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HomeMy WebLinkAbout2006-2575:\0ur Documents\Ordinances\06\Budget 2006-07 Ordinance.doc ORDINANCE NO. 2006 -2 S7 AN ORDINANCE ADOPTING THE BUDGET AND THE FIRST YEAR OF THE CAPITAL IMPROVEMENT PROGRAM OF THE CITY OF DENTON, TEXAS, FOR THE FISCAL YEAR BEGINNING ON OCTOBER 1, 2006, AND ENDING ON SEPTEM 3ER 30, 2007; AND DECLARING AN EFFECTIVE DATE. WHEREAS, notice of a public hearing on the budget for the City of Denton, Texas, for the fiscal year 2006-2007 was heretofore published at least ten days in advance of said public hearing; and WHEREAS, a public hearing on the said budget was duly held on September 12, 2006, and all interested persons were given an opportunity to be heard for or against any item thereof; and WHEREAS, on 29th day of June the Public Utilities Board recommended the utility operations budgets and capital improvements to be constructed during the coming year; and WHEREAS, the City Manager has furnished a copy of the Planning and Zoning Commission's recommended general obligation bond capital improvements to each member of the City Council more than sixty days prior to the beginning of the budget year, as provided by Section 10.03(6) of the City Charter; NOW, THEREFORE, THE COUNCIL OF THE CITY OF DENTON HEREBY ORDAINS: SECTION 1. The findings and recitations contained in the preamble of this ordinance are incorporated herein by reference. SECTION 2. The budget for the City of Denton, Texas for the fiscal year beginning on October 1, 2006, and ending on September 30, 2007 prepared by the City Manager and filed with the City Secretary, as amended by the City Council, is hereby approved and adopted, a copy of which budget is attached hereto and incorporated by reference herein. SECTION 3. The City Council hereby appropriates from available resources to the following funds: General Fund $ 76,899,196 Electric Fund 184,226,431 Water Fund 44,749,699 Wastewater Fund 24,049,290 Solid Waste Fund 15,733,466 Technology Services Fund 5,859,583 Materials Management Fund 6,218,408 Fleet Services Fund 6,616,474 Aquatics Fund 1,833,909 Recreation Fund 1,508,727 Tourist & Convention Fund 1,274,886 Risk Retention Fund 2,284,907 S:\OurDocuments\Ordinances\06\Budget2OOO-O7Ordinance.doc Police Confiscation Fund 194,108 General Debt Service Fund 14,775,824 Total $386,224,908 SECTION 4. The City Council approves the first year of the capital improvements proposed to be constructed during the forthcoming year, which are incorporated in the 2006-07 budget. SECTION 5. The budget includes certain unlisted, authorized and unpaid encumbrances from the prior fiscal year to be carried over to the 2006-2007 budget as determined by the City Manager or his designee. SECTION 6. The City Manager, or his designee, is hereby authorized to transfer the amounts of money for employee benefit and salary adjustments as contained in the 2006-2007 budget to the various departments. SECTION 7. The City Manager, or his designee, shall cause copies of the budget to be filed with the City Secretary and County Clerk of Denton County. SECTION 8. This ordinance shall become effective immediately upon its passage and approval. PASSED AND APPROVED this the day ofe/yj bell 2006. ATTEST: JENNIFER WALTERS, CITY SECRETARY 13Y: APPRO D AS \Tb LEGAL FORM: EDw I= %J 9" P RR R. McNEILL, MAYOR PAGE 2 CITY OF DENTON ANNUAL PROGRAM OF SERVICES 2006-07 ADOPTED THE MAYOR AND CITY COUNCIL PERRY MCNEILL, MAYOR PETE KAMP, MAYOR PRO TEM JOE MULROY, DEPUTY MAYOR PRO TEM BOB MONTGOMERY, COUNCILMEMBER CHARLYE HEGGINS, COUNCILMEMBER JACK THOMSON, COUNCILMEMBER GUY MCELROY, COUNCILMEMBER ON SEPTEMBER 26, 2006 HOWARD MARTIN INTERIM CITY MANAGER JON FORTUNE ASSISTANT CITY MANAGER PREPARED BY: Chris Rodriguez Budget Manager Antonio Puente Budget Coordinator Terri Doby Financial Analyst Michelle McCallum Management Assistant Gary Calmes, CPA Utility Financial Administrator Mary Dickinson Utility Financial Coordinator Nancy Towle Utility Financial Coordinator Robert Heron Utility Financial Manager Lee Ann Bunselmeyer Treasury & Tax Manager Mike Rodgers, CPA Controller Harvey Jarvis Chief Accountant Diane Chang, CPA Senior Grant Accountant Cody Wood Accountant III Kurt Breyfogle Senior Utility Accountant Edward Lane, CPA Accountant III Special Thanks to our Reprographics Division for the design of the cover and dividers, publication of the Annual Program of Services, and Web page design and postings Visit our website at: www.cityofdenton.com MISSON STATEMENT: To be a leader among cities in delivering outstanding quality services and products through: • Citizen involvement • Innovation • Efficient use of resources STRATEGIC GOALS*: • Balanced and Smart Growth: To plan for infrastructure improvements and delivery of other essential public services by planning for the location and quantity of future growth. • Neighborhood Preservation: To allow for the full range of demographic profiles which make up the character of the City in safe, clean, and crime -free neighborhoods. • Historic Preservation: To identify, preserve, and maintain the unique and distinctive cultural, historic, and architectural features of Denton through a partnership between the City and private interests. • Sustainable Development: To construct and maintain development in such a manner that will not compromise public health, endanger the public drinking supplies, or pollute the environment. • Economic Diversification: To encourage a strong, diversified, and self-sustaining economy, creating a wide range of employment opportunities, enhancing local ownership opportunities, and expanding and balancing the tax base of the City. • Open Space: To retain open space and the unique character of the region while providing a wide array of parks and recreation opportunities reasonably distributed throughout the City. LEADERSHIP PHILOSOPHY: We affirm that each of us has leadership, task, and management responsibilities. Our greatest performance is achieved through partnerships and cooperation. We are motivated to excellence by cultivating open communication that involves and supports people. We are talented, dedicated and diverse individuals who, by challenging systems and owning our work, make significant contributions to the greater good of the community. To Serve With CHARACTER: • Cooperation ■ Honesty ■ Accountability ■ Respect ■ Ability ■ Creativity ■ Trust ■ Excellence ■ Responsiveness * Adapted from 1999-2020 Denton Plan iii "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GOVERNNIENT FINANCE OFF[ E Z ASSOCIATION PresentationBud�s-et ar 11RESENYEDTO itv of Denton Texas Fur fht e � 'C�1r B�;t;��,���r�x �gic:h%al sol li.�^. oa r c r�iit,.9x�z' The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Denton, Texas for its annual budget for the fiscal year beginning October 1, 2005. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. IV "Dedicated to Quality Service" 215E. MCK/NNEY DENTON, TEXAS 76201 • (940) 349--8200 • FAX(940/ 349-8236 October 1, 2006 HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL AND CITIZENS OF DENTON: I am pleased to submit to you the City of Denton Annual Program of Services for fiscal year 2006-07. The attached budget document includes both the operating and capital improvements budgets. It meets all legal requirements and increases the property tax rate to $0.62652 per $100 valuation. As stipulated by the City of Denton charter, the proposed budget was submitted to the City Council on July 31. Council budget workshops were held during the months of August and September, and citizen input was heard at the September 12 and 19 public hearings, with final budget adoption on September 26, 2006. The policy direction provided by the City Council, as well as the Audit Committee's long-range financial planning sessions held March through July, provided the framework for the development of this budget. The Manager's Message, which starts on page 1, provides a detailed narrative overview of the program of services for fiscal year 2006-07. Sincerely, Howard Martin Interim City Manager Attachment v "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Joe Mulroy Deputy Mayor Pro Team At -Large Jack Thomson Councilmember 0 District 3 Guy McElroy Councilmember 0 District 4 ELECTED OFFICIALS Perry McNeill Mayor SIP t "p, rVHpy i([ % j V —� Bob Montgomery Councilmember At -Large Pete Kamp Mayor Pro Tern 0 District 2 Charlye Heggins Councilmember 0 District 1 vl "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES NORTH TEXAS 4* W-ohi- 1?7 DALLA S/FOPT WORTH METROPLEX 45 MINUTES 1 3'0 MINUTES vii "Dedicated to Quality Service - CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E Xis viii "Dedicated to Quality Service- CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES 2006-07 TABLE OF CONTENTS READER'S GUIDE Manager's Message.................................................................................................................................................1 BudgetCalendar....................................................................................................................................................27 BudgetFlow Charts................................................................................................................................................28 MajorBudget Documents.....................................................................................................................................29 TheBudget Process................................................................................................................................................30 Organizationof the Budget..................................................................................................................................32 BudgetaryPolicies..................................................................................................................................................32 BudgetedFunds......................................................................................................................................................32 BudgetBasis.............................................................................................................................................................33 OrganizationalRelationships.................................................................................................................................34 Budget and Investment Policies...........................................................................................................................35 BudgetGlossary......................................................................................................................................................41 BUDGET IN BRIEF Budget Resource & Expenditure Summary.........................................................................................................49 ConsolidatedFund Summary ...............................................................................................................................50 Combined Expenditures by Classification..........................................................................................................54 Combined Appropriable Fund Balances............................................................................................................56 CombinedPosition Summary ................................................................................................................................58 General Fund Resource & Expenditure Summary .............................................................................................60 General Debt Service Fund Resource & Expenditure Summary.....................................................................62 Estimated Ad Valorem Tax Collections & Distribution.......................................................................................63 Electric Fund Resource & Expenditure Summary...............................................................................................64 Water Fund Resource & Expenditure Summary .................................................................................................66 Water Fund Expenditures by Classification.........................................................................................................67 Wastewater Fund Resource & Expenditure Summary......................................................................................68 Wastewater Fund Expenditures by Classification..............................................................................................69 Solid Waste Fund Resource & Expenditure Summary.......................................................................................70 Solid Waste Fund Expenditures by Classification...............................................................................................71 Technology Services Fund Resource & Expenditure Summary .......................................................................72 Technology Services Fund Expenditures by Classification...............................................................................73 Materials Management Fund Resource & Expenditure Summary..................................................................74 Motor Pool Fund Resource & Expenditure Summary ........................................................................................75 ix "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Fleet Management Fund Resource & Expenditure Summary.........................................................................76 Risk Management Fund Resource & Expenditure Summary ...........................................................................77 Recreation Fund Resource & Expenditure Summary ........................................................................................78 Aquatic Center Fund Resource & Expenditure Summary................................................................................79 Tourist & Convention Fund Resource & Expenditure Summary.......................................................................80 Emily Fowler Library Fund Resource & Expenditure Summary ..........................................................................81 Police Confiscation Fund Resource & Expenditure Summary .........................................................................82 GENERAL FUND City Boards & Commissions Chart........................................................................................................................83 General Fund Resource Summary.......................................................................................................................84 MajorRevenue Summary......................................................................................................................................93 ExpenditureSummary ............................................................................................................................................94 Expendituresby Classification...............................................................................................................................96 PositionSummary by Division................................................................................................................................98 Community Services Programs Community Services Summaryby Category........................................................................................................................102 Summaryby Division............................................................................................................................103 BuildingInspections..............................................................................................................................104 CodeEnforcement..............................................................................................................................106 Library- Administration........................................................................................................................108 Library- Emily Fowler............................................................................................................................1 10 Library- North Branch..........................................................................................................................1 12 Library- South Branch.........................................................................................................................1 14 Parks- Administration..........................................................................................................................1 16 Parks - Keep Denton Beautiful...........................................................................................................1 18 Parks - Leisure Services........................................................................................................................120 Parks- Maintenance...........................................................................................................................122 Planning.................................................................................................................................................124 Contributions to Agencies...................................................................................................................126 Public Safety Programs Public Safety Summaryby Category........................................................................................................................130 Summaryby Division............................................................................................................................131 AnimalServices.....................................................................................................................................132 FireAdministration................................................................................................................................134 FireOperations......................................................................................................................................136 FirePrevention.......................................................................................................................................138 MunicipalCourt....................................................................................................................................140 MunicipalJudge...................................................................................................................................142 Police......................................................................................................................................................144 x "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Transportation Programs Transportation Summaryby Category........................................................................................................................148 Summaryby Division............................................................................................................................149 Airport.....................................................................................................................................................150 Streets.....................................................................................................................................................152 TrafficOperations.................................................................................................................................154 StreetLighting........................................................................................................................................156 Engineering............................................................................................................................................157 Downtown Programs Downtown Summaryby Category........................................................................................................................160 Summaryby Division............................................................................................................................161 EconomicDevelopment.....................................................................................................................162 Downtown Development....................................................................................................................164 Administrative Programs Administrative Summaryby Category........................................................................................................................168 Summaryby Division............................................................................................................................169 Accounting............................................................................................................................................170 Budget and Finance Administration.................................................................................................172 CableTelevision....................................................................................................................................174 CityManager's Office.........................................................................................................................176 FacilitiesManagement........................................................................................................................178 HumanResources.................................................................................................................................180 InternalAudit.........................................................................................................................................182 LegalAdministration............................................................................................................................184 Public Information Office....................................................................................................................186 Tax...........................................................................................................................................................188 Treasury..................................................................................................................................................190 Finance Miscellaneous........................................................................................................................192 RiskManagement................................................................................................................................193 GENERAL DEBT SERVICE FUND DebtManagement Summary............................................................................................................................195 Resource & Expenditure Summary .....................................................................................................................198 Estimated Ad Valorem Tax Collections & Distribution.....................................................................................199 GeneralLong -Term Debt.....................................................................................................................................200 ELECTRIC UTILITIES Resource & Expenditure Summary .....................................................................................................................205 xi "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES WATER UTILITIES Resource & Expenditure Summary .....................................................................................................................207 Expenditures by Classification.............................................................................................................................209 WaterAdministration....................................................................................................................................210 UtilitiesAdministration...................................................................................................................................212 WaterProduction..........................................................................................................................................214 WaterDistribution..........................................................................................................................................216 WaterMetering.............................................................................................................................................218 Engineering....................................................................................................................................................220 WaterLaboratory .........................................................................................................................................222 Safety& Training...........................................................................................................................................224 CustomerService..........................................................................................................................................226 WaterMiscellaneous....................................................................................................................................228 Principal & Interest Requirements..............................................................................................................229 WASTEWATER UTILITIES Resource & Expenditure Summary .....................................................................................................................233 Expenditures by Classification.............................................................................................................................235 Wastewater Administration.........................................................................................................................236 WaterReclamation......................................................................................................................................238 WastewaterCollection................................................................................................................................240 BeneficialReuse............................................................................................................................................242 WastewaterLaboratory...............................................................................................................................244 IndustrialPretreatment.................................................................................................................................246 Drainage........................................................................................................................................................248 WatershedProtection..................................................................................................................................250 Wastewater Miscellaneous.........................................................................................................................252 DrainageMiscellaneous..............................................................................................................................253 Principal & Interest Requirements..............................................................................................................254 SOLID WASTE FUND Resource & Expenditure Summary .....................................................................................................................257 Expenditures by Classification.............................................................................................................................259 Administration...............................................................................................................................................260 ResidentialCollection..................................................................................................................................262 CommercialCollection...............................................................................................................................264 Landfill............................................................................................................................................................266 Recycling.......................................................................................................................................................268 Miscellaneous................................................................................................................................................270 Principal & Interest Requirements..............................................................................................................271 xii "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES TECHNOLOGY SERVICES FUND Resource & Expenditure Summary .....................................................................................................................275 Expenditures by Classification.............................................................................................................................277 Administration...............................................................................................................................................278 Telecommunications....................................................................................................................................280 ApplicationsDevelopment.........................................................................................................................282 UserSupport...................................................................................................................................................284 PublicSafety/Projects..................................................................................................................................286 Reprographics...............................................................................................................................................288 MATERIALS MANAGEMENT FUND Resource & Expenditure Summary .....................................................................................................................291 Expenditures by Classification.............................................................................................................................293 ProgramDescription.............................................................................................................................................294 FLEET MANAGEMENT FUND Resource & Expenditure Summary .....................................................................................................................297 ProgramDescription.............................................................................................................................................299 RISK RETENTION FUND Resource & Expenditure Summary .....................................................................................................................301 ProgramDescription.............................................................................................................................................303 RECREATION FUND Resource & Expenditure Summary .....................................................................................................................305 ProgramDescription.............................................................................................................................................307 AQUATIC CENTER FUND Resource & Expenditure Summary .....................................................................................................................309 ProgramDescription.............................................................................................................................................311 MISCELLANEOUS INFORMATION Tourist& Convention Fund...................................................................................................................................314 EmilyFowler Library Fund.....................................................................................................................................316 PoliceConfiscation Fund.....................................................................................................................................317 STATISTICAL INFORMATION Profileof Denton...................................................................................................................................................320 Miscellaneous Statistical Data............................................................................................................................322 TopFifteen Taxpayers...........................................................................................................................................323 xiii "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Certified Taxable Assessed Values.....................................................................................................................324 CertifiedProperty Value......................................................................................................................................325 Sales and Property Tax History............................................................................................................................326 Assessed & Estimated Actual Value of Taxable Property...............................................................................327 MajorEmployers....................................................................................................................................................328 PopulationTrend Analysis....................................................................................................................................329 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Program..........................................................................................................................332 CapitalBudgeting Calendar..............................................................................................................................333 General Government Capital Improvement Program...................................................................................334 Utilities Capital Improvement Program.............................................................................................................342 xiv "Dedicated to Quality Service" Table of Contents E 215 E. MCKINNEY DENTON, TEXAS 76201• (940) 349-8306 • FAX (940) 349-8596 OFFICE OF THE CITY MANAGER September 26, 2006 TO THE HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL AND CITIZENS OF DENTON: On behalf of our staff, I am pleased to present the adopted budget for FY 2006-07. The attached document represents the City's financial plan and operations guide for the next fiscal year. This document identifies the issues confronting the community and provides a plan for serving and meeting citizen expectations. All indicators are pointing to continued growth of the Denton community. The current Denton population is 108,381 and the City is growing at steady pace. It is anticipated that Denton will continue to grow 4%-5% per year in the foreseeable future. Approximately 5,400 new residents will require municipal services during FY 2006-07. Planning for future growth, the City has annexed 6,284 acres (10.7 square miles) this past year. The City is experiencing continued success through its economic development partnerships with the Chamber of Commerce, Denton Independent School District, University of North Texas, Texas Woman's University and North Central Texas College. • Implementation of the Downtown Master Plan has generated $1.3 million in private sector investment since last year and five major catalyst projects, including transit oriented development, have been identified to further spur development in the downtown area. • The city continues to grow as a medical destination. In 2005, more than $158 million and over 550,000 square feet of new or expanded medical facilities were built in Denton. • The Denton County Transportation Authority (DCTA) has selected a preferred alignment for commuter rail service to Denton from Carrollton and has started the required environmental study necessary to begin the engineering design of the railway. • Unemployment remains low and at 3.74% for 2005, is below the State rate of 5.38%. • Building permit activity remains strong with 1,095 residential and commercial building permits issued since the beginning of FY 2005-06 compared to 1,045 permits for the same time period in FY 2004-05. Table of Contents Manager's Message September 26, 2006 With economic growth comes an increase in demand for City services. Maintaining service levels while providing resources to meet growth demands requires deliberate planning and resource allocation. The City staff continues to strive toward more efficient and effective service delivery and works diligently to reduce costs. Through the elimination of 51.2 full-time equivalent (FTE) positions in FY 2005-06, the City is in a better position to meet basic resource demands in FY 2006-07 and beyond. The development of the 2006-07 adopted budget marks the beginning of a financial planning process to promote transparency and accountability. The scope and function of the City Council Audit/Finance Committee was expanded this year to provide policy guidance and direction on the City's Five -Year Financial Forecast and 2006-07 budget. The Audit/Finance Committee has met ten times and the City Council has conducted three work sessions on the Long -Range Financial Forecast since March. Attachment A of the Manager's Message includes the Five -Year Financial Forecast along with major assumptions that were used to develop the 2006-07 adopted budget. In addition to evaluating every fund in the City's budget, some of the specific topics discussed include the major service and policy items listed below: • Public Safety (Police and Fire Operations) • Streets and Transportation • Code Enforcement • Library Services • Parks, Recreation and Leisure Services • Utility Services • Property Values and Tax Rate • Sales Tax • Capital Projects and Debt Service The 2006-07 adopted budget includes total resources of $387,416,528 and expenditures of $386,224,908 and represents many months of intense effort by City Council, the Audit/Finance Committee, the Public Utility Board, and City staff. This report discusses, by fund, the major issues/initiatives addressed in the 2006-07 adopted budget. A summary of the significant components of the budget are listed below. Public Safety • Enhanced Police Department services with the addition of five police officers and three civilian support positions. • Replacement of 26 police vehicles, and two fire vehicles: an ambulance and a fire command vehicle. ON Table of Contents Manager's Message September 26, 2006 • Fire Station #7 will open December 2006. Community Services • Enhancement of Code Enforcement operations with the addition of two code enforcement officers and funding for a property assessment survey. • Funding to operate the South Branch Library expansion. • Enhancement in the number of available library collections to two books per capita. Transportation • Funding to enhance street maintenance and traffic and pedestrian safety. Utilities • Electric - No base rate increases are projected for Denton Municipal Electric (DME) customers. The Energy Cost Adjustment (ECA) rate is budgeted at $0.0451, but is subject to fluctuations in gas prices. • Water - Increased attention to water conservation has precipitated a 2% increase in retail water rates that is designed to impact those residential customers with high volume usage, predominantly from irrigation, by adjusting the block rate structure. Commercial irrigation customers are also impacted by introduction of a summer rate to the rate schedule. • Wastewater - No base rate increases are projected. Residential wastewater volumes calculated during the winter averaging months will be capped at 18,000 gallons. • Solid Waste - The adopted budget includes a projected increase in the level of refuse diverted from the landfill through increase in recycling and the new home chemical collection program implemented this year. Residential base rates will receive minor adjustments and Commercial rates are projected to increase 4%. General Items • For non -civil service employees, a 2% cost of living increase effective October 7, 2006, and merit based pay for performance increases ranging from 0% to 5% (AVG 2.08%). • Funding for market based pay increases of 5% for Police and 8% for Fire civil service positions in accordance with adopted meet and confer agreements. • A compensation and classification study to evaluate employee pay plans. • In addition to replacement of public safety vehicles, replacement of vehicles for other departments. 3 Table of Contents Manager's Message September 26, 2006 • A $0.01837/$100 valuation property tax rate increase to fund service enhancements for Police, Code Enforcement, Streets, and Library. AIWOR ISSUES — GENERAL FUND GENERAL FUND RESERVELEVR The Denton City Council has followed a policy of maintaining a General Fund reserve balance for emergencies, and significant progress has occurred to reach the goal of 15% reserves as a percent of General Fund expenditures. The reserve balance has increased from 10% in 1998 to the budgeted amount of 14% for FY 2005-06. Below is a listing of the ending unreserved balances for the past three years, a projected balance for the fiscal year ending September 30, 2006, and the adopted balance for the fiscal year ending September 30, 2007. As of 9/30/03 As of 9/30/04 As of 9/30/05 Estimated 9/30/06 Adopted 9/30/07 Ending Unreserved Balance $8,444,942 $9,504,988 $9,718,368 $10,751,024 $11,150,708 of Total Expenditures 13.64 14.68 13.98 15.27 14.50 Policy Goal % 13.00 13.00 13.50 14.00 14.50 The City has maintained vehicle replacement reserves in the Motor Pool Fund for the future acquisition of fleet vehicles. The 2007 reserves level includes the utilization of vehicle replacement reserves. This is made possible by the change in policy in how vehicles will be purchased in the future. City departments have been trending toward the use of third party financing or short-term debt as a way to meet their vehicle requirements, eliminating the need to maintain replacement reserves. The 2007 reserve level also includes the incorporation of reserves from the Emily Fowler Fund as this fund is being combined with the General Fund to accomplish the acquisition of additional Library materials. In years where revenues have exceeded estimates and/or expenditures have been under budget, the actual ending fund balances have been over the policy levels. For those years where the actual ending fund balance has exceeded the policy level, the following year's budget has included the amount as a one-time funding resource or has been used to reach the fund balance policy level. 4 Table of Contents Manager's Message September 26, 2006 GENERAL FUND REVENUES General Fund Property tax and Sales tax revenues are discussed below. Property Tax The largest revenue source in the General Fund is the ad valorem tax. Denton's ad valorem tax rate is comprised of two components. The first is the operations and maintenance component that is used to calculate revenue for the City's General Fund operations. The second component is the debt portion that is used to calculate revenue to pay the City's general debt service obligations. The Denton Central Appraisal District indicates that the City's taxable value has increased 13.61 % over the 2005 taxable value and 12% over the final 2005 value (including supplements). This increase consists of $255,219,881 of new value added for 2006 and a $396,632,217 increase in value for property existing on the tax rolls in 2005. The growth in the appraised value enables the City to meet the financial obligations to fund basic City services and accommodate limited growth. To fund community enhancements above the current level of City services, the adopted budget incorporates a $0.01837/$100 valuation total increase in the ad valorem tax rate. This increase will be used to fund the following service enhancements. • As the city grows, the Police Department workload increases and the demand for additional officers and support personnel continues to rise. To further improve response times and police presence to accommodate increasing calls for service, $0.0078/$100 valuation of the total adopted tax rate increase will be dedicated to hire five new police officers and three support positions: one for the jail, one for the dispatch center, and one for the front desk of the Police Department. • Neighborhood vitality and community appearance were two key issues discussed at length in 2006. Consequently, the Code Enforcement Department is facing a growing demand for service and is currently challenged to maintain a proactive approach due to the large number of code violation complaints. Included in the adopted budget is the addition of two new code enforcement officers, which will be funded via a $0.00215/$100 valuation tax rate increase. • The tax rate is adopted to increase $0.00526/$100 valuation to fund additional street maintenance and repair materials. • Upon completion of the South Branch Library expansion project, the City's Library system will be capable of handling a larger volume of materials. The adopted budget includes a tax rate increase of $0.00316/$100 valuation to stock additional materials in the newly expanded South Branch Library and to increase the ratio of books per capita from 1.67 to 2 books per capita. 19 Table of Contents Manager's Message September 26, 2006 These enhancements will be discussed in more detail below. The adopted 2006-07 ad valorem tax rate is $0.62652/$100 valuation. At the current average home value of $130,395 the $0.01837/$100 valuation tax rate increase would equal $23.95 annually, or about $2 per month. Sales Tax The second largest revenue source in the General Fund is sales tax receipts. Though current collections indicate a possible increase in sales tax receipts, the 2005-06 budget assumes a conservative estimate of $19,398,878, which is a 2.1 % increase over last year, and assumes that collections will match the budgeted amount. Receipts in excess of the budgeted amount will be used to create a reserve for use if faced with future deficits in sales tax receipts. The 2006-07 adopted budget assumes a 2.5% increase in sales tax receipts that is based on the current year estimate plus the anticipated reserve level of $500,000. COWEIVA7101V Maintaining a competitive compensation program is a key component to attract and retain qualified employees. Additionally, recognizing employees for their job performance through merit increases is essential to help encourage employee motivation. Due to the recognition this year of the police and fire employee associations to enter into a meet and confer process with the City, the civil service pay plans for the Police and Fire Departments will vary from the non -civil service pay proposals. Non -Civil Service Employees • The 2006-07 adopted budget includes a 2% Cost of Living Adjustment (COLA) for all regular (non -civil service) employees. This 2% will be applied to the pay plan ranges beginning October 7, 2006. • In an effort to recognize employees for top performance, all employees are eligible for a 0%-5% performance increase as part of the normal performance review cycle. The average merit increase is estimated to be approximately 2.08%. • All increases will be applied to base pay. Civil Service Employees Through meet and confer negotiations, City Management and police officer and firefighter employee associations agreed in concept to three-year meet and confer contracts that include provisions for compensation. Though the contracts were not finalized at the time the budget was produced, the funding to implement the first year of the adopted contracts is incorporated in the adopted budget. The pay philosophy included in the contracts is the same for both police and fire and seeks to achieve, over a three-year period, a pay structure that is equal to market survey averages in each rank of metroplex police and fire agencies plus 5%. Using the market survey 9 Table of Contents Manager's Message September 26, 2006 data, the contracts address pay deficiencies in long -tenured employees by providing additional steps for each rank in years two and three of the contracts. Other adjustments to assignment and certification components of the pay plan are also recommended. Utilizing the pay philosophy above, the recommended increases for police officers and firefighters differ because market data varies for police and fire agencies. The specific components of the compensation packages are listed below. Police Department Compensation - The meet and confer contract provides the following pay adjustments in 2006-07 based on the 2006 market survey data. • All civil service police positions will receive a 5% increase in 2006-07. This will be implemented with a 2.5% increase effective October 7, 2006 and a 2.5% increase April 7, 2007. • Assignment pay will be provided for Field Training Officers and Tactical Team members at $100 per month effective October 7, 2006, in lieu of compensation time. • Established scheduled step increases will occur although this is not a specific provision of the adopted meet and confer contract. Fire Department Compensation - The meet and confer contract provides the following pay adjustments in 2006-07 based on 2006 market survey data. • All civil service fire positions will receive an 8% increase in 2006-07. This will be implemented with a 4% increase effective October 7, 2006 and a 4% increase April 7, 2007. • Certification Pay - Though not included in the adopted meet and confer agreement, the adopted budget provides an amendment to the current level of certification pay. Many certifications are required as a component of the firefighter and paramedic functions and Section 143 of the Civil Service Code provides for the compensation for such certifications. The current structure for the Fire Department is inconsistent with other civil service positions and the adopted changes will make the application of certification pay consistent among all civil service positions. • Established scheduled step increases will occur although this is not a specific provision of the adopted meet and confer contract. • In effort to reach parity with the percent of money the City contributes toward employees under the TMRS retirement system, the 2006-07 adopted budget includes funding to increase the City's contributions to the Fire Pension Fund one percent from 10% to 11% effective October 7, 2006. Compensation and Classification Study The City of Denton's compensation system was last studied comprehensively in 1990. Based on this study, some changes were made and implemented in 1992. However, since that time the City has 7 Table of Contents Manager's Message September 26, 2006 been unable to fully fund the recommended changes to allow the City to keep pace with the market. Beginning in 1998, the City started taking steps to close the market gap through funded increases, as well as limited pay plan alterations. While this helped the City to have more competitive salaries for a time, it created inequity within pay grades and job classifications. These issues remain a challenge today. The City's Human Resources Department periodically conducts surveys to compare salaries with other metroplex cities; however, the City needs a new, updated comprehensive review of its compensation philosophy, job classifications, and pay plan structure. As a result, the adopted budget includes a second year contribution of $100,000 for a total of $200,000 to begin a comprehensive compensation and classification study. HEALTHINSURANCE Increasing health insurance costs continues to be an area of concern, as the cost for the City is estimated to increase by approximately 16% in 2007. In 2006, faced with similar increases, the City was only able to provide a 3% increase in City premium contributions while having to implement significant plan design changes and employee premium increases. While the trend of increasing health insurance costs may require future plan changes, the adopted budget includes funding to absorb the anticipated increase in health insurance cost. Future changes may involve working with the Employee Insurance Committee (EIC), which is comprised of employee representatives from the various City departments, to assist in evaluating the City's health and benefits programs, including an evaluation of a self-insurance program. In addition, City staff is continuing aggressive wellness programs to educate employees in specific health issues and promote healthy lifestyles. PUBLICSAAf7Y Police Department Enhancements - The adopted budget includes funding to meet Police Department baseline needs that are summarized below. • Replacement of 26 police vehicles that meet replacement criteria. • Replacement of bulletproof vests. (Bulletproof vests have a useful life of five years). • Funding to meet operational increases in the cost for training (ammunition), vaccinations and inoculations, and pawnshop monitoring. • Funding to enhance the current level of police staffing is the most significant item included in the Police Department budget. As the city grows, the Police Department workload increases. While the Police Department has been able to maintain a low crime rate, the total number of calls for service in 2005 was 119,578, which is an increase of 17.82% from 2000. Furthermore, the current ratio of officers to 1,000 population is 1.37, which is below the average of 1.47 for Table of Contents Manager's Message September 26, 2006 similar -sized cities in the metroplex. Experiencing an increase in the number of calls for service without additional personnel will have an impact on the level of service (such as response times) the Police Department can maintain. To address this concern, the adopted budget includes funding to hire five additional patrol officers. Also included is funding for three civilian support positions: one in the jail, one in the dispatch center, and one for the front desk. These positions will be funded from an increase in the ad valorem tax rate of $0.0078/$100 valuation, which equates to a $0.85 per month increase in taxes based on the average home value. Red Light Camera Traffic Enforcement Red light camera traffic enforcement equipment was installed at four intersections in the City this past April. The cameras are a safety tool to reduce traffic accidents caused by vehicles running red lights. With just two months of actual activity data, it is still too early to determine how effective they will be in reducing accidents. Preliminary information from the cameras indicates that the rate of vehicles running red lights is high, which has confirmed the need for such a tool. Revenue from the red light camera enforcement program will be used for public safety (50%) and traffic enhancements (50%) and only appropriated once revenue is received. Fire Department Enhancements - The adopted budget includes funding to meet a number of Fire Department needs that are summarized below. • Operating expenses to open Station #7 in December 2006. • Replacement of an ambulance and a command vehicle that meet replacement criteria. • Funding for a physical fitness and health assessment program. National statistics show that the leading cause of fatal injuries among firefighters is heart attacks caused by stress and overexertion. The adopted budget includes $72,000 as a local grant match to receive a $287,000 Department of Homeland Security Grant to implement a physical fitness and health assessment program. This program will provide comprehensive physicals and health screening, immunizations, education, and equipment. • Funding to accommodate various facility improvements at fire stations. • Funding for emergency management operations and outdoor siren maintenance. • Upgraded life support equipment in two ambulances. COMMU/VI7YSERVICES Code Enforcement Enhancements Neighborhood vitality remains a primary goal for the City, and the Code Enforcement Department works with residents to educate them regarding City codes that affect public health and welfare and promote high community standards. As the community grows, it is important to maintain Table of Contents Manager's Message September 26, 2006 neighborhood stability and provide a high quality of life for our citizens. To further enhance neighborhood vitality, the adopted budget includes funding to hire two additional code enforcement officers. These positions will be funded from an increase in the ad valorem tax rate of $0.00215/$100 valuation, which equates to a $0.23 per month increase based on the average home value. Also included is funding to conduct a city-wide property assessment survey. This survey will help establish a baseline for current property conditions city-wide, and will assist in focusing code enforcement efforts to maintain neighborhood integrity and provide a higher quality of life for citizens. Library Enhancements Demand for library services remains high; Patrons have checked out almost one million items last year system wide. To accommodate high usage, expansion of the South Branch Library, as approved by voters in the 2005 bond election, will be completed in 2007. Accompanying this expansion is the need for additional library materials to complete the project. The adopted budget includes funding to purchase materials for the South Branch Library. The library system supports a level of available materials equal to 1.67 books per capita. With less than two books per capita, the library system has not been able to keep up with the demand from library users. Funding for library materials has remained fairly constant over the past few years and combined with the community growth, the collection turnover rate is 2.35 times the national average. The high turnover rate leads to fewer items available and materials that wear out more quickly. Unless this trend is reversed, the Library, in a very short time, will have even fewer books per capita than it does today. The adopted budget includes funding to purchase library materials to bring the level equal to two books per capita in 2006-07. Partial funding to fully stock the South Branch Library and to reach the two books per capita goal will come from an increase of $0.00316/$100 valuation in the ad valorem tax rate. This equates to a $0.34 per month increase in taxes on the average home value. Since 1969, some of the operating expenses and revenue for the library system have been recorded in a separate fund (Emily Fowler Library Fund). The adopted budget consolidates all Library revenue and expenses into the General Fund to provide a complete summary of Library operations and cost for service. Parks and Recreation Enhancements In order to improve the level of service at recreation centers, the adopted budget includes funding to implement facility identification card systems. Knowledge of who is in the recreation facility will increase safety and security and allow facility staff to know contact information for a patron in the event of an injury or for patron disciplinary issues. Furthermore, data gained through ON Table of Contents Manager's Message September 26, 2006 patron participation will increase the accuracy of information necessary to develop and market programs and determine appropriate staffing allocation. For an annual fee of $5 for residents and $10 for non-residents, patrons will be issued a picture ID card to allow access for drop -in programs and activities at recreation facilities. Faced with increasing operating expenses, the adopted budget includes the purchase of energy savings equipment for recreation centers. This equipment will reduce energy consumption through power corrective measures on air conditioning units. A similar system has been tested at North Lakes Recreation Center since June 2005 producing energy savings of over 23%. The savings are expected to cover the cost of the equipment. Also included is the replacement of the existing irrigation and light control systems in eight park locations and the installation of control systems in 25 other sites that do not have centralized controllers. The new irrigation and lighting control features will improve efficiency and help control the level and timing of watering, as well as unauthorized use of athletic field lights. With the reduction of Community Development Block Grant funds, funding for the Kings Kids Day Kamp and Owsley Summer Program camps was lost. The adopted budget includes funding to continue these camps and support summer activities for 60 children from low-income families in the community. The adopted budget also includes the consolidation of the Civic Center Pool operations into the General Fund making this program consistent to the method of funding of other recreation centers in the city. Annexation Plan The adopted budget includes $105,700 to update the current annexation plan, an allocation necessary to adequately plan for the growth of the community. DOWN70WN The downtown square area of the city is the crown jewel of the community. The area remains vibrant and continues to experience growth and development through implementation of the Downtown Master Plan. At any given time one will find tourists, families, and business people enjoying all that the area has to offer. The increased activity has made it necessary to program resources to provide litter control. The adopted budget includes $26,600 for litter removal on the downtown square and surrounding area. This funding will also allow for graffiti removal on public property around the downtown square. Table of Contents Manager's Message September 26, 2006 TRANSPORTATION Street Maintenance Street maintenance continues to be a priority for the citizens of Denton. The Street Department uses an Automated Roadway Condition Assessment process to identify the level of maintenance required for each roadway segment. The Pavement Management System inventories the condition of each roadway section and evaluates the maintenance and repair costs across the roadway system. Based on the current Pavement Management System evaluation, funding necessary to maintain and repair existing streets at an average Overall Condition Index (OCI) of 70 is in excess of $15 million annually. The 2006-07 adopted budget includes an additional $904,089 for street maintenance materials (asphalt, concrete, and slurry seal). The additional funding includes $617,880 of base level funding and an additional $286,209 provided by the adopted tax rate increase of $0.00526/$100 valuation. The increase equates to a $0.57 per month increase in taxes based on the average home value. The adopted budget also includes an additional $175,000 for curb and gutter, sidewalk and ADA ramp replacements. Traffic and Pedestrian Safety Many streets with high traffic volumes have no center -line or edge -line markings, or the existing markings have faded. Proper markings are necessary to create defined traffic lanes and increase visibility, providing safer driving conditions. Further, many street and traffic regulatory signs have aged to the point they have lost reflective properties making them less effective. The federal government has mandated that signs must now be designed to break away easily, and has created new standards for size and reflectivity. The adopted budget includes funding of $150,000 to repaint the markings on high traffic volume streets and to begin replacing old street signs to meet new federal guidelines by 2011. The Traffic Department maintains a limited inventory of traffic signals. Due to the current high cost of replacing a signal, the Department has limited resources to replace signals or to provide a new signal at an intersection when warranted by traffic volumes. Often, when a signal is damaged, the replacement of that signal takes priority resulting in even fewer resources to address other replacement needs. The 2006-07 adopted budget includes $90,000 to enhance the current signal maintenance program enabling the Department to become more proactive in the maintenance of traffic signals. 12 Table of Contents Manager's Message September 26, 2006 Airport The design of a new terminal building at Denton Municipal Airport is complete and construction is scheduled to begin in August 2006. Funding of the terminal building is made possible via a 50:50 matching grant of $400,000 from the Texas Department of Transportation (TxDOT) and $150,000 from a 90:10 Federal Aviation Administration grant. Other major construction projects are being funded from federal grants of 90% with a 10% local match. This includes the realignment of the primary taxiway and a 1,000-foot runway extension. The taxiway realignment construction phase began July 2006, and the construction of the runway extension is planned for the summer of 2008. Combined with the new air traffic control tower, these projects will further increase safety and capacity at the Airport. The 2006-07 adopted budget also includes funding of $41,000 to increase the Airport's ability to leverage additional grant money, to provide maintenance for the air traffic control tower radios, to provide additional security fencing, and to construct a small maintenance shed. GAS WELLS The city currently has five producing gas wells located on City -owned property. Since gas well revenue is considered a short-term resource that will diminish over time, the City Council has established a policy that royalty, tax, or lease revenue from gas wells not be used to fund on -going operational expenses. Rather, revenue from gas wells is deposited into one of two accounts. The Airport Gas Well Fund is used to account for revenue from gas wells on Airport property. Currently, there are four producing gas wells located on Airport property. The Federal Aviation Administration (FAA) has indicated that since the FAA has provided grant funding to construct infrastructure at the Airport, any revenue generated on Airport property must be used to support the Airport. The second fund is the Non -Airport Gas Well Fund, which is used to account for revenue from gas wells located on other City -owned property. Currently there is one producing gas well located on non -airport property. Although there are no legal restrictions on non -airport gas wells, the City Council has established a policy to reserve these monies to meet future one-time needs. 13 Table of Contents Manager's Message September 26, 2006 VEHICLE REPLACEAfENTSAND PURCHASES The City maintains a vehicle replacement program that provides for the replacement of vehicles as necessary based on high mileage, age of vehicle, and high life -to -date maintenance costs. The 2006-07 General Fund Budget includes the replacement of 53 vehicles and the addition of five new vehicles associated to service enhancements. Department Replacement Fleet Additions Police 26 2 Fire 2 1 Streets and Traffic 4 0 Code Enforcement 3 2 Animal Control 2 0 Building Inspections 2 0 Planning 1 0 Parks and Recreation 13 0 Total 53 5 OTHERAGENCY CONNIBUTIONS The Human Services Committee received requests for funding totaling $419,987 in 2006-07. The Committee recommended total funding of $234,800, which is a 4.9% decrease over the 2005-06 funding level due to a reduction in CDBG funding. Of the total recommended funding level, $133,566 will be funded by Community Development Block Grant contributions. The General Fund contribution increased slightly to $101,234, which is an increase of $1,234 over the prior year. The Human Services Agency 2006-07 Budget is provided in Attachment B. Agency contributions from the General Fund represent funding at approximately $1 per capita. Considering that the General Fund provides funding for the Human Services Agency Coordinator and supporting costs of $66,605, the total per capita expenditure on human services by the General Fund equals $1.55 per capita. AfWOR ISSUES - CAPITAL 1WROVZAf&V7PR0GRAAf The 2006-1 1 Capital Improvement Program (CIP) represents the City's five-year plan for infrastructure and equipment funding. The CIP is reviewed each year to reflect changing priorities and to provided a framework for identifying capital requirements, the impact of capital projects on operating budgets, scheduling, and coordinating related projects. The General Fund CIP includes non -utility projects such as streets, parks, airport, and general government facilities that are typically funded through general obligation or certificate of obligation bonds. Approximately every five years, the City will appoint a citizen bond committee to make 14 Table of Contents Manager's Message September 26, 2006 recommendations to the Denton residents on capital improvement needs. The 2005 five-year bond program, approved by voters, will be completed in the 2008-09 fiscal year. Upon completion of the 2005 bond program, it is anticipated that a citizen committee will be appointed to make the next five- year funding recommendation. Information included in the 2009-10 and 2010-11 of the CIP are estimates at this time. Specific project detail for these years will be provided by the citizen bond committee once appointed. The Utility CIP includes projects that benefit the City's enterprise funds such as Electric, Water, and Wastewater that are primarily funded from revenue bonds. The Public Utilities Board is responsible for developing a recommendation of the Utility CIP to be presented to the City Council for approval. MA✓OR ISSUES - TOUR/STAND CONMENT/ONFUND The Tourist and Convention Fund records the receipt and distribution of the City's Hotel Occupancy Tax, which is levied at 7% of room rental rates. The City Council Hotel Occupancy Tax Committee is responsible for determining a recommendation on the allocation of funds annually. MA✓OR ISSUES - TECHNOLOGYSERI/ICESFUND The 2006-07 adopted budget includes funding for software licensing and hardware maintenance costs associated with Public Safety, Tax, Municipal Court, Building Inspection, Payroll, Financial, Geographic Information System (GIS), E-Government, Traffic Control, Utility Work Order, Library and Recreation systems. The Reprographics Division is also budgeted in the Technology Service Fund. However, beginning in 2006-07, two functions previously included in Reprographics, the main switchboard and web design, have been transferred to the General Fund. MA✓OR ISSUES-MATERIALSMANAGEMENTFUND The budget for the Materials Management Fund is comprised of two functional areas, purchasing and warehouse operations. Materials Management is an internal service fund responsible for procuring goods and services for City departments, which is regulated by local, state, and federal law. The fund also is responsible for the warehousing of materials and supplies necessary for City departments to serve the community. MA✓OR ISSUES - FLEETMANAGEMENTFUND The Fleet Management budget reflects the costs for providing vehicle maintenance and equipment related support services to City departments. This internal service fund is comprised of four functional areas including vehicle maintenance, fuel purchasing, vehicle parts contract, and motor pool administration. 15 Table of Contents Manager's Message September 26, 2006 The Motor Pool fund will no longer serve as a budgeted internal service fund beginning in 2006-07. The operations of that fund are now recorded in the Fleet Management Fund. This change is being made to reflect a shift in the policy by which vehicles will be purchased in the future. City departments have been trending toward the use of third party financing or short-term debt as a way to meet their vehicle requirements, eliminating the need to maintain replacement reserves in a separate fund. MA✓OR ISSUES - RECREA7/ONFUND The Recreation Fund includes fee -based recreation programs and activities that are self-supporting. Fees that are charged recover the costs associated with the programs they support. MA✓OR ISSUES-AQUA71C CENTER FUND The Aquatic Center Fund includes all revenues and expenditures related to the operation and maintenance of the Water Works Park and Natatorium, which were constructed as a joint City of Denton and Denton Independent School District (DISD) project in 2003. Water Works Park is an extremely popular amenity for the community that continues to be profitable. However, expenses at the Natatorium continue to exceed revenue. Combined, the Aquatic Center Fund is operating at a net loss annually. As provided for in the Interlocal Agreement, DISD reimburses the City for one-half of any loss realized in this fund. Faced with expenses projected to exceed revenue, the General Fund began supporting the Aquatic Center Fund in 2005-06 to offset projected annual losses, as well as reduce the accumulated deficit over time. The support from the General Fund equals 49% of total Aquatic Center Fund expenses. In comparison, General Fund support of other recreation facilities averages 90% of total expenditures. It is projected that the current level of support combined with DISD's contribution will allow the Aquatic Center Fund to meet annual on -going expenses by 2007-08 and eliminate the deficit balance over several years. MA✓OR ISSUES - POLICE CONFISCAT/ONFUND The Police Confiscation Fund was established to record the receipt of confiscated contraband and the expenditures funded by that revenue as approved by the courts. AfA✓OR ISSUES - FAMLYFOWLER LIBRARYFUND In the past, the Emily Fowler Fund was used to account for revenue generated from library fines and was used to support limited library services. The recording of library fine revenue in a fund separate from where the majority of expenses were budgeted made the determination of the true cost of service less transparent. In 2006-07 the Emily Fowler Fund will no longer be budgeted as a separate on Table of Contents Manager's Message September 26, 2006 fund. Rather revenue and expenses from this fund are now included in the General Fund Library Budget. The revenue from fines will be used to support library operations. AfA✓OR ISSUES - RISKRETENT/ONFUND The Risk Retention Fund is an internal service fund budgeted for the first time beginning 2006-07. This fund is established to record the activities associated with providing insurance coverage and self funded activities for City operations including vehicle, property, general liability, worker's compensation as well as other services such as wellness and employee assistance programs. As these activities were not included in a budgeted fund approved by City Council in the past, the City Council Audit/Finance Committee has requested that the Risk Retention Fund be established as a budgeted fund and has established policy guidelines for the administration of these activities. AfA✓OR ISSUES - SOLID WASTEFUND The 2006-07 Solid Waste Department budget forecasts the collection of 136,957 tons of solid waste, versus the 130,120 tons estimated for FY 2005-06. Of the 136,957 tons forecasted to be collected (36,698 from residential, 84,138 from commercial, 16,121 from other sources), 19,221 tons (14%) will be diverted from the Landfill through recycling. The FY 2005-06 estimate includes 18,109 tons of recycling diverted from the Landfill. The 2006-07 budget includes revenues of $15,880,903, which allocates $300,000 in reserve appropriations. Expenses are budgeted at $15,733,466. The operations budget includes annual payments for seven residential automated refuse cart collection trucks. The Landfill budget includes the construction of the next waste cell, Phase 3A and 3B. In Recycling, the budget includes the annual bond payment and operational funding for the Home Chemical Collection (HCC) Center. Due to increased fuel and container prices, and other operational cost increases, commercial rates will increase by 4%. Rates The 2006-07 Solid Waste budget includes various rate adjustments: Residential Cart Service (Large) Residential Cart Service (Medium) Residential Cart Service (Small) Residential Recycling Services Multifamily Recycling Services Commercial Refuse Services Current Adopted $17.25 $17.75 $16.50 $16.60 $15.75 $15.00 $ 3.50 $ 3.50 $ 1.75/unit $ 1.75/unit 4% rate revenue increase No rate increases are projected for Landfill rates. 17 Table of Contents Manager's Message September 26, 2006 Position Changes The 2006-07 Solid Waste Department budget includes an overall net increase of .5 full time equivalent positions (FTE's) from 86.5 to 87.0. Residential FTE's decrease 5.50, due to citywide refuse cart collection services. The Landfill has an increase of 1.50 FTE's to support anticipated bioreactor and landfill gas monitoring. The Recycling Division increased staff by 4.5 FTE's to support the Home Chemical Collection program, and commercial recycling growth. Debt Requirements The budget includes a projected bond sale of $2.8 million including funding for Landfill development and equipment, and recycling equipment purchases. MA✓OR ISSUES - 117IL/7/ES The 2006-07 Utilities operating budget (Electric, Water, and Wastewater), as approved and recommended by the Public Utilities Board (PUB), includes revenues of $253,748,286 and expenses of $253,025,422. The budget includes the appropriation of $56,143,200 in Electric, Water, and Wastewater fund reserves for contingency, rate stabilization, and other uses. Electric, Water, and Wastewater service revenues are based primarily on commodity sales or usage forecasts. No base rate changes are adopted for Electric and Wastewater customers. Base rate increases are adopted for Water retail customers. ELEORICSUMMARY The format for the Denton Municipal Electric (DME) budget is commensurate to that which is publicly available from other municipal and investor -owned utilities operating in Texas. The total budget includes gross revenues of $184,226,431 and expenses of $184,226,431, of which $46,748,200 is appropriated reserves. 09 Table of Contents Manager's Message September 26, 2006 Rates The 2006-07 Electric budget includes no base rate increases. A new green rate for commercial and industrial customers is adopted along with three small changes to miscellaneous fee structures. Final approval for any new rate and fee adjustments will be presented to the PUB and City Council with the rate ordinances. The Energy Cost Adjustment (ECA) rate is budgeted at $0.0451 for the entire year, but is subject to change based on gas prices. Below is a table outlining historic ECA rates for the previous three years: Months ECA FY 04 October - December $0.038 FY 04 January - March $0.032 FY 04 April - June $0.036 FY 04 July - September $0.051 FY 05 October - December $0.051 FY 05 January - March $0.044 FY 05 April - June $0.046 FY 05 July - September $0.045 FY O6 October - December $0.080 FY O6 January - March $0.080 FY O6 April - June $0.065 FY O6 July - September $0.050 Position Changes The PUB has approved a Senior Engineer position to be added as one of two FTE's in the 2006-07 DME budget. This position is the permanent addition of a long-term contract engineer, which does not create a significant increase in expenses. The second position is a transfer of the Electric Utility Accountant from the General Fund Accounting Division to the DME staff. DME will now include the salary for this position in its direct expenses rather than in transfers to the General Fund. Return on Investment (ROI) and Franchise Fee The 2006-07 DME budget includes a 3.5% ROI payment and a 4.0% Franchise Fee payment to the General Fund (The ECA is capped at 4.0 cents per kwh for both payments). The ECA cap on both payments will reduce to 3.5 cents in FY 2008, 3.25 cents in FY 2009, 3.0 cents in FY 2010, and remains at 3.0 cents beyond FY 2010. These payments were previously calculated with a 2.0 cent ECA cap on ROI and no ECA cap on the Franchise Fee. This is a policy change recommended by the Audit/Finance Committee and is designed to reduce DME's Franchise Fee payment, moving the unit rate closer to the franchise fee unit cost rate paid by competitive providers. The total FY 2006-07 ROI/Franchise fee transfer is $9,017,957. This represents a $291,193 decrease below the estimated FY 2005-06 payments. g Table of Contents Manager's Message September 26, 2006 Debt Requirement The budget includes a projected bond sale for the 2006-07 fiscal year of $8 million to fund transmission and distribution projects. WATER SUMMARY In 2006-07, the Water Department projects sales of 6.398 billion gallons of treated water to retail customers, and 91 million gallons of treated water to wholesale customers for total treated water sales of 6.489 billion gallons. This is an increase from 6.497 billion gallons estimated to be treated in 2005-06. The 2006-07 budget includes gross revenues of $45,031,453 and expenses of $44,749,699, including the appropriation of $8,620,000 in reserves for operations and maintenance, development plan lines, capital construction, rate stabilization, Hwy 380 utility relocations, Lake Lewisville Water Treatment Plant rehabilitation and water tank painting. New development in the city is projected to generate approximately $3.9 million in impact fee collections during 2006-07. These fees are used to fund the debt service related to capital expenditures identified in the FY 2003 Impact Fee Capital Improvement Plan. Rates The 2006-07 Water Department budget includes a 2% rate revenue increase for retail customers. The rate increase is not a flat 2% across the board increase. Instead, the increase is based on the 2004 rate study and targets the high volume irrigation customer class in order to address cost equity issues. The revised rate schedule includes an additional block for water usage over 50,000 gallons per month. The purpose for increasing the rates within the residential blocks, adding an additional block, and adding a residential irrigation rate is to promote water conservation, especially for irrigation purposes. The same is true for adding a summer volume rate for commercial irrigation customers. The following is a summary of the adopted rate adjustments. All rates are per 1,000 gallons. Current Adopted • Residential (Summer Blocks Only) 0-15,000 $2.60 $2.60 15,000 - 30,000 $3.50 $3.60 30,000 - 50,000 $4.35 $4.60 50,000 + $4.35 $5.00 • Residential No Wastewater (irrigation rate) 0-15,000 $2.60 $3.60 15,000 - 30,000 $3.50 $4.60 30,000 + $4.35 $5.00 • Commercial No Wastewater (irrigation rate) Winter Volumes $2.87 $2.87 Summer Volumes $2.87 $3.45 ►.9 Table of Contents Manager's Message September 26, 2006 Position Changes The 2006-07 Water Department budget includes a net increase of 2.75 FTE's, increasing from 161.5 to 164.25. Two positions are added in Water Production to achieve two -operator coverage for improved safety and security at the water treatment plants and .75 FTE will be added in Water Administration. Debt Requirements The budget includes a projected bond sale of $21 million to finance distribution/transmission projects, as well as, highway relocation projects. This will be the first Water Department debt issuance since 2003. WASTEWATER SUMMARY The 2006-07 Wastewater Department budget projects collection and treatment of 5.650 billion gallons of wastewater versus 5.423 billon gallons estimated for 2005-06. Billed wastewater volumes are projected at 3.916 billion gallons in 2006-07, versus 3.898 billion gallons estimated in 2005-06. The total budget includes gross revenues of $24,426,619 and expenses of $24,049,290, including the appropriation of $775,000 in reserves for operations and maintenance, development plan lines, and capital construction reserves. Wastewater impact fees of $1.757 million are expected to be collected in 2006-07, which will also be used to fund debt service for capital expenditures identified in the Impact Fee Capital Improvement Plan. Rates The Wastewater Department budget includes no rate increases for retail or wholesale customers in 2006-07. For the purpose of wastewater rate calculation, residential winter (December, January, & February) water volumes will be capped at a maximum 18,000 gallons per month to offset irrigation volumes that are not returned to the system. Position Changes The 2006-07 Wastewater Department budget includes a reduction of .25 FTE's from 83.12 to 82.87. The reduction is the result of shifting a .5 FTE from Wastewater Administration to Water Administration and adding .25 FTE's to Beneficial Reuse. Debt Requirements The budget includes no bond sale for FY 2006-07. ON Table of Contents Manager's Message September 26, 2006 I would like to recognize the members of the Denton City Council for their hard work and dedication to the citizens of Denton. The input and review of the financial content and the oversight provided by the Audit/Finance Committee was invaluable in the preparations of the 2006-07 Budget, CIP, and Five Year Financial Plan. Thank you for your assistance and support during this process. Attachments Howard Martin Interim City Manager 22 O � N T-- N O O IZ O O N i 11 i r- CD Ch LO O O N N O coCD Nt LO Ch O O � O C'7 C'7 Nt N c LO m co m C'7 I- O Ch O N � N Nt C'7 I- O r— CA r M L O � C'7 O CO cl N LO N O O N O r— a o (D c O'� c O Ld re) I, r re) C` Zq a CO o a) C, O (7) C` O e) C LdLf (p r cli o (D c O C Ld c c,J a C,� U o O o') O O LO rn o O O O N �1 O 00 o co cr) O O co d C 00 N-- O O 00 o �W O OO Lo"zt cc „ U) LU V Z U LU V ~ Z F- �z W 0 m Q CO w W U) w� Q� LL ?_ > ~ > LL W LU U w < LU °o w w CO Z > w W LL w a D o w X w 12 W a cn � p m �- O Z a z ly J F- O a CO W z� -) o J cnN� > a- F- Q W w LL Q LL Nt CD O F- O N O N r- N co co O �I N O I� O O LO co co I- w 00 h CD T" N CD N LO CD T" M CD M 00 O O O O O t- 0 w o W Z o _ w F- w L) Z 2 z w LU U U w 0.0 m y w F- N y ,° w U) ( m Y a) C w _Ile O O m Q w w z H X a O a U u) -i t- k e 0 k / k m § CD m $ \ � \ k % w \ 2 e o < � 7 $ a o y r j a \ � § e » n @ — � o = / U) a m \ LO \ 0)2 a o y< J 3 © J $/ o co\ \ @ r z cl� o \ ƒ \ \ a m \ w < 3 E * a o y O LL C14 \ f L61) § 0)\ ^ � co \ m m a m / \ \ \ 2 f 0 0 0 < = f j \ y \ $G r, o 0) e r f z C14 / co s ƒ \ a a m > 2 � \ co w 3 04 e 3 0 = n a a o § \ \ _0 $ \LL $�§ G / � \ \ 0 ® w 3 \ % = 2 ƒ 0-/_ G� 7 a am w \j2 \ \ / # m o / = \ / _ § @ \ co_ co § U) o = m U \ @ 4 I= ° f a)a ± / co a \ b i \/ \ x J I — � ƒ \ \ / _ _ 0- k / \ / \ } \ LU 0 k / k m Ob 8 m $ \ � \ � / k x w _ \\ \ \ (O \ / \ m & _ U) \ / 7 0 C-- 0) co ./ �o = m 21 Eo2 (n / \ \ m U)& /�@ E// $@ m =,— \3ƒ �� 7 — $ \ $ ) E \ $ t \ » _ CO U) & » m =@ E /e U ) as \/ \2 » o a)= 7 /0) I \ \ � m & I� m \ § ƒ $ / $ & =LO § I y a) / \ $ \ \ $ \ § co / /\ / \\ > m 0/co / 7 § m a � 2 / $ E m $ \ co co m \ /\ § w @ \ L / 0 \� \ \ ƒ \ \ 0 C _ Table of Contents HUMAN SERVICES ADVISORY COMMITTEE Attachment B Funding Recommendation 2006-07 Budget 2005-06 Approved 2006-07 Requested 2006-07 Recommendation Agency CDGB General Fund Adult Day Care of Texas $ 10,000 $ 12,000 $ 4,300 $ - After School Action Site/TRAC - 8,500 - - AIDS Services of North Texas 6,500 30,000 8,500 - CASA 5,000 10,000 5,766 1,234 Children's Advocacy Center 6,000 10,000 - 7,000 Community Food Center 842 3,000 - 3,000 Cumberland Children's Home - 10,000 - - Denton Christian Preschool 22,000 30,286 22,000 - Denton City -County Day School 22,000 36,000 - 25,000 Denton County Friends of the Family 20,000 28,000 23,000 - Denton County MHMR SIERRA 5,000 7,020 - - Denton Family Resource Center 5,000 10,000 - 4,000 Fairhaven Retirement Home - 6,240 - - Family Health Care, Inc. 20,000 30,000 23,000 - Fred Moore Day Nursery 22,000 45,000 - 27,000 HOPE, Inc. 20,000 25,000 20,000 - HOPE, Inc. HMIS 18,000 18,000 - 18,000 Interfaith Ministries 7,000 - - - Kin 's Kids Day Kam - 26,440 5,000 - Owsley Community School - After School 10,000 13,000 - 8,000 Owsley Summer Playground - 24,701 5,000 - People's Clinic 15,000 - - - Riding Unlimited - 1,800 - - RSVP 5,000 10,000 - 8,000 Salvation Army 5,000 - - - Sickle Cell Disease Association 2,500 - - - SPAN 20,000 25,000 17,000 - TOTAL $ 246,842 $ 419,987 $ 133,566 $ 101,234 25 Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 26 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES 2006 - 2007 BUDGET CALENDAR February 24 Utility Budget Kick -Off: Operating and Capital Improvement Program (CIP) February 27 General Fund Budget Kick -Off: Operating and Capital Improvement Program. March 17 Utility budgets due (Operating and CIP) March 24 Departmental budgets due to Budget Office (Operating and CIP). March - July Audit/Finance Committee meetings on Long -Range Forecast/2006-07 Budget. April 3 Preliminary Long -Range Forecast presented to City Council. May - June Public Utility Board reviews Utility budgets and CIP. June 26 Public Utility Board approves Utility budgets and CIP. July 12 Utility budgets and CIP due to Budget Office. July 25 Certified appraisal roll due from Denton Central Appraisal District. Final Long -Range Forecast presented to City Council. July 31 Proposed budget and CIP submitted to City Council and placed on file with City Secretary. Submission of certified appraisal roll. Submission of ad valorem effective and rollback tax rates to City Council. Submission of certified ad valorem collection rate to City Council. August 2 City Council Budget workshop. August 15 Vote to consider a proposal for a tax increase prior to publishing notice of hearing. September 12 First public hearing on tax rate. Public hearing on budget. September 19 Second public hearing on tax rate. September 26 City Council adopts Annual Program of Services. City Council adopts first year of Capital Improvement Program budget. City Council approves tax rate. City Council approves the 2006 tax roll. City Council approves Hotel Occupancy Tax Recipient contracts and budgets. 27 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES BUDGET MANUAL AUDIT COMMITTEE FORECAST STUDY I I PROPOSED BUDGET ET JAN I FEB I MAR I APR I MAY I JUNE I JULY I AUG I SEPT I OCT I NOV I DEC CITY COUNCIL BUDGET STUDY I I I PUBLIC HEARING/BUDGET ADOPTION COMPILATION OF ADOPTED B END OF CURRENT FISCAL YRISTART OF NEW FISCAL YR JAN I FEB I MAR I APR I MAY I JUNE I JULY I AUG I SEPT I OCT I NOV I DEC 28 'Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES READER'S GUIDE TO THE 2006-07 ANNUAL PROGRAM OF SERVICES (OPERATING BUDGET) The Reader's Guide provides an overview of the City of Denton's budget process and budget documents. The City of Denton has prepared a budget designed to meet the highest standards of performance in municipal budgeting. This document provides a summary of all budgeted funds, including both revenue and expenditure summaries. Major budget documents, the budget process, and organization of the budget itself are described below. MAJOR BUDGET DOCUMENTS The City of Denton's budget process includes the production of five key documents. It is important to understand the timing and purpose of these documents in order to fully understand the process itself. 1. The Budget Instruction Manual - February Prior to budget development and training of departmental support staff, the Budget Instruction Manual is drafted and completed in February. This document serves as a development guide and includes sections on annual budget highlights and specific development instructions, as well as appendices with rate calculations, format examples, and supplemental forms. 2. Long Range Financial Forecast- March -July A workshop is held in April with the City Council to discuss the Long Range Financial Forecast for the city. After the initial meeting with City Council, staff works with the Audit/Finance Committee to prepare a 5-year forecast that addresses key service areas. The Audit/Finance Committee consists of the Mayor, the Deputy Mayor Pro Tem and a Councilmember with Assistant City Managers serving as ex officio members. 3. The Manager's Message - Late July The Manager's Message is submitted to City Council in late July as a part of the proposed budget. This report summarizes and identifies key issues with regard to revenues and expenditures for the coming year. 4. The Proposed Budget - Late July Pursuant to City Charter, the proposed budget must be submitted to City Council by the end of July or "at least sixty (60) days before the end of each fiscal year." This document represents a balanced version of departmental budget requests versus projected revenues. The proposed budget is a product of policy as expressed by the City Council and is prepared by the City Manager and the Department of Fiscal and Municipal Services. 5. The Adopted Budget- Late August/September The adopted budget represents a modified version of the proposed budget after public hearings and City Council review in August/September. Any changes deemed necessary by City Council to funding levels or revenue projections are reflected in the adopted budget. Revisions may also be made to reflect any updates to budget information. 29 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents READER'S GUIDE (continued) THE BUDGET PROCESS The City of Denton uses a program -oriented budgeting process. Each budgeting unit or division is given a target or "baseline" funding level based upon the previous year's funding level. With a few exceptions, no fixed assets, personal services, or one-time packages are included in baseline funding. Any funding request that represents new expenditures and programs, or that is in excess of baseline funding, must be submitted as a separate request or "package." These packages may be either a new or restoration request for resources, depending upon the budgeting unit's funding target. 1. Budget Training for Support Staff/Budget Guideline Review February is the time when existing budget guidelines, procedures, and forms are reviewed. Changes may be made to the budget process in order to make budget development more efficient and address format changes. Preliminary budget training for departments is available prior to budget kickoff. During preliminary training, staff is informed of budgeting concepts and the budget process, as well as given a quick introduction to the City's budget forms. During budget kickoff, departments receive the budget manual so that they may have specific instructions and a review of any changes to the budget process. 2. Long Range Financial Forecast A workshop is held each April with the City Council to discuss the Long Range Financial Forecast for the City. After the initial meeting, staff continues to work with the Audit/Finance Committee to prepare a 5-year forecast, which addresses key service areas. The impetus for this new examination of the budget by the committee is to promote transparency and accountability resulting in an expanded and enhanced role for the committee in the budget process. 3. Revenue Projection The budget revenue projections for the new fiscal year begin early in the current fiscal year. The projections are made by the departments responsible for the revenues with help from the Fiscal and Municipal Services staff. Projections are based upon consultations with state and local agencies, trend analysis, anticipated changes in the local and regional economy, and discussions with directly associated staff members. Although revenue projections are prepared early in the budget process, the budget revenue analysis continues with departmental budget development and extends until the budget is adopted based upon any new information. 4. Proposed Budget Development During budget development at the division and department level, Budget Office staff work with divisions/departments to analyze requests, provide advice, and lend assistance. Budget requests are based upon a baseline funding level, and any additional funding is made in the form of supplemental requests. 30 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES READER'S GUIDE (continued) 5. Proposed Budget Analysis/Compilation Once division and departmental budget requests are completed, the Budget Office reviews and compiles a preliminary draft of departmental budgets to present to the Leadership Team, which is comprised of the City Manager, Assistant City Managers, and department directors. During Leadership Team discussions, each department director presents their budget and answers questions from the entire group. Funding requests and target levels are reviewed and discussed. Additionally, all supplemental budget requests are presented and reviewed by the Audit/Finance Committee. Directors present justification for their requests and answer detailed questions regarding their requests. Given revenue projections and baseline funding requirements, budget packages or supplemental requests are proposed for funding according to necessity and City Council priority. A total recommended funding level is determined from both baseline and proposed supplemental packages. At this time, the funding level is weighed against available resources. A tax rate increase may or may not be recommended depending upon City Council program priorities and issues previously expressed in the budget process. 6. City Council Budget Study The Proposed Budget, including the Manager's Message, is compiled as soon as possible after final appraised property value and other data are received. The proposed budget is the result of both Leadership Team input and the review and recommendations of the Audit/Finance Committee. This report highlights and summarizes funding requirements, major changes in programs, and alternatives for funding. A budget work session is held with the City Council to review and discuss the proposed budget. Discussions and study may follow at subsequent work sessions up until budget adoption. 7. Public Hearing/Budget Adoption A public hearing on the budget and two public hearings on the tax rate are held in September prior to final budget consideration. At the public hearings, citizens may make formal comments concerning the proposed budget. The public also has the opportunity to attend City Council budget work sessions in August and September. Budget adoption occurs in September after City Council deliberations and the public hearings. City Council may take action to modify the proposed budget. The City Council also adopts a tax rate to support adopted funding levels. Pursuant to City Charter, the proposed budget as submitted by the City Manager becomes the adopted budget if no City Council action is taken before the end of the fiscal year, September 30. 8. Compilation of Adopted Budget/Budget Maintenance An adopted budget is compiled and published during the first months of the new fiscal year. The adopted budget in the form of an amended proposed budget is available for public inspection in October. Ledger accounts are prepared for the new fiscal year prior to October 1. Budget maintenance is a year-round activity of divisions/departments and Budget Office staff. In addition to spending controls such as budget holds and position control review, 31 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents READER'S GUIDE (continued) any unbudgeted expenses in the fixed asset appropriation unit require authorization via a budget transfer. Other spending control mechanisms include monthly review of expenditures by the Accounting staff. During the budget process departments make revenue and expenditure estimates for the current year. Finally, program goals, objectives, and measures are evaluated during budget development to determine effectiveness of program activities and levels of appropriate funding for subsequent years. ORGANIZATION OF THE BUDGET Included in the Budget in Brief section is a schedule entitled "Projected Appropriable Fund Balances." This schedule provides the projected appropriable fund balances anticipated at the end of fiscal year 2005-06 based on the estimated revenue and expenditure figures in the budget as of the time of the proposed budget presentation. The 2006-07 fiscal year-end fund balance is based on proposed 2006-07 revenue and expenditures. This information will be most helpful in determining whether fund balances are too high or too low with regard to standards set forth by the bond rating agencies. The General Fund Revenue Summary in the Budget in Brief section describes the major revenue categories for the City of Denton, as well as the various individual sources of those revenues. BUDGETARY POLICIES The City of Denton has developed administrative policies, which govern the formulation and administration of the annual budget. These administrative policies are incorporated within the City's Administrative Policies and Procedures Manual. FINANCIAL STRUCTURE The financial structure of the budget is organized by funds. A fund is generally defined as a fiscal and accounting entity which has its own self -balancing set of accounts for recording cash and other financial resources, as well as any liabilities or residual equities or balances. Normally, funds are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. However, when appropriate, funds are made up of departments. The two types of funds utilized in this budget are Governmental and Proprietary. The specific funds which make up the Governmental Fund type are: General Fund, Recreation Fund, Aquatic Center Fund, General Debt Service Fund, Tourist and Convention Fund, and Police Confiscation Fund. The Proprietary Fund type are: Electric Fund, Water Fund, Wastewater Fund, Solid Waste Fund, Materials Management Fund, Fleet Services Fund, Technology Services Fund and Risk Retention Fund. Each of the above -mentioned funds operates separately and independently from one another; therefore, they are budgeted separately and include separate financial statements. BUDGETED FUNDS The City of Denton's budget consists of various funds. Each fund represents a specific function and maintains individual objectives. The City of Denton's budget includes the following funds: 32 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents READER'S GUIDE (continued) General Fund -The General Fund contains the control and fiscal accounting for the City's general service operations such as public safety, libraries, parks, etc. The General Fund's two major revenue sources are the sales and ad valorem taxes. Debt Service Fund - The Debt Service Fund is used to record and control the accumulation of resources for payment of general long-term debt principal and interest. The City issues debt to acquire or construct capital assets such as roads or parks for the general benefit of Denton citizens. Resources include an applicable portion of the ad valorem tax levy and related interest income usable from debt service. Special Revenue Funds - Special Revenue Funds are used to account for the receipt of specific revenue sources that are restricted for expenditures for a specified purpose. Included in the special revenue funds are: the Recreation Fund, the Aquatic Center Fund, the Police Confiscation Fund, and the Tourist and Convention Fund. The Recreation Fund is used to account for the Parks and Recreation programs, such as children's programs and recreation center programs, which are self-supporting. The Aquatic Center Fund is used to account for the Aquatic Center, which is a joint project between the Denton Independent School District and the City of Denton. It consists of an outdoor water park and an indoor natatorium. The Police Confiscation Fund is used to account for the receipt and expenditure of confiscated contraband seized by the City's Police Department. Finally, the City collects a 7% hotel occupancy tax on the rental of hotel rooms in the city. This revenue, which is accounted for in the Tourist and Convention Fund, must be used to promote tourism and the hotel and convention industry. The City allocates hotel occupancy tax receipts to various organizations that promote tourism in the city. Enterprise Funds - Enterprise funds are used to account for governmental activities that are similar to those found in private businesses. The City budget includes Electric, Water, Wastewater, and Solid Waste Enterprise Funds. Each fund contains the controls and fiscal accounting for the services denoted in the title of each fund. The major revenue source for these enterprise funds is the rate revenue generated from the customers who receive the services provided. Internal Service Funds - Internal service funds are used to account for the financing of goods or services provided by one department to another department within the same government organization. Financing is based on reimbursement of actual costs. Included in the internal service funds are: Fleet Management, Technology Services, Materials Management, and Risk Retention. The Fleet Management Fund accounts for the maintenance and repair of the City's vehicle and equipment fleet. Computer services such as programming, support, training, and maintenance of the City's computer resources and telephone maintenance services are accounted for in the Technology Services Fund. The operation of the City's Warehouse, which maintains an inventory of materials and supplies used by City departments, is accounted for in the Materials Management Fund. The Risk Retention Fund was established to record the activities associated with providing insurance coverage. Each internal service fund listed above is funded through payments from various City departments for the actual services received from the specific fund. BUDGET BASIS The budget for the General, Special Revenue, Debt Service, and Capital Improvement Program (CIP) Funds are prepared on the modified accrual basis of accounting. Under this basis of accounting, 33 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents READER'S GUIDE (continued) revenues are recognized when they become both "measurable" and "available" to finance expenditures of the current period except where the accrual basis is specified by generally accepted accounting principles. Expenditures are recognized when the related fund liability is incurred, except for (1) inventories of material and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if approximately offset by interest earnings on special assessment levies; and (5) principal and interest on long-term debts which are generally recognized when due. Budgets for the Enterprise and Internal Service Funds are prepared on the full accrual basis of accounting under which transactions are recognized when they occur regardless of timing or related cash flows. ORGANIZATIONAL RELATIONSHIPS A department is a major administrative segment of the City, which indicates overall management responsibility for an operation or a group of related operations within a functional area (e.g., Police Department, Fire Department, Parks and Recreation Department). The smallest organizational unit budgeted is the division. The division indicates responsibility for one functional area, and in many cases these functional areas are put together to demonstrate a broader responsibility. When this is done, the divisions are combined to make up a department. For example, the Fire Department is comprised of Fire Administration, Fire Operations, and Fire Prevention. 34 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents BUDGET AND INVESTMENT POLICIES BUDGET ADMINISTRATION AND DEVELOPMENT I. Budget Period A. Establishment of Fiscal Year. The City of Denton's fiscal year shall begin on October 1 and end on September 30. B. Term of Appropriations. "All appropriations that have not been expended or lawfully encumbered shall lapse at the end of the budget year" (Charter Section 8.06). Budget Development A. Determining Council Priorities. "The budget shall provide a complete financial plan for the fiscal year, and the budget shall be prepared on the basis of policy priorities defined by the Council for the City Manager at least one hundred twenty (120) days before the end of the fiscal year." (Charter Section 8.03) Budget Prepared from Departmental Requests. The City of Denton departments shall prepare budgetary decision packages in a manner directed by the City Manager. Department directors shall indicate funding priorities. C. Deadline for Budget Submission. "At least sixty (60) days before the end of each fiscal year, the City Manager shall submit to the Council a proposed budget for the ensuing fiscal year." (Charter Section 8.03) D. Public Hearing on Budget. "The Council shall hold a public hearing on the proposed budget. Any taxpayer of the municipality may attend and may participate in the hearing, which shall be set for a date after the 15th day after the date the proposed budget is filed with the City Secretary but before the date the City Council makes its tax levy. The Council shall provide for public notice of the date, time, and location of the hearing. In addition to this notice, the City Council shall publish notice before the public hearing related to the budget in at least one newspaper of general circulation in Denton County. This notice shall be published no earlier than the thirtieth or later than the tenth day before the date of the public hearing. The City Council shall provide such other notice as may be required by state and all other applicable law. The City Council may make such changes in the budget that it considers warranted by the law or by the best interests of the municipal taxpayers and may increase or decrease the items of the budget provided the total proposed expenditures shall not exceed the total anticipated revenue." (Charter Section 8.04) E. Truth in Taxation. Budget development procedures will be in conformance with the State law outlined in the Truth in Taxation process. In the event of a tax increase, notices will be provided and a public hearing held in conformance to this State law. F. Adoption of Budget. "The budget shall be finally adopted by the favorable votes of at least a majority of all members of the Council after the conclusion of the public hearing. Should the Council take no final action at the conclusion of the public hearing and before the end of the fiscal year, the budget as submitted by the City Manager shall be deemed to have been finally adopted by the Council." (Charter Section 8.05) 35 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES BUDGET AND INVESTMENT POLICIES (continued) G. Budget, a Public Record. The budget, budget message, and all supporting schedules shall be a public record in the office of the City Secretary open to public inspection. The City Manager shall prepare sufficient copies of the budget and budget message for distribution to interested persons. III. Budget Administration A. Balanced Budget Required. The City of Denton will develop balanced budgets in which current resources (current revenues plus fund balance) will equal or exceed current expenditures. The City will avoid budgetary procedures that balance the budget at the expense of meeting future years' expenses, such as: postponing expenditures, accruing future years' revenues, or rolling over short-term debt. The budget will provide for adequate maintenance and replacement of capital plant and equipment. B. Funding of Current Expenditures with Current Revenues. The budget will assure that current expenditures are funded with current revenues. Current operating expenses will not be capitalized or funded through the use of long-term debt. C. Use of Non -Recurring Resources. The City of Denton will use non -recurring resources to fund non -recurring expenditures. D. Performance Measures and Productivity Indicators. An annual budget where possible will utilize performance measures and productivity indicators. E. Departmental Budget Reporting. Regular monthly reporting on budgetary status will be provided by departments. The reporting will be structured to provide projected balances for the end of the year. F. Return on Investment. The Utilities shall transfer to the General Fund a return on investment based upon thee and one-half percent (3.5%) of utility revenues. The maximum amount to be transferred will not exceed six percent (6%) of equity in the Electric and Water/Wastewater Utility. Equity is assets net of accumulated depreciation, less the book value of any contributed capital. IV. Revenue Policies A. Revenue Goal. The City will try to maintain a diversified and stable revenue system to shelter it from short -run fluctuations in any one -revenue source. B. Development of Revenue Projection. The City will estimate its annual revenues using an objective, analytical process. The City will project revenues for the next two years and five years; and these projections will be updated annually. Each existing and potential revenue source will be examined annually. C. User Charges and Fees Required. User charges and fees will be established at a level related to the cost of providing the services. The City will recalculate a full cost of activities supported by user fees to identify the impact of inflation and other cost increases. The City will automatically revise user fees when necessary to adjust for the effects of inflation, program changes, and policy changes. 36 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES BUDGET AND INVESTMENT POLICIES (continued) For Enterprise Funds, the City shall establish user fees and charges that fully support the total direct and indirect cost of the activity. Indirect costs include the cost of administration borne by other operating funds. For programs within the General Fund, the City shall establish and maintain fees for those cost activities to be supported by the user. For each supported activity, the City shall establish the level of support necessary. The fees shall be reviewed annually and adjusted when necessary to maintain the proper level. D. Tax Collection. The City will follow an aggressive policy of collecting property tax revenues. The annual level of uncollected property taxes will generally not exceed four percent (4%) . E. Tax Assessment. The City will monitor the appraisal procedures of the Denton Central Appraisal District and provide necessary input to assure that sound appraisal procedures are maintained. Property will be assessed at one hundred percent (100%) of full market value. V. Reserve Policies A. Undesignated Reserve Fund Balance. The City will establish a budgeted reserve to provide for unanticipated expenditures of a nonrecurring nature, or to meet unexpected increases in service delivery costs. This reserve will be maintained at thirteen and one-half percent (13.5%) of the General Operating Fund, with the intention of increasing one-half percent (.5%) every year until fifteen percent (15%) is reached. End of year fund balances will be sufficient to provide working capital for the various funds that will assure a positive cash balance at all times during the year; and/or the fund balances will provide for thirty (30) to forty-five (45) days working capital. VI. Budget Amendment and Modification A. Transfer of Appropriations. "At any time during the fiscal year, the City Manager may transfer any part of the unencumbered appropriation balance or the entire balance thereof between programs or general classifications of expenditures within an office, department, agency, or organizational unit within the same fund. At any time during the fiscal year, at the request of the City Manager, the Council may, by resolution, transfer any part of the unencumbered appropriation balance or the entire balance thereof from one office, department, agency, or organizational unit to another." (Charter Section 8.07) Amending the Budget. "In case of grave public necessity, emergency expenditures to meet unusual and unforeseen conditions, which could not by diligent thought and attention have been included in the original budget, may be authorized by the affirmative vote of at least five (5) of the members of the Council as an amendment to the original budget. In every case where such amendment is made, a copy of the ordinance adopting the amendment shall be filed with the City Secretary, published in the next issue of the official newspaper of the City, and attached to the budget originally adopted." (Charter Section 8.08) 37 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES BUDGET AND INVESTMENT POLICIES (continued) C. Authority to Reduce Appropriations. The City Manager may at any time reduce appropriations for a department, office, or agency. D. Funds Requiring Appropriations Established by Ordinance. In accordance with generally accepted accounting practices, an appropriations ordinance shall create appropriations for Government Funds. These funds include the General Fund. The remaining funds shall have budgets prepared and submitted to the City Council for approval. VII. Investment Policy A. Investment Obiective and Strategy. // is the po/icy of the "City"that, giving due regard /o the safety and risk Of in vestment, a// avai/able funds shall be invested in conformance wi/h State and federal Regu/a/ions, applicable Bond Reso/u/ion requiremen/s, adopted /eves/men/ Po/icy and adopted /n yes/men/ Slralegy. In accordance with the Public Funds Investment Act, the following prioritized objectives (in order of importance in accordance wi/h Sec/ion 2256.00J/d/ of /he Ac// apply for each of /he Ci/y'F in yes/men/ s/ra/egies 1. Sui/abi&y- Understanding the suitability of the investment to the financial requirements of the City. Any investment eligible in the Investment Policy is suitable for all City funds. 2. Safely- Preservation and safety of principal. All investments shall be of high quality securities with no perceived default risk. Market price fluctuations will however occur, by managing the weighted average days to maturity for each fund type as specified. 3. Liquidity- To enable the City to meet operating requirements that might be reasonably anticipated, the City's investment portfolio will remain sufficiently liquid. Liquidity shall be achieved by matching investment maturities with forecasted cash flow requirements and by investing in securities with active secondary markets. Short- term investment pools and money market mutual funds provide daily liquidity and may be utilized as a competitive yield alternative to fixed maturity investments. 4. Markelabi&y- Securities with active and efficient secondary markets are necessary in the event of an unanticipated cash requirement. Historical market "spreads" between the bid and offer prices of a particular security -type of less than a quarter of a percentage point shall define an efficient secondary market. Diversificalion- Investment maturities shall be staggered throughout the budget cycle to provide cash flow based on the anticipated needs of the City. Diversifying the appropriate maturity structure will reduce market cycle risk. 38 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES BUDGET AND INVESTMENT POLICIES (continued) 6. Yield- Attaining a competitive market yield for comparable security -types and portfolio restrictions are the desired objective. The yield of an equally weighted, rolling six-month treasury bill portfolio shall be the minimum yield objective or "benchmark". A secondary objective will be to obtain a yield equal to or in excess of a local government investment pool, money market mutual fund or average Federal Reserve discount rate. The first measure of success in this area will be the attainment of enough income to offset inflationary increases. Even though steps will be taken to obtain this goal, the City's staff shall constantly be cognizant of the standard of care and the investment objectives pursuant to the provisions of the amended Act, Section 2256.006(a). The Director of Fiscal Operations shall avoid any transactions that might impair public confidence in the City's ability to govern effectively. The governing body recognizes that in diversifying the portfolio, occasional measured losses due to market volatility are inevitable, and must be considered within the context of the overall portfolio's investment return, provided that adequate diversification has been implemented. The prudence of the in vestment decision shall be measured in accordance with the tests set forth in Section 2256. 006/b/ of the A ct. B. Investment Strategy for Specific Fund Groups. Each major fund type has varying cash flo w requirements and liquidity needs Therefore specific strategies shall be implemented considering the fund'F unique requirements and the following shall be considered separate investment strategies for each of the funds mentioned below. The City's funds shall be analyzed and invested according to the folio wing majorfund types• Operating Funds- Investment strategies for operating funds and commingled pools containing operating funds have as their primary objective to assure that anticipated cash flows are matched with adequate investment liquidity. The secondary objective is to structure a portfolio, which will minimize volatility during economic cycles. This may be accomplished by purchasing high quality, short-term securities, which will compliment each other in a laddered maturity structure. A dollar weighted average maturity of 365 days or less will be maintained and calculated by using the stated final maturity date of each security. 2. Debt Service Funds- Investment strategies for debt service funds shall have as the primary objective the assurance of investment liquidity adequate to cover the debt service obligation on the required payment date. Securities purchased shall not have a stated final maturity date which exceeds the debt service payment date. A dollar weighted average maturity of 550 days or less will be maintained and calculated by using the stated final maturity date of each security. 39 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES BUDGET AND INVESTMENT POLICIES (continued) 3. Debt Service Reserve Funds- Investment strategies for debt service reserve, emergency, and contingency funds shall have as the primary objective the ability to generate a dependable revenue stream to the appropriate fund from securities with a low degree of volatility. Securities should be of high quality and, except as may be required by the bond ordinance specific to an individual issue, of short to intermediate -term maturities with stated final maturities not exceeding five (5) years. Volatility shall be further controlled through the purchase of securities carrying the highest coupon available, within the desired maturity and quality range, without paying a premium, if at all possible. Such securities will tend to hold their value during economic cycles. 4. Construction and Special Purpose Funds- Investment strategies for construction projects or special purpose fund portfolios will have as their primary objective to assure that anticipated cash flows are matched with adequate investment liquidity. These portfolios should include at least ten percent (10%) in highly liquid securities to allow for flexibility and unanticipated project outlays. The stated final maturity dates of securities held should not exceed the estimated project completion date. A dollar weighted average maturity of 365 days or less will be maintained and calculated by using the stated final maturity of each security. 5. Market prices for a//pub/ic fund investments wi//be obtained and monitored through the use of /nteracti ve Data /nC., an on-//ne data service Ora similar qua/ified successor agency. 40 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES BUDGET GLOSSARY The Annual Program of Services contains specialized and technical terminology that is unique to public finance and budgeting. To assist the reader of this document in understanding these terms, a budget glossary has been included in the document. Accrual Basis. The basis of accounting under which transactions are recognized when they occur, regardless of the timing of related cash flows. Accrued Expenses. Expenses incurred but not due until a later date. Administrative Services. Administrative Services charges are allocated to all Enterprise Fund activities (e.g., electric, water/wastewater and solid waste) for indirect management and administrative support given by general fund departments. Administrative Transfer. An interfund transfer designed to recover General Fund expenditures conducted on behalf of Proprietary funds. Ad Valorem Taxes. (Current) All property, real, personal, tangible, intangible, annexations, additions, and improvements to property located within the taxing unit's jurisdiction, which are subject to taxation on January 1 of the current fiscal year. Each year, by ordinance, the City Council exempts taxes on automobiles and other items from the tax levy. Following the final passage of the appropriations ordinance, City Council sets the tax rate and levy for the fiscal year beginning October 1 and continuing through the following September 30th. Ad Valorem Taxes. (Delinquent) All taxes are due on receipt of bill and are delinquent if not paid before February 1 of the fiscal year in which they are imposed, except when the taxing unit postpones the delinquency date due to late mailing of tax bills or successful rollback elections. Ad Valorem Taxes. (Penalty and interest) A delinquent tax incurs a penalty of six percent (6%) of the amount of the tax for the first calendar month it is delinquent, plus one percent (1%) for each additional month or portion of the month the tax remains unpaid prior to July 1 of the year in which it becomes delinquent. However, the delinquent tax on July 1 incurs a total penalty of twelve percent (12%) of the amount of the delinquent tax without regard to the number of months the tax has been delinquent. Appropriation. A legal authorization granted by a governing body to make expenditures and to incur obligations for specific purposes. Appropriable Fund Balance. The cash remaining from the prior year which is available for appropriation and expenditure in the current year. Appropriation Ordinance. The official enactment by the City Council to establish legal authority for City officials to obligate and expend resources. Assessed Valuation. A value that is established for real or personal property for use as a basis for levying property taxes. (Note: Property values are established by the Denton Central Appraisal District.) Balanced Budget. A budget in which estimated revenues equal estimated expenditures. Bond. A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds. These are most frequently used for construction of large capital projects, such as buildings, streets and bridges. 41 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents BUDGET GLOSSARY (continued) Budget. A plan of financial operation embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year. The term "budget" is used in two senses in practice. Sometimes it designates the financial plan presented to the governing body for adoption and sometimes the financial plan finally approved by that body. It is usually necessary to specify whether the budget under consideration is preliminary and tentative or whether it has been approved by the governing body. Budget Adjustments. A legal procedure utilized by the City staff and City Council to revise a budget appropriation. The City of Denton's Charter requires City Council approval through the adoption of a supplemental appropriation ordinance (which specifies both the source of revenue and the appropriate expenditure account) for any intra-fund adjustments. City staff has the prerogative to adjust expenditures within a departmental budget. Budget Calendar. The schedule of key dates or milestones, which the City departments follow in the preparation, adoption, and administration of the budget. Budget Document. The instrument used by the operational authority to present a comprehensive financial program to the City Council. Budget Message. The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the City Manager. Budgeted Funds. Funds that are planned for certain uses but have not been formally or legally appropriated by the governing body. Cash Basis. A basis of accounting under which transactions are recognized only when cash changes hands. Cash Management. The management of cash necessary to pay for government services, while investing temporary cash excesses in order to earn interest revenue. Cash management refers to the activities of forecasting the inflows and outflows of cash, mobilizing cash to improve its availability for investment, establishing and maintaining banking relationships, and investing funds in order to achieve the highest interest and return available for temporary cash balances. Cost. (1) The amount of money or other consideration exchanged for property or services. (2) Expense. Cost Accounting. That method of accounting, which provides for assembling and recording of all the elements of cost incurred to accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job. Current Taxes. Taxes that are levied and due within one year. Debt Services. The City's obligation to pay the principal and interest of all bonds and other debt instruments according to a pre -determined payment schedule. Deficit. (1) The excess of the liabilities of a fund over its assets. (2) The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. Delinquent Taxes. Taxes that remain unpaid on and after the date on which a penalty for non-payment is attached. 42 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents BUDGET GLOSSARY (continued) Depreciation. The process of estimating and recording the lost usefulness, expired useful life or diminution of service from a fixed asset that cannot or will not be restored by repair and will be replaced. The cost of the fixed asset's lost usefulness is the depreciation or the cost to reserve in order to replace the item at the end of its useful life. Division. An administrative segment of the City, which indicates management responsibility for an operation or a group of related activities within a functional area. Divisions are the basic units of the budget upon which departments are composed. Encumbrances. Commitments related to unperformed (executory) contracts for goods or services. Enterprise Fund. A fund established to account for operations (a) that are financed and operated in a manner similar to private business enterprises --where the intent of the governing body is that the costs (expenses, including depreciation) for providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or (b) where the governing body has decided that periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. Examples of Enterprise Funds are those for water, gas, and electric utilities; swimming pools; airports; parking garages; and transit systems. Expenditure. This term refers to the outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure. An encumbrance reserves funds to be expended. Expenses. Charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges. Federal Energy Regulatory Commission (FERC). This is the federal commission governing public utilities and licensing. The commission sets the standards and guidelines for accounting and reporting. Fiscal Year. The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Denton has specified October 1 to September 30 as its fiscal year. Fixed Assets. Assets of a long-term character which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Franchise Fee. This is a charge paid for the use of City streets and public right of way and is in lieu of all other municipal charges, fees, street rentals, pipe taxes or rentals, easement or other like franchise fees, inspections, fees, and/or charges of every kind except only Ad Valorem and special assessment taxes for public improvements (e.g., gas, telephone, cable Tv, and banks). Full-time Equivalent (FTE). A unit of measure based on the number of hours that an employee works during the fiscal year. One FTE is equal to 2080 hours. Function. A group of related activities aimed at accomplishing a major service or regulatory program for which a government is responsible. Fund. An accounting entity that has a set of self -balancing accounts and that records all financial transactions for specific activities or government functions. Eight commonly used funds in public accounting are: general fund, special revenue funds, debt service funds, capital project funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds. 43 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents BUDGET GLOSSARY (continued) Fund Balance. Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds. General Fund. The fund used to account for all financial resources except those required to be accounted for in another fund. General Obligation Bonds. Bonds that finance a variety of public projects, such as streets, buildings, and improvements. The repayment of these bonds is usually made from the General Debt Service Fund, and these bonds are backed by the full faith and credit of the issuing government. Generally Accepted Accounting Principles (GAAP). Uniform minimum standards of and guidelines to financial accounting and reporting. They govern the form and content of the basic financial statements of an entity. They encompass the conventions, rules, and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. They provide a standard by which to measure financial presentations. Governmental Funds. Those funds through which most governmental functions typically are financed. The acquisition, use and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, General Debt Service). Grants. Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity, or facility. Hotel/Motel Tax. A tax levied upon the cost of occupancy of any room or space furnished by any hotel where such costs of occupancy is at the rate of two dollars ($2.00) or more per day. The law authorizes a room tax of not more than seven percent (7%) of the consideration paid by the occupant of such room to the hotel. This is budgeted in the Tourist and Convention Fund. Income. A term used in proprietary fund type accounting to represent (1) revenues or (2) the excess of revenues over expenses. Interfund Transfers. Amounts transferred from one fund to another to recover the charge for administrative services. Internal Service Fund. Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis (for example, the Technology Services Fund and the Materials Management Fund). Investments. Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. The term does not include fixed assets used in governmental operations. Levy. (Verb) To impose taxes, special assessments, or service charges for the support of governmental activities. (Noun) The total amount of taxes, special assessments, or service charges imposed by a government. Long -Term Debt. Debt with a maturity of more than one year after the date of issuance. Mixed Beverage Tax. A tax imposed on the gross receipts of a Licensee for the sale, preparation, or service of mixed beverages or from the sale of ice or non-alcoholic beverages and consumed on the premises of the permittee. Modified Accrual Basis. The accrual basis of accounting adapted to the governmental fund type spending measurement focus. Under it, revenues are recognized when they become both 44 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents BUDGET GLOSSARY (continued) "measurable " and "available to finance expenditures of the current period." Expenditures are recognized when the related fund liability is incurred except for (1) inventories of materials and supplies which may be considered expenditures either when purchased or when used; (2) prepaid insurance and similar items which need not be reported; (3) accumulated unpaid vacation, sick pay, and other employee benefit amounts which need not be recognized in the current period, but for which larger -than -normal accumulations must be disclosed in the notes to the financial statements; (4) interest on special assessment indebtedness which may be recorded when due rather than accrued, if approximately offset by interest earnings on special assessment levies; and (5) principal and interest on long-term debt which are generally recognized when due. Object Code. Expenditure classification according to the types of items purchased or services obtained; for example, personal services, materials & supplies, and operations. Operating Budget. Plans of current expenditures and the proposed means of financing them. The annual operating budget (or, in the case of some states governments, the biennial operating budget) is the primary means by which most of the financing acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is usually required by law. Even where not required by law, however, annual operating budgets are essential to sound financial management and should be adopted by every government. Operating Expenses. Fund expenses which are directly related to the fund's primary service activities. Operating Grants. Grants which are restricted by the grantor to operating purposes or which may be used for either capital or operating purposes at the discretion of the grantee. Operating Income. The excess of fund operating revenues over operating expenses. Operating Revenues. Fund revenues, which are directly related to the fund's primary service activities. They consist primarily of user charges for services. Operating Transfers. All interfund transfers other than residual equity transfers. Ordinance. A formal legislative enactment by the governing board of a municipality. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. The difference between an ordinance and a resolution is that the latter requires less legal formality and has a lower legal status. Ordinarily, the statutes or charter will specify or imply those legislative actions, which must be by ordinance and those which may be by resolution. Revenue raising measures, such as the imposition of taxes, special assessments and service charges, universally require ordinances. Other Financing Sources. Governmental fund general long-term debt proceeds, operating transfers out, and material proceeds of fixed asset dispositions. Such amounts are classified separately from revenues. Overlapping Debt. The proportionate share of the debts of local governments located wholly or in part within the limits of the reporting government, which must be borne by property within each government. Performance Audits. Examinations intended to assess (1) the economy and efficiency of the audited entity's operations and (2) program effectiveness --the extent to which program objectives are being attained. 45 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents BUDGET GLOSSARY (continued) Performance Measures. Specific quantitative and qualitative measures of work performed as an objective of the department. Productivity Measures. Productivity measures should reflect how well a program is performing its activities to meet the needs of the public and the organization. They should measure productivity, effectiveness, efficiency or the impact of a service provided. While activity measures indicate "how much" activity the division/department is performing, productivity measures identify "how well" the division/department is performing. Program Description. Describes the nature of service delivery provided at this level of funding. It clearly explains how service delivery will be different from the prior budget year. Program Goals. Program goals describe the purpose or benefit the division/department plans to provide to the community and/or organizations it serves. Goals identify the end result the division/department desires to achieve with its activities, but goals are often ongoing and may not be achieved in one year. Program Objectives. Program Objectives are quantifiable steps toward accomplishing stated goals. They should have a specific time frame or measurable achievement. Objectives should be able to be reached or completed within the current fiscal year. Objective statements are not required for every activity performed, but should focus on the major steps necessary for achieving established goals. Property Tax. Property taxes are levied on both real and personal property according to the property's valuation and the tax rate. Reserve. An account to use to indicate that a portion of a fund's balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation. Residual Equity Transfers. Non -recurring or non -routine transfers of equity between funds. Return on Investment. Return on Investment (ROI) involves the transfer of funds from the Utility System Fund to the General Fund on the discretionary basis, which shall not be more than six percent (6%) of the net investment. Current ROI is based on 3.5% of rate revenue. The intent of the discretionary transfer is to reimburse the citizenry by contributing revenues to the General Fund, thereby easing the ad valorem tax burden. Revenue Bonds. Bonds whose principal and interest are payable exclusively from earnings of an Enterprise Fund. In addition to a pledge of revenues, such bonds sometimes contain a mortgage on the Enterprise Fund's property. Revenues. (1) Increases in governmental fund type net current assets from other than expenditure refunds and residual equity transfers. Under NCGA Statement 1, general long-term debt proceeds and operating transfers in are classified as "other financing sources" rather than revenues. (2) Increases in proprietary fund type net total assets from other than expense refunds, capital contributions, and residual equity transfers. Under NCGA Statement 1, operating transfers in are classified separately from revenues. Sales Tax. A general "sales tax' is levied on persons and businesses selling merchandise or services in the city limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax is for the use and benefit of the City; however, no city may pledge anticipated revenues from this source to secure the payment of funds or other indebtedness. 46 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents Shared Revenues. in proportion governments. BUDGET GLOSSARY (continued) Revenues levied by one government but shared on a pre -determined basis, often to the amount collected at the local level, with another government or class of Street Cuts. These revenues are derived by the Street Department for the repairing of the street following the construction of various utility companies (e.g., gas, telephone, water and sewer). Tax Rate. The amount of tax stated in terms of a unit of the tax base; for example, $.50 per $100 (one hundred dollars) assessed valuation of taxable property. Tax Rate Limit. The maximum rate at which a government may levy a tax. The limit may apply to taxes raised for a particular purpose, or to taxes imposed for all purposes, and may apply to a single government, to a class of governments, or to all governments operating in a particular area. Overall tax rate limits usually restrict levies for all purposes and of all governments, state and local, having jurisdiction in a given area. Tax Roll. The official list showing the amount of taxes levied against each taxpayer or property. Frequently, the tax roll and the assessment roll are combined, but even in these cases the two can be distinguished. Taxes. Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges as, for example, sewer service charges. Transfer of Construction Bond Funds. These revenues are payments to the General Fund from the Bond Fund for General Fund labor expenditures on bond -financed projects. Trial Balance. A list of the balances of the accounts in a ledger kept by double entry with the debit and credit balances shown in separate columns. Unencumbered Balance. The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purchases. Working Capital. Budgeted working capital is calculated as a fund's current assets less current liabilities and outstanding encumbrances. Workload Measures. Workload measures reflect major activities of the division/department. They indicate the amount of work that has been done in the past and projected workload levels for the current and next year. Workload measures should be able to be tracked with a reasonable amount of time and effort. 47 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 48 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES BUDGET RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED General Fund $ 68,385,1 10 $ 70,421,911 $ 71,306,807 $ 77,298,880 General Debt Service Fund 10,289,834 10,629,427 10,604,221 14,775,824 Electric Fund 133,059,342 173,216,026 209,665,607 184,226,431 Water Fund 32,630,843 38,886,242 36,546,320 45,031,453 Wastewater Fund 21,608,287 23,798,553 23,241,039 24,426,619 Solid Waste Fund 14,050,087 15,982,216 14,618,361 15,880,903 Technology Services Fund 6,657,402 6,319,775 6,392,335 5,859,583 Materials Management Fund 5,610,991 6,568,830 5,855,960 6,218,408 Motor Pool Fund �') 4,332,502 4,558,706 4,716,233 - Fleet Management Fund 4,244,768 5,096,888 5,245,332 6,616,474 Risk Retention Fund (2) - - - 2,284,907 Recreation Fund 1,050,880 1,317,139 1,243,475 1,508,727 Aquatic Center Fund 1,077,823 1,926,612 1,661,440 1,819,325 Tourist & Convention Fund 986,830 1,078,755 1,076,255 1,274,886 Emily Fowler Library Fund (3) 151,876 156,737 142,670 - Police Confiscation Fund 127,722 115,500 117,939 194,108 TOTAL RESOURCES $ 304,264,297 $ 360,073,317 $ 392,433,994 $ 387,416,528 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED General Fund $ 68,082,458 $ 70,421,911 $ 70,274,151 $ 76,899,196 General Debt Service Fund 10,185,283 10,629,427 10,604,221 14,775,824 Electric Fund 133,059,342 173,216,026 162,917,407 184,226,431 Water Fund 31,764,339 38,536,098 34,702,387 44,749,699 Wastewater Fund 21,263,982 23,496,101 22,817,181 24,049,290 Solid Waste Fund 14,050,087 15,585,607 14,618,361 15,733,466 Technology Services Fund 5,686,734 6,319,775 6,318,053 5,859,583 Materials Management Fund 5,380,657 6,230,279 5,567,735 6,218,408 Motor Pool Fund (') 2,480,676 4,558,706 4,558,706 - Fleet Management Fund 4,020,454 5,096,888 5,096,888 6,616,474 Risk Retention Fund (2) - - - 2,284,907 Recreation Fund 924,661 1,317,139 1,243,475 1,508,727 Aquatic Center Fund 1,696,555 1,879,167 1,879,167 1,833,909 Tourist & Convention Fund 934,106 1,078,755 1,076,255 1,274,886 Emily Fowler Library Fund (3) 150,742 156,737 142,670 - Police Confiscation Fund 127,722 115,500 98,771 194,108 TOTAL EXPENDITURES $ 299,807,798 $ 358,638,116 $ 341,915,428 $ 386,224,908 * Estimate as of May 2006 The Motor Pool Fund is no longer budgeted as an internal service fund. Beginning in FY2006-07 vehicle purchases will be made by each operating fund. (2) Risk Retention is a newly budgeted fund for FY2006-07. (3) The Emily Fowler Fund is being combined with the General Fund in 2006-07. 49 "Dedicated to Quality Service " Table of Contents BEGINNING BALANCE REVENUES Ad Valorem Taxes Sales Tax Franchise Agreements Other Taxes Service Fees Fines and Fees Licenses and Permits Return on Investment Payment in Lieu of Taxes Utilities Operating Miscellaneous Subtotal Revenues CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES CONSOLIDATED FUNDS SUMMARY 2006-07 Governmental Fund Types General Fund Special Revenue Funds Debt Service Funds 2005 Actual 2006 Estimated 2007 Budget 2005 Actual 2006 Estimated 2007 Budget 2005 Actual 2006 Estimated 2007 Budget $ 9,415,716 $ 9,718,368 $ 10,751,024 $ (74,998) $ (559,929) $ (791,978) $ 346,495 $ 451,046 $ 245,226 $ 17,940,478 $ 21,154,096 $ 24,941,675 $ 18,998,057 19,398,878 20,396,350 4,936,660 5,285,261 5,304,677 241,338 243,734 250,796 5,519,641 3,077,728 3,907,596 3,959,478 4,346,662 4,343,843 1,235,339 1,474,968 1,492,680 1,399, 690 1,444,777 1,468,753 7,914,133 9,309,150 9,017,957 1,624,092 1,249,693 1,067,761 - $ - $ - $ 8,700,451 $ 8,566,758 $ 9,732,726 986,830 1,044,684 1,096,918 - - - 2,351,540 2,801,053 2,742,927 - - - 10,485 12,000 10,000 - - - $ 63,768,906 $ 66,984,947 $ 72,192,088 $ 3,348,855 $ 3,857,737 $ 3,849,845 $ 8,700,451 $ 8,566,758 $ 9,732,726 Transfers from other funds TOTAL REVENUES $ 4,616,204 $ $ 68,385,110 $ 4,321,860 71,306,807 $ 5,106,792 $ - $ $ 77,298,880 $ 3,348,855 $ 350,552 $ 4,208,289 $ 413,512 4,263,357 $ 1,589,383 $ $ 10,289,834 $ 1,831,643 10,398,401 $ 5,043,098 $ 14,775,824 TOTAL RESOURCES $ 77,800,826 $ 81,025,175 $ 88,049,904 $ 3,273,857 $ 3,648,360 $ 3,471,379 $ 10,636,329 $ 10,849,447 $ 15,021,050 APPROPRIATIONS Personal Services Purchased Power Material and Supplies Maintenance and Repair Insurance Miscellaneous Operations Fixed Assets Return on Investment Franchise Fees Debt Service Inventory Purchases Tourist and Convention Electric Subtotal Appropriations $ 48,889,205 $ 48,998,560 $ 53,177,631 $ 1,244,054 $ 1,521,676 $ 1,436,409 $ 1,295,323 1,411,484 1,885,511 406,589 564,751 729,213 1,959,483 2,199,598 3,995,025 45,991 92,284 71,864 998,983 1,008,758 730,977 74,862 68,459 54,864 569,065 408,312 433,902 - - - 8,572,687 10,667,639 10,385,606 739,045 843,093 898,795 341,958 315,393 1,116,860 5,108 4,440 97,000 - - - 125,974 - - - - - 934,106 1,076,255 1,274,886 10,185,283 10,604,221 14,775,824 $ 62,626,704 $ 65,009,744 $ 71,725,512 $ 3,575,729 $ 4,170,958 $ 4,563,031 $ 10,185,283 $ 10,604,221 $ 14,775,824 Transfers to other funds $ 5,455,754 $ 5,264,407 $ 5,173,684 $ 258,057 $ 269,380 $ 248,599 $ - $ - $ TOTAL APPROPRIATIONS $ 68,082,458 $ 70,274,151 $ 76,899,196 $ 3,833,786 $ 4,440,338 $ 4,811,630 $ 10,185,283 $ 10,604,221 $ 14,775,824 GROSS ENDING FUND BALANCE $ 9,718,368 $ 10,751,024 $ 11,150,708 $ (559,929) $ (791,978) $ (1,340,251) $ 451,046 $ 245,226 $ 245,226 50 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES CONSOLIDATED FUNDS SUMMARY 2006-07 Proprietary Funds Internal Service Funds Enterprise Funds 2005 Actual 2006 Estimated 2007 Budget 2005 Actual 2006 Estimated 2007 Budget TOTAL ALL FUNDS FY 2007 BUDGET $ (1,971,594) $ 1,305,548 $ 4,551,707 $ 43,994,941 $ 43,840,288 $ 43,573,921 $ 58,329,900 BEGINNING BALANCE REVENUES $ - $ - $ - $ - $ - $ - $ 34,674,401 Ad Valorem Taxes - - - - - - 20,396,350 Sales Tax - - - - - - 5,304,677 Franchise Agreements - - - - - - 1,347,714 Other Taxes - - - - - - 6,650,523 Service Fees - - - - - - 4,343,843 Fines and Fees - - - - - - 1,492,680 Licenses and Permits - - - - - - 1,468,753 Return on Investment - - - - - - 9,017,957 Payment in Lieu of Taxes - - - 195,736,628 229,795,211 255,102,274 255,102,274 Utilities Operating 13,669,125 14,912,553 14,949,306 - - - 16,027,067 Miscellaneous $ 13,669,125 $ 14,912,553 $ 14,949,306 $ 195,736,628 $ 229,795,211 $ 255,102,274 $ 355,826,239 Subtotal Revenues $ 7,176,538 $ 7,297,307 $ 5,998,826 $ 4,246,469 $ 4,993,758 $ 4,768,132 $ 21,330,360 Transfers from other funds $ 20,845,663 $ 22,209,860 $ 20,948,132 $ 199,983,097 $ 234,788,969 $ 259,870,406 $ 377,156,599 TOTAL REVENUES $ 18,874,069 $ 23,515,408 $ 25,499,839 $ 243,978,038 $ 278,629,257 $ 303,444,327 $ 435,486,499 TOTAL RESOURCES $ 3,836,646 $ 3,721,764 $ 4,320,826 $ 15,745,210 $ 19,371,657 $ 20,031,431 $ - - - 2,323,415 2,840,696 3,084,293 602,630 348,701 500,016 1,855,558 2,136,041 2,592,947 1,116,776 1,399,464 1,640,864 1,538,951 2,110,796 2,406,234 86,643 46,641 1,244,624 822,696 821,882 689,137 65,778 382,015 327,025 681,465 342,372 366,520 2,148,691 3,699,685 3,653,418 7,092,530 8,699,293 10,353,209 1,228,988 3,441,873 2,700 108,475 514,853 949,500 - - - 1,399,690 1,444,777 1,468,753 - - - 2,105,498 2,243,979 2,287,034 841,069 1,275,081 481,815 22,102,709 21,190,888 21,346,709 6,646,589 6,585,700 8,272,230 - - - - - - 133,059,342 162,917,407 184,226,431 APPROPRIATIONS 78,966,297 Personal Services 3,084,293 Purchased Power 5,707,687 Material and Supplies 8,113,987 Maintenance and Repair 2,719,602 Insurance 1,127,447 Miscellaneous 25,291,028 Operations 2,166,060 Fixed Assets 1,468,753 Return on Investment 2,287,034 Franchise Fees 36,604,348 Debt Service 8,272,230 Inventory Purchases 1,274,886 Tourist and Convention 184,226,431 Electric $ 16,573,810 $ 20,900,924 $ 20,443,518 $ 188,835,539 $ 224,634,641 $ 249,802,198 $ 361,310,083 Subtotal Appropriations $ 994,711 $ 640,458 $ 535,854 $ 11,302,211 $ 10,420,695 $ 18,956,688 $ 24,914,825 Transfers to other funds $ 17,568,521 $ 21,541,382 $ 20,979,372 $ 200,137,750 $ 235,055,336 $ 268,758,886 $ 386,224,908 TOTAL APPROPRIATIONS $ 1,305,548 $ 1,974,026 $ 4,520,467 $ 43,840,288 $ 43,573,921 $ 34,685,441 $ 49,261,591 GROSS ENDING FUND BALANCE 51 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents Payment in Lieu of 2.5% Return on Inv 0.4% Licenses & 0.47, Fines & Fees 1.2% Franchise Fees C Return on Investr 0.4% Fixed Assets 0.6% Operation 7.0% Miscellaneou 0.3% InsurancE 0.8% Maintenance & RE 2.3% ALL FUNDS ADOPTED SUMMARY 2006-07 RESOURCES* $355,826,239 Utilities Operating .r7o 0.4% 1.5% EXPENDITURES* $361,310,083 Debt Service In 107 Inventory Purchases 1.6% * Excluding interfund transfers and bond funds. Miscellaneous 4.5% ✓alorem Taxes 9.7% =s Tax .7% Electric 51.0% 52 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES °,,,,raf1111j11111Ni 101P181�,, 53 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES BUDGET SUMMARY EXPENDITURES BY CLASSIFICATION 2006-07 GENERAL DEBT SOLID CATEGORY GENERAL SERVICE ELECTRIC WATER WASTEWATER WASTE Personal Services $ 53,177,631 $ - $ - $ 9,768,825 $ 5,051,889 $ 5,230,455 Purchased Power - - 103,722,989 2,044,293 1,040,000 - Materials & Supplies 1,885,511 - - 1,532,929 744,972 213,547 Maintenance & Repair 3,995,025 - - 1,146,071 990,180 269,983 Insurance 730,977 - - 336,034 117,060 241,400 Miscellaneous 433,902 - - 82,365 42,795 107,924 Operations 10,385,606 - - 2,554,268 3,808,172 4,045,208 Fixed Assets 1,116,860 - - 307,000 642,500 - Return on Investment - - - 849,825 618,928 - Franchise Fees - - - 971,229 707,346 608,458 Debt Service - 14,775,824 - 11,494,469 7,066,916 2,785,324 Inventory Purchases - - - - - - Transfers 5,173,684 - - 13,662,391 3,218,532 2,231,167 Tourist & Convention - - - - - - Electric Fund - - 80,503,442 - - - TOTAL $ 76,899,196 $ 14,775,824 $ 184,226,431 $ 44,749,699 $ 24,049,290 $ 15,733,466 * Other includes the Police Confiscation Fund and the Tourist & Convention Fund. 54 'Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES BUDGET SUMMARY EXPENDITURES BY CLASSIFICATION 2006-07 TECHNOLOGY MATERIALS FLEET RISK RECREATION OTHER SERVICES MANAGEMENT MANAGEMENT RETENTION & AQUATIC FUNDS TOTAL $ 2,028,127 $ 819,127 $ 1,108,520 $ 365,052 $ 1,424,334 $ - $ 78,973,960 - - - - - - 106,807,282 274,184 175,760 41,810 8,262 643,113 44,600 5,564,688 1,411,021 19,843 85,000 125,000 116,940 - 8,159,063 19,728 10,168 20,722 1,195,195 56,174 - 2,727,458 - 1,025 - 326,000 - - 994,011 1,532,599 75,353 1,796,004 248,273 747,977 149,508 25,342,968 2,700 - - - 105,500 - 2,174,560 - - - - - - 1,468,753 - - - - - - 2,287,033 248,709 48,679 184,427 - - - 36,604,348 - 5,000,000 3,272,230 - - - 8,272,230 342,515 68,453 107,761 17,125 248,598 - 25,070,226 - - - - - 1,274,886 1,274,886 - - - - - - 80,503,442 $ 5,859,583 $ 6,218,408 $ 6,616,474 $ 2,284,907 $ 3,342,636 $ 1,468,994 $ 386,224,908 55 'Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents General Fund General Debt Service Fund Electric Fund Water Fund Wastewater Fund Solid Waste Fund Technology Services Fund Materials Management Fund Motor Pool Fund �2) Fleet Management Fund Risk Retention Fund Recreation Fund Aquatic Center Fund Tourist & Convention Fund Emily Fowler Library Fund �3) Police Confiscation Fund TOTAL PROJECTED APPROPRIABLE FUND BALANCES 2006-07 APPROPRIABLE ESTIMATED FUND BALANCE REVENUES 10-1-05 2005-06 9,718,368 451,046 15,1 14,563 9,599,716 14,339,503 4,786,506 315,551 (131,502) 984,737 136,763 440,278 (1,428,365) 209,739 67,228 151,191 $ 54,755,322 $ 71,306,807 10,398,401 160,971,824 36,296,320 23,241,039 14,279,786 6,392,335 5,855,960 4,716,233 5,245,332 1,241,556 1,661,440 1,044,684 142,670 117,939 342,912,326 $ ESTIMATED EXPENDITURES 2005-06 70,274,151 10, 604,221 162,917,407 34,702,387 22,817,181 14,618,361 6,318,053 5,567,735 4,558,706 5,096,888 1,243,475 1,879,167 1,076,255 142,670 98,771 341,915,428 * Estimate as of May 2006 Appropriable fund balance reflects working capital available for appropriation and includes an appropriation of reserves. �2) The Motor Pool Fund is no longer budgeted as an internal service fund. Beginning in FY2006-07 vehicle purchases will be made by each operating fund. (3) The Emily Fowler Fund is being combined with the General Fund in 2006-07. 56 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES PROJECTED APPROPRIABLE FUND BALANCES 2006-07 PROJECTED APPROPRIABLE FUND BALANCE 9-30-06 ADOPTED BUDGETED REVENUES 2006-07 ADOPTED BUDGETED EXPENDITURES 2006-07 PROJECTED APPROPRIABLE FUND BALANCE 9-30-07 $ 10,751,024 $ 77,298,880 $ 76,899,196 $ 11,150,708 245,226 14,775,824 14,775,824 245,226 13,168,980 184,226,431 184,226,431 13,168,980 11,193,649 36,41 1,453 44,749,699 2,855,403 14,763,361 23,651,619 24,049,290 14,365,690 4,447,931 15,580,903 15,733,466 4,295,368 389,833 5,834,918 5,859,583 365,168 156,723 6,218,408 6,218,408 156,723 1,142,264 - - 1,142,264 285,207 6,616,474 6,616,474 285,207 2,577,681 2,278,332 2,284,907 2,571,106 438,359 1,252,072 1,508,727 181,704 (1,646,092) 1,819,325 1,833,909 (1,660,676) 178,168 1,096,918 1,274,886 200 67,228 - - 67,228 170,359 95,042 194,108 71,293 $ 58,329,901 $ 377,156,599 $ 386,224,908 $ 49,261,592 57 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES POSITION SUMMARY 2006-07 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Community Services Programs 182.97 172.27 172.27 177.35 Public Safety Programs 383.73 390.98 391.98 398.98 Transportation Programs 81.50 41.00 41.00 42.00 Downtown Programs 7.00 5.00 5.00 5.00 Administrative Programs 91.50 76.50 76.50 71.50 TOTAL GENERAL FUND 746.70 685.75 686.75 694.83 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Electric Fund 110.50 110.00 110.50 112.00 Water Fund 130.00 161.50 161.75 164.25 Wastewater Fund 83.22 84.12 83.12 82.87 Solid Waste Fund 82.50 82.00 86.50 87.00 Technology Services Fund 29.75 26.00 26.05 24.50 Materials Management Fund 14.00 12.50 12.50 12.50 Fleet Managment Fund 16.00 16.00 17.00 17.00 Risk Retention (') - - - 5.00 Recreation Fund 25.12 26.79 26.79 22.93 Aquatic Center Fund 33.03 33.29 33.29 33.29 TOTAL OTHER FUNDS 524.12 552.20 557.50 561.34 TOTAL ALL FUNDS 1,270.82 1,237.95 1,244.25 1,256.17 * Estimate as of May 2006 Risk Retention is newly budgeted fund for FY2006-07. Five positions were moved from General Fund to Risk Retention. 58 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES °,,,,raf1111j11111Ni 101P181�,, 59 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Ad Valorem Taxes $ 17,940,478 $ 21,138,614 $ 21,154,096 $ 24,941,675 Sales Tax 18,998,057 19,398,878 19,398,878 20,396,350 Franchise Agreements 4,936,660 5,326,889 5,285,261 5,304,677 Total Other Taxes 241,338 243,734 243,734 250,796 Service Fees 5,519,641 3,433,366 3,077,728 3,907,596 Fines and Fees 3,959,478 4,248,800 4,346,662 4,343,843 Licenses and Permits 1,235,339 1,504,746 1,474,968 1,492,680 Miscellaneous Revenues 1,624,092 1,440,420 1,249,693 1,067,761 Transfers 13,930,027 13,407,147 15,075,787 15,593,502 TOTAL REVENUES $ 68,385,110 $ 70,142,594 $ 71,306,807 $ 77,298,880 Use of Reserves - 279,317 - - TOTAL RESOURCES $ 68,385,110 $ 70,421,911 $ 71,306,807 $ 77,298,880 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 48,889,205 $ 48,998,560 $ 48,998,560 $ 53,177,631 Materials & Supplies 1,295,323 1,41 1,484 1,41 1,484 1,885,511 Maintenance & Repairs 1,959,483 2,199,598 2,199,598 3,995,025 Insurance 998,983 1,008,758 1,008,758 730,977 Miscellaneous 569,065 408,312 408,312 433,902 Operations 8,572,687 10,815,399 10,667,639 10,385,606 Transfers 5,455,754 5,264,407 5,264,407 5,173,684 Fixed Assets 341,958 315,393 315,393 1,1 16,860 TOTAL EXPENDITURES $ 68,082,458 $ 70,421,911 $ 70,274,151 $ 76,899,196 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 55.50 50.00 50.00 50.00 Office/Clerical 81.75 73.75 72.75 72.75 Technical/Paraprofessional 152.50 127.00 127.00 133.00 Professional 96.50 76.50 77.50 73.50 Management/Supervision 54.00 47.00 47.00 44.00 Sworn Public Safety 287.00 293.00 295.00 300.00 Temporary/Seasonal 19.45 18.50 18.50 21.58 TOTAL PERSONNEL 746.70 685.75 687.75 694.83 * Estimate as of May 2006 60 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents GENERAL FUND RESOURCES & EXPENDITURES RESOURCES $77,298,880 Licenses and Miscellaneous Permits Revenue Return on Fines and Fees Investment 5.8% 2.2% 2.2% 2.0% Sales Tax ������ ������ �Il���lli� \_Ad Valorem Taxes 27.6% 30.2% Miscellc 0.6 Insurance 1.0% Maintenanc Repair 5.2% Materic 2.5% EXPENDITURES $76,899,196 Fixed Assets Transfers 1.3% Personal Services 69.1 61 "Dedicated to Qualify Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents GENERAL DEBT SERVICE FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Ad Valorem Taxes $ 8,700,451 $ 8,566,758 $ 8,566,758 $ 9,732,726 Transfers In 1,589,383 1,831,643 1,831,643 5,043,098 TOTAL REVENUES $ 10,289,834 $ 10,398,401 $ 10,398,401 $ 14,775,824 Use of Reserves - 231,026 205,820 - TOTAL RESOURCES $ 10,289,834 $ 10,629,427 $ 10,604,221 $ 14,775,824 EXPENDITURES Debt Service Paying Agent Fees TOTAL EXPENDITURES * Estimate as of May 2006 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 10,185,283 $ 10,609,427 $ 10,604,221 $ 14,775,824 - 20,000 - - $ 10,185,283 $ 10,629,427 $ 10,604,221 $ 14,775,824 62 "Dedicated to Qualify Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ESTIMATED AD VALOREM TAX COLLECTIONS & DISTRIBUTION 2006-07 Assessed Valuation for 2005 Gain in Value Net Assessed Valuation for 2006 Tax Rate Per $100 Valuation Estimated Collections TOTALREVENUE DISTRIBUTION TAX RATE PER $100 2005-06 2006-07 $ 4,789,376,811 651,852,098 $ 5,441,228,909 x 0.62652 $ 34,090,387 x 100.00% $ 34,090,387 2006-07 REVENUE PERCENT General Fund $ 0.42928 $ 0.44765 $ 24,357,661 71.45% General Debt Service Fund 0.17887 0.17887 9,732,726 28.55% TOTAL $ 0.60815 $ 0.62652 $ 34,090,387 100.00% 63 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES ELECTRIC FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Operating Revenues $ 130,062,693 $ 126,352,824 $ 158,550,600 $ 134,579,201 Non -Operating Revenues 2,066,408 2,421,224 2,421,224 2,899,030 Use of Reserves 930,241 44,441,978 48,693,783 46,748,200 TOTAL RESOURCES $ 133,059,342 $ 173,216,026 $ 209,665,607 $ 184,226,431 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Fuel & Purchased Power $ 103,375,311 $ 103,312,756 $ 128,955,686 $ 103,722,989 Operation & Maintenance 14,074,656 15,339,472 16,324,643 17,346,426 Payments in Lieu of Taxes 7,923,1 1 1 7,781,706 9,309,150 9,017,957 Non -Operating Expenditures 7,686,264 9,140,134 8,327,928 8,662,964 Use of Reserves - 37,641,958 - 45,476,095 TOTAL EXPENDITURES $ 133,059,342 $ 173,216,026 $ 162,917,407 $ 184,226,431 Excess Resources or (Over) Expenditures $ - $ - $ 46,748,200 $ - PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 3.00 3.50 3.00 2.50 Office/Clerical 9.00 8.00 8.00 8.00 Technical/Paraprofessional 76.00 76.00 76.00 77.00 Professional 10.00 10.00 11.00 12.00 Management/Supervision 12.00 12.00 12.00 12.00 Temporary/Seasonal 0.50 0.50 0.50 0.50 TOTAL PERSONNEL 110.50 110.00 110.50 112.00 This format of this budget is being used to provide financial information in a manner that is commensurate to what is publicly available from other municipal utilities and investor -owned utilities operating in Texas. * Estimate as of May 2006 64 "Dedicated to Qualify Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ELECTRIC FUND RESOURCES & EXPENDITURES Use of Reserves 25.4% Non -Operating Revenues 1.6% Use of Rese 24.7% Non -Operating Expenditures 4.7% Payments in I of Taxes 4.9% RESOURCES $184,226,431 EXPENDITURES $184,226,431 Operation & Maintenance 9.4% perating .avenues 73.0% irchased ver 3% 65 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES WATER FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Interest Operating/Non-Operating Water Sales Residential Water Sales Commercial Water for Resale Other Water Engineering Fees & Permits Engineering Charges Cost of Service - General Fund Cost of Service - Electric Fund Cost of Service - Wastewater Fund Cost of Service - Solid Waste Fund Impact Fee Revenues TOTAL REVENUES Use of Reserves TOTAL RESOURCES $ 1,418,413 $ 820,000 $ 1,109,960 $ 950,267 9,793,493 10,568,551 11,163,069 11,501,958 9,836,326 11,263,537 11,493,826 11,753,382 719,593 326,099 737,688 410,123 1,061,092 484,179 760,207 669,133 - 363,383 733,575 578,872 - 1,724,300 1,551,225 1,929,044 183,114 598,827 451,846 430,933 1,901,813 2,183,360 2,183,361 2,180,972 902,590 1,179,913 1,129,470 954,198 1,014,409 982,093 982,093 952,571 5,800,000 4,700,000 4,000,000 4,100,000 $ 32,630,843 $ 35,194,242 $ 36,296,320 $ 36,41 1,453 - 3,692,000 250,000 8,620,000 $ 32,630,843 $ 38,886,242 $ 36,546,320 $ 45,031,453 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Water Administration $ 1,182,016 $ 1,725,983 $ 1,554,707 $ 2,040,873 Water Production 5,440,204 5,652,750 5,021,928 10,588,606 Water Distribution 4,012,302 6,363,894 3,797,439 7,359,945 Water Metering 1,324,857 1,701,106 1,524,381 1,591,935 Water Engineering - 2,707,378 2,582,071 2,811,402 Water Laboratory 261,876 321,170 304,406 327,481 Utilities Administration 857,155 942,941 872,649 1,046,296 Customer Service 3,531,865 3,967,783 3,837,591 3,641,884 Safety & Training 321,796 414,607 386,791 430,061 Miscellaneous 14,832,268 14,738,486 14,820,424 14,91 1,216 TOTAL EXPENDITURES $ 31,764,339 $ 38,536,098 $ 34,702,387 $ 44,749,699 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 20.00 20.50 20.50 20.50 Office/Clerical 31.00 31.00 31.00 32.00 Technical/Paraprofessional 50.75 72.75 72.75 73.75 Professional 11.25 15.25 15.50 16.00 Management/Supervision 13.50 18.50 18.50 18.50 Temporary/Seasonal 3.50 3.50 3.50 3.50 TOTAL PERSONNEL 130.00 161.50 161.75 164.25 Funding for the General Fund supported Engineering functions are budgeted in the Water Fund. * Estimate as of May 2006 66 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAMOFSERVICES WATER FUND EXPENDITURES BY CLASSIFICATION 2006-07 EXPENDITURE SUMMARY 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Purchased Power 1,443,218 1,756,982 1,958,696 2,044,293 Personal Services 6,606,664 9,622,715 9,125,880 9,750,522 Materials & Supplies 1,096,891 1,402,618 1,331,059 1,628,054 Maintenance & Repair 710,470 1,016,741 1,006,607 1,146,071 Insurance 406,632 421,887 421,885 332,512 Return on Investment 731,109 789,238 843,635 849,825 Franchise Fee 835,554 901,986 964,154 971,229 Miscellaneous 56,864 49,475 54,021 82,365 Operations 1,768,873 2,798,484 2,387,032 2,530,477 Fixed Assets 97,085 333,353 314,853 307,000 Debt Service 11,835,875 11,501,516 11,501,516 11,494,469 Cost of Service - General Fund 1,002,997 1,229,271 1,229,271 1,360,217 Cost of Service - Engineering - - 80,083 63,783 Transfer to Electric Fund 292,785 373,634 429,497 422,262 Transfer to Wastewater Fund 244,543 246,988 300,988 249,458 Cost of Service - Fleet Services - - - 25,869 Cost of Service - Technology Services 686,361 763,739 763,739 719,684 Cost of Service - Risk Retention Fund 109,863 - - 109,863 Cost of Service - Materials Management - 51,696 51,696 60,395 Transfer to Capital Projects 3,838,555 5,275,775 1,937,775 10,601,351 TOTAL EXPENDITURES $ 31,764,339 $ 38,536,098 $ 34,702,387 $ 44,749,699 WATER EXPENDITURES $44,749,699 Fixed Assets 0.7% Operations 5.7% Miscellaneous 0.2% Franchise Fee 2.2% Return on Investment 1.9% Insurance 0.7% Maintenance & Repair 2.5% * Estimate as of May 2006 Cost of Service Debt Service Transfers 25.7% 1 5.2% Materials & Supplies 3.6% Transfer to Electric Fund 0.9% Transfer to Wastewater Fund 0.6% Transfer to Capital Projects 23.7% Purchased Power 4.6% Personal Services 21.8% 67 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES WASTEWATER FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Interest Operating $ 751,459 $ 409,215 $ 513,211 $ 404,476 Wastewater Residential 6,343,823 6,853,909 7,091,788 7,400,308 Wastewater Commercial 6,897,246 7,602,123 7,851,518 7,932,349 Wastewater Effluent Irrigation 209,933 274,720 255,060 257,520 Wastewater Wholesale 1,162,924 1,246,774 1,212,1 15 1,286,573 Other Wastewater 967,877 826,089 947,829 989,729 Drainage Fees 3,575,482 3,613,735 3,622,530 3,731,206 Transfer In - Other 244,543 246,988 246,988 249,458 Impact Fee Revenues 1,455,000 1,600,000 1,500,000 1,400,000 TOTAL REVENUES $ 21,608,287 $ 22,673,553 $ 23,241,039 $ 23,651,619 Use of Reserves - 1,125,000 - 775,000 TOTAL RESOURCES $ 21,608,287 $ 23,798,553 $ 23,241,039 $ 24,426,619 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater Administration 935,212 1,363,124 1,080,505 1,449,784 Water Reclamation 2,999,594 3,619,652 3,655,452 3,660,226 Wastewater Collection 2,136,051 3,146,643 2,645,963 3,199,970 Beneficial Reuse 967,647 1,046,058 1,079,808 1,143,500 Wastewater Laboratory 395,234 447,080 418,877 445,491 Industrial Pretreatment 456,190 562,851 563,411 596,148 Drainage 1,459,865 1,790,199 1,765,638 1,791,940 Watershed Protection 334,431 423,585 407,353 412,056 Drainage Miscellaneous 1,763,811 1,546,573 1,552,728 1,652,017 Miscellaneous 9,815,947 9,550,336 9,647,446 9,698,158 TOTAL EXPENDITURES $ 21,263,982 $ 23,496,101 $ 22,817,181 $ 24,049,290 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 24.00 24.00 24.00 24.00 Office/Clerical 3.10 4.00 3.00 3.25 Technical/Paraprofessional 38.00 38.00 38.00 38.00 Professional 6.50 6.50 6.50 6.00 Management/Supervision 9.50 9.50 9.50 9.50 Temporary/Seasonal 2.12 2.12 2.12 2.12 TOTAL PERSONNEL 83.22 84.12 83.12 82.87 * Estimate as of May 2006 68 'Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND EXPENDITURES BY CLASSIFICATION 2006-07 EXPENDITURE SUMMARY Purchased Power Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Fixed Assets Return on Investment Franchise Fee Debt Service General Obligation Debt Service Cost of Service - General Fund Cost of Service - Fleet Services Cost of Service - Technology Services Cost of Service - Materials Management Transfer to Electric Fund Cost of Service - Engineering I'I Cost of Service - Utilities Administration I'I Cost of Service - Customer Service I' Cost of Service - Safety & Training I'I Cost of Service - Risk Retention Fund Transfer for Capital Projects TOTAL EXPENDITURES Franchise Fee 2.9% Return on Investment 2.6% Fixed Assets 2.7% Operations_ 15.7% Insurance, Misc. 0.7% 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED 880,197 815,000 882,000 1,040,000 4,377,037 5,203,458 4,978,947 5,050,454 481,918 604,675 605,079 751,346 651,533 900,061 864,286 990,180 215,817 182,395 182,395 115,225 48,624 27,465 27,676 42,795 2,277,550 3,122,540 3,089,408 3,777,525 11,390 711,500 200,000 642,500 668,581 581,728 601,142 618,928 764,087 664,831 687,019 707,346 7,427,655 6,432,162 6,432,162 6,439,202 554,404 631,764 631,764 627,714 911,316 602,806 602,806 614,437 - - - 32,500 208,202 19 7, 013 19 7, 013 150,220 - 51,696 60,471 27,923 158,171 197,889 206,664 220,257 - 147,666 97,223 77,435 224,188 257,721 273,172 205,930 621,699 686,819 702,267 580,519 80,519 87,707 96,482 90,314 57,224 - - 57,224 643,870 1,389,205 1,399,205 1,189,316 $ 21,263,982 $ 23,496,101 $ 22,817,181 $ 24,049,290 WASTEWATER EXPENDITURES $24,049,290 Debt Service 29.4% Maintenance & Repair 4.1 * Estimate as of May 2006 I These divisions are found in the Water Fund. Transfers 13.5% Purchased Power 4.3% Personal Services 21.0% Materials & Supplies 3.1 69 'Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES SOLID WASTE FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Garbage Fees - Residential $ 4,71 1,615 $ 4,660,039 $ 4,945,086 $ 5,137,060 Garbage Fees - Commercial 7,013,497 7,885,500 7,215,000 6,649,320 Landfill Fees 615,760 1,234,158 538,359 1,898,404 Sale of Refuse Bags 15,099 22,000 5,000 - Recycling 1,081,632 1,458,865 1,281,698 1,617,590 Other Revenues 18,082 99,000 99,000 109,000 Interest Income 159,181 82,654 195,643 169,529 TOTAL REVENUES $ 13,614,866 $ 15,442,216 $ 14,279,786 $ 15,580,903 Use of Reserves 435,221 540,000 338,575 300,000 TOTAL RESOURCES $ 14,050,087 $ 15,982,216 $ 14,618,361 $ 15,880,903 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Solid Waste Administration $ 676,511 $ 870,480 $ 821,515 $ 832,437 Residential Collection 2,944,517 3,363,197 3,212,561 3,107,801 Commercial Collection 2,579,177 2,590,172 2,460,123 2,647,137 Solid Waste Landfill 1,583,535 2,170,522 1,635,184 2,159,132 Solid Waste Recycling 1,136,052 1,472,285 1,31 1,936 1,586,208 Miscellaneous 5,130,295 5,1 18,951 5,177,042 5,400,751 TOTAL EXPENDITURES $ 14,050,087 $ 15,585,607 $ 14,618,361 $ 15,733,466 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 54.00 50.00 52.00 55.50 Office/Clerical 2.50 3.00 3.00 3.00 Technical/Paraprofessional 17.00 20.00 21.00 19.00 Professional 2.00 1.00 1.00 - Management/Supervision 7.00 8.00 8.00 9.00 Temporary/Seasonal - - - 0.50 TOTAL PERSONNEL ") 82.50 82.00 85.00 87.00 "'The FY2005-06 budgeted FTE amount represents the funded FTEs; total authorized FTEs equals 86.5. * Estimate as of May 2006 70 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents SOLID WASTE FUND EXPENDITURES BY CLASSIFICATION 2006-07 EXPENDITURE SUMMARY Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Debt Service Cost of Service - General Fund Franchise Fee Landfill Closure Cost of Service - Technology Services Other Transfers TOTAL EXPENDITURES Operc 25.1 Miscellanec 0.3% Insurance 1.5% Maintenai Repc 1.7% Materials & Supplies 1.4% 2004-05 2005-06 ACTUAL BUDGET 2005-06 2006-07 ESTIMATE * ADOPTED $ 4,761,509 $ 5,483,356 $ 5,266,830 $ 5,230,455 276,749 507,634 199,903 213,547 176,948 229,459 239,903 269,983 200,247 217,602 217,602 241,400 24,600 35,446 95,675 46,360 3,046,107 3,754,716 3,222,853 4,045,207 2,284,775 2,625,446 2,625,446 2,785,324 632,239 567,937 567,937 616,416 505,857 609,715 592,806 608,459 551,377 150,000 165,000 195,000 208,845 131,587 151,697 160,594 1,380,834 1,272,709 1,272,709 1,320,721 $ 14,050,087 $ 15,585,607 $ 14,618,361 $ 15,733,466 SOLID WASTE EXPENDITURES $15,733,466 Debt Service * Estimate as of May 2006 Cost of Service - (;onor(vl Pi inrl Personal Services 33.3% Frrrnrhise Fee 3.9% Landfill Closure 1.2% Cost of Service - Technology Services 1.0% Other Transfers 8.4% 71 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES TECHNOLOGY SERVICES FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Communication Services Transfer $ 623,763 $ 601,736 $ 601,736 $ 688,877 Cost of Service - General Fund 4,005,050 3,883,698 3,883,698 3,147,728 Cost of Service - Electric Fund 307,852 277,450 277,450 268,595 Cost of Service - Water Fund 683,494 778,840 778,840 719,684 Cost of Service - Wastewater Fund 208,202 180,248 180,248 150,220 Cost of Service - Solid Waste Fund 211,712 164,163 164,163 134,087 Cost of Service - Fleet Management Fund 123,794 79,089 79,089 35,572 Cost of Service - Materials Management 78,005 97,014 97,014 65,525 Cost of Service - Recreation Fund 83,224 20,525 6,738 - Cost of Service - Aquatics Fund - 58,030 51,837 39,375 Cost of Service - Risk Retention - - - 15,752 Transfer from Municipal Court Tech Fund 109,948 100,000 100,000 100,000 Other Revenue 52,609 - 1,522 4,737 Printing Services - - - 289,766 Revenue from Copier Service 167,342 32,318 170,000 175,000 Interest Income 2,408 - - - TOTAL REVENUES $ 6,657,402 $ 6,273,111 $ 6,392,335 $ 5,834,918 Use of Reserves - 46,664 - 24,665 TOTAL RESOURCES $ 6,657,402 $ 6,319,775 $ 6,392,335 $ 5,859,583 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Administration $ 906,390 $ 1,423,569 $ 1,421,847 $ 1,048,290 Telecommunications 935,251 997,409 997,409 1,098,908 Applications Development 990,835 1,210,642 1,210,642 1,271,822 User Support 1,328,875 1,370,916 1,370,916 1,278,491 Public Safety/Projects 677,587 722,991 722,991 697,306 Reprographics 847,796 594,248 594,248 464,766 TOTAL EXPENDITURES $ 5,686,734 $ 6,319,775 $ 6,318,053 $ 5,859,583 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 2.00 2.00 2.00 1.00 Technical/Paraprofessional 12.75 8.00 8.00 8.00 Professional 8.00 8.00 8.00 7.00 Management/Supervision 7.00 8.00 8.00 8.00 Temporary/Seasonal - - - 0.50 TOTAL PERSONNEL 29.75 26.00 26.00 24.50 * Estimate as of May 2006 72 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES EXPENDITURE SUMMARY Personal Services Materials & Supplies Maintenance & Repairs Insurance Miscellaneous Operations Debt Payment Transfers Fixed Assets TOTAL EXPENDITURES InsurancE 0.3% Maintenance & Repairs 24.1 % Materi( Supp — 4.7% TECHNOLOGY SERVICES FUND EXPENDITURES BY CLASSIFICATION 2006-07 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 2,097,347 $ 2,048,951 $ 1,976,958 $ 2,028,127 426,458 281,576 282,076 274,184 1,053,670 1,346,455 1,372,264 1,41 1,021 28,790 34,610 8,801 19,161 - - 301,169 - 1,792,908 1,648,651 2,154,741 1,533,166 173,742 698,309 176,588 248,709 113,819 251,223 35,456 342,515 - 10,000 10,000 2,700 $ 5,686,734 $ 6,319,775 $ 6,318,053 $ 5,859,583 TECHNOLOGY SERVICES EXPENDITURES $5,859,583 Operations 26.2% ,54.67o 'ayment .2% ransfers 5.8% Fixed Assets 0.1% es 73 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES MATERIALS MANAGEMENT FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Sale of Scrap $ 4,785 $ 14,630 $ 8,000 $ 10,000 Rental of Property 12,989 2,760 2,760 2,760 Outside Sales 835 6,000 - - Postage Sales 81,195 103,140 105,200 107,400 Cost of Service - General Fund 447,000 498,228 498,228 289,229 Cost of Service - Electric Fund - 102,876 102,876 92,018 Cost of Service - Water Fund - 51,696 51,696 60,395 Cost of Service - Wastewater Fund - 51,696 51,696 27,923 Cost of Service - Solid Waste Fund - 33,138 33,138 38,494 Cost of Service - Other Funds - 44,366 44,366 125,352 Miscellaneous Revenue 360,794 - 28,000 10,873 Warehouse Sales 4,703,393 5,660,300 4,930,000 5,453,964 TOTAL REVENUES $ 5,610,991 $ 6,568,830 $ 5,855,960 $ 6,218,408 Use of Reserves - - - - TOTAL RESOURCES $ 5,610,991 $ 6,568,830 $ 5,855,960 $ 6,218,408 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 807,009 $ 785,680 $ 767,557 $ 819,127 Materials & Supplies 148,334 177,450 26,425 175,760 Inventory Cost 4,229,211 5,000,000 4,521,700 5,000,000 Maintenance & Repair 11,007 17,770 18,200 19,843 Insurance 17,309 17,691 1,288 9,895 Miscellaneous 922 1,020 80,846 1,025 Operations 62,646 78,949 48,679 75,626 Debt Service 25,622 48,679 103,040 48,679 Transfers 78,597 103,040 - 68,453 Fixed Assets - - - - TOTAL EXPENDITURES $ 5,380,657 $ 6,230,279 $ 5,567,735 $ 6,218,408 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 5.00 4.50 4.50 4.50 Office/Clerical 2.00 1.00 1.00 1.00 Technical/Paraprofessional 2.00 3.00 3.00 3.00 Professional 3.00 2.00 2.00 2.00 Management/Supervision 2.00 2.00 2.00 2.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 14.00 12.50 12.50 12.50 * Estimate as of May 2006 74 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES MOTOR POOL FUND(') RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 ACTUAL BUDGET Motor Pool Loan Payments Motor Pool Replacement Payments Auction Sales Interest Income Miscellaneous Income TOTAL REVENUES Use of Reserves TOTAL RESOURCES EXPENDITURES Materials & Supplies Maintenance & Repair Miscellaneous Operations Debt Service Cost of Service - Fleet Management Fund Cost of Service - General Fund Cost of Service - Materials Management Fixed Assets TOTAL EXPENDITURES 2005-06 2006-07 ESTIMATE * ADOPTED $ 1,836,800 $ 1,713,417 $ 1,720,000 $ - 1,972,578 1,770,806 1,780,000 - - 200,000 400,000 - 273,199 232,000 391,233 - 249,925 642,483 425,000 - $ 4,332,502 $ 4,558,706 $ 4,716,233 $ - $ 4,332,502 $ 4,558,706 $ 4,716,233 $ 2004-05 ACTUAL 2005-06 BUDGET 2005-06 2006-07 ESTIMATE * ADOPTED $ 1,335 $ - $ - $ - 38,481 - - - 64,856 - - - 153,056 - - - 528,685 466,362 799,380 - 465,275 294,494 294,494 - - 23,517 23,517 - - 9,442 9,442 - 1,228,988 3,764,891 3,431,873 - $ 2,480,676 $ 4,558,706 $ 4,558,706 $ * Estimate as of May 2006 The Motor Pool Fund is no longer budgeted as an internal service fund. Beginning in FY2006-07 vehicle purchases will be made by each operating fund. 75 "Dedicated to Qualify Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents FLEET MANAGEMENT FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES Fuel Sales - City Vehicle Maintenance - General Fund Vehicle Maintenance - Utility Funds Transfer from Motor Pool Fund TOTAL REVENUES Use of Reserves TOTAL RESOURCES 2004-05 ACTUAL $ 1,414,954 $ 857,981 1,677,339 294,494 2005-06 2005-06 BUDGET ESTIMATE 1,666,800 $ 2,106,840 $ 828,000 843,998 1,573,015 2,000,000 294,494 294,494 2006-07 ADOPTED 3,543,463 1,944,567 1,128,444 $ 4,244,768 $ 4,362,309 $ 5,245,332 $ 6,616,474 - 734,579 - - $ 4,244,768 $ 5,096,888 $ 5,245,332 $ 6,616,474 EXPENDITURE SUMMARY 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 932,290 $ 977,249 $ 977,249 $ 1,108,520 Materials & Supplies 26,503 40,200 40,200 41,810 Inventory 2,417,378 2,064,000 2,064,000 3,272,230 Maintenance & Repair 13,618 9,000 9,000 85,000 Insurance 40,544 36,552 36,552 20,373 Operations 140,081 1,496,265 1,496,265 1,796,353 Debt Service 113,020 196,073 196,073 184,427 Transfers 337,020 277,549 277,549 107,761 Fixed Assets - - - - TOTAL EXPENDITURES $ 4,020,454 $ 5,096,888 $ 5,096,888 $ 6,616,474 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 3.00 2.00 2.00 2.00 Office/Clerical - - - - Technical/Paraprofessional 9.00 10.00 11.00 11.00 Professional 1.00 1.00 1.00 1.00 Management/Supervision 3.00 3.00 3.00 3.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 16.00 16.00 17.00 17.00 * Estimate as of May 2006 76 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES RISK RETENTION FUND(') RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Commercial Insurance $ - $ - $ - $ 633,654 Self Insurance - - - 1,069,678 Worker's Compensation - - - 575,000 TOTAL REVENUES $ - $ - $ - $ 2,278,332 Use of Reserves - - - 6,575 TOTAL RESOURCES $ - $ - $ - $ 2,284,907 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ - $ - $ - $ 365,052 Materials & Supplies - - - 8,262 Maintenance & Repair - - - 125,000 Insurance - - - 1,195,195 Miscellaneous - - - 326,000 Operations - - - 248,273 Cost of Service - Tech Services - - - 17,125 TOTAL EXPENDITURES $ - $ - $ - $ 2,284,907 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - 1.00 Technical/Paraprofessional - - - - Professional - - - 3.00 Management/Supervision - - - 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL - - - 5.00 * Estimate as of May 2006 Risk Retention is a newly budgeted fund for FY2006-07. 77 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRA M OF SERVICES RECREATION FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Special Projects $ 4,983 $ 12,380 $ 8,000 $ 7,864 Marketing 27,649 30,879 28,500 28,059 Civic Center 4,630 19,748 15,298 12,340 Denia Recreation Center 106,963 133,658 118,000 115,458 North Lakes Recreation Center 205,742 198,327 198,327 234,645 Senior Center 36,785 35,948 35,790 35,564 Children's Programs 299,638 440,242 440,242 396,046 Goldfield Tennis Center 57,838 65,650 59,565 64,213 Civic Center Pool 65,785 124,581 79,000 51,359 Therapeutics 1,773 5,155 2,000 - Martin Luther King Jr. Recreation Center 75,711 94,444 94,444 74,561 McMath Gymnasium 35,217 26,554 29,000 35,472 Athletics 110,953 112,545 112,545 174,300 Golf 5,602 13,028 8,845 12,191 Miscellaneous Income 1,126 - - - Interest Income 10,485 4,000 12,000 10,000 TOTAL REVENUES $ 1,050,880 $ 1,317,139 $ 1,241,556 $ 1,252,072 Use of Reserves - - 1,919 256,655 TOTAL RESOURCES $ 1,050,880 $ 1,317,139 $ 1,243,475 $ 1,508,727 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 369,393 $ 579,279 $ 546,314 $ 500,499 Materials & Supplies 230,397 329,614 312,759 494,315 Maintenance & Repair 8,085 14,205 14,205 10,100 Insurance 20,242 18,754 18,754 15,958 Operations 198,070 267,540 250,197 267,148 Cost of Service - General Fund 83,974 105,051 98,550 115,105 Cost of Service - Customer Service 14,500 - - - Cost of Service - Technology Services - - - 2,957 Cost of Service - Materials Management - 2,696 2,696 5,645 Fixed Assets - - - 97,000 TOTAL EXPENDITURES $ 924,661 $ 1,317,139 $ 1,243,475 $ 1,508,727 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional - - - - Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal 24.12 25.79 25.79 21.93 TOTAL PERSONNEL 25.12 26.79 26.79 22.93 * Estimate as of May 2006 78 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES AQUATIC CENTER FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Natatorium $ 255,835 $ 299,700 $ 290,000 $ 295,001 Water Park 552,772 973,253 640,000 665,400 Transfer from General Fund - 350,552 350,552 413,512 DISD Reimbursement 269,216 303,107 380,888 445,412 TOTAL RESOURCES $ 1,077,823 $ 1,926,612 $ 1,661,440 $ 1,819,325 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 874,661 $ 975,362 $ 975,362 $ 935,910 Materials & Supplies 115,433 213,739 213,739 190,298 Maintenance & Repair 37,396 73,079 73,079 61,765 Insurance 54,620 49,705 49,705 38,906 Operations 340,542 410,561 410,561 482,139 Debt Service 125,974 - - - Cost of Service - General Fund 64,705 101,836 101,836 76,235 Cost of Service - Technology Services 83,224 49,098 49,098 42,804 Cost of Service - Materials Management - 5,787 5,787 5,852 TOTAL EXPENDITURES $ 1,696,555 $ 1,879,167 $ 1,879,167 $ 1,833,909 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 2.00 2.00 2.00 2.00 Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional - - - - Management/Supervision 3.00 3.00 3.00 3.00 Temporary/Seasonal 26.03 26.29 26.29 26.29 TOTAL PERSONNEL 33.03 33.29 33.29 33.29 * Estimate as of May 2006 This is a joint project between the City of Denton and the Denton Independent School District. 79 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES TOURIST & CONVENTION FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Hotel Occupancy Tax $ 986,830 $ 957,832 $ 1,044,684 $ 1,096,918 Interest Income - - - - TOTAL REVENUES $ 986,830 $ 957,832 $ 1,044,684 $ 1,096,918 Use of Reserves - 120,923 31,571 177,968 TOTAL RESOURCES $ 986,830 $ 1,078,755 $ 1,076,255 $ 1,274,886 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Convention & Visitors Bureau $ 410,622 $ 556,155 $ 556,155 $ 625,000 North Texas State Fair Association 60,050 60,000 60,000 67,500 Greater Denton Arts Council 108,090 115,000 115,000 125,000 Eligible City Expenses - Civic Center 50,041 16,000 16,000 22,700 Denton Festival Foundation 70,058 75,000 75,000 84,000 Denton Black Chamber of Commerce 12,010 15,800 15,800 18,000 Denton Holiday Festival Association 6,512 8,000 8,000 8,300 Denton Community Theatre 15,012 16,000 16,000 20,000 Denton Air Fair 7,512 11,000 11,000 11,000 Denton Main Street Association 12,010 14,000 14,000 21,000 Denton County Museums 93,077 95,000 95,000 99,250 Denton Firefighter Museum - 6,800 6,800 19,000 Denton County Historical Commission - 15,000 12,500 - Cinco de Mayo 9,007 9,000 9,000 9,000 Juneteenth Committee 9,047 10,000 10,000 11,500 Tejas Storytelling Association 41,034 44,000 44,000 50,000 Historical Park Foundation of Denton County 20,016 - - 17,800 Water Works Park 10,008 12,000 12,000 12,000 Courthouse on the Square - - - 12,000 Denton Public Art Committee - - - 26,326 Music Theater of Denton - - - 4,000 Contingency - - - 11,510 TOTAL EXPENDITURES $ 934,106 $ 1,078,755 $ 1,076,255 $ 1,274,886 * Estimate as of May 2006 80 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES EMILY FOWLER LIBRARY FUND(') RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Emily Fowler Library Revenue $ 151,876 $ 156,737 $ 142,670 $ Use of Reserves - - - - TOTAL RESOURCES $ 151,876 $ 156,737 $ 142,670 $ - EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 2006-07 ESTIMATE * ADOPTED Materials & Supplies $ 28,248 $ 41,756 $ 28,815 $ - Maintenance & Repair 510 5,000 5,000 - Operations 105,222 97,442 93,002 - Transfers 11,654 12,539 11,413 - Fixed Assets 5,108 - 4,440 - TOTAL EXPENDITURES $ 150,742 $ 156,737 $ 142,670 $ - * Estimate as of May 2006 The Emily Fowler Fund is being combined with the General Fund in 2006-07. 81 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES POLICE CONFISCATION FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Seizures $ 81,446 $ 100,000 $ 117,939 $ 95,042 Use of Reserves 46,276 15,500 - 99,066 TOTAL RESOURCES $ 127,722 $ 115,500 $ 117,939 $ 194,108 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Materials & Supplies $ 32,511 $ 35,500 $ 9,438 $ 44,600 Operations 95,211 80,000 89,333 149,508 TOTAL EXPENDITURES $ 127,722 $ 115,500 $ 98,771 $ 194,108 * Estimate as of May 2006 82 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON BOARDS AND COMMISSIONS (City Council Appointed) City Council City Manager Civil Service Commission Economic Development Partnership Board Human Services Advisory Committee Assistant City Manager Animal Shelter Advisory Board Construction Advisory and Appeals Board Community Development Advisory Board Historic Landmark Commission Assistant City Manager Airport Advisory Board Zoning Board of Adjustment Traffic Safety Commission Planning & Zoning Commission Parks & Recreation Board Public Utilities Board 83 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND RESOURCE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 DESCRIPTION ACTUAL BUDGET ESTIMATE * ADOPTED Current Year Ad Valorem $ 17,315,788 $ 20,559,837 $ 20,559,837 $ 24,357,661 Economic Development Agreements - (91,223) (62,459) (65,000) Delinquent Ad Valorem 279,194 330,000 275,000 249,331 Current Year - Penalties and Interest 137,962 140,000 143,919 155,432 Prior Year - Penalties and Interest 110,256 100,000 102,799 1 1 1,023 Rendition Penalties - - 10,000 - Tax Collection Fees 97,278 100,000 125,000 133,228 Ad Valorem Taxes $ 17,940,478 $ 21,138,614 $ 21,154,096 $ 24,941,675 Sales Tax $ 18,998,057 $ 19,398,878 $ 19,398,878 $ 20,396,350 Sales Tax $ 18,998,057 $ 19,398,878 $ 19,398,878 $ 20,396,350 Franchise - Atmos Gas $ 913,402 $ 1,181,172 $ 1,200,000 $ 1,260,000 Franchise - Charter Communications 552,742 674,730 553,280 509,018 Franchise - CoSery Electric 134,874 89,387 136,296 139,022 Franchise - TXU Electric 51,229 84,246 84,246 85,931 Franchise - CoSery Gas 53,658 42,597 79,360 83,328 Franchise - Miscellaneous Cable 15,897 2,940 8,000 8,000 ROW - DISD FIBER 25,000 - 25,000 25,000 Franchise - Verizon 931,370 945,000 831,600 790,020 Franchise - Telecommunications 152,990 130,000 123,500 117,325 Franchise - DMU Water (') 835,554 901,986 964,154 971,229 Franchise - DMU Wastewater 764,087 664,831 687,019 707,346 Franchise - Solid Waste 505,857 610,000 592,806 608,458 Franchise Agreements $ 4,936,660 $ 5,326,889 $ 5,285,261 $ 5,304,677 Mixed Beverage Tax $ 215,872 $ 218,764 $ 218,764 $ 225,327 Bingo Tax 25,466 24,970 24,970 25,469 Other Taxes $ 241,338 $ 243,734 $ 243,734 $ 250,796 * Estimate as of May 2006 Denton Municipal Utilities 84 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents GENERAL FUND RESOURCE SUMMARY 2006-07 DESCRIPTION Community Building Rentals Ambulance Service Fees Hazardous Materials Billing Fire Inspections Restaurant Inspections Swimming Pool Inspections Re -inspection Fees Electrical Inspections Plumbing Inspections Overtime Inspections Right -of -Way Inspection Fees Public Works Inspection Fees Library Non -Resident Fees Recreation Center Identification Card Recreational Program Fees Athletic Program Fees Charges to Bond Fund Engineering Print Revenue Civic Center Swimming Pool Cemetery Fees Airport Fees Traffic Impact Analysis Review Fees Development Fees Sale of Documents Plan Review Fees Development Postage Traffic/Police Reports Street Cut Reimbursements Animal Carcass Pick -Ups Service Fees 2004-05 2005-06 ACTUAL BUDGET 2005-06 2006-07 ESTIMATE * ADOPTED $ 81,703 $ 113,665 $ 98,605 $ 139,090 1,381,823 1,175,000 1,300,000 1,709,400 39 2,000 500 500 78,550 85,000 85,000 87,975 173,200 203,500 203,500 210,623 19,690 21,000 21,000 21,735 14,953 10,000 15,000 15,525 22,368 22,516 22,516 23,304 57,156 61,000 61,000 63,135 7,000 - - - 61,492 - - - 390,434 - - - 6,200 118,250 40,000 40,800 - - - 30,500 66,603 66,055 63,855 - 39,629 58,000 58,000 58,000 2,277,746 557,355 220,735 508,035 1,998 2,000 2,000 2,000 - - - 47,975 13,640 10,500 10,500 10,000 284,436 282,025 254,349 298,799 500 3,000 2,700 4,400 162,866 200,000 171,000 210,000 2,245 1,000 750 750 161,443 190,000 190,000 196,650 8,354 10,500 8,718 11,000 33,215 35,000 36,000 36,400 166,763 200,000 210,000 175,000 5,595 6,000 2,000 6,000 $ 5,519,641 $ 3,433,366 $ 3,077,728 $ 3,907,596 * Estimate as of May 2006 Revenue associated with the Engineering Department which has been transferred from General Fund to the Water Fund. 85 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND RESOURCE SUMMARY 2006-07 DESCRIPTION 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Warrant Fees $ 236,325 $ 236,000 $ 285,000 $ 271,226 Juvenile Case Manager Fees 2,386 130,000 130,000 115,140 Library Fines & Fees - - - 145,000 Animal Pound Fees 95,566 100,000 140,000 140,000 Animal Services Fines 20,470 13,000 27,500 26,439 Auto Pound Fees 33,525 136,800 94,950 - Mowing Charges 2,788 3,000 2,500 3,060 Police Escort & Guard Fees 14,200 15,000 13,000 15,000 Civil Fines 52,600 48,000 25,000 30,000 Arrest Fees 135,502 136,000 160,000 140,000 Inspection Fines & Fees 13,552 12,000 9,100 9,100 Fire Department Fines 11,445 12,000 12,000 12,000 School Crossing Fines 6,356 6,000 8,000 7,000 Denton Municipal Fines 1,674,051 1,720,000 1,920,000 1,920,000 LINT Police Fines 199,251 200,000 209,731 216,023 TWU Police Fines 11,624 14,000 13,863 13,000 Parking Fines 64,185 75,000 72,389 71,655 Uniform Traffic Fees 65,203 68,000 69,629 67,000 False Alarm Fees 54,530 75,000 9,000 12,300 Court Cost Service Fees 186,806 195,000 195,000 198,900 Court Administration Fees 1,079,113 1,054,000 950,000 931,000 Fines and Fees $ 3,959,478 $ 4,248,800 $ 4,346,662 $ 4,343,843 * Estimate as of May 2006 The Emily Fowler Fund is being combined with the General Fund in 2006-07. 86 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND RESOURCE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 DESCRIPTION ACTUAL BUDGET ESTIMATE * ADOPTED Food Handler Permits Zoning Permits Loading Zones Parking Lot Permits Moving Permits Demolition Permits Pool, Spa, Hot Tub Permits Building Permits Electrical & Plumbing Licenses Curb Cut Permits Mobile Home Park Licenses Sign Permits Fence Permits Mechanical Permits Certificate of Occupancy Fees Variance Fees Landscape Fees Temporary Gas Permits Park Vendor Fees Beer & Wine Permits CPR Training Tax Certificates Tax Roll Processing Licenses and Permits $ 48,242 $ 71,500 $ 71,500 $ 74,003 47,806 135,000 120,159 88,200 2,640 2,782 - - 5,600 - - - 855 400 840 414 5,455 2,155 2,155 2,230 7,050 7,204 7,204 7,456 911,921 1,100,000 1,100,000 1,138,500 29,045 28,000 28,000 28,980 1,356 1,500 1,500 1,553 10,951 12,500 12,500 12,500 29,825 28,000 28,000 28,980 20,575 20,000 16,000 20,000 16,788 14,460 14,460 14,966 63,717 40,000 40,000 41,400 2,500 2,000 2,000 2,070 1,562 4,000 2,000 2,000 2,520 3,150 3,150 3,260 4,538 10,000 5,000 5,000 9,848 10,500 10,500 10,868 705 2,000 - - 2,640 1,515 1,500 1,500 9,200 8,080 8,500 8,800 $ 1,235,339 $ 1,504,746 $ 1,474,968 $ 1,492,680 * Estimate as of May 2006 Revenue associated with the Engineering Department which has been transferred from General Fund to the Water Fund. 87 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND RESOURCE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 DESCRIPTION ACTUAL BUDGET ESTIMATE * ADOPTED Interest Income County Contribution - Library County Vehicle Registration Fee County Contribution - Ambulance Service Small Cities Contribution - Ambulance DISD Contribution - School Resource Officer State - Signal Reimbursement Contract -Denton Independent School District Williams Square Parking Fees Miscellaneous Revenues Recovery of Prior -Year Expenditures City Hall East Lease Revenues Library Rental Revenue Mowing Administration Fees Mowing Liens Police Phone Commissions Miscellaneous Revenues * Estimate as of May 2006 $ 611,902 $ 515,000 $ 515,000 $ 550,000 126,501 - - - 68,990 85,000 85,000 86,700 221,910 240,000 260,000 175,000 95,796 53,000 106,000 - - - - 35,400 16,062 16,062 16,062 16,062 100,000 75,000 75,000 50,000 14,805 15,637 15,637 15,950 210,750 277,117 11,990 12,410 20,112 20,000 20,000 20,000 90,387 98,604 98,604 57,519 4,165 4,000 6,000 6,000 4,560 6,000 6,000 6,120 17,856 15,000 15,000 16,500 20,296 20,000 19,400 20,100 $ 1,624,092 $ 1,440,420 $ 1,249,693 $ 1,067,761 88 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND RESOURCE SUMMARY 2006-07 DESCRIPTION 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Return on Investment - Water $ 731,109 $ 789,238 $ 843,635 $ 849,825 Return on Investment - Wastewater 668,581 581,728 601,142 618,928 Payment in Lieu of Taxes 7,914,133 7,683,342 9,309,150 9,017,957 Cost of Service Transfer - Electric Fund 1,1 19,863 977,821 977,821 883,890 Cost of Service Transfer - Water Fund 1,002,997 1,229,270 1,229,270 1,362,176 Cost of Service Transfer - Solid Waste Fund 616,810 591,187 591,187 624,926 Cost of Service Transfer - Wastewater Fund 904,963 603,062 603,062 612,477 Cost of Service Transfer - Motor Pool Fund 21,163 23,517 23,517 - Cost of Service Transfer - Fleet Management 202,342 141,203 141,203 144,027 Cost of Service Transfer - Risk Retention Fund 454,219 481,437 481,437 - Cost of Service Transfer - Emily Fowler Fund 11,654 12,236 11,413 - Cost of Service Transfer - Recreation Fund 83,972 103,307 98,550 116,922 Cost of Service Transfer - Aquatic Fund 64,705 99,799 74,400 79,842 Cost of Service Transfer - Court Security 82,478 90,000 90,000 90,000 Cost of Service Transfer - Other 51,038 - - - Transfer - Motor Pool Replacement fundsM - - - 1,125,304 Transfer - Emily Fowler (2) - - - 67,228 Transfers $ 13,930,027 $ 13,407,147 $ 15,075,787 $ 15,593,502 TOTAL REVENUES $ 68,385,110 $ 70,142,594 $ 71,306,807 $ 77,298,880 Use of Fund Balance - 279,317 - - TOTAL RESOURCES $ 68,385,1 10 $ 70,421,911 $ 71,306,807 $ 77,298,880 * Estimate as of May 2006 The Motor Pool Fund transfer includes a one-time allocation of accumulated vehicle replacement funds. �2) The Emily Fowler Fund is combined with the General Fund for FY2006-07. The transfer amount represents the projected ending Emily Fowler fund balance. 89 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 90 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND OF TOTAL REVENUE BY SOURCE 60% 50% 40% 30% 20% 10% 0% �, o o,� q°•`,� qq��q ggq�o OO��o o�•`,O OO��o OO��o OO��o ���' Ob' � ti ti ti ti ti tip D Other Revenue II Tax Revenue 91 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 GENERAL FUND REVENUE BY SOURCE 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 (Act.) (Act.) (Act.) (Act.) (Act.) (Act.) (Act.) (Act.) (Est.) (Bud.) AD VALOREM TAX ■ SALES TAX ❑ FRANCHISE AGREEMENTS ❑ OTHER TAXES ❑ SERVICE FEES E3 FINES & FEES IM LICENSES & PERMITS ❑ MISCELLANEOUS REVENUES E3 TRANSFERS 92 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents GENERAL FUND REVENUE 2006-07 MAJOR REVENUE SUMMARY 1. Ad Valorem Tax The 2006-07 total certified appraised value for the City of Denton is $5,441,228,909, which is an increase of 13.61 % over the prior year's certified value and 12.02% over the 2005-06 final value including supplements. The City Council voted to increase the ad valorem tax rate to $0.62652 per $100 valuation. Revenue from ad valorem taxes is expected to increase 17.9% or $3,787,579 from the 2005-06 estimate to FY2006-07 adopted budget. 2. Sales Tax The second largest revenue source in the General Fund is sales tax receipts. The 2006-07 adopted budget assumes a 2.5% increase in sales tax receipts that is based on the current year estimate plus the anticipated reserve level of $500,000. 3. Franchise Agreements Revenue from franchise agreements is budgeted to decrease $22,212, which is a 0.42% decrease over the prior year's budget. The budgeted amount for 2006-07 is based on the services provided by companies holding franchise agreements with the City of Denton. 4. Service Fees Revenue from service -related fees is budgeted to increase $474,230 over the prior year's budget. The significant increase in service fees is largely the increase in ambulance service fees, the result of the outsourcing of the EMS billing function. Other increases in service fee revenue include the addition of the Civic Center Pool to the General Fund, the implementation of a recreation center identification card program and an increase in community building rentals. 5. Fines and Fees Overall, fines and fees are budgeted to increase $95,043 over the prior year's budget. This increase is driven by the transfer of library fines from the Emily Fowler fund into the General Fund in combination with the elimination of auto pound fees as a result of the outsourcing of the auto pound function. 6. Licenses and Permits Revenue from licenses and permits related to development is anticipated to decrease $12,066 over the prior year's budget. The decrease is primarily due to the decrease in zoning permits. 7. Miscellaneous Revenues Miscellaneous revenue is budgeted to decrease by $372,659 over the prior year. This decrease is the result of a decrease in both the county and the small cities ambulance contributions and the loss of other miscellaneous revenues. 8. Transfers Overall, transfers to the General Fund are budgeted to increase by $2,186,355 in 2006-07. Most of the increase is the result of a one-time combination of the Motor Pool Fund accumulated vehicle replacement funds with the General Fund. The remainder of the increase is in administrative transfers from various utility funds. 93 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND EXPENDITURE SUMMARY 2006-07 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED COMMUNITY SERVICES PROGRAMS Building Inspections $ 1,159,900 $ 1,266,414 $ 1,266,414 $ 1,356,598 Code Enforcement 482,631 479,205 479,205 657,309 Library - Administration 14,345 1,102,097 1,102,097 2,202,386 Library - Emily Fowler 310,200 989,055 989,055 908,830 Library - North Branch 2,782,617 1,265,703 1,265,703 1,309,249 Library - South Branch 585,674 587,761 587,761 686,969 Parks - Administration 676,714 757,082 757,082 787,673 Parks - Keep Denton Beautiful 231,675 245,409 245,409 246,042 Parks - Leisure Services 1,991,394 1,896,509 1,896,509 2,043,347 Parks - Maintenance 3,941,745 4,038,458 4,038,458 4,407,541 Planning 1,226,454 1,928,941 1,928,941 2,083,397 Agency Contributions 302,581 184,562 184,562 180,715 $ 13,705,930 $ 14,741,196 $ 14,741,196 $ 16,870,056 PUBLIC SAFETY PROGRAMS Animal Services $ 576,289 $ 580,422 $ 580,422 $ 656,418 Fire Administration 1,705,278 1,392,453 1,392,453 1,582,643 Fire Operations 12,107,684 13,308,473 13,308,473 14,843,218 Fire Prevention 535,421 573,845 573,845 489,218 Municipal Court 965,090 976,317 976,317 1,016,488 Municipal Judge 267,499 272,528 272,528 287,492 Police 16,885,490 19,174,934 19,174,934 19,539,174 $ 33,042,751 $ 36,278,972 $ 36,278,972 $ 38,414,651 TRANSPORTATION PROGRAMS Airport $ 551,443 $ 521,931 $ 521,931 $ 585,257 Streets 3,306,008 3,491,213 3,491,213 4,198,048 Traffic Operations 1,122,738 1,168,718 1,168,718 1,447,338 Street Lighting 799,920 795,000 795,000 880,895 Engineering 3,174,686 - - - $ 8,954,795 $ 5,976,862 $ 5,976,862 $ 7,111,538 DOWNTOWN PROGRAMS Downtown Development $ 267,494 $ 214,620 $ 214,620 $ 215,514 Economic Development 389,693 347,456 347,456 328,070 $ 657,187 $ 562,076 $ 562,076 $ 543,584 The Engineering Department has been transferred from General Fund to the Water Fund. * Estimate as of May 2006 94 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED ADMINISTRATIVE PROGRAMS Accounting $ 1,135,780 $ 1,268,436 $ 1,268,436 $ 1,168,220 Budget and Finance Admin. 689,871 807,854 807,854 722,023 Cable Television 115,303 115,455 115,455 104,834 City Manager's Office 1,029,462 916,216 916,216 916,444 Facilities Management 2,379,367 2,504,315 2,504,315 2,658,297 Human Resources 1,207,712 1,084,106 1,084,106 1,059,267 Internal Audit 135,714 101,241 101,241 102,217 Legal Administration 1,124,870 1,097,555 1,097,555 1,104,029 Public Information Office 511,846 395,710 395,710 489,017 Risk Management 408,915 462,714 462,714 - Tax 204,521 213,900 213,900 217,242 Treasury 400,605 362,542 362,542 364,522 Miscellaneous 2,377,829 3,532,761 3,385,001 5,053,255 $ 11,721,795 $ 12,862,805 $ 12,715,045 $ 13,959,367 TOTAL EXPENDITURES $ 68,082,458 $ 70,421,911 $ 70,274,151 $ 76,899,196 * Estimate as of May 2006 95 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents GENERAL FUND EXPENDITURES BY CLASSIFICATION 2006-07 2004-05 2005-06 2005-06 EXPENDITURES ACTUAL BUDGET ESTIMATE Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES 2006-07 ADOPTED $ 48,889,205 $ 48,998,560 $ 48,998,560 $ 53,177,631 1,295,323 1,41 1,484 1,41 1,484 1,885,511 1,959,483 2,199,598 2,199,598 3,995,025 998,983 1,008,758 1,008,758 730,977 569,065 408,312 408,312 433,902 8,572,687 10,815,399 10,667,639 10,385,606 5,455,754 5,264,407 5,264,407 5,173,684 341,958 315,393 315,393 1,1 16,860 $ 68,082,458 $ 70,421,911 $ 70,274,151 $ 76,899,196 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 55.50 50.00 50.00 50.00 Office/Clerical 81.75 73.75 72.75 72.75 Technical/Paraprofessional 152.50 127.00 127.00 133.00 Professional 96.50 76.50 77.50 73.50 Management/Supervision 54.00 47.00 47.00 44.00 Sworn Public Safety 287.00 293.00 295.00 300.00 Temporary/Seasonal 19.45 18.50 18.50 21.58 TOTAL PERSONNEL 746.70 685.75 687.75 694.83 * Estimate as of May 2006 96 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents GENERAL FUND RESOURCES & EXPENDITURES RESOURCES $77,298,880 Licenses and Miscellaneous Permits Revenue Return on Fines and Fees Investment 5.8% 2.2% 2.2% 2.0% Sales Tax ������ ������ �Il���lli� \_Ad Valorem Taxes 27.6% 30.2% Miscellc 0.6 Insurance 1.0% Maintenanc Repair 5.2% Materic 2.5% EXPENDITURES $76,899,196 Fixed Assets Transfers 1.3% Personal Services 69.1 97 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND POSITION SUMMARY 2006-07 2004-05 2005-06 ACTUAL BUDGET COMMUNITY SERVICES PROGRAMS Building Inspections 17.00 17.00 Code Enforcement 7.00 7.00 Library - Administration - 11.00 Library - Emily Fowler Central 10.00 13.00 Library - North Branch 34.50 16.50 Library - South Branch 8.00 9.00 Parks - Administration 8.00 8.00 Parks - Keep Denton Beautiful 3.00 3.00 Parks - Leisure Services 29.11 26.41 Parks - Maintenance 51.36 44.36 Planning 15.00 17.00 182.97 172.27 PUBLIC SAFETY PROGRAMS Animal Services 8.00 8.00 Fire Administration 1 1.00 8.00 Fire Operations 143.00 146.00 Fire Prevention 6.25 6.25 Municipal Court 14.25 14.25 Municipal Judge 3.00 2.25 Police 198.23 206.23 TRANSPORTATION PROGRAMS Airport Streets Traffic Operations Engineering 2005-06 2006-07 ESTIMATE * ADOPTED 17.00 17.00 7.00 9.00 11.00 12.00 13.00 12.00 16.50 16.50 9.00 9.00 8.00 8.00 3.00 3.00 26.41 29.49 44.36 44.36 17.00 17.00 172.27 177.35 8.00 8.00 8.00 8.00 148.00 148.00 6.25 6.25 14.25 14.25 2.25 2.25 205.23 212.23 383.73 390.98 391.98 398.98 4.50 4.00 4.00 4.00 29.00 27.00 27.00 27.00 9.00 10.00 10.00 11.00 39.00 - - - 81.50 41.00 41.00 42.00 98 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL FUND POSITION SUMMARY 2006-07 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED DOWNTOWN PROGRAMS Economic Development 4.00 3.00 3.00 3.00 Downtown Development 3.00 2.00 2.00 2.00 7.00 5.00 5.00 5.00 ADMINISTRATIVE PROGRAMS Accounting 17.00 15.00 15.00 14.00 Budget and Finance Admin. 7.00 7.00 7.00 7.00 Cable Television 2.00 1.00 1.00 1.00 City Manager's Office 8.00 6.50 6.50 6.50 Facilities Management 15.00 13.00 13.00 13.00 Human Resources 15.00 12.00 12.00 12.00 Internal Audit 1.50 1.00 1.00 1.00 Legal Administration 10.00 7.50 7.50 7.50 Public Information Office 5.00 3.00 3.00 4.00 Tax 2.00 2.00 2.00 2.00 Treasury 4.00 3.50 3.50 3.50 Risk Management 5.00 5.00 5.00 - 91.50 76.50 76.50 71.50 TOTAL 746.70 685.75 686.75 694.83 * Estimate as of May 2005 99 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON GENERAL FUND ORGANIZATIONAL CHART Citizens City Council City Manager Community Services Progra rs Public Safety Progra rs Transportation Progra rs Downtown Programs Administrative Programs Building Inspections Animal Services Arport Economic Development Accounting Code Enforcement Fire Administration Streets Downtown Development Budget and Finance Administration L brary Administration Fire Operations Traffic Operations Cable Television Library E rily Fowler Fire Preventia Street Lighting City Manager's Office Library North Branch Municipal Court Facilities Management Library Sa th Branch Municipal Judge Human Resources Parks Ad rinistration Police eternal Audit Parks Keep Denton Beautiful Legal Administration Parks Leisure Services Public Information Office Parks - Maintenance Risk Management Planning Tax Treasury 100 'Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON COMMUNITY SERVICES 101 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES SUMMARY BY CATEGORY 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Temporary Gas Permits $ 2,520 $ 3,150 $ 3,150 $ 3,260 Food Handler Permits 48,242 71,500 71,500 74,003 Moving Permits 855 400 840 414 Demolition Permits 5,455 2,155 2,155 2,230 Pool, Spa, Hot Tub Permits 7,050 7,204 7,204 7,456 Building Permits 911,921 1,100,000 1,100,000 1,138,500 Electrical and Plumbing Licenses 29,045 28,000 28,000 28,980 Curb Cut Permits 1,356 1,500 1,500 1,553 Mobile Home Park Licenses 10,951 12,500 12,500 12,500 Sign Permits 29,825 28,000 28,000 28,980 Fence Permits 20,575 20,000 16,000 20,000 Mechanical Permits 16,788 14,460 14,460 14,966 Certificates of Occupancy Fees 63,717 40,000 40,000 41,400 Variance Filing Fees 2,500 2,000 2,000 2,070 Landscape Fees 1,562 4,000 2,000 2,000 Beer and Wine Permits 9,848 10,500 10,500 10,868 Restaurant Inspections 173,200 203,500 203,500 210,623 Swimming Pool Inspections 19,690 21,000 21,000 21,735 Re -Inspection Fees 14,953 10,000 15,000 15,525 Electrical Inspections 22,368 22,516 22,516 23,304 Plumbing Inspections 57,156 61,000 61,000 63,135 Plans Review Fees 161,443 190,000 190,000 196,650 Mowing Liens 17,856 15,000 15,000 16,500 Mowing Administration Fees 4,560 6,000 6,000 6,120 Mowing Fines 2,788 3,000 2,500 3,060 Library Fines & Fees - - - 145,000 County Contribution - Library 611,902 - - - Library Non -Resident Fees 390,434 118,250 40,000 40,800 Library Rental Revenue 90,387 4,000 6,000 6,000 Community Building Rentals 81,703 113,665 98,605 139,090 Recreation Center ID Card - - - 30,500 Recreational Program Fees 66,603 66,055 63,855 - Athletic Program Fees 39,629 58,000 58,000 58,000 Park Vendor Fees 4,538 10,000 5,000 5,000 Cemetery Fees 13,640 10,500 10,500 10,000 Zoning Permits 47,806 135,000 120,159 88,200 Development Fees 162,866 200,000 171,000 210,000 Development Postage 8,354 10,500 8,718 11,000 Sale of Documents 2,245 1,000 750 750 General Resources 10,549,599 12,136,841 12,282,284 14,179,884 TOTAL RESOURCES $ 13,705,930 $ 14,741,196 $ 14,741,196 $ 16,870,056 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES * Estimate as of May 2006 $ 9,233,973 $ 10,012,620 $ 10,012,620 $ 10,520,724 475,187 485,742 485,742 623,053 259,307 385,156 385,156 746,602 272,080 240,387 240,387 145,832 228,300 121,250 121,250 122,587 1,726,327 2,154,848 2,154,848 2,600,215 1,184,506 1,048,120 1,048,120 1,015,803 326,250 293,073 293,073 1,095,240 $ 13,705,930 $ 14,741,196 $ 14,741,196 $ 16,870,056 102 'Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES SUMMARY BY DIVISION RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Building Inspections $ 1,61 1,020 $ 1,853,385 $ 1,852,825 $ 1,920,152 Code Enforcement 25,204 24,000 23,500 25,680 Library - Administration - - - 145,000 Library - Emily Fowler - - - - Library - North Branch 1,092,723 122,250 46,000 46,800 Library - South Branch - - - - Parks - Administration - - - - Parks - Keep Denton Beautiful - - - - Parks - Leisure Services 192,473 247,720 225,460 232,590 Parks - Maintenance 13,640 10,500 10,500 10,000 Planning 221,271 346,500 300,627 309,950 Agency Contributions - - - - General Resources 10,549,599 12,136,841 12,282,284 14,179,884 TOTAL RESOURCES $ 13,705,930 $ 14,741,196 $ 14,741,196 $ 16,870,056 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Building Inspections $ 1,159,900 $ 1,266,414 $ 1,266,414 $ 1,356,598 Code Enforcement 482,631 479,205 479,205 657,309 Library - Administration 14,345 1,102,097 1,102,097 2,202,386 Library - Emily Fowler 310,200 989,055 989,055 908,830 Library - North Branch 2,782,617 1,265,703 1,265,703 1,309,249 Library - South Branch 585,674 587,761 587,761 686,969 Parks - Administration 676,714 757,082 757,082 787,673 Parks - Keep Denton Beautiful 231,675 245,409 245,409 246,042 Parks - Leisure Services 1,991,394 1,896,509 1,896,509 2,043,347 Parks - Maintenance 3,941,745 4,038,458 4,038,458 4,407,541 Planning 1,226,454 1,928,941 1,928,941 2,083,397 Agency Contributions 302,581 184,562 184,562 180,715 TOTAL EXPENDITURES $ 13,705,930 $ 14,741,196 $ 14,741,196 $ 16,870,056 * Estimate as of May 2006 103 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES BUILDING INSPECTIONS PROGRAM DESCRIPTION The Building Inspections Division reviews construction documents for compliance with adopted codes and ordinances, issues permits for construction or alteration of structures, and inspects construction projects to ensure compliance with adopted codes and ordinances. The division also inspects food establishments for compliance with adopted regulations, issues food establishment workers cards, and inspects public swimming pools. The division responds to citizen complaints concerning construction projects and minimal housing standards, as well as stagnant water and substandard buildings. MAJOR DIVISION GOALS 1. Track the effectiveness of the new universal permit application. 2. Adopt International Property Maintenance Code. 3. Develop and adopt departmental standard operating procedures. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue to improve customer service. 2. Each inspector / permit tech will obtain at least one additional certification. 3. Implement sub -standard enhancement program. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Perform requested inspection the same day 100% 100% 100% 100% 2. Perform residential plan reviews within 5 days 85% 100% 78% 100% 3. Perform commercial plan reviews within 10 days 90% 100% 92% 100% 4. Complete routine building / health inspections 100% 100% 100% 100% 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Certificate of Occupancy inspections performed within 24 hours of application or as requested 100% 100% 100% 100% 2. Inspectors to inspection requests 1:15 1:15 1:15 1:15 3. Complete assigned inspections 100% 100% 100% 100% 4. Complete plan review within allotted time 88% 85% 95% 100% 104 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES BUILDING INSPECTIONS 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Temporary Gas Permits $ 2,520 $ 3,150 $ 3,150 $ 3,260 Food Handler Permits 48,242 71,500 71,500 74,003 Moving Permits 855 400 840 414 Demolition Permits 5,455 2,155 2,155 2,230 Pool, Spa, Hot Tub Permits 7,050 7,204 7,204 7,456 Building Permits 911,921 1,100,000 1,100,000 1,138,500 Electrical and Plumbing Licenses 29,045 28,000 28,000 28,980 Curb Cut Permits 1,356 1,500 1,500 1,553 Mobile Home Park Licenses 10,951 12,500 12,500 12,500 Sign Permits 29,825 28,000 28,000 28,980 Fence Permits 20,575 20,000 16,000 20,000 Mechanical Permits 16,788 14,460 14,460 14,966 Certificates of Occupancy Fees 63,717 40,000 40,000 41,400 Variance Filing Fees 2,500 2,000 2,000 2,070 Landscape Fees 1,562 4,000 2,000 2,000 Beer and Wine Permits 9,848 10,500 10,500 10,868 Restaurant Inspections 173,200 203,500 203,500 210,623 Swimming Pool Inspections 19,690 21,000 21,000 21,735 Re -Inspection Fees 14,953 10,000 15,000 15,525 Electrical Inspections 22,368 22,516 22,516 23,304 Plumbing Inspections 57,156 61,000 61,000 63,135 Plans Review Fees 161,443 190,000 190,000 196,650 General Resources (451,120) (586,971) (586,411) (563,554) TOTAL RESOURCES $ 1,159,900 $ 1,266,414 $ 1,266,414 $ 1,356,598 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 893,547 $ 1,014,684 $ 1,014,684 $ 1,1 18,802 Materials & Supplies 23,798 35,116 35,116 35,860 Maintenance & Repair 11,811 15,100 15,100 15,100 Insurance 21,928 18,900 18,900 12,836 Operations 96,704 82,783 82,783 78,638 Transfers 1 12,1 12 99,831 99,831 95,362 TOTAL EXPENDITURES $ 1,159,900 $ 1,266,414 $ 1,266,414 $ 1,356,598 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 3.00 2.00 2.00 2.00 Technical/Paraprofessional 11.00 12.00 12.00 12.00 Professional 2.00 2.00 2.00 2.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 17.00 17.00 17.00 17.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 105 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES CODE ENFORCEMENT PROGRAM DESCRIPTION The mission of the Code Enforcement Division is to positively impact the quality of life throughout the community. Code Enforcement is committed to forming practical partnerships with the citizenry, which includes a mutual goal -setting process aimed at addressing public health, physical decay, and environmental issues through the provision of education and information to the public and the enforcement of nuisance ordinances, thereby providing a safer environment for all citizens. MAJOR DIVISION GOALS 1. Increase community awareness of code and environmental regulations. 2. Continue cooperative working relationships with other City departments. 3. Continue to provide prompt and consistent enforcement of regulations. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Perform a comprehensive review of current ordinances and revise as needed, consistent with revisions in state law. 2. Develop new employee training program. 3. Develop and implement a strategy to effectively collet monies on outstanding liens. 4. Develop and implement strategies to effectively address substandard structures/demolitions and multifamily and single-family maintenance inspections. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Notices issued 4,261 5,136 5,768 5,747 2. Violations researched/worked N/A N/A N/A 7,183 3. Citations issued 531 275 515 721 4. Cases to docket hearing N/A N/A 175 300 5. Court cases tried N/A N/A 4 6 6. Neighborhood meetings attended 25 30 30 35 7. Community events attended N/A N/A N/A 6 8. Code Rangers recruited N/A N/A 10 25 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Investigations closed by voluntary compliance 72% 75% 65% 0% 2. Investigations closed by enforcement action 25% 25% 35% 0% 3. Violations abated with first notice (7 days) N/A N/A N/A 50% 4. Violations abated during 7 day extension period N/A N/A N/A 10% 5. Violations abated after citation issued (8-29 days) N/A N/A N/A 30% 6. Violations abated after court proceeding (30-45 days) N/A N/A N/A 10% 7. Improved property condition N/A N/A N/A 25% 106 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents 2004-05 RESOURCES ACTUAL Mowing Liens $ Mowing Administration Fees Mowing Fines General Resources _ TOTAL RESOURCES $ 482,631 $ 479,205 $ 479,205 $ 657,309 COMMUNITY SERVICES CODE ENFORCEMENT 2005-06 2005-06 2006-07 BUDGET ESTIMATE * ADOPTED EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES 17,856 $ 15,000 $ 15,000 $ 16,500 4,560 6,000 6,000 6,120 2,788 3,000 2,500 3,060 457,427 455,205 455,705 631,629 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 360,973 $ 376,917 $ 376,917 $ 459,004 14,549 11,046 11,046 15,724 - - - 93,750 7,576 6,184 6,184 4,604 59,241 54,760 54,760 51,685 40,292 30,298 30,298 32,542 $ 482,631 $ 479,205 $ 479,205 $ 657,309 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 6.00 6.00 6.00 8.00 Professional - - - - Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 7.00 7.00 7.00 9.00 MAJOR BUDGET CHANGES The 2006-07 budget reflects the addition of 2 FTEs. * Estimate as of May 2006 107 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES LIBRARY - ADMINISTRATION PROGRAM DESCRIPTION "The Denton Public Library enriches and advances the community by providing quality materials and services of informational, educational, leisure and cultural value." The Administration Division supports this mission through its branch operation and services, automated integrated library system and current technologies, technical processing, collection development, and management of both print and electronic resources by utilizing the library system's strategic plan. MAJOR DIVISION GOALS 1. Plan, implement, and monitor branch library programs and promote library services within the community. 2. Order, receive, catalog, process and distribute all materials acquired by the library system for use in its collections. 3. Coordinate the development of a balanced collection of library materials, both print and electronic and in multiple formats, relative to the needs of the community. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue cost analysis study of branch operations and services. 2. Implement South Branch Library expansion CIP project as dictated by 2005 Bond Election. 3. Order an estimated 35,262 titles, catalog an estimated 37,596 titles and process an estimated 45,000 items within six months of receipt, memorial and high demand items within one week. 4. Purchase popular materials, both fiction and non-fiction, genealogy, local and Texas history materials, reference materials in multiple formats recommended in professional review journals, suggested by library customers, and listed in public library and fiction catalogs within budget restrictions. 5. Develop a marketing plan for the library system. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Library Board meetings packets prepared 1 1 10 11 12 2. Number of titles ordered 9,958 7,500 11,754 35,362 3. Number of titles cataloged 9,459 8,000 12,532 37,596 4. Number of items processed 29,492 29,000 22,719 45,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Annual master plan objectives completed by target dates 80% 85% 85% 85% 2. Staff to Ratio of materials ordered 1:9,958 1:7,500 1:7,900 2:35,262 3. Staff to Ratio of materials cataloged 1.5:9,459 2:8,000 2:8,000 2:37,596 4. Staff to Ratio of materials processed 2:29,492 2:29,000 2:23,884 2:45,000 108 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Library Fines & Fees County Contribution - Library Library Non -Resident Fees Library Rental Revenue General Resources TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Operations Transfers Fixed Assets TOTAL EXPENDITURES COMMUNITY SERVICES LIBRARY - ADMINISTRATION 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ - $ - $ - $ 145,000 - 118,250 40,000 40,800 - 4,000 6,000 6,000 14,345 979,847 1,056,097 2,010,586 $ 14,345 $ 1,102,097 $ 1,102,097 $ 2,202,386 2004-05 2005-06 2005-06 ACTUAL BUDGET ESTIMATE $ 14,345 $ 709,325 $ - 39,055 - 56,199 - 4,445 - 293,073 2006-07 ADOPTED 709,325 $ 820,239 39,055 61,375 56,199 65,026 - 6,552 4,445 118,390 - 35,564 293,073 1,095,240 $ 14,345 $ 1,102,097 $ 1,102,097 $ 2,202,386 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - 7.00 7.00 7.00 Technical/Paraprofessional - - - - Professional - 3.00 3.00 3.00 Management/Supervision - 1.00 1.00 2.00 Temporary/Seasonal - - - - TOTAL PERSONNEL - 11.00 11.00 12.00 MAJOR BUDGET CHANGES The 2006-07 budget reflects the transfer of 1 FTE from the Emily Fowler Library. Increase in funding for library materials to increase from 1.67 books per capita to 2 books per capita. * Estimate as of May 2006 109 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES LIBRARY - EMILY FOWLER PROGRAM DESCRIPTION The Emily Fowler Central Library is responsible for central branch operation and services, implementing and monitoring library programs, and promoting library services within the community. The Central Library maintains and coordinates the development of a balanced collection of library materials relative to the needs of the community. The Emily Fowler Central Library houses the administration offices of the library system and the genealogy, local history, and Texas collections. MAJOR DIVISION GOALS 1. Provide a balanced collection of circulating fiction, non-fiction, and reference materials for customers of all ages. 2. Provide quality programming for customers of all ages. 3. Provide to the community friendly and professional service, multiple formats, and current technologies to assist them with their lifelong learning, educational, and recreational needs. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Purchase popular fiction and non-fiction, reference, genealogy, local, and Texas history materials, both print and electronic, recommended in professional review journals, suggested by library customers, and listed in the public library nonfiction and fiction catalogs within budget restrictions. 2. Maintain the collections in proper order and repair, returning materials to the shelves within two days. 3. Purchase materials in multiple formats to support the community's lifelong learning, educational, and recreational needs. 4. Design, promote, schedule, and perform a minimum of two programs each week for children and adults. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Library visits 37,406 200,000 107,843 118,627 2. Materials circulated 43,223 350,000 122,863 135,149 3. Programs presented 23 325 327 364 4. Internet users 10,909 40,000 38,401 43,000 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 1. Staff to customers assisted 1:5,344 1:10,769 2. Library visits per capita 0.35 1.88 3. Staff to materials circulated 1:8,645 1:70,000 2005-06 ESTIMATE 1:15,406 1.02 1:24,573 2006-07 ADOPTED 1:16,947 1.12 1:27,030 110 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES LIBRARY - EMILY FOWLER 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 310,200 $ 989,055 $ 989,055 $ 908,830 TOTAL RESOURCES $ 310,200 $ 989,055 $ 989,055 $ 908,830 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 27,167 $ 719,298 $ 719,298 $ 632,044 Materials & Supplies 63,654 11,895 11,895 11,500 Maintenance & Repair 18,156 890 890 1,885 Insurance - 13,215 13,215 11,379 Miscellaneous - - - - Operations 19,885 76,488 76,488 91,380 Transfers - 167,269 167,269 160,642 Fixed Assets 181,338 - - - TOTAL EXPENDITURES $ 310,200 $ 989,055 $ 989,055 $ 908,830 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 4.00 7.00 7.00 7.00 Technical/Paraprofessional - - - - Professional 5.00 5.00 5.00 5.00 Management/Supervision 1.00 1.00 1.00 - Temporary/Seasonal - - - - TOTAL PERSONNEL 10.00 13.00 13.00 12.00 MAJOR BUDGET CHANGES The 2006-07 budget reflects the transfer of 1 FTE to Library Administration. * Estimate as of May 2006 111 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES LIBRARY - NORTH BRANCH PROGRAM DESCRIPTION The North Branch Library is responsible for branch operation and services by implementing and monitoring library programs and promoting library services within the community. This division maintains and coordinates the development of a balanced collection of library materials relative to the needs of the community. The library system's Technical Services Division is also housed at the North Branch Library. MAJOR DIVISION GOALS 1. Provide a balanced collection of circulating fiction, non-fiction and reference materials for customers of all ages. 2. Provide quality programming for customers of all ages. 3. Provide to the community friendly and professional service, multiple formats, and current technologies to assist them with their lifelong learning, educational, and recreational needs. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Purchase popular fiction, non-fiction and reference materials recommended in professional review journals, suggested by library customers, and listed in the public library and fiction catalogs within budget restrictions. 2. Maintain the collections in proper order and repair, returning materials to the shelves within two days. 3. Purchase materials in multiple formats to support the community's lifelong learning, educational, and recreational needs. 4. Design, promote, schedule, and perform a minimum of seven programs each week for children and adults. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Library visits 285,922 300,000 220,000 250,000 2. Materials circulated 444,359 540,000 350,000 350,000 3. Programs presented 1,063 950 850 900 4. Internet users 51,138 95,000 87,000 87,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Staff to customers assisted 1:7,489 1:7,692 1:3,809 1:4,000 2. Library visits per capita 2.69 2.82 2.07 2.10 3. Staff to materials circulated 1:42,337 1:90,000 1:33,333 1:35,000 112 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES LIBRARY - NORTH BRANCH RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED County Contribution - Library $ 611,902 $ - $ - $ - Library Non -Resident Fees 390,434 - - - Library Rental Revenue 90,387 - - - General Resources 1,689,894 1,265,703 1,265,703 1,309,249 TOTAL RESOURCES $ 2,782,617 $ 1,265,703 $ 1,265,703 $ 1,309,249 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 1,930,445 $ 864,010 $ 864,010 $ 867,867 Materials &Supplies 44,183 26,573 26,573 31,103 Maintenance & Repair 11,718 1,500 1,500 7,500 Insurance 67,346 35,752 35,752 15,323 Miscellaneous - - - - Operations 147,773 114,224 114,224 129,025 Transfers 466,886 223,644 223,644 258,431 Fixed Assets 114,266 - - - TOTAL EXPENDITURES $ 2,782,617 $ 1,265,703 $ 1,265,703 $ 1,309,249 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 24.50 10.50 10.50 10.50 Technical/Paraprofessional - 1.00 1.00 1.00 Professional 7.00 4.00 4.00 4.00 Management/Supervision 3.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 34.50 16.50 16.50 16.50 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 113 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES LIBRARY - SOUTH BRANCH PROGRAM DESCRIPTION The South Branch Library is responsible for branch operation and services by implementing and monitoring library programs and promoting library services within the community. This division also maintains and coordinates the development of a balanced collection of library materials relative to the needs of the community. MAJOR DIVISION GOALS 1. Provide a balanced collection of circulating fiction and non-fiction materials for customers of all ages. 2. Provide quality programming for customers of all ages. 3. Provide to the community friendly and professional service, multiple formats, and current technologies to assist them with their lifelong learning, educational, and recreational needs. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Purchase popular materials recommended in professional review journals, suggested by library customers, and listed in the public library and fiction catalogs within budget restrictions. 2. Maintain the collection in proper order and repair, returning materials to the shelf within two days. 3. Purchase material in multiple formats to support the community's lifelong learning, educational, and recreational needs. 4. Design, promote, schedule, and perform a minimum of two programs each week for children and adults. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Library visits 153,281 140,000 123,540 125,000 2. Materials circulated 287,295 300,000 231,636 250,000 3. Programs presented 310 315 504 520 4. Internet users 23,319 21,000 20,561 22,000 PRODUCTIVITY MEASURES 1. Staff to customers assisted 2. Library visits per capita 3. Staff to materials circulated 2004-05 ACTUAL 1:11,721 1.43 1:35,91 1 2005-06 BUDGET 1:13,333 1.31 1:33,333 2005-06 ESTIMATE 1:3,266 1.16 1:25,737 2006 -07 ADOPTED 1:3,555 1.17 1:27,777 114 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES LIBRARY - SOUTH BRANCH 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 585,674 $ 587,761 $ 587,761 $ 686,969 TOTAL RESOURCES $ 585,674 $ 587,761 $ 587,761 $ 686,969 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES PERSONNEL Full Time Equivalents (FTE) Service/Maintenance Office/Clerical Technical/Paraprofessional Professional Management/Supervision Temporary/Seasonal TOTAL PERSONNEL $ 461,587 $ 479,674 $ 479,674 $ 486,470 5,763 7,495 7,495 42,936 4,060 5,606 5,606 6,190 12,695 12,547 12,547 8,976 37,272 35,621 35,621 67,237 64,297 46,818 46,818 75,160 $ 585,674 $ 587,761 $ 587,761 $ 686,969 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED 5.00 5.00 5.00 5.00 3.00 3.00 3.00 3.00 - 1.00 1.00 1.00 8.00 9.00 9.00 9.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 115 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES PARKS - ADMINISTRATION PROGRAM DESCRIPTION The mission of the Parks and Recreation Department is "enriching lives and building community through the stewardship of public parks, open space, and diverse recreational opportunities that foster life-long wellness, creativity and learning." The Administration division supports this mission through strategic planning, capital improvements planning and design, budgeting, and purchasing. MAJOR DIVISION GOALS 1. Involve citizens, organizations, volunteers, and businesses in the planning and provision of parks and recreational services. 2. Plan, design, and implement all scheduled Capital Improvement Program (CIP) projects, in accordance with service and funding objectives. 3. Develop and implement an Annual Action Plan in accordance with the 2006 Strategic Plan. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implement CIP projects as dictated by the approved 2005 bond program. 2. Implement Public Art Policy. 3. In cooperation with the Steering Committee, begin development and programming at the Clear Creek Natural Heritage Area. 4. Work with the Parks Foundation to identify long-term funding for summer camps. WORKLOAD MEASURES 1. Park Board meetings packets prepared 2. City Council items prepared 3. Meetings with stakeholder groups 4. Submitted grant applications for park development with applicable governmental and private entities 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE ADOPTED 2004-05 PRODUCTIVITY MEASURES ACTUAL 1. Annual Action Plan objectives completed by target dates 10 10 10 10 47 60 70 75 205 210 220 215 3 3 2005-06 2005-06 2006-07 BUDGET ESTIMATE ADOPTED 85% 87% 90% 90% 116 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES PARKS - ADMINISTRATION 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 676,714 $ 757,082 $ 757,082 $ 787,673 TOTAL RESOURCES $ 676,714 $ 757,082 $ 757,082 $ 787,673 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES PERSONNEL Full Time Equivalents (FTE) Service/Maintenance Office/Clerical Technical/Paraprofessional Professional Management/Supervision Temporary/Seasonal TOTAL PERSONNEL $ 524,844 $ 599,511 $ 599,511 $ 642,631 30,750 34,160 34,160 37,014 - - - 40,000 26,938 37,560 37,560 10,464 123 250 250 353 26,721 34,479 34,479 25,343 67,338 51,122 51,122 31,868 $ 676,714 $ 757,082 $ 757,082 $ 787,673 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 8.00 8.00 8.00 8.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 117 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES PARKS - KEEP DENTON BEAUTIFUL PROGRAM DESCRIPTION The mission of Keep Denton Beautiful (KDB) is "to empower the community to create a cleaner, more beautiful Denton through volunteerism and education." The KDB office supports the mission of the non-profit KDB Board by focusing on three areas as required by our national and state affiliates. They are: litter reduction strategies, beautification and community improvement, and efforts to decrease the impact of solid waste (litter, illegal dumping, household hazardous waste, recyclables) on the community. MAJOR DIVISION GOALS 1. Involve citizens, organizations, volunteers, and businesses in the planning and implementation of projects, programs, and events to further the organizational mission. 2. Plan, design, and implement all programs, projects, and events in the annual action plan. 3. Continue to develop funding strategies to support the annual action plan. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Work with Texas Department of Transportation (TxDOT) to implement US 77 median landscape project utilizing Green Ribbon funds. 2. Develop and implement program goals and objectives for the Neighborhood Services program. 3. Launch a major anti -littering educational campaign. 4. Increase number of native landscapes in cooperation with private property owners, i.e. churches, businesses, neighborhood associations, etc. 5. Develop a standardized volunteer recruitment, orientation and training program. 6. Increase the number of community education presentations. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Litter reduction activities 10 10 10 10 2. Beautification and community improvement 8 10 10 10 3. Solid waste impact mitigation 3 4 4 4 4. Events organized 1 1 10 10 10 5. Grants written/awarded 1:1 1:1 2:2 1:1 6. Volunteer hours 22,500 23,000 23,000 23,000 7. Monetary sponsorships 34 20 18 20 8. In -kind sponsorships 35 23 20 20 9. Public education 15 25 10 25 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Annual Action Plan objectives completed by target dates 90% 90% 90% 90% 2. Staff hours to volunteer hours remain at or above a 1:3 ratio 1:4 1:4 1:4 1:4 3. Annual budget dollars to KDB affiliate dollars remain at or above a 1:1.5 ratio 1:2 1:3 1:3 1:3 118 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES COMMUNITY SERVICES PARKS - KEEP DENTON BEAUTIFUL 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 231,675 $ 245,409 $ 245,409 $ 246,042 TOTAL RESOURCES $ 231,675 $ 245,409 $ 245,409 $ 246,042 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES PERSONNEL Full Time Equivalents (FTE) Service/Maintenance Office/Clerical Technical/Paraprofessional Professional Management/Supervision Temporary/Seasonal TOTAL PERSONNEL $ 186,418 $ 204,243 $ 204,243 $ 204,897 3,030 4,582 4,582 11,964 - 150 150 275 1,887 2,240 2,240 1,788 16,392 13,929 13,929 16,356 23,948 20,265 20,265 10,762 $ 231,675 $ 245,409 $ 245,409 $ 246,042 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 119 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES PARKS - LEISURE SERVICES PROGRAM DESCRIPTION The Parks Leisure Services Division enriches lives by providing staff, facilities, and resources for a variety of leisure activities, programs, and opportunities in both structured and unstructured settings. These services are available to a broad demographic segment of the population. The division operates three community recreation centers, the senior center, the tennis center, the municipal pool, the American Legion Building and Annex, the Civic Center and SkateWorks Park. Supervision is provided at three recreation centers for the After School Action Site program and the Middle School Program, along with therapeutic recreation services through an inclusion program in the Action Sites and in a summer camp. MAJOR DIVISION GOALS 1. Ensure access to parks and services for all Denton residents regardless of race, gender, age, income, or physical abilities. 2. Meet or exceed the expectations of our customers through proactive communications and the continuous improvement of our services. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implement family and teen programming, as well as recreation activities, in all program areas. 2. Assess current youth -at -risk programs and implement strategies to provide and expand services (i.e., Kids Rock, Teens Rule, Kings Kids Day Kamp, Owsley Summer Playground, etc.) in collaboration with area agencies and organizations. 3. Expand businesses through greater emphasis on benefits approach and meeting unmet demand. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Program locations 9 9 9 9 2. Activities offered 2,448 2,000 2,045 2,000 3. Activities implemented 2,186 1,930 2,000 2,000 4. Attendance 952,866 980,000 950,000 995,000 5. Registrants 39,417 45,000 40,000 42,000 6. Extended hours of operation 1,573 2,200 1,700 1,700 7. Co -sponsored activities 367 580 425 450 8. Rentals 482 700 500 500 9. Volunteer hours 37,500 39,000 37,500 38,000 10. Citizen advisory meetings 54 94 66 72 11. Citizen advisory boards 9 11 11 11 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average daily attendance 4,218 4,600 4,500 4,500 2. Activities implemented 89% 96% 92% 92% 3. Average percent of budget supported by revenue 10% 10% 10% 10% 4. Average facility use per hour 625 600 600 600 120 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Community Building Rentals Recreation Center ID Card Recreational Program Fees Athletic Program Fees Park Vendor Fees General Resources TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES COMMUNITY SERVICES PARKS - LEISURE SERVICES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED $ 81,703 $ 113,665 $ 98,605 $ 139,090 - - - 30,500 66,603 66,055 63,855 - 39,629 58,000 58,000 58,000 4,538 10,000 5,000 5,000 1,798,921 1,648,789 1,671,049 1,810,757 $ 1,991,394 $ 1,896,509 $ 1,896,509 $ 2,043,347 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 1,349,546 $ 1,277,757 $ 1,277,757 $ 1,357,362 69,853 81,470 81,470 131,007 3,284 4,370 4,370 10,870 37,388 35,809 35,809 27,692 303,166 312,651 312,651 392,990 228,157 184,452 184,452 123,426 $ 1,991,394 $ 1,896,509 $ 1,896,509 $ 2,043,347 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 4.00 4.00 4.00 4.00 Professional 9.00 7.00 7.00 7.00 Management/Supervision 9.00 7.00 7.00 7.00 Temporary/Seasonal 7.11 8.41 8.41 11.49 TOTAL PERSONNEL 29.11 26.41 26.41 29.49 MAJOR BUDGET CHANGES The 2006-07 budget reflects the addition of 2.23 FTEs from Recreation Fund and 0.85 FTEs added for the Owlsey and Kings Kids Day Kamp. * Estimate as of May 2006 121 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES PARKS - MAINTENANCE PROGRAM DESCRIPTION The Park Maintenance Division is responsible for providing maintenance, development and service availability for all of the City's parks and recreation facilities, including athletic fields, Denton Branch Rail Trail, public grounds, street medians, boulevards, cemeteries, landscaped beds, and nursery operations, as well as other City -owned properties at the First State Bank parking lot, Service Center, Airport, and selected greenbelts. These areas are maintained to enrich the quality of life and provide open space for leisure activities. MAJOR DIVISION GOALS 1. Initiate, cultivate, and maintain effective partnerships with other departments, agencies, organizations, and citizens to provide quality service to the City. 2. Provide ongoing maintenance and operation of the City of Denton park system and provide beautiful parks and opportunities for personal growth and enrichment through leisure activities. 3. Provide additional maintenance and operation to new facilities that result from the Capital Improvement Program (CIP), grants, and ordinance -mandated improvements. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implement construction and maintenance of funded CIP projects. 2. Continue to develop strategies related to pesticide program; monitor cost and effectiveness of program. 3. Develop and implement strategies that promote collaborative efforts and improve services. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Park Acreage Inventory 1,222.30 1,271.69 1,268.02 1,268.68 a. Acreage maintained at Class A 152.36 152.36 152.36 152.36 b. Acreage maintained at Class B 360.06 376.45 399.45 399.45 c. Acreage maintained at Class C 306.58 339.58 339.57 339.57 d. Acreage maintained at Class D 403.30 403.30 376.66 377.32 2. Right-of-way acres maintained (Class C) 648 648 681.47 681.47 3. Cemetery acres maintained (Class B) 38 38 38 38 4. Median acres maintained 60.2 60.2 60.2 64.8 5. Athletic fields maintained (Class A) 51 51 52 52 6. Square feet of landscape beds (Class A) 169,835 169,835 197,914 197,914 7. Airport contract mowing (acres) 200 200 200 200 8. Non -park property (acres) 39.1 6.1 94.65 94.65 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Mowing - acres/hour 2.1 2.1 2.2 2.2 2. Athletic field prep - fields/hour 1.03 1.50 1.50 1.50 3. Tree planting - hours/tree .79 .76 .77 .77 4. Planter bed maintenance - square feet/hour 37.13 41.19 41.00 41.00 122 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES PARKS - MAINTENANCE RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Cemetery Fees $ 13,640 $ 10,500 $ 10,500 $ 10,000 General Resources 3,928,105 4,027,958 4,027,958 4,397,541 TOTAL RESOURCES $ 3,941,745 $ 4,038,458 $ 4,038,458 $ 4,407,541 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES $ 2,448,549 $ 2,405,982 $ 2,405,982 $ 2,486,743 191,808 196,076 196,076 201,680 209,663 301,341 301,341 506,006 81,698 62,394 62,394 34,737 934,044 1,026,570 1,026,570 1,130,217 45,337 46,095 46,095 48,158 30,646 - - - $ 3,941,745 $ 4,038,458 $ 4,038,458 $ 4,407,541 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 31.00 28.00 28.00 28.00 Office/Clerical - - - - Technical/Paraprofessional 11.00 9.00 9.00 9.00 Professional - - - - Management/Supervision 6.00 5.00 5.00 5.00 Temporary/Seasonal 3.36 2.36 2.36 2.36 TOTAL PERSONNEL 51.36 44.36 44.36 44.36 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 123 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents COMMUNITY SERVICES PLANNING PROGRAM DESCRIPTION The Planning Department provides community services through three divisions: 1) Development Review, 2) Comprehensive Planning and Research, and 3) Geographic Information Services (GIS). The Development Review Division is responsible for overseeing the City's Development Review Committee, Process and Code. Review services include the review and processing of rezoning applications, plats, variances and annexations. The Comprehensive Planning and Research Division provides population estimates, implementation of the Denton Plan and the Downtown Plan, and preparation of district and neighborhood plans. The GIS Division generates maps for internal and external customers and updates and maintains the City's database. MAJOR DIVISION GOALS 1. Continue to improve service delivery to our customers, both internal and external. 2. Continue to build community relationships with individual neighborhoods, the Denton Neighborhood Association, trade groups (e.g., the Homebuilders Association), and others, such as the chambers of commerce. 3. Continue to provide high-level professional planning services to neighborhoods, individuals, those seeking to develop in Denton, and those doing business in Denton. 4. Continue to provide high-level GIS services to internal and external customers. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Develop and take an annexation policy and program to Council for adoption. 2. Finalize and take infill amendments to the Development Code to Council for adoption. 3. Finalize amendments to the Development Code needed to implement the Downtown Plan. 4. Implement revised Development Review Committee process. 5. Write and facilitate adoption of major revisions to the Development Code. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Comprehensive Plan Amendments processed and/or approved 2 2 6 2 2. Permits/cases processed 476 500 512 550 3. Special projects 45 50 55 55 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Comments completed on due date 95% 95% 95% 95% 124 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES PLANNING RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Zoning Permits $ 47,806 $ 135,000 $ 120,159 $ 88,200 Development Fees 162,866 200,000 171,000 210,000 Development Postage 8,354 10,500 8,718 11,000 Sale of Documents 2,245 1,000 750 750 General Resources 1,005,183 1,582,441 1,628,314 1,773,447 TOTAL RESOURCES $ 1,226,454 $ 1,928,941 $ 1,928,941 $ 2,083,397 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 975,457 $ 1,297,607 $ 1,297,607 $ 1,383,920 Materials & Supplies 27,799 38,274 38,274 42,890 Maintenance & Repair 615 - - - Insurance 14,624 15,786 15,786 11,481 Miscellaneous 10,891 21,000 21,000 21,000 Operations 85,129 398,898 398,898 498,954 Transfers 1 1 1,939 157,376 157,376 125,152 Fixed Assets - - - - TOTAL EXPENDITURES $ 1,226,454 $ 1,928,941 $ 1,928,941 $ 2,083,397 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 2.00 3.00 3.00 3.00 Professional 9.00 9.00 9.00 9.00 Management/Supervision 3.00 4.00 4.00 4.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 15.00 17.00 17.00 17.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 125 "Dedicated to Qualify Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents COMMUNITY SERVICES CONTRIBUTIONS TO AGENCIES RESOURCES General Resources TOTAL RESOURCES SOCIAL SERVICES EXPENDITURES Personal Services Court -Appointed Special Advocates Denton Family Resource Center Friends of the Family Fairhaven Retirement Home Denton County - HMIS People's Clinic Interfaith Ministries Fred Moore Day Nursery School Riding Unlimited SPAN Sickle Cell Disease Association Cumberland Children's Home Denton Christian Preschool Denton Daycare Center RSVP Community Food Center Denton County Child Advocacy Center Denton County MHMR (SIERRA) Owsley Comm. School - Adult Services Owsley Comm. School - After School Transfers TOTAL EXPENDITURES 2004-05 2005-06 ACTUAL BUDGET 2005-06 2006-07 ESTIMATE * ADOPTED $ 302,581 $ 184,562 $ 184,562 $ 180,715 $ 302,581 $ 184,562 $ 184,562 $ 180,715 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 61,095 $ 63,612 $ 63,612 $ 60,745 8,597 5,000 5,000 1,234 7,788 5,000 5,000 4,000 28,469 - - - 2,900 - - - 9,951 18,000 18,000 18,000 - 15,000 15,000 - 4,812 7,000 7,000 - 36,208 22,000 22,000 27,000 1,170 - - - 24,257 - - - 8,865 2,500 2,500 - 2,750 - - - 30,119 3,658 3,658 - 5,789 - - 25,000 7,811 5,000 5,000 8,000 2,479 842 842 3,000 9,191 6,000 6,000 7,000 7,020 - - - 4,588 - - - 14,522 10,000 10,000 8,000 24,200 20,950 20,950 18,736 $ 302,581 $ 184,562 $ 184,562 $ 180,715 MAJOR BUDGET CHANGES The Non -Departmental budgets include funding for expenses that are not necessarily tied to any one department. The Non -Departmental budget is the centralized location for salary adjustments and transfers made to various departments throughout the year as needed. * Estimate as of May 2006 126 "Dedicated to Qualify Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES •==trraf(pp011B1( 101P181�,, 127 "Dedicated to Qualify Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON GENERAL FUND ORGANIZATIONAL CHART Citizens City Council City Manager Community Services Progra rs Public Safety Progra rs Transportation Progra rs Downtown Programs Administrative Programs Building Inspections Animal Services Arport Economic Development Accounting Code Enforcement Fire Administration Streets Downtown Development Budget and Finance Administration L brary Administration Fire Operations Traffic Operations Cable Television Library E rily Fowler Fire Preventia Street Lighting City Manager's Office Library North Branch Municipal Court Facilities Management Library Sa th Branch Municipal Judge Human Resources Parks Ad rinistration Police eternal Audit Parks Keep Denton Beautiful Legal Administration Parks Leisure Services Public Information Office Parks - Maintenance Risk Management Planning Tax Treasury 128 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON PUBLIC SAFETY 129 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents PUBLIC SAFETY SUMMARY BY CATEGORY RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Animal Carcass Pick -Up $ 5,595 $ 6,000 $ 2,000 $ 6,000 Animal Pound Fees 95,566 100,000 140,000 140,000 Ambulance Fees 1,381,823 1,175,000 1,300,000 1,709,400 County Ambulance Contract 221,910 240,000 260,000 175,000 Small Cities Ambulance Contract 95,796 53,000 106,000 - Hazardous Materials Billing 39 2,000 500 500 CPR Training 705 2,000 - - Fire Department Fines 11,445 12,000 12,000 12,000 Fire Inspection/Fees 78,550 85,000 85,000 87,975 Court Cost Service Fees 186,806 195,000 195,000 198,900 Animal Service Fines 20,470 13,000 27,500 26,439 LINT Police Fines 199,251 200,000 209,731 216,023 TWU Police Fines 11,624 14,000 13,863 13,000 Court Administration Fees 1,079,1 13 1,054,000 950,000 931,000 Uniform Traffic Fees 65,203 68,000 69,629 67,000 Civil Fines 52,600 48,000 25,000 30,000 School Crossing Fines 6,356 6,000 8,000 7,000 County Vehicle Registration Fee 68,990 85,000 85,000 86,700 Inspection Fines & Fees 13,552 12,000 9,100 9,100 Warrant Fees 236,325 236,000 285,000 271,226 Auto Pound Fees 33,525 136,800 94,950 - Police Escort & Guard Fees 14,200 15,000 13,000 15,000 False Alarm Fees 54,530 75,000 9,000 12,300 Traffic/Police Reports 33,215 35,000 36,000 36,400 Arrest Fees 135,502 136,000 160,000 140,000 Denton Municipal Fines 1,674,051 1,720,000 1,920,000 1,920,000 Parking Fines 64,185 75,000 72,389 71,655 Police Phone Commission 20,296 20,000 19,400 20,100 Contract - DISD 100,000 75,000 75,000 50,000 General Resources 27,081,529 30,385,172 30,095,910 32,161,933 TOTAL RESOURCES $ 33,042,752 $ 36,278,972 $ 36,278,972 $ 38,414,651 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 27,770,694 $ 29,718,755 $ 29,718,755 $ 31,637,568 Materials & Supplies 514,763 648,141 648,141 746,852 Maintenance & Repair 306,999 366,485 366,485 401,514 Insurance 343,143 529,544 529,544 423,596 Miscellaneous 28,284 31,247 31,247 41,247 Operations 2,736,591 3,330,034 3,330,034 3,393,250 Transfers 1,342,278 1,653,566 1,653,566 1,770,624 Fixed Assets - 1,200 1,200 - TOTAL EXPENDITURES $ 33,042,752 $ 36,278,972 $ 36,278,972 $ 38,414,651 * Estimate as of May 2006 130 "Dedicated to Qualify Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents PUBLIC SAFETY SUMMARY BY DIVISION RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Animal Services $ 101,161 $ 106,000 $ 142,000 $ 146,000 Fire Administration - - - - Fire Operations 1,700,273 1,472,000 1,666,500 1,884,900 Fire Prevention 89,995 97,000 97,000 99,975 Municipal Court 1,703,965 1,695,000 1,592,823 1,585,162 Municipal Judge - - - - Police 2,365,829 2,523,800 2,684,739 2,536,681 General Resources 27,081,529 30,385,172 30,095,910 32,161,933 TOTAL RESOURCES $ 33,042,752 $ 36,278,972 $ 36,278,972 $ 38,414,651 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Animal Services Fire Administration Fire Operations Fire Prevention Municipal Court Municipal Judge Police TOTAL EXPENDITURES * Estimate as of May 2006 $ 576,289 $ 580,422 $ 580,422 $ 656,418 1,705,279 1,392,453 1,392,453 1,582,643 12,107,684 13,308,473 13,308,473 14,843,218 535,421 573,845 573,845 489,218 965,090 976,317 976,317 1,016,488 267,499 272,528 272,528 287,492 16,885,491 19,174,934 19,174,934 19,539,174 $ 33,042,753 $ 36,278,972 $ 36,278,972 $ 38,414,651 131 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PUBLIC SAFETY ANIMAL SERVICES PROGRAM DESCRIPTION The mission of Animal Services is to positively impact the quality of life throughout the community. Animal Services is committed to forming practical partnerships with the citizenry, which includes a mutual goal -setting process aimed at resolving animal -related public health problems and concerns, including abatement of animal nuisances, the investigation of possible rabies exposure cases, the humane treatment and disposal of animals in custody, and the provision of public information regarding animal bites, rabies control, and responsible animal ownership, thereby providing a safer environment for all citizens. MAJOR DIVISION GOALS 1. Shelter and dispose of all animals in the most efficient and humane manner possible. 2. Continue implementation the Animal Services Strategic Plan. 3. Continue to improve and maintain effective relationships with veterinarians, animal rights organizations, and community groups to improve the ratio of adoptions/transfers to euthanasia. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Increase public education programs to improve compliance with laws and decrease the number of possible rabies exposure cases and unwanted animals. 2. Develop and implement an effective method for tracking animals, including City registrations and wildlife handled. 3. Develop a Standard Operating Procedures manual. 4. Develop a standardized entry-level training program and expand current in-service training. 5. Increase coordination with animal rights organizations through the designation of one staff member to act as a liaison between Animal Services staff and private organizations. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Animals sheltered 5,318 5,200 5,800 5,900 2. Calls for service 5,528 6,400 6,000 6,100 3. Public education presentations 14 50 24 25 4. Miles patrolled 59,000 62,000 60,000 61,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Animals returned to owner 660 800 850 850 2. Animals adopted/transferred 1,443 1,500 1,700 1,750 3. Animals euthanized 2,286 1,500 2,300 2,350 4. Citations issued 300 250 300 300 5. Citizen contacts 7,000 8,000 8,000 8,000 6. Wildlife released 929 900 950 950 132 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents PUBLIC SAFETY ANIMAL SERVICES RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Animal Carcass Pick -Up $ 5,595 $ 6,000 $ 2,000 $ 6,000 Animal Pound Fees 95,566 100,000 140,000 140,000 General Resources 475,128 474,422 438,422 510,418 TOTAL RESOURCES $ 576,289 $ 580,422 $ 580,422 $ 656,418 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES $ 400,866 $ 411,323 $ 411,323 $ 415,423 20,540 25,150 25,150 28,543 6,919 7,058 7,058 7,573 24,086 15,925 15,925 13,545 101,438 94,390 94,390 171,407 22,440 26,576 26,576 19,927 $ 576,289 $ 580,422 $ 580,422 $ 656,418 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 8.00 8.00 8.00 8.00 Professional - - - - Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 8.00 8.00 8.00 8.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 133 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PUBLIC SAFETY FIRE ADMINISTRATION PROGRAM DESCRIPTION The Fire Administration Division provides the leadership and vision necessary to effectively and efficiently direct, advise, and assist Fire Department support staff to provide the best possible support services and resources to our internal customers so they can deliver high -quality and exceptional services to our external customers. MAJOR DIVISION GOALS 1. Operate the Fire Department effectively and efficiently, utilizing tax dollars responsibly. 2. Ensure a continuous and progressive training program that facilitates the acquisition, development, and continued evaluation of the knowledge and skills necessary to enable the Fire Department to safely provide the best possible services. 3. Provide a quality Emergency Management program for the City. 4. Manage EMS Billing performed by Intermedix to ensure efficiency and effectiveness in maximum cost recovery. 5. Maintain an efficient records retention program. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue implementation of approved and revised strategies of the Fire Department Strategic Plan. 2. Monitor and evaluate performance of the Fire/EMS records management system. 3. Continue improvement of budget management and reporting. 4. Utilize grant funding to continue to provide disaster planning and training program for citizens. 5. Monitor Emergency Management operations and implement approved changes. 6. Participate in regional plan development and regional exercise conducted by TEEX involving 21 COG regions. 7. Develop and implement an electronic system or records retention by utilizing the Laser Fiche system. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Training programs 3 5 5 5 2. Annual report 1 1 1 1 3. Monthly reports 12 12 12 12 4. Emergency Management programs and public education efforts 5 12 12 15 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Percent of citizens reached through Emergency Management programs 50% 50% 65% 50% 2. Laser Fiche implementation N/A 75% 25% 100% 134 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents PUBLIC SAFETY FIRE ADMINISTRATION 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 1,705,278 $ 1,392,453 $ 1,392,453 $ 1,582,643 TOTAL RESOURCES $ 1,705,278 $ 1,392,453 $ 1,392,453 $ 1,582,643 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 885,637 $ 529,580 $ 529,580 $ 587,381 Materials & Supplies 22,026 26,100 26,100 36,301 Maintenance & Repair 38,584 41,744 41,744 66,218 Insurance 55,386 80,051 80,051 52,169 Miscellaneous 2,117 3,200 3,200 13,200 Operations 160,329 200,083 200,083 414,565 Transfers 541,199 511,695 511,695 412,809 Fixed Assets - - - - TOTAL EXPENDITURES $ 1,705,278 $ 1,392,453 $ 1,392,453 $ 1,582,643 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 3.00 3.00 2.00 2.00 Technical/Paraprofessional 2.00 2.00 2.00 2.00 Professional 2.00 2.00 3.00 3.00 Management/Supervision 1.00 1.00 1.00 1.00 Sworn Public Safety 3.00 - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 11.00 8.00 8.00 8.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 135 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PUBLIC SAFETY FIRE OPERATIONS PROGRAM DESCRIPTION The Fire Operations Division provides the skilled firefighting, lifesaving forces and resources necessary to execute a standard problem -solving outcome that is quick, effective, skillful, safe, and caring to our customers impacted by fires, sudden illnesses or injuries, hazardous materials incidents or other emergencies. MAJOR DIVISION GOALS 1. Maintain an operational readiness and deployment capability at seven fire stations, including seven front-line, advanced life-support paramedic engine companies, one advanced life- support truck company, and four advanced life-support paramedic ambulances. 2. Provide and maintain an operational readiness level that will meet the emergency medical needs of the citizens of Denton and the communities and areas of Denton County serviced through contract. 3. Provide the City's employees with the education and equipment necessary to assist them in the event of injury or sudden illness. 4. Increase protection to the City with the addition of Fire Station #7. 5. Continue efforts to diversify the Department thru enhanced testing procedures and program development. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Maintain a minimum staffing level of 37 at all times for the operation of seven fire stations. 2. Develop pre -fire plans for all target hazard occupancies. 3. Implement improved strategies of the Fire Department Strategic Plan. 4. Maintain operation of the Special Ops Hazardous Materials Team. 5. Continue to work with the medical control director to improve the standard of care offered by our EMS system through continuing education, improved protocols, the quality assurance program, and improved medications. 6. Provide CPR, Automatic External Defibrillator (AED), and first aid training to City employees. 7. Staff Fire Station #7 with a Paramedic Engine Company or Quint. 8. Hire a Recruit Management Analyst to establish a recruiting program, review and update hiring procedures and develop and implement outreach programs. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Maintain minimum staffing 36 36 36 37 2. Fire alarms 2,776 2,900 3,200 3,300 3. Structure fires 63 65 78 70 4. Haz-mat team members trained 40 56 41 42 5. EMS alarms 6,527 6,500 6,700 6,800 6. Transports 4,429 4,800 4,800 4,800 7. Continuing education training hrs 7,860 9,060 8,860 9,760 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Response times to fires in less than five minutes 87% 90% 87% 90% 2. City employees trained in use of AEDs 40 50 50 50 136 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Ambulance Service Fees County Ambulance Service Small Cities Ambulance Hazardous Materials Billing CPR Training General Resources TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES PUBLIC SAFETY FIRE OPERATIONS 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED $ 1,381,823 $ 1,175,000 $ 1,300,000 $ 1,709,400 221,910 240,000 260,000 175,000 95,796 53,000 106,000 - 39 2,000 500 500 705 2,000 - - 10,407,41 1 11,836,473 11,641,973 12,958,318 $ 12,107,684 $ 13,308,473 $ 13,308,473 $ 14,843,218 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 10,624,208 $ 11,601,468 $ 11,601,468 $ 12,997,223 233,351 300,935 300,935 269,609 82,816 76,685 76,685 93,229 82,744 211,667 211,667 150,501 3,063 3,500 3,500 3,500 1,072,1 13 1,1 12,161 1,1 12,161 1,21 1,928 9,389 2,057 2,057 117,228 $ 12,107,684 $ 13,308,473 $ 13,308,473 $ 14,843,218 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional - - - - Professional - - - - Management/Supervision - - - - Sworn Public Safety 143.00 146.00 148.00 148.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 143.00 146.00 148.00 148.00 MAJOR BUDGET CHANGES The 2005-06 budget estimate reflects the addition of 2 FTEs. * Estimate as of May 2006 137 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PUBLIC SAFETY FIRE PREVENTION PROGRAM DESCRIPTION The Fire Prevention Division strives to reduce the frequency, probability, and severity of fires along with the resulting deaths, injuries, and property loss by educating, training, and encouraging its customers to be safe. Fire prevention exists to lessen the physical, occupational, and social hazards, which contribute to the occurrence and spread of fire. The division's mission is to educate the community regarding fire and safety prevention, enforce fire codes and arson abatement laws, and ensure that structures are engineered and built to prevent fire and decrease fire hazards. MAJOR DIVISION GOALS 1. Streamline procedures for a more effective and efficient use of staff. 2. Maintain a comprehensive public education program designed to increase awareness, provide information, and change behavior in order to manage fire, injury, and natural hazards in the City. 3. Review fee schedule and implement approved changes. 4. Enforce the adopted Fire Code through plan review, permitting, and systems testing. 5. Prevent fires and injury by conducting annual and semi-annual inspections. 6. Investigate all fires and explosions and vigorously pursue criminals who commit arson. 7. Promote a positive image to the community by bringing these services to the neighborhoods and soliciting community involvement. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implement a training schedule for Prevention Division. 2. Expand Public Education Program to include public health awareness and issues. 3. Increase the number of school inspections. 4. Inspect all Target Hazard Occupancies semi-annually. 5. Coordinate Explosive Training county -wide. 6. Continue to improve customer service. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Routine inspections 3,250 3,500 3,600 3,750 2. Origin and cause (O/C) investigations 412 460 475 485 3. Public education programs 315 325 340 340 4. Plan reviews 776 800 810 860 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Percent of inspections 98% 100% 100% 100% 2. Percent of O/C investigations 92% 100% 100% 100% 3. Percent of public education programs 100% 100% 100% 100% 4. Percent of plan reviews 97% 100% 100% 100% 138 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents PUBLIC SAFETY FIRE PREVENTION RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Fire Department Fines $ 11,445 $ 12,000 $ 12,000 $ 12,000 Fire Inspections 78,550 85,000 85,000 87,975 General Resources 445,426 476,845 476,845 389,243 TOTAL RESOURCES $ 535,421 $ 573,845 $ 573,845 $ 489,218 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES $ 435,186 $ 449,344 $ 449,344 $ 386,461 12,344 19,418 19,418 19,997 9,182 9,686 9,686 11,431 16,164 13,242 13,242 7,648 9,322 11,250 11,250 11,250 45,735 64,185 64,185 52,431 7,488 6,720 6,720 - $ 535,421 $ 573,845 $ 573,845 $ 489,218 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 3.00 3.00 3.00 3.00 Professional 1.00 1.00 1.00 1.00 Management/Supervision 1.00 1.00 1.00 1.00 Sworn Public Safety - - - - Temporary/Seasonal 0.25 0.25 0.25 0.25 TOTAL PERSONNEL 6.25 6.25 6.25 6.25 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 139 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PUBLIC SAFETY MUNICIPAL COURT PROGRAM DESCRIPTION The Municipal Court is responsible for administration and clerical support for all municipal court proceedings required by state statute. These responsibilities include: collection of fines, fees, and state costs; filing of all appropriate documentation; coordinating court appearances of all participants; statistical reporting to City and state entities; and custodial duties over all documents and records that become part of the legal process. MAJOR DIVISION GOALS 1. Treat the community with professional courtesy and respect through adherence to ethical and legal standards for court clerks. 2. Administratively enforce all adjudication of the Court of Record as a deterrent to Class C misdemeanor crime and traffic offenses. 3. Increase the court's efficiency through streamlined procedures and automation. 4. Become a high performance organization by utilizing the Consultation/Adaptation/Mobilization model to execute networked team strategies. 5. Provide opportunities for staff training and professional development. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue implementation of a new collection strategy to improve the rate of collection of court judgments. 2. Continue implementation plan for paperless court operations through imaging technology. 3. Continue to implement and test all upgrades of the court management software. 4. Adapt the court software system to field data capture via an interface with the police software. WORKLOAD MEASURES 1. Cases filed 2. Non -jury trials 3. Warrants issued 4. Net revenue collected 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE ADOPTED 47,126 49,000 51,000 47,500 2,543 3,000 3,200 2,500 11,516 11,500 13,000 11,500 $3,571,370 $3,300,000 $3,825,212 $3,766,677 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Same year disposition rates for judgements 43% 85% 50% 60% 2. Citations issued per full-time equivilent (FTE) position 3,366 3,500 3,600 3,500 3. Average filing time (days) 2.5 2.5 2.5 2.3 140 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents PUBLIC SAFETY MUNICIPAL COURT 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Court Cost Service Fees $ 186,806 $ 195,000 $ 195,000 $ 198,900 Animal Service Fines 20,470 13,000 27,500 26,439 LINT Police Fines 199,251 200,000 209,731 216,023 TWU Police Fines 11,624 14,000 13,863 13,000 Court Administration Fees 1,079,113 1,054,000 950,000 931,000 Uniform Traffic Fees 65,203 68,000 69,629 67,000 Civil Fines 52,600 48,000 25,000 30,000 School Crossing Fines 6,356 6,000 8,000 7,000 County Vehicle Registration Fee 68,990 85,000 85,000 86,700 Inspection Fines & Fees 13,552 12,000 9,100 9,100 General Resources (738,875) (718,683) (616,506) (568,674) TOTAL RESOURCES $ 965,090 $ 976,317 $ 976,317 $ 1,016,488 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 728,696 $ 781,452 $ 781,452 $ 806,695 Materials & Supplies 32,893 36,916 36,916 53,532 Maintenance & Repair - - - - Insurance 14,958 15,795 15,795 11,432 Miscellaneous - - - - Operations 47,227 103,114 103,114 98,137 Transfers 141,316 39,040 39,040 46,692 Fixed Assets - - - - TOTAL EXPENDITURES $ 965,090 $ 976,317 $ 976,317 $ 1,016,488 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 12.25 12.25 12.25 12.25 Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional 1.00 1.00 1.00 1.00 Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 14.25 14.25 14.25 14.25 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 141 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PUBLIC SAFETY MUNICIPAL JUDGE PROGRAM DESCRIPTION The Municipal Judge's Office presides over all functions of the judiciary on behalf of the City of Denton, as well as serving certain magistrate functions for both the City and County as required by law, particularly as applicable to arrest activity of the Denton Police Department. The judges preside over all court hearings held in Denton Municipal Court including jury trials, non -jury (or bench) trials, pre -trials, bond and summons plea dockets, bond forfeiture hearings, indigency hearings, juvenile pleas, and arraignments of all prisoners detained in the municipal jail on all levels of felonies and misdemeanors. In addition to the judicial functions observed by the general public, the Municipal Judge determines court policies, reviews changes in applicable law, revises policies and procedures in accordance with applicable statutory mandates, sets fine schedules, and issues arrest and inspection warrants, as well as mental health detention warrants. The Judge's Office facilitates the issuance of arrest and search warrants on offenses beyond the Municipal Court's original jurisdiction, for all levels of misdemeanor and felony criminal matters, primarily to expedite the processing of offenses under investigation by the Denton Police Department. MAJOR DIVISION GOALS 1. Refine and enhance a fair and impartial judicial system. 2. Ensure efficient and timely disposition of municipal court cases. 3. Ensure timely and proper magistrate and arraignment process (jail prisoners). MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Review and refine municipal court internal procedures to maximize efficiency. 2. Prepare and organize judicial policies and directives and communications to staff and public. 3. Continue to simplify or "streamline" promulgated court forms and procedures for case disposition. 4. Establish and refine deferred adjudication request and dismissal procedures. 5. Establish processes to ensure that all defendants are treated in a fair and uniform fashion. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Cases processed 48,000 48,000 49,000 50,000 2. Jury trials 150 150 160 160 3. Non -jury trials set 3,200 3,200 2,600 2,700 4. Jail arraignments 3,400 3,400 4,000 4,000 5. Warrants 11,000 11,000 13,000 13,000 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 1. Cases disposed (monthly) 3,700 3,700 2. Warrants issued (monthly) 1,000 1,000 3. Length of court docket (hours) 2.00 2.00 2005-06 ESTIMATE 3,700 1,110 2.00 2006 -07 ADOPTED 3,700 1,000 2.00 142 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES PUBLIC SAFETY MUNICIPAL JUDGE 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 267,499 $ 272,528 $ 272,528 $ 287,492 TOTAL RESOURCES $ 267,499 $ 272,528 $ 272,528 $ 287,492 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES $ 234,204 $ 239,696 $ 239,696 $ 252,870 1,162 1,630 1,630 1,630 5,718 5,527 5,527 3,148 7,279 10,962 10,962 11,156 19,136 14,713 14,713 18,688 $ 267,499 $ 272,528 $ 272,528 $ 287,492 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional 0.50 - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal 0.50 0.25 0.25 0.25 TOTAL PERSONNEL 3.00 2.25 2.25 2.25 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 143 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PUBLIC SAFETY POLICE PROGRAM DESCRIPTION The mission of the Denton Police Department is to positively impact the quality of life throughout the community. The Police Department is committed to forming practical partnerships with the citizenry, which include a mutual goal -setting process aimed at resolving problems, reducing fear, preserving the peace, and enforcing the law, thereby providing a safer environment for all citizens. MAJOR DIVISION GOALS 1. Continue to develop and enhance the department's automated information systems and crime analysis capabilities to provide statistical analysis of crime in real time by police officers on patrol. 2. Combine technological capability with problem solving tools (Consultation, Adaptation, and Mobilization) in an effort to maximize resources in a successful resolution of criminal activity. 3. Implement Five -Year Strategic Plan, tied to a financial forecast, with emphasis on crime reduction through CAMStat, improvement of facilities, and personnel enhancements. Continue to monitor staffing and make adjustments to maximize resources. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue the development of CAMStat, including improving the format of the CAMStat meeting, internal communication and information sharing, and the effective and efficient retrieval and analysis of statistical data. 2. Upgrade technological capabilities, ensuring that computer systems and equipment are functional and serve the department to their maximum potential, with an emphasis on movement toward a more "paperless" organization. 3. Pursue alternate funding strategies to facilitate the implementation of solutions for problems with the public safety radio system. 4. Identify and pursue sources of funding for additional personnel and equipment to meet the requirements of the strategic plan and address increased workload resulting from projected growth and additional service demands and expectations. 5. Continue to review current processes and programs to evaluate efficiency of deployment of manpower during a period of budgetary constraints in order to maintain the highest possible level of service delivery. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Calls for service 105,419 120,000 115,000 120,000 2. Traffic accidents 3,123 3,500 3,200 3,500 3. Part 1 offenses 5,634 4,500 4,700 4,800 4. Part 2 offenses 7,541 8,500 8,100 8,500 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average response time (dispatch to arrival) 6.5 8.2 7.5 8.5 2. Traffic citations 47,394 35,000 48,000 50,000 3. Part 1 cleared 23.4% 20.0% 25.0% 25.0% 4. Part 2 cleared 35.0% 60.0% 63.0% 60.0% 5. COPS/officer-initiated activity 17,263 45,000 18,000 19,000 144 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents PUBLIC SAFETY POLICE 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Warrant Fees $ 236,325 $ 236,000 $ 285,000 $ 271,226 Auto Pound Fees 33,525 136,800 94,950 - Police Escort & Guard Fees 14,200 15,000 13,000 15,000 False Alarm Fees 54,530 75,000 9,000 12,300 Traffic/Police Reports 33,215 35,000 36,000 36,400 Arrest Fees 135,502 136,000 160,000 140,000 Denton Municipal Fines 1,674,051 1,720,000 1,920,000 1,920,000 Parking Fines 64,185 75,000 72,389 71,655 Police Phone Commission 20,296 20,000 19,400 20,100 Contract - DISD 100,000 75,000 75,000 50,000 General Resources 14,519,662 16,651,134 16,490,195 17,002,493 TOTAL RESOURCES $ 16,885,491 $ 19,174,934 $ 19,174,934 $ 19,539,174 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 14,461,897 $ 15,705,892 $ 15,705,892 $ 16,191,515 Materials & Supplies 192,447 237,992 237,992 337,240 Maintenance & Repair 169,498 231,312 231,312 223,063 Insurance 144,087 187,337 187,337 185,153 Miscellaneous 13,782 13,297 13,297 13,297 Operations 1,302,470 1,745,139 1,745,139 1,433,626 Transfers 601,310 1,052,765 1,052,765 1,155,280 Fixed Assets - 1,200 1,200 - TOTAL EXPENDITURES $ 16,885,491 $ 19,174,934 $ 19,174,934 $ 19,539,174 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 2.00 2.00 2.00 2.00 Office/Clerical 3.00 4.00 4.00 4.00 Technical/Paraprofessional 39.00 40.00 40.00 43.00 Professional 3.00 3.00 3.00 2.00 Management/Supervision 3.00 3.00 3.00 2.00 Sworn Public Safety 141.00 147.00 147.00 152.00 Temporary/Seasonal 7.23 7.23 7.23 7.23 TOTAL PERSONNEL 198.23 206.23 206.23 212.23 MAJOR BUDGET CHANGES The 2006-07 budget reflects the transfer of 1 FTE to City Manager's Office, 1 FTE to Finance Administration and the addition of 8 FTEs. * Estimate as of May 2006 145 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON GENERAL FUND ORGANIZATIONAL CHART Citizens City Council City Manager Community Services Progra rs Public Safety Progra rs Transportation Progra rs Downtown Programs Administrative Programs Building Inspections Animal Services Arport Economic Development Accounting Code Enforcement Fire Administration Streets Downtown Development Budget and Finance Administration L brary Administration Fire Operations Traffic Operations Cable Television Library E rily Fowler Fire Preventia Street Lighting City Manager's Office Library North Branch Municipal Court Facilities Management Library Sa th Branch Municipal Judge Human Resources Parks Ad rinistration Police eternal Audit Parks Keep Denton Beautiful Legal Administration Parks Leisure Services Public Information Office Parks - Maintenance Risk Management Planning Tax Treasury 146 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON TRANSPORTATION 147 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TRANSPORTATION SUMMARY BY CATEGORY RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Airport Fees $ 284,436 $ 282,025 $ 254,349 $ 298,799 Charges to Capital Projects 1,405,131 - - - Traffic Impact Analysis Fees 500 - - - Public Works Inspection Fees 390,434 - - - Right -of -Way Inspection Fees 61,492 - - - Overtime Inspection Fees 7,000 - - - Engineering Print Revenue 1,998 - - - Loading Zones 2,640 - - - Parking Lot Permits 5,600 - - - Street Cut Reimbursements 166,763 200,000 210,000 175,000 State Signal Reimbursement 16,062 16,062 16,062 16,062 General Resources 6,612,740 5,478,775 5,496,451 6,621,677 TOTAL RESOURCES $ 8,954,795 $ 5,976,862 $ 5,976,862 $ 7,1 1 1,538 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 4,917,697 $ 2,628,547 $ 2,628,547 $ 2,81 1,610 Materials & Supplies 177,016 96,137 96,137 166,902 Maintenance & Repairs 1,067,506 1,062,516 1,062,516 2,392,617 Insurance 264,674 116,732 116,732 89,152 Miscellaneous 4,667 7,105 7,105 7,400 Operations 1,972,670 1,880,081 1,880,081 1,537,327 Transfers 550,565 185,744 185,744 106,530 Fixed Assets - - - - TOTAL EXPENDITURES $ 8,954,795 $ 5,976,862 $ 5,976,862 $ 7,111,538 * Estimate as of May 2006 148 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Airport Streets Traffic Operations Street Lighting Engineering (1) General Resources TOTAL RESOURCES TRANSPORTATION SUMMARY BY DIVISION 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 284,436 $ 282,025 $ 254,349 $ 298,799 304,960 200,000 210,000 175,000 16,062 16,062 16,062 16,062 1,736,598 - - - 6,612,740 5,478,775 5,496,451 6,621,677 $ 8,954,795 $ 5,976,862 $ 5,976,862 $ 7,1 1 1,538 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Airport $ 551,443 $ 521,931 $ 521,931 $ 585,257 Streets 3,306,008 3,491,213 3,491,213 4,198,048 Traffic Operations 1,122,738 1,168,718 1,168,718 1,447,338 Street Lighting 799,920 795,000 795,000 880,895 Engineering (1) 3,174,686 - - - TOTAL EXPENDITURES $ 8,954,795 $ 5,976,862 $ 5,976,862 $ 7,111,538 * Estimate as of May 2006 The Engineering Department has been transferred from the General Fund to the Water Fund. 149 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TRANSPORTATION AIRPORT PROGRAM DESCRIPTION The Denton Airport provides service to the aviation public by contracting with Fixed Based Operators to provide aircraft -related services. The Airport provides and maintains a 6,000-foot runway with associated taxiways, ramps and navigational aides and provides a base for local aircraft owned both by individuals and businesses. The Airport is a designated reliever airport for the Dallas/Fort Worth International Airport, providing a major transportation link to Denton and serving as a position inducement to industries considering locating to this area. The Airport is the home base for an air cargo service serving the United States and an air charter service serving the entire North American continent. Seven corporate flight departments are based on the field, as well as two flight schools, major aircraft maintenance, aircraft paint and interior services, and several aviation sales departments. The Airport also serves as a base for a segment of our citizens who are involved in recreational and sport aviation. MAJOR DIVISION GOALS 1. Increase the number of businesses based on the field, both corporate flight departments and general aviation -related services. 2. Continue legislative campaign to improve (receive) federal/state grant funding. 3. Move forward with acquiring radar for the air traffic control tower to improve safety. 4. Receive TxDOT's "Most Improved Airport" award. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Complete construction of the taxiway realignment and apron expansion. 2. Complete construction of the new Airport Terminal Building. 3. Improve tenant relations through increased publications and outreach programs. 4. Partner with the FAA to increase the air traffic control tower's hours of operation. 5. Complete design phase of runway extension. 6. Work with Economic Development and the Chamber of Commerce to establish a foreign trade zone. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Daily airfield inspections 248 260 260 260 2. Airfield acres mowed/maintained 240 240 240 240 3. Monthly financial/inspection reports 36 36 36 36 4. Special events hosted 3 3 4 4 5. Tenant relations/ development (hours/week) 50 50 50 60 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Based aircraft 213 226 235 248 2. Airport revenues $284,437 $1,034,954 $254,349 $298,799 3. Negotiated lease agreements 5 4 5 5 4. Increased hangar/office 64,800 sq ft 77,000 sq ft 50,000 sq ft 65,000 sq ft 150 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TRANSPORTATION AIRPORT RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Airport Fees $ 284,436 $ 282,025 $ 254,349 $ 298,799 General Resources 267,007 239,906 267,582 286,458 TOTAL RESOURCES $ 551,443 $ 521,931 $ 521,931 $ 585,257 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES $ 294,016 $ 291,702 $ 291,702 $ 323,041 7,248 10,460 10,460 21,846 7,804 16,629 16,629 55,947 26,222 25,863 25,863 19,580 917 705 705 1,000 155,712 129,968 129,968 129,143 59,524 46,604 46,604 34,700 $ 551,443 $ 521,931 $ 521,931 $ 585,257 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 1.50 1.00 1.00 1.00 Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional - - - - Professional 1.00 1.00 1.00 1.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 4.50 4.00 4.00 4.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 151 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TRANSPORTATION STREETS PROGRAM DESCRIPTION The Street Division is composed of two sections, Street Patching and Street Construction. Street Patching is responsible for repairing potholes and minor street failures, as well as repairing utility cuts made by various franchises. This section also performs major street maintenance, such as overlay and crack sealing. The second section, Street Construction, reconstructs streets that have totally failed and are in need of rebuilding. Street Construction also assists with new construction of roads. The Street Division provides emergency support response in the areas of cleaning streets after traffic accidents, removing fallen trees and limbs, barricading for high water, and sanding roads during inclement weather. MAJOR DIVISION GOALS 1. Protect the investment in public streets through preventive maintenance and reconstruction of streets. 2. Provide departmental assistance as needed: saw cutting, utility patching, milling, and work requests. 3. Assist the public with special projects: sanding streets, barricading, block parties, and scheduled festival -type activities. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Construct Capital Improvements Program projects. 2. Pavement management system and new Overall Condition Index (OCI) rating for all streets. 3. Expedite the efficiency and productivity of the Streets Department. 4. Respond to inclement weather conditions within 30 minutes of notification (e.g., high water, tree limbs, ice). 5. Economically repave small overlay projects and overlay larger patches without relying on the schedules of sub -contractors 6. Participate in the Denton County Transportation Authority -Enhanced Local Assistance Program. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Pot holes repaired (each) 5,479 7,500 6,000 6,000 2. Street Overlay (lane mile) 10.67 20.00 15.00 15.00 3. Cutouts base failures (BF)/utility cuts (square feet) 124,442 200,000 195,000 195,000 4. Crack seal maintenance (linear feet) 40,338 75,000 100,000 100,000 5. Street Reconstruction (lane mile) 8.77 12.00 8.50 9.00 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Citizen Requests - Respond within 24 hours 85% 85% 85% 85% 152 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TRANSPORTATION STREETS RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Street Cut Reimbursements $ 166,763 $ 200,000 $ 210,000 $ 175,000 Charges to Capital Projects 138,197 - - - General Resources 3,001,048 3,291,213 3,281,213 4,023,048 TOTAL RESOURCES $ 3,306,008 $ 3,491,213 $ 3,491,213 $ 4,198,048 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 1,571,677 $ 1,569,493 $ 1,569,493 $ 1,622,008 Materials & Supplies 47,494 70,175 70,175 60,175 Maintenance & Repairs 880,582 913,200 913,200 1,958,691 Insurance 54,298 41,904 41,904 27,283 Miscellaneous 2,422 4,550 4,550 4,550 Operations 673,823 811,642 811,642 500,687 Transfers 75,712 80,249 80,249 24,654 Fixed Assets - - - - TOTAL EXPENDITURES $ 3,306,008 $ 3,491,213 $ 3,491,213 $ 4,198,048 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 21.00 19.00 19.00 19.00 Office/Clerical - - - - Technical/Paraprofessional 7.00 7.00 7.00 8.00 Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 29.00 27.00 27.00 28.00 MAJOR BUDGET CHANGES The 2006-07 budget reflects the transfer of 1 FTE from the Water Fund. Increase in funding for street maintenance. * Estimate as of May 2006 153 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TRANSPORTATION TRAFFIC OPERATIONS PROGRAM DESCRIPTION The Traffic Operations Division provides for the safe operation and maintenance of the transportation system, which controls, guides, and directs the public. The Traffic Division coordinates and monitors traffic volumes and installs and maintains traffic signs, signals, and pavement markings. The Division also responds to citizen requests, manages transportation issues, reviews new development, and assures compliance with federal, state and local quality standards. In addition, this division is responsible for all City sign needs, including decaling and lettering of vehicles. MAJOR DIVISION GOALS 1. Add more independent traffic signals into closed loop system using radio -controlled devices. 2. Continue intersection accident monitoring and improvement program. 3. Reduce the number of emergency traffic signal calls by implementing an on -going preventive maintenance program. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Replace 80,000 feet of needed pavement markings. 2. Replace 2% of the estimated 13,000 signs in Denton. 3. Improve pavement markings at major intersections, utilizing state-of-the-art materials and equipment. 4. Remark crosswalks and upgrade crossing signs. 5. Seek deployment of the Intelligent Transportation System. 6. Continue implementing the Geographic Information System (GIS) and the work order system. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Pavement marking/buttons (linear feet) 82,000 82,000 82,000 80,000 2. Traffic controller upgrades 20 20 7 7 3. Flashers (school and advanced warning) maintained 26 26 32 32 4. Signals maintained 102 102 103 103 5. Signs serviced 1,600 1,600 1,200 1,200 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Signal preventive maintenance scheduled 102 102 103 103 2. Button projects scheduled/completed 80% 80% 80% 80% 3. New signal construction 4 4 1 1 4. Maintain stop bar and arrows 70% 70% 70% 70% 5. Maintain stop signs hit as result of accidents 170 170 220 220 154 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES State Signal Reimbursement General Resources TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repairs Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES TRANSPORTATION TRAFFIC OPERATIONS 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 16,062 $ 16,062 $ 16,062 $ 16,062 1,106,676 1,152,656 1,152,656 1,431,276 $ 1,122,738 $ 1,168,718 $ 1,168,718 $ 1,447,338 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 623,443 $ 767,352 $ 767,352 $ 866,561 14,218 15,502 15,502 16,181 162,083 132,687 132,687 377,979 133,391 48,965 48,965 42,289 1,328 1,850 1,850 1,850 132,525 143,471 143,471 95,302 55,750 58,891 58,891 47,176 $ 1,122,738 $ 1,168,718 $ 1,168,718 $ 1,447,338 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 8.00 8.00 8.00 8.00 Professional - 1.00 1.00 1.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 9.00 10.00 10.00 10.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 155 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TRANSPORTATION STREET LIGHTING 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 799,920 $ 795,000 $ 795,000 $ 880,895 TOTAL RESOURCES $ 799,920 $ 795,000 $ 795,000 $ 880,895 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ - $ - $ - $ - Materials & Supplies 74,425 - - 68,700 Maintenance & Repairs - - - - Insurance - - - - Miscellaneous - - - - Operations 725,495 795,000 795,000 812,195 Transfers - - - - Fixed Assets - - - - TOTAL EXPENDITURES $ 799,920 $ 795,000 $ 795,000 $ 880,895 PERSONNEL Full Time Equivalents (FTE) Service/Maintenance Office/Clerical Technical/Paraprofessional Professional Management/Supervision Temporary/Seasonal TOTAL PERSONNEL MAJOR BUDGET CHANGES 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED The budget reflects no major changes. * Estimate as of May 2006 156 "Dedicated to Qualify Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TRANSPORTATION ENGINEERING 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Charges to Capital Projects $ 1,266,935 $ - $ - $ - Traffic Impact Analysis Fees 500 - - - Public Works Inspection Fees 390,434 - - - Right -of -Way Inspection Fees 61,492 - - - Overtime Inspection Fees 7,000 - - - Engineering Print Revenue 1,998 - - - Loading Zones 2,640 - - - Parking Lot Permits 5,600 - - - General Resources 1,438,088 - - - TOTAL RESOURCES $ 3,174,686 $ - $ - $ - 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 2,428,561 $ - $ - $ - Materials & Supplies 33,631 - - - Maintenance & Repair 17,037 - - - Insurance 50,763 - - - Miscellaneous - - - - Operations 285,115 - - - Transfers 359,579 - - - Fixed Assets - - - - TOTAL EXPENDITURES $ 3,174,686 $ - $ - $ - PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 - - - Technical/Paraprofessional 24.00 - - - Professional 9.00 - - - Management/Supervision 5.00 - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 39.00 - - - MAJOR BUDGET CHANGES The Engineering Department has been transferred from the General Fund to the Water Fund. * Estimate as of May 2006 157 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON GENERAL FUND ORGANIZATIONAL CHART Citizens City Council City Manager Community Services Progra rs Public Safety Progra rs Transportation Progra rs Downtown Programs Administrative Programs Building Inspections Animal Services Arport Economic Development Accounting Code Enforcement Fire Administration Streets Downtown Development Budget and Finance Administration L brary Administration Fire Operations Traffic Operations Cable Television Library E rily Fowler Fire Preventia Street Lighting City Manager's Office Library North Branch Municipal Court Facilities Management Library Sa th Branch Municipal Judge Human Resources Parks Ad rinistration Police eternal Audit Parks Keep Denton Beautiful Legal Administration Parks Leisure Services Public Information Office Parks - Maintenance Risk Management Planning Tax Treasury 158 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON DOWNTOWN 159 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents DOWNTOWN SUMMARY BY CATEGORY 2004-05 RESOURCES ACTUAL 2005-06 2005-06 2006-07 BUDGET ESTIMATE * ADOPTED General Resources $ 657,187 $ 562,076 $ 562,076 $ 543,584 TOTAL RESOURCES $ 657,187 $ 562,076 $ 562,076 $ 543,584 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 497,303 $ 410,927 $ 410,927 $ 421,326 Materials & Supplies 8,839 10,590 10,590 59,047 Maintenance & Repair - - - - Insurance 4,932 5,227 5,227 2,979 Miscellaneous 4,341 10,450 10,450 10,200 Operations 72,639 65,310 65,310 28,596 Transfers 69,133 59,572 59,572 21,436 Fixed Assets - - - - TOTAL EXPENDITURES $ 657,187 $ 562,076 $ 562,076 $ 543,584 * Estimate as of May 2006 160 "Dedicated to Qualify Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents DOWNTOWN SUMMARY BY DIVISION RESOURCES 2003-04 ACTUAL 2004-05 BUDGET 2004-05 ESTIMATE * 2005-06 ADOPTED Economic Development $ - $ - $ - $ - Downtown Development - - - - General Resources 657,187 562,076 562,076 543,584 TOTAL RESOURCES $ 657,187 $ 562,076 $ 562,076 $ 543,584 2003-04 2004-05 2004-05 2005-06 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Economic Development $ 389,693 $ 347,456 $ 347,456 $ 328,070 Downtown Development 267,494 214,620 214,620 215,514 TOTAL EXPENDITURES $ 657,187 $ 562,076 $ 562,076 $ 543,584 * Estimate as of May 2006 161 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents DOWNTOWN ECONOMIC DEVELOPMENT PROGRAM DESCRIPTION The Economic Development Department's objective is to promote and assist community development in Denton through economic development programs and partnerships, such as business retention, international business and government relations. The department acts as liaison to Denton County, the universities and community college, chambers of commerce, developers and businesses. Staff compiles and distributes community statistics and information and provides responses to concerns and informational requests. This department is also responsible for the coordination of movie and film production projects. MAJOR DIVISION GOALS 1. Facilitate economic development activities, such as business recruitment and retention, developer assistance, and international relations. 2. Promote economic development through implementation of four project areas: Image and Marketing, Downtown Development, Business Parks, and University of North Texas (UNT) Research Park. Act as staff support to the Economic Development Partnership Board in promoting other focus areas, such as retail recruitment and medical services. 3. Promote Denton through partnerships with the universities, Denton Independent School District (DISD), chambers of commerce, and Denton businesses. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implementation of Image and Marketing, Business Parks, North Texas Research Park, and Downtown Development action plans. 2. Work with developers, chambers of commerce, City departments, and contractors to facilitate and expedite negotiations for locations and expansions. 3. Continue to develop the Small Business Assistance Program, creating partnerships, and assisting small businesses in locating necessary resources. WORKLOAD MEASURES 1. Implementation of strategic action plans 2. Business retention visits 3. Development projects assisted 4. Council breakfasts/business recognition events 5. Small business development 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE ADOPTED 5 30 15 4 4 2004-05 2005-06 PRODUCTIVITY MEASURES ACTUAL BUDGET 1. Development projects located 11 2. International partnerships/events 5 3. Strategic Plan projects completed 5 162 "Dedicated to Quality Service- 6 6 6 40 40 40 10 15 12 4 3 3 4 4 4 2005-06 2006-07 ESTIMATE ADOPTED 10 12 10 2 3 2 4 4 5 CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents DOWNTOWN ECONOMIC DEVELOPMENT 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 389,693 $ 347,456 $ 347,456 $ 328,070 TOTAL RESOURCES $ 389,693 $ 347,456 $ 347,456 $ 328,070 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 300,400 $ 268,353 $ 268,353 $ 275,163 Materials & Supplies 4,814 5,270 5,270 16,479 Maintenance & Repair - - - - Insurance 3,045 2,987 2,987 1,788 Miscellaneous 4,341 10,450 10,450 10,200 Operations 35,034 29,360 29,360 10,876 Transfers 42,059 31,036 31,036 13,564 Fixed Assets - - - - TOTAL EXPENDITURES $ 389,693 $ 347,456 $ 347,456 $ 328,070 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional 2.00 1.00 1.00 1.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 4.00 3.00 3.00 3.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 163 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents DOWNTOWN DOWNTOWN DEVELOPMENT PROGRAM DESCRIPTION Downtown Development is a program designed to capitalize on the unique character of the downtown business district, while promoting progressive marketing and management techniques. The program utilizes historic preservation as an integral foundation of downtown economic development. The Downtown Development office administers citywide historic preservation efforts, economic development in the central business district, provides staff support to the Historic Landmark Commission and works closely with the Main Street Association. MAJOR DIVISION GOALS 1. Coordinate groups, businesses, and activities in the downtown area to increase retail sales and tax revenues. 2. Enhance the visual appeal of the area by promoting historic preservation and adaptive reuse of buildings; provide design assistance and promote a positive image of the area through festivals, events, and marketing. 3. Provide professional preservation expertise and staff support to the Historic Landmark Commission. 4. Coordinate Capital Improvement Projects, such as replacing sidewalks, repairing streets, and improving pedestrian and vehicular accessiblity. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Preserve and improve diversity of business, retail, government, and residential uses through facilitation of the downtown master plan. 2. Assist tenants and property owners with physical improvements through consultation. 3. Manage STEP (State Transportation Enhancement Program) grant for the Hickory Arts Corridor. 4. Manage the Cedar Street Capital Improvement Project. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. New business/residential uses 12 5 10 10 2. Tenants/Owners assisted 25 N/A 25 25 3. Grants 1 N/A 1 1 4. CIP projects 1 N/A 1 1 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Retail starts / relocations / expansions 12 5 10 10 2. Jobs created 15 N/A 20 20 3. Public improvement grants written 1 N/A 1 1 4. Public and private investment in Main Street area (City $: Private $) 1:21 1:4 1:14 1:10 164 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents DOWNTOWN DOWNTOWN DEVELOPMENT 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 267,494 $ 214,620 $ 214,620 $ 215,514 TOTAL RESOURCES $ 267,494 $ 214,620 $ 214,620 $ 215,514 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 196,903 $ 142,574 $ 142,574 $ 146,163 Materials & Supplies 4,025 5,320 5,320 42,568 Maintenance & Repair - - - - Insurance 1,887 2,240 2,240 1,191 Miscellaneous - - - - Operations 37,605 35,950 35,950 17,720 Transfers 27,074 28,536 28,536 7,872 Fixed Assets - - - - TOTAL EXPENDITURES $ 267,494 $ 214,620 $ 214,620 $ 215,514 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional - - - - Professional 2.00 1.00 1.00 1.00 Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 3.00 2.00 2.00 2.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 165 "Dedicated to Qualify Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON GENERAL FUND ORGANIZATIONAL CHART Citizens City Council City Manager Community Services Progra rs Public Safety Progra rs Transportation Progra rs Downtown Programs Administrative Programs Building Inspections Animal Services Arport Economic Development Accounting Code Enforcement Fire Administration Streets Downtown Development Budget and Finance Administration L brary Administration Fire Operations Traffic Operations Cable Television Library E rily Fowler Fire Preventia Street Lighting City Manager's Office Library North Branch Municipal Court Facilities Management Library Sa th Branch Municipal Judge Human Resources Parks Ad rinistration Police eternal Audit Parks Keep Denton Beautiful Legal Administration Parks Leisure Services Public Information Office Parks - Maintenance Risk Management Planning Tax Treasury 166 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON ADMINISTRATIVE 167 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES ADMINISTRATIVE SUMMARY BY CATEGORY RESOURCES Williams Square Parking Fees City Hall East - Lease Revenue Tax Roll Processing Tax Certificates General Resources TOTAL RESOURCES 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 14,805 $ 15,637 $ 15,637 $ 15,950 90,387 98,604 98,604 57,519 9,200 8,080 8,500 8,800 2,640 1,515 1,500 1,500 11,604,764 12,738,969 12,590,804 13,875,598 $ 11,721,796 $ 12,862,805 $ 12,715,045 $ 13,959,367 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 6,469,538 $ 6,227,711 $ 6,227,711 $ 7,786,403 Materials & Supplies 119,518 170,874 170,874 289,657 Maintenance & Repair 325,671 385,441 385,441 454,292 Insurance 114,154 116,868 116,868 69,418 Miscellaneous 303,474 238,260 238,260 252,468 Operations 2,064,460 3,385,126 3,237,366 2,826,218 Transfers 2,309,273 2,317,405 2,317,405 2,259,291 Fixed Assets 15,708 21,120 21,120 21,620 TOTAL EXPENDITURES $ 11,721,796 $ 12,862,805 $ 12,715,045 $ 13,959,367 * Estimate as of May 2006 168 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE SUMMARY BY DIVISION RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Accounting $ 14,805 $ 15,637 $ 15,637 $ 15,950 Budget and Finance Admin. - - - - Cable Television - - - - City Manager's Office - - - - Facilities Management 90,387 98,604 98,604 57,519 Human Resources - - - - Internal Audit - - - - Legal Administration - - - - Public Information Office - - - - Tax 11,840 9,595 10,000 10,300 Treasury - - - - Miscellaneous - - - - Risk Management - - - - General Resources 11,604,764 12,738,969 12,590,804 13,875,598 TOTAL RESOURCES $ 11,721,796 $ 12,862,805 $ 12,715,045 $ 13,959,367 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Accounting $ 1,135,780 $ 1,268,436 $ 1,268,436 $ 1,168,220 Budget and Finance Admin. 689,871 807,854 807,854 722,023 Cable Television 115,303 115,455 115,455 104,834 City Manager's Office 1,029,462 916,216 916,216 916,444 Facilities Management 2,379,367 2,504,315 2,504,315 2,658,297 Human Resources 1,207,712 1,084,106 1,084,106 1,059,267 Internal Audit 135,714 101,241 101,241 102,217 Legal Administration 1,124,870 1,097,555 1,097,555 1,104,029 Public Information Office 511,846 395,710 395,710 489,017 Tax 204,521 213,900 213,900 217,242 Treasury 400,605 362,542 362,542 364,522 Miscellaneous 2,377,830 3,532,761 3,385,001 5,053,255 Risk Management 408,915 462,714 462,714 - TOTAL EXPENDITURES $ 11,721,796 $ 12,862,805 $ 12,715,045 $ 13,959,367 * Estimate as of May 2006 169 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE ACCOUNTING PROGRAM DESCRIPTION The Accounting Division collects, records, summarizes, and reports the results of all financial transactions that occur within City operations and prepares the Comprehensive Annual Financial Report (CAFR). Major responsibilities include accounts payable, payroll, utility accounting, grant reporting, project and cost accounting, fixed asset maintenance, Federal Energy Regulatory Commission (FERC) accounting, financial statement preparation, and other accounting functions. MAJOR DIVISION GOALS 1. Provide financial information to all users in the form, the frequency, and the timeliness needed for management decisions. 2. Provide financial reporting in conformity with Generally Accepted Accounting Principles (GAAP), FERC accounting and reporting, and project and cost accounting. 3. Provide for timely and accurate payments to the City's vendors. 4. Maintain a process of payment frequency that will allow for early payment discounts to be taken when offered by vendors. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue to receive the "Certificate of Achievement for Excellence in Financial Reporting." 2. Distribute monthly financial reports by the tenth working day of the month. 3. Provide a comprehensive financial report and economic analysis on a monthly basis. 4. Present the Comprehensive Annual Financial Report by January 14. 5. Continue to automate the bank reconciliation process to monitor and safeguard the City's cash resources and complete monthly reconciliations by the 25t" of each month. 6. Develop/update accounting policies and procedures to ensure compliance with Governmental Accounting Standards Board (GASB)/GAAP requirements. 7. Continue staff professional and technical development. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Monthly revenue expenditure reports 180 180 180 180 2. Accounts Payable documents processed per year 55,000 60,000 58,000 58,000 3. General accounting transactions monthly 10,000 11,500 11,000 11,000 4. Payroll transactions entered monthly 3,200 3,200 3,175 3,175 5. Payroll checks per month 2,500 2,500 2,475 2,475 6. Fixed assets transactions per year 1,350 1,300 1,200 1,200 7. A/P checks issued per year 21,000 24,000 22,000 22,000 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Vendor invoices processed within 30 days 98% 100% 100% 100% 2. Monthly operations report distributed within 7 working days 83% 100% 83% 100% 3. Monthly closings within 7 days 83% 100% 83% 100% 170 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE ACCOUNTING 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Williams Square Parking Fees $ 14,805 $ 15,637 $ 15,637 $ 15,950 General Resources 1,120,975 1,252,799 1,252,799 1,152,270 TOTAL RESOURCES $ 1,135,780 $ 1,268,436 $ 1,268,436 $ 1,168,220 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES $ 947,339 $ 1,078,520 $ 16,531 20,772 15,440 16,765 690 600 25,083 28,144 130,697 123,635 1,078,520 $ 1,002,494 20,772 36,168 16,765 11,174 600 600 28,144 33,148 123,635 84,636 $ 1,135,780 $ 1,268,436 $ 1,268,436 $ 1,168,220 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 5.00 4.00 4.00 4.00 Technical/Paraprofessional 3.00 3.00 3.00 3.00 Professional 8.00 7.00 7.00 6.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 17.00 15.00 15.00 14.00 MAJOR BUDGET CHANGES The 2006-07 budget reflects the transfer of 1 FTE to the Electric Fund. * Estimate as of May 2006 171 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES ADMINISTRATIVE BUDGET AND FINANCE ADMINISTRATION PROGRAM DESCRIPTION Budget and Finance Administration is the administrative arm of City financial operations. The division has direct management responsibility over Risk Management, Accounting, Tax, Materials Management, Treasury, Municipal Court, Library Services, Technology Services, Fleet Management, and Human Resources. Budget and Finance Administration is also responsible for the development of the Annual Program of Services and the Capital Improvement Program. This division oversees preparation of various internal and external financial reports, advises management on all aspects of the financial operations of the City, and is responsible for long-range financial planning and debt management for the City. MAJOR DIVISION GOALS 1. Safeguard the City's assets by maximizing resources, minimizing costs, and protecting cash principle. 2. Prepare an annual operating and capital improvement budget that includes the City's operations plan for providing city services. 3. Prepare annual five-year financial forecast. 4. Evaluate and make recommendations on City operations and procedures to make the City more effective in providing services to the citizens of Denton and more efficient in the use of City resources. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue to improve financial accountability and transparency. 2. Prepare a stand-alone document that describes the City's long range financial forecast. 3. Obtain the Distinguished Budget Award and exemplary rating as a communication device, policy document, operation guide, and financial plan from the Government Finance Officers Association's (GFOA) Distinguished Budget Award program. 4. Complete reporting requirements for Governmental Accounting Standards Board for the 2006 Comprehensive Annual Financial Report (CAFR). 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Issue papers presented to City Council and Audit/Finance Committee N/A N/A 20 20 2. Budget transfers 155 165 165 170 3. Department budgets reviewed/monitored 92 92 92 92 4. Complete financial and economic analysis reports by the 25th of each month for the previous month 12 12 12 12 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Consecutive years for the GFOA Distinguished Budget Award 19 20 20 21 2. Average cost to produce Annual Program of Services $35 $35 $35 $40 172 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES ADMINISTRATIVE BUDGET AND FINANCE ADMINISTRATION RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED General Resources $ 689,871 $ 807,854 $ 807,854 $ 722,023 TOTAL RESOURCES $ 689,871 $ 807,854 $ 807,854 $ 722,023 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 530,870 $ 678,120 $ 678,120 $ 598,757 Materials & Supplies 7,596 15,032 15,032 49,268 Maintenance & Repair - - - - Insurance 7,386 7,785 7,785 5,576 Miscellaneous - 575 575 625 Operations 45,986 28,511 28,511 31,832 Transfers 98,033 77,831 77,831 35,965 Fixed Assets - - - - TOTAL EXPENDITURES $ 689,871 $ 807,854 $ 807,854 $ 722,023 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional 3.00 3.00 3.00 4.00 Management/Supervision 2.00 2.00 2.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 7.00 7.00 7.00 7.00 MAJOR BUDGET CHANGES The Finance Administration Division has been combined with the Budget Division. The 2006-07 budget reflects the transfer of 1 FTE from the City Manager's Office, 1 FTE transferred from Police, and 2 FTEs eliminated. * Estimate as of May 2006 173 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE CABLE TELEVISION PROGRAM DESCRIPTION The Cable Television Division is responsible for operating the City's cable TV station (DTV), including broadcasting live all City Council regular meetings, work sessions, and planning and zoning commission meetings. The division also creates and maintains a current Bulletin Board System (BBS) as well as manages the PEG division programming of DTV Newsbreak and DTV Sports Football. MAJOR DIVISION GOALS 1. Make city government more accessible to Denton citizens by informing them of City programs, services, and issues. 2. Coordinate live broadcasts, playbacks, and the bulletin board system to produce quality programming in a 24/7 broadcast environment. 3. Manage the production of PEG division programming - DTV Newsbreak and DTV Sports Football. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-2007 1. Combine DTV marketing efforts with Public Information Office and PEG marketing activities. 2. Improve the quality of the bulletin board and public meeting coverage. 3. Utilize PEG department staff to cover public meeting coverage and bulletin board creation. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Bulletin board slides 250 250 300 350 2. Hours per month of live public meetings (including repeats) 150 150 150 150 3. Number of City stories on DTV Newsbreak 197 247 247 252 4. Number of City of Denton PSA run times during DTV football games 672 681 681 600 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Percentage of City of Denton stories on DTV Newsbreak N/A N/A 38% 40% 2. Number of hours PEG staff worked for other City departments versus amount worked for PEG Division N/A N/A 304 320 174 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES ADMINISTRATIVE CABLE TELEVISION 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 115,303 $ 115,455 $ 115,455 $ 104,834 TOTAL RESOURCES $ 115,303 $ 115,455 $ 115,455 $ 104,834 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 84,304 $ 80,742 $ 80,742 $ 71,540 Materials & Supplies 1,609 325 325 5,564 Maintenance & Repair 7,492 6,000 6,000 400 Insurance - 2,042 2,042 897 Miscellaneous 775 100 100 150 Operations 10,102 10,038 10,038 16,016 Transfers 11,021 16,208 16,208 10,267 Fixed Assets - - - - TOTAL EXPENDITURES $ 115,303 $ 115,455 $ 115,455 $ 104,834 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional - - - - Professional 1.00 1.00 1.00 1.00 Management/Supervision - - - - Temporary/Seasonal 1.00 - - - TOTAL PERSONNEL 2.00 1.00 1.00 1.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 175 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE CITY MANAGER'S OFFICE PROGRAM DESCRIPTION The mission of the City Manager's Office (CMO) is to facilitate the success of the City Council and the City Manager through customer service, communication, coordination, and collaboration. The CMO staff combines the efficient and effective use of knowledge and problem solving to work directly with the City Council and the City Manager to administer policy in a manner that is both reliable and accurate. The CMO provides customer service through anticipating customer expectations; giving leadership and direction to the organization; organizing municipal and special elections; maintaining official records; responding to requests for information and assistance; and acting as a liaison between City administration and the City Council. MAJOR DIVISION GOALS 1. Identify strategies that relate to realizing our vision and mission developed by the new Mayor and changing City Council, and to transition to a new City Manager. 2. Continue to increase citizen ease of access to public information through more effective and more efficient use of existing technologies and resources. 3. Be a role model for the organization during the transition to a new Mayor and City Manager. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue to improve and meet all administrative support requests for the Mayor, City Council and City Manager. 2. Implement new workload distribution standards as a continual adjustment to the shifting of people and number of staff members on the City Manager's Office team. 3. Continue organization -wide cross training and keep the consolidated office manual updated as new support services are requested of the CMO team. 4. Support the development of a more transparent financial process, greater budget detail and documented five-year financial planning for the organization. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Requests for service 18,700 15,000 11,800 12,000 2. Council meetings/agendas 60 70 65 65 3. Pages of records scanned 14,952 17,600 17,000 17,000 4. Reading files 52 52 52 52 5. Pages of records posted to web site 10,472 13,180 13,000 13,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Open records requests completed within required time frame 100% 100% 100% 100% 2. Special events/projects completed successfully 100% 100% 100% 100% 3. Requests for information responded to within requested time frame 100% 90% 90% 90% 176 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE CITY MANAGER'S OFFICE RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED General Resources $ 1,029,462 $ 916,216 $ 916,216 $ 916,444 TOTAL RESOURCES $ 1,029,462 $ 916,216 $ 916,216 $ 916,444 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 719,430 $ 647,256 $ 647,256 $ 659,704 Materials & Supplies 15,688 15,715 15,715 36,819 Maintenance & Repair 1,818 2,170 2,170 3,373 Insurance 17,543 10,720 10,720 5,694 Miscellaneous 27,168 21,380 21,380 21,380 Operations 75,164 77,703 77,703 85,205 Transfers 172,651 141,272 141,272 104,269 Fixed Assets - - - - TOTAL EXPENDITURES $ 1,029,462 $ 916,216 $ 916,216 $ 916,444 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 2.00 1.50 1.50 2.50 Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional 3.00 2.00 2.00 1.00 Management/Supervision 2.00 2.00 2.00 2.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 8.00 6.50 6.50 6.50 MAJOR BUDGET CHANGES The 2006-07 budget reflects 1 FTE eliminated, 1 FTE transferred to Budget and Finance Administration, 1 FTE transferred from Reprographics in the Technology Services Fund, and 1 FTE transferred from Police. * Estimate as of May 2006 177 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE FACILITIES MANAGEMENT PROGRAM DESCRIPTION The Facilities Management Department is responsible for Capital Improvement Program (CIP) construction, major and minor renovation projects, construction contracts including hiring and supervising architects and consultants, building maintenance, space planning, lease/purchase negotiations, janitorial services, utility services, and security for multiple municipal buildings. These tasks are accomplished by providing quality facility management, service, and construction management for interdepartmental customers who serve our citizens. MAJOR DIVISION GOALS 1. Provide administration and evaluation of City facilities during construction and maintenance, making the City more effective in providing services for citizens while becoming more efficient in the use of City resources. 2. Implement the adopted Capital Improvement Program, improving on completion dates and reporting systems. 3. Continue to provide a 24/7 on -call system for maintenance of City facilities in an aesthetically pleasing and orderly manner, which instills employee pride and efficiency and improves public approval. 4. Continue to provide efficient and effective service to our customers. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue major Capital Improvement Program (CIP) construction for FY2007, including South Branch Library, Fire Station 7, and the Public Safety Training Facility. 2. Continue special CIP projects such as improving existing American Disabilities Act (ADA) accommodations and other facility maintenance areas. 3. Analyze and track expenditures in facilities areas for cost effectiveness in view of service priorities. 4. Continue to complete work requests in a timely manner and perform scheduled heating, ventilation, air conditioning (HVAC) maintenance on equipment to extend the life of the capital investments while improving on our scheduled maintenance program. 5. Continue to provide and monitor custodial services for designated City buildings. WORKLOAD MEASURES 1. Buildings served 2. Major CIP projects 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE ADOPTED 35 35 35 35 2 4 2 11 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Work requests completed on time 85% 85% 85% 85% 2. "Off -hours" requests completed 100% 100% 100% 100% 3. Projects completed on time and within budget 100% 100% 85% 100% 4. Special projects completed on time 100% N/A 85% 100% 178 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE FACILITIES MANAGEMENT 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED City Hall East - Lease Revenue $ 90,387 $ 98,604 $ 98,604 $ 57,519 General Resources 2,288,980 2,405,711 2,405,711 2,600,778 TOTAL RESOURCES $ 2,379,367 $ 2,504,315 $ 2,504,315 $ 2,658,297 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 948,705 $ 934,802 $ 934,802 $ 958,987 Materials & Supplies 22,912 51,873 51,873 54,380 Maintenance & Repair 315,301 374,410 374,410 432,656 Insurance 29,543 28,870 28,870 19,747 Miscellaneous 665 503 503 503 Operations 969,353 1,048,442 1,048,442 1,139,898 Transfers 92,888 65,415 65,415 52,126 Fixed Assets - - - - TOTAL EXPENDITURES $ 2,379,367 $ 2,504,315 $ 2,504,315 $ 2,658,297 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 2.00 2.00 2.00 2.00 Technical/Paraprofessional 9.00 8.00 8.00 8.00 Professional 2.00 - - - Management/Supervision 2.00 3.00 3.00 3.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 15.00 13.00 13.00 13.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 179 "Dedicated to Qualify Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE HUMAN RESOURCES PROGRAM DESCRIPTION The Human Resources Department serves as a partner to departments within the organization with advice, support, and recommendations to effectively utilize and manage the City's human resources. The department's strategic role is to provide an avenue by which managers can attract and retain quality employees. This includes competitive compensation and benefits package, active workforce diversity program, recruiting program, cutting -edge training program, and recommending short- and long-term human resource management. It is also the department's goal to provide exceptional service to both internal and external customers. MAJOR DIVISION GOALS 1. Attract and retain qualified individuals through a competitive compensation and benefits package. 2. Implement processes, procedures, and programs that ensure equal opportunity employment and legal compliance and enhance diversity in the workplace. 3. Provide support to the Civil Service Commission to ensure compliance with state laws for police officers and firefighters. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Provide assistance in filling open positions so that the open -to -fill ratio for non-professional positions is maintained at an average of 30 days, and the ratio for professional and management positions is maintained at an average of 90 days. 2. Study and provide recommendations for a market -competitive compensation program, administer benefit programs, respond to employee benefit questions, and study and provide recommendations on new and/or enhanced benefit programs. 3. Determine employee training and development needs, implement appropriate programs, and administer Tuition Reimbursement, Seven Habits, and Civil Service budgets. 4. Enhance employee involvement by providing recognition programs and assisting supervisors with employee relations and personnel issues. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Applications/resumes processed 6,613 7,000 6,000 6,500 2. Positions filled 340 350 350 350 3. Employee separations 370 350 300 300 4. Employee drug tests conducted 818 945 810 905 5. Employee training workshops 116 90 84 85 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average days to fill a position a. Non-exempt 50 30 40 40 b. Exempt 93 90 90 90 2. Turnover (excluding seasonal) 13% 13% 12% 12% 3. Employee relations issues 1,002 1,000 1,000 1,000 4. Participant hours for training 5,329 5,364 3,984 5,365 180 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE HUMAN RESOURCES 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 1,207,712 $ 1,084,106 $ 1,084,106 $ 1,059,267 TOTAL RESOURCES $ 1,207,712 $ 1,084,106 $ 1,084,106 $ 1,059,267 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 931,134 $ 803,636 $ 803,636 $ 823,716 Materials & Supplies 13,089 20,260 20,260 45,456 Maintenance & Repair 520 1,991 1,991 1,991 Insurance 16,669 17,1 1 1 17,1 1 1 10,310 Miscellaneous 20,167 21,102 21,102 21,102 Operations 64,910 85,956 85,956 84,829 Transfers 161,223 134,050 134,050 71,863 Fixed Assets - - - - TOTAL EXPENDITURES $ 1,207,712 $ 1,084,106 $ 1,084,106 $ 1,059,267 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 2.00 1.00 1.00 1.00 Technical/Paraprofessional 5.00 5.00 5.00 5.00 Professional 7.00 5.00 5.00 5.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 15.00 12.00 12.00 12.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 181 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE INTERNAL AUDIT PROGRAM DESCRIPTION The Internal Audit Division provides an independent appraisal of the City's operations and internal controls. The division provides management with reviews and recommendations for improvement of performance, reductions of cost, administrative and resource efficiencies, and risk analysis. The division's annual plan focuses on the organization's goals and current audit service needs. MAJOR DIVISION GOALS Work with City management to ensure that: 1. Organizational and management objectives are met. 2. Resources are used economically and efficiently. 3. Risks or potential liabilities to the City are identified and minimized. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Analyze and review the City's risks. 2. Develop an annual and a 5-year plan based on the goals of the organization and current audit needs. 3. Provide management with reports and at least 10 major recommendations for improvement. 4. Provide necessary audit services as determined by the current needs of the organization. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Scheduled and follow-up reviews 9 9 12 8 2. Ongoing reviews and consulting 1 1 11 13 13 3. Special request projects 9 9 11 13 4. Percentage of time: a. Scheduled and follow- up reviews 54% 59% 46% 45% b. Ongoing reviews and consultations 19% 18% 23% 23% c. Special request projects 1 1 % 8% 9% 16% d. Non -audit activities 16% 15% 21 % 16% 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Recommendations accepted 100% 100% 100% 100% 2. Recommendations implemented 54% 75% 72% 75% 182 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE INTERNAL AUDIT 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 135,714 $ 101,241 $ 101,241 $ 102,217 TOTAL RESOURCES $ 135,714 $ 101,241 $ 101,241 $ 102,217 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 113,727 $ 89,271 $ 89,271 $ 91,412 Materials & Supplies 345 462 462 1,062 Maintenance & Repair - - - - Insurance 1,379 1,494 1,494 801 Miscellaneous - - - - Operations 4,784 3,307 3,307 5,294 Transfers 15,479 6,707 6,707 3,648 Fixed Assets - - - - TOTAL EXPENDITURES $ 135,714 $ 101,241 $ 101,241 $ 102,217 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 0.50 - - - Professional 1.00 1.00 1.00 1.00 Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 1.50 1.00 1.00 1.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 183 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE LEGAL ADMINISTRATION PROGRAM DESCRIPTION The Legal Department provides quality legal representation to the City Council, boards, and staff members of the City. This department also represents the City in litigation, drafts various legal instruments, and handles claims filed against the City. The Legal Department also provides assistance in the collection of delinquent accounts and administers the codification and revision of city ordinances. In addition, this department provides a prosecutor to represent the State of Texas in Municipal Court proceedings. MAJOR DIVISION GOALS 1. Provide quality legal services and representation efficiently and ethically in all matters affecting the City of Denton in a manner that helps to achieve the City's goals and objectives. 2. Provide the best possible legal instruments for City projects within the time available for document preparation or review. 3. Provide the most effective legal representation possible in litigation -related activities involving the City of Denton, while meeting all court -imposed deadlines and centralize litigation function through litigation attorney and legal assistant. 4. Recover monies due the City. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Work with Code Enforcement to aggressively pursue compliance with applicable ordinances. 2. Accomplish the goals established by the Council Performance Review Committee for the Legal Department. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Contracts/forms reviewed or prepared 2,142 1,900 2,000 2,000 2. Correspondence/memos prepared 3,999 3,400 4,000 4,000 3. Ordinances/resolutions prepared 428 400 400 400 4. Proclamations/Appreciations 57 75 60 60 5. Requests for legal services received 6,926 4,000 6,500 6,500 6. Miscellaneous documents prepared 300 300 300 300 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Requests for legal services processed within response cycle time 95% 95% 95% 95% 184 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE LEGAL ADMINISTRATION 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 1,124,870 $ 1,097,555 $ 1,097,555 $ 1,104,029 TOTAL RESOURCES $ 1,124,870 $ 1,097,555 $ 1,097,555 $ 1,104,029 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 997,989 $ 698,449 $ 698,449 $ 734,474 Materials & Supplies 6,388 9,320 9,320 12,878 Maintenance & Repair - 300 300 300 Insurance 11,089 11,583 11,583 6,731 Miscellaneous 500 500 500 500 Operations 47,400 317,417 317,417 292,515 Transfers 45,796 38,866 38,866 35,011 Fixed Assets 15,708 21,120 21,120 21,620 TOTAL EXPENDITURES $ 1,124,870 $ 1,097,555 $ 1,097,555 $ 1,104,029 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 3.00 2.50 2.50 2.50 Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional 4.00 3.00 3.00 3.00 Management/Supervision 2.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 10.00 7.50 7.50 7.50 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 185 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE PUBLIC INFORMATION OFFICE PROGRAM DESCRIPTION The Public Information Office (PIO) assists the organization with the dissemination of information to the public. The division conducts programs which are designed to inform citizens of City programs, services, and issues; to help create and maintain a positive public image of the organization; to serve as a liaison to the media; to assist the management section when the Emergency Operation Center is activated; to maintain oversight of the cable television franchise; to facilitate internal communications to keep employees informed; and to assist other City departments and individuals with positive media relations. The division also provides advertising, print material, and public relations support to the organization and public education programs to the Utilities Department. MAJOR DIVISION GOALS 1. Improve citizen awareness, understanding, and participation in City programs, services, and issues, as well as promote a positive public image of the organization. 2. Provide quality print, media, and communication plans/advertising production support to all City departments. 3. Assist City Council with information dissemination and media relations. 4. Facilitate and improve internal communications to help create an informed employee work - base through the use of City Limits newsletter. 5. Assist departments with information dissemination, media relations, and emergency communications issues. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Provide support to help fulfill the public education and involvement component for City's Storm Water Permit. 2. Expand scope of City environmental web pages. 3. Update the digital photography archive and make it more accessible and user friendly. 4. Assure cable -regulated rate adjustments, franchise renewal, and other cable franchise items that may arise are in compliance with Federal Communications Commission (FFC) guidelines, state laws, and City ordinances. 5. Enhance Denton Independent School District (DISD) education efforts on source water protection and other environmental issues. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Community/DISD educational programs and special events 42 40 39 42 2. Print/advertising materials produced 110 80 108 100 3. Media items sent 124 48 85 85 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Media inquiries handled within 24 hours 96% 89% 89% 89% 2. Total cost per copy of Citizen Update $0.65 $0.60 $0.68 $0.68 3. Average time per program (hrs) 16 14 14 14 186 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE PUBLIC INFORMATION OFFICE 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 511,846 $ 395,710 $ 395,710 $ 489,017 TOTAL RESOURCES $ 511,846 $ 395,710 $ 395,710 $ 489,017 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 339,876 $ 237,934 $ 237,934 $ 314,040 Materials & Supplies 9,677 9,825 9,825 22,480 Maintenance & Repair 540 570 570 15,572 Insurance - 5,263 5,263 3,159 Miscellaneous - - - - Operations 98,479 98,220 98,220 106,712 Transfers 63,274 43,898 43,898 27,054 Fixed Assets - - - - TOTAL EXPENDITURES $ 511,846 $ 395,710 $ 395,710 $ 489,017 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 2.00 - - - Professional 3.00 3.00 3.00 4.00 Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 5.00 3.00 3.00 4.00 MAJOR BUDGET CHANGES The 2006-07 budget reflects the addition of 1 FTE transferred from Reprographics in the Technology Services Fund. * Estimate as of May 2006 187 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE TAX PROGRAM DESCRIPTION The Tax Division is responsible for all components of property tax assessment and collection. This includes calculating the ad valorem tax rate, the tax roll, tax billing, and the collection of current and delinquent taxes. Other aspects of this area include assisting in the annexation process, property liens (mowing, paving, mobile homes), and maintaining a working relationship with the Denton Central Appraisal District (DCAD). MAJOR DIVISION GOALS 1. Develop innovative methods to inform citizens about changes in the property tax program. 2. Provide top quality customer service to all citizens. 3. Provide in-depth tax analysis and reports. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Ensure all tax statements are distributed in a timely manner. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Property tax accounts 34,872 36,600 36,132 38,000 2. DCAD supplement modifications 12,024 7,900 17,576 15,000 3. Tax certificates 264 150 150 150 4. Tax refunds 774 500 906 750 5. Bankruptcies 1,062 400 1,194 1,000 6. Account inquiries 7,643 8,000 8,000 8,000 7. Release of liens 128 120 120 124 8. Addition of liens 56 75 124 90 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Property tax accounts collected 98% 98% 98% 98% 2. Average supplements per month 1,002 658 1,465 1,250 3. Average tax certificates per month 22 13 13 13 4. Average tax refunds per month 65 42 76 63 5. Average bankruptcies per month 89 33 100 83 6. Average account inquiries per month 637 667 667 667 7. Average release of liens per month 1 1 10 10 11 8. Average addition of liens per month 5 6 11 8 188 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Tax Roll Processing Tax Certificates General Resources TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES 2004-05 ACTUAL $ 9,200 $ 2,640 192,681 $ 204,521 $ 2004-05 ACTUAL ADMINISTRATIVE TAX 2005-06 2005-06 2006-07 BUDGET ESTIMATE * ADOPTED 8,080 $ 8,500 $ 8,800 1,515 1,500 1,500 204,305 203,900 206,942 213,900 $ 213,900 $ 217,242 2005-06 2005-06 2006-07 BUDGET ESTIMATE * ADOPTED $ 104,217 $ 109,699 $ 109,699 $ 112,473 19,824 17,300 17,300 22,186 4,132 3,959 3,959 2,547 18,966 16,444 16,444 19,638 57,382 66,498 66,498 60,398 $ 204,521 $ 213,900 $ 213,900 $ 217,242 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 2.00 2.00 2.00 2.00 Professional - - - - Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 2.00 2.00 2.00 2.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 189 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADMINISTRATIVE TREASURY PROGRAM DESCRIPTION The Treasury Division is responsible for managing the City's investment portfolio, cash management, debt service, hotel occupancy tax program, and general fund accounts receivable. The primary objectives are to optimize the City's interest earnings potential, analyze cash forecasts and daily cash requirements, analyze the City's debt service structure, monitor internal controls, manage the cash - handling training program and monitor and analyze the general fund accounts receivable program. MAJOR DIVISION GOALS 1. Optimize investment earnings with safety and liquidity. 2. Improve efficiency and effectiveness of operations. 3. Be a leader among cities and in this community in providing quality service. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Ensure divisions obtain their budgeted interest incomes. 2. Administer a departmental strategic planning process. 3. Plan and implement check guarantee system. 4. Review and monitor the City's bank depository services. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. General Fund investment income $611,902 $500,000 $515,000 $550,000 2. Wire transfers 604 600 700 750 3. Cash fund audits 108 140 50 50 4. Hotels monitored 19 19 20 20 5. Hotel recipients monitored 16 15 17 18 6. Accounts receivable billed N/A N/A 1,521 1,608 7. Accounts receivable collected N/A N/A 1,292 1,366 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Budgeted investment income earned 122% 100% 100% 100% 2. Cash audit recommendations implemented 85% 100% 35% 100% 3. Hotel revenue audited 100% 100% 100% 100% 4. Recipient allocation audited 100% 100% 100% 100% 5. Accounts receivable collection rate N/A N/A 85% 85% 190 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE TREASURY 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 400,605 $ 362,542 $ 362,542 $ 364,522 TOTAL RESOURCES $ 400,605 $ 362,542 $ 362,542 $ 364,522 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 364,354 $ 333,317 $ 333,317 $ 341,008 Materials & Supplies 1,069 1,045 1,045 3,396 Maintenance & Repair - - - - Insurance 3,996 4,256 4,256 2,782 Miscellaneous - - - - Operations 8,616 7,061 7,061 7,433 Transfers 22,570 16,863 16,863 9,903 Fixed Assets - - - - TOTAL EXPENDITURES $ 400,605 $ 362,542 $ 362,542 $ 364,522 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional - - - - Professional 2.00 1.50 1.50 1.50 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 4.00 3.50 3.50 3.50 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 191 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE MISCELLANEOUS EXPENSE RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED General Resources $ 2,377,830 $ 3,532,761 $ 3,385,001 $ 5,053,255 TOTAL RESOURCES $ 2,377,830 $ 3,532,761 $ 3,385,001 $ 5,053,255 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Unemployment Insurance $ 43,207 $ 120,000 $ 120,000 $ 100,000 Salary Adjustments - 50,000 50,000 1,480,144 Medical Insurance - - - 497,654 Code Supplements 6,349 6,000 6,000 10,000 Flex Benefits Plan 22,189 20,000 20,000 25,000 Chamber Contribution 159,000 90,000 90,000 90,000 City Council Contingency 12,880 17,500 17,500 17,500 Neighborhood Empowerment Fund 5,000 5,000 5,000 5,000 Affordable Housing Grant 5,000 10,000 10,000 10,000 Campus Theatre Utilities 43,092 45,000 45,000 50,108 Dues and Publications 64,035 55,000 55,000 65,000 Miscellaneous 54,192 100,000 100,000 100,000 Seven Habits 18,441 26,320 26,320 26,662 Tuition Reimbursement 23,856 20,000 20,000 25,000 Civil Service Exams 19,562 40,000 40,000 40,000 Workforce Diversity 2,041 5,000 5,000 - Special Services 40,843 42,750 42,750 44,850 Compensation & Class Study - 100,000 100,000 100,000 Efficiency Study - 200,000 200,000 - Audit Expenditures 73,502 110,000 110,000 112,000 Cost Allocation 13,528 14,000 14,000 14,000 Collection Expense 100,321 90,000 90,000 133,228 Denton County Appraisal District 228,145 248,873 248,873 290,958 Bank Depository 25,686 50,000 50,000 50,000 Mowing Expense 2,124 1,500 1,500 2,000 Utilities - 500,000 352,240 - Transfer to Water Engineering - 347,029 347,029 768,579 Transfer to Capital Projects 101,172 - - 227,167 Transfer to Technology Services - 181,211 181,211 - Transfer to Risk Management Fund 200,000 - - - Transfer to Material Management 447,000 498,228 498,228 289,224 Transfer to Aquatic Fund - 350,552 350,552 413,512 Transfer to OPEB Fund 500,000 - - - Transfer To Customer Service 166,667 188,798 188,798 65,669 TOTAL EXPENDITURES $ 2,377,830 $ 3,532,761 $ 3,385,001 $ 5,053,255 * Estimate as of May 2006 192 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADMINISTRATIVE RISK MANAGEMENT 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED General Resources $ 408,915 $ 462,714 $ 462,714 $ - TOTAL RESOURCES $ 408,915 $ 462,714 $ 462,714 $ - EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 2006-07 ESTIMATE * ADOPTED Personal Services $ 344,386 $ 365,965 $ 365,965 $ - Materials & Supplies 4,790 8,945 8,945 - Maintenance & Repair - - - - Insurance 6,977 7,020 7,020 - Miscellaneous - - - - Operations 29,342 60,440 60,440 - Transfers 23,420 20,344 20,344 - Fixed Assets - - - - TOTAL EXPENDITURES $ 408,915 $ 462,714 $ 462,714 $ - PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 - Technical/Paraprofessional - - - - Professional 3.00 3.00 3.00 - Management/Supervision 1.00 1.00 1.00 - Temporary/Seasonal - - - - TOTAL PERSONNEL 5.00 5.00 5.00 - MAJOR BUDGET CHANGES The Risk Management Department has been transferred from the General Fund to the Risk Retention Fund. * Estimate as of May 2006 193 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 194 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES GENERAL DEBT SERVICE FUND 2006-07 The General Debt Service Fund is used for the accumulation of resources for payment of general long-term debt principal and interest. Resources include an applicable portion of the Ad Valorem Tax Levy and related interest income usable from debt service. From the collectible portion of the tax levy, an allocation of available funds is made between General Fund operating revenue and the General Debt Service Fund. DEBT MANAGEMENT SUMMARY A. Debt Issuance. The City will issue debt only for the purpose of acquiring or constructing capital assets for the general benefit of its citizens and to allow it to fulfill its various missions as a city. Debt may be issued for the purposes of purchasing land or rights -of -way and/or improvements to land, for construction projects to provide for the general good, or for capital equipment. B. Types of Debt. 1. General Obligation Bonds (GOs). General obligation bonds will be used only to fund capital assets of the general government, are not to be used to fund operating needs of the City and are backed by the full faith and credit of the City, as well as the ad valorem tax authority of the City. General obligation bonds must be authorized by a vote of the citizens of the City of Denton. 2. Revenue Bonds (RBs). Revenue bonds will be issued to provide for the capital needs of any activities where the capital requirements are necessary for continuation or expansion of a service which produces a revenue and for which the asset may reasonably be expected to provide for a revenue stream to fund the debt service requirements. 3. Certificates of Obligation (COs). Certificates of obligation will be used to finance permanent improvements and land acquisition, the need for which arises between bond elections. In addition, they may also be used to finance costs associated with capital project overruns or to acquire equipment. Debt service for COs may be from general tax revenues under certain circumstances as defined by law. They may also be backed by a specific revenue stream(s) or by a combination of tax revenues and specific revenue streams. 4. Method of Sale. The City will use a competitive bidding process in the sale of bonds unless the nature of the issue warrants a negotiated bid. In situations where a competitive bidding process is not elected, the City will present the reasons why, and the City will actively participate with the financial advisor in the selection of the underwriter or direct purchaser. 5. Bidding Parameters. The notice of sale will be carefully constructed so as to ensure the best possible bid for the City, in light of the existing market conditions and other prevailing factors. Parameters to be examined include: • Limits between lowest and highest coupons • Coupon requirements relative to the yield curve • Method of underwriter compensation, discount or premium coupons • Use of true interest cost (TIC) versus net interest cost (NIC) • Use of bond insurance • Deep discount bonds 195 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES GENERAL DEBT SERVICE FUND (continued) • Variable rate bonds • Call provisions C Analysis of Financing Alternatives. Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to: 1) grants in aid, 2) use of reserves, 3) use of current revenues, 4) contributions from developers and others, 5) leases, and 6) impact fees. D. Disclosure. Full disclosure of operations will be made to the bond rating agencies and other depositories of financial information as required by the Securities and Exchange Commission (SEC) Rule 15c2-12, specifically, Texas Municipal Advisory Council (State Information Depository). E. Rating Agency Communication. The City staff will seek to maintain and improve its current bond rating so its borrowing costs are reduced to a minimum and its access to credit preserved. The City staff, with the assistance of financial advisors and bond counsel, will prepare the necessary materials for presentation to the rating agencies, will aid in the production of Official Statements, and will take responsibility for the accuracy of all financial information released. F. Federal Requirements. The City will maintain procedures to comply with arbitrage rebate and other federal requirements. G. Debt Limit. The State of Texas limits the ad valorem tax rate to $2.50 per $100 valuation. Denton's adopted rate of $.62652 per $100 valuation falls well below this limit. H. Bond Ratings. Denton's bonds currently have the following ratings: Moody's Standard & Poor's General Obligation Bonds Aa3 AA - Revenue Bonds Al ** A+ These ratings directly affect the cost of debt. The City's policies are focused on issues, which maintain high bond ratings and keep debt costs reasonable. * Moody's upgraded Denton's General Obligation Bonds rating from Al to Aa3 in April, 1999. ** Moody's upgraded Denton's Revenue Bonds rating from A to Al in March, 1993. 196 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES AD VALOREM TAX DISTRIBUTION BETWEEN DEBT SERVICE AND OPERATIONS AND MAINTENANCE 40 4q 00 O� 01' 00 Off` O� Ob 01 a►140 CK 00 �q �q -1q 1p P Debt Service m Operations & Maintenance 197 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAMOFSERVICES Table of Contents RESOURCES Ad Valorem Taxes Transfers In TOTAL REVENUES Use of Reserves TOTAL RESOURCES EXPENDITURES Debt Service Paying Agent Fees TOTAL EXPENDITURES * Estimate as of May 2006 GENERAL DEBT SERVICE FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 8,700,451 $ 8,566,758 $ 8,566,758 $ 9,732,726 1,589,383 1,831,643 1,831,643 5,043,098 $ 10,289,834 $ 10,398,401 $ 10,398,401 $ 14,775,824 - 231,026 205,820 - $ 10,289,834 $ 10,629,427 $ 10,604,221 $ 14,775,824 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 10,185,283 $ 10,609,427 $ 10,604,221 $ 14,775,824 - 20,000 - - $ 10,185,283 $ 10,629,427 $ 10,604,221 $ 14,775,824 198 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ESTIMATED AD VALOREM TAX COLLECTIONS & DISTRIBUTION 2006-07 Assessed Valuation for 2005 Gain in Value Net Assessed Valuation for 2006 Tax Rate Per $100 Valuation Estimated Collections TOTALREVENUE DISTRIBUTION TAX RATE PER $100 2005-06 2006-07 $ 4,789,376,811 651,852,098 $ 5,441,228,909 x 0.62652 $ 34,090,387 x 100.00% $ 34,090,387 2006-07 REVENUE PERCENT General Fund $ 0.42928 $ 0.44765 $ 24,357,661 71.45% General Debt Service Fund 0.17887 0.17887 9,732,726 28.55% TOTAL $ 0.60815 $ 0.62652 $ 34,090,387 100.00% 199 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL LONG-TERM DEBT PRINCIPAL & INTEREST REQUIREMENTS AS OF OCTOBER 1, 2006 General Debt General Debt Year Principal Interest Total 2006-07 $ 9,375,000 $ 5,400,824 $ 14,775,824 2007-08 9,035,000 4,957,191 13,992,191 2008-09 8,835,000 4,584,573 13,419,573 2009-10 8,745,000 4,211,785 12, 956, 785 2010-11 8,415,000 3,833,245 12, 248, 245 201 1-12 7,705,000 3,469, 997 11,174,997 2012-13 7,420,000 3,126,120 10,546,120 2013-14 6,830,000 2,798,636 9,628,636 2014-15 6,910,000 2,475, 717 9,385,717 2015-16 6,860,000 2,145,267 9,005,267 2016-17 6,455,000 1,824,320 8,279,320 2017-18 6,250,000 1,516,238 7,766,238 2018-19 5,795,000 1,223,260 7,018, 260 2019-20 5,270,000 953,285 6,223,285 2020-21 5,145,000 697,621 5,842,621 2021-22 4,380,000 463,596 4,843,596 2022-23 2,875,000 288,654 3,163, 654 2023-24 2,450,000 162,625 2,612,625 2024-25 1,470,000 70,834 1,540,834 2025-26 780,000 18,625 798,625 TOTAL $ 121,000,000 $ 44,222,413 $ 165,222,413 200 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2007-2026 GENERAL DEBT SERVICE FUND PRINCIPAL/INTEREST DEBT REQUIREMENTS '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 '23 '24 '25 '26 PRINCIPLE ■ INTEREST 201 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL LONG-TERM DEBT PRINCIPAL & INTEREST REQUIREMENTS 2006-07 Issue Issue Date Final Maturity Interest Rate 1997 General Obligation 04-01-97 02-15-2017 5.00 to 7.00 1998 General Obligation (b) 04-01-98 02-15-2018 4.40 to 5.40 1998 Certificates of Obligation 04-01-98 02-15-2018 4.00 to 5.00 1999 Certificates of Obligation (C) 03-06-99 02-15-2019 4.10 to 5.10 1999 General Obligation 03-06-99 02-15-2019 4.10 to 5.00 1999A General Obligation Refunding (d) 04-01-99 02-15-2016 3.20 to 5.00 2000 Certificates of Obligation (e) 05-02-00 02-15-2020 5.25 to 6.12 2000 General Obligation 05-02-00 02-15-2020 5.25 to 6.12 2001 Certificates of Obligation M 04-20-01 02-15-2021 4.25 to 5.25 2001 General Obligation 04-20-01 02-15-2021 4.50 to 5.50 2002 Certificates of Obligation (g) 03-21-02 02-15-2022 4.50 to 5.25 2002 General Obligation 03-21-02 02-15-2022 5.00 to 5.25 2003 Certificates of Obligation (") 03-14-03 02-15-2023 2.10 to 5.07 2003 General Obligation 03-14-03 02-15-2023 3.00 to 4.75 2004 Certificates of Obligation 05-04-04 02-15-2024 2.00 to 5.00 2004 General Obligation 12-10-04 02-15-2020 2.50 to 5.00 2005 Certificates of Obligation 0) 05-15-05 02-15-2025 3.00 to 4.37 2005 General Obligation 05-25-05 02-15-2025 3.00 to 5.00 2006 Certificates of Obligation 07-07-06 02-15-2026 4.00 to 4.75 2006 General Obligation 07-07-06 02-15-2026 4.25 to 5.00 (a) Includes $674,920 Issue paid by Drainage. (b) Includes $3,536,998 Issue paid by Drainage. (c) Includes $1,513,091 paid by Motor Pool; $443,839 by Communications; $2,657,992 by Fleet Managment; and $1,008,727 by Solid Waste. (d) Includes $1,981,044 paid by Drainage; and $1,481,220 paid by Solid Waste. (e) Includes $146,635 paid by Communications; and $100,443 paid by Fleet Management. M Includes $2,460,046 paid by Tech Services; $1,520,844 paid by Motor Pool; and $3,845,000 paid by Solid Waste. (g) Includes $2,010,000 paid by Tech Services; and $4,545,000 paid by Solid Waste. (") Includes $1,865,000 paid by Technology Services; $1,755,000 paid by Solid Waste; $575,000 paid by Parks Aquatics; $202,844 paid by Fleet Management; and $618,673 paid by Materials Management. Includes $1,195,000 paid by Solid Waste; and $1,000,000 paid by Tech Services. 0) Includes $1,570,000 paid by Solid Waste; and $1,505,000 paid by Motor Pool. (k) Includes $4,505,000 paid by Solid Waste; and $2,305,000 paid by Motor Pool. 202 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES GENERAL LONG-TERM DEBT PRINCIPAL & INTEREST REQUIREMENTS 2006-07 Original Amount Net Amount Principal & Interest Requirements for 2006-07 Amount of Refunded Outstanding of Issue Issues 10/1/06 Principal Interest TOTAL 4,700,000 4,700,000 455,000 220,000 17,595 237,595 9,660,000 9,660,000 5,780,000 485,000 268,160 753,160 5,625,000 5,625,000 905,000 55,000 42,779 97,779 6,935,000 6,935,000 3,835,000 295,000 172,133 467,133 8,215,000 8,215,000 5,330,000 410,000 240,465 650,465 7,020,000 7,020,000 5,305,000 605,000 231,431 836,431 3,125,000 3,125,000 775,000 155,000 39,603 194,603 3,750,000 3,750,000 945,000 190,000 48,280 238,280 12,210,000 12,210,000 5,570,000 595,000 252,040 847,040 14,245,000 14,245,000 10,695,000 710,000 521,504 1,231,504 12,590,000 12,590,000 9,535,000 940,000 440,881 1,380,881 12,075,000 12,075,000 10,760,000 440,000 540,675 980,675 7,405,000 7,405,000 5,675,000 655,000 203,020 858,020 8,080,000 8,080,000 5,315,000 625,000 195,018 820,018 13,640,000 13,640,000 13,095,000 565,000 575,683 1,140,683 9,410,000 9,410,000 9,150,000 550,000 368,463 918,463 7,145,000 7,145,000 6,620,000 615,000 245,263 860,263 5,000,000 5,000,000 4,895,000 165,000 212,381 377,381 12,665,000 12,665,000 12,665,000 1,000,000 595,429 1,595,429 3,695,000 3,695,000 3,695,000 100,000 190,023 290,023 $ 9,375,000 $ 5,400,826 $ 14,775,826 203 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 204 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES ELECTRIC FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Operating Revenues $ 130,062,693 $ 126,352,824 $ 158,550,600 $ 134,579,201 Non -Operating Revenues 2,066,408 2,421,224 2,421,224 2,899,030 Use of Reserves 930,241 44,441,978 48,693,783 46,748,200 TOTAL RESOURCES $ 133,059,342 $ 173,216,026 $ 209,665,607 $ 184,226,431 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Fuel & Purchased Power $ 103,375,311 $ 103,312,756 $ 128,955,686 $ 103,722,989 Operation & Maintenance 14,074,656 15,339,472 16,324,643 17,346,426 Payments in Lieu of Taxes 7,923,1 1 1 7,781,706 9,309,150 9,017,957 Non -Operating Expenditures 7,686,264 9,140,134 8,327,928 8,662,964 Use of Reserves - 37,641,958 - 45,476,095 TOTAL EXPENDITURES $ 133,059,342 $ 173,216,026 $ 162,917,407 $ 184,226,431 Excess Resources or (Over) Expenditures $ - $ - $ 46,748,200 $ - PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 3.00 3.50 3.00 2.50 Office/Clerical 9.00 8.00 8.00 8.00 Technical/Paraprofessional 76.00 76.00 76.00 77.00 Professional 10.00 10.00 11.00 12.00 Management/Supervision 12.00 12.00 12.00 12.00 Temporary/Seasonal 0.50 0.50 0.50 0.50 TOTAL PERSONNEL 110.50 110.00 110.50 112.00 This format of this budget is being used to provide financial information in a manner that is commensurate to what is publicly available from other municipal utilities and investor -owned utilities operating in Texas. * Estimate as of May 2006 205 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ELECTRIC FUND RESOURCES & EXPENDITURES Use of Reserves 25.4% Non -Operating Revenues 1.6% Use of Rese 24.7% Non -Operating Expenditures 4.7% Payments in L of Taxes 4.9% RESOURCES $184,226,431 EXPENDITURES $184,226,431 Operation & Maintenance 9.4% perating .avenues 73.0% irchased ver 3% 206 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 RESOURCES ACTUAL BUDGET ESTIMATE Interest Operating/Non-Operating Water Sales Residential Water Sales Commercial Water for Resale Other Water Engineering Fees & Permits Engineering Charges Cost of Service - General Fund Cost of Service - Electric Fund Cost of Service - Wastewater Fund Cost of Service - Solid Waste Fund Impact Fee Revenues TOTAL REVENUES Use of Reserves TOTAL RESOURCES $ 1,418,413 $ 9,793,493 9,836,326 719,593 1,061,092 183,114 1,901,813 902,590 1,014,409 5,800,000 820,000 10,568,551 11,263,537 326,099 484,179 363,383 1,724,300 598,827 2,183,360 1,179,913 982,093 4,700,000 1,109,960 11,163,069 11,493,826 737,688 760,207 733,575 1,551,225 451,846 2,183,361 1,129,470 982,093 4,000,000 2006-07 ADOPTED 950,267 11,501,958 11,753,382 410,123 669,133 578,872 1,929,044 430,933 2,180,972 954,198 952,571 4,100,000 $ 32,630,843 $ 35,194,242 $ 36,296,320 $ 36,41 1,453 - 3,692,000 250,000 8,620,000 $ 32,630,843 $ 38,886,242 $ 36,546,320 $ 45,031,453 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Water Administration $ 1,182,016 $ 1,725,983 $ 1,554,707 $ 2,040,873 Water Production 5,440,204 5,652,750 5,021,928 10,588,606 Water Distribution 4,012,302 6,363,894 3,797,439 7,359,945 Water Metering 1,324,857 1,701,106 1,524,381 1,591,935 Water Engineering - 2,707,378 2,582,071 2,811,402 Water Laboratory 261,876 321,170 304,406 327,481 Utilities Administration 857,155 942,941 872,649 1,046,296 Customer Service 3,531,865 3,967,783 3,837,591 3,641,884 Safety & Training 321,796 414,607 386,791 430,061 Miscellaneous 14,832,268 14,738,486 14,820,424 14,91 1,216 TOTAL EXPENDITURES $ 31,764,339 $ 38,536,098 $ 34,702,387 $ 44,749,699 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Water Administration 8.75 8.75 9.00 9.50 Water Production 27.50 27.50 27.50 29.50 Water Distribution 22.00 22.00 22.00 22.00 Water Metering 13.00 13.50 13.50 13.50 Water Engineering - 31.00 31.00 31.00 Water Laboratory 3.75 3.75 3.75 3.75 Utilities Administration 9.00 9.00 9.00 9.00 Customer Service 43.00 43.00 43.00 43.00 Safety & Training 3.00 3.00 3.00 3.00 TOTAL PERSONNEL 130.00 161.50 161.75 164.25 Funding for the General Fund supported Engineering functions are budgeted in the Water Fund. * Estimate as of May 2006 207 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND RESOURCES & EXPENDITURES RESOURCES $45,031,453 Water for Resale r Iq 0.9% Water Sales Commercial 26.1 Transfer to Wastewater Func 0.6% Transfer to Electric Fund 0.9% Cost of Service Transfers 5.2% Debt Sei 25.7`, EXPENDITURES $44,749,699 Transfer to Capital Purchased Power Projects 4.6% Cost of Service - Solid Waste Fund 2.1 Impact Fee Revenues 9.1 Use of Reserves 19.2% Interest Operating/Non- Operating 2.1 Water Sales Residential 25.5% 0.7% - _..._.._ 5.7% 0.2% erials & Supplies 3.6% tenance & Repair 2.5% isurance 0.7% Return on ivestment 1.9% Franchise Fee 2.2% 208 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND EXPENDITURES BY CLASSIFICATION 2006-07 EXPENDITURES Purchased Power Personal Services Materials & Supplies Maintenance & Repair Insurance Return on Investment Franchise Fee Miscellaneous Operations Fixed Assets Debt Service Cost of Service - General Fund Cost of Service - Engineering Transfer to Electric Fund Transfer to Wastewater Fund Cost of Service - Fleet Services Cost of Service - Technology Services Cost of Service - Risk Retention Fund Cost of Service - Materials Management Transfer to Capital Projects TOTAL EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED $ 1,443,218 $ 1,756,982 $ 1,958,696 $ 2,044,293 6,606,664 9,622,715 9,125,880 9,750,522 1,096,891 1,402,618 1,331,059 1,628,054 710,470 1,016,741 1,006,607 1,146,071 406,632 421,887 421,885 332,512 731,109 789,238 843,635 849,825 835,554 901,986 964,154 971,229 56,864 49,475 54,021 82,365 1,768,873 2,798,484 2,387,032 2,530,477 97,085 333,353 314,853 307,000 11,835,875 11,501,516 11,501,516 11,494,469 1,002,997 1,229,271 1,229,271 1,360,217 - - 80,083 63,783 292,785 373,634 429,497 422,262 244,543 246,988 300,988 249,458 - - - 25,869 686,361 763,739 763,739 719,684 109,863 - - 109,863 - 51,696 51,696 60,395 3,838,555 5,275,775 1,937,775 10,601,351 $ 31,764,339 $ 38,536,098 $ 34,702,387 $ 44,749,699 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 20.00 20.50 20.50 20.50 Office/Clerical 31.00 31.00 31.00 32.00 Technical/Paraprofessional 50.75 72.75 72.75 73.75 Professional 11.25 15.25 15.50 16.00 Management/Supervision 13.50 18.50 18.50 18.50 Temporary/Seasonal 3.50 3.50 3.50 3.50 TOTAL PERSONNEL 130.00 161.50 161.75 164.25 * Estimate as of May 2006 209 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WATER FUND WATER ADMINISTRATION PROGRAM DESCRIPTION The Water Administration Division provides for the general supervision and direction of all water facilities and operations. These facilities and operations include filtration pumping plants, water distribution, metering and repair, and laboratory functions. Other responsibilities include capital improvement planning, grant administration, and liaison with local, state, and federal regulatory authorities and other parties associated with Denton's Water Utility. MAJOR DIVISION GOALS 1. Maintain the provision of uninterrupted water service to customers at the lowest price. 2. Improve monitoring of existing contracts for water supply with wholesale customers. 3. Improve the administrative management of Capital Improvement Program (CIP) projects. 4. Improve management of existing water resources. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implement the southwest booster pump project. 2. Continue renegotiations of the water supply contract with the City of Dallas. 3. Develop and implement a water reuse strategy to extend water supplies. 4. Complete final design for upgrades to the Lake Lewisville Water Treatment Plant. 5. Update the water distribution model. 6. Continue implementation of the Water Conservation Plan. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Customer accounts 27,853 28,773 28,950 30,397 2. Water employees, excluding Utility Administration, Safety, and Customer Service 75.0 75.5 75.75 78.25 3. Customers/full-time equivalent (FTE) 368 381 382 388 4. Finished water (million gallons) 5,902 6,675 6,576 6,903 5. Public Utilities Board meetings 20 24 20 24 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Cost/million gallons $4,592 $4,427 $4,026 $5,218 2. Cost/customer $983 $1,027 $914 $1,185 210 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND WATER ADMINISTRATION RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Water System Resources $ 1,182,016 $ 1,725,983 $ 1,554,707 $ 2,040,873 TOTAL RESOURCES $ 1,182,016 $ 1,725,983 $ 1,554,707 $ 2,040,873 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Purchased Power $ 185,481 $ 215,000 $ 245,503 $ 291,900 Personal Services 522,136 673,113 648,671 712,830 Materials & Supplies 8,758 21,900 17,670 30,399 Maintenance & Repair 11,390 46,200 22,750 21,000 Insurance 13,925 19,211 19,211 14,711 Miscellaneous 43,323 16,135 17,826 32,690 Operations 325,934 669,102 437,671 808,795 Transfer to Engineering - - 80,083 63,783 Transfer to Fleet Services - - - 1,990 Transfer to Technology Services 71,069 65,322 65,322 62,775 Fixed Assets - - - - TOTAL EXPENDITURES $ 1,182,016 $ 1,725,983 $ 1,554,707 $ 2,040,873 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance & Repair - - - - Office/Clerical 2.00 2.00 2.00 2.00 Technical/Paraprofessional 3.00 3.00 3.00 3.00 Professional 2.25 2.25 2.50 3.00 Management/Supervision 1.50 1.50 1.50 1.50 Temporary/Seasonal - - - - TOTAL PERSONNEL 8.75 8.75 9.00 9.50 MAJOR BUDGET CHANGES The 2005-06 budget estimate reflects the addition of 0.25 FTE. The 2006-07 budget reflects the addition of 0.5 FTE. * Estimate as of May 2006 211 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES WATER FUND UTILITIES ADMINISTRATION PROGRAM DESCRIPTION The Utilities Administration Division provides general administrative support for Utilities operations, which includes Electric, Water, Wastewater, Solid Waste, Engineering, Drainage, Parks, Street and Traffic Control maintenance. MAJOR DIVISION GOALS 1. Ensure quality service to internal and external customers. 2. Improve the efficiency and effectiveness of all department operations. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Conduct effective utilities strategic planning process. 2. Promote utility objectives at local and state level. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Public Utilities Board meetings 24 24 24 24 2. City Council meetings 24 24 24 24 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Requests for assistance addressed within time frame requested 98% 98% 98% 98% 2. Special projects completed 98% 98% 98% 98% 212 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Water System Resources Electric Fund Transfer Wastewater Fund Transfer Drainage Transfer Solid Waste Fund Transfer TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer to General Fund Transfer to Fleet Services Transfer to Technology Services Transfer to Materials Mgmt Fixed Assets TOTAL EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET $ 140,512 $ 233,716 $ 253,225 239,808 223,495 231,949 25,849 25,772 214,074 211,696 $ 857,155 $ 2004-05 ACTUAL 942,941 $ 2005-06 BUDGET WATER FUND UTILITIES ADMINISTRATION 2005-06 ESTIMATE * 2006-07 ADOPTED 216,294 $ 398,245 221,931 246,125 214,658 158,863 23,851 47,067 195,915 195,996 872,649 $ 1,046,296 2005-06 2006-07 ESTIMATE * ADOPTED $ 636,142 $ 722,681 $ 637,993 $ 768,265 11,752 15,300 15,100 21,174 - 1,000 1,000 1,000 10,138 10,257 10,257 7,113 3,018 18,300 18,300 30,720 41,009 72,245 86,841 91,684 72,887 48,652 48,652 70,436 - - - 663 77,987 54,506 54,506 52,824 - - - 2,417 4,222 - - - $ 857,155 $ 942,941 $ 872,649 $ 1,046,296 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional 4.00 4.00 4.00 4.00 Management/Supervision 2.00 2.00 2.00 2.00 Temporary/Seasonal 1.00 1.00 1.00 1.00 TOTAL PERSONNEL 9.00 9.00 9.00 9.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 213 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WATER FUND WATER PRODUCTION PROGRAM DESCRIPTION The primary activity of the Water Production Division is to produce sufficient volumes of potable water and maintain adequate pressures throughout the distribution network. This requires that the plant equipment and operational activities be sustained on a 24-hour-a-day, 7-day-a-week basis throughout the year. MAJOR DIVISION GOALS 1. Identify and prepare to meet upcoming state and federal regulations in a cost-effective manner. 2. Continue to identify and implement ways to improve treated water quality. 3. Improve the effectiveness of human resources utilization through increased training and position planning to meet the challenges of division growth and facility expansion. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Design the Roselawn 2.5 million gallon, elevated water tower for the southern portion of Denton. 2. Design Lake Lewisville WTP upgrade and begin construction and startup southwest booster station. 3. Continue monitoring for the Stage II Disinfectants and Disinfection By -Product Rule and Long - Term 2 Enhanced Surface Water Treatment Rule and assess the need for changes in disinfectant strategy. 4. Continue to increase security measures for all facilities in Water Production. 5. Continue to upgrade the communications between Water Production facilities with Spread Spectrum radio systems. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Raw water (1,000 gallons) 6,234,076 7,026,250 7,047,086 7,245,250 2. Finished water (1,000 gallons) 5,901,750 6,675,019 6,802,103 6,903,245 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Purchased power ($/1,000 gallons) $0.20 $0.23 $0.24 $0.24 2. Personnel services ($/1,000 gallons) $0.24 $0.27 $0.23 $0.26 3. Chemicals ($/1,000 gallons) $0.13 $0.13 $0.12 $0.12 4. Maintenance ($/1,000 gallons) $0.02 $0.03 $0.03 $0.03 5. Transfers ($/1,000 gallons) $0.24 $0.12 $0.02 $0.23 6. Other ($/1,000 gallons) $0.08 $0.12 $0.09 $0.12 214 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND WATER PRODUCTION RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Water System Resources $ 5,440,204 $ 5,652,750 $ 5,021,928 $ 10,588,606 TOTAL RESOURCES $ 5,440,204 $ 5,652,750 $ 5,021,928 $ 10,588,606 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Purchased Power $ 1,257,737 $ 1,541,982 $ 1,713,193 $ 1,752,393 Personal Services 1,429,409 1,716,046 1,596,100 1,780,144 Materials & Supplies 716,429 886,100 835,676 1,01 1,050 Maintenance & Repair 115,072 216,850 211,800 237,000 Insurance 269,070 232,494 232,494 194,620 Miscellaneous 2,748 3,645 3,500 3,915 Operations 211,130 300,942 257,974 324,552 Transfer to Capital Projects 1,402,000 695,000 130,000 5,225,000 Transfer to Technology Services 36,609 33,338 33,338 43,952 Transfer to Fleet - - - 3,980 Fixed Assets - 26,353 7,853 12,000 TOTAL EXPENDITURES $ 5,440,204 $ 5,652,750 $ 5,021,928 $ 10,588,606 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 22.00 22.00 22.00 24.00 Professional - - - - Management/Supervision 4.00 4.00 4.00 4.00 Temporary/Seasonal 0.50 0.50 0.50 0.50 TOTAL PERSONNEL 27.50 27.50 27.50 29.50 MAJOR BUDGET CHANGES The 2006-07 budget reflects the addition of 2 FTEs. * Estimate as of May 2006 215 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WATER FUND WATER DISTRIBUTION PROGRAM DESCRIPTION The Water Distribution Division is responsible for maintaining the water distribution system from the water production plant to customer facilities. MAJOR DIVISION GOALS 1. Respond to customer complaints regarding the distribution system quickly and efficiently. 2. Maintain all water mains, taps, hydrants, and valves. 3. Maintain a water line replacement program of 12" and below. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Maintain 495 miles of water system. 2. Replace 22,150 feet of water line. 3. Install 20 miles of new water line. 4. Repair 280 broken water mains and service lines. 5. Install 80 new taps or loops. 6. Maintain 4,935 valves. 7. Provide support for other divisions with manpower and equipment. 8. Maintain 3,750 fire hydrants. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Water mains replaced (feet) 19,620 22,150 22,150 21,400 2. New line installed (feet) 120,000 120,000 120,000 120,000 3. Hydrants maintained 3,555 3,750 3,750 3,900 4. New large and small taps installed 80 84 80 80 5. Main break and service repairs 280 280 280 280 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average cost per foot of old main replaced $52 $52 $52 $52 2. Average cost per foot of new line installed $46 $46 $46 $46 3. Average cost to maintain fire hydrants $1 1 $1 1 $1 1 $1 1 4. Average cost per 4" - 12" water tap $2,858 $2,858 $2,858 $2,858 5. Average cost per main break and service repair $1,395 $1,395 $1,395 $1,629 216 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND WATER DISTRIBUTION RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Water System Resources $ 4,012,302 $ 6,363,894 $ 3,797,439 $ 7,359,945 TOTAL RESOURCES $ 4,012,302 $ 6,363,894 $ 3,797,439 $ 7,359,945 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 998,142 $ 1,058,579 $ 1,035,142 $ 1,017,256 Materials & Supplies 38,777 49,758 49,230 51,004 Maintenance & Repair 447,701 534,500 559,670 629,000 Insurance 44,935 39,753 39,753 32,062 Miscellaneous 2,499 3,025 3,025 3,025 Operations 350,067 390,419 395,759 415,406 Transfer to Capital Projects 2,067,725 3,980,775 1,407,775 4,926,351 Transfer to Fleet Services - - - 10,281 Transfer to Technology Services 27,375 17,085 17,085 15,560 Fixed Assets 35,081 290,000 290,000 260,000 TOTAL EXPENDITURES $ 4,012,302 $ 6,363,894 $ 3,797,439 $ 7,359,945 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 13.00 13.00 13.00 13.00 Office/Clerical - - - - Technical/Paraprofessional 8.00 8.00 8.00 8.00 Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 22.00 22.00 22.00 22.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 217 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WATER FUND WATER METERING PROGRAM DESCRIPTION The Water Metering Division is responsible for the efficient operation of all customer water meters, new meter installations, and replacement of inoperable meters. MAJOR DIVISION GOALS 1. Install new water meters. 2. Maintain efficient operation of existing water meters. 3. Implement and maintain a safe back flow, cross connection program. 4. Perform all work in a timely, cost-effective manner. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Install approximately 1,400 new water meters. 2. Find and repair any non-functional backflow assemblies. 3. Detect and resolve safety issues through regularly scheduled safety meetings. 4. Maintain 29,500 water meters 5. Maintain 341 large -inch meters. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. 3/4"" - 2"" meters to replace 1,887 3,000 1,000 1,000 2. Leaks checked 1,076 1,500 1,500 1,500 3. Meters located and read 1,146 1,500 1,600 1,600 4. Hydrants flushed, routine 7,307 3,600 7,300 7,500 5. Meter installations 1,231 1,450 1,250 1,350 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES AVERAGES ACTUAL BUDGET ESTIMATE ADOPTED 1. Cost per meter change out (3/4"" - 2"") $145 $300 $155 $175 2. Cost per leak checked (3/4"" - 2"") $36 $34 $38 $40 3. Cost per meter to locate and read $17 $22 $19 $22 4. Cost per hydrant flushed $6 $13 $8 $9 5. Cost per meter installation (1/4 - 2"") $96 $245 $110 $150 218 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND WATER METERING 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Water System Resources $ 1,324,857 $ 1,701,106 $ 1,524,381 $ 1,591,935 TOTAL RESOURCES $ 1,324,857 $ 1,701,106 $ 1,524,381 $ 1,591,935 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 627,638 $ 706,287 $ 741,502 $ 715,941 Materials & Supplies 19,010 36,540 34,050 49,204 Maintenance & Repair 122,588 173,200 169,700 189,800 Insurance 20,047 25,361 25,361 21,827 Miscellaneous 1,244 1,890 1,890 1,890 Operations 116,120 133,219 127,269 144,518 Transfer to Capital Projects 368,615 600,000 400,000 450,000 Transfer to Fleet Services - - - 3,980 Transfer to Technology Services 21,446 24,609 24,609 14,775 Fixed Assets 28,149 - - - TOTAL EXPENDITURES $ 1,324,857 $ 1,701,106 $ 1,524,381 $ 1,591,935 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET BUDGET ADOPTED Service/Maintenance 7.00 7.50 7.50 7.50 Office/Clerical - - - - Technical/Paraprofessional 5.00 5.00 5.00 5.00 Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 13.00 13.50 13.50 13.50 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 219 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WATER FUND ENGINEERING PROGRAM DESCRIPTION The Engineering Department is responsible for preparation, coordination and management of the City's Capital Improvement Program (CIP) projects. Related services include project development, real estate acquisitions, design, surveying and data gathering, project management, construction inspection/administration, pavement management database, and contract administration. The department records plats and as -built information of new infrastructure. Staff assists the public on existing and proposed streets, sidewalks, other transportation facilities, drainage, and utility lines. The department is responsible for administration of the Traffic Safety Commission and provides staff support to the Planning and Zoning Commission and Public Utilities Board. MAJOR DIVISION GOALS 1. Forecast and structure budgets for CIP projects and execute and/or manage consultants on project design and construction. 2. Provide engineering design services, information, and assistance to citizens, contractors, developers, and other City departments. 3. Provide real estate and capital support services to other City departments and assist the public with matters concerning City easements, right-of-ways (ROWS), and property. 4. Provide construction management and inspection for CIP projects and development contract improvements provided in connection with new construction. 5. Acquire professional services of consultants and provide project management of CIP projects. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Provide engineering services to complete CIP projects in an efficient and cost-effective manner. 2. Provide accurate cost accounting for level of effort expended on projects undertaken. 3. Advance the General Fund CIP program in an affordable manner towards project completions. 4. Achieve physical and financial integration within the Utilities framework. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. CIP dollars managed (millions) $8.3 $37.1 $20.1 $37.0 2. Easements/ROWS obtained 153 160 160 160 3. Right-of-way inspections 954 1,050 1,140 1,050 4. Survey miles completed 16.0 32.4 17.5 32.0 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Initiated CIP complete per timeline 80% 80% 70% 80% 2. Real estate event completion time 80% 75% 70% 75% 3. ROW inspections made/4 hours 90% 90% 90% 90% 4. Surveys completed in estimated time 90% 90% 85% 90% 220 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND ENGINEERING 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Water System Resources $ - $ - $ - $ - Public Works Inspection Fees - 300,000 650,000 542,577 Right -Of -Way Fees - 45,378 58,000 59,740 Overtime Inspection Fees - 7,565 5,500 5,665 Loading Zones - 2,640 775 798 Parking Lot Permits - 7,800 7,500 7,725 Real Estate Application Fees - - 2,000 2,060 Charges to Bond Funds - 1,724,300 728,979 950,588 Charges to General Fund - 347,029 698,708 768,579 Charges for Water Fund - 125,000 140,600 154,660 Charges to Wastewater Fund - 147,666 270,020 297,022 Other Charges - - 19,989 21,988 TOTAL RESOURCES $ - $ 2,707,378 $ 2,582,071 $ 2,811,402 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ - $ 1,942,365 $ 1,817,058 $ 1,990,664 Materials & Supplies - 29,930 29,930 46,159 Maintenance & Repair - 16,473 16,473 39,000 Insurance - 33,426 33,426 25,360 Miscellaneous - - 3,000 3,375 Operations - 169,706 166,706 154,059 Transfer to General Fund - 366,812 366,812 381,213 Transfer to Fleet Services - - - 3,648 Transfer to Technology Services - 146,666 146,666 156,291 Transfer to Materials Mgmt - - - 10,633 Fixed Assets - 2,000 2,000 1,000 TOTAL EXPENDITURES $ - $ 2,707,378 $ 2,582,071 $ 2,811,402 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET BUDGET ADOPTED Service/Maintenance - - - - Office/Clerical - - - 1.00 Technical/Paraprofessional - 22.00 22.00 21.00 Professional - 4.00 4.00 4.00 Management/Supervision - 5.00 5.00 5.00 Temporary/Seasonal - - - - TOTAL PERSONNEL - 31.00 31.00 31.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 221 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WATER FUND WATER LABORATORY PROGRAM DESCRIPTION The Water Laboratory Division performs the necessary tests for water system compliance with state and federal regulations and watershed monitoring. The Laboratory operation also provides bacteriological testing for other public water systems in and around Denton. MAJOR DIVISION GOALS 1. Continue division compliance with current and proposed state and federal regulations. 2. Continue efforts in watershed monitoring, including storm water program and drinking water quality protection. 3. Continue providing revenue -generating services to public water systems related to compliance standards for bacteriological quality of drinking water. 4. Increase laboratory data proficiency with the laboratory information management system (LIMS). 5. Increase laboratory productivity with the purchase of a "Continuous Flow Analysis" system for wet chemistry parameters. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Increase laboratory quality control measures as recommended by the Environmental Protection Agency (EPA) and Texas Commission on Environmental Quality (TCEQ). 2. Develop methodologies for compliance with Surface Water Treatment Rules (SWTR). 3. Develop and implement sampling and monitoring activities required for compliance with drinking water regulations of the Safe Drinking Water Act. 4. Increase sampling and monitoring activities required for compliance with sludge regulations of the Clean Water Act. 5. Increase sampling and monitoring due to increase in population and additional Ray Roberts Water Treatment Plant and Robson Ranch well system. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Bacteriological analyses per year 4,559 4,212 4,524 4,524 2. Chemical analyses per year 7,325 6,492 7,776 7,776 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average cost per analysis $16.10 $16.86 $16.56 $16.56 222 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND WATER LABORATORY RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Water System Resources $ 261,876 $ 321,170 $ 304,406 $ 327,481 TOTAL RESOURCES $ 261,876 $ 321,170 $ 304,406 $ 327,481 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 167,302 $ 214,508 $ 204,294 $ 213,596 Materials & Supplies 34,359 38,915 37,525 39,897 Maintenance & Repair 9,914 19,500 17,275 20,300 Insurance 2,894 3,229 3,229 2,187 Miscellaneous 502 540 540 540 Operations 15,452 16,950 14,015 17,898 Transfer to Fleet Services - - - 332 Transfer to Technology Services 14,233 12,528 12,528 7,731 Fixed Assets 17,220 15,000 15,000 25,000 TOTAL EXPENDITURES $ 261,876 $ 321,170 $ 304,406 $ 327,481 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 3.75 3.75 3.75 3.75 Professional - - - - Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 3.75 3.75 3.75 3.75 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 223 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WATER FUND SAFETY & TRAINING PROGRAM DESCRIPTION The Safety and Training Division provides training in safety -related topics for all Utilities divisions. This division is responsible for conducting safety audits, correcting problems related to safety and health issues, and preventing injuries and damage to City equipment. The division coordinates and conducts safety meetings, encourages safe behavioral practices, and serves as a resource and support for citywide safety and training programs. MAJOR DIVISION GOALS 1. Protect employees from injury and health risk, moving from accountability to responsibility. 2. Promote a safety -conscious work force through training and safety audits. 3. Reduce worker's compensation injuries through annual continuing education. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Establish a behavioral -based safety program throughout the Utilities divisions. 2. Improve training through state Texas Commission on Environmental Quality (TCEQ), Texas A&M certification, and improved structure of training. 3. Improve the quality and effectiveness of the Utilities safety program by reducing the incident rate. 4. Improve the training through "train the trainer" programs. 5. Be on the forefront of safety and training while leading the industry among municipal organizations. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Conduct safety meetings 1,267 1,300 1,352 1,300 2. Conduct job site safety audits 489 650 720 850 3. Refresher classroom training 320 250 261 150 4. Introductory level training 12 20 10 10 5. Policy implementation 2 3 4 5 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Hold training classes each month 98.3% 100% 100% 100% 2. Reduce vehicle accidents 6.3% 10% 9% 10% 3. Develop training for outside organizations to generate revenue 50% 100% 50% 75% 224 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND SAFETY & TRAINING RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Water System Resources $ 68,917 $ 84,663 $ 78,982 $ 90,312 Other Revenue - 41,765 38,963 21,503 Risk Fund Transfer - - - 21,503 Electric Fund Transfer 102,478 116,942 109,097 120,417 Wastewater Fund Transfer 76,221 77,182 72,004 79,562 Drainage Transfer 4,298 10,525 9,819 10,752 Solid Waste Fund Transfer 69,883 83,530 77,926 86,012 TOTAL RESOURCES $ 321,797 $ 414,607 $ 386,791 $ 430,061 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 209,257 $ 239,026 $ 233,229 $ 240,010 Materials & Supplies 8,683 12,955 9,664 13,228 Maintenance & Repair 2,911 3,349 2,899 3,183 Insurance 6,252 6,868 6,868 4,477 Miscellaneous 333 405 405 405 Operations 52,549 100,740 82,462 104,827 Transfer to General Fund 27,366 36,842 36,842 38,092 Transfer to Fleet Services - - - 663 Transfer to Technology Services 14,445 14,422 14,422 14,954 Transfer to Materials Mgmt - - - 1,222 Fixed Assets - - - 9,000 TOTAL EXPENDITURES $ 321,796 $ 414,607 $ 386,791 $ 430,061 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance & Repair - - - - Office/Clerical - - - - Technical/Paraprofessional - - - - Professional 3.00 3.00 3.00 3.00 Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 3.00 3.00 3.00 3.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 225 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WATER FUND CUSTOMER SERVICE PROGRAM DESCRIPTION The Customer Service Division is responsible for managing requests for service, citizen concerns, and inquiries for the Electric, Water, Wastewater, Drainage, and Solid Waste Departments. This division is responsible for the billing and collection of all utility accounts receivable and serves as the central collection and processing area for City revenues. Customer Service bills and collects active, inactive, and aged utility accounts, as well as maintains utility customer account records. MAJOR DIVISION GOALS 1. Ensure delivery of requested utility services, as well as delivery of accurate, prompt utility and accounts receivable billings in an efficient, effective, and caring manner. 2. Improve customer payment convenience. 3. Improve customer relations and communications. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Ensure Paradigm upgrades are running as designed and that all Solid Waste personnel are proficient in its use. 2. Continue to improve the level of customer service during peak times to ensure accurate, timely billings. 3. Develop and implement a Customer Service Web site option for easier payment methods and more convenience to utility customers. 4. Continue to cross train all department staff to ensure a broader skill set within each specialized area. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Connects/disconnects 27,126 53,329 28,604 30,263 2. Utilities customers 187,829 164,335 174,341 183,058 3. Calls handled 135,194 142,524 143,035 151,331 4. Cash receipts processed 1,774,996 1,936,652 1,900,000 2,033,000 5. Billing count 541,704 601,056 579,623 620,196 6. Billing dollars (in 1,000s) $166,648 $186,018 $178,314 $190,796 7. Billing adjustments 2,937 6,592 3,000 3,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Phone wait time less than 4 minutes 97% 94% 95% 99% 2. Adjustment/billing ratio less than or equal to 2% 2% 2% 2% 2% 3. Third party collections/billed less than 1% 1% 1% 1% 1% 4. Work order completion within 14 days 88% 99.8% 99% 99% 226 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND CUSTOMER SERVICE 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Water System Resources $ 499,462 $ 515,689 $ 498,777 $ 510,703 General Fund Transfer 183,114 251,798 243,531 65,669 Electric Fund Transfer 1,546,1 10 1,826,610 1,766,670 1,814,430 Wastewater Fund Transfer 529,693 636,819 615,924 430,519 Drainage Transfer 43,034 50,000 48,359 150,000 Solid Waste Fund Transfer 730,452 686,867 664,330 670,563 TOTAL RESOURCES $ 3,531,865 $ 3,967,783 $ 3,837,591 $ 3,641,884 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 2,016,638 $ 2,350,1 10 $ 2,21 1,891 $ 2,31 1,816 Materials & Supplies 259,123 311,220 302,214 365,939 Maintenance & Repair 894 5,669 5,040 5,788 Insurance 39,371 51,288 51,286 30,155 Miscellaneous 3,197 5,535 5,535 5,805 Operations 602,462 642,073 659,737 305,951 Transfer to General Fund 174,355 206,625 206,625 252,357 Transfer to Fleet Services - - - 332 Transfer to Technology Services 423,197 395,263 395,263 350,822 Transfer to Materials Mgmt - - - 12,919 Transfer to Capital Projects 215 - - - Fixed Assets 12,413 - - - TOTAL EXPENDITURES $ 3,531,865 $ 3,967,783 $ 3,837,591 $ 3,641,884 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 27.00 27.00 27.00 27.00 Technical/Paraprofessional 8.00 8.00 8.00 8.00 Professional 2.00 2.00 2.00 2.00 Management/Supervision 4.00 4.00 4.00 4.00 Temporary/Seasonal 2.00 2.00 2.00 2.00 TOTAL PERSONNEL 43.00 43.00 43.00 43.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 227 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WATER FUND MISCELLANEOUS 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Water System Resources $ 15,698,771 $15,088,630 $ 16,664,358 $ 15,245,663 TOTAL RESOURCES $ 15,698,771 $15,088,630 $ 16,664,358 $ 15,245,663 EXPENDITURES Personal Services Return on Investment Franchise Fee Debt Service Operations Administrative Transfer to General Fund Transfer to Risk Retention Fund Transfer to Electric Fund Transfer to Wastewater Fund Transfer to Materials Management Bad Debt Expense TOTAL EXPEDITURES * Estimate as of May 2006 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED 731,109 789,238 843,635 849,825 835,554 901,986 964,154 971,229 11,835,875 11,501,516 11,501,516 11,494,469 - 150,000 - - 728,389 570,340 570,340 618,119 109,863 - - 109,863 292,785 373,634 429,497 422,262 244,543 246,988 300,988 249,458 - 51,696 51,696 33,204 54,150 153,088 158,598 162,787 $ 14,832,268 $14,738,486 $ 14,820,424 $ 14,91 1,216 228 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES WATER UTILITIES PRINCIPAL & INTEREST REQUIREMENTS AS OF OCTOBER 1, 2006 YEAR PRINCIPAL INTEREST TOTAL 2006-07 5,075,000 6,418,968 11,493,968 2007-08 5,145,000 6,166,683 11,311,683 2008-09 5,405,000 5,903,963 11,308,963 2009-10 5,720,000 5,624,087 11, 344,087 2010-11 5,430,000 5,348,206 10, 778, 206 201 1-12 5,650,000 5,081, 363 10, 731, 363 2012-13 6,300,000 4,789,844 11, 089, 844 2013-14 6,615,000 4,468,401 11,083,401 2014-15 6,960,000 4,125, 676 11,085, 676 2015-16 7,250,000 3,770,395 11,020, 395 2016-17 7,625,000 3,398,045 11,023,045 2017-18 7,910,000 3,007,127 10,917,127 2018-19 8,335,000 2,600,007 10, 935,007 2019-20 8,775,000 2,170, 994 10, 945, 994 2020-21 7,370,000 1,761,524 9,131,524 2021-22 6,195,000 1,415,025 7,610,025 2022-23 3,970,000 1,162,919 5,132,919 2023-24 4,190,000 959,122 5,149,122 2024-25 4,420,000 735,628 5,155, 628 2025-26 2,180,000 565,031 2,745,031 2026-27 2,295,000 450,359 2,745,359 2027-28 2,415,000 329,666 2,744,666 2028-29 2,545,000 202,566 2,747,566 2029-30 2,680,000 68,675 2,748,675 TOTAL $ 130,455,000 $ 70,524,274 $ 200,979,274 229 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES WATER UTILITES PRINCIPAL & INTEREST REQUIREMENTS BY ISSUE 2006-07 Final Interest Issue Issue Date Maturity Rate 1993-B Utility System Refunding 06-01-93 12-01-2007 3.55 to 6.75 1996-A Utility System Refunding 05-01-96 12-01-2024 5.30 to 7.80 1998-A Utility System Refunding 07-07-98 12-01-2029 4.65 to 6.65 1998-B Utility System Refunding 03-10-98 12-01-2014 4.00 to 5.00 2000 Utility System Revenue 04-25-00 09-30-2020 4.64 to 6.16 2001 Utility System Revenue 04-17-01 12-01-2020 4.00 to 5.40 2002-A Utility System Revenue 03-28-02 12-01-2021 4.25 to 5.25 2003 Utility System Revenue & Refunding 03-28-03 12-01-2022 3.62 to 5.62 2004 Utility System Refunding 09-07-04 12-01-2024 2.00 to 5.25 2005 Utility System Refunding 05-15-05 12-01-2023 3.00 to 5.00 Capital Improvements in the Utility System are partially funded through the sale of bonds. The debt above represents consolidation of prior issues and funding for future growth. The Utility System - Electric, Water, and Wastewater - is currently expanding to accommodate the needs of the community and surrounding area which are also dependent upon the system. 230 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES WATER UTILITES PRINCIPAL & INTEREST REQUIREMENTS BY ISSUE 2006-07 Original Amount Prinicipal & Interest Requirements for 2006-07 Amount of Outstanding Issue 10/1 /2006 Principal Interest Total $ 823,934 $ 75,000 $ 25,000 $ 4,218 $ 29,218 36,510,000 865,000 865,000 23,355 888,355 36, 795,000 19, 665,000 310,000 998,218 1,308,218 1,765,546 1,665,000 325,000 69,196 394,196 22,705,000 7,380,000 890,000 377,158 1,267,158 24,210,000 20,720,000 920,000 1,020,548 1,940,548 31,030,000 26,955,000 1,140,000 1,298,375 2,438,375 5,845,000 2,595,000 515,000 120,750 635,750 23, 985, 000 23, 310, 000 75,000 1,160, 700 1,235,700 27,215,000 27,215,000 10,000 1,346,450 1,356,450 TOTAL $ 5,075,000 $ 6,418,968 $ 11,493,968 231 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 232 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAMOFSERVICES RESOURCES Interest Operating Wastewater Residential Wastewater Commercial Wastewater Effluent Irrigation Wastewater Wholesale Other Wastewater Drainage Fees Transfer In - Other Impact Fee Revenues TOTAL REVENUES Use of Reserves TOTAL RESOURCES EXPENDITURES Wastewater Administration Water Reclamation Wastewater Collection Beneficial Reuse Wastewater Laboratory Industrial Pretreatment Drainage Watershed Protection Drainage Miscellaneous Miscellaneous TOTAL EXPENDITURES WASTEWATER FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 751,459 $ 409,215 $ 513,211 $ 404,476 6,343,823 6,853,909 7,091,788 7,400,308 6,897,246 7,602,123 7,851,518 7,932,349 209,933 274,720 255,060 257,520 1,162,924 1,246,774 1,212,1 15 1,286,573 967,877 826,089 947,829 989,729 3,575,482 3,613,735 3,622,530 3,731,206 244,543 246,988 246,988 249,458 1,455,000 1,600,000 1,500,000 1,400,000 $ 21,608,287 $ 22,673,553 $ 23,241,039 $ 23,651,619 - 1,125,000 - 775,000 $ 21,608,287 $ 23,798,553 $ 23,241,039 $ 24,426,619 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 935,212 $ 1,363,124 $ 1,080,505 $ 1,449,784 2,999,594 3,619,652 3,655,452 3,660,226 2,136,051 3,146,643 2,645,963 3,199,970 967,647 1,046,058 1,079,808 1,143,500 395,234 447,080 418,877 445,491 456,190 562,851 563,411 596,148 1,459,865 1,790,199 1,765,638 1,791,940 334,431 423,585 407,353 412,056 1,763,811 1,546,573 1,552,728 1,652,017 9,815,947 9,550,336 9,647,446 9,698,158 $ 21,263,982 $ 23,496,101 $ 22,817,181 $ 24,049,290 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater Administration 7.00 7.00 7.00 6.50 Water Reclamation 19.60 20.50 20.50 20.50 Wastewater Collection 19.00 19.00 19.00 19.00 Beneficial Reuse 6.50 6.50 6.50 6.75 Wastewater Laboratory 5.00 5.00 4.00 4.00 Industrial Pretreatment 6.50 6.50 6.50 6.50 Drainage 16.00 16.00 16.00 16.00 Watershed Protection 3.62 3.62 3.62 3.62 TOTAL PERSONNEL 83.22 84.12 83.12 82.87 * Estimate as of May 2006 233 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SER kTCES Table of Contents WASTEWATER FUND RESOURCES & EXPENDITURES Impact Fee Rev^^ ^ 5 Transfer In - Other 1.0% Drainage Fees 15.3% Other Wastewa 4.0% Wastewater Wholesale 5.3% Return on Investm 2.67 Fixed Assets 2.7% Operations 15.7% Insurance, M 0.7% Maintenanc Repair 4.1 % RESOURCES $24,426,619 Use of Reserves 3.2% irngauon 1.0% Interest Operating Wastewater Residential 30.3% EXPENDITURES $24,049,290 Franchise Fee Debt Service Materials & Supplies 3.1% �r aI 32.5% sfers 5% Personal Services 21.0% Ner 234 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WASTEWATER FUND EXPENDITURES BY CLASSIFICATION 2006-07 2004-05 2005-06 2005-06 EXPENDITURES ACTUAL BUDGET ESTIMATE Purchased Power $ 880,197 $ 815,000 $ Personal Services 4,377,037 5,203,458 Materials & Supplies 481,918 604,675 Maintenance & Repair 651,533 900,061 Insurance 215,817 182,395 Miscellaneous 48,624 27,465 Operations 2,277,550 3,122,540 Fixed Assets 11,390 711,500 Return on Investment 668,581 581,728 Franchise Fee 764,087 664,831 Debt Service 7,427,655 6,432,162 General Obligation Debt Service 554,404 631,764 Cost of Service - General Fund 911,316 602,806 Cost of Service - Fleet Services - - Cost of Service - Technology Services 208,202 197,013 Cost of Service - Materials Management - 51,696 Transfer to Electric Fund 158,171 197,889 Cost of Service - Engineering - 147,666 Cost of Service - Utilities Administration 224,188 257,721 Cost of Service - Customer Service 621,699 686,819 Cost of Service - Safety & Training 80,519 87,707 Cost of Service - Risk Retention Fund 57,224 - Transfer for Capital Projects 643,870 1,389,205 TOTAL EXPENDITURES $ 21,263,982 $ 23,496,101 $ 2006-07 ADOPTED 882,000 $ 1,040,000 4,978,947 5,050,454 605,079 751,346 864,286 990,180 182,395 115,225 27,676 42,795 3,089,408 3,777,525 200,000 642,500 601,142 618,928 687,019 707,346 6,432,162 6,439,202 631,764 627,714 602,806 614,437 - 32,500 197,013 150,220 60,471 27,923 206,664 220,257 97,223 77,435 273,172 205,930 702,267 580,519 96,482 90,314 - 57,224 1,399,205 1,189,316 22,817,181 $ 24,049,290 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 24.00 24.00 24.00 24.00 Office/Clerical 3.10 4.00 3.00 3.25 Technical/Paraprofessional 38.00 38.00 38.00 38.00 Professional 6.50 6.50 6.50 6.00 Management/Supervision 9.50 9.50 9.50 9.50 Temporary/Seasonal 2.12 2.12 2.12 2.12 TOTAL PERSONNEL 83.22 84.12 83.12 82.87 * Estimate as of May 2005 These divisions are found in the Water Fund. 235 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND WASTEWATER ADMINISTRATION PROGRAM DESCRIPTION The Wastewater Administration Division provides management direction and supervision for all wastewater facilities and operations. This includes wastewater collection, water reclamation, laboratory, pretreatment, beneficial reuse, drainage, and watershed protection. Other responsibilities include capital improvement planning, grant administration, operations, maintenance, financial reporting, and staff assistance to the Public Utilities Board. This division also provides management direction and supervision for drainage operations and maintenance, street sweeping, floodplain management, and drainage engineering. MAJOR DIVISION GOALS 1. Initiate in-house infiltration/inflow detection program. 2. Improve Division reporting systems. 3. Develop asset management program. 4. Develop CMOM program. 5. Compliance with environmental regulators. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue to monitor development in the Clear Creek Basin to program wastewater infrastructure. 2. Formulate wastewater system development plan in the Hickory Creek Basin. 3. Continue to expand reuse system and implement, with experience gained, operational procedures for future expansion. 4. Work with other municipalities and use the technology transfer from the Water Environment Research Foundation to implement improved operating procedures for the wastewater collection system and private sewer. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Customer accounts 25,690 26,897 26,800 27,965 2. Wastewater employees, excluding Drainage 62.1 64.5 64.5 63.5 3. Customers/full-time equivalent (FTE) 414 417 422 442 4. Wastewater processed thru plant (million gallons) 5,605 5,945 5.448 5,625 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Cost/million gallons $3,160 $3,130 $3,505 $3,452 2. Cost/customer $689 $692 $712 $694 236 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WASTEWATER FUND WASTEWATER ADMINISTRATION 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater System Resources $ 935,212 $ 1,363,124 $ 1,080,505 $ 1,449,784 TOTAL RESOURCES $ 935,212 $ 1,363,124 $ 1,080,505 $ 1,449,784 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 510,605 $ 647,305 $ 526,273 $ 599,646 Materials & Supplies 5,021 16,815 15,130 37,645 Maintenance & Repair 7,148 44,200 19,400 23,636 Insurance 7,133 9,304 9,304 5,533 Miscellaneous 41,830 15,505 16,790 32,330 Operations 301,215 440,635 353,674 655,789 Debt Service 716 - - - Transfer for Water Engineering - 125,000 77,074 61,387 Transfer to Fleet Services - - - 332 Transfer to Technology Services 61,544 60,860 60,860 30,486 Fixed Assets - 3,500 2,000 3,000 TOTAL EXPENDITURES $ 935,212 $ 1,363,124 $ 1,080,505 $ 1,449,784 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 1.50 1.50 1.50 1.50 Professional 0.50 0.50 0.50 - Management/Supervision 3.50 3.50 3.50 3.50 Temporary/Seasonal 0.50 0.50 0.50 0.50 TOTAL PERSONNEL 7.00 7.00 7.00 6.50 MAJOR BUDGET CHANGES The 2006-07 budget reflects the reduction of 0.5 FTE. * Estimate as of May 2006 237 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND WATER RECLAMATION PROGRAM DESCRIPTION The Water Reclamation Division is responsible for processing all discharged residential, commercial, and industrial wastewater in accordance with local, state, and federal effluent requirements. The division functions on a 24-hour basis to ensure the operations, maintenance, and analysis for this treatment. Additional responsibilities include the operation and maintenance of 28 sewage lift stations, the processing and disposal of all biosolids to the composting facility, and meeting or exceeding the criteria required for Type I Reuse Water. MAJOR DIVISION GOALS 1. Be competitive with private industry for the operation and maintenance of the Pecan Creek Water Reclamation Plant and the Robson Ranch Water Reclamation Plant. 2. Continue development of plant automation systems. 3. Process 100% of solids to compost operation. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Treat 5.7 billion gallons of wastewater. 2. Achieve total compliance of present discharge parameters (10 Biological Oxygen Demand [BOD], 15 Total Suspended Solids [TSS], 3 Ammonia, Dissolved Oxygen [D.O.], 15 Million Gallons Daily [MGD] flow, pH 6.0-9.0, <0.10 chlorine residual). 3. Maintain effluent quality at 2 BOD, 2 TSS, 0.5 Ammonia, 6.0 D.O. 4. Achieve regulatory compliance with permit criteria for sludge disposal. 5. Maintain treatment plant equipment so as not to adversely affect the effluent. 6. Continue plant removal efficiency of BOD and TSS at 98% and 99%, respectively. 7. Achieve compliance with Type I Reuse Water Permit. Maintain 0.50 mg/Chlorine Residual in system. 8. Set up and implement process for accepting waste from septic waste haulers. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Plant influent (million gallons) 5,040 5,700 5,673 5,900 2. Plant effluent (million gallons) 4,811 5,945 5,423 5,650 3. Effluent for reuse (million gallons) 230 250 250 250 4. BOD removed 99% 99% 99% 99% 5. TSS removed 98% 99% 98% 98% 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Wastewater treatment costs/ 1,000 gallons $0.60 $0.62 $0.64 $0.65 238 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Transfers in from Water Wastewater System Resources TOTAL RESOURCES EXPENDITURES Purchase Power Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer to Capital Projects Transfer to Fleet Services Transfer to Technology Services Fixed Assets TOTAL EXPENDITURES WASTEWATER FUND WATER RECLAMATION 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 244,543 $ 244,543 $ 244,543 $ 246,988 2,755,051 3,375,109 3,410,909 3,413,238 $ 2,999,594 $ 3,619,652 $ 3,655,452 $ 3,660,226 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 880,197 $ 815,000 $ 882,000 $ 1,040,000 1,105,591 1,288,977 1,298,977 1,301,827 270,499 364,600 368,600 411,600 279,308 415,174 404,274 455,146 112,474 94,810 94,810 55,076 2,028 2,700 2,700 2,835 287,050 302,572 293,272 306,616 41,297 - 260,000 - - - - 7,959 21,150 25,819 25,819 26,667 - 310,000 25,000 52,500 $ 2,999,594 $ 3,619,652 $ 3,655,452 $ 3,660,226 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 0.60 1.50 1.50 1.50 Technical/Paraprofessional 17.00 17.00 17.00 17.00 Professional - - - - Management/Supervision 2.00 2.00 2.00 2.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 19.60 20.50 20.50 20.50 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 239 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND WASTEWATER COLLECTION PROGRAM DESCRIPTION The Wastewater Collection Division is responsible for providing a reliable and safe transportation system for wastewater from the customer's facilities to the wastewater treatment plant. The division performs routine maintenance and rehabilitation of the sewer system to reduce inflow/infiltration (1/1) into the system and to reduce the potential of overflows into our watershed. MAJOR DIVISION GOALS 1. Maintain all public wastewater collection system lines in free -flowing condition in order to protect the public health and the environment. 2. Rehabilitate wastewater collection system to reduce the potential of wastewater overflows into our watersheds and to reduce storm water treatment at the reclamation plant. 3. Respond to customer complaints regarding the collection system quickly and efficiently. 4. Educate our customers on responsibility of maintaining private clean outs to reduce inflow into wastewater system. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Maintain 2,380,550 feet of wastewater collection lines. 2. Continue to resolve inflow/infiltration (1/1) issues to reduce the potential of overflows of wastewater. 3. Install 5,000 feet of new wastewater line. 4. Rehabilitate manholes in the sewer system to reduce 1/1 and the potential of overflows. 5. Train employees to do quality work in a safe and timely manner. 6. Detect and resolve safety issues through regularly scheduled meetings. 7. Continue systematic cleaning of the collection system. 8. Replace sewer service lines located under the streets, focusing on lines receiving three complaints within one year. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Point repairs on wastewater mains 40 40 40 40 2. Sewer mains unchoked 250 250 250 250 3. Sewer services unchoked 600 600 600 600 4. Sewer taps 40 40 50 50 5. Manholes rehabilitated 500 500 500 500 6. Service lines repaired/replaced in right of way 100 100 100 100 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Cost/point repairs on wastewater mains $1,200 $1,300 $1,100 $1,200 2. Cost/sewer main unchoked $185 $185 $200 $200 3. Cost/sewer service unchoked $1 15 $1 15 $1 15 $1 15 4. Cost/sewer tap $1,750 $1,800 $1,800 $1,800 5. Cost/manhole rehabilitated $450 $450 $500 $550 240 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WASTEWATER FUND WASTEWATER COLLECTION 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater System Resources $ 2,136,051 $ 3,146,643 $ 2,645,963 $ 3,199,970 TOTAL RESOURCES $ 2,136,051 $ 3,146,643 $ 2,645,963 $ 3,199,970 EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer to Fleet Services Transfer to Technology Services Transfer to Capital Projects Fixed Assets TOTAL EXPENDITURES 2004-05 2005-06 2005-06 ACTUAL BUDGET ESTIMATE $ 984,276 $ 1,035,268 $ 1,014,667 $ 80,729 48,575 49,610 257,389 235,435 235,435 31,453 27,927 27,927 1,715 4,000 2,750 301,282 320,416 340,552 13,698 10,817 10,817 465,509 1,134,205 884,205 - 330,000 80,000 $ 2,136,051 $ 3,146,643 $ 2,645,963 $ 2006-07 ADOPTED 915,840 102,225 295,474 23,960 2,600 375,516 8,291 11,748 1,054,316 410,000 3,199,970 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 12.00 12.00 12.00 12.00 Office/Clerical - - - - Technical/Paraprofessional 6.00 6.00 6.00 6.00 Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 19.00 19.00 19.00 19.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 241 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND BENEFICIAL REUSE PROGRAM DESCRIPTION The Beneficial Reuse Division takes wood waste and biosolids and recycles them into marketable products. Currently, six different Dyno Products are available to the citizens of Denton: Dyno Dirt, Dyno Soil, Dyno Brown Mini Mulch, Dyno Double Grind (fine & coarse grade), Dyno Deco Mulch (brick red and cedar, and Dyno Lite. The Beneficial Reuse Division has also begun marketing Water Reclamation Plant effluent to identified customers along Mayhill Road to Oakmont Country Club. These customers are online and using reuse water. MAJOR DIVISION GOALS 1. Continue to compost all the biosolids from the Water Reclamation Plant. 2. Continue marketing and distribution efforts to make the beneficial reuse operation self- supporting. 3. Expand the composting facility. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Stabilize and concrete approximately 2 acres for compost expansion for curing and screening. 2. Purchase a water truck and/or install an 8" reuse line to the brush and lumber area to control dust. 3. Continue to produce high -quality Dyno products. 4. Continue to identify new customers for reuse water. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Dyno products produced (cubic yards) 70,000 78,000 75,000 80,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Dyno products (cost/cubic yard) $14.73 $13.41 $14.39 $14.30 242 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Dyno Product Sales Tipping Fees Effluent Sales Wastewater System Resources TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer to Fleet Services Transfer to Technology Services Fixed Assets TOTAL EXPENDITURES WASTEWATER FUND BENEFICIAL REUSE 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 449,136 $ 387,000 $ 387,000 $ 442,000 86,433 90,000 90,000 98,000 221,461 275,000 275,000 257,520 210,617 294,058 327,808 345,980 $ 967,647 $ 1,046,058 $ 1,079,808 $ 1,143,500 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 336,540 $ 414,804 $ 414,804 $ 420,132 21,775 35,550 38,000 40,340 20,868 27,988 29,988 31,001 10,738 7,723 7,723 3,791 466 1,000 1,000 1,000 560,211 546,043 575,343 631,826 - - - 4,974 17,049 12,950 12,950 10,436 $ 967,647 $ 1,046,058 $ 1,079,808 $ 1,143,500 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 4.00 4.00 4.00 4.00 Office/Clerical 0.50 0.50 0.50 0.75 Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 6.50 6.50 6.50 6.75 MAJOR BUDGET CHANGES The 2006-07 budget reflects the addition of 0.25 FTE. * Estimate as of May 2006 243 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND WASTEWATER LABORATORY PROGRAM DESCRIPTION The Wastewater Laboratory performs the necessary tests for the Water Reclamation Plants (Pecan Creek and Robson Ranch) to ensure compliance with state and federal regulations. Laboratory operations also provide testing for the pretreatment program, pollution abatement, and control samples. MAJOR DIVISION GOALS 1. Continue division compliance with Texas Commission on Environmental Quality (TCEQ) and Environmental Protection Agency (EPA) permit requirements. 2. Ensure adequate quality control on all analyses to verify accuracy. 3. Implement new environmental requirements concerning stormwater. 4. Increase laboratory data proficiency with the laboratory information management system (LIMS). 5. Increase laboratory productivity with the purchase of a "Continuous Flow Analysis" system for wet chemistry parameters. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue monitoring for the TCEQ and EPA wastewater discharge permit requirements to meet the 503 regulations and reuse permit. 2. Continue development of the information management system. 3. Perform biomonitoring for wastewater treatment plant effluent. 4. Perform stormwater monitoring analyses for stormwater program. 5. Continue analyses for performance measures for Pecan Creek plant Ultraviolet (UV) operations. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Pecan Creek Wastewater analyses per year 14,389 13,908 15,480 15,480 2. Robson Ranch Wastewater analyses per year 683 648 684 684 3. Pollution control analyses per year 1,309 1,584 1,296 1,296 4. Industrial pretreatment and abatement analyses per year 3,987 4,200 3,720 3,720 5. Stormwater analyses per year 2,871 2,760 2,616 2,616 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average cost per analysis $16.10 $16.86 $16.56 $16.56 244 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WASTEWATER FUND WASTEWATER LABORATORY 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater System Resources $ 395,234 $ 447,080 $ 418,877 $ 445,491 TOTAL RESOURCES $ 395,234 $ 447,080 $ 418,877 $ 445,491 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 259,012 $ 282,314 $ 262,367 $ 268,258 Materials & Supplies 44,420 46,826 43,123 48,416 Maintenance & Repair 22,586 20,725 18,650 22,225 Insurance 3,908 4,252 4,252 2,916 Miscellaneous 396 675 675 540 Operations 47,567 53,127 50,649 55,097 Transfer to Fleet Services - - - 332 Transfer to Technology Services 17,345 24,161 24,161 12,707 Fixed Assets - 15,000 15,000 35,000 TOTAL EXPENDITURES $ 395,234 $ 447,080 $ 418,877 $ 445,491 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 - - Technical/Paraprofessional 3.00 3.00 3.00 3.00 Professional 1.00 1.00 1.00 1.00 Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 5.00 5.00 4.00 4.00 MAJOR BUDGET CHANGES The 2005-06 budget estimate reflects the reduction of 1 FTE. * Estimate as of May 2006 245 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND INDUSTRIAL PRETREATMENT PROGRAM DESCRIPTION The Industrial Pretreatment Division performs the activities required for protection of the wastewater collection system, treatment facility, and worker safety in compliance with state and federal regulations. The Pretreatment Program activities include the prevention of the discharge of toxic pollutants from commercial/industrial users, prevention of the potential pass -through of toxic pollutants to receiving waters, and production of wastewater sludge as a useful by-product. The division is also responsible for the abatement of septic system failures, septic system permitting within the city limits and extra -territorial jurisdiction (ETJ), the coordination of wastewater toxicity testing, and the compliance requirements of the Pecan Creek Water Reclamation Plant Storm Water Pollution Prevention Plan. MAJOR DIVISION GOALS 1. Administer Industrial Pretreatment Program to comply with National Pollutant Discharge Elimination System (NPDES) and Texas Pollutant Discharge Elimination System (TPDES) permit requirements and protection of stormwater quality. 2. Finalize the promulgation of the City of Denton ordinance requiring grease traps on apartment wastewater service lines. 3. Develop protocol for response to petroleum contamination of storm drainage and wastewater collection systems. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Redevelop technically based local limits (TBLLs) and modify the Pretreatment Program in compliance with the Pecan Creek Water Reclamation Plant discharge permit requirements. 2. Continue with permit compliance requirements for wastewater quality and toxicity testing. 3. Continue coordination of Pretreatment Program towards watershed protection and pollution prevention. 4. Track the source of pollutants in the wastewater collection system by initiating more thorough lift station monitoring as agreed to in the Excellence and Leadership (XL) Pilot Pretreatment Project. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Industrial compliance/NPDES monitoring 238 219 238 238 2. Watershed monitoring events 420 420 420 420 3. Pollution investigations 60 78 60 60 4. OSSF permits, inspections, and complaints investigated 89 94 89 89 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Industrial compliance/NPDES monitoring $214,542 $230,769 $230,998 $245,028 2. Watershed monitoring $141,238 $151,970 $152,120 $161,360 3. Pollution investigations $136,050 $146,341 $146,487 $155,384 4. OSSF/water well permits $31,396 $33,771 $33,805 $35,858 246 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WASTEWATER FUND INDUSTRIAL PRETREATMENT 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater System Resources $ 456,190 $ 562,851 $ 563,411 $ 596,148 TOTAL RESOURCES $ 456,190 $ 562,851 $ 563,411 $ 596,148 EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer to Fleet Services Transfer to Technology Services Fixed Assets TOTAL EXPENDITURES 2004-05 2005-06 2005-06 ACTUAL BUDGET ESTIMATE $ 342,134 $ 394,831 $ 394,831 11,354 14,907 15,191 2,708 6,283 6,283 8,093 8,371 8,371 733 945 1,221 62,944 90,276 90,276 28,224 24,238 24,238 - 23,000 23,000 2006-07 ADOPTED $ 434,402 16,152 6,410 6,613 945 94,040 995 22,591 14,000 $ 456,190 $ 562,851 $ 563,411 $ 596,148 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 5.50 5.50 5.50 5.50 Professional 1.00 1.00 1.00 1.00 Management/Supervision - - - - Temporary/Seasonal - - - - TOTAL PERSONNEL 6.50 6.50 6.50 6.50 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 247 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND DRAINAGE PROGRAM DESCRIPTION The Drainage Division performs maintenance activities related to the storm drainage system. This consists of maintaining the grade of unlined drainage channels, removing grass and weed growth by mowing and herbicides, street sweeping, and removing blockage from culverts and bridges. The drainage system contains approximately 53 miles of open channel, 49,589 feet of concrete - lined channel, 297,195 feet of bar ditch, and 170,000 feet of underground storm drain system with over 3,300 drainage inlets, approximately 558 culverts, 146 bridges, and four public detention ponds. MAJOR DIVISION GOALS 1. Reduce the threat of property damage, personal injury and enhance the safety of the public through proper maintenance and operation of the City's drainage system. 2. Improve the cleanliness, appearance, and stormwater quality of the community though the sweeping of streets. 3. Level, reshape, and re -seed the banks on certain major drainage ways to reduce potential flooding problems. 4. Mow 175 acres of channels and detention ponds 9 times per year. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Route both street sweepers for maximum efficiency. 2. Reduce response time on routine service requests. 3. Implement a schedule for the cleaning and dredging of unimproved channels for flood control. 4. Detect and address safety issues through regularly scheduled meetings. 5. Reduce number of street closures due to flooding. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Bridges serviced and cleaned 133 100 100 100 2. Cubic yards of dirt moved 23,400 40,000 30,000 40,000 3. Acres of channels mowed 848 1,600 1,600 1,600 4. Curb miles swept 7,685 7,000 7,500 4,500 5. High water jobs 32 20 20 20 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average cost per bridge serviced and cleaned $75.00 $75.00 $72.00 $75.00 2. Average cost of dirt moved for Capital Improvement Program (CIP) projects (per cubic yard) $4.25 $4.50 $4.50 $4.75 3. Average cost per acre of channel mowed $25.00 $25.00 $25.00 $27.00 248 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WASTEWATER FUND DRAINAGE 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater System Resources $ 1,459,865 $ 1,790,199 $ 1,765,638 $ 1,791,940 TOTAL RESOURCES $ 1,459,865 $ 1,790,199 $ 1,765,638 $ 1,791,940 EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer for Capital Projects Transfer for Water Engineering Transfer to Fleet Services Transfer to Technology Services Fixed Assets TOTAL EXPENDITURES 2004-05 2005-06 2005-06 ACTUAL BUDGET ESTIMATE 627,040 24,816 38,745 39,718 1,456 561,681 137,064 29,345 901,648 30,400 130,256 26,726 2,140 393,343 255,000 22,666 28,020 834,472 29,800 130,256 26,726 2,040 414,175 255,000 20,149 28,020 25,000 2006-07 ADOPTED 878,730 47,900 132,288 15,225 2,140 432,279 135,000 16,048 8,954 23,376 100,000 $ 1,459,865 $ 1,790,199 $ 1,765,638 $ 1,791,940 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 8.00 8.00 8.00 8.00 Office/Clerical - - - - Technical/Paraprofessional 4.00 4.00 4.00 4.00 Professional 1.00 1.00 1.00 1.00 Management/Supervision 2.00 2.00 2.00 2.00 Temporary/Seasonal 1.00 1.00 1.00 1.00 TOTAL PERSONNEL 16.00 16.00 16.00 16.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 249 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents WASTEWATER FUND WATERSHED PROTECTION PROGRAM DESCRIPTION The Watershed Protection Division performs the activities required for compliance with state and federal regulations concerning water quality. Program activities include public education and outreach, illicit discharge detection and elimination, establishing and assessing pollution prevention best practices, and performing watershed/stormwater monitoring for selected contaminants. The efforts target minimizing the impact of watershed contaminants during normal flow and storm events and protecting the City's drinking water source (Lake Lewisville) through pollution prevention. MAJOR DIVISION GOALS 1. Complete all necessary activities for compliance with state and federal regulations concerning the Phase II stormwater component of the Clean Water Act. 2. Act as coordinating department for environmental issues, including mosquito control, environmentally sensitive areas, real-time monitoring, Best Management Practices (BMP) implementation, stormwater construction review, and stream flooding information 3. Conduct inspections, monitoring, and assessments related to gas well drilling and production within the city limits and within the floodplains of Denton's extra -territorial jurisdiction (ETJ). MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue dry -weather monitoring, stormwater monitoring, and meteorological data compilation. 2. Continue developing the Phase II permit and determine acceptable variances in accordance with the Excellence in Leadership (XL) program. 3. Maintain the in -stream monitoring stations that are capable of transmitting real-time data. 4. Continue to act as coordinating department for water -related environmental issues. 5. Continue to refine the Environmentally Sensitive Areas review process. 6. Assume inspection, monitoring, and enforcement responsibilities related to new gas well drilling and production regulations. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Watershed dry -weather screening analyses 7,500 7,600 7,600 7,850 2. Watershed stormwater analyses 520 600 650 800 3. Continuous in -stream water quality analyses 800,000 1,000,000 960,000 1,050,000 4. Biological monitoring analyses and ecological assessments 30 36 52 60 5. Public workshops/outreach 10 20 28 35 6. Erosion/Gas Well/Inspections and Investigations 30 50 85 100 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Monthly dry -weather water monitoring 100% 100% 100% 100% 2. Quarterly stormwater monitoring 100% 100% 100% 100% 3. Continuous in -stream monitoring 95% 95% 95% 95% 4. Biannual biological monitoring 100% 100% 100% 100% 250 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Wastewater System Resources Oil & Gas Revenues TOTAL RESOURCES WASTEWATER FUND WATERSHED PROTECTION 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 297,731 $ 358,585 $ 342,353 $ 374,056 36,700 65,000 65,000 38,000 $ 334,431 $ 423,585 $ 407,353 $ 412,056 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 211,839 $ 238,311 $ 232,556 $ 231,619 Materials & Supplies 23,304 47,002 45,625 47,068 Maintenance & Repair 22,781 20,000 20,000 24,000 Insurance 2,300 3,282 3,282 2,111 Miscellaneous - 500 500 405 Operations 42,970 74,342 65,242 65,981 Transfer to Fleet Services - - - 663 Transfer to Technology Services 19,847 10,148 10,148 12,209 Fixed Assets 11,390 30,000 30,000 28,000 TOTAL EXPENDITURES $ 334,431 $ 423,585 $ 407,353 $ 412,056 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional - - - - Professional 3.00 3.00 3.00 3.00 Management/Supervision - - - - Temporary/Seasonal 0.62 0.62 0.62 0.62 TOTAL PERSONNEL 3.62 3.62 3.62 3.62 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 251 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WASTEWATER FUND MISCELLANEOUS 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater System Resources $ 10,160,257 $ 9,852,787 $ 10,071,303 $ 10,063,604 TOTAL RESOURCES $ 10,160,257 $ 9,852,787 $ 10,071,303 $ 10,063,604 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Return on Investment (ROI) Franchise Fee Debt Service Operations Administrative Transfer to General Fund Transfer to Electric Fund Transfer to Safety & Training Transfer to Risk Management Fund Transfer to Materials Management Transfer to Utilities Administration Transfer to Customer Service Bad Debt Expense TOTAL EXPEDITURES 543,439 581,728 601,142 618,928 621,068 664,831 687,019 707,346 6,732,437 5,752,552 5,752,552 5,778,424 58,599 750,000 750,000 1,000,000 748,492 475,586 475,586 493,359 158,171 197,889 206,664 220,257 76,221 77,182 85,957 79,562 43,877 - - 43,877 - 51,696 60,471 21,567 200,947 231,949 240,726 158,863 578,665 636,819 645,594 430,519 54,031 130,104 141,735 145,456 $ 9,815,947 $ 9,550,336 $ 9,647,446 $ 9,698,158 * Estimate as of May 2006 These divisions are found in the Water Fund. 252 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents WASTEWATER FUND DRAINAGE MISCELLANEOUS 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Wastewater System Resources $ 1,763,811 $ 1,546,573 $ 1,552,728 $ 1,652,017 TOTAL RESOURCES $ 1,763,811 $ 1,546,573 $ 1,552,728 $ 1,652,017 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Return on Investment (ROI) $ 125,142 $ - $ - $ - Franchise Fee 143,019 - - - General Obligation Debt Service 554,404 631,764 631,764 627,714 Debt Service 694,502 679,610 679,610 660,778 Operations - 21,682 14,490 14,925 Administrative Transfer to General Fund 162,824 127,220 127,220 121,078 Transfer to Safety & Training (') 4,298 10,525 10,525 10,752 Transfer to Risk Management Fund 13,347 - - 13,347 Transfer to Materials Management Fund - - - 6,356 Transfer to Utilities Administration 23,241 25,772 32,446 47,067 Transfer to Customer Service (') 43,034 50,000 56,673 150,000 TOTAL EXPENDITURES $ 1,763,811 $ 1,546,573 $ 1,552,728 $ 1,652,017 * Estimate as of May 2006 These divisions are found in the Water Fund. 253 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES WASTEWATER UTILITES PRINCIPAL & INTEREST REQUIREMENTS BY ISSUE 2006-07 Final Interest Issue Issue Date Maturity Rate 1993-B Utility System Refunding 06-01-93 12-01-2007 3.55 to 6.75 1996 Utility System Revenue 05-01-96 12-01-2016 5.40 to 7.40 1998 Utility System Revenue 03-15-98 12-01-2017 4.30 to 6.30 1998-B Utility System Refunding 03-10-98 12-01-2014 4.00 to 5.00 2000 Utility System Revenue 04-25-00 09-30-2020 4.64 to 6.16 2001 Utility System Revenue 04-17-01 12-01-2020 4.00 to 5.40 2002-A Utility System Revenue 03-28-02 12-01-2021 4.25 to 5.25 2003 Utility System Refunding & Revenue 03-28-03 12-01-2022 3.62 to 5.62 2004 Utility System Refunding 09-07-04 06-01-2014 2.00 to 5.25 2005 Utility System Refunding 05-15-05 12-01-2023 3.00 to 5.00 Capital Improvements in the Utility System are partially funded through the sale of bonds. The debt above represents consolidation of prior issues and funding for future growth. The Utility System - Electric, Water, and Wastewater - is currently expanding to accommodate the needs of the community and surrounding area which are also dependent upon the system. 254 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES WASTEWATER UTILITES PRINCIPAL & INTEREST REQUIREMENTS BY ISSUE 2006-07 Original Amount Prinicipal & Interest Requirements for 2006-07 Amount of Outstanding Issue 10/1 /2006 Principal Interest Total $ 504,758 $ 45,000 $ 15,000 $ 2,532 $ 17,532 2,750,000 125,000 125,000 3,375 128,375 3,863,738 950,000 190,000 38,950 228,950 3,167,283 3,010,000 585,000 125,180 710,180 18,740,000 6,100,000 735,000 311,747 1,046,747 13,995,000 12,100,000 535,000 595,124 1,130,124 17,120,000 14,870,000 630,000 716,181 1,346,181 18,151,142 14,802,913 664,769 645,064 1,309,833 865,000 630,000 - 28,350 28,350 10,165,000 10,165,000 5,000 507,431 512,431 TOTAL $ 3,484,769 $ 2,973,934 $ 6,458,703 255 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents YEAR 2006-07 2007-08 2008-09 2009-10 2010-1 1 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 TOTAL WASTEWATER UTILITIES PRINCIPAL & INTEREST REQUIREMENTS AS OF OCTOBER 1, 2006 PRINCIPAL INTEREST $ 3,484,769 $ 2,973,934 3,966,098 2,793,463 4,041,039 2,593,416 4,162, 657 2,381,942 3,785,350 2,178, 988 4,008,074 1,990,948 3,794,368 1,806,297 3,969,652 1,620,183 3,843,295 1,431,680 3,874,130 1,244,876 4,078,273 1,052,565 4,195,414 853,101 4,220,439 650,124 4,448, 710 439,715 3,140,107 254,229 2,528,454 116,809 1,257,084 28,284 TOTAL $ 6,458,703 6,759,561 6,634,455 6,544,599 5,964,338 5,999,022 5,600,665 5,589,835 5,274,975 5,119,006 5,130, 838 5,048,515 4,870,563 4,888,425 3,394,336 2,645,263 1,285,368 $ 62,797,913 $ 24,410,554 $ 87,208,467 256 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES SOLID WASTE FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Garbage Fees - Residential $ 4,711,615 $ 4,660,039 $ 4,945,086 $ 5,137,060 Garbage Fees - Commercial 7,013,497 7,885,500 7,215,000 6,649,320 Landfill Fees 615,760 1,234,158 538,359 1,898,404 Sale of Refuse Bags 15,099 22,000 5,000 - Recycling 1,081,632 1,458,865 1,281,698 1,617,590 Other Revenues 18,082 99,000 99,000 109,000 Interest Income 159,181 82,654 195,643 169,529 TOTAL REVENUES $ 13,614,866 $ 15,442,216 $ 14,279,786 $ 15,580,903 Use of Reserves 435,221 540,000 338,575 300,000 TOTAL RESOURCES $ 14,050,087 $ 15,982,216 $ 14,618,361 $ 15,880,903 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Solid Waste Administration $ 676,511 $ 870,480 $ 821,515 $ 832,437 Residential Collection 2,944,517 3,363,197 3,212,561 3,107,801 Commercial Collection 2,579,177 2,590,172 2,460,123 2,647,137 Solid Waste Landfill 1,583,535 2,170,522 1,635,184 2,159,132 Solid Waste Recycling 1,136,052 1,472,285 1,31 1,936 1,586,208 Miscellaneous 5,130,295 5,1 18,951 5,177,042 5,400,751 TOTAL EXPENDITURES $ 14,050,087 $ 15,585,607 $ 14,618,361 $ 15,733,466 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Solid Waste Administration 5.00 5.00 5.00 5.00 Residential Collection 36.50 33.50 33.50 32.50 Commercial Collection 24.00 24.50 24.50 24.50 Solid Waste Landfill 11.00 11.00 11.00 12.50 Solid Waste Recycling 6.00 8.00 11.00 12.50 TOTAL PERSONNEL(') 82.50 82.00 85.00 87.00 (')The FY2005-06 budgeted FTE amount represents the funded FTEs; total authorized FTEs equals 86.5. * Estimate as of May 2006 257 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents SOLID WASTE FUND RESOURCES & EXPENDITURES Use of Reserves 1.9% Inte Other Reven 0.7% Recycling 10.2% Lai 1 1.9% Misc( Insurance 1.5% Maintenan( Repair 1.7% RESOURCES $15,880,903 Garbage Fees - )I Garbage Fees - Commercial 41.9% EXPENDITURES $15,733,466 Cost of Service - Debt Service General Fund 17.7% 3.9% Materials & Supplies Personal Services 1.4% 33.3% ranchise Fee 3.9% Landfill Closure 1.2% Cost of Service - Technology Services 1.0% Other Transfers 8.4% 258 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES SOLID WASTE FUND EXPENDITURES BY CLASSIFICATION 2006-07 EXPENDITURE SUMMARY 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Personal Services $ 4,761,509 $ 5,483,356 $ 5,266,830 $ 5,230,455 Materials & Supplies 276,749 507,634 199,903 213,547 Maintenance & Repair 176,948 229,459 239,903 269,983 Insurance 200,247 217,602 217,602 241,400 Miscellaneous 24,600 35,446 95,675 46,360 Operations 3,046,107 3,754,716 3,222,853 4,045,207 Debt Service 2,284,775 2,625,446 2,625,446 2,785,324 Cost of Service - General Fund 632,239 567,937 567,937 616,416 Franchise Fee 505,857 609,715 592,806 608,459 Landfill Closure 551,377 150,000 165,000 195,000 Cost of Service - Technology Services 208,845 131,587 151,697 160,594 Other Transfers 1,380,834 1,272,709 1,272,709 1,320,721 TOTAL EXPENDITURES $ 14,050,087 $ 15,585,607 $ 14,618,361 $ 15,733,466 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 54.00 50.00 52.00 55.50 Office/Clerical 2.50 3.00 3.00 3.00 Technical/Paraprofessional 17.00 20.00 21.00 19.00 Professional 2.00 1.00 1.00 - Management/Supervision 7.00 8.00 8.00 9.00 Temporary/Seasonal - - - 0.50 TOTAL PERSONNEL(') 82.50 82.00 85.00 87.00 (')The FY2005-06 budgeted FTE amount represents the funded FTEs; total authorized FTEs equals 86.5. * Estimate as of May 2006 259 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents SOLID WASTE FUND ADMINISTRATION PROGRAM DESCRIPTION The Solid Waste Administration Division provides administrative, managerial, and clerical support to Residential Collections, Commercial Collections, Landfill, and Recycling Divisions. MAJOR DIVISION GOALS 1. Provide efficient and cost-effective solid waste services to the community that protects the public health and environment. 2. Promote a positive image of City services through the efficient and professional handling of solid waste services and customer requests. 3. Provide administrative/clerical support to all divisions of Solid Waste. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Handle all customer requests within 48 hours. 2. Process all correspondence within 48 hours of receipt. 3. Conduct all special projects and studies within established deadlines. 4. Expand continued public education efforts to inform the public of Solid Waste Services. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Agenda items prepared (Public Utilities Board/City Council) 80 86 112 124 2. Customer requests handled 1,080 1,068 1,560 1,620 3. Special projects/reports/studies 88 96 110 118 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Agenda items prepared per full- time equivalent (FTE) 16.0 17.2 22.4 24.8 2. Customer requests per FTE 216.0 213.6 312.0 324.0 3. Special projects/reports/studies prepared per FTE 17.6 19.2 22.0 23.6 260 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents 2004-05 RESOURCES ACTUAL Solid Waste Resources TOTAL RESOURCE EXPENDITURES Personal Operations Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer to Technology Services Fixed Assets TOTAL EXPENDITURES 2005-06 BUDGET SOLID WASTE FUND ADMINISTRATION 2005-06 2006-07 ESTIMATE * ADOPTED $ 676,511 $ 870,480 $ 821,515 $ 832,437 $ 676,511 $ 870,480 $ 821,515 $ 832,437 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 415,323 $ 428,641 $ 428,641 $ 436,580 32,678 51,980 36,130 42,380 38,134 48,606 73,600 68,625 15,330 8,657 8,657 5,358 15,766 7,551 8,500 12,875 79,293 270,793 198,987 218,196 79,987 54,252 67,000 48,423 $ 676,511 $ 870,480 $ 821,515 $ 832,437 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 2.00 2.00 2.00 2.00 Technical/Paraprofessional - - - - Professional 2.00 1.00 1.00 1.00 Management/Supervision 1.00 2.00 2.00 2.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 5.00 5.00 5.00 5.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 261 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents SOLID WASTE FUND RESIDENTIAL COLLECTION PROGRAM DESCRIPTION The Residential Collection Division provides for the collection of municipal solid waste from each residential unit in the City. This division also provides some small commercial account collections located on selected routes. MAJOR DIVISION GOALS 1. Protect the health and environment by providing refuse collection services to residential units in the City. 2. Provide public education on waste diversion, waste minimization, and recycling of solid waste by the residents of Denton. 3. Promote and implement containerization within the City. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Ensure customers receive at least once -per -week refuse collection to comply with state health requirements. 2. Ensure that all customer complaints are responded to within 24 hours. 3. Provide assistance to neighborhood clean-up activities. 4. Develop additional programs to promote waste minimization and recycling. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Customer base 22,402 22,845 23,648 24,534 2. Tons landfilled 23,070 23,810 23,499 24,898 3. Informational doorhangers 6,576 6,600 25,148 12,000 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Budgeted expense per residential customer $130 $147 $136 $127 2. Budgeted expense per full-time equivalent (FTE) $74,794 $100,394 $84,541 $95,625 3. Tons landfilled per FTE 592 711 618 766 262 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents 2004-05 RESOURCES ACTUAL Solid Waste Resources TOTAL RESOURCES EXPENDITURES Personal Operations Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer to Technology Services Fixed Assets TOTAL EXPENDITURES SOLID WASTE FUND RESIDENTIAL COLLECTION 2005-06 2005-06 2006-07 BUDGET ESTIMATE * ADOPTED $ 2,944,517 $ 3,363,197 $ 3,212,561 $ 3,107,801 $ 2,944,517 $ 3,363,197 $ 3,212,561 $ 3,107,801 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 1,925,192 $ 2,139,211 $ 2,049,335 $ 1,946,989 136,314 198,780 71,079 58,545 20,409 28,320 26,795 30,192 60,732 48,492 48,492 54,998 4,526 4,745 4,745 4,945 765,615 921,167 986,608 985,302 31,729 22,482 25,507 26,830 $ 2,944,517 $ 3,363,197 $ 3,212,561 $ 3,107,801 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 30.00 25.00 25.00 25.00 Office/Clerical - - - - Technical/Paraprofessional 5.00 7.00 7.00 6.00 Professional - - - - Management/Supervision 1.50 1.50 1.50 1.50 Temporary/Seasonal - - - - TOTAL PERSONNEL 36.50 33.50 33.50 32.50 MAJOR BUDGET CHANGES The 2006-07 budget reflects the reduction of 1 FTE. * Estimate as of May 2006 263 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents SOLID WASTE FUND COMMERCIAL COLLECTION PROGRAM DESCRIPTION The Commercial Collection Division provides for the removal of trash from all commercial and industrial customers in the City. Collection service is provided on a contract basis with service levels dictated by the needs of each individual customer. This division also provides appliance and bulky item collection on the first Thursday of each month on a call -in basis. MAJOR DIVISION GOALS 1. Protect public health by providing for the regular removal of trash and rubbish. 2. Encourage waste minimization, recycling of solid waste, and community cleanliness and appearance. 3. Enhance the appearance of the community through the proper maintenance of containers and the relocation of containers to less visible locations. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Ensure that all commercial and industrial customers receive service as per service agreement. 2. Ensure that all customer complaints are handled within 24 hours. 3. Improve efforts for container maintenance and container relocation. 4. Improve efforts in the area of vehicle preventive maintenance. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Customer base/containers 2,344 2,605 2,320 2,338 2. Tons collected 82,774 92,728 79,248 83,210 3. Roll -off empties N/A N/A 6,663 6,700 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Budgeted expense per full-time equivalent (FTE) $106,320 $105,721 $100,413 $108,046 2. Customers served per FTE 98 106 95 95 3. Tons collected per FTE 3,426 3,785 3,235 3,396 264 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents 2004-05 RESOURCES ACTUAL Solid Waste Resources TOTAL RESOURCES EXPENDITURES Personal Operations Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Admin. Transfer to General Fund Transfer to Capital Projects Transfer to Technology Services Fixed Assets TOTAL EXPENDITURES 2005-06 BUDGET SOLID WASTE FUND COMMERCIAL COLLECTION 2005-06 2006-07 ESTIMATE * ADOPTED $ 2,579,177 $ 2,590,172 $ 2,460,123 $ 2,647,137 $ 2,579,177 $ 2,590,172 $ 2,460,123 $ 2,647,137 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 1,347,603 $ 1,646,934 $ 1,546,969 $ 1,506,306 33,811 35,430 31,875 35,620 83,191 85,048 81,023 78,702 67,736 105,600 105,600 146,138 2,446 3,690 2,970 3,690 853,616 695,585 671,640 853,459 15,429 - - - 150,000 - - - 25,345 17,885 20,046 23,222 $ 2,579,177 $ 2,590,172 $ 2,460,123 $ 2,647,137 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 17.00 17.00 17.00 17.00 Office/Clerical 0.50 1.00 1.00 1.00 Technical/Paraprofessional 4.00 4.00 4.00 4.00 Professional - - - - Management/Supervision 2.50 2.50 2.50 2.50 Temporary/Seasonal - - - - TOTAL PERSONNEL 24.00 24.50 24.50 24.50 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 265 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents SOLID WASTE FUND LANDFILL PROGRAM DESCRIPTION The Solid Waste Landfill Division provides for the operation of the Denton Municipal Landfill. This division is responsible for the disposal of all solid waste received from City collection systems, contract customers, and cash customers. The operation of the landfill is regulated by the Texas Commission on Environmental Quality (TCEQ) under the guidelines of the Texas Solid Waste Management Act and related state regulations. This division also oversees the administration of rental property at the municipal landfill. MAJOR DIVISION GOALS 1. Comply with all federal, state, and local regulations related to facility operation. 2. Ensure that the environment is adequately protected through the proper disposal of solid waste. 3. Ensure that the City's landfill development and operating plan is followed on a timely basis. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Ensure that all windblown trash is adequately contained and/or collected on a timely basis. 2. Ensure that the intermediate cover and daily cover are adequate and vegetation is maintained on all finished side slopes and covers. 3. Ensure that the access road to the working face is properly maintained. 4. Ensure that adequate space is available for vehicles to unload, which reduces waiting and maximizes personal and vehicle safety. 5. Ensure that proper compaction of solid waste is achieved in order to maximize useable fill space. 6. Improve equipment preventive maintenance, operation, and care of equipment. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Tonnage waste disposed 122,477 110,000 107,000 117,000 2. Tonnage cover 31,060 20,000 20,000 28,000 3. Wells tested 44 44 44 44 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Tons disposed per month per full- time equivalent (FTE) 927 833 810 886 2. In -place density per yard 1,005 1,500 1,200 1,200 3. Airspace used 247,800 140,000 208,840 236,000 266 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents 2004-05 RESOURCES ACTUAL Solid Waste Resources TOTAL RESOURCES EXPENDITURES 2005-06 2005-06 BUDGET ESTIMATE SOLID WASTE FUND LANDFILL 2006-07 ADOPTED $ 1,583,535 $ 2,170,522 $ 1,635,184 $ 2,159,132 $ 1,583,535 $ 2,170,522 $ 1,635,184 $ 2,159,132 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 688,109 $ 741,920 $ 712,740 $ 707,056 Materials & Supplies 61,041 58,010 40,260 46,680 Maintenance & Repair 20,182 51,297 48,297 69,366 Insurance 31,649 24,888 24,888 11,239 Miscellaneous 1,286 1,500 1,500 1,500 Operations 739,439 1,152,554 665,885 1,172,138 Transfer to Capital Projects - 115,000 115,000 115,000 Transfer to Technology Services 41,829 25,353 26,614 36,153 Fixed Assets - - - - TOTAL EXPENDITURES $ 1,583,535 $ 2,170,522 $ 1,635,184 $ 2,159,132 PERSONNEL Full Time Equivalents (FTE) Service/Maintenance Office/Clerical Technical/Paraprofessional Professional Management/Supervision Temporary/Seasonal TOTAL PERSONNEL MAJOR BUDGET CHANGES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED 5.00 5.00 5.00 6.50 5.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 11.00 11.00 11.00 12.50 The 2006-07 budget reflects the addition of 1.5 FTEs. * Estimate as of May 2006 267 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents SOLID WASTE FUND RECYCLING PROGRAM DESCRIPTION The Recycling Division is responsible for the collection and transportation to market of recyclable materials, management of the curbside recycling contract, and promotion of recycling programs through public outreach and education. Activities of this division include continuation of the drop-off collection sites; recycling education including public relations, special events and advertising; the City's internal recycling program; commercial recycling; public and private school recycling; state TEKS compliant recycling education program; and a Household Hazardous Waste collection program. MAJOR DIVISION GOALS 1. Support the goals and principles in the Solid Waste Master Plan that emphasize environmentally and economically sustainable practices leading ultimately to less landfilled material. 2. Maximize awareness of and participation in all City of Denton recycling programs. 3. Engage in research and development of new programs that further reduce the amount of landfilled waste, reduce waste creation, and encourage re -use. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Increase public awareness and participation in single-family residential curbside recycling program. 2. Maintain successful Sustainable Schools Program with DISD schools and increase participation to include 90% of district schools. 3. Increase public awareness and participation in the Home Chemical Collection and reuse program. 4. Increase participation in commercial recycling programs. 5. Enhance City of Denton internal recycling program with greater accessibility and employee education. 6. Promote waste minimization activities through effective public communication programs. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Recyclables collected from drop- off facilities (tons) 1,021 1,000 1,030 1,050 2. Commercial recyclables collected (tons) 690 2,500 732 1,000 3. Recyclables collected from City of Denton internal program (tons) 48 50 64 52 4. Public relations and education projects 35 50 60 60 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Businesses/schools participating in commercial recycling 54 60 65 70 2. Curbside recycling tons collected 4,710 5,000 5,420 5,600 3. Curbside set -out rate 47% 50% 50% 52% 268 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents 2004-05 RESOURCES ACTUAL Solid Waste Resources TOTAL RESOURCES EXPENDITURES Personal Operations Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer to Capital Projects Transfer to Technology Services Fixed Assets TOTAL EXPENDITURES PERSONNEL Full Time Equivalents (FTE) Service/Maintenance Office/Clerical Technical/Paraprofessional Professional Management/Supervision Temporary/Seasonal TOTAL PERSONNEL MAJOR BUDGET CHANGES 2005-06 2005-06 BUDGET ESTIMATE SOLID WASTE FUND RECYCLING 2006-07 ADOPTED $ 1,136,052 $ 1,472,285 $ 1,31 1,936 $ 1,586,208 $ 1,136,052 $ 1,472,285 $ 1,31 1,936 $ 1,586,208 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 385,282 $ 526,650 $ 529,145 $ 633,524 12,905 163,434 20,559 30,322 5,032 16,188 10,188 23,098 24,800 29,965 29,965 23,667 576 10,960 10,960 16,350 538,241 570,995 556,1 1 1 680,189 139,261 142,478 142,478 153,092 29,955 11,615 12,530 25,966 $ 1,136,052 $ 1,472,285 $ 1,31 1,936 $ 1,586,208 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED 2.00 3.00 5.00 7.00 3.00 4.00 5.00 4.00 1.00 1.00 1.00 1.00 - - - 0.50 6.00 8.00 11.00 12.50 The 2005-06 budget estimate reflects the addition of 3 FTEs. The 2006-07 budget reflects the addition of 1.5 FTEs. * Estimate as of May 2006 269 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents SOLID WASTE FUND MISCELLANEOUS 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Solid Waste Resources $ 5,130,295 $ 5,1 18,951 $ 5,177,042 $ 5,400,751 TOTAL RESOURCES $ 5,130,295 $ 5,1 18,951 $ 5,177,042 $ 5,400,751 EXPENDITURES Personal Services Debt Service Administrative Transfer to General Fund Franchise Fee Landfill Closure Transfer to Utilities Admin. Transfer to Customer Service Transfer to Safety & Training Transfer to Materials Management Transfer to Risk Management Maintenance & Repair Operations Miscellaneous TOTAL EXPEDITURES * Estimate as of May 2006 (')These divisions are found in the Water Fund. 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED 2,284,775 2,625,446 616,810 567,937 505,857 609,715 551,377 150,000 192,477 211,696 766,431 686,867 69,883 83,530 - 33,138 55,782 - 10,000 - 69, 903 143,622 7,000 7,000 2,625,446 2,785,324 567,937 616,416 592,806 608,459 165,000 195,000 211,696 195,996 686,867 670,563 83,530 86,012 33,138 38,494 - 61,564 143,622 135,923 67,000 7,000 $ 5,130,295 $ 5,1 18,951 $ 5,177,042 $ 5,400,751 270 "Dedicated to QuaiityService" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES SOLID WASTE FUND PRINCIPAL & INTEREST REQUIREMENTS AS OF OCTOBER 1, 2006 YEAR PRINCIPAL INTEREST TOTAL 2006-07 $ 1,932,417 $ 647,961 $ 2,580,378 2007-08 1,604,277 565,578 2,169,855 2008-09 1,456,431 508,532 1,964,963 2009-10 1,419,1 15 451,952 1,871,067 2010-11 1,137,370 398,230 1,535,600 201 1-12 1,185,695 347,326 1,533,021 2012-13 1,213,195 294,329 1,507,524 2013-14 724,755 251,281 976,036 2014-15 661,785 219,418 881,203 2015-16 522,060 191,125 713,185 2016-17 435,000 168,259 603,259 2017-18 460,000 146,646 606,646 2018-19 480,000 123,755 603,755 2019-20 495,000 99,851 594,851 2020-21 515,000 74,963 589,963 2021-22 470,000 50,654 520,654 2022-23 245,000 33,401 278,401 2023-24 255,000 21,793 276,793 2024-25 200,000 11,293 211,293 2025-26 145,000 3,371 148,371 $ 15, 557,100 $ 4,609,718 $ 20,166, 818 271 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES SOLID WASTE FUND PRINCIPAL & INTEREST REQUIREMENTS BY ISSUE 2006-07 Issue Issue Date Final Maturity Interest Rate 1999A General Obligation Refunding 04-01-99 02-15-2016 3.20 to 5.00 2001 Certificates of Obligation 05-02-00 02-15-2020 5.25 to 6.125 2002 Certificates of Obligation 03-21-02 02-15-2022 4.50 to 5.25 2003 General Obligation 03-14-03 02-15-2014 3.00 to 4.00 2003 Certificates of Obligation 03-14-03 02-15-2013 2.10 to 5.07 2004 General Obligation 12-10-04 02-15-2020 2.50 to 5.00 2004 Certificates of Obligation 05-04-04 02-15-2024 2.00 to 5.00 2005 Certificates of Obligation 05-15-05 02-15-2025 3.00 to 4.37 2006 Certificates of Obligation 07-15-06 02-15-2006 4.00 to 4.75 Note: Solid Waste Fund bond issue is part of General Debt Service Fund. 272 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES SOLID WASTE FUND PRINCIPAL & INTEREST REQUIREMENTS BY ISSUE 2006-07 Original Amount Prinicipal & Interest Requirements for 2006-07 Amount of Outstanding Issue 10/1 /2006 Principal Interest Total 1,481,220 1,1 19,355 $ 127,655 $ 48,832 $ 176,487 3,845,000 1,015,000 70,000 48,013 118,013 4,545,000 3,050,000 450,000 138,793 588,793 857,000 547,745 74,762 17,905 92,667 1,755,000 980,000 285,000 27,455 312,455 2,040,000 1,915,000 280,000 63,350 343,350 1,195,000 1,010,000 105,000 40,895 145,895 1,570,000 1,415,000 175,000 50,450 225,450 4,505,000 4,505,000 365,000 212,268 577,268 TOTAL $ 1,932,417 $ 647,961 $ 2,580,378 SOLID WASTE LANDFILL as of Sept. 30, 2006 Reserve for Landfill Closure & Post -Closure Care TOTAL $ 3,411,627 273 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 274 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES TECHNOLOGY SERVICES FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Communication Services Transfer $ 623,763 $ 601,736 $ 601,736 $ 688,877 Cost of Service - General Fund 4,005,050 3,883,698 3,883,698 3,147,728 Cost of Service - Electric Fund 307,852 277,450 277,450 268,595 Cost of Service - Water Fund 683,494 778,840 778,840 719,684 Cost of Service - Wastewater Fund 208,202 180,248 180,248 150,220 Cost of Service - Solid Waste Fund 211,712 164,163 164,163 134,087 Cost of Service - Fleet Management Fund 123,794 79,089 79,089 35,572 Cost of Service - Materials Management 78,005 97,014 97,014 65,525 Cost of Service - Recreation Fund 83,224 20,525 6,738 - Cost of Service - Aquatics Fund - 58,030 51,837 39,375 Cost of Service - Risk Retention - - - 15,752 Transfer from Municipal Court Tech Fund 109,948 100,000 100,000 100,000 Other Revenue 52,609 - 1,522 4,737 Printing Services - - - 289,766 Revenue from Copier Service 167,342 32,318 170,000 175,000 Interest Income 2,408 - - - TOTAL REVENUES $ 6,657,402 $ 6,273,111 $ 6,392,335 $ 5,834,918 Use of Reserves - 46,664 - 24,665 TOTAL RESOURCES $ 6,657,402 $ 6,319,775 $ 6,392,335 $ 5,859,583 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Administration $ 906,390 $ 1,423,569 $ 1,421,847 $ 1,048,290 Telecommunications 935,251 997,409 997,409 1,098,908 Applications Development 990,835 1,210,642 1,210,642 1,271,822 User Support 1,328,875 1,370,916 1,370,916 1,278,491 Public Safety/Projects 677,587 722,991 722,991 697,306 Reprographics 847,796 594,248 594,248 464,766 TOTAL EXPENDITURES $ 5,686,734 $ 6,319,775 $ 6,318,053 $ 5,859,583 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Administration 5.00 5.00 5.00 5.00 Telecommunications 4.00 4.00 4.00 4.00 Applications Development 6.00 6.00 6.00 6.00 User Support 6.00 6.00 6.00 6.00 Public Safety/Projects - - - - Reprographics 8.75 5.00 5.00 3.50 TOTAL PERSONNEL 29.75 26.00 26.00 24.50 * Estimate as of May 2006 275 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TECHNOLOGY SERVICES FUND RESOURCES & EXPENDITURES Cc Cost of Service - General Fund 53.7% Maintenance & Repairs 24.1 % Mate Sup 4.7% RESOURCES $5,859,583 Cost of Service - Cost of Service - Aquatics Fund EXPENDITURES $5,859,583 Operations Insurance 26.2% Transfer from Municinnl Court j ier Revenue 0.1% ring Services 4.9% Revenue from Copier Service 3.0% Use of Reserves 0.4% Services Transfer 11.8% Irs Payment 4.2% Fixed Assets 0.1% ,rvices 34.6% 276 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES TECHNOLOGY SERVICES FUND EXPENDITURES BY CLASSIFICATION 2006-07 2004-05 2005-06 2005-06 2006-07 EXPENDITURE SUMMARY ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services Materials & Supplies Maintenance & Repairs Insurance Miscellaneous Operations Debt Payment Transfers Fixed Assets TOTAL EXPENDITURES $ 2,097,347 $ 2,048,951 426,458 281,576 1,053,670 1,346,455 28,790 34,610 1,792,908 1,648,651 173,742 698,309 113,819 251,223 - 10,000 $ 1,976,958 $ 2,028,127 282,076 274,184 1,372,264 1,41 1,021 8,801 19,161 301,169 - 2,154,741 1,533,166 176,588 248,709 35,456 342,515 10,000 2,700 $ 5,686,734 $ 6,319,775 $ 6,318,053 $ 5,859,583 PERSONNEL Full Time Equivalents (FTE) 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Service/Maintenance - - - - Office/Clerical 2.00 2.00 2.00 1.00 Technical/Paraprofessional 12.75 8.00 8.00 8.00 Professional 8.00 8.00 8.00 7.00 Management/Supervision 7.00 8.00 8.00 8.00 Temporary/Seasonal - - - 0.50 TOTAL PERSONNEL 29.75 26.00 26.00 24.50 * Estimate as of May 2006 277 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TECHNOLOGY SERVICES FUND ADMINISTRATION PROGRAM DESCRIPTION The Technology Services Department contributes to an efficient and productive City government by using modern information technologies to improve both worker productivity and citizen access to government information and services. MAJOR DIVISION GOALS 1. Ease access to information. 2. Close integration with department visions. 3. Provide technology leadership to the Denton community. 4. Develop our people and our core teams. 5. Provide a secure, reliable, and cost effective infrastructure. 6. Guarantee effective, responsive, and knowledgeable communications. 7. Ensure citywide integration of information and compatibility of processes. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Provide effective support to divisional personnel in order to enhance the delivery of service to our customers. 2. Support division objectives for operational divisions of Technology Services. 3. Continue implementation of Long Range Technology Plan II. 4. Revise Strategic Plan - 5 Year Plan annually. 5. Update Business Continuity Plan - Tabletop Exercises annually. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Divisions served 81 80 80 85 2. Call Center calls received 3,200 3,500 3,500 4,200 3. Billable hours/unbilled hours 50,112/1,506 50,112/400 43,500/400 43,848/320 4. Service requests (8AM - 5PM) 4,810 3,800 3,800 5,600 5. Online transactions processed $11,300,000 $12,500,000 $18,500,000 $20,000,000 6. Total new implementations 18 11 11 18 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. GroupWise Cluster up time 2. Novell server up -time 3. Network up time/Links/Hours/ Availability 4. Internet up time - UNT/Hours/ Availability 5. Internet up time - Charter/Hours/ Availability 8,746 8,744 8,744 8,744 8,680 8,672 8,672 8,672 46/8,735/99.9% 52/8,736/99.9% 52/8,736/99.9% 52/8,736/99.9% 8,661 /99.1 % 8,686/99.4% 8,586/98.3% 8,636/98.8% 8,686/99.4% 8,686/99.4% 8,636/98.8% 8,636/98.8% 278 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Transfer from General Fund Transfer from Electric Fund Transfer from Water Fund Transfer from Wastewater Fund Transfer from Solid Waste Fund Cost of Service - Risk Retention Transfer from Materials Management Fund Transfer from Reprographics Transfer from Aquatics Fund Transfer from Risk Retention Transfer from PEG Grant Transfer from Municipal Court Tech Fund TOTAL REVENUES TECHNOLOGY SERVICES FUND ADMINISTRATION 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE $ 978,612 $ 940,729 $ 940,729 $ 73,003 63,440 63,440 142,497 149,045 149,045 52,525 58,545 58,545 58,850 41,532 41,532 17,936 11,714 11,714 17,036 19,281 19,281 8,653 10,012 10,012 44,218 27,445 27,445 - 104 104 109,948 100,000 100,000 2006-07 ADOPTED 956,763 74,076 200,113 56,666 46,064 7,858 23,234 9,044 17,840 15,752 2,082 100,000 $ 1,503,278 $ 1,421,847 $ 1,421,847 $ 1,509,492 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 445,215 $ 506,732 $ 511,389 $ 529,075 Materials & Supplies 23,278 23,025 23,025 23,225 Maintenance & Repairs - - 25,809 - Insurance 4,951 25,809 - 3,627 Miscellaneous - - 301,169 - Operations 357,891 1 1 1,148 541,088 89,968 Debt Service 57,368 541,088 19,367 93,320 Transfers 17,687 215,767 - 309,075 Fixed Assets - - - - TOTAL EXPENDITURES $ 906,390 $ 1,423,569 $ 1,421,847 $ 1,048,290 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional - - - - Professional - - - - Management/Supervision 4.00 4.00 4.00 4.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 5.00 5.00 5.00 5.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 279 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TECHNOLOGY SERVICES FUND TELECOMMUNICATIONS PROGRAM DESCRIPTION Telecommunications provides access to Internet, intranet, and IP telephony services, supporting applications that access financial, tax, building inspections, library, and court information through City linked computer networks. The backbone for this Wide Area Network consists of fiber, copper, and wireless links supporting approximately forty-eight buildings using phone or data services today. Support services include services for network connectivity for phone and data networks, renovation of buildings for connection to city's infrastructure, telephone, voice mail, pager, and cell phone services to departments. MAJOR DIVISION GOALS 1. Maintain reliability and integrity of phones, pagers, cell phones, and voice mail systems. 2. Review telecommunication technologies and smoothly integrate them into existing infrastructure. 3. Maintain the network's communications infrastructure to ensure readily available connectivity. 4. Provide network connections where and when they are needed. 5. Provide leadership during renovation of buildings ensuring connectivity to the City's infrastructure. 6. Reduce costs and streamline phone operations. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Replace older technology with newer and faster technology with the aim of improving connectivity and throughput. 2. Provide shorter, faster, and more efficient data connectivity across the enterprise Network. 3. Implement wiring projects providing improved connectivity to phone and data networks. 4. Project management for network and phone connectivity for renovations of Electric Administration Building, City Hall West, Owsley Police Building, Fire Station 7 and South Branch Library. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Billed hours (4 FTE @ 2,088 hrs) 8,352 8,352 8,352 8,352 2. Unbilled hours (2 FTE) 320 320 320 320 3. Service requests (8AM - 5PM) 1,950 2,000 2,000 2,000 4. Service requests nights & weekends 20 20 25 30 5. Service hours worked nights & weekends 70 70 95 100 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Network switches supported 150 165 232 250 2. Number of network ports 4,608 4,968 6,576 7,008 3. Number of pagers 668 668 577 600 4. Number of cell phones 403 403 365 385 5. Number of wiring closet renovations 12 10 11 13 6. Number of Nortel phones 1,068 1,008 1,013 1,020 7. Number of desktop IP phones 363 406 532 545 8. Automated phone menu groups 44 44 44 46 280 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TECHNOLOGY SERVICES FUND TELECOMMUNICATIONS 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Communication Services Transfer $ 623,763 $ 601,736 $ 601,736 $ 688,877 Transfer from General Fund 251,628 245,492 245,492 293,349 Transfer from Electric Fund 24,422 32,602 32,602 28,405 Transfer from Water Fund 61,741 55,500 55,500 53,523 Transfer from Wastewater Fund 11,231 16,937 16,937 11,396 Transfer from Solid Waste Fund 28,014 10,781 10,781 9,618 Cost of Service - Risk Retention 3,125 3,600 3,600 2,842 Transfer from Reprographics 5,569 2,776 2,776 2,410 Transfer from Aquatics Fund 12,858 2,039 2,039 2,645 Transfer from Materials Management Fund 5,330 25,824 25,824 5,286 Transfer from PEG Grant - 201 201 557 TOTAL RESOURCES $ 1,027,681 $ 997,488 $ 997,488 $ 1,098,908 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 282,626 $ 296,072 $ 296,072 $ 309,068 Materials & Supplies 55,796 30,000 30,000 12,000 Maintenance & Repairs 205,180 220,652 220,652 243,480 Insurance 3,818 - - 3,193 Miscellaneous - - - - Operations 369,457 381,464 381,464 471,078 Debt Payment 18,374 59,221 59,221 57,389 Transfers - - - - Fixed Assets - 10,000 10,000 2,700 TOTAL EXPENDITURES $ 935,251 $ 997,409 $ 997,409 $ 1,098,908 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 3.00 3.00 3.00 3.00 Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 4.00 4.00 4.00 4.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 281 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TECHNOLOGY SERVICES FUND APPLICATIONS DEVELOPMENT PROGRAM DESCRIPTION The Applications Development division is an internal service provider specializing in delivering computer applications and data management services to City departments. Specific services include second- and third -tier user support, process consulting, department -specific software implementation and support, applications delivery and security, technology project management, execution of hardware and software maintenance and support contracts, custom application development and support, database design and creation, system interface development, data conversions, and database and server management. MAJOR DIVISION GOALS 1. Provide effective solutions to streamline City processes through technology. 2. Improve the access to and use of information resources throughout the organization. 3. Ensure reliability and availability of critical information resources. 4. Manage application and database backup and disaster recovery plans for City applications. 5. Oversee tape backup operations, offsite vault storage, and transport. 6. Provide project management for technology implementations. 7. Develop our people and team efficiencies. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implement new systems (Ora cle-JDEdwards- Peoplesoft 8.11, Offsite Data Replication). 2. Improve system performance and availability. 3. Continue development of enterprise data management solutions. 4. Complete projects in keeping with the agreed upon timelines and budgetary constraints. 5. Increase development of staff by cross training on system applications. 6. Maintain and upgrade existing applications as necessary. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. New implementations performed 16 10 10 8 2. Existing system upgrades performed 15 12 23 20 3. Applications supported 73 83 90 98 4. Servers managed 59 65 63 70 5. After hours support 564 312 400 312 6. Billable hours/unbilled hours 12,480/936 12,480/0 12,480/260 12,480/0 7. Online transactions processed $11,300,000 $12,500,000 $18,500,000 $20,000,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Online storage capacity/utilization 2.8TB/93% 3.8TB/68% 4.8TB/53% 5.OTB/50% 2. Near -line storage capacity/utilization 3.5TB/25% 3.5TB/30% 2TB/50% 2TB/60% 3. Information repositories 92 105 133 150 4. Citrix user sessions per day 400 425 375 400 5. System recovery operations 4 3 4 4 6. Recoverable storage (backup capacity) 3.OTB 3.OTB 6.OTB 8.OTB 282 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Transfer from General Fund Transfer from Electric Fund Transfer from Water Fund Transfer from Wastewater Fund Transfer from Solid Waste Fund Cost of Service - Risk Retention Transfer from Reprographics Transfer from Aquatics Fund Transfer from Materials Management Fund Transfer from PEG Grant TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfer Fixed Assets TOTAL EXPENDITURES 2004-05 ACTUAL $ 630,130 $ 76,436 198,587 39,431 33,130 79,385 11,039 6,237 18,271 TECHNOLOGY SERVICES FUND APPLICATIONS DEVELOPMENT 2005-06 2005-06 2006-07 BUDGET ESTIMATE * ADOPTED 697,862 $ 697,862 $ 778,064 59,925 59,925 67,245 293,715 293,715 300,079 44,451 44,451 40,550 43,395 43,395 42,398 46,293 46,293 11,924 5,329 5,329 8,657 8,467 8,467 9,257 17,614 17,614 13,086 233 233 562 $ 1,092,646 $ 1,217,284 $ 1,217,284 $ 1,271,822 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 393,193 $ 474,845 $ 398,195 $ 488,479 413,900 596,350 596,350 654,437 5,321 - - 4,344 82,289 139,447 216,097 124,562 96,132 - - - $ 990,835 $ 1,210,642 $ 1,210,642 $ 1,271,822 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional - - - - Professional 6.00 5.00 5.00 5.00 Management/Supervision - 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 6.00 6.00 6.00 6.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 283 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TECHNOLOGY SERVICES FUND USER SUPPORT PROGRAM DESCRIPTION The User Support Division is an internal service provider specializing in delivering technical services to City departments. It is the front line interface of the Technology Services Department. Specific services include hardware installation, configuration, upgrade and repair. Additionally, via the call center, one-on-one application assistance is offered and supplemented with formal class training of new products. The User Support staff is also trained to assist the user in the selection of new equipment and off the shelf application software to meet specific needs and is part of the team that evaluates and approves new equipment. MAJOR DIVISION GOALS 1. Provide effective Call Center and Help Desk support to all City departments. 2. Provide a timely response and rapid restoration of service to all City departments. 3. Provide access to formal class training as needed. 4. Provide assistance in the selection of hardware and software applications and in the purchase from the appropriate source compatible with the City's network. 5. Maintain the Novell network's file servers to ensure minimum down time. 6. Maintain data backup systems for Novell data integrity. 7. Maintain GroupWise Email System. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. To provide Call Center / Help Desk services to City departments. 2. Develop Call Center staff's competency level on all system applications. 3. Continue the Novell server consolidation and upgrades. 4. Proactive notification of service interruptions. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Hours of normal operation week 50 50 50 50 2. Call Center calls received 4,042 3,500 4,230 4,200 3. User support calls serviced 3,408 1,800 3,600 3,600 4. Response time of less than 4 hours to Call Center calls 91 % 92% 92% 92% 5. After hours support 167 170 170 170 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Requests processed in established timeframe 91 % 95% 93% 95% 2. Novell server up -time 8,680 8,672 8,672 8,672 3. GroupWise cluster up -time 8,746 8,744 8,744 8,744 4. User support calls serviced remotely vs. onsite 60%/40% 60%/40% 60%/40% 60%/40% 5. Devices per support person 237 240 250 255 284 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Transfer from General Fund Transfer from Electric Fund Transfer from Water Fund Transfer from Wastewater Fund Transfer from Solid Waste Fund Cost of Service - Risk Retention Transfer from Reprographics Transfer from Aquatics Fund Transfer from Materials Management Fund Transfer from PEG Grant TOTAL REVENUES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Transfers Fixed Assets TOTAL EXPENDITURES 2004-05 ACTUAL $ 929,739 $ 102,930 135,899 43,524 41,375 20,678 21,712 9,523 29,470 TECHNOLOGY SERVICES FUND USER SUPPORT 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED 946,435 $ 946,435 $ 876,900 106,064 106,064 98,869 165,820 165,820 165,969 44,143 44,143 41,608 35,879 35,879 36,007 14,081 14,081 12,948 17,021 17,021 11,102 10,475 10,475 9,633 30,989 30,989 23,919 984 984 1,536 $ 1,334,850 $ 1,371,891 $ 1,371,891 $ 1,278,491 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 431,808 $ 443,492 $ 443,492 $ 462,884 61,837 36,630 36,630 73,000 203,904 263,912 263,912 294,636 6,637 - - 5,008 624,689 626,882 626,882 442,963 $ 1,328,875 $ 1,370,916 $ 1,370,916 $ 1,278,491 PERSONNEL Full Time Equivalents (FTE) 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional 4.00 4.00 4.00 4.00 Professional 1.00 1.00 1.00 1.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 6.00 6.00 6.00 6.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 285 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TECHNOLOGY SERVICES FUND PUBLIC SAFETY/PROJECTS PROGRAM DESCRIPTION This program is responsible for providing technology support services to both the Denton Police and Fire Departments. This program provides for and maintains all software maintenance contracts, mobile computer data network service contracts, and computer hardware maintenance contracts supporting the public safety departments. MAJOR DIVISION GOALS 1. Provide adequate support contracts for all computer hardware. 2. Maintain current levels of software support, maintenance, and upgrades. 3. Assure the Mobile Computing Network connectivity contracts are adequate to our needs. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Maintain the present level of service for both Police and Fire Departments. 2. Implement new systems - UPS, wiring for Dispatch, Fire MDC, TraCS on handhelds for Police motorcycles, VisionAir GeoLynx, VisionAir MobiLynx, VisionAir Field Based Reporting, NT Utilities for servers, NetMotion Policy Management. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Number of police cars supported 68 68 68 68 2. Number of fire apparatus supported 25 25 25 25 3. GPRS devices supported 93 93 93 93 4. New implementations performed 4 4 3 10 5. Computers supported 250 250 250 250 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Software maintenance contracts 12 12 10 10 2. Server maintenance on public safety servers 1 1 1 1 1 1 11 3. Hardware maintenance for mobile computers 68 68 68 68 286 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TECHNOLOGY SERVICES FUND PUBLIC SAFETY/PROJECTS 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Transfer from General Fund $ 678,408 $ 722,991 $ 722,991 $ 697,306 TOTAL RESOURCES $ 678,408 $ 722,991 $ 722,991 $ 697,306 EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Debt Service Transfers Fixed Assets TOTAL EXPENDITURES 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED 41,030 - 500 - 214,896 250,491 250,491 206,968 323,661 374,500 374,000 392,338 98,000 98,000 98,000 98,000 $ 677,587 $ 722,991 $ 722,991 $ 697,306 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance Office/Clerical Technical/Paraprofessional Professional Management/Supervision Temporary/Seasonal TOTAL PERSONNEL MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 287 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents TECHNOLOGY SERVICES FUND REPROGRAPHICS PROGRAM DESCRIPTION The Reprographics Division is a centralized print shop that provides digital printing, copying, imaging, wide -format printing, finishing, and copier fleet management services for City departments. The centralization of staff and resources provides a means to balance peak needs throughout the organization at minimal cost, with a fast turnaround and a high level of confidentiality. MAJOR DIVISION GOALS 1. Provide quality, cost-effective, and timely publishing services to City departments. 2. Provide quality, cost-effective finishing options to City departments. 3. Provide effective copier fleet management services. 4. Establish print and copy procurement policies and procedures. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Provide 45 hours of operation per week to the City of Denton. 2. Increase customer base through various marketing efforts. 3. Implement and integrate new equipment processes. 4. Evaluate copier fleet management plan, and copy and print policies. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Divisions directly served 69 80 75 75 2. Work requests completed 50,095 3,900 3,000 3,000 PRODUCTIVITY MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Requests completed within time required 96% 98% 96% 98% 2. Total impressions 2,251,407 2,000,000 3,214,000 3,200,000 3. Utility statements processed 651,373 N/A 583,224 600,000 4. Production sales N/A N/A $258,672 $300,000 288 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RESOURCES Transfer from General Fund Transfer from Electric Fund Transfer from Water Fund Transfer from Wastewater Fund Transfer from Solid Waste Fund Cost of Service - Risk Retention Transfer from Tech Services Transfer from Materials Management Fund Transfer from Recreation Fund Transfer from Aquatics Fund Printing Services Revenue from Copier Service TOTAL REVENUES Use of Reserves TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repairs Insurance Miscellaneous Operations Transfer to Tech Services Transfer to Materials Management Fixed Assets TOTAL EXPENDITURES 2004-05 ACTUAL $ 490,583 $ 15,471 105,877 16,077 29,873 843 11,426 5,553 14,618 167,342 TECHNOLOGY SERVICES FUND REPROGRAPHICS 2005-06 2005-06 2006-07 BUDGET ESTIMATE * ADOPTED 330,189 $ 330,189 $ - 15,419 15,419 - 114,760 114,760 - 16,172 16,172 - 32,576 32,576 - 3,401 3,401 - 16,993 16,993 - 3,306 3,306 - 20,525 6,738 - 9,604 3,411 - - - 289,766 32,318 170,000 175,000 $ 857,663 $ 595,263 $ 712,965 $ 464,766 $ 857,663 $ 595,263 $ 712,965 $ 464,766 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 544,505 $ 327,810 $ 327,810 $ 238,621 244,517 191,921 191,921 165,959 15,790 15,050 15,050 11,500 8,063 8,801 8,801 2,989 34,921 15,210 15,210 12,257 - 35,456 35,456 21,367 - - - 12,073 $ 847,796 $ 594,248 $ 594,248 $ 464,766 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 1.00 1.00 1.00 - Technical/Paraprofessional 5.75 1.00 1.00 1.00 Professional 1.00 2.00 2.00 1.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - 0.50 TOTAL PERSONNEL 8.75 5.00 5.00 3.50 MAJOR BUDGET CHANGES The 2006-07 budget reflects the transfer of 2 FTEs to General Fund and an increase of .5 FTE. * Estimate as of May 2006 289 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 290 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES MATERIALS MANAGEMENT FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Sale of Scrap $ 4,785 $ 14,630 $ 8,000 $ 10,000 Rental Property 12,989 2,760 2,760 2,760 Outside Sales 835 6,000 - - Postage Sales 81,195 103,140 105,200 107,400 Warehouse Sales 4,703,393 5,660,300 4,930,000 5,453,964 Cost of Service - General Fund 447,000 498,228 498,228 289,229 Cost of Service - Electric Fund - 102,876 102,876 92,018 Cost of Service - Water Fund - 51,696 51,696 60,395 Cost of Service - Wastewater Fund - 51,696 51,696 27,923 Cost of Service - Solid Waste Fund - 33,138 33,138 38,494 Cost of Service - Other Funds - 44,366 44,366 125,352 Auction Proceeds 360,794 - 28,000 10,873 TOTAL REVENUES $ 5,610,991 $ 6,568,830 $ 5,855,960 $ 6,218,408 Use of Reserves - - - - TOTAL RESOURCES $ 5,610,991 $ 6,568,830 $ 5,855,960 $ 6,218,408 EXPENDITURES Warehouse Purchasing TOTAL EXPENDITURES 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 4,936,009 $ 5,576,830 $ 4,930,895 $ 5,574,124 444,648 653,449 636,840 644,284 $ 5,380,657 $ 6,230,279 $ 5,567,735 $ 6,218,408 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 5.00 4.50 4.50 4.50 Office/Clerical 2.00 1.00 1.00 1.00 Technical/Paraprofessional 3.00 3.00 3.00 3.00 Professional 2.00 2.00 2.00 2.00 Management/Supervision 2.00 2.00 2.00 2.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 14.00 12.50 12.50 12.50 * Estimate as of May 2006 291 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents Warehouse Sales 87.7% MATERIALS MANAGEMENT RESOURCES & EXPENDITURES Inventory 80.49 Mat Su RESOURCES $6,218,408 Cost of Service - Cost of Service - r _�, .--j Utility Funds EXPENDITURES $6,218,408 :ost of Service - OtherFunds 2.0% Auction Proceeds 0.2% Dle of Scrap 0.2% Sales 1.7% Maintenance & Repair )erations 1.2% Insurance 0.2% bt Service 0.8% 292 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES EXPENDITURES SUMMARY Personal Services Materials & Supplies Inventory Maintenance & Repair Insurance Miscellaneous Operations Debt Service Transfers Fixed Assets TOTAL EXPENDITURES MATERIALS MANAGEMENT FUND EXPENDITURES BY CLASSIFICATION 2006-07 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED $ 807,009 $ 785,680 $ 767,556 $ 819,127 148,334 177,450 26,425 175,760 4,229,211 5,000,000 4,521,700 5,000,000 11,007 17,770 17,770 19,843 17,309 17,691 17,691 9,895 922 1,020 1,020 1,025 62,646 78,949 63,854 75,626 25,622 48,679 48,679 48,679 78,597 103,040 103,040 68,453 $ 5,380,657 $ 6,230,279 $ 5,567,735 $ 6,218,408 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 5.00 4.50 4.50 4.50 Office/Clerical 2.00 1.00 1.00 1.00 Technical/Paraprofessional 3.00 3.00 3.00 3.00 Professional 2.00 2.00 2.00 2.00 Management/Supervision 2.00 2.00 2.00 2.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 14.00 12.50 12.50 12.50 * Estimate as of May 2006 293 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents MATERIALS MANAGEMENT FUND PURCHASING & WAREHOUSE PROGRAM DESCRIPTION The Materials Management Division is composed of two sections: 1) Purchasing, which manages the acquisition of supplies and services; and 2) the Warehouse, which is responsible for storage and distribution of applicable materials and supplies. Our mission is to provide goods and services to the maximum value obtainable, to efficiently and accurately perform warehousing and inventory control, to direct resource -recovery efforts to the best of our ability, and to offer contract administration services. MAJOR DIVISION GOALS 1. Develop and maintain a level of performance considered excellent by those we serve as customers while maintaining a high degree of efficiency and economy. 2. Provide the City of Denton user departments with needed materials and services in a timely manner. 3. Develop and maintain a positive, productive, value-added working relationship with all user departments. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue implementation of PeopleSoft Financial software. 2. Train City personnel in procurement procedures, applicable laws, and PeopleSoft software. 3. Continue to improve Warehouse security, accuracy, and service. 4. Expand e-commerce Internet auction of surplus equipment. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Formal bids prepared 166 100 100 110 2. Purchase orders issued 11,103 6,300 6,300 6,300 3. Impound & surplus auctions/dollar value 7/$210,459 1 1 /$345,000 1 1 /$345,000 15/$200,000 4. Stock requisitions filled per employee 1,726 1,600 1,600 1,800 5. Central receiving transfers 1,076 800 800 1,100 6. Procurement card transactions 14,308 16,000 16,000 18,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. National Purchasing Institute Award for Excellence in Procurement (AEP) YES YES YES YES 2. Purchase orders processed in 3 days 85% 80% 85% 85% 3. Formal bids processed in 60 days 70% 80% 70% 70% 4. Warehouse requested materials in stock 84% 90% 92% 90% 5. Departments served by courier 26 26 26 26 294 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents MATERIALS MANAGEMENT FUND PURCHASING 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Cost of Service - General Fund $ 447,000 $ 498,228 $ 498,228 $ 289,229 Cost of Service - Electric Fund - 102,876 102,876 92,018 Cost of Service - Water Fund - 51,696 51,696 60,395 Cost of Service - Wastewater Fund - 51,696 51,696 27,923 Cost of Service - Solid Waste Fund - 33,138 33,138 38,494 Cost of Service - Other Funds - 44,366 44,366 125,352 Auction Proceeds 360,794 - 28,000 10,873 TOTAL REVENUES $ 807,794 $ 782,000 $ 810,000 $ 644,284 Use of Reserves - - - - TOTAL RESOURCES $ 807,794 $ 782,000 $ 810,000 $ 644,284 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 346,077 $ 523,499 $ 514,437 $ 546,013 Materials & Supplies 13,154 19,950 19,950 19,600 Maintenance & Repair 786 1,570 1,570 1,500 Insurance 6,924 7,312 7,312 4,894 Miscellaneous 300 400 400 400 Operations 18,822 25,992 18,445 26,088 Transfers 58,585 74,726 74,726 45,789 Fixed Assets - - - - TOTAL EXPENDITURES $ 444,648 $ 653,449 $ 636,840 $ 644,284 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical 2.00 1.00 1.00 1.00 Technical/Paraprofessional 3.00 3.00 3.00 3.00 Professional 2.00 2.00 2.00 2.00 Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 8.00 7.00 7.00 7.00 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 295 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents MATERIALS MANAGEMENT FUND WAREHOUSE 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Sale of Scrap $ 4,785 $ 14,630 $ 8,000 $ 10,000 Rental Property 12,989 2,760 2,760 2,760 Outside Sales 835 6,000 - - Postage Sales 81,195 103,140 105,200 107,400 Warehouse Sales 4,703,393 5,660,300 4,930,000 5,453,964 TOTAL REVENUES $ 4,803,197 $ 5,786,830 $ 5,045,960 $ 5,574,124 Use of Reserves - - - - TOTAL RESOURCES $ 4,803,197 $ 5,786,830 $ 5,045,960 $ 5,574,124 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 460,932 $ 262,181 $ 253,119 $ 273,114 Materials & Supplies 135,180 157,500 6,475 156,160 Inventory 4,229,211 5,000,000 4,521,700 5,000,000 Maintenance & Repair 10,221 16,200 16,200 18,343 Insurance 10,385 10,379 10,379 5,001 Miscellaneous 622 620 620 625 Operations 43,824 52,957 45,409 49,538 Debt Service 25,622 48,679 48,679 48,679 Transfers 20,012 28,314 28,314 22,664 Fixed Assets - - - - TOTAL EXPENDITURES $ 4,936,009 $ 5,576,830 $ 4,930,895 $ 5,574,124 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 5.00 4.50 4.50 4.50 Office/Clerical - - - - Technical/Paraprofessional - - - - Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 6.00 5.50 5.50 5.50 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 296 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES FLEET MANAGEMENT FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Fuel Sales - City $ 1,414,954 $ 1,666,800 $ 2,106,840 $ 3,543,463 Vehicle Maintenance - General Fund 857,981 828,000 843,998 1,944,567 Vehicle Maintenance - Utility Funds 1,677,339 1,573,015 2,000,000 1,128,444 Transfer from Motor Pool Fund 294,494 294,494 294,494 - TOTAL REVENUES $ 4,244,768 $ 4,362,309 $ 5,245,332 $ 6,616,474 Use of Reserves - 734,579 - - TOTAL RESOURCES $ 4,244,768 $ 5,096,888 $ 5,245,332 $ 6,616,474 2004-05 2005-06 2005-06 2006-07 EXPENDITURES SUMMARY ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 932,290 $ 977,249 $ 977,249 $ 1,108,520 Materials & Supplies 26,503 40,200 40,200 41,810 Inventory 2,417,378 2,064,000 2,064,000 3,272,230 Maintenance & Repair 13,618 9,000 9,000 85,000 Insurance 40,544 36,552 36,552 20,373 Operations 140,081 1,496,265 1,496,265 1,796,353 Debt Service 113,020 196,073 196,073 184,427 Transfers 337,020 277,549 277,549 107,761 Fixed Assets - - - - TOTAL EXPENDITURES $ 4,020,454 $ 5,096,888 $ 5,096,888 $ 6,616,474 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 3.00 2.00 2.00 2.00 Office/Clerical - - - - Technical/Paraprofessional 9.00 10.00 11.00 11.00 Professional 1.00 1.00 1.00 1.00 Management/Supervision 3.00 3.00 3.00 3.00 Temporary/Seasonal - - - - TOTAL PERSONNEL 16.00 16.00 17.00 17.00 * Estimate as of May 2006 297 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents FLEET MANAGEMENT RESOURCES & EXPENDITURES Vehicle Maintenance - Utility Fun( 17.0% Vehicle Maintenance - General Fund 29.4% Inventory 49.5% Materials F Supplies 0.6% RESOURCES $6,616,474 EXPENDITURES $6,616,474 Maintenance & n .., -: Personal Services 16.8% Fuel Sales - City 53.6% ice 7 O -ions /O Debt Service 2.8% nsfers .6% 298 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PROGRAM DESCRIPTION FLEET MANAGEMENT FUND FLEET SERVICES Fleet Services is responsible for providing all vehicle maintenance and equipment -related support services to all City departments. The division provides for all facets of vehicle and equipment diagnostics and repairs while providing an extensive preventative maintenance program to assure dependability, availability, and safety of the fleet. The division is also responsible for fuel dispensing operations at the City's Service Center compound and landfill locations. Using a computerized fleet management system, Fleet Services provides a complete history of vehicle and equipment maintenance/repair costs, sublet repairs, labor charges, and fuel usage to City departments on a monthly basis. MAJOR DIVISION GOALS 1. Provide quality vehicle maintenance for the benefit and safety of all City employees and citizens. 2. Provide fuel pump service 24 hours a day, 7 days a week for our customers at both facilities. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Continue to work towards exemplary quality service by requiring all mechanics to obtain Automotive Service Excellence (ASE) certifications and specialized training, including regulatory - associated training. 2. Continue research of alternative fuel sources for compliance with federal, state and local regulations. 3. Meet quarterly with fleet customers to continue to improve communications between departments & Fleet Services. 2004-05 2005-06 2005-06 2006-07 WORKLOAD MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Sublet repairs (outsourcing) 2,071 1,700 1,800 1,700 2. Preventive maintenance services 2,398 2,500 2,600 2,600 3. Other repairs found during preventative maintenance service 1,189 1,300 1,100 1,300 4. Diesel/unleaded purchased (gallons) 496,802 490,000 805,139 805,139 5. Propane purchased (gallons) 88,915 50,000 90,000 90,000 6. Bio-diesel purchased (gallons) 40,480 300,000 235,000 235,000 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Vehicles to mechanics 79:1 77:1 76:1 76:1 2. Wrench -turning mechanic hrs 75% 80% 80% 85% 3. Satisfied -Customer Service Survey 80% 95% 80% 85% 299 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 300 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES RESOURCES Commercial Insurance Self Insurance Worker's Compensation TOTAL REVENUES Use of Reserves TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Miscellaneous Operations Cost of Service - Tech Services TOTAL EXPENDITURES RISK RETENTION FUND (1) RESOURCE & EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ - $ - $ - $ 633,654 - - - 1,069,678 - - - 575,000 $ - $ - $ - $ 2,278,332 - - - 6,575 $ 2,284,907 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED 365,052 - - - 8,262 - - - 125,000 - - - 1,195,195 - - - 326,000 - - - 248,273 - - - 17,125 2,284,907 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - 1.00 Technical/Paraprofessional - - - - Professional - - - 3.00 Management/Supervision - - - 1.00 Temporary/Seasonal - - - - TOTAL PERSONNEL - - - 5.00 * Estimate as of May 2006 Risk Retention is a newly budgeted fund for FY2006-07. 301 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents RISK RETENTION FUND RESOURCES & EXPENDITURES Self Insurance 46.8% Insurance 52.3% RESOURCES $2,284,907 EXPENDITURES $2,284,907 Miscellaneous 14.3% Repair 5.5% Worker's pensation 25.2% Use of Reserves 0.3% ,nmercial Durance 27.7% Operations 2% ::ost of Service - Tech Services 0.7% ial Services 15.9% Materials & Supplies 0.4% 302 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents RISK RETENTION FUND RISK MANAGEMENT PROGRAM DESCRIPTION The Risk Management Division is responsible for identifying and evaluating potential exposures to loss and developing policies, procedures and training to eliminate and/or mitigate the cost of claims associated with any losses. Risk Management is also responsible for the administration of the City's benefits program, including compliance with applicable laws, fund and trend analysis, and planning. The division administers the Risk Retention Fund, Health Insurance Fund, and Wellness Program. MAJOR DIVISION GOALS 1. Protect the assets (human, physical, fiscal) of the City from loss through the implementation of sound risk management practices. 2. Develop, update, and administer competitive, responsive, and cost-effective health, life, and long-term/short-term disability and wellness programs. 3. Ensure the educational development of Risk Management staff to achieve divisional goals. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Provide for the optimal protection of City property and financial assets by analyzing and placing proper insurance coverages, and evaluating self -funding alternatives. 2. Increase safety, health, and wellness awareness among employees. 3. Reduce the number of lost -time Worker's Compensation claims, at -fault vehicle accidents, and liability claims filed against the City. 4. Obtain advantageous health and benefit programs through contractual transfer of risks, managed benefit designs, and reduced claims costs through proactive wellness and disease management programs. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Worker's Compensation claims 132 125 115 110 2. General liability claims adjusted 124 130 130 125 3. Short-term/long-term disability claims 27 25 25 25 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Vehicle accidents 27 25 30 25 2. Lost -time injuries 10 20 20 20 3. Benefit issues handled 130 275 225 200 303 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 304 "Dedicated to Quality Service" Table of Contents CITY OFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES RECREATION FUND RESOURCE AND EXPENDITURE SUMMARY 2006-07 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Special Projects $ 4,983 $ 12,380 $ 8,000 $ 7,864 Marketing 27,649 30,879 28,500 28,059 Civic Center 4,630 19,748 15,298 12,340 Denia Recreation Center 106,963 133,658 118,000 115,458 North Lakes Recreation Center 205,742 198,327 198,327 234,645 Senior Center 36,785 35,948 35,790 35,564 Children's Programs 299,638 440,242 440,242 396,046 Goldfield Tennis Center 57,838 65,650 59,565 64,213 Civic Center Pool 65,785 124,581 79,000 51,359 Therapeutics 1,773 5,155 2,000 - Martin Luther King Jr. Recreation Center 75,711 94,444 94,444 74,561 McMath Gymnasium 35,217 26,554 29,000 35,472 Athletics 110,953 112,545 112,545 174,300 Golf 5,602 13,028 8,845 12,191 Miscellaneous Income 1,126 - - - Interest Income 10,485 4,000 12,000 10,000 TOTAL REVENUES $ 1,050,880 $ 1,317,139 $ 1,241,556 $ 1,252,072 Use of Reserves - - 1,919 256,655 TOTAL RESOURCES $ 1,050,880 $ 1,317,139 $ 1,243,475 $ 1,508,727 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Personal Services $ 369,393 $ 579,279 $ 546,314 $ 500,499 Materials & Supplies 230,397 329,614 312,759 494,315 Maintenance & Repair 8,085 14,205 14,205 10,100 Insurance 20,242 18,754 18,754 15,958 Operations 198,070 267,540 250,197 267,148 Cost of Service - General Fund 83,974 105,051 98,550 115,105 Cost of Service - Customer Service 14,500 - - - Cost of Service - Technology Services - - - 2,957 Cost of Service - Materials Management - 2,696 2,696 5,645 Fixed Assets - - - 97,000 TOTAL EXPENDITURES $ 924,661 $ 1,317,139 $ 1,243,475 $ 1,508,727 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance - - - - Office/Clerical - - - - Technical/Paraprofessional - - - - Professional - - - - Management/Supervision 1.00 1.00 1.00 1.00 Temporary/Seasonal 24.12 25.79 25.79 21.93 TOTAL PERSONNEL 25.12 26.79 26.79 22.93 MAJOR BUDGET CHANGES The 2006-07 budget reflects the reduction of 1.63 FTEs and 2.23 FTEs transferred to the General Fund. * Estimate as of May 2006 305 "Dedicated to Quality Service Table of Contents CITY OFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES RECREATION FUND RESOURCES & EXPENDITURES RESOURCES $1,508,727 Martin Luther King McMath Civic Center Pool Jr. Recreation Gymnasium 4.1 % Center 2.8% Goldfield Tennis 6.0% Center Athletic Z- 1 0% Golf 5.1 % 13.9% Children's Programs Interest Income 31.6% 0.8% Special Projects 0.6% Marketing 2.2% Civic Center 1.0% �Denia Recreation Senior Center North Lakes Center Recreation Center 9.2% 2.9% 18.8% Cost of Service - Materials Management 0.4% Cost of Service - General Fund — 7.6 Operations 17.7% Insurance 1.1% EXPENDITURES $1,508,727 Cost of Service - Fixed Assets Technology 6.4% Services 0.2% Personal Services 33.2% Maintenance &J Materials & Supplies Repair 32.7% 0.7% 306 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PROGRAM DESCRIPTION RECREATION FUND PARKS - LEISURE SERVICES The Parks Leisure Services Division enriches lives by providing staff, facilities, and resources for a variety of leisure activities, programs, and opportunities in both structured and unstructured settings. These services are available to a broad demographic segment of the population. The division operates three community recreation centers, the senior center, the tennis center, the municipal pool, the American Legion Building and Annex, the Civic Center and SkateWorks Park. Supervision is provided at three recreation centers for the After School Action Site program and the Middle School Program, along with therapeutic recreation services through an inclusion program in the Action Sites and in a summer camp. MAJOR DIVISION GOALS Ensure access to parks and services for all Denton residents regardless of race, gender, age, income, or physical abilities. Meet or exceed the expectations of our customers through proactive communications and the continuous improvement of our services. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implement family and teen programming, as well as recreation activities, in all program areas. 2. Assess current youth -at -risk programs and implement strategies to provide and expand services (i.e., Kids Rock, Teens Rule, Kings Kids Day Kamp, Owsley Summer Playground, etc.) in collaboration with area agencies and organizations. 3. Expand businesses through greater emphasis on benefits approach and meeting unmet demand. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Program locations 9 9 9 9 2. Activities offered 2,448 2,000 2,045 2,000 3. Activities implemented 2,186 1,930 2,000 2,000 4. Attendance 952,866 980,000 950,000 995,000 5. Registrants 39,417 45,000 40,000 42,000 6. Extended hours of operation 1,573 2,200 1,700 1,700 7. Co -sponsored activities 367 580 425 450 8. Rentals 482 700 500 500 9. Volunteer hours 37,500 39,000 37,500 38,000 10. Citizen advisory meetings 54 94 66 72 11. Citizen advisory boards 9 11 11 11 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average daily attendance 4,218 4,600 4,500 4,500 2. Activities implemented 89% 96% 92% 92% 3. Average percent of budget supported by revenue 10% 10% 10% 10% 4. Average facility use per hour 625 600 600 600 307 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 308 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents AQUATIC CENTER FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES Natatorium Water Park Transfer from General Fund Denton I.S.D. Reimbursement TOTAL RESOURCES EXPENDITURES Personal Services Materials & Supplies Maintenance & Repair Insurance Operations Debt Service Cost of Service - General Fund Cost of Service - Technology Services Cost of Service - Materials Management TOTAL EXPENDITURES 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 255,835 $ 299,700 $ 290,000 $ 295,001 552,772 973,253 640,000 665,400 - 350,552 350,552 413,512 269,216 303,107 380,888 445,412 $ 1,077,823 $ 1,926,612 $ 1,661,440 $ 1,819,325 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 874,661 $ 975,362 $ 975,362 $ 935,910 115,433 213,739 213,739 190,298 37,396 73,079 73,079 61,765 54,620 49,705 49,705 38,906 340,542 410,561 410,561 482,139 125,974 - - - 64,705 101,836 101,836 76,235 83,224 49,098 49,098 42,804 - 5,787 5,787 5,852 $ 1,696,555 $ 1,879,167 $ 1,879,167 $ 1,833,909 PERSONNEL 2004-05 2005-06 2005-06 2006-07 Full -Time Equivalents (FTE) ACTUAL BUDGET ESTIMATE * ADOPTED Service/Maintenance 2.00 2.00 2.00 2.00 Office/Clerical 1.00 1.00 1.00 1.00 Technical/Paraprofessional 1.00 1.00 1.00 1.00 Professional - - - - Management/Supervision 3.00 3.00 3.00 3.00 Temporary/Seasonal 26.03 26.29 26.29 26.29 TOTAL PERSONNEL 33.03 33.29 33.29 33.29 MAJOR BUDGET CHANGES The budget reflects no major changes. * Estimate as of May 2006 This is a joint project between the City of Denton and the DISD. 309 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents AQUATIC CENTER FUND RESOURCES & EXPENDITURES Denton I.S. Reimbursem 24.5% Transfer from General Fund 22.7% Cost of Service - G Operatic 26.27 Insurance 2.1 MaintE RE RESOURCES $1,819,325 EXPENDITURES $1,833,909 Cost of Service - Technology 10.4% Natatorium 7o Water Park 36.6% >st of Service - Materials lanagement 0.3% Personal Services 51.1% 310 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents PROGRAM DESCRIPTION AQUATIC CENTER FUND AQUATICS CENTER The Aquatic Center is the result of a partnership with the Denton Independent School District (DISD) to operate an indoor natatorium with a competition pool and a warm water leisure pool with water slide. The Natatorium offers year-round programming in public swimming, educational classes, exercise/wellness, competitive activities, and a variety of special events. Water Works Park, a water park adjacent to the Natatorium, opened in the summer in 2003. Water Works Park features four giant water slides, a 600-foot-long continuous river, a children's play pool along with shade structures, pavilions, a corporate area, a sand volleyball court, and concessions. MAJOR DIVISION GOALS 1. Ensure access to Aquatic facilities and services for all Denton residents regardless of race, gender, age, income, or physical abilities. 2. Meet or exceed the expectations of our customers through proactive communications and the continuous improvement of our services. 3. Maintain the highest level of safety for all patrons. MAJOR DIVISION OBJECTIVES FOR FISCAL YEAR 2006-07 1. Implement and expand a year-round instructional aquatic program, offer family and teen programming, and provide time for public/recreational swim at all aquatic facilities. 2. Expand businesses through greater emphasis on the benefits provided by aquatic programs, expand marketing efforts and by meeting unmet demand. 3. Ensure the safety of all patrons at aquatic facilities by providing qualified, well -trained staff, as well as well -maintained facilities. WORKLOAD MEASURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE 2006-07 ADOPTED 1. Program locations 2 2 2 2 2. Activities offered 869 836 880 890 3. Activities implemented 704 669 712 720 4. Attendance 141,495 150,000 150,000 154,500 5. Registrants 2,580 2,060 2,632 2,685 6. Extended hours of operation 35 44 42 45 7. Co -sponsored activities 187 192 190 194 8. Rentals 330 335 335 340 9. Volunteer hours 124 150 136 142 10. Citizen advisory meetings 2 4 4 5 2004-05 2005-06 2005-06 2006-07 PRODUCTIVITY MEASURES ACTUAL BUDGET ESTIMATE ADOPTED 1. Average daily attendance 1,011 1,300 1,100 1,200 2. Activities implemented 81 % 80% 81 % 82% 3. Average percent of budget supported by revenue 51 % 62% 70% 73% 4. Average facility use per hour (Natatorium) 16 22 17 18 5. Average facility use per hour (Water Works Park) 525 750 550 575 311 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 312 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES MISCELLANEOUS INFORMATION A. TOURIST & CONVENTION FUND B. EMILY FOWLER LIBRARY FUND C. POLICE CONFISCATION FUND 313 Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TOURIST & CONVENTION FUND 2006-07 PROGRAM DESCRIPTION The Tourist & Convention Fund was created in 1995-96. This fund reports the receipt and distribution of the City's Hotel Occupancy Tax which is levied at 7% of room rental rates. The City Council has entered into contracts with various organizations that will promote tourism and the convention and hotel industry in Denton. These organizations are listed below. 3.4317% Convention & Visitors Bureau 0.3706% North Texas State Fair Association 0.6864% Greater Denton Arts Council 0.1246% Eligible City Expenses - Civic Center 0.4612% Denton Festival Foundation 0.0988% Denton Black Chamber of Commerce 0.0456% Denton Holiday Festival Association 0.1098% Denton Community Theatre 0.0604% Denton Air Fair 0.1 153% Denton Main Street Association 0.5450% Denton County Museums 0.1043% Denton Firefighter Museum 0.0494% Cinco de Mayo 0.0631% Juneteenth Committee 0.2745% Tejas Storytelling Association 0.0977% Historical Park Foundation of Denton County 0.0659% Water Works Park 0.0659% Courthouse on the Square 0.1446% Denton Public Art Committee 0.0220% Music Theater of Denton 0.0632% Contingency 7.0000% Total 314 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents TOURIST & CONVENTION FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 RESOURCES Hotel Occupancy Tax Interest Income TOTAL REVENUES Use of Reserves TOTAL RESOURCES EXPENDITURES Convention & Visitors Bureau North Texas State Fair Association Greater Denton Arts Council Eligible City Expenses - Civic Center Denton Festival Foundation Denton Black Chamber of Commerce Denton Holiday Festival Association Denton Community Theatre Denton Air Fair Denton Main Street Association Denton County Museums Denton Firefighter Museum Denton County Historical Commission Cinco de Mayo Juneteenth Committee Tejas Storytelling Association Historical Park Foundation of Denton County Water Works Park Courthouse on the Square Denton Public Art Committee Music Theater of Denton Contingency TOTAL EXPENDITURES * Estimate as of May 2006 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 986,830 $ 957,832 $ 1,044,684 $ 1,096,918 $ 986,830 $ 957,832 $ 1,044,684 $ 1,096,918 - 120,923 31,571 177,968 $ 986,830 $ 1,078,755 $ 1,076,255 $ 1,274,886 2004-05 2005-06 2005-06 2006-07 ACTUAL BUDGET ESTIMATE * ADOPTED $ 410,622 $ 556,155 $ 556,155 $ 625,000 60,050 60,000 60,000 67,500 108,090 115,000 115,000 125,000 50,041 16,000 16,000 22,700 70,058 75,000 75,000 84,000 12,010 15,800 15,800 18,000 6,512 8,000 8,000 8,300 15,012 16,000 16,000 20,000 7,512 11,000 11,000 11,000 12,010 14,000 14,000 21,000 93,077 95,000 95,000 99,250 - 6,800 6,800 19,000 - 15,000 12,500 - 9,007 9,000 9,000 9,000 9,047 10,000 10,000 11,500 41,034 44,000 44,000 50,000 20,016 - - 17,800 10,008 12,000 12,000 12,000 - - - 12,000 - - - 26,326 - - - 4,000 - - - 11,510 $ 934,106 $ 1,078,755 $ 1,076,255 $ 1,274,886 315 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES EMILY FOWLER LIBRARY FUND(') RESOURCE & EXPENDITURE SUMMARY 2006-07 DESCRIPTION The Emily Fowler Fund was established to record expenditures of books, periodicals, equipment, and other items that are to be approved by the Library Board. Revenue for the fund is generated from library fines assessed for late return of library materials, memorials, and donations that are restricted to the library. 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Emily Fowler Library Revenue $ 151,876 $ 156,737 $ 142,670 $ Use of Reserves - - - - TOTAL RESOURCES $ 151,876 $ 156,737 $ 142,670 $ - 2004-05 2005-06 2005-06 2006-07 EXPENDITURES ACTUAL BUDGET ESTIMATE * ADOPTED Materials & Supplies Maintenance & Repair Operations Transfers Fixed Assets TOTAL EXPENDITURES $ 28,248 $ 41,756 $ 28,815 $ - 510 5,000 5,000 - 105,222 97,442 93,002 - 1 1,654 12,539 11,413 - 5,108 - 4,440 - $ 150,742 $ 156,737 $ 142,670 $ - * Estimate as of May 2006 The Emily Fowler Fund is being combined with the General Fund in 2006-07. 316 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES POLICE CONFISCATION FUND RESOURCE & EXPENDITURE SUMMARY 2006-07 DESCRIPTION The Police Confiscation Fund was established to record the receipt and expenditure of confiscated contraband that is used in the commission of a variety of criminal offenses. 2004-05 2005-06 2005-06 2006-07 RESOURCES ACTUAL BUDGET ESTIMATE * ADOPTED Seizures $ 81,446 $ 100,000 $ 117,939 $ 95,042 Use of Reserves 46,276 15,500 - 99,066 TOTAL RESOURCES $ 127,722 $ 115,500 $ 117,939 $ 194,108 EXPENDITURES 2004-05 ACTUAL 2005-06 BUDGET 2005-06 ESTIMATE * 2006-07 ADOPTED Materials & Supplies $ 32,511 $ 35,500 $ 9,438 $ 44,600 Operations 95,211 80,000 89,333 149,508 TOTAL EXPENDITURES $ 127,722 $ 115,500 $ 98,771 $ 194,108 * Estimate as of May 2006 317 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 318 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES STATISTICAL INFORMATION 319 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES PROFILE OF DENTON 2006-07 Denton is a unique community whose diversity gives it strength. Although Denton is no longer a small town, there are certain qualities of small town life that our citizens hold dear. The historic downtown is the heart of Denton; the square and surrounding streets are used every day and night as a gathering place for commerce, civic events and entertainment. Denton is a dynamic community whose rapid growth has affected its infrastructure as well as its culture. Denton is 79.826 square miles and strategically positioned within the Dallas/Fort Worth/Denton region, 37 miles northwest of Dallas and 35 miles northeast of Fort Worth. Located on the Interstate 35 corridor at the intersection of 1-35E and 1-35W (the NAFTA highway), Denton is 18 miles from DFW International Airport and 15 miles north of Alliance Airport. Proximity to these major international transportation facilities gives Denton an unparalleled advantage. With an estimated population of 108,381, Denton is a unique community in a high -growth area, but with a long history as the county seat and a major city in Denton County. It was founded in 1857 so that residents would have a county seat near the center of the county. Our historic downtown is the heart of Denton; the square and surrounding streets are filled every day and night with residents and visitors who come there for work and shopping, to dine, and to enjoy civic events, theater and clubs with live music. Since the nineteenth century, Denton has been a major higher education center. Home to two major state universities - the University of North Texas (UNT) and Texas Women's University (TWU) - and North Central Texas College (NCTC), the oldest two-year public college in Texas. UNT's recently -established Research Park and College of Engineering are a focal point of economic development strategies. Denton is rapidly becoming a major center for medical services. Its two major hospitals, Denton Regional Medical Center and Presbyterian Hospital of Denton, have been joined by a wide range of specialty hospitals, surgery and treatment centers, and outpatient clinics. These facilities draw patients from all over North Texas and from southern Oklahoma. Denton is also a major banking center. Several banks have built their new central facilities in the downtown area and are building branch banks around the City and the county, while banks based in small Texas and Oklahoma towns are locating major centers in Denton. The City has taken the lead in organizing the Economic Development Partnership, a collaborative effort between the City, Chamber of commerce, School District, LINT, TWU, and NCTC that is implementing a set of strategies and actions to achieve sustained economic vitality in Denton, with an emphasis on attracting knowledge -based business to Denton. Denton is an employment center and indeed one of only 3 cities in the region that have more than half their residents living and working in the same city (Census 2000). Denton has been a driving force in organizing the Denton County Transportation Authority (DCTA), the only regional rail authority organized in an urbanizing Texas county that adjoins a highly urban county with established transportation authority. DCTA has just initiated an express bus service between Denton and Dallas and will be initiating rail service by 2010. Denton has a growing municipal airport with over 200 acres available for public/private investment. The recent installation of the new runway and taxiway lighting system at the Denton Airport greatly 320 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES enhances the safety of Denton -based and visiting pilots. Controlled by the new FAA -certified air traffic control tower, which became operational in May 2004, the system provides pilots with three lighting intensities that enable safe runway environments, day or night, regardless of weather conditions. The increased safety margins of the control tower translate to increased visitors, businesses, growth, and greater prosperity for Denton. Many performing groups provide Denton with an endless supply of cultural and entertainment opportunities. The Greater Denton Arts Council, Denton Community Theater, Denton Civic Ballet, Denton Light Opera Company, Bach Society, LINT College of Music, LINT Dance and Drama Department, and TWU Dance and Theater Arts Department top the list. In addition, year-round festivals and events draw thousands of visitors from outside the Denton area. Denton offers a myriad of recreational activities. For boating enthusiasts, there are two large area lakes, Lake Lewisville to the south and Lake Ray Roberts to the north, both within twenty minutes of Denton. For race enthusiasts, Texas Motor Speedway, which is part of the NASCAR circuit, is just 16 miles south of Denton on I-35W. The City of Denton maintains 33 parks and open spaces and 8 recreational facilities that offer expansive leisure opportunities and appeal to everyone from rock climbers to jazz enthusiasts. The City Parks and Recreation Department has won the National Gold Medal Award for Excellence three times. In May 2003, Denton opened Water Works Park, an Aquatics Center with indoor and outdoor pools and a water recreation park - a partnership between the City of Denton and the Denton Independent School District. Community leaders are passionate about planning for the future. Evidence of that is seen in their approach to light rail and transit -oriented development, overwhelming support of bond elections to provide for road and facility improvements, and the City's continued commitment to economic development through business, higher education and government partnerships. 321 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES MISCELLANEOUS STATISTICAL DATA SEPTEMBER 30, 2005 General City Information: Form of Government Council -Manager Area 79.826 Square Miles Date of Incorporation September 26, 1866 Lane Miles of Streets Maintained 1,300 Number of Street Lights 6,715 Building Permits Issued (Residential & Commercial) 1,123 Average Unemployment Rate 4.10% Total City Full -Time Equivalents (FTE) 1,244.25 Recreation and Culture: Number of Parks 33 With 1,222.03 Acres Number of Libraries 3 Number of Library Items 184,049 Fire Protection: Number of Stations 6 Number of Firefighters 148 Police Protection: Number of Stations 1 Number of Police Officers 147 Municipal Water Department Number of Customers 28,805 Annual Water Production 7,097,403,000 Average Monthly Consumption 11,306 Miles of Water Main 520 Municipal Wastewater Department Number of Customers 26,951 Miles of Wastewater Main 459 Annual Wastewater Discharge 4,401,790,000 322 "Dedicated to Quality Service CITYOFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 TOP FIFTEEN PROPERTY TAXPAYERS Name Total Assessed Value TTHR Limited Partnership $80,831,779 Inland Western Denton Crossing LTD PS $62,605,324 Columbia Medical Center of Denton $57,873,491 Paccar Inc $52,002,196 Anderson Merchandisers $36,049,229 Robson Denton Dev LP $34,024,156 Verizon Southwest $33,184,680 FMP Denton $29,316,215 The Timber Links Apts LP $28,389,481 Flowers Baking Company $25,247,393 TTHR Limited Partners $24,340,775 Sally Beauty Supply $24,205,904 Tetra Pak $21,597,617 Wal-Mart Real Est Bus Tr $20,662,778 United Copper Industries $19,478,431 323 "Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents Commercial 31.75% CERTIFIED TAXABLE ASSESSED VALUES BY CLASS OF PROPERTY I V I V I 1 1- I l l I lily 9.74% $ 2,744,557,059 50.44% 530,080,670 9.74% 1, 727, 695,020 31.75% 415,241,783 7.63% 23,654,377 0.44% $ 5, 441, 228, 909 100.00% Tangible Dther Single Family 50.44% 324 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES CERTIFIED PROPERTY VALUE TEN YEAR HISTORY Tax Certified Inc./Dec. Percent of°Levy Year Asesecl Value Tax Rate to Vralue ... Collected 199;6 $ 2,115,313,994 $ 0.52840 4.73% 98.70% 1997 $ 2,284,127,366 $ 0.51315 7.98% 98.56% 19 2,348,198,898 $ 0.50815 2.81 % 98.40% 1999 $ 2,650,120,494 $ 0.50815 12.86% 98.75% 3,059,636,733 $ 0.52815 15.45% 98.20% 2fl01 $ 3,367,292,025 $ 0.54815 10.06% 98.26% 3,703,412,515 $ 0.54815 9.98% 98.57% 20r 3 $ 4,042,202,871 $ 0.54815 9.15% 98.47% 20 4 $ 4,374,943,831 $ 0.59815 8.23% 98.33% 2r Q5 $ 4,789,376,811 $ 0.60815 9.47% 98.70% 5,441,228,909 $ 0.62652 13.61 % N/A * Increase (Decrease) in Certified Assessed Value over prior year Millions $4, 500 $3, 750 $3,000 $2, 250 $1, 500 $750 1998 2000 2002 2004 2006 325 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES SALES AND PROPERTY TAX TEN YEAR HISTORY 7,2Ta3x9,9776 City Rate Ending Value Rate Levy 7),� l1996-97 1.50% $ 2,169,892,097 $ 0.52840 $ 11,465,710 ,,686 1997-98 $12,925,267 1.50% $ 2,326,880,444 $ 0.51315 $ 11,940,387 $ 24,865,654 1998-99 $13,883,181 1.50% $ 2,455,921,130 $ 0.50815 $ 12,479,763 $ 26,362,944 1999-00 $15,131,637 1.50% $ 2,711,322,093 $ 0.50815 $ 13,777,583 $ 28,909,220 2000-01 * $17,489,408 1.50% $ 3,108,068,750 $ 0.52815 $ 16,415,265 $ 33,904,673 2001-02 $15, 875, 934 1.50% $ 3, 434, 258, 870 $ 0.54815 $ 18, 824, 890 $ 34, 700, 824 2002-03 $16,047,297 1.50% $ 3,756,343,085 $ 0.54815 $ 20,590,395 $ 36,637,692 2003-04 $17, 684, 899 1.50% $ 4,1 12, 454, 803 $ 0.54815 $ 22, 542, 421 $ 40, 227, 320 2004-05 $18,998,057 1.50% $ 4,423,864,582 $ 0.59815 $ 26,461,346 $ 45,459,403 2005-06** $19,398,878 1.50% $ 4,789,376,811 $ 0.60815 $ 29,126,595 $ 48,525,473 2006-07*** $20,396,350 1.50% $ 5,441,228,909 $ 0.62652 $ 34,090,387 $ 54,486,737 * Sales Tax reflects thirteen months in order to comply with GASB 34 reporting requirements. ** Sales Tax reflects estimated amount. *** Sales Tax is budgeted amount and Property Tax is actual levy amount. $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 1997 1999 2001 2003 2005 2007 Sales Tax 0 Property Tax 326 "Dedicated to Quality Service Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY TEN YEAR HISTORY Year Certified Assessed Value Real Personal Property Property Total Certified Final Assessed Assessed Value (') Value * Tax Rate Per $100 Valuation Gain (Loss) in Final Value Over Prior Year 1996 $ 1,720,506,423 $ 394,807,571 $2,115,313,994 $2,169,892,097 $ 0.52840 5.96% 1997 $ 1,869,034,612 $ 415,092,754 $2,284,127,366 $2,326,880,444 $ 0.51315 7.23% 1998 $ 1,989,440,482 $ 358,758,416 $2,348,198,898 $2,455,921,130 $ 0.50815 5.55% 1999 $ 2,199,215,704 $ 450,904,790 $2,650,120,494 $2,711,322,093 $ 0.50815 10.40% 2000 $ 2,425,631,979 $ 634,004,754 $3,059,636,733 $3,108,068,750 $ 0.52815 14.63% 2001 $ 2,816,635,320 $ 550,656,705 $3,367,292,025 $3,434,258,870 $ 0.54815 10.49% 2002 $ 3,017,648,478 $ 685,764,037 $3,703,412,515 $3,756,343,085 $ 0.54815 9.38% 2003 $ 3,490,020,517 $ 622,434,286 $4,042,202,871 $4,112,454,803 $ 0.54815 9.48% 2004 $ 3,602,470,935 $ 772,472,896 $4,374,943,831 $4,423,864,582 $ 0.59815 7.57% 2005 $ 4,130,707,103 $ 658,669,708 $4,789,376,811 $4,789,376,811 $ 0.60815 8.26% 2006 $ 4,584,691,730 $ 856,537,179 $5,441,228,909 $5,441,228,909 ** $ 0.62652 13.61 % Denton Central Appraisal District * The Final Assessed Value includes supplements for each fiscal year through September 30. ** Value of supplementals not yet available. Source: Certified Appraisal Roll 327 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents MAJOR EMPLOYERS Approximate Number of Employer* Description Employees University of North Texas Education Facility 7,351 Denton Independent School District Education System 2,600 Peterbilt Motors Diesel Trucks 2,000 Denton State School MHMR Facility 1,450 Denton County (in Denton) County Government 1,441 City of Denton Municipal Government 1,300 Texas Woman's University Education Facility 1,159 Federal Emergency Management Agency Call Center 300 - 1100 Denton Regional Medical Center Hospital/Health Care 800 Presbyterian Hospital of Denton Hospital/Health Care 750 Victor Equipment Company Welding Equipment Manufacturing 567 Sally Beauty Supply Corporate Office 500 Anderson Merchandisers Packaging/Warehouse 500 Jostens Class Rings 280 Progressive Industries MHMR MHMR Facility 276 United Copper Industries Copper Wire Manufacturer 264 Vacation Tour & Travel Call Center 256 James Wood Auto Park Automobile Sales/Services 252 Precision Pattern Inc. Jet Interior Manufacturing 237 Acme Brick Brick/Tile Manufacturer 225 NuconSteel Framing Design/Manufacturing 180 CBS Mechanical Construction Services 175 Tetra Pak Aseptic Packaging 170 Morrison Milling Flour/Grain Mill 160 Wells Fargo Banking 160 Denton Rehabilitation & Nursing Center Healthcare Services 160 Mayday Manufacturing Aerospace Machined Parts 160 Flowers Baking Company Bakery 152 General Telemarketing, Inc. Call Center 150 Russell -Newman Manufacturing Ladies Lingerie 150 The Vintage Retirement & Healthcare Center Senior Housing/Healthcare Services 150 Senior Care Health and Rehabilitation Center Retirement/Rehabilitation Center 145 DATCU Banking 136 Denton Good Samaritan Village Senior Housing/Healthcare Services 120 Lake Forest Good Samaritan Village Retirement Center 120 Mayhill Hospital Hospital/Health Care 115 Bill Utter Ford Automobile Sales/Services 107 Ben E. Keith Beers Distribution Center 100 Denton Publishing Company Newspaper 100 Hulcher Services Railroad Emergency Response 100 Integrated Alliance Call Center 100 Source: Office of Economic Development, Denton Chamber of Commerce, June 2006. * Retail employers not included. 328 "Dedicated to Quality Service CITY OF DENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents 120,000 100,000 80,000 60,000 40,000 20,000 POPULATION TREND ANALYSIS Year Population 1950 21,345 1960 26,844 1970 39,874 1980 48,063 1990 66,270 1995 69,550 1996 70,450 1997 71,450 1998 73,050 1999 75,300 2000 82,976 2001 85,367 2002 90,355 2003 93,697 2004 98,288 2005 103,220 2006 108,381 2007 113,800 Population Growth Trend 329 "Dedicated to Quality Service Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 330 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CITY OF DENTON ADOPTED CAPITAL IMPROVEMENT PROGRAM K1I101m 331 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CAPITAL IMPROVEMENT PROGRAM 2006-11 The 2006-11 Capital Improvement Program (CIP) represents the City's five-year plan for development. The Capital Improvement Program is reviewed each year to reflect changing priorities and to provide a framework for identifying capital requirements, the impact of capital projects on operating budgets, scheduling, and coordinating related projects. The Capital Improvement Program has two primary components. First is the General Government CIP, which represents non -utility projects such as streets, parks, airport, and General Government facilities. Typically, these projects will be funded via general obligation bonds, certificate of obligation bonds, or other financing methods. Second is the Utility CIP, which represents projects that benefit the City's enterprise funds such as Electric, Water, Wastewater, and Solid Waste, and other functions such as Fleet Services and Communications. Typically, these projects will be funded via revenue bonds or other methods. The Capital Improvement Program budget is a five-year program that is compiled by a citizens committee, public hearings are held and the citizens' vote on the proposed five-year CIP budget. The criteria below serve as the basis for staff recommendations for CIP projects. 1. Public safety, health and life 2. Service demands 3. Legal requirements, liability or mandate 4. Quality and reliability of current service level 5. Economic growth and development 6. Recreational, cultural, and aesthetic value 7. Funding ability 8. Operating budgets Capital improvement recommendations are solicited from the Planning and Zoning Commission and then forwarded to the City Manager. The City Manager forwards the recommendation to City Council. Utility requests are presented to the Public Utilities Board for approval and are then forwarded to City Council for approval. The adopted 2006-11 Capital Improvement Program is summarized in the following pages. 332 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES CAPITAL IMPROVEMENT PROGRAM 2006-11 February 27 General Fund Budget Kick -Off: Operating and Capital Improvement Program. March - July Audit/Finance Committee meetings on Long -Range Forecast. March 24 Departmental budgets due to Budget Office (Operating and CIP). April 3 Preliminary Long -Range Forecast presented to City Council. July 25 Certified appraisal roll due from Denton Central Appraisal District. Final Long -Range Forecast presented to City Council. July 31 Proposed budget and CIP submitted to City Council and placed on file with City Secretary. August 2 City Council Budget workshop. August 15 Vote to consider a proposal for a tax increase prior to publishing notice of hearing. September 12 Public hearing on budget and Capital Improvement Program. September 19 Second public hearing on the tax rate. September 26 City Council adopts Capital Improvement Program budget. 333 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES EXECUTIVE SUMMARY GENERAL GOVERNMENT CAPITAL IMPROVEMENT PROGRAM 2006-11 CAPITAL IMPROVEMENT PROGRAM (CIP) SUMMARY The 2006-07 year of the General Fund five-year CIP includes transportation, parks, and building projects. The decision to propose and ultimately build any capital project must consider the impact that the capital project will have on the operating budget. The operating impact of any capital project included in the CIP has been evaluated, and where necessary, resources were included in the Operating Budget to accommodate any associated expenses. 1. Transportation Projects Major transportation projects scheduled for 2006 include Shady Oaks, Western Boulevard, and other residential streets. Sidewalk installations and intersection signalization are the other major projects included in this category. 2. Building Projects 2006 Building projects include Senior Center improvements, the Multi Modal Station and the Roof Replacement Program. 3. Parks The major parks projects that are scheduled for funding beginning in 2006 include soccer fields, Denia Park Circulation Trail, Evers Park Baseball Field improvements, Prairie/Robertson Rail Trail Bridge and citywide parkland acquisition. 334 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES OPERATIONS AND MAINTENANCE COSTS ASSOCIATED WITH THE CAPITAL IMPROVEMENT PROGRAM 2006-11 PROJECTS UNDER CONSTRUCTION I. Fire Station 7 This facility is being constructed and is expected to open in January 2007. The 15 firefighters needed for this facility are budgeted along with funding for uniforms, equipment and training. 2. Parks The number of parks and acreage continues to increase each year. In September of 2004, there were 32 parks with 1,144 acres. As of September 2006, there are 33 parks with 1,222 acres. To cover the operations and maintenance associated with the addition of 78 acres of parks, the Park Maintenance budget was increased this year to cover the additional acreage. 3. Library Expansion of the South Branch Library will be completed in 2007. Accompanying this expansion is the need for additional library materials to complete the project. Funding for increased utilities and maintenance is also included. 335 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES ADOPTED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT YEAR DIV./DEPT. PROJECT NAME EXISTING AUTHORIZED BONDS UNISSUED 2006/07 Trans FM 1830 (design only) $ - $ 800,000 2006/07 Trans Western Boulevard - 3,640,000 2006/07 Trans Shady Oaks - 2,200,000 2006/07 Trans Citywide Arterials - 1,740,000 2006/07 Trans Residential Streets - 1,505,000 2006/07 Trans Miscellaneous Roadways - 225,000 2006/07 Trans Sidewalk Installations - 294,500 2006/07 Trans Intersection Signalization - 280,000 2006/07 Trans Downtown - Walnut, Pecan, Austin - 900,000 2006/07 Build/Equip Senior Center Improvements - 400,000 2006/07 Parks Soccer Fields - 400,000 2006/07 Parks Denia Park Circulation Trail/Connection - 16,000 2006/07 Parks Evers Park Baseball Field Improvements - 30,500 2006/07 Parks Land Acquisition/Parking Fred Moore - 60,000 2006/07 Parks Prairie/Robertson Rail Trail Bridge - 269,000 2006/07 Parks City Wide Park Land Acquisition - 4,380,000 2006/07 Parks Tree Bank & Open Space - 250,000 2006/07 Build/Equip Public Safety Training Facility - - 2006/07 Build/Equip Multi Modal Station - - 2006/07 Build/Equip Facility Maintenance Program - - 2006/07 Vehicles Vehicle Replacement - - 2006/07 Trans DCTA - ELAP - - TOTAL $ - $ 17,390,000 336 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES ADOPTED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT TOTAL REQUIRED AID TOTAL O&M UNAUTHORIZED CERTIFICATES CITY IN PROJECT for the UNISSUED OBLIGATION FUNDING CONST. COSTS next yr. 800,000 $ - $ 800,000 $ - - - 3,640,000 - 3,640,000 - - - 2,200,000 - 2,200,000 - - - 1,740,000 - 1,740,000 - - - 1,505,000 - 1,505,000 - - - 225,000 - 225,000 - - - 294,500 - 294,500 - - - 280,000 - 280,000 - - - 900,000 - 900,000 - - - 400,000 - 400,000 43,899 - - 400,000 - 400,000 - - - 16,000 - 16,000 - - - 30,500 - 30,500 - - - 60,000 - 60,000 - - - 269,000 - 269,000 4,499 - - 4,380,000 - 4,380,000 98,235 - - 250,000 - 250,000 8,699 - 8,200,000 8,200,000 - 8,200,000 830,000 - 2,500,000 2,500,000 - 2,500,000 DCTA - 500,000 500,000 - 500,000 - - 2,400,000 2,400,000 - 2,400,000 - - - - 1,500,000 1,500,000 - $ - $ 13,600,000 $ 30,990,000 $ 1,500,000 $ 32,490,000 $ 985,332 337 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES ADOPTED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT EXISTING AUTHORIZED YEAR DIV./DEPT. PROJECT NAME BONDS UNISSUED 2007/08 Trans US 377 Widening $ - $ 2,000,000 2007/08 Trans Residential Streets - 2,385,000 2007/08 Trans Miscellaneous Roadways - 225,000 2007/08 Trans Sidewalk Installations - 220,000 2007/08 Trans Intersection Signalization - 290,000 2007/08 Trans Downtown - Walnut, Pecan, Austin - 925,000 2007/08 Build/Equip Senior Center Expansion - 1,305,000 2007/08 Parks Soccer Fields - 1,200,000 2007/08 Parks Denia Park Circulation Trail/Connection - 174,000 2007/08 Parks Mack Park Restrooms/Concessions - 45,000 2007/08 Parks North Lakes Restrooms/Concessions - 25,500 2007/08 Parks Evers Park Baseball Field Improvements - 344,500 2007/08 Parks IOOF Cemetery/Oakwood Fence - 180,000 2007/08 Parks Land Acquisition/Parking Fred Moore - 90,000 2007/08 Parks Goldfield Tennis Center - 21,000 2007/08 Build/Equip Public Safety Radio Antenna - - 2007/08 Build/Equip City Hall East Renovation - - 2007/08 Vehicles Vehicle Replacement - - 2007/08 Trans DCTA - ELAP - - TOTAL $ - $ 9,430,000 EXISTING AUTHORIZED YEAR DIV./DEPT. PROJECT NAME BONDS UNISSUED 2008/09 Trans Residential Streets $ - $ 3,190,000 2008/09 Trans Miscellaneous Roadways - 230,000 2008/09 Trans Sidewalk Installations - 261,500 2008/09 Trans Downtown - Walnut, Pecan, Austin - 975,000 2008/09 Parks Clear Creek Natural Heritage Center - 500,000 2008/09 Parks Mack Park Restrooms/Concessions - 505,000 2008/09 Parks North Lakes Restrooms/Concessions - 299,500 2008/09 Parks Goldfield Tennis Center - 229,000 2008/09 Parks Entry Corridors (Ft. Worth Dr.) - 700,000 2008/09 Trans Airport Western Development - - 2008/09 Vehicles Vehicle Replacement - - 2008/09 Build/Equip Replace Fire Engine 2008/09 Build/Equip Replace Fire Quint - - 2008/09 Build/Equip Facility Maintenance Program - - TOTAL $ - $ 6,890,000 338 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES ADOPTED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT TOTAL REQUIRED AID TOTAL O&M UNAUTHORIZED CERTIFICATES CITY IN PROJECT for the UNISSUED OBLIGATION FUNDING CONST. COSTS next yr. 2,000,000 $ - $ 2,000,000 $ - - - 2,385,000 - 2,385,000 - - - 225,000 - 225,000 - - - 220,000 - 220,000 - - - 290,000 - 290,000 - - - 925,000 - 925,000 51,576 - - 1,305,000 - 1,305,000 - - - 1,200,000 - 1,200,000 152,684 174,000 - 174,000 5,849 - - 45,000 - 45,000 - - - 25,500 - 25,500 - - - 344,500 - 344,500 2,925 - - 180,000 - 180,000 676 - - 90,000 - 90,000 3,219 - - 21,000 - 21,000 - - 2,500,000 2,500,000 - 2,500,000 - - 500,000 500,000 - 500,000 - - 3,200,000 3,200,000 - 3,200,000 - - - - 1,500,000 1,500,000 - $ - $ 6,200,000 $ 15,630,000 $ 1,500,000 $ 17,130,000 $ 216,929 TOTAL REQUIRED AID TOTAL O&M UNAUTHORIZED CERTIFICATES CITY IN PROJECT for the UNISSUED OBLIGATION FUNDING CONST. COSTS next yr. $ 3,190,000 $ - $ 3,190,000 $ - - - 230,000 - 230,000 - - - 261,500 - 261,500 - - - 975,000 - 975,000 - - - 500,000 - 500,000 11,523 - - 505,000 - 505,000 5,619 - - 299,500 - 299,500 3,248 - - 229,000 - 229,000 5,359 - - 700,000 - 700,000 - - 500,000 500,000 - 500,000 - - 2,300,000 2,300,000 - 2,300,000 - 500,000 500,000 - 500,000 - - 800,000 800,000 - 800,000 - - 1,200,000 1,200,000 - 1,200,000 - $ - $ 5,300,000 $ 12,190,000 $ - $ 12,190,000 $ 25,749 339 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES Table of Contents ADOPTED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT YEAR DIV./DEPT. PROJECT NAME 2009/10 Build/Equip Capital Improvement Program 2009/10 Vehicles Vehicle Replacement 2009/10 Build/Equip Facility Maintenance Program 2009/10 Build/Equip Other TOTAL YEAR DIV./DEPT. PROJECT NAME 2010/1 1 Build/Equip Capital Improvement Program 2010/1 1 Vehicles Vehicle Replacement 2010/1 1 Build/Equip Facility Maintenance Program 2010/11 Build/Equip Other TOTAL EXISTING AUTHORIZED BONDS UNISSUED EXISTING AUTHORIZED BONDS UNISSUED The voter approved 2005 five-year bond program will be completed in the 2008-09 fiscal year. Upon completion of the 2005 bond program, it is anticipated that a citizen committee will be appointed to recommend a new five-year bond program. The information provided for years 2009-10 and 2010-11 of the CIP are estimates at this time. Specific project detail will be provided by the citizen bond committee once appointed. 340 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OFSERVICES ADOPTED FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM GENERAL GOVERNMENT TOTAL REQUIRED AID TOTAL O&M UNAUTHORIZED CERTIFICATES CITY IN PROJECT for the UNISSUED OBLIGATION FUNDING CONST. COSTS next yr. $ 5,000,000 $ - 5,000,000 $ - 5,000,000 $ - - 2,200,000 2,200,000 - 2,200,000 - 2,350,000 2,350,000 - 2,350,000 - - 650,000 650,000 - 650,000 - $ 5,000,000 $ 5,200,000 $ 10,200,000 $ - $ 10,200,000 $ - TOTAL REQUIRED AID TOTAL O&M UNAUTHORIZED CERTIFICATES CITY IN PROJECT for the UNISSUED OBLIGATION FUNDING CONST. COSTS next yr. $ 5,000,000 $ - 5,000,000 $ - 5,000,000 $ - - 3,700,000 3,700,000 - 3,700,000 - 2,350,000 2,350,000 - 2,350,000 - - 650,000 650,000 - 650,000 - $ 5,000,000 $ 6,700,000 $ 11,700,000 $ - $ 11,700,000 $ - 341 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES EXECUTIVE SUMMARY UTILITIES CAPITAL IMPROVEMENT PROGRAM 2006-11 CAPITAL IMPROVEMENT PROGRAM (CIP) SUMMARY The fiscal year 2006-11 Utilities department CIP totals $238.197 million as compared to $207.333 million in the 20056-10 CIP. The 2006-1 1 CIP reflects an increase in the Electric, Water, and Wastewater CIP's and a decrease Solid Waste CIP as compared to the 2006-10 CIP. A comparison of the 2006-11 and 2005-10 CIP, by department, is shown below: FY 2006-11 FY 2005-10 Electric $ 102.457 million $ 88.512 million Water 71.285 million 60.687 million Wastewater 53.601 million 46.964 million Solid Waste 10.854 million 11.170 million Utilities - Total $238.197 million $207.333 million The increase in Electric is the result of continued system expansion and improvements due to growth within the service area. Water's CIP is proposed to increase overall for FY 2006-11 by $10.598 million. Distribution system upgrades have increased the overall Water CIP by $9.071 million, state highway relocations by $2.664 million, distribution system upgrades by $9.071 million, and ongoing line replacements due to deteriorating or undersized water lines by $1.917 million. The Water CIP has been reduced by $3.167 million for completed projects. The Wastewater CIP has increased by $6.637 million. Wastewater line replacements have increased by $6.624 million, plant improvements by $2.013 million, collection systems upgrades have increased by $6.746 million and state highway relocations by $561,000 million. Project priority has changed, however, by postponing the $6.050 for a new plant beyond the 5-year CIP window. The wastewater CIP has been reduced by $3.486 completed projects. The Drainage CIP, though a component of wastewater, continues to budget an average of $1.5 million per year for CIP projects. The $315,500 decrease in Solid Waste is driven by reduced landfill cell development cost of $1.720 million and increases of $1.100 for landfill equipment and recycling increases of $324,500 of the five-year proposed CIP. MAJOR PROGRAMS/PROJECTS — 2006-11 Capital Improvement Program (CIP) 1. Electric System The 2006-11 CIP funds ongoing upgrades to the electric system infrastructure, including improvements to substations and the transmission and distribution systems. 2. Booster Pump Stations The CIP includes $2.4 million for the construction of a new booster pump stations. The new booster pump station will provide expanded service to the northwest portion of Denton. The CIP includes $291,000 included in FY 2008 for design and $ 2.1 million included in FY 2009 for construction. 3. Water Regulatory Disinfection Modification The CIP includes $11.8 million to install improved disinfection system facilities at the Lake Lewisville water treatment plant. Completion is scheduled for 2007. This project addresses 342 "Dedicated to Quality Service" CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents UTILITIES EXECUTIVE SUMMARY (continued) expected Environmental Protection Agency (EPA) rules affecting disinfection process and disinfection by-product levels. Funding levels may change if the regulatory requirements change. 4. Elevated Storage Tanks The five-year CIP includes $4.4 million for two new elevated storage tanks. A 2.5 million - gallon elevated storage tank is planned for the middle pressure plane in southwest Denton at a project cost of $2.6 million, and a 1.0 million -gallon elevated storage tank for the southwest pressure plane near Robson Ranch is scheduled for construction in 2008 at a cost of $1.14 million. Repainting of the 2-MG McKenna Park Tank standpipe is scheduled for 2007 at a cost of $420,000. 5. Water Distribution System Upgrade The CIP includes $29.4 million for the replacement and addition of water transmission and distribution lines, replacement of deteriorating and undersized waterlines account for $9.3 million of the $29.4 million. Many of the new transmission mains, related to improved and growth related service, will serve as the main feeders from Lake Ray Roberts Water Treatment Plant for the western and southern parts of the city. Estimated costs for improved and growth related service amount to $20 million. 6. Collection System Upgrades The CIP includes $17.3 million for new interceptor and growth related water reclamation improvements. Of the $17.3 million, $3 million is included for the Clear Creek/Milam Creek, $6 for the Hickory Creek Basin, $6.2 million for the Graveyard Branch Lift Station, $1.5 million for line oversized participation at the Enclave at Lakeview Ranch, $4.2 million, $1.5 for the four phases of the Pecan Creek Interceptor and $1 million for the State School Interceptor. Another new plant in the Hickory Creek basin is scheduled for final design in FY 2007 and construction in FY 2008 at a cost of $6.1 million. 7. Wastewater Infiltration/Inflow Projects Funding of $1.1 million is included for various repair, improvement, and upgrade projects to support the infiltration/inflow (1/1) program. These funds are dedicated to continue to maintain the structural integrity and flow capacity of the collection system. 8. State Highway Relocations The Water and Wastewater CIPs include $23.6 million to relocate water and sewer lines along Texas Department of Transportation -related highway expansion projects in 2007 to 2011. Water line relocation costs account for $14,2 million, while wastewater line relocation costs total $9.3 million. 9. Drainage Projects The Wastewater portion of the CIP includes $8 million for various drainage projects. Included in the CIP are a number of projects related to improving existing drainage channels and building detention ponds. 10. Solid Waste Landfill Construction Development of new landfill cell 3B, landfill and transfer improvements, and bioreactor project are scheduled in the CIP at an estimated cost of $6.39 million. Engineering design and excavation of Phase 3B will begin in 2010 at a cost of $850,000. 343 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES UTILITIES EXECUTIVE SUMMARY (continued) 11. Methane Collection Facility A methane collection facility is scheduled for engineering and design in 2007, with construction in 2008, totaling $430,000. The methane gas will be collected from the Denton landfill for use as an energy source. 12. Solid Waste Container Improvements/Upgrades The five-year CIP contains $2.1 million to replace and add the necessary containers to support continued city growth for residential, commercial, and recycling collections. 13. Recycling The 2007 CIP includes $350,000 for the construction of a baler building and associated equipment. 14. Capital Construction Reserves The five-year CIP includes $4.6 million per year in capital construction contingency reserves in Electric, Water, Wastewater, and Solid Waste. These reserves will only be used to address unforeseen capital requirements, and the financial plan is to replace any contingency funds used with net income earned each year. 344 "Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 345 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES ADOPTED 2006-11 CAPITAL IMPROVEMENT PROGRAM ELECTRIC UTILITY CASH REQUIREMENTS GROUP ASSIGNMENT NUMBERS * CATEGORY 2006-07 1 Automated Meter Reading $ 212,983 3 Building Construction 40,000 4 Capital Construction Reserve 500,000 7 Communications Equipment 1,21 1,481 8 Contingency 300,000 13 Distribution Substations 2,332,684 14 Distribution Transformers 1,124,428 19 Feeder Extensions & Improvements 5,300,279 23 Meters 441,252 24 Miscellaneous 105,600 25 New Residential & Commercial 3,481,037 27 Office Furniture/Computer/Equipment 147,000 28 Over -to -Under Conversions 364,044 32 Power Factor Improvement 61,241 40 Street Lighting 210,186 43 Tools & Equipment 65,500 45 Transmission Lines 6,395,308 46 Transmission Substation 4,380,461 TOTAL $ 26,673,484 Aid in Construction $ 1,301,000 Utility Bonds ** 24,429,684 Revenue 942,800 Grand Total $ 26,673,484 *GROUP ASSIGNMENT (GA) NUMBERS are used for identification of CIP Projects by major category of expense. ** Includes existing bond funds plus anticipated issuance of additional debt. 346 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES ADOPTED 2006-11 CAPITAL IMPROVEMENT PROGRAM ELECTRIC UTILITY CASH REQUIREMENTS 2007-08 2008-09 2009-10 2010-11 TOTAL $ 207,000 $ 209,000 $ 211,000 $ 213,000 $ 1,052,983 50,000 - - - 90,000 500,000 500,000 500,000 500,000 2,500,000 925,000 460,000 205,000 205,000 3,006,481 300,000 300,000 300,000 300,000 1,500,000 620,000 935,000 40,000 3,435,000 7,362,684 1,223,897 1,208,363 1,217,295 1,253,813 6,027,796 4,929,158 4,935,398 4,820,982 4,347,424 24,333,241 581,711 536,338 562,779 590,392 2,712,472 5,400 5,500 5,500 5,600 127,600 3,51 1,654 3,617,003 3,725,513 3,837,276 18,172,483 425,000 - - - 572,000 356,852 358,366 359,998 360,063 1,799,323 60,000 60,000 60,000 60,000 301,241 198,035 197,233 196,485 194,943 996,882 60,000 60,000 60,000 60,000 305,500 2,705,000 4,360,000 6,400,000 1,500,000 21,360,308 2,420,000 1,355,000 - 2,080,000 10,235,461 $ 19,078,707 $ 19,097,201 $ 18,664,552 $ 18,942,511 $ 102,456,455 $ 749,050 $ 1,301,000 $ 1,301,000 $ 1,301,000 $ 5,953,050 17,464,257 16,853,401 16,420,752 16,698,711 91,866,805 865,400 942,800 942,800 942,800 4,636,600 $ 19,078,707 $ 19,097,201 $ 18,664,552 $ 18,942,511 $ 102,456,455 347 'Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADOPTED 2006-11 CAPITAL IMPROVEMENT PROGRAM WATER UTILITY CASH REQUIREMENTS GROUP ASSIGNMENT NUMBERS * CATEGORY 2006-07 2 Booster Station $ - 4 Capital Construction Reserve 250,000 7 Communications Equipment - 10 Development Plan Water Lines 250,000 12 Distribution System Upgrade 9,192,085 17 Elevated Storage 3,070,000 20 Field Services Replacement 1,649,163 24 Miscellaneous 25,000 29 Oversize Lines 370,000 35 Regulatory Disinfection Modifications 11,800,000 38 State Highway Relocations 5,864,352 42 Taps, Fire Hydrants, Meters 823,007 43 Tools & Equipment 35,000 48 Plant Improvements 80,000 TOTAL $ 33,408,607 Utility Bonds ** $ 22,108,437 Revenue 11,033,419 Aid In Construction 266,751 Grand Total $ 33,408,607 *GROUP ASSIGNMENT (GA) NUMBERS are used for identification of CIP Projects by major category of expense. ** Includes existing bond funds plus anticipated issuance of additional debt. 348 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES ADOPTED 2006-11 CAPITAL IMPROVEMENT PROGRAM WATER UTILITY CASH REQUIREMENTS 2007-08 2008-09 2009-10 2010-11 TOTAL $ 291,000 $ 2,107,800 $ - $ - $ 2,398,800 250,000 250,000 250,000 250,000 1,250,000 35,000 35,000 - - 70,000 250,000 250,000 250,000 250,000 1,250,000 1,651,932 2,432,306 6,769,000 - 20,045,323 1,1 15,000 - - - 4,185,000 1,775,107 1,888,501 1,935,617 2,096,501 9,344,889 40,000 40,000 25,000 25,000 155,000 200,000 200,000 200,000 200,000 1,170,000 - - - - 11,800,000 2,198,810 6,185,000 - - 14,248,162 866,657 911,240 981,802 1,090,482 4,673,188 10,000 10,000 20,000 25,000 100,000 145,000 220,000 150,000 - 595,000 $ 8,828,506 $ 14,529,847 $ 10,581,419 $ 3,936,983 $ 71,285,362 $ 5,293,742 $ 10,888,106 $ 7,079,000 $ 200,000 $ 45,569,285 3,254,676 3,347,649 3,193,623 3,381,620 24,210,987 280,088 294,092 308,796 355,363 1,505,090 $ 8,828,506 $ 14,529,847 $ 10,581,419 $ 3,936,983 $ 71,285,362 349 'Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADOPTED 2006-11 CAPITAL IMPROVEMENT PROGRAM WASTEWATER UTILITY CASH REQUIREMENTS GROUP ASSIGNMENT NUMBERS * CATEGORY 2006-07 4 Capital Construction Reserve 5 Collection System Upgrade 10 Development Plan Sewer Lines 16 Drainage Improvements 20 Field Services Replacement 21 Infiltration/Inflow 22 Liftstation Improvements 24 Miscellaneous 29 Oversize Lines 36 Replace Lines 38 State Highway Relocations 42 Taps, Fire Hydrants, Meters 43 Tools & Equipment 47 Wastewater Effluent Reuse 48 Plant Improvements 49 New Water Reclamation Plant TOTAL Utility Bonds ** Revenue Aid in Construction Grand Total *GROUP ASSIGNMENT (GA) NUMBERS are used for identification of CIP Projects by major category of expense. ** Includes existing bond funds plus anticipated issuance of additional debt. 250,000 379,199 250,000 2,764,000 416,000 204,675 500,000 200,000 373,190 3,735,145 88,900 77,000 200,000 502,500 $ 9,940,609 $ 7,943,344 1,908,365 88,900 $ 9,940,609 350 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES ADOPTED 2006-11 CAPITAL IMPROVEMENT PROGRAM WASTEWATER UTILITY CASH REQUIREMENTS 2007-08 2008-09 2009-10 2010-11 TOTAL $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,250,000 2,413,537 3,406,200 2,992,300 8,093,931 17,285,167 250,000 250,000 250,000 250,000 1,250,000 2,240,000 1,120,000 1,001,500 843,750 7,969,250 - - - - 416,000 206,105 207,432 214,700 221,141 1,054,053 85,000 285,000 50,000 257,500 1,177,500 200,000 200,000 200,000 200,000 1,000,000 682,633 2,392,419 2,200,139 2,894,414 8,542,795 2,1 12,360 3,427,000 - - 9,274,505 91,565 94,300 99,100 102,073 475,938 49,000 35,000 53,600 53,000 267,600 200,000 200,000 200,000 200,000 1,000,000 1,077,500 269,500 663,000 126,000 2,638,500 $ 9,857,700 $ 12,136,851 $ 8,174,339 $ 13,491,809 $ 53,601,308 $ 7,930,897 $ 8,693,200 $ 4,883,800 $ 9,552,681 $ 39,003,922 1,835,238 3,349,351 3,191,439 3,837,055 14,121,448 91,565 94,300 99,100 102,073 475,938 $ 9,857,700 $ 12,136,851 $ 8,174,339 $ 13,491,809 $ 53,601,308 351 'Dedicated to Quality Service" CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES Table of Contents ADOPTED 2006-11 CAPITAL IMPROVEMENT PROGRAM SOLID WASTE UTILITY CASH REQUIREMENTS GROUP ASSIGNMENT NUMBERS * CATEGORY 2006-07 6 Commercial Collection 11 Disposal/Landfill 24 Miscellaneous 34 Recycling 37 Residential Collection 43 Tools & Equipment TOTAL Utility Bonds Revenue Aid in Construction Grand Total *GROUP ASSIGNMENT (GA) NUMBERS are used for identification of CIP Projects by major category of expense. ** Includes existing bond funds plus anticipated issuance of additional debt. $ 130,000 1,430,000 325,000 522,500 130,000 800,000 $ 3,337,500 $ 2,791,500 546,000 $ 3,337,500 352 "Dedicated to Quality Service" Table of Contents CITY OF DENTON, TEXAS ANNUAL PROGRAM OF SERVICES ADOPTED 2006-11 CAPITAL IMPROVEMENT PROGRAM SOLID WASTE UTILITY CASH REQUIREMENTS 2007-08 2008-09 2009-10 2010-11 TOTAL $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 650,000 1,840,000 1,070,000 1,770,000 620,000 6,730,000 - - - - 325,000 206,500 186,500 190,500 193,000 1,299,000 130,000 130,000 130,000 130,000 650,000 100,000 100,000 100,000 100,000 1,200,000 $ 2,406,500 $ 1,616,500 $ 2,320,500 $ 1,173,000 $ 10,854,000 $ 1,881,500 $ 1,1 1 1,500 $ 1,761,500 $ 710,000 $ 8,256,000 525,000 505,000 559,000 463,000 2,598,000 $ 2,406,500 $ 1,616,500 $ 2,320,500 $ 1,173,000 $ 10,854,000 353 'Dedicated to Quality Service" Table of Contents CITYOFDENTON, TEXAS ANNUAL PROGRAM OF SERVICES mm1F E X Akk S 354 "Dedicated to Quality Service"