2016-2017 City Budget by City of Mansfield, Texas

MANSFIELD â&#x20AC;¢tlH s City of Mansfield, Texas Annual Operating Budget For Fiscal Year October 1, 2016 - September 30, 2017

Program of Services For Fiscal Year October 1, 2016 - September 30, 2017 As Adopted by the Mansfield City Council

Building Momentum

CITY OF MANSFIELD, TEXAS ANNUAL OPERATING BUDGET FOR FISCAL YEAR 2016-2017

The 2016-2017 Budget will raise more revenue from property taxes than last year’s budget by an amount of $3,626,084 which is a 6.49% increase over last year’s budget. The property tax revenue to be raised from new property added to the tax roll is $1,163,798. The amounts above are based on the City’s approved Fiscal Year 2016-2017 tax rate of $0.7100 per $100 of assessed valuation, which is the same tax rate as Fiscal Year 2015-2016.

City Council Record Vote The members of the governing body voted on the adoption of the 2016-2017 Budget as follows: FOR: Mayor David Cook, Council Members Stephen Lindsey, Darryl Haynes, Wendy Burgess, Brent Newsom and Cory Hoffman AGAINST: None PRESENT AND NOT VOTING: None ABSENT: Mayor Pro-Tem Larry Broseh

TAX RATE Property Tax Rate Effective Tax Rate Effective M & O Rate Rollback Rate Debt Rate

ADOPTED BUDGET 2015-2016 0.710000 0.720352 0.474735 0.754388 0.241675

ADOPTED BUDGET 2016-2017 0.710000 0.666731 0.436873 0.711045 0.239223

The total amount of municipal debt obligations owed by the City of Mansfield as of 9/30/2016 is $153,675,365, including principal and interest.

TABLE OF CONTENTS (Click on a page number to go directly to that page.)

INTRODUCTION How to Read This Document ................................................................................................... 5 Organization Chart ................................................................................................................... 6 Mansfield at a Glance ......................................................................................................... 7-11 Distinguished Budget Award ................................................................................................. 12 Credits .................................................................................................................................... 13 BUDGET MESSAGE Budget Message ................................................................................................................ 15-28 Fund/Department Matrix ....................................................................................................... 20 Summary of Full-Time Equivalent Positions.................................................................... 29-32 Budget Phases ........................................................................................................................ 34 Budget Calendar................................................................................................................ 35-36 Budget Process ................................................................................................................. 37-40 Basis of Budgeting ............................................................................................................ 41-44 Financial Policies .............................................................................................................. 44-48 LONG-TERM FINANCIAL PLAN City of Mansfield Strategic Plan ....................................................................................... 49-75 Assumptions...................................................................................................................... 66-70 Summary of Projects ......................................................................................................... 71-75 MAJOR REVENUES ......................................................................................................... 77-86 GOALS AND OBJECTIVES Goals and Objectives Statement ............................................................................................ 87 Annual Service Program Goals & Objectives................................................................... 88-94 BUDGET SUMMARY Business Matrix ..................................................................................................................... 95 Combined Budget Summary .................................................................................................. 96 General Fund Summaries and Revenue Sources ............................................................ 97-103 Utility Fund Summaries and Schedules ........................................................................ 104-108 Law Enforcement Center Summaries and Schedules ................................................... 109-110 Environmental Services Fund Summaries .................................................................... 111-112 Special Revenue Fund Summaries ................................................................................ 113-118 Capital Projects Funds: Parks, Streets, Utility, Building, Equipment ........................... 119-123 DEBT SERVICE FUNDS Definition of Debt Service Fund .......................................................................................... 125 Debt Policy.................................................................................................................... 126-131 General Obligation Debt Summaries ................................................................................... 132 Water & Sewer Debt Summaries ......................................................................................... 133 MPFDC Debt Service Summaries ....................................................................................... 134 MEDC Debt Service Summaries ......................................................................................... 135 Environmental Services Debt Summaries............................................................................ 136

GENERAL FUND Definition of General Fund ................................................................................................ 137 General Government Division ..................................................................................... 138-149 Business Services Division.......................................................................................... 150-167 Police Division ............................................................................................................ 168-194 Fire Division ................................................................................................................ 195-205 Planning Division ........................................................................................................ 206-212 Development Services Division .................................................................................. 213-222 Community Services Division..................................................................................... 223-238 Public Works Division ................................................................................................ 239-247 ENTERPRISE FUNDS Definition of Enterprise Fund ............................................................................................. 249 Environmental Services Fund...................................................................................... 250-252 Water & Sewer Fund (Utility Services Division)........................................................ 253-264 Law Enforcement Center Fund ................................................................................... 265-278 SPECIAL REVENUE FUNDS Definition of Special Revenue Fund .................................................................................. 279 Hotel/Motel Tax Fund ................................................................................................. 280-283 Mansfield Park Facilities Development Corporation Fund ......................................... 284-288 Mansfield Economic Development Corporation Fund ................................................ 289-291 Tree Mitigation Fund……………………………………………………………………..292 CAPITAL PROJECTS FUNDS Definition and Phases of Capital Projects Fund .......................................................... 293-295 Summary of Capital Projects Funds ................................................................................... 296 Street Construction Fund ............................................................................................. 297-298 Utility Construction Fund ............................................................................................ 299-300 Building Construction Fund ....................................................................................... 300-301 Parks Construction Fund ............................................................................................. 302-303 Equipment Replacement Fund ........................................................................................... 304 Mansfield Economic Development Fund ........................................................................... 305 ATTACHMENTS Historical Analysis ............................................................................................................. 307 Top Employers ................................................................................................................... 308 Acronyms ........................................................................................................................... 309 Budget Glossary .......................................................................................................... 310-318 Computation of Legal Debt Margin ................................................................................... 319 Property Tax Rate Schedule ........................................................................................ 319-320 Tax Rate Ordinance ..................................................................................................... 321-322 Budget Ordinance ........................................................................................................ 323-325

HOW TO READ THIS DOCUMENT You are holding the published City of Mansfield Budget for the fiscal year beginning October 1, 2016 and ending September 30, 2017. This document has been prepared to help you, the reader, learn of the issues affecting the Mansfield community. Many people believe a City budget is only a financial plan. Although you can learn much of the City’s financial portfolio, the 2016-2017 Budget Document has been designed to serve other functions as well. The budget is a policy document as it presents major policies that guide how the City is managed. The budget also is an operational guide that gives the public, elected officials and City Staff information pertaining to the production and performance of individual departments. The budget is drafted as a communication device: information is conveyed verbally and visually in a way that should be easy to understand, even by those unfamiliar with the City of Mansfield.

THE BUDGET FORMAT The Budget Document is divided into four major sections: Introductory, Financial/Operational, Budget Summary and Attachments. The introductory section contains the City Manager’s letter addressed to City Council, which explains the major issues and policies that affected the development of the FY2016-2017 budget. This section also describes the City’s goals, a synopsis of the City’s major projects and the City’s overall organizational structure. The Financial/Operational section describes various aspects of the City’s organizational structure as well as fund and department group information. The City of Mansfield uses the fund method of accounting. A fund is a unit that tracks the application of public resources. For example, the Utility Fund is established to keep track of revenues and expenses within the Utility Division. Most interest is in the General Fund which includes City operations: General Government, Business Services, Police, Fire, Planning, Development Services, Public Works and Parks/Community Services. Financial statements are provided for each fund. The financial statement shows the beginning balances, revenues, expenditures, and ending balances for the year. Accompanying the statements are narratives and illustrations that describe the major aspects of a particular fund. There may be one or more departments that comprise each fund. Each department is presented with a mission statement, a brief synopsis of the key departmental increases or decreases, a listing of the unit’s accomplishments for the previous fiscal year and operational objectives for the 2016-2017 fiscal year. Selected performance measures for each department are presented. The funding and staffing for each department are summarized for a number of years. The Budget Summary section provides details on individual funds including Enterprise Funds and Capital Improvement Funds. Finally, various attachments are presented towards the back of the document that include adopted budget and tax rate ordinances, major companies, historical analysis of the tax rate, acronyms and a Glossary of Terms. Please contact the City’s Business Services Division for questions related to the 2016-2017 Budget Document at 817-276-4262.

Citizens of Mansfield

Mayor and City Council

City Manager

Deputy City Manager

Finance Accounting Budget Purchasing Information Technology Sanitation Tax Collection

Parks and Recreation Cultural Arts Library and Museum Communications and Marketing Human Resources City Secretaryâ&#x20AC;&#x2122;s Office

Water and Sewer Utilities Development Services Planning Public Works Environmental Services

MEDC

MPFDC

Legal Department

Police Division

Fire Division

MANSFIELD AT A GLANCE COMMUNITY PROFILE The City of Mansfield is located in the southeastern portion of Tarrant County strategically located 25 miles from Dallas and 20 miles from Fort Worth. Some areas of the City extend into Johnson and Ellis Counties. Mansfield is bound by the cities of Arlington on the north, Grand Prairie on the east and Fort Worth on the west. The City enjoys a strategic location connected by U. S. Highway 287 that runs north and south through the City, and State Highway 360 that provides a direct connection between Arlington, Grand Prairie and the Dallas/Fort Worth International Airport. The City of Mansfield is located approximately 30 minutes from the 4th busiest airport in the country: the Dallas/Fort Worth International Airport. The Trinity Railway System located in Arlington and Grand Prairie provides mass transit availability to the citizens of Mansfield to both Dallas and Fort Worth. Railroad Freight Service is provided by the Union Pacific Railroad. The City of Mansfield’s population is estimated to approach 68,786 for fiscal year 2016/2017. In addition, the estimated population within a 15 mile radius of the City is estimated to be 1,103,678 based on figures from the North Central Council of Governments. Mansfield has approximately 36.69 square miles, of which over 40% remains undeveloped. The typical Mansfield household earns an income of approximately $111,177 and has an average home value of approximately $209,094. The City of Mansfield is considered one of the fastest growing cities in Tarrant County as estimated by the North Central Council of Governments. Money Magazine recognized the City of Mansfield as a top place to live in 2007, 2009, 2011 and 2014, and NerdWallet included Mansfield on its list of America’s Best Small Cities for Families in 2016. The Mansfield economy is supported by major retail developments including Home Depot, Wal-Mart, Lowe’s, Kohl’s, Kroger Marketplace and Target Super Center. Existing industrial businesses including Klein Tools, Solvay Polymers, Pier 1 Imports and Mouser Electronics, continue to contribute to the City’s tax base. The Mansfield Economic Development Corporation, which supports existing and new business through the ½ cent sales tax adopted in 1997, enhances the City of Mansfield’s economic development program. The City is served by the Mansfield Independent School District, one of the highest-rated school districts in the Dallas/Fort Worth metropolitan area by the Texas Education Agency. The City currently has five high schools (Grades 9-12), one high school (Grades 11-12), one Alternative Education Center, one Career and Technology Academy, six middle schools (Grades 7-8), six intermediate schools (Grades 5-6) and 23 elementary schools (Grades K-4). Enrollment for the 2016-2017 schoolyear is estimated to approach 33,809 students. Higher Education opportunities include several major colleges and universities: Southern Methodist University, Texas Christian University, University of North Texas, The University of Texas at Arlington, The University of Texas at Dallas, Texas Women’s University, Dallas Baptist University, University of Dallas, Baylor University and the Tarrant and Dallas Community College Districts. Medical Services are provided by local hospitals including Mansfield Methodist Medical Center, Arlington Memorial Hospital, Columbia Medical Center-Arlington, Huguley Hospital, Harris Hospital and John Peter Smith County Hospital.

Recreation and Culture are a major part of the Cityâ&#x20AC;&#x2122;s attraction, including Joe Pool Lake which is approximately 10 minutes from the City, Cedar Hill State Park consisting of 2,000 acres, the Mansfield National Golf Club and Walnut Creek Country Club. Citizens enjoy a state-recognized parks system that includes over 800 acres of community parks, trails and athletic fields. In 2001, the City opened the Mansfield Activities Center to provide recreational activities for children, adults and senior citizens. In 2001, the City also opened a new 17,000 square foot library with state-of-the-art library services. In 2009, Mansfield adopted the Parks, Recreation, Open Space, and Trails Master Plan. The Main Street Theatre, Arts Program and the Mansfield Historical Society provide cultural opportunities for the citizens of Mansfield. Local recreation venues include Big League Dreams Sports Park, Hawaiian Falls Water Park and the scheduled openings of Fieldhouse USA in late 2016 (an indoor basketball/volleyball facility with space for hosting special events) and the Dallas Stars Center recreational ice rink in late 2017.

KEY DEMOGRAPHICS

Fiscal Year 1980 1990 2000 2010 2011 2012 2013 2014 2015 2016 2017

City or County Mansfield Arlington Ft. Worth Tarrant County Dallas County

Annual Population 8,102 15,549 28,031 56,368 56,850 57,494 58,217 59,230 62,246 63,248 68,786

1980 Census 8,102 160,113 385,164 860,880 1,556,419

Median Age 29.5 35 33.15 32.3 32.3 32.3 32.3 32.3 32.3 35.5 35.2

1990 Census 15,615 261,717 447,619 1,170,103 1,852,810

Household Income 36,406 40,700 42,154 82,037 82,037 82,037 91,618 91,959 97,391 98,943 111,177

2000 Census 28,031 332,969 534,694 1,446,219 2,218,899

School Unemployment Enrollment Rate 3,866 5.0% 7,600 4.9% 13,418 2.6% 31,010 8.5% 32,177 8.5% 32,577 8.3% 32,732 7.2% 32,778 5.4% 33,394 5.1% 33,809 4.0% 33,809 3.9%

2010 Census 56,368 365,438 741,206 1,809,034 2,638,139

2016 Estimated 68,786 388,125 812,238 1,982,498 2,553,385

Percent Change 18.1% 5.8% 8.7% 8.7% -3.3%

*Percent change from 2010 Census

Population School Enrollment 80,000 60,000 40,000 20,000 0 2000

2012

2013

2014

2015

2016

2017

Demographic Information Based On the 2010 Census 9

POPULATION City of Mansfield Tarrant County

68,786 1,982,498

AGE 0-17 18-24 25-34 35-44 45-54 55-64 65+

28.3% 10.5% 10.9% 14.8% 16.0% 10.9% 8.6%

SEX Male Female

49% 51%

RACE White Black Hispanic or Latin Other

69% 18% 8% 5%

HOUSING UNITS Residential Units Average Home Value

TOP TAXPAYERS Mouser Electronic Mid-America Apartments, LP Advenir@Mansfield L.L.C. Mansfield KDC Oncor Electric Delivery Co.

18,755 $209,094

LAND AREA 36.69 Square Miles

HOUSEHOLD INCOME Less than $14,999 $15,000-$24,999 $25,000-$34,999 $35,000-$49,999 $50,000-$74,999 $75,000-$99,999 $100,000 Plus

$111,177 5% 5% 5% 9% 16% 12% 48%

OCCUPATION Professional Managerial Technician Sales Teacher Manufacturing Labor Clerical Agriculture Other

28% 17% 8% 11% 10% 9% 4% 3% 1% 9%

SCHOOL YEARS COMPLETED High School Graduates Some College-No Degree Bachelor Degree or Higher

28% 33% 40%

Wal-Mart Real Estate Business Trust T Villas Di Lucca Texas Advenir@Walnut Creek L.L.C. Klein Tools, Inc. SIR Mansfield Landing L.L.C.

Demographic Information Based On the 2010 Census and The Retail Coach January 2016.

New Construction $180,000,000 Commercial $160,000,000

Residential

$140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 2009

2010

2011

2012

2013

2014

2015

Budget Budget 2016 2017

Taxable Valuation 6,000,000,000

5,000,000,000 4,000,000,000 3,000,000,000 2,000,000,000 1,000,000,000 0 2011

2012

2013

2014

2015

2016

2017

GFOA DISTINGUISHED BUDGET AWARD The Government Finance Officers Association of the United States and Canada (GFOA) promulgates certain procedures and standards that are accepted as authoritative guidelines for governmental budget reporting. GFOA awards the â&#x20AC;&#x153;Distinguished Budget Presentation Awardâ&#x20AC;? to those governmental entities whose annual budget conforms to the GFOA requirements. The Government Finance Officers Association (GFOA) presented an Award for Distinguished Budget Presentation to the City of Mansfield, Texas for its annual budget for the fiscal year beginning October 1, 2015 and ending September 30, 2016. This represents the 31st year the City has received this award. The budget for FY 2016-2017 will be submitted to the GFOA for review.

Credits This document has been compiled according to generally accepted budgeting and accounting guidelines and practices. As presented, this budget represents a comprehensive, in-depth review and plan for all expenditures and services offered by the City of Mansfield, Texas. Although much credit is due to all City division and department directors for many hours of staff time devoted to the preparation of this document, several deserve special credit and recognition for their assistance in the development and quality of this document.

Clayton Chandler Peter Phillis Troy Lestina Gary Cardinale Jennifer Goldthwaite Shelly Lanners Bart VanAmburgh Felix Wong Joe Smolinski Bill Lane

City Manager Deputy City Manager Assistant Business Services Director Budget & Purchasing Budget & Purchasing Deputy City Manager Director of Public Works Director of Planning Deputy City Manager In-house City Attorney

September 8, 2016 To the Honorable Mayor and Members of the City Council: The Administration is pleased to present to you the City of Mansfield’s Operating and Capital Improvement Programs for Fiscal Year 2016-2017. This document is a comprehensive, in-depth and easy to read text that provides the foundation and footing for the entire organization’s fiscal activities during the next year. The Budget Document reflects current industry trends using performance measurement data and expanded illustrations to enhance the overall readability of the document.  It represents a statement of the City’s Fiscal Policies.  It represents a statement of the City’s Service Policies.  It accommodates the City’s revised Strategic Plan.  It communicates priorities of the citizens, Council, and Management for Fiscal Year 2016-2017 and the future. The accompanying statements and analysis tell a great story about the strength of our economy and the dividends that each citizen is receiving as a result of good planning and good management of fiscal resources. It is a story that has been told many times to the rating services, to prospective industries, and other agencies. By nature, the Budget Message contains forward-looking projections. An examination of past projections and estimates add credibility to what is presented. The City of Mansfield is committed to conservative budgeting practices, including utilizing one time revenues for one time expenditures, developing new revenue sources, adding staff as needed in public safety, and managing operational costs while maintaining current service levels. We have grown revenue, improved debt ratios, increased financial reserves, expanded the tax base, built the local economy, realized higher per capita incomes and maintained the current tax rate of .71 cents. Our outlook for long term growth is positive, and we remain cautious based on the current economic environment. We continue to budget both revenues and expenditures conservatively but with anticipated projected increases in new retail, residential and commercial construction. City Council, working with staff, is committed to quality development. This has only been accomplished through the committed efforts of many individuals making tough business decisions to ensure that our goals to create value are maintained. More specifically, the City Council has been aggressive in establishing impact fees or development fees that require new development to pay for its share of new improvements and services. Tough decisions requiring minimum standards in the zoning of properties and types of construction have created values that have benefited not only the City, but also the Mansfield Independent School District. Economic development efforts have resulted in several new commercial and industrial developments including Klein Tools, Kroger Marketplace, Villas Di Luca and many other projects currently in progress. New public/private partnerships including the Fieldhouse project and Dallas Stars Center project continue to add quality recreation venues to our parks and recreation system. Simply put, the efforts of the City Council, the Planning and Zoning Commission, the Mansfield Economic Development Corporation, the Mansfield Park Facilities Development Corporation and all other boards and commissions have assisted the entire management team in building quality and value. Quality builders are attracted to this community, its services and its school system. Commercial and retail developers are keenly interested in the City’s progressive development policies.

The budget that accompanies the service program maintains this focus and priority of recognizing that growth must produce value and quality. Public Input The City conducted two public hearings on August 22 and August 29, 2016. Citizen input was heard during the allocation of the Hotel/Motel revenues. The City Council allocated approximately $713,300 in total funds to promote tourism, historical preservation and the arts. Citizens and members of individual groups seeking funding petitioned the City Council. The budget and tax rate were adopted unanimously by City Council as presented by the City Manager. The City Manager presented a detailed list of priorities including staffing, equipment and infrastructure needs during the public hearings. On September 8, 2016 the City Council of Mansfield, Texas adopted the Annual Service Program for Fiscal Year 2016-2017. Management Strategies Management monitors all development activity within the City during the year to manage the resources of the City. The economic climate in the City of Mansfield continues to prosper along with the improving economies of the state and nation. Well-timed infrastructure improvements, stringent development standards and aggressive economic development strategies have created additional opportunities for commercial and retail expansions. The residential market continues to add new development throughout the City. 2016-2017 Budget Highlights  The City Council maintained the tax rate of $0.71 per $100 of valuation.  The City will improve programs in Public Safety, Streets, Community Services and Code Compliance.  The City will provide a 3% salary adjustment for all employees to remain competitive within the market place.  New industrial, commercial and retail opportunities are being developed by the Mansfield Economic Development Corporation, including site development for Broad Street at Hwy 287, Mansfield Retail Center and other retail establishments throughout the City.  Continued emphasis on planning and infrastructure improvements including the design and construction of the Fieldhouse, Stars Center, “The Back Yard,” Pond Branch, South Main Street development and other developments in the downtown area.  New residential developments that include up to 2,312 single family homes are in some phase of platting, design or set to begin construction.  Protection of the City’s credit ratings - All rated funds with strong fund balance positions.  The City has improved the estimated fund balance to $12,020,382.  Maintain and expand existing service levels.  Continue to explore additional revenue sources.  Add three Firefighters, three Police Officers, one Property Evidence Technician and one Arts Council Coordinator in the General Fund.  Fund $1,250,377 in public safety vehicles, equipment and technology upgrades.

Local Economic Factors Affecting the 2016-2017 Service Programs  Improved industrial, commercial and residential valuations.  Increased interest in development along State Highway 360, Highway 287 and downtown.  Retail, commercial and industrial recruitment and retention.  Increased marketing efforts City-wide.  Sales tax is estimated to increase in 2016-2017 due to increased retail activity and development of new retail centers.  Reduction in Gas Well valuations from decreases in natural gas prices.  Lower unemployment.  Strategic location in the Dallas/Fort Worth area - North/South corridors of Highway 360 and 287.  A well-planned City including desirable neighborhoods, excellent schools and superior City services.  Continue aggressive Economic Development programs.  Current average household family income of $111,177. Impact of Economy on Surrounding Area Cities  City of Arlington - population growth based on the 2010 census of 10% since 1990. Major developments including the new Dallas Cowboy’s Stadium and the Arlington Highlands retail center.  City of Fort Worth - population growth based on the 2010 census of 38.6% since 1990.  Dallas/Fort Worth Region - the region’s estimated unemployment of approximately 3.8% is below the national average. Impact of National and Global Economies      

The national economy continues to improve. Relocation of traditional population centers to the southwest region. Terrorism. Impact of uncertainty overseas. The continued effect of the Affordable Health Care Act. The 2016 National Elections.

Mission for Fiscal Year 2016-2017 City Management developed priorities and goals based on strategic planning meetings with City Council, City Staff and various boards and commissions. These meetings were held to allow for City Council’s input in developing the City’s Long Term Strategic Plan and the 2016-2017 Budget. Management and City Council also revised the Strategic Plan to incorporate revenue and expense estimates in a recovering national, state and local economy. Management met with key staff members to allow input in the development of the 2016-2017 Budget. Similar themes, priorities and goals were identified by both City Council and the City’s staff for the upcoming budget year.

“The mission of the City of Mansfield, Texas is to provide the highest quality service at the best value” by providing a Desirable Community, Sustaining the Economy, Maintaining Services, Maintaining a Positive Image and Making Good Business Decisions resulting in SERVICE WITH EXCELLENCE. In planning for the 2016-2017 Budget and Operating Plan, the management team strongly evaluated existing service levels and measured the impact of 2016-2017 service plans on the City’s comprehensive Long Term Financial Plan. The decision was made to move forward in maintaining and expanding current service programs to meet the needs of the community.

SERVICE PROGRAM FOR FISCAL YEAR 2016-2017 In the preliminary presentation of the 2016-2017 Service Program to City Council, Management listed the results and conclusions of strategic planning sessions held with Council and Staff that assisted in developing the overall direction of the Service Program for FY 2016-2017. In the final presentations to City Council on August 22, 2016 and August 29, 2016, Management presented a balanced budget and discussed the following challenges, goals, objectives and priorities for FY 2016-2017:

Challenges:      

Sustaining momentum. Strategic Long Term Plan - dealing with an improving economy and expanding service demands. Maintaining and enhancing long term public/private partnerships. Organizational development - quality workforce and quality services. Fund balance - maintaining and improving reserves. Economic development - inventory of quality commercial properties.

Goals & Objectives:        

Maintain or improve existing service levels within the existing tax rate. Continue development of infrastructure - streets, facilities and utilities. Maintain AA+ bond rating – maintain and improve fund balance, coverage and debt ratios. Continue quality residential and commercial development. Continue quality Park and Linear Trail development. Maintain or improve public safety services. Downtown revitalization. Development of the Arts.

Priorities:        

Maintain existing tax rate of $0.71000. Maintain and expand improved service levels - sustainability of current and future operations. Maintain the City’s credit rating and fund balance requirements. Expansion of the tax base - economic development. Improve, design and expand the Linear Park System. Maintain a quality work force. Ensure quality land use, planning and development. Creation of Arts

2016-2017 Major Priorities and Issues In an effort to identify the major issues related to the 2016-2017 Service Plan, the following is a brief summary of issues related to the previously discussed issues, challenges and priorities facing the City of Mansfield in the coming year. The City of Mansfield has developed a Long Term Financial Plan to reflect the themes and priorities defined by City Management.

City of Mansfield Fund/Department Matrix

General Fund General Government Business Services Police Fire Planning Development Community Services Public Works

Special Revenue Funds Mansfield Park Facilities Development Corporation Mansfield Economic Development Corporation Hotel/Motel Tax Tree Mitigation

Enterprise Funds Utility Division Law Enforcment Center Environmental Services

Capital Projects Funds Street Construction Utility Construction Building Construction Parks Construction Equipment Replacement

GENERAL FUND Revenues The overall General Fund budget for FY 2016-2017 is $52,208,793 or an increase of 9.13% over expected revenues in FY 2015-2016. Property tax collections make up approximately 53% of the General Fund operating revenue. Property tax revenue increased approximately $3,102,543. Revenue increases include sales tax, franchise tax, permits and other miscellaneous revenues. Projected sales tax revenues increased $880,075, or 9% from the expansion of commercial and retail tax base.

Staffing The 2016-2017 Service Plan includes the addition of three Firefighters, three Police Officers, one Property Evidence Technician, and one Arts Council Coordinator. Five positions are frozen in the FY 2016-2017 budget in the amount of $571,154.

Operations and Maintenance Operating and Maintenance costs increased approximately 2.97% due to increases in public grounds maintenance, increased utilities for new City infrastructure, sanitation, new contracts, festivals and technology upgrades. Salaries and benefits increased 10.08% or $3,308,121 due to a merit increase of approximately 3%, market adjustments, public safety overtime and compliance requirements of the Affordable Health Care Act. Operations and Maintenance cost increases include $79,250 in traffic due to increased street light costs, $51,312 in operating costs for the new Arts Council, $114,736 in Fire overtime and $372,496 in support of the Fieldhouse USA Project. Special event cost increases are $15,990 for shuttle rentals. Street maintenance cost increases are $29,693.

Transfers Transfers are estimated to be $420,158 for the Cityâ&#x20AC;&#x2122;s insurance program, $372,496 for the Fieldhouse USA project and supplemental funding for the Law Enforcement Center of $413,196.

Equipment The City will finance $1,250,377 in equipment including public safety vehicles, technology and equipment, technology upgrades in all departments and facility improvements.

Debt The General Obligation Debt payment is $13,349,613 or total General Obligation Debt of $114,790,000. This includes debt for the Law Enforcement Center Fund. The overall debt ratio has remained relatively consistent. The City has made a conscious effort to reduce the percentage of General Fund revenue dedicated to debt service. Management and City Council are working to reduce the costs of infrastructure improvements through the use of impact fees and developer contributions. Impact fees have declined over the past two fiscal years because of residential and commercial development.

ENTERPRISE FUNDS Water & Sewer Fund Revenues The overall Utility Fund budget for FY 2016-2017, including debt, is $29,817,745. Water sales and sewer treatment sales account for 95.9% of all revenue. Water and sewer rates were raised this year due to increases in water purchase and sewer treatment costs. Staffing The 2016-2017 Service Plan includes the addition of one new tradesman position. Operations and Maintenance Operations and Maintenance costs increased approximately 6.42% due to increases in water treatment and sewer treatment costs from the Trinity River Authority and the Tarrant Regional Water District. Equipment Approximately $293,379 for new equipment is budgeted in FY 2016-2017. Transfers The Utility Fund transfer to the General Fund is approximately $1,406,513. Debt The Utility Fund debt payment in FY 2016-2017 is $6,059,234.

Law Enforcement Center Fund Revenues The Law Enforcement Center budget for FY 2016-2017 is $10,962,212 or an increase of 8.1% over FY 2015-2016. The increase is from the estimated additional revenue from housing contracts with the Cities of Fort Worth, Kennedale and Burleson and a new federal housing rate of $63.30 per inmate. Staffing No new positions have been added in FY 2016-2017. Operations and Maintenance Operations and maintenance costs increased 2.31% due to increased supply and maintenance costs. Transfers Transfers from the General Fund are $413,196 in FY 2016-2017.

Equipment Approximately $39,284 for new mobile data terminals is budgeted in FY 2016-2017. Debt The remaining debt on the Law Enforcement Center ($620,000) is budgeted in the General Obligation Debt Service Fund.

Environmental Services Fund Revenues The overall Environmental Services Operating Fund budget for FY 2016-2017 is $5,689,540 which includes $3,220,000 in revenue bonds that will be issued for drainage improvements. City Council approved a rate increased in FY 2015-2016 to provide additional funding for capital improvements. Staffing Two new positions are budgeted in FY 2016-2017 to provide storm water inspections and public education requirements. Operations and Maintenance Operations and Maintenance costs increased 2.49% from increased cleaning of box culverts and drainage ditches. Transfers No transfers are budgeted in FY 2016-2017. Equipment No new equipment is budgeted in FY 2016-2017. Debt The debt service payment in the Environmental Services Fund is $528,170.

SPECIAL REVENUE FUNDS Hotel/Motel Tax Fund The Hotel/Motel Tax Fund budget is from tax revenue assessed on hotel rooms within the City of Mansfield. Seven hotels are located within the City limits with approximately 504 beds. The budget for FY 2016-2017 is $713,300. Several factors have contributed to revenue in the hotel occupancy tax fund, including the increased emphasis on tourism, new improvements to recreational venues such as Big League Dreams Sports Park and Hawaiian Falls, increased special events including Rockin’ 4th of July, downtown events including music and arts festivals, and regional sports tournaments including the Rotary Basketball Tournament and Future Men’s Professional Tennis Tournament. The Fieldhouse USA sports/events venue and the Dallas Stars recreational ice rink will also contribute to increases in overnight stays in local hotels.

Mansfield Park Facilities Development Corporation Fund (MPFDC) Revenues The revenues for the MPFDC Fund are $4,579,962 in FY 2016-2017. Revenues are derived from a ½ cent sales tax approved by the voters in 1992. Since inception, these revenues have steadily increased. Sales tax for operations is estimated to be $3,263,808. User fee revenue is estimated to be $1,316,154 including recreation fees and contract payments from the Hawaiian Falls Water Park, Big League Dreams and the Mansfield National Golf Course. Staffing Three part-time positions have been added in FY 2016-2017 due to the increasing service demands in new and existing parks and trails. Operations and Maintenance The operating budget, exclusive of estimated funds available for projects, decreased $118,275 due to reductions in estimated contract services and supplies in existing parks. Transfers Approximately $14,000 is budgeted for the MPFDC portion of insurance coverage. Equipment No new equipment is budgeted in FY 2016-2017. Debt The debt service payment in the Mansfield Park Facilities Development Corporation is $1,941,171.

Mansfield Economic Development Corporation Fund (MEDC) Revenues The sales tax revenue MEDC Fund is $5,204,979 in FY 2016-2017. Revenues are from a Â˝ cent sales tax approved by the voters in 1992. Since inception, these revenues have steadily increased. Sales tax and reserves are used to finance projects. Staffing No new positions are budgeted in FY 2016-2017. Operations and Maintenance The operating budget decreased slightly due to reductions in supply and contract service costs. Debt The debt service payment in the Mansfield Economic Development Fund is $1,202,784. Transfers $12,096 is budgeted for the MEDC portion of insurance coverage. Equipment No new equipment or facility improvements are budgeted in FY 2016-2017.

Total Debt Service Operating Percentage 50% 40% 30% 20% 10% 0% 2009

2010

2011

2012

2013

2014

2015

2016

2017

CAPITAL PROJECT FUNDS Historically, the Capital Improvement Program has preceded development in all areas of the City. The Capital Improvement Program is developed with the following guidelines whenever possible: The Capital Improvement Program is developed to match costs against expenses occurring in corresponding periods of time. In other words, the development and timing of infrastructure improvements is crucial to maintaining current and future developments while maintaining or lowering debt ratios. Since 1995, development fees have funded approximately $99,012,735 in improvements. Development fees offset the amount of borrowings in the Street and Utility funds. The impact of infrastructure improvements on operating and maintenance costs is evaluated and measured annually during the budget development process and during revisions to the Long Term Financial Plan. Operating and Maintenance cost impacts in FY 2016-2017 are reflected in increased utility costs, staffing increases and to additional service requirements related to expansion of existing facilities, new facilities and transmission lines. Building Construction Fund Facility improvements in FY 2016-2017 include $15,100,000 for construction of the Dallas Stars Center recreational ice rink. Street Construction Fund Street and roadway improvements in FY 2016-2017 are budgeted at $23,395,732. Street impact fees will be utilized wherever possible to supplement funding for these projects. In FY 2016-2017, the City anticipates issuing $18,350,000 in bonds for street improvements as identified by Staff and approved by City Council. Utility Construction Fund Utility improvements in FY 2016-2017 are budgeted at $8,026,574. Revenue bonds and impact fees in prior years will fund these projects. Water and sewer impact fees will be utilized wherever possible to supplement funding for these projects. Parks Construction Fund Park improvements in FY 2016-2017 are budgeted at $20,545,556, of which $10,690,556 is for Fieldhouse USA. Equipment Replacement Fund Vehicles, equipment and technology improvements in FY 2016-2017 are budgeted at $1,250,377.

FISCAL YEAR 2016-2017 SERVICE PROGRAM IN SUMMARY Continue to sustain positive performance, maintain service levels and plan for future development. The City of Mansfield has taken positive steps to fulfill broad goals identified by City Council and City Staff in FY 2016-2017. While non-financial goals and strategies are essential and form the framework of the Service Plan in FY 2016-2017, The City of Mansfield will continue to maintain a positive financial framework in order to provide quality of life to all citizens. The City will:    

Maintain the City’s bond ratings to effectively fund infrastructure improvements and increase the Fund Balance. Continue quality residential and commercial development. Maintain a quality workforce without staff reductions and improve service programs in Public Safety, Parks, Code Enforcement and Public Grounds. Provide a quality living environment for all citizens.

The Financial Goals and Strategies to achieve these goals are very similar to those of the past. The City of Mansfield achieved these goals in prior years and anticipates achieving these goals again in FY 20162017.       

The City will maintain a quality workforce by offering a competitive compensation package. The City will maintain the General Fund Balance reserves. The City will develop economic development strategies. The City will provide a safe community. The City will provide new and improved roads and infrastructure to reduce traffic congestion. The City will continue to provide a “Superior” water system and “Best” parks system. The City will expand service programs in Public Safety, Parks, Code Enforcement and Public Grounds.

LONG TERM GOALS FOR FISCAL YEAR 2016-2017 AND BEYOND The City of Mansfield has developed goals and strategies in FY 2016-2017 with awareness that these goals and strategies are building blocks for future long term goals. The long term goals in future years will include:      

Continue to maintain positive growth and enhance the local economic activity. Maintain the City’s debt ratios and fund infrastructure improvements in a timely manner. Maintain and expand the Fund Balance. Maintain and improve the City of Mansfield’s bond ratings. Maintain a quality workforce. Maintain a level tax rate.

Managementâ&#x20AC;&#x2122;s Goals and Objectives

Maintain Positive Growth and Enhance Local Economic Activity.

Maintain the City's Debt Ratios and Fund Infrastucture Improvements.

Maintain the City's Fund Balance.

Maintain and Improve the City's Bond Ratings.

Maintain a Quality Workforce.

Maintain a Constant Tax Rate.

FULL TIME EQUIVALENT POSITIONS Do You Know? The City of Mansfield Staff Consists of 544 Full Time Equivalent Positions

550

544

540 529

530

533

524

520 510

507

2008

511

505

507

506

2009

2010

2011

2012

500

490 480 2013

2014

2015

2016

2017

FY16/17 New Positions Community Services 9% Environmental 18%

Police 37%

Utility 9% Fire 27%

2014-2015 Budget

2015-2016 Budget

2016-2017 Budget

2016-2017 Change

General Government Administration Legal Human Resources Total General Government

4 2 4 10

4 1 4 9

3 3 4 10

-1 2

Business S ervices Finance Accounting Budget & Purchasing Information Technology City Secretary Total Business S ervices

3 3 1 4 3 14

Police Public Safety Administration Police Administration Police Communications Police Patrol Traffic CVE K-9 Criminal Investigations Task Force (Grant Funded) M unicipal Court Community Resource Animal Control Total Police

4 9 24 51 3 2 2 18 1 7 2 7 130

4 9 24 51 3 2 2 19 3 7 1 7 132

0 9 24 52 3 2 2 20 3 7 5 7 134

4 5 74 83

4 5 1 73 83

4 5 1 76 86

3 3

8 2 5 3 9 27

2 5 -2 -6 -1

Full Time Equivalent Positions General Fund

Fire Fire Administration Fire Prevention Emergency M anagement Fire Operations Total Fire Planning & Development Planning Administration Code Compliance Building M aintenance Building Inspections Total Planning & Development

-4

4 2

5 14 27

5 15 28

3.5 16.5 11 1 2

1 35

4 16.5 11 1 2 1 1 36.5

Public Works Engineering Traffic Street M aintenance Total Public Works

13 3 13 29

13.5 3 14 30.5

Total General Fund

328

331.5

338

6.5

Community S ervices Senior Citizens Park Operations Library Historical Services Communications & M arketing Arts Cultural Arts Total Community S ervices

0.5

1 1.5

2014-2015 Budget

2015-2016 Budget

2016-2017 Budget

2016-2017 Change

Utiltiy Fund Administration Billing & Collections Meter Reading & Repair General Service Water Treatment Water Quality Water Demand Management Laboratory Services Sewer Total Utility Fund

4 7 8 9 12.5 1 1 1 8 51.5

5 7 7 9 9.5 4 2 2 6 51.5

6 7 7 9 11.5 4 1 0 7 52.5

-1 -2 1 1

Law Enforcement Center Administration Operations City Marshal Support Kitchen Medical Total Law Enforcement Center

2 77 17 10 0 5 111

2 2

4 4

2 2

164.5

167.5

Mansfield Parks Fund Mansfield Economic Development Tree Mitigation Fund Hotel Motel Fund

27 5 3 1

28 5 2 2

29.5 5 2 2

1.5

Total Special Revenue Funds

38.5

1.5

528.5

533.0

544.0

11.0

Full Time Equivalent Positions Enterprise Funds

Drainage Fund Operations Total Drainage Fund

Total Enterprise Funds

Special Revenue Funds

Total All Funds

Staffing By Fund Special Revenue 7%

Enterprise 31%

General 62%

General Fund Staffing Community Services 11%

General Government 3% Business Services 4%

Public Works 9%

Development 8%

Public Safety 65%

BUDGET AND FINANCIAL POLICIES

Budget Phases

Needs Assessment Phase January-May

Policy and Strategy Phase March-July

Budget Development Phase May-August

Review and Modification Phase August-September

Adoption Phase September

BUDGET CALENDAR FISCAL YEAR 2016-2017 January 19, 2016 Tuesday

Meeting with all Division and Department Managers to clarify challenges remaining in 2016 and challenges related to the FY 16/17 budget.

February 8, 2016, Monday

Present budget packets and instructions to Division/Department Heads and review the information with the department staff.

March 11, 2016, Friday

Missions, Goals and Objectives and Performance Measures submitted to the Budget Department and City Managerâ&#x20AC;&#x2122;s Office.

March 21, 2016, Monday

Executive Staff meeting to identify upcoming budget schedule, timeline, and major capital project development.

March 25, 2016, Friday

Division/Department Heads submit to Business Administrative Services and Human Resources current and projected FY 16/17 personnel level of funding, new position requests and request for re-classification of any positions.

April 29, 2016, Friday

Chief appraiser prepares and certifies estimate of taxable value for the county, municipality, and school district participating in the appraisal district; estimate of preliminary taxable value.

May 13, 2016, Friday

Division/Department Heads submit their departmental budgets to Budget/Accounting for FY 16/17 expenditures and revised figures for FY 15/16.

May 20, 2016, Friday

Business Administrative Services Director calculates preliminary tax and other revenues and presents to the City Manager for the FY 16/17 proposed budget. The City anticipates receiving the preliminary tax roll from T.A.D. on this date.

June 1, 2016, Wednesday

First Review - City Manager or his designee reviews budget requests with Department Heads.

June 13, 2016, Monday

Special Council Meeting to review capital projects and funding sources with City Council.

June 27, 2016, Monday

Budget/Accounting prepares departmental line item budget reports and submits to City Manager or his designee incorporating FY 16/17 budget projections and revised figures for FY 15/16.

July 11, 2016 Monday

Preliminary Budget Presentation with City Council.

July 21, 2016, Thursday

Post agenda for July 25, 2016 Open Meeting Notice.

July 25, 2016, Monday

Last Day for Chief Appraiser to certify appraisal roll.

July 25, 2016, Monday

Preliminary Budget Presentation to City Council.

August 4, 2016, Thursday

Post agenda for Monday, August 8, 2016 - Open Meeting Notice.

August 8, 2016, Monday

Date taxing units must publicize effective tax and roll back rates and other applicable items (or as soon as practical thereafter).

August 8, 2016, Monday

Meeting to announce intention to adopt a tax rate on August 22, 2016. Presentation of the proposed FY 16/17 budget.

August 12, 2016, Friday

“Notice of 2017 Tax Year Proposed Property Tax Rate” (1st quarter page notice) published at least seven days before public hearing scheduled on August 22, 2016 on the FY 16/17 Budget and use of Hotel/Motel Tax Revenue.

August 22, 2016, Monday

1st Public Hearing; Public Hearing on FY 16/17 Budget and use of Hotel/Motel Tax Revenue. Publish first “Notice of Vote on Tax Rate” and Second Notice on Public Hearing.

August 29, 2016, Monday

2nd Public Hearing on FY 16/17 Budget and Use of Hotel/Motel Tax Revenue. City Council is scheduled to review formal applications for use of Hotel/Motel Tax Revenue.

September 6, 2016, Wednesday

Council Meeting – 1st reading of budget and tax rate adoption ordinances.

September 7, 2016, Thursday

Special Council Meeting – 2nd reading of budget and tax rate adoption ordinances.

September 8, 2016, Friday

Special Council Meeting – 3rd and final reading of budget and tax rate adoption ordinances.

The City’s charter requires that the budget be adopted by September 15 of the given year.

THE CITY OF MANSFIELD BUDGET PROCESS THE CITY’S ROLES AND RESPONSIBILITIES Every staff member plays a role in budgeting, whether in its formation, implementation, administration or evaluation. Ultimately, of course, each department manager through the City Manager is accountable to the City Council and citizens for the performance of departmental staff in meeting specific objectives. Actual budget responsibility can be identified specifically as follows: The Department Manager is responsible for preparing an estimate of remaining cost requirements for the current fiscal year, projecting the base budget requirements for the next fiscal year and developing other requests that change or revise the program so that it will be more effective, efficient, productive and economical. The Departmental Administrative Support Staff serves as a vital communication link between the department and the budget staff. Support staff is responsible for coordinating information, checking to see if forms are completed properly, making sure necessary supporting documentation is submitted, monitoring the internal review process to meet timelines, gathering performance measurement information, entering departmental budgets into the City’s financial system and serving as the departmental troubleshooter for problems throughout the budget process. The Strategic Plan Committee is comprised of staff from each major division of the City and is responsible for the planning, development and presentation of the City’s modified capital and operational strategic plan. The Strategic Plan Committee presents recommendations to the Deputy City Manager, Budget Director and the City Manager for review. The Division Directors, Deputy City Managers and Department Directors are responsible for reviewing historical performance, anticipating future problems and opportunities, considering alternative solutions and modifying and assembling their departmental data into a cohesive budget information package. Division Directors critically evaluate all requests, prioritize, and submit a budget plan including only those requests that support City Council priorities, City Manager work plan, administrative direction and the departmental mission and objectives. Performance measures are evaluated to determine the effectiveness of individual divisions and departments. The Deputy City Manager, Assistant Finance Director and Budget Director within the Business Services Division are responsible for preparing short and long range revenue and expenditure forecasts, gathering and evaluating performance measures, calculating departmental projected budget targets, assisting departments, reviewing departmental budgets with department directors or staff, collating, analyzing and summarizing departmental requests and preparing budget review materials for the Executive Staff and City Council. The City Manager’s and Deputy City Managers’ key role is to translate City Council goals and objectives into recommended funding decisions. The City Manager is responsible for reviewing the total financial and operational program, formulating a City-wide proposed budget and proposing a budget to City Council.

The City Council is responsible for the review of the City Manager’s proposed budget, approval of the tax rate and approval of the final budget. The City charter requires adoption of the final budget no later than September 15 of each fiscal year. BUDGET PROCESS The budget process is the key to the development of the City of Mansfield’s overall strategic plan and affords individual departments the opportunity to reassess goals and objectives, evaluate programs using performance measurement data and develop strategies to accomplish them. Even though the budget may be reviewed by the City Council in July and August and adopted in September, its preparation begins at least eight months prior, with projection of City fund balances, revenue and expenditure forecasts, citizens, boards, commissions and departmental needs assessments. It is with this groundwork that the departmental requests are made and subsequently reviewed. The following summary provides a brief description of the various phases of the budget process and timeframes in which the budget preparation, review and adoption takes place. BUDGET PHASES Priority Needs Assessment Phase - This is the foundation of assessing what the current and projected programmatic and operational needs of each department are as seen by the Citizens of Mansfield, City Council, Boards, Commissions and individual division/department directors. City Staff and City Council reviews occur during this phase to identify and prioritize the needs and desires of each group. Community feedback is an important component of the budget process in assessing citizen satisfaction with services and establishing priorities for the upcoming budget year. Updates to the Strategic Plan normally occur during this period and are presented to Council during the budget process. City Council has identified the need to maintain and upgrade maintenance of the City’s right of ways and medians, increase architectural standards for new development, create more neighborhood and linear parks, encourage more retail, commercial and industrial development within the City, implement and continue the Capital Improvement Program, and provide additional police and fire staff. Financial Trend Analysis Phase - an integral part of Mansfield’s decision-making process that includes both short and long-range economic and financial forecasts. In fiscal year 2000, the City developed a 10Year Strategic Plan that is updated annually and modified to integrate the City’s operational and capital requirements with both a short term and long-term goals. City infrastructure needs are identified during this process and play an important role in the forecasting related to short and long term operating needs. During this phase, strategic forecasting assumptions are made including changes in fund balance projections, revenue, expenditure, compensation adjustments and costs adjustments. Preliminary assumptions result in the City’s forecasted fiscal capacity and provide a balanced financial framework upon which operating (departmental) and capital (infrastructure projects) budget targets can be developed. Policy/Strategy Development Phase - City Council’s goals and directives set the tone for the development of the budget. The Council identifies key policy issues that will provide the direction of the budget. The Strategic Planning Committee updates the City’s 10-Year Strategic Plan, identifying critical objectives and the strategies to be employed in meeting those objectives. It is within this framework that the department’s budget plans are formulated. The City Council identifies needs to establish priorities, identify existing service levels and review financial and economic trends and forecasts. City Council also discusses policy direction with the Executive Staff. Budget Development Phase - Based upon City Council’s priorities and strategic policy direction, departments develop program objectives and work plans for the budget period. The Budget Department

submits to each department their prior year and year-to-date expenditures for review. Base budgets are then developed which represent existing service levels and adjustments for price changes, inflation and/or compensation adjustments. Departmental staff is asked to evaluate programs and positions. Departmental staff reviews service level requirements and makes decisions regarding new programs, increased or decreased staffing and changing resource allocation. Departments use the Strategic Plan to identify additional staffing requirements and obtain appropriate salary levels for each proposed new staff member. The Deputy City Manager, Assistant Finance Director and Budget Director review all budget data submissions from individual departments to ensure each department has submitted accurate and concise data. Budget Review and Modification Phase - The Budget Director sets a budget calendar and schedules meetings with each department/division director. Individual meetings occur with most departments at least twice prior to budget workshops with City Council. Budget requests are reviewed and recommendations for each department are reviewed during this phase. New staffing, operational expenditures, revenue projections and capital requests are reviewed to determine the overall resources available to fund departmental requests. Performance measures are reviewed to determine the overall effectiveness of each departmental program. City Council and City Manager priorities and goals are reviewed with individual departments to ensure that individual budgets reflect the priorities set by City Council and the City Manager. Recommendations are then forwarded to the City Manager for review. Adoption Phase - A proposed operational and financial plan is presented to City Council through a schedule of budget workshops prior to public hearings. The City Staff communicates the proposed budget to the citizens during these workshops in the form of power point presentations, handouts, cable access recordings or a combination of these formats. Public Hearings are held and City Council adopts the tax levy and budget consistent with the City Charter and State law. Implementation Phase - Departments are accountable for budgetary controls throughout the fiscal year. Expenditure patterns are examined, compared to budget plans, and corrective action is taken as necessary during the fiscal year. The Finance team reviews the budgeted revenues, expenditures, and current demographic, economic and financial trends monthly that may impact the City and plan strategy to ensure the City’s financial integrity. City Council is also provided a monthly financial report disclosing the City’s actual revenue, expenditure and fund balance performance as compared to the budget plan. REVIEW AND APPROVAL OF THE BUDGET The City Council considers the proposed budget and holds budget workshops and public hearings in August and September. The budget workshops provide an opportunity for City management, directors and the general public to offer information and recommendations to the City Council. Legally, the 2016-2017 budget must be adopted by September 15th. City Charter requires three public readings of the budget ordinance before it is adopted by City Council. The adoption of the budget ordinance authorizes expenditures from all funds within the City including the General, Debt Service, Enterprise, Special Revenue, and Capital funds. The City’s fiscal year begins October 1st and ends September 30th of each year. IMPLEMENTATION OF THE BUDGET Upon adoption, the staff prepares the operating budget, incorporating all changes authorized by City Council. Each division is advised of the approved budget for their departments.

AMENDMENT TO THE BUDGET The City of Mansfield operating budget is adopted at the department level. Any transfers between departments or projects over $5,000 may require City Council approval. Any change orders to budgeted capital improvement projects must be approved by City Council. USE OF CONTINGENCY RESERVE When additional funding is required to offset unexpected revenue shortfalls, unexpected expenditure increases or events that threaten the public health or safety, contingency operating funds may be authorized by the City Manager and/or City Council so that budgeted service levels can be maintained. BUDGETARY AND ACCOUNTING BASIS The operating budget is developed by fund using Generally Accepted Accounting Principles (GAAP) except that depreciation and amortization are not budgeted. All funds are budgeted on a modified accrual basis. OPERATING AND CAPITAL BUDGET RELATIONSHIP/ORGANIZATION The City of Mansfield Budget for Fiscal Year 2016-2017 is comprised of: The operating budget, which includes all departmental budgets - General Fund, Debt Service Funds, Enterprise Funds, Special Revenue Funds and Capital Projects Funds. The operating budget includes portions of the Cityâ&#x20AC;&#x2122;s Strategic Plan that includes both operational and capital requirements. The operating budget includes a balanced financial plan for all funds for fiscal year 2016-2017 and forecasts the results of operations by fund for the period. The effect of the Capital Improvement Program upon operations is reflected in the Capital Projects Fund. The operating budget includes fund summaries and presentations by City operating departments without regard to fund. Each division is divided into operating departments, and a budget summary by department is included for each division. Performance measures are incorporated for each department within each division. The Capital Project Fund is presented on a budget basis. The Capital Fund Projects include the Street Construction Fund, Utility Construction Fund, Building Construction Fund, Parks Construction Fund, Environmental Services Construction Fund and Equipment Replacement Fund. State Law requires an adequate budget to pay for the entire construction contract and appropriated in the period in which the contract is entered; therefore, expenditures are presented on a budget basis as opposed to cash flow basis. Funding sources for the Capital Improvement Program are presented on a budget basis. The revenue sources are presented in the period that the funding will be realized in order to provide continuity between the operating budget and the capital budget. As a result of presenting on a budgetary basis, funding sources may not equal budgeted expenditures in each period, creating a fund balance as cash accumulates for larger expenditures in later years.

City of Mansfield Fund Structure by Budgetary Basis Modified Accrual Basis of Accounting

General Fund

Special Revenue Funds

Mansfield Parks Facilities Mansfield Economic Development Hotel/Motel Tax Tree Mitigation

Debt Service Funds

Capital Funds Environmental Services Capital Projects

General Fund Mansfield Parks Facilities Mansfield Economic Development

Building Parks Streets Utility Economic Development Equipment

Full Accrual Basis of Accounting

Debt Service Funds

Proprietary Funds

Water & Sewer Fund

Enterprise Funds

Water & Sewer Fund

Law Enforcement Center

Environmental Services Fund

BASIS OF BUDGETING AND ACCOUNTING IN SUMMARY The City of Mansfield’s “Basis of Budgeting” for all funds is based upon a modified accrual basis of accounting. The modified accrual basis is a combination of cash and accrual accounting in that expenditures are immediately incurred as a liability while revenues are not recorded until actually received or are measurable and available for expenditure. The operating budget is developed by fund utilizing Generally Accepted Accounting Principles (GAAP) except that depreciation and amortization are not budgeted. A complete description is provided below. BALANCED BUDGET POLICY The City of Mansfield has adopted a balanced budget for all funds. Current appropriations in all funds are limited to the sum available, unencumbered cash balances and revenues estimated to be received in the current budget period. Expenditure and subsidy appropriations for mandated and priority programs are to be made against current revenue sources and not dependent upon uncertain reserves or fluctuating prior period fund balances. To the extent possible, current operations will be funded by current revenues. The use of unencumbered prior period balances in all funds shall be scrutinized and carefully limited and subject to review by the City Manager and City Council. Fund Organization The accounts of the City are organized on the basis of funds, each of which is considered to be a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts. Governmental resources are allocated to and accounted for in individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled. GOVERNMENTAL FUND TYPES: General Fund The General Fund is the operating fund of the City. All general tax revenues and other receipts that are not restricted by law or contractual agreement to some other fund are accounted for in this fund. General operating expenditures, the fixed charges, and the capital improvement costs that are not paid through other funds are paid from the General Fund. Special Revenues Funds The Special Revenue Funds are used to account for the proceeds of specific revenue resources (other than major capital projects) that are legally restricted to expenditures for specified purposes. These funds include Hotel/Motel Tax, Mansfield Park Facilities Development Corporation (MPFDC), The Mansfield Economic Development Corporation (MEDC) and the Tree Mitigation Fund. Debt Service Funds The Debt Service Funds include the General Debt Service Fund, Water & Sewer, Environmental Services Fund, MPFDC and MEDC. These funds are used to account for the accumulation of resources for and the payment of principal and interest on general long-term debt and revenue bond debt. The primary sources of revenues are ad valorem taxes which are levied by the City for the General Debt Service Fund, sales

tax for the MPFDC and MEDC Debt Service Funds, and user fees for the Water & Sewer Funds and Environmental Service Funds. Capital Projects Funds The Capital Projects Funds account for the financial resources to be used for the acquisition of capital facilities other than those recorded in Proprietary Funds. The Capital Projects Funds are used to account for the acquisitions of capital facilities financed from general obligation bond proceeds or certificate of obligation proceeds, or transfers from other funds. The City's Capital Projects Funds consist of the following funds: Street Improvement, Utility Improvement, Building Construction, Park Construction, Equipment Replacement, and Economic Development. TIRZ (Tax Increment Reinvestment Zone) The Tax Increment Reinvestment Zone is a specific fund designated to capture the tax increment in a defined geographic zone. The tax increment is to pay for the public improvements specific to the zone or area defined by ordinance. Any increase in value or property value increment may be used to pay for the debt for these public improvements or be used to reimburse the developer for the public improvements paid for by the developer on behalf of the City. PROPRIETARY FUND TYPES: Enterprise Funds The Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis are financed through user charges. The City's Enterprise Funds are the Water & Sewer Fund, Environmental Services Fund and the Law Enforcement Center Fund. These funds are accounted for on a full accrual basis of accounting. BUDGET CONTROL As set forth in the City Charter, the City Council adopts an annual budget prepared in accordance with Generally Accepted Accounting Principles. The City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department. The City Council may require their approval of these transfers above a limit they wish to establish. All unused appropriations, except appropriations for capital expenditures, lapse at the close of the fiscal year to the extent they have not been expended or encumbered. An appropriation for a capital expenditure shall continue in force until the purpose for which it was made has been accomplished or abandoned. The purpose of any such appropriation shall be deemed abandoned if three years pass without any disbursement from or encumbrance of the appropriation. BASIS OF ACCOUNTING The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds are accounted for using a current financial resources measurement focus. All proprietary funds are accounted for on a flow of economic resources measurement focus utilizing a Modified Accrual basis of accounting.

Governmental Fund Types - All governmental funds are accounted for using the modified accrual basis of accounting. Under the modified accrual basis, revenues and other financial resource increments are recognized when they become susceptible to accrual, that is, when they become both "measurable" and "available" to finance expenditures of the current period. "Measurable" means that amounts can be reasonably determined within the current period. "Available" means that amounts are collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Proprietary Fund Types - Revenues and expenses are recognized using the accrual basis of accounting. Revenues are recognized in the accounting period in which they are earned, and expenses are recognized in the period incurred following the economic resources measurement focus. FINANCIAL REPORTING AND POLICIES Financial and Operational Policies The City of Mansfield, Texas has developed financial and operational policies which guided the development of the budget for fiscal year 2016-2017. The budget has been developed using an analysis of historical data, current data and forecasted data. The staff identified areas of growth and future needs in each department. The staff put in place several policies and procedures which determine the overall budget including expected population growth, expansion of services, debt service requirements, capital improvements, operational maintenance requirements, and staffing level requirements. Each department is evaluated as to current needs and the projected needs in the next budget year and the following nine years. Availability of funds is considered to determine what areas may need additional funding. A complete prior year analysis and future analysis is utilized to determine what areas may be increased, decreased or remain constant for the upcoming year. Individual departments are required to submit departmental budgets for the upcoming fiscal year. The Business Services Department reviews individual budgets and creates a priority list for each department based on department and administration considerations. The budget for each department is reviewed by the City Manager's office to ensure each department is properly funded. The budget’s operational and financial policies are reviewed throughout the year. Financial Reporting Policy Following the conclusion of the fiscal year, the Business Services Department shall prepare a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting and financial reporting principles established by the Governmental Accounting Standards Board (GASB) and the SEC. The document shall also satisfy all criteria of the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting. The City has implemented GASB 34, 43, 45 & 54. Monthly, semiannual and quarterly reports on the City’s finances are reported to City Council. The CAFR shall show the status of the City’s finances on the basis of General Accepted Accounting Principles (GAAP). The CAFR shall show fund revenues and expenditures on both a GAAP basis and budget basis for comparison purposes. In all but two cases, this reporting conforms to the way the City prepares its budget: compensated absences (accrued but unused sick leave) are not reflected in the budget but are accounted for in the CAFR’s long-term debt position; and depreciation is not shown in the budget’s proprietary funds, although the full purchase price of equipment and capital improvements is reflected as uses of working capital. Included as part of the Comprehensive Annual Financial Report are the results of the annual audit prepared by independent Certified Public Accountants designated by City Council. The Business

Services Department shall issue a report monthly to the Council reflecting the Cityâ&#x20AC;&#x2122;s financial condition for the month. The monthly report shall present the financial condition of the City in a user friendly and understandable format consistent with the budget. Revenue Policies To protect the Cityâ&#x20AC;&#x2122;s financial integrity, the City will maintain a diversified and stable revenue system to shelter it from fluctuations in any one revenue source. For every annual budget, the City shall levy two property tax rates: operation/maintenance and debt service. The debt service levy shall be sufficient for meeting all current principal and interest payments. The debt service levy and related debt service expenditures shall be accounted for in the Debt Service Fund. The operation and maintenance levy shall be accounted for in the General Fund. The City will maintain a policy of levying the lowest tax rate on the broadest tax base. Minimal exemptions will be provided to homeowners, senior citizens, and disabled veterans. The City will establish user charges and fees at a level that attempts to recover the full cost of providing the service. User fees, particularly utility rates, should identify the relative costs of service for different classes of customers. When possible, utility rates should be designed to reduce peak (hour and day) demands on the utility systems. The City will make every reasonable attempt to ensure accurate measurements of variables impacting taxes and fees (e.g. verification of business sales tax payments, verification of appraisal district property values, and accuracy of water meters.) The City will attempt to maximize the application of its financial resources by obtaining supplementary funding through agreements with other public and private agencies for the provision of public services or the construction of capital improvements. The City will consider other market rates and charges levied by other public and private organizations for similar services in establishing tax rates, fees and charges. When developing the annual budget, the Business Services Department shall project revenues from every source based on actual collections from the preceding year and estimated collections of the current fiscal year, while taking into account known circumstances which will impact revenues for the new fiscal year. The revenue projections for each fund should be made conservatively. Operating Expenditure Policies Operating expenditures shall be accounted, reported, and budgeted for in the following major categories: operating, recurring expenditures including personnel services, supplies, maintenance, contractual services, and capital replacement/lease. The annual budget shall appropriate sufficient funds for operating, recurring expenditures necessary to maintain established quality and scope of City services. The City will constantly examine the methods for providing public services in order to reduce operating, recurring expenditures and/or enhance quality and scope of public services with no increase in cost. Personnel service expenditures will reflect the minimum staffing needed to provide established quality and scope of City services. To attract and retain employees necessary for providing high-quality service, the City shall maintain a compensation and benefit package competitive with the public and, when

quantifiable, private service industries. Supply expenditures shall be sufficient for ensuring the optimal productivity of City employees. Maintenance expenditures shall be sufficient for addressing the deterioration of the City’s capital assets to ensure the optimal productivity of the capital assets. Maintenance should be conducted to ensure a relatively stable level of maintenance expenditures for every budget year. The City will utilize contract labor for the provision of City services whenever private contractors can perform the established level of service at less expense. The City will regularly evaluate its agreements with private contractors to ensure the established levels of service are performed at the least expense to the City. Existing capital equipment shall be replaced when needed to ensure the optimal productivity of City employees. Existing capital equipment associated with General Fund operations in excess of $5,000 will be charged to individual departments who purchase those items. Expenditures for additional capital equipment shall be made only to enhance employee productivity, improve quality of service, or expand scope of service. To assist in controlling the growth of operating expenditures, operating departments within the General Fund will submit their annual budgets to the City Manager within a ceiling calculated by the Business Services Department from the General Fund’s Long Term Financial Plan. Projected expenditures that exceed the ceiling must be submitted as separate expanded level of service requests. Fund Balance Policy The annual budget shall be presented to Council with each fund reflecting an ending fund balance that is no less than 25% of that fund’s annual operating expenditures. To satisfy the particular needs of individual funds, ending fund balances may be established which exceed the 25% minimum. Fund balance that exceeds the minimum level established for each fund may be appropriated for non-recurring capital projects or programs. The City will exercise diligence in avoiding the appropriation of fund balance for recurring operating expenditures. In the event fund balance is appropriated for recurring operating expenditures to meet the needs of the community, the budget document shall include an explanation of the circumstances requiring the appropriation and the methods to be used to arrest the future use of fund balance for operating expenditures. Fund Transfer Policy With the exceptions noted below, there will be no operating transfers between funds. Any costs incurred by one fund to support the operations of another shall be charged directly to the fund. (For example, actual hours worked by General Fund employees for Water & Sewer Fund events.) Fund transfers may occur when surplus fund balances are used to support non-recurring capital expenses or when needed to satisfy debt service obligations. Debt Expenditures The City will issue debt only to fund capital projects that cannot be supported by current, annual revenues. To minimize interest payments on issued debt, the City will maintain a regular debt retirement policy by issuing debt with maximum maturities not exceeding twenty (20) years. Retirement of debt principal will be structured to ensure constant annual debt payment. The City will attempt to maintain base bond ratings (prior to insurance) of Aa2 (Moody’s Investors service), AA+ (Standard & Poor’s) and

AA+ (Fitch, IBCA), on its general obligation debt (see Debt Policy). Annual financial reviews are conducted by Fitch, Moody’s and Standard & Poor’s. Post issuance compliance policy was implemented in 2012. Capital Projects Expenditure Policy The City will develop a multi-year plan for capital projects, which identifies all projects likely to be constructed within a ten-year horizon. The multi-year plan will reflect for each project the likely source of funding and attempt to quantify the project’s impact to future operating expenditures. Capital projects will be constructed to protect or improve the community’s quality of life, protect or enhance the community’s economic vitality, and support and service new development. To minimize the issuance of debt, the City will attempt to support capital projects with appropriations from operating revenues or excess fund balances, i.e. “pay-as-you-go.” Utility Capital Expenditures The City will design utility rates sufficient for meeting the annual coverage requirement that will accumulate resources to replace or rehabilitate aging infrastructure that no longer can be serviced by regular maintenance. Attempts should be made to fund the reserve at a level approximate to the annual average coverage requirement as reported in the City’s annual Comprehensive Annual Financial Report. Long Term Financial Plan Policy The City will adopt every annual budgets in context of a long term financial plan for the General Fund and Water & Sewer Fund. Financial plans for other funds may be developed as needed. The General Fund and Water & Sewer Fund long term plans will establish assumptions for revenues, expenditures and changes to fund balance over a ten-year horizon. The assumptions will be evaluated each year as part of the budget development process. Economic Development Policy The City will assess and collect ½ percent on each taxable sales transaction in the City and utilize the revenue to encourage commercial and industrial development within the City. Commercial and industrial development provides additional tax revenues, local employment, and shifts a portion of the tax base from the homeowner to the industrial/commercial entity. The MEDC board has set a goal to split the tax burden equally between the homeowner and industrial/commercial development. Infrastructure Development Policy The development of capital improvements, including street and utility construction, will provide the necessary infrastructure for residential and commercial development. The City has instituted an aggressive ten-year capital improvement program to develop the City's infrastructure. This program will be funded with the growth in tax base as projected. The improvements are being timed to coincide with annual growth in the City. Service Development Policy The City of Mansfield has approved 11 new positions in FY 2016-2017 to meet increased service needs.

Planning and Development Policy

The City has and will increase its technical assistance to residential and commercial developers in an effort to develop systematic growth and development. Residential and commercial zoning has been developed to fit the City's master plan. Budget Preparation Policy The budget development is based on community and individual department needs as identified by the citizens' survey, City Council and individual division projections. The budget is based on the projected growth of both revenue and expense factors City-wide over a ten year period. Projected commercial and industrial development are also factored into the overall budget plan. Council and management have adopted a modified Strategic Plan to outline the operational and infrastructure demands from the effects of the economy. This plan will be reviewed and revised regularly. Purchasing Policy The City continues to develop a City-wide purchasing plan to simplify, expedite and provide cost savings to all City departments. The consolidation of purchases, cooperative purchasing and the expanded use of the bid process provides cost savings now and in the future. Investment Policy The investment policy applies to all financial assets of the City of Mansfield. Investments and investment reporting comply with the Public Funds Investment Act. Other Policies 

Growth pays for growth - one time revenues will be used to pay for one time expenditures.



Operational increases in cost may only be funded by a permanent increase in revenue or a structurally balanced budget.



Pay as you go funding - including T.M.R.S., OPEBS, capital infrastructure and impact fees.



Amortization is limited to life expectancy.



Utility Coverage Factor is equal to 1.30 annually.



All members of Management and City Council are subject to ethics disclosure (any dealings that could have a direct or indirect gain.)

STRATEGIC PLAN UPDATE FOR FY 2017-2026

Prepared and Presented on June 6, 2000 By Task Force 2000 Committee Original Resolution Adopted by Resolution No. 1501 Modified Version Adopted by Resolution No. 2964-13

City of Mansfield, Texas Strategic Plan 2017-2026

Executive Summary

THE CITY OF MANSFIELD, TEXAS Strategic Fiscal Plan

History and Purpose of the Plan Mansfield, Texas, is located in the southern sector of the fourth largest metropolitan area in the United States of America. The City of Mansfield encompasses 36.69 square miles. Current population estimates by City Planners suggest that the City is home to 67,628 people. In 1970, the City claimed 3,658 residents. Since 1970, the City’s population has grown by 63,970 residents. Mansfield, Texas is the third largest City in the County, and is third only to Fort Worth, and Arlington, Texas in Tarrant County. Population growth is expected to continue in the Dallas-Arlington-Fort Worth region. The Council of Governments, a coalition of local governments in the metropolitan area, continues to project growth in the population North Texas and specifically in Tarrant County over the next three decades. Mansfield City Planners also project growth in the City of Mansfield with an estimated population of 165,000 residents within in the next thirty to forty years. In the decade of the 1970s, community leaders recognized the demands of meeting the needs of the new residents within the City of Mansfield, Texas. Infrastructure was aging and unable to support the expectations of a new and increasing population. City resources were limited: including - limited professional staff, limited infrastructure, and limited funding capacity. The land use was agricultural. Community leaders gathered, raised taxes, recruited, retained professional staff and began building a community. These community leaders are still active in the community today. In addressing the service demands of the community, the City of Mansfield jumped in front of the expectations of growth in the decade of the 1980’s and began creating and adopting several planning models to manage and guide in the development of the City’s infrastructure to support the needs of the growing community and its demand for services. These planning models included the Master Land Use Plan, the Master Thoroughfare Plan, the Master Drainage Plan, the Master Water & Sewer Plan, the Master Parks Plan, and the master fiscal plan and the City’s Strategic Plan. Planning models are generally based upon the expectations of future populations and the expected use of infrastructure and services necessary to support the expected populations. These models are carefully designed and some require the public’s involvement ensure that these documents are consistent with the interest of the vested stakeholders in the community. Plans change little year after year because of the deliberative processes and the assumptions used in planning for future land use and needed infrastructure. Generally, 51

the primary planning model that drives the rest of the planning models is the land use model because it determines population densities, expected populations and land uses. Of course, these plans are reviewed and modified by the City based upon changes in the use of the land or other reasons deemed to be appropriate by the City. The City’s Strategic Plan is a fiscal planning model that encompasses the other infrastructure planning models and focuses on the City’s financial capacity, projected financial capacity and the City’s ability to pay for expected infrastructure improvements and the City services needed to service the growing population. The Strategic Plan focuses on the two primary activities of the City of Mansfield, Texas: General Infrastructure and Services and Water & Sewer Services. These two activities are also referred to as Corporations of the City which address the basic demands of the citizens and patrons of the City of Mansfield, Texas.

Fiscal Planning Guide The Strategic Plan is a business model intended to guide Management in making and evaluating business decisions affecting the community and managing the City’s organization. These decisions include the allocation funding for programs, such as public safety, street maintenance, park and recreational venues, water, sewer services and the administration of these City services. Year over year, these essential programs, are managed and developed to meet the needs of the residents of the City.

Fiscal ability to provide for Infrastructure & Services

Existing and New Population

Infrastructure & Services

The City’s first Strategic Plan was adopted and accepted by the City of Mansfield on November 27, 2000. It has been revised and subsequently adopted on April 22, 2002, December 8, 2003, September 12, 2005, July 28, 2008, August 31, 2010, October 10, 2011 and October 28, 2013.

Guiding Policies and Development of the Strategic Plan The City of Mansfield, Texas, annually prepares and reviews its comprehensive Strategic Plan. This plan is guided by and directed by long-term fiscal policies that have been in place over three decades. The benefits of these long-term fiscal policies are evident from the results of the fiscal performance of the City and the strength of the City’s credit or it ability to repay its obligations within the community it serves and its creditors.

Guiding Fiscal Policy - Growth pays for Growth The current residents of the City are only asked to bear the costs of services; the cost of infrastructure development and the related services needed to support the development is to be paid for by the population creating demand for these costs. This policy essentially manages the cost of development and cost of services with the new recipients of these services. The policy also encourages the timely development of infrastructure and discourages the City from developing its infrastructure too quickly because funding becomes too costly for existing stakeholders. Growth pays for Growth.

Other Policies and Practices Policies and practices are only as effective as the City’s ability and political willingness to adhere to its policies and practices. The City Councils of the City of Mansfield, Texas, have supported and encouraged fiscal accountability and responsibility through the adoption of fiscal policies and the practices of fiscal policies. The instituted financial policies and practices generally govern, the fiscal performance of the City: a few of the practices are as follows: Revenues    

One Time Revenues Matched with One Time Expenses Manage User Fees to Match the Market Costs Cash Reserve Requirements Effective Utilization of Potential Tax Base (undeveloped land)

Expenses     

Service Excellence-Quality of Service at the Lowest Costs Community Safety Managed Growth-planning and Infrastructure Development Recruitment of Skilled Workforce-Competitive Salary Program Protection of the City’s Credit Ratings

Another key policy in keeping the City’s fiscal condition in good health is the annual rating review with three rating houses: Fitch, Moody’s and Standard & Poor’s. The rating houses refer to this annual review as market surveillance which is a formalized requirement of the rating agencies. The City annually presents the City’s financial 53

condition before each of the rating houses in New York, New York. This policy allows Management to clearly express its views before rating committee chairs who evaluate the City’s credit. Management of the City is considered to be strong by the agencies.

Fiscal Policy is Measured Each year in evaluating the Strategic Plan, Management considers its guiding policy by monitoring indices that encourage good fiscal health. These indices also alert Management of potential fiscal distress, stress or variances from the City’s guiding fiscal policy of letting “Growth Pay for Growth”. Key indices include: debt ratios, coverage requirements and cash reserve requirements. Debt ratios are evaluated before the issuance of debt or additional borrowings; coverage requirements or the percentage of earnings greater above annual debt payments; solvency are monitored and measured annually to the wealth of the community and the service needs of the citizens. If these indices get too low or too high, Management acts to restore these indices to their normal levels.

Strategic Plan The Plan has been designed to meet the current and future service demands of the community based upon current management practices and current funding provisions of existing programs. It allows for the expected or projected service needs of the community for the next ten fiscal years, 2017-2026. The service needs include the Capital Improvement Programs, Operating & Capital Equipment Programs, Employee Recruitment Programs, and Expansion of Existing Programs. Major divisions and departments have provided input and need assessments for the expected service level requirements into the future. The Plan is designed for continuous adjusting based on economic variables and local activity drivers that affect the service requirements. It provides for a degree of certainty in setting expectations for future spending and is expressive in its intent of future spending patterns, but is not to be construed as the final funding authority for future programs, future indebtedness or commitments to any program, vendor, stakeholder or other interested party of the City as occurrences in the development of the City may alter or change the priority of funding needed to service the City.

Financial Forecast and Projections The Strategic Plan is a planning tool used to guide and address these demands for funding while identifying potential stress points or weaknesses in the services being provided by the City. It is also designed to steer the City clear of fiscal distress or warn Management of potential fiscal stress when assuming a certain assumptions in spending patterns, inflationary provisions, infrastructure programs, and recruitment, retention programs. It also encourages the City to think into the future and in so doing, it encourages program managers to anticipate the future costs of future populations as well as current populations, while providing for the financial stability of the community by projecting the future costs of City services. 54

The Strategic Plan includes revenues and expenditures for a period of ten years. The objective of the forecast is simply to measure or guide the allowance of costs. Over the ten year forecast, revenues and expenditures are projected to increase considerably over the next ten years as the population is expected to increase 29% over the next decade. The City’s economy is influenced some by the national economy, but is more influenced by its population growth and its economic development programs. In years past from 1970 till today the City’s population has boomed almost 65,000 residents. During this period time the national economy has moved through many economic cycles including the Great Recession and the City population has continued to grow because of its location in the North Texas. Growth over the next decade is expected to be more of a modest pace of growth in the population and the number of new businesses moving into the community. In forecasting revenues and expenses for the City’s General Fund and Water, Sewer Fund into the future, Management projects revenue trends to average in a range of 5% to 7% over the next ten years with expenses being controlled or managed to approximately 3% over the next ten years. The City could experience higher cost of operations because of the effects of federal monetary policy, rising interest rates, energy prices, commodity prices, labor markets, costs of raw water, and the costs of treating sewer water. Current spending patterns suggest that minimum costs could increase 3% year over year, but these spending patterns are extremely subject to economic variables that could easily adjust the trajectory of presently projected spending pattern. Detailed projections by revenue source and spending purposes are provided in following tables.

Key Rates Tax Rate projections over the next ten years predict the tax rate to remain constant or at its current rate of $.71 cents per $100 in assessed valuation of property within the City of Mansfield, Texas. Water and Sewer rates are expected to remain constant over the next ten years with the exception of modest rate increases year over year. Modest increases are expected to pay for the significant cost increases being passed along to the City for the cost of delivering raw water to the City’s water treatment facilities and the cost of treating the City’s sewer water. The City is closely monitoring these rate increases that are being charged by Tarrant Regional Water District and Trinity River Authority to the City for their capital improvement programs. These rates may or may not increase depending upon the costs being passed along to the City’s customers.

Current Economy, Future Economy The City has increased service expectations as it has adjusted service programs to meet the current demand for services. Department heads have submitted and requested funding that is well beyond the City’s ability to fund the requesting funding. In an effort to maintain existing services, the City has significantly reduced future spending expectations because of the uncertainty in the national and global economies. All the while, the City is seeing continued growth in its residential, commercial, and industrial sectors of its economy and employment percentages are healthy and expected to remain 55

healthy in the City. The State of Texas employment percentages continue to fluctuate as the State’s economy adjusts from the ever changing prices of oil and gas. Even though the State is suffering from a drought in the oil and gas industry the overall economy of the State is fairly stable as Texas is a leader in the exportation of goods around the world. Although, nationally some areas of the country are still struggling in their recovery from the Great Recession, the State of Texas and the North Texas region are doing well and the signatures of fundamental growth are present. The City expects these trends to continue into the future barring any unforeseen economic calamity. Growth expectations are based on projected population estimates by the City’s planning department. Support for these population projections are corroborated by the continued growth in the overall population of the State of Texas, and the continued population growth in the North Texas region. Population Estimates 100,000 80,000 60,000 40,000 20,000 0 2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

The near term financial trends present favorable operating conditions within the City, and Management will continue to monitor the near term trends as projections are based on improving economic conditions within the City. Measurement indices of fiscal policies will be monitored by Management too. Continued assessment of the economy will condition Management’s action and responses in adjusting the revenues and expenses of the City’s primary activities.

Strategic Plan Highlights Population Estimated 2017: Estimated 2026:

68,786 87,041

Expected population increases create the need for housing stock, infrastructure, and retail development. In the last decade of 2001 to 2010, the City added some 32,000 residents, 1990’s decade the City added 10,000 residents. The population growth in the last two decades has been robust. The expected population increase over the next decade is 19,413 persons.

Capital Improvements General Fund Improvements: Water & Sewer Fund Improvements:

$136,250,000 $ 50,385,000

Most of the General Fund improvements are for the improvement of the City’s street infrastructure. General Fund improvements will be funded through the capital markets. The Water and Sewer Fund’s significant improvements are attributable to the expansion of the treatment facility. The Water and Sewer Fund improvements will be funded through a combination of the capital markets and cash. Impact Fees are a significant resource used to offset the costs of these future improvements and will be used as they are collected over the next ten years for both activities.

Service Improvements & Operating Equipment General Fund Personnel General Fund Equipment

$8,174,062 $12,058,727

Management has placed a priority on funding positions for the Public Safety Department. Most of the equipment is for the replacement and addition to the Public Safety vehicle inventory. The Water and Sewer Fund expects to maintain existing levels of service personnel over the next decade. General Fund FTE 500 400 300 200 100 0 2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

Strategic Planning Process and Development of the Strategic Plan

January – March Divisions submit Staffing and Equipment requests for the ten year period. Divisions submit Capital Projects for Streets, Utility and Building Projects.

February – April Business Services reviews historical, current and future revenue sources and estimates budgeted revenues and expenditure growth.

May – June Business Services updates the Strategic Plan based on revised staffing, equipment and capital requirements. Management and Staff estimate projected availability of funding for new staffing, equipment and capital requirements.

June – September Management reviews the updates to the Strategic Plan and Management presents the Plan for approval.

What does the Strategic Plan mean to the Citizens of Mansfield? The Strategic Plan provides a blueprint of staffing, operating and capital requirements in the FY 2017-2026 budget and anticipated requirements into future years. The plan is adjusted annually as conditions change and priorities change based on current and future growth projections. By identifying future needs, the City Council and City Management are better able to plan and develop strategies to maintain current service levels, structure debt to provide for infrastructure improvements and maintain financial stability. The plan identifies strengths and challenges in current and future years that enable City Council and Management to better plan for and adjust operations as needed.

How does the Strategic Plan relate to the Fiscal Year 2017 Budget? The FY 2017 budget provides funding to maintain the current service levels in all departments and provides for future growth and a strong equity position for the city. In prior and future years, Public Safety has been the focal point of attention in the needs assessment provided by City Council and Management. With the expansion of the city’s park and recreation system, additional resources have been allocated to provide additional services for the expanded programming requirements. The ongoing maintenance of city streets and right of ways requires resources to be allocated to this service function as well. The Strategic Plan incorporates local, state and national economic trends and providing estimates for future budget years. The City has reviewed the fee structures in previous years to adequately match fees with cost of operations. These revenues have also been included in the FY 2017 budget and projected into future years.

How does the Strategic Plan improve overall Service Performance? By identifying staffing, capital and operational requirements, additional resource allocation may be adjusted to reflect the increased service demand for each department and program. Anticipating future needs to service the expected population growth requires each division and department to critically evaluate operational requirements, staffing levels and capital requirements. Limited funding refines operational efficiencies and highlights service levels that meet or do not meet the citizen’s expectation. In summary, each division and department is charged with developing new and better operational techniques to maintain the service levels demanded by citizens and staff. The retention of a quality workforce maintains the overall service performance at all levels of the organization. Management and Council have committed to providing the “Best Value” for all citizens.

The Results of the Plan The Plan is a financial planning model used by Management and Staff and has become an effective management tool in managing the business concern of the City of Mansfield, Texas. It has become a guide, indicator and reference point for the Rating Agencies and the investment community in assessing the credit strength of the City. The Plan is a forward-looking statement and includes the Cityâ&#x20AC;&#x2122;s expectations, hopes, intentions and strategies regarding the future. These forward looking statements included herein are necessarily based on various assumptions and estimates inherently subject to various risks and uncertainties, including risks and uncertainties relating to possible invalidity of the underlying assumptions and estimates and possible changes or developments in social, economic, business, industry, market, legal and regulatory circumstances and conditions and actions taken or omitted to be taken by third parties, including customers, suppliers, business partners, competitors and legislative, judicial and any other governmental authorities or officials. Assumptions related to the foregoing involve judgments with respect to, among other things, future economic, competitive, market conditions and future business decisions all of which are difficult or impossible to predict accurately and many which are beyond the control of the City. Any such assumptions could be inaccurate and there can be no assurance that the forward-looking statements included in this Executive Summary will prove to be accurate or binding.

General Fund Strategic Plan Summary FY 2016-2017 Projected Beginning Fund Balance Revenues: Ad Valorem Taxes Sales & Use Taxes Franchise Taxes Licenses & Permits Fines & Forfeitures Interfund Transfer Ambulance Revenue Other Revenue

FY 2017-2018 Projected

12,931,538 $

Total Revenues Percentage Change

27,638,969 10,589,989 6,585,931 1,538,491 2,526,243 810,532 1,100,000 935,999

FY 2018-2019 Projected

13,661,316 $

29,849,156 10,857,388 6,813,663 1,615,416 2,602,030 810,532 1,133,000 964,079

FY 2019-2020 Projected

14,332,800 $

31,850,609 11,163,117 6,970,673 1,696,186 2,680,091 810,532 1,166,990 993,001

FY 2020-2021 Projected

14,826,922 $

33,073,032 11,507,731 7,150,113 1,780,996 2,760,494 810,532 1,202,000 1,022,791

15,736,795 $

35,887,983 11,891,793 7,351,983 1,870,045 2,843,308 810,532 1,238,060 1,053,475

51,726,153 8.12%

54,645,264 5.64%

57,331,199 4.92%

59,307,688 3.45%

62,947,179 6.14%

2,160,787 4,931,274 16,975,603 12,458,582 3,862,181 4,907,735 4,429,524 1,229,586 729,778 -

2,215,949 5,030,935 17,921,293 13,160,567 3,985,891 5,010,588 4,557,887 1,229,586 671,484 -

2,273,157 5,133,956 18,923,609 14,590,543 4,115,039 5,117,283 4,691,904 1,291,360 494,122 -

2,332,510 5,240,503 19,986,264 15,405,731 4,249,919 5,228,027 4,863,018 1,324,416 909,873 -

2,394,114 5,350,749 21,011,993 15,965,535 4,390,845 5,343,039 5,011,492 1,324,456 907,269 -

51,685,049

53,784,180

56,630,973

59,540,261

61,699,493

41,105

861,084

700,227

(232,573)

1,247,687

Projected Fund Balance Target Fund Balance: 25% Surplus/(Deficit)

13,702,421 13,661,316 41,105

15,193,884 14,332,800 861,084

15,527,149 14,826,922 700,227

15,504,222 15,736,795 (232,573)

17,891,750 16,644,064 1,247,687

Projected Debt Service Property Taxes Debt Ratio - % of Tax Rate Debt Ratio - % of Total Budget

13,313,485 33% 26%

14,374,423 33% 26%

15,223,244 32% 27%

16,676,169 34% 28%

17,617,794 33% 28%

Expenditures: General Business Police Fire Planning Public Works Community Services Other Market Covenants Capital Total Expenditures: Sources/(Uses):

General Fund Strategic Plan Summary FY 2021-2022 Projected Beginning Fund Balance Revenues: Ad Valorem Taxes Sales & Use Taxes Franchise Taxes Licenses & Permits Fines & Forfeitures Interfund Transfer Ambulance Revenue Other Revenue

FY 2022-2023 Projected

16,644,064 $

Total Revenues Percentage Change

38,660,395 12,291,562 7,561,329 1,963,548 2,928,608 810,532 1,275,201 1,085,079

FY 2023-2024 Projected

17,544,497 $

41,372,010 12,707,722 7,778,444 2,061,725 3,016,466 810,532 1,313,458 1,117,632

FY 2024-2025 Projected

18,446,696 $

44,058,182 13,139,533 8,002,743 2,164,811 3,106,960 810,532 1,352,861 1,151,161

FY 2025-2026 Projected

19,625,984 $

47,837,881 13,575,826 8,227,334 2,273,052 3,200,169 810,532 1,393,447 1,185,696

21,124,552 $

52,880,979 14,015,670 8,451,634 2,386,704 3,296,174 810,532 1,435,251 1,221,266

66,576,254 5.77%

70,177,988 5.41%

73,786,784 5.14%

78,503,936 6.39%

84,498,210 7.64%

2,458,080 5,464,878 22,097,574 16,550,655 4,538,152 5,690,725 5,166,784 1,328,222 900,433 625,000

2,524,526 5,583,086 23,357,112 17,493,084 4,692,192 5,826,113 5,329,286 1,325,642 902,199 625,000

2,593,577 5,705,581 24,694,241 18,492,640 4,853,343 5,967,149 5,499,415 1,368,288 1,179,288 625,000

2,665,365 5,832,581 26,114,190 19,553,135 5,022,004 6,114,154 5,677,615 1,368,843 1,498,568 625,000

2,740,029 5,964,321 27,622,569 21,463,954 5,198,601 6,267,471 5,864,358 1,368,219 1,666,096 625,000

64,820,503

67,658,241

70,978,522

74,471,456

78,780,619

1,755,752

2,519,747

2,808,262

4,032,480

5,717,591

Projected Fund Balance Target Fund Balance: 25% Surplus/(Deficit)

19,300,249 17,544,497 1,755,752

20,966,443 18,446,696 2,519,747

22,434,246 19,625,984 2,808,262

25,157,033 21,124,552 4,032,480

28,508,239 22,790,649 5,717,591

Projected Debt Service Property Taxes Debt Ratio - % of Tax Rate Debt Ratio - % of Total Budget

18,332,049 32% 28%

19,120,550 32% 27%

20,175,021 31% 27%

20,342,170 30% 26%

19,461,558 27% 23%

Expenditures: General Business Police Fire Planning Public Works Community Services Other Market Covenants Capital Total Expenditures: Sources/(Uses):

Utility Fund Strategic Plan Summary

Revenues: Water Sales Sewer Sales Wholesale Other Fees Impact Fees Interest Income Total Revenues Percentage Change Expenses: Administration Billing and Collection Meter Reading and Repair Water & Distribution Waste Water Collection Water Quality Control Other Transfers Total Expenditures: Operating Revenue Other Expenditures: Debt Service Total Other Expenses: Net Operating Activity: Coverage Factor: Annual Debt Service Maximum Annual Require Average Annual Require

FY 2016-2017 Projected

FY 2017-2018 Projected

FY 2018-2019 Projected

FY 2019-2020 Projected

FY 2020-2021 Projected

$ 15,154,288 10,739,176 2,348,283 1,232,871 1,228,507 971

$ 16,043,283 10,819,250 2,348,283 1,232,871 1,228,507 971

$ 17,273,644 11,413,147 2,348,283 1,232,871 1,228,507 971

$ 17,102,551 11,615,746 2,348,283 1,232,871 1,310,407 971

$ 18,806,344 12,504,621 2,348,283 1,232,871 1,359,548 971

30,704,096

31,673,165 3.16%

33,497,423 5.76%

33,610,829 0.34%

36,252,638 7.86%

1,138,724 1,000,819 895,337 930,195 7,570,086 9,056,645 473,081 810,532

1,170,663 1,028,469 921,632 956,787 7,539,770 9,663,058 480,595 810,532

1,203,515 1,056,901 948,705 984,150 7,751,181 9,975,211 488,319 810,532

1,237,308 1,086,138 976,579 1,012,307 8,180,177 10,305,881 496,260 810,532

1,272,068 1,116,202 1,005,276 1,041,281 8,455,083 10,549,806 504,423 810,532

21,875,420

22,571,506

23,218,515

24,105,180

24,754,671

8,828,676

9,101,659

10,278,908

9,505,649

11,497,967

6,459,234

6,275,009

7,186,534

6,534,834

8,035,871

6,459,234

6,275,009

7,186,534

6,534,834

8,035,871

2,369,442

2,826,650

3,092,374

2,970,815

3,462,096

1.37 1.37 1.38

1.45 1.45 1.42

1.43 1.43 1.60

1.45 1.45 1.48

1.43 1.43 1.79

Utility Fund Strategic Plan Summary

Revenues: Water Sales Sewer Sales Wholesale Other Fees Impact Fees Interest Income

FY 2021-2022 Projected

FY 2022-2023 Projected

FY 2023-2024 Projected

FY 2024-2025 Projected

FY 2025-2026 Projected

$ 19,446,511 13,013,256 2,348,283 1,232,871 1,408,688 971

$ 20,298,016 13,818,353 2,348,283 1,232,871 1,457,828 971

$ 21,327,764 14,522,518 2,348,283 1,232,871 1,457,828 971

$ 22,200,070 15,116,486 2,348,283 1,232,871 1,457,828 971

$ 23,108,053 15,734,753 2,348,283 1,232,871 1,457,828 971

Total Revenues Percentage Change

37,450,580 3.30%

39,156,322 4.55%

40,890,235 4.43%

42,356,509 3.59%

43,882,759 3.60%

Expenses: Administration Billing and Collection Meter Reading and Repair Water & Distribution Waste Water Collection Water Quality Control Other Transfers

1,307,824 1,147,118 1,034,823 1,071,097 8,857,893 10,914,972 512,816 810,532

1,344,604 1,178,909 1,065,244 1,101,778 9,525,838 11,417,551 521,445 810,532

1,381,312 1,210,622 1,095,604 1,132,408 9,881,152 11,848,793 530,048 810,532

1,419,160 1,243,188 1,126,828 1,163,889 10,249,719 12,296,386 538,881 810,532

1,458,045 1,276,629 1,158,943 1,196,245 10,632,033 12,760,952 547,948 810,532

25,657,074

26,965,902

27,890,470

28,848,582

29,841,327

11,793,506

12,190,420

12,999,765

13,507,927

14,041,432

8,231,871

8,506,034

8,272,709

8,039,181

8,042,881

8,231,871

8,506,034

8,272,709

8,039,181

8,042,881

3,561,635

3,684,386

4,727,056

5,468,746

5,998,551

1.43 1.43 1.84

1.43 1.43 1.90

1.57 1.57 2.02

1.68 1.68 2.10

1.75 1.75 2.19

Total Expenditures: Operating Revenue Other Expenditures: Debt Service Total Other Expenses: Net Operating Activity: Coverage Factor: Annual Debt Service Maximum Annual Require Average Annual Require

For illustration purposes the plan has been prepared to allow for modest rate adjustments over the next five years and allowed for no rates adjustments in the last five years of the plan to show the impact of holding rates constant. This model suggests fiscal stress will be encountered during this period unless revenue or expenses are adjusted. The Average Annual Requirement is the leading indicator of potential fiscal stress. Although decreasing, other coverage factors remain fairly constant and suggest a good bill of fiscal health of the Water and Sewer Fund. Rates during this period may or may not be adjusted depending upon the factors affecting the economic variables assumed in this model.

City of Mansfield, Texas Strategic Plan 2017-2026

ASSUMPTIONS PROJECTS, EXPENSES, REVENUES

GENERAL FUND ASSUMPTIONS Revenues Table 1 Table 1 estimates the amount of residential construction and corresponding increase in the population based on an assumed multiplier.

Year Current 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026

Estimated Population 67,628 68,786 70,172 71,789 73,637 75,716 77,872 80,108 82,418 84,731 87,041

Estimated Units 376 450 525 600 675 700 726 750 751 750 500

Estimated Multiplier 3.08 3.08 3.08 3.08 3.08 3.08 3.08 3.08 3.08 3.08 3.08

Estimated Added Population 1,158 1,386 1,617 1,848 2,079 2,156 2,236 2,310 2,313 2,310 1,540

Estimated Population 68,786 70,172 71,789 73,637 75,716 77,872 80,108 82,418 84,731 87,041 88,581

Ad Valorem Tax Assumptions Table 2 Table 2 estimates the estimated value of new construction of a single family residential dwelling and the corresponding property value. The tax rate assumption for Ad Valorem Taxes $.71 cents.

Year

Estimated

New

Total New

Living Units

Commercial

Living Unit Value

Construction Value

Ad Valorem Tax

Current

376

2017

450

2018

525

60,501,357

129,534,375

190,035,732

1,349,254

2019

600

65,341,466

142,228,359

207,569,825

1,473,746

2020

675

70,568,783

155,476,084

226,044,867

1,604,919

2021

700

176,214,285

174,623,199

350,837,484

2,490,946

2022

726

112,311,428

185,658,431

297,969,859

2,115,586

2023

750

88,896,343

197,275,447

286,171,790

2,031,820

2024

751

96,008,050

209,071,994

305,080,044

2,166,068

2025

750

103,688,694

214,445,002

318,133,696

2,258,749

2026

500

111,983,789

219,656,263

331,640,052

2,354,644

Table 3 Table 3 estimates the estimated value of the existing tax base and new construction value. The tax rate assumption for Ad Valorem Taxes $.71 cents per $100.

Beginning Year Current

Value $

New

Existing

Construction Value Value Increase

5,365,579,777 $

Less: TIRZ #1 Less: TIRZ #2 Estimated Total Valuation $ (95,907,882) $

Valuation

Projected Ad Valoreum Tax

(115,384) $ 5,269,556,511 $

37,652,182

2017

5,841,067,724

(110,060,677)

(1,577,072)

5,729,429,975

40,952,454

2018

5,841,067,724

190,035,732

292,053,386

(141,044,529)

(2,804,864)

6,179,307,449

44,223,579

2019

6,323,156,842

207,569,825

252,926,274

(188,877,308)

(30,762,542)

6,564,013,091

47,073,853

2020

6,783,652,941

226,044,867

203,509,588

(240,813,517)

(49,748,951)

6,922,644,928

49,749,201

2021

7,213,207,396

350,837,484

216,396,222

(295,848,136)

(52,114,952)

7,432,478,014

53,505,777

2022

7,780,441,102

297,969,859

233,413,233

(354,103,774)

(54,551,932)

7,903,168,488

56,992,444

2023

8,311,824,194

286,171,790

249,354,726

(415,707,236)

(57,062,023)

8,374,581,451

60,492,561

2024

8,847,350,710

305,080,044

265,420,521

(478,882,858)

(59,647,416)

8,879,321,001

64,233,203

2025

9,417,851,275

318,133,696

282,535,538

(543,670,906)

(62,310,370)

9,412,539,233

68,180,051

2026

10,018,520,509

331,640,052

300,555,615

(610,112,683)

(65,053,214)

9,975,550,279

72,342,537

Sales Tax Assumptions Table 4 Table 4 estimates the sales tax, mixed drink tax and utility sales tax. Beginning in FY 2016-2017, Sales Tax is expected to increase an average of 3% annually.

Estimated Year

Units

Mixed

Utility

Per Capita

Sales Tax

Drink Tax

Sales Tax

Total Annual Sales Tax

Current

376

$ 150.24

$ 10,160,562

$ 176,120

$ 23,227

$ 10,359,908

2017

450

150.99

10,386,215

180,031

23,743

10,589,989

2018

525

151.75

10,648,469

184,577

24,342

10,857,388

2019

600

152.51

10,948,314

189,774

25,028

11,163,117

2020

675

153.27

11,286,298

195,633

25,800

11,507,731

2021

700

154.04

11,662,970

202,162

26,662

11,891,793

2022

726

154.81

12,055,046

208,958

27,558

12,291,562

2023

750

155.58

12,463,198

216,033

28,491

12,707,722

2024

751

156.36

12,886,701

223,374

29,459

13,139,533

2025

750

157.14

13,314,598

230,791

30,437

13,575,826

2026

500

157.93

13,745,979

238,268

31,423

14,015,670

Projected Sales Tax $15,000,000 $10,000,000 $5,000,000 $0 2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

Franchise Fee Assumptions Table 5 Table 5 estimates the franchise tax collected on electricity, gas, phone and cable services.

Year

Franchise Tax

Current

6,501,626

Estimated

Annual Percentage

Estimated

Increase

Total

$ 6,501,626

2017

6,585,931

84,305

6,585,931

2018

6,813,663

227,732

6,813,663

2019

6,970,673

157,010

6,970,673

2020

7,150,113

179,440

7,150,113

2021

7,351,983

201,870

7,351,983

2022

7,561,329

209,346

7,561,329

2023

7,778,444

217,115

7,778,444

2024

8,002,743

224,299

8,002,743

2025

8,227,334

224,591

8,227,334

2026

8,451,634

224,300

8,451,634

Projected Franchise Tax 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

Operating Expense Assumptions The Operating Expense assumptions include an annual increase in personnel costs and operating costs of approximately 3%. New positions will be evaluated based on building permit activity and related population growth. The Capital Improvement Program has been structured to add infrastructure improvements annually with minimal impact on operating cost and debt ratios. The Strategic Plan is structured to provide: 

Operating expense growth based on population growth and development requirements.



Increased staffing primarily in Public Safety.



Annual increases in operating costs including utilities, fuel and supplies.



The addition of new positions based on population growth related to residential building permit activity. Summary of Full Time Equivalent Positions Full Time Equivalents Positions General Government Business Services Police Fire Development Community Services Public Works

Full Time Equivalents Positions General Government Business Services Police Fire Development Community Services Public Works

Budget 2017 9 14 136 86 28 36 30

Budget 2018 9 14 140 89 28 36 30

Budget 2019 9 14 144 98 28 36 30

Budget 2020 9 14 148 101 28 36 30

Budget 2021 9 14 151 101 28 36 30

339

346

359

366

369

Budget 2022 9 14 154 101 28 36 33

Budget 2023 9 14 158 104 28 36 33

Budget 2024 9 14 162 107 28 36 33

Budget 2025 9 14 166 110 28 36 33

Budget 2026 9 14 170 119 28 36 33

375

382

389

396

409

Summary of Street Construction Projects Note: costs include the expected collection of impact fees and may vary from amounts borrowed depending upon the anticipated collection of impact fees.

FY 2017- $17,650,000             

Day Miar (E Broad to Seeton) Design/ROW Holland (Phase III) Design/ROW Misc. Residential/Intersection Reconstruction North Street Study at Bridge/RR Debbie – 157 to US Business 287 Price Road Design S. Main (Broad to Hurst) Schematic, ROW Russell/Connector School Flasher Coord. System Seeton Bridge at Joe Pool Lake SH 360 Participation Tarrant CDBG Turner Warnell Construction

FY 2018 - $17,650,000       

Day Miar Construction (1/2) Design Debbie Lane Ultimate Improvements Design Holland Construction Remainder Phase III Holland Phase II Design Misc. Residential/Intersection Reconstruction North Street CDBG Price Road Construction

FY 2019 - $17,000,000    

Day Miar Construction (1/2) Debbie Lane Ultimate Construction Holland Phase II Construction Misc. Residential/Intersection Reconstruction

FY 2020 - $16,400,000      

Cannon Extension (South to Roundabout) Gertie Barrett (Bus 287 to Country Meadow) Misc. Residential/Intersection Reconstruction Mitchell Road (Broad to Railroad) S Main Resurfacing (Hunt to Heritage) US 287 Frontage Roads (Lonestar to Railroad)

FY 2021 - $16,200,000     

Debbie – Additional Lanes (WC/Matlock) FM 157 at US 287 (Ramps and U-Turns) Misc. Residential Roadways Mitchell Road (Heritage to Mathis) Signals (Matlock/Ragland)

FY 2022 - $18,550,000     

Broad – Additional 2 Lanes (Matlock/Holland) Callendar (US 287 to Debbie Lane) Misc. Residential Roadways National Parkway – Additional 2 Lanes Route A/East/6th Ave

FY 2023 - $11,800,000    

Lone Star Bridge Widening Lone Star (US 287 to Chambers) Matlock – Additional Lanes (Debbie to Ragland) Misc. Residential Roadways

FY 2024 - $7,000,000  

Misc. Residential Roadways Misc. Arterial/Collector Roadways

FY 2025 - $3,000,000 

Misc. Residential Roadways

Summary of Land Acquisitions and Facility Construction Projects FY 2017 - $0 FY 2018 - $0 FY 2019 - $5,000,000 

Fire Station #5-$5,000,000

FY 2020 - $0 FY 2021 - $0 FY 2022 - $6,100,000 

Public Safety Building Expansion-$6,100,000

FY 2023 - $0 FY 2024 - $6,000,000 

Fire Station #6-$6,000,000

FY 2025-$0 FY 2026- $0

Summary of Utility Construction Projects Note: costs include the expected collection of impact fees and may vary from amounts borrowed depending upon the anticipated collection of impact fees.

FY 2017 - $3,900,000      

20”, 16” & 12” Water Lines Main Street & US 287 16” Water Line Main St – Main Street Lofts SH360 Lift Station Replacement Misc. Utilities for Roadway Bond Projects Knob Hill Distribution System Replacement Odor Control at Holland Lift Station

FY 2018 - $11,735,000     

30” Water Line Matlock South of Broad St Walnut Creek Sewer Interceptor – Phase 1 Misc. Utilities for Roadway Bond Projects Clearwell #4 @ Bud Ervin Water Plant - APAI Clearwell #4 @ Bud Ervin Water Plant - Construction

FY 2019 - $1,700,000  

12” Water Line North Main Street Misc. Utilities for Roadway Bond Projects

FY 2020 - $15,100,000    

Walnut Creek Sewer Interceptor – Phase 2 Misc. Utilities for Roadway Bond Projects Final Expansion of Bud Ervin Water Treatment Plant (60MGD) - APAI Final Expansion of Bud Ervin Water Treatment Plant (60MGD) - Construction

FY 2021 - $1,800,000  

24” Water Line Newt Patterson Misc. Utilities for Roadway Bond Projects

FY 2022 - $7,750,000  

Lone Star 2.5 MG EST Misc. Utilities for Roadway Bond Projects 74

FY 2023 - $600,000 

Misc. Utilities for Roadway Bond Projects

FY 2024- $600,000 

Misc. Utilities for Roadway Bond Projects

FY 2025 - $6,600,000  

Phase 1 Future Water Treatment Plant Design Misc. Utilities for Roadway Bond Projects

FY 2026 - $600,000 

Misc. Utilities for Roadway Bond Projects

MAJOR REVENUES General Fund City revenues are based on a combination of factors including analysis of historical revenue, anticipated changes in the local economic environment and projected growth and development throughout the City. The City of Mansfield also uses a variety of factors in determining the availability of revenue to fund operations throughout the City, including but not limited to qualitative and quantitative revenue forecasting, trend analysis, multiple regression, time series analysis, multi-year historical data, national, state and local economic trends, undeveloped land, actual and proposed development, quantitative and qualitative factors including plats, building permits and the Long Term Financial Plan. The City of Mansfield has historically used conservative estimates to forecast revenues in all funds. In FY 2016-2017, the City has aggressively estimated revenues based on current residential and commercial developments approved by City Council, aggressive economic development efforts and increased commercial and residential developments within the City. Development in the medical corridor and the southeast portion of the City is expected to continue in FY 2016-2017. Residential and commercial property valuations have followed recent local, state and national trends. Property values increased approximately 10% of which new construction was approximately $147,038,257. Mineral valuations dropped from FY 2015-2016 levels. Recent and projected new retail centers are expected to generate additional sales tax revenue.

Description Property Tax Sales Tax Franchise Fees Permits Fines & Fees Transfers Other

Actual 2012-2013 $ 19,773,381 8,237,822 6,090,152 1,335,904 2,576,698 810,532 1,626,681

Actual 2013-2014 $ 21,216,486 9,221,933 6,305,535 1,372,241 2,374,178 810,532 5,448,488

Actual 2014-2015 $ 23,097,995 9,882,734 6,537,035 1,824,809 2,525,912 810,532 1,848,936

Budget 2015-2016 $ 24,503,364 9,709,913 6,561,645 2,202,335 2,525,427 810,532 1,526,350

Budget 2016-2017 $ 27,605,907 10,589,988 6,585,932 1,556,211 2,526,241 1,208,513 2,135,999

Percent 12.66% 9.06% 0.37% -29.34% 0.03% 49.10% 39.94%

Total

$ 40,451,170

$ 46,749,393

$ 46,527,953

$ 47,839,565

$ 52,208,793

9.13%

Percentage

15.57%

-0.47%

2.82%

9.13%

A total of $52,208,793 is projected in the General Fund for FY 2016-2017. This represents a 9.13% increase over the FY 2015-2016 budget or $4,369,228 in increased revenue. The assumptions used by the City to formulate the projected 2016-2017 budget are explained and illustrated on the pages that follow. The property tax rate is $0.71 in FY 2016-2017 and represents no increase in the property tax rate.

General Fund Revenue Composition Budget 2016-2017

Fines 5%

Permits 3%

Transfers 2%

Other 4%

Franchise Tax 13%

Sales Tax 20%

Property Tax 53%

Property Tax Revenue Property tax accounts for approximately 53% of all revenue in the General Fund. Property tax revenue is budgeted at $27,605,907 in FY 2016-2017, an increase of 12.66% or $3,102,542. The increase in property tax is from a substantial increase in existing and new property valuations as well as new growth. New construction activity in FY 2016-2017 is anticipated to increase as economic conditions improve and commercial and retail developments increase. Property tax estimates are based on the valuation of real and personal property within the City of Mansfield. In FY 2016-2017 the average residential home increased in value approximately 9.6%. New construction in FY 2016-2017 was approximately $147,038,257. The production of natural gas and value of mineral interests within the City of Mansfield decreased immaterially over prior years due to the reduced price of natural gas.

New Property Value 12% 10% 8% 6% 4% 2% 0% -2% -4%

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

Average Home Value $250,000 $200,000 $150,000 $100,000 $50,000 $0 2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

Sales Tax Revenue Sales tax accounts for approximately 20% of all revenue in the General Fund. Sales tax revenue also supports the Mansfield Park Facilities Development Corporation and Mansfield Economic Development Corporation. Sales tax is budgeted at $10,589,988 in FY 2016-2017 or a 9.06% increase over FY 20152016 budget estimates. In 2016-2017, the City anticipates continued growth in retail spending activity from new retail development and the improving economy. Retail and entertainment venues including Hawaiian Falls Water Park, Big League Dreams Sports Park, Fieldhouse project and the medical corridor will continue to attract retail and commercial development in the short and long term. Through the Mansfield Economic Development program, the City is constantly searching for new retail, commercial and industrial developments to grow its retail base. The City continues to attract high quality development and expects increased retail activity to continue into 2017.

Sales & Use Tax Revenue $12,000,000

$10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2010

2011

2012

2013

2014

2015

Budget 2016

Budget 2017

Franchise Tax Revenue Franchise tax accounts for approximately 13% of all revenue in the General Fund. Franchise tax revenue includes revenue from electric, gas, telephone, cable and sanitation franchise agreements. In FY 20162017, franchise tax revenue is projected to increase less than 1% from revenues derived from the Cityâ&#x20AC;&#x2122;s sanitation service, gas, cable and electric franchise fees. The electric and gas franchise taxes are tied to actual usage and weather conditions. Annually, franchise fees have increased an average of 6-7%. The actual number of users and the weather patterns throughout the year determines the electric and gas franchise fee revenue. The revenue may increase or decrease depending on the volume usage of kilowatthours per household, hot or dry conditions during the year and the number of new residential and commercial users.

Franchise Fee Revenue 100%

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2013

Gas

2014

Telephone

2015

Electric

Cable

Budget 2016

Sanitation

Other

Budget 2017

Gas Royalty Income

Licenses and Permits The license and permit revenues are derived primarily from residential and commercial building activity. Historically, 5% of the General Fund budget has been derived from permit activity. In FY 2016-2017, budgeted permit activity accounts for approximately 3% of the General Fund budget. The City anticipates this revenue to increase from new residential and commercial developments that will begin some phase of design and construction. Building Permit Revenue

$2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2011

2012

2013

2014

2015

Budget 2016

Budget 2017

Fines & Forfeitures The fines and forfeiture revenue make up approximately 5% of General Fund budgeted revenue in FY 2016-2017. Two primary sources, gas well inspection fees and court fines, account for 77.1% of the total revenue generated in this activity. Other revenues include animal shelter fines, library fines, alarm permit fees and miscellaneous fines. Gas well inspection fees are budgeted at $460,000 and court fines are budgeted at $1,445,968.

Fines Revenue

$3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2011

2012

2013

2014

2015

Budget 2016

Budget 2017

DEBT SERVICE FUND REVENUE ASSUMPTIONS FY 2016-2017 revenues in the Debt Service Fund are based on the amount of outstanding General Fund Operating Debt requirements. The budgeted amount for FY 2016-2017 in the Debt Service Fund is $13,349,613. The budgeted amount is $523,541 more than FY 2015-2016. Property Tax Revenue Property tax accounts for 100% of all funding in the General Obligation Debt Service Fund. Illustrated below is a summary of the Debt Service Fund historical, current and future projections.

General Obligation Debt Service as a Percentage of Property Tax Revenue

45% 40% 35% 30%

25% 20% 15% 10% 5%

0% 2009

2010

2011

2012

2013

2014

2015

Budget 2016

Budget 2017

ENTERPRISE FUND REVENUE ASSUMPTIONS FY 2016-2017 budgeted revenues are based on a combination of factors including analysis of historical revenue, anticipated changes in the local economic environment and projected growth and development throughout the City. Enterprise Fund revenue includes the Water & Sewer Fund, Law Enforcement Center Fund and the Environmental Services Fund. Each fund has revenue that is unique to the fund and is described in the following paragraphs. Water & Sewer Fund The budgeted revenue in the Water & Sewer fund is $29,817,745 in FY 2016-2017 or an increase of 3.47% over FY 2015-2016 due to rate increases and demand for water and sewer treatment. The primary revenue source in this fund is water sales, which makes up 59.1% of all budgeted revenue, and sewer service, which makes up 37.4% of all revenue.

Water & Sewer Revenue

$35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2010

2011

2012

2013

2014

2015

Budget 2016

Budget 2017

Law Enforcement Center Fund The budgeted revenue in the Law Enforcement Center Fund is $10,962,212 or an 8.11% increase over FY 2015-2016. The increase in revenue for FY 2016-2017 is due to a 4% contract increase from the City of Fort Worth contract and the projected increase in other contract housing of prisoners. The City of Fort Worth contract is budgeted at $6,909,227 to house prisoners. The primary revenue source in this fund is the rental of jail beds to the City of Fort Worth and the United States Government, which makes up 90.5% of budgeted revenue. The Law Enforcement Center rents beds to the United States Government at a new rate of $63.30 per day. This represents an increase of $16.70 per inmate over the prior fiscal year. Other revenue includes telephone commissions, prisoner transportation charges, housing for the Cities of Kennedale and Burleson, and salary reimbursements for additional services.

Operating Revenue for the Law Enforcement Center

$12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2010

2011

2012

2013

2014

2015

Budget 2016

Budget 2017

Environmental Services Fund The budgeted revenue in the Environmental Services Fund for FY 2016-2017 is $2,469,540 or an 88.7% increase over FY 2015-2016 due to a fee adjustment for all users. $3,220,000 will be used to fund projects, and bonds will be issued to pay for these improvements. $528,170 is dedicated for principal and interest payments. The increased revenue is based on historical revenue patterns over the last three years. SPECIAL REVENUE FUND ASSUMPTIONS FY 2016-2017 revenues are based on a combination of factors including analysis of historical revenue, anticipated changes in the local economic environment and projected growth and development throughout the City. The Special Revenue Fund includes the Hotel/Motel Tax Fund, Mansfield Park Facilities Development Corporation Fund, Tree Mitigation Fund and the Mansfield Economic Development Fund. Each fund has revenue that is unique to that fund and is described in the following illustrations.

Special Revenue Funds MPFDC

MEDC

HOTEL/MOTEL

TREE MITIGATION

$6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

2012

2013

2014

2015

Budget 2016 Budget 2017

Hotel/Motel Tax Fund The budgeted revenue for FY 2016-2017 in the Hotel/Motel Tax Fund is $713,300 or an increase of 26% over FY 2015-2016. Revenue from this fund is derived from a hotel/motel tax of 7% on hotel and motel occupied rooms within the City of Mansfield. In FY 2012-2013, the City expanded the tourism program to develop a City-wide marketing strategy to attract special events, conferences and sporting events that promote the use of hotels within the City of Mansfield. Recent developments in Arlington including the new Dallas Cowboy’s Stadium, and local venues including Big League Dreams Sports Park and Hawaiian Falls Water Park, have contributed to the demand for hotel space. The Fieldhouse and Dallas Stars Center are anticipated to have a positive impact on hotel/motel tax as well. Mansfield Park Facilities Development Corporation The operating budgeted revenue for FY 2016-2017 in the Mansfield Park Facilities Development Corporation (MPFDC) budget is $4,579,962 for operations and an additional $1,941,171 in sales tax revenue to pay for debt service. In 1992, the citizens voted a ½ cent sales tax to provide parks, cultural facilities and equipment to enhance and expand the City of Mansfield’s park system. The primary sources of revenue from this fund are derived from sales tax, grants, impact fees and rental fees. Sales tax accounts for 79.8% of budgeted revenue. The primary revenue source in this activity will continue to increase as new retail and commercial developments continue throughout the City. Big League Dreams, Hawaiian Falls Water Park, the Mansfield National Golf Club and the Fieldhouse will generate additional sales tax revenue from visitors utilizing these recreational venues. Mansfield Economic Development Corporation The operating budget for FY 2016-2017 in the Mansfield Economic Development Corporation (MEDC) budget is $976,943. Included in this fund is $1,202,784 for debt service and additional funding for contractually obligated projects. In 1992, the citizens voted a ½ cent sales tax to provide economic development funds to provide a funding mechanism to encourage retail, commercial and industrial development within the City of Mansfield to reduce the residential tax burden. The primary source of revenue from this fund is derived from sales tax, which makes up 99% of budgeted revenue. Tree Mitigation Fund No revenue is budgeted in the Tree Mitigation Fund for FY 2016-2017. CAPITAL PROJECTS FUND REVENUE ASSUMPTIONS The Capital Projects Fund includes the Street Construction Fund, Utility Construction Fund, Building Construction Fund, Parks Construction Fund, Economic Development Construction Fund and Equipment Replacement Fund. The revenue sources for these funds include bond proceeds, impact fees, contributions, transfers, interest earnings, grants and other uncategorized revenue. Impact fees include roadway impact fees and water & sewer impact fees. Roadway impact fees are charged to the builder or developer on a per lot basis for residential homes at a rate of $1,000 per lot; commercial and special use impact fees are charged on a per square footage basis. Water & Sewer impact fees are charged based on the size of the water and sewer line connection to the water and sewer system. While bond proceeds continue to be the major source of revenue for the Capital Projects Fund, impact fees have also become a major revenue source. Average impact fees per single family unit total $7,300.

Since 1995, roadway impact fees, water & sewer impact fees and park development fees have totaled $99,012,735. Impact fee revenue is projected to continue in future years, but the City has been conservative in its estimates for impact fee contributions. Impact fees are utilized to reduce the amount of bond issuance in the Street Construction and Utility Construction funds. Contributions from developers and the Mansfield Economic Development Fund provide additional revenue in these funds. Contributions are not budgeted on an annual basis in the Capital Projects Fund since these revenues cannot be projected with any degree of certainty. Transfers, interest and expense recovery revenues make up the remaining revenue sources of the Capital Project Fund. Generally, transfers from the General Fund and bond provide the major revenue source for the Equipment Replacement Fund unless the City opts to finance the purchase of equipment. The City Council and Management team have made a conscious effort to develop alternative revenue sources by the utilization of impact fees and developer contributions. Street Construction Fund The budgeted revenue for FY 2016-2017 in the Street Construction Fund is $23,395,732 or an increase of 46% from FY 2015-2016. Impact fees are projected to generate an estimated $700,000 in FY 2016-2017. Utility Construction Fund The budgeted revenue for FY 2016-2017 in the Utility Construction Fund is $8,026,574 or a decrease of 70.2%. Impact fees are budgeted at $1,100,000. Building Construction Fund The budgeted revenue in the Building Construction Fund is $15,100,000. Facility expansions include the design and construction of the Dallas Stars Center. Mansfield Parks Facilities Development Corporation Construction Fund The budgeted revenue in the Mansfield Parks Facilities Corporation Construction Fund is $20,545,556. Major projects include completion of the Fieldhouse project and Pond Branch construction. Mansfield Economic Development Corporation Construction Fund The budgeted revenue in the Mansfield Economic Development Facilities Construction Fund is $19,954,572. Major projects include design and construction along Broad Street and Regency Parkway. Equipment Replacement Fund The primary source of revenue will be the issuance of Certificates of Obligation of $1,250,377 to fund facility improvements, technology improvements, public safety vehicles and equipment. Additional revenue sources include auction proceeds on the disposal of vehicles and equipment.

GOALS AND OBJECTIVES STATEMENT

Incorporated in the FY 2016-2017 budget is the continuation of the original program as set forth by the administration and identified in the annual statement of Goals and Objectives. The FY 2016-2017 budget represents a renewed challenge in continuation of these goals through identification of major objectives. These have been restated in understanding of the forward direction and continued improvements accomplished by taking positive and deliberate steps to meet our goals of "A SATISFIED PUBLIC, A SKILLED WORK FORCE, AND A COST EFFECTIVE SERVICE DELIVERY." Although financial goals and objectives are present throughout the budget, critical to all the citizens of Mansfield are non-financial goals and strategies to enhance the quality of life for all residents. Further, it is important to understand how short term and long term goals relate to the overall objectives expected by the citizens of Mansfield. Individual division/department goals and objectives can be found in each division/department section of the budget document.

FINANCIAL AND NON-FINANCIAL GOALS & OBJECTIVES City Council and City Staff met to establish priorities and broad-based goals for Fiscal Year 2016-2017. Incorporated into the overall Strategic Planning Session was “A Collective Vision” or simply put: “To provide our citizens the highest quality service at the Best Value” In order to accomplish this vision, City Council and City Staff recognize the importance of strategic planning and the development of goals and effective strategies for implementation of established goals and priorities. The following broad-based goals were established: Continue to Develop Infrastructure  Relieve traffic congestion by improvements to major arteries and intersections.  Complete infrastructure improvements including streets, drainage and utilities to prepare for future development along the Broad Street corridor and State Highway 360. Maintain High Quality Development  Maintain a highly competitive program for recruiting economic development projects.  Continue to review large projects to ensure that they meet current development standards and comply with adopted residential and commercial requirements.  Streamline the development process to take advantage of development opportunities. Enhance Public Safety  Enhance the Public Safety departments by increasing response times, community involvement and utilizing community-based groups to assist in keeping the City safe.  Provide additional staff, equipment and vehicles to ensure the Public Safety departments are able to respond to citizens’ needs in a timely manner. Create a Total Living Environment  Alleviate congestion at intersections of major highways and roads with consideration of future needs along Broad Street, Downtown and State Highway 360.  Develop strategies to maintain a “satisfied public.”  Continue to revitalize the downtown area.  Promote the arts by creating an Art’s Council and staff to develop the arts throughout the community. Maintain the City’s Financial Condition  Maintain current debt ratios and fund balances.  Manage a balanced budget in all funds.  Maintain or improve the City’s bond ratings.

SERVICE PROGRAM FISCAL YEAR 2016-2017 MAJOR GOALS

CONTINUE TO DEVELOP INFRASTRUCTURE

Goal

Department Actions

Provide funding for additional improvements.

Complete infrastructure improvements including streets and utilities to prepare for future development.

The Public Works Division will utilize additional funding for projects including State Highway 360 participation, Broad Street, South Main, Day Miar, Debbie Lane, and various residential streets as identified by Staff and Council. Approximately $17,900,000 in bonds will be issued to fund street improvements and utility relocations. The Public Works Division will begin design and/or construction of utility improvements including development of utility infrastructure for the Shops @ Broad project, S.H. 360 improvements, Sodium Hypochlorite Generation upgrades at the Water Treatment Plant, US 287 & Main Street water lines, and lift station improvements.

Design and construct drainage utility infrastructure projects.

Environmental Services will oversee improvements to the Cityâ&#x20AC;&#x2122;s drainage basin and improvements along Day Miar and Low Branch. Approximately $3,220,000 in bonds will be issued to fund these projects.

Improve traffic flow throughout the City.

The Public Works Division will coordinate a City-wide street light and signal program to improve traffic flow throughout the City.

SERVICE PROGRAM FISCAL YEAR 2016-2017 MAJOR GOALS

MAINTAIN HIGH QUALITY DEVELOPMENT

Goal

Department Actions

Maintain existing requirements.

planning

and

zoning The Planning and Building Services Divisions will ensure all developments comply with existing planning and building standards.

Work with the development community to The Planning and Building Services Divisions provide responsive, consistent zoning. will ensure that each developer understands the planning and zoning requirements and be responsive to any questions relating the Cityâ&#x20AC;&#x2122;s current standards. Discuss and develop incentives to developers The Mansfield Economic Development for high quality projects. Corporation will identify projects that may qualify for funding of various high quality projects. Develop alternative funding sources and City Council approved TIRZ funding areas developer participation wherever possible. within the City to create an economic mechanism to fund infrastructure improvements and expand those areas within the City. Continued developer participation will be encouraged wherever possible. Continue to develop and monitor the Cityâ&#x20AC;&#x2122;s The Planning, Building Services and Public development guidelines to ensure quality Works Divisions will review all plans projects and maintain property values. submitted and ensure compliance with architectural standards, setback requirements, signage and square footage requirements. The Development Review Committee will review each project to ensure all projects meet established guidelines.

SERVICE PROGRAM FISCAL YEAR 2016-2017 MAJOR GOALS

ENHANCE PUBLIC SAFETY

Goal

Department Actions

Provide funding for four new police positions and three firefighter/paramedics.

Maintain and improve throughout the City.

response

City Council and Management will provide funding for the Cityâ&#x20AC;&#x2122;s additional Police and Fire positions to ensure a high level of public safety throughout the City.

times The addition of Police and Fire positions will enable the departments to provide additional staff both in Patrol and Fire Operations.

Provide equipment and vehicles to ensure Funds will be made available for Police and Fire Divisions are able to respond to approximately $707,805 in new vehicles and calls without service interruption. equipment in the Police and Fire Divisions. Provide Emergency Medical Dispatching and Computerized Dispatch Mapping.

Funding will be made available for approximately $263,000 to provide Computerized Dispatch Mapping and Emergency Dispatch Mapping.

Maintain and enhance the training in all public safety departments.

Maintain a high level of training to provide Mansfield citizens with a professional public safety workforce.

Maintain and improve Emergency Management.

Ensure that Emergency Management and Response procedures are in place to respond to public safety emergencies, weather events and natural disasters.

SERVICE PROGRAM FISCAL YEAR 2016-2017 MAJOR GOALS

CREATE A TOTAL LIVING ENVIRONMENT

Goal

Department Actions

Alleviate congestion at intersections of major highways and roads with consideration of future needs along Broad Street, Downtown and State Highway 360.

The Public Works Division will continue to make improvements along Broad Street, Highway 287, State Highway 360 and Downtown to reduce congestion.

Continue to maintain the “Best Parks System.”

The Public Grounds Department and the MPFDC will expand maintenance of existing parks and public grounds by expanding irrigated medians and making improvements to the existing park program.

Continue to maintain a “Superior” Water & Sewer System.

The Utility Division will continue to expand the use of the latest technology to provide service delivery to all areas of the City. The Utilities Division will continue to expand the conservation programs, reduce costs utilizing the latest technology and monitor flow patterns throughout the City.

Continue to revitalize downtown.

The Public Works Division and Community Services Division will complete improvements to Pond Branch and open up additional walking and restaurant venues downtown.

Promote the Arts by creating an Art’s Council and staff to develop the Arts throughout the community.

Community Services will add one additional Art’s Council staff person to promote the Arts activities throughout the City.

SERVICE PROGRAM FISCAL YEAR 2016-2017 MAJOR GOALS

CREATE A TOTAL LIVING ENVIRONMENT

Goal

Department Actions

Create new public/private partnerships to provide new recreation venues within the City.

The Business Services Division, MPFDC, and Development Services Division will oversee projects to construct two public/private partnerships: Fieldhouse USA and the Dallas Stars recreational ice rink.

Provide recreation venues to opportunities for The Fieldhouse project is under construction all citizens. and will be completed in 2017. The Dallas Stars project will begin construction in FY 2017-2018. Improve the Cityâ&#x20AC;&#x2122;s existing park system.

Design and construction will begin on upgrades to Chandler Park, Phillip Thompson Sports Complex, McKnight West, McClendon West, Mansfield Sports Complex, Pond Branch and bike route improvements.

Coordinate with existing partners to improve Continue to enhance existing public/private current partnerships. partnerships including Big League Dreams, Hawaiian Falls and the Mansfield National Golf Course by promoting these venues through the Cityâ&#x20AC;&#x2122;s Communications and Marketing Department. Partner with the Mansfield Independent School The City will continue to partner with the District whenever possible. Mansfield Independent School District for joint recreational and sporting events.

SERVICE PROGRAM FISCAL YEAR 2016-2017

MAJOR GOALS

MAINTAIN THE AA+ BOND RATING

Goal

Department Actions

Issue debt only in amounts approximate to debt being paid off.

City Administration and the Business Services Division will maintain current debt ratios while continuing to maintain the current fund balance policy of 25% of operating expenditures.

Ensure expenditures are in line with revenues.

Maintain a balanced budget in all funds. Ensure operational and staff additions do not exceed budgeted projections or extend the Cityâ&#x20AC;&#x2122;s ability to adequately provide for infrastructure improvements in a growing local economy.

Create opportunity for expanded revenues.

Review the current fee structure including ambulance fees, developer fees and other fees to generate additional revenue.

Limit the tax burden on taxpayers.

Continue to retain existing commercial business and create opportunity/incentives for new retail and residential developments. Increase quality projects.

Continue to encourage economic development The City will encourage quality residential and throughout the City. commercial development to ensure average home values continue to rise and commercial developments provide opportunities for citizens to utilize retail establishments within the City of Mansfield.

BUDGET SUMMARY Business Matrix 2016-2017

By Fund General Debt Service Utility Law Enforcement Center Drainage Hotel/Motel MPFDC MEDC Tree Mitigation Equipment Capital Projects

Public Safety

Business & Administration

29,479,132

9,341,340

Planning & Development $

3,891,071

Public Works $

Community Services

4,960,469

Capital Improvements

4,536,781

1,250,377 91,988,197

52,208,793 23,080,972 24,153,600 10,962,212 2,717,512 713,300 4,579,962 9,070,137 124,227 1,250,377 91,988,197

$ 123,984,123

$ 220,849,289

56%

100%

23,080,972 24,153,600 10,962,212 1,936,370

781,142 713,300 4,579,962

2,186,702

6,883,435 124,227

BUDGET ALLOCATION $

40,441,344

PERCENT

18.31%

11,528,042 5.22%

3,891,071

31,050,439

14%

9,954,270 5%

Total

Budget Summary 18%

56%

14%

5% Public Safety

Administration

Planning

Public Works

Community Services

Capital Improvements

*Includes proceeds from previous bond issues and remaining funding for on-going projects.

16,627,113 12,020,382 0 (0) 12,020,382 $ 16,627,113 $

5,227,066 0 5,245,101 $

27,017,353 0 27,017,353 $

0 (487,802) 0

535,019

(0)

TOTAL SOURCES/(USES)

BEGINNING NET ASSETS Adjustments ENDING NET ASSETS

47,569,497 72,176,041

158,464,808 0 158,464,808

2,867,269

6,863,917

23,080,972

72,176,041

14,882,480 22,955,831

47,569,497

25,689,758

3,159,383 6,871,149 469,708 15,189,518

71,688,239

1,205,850 52,208,793

414,736 64,060

36,129,580 7,395,034 6,999,533

23,080,972

26,224,777

1,208,514 52,208,793

1,100,000

2,664

222,682 700,000

3,220,000 70,988,239

17,130,378

2,469,540 40,778,986

1,905,318

528,170 6,059,234

13,349,613 3,143,955

971

Enterprise Funds

5,000

1,107,432

7,979,303

Capital Projects Funds*

1,556,211 8,000

27,605,907 10,589,988 6,585,932 2,526,241

Debt Service Funds

USES Salary & Benefits Supplies Contactural Services Capital Outlay & Prior Year Projects Economic Incentives Reserve Cultural Services Debt Service Operating Transfers Out TOTAL USES

SOURCES $ Property Taxes General Sales & Use Tax Franchise Taxes Fines & Fees Charges for Services Licenses & Permits Interest Intergovernmental Revenues Miscellaneous Revenue Bond Proceeds & Prior Year Projects* Grant Proceeds & Contributions Impact Fees Operating Transfers In TOTAL SOURCES

General Fund

Special Revenue Funds

BUDGET SUMMARY-ALL FUNDS COMBINED FISCAL YEAR 2016-2017

218,127,335 0 218,127,335 $

0 47,218 218,127,335 0 218,174,553 $

21,670,426 1,643,886 184,607,416

218,103,471 23,864 218,127,335

278,915 24,381,416 3,499,546 142,028,571

46,118,596 38,522,973 7,593,053 21,634,072

8,681,543 12,952,913 3,481,916 1,834,250 142,052,435 1,521,350 70,625,864 1,600,000 810,532 184,607,417

50,541,236 28,252,972 7,723,474 74,775,422

34,718,613 21,144,548 6,537,035 3,835,497 46,978,516 1,824,809 62,795

2014-2015 Actual All Fund Types

37,334,436 $ 20,509,369 6,561,645 2,525,427 40,911,460 2,202,334 5,000

2015-2016 Budget All Fund Types

54,171,443 37,222,014 7,469,241 94,229,476 414,736 2,931,329 23,080,972 1,205,850 220,725,061

40,955,520 $ 21,713,246 6,585,932 5,523,951 47,945,652 1,556,211 13,971 22,255,696 70,988,239 225,346 1,800,000 1,208,514 220,772,278

2016-2017 Budget All Fund Types

CITY OF MANSFIELD, TEXAS GENERAL FUND BUDGET SUMMARY 2016/2017 ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

$11,657,018

$12,020,382

11,657,018

12,020,382

45,651,057 66,368

47,026,913 2,120

50,998,159 2,120

810,532

1,208,514

46,527,957

47,839,565

52,208,793

Funds Available

58,184,975

59,859,947

64,229,175

Deductions: Expenditures Interfund Transfers Out Purchase of Land

45,140,875 1,023,718

47,839,565

52,208,793

Total

46,164,593

47,839,565

52,208,793

12,020,382

$12,020,382

Beginning Fund Balance Less Reserves Beginning Unreserved Balance Receipts: Revenues Sale of City Property Other Financing Sources Interfund Transfers Total

FUND BALANCE Unreserved

Ending Fund Balance *Budget is Adopted and Final Budget.

CITY OF MANSFIELD, TEXAS GENERAL FUND SCHEDULE OF REVENUES 2016/2017 ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

$ 22,556,558 180,524 150,664

$ 24,103,364 200,000 200,000

$ 27,288,571 144,330 173,006

22,887,746

24,503,364

27,605,907

9,708,973 173,761

9,574,913 135,000

10,409,957 180,031

9,882,734

9,709,913

10,589,988

276,354 183,817 2,225,069 948,894 2,691,420 87,251 24,542 99,688

358,727 193,000 2,268,716 840,000 2,691,202 105,000 105,000

273,111 183,000 2,268,715 937,000 2,718,334 105,654 100,118

6,537,035

6,561,645

6,585,932

39,307,515

40,774,922

44,781,827

40,000 1,967,554 40,072 40,448 114,260

48,000 1,048,020 110,000 140,448 209,743

2,202,334

1,556,211

TAXES: Ad Valorem Taxes Current Year Delinquent Penalty & Interest TOTAL Sales & Use Taxes General Sales Tax Mix Drinks Tax TOTAL Franchise Taxes Gas Telephone TXU Electric Cable Television Sanitation Telephone Lines Gas Royalty Income Johnson Co. Electric TOTAL TOTAL TAXES LICENSES & PERMITS: Electrical Licenses Building Permits Plumbing Permits Electrical Permits Miscellaneous Permits TOTAL LICENSES & PERMITS

52,500 1,244,467 128,241 157,770 241,831 1,824,809

CITY OF MANSFIELD, TEXAS GENERAL FUND SCHEDULE OF REVENUES 2016/2017 ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

FINES & FORFEITURES: Municipal Court Library Fines Gas Well Fees Alarm Fines Other Fines & Fees Animal Shelter Fees

$ 1,379,592 14,458 467,000 275,420 360,958 28,484

$1,763,627 11,000 460,000 190,000 68,800 32,000

$1,445,968 11,000 460,000 276,000 295,273 38,000

2,525,912

$2,525,427

$2,526,241

810,532

1,208,514

810,532

1,208,514

7,696 66,368

5,000 2,120

8,000 2,120

584,021 348,172

519,230 -

703,198 222,682

1,052,932

1,000,000

1,200,000

2,059,189

1,526,350

2,136,000

TOTAL GENERAL FUND REVENUES $ 46,527,957

$ 47,839,565

$ 52,208,793

TOTAL FINES AND FORFEITURES

INTERFUND TRANSFERS: Utility Fund TOTAL INTERFUND TRANSFERS

OTHER REVENUES: Interest Income Sale of City Property Other Financing Sources Other Grant Proceeds Contributions Ambulance Service TOTAL OTHER REVENUE

*Budget is Adopted Budget and Final Budget.

REVENUE BY MAJOR SOURCE $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2014 Property Tax Licenses & Permits Other

2015 Budget 2016 Budget 2017 Sales Tax Franchise Tax Fines & Forfeitures Interfund Transfers

EXPENDITURE BY MAJOR FUNCTION $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2014 Public Safety

2015 Administrative

Budget 2016 Budget 2017 Community Services

Public Works

Planning & Development

100

CITY OF MANSFIELD, TEXAS GENERAL FUND EXPENDITURES BY ACTIVITY 2016/2017 ACTUAL 2014/2015 GENERAL GOVERNMENT DIVISION City Council Administration Legal Human Resources Total General Government Division BUSINESS SERVICES DIVISION Finance Accounting Purchasing Tax Assessing & Collection Information Technology Sanitation Budget City Secretary Total Business Services Division

589,554 700,015 796,100 538,006 2,623,675

BUDGET 2015/2016 $

124,736 756,426 557,235 629,815 2,068,212

BUDGET 2016/2017 $

118,907 789,224 986,329 664,751 2,559,211

385,806 316,840 69,854 268,797 597,796 2,187,165 67,955 471,275 4,365,488

509,398 457,072 84,532 273,800 821,792 2,208,000 87,143 347,053 4,788,790

552,161 480,819 88,961 273,800 828,558 2,239,140 92,735 382,685 4,938,859

POLICE DIVISION Public Safety Administration Administration Communications Patrol CID/Narcotics Investigation Animal Control Commercial Vehicle Traffic K-9 Community Resource Training Park Patrol Grants Municipal Court Total Police

607,273 1,455,280 2,287,822 5,384,457 2,668,319 606,940 254,795 415,344 219,036 215,705 155,906 177,533 253,019 609,585 15,311,014

656,339 1,455,853 2,622,232 6,045,542 2,609,759 640,516 277,025 444,280 242,057 164,419 158,252 638,170 15,954,444

1,508,684 2,673,212 6,597,420 2,641,045 677,109 331,194 465,817 252,716 637,639 158,128 278,838 675,112 16,896,914

FIRE DIVISION Administration Fire Prevention Emergency Management Operations Total Fire

817,322 658,548 51,203 9,754,204 11,281,277

887,355 721,605 187,649 9,493,286 11,289,895

951,270 739,136 209,517 10,682,295 12,582,218

101

CITY OF MANSFIELD, TEXAS GENERAL FUND EXPENDITURES BY ACTIVITY 2016/2017 ACTUAL 2014/2015 PLANNING DIVISION Administration Planning & Zoning Commission Historic Landmark Commission Board of Adjustments Total Planning Division

823,641 9,190 932 1,219 834,982

BUDGET 2015/2016

BUDGET 2016/2017

990,481 13,441 4,563 3,135 1,011,620

$ 1,040,798 11,581 4,320 3,274 1,059,973

DEVELOPMENT SERVICES DIVISION Code Enforcement & Inspections Building Maintenance Total Development Services Division

1,273,421 889,386 2,162,807

1,623,433 1,086,639 2,710,072

1,784,119 1,046,977 2,831,096

PUBLIC WORKS DIVISION Engineering Street Maintenance Traffic Control Total Public Works Division

445,988 2,675,453 1,073,196 4,194,637

418,760 3,189,159 1,129,884 4,737,803

418,812 3,300,332 1,241,325 4,960,469

COMMUNITY SERVICES DIVISION Senior Lifestyles Communications & Marketing Public Grounds Library Historical Services Arts Commission Cultural Services Total Community Services Division

255,223 400,155 1,849,103 750,451 39,983 232,314 3,527,229

268,834 332,753 2,214,703 1,015,526 54,474 268,625 4,154,915

285,009 335,767 2,361,491 1,067,080 67,913 130,852 288,670 4,536,782

NON-DEPARTMENTAL Land Purchase Other Operating Expenses Transfer to Other Funds Total Non-Departmental

72,950 359,204 1,431,329 1,863,483

290,460 833,354 1,123,814

637,421 1,205,850 1,843,271

$ 46,164,592

$ 47,839,565

$ 52,208,793

TOTAL EXPENDITURES

102

CITY OF MANSFIELD, TEXAS GENERAL DEBT SERVICE FUND BUDGET SUMMARY 2016/2017 ACTUAL 2014/2015 Beginning Fund Balance

Additions: Property Taxes, Current Prior Year Delinquent Taxes Miscellaneous Bond Proceeds Interest Earnings

11,830,867

726,099

BUDGET 2016/2017 $

731,099

12,831,072

13,349,613

11,831,299

12,831,072

13,349,613

12,687,067

13,557,171

14,080,712

7,450,000 4,112,371

8,415,000 4,411,072

8,865,000 4,484,613

12,826,072

13,349,613

432

Total Funds Available Deductions: Bond Principal Bond Interest Capital Lease Payments Bond Issuance Costs Refunding Bonds issued Payment to refund bond agent Premium on bonds issued Discount on bonds issued Fiscal charges

155,800 (11,700,000) 12,940,000 (1,773,891) 68,304 708,384

Total Ending Fund Balance

855,768

BUDGET 2015/2016

11,960,968 $

726,099

731,099

*Budget is Adopted Budget and Final Budget.

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WATER & SEWER FUND WORKING CAPITAL 2016/2017

Working Capital, Beginning Additions: Water Sales Sewer Service Charges for Services Impact Fees Contributions Other Income Total Funds Available Deductions: Operating Expenses Capital Outlay Total Debt Requirements: Current Maturities Interest & Fiscal Charges Total Other Changes Net Increase (Decrease): Restricted Assets Interest Earnings on Restricted Assets Transfers/Reserves Total Working Capital, Ending Debt Service Coverage: Operating Revenues Reserves Net increase on Restricted Assets Less: Operating Expenses Net Income Available Annual Debt Service Requirement Coverage Factor Maximum Annual Requirement Covrage Factor Annual Coverage Requirements Coverage Factor

ACTUAL 2014/2015 $ 16,360,730

BUDGET 2015/2016 $ 24,640,885

BUDGET 2016/2017 27,902,531

17,105,911 9,790,377 835,653

17,065,051 10,739,588 784,959 -

17,616,943 11,157,249 820,026 -

2,221,176 124,167 30,077,284

226,956 28,816,554

222,556 29,816,774

46,438,014

53,457,439

57,719,305

17,096,059 17,096,059

18,685,521 (258,625) 18,426,896

20,265,353 (194,579) 20,070,774

4,095,000 2,183,331 6,278,331

3,630,000 2,231,826 5,861,826

4,020,000 2,049,234 6,069,234

(971) 1,008,532 1,007,561

(971) 1,406,513 1,406,513

1,560,616 (16,645) 1,543,971 24,640,885

27,902,531

29,979,176

30,077,284

(17,096,059)

28,817,525 2,650,209 971 (18,685,521)

29,817,745 2,086,645 971 (20,265,353)

12,981,225

12,783,184

11,640,008

$ 6,278,331 2.07 $ 6,343,514 2.05 $ 4,256,649 3.05

$ 5,861,826 2.18 $ 6,324,720 2.02 $ 4,295,506 2.98

$ 6,069,234 1.92 $ 6,059,234 1.92 $ 3,236,984 3.60

104

CITY OF MANSFIELD, TEXAS WATER & SEWER FUND REVENUES BUDGET SUMMARY 2016/2017

Water Sales

ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

$ 17,105,911

$ 17,065,051

$ 17,616,943

9,790,377

10,739,588

11,157,249

531,157

556,502

9,638

21,379

88,115

65,624

108,405

93,954

125,021

2,770

1,500

130,563

76,000

80,000

89,172

196,956

192,556

$ 30,077,284

$ 28,816,554

$ 29,816,774

16,645

971

30,093,929

28,817,525

29,817,745

Sewer Service Water Penalties Water Taps Meter Set Fee Restore Service Fee Sewer Taps Utility/Inspect/Pretreatment Contributions

2,221,176

Miscellaneous/Transfers Total Interest Income TOTAL *Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS WATER & SEWER FUND EXPENSES BUDGET SUMMARY 2016/2017 ACTUAL 2014/2015 Administration

794,985

BUDGET 2015/2016 $

907,492

BUDGET 2016/2017 $

1,115,305

Billing and Collections

870,247

981,412

1,029,818

Meter Reading and Repairs

748,173

896,530

973,740

Water Distribution

1,031,489

896,376

943,198

Wastewater Collection

6,119,999

6,545,042

7,083,243

Water Quality Control

6,622,513

7,602,733

8,420,452

908,653

855,936

699,597

17,096,059

18,685,521

20,265,353

1,008,532 5,861,826 2,650,209

1,406,513 2,086,645

9,520,567

3,493,158

28,206,088

$ 23,758,511

Other Operating Expenses Total Operating Expenses

Depreciation Operating Transfers Out Debt Service Reserve

3,858,313 1,774,608 2,581,696

8,214,617 TOTAL EXPENSES

25,310,676

*Budget is Adopted Budget and Final Budget.

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Water & Sewer Revenue $20,000,000 $18,000,000 $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 2013

2014

Water Revenue

2015

Budget 2016

Budget 2017

Sewer Revenue

Water & Sewer Expenses $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

2013

2014 Water Purchase

2015

Budget 2016

Budget 2017

Sewer Treatment

107

CITY OF MANSFIELD, TEXAS WATER & SEWER DEBT SERVICE FUND BUDGET SUMMARY 2016/2017

Beginning Net Assets Additions: Utility Operating Interest Income Total Assets Available Deductions: Transfer to Operating Fund Bond Principal Bond Interest Proceeds from Capital Debt Paying Agents Fees Total Ending Net Assets

ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

$ 4,104,652

$ 4,612,364

6,769,398 16,645

5,861,826

6,059,234

6,786,043

5,861,826

6,059,234

10,890,695

10,474,190

10,671,598

4,095,000 2,183,331

3,630,000 2,231,826

4,020,000 2,039,234

6,278,331

5,861,826

6,059,234

$ 4,612,364

*Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS LAW ENFORCEMENT CENTER SCHEDULE OF REVENUES 2016/2017 ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

9,247,216

$ 9,465,843

$ 10,230,016

Miscellaneous

116,371

70,000

114,000

Transportation

11,669

15,000

5,000

201,514

175,000

200,000

413,196

$9,576,770

$ 10,139,039

$ 10,962,212

Other Sources Charges for Service

Telephone Commission Transfers Total Revenues

*Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS LAW ENFORCEMENT CENTER SCHEDULE OF EXPENSES 2016/2017 ACTUAL 2014/2015 Administration

301,378

BUDGET 2015/2016 $

BUDGET 2016/2017

294,420

309,866

Operations

5,800,324

5,846,732

6,442,058

City Marshal

1,735,692

1,866,053

1,946,311

Support Services

969,080

1,041,045

1,061,507

Food Services

491,128

499,298

498,568

Medical Services

533,223

591,491

703,902

Other Operating Expenses

221,367

Total Operating Expenses

10,052,192

10,139,039

10,962,212

Depreciation Debt Service

264,372 40,604

Sub-Total

304,976

$10,357,168

$ 10,139,039

$ 10,962,212

Total Expenses

*Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS ENVIRONMENTAL SERVICES FUND BUDGET SUMMARY 2016/2017

Beginning Net Assets Additions: Drainage Fee Grant Revenue Interest Income Other Income Total Assets Available

Deductions: Administrative Transferred to Debt Service Operations Project Appropriations Reserve Depreciation Expense Bond Coverage Total Ending Net Assets

ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

$ 4,345,009

$ 4,848,439

1,309,585

1,308,471

2,469,540

517 451,799

3,220,000

1,761,901

1,308,471

5,689,540

6,106,910

6,156,910

10,537,979

328,809 278,508 534,279

536,187 527,970 113,721

1,028,954 3,220,000 780,624

116,875 130,593

131,792

1,258,471

1,308,471

5,161,370

$ 4,848,439

$ 5,376,609

*Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS ENVIRONMENTAL SERVICES DEBT SERVICE FUND BUDGET SUMMARY 2016/2017 ACTUAL 2014/2015 Beginning Net Assets

Additions: Bond Proceeds Interest Drainage Fee

78,339

BUDGET 2015/2016 $

89,051

BUDGET 2016/2017 $

94,051

517 555,064

532,970

528,170

555,581

532,970

528,170

Assets Available

633,920

622,021

622,221

Deductions: Bond Principal Bond Interest Paying Agent Fees

375,000 169,869 -

390,000 137,970 -

400,000 128,170 -

544,869

527,970

528,170

Total

Total Ending Net Assets

89,051

94,051

*Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS SPECIAL REVENUE HOTEL/MOTEL FUND BUDGET SUMMARY 2016/2017 ACTUAL 2014/2015 Beginning Fund Balance Additions: Other Revenue Taxes Total Funds Available Deductions: Other Historical Preservation CVB/Tourism Total Ending Fund Balance

BUDGET 2015/2016

BUDGET 2016/2017

817,866

$ 1,143,496

717,284

641,425

713,300

717,284

641,425

713,300

1,535,150

1,784,921

1,856,796

143,802 26,364 221,488

283,425 35,000 323,000

320,620 34,680 358,000

391,654

641,425

713,300

$ 1,143,496

*Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS SPECIAL REVENUE TREE MITIGATION FUND BUDGET SUMMARY 2016/2017 ACTUAL 2014/2015 Beginning Fund Balance

Additions: Fees Other Interest Earnings Total

935,003

BUDGET 2015/2016 $

BUDGET 2016/2017

550,264

742 172 914

Funds Available

935,917

550,264

Deductions: Operating Costs Total

385,653 385,653

550,264 550,264

Ending Fund Balance

550,264

*Budget is Adopted Budget and Final Budget.

114

CITY OF MANSFIELD, TEXAS MANSFIELD PARK FACILITIES DEVELOPMENT CORPORATION BUDGET SUMMARY 2016/2017

Beginning Fund Balance Additions: Sales Tax Revenue Interest Contributions Other Prior Year Funding Bond Proceeds Gas Royalty Income Rental Total Funds Available

Deductions: Administration Operating Costs Project Appropriation Total Ending Fund Balance

ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

$ 8,677,942

$ 10,305,587

$10,305,587

3,608,684 4,583 2,770 1,031,793

3,545,353 3,000 61,620

3,263,808 3,000 2,664 203,058

331,673 1,027,050

150,000 1,017,922

150,000 957,432

6,006,553

4,777,895

4,579,962

14,684,495

15,083,482

14,885,549

2,822,447 712,039 844,422

1,196,241 3,581,654 -

1,389,913 2,327,490 862,559

4,378,908

4,777,895

4,579,962

$ 10,305,587

$10,305,587

*Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS MANSFIELD PARK FACILITIES DEVELOPMENT CORPORATION REVENUE DEBT SERVICE FUND BUDGET SUMMARY 2016/2017 BUDGET 2014/2015 Beginning Fund Balance

Additions: Sales Tax Revenue Interest Income Total Funds Available Deductions: Bond Principal Interest Paying Agent Fees Total Ending Fund Balance

BUDGET 2015/2016

BUDGET 2016/2017

207,380

$ 207,809

1,245,803

1,242,104

1,941,171

1,245,803

1,242,104

1,941,171

1,453,183

1,449,913

2,148,980

805,000 440,374

835,000 407,104

1,035,000 906,171

1,245,374

1,242,104

1,941,171

207,809

$ 207,809

*Budget is Adopted Budget and Final Budget

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CITY OF MANSFIELD, TEXAS MANSFIELD ECONOMIC DEVELOPMENT CORPORATION BUDGET SUMMARY 2016/2017 ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

$ 11,661,265

$ 4,629,514

4,854,487

4,777,457 5,183,286

5,204,979 16,927,320

2,000

4,859,402

9,962,743

22,134,299

Assets Available

16,520,667

14,592,257

26,763,813

Deductions: Administration Debt Payment Transfer to other Funds Project Appropriation

783,838 480,762 15,101 10,611,452

921,373 1,202,454 12,096 7,826,820

976,943 12,096 19,942,476

11,891,153

9,962,743

20,931,515

$ 4,629,514

$ 5,832,298

Beginning Net Assets Additions: Sales Tax Revenue Prior Year Funding Gain on Sale of Capital Assets Gas Royalty Income Interest Total

Total Ending Net Assets

1,571 3,344

*Budget is Adopted Budget and Final Budget.

117

CITY OF MANSFIELD, TEXAS MANSFIELD ECONOMIC DEVELOPMENT CORPORATION REVENUE DEBT SERVICE FUND BUDGET SUMMARY 2016/2017 ACTUAL 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

Beginning Net Assets

Additions: Sales Tax Revenue

1,316,318

1,202,454

1,202,784

1,316,318

1,202,454

1,202,784

Assets Available

1,316,318

1,202,454

1,202,784

Deductions: Bond Principal Interest

760,000 556,318

905,000 297,454

920,000 282,784

1,316,318

1,202,454

1,202,784

Total

Total Ending Net Assets *Budget is Adopted Budget and Final Budget.

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CITY OF MANSFIELD, TEXAS PARKS CONSTRUCTION BUDGET SUMMARY 2016/2017 BUDGET 2014/2015 Beginning Net Assets

Additions: Sale of City Property Grant Revenue Bond Proceeds Transfer In

BUDGET 2015/2016 $

BUDGET 2016/2017 -

5,545,000

21,855,000

20,545,556

5,545,000

21,855,000

20,545,556

Assets Available

5,545,000

21,855,000

20,545,556

Deductions Project Appropriations Transfers

5,545,000

21,855,000

20,545,556

5,545,000

21,855,000

20,545,556

Interest Earnings Total

Total Ending Net Assets

*Budget is Adopted Budget and Final Budget.

119

CITY OF MANSFIELD, TEXAS STREET CONSTRUCTION BUDGET SUMMARY 2016/2017

Beginning Fund Balance

BUDGET 2014/2015

BUDGET 2015/2016

BUDGET 2016/2017

$ 8,881,240

$ 15,565,450

11,177,767

14,500,000

18,350,000 5,045,732

9,449 1,587,896 187,000 1,342,224

500,000 1,022,743

700,000

14,304,336

16,022,743

24,095,732

23,185,576

31,588,193

39,661,182

7,620,126

16,022,743

23,395,732

7,620,126

16,022,743

23,395,732

$ 15,565,450

$ 16,265,450

Additions: Intergovernmental Bond Proceeds Prior Year Bond Proceeds Interest Impact Fees Contributions Miscellaneous Total Funds Available

Deductions: Project Appropriation Total Ending Fund Balance

*Budget is Adopted Budget and Final Budget.

120

CITY OF MANSFIELD, TEXAS WATER & SEWER CONSTRUCTION BUDGET SUMMARY 2016/2017 BUDGET 2014/2015 Beginning Net Assets

$ 14,861,347

Additions: Impact Fees Bond proceeds Interest Earnings Miscellaneous Income Contributions Prior Year Funding Transfer

1,894,020

8,230,234

BUDGET 2016/2017 $

1,100,000 6,000,000 4,704

5,280

8,230,234

1,100,000 6,926,574

6,615 19,863,142

Total Assets Available Deductions: Project Appropriations Total Ending Net Assets

BUDGET 2015/2016

1,905,915

26,967,846

8,026,574

16,767,262

35,198,080

16,256,808

8,537,028

26,967,846

8,026,574

8,537,028

26,967,846

8,026,574

8,230,234

*Budget is Adopted Budget and Final Budget.

121

CITY OF MANSFIELD, TEXAS BUILDING CONSTRUCTION BUDGET SUMMARY 2016/2017

Beginning Net Assets Additions: Interest Income Prior Year Funding Bond Proceeds Total

BUDGET 2014/2015

BUDGET 2015/2016

$ 3,035,172

$ 327,390

BUDGET 2016/2017 $

327,390

841 828,959 15,100,000 841

828,959

15,100,000

Assets Available

3,036,013

1,156,349

15,427,390

Deductions: Project Appropriations

2,708,623

828,959

15,100,000

2,708,623

828,959

15,100,000

$ 327,390

Total Ending Net Assets

327,390

*Budget is Adopted Budget and Final Budget.

122

CITY OF MANSFIELD, TEXAS EQUIPMENT REPLACEMENT BUDGET SUMMARY 2016/2017

Beginning Net Assets

BUDGET 2014/2015

BUDGET 2015/2016

$ 1,222,776

$ 1,512,402

Additions: Sale of City Property Grant Revenue Bond Proceeds Miscellaneous Revenue Transfers Interest Earnings

BUDGET 2016/2017 $

22,293 1,775,146

1,250,377

1,023,718 18

1,245,551

2,821,175

1,245,551

1,250,377

Assets Available

4,043,951

2,757,953

1,250,377

Deductions Equipment Transfers

2,531,549

2,757,953

1,250,377

Total

2,531,549

2,757,953

1,250,377

Total

Ending Net Assets

$ 1,512,402

*Budget is Adopted Budget and Final Budget.

123

DEBT SERVICE FUND The General Obligation Debt Service Fund is used to account for payment of principal and interest on the City of Mansfield’s general obligation bonds and capital lease payments. Revenue Debt Service Funds are used to account for Revenue Bonds whose principal and interest are payable from earnings of the City of Mansfield’s Enterprise Funds. Special Revenue Debt Service Funds are used to account for Sales Tax Revenue Bonds whose principal and interest are payable from a special ½ ¢ sales tax.

125

CITY OF MANSFIELD DEBT MANAGEMENT POLICY Purpose The City recognizes that effective management of the public’s funds is an investment of the public’s funds within the community in which it serves. It is with this understanding that the City of Mansfield establishes its debt policy to guide decision makers in investing the public’s money within the City of Mansfield, Texas. 

“Tax-exempt financing is used by state and local governments to raise capital to finance public capital improvements and other projects, including infrastructure facilities that are vitally important to sustained economic growth.” - Tax-Exempt Financing, a Primer

It is upon this principal that the City of Mansfield, Texas determines the necessity to incur debt in order to finance the Capital Improvement Program (CIP) of the City. The management of the City’s debt is vital for maintaining the expected cost of services and the continued infrastructure development within this community. With the incurrence of additional debt, the City is able to pay for the infrastructure needs of the community without overly burdening the constituency in any given period by increasing or decreasing the fee structure necessary to support the capital improvement. As a result, the management of the City’s debt portfolio is designed to minimize the impact to its constituency.

Authorization The Constitution of the State of Texas and the general laws of the State of Texas allow for and permit Texas cities, as authorized by the City, to issue direct obligations or bonds for the purpose of financing improvements and capital assets. Although the Federal Government does not govern local spending authority, it closely regulates and monitors the types of issuances and the authority for issuance through the Federal Income Tax Code, Sections 141 through 150. The Federal Income Tax Code restricts the nature and character of Bond Interest in how it is treated as income for income tax reporting, thereby controlling and creating markets for tax-exempt instruments.

Uses of Debt Financing and Capital Improvements 

Debt financing shall be used to fund infrastructure improvements and the purchasing of capital assets as long as the asset life of the improvement or capital asset is beyond the cost of financing the improvement or the capital asset.



Debt financing shall be used as a funding source when the improvements or the purchase of capital assets cannot be acquired from current revenue sources or direct fees like impact fees. In addition, if the purchase of capital assets and construction of infrastructure improvements can be funded through available resources (fund balance, current revenue or any other recurring revenue) then the cost of money should be considered against the value of available resources in determining pay-as-you-go financing.

Affordability of Additional Debt and Legal Debt Limit In Fiscal Year 2000, the City of Mansfield developed a 10-year Strategic Plan that anticipates the financial future of the City of Mansfield, Texas. This plan is a comprehensive planning model that enables Management to assess the financial well-being of the City. It quantifies the impact of growth and development and speaks plainly about the fiscal condition of the City. This Strategic Plan incorporates

126

future revenue sources, operating expenses and projected capital improvement projects for all of the City’s activities: Governmental Funds and Enterprise Funds. This Strategic Plan measures the City’s ability to authorize and issue additional debt over the next ten years. Each year, the plan is revised to reflect growth, population estimates and current operating revenues. 

The City shall use an objective, analytical approach to determine whether it can afford to assume new debt beyond what it retires each year. This process shall compare generally accepted standards of affordability to the current values for the City. General Obligation Bonds: Debt per capita Debt as a percent of taxable value Debt service as a percent of current revenues and current expenditures Debt tax rate as a percent of the City’s tax rate Revenue Bonds: Pledged revenues shall be a minimum of 110% of annual debt service Pledged revenues shall be a minimum of 125% of average annual debt service Pledged revenues shall be 130% of maximum annual debt service for financial planning purposes Annual adjustments to the City’s rate structures will be made as necessary to maintain a 130% coverage factor



The City will keep outstanding debt within the limits prescribed by State Statute, which does not prescribe a legal debt limit. However, Article XI, Section 5 of the Texas Constitution, applicable to cities with a population of more than 5,000, limits the ad valorem tax rate to $2.50 per $100 assessed valuation.

Types of Debt and Criteria for Issuance of Types of Debt The City may choose to issue debt under any provision allowed for and permitted by State Statute. Although debt is an obligation to be repaid, it can assume many forms. The form and character of debt is typically determined by the nature of the funding source and nature of the asset to be purchased or improved. However, debt can generally be categorized into two types, as determined by the Federal Income Tax Code: Governmental Bonds and Private Activity Bonds, either of which may be taxable or tax-exempt. In determining the type of security for financing an improvement or purchasing of a capital asset, the City may consider the following, and is not limited to the following:

Debt Form General Obligation Facility: General Obligation Bonds (“GOs”)

Tax levy as security for the bonds Voter’s Approval Specific Public Purpose

Certificates of Obligation (“COs”)

Tax levy and/or revenue pledge as security Specific public purpose Public Notice; hearings and advertisement

127

Public Property Finance Contractual Obligations (“PPFCOs”)

Tax levy and/or revenue pledge as security Acquisition of personal property Alternative for lease/purchase

Anticipation Notes

Tax levy and/or revenue pledge as security Construction of Public Works Acquisition of real and personal property Cumulative cash flow deficit Professional services Maturity is maximum of seven years

Revenue Facility: Revenue Bonds

Revenue pledge as security Pledge to set rates and fees to meet covenants Bond Reserve Fund for surety Covenant reporting Equitable rate structure First lien security with parity Construction of capital improvements

Contract Revenue Bonds

City contracts with entities Tax levy and/or revenue pledge as security Ownership of title may occur with entity or City

Special Obligation Facility: Tax Increment Financing District (“TIF”)

Development district established Construction of improvements Incremental increase in value property only Taxable by TIF

Non-Profit Corporations Property Finance Authority Mansfield Park Facilities Development Corp Mansfield Economic Development Corp

Established corporations Revenue pledge of the corporation Covenant reporting

Public Improvement District (“PID”)

Specific improvement Securitized by pledged assessments Specific benefactors

First lien security with parity Acquisition of real or personal property Public/private infrastructure improvements City may or may not own title Specific services

Other Credit Facility: Capital Lease

Annual tax or revenue appropriation Tax-exempt

128

Acquisition of personal property Able to refinance Line of Credit

Qualify statutorily Immediate need for financing Borrowings retired with bond proceeds Fulfill bond reserve covenants Borrowings repaid from current resources

Commercial Paper

Revenue pledge as security Demand from the market for small issuer Commercial paper

Derivatives

Minimize risk of market Reduced costs versus fixed costs Creates flexibility Understood risk warrants the savings

Surety Bond & Bond Insurance

Debt service is less than cost of insurance Double AA rated insurer Competitive offers from two insurers

Debt Structure Historically, the City of Mansfield’s debt structures have been designed to coincide with the fiscal policies of the City of Mansfield, Texas, essentially allowing growth to pay for growth by properly setting the maturities of the debt to equal or less than the usefulness of the improvement or asset. Typical debt structure of a bond issuance:        

Term or serial bonds structured for annual payments Traditional call feature that does not influence the price of the bonds Average bond life of 10.5 years to 12.0 years Level payments for twenty years Pricing structured to allow for premiums and discounts First year payment to begin in second year of construction Bond insurance Surety bond if warranted

The City of Mansfield has sought non-traditional avenues of capital improvement financing; however, the City is considered a “small issuer” under the law. It has been more economical for the City to maintain this type of debt structure for its bond sales. This does not preclude the City from considering different structures or structuring its issuance differently from its typical debt structure. The purpose of the structure is to provide the City with the lowest possible costs under market conditions at the time of issuance. Methods of Sale Competitive Sale: The City shall seek to issue its debt obligations in a competitive bidding environment. Bids shall be awarded on a True Interest Cost, providing the bidders meet other bidding requirements. In some instances, the City may award the sale to the lowest Net Interest Cost bidder depending on the economic substance of the transaction. If the competitive bidding process is not conducive to soliciting the lowest cost of financing a bond issuance, the City may choose to negotiate the sale.

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Negotiated Sale: The City shall seek to weigh the selection of underwriter before negotiating a bond sale. The selection of the underwriter shall encourage the best economic environment in which the City will benefit from selling its bonds. Typically, negotiated sales will occur when the market volatility is unpredictable. In some cases this may mean investors are not willing to commit capital in uncertain economic environments, or the size of the issue may not attract the bids for a successful sale. Moreover, the primary purpose of the negotiated sale is to solicit the interest rate environment for the City to sell bonds. Private Placement: The City will seek to privately place its bonds with a select group of investors when the issuance warrants the sophistication of the buyer. The City will ensure that the placement fee is less than a typical underwriter’s fee in a negotiated offering of a comparable type sale in a similar sale environment. Refunding of Debt The City of Mansfield, Texas shall monitor the municipal bond market for opportunities to refund outstanding debt to save the City from future interest costs. As a general rule, the savings shall be at least 3% greater than the cost of carrying the existing debt inclusive of issuance costs and any cash contributions. However, if the value of the savings exceeds the cost of the refunding and is greater than $100,000 but is less than 3% of the savings, then the City shall consider refunding the existing debt. Arbitrage rules are to be considered when refunding debt. Credit Objectives The City of Mansfield, Texas shall seek to attain and maintain the highest possible bond ratings for its outstanding debt without compromising the delivery of basic City services. Currently, the City maintains four ratings with Fitch, Moody’s, and Standard & Poor’s.

General Obligation Sales Tax Revenue Drainage Revenue Water & Sewer

Fitch, IBCA AA+ AA+ AA AA

Moody’s Aa2 Aa2 Aa2 Aa2

Standard & Poor’s AA+ AAAA AA+

It is and will be the continued policy of the City of Mansfield to provide full disclosure of information about the City’s operating activity to the rating agencies. The City shall maintain an open line of communication with the rating agencies to allow for the free exchange of information between the City and the agencies. Secondary Market Disclosure SEC 15c2-12 regulations became effective July 3, 1995. The City shall continue to provide financial data to the Nationally Recognized Municipal Information Depository (NRMSIRs) and the State Information Depositories (SIDs). The City will and has complied with secondary reporting requirements of SEC 15c2-12. Financial Advisor The City will retain an external financial advisor. The financial advisor must have comprehensive municipal debt experience and experience in diverse financial structuring requirements. The City financial advisor must also be of reputable character and in good standing with SEC and the MSRB.

130

Bond Counsel The City will retain an external bond counsel. Bond Counsel must have comprehensive municipal debt experience and experience in diverse financial structuring requirements. Bond Counsel must also be of reputable character and in good standing with Texas Law Review Board. Other Service Providers The City shall select other service providers (e.g. escrow agents, verification agents, trustees, arbitrage consultants, etc.) as necessary to meet legal requirements and minimize net City debt costs. Arbitrage Compliance The City shall maintain its books and records in a manner consistent with the provision allowed for under the Internal Revenue Code Section 148. Furthermore, the City shall have its arbitrage exposure calculated annually and appropriately recognized in the Cityâ&#x20AC;&#x2122;s Comprehensive Annual Financial Statement. Investment of Bond Proceeds All bond proceeds shall be invested in accordance with the City Investment Policy. The proceeds shall be invested as part of the Cityâ&#x20AC;&#x2122;s consolidated cash pool and accounted for separately and accordingly to bond covenants and the Internal Revenue Code. Calculation of the City of Mansfield Legal Debt Limit The City Charter of the City of Mansfield, Texas and the statutes of the State of Texas do not prescribe a legal debt limit. However, Article XI, Section 5 of the Texas Constitution, applicable to cities of more than 5,000 populations, limit the ad valorem tax rate to $2.50 per $100 of assessed valuation. The City operates under a Home Rule Charter that also imposes a limit of $2.50 per $100 of assessed valuation. The FY 2016-2017 budgeted property tax rate is $0.71000 per $100 valuation with a tax margin of $1.79000 per $100 valuation based upon the maximum ad valorem tax rate noted above. Additional revenues up to $91,884,072 per year could be raised before reaching the maximum allowable tax base.

Assessed Value x Legal Debt Limit (15% of Assessed Value) General Obligation Bonds and Certificates of Obligation = Legal Debt Margin The Assessed Taxable Valuation in FY 2016-2017 is $5,181,378,189 The Legal Debt Limit is $777,206,728 General Obligation Bonds and Certificates of Obligation is $153,675,365 The Legal Debt Margin is $623,531,363

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CITY OF MANSFIELD, TEXAS GENERAL FUND SCHEDULE OF DEBT PAYMENTS Fiscal Year 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2022-2026 2027-2031 2032-2036 Total

Principal 8,865,000 8,675,000 8,295,000 8,160,000 8,000,000 35,125,000 24,005,000 13,665,000 114,790,000

Interest 4,484,613 4,199,173 3,927,744 3,645,669 3,353,294 12,317,849 5,727,813 1,229,210 38,885,365

Total 13,349,613 12,874,173 12,222,744 11,805,669 11,353,294 47,442,849 29,732,813 14,894,210 153,675,365 ,

$13,500,000

$13,000,000 $12,500,000 $12,000,000 $11,500,000 $11,000,000 $10,500,000 $10,000,000 FY 2016-2017

FY 2017-2018

FY 2018-2019

FY 2019-2020

FY 2020-2021

132

CITY OF MANSFIELD, TEXAS WATER & SEWER FUND SCHEDULE OF DEBT PAYMENTS Fiscal Year 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2022-2026 2027-2031 2032-2035 Total

Principal Interest 4,020,000 2,039,234 4,000,000 1,875,009 3,875,000 1,711,534 3,180,000 1,554,834 3,300,000 1,435,871 15,365,000 5,027,676 10,705,000 1,528,938 1,710,000 174,600 $ 46,155,000 $ 15,347,696 $

Total 6,059,234 5,875,009 5,586,534 4,734,834 4,735,871 20,392,676 12,233,938 1,884,600 61,502,696

$7,000,000

$6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY 2016-2017

FY 2017-2018

FY 2018-2019

FY 2019-2020

FY 2020-2021

133

CITY OF MANSFIELD, TEXAS MANSFIELD PARK FACILITIES DEVELOPMENT FUND SCHEDULE OF DEBT PAYMENTS Fiscal Year 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2022-2026 2027-2031 2032-2036 2037-2040 Total

Principal Interest Total 1,035,000 906,171 1,941,171 1,075,000 874,196 1,949,196 1,340,000 850,730 2,190,730 1,380,000 821,977 2,201,977 1,405,000 785,498 2,190,498 7,020,000 3,269,000 10,289,000 4,180,000 2,205,626 6,385,626 4,175,000 1,357,415 5,532,415 3,265,000 403,547 3,668,547 $ 24,875,000 $ 11,474,160 $ 36,349,160

$2,250,000 $2,200,000 $2,150,000 $2,100,000 $2,050,000 $2,000,000 $1,950,000 $1,900,000 $1,850,000 $1,800,000 FY 2016-2017

FY 2017-2018

FY 2018-2019

FY 2019-2020

FY 2020-2021

134

CITY OF MANSFIELD, TEXAS MANSFIELD ECONOMIC DEVELOPMENT FUND SCHEDULE OF DEBT PAYMENTS Fiscal Year 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2022-2026 2027-2031 2032-2032 Total

Principal Interest 920,000 282,784 940,000 264,884 955,000 243,652 975,000 220,010 1,010,000 194,000 3,530,000 498,969 925,000 153,263 205,000 8,200 $ 9,460,000 $ 1,865,762 $

Total 1,202,784 1,204,884 1,198,652 1,195,010 1,204,000 4,028,969 1,078,263 213,200 11,325,762

$1,206,000 $1,204,000 $1,202,000 $1,200,000 $1,198,000 $1,196,000 $1,194,000 $1,192,000 $1,190,000 FY 2016-2017

FY 2017-2018

FY 2018-2019

FY 2019-2020

FY 2020-2021

135

CITY OF MANSFIELD, TEXAS ENVIRONMENTAL SERVICES FUND SCHEDULE OF DEBT PAYMENTS Fiscal Year 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 2022-2026 2027-2027 Total

Principal 400,000 405,000 420,000 430,000 440,000 1,720,000 155,000 $ 3,970,000

Interest 128,170 118,070 107,770 97,070 79,750 187,588 6,665 $ 725,083

Total 528,170 523,070 527,770 527,070 519,750 1,907,588 161,665 4,695,083

$530,000 $528,000 $526,000 $524,000 $522,000 $520,000 $518,000 $516,000 $514,000 FY 2016-2017

FY 2017-2018

FY 2018-2019

FY 2019-2020

FY 2020-2021

136

GENERAL FUND The General Fund is the operating fund of the City. It is used to account for all revenues and expenditures relating to operations of the City of Mansfield that are not accounted for in other funds.

137

GENERAL GOVERNMENT DIVISION

City Council Maintain a line of communication to take advantage of citizen input. Provide forums, discussions and open meetings to allow citizen input in municipal issues. Encourage healthy debate among members of Council to develop innovative ideas. Schedule meetings, workshops and special meetings to allow staff, citizens and boards to pool ideas. Recruit new industry as well as aid in the retention and expansion of existing business. Be open and fair-minded to all types of groups within the city.

Administration The City Manager’s Office Direct and maintain an effective service organization with high productivity and quality of service. Provide effective communication and information to City Council on the conditions of the city. Prepare annual service plan including strategic planning, budget and staffing. Review infrastructure of the organization and change the organizational structure as needed. Administer the operations of 15 service departments and 544 paid staff.

Legal Department

Human Resources

Eliminate lawsuits to the city. Provide cost effective, accurate and current legal service and advice to staff, Council and various boards. Settle any claims against the city at minimum cost. Advise staff of any changes in legislation.

Provide a comprehensive and competitive salary and benefit program at the best value to the citizens. Enhance safety training programs. Review and update job descriptions. Process all payroll and benefit related actions.

  

General Government Division Highlights 15 Service Departments supervised 544 FTE comprise the City of Mansfield workforce General Fund Operating Budget of $52,208,793 in FY 2016/2017

138

GENERAL GOVERNMENT DIVISION AT A GLANCE Budget Summary The General Government Division increased 23.74% due to a merit increase, market adjustments, new applicant tracking and the move of two full time staff from the Public Safety Division to the Legal Department.

Departments City Council Administration Legal Human Resources Total

Division Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 589,554 700,015 796,100 538,006

Budget 2015-2016 $ 124,736 756,426 557,235 629,815

Budget 2016-2017 $ 118,907 789,224 986,329 664,751

2,623,675

Actual 2014-2015 $ 1,318,499 830,176

2,068,212

% Change 2016-2017 -4.67% 4.34% 77.00% 5.55%

2,559,211

23.74%

Budget 2015-2016 $ 1,187,394 880,818

Budget 2016-2017 $ 1,638,696 920,514

% Change 2016-2017 38.01% 4.51%

475,000 $

2,623,675

2,068,212

2,559,211

23.74%

General Government Budget $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 Actual 2014-2015

Budget 2015-2016

Budget 2016-2017

139

CITY COUNCIL DEPARTMENT MISSION STATEMENT: The City Council serves as the legislative branch of the City of Mansfield representing all citizens. The Council establishes legislative policy through the adoption of ordinances and resolutions in order to provide a safe, pleasant environment within the community and efficient delivery of public service. Department at a Glance The City Council consists of the Mayor and six elected council members. Each member serves a three year term. The City Council meets the 2nd and 4th Monday of each month and conducts joint meetings with other appointed boards at various times during the year. The City Council budget decreased 4.67% in FY 2016-2017. Key Goals and Objectives Goal 1 Recognize community issues and concerns and develop strategies beneficial to all citizens. Objectives:  Maintain open lines of communication to take advantage of citizen and staff input.  Provide forums, discussions and open meetings to allow citizen involvement.  Continue to incorporate ideas from strategic planning sessions with City Council, boards and commissions wherever possible.  Create opportunities to develop the downtown area of the City. Goal 2 Develop legislation that will benefit present and future citizens of Mansfield. Objectives:  Encourage healthy debate among council members to develop innovative ideas.  Schedule meetings, workshops and forums to allow staff, citizens and boards to pool ideas and information.  Maintain a strong financial position and credit rating. Goal 3 Create an environment that promotes a satisfied public, a skilled workforce and cost effective service. Objectives:  Ensure all City services provide all citizens with access to all services.  Recruit commercial and retail development to reduce the tax burden on the citizens of Mansfield.  Enhance the living environment for all citizens.  Provide for the safety of all citizens. Performance Objectives  Recognize community issues and concerns and develop strategies beneficial to all citizens.  Develop legislation that will benefit present and future citizens of Mansfield.

140

Actual 2013/2014

City Council Demand Council Meetings Subcommittee Meetings Emergency Meetings Workload Public Hearings Ordinances Enrolled Resolutions Enrolled Effectiveness Master Plan Update Bond Rating Upgrades

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

35 11 0

41 13 0

40 20 1

40 26 1

55 34 99

82 49 108

65 50 125

75 50 110

1 1

0 1

1 1

Measurable Outcomes: ď&#x201A;ˇ The average cost per citizen has remained relatively constant over a four year period. ď&#x201A;ˇ Create a total living environment by improving infrastructure, enhancing quality development, utilizing technology, enhancing tourism and providing safety and security to all citizens. City Council Departments Personnel Services Operations Capital Projects Total

Actual 2014-2015 $

114,554

Budget 2015-2016 $

124,736

Budget 2016-2017 $

% Change 2016-2017

118,907

-4.67%

$ 118,907

-4.67%

475,000 $

589,554

$ 124,736

141

CITY ADMINISTRATION DEPARTMENT MISSION STATEMENT: The mission of the City Administration Department is to manage and direct the business of the City and the legislative policies established by City Council. Department at a Glance The Administration Department includes the City Manager, an Assistant City Manager position, three Deputy City Managers and one Secretary, however, the Deputy City Managers are budgeted separately within division budgets and funds. This department budget represents only the costs associated with the City Manager, Assistant City Manager and Secretary. The City Administration budget increased 4.34% due to a merit increase and market adjustments. Key Goals and Objectives Goal 1 Direct and maintain an effective service organization with high productivity, quality of service and best value to all citizens. Objectives:  Provide internal support through daily management and direction.  Maintain and motivate an experienced and knowledgeable staff.  Structure the service organization for maximum effectiveness.  Maintain a high credit rating of AA+ or better. Goal 2 Market the City and provide effective communication and information to the City Council and community on organizational issues and service issues. Objectives:  Provide monthly financial reports and agenda support information to City Council and management departments in order to make the necessary policy decisions.  Provide a strong Public Information Department for dissemination of information.  Provide citizen access to City government utilizing the City web site to enhance communication.  Provide capital and operational updates on a regular basis utilizing the City web site, citizen newsletter and other media to provide information to all citizens. Goal 3 Provide for the maximum utilization of all resources. Objectives:  Analyze, monitor and modify the City’s strategic plan.  Maximize revenues and improve cost efficiencies.  Present a balanced budget and develop service program recommendations.  Analyze and direct the City’s economic development program.  Provide the annual service plan complete with a balanced budget.  Make annual presentations to national credit rating services to maintain the City’s bond ratings.  Prepare a Capital Improvement Plan with long term goals (Strategic Plan).

142

Performance Objectives  Maintain a highly skilled workforce.  Enhance the annual report and information to all citizens.  Incorporate City Council and citizen recommendations into the annual service plan.

Administration Demand Council meetings Open Records Requests Budget Workshops Strategic Planning Sessions City Wide Staffing Workload Ordinances Enrolled Resolutions Enrolled Service Departments Managed City Wide Budgets Productivity Open Records Requests-30 days New Service Programs Net Taxable Residential Value Effectiveness Property Tax Rate New Construction Value Staff Turnover General Fund New FTE

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

35 852 2 2 524

37 1,244 2 2 528

38 1,412 2 2 533

40 1,500 2 2 544

34 99 15 $ 145,424,216

49 108 15 $ 156,043,643

50 125 15 $ 184,607,416

50 110 15 $ 220,849,289

100% None 175,802 $

100% 1 183,606 $

100% 1 190,916 $

100% 1 209,094

0.71 0.71 0.71 0.71 $ 91,761,113 $ 111,108,516 $ 109,519,641 $ 147,038,257 7% 10% 7% 8% 4 5 11

Measurable Outcomes:  Strong valuation growth.  Increased service levels in all areas.  Recruitment and retention of a quality workforce. Administration Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 587,735 112,280

Budget 2015-2016 $ 656,615 99,811

Budget 2016-2017 $ 692,780 96,444

Full Time Equivalent Positions City Manager Assistant City Manager Executive Secretary Total

700,015

756,426

% Change 2016-2017 5.51% -3.37%

789,224

4.34%

2014-2015 2015-2016 2016-2017 2016-2017 Budget Budget Budget Additions 1 1 1 2 2 1 -1 1 1 1 4

-1

143

LEGAL DEPARTMENT MISSION STATEMENT: The mission of the Legal Department is to be the legal advisor to the City of Mansfield and all offices, staff and departments within the organization, in relation to their official powers and duties. Department at a Glance The Legal Department includes the City Attorney, Paralegal and Grant Coordinator/Legal Liaison. The Legal Department budget increased 77% in FY 2016-2017 due to the reorganization of the Public Safety Division, merit increases and market adjustments. Key Goals and Objectives Goal 1 Reduce the legal exposure of the City in its operation. Objectives:  Provide guidance and assistance to City staff and City Council.  Review contracts, ordinances and resolutions to ensure legal conformity.  Work with staff to recognize risk exposure. Goal 2 Provide cost effective and accurate legal counsel to City Council, staff and various boards within the City. Objectives:  Advise City Council, boards and staff of changes in legislation and develop changes as needed.  Provide timely review and preparation of documents. Goal 3 Represent the City in Municipal Court prosecution and settle claims against the City. Objectives:  Work closely with City Council, boards and staff to advise an expeditious course of action and effective settlement.  Determine weaknesses and strengths of any case filed and recommend a prompt and cost effective settlement. Performance Objectives  Reduce legal fees in the General Fund by eliminating lawsuits against the City of Mansfield.  Process open records requests in a timely manner, while providing cost effective and accurate legal services.  Receive grant funding for all applications submitted.

144

Legal

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

Demand Council meetings Open Records Requests Emergency Meetings

852

1,244

1,412

1,500

Workload Subpoenas Interagency Requests Hotel/Motel Reimbursement Requests Misc. Requests Grant Applications Grants Received Grants-Dollar Value

85 371

152

160

316,848 $

Grants-City Required Funding

88 221

304,210

305,698

426,071

100%

100

Productivity Open Records Requests-30 days Staff hours-Open Records Requests Grant Applications Grants Received Effectiveness General Fund Legal Fees

189,154 $

Grants Received

372,780

Grants-Dollar Value

316,848 $

Grants-City Required Funding

444,621

8 304,210

444,621

8 $

305,698

8 $

426,071

Measurable Outcomes  Fewer law suits against the City and a reduction in legal fees.  Open records requests processed in 30 days or less.  100% of grant applications receive grant funding.

Legal Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 410,924 385,176

Budget 2015-2016 $ 93,764 463,471

Budget 2016-2017 $ 485,801 500,528

796,100

557,235

986,329

% Change 2016-2017 418.11% 8.00%

77.00%

145

2014-2015 2015-2016 2016-2017 2016-2017 Budget Budget Budget Additions 1 1 1 1 1 2 1

Full Time Equivalent Positions City Attorney Paralegal Total

General Fund Legal Costs $500,000 $450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $2009

2010

2011

2012

2013

2014

2015

2016

2017

146

HUMAN RESOURCES DEPARTMENT MISSION STATEMENT: The Human Resources Department administers as a strategic business partner dedicated to ensuring the most effective use of human resources to meet the long-term strategic goals of the City. Department at a Glance The Human Resources Department includes the Human Resource Director, one Benefits Manager, one Administrative Assistant and one Human Resource Specialist. The overall budget for FY 2016-2017 increased 5.55% due to a merit increase, market adjustments and a new applicant tracking system. Key Goals and Objectives Goal 1 Recruit and retain an efficient and effective workforce. Objectives:  Establish a new on-line applicant tracking system for new positions as well as assist new hires in their orientation process.  Assist supervisors with selection testing including panel interviews, written tests, practical tests and profile analysis.  Revise job descriptions to reflect changes in essential physical functions based on ADA training.  Analyze the effectiveness of recruiting methods, i.e. advertising, testing, on the job training, etc. Goal 2 Continue to enhance employee performance through training and development. Objectives:  Establish course catalog of ongoing mandatory core supervisor training modules and determine cost effective providers.  Track training including hours and costs per employee.  Research on-line training opportunities to reduce cost and time for compliance classes.  Establish wellness goals and incentives for employees to achieve and implement wellness and disease management programs.  Establish an employee committee to allow for a voice for the employee organization to discuss policies, wellness initiatives and other topics. Goal 3 Ensure competitive compensation by providing merit increases and equity adjustments as market conditions warrant. Objectives:  Provide survey data from the Metroplex Survey and Texas Municipal League to determine competitive salaries.  Provide reports for upper management to monitor compliance with compensation goals and objectives.  Make annual adjustments to the pay plan to align with market conditions.  Provide quarterly reports outlining the frequency and severity of health and safety claims.

147

Performance Objectives  Recruit and retain an efficient workforce.  Continue to enhance employee performance through training and development.  Ensure competitive compensation.

Human Resources

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

Demand City Wide Staffing (FTE)

526

529

533

544

Positions filled

Terminations Processed

1,524

1,545

1,550

1,700

163

175

183

201

Liability Claims Processed

Property Damage Claims Processed

Disciplinary Actions

113

175

183

201

7.0%

9.8%

7.0%

8.0%

13.00%

15.00%

Workload Applications Processed Unemployment Claims filed Payroll Actions Processed Job Studies

Productivity Payroll Actions Processed Workers Compensation Claims Effectiveness Employee Turnover Probationary Turnover Total Liability Claims

50,000

Workers Compensation Claims

190,485

200,000

201,000

210,000

Property Damage Claims

25,000

26,500

27,000

Absenteeism Costs

680,000

700,000

710,000

Measurable Outcomes:  Reduce workers compensation claims.  Reduce liability claims. Human Resources Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 319,840 218,166

Budget 2015-2016 $ 437,015 192,800

Budget 2016-2017 $ 460,115 204,636

538,006

629,815

664,751

% Change 2016-2017 5.29% 6.14%

5.55%

148

Full Time Equivalent Positions Human Resource Director Fund Benefits Manager Administrative Assistant HR Specialist Total

2014-2015 2015-2016 2016-2017 2016-2017 Budget Budget Budget Additions 1 1 1 1 1 1 1 1 1 1 1 1 4

149

BUSINESS SERVICES DIVISION

Tax Assessing & Collection Contract with Tarrant County to collect property tax

Finance Maintain strict financial accountability Maintain strong financial control and budget compliance Maintain credibility with the investment community Maintain a 25% fund balance requirement Administer and record all financial transactions Oversee the annual audit and budget process

Accounting Provide all users with accurate financial data Ensure internal controls are maintained Process invoices and payroll Administer purchasing card program

Budget & Purchasing Prepare annual budget Administer annual budget Administer purchasing function Approve all purchases Issue purchase orders

Sanitation Franchise Agreement Trash & Recycle contract

Information Technology Upgrade hardware & software Maintain City-wide computer systems Administer WAN & LAN City-wide

City Secretary Ensure the integrity of records and history of local government Maintain a professional and legal municipal election process Implement and maintain the records management program Prepare City Council agendas maintain archived records

Business Services Division Highlights   

The Division manages over $221M in budgets City-wide. The Division has received theDIVISION GFOA Budget awards annually. BUSINESS SERVICES ATand A CAFR GLANCE The Division processed over $163M payments in 2015 and issued 1,488 purchase orders.

150

BUSINESS SERVICES DIVISION AT A GLANCE Budget Summary The total Business Services Division budget increased 3.13% in FY 2016-2017 due to the increased cost of sanitation services, a merit increase and annual contract maintenance costs.

Departments Finance Accounting Purchasing Tax Assessment Information Technology Sanitation Budget City Secretary Total

Division Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 385,806 316,840 69,854 268,797 597,796 2,187,165 67,955 471,275 4,365,487

Actual 2014-2015 1,464,429 2,901,058

4,365,487

Budget 2015-2016 $ 509,398 457,072 84,532 273,800 821,792 2,208,000 87,143 347,053

Budget 2016-2017 $ 552,161 480,819 88,961 273,800 828,557 2,239,140 92,735 382,685

4,788,790

% Change 2016-2017 8.39% 5.20% 5.24% 0.00% 0.82% 1.41% 6.42% 10.27%

4,938,859

3.13%

Budget 2015-2016 $ 1,694,165 3,094,625

Budget 2016-2017 $ 1,814,446 3,124,413

% Change 2016-2017 7.10% 0.96%

4,788,790

4,938,859

3.13%

151

FINANCE DEPARTMENT MISSION STATEMENT: The mission of the Finance Department is to administer, support and guide the financial programs of the City in an effective manner that allows for creation and development of the annual service programs and budgets, monthly reports, annual reports and creditable bond ratings. Department at a Glance The Finance Department includes one Deputy City Manager, the Assistant Business Services Director and one Financial Analyst. The Finance Department budget increased 8.39% in FY 2016-2017 due to a merit increase, promotions and market adjustments. Key Goals and Objectives Goal 1 Maintain strict financial accountability. Objectives:  Administer the recording and reporting of all financial transactions.  Work closely with auditors and oversee the annual audit process ensuring all financial statements and policies are a true and accurate picture of the City’s finances.  Maintain strict compliance with Generally Accepted Accounting Principles. Goal 2 Maintain strong financial control and budget compliance. Objectives:  Review and report to the City Council and City Manager the status of financial activity on a monthly basis.  Provide strict control over expenditures and all accounting transactions to ensure proper authorization prior to the encumbrance and/or purchase of goods and services.  Maintain auditable records in accordance with generally accepted auditing standards.  Implement new technology improvements to provide accurate and timely financial data. Goal 3 Maintain financial credibility with the investment community necessary to ensure the availability of future capital spending. Objectives:  Maintain a 1.10 Bond Covenant that includes a 1.30 Utility Debt Coverage factor annually.  Search for ways to improve the revenue position and reduce funding costs.  Ensure open communication with all bond rating agencies and financial markets. Performance Objectives  Enhance the bond rating of the City in all funds.  Review and revise the City’s rate structure as needed.  Publish annual and semi-annual reports.  Maintain strong financial management in all funds.

152

Finance

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

Demand Annual Audit

Financial Reports to City Council

Invoices Submitted for Payment

12,863

13,113

13,506

13,912

Checks Processed

12,864

7,852

8,209

8,619

135

142

154

161

Purchasing Cards Processed Workload Debt Managed (Millions)

234

178

238

256

Average Daily Investments

100M

80M

66M

66.4M

Operating Budgets Managed (Millions)

153M

164M

187M

210M

Tax Collections

32,964,393

42,005,900

37,334,436

40,955,520

Productivity Tax Collection Rate GFOA CAFR Award Departmental Budget Meetings

100%

Effectiveness Bond Rating Upgrades Percent Savings of Bond Upgrades Debt as a percentage of Total Taxes

37.00%

Fund Balance-General Fund

11,657,018

Fund Balance Requirement of 25% Accomplished

37.00% $

12,020,382

128%

37.00% $

12,020,382

100%

37.00% $

12,020,382

100%

Measurable Outcomes:  Due to timing of debt issuance, debt ratios have remained constant.  In 2017, the Fund Balance will exceed $12,900,000.  The City will maintain or improve the bond ratings from all three major Bond Rating Agencies. Finance Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 334,621 51,184

Full Time Equivalent Positions Deputy City Manager Asst. Business Services Director Financial Analyst Total

385,806

Budget 2015-2016 $ 452,362 57,036

Budget 2016-2017 $ 493,125 59,036

509,398

552,161

% Change 2016-2017 9.01% 3.51%

8.39%

2014-2015 Budget 1 1 1

2015-2016 Budget 1 1 1

2016-2017 Budget 1 1 1

2016-2017 Additions

153

Unreserved General Fund Balance

$14,000,000

$12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 Actual 2007

Actual 2008

Actual 2009

Actual 2010

Budget 2011

Actual 2012

Actual 2013

Actual 2014

Actual 2015

Budget 2016

Budget 2017

Historical General Fund Summary 80% 70% 60% 50% 40% 30% 20% 10% 0% Actual 2008

Actual 2009

Actual 2010

Budget 2011

Budget 2012

General Operating

Budget 2013

Budget 2014

Budget 2015

Budget 2016

Budget 2017

Debt

154

ACCOUNTING DEPARTMENT MISSION STATEMENT: The Accounting Department mission is to provide an accounting system for safeguarding the City’s assets through the recording and reporting of financial transactions in a manner consistent with Generally Accepted Accounting Principles and legally mandated standards. Department at a Glance The Accounting Department includes the Accounting Supervisor, Accounts Payable Clerk and Chief Accountant. The Accounting budget increased 5.20% in FY 2016-2017 due to a merit increase and market adjustments. Key Goals and Objectives Goal 1 Provide all users with accurate financial data on a timely basis. Objectives:  Disburse reports to service departments within 5 business days after month end closing.  Compile monthly financial reports to the Assistant Finance Director at the close of the month.  Submit reports to regulatory agencies as requested. Goal 2 Receive the award from the Government Finance Officers Association for outstanding financial reporting in the CAFR. Objectives:  Prepare the annual report in accordance with Generally Accepted Accounting Principles.  Implement the latest accounting changes that provide accurate financial reports to both internal and external customers.  Prepare all reports in a manner to ensure ease of reading and clear understanding for the reader.  Ensure all assets are accurately reflected in the annual CAFR. Goal 3 Ensure adequate and appropriate financial controls are in place. Objectives:  Safeguard assets from unauthorized loss or dispositions.  Ensure payments and purchase card transactions are processed in accordance with financial policy.  Ensure all invoices submitted and payments made will receive discounts whenever possible. Performance Objectives  Pay all invoices submitted within 30 days.  Process all purchase card transactions within 30 days.  Ensure all payments are applied correctly to the appropriate accounts.

155

Accounting Demand Invoices submitted for payment Checks processed for payment Purchase Cards processed for payment Invoices reviewed for payment Workload Payments Disbursed (Millions) Purchase Card processed Payrolls processed Journal entries processed Productivity Invoices processed Purchase Cards processed Financial Reports Compiled Effectiveness Payments processed within 30 days Purchase Cards processed within 30 days Average Time for payment approval (days)

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

12,863 12,863 135 12,863

13,113 7,852 142 13,113

13,506 8,209 154 13,506

13,912 8,619 161 13,912

168 135 28 5,515

156 142 28 5,791

184 154 28 5,512

209 161 28 5,622

12,863 135 14

13,113 142 14

13,506 154 14

13,912 161 14

100% 0% 3

100% 100% 3

Measurable Outcomes: ď&#x201A;ˇ All payments are processed within 30 days. ď&#x201A;ˇ Purchase cards have been issued to reduce the amount of invoice processing and processing costs.

Accounting Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 237,639 79,201

Full Time Equivalent Positions Accounting Supervisor Chief Accountant Accounts Payable Clerk Total

316,840

Budget 2015-2016 $ 275,152 181,921

Budget 2016-2017 $ 298,649 182,171

457,072

480,819

% Change 2016-2017 8.54% 0.14%

5.20%

2014-2015 Budget 1 1 1

2015-2016 Budget 1 1 1

2016-2017 Budget 1 1 1

2016-2017 Additions

156

PURCHASING DEPARTMENT MISSION STATEMENT: The Purchasing Department mission is to provide a cost effective platform that enables the City’s departments to purchase the goods and services necessary for the operations of the departmental programs of the City to meet the needs of the citizens of Mansfield, Texas. Department at a Glance The Purchasing Department has relegated the ordinary purchasing activity of the department to the City’s individual departments. Staffing of the Purchasing Department is equally allocated between the Budget Department and the Purchasing department. The Purchasing Department budget increased 5.24% due to a merit increase and market adjustment. Key Goals and Objectives Goal 1 Continue to develop a centralized purchasing program that is cost effective and provides end users with the best value. Objectives:  Provide bulk buying opportunities whenever possible.  Utilize cooperative purchasing agreements to reduce costs and provide timely purchasing of goods and services.  Educate and provide service departments with E-Commerce opportunities utilizing web-based buying and disposition of retired assets.  Develop specifications that may be used by multiple departments. Goal 2 Utilize the latest technology to enhance the purchasing process. Objectives:  Continue to utilize on-line purchasing opportunities to procure goods and services.  Utilize vendor web sites to provide direct access to all goods and services and reduce procurement costs.  Utilize web-based bid tabulation opportunities and HUB vendor notifications.  Dispose of retired City assets utilizing on-line auctions. Goal 3 Ensure compliance with the City’s purchasing polices. Objectives:  Ensure all legislative changes are incorporated into the City Purchasing Policy.  Ensure purchase order thresholds and requirements are met by all departments.  Educate and train all departments in the purchasing process to ensure compliance with all local, state and federal law.

157

Performance Objectives  Utilize technology to enhance the purchasing function.  Ensure compliance with the purchasing policy.  Ensure timely issuance of purchase orders.  Provide service departments with E-Commerce opportunities. Actual 2013/2014

Purchasing Demand Request for Purchase Orders Payment Authorizations Submitted Vendor Applications Reviewed "On-Line" Auctions Workload Purchase Orders Issued Payment Authorizations approved Specification Development (hours) Vendors Approved Productivity Dollar Value of Purchase orders City-Wide Specifications Developed Effectiveness Cooperative Purchasing Agreements Purchase Orders issued within 5 days Vendors approved within 5 days Proceeds from auctioned property

Actual 2014/2015

Budget 2016/2017

1,463 19,489 176 12

1,488 19,899 188 12

1,520 20,297 200 12

1,596 20,703 225 12

1,463 19,489 60 275

1,488 19,899 35 286

1,520 20,297 20 300

1,596 20,703 45 325

65,915,417 4

Budget 2015/2016

79,685,693 4

8 100% 100% 62,085 $

82,076,264 6

8 100% 100% 88,660 $

84,538,552 9

8 100% 100% 2,120 $

8 100% 100% 50,000

Measurable Outcomes:  All payments are processed within 30 days.  All purchase orders are issued within 5 days.  On Line auctions have resulted in additional net proceeds from the sale of obsolete equipment and reduced expenses related to live auctions. Purchasing Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 64,650 5,204

Full Time Equivalent Positions Budget & Purchasing Director* Total *Split with the Budget Department.

69,854

Budget 2015-2016 $ 77,173 7,360

Budget 2016-2017 $ 81,765 7,196

84,532

88,961

% Change 2016-2017 5.95% -2.22%

5.24%

2014-2015 Budget 0.5

2015-2016 Budget 0.5

2016-2017 Budget 0.5

2016-2017 Additions

0.5

158

BUDGET DEPARTMENT MISSION STATEMENT: The Budget Department mission is to develop, coordinate and monitor the City’s budget program for each department, make budget amendments as necessary, and keep management informed of revenue and expenditure patterns throughout the budget year. Department at a Glance The Budget Department salary and benefits costs are split with the Purchasing Department. The Budget Department budget increased 6.42% slightly due to a merit increase and market adjustment. Key Goals and Objectives Goal 1 Maintain the integrity of the adopted budget in all funds. Objectives:  Approve only budgeted expenditures unless otherwise authorized by City Council or management.  Provide real-time line item expenditures to all service departments for review.  Monitor revised appropriations to ensure the availability of funds and legal compliance. Goal 2 Prepare the City’s budget based on City Council and City Manager prioritization of new and existing programs utilizing available resources. Objectives:  Ensure City Council and City Administration priorities are addressed in the budget.  Incorporate policy and performance objectives into the operating budgets of all service departments.  Require detailed justification for any new program that may require additional funding. Goal 3 Continue to receive the GFOA Outstanding Budget Presentation Award. Objectives:  Prepare the budget document incorporating revenues, expenditures, performance measures and statistical analysis to present a balanced budget.  Create a budget document that is easy to read, appealing to the reader and contains all budget information related to the City’s Annual Service Plan.  Provide access to the budget document in a PDF format and on the City of Mansfield website Performance Objectives  Obtain the Outstanding Budget Presentation Award.  Enhance the budget document using charts, graphs and tables.  Ensure actual expenditures do not exceed budgeted expenditures.

159

Actual 2013/2014

Budget Demand Departmental Budget Meetings Scheduled Budget Workshops Financial Reports Submitted Line Item Supply Cost List Workload GFOA Award Submission Long Term Financial Plan Meetings Operating Budgets Managed (Millions) Productivity Percent of Actual vs. Budget Expenditures Reproduction Savings Effectiveness Distinguished Budget Award Actual vs. Budget Expenditures

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

15 2 12 420

15 2 12 431

15 2 12 435

19 2 12 460

1 2 153M

1 2 156M

1 15 184M

1 15 209M

100% 25,000 $

1 100%

98% 66,233 $

100% 75,252

1 100%

Measurable Outcomes:  Expenditures historically have not exceeded budget amounts.  Long Term planning has become an integral part of the budget process.  Budget projections are quantifiable and utilize historical patterns to develop multi-year trends.

Budget Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 64,649 3,306

67,955

Full Time Equivalent Positions Budget & Purchasing Director* Total *Split with the Purchasing Department.

Budget 2015-2016 $ 76,173 10,970

Budget 2016-2017 $ 81,765 10,970

87,143

92,735

% Change 2016-2017 7.34% 0.00%

6.42%

2014-2015 Budget 0.5

2015-2016 Budget 0.5

2016-2017 Budget 0.5

2016-2017 Additions

0.5

160

INFORMATION TECHNOLOGY DEPARTMENT MISSION STATEMENT: The Information Technology Department’s mission is to provide support, maintain and continuously seek to improve a high quality, cost effective Local Area Network and Wide Area Network (LAN/WAN) that meets current and future requirements for staff and the citizens of the City of Mansfield. Department at a Glance The Information Technology Department budget increased slightly by 0.82% due to a merit increase and increases in annual maintenance contract requirements. The Information Technology Department includes the IT Director, Assistant Director, Web Master and Network Administrator. Key Goals and Objectives Goal 1 Update broadcasting equipment in Council Chambers and the Multi-Purpose Room. Objectives:  Replace analog cameras with digital cameras in both areas.  Replace microphones in the Multi-Purpose Room.  Replace overhead speakers in Council Chambers. Goal 2 Update the Conference Room’s technology. Objectives:  Replace projector(s) with Newline Interactive TruTouch Displays.  Replace standard phones with conference call phones. Goal 3 Maintain current hardware to provide for negligible network downtime. Objectives:  Continue annual maintenance contracts.  Purchase hot-spare firewall for minimal downtime on hardware failure.  Replace aged network devices. Performance Objectives  Provide upgraded equipment for broadcasting in Council Chambers and Multi-Purpose Room.  Update equipment in the main Conference Room.  Maintain current hardware and take steps to reduce network downtime.

161

Information Technology

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

Demand PC/Laptops Supported

400+

450+

Software Applications Supported Mobile Devices Supported (NEW)

450+ 70 350+

Workload Average IT Requests Daily E-Mail Accounts Maintained Facilities Supported

360+

375

425

455

350+

400+

500+

Network Infrastructure Hardware Supported Productivity Websites Maintained (NEW)

Domain Names Maintained (NEW)

Effectiveness IT Service Requests answered within 2 hours

100%

City Network Downtime

Less than 1%

E-Mail Downtime

Less than 1%

Website Downtime

Less than 1%

Measurable Outcomes:  Improved quality of City Council Meeting broadcasts.  Improved collaboration and efficiency during meetings held in the main Conference Room.  Network uptime as close to 99.99% as possible.

IT Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 371,163 226,633

Full Time Equivalent Positions IT Director IT Manager City Web Master Desk Top Support Specialist Total

597,796

Budget 2015-2016 $ 525,875 295,918

Budget 2016-2017 $ 546,755 281,802

821,792

828,557

% Change 2016-2017 3.97% -4.77%

0.82%

2014-2015 Budget 1 1 1 1

2015-2016 Budget 1 1 1 1

2016-2017 Budget 1 1 1 1

2016-2017 Additions

162

SANITATION DEPARTMENT MISSION STATEMENT: The Sanitation Department mission is to provide the citizens of Mansfield, Texas a cost effective, resource conscious, waste disposal process that removes refuse and recyclable materials of residents and businesses within the City of Mansfield. Department at a Glance The City of Mansfield has individually contracted with its Sanitation Services Company to perform the collection of refuse and recyclable materials on behalf of the City. The relationship between the City of Mansfield and the company is administered through the Finance Department and the City Administration Department. The Sanitation budget increased 1.41% due to increased commercial and residential customers. Key Goals and Objectives Goal 1 Increase residential and commercial participation in the recycling program. Objectives:  Educate and inform the citizens as to the value of recycling.  Research and find ways to make recycling easier and fun for citizens.  Convey to participants the necessity to recycle and extend the life of local landfills.  Develop the recycling cart program to fit the individual needs of the citizens. Goal 2 Work with the contractor to increase public satisfaction. Objectives:  Increase communication by resolving complaints immediately.  Require the contractor to use the latest technology and equipment to service the citizens.  Require the contractor to project a professional image by using up to date equipment and a professional workforce. Goal 3 Provide the Best Value to the citizens. Objectives:  Work with the disposal contractor to ensure residential and commercial customers receive the best service available by requiring a regular schedule City-wide.  Establish minimum service levels to ensure customer satisfaction.  Monitor service levels and rates structure within the marketplace as compared to the City’s services and fees.  Adhere to minimum service levels to ensure customer satisfaction. Performance Objectives  Increase the use of recycling by citizens and commercial accounts.  Reduce service complaints.

163

Sanitation

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

Demand Waste Disposal Accounts (residential) Wasted Disposal Accounts (commercial)

17,354

17,605

17,791

18,191

777

797

821

837

1,885,624

1,913,808

1,935,639

1,978,946

Workload Annual Waste Disposal Pick-Ups Waste Disposal Area (sq. miles)

36.64

Productivity Avg. Residential Pick-Up per Week Percent of Disposal Pick-Ups Weekly

100%

Effectiveness Complaints resolved within 24 hours

Measurable Outcomes: ď&#x201A;ˇ Customer complaints are resolved within 24 hours of receipt. ď&#x201A;ˇ Recycling has increased due to public education and the availability of recycling bins at City hall. Sanitation Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015

Budget 2015-2016

Budget 2016-2017

% Change 2016-2017

2,187,165

2,208,000

2,239,140

1.41%

2,187,165

2,208,000

2,239,140

1.41%

164

TAX ASSESSING AND COLLECTION DEPARTMENT MISSION STATEMENT: The Tax Assessing and Collection Department mission is to provide cost effective service in the collection of current property tax collection, delinquent property tax accounts and provide accurate accounting of the property tax collections for the City of Mansfield. Department at a Glance The Tax Assessing and Collection function is performed via contract with the Tarrant County Tax Assessor-Collector. The department has no staffing, and operating costs are contractual costs for the service provided by the County Tax Assessor. The operating budget did not increase in FY 2016-2017. Key Goals and Objectives Goal 1 Provide a cost effective and efficient service to the citizens. Objectives:  Contract with Tarrant County for the collection of all taxes.  Record and report monthly tax collections to the Business Services Division. Performance Objectives  Ensure the efficient collection of all property taxes. Actual 2013/2014

Tax Assessment Demand Taxable Valuation (millions) Statements Mailed Workload Taxable Accounts Current Collections Productivity Statements Mailed Effectiveness Collection rate

4,690 21,267

Actual 2014/2015 $

Budget 2015/2016

4,690 21,388

5,002 21,727

Budget 2016/2017 $

5,453 22,127

21,267 $ 32,964,393

21,388 $ 42,005,900

21,727 $ 37,334,436

22,127 $ 40,955,520

21,267

21,388

21,727

22,127

100%

Measurable Outcomes:  Collect 100% of all current and delinquent property taxes. Tax Assessment Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015

Budget 2015-2016

Budget 2016-2017

% Change 2016-2017

268,797

273,800

0.00%

268,797

273,800

0.00%

165

CITY SECRETARY DEPARTMENT MISSION STATEMENT: The mission of the City Secretary’s Office is to promote open and responsive government by recording and preserving the City’s legislative history and official documents, providing public information, and conducting municipal elections in accordance with State Law. Department at a Glance The City Secretary Department budget increased 10.27% in FY 2016-2017 due to a 3% merit increase and increased costs of records storage and meeting expenses. Key Goals and Objectives Goal 1 Ensure the integrity of records and historical information of the City of Mansfield. Objectives:  Establish a filing system that will preserve and protect legislative history, contracts, and other official documents maintained by the City Secretary’s Office.  Establish an inventory of records maintained by the City Secretary’s Office to facilitate expedient retrieval of information and records.  Coordinate the production of records requested pursuant to the Texas Public Information Act. Goal 2 Facilitate an effective Records Management Program. Objectives:  Assist other City departments with implementation and ongoing execution of the Records Management Program.  Facilitate the approval and destruction process for expired records stored in-house and off-site. Goal 3 Maintain a professional, legal, and ethical municipal election process. Objectives:  Partner with other governmental agencies to streamline the voting process for City of Mansfield residents within Tarrant, Ellis, and Johnson Counties.  Attend educational seminars to stay abreast of legislative changes impacting election procedures and local candidates for office. Performance Objectives  Ensure the integrity of the legal documents of the City.  Continue to enroll ordinances and resolutions as mandated by City Council.  Ensure the integrity of the election process.

166

City Secretary

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

Demand Council Meetings

Subcommittee Meetings

Emergency Meetings Workload Ordinances Enrolled Resolutions Enrolled Open Record Requests Processed Vital Records Processed Vehicle Registrations Processed Bid Openings Conducted Effectiveness Open Records Requests within 10 days Records Destroyed within 12 months

108

125

110

442

389

475

400

2,989 0 8

2,915 117 27

3,000 318 30

100% 50%

100% 80%

Measurable Outcomes: ď&#x201A;ˇ Process requests for public information within ten business days of submission. ď&#x201A;ˇ Complete destruction of records maintained off-site within twelve months after expiration of the prescribed preservation period mandated by Texas State Library & Archives Commission Record Control Schedules.

City Secretary Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 391,707 79,568

Full Time Equivalent Positions City Secretary Assistant City Secretary Records Manager Total

471,275

Budget 2015-2016 $ 287,431 59,622

Budget 2016-2017 $ 312,387 70,298

347,053

382,685

% Change 2016-2017 8.68% 17.91%

10.27%

2014-2015 Budget 1 1 1

2015-2016 Budget 1 1 1

2016-2017 Budget 1 1 1

2016-2017 Additions

167

POLICE DIVISION

Administration Administer all activities of the Police Division Provide quality police services to the citizens Reduce crime wherever possible Encourage community involvement Assist local agencies as needed Assist City departments as needed

Patrol Respond to calls for service Provide a safe community Deter crime Traffic Enforcement

Traffic Enforcement Special Services Commercial Vehicle Enforcement Training

Criminal Investigations Investigate and solve crimes Implement a victims assistance program Establish a polygraph program Prosecute offenders

Community Resources Provide community with programs to increase public awareness Implement electronic fingerprinting of youth Provide the “Every 15 Minute” program

Communications Dispatch services City-wide Maintain City-wide radio system Maintain 911 system Maintain records

  

Municipal Court Collect and adjudicate fines Clear outstanding warrants Provide customers with clear and concise information

Police Division Highlights In 2016-2017, the Patrol Department’s calls for service are estimated to exceed 65,000. The Criminal Investigations Department is expected to clear 1,620 cases in FY 2016-2017.

168

POLICE DIVISION AT A GLANCE Budget Summary The Police Division budget increased 5.91% in FY 2016-2017. The increase is due to a merit increase, market adjustment, four new police positions and increased overtime costs. The Public Safety Administration Department has been reallocated to the Legal Department and Criminal Investigations Department. Actual 2014-2015 607,273 $ 1,455,280 2,287,822 5,327,915 2,668,319 606,940 254,795 415,344 219,036 215,705 609,585 155,906 177,531 309,561

Departments Public Safety Administration* Police Administration Communications Patrol Operations CID Animal Control Commercial Vehicle Enforcement Traffic K-9 Community Resource Municipal Court Training Park Patrol** Grants

Budget 2015-2016 656,339 $ 1,455,852 2,622,233 6,045,542 2,609,759 640,516 277,025 444,280 242,057 164,419 638,170 158,252

Total

% Change 2016-2017 -100.00% 3.63% 1.94% 9.13% 1.20% 5.71% 19.55% 4.85% 4.40% 287.81% 5.79% -0.08%

278,838

100.00%

16,896,914

5.91%

$ 15,311,014 Total *Moved to Legal and Criminal Investigation **Moved to the Patrol Department

Division Summary Personnel Services Operations Capital Projects

Budget 2016-2017 $ 1,508,684 2,673,212 6,597,420 2,641,045 677,109 331,194 465,817 252,716 637,639 675,112 158,129

15,954,444

Actual 2014-2015 $ 12,624,692 2,686,323 -

Budget 2015-2016 $ 13,220,719 2,733,725

Budget 2016-2017 $ 14,219,020 2,677,894

15,311,014

15,954,444

16,896,914

% Change 2016-2017 7.55% -2.04%

5.91%

169

MISSION STATEMENT FOR THE POLICE DIVISION: Our mission is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere promoting the highest quality of life for all people.

Do You Know? The Mansfield Police Patrol Department is expected to answer 65,025 calls for service in 2016/2017.

Patrol Calls for Service 80,000 70,000 60,000 50,000 40,000

30,000 20,000 10,000 0 Actual 2007

Actual 2008

Actual 2009

Actual 2010

Actual 2011

Actual 2012

Actual Budget Budget Budget Budget 2013 2014 2015 2016 2017

170

POLICE ADMINISTRATION Department at a Glance The Police Administration Department includes two Assistant Police Chiefs, one training sergeant, one administrative assistant, four administrative staff and one custodian to support the Police Division. The Administration Department budget increased 3.63% due to a merit increase and market adjustment. Key Goals and Objectives Goal 1 Continuation of archiving paper police records to a digital format. Objectives:  Increase storage capabilities by moving to a digital format.  More effective retrieval of archived documents. Goal 2 Receive recognition status through the Texas Police Chief’s Association Law Enforcement Recognition/ “Best Practices” program. Objectives:  Complete submission of designated policies and prepare for on-site evaluation.  Receive recognition status within the first quarter of the fiscal year. Goal 3 Continuation of management succession planning. Objectives:  Identify critical training for each position of management.  Identify the education requirements to achieve advancement. Performance Objectives  Continue archiving paper police records to digital format.  Receive recognition status through the Texas Police Chief’s Association Law Enforcement Recognition/”Best Practices” program.  Continue with management succession planning.

171

Police Administration Demand Population Increase Calls for Service Service Area (miles) Workload Division Staffing Arrests Operating budget Productivity Average cost per Citizen Department Budget Meetings Effectiveness Department Turnover Training Hours per Officer Percent of Mandatory Training

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

1% 57,356 36.64

1% 64,000 36.64

1.6% 72,641 36.64

8.0% 65,025 36.64

10 1,673 $1,510,329

10 2,952 $1,455,280

9 2,107 $1,455,853

9 2,700 $1,508,684

$27.16 8

26.49 8

24.2 15

22.31 8

0 80.75 Over 100%

0 80 Over 100%

0 80.75 Over 100%

0 120 Over 100%

Measurable Outcomes:  Increase storage space through technology.  Receive recognition status.  Completed advancement objectives for the existing management team.

Police Administration Summary Personnel Services Operations Capital Projects Total

Police Administration Full Time Equivilent Positions Police Chief Assistant Chief Training Sergeant Administrative Assistant Custodian Administrative Support Total

Actual 2014-2015 $ 880,241 575,039

Budget 2015-2016 $ 894,763 561,089

Budget 2016-2017 $ 963,303 545,381

1,455,280

1,455,852

% Change 2016-2017 7.66% -2.80%

1,508,684

3.63%

2014-2015 Budget 1 1 1 1 1 4

2015-2016 Budget 1 1 1 1 1 4

2016-2017 Budget 1 1 1 1 1 4

2016-2017 Additions

172

COMMUNICATIONS Department at a Glance The Communications Department includes the Communications Supervisor, one radio systems manager, one assistant radio systems manager and twenty-one dispatch positions. The Communications Department budget increased 1.94% due to a merit increase, additional radios and radio related equipment, annual contract service cost increases and supply cost increases. Key Goals and Objectives Goal 1 Provide a high level of call taking service with the community during 9-1-1 emergency calls into the Communications Center Program. Objectives:  Complete a minimum of thirty quality assurance reviews monthly on random 9-1-1 emergency calls.  Review calls with employees in any area of call taking that shows a need for improvement during quality assurance reviews. Goal 2 Improve officer safety and response time. Objectives:  Establish automated vehicle location system.  Ensure all Communications employees receive training for proficiency. Goal 3 Engage in the community to educate citizens about the Communications Department and the services provided to them. Objectives:  Participate in an educational role in four community programs/events.  Demonstrate the proper purpose of the Public Safety Answering Point. Performance Objectives  Enhance the Communications Department (Tele Communicator) in-service training program.  Enhance the emergency readiness plan for the Communication Department.  Engage in the community to educate citizens about the Communications Department and the services provided to them.

173

Actual 2013/2014

Communications Demand Calls for Service 911 calls for Service Workload Calls for Service Calls for Service per 8 hour shift 911 calls per 8 hour shift Productivity Avg. Cost per Citizen Average Staffing per Shift Effectiveness Dispatched calls under 8 minutes Percent of mandatory training

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

86,627 36,166

98,363 40,471

95,000 43,000

93,500 38,500

86,627 79 33

98,363 90 37

95,000 91 39

93,500 85 35

33.15 $ 4

39.30 $ 4

44.35 $ 4

42.24 4

97% 100%

96% 100%

97% 100%

Measurable Outcomes:  Develop policy and procedures and train Communications employees to obtain EMD certification.  Complete install of hardware/software and train Communications personnel in the automated vehicle location system by March 31, 2017.  Participate in four community functions and educate citizens about the Communications Department.

Communications Summary Personnel Services Operations Capital Projects Total

Communications Full Time Equivilent Positions Communications Supervisor Radio Systems Manager Assistant Radio Systems Mgr. Dispatchers Total

Actual 2014-2015 $ 1,657,182 630,640

Budget 2015-2016 $ 1,936,074 686,159

Budget 2016-2017 $ 2,046,790 626,422

2,287,822

2,622,233

% Change 2016-2017 5.72% -8.71%

2,673,212

1.94%

2014-2015 Budget 1 1 1 21

2015-2016 Budget 1 1 1 21

2016-2017 Budget 1 1 1 21

2016-2017 Additions

174

PATROL Department at a Glance The Police Patrol Department includes the Assistant Police Chief, one Captain, six Sergeants, five Corporals and thirty-eight patrol officers. The Patrol Department increased 9.13% due to a merit increase, overtime increases, the addition of one patrol position and increased costs for additional computers and related supplies. Key Goals and Objectives Goal 1 Improve patrol officers’ cross training. Objectives:  Officers will rotate with other units (i.e. auto theft, Criminal Investigations, K-9) to experience other aspects of the department, when scheduling allows.  Assign supervisors to districts to identify crime trends and develop and implement plans to deal with the issues. Goal 2 Implement the use of an Officer Committee. Objectives:  Improve the communication between patrol officers and supervisors/administration.  Receive ideas and feedback from patrol representatives in reference to improving the Patrol Department. Goal 3 Improve response times for calls for service. Objectives:  Enhance the technology capturing in route and on scene times.  Add technology to track and select the closest available unit. Performance Objectives  Enhance community relationships by establishing and initiate the District Corporal Program to improve relationships and project a positive light on the Mansfield Police Department within the Community.  Expand the Patrol Officer’s involvement with the Police Department.  Initiate the Emergency Decal Program for Mansfield Businesses.

175

Actual 2013/2014

Patrol Demand Calls for Service 911 calls for Service Service Area Workload Departmental Staffing Departmental Budget Traffic Citations DWI Arrests Accidents-Non-Injury Accidents-Injury Productivity Average Cost per citizen Average Staffing per Shift Patrol Officers per square mile Effectiveness Calls Answered under 8 minutes Turnover Accidents-Injury

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

56,606 36,132 36.64

69,517 28,602 36.64

75,000 44,000 36.64

65,025 27,150 36.64

49 $5,522,057 5,267 116 465 315

49 $5,327,915 6,721 86 594 362

51 $6,045,542 5,500 160 485 345

54 $6,597,419 4,790 128 600 410

93.43 8 0.2

94.70 8 1

82% 1 315

99.41 $ 8 1

81% 2 362

82% 1 345

104.25 8 1.47 82% 4 410

Measurable Outcomes:  Measured by morale improvement of officers as they are able to experience things within the department they have not had an opportunity to do so before.  Measured by the decrease of inaccurate information that patrol officers receive.  Measured by a decrease in the overall response time by 10%. Patrol Summary Personnel Services Operations Capital Projects Total

Patrol Full Time Equivilent Positions Assistant Chief Captain Patrol Sergeant Training Sergeant Patrol Corporals Patrol Officers Total

Actual 2014-2015 $ 4,785,517 542,398

Budget 2015-2016 $ 5,457,199 588,344

Budget 2016-2017 $ 5,966,477 630,943

5,327,915

6,045,542

% Change 2016-2017 9.33% 7.24%

6,597,420

9.13%

2014-2015 Budget 1 1 5 1 5 38

2015-2016 Budget 1 1 5 0 6 38

2016-2017 Budget 1 1 5 0 6 39

2016-2017 Additions

176

TRAFFIC Department at a Glance The Traffic Department captures actual costs and performance measures of traffic enforcement and investigations within the City. The Traffic Department consists of one traffic investigator and two motor officers. The Traffic Department budget increased 4.85% due to a merit increase, overtime increases and supply cost increases. Key Goals and Objectives Goal 1 Reduce the number of violations of motor vehicles violating the “Move Over Law.” Objectives:  Conduct baseline survey by November 1 to track effectiveness of the listed goal in the Highway 287 corridor.  Utilize dedicated time periods (minimum of 8 hours per month) to detect and enforce violations of vehicles passing authorized emergency vehicles in closest lane or failing to reduce speed to enhance officer safety. Goal 2 Continue to identify and enforce violations of Handicap Parking and Fire Lane parking statutes in major commercial areas along the Highway 287 corridor, with a “zero tolerance” policy. Objectives:  Observe dedicated spaces within the target area and ascertain the spaces are properly marked. Contact businesses to address spaces that do not comply with required markings for corrective actions.  Utilize dedicated time periods (minimum of 2 area checks per day) to detect and enforce violations of unauthorized vehicles utilizing marked and dedicated handicap spaces. Goal 3 Continue to monitor traffic violations in high collision areas with a goal of reducing hazardous violations by 10%. Objectives:  Work dedicated details (at least 2 hours per week) in areas defined as “high collision areas” based on stats and data provided by the Crime Analyst.  Utilize message board and speed detection trailer as a visual reminder to motorists of specific issues. Performance Objectives  Reduce the number of violations of the “Move Over Law” occurring on the roadways, creating a first responder safety issue.  Enhance the enforcement of traffic violations in and around active school zones to provide for a safer environment for children.  Continue to monitor traffic violations in high collision areas with the goal of reducing violations.

177

Actual 2013/2014

Traffic Demand Calls for Service 911 calls for Service Service Area Workload Department Staffing Arrests Traffic Citations DWI Arrests Accidents-Non Injury Accidents-Injury Productivity Accidents-Non Injury Accidents-Injury Effectiveness Accidents-Non Injury Accidents-Injury

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

3,273 34 36.64

3,189 35 36.64

3,402 51 36.64

3,650 55 36.64

3 1 2,787 0 11 2

2 0 2,789 0 40 37

3 1 1,986 0 37 21

3 1 1,414 0 75 35

11 17

40 37

37 21

75 35

11 17

40 37

37 21

75 35

Measurable Outcomes:  Reduce the number of violations for “Move Over Law” on the highways of the City of Mansfield by 25%.  Identify and enforce Handicap and Fire Lane parking violations in the Hwy 287 corridor with a “zero tolerance” approach to violations, thereby reducing safety issues for both citizens and first responders.  Reduce the number of hazardous traffic violations in identified “high collision areas” by 10%.

Traffic Summary Personnel Services Operations Capital Projects Total

Traffic Full Time Equivilent Positions Traffic Investigator Motor Officers Total

Actual 2014-2015 $ 384,445 30,899

Budget 2015-2016 $ 403,380 40,900

Budget 2016-2017 $ 426,430 39,387

415,344

2014-2015 Budget 1 2 3

444,280

2015-2016 Budget 1 2 3

% Change 2016-2017 5.71% -3.70%

465,817

2016-2017 Budget 1 2 3

4.85%

2016-2017 Additions

178

COMMERCIAL VEHICLE ENFORCEMENT Department at a Glance The Commercial Vehicle Enforcement Department includes one Sergeant and one patrol officer. The Commercial Vehicle Enforcement budget increased 19.55% due to merit increase, overtime increases and salary adjustments. Key Goals and Objectives Goal 1 Continue to reduce violations through education and enforcement on Federal Motor Carrier Safety Alliance regulated private passenger carrier vehicles within the City limits of Mansfield. Objectives:  Increase enforcement on smaller, for-hire “party” vehicles, such as small buses and limousines carrying passengers within the City for events.  Locate and seek out at least one additional qualifying carrier within City limits and provide education and assistance with gaining and maintaining compliance. Goal 2 Continue to reduce Hazardous Traffic violations by commercial motor vehicles utilizing roadways in the City limits by 25%. Objectives:  Establish baseline survey within 30 days to trace effectiveness of the listed goal.  Utilize dedicated time periods (minimum of 4 hours per week) to detect and enforce Hazardous Traffic violations on the roadways of the City of Mansfield. Goal 3 Continuation of targeted and random enforcement activities to ensure commercial motor vehicle safety within the City limits of Mansfield and surrounding jurisdictions. Objectives:  Use of random and targeted safety inspections, as outlined by the Commercial Vehicle Safety Alliance and Texas Department of Public Safety, to continue the reduction of commercial motor vehicle non-compliance within the territorial limits of Mansfield.  Continue to establish relationships with local and regional carriers as a source of education and support, with the goal of addressing potential issues, prior to vehicles and drivers utilizing area roadways. Performance Objectives  Increased identification of hazardous traffic violations committed by motor vehicles and passenger cars operating around commercial motor vehicles.  Detect and enforce violations by hazardous materials transporters who utilize the roadways within the City.  Continuation of specific and random inspection activities to respond to commercial motor vehicle safety issues within the City of Mansfield and surrounding jurisdictions.

179

Actual 2013/2014

Commercial Vehicle Enforcement Demand Calls for Service 911 calls for Service Service Area Workload Arrests Traffic Citations DWI Arrests Accidents-Non Injury Accidents-Injury Productivity Average Cost per Citizen Officers per Square Mile Effectiveness Contacts Inspections Infractions Vehicles Placed Out of Service Weight Violations Vehicles With No Violations Post Crash Inspections Federal Citations Issued State Citations Issued Accidents-Injury Accidents-Fatality Percent of Mandatory Training

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

1,405 104 36.69

1,767 47 36.69

1,700 50 36.69

2,050 95 36.69

13 1,268 1 22 19

13 1,653 0 5 2

16 1,600 2 26 22

19 1,815 1 60 30

4.29 $ 0.05

1,601 682 1,834 199 89 297 4 267 1,001 19 1 100%

4.58 $ 0.05

618 496 1,489 193 74 137 3 216 1,370 5 2 100%

2,100 800 2,100 200 105 344 6 295 1,100 20 2 100%

5.23 0.08 2,200 875 2,200 225 130 348 8 315 1,500 30 2 100%

Measurable Outcomes:  Reduce weight and vehicle inspection violations.  Reduce injury and fatality accidents.  Increase contacts to educate current commercial vehicle companies to follow local, state and federal guidelines. Commercial Vehicle Enforcement Summary Personnel Services Operations Capital Projects Total CVE Full Time Equivilent Positions

Actual 2014-2015 $ 229,407 25,388

Budget 2015-2016 $ 240,155 36,870

Budget 2016-2017 $ 296,653 34,542

254,795

277,025

% Change 2016-2017 23.53% -6.31%

331,194

2014-2015 Budget

2015-2016 Budget

2016-2017 Budget

Sergeant Patrol Officer

1 1

Total

19.55% 2016-2017 Additions

180

CRIMINAL INVESTIGATIONS Department at a Glance The Criminal Investigation Department includes one captain, three sergeants, one victim assistance coordinator, ten detectives, two property technicians, one civilian investigator and one crime analyst. The CID budget increased 1.20% due to a merit increase and the reorganization of the Police Division. Key Goals and Objectives Goal 1 Clear 80% of all cases within 60 days of assignment. Objectives:  Supervisors will monitor cases and ensure each has received adequate attention and all reasonable leads have been exhausted.  Captain will hold monthly staff meetings and review open cases with Sergeants and Detectives. Goal 2 All employees in CID will attend at least 16 hours of additional continuing education specific to their areas of assignment. Objectives:  During employee evaluation in October 2016, employees will be tasked with finding a class or conference that provides continuing education specific to their job role.  Supervisors will adjust work and on-call scheduling of other members of the unit to ensure these continuing education opportunities can be accomplished for each member. Goal 3 Property Technicians and Property Room Supervisor will improve the current process of storage and retention of evidence, resulting in 25% more usable shelf space. Objectives:  Property Room Sergeant will ensure Property Technicians are presenting timely property disposition requests to detectives for assessments.  Property Technicians will establish a new storage bin template design that organizes and uses all available space more effectively.

Performance Objectives   

Utilize technology to enhance property storage to provide the most efficient storage, retrieval, processing and disposition of all property and evidence. Enhance the time allocation of Criminal Investigators. Enhance the existing division technology to improve efficiency.

181

Actual 2013/2014

CID Demand Cases Assigned Polygraphs Workload Cases Assigned Polygraphs Cases Per Investigator Productivity Average Cost per citizen Cases Cleared Cases Assigned Per Investigator Effectiveness Average Cost per citizen Percent of Cases Cleared Polygraph Examinations

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

2,658 100

2,952 79

3,231 70

2,700 50

2,658 100 204

2,952 79 328

3,231 70 248

2,700 50 245

37.69 $ 2,748 204

36.42 $ 1,820 328

42.87 $ 2,799 248

38.39 1,620 245

37.69 $ 58% 100

36.42 $ 62% 79

42.87 $ 59% 70

38.39 60% 50

Measurable Outcomes: ď&#x201A;ˇ Clear 60% of all cases assigned within 60 days. ď&#x201A;ˇ Reduce unnecessary item retention to provide at least 25% more storage space on existing shelving units.

Criminal Investigations Summary Personnel Services Operations Capital Projects Total Criminal Investigations Full Time Equivilent Positions CID Captain CID Sergeant Crime Scence Director Crime Scene Technician Property Technician Detectives Detective-Polygraph Civil Investigator Crime Analyst Victims Assistantance Coordinator Total

Actual 2014-2015 $ 2,446,662 221,657

Budget 2015-2016 $ 2,356,067 253,692

Budget 2016-2017 $ 2,359,844 281,201

2,668,319 2014-2015 Budget 1 3 0 0 2 8 1 1 1 1 18

2,609,759 2015-2016 Budget 1 3 0 0 2 9 1 1 1 1 19

% Change 2016-2017 0.16% 10.84%

2,641,045

2016-2017 Budget 1 2 1 1 2 9 1 1 1 1 20

1.20% 2016-2017 Additions -1 1 1

182

MUNICIPAL COURT Department at a Glance The Municipal Court Department includes one Municipal Judge, one court administrator, one bailiff and four court clerks. Three associate judges are funded on a contractual basis. The Municipal Court budget increased 5.79% in due to a merit increase, annual contract fee increases and per service cost increases. Key Goals and Objectives Goal 1 Reduce wait time at the window by at least 15%. Objectives:  Fully integrate automated document fill of known information to speed the process at the window and for those waiting in line.  Maintain two clerk minimum staffing at the window whenever possible. Goal 2 Increase continuing education (CE) for each member of the department. Objectives:  Research and assign in-house CE training to each member of the department that is specific to their assigned roles. Minimum of 4 hours for each member.  Send each member to at least one outside sourced training event to assist in developing networking among other agencies in the area. Minimum of 8 hours for each member. Goal 3 Technology improvements acquired for better customer service experience. Objectives:  Assess and select the most appropriate software for better integration of online payments in conjunction with the encode software package.  Further utilize the phone tree automated calling system to remind defendants of such events as due dates for payments, court dates, etc. Performance Objectives  Enhance customer service by reducing the wait time at the customer service window.  Provide additional continuing education for all clerks above and beyond that which is mandated.  Enhance warrant compliance initiatives.

183

Municipal Court Demand Annual Arraignments Monthly Court Schedule Jury Trials Workload Annual Court Dockets (Adults) Annual court Dockets (Juveniles) Warrants Issued Productivity Warrants Cleared Average Daily Arraignments Effectiveness Amnesty Proceeds

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

3,972 27 41

4,264 27 16

3,500 27 20

5,000 27 20

6,796 501 2,863

6,720 442 3,042

6,500 400 2,900

5,000 350 2,500

2,813 10

2,690 11

2,500 9

2,400 14

82,926 $

64,673 $

75,000 $

60,000

Measurable Outcomes:   

Reduce wait time for customers at the window by at least 15%. Provide an amnesty program to reduce the cost of processing violations through the court system. Integrate a new software system that communicates with the Encode System to provide more efficient tracking and processing of the court processes.

Court Summary Personnel Services Operations Capital Projects Total

Municipal Court Full Time Equivilent Positions Municipal Judge Court Administrator Deputy Court Clerk Baliff Total

Actual 2014-2015 $ 504,382 105,203

Budget 2015-2016 $ 534,687 103,483

Budget 2016-2017 $ 560,270 114,842

609,585

638,170

% Change 2016-2017 4.78% 10.98%

675,112

5.79%

2014-2015

2015-2016

2016-2017

Budget 1 1 4 1 7

Additions

184

COMMUNITY RESOURCES Department at a Glance The Community Resource Department includes five Community Resource Officers. The Community Resource Department budget increased 287.81% due to the transfer of four additional officers to the department and a merit increase. Key Goals and Objectives Goal 1 Develop Emergency Response Team (ERT) from among Citizen on Patrol participants. Objectives:  Train members to respond to critical incidents and provide support.  ERT to provide rehab, nourishment and support services. Goal 2 Increase citizen volunteer participation in the department. Objectives:  Increase citizen Police Academy registration to a total of 20.  Expand the role of Volunteer in Policing members in all events involving the department. Goal 3 Provide a rolling store-front officer. Objectives:  Conduct a business meeting inviting all corridor representatives to meet each other and discuss their challenges and security suggestions.  Place a rolling store-front officer in the Highway 287 corridor, changing the location bi-monthly. Performance Objectives  Develop Emergency Response Support Team (ERST) from volunteer Citizen on Patrol participants.  Maintain high visibility in City parks and the business corridor during peak hours.  Enhance the Business 287 corridor enforcement.  Continue to increase the volunteer staff for the Police Department and implement a new volunteer program for office staff.

185

Actual 2013/2014

Community Resources Demand High Schools Serviced Special Events Citizen Police Academy Classes Workload Community Programs Attended Average Class-Citizen Academy Children fingerprinted Productivity Average Cost per citizen Home Inspections Effectiveness Percent of Scheduled Meetings Children fingerprinted

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

6 6 1

6 10 1

6 12 1

6 10 2

70 10 100

80 15 100

95 20 125

120 15 150

$4.23 20

$4.18 8

$2.70 18

$10.07 20

100% 100

100% 125

100% 150

Measurable Outcomes:  ERT of at least 6 members developed and trained by June 1, 2016.  Increase Citizens on Patrol Academy numbers by 3.  Place rolling store-front in at least 8 different locations throughout the year.

Community Resource Summary Personnel Services Operations Capital Projects Total

Community Resources

Actual 2014-2015 $ 171,059 44,647

Budget 2015-2016 $ 106,487 57,932

Budget 2016-2017 $ 575,513 62,126

215,705

164,419

637,639

% Change 2016-2017 440.45% 7.24%

287.81%

2014-2015

2015-2016

2016-2017

Full Time Equivilent Positions

Budget

Additions

Community Resource Officers

Total

186

K-9 SERVICES Department at a Glance The K-9 Department increased 4.40% due to a merit increase and additional K-9 handler training requirements. Key Goals and Objectives Goal 1 Provide the Patrol Department with intensive training on establishing a perimeter in the event of a K-9 tracking incident. Objectives:  Provide classroom training with clearly defined objectives to be used in the field.  Provide scenario based training during the hours of daylight and darkness. Goal 2 Continue to be the leader in the multi-agency training group that has been established. Objectives:  Search for new training sites not only within the City, but also in surrounding cities.  Reach out to other agencies that may be in need of joining an established training group. Goal 3 Develop a multi-agency agreement with the use of a K-9 Training Group. Objectives:  Establish a relationship with surrounding agencies in order to assist or request assistance when needed.  Establish a relationship with the Tarrant County Narcotics Unit in order to assist them when needed. Also allow them to have access to the members of the aforementioned training group. Performance Objectives  Enhance training equipment and software to K9 officers to include implementation of technology to aid in canine evaluations.  Continue K9 education for the Mansfield Police Department and outside agencies.  Enhance emergency protocols for canine and handler injuries.

187

Actual 2013/2014

K-9 Demand Request for Assistance Workload Building Searches Assist other Agencies Narcotic searches Productivity Average Cost per citizen Percent of Narcotic Finds Effectiveness Percent of Narcotic Finds Average Cost per citizen

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

14 26 38

13 14 21

23 30 45

17 30 50

3.86 $ 20%

3.81 $ 45%

3.98 $ 20%

3.99 30%

20% 3.86 $

45% 3.81 $

20% 3.98 $

30% 3.99

Measurable Outcomes:  Increase the number of Burglary Alarms, Burglary-in-Progress and Robbery-in-Progress calls the K-9 Unit responds to by at least 25%.  Complete training for the Patrol Department within the first quarter of FY 2016-2017.  Increase the number of “Assist Other Agency” calls the K-9 Unit responds to by 25%.

K-9 Summary Personnel Services Operations Capital Projects Total

K-9 Full Time Equivilent Positions K-9 Officer Total

Actual 2014-2015 $ 207,501 11,535

Budget 2015-2016 $ 214,049 28,009

Budget 2016-2017 $ 215,794 36,922

219,036

2014-2015 Budget 2 2

242,057

2015-2016 Budget 2 2

% Change 2016-2017 0.82% 31.83%

252,716

2016-2017 Budget 2 2

4.40%

2016-2017 Additions 0

188

ANIMAL CARE AND CONTROL Department at a Glance The Animal Control Department budget increased 5.71% due to a merit adjustment, market adjustments and supply costs. Key Goals and Objectives Goal 1 Increase City licensing and microchipping for domestic animals. Objectives:  Streamline the reclaim process by targeting and licensing domestic animals that are not currently licensed or microchipped.  Return more animals to their home in the field rather than taking them into the animal shelter. Goal 2 Enhance the community/neighborhood educational program. Objectives:  Create an educational pamphlet explaining City ordinances pertaining to animal ownership, such as barking dog, City licenses, rabies vaccination, at large, and basic care requirements.  Send Animal Control officers, as well as volunteers in the Police Program, into neighborhoods to speak with citizens and distribute educational pamphlets in an attempt to reduce the number of calls for service in the neighborhood. Goal 3 Post intake animals online in an attempt to reunite them with their owners. Objectives:  Post descriptions of animals brought into the animal shelter on the City website as well as Facebook to increase animal reclaims.  Create an interactive map for the City website to allow the public to see where animals have been impounded as well as to track problem areas. Performance Objectives  Improve spay and neuter of adoptable animals prior to adoption.  Enhance the Emergency Evacuation Plan for shelter of animals and community livestock.  Increase community/neighborhood outreach programs.

189

Actual 2013/2014

Animal Control Demand Annual Service Calls Animals Impounded Workload Animals Impounded Animals Reclaimed, Rescued etc. Animals Euthanized Productivity Animals Adopted Animal Control Deposits Effectiveness Animals Adopted Animals Impounded Service Calls answered within 24 Animals Returned as % Animals Euthanized as %

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

3,228 2,295

2,654 1,826

3,750 2,500

3,000 2,000

2,295 797 657

1,826 716 636

2,500 700 650

2,000 700 600

611 $34,876

354 $37,942

800 $50,000

530 $49,000

611 2,295 100% 61% 29%

354 1,826 100% 39% 35%

800 2,500 95% 65% 35%

530 2,000 100% 35% 28%

Measurable Outcomes:  Increase City licensing and microchipping for domestic animals by 10%.  Conduct monthly door-to-door educational community contacts.  Improve opportunities to reunite owners with lost animals by posting intake animal profiles online. Animal Control Summary Personnel Services Operations Capital Projects Total

Animal Control Full Time Equivilent Positions Animal Control Manager Animal Control Officers Kennel Technician Receptionist Total

Actual 2014-2015 $ 483,548 123,391

Budget 2015-2016 $ 490,805 149,711

Budget 2016-2017 $ 529,108 148,001

606,940

640,516

% Change 2016-2017 7.80% -1.14%

677,109

5.71%

2014-2015

2015-2016

2016-2017

Budget 1 3 2 1 7

Additions

190

TRAINING Department at a Glance The Training Department budget decreased less than 1% due to estimated reduced supply requirements. No full-time equivalents or personnel costs are included in the Training budget. Key Goals and Objectives Goal 1 Enhance the officer’s preparedness for weapons system transitions/malfunctions. Objectives:  Enhance knowledge of weapon handling skills during weapon transitions/malfunctions on all weapons the officer is required to carry.  Build officer’s confidence to survive during equipment failures through ongoing training drills. Goal 2 Improve in-house training for continuing education for police officers, tele-communicators, corrections officers, and civilians. Objectives:  Host two in-house classes per month, with one focusing on civilian staff.  Provide the maximum amount of opportunity for our staff/officers to attend in-house training in a cost effective manner. Goal 3 Increase officer readiness through verbal de-escalation and weapon selection training. Objectives:  Increase individual police officer’s and correctional officer’s skill level by providing additional, ongoing one-on-one simulator based training at least monthly.  Build officer’s confidence and skill level with verbal de-escalation techniques and weapons selection, through simulator scenario training. Performance Objectives  Enhance the officer’s preparedness for equipment malfunctions.  Improve in-house training for continuing education.  Enhance each sworn officer’s scenario training.

191

Tactical Training Facility (Range) Demand Staff Trained (City) Certified Police Officers Trained Range Operation Hours (Total) Range Maintenance Hours (Total) TCOLE Required Training hours Firearms Instructors (Number) Firearms Instructors Range Training Workload Certified Police Officers (City) Certified Fire Officers (City) Certified Police Officers Trained Specialized Training Courses Specialized Training Hours TCOLE Mandated Qualifying TCOLE Mandated Night Qualifying Productivity Certified Police Officers (City) Certified Fire Officers (City) Certified Police Officers Trained Specialized Training Courses Specialized Training Hours Effectiveness Training Hours per FTE

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

N/A N/A N/A N/A N/A N/A N/A

101 0 254 28 2 5 0

101 32 977 80 2 5 206

104 40 1000 70 2 5 200

N/A N/A N/A N/A N/A N/A N/A

101 5 0 0 0 1 0

101 5 32 2 100 1 1

104 5 30 3 100 1 1

N/A N/A N/A N/A N/A

101 5 0 0 0

101 5 32 2 100

104 5 30 3 100

N/A

Measurable Outcomes:  Provide quarterly weapons systems transitions/malfunction training drills for all sworn officers.  Host two in-house training classes per month for a total of twenty four for the fiscal year.  Provide monthly readiness simulator based training to each police officer and correctional officer.

Training Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015

Budget 2015-2016

155,906

Budget 2016-2017

158,252

% Change 2016-2017

158,129

-0.08%

158,129

-0.08%

192

AUTO BURGLARY & THEFT PREVENTION AUTHORITY GRANT Department at a Glance The Mansfield Police Division has received a grant through the Texas Automobile & Theft Prevention Authority (ABTPA) since 2011. Each year the Police Division submits for funding to operate a multiagency Task Force to combat auto thefts and thefts from vehicles. In FY 2016-2017, $278,838 is budgeted for grant funds. These funds provide 80% of the salaries for five full-time investigators and one secretary. City of Mansfield personnel include one secretary, one investigator and one administrator. The Task Force coverage area includes Ellis and Johnson Counties and the Cities of Mansfield, Burleson and Kennedale. Key Goals and Objectives Goal 1 Reduce auto theft. Objectives:  Reduce auto theft through proactive measures including but not limited to undercover operations and vehicle inspections.  Collaborate with insurance agencies as well as other law enforcement agencies to combat auto theft. Goal 2 Reduce auto burglary. Objectives:  Reduce auto burglary through proactive measure including but not limited to undercover operations and vehicle inspections.  Collaborate with insurance agencies as well as other law enforcement agencies to combat auto burglary. Goal 3 Improve public awareness/prevention. Objectives:  Educate and inform the citizens on prevention methods.  Educate and train area wide law enforcement on auto theft. Performance Objectives  Reduction in auto thefts.  Reduction in auto burglaries.  Increased public awareness and prevention.

193

Auto Theft Task Force

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

Demand Auto Thefts in Program Area

171

231

248

265

Burglary from Vehicle Thefts in Program Area

570

649

575

600

374

687

729

791

Mansfield Poice Personnel Assigned to Task Force Total Law Enforcement Officers Assigned to Task Force Workload Cases Assigned

115

120

125

160

1,577

1,814

2,710

3,330

56%

57%

58%

59%

Auto Crimes Arrest

113

148

187

199

Stolen Vehicles Recovered

186

223

263

280

115

120

125

130

56%

57%

58%

62%

Value in Vehicles Recovered

$1,915,550

$2,082,630

$2,834,660

$3,000,000

Value in Stolen Parts/Other Property recovered

$1,584,135

$636,964

$1,011,776

$1,300,000

$3,500

$22,155

$205,918

$300,000

Average Annual Cases Assigned per Investigator Number of Vehicles Inspected Productivity Percent of Cases Cleared

Cases Assigned Per Investigator Effectiveness Percent of Cases Cleared

Value in Burglary from Vehicle Property recovered

Measurable Outcomes:  At least 62% of cases cleared.  At least $3,000,000 in vehicle value recovered.  At least $300,000 in property value recovered from vehicle burglaries. Grants Summary Personnel Services Operations Capital Projects Total

ABTPA Grant Full Time Equivilent Positions Sergeant Patrol Officer Administrative Assistant Total

Actual 2014-2015 $ 218,786 $ 90,776

Budget 2015-2016

309,561 $

2014-2015 Budget

Budget 2016-2017 $ 278,838

% Change 2016-2017 100%

278,838

100%

2016-2017 Budget 1 1 1

2016-2017 Additions

2015-2016 Budget 1 1 1

194

FIRE DIVISION

Administration Administer Fire Department Operations Protect all citizens from hazards Protect all employees from hazards Maintain a highly skilled workforce Provide ambulance billing services

Prevention Provide annual Fire Inspection Services Reduce the risks & effects of fire Enforce fire codes & laws

Fire Operations Provide pre-hospital emergency care & transportation Update medical protocols annually Respond to fire/EMS calls promptly

Emergency Management Monitor weather conditions Develop and implement emergency disaster procedures Review and update Emergency Operations Plans Test emergency operations plans

   

Fire Division Highlights The Fire Division is projected to transport 2,848 patients in FY 2016-2017. 90% of the time, calls for service are answered within 8 minutes. 100% of mandatory training is provided. 9,643 calls for service are projected in FY 2016-2017.

195

MISSION STATEMENT FOR THE FIRE DIVISION: Mansfield Fire Rescue is a customer service organization that exists to protect the lives and property of our citizens, members, and visitors, and to foster the feeling of safety â&#x20AC;&#x201C; any place, any time â&#x20AC;&#x201C; through planning, mitigation, response, and restoration.

VISION STATEMENT: We will give an all-out effort to refine our service delivery, expand our capabilities, increase our efficiency, and elevate the superior level of customer service we now provide to continually heighten the standard of excellence in our industry.

Departments Fire Administration Prevention Emergency Management Fire Operations Total Division Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 817,322 658,548 51,203 9,754,204 $ 11,281,276

Budget 2015-2016 $ 887,355 721,605 187,649 9,493,286 $ 11,289,895

Budget 2016-2017 $ 951,270 739,135 209,517 10,682,295 $ 12,582,218

% Change 2016-2017

Actual 2014-2015 $ 9,975,477 1,300,905 4,894

Budget 2015-2016 $ 9,938,792 1,351,104 -

Budget 2016-2017 $ 11,116,377 1,465,840 -

% Change 2016-2017 11.85% 8.49%

$ 11,289,895

$ 12,582,218

11.45%

11,281,276

2.43% 11.65% 12.52% 11.45%

Do You Know? The Mansfield Fire Department responds to 90% of all calls in less than 8 minutes.

196

FIRE ADMINISTRATION Department at a Glance The Fire Administration Department increased by 7.20% due to a merit increase, market adjustments and increases in ambulance billing costs. Fire Administration consists of the Fire Chief, Assistant Fire Chief, Secretary and Administrative Services Coordinator. Key Goals and Objectives Goal 1 Maintain the safety and wellness of our personnel by being responsible and proactive towards compliance with NFPA standards while promoting positive leadership. Objectives:  Provide efficient staffing levels within admin to support activity of Fire and EMS operations by adding a resource officer.  Provide the highest level of service to our customers and community through updated technology/software, equipment and vehicles.  Increase training and support opportunities to our Citizens Response Team (CRT). Goal 2 Protect our personnel and the public from hazards by reducing/eliminating unnecessary risks. Objectives:  Complete the installation of the Opticom System at non-protected intersections for emergency response control of traffic lights, increasing safety.  Replace PPE for personnel after 5 years to ensure the highest level of quality gear providing protection, as well as ample reserve PPE.  Installation of exhaust removal systems in our apparatus bays within the fire stations. Goal 3 Develop a replacement plan to maintain quality equipment with updated technology and safety devices. Objectives:

  

Evaluate all fleet vehicles, equipment and computer devices that have surpassed a useful lifespan, which results in increased maintenance costs and down time. Replace all computer equipment (MDTs) to provide for improved technology and performance. Enhance station/vehicle maintenance management through records and training.

Performance Objectives  Maintain the safety, health and wellness of our personnel while promoting positive leadership.  Protect our staff from Line of Duty Hazards by reducing/eliminating risks.  Protect the City of Mansfield from liability.

197

Actual 2013/2014

Fire Administration Demand Population Increase Fire Division Staff Service Area (miles) Workload Patients Seen Patients Transported Information Tech Support Calls Facilities Maintained Productivity Average Transport Time to Hospital FTE per Capita Effectiveness Average Transport Time to Hospital Ambulance Billing (annual)

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

2.6% 83 36.69

1.5% 83 36.69

1.6% 83 36.69

1.9% 86 36.69

3,746 2,347 275 4

4,063 2,568 279 4

4,063 2,568 281 4

4,478 2,848 285 4

10:51 Minutes 10:34 Minutes 9.5 Minutes 10:23 Minutes 1.16 1.25 $ 1.26 $ 1.26 10:51 Minutes 10:34 Minutes $972,738 $1,052,932

9.5 Minutes 10:23 Minutes $1,000,000 $1,200,000

Measurable Outcomes:  Reduction of injuries and illnesses with an increase in health and wellness awareness.  Reduction of maintenance costs related to newer vehicles and equipment.  Increase activity levels of CFAAA Support Team Training.

Fire Administration Summary Personnel Services Operations Capital Projects Total

Fire Administration Full Time Equivilent Positions Fire Chief Assistant Fire Chief Administrative/Technical Services Secretary Total

Actual 2014-2015 $ 543,990 273,332

Budget 2015-2016 $ 566,997 320,358

Budget 2016-2017 $ 609,361 341,910

817,322

887,355

% Change 2016-2017 7.47% 6.73%

951,270

7.20%

2014-2015 Budget

2015-2016 Budget

2016-2017 Budget

2016-2017 Additions

1 1 1 1 4

198

FIRE PREVENTION Department at a Glance The Fire Prevention Department budget increased 2.43% in FY 2016-2017 due to merit increase and increases promotions and supply costs. The department consists of the Fire Marshal and four Fire Inspectors. The general responsibilities include public education, fire inspection, fire investigation, gas well inspections and emergency management. Key Goals and Objectives Goal 1 Increase Prevention Department staffing. Objectives:  Reestablish the vital position of Assistant Fire Marshal, who will be responsible for all decisions in the absence of the Fire Marshal and assist in day-to-day operations.  Add a dedicated plans examiner to address day-to-day completion of plan reviews and assist with fire code recommendations as needed.  Add one additional inspector/investigator to enhance the department by allowing more participation in inspections, public education, investigations and community service events. Goal 2 Continue to provide current department staff with advanced training opportunities. Objectives:  Provide continuing education and training in all facets of fire prevention, including public education, fire and arson investigation, inspections and plan reviews in order to provide better services to the citizens and customers of the City. Goal 3 Streamline Fire Prevention Activities. Objectives:  Proceed with the adoption and use of the 2015 International Fire Code with Local Amendments.  Enhance the process of fire safety inspections to maintain annual inspections of all businesses within the City and enhance plan review and permitting processes to provide improved customer service.  Cross train staff members in all areas of duties and responsibilities allowing for better support of citizens, business owners, developers and other City staff. Performance Objectives  Increase public education.  Develop and implement a company inspection program.  Increase the number of annual inspections.

199

Fire Prevention Demand Inspections Alarm Inspections New Fires Investigated Workload Gas Well Inspections Plan reviews Certificate of Occupancy Requested Productivity Avg. Cost per Citizen Attendance of Public Education Classes Effectiveness Fire deaths ISO Rating

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

2,874 38 55

2,804 54 24

3,100 56 58

2,917 73 50

866 228 143

217 151

108 325 230

76 260 250

11.38 $ 26,000

11.38 $ 15,287

10.00 $ 27,000

0 2

9.83 22,500

0 2

Measurable Outcomes:  Provide for better allocation of work load among Fire Prevention employees.  Provide for advancement and educational opportunities within the Prevention Department.  Increase productivity by creating a better environment and tasks that complement the employees.

Fire Prevention Summary Personnel Services Operations Capital Projects Total

Fire Prevention Full Time Equivilent Positions Fire Marshal Fire Inspector Total

Actual 2014-2015 $ 591,403 67,145

Budget 2015-2016 $ 636,388 85,217

Budget 2016-2017 $ 652,281 86,855

658,548

2014-2015 Budget 1 4 5

721,605

2015-2016 Budget 1 4 5

% Change 2016-2017 2.50% 1.92%

739,135

2016-2017 Budget 1 4 5

2.43%

2016-2017 Additions

200

FIRE EMERGENCY MANAGEMENT Department at a Glance The Emergency Department budget increased 11.65% due to a merit increase, overtime costs and increased cost related to annual contract costs of gas detection equipment and replacement of flood gates. The department includes one Emergency Management Coordinator. Key Goals and Objectives Goal 1 Improve service delivery and efficiency for Mansfield through increased staffing. Objectives:  Develop a position for Assistant Emergency Manager.  Improved delivery of mandated training exercises for City staff.  Improved ability to research, apply and audit grant opportunities. Goal 2 Improve warning and hazard protection capabilities to our citizens. Objectives:  Replace/repair the creek level sensors and floodgates with annual maintenance program.  Purchase the Local Area Warning System (LAWS) for downtown area and City parks.  Update data and information with Code Red with a full test call of system. Goal 3 Improve Emergency Operations Center situational awareness during severe weather or special events. Objectives:  Installation of mesh node and camera systems at the Station 3 water tower, the Public Safety Building and downtown.  Continued development of the drone program.  Train our volunteer citizens Ham Radio Group and the Crisis Response Team on disaster assessment and research the creation of a Community Emergency Response Team. Performance Measures  Update and integrate the Emergency Disaster Plan with the County.  Improve Emergency Management Resources.  Conduct disaster drills.

201

Emergency Management Demand Disaster Declarations Code Red notification launches Weather Warning Notification Launch Workload Exercises Participated Emergency Management Plan Updates Productivity Average Cost per citizen EOC Activations Effectiveness Severe Weather deaths

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

0 20 80

1 10 112

0 15 80

0 20 125

4 10

9 2

6 10

6 11

0.61 $ 12

0.61 $ 19

2.96 $ 15

3.04 15 0

Measurable Outcomes:  Results of improved delivery of emergency management services.  Results of fewer swift water rescues and injuries to our citizens.  Results of improved situational awareness. Emergency Management Summary Personnel Services Operations Capital Projects Total

Emergency Management Full Time Equivilent Positions Coordinator Total

Actual 2014-2015 $ 11,968 39,235

Budget 2015-2016 $ 143,512 44,137

Budget 2016-2017 $ 158,729 50,788

51,203

2014-2015 Budget 0 0

187,649

2015-2016 Budget 1 1

% Change 2016-2017 10.60% 15.07%

209,517

2016-2017 Budget 1 1

11.65%

2016-2017 Additions 0

202

FIRE OPERATIONS Department at a Glance The Fire Operations Department includes the Assistant Fire Chief of Operations, three Battalion Chiefs, one Training Battalion Chief, seven Captains, six Lieutenants, twelve Apparatus Operators and forty six Firefighters. The Operations Department budget increased 12.52% due to a merit increase, market adjustments, overtime, medical supply costs increases and additional training cost increases. Key Goals and Objectives Goal 1 Hire an additional six firefighter/paramedic positions. Objectives:  Decrease the amount of overtime required to operate by increasing shift numbers from 23 assigned per shift to 25 assigned per shift.  Provide for safer and more efficient incident response by reducing hours worked and, subsequently, firefighter fatigue; optional staffing of 4 personnel on a Quint.  Reduce the amount of overtime required to maintain higher minimum staffing needs resulting from adding a fourth ambulance. Goal 2 Restructure the department to increase efficiency and improve current operational capabilities by redesigning our organization to be more functional and better positioned for future growth. Objectives:  Add a 24-hour Tahoe-based EMS unit comprised of an EMS supervisor and Paramedic Firefighter to respond to certain EMS calls in place of fire apparatus, reducing the number of fire apparatus responses while still placing an Officer in Command on scene.  Create an EMS Division under the Operations Chief to give needed attention to a growing area of responsibility—one that needs to maintain constant awareness on quality improvement and compliance with ever-changing rules and legislation.  Develop a Community Healthcare Program to improve quality of life for identified high risk patients living in our City by making home visits to assist with education and other health concerns. Goal 3 Increase the capabilities of our training division by providing a Burn Tower for the deployment of crews to complete fire ground training drills and specialty rescue on a routine basis. Objectives:  Increase the amount of hands-on training in the areas of high risk/low frequency situations that are commonly linked to firefighter line of duty deaths.  Decrease all associated costs of training for required annual burn drills and technical rescue skills; decrease the amount of time crews are out of service, limit the amount of overtime needed, and reduce the mileage, fuel usage and maintenance costs required to drive to the nearest fully capable training center.  Train staff to operations level standards to be able to safely complete a rescue in various situations, by increasing both the amount of training and the emphasis on skill retention for all

203

special operations disciplines (swift water, rescue, rope, trench, structural collapse and confined space). Performance Objectives  Hire an additional six firefighter positions and raise the minimum staffing level.  Create an EMS division to respond to calls where a fire apparatus is not required.  Increase the capabilities of our training division by providing a training tower for the deployment of crews to complete fire ground training drills and specialty rescue on a routine basis.

Fire Operations Demand Calls for Service Calls for EMS Service Structure Fires Workload Patients Seen Patients Transported Minimum Staffing per Day Mutual Aid Given - Fire Mutual Aid Given - EMS Fleet Maintained Average Ambulances Staffed per Day Productivity Average Cost per citizen FTE per Capita Effectiveness Calls Answered under 8 minutes Fire Deaths Structure Total Values0 Total Dollar Loss-Fire Total Dollars Saved Mandatory Training Provided

Actual 2013/2014

$ $

$ $ $

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

8,149 3,583 33

8,671 3,849 40

9,538 4,335 44

9,643 5,353 48

3,746 2,347 21 60 56 37 4

4,063 2,568 21 58 62 37 4

3,815 2,379 21 54 54 33 4

4,478 2,848 21 56 60 33 4

143.61 $ 1.25 $

151.33 $ 1.25 $

140.38 $ 1.09 $

87% 0 53,592,427 $ 2,620,148 $ 50,972,279 $ Over 100%

90% 0 27,425,750 $ 1,675,500 $ 25,750,250 $ Over 100%

85% 0 27,374,960 $ 1,367,208 $ 26,007,752 $ Over 100%

154.90 1.26 90% 0 17,395,970 1,368,103 16,027,867 Over 100%

Measurable Outcomes:  Increase fire ground safety and decrease fatigue by increasing staffing. Increased staffing will result in a reduction in overtime.  Decrease costs of maintenance and fuel used by fire apparatus. Increase in-patient care benchmarks and patient satisfaction by following up on identified high risk patients.  With the addition of a training facility, we expect to see an increase in fundamental skills related to firefighting, such as hose deployment, ventilation, victim location and removal. Additionally, we should experience increases in our “All Hazards” rescue capabilities throughout the department by purchasing equipment, increasing training, and developing organized teams.

204

Fire Operations Summary Personnel Services Operations Capital Projects Total

Fire Operations Full Time Equivilent Positions Assistant Fire Chief Battalion Chiefs Training Captain Captains Lieutenants Apparatus Operator Firefighter Total

Actual 2014-2015 $ 8,828,117 921,194 4,894

Budget 2015-2016 $ 8,591,894 901,392

Budget 2016-2017 $ 9,696,007 986,288

% Change 2016-2017 12.85% 9.42%

$ 10,682,295

12.52%

9,754,204

2014-2015 Budget 1 4 1 6 7 12 43 74

9,493,286

2015-2016 Budget 1 4 1 6 6 12 43 73

2016-2017 Budget 1 4 1 6 6 12 46 76

2016-2017 Additions

3 3

205

PLANNING DIVISION

Tree Mitigation Fund

Administration Provide support services for the planning staff. Schedule meetings with departments and developers. Coordinate approvals required by City Council.

Planning Implement procedures that facilitate quality development within the City. Review and approve residential, commercial and industrial development. Enforce City land use plans and zoning ordinances. Coordinate planning and zoning activities. Enforce architectural and tree preservation ordinances.

Planning & Zoning Commission Update long range land use plans and development policies. Identify key planning areas and implement programs that encourage quality development.

Historic Landmark Commission Promote preservation and designation of historic landmarks. Promote the renovation and improvement of historic areas.

Board of Adjustment Hear and decide appeal requests to the Cityâ&#x20AC;&#x2122;s zoning ordinances. Authorize variances to the zoning ordinances. Rule on the status of non-conforming uses.

ď&#x201A;ˇ

Planning Division Highlights The Planning Division is projected to answer 9,200 informational requests from the public related to City planning and zoning in FY 2016-2017.

206

PLANNING DIVISION AT A GLANCE Budget Summary The Planning Division includes the Planning Department, Planning & Zoning, Historic Landmark Commission, Board of Adjustment and the Tree Mitigation Fund. The Tree Mitigation Fund summary will be found in the Special Revenue Funds section of the budget. Several boards and commissions operations are funded through this division including the Planning & Zoning Commission, consisting of a seven-member board, the Historic Landmark Commission, consisting of a six-member board and the Board of Adjustment consisting of a five-member board. The Planning Division budget increased 4.78% due to a merit increase and market adjustments.

Departments Planning Administration Planning & Zoning Historic Landmark Board of Adjustment Total

Division Summary Personnel Services Operations Capital Projects Total

Planning Division Full Time Equivalent Positions Director of Planning Planners Secretary Landscape Administrator Planning Technician Gas Well Inspector Total

Actual 2014-2015 $ 823,641 9,190 932 1,219

Budget 2015-2016 $ 990,481 13,441 4,563 3,135

Budget 2016-2017 $ 1,040,798 11,581 4,320 3,274

834,982

1,011,620

1,059,974

4.78%

% Change 2016-2017 5.62% -8.06%

Actual 2014-2015 $ 786,174 48,807

Budget 2015-2016 $ 949,851 61,769

Budget 2016-2017 $ 1,003,186 56,788

834,982

1,011,620

% Change 2016-2017 5.08% -13.84% -5.33% 4.45%

1,059,974

4.78%

2014/2015 Budget 1 3 1 1 1 1

2015/2016 Budget 1 3 1 1 1 1

2016/2017 Budget 1 3 1 1 1 1

2016/2017 Additions

207

PLANNING ADMINISTRATION MISSION STATEMENT: The mission of the Planning Administration Department is to enhance the quality of life for the citizens of Mansfield by encouraging quality growth, development, redevelopment and stabilization of neighborhoods through a concentrated effort of planning, land use controls and historic preservation. Department at a Glance The Planning Administration Department includes the Director of Planning, a Secretary, four Planners, one Gas Well Inspector and one Landscape Administrator. The Planning Administration budget increased 5.08% due to a merit increase and market adjustment. Key Goals and Objectives Goal 1 Provide professional, administrative and technical planning services. Objectives:  Provide planning services to City Council, the Planning & Zoning Commission and the citizens of Mansfield.  Prepare and publish notices, agendas and minutes for the Planning & Zoning Commission, Zoning Board of Adjustment and Historic Landmark Commission.  Prepare staff reports to the City Council, Planning and Zoning Commission, Zoning Board of Adjustment and Historic Landmark Commission. Goal 2 Improve the development application processes, procedure, coordination and communication. Objectives:  Examine current application forms, processes and procedures.  Define and introduce specific service delivery improvements.  Provide a streamlined development review process. Goal 3 Implement the City’s development plan and ordinances. Objectives:  Recommend plans, projects and amendments to the City’s development ordinances to improve the quality of development.  Provide assistance and education to developers and citizens on the City’s development regulations.  Promote redevelopment in the older parts of Mansfield through planning and financing efforts. Goal 4 Inspect and provide reports on all gas well activity within the City of Mansfield. Objectives:  Inspect all gas well sites at least once per month.

208

 

Ensure gas well regulations and ordinances are followed on all drilling sites. Provide regular reports and respond to any emergency situations that may develop.

Performance Objectives  Provide professional, administrative and technical planning services.  Improve development processes, procedures, coordination and communications.  Implement the City’s development plans and ordinances.  On a regular basis, inspect all gas well activity within the City.

Planning Demand Departments Informational Requests Rezoning Requests Residential Lots Platted Gas Wells Workload Gas Well Inspections per Week Meetings Attended Commercial Acres Platted Planning & Zoning Meetings Zoning amendments proposed Productivity Agendas prepared Informational Requests Land Use Plans Adopted Plats Approved within 30 days Effectiveness Informational requests processed Plats Approved within 30 days

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

6 9,023 17 471 206

6 9,135 17 488 206

6 9,200 14 1,500 208

6 9,200 15 550 207

15 98 182 21 5

15 98 18 22 7

15 120 50 24 3

15 120 50 24 5

34 9023 0 100%

35 9135 0 100%

50 9200 0 100%

9023 100%

9135 100%

9200 100%

Measurable Outcomes:  All plats have been approved within 30 days and are expected to continue in FY 2016-2017.  All gas wells will be inspected a minimum of once per month.  Regular gas well activity reports will be available to staff and citizens via the City of Mansfield website.

209

PLANNING AND ZONING COMMISSION MISSION STATEMENT: The mission of the Planning and Zoning Commission is to continuously provide updated comprehensive Future Land Use Plans, to exercise control over subdivision of land and to advise City Council on matters related to zoning and impact fees. Department at a Glance The Planning & Commission budget decreased 13.84% in FY 2016-2017 due to decreases in advertising and publication costs. Key Goals and Objectives Goal 1 Identify key planning areas within the City of Mansfield and implement programs that encourage quality development and enhance property values. Objectives:  Conduct periodic review of problems, complaints, concerns and questions about local zoning and development policies, and make recommendations regarding appropriate changes to current policies and procedures.  Carry out studies and public hearings for zoning changes and amendments requested by the City Council and identified by staff.  Conduct changes in Land Use categories and development trends and make recommendations regarding proper changes to local codes and fees. Goal 2 Update long range plans and develop long range policies. Objectives:  Update the Future Land Use Plan, Thoroughfare Plan, Water & Sewer Plan and Subdivision Ordinances to reflect the changing residential and commercial development areas in and around the City of Mansfield.  Amend the zoning regulations to comply with Future Land Use.  Review the Capital Improvements Plan and Impact Fee Analysis and recommend any changes to City Council.

Planning & Zoning Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 1,720 7,470

Budget 2015-2016 $ 2,053 11,388

Budget 2016-2017 $ 2,639 8,942

9,190

13,441

11,581

% Change 2016-2017 28.54% -21.48%

-13.84%

Note: No full time positions are budgeted in this activity. Performance measures and measurable outcomes may be found in the Planning Department overall performance measures.

210

HISTORIC LANDMARK COMMISSION MISSION STATEMENT: The mission of the Historic Landmark Commission is to promote the restoration and preservation of the City of Mansfield’s valuable heritage and historic resources. Department at a Glance The Historic Landmark Commission budget decreased 5.33% in FY 2016-2017 due to reduced overtime costs. Salary and Benefits are related to overtime cost requirements of the Planning Secretary to attend and record the minutes of the Commission meetings. Key Goals and Objectives Goal 1 Promote the preservation and designation of historic landmarks. Objectives:  Set priorities for implementation of goals and objectives identified in the Historic Preservation Plan.  Review nominations of properties that are submitted to the City of Mansfield or State of Texas for designation as recorded historic landmarks.  Provide training to members of the Commission related to the promotion and review of historic landmarks.  Apply for state and federal grants. Goal 2 Promote the renovation and improvement of the Historic downtown area. Objectives:  Encourage private property and business owners to preserve and restore historic landmarks within the downtown area.  Evaluate proposed restoration work on historic landmarks to ensure compliance with the design guidelines for downtown Mansfield.

Historic Landmark Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 304 628

Budget 2015-2016 $ 491 4,072

Budget 2016-2017 $ 250 4,070

932

4,563

4,320

% Change 2016-2017 -49.11% -0.04%

-5.33%

Note: No full time positions are budgeted in this activity. Performance measures and measurable outcomes may be found in the Planning Department overall performance measures.

211

BOARD OF ADJUSTMENT MISSION STATEMENT: The mission of the Board of Adjustment is to hear appeals and requests for variances related to the implementation of the City of Mansfield Zoning Ordinance. Department at a Glance The Board of Adjustment budget increased 4.45% due to a slight increase in advertising costs. Salary and Benefits are related to overtime cost requirements of the Planning Secretary to attend and record the minutes of the board meetings. Key Goals and Objectives Goal 1 Ensure fair and equitable implementation of the City of Mansfield’s zoning policies and act in the best interest of the community consistent with the spirit and the intent of the Zoning Ordinance. Objectives:  Hear and decide appeals when it is alleged that there is an error in any order, requirement, decision or determination made by the zoning administrative official in enforcement of the Zoning Ordinance.  Authorize upon appeal variances from the provisions of the zoning ordinance that will not be contrary to the public interest where owing special conditions of a literal enforcement of the provisions will result in unnecessary hardships.  Rule on the status of questionable non-conforming uses.

Board of Adjustment Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 359 860

Budget 2015-2016 $ 870 2,265

Budget 2016-2017 $ 870 2,404

1,219

3,135

3,274

% Change 2016-2017 0.00% 6.16%

4.45%

Note: No full time positions are budgeted in this activity. Performance measures and measurable outcomes may be found in the Planning Department overall performance measure

212

DEVELOPMENT SERVICES DIVISION Development Services Administration

Code Enforcement

Building Maintenance

Building Safety

Identifies and processes substandard structures for demolition. Enforces sign ordinances. Investigates complaints received from citizens and staff. Enforces all City codes related to buildings and structures.

Maintains all City facilities. Maintains all janitorial contracts. Identifies facility issues and issues work orders. Performs preventive maintenance activities.

Provides plan review of residential and commercial projects. Conducts inspections daily. Enforces established City codes. Issues building related permits.

Development Services Division Highlights ď&#x201A;ˇ ď&#x201A;ˇ

Residential building permit applications for FY 2016-2017 are estimated to be over 450. Inspection requests are answered within 2 business days.

1000

Historcial Permit Activity 800

750

600 350

400

299

282

366

338

335

300

2015

2016

300

225

200

0 2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

Residential Permits Commercial Permits

213

DEVELOPMENT SERVICES DIVISION AT A GLANCE Budget Summary The Development Services Division includes Development Services Administration, Building Maintenance, Building Safety/Inspections and Code Compliance. The staff enforces both code and inspection requirements throughout the City. The Development Services Division budget increased 4.47% due to a merit increase and market adjustments. The Development Services Division has been reorganized into four separate departments as seen below. Some positions have been reassigned within the division. Development Services Departments Administration Safety/Inspections Code Compliance Building Maintenance Total Division Summary Personnel Services Operations Capital Projects Total

Actual Budget 2014-2015 2015-2016 $ 1,273,421 $ 1,623,433

889,386 $

2,162,807 $

1,086,639

Budget 2016-2017 $ 278,798 932,280 573,041 1,046,977

2,710,072

% Change 2016-2017 -82.83%

-3.65%

2,831,097

4.47%

Actual Budget 2014-2015 2015-2016 $ 1,381,197 $ 1,801,177 760,065 908,895 21,545

Budget 2016-2017 $ 1,913,865 917,232

% Change 2016-2017 6.26% 0.92%

2,162,807 $

2,710,072

2,831,097

4.47%

214

DEVELOPMENT SERVICES ADMINISTRATION DEPARTMENT MISSION STATEMENT: The mission of the Development Services Division is to ensure the safe and lawful use of buildings and properties by enforcing building and construction codes which safeguard each citizen’s health, property and welfare by facilitating complaint development with integrity, efficiency and professionalism. The City of Mansfield Development Services is committed to becoming a premier municipal building organization dedicating to enhancing the quality of life for all Mansfield citizens and making our city safer. We are committed to improving performance and developing procedures that are streamlined, understandable and transparent. Department at a Glance The Administration Department was created in FY 2016-2017 to oversee the operations of the Building Safety, Building Maintenance and Code Enforcement Departments, as well as oversee the development of major construction projects. The Development Services Administration Department includes the Director of Development Services and one Administrative Analyst. Reorganization of the Development Services Division resulted in a 82.83% budget decrease for the Administration Department and reallocation of funds to the subordinate departments. Key Goals and Objectives Goal 1 Work with parties (design professionals, developers and City staff) involved in the development and revitalization of structures within the City to enhance and improve our process to promote development and ensure safe and habitable buildings. Objectives:  Continue to work with various City departments and be proactive in identifying development hindrances; work with the development team to find solutions.  Meet with the development team as often as needed to process building permits in a timely manner.  Review preliminary design assumptions.  Utilize consistent, fair and equitable approach to Code Enforcement and encourage voluntary compliance with ordinance violations. Goal 2 Develop and build a competent staff. Objectives:  Review and update existing departmental policies and procedures, developing new ones as needed.  Develop cross training for personnel to broaden scope of services to the community thus improving customer service by providing quick and reliable inspection services.  Have weekly/monthly staff meetings to provide an opportunity for staff to discuss status of projects, problems they faced in the field or office, updates to codes, ordinances and laws. Goal 3 Prepare for the future.

215

Objectives:  Research and purchase equipment as needed for a virtual environment that will allow us to improve the permitting process, track inspections, back-up records and maintain accurate information.  Update software and equipment to enable the ability to develop professional informational handouts for the education of the citizens, general public and professionals.  Expedite the review process between departments to streamline the permitting process thus enhancing customer service. Performance Objectives  Improve external and internal customer service.  Update technology and provide additional workspace for Development Services department staff.  Improve documentation of enforcement and inspection actions. Measurable Outcomes:  New, quality City developments that will enhance the attractiveness of Mansfield for its citizens and visitors.  A well-trained, competent, and effective team of inspectors, code enforcers, and maintenance personnel. Development Services Administration Personnel Services Capital Operations Total

Actual 2014-2015 $ 1,142,568 21,545 109,308

Budget 2015-2016 $ 1,492,313 131,120

Budget 2016-2017 $ 274,434 4,365

$ 1,623,433

1,273,421

Development Services Administration Full Time Equivilent Positions Director of Development Services Administrative/Technical Analyst Total

278,798

% Change 2016-2017 -81.61% -96.67% -82.83%

2014/2015 Budget 1 1

2015/2016 Budget 1 1

2016/2017 Budget 1 1

2016/2017 Additions

216

BUILDING MAINTENANCE DEPARTMENT MISSION STATEMENT: The mission of the Building Maintenance Department is to provide a safe, clean work environment for the City’s employees and maintain aesthetically pleasing facilities for employees, visitors, and residents. Department at a Glance The Building Maintenance Department is responsible for all City-owned facilities including City Hall, Public Safety buildings, Library, Activity Center, Law Enforcement Center and Station House. The department budget increased 7.79% due to additional supply and janitorial contract costs. The Building Maintenance Department includes one supervisor and two technicians. Key Goals and Objectives Goal 1 Continue to expand the preventative maintenance program in order to reduce cost and stabilize budget forecasts. Objectives:  Perform a comprehensive evaluation of all City facilities and associated equipment.  Set preventative maintenance priorities using a risk assessment matrix. Goal 2 Reduce energy consumption City-wide. Objectives:  Conduct an energy audit of all City facilities and associated equipment.  Continue LED light fixture replacement program.  Evaluate HVAC systems and replace and/or repair when necessary. Goal 3 Maintain all existing facilities. Objectives:  Negotiate and administer all janitorial, generator and elevator maintenance contracts.  Implement technology used for record keeping and tracking of maintenance requests.  Schedule routine equipment replacement. Performance Objectives  Identify facilities and property for preventative maintenance to avoid potential failures.  Improve on reducing the City’s facilities energy cost.  Strive to keep our facilities clean and comfortable for employees and citizens.

217

Building Maintenance Demand Municipal Facilities Square Footage Maintained Work Orders (annually) Workload Monthly Preventative Maintenance Inspections Daily Buildings Cleaned Work Orders completed New Square Footage Productivity Elevator Lifts maintained Daily Buildings Cleaned Maintenance Contracts Monitored Effectiveness Staff Complaints Citizen Complaints Work Orders completed within 30 days

Actual 2013/2014

Actual 2014/2015

68 332,058 1,525

Budget 2015/2016

108 332,058 1,640

Budget 2016/2017

71 428,851 1,650

71 428,851 1,850

75 4 1,520 2,054

79 4 1,640 -

79 5 1,640 96,793

40 3 1,825 -

4 4 5

4 5 5

4 3 5

8 None 95%

6 None 95%

8 None 95%

5 95%

Measurable Outcomes:  Complaints from citizens and staff have been reduced by 95%.  95% of all work orders are completed within 30 days.  All preventative maintenance work orders are completed within 30 days.

Development Services Building Maintenance Personnel Services Operations Total

Actual Budget Budget 2014-2015 2015-2016 2016-2017 $ 238,629 $ 308,864 $ 282,388 650,757 777,775 764,589 $

Building Maintenance Full Time Equivilent Positions Building Maintenance Supervisor Building Maintenance Technician Custodian Total

889,386 $

2014/2015 Budget 1 3 1 5

1,086,639 $

2015/2016 Budget 1 3 1 5

1,046,977

2016/2017 Budget 1 2 0 3

% Change 2016-2017 -8.57% -1.70% -3.65%

2016/2017 Additions -1 -1 -2

218

BUILDING SAFETY/INSPECTIONS DEPARTMENT MISSION STATEMENT: The mission of the Building Safety/Inspections Department is to ensure the safe and lawful use of buildings and properties within the City by implementing building and construction codes which safeguard public health, safety and welfare. Department at a Glance The Building Safety/Inspections Department is responsible for executing the enforcement of adopted City building codes in an effort to promote and ensure safe, habitable structures are being constructed. The Building Safety Department includes the Chief Building Official, a plans examiner supervisor, one building permit coordinator, one permit technician, three building inspectors, and one secretary. Key Goals and Objectives Goal 1 Ensure that buildings are safe and habitable by ensuring they are compliant with all applicable City codes and ordinances. Objectives:  Establish clear expectations with developers through the Development Review Committee and pre-plan submittal process.  Provide accurate, consistent, timely plan review and facilitate the review with other City departments.  Conduct thorough on-site inspections of buildings and structures using methods established by current codes and ordinances. Goal 2 Continue to provide a competent work force capable of meeting the demands on the department. Objectives:  Maintain written, organized standard operating procedures which ensure competency, consistency and efficiency.  Provide opportunities for personal and professional growth through continued commitment to continuing education.  Evaluate current staffing levels and ensure that the department remains capable of providing quality customer service as the City continues to grow. Goal 3 Work closely with regional partners to provide for consistency with legislative changes, laws and mandates. Objectives:  Attend the North Central Texas Council of Governments meetings and serve on boards and committees.  Attend the North Texas Chapter of the International Code Council meetings and participate in legislative efforts.  Attend the Building Official Association of Texas meetings.

219

Performance Objectives  Ensure buildings are safe and sustainable.  Retain a highly skilled staff.  Verify that enforcement policies are consistent with state, local and federal mandates.

Building Safety/Inspections

Actual

2013/2014

2014/2015

Budget

2015/2016 2016/2017

Demand Permit Applications

4,494

4,463

4,864

5,301

215

302

307

300

Commercial Permits Issued

137

159

192

215

Residential Building Permits Issued

215

302

307

300

13,258

15,619

16,601

18,095

Residential Inspections within 5 Days

100%

Total Permits Issued

4,324

4,352

4,743

5,176

Residential Building Permits Issued Workload

Productivity Total Inspections by Inspectors Effectiveness

Measurable Outcomes:  All permits are issued within 30 days, with the goal of 5 days for residential, and 10-15 days for commercial initial plan review.  Inspections are conducted within 2 business days.  A 100% trained and qualified staff.

Development Services Safety/Inspections Personnel Services Capital Operations Total

Building Safety/Inspections Full Time Equivilent Positions Chief Building Official Plans Examiner Supervisor Plans Examiner Building Permit Coordinator Permit Clerk Building Inspectors Secretary Total

Actual 2014-2015 $

Budget 2015-2016 $ -

Budget 2016-2017 $ 878,602 53,678 $

2014/2015 Budget 1 1

2015/2016 Budget 1 1

1 1 3 1 8

% Change 2016-2017

932,280

2016/2017 Budget 1 1 1 1 1 3 1 9

2016/2017 Additions

220

CODE COMPLIANCE DEPARTMENT MISSION STATEMENT: The mission of the Code Compliance Department is to protect property owners’ investments and promote public health, safety and welfare of the community; and where violations occur, work with our citizens to achieve compliance through efficient and fair processes. Department at a Glance The Code Compliance Department is responsible for executing the enforcement of City ordinances in an effort to foster a healthy and attractive City. Due to the reorganization of the Development Services Division, the 2016-2017 budget for Code Compliance will establish a benchmark for future budgets. The Code Compliance Department includes a supervisor, two officers, one administrator and one coordinator. Key Goals and Objectives Goal 1 Engage in proactive, positive community education in order to achieve voluntary compliance with all applicable City codes and ordinances. Objectives:  Conduct a property maintenance survey in order to assess property conditions throughout the City.  Identify focus areas and display them in the City’s geographic information system.  Focus efforts on those areas before they become issues the public brings to the department’s attention. Goal 2 Administer a comprehensive code compliance program–one that involves City Council, staff and the residents of this community. Objectives:  Work with the City Council’s code compliance subcommittee to establish clear expectations, receive guidance and re-evaluate existing ordinances.  Work in concert with City staff including, but not limited to, Planning, Building Inspections and Public Safety to discuss issues that impact the community and provide recommendations to City Council which may aid them in the creation and/or modification of City codes and ordinances.  Engage in a public education campaign which reaches out to members of the community, improves communication and achieves voluntary compliance with City codes and ordinances when possible. Goal 3 Assist with the mitigation of code violations through the implementation of a City-wide volunteer program. Objectives:  Identify code violations which may require voluntary assistance in order to achieve compliance.  Put charitable organizations in touch with property owners that need assistance, as well as assisting in the creation and administration of community cleanup efforts.

221

Performance Objectives  Improve external and internal customer service.  Improve documentation of enforcement and inspection actions. Actual 2013/2014

Code Compliance Demand Substandard Structures Identified Workload Total Code Compliance Complaints Productivity Substandard/Dangerous Structures Removed Substandard/Prop. Maint. Structures brought to Code Forced Mows Signs Removed Effectiveness Substandard/Prop. Maint. Structures brought to Code Substandard/Dangerous Structures Removed

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

1,220

987

1,860

3,000

1 15 87 2,532

1 29 54 7,458

2 24 80 4,000

5 300 100 2,000

15 1

29 1

24 2

300 5

Measurable Outcomes:  Reduce the number of citations written by better enforcement.  All initial inspections will be completed within 48 hours.  Reduce the number of citizen complaints. Development Services Code Compliance Personnel Services Capital Operations Total Code Compliance Full Time Equivilent Positions Code Compliance Supervisor Code Compliance Admin Code Enforcement Officers Volunteer Coordinator Total

Actual

Budget

% Change

2014-2015

2015-2016

2016-2017

478,441 94,600

573,041

2014/2015 Budget 1 1 2 1 5

2015/2016 Budget 1 1 2 1 5

2016/2017 Budget 1 1 2 1 5

2016/2017 Additions

222

COMMUNITY SERVICES DIVISION

Library Provides library services to both adult and youth patrons

Public Grounds Provides mowing and maintenance of City right of ways

Parks & Recreation Provides maintenance services to the City Park System

Public Information Provides information to the citizens and media Produces the City Annual Report Maintains the City website

Cultural Arts Coordinates special events for the City of Mansfield

Senior Citizens Provides senior citizen programs and services

Community Services Division Highlights  

  

14 parks in the City Park System. 31 acres of City facilities maintained. 91 acres of City-owned property maintained. 86 Right of Way miles maintained. 230 median mows per month.

223

COMMUNITY SERVICES DIVISION AT A GLANCE Budget Summary The Community Services Division includes Senior Lifestyles, Public Grounds, Communications & Marketing, the Library, Historical Services and Cultural Services. In FY 2016-2017, the Community Services Division budget increased 9.19% primarily due to a merit increase, market adjustments increases in contract mowing, additional mowing areas, new festivals/events, library technology improvements and new costs for the Mansfield Commission on the Arts department.

Departments Senior Lifestyles Public Grounds Comm. & Marketing Library Historical Services Commision on the Arts Cultural Services Total

Division Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 255,223 1,849,103 400,155 750,451 39,983

Budget 2015-2016 $ 268,834 2,214,703 332,753 1,015,526 54,474

232,314

268,625

3,527,230

4,154,914

Budget 2016-2017 $ 285,008 2,361,491 335,766 1,067,079 67,913 130,852 288,670 $

9.19%

% Change 2016-2017 11.38% 6.13%

Budget 2015-2016 $ 2,423,444 1,731,470

Budget 2016-2017 $ 2,699,117 1,837,664

4,154,914

7.46%

4,536,781

Actual 2014-2015 $ 2,015,404 1,504,376 7,450 3,527,230

% Change 2016-2017 6.02% 6.63% 0.91% 5.08% 24.67%

4,536,781

9.19%

224

SENIOR LIFESTYLES PROGRAM MISSION STATEMENT: The mission of the Senior Lifestyles Program is to provide a multifaceted service and referral program tailored to meet the needs of adults 55 years of age and older; to enhance the lives of seniors 55+ while supporting their wellness and independence and encourage their community involvement; and to provide the seniors in the community with the opportunity to experience an optimal quality of life. Department at a Glance The Senior Lifestyles budget includes the Senior Citizen Coordinator, one Senior Activities Specialist, three part-time bus drivers and one part-time clerk. The Senior Lifestyles budget increased 6.02% in FY 2016-2017 due to a 3% merit increase, expansion of a part-time bus driver position and increase in building maintenance requirements. Key Goals and Objectives Goal 1 To enhance and enrich the quality of life for senior citizens by promoting health, wellness, and independence through recreation, creative activities, support services and information. Objectives:  Continue to develop and implement programs and special events while increasing day trips by 10%.  Continue to increase awareness of program offerings within the community.  Continue to distribute, collect and evaluate participant surveys to determine success of programs. Goal 2 Increase revenue through low-cost fee based program offerings. Objectives:  Distribute and evaluate participant surveys to determine new program opportunities.  Increase awareness of program offerings within the community. Goal 3 To provide an array of resources that encompasses all considerations necessary for aging well. Objectives:  Continue to provide programs that promote healthy nutrition and active lifestyles.  Provide more speakers from the community concerning financial, legal and practical considerations.  Keep focused on programs that enable older adults to continue being an integral part of their community. Performance Objectives  Increase fitness and wellness programs geared toward older adults  Increase revenue through low-cost fee based program offerings.  Schedule sponsors/speakers to sponsor events and/or educate seniors on topics of interest.

225

Senior Citizens Demand Senior MAC Members Senior Programs Offered Average Daily Senior Attendance (249 days) Workload Meals Served Productivity Annual Bus Riders Volunteer Hours Recorded Effectiveness Senior Program Approval Ratings

Actual 2013-2014

Actual 2014-2015

Budget 2015-2016

Budget 2016-2017

685 225 65

688 422 69

687 204 68

690 424 70

7,371

7,459

8,103

7,836

N/A 4,438

N/A 4,183

N/A 4,510

N/A 4,322

95%

Measurable Outcomes:  Increase senior trips by 10%.  Collect and evaluate participant surveys.  Schedule sponsors/speakers monthly to sponsor events and/or educate seniors on topics that are necessary for aging well.

Senior Citizens Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 194,962 60,261

Budget 2015-2016 $ 200,453 68,380

Budget 2016-2017 $ 212,352 72,657

Senior Citizens Full Time Equivilent Positions Senior Citizen Director Senior Citizen Part-Time Staff Total

255,223

268,834

% Change 2016-2017 5.94% 6.25%

285,008

6.02%

2014/2015 Budget 1 2.5

2015/2016 Budget 1 2.5

2016/2017 Budget 1 3

2016/2017 Additions

3.5

0.5

226

PUBLIC GROUNDS DEPARTMENT MISSION STATEMENT: The mission of the Public Grounds Department is to enhance the quality of life for citizens and visitors of Mansfield, maintain City-owned properties, medians and right-of-ways and promote the benefits of public open space throughout the City. Department at a Glance The Department includes the Parks superintendent, operations supervisor, and fourteen and one half staff members. The department continues to utilize contract services to provide mowing for parks, public grounds, non-irrigated medians and cleaning of public buildings in local parks and recreation venues. In FY 2016-2017, the public grounds budget increased by 6.63% due to a merit increase, market adjustments increases in contract service costs and additional service areas. Key Goals and Objectives Goal 1 Maintain the level of service provided to citizens and visitors of Mansfield as we continue to acquire additional properties, acres and right-of-ways. Objectives:  Maintain efficient daily, weekly and monthly tasks performed on City-owned properties, medians and right-of-ways to present a professionally manicured landscape.  Monitor and implement current mowing cycles utilizing contractual mowing agreements and staff.  Practice environmentally sound horticultural practices on a regularly scheduled basis to improve quality throughout public grounds. Goal 2 Improve maintenance on 86 miles of right-of-ways and medians and 91 acres of City-owned property. Objectives:  Provide continuing education opportunities for all staff in turf, landscape, horticultural practices, pesticide application, irrigation and maintenance.  Monitor and sustain botanical beds and ornamental plantings with environmentally sound horticultural practices.  Perform weekly routine maintenance of irrigated and non-irrigated medians utilizing both City staff and contact services. Goal 3 Maintain public grounds to ensure the safety and welfare of citizens and visitors of Mansfield while collaborating with other City departments and operational field staff. Objectives:  Respond to and mitigate hazardous tree conditions on public grounds, medians and right-of-ways.  Coordinate with Code Enforcement and additional City departments to address line of sight, hazardous tree conditions, illegal dumping and tall grass complaints on public grounds and rightof-ways in a timely manner.

227



Inspect and respond to irrigation concerns occurring on public grounds and right-of-ways through the use of City staff and the latest irrigation technology.

Performance Objectives  Maintain the level of service provided to citizens and visitors of Mansfield as we continue to acquire additional properties, acres and right-of-ways.  Improve maintenance on 86 miles of right-of-ways and medians and 91 acres of City-owned property.  Maintain Public Grounds to ensure the health, safety and welfare of citizens and visitors of Mansfield and coordinate with other departments to achieve this goal.

Public Grounds Demand Number of Right of Way Mowed Right of Ways Maintained (Miles) City Facilities Maintained (Acres) City Owned Property Maintained (Acres) Medians Maintained (Irrigated Miles) Medians Maintained (Non-irrigated Miles) Medians Mowed per Month Workload Projects (NEW) Median Irrigation Heads Flower Beds Maintained (NEW) Median Tree Bubblers Median Irrigation Valves Median Irrigation Controllers Municipal Buildings Irrigation Heads Municipal Buildings Tree Bubblers Municipal Buildings Valves Municipal Buildings Controllers Productivity Number of Right of Way Mowed Flower Beds Maintained (NEW) Average Park Crews per Day Effectiveness Landscaped Entrances Medians Mowed per Month

Actual 2013-2014 56 74 31 21 11 9 176

Actual 2014-2015 59 76 31 83 12 15 207

Budget 2015-2016 61 80 31 86 17 11 230

Budget 2016-2017 61 86 31 91 17 11 230 3 6037 348 2600 477 76 1880 196 125 12

5207

6037

1250 370 38 1671 84 104 11

2508 439 74 1659 84 101 10

2600 477 76 1880 196 125 12

61 348 7

5 176

5 207

5 230

Measurable Outcomes:  Maintain the level of service provided to citizens and visitors of Mansfield as we continue to acquire additional properties, acres and right-of-ways.  Improve maintenance on 86 miles of right of ways and medians and 91 acres of City-owned property.  Maintain Public Grounds to ensure the health, safety and welfare of citizens and visitors of Mansfield and coordinate with other departments to achieve this goal.

228

Public Grounds Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 993,093 845,129

Budget 2015-2016 $ 1,099,882 1,114,821

Budget 2016-2017 $ 1,224,628 1,136,863

Public Grounds Full Time Equivilent Positions Parks Superintendent Administrative Assistant Operations Supervisor Staff Total

1,838,222

2014/2015 Budget 0.5 1.2 0.3 14.5 16.5

2,214,703

2015/2016 Budget 0.5 1.2 0.3 14.5 16.5

% Change 2016-2017 11.34% 1.98%

2,361,491

2016/2017 Budget 0.5 1.2 0.3 14.5 16.5

6.63%

2016/2017 Additions

229

CULTURAL ARTS/SPECIAL EVENTS DEPARTMENT MISSION STATEMENT: To provide family friendly events, cultural activities and special events for all ages that will enhance the quality of life for participants and meet the needs of the community. Department at a Glance The Cultural Arts Department budget increased 7.46% in FY 2016-2017 due to a merit increase and new operating costs for the annual Rockin’ 4th of July celebration. The Special Events include Rockin’ 4th of July, Winter Walk, Hometown Holidays, Wurstfest and various other community events. Key Goals and Objectives Goal 1 Increase sponsorship opportunities. Objectives:  Network through the regional Chamber of Commerce and Women’s Division affiliations.  Solicit sponsorships to add additional opportunities for entertainment and programs throughout the park system. Goal 2 Increase attendance at special events to over 125,000 patrons. Objectives:  Cross-market with the Mansfield Chamber of Commerce to increase exposure.  Increase social media exposure of events.  Develop new and creative ways to advertise events. Goal 3 Continue to provide quality community-wide special events. Objectives:  Continue to evaluate and improve current popular events such as Rockin’ 4th of July, Winter Walk, Night on the Town and Hometown Holidays.  Continue to assist local organizations with their events held throughout the year.  Continue to monitor state and national trends by being active in professional organizations such as TFEA and IFEA. Performance Objectives  Increase sponsorship opportunities.  Increase attendance at special events to over 125,000 patrons.  Continue to provide quality community-wide special events.

230

Actual 2013-2014

Cultural Arts Demand Population Workload Number of Special Events Number of New Special Events Number of Sponsors Number of New Sponsors Productivity Monetary Total from Sponsors In-kind Total from Sponsors Effectiveness Event Attendance Event Approval Rating

$ $

Actual 2014-2015

Budget 2015-2016

Budget 2016-2017

59,230

62,246

63,248

68,786

13 3 22 4

16 2 22 4

15 2 25 4

16 2 22 5

24,500 $ 32,000 $

21,000 $ 38,000 $

20,000 $ 30,000 $

30,000 35,000

32,500 95%

35,000 95%

Measurable Outcomes: ď&#x201A;ˇ Maintain at least 20 Parks and Recreation sponsors for the value of sponsor contributions. ď&#x201A;ˇ Explore new marketing and advertising opportunities.

Cultural Services Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 62,480 169,834

Budget 2015-2016 $ 84,306 184,319

Budget 2016-2017 $ 88,362 200,309

Cultural Arts Full Time Equivilent Positions Coordinator Total

232,314

2014/2015 Budget 1 1

268,625

2015/2016 Budget 1 1

% Change 2016-2017 4.81% 8.68%

288,670

2016/2017 Budget 1 1

7.46%

2016/2017 Additions 0

231

PUBLIC LIBRARY DEPARTMENT MISSION STATEMENT: The Mansfield Public Library provides free and equal access to a broad range of informational resources, creating opportunities for education, recreation and the pursuit of life-long learning. Department at a Glance The Library Department includes the City Librarian, Adult Services Librarian, Library Assistant, Youth Services Librarian, Technical Services and Systems Librarian, Administrative Assistant, Library Technical Assistant and four part-time clerical staff. The Library budget increased 5.08% in FY 20162017 due to a merit increase and additional technology and library book upgrades. The Library is open six days per week and operates from a 17,000 square foot facility. Key Goals and Objectives Goal 1 Maintain full accreditation with the Texas State Library System. Objectives:  Broaden acquisition of library resources in print and electronic form to fit the needs of Mansfield library users.  As staffing permits, adjust hours of operation in the mornings and evenings to fit the needs of library users.  Increase number and scope of adult, youth, and children’s program activities. Goal 2 Increase citizen awareness of the library and continue to improve access to the library’s program of resources and services. Objectives:  Promote and facilitate cultural and informational programs in the library.  Take advantage of available social media outlets to inform citizens and promote library programming.  Continue to broaden library programming through cooperative efforts with neighboring libraries and local partnerships. Goal 3 Continue to improve library technology to meet the changing needs of Mansfield citizens. Objectives:  As staffing permits, offer personalized instruction on various types of online programs and services.  Increase functionality of the library website to allow better communication between library users and staff.  Provide technology that will better serve the special needs of library users. Performance Objectives  Maintain accreditation with the Texas State Library System.

232

 

Make citizens of Mansfield aware of the library and continue to develop access to the library’s program of resources and services. Continue to improve library technology to meet the changing needs of Mansfield citizens. Actual 2013/2014

Library Demand Annual Library Visits Library Resources Used Public Computer Users Public Computer Use (hours) Library Cards on File Meeting Room Users Program Attendance Hits On Library Web Page Electronic Resource Use Workload Square Footage Maintained Materials Collection Items Volunteer Hours Average Monthly Visits Productivity Square Footage Maintained Material Collection Items Public Access Computers Volunteer Hours Average Monthly Visits Effectiveness Annual Percent Increase of Library Use Annual Library Visits Library Materials and Resources Used

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

140,922 317,754 35,018 20,738 42,853 11,843 7,021 128,838 45,793

127,772 327,530 33,158 20,618 45,673 10,129 6,964 85,796 43,636

131,861 338,011 34,219 21,278 48,678 10,453 7,187 88,541 44,945

137,000 348,000 35,000 2,200 50,000 11,000 7,400 91,000 46,000

15,332 74,373 1,685 11,744

15,332 73,898 1,606 10,648

15,332 76,263 1,646 10,989

15,332 77,000 1,700 11,417

15,332 74,373 24 1,685 11,744

15,332 73,898 24 1,606 10,648

15,332 76,263 32 1,646 10,989

15,332 79,000 32 1,700 11,417

11.0% 140,922 317,754

3.2% 127,772 327,530

3.2% 131,861 338,011

3.2% 136,081 348,828

Measurable Outcomes:  Door count – visits to the library and attendance at library programs and activities.  Circulation of library print and electronic resources.  Measures obtained from the library’s electronic integrated library system. Library Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 501,191 241,809 7,450

750,451

Budget 2015-2016 752,125 $ 263,401

Budget 2016-2017 779,853 287,226

% Change 2016-2017 3.69% 9.04%

1,015,526 $

1,067,079

5.08%

233

Library Full Time Equivilent Positions City Librarian Adult Services Librarian Administrative Assistant Library Assistant Youth Services Librarian Library Systems Manager Librarian Part-Time Staff Total

2014/2015 Budget 1 1 1 1 1 1 1 4

2015/2016 Budget 1 1 1 1 1 1 1 4

2016/2017 Budget 1 1 1 1 1 1 1 4

2016/2017 Additions

234

COMMUNICATIONS AND MARKETING DEPARTMENT MISSION STATEMENT: The mission of the Communications and Marketing Department is to be the citizen, staff and media link to the City of Mansfield, enabling each to access information on City news and special events, understand local and regional issues that impact Mansfield and participate in ongoing, City-wide dialogue to build consensus and community support. The department’s mission is accomplished through the implementation of the directives outlined in the Strategic Communications & Marketing Plan. Department at a Glance The Communications and Marketing Department includes the Communications Director and one Graphic Artist. The Communications and Marketing budget increased less than 1% due in FY 2016-2017. Key Goals and Objectives Goal 1 Provide resources for citizens, staff and media to get access to community news and learn more about community issues. Objectives:  Improve information distribution to residents by expanding on the City’s Strategic Digital Communications Plan, to include online reports and interactive media. Tactic: add new social media platforms and grow the social media team.  Continue to work with the IT Department on maintenance of the new City website, implementation of a new content management system and development of other online and mobile communication tools. Tactic: audit website and make changes to improve navigation and design; work to expand use of video through the City’s PEG channel.  Develop print and digital materials for new and existing residents that focus on City services and information. Tactic: add new brochures for departments. Goal 2 Promote and market the City through promotional materials, advertising and marketing campaigns. Objectives:  Expand the reach of the City’s brand strategy and increase the City’s profile on a local and national level through advertising and media relations. Tactic: design new advertising for use in statewide publications that focuses on Money Magazine ranking.  Work with departments such as Tourism, Economic Development, Water, Parks and Recreation and Environmental Services to market information and activities. Tactic: expand national observances to local promotional materials.  Work with City departments to develop a branded and comprehensive signage program throughout the City directing residents and visitors to facilities and specific areas of Mansfield including Historic Downtown. Tactic: expand banner program across the City and develop a brand for Historic Downtown Mansfield. Goal 3 Improve interdepartmental communications.

235

Objectives:  Assist the Human Resources and IT departments in the development of internal communication tools. Tactic: develop content for City-wide Intranet.  Develop multimedia program for the annual awards banquet. Tactic: develop a banquet video theme. Performance Measures  Provide resources for citizens, staff and media to get access to community news and learn more about community issues.  Promote and market the City through promotional materials, advertising and marketing campaigns.  Improve interdepartmental communications.

Commnications & Marketing

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

Demand Meetings

City Staff Hits to City Website (annually)

511

528

532

612,500

655,000

675,000

687,000

300

200

150

Workload Annual Reports Printed Social Media Posts (monthly) NEW

100

Annual Reports Distributed

300

200

150

10,000

15,000

Productivity Resident & Visitors Guides Annual Reports Printed

300

200

Water Quality Reports Printed NEW

22,000

3,600

51,042

60,021

64,900

62,000

150

Effectiveness Social Media Reach (avg monthly) NEW City Website Usage (monthly) Social Media New Likes (monthly) NEW

375

Measurable Outcomes:  Add new social media platforms, new brochures for departments, and grow social media team.  Design new advertising and expand the banner program.  Develop content for the City Intranet; develop theme for banquet video.

Comm. & Marketing Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 227,794 172,361

Budget 2015-2016 $ 236,114 96,639

Budget 2016-2017 $ 250,379 85,388

400,155

332,753

335,766

% Change 2016-2017 6.04% -11.64%

0.91%

236

Communications & Marketing Full Time Equivilent Positions Communications Director Graphic Designer

2014/2015 Budget 1 1

2015/2016 Budget 1 1

2016/2017 Budget 1 1

2016/2017 Additions

Total

2007 – No. 83

2009 – No. 24

2012 – No. 28

2014 – No. 17

237

HISTORICAL SERVICES DEPARTMENT MISSION STATEMENT: The mission of the Historical Services Department is to preserve the historical building and history of Mansfield, to provide access to the community with our research materials, genealogy access, and provide tours to elementary school children, civic groups, Boy and Girl Scout groups and other groups interested in the City of Mansfieldâ&#x20AC;&#x2122;s history. Department at a Glance The Historical Services Department includes the City Museum Specialist. The department was created in the General Fund in FY 2013-2014 and is managed by the City Librarian. Previously, the entire budget for this department was included in the Cityâ&#x20AC;&#x2122;s annual hotel/motel allocation. Historical Services Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 35,883 4,100

Budget 2015-2016 $ 50,564 3,910

Budget 2016-2017 $ 64,003 3,910

Historical Services Full Time Equivilent Positions Museum Specialist Total

39,983

2014/2015 Budget 1 1

54,474

2015/2016 Budget 1 1

% Change 2016-2017 26.58% 0.00%

67,913

2016/2017 Budget 1 1

24.67%

2016/2017 Additions 0

238

PUBLIC WORKS DIVISION

Street Maintenance Repair streets as needed Schedule work order requests Schedule contract services as needed Conduct preventive maintenance programs

Engineering Review and approve street and utility projects Conduct plan reviews Recommend capital improvement plans Schedule construction projects Ensure compliance with construction standards

Traffic Control Provide traffic control monitoring Conduct street light inventories

Environmental Services (Special Revenue Fund)

Public Works Division Highlights  

An estimated 75 projects are “in-progress” in FY 2016-2017. The Street Maintenance Department maintains 450 lane miles of streets.

239

PUBLIC WORKS DIVISION AT A GLANCE Budget Summary The Public Works Division includes the Engineering Department, Street Maintenance Department and the Traffic Control Department which was created to service the ever-growing number of traffic signals within the City. The division is also responsible for all street construction, utility construction and drainage construction within the City. The Full Time Equivalent (FTE) budgeted positions in this fund are also budgeted on an allocation basis in the Street, Utility and Drainage funds. The Public Works Division budget increased 4.70% due to a merit increase and increased costs for maintenance of the streets, traffic lights and signals.

Departments Engineering Street Maintenance Traffic Control Total

Departments Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 445,988 2,675,453 1,073,196

Budget 2015-2016 $ 418,760 3,189,159 1,129,884

Budget 2016-2017 $ 418,812 3,300,332 1,241,325

4,194,636

$ 4,737,803

4,960,469

4.70%

Actual 2014-2015 $ 1,462,908 2,529,257 202,472

Budget 2015-2016 $ 1,606,216 3,131,587

Budget 2016-2017 $ 1,725,172 3,235,298

% Change 2016-2017 7.41% 3.31%

$ 4,737,803

4,194,636

4,960,469

% Change 2016-2017 0.01% 3.49% 9.86%

4.70%

240

ENGINEERING DEPARTMENT MISSION STATEMENT: The mission of the Engineering Department is to oversee the design and construction of all street, traffic, drainage, and water & sewer improvements within the City of Mansfield. The Engineering Department is also responsible for establishing and updating master plans for these systems and design and construction standards. Department at a Glance The Engineering Department monitors all street, utility and drainage projects from the conceptual stage through the preparation of construction plans, contract documents, completion and final acceptance of construction projects. The Engineering Department includes the Director of Public Works, City Engineer, five engineers, five inspectors, one technician and one secretary. A portion of the salary and benefits are allocated to the Street, Utility and Drainage funds. The Engineering budget increased less than 1% in FY 2016-2017. Key Goals and Objectives Goal 1 Improve selected streets and utility infrastructure. Objectives:  Continue the design and construction of the projects in the Street Bond Program.  Continue the design and construction of water and sanitary sewer projects identified in the Utility Master Plans.  Identify infrastructure needs for 2017. Goal 2 Review, revise and implement updated design and construction standards. Objectives:  Review, revise and implement updates to Standard Construction Guidelines.  Revise and implement the Roadway & Access Management Design Criteria Manual.  Review, revise and implement the Storm Water Management Design Manual. Goal 3 Update the City of Mansfield Thoroughfare Plan and Roadway Impact Fee Study. Objectives:  Establish and oversee the contract for traffic consultant updating efforts to update traffic modeling and proposed thoroughfare plan changes.  Develop and oversee contract with transportation consultant to update the Roadway Impact Fee Study.  Process the approval of the Thoroughfare Plan and Impact Fee Study through the Planning and Zoning Commission and City Council by November of 2017. Performance Objectives  Improve selected streets and utility infrastructure.

241

 

Review, revise and implement updated design and construction standards. Update the City of Mansfield Thoroughfare Plan and Roadway Impact Fee Study. Engineering Demand Departments Supervised Capital Funds monitored Capital Budgets Monitored (millions) Service Area Miles of Water & Sewer Mains On-going Projects Workload Projects in Progress Departmental Staffing Contractors Monitored Effectiveness Projects Completed Street Improvements (Miles) Utility Improvements (Miles) Drainage Improvements (Miles)

Actual Actual Budget Budget 2013/2014 2014/2015 2015/2016 2016/2017 5 4 22.7M 36.69 577 81

5 4 55.5M 36.69 538 58

5 4 43.8M 36.69 540 80

5 4 52.8M 36.69 585 75

81 12 225

58 13 220

80 13 225

75 15 230

13 7 3 5

8 3 4 1

10 2 2 1

8 4 4 2

Measurable Outcomes:  Improve selected streets and utility infrastructure.  Review, revise and implement updated design and construction standards.  Update the City of Mansfield Thoroughfare Plan and Roadway Impact Fee Study. Engineering Departments Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 375,173 46,496 24,319

Budget 2015-2016 $ 344,148 74,613

Budget 2016-2017 $ 349,432 69,380

Engineering Full Time Equivilent Positions Public Works Director Secretary City Engineer Engineer Inspectors Technician Part time Administrative Assistant Total

445,988

418,760

2014-2015 Budget 1 1 1 4 5 1 0

2015-2016 Budget 1 1 1 4 5 1 0.5

13.5

418,812

% Change 2016-2017 1.54% -7.01%

0.01%

2016-2017 2016-2017 Budget Additions 1 1 1 4 5 1 0.5 13.5

242

Do You Know? The City maintains 585 miles of water and sewer mains, 450 miles of streets and 45 traffic signals.

243

STREET MAINTENANCE DEPARTMENT MISSION STATEMENT: The mission of the Street Maintenance Department is to sustain and optimize the structural life of the City’s streets in the most cost effective manner and provide preventive maintenance to existing concrete and asphalt streets. Department at a Glance The Street Maintenance Department includes the Street Maintenance Supervisor and thirteen maintenance staff. The Street Maintenance budget increased 3.49% due to a merit increase and increased costs for street maintenance and repairs. Key Goals and Objectives Goal 1 Continue to increase the productivity of the department by utilizing existing staff as they become more proficient in street, curb, gutter and roadway maintenance and repair. Objectives:  Use maintenance staff to perform pothole repair and other minor street repairs as needed.  Reduce the need for outsourcing by increased employee skill sets internally. Develop a congruent training environment by introducing quantifiable programs.  Reduce the cost of materials by utilizing existing purchasing agreements in place with Tarrant County and other entities. Goal 2 Continue an aggressive yearly program of preventative maintenance to lengthen the service life of streets that are in relatively good condition, therefore reducing future maintenance costs. Objectives:  Utilize crack sealing processes on asphalt and concrete repairs.  Utilize Public Works Management software to inventory maintenance records, assisting in long term maintenance decisions.  Develop preventative programs targeting not only aging streets, curbs and gutters but also more recently constructed streets, in order to optimize street life. Goal 3 Expand the use parameters and life of aging heavy equipment. Objectives:  Train current employees to increase staff’s comprehension of fleet services and develop best practices and maintenance methods.  Develop a preventive maintenance system to enhance productive hours for heavy equipment.  Orchestrate projects requiring a specific piece of heavy equipment in order to reduce the staging hours required for each specified project.

244

Performance Objectives  Continue to increase the productivity of the department by utilizing existing staff as they become more proficient in street, curb, gutter and roadway maintenance and repair.  Continue an aggressive yearly program of preventative maintenance to lengthen the service life of streets that are in relatively good condition therefore reducing future maintenance costs.  Expand the use parameters and life of aging heavy equipment. Street Maintenance Demand Calls for Service Service Area (square miles) Workload Work Orders Processed Streets Maintained (Lane Miles) Streets Maintained-Unpaved Streets Maintained-Surface Treatment Productivity Asphalt Overlays (square feet) Street Segments Repaired Curb & Gutter Repairs (linear feet) Effectiveness Avg Repair Time-Days Cost per Mile-Paving Repairs

Actual Actual Budget Budget 2013/2014 2014/2015 2015/2016 2016/2017 4,525 36.69

4,456 36.69

4,500 36.69

4,550 36.69

3,685 242 5 53.50

3,745 408 5 53.50

3,750 410 5 53.50

3,760 450 5 53.50

42,000 2,700 4,200

44,805 2,855 4,260

4 15.50 $

4 15.80

42,971 2,550 4,161

42,960 3,040 4,110

2 12.50 $

2 14.90 $

Measurable Outcomes:  Continue to increase the productivity of the department by utilizing existing staff as they become more proficient in street, curb, gutter and roadway maintenance and repair.  Continue an aggressive yearly program of preventative maintenance to lengthen the service life of streets that are in relatively good condition therefore reducing future maintenance costs. Street Maintenance Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 894,408 1,612,892 168,153

Budget 2015-2016 $ 985,734 2,203,424

Budget 2016-2017 $ 1,067,215 2,233,117

$ 3,189,159

Street Maintenance Full Time Equivilent Positions Street Supervisor Administrative Assistant Traffic Control Supervisor Repair Technician Street Maintenance Staff Total

2,675,453

2014-2015 Budget 1 1 1 0 10

2015-2016 Budget 1 1 1 0 11

% Change 2016-2017 8.27% 1.35%

3,300,332

3.49%

2016-2017 2016-2017 Budget Additions 1 1 1 0 11 14

245

TRAFFIC CONTROL DEPARTMENT MISSION STATEMENT: The mission of the Traffic Control Department is to safely and efficiently operate, maintain and repair all signals, signs, pavement markings and streetlights within the City of Mansfield. Department at a Glance The Traffic Department budget increased 9.86% due to the increased costs of signal, signage, street lights, contract service agreements and a merit increase. The Traffic Control Department consists of one traffic signal supervisor, one traffic technician and one staff member. Key Goals and Objectives Goal 1 Ensure all signals, signs, markings and street lights are maintained in good workable condition. Objectives:  Utilize on-call staff to repair hazardous situations.  Monitor timing of signals to ensure efficient and safe traffic flow.  Ensure work orders are processed in a timely manner.  Be proactive in replacement of faded/damaged signs. Goal 2 Continue an aggressive semi-annual program of traffic signal preventative maintenance to lengthen the service life of signals that are in relatively good condition, therefore reducing future maintenance costs. Objectives:  Utilize new technology to reduce operating cost and improve traffic flow efficiency.  Utilize Public Works Management software to inventory maintenance records, street light outages and schedule long term maintenance decisions.  Develop and implement preventative programs targeting not only aging signals but also newer signals. Goal 3 Apply for grant opportunities when available. Objectives:  Monitor the Council of Governments for grant opportunities.  Monitor the State and Federal websites for grant opportunities. Performance Objectives  Maintain signals and street lights within the City of Mansfield.  Monitor and apply for grants whenever possible.  Repair signals and street lights in a timely manner.

246

Traffic Control Demand Calls for Service Traffic Signals Calls Service Area Workload Calls for Service Street Signals Maintained Street Light Flashers Productivity Traffic Signal Calls School Flasher Calls Streetlight Calls Guardrail Repair LOS Calls (loss of services) Graffitti Traffic Signs PD Calls Service Calls answered within 24 hours Grants Effectiveness Service Calls answered within 24 hours Avg Repair Time-Days Line of Sight/Calls for Service

Actual Actual Budget Budget 2013/2014 2014/2015 2015/2016 2016/2017 1,825 33 36.69

1,089 218 36.69

1,100 230 36.69

1,050 300 36.69

1,825 33 68

1,089 42 68

1,100 45 70

1,050 45 70

100%

218 32 393 8 6 5 410 192 100%

230 35 400 5 5 5 400 200 100%

300 40 375 5 19 6 360 216 100%

100% 1 23

100% 1 20

100% 1 16

100% 2

Measurable Outcomes: ď&#x201A;ˇ The Traffic Control department will answer 100% of calls within 24 hours. ď&#x201A;ˇ Over 1,050 repair calls are answered in 1 day.

Traffic Control Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 193,327 869,869 10,000

Budget 2015-2016 $ 276,334 853,550

Budget 2016-2017 $ 308,525 932,800

$ 1,129,884

Traffic Control Full Time Equivilent Positions Traffic Signal Supervisor Maintenance Staff Total

1,073,196

2014-2015 Budget 1 2

2015-2016 Budget 1 2

1,241,325

% Change 2016-2017 11.65% 9.28%

9.86%

2016-2017 2016-2017 Budget Additions 1 2 3

247

ENTERPRISE FUNDS The Enterprise Funds are used for operations that are financed and operated in a manner similar to private business enterprises where the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis are financed through user charges. The Cityâ&#x20AC;&#x2122;s Enterprise Funds are comprised of the Environmental Services Fund, Water & Sewer Fund, and the Law Enforcement Center Fund.

249

ENVIRONMENTAL SERVICES FUND MISSION STATEMENT: The mission of Environmental Services is to oversee and implement the City’s Municipal Separate Storm Water Sewer System (MS4) permit, develop drainage capital improvement projects and schedule drainage improvement maintenance activities. Department at a Glance The Environmental Services Fund is managed by one department within the Public Works Division. The Environmental Services Department is funded through fees assessed to residential and commercial customers. In FY 2015-2016, a fee increase was adopted by the City Council to fund ongoing projects and future capital expenditures. The fund includes the Storm Water Manager, one Storm Water Inspector, a Hazardous Waste Coordinator, and one Education Specialist, as well as partial allocations of salary and benefits of the Street Supervisor, Public Works Director and Inspector. The Environmental Services Department budget increased 88.77% due to the addition of the Hazardous Waste Coordinator and Education Specialist, overtime and contract services. Key Goals and Objectives Goal 1: Fully implement all measures submitted to the TCEQ through the Storm Water Management Plan developed for the City of Mansfield. Objectives:  Implement measures contained in the new Storm Water Management Program necessary to meet permit requirements.  Continue to evaluate the effectiveness of control measures to improve surface water quality.  Cease ineffective control measures and replace with more effective control measures as needed. Goal 2: Identify drainage capital improvement needs and address as appropriate. Assess capital position and post new funds when appropriate. Objectives:  Complete existing identified drainage CIP projects.  Evaluate drainage CIP needs to create projects as funding is available.  Identify potential new drainage CIP projects and reprioritize the CIP list as needed.  Evaluate current needs versus current funds. Post additional bonds when appropriate. Goal 3: Conduct regular drainage infrastructure maintenance in a timely manner. Objectives:  Ensure drainage channels and other areas are maintained to provide adequate capacity and reduce the risk of flooding to adjacent structures.  Ensure the vegetation of drainage channels and other areas are maintained to provide adequate fire protection.  Identify drainage infrastructure in need of repair, replacement of reconstruction.

250

Performance Objectives  Maintain 13 miles of channel and ditch areas.  Ensure all vegetation is managed to allow proper drainage. Actual Actual Budget Budget 2013/2014 2014/2015 2015/2016 2016/2017

Environmental Services Demand Calls for Service Workload Calls for Service Vegetation Control (acres) Ditch & channel Maintenance (miles) Box Culverts (feet) Open Channels (feet) Storm Pipe Channels (feet) Productivity Bar Ditch Regrade (feet) Bridge & Cucert Clearing/Repair (ea.) Outfall Repairs (ea.) Channel Regrade (feet) Headwall Repair Misc. Drainage Repair (ea.) Inlets Cleared (ea.) Effectiveness Master Drainage Studies Completed Master Drainage Projects Completed

310

300

350

310 56 13 10,072 59,165 42,500

300 56 13 10,500 60,000 43,000

350 56 2.29 40,715 73,974 538,387

2150 10 4 2,500 1 12 13

2000 15 8 4,000 5 15 10

1 1

1 2

Measurable Outcomes:  13 miles of ditch and channel areas are cleaned annually to provide adequate drainage flow.  56 acres of vegetation are cleaned and mowed annually. Environmental Services Summary Personnel Services $ Operations Reserve Bond Coverage Capital Projects $ Total

Actual 2014-2015 292,993 464,780

500,698 1,258,471

Environmental Services Full Time Equivilent Positions Storm Water Manager Storm Water Inspector Hazardous Waste Coordinator Education Specialist Total

Budget 2015-2016 270,587 $ 260,600

777,284 $

Budget 2016-2017 434,754 594,200 780,624 131,792 3,220,000

% Change 2016-2017 60.67% 128.01%

5,161,370

294.46%

1,308,471 $

314.26%

2014-2015 Budget 1 1 0 0

2015-2016 Budget 1 1 0 0

2016-2017 Budget 1 1 1 1

2016-2017 Additions

1 1

251

Capital Projects Proposed for FY 2016-2017* Drainage Improvements Description

Estimated Cost

Hogpen Study Update

350,000

Brookfield Hogpen Erosion Repair

480,000

Day Miar Channel Plans & Construction

700,000

Low Branch@ Main Culvert (Design & Construction)

750,000

Watson Branch H&H Study Update

60,000

Garden Heights Channel

300,000

Kimberly Ct. Flume & Improvements

180,000

Misc. Improvements

400,000

Totals

3,220,000

* Pending Bond Issuance

252

WATER & SEWER FUND (UTILITY SERVICES DIVISION)

Billing & Collections Provides billing and collection services to the citizens. Coordinates new account information with City departments.

Water Distribution Maintains the water pipeline distribution system.

Administration Administers the Utility Fund program. Provides GIS services City-wide.

Wastewater Collection Maintains the sewer pipeline system.

Meter Services Provides timely and accurate meter readings for all City accounts using the latest technology.

Water Treatment and Quality Control Provides treated water to the citizens of Mansfield.

Water Demand Management

Utility Services Division Highlights    

The City can pump up to 57 million gallons per day. Estimated ground storage capacity is 4.75 million gallons. The City has a 100% water accountability rating. The City’s water system has been rated “Superior.”

253

UTILITY SERVICES DIVISION AT A GLANCE Budget Summary The Utility Services Division includes Utility Administration, Billing and Collections, Meter Reading and Repair, Water Distribution, Wastewater Collection, Water Treatment and Quality, and Water Demand departments. The Laboratory Services Department was consolidated with the Water Quality Department in FY 2016. The Utility Division budget increased 8.20% due to estimated increases in water purchase cost, electricity costs, sewer treatment, chemical supply costs, merit increases, market adjustments and the addition of one new position. Utility Division Departments Administration Billing & Collections Meter Reading & Repair Water Distribution Wastwater Collection Treatment Services Water Quality Laboratory Services Water Demand Total

Division Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 794,985 $ 870,247 748,173 1,031,489 6,119,999 6,622,513 294,268 106,852 102,788

Budget 2015-2016 907,492 $ 981,412 896,530 896,376 6,545,041 7,602,733 407,255 203,696 244,985 $

Budget 2016-2017 1,115,305 1,029,818 973,740 943,198 7,083,243 8,420,452 468,143 183,454

% Change 2016-2017 22.90% 4.93% 8.61% 5.22% 8.22% 10.76% 14.95% -100.00% -25.12%

16,691,314 $

18,685,521 $

20,217,353

8.20%

Actual 2014-2015 4,423,251 $ 12,189,531 78,532

Budget 2015-2016 4,397,269 $ 14,138,750 149,501

Budget 2016-2017 4,879,854 15,081,619 255,880

% Change 2016-2017 10.97% 6.67% 71.16%

16,691,314 $

18,685,521 $

20,217,353

8.20%

254

UTILITIES ADMINISTRATION MISSION STATEMENT: The mission of Utilities Administration is to direct the operations of the Utilities Division by maximizing the use of all available equipment, staff and assets to provide the citizens with “Superior” utility service. Department at a Glance Utilities Administration is comprised of the Administration Office, Billing and Collections, and Meter Reading and Repairs departments. The Administration Office includes the Director of Water and Sewer Operations, Assistant Director of Utilities, Budget Administrator, GIS Coordinator and one GIS Technician. The Administration budget increased 22.90% due to a merit increase, market adjustments and the addition of the Budget Administrator. Billing and Collections consists of a Billing Supervisor, Senior Billing Clerk, Billing Clerk, Customer Service Representative, two Cashiers and a Receptionist. The Billing and Collections budget increased 4.93% due to merit increase and increases in supply costs, contract services and postage. The Meter Reading and Repair Department includes the Meter Crew Leader, Meter Reading Supervisor, two Meter Technicians, two Meter Readers and a Data Entry Clerk. The Meter Reading and Repairs budget increased 8.61% due to a merit increase, overtime costs and the purchase of new 4G meters to continue technology upgrades City-wide. Key Goals and Objectives Goal 1 Implement customer interface software to enhance customer and utility interaction. Objectives:  Select a software platform with the capabilities desired to integrate all meter reading platforms.  Provide customer and employee training for the new platform.  Construct a public outreach program to deliver the new interface to our customers. Goal 2 Improve operational efficiency with the continued implementation of a 4G Fixed-Base Meter Reading System. Objectives:  Install 4G fixed-base meters in all new construction in order to minimize the impact of system expansion on the current staffing level.  Install 4G fixed-base meters at locations where the existing meter has reached the end of its useful life.  Utilize Harmony Systems data analytics to provide customers with their most current water consumption trends. Goal 3 Focus in on proactive, external communications with residents and customers with regards to consumption and billing awareness. Objectives:  Create an action plan for addressing high water concerns by utilizing existing communication tools.

255

 

Create and implement customer service survey. Increase voice on social media.

Performance Objectives  Implement customer interface software to enhance Utilities Division’s level of customer service.  Improve operational efficiency by installing 4G Fixed-Base Meter Reading System.  Place greater emphasis and efforts on improving external communication with residents and customers.

Administration Demand Service Departments Supervised Workload Utility Division Projects Productivity Ground Storage Capacity (million gal.) Elevated Storage Capacity (million gal.) Pumping Capacity (daily million gal.) Department Meetings Effectiveness Public Water System Rating Percent Meeting Monthly Standards Treatment Capacity (million gal.) GIS Integration of Systems

Billing & Collections Demand Population (3.24 residents per account) Active Meter Accounts Workload Payments Processed Walk In Customers (monthly) New Utility Accounts (annually)* Receptionist Calls Monthly Productivity Staffing Payments Per FTE FTE per Capita Effectiveness Billing Accuracy

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

4.75 4 57 14

4.75 4 57 12

4.75 4 57 14

Superior 100% 45 100%

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

59,230 19,919

62,246 20,404

63,248 20,889

68,786 21,373

242,422 2,074 2,644 2,249

248,325 1,875 2,600 2,180

254,227 1,664 2,412 2,107

260,118 1,441 2,550 2,157

7 34,632 8,461

7 35,475 8,892

7 36,318 9,035

7 37,160 9,827

99.5%

99.7%

99.8%

99.9%

*Includes residential, commercial, irrigation locations, etc.

256

Meter Reading & Repairs Demand Active Meter Reads Monthly Workload Avg. Manual Meters Read Monthly (per reader) Avg AMI/AMR Meters Read Monthly Meter Re-Reads (annually) Meter Sets (monthly) Customer Service Requests (annually) Cut Offs (annually) Productivity Staffing Meters per FTE Service Calls per FTE Effectiveness Percent of Meters Read Monthly Meter Reading Accuracy

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

20,203

20,660

21,078

21,637

6,734 13,513 3,508 28 12,337 4,376

6472 14,188 2,989 37 13,046 3,842

5,672 14,628 3,005 36 13,788 3,900

4,672 15,156 3,222 44 13,210 4,085

8 2,531 1,542

8 2,951 1,864

7 3,525 2,185

7 3,606 2,236

100% 98.6%

100% 98.8%

Measurable Outcomes:  Implementation and saturation of 50% of customers.  Replace 5% of existing meters with 4G, while installing only 4G on new customer connections.  Customer service survey results; 50% increase in media postings. Administration Summary Personnel Services Operations Capital Projects Total

Billing & Collections Summary Personnel Services Operations Capital Projects Total Meter Reading & Repair Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 614,096 $ 180,889

Budget 2015-2016 706,451 $ 201,042

Budget 2016-2017 874,013 241,292

% Change 2016-2017 23.72% 20.02% 100.00%

794,985 $

907,492 $

1,115,305

22.90%

Actual 2014-2015 554,578 $ 315,669

Budget 2015-2016 576,745 $ 404,667

Budget 2016-2017 615,998 413,820

% Change 2016-2017 6.81% 2.26%

870,247 $

981,412 $

1,029,818

4.93%

Actual 2014-2015 571,574 $ 118,231 58,368

Budget 2015-2016 480,577 $ 405,952 10,000

Budget 2016-2017 521,594 347,485 104,662

% Change 2016-2017 8.53% -14.40% 946.62%

748,173 $

896,530 $

973,740

8.61%

257

Administration Full Time Equivilent Positions Director of Utility Operations Assistant Director of Utilities Budget Administrator Administrative Assistant GIS Coordinator GIS Technician Total

Billing & Collections Full Time Equivilent Positions Billing Supervisor Senior Billing Clerk Billing Clerk Customer Service Representative Cashier Receptionist Total

Meter Reading Full Time Equivilent Positions Meter Crew Leader Meter Techncian Meter Reader Data Entry Clerk Administrative Assistant Total

2014-2015 Budget 1 1 0 0 1 1

2015-2016 Budget 1 1 1 0 1 1

2016-2017 Budget 1 1 1 1 1 1

2016-2017 Additions

2014-2015 Budget 1 1 1 2 1 1

2015-2016 Budget 1 1 1 2 1 1

2016-2017 Budget 1 1 1 2 1 1

2016-2017 Additions

2014-2015 Budget 1 2 3 1 1

2015-2016 Budget 1 2 2 1 1

2016-2017 Budget 1 2 2 1 1

2016-2017 Additions

258

UTILITIES OPERATIONS MISSION STATEMENT: The mission of Utilities Operations is to provide a reliable system for the delivery and removal of water while maintaining a professional level of customer service. Department at a Glance Utilities Operations includes the Water Distribution and Wastewater Collection departments. Water Distribution consists of the Field Operations Manager, four Crew Leaders, one Inventory Clerk and three Tradesmen. The Water Distribution budget increased 5.22% due to a merit increase and increases in supply and equipment costs. Wastewater Collection includes the Field Supervisor, two Crew Leaders, two Utility Technicians and two Tradesmen. The Wastewater Collection budget increased 8.22% due to a merit increase, increased costs of sewer treatment and the addition of one new Utility Technician. Key Goals and Objectives Goal 1 Prioritize work orders and allocate resources in a manner that provides the greatest benefit to our customers. Objectives:  Categorize daily work orders by level of urgency and prioritize activities accordingly.  Continuously evaluate detailed cost data associated with each work order and work toward improving efficiency.  Maintain accountability of City-issued equipment in order to shorten response times. Goal 2 Maintain a proactive training and safety program that increases job performance and decreases accidents. Objectives:  Administer a training curriculum which coincides with everyday job duties.  Conduct weekly safety meetings in order to properly train employees on the hazards of the work place.  Utilize OSHA rules to administer regular safety meetings. Goal 3 Identify and make corrections to areas with inflow and infiltration in the sanitary sewer system. Objectives:  Use data collected from 100M and SCADA systems to locate areas with inflow and infiltration.  Monitor off-site, new construction for exposed or broken sewer mains and connections.  Identify and prioritize line repairs based on data collected from video inspections and smoke testing of sewer mains and service lines. Performance Objectives  Prioritize work orders to improve efficiency and customer service.  Increase job performance through training and safety programs.  Monitor and make necessary corrections to areas with inflow and infiltration.

259

Water Distribution Demand Water Pipeline System (miles) Calls for Service (monthly) Workload Minor Leaks Repaired (annually) Main Leaks Repaired (annually) Fire Hydrant Maintained (annually) Productivity Valves Exercised (annually) Water Taps (annually) Utility Inspection (annually) Test Double Check or RPZ (annually) Water Camera (annually) Flush Hydrants (annually) Effectiveness Calls Answered within 4 hours Percent Meeting Monthly Standards

Wastewater Collection Demand Sewer Lines (miles) Sewer Customers Calls for Service (monthly) Workload Sewer Line Video Inspections (annually) Lift Station Maintenance (annually) Average Daily Sewer Flow (gallons) Productivity Sewer Lines Repaired (annually) Manholes Cleaned (annually) Sewer Taps (annually) Effectiveness Service Requests Answered within 4 hours Grease Trap Inspections (annually) Waste Hauler Inspections (annually)

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

292 131

301 157

325 120

330 146

136 48 120

152 51 63

145 40 70

143 55 81

293 11 488 6 227 595

431 7 1046 48 369 286

320 10 1,100 55 350 800

434 11 874 48 227 601

100% 100%

Actual 2013/2014

Actual 2014/2015

278 17,727 264

266 18,100 309

Budget 2015/2016 307 17,953 335

Budget 2016/2017 314 18,600 237

57 443 5,622,000

60 508 5,706,330

65 515 5,782,667

64 741 5,898,320

26 234 9

18 527 6

25 540 15

17 500 6

100% 131 60

100% 50 44

100% 80 38

100% 108 46

Measurable Outcomes:  10% decrease in work order response time.  Maintain 0 loss time injuries.  Reduction of inflow by 50% during rain events.

Water Distribution Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 831,514 $ 179,829 20,146

Budget 2015-2016 678,085 $ 193,790 24,501

Budget 2016-2017 734,543 184,154 24,501

% Change 2016-2017 8.33% -4.97% 0.00%

1,031,489 $

896,376 $

943,198

5.22%

260

Wastewater Collection Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 511,947 5,608,035 18

6,119,999

Water Distribution Full Time Equivilent Positions Field Operations Manager Crew Leaders Inventory Clerk Tradesman Total Wastewater Collection Full Time Equivilent Positions Field Supervisor Crew Leader (Sewer) Utility Technician (Sewer) Tradesman (Sewer) Total

Budget 2015-2016 491,329 6,007,712 46,000

6,545,041

Budget 2016-2017 588,998 6,459,374 34,871

% Change 2016-2017 19.88% 7.52% -24.19%

7,083,243

8.22%

2014-2015 Budget 1 4 1 3

2015-2016 Budget 1 4 1 3

2016-2017 Budget 1 4 1 3

2016-2017 Additions

2014-2015 Budget 1 3 1 4

2015-2016 Budget 1 2 1 2

2016-2017 Budget 1 2 2 2

2016-2017 Additions

261

WATER TREATMENT SERVICES MISSION STATEMENT: The mission of Water Treatment Services is to provide citizens with a superior drinking water source which meets or exceeds all state and federal requirements regarding quality, monitoring and reporting practices. This is to be accomplished in the most cost-efficient means possible. Department at a Glance Water Treatment Services includes the Water Treatment, Water Quality and Water Demand departments. The Laboratory Services Department was consolidated with the Water Treatment Department in FY 2016-2017. Water Treatment is comprised of the Plant Manager, one Supervisor, one part-time and five full-time Operators, three Instrument Technicians and one Chief Operator. The Water Treatment budget increased 10.76% due to the increased cost of water from the Trinity River Authority, a merit increase, market adjustments and realignment of positions within the division. Water Quality includes one PreTreatment Coordinator and three Tradesmen. The Water Quality budget increased 14.95% due to a merit increase and additional equipment costs. Water Demand includes one Education Specialist. The Water Demand budget decreased 25.12% due to the realignment of positions in the Utility Division. Key Goals and Objectives Goal 1: Maintain the “Superior” Drinking Water System classification issued by the TCEQ. Objectives:  Modify existing treatment methods and system operations as state and federal regulations are revised.  Evaluate and modify monitoring and reporting practices to meet new regulations.  Provide continuing education and training to operators and staff. Goal 2: Improve electrical performance across all treatment plant meters. Objectives:  Utilize pump performance matrix when selecting which pumps to use in a given scenario.  Monitor changes in pump performance with the predictive maintenance program.  Use real time electrical consumption data to decrease peak electrical usage. Goal 3: Maintain stable chemical costs through corrective and preventative maintenance procedures. Objectives:  Repair and/or replace leaking chemical piping with higher grade, product specific materials.  Add brine and bleach tanks to chlorine generation system.  Evaluation and modification to standard operating procedures. Performance Objectives  Maintain the Superior Public Drinking Water System ranking issued by the Texas Natural Resources Conservation Commission.

262

 

Optimize electrical performance of all pumps stations. Maintain chemical costs at current MGD cost.

Water Treatment/Water Quality and Water Demand Demand Average Monthly Water Flow (million gal.) Water Customers Bacteriological Samples Workload Annual Purchased Drinking Water (million gal.) Annual Raw water Purchased (million gal.) Annual Plant Production (million gal.) State of Texas Compliance Samples Irrigation Systems Water Conservation Intiatives Productivity Ground Storage Capacity (million gal.) Elevated Storage Capacity (million gal.) Pumping Capacity Daily (million gal.) Treatment Capacity (million gal.) Irrigation Plans reviewed within 24 Hours Effectiveness Public Water System Rating Accountability (water billed) Postive Total Coliform/Fecal Bacteria Samples Citizen Participation in Conservation Compliance with EPA Pretreatment Regulations

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

291 19,919 805

328 20,404 920

358 20,889 920

358 21,373 1,100

0.331 3,902 3,483 30 11,958 21

0.395 4,065 3,941 60 12,222 23

0.395 4,147 3,982 70 12,486 24

0.395 4,295 4,079 70 12,750 26

4.25 4.00 57 45 100%

Superior 95% 2 3,290 100%

Superior 95% None 3,290 100%

Superior 95% None 3,389 100%

Superior 95% None 3,490 100%

% Change 2016-2017 35.76% 7.49% 33.11%

Measurable Outcomes:  Maintain “Superior” Drinking Water System classification.  Reduce peak load factor by 50%.  No increase in chemical costs. Water Treatment Summary Personnel Services Operations Capital Projects Total Water Quality Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 920,136 5,702,377

6,622,513 Actual 2014-2015 243,500 50,768

294,268

Budget 2015-2016 815,018 6,718,714 69,000

Budget 2016-2017 1,106,447 7,222,159 91,845

7,602,733

8,420,452

10.76%

Budget 2016-2017 338,288 129,855

% Change 2016-2017 9.48% 32.17%

468,143

14.95%

Budget 2015-2016 309,008 98,247

407,255

263

Water Demand Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 82,369 20,419

Water Treatment Full Time Equivilent Positions Water Treatment Plant Manager Building Staff Supervisor Chief Operator Instrument Technician Chief Operator A Plant Operator B Plant Operator C Total

Water Quality Full Time Equivilent Positions Pre-Treatment Coordinator Educational Specialist TradesStaff Total

Water Demand Management Full Time Equivilent Positions Educational Specialist Support Staff Total

102,788

Budget 2015-2016 158,529 86,456

244,985

Budget 2016-2017 99,973 83,480

% Change 2016-2017 -36.94% -3.44%

183,454

-25.12%

2014-2015 Budget 1 1 3 0 1 2 3.5 1

2015-2016 Budget 1 0 1 1 1 0.5 2 3

2016-2017 Budget 1 0 1 1 3 0.5 2 3

2016-2017 Additions

12.5

9.5

11.5

2014-2015 Budget 0 1 0

2015-2016 Budget 1 0 3

2016-2017 Budget 1 0 3

2016-2017 Additions

2014-2015 Budget 0 0 0

2015-2016 Budget 1 1 2

2016-2017 Budget 1 0 1

2016-2017 Additions

-1 -1

264

POLICE DIVISION

LAW ENFORCEMENT CENTER FUND

Jail Administration Provides supervision and support of all jail operations

Jail Support Provides building maintenance, procurement and related services

Jail Operations Provides direct supervision and transportation of jail inmates

Kitchen Services Provides jail food services

Support Services (City Marshal) Provides transportation and warrant services

Medical Services Provides jail medical services

Law Enforcement Center Highlights   

The Jail has contracts with the Federal Government, the City of Fort Worth, the City of Burleson, and the City of Kennedale to house prisoners. The average daily inmate population in FY 2016-2017 is estimated to be 400 prisoners. The jail is estimated to receive $10.9 million in housing revenue in FY 20162017.

265

LAW ENFORCEMENT CENTER FUND AT A GLANCE Budget Summary The Law Enforcement Center includes the Administration, Operations, City Marshal, Support, Kitchen and Medical departments. The Law Enforcement Center budget increased 2.52% due to a 3% merit increase and minimal operational increases.

Departments Administration Operations City Marshal Support Food Service Medical Total Division Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 301,378 5,800,324 1,735,692 969,080 491,128 533,223

9,830,826

Actual 2014-2015 8,475,841 1,354,985 -

9,830,826

Budget 2015-2016 $ 294,420 5,846,732 1,866,053 1,041,045 499,298 591,491

Budget 2016-2017 309,867 6,442,059 1,946,311 1,061,507 498,568 703,902

% Change 2016-2017 5.25% 10.18% 4.30% 1.97% -0.15% 19.00%

10,962,213

8.12%

Budget 2015-2016 $ 8,664,516 1,435,239 39,284

Budget 2016-2017 $ 9,567,871 1,394,342 -

% Change 2016-2017 10.43% -2.85%

10,139,039

10,962,213

8.12%

266

ADMINISTRATION DEPARTMENT MISSION STATEMENT: The mission of the Administration Department is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere promoting the highest quality of life for all people. Department at a Glance The Administration Department budget increased 5.25% due to a merit increase and market adjustments. Key Goals and Objectives Goal 1: Obtain Chief Best Practices (CBP) Certification. Objectives:  Complete all policy and procedure revisions to be CBP compliant.  Conduct weekly training to ensure the staff is educated on CBP changes. Goal 2: Improve budget efficiency. Objectives:  Improve tracking measures for line items in the budget.  Improve monthly supervisor training for budget review. Goal 3: Prepare for Prison Rape Elimination Act (PREA) compliance certification. Objectives:  Schedule and complete an internal PREA audit of the jail facility.  Complete all improvements and policy changes to gain compliance certification. Performance Objectives  Chief Best Practices certification.  Budget efficiency.  PREA certification.

267

Administration Demand Service Departments Division Staff budgeted Division Budget Workload Staff supervised Average Daily Inmate Population Intergovernmental Agreements Productivity Percent of Jail Beds Occupied Staffing Levels Required Effectiveness Housing Revenue Telephone Revenue Average Cost per Inmate per Day Number of Agencies Using Facility

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

6 111 $ 9,774,111

6 111 $ 9,576,770

6 111 $10,139,039

6 111 $10,962,213

111 400 4

111 481 4

111 378 7

111 400 7

96% 111

87% 111

90% 111

$ 9,399,965 $ 9,247,216 $ 9,480,843 $10,235,016 $ 200,687 $ 201,514 $ 175,000 $ 200,000 $ 66.94 $ 66.94 $ 73.48 $ 75.08 6 7 7 7

Measurable Outcomes:  Successful Chief Best Practice inspection and certification.  Front line supervisor better understanding of the budget process.  Successful certification by PREA Compliance Auditor.

Administration Summary Personnel Services Operations Capital Projects Total Administration Full Time Equivalent Positions Assistant Police Chief Secretary Total

Actual 2014-2015 266,556 34,822

301,378

Budget 2015-2016 $ 249,877 44,544

294,420

Budget 2016-2017 265,204 44,662

% Change 2016-2017 6.13% 0.27%

309,867

5.25%

2014-2015 Budget 1 1

2015-2016 Budget 1 1

2016-2017 Budget 1 1

2016-2017 Additions

268

OPERATIONS DEPARTMENT MISSION STATEMENT: The mission of the Operations Department is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere promoting the highest quality of life for all people. Department at a Glance The Operations Department budget increased 10.18% due to a merit increase, market adjustments and overtime. Key Goals and Objectives Goal 1: Increase inmate safety and welfare checks. Objectives:  Incorporate random inspections of facility by senior management to ensure inmate checks are frequent and exceed standards.  Senior management to monitor and audit a 20% sample of all intake forms and door sheets weekly. Goal 2: Improve cleanliness of inmate and common areas without additional cost. Objectives:  Use inmate worker programs to increase the frequency of cleaning of all areas.  Monitor via documented audits of officer cleaning activity as well as all inmate worker cleaning. Goal 3: Increase officer preparedness and knowledge through non-traditional training. Objectives:  Increase and optimize use of in-house training equipment including simulators and electronic training delivery systems  Increase and develop more realistic major event training to prepare officers for escapes, storms, fire, and medical emergencies. Performance Objectives  Increased inmate safety.  Improved cleanliness of facility.  Increased officer training.

269

Actual 2013/2014

Operations Demand Operations Staff Average Daily Inmate Population Workload Inmates Transported Daily Average Daily Inmates Booked Average Daily Inmates Released Housing Units Supervised Productivity Average Processing Time (minutes) Minimum Staffing-8 Hour Shift Effectiveness Turnover Rate Mandatory Training Provided

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

77 410

77 481

77 378

77 400

120 130 130 15

120 95 95 15

125 170 170 16

120 90 90 16

30 26

30 27

30 26

15% 100%

12% 100%

15% 100%

Measurable Outcomes:  Successful random inspections of cell check logs and inmate intake screening.  Increased number of documented inmate cleaning sessions via audit.  Increased number of documented trainings via the Power DMS System. Operations Summary Personnel Services Operations Capital Projects Total

Operations Full Time Equivalent Positions Lieutenant Sergeant Operations Corporal Record Manager Correctional Officer Total

Actual 2014-2015 5,656,180 144,144

5,800,324

Budget 2015-2016 $ 5,666,576 180,155

Budget 2016-2017 $ 6,265,145 176,914

5,846,732

6,442,059

% Change 2016-2017 10.56% -1.80%

10.18%

2014-2015 Budget 3 4 6 1 63

2015-2016 Budget 3 4 6 1 63

2016-2017 Budget 3 4 6 1 63

2016-2017 Additions

270

MARSHALS DEPARTMENT MISSION STATEMENT: The mission of the Support Services/Marshals Department is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere promoting the highest quality of life for all people. Department at a Glance The Marshals Department budget increased 4.30% due to a merit increase, equity adjustments and additional tactical supply requirements. Key Goals and Objectives Goal 1 Maintain a highly focused initiative of warrant clearance through a minimum of 3,500 contacts with individuals with warrants and those that may know their whereabouts. Objectives:  Weekly warrant service initiatives using deployment of at least two members of the division physically attempting to locate wanted persons. At least 20% of the 3,500 contacts will be accomplished using this method.  Continued daily workday phone contact attempts with wanted persons and those who may know their whereabouts. Goal 2: Increased field readiness training using monthly in-house capabilities and opportunities. Objectives:  Each member of the division will complete simulator training with in-house training members at least quarterly.  Each member of the division will complete firearms scenario training at our tactical training facility each month that it is offered. Goal 3: Improve transport efficiency. Objectives:  Use electronically shared documents of persons to be transported.  Install mobile computers in the transport units to allow tracking and reduction of radio traffic. Performance Objectives  Increase warrant clearance rate.  Enhance Support Services training.  Improve efficiency of the transport unit.

271

Measurable Outcomes:  3,500 contacts for those currently indicated as a wanted person by the Municipal Court. At least 20% of the contacts will be physical attempts.  Monthly readiness training completed by each member of the division.  Improve transport unit via automated reporting.

City Marshal Summary Personnel Services Operations Capital Projects Total

City Marshal Full Time Equivalent Positions Lieutenant-City Marshal Sergeant-City Marshal Corporal-City Marshal City Marshal Total

Actual 2014-2015 1,662,224 73,469

1,735,692

Budget 2015-2016 1,753,277 73,492 39,284

1,866,053

Budget 2016-2017 1,864,639 81,671 -

% Change 2016-2017 6.35% 11.13% -100.00%

1,946,311

4.30%

2014-2015 Budget 1 2 3 11

2015-2016 Budget 1 2 3 11

2016-2017 Budget 1 2 3 11

2016-2017 Additions

272

SUPPORT DEPARTMENT MISSION STATEMENT: The mission of the Jail Support Department is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere promoting the highest quality of life for all people. Department at a Glance The Support Department budget increased 1.97% due to a merit increase. Operational costs decreased by 3.20% Key Goals and Objectives Goal 1: Increase facility preparedness and cleanliness via preventative maintenance logs and cleaning program. Objectives:  Preventative maintenance log created and maintained to monitor maintenance schedule.  Improve deep cleaning based on population. Goal 2: Improve and broaden the training delivery systems. Objectives:  Incorporated outside trainers into our training program to bring about a broader understanding of techniques and trends.  Have outside agencies attend training with LEC staff and, in turn, LEC staff will receive training from other agencies. Goal 3: Improve cross-training. Objectives:  Completion of documented cross-training of both case managers to perform duties in both city and federal case management.  Completion of documented training of three additional LEC staff in the duties of case management. Performance Objectives  Enhance maintenance initiatives.  Improved training program to include outside agencies.  Incorporate case management cross-training into the training program.

273

Support Demand Computer Systems Square Footage Workload Work Orders Processed Housing Units Productivity Cooperative Purchasing Agreements Effectiveness Staffing Level

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

30 42,816

38 42,816

52 42,816

38 42,816

1,480 16

1,480 15

1,300 15

1,716 16

Measurable Outcomes:  Decrease in the amount of calls for outside repairs of essential equipment.  Complete on-site training utilizing expert trainers and the attendance of training by LEC personnel at other facilities.  Complete cross-training of at least four staff members for case management.

Support Summary Personnel Services Operations Capital Projects Total

Support Full Time Equivalent Positions Maintenance Technician Support Staff Bond Clerks Total

Actual 2014-2015 646,850 322,231

969,080

Budget 2015-2016 $ 698,422 342,624

1,041,045

Budget 2016-2017 729,855 331,652

% Change 2016-2017 4.50% -3.20%

1,061,507

1.97%

2014-2015 Budget 1 3 6

2015-2016 Budget 1 3 6

2016-2017 Budget 1 3 6

2016-2017 Additions

274

FOOD SERVICES DEPARTMENT MISSION STATEMENT: The mission of the Food Services Department is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere promoting the highest quality of life for all people. Department at a Glance The Food Service Department budget decreased slightly due to estimated reduced inmate meals per day. Food Services are provided via a contract, therefore, there are no full-time equivalent employees in this department. Key Goals and Objectives Goal 1: Continue to improve food service and quality through monitoring. Objectives:  Institute food service surveys with inmates to anticipate needs.  Increase food sampling by jail management to ensure quality. Goal 2: Increase facility cleanliness. Objectives:  Monthly, documented, and detailed cleaning of assigned, rotating areas of the kitchen.  Monthly maintenance schedule of rotating kitchen equipment. Goal 3: Audit and assess all kitchen equipment and systems for replacement needs or requirements. Objectives:  Conduct a documented inspection of each piece of kitchen equipment.  Conduct a complete safety assessment of kitchen procedures and systems. Performance Objectives  Increased levels of food service and food quality.  Improved cleanliness of the kitchen.  Complete assessment of kitchen equipment for safety and identification of equipment needs.

275

Food Service Demand Average Daily Inmate Population Average Daily Meals Served Workload Average Daily Meals Served Daily Meals Hot Meals served Daily Productivity Average Daily Calorie Count Average Daily Meals Served Hot Meals served Daily Effectiveness Staffing Level Cost per Inmate per day

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

400 1200

400 1,200

378 1,134

400 1,200

1200 3 2

1,200 3 2

1,134 3 2

1,200 3 2

2,800 1200 2

2,800 1134 2

2,800 1176 2

7 1.97 $

7 1.12 $

7 1.98 $

7 1.16

Measurable Outcomes: ď&#x201A;ˇ Increased food sampling to include food sampling on every weekly Jail inspection. ď&#x201A;ˇ Inspection and cleaning report for each month showing item maintenance and areas cleaned.

Food Service Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 13,560 477,568

491,128

Budget 2015-2016

Budget 2016-2017 $

499,298

% Change 2016-2017

498,568

-0.15%

498,568

-0.15%

276

MEDICAL SERVICES DEPARTMENT MISSION STATEMENT: The mission of the Medical Services Department is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere promoting the highest quality of life for all people. Department at a Glance The Medical Services Department’s budget increased 19% in FY 2016-2017 due to unfreezing all positions in this department. Key Goals and Objectives Goal 1: Improve mental health awareness throughout the facility and with all staff. Objectives:  Have at least one nurse certified as an instructor in “Excited Delirium” training.  Have medical staff establish connection and communication with additional area mental health agencies. Goal 2: Upgrade medical equipment to increase effectiveness. Objectives:  Evaluate, inspect and review all equipment for worthiness.  Conduct a complete audit of equipment needs for future acquisitions. Goal 3: Improve inmate diet and help ensure healthy food choices. Objectives:  Provide training to kitchen management on medical and dietary needs of the inmates.  Partner with the LEC Commissary staff to add healthy choices for inmates. Performance Objectives  Increase mental health awareness.  Improve effectiveness of medical equipment.

277

Actual 2013/2014

Medical Demand Average Daily Inmate Population Average Daily New Arrivals Average Daily Nursing Assessments Workload Sick Calls per Week Doctor Called Medications Dispensed (annual) Productivity Staffing Level In Custody Death Effectiveness In Custody Death Medication Dispensed

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

400 130 130

378 170 170

328 90 165

390 50 119,000

400 50 119,000

372 52 125,000

354 52 118,000

3 1

1 1

1 119,000

125,000

0 118,000

Measurable Outcomes: ď&#x201A;ˇ Identification of inmates with mental health issues that can be addressed by outside agencies. ď&#x201A;ˇ Replacement or repair of items and equipment to be used in medical, with a complete, documented assessment.

Medical Summary Personnel Services Operations Capital Projects Total

Medical Full Time Equivalent Positions Nurse Total

Actual 2014-2015 230,473 302,751

533,223

Budget 2015-2016 $ 296,365 295,126

591,491

Budget 2016-2017 443,027 260,875

% Change 2016-2017 49.49% -11.61%

703,902

19.00%

2014-2015 Budget 5

2015-2016 Budget 5

2016-2017 Budget 5

2016-2017 Additions

278

SPECIAL REVENUE FUNDS The Special Revenue Funds are used to account for proceeds of specific revenue resources (other than major capital projects) that are legally restricted to expenditures for specified purposes. These funds include Hotel/Motel Tax Fund, Mansfield Park Facilities Development Corporation (MPFDC) Fund, Mansfield Economic Development Corporation (MEDC) Fund and the Tree Mitigation Fund. The City of Mansfieldâ&#x20AC;&#x2122;s Convention and Visitors Bureau is funded from the Hotel/Motel Tax Fund through an annual appropriation approved by City Council during adoption of the budget.

279

HOTEL/MOTEL TAX FUND MISSION STATEMENT: The mission of the Hotel/Motel Tax Fund is to promote programs related to tourism, advertising, promotions and programs advancing the arts and historical preservation within the City of Mansfield. Department at a Glance The Hotel/Motel Tax Fund is used to account for Hotel/Motel tax revenues. Section 351.101 of the Texas Tax Code, Use of Tax Revenue, states that revenue from the municipal hotel occupancy tax may be used to promote tourism and the convention/hotel industry. The Hotel/Motel Tax is used to fund various organizations that promote tourism, art and historical preservation. In FY 2016-2017, $713,300 in estimated revenue will be available for tourism, arts and historical programs as directed by City Council. Key Goals and Objectives Goal 1 Advertise and conduct solicitations and promotional programs to attract tourists and convention delegates or registrants to the City of Mansfield or its vicinity. Objectives:  Dedicate resources to advertising and conducting solicitations and promotional programs to attract tourists and convention delegates or registrants to the municipality or local vicinity.  Encourage advertising in various magazines, websites and local organizations to promote the City of Mansfield’s hotels.  Assist local organizations in the promotion of Mansfield as a tourist destination. Goal 2 Encourage, promote, improve and provide application of the arts, including instrumental and vocal music, dance, drama, folk art, creative writing, architecture, design and allied fields, painting, photography, graphic and craft arts, motion pictures, radio, television, tape and sound recording and other art, performance, execution and exhibition of these major art forms. Objectives:  Provide through the City Council and Hotel/Motel subcommittee funding to promote the arts during the City’s annual budget process.  Provide staff support as requested by the various organizations who request assistance.  Encourage events that promote the arts and assist in the marketing mediums to increase public awareness for these events. Goal 3 Support historical restoration and preservation projects or activities, advertising and conduct solicitations and promotional programs to encourage tourists and convention delegates to visit historical sites and museums. Objectives:  Provide, through the City Council and Hotel/Motel Subcommittee, funding to promote historical restoration and preservation projects and activities.  Provide staff support as requested by the various organizations who request assistance.

280



Encourage events that promote and assist in the marketing mediums to increase public awareness of historical preservation and promotional program

Performance Objectives  Allocate Hotel/Motel occupancy revenue to City organizations that generate hotel/motel stays within the City and comply with state and local requirements.  Promote the City of Mansfield as a tourism destination.

Hotel/Motel Tax Demand Funding Organizations Workload Hotels & Motels subject to Tax Productivity Occupancy Tax Revenue Hotel & Motel Beds (Estimated) Effectiveness Discover Historic Mansfield Rockin 4th Historical Society Pickled Mansfield Society Mainstage Theatre Farr Best Theatre Mansfield Theatre Kiwanis Classic Mansfield Rotary-Boys & Girls Basketball Wind Symphony Painted Pianos Shop, Stroll & Dine Mansfield Juneteenth Celebration Futures of Mansfield Tennis Arts Commission Historic Mansfield Business Association Sunrise Rotary Volleyball Electronic Sign Explorer Post Mansfield 125 The LOT City of Mansfield Tourism Reserve

$ $ $ $ $ $ $ $ $

$ $

Actual

Budget

2013/2014

2014/2015

2015/2016

2016/2017

651,225 $ 504 47,084 34,500 28,649 30,320 8,000 13,000 5,000 2,500 25,000

2,000 18,000

23,000

210,092 217,080

717,284 $ 504

$ $ $ $ $ $

2,025 15,596 26,364 26,000 5,000 13,000

$ $

2,500 28,500

19,000

19,681

12,500

221,488

641,425 $ 504

713,300 504

$ $

30,000 30,000

$ $ $

34,680 25,000 7,000

33,000

37,000

$ $

1,500 3,500

$ $

1,000 5,000

25,000 $

25,000

$ $ $

15,000 15,000 11,000

$ $ $

85,000 358,000 94,620

$ $

21,000

323,000 174,425

Measurable Outcomes  Provide shuttle services from the seven hotels/motels to the Dallas Cowboy stadium and other events to provide additional services therefore promoting local hotels/motels.  Provide funding to events that promote local tourism, historical preservation and the arts.  Promote the City of Mansfield as a tourism destination.

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MANSFIELD CONVENTION & VISITORS BUREAU MISSION STATEMENT: The mission of the Mansfield Convention & Visitors Bureau (CVB) is to enhance the local tourism industry in Mansfield through marketing, promoting and developing opportunities for business and leisure travel, while coordinating with local partners, businesses and entertainment venues to enhance the visitor’s experience. Department at a Glance The CVB is funded by appropriations from the City of Mansfield Hotel/Motel Tax Fund. The CVB includes one Tourism Manager and one Tourism Coordinator. Key Goals and Objectives Goal 1 Advertise and market to outside sports groups that will bring “heads in beds” to Mansfield Hotels. Objectives:  Tourism Manager to attend NASC Connect sports trade show to continue to enhance Mansfield as a SMERF destination site.  Tourism Manager is working with Dallas Baptist on future NCAA bid packages for 2019/2020.  Tourism Manager will be working with Matt Wilson from the Arlington CVB to work together on various packages throughout the year. Goal 2 Coordinate with local hotels, restaurants, businesses and entertainment venues to create “Tourism Package Deals” for business visitors. Objectives:  Work with Texas Historical Commission to solicit larger Historical events to the region.  Tourism Coordinator to work with DFWATC marketing committee to provide Mansfield travel deals and promotions with regional FAM tours, media blitz and press releases.  Tourism Manager working on CO-OP radio promotions and tourism packages to neighboring states and the Texas market. Goal 3 Create a state and national marketing campaign for local sports, entertainment and leisure opportunities in Mansfield. Objectives:  Tourism Manager is unveiling the VisitMansfieldTexas.com web page.  Tourism Coordinator will establish a social media presence and a digital marketing strategy.  Tourism Manager will work with TCCC hospitality department and special events programming to utilize students to help with the tourism efforts and start an internship Co-Op program. Performance Measures Performance Measures for the CVB are the same as those listed on the previous page for Hotel/Motel Tax.

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Measurable Outcomes  Track how many BIDs/RFP requests we receive from each trade show in FY 2016/2017.  Track the web numbers from the social media summer campaign.  Track service items distribution through our partners program and HOT applicants. Hotel/Motel Tax Fund Expenditures Total

Actual Budget 2014-2015 2015-2016 $ 391,654 $ 641,425 $

Convention & Visitors Bureau Full Time Equivalent Positions Tourism Manager Tourism Coordinator Total

391,654 $

641,425

Budget 2016-2017 713,300

% Change 2016-2017 11.21%

713,300

11.21%

2014/2015 Budget 1

2015/2016 Budget 1 1

2016/2017 Budget 1 1

2016/2017 Additions

Do You Know? The CVB is directly involved with local entities, including but not limited to, Big League Dreams, Hawaiian Falls, the Mansfield Independent School District, local civic groups, golf courses and local hotels to promote events that bring tourism dollars to the City of Mansfield.

The Live Outdoor Theater (LOT) in Historic Downtown Mansfield

283

MANSFIELD PARK FACILITIES DEVELOPMENT CORPORATION FUND MISSION STATEMENT: The mission of the Mansfield Park Facilities Development Corporation is to provide quality parks, recreation, open space and trails to enhance the quality of life for the citizens and visitors of Mansfield. Department at a Glance The Mansfield Park Facilities Development Corporation (MPFDC) is funded by a ½ cent sales tax approved by the citizens. The tax became effective on July 1, 1992. The MPFDC works in conjunction with the Community Services Division in the General Fund to provide maintenance and operations services to the Parks System. The MPFDC Board is comprised of seven members. Funds available for projects have increased due to additional revenues in lease payments from partnerships and projected increases in sales tax revenue. The MPFDC budget increased 5.54% in FY 2016-2017 due to the addition of three part-time positions and a merit adjustment. Key Goals and Objectives Goal 1 Continue to implement the Parks, Recreation, Open Space and Trails Master Plan. Objectives:  Improve quality of life for residents and visitors of the City by continuing to build on the park system by adding new open space, bike lanes, trails and additional park facilities.  Provide a variety of recreation facilities and programs to continue to meet the needs of citizens and visitors of Mansfield as our population continues to grow.  Preserve and enhance Mansfield’s recreational, historical, cultural and natural resources through the continued expansion of the park system. Goal 2 Continue to implement the updated Strategic Business Plan as adopted annually by the MPFDC Board. Objectives:  Continue to make improvements to the MPFDC facilities, acquire new park land, and develop new park and recreation facilities.  Determine funding availability and priorities for facility improvements, land purchases and development of future projects and programs.  Identify future funding opportunities including grants, park land dedication opportunities, donations and partnerships. Goal 3 Maintain and improve existing facilities and programs to provide quality service and ensure the health and safety of citizens. Objectives:  Maintain and improve high quality maintenance standards for all parks, facilities, trails, open spaces and bike lanes.  Continue to allocate funding for improvements to existing parks and recreation facilities, including the operations and maintenance for each.

284



Increase recreational programs offered, enhance customer service, and continue to improve the marketing program.

Performance Objectives  Continue to improve the level of service provided to citizens and visitors of Mansfield as we acquire additional properties and acreage and build new facilities.  Maintain our Parks System in such a way that enhances our patrons’ quality of life. Actual 2013-2014

MPFDC Demand Sports Association Participants Youth 7,639 Sports Association Participants Adults 454 Annual Visits to the MAC 75,000 Average Daily MAC Visitors (356 days) 210 Workload Acres of Park Land 830 Parks Maintained 14 Mileage of Trails Total # of Dedicated Bike Routes in City # of Shared Road Signs (35mph and over) # of Bike Route Signs Total Bike Route Mileage Weekly Park Open Hours (March - October) 126 Weekly Park Open Hours (November - February) MPFDC Improvement Projects 12 Sports Associations 4 MPFDC Meetings 12 Total Annual Public Athletic Field Rentals 350 Total Annual Pavilion Rentals 375 Athletic Fields Maintained 30 Playgrounds Maintained 10 Yearly Playground Inspections 120 Ponds/Lakes Pavilions Maintained 15 Restrooms Picnic Acreas Picnic Tables Amphitheatres Sand Volleyball Courts Tennis Courts Shade Structures Gazebos Horseshoe Pits Exercise Stations Splash Parks Skate Plazas Full Basketball Courts Half Basketball Courts

Actual 2014-2015

Budget 2015-2016

Budget 2016-2017

7,183 381 187,469 525

7,500 450 190,000 530

830 14

858 14 5 21 84 38

126

244 239 21 4 12 300 375 34 14 120

883 16 9 21 84 38 TBD 276 273 21 4 12 300 375 34 14 168 13 23 24 81 121 3 4 5 52 1 12 6 1 1 5 2

12 4 12 233 358 30 10 120 15

15 24 14 121 2 4 3 47 12

5 2

285

Actual Actual Budget Budget MPFDC 2013-2014 2014-2015 2015-2016 2016-2017 Basketball Goals 16 16 Benches 223 210 Bleachers 66 66 Grills 34 43 Trash Cans 328 321 Water Fountains 11 11 Productivity Programs Offered (Athletic, Rec and Events) 859 706 750 750 Percent of Programs Completed 65% 65% 65% 65% MAC Members 4,533 3,967 4,200 4,200 Day Passes Issued 1,296 917 1,100 1,100 MAC Annual Rentals 821 596 650 650 Volunteer Hours Recorded 300 200 250 250 Effectiveness MAC Rental Approval Ratings 95% 95% 95% 95% Program Approval Ratings 95% 95% 95% 95%

Actual 2013-2014

Nature Education

Actual 2014-2015

Demand Population 59,831 Workload Number of Programs Offered 115 Number of Field Trip Days 22 Total Number of Participants of Public Programs and 8,102 Field Trips Number of Outreach Events 23 Productivity Revenue Generated from Programs $ 1,793 $ Revenue Generated from Field Trips $ 3,140 $ Effectiveness Program/Field Trip Approval Rating 95%

Budget 2015-2016

Budget 2016-2017

59,831

141 31 7,892 43

125 22 8,000 23

140 25 8,000 30

1,149 $ 5,699 $

1,184 $ 4,060 $

95%

1,494 6,240 95%

Measurable Outcomes:  An overall 95% “good” or better satisfaction rating from citizens and visitors.  Successful completion of Chandler Park and Linear Trail improvements.  Grand opening of Fieldhouse U.S.A. in FY 2016-2017; Dallas Stars Center in FY 2017-2018. Division Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 1,594,352 1,130,218 6,258 1,648,079 4,378,908

Budget 2015-2016 2,188,974 1,106,554 1,482,367 4,777,895

Budget 2016-2017 2,354,855 1,200,052 148,496 876,559

% Change 2016-2017 7.58% 8.45%

4,579,962

-4.14%

-40.87%

286

Departments Administration Sports Complex Rose Park/Town Park Mansfield Activity Center Oliver Nature Park Capital Projects Total

Actual 2014-2015 993,816 369,566 351,536 599,066 410,587 6,258 1,648,079

% Change 2016-2017 16.19% 6.24% 7.00% -0.16% 3.04%

4,579,962

-4.14%

2014/2015 Budget 1 0 1 1 0.5 0.8 1 1.8 2.4 5 1 1 1 1 1 1 1 5.5

2015/2016 Budget 1 1 1 1 0.5 0.8 1 1.8 2.4 5 1 1 1 1 1 1 1 5.5

2016/2017 Budget 1 1 1 1 0.5 0.8 1 1.8 2.4 6 1 1 1 1 1 1 1 6

2016/2017 Additions

29.5

1.5

4,378,908

MPFDC Full Time Equivalent Positions Community Services Director Assistant Parks & Recreation Director Senior Park Planner Assistant Park Planner Park Superintendent Secretary Marketing & Communications Manager Crew Supervisor Crew Leader Tradesman Nature Education Specialist Equipment Mechanic Recreation Superintendent Custodian Athletic Coordinator Activity Center Supervisor Recreation Coordinator Part-Time Staff Total

Budget 2016-2017 1,389,913 383,418 399,909 761,810 619,858 148,496 876,559

Budget 2015-2016 1,196,241 360,897 373,762 763,057 601,570

1,482,367 $

4,777,895

-40.87%

0.5

287

Do You Know? The Mansfield Parks & Recreation staff maintains over 858 acres of park land, 34 athletic fields and oversees 5 Public/Private Partnerships.

Mansfield Parks Board Members

288

MANSFIELD ECONOMIC DEVELOPMENT CORPORATION FUND MISSION STATEMENT: The mission of the Mansfield Economic Development Corporation is to attract desirable industries and commercial developments to the City of Mansfield while retaining and assisting in the expansion of existing businesses. Department at a Glance The Mansfield Economic Development Corporation (MEDC) is funded by a ½ cent sales tax approved by the citizens. The tax was effective on July 1, 1997. The MEDC Board consists of seven members appointed by City Council. The MEDC budget decreased 56.82% in FY 2016-2017 due to completion of several large projects and major projects budgeted in the MEDC Construction Fund. Projects will be funded subject to approval by the MEDC Board and City Council. Key Goals and Objectives Goal 1 Initiate and participate in critical infrastructure improvements. Objectives:  Construct Antler Drive extension.  Construct Mouser Way extension.  Evaluate other infrastructure improvement opportunities. Goal 2 Work with landowners/developers to create new industrial space/buildings. Objectives:  Work with Peyco Southwest and United Cooperative Services to attract large industrial users to their respective parcels of land.  Work with developers regarding possible construction of spec industrial space.  Continue to market the MEDC property and two new industrial spec buildings on Heritage Parkway and to potential end users/tenants. Goal 3 Initiate new retail/commercial construction projects. Objectives:  Work with Geyer Morris or the next developer to develop the Shops at Broad Street site.  Leverage activity in historic downtown Mansfield to attract additional investment, including new restaurants.  Leverage activity in the medial sector to attract additional medical office investment. Performance Objectives  Continue critical infrastructure projects.  Work with landowners/developers to create new industrial properties.  Initiate new retail/commercial projects.

289

MEDC Demand Value of MEDC projects Businesses Retained Contractual MEDC Commitments Workload Value of MEDC projects Businesses Retained Contractual MEDC Commitments New Capital Investment Business Expansions Jobs created or retained by activity Productivity Contracted Projects New Capital Investment Average Monthly visits to Industry Jobs created or retained by activity Effectiveness Value of MEDC projects Businesses Retained Contractual MEDC Commitments New Commercial Business

Actual 2013/2014

Actual 2014/2015

Budget 2015/2016

Budget 2016/2017

$ 36,002,138 $ 74,981,506 $ 77,230,951 $ 79,547,879 97% 98% 97% 98% $ 1,575,000 $ 2,861,711 $ 1,800,000 $ 4,089,535 $ 36,002,138 $ 74,981,506 $ 77,230,951 $ 79,547,879 97% 98% 97% 98% $ 1,575,000 $ 2,861,711 $ 1,800,000 $ 4,089,535 $ 36,002,138 $ 74,981,506 $ 77,230,951 $ 79,547,879 3 4 4 4 284 412 325 400 5 19 7 12 $ 36,002,138 $ 74,981,506 $ 77,230,951 $ 79,547,879 16 16 16 16 284 412 325 400 $ 36,002,138 $ 74,981,506 $ 77,230,951 $ 79,547,879 97% 98% 98% 98% $ 1,575,000 $ 2,861,711 $ 1,800,000 $ 4,089,535 5 5 6 7

Measurable Outcomes:  Completion of Antler Drive and Mouser Way.  Groundbreaking on the Shops at Broad site.  Construction of at least two new restaurants in historic downtown Mansfield. Division Summary Personnel Services Operations Debt Projects* Total

Departments Administration Promotions Business Retention Work Force Development Debt Projects* Total

Actual 2014-2015 $ 518,997 279,942 480,762 10,611,452 $

11,891,153

Budget 2015-2016 580,010 353,459 1,202,454 7,826,820 9,962,743

Budget 2016-2017 598,933 387,888 1,202,784 19,944,694

% Change 2016-2017 3.26% 9.74% 0.03% 154.82%

22,134,299

122.17%

% Change 2016-2017 6.10% -3.86% 0.00% 90.91% 0.03% 154.82%

Actual 2014-2015 $ 722,787 61,737 10,531 3,884 480,762 10,611,452

Budget 2015-2016 $ 784,969 116,500 21,000 11,000 1,202,454 7,826,820

Budget 2016-2017 $ 832,821 112,000 21,000 21,000 1,202,784 19,944,694

11,891,153

9,962,743

22,134,299

122.17%

*Capital Projects may be found in the Capital Project Funds section.

290

MEDC Full Time Equivalent Positions Director Business Development Manager Business Retention Manager Marketing Assistant Administrative Assistant Total

2014/2015 Budget 1 1 1 1 1

2015/2016 Budget 1 1 1 1 1

2016/2017 Budget 1 1 1 1 1

2016/2017 Additions

Do You Know? $38,194,668 in Taxable Value is Estimated to be Generated in New Commercial and Industrial Projects in 2016.

MEDC Board Members

Industrial Job Growth: MEDC Projects from the last 8 years created

2,387 Jobs 291

TREE MITIGATION FUND MISSION STATEMENT: The Tree Mitigation fund is funded by fees levied by the City to preserve, protect and replace trees that have been damaged by natural causes, development or any other event that causes damage to existing trees, development of new areas of the City or maintenance of existing medians or public grounds. Department at a Glance The Tree Mitigation Department budget is $0 in FY 2016-2017 due to expenditure of all available funds in prior years. The department includes one landscape administrator and one irrigation technician. Additional operational costs for contract services have been moved to the General Fund due to lack of tree mitigation funds. The funding for staff costs in this fund will be determined during the FY 2016-2017 budget year.

Tree Mitigation Summary Personnel Services Operations Capital Projects Total

Actual 2014-2015 $ 196,129 189,524

Budget 2015-2016 $ 122,479

Budget 2016-2017 $ -

Tree Mitigation Full Time Equivalent Positions Landscape Administrator Landscape Technician Irrigation Technician Total

385,653

122,479

% Change 2016-2017 -100.00%

-100.00%

2014/2015 Budget 1 1 1

2015/2016 Budget 0 1 1

2016/2017 Budget 0 1 1

2016/2017 Additions

292

CAPITAL PROJECTS FUNDS Capital Projects Funds are used to account for acquisitions of capital facilities financed from general obligation proceeds, revenue bonds, certificates of obligation proceeds, or transfers from other funds. The Capital Projects Funds include the Street Construction Fund, Utility Construction Fund, Building Construction Fund, Parks Construction Fund, Equipment Replacement Fund and the Economic Development Construction Fund.

293

CAPITAL PROJECTS FUNDS

Parks Construction Fund Provides financing and accounting of new parks construction projects

Street Construction Fund Provides financing and accounting of new street construction projects

Utility Construction Fund Provides construction of water distribution and sanitary sewer systems

Economic Development Construction Fund Provides financing and accounting of projects funded by Economic Development

Equipment Replacement Fund Provides for the purchase and replacement of equipment

Building Construction Fund Provides for the construction, financing and accountability of City facilities

294

The Phases of Capital Improvements

The Planning Phase The Planning Phase typically identifies the projected infrastructure need, identifies funding options, incorporates funding into the financial plan and develops a multi-year list of projects to be completed based on projected growth. Capital projects may require voter approval.

The Design Phase Once the planning process is complete, design begins on the approved Capital Improvement projects. The Design Phase may and often does occur over multiple years.

The Construction Phase Once the planning and design phases are complete, the Construction Phase begins. The Construction Phase may include land acqusition, utility relocation and the bid process for each project. On some projects, construction may take multiple years. The Citizens of Manfield are notified of any traffic impact or service disruption.

Completion Phase The Completion Phase includes final inspection of the project and opening of streets, utilities, facilities or parks.

295

CAPITAL PROJECTS FUNDS On October 28, 2013, City Council adopted the Modified Long Range Financial and Capital Expenditure Plan. Included in the plan were projected revenues and expenditures for operational costs, staffing costs and major capital improvements identified by staff and supported by Management and City Council. In FY 2016-2017, major projects are budgeted in various funds including the Street Construction, Utility Construction, Building Construction, Parks Construction, Economic Development, Drainage Construction and Equipment Replacement Funds. Funding for these projects comes from a variety of sources, including but not limited to, General Obligation Bonds, Revenue Bonds, Certificates of Obligation, Impact Fees, Contributions, Grants, Fund Reserves and Intergovernmental Transfers. Total estimated capital expenditures for these projects for FY 2016-2017 is $86,538,239.

2016-2017 Capital Projects Building 18%

Equipment 1%

Streets 27%

MEDC 17%

Drainage 4%

Parks 24%

Utilities 9%

Funding Sources 2016-2017 Funding Sources Bonds Impact Fees Prior Year Funding Interest Contributions Transfers Expense Recovery Grants Sales Tax Total Sources

Utility Fund $

$ 1,100,000 6,926,574

8,026,574 $

Street Building Equipment Fund Fund Fund 18,489,014 $ 15,100,000 $ 1,250,377 500,000 4,406,718

23,395,732 $ 15,100,000 $

1,250,377 $

Parks Fund 9,855,000

Drainage Fund 3,220,000

MEDC Fund 15,000,000 $

10,690,556

20,545,556 $

3,220,000 $ 15,000,000 $

Total 62,914,391 1,600,000 22,023,848

86,538,239

296

Multi-Year Summary Street Construction Street Improvements Turner Warnell Construction S Main (Broad to Hunt) Price Road S.H 360 Bridge Participation Staffing Allocation Prior Year Carryover Projects Debbie Lane Construction Field House Utilities Re-location School Flasher System North Street Seeton Bridge Misc Overlays Main to FM 157/Russell Construction Holland Road Day Mair (E. Broad to Seeton) Tarrant CDBG Debbie Lane Design Phase 2 S Main Re-Surfacing Total

Budget 2016-2017 $ 1,500,000 3,500,000 500,000 5,000,000 631,932 4,406,718 3,200,000 700,000 250,000 300,000 100,000 1,000,000 300,000 600,000 1,000,000 400,000

Budget 2017-2018

Budget 2018-2019

650,890

Budget 2019-2020

670,416 6,000,000

2,000,000

1,000,000

5,500,000 5,000,000

5,500,000 4,500,000

2,000,000

800,000 2,000,000

Budget 2020-2021 $ $ $ $ $ $ $ $ $ $ $ 1,000,000 $ $ $ $ $ $ $

Total 1,500,000 3,500,000 500,000 5,000,000 1,953,237 4,406,718 9,200,000 700,000 250,000 300,000 100,000 7,000,000 300,000 11,600,000 10,500,000 400,000 800,000 2,000,000

$ 23,388,650 $13,150,890 $ 17,670,416 $ 4,000,000 $ 1,000,000 $ 60,009,955

Multi-Year Summary Operational Impacts Street Construction Operational Impacts Utilities Staffing Operations & Maintenance Total

Budget 2016-2017 62,000 17,052 $

79,052

Budget 2017-2018 63,860 56,078 17,564 $

137,502

Budget 2018-2019 65,776 57,760 18,090 $

141,627

Budget 2019-2020 67,749 59,493 18,633 $

145,875

Budget 2020-2021 69,782 61,278 19,192 $

150,252

Total 329,166 234,609 90,531 654,307

The primary operational impacts in the Street Construction Funds are related to maintenance of irrigated and non-irrigated medians including utility costs and contract costs to service medians, street lights, signals and public grounds areas. Staffing additions may be added to supplement current contract requirements.

Project Impacts Beginning in FY 2016-2017, major Street infrastructure projects include:

297

State Highway 360 Participation This is the 2nd half of the City’s total $10M participation in TxDOT’s overall design-build phase to construct a 9.7 mile extension of State Highway 360 north/south main lanes from Green Oaks Blvd. in southern Tarrant County to Highway 287 in northwestern Ellis County and northeastern Johnson County. The project includes the improvement of Mansfield’s four major intersections with the SH-360 state tollway project, which will provide for ultimate capacity at these intersections consistent with the City’s Master Thoroughfare Plan. The North Texas Toll Authority will operate SH-360 as a toll road, and revenues collected will be used to repay TxDOT for construction.

Debbie Lane Median/Reconstruction Debbie Lane (a major east/west arterial) will be expanded, adding a center raised median. This section from Business 287/Main Street to F.M.157 also requires upgraded pavement to withstand additional truck loads, as this will be the preferred truck route.

S. Main from Broad Street to Hunt Street Funding for S. Main Street will provide for an urban complete street in Historic Downtown and contributes overall to the Downtown redevelopment efforts. It will offer more public parking with streetscape aesthetics.

298

Multi-Year Summary Utility Construction Budget 2016-2017

Utility Construction

Prior Year Projects $ Lift Station Rehab Staffing allocation Lab & Debbie Tower Sodium Hypochlorite Generation Misc Utilities Roadway Projects 16" Water Line Crossing Main St 20", 16" & 12" Water Line Main & US 287 Holland Phase 2 Improvements 30" Water Line Matlock/Broad Odor Control Holland Lift Station 12" Water Line N Main Clearwell #4 Water Treatment Plant Final Expansion-Bud Erwin Treaatment Plant Reaccess Walnut Creek Interceptior 24" Water Line Newt Patterson

934,759 200,000 583,847 300,000 1,500,000 2,007,968 1,000,000 1,500,000

Budget 2020-2021

Total

300,000 1,200,000

934,759 200,000 3,099,723 300,000 1,500,000 4,557,968 1,000,000 1,500,000 2,000,000 1,300,000 500,000 1,100,000 6,000,000 1,000,000 300,000 1,200,000

$ 2,237,985

$ 2,757,125

$ 26,492,450

Budget 2019-2020

Budget 2020-2021

Total

103,463 67,685 87,146

106,567 69,715 89,761

601,362

619,403

637,985

657,125

750,000

600,000

2,000,000 1,300,000

1,000,000

Operational

Budget 2016-2017

93,941

4,651,362

Budget 2017-2018

0 61,941 32,000 $

Budget 2019-2020

500,000 1,100,000 6,000,000

$ 8,026,574

Total

Budget 2018-2019

Total

Impacts Utilities Staffing Operations & Maintenance

Budget 2017-2018

8,819,403

Budget 2018-2019

19,854 63,799 33,600 $

117,253

100,450 65,713 84,608 $

250,771

258,294

266,043

330,334 328,853 327,115 $

986,302

Project Impacts Beginning in FY 2016-2017, major Utility infrastructure projects include:

Sodium Hypochlorite Generation

Sodium hypochlorite is a low-concentration of bleach, used as the primary disinfectant during water treatment. The sodium hypochlorite system upgrades are much needed at the Bud Ervin Water Treatment Plant. The project includes the addition of a generator capable of processing 1500 pounds per day, as well as increased storage for future expansion. In addition, the project involves replacing aging, eroding pipes with piping made from a material that is much better suited for the bleach.

299

Misc. Roadway Projects

As new residential and commercial projects are being developed, the Utilities Division will establish the infrastructure necessary to service these areas. The majority of these projects will be in the southern portion of the City along the State Hwy 360 and U.S. Hwy 287 corridors.

Multi-Year Summary Building Construction

Facility Improvements Dallas Stars Center Fire Station #5 Total

Budget 2016-2017 $15,100,000 $15,100,000

Operational Impacts Fire-Staffing Utilities Supplies Contract Services Total

Budget 2016-2017

Budget 2017-2018

Budget 2018-2019

Budget 2019-2020

Budget 2020-2021 5,100,000

Total $ 15,100,000 5,100,000

$ 5,100,000

$ 20,200,000

Budget Budget Budget Budget 2017-2018 2018-2019 2019-2020 2020-2021 $ 261,878 $ 269,161 $ 831,704 $ 856,656 $ 38,460 23,524 24,230 74,870 77,116 8,500 8,755 $

285,402 $

293,391 $

915,075 $

980,987 $

Total 2,219,398 38,460 199,741 17,255 2,474,854

Project Impacts Beginning in FY 2016-2017, major Building infrastructure projects include:

300

Dallas Stars Center

The Dallas Stars Center is a public/private partnership. Located within the future Shops at Broad development, the approximately 80,000 square foot indoor recreational facility will have two ice surfaces for ice hockey, ice dancing and open skating. It will include programming space for parties and meetings along with viewing areas, locker rooms and retail space. This facility will host local league play, camps, clinics, ice dancing competitions and other event programs. The Dallas Stars Center is estimated to have approximately 327,000 visits annually. It has an anticipated opening date of September 1, 2017 and will cost $15,100,000.

Fire Station No. 5

Due to the rapid development of Mansfield and two new, large residential areas now being constructed in the southern portion of the City, there is a need for a 5th fire station. A current drive time analysis for the Fire Division shows that adding another station will not only provide service for the residents of these new developments, but also improve response times in other outlying areas of the City. Fire Station No. 5 should be staffed and fully operational in FY 2020-2021.

301

Multi-Year Summary Park Construction Parks Construction Land Acquisition Existing Park Improvements Williams Property Development Phase 1 Bike Lanes/MP Trail Improvements Dog Park Elmer W Oliver Nature Park Pond Branch Chandler Park Design& Construction McClendon West Improvements Linear Parks Segments Sports Complex Improvements Priority 1 Segment Improvements McKnight East Improvements McKnight West Improvements Phillip Thompson Improvements Parks Administration Office Walnut Ridge Baptist Church Walnut Creek Linear Park Phase#2 Field House (Remaining Construction) Total

Operational Impact Utilities Staffing Operations & Maintenance Total

Budget 2016-2017 500,000 265,000

Budget 2017-2018 $ 200,000 250,000

Budget 2018-2019 200,000 250,000

Budget 2019-2020 $ 200,000 250,000

Budget 2020-2021 200,000 250,000

120,000 750,000

100,000 650,000

100,000

3,000,000 1,300,000 280,000

750,000

Total $ 1,300,000 1,265,000 520,000 1,400,000 3,000,000 2,050,000 280,000

350,000 2,190,000 300,000 50,000

350,000 2,190,000 550,000 350,000

250,000 300,000 500,000

750,000

650,000

1,400,000 1,000,000 10,690,556

1,000,000 10,690,556 $ 20,545,556

$ 4,000,000

$ 1,200,000

550,000

$ 550,000

Budget 2016-2017

Budget 2017-2018 $ 24,980 177,000 56,800 $ 258,780

Budget 2018-2019 24,830 29,750 46,125 $ 100,705

Budget 2019-2020 $ 10,000 29,750 15,000 $ 54,750

Budget 2020-2021 $ 10,300 30,643 15,450 $ 56,393

$ 26,345,556

Total 70,110 267,143 133,375 470,628

Project Impacts Beginning in FY 2016-2017, major Park infrastructure projects include:

Chandler Park Improvements

The redesign/construction of Chandler Park includes field, concession, lighting, parking, tennis courts and other improvements.

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Fieldhouse U.S.A.

Fieldhouse U.S.A. is a public/private partnership. The 90,000 square foot indoor facility will include 8 basketball courts that can be converted into 12 volleyball courts, a bleacher viewing area, concessions and retail space, as well as rooms for birthday parties, meetings, etc. The facility can also host special events such as job fairs or provide exhibit hall booth space. The Fieldhouse will host local league play, regional and national basketball/volleyball tournaments, as well as host camps, clinics, martial arts, wrestling and cheerleading events. The Fieldhouse is anticipated to have approximately one million visits annually. It is currently under construction with an estimated opening date of December 1, 2016.

Pond Branch Improvements

This project is a ¾ mile trail through Historic Downtown Mansfield. The purpose is to improve Downtown walking trails to provide easy access to this developing area.

Linear Trail/Priority I Segment Improvements

The 2009 Parks, Recreation, Trails and Open Spaces Master Plan included a spine trail phasing and prioritization plan. The first priority on this plan is trail segment “I” which is 2.75 miles from Oliver Nature Park, through the Philip Thompson Soccer Complex, and continuing to Lloyd Park on Joe Pool Lake. This project is a continuation of the existing Walnut Creek Linear Trail and will ultimately link all of the City’s parks.

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Multi-Year Summary Equipment Replacement Fund Project Description Sources: Prior Year Proceeds Bond Proceeds Sale of City Property Transfers Misc Revenue Interest Uses: Capital Purchases Estimated Repair Savings Grant Proceeds Total

Budget 2016-2017

Budget 2017-2018

Budget 2018-2019

Budget 2019-2020

Budget 2020-2021

Total

1,250,377

1,250,377 600,000

600,000

2,400,000

(1,250,377)

(600,000)

(3,650,377) -

The Equipment Replacement Fund is funded through transfers from the General Fund. Typically, $500,000-$600,000 in new and replacement equipment is funded on an annual basis from a combination of excess revenues or expenditure savings. In FY 2016-2017, eight public safety vehicles, one ambulance, one Opticom system and related equipment, a computerized dispatch map, four cardiac monitors, and cameras and New-Line Touch Displays for the Information Technology Department will be funded with a bond issuance of approximately $1,250,377. Vehicles and equipment in public safety are given top priority as funding becomes available. The City will auction obsolete equipment or vehicles that are fully depreciated, or as the maintenance costs become prohibitive. The primary operational impacts in the Equipment Replacement Fund are related to the reduction in repair costs and proceeds from the sale of vehicles and equipment that is being replaced. In FY 20162017, technology enhancements, public safety vehicles, equipment and facility improvements will be purchased through the issuance of certificates of obligation to fund the replacement program.

Project Impacts 

Public Safety vehicles and equipment – annual replacement of vehicles and equipment basis reduces down time and repair costs and provides Police and Fire the best available resources to respond to emergencies.



Repair Savings - reduces down time and enables staff to provide more proactive police patrols; reduces major fire apparatus down time.



Auction Proceeds - offsets borrowing costs by redirecting proceeds for the purchase of new equipment.

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Mansfield Economic Development Fund MEDC Fund Shops at Broad Drainage Klein Infrastructure Klein Incentive Klein Impact Fees Southern Champion Tray The Backyard John T Evans Downtown Parking Lot-Lease Hightower Salons AMC Warehouse New 4A Projects Antler Drive Nationwide Regency Pkwy Other Projects Sprouts/Mansfield Market Place Mouser Way American National Bank Cam Tech/PCX BWAY Expansion FTI NT Window Broad Street Geyer Morris Total

Budget Budget Budget Budget Budget 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 Total 82,120 $ 238,450 $ 238,450 $ 238,450 $ 238,450 $ 1,035,920 634,000 634,000 500,000 500,000 500,000 500,000 500,000 2,500,000 172,626 172,626 172,626 517,878 260,000 130,000 390,000 143,000 143,000 215,000 215,000 17,205 17,205 17,205 17,205 17,205 86,025 50,000 50,000 400,000 650,000 1,050,000 490,122 490,122 1,500,000 1,500,000 150,000 150,000 6,000,000 102,000 102,000 102,000 102,000 6,408,000 9,000,000 9,000,000 43,247 77,700 77,700 198,647 325,000 325,000 60,000 60,000 50,000 50,000 220,000 220,000 300,000 300,000 422,500 422,500 845,000 306,000 306,000 306,000 306,000 1,224,000 612,000 612,000 612,000 612,000 2,448,000 $ 19,869,694 $ 3,798,481 $ 2,448,481 $ 1,948,281 $ 1,775,655 $ 29,840,592

The Economic Development Fund is used to provide economic incentives for businesses to relocate to the City of Mansfield. It also provides direct funding for infrastructure improvements, reimbursements for construction costs and business retention incentives. In FY 2016-2017, the primary construction projects include the expansion of Broad Street and the extension of Regency Parkway south to Heritage Parkway. As commercial and industrial companies relocate to Mansfield, the fund is used to provide reimbursements for utility, roadway and facility improvements provided certain benchmarks are met such as property valuations, employees and future development plans. E. Broad /Regency Parkway

The Broad Street project will expand one of Mansfieldâ&#x20AC;&#x2122;s main east/west routes from 4 lanes to 6 lanes, starting at Highway 287 and extending to Cannon Drive. It includes adding traffic signals at the intersection of Broad and Regency Parkway and extending Regency Parkway to its planned terminus at Heritage Parkway. The result will be reduced congestion on Broad Street. It will allow for growth of traffic volume, as this area is not only a centralized medical district, but also the future site of major sporting and retail establishments (Shops at Broad). The extension of Regency Parkway provides alternate north/south connectivity to the industrial and new residential areas and supports Mansfieldâ&#x20AC;&#x2122;s Economic Development. The MEDC will fund $6,000,000 of this project in FY 2016-2017.

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Historical Analysis Tax Rate Fiscal Year 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017

General Operating 0.4103 0.4859 0.4437 0.4569 0.4543 0.4541 0.4625 0.4710 0.4683 0.4707

Tax Rate General Obligation Percentage I & S Fund 0.5947 0.2796 0.6843 0.2241 0.6249 0.2663 0.6435 0.2531 0.6399 0.2557 0.6254 0.2589 0.6514 0.2475 0.6633 0.2390 0.6596 0.2417 0.6630 0.2392

Tax Rate Total Percentage Tax Rate 0.4053 0.69 0.3157 0.71 0.3751 0.71 0.3565 0.71 0.3601 0.71 0.3646 0.71 0.3486 0.71 0.3367 0.71 0.3404 0.71 0.3369 0.71

New Construction Tax Year 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Fiscal Year 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017

10 Year Total

Commercial Permits 22 43 58 28 24 36 75 41 6 15

Property Value $ 32,763,780 74,503,759 98,228,409 23,733,603 41,826,069 32,723,310 48,859,504 63,650,575 38,438,945 61,189,311

Residential Property Permits Value 447 $ 128,134,634 711 92,670,080 444 61,865,101 338 37,390,200 366 48,674,699 342 38,635,335 335 42,901,609 347 99,914,164 253 71,080,696 336 86,501,025

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$ 515,917,265

3919 $ 707,767,543

Total Permits 469 $ 754 502 366 390 378 410 388 259 351

Taxable Value 160,898,414 167,173,839 160,093,510 61,123,803 90,500,768 71,358,645 91,761,113 163,564,739 109,519,641 147,690,336

4267 $ 1,223,684,808

400 350 300 250 200 150 100 50 0 2013

2014 Residential

2015

2016

2017

Commercial

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TOP EMPLOYERS*

Company Mouser Electronics Methodist Mansfield Medical Center SJ Louis Construction of TX. Wal-Mart Super Center Klein Tools Kroger Pier 1 Distibution Center Hoffman Cabinets Super Target BCB Transport Lifetime Fitness Walnut Creek Country Club Best Buy Intermedix Kindred Hospital Sam's Club Ramtech Building Systems Lowe's Home Depot Conveyors, Inc. On The Border B-Way Packaging Gamma Engineering Skyline Industries Trinity Forge Southern Champion Tray LyondellBasell/Equistar Chemicals Old Castle Precast Parker Hanifan Tyco

Product Line Distribution of Electronics Parts Full Service Hospital Utility Contractor Superstore Manufacturer of Hand Tool Products Grocery Stores(2) Home Goods Cabinet Manufacturer Super center Transportation Provider Fitness Center Country Club Electronics Store Medical Billing Treatment Center Warehouse Store Manufacturer of Modular Office Buildings Home Improvement Store Home Improvement Store Manufacturer Conveyor Equipment Mexican Restaurant Producer of Injection Molded Plastic Buckets CNC Machining RV Manufacturer Drop Forger Manufacturer of Paperboard Folding Cartons Manufacturer of Plastic Polymers used in Auto Industry Manufacturer of Concrete Utility Products Manufacturer of Thermoplastic and Fluoropolymer Fluid Manufacturer of Fire Fighting Suppression Products

Number of Employees 1,300 1,207 450 400 395 320 300 260 250 214 200 190 180 180 155 150 150 146 145 130 125 124 119 103 90 90 85 80 62 60

*Information provided by the Mansfield Economic Development Corporation

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ACRONYMS

ADA ACH CAD CAFR CID CIP CDBG CRO CVB DA DRC DWI EAP EEOC EMS EMT EOC FTE GAAP GASB GFOA GIS GO HVAC K-9 LAN LEC LLEBG MAC MEDC MISD MPFDC OPEB PID SEC TAD TIF TIRZ TCC TMRS WAN

Americans with Disabilities Act Automated Clearing House Computer Aided Dispatch Comprehensive Annual Financial Report Criminal Investigation Division Capital Improvement Program Community Development Block Grants Community Resource Officer Convention and Visitors Bureau District Attorney Development Review Committee Driving While Intoxicated Employee Assistance Program Equal Employment Opportunity Commission Emergency Medical Services Emergency Medical Technician Emergency Operations Center Full Time Equivalent Positions Generally Accepted Accounting Principles Governmental Accounting Standards Board Government Finance Officers Association Geographic Information System General Obligation (debt) Heating and Air Conditioning Units Canine Unit Local Area Network Law Enforcement Center Local Law Enforcement Block Grants Mansfield Activity Center Mansfield Economic Development Corporation Mansfield Independent School District Mansfield Park Facilities Development Corporation Other Post-Employment Benefits Public Improvement District Securities and Exchange Commission Tarrant County Appraisal District Tax Increment Funding Tax Increment Reinvestment Zone Tarrant County College Texas Municipals Retirement System Wide Area Network

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BUDGET GLOSSARY The Annual Budget contains specialized terminology that is unique to public finance and budgeting. To assist the reader of the Annual Budget document in understanding these terms, a budget glossary has been included. Accrual Accounting

A basis of accounting in which debits and credits are recorded at the time they are incurred as opposed to when cash is actually received or spent. For example, in accrual accounting, revenue which was earned between April 1 and June 30, but for which payment was not received until July 10, is recorded as being received on June 30 rather than on July 10.

Appropriations

An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources.

Appropriation Ordinance

The official enactment by the City Council to establish legal authority for City officials to obligate and expend resources.

Arbitrage

The reinvestment of the proceeds of tax-exempt securities in materially higher yielding taxable securities.

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 Tarrant Appraisal District.)

Audit

A comprehensive investigation of the manner in which the government's resources were actually utilized. A financial audit is a review of the accounting system and financial information to determine how government funds were spent and whether expenditures are in compliance with the legislative body's appropriations. A performance audit consists of a review of how well the government met its stated goals.

Balanced Budget

Current appropriations in all funds are limited to the sum of available unencumbered cash balances and revenues estimated to be received in the current budget period.

Balance Sheet

A financial statement that discloses the assets, liabilities, reserves and balances of a specific governmental fund as of a specific date.

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.

Budget

A financial plan for a specified period of time (fiscal year) that

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matches all planned revenues and expenditures with various municipal services. Budget Basis

A basis of budgeting general government type funds prepared on a modified accrual basis. The obligations of the City are budgeted as expenditures, but revenues are recognized only when they are measurable and available.

Budget Amendment

A legal procedure utilized by the City staff and City Council to revise a budget appropriation. The City of Mansfield's Charter requires City Council approval through the adoption of a supplemental appropriation ordinance (which specifies both the source of revenue and the appropriate expenditures account) for any inter-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 budget-making authority to present a comprehensive financial program to the City Council.

Budgeted Funds

Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for City Council approval is composed of budgeted funds.

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.

Budgetary Control

The control of management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues.

Capital

Relatively expensive improvements that are non-recurring, have a multi-year useful life and that result in fixed assets. Capital may include equipment, streets, utilities, land and buildings.

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Capital Equipment Budget

The portion of the annual operating budget that appropriates funds for the purchase of capital equipment items. These expenditures are often separated from regular operating items, such as salaries, utilities and office supplies. The Capital Equipment Budget includes funds for capital equipment purchases, such as typewriters, vehicles, furniture, machinery, building improvements, microcomputers and special tools, which are usually distinguished from operating items according to their value and projected useful life. The dollar varies according to the policy established by each jurisdiction.

Capital Improvement Program

A plan for capital expenditures to provide long-lasting physical improvements to be incurred over a fixed period of several future years.

Capital Improvement Program Budget

A Capital Improvement Program (CIP) Budget is a separate budget from the operating budget. Items in the CIP are usually construction projects designed to improve the value of the government assets. Examples of capital improvement projects include new roads, sewer lines, buildings, recreational facilities and large scale remodeling. The City Council receives a separate document that details the CIP costs for the upcoming fiscal year.

Capital Leases

A contract by which the City purchases equipment for a specified term for a specified rent.

Cash Accounting

A basis of accounting in which transactions are recorded when cash is either received or expended for goods and services.

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.

Comprehensive Annual Financial Report (CAFR)

The official financial report of the City that includes an audit opinion as well as basic financial statements and supporting schedules necessary to demonstrate compliance with financial related legal and contractual provisions.

Current Taxes

Taxes that are levied and due within one year.

Debt Services

The Cityâ&#x20AC;&#x2122;s obligation to pay the principal and interest of all bonds and other debt instruments to a pre-determined payment schedule.

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Delinquent Taxes

Taxes that remains unpaid on and after the date on which a penalty for non-payment is attached.

Department Purpose

The primary reason for the existence of a specific department is explained through the departmental purpose statement.

Department Purpose

The primary reason for the existence of a specific department is explained through the departmental purpose statement.

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.

Development Fees

Fees charged by the City to developers or individuals to recover the cost of services provided by the City.

Disbursement

Payment for goods and services in cash or by check.

Donations

A gift to the City that may be either monetary or non-monetary.

Effective Tax Rate

The tax rate that would impose the same total taxes as the previous year on properties taxed in both years. In other words, the effective tax rate gives the taxing unit approximately the same amount of money to spend as it had the year before. EFFECTIVE TAX RATE = (Last Year’s Levy – Lost Property Levy) (Current Total Value – New Property Value)

Encumbrance

The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for future expenditures.

Enterprise Fund

A governmental accounting fund in which the services provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to insure that revenues are adequate to meet all necessary expenditures. An enterprise fund in Mansfield is established for water and sewer services.

Estimated Revenue

The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by City Council.

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Expenditure

This term refers to the outflow of funds 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 expenditure. An encumbrance reserves funds to be expended.

Expense Object Class

A basis for distinguishing types of expenditures. The five major expense object classes used by the City of Mansfield are: 8000 series-personnel services, 8100 series-supplies, 8200-8400 series-maintenance, 8500-8900 series-other operating, and 9000 series-capital outlay.

Expenses

Charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges.

Fiscal Year

The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Mansfield has specified October 1st to September 30th as its fiscal year.

Fixed Assets

Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment.

Full Time Equivalent Positions (FTE)

The amount of time a position has been budgeted on an annual basis. A Full-Time Employee (FTE) normally works 2,080 hours on an annual basis while a part-time FTE would work 1,080 hours annually.

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.

Fund Balance

Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds.

Full Faith and Credit

A pledge of the general taxing power of a government to a government to repay debt obligations (typically used in reference to bonds).

Function

A group of related programs crossing organizational (departmental) boundaries and aimed at accomplishing a broad goal or accomplishing a major service.

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GASB 34

Basic financial statements and managementâ&#x20AC;&#x2122;s discussion and analysis for State and Local governments. GASB 34 requires state and local governments to produce financial statements on an accrual basis in much the same manner as a private sector entity. The objective is to enhance the understanding and usefulness of the financial reports of state and local governments to the public, legislative and oversight bodies as well as investors and creditors.

General Fund

The largest fund within the City, the General Fund accounts for most of the financial resources of the government. General Fund revenues include property taxes, licenses and permits, local taxes, service charges, and other types of revenue. This fund usually includes most of the basic operating services, such as fire and police protection, finance, data processing, park and recreation, libraries, public works and general administration.

General Ledger

A file that contains a listing of the various accounts necessary to reflect the financial position of the government.

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 Fund, and these bonds are backed by the full faith and credit of the issuing government.

Governmental Fund

Funds used to account for essentially the same functions reported as governmental activities in the government-wide financial statements.

Grant

A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee.

Impact Fee

A fee charged at the time of building permit issuance for roadway and utility infrastructure costs in various quadrants of the City.

Inter-fund Transfers

Amounts transferred from one fund to another.

Intergovernmental Revenue

Revenue received from another government for a specified purpose. In Mansfield, these funds are from the State of Texas and the Federal Government.

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.

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Infrastructure

The underlying foundation or basic framework of the City including land, buildings, streets and utilities, that tends to be permanent or have a multi-year life.

Inventory

A detailed listing of property currently held by the government.

Invoice

A bill requesting payment for goods or services by a vendor or other governmental unit.

Levy

To impose taxes, special assessments, or service charges for the support of City activities.

Line-Item Budget

A budget that lists each expenditure category separately (salary, materials, telephone service, travel, etc.), along with the dollar amount budgeted for each specified category.

Major Funds

All funds including General, Enterprise, Special Revenue, and Capital Funds.

Merit Incentive

A salary or benefit adjustment based on an employeeâ&#x20AC;&#x2122;s overall job performance that would warrant a salary or benefit increase.

Modified Accrual Accounting

A basis of accounting in which expenditures are accrued but revenues are accounted for a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are "measurable" and "available for expenditure." Since this type of accounting basis is a conservative financial approach, it is recommended as the standard for most governmental funds.

Object Code

An expenditure category, such as salaries, supplies, or vehicles.

Operating Budget

The portion of the budget that pertains to daily operations that provides basic governmental services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel and fuel.

Operating Fund

A fund restricted to a fiscal budget year.

Performance Budget

A budget that focuses upon activities rather than line items. Work load and unit cost data are collected in order to assess the efficiency of services. Typical data collected might include miles of streets paved per year, cost of paved streets per mile, tons of garbage collected per man hour, or cost per man hour of garbage collection.

Performance Measures

Specific quantitative and qualitative measures of work performed as an objective of the department.

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Program Budget

A budget that focuses upon the goals and objectives of an agency or jurisdiction rather than upon its organizational budget classes of expenditure.

Project

Something that is contemplated or planned, a large or major undertaking, especially one involving considerable money, personnel, and equipment.

Propose

To offer for consideration, acceptance, or action.

Property Tax

Property taxes are levied on both real and personal property according to the property's valuation and the tax rate.

Proprietary Fund

Funds to provide the same type of information as the government-wide fund statements, except in more detail.

Reconciliation

A detailed summary of increases and decreases in departmental expenditures from one budget year to another.

Revenue

Funds that the government receives as income. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues and interest income.

Revenue Bonds

Bonds usually sold for constructing a project that will produce revenue for the government. The revenue is used to pay the principal and interest of the bond.

Requisition

A written request from a department to the Budget/Accounting office for specific goods or services. This action precedes the authorization of a purchase order.

Reserve

An account used 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.

Risk Management

An organized attempt to protect a government's assets against accidental loss in the most economical method.

Source of Revenue

Revenues are classified according to their source or point of origin.

Strategic Plan

A multi-year financial, operational and capital plan designed to serve as a guide to future capital improvements, staffing and operational requirements, as well as projected funding sources over a specified time frame. The Strategic Plan is updated on an annual basis.

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Tax Duplicate

A listing of all taxable properties (real and personal) located within the City's boundaries and the assessed valuation of each parcel as determined by the Tarrant County Appraisal District. This is another term for tax roll.

TIF

A public financing method that is used as a subsidy for redevelopment, infrastructure, and other communityimprovement projects.

TIRZ

A political subdivision of a municipality or county in the state of Texas created to implement tax increment financing. They may be initiated by the city or county or by petition of owners whose total holdings in the zone consist of a majority of the appraised property value.

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

The amount of funds available for use in the form of cash or other assets after deductions for liabilities.

Voucher

A document indicating that a transaction has occurred. usually contains the accounts related to the transaction.

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2016 PROPERTY TAX RATES In the CITY OF MANSFIELD This notice concerns 2016 property tax rates for CITY OF MANSFIELD. It presents information about three tax rates. Last year’s tax rate is the actual rate the taxing unit used to determine property taxes last year. This year’s effective tax rate would impose the same total taxes as last year if you compare properties taxed in both years. This year’s rollback tax rate is the highest tax rate the taxing unit can set before taxpayers start rollback procedures. In each case these rates are found by dividing the total amount of taxes by the tax base (the total value of taxable property) with adjustments as required by state law. The rates are given per $100 of property value. Last year’s rate: Last year’s operating taxes Last year’s debt taxes Last year’s total taxes Last year’s base tax Last year’s total tax rate

$23,210,925 $11,977,794 $35,188,719 $4,956,157,606 0.710000/$100

This year’s effective tax rate: Last year’s adjusted taxes (after subtracting taxes on lost property) This year’s adjusted tax base (after subtracting value of new property = This year’s effective tax rate (Maximum rate unless unit publishes notices and holds hearings)

$34,545,879 $5,181,378,189 0.666731/$100

This year’s rollback tax rate: Last year’s adjusted operating taxes (after subtracting taxes on lost property and adjusting for any transferred function, tax increment financing, state criminal justice mandate, and/or enhanced indigent health care expenditures) ÷ This year’s adjusted tax base = This year’s effective operating rate x 1.08 – this year’s maximum operating rate + This year’s debt rate - This year’s rollback rate

$22,636,053

$5,181,378,189 0.436873/$100 0.471822/$100 0.239223/$100 0.711045/$100

Statement of Increase/Decrease If the City of Mansfield adopts a 2016 tax rate equal to the effective tax rate of $0.666731 per $100 of value, taxes would increase compared to 2015 taxes by $455,736.

Schedule A Unencumbered Fund Balance The following estimated balances will be left in the unit’s property tax accounts at the end of the fiscal year. These balances are not encumbered by a corresponding debt obligation. Type of Property Tax Fund Debt Service

Balance $426,176

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Schedule B â&#x20AC;&#x201C; 2016 Debt Service The unit plans to pay the following amounts for long-term debts that are secured by property taxes. These amounts will be paid from property tax revenues (or additional sales tax revenues, if applicable).

Principal or Contract Payment To be Paid from Property Taxes

Description of Debt Combination Tax and General Obligation Bonds General Obligation Bonds, Series 2007B General Obligation Bonds 2007B Series 2007A Combination Tax and Cert. of Obligation Certificates of Obligation Series 2007A Taxable Series 2008 General Obligation Bonds General Obligation Bonds, Series 2008 Refunding 2009 Combination Tax and Cert. of Obligation Series 2011 General Obligation Refunding Bonds 2011 Combination Tax and Certificates of Obligation Series 2012A Combination Tax and Revenue Cert. of Obligation 2012 General Obligation Refunding Series 2012 Combination Tax and Revenue Cert. of Obligation General Obligation Refunding Series 2013 Bonds Refunding Bonds 2013 General Obligation Refunding Tax Bonds General Obligation Refunding Bonds Series 2013 Combination Tax and Revenue Cert. of Obligation 2014 Combination Tax and Certificates of Obligation 2014 Series 2014 Combination Tax and Revenue Cert. of Obligation General Obligation Refunding Bonds, Series 2015 2015 Capital Obligation Bonds for Capital and Equipment General Obligation Refund and Imp. Bonds Series 2016 Combination Tax and Revenue Cert. of Obligation 2016 Series 2016 General Obligation Bonds

$35,000 $245,000 $55,000 $215,000 $535,000 $130,000 $890,000 $125,000 $895,000 $120,000 $135,000 $35,000 $215,000 $265,000 $265,000 $1,305,000 $645,000 $50,000 $590,000 $1,525,000 $189,160 $60,000 $450,000 $80,000

Interest to be Paid from Property Taxes $1,129 $4,900 $1,100 $6,337 $41,375 $10,000 $179,025 $105,719 $144,756 $113,190 $100,273 $180,434 $150,650 $111,300 $60,400 $43,600 $593,050 $43,381 $683,450 $504,775 $51,993 $665,962 $615,800 $124,008

Other Amounts to be Paid $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total required for 2016 debt service -Amount (if any) paid from funds listed in Schedule A -Amount (if any) paid from other resources -Excess collections last year =Total to be paid from taxes in 2016 + Amount added in anticipation that the unit will collect only 100.00% of its taxes in 2016 =Total debt levy

Total Payment $36,129 $249,900 $56,100 $221,337 $576,375 $140,000 $1,069,025 $230,719 $1,039,756 $233,190 $235,273 $215,434 $365,650 $376,300 $325,400 $1,348,600 $1,238,050 $93,381 $1,273,450 $2,029,775 $241,153 $725,962 $1,065,800 $204,008

$13,590,767 $426,176 $375,316 $0 $12,789,275 $0 $0 $12,789,275

This notice contains a summary of actual effective and rollback tax ratesâ&#x20AC;&#x2122; calculations. You can inspect a copy of the full calculations at 100 E. Weatherford Street, Fort Worth, Texas 76102. Name of person preparing this notice: Ron Wright Title: Tarrant County Tax Assessor-Collector Date prepared: August 08, 2016

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