOTALS 69,600.00 2,195,000.00 69,600.00 2,334,200.00

232

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2010A GENERAL OBLIGATION BONDS



2015-2016 136,300.00 470,000.00 136,300.00 742,600.00

2016-2017 131,600.00 470,000.00 131,600.00 733,200.00

2017-2018 124,550.00 470,000.00 124,550.00 719,100.00

2018-2019 117,500.00 470,000.00 117,500.00 705,000.00

2019-2020 110,450.00 470,000.00 110,450.00 690,900.00

2020-2021 103,400.00 470,000.00 103,400.00 676,800.00

2021-2022 94,000.00 470,000.00 94,000.00 658,000.00

2022-2023 84,600.00 470,000.00 84,600.00 639,200.00

2023-2024 75,200.00 470,000.00 75,200.00 620,400.00

2024-2025 65,800.00 470,000.00 65,800.00 601,600.00

2025-2026 56,400.00 470,000.00 56,400.00 582,800.00

2026-2027 47,000.00 470,000.00 47,000.00 564,000.00

2027-2028 37,600.00 470,000.00 37,600.00 545,200.00

2028-2029 28,200.00 470,000.00 28,200.00 526,400.00

2029-2030 18,800.00 470,000.00 18,800.00 507,600.00

2030-2031 9,400.00 470,000.00 9,400.00 488,800.00

TOTALS 1,240,800.00 7,520,000.00 1,240,800.00 10,001,600.00

233

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2011 TAX NOTE



2015-2016 6,682.50 265,000.00 6,682.50 278,365.00

2016-2017 4,496.25 270,000.00 4,496.25 278,992.50

2017-2018 2,268.75 275,000.00 2,268.75 279,537.50

TOTALS 13,447.50 810,000.00 13,447.50 836,895.00

234




2015-2016 14,812.50 75,000.00 14,812.50 104,625.00

2016-2017 13,406.25 75,000.00 13,406.25 101,812.50

2017-2018 12,000.00 75,000.00 12,000.00 99,000.00

2018-2019 11,156.25 70,000.00 11,156.25 92,312.50

2019-2020 10,368.75 70,000.00 10,368.75 90,737.50

2020-2021 9,581.25 70,000.00 9,581.25 89,162.50

2021-2022 8,793.75 70,000.00 8,793.75 87,587.50

2022-2023 8,006.25 70,000.00 8,006.25 86,012.50

2023-2024 7,218.75 70,000.00 7,218.75 84,437.50

2024-2025 6,431.25 70,000.00 6,431.25 82,862.50

2025-2026 5,643.75 70,000.00 5,643.75 81,287.50

2026-2027 4,856.25 70,000.00 4,856.25 79,712.50

2027-2028 4,068.75 70,000.00 4,068.75 78,137.50

2028-2029 3,281.25 70,000.00 3,281.25 76,562.50

2029-2030 2,493.75 70,000.00 2,493.75 74,987.50

2030-2031 1,662.50 70,000.00 1,662.50 73,325.00

2031-2032 831.25 70,000.00 831.25 71,662.50

TOTALS 124,612.50 1,205,000.00 124,612.50 1,454,225.00

235


Effective Interest Rate: 2.891734

Gov. Interest Ent. Interest Gov. Principal Ent. Principal Gov. Interest Ent. Interest Year 12-15 12-15 6-15 6-15 6-15 6-15 Total

2015-2016 138,830.63 7,306.88 33,250.00 1,750.00 138,830.63 7,306.88 327,275.00

2016-2017 138,498.13 7,289.38 441,750.00 23,250.00 138,498.13 7,289.38 756,575.00

2017-2018 131,871.88 6,940.63 451,250.00 23,750.00 131,871.88 6,940.63 752,625.00

2018-2019 125,103.13 6,584.38 460,750.00 24,250.00 125,103.13 6,584.38 748,375.00

2019-2020 118,191.88 6,220.63 760,000.00 40,000.00 118,191.88 6,220.63 1,048,825.00

2020-2021 106,791.88 5,620.63 1,097,250.00 57,750.00 106,791.88 5,620.63 1,379,825.00

2021-2022 90,333.13 4,754.38 1,140,000.00 60,000.00 90,333.13 4,754.38 1,390,175.00

2022-2023 73,233.13 3,854.38 1,182,750.00 62,250.00 73,233.13 3,854.38 1,399,175.00

2023-2024 52,535.00 2,765.00 1,220,750.00 64,250.00 52,535.00 2,765.00 1,395,600.00

2024-2025 28,120.00 1,480.00 698,250.00 36,750.00 28,120.00 1,480.00 794,200.00

2025-2026 14,155.00 745.00 707,750.00 37,250.00 14,155.00 745.00 774,800.00

TOTALS 1,017,663.75 53,561.25 8,193,750.00 431,250.00 1,017,663.75 53,561.25 10,767,450.00

236




2015-2016 27,825.00 70,000.00 27,825.00 125,650.00

2016-2017 26,731.25 70,000.00 26,731.25 123,462.50

2017-2018 25,637.50 75,000.00 25,637.50 126,275.00

2018-2019 24,465.63 75,000.00 24,465.63 123,931.26

2019-2020 23,293.75 80,000.00 23,293.75 126,587.50

2020-2021 22,043.75 80,000.00 22,043.75 124,087.50

2021-2022 20,793.75 80,000.00 20,793.75 121,587.50

2022-2023 19,543.75 85,000.00 19,543.75 124,087.50

2023-2024 18,215.63 90,000.00 18,215.63 126,431.26

2024-2025 16,809.38 90,000.00 16,809.38 123,618.76

2025-2026 15,403.13 95,000.00 15,403.13 125,806.26

2026-2027 13,918.75 100,000.00 13,918.75 127,837.50

2027-2028 12,356.25 105,000.00 12,356.25 129,712.50

2028-2029 10,584.38 105,000.00 10,584.38 126,168.76

2029-2030 8,812.50 110,000.00 8,812.50 127,625.00

2030-2031 6,750.00 115,000.00 6,750.00 128,500.00

2031-2032 4,593.75 120,000.00 4,593.75 129,187.50

2032-2033 2,343.75 125,000.00 2,343.75 129,687.50

TOTALS 300,121.90 1,670,000.00 300,121.90 2,270,243.80

237


Gov. Interest Ent. Interest Gov. Principal Ent. Principal Gov. Interest Ent. Interest TotalYear 12-15 12-15 6-15 6-15 6-15 6-15

2015-2016 45,569.06 2,005.94 924,312.07 40,687.93 45,569.06 2,005.94 1,060,150.00

2016-2017 31,704.38 1,395.62 560,334.26 24,665.74 31,704.38 1,395.62 651,200.00

2017-2018 23,299.37 1,025.63 593,858.53 26,141.47 23,299.37 1,025.63 668,650.00

2018-2019 14,391.49 633.51 632,171.98 27,828.02 14,391.49 633.51 690,050.00

2019-2020 8,069.77 355.23 368,766.99 16,233.01 8,069.77 355.23 401,850.00

2020-2021 4,382.10 192.90 71,837.73 3,162.27 4,382.10 192.90 84,150.00

2021-2022 3,304.54 145.46 71,837.73 3,162.27 3,304.54 145.46 81,900.00

2022-2023 2,226.97 98.03 71,837.73 3,162.27 2,226.97 98.03 79,650.00

2023-2024 1,149.40 50.60 76,626.91 3,373.09 1,149.40 50.60 82,400.00

TOTALS 134,097.09 5,902.91 3,371,583.91 148,416.09 134,097.09 5,902.91 3,800,000.00


238

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE



2015-2016 13,018.75 40,000.00 13,018.75 66,037.50

2016-2017 12,818.75 40,000.00 12,818.75 65,637.50

2017-2018 12,618.75 40,000.00 12,618.75 65,237.50

2018-2019 12,418.75 45,000.00 12,418.75 69,837.50

2019-2020 12,081.25 45,000.00 12,081.25 69,162.50

2020-2021 11,631.25 45,000.00 11,631.25 68,262.50

2021-2022 11,181.25 45,000.00 11,181.25 67,362.50

2022-2023 10,675.00 50,000.00 10,675.00 71,350.00

2023-2024 10,050.00 50,000.00 10,050.00 70,100.00

2024-2025 9,393.75 50,000.00 9,393.75 68,787.50

2025-2026 8,737.50 55,000.00 8,737.50 72,475.00

2026-2027 7,912.50 55,000.00 7,912.50 70,825.00

2027-2028 7,087.50 60,000.00 7,087.50 74,175.00

2028-2029 6,075.00 60,000.00 6,075.00 72,150.00

2029-2030 5,062.50 65,000.00 5,062.50 75,125.00

2030-2031 3,843.75 65,000.00 3,843.75 72,687.50

2031-2032 2,625.00 70,000.00 2,625.00 75,250.00

2032-2033 1,312.50 70,000.00 1,312.50 72,625.00

TOTALS 158,543.75 950,000.00 158,543.75 1,267,087.50

2014 CERTIFICATES OF OBLIGATION

239


Principal Interest Interest

Year 6-15 12-15 6-15 Total

2015-2016 205,000.00 65,885.00 65,885.00 336,770.00

2016-2017 210,000.00 63,835.00 63,835.00 337,670.00

2017-2018 215,000.00 61,735.00 61,735.00 338,470.00

2018-2019 220,000.00 59,585.00 59,585.00 339,170.00

2019-2020 225,000.00 57,385.00 57,385.00 339,770.00

2020-2021 230,000.00 55,135.00 55,135.00 340,270.00

2021-2022 230,000.00 52,835.00 52,835.00 335,670.00

2022-2023 235,000.00 50,535.00 50,535.00 336,070.00

2023-2024 245,000.00 47,597.50 47,597.50 340,195.00

2024-2025 250,000.00 44,535.00 44,535.00 339,070.00

2025-2026 255,000.00 40,785.00 40,785.00 336,570.00

2026-2027 265,000.00 36,960.00 36,960.00 338,920.00

2027-2028 270,000.00 32,985.00 32,985.00 335,970.00

2028-2029 280,000.00 28,935.00 28,935.00 337,870.00

2029-2030 290,000.00 24,560.00 24,560.00 339,120.00

2030-2031 300,000.00 19,920.00 19,920.00 339,840.00

2031-2032 305,000.00 15,120.00 15,120.00 335,240.00

2032-2033 315,000.00 10,240.00 10,240.00 335,480.00

2033-2034 325,000.00 5,200.00 5,200.00 335,400.00

TOTALS 4,870,000.00 773,767.50 773,767.50 6,417,535.00

SCHEDULE OF PRINCIPAL AND INTEREST BY BOND ISSUE

2014A COMBINATION TAX & REVENUE

240

SCHEDULE OF PRINCIPAL AND INTEREST BY CAPITAL LEASE

2013 FIRE TRUCK - OSHKOSH CAPITAL


Interest Principal

Year 1-15 6-15 Total

2015-2016 9,992.21 35,735.32 45,727.53

2016-2017 8,873.70 36,853.83 45,727.53

2017-2018 7,720.17 38,007.36 45,727.53

2018-2019 6,530.54 36,196.99 42,727.53

2019-2020 5,303.68 40,423.85 45,727.53

2020-2021 4,038.41 41,689.12 45,727.53

2021-2022 2,733.54 42,993.99 45,727.53

2022-2023 1,387.84 44,339.69 45,727.53

TOTALS 46,580.09 316,240.15 362,820.24

SCHEDULE OF PRINCIPAL AND INTEREST BY CAPITAL LEASE

2013 DEFRIBRILLATORS - US BANK EQUIPMENT FINANCE


Principal

Year 6-15 Total

2015-2016 35,353.56 35,353.56

2016-2017 35,353.56 35,353.56

2017-2018 11,784.72 11,784.72

TOTALS 82,491.84 82,491.84

241

SCHEDULE OF PRINCIPAL AND INTEREST BY BOND ISSUE

2015 GENERAL OBLIGATION BONDS


Principal Interest Interest

Year 6-15 6-15 12-15 Total

2015-2016 320,000.00 213,450.00 213,450.00 746,900.00

2016-2017 330,000.00 208,650.00 208,650.00 747,300.00

2017-2018 340,000.00 203,700.00 203,700.00 747,400.00

2018-2019 350,000.00 196,900.00 196,900.00 743,800.00

2019-2020 365,000.00 189,900.00 189,900.00 744,800.00

2020-2021 380,000.00 182,600.00 182,600.00 745,200.00

2021-2022 395,000.00 175,000.00 175,000.00 745,000.00

2022-2023 415,000.00 165,125.00 165,125.00 745,250.00

2023-2024 435,000.00 154,750.00 154,750.00 744,500.00

2024-2025 455,000.00 143,875.00 143,875.00 742,750.00

2025-2026 480,000.00 132,500.00 132,500.00 745,000.00

2026-2027 505,000.00 120,500.00 120,500.00 746,000.00

2027-2028 530,000.00 107,875.00 107,875.00 745,750.00

2028-2029 555,000.00 94,625.00 94,625.00 744,250.00

2029-2030 585,000.00 80,750.00 80,750.00 746,500.00

2030-2031 615,000.00 66,125.00 66,125.00 747,250.00

2031-2032 645,000.00 50,750.00 50,750.00 746,500.00

2032-2033 675,000.00 34,625.00 34,625.00 744,250.00

2033-2034 710,000.00 17,750.00 17,750.00 745,500.00

TOTAL 9,085,000.00 2,539,450.00 2,539,450.00 14,163,900.00

242

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2006 TIRZ #1 TAX INCREMENT REVENUE BONDS

Effective Interest Rate: 4.813749


2015-2016 100,838.75 295,000.00 100,838.75 496,677.50

2016-2017 94,643.75 310,000.00 94,643.75 499,287.50

2017-2018 88,056.25 325,000.00 88,056.25 501,112.50

2018-2019 81,150.00 335,000.00 81,150.00 497,300.00

2019-2020 73,821.88 350,000.00 73,821.88 497,643.76

2020-2021 66,165.63 365,000.00 66,165.63 497,331.26

2021-2022 58,181.25 380,000.00 58,181.25 496,362.50

2022-2023 49,631.25 400,000.00 49,631.25 499,262.50

2023-2024 40,631.25 415,000.00 40,631.25 496,262.50

2024-2025 31,293.75 435,000.00 31,293.75 497,587.50

2025-2026 21,506.25 455,000.00 21,506.25 498,012.50

2026-2027 10,984.38 475,000.00 10,984.38 496,968.76

TOTALS 716,904.39 4,540,000.00 716,904.39 5,973,808.78

243




2015-2016 126,843.13 135,000.00 126,843.13 388,686.26

2016-2017 124,143.13 140,000.00 124,143.13 388,286.26

2017-2018 121,343.13 145,000.00 121,343.13 387,686.26

2018-2019 118,443.13 150,000.00 118,443.13 386,886.26

2019-2020 115,368.13 155,000.00 115,368.13 385,736.26

2020-2021 112,074.38 160,000.00 112,074.38 384,148.76

2021-2022 108,554.38 170,000.00 108,554.38 387,108.76

2022-2023 104,729.38 175,000.00 104,729.38 384,458.76

2023-2024 100,704.38 185,000.00 100,704.38 386,408.76

2024-2025 96,356.88 195,000.00 96,356.88 387,713.76

2025-2026 91,725.63 205,000.00 91,725.63 388,451.26

2026-2027 86,703.13 215,000.00 86,703.13 388,406.26

2027-2028 81,328.13 225,000.00 81,328.13 387,656.26

2028-2029 75,703.13 235,000.00 75,703.13 386,406.26

2029-2030 69,828.13 245,000.00 69,828.13 384,656.26

2030-2031 63,550.00 260,000.00 63,550.00 387,100.00

2031-2032 56,887.50 270,000.00 56,887.50 383,775.00

2032-2033 49,968.75 285,000.00 49,968.75 384,937.50

2033-2034 42,665.63 300,000.00 42,665.63 385,331.26

2034-2035 34,978.13 315,000.00 34,978.13 384,956.26

2035-2036 26,906.25 335,000.00 26,906.25 388,812.50

2036-2037 18,321.88 350,000.00 18,321.88 386,643.76

2037-2038 9,353.13 365,000.00 9,353.13 383,706.26

TOTALS 1,836,479.47 5,215,000.00 1,836,479.47 8,887,958.94

2009A PID #4 CERTIFICATES OF OBLIGATION

244




2015-2016 994,275.00 1,320,000.00 994,275.00 3,308,550.00

2016-2017 974,475.00 1,360,000.00 974,475.00 3,308,950.00

2017-2018 947,275.00 1,415,000.00 947,275.00 3,309,550.00

2018-2019 911,900.00 1,485,000.00 911,900.00 3,308,800.00

2019-2020 874,775.00 1,560,000.00 874,775.00 3,309,550.00

2020-2021 835,775.00 1,640,000.00 835,775.00 3,311,550.00

2021-2022 794,775.00 1,720,000.00 794,775.00 3,309,550.00

2022-2023 751,775.00 1,805,000.00 751,775.00 3,308,550.00

2023-2024 706,650.00 1,895,000.00 706,650.00 3,308,300.00

2024-2025 668,750.00 1,975,000.00 668,750.00 3,312,500.00

2025-2026 629,250.00 2,050,000.00 629,250.00 3,308,500.00

2026-2027 588,250.00 2,135,000.00 588,250.00 3,311,500.00

2027-2028 534,875.00 2,240,000.00 534,875.00 3,309,750.00

2028-2029 478,875.00 2,355,000.00 478,875.00 3,312,750.00

2029-2030 420,000.00 2,470,000.00 420,000.00 3,310,000.00

2030-2031 358,250.00 2,595,000.00 358,250.00 3,311,500.00

2031-2032 293,375.00 2,725,000.00 293,375.00 3,311,750.00

2032-2033 225,250.00 2,860,000.00 225,250.00 3,310,500.00

2033-2034 153,750.00 3,000,000.00 153,750.00 3,307,500.00

2034-2035 78,750.00 3,150,000.00 78,750.00 3,307,500.00

TOTALS 12,221,050.00 41,755,000.00 12,221,050.00 66,197,100.00

2009B SWTP (540) CERTIFICATES OF OBLIGATION

245

SCHEDULE OF PRINCIPAL AND INTEREST BY ISSUE2009C TIRZ #2 COMBINATION TAX & REVENUE CERTIFICATES OF OBLIGATION



2015-2016 73,393.75 225,000.00 73,393.75 371,787.50

2016-2017 69,456.25 230,000.00 69,456.25 368,912.50

2017-2018 65,431.25 240,000.00 65,431.25 370,862.50

2018-2019 61,231.25 250,000.00 61,231.25 372,462.50

2019-2020 57,012.50 255,000.00 57,012.50 369,025.00

2020-2021 51,912.50 265,000.00 51,912.50 368,825.00

2021-2022 46,612.50 280,000.00 46,612.50 373,225.00

2022-2023 41,012.50 290,000.00 41,012.50 372,025.00

2023-2024 35,212.50 300,000.00 35,212.50 370,425.00

2024-2025 29,025.00 315,000.00 29,025.00 373,050.00

2025-2026 22,331.25 325,000.00 22,331.25 369,662.50

2026-2027 15,425.00 340,000.00 15,425.00 370,850.00

2027-2028 7,987.50 355,000.00 7,987.50 370,975.00

TOTALS 576,043.75 3,670,000.00 576,043.75 4,822,087.50

246




2015-2016 115,387.50 75,000.00 115,387.50 305,775.00

2016-2017 114,637.50 75,000.00 114,637.50 304,275.00

2017-2018 113,512.50 80,000.00 113,512.50 307,025.00

2018-2019 112,312.50 80,000.00 112,312.50 304,625.00

2019-2020 111,112.50 85,000.00 111,112.50 307,225.00

2020-2021 109,837.50 185,000.00 109,837.50 404,675.00

2021-2022 106,137.50 280,000.00 106,137.50 492,275.00

2022-2023 100,537.50 290,000.00 100,537.50 491,075.00

2023-2024 94,737.50 300,000.00 94,737.50 489,475.00

2024-2025 88,737.50 315,000.00 88,737.50 492,475.00

2025-2026 82,437.50 330,000.00 82,437.50 494,875.00

2026-2027 75,837.50 345,000.00 75,837.50 496,675.00

2027-2028 68,937.50 355,000.00 68,937.50 492,875.00

2028-2029 61,837.50 365,000.00 61,837.50 488,675.00

2029-2030 54,537.50 265,000.00 54,537.50 374,075.00

2030-2031 49,237.50 275,000.00 49,237.50 373,475.00

2031-2032 43,737.50 285,000.00 43,737.50 372,475.00

2032-2033 38,037.50 295,000.00 38,037.50 371,075.00

2033-2034 31,768.75 310,000.00 31,768.75 373,537.50

2034-2035 25,181.25 320,000.00 25,181.25 370,362.50

2035-2036 18,381.25 325,000.00 18,381.25 361,762.50

2036-2037 11,475.00 290,000.00 11,475.00 312,950.00

2037-2038 5,312.50 250,000.00 5,312.50 260,625.00

TOTALS 1,633,668.75 5,775,000.00 1,633,668.75 9,042,337.50

2010A PID #2 CERTIFICATES OF OBLIGATION

247




2015-2016 14,491.43 160,000.00 14,491.43 188,982.86

2016-2017 12,532.23 165,000.00 12,532.23 190,064.46

2017-2018 10,346.80 170,000.00 10,346.80 190,693.60

2018-2019 7,732.20 175,000.00 7,732.20 190,464.40

2019-2020 4,865.70 180,000.00 4,865.70 189,731.40

2020-2021 1,647.30 85,000.00 1,647.30 88,294.60

TOTALS 51,615.66 935,000.00 51,615.66 1,038,231.32

2010B TIRZ #2 CERTIFICATES OF OBLIGATION

248

DESCRIPTION

CAPITAL

PROJECT

BONDS

FUND

METRO

PROJECTS

FUND

OTHER

PROJECTS

FUND TOTALS

REVENUES:


Metro - 1/2 Sales Tax Rebate 0 3,244,800 0 3,244,800

Metro St. Maintenance & Trf Control 0 0 0 0

Transportation Grants 0 0

Park Grants 0 0 0 0


REVENUES 0 3,244,800 0 3,244,800

OTHER REVENUES

Interest Earnings 65,000 24,000 1,885 90,885

Contributions from Developers 0 0 0 0

Other 100,000 0 0 100,000

TOTAL OTHER REVENUES 165,000 24,000 1,885 190,885

TOTAL REVENUES 165,000 3,268,800 1,885 3,435,685


Transfer from General Fund 0 0 0 0

Transfer from Mustang Bayou Reg Water Fund 0 0 0 0

Transfer from Steepbank/Flatbank Reg WW Fund 0 0 0 0

Transfer from Surface Water Fund 0 0 0 0

Reimbursement from MUD's 0 0 0 0

Sale of Bonds 3,122,000 0 0 3,122,000

Sale of Certificates of Obligation 0 0 0 0

TOTAL REVENUES & RESOURCES 3,287,000 3,268,800 1,885 6,557,685

EXPENDITURES

Cost of Sales 45,000 0 0 45,000

Public Safety 0 0 0 0

Drainage 365,168 0 0 365,168

Transportation 2,285,000 2,970,600 0 5,255,600

Parks 305,000 0 0 305,000

Facilities 400,000 0 0 400,000

Municipal Court 0 0 0 0

Metro Projects 0 0 0 0

Other Projects 0 0 0 0

Utility Construction 0 0 0 0

TOTAL EXPENDITURES 3,400,168 2,970,600 0 6,370,768


Transfer to General Fund 0 800,000 0 800,000


EXPENDITURES 3,400,168 3,770,600 0 7,170,768

NET REVENUES OVER/(UNDER) EXPENDITURES(113,168) (501,800) 1,885 (613,083)

BEGINNING FUND BALANCE JULY 1 698,684 1,853,066 124,693 2,676,443

ENDING FUND BALANCE JUNE 30 585,516 1,351,266 126,578 2,063,360

PROPOSED BUDGET FY 2016

CAPITAL IMPROVEMENT FUNDS - GOVERNMENTAL

CONSOLIDATED SUMMARY OF REVENUES, EXPENDITURES AND


249

FY 2015 FY 2015 FY 2016FY 2014 Original Year-End Proposed


REVENUES & RESOURCESInterest Income 41,025 35,000 40,750 24,000

Miscellaneous

Metro - 1/2 cent sales tax rebate 3,280,552 3,120,000 3,120,000 3,244,800

Total Revenues 3,321,577 3,155,000 3,160,750 3,268,800

TOTAL REVENUES & RESOURCES 3,321,577 3,155,000 3,160,750 3,268,800

EXPENDITURESIssuance Expense

CIP

Drainage

Facilities

Parks & Recreation

Public Safety

Transportation 2,497,491 2,562,000 3,662,901 2,970,600


Total Expenditures 2,497,491 2,562,000 3,662,901 2,970,600

OTHER FINANCING USESTransfer to General Fund 800,000 800,000 800,000 800,000

Total Other Financing Uses 800,000 800,000 800,000 800,000

TOTAL APPROPRIATIONS/EXPENDITURES 3,297,491 3,362,000 4,462,901 3,770,600

NET REVENUES OVER/(UNDER) EXPENDITURES 24,086 (207,000) (1,302,151) (501,800)

BEGINNING FUND BALANCE JULY 1 3,131,131 1,583,037 3,155,217 1,853,066

ENDING FUND BALANCE JUNE 30 3,155,217 1,376,037 1,853,066 1,351,266



METRO PROJECTS FUND

401-40-401

250

FY 2015 FY 2015 FY 2016



REVENUES

Proceeds-Certificates of Obligation 990,000 625,000 0 0

C.O. Premium 4,804 0 0 0

Interest Income 8,883 6,500 11,030 1,885

Total Revenues 1,003,687 631,500 11,030 1,885


Transfer from Information Tech Maintenance Fund 517,460 0 0 0

Total Other Financing Resources 517,460 0 0 0

TOTAL REVENUES & RESOURCES 1,521,146 631,500 11,030 1,885

EXPENDITURES

Issuance Expense 35,161

CIP

Drainage

Facilities

Parks & Recreation

Public Safety 625,000 36,246

Transportation

Other Projects 1,098,846 0 407,441 0

Total Expenditures 1,134,007 625,000 443,687 0

TOTAL APPROPRIATIONS/EXPENDITURES 1,134,007 625,000 443,687 0

NET REVENUES OVER/(UNDER) EXPENDITURES 387,140 6,500 (432,657) 1,885

BEGINNING FUND BALANCE JULY 1 170,210 106,247 557,350 124,693

ENDING FUND BALANCE JUNE 30 557,350 112,747 124,693 126,578



OTHER PROJECTS FUND

402-40-402

251

FY 2015 FY 2015 FY 2016



REVENUES

Bond Proceeds 1,740,000 9,200,000 9,200,000 3,122,000

Bond Premium 45,330 128,291

Interest Income 73,112 45,000 208,400 65,000

Impact Fee 12,000

Miscellaneous 40,000 100,000 100,000

Contributions - Other Gov'ts

Stafford - Animal Shelter 58,483

Sienna MUD FS #5 9,800

Sienna MUD Fire Engine 586,334 111,264

TXDOT - ITS 21,081

Ft. Bend County - 50070 Lexington 3,060,128

Ft. Bend County - 50067 Vicksburg 1,530,000

FBC MUD 47 & 48 - 50067 Vicksburg 983,309

TIRZ 2 - 50067 Vicksburg 900,000

Contributions - Developers 30,014 0 0 0

Total Revenues 2,604,154 9,245,000 16,233,392 3,287,000

TOTAL REVENUES & RESOURCES 2,604,154 9,245,000 16,233,392 3,287,000

EXPENDITURES

Issuance Expense 41,756 48,426 45,000

CIP

Drainage 426,430 250,000 405,950 365,168

Facilities 0 85,055 157,771 400,000

Parks 292,418 265,000 265,374 305,000

Public Safety 2,841,702 89,559 0

Transportation 1,187,816 9,195,000 17,486,670 2,285,000


Total Expenditures 4,790,121 9,795,055 18,453,751 3,400,168

TOTAL APPROPRIATIONS/EXPENDITURES 4,790,121 9,795,055 18,453,751 3,400,168

NET REVENUES OVER/(UNDER) EXPENDITURES (2,185,967) (550,055) (2,220,359) (113,168)

BEGINNING FUND BALANCE JULY 1 5,105,010 983,081 2,919,043 698,684

ENDING FUND BALANCE JUNE 30 2,919,043 433,026 698,684 585,516



CAPITAL PROJECTS FUND

403-40-430

252

DESCRIPTION

SURFACE

WATER PLANT

CONSTRUCTION

FUND 542 TOTALS

REVENUES:


Contributions from Other Govt's 0 0

Metro St. Maintenance & Trf Control 0 0

Transportation Grants 0 0

Park Grants 0 0


REVENUES 0 0

OTHER REVENUES

Interest Earnings 42,600 42,600

Contributions from Developers 0 0

Other 0

TOTAL OTHER REVENUES 42,600 42,600

TOTAL REVENUES 42,600 42,600


Transfer from General Fund 0 0

Transfer from Mustang Bayou Reg Water Fund 0 0

Transfer from Steepbank/Flatbank Reg WW Fund 0 0

Transfer from Surface Water Fund 0 0

Reimbursement from MUD's 0 0

Sale of Bonds 0 0

Sale of Certificates of Obligation 2,245,900 2,245,900

TOTAL REVENUES & RESOURCES 2,288,500 2,288,500

EXPENDITURES

Cost of Sales 0 0

Public Safety 0 0

Drainage 0 0

Transportation 0 0

Parks 0 0

Facilities 0 0

Municipal Court 0 0

Metro Projects 0 0

Other Projects 0 0

Utility Construction 4,879,168 4,879,168

TOTAL EXPENDITURES 4,879,168 4,879,168


Transfer from 510 (2014 CO Utility Debt) 0 0


EXPENDITURES 4,879,168 4,879,168

NET REVENUES OVER/(UNDER) EXPENDITURES (2,590,668) (2,590,668)

BEGINNING FUND BALANCE JULY 1 3,130,489 3,130,489

ENDING FUND BALANCE JUNE 30 539,821 539,821


CAPITAL IMPROVEMENT FUNDS - UTILITY

CONSOLIDATED SUMMARY OF REVENUES, EXPENDITURES AND


253

FY 2015 FY 2015 FY 2016



REVENUES

CO Proceeds 0 4,086,520 2,245,900

Interest Income 120,858 100,000 148,600 42,600

Contribution -Other Gov. 0 0 20,327 0

Contribution of Assets (2,003,341) 0 0 0

Total Revenues (1,882,483) 4,186,520 168,927 2,288,500

TOTAL REVENUES & RESOURCES (1,882,483) 4,186,520 168,927 2,288,500

EXPENDITURES

Professional Services 2,482 0

Construction 0 11,400,000 11,496,081 4,879,168

Land/ROW 0 0 0 0

Other/Miscellaneous 0 0 0 0

Total Expenditures 2,482 11,400,000 11,496,081 4,879,168

NET REVENUES OVER/(UNDER) EXPENDITURES (1,884,965) (7,213,480) (11,327,154) (2,590,668)


Transfer from 505 (Water & WW Utility) 7,021,325 0 0 0

Transfer from 510 (2014 C.O. Utility Debt) 5,001,754 0

Transfer to 505 (Water & WW Utility) 0 713,045 0 0

Total Other Financing Sources 7,021,325 713,045 5,001,754 0

BEGINNING FUND BALANCE JULY 1 4,319,529 7,926,525 9,455,889 3,130,489

ENDING FUND BALANCE JUNE 30 9,455,889 0 3,130,489 539,821

SURFACE WATER PLANT CONSTRUCTION FUND

542-53-532



254

PROJECTS BY YEARS

Index

No.

Project

No. Project Name

Actual

Through

FY2014

Estimated

FY2015

Budgeted

FY2016

Projected

FY2017

Projected

FY2018

Projected

FY2019

Projected

FY2020 Project Total

DRAINAGECompleted Projects in Prior Years 5,397,415 2,450 5,399,865

001 10003 Major Equipment 564,438 373,000 365,168 1,302,606002 10018 Lower Oyster Creek 379,288 151,712 531,000003 10021 Storm Water Management 172,978 28,000 200,978004 Cangelosi Detention Facility 1,000,000 1,000,000 1,000,000 3,000,000005 Mustang Bayou Watershed - Kitty Hollow to Old Channel 3,000,000 3,000,000006 Mustang Bayou Watershed - Diversion Channel to GCWA 1,650,000 1,650,000007 Mustang Bayou Watershed - GCWA Canal to Court Road 1,650,000 1,650,000008 Pre-1987 Improvements 522,362 1,000,000 1,000,000 1,739,743 4,262,104009 Willow Waterhole 700,000 5,800,000 6,500,000

TOTAL DRAINAGE 6,514,119 403,450 365,168 5,222,362 3,650,000 3,801,712 7,539,743 27,496,553

FACILITIESCompleted Projects in Prior Years 3,649,053 3,649,053

010 20010 Facilities Needs Assessment & Upgrades 72,716 72,716011 City Hall Lobby Standing Seam Roof 50,000 50,000012 City Hall/Planning Roof 35,055 120,000 2,120,000 2,275,055013 PSHQ Roof Repairs 155,000 155,000014 Facilities Preventive Maintenance Program 75,000 75,000015 Facilities Master Plan 200,000 2,950,000 3,150,000016 PSHQ Fire Alarm System 80,000 80,000

TOTAL FACILITIES 3,649,053 157,771 400,000 2,275,000 75,000 2,950,000 9,506,824

PARKS & RECREATIONCompleted Projects in Prior Years 35,564,160 1,064 35,565,224

017 30004 Beautification 113,548 75,000 188,548018 30990 Park Improvements 1,126,868 160,000 185,000 1,471,868019 American Legion Park Improvements 220,000 220,000020 Park Signage 100,000 100,000021 Recreation Center Improvement 70,000 70,000022 MacNaughton Park Improvement 165,000 165,000023 Oak Hill Park 65,000 65,000024 Quail Valley North 80,000 80,000025 Skatepark 170,000 170,000026 Stamo Park Improvement 65,000 65,000027 Renovation at Community Center 264,310 240,000 504,310

TOTAL PARKS & RECREATION 36,804,577 265,374 305,000 1,030,000 260,000 38,664,951

PUBLIC SAFETYCompleted Porjects in Prior Years 8,045,517 8,045,517

028 40013 Renovate Fire Station #4 20,738 272,535 293,273029 40016 Fire Station #5 2,757,666 92,634 2,850,300030 40022 Fire Engine (FS#5) 709,674 (12,076) 697,598031 40024 Fire Engine 3131 953,754 36,246 990,000032 Renovate Fire Station #3 278,880 278,880033 Fire Station #6 4,000,000 4,000,000034 Fire Engine #6 989,000 989,000

OP001 To Cover FS#5 Operating Expense 439 9,000 9,439Unallocated Funds 1,284,802 1,284,802

TOTAL PUBLIC SAFETY 12,487,787 125,804 551,415 6,273,802 19,438,808

255

PROJECTS BY YEARS (Continued)

Index

No.

Project

No. Project Name

Actual

Through

FY2014

Estimated

FY2015

Budgeted

FY2016

Projected

FY2017

Projected

FY2018

Projected

FY2019

Projected


TRANSPORTATIONCompleted Projects in Prior Years 12,850,530 12,850,530

035 50027 Traffic Studies 1,052,168 106,536 60,000 60,000 60,000 60,000 60,000 1,458,704036 50029 Additional Traffic Signals 835,497 85,000 500,000 1,420,497037 50031 GIS-Mapping,Plotter,Flyover,Script 580,213 93,400 60,000 82,000 30,000 30,000 30,000 905,613038 50034 Signal Upgrade/Sequencing 2,875,764 134,882 200,000 400,000 400,000 400,000 400,000 4,810,646039 50040 Bridge Rehabilitation 2,958,786 175,500 175,000 125,000 3,434,286040 50046 ROW Management 240,067 150,000 390,067041 50054 Sidewalk Replacement 1,844,535 464,254 400,000 400,000 400,000 400,000 400,000 4,308,789042 50058 Lakeview Infrastructure 4,176,476 1,003,580 1,003,600 6,183,656043 50063 Pavement Maintenance & Mgmt Program 2,293,804 1,050,000 997,000 747,000 620,000 697,000 697,000 7,101,804044 50066 Hurricane Lane Extension 524,025 2,646,722 3,170,747045 50067 Vicksburg Extension 225,683 3,713,517 3,939,200046 50070 Lexington Extension 252,553 3,313,049 3,565,602047 50072 Texas Parkway Intersection Improvements 599,789 28,591 628,380048 50075 Texas Parkway Medians 180,501 1,636 182,137049 50077 Turtle Creek / Mission Valley - Hilton Head 206,447 2,433,553 2,640,000050 50078 Gregory Reconstruction 120,783 3,489,639 3,610,423051 50079 Bicycle Lane Installation 160,000 160,000052 50080 Trammel-Fresno Improvements 349,327 392,065 2,000,000 2,741,392053 50081 Ashmont Reconstruction 400,000 2,500,000 2,900,000054 50082 Adams Reconstruction 400,000 2,500,000 2,900,000055 50083 Glenn Lakes Bridge Over Oyster Creek 350,000 1,350,000 1,700,000056 50090 Texas Parkway Signal Upgrade 77,354 2,646 80,000057 50091 Intelligent Traffic System (ITS) 20,002 640,001 660,003058 Sienna Parkway Improvement 350,000 715,000 350,000 1,415,000059 Lake Olympia Parkway Extension 440,000 351,479 791,479060 Sign Shop Expansion 355,000 355,000061 Lake Olympia Parkway Roundabouts 150,000 1,000,000 1,150,000062 Glenn Lakes Lane Bridge Replacement 170,000 978,000 1,148,000063 Independence Blvd - Seg 1 555,000 3,145,000 3,700,000064 Independence Blvd - Seg 2 300,000 1,847,000 2,147,000065 Knight Road Extension 850,000 4,700,000 5,550,000066 Staffordshire Road - Sidewalks 650,000 650,000067 Park 8Ninety 1,125,000 1,125,000 1,125,000 3,375,000

50991 Transfer to Gen Fund 6,700,000 800,000 800,000 800,000 800,000 800,000 10,700,00099001 Rebate - Sienna Plantation MD 378,112 150,000 150,000 150,000 150,000 150,000 1,128,112

General Mobility Projects 636,462 636,462

TOTAL TRANSPORTATION 39,342,417 21,949,571 6,055,600 10,834,000 6,415,000 10,850,000 9,041,941 104,488,529

OTHER PROJECTS60030 ERP - Public Admin 1,114,964 332,509 1,447,47360031 ERP - Court 71,767 71,76760032 ERP - Public Safety 671,470 74,932 746,402

TOTAL OTHER PROJECTS 1,858,201 407,441 2,265,642

TOTAL GENERAL CIP 100,656,153 23,309,411 7,125,768 17,086,362 13,151,415 14,726,712 25,805,486 201,861,306

256

PROJECTS BY YEARS (Continued)

Index

No.

Project

No. Project Name

Actual

Through

Estimated

FY2015

Budgeted

FY2016

Projected

FY2017

Projected

FY2018

Projected

FY2019

Projected


UTILITIES CONSTRUCTION068 80011 Regional Water Treatment Plant 10 MGD 49,887,057 243,187 50,130,244069 80019 Regional Water Treatment Plant 1.5 MGD Ground Storage Tank 2,003,341 211,673 2,215,014070 80020 Regional Water Treatment Plant Transmission Mains - Riverstone 329,585 9,700,000 10,029,585071 80021 Regional Water Treatment Plant - 60 Acre Reservoir 63,585 176,220 239,805072 80022 RWTP - B-Canal Pump Station Upgrade 275,000 1,200,000 1,475,000073 80023 RWTP - Transmission Main to Sienna South* 890,000 3,679,168 4,569,168074 Mustang Bayou Wastewater Plant Lift Station Rehabilitation 770,000 770,000075 Steepbank Flatbank Lift Station Rehabilitation 670,000 670,000

TOTAL UTILITIES CONSTRUCTION 52,283,567 11,496,081 6,319,168 70,098,816

GRAND TOTAL 152,939,720 34,805,492 13,444,936 17,086,362 13,151,415 14,726,712 25,805,486 271,960,122

257

FY 2015 FY 2015 FY 2015 FY 2016



OPERATING REVENUE

506-50-510 Steepbank/Flatbank-Wastewater Treatment 5,400,125 1,033,025 1,033,025 1,033,025 1,077,273

505-50-502 Hightower Wastewater Treatment 10,304 12,312 12,312 11,500 11,500

505-50-504 NE Oyster Creek Service Area-Water Production 12,915 13,900 13,900 13,940 13,910

505-50-505 NE Oyster Creek Service Area-Wastewater Treatment 10,286 11,200 11,200 11,050 11,100

505-50-506 Mustang Bayou Service Area-Water Production 1,026,532 1,093,100 1,093,100 1,117,200 1,091,965

505-50-507 Mustang Bayou Service Area-Wastewater Treatment 605,156 757,080 757,080 743,000 758,482

505-50-524 Mustang Bayou Service Area-Water Construction (532) 360,344 22,050 22,050 308,450 5,000

505-50-526 Mustang Bayou Service Area-WWTP Constr. Debt (534) 503,385 25,250 25,250 475,000 5,000

540-53-530 Surface Water Treatment 6,722,753 7,671,000 7,671,000 7,671,000 8,263,500

Total Operating Revenue 14,651,800 10,638,917 10,638,917 11,384,165 11,237,730

OPERATING EXPENSES

506-50-510 Steepbank/Flatbank-Wastewater Treatment 828,072 985,946 994,445 1,018,747 1,707,273

505-50-502 Hightower Wastewater Treatment 11,605 12,312 16,312 15,332 15,314

505-50-504 NE Oyster Creek Service Area-Water Production 4,806 7 7 7 0

505-50-505 NE Oyster Creek Service Area-Wastewater Treatment 16,136 10,785 10,785 9,917 10,675

505-50-506 Mustang Bayou Service Area-Water Production 704,952 741,980 907,568 737,171 772,960

505-50-507 Mustang Bayou Service Area-Wastewater Treatment 606,418 595,729 597,339 594,187 616,183

505-50-524 Mustang Bayou Service Area-Water Construction (532) 112,030 0 17,515 181,252 0

505-50-526 Mustang Bayou Service Area-WWTP Constr. Debt (534) 52,241 0 16,610 525 770,000

540-53-530 Surface Water Treatment 2,427,218 3,073,622 3,201,247 2,995,862 3,200,506

Total Operating Expenses 4,763,478 5,420,381 5,761,828 5,553,000 7,092,911

OPERATING INCOME 9,888,322 5,218,536 4,877,089 5,831,165 4,144,819

NON-OPERATING REVENUE/(EXPENSES)

49000 Interest Income 343,400 63,000 63,000 274,122 208,700

505-50-500 49410 Contribution of Assets 2,009,853 0 0 0 0

505-50-500 48303 Contribution Non-Cash 300 0 0 0 0

510-51-516 49211 CO Proceeds 0 0 0 5,012,787 0

540-53-530 65001 Paying Agent Fees 0 500 500 1,250 500

540-53-530 65002 Issuance Expense 112,724 0 0 (63,645) 0

506-50-510 48127 O & M Reserve Inc/(Dec)-Steepbank/Flatbank Plant 14,508 20,000 20,000 23,772 12,831

505-50-506 48127 O & M Reserve Inc/(Dec)-Mustang Bayou Water Plant 19,203 50,000 50,000 3,742 11,495

505-50-507 48127 O & M Reserve Inc/(Dec)-Mustang Bayou WWTP Plant 36,881 50,000 50,000 19,982 1,391

540-53-530 49121 Miscellaneous Reimbursement 45,133 0 0 15,884 0

505-50-506 90001 Transfer from Fund 507 636,713 0 0 0 0

505-50-524 49935 Transfer from Fund 532 1,675,464 0 0 0 0

505-50-528 49924 Transfer from Fund 540 0 713,045 713,045 715,635 723,840

505-50-526 49915 Transfer from Fund 301 436,500 0 0 0 0

505-50-506 90008 Transfer to Fund 301 0 (118,049) (118,049) (118,049) 0

505-50-507 90008 Transfer to Fund 301 (116,374) 0 0 0 0

505-50-526 90014 Transfer to Fund 534 (1,625,404) 0 0 0 0

505-50-528 90015 Transfer to Fund 542 (7,021,325) 0 0 0 0

510-51-516 90015 Transfer to Fund 542 0 0 0 (5,001,754) 0

540-53-530 90033 Transfer to Fund 505 0 (713,045) (713,045) (715,635) (723,840)

90001 Transfer to Fund 101 (295,011) (394,080) (394,080) (394,080) (378,952)

Bond/CO Interest Expense (2,091,350) (4,023,395) (4,023,395) (4,230,808) (4,370,159)

Total Non-Operating Revenue/(Expenses) (5,818,785) (4,352,024) (4,352,024) (4,456,799) (4,514,194)

NET INCOME 4,069,537 866,512 525,065 1,374,366 (369,375)

Total Net Position - Beginning 32,218,343 11,836,526 36,005,466 36,005,466 37,185,303

DESIGNATED FUND BALANCE-RESERVES 174,547 241,646 76,204 194,529 195,920

Total Net Position - Ending 36,005,466 12,944,684 36,454,327 37,185,304 36,620,008

UTILITY FUNDS SUMMARY

CHANGES IN CASH & CASH EQUIVALENTS


259

FY 2015 FY 2015 FY 2015 FY 2016



OPERATING REVENUE

50-502 Hightower Wastewater Treatment

48111 Maintenance Services Charged 10,304 12,312 12,312 11,500 11,500

Hightower Wastewater Treatment - Total 10,304 12,312 12,312 11,500 11,500

50-504 NE Oyster Creek Service Area-Water Production

48120 Tap/Inspection Fees 20 0 0 30 0

48121 Water Sales 10,645 12,100 12,100 12,100 12,100

48122 Reconnect Fees 1,550 1,440 1,440 1,440 1,440

48124 Deposits Forfeited 0 0 0 0

48125 Customer Service Fees 700 360 360 370 370

49401 Impact Fees 0 0 0 0

NE Oyster Creek Svce Area - Water Prod. Total 12,915 13,900 13,900 13,940 13,910

50-505 NE Oyster Creek Service Area-Wastewater Treatment

48115 Sewer Fees 10,286 11,200 11,200 11,050 11,100

48126 Late Charges 0 0 0 0 0

48118 Tex Comm Environ Quality 0 0 0 0 0

NE Oyster Creek Svce Area - WW Treatment Total 10,286 11,200 11,200 11,050 11,100

50-506 Mustang Bayou Service Area-Water Production

48111 Maintenance Services Charged 319,179 390,400 390,400 390,400 438,165

48120 Tap/Inspection Fees 191,032 85,000 85,000 130,000 60,000

48121 Water Sales 348,013 357,500 357,500 357,500 357,500

48122 Reconnect Fees 11,400 12,000 12,000 10,000 10,000

48123 GRP Fees 118,811 140,000 140,000 140,000 140,000

48125 Customer Service Fees 4,410 4,400 4,400 4,300 4,300

48126 Late Charges 18,737 21,000 21,000 17,000 17,000

48127 O & M Reserve Inc/(Dec) 19,203 50,000 50,000 3,742 11,495

48131 Contrib-Water Capacity 14,950 82,800 82,800 68,000 65,000

Mustang Bayou Svce Area - Water Production Total 1,045,735 1,143,100 1,143,100 1,120,942 1,103,460

50-507 Mustang Bayou Service Area-Wastewater Treatment

48127 O & M Reserve Inc/(Dec) 36,881 50,000 50,000 19,982 1,391

48111 Maintenance Service Charged 281,564 339,000 339,000 339,000 357,482

48115 Sewer Fees 306,042 320,880 320,880 325,500 321,000

48132 Contrib- Sewer Capacity 17,550 97,200 97,200 78,500 80,000

48124 Utility Rebate 0 0 0 0 0

Mustang Bayou Service Area-WW Treatment Total 642,037 807,080 807,080 762,982 759,873

50-511 Steepbank/Flatbank WWTP Construction

49000 Interest Income 0 0 0 0 0

Steepbank/Flatbank WWTP Construction - Total 0 0 0 0 0

50-524 Mustang Bayou Service Area Water Construction (532)

47111 Contrib-Other Gov 280,823 0 0 0 0

48129 Water Capital Recovery Fee 3,621 4,800 4,800 210,000 0

48131 Contrib-Water Capacity 75,900 17,250 17,250 98,450 5,000


CHANGES IN NET ASSETS

WATER/WASTEWATER UTILITY FUND

FUND 505

260

FY 2015 FY 2015 FY 2015 FY 2016






FUND 505


Mustang Bayou Svce Area Water Constr. - Total 360,344 22,050 22,050 308,450 5,000

50-526 Mustang Bayou Service Area-WWTP Constr. (534)


48130 Sewer Capital Recovery Fee 11,934 20,250 20,250 360,000 0

48132 Contrib- Sewer Capacity 89,100 5,000 5,000 115,000 5,000

48211 Bond Proceeds 402,351 0 0 0 0

Mustang Bayou Svce Area-WWTP Constr. - Total 503,385 25,250 25,250 475,000 5,000

50-528 Surface Water Construction 0 0 0 0 0

Surface Water Construction - Total 0 0 0 0 0

Total Operating Revenues 2,585,006 2,034,892 2,034,892 2,703,864 1,909,843

OPERATING EXPENSES

50-502 Hightower Wastewater Treatment

53002 Insurance 158 195 195 197 175

53047 Operator Fees 5,605 5,650 5,650 5,650 5,650

53008 Telephone 77 67 67 85 89

53053 Lift Station Maintenance 2,295 3,000 7,000 6,000 6,000

53062 General Maintenance & Repairs 0 0 0 0 0

53068 Landscaping Services 3,470 3,400 3,400 3,400 3,400

Hightower Wastewater Treatment Total 11,605 12,312 16,312 15,332 15,314

50-504 NE Oyster Creek Service Area-Water Production

53002 Insurance 6 7 7 7 0

53069 Water Capacity Buy-In Fees 4,800 0 0 0 0

NE Oyster Creek Svce Area-Water Prod. Total 4,806 7 7 7 0

50-505 NE Oyster Creek Service Area-Wastewater Treatment

53002 Insurance 179 217 217 221 196

53008 Telephone 652 673 673 673 673

53037 Electric Utilities 466 737 737 737 811

53041 Water Utilities 170 358 358 186 195

53047 Operator Fees 0 0 0 0


53062 General Maintenance & Repairs 6,231 7,200 7,200 6,500 7,200

53070 WW Capacity Buy-In Fees 4,800 0 0 0 0

NE Oyster Creek Service Area-WW Total 16,136 10,785 10,785 9,917 10,675

50-506 Mustang Bayou Service Area-Water Production

53002 Insurance 2,590 3,398 3,398 3,415 3,002

53004 Special Services & Legal 10,601 10,000 11,138 10,000 10,000

53008 Telephone 915 800 800 760 800

53018 Bank Fees 0 0 0 0

53037 Electric Utilities 71,714 79,682 79,682 82,246 86,358

53047 Operator Fees 31,527 38,400 38,400 32,000 33,000

261

FY 2015 FY 2015 FY 2015 FY 2016






FUND 505

53049 Permit Services 2,270 3,200 3,200 2,500 2,800


53055 Miscellaneous 0 0 0 0

53057 City Customer Operations 58,881 65,000 65,000 65,000 65,000

53063 GRP Pumpage Fees 348,034 356,000 356,000 356,000 400,000

53065 Laboratory Testing 7,618 10,000 8,000 7,500 8,000


53072 Water Service Installation 72,700 65,000 65,000 65,000 50,000

53073 Major Equipment Replacement 0 0 164,450 2,250 0

54037 Subcontractors/Material 5,802 0 2,000 2,000 5,000

52073 Chemicals 0 2,500 5,000 9,500 5,000

Mustang Bayou Svce Area-Water Prod. Total 704,952 741,980 907,568 737,171 772,960

50-507 Mustang Bayou Service Area-Wastewater Treatment

53002 Insurance 5,828 5,226 5,226 5,799 4,720

53004 Special Services & Legal 9,958 10,000 11,138 10,000 10,000

53008 Telephone 6,345 6,600 6,600 8,250 8,250

53037 Electric Utilities 113,700 117,039 117,039 114,665 116,958

53041 Water Utilities 0 252 252 250 250

53047 Operator Fees 118,236 126,000 126,000 123,500 125,000

53048 Sludge Removal 71,916 66,000 66,000 75,000 75,000

53049 Permit Services 16,876 8,500 8,500 8,200 8,200


53057 City Customer Operations 70,204 76,800 76,800 72,500 74,400

53061 Garbage Utilities 1,518 1,512 1,512 1,823 2,005




54037 Subcontractors/Material 1,408 6,000 12,000 14,500 7,000

52073 Chemicals 0 0 0 0 12,500

Mustang Bayou Svce Area-WW Treatment Total 606,418 595,729 597,339 594,187 616,183

50-511 Steepbank/Flatbank - Construction 0 0 0 0 0

Steepbank/Flatbank Construction - Total 0 0 0 0 0

50-524 Mustang Bayou Service Area-Water Construction (532)

53004 Special Services & Legal 112,030 0 0 0 0

77001 Professional Services 0 0 12,515 11,802 0

77002 Construction 0 0 5,000 169,450 0

77007 Other - Misc 0 0 0 0 0

Mustang Bayou Svce Area-Water Constr. - Total 112,030 0 17,515 181,252 0

50-526 Mustang Bayou Service Area-WWTP Constr. (534)

53004 Special Services & Legal 52,241 0 0 0 0

77001 Professional Services 0 0 16,610 525 0

77002 Construction 770,000

Mustang Bayou Svce Area-WWTP Constr. - Total 52,241 0 16,610 525 770,000

262

FY 2015 FY 2015 FY 2015 FY 2016






FUND 505


OPERATING INCOME (LOSS) 1,076,818 674,079 468,756 1,165,473 (275,289)

NON-OPERATING REVENUE/(EXPENSES)

50-500 49000 Interest Income 157,603 5,000 5,000 38,000 20,000

50-500 48303 Contribution - Non-Cash 300 0 0 0 0

50-500 49410 Contribution of Assets 0 0 0 0 0

50-506 90008 Transfer to 301 (Debt Service Fund) 0 (118,049) (118,049) (118,049) 0

50-506 90001 Transfer to 101 (General Fund) 0 (20,000) (20,000) (20,000) (20,000)

50-507 49936 Transfer from 507 (SB/FB WWTP Constr) 636,713 0 0 0 0

50-507 90008 Transfer to 301 (Debt Service Fund) (116,374) 0 0 0 0

50-507 90001 Transfer to 101 (General Fund) 0 (25,000) (25,000) (25,000) (25,000)

50-524 49935 Transfer from 532 (MB Water Constr.) 1,675,464 0 0 0 0

50-526 90014 Transfer to 534 (MB WWTP Constr.) (1,625,404) 0 0 0 0

50-526 49915 Transfer from 301 (Debt Service) 436,500 0 0 0 0

50-526 62001 2008A CO Principal 0 (329,719) (329,719) (329,719) (344,309)

50-526 62009 2005 CO Principal 0 (28,000) (28,000) (28,000)

50-526 63001 2008A CO Interest Expense 0 (331,948) (331,948) (331,949) (318,467)

50-526 63009 2005 CO Interest Expense (19,785) (6,980) (6,980) (6,980)

50-526 60024 2013 Refunding Bond Principal 0 (1,750) (1,750) (1,750) (1,750)

50-526 61024 2013 Refunding Bond Interest 16,585 (14,649) (14,649) (14,649) (14,614)

50-526 60026 2014 Refunding Bond Principal (422) (40,688)

50-526 61026 2014 Refunding Bond Interest (2,167) (4,012)

50-528 49924 Transfer from 540 (Surf Water Trmt) 713,045 713,045 715,635 723,840

50-528 90015 Transfer to 542 (Surf Water Constr) (7,021,325) 0 0 0 0

Total Non-Operating Revenue/(Expenses) (5,859,723) (158,049) (158,049) (125,049) (25,000)

NET INCOME (LOSS) (4,782,905) 516,030 310,707 1,040,423 (300,289)

00-000 29975 Designation - O & M Reserve 174,547 241,646 76,204 194,529 195,920

Net Position, Beginning - July 1 11,801,527 3,547,273 6,736,208 6,736,208 7,582,103

Net Position, Ending - June 30 6,736,208 4,304,949 6,970,711 7,582,103 7,085,894

Note: Does not include Depreciation expense.

263


OPERATING REVENUE48111 Services Charged 5,400,125 1,033,025 1,033,025 1,033,025 1,077,273


NON-OPERATING REVENUE/(EXPENSES)48127 O&M Reserve Increase/(Decrease) 14,508 20,000 20,000 23,772 12,831

49000 Interest Earnings 6,243 3,000 3,000 500 2,000

49410 Contribution of Assets 6,512 0 0 0 0

Total Non-Operating Revenue 27,263 23,000 23,000 24,272 14,831


OPERATING EXPENSES

52073 Chemicals 7,324 12,000 12,000 8,000 10,00053002 Insurance 12,383 18,297 18,297 17,878 16,774

53004 Special Services & Legal 110,892 135,500 143,999 125,500 135,50053008 Telephone 2,542 2,362 2,362 2,435 2,56053037 Electric Utilities 302,175 295,837 295,837 328,214 351,18953041 Water Utilities 220 250 250 220 25053047 Plant Operators 144,312 154,400 154,400 145,000 152,00053048 Sludge Removal 55,045 46,300 46,300 79,500 55,000

53049 Permit Services 18,128 19,000 19,000 59,000 20,00053051 Admin/Audit/Engineering Fees 0 0 053053 Lift Station Maintenance 14,062 32,000 32,000 28,000 45,00053054 General Maintenance & Repairs 91,778 195,000 195,000 155,000 175,00053055 Miscellaneous 0 0 053065 Laboratory Testing 38,411 40,000 40,000 36,000 38,00053068 Landscaping 30,800 35,000 35,000 34,000 36,000

Total Operating Expenses 828,072 985,946 994,445 1,018,747 1,037,273

CAPITAL OUTLAY

77002 Construction 0 0 0 0 670,000Total Capital Outlay 0 0 0 0 670,000

OTHER FINANCING USES90001 Transfer to 101 (General Fund) 26,000 40,000 40,000 40,000 40,000

Total Other Financing Uses 26,000 40,000 40,000 40,000 40,000

Total Expenditures 854,072 1,025,946 1,034,445 1,058,747 1,747,273

Designation - O & M Reserve 0 246,487 248,611 264,687 269,318

REVENUES OVER EXPENDITURES 4,573,316 30,079 21,580 (1,450) (655,169)

NET POSITION, BEGINNING - JULY 1 11,033,468 226,408 15,606,784 15,606,784 15,605,334

NET POSITION, ENDING - JUNE 30 15,606,784 256,487 15,628,364 15,605,334 14,950,165




STEEP BANK/FLAT BANK REGIONAL WASTEWATER FUND

FUND 506-50-510

264

FUND 510-51-516

FY 2015 FY 2015 FY 2015 FY 2016



OPERATING REVENUES

OTHER INCOME

48211 CO Proceeds 5,012,787

49000 Interest Income - - - 52,612 -

Total Other Income 0 0 0 5,065,399 0

Total Revenues and Resources 0 0 0 5,065,399 0

OPERATING EXPENSES


65002 Issuance Expense - - - 63,645 -

Total Contractual Services 0 0 0 63,645 0

OTHER FINANCING SERVICES90015 Transfer to 542 (Surf Wtr Fund) - - - 5,001,754 -

Total Other Financing Services 0 0 0 5,001,754 0


EXPENDITURES 0 0 0 5,065,399 0

REVENUES OVER/(UNDER) EXPENDITURES 0 0 0 0 0

Net Position, Beginning - July 1 0 0 0 0 0

Net Position, Ending - June 30 0 0 0 0 0



UTILITY CERTIFICATE OF OBLIGATION FUND

265

FUND 540-53-530


OPERATING REVENUE48110 GRP Pumpage Fees 4,771,151 5,445,000 5,445,000 5,445,000 5,303,00048121 Water Sales 1,951,602 2,226,000 2,226,000 2,226,000 2,960,500


OPERATING EXPENSESCOMMODITIES

52004 Minor Tools & Equipment 6,422 60,000 60,000 30,000 60,00052057 Purchase of Water 1,005,516 1,100,000 1,100,000 1,100,000 1,175,00052073 Chemicals 371,641 450,000 450,000 400,000 450,000

Total Commodities 1,383,579 1,610,000 1,610,000 1,530,000 1,685,000

CONTRACTUAL SERVICES53002 Insurance 40,575 52,742 52,742 51,013 47,34353004 Special Services & Legal 24,436 105,000 116,977 60,000 105,00053008 Telephone 4,470 5,100 5,100 4,865 5,10853032 Garbage Collection 1,398 1,512 1,512 1,627 1,79053037 Electric Utilities 194,388 181,268 181,268 211,357 228,26553047 Plant Operators 333,108 410,000 410,000 400,000 410,00053048 Sludge Removal 46,914 62,000 62,000 62,000 68,00053049 Permit Services 101,213 115,000 115,000 72,000 80,00053054 General Maintenance & Repairs 148,932 235,000 235,000 220,000 250,000

53055 Miscellaneous 320 0 0 0


53068 Landscaping Service 75,864 75,000 75,000 75,000 75,000Total Contractual Services 984,581 1,263,622 1,275,599 1,175,862 1,295,506

OTHER54037 Subcontractors & Materials 59,058 200,000 315,648 290,000 220,00054040 Organizational Cost Reimb. 0 0 0 0

Total Other 59,058 200,000 315,648 290,000 220,000


OPERATING INCOME 4,295,535 4,597,378 4,469,753 4,675,138 5,062,994

NON-OPERATING REVENUE48209 Bond Premium 0 0 0 0 049000 Interest Income 179,554 55,000 55,000 183,010 186,70049121 Miscellaneous Reimbursement 45,133 0 0 15,884 049410 Contribution of Assets 2,003,341 0 0 0 0

Total Non-Operating Revenue 2,228,028 55,000 55,000 198,894 186,700

NON-OPERATING EXPENSES

54013 Reserve for Contingency 0 062013 2009B Cert of Obligation Principal 0 1,270,000 1,270,000 1,270,000 1,320,00063012 2009B Cert of Obligation Interest 2,088,150 2,039,350 2,039,350 2,039,350 1,988,55062015 2014A Cert of Oblig. Util. Principal 125,000 205,00063015 2014A Cert of Oblig. Util. Interest 78,324 131,77065001 Paying Agent Fees 0 500 500 1,250 50065002 Issuance Expense (112,724) 0 0 0 090033 Transfer to Fund 505 713,045 713,045 715,635 723,84090001 Transfer to Fund 101 269,011 309,080 309,080 309,080 293,952

Total Non-Operating Expenses 2,244,437 4,331,975 4,331,975 4,538,639 4,663,612

NON-OPERATING INCOME (16,409) (4,276,975) (4,276,975) (4,339,746) (4,476,912)

NET INCOME 4,279,126 320,403 192,778 335,393 586,082

Net Position, Beginning - July 1 9,383,348 8,062,845 13,662,474 13,662,474 13,997,867Net Position, Ending - June 30 13,662,474 8,383,248 13,855,252 13,997,867 14,583,949




SURFACE WATER UTILITY FUND

266

FUND 580-55-560

FY 2015 FY 2015 FY 2015 FY 2016



OPERATING REVENUES

OTHER REVENUES


49104 Late Fees 3,660 4,248 4,248 3,725 4,000

49115 Solid Waste Subscribers 119,547 114,048 114,048 107,200 110,416

49116 Solid Waste Admin Fees 18,171 18,040 18,040 15,764 16,237

49117 Solid Waste MUD Pmts 3,287,822 3,362,080 3,362,080 3,264,106 3,362,029

49119 Recycling MUD Payments 17,211 17,219 17,219 13,341 13,741

Total Other Revenues 3,452,229 3,520,635 3,520,635 3,411,429 3,512,923


OPERATING EXPENSES


53004 Special Services & Legal 49,820 69,040

53019 Solid Waste Contract 3,336,296 3,336,141 3,286,321 3,436,554 3,340,000

53042 Solid Waste Admin Fee 132,907 132,933 132,933 108,753 112,016

Total Contractual Services 3,469,203 3,469,074 3,469,074 3,614,347 3,452,016

OTHER FINANCING USES90001 Transfer to General Fund - 16,000 16,000 16,000 16,000

Total Other Financing Uses 0 16,000 16,000 16,000 16,000


EXPENDITURES 3,469,203 3,485,074 3,485,074 3,630,347 3,468,016

REVENUES OVER/(UNDER) EXPENDITURES (16,974) 35,560 35,560 (218,918) 44,908





SOLID WASTE COLLECTIONS

267

Missouri City Recreation & Leisure LGC

Budget Narrative

FY2015

Ken Lewis

Cesar Lopez

268

Tyson Stittleburg

Ken Lewis

Cesar Lopez

Board of Directors

Chief Administrative Officer (City Manager)

Secretary (City Attorney)

Treasurer (City Finance Director)


General Manager

Head Golf Professional

Golf Course Maintenance

Contract

General & Administrative

Director of Catering & Grille

Operations

Assistant Golf Professionals

Golf Shop Assistants

Golf Course Starters

Golf Course Marshals

Director of Golf Instruction

Practice Range Attendants

Fleet Manager/Mechanic

Golf Cart Attendants

Assistant Event Manager/s

Assistant Grille Manager

Head Chef

Kitchen Staff

Bartenders/ Wait Staff Manager

Bussers

Beverage Cart Attendants

269

Executive Summary

Moving into FY2016 the Missouri City LGC is cautiously optimistic about the coming year. While there have

been great strides made in the Food & Beverage Department, specifically with regards to Banquets & Events,

the golf industry as a whole is still seeing declining or stagnant rounds of golf played. In FY2015 the LGC

placed a large focus on advertising towards increasing the Banquet & Event revenue. The LGC will continue to

promote through the most successful channels, there will be a renewed focus on advertising for golf rounds in

FY2016. Also, the staff of the LGC will be taking a directed approach to meeting the needs of the changing

community around the golf course. There is an increasing shift toward younger, financially stable families

utilizing the facility and now is the time to start to make the City Centre a focal point of their social activities.

This will be done with more family oriented events, a renewed focus on junior golf as well as menu and facility

improvements that will encourage families to utilize the City Centre and golf courses.

Golf Operations

The revenues for the Operations Department encompass daily green fees and annual green fees. This

department is the largest revenue producer of all of the operational areas. The largest expenses for the

Operations Department include a percentage golf shop employees and golf course starter wages, office supplies

for the golf operations, golf course maintenance (including tree maintenance), bank and credit card fees for golf

operations as well as a percentage of operational utilities. With a return to focus advertising efforts on rounds

of golf, specifically daily fee rounds, there is an anticipation for an increase in rounds played.

The golf operations department revenues are largely driven by the number of rounds played and the

corresponding fee being charged. A review of tee sheet utilization in FY2015 showed heavy usage in the early

morning hours with decreased usage as the day progressed. To address this situation many facilities are

implementing dynamic pricing controls that will adjust prices for golf based on current demand. This could

mean that people playing one tee time apart could pay a different fee based on when they booked the time.

While the long term success of this method is still being debated, the budget applies a tiered pricing structure

that will lower the green fee charged based off of historical demand versus a strict time structure. This will

result in one additional level of fee being charged, a “mid-day” fee, and moving the hours of twilight and super

twilight earlier to encourage more rounds played.

Given these adjustments, budgeted revenues in the Operations Department are $1,381,968 and budgeted

expenses of $1,474,068. This is a net operational loss of ($92,100). Even though rounds of golf are projected

to increase over the past two year history, there has also been a readjustment of the expected dollar per round.

Budgeted rounds for FY16 are 55,075. This is taking into consideration approximately 25 days lost to rain,

which is based on the last six year average of days closed. The operations department carries the load of the

expenses with the course maintenance contract. Losses in this department are recouped through the various

other golf departments.

270

Golf Cart Operations

Golf carts at a golf facility are traditionally one of the largest revenue generating areas of the operation. In

addition the expenses are traditionally low enough to allow for a healthy profit from the operation.

In FY2015 the LGC took delivery of 76 new golf carts. This brought the fleet to 50 one year old carts and 76

new carts in keeping with operational plans to keep carts under manufacturer’s warranty as much as possible.

This age of the carts, coupled with the expertise of the fleet mechanic should help to bring maintenance/repair

expenses down from previous years. This coupled with a nominal $0.50 increase in cart rentals and a 10%

increase in trail fees, will help to bolster revenues and net in the golf cart department.

Annualized revenues for the golf cart operation are $633,009. Expenses for FY2016 are projected to be

$265,973 which covers a percentage of outside services wages, mechanic wages, golf cart leases, cart

maintenance, and a percentage of facility utilities. This leaves a net positive for golf cart operations of

$367,036.

Practice Range

The practice range facility also continues to provide a consistent revenue stream for the facility. On average,

for every person that tees off, there is a little over $1 in range fees generated. In 2015 there was an increase in

range revenues primarily due to the closure of two other local practice ranges. This increase in business has

heightened wear on the practice facilities. Overtime, with increased traffic, improvements will be needed on the

practice facility, but until that time, staff will work to keep the range in usable condition.

Revenues for the practice range department are budgeted for $97,294 while expenses are expected to be

$65,237. Expenses include a percentage of outside services labor, range balls, picker lease and maintenance,

teaching fees and a percentage of facility utilities. The difference is a net positive $32,057.

Golf Shop Merchandise

In FY2015 a Head Golf Professional was hired to help oversee the Merchandise Department. Improvement

have already been seen in inventory controls and order processing. With increased tournament business the

LGC has seen increases in revenues from the Merchandise Department. Revenues for the merchandise

department are budgeted for $235,080. Expenses for merchandise include a percentage of golf shop employee

wages, cost of goods (77%) and a percentage of facility utilities. Estimated expenses for merchandise are

$224,884. This is a net positive difference of $10,195.

271

Food & Beverage – Grille Operations

As stated in the executive summary, significant improvements have been made in all Food & Beverage

departments. The Grille Department has and always will be heavily tied to the golfers coming in for a before or

after round snack. However, the Grille has found a niche with small groups coming in during the week to play

games and eat in the Grille. Additionally, promotional nights like Music on the Patio, Friday Fish and Karaoke,

have proven to be successful at bringing in additional revenue. FY2016 will see additional promotional nights

with an increased relationship with local community groups who are planning events such as outdoor movie

nights, crawfish boils and family bingo at the City Centre.

The success of the Grille is largely dependent on controlling expenses. Utilizing daily specials to move dated

product, tightly controlling work schedules and making sure staff uses downtime efficiently have helped to

improve the Grille operations. In addition, management plans to roll out a staff training program as part of the

City wide 2029 City Council Strategic Plan Initiative, that is derived from information learned from customer

service surveys and analysis. This should help to improve customer service and subsequently drive additional

revenue.

Grille revenues are highly dependant on the number of golf rounds played. In FY2015 there was $8.04 per

round in Grille revenues. This figure is up $0.33 compared to FY2014. For FY2015 projected revenues in the

Grille Department are $418,937 while expenses are $408,797. This results in a net profit of $10,141.

Food & Beverage - Banquets & Events

The Banquets & Events Department has shown great improvement over the last year. As word of mouth

continues to spread and more events bring in new possible clients, we continue to see increased interest in

groups hosting events at the City Centre. Since opening in FY2013, we have developed relationships with

many local groups that have been the basis for many of our other events. Advertising of the City Centre has

also been a factor in our success. Current advertising relationships with many local media partners have

enabled us to cast a broad reach into our market.

The Banquet and Event department is also important to the overall financial goals of the facility as it provides a

much leaner structure for cost controls versus the Bluebonnet Grille and provides a much lower cost of goods

sold. Cost of goods for the event department is typically around 31% that is again lower than the average of the

departments. Given that a higher percentage of our overall revenue comes from this department as compared to

the Grille and Beverage Cart it is important to foster this as a great revenue stream for the Golf Course and City

Centre. Other benefits of the event department are streamlined employee scheduling, efficient product

purchasing and client volume leading to potential additional sales.

Revenues for the Banquet and Event Department are budgeted to be $772,159 while expenses are budgeted for

$760,146. This provides for a net profit of $12,013. One important note is that the salary for the Director of

Catering has been split between the Banquets and Events department and the G&A Department. This is to

better reflect the responsibilities of this individual which are heavily involved in the Events Department, but

272

they also extend greatly into managing the Bluebonnet Grille and Bev Cart departments as well as facility

maintenance and operations.

Food & Beverage – Beverage Cart Operations

The beverage cart at a public golf course is very important. Not only is this a vital service provided to the golf

clientele it is also a great source of additional income for the facility as a whole. Like the Banquets and Events

Department, the Beverage Cart Department is able to control expenses due to the fact that it is primarily a

service for the golf clientele. If there are no golfers on the course, we do not need a beverage cart either. This

flexibility in scheduling provides an opportunity to cut wasted costs dramatically. Additionally, the Beverage

Cart Department sees a cost of goods sold of nearly 31% which is lower than the average of the departments as

a whole. This is primarily because the carts sell low cost items at a substantial mark up to golfers on the course.

For FY2015 the revenues for the Beverage Cart Department are budgeted to be $130,199 versus expenses of

$110,058. This leaves a net profit of $20,141. The management of the LGC plans to break out the expenses of

the Bev Cart department event further during FY2016 to more accurately represent the actual costs associated

with this department.


The General & Administrative Department (G&A) covers all of the costs that are not easily allocated to

individual departments. In FY2016 half of the salary of the Catering & Events Manger has been moved to the

G&A Department to better reflect the responsibilities of this position.

Expenditures in the G&A department will closely follow those of FY2015. An exception to this is the addition

of a computer hardware lease that will allow the facility to maintain newer hardware and replace outdated or

broken items at a lower cost. Budgets for general repairs and service agreements remain higher as compared to

the past to include the increasing needs of a building that is not new and is out of warranty and agreements with

multiple vendors for necessary services such as employee screenings, inspections and public postings. There

are no revenues to offset the expenses in the G&A department. The expenses for this department are budgeted

at cost of ($358,678).

Summary Overall Operation

As operations at the Quail Valley Golf Course and City Centre have stabilized, management is now able to

concentrate on how to grow revenues and change with the developing community around it. This has been a

difficult process in the past given the amount of change that has happened in a short period of time. Working

off of a solid base and planning to grow into the future is very exciting. Capital expenditures are not included in

this budget. All capital expenditures have been included to the City of Missouri City Capital Improvement Plan

beginning in FY2016. Overall for FY2016, the LGC is budgeting for revenues of $3,668,647 and expenditures

of $3,667,842. Net for FY2016 would be $805. This is compared to the projected net loss for FY2015 of

($67,604).

273

Assumptions

- COGS for golf merchandise is 77%

- COGS for food and liquor is 35%

- Golf costs split per percentage of sales:

o Operations – 62%

o Golf Carts – 25%

o Practice Range – 4%

o Merchandise – 9%

- F&B costs split per percentage of sales:

o Grille - 31%

o Banquets & Events - 59%

o Beverage Cart - 10%

- Utilities cost split by department percentage of revenues

o Golf – 67%

o F&B – 33%

274

FY 2014 FY 2015 FY 2015 FY 2016

Actual Budget Projected Proposed Budget

Ordinary Income/Expense

Income

Operations

Green Fees - La Quinta $454,684 $534,073 $409,731 $450,690Green Fees - El Dorado $512,519 $553,226 $539,173 $550,000Annual Fees $348,218 $367,990 $348,905 $371,768Handicap Fees $10,292 $9,510 $9,661 $9,510

$1,325,713 $1,464,799 $1,307,469 $1,381,968

Range

Annual Range Fee $17,272 $18,038 $16,448 $18,425Range Fees $64,261 $53,079 $66,663 $66,869Range Teaching Fees $21,090 $12,000 $21,646 $12,000

$102,623 $83,116 $104,757 $97,294

Pro Shop

Pro Shop Sales $227,432 $221,162 $224,640 $235,080Donations - Parks $12,295 $0 $28,712 $0

$239,727 $221,162 $253,352 $235,080

Cart

Cart Rental Fees $494,657 $541,162 $471,910 $546,743Trail Fees $78,777 $62,645 $78,033 $86,267

$573,434 $603,807 $549,943 $633,009

Total Golf Revenues $2,241,497 $2,372,884 $2,215,521 $2,347,351

Food & Beverage

F&B Grille $265,553 $259,934 $260,233 $262,136LBW - Grille $137,322 $142,964 $155,239 $156,801

$402,875 $402,898 $415,471 $418,937

F&B - Banquets/Events/Rentals $574,681 $550,263 $567,149 $571,885F&B - Service Fees/Gratuities $49,670 $137,564 $113,430 $123,751LBW - Banquets/Events $50,860 $90,977 $74,732 $76,524

$675,211 $778,804 $755,310 $772,159

F&B - Golf Shop $13,496 $12,997 $12,755 $14,965LBW - Golf Shop $7,663 $12,997 $9,007 $9,910F&B - Bev Cart $53,568 $51,987 $45,270 $49,374LBW - Bev Cart $55,011 $51,987 $54,818 $55,951

$129,738 $129,967 $121,850 $130,199

Total F&B Revenues $1,207,824 $1,311,669 $1,292,632 $1,321,296

Over/Short -$2,588 $0Gross Revenues $3,446,733 $3,684,553 $3,508,153 $3,668,647

SUMMARY OF INCOME AND EXPENSES

CHANGES IN NET INCOME/(LOSS)

MISSOURI CITY RECREATION AND LEISURE LOCAL GOVERNMENT COROPRATION (LGC)

275

FY 2014 FY 2015 FY 2015 FY 2016





Expense

Operations

Salaries & Wages $60,267 $0 $23,391 $40,000Overtime $0 $0 $0Salary Reserve $0 $0 $0Taxes, Social Security $4,716 $0 $2,015 $2,577Workers Compensation $1,014 $0 $282 $859Benefits $3,243 $0 $743 $4,020Contingency Workers $108,170 $121,826 $83,644 $94,500Overtime $5,423 $0 $4,126 $0Salary Reserve $0 $0 $0Taxes, Social Security $8,888 $8,899 $7,560 $6,088Workers Compensation $1,912 $2,966 $1,060 $2,029Benefits $6,112 $5,880 $2,788 $5,628Office Supplies $8,621 $9,500 $16,961 $14,500Wearing Apparel $514 $3,000 $775 $1,500Fuel, Oil & Lubricants $0 $0 $0Minor Tools/Small Equip $0 $0 $0Uniform & Laundry $0 $0 $0Janitorial Supplies $0 $0 $0Postage $0 $0 $0Bldg Mat/Supplies/Repr $0 $0 $0Copy Machine/Suppl/Repr $0 $0 $0Golf Course Mater/Supply $0 $0 $0Miscellaneous $405 $1,200 $0 $600Minor Equip Maintenance $0 $0 $0Handicap Service $6,202 $6,400 $6,619 $6,400Contractor Hiring/Mowing $1,191,472 $1,126,692 $1,141,272 $1,151,654Contract Hiring/TreeTrim $11,188 $15,000 $3,957 $9,000Insurance $0 $0 $0Special Services & Legal $0 $0 $0Bank Fees $47,351 $54,903 $51,313 $50,496Service Agrmts/Contracts $3,400 $3,684 $4,500Building Repairs $0 $0 $0Printing & Publications $0 $0 $0Dues & Subscriptions $1,447 $2,225 $5,821 $2,225Training & Travel $600 $653 $600Golf Equipment Rental $0 $0 $0Audit Services $0 $0 $0Donations $15,130 $0 $24,791 $0Machinery & Equipment $0 $0 $0Gas/Utilities $5,572 $5,218 $4,702 $4,979Electric Utilities $63,714 $55,953 $63,668 $59,874Water Utilities $14,537 $14,069 $10,926 $12,038

$1,565,898 $1,437,732 $1,460,751 $1,474,068

276

FY 2014 FY 2015 FY 2015 FY 2016





Cart

Contingency Workers (Mechanic) $27,300 $31,200 $27,926 $27,300Overtime $0 $0 $0Taxes, Social Security $2,090 $2,279 $2,204 $1,759Worker's Compensation $414 $760 $302 $586Benefits $4,200 $0 $4,020Contingency Workers (Attendants) $57,025 $76,050 $53,613 $60,825Overtime $1,212 $0 $993 $0Taxes, Social Security $4,458 $5,555 $4,310 $3,919Worker's Compensation $883 $1,852 $590 $1,306Benefits $0 $0 $0Unemployment Benefits $0 $4,089 $1,200Bldg Mat/Supplies/Repairs $41,356 $2,400 $18,914 $13,800Uniforms/Laundry $1,200 $0 $250Minor Equip Maint/Rpr $26 $7,200 $0 $1,200Equipment/Cart Lease $106,982 $121,560 $124,197 $113,897Tournament Rentals $14,134 $0 $9,909 $9,000Gas/Utilities $2,090 $1,826 $1,881 $1,743Electric Utilities $23,893 $19,584 $25,401 $20,956Water Utilities $5,452 $4,924 $4,210 $4,213

$287,315 $280,590 $278,538 $265,973

Range

Contingency Workers $36,139 $40,950 $33,269 $33,420Overtime $437 $0 $405 $0Salary Reserve $0 $0 $0Taxes, Social Security $2,808 $2,991 $2,656 $2,153Workers Compensation $556 $997 $364 $718Benefits $0 $0 $0Range Ball Expense $7,717 $12,000 $6,191 $8,500Minor Tools & Equipment - Range $528 $1,800 $5,889 $1,200Instructor Fees $21,120 $12,000 $20,019 $12,000Minor Equip Maint/Rpr $1,905 $1,200 $2,546 $1,200Range Picker Lease Purchase $1,485 $2,220 $2,626 $2,202Gas/Utilities $348 $261 $302 $249Electric Utilities $3,982 $2,798 $3,974 $2,994Water Utilities $909 $703 $691 $602

$77,934 $77,921 $78,933 $65,237

Pro Shop

Contingency Workers $28,095 $30,949 $24,415 $27,560Overtime $2,074 $0 $1,854 $0Taxes, Social Security $2,455 $2,261 $2,451 $1,776Worker's Compensation $496 $754 $346 $592Benefits $2,692 $2,520 $1,484 $2,412Minor Tools & Equip $173 $0 $0 $0Bldg Mater/Supp/Repr $0 $0 $0Purchases of Merchandise $218,368 $168,083 $187,606 $181,011Telephone - Pro Shop $0 $0 $0

277

FY 2014 FY 2015 FY 2015 FY 2016





Equipment/Cart Lease - Pro Shop $0 $0 $0Gas/Utilities $697 $783 $672 $747Electric Utilities $7,964 $8,393 $9,048 $8,981Water Utilities $1,817 $2,110 $1,446 $1,806

$264,831 $215,853 $229,322 $224,884

6104 - Food & Beverage - Grille

Salaries & Wages $38,155 $35,000 $34,465 $35,000Overtime $0 $0 $0Salary Reserve $0 $0 $0Taxes, Social Security $3,288 $2,596 $2,854 $2,274Workers Compensation $553 $865 $386 $758Benefits $1,938 $4,200 $2,090 $4,020Contingency Workers $185,388 $153,357 $126,397 $142,392Overtime $16,494 $0 $4,034 $0Salary Reserve $0 $0 $0Taxes, Social Security $17,400 $11,375 $10,801 $9,250Workers Compensation $2,926 $3,792 $1,460 $3,083Benefits $10,252 $13,104 $7,908 $9,407Unemployement Benefits $2,321 $0 $1,219 $1,200Meals/Drinks $0 $0 $0Uniforms $1,738 $1,016 $0 $750Linens $11,886 $8,058 $5,238 $5,865Supplies $10,949 $4,029 $2,633 $3,770Dishes & Glassware $2,129 $2,014 $1,118 $1,714Paper/Disposables $6,898 $6,043 $3,962 $4,380Small Tools/Equip. $146 $2,014 $0 $1,382Kitchen Equip. $870 $0 $855 $0COGS F&B $171,721 $111,772 $111,783 $91,748COGS LBW $54,218 $61,474 $31,771 $51,744Miscellaneous $202 $0 $0 $0Service Agreements $1,209 $0 $1,257Equipment Maintenance $3,638 $4,029 $3,838 $4,189Bank Fees $9,173 $4,029 $10,354 $2,933Beverage Taxes $17,539 $6,043 $13,498 $5,865Liquor Liability Insurance $1,087 $825 $0 $825Permit Services $2,128 $0 $282 $0Depreciation Expense $1,180 $0 $0 $0

Utilities - Water $4,490 $4,572 $3,124 $3,912 Utilities - Electricity $19,676 $18,185 $16,282 $19,459 Utilities - Gas $1,721 $1,696 $1,190 $1,618

$600,104 $461,299 $397,543 $408,797

Total

278

FY 2014 FY 2015 FY 2015 FY 2016





6104 - Food & Beverage - Banquets/Events

Salaries/Wages - Dir. Of Catering $32,214 $51,840 $52,178 $27,420Commissions $19,618 $15,336 $11,678 $16,210Overtime $0 $0 $0Salary Reserve $0 $0 $0Taxes, Social Security $4,308 $4,983 $5,263 $4,616Workers Compensation $883 $1,661 $713 $1,539Benefits $2,509 $4,200 $3,843 $4,020Contingency Workers - Ass. Sales Mgr. $26,500 $38,221 $37,000Commissions $15,336 $5,839 $6,484Overtime $0 $0 $0Salary Reserve $0 $0 $0Taxes, Social Security $3,103 $3,631 $2,825Workers Compensation $1,034 $492 $942Benefits $4,200 $2,652 $4,020Contingency Workers $199,964 $239,867 $211,977 $222,716Overtime $17,837 $0 $7,960 $0Salary Reserve $0 $0 $0Taxes, Social Security $18,104 $17,792 $18,127 $14,469Workers Compensation $3,709 $5,931 $2,454 $4,823Benefits $10,545 $20,496 $13,236 $14,713Meals/Drinks $0 $0 $0Uniforms $934 $1,161 $0 $500Linens $22,570 $23,004 $21,499 $30,886Supplies $12,749 $7,668 $5,443 $6,177Dishes & Glassware $2,433 $3,834 $1,783 $2,316Paper/Disposables $7,884 $7,668 $7,071 $7,722Small Tools/Equip. $167 $3,834 $0 $2,548Kitchen Equip. $994 $0 $1,163 $0COGS F&B $194,608 $209,507 $198,170 $243,473COGS LBW $60,650 $28,203 $50,901 $25,253Miscellaneous $27,941 $15,336 $14,167 $15,443Equipment Maintenance $3,951 $5,751 $6,463 $7,722Bank Fees $462 $5,751 $0 $6,949Beverage Taxes $1,565 $7,668 $0 $9,266Liquor Liability Insurance $1,242 $1,650 $0 $1,650Permit Services $2,431 $0 $32 $0

Utilities - Water $5,131 $7,034 $4,320 $6,019 Utilities - Electricity $22,487 $27,977 $28,728 $29,937 Utilities - Gas $1,967 $2,609 $2,596 $2,489

$679,857 $770,934 $720,599 $760,146

Total

279

FY 2014 FY 2015 FY 2015 FY 2016





6104 - Food & Beverage - Bev Cart

Contingency Workers $33,321 $40,404 $29,240 $31,360Overtime $37 $0 $59 $0Salary Reserve $0 $0 $0Taxes, Social Security $2,772 $2,997 $2,797 $2,037Workers Compensation $540 $999 $338 $679Meals/Drinks $0 $0 $0Uniforms $194 $242 $0 $242Linens $2,832 $2,599 $1,651 $2,474Supplies $2,746 $1,300 $919 $1,302Dishes & Glassware $507 $650 $322 $521Paper/Disposables $1,642 $1,300 $1,244 $1,432Small Tools/Equip. $235 $650 $260 $391Kitchen Equip. $207 $0 $225 $260COGS F&B $42,644 $20,145 $34,445 $22,518COGS LBW $12,651 $20,145 $9,195 $21,734Miscellaneous $0 $0 $0Maintenance & Repairs $823 $1,300 $1,822 $2,864Bank Fees $96 $1,300 $0 $1,172Liquor Liability Insurance $259 $275 $0 $275Permit Services $507 $580 $67 $580Beverage Cart Rental $12,898 $12,969 $13,442 $12,527

Utilities - Water $1,069 $1,407 $827 $1,204 Utilities - Electricity $4,685 $5,595 $5,001 $5,987 Utilities - Gas $410 $522 $448 $498

$121,075 $115,377 $102,300 $110,058

Total

280

FY 2014 FY 2015 FY 2015 FY 2016





Admin

Salaries & Wages $68,000 $61,200 $100,420Taxes, Social Security $4,967 $4,599 $4,703Workers Compensation $1,656 $644 $1,568Benefits $4,200 $3,251 $4,020Pest Control $600 $0 $600Supplies $1,229 $600 $0 $600General Maint. $38,793 $36,400 $51,350 $36,400Security Monitoring $5,443 $6,000 $3,713 $6,000Cable Service $3,269 $4,800 $3,704 $4,800Fees $0 $0 $0Postage $439 $296 $381 $296Telephone $15,590 $13,200 $16,653 $13,200Auto/Travel $0 $495 $0Adv/Promo $43,612 $41,500 $28,865 $41,500Service Agreements $24,800 $21,600 $21,196 $21,600License/Permits $920 $0 $71 $0Employee Recognition $1,395 $2,000 $0 $2,000P/R Prep. $12,000 $11,127 $12,000Trash/Waste Removal $10,678 $9,600 $8,291 $9,600Property Insurance $35,783 $0 $0 $0Liability Insurance $26,400 $24,708 $26,400CH Maint. Contract $37,788 $39,600 $37,788 $39,600Facility /Capital Improvements $14,208 $0 $2,967 $0COMC Maintenance Technician/HVAC PM $22,249 $21,996 $21,834 $21,996IT Equipment Lease $5,376Elevator Maintenance $5,413 $6,000 $4,933 $6,000

$261,609 $321,415 $307,771 $358,678

Total

Gross Expenses $3,858,623 $3,681,121 $3,575,757 $3,667,842

Other Income

Other Income - Operations $16,571Other Income - RangeOther Income - Pro Shop $2,249Other Income - Food & Beverage

Total Other Income $18,820 $0 $0 $0

Net Income (Loss) -$393,070 $3,433 -$67,604 $805

281

FY 2014 FY 2015 FY 2015 FY 2016





Total by Department

Operations

Income $1,325,713 $1,464,799 $1,307,469 $1,381,968Expenses $1,565,898 $1,437,732 $1,460,751 $1,474,068Net Income (Loss) -$240,185 $27,067 -$153,282 -$92,100

Cart

Income $573,434 $603,807 $549,943 $633,009Expenses $287,315 $280,590 $278,538 $265,973Net Income (Loss) $286,119 $323,217 $271,405 $367,036

Range


Pro Shop

Income $239,727 $221,162 $253,352 $235,080Expenses $264,831 $215,853 $229,322 $224,884Net Income (Loss) -$25,104 $5,309 $24,030 $10,195

Food & Beverage (Grille)

Income $402,875 $402,898 $415,471 $418,937Expenses $600,104 $461,299 $397,543 $408,797Net Income (Loss) -$197,229 -$58,401 $17,928 $10,141

Food & Beverage (Banquets/Events)

Income $675,211 $778,804 $755,310 $772,159Expenses $679,857 $770,934 $720,599 $760,146Net Income (Loss) -$4,646 $7,870 $34,711 $12,013

Food & Beverage (Bev Cart)



Income $0 $1 $2 $3Expenses $261,609 $321,415 $307,771 $358,678Net Income (Loss) -$261,609 -$321,414 -$307,769 -$358,675

Total

Income $3,465,553 $3,684,553 $3,508,153 $3,668,647Expenses $3,858,623 $3,681,121 $3,575,757 $3,667,842Net Income (Loss) -$393,070 $3,433 -$67,604 $805

282

INTERNAL SERVICE FUNDS SUMMARY BY YEAR

FY 2015 FY 2015 FY 2015 FY 2016FY 2014 Original Revised Year-End Proposed

Actual Budget Budget Estimate BudgetREVENUES:

OPERATING REVENUES

Other Miscellaneous

Insurance Reimbursement 17,281 0 54,305 59,572 0

Sale of Salvage 18,946 0 0 10,235 10,000

Federal Grants 0 0 0 0 0

Services Charged 756,841 1,081,413 1,081,413 1,081,413 756,919

TOTAL OPERATING REVENUES 793,068 1,081,413 1,135,718 1,151,220 766,919

NON-OPERATING REVENUES

Interest Earnings 25,019 22,300 22,300 32,540 27,800

TOTAL NON-OPERATING REVENUES 25,019 22,300 22,300 32,540 27,800


Contribution of Assets (76,207) 0 0 0 0

Transfer from General Fund 0 0 0 0 0

Transfer from C.O. Fund 0 0 0 0 0

Transfer from Fleet Maint. Fund 0 0 0 0 0

TOTAL REVENUES & RESOURCES 741,880 1,103,713 1,158,018 1,183,760 794,719

EXPENDITURES

Commodities 0 112,000 33,337 39,059 185,000

Other Services 642,013 0 0 20,000 80,000

Capital Outlay 36,813 512,000 654,230 719,494 1,714,045

TOTAL EXPENDITURES 678,826 624,000 687,567 778,553 1,979,045


EXPENDITURES 678,826 624,000 687,567 778,553 1,979,045

NET REVENUES OVER/(UNDER) EXPENDITURES 63,054 479,713 470,451 405,207 (1,184,326)

BEGINNING FUND BALANCE JULY 1 3,081,642 3,258,989 3,144,696 3,144,696 3,549,903

ENDING FUND BALANCE JUNE 30 3,144,696 3,738,702 3,615,147 3,549,903 2,365,577


283

INTERNAL SERVICE FUNDS SUMMARY BY FUND

INNOVATION FLEET AND TECHNOLOGY

REPLACEMENT REPLACEMENT FUND FUND TOTALS

REVENUES: OPERATING REVENUES Services Charged 756,919 0 756,919 Transfers from General Fund 0 0 0TOTAL OPERATING REVENUES 756,919 0 756,919 NON-OPERATING REVENUES Federal Grants 0 0 0 Interest Earnings 20,000 7,800 27,800 Sale of Salvage 10,000 0 10,000 Insurance Reimbursement 0 0 0 Miscellaneous 0 0 0TOTAL NON-OPERATING REVENUES 30,000 7,800 37,800

TOTAL REVENUES & RESOURCES 786,919 7,800 794,719 EXPENDITURES Personnel 0 0 0Commodities 0 185,000 185,000Contractual Services 0 0 0Other Services 80,000 0 80,000Capital Outlay 1,564,045 150,000 1,714,045TOTAL EXPENDITURES 1,644,045 335,000 1,979,045 CONTINGENCY 0 0 0

OTHER FINANCING USES Transfers to General Fund 0 0 0 Transfers to Building Maint. Fund 0 0 0

TOTAL APPROPRIATIONS/ EXPENDITURES 1,644,045 335,000 1,979,045 NET REVENUES OVER/(UNDER) EXPENDITURES (857,126) (327,200) (1,184,326)

BEGINNING FUND BALANCE JULY 1 2,894,434 655,469 3,549,903

ENDING FUND BALANCE JUNE 30 2,037,308 328,269 2,365,577


284

FUND 606-66-606


WORKING CAPITAL REVENUES48112 Lease Fees Charged 498,663 739,805 739,805 739,805 756,91949000 Interest Earnings 19,256 18,000 18,000 22,490 20,000

49102 Sale of Salvage 18,926 0 0 10,235 10,000

49103 Insurance Reimbursement 17,281 0 54,305 59,572 0Total Revenues 554,126 757,805 812,110 832,102 786,919

OTHER FINANCING SOURCES49410 Contribution of Assets (76,207) 0 0 0 049904 Transfer from Fund 101 0 0 0 0


WORKING CAPITAL EXPENSES

COMMODITIES52004 Minor Tools & Equipment 0 0 0 5,722 0

Total Commodities 0 0 0 5,722 0

OTHER SERVICES54013 Reserve for Contingencies 20,000 80,00054036 Depreciation 529,43654039 Gain/Loss - Disposal-Assets (29,567) 0 0 0 0

Total Other Services 499,869 0 0 20,000 80,000

CAPITAL OUTLAY75004 Equipment 2,057 23,000 23,000 23,000 075006 Motor Vehicles 34,756 299,000 362,567 448,483 1,564,045

Total Capital Outlay 36,813 322,000 385,567 471,483 1,564,045

Total Appropriations/Expenditures 536,682 322,000 385,567 497,205 1,644,045

REVENUES OVER/(UNDER) EXPENDITURES (58,763) 435,805 426,543 334,897 (857,126)


ENDING BALANCE JUNE 30 2,559,537 2,988,935 2,986,080 2,894,434 2,037,308

Non Working Capital ExpensesDepreciation (See Note)

Note: Depreciation is an expense item that does not use working capital. In order to comply with Generally

Accepted Accounting Principles, depreciation needs to be recorded in enterprise and internal service funds.

FY 2015 FY 2016FLEET RENTAL FEE CHARGED Amount AmountCommunications 5,313 5,313Police Administration 27,838 27,838Police Code Enforcement 16,483 16,483Police Support Services 2,150 2,150Police C.I.D. 38,511 40,723Police Patrol 346,233 339,733Fire Administration 1,418 1,418Fire Prevention 10,929 10,929

Fire Training 2,000 2,000

Fire Operations 12,975 13,100PW Administration 13,543 14,257Streets/Drainage/Traf. Control 150,504 168,350Animal Services 5,375 5,375Parks 63,111 65,427Recreation 4,567 4,567Planning 1,500 1,500Inspection 16,330 16,544

Fleet 7,525 7,525

Facilities Maintenance 11,000 11,187

Innovation & Technology 2,500 2,500

739,805 756,919



FLEET REPLACEMENT FUND

285

FUND 611-62-611

FY 2015 FY 2015 FY 2015 FY 2016



OPERATING REVENUE

48112 Lease Fees Charged 258,178 341,608 341,608 341,608 0

NON-OPERATING REVENUE


49102 Sale of Salvage 20 0 0 0 0


49004 Transfer from General Fund 101 0 0 0 0 0


OPERATING EXPENSES

COMMODITIES

52004 Minor Tools & Equipment 0 112,000 0 0

52085 Computer Lease 0 0 33,337 33,337 185,000Total Commodities 0 112,000 33,337 33,337 185,000

OTHER SERVICES

54036 Depreciation 142,144 0 0 0 0Total Other Services 142,144 0 0 0 0

CAPITAL OUTLAY

75001 Equipment - Computer 0 190,000 268,663 248,011 150,000Total Capital Outlay 0 190,000 268,663 248,011 150,000

Total Appropriations/Expenditures 142,144 302,000 302,000 281,348 335,000

REVENUES OVER/(UNDER) EXPENDITURES 121,817 43,908 43,908 70,310 (327,200)



Non Working Capital Expenses

Depreciation (See Note)

Note: Depreciation is an expense item that does not use working capital. In order to comply with Generally

Accepted Accounting Principles, depreciation needs to be recorded in enterprise and internal service

funds.FY 2015 FY 2016

Lease Fees Charged Amount Amount

Council & Management 10,829 0

City Secretary 9,724 0

Human Resources/Org Dev. 1,300 0

Legal 2,250 0

Municipal Court 7,329 0

Communications 2,700 0

Finance Administration 1,450 0

Purchasing & Risk Management 1,150 0

Accounting 6,150 0

Police Administration 6,400 0

Police Support Services 11,864 0

Police C.I.D. 10,736 0

Police Patrol 76,150 0

Fire Administration 2,257 0

Fire Prevention 3,700 0

Fire Training 900 0

Fire Operations 22,450 0

Engineering 8,171 0

Streets/Drainage/Traf. Control 7,125 0

G.I.S. 6,000 0

Animal Services 200 0

Parks 2,325 0

Recreation 5,032 0

Planning 8,429 0

Inspection 8,850 0

Code Enforcement 7,950 0

Radio Fund 850 0

Fleet Maintenance 2,100 0

Innovation & Technology 106,987 0

Facilities Maintenance 250 0

341,608 0



TECHNOLOGY & INNOVATION REPLACEMENT FUND

286

FY2016

COMPENSATION PLAN:

EXEMPT

NONEXEMPT

CERTIFIED POLICE & EMERGENCY

COMMUNICATIONS

CERTIFIED FIRE

INCENTIVE/CERTIFICATION PAY

Approved: May 18, 2015 (Updated: May 26, 2015)

287

GRD GRP NON-EXEMPT POSITIONS FLSA MIN MID MAX

Annual $20,434 $25,542 $30,650

01 2000 ______ VACANT ______ N Monthly $1,703 $2,129 $2,554

Hourly $9.83 $12.28 $14.74

Annual $21,251 $26,564 $31,876

02 2000 Customer Service Clerk Monthly $1,771 $2,214 $2,656

Hourly $10.22 $12.77 $15.33

Park Caretaker I Annual $22,101 $27,626 $33,151

03 2000 Records Mgmt. Asst. N Monthly $1,842 $2,302 $2,763

Street Technician I Hourly $10.63 $13.28 $15.94

Annual $22,985 $28,731 $34,478

04 2000 ____ VACANT_________ N Monthly $1,915 $2,394 $2,873

Hourly $11.05 $13.81 $16.58

Accounting Clerk II N Annual $23,904 $29,881 $35,857

05 2000 Bldg. Maintenance /Asst. Tech Monthly $1,992 $2,490 $2,988

Police Records Tech Hourly $11.49 $14.37 $17.24

Signal Technician I

Customer Relations Specialist I Annual $24,861 $31,076 $37,291

06 2000 Park Caretaker II N Monthly $2,072 $2,590 $3,108

Permit Service Rep I Hourly $11.95 $14.94 $17.93

Property Room Tech

Animal Services Officer Annual $26,101 $32,630 $39,155

07 2000 Buyer N Monthly $2,175 $2,719 $3,263

Deputy Court Clerk Hourly $12.55 $15.69 $18.83

Dep. Court Clerk/Juv. Case Mgr.

Accounting Technician

Customer Relations Specialist II Annual $27,409 $34,261 $41,113

08 2000 Mechanic I N Monthly $2,284 $2,855 $3,426

Parks Caretaker III Hourly $13.18 $16.47 $19.77

Recreation AttendantVideo Technician

Detention Officer N Annual $28,779 $35,974 $43,169

09 2000 Permit Service Rep II Monthly $2,398 $2,998 $3,597

Hourly $13.84 $17.30 $20.75

Administrative Assistant

Animal Services Supervisor

CDBG Code Inspector I

Code Enforcement Inspector I Annual $30,506 $38,133 $45,759

10 2000 Crime Victims Liaison Officer N Monthly $2,542 $3,178 $3,813

Health Inspector I Hourly $14.67 $18.33 $21.99

Human Resources/OD Tech

Mechanic II


Accountant

Building Maintenance Tech.

Crimes Analyst N Monthly $2,695 $3,368 $4,042

11 2000 Detention Officer Supervisor Hourly $15.55 $19.43 $23.32

GIS Technician I Annual $32,336 $40,420 $48,505

Jr. Digital Video Engineer

Parks Crew Leader

Signal Technician II

N

288

Building Inspector II

Chief Signal Technician

Code Enforcement Inspector II

Construction Inspector Annual $34,277 $42,846 $51,415

12 2000 Crew Leader Streets & Drainage N Monthly $2,856 $3,571 $4,285

Desktop Services Specialist I Hourly $16.48 $20.60 $24.72

Planner I

Police Records Supervisor

Project Coordinator

Recreation Specialist

Senior Accounting Technician

Budget Specialist

Building Inspector III

Chief Signal Technician

Code Enforcement Inspector III

Community Relations Coord.

Crew Leader - Signs

Desktop Services Specialist II

13 2000 Digital Video Engineer Annual $36,333 $45,416 $54,500

Intelligent Transp. Syst Specialist N Monthly $3,028 $3,785 $4,542

Lead Building Maint Tech Hourly $17.47 $21.84 $26.20


Park Supervisor

Payroll Specialist

Planner II

Senior Accountant

Street Supervisor

Commercial Plan Examiner

Desktop Services Specialist III Annual $38,513 $48,141 $57,770

14 2000 GIS Operations Specialist N Monthly $3,209 $4,012 $4,814

GIS Production Specialist Hourly $18.52 $23.15 $27.77

Recreation Supervisor

Office Manager Annual $40,824 $51,030 $61,236

15 2000 Procurement Analyst Monthly $3,402 $4,253 $5,103

N Hourly $20 $24.53 $29.44

Annual $43,273 $54,091 $64,909

16 Executive Assitant N Monthly $3,606 $4,508 $5,409

Hourly $21 $26.01 $31.21

Annual $45,868 $57,336 $68,803

17 ______ VACANT ______ N Monthly $3,822 $4,778 $5,734

Hourly $22 $27.57 $33.08

Annual $48,620 $60,776 $72,931

18 ______ VACANT ______ N Monthly $4,052 $5,065 $6,078

Hourly $23 $29.22 $35.06

Annual $51,553 $64,442 $77,330

19 Systems Administrator N Monthly $4,296 $5,370 $6,444

Network Administrator Hourly $25 $31 $37.18

289

GRD GRP FIRE POSITIONS FLSA MIN MID MAX

Annual $46,028 $53,278 $60,529

F1 3100 Firefighter N Monthly $3,836 $4,440 $5,044

Hourly-53 $16.70 $19.33 $21.96

Annual $57,008 $63,034 $69,060

F23100

Fire/EMT App Operator N Monthly $4,751 $5,253 $5,755

Fire Inspector, Hourly-53 $20.69 $22.87 $25.06

Annual $61,319 $69,985 $78,651

Fire Lieutenant Monthly $5,110 $5,832 $6,554

F3 3100 Sr. Fire Inspector N Hourly-53 $22.25 $25.39 $28.54

Annual $76,064 $83,554 $91,043

F4 3100 Battalion Chief Monthly $6,339 $6,963 $7,587

N Hourly-53 $27.60 $30.32 $33.03

Fire MarshalAnnual $80,324 $89,805 $99,287

F5 3000 Emergency Mng Coord E Monthly $6,694 $7,484 $8,274

Training & Educ Chief Hourly-40 $38.62 $43.18 $47.73

Annual $84,431 $94,985 $105,539

F6 3000 Assistant Fire Chief E Monthly $7,036 $7,915 $8,795

Hourly-40 $40.59 $45.67 $50.74

291

GRD GRP POLICE POSITIONS FLSA MIN MID MAX

Annual $39,520 $45,448 $52,265

TCO 4100 Telecommunications Officer N Monthly $3,293 $3,787 $4,355

Hourly $19.00 $21.85 $25.13

Annual $47,905 $47,905 $47,905

P1 4100 Police Cadet N Monthly $3,992 $3,992 $3,992

Hourly $23.03 $23.03 $23.03

Annual $51,738 $61,173 $70,609

P2 4100 Police Officer N Monthly $4,311 $5,098 $5,884

Hourly $24.87 $29.41 $33.95

Annual $45,081 $56,352 $67,622

TCS 4100 Telecommunications Supervisor N Monthly $3,757 $4,696 $5,635

Hourly $21.67 $27.09 $32.51

Compliance & Accreditation Supervisor Annual $57,002 $64,834 $72,666

P3 4100 Criminalist N Monthly $4,750 $5,403 $6,056

Detective Hourly $27.40 $31.17 $34.94

Police Support Technician Annual $70,282 $78,223 $86,165

P4 4100 Sergeant N Monthly $5,857 $6,519 $7,180

Community Resource Officer Hourly $33.79 $37.61 $41.43

Lieutenant Annual $81,708 $89,242 $96,776

P5 4100 Police Technical Support Supervisor N Monthly $6,809 $7,437 $8,065

Hourly $39.28 $42.90 $46.53

P6 4000 Police Captain E Annual $96,094 $103,044 $109,994

Monthly $8,008 $8,587 $9,166

Hourly $46.20 $49.54 $52.88

P7 4000 Assistant Police Chief E Annual $99,938 $111,967 $123,997

Monthly $6,095 $7,009 $7,924

Hourly $48.05 $53.83 $59.61

292

SPECIALTY / CERTIFICATION ELIGIBLE MONTHLY

Bilingual Skill Pay (Spanish) All Employees $30

Intermediate TCO Certification Telecommunications Officers $30

Advanced TCO CertificationTelecommunications

Officers/Supervisors$30

Master TCO CertificationTelecommunications


Communications Training Officer

Certification

Telecommunications


Intermediate Firefighter Certificate Fire Dept $30

Advanced Firefighter Certificate Fire Dept $30

Instructor’s Certificate Fire Dept $30

Inspector’s Certificate Fire Dept $20

Arson Investigator Certificate Fire Dept $100

EMT Intermediate Fire Dept $120

EMT Paramedic Fire Dept $280

Intermediate Peace Officer Certificate Certified Police Officers $50 *

Advanced Peace Officer Certificate Certified Police Officers $100 *

Master Peace Officer Certificate Certified Police Officers $150 *

Instructor’s Certificate Certified Police Officers $50 *

Field Training Officer Certified Police Officers $50 *

SWAT Certification Certified Police Officers $100 *

Special Crimes Unit (SCU) Certified Police Officers $150

Updated: May 11, 2015 Approved: May 18, 2015

* An Officer shall only receive Certification pay for the higest certificate earned

293

ALL DIVISIONS Requested Recommended

Amount City Manager's Amount Acct

Classification of Expenditures FY 2016 Y N Comments/Other Comments FY 2016 No.

GENERAL GOVERNMENT

City Secretary

Questys Digital Signature 1,875 N Requested in I.T.

Questys Capture Form Processing Software 13,099 N Requested in I.T.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total City Secretary 14,974 0

Human Resources & Organizational Development

Administrative Assistant 62,080 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total HR & OD 62,080 0

Communications

Web Master Position Reclassification N Done in FY15

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Communications 0 0

TOTAL GENERAL GOVERNMENT 77,054 0

POLICE

Police Administration

2 Administrative Police Officers 157,116 N

1 Grants Coordinator 69,599 N

Body Worn Cameras 175,484 N Requested in I.T.

License Plate Recognition System 60,000 N Requested in I.T.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Police Administration 462,199 0

Code Enforcement

Vehicle for CDBG Code Enforcement Officer 23,310 Y

Cell Phone Allowance for CDBG Officer 540 Y

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Code Enforcement 23,850 0

Support Services

6 Telecommunication Officers 368,304 N

1 Police Records Technician 42,867 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Support Services 411,171 0

C.I.D.

5 Detectives 438,700 N

1 Sergeant 97,774 N

5 Unmarked Police Vehicles 105,000 N

1 Sergeant Unmarked Vehicle 21,000 N

OSSI Sex Offender Module 11,488 Y Requested in I.T.

Property Room Consultant 10,000 N

Carpet Replacement in CID 15,000 N Requested in Facilities Maintenance

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total C.I.D. 698,962 0

Patrol

25 Police Officers 1,898,850 N

3 Sergeants 283,017 N

16 Patrol Vehicles for 25 Officers 1,013,104 N

City of Missouri CitySupplemental Budget Requests

Fiscal Year 2016 Annual Budget

295






4 Detention Officers 192,628 Y Converted 4 part-time to 4 full-time - $108,628

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Patrol 3,387,599 0

TOTAL POLICE 4,983,781 0

FIRE & RESCUE SERVICES

Administration

1 Resource Manager 90,615 N

ISO Consultant to Prepare ISO Evaluation 14,500 Y

Assistant Fire Chief Reclass 7,477 N

Facilitator For Cultural Community Leaders 600 Y

Resident Emerg. Comm. Network System 12,000 Y

Emergency Preparedness Guides 1,000 N

Validate Firefighter Hiring Physical Ability Test 15,000 N

Federal Grant Match 88,573 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Fire Administration 229,765 0

Prevention

1 Community Liaison Officer 136,158 N

1 Assistant Fire Marshal 157,246 N

1 Administrative Assistant 56,014 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Fire Prevention 349,418 0

Fire Training

1 Fire Training Lieutenant 153,264 N

Pay adjustment for 1 part-time employee 988 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Fire Training 154,252 0

Fire Operations

1 EMS Captain 146,738 N

Remove Kelly Days / Move Squad Prog. To FT 217,270 Y At $187,327 for 10 months

Vehicle for Squad 63,545 Y Funded out of Fleet Replacement Fund

Thermal Imaging Cameras - Replacements 20,000 Y

Exhaust Removal System 15,750 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Fire Operations 463,303 0

TOTAL FIRE & RESCUE SERVICES 1,196,738 0

PUBLIC WORKS

Administration

1 Customer Service Clerk 48,265 N

Traffic Signal Art Box Project 5,000 Y

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total PW Administration 53,265 0

Capital Projects

Cell Phone Allowance for Proj. Coordinator 1,080 Y

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

296






Total PW Capital Projects 1,080 0

Engineering/Utility Planning

Reclass Utility Coordinator 3,571 N

AutoCAD Licenses 2,400 Y Requested in I.T.

Cell Phone Allowance for Asst. City Engineer 540 Y

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total PW Engineering/Utility Planning 6,511 0

Facilities Maintenance

1 Facilities Maintenance Asst. Technician 54,197 N

Metasys Software Renewal 5,219 Y Requested in I.T.

Freestyle Extractor 5,500 N

1 Facilities Maintenance Specialist w/ vehicle 128,825 N

Access Gate Controller FS #1/PSHQ 12,000 Y

Design of storefront remodel at Parks Mntc.

Facility

10,000 N

Ice Machine Replacement at FS #3 & #4 7,000 Y Part of citywide facility maintenance items

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total PW Facilities Maintenance 222,741 0

Fleet Maintenance

Department-wide digital 2-way handheld radios 86,215 Y

1 EVT Tech 90,430 N

Fleet Lease Program for Non-Emergency Vehicles 816,000 N Pilot program in FY16 out of Fleet Repl. Fund

Above Ground Lift 6,500 N

180,000 LB Lift 90,000 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total PW Fleet Maintenance 1,089,145 0

Streets, Drainage & Traffic Operations

Cartegraph Cloud 177,667 N Requested in I.T.

Retrorelectometer 13,000 Y

Overtime 38,000 N

Skid Steer Loader 35,000 Y Funded out of Fleet Replacement Fund

Contractor for Hire - Streetlight Tree Trimming 87,500 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Streets, Drainage & Traffic Control 351,167 0

GIS

Virtual GIS Server Upgrade 25,000 Y Requested in I.T.

Overtime 5,000 N

Data Plan for IPad 540 Y Requested in I.T.

Android Tablet 400 Y Requested in I.T.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total G.I.S. 30,940 0

Animal Control

Overtime 4,000 N

1 Animal Services Officer w/ vehicle 91,045 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Animal Control 95,045 0

Citywide Facilities Maintenance Items:

See Attachment 168,000 Y Total of $64,400 funded. See June for list

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TOTAL PUBLIC WORKS 2,017,894 0

PARKS & RECREATION

Parks

Reclass Parks Supervisor to Parks Superintendent 8,632 N

Paint Pavilion #3 and Gazebo frames at Comm. Park 26,860 Y

Auger for Landscaping and Maintenance 6,000 N

Bed Maintenance Contract 20,000 Y

Herbicide/Fertilization Contract 25,000 N

Hunter's Glen Trail Surfacing Material 18,500 N

Storage Container for Park Maint. Facility 3,200 Y

Tree Project (Right of Ways) 10,000 N

Concrete Bleacher Pads for Community Park Fields 9,600 N

10 Digital 2-Way Radios for Parks & Rec Staff 23,290 Y

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Parks 151,082 0

Recreation

Fitness Equipment Replacement 25,000 Y

Fleet Bus Purchase 65,000 N

Table Replacement 10,000 Y

Chair Replacement 5,000 Y

Tennis Court Repair 25,000 Y

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Recreation 130,000 0

TOTAL PARKS & RECREATION 281,082 0

DEVELOPMENT SERVICES

Planning

1 LX Administrator 52,806 N

1 Planner I 68,080 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Planning & Development 120,886 0

Inspections

1 Commercial Plans Reviewer 69,095 N

10 Digital 2-Way Radios for Parks & Rec Staff 23,290 Y

1 Health Inspector I 50,069 N

1 Residential Plans Reviewer 68,169 N

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Inspections 210,623 0

TOTAL DEVELOPMENT SERVICES 331,509 0

INNOVATION & TECHNOLOGY

Innovation & Technology (I.T.)

2 Desktop Service I positions 95,606 Y Funded w/ elimination of NSD help desk contract

Storage for City - Replacement 325,000 Y

~Funding Available Through Repl. Fund (160,000)

~Funding Available Through GIS Server (25,000)

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MPLS WAN Upgrade (Year 1) 75,000 Y

Mobile Device Management 20,000 N

Netmotion - for CJIS compliance 15,000 Y

1 Project Manager 77,032 N

Additional Conference Expense funding 3,000 N

Additional Computer Repair/Replacement 15,000 Y

Additional Dues & Subscription funding 1,000 N

Additional Minor Tools & Equipment 80,000 N

NICE Video Consolidation - Year 1 Pub. Safety 150,000 N

Total Innovation & Technology (I.T. Only) 671,638

Citywide I.T. Maintenance Items:

POLICE:

OSSI Sex Offender Module 11,488 Y

Body Worn Cameras 175,484 N

License Plate Recognition System 60,000 N

FIRE:

Electronic Apparatus & Equipment Solution 15,000 N

Online Fire Department Staffing Solution 8,000 N

PUBLIC WORKS:

Virtual GIS Server Upgrade 25,000 Y

Metasys Software Renewal 5,219 Y

Cartegraph Cloud 177,667 N

AutoCAD Licenses 2,400 Y

CITY SECRETARY:

Questys Digital Signature 1,875 N

Questys Capture Form Processing Software 13,099 N

Total Innovation & Technology (City-Wide Only) 495,232

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Innovation & Technology Grand Total 1,166,870 0

Radio Fund

Tower Light Replacement 50,000 Y $31,000 from General Fund $19K from Radio Fund

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Total Radio Fund 50,000

GRAND TOTAL ALL REQUEST 9,617,696

GRAND TOTAL GENERAL FUND 9,567,696

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City of Missouri City, Texas Fiscal Year 2016 Proposed Budget

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Transcript of City of Missouri City, Texas Fiscal Year 2016 Proposed Budget