TEXAS
ADOPTED BUDGET 2018/ 19 Operating & Capital
CITY OF TEMPLE ANNUAL OPERATING & CAPITAL BUDGET OCTOBER 1, 2018 - SEPTEMBER 30, 2019
This budget will raise more revenue from property taxes than last year’s budget by an amount of $1,034,826, which is a 3.78% increase from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $727,677. The record vote of each member of the governing body by name voting on the adoption of FY 2018-2019 Budget was as follows: CITY COUNCIL
FOR
AGAINST
Not Present
Not Present
Tim Davis, Mayor Jessica Walker, Council Member - District 1 Judy Morales, Mayor Pro-Tempore - District 2 Susan Long, Council Member - District 3 Mike Pilkington, Council Member - District 4
The municipal property tax rates for the preceding fiscal year, and each property tax rate that has been adopted or calculated for the current fiscal year, include: FISCAL YEAR TAX YEAR
2018-2019
2017-2018
2018
2017
Adopted Operating Rate
$
0.298200
$
0.314200
Adopted Debt Rate
$
0.363000
$
0.363000
Total Adopted Rate
$
0.661200
$
0.677200
Effective Tax Rate
$
0.643400
$
0.646800
Effective Operating Rate (M&O)
$
0.446500
$
0.464700
Maximum Operating Rate (M&O)
$
0.482200
$
0.501800
Debt Rate (I&S)
$
0.363000
$
0.366800
Rollback Rate
$
0.661300
$
0.677600
The total amount of outstanding municipal debt obligations (principal & interest) is as follows: TYPE OF DEBT Property Tax Supported
TOTAL OUTSTANDING $
201,285,000
Self-Supporting Total Debt
CURRENT YEAR DEBT $
970,000 $
202,255,000 2
16,457,171 983,300
$
17,440,471
TIM DAVIS TIM DAVIS MAYOR MAYOR
JESSICA WALKER
JUDY MORALES MAYOR PRO-TEMPORE, DISTRICT 2
DISTRICT 1
SUSAN LONG
MIKE PILKINGTON
DISTRICT 3
DISTRICT 4
BRYNN MYERS
CITY MANAGER
TRACI L. BARNARD, C.P.A.
DIRECTOR OF FINANCE
KAYLA LANDEROS
CITY ATTORNEY
LACY BORGESON
CITY SECRETARY
MELISSA PRZYBYLSKI, C.P.A.
ASSISTANT DIRECTOR OF FINANCE
JENNIFER EMERSON
BUDGET MANAGER 3
CITIZENS MAYOR & CITY COUNCIL CITY ATTORNEY
CITY MANAGER
CITY SECRETARY
CITY JUDGE
DIRECTOR OF FINANCE FINANCE/ACCOUNTING
ASSISTANT CITY MANAGER
AIRPORT
METERING
ITS
MUNICIPAL COURT
FIRE
PURCHASING
POLICE
UTILITY BUSINESS OFFICE
ANIMAL SERVICES PLANNING CODE COMPLIANCE
LIBRARY
PUBLIC WORKS HUMAN RESOURCES
PERMITS/INSPECTIONS
PARKS & RECREATION GOLF COURSE
RAILROAD MUSEUM
MAYBORN CENTER
RECREATION
PARKS
VISITORS CENTER
DEPARTMENT
DRAINAGE
SOLID WASTE
ENGINEERING
STREET
ENVIRONMENTAL PROGRAMS
TRAFFIC SIGNALS
FLEET SERVICES
UTILITY SERVICES
COUNCIL APPOINTED POSITION 4
DIVISION
DISTINGUISHED BUDGET PRESENATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Temple, Texas for its annual budget for the fiscal year beginning October 1, 2017. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to confirm to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
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TABLE OF CONTENTS
6
FY 2019
TABLE OF CONTENTS
PAGE BUDGET MESSAGE ..........................................................................................................
13
STRATEGIC & ACTION PLANS ........................................................................................
30
USER GUIDE Budget Process ....................................................................................................... Budget Calendar .....................................................................................................
34 40
FISCAL AND BUDGETARY POLICY ................................................................................
42
INVESTMENT POLICY ......................................................................................................
57
BUDGET SUMMARIES & FORECASTS – ALL FUNDS Combined Statement – Sources/Uses of Fund ....................................................... Combined Summary of Revenues, Expenditures and Fund Balance/Net Assets ... Funds - [Fund Number] General Fund [110] Summary .................................................................................................... Revenues by Source Chart ........................................................................ Expenditures by Element Chart .................................................................. Expenditures by Department Chart ............................................................ Five Year Forecast ..................................................................................... Hotel/Motel Tax Fund [240] Summary .................................................................................................... Revenues by Source Chart ........................................................................ Expenditures by Element Chart .................................................................. Expenditures by Department Chart ............................................................ Federal/State Grant Fund [260] Summary .................................................................................................... Revenues by Source Chart ........................................................................ Expenditures by Element Chart .................................................................. Expenditures by Department Chart ............................................................ Drainage Fund [292] Summary .................................................................................................... Revenues by Source Chart ........................................................................ Expenditures by Element Chart .................................................................. Expenditures by Department Chart ............................................................ Debt Service Fund [430] Summary .................................................................................................... Revenues by Source Chart ........................................................................ Expenditures by Element Chart .................................................................. Expenditures by Department Chart ............................................................ Utility Enterprise Fund [520] Summary .................................................................................................... Revenues by Source Chart ........................................................................ Expenditures by Element Chart .................................................................. Expenditures by Department Chart ............................................................ Five Year Forecast .....................................................................................
7
67 68 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95
FY 2019
TABLE OF CONTENTS
PAGE BUDGET SUMMARIES & FORECASTS – ALL FUNDS (continued) Funds - [Fund Number] (continued) Reinvestment Zone No. 1 Fund [795] Summary .................................................................................................... Revenues by Source Chart ........................................................................ Expenditures by Element Chart .................................................................. Expenditures by Department Chart ............................................................ GENERAL FUND Revenues & Expenditures Graph ............................................................................ Revenues ................................................................................................................ Disbursements - [Department Number] Airport Airport – [36] ................................................................................................ General Government City Council – [10] ....................................................................................... City Manager – [11] ..................................................................................... City Secretary – [14] .................................................................................... Economic Development – [33] .................................................................... Facility Services – [24] ................................................................................ Finance – [12] .............................................................................................. Fleet Services – [38] .................................................................................... General Services – [60] ............................................................................... Human Resources – [27] ............................................................................. Information Technology Services – [19] ...................................................... Inspections / Permits – [47] ......................................................................... Legal – [16] .................................................................................................. Planning – [17] ............................................................................................ Purchasing – [13] ........................................................................................ Social Security Building – [26] ..................................................................... Special Services – [15] ................................................................................ Highways & Streets Engineering – [39] ....................................................................................... Streets – [34] ............................................................................................... Traffic Signals – [28] .................................................................................... Parks & Recreation Golf Course – [31] ....................................................................................... Library – [40] ............................................................................................... Parks – [35] ................................................................................................. Parks & Recreation - Administration Services – [41] ................................... Recreation – [32] ......................................................................................... Public Safety Animal Services – [21] ................................................................................. Code Compliance – [37] .............................................................................. Communications – [25] ................................................................................ Fire – [22] .................................................................................................... Municipal Court – [18] ................................................................................. Police – [20] ................................................................................................. Solid Waste Solid Waste – [23] .......................................................................................
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96 97 98 99 101 102 115 118 120 122 124 126 128 130 132 134 136 138 140 142 144 146 148 151 153 155 158 160 162 165 167 170 172 174 176 178 180 184
FY 2019
TABLE OF CONTENTS
GENERAL FUND (continued) Disbursements - [Department Number] (continued) Other Capital – [59] ............................................................................................... Debt Service – [57] ...................................................................................... Transfers Out – [91] .................................................................................... UTILITY ENTERPRISE FUND Revenues & Expenditures Graph ............................................................................ Revenues ................................................................................................................ Disbursements – [Department Number] Debt Service – [57] ...................................................................................... Environmental Programs – [56] ................................................................... Metering – [53] ............................................................................................ Public Works Administration – [50] .............................................................. Purchasing – [13] ........................................................................................ Utility Business Office – [58] ........................................................................ Wastewater Collection – [54] ....................................................................... Wastewater Treatment – [55] ...................................................................... Water Distribution – [52] .............................................................................. Water Treatment – [51] ............................................................................... SPECIAL REVENUE FUNDS DRAINAGE FUND: Revenues & Expenditures Graph ............................................................................ Revenues ................................................................................................................ Disbursements – [Department Number] Drainage – [29] ............................................................................................ Transfers Out – [91] .................................................................................... FEDERAL/STATE GRANT FUND: Revenues & Expenditures Graph ............................................................................ Revenues ................................................................................................................ Disbursements – [Department Number] Administration – [60] .................................................................................... Projects/Grants – [61] .................................................................................. HOTEL/MOTEL TAX FUND: Revenues & Expenditures Graph ............................................................................ Revenues ................................................................................................................ Disbursements – [Department Number] Mayborn Center – [44] ................................................................................. Tourism Marketing – [46] ............................................................................. Railroad and Heritage Museum – [70] ......................................................... REINVESTMENT ZONE NO. 1 FUND: Revenues & Expenditures Graph ............................................................................ Revenues ................................................................................................................ Disbursements – [Department Number] Reinvestment Zone No. 1 – [95] ..................................................................
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PAGE
187 188 189 191 192 195 196 198 200 202 204 206 208 210 213
217 218 219 222 224 225 227 228 231 232 234 236 237 240 241 242
FY 2019
TABLE OF CONTENTS
DEBT SERVICE FUND Revenues & Expenditures Graph ............................................................................ Revenues ................................................................................................................ Disbursements – [Department Number] Debt Service Fund – [57] ............................................................................. CAPITAL IMPROVEMENT PROGRAM Definition ................................................................................................................. Routine and Non-Routine Capital: Underway/Schedule by Category ................................................................ Underway/Schedule by Project Listing ........................................................ Underway/Schedule by Funding Source .................................................... Routine Capital: Included in Annual Budget .......................................................................... CIP Non-Routine Capital: CO – Transportation CIP Projects ............................................................... LTN – Streets & Sanitation Equipment ........................................................ UR – Water/Wastewater CIP Projects ......................................................... Future Consideration ...................................................................................
PAGE 245 246 247 249 253 254 264 266 270 282 288 299
COMBINED BONDED DEBT SUMMARY – ALL TYPES Schedule of Outstanding Debt by Type – All Funds ............................................... Computation of Legal Debt Margin .........................................................................
376 377
TAX SUPPORTED DEBT: Schedule of Tax Supported Debt by Type .............................................................. Tax Data and General Obligation Bond Balance .................................................... Amortization Schedule of Outstanding Debt ........................................................... Tax Supported Debt Purposes ................................................................................
378 379 380 385
NOTES PAYABLE: Notes Payable by Type ........................................................................................... Notes Payable Balance ........................................................................................... Amortization Schedule of Outstanding Debt ........................................................... Notes Payable Purposes .........................................................................................
387 388 389 391
WATER AND WASTEWATER FUND DEBT: Water & Wastewater Fund Debt by Type ................................................................ Water & Wastewater Fund Debt Balance ............................................................... Amortization Schedule of Outstanding Debt ........................................................... Water & Wastewater Fund Debt Purposes .............................................................
392 393 394 397
REINVESTMENT ZONE BONDED DEBT: Schedule of Outstanding Debt by Type .................................................................. Tax Data and Reinvestment Zone No. 1 Bond Balance ......................................... Amortization Schedule of Outstanding Debt ........................................................... Reinvestment Zone No. 1 Bond Purposes ..............................................................
398 399 400 403
PERSONNEL DATA ..........................................................................................................
405
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FY 2019
TABLE OF CONTENTS
STATISTICAL SECTION: The Tale of Temple ................................................................................................. Fast Facts ............................................................................................................... Miscellaneous Statistical Data ................................................................................ Demographic Statistics ........................................................................................... Residential Building Permits ................................................................................... Ten Largest Taxpayers ........................................................................................... General Fund Tax and Franchise Revenues by Sources ....................................... General Fund Revenues Other Than Taxes & Franchise Fees .............................. Historical Sales Tax Analysis .................................................................................. Historical Tax Rate Information ............................................................................... Property Tax Rates and Levies ............................................................................... General Fund Expenditures .................................................................................... Ratio of Net General Bonded Debt to Assessed Value ...........................................
PAGE 414 415 416 423 424 425 426 427 428 429 430 431 432
ADOPTING DOCUMENTS: Resolution No. 2018-9252-R ................................................................................... Ordinance No. 2018-4926 ....................................................................................... Ordinance No. 2018-4927 .......................................................................................
434 436 438
GLOSSARY AND ACRONYMS .........................................................................................
442
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BUDGET MESSAGE
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Message from the City Manager August 24, 2018
This year’s budget has been developed within the framework of the strategic plan priorities adopted by the City Council and the budget parameters that I briefed the Council on at the May 17, 2018 budget work session. Those parameters are:
Honorable Mayor and City Council, It is my privilege to present to you my Fiscal Year 2019 Budget for the City of Temple. The annual budget guides the City’s plan for providing the services, facilities, and infrastructure that has helped make Temple a community of choice. The development and adoption of the annual budget is a task of primary importance for the City Manager and the City Council.
• • • • •
This is an exciting time to be part of this incredible community as we prepare for the future ahead. The strategic and fiscally sound management by Temple’s elected officials over the course of many years has served this community well. I’m fortunate to be Temple’s city manager at a great time. The City continues to implement the largest capital improvement program in the history of the community while we also prepare the big plans that will help us remain a city of choice to live, work, and play.
•
maintain fiscal soundness; focus on core mission and activities; maintain or improve services and service levels; continue to improve infrastructure; continue to support and develop our workforce; and align strategic, financial, and staff work plan.
Great things are happening right now. The City continues to implement the largest capital improvement program in the history of the community while we also prepare the big plans that will help us remain a city of choice to live, work, and play.
Great things are happening right now. The City of Temple has excellent, dedicated staff and 2018 has brought new city leadership and a new strategic plan will soon be developed that will lay the foundation for a bright future. For Fiscal Year 2019, my budget totals $147,690,993 for all funds. This annual budget has been developed with the goal of providing a wide range of high-quality services while maintaining fiscal soundness as the foundation of all that we do. The property tax rate of 66.12¢ per $100 valuation is a decrease of 1.60¢ as compared to FY 2018 tax rate of 67.72¢.
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FY 2019 Focus Areas The focus of the FY 2019 Budget is on providing services that our residents request while responding to the growth of our community. I believe this budget reflects a fiscally responsible approach to improving the City’s infrastructure and maintaining quality City services to a growing population. The FY 2019 Budget focuses on six (6) areas:
Manage Strategically
Protect our Public Safety
Enhance our Quality of Life
Deliver High Quality Services
Invest in our Infrastructure
Build Strong Neighborhoods
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Manage Strategically The first area of focus in the FY 2019 Budget is strategic management. Temple is committed to continuing our history of being a well-run, financially stable city as evidenced by our strong fund balance, conservative budgeting practices, and AA bond rating from Standard & Poor’s.
updated Comprehensive Plan will lay the groundwork for the future development of our community. Extensive community engagement with our stakeholders and citizens is a central part of this important planning process. The FY 2019 Budget also recommends an update to the Parks Master Plan, the Trails Master Plan, and the Bend of the River Master Plan.
Focus on the Future Extensive planning processes are underway to ensure the successes of the past are carried forward into the future and that we are able to identify and act on strategic decisions. This year, we are in the process of updating our Water & Wastewater Master Plan as well as conducting a Drainage Study and Comprehensive Modeling Assessment. Also planned for later this year is a facilitated update to our Strategic Plan to establish the Council’s goals and major priorities that will guide the organization as we make decisions and plan for the City’s future.
Investing in our Economy The City’s diverse economy generates highquality, well paying jobs that strengthen the sales and property tax base and contribute to an exceptional quality of life. In order for us to continue to meet the demands for current service, and in order for us to meet the needs of projected growth and development, it is critical that we continue to invest in expanding our tax base. For over 10 years, the City of Temple has committed to fund an incentive pool through the Temple Economic Development Corporation (TEDC). This incentive pool provides funding for economic development incentives for new and/or expanding businesses.
The FY 2019 Budget recommends an update to the City’s Comprehensive Plan, which was last updated in 2008. The City’s leaders are focused on enhancing the quality of life in Temple and guiding the growth of our community. As Temple continues to grow, an
The FY 2019 Budget continues that commitment and includes a $863,236 placeholder to maintain and replenish the incentive pool funding level, as well as $1,330,554 for the operations and maintenance component of TEDC. Strategic Partnerships Successful partnerships within the community help the City leverage service delivery and funding levels and offer the ability to respond to the needs of our growing community. In alignment with the Council’s Outside Service Agency Funding Policy, the FY 2019 Budget recommends continued funding for all of our Strategic Partner agencies and includes an allocation of $100,000 for Community Enhancement Grants.
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The City’s leaders are focused on enhancing the quality of life in Temple and guiding the growth of our community. As Temple continues to grow, an updated Comprehensive Plan will lay the groundwork for the future development of our community.
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Protecting our public safety is a top priority for the City of Temple in providing a community where businesses can thrive and residents want to call home. One of the primary focus areas for the FY 2019 Budget is on enhancing public safety services by investing in positions, equipment, and technology.
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Protect our Public Safety Protecting our public safety is a top priority for the City of Temple in providing a community where businesses can thrive and residents want to call home. One of the primary focus areas for the FY 2019 Budget is on enhancing public safety services by investing in positions, equipment, and technology. Positions The FY 2019 Budget includes funding for additional positions within the Police Department including two new Crime Scene Technicians and a Communications Specialist position. Additionally the budget recommends funding the second and third staffing phases for the new Proactive Enforcement/Violent Crime Squad in the Police Department. This new squad will allow a dedicated unit to routinely perform proactive strategies that are designed to reduce violent crime and apprehend criminal offenders.
As our community continues to experience significant growth, several multi-story buildings have been built in the past few years and several more are being planned. An additional aerial ladder truck is needed to serve the south portion of the City of Temple. An additional rescue fire truck is also recommended to be added to the fleet.
The first staffing phase, which was funded in FY 2018, consisted of 2 police officers (1 addition and 1 reassignment) to establish the squad. The FY 2019 Budget recommends adding a sergeant and 2 additional police officers to the unit. The sergeant position is an addition to the force and the police officer positions would be reassigned as a result of the addition of the two non-sworn Crime Scene Technicians and the Communications Specialist position. Future staffing phases will include the addition of 2 police officers to bring the unit to full staffing.
Technology The FY 2019 Budget also recommends funding for a cloud-based evidence management software system and connected devices for the Police Department. The system includes TASER devices, in-car and body-worn video devices, a centralized digital evidence management system with unlimited video storage, and signal technology that automatically turns on in-car and body-worn cameras when a police officer performs certain events, such as drawing their TASER or sidearm or activating their vehicle’s light bar.
Equipment The FY 2019 Budget also recommends funding for the replacement of 11 marked police vehicles. The FY 2019 Budget also includes a $1,350,000 allocation to purchase a new ladder truck and new rescue truck for the Fire Department.
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Enhance our Quality of Life Quality of life, the characteristics of our community that make it an attractive place in which to live and raise a family, is an important priority for the City of Temple and is another of the primary focus areas for the FY 2019 Budget. Recreational and leisure opportunities add to the City’s excellent quality of life and the FY 2019 Budget proposes several areas of additional funding in our Parks & Recreation Department as well as our Library.
pump station which is critical infrastructure to allow us to continue watering the course without using potable, treated water. An additional Irrigation Technician is proposed in the FY 2019 Budget to allow us to perform preventative maintenance and make needed repairs to our irrigation systems. The number of irrigation systems operated and maintained by the City has more than tripled since any additional staffing has been added in this area.
In May of 2015, voters approved a $27,675,000 Parks bond package that includes 24 projects ranging from neighborhood park improvements, new community parks, new and upgraded athletic facilities, facility upgrades, water recreation projects, and linkage trails.
Repairs, replacements, and additions to amenities are proposed at several parks and facilities to include Sammons Indoor Pool, Lions Junction Family Aquatic Center, West Temple Community Park, and Lions Community Park. Also in the FY 2019 Budget is an additional Program Coordinator position to develop and coordinate events in Downtown Temple. The Santa Fe Plaza, Santa Fe Market Trail, and MLK Festival Grounds will all be completed and be open during FY 2019. This additional position will help attract visitors to Downtown Temple by planning and programming events at these venues as well as others.
The largest project in the bond, Crossroads Community Park and Athletic Complex, is scheduled to be completed later this year and will open during FY 2019. The FY 2019 Budget includes funding for a contract for services for maintenance expenses associated with Crossroads Park as well as other neighborhood and community parks in West Temple including Freedom Park, West Temple Park, Von Rosen Park, and Freedom Village Park.
The FY 2019 Budget also recommends allocating $20,000 for operational funding for Miller Springs Nature Center while we continue to assess longterm strategies for this important community amenity. An additional part-time Youth Services Librarian is recommended in the FY 2019 Budget to expand youth programming offerings to the weekends to allow more families access to these important educational opportunities. The FY 2019 Budget includes a new GPS technology for the golf carts at Sammons Golf Links as well as the replacement of the north 19
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Our citizens expect city services to be provided in an efficient, professional, and practical manner. Our employees are the drivers of our ability to deliver high quality services and so attracting and retaining the very best employees is a critical strategy to ensure we are providing the highest levels of service in the most efficient way possible.
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Deliver High Quality Services The City of Temple is committed to delivering exceptional services to our community. Providing service is at the heart of what we do. We are a service based organization. With few exceptions, we do not produce or sell products; we provide services. Our citizens expect those services to be provided in an efficient, professional, and practical manner. Our employees are the drivers of our ability to deliver high quality services and so attracting and retaining the very best employees is a critical strategy to ensure we are providing the highest levels of service in the most efficient way possible.
The budget also includes continued funding for a group health insurance plan with an estimated City contribution increase of 15%, employee retirement plan, and employee longevity program.
The FY 2019 Budget includes an allocation to replace the City’s human resource management system and performance management system.
Responding to Growth The FY 2019 Budget includes funding for additional positions in Solid Waste and Recycling, Animal Services, Drainage, and Facility Services intended to maintain service levels in the midst of the growth of our community. The FY 2019 Budget includes the following additional positions:
• • • • • • • •
Solid Waste Route Foreman; Recycling Maintenance Worker; Solid Waste Customer Service Representative (converting from part-time to full-time); Drainage Crew Leader; Drainage Equipment Operator II; Drainage Equipment Operator I; Animal Services Officer (converting from parttime to full-time); Facility Attendant/Custodian.
Also recommended in the FY 2019 Budget is the replacement of 3 solid waste trucks as part of a 10 year replacement plan. Creating a Culture of Service The FY 2019 Budget also includes an allocation to continue our performance pay program for general government employees, as well as a 1.5% market adjustment for general government employees.
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Invest in our Infrastructure The City continues to implement the largest capital improvement program in the history of the community and the FY 2019 Budget recommends significant funding to continue the priority of investing in our infrastructure in order to prepare for growth and redevelopment as well as to preserve our assets and the investments made by the generations before us.
Plan update this year. The Master Plan will evaluate system demands and improvements through 2070. The FY 2019 Budget includes an additional $22,000,000 in capital funds to implement water and wastewater improvement projects. Highlights of projects recommended for funding in FY 19 include:
Transportation •
The FY 2019 Budget includes the seventh year of a multi-year transportation capital improvement program. The Transportation CIP (TCIP) is a tenyear, $145,764,000 effort to expand and maintain our major transportation infrastructure.
• • •
Also recommended for funding in the FY 2019 Budget is an additional Vactor Crew and additional Camera Crew to enhance our wastewater system maintenance as well as an additional crew leader in Utility Services.
The FY 2019 Budget includes funding for the construction of the following projects: • • • •
Bird Creek Interceptor Phase 4 Scott Elevated Storage Tank Rehabilitation Water Treatment Plant Disinfection Byproduct Reduction Initiative Gateway Center Area Utility Improvements
North Pea Ridge Phase 1 Outer Loop South Phase 4 Poison Oak Kegley Road Phase 3 & 4
The FY 2019 Budget also includes a GIS Modeler position to maintain the water, wastewater, and drainage models that are being developed as part of the master planning work that is currently underway.
The budget also includes funding for design and right-of-way acquisition for South Pea Ridge.
Drainage This year, we are in the process of conducting a Drainage Study and Comprehensive Modeling Assessment. The study is expected to be complete by the end of the year. The FY 2019 Budget includes a placeholder to implement projects based on the completed study.
Water and Wastewater The City has invested almost $142,716,000 over the past 10 years in improving and extending our water and sewer infrastructure. We will be completing the Water and Wastewater Master
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The FY 2019 Budget recommends significant funding to continue the priority of investing in our infrastructure in order to prepare for growth and redevelopment as well as to preserve our assets and the investments made by the generations before us.
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Imagine This.
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Build Strong Neighborhoods The FY 2019 Budget continues to leverage our Community Development Block Grant (CDBG) funds to assist with the implementation of our efforts to build strong neighborhoods by reinvesting in East and North Temple. Programs proposed for funding include the housing improvement program, solution-oriented code compliance, infrastructure improvements, crime prevention, and the demolition program.
time position to more effectively coordinate efforts in enhancing access to youth recreational opportunities in East Temple. This position will be based at the Wilson Recreation Center. The FY 2019 Budget also includes an allocation of $100,000 to continue our Strategic Investment Zone grant program which is focused on incentivizing redevelopment in our targeted neighborhoods and corridors including Downtown, Central, and Avenue C.
The FY 2019 Budget recommends targeting our resources to a specific area to generate greater impact and effectiveness in leveraging additional resources. The current year budget includes an allocation of funding to begin a strategic plan for the redevelopment of the Ferguson Park neighborhood planning district. That project will begin very soon and the results of that plan should be used to guide the implementation of the programs in the FY 2019 Budget. The FY 2019 Budget includes an allocation of funding to provide grants to low and moderate income residents to repair or rebuild homes in our targeted area as well as provides incentives to developers to invest in housing in East Temple.
An additional police officer focused on crime prevention strategies in Downtown and the Ferguson Park neighborhood planning district is in the FY 2019 Budget. An allocation to design and construct infrastructure improvements including water, wastewater, and transportation improvements based on the Ferguson Park neighborhood planning district strategic plan is in the FY 2019 Budget. The FY 2019 Budget also includes converting the part-time Recreational Specialist position to a full-
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Financial Highlights General Fund Revenues Total revenues for the FY 2019 General Fund Budget are presented at $74,038,158 an increase of 5.08% compared to the FY 2018 Adopted Budget. The three largest sources of revenue for the General Fund are sales tax, property tax, and solid waste charges.
from the FY 2018 solid waste revenue adopted budget of $11,072,295. A $1.00 per month rate adjustment is proposed for residential solid waste services and a 5% rate adjustment is proposed for commercial solid waste services.
Property Tax In the FY 2019 Budget, property tax accounts for 18.58% of the General Fund budgeted revenues and is the second largest revenue source of the General Fund. The FY 2019 property tax rate of 66.12¢ per $100 valuation is a decrease of 1.60¢ as compared to FY 2018 tax rate of 67.72¢.
General Fund Expenditures Total expenditures for the FY 2019 General Fund Budget are presented at $77,358,633, an increase of 5.56% compared to the FY 2018 Adopted Budget.
The FY 2019 property tax rate of 66.12¢ per $100 per valuation is a decrease of 1.60¢ as compared to FY 2018 tax rate of 67.72¢.
This rate is based on a certified appraised value of $4,397,616,969 (net taxable value not adjusted for frozen values). The tax rate is comprised of two components, the Maintenance and Operations rate (M&O) and the Interest Sinking rate (I&S). This year’s tax rate is 29.82¢ for the M&O rate and 36.30¢ for the I&S rate. Sales Tax While much attention is focused on the property tax rate number, our single largest source of revenue for the General Fund continues to be sales tax revenue. In the FY 2019 Budget, sales tax is projected to account for 30.43% of the General Fund budgeted revenues.
Water and Wastewater Fund Total revenues for the FY 2019 Water and Wastewater Fund Budget are presented at $35,917,181, an increase of 4.32% compared to the FY 2018 Adopted Budget. These revenues are based on rates that remain unchanged from current year.
The FY 2019 Budget estimates $22,530,000 in sales tax revenue, a 5.18% increase in sales tax revenue over budgeted FY 2018 sales tax revenue.
Expenses, capital improvements, and debt service for the FY 2019 Water and Wastewater Fund Budget are presented at $35,917,181, an increase of 4.32% compared with prior year.
Solid Waste Rates Charges associated with solid waste services represent the third largest source of revenue for the General Fund and are projected to account for 16.48% of total General Fund revenues. $12,203,090 in solid waste revenue is projected for FY 2019, representing an 10.21% increase 27
Conclusion
Hotel/Motel Tax Fund Total revenues for the Hotel/Motel Fund Budget are presented at $2,028,000, an increase of 6.55% compared to the FY 2018 Adopted Budget. 18.10% of the Hotel/Motel revenues are from the operations of the Frank Mayborn Center. Expenditures for the Hotel/Motel Fund Budget are presented at $2,131,200, an increase of 10.77% compared to the FY 2018 Adopted Budget.
This is only a brief synopsis of the Budget for FY 2019. Developing the budget is a team effort that requires participation and input by citizens, City Council, and City staff. I would like to extend my thanks to all of the Department and Division Heads who contributed to the development of this budget.
Federal and State Grant Fund Total revenues and expenditures for Federal and State Grant Fund Budget are presented at $536,232, an increase of 24.24% compared to the FY 2018 Adopted Budget. Total revenues include the award of the Community Development Block Grant (CDBG). The proposed allocation of CDBG funds are as follows:
Finally, I want to extend a special word of appreciation to Director of Finance Traci Barnard and her staff for their many hours of work and effort. Of special note is the work done by Assistant Director of Finance Melissa Przybylski and Budget Manager Jennifer Emerson. Without the commitment, dedication, and countless hours of work performed by Traci, Melissa, and Jennifer this document would simply not be possible.
Demolition - $14,175 Housing Improvement Program - $284,377 Crime Prevention Program- $80,434 Infrastructure Improvements- $50,000 General Administration - $107,246
Respectfully submitted,
Drainage Fund Total revenues and expenditures are presented at $2,754,500, a 19.76% increase from prior year.
Brynn Myers City Manager
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STRATEGIC & ACTION PLANS
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STRATEGIC & ACTION PLANS
FY 2019
City of Temple
The City of Temple’s strategic plan, “Temple Tomorrow”, establishes the mission, vision, and values of the City; identifies four (4) major areas of focus; and establishes the City’s goals, objectives, and action items. The areas of focus identified in the Plan are:
Temple Tomorrow Strategic Plan Our Mission:
Expand the Tax Base; Grow Health and Bioscience;
Temple will be a place of choice to live and work.
Improve our Infrastructure; and
Our Vision:
Serve the Community.
Temple will provide the Best Jobs, the Best Education, and the Best Quality of Life.
These focus areas and their related goals and objectives guided the development of the FY 2017 Budget. Action items associated with strategic plan goals or objectives have been incorporated throughout this budget document as part of each division’s introductory page. An icon is listed with each action item throughout the document to help readers quickly identify that item’s associated strategic plan focus area.
Our Values: Integrity. Excellence. Dedication.
Our Areas of Focus: Expand the Tax Base
The “Temple Tomorrow” Strategic Plan was first adopted by City Council in FY 2009 and is updated each year as part of the annual budget process.
Grow Health and Bioscience
Improve our Infrastructure
Serve the Community
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STRATEGIC & ACTION PLANS
FY 2019
Expand the Tax Base
Grow Health and Bioscience
Strategic Goal 1: Economic development and tax base enhancement through addition to existing job base, new business creation, redevelopment, and industry retention and expansion.
Strategic Goal 3: A vibrant and growing Healthcare and Bioscience economic cluster in Temple. Objectives:
Objectives:
Expand retail sales in Temple.
Foster downtown redevelopment.
Foster redevelopment along Temple’s strategic corridors.
Improve the development process.
Support and development.
Support the efforts of the Temple Economic Development Corporation (TEDC).
encourage
small
business
Further develop business/education collaborations related to specific industries the City and TEDC are targeting with an emphasis on higher-end, creative class businesses and workforce.
Facilitate introducing the entrepreneurial climate to commercialize ongoing research.
Promote and enhance both the healthcare mixed-use district (TMED) and the West Temple Life Science, Research, and Technology Campus (S&W West Campus).
Support skills training and education efforts in basic science and life science.
Strategic Goal 4: A transportation system that moves people to and through the community in a safe, efficient, and convenient manner.
Objectives: Expand our collaborative efforts with public and private education to enhance or improve the image of education in the community.
Facilitate expansion of the Texas A&M University Health Science Center College of Medicine Temple mission and programs.
Improve our Infrastructure
Strategic Goal 2: Excellence in Temple schools and higher education to assist in attracting employers and employees.
Objectives:
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Maintain, manage, transportation network.
and
improve
the
Plan for the unique needs of aging and disabled persons.
Develop and implement expansion of rail transportation through Temple.
Improve and expand the capacity of existing and planned surface transportation system.
Maximize use and development of the Draughon-Miller Central Texas Regional Airport.
STRATEGIC & ACTION PLANS
FY 2019
Strategic Goal 5: A transportation system that is integrated with and compliments neighborhood and community character.
Strategic Goal 9: Citizen engagement, education, responsive government, and community support.
Objectives:
Objectives:
Develop and implement a formal traffic calming program.
Promote well-designed roadways that are aesthetically pleasing and reflective of the surrounding community character.
Strategic Goal 10: Enhanced image and identity for Temple. Objectives:
Strategic Goal 6: A transportation system that offers a variety of choice in modes of transit.
Develop policies, practices, and incentives to influence the location, pattern, character, quality and timing of new growth.
Focus on development quality and outcomes, as well as public beautification efforts along Temple’s major corridors and at community entries.
Support a renewed vitality and development interest in Temple’s oldest neighborhoods.
Objectives:
Develop and implement inter-modal facilities for moving goods through the community.
Develop new and/or enhance existing pedestrian and bicycle amenities and facilities throughout the City.
Keep citizens informed and engaged to encourage participation in local government and the community.
Enhance the public transit system to better address the varying needs of the community.
Strategic Goal 11: Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
Strategic Goal 7: Water, wastewater, solid waste, and drainage system to meet current and future demands.
Objectives:
Serve the Community Strategic Goal 8: Adequate and sustainable City facilities, infrastructure, equipment and staffing.
Encourage a diverse mix of residential options.
Encourage an expanding housing stock that offers local buyers and renters both affordability and value.
Invest in parks, recreational, and cultural facilities and programs that enhance community wellness, quality of place, and community amenities.
Objectives:
Address code content and enforcement procedures to enhance public safety and better coordinate inter-departmental functions.
Support the mission and essential responsibilities of the City’s key public safety functions and personnel through adequate budget and community support.
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USER GUIDE
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FY 2019
USER GUIDE
Annual budgets are legally adopted for the General Fund, Special Revenue Funds, Debt Service Fund and the Proprietary Fund. Capital Project Funds do not have formally adopted budgets, rather they are long range projections for planning purposes.
Budget Process Budgeting is an essential element of the financial planning, control and evaluation process of municipal government. The “operating budget� is the City’s annual operating plan as required by City Charter. The City Charter establishes the fiscal year that begins on October 1st and ends on September 30th. The budget process begins in February each year and ends on or before September 15th when the budget is legally adopted by the City Council.
Budget amendment forms must be submitted to Finance for review. The City Manager is authorized, without further City Council action, to transfer appropriations within individual department budgets for each fund from line item to line item greater than $5,000 provided that the total funds appropriated by the City Council for each individual department budget are neither increased nor decreased. The Director of Finance is authorized, without further City Council action, to transfer appropriations within individual department budgets for each fund from line item to line item less than $5,000 provided that the total funds appropriated by the City Council for each individual department budget are neither increased nor decreased. If an amendment is seeking funding between departments, from contingency accounts or other financing sources, then the amendment must also be approved by the City Council. Amendments are submitted to City Council at each council meeting. Budget amendments for Council approved projects require only the Director of Finance and City Manager signatures.
The operating budget will be balanced with current revenues and other financing sources inclusive of beginning unreserved, undesignated fund balance. Unencumbered budget appropriations lapse at year end and do not carry forward to future years. The budget process will be coordinated in order to identify major policy issues for City Council consideration several months prior to the budget approval date so that proper decisions can be made. Quarterly financial reports, along with monthly general ledger reports, will be prepared to enable the Department Managers to manage their budgets and to enable the Director of Finance to monitor and control the budget as authorized by the City Council. Summary financial reports will be presented to the City Council quarterly. Such reports will be in a format that will enable the City Council and other intended users to readily evaluate the financial position and results of operations of the City.
The budget should be prepared according to the following schedule: 1. In February, budget packets will be prepared for departments. 2. A meeting will be scheduled for the first part of March to distribute packets and instructions for preparing the budget. 3. On or about April 15th, a work session will be scheduled with City Council to identify issues and receive policy guidance for the budget. 4. Within the next three to four weeks, after Departments have submitted their budget proposals, a review session will be scheduled with each department to review their budget proposals. After about two weeks, a second review session will be scheduled with departments.
The City should establish an adequate contingent appropriation in the General Fund and Water and Wastewater Fund. Expenditures from this appropriation shall be made only in cases of emergency. The contingency appropriations shall be distributed only by transfer to departmental appropriations. All transfers from the contingent appropriation will be evaluated using the following criteria: 1. Is the request an emergency requiring immediate action? 2. Why was the item not budgeted in the normal budget process? 3. Why the transfer cannot be made within the division or department?
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5. At the first City Council meeting in June, a followup policy guidance session with City Council will be scheduled. An interim report on revenues and expenditures will be provided to the City Council. 6. During July, work sessions will be scheduled with the City Council to review the budget. 7. On or before August 1st, the City Manager will file the budget with the Director of Finance. At the next regular meeting of the City Council, the Council shall set the time and place of a public hearing. A notice will be published at least fifteen days prior to the date of the public hearing. 8. On or before September 15th, a final public hearing will be scheduled. The budget will be adopted along with the adoption of the tax rate and tax roll.
City maintains the following fund types within three broad fund categories and the account groups: Governmental Fund Types Governmental funds are those through which most governmental functions of the City are financed. The acquisition, use and balances of the City’s expendable financial resources and the related current liabilities (except those, if any, which should be accounted for in proprietary or fiduciary funds) are accounted for through governmental funds. The measurement focus is upon determination of financial position and changes in financial position, rather than upon net income determination. The following governmental fund types are maintained by the City:
This year’s budget calendar is included at the end of this section.
I.
General Fund – The General Fund is the general operating fund of the City. It is used to account for all financial resources except those required to be accounted for in other funds.
II.
Special Revenue Funds – Special revenue funds are used to account for the proceeds of certain specific revenue sources that are legally restricted to expenditures for specified purposes. The individual special revenue funds are:
Form of Government The City of Temple utilizes a Council – Manager form of government and is organized under the Constitution and Laws of the State of Texas. Temple is a home-rule corporation. The City Council is composed of four members with a Mayor elected atlarge. The City Council appoints the City Manager, City Attorney, Director of Finance, City Secretary, and the Municipal Judge. These staff members work with the direction of the City Council. All other staff members work with the direction of the City Manager. The City Manager is the Chief Executive Officer and the head of the administrative branch of the City Government. He is responsible for the proper administration of all affairs of the City. Basis of Presentation The accounts of the City are organized and operated on the basis of funds or account groups, 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 that comprise its assets, liabilities, fund balances or retained earnings, revenues and expenditures or expenses. The various funds are grouped by category and type in the financial statements. The
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A.
Hotel/Motel Tax Fund – Levy and utilization of Hotel-Motel occupancy tax, Civic Center revenues, and Railroad Museum revenues.
B.
Reinvestment Zone No. 1 Fund – Ad Valorem taxes levied on and used in a designated zone.
C.
Federal/State Grant Fund – Operations of projects utilizing federal and state grant funds.
D.
Drainage Fund – Levy and utilization of a municipal drainage fee.
FY 2019
USER GUIDE
III.
Debt Service Fund – The Debt Service Fund is used to account for the accumulation of, resources for, and payment of general longterm debt principal, interest and related cost.
related assets and liabilities, are recognized in the accounts and reported in the financial statements. Governmental funds and agency funds are accounted for using the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recorded when susceptible-to-accrual (i.e., both measurable and available). Available means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures, if measurable, are generally recognized when the related fund liability is incurred. Exceptions to this general rule include the unmatured principal and interest on general obligation long-term debt which is recognized when due and accrued vacation and sick leave, which is included in the General LongTerm Debt Account Group. These exceptions are in conformity with generally accepted accounting principles.
Exhibit 1 following the User Guide illustrates the relationship between governmental fund types and the different departments within the City. Proprietary Fund Types Proprietary funds are used to account for the City’s ongoing organizations and activities, which are similar to those found in the private sector. The measurement focus is upon determination of net income and capital maintenance. The following proprietary fund type is maintained by the City: I.
Enterprise Fund – Enterprise funds are used to account for operations (1) that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs (expenses including depreciation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or (2) where the governing body has decided that periodic determination of revenues earned, expenses incurred, or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. The City has one enterprise fund, as follows: A.
Property tax revenues are recognized when they become available. In this case, available means when due, or past due and receivable within the current period and collected within the current period or soon enough thereafter to be used to pay liabilities of the current period. Such time thereafter shall not exceed 60 days. Tax collections expected to be received subsequent to the 60-day availability period are reported as deferred revenue. Sales taxes are recorded when susceptible-toaccrual (i.e., both measurable and available). Sales taxes are considered measurable when in the custody of the State Comptroller and are recognized as revenue at that time. Other major revenues that are considered susceptible to accrual include utility franchise taxes, grants-in-aid earned and other intergovernmental revenues. In applying the susceptible-to-accrual concept to intergovernmental revenues, the legal and contractual requirements of the numerous individual grant programs are used for guidance. There are essentially two types of intergovernmental revenues. In one, monies must be expended for the specific purpose or project before any amounts will be paid to the City; therefore, revenues are recognized based upon the expenditures recorded. In the other, monies are virtually unrestricted as to purpose of expenditure and are revocable only for failure to comply with prescribed compliance requirements. These
Water and Wastewater Enterprise Fund – Water and wastewater services provided to residents of the City.
Exhibit 1 following the User Guide illustrates the relationship between proprietary fund types and the different departments within the City. Basis of Accounting Revenues and Expenditures Basis of accounting refers to the time at which revenues and expenditures or expenses, and the
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USER GUIDE
resources are reflected as revenues at the time of receipt, or earlier, if the susceptible-to-accrual criteria are met.
revenues are recognized only when they are actually received. The Enterprise Fund (i.e., Water and Wastewater), on the other hand, is budgeted on a full accrual basis. Not only are expenditures recognized when a commitment is made (e.g. through a purchase order), but revenues are also recognized when they are obligated to the City (for example, water user fees are recognized as revenue when bills are produced).
The accrual basis of accounting is utilized by the proprietary fund. Under the accrual basis of accounting, revenues are recognized in the accounting period in which they are earned and become measurable (i.e., water billings and accrued interest). Expenses are recorded in the accounting period incurred, if measurable. Revenues in the Water and Wastewater Fund are recognized as billed on a cycle basis. Unbilled utility account receivables are not material and are not recorded in the financial statements.
The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on the basis of “generally accepted accounting principles” (GAAP). In most cases this conforms to the way the City prepares its budget. Two exceptions, (1) the treatment of depreciation expense (this is not shown in the budget, although the full purchase price of equipment and capital improvements is, while purchases of capital improvements are depreciated in the CAFR for enterprise funds) and (2) compensated absences (accrued but unused sick leave) are treated slightly different in the budget and CAFR.
Encumbrances Encumbrances represent commitments related to unperformed (executory) contracts for goods or services. Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriation, is employed as an extension of formal budgetary integration in the general fund, enterprise fund and special revenue funds. Encumbrances outstanding at year end are reported as reservations of fund balances and do not constitute expenditures or liabilities since the commitments will be honored during the subsequent year.
The Comprehensive Annual Financial Report shows both fund expenditures and revenues on a GAAP basis for comparison purposes. Fund Balance/Working Capital The number one goal of the City Council is to improve or maintain the financial health of the City. Annual revenue projections are conservative. Expenditures are closely monitored. In stable economic times, the combination of these two strategies results in excess revenues over expenditures. Unencumbered budget appropriations lapse at year end and do not carry forward to future years. The excess revenues are then available to increase the fund balance. The General Fund Balance is increased from excess revenues each year as part of the budget process to attain the appropriate level.
For the budgetary purposes, appropriations lapse at fiscal year end except for that portion related to encumbered amounts. Encumbrances outstanding at year end and the related appropriation are carried forward to the new fiscal year through a supplemental budgetary allocation. Basis of Budgeting The budget of a general government fund type (for example, the General Fund and Special Revenue Funds such as the Hotel/Motel Tax Fund, Federal/State Grant Fund, Reinvestment Zone No. 1 Fund, and Drainage Fund) is prepared on a modified accrual basis. Briefly, this means that obligations of the City (for example, outstanding purchase orders) are budgeted as expenses, but
It shall be the goal of the City to maintain an undesignated fund balance in the General Fund equal to at least four months of the fund’s operating budget.
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Debt Reserves Debt reserves are established to protect bond holders from payment defaults. Adequate debt reserves are essential in maintaining good bond ratings and the marketability of bonds. The amount of debt reserves are established by bond covenants adopted in association with each bond issuance. The City Council may establish, upon recommendation of the Director of Finance, supplemental Debt Service reserves. Such reserves shall not be deemed to confer any rights upon bondholders over and above those set forth in the Bond Covenant for each bond issue.
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G O V E R N M E N T A L
F U N D
Exhibit 1
T Y P E S
GENERAL FUND GENERAL GOVERNMENT
AIRPORT
Airport City Council City Manager City Secretary Economic Development Facility Services Finance Fleet Services Human Resources ITS Inspections/Permits Legal Planning Purchasing Special Services
HIGHWAY & STREETS
PARKS & RECREATION
Engineering Street Traffic Signal
OTHER
Golf Course Library Parks Parks & Rec - Admin Recreation
Capital Debt Service Transfer Out
PUBLIC SAFETY
Animal Services Code Compliance Communications Fire Municipal Court Police
SOLID WASTE
Solid Waste
DEBT SERVICE FUND
DEBT SERVICE
SPECIAL REVENUE FUNDS
DRAINAGE
Drainage
FEDERAL / STATE GRANTS
REINVESTMENT ZONE NO. 1
Community Dvlpmt - Admin Projects/Grants Airport Grant Parks Grant Police Grant
P R O P R I E T A R Y
Reinvestment Zone No. 1
F U N D
HOTEL / MOTEL
Mayborn Center Tourism Marketing Railroad/Heritage Museum
T Y P E S
UTILITY ENTERPRISE FUND
WATER & WASTEWATER
Debt Service Metering Public Works - Admin
Purchasing Wastewater Collection Wastewater Treatment 39
Utility Business Office Water Distribution Water Treatment
FY 2019 BUDGET CALENDAR April
January
February
March
19 Department Head Budget Retreat
12-16 mBudget Training Sessions
22 Council Budget Retreat
5 Council Work Session
29 Deparmtnetal Budget Submissions Due
6 iPages Due 18 Personnel Requests Review Facility Services Requests Review 19 Council Work Session 20 Fleet Services Requests Review ITS Requests Review 23-30 Departmental Budget Review Sessions 30 Chief Appraiser send notices of appraised value; City receives preliminary tax roll
May 1-16 Departmental Budget Review Sessions 3 Council Work Session 21-25 Departmental Budget Review Sessions – Follow Up 17 Council Work Session 25 Capital Improvement Plan Forms Due 30 Announce Notice of Funding Availability for Outside Agency Funding
June 7 Council Work Session 21 CDBG Public Hearing # 1 19 Employee Briefing on Budget 22 File City Budget with City Secretary 28 Council Work Session Schedule Public Hearings on Proposed Budget/CIP
July 8 Publish Ad – “Notice of Public Hearing on Budget” 19 Council Work Session 25 Chief Appraiser certifies the approved appraisal for each taxing entity 28 Chief Appraiser delivers final Effective Tax Rate (ETR) calculation to taxing entities 29 Publish Ad – “Notice of Public Hearing on Budget” Proposed Budget
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August 2 Council Work Session CDBG Public Hearing # 2 Adoption of Annual Consolidated Action Plan (CDBG Budget) Initial Public Hearing – City’s Budget 3 Supplemental Notice of Hearing on Tax Rate Increase 5 Publish Ad – “Notice of Proposed (Exceeds) Tax Rate” 10 1st Readings – Approving the Tax Roll & Leving Taxes and Setting a Tax Rate 1st Public Hearing – Tax Increase 16 Council Work Session 2nd Public Hearing – Tax Increase 24 Final Public Hearing – City’s Budget 2nd and Final Reading – Approving the Tax Roll & Leving Taxes and Setting a Tax Rate
FISCAL & BUDGETARY POLICY
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I.
fund, the debt service fund, special revenue funds, and capital project funds of the City. The budget is prepared by the City Manager and Director of Finance with the cooperation of all City Departments, on a basis which is consistent with generally accepted accounting principles. The City Manager presents the budget to the City Council and in accordance with Article 12 of the Charter, files a copy with the City Secretary and the Director of Finance. The budget should be presented to the City Council no later than the 1st day of August and should be enacted by the City Council on or before the fifteenth day of the last month of the preceding fiscal year.
STATEMENT OF PURPOSE
The broad purpose of the following Fiscal and Budgetary Policy Statements is to enable the City to achieve and maintain a long-term stable and positive financial condition. The watchwords of the City’s financial management include integrity, prudent stewardship, planning, accountability, full disclosure and communication. The more specific purpose is to provide guidelines to the Director of Finance in planning and directing the City’s day-to-day financial affairs and in developing recommendations to the City Manager and City Council. The scope of these policies generally spans, among other issues, accounting, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash and investment management, expenditure control, asset management, debt management, and planning concepts, in order to:
1. Proposed Budget – A proposed budget shall be prepared by the City Manager with the participation of all the City’s Department Heads within the provisions of the City Charter. a. The budget shall include four basic segments for review and evaluation. These segments are: (1) revenues, (2) personnel costs, (3) operations and maintenance costs, and (4) capital and other (non-capital) project costs.
A. present fairly and with full disclosure the financial position and results of the financial operations of the City in conformity to generally accepted accounting principles (GAAP) and; B. determine and demonstrate compliance with finance-related legal and contractual issues in accordance with provisions of the Texas Local Government Code and other pertinent legal documents and mandates.
b. The budget review process shall include City Council participation in the development of each of the four segments of the proposed budget and public hearings to allow for citizen participation in the budget preparation.
The City Council will annually review and approve the Fiscal and Budgetary Policy Statements as part of the budget process.
c. The budget process shall span sufficient time to address policy and fiscal issues by the City Council.
II. OPERATING BUDGET
d. A copy of the proposed budget shall be filed by the City Manager with the City Secretary and Director of Finance when it is submitted to the City Council in accordance with the provisions of the City Charter.
A. Preparation – Budgeting is an essential element of the financial planning, control, and evaluation process of municipal government. The “operating budget” is the City’s annual financial operating plan. The annual budget includes all of the operating departments of the general fund, proprietary
2. Adoption – Upon the presentation by the Director of Finance of a proposed budget
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document to the City Council, the City Council shall call and publicize a public hearing. The City Council will subsequently adopt by Ordinance such budget, as it may have been amended, as the City’s Annual Budget effective for the fiscal year beginning October 1st.
that adequate funds are available to comply with individual expense request. The Director of Finance will make every effort to assist departments in obtaining purchases to accomplish the goals and objectives delineated in the budget information for each department set forth in the current yearly adopted budget.
B. Balanced Budget – The operating budget will be balanced with current revenues, which may include beginning fund balances less required reserves as established by City Council, greater than or equal to current expenditures/expenses.
G. Contingent Appropriation – The City Manager should establish an adequate contingent appropriation in each of the operating funds. Expenditures from this appropriation shall be made only in cases of emergency or an unforeseen/unusual need. A detailed account shall be recorded and reported. The transfer of this budget appropriation shall be under the control of the City Council. Any transfer of contingency must be expressly approved in advance by the City Council.
C. Planning – The budget process will be coordinated so as to identify major policy issues for City Council consideration several months prior to the budget approval date. This will allow adequate time for appropriate decisions and analysis of financial impacts. D. Reporting – Periodic financial reports will be prepared by the Director of Finance to enable the Department Managers to manage their budgets and to enable the Director of Finance to monitor and control the budget as authorized by the City Manager. Summary financial and budgetary reports will be presented by the Director of Finance to the City Council to understand the overall budget and financial status.
All transfers from the contingent appropriation will be evaluated using the following criteria: 1. Is the request of such an emergency nature that it must be made immediately? 2. Why was the item not budgeted in the normal budget process? 3. Why the transfer cannot be made within the division or department?
E. Control and Accountability – The Department Heads of each department will be solely responsible to insure that their department budgets will not exceed budgeted amounts. In addition, each Department Head will be solely responsible to achieve budgeted revenues that are generated by activities of that department. Failure to achieve budgetary control of their individual expenditure and revenue budgets will be evaluated and investigated by the City Manager.
III. REVENUE POLICIES A. Characteristics – The City Finance Department will strive for the following optimum characteristics in its revenue system: 1. Simplicity – The City, where possible and without sacrificing accuracy, will strive to keep the revenue system simple in order to reduce compliance costs for the taxpayer or service recipient. A corresponding decrease in the City’s cost of collection and a reduction in avoidance to pay should result.
F. Expenditure Requests – The Finance Department will evaluate expenditure requests from departments to ensure that the requests are in the amount and kind originally budgeted in those departments and
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2. Certainty – A knowledge and understanding of revenue sources increases the reliability of the revenue system. The City will understand its revenue sources and enact consistent collection policies to provide assurances that the revenue base will materialize according to budgets and plans.
incentives that are used to encourage development. Ideally, a cost/benefit (fiscal impact) and analysis should be performed as part of such caution. 2. Non-Recurring Revenues – One-time or non-recurring revenues should not be used to finance current ongoing operations. Non-recurring revenues should be used only for non-recurring expenditures and not be used for budget balancing purposes.
3. Equity – The City shall make every effort to maintain equity in its revenue system structure; i.e., the City should seek to minimize or eliminate all forms of subsidization between entities, funds, services, utilities, and customer classes.
3. Property Tax Revenues – All real and business personal property located within the City shall be valued at 100% of the fair market value for any given year based on the current appraisal supplied to the City by the Bell County Tax Appraisal District. Reappraisal and reassessment shall be done every third year.
4. Revenue Adequacy – The City should require that there be a balance in the revenue system; i.e., the revenue base will have the characteristics of fairness and neutrality as it applies to cost of service, willingness to pay, and ability to pay.
Conservative budgeted revenue estimates result in a projected ninetyeight percent (98%) budgeted collection rate for current ad valorem taxes. Two percent (2%) of estimated current ad valorem taxes will be projected and used as the budget for delinquent ad valorem tax collections. The combined ad valorem tax collections budgeted each fiscal year will be no less than one hundred percent (100%) of the tax levy and should insure that ad valorem tax collection projections will not be over estimated.
5. Administration – The benefits of a revenue source should exceed the cost of levying and collecting that revenue. The cost of collection should be reviewed annually for cost effectiveness as a part of the indirect cost of service analysis. Where appropriate, the City will use the administrative processes of State, Federal or Local Governmental collection agencies in order to reduce administrative cost. 6. Diversification and Stability – A diversified revenue system with a stable source of income shall be maintained. This will help avoid instabilities in two particular revenue sources due to factors such as fluctuations in the economy and variations in the weather.
The Finance Department will endeavor with the Tax Assessor Collector to collect ad valorem taxes in excess of ninetyseven percent (97%) of total ad valorem tax levy with a goal of one hundred percent (100%) collection of actual ad valorem taxes levied in each fiscal year.
B. Issues – The following considerations and issues will guide the City Finance Department in its revenue policies concerning specific sources of funds:
All delinquent taxes shall be aggressively pursued each year by the Tax Assessor/Collector. Tax accounts delinquent greater than 90 days shall be submitted for collection each year to an
1. Cost/Benefit of Abatement – The City will use caution in the analysis of tax or fee
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attorney selected by the Bell County Tax Appraisal District. A penalty shall be assessed on all delinquent property taxes, which shall include all court costs, as well as an amount for compensation of the attorney as permitted by State law and in accordance with the attorney’s contract with the County. Annual performance criteria will be developed for the attorney and reported to the City Council.
general overhead, such as administration, finance, customer billing, personnel, data processing, engineering, and legal counsel, and other costs as appropriate. The charges will be determined by the Director of Finance through an indirect cost allocation following accepted practices and procedures not to exceed 10%. b. Payment in-lieu-of costs – This transfer will be made in accordance with the following methods, not to exceed 5% of the total estimated operating revenues of the respective fund.
4. Interest Income – Interest earned from investment of available monies, whether pooled or not, will be distributed to the funds in accordance with the equity balance of the fund from which monies were provided to be invested.
(1) In-lieu-of franchise fee. In-lieu-of franchise fee will be included as a part of the rate computation of gross sales consistent with the franchise rates charged to investor owned utility franchises to operate within the City. Currently, the City levies a 5% franchise fee.
5. User-Based Fees and Service Charges – For services associated with a user fee or charge, the direct and indirect costs of that service will be offset by a fee where possible. There will be an annual review by all Department Heads of fees and charges to ensure that fees provide adequate coverage of cost of services for their respective departments.
(2) Payment in-lieu-of ad valorem tax. Rates will be calculated so as to include a fee equal to the ad valorem taxes lost as a result of municipal ownership of the various utility and other enterprise activities owned by the City. Net book value will be used as a basis, barring absence of known market value and applied only to capital assets actually within the incorporated City limits.
The City Council will determine how much of the cost of a service should be recovered by fees and charges. 6. Enterprise Fund Rates – The Director of Utilities will review rates annually, and the City Council will adopt rates that will generate revenues sufficient to cover operating expenses, meet the legal restrictions of all applicable bond covenants, and provide for an adequate level of working capital.
7. Intergovernmental Revenues (Federal/State/Local) – All potential grants will be examined for matching requirements and the source of the matching requirements. These revenue sources will be expended only for intended purpose of grant aid. It must be clearly understood that operational requirements set up as a result of a grant or aid could be discontinued once the
Additionally, enterprise activity rates and other legal funds of the City will include transfers to and receive credits from other funds as follows: a. General and Administrative Charges – Administrative costs should be charged to all funds for services of
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C. Purchasing – All City purchases of goods or services will be made in accordance with the City’s current Purchasing Manual.
term and conditions of the project have terminated. 8. Revenue Monitoring – Revenues actually received will be compared to budgeted revenues by the Director of Finance and any variances considered to be material will be investigated. This process will be summarized in the appropriate budget report. The Director of Finance will report results of that investigation to the City Manager and City Council.
D. Prompt Payment – All invoices approved for payment by the proper City authorities shall be paid by the Finance Department within thirty (30) calendar days of receipt in accordance with the provisions of Article 601f, Section 2 of the State of Texas Civil Statutes. The Director of Finance shall establish and maintain proper procedures which will enable the City to take advantage of all purchase discounts, when possible, except in the instance where payments can be reasonably and legally delayed in order to maximize the City’s investable cash.
IV. EXPENDITURE POLICIES A. Appropriations – The point of budgetary control is at the department level budget for all funds. When budget adjustments among Departments and/or funds are necessary, they will be made in accordance with the City Charter. Budget appropriation amendments at lower levels of control shall be made in accordance with the applicable administrative procedures.
E. Reporting – Quarterly reports will be presented by the Director of Finance in open Council meetings describing the financial and budgetary conditions of the City. Comparisons of actual to budget and actual to prior year, appropriate ratios and graphs to fully disclose and present meaningful information will be used whenever possible.
B. Central Control – No recognized or significant salary or capital budgetary savings in any Department shall be spent by the Department Head without the prior authorization of the City Manager. This control will realize budget savings each year that will be recognized in the approved budget as “unexpended appropriations” or contingency “sweep” accounts. The City Manager is authorized, without further City Council action, to transfer appropriations within individual department budgets for each fund from line item to line item greater than $5,000 provided that the total funds appropriated by the City Council for each individual department budget are neither increased nor decreased. The Director of Finance is authorized without further City Council action, to transfer appropriations within individual department budgets for each fund from line item to line item less than $5,000 provided that the total funds appropriated by the City Council for each individual department budget are neither increased nor decreased.
V. CAPITAL BUDGET AND PROGRAM A. Preparation – The City’s Capital Budget will include all capital project funds and all capital resources. The budget will be prepared annually and on a project basis. The Capital Budget will be prepared by the City Manager with the involvement of responsible departments. B. Control – All capital project expenditures must be appropriated in the Capital Budget. The Finance Department must certify the availability of resources before any capital project contract is presented to the City Council for approval. C. Program Planning – The Capital Budget will be taken from capital improvements plan for future years. The planning time frame for the capital improvements project plan should
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normally be five years, but a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next ten (10) years. Future maintenance and operational costs will be considered so that these costs can be included in the operating budget.
enable the Department Heads to manage their capital budgets and to enable the Finance Department to monitor and control the capital budget as authorized by the City Manager. VI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
D. Financing Programs – Where applicable, assessments, impact fees, pro rata charges, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners.
A. Accounting – The City Finance Department is solely responsible for the reporting of the financial affairs, both internally and externally. The Director of Finance is the City’s Chief Fiscal Officer and, through responsibility delegated to the Assistant Director of Finance, is responsible for establishing the Chart of Accounts and for properly recording financial transactions.
Recognizing that long-term debt is usually a more expensive financing method, alternative-financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives that equal or exceed the average life of the debt issue. The exceptions to this requirement are the traditional costs of marketing and issuing the debt, capitalized labor for design and construction of capital projects, and small component parts which are attached to major equipment purchases.
B. Auditing –
F. Infrastructure Maintenance – The City recognizes the deferred maintenance increases future capital costs. Therefore, a portion of all individual funds with infrastructure should be budgeted each year to maintain the quality of the City’s infrastructure. Replacement schedules should be developed in order to anticipate the deterioration and obsolescence of infrastructure.
1. Qualifications of the Auditor – In conformance with the City’s Charter and according to the provisions of Texas Local Government Code, Title 4, Chapter 103, the City will be audited annually by outside independent accountants (“auditor”). The auditor must be a CPA that can demonstrate that it has the breadth and depth of staff to conduct the City’s audit in accordance with generally accepted auditing standards and contractual requirements. The auditor must hold a license under Article 41a-1, Section 9, of the Civil Statues of Texas, capable of demonstrating that it has sufficient staff which will enable it to conduct the City’s audit in accordance with generally accepted auditing standards as required by the City Charter and applicable state and federal laws. The auditor’s report on the City’s financial statement will be completed within 120 days of the City’s fiscal year end, and the auditor will jointly review the management letter with the City Council within 30 days of its receipt by the staff.
G. Reporting – Periodic financial reports will be prepared by the Director of Finance to
In conjunction with their review, the Director of Finance shall respond within
E. Timing – The Financial Analyst will work with Department Heads during the budget preparation to schedule the timing of capital equipment purchases to insure funds availability. The final schedule of capital purchases will be given to Directors or Department Heads to assist them in timing purchase requests to the Purchasing Department.
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100 days in writing to the City Manager and City Council regarding the auditor’s Management Letter, addressing the issues contained therein. The City Council shall schedule its formal acceptance of the auditor’s report upon the resolution of any issues resulting from the joint review.
incorporated in all reports and policies that are prepared or implemented. Definitions of Qualitative Characteristics of Accounting Information:
2. Responsibility of Auditor to City Council – The auditor is retained by and is accountable directly to the City Council and will have access to direct communication with the City Council if the City Staff is unresponsive to auditor recommendations or if the auditor considers such communication necessary to fulfill its legal and professional responsibilities.
Bias – Bias in measurement is the tendency of a measure to fall more often on one side than the other of what it represents instead of being equally likely to fall on either side. Bias in accounting measures means a tendency to be consistently too high or too low. Financial reporting will strive to eliminate bias in accounting data.
Comparability – The quality of information that enables users to identify similarities in and differences between two sets of economic phenomena.
Completeness – The inclusion in reported information of everything material that is necessary for faithful representation.
Conservatism – A prudent reaction to uncertainty to try to insure that uncertainty and risks inherent in financial situations are adequately considered.
Consistency – Conformity from period to period with unchanging policies and procedures.
Feedback Value – The quality of information that enables users to confirm or correct prior expectations.
Materiality – The magnitude of an omission or misstatement of accounting information that, in light of surrounding circumstances, makes it probable that the judgment of a reasonable person relying on the information would have been changed or influenced by the omission or misstatement.
C. Financial Reporting – 1. External Reporting – The City Finance Department shall prepare a written Comprehensive Annual Financial Report (CAFR) which shall be presented to the City’s auditor within 60 days of the City’s fiscal year end. Accuracy and timeliness of the CAFR is the responsibility of the City staff. The CAFR will be prepared in accordance with generally accepted accounting principles (GAAP). If City staffing limitations preclude such timely reporting, the Director of Finance will inform the City Council of the delay and the reasons therefore. Upon the completion and acceptance of the CAFR, the City’s auditor shall present the audited CAFR to the City Council within 120 days of the City’s fiscal year end. 2. Internal Reporting – The Finance Department will prepare internal financial reports, sufficient to plan, monitor, and control the City’s financial affairs. Internal financial reporting objectives are addressed throughout these policies. As the Finance Department strives for excellence in financial reporting, the following Qualitative Characteristics of Accounting Information will be
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Neutrality – Absence in reported information of bias intended to attain a predetermined result or to induce a particular mode of behavior.
Predictive Value – The quality of information that helps users to increase the likelihood of correctly forecasting the outcome of past or present events.
Relevance – The capacity of information to make a difference in a decision by helping users to form predictions about the outcomes of past, present, and future events or to confirm or correct prior expectations.
Representational Faithfulness – Correspondence or agreement between a measure or description and the phenomenon that it purports to represent (sometimes called validity).
Timeliness – Having information available to a decision-maker before it loses its capacity to influence decisions.
Understandability – The quality of information that enables users to perceive its significance.
ASSET MANAGEMENT A. Investments – The Director of Finance shall promptly deposit all City funds with the City’s Depository Bank in accordance with the provisions of the current Bank Depository Agreement. The Director of Finance will then promptly invest all funds in any negotiable instrument that the Council has authorized under the provisions of the Public Funds Investment Act, and in accordance with the City Council approved Investment Policies. B. Cash Management – The City’s cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections, where feasible, utility bills, building and related permits and licenses, and other collection offices as appropriate.
Reliability – The quality of information that assures that information is reasonably free from error and bias and faithfully represents what it purports to present.
VII.
The Finance Department shall use the facsimile check-signing machine, bearing the signatures of the City Manager and Director of Finance. The Director of Finance may transfer funds, via electronic transfer, through verbal or electronic instructions to the City’s Depository only for payment of any obligation of the City under the conditions applicable to the use of the facsimile machine. Payment authorization shall be in accordance with the pay authorization criteria as defined in the current Bank Depository Agreement, approved by Council, stipulating the conditions and control procedures on such activity. VIII.
TREASURY
Cash/Treasury Management – Periodic review of each cash flow position will be performed to determine performance of cash management and investment policies. A detailed policy structure will be followed with respect to Cash/Treasury Management. The underlying theme will be that idle cash will be invested with the intent to 1) safeguard assets, 2) maintain liquidity, and 3) maximize return. Where legally permitted, pooling of investments will be done.
Verifiability – The ability through consensus among measurers to insure that information represents what it purports to represent or that the chosen method of measurement has been used without error or bias.
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The City will adhere to the investments authorized through the Public Funds Investment Act and any amendments to such act and will additionally establish comprehensive Investment Policies and Guidelines. Such policies will clarify acceptable investment securities, brokers, terms, and other pertinent investment information.
the bond issue and will generally be limited to no more than twenty years. General obligation bonds must be authorized by a vote of the citizens of the City of Temple. 2. Revenue Bonds (RB’s) – Revenue bonds will be issued to provide for the capital needs of any activities where the capital requirements are necessary for continuation or expansion of a service which produces a revenue and for which the asset may reasonably be expected to provide for a revenue stream to fund the debt service requirements. The term of the obligation may not exceed the useful life of the asset(s) to be funded by the bond issue and will generally be limited to no more than twenty years.
IX. DEBT MANAGEMENT A. Policy Statement – The City of Temple recognizes the primary purpose of capital facilities is to support provision of services to its residents. Using debt financing to meet the capital needs of the community must be evaluated according to two tests – efficiency and equity. The test of efficiency equates to the highest rate of return for a given investment of resources. The test of equity requires a determination of who should pay for the cost of capital improvements. In meeting the demand for additional capital facilities, the City will strive to balance the load between debt financing and “pay as you go” methods. The City realizes failure to meet the demands of growth may inhibit its continued economic viability, but also realizes that too much debt may have detrimental effects. Through the rigorous testing of the need for additional debt financed facilities and the means by which the debt will be repaid, the City Director of Finance will strike an appropriate balance between service demands and the amount of debt.
3. Certificates of Obligation, Contract Obligations, etc. (CO’s) – Certificates of Obligations or Contract Obligations will be used in order to fund capital requirements which are not otherwise covered under either Revenue Bonds or General Obligation Bonds. Debt service for CO’s may be either from general revenues or backed by a specific revenue stream or streams or by a combination of both. Generally CO’s will be used to fund capital assets where full bond issues are not warranted as a result of cost of the asset(s) to be funded through the instrument. The term of the obligations may not exceed the useful life of the asset(s) to be funded by the proceeds of the debt issue and will generally be limited to no more than twenty years.
B. Types of Debt – 1. General Obligation Bonds (GO’s) – General obligation bonds will be used only to fund capital assets of the general government, are not to be used to fund operating needs of the City and are backed by the full faith and credit of the City as well as the ad valorem taxing authority of the City as prescribed by law. The term of a bond issue will not exceed the useful life of the asset(s) funded by
4. Method of Sale – The Director of Finance will use a competitive bidding process in the sale of bonds unless the nature of the issue warrants a negotiated bid. In situations where a competitive bidding process is not elected, the Director of Finance will publicly present the reasons why, and the Director of Finance will participate with the financial advisor in
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F. Sound Financing of Debt – When the City utilizes debt financing, it will ensure that the debt is soundly financed by:
the selection of the underwriter or direct purchaser. C. Analysis of Financing Alternatives – Finance Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but are limited to: 1) grants-in-aid, 2) use of reserves/designations, 3) use of current revenues, 4) contributions from developers and others, 5) leases, and 6) impact fees. D. Conditions for Using Debt – Debt financing of capital improvements and equipment will be done only when the following conditions exist:
When non-continuous projects (those not requiring continuous annual appropriations) are desired; When it can be determined that future users will receive a benefit from the improvement;
Conservatively projecting the revenue sources that will be used to pay the debt;
Financing the improvement over a period not greater than the useful life of the improvement;
Determining that the benefits of the improvement exceed the costs, including interest costs;
Maintaining a debt service coverage ratio which ensures that combined debt service requirements will not exceed revenues pledged for the payment of debt; and
Evaluating proposed debt against the target debt indicators.
G. Financing Methods – The City maintains the following policies in relation to methods of financing used to issue debt:
When it is necessary to provide basic services to residents and taxpayers (for example, purchase of water rights);
An Ad Valorem tax rate of $1.20 per $100 of assessed value is the maximum municipal tax rate (by City Charter) that may be levied for all General Fund tax supported expenditures and debt service;
Where possible, the City will use revenue or other self-supporting bonds in lieu of General Obligation Bonds;
When appropriate, the City will issue non-obligation debt, for example, Industrial Development Revenue bonds, to promote community stability and economic growth; and
Staff will maintain open communications with bond rating agencies about its financial condition and whenever possible, issue rated securities.
When total debt, including that issued by overlapping governmental entities, does not constitute an unreasonable burden to the residents and taxpayers.
E. Federal Requirements – The City Finance Department will maintain procedures to comply with arbitrage rebate and other Federal requirements related to the issuance of bonds. The City Finance Department will maintain post-issuance compliance written procedures for bonds and financed projects. The City will monitor the use of proceeds and expenditures from the Construction/Project Fund for all bond issues. The City will retain various records with respect to each series of Bonds.
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H. Elections – The Charter also regulates which securities may be issued only after a vote of the electors of the City and approved by a majority of those voting on the issue.
will comply with all bond covenants and maintain an operational coverage of at least 125%, such that current operating revenues will exceed current operating expenses.
1. Election Required – Securities payable in whole or in part from Ad Valorem taxes of the City except issues such as tax increment securities, certificates of obligation, and contractual obligations.
Deferrals, short-term loans, or one-time sources will be avoided as budget balancing techniques. Reserves will be used for emergencies or non-recurring expenditures, except when balances can be reduced because their levels exceed guideline minimums as stated in Paragraph B, following.
2. Election Not Required –
X.
Short-term notes (12 months or less) issued in anticipation of the collection of taxes and other revenues.
Securities issued for the acquisition of water rights or capital improvements for water treatment.
Securities payable solely from revenue other than Ad Valorem taxes of the City.
Refunding securities issued to refund and pay outstanding securities.
Securities for any special or local improvement district, such as a Public Improvement District (PID).
Tax increment securities payable from Ad Valorem tax revenue derived from increased valuation for assessment of taxable property within a plan of development or other similar area as defined by applicable State Statutes.
Securities issued for the acquisition of equipment or facilities pursuant to a lease-purchase contract.
B. Fund Balance Policies – The City’s Fund Balance is the accumulated difference between assets and liabilities within governmental funds, and it allows the City to meet its contractual obligations, fund disaster or emergency costs, provide cash flow for timing purposes and fund nonrecurring expenses appropriated by Council. This policy establishes limitations on the purposes for which Fund Balances can be used in accordance with Governmental Accounting Standards Board (GASB) Statement Number 54. The City’s Fund Balance will report up to five components: 1. Non-spendable Fund Balance – amounts that are not in a spendable form or are required to be maintained intact. Assets included in this category are prepaid items, inventory, and non-financial assets held for resale. 2. Restricted Fund Balance – represents the portion of fund balance that is subject to legal restrictions, such as grants or hotel/motel tax and bond proceeds. 3. Committed Fund Balance – describes the portion of fund balance that is constrained by limitations that the Council has imposed upon itself, and remains binding unless the Council removes the limitation.
FINANCIAL CONDITIONS, RESERVES, AND STABILITY RATIOS A. Operational Coverage – (No Operating Deficits) – The City’s Proprietary Utility fund
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4. Assigned Fund Balance – is that portion of fund balance that reflects the City’s intended use of the resource and is established in a less formal method by the City for that designated purpose. 5. Unassigned Fund Balance – represents funds that cannot be properly classified in one of the other four categories.
D. Liabilities and Receivables – Procedures will be followed to maximize discounts and reduce penalties offered by creditors. Current liabilities will be paid within 30 days of receiving the invoice. Accounts Receivable procedures will target collection for a maximum of 30 days from service. Receivables aging past 120 days will be sent to a collection agency. The Finance Director is authorized to write-off non-collectible accounts that are delinquent for more than 180 days, provided proper delinquency procedures have been followed. The Finance Director will make an annual report to the City Council of the status of delinquent write-offs of non-collectible accounts.
C. Operating Reserves/Fund Balances – 1. The General Fund’s Unassigned Fund Balance should be at least 33% of the General Fund’s annual operating expenditures. This percentage is the equivalent of four months operational expenditures. The General Fund’s annual operating expenditures are defined as all personnel and operations expenditures less those related to the operation of the sanitation department, airport and golf course. Any expenditure funded with General Fund Balance is also excluded from this calculation.
E. Capital and Debt Service Funds – 1. Monies in the Capital Projects Funds should be used within 24 months of receipt or within a reasonable time according to construction schedule. Balances will be used to generate interest income to offset construction cost. Any unused monies can be used to fund similar projects as outlined by bond covenants and remaining excess funds will be transferred to the Debt Service Fund, provided that this complies with the bond covenant.
2. The General Fund’s Assigned for Technology Fund Balance is replenished each year at a level sufficient for the City’s technology needs based on a recommendation by Management.
Revenues in the Debt Service Fund are based on property tax revenues, interest earnings and transfers from other funds. Reserves in the Debt Service Fund are designed to provide funding between the date of issuance of new debt and the time that property tax levies are adjusted to reflect the additional debt. Reserve levels should not exceed one month of average annual debt service.
3. The General Fund’s Assigned for Capital Projects Fund Balance is adopted by Council with the acceptance of the fiscal year end financial statements. At the end of each fiscal year, any available fund balance that is not restricted or allocated to technology is added to the balance of the General Fund’s Assigned for Capital Projects Fund Balance.
2. Revenue obligations will maintain debt coverage ratios as specified by the bond covenants.
4. The Enterprise Fund working capital should be maintained at 33% of total operating expenses or the equivalent of four months.
F. Ratios/Trend Analysis – Ratios and significant balances will be incorporated into monthly, quarterly and financial reports. This
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information will provide users with meaningful data to identify major trends of the City’s finances through analytical procedures. We have selected the following ratios/balances as key indicators:
maintained by the Director of Finance for all functions involving cash handling and/or accounting throughout the City. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement.
Fund Balance/Equity (FB/E): Assets – liabilities AL (acceptable level) 33.0% of operations
B. Department Heads Responsibilities – Each Department Head is responsible to ensure that good internal controls are followed throughout their Department, that all Finance Department directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed.
Working Capital (CA-CL): Current assets less current liabilities AL 33.0% of operations Current Ratio (CA/CL): Current assets divided by current liabilities AL > 1.00
XII. STAFFING AND TRAINING
Quick Ratio (Liquid CA/CL): “Liquid” current assets divided by current liabilities AL > 1.00
A. Adequate Staffing –Staffing levels will be adequate for the fiscal functions of the City to operate effectively. Overtime shall be used only to address temporary or seasonal demands that require excessive hours. Workload allocation alternatives will be explored before adding staff.
Debt/Assessed Ad Valorem Taxes (D/AV): Debt divided by assessed Ad Valorem value AL < 5
B. Training – The City will support the continuing education efforts of all financial staff members including the investment in time and materials for maintaining a current perspective concerning financial issues. Staff will be held accountable for communicating, teaching, and sharing with other staff members all information and training materials acquired from seminars, conferences, and related education efforts.
Debt Ratio - % (CL+LTL / TA) : Current liabilities plus long term liabilities divided by total assets AL < 1.00 Enterprise Operational Operating Coverage (OR/OE): Operating revenue divided by operating expense AL > 1.25
C. Awards, Credentials, Recognition – The Finance Department will support efforts and involvement which result in meeting standards and receiving exemplary recitations on behalf of any of the City’s fiscal policies, practices, processes, products, or personnel. Staff certifications may include Certified Public Accountant, Management Accountant, Certified Internal Auditor, and Certified Cash Manager.
Our goal is to develop minimum/maximum levels for the ratios/balances above through analyzing City of Temple historical trends and anticipated future trends. We will also analyze/compare City of Temple to other municipalities to develop these acceptable levels. XI. INTERNAL CONTROLS
The Finance Department will strive to maintain a high level of excellence in its
A. Written Procedures – Wherever possible, written procedures will be established and
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accounting policies and practices as it prepares the CAFR. The CAFR will be presented annually to the Governmental Finance Officers Association (GFOA) for evaluation and consideration for the Certificate of Achievement for Excellence in Financial Reporting. The Budget will also be submitted to the GFOA for evaluation and consideration of the Distinguished Budget Presentation Award.
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INVESTMENT POLICY
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INVESTMENT POLICY The Public Funds Investment Act, Chapter 2256, Texas Government Code, as amended, (the “PFIA”) prescribes that each City is to adopt rules governing its investment practices and to define the authority of the investment officers. The following Investment Policy addresses the methods, procedures, and practices, which must be exercised to ensure effective and judicious fiscal management of the City’s funds.
II.
The primary objectives of the City investment activities, in order of priority, shall be: A. Safety – Investments shall be undertaken in a manner that seeks to ensure the preservation of principal.
The Director of Finance, the Assistant Director of Finance, the Treasury/Grants Manager, the Financial Analyst and the Senior Accountant are authorized as the Investment Officers of the City of Temple, Texas, and are responsible for all investment decisions and activities. I.
Objectives
B. Liquidity – The City’s investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements, which might be reasonably anticipated. C. Yield – The City’s investment strategy is conservative. Given this strategy, the benchmark used by the Director of Finance to determine whether market yields are being achieved shall be the average rolling 90-day T-bill rate. Weighted average yield to maturity shall be the portfolio performance standard. Return on investment is of least importance compared to the safety and liquidity objectives.
Scope
This policy applies to all investment activities of the City’s funds under its control, except those subject to other investment covenants, or excluded by contract. The Investment Policy will govern the activities of the Investment Officers and designated deputies in their management of all public funds covered by this Investment Policy. To make effective use of the City’s resources, all funds shall be pooled for investment purposes, except for those funds required to be accounted for in other accounts as stipulated by applicable laws, bond covenants, contracts or City policy. The pooled funds will include, but are not limited to, the funds of the General Fund, Water & Wastewater, GO Interest & Sinking, Hotel/Motel, Capital Projects, Federal/State Grant, Drainage, and Tax Increment Funds. Bond Proceeds may be invested in separate portfolios. The Firemen’s Pension Fund, Deferred Compensation Plans, and any investments donated to the City for a particular purpose, or under terms of use specified by the donor, are outside the scope of this Investment Policy.
Each investment transaction shall seek to first ensure that principal losses are avoided, whether they are from issuer defaults or erosion of market value. III.
Delegation Of Authority
The Director of Finance may designate deputies to assist with the management of the investment portfolio, but only the City Council may designate Investment Officers. The Investment Officers shall be responsible for all transactions, compliance with internal controls, and insuring that all safekeeping, custodial, and collateral duties are in compliance with this Investment Policy and other applicable laws and regulations.
This policy also requires the formal adoption of an Investment Strategy that specifically addresses each of the City’s fund groups. (See Attachment A)
IV.
Standard Of Care
Investments shall be made with judgment and care, under prevailing circumstances, that a person of prudence, discretion, and intelligence would exercise in the management of the
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INVESTMENT POLICY person’s own affairs, not for speculation, but for investment, considering the probable safety of capital and the probable income to be derived. This investment principle shall be applied in the context of managing the overall investment portfolio.
C. The individual has acquired from the business organization during the previous year investments with a book value of $2,500 or more for the personal account of the individual. VI.
The Investment Officers, acting in accordance with written procedures and exercising due diligence, shall not be held personally responsible for an individual issuer’s credit risk or market price changes, provided that deviations from expectations are reported in a timely manner to the City Manager, and appropriate action is taken to control adverse developments. V.
Accounting/Reporting
The Investment Officers shall, not less than quarterly, prepare and submit to the City Council a written report of investment transactions for all funds covered by this Investment Policy for the preceding reporting period. The report should: A. Describe the investment position of the entity on the date of the report;
Ethics And Conflicts Of Interest
B. Be prepared and signed by the Investment Officers;
The Investment Officers and designated deputies shall refrain from any personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. An Investment Officer who has a personal business relationship with a business organization offering to engage in an investment transaction with the City shall file a statement with the Texas Ethics Commission and the City Council disclosing that personal business interest. A disclosure statement will also be filed if an Investment Officer is related within the second degree by affinity of consanguinity, as determined under Chapter 573, to an individual seeking to sell an investment to the City.
C. Contain a summary statement that states the beginning market values, ending market value and fully accrued interest for the reporting period; D. State the book value and market value of each separately invested asset at the beginning and end of the reporting period by type of asset and fund type invested; E. State the maturity date of each separately invested asset that has a maturity date;
For the purpose of this section, an individual has a personal business relationship with a business organization if:
F. State the compliance of the investment portfolio as it relates to the City’s Investment Policy, the City’s Investment Strategy and the Public Funds Investment Act; and
A. The individual owns 10 percent or more of the voting stock or shares of the business organization, or owns $5,000 or more of the fair market value of the business organization;
G. The reports should be formally reviewed at least annually by an independent auditor and the results of that audit reported to the City Council.
B. Funds received by the individual from the business organization exceed 10 percent of the individual’s gross income for the previous year; or
The method used to monitor the market price of acquired investments is to obtain market rates for the total portfolio from a recognized entity independent from the original transaction.
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INVESTMENT POLICY The City will seek to control the risk of loss due to failure of an investment issuer by monitoring the ratings of portfolio positions to ensure compliance with the rating requirements imposed by the Public Funds Investment Act. Not less than quarterly, the Investment Officers will obtain from a reliable source the current credit rating for each held investment that has a PFIA-required minimum rating and will include this information in the quarterly report. The City shall take all prudent measures that are consistent with this Policy to liquidate an investment that does not have the minimum rating. VII.
Maturity schedules shall be timed according to anticipated liquidity needs. Investments, from time to time, may be liquidated before maturity for cash-flow or portfolio restructuring purposes. To meet these disbursement schedules, market gains or losses may be required. Any losses for early maturity liquidation should be minimized, and they should be reported as such to the City Manager in a timely manner. Actual risk of default shall be minimized by adequate collateralization, where applicable. Market risk shall be minimized by diversification of investment type and maturity. The Investment Officers shall routinely monitor the contents of the investment portfolio, the available markets and the relative values of competing instruments, and shall adjust the investment portfolio accordingly, keeping in mind the overall objectives of the investments.
Diversification
The City will diversify use of investment types and issuers to avoid incurring unreasonable risks inherent in over-investment in specific instruments, individual issuers or maturities (when appropriate).
VIII.
Cash Flow Analysis
The Director of Finance monitors cash flows for all of the Cityâ&#x20AC;&#x2122;s fund types. The purposes will be to determine liquidity needs and the available funds for investing.
The investment portfolio shall not exceed the following guidelines without prior approval of the City Manager: A. With the exception of U.S. Treasury securities and authorized pools, no more than 80% of the total investment portfolio will be invested in a single investment type.
IX.
Authorized Investments
The following is a list of authorized investments: A. Obligations issued, guaranteed, insured by, or backed by the full faith and credit of the United States or its agencies and instrumentalities (i.e. U.S. Treasury and Agency Issues), including obligations of the Federal Home Loan Bank, the Federal Deposit Insurance Corporation and U.S. Agency Letters of Credit.
B. Commercial paper shall not exceed more than 5% of the total investment portfolio. C. With the exception of U.S. Treasury securities and authorized pools, no more than 40% of the total investment portfolio shall be invested with a single issuer. D. The maximum maturity for each investment and the total portfolio will be timed to maturity to meet cash flow needs established by the cash flow analysis. The maximum maturity of any individual investment shall not exceed three (3) years.
B. Obligations issued, guaranteed, insured by, or backed by the State of Texas. Obligations issued by counties, cities, and other political subdivisions of the State of Texas that are rated as to investment quality by a nationally recognized investment rating firm not less than A or its equivalent.
E. The maximum dollar-weighted average maturity of the total investment portfolio is 270 days.
C. Deposits in Financial Institutions, which are guaranteed or insured by the Federal Deposit Insurance Corporation
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INVESTMENT POLICY or its successor or the National Credit Union Share Insurance Fund or its successor and are secured in compliance with Section XII Collateralization Requirements and placed in compliance with the PFIA.
or at an equivalent rating by at least one nationally recognized rating agency. An investment that requires a minimum rating under this Policy does not qualify as an authorized investment during the period the investment does not have the minimum rating. The Investment Officers will take all prudent measures that are consistent with this Policy to liquidate an investment that does not have the minimum rating. The Investment Officers will not be required to liquidate investments that were authorized investments at the time of purchase.
D. Fully collateralized repurchase agreements that have a defined termination date and are secured by cash or obligations of the United States or its agencies and instrumentalities. The securities purchased by the City must be pledged to the City, held in the Cityâ&#x20AC;&#x2122;s account and deposited at the time the investment is made with the Cityâ&#x20AC;&#x2122;s custodial bank. Repurchase agreements can only be placed through primary government securities dealers or financial institutions doing business in Texas.
The Investment Officers prohibited from investing in:
are
specifically
a. Structured notes, investments with inverse-floaters, collateralized mortgage obligations, or any other form of derivatives;
E. Commercial paper with a stated maturity of 270 days or less from the date of issuance. Commercial paper must be rated not less than A-1 or P-1, or an equivalent, by at least two nationally recognized credit rating agencies or rated by one credit rating agency plus fully secured by an irrevocable letter of credit issued by a domestic bank.
b. Any investment not authorized by this policy or the Public Funds Investment Act; c. Any investment pool in which the City would own more than 20% of the market value of the pool; d. Highly sophisticated investments not freely conducted in the marketplace (e.g., derivatives); and
F. Investment pools that are authorized by Council, invest only in investments approved by the Public Funds Investment Act, have an advisory board and are continuously rated no lower than AAA or AAA-m or at an equivalent rating by at least one nationally recognized rating agency. Investment pools must comply with all requirements of the Public Funds Investment Act and provide an offering circular, investment transaction confirmations, and monthly reports.
e. Any one mutual fund in which the City would own more than 10% of the total assets of the mutual fund. The Investment Officers are also specifically prohibited from borrowing funds for the purpose of reinvesting the funds to leverage return. X.
Eligible Institutions
The following financial institutions are eligible for consideration for investment transactions by the Investment Officers:
G. S.E.C. registered no-load money market mutual funds that comply with federal Securities and Exchange Commission Rule 2a-7 and the Public Funds Investment Act, and are continuously rated no lower than AAA
A. State or national banks with a main or branch office in the State of Texas; B. Savings banks with a main or branch office in the State of Texas;
60
FY 2019
INVESTMENT POLICY C. State or federal credit unions with a main or branch office in the State of Texas;
All broker/dealers will have on file Trading Authorization Agreements, with the City. XI.
D. Brokers approved and designated as primary dealers by the Federal Reserve Bank of New York;
Investment Purchases/ Trades
The City will purchase investments on an “as needed” basis only. The City will determine investment requirements based on cash flow analysis and current cash positions. The City will create a competitive environment to evaluate available options best suited for the City’s requirements.
E. Secondary or regional brokers who meet the following requirements: 1. Registered and in good standing with the Financial Industry Regulatory Authority (FINRA); 2. Maintain Texas State Registration; 3. Have net capital of $1 million or more for Delivery Versus Payment investment transactions or net capital of $50 million or more for Repurchase Agreement transactions; and 4. Have at least five (5) years of operation.
Investment selections and term will be determined in accordance with, (1) safety of principal, (2) cash flow needs, (3) investment type as a percentage of total investment portfolio and (4) yield. Brokers/dealers are not encouraged to contact the City on currently available securities that the broker/dealers believe are items of interest to the City. The Treasury/Grants Manager will obtain investment alternatives and get approval from an Investment Officer prior to making any investment decision. After the decision is made, execution will be on a competitive basis. All security purchases and trades conducted through the City will be settled with the City’s third party custodial bank using Delivery versus Payment (DVP).
F. Local government investment pools, (i.e. Texpool, TexSTAR, etc.); and G. S.E.C. registered money market mutual funds. A written copy of the City’s Investment Policy shall be presented to any local government investment pool offering to engage in an investment transaction with the City. The qualified representative of the business organization (e.g. local government investment pool or discretionary investment management firm) shall execute an Investment Policy Certification substantially to the effect that the business organization or has:
The Director of Finance, Assistant Director of Finance, Treasury/Grants Manager, Senior Accountant, City Manager, and City Secretary are the only individuals authorized to wire funds for the City. Dual authorization shall be used for all non-repetitive wire transfers. The City’s Investment Officer must approve any substitution of securities on repurchase agreements. The City will only enter repurchase agreements under the terms of the Public Securities Agreement (PSA) – Master Repurchase Agreement or similar format.
A. Received and reviewed the City’s Investment Policy; and B. Agrees to comply with the requirements of the Public Funds Investment Act.
XII.
A list of individual qualified broker/dealers authorized to engage in investment transactions with the City shall, at least annually, be reviewed, revised, and adopted by the City Council. (See Attachment B)
Collateralization Requirements
Consistent with the requirements of the Public Funds Collateral Act, Chapter 2257, Texas Government Code, as amended, the City will require full collateralization of all non-insured
61
FY 2019
INVESTMENT POLICY deposits with depository institutions. To anticipate market changes and provide a level of security, the collateralization level will be at least 102% of market value of principal and accrued interest on the ledger deposits less the amount insured by the Federal Deposit Insurance Corporation. Securities pledged as collateral shall be held in the City’s account by an independent third party with whom the City has a current custodial agreement. A clearly marked evidence of pledge must be supplied to the City for retention. The City must approve any release and/or substitution of collateral before such action is taken. Collateral shall be reviewed at least monthly to assure that the market value of the securities pledged equals or exceeds the required amount.
XIII.
The Investment Officers shall attend: A. At least one training session containing at least ten (10) hours of instruction relating to the Investment Officer’s responsibilities within 12 months after taking office or assuming duties. B. Investment training sessions not less than once in a two-year period that begins on the first day of the City’s fiscal year and consists of the two consecutive fiscal years after that date and receive not less than eight (8) hours of instruction relating to investment responsibilities.
Obligations authorized by the Public Funds Collateral Act are acceptable for collateralization purposes. The City reserves the right, in its sole discretion, to accept or reject any form of insurance or collateralization pledged towards deposits.
Training must include education in investment controls, security risks, strategy risks, market risks, diversification of the investment portfolio, and compliance with the Public Funds Investment Act.
All financial institutions pledging securities as collateral shall be required to sign a collateralization agreement with the City. The agreement shall define the City’s rights to the collateral in case of default, bankruptcy, or closing and shall establish a perfected security interest in compliance with Federal and State regulations, including:
The agreement must be in writing;
The agreement must be executed by the financial institution and the City contemporaneously with the deposit;
The agreement must be approved by the Board of Directors or designated committee of the financial institution and a copy of the meeting minutes must be delivered to the City; and
Investment Training
All training shall be from an independent source on the list of approved training seminar sponsors. (See Attachment C) XIV.
Conclusion
The Investment Officers will adhere to the Investment Policy in all investment decisions of the City. All current investment activity, which does not comply with the above stated policy, will be allowed to mature, and all future investment activity will be performed under the terms of this Policy. In conjunction with the annual financial audit, a compliance audit will be performed on management controls and adherence to this Policy.
The agreement must be part of the financial institution’s “official record” continuously since its execution.
An annual review of the Investment Policy and Strategy will be conducted by the Director of Finance. The Investment Policy and Strategy, with any changes, will then be presented for the City Council to review and adopt. Formal adoption of the Investment Policy and Strategy will be documented in the minutes of the City Council meeting and the adopting ordinance.
Private insurance coverage is not an acceptable collateralization form.
62
FY 2019
INVESTMENT POLICY
INVESTMENT STRATEGY –
Attachment A
The Investment Strategy of the City of Temple, Texas, is adopted to provide investment guidelines that will minimize the risk of loss of principal. To make effective use of the City’s resources, all monies shall be pooled into one fund, except for those monies required to be accounted for in other accounts as stipulated by applicable laws, bond covenants, contracts or City policy. Investment priorities (in order of importance) are as follows: A. Suitability – Any investment allowed by the Investment Policy is suitable. Maturity schedules shall be timed according to anticipated needs. B. Safety of Principal – All investments should be of high quality with no perceived default risk. C. Liquidity – Bank Deposits, local government investment pools and money market mutual funds shall provide daily liquidity. Fixed maturity investments shall provide liquidity as required by anticipated needs. D. Marketability – Investments should have an active and efficient secondary market to enable the City to liquidate investments prior to the maturity for unanticipated cash requirements. E. Diversification – The City will diversify use of security types, issuers and maturities as per the Investment Policy. F. Yield – The City’s investment strategy is conservative. The benchmark shall be the average rolling 90-day T-bill rate.
63
FY 2019
INVESTMENT POLICY
LIST OF AUTHORIZED BROKERS/DEALERSâ&#x20AC;&#x201C;
Attachment B
A list of Broker/Dealers that are authorized to engage in investment transactions with the City shall, at least annually, be reviewed, revised, and adopted. The following Broker/Dealers are authorized for use by the Investment Officer: BBVA Securities, Inc. Duncan Williams FTN Financial Hilltop Securities Great Pacific Securities MultiBank Securities, Inc. Mutual Securities, Inc. Raymond James Rice Financial Products Vining-Sparks IBG Wells Fargo Securities
64
FY 2019
INVESTMENT POLICY
APPROVED TRAINING SEMINAR SPONSORS –
Attachment C
All investment training shall be from an independent source approved by the City Council. The following sponsors are hereby approved: A. Government Finance Officers’ Association (GFOA and GFOAT); B. Texas Society of Certified Public Accountants (TSCPA); C. Texas Municipal League (TML); D. Government Treasurers’ Organization of Texas (GTOT); E. Sponsors approved by the TSCPA and GFOA, GFOAT, GTOT, to provide CPE credits; or F. University of North Texas
65
BUDGET SUMMARY
ALL FUNDS 66
FY 2019
COMBINED STATEMENT - SOURCES/USES OF FUND Adopted Budget FY 2018
Revenues/Other Sources General Fund
$
ADOPTED Budget FY 2019
70,460,686
$
% Increase/ (Decrease)
74,038,158
5.08%
Water & Wastewater Fund
34,428,191
35,917,181
4.32%
Debt Service Fund
16,598,413
17,429,889
5.01%
1,903,300
2,028,000
6.55%
431,615
536,232
24.24%
2,300,050
2,754,500
19.76%
16,107,144 142,229,399
16,990,273 149,694,233
5.48% 5.25%
Hotel/Motel Tax Fund Federal/State Grant Fund Drainage Fund Reinvestment Zone No. 1 Fund Total Revenues/Other Sources
$
$
Adopted Budget FY 2018
Expenditures/Transfers General Fund
$
73,281,539
Water & Wastewater Fund
34,428,191
Debt Service Fund
16,740,207
Hotel/Motel Tax Fund
1,924,000
Federal/State Grant Fund Drainage Fund Reinvestment Zone No. 1 Fund Total Expenditures/Transfers
$
ADOPTED Budget FY 2019 (1)
$
% Increase/ (Decrease)
77,358,633
(3)
5.56%
35,917,181
4.32%
17,450,971
4.25%
2,131,200
10.77%
431,615
536,232
24.24%
2,300,050
2,754,500
19.76%
11,542,276 147,690,993
-33.10% 0.91%
17,253,914 146,359,516
(2)
$
(1)
Includes the use of $2,438,453 in Undesignated Fund Balance - Capital Projects to fund Capital of $1,529,182, TEDC Matrix allocation of $221,146, Strategic Investment Zone of $162,000, Capital Replacement - Sanitation Vehicles of $273,575 and Capital Replacement - Public Safety P25 Radios of $252,550. Also includes the use of $382,400 in Designated Fund Balance for General Government Compensation Plan.
(2)
Includes the use of $20,700 in Designated Fund Balance for General Government Compensation Plan.
(3)
Includes the use of $3,320,475 in Undesignated Fund Balance - Capital Projects to fund Capital of $1,833,739, TEDC Matrix allocation of $863,236, Strategic Investment Zone of $100,000, and Debt Service for Capital Replacement - Sanitation Vehicles of $274,000 and for Capital Replacement - Public Safety P25 Radios of $249,500.
FY 2018 Adopted Budget Compared to the FY 2019 Adopted Budget
FY 2018 Expenditures/Transfers by Fund $ 146,359,516
General Fund - 50.07% Debt Service Fund - 11.44% Grant Fund - 0.29% Reinvestment Zone No. 1 - 11.80%
FY 2019 Expenditures/Transfers by Fund $ 147,690,993
W & WW Fund - 23.52% Hotel/Motel Tax Fund - 1.31% Drainage Fund - 1.57%
General Fund - 52.38% Debt Service Fund - 11.82% Grant Fund - 0.36% Reinvestment Zone No. 1 - 7.81%
67
W & WW Fund - 24.32% Hotel/Motel Tax Fund - 1.44% Drainage Fund - 1.87%
COMBINED SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE / NET ASSETS ALL FUNDS
FY 2019
SPECIAL REVENUE FUNDS General Fund
Hotel/Motel Fund
Fed/State Grant Fund
Drainage Fund
Reinvestment Zone No. 1
BEGINNING FUND BALANCE/ NET ASSETS 10/01/18
$ 23,219,969
$
1,012,425
$
-
$
186,814
$
34,452,976
REVENUES: Taxes
36,498,625
1,542,500
-
-
16,914,273
Water and wastewater revenue
-
-
-
-
-
Drainage fees
-
-
-
2,720,000
-
7,103,030
-
-
-
-
909,250
-
-
-
36,000
45,065
-
536,232
-
-
25,811,506
457,900
-
-
-
2,208,553
-
-
-
-
Franchise fees Licenses and permits Intergovernmental Charges for services Fines Interest and other
1,358,903
27,600
-
34,500
40,000
TOTAL REVENUES
73,934,932
2,028,000
536,232
2,754,500
16,990,273
TOTAL AVAILABLE RESOURCES
$ 97,154,901
$
3,040,425
$
536,232
$
2,941,314
$
51,443,249
$ 50,588,664
$
1,243,756
$
216,132
$
1,030,622
$
-
EXPENDITURES: Personnel services Operations Capital Contingency Debt service TOTAL EXPENDITURES
22,462,531
867,418
270,100
588,303
1,808,863
1,984,965
-
50,000
524,500
1,834,000
664,725
16,500
-
346,906
-
150,948 $ 75,851,833
3,526 $
2,131,200
$
536,232
$
2,490,331
7,899,413 $
11,542,276
OTHER FINANCING SOURCES (USES): Transfers in Transfers (out) Lease proceeds
(1,506,800) 103,226 (1,403,574)
-
-
-
-
-
-
-
-
-
-
(264,169)
-
-
-
(264,169)
-
ENDING FUND BALANCE/ NET ASSETS 09/30/2019
$ 19,899,494
$
68
909,225
$
-
$
186,814
$
39,900,973
COMBINED SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE / NET ASSETS ALL FUNDS
Debt Service Fund
FY 2019
Water/Wastewater Enterprise Fund
Total All Funds
BEGINNING FUND BALANCE/ NET ASSETS 10/01/18
$
414,101
$
110,886,815
$
170,173,100
REVENUES: Taxes
14,015,920
-
68,971,318
Water and wastewater revenue
-
34,615,358
34,615,358
Drainage fees
-
-
2,720,000
Franchise fees
-
-
7,103,030
Licenses and permits
-
-
945,250
1,505,000
-
2,086,297
Charges for services
-
-
26,269,406
Fines
-
-
2,208,553
Intergovernmental
Interest and other
138,000
1,301,823
2,900,826
TOTAL REVENUES
15,658,920
35,917,181
147,820,038
TOTAL AVAILABLE RESOURCES
$
16,073,021
$
146,803,996
$
317,993,138
$
-
$
5,724,716
$
58,803,890
EXPENDITURES: Personnel services Operations
-
16,837,728
42,834,943
Capital
-
1,466,415
5,859,880
Contingency
-
273,446
1,301,577
Debt service TOTAL EXPENDITURES
17,450,971 $
17,450,971
11,614,876 $
35,917,181
37,119,734 $
145,920,024
OTHER FINANCING SOURCES (USES): Transfers in
1,770,969
-
1,770,969
-
-
(1,770,969)
-
-
103,226
1,770,969
-
103,226
Transfers (out) Lease proceeds
ENDING FUND BALANCE/ NET ASSETS 09/30/2019
$
393,019
69
$
110,886,815
$
172,176,340
SUMMARY:
FY 2019
GENERAL FUND - 110 2017/2018 AMENDED Budget @ 06/30/18
2018/2019 ADOPTED Budget
+(-)
34,982,637 6,771,002 905,004 197,099 24,995,905 2,206,811 1,398,399 71,456,857
$ 35,249,229 6,785,270 812,750 64,737 25,162,265 2,268,460 1,397,178 71,739,889
$ 36,498,625 7,103,030 909,250 45,065 25,811,506 2,208,553 1,358,903 73,934,932
$ 1,249,396 317,760 96,500 (19,672) 649,241 (59,907) (38,275) 2,195,043
14,405,300 29,695,356 2,978,366 5,393,359 9,756,674 2,247,236 2,308,289
14,759,994 30,849,670 3,032,091 6,056,584 9,889,175 2,348,692 1,798,232
15,489,111 33,458,703 3,489,914 6,402,354 11,678,868 2,366,743 2,567,398
16,305,596 32,470,949 3,563,733 6,609,445 11,829,925 2,271,547 664,725 1,984,965
816,485 (987,754) 73,819 207,091 151,057 (95,196) 664,725 (582,433)
48,106 7,065 66,839,751
50,096 5,074 68,789,608
109,681 13,760 75,576,532
136,634 14,314 75,851,833
26,953 554 275,301
1,814,572
2,667,249
(3,836,643)
(1,916,901)
(941,270) (72,714) (77,650) (500,423) (1,592,057)
(1,282,438) (17,470) (437,000) (1,736,908)
(1,507,925) (22,083) (433,678) 538,186 (1,425,500)
(1,506,800) 103,226 (1,403,574)
(5,262,143)
(3,320,475)
09/30/16 Revenues: Taxes Franchise fees Licenses and permits Intergovernmental Charges for services Fines Interest and other Total revenues
$
Expenditures: Current: General government Public safety Highways and streets Sanitation Parks and recreation Airport Contingency (1) Capital Debt service: Principal retirement - lease Interest and fiscal charges - lease Total expenditures Excess (deficiency) of revenues over expenditures Other financing sources (uses): Transfers in (out): Transfers out - Debt Service Transfers out - Grant Fund Transfers out - Bond Programs Transfers out - Capital Projects-Designated Lease proceeds Total other financing sources (uses) Excess (deficiency) of revenues and other financing sources over expenditures and other financing uses Fund balance, beginning of period Fund balance, end of period
Actual
33,989,898 6,712,490 961,527 112,862 23,183,784 2,173,835 1,519,927 68,654,323
$
222,515 $
27,329,256 27,551,771
09/30/17
930,341 $
27,551,771 28,482,112
28,482,112 $ 23,219,969
1,919,742
1,125 22,083 433,678 (434,960) 21,926
1,941,668
23,219,969 $ 19,899,494
$ 1,941,668
2017/2018 AMENDED Budget @ 06/30/18
2018/2019 ADOPTED Budget
+(-)
$ 49,258,603 22,101,464 4,093,024 123,441 $ 75,576,532
$ 50,588,664 22,462,531 1,984,965 664,725 150,948 $ 75,851,833
$ 1,330,061 361,067 (2,108,059) 664,725 27,507 $ 275,301
Total General Fund Expenditures - By Category
09/30/16 Personnel services Operations Capital outlay Contingency (1) Debt Service Fund Total (1)
$
$
Actual
44,278,299 18,691,143 3,815,138 55,171 66,839,751
$
$
09/30/17 45,774,606 20,278,295 2,681,537 55,170 68,789,608
Contingency is budgeted in Special Services and moved during the fiscal year as appropriated by the Council - only applicable to amended and adopted budgets
70
General Fund Revenues by Sources $24
$22
$20
$18
$16
Millions
$14
$12
$10
$8
$6
$4
$2
$-
2016 - Actuals $68,654,323
2017 - Actuals $71,456,856
2018 - Amended Budget $72,046,083 71
2019 - Adopted Budget $74,038,158
General Fund Expenditures by Element
$50
Millions
$40
$30
$20
$10
$-
2016 - Actuals
$68,431,807
2017 - Actuals
2018 - Amended Budget
$70,526,516
$77,116,929 72
2019 - Adopted Budget
$77,358,633
General Fund Expenditures by Department $18
$16
$14
$12
Millions
$10
$8
$6
$4
$2
$-
2016 - Actuals
2017 - Actuals
$68,431,807
$70,526,516
2018 - Amended Budget $77,116,929
73
2019 - Adopted Budget $77,358,633
FIVE YEAR FORECAST:
FY 2019
GENERAL FUND - 110
Revenue forecast are based on a combination of historical trend analysis and future growth and development estimates. Expenditures are forecasted by applying a combination of CPI adjustments and planned expansion of services. Planned expansions include the full operations of Crossroads Park in FY 2020 and the completion of the multi-year staffing for the Proactive Enforcement / Violent Crime Squad.
Beginning fund balance
$
Year 1
Year 2
Year 3
Year 4
Year 5
Budget
Projected
Projected
Projected
Projected
Projected
2019
2020
2021
2022
2023
2024
27,779,730
$
24,459,255
$
21,787,312
$
21,334,872
$
21,099,237
$
21,591,703
Revenues: Taxes Franchise fees Licenses and permits Intergovernmental Charges for services
36,498,625
38,098,957
40,111,646
42,078,142
44,138,777
46,280,846
7,103,030
7,245,091
7,389,992
7,537,792
7,688,548
7,842,319
909,250
927,435
945,984
964,903
984,201
1,003,885
45,065
48,340
48,340
48,340
48,340
48,340
25,811,506
26,327,736
26,344,291
26,871,177
27,408,600
27,956,772
Fines
2,208,553
2,186,355
2,186,355
2,186,355
2,186,355
2,186,355
Interest and other
1,358,903
1,611,711
1,709,495
1,721,260
1,733,260
1,831,751
73,934,932
76,445,625
78,736,104
81,407,970
84,188,082
87,150,269
General government
17,319,141
17,618,713
17,872,580
18,234,039
18,603,464
18,981,039
Public safety
33,550,949
34,477,685
35,021,236
35,869,072
36,736,816
37,592,950
3,682,733
3,747,738
3,803,353
3,881,247
3,960,838
4,042,167
Total revenues Expenditures:
Highways and streets Sanitation
6,697,894
6,811,749
6,913,479
7,045,364
7,179,939
7,317,261
10,301,504
10,595,709
10,638,555
11,164,992
11,399,511
11,627,531
Education
1,827,117
1,860,826
1,888,739
1,930,120
1,972,449
2,015,746
Airport
2,321,547
2,360,549
2,395,705
2,440,555
2,486,305
2,532,974
Parks and recreation
Debt service
150,948
150,948
150,948
150,948
150,948
150,948
Transfer out
1,403,574
1,493,650
503,950
927,267
1,205,347
1,182,825
77,255,407
79,117,567
79,188,545
81,643,604
83,695,617
85,443,442
Total expenditures Ending fund balance
Fund Balance as a % of Expenditures
$
24,459,255
31.66%
$
21,787,312
27.54% 74
$
21,334,872
26.94%
$
21,099,237
25.84%
$
21,591,703
25.80%
$
23,298,529
27.27%
SUMMARY:
HOTEL/MOTEL TAX FUND - 240
2017/2018 AMENDED Budget @ 06/30/18
2018/2019 ADOPTED Budget
1,583,762 504,684 19,824 2,108,270
$ 1,535,807 453,800 71,182 2,060,789
$ 1,542,500 457,900 27,600 2,028,000
1,060,519 442,891 484,446
1,042,310 455,273 501,474
1,362,318 558,972 618,477
1,014,879 637,670 475,125
(347,439) 78,698 (143,352)
1,987,856
1,999,057
3,265 260 2,543,292
3,262 264 2,131,200
(3) 4 (412,092)
37,003
109,213
-
-
37,003
109,213
09/30/16 Revenues: Taxes Charges for services Interest and other Total revenues
$
Expenditures: Mayborn center Tourism marketing Railroad museum Debt Service: Principal Interest Total expenditures Excess (deficiency) of revenues over expenditures
Fund balance, beginning of year Fund balance, end of year
$
Actual
1,473,592 523,522 27,745 2,024,859
Other financing sources: Lease Proceeds Total other financing sources Excess (deficiency) of revenues and other financing sources over expenditures and other financing uses
FY 2019
$
1,335,367 1,372,370
$
09/30/17
1,372,370 1,481,583
(482,503)
$
(103,200)
13,345 13,345
(13,345) (13,345)
(103,200) $
1,012,425 909,225
6,693 4,100 (43,582) (32,789)
379,303
-
(469,158) 1,481,583 $ 1,012,425
+(-)
365,958 $
(469,158) (103,200)
Total Hotel/Motel Tax Fund Expenditures - By Category
09/30/16 Personnel services Operations Capital outlay Debt service Contingency (1) Fund Total (1)
$
$
Actual
1,074,895 794,363 118,598 1,987,856
$
$
09/30/17 1,102,612 806,832 89,613 1,999,057
2017/2018 AMENDED Budget @ 06/30/18
2018/2019 ADOPTED Budget
$ 1,169,858 939,207 430,702 3,525 $ 2,543,292
$ 1,243,756 867,418 3,526 16,500 $ 2,131,200
Contingency is budgeted in each department and moved during the fiscal year as appropriated by the Council - only applicable to amended and adopted budgets
75
+(-) $
$
73,898 (71,789) (430,702) 1 16,500 (412,092)
Hotel/Motel Tax Fund Revenues by Sources $1,600
$1,400
$1,200
Thousands
$1,000
H/M $800
$600
$400
$200
$-
2016 - Actuals $2,024,859
2017 - Actuals $2,108,270
2018 - Amended Budget $2,074,134 76
2019 - Adopted Budget $2,028,0000
Hotel/Motel Tax Fund Expenditures by Element $1,400
$1,200
Thousands
$1,000
$800
$600
$400
$200
$-
2016 - Actuals $1,987,855
2017 - Actuals
2018 - Amended Budget
$1,999,057
$2,543,292 77
2019 - Adopted Budget $2,131,200
Hotel/Motel Tax Fund Expenditures by Department $1,400
$1,200
Thousands
$1,000
$800
$600
$400
$200
$-
2016 - Actuals $1,987,856
2017 - Actuals $1,999,057
2018 - Amended Budget $2,543,292 78
2019 - Adopted Budget $2,131,200
SUMMARY:
FY 2019
FEDERAL/STATE GRANT FUND - 260
09/30/16 Revenues: Intergovernmental Other Total revenues
$
Actual
711,241 67,075 778,316
$
2017/2018 AMENDED Budget @ 06/30/18
09/30/17 575,049 20,890 595,939
$
2018/2019 ADOPTED Budget
4,921,445 3,808,559 8,730,004
$
+(-)
536,232 536,232
$ (4,385,213) (3,808,559) (8,193,772)
67,025 160,870 10,000 798,987 7,693,122 8,730,004
107,246 428,986 536,232
40,221 (160,870) (10,000) (370,001) (7,693,122) (8,193,772)
Expenditures: General government Public safety Sanitation Health and welfare Highways and streets Parks and recreation Airport Total expenditures
34,127 89,492 105,975 83,828 303,920 152,928 99,960 870,230
71,118 54,087 133,213 9,425 159,310 184,586 3,839 615,578
Excess (deficiency) of revenues over expenditures
(91,914)
(19,639)
-
-
-
72,714 19,200 91,914
19,639 19,639
-
-
-
Excess (deficiency) of revenues and other financing sources over expenditures and other financing uses
-
-
-
-
-
Fund balance, beginning of year
-
-
-
-
-
Other financing sources (uses): Transfers in - General Fund Transfers in - Capital Projects Total other financing sources (uses)
Fund balance, end of year
$
-
$
-
$
-
$
-
$
-
Total Federal/State Grant Fund Expenditures - By Category
09/30/16 Personnel services Operations Capital outlay Fund Total
$ $
Actual
28,476 368,358 473,395 870,230
$ $
79
2017/2018 AMENDED Budget @ 06/30/18
09/30/17 69,792 227,987 317,799 615,578
$ $
154,265 763,565 7,812,174 8,730,004
2018/2019 ADOPTED Budget $ $
216,132 270,100 50,000 536,232
+(-) $
61,867 (493,465) (7,762,174) $ (8,193,772)
Federal/State Grant Fund Revenues by Sources $4,500
$4,000
$3,500
Thousands
$3,000
$2,500
$2,000
$1,500
$1,000
$500
$-
2016 - Actuals $870,230
2017 - Actuals
2018 - Amended Budget
$615,578
$8,730,004 80
2019 - Adopted Budget $536,232
Federal/State Grant Fund Expenditures by Element $8,000
$7,000
$6,000
Thousands
$5,000
$4,000
$3,000
$2,000
$1,000
$-
2016 - Actuals $870,230
2017 - Actuals $615,578
2018 - Amended Budget $8,730,004 81
2019 - Adopted Budget $536,232
Federal/State Grant Fund Expenditures by Department $8,000
$7,000
$6,000
Thousands
$5,000
$4,000
$3,000
$2,000
$1,000
$-
2016 - Actuals $870,230
2017 - Actuals $615,578
2018 - Amended Budget $8,730,004 82
2019 - Adopted Budget $536,232
SUMMARY:
DRAINAGE FUND - 292
09/30/16 Revenues: Drainage fees Interest and other Total revenues
$
Expenditures: Highways and streets: Drainage Total expenditures
Actual
1,157,851 128,676 1,286,527
$
1,780,000 1,780,000
Excess (deficiency) of revenues over expenditures
(493,473)
Other financing (uses): Transfers out - Debt Service Total other financing (uses)
2017/2018 AMENDED Budget @ 06/30/18
2018/2019 ADOPTED Budget
2,283,793 24,905 2,308,698
$ 2,283,250 16,800 2,300,050
$ 2,720,000 34,500 2,754,500
1,983,088 1,983,088
3,652,135 3,652,135
2,490,331 2,490,331
09/30/17
325,610
(1,352,085)
-
(276,400) (276,400)
325,610
(1,628,485)
-
Excess (deficiency) of revenues over expenditures and other financing uses
(493,473)
Fund balance, beginning of year Fund balance, end of year
FY 2019
1,983,162 $
1,489,689
1,489,689
$
1,815,299
186,814
$
1,616,254
(264,169) (264,169)
12,231 12,231
-
1,628,485
186,814 $
186,814
436,750 17,700 454,450
(1,161,804) (1,161,804)
264,169
1,815,299 $
+(-)
(1,628,485) $
-
Total Drainage Fund Expenditures - By Category
09/30/16 Personnel services Operations Capital outlay Contingency (1) Fund Total (1)
$
$
Actual
744,693 318,553 716,754 1,780,000
$
$
09/30/17 734,121 225,595 1,023,372 1,983,088
2017/2018 AMENDED Budget @ 06/30/18 $
881,206 330,100 2,440,829 $ 3,652,135
2018/2019 ADOPTED Budget $ 1,030,622 588,303 524,500 346,906 $ 2,490,331
Contingency is budgeted in each department and moved during the fiscal year as appropriated by the Council - only applicable to amended and adopted budgets
83
+(-) $
$
149,416 258,203 (1,916,329) 346,906 (1,161,804)
Drainage Fund Revenues by Sources $1,600
$1,400
$1,200
Thousands
$1,000
$800
$600
$400
$200
$-
2016 - Actuals
2017 - Actuals
$1,286,527
$2,308,698
2018 - Amended Budget $2,300,050 84
2019 - Adopted Budget
$2,754,500
Drainage Fund Expenditures by Element $2,500
Thousands
$2,000
$1,500
$1,000
$500
$-
2016 - Actuals
2017 - Actuals
$1,780,000
$1,983,088
2018 - Amended Budget $3,928,535 85
2019 - Adopted Budget $2,754,500
Drainage Fund Expenditures by Department $4,000
$3,500
$3,000
Thousands
$2,500
$2,000
$1,500
$1,000
$500
$-
2016 - Actuals $1,780,000
2017 - Actuals
2018 - Amended Budget
$1,983,088
$3,928,535 86
2019 - Adopted Budget $2,754,500
SUMMARY:
DEBT SERVICE FUND - 430
FY 2019
2017/2018 AMENDED
2018/2019 ADOPTED
Budget @ 06/30/18
Budget
11,918,256 1,462,140 57,978 13,438,374
$ 13,299,948 1,462,140 52,000 14,814,088
$ 14,015,920 1,505,000 138,000 15,658,920
Actual 09/30/16 Revenues: Taxes Intergovernmental Interest and other Total revenues
$
09/30/17
10,336,786 1,339,427 154,981 11,831,194
$
+(-) $
715,972 42,860 86,000 844,832
Expenditures: Debt service: Principal retirement Interest and fiscal charges Refunding bond issuance costs Total expenditures
7,625,000 5,385,576 89,926 13,100,502
9,025,000 5,868,068 14,893,068
10,090,000 6,649,247 129,247 16,868,494
9,560,000 7,890,971 17,450,971
(530,000) 1,241,724 (129,247) 582,477
Excess (deficiency) of revenues over expenditures
(1,269,308)
(1,454,694)
(2,054,406)
(1,792,051)
262,355
941,270 9,500,000 1,229,850 (58,705) (10,578,801) 1,033,614
1,282,438 1,282,438
1,507,925 276,400 17,780,000 2,770,295 (120,242) (20,297,618) 1,916,760
1,506,800 264,169 1,770,969
Other financing sources (uses): Transfers in - General Fund Transfers in - Drainage Fund Refunding bonds issued Original issue premium Bond discount Payment to refunded bond escrow agent Total other financing sources (uses) Excess (deficiency) of revenues and other financing sources over expenditures and other financing uses Fund balance, beginning of year Fund balance, end of year
(235,694)
(172,256)
(137,646)
(21,082)
116,564
959,697
724,003
551,747
414,101
(137,646)
$
724,003
$
551,747
$
414,101
$
393,019
$ $
724,003 724,003
$ $
551,747 551,747
$ $
414,101 414,101
$ $
393,019 393,019
Allocation of Fund Balance, end of year: Reserved for Debt Service
(1,125) (12,231) (17,780,000) (2,770,295) 120,242 20,297,618 (145,791)
87
$
(21,082)
Debt Service Fund Revenues by Sources $24
$22
$20
$18
$16
Millions
$14
$12
$10
$8
$6
$4
$2
$-
2016 - Actuals $23,502,313
2017 - Actuals $14,720,812
2018 - Admended Budget $37,148,708 88
2019 - Adopted Budget $17,429,889
Debt Service Fund Expenditures by Element $22
$20
$18
$16
Millions
$14
$12
$10
$8
$6
$4
$2
$-
2016 - Actuals $23,738,007
2017 - Actuals $14,893,068
2018 - Amended Budget $37,286,354 89
2019 - Adopted Budget $17,450,971
Debt Service Fund Expenditures by Department $40
$35
$30
Millions
$25
$20
$15
$10
$5
$-
2016 - Actuals
$23,738,007
2017 - Actuals
2018 - Amended Budget
$14,893,068
$37,286,354 90
2019 - Adopted Budget
$17,450,971
SUMMARY:
FY 2019
WATER & WASTEWATER FUND - 520
09/30/16
Actual
09/30/17
Operating Revenues: Water service Wastewater service Effluent Other Total operating revenues
$ 16,780,446 11,875,697 1,046,769 2,018,005 31,720,917
$ 17,727,639 12,392,742 760,673 2,080,998 32,962,052
Operating Expenses: Personnel services Supplies Repairs and maintenance Depreciation Other services and charges Contingency (1) Total operating expenses
4,785,592 1,542,173 994,685 6,398,506 11,798,139 25,519,095
Operating income Nonoperating revenues (expenses): Interest income Contributions - TxDOT Contributed Capital Interest expense Net nonoperating expenses Net income $
Increase in net assets
2017/2018 AMENDED Budget @ 06/30/18
+(-)
18,147,198 12,701,253 775,000 2,059,627 33,683,078
$ 18,574,662 12,881,780 1,050,000 2,108,916 34,615,358
4,943,453 1,540,475 955,582 6,548,999 11,726,069 25,714,578
5,414,001 1,920,346 1,440,019 6,600,000 13,558,678 28,933,044
5,724,716 2,002,640 1,389,140 6,500,000 13,445,948 273,446 29,335,890
310,715 82,294 (50,879) (100,000) (112,730) 273,446 402,846
6,201,822
7,247,474
4,750,034
5,279,468
529,434
689,095 79,758 54,812 (3,130,023)
831,715 41,235 (3,126,307)
752,914 629,006 (4,729,249)
1,301,823 (5,147,980)
548,909 (629,006) (418,731)
(2,306,358)
(2,253,357)
(3,347,329)
(3,846,157)
(498,828)
3,895,464
4,994,117
1,402,705
1,433,311
30,606
3,895,464
$
4,994,117
$
2018/2019 ADOPTED Budget
$
1,402,705
$
1,433,311
$
$
427,464 180,527 275,000 49,289 932,280
30,606
Water & Wastewater Fund - Changes in Working Capital
09/30/16 Gross revenue Operating income Interest income Contributions - TxDOT Contributed Capital Operating expenses (2) Net revenue available for capital & debt
(1)
$ 32,962,052 831,715 41,235 (19,165,579) 14,669,423
(4,715,000) (3,130,023) (12,720,618) 9,663,408 (10,902,233)
(4,650,000) (3,126,307) (13,608,258) 9,048,201 (12,336,364)
(2)
$
2,521,760
$
2017/2018 AMENDED Budget @ 06/30/18
09/30/17
$ 31,720,917 689,095 79,758 54,812 (19,120,589) 13,423,993
Capital & debt: Principal Interest Capital outlay Contingency (1) Application of bond proceeds Total capital & debt Net increase (decrease) in working capital
Actual
2,333,059
$
91
+(-)
33,683,078 752,914 629,006 (22,333,044) 12,731,954
$ 34,615,358 1,301,823 (22,562,444) 13,354,737
(6,191,903) (4,729,249) (63,658,554) (52,916) 44,107,540 (30,525,082)
(6,466,896) (5,147,980) (23,466,415) (273,446) 22,000,000 (13,354,737)
$ (17,793,128)
Contingency is moved during the fiscal year as appropriated by the Council - only applicable to amended and adopted budgets Operating expenses less depreciation and contingency
2018/2019 ADOPTED Budget
$
-
$
932,280 548,909 (629,006) (229,400) 622,783 (274,993) (418,731) 40,192,139 (220,530) (22,107,540) 17,170,345
$
17,793,128
Water & Wastewater Fund Revenues by Sources $10
$9
$8
$7
Tap F
Millions
$6
W
$5
$4
$3
$2
$1
$-
2016 - Actuals $32,544,026
2017 - Actuals $33,835,002
2018 - Amended Budget $35,064,998 92
2019 - Adopted Budget $35,917,181
Cha
Water & Wastewater Fund Expenditures by Element $20
$18
$16
$14
Millions
$12
$10
$8
$6
$4
$2
$-
2016 - Actuals $30,843,964
2017 - Actuals $31,456,009
2018 - Amended Budget $52,698,499 93
2019 - Adopted Budget $35,917,181
Chart I
Water & Wastewater Fund Expenditures by Department
Debt Ser
$12
Administ
Water Tr
Capital/5
Wastewa
Wastewa
$10
Water D
Utility Bu
Metering
Environm
Purchasi
$8
Millions
Recon:
$6
$4
$2
$-
2016 - Actuals $30,843,964
2017 - Actuals $31,456,009
2018 - Amended Budget $52,698,499 94
2019 - Adopted Budget $35,917,181
FIVE YEAR FORECAST:
FY 2019
UTILITY ENTERPRISE FUND - 520
Water and wastewater revenues are based on current rates applied to average customer consumption of water and flow of wastewater. Average customer consumption/flow is based on a three year average of historical consumption/flow by customer class. Rates remain constant through FY 2022. The City is currently in the process of updating a Water/Wastewater Master Plan, which is anticipated to be finalized in the spring of 2019. Upon completion of the Mater Plan, the cost of service analysis will be updated to include the cost associated with a comprehensive capital improvement plan. Year 1
Year 2
Year 3
Year 4
Year 5
Budget 2019
Projected 2020
Projected 2021
Projected 2022
Projected 2023
Projected 2024
$ 14,535,922
$ 14,492,473
$ 14,251,432
$ 14,254,226
$ 14,495,414
$ 14,904,509
Water
18,574,662
18,946,155
19,325,078
19,711,580
20,105,812
20,507,928
Wastewater
12,881,780
13,139,416
13,402,204
13,670,248
13,943,653
14,222,526
3,158,916
3,222,094
3,286,536
3,352,267
3,419,312
3,487,699
34,615,358
35,307,665
36,013,818
36,734,095
37,468,777
38,218,152
1,466,415
1,495,743
1,525,658
1,556,171
1,587,295
1,619,041
11,614,876
12,043,897
12,036,118
12,038,503
12,116,190
12,120,466
3,761,280
3,836,506
3,913,236
3,991,500
4,071,330
4,152,757
Beginning working capital Revenues:
Other revenues Total revenues Expenditures: Pay as you go capital & rolling stock Debt service Intra-governmental expense Franchise fees O&M, minor capital Total expenses Ending working capital
Ending Working Capital as % of Operating Expenses
1,795,859
1,831,776
1,868,412
1,905,780
1,943,896
1,982,773
16,020,377
16,340,785
16,667,600
17,000,952
17,340,971
17,687,791
34,658,807
35,548,707
36,011,024
36,492,907
37,059,682
37,562,828
$ 14,492,473
$ 14,251,432
$ 14,254,226
$ 14,495,414
$ 14,904,509
$ 15,559,833
90.46%
87.21%
95
85.52%
85.26%
85.95%
87.97%
SUMMARY:
FY 2019
REINVESTMENT ZONE NO. 1 - 795
2017/2018 AMENDED Budget @ 06/30/18
Actual
Revenues: Taxes Intergovernmental Licenses and permits Interest - other Total revenues Expenditures: Current: General government Capital outlay Debt service: Principal retirement Interest and fiscal charges Total expenditures Excess (deficiency) of revenues over expenditures
09/30/16
09/30/17
$ 23,432,039 78,277 857,223 24,367,539
$ 18,495,349 50,000 83,483 248,488 18,877,320
$ 17,527,085 1,170,000 36,000 756,600 19,489,685
590,542 12,773,666
5,913,318 14,487,545
6,408,368 22,400,184
1,808,863 1,834,000
(4,599,505) (20,566,184)
2,820,000 1,852,262 18,036,470
4,020,000 1,755,213 26,176,076
4,150,000 1,618,051 34,576,603
4,778,000 3,121,413 11,542,276
628,000 1,503,362 (23,034,327)
6,331,069
(7,298,756)
(15,086,918)
5,447,997
20,534,915
Other financing sources (uses): Bond proceeds Total other financing sources (uses) Excess (deficiency) of revenues and other financing sources over expenditures and other financing uses
Fund balance, beginning of year Fund balance, end of year (1)
2018/2019 ADOPTED (1) Budget
-
-
$
+(-)
16,914,273 36,000 40,000 16,990,273
$
(612,812) (1,170,000) (716,600) (2,499,412)
29,000,000 29,000,000
-
(29,000,000) (29,000,000)
6,331,069
(7,298,756)
13,913,082
5,447,997
(8,465,085)
21,507,581
27,838,650
20,539,894
34,452,976
13,913,082
$ 27,838,650
$ 20,539,894
$ 34,452,976
39,900,973
$ 5,447,997
As amended in the Financing Plan approved by Council on June 21, 2018
96
$
Reinvestment Zone No. 1 Fund Revenues by Sources $30
$25
Millions
$20
$15
$10
$5
$-
2016 - Actuals $24,367,539
2017 - Actuals
2018 - Amended Budget $48,489,685
$18,877,317 97
2019 - Adopted Budget $16,990,273
Reinvestment Zone No. 1 Fund Expenditures by Element $25
$20
Millions
$15
$10
$5
$-
2016 - Actuals $18,036,470
2017 - Actuals
2018 - Amended Budget
$26,176,076
$34,576,603 98
2019 - Adopted Budget $11,542,276
Cha
Reinvestment Zone No. 1 Fund Expenditures by Department $35
$30
Reco
Millions
$25
$20
$15
$10
$5
$Reinvestment Zone No. 1/95
2016 - Actuals $18,036,470
2017 - Actuals $26,176,076
2018 - Amended Budget $34,576,603 99
2019 - Adopted Budget $11,542,276
GENERAL FUND
100
General Fund Revenues by Sources FY 2019 ADOPTED
Total Revenues = $74,038,158
Sales Tax - 30.43%
Ad Valorem Tax - 18.58%
Solid Waste - 16.48%
Charges for Services - 12.70%
Franchise Fees - 9.59%
Airport - 3.06%
Fines & Fees - 2.99%
Waste Management - 2.62%
Licenses & Permits - 1.23%
Other Revenues/Sources - 1.19%
Interest Income - 1.07%
Intergovernmental Revenues - 0.06%
General Fund Expenditures by Type FY 2019 ADOPTED
Total Expenditures = $77,358,633
Personnel - 65.40%
Operations - 29.04%
Capital - 2.56%
Transfers - 1.95%
Contingency - 0.86%
Debt Service - 0.19%
101
REVENUE TOTALS:
ACCOUNT #
General Fund
FY 2019 Amended Budget 2017-2018
FORECAST 2017-2018
ADOPTED Budget 2018-2019
$ 13,689,540
$ 13,718,608
$ 13,852,275
Actual 2016-2017
REVENUE LINE ITEMS
110-0000-411-01-11
Current AD Valorem $ Current Property Tax Collections are calculated using an O&M Rate of $0.2982, Property Tax Base of $4,397,616,969 less an adjusted tax ceiling of ($470,696,863) at a 98% collection rate. Total Tax Rate including I&S @ $0.6612.
110-0000-411-01-15
Discount Current Tax Discount allowed for early payment of AD Valorem Taxes. October 31, 3%; November 30, 2%; December 31, 1%
(307,241)
(305,000)
(328,037)
(325,000)
110-0000-411-02-12
Delinquent AD Valorem Delinquent tax collections are estimated at 1% of the current tax collections
89,383
139,689
55,308
141,350
110-0000-411-03-13
Penalty and Interest - AD Valorem Taxes Estimated using historical data. 1.50% per month beginning on the first day of delinquency (February 1st) until tax is 12 months delinquent, at which time a 1.00% per month penalty is assessed until taxes are paid
92,509
90,000
74,000
90,000
TOTAL TAXES $
13,104,217
$ 13,614,229
$ 13,519,879
$ 13,758,625
Sales Tax $ The State collects 8.25% on gross receipts from the purchase of goods and services within the city limits; 1.50%, City; 0.50%, County; and 6.25% State
21,652,524
$ 21,420,000
$ 21,793,041
$ 22,530,000
110-0000-412-04-21
13,229,566
0.50% Sales Tax increase was approved in January 1990 and became effective on October 1, 1990 110-0000-412-05-23
Mixed Beverage Tax The State collects 14% on gross mixed beverage receipts: 1.50%, City; 1.50%, County; and 11%, State [Reduced by Legislature to 1.16% until August 2013]
162,580
155,000
172,509
155,000
110-0000-412-06-22
Occupation Taxes Fee for the issuance of license for alcoholic beverages and food dealers permits
42,416
40,000
37,040
40,000
110-0000-412-08-25
Bingo Tax The State collects 5% of the amount or value of prize won from bingo. 1.25%, City; 1.25%, County; and 2.50%, State
20,900
20,000
15,000
15,000
TOTAL NON-PROPERTY TAXES $
21,878,420
$ 21,635,000
$ 22,017,590
$ 22,740,000
110-0000-413-01-32
Electric Franchise $ Franchise fee for use of city streets and R.O.W.'s - quarterly payment based on kilowatt hours delivered within Temple city limits
3,271,258
$
$
$
110-0000-413-02-31
Gas Franchise 4% franchise fee for the use of city streets and R.O.W.'s. - fee is based on gross revenue. Quarterly payment effective 01/18/94 thru 01/18/09, amended 12/18/08
481,408
530,000
518,950
560,000
110-0000-413-03-33
Telecommunications Certificated Telecommunications Providers (CTP) compensate municipalities quarterly based on the number of lines within the Municipality and the rate for each category of line calculated monthly. Fee-per-access line is regulated by the Public Utility Commission.
415,938
430,000
398,462
380,000
110-0000-413-04-34
Cable Television 5% franchise fee paid for use of city streets and R.O.W.'s. Paid on monthly basis. Based on gross receipts.
687,681
650,000
705,238
720,000
102
3,260,000
3,249,242
3,445,000
REVENUE TOTALS:
ACCOUNT # 110-0000-413-04-35
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS Public Education Channel 1% of gross revenues for cable television - *Restricted*
ADOPTED Budget 2018-2019
FORECAST 2017-2018
128,261
111,610
129,372
115,821
52% Director of Communications Salary/Benefits - $55,806 65% Communications Specialist Salary/Benefits - $37,738 110-0000-413-05-38
Water & Sewer Franchise Fee 5% franchise fee paid by Water and Sewer for the use of City Streets and R.O.W.'s . Monthly payment based on budgeted gross revenue (FY 2019 - $35,917,181).
1,701,491
1,721,410
1,721,410
1,795,859
110-0000-413-09-35
Taxi Cabs Fee paid annually by taxi cabs and horse-drawn carriages. Horse-Drawn Carriage Fee will be $150 for first vehicle and $25 for each additional. Taxi cabs will be $450 per vehicle, payable on January 1st.
1,800
2,250
1,350
1,350
110-0000-413-09-36
Ambulance 3.5% monthly franchise fee paid by Scott & White and Acadian Ambulance Service (non-emergency services). Based on gross receipts. Construction Job Site Clean/Haul
83,165
80,000
90,665
85,000
-
-
-
-
110-0000-413-09-50
TOTAL FRANCHISE FEES $
6,771,002
$
6,785,270
$
6,814,689
$
7,103,030
110-0000-422-01-12
Building $ Fee charged to obtain a permit for new commercial construction and existing building construction within the City
388,583
$
350,000
$
400,000
$
350,000
110-0000-422-02-11
Electrical Fee charged to obtain a permit for electrical construction within the City. Fee is to recover a portion of the costs of inspections and code compliance.
108,405
87,000
64,584
36,000
110-0000-422-03-25
Mechanical Fee for heating/AC inspections and code enforcement
95,409
75,000
57,320
18,000
110-0000-422-04-26
Plumbing Permit Fees Fee charged to obtain a permit for new construction or renovation related to plumbing. Fee is to help recover a portion of the costs of inspections and code compliance.
157,296
120,000
140,000
96,000
110-0000-422-06-10
Residential Permits Fee charged to obtain a permit for new residential structure, electrical, mechanical, plumbing, flatwork, certificate of occupancy and plan reviews
-
-
164,875
255,500
110-0000-422-09-14
Fire Safety Fee for fire lane violations and for fire safety presentations
27,430
18,000
36,600
34,000
110-0000-422-09-15
Curb and Street Cuts Fee charged for the code enforcement and inspection of curb cuts on city streets
23,070
19,000
25,600
20,000
110-0000-422-09-20
Other Permits-Fees Fee for all other permits
79,233
60,000
70,210
65,000
110-0000-422-09-21
House Moving
100
-
55
-
110-0000-422-09-22
Contractor Registration Licenses Annual fee charged to General Contractors for licenses
-
65,000
15,000
10,000
110-0000-422-09-23
Right-Of-Way Permit
-
-
1,500
-
110-0000-422-09-26
Mobile Home Permits HUD Code Manufactured Home Land Lease Community License $25 fee per year, per park with an additional $0.25 fee per space, per year
1,498
750
1,500
750
103
REVENUE TOTALS:
ACCOUNT # 110-0000-422-09-29
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS Alarm Permit Fee Initial permit fee (2 years) at no charge; Permit Renewal Fee $15 (to be renewed every two years); Permit Reinstatement Fee $15. Per Resolution No. 2010-6162-R & Ordinance No. 2001-2765
23,980
ADOPTED Budget 2018-2019
FORECAST 2017-2018
18,000
24,975
24,000
TOTAL LICENSES AND PERMITS $
905,005
$
812,750
$
1,002,219
$
909,250
$
24,195
$
14,713
$
14,712
$
-
110-0000-431-01-63
Federal Grants
110-0000-431-02-61
State Grants
110-0000-431-03-98
Traffic Signal Reimbursement Reimbursement from State for traffic signal maintenance
110-0000-431-04-52
Civil Preparedness - Federal Grant A partial reimbursement for the Emergency Management Coordinator and Office Assistant II salary & benefits *Restricted* TOTAL INTERGOVERNMENTAL REVENUES $
110-0000-441-06-51
Vital Statistics Fee for issuance of birth and death certificates
110-0000-441-06-54
Vital Statistics Preservation $1.00 fee for all birth and death certificates issued by the City of Temple for the preservation of vital statistics records maintained by the Registrar - *Restricted*
110-0000-441-06-55
Envelope/Misc. Sales
110-0000-441-07-41
$
127,838
1,684
1,685
-
8,352
8,352
8,352
8,352
36,714
39,988
36,713
36,713
197,099
$
64,737
$
61,462
$
45,065
119,059
$
110,000
$
117,359
$
115,000
6,663
4,118
7,142
-
-
-
870
-
Subdivision Fees Fees for zoning and platting
31,151
18,000
35,000
22,000
110-0000-441-08-12
UR Bond Admin Costs
34,884
36,216
36,216
-
110-0000-441-08-13
W&S - Reimbursements Dispatch services - $65,000 Maintenance & Janitorial Services - $12,260 Mowing contract - $25,000 Irrigation Technician (Water Conservation Program) - $92,302
102,260
102,260
102,260
194,562
110-0000-441-08-60
I.T. Services/Water-Wastewater Fee for Information Technology services and processing. Based on the amount of hardware, software and services provided for utility services.
407,422
435,865
435,865
429,077
110-0000-441-08-81
W&S Contractual Fee based on 10% of Water & Sewer Fund gross budgeted revenues (FY 2019 - $35,917,181). Fee covers administrative, legal, engineering, inspections and other services provided by General Fund departments to the Utility Fund.
3,402,983
3,442,819
3,442,819
3,591,718
110-0000-441-11-21
Over/Under Account Railroad and Heritage Museum reimbursement to the City for all
277
-
TOTAL CHARGES FOR SERVICES - GENERAL GOVT. $
104
4,104,699
$
4,149,278
(251) $
4,177,280
$
4,352,357
REVENUE TOTALS:
ACCOUNT #
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS
110-0000-442-07-18
Police Overtime TISD Security and Events - $64,662 Juvenile Block Grant from Bell County - $8,904 Temple Mall - $52,322 Temple Lake Park - $31,041
110-0000-442-07-20
Police Revenue FY 2019 TISD SRO Deployment Agreement - $415,720 FY 2019 TISD SRO Vehicle Mileage - $15,000 FY 2019 BISD SRO Deployment Agreement - $101,624 FY 2019 BISD SRO Vehicle Usage - $7,200 FY 2019 BISD SRO Training - $1,750 James Construction Vehicle Charges for Expense Reimbursements - $25,943 James Construction Vehicle Charges for One-Time Capital - $76,791
110-0000-442-07-21
Police Reports Fee collected for providing copies of accident reports
110-0000-442-07-22
$
852,305
$
ADOPTED Budget 2018-2019
FORECAST 2017-2018
841,500
$
557,129
$
156,929
806,761
660,936
674,613
644,028
10,763
9,000
12,010
10,000
Police Donations/Gifts
5,529
1,650
1,670
-
110-0000-442-07-23
Dare Donations - Unrestricted
5,080
-
960
-
110-0000-442-07-24
Firing Range - Rental Fee
1,460
1,200
1,670
1,500
110-0000-442-07-25
OCU State Seized Funds
13,292
7,175
13,448
-
110-0000-442-07-26
OCU Federal Seized Funds
8,954
-
27,488
-
110-0000-442-07-28
OCU State Sale of Assets
3,479
-
1,420
-
110-0000-442-07-40
Blue Santa Donations
6,604
5,892
5,892
-
110-0000-442-09-31
County Fire Service Contribution from Bell County for fire services in County
5,928
4,000
5,983
5,000
110-0000-442-16-29
Fire Donations/Gifts
8,091
7,760
8,000
-
110-0000-442-16-30
Fire Department Revenue Miscellaneous revenue
921
1,000
1,628
1,000
110-0000-442-16-31
Fire Training Revenue New Hire Full Training Academy - 8 students @ $3,624 New Hire Fire Only Training Academy - 10 students @ $2,574
17,958
54,732
54,732
54,732
TOTAL CHARGES FOR SERVICES - PUBLIC SAFETY $ 110-0000-443-05-40
Engineering Income
110-0000-443-06-05
CNG Sales
110-0000-443-06-10 110-0000-443-08-11
$
1,747,123
$
5
$
1,594,845
-
$
1,366,643
$
$
15
$
873,189
-
382
250
5,126
2,000
Federal Motor Fuel Excise Tax Credit
76,471
60,000
80,270
78,000
W&S Street Repair Reimbursement from Water & Wastewater Fund for repair of street cuts made to install or repair water and sewer lines and meters
41,340
50,000
65,800
40,000
105
REVENUE TOTALS:
ACCOUNT # 110-0000-443-08-46
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS Fleet Service Charges Reimbursement from the Water & Wastewater Fund for the maintenance and repair of vehicles
108,690
ADOPTED Budget 2018-2019
FORECAST 2017-2018
80,000
116,500
95,000
TOTAL CHARGES FOR SERVICES - PUBLIC WORKS $
226,887
$
190,250
$
267,711
$
215,000
110-0000-444-10-51
Solid Waste - Residential $ Based on a rate of $18.45 for a 90-gallon plastic cart with 2 pickups per week plus $5.50 for each additional cart
4,788,782
$
4,924,765
$
4,970,280
$
5,431,221
110-0000-444-10-52
Solid Waste - Residential Recycling Revenue from the sale of recyclables collected by the Curbside Recycling Program
154,429
313,748
226,614
210,000
110-0000-444-15-52
Solid Waste - Commercial - Plastic Based on a commercial rate for 90 and 300 gallon plastic containers with 1 pickup per week $43.89; 2 pickups per week $74.55; $9.45 reload fee
495,754
490,000
492,318
514,721
110-0000-444-15-60
Solid Waste - Commercial - Sideload Based on a commercial rate for 2, 3 & 4 cubic yard sideload metal containers - ranging from 1 pickup per week - $57.65 to 6 pickups per week - $390.81 and $12.18 - $22.58 reload fee, depending on the size of container and number of pickups
383,719
380,000
384,315
399,166
110-0000-444-15-70
Solid Waste - Commercial - Frontload Based on a commercial rate for 2, 3, 4, 6 & 8 cubic yard frontload metal containers - ranging from 1 pickup per week $57.65 to 6 pickups per week - $586.22 and $12-18 - $37.37 reload fee, depending on the size of container and number of pickups
2,304,348
2,300,000
2,352,402
2,437,455
110-0000-444-20-53
Solid Waste - Rolloff Based on a commercial rate for 20, 30 and 40 cubic yard commercial and industrial containers. Pick up as directed by customer - haul charge plus 1.05 X City of Temple Landfill charge plus initial delivery fee plus container rental fee per month, depending on size
2,306,984
2,150,000
2,368,204
2,277,973
110-0000-444-20-54
Solid Waste - Recycling Fees for collection of cardboard in metal sideload and frontload containers
100,032
98,400
109,816
110,554
110-0000-444-20-55
Solid Waste - Special Pickup Based on commercial rates for special collection, at customer's request, price varies depending on items to be collected
27,750
25,000
61,270
30,000
110-0000-444-20-56
Solid Waste - Other Recycling Revenue from the sale of cardboard collected from commercial customers and from the sale of recyclable materials collected at the citizen's drop-off centers
245,506
317,000
246,700
210,000
110-0000-444-20-57
Solid Waste - Other Charges One-time charges paid by customers for container locking devices and container damage caused by customer
500
-
1,200
-
110-0000-444-20-58
Solid Waste - Recycling Roll-Off Revenue received from roll-off recycling customers
44,113
73,382
92,403
82,000
110-0000-444-25-80
Waste Management Contract Annual lease payment, payable in advance in twelve equal monthly installments
664,930
678,229
676,299
691,794
106
REVENUE TOTALS:
ACCOUNT # 110-0000-444-25-81
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS Waste Management Surcharge Surcharge for each ton of solid waste disposed of at the landfill in any contract year regardless of the source or point of origin of the waste. Surcharge calculated as follows:
1,381,084
ADOPTED Budget 2018-2019
FORECAST 2017-2018
1,250,000
1,330,667
1,250,000
$2.85/ton up to 200,000 tons $3.55/ton over 200,001 110-0000-444-25-82
Waste Management - Other Revenue to be received upon issuance of landfill permit
-
TOTAL CHARGES FOR SERVICES - SOLID WASTE $ 110-0000-445-02-31
Library Fines Fee charged for over due books
110-0000-445-02-32
Lost Books Fee for replacement of lost books
110-0000-445-04-83
User Fees/Parks Dept. Temple Youth Sports League Player Fees
110-0000-445-04-88
Football Entry Fees Entry Fees/Player Fees received for Flag Football Leagues
110-0000-445-04-92
$
12,897,932
24,004
-
-
500,000
$ 13,000,524
$ 13,312,488
$ 14,144,884
$
$
$
20,000
20,815
20,000
6,608
5,500
5,500
5,500
11,875
13,000
7,300
12,000
4,401
6,000
3,400
3,500
Softball Entry Fees Softball League Fees - City sponsored
55,180
50,000
45,248
50,000
110-0000-445-04-94
Volleyball Entry Fees Volleyball League Fees - City sponsored
11,454
13,000
16,200
15,000
110-0000-445-04-96
Basketball Entry Fees Basketball League Fees - City sponsored
22,933
17,000
17,800
18,000
110-0000-445-04-98
Soccer Entry Fees Soccer League Fees - City sponsored
6,137
8,000
6,100
6,000
110-0000-445-05-82
Swimming Pool Fees Revenue generated by Walker and Clark Pools
33,954
40,000
34,000
34,000
110-0000-445-15-20
Sponsors - Temple Bloomin' Festival Revenue generated from sponsorships for Temple Bloomin' Festival
25,179
30,000
24,640
24,000
110-0000-445-15-21
Tickets - Temple Bloomin' Festival Revenue generated from ticket sales for Temple Bloomin' Festival
75,301
115,000
100,385
95,000
110-0000-445-15-22
Alcoholic Beverage (Beer) - Temple Bloomin' Festival Revenue generated from beer sales for Temple Bloomin' Festival
38,287
45,000
50,988
50,000
110-0000-445-15-24
Non-Alcoholic Beverage - Temple Bloomin' Festival Revenue generated from non-alcoholic beverage sales for Temple Bloomin' Festival
257
2,000
-
-
110-0000-445-15-25
Vendors - Temple Bloomin' Festival Revenue generated from vendors for Temple Bloomin' Festival
10,566
11,000
9,592
11,000
110-0000-445-15-26
Merchandise Sales - Temple Bloomin' Festival Revenue generated from merchandise sales at Temple Bloomin' Festival
1,111
7,500
1,153
1,000
110-0000-445-15-27
Carnival - Temple Bloomin' Festival Revenue generated from carnival for Temple Bloomin' Festival
16,286
15,000
17,453
15,000
110-0000-445-15-71
Corporate Games Annual community corporate games
33,428
28,500
31,000
28,500
107
REVENUE TOTALS:
ACCOUNT #
General Fund
FY 2019
Actual 2016-2017
REVENUE LINE ITEMS
Amended Budget 2017-2018
FORECAST 2017-2018
ADOPTED Budget 2018-2019
110-0000-445-15-72
Mayor's Fitness Council Sponsorship and fees for Mayor's Fitness Council
10,205
10,000
10,205
10,000
110-0000-445-15-84
Facility Rental/P&R Rental fee for various park facilities such as Gober Party House, Jeff Hamilton Center, Martin Recreation Center, Wilson Park Recreation Center, Athletic Fields, and Park Pavilions
81,076
86,500
94,300
90,000
110-0000-445-15-85
Merchandise Sales Softball sales
2,069
4,100
1,500
2,000
110-0000-445-15-86
Recreation Membership Fees Membership fees from Wilson Park, Sammons Senior Center and Clarence Martin Recreation Centers
20,040
24,000
27,106
24,000
110-0000-445-15-87
Donations/Parks & Rec. Sponsorships for the following events: 4th of July Hot Summer Sounds Other events
54,750
45,000
49,000
45,000
110-0000-445-15-90
Special Events/Classes After School - $445,000 Contests/Races - $39,000 (Turkey Trot, Jingle Bun Run, and Resolution Run) Gober Programs - $18,000 Sammons - $48,000 Special Events - $40,000 Summer Camp - $220,000 Wilson Classes - $10,000
831,714
870,000
856,405
820,000
110-0000-445-18-75
Summit Rec - Memberships Annual Membership Fees range from $107 - $562 6-Month Membership Fees range from $97 - $335 Monthly Membership Fees range from $23 - $75 Fee ranges include adults, couples, seniors, families, youth, residents and non-residents. Summit receives 20% of the Combination Golf and Fitness Membership Fees
364,931
350,000
380,000
360,000
110-0000-445-18-76
Summit Rec - Facility Rental Renting facility for events; Daily Court Fees; Climbing Wall Fees
9,203
3,700
9,000
8,000
110-0000-445-18-77
Summit Rec - Classes Aerobic lessons and training fees
32,618
30,000
32,000
32,000
110-0000-445-18-79
Summit Rec - Store Sales Sale of recreational supplies, clothes and equipment
1,717
750
78
-
110-0000-445-18-80
Summit Concession Sales
5,605
5,000
6,200
5,800
110-0000-445-19-95
Reinvestment Zone No. 1 Reimbursements Reimbursement for mowing in Reinvestment Zone No. 1 $330,000
616,710
795,491
795,491
780,000
277,034
260,000
251,000
277,000
26,245
26,000
27,030
26,000
3,018
2,000
3,000
3,000
97,552
105,000
91,900
100,000
Downtown Transformation Team - $450,000 110-0000-445-20-01
Lion's Junction Water Park - Admission
110-0000-445-20-02
Lion's Junction Water Park - Facility Rental
110-0000-445-20-03
Lion's Junction Water Park - Lion's Store Sales
110-0000-445-20-04
Lion's Junction Water Park - Food & Beverage Sales
108
REVENUE TOTALS:
ACCOUNT #
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS
110-0000-445-20-05
Lion's Junction Water Park - Junction Memberships
110-0000-445-20-06
Lion's Locker Rentals
110-0000-445-20-07
Lion's Catering Fee
110-0000-445-20-08
Lion's Advertising Sales
110-0000-445-21-01
Indoor Pool Rental
110-0000-445-21-02
Indoor Pool Classes/Fees Red Cross Lifeguard Certification Fees - $3,600
110-0000-445-25-05
Green Fees
110-0000-445-25-07
Golf Tournaments
110-0000-445-25-10
Golf Cart Fees
110-0000-445-25-15
ADOPTED Budget 2018-2019
FORECAST 2017-2018
58,316
45,000
52,800
55,000
1,710
1,000
1,500
1,500
496
250
250
250
-
750
750
750
9,975
11,500
11,500
11,500
61,765
78,600
80,000
78,600
171,845
190,000
106,552
215,000
27,496
29,500
15,000
32,500
188,234
190,000
114,000
253,080
Golf Pro Shop Sales
72,863
80,000
40,000
80,000
110-0000-445-25-20
Golf Driving Range
42,029
40,000
40,000
42,000
110-0000-445-25-22
Golf Lessons Fees for golf lessons and Junior Golf Academy
7,595
10,500
5,500
10,500
110-0000-445-25-25
Other Golf Revenue
250
-
175
-
110-0000-445-25-30
Golf Food Sales
57,842
60,000
51,500
75,000
110-0000-445-25-35
Golf Non-Alcoholic Beverages
12,960
14,000
6,500
16,000
110-0000-445-25-40
Golf Alcoholic Beverages
44,302
36,500
28,500
50,500
110-0000-445-25-50
Junior Golf Program Donations Junior Golf Academy Sponsorships and Donations
5,638
6,500
5,700
6,500
110-0000-445-25-75
Golf Memberships Golf Only Annual Membership fees range from $610 - $735 for one Adult Pass, with added fees for each additional pass. Driving Range Annual Membership fees are $250 for current golf members and $300 for non-golf members. Golf and Fitness Annual Membership fees range from $775 - $1,050 with the Golf Course receiving 80% of the revenue.
57,204
50,000
28,000
61,000
TOTAL CHARGES FOR SERVICES - CULTURE & REC $
3,631,967
$
3,888,141
$
3,614,015
$
3,960,980
281,097
$
275,000
$
300,000
$
275,000
110-0000-446-10-11
AV Gas Sales
110-0000-446-10-12
Oil
110-0000-446-10-16
Jet Fuel Sales
110-0000-446-15-34
Discount on AV Gas Sales Varies depending on fuel sales
(19,263)
(18,500)
(18,500)
(18,500)
110-0000-446-15-35
Discount Jet Sales Varies depending on fuel sales
(687,071)
(615,000)
(615,000)
(615,000)
$
109
14,592
15,038
12,500
15,038
2,349,100
2,000,000
2,040,000
2,000,000
REVENUE TOTALS:
ACCOUNT #
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS
110-0000-446-20-15
Merchandise Sales The sale of miscellaneous pilot supplies
110-0000-446-25-13
Ramp and Tie Down $4.00 fee per night without fuel purchase or $25.00 per month. Average $3,300 per month UH-1 Helicopter Program
110-0000-446-30-21
Warehouse/Hangar Rent Rental of storage hangars varies from $90 - $140
ADOPTED Budget 2018-2019
FORECAST 2017-2018
72
-
-
-
3,245
3,000
3,000
2,800
194,495
210,760
198,000
198,000
Hangar rental varies from $185 - $250 per month 110-0000-446-30-22
Fire Land Lease
12,458
12,458
12,458
12,458
110-0000-446-30-26
Private Hangar Rent Rental of private hangars
94,129
90,000
83,200
160,300
110-0000-446-30-29
Hangar Complex - Rent Lease for hangars 20 & 26
112,277
215,118
103,887
215,000
110-0000-446-35-28
AC Service Operators Rental of Main./Avionics Shop & Flight School
26,820
26,820
2,780
-
110-0000-446-35-29
Over/Under
110-0000-446-35-30
Misc Airport Revenue Fuel tax credit/refund
(378)
-
5,725
(27)
122,533
-
40,492
20,000
TOTAL CHARGES FOR SERVICES - AIRPORT $
2,387,297
$
2,337,227
$
2,162,790
$
2,265,096
110-0000-452-01-41
Traffic & Criminal Fines $ Fines from Traffic Tickets, Traffic Warrants and Class C Misdemeanors such as simple assault, public intoxication, affray and dogs running at large
1,403,660
$
1,380,000
$
1,200,000
$
1,350,000
110-0000-452-01-43
Commercial Vehicle Enforcement
24,316
15,000
8,574
8,000
110-0000-452-01-44
Dismissal Fee $10.00 Dismissal Fee on Driver's License, Motor Vehicle Inspection (MVI) and Motor Vehicle Registration (MVR)
20,720
20,000
18,000
18,000
110-0000-452-01-64
Child Safety Fees - Bell County County fee collected when paying registration - $1.50 per vehicle - City receives a portion *RESTRICTED* Covers funding for the cost of the Community Education Specialist position at $61,853, which includes $47,844 for salary & benefits and $14,009 for operations & maintenance cost.
57,672
60,049
60,049
61,853
110-0000-452-01-71
False Alarm Violations False Alarm Service Fees: Residential Fines for false alarm calls range from $25 -$50 and Commercial Fines range from $50 $100 based on the number of false alarms in a rolling 12 month period. Per Resolution No. 2010-6162-R Ordinance No. 20012765.
44,205
38,000
53,000
42,000
110-0000-452-02-10
Animal Shelter Fees collected at the Animal Shelter to recover a portion of the fees associated with the adoption and pickup of stray animals
51,543
49,000
52,000
49,000
110-0000-452-03-61
Parking Fines Fines for all non-moving violations except for parking in fire lanes
250
12,000
5,000
20,000
110-0000-452-04-46
Jury Fee $3.00 Jury Empanelment Fee, imposed upon jury convictions only
264
200
200
200
110
REVENUE TOTALS:
ACCOUNT #
General Fund
FY 2019
Actual 2016-2017
REVENUE LINE ITEMS
110-0000-452-04-54
Judicial Efficiency - Local $25 collected for paying any part of a fine 31 days after conviction ($12.50 State, $10 Local, $2.50 Judicial Efficiency) *RESTRICTED*
110-0000-452-04-55
110-0000-452-04-56
Amended Budget 2017-2018
ADOPTED Budget 2018-2019
FORECAST 2017-2018
5,251
-
5,100
-
Technology Fee $4.00 fee on all fines except parking *RESTRICTED* Fiber Communications - $6,000 Foundry Network Maintenance - $2,500 Questys Digital Imaging Maintenance - $6,138 (18) Replacement Ticket Writers - $72,000 Ticket Writer Maintenance - $15,213 Superion Case Management - $9,730 Superion Click2Gov3 Courts - $2,591 Superion Jury Management - $2,463 Superion Session Scheduler - $713 Systems Analyst II Salary/Benefits - $29,656 (40% Dedicated to Municipal Court)
57,616
144,463
144,463
147,004
Security Fee $3.00 fee from defendants convicted of a misdemeanor offense for a Municipal Court Building Security Fee *RESTRICTED*
43,156
102,412
102,412
94,642
8,550
-
6,800
-
70,965
67,336
67,336
67,854
150
-
-
-
22
-
46,996
45,000
40,000
40,000
110,200
95,000
104,900
95,000
Fiber Communications - $1,200 Infrastructure Maintenance of Video Surveillance and Access Control - $5,000 Penetration and Vulnerability Testing of City's Network (to comply with PCI Security Standards) - $3,000 Police Officer Salary/Benefits - $85,442 (100% Dedicated to Municipal Court) 110-0000-452-04-57
Judicial Support Fund $4.00 fee on all fines except parking *RESTRICTED*. 60¢ of each fee collected goes to the Municipality to promote the efficient operation of the Municipal Courts and the investigation, prosecution, and enforcement of offenses that are within the jurisdiction of the Courts. The remainder of the fees collected are remitted to the State Comptroller.
110-0000-452-04-58
Juvenile Case Manager Fund $5.00 fee on all fines except parking *RESTRICTED* 75.52% Juvenile Case Manager I Salary/Benefits - $67,854 (two positions)
110-0000-452-04-59
Miscellaneous Court Fees
110-0000-452-04-62
Municipal Court O/U
110-0000-452-04-63
Defensive Driving $10.00 Administrative Processing Fee for Defensive Driving
110-0000-452-04-65
Warrant Fees $50.00 fee collected from all arrested individuals
110-0000-452-04-66
Written Notice Fee $5.00 for issuing a written notice to appear in court when service is performed by a peace officer
72,136
65,000
60,400
60,000
110-0000-452-04-67
Child Safety Court Costs $25.00 fee collected on all school zone violations
12,877
15,000
9,100
9,000
111
(347)
-
REVENUE TOTALS:
ACCOUNT #
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS
ADOPTED Budget 2018-2019
FORECAST 2017-2018
110-0000-452-04-68
Traffic Costs $3.00 fee collected on all transportation code moving violations
35,740
33,000
29,500
28,000
110-0000-452-04-69
State Service Fee 10% Administration Fee on all fines collected and remitted to the State
83,825
77,000
68,200
70,000
110-0000-452-04-70
Credit Card Merchant Charges Recovery of Visa/MasterCard monthly merchant charges as paid by the customer
42,872
38,000
36,800
38,000
110-0000-452-04-71
Expunction Fee
162
-
150
-
110-0000-452-04-72
Truancy Prevention (TPDF)
13,663
12,000
10,800
10,000
TOTAL FINES AND FEES $
2,206,811
$
2,268,460
$
2,082,437
$
2,208,553
298,314
$
396,000
$
500,000
$
793,500
110-0000-461-01-11
Interest Income Projected interest earnings assuming a rate of 2.30%
110-0000-461-02-37
Building Rental/Public Service Fee charged for the rental of the Public Services Building
120,393
120,400
120,400
-
110-0000-461-02-53
City Leases Bell County Public Health District (contract thru 12/31/2021) - $36,000
190,098
199,071
247,800
177,380
-
1,200
500
-
12,454
5,000
1,374
-
$
505 North 3rd Street (contract thru 09/30/2023) - $92,160 2986 Thornton Lane (contract thru 09/30/2023) - $25,830 7268 Airport Road (Station # 8) (contract thru 09/30/2023) - $13,662 NeighborWorks - $601 Farm Leases - $9,127 110-0000-461-04-21
Sale of Scrap
110-0000-461-04-23
Sale of Land
110-0000-461-04-24
Sale of Assets Disposal of retired City assets: 1994 Caterpillar Loader, Asset # 9810 - $15,000 1995 F800 Truck, Asset # 9837 - $2,000 2001 Dodge Ram, Asset # 10638 - $2,600 2001 Chevy Astro, Asset # 11143 - $500 2005 F150 Truck, Asset # 12136 - $3,000 2005 F150 Truck, Asset # 12135 - $3,000 2006 F350 Truck, Asset # 12356 - $3,000 2006 Chevy Truck, Asset # 12345 - $3,000 2008 F150 Truck, Asset # 12821 - $3,000 2008 F250 Truck, Asset # 12867 - $2,000 2008 International Sideload, Asset # 12581 - $18,000 2009 Ford Fusion, Asset # 12783 - $800 2010 Crown Victoria, Asset # 13223 - $1,000 2011 Peterbilt Frontload, Asset # 13276 - $25,000 2014 Freightliner/Heil, Asset # 13687 - $8,000 2014 Freightliner/Heil, Asset # 13688 - $8,000 Mobile Command Unit, Asset # 10483 - $10,000 (10) Marked Units - $10,000
155,459
83,000
145,000
117,900
110-0000-461-05-54
Insurance Claims Insurance claims collected by City
261,800
239,842
230,000
50,000
112
REVENUE TOTALS:
ACCOUNT #
General Fund
FY 2019 Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS
110-0000-461-06-14
Pay in Lieu of Taxes Payment in lieu of taxes paid by the Temple Housing Authority
110-0000-461-08-30
Other Revenues This is for all revenues that cannot be classified in any other revenue account
110-0000-461-08-32
ADOPTED Budget 2018-2019
FORECAST 2017-2018
17,230
17,230
18,033
18,033
192,734
217,147
108,000
100,000
Insufficient Checks $25.00 fee collected for insufficient checks.
3,565
3,000
3,000
3,000
110-0000-461-08-33
Street Use License/Abandonment
2,250
1,500
1,500
1,500
110-0000-461-08-40
Library Donations Donation received from the Friends of the Library
25,000
-
-
-
110-0000-461-08-41
Donations/Gifts
5,029
17,088
19,800
-
110-0000-461-08-43
Library Reimbursements Coffee for sale to public - $200
410
200
200
200
110-0000-461-08-50
Demolition Revenue This is the actual costs billed/collected on buildings that are demolished by the City. A lien is filed with the County for all unpaid demolitions.
1,517
1,500
3,324
1,000
110-0000-461-08-51
Lot Cutting Fee is to recover costs for mowing grassy lots by the City. A lien is filed with the County for all unpaid lot cuttings.
23,110
10,000
20,556
10,000
110-0000-461-08-55
Claims Due City
97
-
-
-
110-0000-461-08-65
Miscellaneous Reimbursements
(3,360)
-
5,381
-
110-0000-461-09-37
Library - Building Rental Lease of 8,062 square feet - 6 individual suites
92,297
85,000
91,000
86,390
TOTAL INTEREST AND OTHER $ 110-0000-490-10-70
1,398,397
$
1,397,178
$
1,515,868
$
1,358,903
$
-
$
538,186
$
538,186
$
103,226
TOTAL OTHER FINANCING SOURCES (TRANSFERS) $
-
$
538,186
$
538,186
$
103,226
REVENUE TOTAL - GENERAL FUND $
71,456,856
Other Financing - Lease Purchases Golf Course Vehicle Screens
113
$ 72,276,075
$ 72,453,256
$ 74,038,158
AIRPORT
114
INTRODUCTORY PAGE: Airport
FY 2019
Division Description: The Airport is a safe, efficient aviation facility capable of meeting the business transportation needs of the region and supporting economic growth in Temple. The Airport team provides professional service for the corporate, medical, military and general aviation pilot 7 days a week from 5 a.m. to 10 p.m. The Airport maintains approximately 298,000 square feet of facilities, 2 runways, 6 taxiways, 1 large aircraft parking apron and fuel farm consisting of three 12,000 and four 1,000 gallon tanks on approximately 922 acres. $2.2 million projected revenue from fuel sales and rentals.
FY 2018 FY 2017 FY 2016
X
M L L
Gallons
0.0%
480,000
-11.51%
480,000
3.4%
542,455
19.8%
524,762
% Change FY 2019 FY 2018
Facilitated SAFE Airshow May 4-6, 2018
❸
Facilitated successful completion of business aircraft hangar on schedule with minimal disruptions to based business aircraft owners.
❹
Organized and facilitated multiple showcase the Airport and the City.
FY 2017
events
FY 2019 Action Items:
❷
FY 2019
Secured grant funding to help offset costs and facilitated the construction of a large business hangar and future infrastructure improvements.
❷
❶
Jet Fuel Gallons Sold % Change
Avgas Gallons Sold
FY 2018 Accomplishments: ❶
Core Performance Indicators:
to
FY 2016
Reconstruct 35' X 777' of closed rwy to support fixed wing operations to aviation business park hangars for future growth Expand maintenance facility to improve operations and efficiency
❹
Secure $ to construct General Aviation Terminal & ARFF facility estimated at $4 million
1.4%
70,000
-3.8%
69,000
5.9%
71,762
6.0%
67,767
Compliance with Federal & State Regulations # of Findings of Non-Compliance
Secure Grant $ to replace all airfield lighting with LED fixtures estimated at $3 million @ 90-10 share
❸
L M L L
Gallons
FY 2019
0
FY 2018
0
FY 2017
0
FY 2016
0
FY 16 & 17 & 18 = Actual, FY 19 = Projected 115
AIRPORT SUMMARY BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 653,097 $ 641,975 $ 672,367 656,416 $
CATEGORIES SALARIES PERSONNEL BENEFITS
179,686
195,594
191,291
213,371
SUPPLIES
47,912
54,035
49,377
58,263
CAPITAL < $5000
10,643
10,200
9,321
11,150
REPAIR AND MAINTENANCE
94,868
82,200
75,114
81,200
OTHER SERVICES
33,291
31,510
28,794
35,225
122,807
131,008
119,715
132,490
1,206,389
1,067,481
975,464
1,067,481
2,348,692 $
2,228,444 $
2,091,051 $
2,271,547
CONTRACTED SERVICES COST OF GOODS SOLD 110-36XX TOTAL
$
PERSONNEL SCHEDULE ACTUAL 2017
AIRCRAFT RESCUE & FUELING SPECIALIST
5.000
BUDGET 2018 5.000
AIRCRAFT RESCUE & FUELING SPECIALIST - PT
0.880
0.880
0.880
0.880
AIRCRAFT RESCUE & FUELING SUPERVISOR
1.000
1.000
1.000
1.000
AIRPORT OPERATIONS SPECIALIST
2.000
2.000
2.000
2.000
AIRPORT OPERATIONS SPECIALIST - PT
0.500
0.500
0.500
0.500
AIRPORT OPERATIONS SUPERVISOR
1.000
1.000
1.000
1.000
AIRPORT SERVICES COORDINATOR
1.000
1.000
1.000
1.000
DIRECTOR OF AIRPORT
1.000
1.000
1.000
1.000
OPERATIONS MANAGER - AIRPORT
1.000
1.000
1.000
1.000
13.380
13.380
13.380
13.380
POSITION TITLE
TOTAL FTEs
116
ESTIMATE 2018 5.000
ADOPTED 2019 5.000
GENERAL GOVERNMENT City Council City Manager City Secretary Economic Development Facility Services Finance Fleet Services General Services Human Resources Information Technology Services Inspections/Permits Legal Planning Purchasing Social Security Building Special Services 117
INTRODUCTORY PAGE: City Council Division Description: The Mayor and Council members formulate public policy to address community needs and assure responsible development in the City. Council is responsible for appointing the City Manager, City Attorney, Finance Director, City Secretary, Municipal Court Judge and various citizen boards and commissions. Major activities of the City Council are to adopt the annual budget, establish a strategic plan for the City, review and adopt all ordinances and resolutions, and approve purchases/contracts as prescribed by the City Charter and State Law.
118
FY 2019
CITY COUNCIL SUMMARY CATEGORIES PERSONNEL BENEFITS
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 10,080 $ 31,279 $ 30,591 $ 35,740
SUPPLIES
6,617
5,900
5,391
7,400
CAPITAL < $5000
384
260
238
500
OTHER SERVICES
39,726
54,075
49,414
54,075
144,208
114,796
104,901
100,554
201,015 $
206,310 $
190,534 $
198,269
CONTRACTED SERVICES 110-1000 TOTAL
$
PERSONNEL SCHEDULE ACTUAL 2017 3.000
BUDGET 2018 3.000
ESTIMATE 2018 3.000
ADOPTED 2019 3.000
MAYOR
1.000
1.000
1.000
1.000
MAYOR PRO TEM
1.000
1.000
1.000
1.000
TOTAL FTEs
5.000
5.000
5.000
5.000
POSITION TITLE COUNCIL MEMBER
119
FY 2019
INTRODUCTORY PAGE: City Manager Division Description: The City Manager serves as the Chief Executive Officer of the City. The City Manager and staff implement City Council policy decisions and facilitate the coordinated responses of all City departments to daily government activities. The City Manager provides strategic advice to the Council on the long-term directions of the City. This department also includes the City's Communications Division.
Core Performance Indicators: Citizen Satisfaction % of survey respondents who rate the following good or excellent: 90%
60%
80% 50% 70%
FY 2018 Accomplishments: ❶
❷
60%
Facilitated the preparation of the annual budget and capital program
50% 30% 40%
Provided management for the City's operating departments and various City initiatives including the Transportation Capital Improvement Program, Utility Capital Program, and Downtown and East Temple Redevelopment
30%
Facilitate the preparation of the annual budget and capital program
❷
Provide management for the City's operating departments and various City initiatives including the Transportation Capital Improvement Program, Utility Capital Program, and Downtown and East Temple Redevelopment
20%
20% 10% 10%
FY 2019 Action Items: ❶
40%
0%
0%
FY 11
FY 14
FY 17
The overall direction Temple is taking The quality of services provided by the City of Temple The overall quality of life in Temple The value of services for taxes paid
FY 16 & 17 & 18 = Actual, FY 19 = Projected
120
CITY MANAGER SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 632,057 $ 627,126 $ 613,329 $ 909,971
CATEGORIES SALARIES PERSONNEL BENEFITS SUPPLIES
172,813
163,054
159,467
243,864
60,701
34,050
31,115
36,050
4,127
1,100
1,005
1,100
672
-
-
-
20,003
40,184
36,720
38,645
151,674
9,290
8,489
8,717
879
-
-
-
15,710
-
-
-
CAPITAL < $5000 REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES CAPITAL EQUIPMENT CAPITAL BUILDINGS AND GROUNDS 110-1100 TOTAL
$
1,058,637 $
874,804 $
850,125 $
1,238,347
PERSONNEL SCHEDULE ACTUAL 2017 0.000
BUDGET 2018 0.000
ESTIMATE 2018 0.000
ADOPTED 2019 1.000
ASSISTANT CITY MANAGER 2
1.000
1.000
1.000
2.000
CITIZENS REQUEST COORDINATOR
1.000
1.000
1.000
1.000
CITY MANAGER
1.000
1.000
1.000
1.000
COMMUNICATIONS SPECIALIST
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
0.000
0.000
0.000
1.000
1.000
1.000
1.000
1.000
0.000
0.000
0.000
1.000
1.000
1.000
1.000
0.000
0.000
0.000
1.000
0.000
7.000
7.000
8.000
10.000
POSITION TITLE ADMINSTRATIVE ASSISTANT I 2
DIRECTOR OF COMMUNICATIONS DIRECTOR OF SPECIAL PROGRAMS
4
EXECUTIVE ASSISTANT - CITY MANAGER ORGANIZATIONAL DEVELOPMENT MANAGER SPECIAL ASSISTANT - CITY MANAGER
3
4
STRATEGIC INITIATIVES COORDINATOR
1, 3
TOTAL FTEs 1
- During FY 2018, the General Services department was eliminated which resulted in the Strategic Initiative Coordinator position being transferred from General Services.
2
- In FY 2019, an Administrative Assistant I position, as well as an additional Assistant City Manager position will be added.
3
- In FY 2019, the Organizational Development Manager position will be created upon elimination of the Strategic Initiatives Coordinator position. 4
- In FY 2019, the Director of Special Programs position will be created upon elimination of the Special Assistant City Manager position.
121
INTRODUCTORY PAGE: City Secretary Division Description: The City Secretary's Office serves as a support office to the City Council and other City departments. The department is responsible for the publication of official legal notice requirements and for the posting of all official meeting notice requirements. The department serves as the central repository for all official municipal records; performs research and responds to requests for information from the City Council, staff and citizens; coordinates the update and publication of the City's Code of Ordinances; and issues various occupation related permits and licenses. The City Secretary's Office also coordinates the Council's boards and commissions appointment process and maintains the records relating to these appointments. The City Secretary serves as the elections administrator for all City elections, as the Vital Statistics Registrar registering all birth and death records within the City, and the Records Management Officer administering the records management program for the City.
Core Performance Indicators: Permanent Records Digitally Imaged % Change
Conducted a successful City Council election for Mayor-at-Large as well as the Special Election to fill the vacancy in District 1.
❷
Continued implementation of imaging program for City's permanent records.
❸
Continued participation in Texas Municipal Clerks Certification/Recertification Program.
# of Pages
FY 2019
L
27.5%
13,000
FY 2018
M
-28.2%
10,200
FY 2017
L
7.3%
14,211
FY 2016
M
-0.8%
13,240
Compliance with Federal & State Election Laws # of Substantiated Complaints
FY 2018 Accomplishments: ❶
FY 2019
FY 2019
0
FY 2018
0
FY 2017
0
FY 2016
0
Five-Star Local Registrar Vital Registration Award Award Received FY 2019 FY 2018
FY 2019 Action Items: ❶
FY 2017
Continue implementation of imaging program for City's permanent records.
❷
Continue participation in Texas Municipal Clerks Certification Program.
❸
Revise protocol and office procedures for vital records program.
❹
Conduct a successful City Council election for Council Districts 1 and 4.
FY 2016
FY 16 & 17 & 18 = Actual, FY 19 = Projected 122
CITY SECRETARY SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 294,155 $ 304,695 $ 297,992 $ 319,163
PERSONNEL BENEFITS
84,640
95,421
93,322
103,276
SUPPLIES
5,531
9,455
8,640
9,655
CAPITAL < $5000
8,460
3,300
3,016
3,300
-
500
457
500
OTHER SERVICES
15,222
23,839
21,784
20,255
CONTRACTED SERVICES
19,464
27,339
24,982
29,248
REPAIR AND MAINTENANCE
110-1400 TOTAL
$
427,472 $
464,549 $
450,192 $
485,397
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
DEPUTY CITY SECRETARY
1.000
1.000
1.000
1.000
EXECUTIVE ASSISTANT - CITY SECRETARY
1.000
1.000
1.000
1.000
PUBLIC RECORDS ADMINISTRATOR
1.000
1.000
1.000
1.000
RECORDS SPECIALIST
2.000
2.000
2.000
2.000
TOTAL FTEs
6.000
6.000
6.000
6.000
POSITION TITLE CITY SECRETARY
123
INTRODUCTORY PAGE: Economic Development Division Description: The Economic Development budget section was set up to reflect costs of the Temple Economic Development Corporation. Their purpose is to facilitate the growth and expansion of existing businesses in Temple and recruitment of new business to Temple. This creates job opportunities in manufacturing, industrial, biosciences, distribution, research and development, educational, and business sectors.
124
FY 2019
ECONOMIC DEVELOPMENT SUMMARY
OTHER SERVICES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 2,288,041 $ 1,814,778 $ 1,814,778 $ 2,517,875
110-3300 TOTAL
$
CATEGORIES
2,288,041 $
125
1,814,778 $
1,814,778 $
2,517,875
INTRODUCTORY PAGE: Facility Services Division Description: Facility Services is responsible for the maintenance of City owned facilities. Services include repairing HVAC, electrical, and plumbing; small construction; preventative maintenance; and working with contractors, etc. This department also includes custodial services, which is responsible for City owned facilities. Tasks for Custodial Services include sweeping, dusting, carpet shampooing, trash removal, etc.
Core Performance Indicators: Work Orders Completed Within 2 Weeks
❷
❸
1700
85%
1650
84%
1600
83%
1550
82%
1500
81%
1450
FY 2018 Accomplishments: ❶
FY 2019
Completed ASHRAE Level II assessment of 29 buildings
1400
80%
1350
79%
1300
78% FY 16
Implemented HVAC and Lighting upgrades at 29 buildings
FY 17
FY 18
Total Work Orders
Completed hail damaged roof replacements/ repairs at 4 buildings
FY 19
% Completed w/in 2 wks
Customer Satisfaction 86%
92%
FY 2019 Action Items:
91% 84%
❶
❷
Implement a preventative maintenance program
90% 89%
82%
88%
Develop standard specifications for HVAC and Lighting components
80%
87% 86%
78%
85% 84%
76%
83% 74%
82% FY 16
FY 17
FY 18
FY 19
% of customers satisfied with Custodial Services- among those with an opinion % of customers satisfied with Facility Maintenance- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 126
FACILITY SERVICES SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 458,303 $ 504,387 $ 493,290 $ 574,748
CATEGORIES SALARIES PERSONNEL BENEFITS SUPPLIES CAPITAL < $5000 REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES CAPITAL BUILDINGS AND GROUNDS 110-2400 TOTAL
$
167,754
199,896
195,498
253,895
60,652
75,260
68,773
80,850
7,526
5,720
5,227
29,720
224,138
269,110
245,913
242,110
14,087
10,312
9,423
11,200
172,698
198,201
181,116
187,777
27,740
-
-
-
1,132,898 $
1,262,886 $
1,199,240 $
1,380,300
PERSONNEL SCHEDULE
ADMINISTRATIVE ASSISTANT I - PT 1
ACTUAL 2017 0.250
BUDGET 2018 0.350
ESTIMATE 2018 0.000
ADOPTED 2019 0.000
BUILDING MAINTENANCE WORKER
2.670
2.670
2.670
2.670
CITY ELECTRICIAN
1.000
1.000
1.000
1.000
2.890
2.890
2.890
2.890
5.890
5.890
6.890
8.890
FOREMAN - CUSTODIAL
1.000
1.000
1.000
1.000
FOREMAN - FACILITY MAINTENANCE
1.000
1.000
1.000
1.000
TROUBLESHOOTER - FACILITY
1.000
1.000
1.000
1.000
15.700
15.800
16.450
18.450
POSITION TITLE
CREW LEADER FACILITY ATTENDANT/CUSTODIAN
TOTAL FTEs
2, 3, 4
1
- During FY 2018 budget process, the part-time Administrative Assistant I position changed allocation percentage based on the work performed by this position for the department. In addition, during FY 2018, the General Services department was eliminated which resulted in the part-time Administrative Assistant I position being fulling allocated to Code Compliance. 2
- In FY 2018, the Custodian & Maintenance Technician I position from Library was transferred to Facility Services as a Facility Attendant/Custodian position. 3
- In FY 2019, the Facility Attendant/Custodian position from Police will transfer to Facility Services.
4
- In FY 2019, an additional Facility Attendant/Custodian position will be added.
127
INTRODUCTORY PAGE: Finance
FY 2019
Division Description: The Finance Department develops and implements the financial policies of the City and is responsible for the accounting records of all City funds. Financial services are provided to all City departments through accounts payable and receivable, payroll, fixed assets, inventory accounting, internal audit, grant and contract administration, treasury management, and preparation of the Comprehensive Annual Financial Report (CAFR). The Finance Department compiles timely financial reports in a format that effectively and efficiently communicates financial data to Council, citizens, bond holders and other interested users. The Finance Department is part of the development team of the City's Annual Budget and monitors budgetary compliance during the fiscal year. In addition, the Director of Finance directly supervises the Purchasing Department, Municipal Court and the Utility Business Office as part of the financial services responsibilities.
Core Performance Indicators: Bond Ratings (Tax-Backed) S&P
❷
❸
FY 2016
AA
Distinguished Budget Presentation Award & Certificate of Achievement for Excellence in Financial Reporting Budget Award Received
CAFR Award Received
FY 2019 FY 2018
Facilitate the preparation of the annual budget and capital program
Implement updates to the Civil Service Compensation Plan
AA
FY 2016
Implemented updates to the General Government Pay Plan
❸
FY 2017
FY 2017
Facilitated funding for various City initiatives including the Transportation Capital Improvement Program, Water & Wastewater Capital Program, and Parks
Facilitate funding for various City initiatives including the Transportation Capital Improvement Program and Water & Wastewater Capital Program
AA
FY 2018
Facilitated the preparation of the annual budget and capital program
❷
FY 2018
FY 2019
FY 2019 Action Items: ❶
AA
Financial Statements Unqualified Audit Opinion Received
FY 2018 Accomplishments: ❶
FY 2019
FY 2017 FY 2016
FY 16 & 17 & 18 = Actual, FY 19 = Projected
128
FINANCE SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 765,283 $ 801,341 $ 783,711 $ 883,083
PERSONNEL BENEFITS
194,748
216,726
211,958
240,258
15,290
22,570
20,624
22,636
CAPITAL < $5000
1,465
1,420
1,298
1,550
OTHER SERVICES
37,058
37,846
34,584
26,407
450,649
514,586
470,229
519,650
1,594,489 $
1,522,404 $
SUPPLIES
CONTRACTED SERVICES 110-1200 TOTAL
$
1,464,493 $
1,693,584
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
ACCOUNTING SPECIALIST
1.000
1.000
1.000
1.000
ACCOUNTING TECHNICIAN
1.000
1.000
1.000
1.000
ASSISTANT DIRECTOR OF FINANCE
1.000
1.000
1.000
1.000
BUDGET MANAGER
1.000
1.000
1.000
1.000
DIRECTOR OF FINANCE
1.000
1.000
1.000
1.000
EXECUTIVE ASSISTANT - FINANCE
1.000
1.000
1.000
1.000
FINANCIAL ANALYST
POSITION TITLE ACCOUNTANT
1.000
1.000
1.000
1.000
1
0.000
0.000
0.700
0.700
PAYROLL COORDINATOR
1.000
1.000
1.000
1.000
SENIOR ACCOUNTANT
1.000
1.000
1.000
1.000
TREASURY & GRANTS MANAGER
1.000
1.000
1.000
1.000
11.000
11.000
11.700
11.700
GRANT COORDINATOR
TOTAL FTEs 1
- During FY 2018, the General Services department was eliminated which resulted in a reorganization for several departments. The Grant Coordinator position was moved to Finance with a funding allocation of 70% Finance and 30% Community Development Block Grant.
129
INTRODUCTORY PAGE: Fleet Services Division Description: Public Works Fleet Services provides management of day-to-day activities and long term goals to effectively provide fleet services support to all internal customers of the City. Staff develops and implements budget, manages fuel purchases and billings, oversees maintenance and repairs, internally audits inventory, and prepares and recommends parts bids. Staff provides scheduled maintenance as well as unscheduled repairs on all City vehicles and equipment. Department also includes record keeping for personnel, purchases, vehicle repairs, acquisition and disposal.
FY 2019
Core Performance Indicators: Preventative Maintenance 8,000 6,000
55%
4,000
50%
2,000
45%
-
40%
FY 16
FY 2018 Accomplishments: ❶
❷
FY 17
FY 18
FY 19
# of total job orders issued # of PM job orders issued as % of total job orders
Realigned and refocused staffing and resources to citywide customer repair needs
FY 2019 Action Items: ❶
60%
Continue to actively pursue Fleet ASE Blue Seal Certification Continue to expand EVT (Emergency Vehicle Technician) Certification
FY 16
FY 17
FY 18
FY 19
% of employees achieving "ASE Blue Seal Certification"
58.0%
30.7%
50.0%
85.0%
Return Repair Rate < 2.0%
0.25%
0.04%
0.07%
<2.0%
% of fleet availability
94.0%
94.5%
91.2%
95.0%
# of Assets by Top 5 Departments 200 195 150
100 99
98 76
50
58
Police
Parks
Utility Solid Waste Services
Streets
FY 16 & 17 & 18 = Actual, FY 19 = Projected
130
FLEET SERVICES SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 666,332 $ 753,343 $ 736,769 $ 803,776
PERSONNEL BENEFITS SUPPLIES CAPITAL < $5000 REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES 110-3800 TOTAL
$
201,173
245,941
240,530
277,366
19,952
27,915
25,509
32,492
3,582
3,690
3,372
3,690
16,032
14,550
13,296
11,700
1,323
17,656
16,134
20,415
20,501
22,142
20,233
22,645
1,085,237 $
1,055,844 $
928,894 $
1,172,084
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
AUTOMOTIVE TECHNICIAN I
2.000
2.000
2.000
2.000
AUTOMOTIVE TECHNICIAN II
7.000
7.000
7.000
7.000
AUTOMOTIVE TECHNICIAN III
2.000
2.000
2.000
2.000
DIRECTOR OF FLEET SERVICES
1.000
1.000
1.000
1.000
FLEET SERVICES INVENTORY SUPERVISOR
1.000
1.000
1.000
1.000
FOREMAN - FLEET SERVICES
1.000
1.000
1.000
1.000
INVENTORY SPECIALIST
2.000
2.000
2.000
2.000
LEAD AUTOMOTIVE TECHNICIAN
2.000
2.000
2.000
2.000
19.000
19.000
19.000
19.000
POSITION TITLE ADMINISTRATIVE ASSISTANT I
TOTAL FTEs
131
INTRODUCTORY PAGE:
General Services
Division Description: This division was dissolved in fiscal year 2018.
132
FY 2019
GENERAL SERVICES SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 267,289 $ 343,299 $ 335,746 $ -
CATEGORIES SALARIES PERSONNEL BENEFITS
69,388
103,347
101,073
-
SUPPLIES
1,680
9,475
8,658
-
CAPITAL < $5000
8,299
1,810
1,654
-
-
2,150
1,965
-
OTHER SERVICES
9,403
29,053
26,549
-
CONTRACTED SERVICES
2,634
21,982
20,087
-
REPAIR AND MAINTENANCE
110-6000 TOTAL
$
358,694 $
511,116 $
495,732 $
-
PERSONNEL SCHEDULE
0.250
0.350
ESTIMATE 2018 2 0.000
0.100
0.250
0.000
0.000
0.800
0.800
0.000
0.000
1.000
0.950
0.000
0.000
HOUSING INSPECTOR
0.500
0.500
0.000
0.000
MANAGEMENT ANALYST
1.000
1.000
0.000
0.000
PROGRAM SPECIALIST
0.850
0.850
0.000
0.000
RESOURCES COORDINATOR
1.600
1.600
0.000
0.000
STRATEGIC INITIATIVES MANAGER
1.000
1.000
0.000
0.000
TOTAL FTEs
7.100
7.300
0.000
0.000
ACTUAL 2017
POSITION TITLE ADMINISTRATIVE ASSISTANT I - PT 1 COMMUNITY DEVELOPMENT MANAGER CUSTOMER SERVICE REPRESENTATIVE II DIRECTOR OF GENERAL SERVICES
1
1
BUDGET 2018
ADOPTED 2019 0.000
1
- During the FY 2018 budget process, funding allocation for positons within Facility Services, Code Compliance, General Services and Administration & Projects/Grants within the Community Development Block Grant (CDBG) were evaluated and adjusted accordingly.
2
- During FY 2018, the General Services department was eliminated which resulted in a reorganization for several departments. As a result of this reorganization, positions and funding allocations amongst several departments required changes.
133
INTRODUCTORY PAGE: Human Resources Division Description: Human Resources provides management support services by endorsing the concept that our employees are our most valuable resource. We do this by promoting and recruiting the best qualified people; recognizing and encouraging the value of diversity in the work place; providing a competitive salary and benefits package; developing the full potential of our work force by providing training and development for career enhancement; and establishing, administering and effectively communicating sound policies, rules, and practices that treat employees with dignity and equality while maintaining compliance with employment and labor laws.
Core Performance Indicators: Customer Satisfaction % of survey respondents who rate the overall quality of the following good or excellent: 100% 90%
80% 70% 60%
FY 2018 Accomplishments:
50%
Implemented Police and Fire Online Performance Evaluations
❹
Re-negotiated contracts for various providers, including benefit consultant & insurance providers
❺
Hosted first Safety Lunch-n-Learn
FY 16
FY 17
FY 18
Satisfaction with HR Services
Implemented Safety Committee
Processes
❸
Benefits
Implemented Discovery Team Safety Recommendations which contributed to a 20% reduction in the Workers Comp Experience Modifier
Training
❷
40% Response Time to Leadership Issues
❶
FY 2019
FY 19
FY 2019 Action Items: ❶
Update Personnel Policy Manual
❷
Update Administrative Directives
❸
Complete the Civil Service Compensation Study
❹
Digitize Personnel Files
❺
Create HR Newsletter
❻
Analyze Employee Benefits Plans
❼
Update the Recruitment Process
FY 16 & 17 & 18 = Actual, FY 19 = Projected 134
HUMAN RESOURCES SUMMARY CATEGORIES SALARIES
BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 334,456 $ 344,613 $ 363,347 352,365 $
PERSONNEL BENEFITS
237,353
269,508
263,579
282,171
SUPPLIES
4,772
10,000
9,138
11,000
CAPITAL < $5000
1,227
590
539
1,020
-
200
183
200
116,283
97,730
89,306
53,051
89,890
86,806
79,323
168,348
REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES 110-2700 TOTAL
$
783,981
$
817,199 $
786,681 $
879,137
PERSONNEL SCHEDULE ACTUAL 2017
ADMINISTRATIVE ASSISTANT I 1
0.000
BUDGET 2018 0.000
DIRECTOR OF HUMAN RESOURCES
1.000
1.000
1.000
1.000
HR GENERALIST
3.000
3.000
3.000
3.000
2.000
2.000
2.000
1.000
6.000
6.000
6.000
6.000
POSITION TITLE
HR TECHNICIAN TOTAL FTEs
1
1
ESTIMATE 2018 0.000
ADOPTED 2019 1.000
- In FY 2019, one HR Technician position will be eliminated with the creation of the Administrative Assistant I position.
135
FY 2019
INTRODUCTORY PAGE: Information Technology Services Division Description: Information Technology Services, in partnership with our organization, applies information technology to the business priorities of the City to deliver effective and efficient government services. We implement and maintain a ubiquitous, accessible, robust, sustainable, secure communications and resource infrastructure that provides the highest availability of computing services.
Core Performance Indicators: Help Desk Requests
FY 2018 Accomplishments: ❶
Replaced Planning & Permits software
❷
Replaced 100 PCs and laptops
❸
Implemented Public Works CityWorks software
❹
Implemented new E-Citation Solution
Implement new Network Security Solution
❷
Implement Code Enforcement Software
❸
Replace 120 PCs and laptops
❹
Implement Police Video Solution
80%
6,000
78%
4,000
76%
2,000
74%
-
72%
FY 16
FY 17
# of help desk requests % resolved within 4 hours
System Availability
FY 16
FY 18
FY 19
% resolved within 24 hours
FY 17
FY 18
FY 19
% of applications 99.87% 99.90% 99.90% 99.90% availability
FY 2019 Action Items: ❶
8,000
% of telecomm 99.97% 99.96% 99.95% 99.95% availability % of network 99.96% 99.96% 99.95% 99.95% availability
Customer Satisfaction 90% 88% 86% 84% 82% 80%
FY 16
FY 17
FY 18
FY 19
% of customers satisfied with ITS- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Targeted
136
INFORMATION TECHNOLOGY SERVICES SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 961,535 $ 1,092,440 $ 1,068,406 $ 1,176,988
CATEGORIES SALARIES PERSONNEL BENEFITS
258,812
320,467
313,417
333,213
SUPPLIES
10,697
19,197
17,542
18,746
CAPITAL < $5000
75,845
61,790
56,464
63,290
509,748
550,424
502,977
471,262
71,100
116,474
106,434
290,577
CONTRACTED SERVICES
538,568
627,257
573,187
627,452
CAPITAL EQUIPMENT
157,557
-
-
-
REPAIR AND MAINTENANCE OTHER SERVICES
110-1900 TOTAL
$
2,583,862 $
2,788,049 $
2,638,428 $
2,981,528
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
DIRECTOR OF INFORMATION TECHNOLOGY
1.000
1.000
1.000
1.000
GIS MANAGER
1.000
1.000
1.000
1.000
GIS SPECIALIST
2.000
2.000
2.000
2.000
1.000
1.000
1.000
1.000
0.000
0.000
1.000
1.000
NETWORK ANALYST
1.000
1.000
1.000
1.000
SENIOR PROJECT MANAGER - IT
1.000
1.000
1.000
1.000
SYSTEM/DATABASE ADMINISTRATOR
2.000
2.000
2.000
2.000
4.000
3.000
3.000
3.000
0.000
1.000
1.000
1.000
1.000
2.000
2.000
2.000
TECHNOLOGY SUPPORT SPECIALIST II
2.000
2.000
2.000
2.000
TELECOM & NETWORK SPECIALIST
1.000
1.000
1.000
1.000
18.000
19.000
20.000
20.000
POSITION TITLE ASSISTANT DIRECTOR OF INFORMATION TECHNOLOGY
INFORMATION TECHNOLOGY SPECIALIST MANAGEMENT ANALYST
SYSTEMS ANALYST I
3
2
SYSTEMS ANALYST II
2
TECHNOLOGY SUPPORT SPECIALIST I
1
TOTAL FTEs 1
- In FY 2018, an additional Technology Support Specialist I position was added.
2
- In FY 2018, one Systems Analyst I position was reclassified to a Systems Analyst II position.
3
- During FY 2018, the General Services department was eliminated which resulted in a reorganization for several departments. The Management Analyst position was transferred over from General Services to Information Technology Services.
137
INTRODUCTORY PAGE: Inspections/Permits Division Description: The Inspections and Permits Department is responsible for reviewing building plans, issuing permits and performing inspections for new construction, additions and remodeling projects for residential and commercial properties. Building permits are required to erect, alter, or enlarge any structure on residential or commercial property. The Permitting and Inspections Department enforces the International Building, Residential Plumbing, Mechanical Energy, and Fuel Gas Codes along with the National Electrical Code.
FY 2019
Core Performance Indicators: Permit Applications Processed in a Timely Manner 4,100
101% 100% 100% 99% 99% 98% 98% 97% 97%
4,000 3,900 3,800
3,700 3,600 3,500 FY 16
FY 2018 Accomplishments:
FY 17
# of Permit Applications ❶
❷
Continued review of Permit Tech Certification classes (ongoing)
FY 18
FY 19
% processed within 1 business day
Permits & Plans Reviewed in a Timely Manner
Implemented system for getting plans and payments submitted electronically
4,100
101% 100%
4,000 ❸
100%
Scanned archived hard copies of documents for electronic storage (ongoing)
3,900
99%
3,800 ❹
Implemented use of mobile devices for inspectors in the field to enter inspection results and access plans
3,700
98% 3,600
97%
FY 16
❶
Get Permit Tech Certification classes
❷
Facilitate the adoption of International Building Codes
❹
97%
3,500
FY 2019 Action Items:
❸
99% 98%
the
FY 17
# of Permits/Plans
FY 18
FY 19
% processed within 10 business days
2015 Inspections Conducted in a Timely Manner
Adopt the 2017 National Electrical Code Continue pursuing certification and continuing education classes for inspectors and permit technicians
25,000
100%
20,000
100% 99%
15,000
99%
10,000
98%
5,000
98%
0
97%
FY 16
FY 17
# of inspections conducted
FY 18
FY 19
% conducted within 1 business day
FY 16 & 17 & 18 = Actual, FY 19 = Projected 138
INSPECTIONS / PERMITS SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 336,040 $ 391,387 $ 382,776 $ 391,282
PERSONNEL BENEFITS
99,288
126,059
123,286
132,846
SUPPLIES
10,702
14,958
13,669
15,873
938
2,900
2,650
2,940
REPAIR AND MAINTENANCE
1,649
2,200
2,010
2,000
OTHER SERVICES
6,323
20,456
18,693
19,900
15,763
7,483
6,838
7,334
565,443 $
549,922 $
CAPITAL < $5000
CONTRACTED SERVICES 110-4700 TOTAL
$
470,703 $
572,175
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
COMBINATION BUILDING INSPECTOR
4.000
4.000
4.000
4.000
PERMIT SUPERVISOR
1.000
1.000
1.000
1.000
PERMIT TECHNICIAN
2.000
2.000
2.000
2.000
TOTAL FTEs
8.000
8.000
8.000
8.000
POSITION TITLE CHIEF BUILDING OFFICIAL
139
INTRODUCTORY PAGE: Legal
FY 2019
Division Description: The City Attorney serves as the chief legal officer for the City. The City Attorney's Office advises the City Council on legal issues associated with its legislative functions and advises all City departments on legal issues related to daily government activities. The City Attorney's Office reviews all legal instruments to which the City is a party. The City Attorney's Office also provides legal advice to appointed boards and commissions. The City Attorney's Office assists the City Manager in implementing the City Council's policies.
Core Performance Indicators: Customer Satisfaction % of survey respondents who agree with the following:
FY 2018 Accomplishments: ❶
❷
❸
❹
Acquired right of way and easements for various infrastructure projects Handled multiple lawsuits to which the City is a party; coordinated litigation activities with outside counsel
❷
❸
❹
96%
100%
95%
99%
94%
98%
93%
97%
92%
96%
91%
95%
90%
94%
89%
93%
88%
92%
87%
91%
86% FY 16
Drafted multiple economic development agreements and strategic investment zone agreements to assist with stimulating economic growth in the City
FY 17
FY 18
FY 19
The legal advice received by me from my assigned attorney was clear and understandable. The City Attorney’s Office has a strong knowledge of City codes/ordinances and State and Federal law. My assigned attorney does a good job of keeping me informed on the status of my project/request.
Worked with Municode on recodification of City's Code of Ordinances; began drafting amendments to several Code chapters
% of survey respondents who rate the following good or excellent:
FY 2019 Action Items: ❶
101%
Begin the process of consolidating multiple real estate services into the City Attorney's Office including surplus property management, rental property management, and right-of-way acquisition Continue review of and updates to the City's Code of Ordinances; continue to work with Municode on recodification of City Code Facilitate the acquisition of property and easements for various infrastructure projects
102%
96%
100%
95%
98%
94%
96%
93%
94%
92%
92%
91%
90%
90%
88%
89%
86%
88%
84%
87%
82%
86% FY 16
Continue management of various lawsuits to which the City is a party
FY 17
FY 18
FY 19
Turnaround time for requests for legal assistance
Overall level of legal services provided by the City Attorney’s Office Availability of the attorney assigned to your department or division
FY 16 & 17 & 18 = Actual, FY 19 = Projected 140
LEGAL SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 617,419 $ 639,431 $ 625,364 $ 687,468
PERSONNEL BENEFITS
144,079
156,945
153,492
171,155
6,413
10,570
9,659
10,900
CAPITAL < $5000
13,902
18,250
16,677
18,500
OTHER SERVICES
28,378
38,915
35,561
35,646
8,665
5,155
4,711
4,759
818,856 $
869,266 $
845,463 $
SUPPLIES
CONTRACTED SERVICES 110-1600 TOTAL
$
928,428
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
ASSISTANT CITY ATTORNEY 1
0.000
0.000
1.000
1.000
CITY ATTORNEY
1.000
1.000
1.000
1.000
5.000
5.000
4.000
4.000
EXECUTIVE ASSISTANT - CITY ATTORNEY
1.000
1.000
1.000
1.000
LEGAL ADMINISTRATIVE SUPERVISOR
1.000
1.000
1.000
1.000
TOTAL FTEs
9.000
9.000
9.000
9.000
POSITION TITLE ADMINISTRATIVE ASSISTANT II
DEPUTY CITY ATTORNEY
1
1
- During FY 2018, one Deputy City Attorney position was reclassified to Assistant City Attorney.
141
INTRODUCTORY PAGE: Planning Division Description: The Planning Department provides professional planning services on urban growth and development issues to promote quality of place. The department maintains an updated Comprehensive Plan and Unified Development Code to provide policy recommendations and regulations related to land development. The staff works cooperatively with design professionals, property owners and developers from concept to completion of the project.
FY 2019 Core Performance Indicators: Plat Processing 100
120%
80
100%
80%
60
60% 40
40%
20
FY 2018 Accomplishments: ❶
Amended UDC duplex and I-35 Corridor Overlay zoning standards
❷
Led route study analysis for Poison Oak Road
❸
Managed transition to new web-based permitting and planning system called MyPermitNow
❹
0
❷
Implement comprehensive amendments to sidewalk codes and funding mechanisms to improve overall pedestrian connectivity
❸
FY17
# of Plats
FY 18
FY 19
% processed within 10 days
Re-Zoning Applications 50
120%
40
100% 80%
30
60%
20
40%
10
FY 2019 Action Items: Amend Downtown zoning standards
0%
FY 16
Amended UDC TMED zoning standards
❶
20%
20%
0
0% FY 16
FY17
# of rezoning applications
FY 18
FY 19
% presented to P&Z w/in 30 days
Citizen Satisfaction
Establish system of "project readiness" for potential sidewalk and street grant project submittals
60% 50% 40%
❹
Establish a neighborhood planning program to facilitate revitalization
30% 20%
❺
Manage process for development of a new Comprehensive Plan
10% 0% FY 11
FY 14
FY 17
% of citizens rating planning, land use, and zoning services as good or excellentamong those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 142
PLANNING SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 463,699 $ 483,208 $ 472,577 $ 521,590
PERSONNEL BENEFITS
126,121
141,126
138,021
148,130
5,129
7,100
6,488
7,100
CAPITAL < $5000
32
760
694
760
OTHER SERVICES
16,922
21,579
19,719
17,864
CONTRACTED SERVICES
12,561
16,171
14,777
15,937
SUPPLIES
110-1700 TOTAL
$
624,464 $
669,944 $
652,277 $
711,381
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
ASSISTANT DIRECTOR OF PLANNING
1.000
1.000
1.000
1.000
DEVELOPMENT COORDINATOR
1.000
1.000
1.000
1.000
DIRECTOR OF PLANNING
1.000
1.000
1.000
1.000
PLANNER
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
0.000
0.000
0.000
1.000
2.000
2.000
2.000
2.000
8.000
8.000
8.000
9.000
POSITION TITLE ADMINISTRATIVE ASSISTANT II
PLANNING TECHNICIAN PRINCIPAL PLANNER SENIOR PLANNER TOTAL FTEs 1
1, 2
1
- In FY 2019, a Senior Planner position will be reclassified to a Principal Planner.
2
- In FY 2019, a Senior Planner position will be added to assist with Neighborhood Planning. This position is to be funded 100% within the Administration program for CDBG. Since the position will report directly to Planning, the position is accounted for within Planning's personnel schedule.
143
INTRODUCTORY PAGE: Purchasing Division Description: Purchasing serves as the central control of procurement activities for the City. Purchasing strives to provide high quality, low cost support services to City departments helping to contribute to the overall efficient and cost effective operation of the City of Temple. Purchasing endeavors to foster a favorable climate for business opportunities within the guidelines of the law in order to better serve the vendor community and the various departments of the City. Purchasing administers the competitive bid and competitive proposal processes, generates purchase orders based on requisitions submitted by City departments, processes for payment all expenditures of the City, manages the City's procurement card program, administers the City's wireless device programs, maintains a janitorial supply warehouse, coordinates the disposition of the City's excess personal property, and assists in the coordination of the facility construction projects.
Core Performance Indicators: Purchase Orders % Change FY 2019 FY 2018 FY 2017 FY 2016
❷
FY 2019 FY 2018 FY 2017
The Department processed 17,010 purchasing card transactions, issued 2,067 purchase orders, and coordinated 61 competitive sealed solicitations
FY 2016
FY 2019
FY 2019 Action Items:
❷
❸
L M M L
POs Issued
1.6%
2,100
0.8%
2,067
-6.9%
2,051
4.9%
2,203
Transactions
0.5%
17,100
-0.2%
17,010
-0.6%
17,051
5.2%
17,155
Competitive Sealed Solicitations % Change
Assisted the Parks & Recreation Department in coordinating and managing 21 Parks GO Bond projects
FY 2018
❶
L L M L
Purchasing Card Transactions % Change
FY 2018 Accomplishments: ❶
FY 2019
FY 2017
Evaluate, recommend, and implement new Purchasing-related policies & procedures
FY 2016
Continue to assist the Parks & Recreation Department in coordinating and managing the Parks GO Bond projects
M L M L
Solicitations
-1.6%
60
7.0%
61
-27.8%
57
14.5%
79
Internal Customer Satisfaction 120%
100%
Continue to be responsive to vendors and internal City departments with respect to procurement needs
80%
60% 40%
20% 0% FY 16
FY 17
FY 18
FY 19
% of customers satisfied with Purchasing- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected
144
PURCHASING SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 268,247 $ 285,796 $ 279,508 $ 420,504
CATEGORIES SALARIES PERSONNEL BENEFITS
80,547
92,497
90,462
137,336
SUPPLIES
2,460
3,750
3,427
3,685
CAPITAL < $5000
1,409
260
238
450
-
250
228
250
OTHER SERVICES
9,672
11,876
10,852
11,040
CONTRACTED SERVICES
6,344
2,289
2,092
2,514
368,679 $
396,718 $
386,807 $
REPAIR AND MAINTENANCE
110-1300 TOTAL
$
575,779
PERSONNEL SCHEDULE POSITION TITLE ACCOUNTS PAYABLE SPECIALIST ADMINISTRATIVE ASSISTANT I ASSISTANT DIRECTOR OF PURCHASING
1
ASSISTANT DIRECTOR OF PURCHASING & FACILITY SERVICES DIRECTOR OF PURCHASING
1
1
DIRECTOR OF PURCHASING & FACILITY SERVICES
1
PROCUREMENT SPECIALIST PROJECT MANAGER
1
PURCHASING MANAGER
1
SENIOR BUYER SENIOR BUYER II
1
TOTAL FTEs 1
ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
1.000
1.000
1.000
1.000
1.000
1.000
0.000
0.000
0.000
0.000
1.000
1.000
1.000
1.000
0.000
0.000
0.000
0.000
1.000
1.000
1.000
1.000
1.000
1.000
0.000
0.000
1.000
1.000
0.000
0.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
0.000
0.000
7.000
7.000
8.000
8.000
- During FY 2018, the General Services department was eliminated which resulted in a reorganization for several departments. As a result of this reorganization, positions and funding allocations amongst several departments required changes. The Senior Buyer II position was reclassified to Purchasing Manager. In addition, a Project Manager position was added.
145
INTRODUCTORY PAGE:
Social Security Building
Division Description: The lease with Social Security Administration for the facility located at 511 North Main Street termed in May 2018.
146
FY 2019
SOCIAL SECURITY BUILDING SUMMARY CATEGORIES SUPPLIES
ADOPTED ACTUAL BUDGET ESTIMATE 2017 2018 2018 2019 1 $ 1,069 $ 1,700 $ 1,553 $ -
REPAIR AND MAINTENANCE CONTRACTED SERVICES 110-2600 TOTAL
$
1,513
3,400
3,107
-
50,120
53,313
48,717
-
52,703 $
58,413 $
53,378 $
-
1
- The lease with Social Security Administration for the facility located at 511 North Main Street termed in May 2018.
147
INTRODUCTORY PAGE: Special Services Division Description: Special Services is designed to account for costs that cannot be directly allocated to other departments, such as: contributions to community service agencies and accounts for bad debt expenses. The contingency/contribution to fund balance will be budgeted in this account. Separation pay is currently budgeted in Special Services. Specific activities budgeted in this department include: 4 Contingency/Contribution to fund 4 Contingency/Unprogrammed funds 4 Contributions to community service 4 Bad debt expenses 4 Separation pay
148
FY 2019
SPECIAL SERVICES SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 505,596 $ 351,081 $ 343,357 $ 353,012
OTHER SERVICES CONTRACTED SERVICES
9,147
10,000
9,138
10,000
658,940
646,800
591,046
608,300
-
368,182
368,182
664,725
1,376,063 $
1,311,723 $
CAPITAL - SPECIAL PROJECTS 110-1500 TOTAL
$
1,173,682 $
149
1,636,037
HIGHWAYS & STREETS Engineering Streets Traffic Signals
150
INTRODUCTORY PAGE: Engineering Division Description: Public Works Engineering provides engineering and construction inspection support services for existing and new public infrastructure (water, sewer, streets, rail and drainage) serving the citizens of Temple. Infrastructure improvement design, administration of professional services and construction contracts, project inspections, review of public and private engineering plans and flood plain administration services are delivered. The department administers Texas Commission on Environmental Quality (TCEQ) related programs complying with Texas Pollutant Discharge Elimination System (TPDES) Phase 2 Storm Water Management (MS4). Engineering Services also provides technical support to the City Council, Development Standards Advisory Board, and City staff.
Core Performance Indicators: Plats Reviewed
❷
❸
200
102%
150
100%
98%
100
96%
50
94% 92%
0 FY 16
FY17
# of Plats
FY18
FY19
% processed within 10 business days
Permits Reviewed
FY 2018 Accomplishments: ❶
FY 2019
200
102%
150
100%
Reviewed 166 plats, 241 construction plans, and 138 building permits submitted to Engineering
100
Inspected new private construction permits in newlyplatted areas in addition to permits carried over from previous fiscal years
0
98% 96%
50
94% 92%
FY 16
FY17
# of Permits
Managed water treatment/storage/distribution, water reclamation, sewer collection/treatment, streets/drainage, and rail capital programs, including cost-sharing projects. Processed $29M in capital design & construction invoicing
FY18
FY19
% processed within 10 business days
Construction Plans Reviewed 350
94%
300
92%
250
90%
200
FY 2019 Action Items: ❶
❷
❸
88%
150
86%
100
84%
50
Review 100% of plats, construction plans and building permits submitted to Engineering
0
82% FY 16
FY17
# of Construction Plans
Inspect 100% of privately constructed public infrastructure (construction permits) Manage capital projects assigned to Engineering to rehabilitate, expand, replace, and extend infrastructure
FY18
FY19
% processed within 10 business days
CIP Payments Processed $30,000,000
120%
$25,000,000
100%
$20,000,000
80%
$15,000,000
60%
$10,000,000
40%
$5,000,000
20%
$0
0% FY 16
FY17
$ CIP Payments Invoiced
151
FY18
FY19 % processed
FY 16 & 17 & 18 = Actual, FY 19 = Projected
ENGINEERING SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 345,355 $ 366,259 $ 358,201 $ 376,956
PERSONNEL BENEFITS
97,698
111,629
109,173
119,357
SUPPLIES
10,765
15,969
14,592
15,439
CAPITAL < $5000
1,111
5,940
5,428
4,690
REPAIR AND MAINTENANCE
7,441
10,880
9,942
3,700
44,634
54,708
49,992
60,910
2,794
18,538
16,940
18,046
OTHER SERVICES CONTRACTED SERVICES 110-3900 TOTAL
$
509,799 $
583,923 $
564,269 $
599,098
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
ASSET MANAGEMENT COORDINATOR
0.400
0.400
0.400
0.400
ASSET MANAGEMENT SPECIALIST
0.400
0.400
0.400
0.400
ASSET MANAGEMENT TECHNICIAN
0.400
0.400
0.400
0.400
CITY ENGINEER
0.300
0.300
0.300
0.300
DEPUTY CITY ENGINEER
0.400
0.400
0.400
0.400
DIRECTOR OF PUBLIC WORKS
0.250
0.250
0.250
0.250
POSITION TITLE ADMINISTRATIVE ASSISTANT I
PROJECT ENGINEER
1
0.000
0.400
0.400
0.400
2
3.000
3.000
3.000
2.000
1
1.400
1.000
1.000
1.000
0.400
0.400
0.400
0.400
0.000
0.000
0.000
1.000
7.950
7.950
7.950
7.950
PROJECT INSPECTOR PROJECT MANAGER
SENIOR PROJECT ENGINEER SENIOR PROJECT INSPECTOR TOTAL FTEs
2
1
- In FY 2018, a Project Manager position was reclassified to Project Engineer.
2
- In FY 2019, a Project Inspector position will be reclassified to a Senior Project Inspector.
152
INTRODUCTORY PAGE: Streets
FY 2019
Division Description: The Public Works Street Department is responsible for providing street maintenance of the City's roadway system, for the public's safety and convenience, to the highest standard funding allows. These services include the maintenance of street surfaces, curb and gutters, alleys, City-owned parking areas, signage, tree trimming, and street sweeping.
Core Performance Indicators: Potholes Patched % Change FY 2019 FY 2018 FY 2017
FY 2018 Accomplishments:
FY 2016
❶
Completed 27 lane miles of overlay
❷
Completed Dairy Road reconstruction
❸
Maintained City of Temple street signs to "Manual on Uniform Traffic Control Devices" (MUTCD) standards
FY 2019
Continued to respond to street maintenance issues
FY 2018
❹
Continue regular street maintenance activities, as required
❷
Complete Mouser Road Phase 2
❸
Maintain all City of Temple street signs to MUTCD standards
3,766
-0.3%
3,583
1.3%
3,593
-32.0%
3,548
% Change
FY 2017 FY 2016
L L M L
Utility Cuts
42.9%
130
9.6%
91
-56.8%
83
62.7%
192
Signs Repaired % Change FY 2019 FY 2018
❹
5.1%
Utility Cuts Patched
FY 2019 Action Items: ❶
L M L M
Potholes
Complete FY19 Overlay Program
FY 2017 FY 2016
L M M L
Signs
67.5%
1,335
-39.6%
797
-28.9%
1,320
12.9%
1,857
FY 14
FY 17
Citizen Satisfaction 50% 40%
30% 20% 10% 0%
FY 11
% of citizens rating street repair good or excellent- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 153
STREETS SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 759,945 $ 855,655 $ 836,831 $ 877,065
PERSONNEL BENEFITS SUPPLIES CAPITAL < $5000 REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES 110-3400 TOTAL
$
272,359
335,492
328,111
352,836
68,027
89,046
81,370
94,906
1,692
1,460
1,334
8,960
221,356
346,066
316,235
346,058
4,884
6,133
5,604
5,205
865,650
805,018
735,625
843,388
2,438,870 $
2,305,111 $
2,193,913 $
2,528,418
PERSONNEL SCHEDULE ACTUAL 2017 0.500
BUDGET 2018 0.500
ESTIMATE 2018 0.500
ADOPTED 2019 0.500
CREW LEADER - CONSTRUCTION
2.000
2.000
2.000
2.000
CREW LEADER - STREETS
5.000
5.000
5.000
5.000
DIRECTOR OF TRANSPORATION
0.500
0.500
0.500
0.500
EQUIPMENT OPERATOR I - STREETS
4.000
4.000
4.000
4.000
EQUIPMENT OPERATOR II - STREET/DRAINAGE
4.000
4.000
4.000
4.000
FOREMAN - STREET RECONSTRUCTION
1.000
1.000
1.000
1.000
FOREMAN - STREET SERVICES
1.000
1.000
1.000
1.000
MAINTENANCE WORKER - STREETS
6.000
6.000
6.000
6.000
STREET & DRAINAGE SERVICES MANAGER
0.500
0.500
0.500
0.500
24.500
24.500
24.500
24.500
POSITION TITLE ADMINISTRATIVE ASSISTANT I
TOTAL FTEs
154
INTRODUCTORY PAGE: Traffic Signals Division Description: The Public Works Traffic Signals department is responsible for providing, for the public's safety and convenience, the installation, maintenance, and repair of all traffic signals and school zone flashers within the City of Temple.
Core Performance Indicators: Timing Coordination % Change FY 2019
FY 2018 Accomplishments: ❶
Continued refining signal synchronization in key corridors
❷
Installed coordination timing plan on W. Adams from Walmart to Pea Ridge
❸
Upgraded W. Adams and Pea Ridge Road signal; added pedestrian movements crossing W. Adams
❹
FY 2018 FY 2017 FY 2016
❷
❸
L M X X
FY 2019
Upgraded W. Adams and Kegley Road signal; added pedestrian movements and left turn movements on Kegley Road
FY 2018 FY 2017 FY 2016
Perform maintenance on all traffic signals and signalized school zones on a monthly basis
X X X X
50.0%
3
-33.3%
2
0.0%
3
0.0%
3
% On Schedule
0.0%
100%
0.0%
100%
0.0%
100%
0.0%
100%
Citizen Satisfaction 50.0%
Maintain coordination and timing plans through our Traffic Signal Communication Program
40.0%
Install traffic signal at W. Adams and Greenview Drive
10.0%
30.0%
20.0%
0.0%
FY 11 ❹
# of Coordinations
Monthly Maintenance % Change
FY 2019 Action Items: ❶
FY 2019
Complete traffic signal at Airport Road (Hwy 36) and N. Kegley Road
FY 14
FY 17
% of citizens rating traffic signal timing good or excellent- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 155
TRAFFIC SIGNALS SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 190,369 $ 239,974 $ 234,695 $ 256,760
CATEGORIES SALARIES PERSONNEL BENEFITS
59,794
85,865
83,976
88,874
7,866
13,169
12,034
12,732
352
2,630
2,403
2,730
REPAIR AND MAINTENANCE
38,661
56,200
51,356
56,200
OTHER SERVICES
26,576
13,585
12,414
13,815
4,762
4,450
4,066
5,106
328,380 $
415,873 $
400,944 $
SUPPLIES CAPITAL < $5000
CONTRACTED SERVICES 110-2800 TOTAL
$
436,217
PERSONNEL SCHEDULE ACTUAL 2017 0.250
BUDGET 2018 0.250
ESTIMATE 2018 0.250
ADOPTED 2019 0.250
0.250
0.250
0.250
0.250
0.000
0.000
0.000
1.000
2.000
3.000
3.000
3.000
0.250
0.250
0.250
0.250
1.000
1.000
1.000
0.000
TRAFFIC SIGNAL MANAGER
1.000
1.000
1.000
1.000
TOTAL FTEs
4.750
5.750
5.750
5.750
POSITION TITLE ADMINISTRATIVE ASSISTANT I DIRECTOR OF TRANSPORTATION FOREMAN - TRAFFIC SIGNALS
2
SIGNAL MAINTENANCE TECHNICIAN
1
STREET & DRAINAGE SERVICES MANAGER TRAFFIC SIGNAL COMMUNICATION TECHNICIAN
2
1
- In FY 2018, a Signal Maintenance Technician position was added.
2
- In FY 2019, the Traffic Signal Communication Technician position will be reclassified to Foreman - Traffic Signals.
156
PARKS & RECREATION Golf Course Library Parks PARD - Administration Services Recreation
157
INTRODUCTORY PAGE: Golf Course Division Description: Sammons Golf Course is responsible for providing exceptional golf services to Temple residents and visitors including: management of Sammons Golf Course; food and beverage services; maintaining golf course; golf lessons; leagues; tournaments; driving range; and youth development programs.
Core Performance Indicators: Self Sustaining- Cost Recovery Ratio % Change
Made additional chemical and fertilizer applications to increase course aesthetics
❷
Installed new irrigation for green numbers 5 and 7
❸
Fumigated and resurfaced all greens.
❹
Completed bunker improvements on hole numbers 3, 7, 13, 14 and 18
❺
Hosted Junior Golf Fundraising Tournament
Enhance overall course aesthetics with more chemical and fertilizer applications
❷
Install new irrigation pump station on the north side of golf course
❸
Complete core aerification of fairways
❹
Ensure health of the new greens through added fungicide applications.
❺
M M M
FY 2018 FY 2017 FY 2016
Recovery Ratio
75.0%
70%
-37.5%
40%
-3.0%
64%
-17.5%
66%
Golf Rounds Played % Change
FY 2019 Action Items: ❶
L
FY 2019
FY 2018 Accomplishments: ❶
FY 2019
Rounds
FY 2019
L
45.1%
27,000
FY 2018
M
-29.0%
18,606
FY 2017
L
7.7%
26,202
FY 2016
M
-9.9%
24,334
Average Revenue Per Round FY 16
FY 17
FY 18
FY 19
$ 23.98
$ 21.87
$ 16.93
$ 22.25
Food & Beverage
$
4.57
$
4.39
$
4.56
$
5.05
Merchandise
$
2.85
$
2.78
$
2.29
$
2.90
Golf
Host Junior Golf Fundraising Tournament
FY 16 & 17 & 18 = Actual, FY 19 = Projected 158
GOLF COURSE SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 500,025 $ 556,256 $ 544,018 $ 612,925
CATEGORIES SALARIES PERSONNEL BENEFITS
143,683
185,002
180,932
195,773
83,733
112,719
103,003
120,828
3,700
37,175
33,971
36,985
REPAIR AND MAINTENANCE
74,604
64,583
59,016
74,813
OTHER SERVICES
22,213
20,161
18,423
19,780
CONTRACTED SERVICES
93,240
102,144
93,339
102,276
COST OF GOODS SOLD
151,194
138,740
126,781
144,140
CAPITAL EQUIPMENT
17,521
-
-
103,226
SUPPLIES CAPITAL < $5000
110-31XX TOTAL
$
1,089,913 $
1,216,780 $
1,159,482 $
1,410,746
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
ASSISTANT DIRECTOR OF PARKS & RECREATION 1
0.000
0.000
0.000
0.250
ASSISTANT GOLF COURSE SUPERINTENDENT
1.000
1.000
1.000
1.000
ASSISTANT GOLF PROFESSIONAL
1.000
1.000
1.000
1.000
BUILDING MAINTENANCE WORKER
0.060
0.060
0.060
0.060
CREW LEADER - FACILITY SERVICES
0.110
0.110
0.110
0.110
DIRECTOR OF GOLF
1.000
1.000
1.000
1.000
EQUIPMENT OPERATOR I
2.000
2.000
2.000
2.000
FACILITY ATTENDANT/CUSTODIAN
0.110
0.110
0.110
0.110
GOLF COURSE SUPERINTENDENT
1.000
1.000
1.000
1.000
MAINTENANCE WORKER
4.000
4.000
4.000
4.000
MECHANIC
1.000
1.000
1.000
1.000
PART-TIME POSITIONS
6.880
6.880
6.880
6.880
19.160
19.160
19.160
19.410
POSITION TITLE ASSISTANT DIRECTOR OF GOLF
TOTAL FTEs 1
- In FY 2019, an additional Assistant Director of Parks & Recreation position will be added thus resulting in a change of funding allocation for management. The first Assistant Director of PARD position will be split 75% Parks and 25% Golf Course. The second Assistant Director of PARD position will be split 65% Recreation, 25% Tourism, 5% Mayborn Convention Center and 5% Railroad and Heritage Museum. The Director of Parks & Recreation position will change funding allocation of 70% PARD Administration, 20% Mayborn Convention Center and 10% Tourism to 90% PARD Administration and 10% Mayborn Convention Center.
159
INTRODUCTORY PAGE: Library
FY 2019
Division Description: The Temple Public Library welcomes all people, and supports formal and selfdirected learning and leisure experiences. The library has 193,774 items, including books, videos/DVDs, books on cassette/CD, and music CDs. Available services include reference help, reader's advisory, children's and teen programming, outreach and public access to the Internet.
Core Performance Indicators: Library Visits FY 16 FY 17 FY 18 FY 19
% Change
FY 2018 Accomplishments: Promoted and provided additional instruction on Foundation Center resources
❷
Continued the Library Cards for Kids program to public and private schools in Temple
❸
❹
total per capita total per capita total per capita
L M L M
-1.2%
3.25
-8.9%
243,959
-18.4%
3.29
2.2%
267,764
0.0%
4.03
-2.0%
262,086
0.0%
4.03
% Change
Increased the number of magazine titles which circulate Updated the Collection Development Policy
FY 2019 Action Items: Continue Jr. Scientists programming and Elementary age book club
total per capita total per capita total per capita total per capita
M M M M
Circulation
-2.0%
324,334 4.23 330,953
-4.7% -7.4% -25.1%
4.44
-5.5%
357,448
0.0%
5.93
-4.8%
378,447
0.0%
5.93
Reference Transactions % Change total
L M L L
Transactions 71,365
-2.8%
Grow Library presence on social networking websites
FY 16 FY 17 FY 18 FY 19
❶
per capita
Visits
246,398
1.0%
Circulation FY 16 FY 17 FY 18 FY 19
❶
total
❺
Conduct computer classes for adults
Internet Users
❻
Conduct Financial Information Network workshops
275,000
30%
270,000
25%
❷ ❸
❹
Begin Saturday programming for children Continue the Library Cards for Kids program with TISD and other local districts
per capita total per capita total per capita total per capita
6.0%
0.88
11.5%
73,448
-3.5%
0.83
11.7%
65,884
0.0%
0.86
12.8%
58,987
0.0%
0.86
20%
265,000
15% 260,000
10%
255,000
5%
250,000
0% FY 16 # of library visitors
FY 17
FY 18
FY 19
% of library visitors using internet
FY 16 & 17 & 18 = Actual, FY 19 = Projected 160
LIBRARY SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 824,015 $ 936,153 $ 915,558 $ 956,284
CATEGORIES SALARIES PERSONNEL BENEFITS
241,692
295,494
288,993
304,250
59,179
52,557
48,027
52,518
135,670
147,750
135,014
151,890
REPAIR AND MAINTENANCE
55,052
59,870
54,709
60,635
OTHER SERVICES
58,465
74,695
68,256
74,570
187,213
215,847
197,241
226,770
237
1,230
1,124
200
21,387
-
-
-
SUPPLIES CAPITAL < $5000
CONTRACTED SERVICES COST OF GOODS SOLD CAPITAL BUILDINGS AND GROUNDS 110-4000 TOTAL
$
1,582,910 $
1,783,596 $
1,708,922 $
1,827,117
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
0.500
0.500
0.500
1.000
CIRCULATION SUPERVISOR
1.000
1.000
1.000
1.000
CIRCULATION TECHNICIAN - PT
5.580
5.580
5.580
5.580
POSITION TITLE ADMINISTRATIVE ASSISTANT I ADULT SERVICES LIBRARIAN ASSISTANT YOUTH SERVICES LIBRARIAN ASSISTANT YOUTH SERVICES LIBRARIAN - PT
3
COLLECTION DEVELOPMENT LIBRARIAN
1.000
1.000
1.000
1.000
COLLECTION DEVELOPMENT LIBRARIAN - PT
1
0.000
0.500
0.500
0.500
CUSTODIAN & MAINTENANCE TECHNICIAN I
2
1.000
1.000
0.000
0.000
DIRECTOR OF LIBRARY
1.000
1.000
1.000
1.000
FACILITY ATTENDANT/CUSTODIAN
2.000
2.000
2.000
2.000
LIBRARY ASSISTANT
3.000
3.000
3.000
3.000
LIBRARY ASSISTANT - PT
0.500
0.500
0.500
0.500
LIBRARY OUTREACH ASSISTANT - PT
0.760
0.760
0.760
0.760
LIBRARY OUTREACH COORDINATOR
1.000
1.000
1.000
1.000
LIBRARY TECHNICIAN/CATALOGER
2.000
2.000
2.000
2.000
REFERENCE LIBRARIAN
2.000
2.000
2.000
2.000
REFERENCE LIBRARIAN - PT
1.810
1.810
1.810
1.810
TECHNICAL SERVICES SUPERVISOR - LIBRARY
1.000
1.000
1.000
1.000
YOUTH SERVICES LIBRARIAN
1.000
1.000
1.000
1.000
28.150
28.650
27.650
28.150
TOTAL FTEs 1
- In FY 2018, a part-time Collection Development Librarian position was added.
2
- In FY 2018, the Custodian & Maintenance Technician I position was transferred to Facility Services.
3
- In FY 2019, a part-time Assistant Youth Services Librarian will be added. 161
INTRODUCTORY PAGE: Parks
FY 2019
Division Description: Parks is responsible for the maintenance of the parks system, installation of new equipment, landscaping of the downtown area and of the park system, trash pickup, preparing for rentals at pavilions, special event support such as the Bloomin' Temple Festival, Christmas Parade, 4th of July, etc., mowing of parks and facilities, roadsides, and right of ways, ball field preparation and tournaments for City sponsored leagues as well as local youth associations, master planning of our park and trails system, and management of Capital Improvement Program (CIP)/bond projects.
Core Performance Indicators: Non-Emergency Work Orders Completed Timely 1,300
90%
1,200
Completed Wilson South Softball improvements
❷
Assumed Miller Springs Nature Area Operations
❸
Completed MLK Festival Grounds
❹
Designed Mercer Complex improvements
85% 80%
1,100
75% 1,000
70% FY 16
FY 17
FY 18
# of Non-Emergency Work Orders
FY 2018 Accomplishments: ❶
95%
FY 19 % Completed w/in 2 wks
# Of Trees Planted or Given Away % Change FY 2019 FY 2018 FY 2017 FY 2016
M L M
# of Trees
-0.7%
300
24.8%
302
-12.9%
242
X
278
FY 2019 Action Items: ❶
Complete Mercer improvements
Softball
Complex
❷
Complete Baker Field dugout project
❸
Design upper trail at improvements at Lions Park
❹
Update youth athletic tournament levels of service
❺
Establish Monarch Butterfly gardens at Wilson, Miller , Connor and Lions Park
Community Events Sponsored % Change FY 2019 FY 2018 FY 2017 FY 2016
L L L
# of Events
1.0%
200
46.7%
198
9.8%
135
X
123
Customer Satisfaction 100%
80% 60% 40%
20% 0% FY 16
FY 17
FY 18
FY 19
% of athletic fields playing surfaces receiving a satisfactory rating from league representatives
FY 16 & 17 & 18 = Actual, FY 19 = Projected 162
PARKS SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 1,128,609 $ 1,310,776 $ 1,281,939 $ 1,338,542
CATEGORIES SALARIES PERSONNEL BENEFITS
373,734
475,816
465,348
510,695
SUPPLIES
156,291
205,666
187,938
224,775
11,108
16,126
14,736
15,816
REPAIR AND MAINTENANCE
338,234
460,964
421,229
462,519
OTHER SERVICES
108,480
20,447
18,684
20,883
CONTRACTED SERVICES
912,297
1,160,541
1,060,502
1,549,130
CAPITAL EQUIPMENT
22,920
-
-
48,000
CAPITAL BUILDINGS AND GROUNDS
81,204
-
-
-
9,496
-
-
-
CAPITAL < $5000
CAPITAL- SPECIAL PROJECTS 110-35XX TOTAL
$
3,142,372 $
3,650,336 $
3,450,376 $
4,170,360
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 0.750
CHEMICAL TECHNICIAN
1.000
1.000
1.000
1.000
CREW LEADER - ATHLETICS
1.000
1.000
1.000
1.000
CREW LEADER - HORTICULTURE
1.000
1.000
1.000
1.000
CREW LEADER - PARKS
1.000
1.000
1.000
1.000
EQUIPMENT OPERATOR I - PARKS
7.500
7.500
7.500
7.500
FOREMAN - PARKS
2.000
2.000
2.000
2.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
2.000
2.000
2.000
2.000
2.000
13.950
13.950
13.950
13.950
MAINTENANCE WORKER - AQUATICS
1.000
1.000
1.000
1.000
PARK PLANNER
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
0.460
0.960
0.960
0.460
1.500
1.500
1.500
1.500
37.410
37.910
37.910
38.160
POSITION TITLE ASSISTANT DIRECTOR OF PARKS & RECREATION 4
FORESTRY TECHNICIAN IRRIGATION TECHNICIAN
2
MAINTENANCE TECHNICIAN - PARKS MAINTENANCE WORKER
PARK SUPERINTENDENT PART-TIME POSITIONS
1, 3
UTILITY TECHNICIAN II TOTAL FTEs 1
- In FY 2018, a part-time Recreation Specialist was added to assist with East Temple Revitalization.
2
- In FY 2019, an Irrigation Technician position will be added.
3
- In FY 2019, the part-time Recreation Specialist that was to assist with East Temple Revitalization will be reclassified to a full-time Recreation Specialist for Wilson Recreation. This full-time Recreation Specialist position will be funded within Recreation.
163
PARKS PERSONNEL SCHEDULE (CONTINUED) 4
- In FY 2019, an additional Assistant Director of Parks & Recreation position will be added thus resulting in a change of funding allocation for management. The first Assistant Director of PARD position will be split 75% Parks and 25% Golf Course. The second Assistant Director of PARD position will be split 65% Recreation, 25% Tourism, 5% Mayborn Convention Center and 5% Railroad and Heritage Museum. The Director of Parks & Recreation position will change funding allocation of 70% PARD Administration, 20% Mayborn Convention Center and 10% Tourism to 90% PARD Administration and 10% Mayborn Convention Center.
164
INTRODUCTORY PAGE: PARD Administration Division Description: The Parks & Recreation Administration Services Division encompasses the responsibilities of the department director, the administrative support staff and the marketing staff for the five operating divisions of the department. This division exists to support the PARD department's mission by maintaining operations and organization. The division is responsible for the support of field personnel with key administrative and marketing functions so they can focus on supervising and managing field operations. The administrative support staff provides not only clerical support, but also provides support by permitting the rentals for park pavilions, the Gober Party House and outdoor events. The marketing staff work to promote a positive perception of the department and encourage paid registrations and participation in PARD programs and events.
Core Performance Indicators: Media Releases Issued & Covered 120
❷ ❸
❸
Complete Department Strategic Plan
80
60
60
40
40
20
20 FY 17
FY 18
FY 19
# Covered
56% 55%
430
54% 420
53% 410
52%
400
FY 2019 Action Items:
Complete Crossroads Athletic Complex
80
Wellness Program Participation 440
Maintained/Increased media coverage of the PARD's activities and programs and grew web and social media presence
❷
100
# of Releases
Completed MLK Festival Grounds
Complete Downtown Business Center and MLK Market Trail
100
FY 16
Evaluated the feasibility of managing Miller Springs Nature Area
❶
120
-
FY 2018 Accomplishments: ❶
FY 2019
51% FY 16
FY 17
FY 18
# of Participants
FY 19
% of Eligible
Adopted Parks 50
100%
40
80%
30
60%
20
40%
10
20%
-
0% FY 16 # of Adopted Parks
FY 17
FY 18 # Eligible To Adopt
FY 19 % Adopted
FY 16 & 17 & 18 = Actual, FY 19 = Projected 165
PARKS & RECREATION DEPARTMENT ADMINISTRATION SERVICES SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 299,798 $ 311,269 $ 304,421 $ 308,589
CATEGORIES SALARIES PERSONNEL BENEFITS
86,665
97,110
94,974
94,592
SUPPLIES
33,674
40,100
36,643
40,100
CAPITAL < $5000
3,503
4,915
4,491
5,215
OTHER SERVICES
82,876
86,542
79,082
84,231
CONTRACTED SERVICES
12,153
12,072
11,031
91,833
110-4100 TOTAL
$
518,668 $
552,008 $
530,643 $
624,560
PERSONNEL SCHEDULE
ADMINISTRATIVE ASSISTANT I
ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
ADMINISTRATIVE ASSISTANT II
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
0.700
0.700
0.700
0.900
PART-TIME POSITIONS
0.250
0.250
0.250
0.250
PROGRAM COORDINATOR - MARKETING
1.000
1.000
1.000
1.000
RECREATION SPECIALIST
0.250
0.250
0.250
0.250
1.000
1.000
1.000
0.000
6.200
6.200
6.200
5.400
POSITION TITLE
COMMUNICATIONS SPECIALIST DIRECTOR OF PARKS AND RECREATION
WELLNESS COORDINATOR TOTAL FTEs 1
1
2
- In FY 2019, the Wellness Coordinator position will be eliminated.
2
- In FY 2019, an additional Assistant Director of Parks & Recreation position will be added thus resulting in a change of funding allocation for management. The first Assistant Director of PARD position will be split 75% Parks and 25% Golf Course. The second Assistant Director of PARD position will be split 65% Recreation, 25% Tourism, 5% Mayborn Convention Center and 5% Railroad and Heritage Museum. The Director of Parks & Recreation position will change funding allocation of 70% PARD Administration, 20% Mayborn Convention Center and 10% Tourism to 90% PARD Administration and 10% Mayborn Convention Center.
166
INTRODUCTORY PAGE: Recreation Division Description: Recreation provides recreational opportunities to Temple's citizens and visitors, of all ages. The Recreation Department encompasses 3 recreation centers, adult and youth athletics, after school programs, summer camps, senior programming, adult programming, 2 swimming pools, an indoor pool, water park, special events and a fitness center.
FY 2019
Core Performance Indicators: Program & Facility Participation % Change FY 2019 FY 2018 FY 2017
FY 2018 Accomplishments: ❶
Multiple staff received Certified Recreation Professional Designation
❷
Developed Facilities Standards Manual for all facilities
❸
Successfully re-located Bloomin' Temple Festival to MLK Festival Fields
❹
❺
Parks
FY 2016
and
X
L M L
Participants
0.0%
312,500
8.1%
312,500
-6.5%
289,213
27.2%
309,349
Summit Cost Recovery Ratio Recovery Ratio
Increased programs for children with special needs Completed Summit Vestibule project
FY 2019
82%
FY 2018
84%
FY 2017
62%
FY 2016
77%
FY 2019 Action Items: ❶
Customer Satisfaction
Developed cost recovery goals for each program area
❷
Develop program
department
❸
Successfully Complex
❹
Increase community engagement at Wilson Park Recreation Center
open
wide
100%
sponsorship
Crossroads
98% 96%
Athletic
94%
❺
92%
Increase participation in the Corporate Challenge
90% FY 16
FY 17
FY 18
FY 19
% of exit survey respondents rating recreation programs or classes as good or excellent- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 167
RECREATION SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 1,690,315 $ 1,835,025 $ 1,794,654 $ 1,931,968
CATEGORIES SALARIES PERSONNEL BENEFITS
362,683
428,189
418,769
473,157
SUPPLIES
345,666
366,444
334,857
369,309
CAPITAL < $5000
69,343
80,795
73,830
82,476
REPAIR AND MAINTENANCE
47,021
46,100
42,126
56,100
OTHER SERVICES
324,733
353,829
323,329
355,153
CONTRACTED SERVICES
580,138
642,272
586,908
607,605
COST OF GOODS SOLD
67,396
77,300
70,637
72,600
CAPITAL EQUIPMENT
44,044
-
-
-
CAPITAL BUILDINGS AND GROUNDS
46,894
-
-
-
110-3210 TOTAL
$
3,578,232 $
3,829,954 $
3,645,110 $
3,948,368
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
ASSISTANT DIRECTOR OF PARKS & RECREATION 2
0.000
0.000
0.000
0.650
BULDING MAINTENANCE WORKER
0.270
0.270
0.270
0.270
MAINTENANCE WORKER
0.050
0.050
0.050
0.050
OFFICE ASSISTANT II
2.000
2.000
2.000
2.000
1.000
1.000
1.000
1.000
49.670
49.670
49.670
49.670
PROGRAM COORDINATOR
6.000
6.000
6.000
6.000
RECREATION LEADER II
1.000
1.000
1.000
1.000
4.750
4.750
4.750
5.750
RECREATIONAL SERVICES SUPERINTENDENT
1.000
1.000
1.000
1.000
WELLNESS CENTER MANAGER
1.000
1.000
1.000
1.000
WELLNESS CENTER SPECIALIST
2.000
2.000
2.000
2.000
69.740
69.740
69.740
71.390
POSITION TITLE ASSISTANT AQUATICS COORDINATOR
OPERATIONS COORDINATOR PART-TIME POSITIONS
1
RECREATION SPECIALIST
3
TOTAL FTEs 1
- These FTEs account for positions from Facility Services and Parks for maintenance of Summit Fitness and Recreation Center. 2
- In FY 2019, an additional Assistant Director of Parks & Recreation position will be added thus resulting in a change of funding allocation for management. The first Assistant Director of PARD position will be split 75% Parks and 25% Golf Course. The second Assistant Director of PARD position will be split 65% Recreation, 25% Tourism, 5% Mayborn Convention Center and 5% Railroad and Heritage Museum. The Director of Parks & Recreation position will change funding allocation of 70% PARD Administration, 20% Mayborn Convention Center and 10% Tourism to 90% PARD Administration and 10% Mayborn Convention Center. 3
- In FY 2019, a Recreation Specialist position for Wilson Recreation will be added. 168
PUBLIC SAFETY Animal Services Code Compliance Communications Fire Municipal Court Police
169
INTRODUCTORY PAGE: Animal Services Division Description: The Animal Services Division protects the public's life, health and welfare by the prompt, efficient and humane enforcement of the animal control ordinances and state statutes, and provides an array of animal control, health and pet-owner services to the public.
FY 2019
Core Performance Indicators: Animals Adopted and Reclaimed 5,000
60% 50%
4,000
40%
3,000
30% 2,000
FY 2018 Accomplishments: ❶
Achieved a 69.67% live animal outcome
❷
Reduced euthanasia rate
❸
Grew use of YouTube and Facebook to increase adoptions
10%
0
0%
FY 16
FY 17
# of Animals
FY 18
FY 19
% Adopted
% Reclaimed
Citizen Request For Animal Control Officer
FY 2019 Action Items: ❶
20%
1,000
Maintain a live animal outcome of 50% or greater
5,400
10.0%
5,200
5.0%
5,000
0.0%
4,800
-5.0%
4,600 ❷
-10.0%
Achieve a positive inspection from the State
FY 16
FY 17
FY 18
Citizen Request
FY 19 % Increase
Animals Euthanized 5,000
50%
4,000
40%
3,000
30%
2,000
20%
1,000
10%
0
0%
FY 16
FY 17
# of Animals
FY 18 % Euthanized
FY 19 % Adoptable
Citizen Satisfaction FY 17 FY 14 FY 11
0%
20%
40%
60%
80%
% of citizens rating Animal Services good or excellent- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected
170
ANIMAL SERVICES SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 284,701 $ 296,650 $ 290,124 $ 318,628
CATEGORIES SALARIES PERSONNEL BENEFITS
86,968
97,252
95,112
118,916
SUPPLIES
25,267
35,305
32,262
36,736
694
1,450
1,325
1,450
REPAIR AND MAINTENANCE
5,368
6,800
6,214
4,325
OTHER SERVICES
2,819
5,007
4,575
4,400
CONTRACTED SERVICES
40,665
44,985
41,107
44,017
CAPITAL BUILDINGS AND GROUNDS
31,681
-
-
-
CAPITAL < $5000
110-2100 TOTAL
$
478,163 $
487,449 $
470,719 $
528,472
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
5.000
5.000
5.000
6.000
0.500
0.500
0.500
0.000
SENIOR ANIMAL CONTROL OFFICER
1.000
1.000
1.000
1.000
TOTAL FTEs
7.500
7.500
7.500
8.000
POSITION TITLE ANIMAL CONTROL MANAGER ANIMAL CONTROL OFFICER 1 ANIMAL CONTROL OFFICER - PT
1
1
- In FY 2019, the part-time Animal Control Officer position will be reclassified to a full-time Animal Control Officer position.
171
INTRODUCTORY PAGE: Code Compliance Division Description: Code Compliance is responsible for promoting and maintaining a safe and attractive living and working environment by keeping neighborhoods and districts free of tall grass and weeds, debris, junked cars, and other code violations. Code Compliance is also responsible for public education of City codes regarding the areas listed.
FY 2019
Core Performance Indicators: Case Activities 20,000
1,500
15,000
1,000
10,000
FY 2018 Accomplishments: ❶
500
5,000
Refocused compliance efforts towards health and safety concerns and complaints
0
0
FY 16 ❷
❸
❹
❺
Successfully integrated Code Compliance, Transform Temple, and Neighborhood Services teams in order to save resources
FY 17
FY 18
# of Code Enforcement Case Activities
Partnered with community associates and other City departments in order to better educate the public including the use of door hangers, flyers, and oneon-one contacts
FY 19 # owner not compliant
Code Enforcement Cases Resolved 8,000
6,000
7,000
5,000
6,000 4,000
5,000
Integrated Tool Trailer with City Tool Library to better utilize tools
4,000
3,000
3,000
Restructured personnel and space to better utilize employee talent
2,000
2,000 1,000
1,000
FY 2019 Action Items: ❶
0
0
FY 16
Focus on intensive code and volunteer efforts in LMI areas
FY 17
FY 18
FY 19
Total Cases Citation or (Abatement by City)
❷
Continue to streamline processes Building and Standards cases
for
❸
Streamline tear down process (B&S and CIP)
❹
Continue education processes through social media and community activities
Cases Resolved - Voluntary Compliance
Citizen Satisfaction 50% 40% 30%
❺
Find the correct balance between pro and reactive code enforcement actions
20% 10% 0%
FY 11
FY 14
FY 17
% of citizens rating code enforcement services as good or excellentamong those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 172
CODE COMPLIANCE SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 216,045 $ 332,372 $ 325,060 $ 504,656
CATEGORIES SALARIES PERSONNEL BENEFITS
71,983
116,218
113,661
188,090
SUPPLIES
18,059
57,900
52,909
150,814
CAPITAL < $5000
6,455
2,685
2,454
11,865
REPAIR AND MAINTENANCE
5,982
5,764
5,267
15,614
OTHER SERVICES
12,542
8,051
7,357
5,920
CONTRACTED SERVICES
24,537
273,605
250,020
157,072
5,813
-
-
-
CAPITAL EQUIPMENT 110-37XX TOTAL
$
361,416 $
796,595 $
756,728 $
1,034,031
PERSONNEL SCHEDULE ACTUAL 2017 0.000
BUDGET 2018 0.000
ESTIMATE 2018 0.625
ADOPTED 2019 0.625
0.000
0.000
1.000
0.660
2.000
2.000
2.000
1.660
0.000
0.000
1.000
1.000
1.000
1.000
1.000
1.000
0.000
0.000
0.670
0.000
0.000
0.000
0.500
0.460
0.000
0.000
1.000
1.000
0.000
0.000
1.000
1.000
TRANSFORM TEMPLE AGENT - ABATEMENT
1.000
1.000
1.000
1.000
TRANSFORM TEMPLE AGENT - PROJECTS
1.000
1.000
1.000
1.000
TRANSFORM TEMPLE AGENT LEAD
1.000
1.000
1.000
1.000
2.000
2.000
2.000
2.000
1.000
1.000
0.000
0.000
9.000
9.000
13.795
12.405
POSITION TITLE ADMINISTRATIVE ASSISTANT I - PT 1 ASSISTANT DIRECTOR OF TRANSFORM TEMPLE 1, 2 CODE COMPLIANCE OFFICER
2
CUSTOMER SERVICE COORDINATOR
1
DIRECTOR OF TRANSFORM TEMPLE HOUSING INSPECTOR
1
NEIGHBORHOOD REVITALIZATION MANAGER RESOURCES COORDINATOR
1, 2
1
SENIOR CODE COMPLIANCE OFFICER
1
TRANSFORM TEMPLE ASSISTANT TRANSFORM TEMPLE COORDINATOR
1
TOTAL FTEs 1
- During FY 2018, the General Services department was eliminated which resulted in a reorganization for several departments - Code Compliance, Facility Services, Purchasing and Administration/Projects within the Community Development Block Grant (CDBG). As a result of this reorganization, positions and funding allocations required changes. The changes affecting Code Compliance positions include the part-time Administrative Assistant I, Assistant Director of Transform Temple, Customer Service Coordinator, Housing Inspector, Neighborhood Revitalization Manager, Resource Coordinator, Senior Code Compliance Officer, and Transform Temple Coordinator. 2
- In FY 2019, several positions will change funding allocation. Those positions include: Assistant Director of Transform Temple split funded with 66% Code Compliance and 34% CDBG, one Code Compliance Officer split funded with 66% Code Compliance and 34% CDBG, and Neighborhood Revitalization Manager split funded with 46% Code Compliance and 54% CDBG.
173
INTRODUCTORY PAGE: Communications Division Description: To provide professional, responsive and effective Public Safety Communications for the citizens of the City of Temple, ensuring that necessary information is secured and relayed to EMS, Fire, and Police in a timely manner.
174
FY 2019
COMMUNICATIONS SUMMARY
CONTRACTED SERVICES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 987,795 $ 994,258 $ 994,258 $ 940,894
110-2500 TOTAL
$
CATEGORIES
987,795 $
175
994,258 $
994,258 $
940,894
INTRODUCTORY PAGE: Fire
FY 2019
Division Description: Temple Fire & Rescue provides fire, EMS, emergency management, vehicle extrication, hazmat and other specialized rescue services for our coverage area of approximately eighty square miles. We also provide hazmat services for the seven county Council of Governments area. Temple Fire & Rescue strives to provide a comprehensive preventive and educational program for the businesses, citizens and school children within the City. Our department responds from eight fire stations that are strategically located throughout the City.
Core Performance Indicators: Total Responses By All Apparatus 14,000
4:48
13,500
4:33
13,000
4:19
12,500
4:04
12,000
3:50
FY 16
FY18
FY 17
# of responses
FY 2018 Accomplishments: ❶
❷
Purchased new Mobile and Portable radios and completed the transition to P25 digital radio compliance
360
6:14
350
6:00
340
5:45
Continued working toward improvement to the Insurance Service Office (ISO) fire protection rating for the City
330
5:31
320
5:16
Equipment received and put into service includes a new aerial platform and engine fire apparatus
❹
Worked toward recognition as a Texas Best Practices Fire Department
310
Continue efforts to prioritize and improve Fire department responses and availability
❷
Continue to work toward recognition as a Texas Best Practices Fire Department
FY 17
FY18
# of Fire responses
Safety Presentations
Continued to provide a comprehensive community education program for businesses and schools
❶
5:02
FY 16
FY 2019 Action Items:
❸
Average Response time
Fire Responses
❸
❺
FY19
Avg Response time
% Change
FY 2019
2.0%
FY 2018
1.0%
FY 2017
2.1%
FY 2016
2.6%
FY19
L L L L
Presentations Held 500 490 485 475
Citizen Satisfaction 90%
Continue to work toward an Insurance Service Office (ISO) rating renewal and improvement
88% 86% 84%
❹
❺
Continue to train and implement the professional development program and succession planning Enhance outreach
community
education
82%
80% FY 11
FY 14
FY17
% of citizens rating Fire services as good or excellent- among those with an opinion
and
FY 16 & 17 & 18 = Actual, FY 19 = Projected
176
FIRE SUMMARY CATEGORIES SALARIES PERSONNEL BENEFITS
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 8,755,126 $ 8,682,536 $ 8,491,520 $ 8,761,622 2,212,769
2,347,174
2,295,536
2,463,352
283,327
322,447
294,652
340,534
93,809
113,064
103,318
105,090
REPAIR AND MAINTENANCE
208,144
149,594
136,699
182,797
OTHER SERVICES
202,767
142,746
130,441
149,688
CONTRACTED SERVICES
240,916
263,345
240,645
262,805
5,850
-
-
-
SUPPLIES CAPITAL < $5000
CAPITAL EQUIPMENT 110-22XX TOTAL
$ 12,002,707 $ 12,020,906 $ 11,692,811 $ 12,265,888
PERSONNEL SCHEDULE ACTUAL 2017 2.000
BUDGET 2018 2.000
ESTIMATE 2018 2.000
ADOPTED 2019 2.000
ASSISTANT FIRE CHIEF - OPERATIONS
1.000
1.000
1.000
1.000
2
0.000
0.000
5.000
5.000
COMMUNITY EDUCATION SPECIALIST
1.000
1.000
1.000
1.000
5.000
5.000
0.000
0.000
25.000
25.000
25.000
25.000
1.000
1.000
1.000
1.000
33.000
33.000
33.000
33.000
53.000
56.000
56.000
56.000
121.000
124.000
124.000
124.000
POSITION TITLE ADMINISTRATIVE ASSISTANT II BATTALION CHIEF DEPUTY CHIEF FIRE CAPTAIN FIRE CHIEF FIRE DRIVER FIREFIGHTER TOTAL FTEs
1
2
1
- In FY 2018, three overhire Firefighter positons were made Firefighter positions. Only one overhire Firefighter position remains authorized and funded. 2
- In FY 2018, five Deputy Chief positions were reclassified to Battalion Chief positons.
177
INTRODUCTORY PAGE: Municipal Court Division Description: The Municipal Court is the judicial branch of City government. All class "C" misdemeanor violations occurring within the territorial city limits are under the jurisdiction of the Municipal Court. This includes Texas State Law and City Ordinances.
Core Performance Indicators: Teen Court Cases Achieving Compliance 300
FY 2018 Accomplishments: ❶
❷
❸
FY 2019
90%
200
80%
100
70%
Introduced a "Warrant Resolution Docket" for defendants to resolve court matters without fear of arrest. SB 1913
0
60%
FY 16
FY 17
# of Cases
Organized a Teen Court Banquet to honor outstanding Advocates.
FY 18
FY 19
% achieving compliance
Community Service Cases Achieving Compliance 2,500 2,000
Awarded cord at THS graduation ceremony for completion of the Teen Court program.
30%
1,500
28%
1,000
❷
❸
0
24%
FY 16
Research additional programs and resources to provide alternative sentencing for indigent defendants.
FY 17
# of Cases
FY 18
FY 19
% achieving compliance
Driver Safety Course Compliance
Promote the Warrant Resolution Docket and Safe Harbor program to increase case compliance.
5,000
88%
4,000
86% 84%
3,000
Expand Teen Court program participation by meeting and educating students on the program benefits.
82%
2,000
80%
1,000
78%
0
76% FY 16
FY17
# of Cases
FY 18
FY 19
% achieving compliance
Juvenile Activity 300
100% 50%
200 0% 100
% change
# of cases
❶
26%
500
FY 2019 Action Items:
32%
-50% 0
-100% FY 16
FY 17
Total Offenses Curfew Violations
FY 18
FY 19 Theft Offenses % Change
FY 16 & 17 & 18 = Actual, FY 19 = Projected
178
MUNICIPAL COURT SUMMARY CATEGORIES SALARIES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 501,079 $ 534,755 $ 522,990 $ 559,688
PERSONNEL BENEFITS
145,799
168,273
164,571
181,054
SUPPLIES
19,856
24,455
22,347
24,585
CAPITAL < $5000
16,328
1,855
1,695
2,070
OTHER SERVICES
15,132
20,248
18,503
20,945
CONTRACTED SERVICES
21,225
26,261
23,997
25,276
CAPITAL EQUIPMENT
20,186
-
-
-
110-1800 TOTAL
$
739,607 $
775,847 $
754,103 $
813,618
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
COURT COORDINATOR
1.000
1.000
1.000
1.000
DEPUTY COURT ADMINISTRATOR
1.000
1.000
1.000
1.000
DEPUTY COURT CLERK
5.000
5.000
5.000
5.000
JUVENILE CASE MANAGER
2.000
2.000
2.000
2.000
MUNICIPAL COURT JUDGE
1.000
1.000
1.000
1.000
MUNICIPAL COURT JUDGE - PT
0.030
0.030
0.030
0.030
SENIOR DEPUTY COURT CLERK
1.000
1.000
1.000
1.000
12.030
12.030
12.030
12.030
POSITION TITLE COURT ADMINISTRATOR
TOTAL FTEs
179
INTRODUCTORY PAGE: Police
FY 2019
Division Description: The Temple Police Department provides police services to those who live, work ,and visit within the City of Temple, 24 hours a day, 7 days a week. The core philosophy of the department is to provide a safe and peaceful environment in the community through which the quality of life of all citizens may be improved.
Core Performance Indicators: Response Time* - Priority 1 3,300
54%
53%
3,200
53%
3,100
FY 2018 Accomplishments: ❶
3,000
Increased community outreach via social media platforms such as Twitter and Instagram.
❸
Issued all officers new P-25 handheld radios.
❹
Completed the full inventory and audit of the Property and Evidence room.
❻
❼
❷
❸
❹
FY 19
% responded to within 5 min
Part 1 Crime Rate per 100,000 Population (Violent Crime*) Actual % Change Crime Rate
FY 2019
192
0.0%
254
FY 2018
192
-6.8%
254
FY 2017
206
-0.5%
268
FY 2016
207
27.8%
275
*Violent Crimes UCR: Homicide, Rape, Agg Assault
Issued the first five of ten chapters of the new policy manual, with procedures and duty manuals in final approval phase.
Part 1 Crime Rate per 100,000 Population (Property Crime*)
Actual
Coordinated the security planning for the Bloomin' Temple Festival and the Air Show.
Attain 100% of the standards for the TPCA Best Practices Recognition program; become a Recognized Agency. Violent
FY 18
*Response Time = Time officer dispatched until arrival on scene
Attained 40% of the standards for the on-going TPCA Best Practices Recognition Program.
Continue staffing the Enforcement Squad.
FY 17
# of Priority 1 calls
FY 2019 Action Items: ❶
53% FY 16
Added the Council-approved third Deputy Chief position, as well as the Community Service Technician Supervisor and the Media Relations Specialist.
❷
❺
53%
% Change
Crime Rate
FY 2019
2,433
0.0%
3,232.0
FY 2018
2,433
4.8%
3,232.0
FY 2017
2,321
-1.1%
3,016
FY 2016
2,347
-10.8%
3,117
*Property Crimes UCR: Burglary, Larceny, UUMV
Crime Traffic Accident Rate per 1,000 Population Actual % Change Crash Rate
Add a second civilian position to the Public Relations Office and re-assign the sworn position to Internal Affairs. Add civilian Crime Scene Techs to the Criminal Investigation Division.
❺
Reassign one multi-purpose patrol K-9 upon retirement of the Narcotics K-9.
❻
Increase enforcement in construction areas and common crash locations in the City.
FY 2019
2,654
0.0%
35.2
FY 2018
2,654
3.8%
35.2
FY 2017
2,556
-7.6%
33.2
FY 2016
2,767
4.9%
36.7
FY 16 & 17 & 18 = Actual, FY 19 = Projected 180
POLICE SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 11,440,147 $ 11,391,804 $ 11,141,184 $ 11,765,942
CATEGORIES SALARIES PERSONNEL BENEFITS
3,088,739
3,332,626
3,259,308
3,512,386
476,787
567,967
519,008
597,419
73,150
122,640
112,068
123,612
REPAIR AND MAINTENANCE
262,019
287,540
262,754
308,296
OTHER SERVICES
176,848
127,086
116,131
124,945
CONTRACTED SERVICES
385,031
471,723
431,060
455,446
CAPITAL EQUIPMENT
367,037
410,000
410,000
-
10,225
-
-
-
SUPPLIES CAPITAL < $5000
CAPITAL BUILDINGS AND GROUNDS 110-20XX TOTAL
$ 16,279,981 $ 16,711,386 $ 16,251,515 $ 16,888,046
PERSONNEL SCHEDULE ACTUAL 2017 2.000
BUDGET 2018 2.000
ESTIMATE 2018 2.000
ADOPTED 2019 2.000
3.000
3.000
3.000
3.000
0.000
0.000
0.000
1.000
0.000
2.000
2.000
2.000
COMMUNITY SERVICE/RECORDS TECHNICIAN I
5.000
5.000
5.000
5.000
COMMUNITY SERVICE/RECORDS TECHNICIAN II
7.000
7.000
7.000
7.000
18.000
18.000
18.000
18.000
1.000
1.000
1.000
1.000
0.000
0.000
0.000
2.000
1.000
1.000
0.000
0.000
0.000
0.000
1.000
1.000
1.000
1.000
1.000
1.000
2.000
3.000
3.000
3.000
3.000
3.000
3.000
3.000
1.000
1.000
1.000
0.000
1.000
1.000
1.000
1.000
7.000
7.000
7.000
7.000
0.000
1.000
1.000
1.000
OFFICE ASSISTANT I
0.500
0.500
0.625
0.625
PARKING ENFORCEMENT OFFICIAL
1.000
1.000
1.000
1.000
POLICE CHIEF
1.000
1.000
1.000
1.000
104.000
105.000
105.000
106.000
POSITION TITLE ADMINISTRATIVE ASSISTANT I ADMINISTRATIVE ASSISTANT II COMMUNICATIONS SPECIALIST
3
COMMUNITY SERVICE TECHNICIAN SUPERVISOR
1
CORPORAL CRIME ANALYST CRIME SCENE TECHNICIAN I
3
CRIME VICTIM COORDINATOR CRIME VICTIM LIAISON
2
2
CUSTODIAN/MAINTENANCE TECHNICIAN II DEPUTY POLICE CHIEF
1
EVIDENCE/PROPERTY TECHNICIAN FACILITY ATTENDANT/CUSTODIAN
4
FLEET SERVICE COORDINATOR LIEUTENANT MEDIA RELATIONS SPECIALIST
POLICE OFFICER
1
1, 5
POLICE RECORDS SUPERVISOR
1
1.000
0.000
0.000
0.000
3
18.000
18.000
18.000
19.000
TOTAL FTEs
177.500
181.500
181.625
185.625
SERGEANT
181
POLICE PERSONNEL SCHEDULE (CONTINUED) 1
- In FY 2018, one Media Specialist positon, one Community Service Technician Supervisor position, one Police Officer position and one Deputy Chief position was added. In addition, the Police Records Supervisor positon was retitled to Community Service Technician Supervisor.
2
- In FY 2018, the Crime Victim Coordinator position changed position title to Crime Victim Liaison.
3
- In FY 2019, one Sergeant positon, two Crime Scene Technician I positions and one Communications Specialist position will be added. 4
- In FY 2019, the Facility Attendant/Custodian position will transfer to Facility Services.
5
- In FY 2019, one additional Police Officer position will be added. This position is funded 100% with Community Development Block Grant (CDBG) funds. This position is part of the Crime Prevention Program within CDBG.
182
SOLID WASTE
183
INTRODUCTORY PAGE: Solid Waste Division Description: The Public Works Solid Waste provides garbage collection and recycling services for approximately 24,000 residential, 1,900 commercial and 175 industrial customers. Curbside recycling services is also provided to residential customers. The residential department operates eleven daily routes four days per week, collecting garbage once per week and curbside recycling once per week. The commercial department operates with one commercial side-load truck five days per week, five commercial front-load trucks and five rolloff trucks six days per week. Brush is diverted from the landfill to the Temple-Belton Waste Water Treatment Plant (WWTP) facility for use as compost. Also provided are two recycling drop-off sites to collect newspapers, cardboard, magazines, plastic, glass, and aluminum cans. In 2017, operation of a recycling processing facility was added in Temple to handle residential single stream recyclables with transport to an Austin facility for sorting of bulk commodities, which is then sold directly to mills.
FY 2019
Core Performance Indicators: Missed Collections 2,700,000
0.06%
2,600,000
0.04%
2,500,000 2,400,000
0.02%
2,300,000
2,200,000
0.00% FY 16
FY17
FY18
# of Collections
FY19 % Missed
Commercial & Industrial Customer Contact 2,120
12%
2,080
8%
2,040 4%
2,000 1,960
0%
FY 16
FY 2018 Accomplishments:
FY17
FY18
# of customers ❶
❷
❸
Maintained daily solid waste and recycling collection activities in accordance with established schedules
FY19
% receiving contact
Tons of Recyclables Diverted From The Landfill 3,250
Implemented an expansion route for residential recycling operations to reduce overcrowding
3,200 3,150
Began transitional process for management and operations
3,100 3,050
FY 2019 Action Items: ❶
Identify long-term facility for recycle transfer station
❷
Refocus training efforts to maximize safety and efficiencies
3,000 FY 16
FY 17
FY18
FY19
FY 18
FY19
Tons Diverted
Citizen Satisfaction 100% 98% 96%
94% 92%
90% FY 16
FY 17
% of citizens rating Solid Waste services good or excellent- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 184
SOLID WASTE SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 1,770,991 $ 1,884,281 $ 1,842,827 $ 1,995,350
CATEGORIES SALARIES PERSONNEL BENEFITS
573,535
667,121
652,444
770,437
SUPPLIES
326,011
451,629
412,699
421,361
CAPITAL < $5000
203,526
182,313
166,598
195,988
REPAIR AND MAINTENANCE
471,473
317,698
290,312
365,980
OTHER SERVICES
212,980
263,832
241,090
234,960
2,498,067
2,575,276
2,353,287
2,625,369
6,056,584 $
6,342,150 $
5,959,257 $
6,609,445
CONTRACTED SERVICES 110-23XX TOTAL
$
PERSONNEL SCHEDULE ACTUAL 2017 35.000
BUDGET 2018 35.000
ESTIMATE 2018 35.000
ADOPTED 2019 35.000
0.000
0.000
0.000
1.000
2.000
2.000
2.000
3.000
0.720
0.720
0.720
0.000
1.000
1.000
1.000
0.000
DIRECTOR OF SOLID WASTE
1.000
1.000
1.000
1.000
EQUIPMENT OPERATOR II
2.000
2.000
2.000
2.000
2.000
2.000
2.000
3.000
1.000
1.000
1.000
1.000
3.000
3.000
3.000
4.000
MAINTENANCE WORKER - PT
0.500
0.500
0.500
0.500
OPERATIONS MANAGER
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
1.000
0.000
0.000
0.000
0.000
1.000
1.000
1.000
51.220
51.220
51.220
53.500
POSITION TITLE AUTOMATED ROUTE OPERATOR BUSINESS MANAGER 2 CUSTOMER SERVICE REPRESENTATIVE I
4
CUSTOMER SERVICE REPRESENTATIVE I - PT CUSTOMER SERVICE REPRESENTATIVE II
FOREMAN - SOLID WASTE
4
2
3
MAINTENANCE COORDINATOR MAINTENANCE WORKER
5
RECYCLING ASSISTANT RECYCLING COORDINATOR RECYCLING MANAGER TOTAL FTEs 1
1
1
- In FY 2018, the Recycling Manager position was added while the Recycling Coordinator positon was eliminated.
2
- In FY 2019, the Business Manager position will be added while the Customer Service Representative II positon will be eliminated. 3
- In FY 2019, a Route Foreman for Brush/Bulk will be added.
4
- In FY 2019, the part-time Customer Service Representative I position will be reclassified to a full-time Customer Service Representative I position. 5
- In FY 2019, a Maintenance Worker for the Recycling Processing Center will be added.
185
OTHER Capital Debt Service Operating Transfers Out
186
CAPITAL SUMMARY CATEGORIES REPAIR AND MAINTENANCE
ACTUAL BUDGET 2017 2018 $ 2,840 $
ESTIMATE 2018
ADOPTED 2019
- $
- $
-
OTHER SERVICES
-
-
-
330,000
CONTRACTED SERVICES
-
-
-
25,000
1,470,721
1,338,032
1,338,032
1,316,969
324,672
196,150
196,150
161,770
1,798,233 $
1,534,182 $
1,534,182 $
CAPITAL EQUIPMENT CAPITAL BUILDINGS AND GROUNDS 110-59XX TOTAL
$
187
1,833,739
DEBT SERVICE SUMMARY CATEGORIES PRINCIPAL RETIREMENT
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 50,096 $ 47,024 $ 47,024 $ 136,634
INTEREST AND FISCAL CHARGES 110-5700 TOTAL
5,074 $
55,170 $
188
8,769 55,793 $
8,769 55,793 $
14,314 150,948
OPERATING TRANSFERS OUT SUMMARY
OPERATING TRANSFERS OUT
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 1,736,908 $ 1,507,925 $ 1,507,925 $ 1,506,800
110-9100 TOTAL
$
CATEGORIES
1,736,908 $
189
1,507,925 $
1,507,925 $
1,506,800
UTILITY ENTERPRISE FUND
190
Water & Wastewater Fund Revenues by Sources FY 2019 ADOPTED
Total Revenues = $35,917,181
Water Services - 54.64%
Wastewater Services - 35.86%
Panda Reimbursements - 2.31%
Interest Income - 2.05%
Other - 5.14%
Water & Wastewater Fund Expenditures by Type FY 2019 ADOPTED
Total Expenditures = $35,917,181
Operations - 46.88%
Debt Service - 32.34%
Capital - 4.08%
Contingency - 0.76% 191
Personnel - 15.94%
REVENUE TOTALS:
ACCOUNT # 520-0000-443-01-11
Water & Wastewater Fund
FY 2019 Amended Budget 2017-18
Actual 2016-17
REVENUE LINE ITEMS Water - Residential $ Utility rate structure as follows: Minimum Bill Service Charge, by Meter Size: 5/8" - $10.00; 1" - $16.00; 1-1/2" - $20.00; 2" - $64.00; 3" $128.00; 4" - $200.00; 6" - $640.00; 8" - $1,120.00; 10: $1,760.00
9,219,961
$
9,337,550
ADOPTED Budget 2018-19
FORECAST 2017-18 $
9,925,629
$
9,671,754
Water Volumetric Rates: Straight Volumetric Rate (above 2,000 gallons) - $3.20 per 1,000 gallons 520-0000-443-01-13
Water - Commercial
520-0000-443-01-15
7,512,682
8,051,978
7,748,692
8,081,148
Water - Reclaimed Sale of effluent from contractual agreement
760,673
775,000
1,066,425
1,050,000
520-0000-443-01-16
Water - Wholesale City of Troy, City of Morgan's Point and WC/D #2
994,996
757,670
1,054,446
821,760
520-0000-443-02-12
Wastewater - Residential Utility rate structure as follows:
6,772,112
7,088,943
6,890,967
7,292,427
5,620,630
5,612,310
5,643,993
5,589,353
Minimum Bill Service Charge: $13.00 Minimum Wastewater Volumetric Rates: Straight Volumetric Rate (above 2,000 gallons) - $4.50 per 1,000 gallons 520-0000-443-02-14
Wastewater - Commercial
520-0000-443-10-22
New Connects New Connect Fees - $25.00; After Hours New Connect Fees - $65.00
176,680
180,000
180,000
180,000
520-0000-443-15-23
Penalties
417,965
410,000
441,471
450,000
520-0000-443-20-24
Reconnect Fees After Hours Charges - $40.00, Disconnect Fees - $30.00
305,790
290,000
310,155
290,000
520-0000-443-25-25
Tap Fees
250,041
250,000
287,000
260,000
520-0000-443-30-20
Other Charges Unauthorized Use Fees - $125.00, Returned Item Fees (check or draft) - $30.00, Re-read Fees - $25.00, Accuracy Tests - $30.00, Misc. Charges
64,989
65,000
57,100
65,000
520-0000-443-30-21
Liquid Waste Transport Transporter Permit Fees - $100 per vehicle, per calendar year
-
-
7,600
4,200
520-0000-443-30-22
Liquid Waste Manifest Pad Manifest Pad Fees - $15 each
-
-
1,440
1,890
520-0000-443-30-24
Sale of Assets
4,783
5,000
35,617
5,000
192
REVENUE TOTALS:
ACCOUNT #
Water & Wastewater Fund
W&S Over/Under
520-0000-443-30-30
Other Revenues
520-0000-443-30-32
Amended Budget 2017-18
Actual 2016-17
REVENUE LINE ITEMS
520-0000-443-30-27
FY 2019
(139)
ADOPTED Budget 2018-19
FORECAST 2017-18
-
(27)
-
-
-
13,208
-
Insufficient Check Fee
9,360
8,000
9,400
9,000
520-0000-443-30-40
IPP Surcharges
1,066
-
1,648
-
520-0000-443-30-54
Insurance Claims
1,365
7,801
8,000
-
520-0000-443-30-67
Other Charges / Panda Reimbursements
828,826
828,826
828,826
828,826
TOTAL CHARGES FOR SERVICES $ 32,941,780
$ 33,668,078
$ 34,511,590
$ 34,600,358
$
$
$
520-0000-461-01-11
Interest Income Projected interest earnings assuming a rate of 2.30%
520-0000-461-03-14
Premium on Bonds Payable To amortize premium on: UR Bonds, Series 2010 - $616.14 UR Bonds, Series 2015 - $154,165.94 UR Bonds, Series 2017 - $136,908.55 GO Refunding Bonds, Series 2011 - $31,094.94 GO Refunding Bonds, Series 2012 - $138,473.11 GO Refunding Bonds, Series 2014 - $74,615.65 GO Refunding Bonds, Series 2015 - $29,948.25
520-0000-461-05-54
Insurance Claims
520-0000-461-08-30 520-0000-461-08-65
$
300,766
530,949
324,000
428,914
514,000
428,914
736,000
565,823
4,930
-
-
-
Other Revenues
15,342
15,000
15,000
15,000
Miscellaneous Reimbursements
41,235
629,006
629,006
-
TOTAL INTEREST AND OTHER $
893,222
REVENUE TOTAL - WATER & WASTEWATER FUND $ 33,835,002
193
$
1,396,920
$ 35,064,998
$
1,586,920
$ 36,098,510
$
1,316,823
$ 35,917,181
UTILITY ENTERPRISE FUND
(WATER/WASTEWATER FUND) Debt Service Environmental Programs Metering Public Works Administration Purchasing Utility Business Office Wastewater Collection Wastewater Treatment Water Distribution Water Treatment
194
DEBT SERVICE SUMMARY ACTUAL 2017
CATEGORIES PRINCIPAL RETIREMENT
$
INTEREST AND FISCAL CHARGES AMORTIZATION AND BOND ISSUE
520-5700 TOTAL
$
BUDGET ESTIMATE ADOPTED 2018 2018 2019 - $ 6,185,000 $ 6,185,000 $ 6,466,896
2,596,603
4,367,027
4,367,027
4,786,308
392,835
361,672
361,672
361,672
2,989,438 $ 10,913,699 $ 10,913,699 $ 11,614,876
195
INTRODUCTORY PAGE: Environmental Programs Division Description: The Public Works Environmental Programs division is an integral component to the whole Utility and is responsible for the safety of the public drinking water system by administering the City's Cross-Connection Control Program. There are approximately 7,000 known backflow assemblies installed in the system requiring annual inspection. Customer Service Inspections (CSIs) are also performed to identify areas lacking protection. The Environmental Programs group also protects the City's wastewater infrastructure; comprised of 400+ miles of City-owned mains, 31 lift stations and 2 treatment facilities, and the environment through administration of the Liquid Waste Program. The efforts of this program educate the community on the importance of not disposing of fats, oils, and grease (F.O.G.) down the drain and the negative effects of that action. Commercial food service establishments and automobile repair/service facilities are subject to strict guidelines on disposing of the F.O.G. generated at their respective facilities. On-going outreach and education efforts on both the Cross-Connection Control Program and Liquid Waste Program are key to the overall success of the division.
FY 2019
Core Performance Indicators: Customer Service Inspections Conducted 300
120% 100%
200
80%
60% 100
40% 20%
0
0% FY 16
FY 17
FY 18
# of CSI's Performed **
FY 19
% brought to compliance
CSIs suspended in May 2018
FY 2018 Accomplishments: ❶
❷
❸
Grease Trap Evaluations Performed 400
Increased Customer Service Inspections to further ensure the safety and integrity of Temple's drinking water system
70% 60%
300
Developed and presented a Liquid Waste Ordinance that was adopted by City Council to reduce fats, oils, and grease in the collection system
50%
40%
200
30%
20%
100
10%
Implemented Liquid Waste program with newly adopted ordinance and distributed outreach/education materials on FOG
0
0% FY 17
FY 18
# of grease evaluations
FY 19 % of traps compliant
FY 2019 Action Items: ❶
Continue Customer Service Inspections at commercial, industrial and institutional facilities
❷
Continue grease evaluations/inspections to ensure compliance with Liquid Waste program requirements
❸
Continue education/ outreach efforts on cross-connection control, FOG reduction and proper use of wastewater system
FY 16 & 17 & 18 = Actual, FY 19 = Projected 196
ENVIRONMENTAL PROGRAMS SUMMARY BUDGET 2018
ACTUAL 2017
CATEGORIES SALARIES
$
ESTIMATE ADOPTED 2018 2019 161,111 $ 255,414 164,584 $
- $
PERSONNEL BENEFITS
-
53,715
52,582
81,958
SUPPLIES
-
8,975
8,043
11,262
CAPITAL < $5000
-
-
-
910
REPAIR AND MAINTENANCE
-
3,685
3,302
3,650
OTHER SERVICES
-
6,575
5,892
8,493
CONTRACTED SERVICES
-
6,145
5,507
7,274
243,679 $
236,436 $
520-5600 TOTAL
$
-
$
368,961
PERSONNEL SCHEDULE ACTUAL 2017
POSITION TITLE DEPUTY UTILITY DIRECTOR 3 ENVIRONMENTAL PROGRAMS CLERK
1
ENVIRONMENTAL PROGRAMS MANAGER
2
ENVIRONMENTAL PROGRAMS TECHNICIAN
1
TOTAL FTEs
0.000
BUDGET 2018 0.000
ESTIMATE 2018 0.000
ADOPTED 2019 1.000
0.000
1.000
1.000
1.000
0.000
1.000
1.000
1.000
0.000
2.000
2.000
2.000
0.000
4.000
4.000
5.000
1
- In FY 2018, Environmental Programs became their own department, all positions were moved from Wastewater Collection and Water Distribution.
2
- In FY 2018, an Environmental Programs Manager position was added.
3
- In FY 2019, the Deputy Utility Director position will be moved from Water Treatment to Environmental Programs.
197
INTRODUCTORY PAGE: Metering Division Description: The Metering Department oversees the meter reading process to ensure water meters are accurately read on a monthly basis. This department is also responsible for repairing meter leaks and meter boxes, changing meters and testing for accuracy. Metering personnel also perform connections and disconnections of water service, including delinquent accounts.
Core Performance Indicators: Large Meter Testing 300
FY 2018 Accomplishments: ❶
Completed Phase I of large meter AMI project
❷
Continued change out program for meters in service longer than 10 years
❸
FY 2019
Selected large meter AMI system
250
250
200
200
150
150
100
100
50
50
0
0
FY 16
FY 2019 Action Items: ❶
Continue change out program for meters in service longer than 10 years
❷
Coordinate, schedule and monitor large meter testing program
❸
Implement large meter AMI system
300
FY 17
FY 18
# of 3" > meters
FY 19 # tested
Meter Change Outs 10,000
2,500
8,000
2,000
6,000
1,500
4,000
1,000
2,000
500
0
0 FY 16
FY 17
FY 18
# of meters in service for 10+ years
FY 19 # changed
FY 16 & 17 & 18 = Actual, FY 19 = Projected 198
METERING SUMMARY CATEGORIES SALARIES
BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 244,784 $ 285,445 $ 294,287 291,598 $
PERSONNEL BENEFITS
85,048
113,539
111,143
112,953
SUPPLIES
20,943
31,280
28,030
33,165
150,105
152,001
136,208
152,000
33,723
60,317
54,050
45,317
6,608
6,043
5,415
6,028
283,974
320,565
287,258
334,120
-
28,000
28,000
32,000
CAPITAL < $5000 REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES CAPITAL EQUIPMENT 520-5300 TOTAL
$
825,186
$
1,003,343 $
935,550 $
1,009,870
PERSONNEL SCHEDULE ACTUAL 2017
CONNECT & DISCONNECT TECHNICIAN 1
1.000
BUDGET 2018 2.000
FOREMAN - METERS
1.000
1.000
1.000
1.000
METER MAINTENANCE SUPERVISOR
1.000
1.000
1.000
1.000
METER TECHNICIAN I
3.000
3.000
3.000
3.000
METER TECHNICIAN II
1.000
1.000
1.000
1.000
TOTAL FTEs
7.000
8.000
8.000
8.000
POSITION TITLE
1
- In FY 2018, a Connect & Disconnect Technician position was added.
199
ESTIMATE 2018 2.000
ADOPTED 2019 2.000
FY 2019
INTRODUCTORY PAGE: Public Works Administration Division Description: Public Works Administration includes overall coordination and management of all public works departments. Activities include long-range planning, personnel oversight, budget management, community relations, Capital Improvement Program (CIP) planning/reporting, project design and administration, membership in and representation of City at professional organizations, departmental leadership coordination, systems & facilities operations, including Solid Waste, Traffic Signal, Drainage, Street Services, Fleet Services, Engineering, Mapping, Water Treatment Plant, Water Distribution, and Sewer Collection. The department also provides contract management of the Doshier Farm and Temple-Belton Wastewater Treatment Plant operations.
Core Performance Indicators:
❷
❸
0.3%
1,120
water/wastewater lines
2.2%
1,061
street lane miles
1.6%
1,117
water/wastewater lines
2.5%
1,038
FY 16 FY 17 FY 18 FY 19
Miles
street lane miles
street lane miles
1.9%
1,099
water/wastewater lines
-1.1%
1,013
street lane miles
3.4%
1,078
water/wastewater lines
2.0%
1,024
Fleet Services Work Orders % Change FY 2019
FY 2018 Accomplishments: ❶
Miles of Infrastructure Maintained % Change
Implemented Year 6 of the multi-model Transportation Capital Improvement Program
FY 2018 FY 2017
Continued rehabilitation of aging water & waste water systems through coordinated planning, management & implementation of the utility system
FY 2016
Coordinated and supervised the successful completion of Public Works capital improvement projects, supporting a variety of City initiatives
FY 2019 Action Items:
Manage capital projects assigned to Public Works to rehabilitate, expand, replace, and extend infrastructure
❸
Implement Year 7 of the multi-modal Transportation Capital Improvement Program
❹
FY 2018
Continue proactive total departmental response to dynamic weather events
❷
9.8%
4,300
-10.8%
3,916
-29.0%
4,391
-23.1%
6,188
Quantity of Water Treated from Leon River % Change Billion Gallons FY 2019
❶
L M M M
Work Orders
FY 2017 FY 2016
L L L M
3.0%
6.34
10.9%
6.16
8.1%
5.55
-3.3%
5.14
Tons of Solid Waste Materials Collected % Change FY 2019
Continue to navigate through the process of expanding the existing landfill to accommodate growth
FY 2018 FY 2017 FY 2016
L L L L
Tons
3.0%
98,000
4.0%
95,144
3.8%
91,443
5.4%
88,097
FY 16 & 17 & 18 = Actual, FY 19 = Projected 200
PUBLIC WORKS ADMINISTRATION SUMMARY CATEGORIES SALARIES
BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 445,171 $ 456,499 $ 457,351 466,339 $
PERSONNEL BENEFITS
445,441
129,223
126,496
130,722
12,235
20,453
18,328
22,024
CAPITAL < $5000
8,193
22,390
20,064
17,340
REPAIR AND MAINTENANCE
1,364
1,200
1,075
1,200
23,398
100,368
89,940
100,906
5,314,361
5,391,011
4,830,885
5,796,968
CAPITAL BUILDINGS AND GROUNDS
-
557,750
557,750
500,000
CAPITAL- SPECIAL PROJECTS
-
128,000
128,000
273,446
6,816,734 $
6,229,037 $
SUPPLIES
OTHER SERVICES CONTRACTED SERVICES
520-5000 TOTAL
$
6,250,163
$
7,299,957
PERSONNEL SCHEDULE ACTUAL 2017
ADMINISTRATIVE ASSISTANT II
1.000
BUDGET 2018 1.000
ASSET MANAGEMENT COORDINATOR
0.400
0.400
0.400
0.400
ASSET MANAGEMENT SPECIALIST
0.400
0.400
0.400
0.400
ASSET MANAGEMENT TECHNICIAN
0.400
0.400
0.400
0.400
CITY ENGINEER
0.300
0.300
0.300
0.300
DEPUTY CITY ENGINEER
0.400
0.400
0.400
0.400
DIRECTOR OF PUBLIC WORKS
0.700
0.700
0.700
0.700
DIRECTOR OF UTILITIES
1.000
1.000
1.000
1.000
POSITION TITLE
MANAGEMENT SPECIALIST
1
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
0.000
1.000
1.000
1.000
PROJECT ENGINEER
3
0.000
0.400
0.400
0.400
PROJECT MANAGER
3
0.400
0.000
0.000
0.000
0.400
0.400
0.400
0.400
1.700
0.000
0.000
0.000
7.100
6.400
6.400
6.400
SENIOR PROJECT ENGINEER UTILITY LOCATE TECHNICIAN TOTAL FTEs 1
2
- In FY 2018, a Management Specialist position was added.
2
- In FY 2018, the two Utility Locate Technician positions were moved from Drainage and Public Works Administration to Water Distribution and Wastewater Collection. 3
- In FY 2018, a Project Manager position was reclassified to Project Engineer.
201
INTRODUCTORY PAGE: Purchasing Division Description: The Purchasing Utility Warehouse procures and stores goods that are readily needed to maintain the utility infrastructure of the City. Annual contracts for the purchase of utility supplies, hardware and miscellaneous supplies are bid and a minimum amount of stock is kept on hand to facilitate repairs that are needed. The value of the goods on hand is typically around $300,000. The Warehouse is on call 24-7 should parts be needed for an emergency repair. This department is under the direction of the Director of Purchasing & Facility Services.
Core Performance Indicators: Inventory Count Adjustments $ Adjustment
FY 2018 Accomplishments: ❶
❷
FY 2019
$
-
FY 2018
$
(358)
FY 2017
$
(210)
FY 2016
$
(456)
Investment in Inventory % Change
Maintained accurate accounting of inventory on hand as reflected by low physical inventory account adjustment
FY 2019 FY 2018
FY 2019 Action Items: ❶
FY 2019
FY 2017
Minimize count adjustments through accurate data entry of all inventory transactions and work to minimize investment in inventory, which will in turn improve the inventory turnover rate
FY 2016
M M M L
-0.2%
$
270,000
-11.7%
$
270,646
-13.0%
$
306,648
14.1%
$
352,634
Inventory Turnover Rate % Change
Continue to manage the warehouses to ensure no stock outages of critical commodities and to provide timely and professional customer service
Value of Inventory
Turnover Rate
FY 2019
X
0.0%
1.8
FY 2018
L
12.5%
1.8
FY 2017
X
0.0%
1.6
FY 2016
M
-20.0%
1.6
Internal Customer Satisfaction 102% 100%
98% 96% 94% 92%
90% 88% FY 16
FY 17
FY 18
FY 19
% of customers satisfied with the Utility Warehouse- among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 202
PURCHASING SUMMARY CATEGORIES SALARIES
BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 55,235 $ 52,757 $ 51,644 $ 56,691
PERSONNEL BENEFITS
15,526
16,819
16,464
18,114
682
1,468
1,315
1,300
55
3,710
3,325
610
REPAIR AND MAINTENANCE
410
630
565
1,430
OTHER SERVICES
219
941
843
500
6,630
8,873
7,951
8,535
SUPPLIES CAPITAL < $5000
CONTRACTED SERVICES 520-1300 TOTAL
$
78,757
$
85,198 $
82,107 $
87,180
PERSONNEL SCHEDULE ACTUAL 2017
INVENTORY SPECIALIST
1.000
BUDGET 2018 1.000
INVENTORY SPECIALIST - PT
0.380
0.380
0.380
0.380
TOTAL FTEs
1.380
1.380
1.380
1.380
POSITION TITLE
203
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
INTRODUCTORY PAGE: Utility Business Office Division Description: The mission of the Utility Business Office is to provide professional and reliable service to our customers for billing inquiries, payments, and connection or disconnection of utility services. The Utility Business Office is responsible for billing and collecting utility receivables including water, waste water, solid waste and drainage. The department is also responsible for the collection and deposit of all monies and other receivables from all other City of Temple departments.
FY 2019
Core Performance Indicators: Bad Debt Rate Bad Debt Rate FY 2019
0.25%
FY 2018
0.18%
FY 2017
0.25%
FY 2016
0.20%
FY 2018 Accomplishments: ❶
Maintained bad debt at less than 0.5% of utility revenue
Payment Methods - Average Payments per Month
FY 2019 Action Items: ❶
❷
Review Customer Service practices and find and implement methods to make it easier to conduct business with the City of Temple Utility Business Office Maintain bad debt at less than 0.5% of utility revenue
16,000
9,500
15,750
9,000
15,500
8,500
15,250
8,000
15,000
7,500
14,750
7,000
14,500
6,500 FY 16
FY 17
Automated Payments
FY 18
FY 19 Staff Processed
FY 16 & 17 & 18 = Actual, FY 19 = Projected 204
UTILITY BUSINESS OFFICE SUMMARY BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 373,227 $ 383,533 $ 418,588 391,800 $
CATEGORIES SALARIES PERSONNEL BENEFITS
111,075
129,049
126,326
140,939
6,592
8,647
7,254
8,647
CAPITAL < $5000
10,806
14,470
12,967
10,470
REPAIR AND MAINTENANCE
22,904
26,305
23,572
26,795
OTHER SERVICES
(17,073)
174,354
156,239
172,415
CONTRACTED SERVICES
853,237
913,268
818,379
908,083
-
-
-
17,000
SUPPLIES
CAPITAL BUILDINGS AND GROUNDS 520-5800 TOTAL
$
1,360,768
$
1,657,893 $
1,528,270 $
1,702,937
PERSONNEL SCHEDULE ACTUAL 2017
ASSISTANT DIRECTOR OF UTILITY BILLING
1.000
BUDGET 2018 1.000
COLLECTIONS COORDINATOR
1.000
1.000
1.000
1.000
5.000
5.000
5.000
4.000
0.000
0.500
0.500
0.500
2.000
2.000
2.000
3.000
1.000
1.000
1.000
1.000
10.000
10.500
10.500
10.500
POSITION TITLE
CUSTOMER SERVICE REPRESENTATIVE I
2
CUSTOMER SERVICE REPRESENTATIVE I - PT CUSTOMER SERVICE REPRESENTATIVE II
1
2
DIRECTOR OF UTILITY BILLING TOTAL FTEs
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
1
- In FY 2018, a part-time Customer Service Representative I position was added.
2
- In FY 2019, a Customer Service Representative I position will be reclassified to a Customer Service Representative II.
205
INTRODUCTORY PAGE: Wastewater Collection Division Description: The Public Works Wastewater Collection Division strives to protect the health of the citizens of Temple by maintaining the wastewater collection system, and reducing sanitary sewer overflows. Wastewater stoppages have top priority followed by continued strategic replacement and upgrade of sewer mains. System components and activities include, inspection of manholes, potholing for contractors, engineers and capital improvement projects, as well as completion of street cuts and dress ups where work has been performed.
Core Performance Indicators: Unauthorized Discharges 150
FY 2018 Accomplishments: ❶
❷
❸
120%
125
100%
100
80%
75
60%
50
40%
25
20%
-
0% FY16
Completed final design phase for Williamson Creek and Knob Creek interceptor replacement projects.
used
FY17
# of unauthorized discharges
FY18
FY19
% resolved within 24 hours
New Service Tap Installations 1,000
Replaced Vactor truck, which is used to maintain wastewater lines by removing debris, as required for overflow prevention. Replaced aging heavy equipment maintenance and repairs in the system.
FY 2019
120% 100%
800
for
80%
600
60% 400
FY 2019 Action Items: ❶
200
Continue to evaluate and address areas inundated with infiltration, developing a long term solution to address underlying issues in older wastewater collection lines.
❸
Continue reducing unauthorized wastewater discharges using the U.S. EPA guidance document for evaluating Capacity, Management, Operations and Maintenance of a wastewater collection system.
20%
-
Meet or exceed Texas Commission on Environmental Quality Conventional Collections Systems Standards.
❷
40%
0% FY16 # of new taps
FY17
FY18
FY19
% installed within 15 days
FY 16 & 17 & 18 = Actual, FY 19 = Projected 206
WASTEWATER COLLECTION SUMMARY BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 771,820 $ 792,462 $ 896,302 809,543 $
CATEGORIES SALARIES PERSONNEL BENEFITS
264,339
306,463
299,997
355,631
SUPPLIES
128,408
170,337
152,639
173,312
13,523
9,230
8,271
13,300
207,527
230,355
206,421
255,405
31,203
24,922
22,333
25,860
266,012
154,036
138,032
184,731
CAPITAL EQUIPMENT
-
28,500
28,500
476,500
CAPITAL BUILDINGS AND GROUNDS
-
396,113
396,113
5,000
2,129,499 $
2,044,767 $
CAPITAL < $5000 REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES
520-5400 TOTAL
$
1,682,831
$
2,386,041
PERSONNEL SCHEDULE ACTUAL 2017 0.600
BUDGET 2018 0.000
ESTIMATE 2018 0.000
ADOPTED 2019 0.000
3.000
3.000
3.000
3.500
1.000
1.500
1.500
1.500
0.500
0.500
0.500
0.500
0.150
0.000
0.000
0.000
1.250
0.000
0.000
0.000
1.500
1.500
1.500
1.500
0.000
1.000
1.000
1.000
0.500
0.500
0.500
0.500
8.000
8.000
8.000
10.000
UTILITY TECHNICIAN II - UTILITY SERVICES
3.500
3.500
3.500
3.500
UTILITY TECHNICIAN III - UTILITY SERVICES
2.500
2.500
2.500
2.500
22.500
22.000
22.000
24.500
POSITION TITLE ADMINISTRATIVE ASSISTANT I 2 CREW LEADER - UTILITY SERVICES
4
CUSTOMER SERVICE REPRESENTATIVE I
2
CUSTOMER SERVICE REPRESENTATIVE II ENVIRONMENTAL PROGRAMS CLERK
3
ENVIRONMENTAL PROGRAMS TECHNICIAN
3
FOREMAN - UTILITY SERVICES UTILITY LOCATE TECHNICIAN
1
UTILITY SERVICES MANAGER UTILITY TECHNICIAN I - UTILITY SERVICES
TOTAL FTEs
5
1
- In FY 2018, the two Utility Locate Technician positions were moved from Drainage and Public Works Administration to Water Distribution and Wastewater Collection.
2
- In FY 2018, the Administrative Assistant I position was reclassified to a Customer Service Representative I position. Funding allocation changed to a 50/50 split between Water Distribution and Wastwater Collection.
3
- In FY 2018, Environmental Programs became their own department, all positions were moved from Water Distribution and Wastewater Collection. 4
- In FY 2019, a Crew Leader position will be added. Funding allocation will be a 50/50 split between Water Distribution and Wastewater Collection. 5
- In FY 2019, two Specialty Crews (Vactor and Closed Circuit Television) will be added, for a total of four Utility Technician I positions. Funding allocation will be a 50/50 split between Water Distribution and Wastewater Collection. 207
INTRODUCTORY PAGE: Wastewater Treatment
FY 2019
Division Description: The Public Works Wastewater Treatment Division is responsible for the treatment of wastewater that meets or exceeds standards imposed by all regulatory agencies by having well trained and certified personnel operate and maintain the City's treatment plants, lift stations and the management of the industrial pretreatment program. Funding is provided to support a contract with the Brazos River Authority providing for operations of the TempleBelton Wastewater Treatment Plant, Doshier Farm Wastewater Treatment Plant , maintenance of all City lift stations (currently 31), and management of the City's Industrial Pretreatment Program (currently 11 permitted industrial users).
FY 2018 Accomplishments: Began construction of the Temple-Belton WWTP headworks expansion project (Phase 1)
Number of Work Orders per Month
❷
Commenced Technically Based Local (TBLL) Study for Doshier Farm WWTP
Limit
40
❸
Completed rehabilitation of Doshier Farm WWTP belt press
30
❹
Reduced lift station work orders
20
❶
50
Complete construction of the Temple-Belton WWTP headworks expansion project (Phase 1)
❷
Meet or exceed Texas Commission on Environmental Quality (TCEQ) wastewater treatment standards
❸
Continue capital improvements for both WWTPs and lift stations for continuous system reliability
❹
Incorporate new local limits into approved pretreatment ordinance through City Council and state approval
15
14
13
FY 17
FY 18
FY 19
10
FY 2019 Action Items: ❶
45
FY 16
FY 16 & 17 & 18 = Actual, FY 19 = Projected 208
WASTEWATER TREATMENT SUMMARY
CONTRACTED SERVICES
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 3,003,790 $ 3,884,601 $ 3,884,601 $ 3,650,005
520-5500 TOTAL
$
CATEGORIES
3,003,790 $
209
3,884,601 $
3,884,601 $
3,650,005
INTRODUCTORY PAGE: Water Distribution Division Description: The Public Works Water Distribution Division is responsible for providing customers with a superior public drinking water system by having well trained and certified personnel operate and maintain the City's 600 miles of water distribution and transmission mains by repairing water line breaks, installing new service taps, inspecting air relief valves, locating lines, potholing for contractors, engineers and capital improvement projects, and completing street cuts/dress ups where work has been completed. This also includes repair and maintenance of valves and hydrants, of which there are over 9,935 valves and 3,500 hydrants in the system. This division also implements infrastructure rehabilitation in targeted areas.
Core Performance Indicators: Emergency Water Leaks Repaired 500
❷
❸
120% 100%
400
80%
300
60%
200
40%
100
20%
-
0%
FY 16
FY 17
# of Emergency Leaks
FY 2018 Accomplishments: ❶
FY 2019
FY 18
FY 19
% repaired within 24 hours
New Service Tap Installations 1,200
Expanded water quality monitoring program to support increased growth and development and to meet TCEQ compliance standards.
100%
1,000
80%
800
Implemented valve maintenance program for proper operation and availability when isolating the system for maintenance and repair.
60%
600 40%
400
20%
200
Purchased potholing machine for safety and efficiency when excavating. This includes reducing the amount of vegetation restoration needed due to backhoe excavation.
-
0% FY 16 # of new taps
FY 17
FY 18
FY 19
% installed within 15 days
FY 2019 Action Items: ❶
Maintain comprehensive water system standards in compliance with Title 30 of the Texas Administrative Code Chapter 290, Subchapter D.
❷
Focus efforts to ensure staff maintains adequate training to properly operate and manage the distribution system, for the safety of the employees and the community.
❸
Continue supporting growth and development, including identifying areas for rehabilitation to ensure system reliability is maintained for the delivery of safe drinking water.
FY 16 & 17 & 18 = Actual, FY 19 = Projected
210
WATER DISTRIBUTION SUMMARY BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 771,820 $ 792,462 $ 896,302 809,543 $
CATEGORIES SALARIES PERSONNEL BENEFITS
264,339
306,463
299,997
355,631
74,078
87,527
78,433
99,086
CAPITAL < $5000
148,591
141,955
127,206
160,606
REPAIR AND MAINTENANCE
292,204
331,325
296,900
399,675
OTHER SERVICES
24,721
22,998
20,609
26,627
CONTRACTED SERVICES
71,178
123,036
110,253
146,435
CAPITAL EQUIPMENT
-
60,500
60,500
339,915
CAPITAL BUILDINGS AND GROUNDS
-
396,113
396,113
5,000
2,279,460 $
2,147,354 $
SUPPLIES
520-5200 TOTAL
$
1,673,665
$
2,486,302
PERSONNEL SCHEDULE ACTUAL 2017 0.400
BUDGET 2018 0.000
ESTIMATE 2018 0.000
ADOPTED 2019 0.000
3.000
3.000
3.000
3.500
1.000
1.500
1.500
1.500
0.500
0.500
0.500
0.500
0.850
0.000
0.000
0.000
1.750
0.000
0.000
0.000
FOREMAN - UTILITY SERVICES
1.500
1.500
1.500
1.500
6
0.000
0.000
0.000
1.000
0.000
1.000
1.000
1.000
0.500
0.500
0.500
0.500
8.000
8.000
8.000
10.000
UTILITY TECHNICIAN II - UTILITY SERVICES
3.500
3.500
3.500
3.500
UTILITY TECHNICIAN III - UTILITY SERVICES
2.500
2.500
2.500
2.500
23.500
22.000
22.000
25.500
POSITION TITLE ADMINISTRATIVE ASSISTANT I 2 CREW LEADER - UTILITY SERVICES
4
CUSTOMER SERVICE REPRESENTATIVE I
2
CUSTOMER SERVICE REPRESENTATIVE II ENVIRONMENTAL PROGRAMS CLERK
3
ENVIRONMENTAL PROGRAMS TECHNICIAN GIS MODELER
UTILITY LOCATE TECHNICIAN
3
1
UTILITY SERVICES MANAGER UTILITY TECHNICIAN I - UTILITY SERVICES
TOTAL FTEs
5
1
- In FY 2018, the two Utility Locate Technician positions were moved from Drainage and Public Works Administration to Water Distribution and Wastewater Collection. 2
- In FY 2018, the Administrative Assistant I position was reclassified to a Customer Service Representative I position. Funding allocation changed to a 50/50 split between Water Distribution and Wastwater Collection.
3
- In FY 2018, Environmental Programs became their own department, all positions were moved from Water Distribution and Wastewater Collection.
4
- In FY 2019, a Crew Leader position will be added. Funding allocation will be a 50/50 split between Water Distribution and Wastewater Collection.
211
WATER DISTRIBUTION PERSONNEL SCHEDULE (CONTINUED) 5
- In FY 2019, two Specialty Crews (Vactor and Closed Circuit Television) will be added, for a total of four Utility Technician I positions. Funding allocation will be a 50/50 split between Water Distribution and Wastewater Collection. 6
- In FY 2019, a GIS Modeler position will be added. This position will be funded in Water Distribution but will report to Engineering since this position will perform GIS modeling of the water distribution system.
212
INTRODUCTORY PAGE: Water Treatment Division Description: The Public Works Water Treatment Division is responsible for providing superior potable drinking water that meets or exceeds standards imposed by all regulatory agencies by having well trained and certified personnel operate and maintain the City's treatment plants, storage tanks, and booster pump stations, capable of producing up to 41 million gallons of water per day. Safe, healthy, and great tasting water for all customers is our goal.
FY 2019
Core Performance Indicators: % Time Utility Able to Meet System Demand 120% 100% 80% 60% 40% 20% 0%
FY 2018 Accomplishments: ❶
FY 16
Commenced Chlorine Building Safety Improvements, scheduled for completion in July 2018
❷
Completed membrane module pilot study
❸
Replaced membrane reverse flow header pipe
❹
Rehabilitated two conventional clarification treatment units, constructed in the 1950s
FY 17
FY 18
Percent Days of System Reliability
FY 19 % Pumps In Service
Drinking Water Standards for Continuous On-line Monitoring 120% 400 100% 300 80% 60%
200
FY 2019 Action Items: ❶
40% 100
Meet or exceed Texas Commission on Environmental Quality (TCEQ) Public Drinking Water Standards
❷
Rehabilitate clarifier #3 constructed in 1980, for continuos treatment of safe drinking water
❸
Rehabilitate Scott elevated storage tank, as part of the annual water storage tanks refurbishment cycle
❹
Improve laboratory and operator control center area at main water plant Administration Building
20% -
0% FY 16
FY 17
Days We Met Standard
FY 18
FY 19
Percent Days Met Standard
FY 16 & 17 & 18 = Actual, FY 19 = Projected 213
WATER TREATMENT SUMMARY CATEGORIES SALARIES
BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 794,294 $ 952,048 $ 900,138 972,569 $
PERSONNEL BENEFITS
228,666
307,666
301,174
296,670
SUPPLIES
949,506
1,031,419
924,255
1,203,608
16,757
96,440
86,420
95,000
397,452
653,348
585,465
655,668
16,883
17,213
15,425
21,571
1,800,830
1,901,305
1,703,759
2,047,397
-
470,000
470,000
91,000
5,449,960 $
5,038,546 $
CAPITAL < $5000 REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES CAPITAL EQUIPMENT 520-5100 TOTAL
$
4,204,388
$
5,311,052
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
1.000
1.000
1.000
0.000
LEAD WATER OPERATOR
1.000
1.000
1.000
1.000
TREATMENT CHIEF OF OPERATIONS
1.000
1.000
1.000
1.000
4.000
4.000
4.000
3.000
10.000
10.000
10.000
10.000
3.000
3.000
3.000
4.000
21.000
21.000
21.000
20.000
POSITION TITLE ADMINISTRATIVE ASSISTANT I DEPUTY UTILITY DIRECTOR
WATER OPERATOR I
2
WATER OPERATOR II WATER OPERATOR III TOTAL FTEs
2
1
1
- In FY 2019, the Deputy Utility Director position will be moved from Water Treatment to Environmental Programs. 2
- In FY 2019, one Water Operator III position will be added and one Water Operator I position will be eliminated.
214
SPECIAL REVENUE FUND
215
DRAINAGE FUND Drainage Operating Transfer Out
216
Drainage Fund Revenues by Sources FY 2019 ADOPTED
Total Revenues = $2,754,500
Drainage Fee: Residential - 51.19%
Drainage Fee: Commercial - 47.56%
Other - 1.25%
Drainage Fund Expenditures by Type FY 2019 ADOPTED
Total Expenditures = $2,754,500
Personnel - 37.42%
Operations - 21.36%
Contingency - 12.59%
Transfers - 9.59% 217
Capital - 19.04%
REVENUE TOTALS:
ACCOUNT # 292-0000-443-40-61
Drainage Fund
FY 2019
Amended Budget 2017-2018
Actual 2016-17
REVENUE LINE ITEMS Drainage Fee - Commercial Based on the following monthly fee structure:
$
1,103,401
$
ADOPTED Budget 2018-2019
FORECAST 2017-2018
1,116,050
$
1,308,095
$
1,310,000
(Based on square footage) Per Unit Rate (maximum 4 units) $6.00 0 - 2,500 SQ. FT. - $12.00 2,501 - 10,000 SQ. FT. - $24.00 10,001 - 50,000 SQ. FT. - $75.00 50,001 - 100,000 SQ. FT. - $175.00 100,001 SQ. FT. & Above - $350.00 (maximum) 292-0000-443-40-62
Drainage Fee - Residential Based on a monthly fee of $6.00 per residential customer (if customer consumes less than 2,000 gallons of water per month, a drainage fee is not assessed).
1,180,392
TOTAL CHARGES FOR SERVICES $
292-0000-461-01-11
Interest Income Projected interest earnings assuming a rate of 2.30%
292-0000-461-04-24
Sale of Assets
292-0000-461-05-54
Insurance Claims
$
1,167,200
1,363,042
1,410,000
2,283,793
$
2,283,250
$
2,671,137
$
2,720,000
14,799
$
16,800
$
29,300
$
34,500
10,106
-
-
-
-
-
14,221
-
TOTAL INTEREST AND OTHER $
24,905
$
16,800
$
43,521
$
34,500
REVENUE TOTAL - DRAINAGE FUND $
2,308,698
$
2,300,050
$
2,714,658
$
2,754,500
218
INTRODUCTORY PAGE: Drainage Division Description: The Special Revenue Drainage Fund and associated drainage functions are established in order to protect the public health and safety within the City of Temple from the loss of life and property caused by surface water overflows, surface water stagnation, and pollution arising from non-point source runoff within the boundaries of the service area of the special revenue drainage fund as established in the Ordinance. Drainage Service will be offered on nondiscriminatory, reasonable and equitable terms within the service area. [Ordinance No. 98-2576]
FY 2019 Core Performance Indicators: Earth Channels Maintained On Schedule % Change % On Schedule FY 2019 FY 2018 FY 2017 FY 2016
❶
Completed reconstruction of Connor Park channel
FY 2019
❷
Swept City streets on a routine schedule
FY 2018
❸
Cleaned 2 miles of bar ditches
FY 2017
❹
Replaced older damaged inlets
FY 2016
❸
Installation of drainage pipe as part of S. 14th Drainage Improvements Complete Project
Connor
100.0%
0.0%
100.0%
0.0%
100.0%
0.0%
100.0%
X X X X
0.0%
100.0%
0.0%
100.0%
0.0%
100.0%
0.0%
100.0%
Storm Drains Inspected & Cleaned
FY 2019 Action Items:
❷
0.0%
Concrete Channels Maintained On Schedule % Change % On Schedule
FY 2018 Accomplishments:
❶
X X X X
Park
% Change FY 2019
Reconstruction
FY 2018 FY 2017
Identify older storm drain inlets that need to be reconstructed to allow for proper access
FY 2016
X X X X
% Inspected & Cleaned
0.0%
100.0%
0.0%
100.0%
0.0%
100.0%
0.0%
100.0%
Citizen Satisfaction 60%
56%
55%
50%
51%
50%
45% FY 11
FY 14
FY 17
% of citizens satisfied with storm drainage services - among those with an opinion
FY 16 & 17 & 18 = Actual, FY 19 = Projected 219
DRAINAGE SUMMARY BUDGET ACTUAL ESTIMATE ADOPTED 2018 2017 2018 2019 $ 553,244 $ 639,849 $ 557,436 $ 752,219
CATEGORIES SALARIES PERSONNEL BENEFITS
180,877
227,730
198,398
278,403
53,968
84,335
70,867
122,045
2,588
6,280
5,277
6,280
111,930
194,290
163,262
329,167
OTHER SERVICES
22,247
12,175
10,231
12,141
CONTRACTED SERVICES
34,863
33,426
28,088
118,670
CAPITAL EQUIPMENT
17,900
-
-
524,500
1,005,472
6,000
6,000
-
-
819,565
819,565
346,906
2,023,650 $
1,859,124 $
SUPPLIES CAPITAL < $5000 REPAIR AND MAINTENANCE
CAPITAL BUILDINGS AND GROUNDS CAPITAL - SPECIAL PROJECTS 292-2900 TOTAL
$
1,983,088
$
2,490,331
PERSONNEL SCHEDULE ACTUAL 2017
ADMINISTRATIVE ASSISTANT I
1.000
BUDGET 2018 1.000
ADMINISTRATIVE ASSISTANT I - STREET
0.250
0.250
0.250
0.250
ASSET MANAGEMENT COORDINATOR
0.200
0.200
0.200
0.200
ASSET MANAGEMENT SPECIALIST
0.200
0.200
0.200
0.200
ASSET MANAGEMENT TECHNICIAN
0.200
0.200
0.200
0.200
CITY ENGINEER
0.400
0.400
0.400
0.400
2.000
2.000
2.000
3.000
DEPUTY CITY ENGINEER
0.200
0.200
0.200
0.200
DIRECTOR OF PUBLIC WORKS
0.050
0.050
0.050
0.050
0.250
0.250
0.250
0.250
4.500
4.500
4.500
5.500
2.000
2.000
2.000
2.000
2.000
2.000
2.000
3.000
POSITION TITLE
CREW LEADER - DRAINAGE
3
DIRECTOR OF TRANSPORTATION EQUIPMENT OPERATOR I - DRAINAGE
3
EQUIPMENT OPERATOR II - CLEANER EQUIPMENT OPERATOR II - STREETS/DRAINAGE
3
FOREMAN - DRAINAGE
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
1.000
1.000
1.000
1.000
PROJECT ENGINEER
2
0.000
0.200
0.200
0.200
PROJECT MANAGER
2
0.200
0.000
0.000
0.000
SENIOR PROJECT ENGINEER
0.200
0.200
0.200
0.200
STORMWATER PROGRAM SPECIALIST
1.000
1.000
1.000
1.000
STREET & DRAINAGE SERVICES MANAGER
0.250
0.250
0.250
0.250
0.300
0.000
0.000
0.000
UTILITY TECHNICIAN II
0.500
0.500
0.500
0.500
TOTAL FTEs
16.70
16.40
16.40
19.40
UTILITY LOCATE TECHNICIAN
1
1
- In FY 2018, the two Utility Locate Technician positions were moved from Drainage and Public Works Administration to Water Distribution and Wastewater Collection. 220
DRAINAGE PERSONNEL SCHEDULE (CONTINUED) 2
- In FY 2018, a Project Manager position was reclassified to Project Engineer.
3
- In FY 2019, an additional Drainage Maintenance Crew will be added. This crew will consist of one Crew Leader, one Equipment Operator II and one Equipment Operator I.
221
OPERATING TRANSFERS OUT SUMMARY ACTUAL 2017
OPERATING TRANSFERS OUT
$
BUDGET ESTIMATE ADOPTED 2018 2018 2019 - $ 276,400 $ 276,400 $ 264,169
292-9100 TOTAL
$
- $
CATEGORIES
222
276,400 $
276,400 $
264,169
FEDERAL/STATE GRANT FUND Administration Projects/Grants
223
Federal/State Grant Fund Revenues by Sources FY 2019 ADOPTED
Total Revenues = $536,232
CDBG Federal Grant - 100.00%
Federal/State Grant Fund Expenditures by Type FY 2019 ADOPTED
Total Expenditures = $536,232
Operations - 50.37%
Personnel - 40.31% 224
Capital - 9.32%
REVENUE TOTALS:
ACCOUNT #
Federal/State Grant Fund
FY 2019
Amended Budget 2017-2018
Actual 2016-17
REVENUE LINE ITEMS
ADOPTED Budget 2018-2019
FORECAST 2017-2018
260-0000-431-01-31
CDBG Federal Grant
260-0000-431-01-63
Federal Grants
29,207
3,992,437
3,992,437
-
260-0000-431-02-61
State Grants
54,557
62,996
64,327
-
$
TOTAL INTERGOVERNMENTAL REVENUES $ 260-0000-445-19-95
260-0000-461-08-41
491,285
$
866,012
$
866,012
$
536,232
575,049
$
4,921,445
$
4,922,776
$
$
12,630
$
8,716
$
8,716
$
-
TOTAL CHARGES FOR SERVICES $
12,630
$
8,716
$
8,716
$
-
$
8,260
$
-
$
-
$
-
TOTAL INTEREST AND OTHER $
8,260
$
-
$
-
$
-
$
7,143
$
$
-
Reinvestment Zone # 1 Reimbursement
Other - Donations/Gifts
260-0000-490-25-82
Transfer In
260-0000-490-25-89
Transfer In - Law Enforce Block Grant
12,496
3,790,972
$
8,871
3,790,972 22,083
-
TOTAL OTHER FINANCING SOURCES (TRANSFERS) $
19,639
$
3,799,843
$
3,813,055
$
REVENUE TOTAL - FEDERAL/STATE GRANT FUND $
615,578
$
8,730,004
$
8,744,547
$
225
536,232
-
536,232
INTRODUCTORY PAGE: Community Development Division Description: Community Development is responsible for investing in neighborhood revitalization throughout the community; coordinating the U.S. Department of Housing and Urban Development block grants and related programs; providing integrated services that link inputs with long term positive outcomes for Temple residents; fostering collaborative relationships with public service agencies and residents; and working through caring and motivated professionals who contribute towards shaping Temple as a community of choice in Central Texas.
Community Enhancement Grants $350,000
8
$300,000 7
$250,000 $200,000
6 $150,000
$100,000
FY 2018 Accomplishments: ❶
FY 2019
5
$50,000
Expanded the program to include Tool Library, Neighborhood Associations and Home Improvement Program
$-
4 FY 16
FY 17
FY 18
FY 19
Strategic Partner ($ Funded) ❷
❸
❹
Continued to revitalize the Community Development program by being a catalyst for the improvement of housing conditions, public facilities and infrastructure
CEG ($ Funded) Strategic Partner (# of Agencies)
Developed community resource information, in conjunction with Code Compliance
CDBG Allocation $600,000
Tore down 15 buildings to reduce spot blight. Developed community resource information, in conjunction with Code Compliance
$500,000
$400,000
FY 2019 Action Items: ❶
❷
$300,000
Continue to expand community engagement and collaboration with nonprofit agencies
$200,000
$100,000
Expand community engagement in CDBG program development and implementation
$❸
❹
FY 16
Redesign and implement the Housing Improvement Program to use resources and affect change in an effective and efficient manner.
FY 17
FY 18
FY 19
CDBG Annual Allocations
Assist the Police Department in the development and implementation of the Crime Prevention Program.
FY 16 & 17 & 18 = Actual, FY 19 = Projected 226
ADMINISTRATION SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 46,706 $ 37,326 $ 37,326 $ 64,133
CATEGORIES SALARIES PERSONNEL BENEFITS
13,558
17,742
17,742
19,579
SUPPLIES
1,031
1,700
1,700
-
CAPITAL < $5000
2,515
-
-
-
OTHER SERVICES
1,656
3,607
3,607
9,034
CONTRACTED SERVICES
5,652
6,650
6,650
14,500
260-6000 TOTAL
$
71,118 $
67,025 $
67,025 $
107,246
PERSONNEL SCHEDULE POSITION TITLE ADMINISTRATIVE ASSISTANT I - PT 1, 2 COMMUNITY DEVELOPMENT MANAGER 1, 2 CUSTOMER SERVICE REPRESENTATIVE II DIRECTOR OF GENERAL SERVICES GRANT COORDINATOR HOUSING INSPECTOR
2
2
PROGRAM SPECIALIST
2
RESOURCES COORDINATOR SENIOR PLANNER TOTAL FTEs
3
2
1, 2
2
ACTUAL 2017 0.420
BUDGET 2018 0.200
ESTIMATE 2018 0.000
ADOPTED 2019 0.000
0.740
0.350
0.000
0.000
0.100
0.100
0.000
0.000
0.000
0.050
0.000
0.000
0.000
0.000
0.250
0.250
0.040
0.040
0.000
0.000
0.100
0.100
0.000
0.000
0.040
0.040
0.000
0.000
0.000
0.000
0.000
0.000
1.440
0.880
0.250
0.250
1
- During the FY 2018 budget process, funding allocation for positons within Facility Services, Code Compliance, General Services and Administration & Projects/Grants within the Community Development Block Grant (CDBG) were evaluated and adjusted accordingly.
2
- During FY 2018, the General Services department was eliminated which resulted in a reorganization for several departments - Code Compliance, Facility Services, Purchasing and Administration & Projects/Grants within the Community Development Block Grant (CDBG). As a result of this reorganization, positions and funding allocations required changes. The changes affecting Administration positions within CDBG include the part-time Administrative Assistant I, Community Development Manager, Customer Service Representative II, Director of General Services, Grant Coordinator, Housing Inspector, Program Specialist and Resource Coordinator. 3
- During FY 2019, a Senior Planner position will be added to assist with Neighborhood Planning. This position is to be funded 100% within the Administration program for CDBG. Since the position will report directly to Planning, the position is accounted for within Planning's personnel schedule.
227
PROJECTS/GRANTS SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 8,038 $ 64,115 $ 64,115 $ 43,460
CATEGORIES SALARIES PERSONNEL BENEFITS
1,490
12,315
12,315
8,526
CAPITAL < $5000
788
-
-
-
OTHER SERVICES
5,906
10,100
10,100
6,024
143,088
258,060
258,060
240,542
82,984
20,000
20,000
50,000
177,872
-
-
-
CONTRACTED SERVICES CAPITAL BUILDINGS AND GROUNDS CAPITAL - SPECIAL PROJECTS 260-61XX TOTAL
$
420,167 $
364,590 $
364,590 $
348,552
PERSONNEL SCHEDULE POSITION TITLE ADMINISTRATIVE ASSISTANT I - PT 1
ACTUAL 2017 0.080
BUDGET 2018 0.100
ESTIMATE 2018 0.000
ADOPTED 2019 0.000
0.000
0.000
0.000
0.340
0.000
0.000
0.000
0.340
0.160
0.400
0.000
0.000
0.000
0.000
0.200
0.000
0.100
0.100
0.000
0.000
0.000
0.000
0.050
0.050
0.460
0.460
0.330
0.000
0.000
0.000
0.500
0.540
0.000
0.000
0.000
0.000
0.050
0.050
0.000
0.000
0.360
0.360
1.000
1.000
1.210
1.470
2.080
2.270
ASSISTANT DIRECTOR OF TRANSFORM TEMPLE 4 CODE COMPLIANCE OFFICER
4
COMMUNITY DEVELOPMENT MANAGER CUSTOMER SERVICE COORDINATOR
2, 4
CUSTOMER SERVICE REPRESENTATIVE II GRANT COORDINATOR HOUSING INSPECTOR
1, 2
2
2
2, 4
NEIGHBORHOOD REVITALIZATION MANAGER POLICE OFFICER
2, 4
3
PROGRAM SPECIALIST
2
RESOURCES COORDINATOR
2
TOTAL FTEs 1
- During the FY 2018 budget process, funding allocation for positions within Facility Services, Code Compliance, General Services and Administration & Projects/Grants within the Community Development Block Grant (CDBG) were evaluated and adjusted accordingly. 2
- During FY 2018, the General Services department was eliminated which resulted in a reorganization for several departments - Code Compliance, Facility Services, Purchasing and Administration & Projects/Grants within the Community Development Block Grant (CDBG). As a result of this reorganization, positions and funding allocations required changes. The changes affecting Projects/Grants positions within CDBG include the part-time Administrative Assistant I, Community Development Manager, Customer Service Coordinator, Customer Service Representative II, Grant Coordinator, Housing Inspector, Neighborhood Revitalization Manager, Program Specialist and Resource Coordinator.
3
- During FY 2019, a Police Officer position will be added to assist with the Crime Prevention Program. This position is to be funded 100% within the Crime Prevention Program for CDBG. Since the position will report directly to Police, the position is accounted for within Police's personnel schedule.
228
PROJECTS/GRANTS PERSONNEL SCHEDULE (CONTINUED) 4
- During the FY 2019 budget process, funding allocation for positons within Code Compliance, as well as positions within Administration and Projects/Grants within the Community Development Block Grant (CDBG) were evaluated and will be adjusted accordingly.
229
HOTEL/MOTEL TAX FUND Mayborn Center Tourism Marketing Railroad and Heritage Museum
230
Hotel/Motel Tax Fund Revenues by Sources FY 2019 ADOPTED
Total Revenues = $2,028,000
Non Property Taxes - 76.06%
Charges for Services: Mayborn Center - 18.10%
Charges for Services: Railroad Museum - 4.44%
Other - 1.36%
Charges for Services: Tourism Marketing - 0.04%
Hotel/Motel Tax Fund Expenditure by Type FY 2019 ADOPTED
Total Expenditures = $2,131,200
Personnel - 58.36%
Operations - 40.70% 231
Contingency - 0.77%
Debt Services - 0.17%
REVENUE TOTALS:
ACCOUNT #
FY 2019
Hotel/Motel Tax Fund Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS
240-0000-412-03-13
Penalty and Interest
240-0000-412-09-24
Hotel/Motel Occupancy Tax City collects 7% of the price paid for a room in the City of Temple. State collects 6% for a total tax of 13%. Hotel Occupancy Tax is collected monthly by the City (7%). The City tax is due and payable on or before the 20th day of each month following the end of each calendar month.
240-0000-412-09-27
Bell County HOT
$
4,199
$
2,500
ADOPTED Budget 2018-2019
FORECAST 2017-2018 $
2,500
$
2,500
1,510,359
1,460,000
1,450,000
1,470,000
69,204
73,307
73,307
70,000
TOTAL NON PROPERTY TAXES $
1,583,762
$
$
2,333
$
-
$
-
$
-
TOTAL INTERGOVERNMENTAL REVENUES $
2,333
$
-
$
-
$
-
240-0000-445-10-21
Facility Rental/Civic Center $ For rental of rooms at Civic Center. Prices range from $50 to $200 per day depending on size of room used.
138,420
$
240-0000-445-10-22
Equipment Rental/Civic Center For rental of tables and chairs. Price varies by number of tables and chairs used. Place settings, warmers, skirting, cloths, napkins, etc.
37,853
30,000
35,000
35,000
240-0000-445-10-23
Catering Fees/Civic Center Fee charged for catered meals. The price varies from 50 cents per plate to a maximum of $1.00.
20,075
18,000
20,000
17,000
240-0000-445-10-25
Temporary Service Charges Pass through charges which include non-technical hours, technical hours, clean-up fees, repair fees, coat check fees, bar set up fees, etc.
16,192
14,000
14,000
14,000
240-0000-445-10-30
Tips/Gratuity Charges Pass through charges - 10% gratuity is added to drink prices at the bar. Funds collected are paid to bartenders as part of payroll.
8,936
6,000
7,400
6,000
240-0000-445-10-33
Catering Food Service Sales/Civic Center For in-house catering services.
96,279
82,400
62,000
65,000
240-0000-445-10-35
Catering Equipment Rentals For when an outside caterer kitchen/catering equipment.
18,875
17,000
16,000
17,000
240-0000-445-10-63
Food Sales Sales of concession foods
26,011
23,000
23,600
23,000
240-0000-445-10-64
Beverage Sales Non-alcoholic beverage sales
7,737
8,000
7,600
8,000
240-0000-445-10-72
Alcoholic Beverage-Cash Sales Alcoholic beverage sales
76,517
73,400
65,000
62,000
240-0000-431-02-61
State Grants
or
a
customer
rents
TOTAL CHARGES FOR SERVICES - MAYBORN CENTER $
232
446,894
$
1,535,807
130,000
401,800
$
$
$
1,525,807
113,000
363,600
$
$
$
1,542,500
120,000
367,000
REVENUE TOTALS:
ACCOUNT #
FY 2019
Hotel/Motel Tax Fund Amended Budget 2017-2018
Actual 2016-2017
REVENUE LINE ITEMS
ADOPTED Budget 2018-2019
FORECAST 2017-2018
240-0000-445-11-17
Museum/Fundraising Museum Fundraising - $8,480 Trips - $7,520
240-0000-445-11-18
Museum/Facility Rental Facility Rental
240-0000-445-11-19
Museum/Equipment Rental Equipment Rental
240-0000-445-11-36
Museum/Restricted Donations Restricted Donations
2,333
600
1,293
600
240-0000-445-11-37
Donations Museum Donations
1,545
1,000
1,000
1,000
240-0000-445-11-46
Museum/Store Sales Store Sales Concessions Vending Commissions
17,403
17,000
17,000
25,000
240-0000-445-11-48
Museum/Memberships Corporate Memberships - $2,600 Individual Memberships - $3,900
4,900
5,000
5,000
6,500
240-0000-445-11-49
Museum/Admissions Admissions
8,000
8,000
8,000
14,000
$
TOTAL CHARGES FOR SERVICES - MUSEUM $ 240-0000-445-12-25
Other Downtown
240-0000-445-12-26
Visitor Center/Historic Markers
240-0000-445-12-46
Visitor Center/Store Sales
$
18,099
$
Interest Income Projected interest earnings assuming a rate of 2.30%
240-0000-461-05-54
Insurance Claims
240-0000-461-08-30
$
13,000
$
16,000
-
-
25,000
219
-
-
2,000
56,230
$
47,600
$
45,293
$
90,100
-
$
4,000
$
4,580
$
-
1,410
240-0000-461-01-11
$
3,730
150
TOTAL CHARGES FOR SERVICES - VISITOR CENTER $
16,000
-
-
-
400
800
800
1,560
$
4,400
$
5,380
$
800
11,913
$
12,000
$
19,000
$
27,600
5,580
54,982
42,540
-
Other Revenues
-
-
1,097
-
240-0000-461-08-32
Insufficient Checks
-
-
90
-
240-0000-461-08-41
Donations/Gifts
-
4,200
4,200
-
240-0000-461-11-21
Over/Under Account
-
-
-
240-0000-490-10-70
(2) TOTAL INTEREST AND OTHER $
17,491
$
71,182
$
66,927
$
27,600
$
-
$
13,345
$
13,345
$
-
TOTAL TRANSFER IN $
-
$
13,345
$
13,345
$
-
REVENUE TOTAL - HOTEL/MOTEL TAX FUND $
2,108,270
$
2,074,134
$
2,020,352
$
2,028,000
Other Financing
233
I N T R O D U C T O R Y P A G E : M a y b o r n C e n t e r / T o u r i s m M aa rr kk ee tt iI nn gg Core Performance Indicators:
Division Description: The mission of the Temple Convention and Visitors Bureau (CVB) is to increase day and overnight visitations to Temple, hotel occupancy tax revenue and sales tax revenue through the development of community partnerships and initiatives, facility utilization and innovative promotion of events and attractions.
Room Nights Generated from Meetings & Sporting Events % Change Room Nights FY 2019 FY 2018
FY 2018 Accomplishments: ❶
Accepted into the Texas Main Street Program
❷
Successfully completed year one of the City-wide wellness initiative, including the Million Step Challenge in January
❸
❹
FY 2017 FY 2016
FY 2019
Successfully completed the Tourism Master Plan/Strategic Plan
FY 2018 FY 2017
FY 2019 Action Items: Successfully implement year 2 of the Strategic Plan
❷
Increase the number of room nights generated by the division
❸
L L M L
2.2%
15,000
11.2%
14,680
-14.8%
13,197
9.2%
15,490
Bids Submitted for Meetings & Sporting Events % Change Bids
Increased the number of room nights generated by the division
❶
FY 2019
FY 2016
L M M M
14.3%
40
-10.3%
35
-7.1%
39
-34.4%
42
Bookings at the Mayborn Convention Center % Change Bookings FY 2019
Successfully complete year 2 of the Main Street Program
FY 2018 FY 2017 FY 2016
L M M M
19.1%
280
-16.7%
235
-12.4%
282
-4.2%
322
Revenue Generated at the Mayborn Center % Change Revenue FY 2019 FY 2018 FY 2017 Note: In addition to the Mayborn Center, the "Introductory Page" also incorporates accomplishments, action items, and performance indicator information for the Tourism/Marketing division.
FY 2016
M M L L
-4.0%
$
381,000
-11.2%
$
396,970
2.5%
$
446,846
4.6%
$
435,889
FY 16 & 17 & 18 = Actual, FY 19 = Projected 234
MAYBORN CENTER SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 538,023 $ 550,724 $ 549,237 $ 534,870
CATEGORIES SALARIES PERSONNEL BENEFITS
146,873
159,842
159,410
162,400
SUPPLIES
35,970
40,988
37,152
33,824
CAPITAL < $5000
26,786
10,820
9,807
9,070
REPAIR AND MAINTENANCE
23,836
26,068
23,628
25,640
OTHER SERVICES
23,098
25,532
23,142
23,259
CONTRACTED SERVICES
124,705
134,372
121,795
135,366
COST OF GOODS SOLD
95,823
77,150
69,929
73,950
CAPITAL EQUIPMENT
11,600
-
-
-
CAPITAL BUILDINGS AND GROUNDS
15,596
-
-
-
-
19,000
19,000
16,500
1,044,496 $
1,013,100 $
CAPITAL- SPECIAL PROJECTS 240-4400 TOTAL
$
1,042,310 $
1,014,879
PERSONNEL SCHEDULE ACTUAL 2017 1.000
BUDGET 2018 1.000
ESTIMATE 2018 1.000
ADOPTED 2019 1.000
ASSISTANT DIRECTOR OF PARKS & RECREATION 1
0.000
0.000
0.000
0.050
CONVENTION & VISITOR BUREAU MANAGER
0.500
0.500
0.500
0.500
CREW LEADER - EVENTS
1.000
1.000
1.000
1.000
2.000
2.000
2.000
2.000
0.200
0.200
0.200
0.100
EVENTS COORDINATOR
1.000
1.000
1.000
1.000
FOOD & BEVERAGE COORDINATOR
1.000
1.000
1.000
1.000
FOOD & BEVERAGE SPECIALIST
1.000
1.000
1.000
1.000
OPERATION MANAGER - CONVENTION CENTER
1.000
1.000
1.000
1.000
2
6.500
6.500
6.500
5.750
2.000
2.000
2.000
2.000
17.200
17.200
17.200
16.400
POSITION TITLE ADMINISTRATIVE ASSISTANT I
CUSTODIAN & MAINTENANCE TECHNICIAN I DIRECTOR OF PARKS AND RECREATION
PART-TIME POSITIONS
1
SALES & MARKETING SPECIALIST TOTAL FTEs 1
- In FY 2019, an additional Assistant Director of Parks & Recreation position will be added thus resulting in a change of funding allocation for management. The first Assistant Director of PARD position will be split 75% Parks and 25% Golf Course. The second Assistant Director of PARD position will be split 65% Recreation, 25% Tourism, 5% Mayborn Convention Center and 5% Railroad and Heritage Museum. The Director of Parks & Recreation position will change funding allocation of 70% PARD Administration, 20% Mayborn Convention Center and 10% Tourism to 90% PARD Administration and 10% Mayborn Convention Center. 2
- In FY 2019, a part-time Senior Convention Center Staff position will be eliminated for the creation of a Program Coordinator for Tourism. The Program Coordinator position will be funded in Tourism.
235
TOURISM MARKETING SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 114,886 $ 119,145 $ 118,823 $ 173,120
CATEGORIES SALARIES PERSONNEL BENEFITS
34,854
39,252
39,146
60,780
SUPPLIES
76,819
76,100
68,977
75,400
CAPITAL < $5000
19,460
1,991
1,805
5,081
-
-
-
6,500
66,986
57,872
52,455
65,132
165,407
135,968
123,241
251,357
195
300
272
300
19,645
-
-
-
3,222
-
-
-
REPAIR AND MAINTENANCE OTHER SERVICES CONTRACTED SERVICES COST OF GOODS SOLD CAPITAL EQUIPMENT CAPITAL BUILDINGS AND GROUNDS 240-46XX TOTAL
$
501,474 $
430,628 $
404,720 $
637,670
PERSONNEL SCHEDULE ACTUAL 2017 0.000
BUDGET 2018 0.000
ESTIMATE 2018 0.000
ADOPTED 2019 0.250
0.500
0.500
0.500
0.500
0.100
0.100
0.100
0.000
DOWNTOWN DEVELOPMENT COORDINATOR
1.000
1.000
1.000
1.000
OFFICE ASSISTANT II
1.000
1.000
1.000
1.000
PROGRAM COORDINATOR
0.000
0.000
0.000
1.000
TOTAL FTEs
2.600
2.600
2.600
3.750
POSITION TITLE ASSISTANT DIRECTOR OF PARKS & RECREATION 1 CONVENTION & VISITOR BUREAU MANAGER DIRECTOR OF PARKS AND RECREATION
1
1
- In FY 2019, an additional Assistant Director of Parks & Recreation position will be added thus resulting in a change of funding allocation for management. The first Assistant Director of PARD position will be split 75% Parks and 25% Golf Course. The second Assistant Director of PARD position will be split 65% Recreation, 25% Tourism, 5% Mayborn Convention Center and 5% Railroad and Heritage Museum. The Director of Parks & Recreation position will change funding allocation of 70% PARD Administration, 20% Mayborn Convention Center and 10% Tourism to 90% PARD Administration and 10% Mayborn Convention Center. 2
- In FY 2019, a Program Coordinator position will be added.
236
I N T R O D U C T O R Y P A G E: R a i l r o a d a n d H e r i t a g e M u s e u m Division Description: This department operates the Santa Fe Depot and the Railroad and Heritage Museum. The mission of the Railroad and Heritage Museum is to inspire visitors to discover our rich railroad heritage and the technological history that shaped our community in the past and today. The vision of the Temple Railroad and Heritage Museum is to be the educational destination for our community to explore its past and present and to serve as a national research resource for the history of the Santa Fe Railroad and the railroads of Texas.
FY 2019
Core Performance Indicators: Visitors to the Museum % Change FY 2019 FY 2018 FY 2017 FY 2016
L L M L
Visitors
7.3%
14,000
41.8%
13,052
-47.0%
9,207
13.8%
17,376
FY 2018 Accomplishments: ❶
Update strategic plan for resuming operations after Santa Fe Plaza construction
❷
Host quality changing exhibits in changing exhibit gallery
❸
Continue rail car restoration projects, including completion of the caboose project
❹
Museum Memberships % Change FY 2019 FY 2018 FY 2017
Host two major educational program days
FY 2016
L M M L
Memberships
56.3%
75
-21.3%
48
-17.6%
61
2.8%
74
FY 2019 Action Items: ❶
❷
❸
Host full reopening event at the opening of the Santa Fe Plaza
Fundraising Revenue % Change FY 2019
Continue rail car restoration projects, including completion of the caboose project
FY 2018 FY 2017
Open new downstairs gallery
FY 2016
L M L L
Fundraising $
37.9%
$
16,000
-35.9%
$
11,601
68.9%
$
18,099
19.4%
$
10,714
Revenue Generated at the Railroad Museum Revenue % Change FY 2019 FY 2018 FY 2017 FY 2016
M M M M
-6.4%
$
47,600
-9.2%
$
50,841
-36.0%
$
55,980
-5.2%
$
87,408
FY 16 & 17 & 18 = Actual, FY 19 = Projected 237
RAILROAD AND HERITAGE MUSEUM SUMMARY ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 208,741 $ 216,086 $ 215,503 $ 238,424
CATEGORIES SALARIES PERSONNEL BENEFITS
59,236
66,058
65,880
74,162
SUPPLIES
34,900
43,650
39,564
43,350
3,375
720
653
420
REPAIR AND MAINTENANCE
16,631
31,131
28,217
21,310
OTHER SERVICES
24,652
19,159
17,366
30,795
CONTRACTED SERVICES
61,741
61,972
56,171
56,564
COST OF GOODS SOLD
6,446
10,100
9,155
10,100
39,550
-
-
-
CAPITAL < $5000
CAPITAL BUILDINGS AND GROUNDS 240-7000 TOTAL
$
455,273 $
448,876 $
432,508 $
475,125
PERSONNEL SCHEDULE
ASSISTANT DIRECTOR OF PARKS & RECREATION 2
ACTUAL 2017 0.000
BUDGET 2018 0.000
ESTIMATE 2018 0.000
ADOPTED 2019 0.050
CUSTODIAN & MAINTENANCE TECHNICIAN I - PT
0.380
0.750
0.750
0.750
MUSEUM ARCHIVIST
1.000
1.000
1.000
1.000
MUSEUM COORDINATOR
1.000
1.000
1.000
1.000
MUSEUM CURATOR
1.000
1.000
1.000
1.000
MUSEUM DEVELOPMENT ASSISTANT - PT
0.500
0.500
0.500
0.500
MUSEUM MANAGER
1.000
1.000
1.000
1.000
OFFICE ASSISTANT II - PT
0.500
0.500
0.500
0.500
TOTAL FTEs
5.380
5.750
5.750
5.800
POSITION TITLE
1
- In FY 2018, funding for the part-time Custodian & Maintenance Technician positon was increased.
2
- In FY 2019, an additional Assistant Director of Parks & Recreation position will be added thus resulting in a change of funding allocation for management. The first Assistant Director of PARD position will be split 75% Parks and 25% Golf Course. The second Assistant Director of PARD position will be split 65% Recreation, 25% Tourism, 5% Mayborn Convention Center and 5% Railroad and Heritage Museum. The Director of Parks & Recreation position will change funding allocation of 70% PARD Administration, 20% Mayborn Convention Center and 10% Tourism to 90% PARD Administration and 10% Mayborn Convention Center.
238
REINVESTMENT ZONE NO. 1 FUND Reinvestment Zone No. 1
239
Reinvestment Zone No. 1 Fund Revenues by Sources FY 2019 ADOPTED
Total Revenues = $16,990,273
Ad Valorem Taxes - 99.55%
Interest - 0.24%
License & Permits - 0.21%
Reinvestment Zone No. 1 Fund Expenditures by Type FY 2019 ADOPTED
Total Expenditures = $11,542,276
Debt Service - 68.44%
Operations - 15.67%
240
Capital - 15.89%
REVENUE TOTALS:
ACCOUNT #
Reinvestment Zone No. 1 Fund
FY 2019
Actual 2016-17
Amended Budget 2017-18
FORECAST 2017-18
ADOPTED Budget 2018-19
$ 18,431,346
$ 17,527,085
$ 19,080,878
$ 16,914,273
64,003
-
64,003
-
TOTAL TAXES $ 18,495,349
$ 17,527,085
$ 19,144,881
$ 16,914,273
REVENUE LINE ITEMS
795-0000-411-01-11 Current AD Valorem Taxing Jurisdictions: Temple ISD City of Temple Temple College Bell County Bell County Road Fund Elm Creek Flood Control District Troy ISD Belton ISD 795-0000-411-02-12 Delinquent AD Valorem
795-0000-422-05-10 Temple & Cen Tex Railway Inc.
$
83,483
$
36,000
$
58,526
$
36,000
TOTAL LICENSE & PERMITS $
83,483
$
36,000
$
58,526
$
36,000
$
-
$
970,000
$
1,020,000
$
-
795-0000-431-01-63 Federal Grants 795-0000-431-02-61 State Grants
50,000 TOTAL INTERGOVERNMENTAL REVENUE $
795-0000-461-01-11 Interest Income Projected interest earnings
$
795-0000-461-02-53 City Leases
TOTAL INTEREST AND OTHER $
795-0000-490-15-16 Bond Proceeds
150,000
-
50,000
$
1,170,000
$
1,170,000
$
-
228,314
$
50,000
$
173,000
$
40,000
17,951
-
9,625
-
-
600,000
-
-
2,221
106,600
2,221
-
795-0000-461-04-23 Sale of Land 795-0000-461-08-65 Miscellaneous Reimbursements Developer participation
200,000
248,485
$
756,600
$
184,846
$
40,000
$
-
$ 29,000,000
$ 29,000,000
$
-
TOTAL OTHER FINANCING SOURCES (TRANSFERS) $
-
$ 29,000,000
$ 29,000,000
$
-
$ 48,489,685
$ 49,558,253
$ 16,990,273
REVENUE TOTAL - REINVESTMENT ZONE NO. 1 FUND $ 18,877,317
241
I N T R O D U C T O R Y P A G E : R e i n v e s t m e n t Z o n e N o. 1 Division Description: The Reinvestment Zone No. 1 was created in 1982 as a Tax Increment Fund to aid in industrial and commercial expansion. The Zone maintains and makes improvements within the zone with the incremental taxes received from tax levies on an annual basis. These improvements may be made with operating capital or by issuing tax-supported debt.
242
FY 2019
REINVESTMENT ZONE NO. 1 SUMMARY CATEGORIES SUPPLIES OTHER SERVICES
ACTUAL BUDGET 2017 2018 $ 2,532 $
ESTIMATE 2018 - $
ADOPTED 2019 - $
-
307,888
450,000
450,000
450,000
5,602,898
6,158,863
6,158,863
1,358,863
-
-
-
750,000
12,630
375,000
375,000
684,000
CAPITAL- SPECIAL PROJECTS
1,436,358
4,943,600
4,943,600
400,000
CAPITAL- BONDS
9,075,049
4,400,000
4,400,000
-
PRINCIPAL RETIREMENT
4,020,000
4,150,000
4,150,000
4,778,000
INTEREST AND FISCAL CHARGES
1,755,213
1,618,051
1,618,051
3,121,413
CONTRACTED SERVICES LAND ACQUISITION CAPITAL BUILDINGS AND GROUNDS
795-9500 TOTAL
$ 22,212,567 $ 22,095,514 $ 22,095,514 $ 11,542,276
243
DEBT SERVICE FUND
244
Debt Service Fund Revenues by Sources FY 2019 ADOPTED
Total Revenues = $17,429,889
Ad Valorem Taxes - 80.41%
Transfers - 10.16%
Intergovernmental Revenues - 8.63%
Interest and Other - 0.80%
Debt Service Fund Expenditures by Type FY 2019 ADOPTED
Total Expenditures = $17,450,971
Debt Service - 100%
245
REVENUE TOTALS:
ACCOUNT #
Debt Service Fund
FY 2019 Amended Budget 2017-2018
FORECAST 2017-18
ADOPTED Budget 2018-19
$ 13,252,091
$ 13,252,091
$ 14,112,173
Actual 2016-17
REVENUE LINE ITEMS
430-0000-411-01-11 Current AD Valorem $ 11,999,124 Current Property Tax Collections are calculated using an I&S Rate of $0.3630 . Property Tax Base of $4,397,616,969 less an adjusted tax ceiling of ($470,696,863) at a 99% collection rate. Total Tax Rate including I&S @ $0.6612. 430-0000-411-01-15 Discount Current Tax Discount allowed for early payment of AD Valorem Taxes. October 31, 3%; November 30, 2%; December 31, 1%
(279,432)
(181,658)
(314,291)
(328,800)
97,576
133,860
95,000
142,547
100,988
95,655
92,000
90,000
TOTAL TAXES $ 11,918,256
$ 13,299,948
$ 13,124,800
$ 14,015,920
$
$
$
430-0000-411-02-12 Delinquent AD Valorem Delinquent tax collections are estimated at 1% of the current tax collections 430-0000-411-03-13 Penalty and Interest Estimated using historical data. 1.00% per month beginning on the first day of delinquency (February 1st) until tax is 12 months delinquent, at which time a 1.00% per month penalty is assessed until taxes are paid.
430-0000-461-01-11 Interest Income Projected interest earnings using a rate of 2.30%
$
430-0000-461-08-70 TX Pass Through Financing TxDOT's 2010 Pass-Through Finance Program Reimbursement for Loop 363 Project
57,978 1,462,140
52,000 1,462,140
98,000 1,462,140
138,000 1,505,000
TOTAL INTEREST AND OTHER $
1,520,118
$
1,514,140
$
1,560,140
$
1,643,000
$
-
$
2,770,295
$
2,770,295
$
-
430-0000-490-15-18 Original Issues Premium 430-0000-490-15-75 Refunding Bonds
-
17,780,000
17,780,000
-
1,282,438
1,784,325
1,784,325
1,770,969
1,282,438
$ 22,334,620
$ 22,334,620
$
REVENUE TOTAL - DEBT SERVICE FUND $ 14,720,812
$ 37,148,708
$ 37,019,560
$ 17,429,889
430-0000-490-25-82 Transfer In Limited Tax Notes, Series 2013: Sanitation Vehicles, CNG Facility and Recycling Containers - $983,300 C.O., Series 2017: Sanitation Vehicles - $274,000 Public Safety P25 Radios - $249,500 C.O., Series 2017: Drainage Capital Improvement Program - $264,169 TOTAL OTHER FINANCING SOURCES (TRANSFERS) $
246
1,770,969
DEBT SERVICE SUMMARY CATEGORIES PRINCIPAL RETIREMENT INTEREST AND FISCAL CHARGES 430-5700 TOTAL
ACTUAL BUDGET ESTIMATE ADOPTED 2017 2018 2018 2019 $ 9,025,000 $ 10,090,000 $ 10,090,000 $ 9,560,000 5,868,068
6,650,207
6,650,207
7,890,971
$ 14,893,068 $ 16,740,207 $ 16,740,207 $ 17,450,971
247
CAPITAL IMPROVEMENT PROGRAM
248
FY 2019
CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
Capital Improvement Program Budget: This is a separate budget from the operating budget. Items in the CIP are usually capital assets and construction projects designed to improve the value of the government assets.
The Capital Improvement Program (CIP) is a long range plan used to strategically programs projects within the financial limitations of the City. The comprehensive plan is a five year forecast based upon the needs of the community and surrounding area.
PROCESS Departments submitted projects which included both physical infrastructure, as well as, program enhancement features related to services provided to the public. A CIP form was completed for each project. The form includes information on the project such as estimated project cost, possible funding, and estimated annual operating impact. After review by the City Manager, a project list was compiled. Recommended projects for FY 2019 are listed in the attached sections by funding source.
PURPOSE The Capital Improvement Program (CIP) encompasses projects administered by all municipal departments, each serving the City’s uniquely diversified needs. The goal of the CIP is to establish the most effective way to allocate our limited capital improvement dollars to meet these needs. The purpose of the CIP is to prioritize these capital expenditures and to coordinate the timing of the projects selected within a multi-year planning framework.
FUNDING The City of Temple uses four major methods to fund capital projects and other capital spending: the Annual Operating Budget, Federal/State Grant Funds, Debt Financing, and Assigned Fund Balance for Capital Projects (pay-as-you-go). Management recognizes that capital expenditures have the potential to impact current and future operating budgets. Departments with major capital needs must analyze the additional operating expenses and costs related to their capital expenditures and include the impact in their annual operating budget. This impact analysis outlines reasonably quantifiable additional savings or costs (direct or indirect), or other service impacts that result from such capital spending. Regardless of the funding method, City staff must evaluate the impact of such spending.
DEFINITIONS 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. This is the way major streets, bridges, municipal buildings, fire stations and central service facilities are repaired and built. In addition, debt financing distributes the burden of the cost of items with long life spans over more generations of users. Routine Capital: Expenditures which are included in almost every budget, such as heavy equipment and vehicles, data processing hardware, furniture and fixtures, and water line improvements. In general, capital items and equipment under $50,000 are included in the Annual Operating Budget.
ROUTINE AND NON-ROUTINE CAPITAL As of June 30, 2018, routine and non-routine capital improvement projects that are currently underway total $252,687,401. A list of these projects is attached in the section entitled “Routine and Non-Routine Capital – Currently Underway/Scheduled”. The breakdown of these projects by type is as follows:
Non-Routine Capital: Expenditures which are included in the CIP plan. These generally exceed $50,000 and place a significant impact on the operating budget.
249
FY 2019
CAPITAL IMPROVEMENT PROGRAM
CIP Projects Underway/Scheduled
Reinvestment Zone #1 Infrastructure Water & Wastewater Facilities Streets/Related Facilities Parks & Recreation Equipment/Other Drainage Building Construction & Renovations Land Acquisitions Total Projects Underway/Scheduled
in the budget every year and/or have no significant additional impact on the operating budget.
6/30/2018 $ 83,082,983 74,131,449 50,104,373 23,791,099 8,706,210 6,964,325 4,101,200 1,805,762 $252,687,401
Additionally, the FY 2019 Budget includes $65,645,000 in non-routine capital that is recommended for funding with either Combination Tax and Revenue Bonds at $42,445,000, Limited Tax Notes at $1,200,000, or Utility Revenue Bonds $22,000,000. A list of these projects is attached in the section entitled “Non-Routine Capital”. Other non-routine CIP identified projects that are not currently recommended for funding nor included in the budget total is estimated at $282,557,110. These projects are listed in the attached section entitled “Non-Routine - Future Consideration.”
The FY 2019 Budget includes $5,859,880 in routine capital expenditures for all funds. In accordance with current fiscal and financial policies, some of the routine capital is funded with Fund Balance Designated for Capital-Unallocated and Retained Earnings. These funds are accumulated from revenues exceeding budget and expenditures less than budget.
OPERATING IMPACTS OF CAPITAL Depending on the nature of the CIP project, the City’s Annual Operating Budget can be impacted by the Capital Improvement Program Budget. For example, a new fire station would require additional staff, as well as an increase for everyday operational expenditures. Whereas, installation of new technology may result in a decrease in operating expenditures by reducing the use of labor. Operating and maintenance costs of capital projects are carefully reviewed and integrated into the selection and timing of each CIP project. Examples of cost estimates taken into consideration based on project type would include:
As shown in the attached “Routine Capital – Operating Budget” section, budgeted capital items include vehicle and equipment replacements, additions for various departments, general building and grounds repairs, water treatment plant improvements and sewer line replacements. All items are considered routine as they are included
250
•
Drainage Systems - each additional lane mile cost $908 per year to maintain
•
Parks & Recreation – each additional acre of park land cost $4,449 per acre per year to maintain
•
Facilities – each additional square foot of facilities cost $4.47 per year to maintain
•
Streets & Signals – each additional lane mile cost $2,399 per year to maintain
CAPITAL IMPROVEMENT PROGRAM
Wastewater Treatment – average cost of wastewater treated per 1,000 gallons is $2.61
Water Treatment – average cost of water treated per 1,000 gallons is $1.08
Departments typically absorb the operating and maintenance costs within their own budgets. When a department is not able to absorb the costs, a supplemental request for operating funds may be approved in their annual operating budget. It is imperative that CIP projects are strategically planned to alleviate unexpected costs to departmental operating budgets. The most significant operating impact on capital for FY 2017 through FY 2021 will stem from the issuance of voter approved General Obligation (GO) Parks bonds. On May 21, 2015, City Council authorized the issuance of the GO Parks bonds for the purpose of constructing, acquiring, improving, renovating, expanding, developing and equipping land and buildings for park and recreational purposes. The projected annual operating impact on the FY 2019 budget related to the issuance of the 2015 GO bonds is $648,779.
251
FY 2019
ROUTINE & NON-ROUTINE CAPITAL Currently Underway/Scheduled
252
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
Reinvestment Zone No. 1 Infrastructure
$
83,082,983
Water & Wastewater Facilities
74,131,449
Streets/Related Facilities
50,104,373
Parks & Recreation
23,791,099
Equipment/Other
8,706,210
Drainage
6,964,325
Building Construction & Renovations
4,101,200
Land Acquisitions
1,805,762
Total of Capital Improvement Projects by Type
$
252,687,401
Reinvestment Zone No. 1 Infrastructure
32.9%
Water & Wastewater Facilities
29.3%
Streets/Related Facilities
19.8%
Parks & Recreation
9.4%
Equipment/Other
Drainage Building Construction & Renovations Land Acquisitions
3.5%
2.8%
1.6%
0.7%
Total = $ 252,687,401
253
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
Project
Roof Replacement - Mayborn Center
Project #
Funding
As of June 30, 2018
Acct #
Project Budget
TBD
Exterior Master Plan Construction, Phase I - Mayborn
101389
Hotel/Motel
240-4400-551-6310
98,890
-
Service Centers A/B/C - Lighting Upgrade {Outdoor}
101403
BUDG-U
520-5000-535-6310
24,517
24,517
Complete
June-18
Security Upgrade at Service Center - Video Surveillance and Door Access Control System
101404
LTN-16 BUDG-U
364-3800-519-6310 520-5000-535-6310
84,199
84,198
In Progress
Aug-18
Upgrade Gate - Service Center
101405
LTN-16 BUDG-U
364-3800-519-6310 520-5000-535-6310
73,096
63,689
In Progress
Aug-18
Replace 2nd Floor Carpet - Library
101481
LTN-16
364-4000-555-6310
112,087
110,897
Substantially Complete
July-18
FY 2017 - Roof Major Repairs & Replacements
101516
BUDG-17
110-5924-519-6310
69,387
30,518
In Progress
Sept-18
FY 2017 - General Building Paint & Repairs
101517
BUDG-17
110-5924-519-6310
17,102
622
Planning
Sept-18
New Vestibule - Summit Fitness Center
101548
BUDG-18
110-5932-551-6310
53,400
8,850
In Progress
Dec-18
Security System - Municipal Court Building
101622
BUDG-17
110-1800-525-6218
35,000
33,451
Complete
Nov-17
Public Works Training Room Partial Remodel {Environmental Programs Suite}
101626
BUDG-U
520-5200-535-6310 520-5400-535-6310
67,322
67,320
Complete
Dec-17
Walk-in Cooler - Animal Services
101650
BUDG-18
110-5921-529-6211
17,465
17,465
Complete
Jan-18
Facility Upgrades - Animal Services
101651
BUDG-18
110-5921-529-6310
10,000
-
Planning
Sept-18
Office Remodel - CMO
101654
BUDG-18
110-5911-513-6310
82,457
38,042
In Progress
Sept-18
Roof Replacement, Bldg A - Service Center
101659
BUDG-18
75,000
-
Planning
Sept-18
Facility Upgrade, Phase 1A - Clarence Martin (Paint/Window Work)
101691
BUDG-18
110-5924-519-6310 292-2900-534-6310 520 5000 535 6310 110-5932-551-6310
18,000
-
Planning
Sept-18
Facility Upgrade, Phase 1B - Clarence Martin (Brick Work with Engineering)
101692
BUDG-18
110-5932-551-6310
35,400
6,600
In Progress
Sept-18
Santa Fe - HVAC Improvements (Additional Funding in LoanStar Loan Program)
101751
Hotel/Motel
240-7000-551-6310
78,918
-
Planning
Nov-18
Security Cameras - Mayborn Center
101826
Hotel/Motel
240-4620-551-6211
23,920
22,417
In Progress
Aug-18
Amtrack Vistor Center {Design}
101832
Hotel/Motel
240-4620-551-6310
11,000
11,000
Planning
Sept-18
Downtown Lighting
101836
BUDG-18
110-3795-524-6310
60,000
-
Planning
TBD
Human Resources - Department Remodel
101848
BUDG-18
110-2700-515-6310 110-5927-515-6310
30,050
28,066
Substantially Complete
July-18
Facility Services Relocation
101851
BUDG-18 LTN-16
110-5924-519-6310 364-2400-519-6310
20,000
7,434
In Progress
Aug-18
Lighting Upgrades - Multi Facility {LoneSTAR Loan Program}
Multi
LSL-17
358-XXXX-XXX-6310
398,117
376,274
In Progress
Sept-18
HVAC Improvements - Multi Facility {LoneSTAR Loan Program}
Multi
LSL-17
358-XXXX-XXX-6310
2,393,963
1,902,182
In Progress
Nov-18
Complete
Apr-18
$
211,910
On Hold
240-4400-551-6310
4,101,200
$
Scheduled Completion
Hotel/Motel
$
211,910
Status
101057
Total Building Construction & Renovations
$
Actual Commit / Spent
In Progress
Aug-18
3,045,451
Meadows, Phase IV - Tanglehead Development {KAM Homebuilders}
101467
Drainage
292-2900-534-6312
97,924
85,893
Meadowbrook/Conner Park Drainage
101592
Drainage CO-18D
292-2900-534-6312 353-2900-534-6714
1,798,245
1,721,443
Construction
Sept-18
Azalea Drive Drainage Improvements
101636
123,593
In Progress
Apr-19
101637
292-2900-534-6312 353-2900-534-6712 292-2900-534-6312 353-2900-534-6713
1,223,468
Ave T & Ave R Drainage Improvements
Drainage CO-18D Drainage CO-18D
1,248,300
164,900
Engineering
May-19
Ave D & 14th Street Drainage Improvements
101638
Drainage
292-2900-534-6312
525,150
42,570
On Hold
TBD
Drainage Master Plan Modeling Assessment
101777
Drainage CO-18D
292-2900-534-6510 353-2900-534-6710
1,330,500
734,500
Engineering
Dec-18
Hogan Road Developer Agreement {Kiella Development, Inc.}
101802
Drainage
292-2900-534-6312
305,900
305,900
Cost Sharing Agreement Authorized
TBD
254
(continued)
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
Project
Westfield Developer Agreement {Kiella Development, Inc.}
Azalea Drive Developer Agreement {Patco Construction, LLC}
As of June 30, 2018
Project #
Funding Drainage
292-2900-534-6312
101860
CO-18D
353-2900-534-6715
101822
Acct #
Total Drainage
Project Budget
$
70,510
Actual Commit / Spent
$
364,328
$
6,964,325
70,509
364,328
$
Status
Cost Sharing Agreement Authorized Cost Sharing Agreement Authorized
Scheduled Completion TBD
Jan-19
3,613,636
WTP - Upgrade Existing Cable Trays and Wiring to Accommodate Additional SCADA Capacity, Control Capabilities, and Programming Modifications Main Street Facade
101074
BUDG-U
520-5100-535-6218
60,466
60,466
Complete
Jan-18
101144
BUDG-17
110-3795-524-6310
44,172
44,171
Complete
Jan-18
Advanced Metering Infrastructure
101173
BUDG-U Util-RE
520-5300-535-6250 520-5900-535-6250
1,275,000
630,755
Construction
Dec-18
Replace Defibrillator Monitor
101519
BUDG-17
110-5900-522-6211
26,093
-
Planning
Sept-18
Pickup Truck - Building Inspector - Permits **Addition to Fleet**
101525
BUDG-17
110-5947-519-6213
22,920
22,920
Complete
Oct-17
Replace Planning/Inspection/Land Management Software
101527
BUDG-17 BUDG-U
110-5919-519-6221 520-5000-535-6221
16,974
4,320
Complete
June-18
Pickup - Aquatics - Parks **Addition to Fleet**
101538
BUDG-17
110-5935-552-6213
42,600
42,600
Complete
Dec-17
Unmarked Vehicle with Radio - Lt Admin **Addition to Fleet**
101539
BUDG-17
110-2011-521-6213
24,024
24,024
Complete
Dec-17
Unmarked Vehicle - Lt. Professional Standards Unit **Addition to Fleet**
101540
BUDG-17
110-2011-521-6213
24,024
24,024
Complete
Dec-17
Explorer with MDT & Radio - SRO **Addition to Fleet**
101541
BUDG-17
110-2020-521-6213
49,951
49,951
Complete
Oct-17
Unmarked Vehicle with Radio - SVU **Addition to Fleet**
101542
BUDG-17
110-2011-521-6213
24,023
24,024
Complete
Dec-17
Replace (8) Marked Units - Police
101543
BUDG-17
110-2031-521-6213 110-5900-521-6213
380,454
380,453
Complete
Oct-17
Replace (3) Unmarked Units - Police
101544
BUDG-17
110-5900-521-6213
94,612
94,612
Complete
Oct-17
Replace (10) Radios
101545
BUDG-17
110-5900-521-6224
25,880
25,880
Complete
Oct-17
Radios and Body Cameras (4)
101546
BUDG-17
110-2031-521-6224
11,708
11,708
Complete
Oct-17
Replace '12 Freightliner/Heil Garbage Truck, Asset #13383
101549
BUDG-17
110-5900-540-6222
280,689
280,689
Complete
Oct-17
Automated Sideloader Garbage Collection Vehicle **Addition to Fleet**
101553
BUDG-17
110-5900-540-6222
280,689
280,689
Complete
Jan-18
Replace '08 Ford F350 Utility Truck, Asset #12588
101561
BUDG-U
520-5400-535-6213
42,885
42,885
Complete
Nov-17
Refurbish Engine #5, Asset #11887
101633
BUDG-17
110-5900-522-6222
110,001
109,974
Complete
June-18
CityWorks AMS Software
101640
77,022
In Progress
Aug-18
101641
110-5919-519-6221 292-2900-534-6221 351-1900-519-6221 520-5000-535-6221 110-2041-521-6221
125,000
NEC Software License Upgrade
BUDG-17 Drainage DESCAP BUDG-U BUDG-17
36,300
36,300
Complete
May-18
Replace '05 Ford F150 Pickup - Animal Services Asset #12134
101652
BUDG-18
110-5921-529-6213
31,000
25,455
Ordered
Sept-18
Replace '07 Ford F150 4X4 - Engineering Asset #12571
101655
BUDG-18
110-5900-533-6213
39,446
30,960
Ordered
Sept-18
Replace '03 Dodge Ram - Facility Services Asset #13402
101656
BUDG-18
110-5924-519-6213
67,948
65,948
Ordered
Sept-18
Quad Truck for Shared Custodial Crew, Asset #'s 12342, 12786
101658
BUDG-18
110-5924-519-6213
33,000
27,544
Ordered
Sept-18
Replace Defibrillator Monitor - Fire
101661
BUDG-18
110-5900-522-6211
35,000
-
Planning
Sept-18
Replace (2) Treadmills - Fire
101662
BUDG-18
110-5900-522-6211
12,907
12,907
Complete
Mar-18 (continued)
255
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
30,562
Status
Ordered
Scheduled Completion
15,000
8,486
In Progress
Sept-18
110-5938-519-62-16
23,586
23,585
Complete
Feb-18
BUDG-18
110-5938-519-62-16
10,000
-
Planning
Sept-18
101668
BUDG-18
110-5960-513-62-13
18,500
17,400
Ordered
Sept-18
Replace '06 Tri-Plex Mower - Golf Asset #12530
101669
BUDG-18
110-5931-551-62-22
35,358
35,358
Complete
Jan-18
Replace '07 Ford F150 - Inspection/Permits Asset #12573
101670
BUDG-18
110-5947-519-62-13
32,000
27,810
Ordered
Sept-18
P25 Radio Migration - Multiple Departments
101671
CO-18
1,084,339
806,921
Complete
Apr-18
Storage Area Network Expansion - ITS
101672
BUDG-18
365-2000-521-6803 365-2200-522-6803 365-3500-552-6803 365-5000-535-6803 110-5919-519-6218
73,139
73,138
Complete
June-18
Replace '99 New Holland TS110 - Parks Asset #10480
101676
BUDG-18
110-5935-552-6222
51,972
51,973
Substantially Complete
July-18
Replace '96 New Holland Tractor - Parks Asset #10090
101677
BUDG-18
110-5935-552-6222
51,973
51,973
Substantially Complete
July-18
Replace '03 Ford F150 - Parks Asset #11625
101678
BUDG-18
110-5935-552-6213
30,000
27,810
Ordered
Sept-18
Replace '05 Dodge Ram 2500 - Parks Asset #12192
101679
BUDG-18
110-5935-552-6213
43,525
43,525
Ordered
Sept-18
Replace '07 Woods Bat Wing - Parks Asset #12507
101680
BUDG-18
110-5935-552-6222
15,245
15,144
Complete
May-18
Replace '07 Ford F150 - Parks Asset #12570
101681
BUDG-18
110-5935-552-6213
27,975
27,810
Ordered
Sept-18
Replace '08 Toro 6700-D - Parks Asset #12773
101682
BUDG-18
110-5935-552-6222
75,328
75,327
Complete
Dec-17
Replace '08 Kubota RTV - Parks Asset #12801
101683
BUDG-18
110-5935-552-6222
19,000
-
Planning
Aug-18
Replace '11 Hustler Super Z - Parks Asset #13375
101684
BUDG-18
110-5935-552-6222
10,772
10,771
Complete
Dec-17
Replace '12 Hustler Super Z - Parks Asset #13462
101685
BUDG-18
110-5935-552-6222
10,772
10,771
Complete
Dec-17
Replace (10) Marked Units - Police Asset #'s 12167, 12173, 12561, 12566, 12567, 12797, 12953, 12960, 13218 and 13222 Van with Equipment for Crash Reconstruction - Police Asset #9945 and #11147
101686
BUDG-18
110-2031-521-6213 110-5900-521-6213
489,190
436,690
Ordered
Aug-18
101687
BUDG-18
110-2032-521-6213 110-5900-521-6213
57,288
57,288
Ordered
Sept-18
101688
BUDG-18
110-5900-521-6213
54,253
41,103
Ordered
Sept-18
101689
BUDG-18
110-5900-521-6213
30,000
25,052
Ordered
Sept-18
Replace Unmarked Unit - Police Asset #12783
101690
BUDG-18
110-5900-521-6213
23,000
19,400
Ordered
Sept-18
Replace '12 Garbage Collection Truck, Asset #13384
101693
CO-18
365-2300-540-6987
324,792
317,186
Complete
May-18
Replace '12 Garbage Collection Truck, Asset #13382
101694
CO-18
365-2300-540-6987
324,792
317,186
Complete
May-18
Replace '07 Garbage Roll-off Truck, Asset #12385
101695
CO-18
365-2300-540-6987
183,000
180,161
Complete
May-18
Replace '08 Garbage Brush Truck, Asset #12579
101697
CO-18
365-2300-540-6987
233,264
224,543
Complete
June-18
Replace '09 Garbage Brush Truck, Asset #12817
101698
CO-18
365-2300-540-6987
233,264
207,833
Complete
June-18
Replace '10 Garbage Brush Truck, Asset #13072
101700
CO-18
365-2300-540-6987
233,264
224,532
Substantially Complete
July-18
Replace '98 International Dump Truck - Streets Asset #10365
101701
BUDG-18
110-5900-531-6222
104,776
-
Planning
Sept-18
Potholing Machine **Addition to Fleet**
101703
BUDG-18
520-5200-535-6211 520-5400-535-6211
46,100
46,100
Complete
Mar-18
Project #
Funding BUDG-18
110-5900-522-62-13
Technology Upgrade - EOC/Training Center - Fire
101664
BUDG-18
110-5900-522-62-18
ARI-HETRA Lift Expansion - Fleet Services
101665
BUDG-18
Oil Dispenser Expansion - Fleet Services
101666
Replace '05 Ford F150 - General Services Asset #12137
Project
Replace '05 Ford Expedition - Fire Asset #12113
Replace (3) BMW Motorcycles for (1) Ford Taurus Police Asset #'s 13709, 13710, 13872 Replace 2001 GMC Pickup - Police Asset #13406
101663
Acct #
Project Budget
$
35,000
Actual Commit / Spent $
Sept-18
(continued)
256
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
27,810
Status
Ordered
Scheduled Completion
32,000
27,810
Ordered
Sept-18
520-5100-535-6213
46,000
40,963
Ordered
Sept-18
BUDG-18
520-5100-535-6213
46,000
40,963
Ordered
Sept-18
101718
GRANT DESCAP
260-2000-521-6218 351-1900-519-6218
73,210
73,209
Complete
Feb-18
Unmarked Vehicle - Deputy Police Chief Position **Addition to Fleet**
101722
BUDG-18
110-2011-521-6213
34,474
34,474
Complete
June-18
Marked Utility Vehicle - Police Officer **Addition to Fleet**
101723
BUDG-18
110-2031-521-6213
57,219
43,669
Ordered
Sept-18
Replace 2015 Ford Police Interceptor, Asset #14047
101773
BUDG-17
110-2031-521-6213
39,200
39,199
Complete
Feb-18
K-9 (JAG Grant)
101779
GRANT
260-2000-521-6211
17,167
-
Planning
Oct-20
Barcode Scanning System
101806
Seized Funds
110-2011-521-6229
9,322
9,322
Complete
Nov-17
FY 2018 Golf Cars Lease - Sammons
101807
BUDG-18
110-3110-551-6213
282,050
282,050
Complete
Jan-18
Dell Server
101808
DESCAP
351-1900-519-6218
20,000
20,000
Complete
Jan-18
SAN - IBM Server
101809
DESCAP
351-1900-519-6218
51,439
51,439
Substantially Complete
July-18
Warrants Interface - WebRMS and Courts
101810
BUDG-18
110-1800-525-6221
33,820
33,820
In Progress
Sept-18
FY 2018 Copier Lease - Multi Dept
101811
BUDG-18
XXX-XXXX-XXX-6212
297,723
297,696
Complete
Dec-17
Panasonic Toughbooks (16)
101815
CO-18
365-2000-521-6218
62,261
62,260
Complete
Mar-18
Replace 2010 Ford Crown Victoria Asset #13217
101816
BUDG-18
110-2031-521-6213
43,669
43,633
Ordered
Sept-18
Citation Software - Police Department
101825
BUDG-18
110-1800-525-6221
60,298
60,297
In Progress
Sept-18
Street Sweeper
101835
BUDG-18
110-3795-524-6222
30,572
30,572
Ordered
Sept-18
Dump Trailer
101852
BUDG-18
110-3700-524-6211
10,000
9,754
Ordered
July-18
Replace 2000 Benford Roller Asset #10982
101856
BUDG-18
110-5900-531-6220
65,000
-
Planning
Aug-18
Skid Steer - Recycling Program
101857
BUDG-18
110-5900-540-6222
51,760
47,676
Ordered
July-18
Fork Lift - Recycling Program
101858
BUDG-18
110-5900-540-6222
32,106
32,106
Ordered
July-18
Replace 2008 F350 Asset #12589
101859
BUDG-18
110-5900-531-6213
52,000
-
Planning
Dec-18
Velocity Migration Ugrade
101861
BUDG-18
110-1800-525-6221
12,687
-
Planning
Dec-18
Project #
Funding BUDG-18
520-5300-535-6213
Replace 2004 Chevrolet Silverado Asset #11925
101706
BUDG-18
520-5200-535-6213
Replace 2006 Chevrolet Silverado Asset #12274
101708
BUDG-18
Replace 2006 Chevrolet Silverado Asset #12275
101709
Body Worn Camera Storage
Project
Pickup Truck for Requested C&D Technician **Addition to Fleet**
101705
Acct #
Total Equipment/Other
Project Budget
$
$
28,000
8,706,210
Actual Commit / Spent $
$
Sept-18
7,174,441
TCIP - Kegley Road, Phase I {ROW}
100346
ROW ESCROW
351-3400-531-6110
189,180
181,556
Complete
Oct-17
Charter Oak Waterline Replacement, Phase II {ROW}
100608
Util-RE
520-5900-535-6110
324,102
278,028
In Progress
Nov-18
TCIP - Hogan Road Improvements {ROW}
100952
CO-12
365-3400-531-6857
515,346
263,251
Complete
May-18
Bird Creek Interceptor {ROW}
101213
Util-RE
520-5900-535-6110
577,134
306,750
In Progress
Dec-18
New Pepper Creek Tank {Property Acquisition}
101944
Util-RE
520-5900-535-6110
100,000
-
Planning
May-19 (continued)
257
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
Project
S Temple Ground Storage and Pump Station {Property Acquisition} SH 317 Ground Storage and Pump Station {Property Acquisition}
As of June 30, 2018
Project #
Funding Util-RE
520-5900-535-6110
101954
Util-RE
520-5900-535-6110
101953
Acct #
Total Land Acquisitions
Project Budget
$
50,000
Actual Commit / Spent $
50,000
$
1,805,762
-
-
$
Status
Scheduled Completion
Planning
May-19
Planning
May-19
1,029,585
Sidewalk/Trail Repair - Wilson, Jackson, Lions & South Temple
101149
BUDG-15
110-5935-552-6310
66,426
45,096
Construction
Sept-18
Caboose Renovations
101303
Hotel/Motel
240-7000-551-6310
21,809
19,115
Construction
Dec-18
Crossroads Athletic Park {RZ Funds in Project 101005}
101311
GO-15
362-3500-552-6402
14,313,691
13,584,794
Construction
Apr-19
Jaycee Park
101312
GO-15
362-3500-552-6403
1,059,145
1,059,144
Complete
Oct-17
Mercer Fields
101317
GO-15
362-3500-552-6408
677,610
58,861
Construction
Mar-19
Oak Creek Park
101319
GO-15
362-3500-552-6410
417,202
416,548
Substantially Complete
July-18
Prairie Park
101321
GO-15
362-3500-552-6412
118,174
59,226
On Hold
TBD
Sammons Community Center
101322
GO-15
362-3500-552-6413
1,995,384
1,994,289
Complete
Jan-18
Scott & White Park
101323
GO-15
362-3500-552-6414
359,474
359,474
Complete
Oct-17
Southwest Community Park
101324
GO-15
362-3500-552-6415
866,736
866,736
Complete
Dec-17
Wilson Recreation Center
101328
1,409,831
Complete
Nov-17
101329
110-5935-552-6310 362-3500-552-6419 364-3500-522-6310 362-3500-552-6420
1,409,832
Wilson South
BUDG-16 GO-15 LTN-16 GO-15
1,343,486
1,320,272
Complete
Apr-18
Linkage Trails - Windham Trail
101466
GO-15
362-3500-552-6406
200,853
193,241
Complete
Apr-18
Trail Repair - Jackson Park
101673
BUDG-18
110-5935-552-6310
35,982
35,982
Complete
June-18
Trail Repair - Wilson Park
101674
BUDG-18
110-5935-552-6310
17,900
3,852
In Progress
Nov-18
Sammons Golf Course Green Improvements
101771
CO-18
365-3100-551-6984
620,000
614,302
Construction
Oct-18
Tennis Court Lights - Summit
101805
BUDG-18
110-5935-552-6310
22,052
22,052
Complete
Apr-18
Friars Creek Fountain
101813
BUDG-18
110-3595-552-6310
13,126
10,126
Complete
Apr-18
South Temple Park Restrooms
101819
BUDG-18 CO-18
110-3500-552-6332 365-3500-552-6988
120,000
10,800
Planning
Dec-18
Friars Creek Trail - Grant Match
101855
CO-18
365-3400-531-6315
50,000
-
On Hold
TBD
Meadow Bend Park
101862
BUDG-18
110-3500-552-6332
33,862
-
Planning
Dec-18
Von Rosenburg Park
101863
BUDG-18
110-3500-552-6332
12,569
-
Planning
Dec-18
West Temple Park
101864
BUDG-18
110-3500-552-6332
15,786
-
Planning
Dec-18
Total Parks & Recreation
$
23,791,099
$
22,083,743
Rail Maintenance
100692
RZ
795-9500-531-6514
283,706
198,384
In Progress
TBD
Road/Sign Maintenance
100693
RZ
795-9500-531-6317
420,331
213,562
In Progress
Sept-18
Little Elm Trunk Sewer
101000
RZ
795-9500-531-6368
1,925,000
1,728,689
Construction
Mar-19
Temple Industrial Park - Outer Loop (IH35 to Wendland)
101000
RZ
795-9600-531-6863 795-9800-531-6863
3,805,000
3,425,571
Engineering
TBD (continued)
258
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
1,849,057
Status
Engineering
Scheduled Completion
2,234,773
2,221,849
Complete
May-18
795-9600-531-6881 795-9800-531-6881
8,400,000
791,428
Engineering
Dec-19
RZ
795-9500-531-6867 795-9800-531-6867
5,925,000
5,925,000
Construction
Apr-19
101006
RZ
795-9800-531-6868
62,101
62,100
On Hold
TBD
Downtown - Santa Fe Plaza
101008
RZ
14,617,538
14,452,871
Construction
Apr-19
TMED - Loop 363 Frontage (UPRR Bridge to 5th TRZ Portion) {AFA - TXDOT} TMED - 31st St./Loop 363 Improvements/Monumentation
101010
RZ
795-9500-531-6870 795-9600-531-6870 795-9800-531-6870 795-9500-531-6872 795-9800-531-6872
6,632,935
6,567,065
Construction
Sept-18
101011
RZ
795-9600-531-6873 795-9800-531-6873
1,495,000
1,013,637
Construction
Dec-18
TMED - Avenue U - 1st Street to 13th Street
101012
RZ
795-9500-531-6874
2,729,185
2,575,666
Complete
Apr-18
Hawn Hotel Work
101029
RZ
795-9500-531-6565 795-9600-531-6565
2,200,000
150,000
Engineering
TBD
Santa Fe Market Trail
101262
RZ
795-9500-531-6566
4,995,100
4,865,639
Construction
May-19
Veteran's Memorial Boulevard, Phase II {Design & ROW}
101263
RZ
795-9500-531-6567
625,000
622,217
On Hold
TBD
R & D Rail Tracks {Design}
101457
RZ
795-9500-531-6568
124,400
124,400
On Hold
TBD
Outer Loop, Phase VI (IH35 South) {Design & ROW}
101585
RZ
795-9500-531-6557 795-9600-531-6557
3,750,000
466,506
Engineering
June-19
Airport Corporate Hangar, Phase III
101586
RZ
795-9500-531-6523
1,712,152
1,712,152
Construction
Aug-18
MLK Festival Fields {Design Only}
101588
RZ
795-9500-531-6569
79,900
79,900
Engineering
Sept-18
TMED South 1st Street, Phase I (Change Order to Project 101010) {AFA - TXDOT} East Outer Loop
101627
RZ
795-9500-531-6570
1,845,000
1,842,755
Construction
Sept-18
101796
RZ
795-9600-531-6890
623,000
622,210
Engineering
TBD
1st Street (Ave B to Central Ave) - {Design} & Ave A (S 3rd to S 2nd) - {Concept Design}
101797
RZ
795-9500-531-6561
296,000
295,260
Engineering
TBD
N 31st Street (Nugent to Central) {Concept Design}
101798
RZ
795-9500-531-6571
212,000
211,600
Engineering
Sept-18
31st Street (Loop 363 to Ave M) & Ave R (31st St to 25th St) {Concept Design} Corporate Hangar, Phase IV (Design)
101799
RZ
795-9500-531-6572
130,000
129,840
Engineering
Sept-18
101800
RZ
795-9500-531-6558 795-9600-531-6558
232,000
231,600
Engineering
Oct-18
Airport FBO Center & Parking Visioning
101801
RZ
795-9500-531-6573 795-9600-531-6573
559,000
118,860
Engineering
Oct-18
Miller Skate Park Shade Structure
101817
RZ
795-9500-531-6870
33,862
33,862
Complete
May-18
Outer Loop, Phase V
101824
RZ
795-9600-531-6813
2,820,000
-
Planning
TBD
1st Street (Ave A to Central)
101839
RZ
795-9600-531-6561
1,280,000
-
Planning
TBD
1st Street Parking Garage
101840
RZ
795-9600-531-6891
5,000,000
-
Planning
TBD
Ave C (MLK to 24th Street)
101841
RZ
795-9600-531-6892
2,540,000
-
Planning
TBD
Santa Fe Plaza Parking Design
101842
RZ
795-9600-531-6893
170,000
-
Planning
TBD
Santa Fe Plaza Parking 9th-11th
101843
RZ
795-9600-531-6894
155,000
-
Planning
TBD
Project #
Funding RZ
795-9800-531-6864
101002
RZ
795-9500-531-6865 795-9800-531-6865
Corporate Campus Park - Outer Loop (McLane Pkwy to Center Point Pkwy) {Design & ROW} Crossroads Park @ Pepper Creek Trail {Park Bond Funds in Project 101311}
101004
RZ
101005
Synergy Park - Entry Enhancement {Design}
Project
Temple Industrial Park - Outer Loop (Wendland to McLane Pkwy) {Design & ROW} Corporate Campus Park - Bioscience Trail Connection to Airport (Extending Trail to 36)
101001
Acct #
Project Budget
$
2,260,000
Actual Commit / Spent $
TBD
(continued)
259
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
Scheduled Completion
-
Planning
TBD
750,000
-
Planning
TBD
1,060,000
1,059,652
Construction
Apr-19
1,200,413
Construction
Oct-18
2,756,536
2,756,536
Complete
Apr-18
Funding RZ
795-9600-531-6527
Industrial Boulevard Overlay
101845
RZ
795-9600-531-6512
650,000
Corporate Campus Property Acquisition
101846
RZ
795-9500-531-6110
1st Street (Ave A to Ave B)
101847
RZ
795-9500-531-6551
TXDOT / PTF Bonds CO-18 CO-12
365-3400-531-6888
1,355,550
365-3400-531-6874
Rail Backage Road Design
101844
Acct #
Status
Project #
Project
Total Reinvestment Zone No. 1 Infrastructure
Project Budget
$
$
450,000
83,082,983
Actual Commit / Spent $
$
-
Planning
TBD
53,591,332
Kegley Road, Phase I
100346
Ave U - Scott & White to 1st/13th- 17th {Construction}
100718
Hogan Road Improvements
100952
CO-12 CO-18
365-3400-531-6857
2,977,650
279,200
Engineering
June-20
Westfield Boulevard Improvements, Phase II
100970
CO-12
365-3400-531-6859
2,792,210
2,573,807
In Progress
Apr-19
Outer Loop, Phase IIIB
101121
365-3400-531-6813
7,227,455
1,424,664
Engineering
Aug-19
S Pea Ridge Developer Agreement {WBW Development, LTD}
101214
CO-12 CO-14 CO-18 CO-18
365-3400-531-6860
150,000
150,000
TBD
East Temple - Greenfield
101234
CO-12
365-3400-531-6884
75,792
-
Cost Sharing Agreement Authorized On Hold
Prairie View, Phase II (N Pea Ridge to FM 2483)
101257
GRANT CO-14
260-3400-531-6862 365-3400-531-6862
10,432,363
8,896,946
Construction
Jan-19
SH317 Sidewalks {AFA - TXDOT}
101285
CO-14
365-3400-531-6315
200,000
200,000
Construction
Sept-18
Meadows, Phase IV - Tanglehead Development {KAM Homebuilders}
101467
CO-14
365-3400-531-6889
11,525
10,109
Complete
Apr-18
Traffic Signal - Kegley Rd @ West Adams {Engineering}
101490
CO-16
365-2800-532-6810
52,249
45,054
Engineering
Dec-18
South Pea Ridge Sidewalk
101497
CO-16
365-3400-531-6315
86,822
86,821
Complete
Apr-18
Ave U Drainage Improvements @ Summit {Construction}
101581
CO-16
365-3400-531-6874
109,355
109,354
Complete
Apr-18
Kegley Road, Phase II
101606
CO-16 CO-18
365-3400-531-6888
5,163,800
450,042
Engineering
July-19
Kegley Road, Phase III & IV {Preliminary Design & ROW}
101607
CO-16 CO-18
365-3400-531-6888
1,176,090
748,643
Engineering
Sept-18
Traffic Signal Upgrade - N Kegley @ Airport Rd
101611
CO-16
365-2800-532-6810
224,650
216,360
Construction
Dec-18
Traffic Signal Upgrade - Adams @ Greenview
101612
CO-16
365-2800-532-6810
291,650
247,521
Construction
Dec-18
Restripe Midway Drive/Tarver Drive
101631
CO-16
365-3400-531-6527
19,244
19,244
Complete
Oct-17
Dairy Road Improvements
101632
CO-16
365-3400-531-6982
127,105
83,722
Substantially Complete
July-18
Sidewalk/Transportation Enhancements
101711
GRANT
260-6100-571-6315
25,000
19,780
Engineering
June-19
Legacy Pavement Preservation Program - FY 2018
101712
CO-18
365-3400-531-6527
3,110,000
2,818,690
Substantially Complete
July-18
N Pea Ridge, Phase I {Design & ROW}
101713
CO-16 CO-18
365-3400-531-6985
2,185,000
469,550
Engineering
Jan-19
Outer Loop, Phase IV {Design & ROW}
101714
CO-16 CO-18
365-3400-531-6813
2,400,000
845,300
Engineering
Apr-19
Poison Oak, Phase I & II
101715
CO-16 CO-18
365-3400-531-6886
4,205,000
1,083,762
Engineering
Sept-20
Scott Boulevard Sidewalk {Highline Temple 39, LLC}
101720
CO-16
365-3400-531-6315
18,752
18,751
Complete
Apr-18
TBD
(continued)
260
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
Funding CO-16
365-3400-531-6857
S 31st Street Sidewalk - TXDOT AFA
101804
261-3400-531-6315 365-3400-531-6532
429,253
415,000
Homeless Veterans Project Development Agreement {Habitat for Humanity}
101818
TxDOT / PTF Bonds CO-18 CO-18
365-3400-531-6884
15,000
15,000
Westfield Developer Agreement {Kiella Development, Inc.}
101822
CO-18
365-3500-552-6516
388,964
388,964
Outer Loop, Phase V {ROW}
101824
CO-18
365-3400-531-6813
170,000
167,366
S 5th Street Sidewalk - Cost Sharing Agreement {WBW Development, Ltd}
101827
CO-18
365-3400-531-6315
73,619
73,619
Grant Match Sidwalks/Trail Connections
101829
CO-18
365-3400-531-6315
58,673
-
Signal Backup Generators (5)
101830
CO-18
365-2800-532-6810
13,000
Malfunction Management Units (80) - Signal Upgrades
101833
CO-18
365-2800-532-6810
Video Detection Equipment - Signals
101850
CO-18
Azalea Drive Developer Agreement {Patco Construction, LLC}
101860
CO-18
Hogan Road Developer Agreement {Kiella Development, Inc.}
101802
Acct #
Project Budget
Actual Commit / Spent
Project #
Project
$
800,240
$
800,240
Status
Cost Sharing Agreement Authorized Engineering
Scheduled Completion TBD
Jan-20
Cost Sharing Agreement Authorized Cost Sharing Agreement Authorized Complete
Aug-18
Cost Sharing Agreement Authorized Planning
TBD Dec-18
12,900
Complete
Mar-18
225,000
219,525
Construction
Sept-18
365-2800-532-6810
74,663
74,663
Construction
Sept-18
365-3400-531-6715
682,163
682,163
Cost Sharing Agreement Authorized
Jan-19
Total Streets/Related Facilities
$
50,104,373
$
TBD Mar-18
27,603,709
South Temple Water System Improvements: Pipeline, Storage Tank, and Pump Station {Design & ROW} TCIP - Kegley Road Utility Improvements, Phase I
100333
UR-08
561-5200-535-6909
675,547
675,547
Complete
Oct-17
100346
BUDG-U
520-5200-535-6357
110,000
84,724
Construction
Oct-18
Charter Oak Waterline Replacement, Phase II
100608
UR-15 UR-17
561-5200-535-6939
4,791,792
1,109,388
Engineering
Sept-19
TXDOT I-35 Utility Relocation Project: North Loop 363 to Northern Temple City Limits {Engineering Only} TXDOT I-35 Utility Relocation Project: South Loop 363 to Nugent {Engineering Only} TXDOT I-35 Utility Relocation Project: Nugent to North Loop 363 {Engineering Only} TCIP - Ave U from Scott & White to 1st/13th-17th
100682
TxDOT
520-5900-535-6618
193,240
193,240
Construction
Mar-19
100687
TxDOT
520-5900-535-6618
544,852
492,690
Construction
Mar-19
100688
TxDOT
520-5900-535-6618
456,838
404,675
Construction
Mar-19
100718
UR-15
561-5200-535-6969
16,150
16,150
Complete
Apr-18
Leon River Trunk Sewer, Lift Station and Force Main
100851
UR-10
561-5400-535-6941
5,823,956
5,808,517
Construction
Sept-18
TCIP - Hogan Road Waterline Improvements
100952
UR-15 UR-17
561-5200-535-6983
2,065,100
214,071
Engineering
June-20
TCIP - Westfield Blvd Utility Improvements, Phase II
100970
BUDG-U
520-5200-535-6357
127,096
106,474
Construction
Apr-19
Bird Creek Interceptor, Phase IV {Design Only}
100980
UR-15
561-5400-535-6925
576,035
516,190
Engineering
TBD
Utility Improvements - FY 2014 {Greenfield Development}
101064
BUDG-U
520-5000-535-6370
312,893
-
On Hold
TBD
Temple-Belton WWTP Expansion, Phase II {Engineering Only}
101086
Util-RE UR-15
520-5900-535-6310 561-5500-535-6938
1,589,623
1,589,623
Engineering
Oct-19
WTP Improvements - Tasks 1-3 {Preliminary Engineering Only}
101087
UR-15
561-5100-535-6954
242,832
242,832
Engineering
Dec-18
WTP Improvements - Tasks 4-6 {Preliminary Engineering Only}
101088
UR-15
561-5100-535-6959
141,315
141,315
Engineering
Oct-18
Install Backup Generators Pump Station (2), Mobile (1)
101089
BUDG-U UR-15
520-5100-535-6310 561-5100-535-6960
1,490,250
1,480,970
Complete
Apr-18
TCIP - Outer Loop, Phase III-B {Utilities}
101121
Util-RE UR-15
520-5900-535-6521 561-5200-535-6813
1,282,087
-
Engineering
Aug-19
Water/Wastewater Replacement 2nd & 4th; Ave C to Adams Ave
101186
Util-RE
520-5900-535-6521
83,715
83,715
On Hold
TBD
(continued)
261
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
813,489
Status
Complete
Scheduled Completion
499,200
419,974
In Progress
Feb-19
520-5400-535-6361 561-5400-535-6964
3,460,000
3,164,348
Construction
Oct-18
BUDG-U UR-15
520-5100-535-6222 561-5100-535-6931
756,960
756,960
Complete
Oct-17
101257
Util-RE
520-5900-535-6521
850,000
708,214
Construction
Jan-19
WTP Membrane Plant - Repaint Piping, Floors, and Concrete Slab
101420
BUDG-U
520-5100-535-6310
494,000
18,275
Engineering
Mar-19
Ave G & Loop 363 Pump Stations - Install Overhead Monorail and Chain Hoist System
101433
BUDG-U
520-5100-535-6222
100,000
-
On Hold
TBD
WTP Conventional - Lab Upgrades
101452
BUDG-U
520-5100-535-6310
134,172
11,564
On Hold
TBD
Meadows, Phase IV - Tanglehead Development {KAM Homebuilders}
101467
BUDG-U
520-5400-535-6361
1,489
1,306
Complete
Apr-18
Shallowford Lift Station Reconstruction & Relocation
101475
UR-15 UR-17
561-5400-535-6905
8,245,490
7,119,954
Construction
July-19
Jackson Park Vicinity Water & Wastewater Line Improvements
101476
Util-RE UR-15
520-5900-535-6361 561-5400-535-6970
1,696,043
1,695,794
Construction
Sept-18
Bird Creek Interceptor, Phase V
101477
520-5400-535-6361 561-5400-535-6925
2,591,370
77,561
Engineering
May-19
Highland Park Water Lines {Stellar Development}
101488
BUDG-U UR-15 UR-17 Util-RE
520-5900-535-6366
152,844
152,844
TBD
Western Hills Waterline Improvements, Phase II
101503
Util-RE UR-15
520-5900-535-6357 561-5200-535-6950
2,080,026
2,058,635
Cost Sharing Agreement Authorized Complete
June-18
Force Main - Shallowford to TBP
101512
520-5900-535-6352 561-5400-535-6211
4,275,100
509,109
Construction
May-19
WTP Clarifiers #1 & #2 Rehabilitation
101571
Util-RE UR-15 UR-17 BUDG-U
520-5100-535-6310
468,122
449,946
Complete
May-18
East Temple Utility Improvements
101575
UR-15
561-5200-535-6974
300,000
-
On Hold
TBD
WTP Chlorine Storage Safety
101591
BUDG-U UR-15
520-5100-535-6310 561-5100-535-6976
883,976
883,976
Construction
Sept-18
TCIP - Kegley Road Utility Improvements, Phase II
101606
BUDG-U
520-5200-535-6357
514,000
-
Engineering
July-19
TCIP - Kegley Road, Phase III & IV {Preliminary Design}
101607
UR-15
561-5200-535-6888
39,600
39,600
Engineering
Sept-18
WTP Improvements - Tasks 2 - MWTT Optimization
101613
UR-15
561-5100-535-6954
45,978
20,810
Engineering
Dec-18
WTP Improvements - Tasks 3 - Lagoon Improvements {Final Engineering}
101614
UR-15 UR-17
561-5100-535-6954
592,190
278,597
On Hold
TBD
WTP Improvements - Tasks 6 - Membrane Reverse Filtration Header Replacement {Final Engineering & Construction} Williamson Creek Trunk Sewer
101616
UR-15
561-5100-535-6959
295,683
295,682
Complete
Oct-17
101628
UR-15 UR-17
561-5400-535-6980
3,855,379
1,040,112
Engineering
Nov-19
Knob Creek Trunk Sewer {Design of Phase I-V}
101629
Util-RE
520-5900-535-6631
2,268,126
1,248,126
Engineering
July-19
FY 2018 - Approach Mains
101702
BUDG-18
520-5000-535-6369
500,000
-
Planning
Sept-18
FY 2018 - Wastewater Line Projects
101704
BUDG-18
520-5400-535-6361
21,749
-
Planning
Sept-18
FY 2018 - Water Line Improvement Projects
101707
BUDG-18
520-5200-535-6357
35,063
-
Planning
Sept-18
FY 2018 - Replace Membrane Modules
101710
BUDG-18
520-5100-535-6211
378,000
-
Planning
Nov-18
TCIP - N Pea Ridge, Phase I {Design & ROW}
101713
Util-RE
520-5900-535-6985
584,900
54,900
Engineering
Jan-19
TCIP - Outer Loop, Phase IV {Design & ROW}
101714
UR-15
561-5200-535-6813
84,000
84,000
Engineering
Apr-19
Project #
Funding Util-RE
520-5900-535-6361
WW Master Plan Update
101197
Util-RE
520-5900-535-2616
Old Town South Sewer Line (3rd & 11th/Ave D to Ave H & 3rd & 9th/Ave K to Ave N) WTP - High Voltage Transfer MCC Replacement
101201
BUDG-U UR-15
101206
TCIP - Prairie View Utility Improvements, Phase II (N Pea Ridge to FM 2483)
Project
SLR - N 5th St to Jackson Creek
101193
Acct #
Project Budget
$
813,490
Actual Commit / Spent $
Dec-17
(continued)
262
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
Project #
Funding UR-15
561-5200-535-6986
North Gate Subdivision, Utility Extension {West Tanglefoot Development, Inc}
101719
Util-RE
520-5900-535-6368
Temple-Belton WWTP Expansion, Phase I {Construction}
101774
UR-17
Hogan Road Developer Agreement {Kiella Development, Inc.}
101802
Everest Rehabilitation - Wastewater Line {Temple Economic Development Corp}
Project
TCIP - Poison Oak Utility Improvements, Phase I & II {Design}
101715
Acct #
Project Budget
$
125,000
Actual Commit / Spent $
Status
123,429
Engineering
440,461
440,461
561-5500-535-6938
10,100,000
9,755,910
Cost Sharing Agreement Authorized Construction
Util-RE
520-5900-535-6368
169,286
169,286
101803
BUDG-18
520-5400-535-6361
334,000
334,000
317 Waterline Relocation, East Side
101814
UR-17
561-5200-535-6907
17,800
17,800
Homeless Veterans Project Development Agreement {Habitat for Humanity}
101818
BUDG-U
520-5000-535-6370
30,000
30,000
Conventional Water Treatment Plant Emergency Repair
101821
BUDG-U
520-5100-535-6310
50,000
31,940
Wastewater Line Developer Agreement {Cedon Realty, Ltd}
101823
BUDG-U
520-5400-535-6361
36,751
36,751
Turbine Pump at Membrane Water Treatment Plant
101828
BUDG-U
520-5100-535-6211
11,563
Scott Elevated Storage Tank Rehabilitation
101834
BUDG-U UR-17
561-5100-535-6954
Azalea Drive Developer Agreement {Patco Construction, LLC}
101860
Util-RE
WTP - Disinfection Byproduct Reduction Initiative {Design}
101902
Gateway Center Area Utility Improvements
Cost Sharing Agreement Authorized Cost Sharing Agreement Authorized Complete
Scheduled Completion Sept-20 TBD Mar-19 TBD Sept-18 Jan-18
Cost Sharing Agreement Authorized Complete
Aug-18
TBD
11,563
Cost Sharing Agreement Authorized Construction
Sept-18
1,350,000
24,800
Engineering
Jan-19
520-5900-535-6362
305,412
305,412
Jan-19
UR-17
561-5100-535-6992
500,000
-
Cost Sharing Agreement Authorized Planning
101943
Util-RE
520-5900-535-6521
500,000
-
Planning
TBD
MWTP - Upgrade Turbidity Analyzers
101945
Util-RE
520-5900-535-6211
100,000
-
Planning
TBD
Waterline Pressure Monitors (20) - Link to SCADA
101946
Util-RE
520-5900-535-6211
100,000
-
Planning
TBD
WTP - Clarifier #3 Rehabilitation
101947
UR-17
561-5100-535-6990
750,000
-
Planning
TBD
New Pepper Creek Storage Tank {Design}
101948
UR-17
561-5100-535-6991
500,000
-
Planning
TBD
57th - 43rd, Ave R - Ave Z Utility Improvements {Design}
101949
UR-17
561-5200-535-6994
500,000
-
Planning
TBD
Garden District Utility Improvements {Design}
101950
UR-17
561-5200-535-6995
300,000
-
Planning
TBD
West Temple Distribution Line {Design}
101951
UR-17
561-5200-535-6996
200,000
-
Planning
TBD
Apache Elevated Storage Tank Rehabilitation {Design}
101952
UR-17
561-5100-535-6993
100,000
-
Planning
TBD
Hidden Villages Subdivision, Utility Extension {Sears-Bond LP}
520004
Util-RE
520-5900-535-6366
54,685
54,685
TBD
Hills of Westwood, Phase IV, Utility Extension {Kiella Family, Ltd}
540003
Util-RE
520-5900-535-6368
16,220
16,220
Cost Sharing Agreement Authorized Complete
Total Water & Wastewater Facilities
$
Total Capital Projects
74,131,449
$ 252,687,401
263
$
46,416,157
$ 164,558,054
Mar-18
TBD
Mar-18
PROJECTS CURRENTLY UNDERWAY/SCHEDULED
As of June 30, 2018
Reinvestment Zone No. 1
$
83,082,983
Utility Revenue Bonds (2015,2017)
52,845,016
Combination Tax & Revenue CO Bonds (2016,2018)
46,200,590
Parks GO Bonds (2015)
22,609,187
Water Fund - Retained Earnings
14,086,161
Grant Funds
7,793,187
Budgeted Capital - Utility Fund
7,487,860
Drainage Fund - Designated from Fund Balance and CO Bonds (2018)
6,969,975
Budgeted Capital - General Fund
6,458,067
LoanSTAR Loan Program *
2,792,080
TxDOT Reimbursable Utility Agreements *
1,194,930
Hotel-Motel Fund - Designated from Fund Balance *
446,447
Limited Tax Notes (2016) *
320,282
General Fund - Designated from Fund Balance/Other *
289,091
TXDOT Pass Through Financing *
111,545
Total Capital Improvement Projects {by funding source}
$
252,687,401
32.9%
Reinvestment Zone No. 1
20.9%
Utility Revenue Bonds (2015,2017)
18.3%
CO Bonds (2016,2018)
8.9%
Parks GO Bonds (2015)
5.6%
Water Fund ‐ Retained Earnings Grant Funds
3.1%
Budgeted Capital ‐ Utility Fund
3.0%
Drainage Fund ‐ Fund Balance & CO Bonds (2018)
2.8%
Budgeted Capital ‐ General Fund
2.5%
Other *
2.0%
* Funding source is reflected in "Other" on graph
264
Total = $ 252,687,401
ROUTINE CAPITAL FY 2019 Capital Expenditures
265
FY 2019
ADOPTED BUDGETED CAPITAL EXPENDITURES
Capital Budget
Estimated Annual Operating Costs
Acct #
Line
Project #
110-5900-560-62-22
1
101867
Shredder
110-5900-560-63-10
2
101868
Airfield Lighting/Wiring (AIP Grant) - Engineering Only
110-5900-524-62-13
3
101869
110-5900-524-62-13
4
101870
Replace 2005 F150 Reg Cab (Asset # 12136) Replace 2008 F350 / Upgrade F250 Crew Cab w Utility Body (Asset # 12920)
110-5924-519-62-13
5
101871
110-5924-519-62-13
6
101872
110-5924-519-63-10
7
101873
Replace 2001 Dodge / Upgrade to F250 Reg Cab w Utility Body & Lift Gate (Asset # 10638) Replace 2005 F150 / Upgrade to F150 Crew Cab (Asset # 12135) Facility Improvements
110-5900-522-62-11
8
101878
Replace (2) Cardiac Monitors
110-5938-519-63-10
9
101879
Vehicle Exhaust System Update/Repair
110-5938-519-62-11
10
101880
Welding Fume Extractor
110-5938-519-62-16
11
101881
Pro-Cut On Car Brake Lathe
Fleet Services Total
$
41,700
$
110-3110-551-62-13
12
101936
Golf Cars GPS Screens
$
103,226
$
$
103,226
$
-
$
33,120
$
25,500
Project Description $
Airport Total
Code Compliance Total
Facility Services Total
Fire Total
Golf Total
18,000
$
-
32,000
$
50,000
$
32,000
Replacement
45,000
Replacement
$
-
$
77,000
$
43,000
Replacement
34,000
Replacement
$
-
-
76,500
$
153,500
$
$
65,000
$
$
65,000
$
$
19,500
$
-
-
8,200
-
14,000
-
-
110-5927-515-62-21
13
101882
Cornerstone Performance Management Module
110-5927-515-62-21
14
101883
Cornerstone Client Success Module
110-5927-515-62-21
15
101884
Cornerstone HR Core Module
Human Resources Total
$
121,620
110-5947-519-62-13
16
101885
Replace 2008 F150 Reg Cab (Asset # 12821)
$
32,000
$
32,000
$
43,000
Replacement
32,000
Replacement
Inspections/Permits Total 110-5935-552-62-13
17
101887
Replace 2006 Ford F350 (Asset # 12356) Replace 2006 Chevy Truck (Asset # 12345) 3/4 Ton Truck - Irrigation Technician ****ADDITION TO FLEET**** Trailer - Irrigation Technician ****ADDITION TO FLEET****
110-5935-552-62-13
18
101888
110-3500-552-62-13
19
101889
110-3500-552-62-11
20
101890
110-5900-521-62-13
21
101891
110-5900-521-62-13
22
101892
110-5900-521-62-13
23
101894
110-5900-521-26-16
24
101895
Replace Marked Unit - SRO (Asset # 13223) Replace (10) Marked Units - Patrol (Asset #'s 12789-12791, 12796, 12798, 12799, 12954, 12957, 12961, 13288) Police Utility Vehicle - Sergeant ****ADDITION TO FLEET**** Study for Firing Range
110-5900-521-25-15
25
101893
Axon Evidence Management Software System
Parks Total
Police Total
8,500
8,500
80,000
60,000
$
94,000 Replacement
$
-
43,000
2,275
5,000
135
$
123,000
$
47,750
Replacement
477,500
Replacement
$
$
2,410
57,750
1,975
25,000
-
330,000
330,000
938,000
$
331,975 (Continued)
266
FY 2019
ADOPTED BUDGETED CAPITAL EXPENDITURES
Acct #
Line
Project #
110-5932-551-63-64
26
101897
Pool Floor Plaster - Sammons Indoor Pool
110-5932-551-63-10
27
101898
Replace Existing Sound Panels - Sammons Indoor Pool
110-5932-551-62-13
28
101899
110-5932-551-63-64
29
101900
Replace 2001 Chevrolet Astro (Asset # 11143) Small Train Slide Refurbishment - Lions Junction Family Water Park
110-5932-551-62-10
30
101901
New Exterior Lockers - Lions Junction Family Water Park
110-5900-540-62-16
31
101903
Replace Pressure Washer # 2
110-5900-540-62-22
32
101904
110-5900-540-62-22
33
101905
Skid Steer # 2 - Recycling Program ****ADDITION TO FLEET**** Lift Truck # 2 - Recycling Program ****ADDITION TO FLEET****
110-5900-531-62-13
34
101910
110-5900-531-62-22
35
101912
110-5900-531-62-22
36
101913
Recreation Total
Solid Waste Total
292-2900-534-62-22
37
101914
292-2900-534-62-22
38
101915
292-2900-534-62-22
39
101916
292-2900-534-62-22
40
101917
292-2900-534-62-11
41
101918
292-2900-534-62-13
42
101919
Capital Budget
Project Description
Replace 2008 F250 (Asset # 12867) Replace 1995 F800 Water Truck (Asset # 9837) Replace Walk-Behind Street Saw (Asset # 520)
$
Estimated Annual Operating Costs
20,000 $
-
8,500 Replacement
32,200 5,270
-
6,500
-
$
72,470
$
6,000
$
Replacement
51,490
480
30,959
480
$
88,449
$
32,000
Replacement
79,000
Replacement
8,000
Replacement
$
960
Street Total
$
119,000
$
General Fund Total - Capital
$
1,984,965
$
$
112,500
Replacement
240,000
Replacement
Replace 2000 Freightliner Dump Truck (Asset # 10942) Replace 2009 International Street Sweeper (Asset # 13120) 72" Cut Zero Turn Mower (New Drainage Maintenance Crew) ****ADDITION TO FLEET**** 192" Cut Batwing Mower (New Drainage Maintenance Crew) ****ADDITION TO FLEET**** Trailer for Equipment (New Drainage Maintenance Crew) ****ADDITION TO FLEET**** 1 Ton Crew Cab Pick w Utility Body (New Drainage Maintenance Crew) ****ADDITION TO FLEET****
429,345
12,000
3,090
98,000
3,090
10,000
135
52,000
2,025
Drainage Total
$
524,500
$
8,340
Drainage Fund Total - Capital
$
524,500
$
8,340
500,000 $
-
520-5000-535-63-69
43
101921
FY 2019 - Approach Mains
$
520-5400-535-62-13
44
101923
520-5400-535-62-13
45
101924
520-5400-535-62-13
46
101925
520-5400-535-62-13
47
101926
520-5400-535-62-13
48
101927
520-5400-535-62-13
49
101934
520-5400-535-62-22
50
101929
Replace 2008 F350 Reg Cab (Asset # 12918) Replace 2008 F350 Reg Cab (Asset # 12919) Replace 2009 F350 Reg Cab (Asset # 12968) Replace 2010 F350 Reg Cab (Asset # 13133) Replace 2010 F450 Reg Cab (Asset # 13139) 1/2 Ton Reg Cab Truck - Crew Leader ****ADDITION TO FLEET**** Freightliner SD114 w Vactor Body - Specialty Crew ****ADDITION TO FLEET****
PW Admin Total
$
500,000
$
48,000
Replacement
48,000
Replacement
48,000
Replacement
48,000
Replacement
50,000
Replacement
$
-
16,000
1,015
191,000
1,425 (Continued)
267
FY 2019
ADOPTED BUDGETED CAPITAL EXPENDITURES
Acct #
Line
Project #
520-5400-535-62-13
51
101930
520-5400-535-63-10
52
101931
520-5300-535-62-13
53
101932
Replace 2008 F150 Reg Cab (Asset # 12825)
520-5200-535-63-10
54
101931
Service Center Office Improvements - Suite 123
520-5200-535-62-13
55
101934
520-5200-535-62-22
56
101929
520-5200-535-62-13
57
101930
520-5200-535-62-13
58
101937
520-5200-535-62-21
59
101938
1/2 Ton Reg Cab Truck - Crew Leader ****ADDITION TO FLEET**** Freightliner SD114 w Vactor Body - Specialty Crew ****ADDITION TO FLEET**** Upgrade for the Manhole Inspection Van (Closed Circuit Television) - Specialty Crew Replace 2009 F350 (Asset # 12967) Water Distribution Modeling and Management Software
520-5200-535-62-11
60
101939
(3) Handheld GIS Units
520-5100-535-62-20
61
101940
Replace 2003 Caterpillar 420D Backhoe (Asset # 11623)
520-5800-535-63-10
62
101941
UBO Soundproofing
Upgrade for the Manhole Inspection Van (Closed Circuit Television) - Specialty $ Crew Service Center Office Improvements - Suite 123
Wastewater Collection Total
Metering Total
Water Distribution Total
63
101942
27,500 $
1,140 -
5,000
$
481,500
$
32,000
$
32,000
$
Estimated Annual Operating Costs
$
3,580 Replacement
$
-
5,000 $
-
16,000
1,015
191,000
1,425
27,500
1,140 Replacement
48,000 31,215
4,050
26,200
-
$
344,915
$
91,000
$
91,000
$
17,000
Water Business Office Total
$
17,000
$
-
Water & Wastewater Fund Total - Capital
$
1,466,415
$
11,210
$
50,000
$
-
Projects/Grants Total
$
50,000
$
-
Federal/State Grant Fund Total - Capital
$
50,000
$
-
$
100,000
$
Water Treatment Total
260-6100-571-63-15
Capital Budget
Project Description
Sidewalk/Transportation Enhancements
$
7,630 Replacement
$
Replacement
-
795-9500-531-63-17
64
100693
Road/Sign Maintenance
795-9500-531-65-14
65
100692
Rail Maintenance
100,000
-
795-9500-531-61-10
66
101979
Land @ Synergy Park
750,000
-
795-9500-531-65-67
67
101263
Veteran's Memorial Blvd, Phase II
300,000
-
795-9500-531-63-41
68
101980
Airport Improvements - Clear Area Near Fire Station
172,500
-
795-9500-531-63-41
69
101981
Airport Improvements - Repaint Tower
172,500
-
795-9500-531-63-41
70
101982
Airport Improvements - Demolition of Old Terminal Building
115,000
-
795-9500-531-63-41
71
101983
Airport Improvements - Fence Realignment
124,000
-
Reinvestment Zone No. 1 Total
$
1,834,000
$
-
Reinvestment Zone No. 1 Fund Total - Capital
$
1,834,000
$
-
Total Capital Request - All Funds
$
5,859,880
$
268
448,895
CERTIFICATE OF OBLIGATION BOND FUNDING Certificate of Obligation Bonds (CO) are typically a direct obligation issued on a pledge of the general taxing power for the payment of the debt. The CO does not require a voter election as a prerequisite to issuance.
269
COMBINATION TAX & REVENUE BONDS TRANSPORTATION CIP PROJECTS
Line 1
Project # 101714
Project Description Outer Loop, Phase IV (Jupiter to Poison Oak)
FY 2019
FY 2019
$ 9,850,000
Estimated Annual Operating Cost -
9,700,000
-
9,404,000
-
4,866,000
-
4,230,000
-
1,375,000
-
900,000
1,750
450,000
1,250
250,000
-
200,000
-
1,220,000
-
Recommended
{Construction} 2
101715
Poison Oak Improvements, Phase I & II {Construction}
3
101607
Kegley Road Improvements, Phase III & IV {Construction}
4
101713
N Pea Ridge, Phase I (Adams to Prairie View) {Construction}
5
101920
Legacy Pavement Preservation Program {Construction}
6
101874
S Pea Ridge Road (Hogan to Poison Oak) {Design & ROW}
7
101886
Replace 2004 Crimson Spartan - Upgrade to Small Quint (Asset # 11886)
8
101896
Medium Rescue Apparatus **Addition to Fleet**
9
101829
Sidewalk/Trail Connections - Grant Match {Construction}
10
101875
Ave D Assessment {Design}
11
N/A
Contingency
Total Transportation CIP Projects
270
$
42,445,000
$
3,000
Line 1
Project Description/Justification:
Outer Loop, Phase IV (Jupiter to Poison Oak)
This project is part of a multi-year capital improvement program to focus on capital transportation improvements city-wide. Extension of Outer Loop to the south is an on-going process, with this section being designed and right of way acquired after construction of Outer Loop from Adams to Jupiter. Construction of this section of roadway is not currently funded. Ultimate completion of this significant regional project will enhance north-south model of travel through Temple.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
9,850,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
9,850,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Sharon Carlos, P.E.
-
-
-
-
-
-
Total
$
9,850,000
$
Project Number: 101714 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
9,850,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
9,850,000
-
-
-
-
9,850,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
7. A transportation system that offers a variety of choice in modes of transit.
-
$
9,850,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
9,850,000
Total -
$
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~
-
Road/Drainage OPC: $9,850,000 Water OPC: $2,300,000 Total OPC: $12,150,000
Total Project Cost:
$9,850,000 271
-
Line 2
Project Description/Justification:
Poison Oak Improvements (SH 317 to Outer Loop)
This project is part of a multi-year capital improvement program to focus on capital transportation improvements city-wide. Improvements to Poison Oak between SH 317 and the future Outer Loop will open up and expand east-west travel, relieving the W Adams Avenue corridor.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
9,700,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
9,700,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Sharon Carlos, P.E.
-
-
-
-
-
-
Total
$
9,700,000
$
Project Number: 101715 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
9,700,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
9,700,000
-
-
-
-
9,700,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
7. A transportation system that offers a variety of choice in modes of transit.
-
$
9,700,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
9,700,000
Total -
$
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~
-
Road/Drainage OPC: $9,700,000 Utility OPC: $1,965,500 Total OPC: $11,665,500
Total Project Cost:
$9,700,000 272
-
Line 3
Kegley Road Improvements, Phase III & IV (Wildflower to Charter Oak)
Project Description/Justification:
This project is part of a multi-year capital improvement program to focus on capital transportation improvements city-wide. Improvements to Kegley Road will restore a smooth driving surface for the traveling public and bring a local collector up to City standards.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
9,404,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
9,404,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Sharon Carlos, P.E.
-
-
-
-
-
-
Total
$
9,404,000
$
Project Number: 101607 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
9,404,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
9,404,000
-
-
-
-
9,404,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
7. A transportation system that offers a variety of choice in modes of transit.
-
$
9,404,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
9,404,000
Total -
$
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~
-
Road/Drainage OPC: $9,404,000 Water OPC: $365,600 Total OPC: $9,769,600
Total Project Cost:
$9,404,000 273
-
Line 4
Project Description/Justification:
N Pea Ridge, Phase I (Adams to Prairie View)
This project is part of a multi-year capital improvement program to focus on capital transportation improvements city-wide. N Pea Ridge improvements will improve capacity and connectivity around new school campus', and open up addition transportation corridors within the western region of the City.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
4,866,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
4,866,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Sharon Carlos, P.E.
-
-
-
-
-
-
Total
$
4,866,000
$
Project Number: 101713 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
4,866,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
4,866,000
-
-
-
-
4,866,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
6. A transportation system that Description is integrated with and compliments neighborhood Personnel and community character.
$
4,866,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
4,866,000
Total -
$
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~
-
Road/Drainage OPC - $4,866,000 Water OPC - $632,400 Total OPC - $5,498,400
Total Project Cost:
$4,866,000 274
-
Line 5
Project Description/Justification:
Legacy Pavement Preservation Program
This project is part of a multi-year capital improvement program to focus on capital transportation improvements city-wide. Legacy pavement preservation program activities include a variety of activities including overlay, milling, and seal coating.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
4,230,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022
8,770,000
$
-
$
Total
1,475,000
$
14,475,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kenny Henderson
-
-
-
-
-
-
Total
$
4,230,000
$
Project Number: 101920 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
$
8,770,000
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
1,475,000
$
FY 2023 & Beyond
FY 2022
14,475,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
4,230,000
-
8,770,000
-
1,475,000
14,475,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
4,230,000
$
-
$
-
$
$
-
8,770,000
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
1,475,000
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
14,475,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$14,475,000 275
-
Line 6
Project Description/Justification:
S Pea Ridge Road (Hogan to Poison Oak)
Reconstruct existing roadway to eliminate two right-angle turns, install curb & gutter, and provide collector-width capacity.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
1,375,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022
4,025,000
$
-
$
Total -
$
5,400,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
1,375,000
$
Project Number: 101874 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
-
$
4,025,000
$
-
$
Project Cost Estimates By Year FY 2019
Components
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
5,400,000
Total
Design/ Engineering $
725,000
Property Acquisition
650,000
-
-
-
-
650,000
Construction
-
-
4,025,000
-
-
4,025,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
1,375,000
$
-
$
-
$
$
-
4,025,000
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
725,000
5,400,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
Annualized operating impact will be determined by the scheduling of future street overlay rotations.
~~~~~~~~~~~~ Total Project Cost:
$5,400,000 276
-
$
-
Line 7
Project Description/Justification:
Replace 2004 Crimson Spartan Upgrade to Small Quint
~~~~~~~~~~~~
Replace the 2004 Crimson Spartan ladder truck with a 75' single rear axle small quint ladder truck for Station #3. Station #3 district has seen continuous growth over the years with the addition of several multistory apartment complexes. ISO requires departments to have a ladder truck within 2.5 driving miles to any area which contains 5 or more structures which are 3 or more stories in height or have a fire flow of 3500 gpm. Station #3 and Station #4 have 40+ structures which are over 3 stories or more, in addition to numerous structures that require a high water flow capability. By placing a ladder truck at Station #3 we would be able to provide the needed coverage to both the Station #3 and Station #4 surrounding areas, which cover a majority of South Temple.
District: All Department: Fire Status: New Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
900,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
900,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Chief Randles
-
-
-
-
-
-
Total
$
900,000
$
Project Number: 101886 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2019
Components
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
900,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
900,000
-
-
-
-
900,000
-
-
-
-
-
-
Equipment Other Total
$
900,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
Operating Capital Outlay Total
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
900,000
Total -
$
-
1,750
1,750
1,750
1,750
1,750
8,750
-
-
-
-
-
-
1,750
$
1,750
$
Notes
1,750
$
1,750
$
1,750
$
8,750
All personnel and routine maintenance costs would remain unchanged from current apparatus. Additional expenses include an increase in ladder testing at an estimated $750 annually and additional fuel consumption over the current truck estimated at $1,000 per year.
~~~~~~~~~~~~ Total Project Cost:
$900,000 277
Line 8
Project Description/Justification:
Medium Rescue Apparatus
Adding a medium size rescue truck to the fire fleet for use at station #3. Our current rescue truck is very large and difficult to use on a day-to-day basis. This smaller rescue vehicle will more efficiently meet our daily response needs and provide effective maneuverability that the current apparatus lacks.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Fire Status: New Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
450,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
450,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Chief Randles
-
-
-
-
-
-
Total
$
450,000
$
Project Number: 101896 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2019
Components
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
450,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
450,000
-
-
-
-
450,000
-
-
-
-
-
-
Equipment Other Total
$
450,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
450,000
Total -
$
-
Operating
-
1,250
1,250
1,250
1,250
5,000
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
1,250
$
Notes
1,250
$
1,250
$
1,250
$
5,000
Additional expenses include insurance and regular maintainance. Although this is an addition to the fleet, one of the other more expensive trucks to operate will see a decrease in hours, fuel and maintainance costs which will decrease operational costs overall. Staffing would be same as currently expected.
~~~~~~~~~~~~ Total Project Cost:
$450,000 278
Line 9
Project Description/Justification:
This is part of a multi-year capital improvement program to focus on transportation and connectivity.
Sidewalk/Trail Connections {Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
250,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022
250,000
$
-
$
Total -
$
500,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kenny Henderson
-
-
-
-
-
-
Total
$
250,000
$
Project Number: 101829 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
$
250,000
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
500,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
250,000
-
250,000
-
-
500,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
7. A transportation system that offers a variety of choice in modes of transit.
-
$
250,000
$
-
$
-
$
$
-
250,000
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$500,000 279
-
Line 10
Project Description/Justification:
Reconstruct existing roadway with full multimodal capacity and amenities.
Avenue D Assessment {Insert Picture of Project Here}
~~~~~~~~~~~~ District: 2 Department: Public Works Status: New Project
Funding Sources FY 2019 CO Bonds
$
FY 2020
200,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022
800,000
$
-
$
Total -
$
1,000,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
200,000
$
Project Number: 101875 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
-
$
800,000
$
-
$
Project Cost Estimates By Year Components
FY 2019
Design/ Engineering $
FY 2020
200,000
$
FY 2021 -
$
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
1,000,000
Total -
$
200,000
Property Acquisition
-
-
-
-
-
-
Construction
-
-
800,000
-
-
800,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
6. A transportation system that Description is integrated with and compliments neighborhood Personnel and community character.
$
200,000
$
-
$
800,000
$
-
$
Annual Operating Impact FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
1,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
Annualized operating impact will be determined by the scheduling of future street overlay rotations.
~~~~~~~~~~~~ Total Project Cost:
$1,000,000 280
-
$
-
LIMITED TAX NOTES FUNDING Limited Tax Notes (LTNs) are typically a direct obligation issued on a pledge of the general taxing power for the payment of the debt and has a seven year maximum maturity. LTNs do not require a voter election as a prerequisite to issuance.
281
LIMITED TAX NOTES STREETS AND SANITATION EQUIPMENT
Line 1
Project # 101908
Project Description Replace 2011 Peterbilt - Frontload (Asset # 13276)
FY 2019
$ 349,500
Estimated Annual Operating Cost Replacement
Recommended
2
101906
Replace 2014 Freightliner/Heil Garbage Collection Vehicle (Asset # 13688)
335,500
Replacement
3
101909
Replace 2008 International Work Star - Sideload (Asset # 12581)
295,500
Replacement
4
101907
Replace 1994 Caterpillar Rubber Tire Loader (Asset # 9810)
162,000
Replacement
5
N/A
Contingency
57,500
Total Streets and Sanitation Equipment
282
$
1,200,000
-
$
-
Line 1
Project Description/Justification:
Replace 2011 Peterbilt - Frontload (Asset #13276)
Replace 2011 Peterbilt - Frontload, asset #13276. Vehicle has 6,458 hours and is recommended for replacement by Fleet Services.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Solid Waste Status: New Project
Funding Sources FY 2019 Limited Tax Notes
$
FY 2020
349,500
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
349,500
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kirk Scopac
-
-
-
-
-
-
Total
$
349,500
$
Project Number: 101908 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
349,500
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
349,500
-
-
-
-
349,500
-
-
-
-
-
-
Equipment Other Total
$
349,500
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
349,500
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
Since the vehicle is a replacement, the annual operating costs are appropriated in the current fiscal year operating budget.
~~~~~~~~~~~~ Total Project Cost:
$349,500 283
-
Line 2
Replace 2014 Freightliner / Heil Garbage Collection Vehicle (Asset #13688)
Project Description/Justification:
Replace 2014 Freightliner / Heil Garbage Collection Vehicle, asset #13688. Vehicle has 7,837 hours and is recommended for replacement by Fleet Services.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Solid Waste Status: New Project
Funding Sources FY 2019 Limited Tax Notes
$
FY 2020
335,500
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
335,500
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kirk Scopac
-
-
-
-
-
-
Total
$
335,500
$
Project Number: 101906 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
335,500
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
335,500
-
-
-
-
335,500
-
-
-
-
-
-
Equipment Other Total
$
335,500
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
335,500
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
Since the vehicle is a replacement, the annual operating costs are appropriated in the current fiscal year operating budget.
~~~~~~~~~~~~ Total Project Cost:
$335,500 284
-
Line 3
Project Description/Justification:
Replace 2008 International Work Star - Sideload (Asset #12581)
Replace 2008 International Work Star - Sideload, asset #12581. Vehicle has 7,456 hours and is recommended for replacement by Fleet Services.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Solid Waste Status: New Project
Funding Sources FY 2019 Limited Tax Notes
$
FY 2020
295,500
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
295,500
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kirk Scopac
-
-
-
-
-
-
Total
$
295,500
$
Project Number: 101909 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2019
Components
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
295,500
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
295,500
-
-
-
-
295,500
-
-
-
-
-
-
Equipment Other Total
$
295,500
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
295,500
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
Since the vehicle is a replacement, the annual operating costs are appropriated in the current fiscal year operating budget.
~~~~~~~~~~~~ Total Project Cost:
$295,500 285
-
Line 4
Project Description/Justification:
Replace 1994 Caterpillar Rubber Tire Loader (Asset #9810)
Replace 1994 Caterpillar Rubber Tire Loader, asset #9810. Vehicle has 9,046 hours and is recommended for replacement by Fleet Services.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Solid Waste Status: New Project
Funding Sources FY 2019 Limited Tax Notes
$
FY 2020
162,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
162,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kirk Scopac
-
-
-
-
-
-
Total
$
162,000
$
Project Number: 101907 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2019
Components
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
162,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
162,000
-
-
-
-
162,000
-
-
-
-
-
-
Equipment Other Total
$
162,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2019 $
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
162,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
Since the vehicle is a replacement, the annual operating costs are appropriated in the current fiscal year operating budget.
~~~~~~~~~~~~ Total Project Cost:
$162,000 286
-
UTILITY REVENUE BOND FUNDING Utility Revenue Bonds constitute special obligations of the City solely secured by a lien on and pledge of the net revenues of the water and wastewater system.
287
UTILITY REVENUE BONDS FY 2019 WATER AND WASTEWATER CIP PROJECTS
Line 1
Project # 101933
Project Description Bird Creek Interceptor, Phase IV {Construction}
FY 2019
$ 12,000,000
Estimated Annual Operating Cost -
Recommended
2
101575
East Temple Utility Improvements {Construction}
2,700,000
-
3
101714
TCIP - Outer Loop, Phase IV Utility Improvements {Construction}
2,300,000
-
4
101922
SSO Remediation Plan - Wastewater System Renewal {Preliminary Assessment}
2,000,000
-
5
101081
Leon River Interceptor, Phase II {Design & ROW}
1,020,000
-
6
101902
WTP Disinfection Byproduct Reduction Initiative {Construction}
1,000,000
-
7
101607
TCIP - Kegley Utility Improvements, Phase III & IV {Construction}
366,000
-
8
101935
Downtown District Utility Improvements {Assessment}
300,000
-
9
101874
TCIP - S Pea Ridge Utility Improvements {Design}
100,000
-
18
N/A
Contingency
214,000
-
Total Water and Wastewater CIP Projects
288
$
22,000,000
$
-
Line 1
Project Description/Justification:
Bird Creek Interceptor, Phase IV
~~~~~~~~~~~~ District: 1 Department: Public Works Status: Continuing Project
This project is targeted toward reducing sanitary sewer overflows and rehabilitating existing deteriorated wastewater infrastructure, providing increased capacity to the wastewater collection system, and eliminating sanitary sewer overflows. Successful completion of this project was initially tied to the City's TCEQ Sanitary Sewer Overflow Initiative and reduction in potential fines. Completion of this work is now integral to EPA's on-going evaluation and assessment of the City's collection system. The existing Bird Creek Interceptor was built in the mid-1950â&#x20AC;&#x2122;s and provides wastewater service to many neighborhoods, restaurants, industrial and commercial developments, draining an area approximately 6,200 acres in size through the middle of Temple. Construction completion for Phase IV is the final segment of a decade long initiative to address infrastructure condition of the primary interceptor line which serves the Bird Creek Basin.
Funding Sources FY 2019 UR Bonds
FY 2020
$ 12,000,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
12,000,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$ 12,000,000
$
Project Number: 101933 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
$
FY 2023 & Beyond
FY 2022
12,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
12,000,000
-
-
-
-
12,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$ 12,000,000
$
-
$
-
$
-
$
-
$
-
$
-
$
FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
$
Annual Operating Impact
-
$
-
12,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~
-
-
$
-
$
-
$
-
Construction of Phase I Improvements (through Sammons Golf Course) completed 2011. Construction of Phase II Improvements (between Loop 363 and I-35) completed 2012. Construction of Phase III (slip-lining of existing 30" interceptor south of Midway Drive) completed 2014. Construction of Phase V Improvements (through Lion's Park) currently underway in FY '18. The final phase, Phase IV construction is scheduled for FY '19. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
Total Project Cost:
$12,000,000 289
Line 2
Project Description/Justification:
East Temple Utility Improvements
Address water distribution and wastewater collection needs in East Temple to facilitate on-going operations and maintenance and to facilitate revitalization, growth and development for areas east of MLK and south of Adams Avenue.
~~~~~~~~~~~~ District: 2 Department: Public Works Status: Continuing Project
Funding Sources FY 2019 UR Bonds
$
FY 2020
2,700,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
2,700,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
2,700,000
$
Project Number: 101575 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
2,700,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
2,700,000
-
-
-
-
2,700,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
2,700,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
2,700,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$2,700,000 290
-
$
-
$
-
$
-
Line 3
Project Description/Justification:
Outer Loop, Phase IV Utility Improvements
This project is part of a multi-year capital improvement program to focus on capital transportation improvements city-wide. This portion of the work addresses water and wastewater needs along the transportation corridor, supporting and supplementing on-going growth and development.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2019 UR Bonds
$
FY 2020
2,300,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
2,300,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
2,300,000
$
Project Number: 101714 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
2,300,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
2,300,000
-
-
-
-
2,300,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
2,300,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
2,300,000
Total -
$
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~
-
Road/Drainage OPC: $9,850,000 Water OPC: $2,300,000 Total OPC: $12,150,000
Total Project Cost:
$2,300,000 291
-
Line 4
Project Description/Justification:
SSO Remediation Plan - Wastewater System Renewal
This project is focused on addressing wastewater collection system needs through systematic assessment and investigation of the condition and operations of collection lines City-wide. Activities are varied, not limited to flow monitoring, hydraulic modeling, on-site field inspection, and capital rehabilitation projects. This work will be done in partnership, and in response to EPA's evaluation and assessment of Temple's infrastructure and is expected to continue through the next decade.
~~~~~~~~~~~~ District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2019 UR Bonds
$
FY 2020
2,000,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
2,000,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Utilities
-
-
-
-
-
-
Total
$
2,000,000
$
Project Number: 101922 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
Design/ Engineering $
FY 2020
2,000,000
$
FY 2021 -
$
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
2,000,000
Total -
$
2,000,000
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
2,000,000
$
-
$
-
$
-
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
2,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
System-wide evaluation and assessment will be on-going as capital projects are identified and completed, consistent with outlined expectation and agreement with the EPA.
~~~~~~~~~~~~ Total Project Cost:
$2,000,000 292
-
Line 5
Project Description/Justification:
Leon River Interceptor, Phase II
This project will continue to extend wastewater service to areas west of the IH-35 corridor to support continued development and relieve an existing basin transfer, conveying wastewater to the Temple-Belton Plant more directly and efficiently.
~~~~~~~~~~~~ District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2019 UR Bonds
$
FY 2020
1,020,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022
4,500,000
$
-
$
Total -
$
5,520,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
1,020,000
$
Project Number: 101081 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
4,500,000
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
5,520,000
Total
Design/ Engineering $
750,000
Property Acquisition
270,000
-
-
-
-
270,000
Construction
-
-
4,500,000
-
-
4,500,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
1,020,000
$
-
$
-
$
$
-
4,500,000
$
-
$
-
$
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
750,000
5,520,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Phase I construction completed FY '18, opening up growth and development along the IH-35 corridor. The second phase will extend major infrastructure north for service extension and elimination of an existing interbasin transfer. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$5,520,000 293
Line 6
Project Description/Justification:
WTP Disinfection Byproduct Reduction Initiative
Source water characteristics continue to change as flows and streams evolve. This project will address continued reductions of disinfection byproducts at the water treatment facility to maintain compliance with TCEQ regulations.
~~~~~~~~~~~~ District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2019 UR Bonds
$
FY 2020
1,000,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
1,000,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Utilities
-
-
-
-
-
-
Total
$
1,000,000
$
Project Number: 101902 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
1,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
1,000,000
-
-
-
-
1,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
1,000,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
1,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$1,000,000 294
-
$
-
$
-
$
-
Line 8
Project Description/Justification:
Kegley Utility Improvements, Phase III & IV
This project is part of a multi-year capital improvement program to focus on capital transportation improvements city-wide. This portion of the work addresses water and wastewater needs along the transportation corridor, supporting and supplementing on-going growth and development.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2019 UR Bonds
$
FY 2020
366,000
$
FY 2021 -
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
366,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
366,000
$
Project Number: 101607 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
FY 2020
FY 2021
-
$
FY 2023 & Beyond
FY 2022
366,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
366,000
-
-
-
-
366,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
366,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
-
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
-
366,000
Total -
$
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~
-
Road/Drainage OPC: $9,404,000 Water OPC: $365,600 Total OPC: $9,769,600
Total Project Cost:
$366,000 295
-
Line 7
Project Description/Justification:
Downtown District Utility Improvements (Assessment)
Begin assessment of downtown utility improvement needs to restore and renew water and wastewater infrastructure to provide for continuous operations and service to existing customers.
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2019 UR Bonds
$
FY 2020
300,000
$
FY 2021
1,700,000
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
2,000,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
300,000
$
Project Number: 101935 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
1,700,000
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
Design/ Engineering $
FY 2020
300,000
$
FY 2021 -
$
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
2,000,000
Total -
$
300,000
Property Acquisition
-
-
-
-
-
-
Construction
-
1,700,000
-
-
-
1,700,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
300,000
$
1,700,000
$
-
$
-
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
2,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$2,000,000 296
-
$
-
$
-
$
-
Line 9
Project Description/Justification:
S Pea Ridge Road Utility Improvements (Hogan to Poison Oak)
This project will reconstruct the existing roadway to eliminate two rightangle turns, install curb & gutter, and provide collector-width capacity. This portion of the work addresses water and wastewater needs along the transportation corridor, supporting and supplementing on-going growth and development.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Streets Status: New Project
Funding Sources FY 2019 UR Bonds
$
FY 2020
100,000
$
FY 2021
600,000
$
FY 2023 & Beyond
FY 2022 -
$
-
$
Total -
$
700,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
100,000
$
Project Number: 101874 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
600,000
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2019
Design/ Engineering $
FY 2020
100,000
$
FY 2021 -
$
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
700,000
Total -
$
100,000
Property Acquisition
-
-
-
-
-
-
Construction
-
600,000
-
-
-
600,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
100,000
$
600,000
$
-
$
-
$
Annual Operating Impact FY 2019
Description Personnel
$
FY 2020 -
$
FY 2021 -
$
$
$
FY 2023 & Beyond
FY 2022 -
-
-
$
700,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$700,000 297
-
$
-
$
-
$
-
NON-ROUTINE CAPITAL Future Consideration
298
FY 2019
PROJECTS RECOMMENDED FOR FUTURE CONSIDERATION 5-YEAR FORECASTING Line
Project Description
1
Bird Creek Detention Pond
2
Jupiter/Venus Area Drainage Improvements Total Capital Projects - Drainage
3
New Bookmobile Total Capital Projects - Library
4
Rescue Apparatus Vehicles - Fleet Replacements
5
Fire Station #9
6
Fire Station #10
FY 2020 $
FY 2021
1,900,000
$
1,100,000
FY 2022
3,100,000
$
-
FY 2023 -
$
-
-
$
-
FY 2024 & Beyond
Total -
$
-
5,000,000 1,100,000
$
3,000,000
$
3,100,000
$
-
$
-
$
-
$
6,100,000
$
200,000
$
-
$
-
$
-
$
-
$
200,000
$
200,000
$
-
$
-
$
-
$
-
$
200,000
$
1,200,000
$
610,000
$
-
$
170,000
$
3,471,500
$
5,451,500
250,000
350,000
3,000,000
1,250,000
-
4,850,000
-
250,000
350,000
3,000,000
1,250,000
4,850,000
Total Capital Projects - Fire
$
1,450,000
$
1,210,000
$
3,350,000
$
4,420,000
$
4,721,500
$
15,151,500
7
Gold Course Redesign and Drainage Project
$
4,075,000
$
-
$
-
$
-
$
-
$
4,075,000
8
Bury Power Lines (Hole #3 and #7)
275,000
-
-
-
-
275,000
9
Concrete Around Maintenance Facility
100,000
-
-
-
-
100,000
10
Clubhouse Renovation and Patio Addition
-
2,575,000
-
-
-
2,575,000
11
Cart Path Renovation
-
500,000
-
-
-
500,000
12
Tee Box Construction and Renovation
-
490,000
-
-
-
490,000
13
Pave Maintenance Road
-
225,000
-
-
-
225,000
14
Bunker/ Sand Trap Renovation
-
85,000
-
-
-
85,000
Total Capital Projects - Golf
$
4,450,000
$
3,875,000
$
-
$
-
$
-
$
8,325,000
$
1,295,000
$
-
$
-
$
-
$
-
$
1,295,000
15
Waterford Park, Phase II
16
Freedom Park, Phase II
667,000
-
-
-
-
667,000
17
Von Rosenberg Park
515,000
-
-
-
-
515,000
18
Lions Park Improvements
500,000
-
-
-
-
500,000
19
West Temple Park, Paved Parking
336,000
-
-
-
-
336,000
20
Jackson Park Improvements
252,000
-
-
-
-
252,000
21
Woodbridge Park
250,000
-
-
-
-
250,000
22
Skate Park Equipment Replacement
200,000
-
-
-
-
200,000
23
Scott & White Park Improvements
-
1,380,000
-
-
-
1,380,000
24
Ferguson Park Improvements
-
862,000
-
-
-
862,000
25
Conner Park, Phase II
-
488,750
-
-
-
488,750
26
Miller Community Park
-
263,000
-
-
-
263,000
Total Capital Projects - Parks
$
4,015,000
$
2,993,750
$
-
$
-
$
-
$
7,008,750 (continued)
299
FY 2019
PROJECTS RECOMMENDED FOR FUTURE CONSIDERATION 5-YEAR FORECASTING Line
Project Description
27
Indoor Firing Range & Training Facility
28
Replace Mobile Command Center
29
Traffic and Safety Vehicles - Fleet Replacements Total Capital Projects - Police
30
Garbage Collection Vehicles - Fleet Replacements Total Capital Projects - Solid Waste
FY 2020 $
FY 2021
300,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
300,000
-
400,000
-
-
-
400,000
540,600
551,410
552,250
563,290
3,268,161
5,475,711
$
840,600
$
951,410
$
552,250
$
563,290
$
3,268,161
$
6,175,711
$
698,700
$
1,439,863
$
1,369,558
$
1,258,656
$
5,009,372
$
9,776,149
$
698,700
$
1,439,863
$
1,369,558
$
1,258,656
$
5,009,372
$
9,776,149
$
-
$
8,770,000
$
-
$
1,475,000
$
-
$
10,245,000
31
Legacy Pavement Preservation Program
32
S Pea Ridge (Hogan to Poison Oak)
-
4,025,000
-
-
-
4,025,000
33
Ave D Assessment
-
800,000
-
-
-
800,000
34
Sidewalk/Trail Connections
-
250,000
-
-
-
250,000
35
Hartrick Bluff
-
-
-
8,700,000
-
8,700,000
36
N 3rd Street Enhancement
-
-
-
1,000,000
-
1,000,000
37
Midway Drive (IH35 to Hickory)
9,800,000
9,800,000
38
Hogan Road / S Pea Ridge
1,800,000
1,800,000
Total Capital Projects - Streets
39
Traffic Signals Total Capital Projects - Traffic Signals
-
-
-
-
$
-
$
13,845,000
$
-
$
11,175,000
$
11,600,000
$
36,620,000
$
-
$
750,000
$
-
$
-
$
-
$
750,000
$
-
$
750,000
$
-
$
-
$
-
$
750,000
40
Knob Creek Interceptor Improvements
41
Williamson Creek Interceptor Improvements
5,100,000
-
-
-
-
5,100,000
42
3,500,000
-
-
-
-
3,500,000
43
Water Treatment Plant Improvements, Task 3 - Lagoon Improvements New Pepper Creek Elevated Storage Tank
3,200,000
-
-
-
-
3,200,000
44
57th-43rd, Ave R - Ave Z Utility Improvements
2,500,000
-
-
-
-
2,500,000
45
2,000,000
-
-
-
-
2,000,000
46
Water Treatment Plant Improvements, Task 5 - HSPS Surge Relief Valve Improvements Thorton Lane Area Utility Improvements
2,000,000
-
-
-
-
2,000,000
47
Garden District Utility Improvements
1,700,000
-
-
-
48
Downtown District Utility Improvements
1,700,000
2,000,000
2,000,000
2,000,000
4,000,000
11,700,000
49
Avenue G Transmission Main Upgrade
1,000,000
6,000,000
-
-
-
7,000,000
50
1,000,000
3,000,000
3,000,000
-
4,500,000
11,500,000
1,000,000
1,000,000
-
-
-
2,000,000
52
Avenue H Tanks & Pump Station Improvements {Water Treatment Plant} Water Treatment Plant Improvements, Task 4 - Intake Condition Apache Elevated Storage Tank Rehabilitation
1,000,000
-
-
-
-
1,000,000
53
TCIP - Poison Oak Utility Improvements, Phase I & II
2,000,000
-
-
-
-
2,000,000
51
$
6,700,000 $
3,900,000 $
5,700,000 $
5,400,000
$
- $
21,700,000
1,700,000
(continued)
300
FY 2019
PROJECTS RECOMMENDED FOR FUTURE CONSIDERATION 5-YEAR FORECASTING Line 54 55
Project Description Membrane Water Treatment Plant Header Improvements West Temple Distribution Line Improvements
FY 2020 $
FY 2021
1,000,000
FY 2022
$
-
FY 2023
$
-
$
-
$
FY 2024 & Beyond
Total - $
1,000,000
800,000
-
-
-
-
800,000
600,000
-
-
-
-
600,000
57
TCIP - S Pea Ridge Utility Improvements {Construction} 41st Street & Ave K (IH-35) Utility Improvements
600,000
-
-
-
-
600,000
58
Manhole Rehabilitation / Replacement
500,000
500,000
-
-
-
1,000,000
59
Pressure Reducing Valves
500,000
-
-
-
-
500,000
60
MWTP Solids Handling Improvements
500,000
-
-
-
-
500,000
61
Property Acquisition
150,000
-
-
-
-
150,000
62
Temple/Belton WWTP Expansion
-
27,000,000
-
4,000,000
25,000,000
56,000,000
63
Various Distribution Waterline Improvements (Master Plan - Priority Group 2) Northwest Transmission Main (Master Plan - Priority Group 2) Leon River Interceptor, Phase II {Construction} Elevated Storage Tank Improvements (Master Plan - Priority Group 2, 3 & 4) Historical District Utility Improvements
-
6,000,000
-
-
-
6,000,000
-
5,100,000
-
-
-
5,100,000
-
4,500,000
-
-
-
4,500,000
-
2,300,000
-
1,700,000
5,500,000
9,500,000
-
2,000,000
-
-
-
2,000,000
-
1,900,000
-
2,000,000
-
3,900,000
-
-
2,000,000
-
-
2,000,000
-
-
-
4,100,000
-
4,100,000
-
-
-
2,000,000
-
2,000,000
SH 317 to Pepper Creek Tank Waterline Improvements (Master Plan - Priority Group 3) Wastewater Line in Ridgewood Estates
-
-
-
1,800,000
-
1,800,000
-
-
-
1,600,000
-
1,600,000
South Temple Water System (Master Plan - Priority Group 4)
-
-
-
-
11,900,000
11,900,000
56
64 65 66 67 68 69 70 71 72 73 74
SH 317 Ground Storage Tank & Pump Station Project (Master Plan - Priority Group 2 & 3) Jackson Park District Utility Improvements Various Distribution Waterline Improvements (Master Plan - Priority Group 3) North Temple District Utility Improvements
Total Capital Projects - Water & Wastewater
$
39,050,000
$
65,200,000
$
12,700,000
$
24,600,000
$
50,900,000
$
192,450,000
Total Capital Projects
$
53,704,300
$
93,365,023
$
17,971,808
$
42,016,946
$
75,499,033
$
282,557,110
12,700,000 $
24,600,000
FY 2024 & Beyond $ 50,900,000 $
$
- $
11,175,000
$
11,600,000 $
37,370,000
6,940,600 $
6,036,410 $
3,902,250 $
4,983,290
$
7,989,661 $
29,852,211
$
698,700 $
1,439,863 $
1,369,558 $
1,258,656
$
5,009,372 $
9,776,149
$
4,015,000 $
2,993,750
$
-
$
-
$
- $
7,008,750
$
3,000,000 $
3,100,000
$
-
$
-
$
- $
6,100,000
Funding Source by Future Year Utility Revenue Bonds TCIP - CO Bonds To Be Determined Limited Tax Notes Parks - To Be Determined Drainage - CO Bonds
FY 2020
FY 2021
$
39,050,000 $
$
- $
$
301
FY 2022
65,200,000 $ 14,595,000
FY 2023
Total 192,450,000
Line 1
Project Description/Justification:
Bird Creek Detention Pond
This project is part of a multi-year capital improvement program to improve drainage city-wide. A detention pond in the Bird Creek basin can reduce the peak flood wave and reduce erosion during frequent rain events.
~~~~~~~~~~~~ District: 1 Department: Streets Status: New Project
Funding Sources FY 2020 Drainage - CO Bonds
$
FY 2021
1,900,000
$
3,100,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
5,000,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
1,900,000
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
$
3,100,000
$
-
$
-
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $ Property Acquisition
FY 2021
500,000
$
-
-
$
$
-
$
5,000,000
Total -
$
500,000
-
-
-
-
1,400,000
3,100,000
-
-
-
3,100,000
1,400,000
Construction
$
-
FY 2024 & Beyond
FY 2023
FY 2022
$
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
1,900,000
$
3,100,000
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
1,700
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
1,700
$
5,000,000
Total -
$
3,400
Operating
-
-
700
700
-
1,400
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
2,400
$
2,400
$
-
$
4,800
Cost to mow a detention pond is slightly under $200 per acre per year, per the Transportation Director. The proposed area of construction is in District 1, but the improvements will primarily benefit Districts 3 and 4.
~~~~~~~~~~~~ Total Project Cost:
$5,000,000 302
Line 2
Project Description/Justification:
Jupiter/Venus Area Drainage Improvements
This project is part of a multi-year capital improvement program to improve drainage city-wide. Adequate drainage infrastructure on Venus, Jupiter, and Old Waco Road will reduce flooding.
~~~~~~~~~~~~ District: 4 Department: Streets Status: New Project
Funding Sources FY 2020 Drainage - CO Bonds
$
FY 2021
1,100,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
1,100,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kenny Henderson
-
-
-
-
-
-
Total
$
1,100,000
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
$
-
$
-
$
-
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $
FY 2021
150,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
1,100,000
Total -
$
150,000
-
-
-
-
-
-
950,000
-
-
-
-
950,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
1,100,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
1,100,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$1,100,000 303
-
Line 3
Project Description/Justification:
New Bookmobile
The Bookmobile was purchased in 1996. The most recent major repair was the generator replacement in 2015. The generator is still problematic, especially when trying to run AC and lights. The AC itself is not adequate for the summer temperatures. The step apparatus also malfunctions.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Library Status: New Project Construction FY: 2020
Funding Sources FY 2020 General Fund
$
FY 2021
100,000
-
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
100,000
Friends of the TPL
60,000
-
-
-
-
60,000
To Be Determind
40,000
-
-
-
-
40,000
-
-
-
-
-
-
Project Manager: Leigh Gardner
Total
$
200,000
Project Number: TBD Strategic Goal: 9. Citizen engagement, education, responsive government, and community support.
$
FY 2022
$
-
$
-
$
-
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
$
-
$
FY 2024 & Beyond
FY 2023
200,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
200,000
-
-
-
-
200,000
-
-
-
-
-
-
Equipment Other Total
$
200,000
$
-
$
-
$
-
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023 -
$
-
$
-
200,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
Notes No additional Personnel or Operating Expenses are expected.
~~~~~~~~~~~~ Total Project Cost:
$200,000 304
$
-
$
-
$
-
Line 4
Project Description/Justification:
Rescue Apparatus Vehicles - Fleet Replacements
The City maintains a 10 year fleet replacement plan on fire department vehicles. Every year fleet services reviews the condition, maintenance, milage and operating costs on these assets in order to evaluate the remaining useful life of each vehicle. Below is the current 10 year projection of the rescue apparatus vehicles.
~~~~~~~~~~~~ District: All Department: Fire Status: New Project
Funding Sources FY 2020 To Be Determind
$
FY 2021
1,200,000
$
FY 2022
610,000
$
FY 2024 & Beyond
FY 2023 -
$
170,000
$
Total
3,471,500
$
5,451,500
Construction FY: Multi Year
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kirk Scopac
-
-
-
-
-
-
Total
$
1,200,000
Project Number: N/A Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
$
610,000
$
-
$
170,000
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
3,471,500
$
FY 2024 & Beyond
FY 2023
5,451,500
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
1,200,000
610,000
-
170,000
34,715,000
36,695,000
-
-
-
-
-
-
170,000
$ 34,715,000
Equipment Other Total
$
1,200,000
$
$
-
610,000
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
-
36,695,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
Notes Routine operating costs would remain unchanged from budget given that this capital investment represents replacement of current fleet based on age, condition and useful life.
~~~~~~~~~~~~ Total Project Cost:
$36,695,000 305
-
Line 5
Project Description/Justification:
Fire Station #9
Fire Station #9. With the growth in the City a new fire station will be needed on the South side of Temple to maintain appropriate response times and capabilities.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 3 Department: Fire Status: New Project
Funding Sources FY 2020 To Be Determind
$
FY 2021
250,000
$
FY 2022
350,000
$
FY 2024 & Beyond
FY 2023
3,000,000
$
1,250,000
$
Total -
$
4,850,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Chief Randles
-
-
-
-
-
-
Total
$
250,000
Project Number: N/A Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
$
350,000
$
3,000,000
$
1,250,000
$
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $ Property Acquisition
FY 2021 -
$
FY 2022
350,000
$
$
$
FY 2024 & Beyond
FY 2023 -
-
4,850,000
Total
-
$
350,000
250,000
-
-
-
-
250,000
Construction
-
-
3,000,000
-
-
3,000,000
Equipment
-
-
-
1,250,000
-
1,250,000
Other
-
-
-
-
-
-
Total
$
250,000
$
350,000
$
3,000,000
$
1,250,000
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
873,000
$
4,850,000
Total
873,000
$
1,746,000
Operating
-
-
-
20,000
20,000
40,000
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
893,000
$
893,000
$
1,786,000
Notes Personnel and operating cost are estimates based on projected cost for 2018-2019. In addition to the normal station positions we will need to separate the city into 2 battalions and expand our supervisory staff.
~~~~~~~~~~~~ Total Project Cost:
$4,850,000 306
Line 7
Project Description/Justification:
“There’s too much Water”/ “The course just isn’t fun anymore”
Golf Course Re-design and Drainage Project
~~~~~~~~~~~~ District: 1 Department: Golf Course Status: New Project
The above quotes are statements uttered by some of our regular players and former patrons. The fix for both of these statements will have to come in the form of re-routing the golf course again and building some completely new holes in the Driving Range area to avoid the lake edge. Moving holes away from the lake edge where possible will allow the golfers to lose fewer balls in the water thus making the round more enjoyable. The golf course needs to be designed in a way that uses the lake for aesthetic purposes and only makes the golfer hit over it or alongside it as few times as possible. This type of redesign would make the course fun again and our golfers would find a more playable and enjoyable round of golf. The first step in this process is a Master Plan and a Redesign plan that will need to be completed by a golf course architect.
{Insert Picture of Project Here}
Funding Sources FY 2020 To Be Determined
$
FY 2021
4,075,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
4,075,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Jeff Ward
-
-
-
-
-
-
Total
$
4,075,000
$
Project Number: TBD Strategic Goal: 10. Enhanced image and identity for Temple.
-
$
-
$
-
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $
FY 2021
75,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
4,075,000
Total -
$
75,000
-
-
-
-
-
-
4,000,000
-
-
-
-
4,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
4,075,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
4,075,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$4,075,000 307
-
$
-
$
-
$
-
Line 8
Project Description/Justification:
Bury Power Lines on #3 and #7
The power lines that cross the third and seventh fairways need to be buried underneath the ground as they have mature trees and mounding. These lines are unsightly and lead to many frustrations from customers. These power lines affect play as they go across the middle of both of the fairways directly crossing the line of flight of the golf ball.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 1 Department: Golf Course Status: New Project
Funding Sources FY 2020 To Be Determined
$
FY 2021
275,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
275,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Jeff Ward
-
-
-
-
-
-
Total
$
275,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $
FY 2021
25,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
275,000
Total -
$
25,000
-
-
-
-
-
-
250,000
-
-
-
-
250,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
275,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
275,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$275,000 308
-
$
-
$
-
$
-
Line 9
Project Description/Justification:
Concrete at Maintenance Facility
~~~~~~~~~~~~ District: 1
The maintenance facility needs to be paved all the way around the existing buildings. Currently, there is a mix of gravel, rock and dirt in this area. This makes it very difficult for our employees to keep equipment clean and it makes it impossible to keep the shops clean for more than a day. When the equipment comes back in, they bring mud and dirt with them into the shop from the areas right around the maintenance shop. In conjunction, there is a need to create multiple large concrete storage bins for sand and other materials needed to maintain the golf course. The maintenance staff uses two types of sand on the course. One is for greens only and the other is for sand traps. These two types of sand have to be kept separate so as not to contaminate the greens grade sand.
Department: Golf Course Status: New Project
{Insert Picture of Project Here}
Funding Sources FY 2020 To Be Determined
$
FY 2021
100,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
100,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Jeff Ward
-
-
-
-
-
-
Total
$
100,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
Project Cost Estimates By Year Components
FY 2020
FY 2021
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
100,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
100,000
-
-
-
-
100,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
100,000
$
-
$
-
$
-
$
-
$
-
$
-
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
-
$
-
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
-
100,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$100,000 309
-
$
-
$
-
$
-
Line 10
Project Description/Justification:
Clubhouse Renovation and Patio Addition
~~~~~~~~~~~~ District: 1
The existing dining room and grill area needs to be added on to for the purpose of seating more people and hosting events. Tournament coordinators constantly say that the current building is too small to host their event. Comfortably, the clubhouse can get 80 to 100 people in it at its current size. Some of the tournaments can be as big as 144 players in both the morning and afternoon shotguns. These types of tournaments are impossible for a small clubhouse to host. There would also be a need for a small locker room for both men and women equipped with showers and places to change clothes. Currently, there are several customers who change clothes in the rest rooms and try to make do with what is provided. Along with the renovation of the clubhouse, there would need to be a patio addition that can accommodate tournaments and players after their round.
Department: Golf Course Status: New Project
{Insert Picture of Project Here}
Funding Sources FY 2020 To Be Determined
$
FY 2021 -
$
2,575,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
2,575,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Jeff Ward
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 10. Enhanced image and identity for Temple.
2,575,000
$
-
$
-
Project Cost Estimates By Year FY 2020
Components
FY 2021
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
2,575,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
2,500,000
-
-
-
2,500,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
75,000
2,575,000
$
-
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
75,000
2,575,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$2,575,000 310
-
$
-
$
-
$
-
Line 11
Project Description/Justification:
Cart Path Renovation
The cart paths at the golf course need to be completely torn out and repoured. Many areas on the paths are cracked or completely broken due to their age and years of use. These areas become unsightly for golfers and the uneven surfaces are tripping hazards and are rough on the galf carts. Some of these paths need to be raised, other areas need to be contoured differently for drainage purposes, and most all areas need to be widened.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 1 Department: Golf Course Status: New Project
Funding Sources FY 2020 To Be Determined
$
FY 2021 -
$
500,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
500,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Jeff Ward
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
500,000
$
-
$
-
Project Cost Estimates By Year FY 2020
Components
FY 2021
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
500,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
500,000
-
-
-
500,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
-
500,000
$
-
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
-
500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$500,000 311
-
$
-
$
-
$
-
Line 12
Project Description/Justification:
Tee Box Construction and Renovation
Many of the forward tees at Sammons are too small and in poor locations for the golfers. The majority of our play (80%) comes from these tees. The forward tees should be bigger and have just as good turf quality as the back tees. The small size of our tees contributes largely to the agronomic struggles we face in these areas. The majority of our golf traffic is confined to these small areas and the turf cannot handle the high stress of this foot traffic.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 1 Department: Golf Course Status: New Project
Funding Sources FY 2020 To Be Determined
$
FY 2021 -
$
490,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
490,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Jeff Ward
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
490,000
$
-
$
-
Project Cost Estimates By Year FY 2020
Components
FY 2021
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
490,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
450,000
-
-
-
450,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
40,000
490,000
$
-
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
40,000
490,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$490,000 312
-
$
-
$
-
$
-
Line 13
Project Description/Justification:
Paving of Maintenance Road
~~~~~~~~~~~~
The current maintenance shop road is a constant issue for employees and delivery drivers. There have been a handful of instances where the sidewall of tires have been blown out due to jagged rocks sticking out of the crevices and ravines in the road. These crevices and ravines are cut by drainage as it comes off of the street and the train tracks during heavy rains. The maintenance staff has fixed and patched it several times. Public Works has come out and completely smoothed it out a few times but after one hard rain, it is back to the previous conditions. This road needs to be paved in order to create a consistently safe route for our employees and the delivery drivers that have to come to the maintenance shop.
{Insert Picture of Project Here}
District: 1 Department: Golf Course Status: New Project
Funding Sources FY 2020 To Be Determined
$
FY 2021 -
$
225,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
225,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Jeff Ward
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
225,000
$
-
$
-
Project Cost Estimates By Year Components
FY 2020
FY 2021
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
225,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
200,000
-
-
-
200,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
25,000
225,000
$
-
$
-
$
-
$
-
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
-
$
-
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
25,000
225,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$225,000 313
-
$
-
$
-
$
-
Line 14
Project Description/Justification:
Bunker/Sand Trap Renovation
~~~~~~~~~~~~
The bunkers or sand traps on the golf course are in need of being completely rebuilt. Due to the lack of drainage in the bunkers, we will need to install a drainage system in each bunker to ensure proper subsurface drainage. This will allow for the correct maintenance of the bunkers on a daily basis and especially when there are heavy rains. Currently, we have standing water in the bunkers for 2-3 days after it rains. This means that it may be a week or more before the sand is dry enough so that we can get in them to make the bunkers playable again. Another option would be to grass in all of the bunkers on the course and make them what is known as “grass bunkers”. This is a viable option and would reduce maintenance costs greatly throughout the year.
{Insert Picture of Project Here}
District: 1 Department: Golf Course Status: New Project
Funding Sources FY 2020 To Be Determined
$
FY 2021 -
$
85,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
85,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Jeff Ward
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
85,000
$
-
$
-
Project Cost Estimates By Year FY 2020
Components
FY 2021
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
85,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
70,000
-
-
-
70,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
15,000
85,000
$
-
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
15,000
85,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$85,000 314
-
$
-
$
-
$
-
Line 15
Project Description/Justification:
Waterford Park, Phase II
This is the second phase to complete the park. This park needs restrooms a practice field, basketball court, paved parking, 1/2 trail, new playground with shade, splash pad, and guard lights.
3
~~~~~~~~~~~~ District: 3 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
FY 2021
$ 1,295,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
1,295,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$ 1,295,000
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
-
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021
170,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
1,295,000
Total -
$
170,000
-
-
-
-
-
-
1,125,000
-
-
-
-
1,125,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$ 1,295,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
1,295,000
Total -
$
-
Operating
-
25,000
-
-
-
25,000
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
25,000
$
-
Notes
~~~~~~~~~~~~ Total Project Cost:
$1,295,000 315
$
-
$
-
$
25,000
Line 16
Project Description/Justification:
Freedom Park, Phase II
This is the second phase to complete the park. We need to add additional parking, a trail around the park, and guard lights. This park is heavily used by the schools and local sports associations.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021
667,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
667,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
667,000
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
-
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021
72,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
667,000
Total -
$
72,000
-
-
-
-
-
-
595,000
-
-
-
-
595,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
667,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
667,000
Total -
$
-
Operating
-
1,000
-
-
-
1,000
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
1,000
$
-
Notes
~~~~~~~~~~~~ Total Project Cost:
$667,000 316
$
-
$
-
$
1,000
Line 17
Project Description/Justification:
This park is currently open space. We would like to develop this area as a neighborhood park with all of the typical amenities.
Von Rosenberg Park {Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021
515,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
515,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
515,000
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
-
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021
60,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
515,000
Total -
$
60,000
-
-
-
-
-
-
455,000
-
-
-
-
455,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
515,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
515,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
Notes
~~~~~~~~~~~~ Total Project Cost:
$515,000 317
$
-
$
-
$
-
Line 18
Project Description/Justification:
Lions Park Improvements
This park is highly utilized for disc golf tournaments, softball tournaments, rentals, cross country meets, etc. This facility needs a an additional playground with shade and parking at Rotary Pavillion. The park also needs a regulation size basketball court.
~~~~~~~~~~~~ District: 3 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021
500,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
500,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
500,000
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
-
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021
25,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
500,000
Total -
$
25,000
-
-
-
-
-
-
475,000
-
-
-
-
475,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
500,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
Notes
~~~~~~~~~~~~ Total Project Cost:
$500,000 318
$
-
$
-
$
-
Line 19
Project Description/Justification:
West Temple Park, Paved Parking
Due to the amount of soccer and football games along with community traffic for the playground, splash pad, etc. at West Temple there is not enough asphalted parking spaces. Several years ago, we made a "parking corral" with split rail fence on a grassy area by Fire Station #7. Not only would asphalting this area look more professional, but bad weather would not keep us from using the lot. Asphalting along Montpark Road is also needed. The parking corral is now being used as the site for the Farmers Market.
~~~~~~~~~~~~ District: 4 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021
336,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
336,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
336,000
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
-
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021
36,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
336,000
Total -
$
36,000
-
-
-
-
-
-
300,000
-
-
-
-
300,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
336,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
336,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
Notes
~~~~~~~~~~~~ Total Project Cost:
$336,000 319
$
-
$
-
$
-
Line 20
Project Description/Justification:
Cover existing playground, irrigate the park, redo the basketball court, and repair the trail.
Jackson Park Improvements {Insert Picture of Project Here}
~~~~~~~~~~~~ District: 2 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021
252,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
252,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
252,000
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
-
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
Property Acquisition
FY 2021
27,000
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
252,000
Total -
$
27,000
225,000
-
-
-
-
225,000
Construction
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
252,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
252,000
Total -
$
-
Operating
-
4,000
4,000
4,000
4,000
12,000
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
4,000
$
4,000
Notes
~~~~~~~~~~~~ Total Project Cost:
$252,000 320
$
4,000
$
4,000
$
12,000
Line 21
Project Description/Justification:
Woodbridge Park
A walking trail and a nice pond are all that this park has to offer. Would like to add a picnic facilities, a playground with shade, basketball court, landscaping with irrigation and guard lights.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 1 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021
250,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
250,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
250,000
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
-
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021
50,000
Property Acquisition
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
250,000
Total -
$
50,000
-
-
-
-
-
-
200,000
-
-
-
-
200,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
250,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
5,000
$
5,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
5,000
$
250,000
Total
5,000
$
15,000
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
5,000
$
5,000
Notes
~~~~~~~~~~~~ Total Project Cost:
$250,000 321
$
5,000
$
5,000
$
15,000
Line 22
Project Description/Justification:
Skate Park Equipment Replacement
This park has been very popular. The equipment is wearing down and needs to be replaced soon.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 1 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021
200,000
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
200,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
200,000
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
-
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
200,000
Total -
$
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
200,000
-
-
-
-
200,000
-
-
-
-
-
-
Equipment Other
Total
$
200,000
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
200,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
Notes
~~~~~~~~~~~~ Total Project Cost:
$200,000 322
$
-
$
-
$
-
Line 23
Project Description/Justification:
Scott & White Park Improvements
New restrooms, new picnic facility, new playground, shade over the playground, additional parking, landscaping, splash pad, and guard lights
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 2 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021 -
$
1,380,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
1,380,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Baevers
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
1,380,000
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021 -
$
180,000
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
1,380,000
Total -
$
180,000
Property Acquisition
-
-
-
-
-
-
Construction
-
1,200,000
-
-
-
1,200,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
1,380,000
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
1,380,000
Total -
$
-
Operating
-
-
10,000
-
-
10,000
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
10,000
Notes
~~~~~~~~~~~~ Total Project Cost:
$1,380,000 323
$
-
$
-
$
10,000
Line 24
Project Description/Justification:
Ferguson Park Improvements
Due to the amount of baseball games at Little Lions and Yarbarough Fields at Ferguson Park, there is not enough asphalted parking spaces. Several years ago, parks staff created a "parking corral" with split rail fence on a grassy area on the top side of the complex. Not only would asphalting this area look more professional, bad weather would not prevent citizens from using the lot. We would also add concrete to the entryway, a turnaround in the existin parking lot, new picnic shelter, and cover the playground.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 3 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021 -
$
862,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
862,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
862,000
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021 -
$
112,000
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
862,000
Total -
$
112,000
Property Acquisition
-
-
-
-
-
-
Construction
-
750,000
-
-
-
750,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
862,000
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
862,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
Notes
~~~~~~~~~~~~ Total Project Cost:
$862,000 324
$
-
$
-
$
-
Line 25
Project Description/Justification:
Conner Park, Phase II
This is the second phase to finish out the park. We need to add restrooms,a basketball court, picnic facilities, parking, shade over the playground, landscaping and guard lights.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021 -
$
488,750
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
488,750
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
488,750
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021 -
$
63,750
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
488,750
Total -
$
63,750
Property Acquisition
-
-
-
-
-
-
Construction
-
425,000
-
-
-
425,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
488,750
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
-
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
488,750
Total -
$
-
Operating
-
-
5,000
5,000
5,000
10,000
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
5,000
Notes
~~~~~~~~~~~~ Total Project Cost:
$488,750 325
$
5,000
$
5,000
$
10,000
Line 26
Project Description/Justification:
Miller Community Park
This is one of Temple's most popular parks. Lighting is needed on the baseball/softball field which is next to the multi-use field. Due to the popularity of the basketball court, asphalt parking is needed by the court and pavilion.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 1 Department: Parks Status: New Project
Funding Sources FY 2020 Parks - TBD
$
FY 2021 -
$
236,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
236,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kevin Beavers
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 11. Neighborhood environments and diverse residential living options that make Temple an inviting place to call home.
236,000
$
-
$
-
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021 -
$
30,000
$
-
$
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
236,000
Total -
$
30,000
Property Acquisition
-
-
-
-
-
-
Construction
-
233,000
-
-
-
233,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
263,000
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
Operating
-
Capital Outlay
-
Total
$
-
$
-
$
-
-
$
Total Project Cost:
$263,000 326
-
$
263,000
Total -
$
-
5,000
5,000
10,000
-
-
-
-
5,000
Notes
~~~~~~~~~~~~
$
5,000 $
$
-
FY 2024 & Beyond
FY 2023
FY 2022
$
$
5,000
$
5,000
$
10,000
Line 27
Project Description/Justification:
Indoor Firing Range & Training Facility
Design a fully enclosed 10 lane, 50-yard firing range and separate classroom. Indoor range needed for a safe and realistic training environment.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Police Status: New Project
Funding Sources FY 2020 General Fund Budget
$
FY 2021
300,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
300,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Floyd Mitchell
-
-
-
-
-
-
Total
$
300,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021
50,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
300,000
Total -
$
50,000
-
-
-
-
-
-
250,000
-
-
-
-
250,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
300,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
300,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$300,000 327
-
$
-
$
-
$
-
Line 28
Project Description/Justification:
Replace Mobile Command Center
The current Mobile Command Center is a 1999 Winnebago with 15,000 miles on it. Due to the age of the vehicle, engine and chassis, finding replacement parts is becoming more difficult. The interior layout lacks adequate space needed for basic police enforcement activities and the technology of the equipment is outdated and incompatable to that used in other departmental vehicles. Future repairs could become unwarranted given the current value of the vehicle is less than $15,000. Fleet Services supports the replacement of this vehicle in the next 2-4 years.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Police Status: New Project
Funding Sources FY 2020 General Fund Budget
$
FY 2021 -
$
FY 2022
400,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
400,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Floyd Mitchell
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
400,000
$
-
$
-
$
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
400,000
Total -
$
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
Equipment
-
400,000
-
-
-
400,000
Other
-
-
-
-
-
-
Total
$
-
$
400,000
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
400,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$400,000 328
-
$
-
$
-
$
-
Line 29
Project Description/Justification:
Traffic and Safety Vehicles - Fleet Replacements
The City maintains a 10 year fleet replacement plan on police department vehicles. Every year fleet services reviews the condition, maintenance, milage and operating costs on these assets in order to evaluate the remaining useful life of each vehicle. Below is the current 10 year projection of the traffic and safety vehicles.
~~~~~~~~~~~~ District: All Department: Police Status: Continuing Project
Funding Sources FY 2020 $
TBD
FY 2021
540,600
$
FY 2022
551,410
$
FY 2024 & Beyond
FY 2023
552,250
$
563,290
$
Total
3,268,161
$
5,475,711
Construction FY: Multi Year
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kirk Scopac
-
-
-
-
-
-
Total
$
540,600
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
551,410
$
552,250
$
563,290
$
Project Cost Estimates By Year Components Design/ Engineering
FY 2020 $
FY 2021 -
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
3,268,161
-
$
5,475,711
Total -
$
-
-
-
-
-
-
-
540,600
551,410
552,250
563,290
3,268,161
5,475,711
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
540,600
$
551,410
$
552,250
$
563,290
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
3,268,161
-
$
5,475,711
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
Routine operating costs would remain unchanged from budget given that this capital investment represents replacement of current fleet based on age, condition and useful life.
~~~~~~~~~~~~ Total Project Cost:
$5,475,711 329
-
Line 30
Project Description/Justification:
Garbage Collection Vehicles
The City maintains a 10 year fleet replacement plan on sanitation vehicles. Every year fleet services reviews the condition, maintenance, milage and operating costs on these assets in order to evaluate the remaining useful life of each vehicle. Below is the current 10 year projection of the garbage collection vehicles.
~~~~~~~~~~~~ District: All Department: Solid Waste Status: Continuing Project
Funding Sources FY 2020 Limited Tax Notes
$
FY 2021
689,700
$
FY 2022
1,439,863
$
FY 2024 & Beyond
FY 2023
1,369,558
$
1,258,656
$
Total
5,009,372
$
9,767,149
Construction FY: Multi Year
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kirk Scopac
-
-
-
-
-
-
Total
$
689,700
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
$
1,439,863
$
1,369,558
$
1,258,656
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
$
5,009,372
$
FY 2024 & Beyond
FY 2023
9,767,149
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
-
-
689,700
1,439,863
1,369,558
1,258,656
5,009,372
9,767,149
-
-
-
-
-
-
Equipment Other Total
$
689,700
$
$
-
1,439,863
$
$
-
1,369,558
$
-
$
1,258,656
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
-
5,009,372
$
$
FY 2024 & Beyond
FY 2023 -
$
-
$
-
9,767,149
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
Notes Routine operating costs would remain unchanged from budget given that this capital investment represents replacement of current fleet based on age, condition and useful life.
~~~~~~~~~~~~ Total Project Cost:
$9,767,149 330
-
Line 31
Project Description/Justification:
Legacy Pavement Preservation Program
This project is part of a multi-year capital improvement program to focus on capital transportation improvements city-wide. Legacy pavement preservation program activities include a variety of activities including overlay, milling, and seal coating.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Streets Status: Continuing Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
FY 2022
8,770,000
$
FY 2024 & Beyond
FY 2023 -
$
1,475,000
$
Total -
$
10,245,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kenny Henderson
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
8,770,000
$
-
$
1,475,000
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
$
-
$
FY 2024 & Beyond
FY 2023
10,245,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
8,770,000
-
1,475,000
-
10,245,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
-
8,770,000
$
-
$
-
$
-
$
1,475,000
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023 -
$
-
$
-
10,245,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$10,245,000 331
-
Line 32
Project Description/Justification:
S Pea Ridge Road (Hogan to Poison Oak)
Reconstruct existing roadway to eliminate two right-angle turns, install curb & gutter, and provide collector-width capacity.
{Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
FY 2022
4,025,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
4,025,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: 101874 Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
4,025,000
$
-
$
-
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
$
-
$
FY 2024 & Beyond
FY 2023
4,025,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
4,025,000
-
-
-
4,025,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
-
4,025,000
$
-
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023 -
$
-
$
-
4,025,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
Annualized operating impact will be determined by the scheduling of future street overlay rotations.
~~~~~~~~~~~~ Total Project Cost:
$4,025,000 332
-
$
-
Line 33
Project Description/Justification:
Reconstruct existing roadway with full multimodal capacity and amenities.
Avenue D Assessment {Insert Picture of Project Here}
~~~~~~~~~~~~ District: 2 Department: Public Works Status: New Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
FY 2022
800,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
800,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: 101875
800,000
$
-
$
-
Project Cost Estimates By Year
Strategic Goal: FY 2020 Components 6. A transportation system that Design/ Engineering $ is integrated with and compliments neighborhood Property Acquisition and community character.
FY 2021 $
FY 2022 -
$
$
-
$
FY 2024 & Beyond
FY 2023 -
$
-
$
800,000
Total -
$
-
-
-
-
-
-
Construction
-
800,000
-
-
-
800,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
800,000
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
FY 2024 & Beyond
FY 2023 -
$
-
$
800,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
Annualized operating impact will be determined by the scheduling of future street overlay rotations.
~~~~~~~~~~~~ Total Project Cost:
$800,000 333
-
$
-
Line 34
Project Description/Justification:
This is part of a multi-year capital improvement program to focus on transportation and connectivity.
Sidewalk/Trail Connections {Insert Picture of Project Here}
~~~~~~~~~~~~ District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
FY 2022
250,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
250,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
250,000
$
-
$
-
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
$
-
$
FY 2024 & Beyond
FY 2023
250,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
250,000
-
-
-
250,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
-
250,000
$
-
$
-
$
-
$
-
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023 -
$
-
$
-
250,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
Notes The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$250,000 334
-
Line 35
Project Description/Justification:
Reconstruct to existing standards & width, including curb & gutter.
Hartrick Bluff {Insert Picture of Project Here}
~~~~~~~~~~~~ District: 3 Department: Public Works Status: New Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
8,700,000
$
Total -
$
8,700,000
Construction FY: 2023
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
-
$
-
$
8,700,000
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
$
-
$
FY 2024 & Beyond
FY 2023
8,700,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
8,000,000
-
8,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
1,400,000
$
9,400,000
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023 -
$
-
$
1,400,000
9,400,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$9,400,000 335
-
$
-
$
-
$
-
Line 36
Project Description/Justification:
Redevelop strategic corridor with full multimodal functionality and aesthetic compatibility with surrounding neighborhood.â&#x20AC;?
N 3rd Street Enhancement
~~~~~~~~~~~~ District: 1 Department: Public Works Status: New Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
1,000,000
$
Total -
$
1,000,000
Construction FY: 2023
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
-
$
-
$
1,000,000
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
$
-
$
FY 2024 & Beyond
FY 2023
1,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
800,000
-
800,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
200,000
$
1,000,000
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023 -
$
-
$
200,000
1,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$1,000,000 336
-
$
-
$
-
$
-
Line 37
Project Description/Justification:
Street reconstruction to replace failing roadway. This project splits the line between Districts 3 & 4.
Midway Drive (IH35 to Hickory) {Insert Picture of Project Here}
~~~~~~~~~~~~ District: 3 Department: Public Works Status: New Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total
9,800,000
$
9,800,000
Construction FY: After 2024
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
-
$
-
$
-
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
$
9,800,000
$
FY 2024 & Beyond
FY 2023
9,800,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
8,400,000
8,400,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
1,400,000
9,800,000
$
$
FY 2024 & Beyond
FY 2023 -
$
-
$
1,400,000
9,800,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$9,800,000 337
-
$
-
$
-
$
-
Line 38
Project Description/Justification:
Reconstruct existing roadway to widen and provide curb & gutter.
Hogan Road / S Pea Ridge {Insert Picture of Project Here}
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total
1,800,000
$
1,800,000
Construction FY: After 2023
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Engineering
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
-
$
-
$
-
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
$
1,800,000
$
FY 2024 & Beyond
FY 2023
1,800,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
Construction
-
-
-
-
1,540,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
-
$
-
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
260,000
1,800,000
$
-
$
260,000 -
$
$
FY 2024 & Beyond
FY 2023 -
$
1,540,000
1,800,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
Notes Annualized operating impact will be determined by the scheduling of future street overlay rotations.
~~~~~~~~~~~~ Total Project Cost:
$1,800,000 338
-
Line 39
Project Description/Justification:
Traffic Signals (Various)
As Temple continues to grow, additional intersections will require signalized traffic control. This placeholder will provide funding for a few additional signals to be installed, where warranted. Specific locations are yet to be determined.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2020 CO Bonds
$
FY 2021 -
$
750,000
$
FY 2024 & Beyond
FY 2023
FY 2022 -
$
-
$
Total -
$
750,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Kenny Henderson
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
750,000
$
-
$
-
Project Cost Estimates By Year Components
FY 2020
FY 2021
-
$
FY 2024 & Beyond
FY 2023
FY 2022
$
750,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
750,000
-
-
-
750,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
-
750,000
$
-
$
-
$
-
$
-
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
-
$
-
$
$
-
-
$
$
FY 2024 & Beyond
FY 2023
FY 2022
$
-
$
-
750,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$750,000 339
-
Line 40
Project Description/Justification:
Knob Creek Interceptor Improvements
This project will address wastewater infrastructure needs along the Knob Creek main interceptor to renew failing infrastructure and accommodate future growth and development.
~~~~~~~~~~~~ District: 1 Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
6,700,000
$
FY 2022
3,900,000
$
FY 2024 & Beyond
FY 2023
5,700,000
$
5,400,000
$
Total -
$
21,700,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Ed Kolacki
-
-
-
-
-
-
Total
$
6,700,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
3,900,000
$
5,700,000
$
5,400,000
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
Design/ Engineering
450,000
Property Acquisition
$
FY 2024 & Beyond
FY 2023
Total
350,000
350,000
-
-
-
-
-
-
6,250,000
3,650,000
5,350,000
5,050,000
-
20,300,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
6,700,000
$
3,900,000
$
5,700,000
$
5,400,000
$
21,700,000
250,000
Construction
$
FY 2022
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
1,400,000
21,700,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$21,700,000 340
-
Line 41
Project Description/Justification:
Williamson Creek Interceptor Improvements
This project will address wastewater infrastructure needs along the Williamson Creek main interceptor to renew failing infrastructure and accommodate future growth and development.
~~~~~~~~~~~~ District: 1 Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
5,100,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
5,100,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Sharon Carlos
-
-
-
-
-
-
Total
$
5,100,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
5,100,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
5,100,000
-
-
-
-
5,100,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
5,100,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
-
5,100,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$5,100,000 341
-
Line 42
Project Description/Justification:
WTP Improvements, Task 3 - Lagoon Improvements
~~~~~~~~~~~~
Improvements to the water treatment plant will address a wide range of issues and upgrades through delegated tasks over the next several years. Initial plant Improvements includes Task #1 (zebra mussels), Task #2 (membrane treatment train optimization), Task #3 (lagoon improvements), Task #4 (intake modifications), Task #5 (surge relief valve improvements), and Task #6 (membrane facility header). Major improvement projects at the water plant over the next decade are targeted toward ensuring that necessary improvements are made to both conventional and membrane treatment trains to maintain compliance along with current services while also preparing for additional capacity to meet future needs of the community.
District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
3,500,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
3,500,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: James Billeck
-
-
-
-
-
-
Total
$
3,500,000
$
Project Number: N/A Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
250,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
3,500,000
Total -
$
250,000
-
-
-
-
-
-
3,250,000
-
-
-
-
3,250,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
3,500,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
3,500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$3,500,000 342
-
$
-
$
-
$
-
Line 43
Project Description/Justification:
Pepper Creek Elevated Storage Tank
Improve water delivery in west Temple by replacing the existing Pepper Creek elevated storage tank with an upsized tank.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
3,200,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
3,200,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Sharon Carlos
-
-
-
-
-
-
Total
$
3,200,000
$
Project Number: N/A Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $
FY 2021
200,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
3,200,000
Total -
$
200,000
-
-
-
-
-
-
3,000,000
-
-
-
-
3,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
3,200,000
$
-
$
-
$
-
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
3,200,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$3,200,000 343
-
$
-
$
-
$
-
Line 44
Project Description/Justification:
Replace aging water and sewer lines.
57th - 41st Utility Improvements
~~~~~~~~~~~~ District: 2 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
2,500,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
2,500,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: pending
-
-
-
-
-
-
Total
$
2,500,000
$
Project Number: N/A Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $
FY 2021
150,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,500,000
Total -
$
150,000
-
-
-
-
-
-
2,350,000
-
-
-
-
2,350,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
2,500,000
$
-
$
-
$
-
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$2,500,000 344
-
Line 45
Project Description/Justification:
WTP Improvements, Task 5 - Surge Relief Valves
~~~~~~~~~~~~ District: All
Improvements to the water treatment plant will address a wide range of issues and upgrades through delegated tasks over the next several years. Initial plant Improvements includes Task #1 (zebra mussels), Task #2 (membrane treatment train optimization), Task #3 (lagoon improvements), Task #4 (intake modifications), Task #5 (surge relief valve improvements), and Task #6 (membrane facility header). Major improvement projects at the water plant over the next decade are targeted toward ensuring that necessary improvements are made to both conventional and membrane treatment trains to maintain compliance along with current services while also preparing for additional capacity to meet future needs of the community. Task #5 addresses high service pump station needs and installation of an adequate surge relief valve to support delivery to the distribution system.
Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
2,000,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
2,000,000
Construction FY: 2019
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: James Billeck
-
-
-
-
-
-
Total
$
2,000,000
$
Project Number: 101088 / 101615 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
150,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,000,000
Total -
$
150,000
-
-
-
-
-
-
1,850,000
-
-
-
-
1,850,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
2,000,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$2,000,000 345
-
$
-
$
-
$
-
Line 46
Project Description/Justification:
Replace aging infrastructure.
Thorton Lane Area Utility Improvements
~~~~~~~~~~~~ District: 3 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
2,000,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
2,000,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: pending
-
-
-
-
-
-
Total
$
2,000,000
$
Project Number: N/A Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $
FY 2021
250,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,000,000
Total -
$
250,000
-
-
-
-
-
-
1,600,000
-
-
-
-
1,600,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
1,850,000
$
-
$
-
$
-
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
1,850,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$1,850,000 346
-
Line 47
Project Description/Justification:
Garden District Utility Improvements
Aging infrastructure in older parts of town requires system renewal. This project will address failing infrastructure in the Garden District. Evaluation and prioritization has been identified through the master plan update, currently underway.
~~~~~~~~~~~~ District: 1 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
1,700,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
1,700,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
1,700,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $
FY 2021
250,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
1,700,000
Total -
$
250,000
-
-
-
-
-
-
1,450,000
-
-
-
-
1,450,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
1,700,000
$
-
$
-
$
-
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
1,700,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
An initial assessment of improvements needed is scheduled to fund with utility revenue bonds in FY 2019 with final design and construction in future years. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$1,700,000 347
Line 48
Project Description/Justification:
Downtown District Utility Improvements
Aging infrastructure in older parts of town requires system renewal. This project will address failing infrastructure in downtown Temple. Evaluation and prioritization has been identified through the master plan update, currently underway.
~~~~~~~~~~~~ District: 1 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
1,700,000
$
FY 2022
2,000,000
$
FY 2024 & Beyond
FY 2023
2,000,000
$
2,000,000
$
Total
4,000,000
$
11,700,000
Construction FY: Multi Year
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Don Bond
-
-
-
-
-
-
Total
$
1,700,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
2,000,000
$
2,000,000
$
2,000,000
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
700,000
Property Acquisition
$
FY 2022
150,000
$
$
$
FY 2024 & Beyond
FY 2023
150,000
4,000,000
150,000
$
11,700,000
Total
300,000
$
1,450,000
-
-
-
-
-
-
1,000,000
1,850,000
1,850,000
1,850,000
3,700,000
10,250,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
1,700,000
$
2,000,000
$
2,000,000
$
2,000,000
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
4,000,000
-
$
11,700,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
An initial assessment of improvements needed is scheduled to funded with utility revenue bonds in FY 2019 with final design and construction in future years. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$11,700,000 348
Line 49
Project Description/Justification:
Avenue G Transmission Main Upgrade
This project is will renew aging, and critical, water transmission main infrastructure that connects major storage at the Avenue G ground storage tank and pump station facility to existing elevated tanks at West Park and Nugent. Over the years, failure on transmission main has caused serious and significant impacts to service delivery in many parts of the City. Evaluation and prioritization has been identified through the master plan update, currently underway.
~~~~~~~~~~~~ District: 1 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
1,000,000
$
FY 2022
6,000,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
7,000,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
1,000,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
6,000,000
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
1,000,000
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
7,000,000
Total -
$
1,000,000
Property Acquisition
-
-
-
-
-
-
Construction
-
6,000,000
-
-
-
6,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
1,000,000
$
6,000,000
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
7,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$7,000,000 349
-
$
-
$
-
$
-
Line 50
Project Description/Justification:
Avenue H Tanks & Pump Station Improvements
~~~~~~~~~~~~ District: 2
Rehabilitation of the northern most 3.5 MG ground storage tank (constructed in 1933) to repair deteriorated interior and exterior components is a priority. This critical facility (serving 25th Street, Taylor Road, West Park, and Nugent Elevated Storage Tanks) is the only significant ground storage facility in the heart of the City and is consistently relied upon to supply water to most of the City of Temple, including several area hospitals. It's current condition is a concern, and it is in jeopardy of being identified as a violation by TCEQ State Standards. Rehabilitation of the northern most tank along with design of a new southern tank and pump station will ultimate replace this aging facility. The Ave G Pump Station is the primary booster pump station that provides water to most of the City east of I-35. The pump station moves water from the two aging Ave H ground storage tanks to four elevated storage tanks. This critical facility is consistently relied upon to supply water to the 876' pressure plane. The pump station is an old facility, and should be reconstructed to continue to properly provide reliable water supply to the community. With rehabilitation and reconstruction of the two primary ground storage tanks that feed this pump station, it is important to address this identified system need concurrent with tank renewal.
Department: Public Works Status: New Project
{Insert Picture of Project Here}
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
1,000,000
$
FY 2022
3,000,000
$
FY 2024 & Beyond
FY 2023
3,000,000
$
-
$
Total
4,500,000
$
11,500,000
Construction FY: Multi Year
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
1,000,000
$
Project Number: 101209 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
3,000,000
$
3,000,000
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
1,000,000
$
FY 2022
400,000
$
$
$
FY 2024 & Beyond
FY 2023
400,000
4,500,000
-
$
11,500,000
Total -
$
1,800,000
Property Acquisition
-
-
-
-
-
-
Construction
-
2,600,000
2,600,000
-
4,500,000
9,700,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
1,000,000
$
3,000,000
$
3,000,000
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
4,500,000
-
$
11,500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$11,500,000 350
-
$
-
$
-
$
-
Line 51
Project Description/Justification:
WTP Improvements, Task 4 - Intake Condition
~~~~~~~~~~~~ District: All
Improvements to the water treatment plant will address a wide range of issues and upgrades through delegated tasks over the next several years. Initial plant Improvements includes Task #1 (zebra mussels), Task #2 (membrane treatment train optimization), Task #3 (lagoon improvements), Task #4 (intake modifications), Task #5 (surge relief valve improvements), and Task #6 (membrane facility header). Major improvement projects at the water plant over the next decade are targeted toward ensuring that necessary improvements are made to both conventional and membrane treatment trains to maintain compliance along with current services while also preparing for additional capacity to meet future needs of the community. Task #4 addresses intake and raw water pump station needs, including dredging, for long term serviceability and operations.
Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
1,000,000
$
FY 2022
1,000,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
2,000,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: James Billeck
-
-
-
-
-
-
Total
$
1,000,000
$
Project Number: 101088 / 101619 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
1,000,000
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
150,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,000,000
Total -
$
150,000
-
-
-
-
-
-
850,000
1,000,000
-
-
-
1,850,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
1,000,000
$
1,000,000
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$2,000,000 351
-
$
-
$
-
$
-
Line 52
Project Description/Justification:
Apache Elevated Storage Tank Rehabilitation
Rehabilitate existing infrastructure will repair and repainting of the storage tank.
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
1,000,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
1,000,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
1,000,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2020
Design/ Engineering $
FY 2021
150,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
1,000,000
Total -
$
150,000
-
-
-
-
-
-
850,000
-
-
-
-
850,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
1,000,000
$
-
$
-
$
-
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
1,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$1,000,000 352
-
$
-
$
-
$
-
Line 53
Project Description/Justification:
Install new water and wastewater utilities in support of City's TCIP for Poison Oak Project.
Poison Oak Utility Improvements
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
2,000,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
2,000,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Sharon Carlos
-
-
-
-
-
-
Total
$
2,000,000
$
Project Number: 101715 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
150,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,000,000
Total -
$
150,000
-
-
-
-
-
-
1,850,000
-
-
-
-
1,850,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
2,000,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
2,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$2,000,000 353
-
Line 54
Project Description/Justification:
Membrane Water Treatment Plant Header Improvements
Rehabilitate and repair the header within the Membrane Water Treatment Train Facility.
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
1,000,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
1,000,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: James Billeck
-
-
-
-
-
-
Total
$
1,000,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
150,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
1,000,000
Total -
$
150,000
-
-
-
-
-
-
850,000
-
-
-
-
850,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
1,000,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
1,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$1,000,000 354
Line 55
Project Description/Justification:
West Temple Distribution Line Improvements
Replacing aging and undersized lines in redeveloping and developed areas of west Temple, west of FM 2271 and Morgan's Point Rd.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
800,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
800,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
800,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $ Property Acquisition
FY 2021
120,000
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
800,000
Total -
$
120,000
50,000
-
-
-
-
50,000
630,000
-
-
-
-
630,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
800,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
800,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$800,000 355
Line 56
Project Description/Justification:
S Pea Ridge Utility Improvements (Hogan to Poison Oak)
Preliminary design and ROW acquisition in anticipation of future construction of a connector road in a fast-developing area of west Temple.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
600,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
600,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
600,000
$
Project Number: TBD Strategic Goal: 4. A local transportation system that moves people through the community in a safe, efficient, and convenient manner.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
250,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
600,000
Total -
$
250,000
-
-
-
-
-
-
350,000
-
-
-
-
350,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
600,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
600,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$600,000 356
Line 57
Project Description/Justification:
41st Street & Ave K (IH-35) Utility Improvements Poison Oak)
Rehab water and sewer infrastructure.
~~~~~~~~~~~~ District: 2 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
600,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
600,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
600,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
100,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
600,000
Total -
$
100,000
-
-
-
-
-
-
500,000
-
-
-
-
500,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
600,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
600,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$600,000 357
Line 58
Project Description/Justification:
Replace manholes in disrepair or requiring grade adjustment.
Manhole Rehabilitation / Replacement
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
500,000
$
FY 2022
500,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
1,000,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
500,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
500,000
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
1,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
500,000
500,000
-
-
-
1,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
500,000
$
$
-
500,000
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
-
1,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$1,000,000 358
Line 59
Project Description/Justification:
Pressure Reducing Valves
Install PRVs to improve water service pressures and add operational flexibility to the distribution system, as recommended by the Sewer & Water Assessment and Master Plan.
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
500,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
500,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
500,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
500,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
500,000
-
-
-
-
500,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
500,000
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
-
500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$500,000 359
Line 60
Project Description/Justification:
MWTP Solids Handling Improvements
Design and construct facilities to adequately convey, store, and dewater sludge produced by the Membrane Water Treatment Train Facility.
~~~~~~~~~~~~ District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
500,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
500,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
500,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $
FY 2021
100,000
Property Acquisition
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
500,000
Total -
$
100,000
-
-
-
-
-
-
400,000
-
-
-
-
400,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Construction
Total
$
500,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$500,000 360
Line 61
Project Description/Justification:
Acquire property and easements as needed to support future utility projects.
Property Acquisition
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021
150,000
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
150,000
Construction FY: 2020
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Christina Demirs
-
-
-
-
-
-
Total
$
150,000
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components Design/ Engineering $ Property Acquisition
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
150,000
Total -
$
-
150,000
-
-
-
-
150,000
Construction
-
-
-
-
-
-
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
150,000
$
-
$
-
$
-
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
150,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$150,000 361
Line 62
Project Description/Justification:
Temple/Belton Wastewater Treatment Plant Expansion
~~~~~~~~~~~~
The City of Temple has experienced significant growth in the western and southern portions of the Temple-Belton Plant service area over the past 20 years. The Shallowford lift station is currently at rated capacity during peak flow events and requires expansion. Lift Station improvements will extend rated capacities to 2030 projected flows. The Temple-Belton wastewater treatment facility currently has rated design and peak flow capacities of 10 million gallons per day (MGD) and 30 MGD, respectively. The 2030 design and peak flows are projected at 16 MGD and 49.6 MGD, respectively.
District: All Department: Public Works Status: Continuing Project
Funding Sources FY 2020
FY 2022
-
$ 27,000,000
Construction FY: 2021
-
-
-
Project Manager: James Billeck
Utility Revenue Bonds
Total
$
FY 2021
$
Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$ 25,000,000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$ 27,000,000
4,000,000
$ 25,000,000
$
-
$
$
Project Cost Estimates By Year FY 2020
Components
Total
4,000,000
Project Number: 101086
$
FY 2024 & Beyond
FY 2023
FY 2021
FY 2022
$
$
FY 2024 & Beyond
FY 2023
56,000,000
56,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
25,000,000
25,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
4,000,000
$ 25,000,000
Total
$
-
$
$
4,000,000
4,000,000
$
-
$
-
$
4,000,000
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
8,000,000
33,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$33,000,000 362
-
$
-
$
-
$
-
Line 63
Various Distribution Waterline Improvements (Master Plan Priority Group 2)
Project Description/Justification:
Construct waterline extensions and upsizings as recommended by the Master Plan.
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022
6,000,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
6,000,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Various
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
6,000,000
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
6,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
100,000
-
-
-
100,000
Construction
-
5,000,000
-
-
-
5,000,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
900,000
6,000,000
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
900,000
6,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$6,000,000 363
Line 64
Project Description/Justification:
Northwest Transmission Main
Increased water transmission main capacity is needed to convey water from the treatment facility to west Temple via a new northwest transmission main project. This line, originally identified in the master plan as being cited along the Leon River, is being reassessed through the water master plan update, currently in progress. Specific size, and route, will be determined through this effort.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022
5,100,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
5,100,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
5,100,000
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
5,100,000
Total
Design/ Engineering $
-
Property Acquisition
-
900,000
-
-
-
900,000
Construction
-
3,800,000
-
-
-
3,800,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
400,000
5,100,000
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
400,000
5,100,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$5,100,000 364
-
Line 65
Project Description/Justification:
Leon River Interceptor, Phase II {Construction}
This project is targeted toward providing increased wastewater services to areas along the I-35 corridor. Successful completion of all phases of this project will open up 1,250 acres of development, and relieve an existing basin transfer lift station along Pea Ridge, which will make conveyance of wastewater to the Temple-Belton Plant more direct and more efficient.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022
4,500,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
4,500,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: 101081 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
4,500,000
$
-
$
-
$
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
4,500,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
4,150,000
-
-
-
4,150,000
Equipment
-
-
-
-
-
Other
-
-
-
-
-
Total
$
-
$
$
350,000
4,500,000
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
350,000
4,500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
Design and ROW of Phase II is scheduled to funded with utility revenue bonds in FY 2019 with construction planned for FY 2021. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$4,500,000 365
-
Line 66
Project Description/Justification:
Elevated Storage Tank Improvements
Routine maintenance of elevated storage tanks is required, as infrastructure conditions warrant. This is a placeholder to rehabilate 1-2 storage tanks per year as funding permits.
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022
2,300,000
$
FY 2024 & Beyond
FY 2023 -
$
1,700,000
$
Total
5,500,000
$
9,500,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
2,300,000
$
-
$
1,700,000
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
5,500,000
$
FY 2024 & Beyond
FY 2023
9,500,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
2,000,000
-
1,500,000
4,900,000
8,400,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
300,000
2,300,000
$
-
$
-
$
200,000
$
1,700,000
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
5,500,000
$
$
FY 2024 & Beyond
FY 2023 -
600,000
-
$
1,100,000
9,500,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$9,500,000 366
-
$
-
$
-
$
-
Line 67
Project Description/Justification:
Historical District Utility Improvements
Aging infrastructure in older parts of town requires system renewal. This project will address failing infrastructure in the historical district of Temple. Evaluation and prioritization has been identified through the master plan update, currently underway.
~~~~~~~~~~~~ District: 1 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022
2,000,000
$
FY 2024 & Beyond
FY 2023 -
$
-
$
Total -
$
2,000,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
2,000,000
$
-
$
-
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
2,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
1,750,000
-
-
-
1,750,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
250,000
2,000,000
$
$
-
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
250,000
2,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$2,000,000 367
-
Line 68
Project Description/Justification:
SH 317 Ground Storage Tank & Pump Station Project
Construct ground storage and pumping capacity in west Temple to improve water delivery and support continued growth.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022
1,900,000
$
FY 2024 & Beyond
FY 2023 -
$
2,000,000
$
Total -
$
3,900,000
Construction FY: 2021
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
1,900,000
$
-
$
2,000,000
$
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
3,900,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
1,580,000
-
1,650,000
-
3,230,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
$
320,000
1,900,000
$
-
$
-
$
350,000
$
2,000,000
$
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
670,000
3,900,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
~~~~~~~~~~~~ Total Project Cost:
$3,900,000 368
-
$
-
$
-
$
-
Line 69
Project Description/Justification:
Jackson Park District Utility Improvements
Aging infrastructure in older parts of town requires system renewal. This project will address failing infrastructure in the Jackson Park district of Temple. Evaluation and prioritization has been identified through the master plan update, currently underway.
~~~~~~~~~~~~ District: 1 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023
2,000,000
$
-
$
Total -
$
2,000,000
Construction FY: 2022
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
2,000,000
$
-
$
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
2,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
1,700,000
-
-
1,700,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
$
300,000
2,000,000
$
-
$
-
$
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
300,000
2,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$2,000,000 369
-
Line 70
Various Distribution Waterline Improvements (Master Plan Priority Group 3)
Project Description/Justification:
Construct waterline extensions and upsizings as recommended by the
~~~~~~~~~~~~ District: All Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
4,100,000
$
Total -
$
4,100,000
Construction FY: 2023
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: Various
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
4,100,000
$
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
4,100,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
450,000
-
450,000
Construction
-
-
-
3,100,000
-
3,100,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
550,000
$
4,100,000
$
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
550,000
4,100,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
Initial design is scheduled to be funded with utility revenue bonds in FY 2019 with construction planned for FY 2020. The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional budget.
~~~~~~~~~~~~ Total Project Cost:
$4,100,000 370
Line 71
Project Description/Justification:
North Temple District Utility Improvements
Aging infrastructure in older parts of town requires system renewal. This project will address failing infrastructure in the North Temple district. Evaluation and prioritization has been identified through the master plan update, currently underway.
~~~~~~~~~~~~ District: 1 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
2,000,000
$
Total -
$
2,000,000
Construction FY: After 2022
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
2,000,000
$
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
2,000,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
1,700,000
-
1,700,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
$
-
300,000
$
2,000,000
$
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
300,000
2,000,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$2,000,000 371
-
Line 72
Project Description/Justification:
North Temple District Utility Improvements
Connect future storage and pumping capacity on SH 317 with the future Pepper Creek elevated storage tank.
~~~~~~~~~~~~ District: 4 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
1,800,000
$
Total -
$
1,800,000
Construction FY: 2023
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
1,800,000
$
Project Cost Estimates By Year Components
FY 2020
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
1,800,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
200,000
-
200,000
Construction
-
-
-
1,350,000
-
1,350,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
250,000
$
1,800,000
$
$
Annual Operating Impact FY 2020
Description Personnel
$
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
250,000
1,800,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
The annual operating costs for the first 5 years of service life will be $0. Future maintenance costs should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$1,800,000 372
-
Line 73
Project Description/Justification:
Install new wastewater collection lines to this area of the City, currently on septic, located near the intersection of FM 93 and Hartrick Bluff Road.
Wastewater Line in Ridgewood Estates
~~~~~~~~~~~~ District: 3 Department: Public Works Status: New Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
1,600,000
$
Total -
$
1,600,000
Construction FY: 2023
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
Total
$
-
$
Project Number: TBD Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
1,600,000
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
-
$
FY 2024 & Beyond
FY 2023
1,600,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
1,400,000
-
1,400,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
Total
$
-
$
-
$
-
$
-
$
-
$
200,000
$
1,600,000
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
-
$
$
FY 2024 & Beyond
FY 2023 -
-
-
$
200,000
1,600,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
-
The annual operatings costs for the first 5 years of service life will be $0. Future maintenance should be addressed annually through divisional operations budget.
~~~~~~~~~~~~ Total Project Cost:
$1,600,000 373
Line 74
Project Description/Justification:
South Temple Water System
This water transmission main, pump station, and ground storage tank project will provide for water system redundancy across the southern portion of the City, while opening up new opportunities for growth and development.
~~~~~~~~~~~~ District: 3 Department: Public Works Status: Continuing Project
Funding Sources FY 2020 Utility Revenue Bonds
$
FY 2021 -
$
FY 2022 -
$
FY 2024 & Beyond
FY 2023 -
$
Total
-
$ 11,900,000
$
11,900,000
Construction FY: After 2024
-
-
-
-
-
-
-
-
-
-
-
-
Project Manager: TBD
-
-
-
-
-
-
-
$ 11,900,000
Total
$
-
$
Project Number: 100333 Strategic Goal: 8. Adequate and sustainable City facilities, infrastructure, equipment and staffing.
-
$
-
$
Project Cost Estimates By Year FY 2020
Components
FY 2021
FY 2022
$
FY 2024 & Beyond
FY 2023
11,900,000
Total
Design/ Engineering $
-
Property Acquisition
-
-
-
-
-
-
Construction
-
-
-
-
9,900,000
9,900,000
Equipment
-
-
-
-
-
-
Other
-
-
-
-
-
-
-
$ 11,900,000
Total
$
-
$
-
$
-
$
-
$
-
$
-
$
$
Annual Operating Impact Description Personnel
FY 2020 $
FY 2021 -
$
FY 2022 -
$
$
$
$
FY 2024 & Beyond
FY 2023 -
2,000,000
-
$
2,000,000
11,900,000
Total -
$
-
Operating
-
-
-
-
-
-
Capital Outlay
-
-
-
-
-
-
Total
$
-
$
-
$
Notes
-
$
-
$
-
$
Final design and construction will likely occur over a multi-year period, with construction of the pump station and tank(s) beginning first. ROW acquisition will be the critical path component to bidding construction of the waterline.
~~~~~~~~~~~~ Total Project Cost:
$11,900,000 374
-
COMBINED BONDED DEBT SUMMARY
375
SCHEDULE OF OUTSTANDING DEBT BY TYPE ALL FUNDS
FY 2019
Outstanding 9/30/2018
Description
Principal Additions Reductions
Outstanding 9/30/2019
Interest Payments
Tax Supported Debt General Obligations Certificate of Obligations Contractual Obligations Pass-Through Revenue & Limited Tax Bonds
$
Total Tax Supported Debt
78,860,000 81,145,000 3,335,000
$
42,445,000 1,365,000
$ 4,970,000 2,425,000 1,215,000
$
73,890,000 121,165,000 3,485,000
$
3,348,850 4,290,009 63,486
4,665,000
-
950,000
3,715,000
178,126
168,005,000
43,810,000
9,560,000
202,255,000
7,880,471
248,784 193,478
-
45,958 62,595
202,826 130,883
9,260 5,053
10,080 2,803,109 3,255,451
103,226 103,226
3,261 24,207 136,021
6,819 2,803,109 79,019 3,222,656
264 3,873 18,450
31,455,000 77,840,000 21,314
22,125,000 -
3,130,000 3,330,000 6,895
28,325,000 96,635,000 14,419
1,273,350 3,506,400 557
109,316,314
22,125,000
6,466,895
124,974,419
4,780,307
9,250,000 23,005,000 31,730,000 63,985,000
-
2,110,000 1,180,000 1,488,000 4,778,000
7,140,000 21,825,000 30,242,000 59,207,000
368,600 868,344 1,887,368 3,124,312
66,038,226
$ 20,940,916
Notes Payable Capital Lease - Golf Course - 2017 Capital Lease - Copiers - 2017 Capital Lease - Hotel/Motel Copiers - 2017 Energy Program - 2018 Capital Lease - Golf Course - 2018 Total Notes Payable Water & Wastewater Fund General Obligations Revenue Bonds Notes Payable Total Water & Wastewater Fund Reinvestment Zone No. 1 General Obligations Certificate of Obligations Revenue Bonds Total Reinvestment Zone No. 1 Total Debt - All Funds
$
344,561,765
$
$
389,659,075
$
15,803,540
Outstanding Debt By Type All Funds
Tax Supported Debt
Notes Payable
Water & Wastewater Fund
Reinvestment Zone No. 1
$0
$50
$100
$150 Millions
Beginning Balance
376
Ending Balance
$200
$250
COMPUTATION OF LEGAL DEBT MARGIN
FY 2019
Statutes of the State of Texas (Article 1028) limit the maximum amount that a city can designate for debt service to $2.50 per $100 of assessed valuation. However, under City Charter, a limitation on taxes levied for general municipal operating purposes and for the purpose of paying interest and providing a proper sinking fund for paying the outstanding bonds and other obligations of the City, issued for municipal purposes, and any such future bonds or obligations which may be authorized, may not exceed $1.20 per $100 assessed valuation. Assessed value, 2018/2019 tax roll Limit on amount designated for debt service per $100 assessed valuation
$ 3,904,709,662
Legal debt service limit
$
46,856,516
Actual amount to be expended by Debt Service Fund for general obligation debt service during the year ended September 30, 2019
$
15,680,002
Fiscal Year
Tax Rate I&S
M&O
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
$
x
0.3173 0.3300 0.3240 0.3300 0.3324 0.3300 0.3234 0.3142 0.3142 0.2982
$
0.2473 0.2379 0.2439 0.2564 0.2540 0.2564 0.3064 0.3430 0.3630 0.3630
$1.20
Total $
0.5646 0.5679 0.5679 0.5864 0.5864 0.5864 0.6298 0.6572 0.6772 0.6612
Tax Rates - Last Ten Fiscal Years $0.80 $0.70
Tax Rate
$0.60 $0.50 $0.40 $0.30 $0.20
$0.10 $0.00
2010
2011
2012
2013
2014 M&O
2015 I&S
377
2016 Total
2017
2018
2019
SCHEDULE OF TAXES SUPPORTED BY DEBT TYPE
FY 2019
Outstanding 9/30/2018
Description
Additions
Principal Reduction
Outstanding 9/30/2019
Interest Payments
General Obligations General Obligation Refunding Bonds, Series 2011
$
6,525,000
$
-
$
1,315,000
$
5,210,000
$
247,850
General Obligation Refunding Bonds, Series 2012
4,720,000
-
720,000
4,000,000
221,350
11,865,000
-
535,000
11,330,000
518,500
28,870,000
-
1,695,000
27,175,000
1,222,750
9,500,000
-
705,000
8,795,000
343,450
17,380,000
-
-
17,380,000
794,950
78,860,000
-
4,970,000
73,890,000
3,348,850
435,000
7,755,000
218,232
General Obligation Refunding Bonds, Series 2014 General Obligation Refunding & Improvement Bonds, Series 2015 General Obligation Refunding Bonds, Series 2016 General Obligation Refunding Bonds, Series 2017 Certificate of Obligations Certificates of Obligation, Series 2012
8,190,000
Certificates of Obligation, Taxable 4,385,000
-
165,000
4,220,000
134,070
Certificates of Obligation, Series 2014
Series 2012
19,625,000
-
295,000
19,330,000
550,838
Certificates of Obligation, Series 2016
17,025,000
-
435,000
16,590,000
768,800
Certificates of Obligation, Series 2017
31,920,000
-
1,095,000
30,825,000
1,212,306
Certificates of Obligation, Series 2019
-
42,445,000
-
42,445,000
1,405,763
81,145,000
42,445,000
2,425,000
121,165,000
4,290,009
Limited Tax Notes, Series 2013
1,915,000
-
945,000
970,000
38,300
Limited Tax Notes, Series 2016
1,420,000
-
270,000
1,150,000
25,186
Limited Tax Notes, Series 2019
-
1,365,000
-
1,365,000
-
3,335,000
1,365,000
1,215,000
3,485,000
63,486
4,665,000
-
950,000
3,715,000
178,126
$ 168,005,000
$ 43,810,000
9,560,000
$ 202,255,000
Contractual Obligations
Pass-Through Revenue & Limited Tax Bonds Revenue & Limited Tax, Series 2012 1
1
$
$
7,880,471
- Supported by Texas Department of Transportation (TXDOT) Pass-Through Financing Agreement in an amount not to exceed $16,555,000
Tax Supported Debt By Type General Obligations
Certificate of Obligations
Contractual Obligations
Revenue & Limited Tax $0
$20
$40
$60
$80
$100
Millions Beginning Balance
378
Ending Balance
$120
$140
FY 2019
TAX DATA AND GENERAL OBLIGATION BOND BALANCE
Property value and assessed value are both based on 100% of the construction cost. The rate is $0.6772 per $100 valuation divided as follows: Interest and Sinking Fund Tax Rate
$0.3630
Maintenance and Operations Tax Rate
0.2982
TOTAL
$0.6612
BONDS OUTSTANDING: 2011 - General Obligation Refunding Bonds, Mature 2023 2012 - General Obligation Refunding Bonds, Mature 2024 2012 - Revenue & Limited Tax Bonds, Mature 2034
1
6,525,000 4,720,000 4,665,000
2012 - Certificates of Obligation, Mature 2033
8,190,000
2012 - Certificates of Obligation, Taxable Series, Mature 2032
4,385,000
2013 - Limited Tax Notes, Mature 2020
1,915,000
2014 - General Obligation Refunding Bonds, Mature 2026
11,865,000
2014 - Certificates of Obligation, Mature 2034
19,625,000
2015 - General Obligation Refunding & Improvement Bonds, Mature 2035
28,870,000
2016 - Certificates of Obligation, Mature 2036
17,025,000
2016 - General Obligation Refunding Bonds, Mature 2029 2016 - Limited Tax Notes, Mature 2023
9,500,000 1,420,000
2017 - Certificates of Obligation, Mature 2037
31,920,000
2017 - General Obligation Refunding Bonds, Mature 2034
17,380,000
BONDS OUTSTANDING 10/1/2018
(9,560,000)
Principal Additions Through 9/30/2019
43,810,000
Sinking Fund Balance as of 9/30/2019 NET BALANCE OF BONDS OUTSTANDING 1
168,005,000
Principal Retirements Through 9/30/2019 TOTAL BONDS OUTSTANDING 9/30/2019
202,255,000 (447,429) $ 201,807,571
- Supported by TXDOT Pass-Through Financing Agreement in an amount not to exceed $16,555,000
Debt Service Requirements Principal & Interest $20 $18 $16 $14
Millions
$
$12 $10 $8 $6 $4 $2 $0
379
TAX SUPPORTED DEBT AMORTIZATION SCHEDULE OF OUTSTANDING DEBT 2011 Series General Obligation Refunding (2.00-4.00%) $6,525,000 Due 02/19
Principal $
2012 Series General Obligation Refunding (2.00-5.00%) $4,720,000
Interest -
$
Principal
123,925
FY 2019
$
2012 Series 1 Revenue & Limited Tax Bonds (2.00-5.00%) $4,665,000
Interest -
$
Principal
110,675
$
2012 Series Cert of Obligations (2.00-3.00%) $8,190,000
Interest -
$
Principal
89,063
$
20 C
Interest -
$
109,116
08/19
1,315,000
123,925
720,000
110,675
950,000
89,063
435,000
109,116
02/20
-
104,200
-
96,275
-
70,062
-
104,766
08/20
1,305,000
104,200
745,000
96,275
990,000
70,062
445,000
104,766
02/21
-
78,100
-
81,375
-
50,263
-
100,316
08/21
1,390,000
78,100
775,000
81,375
1,030,000
50,263
460,000
100,316
02/22
-
50,300
-
62,000
-
29,663
-
95,715
08/22
1,455,000
50,300
815,000
62,000
-
29,663
475,000
95,715
02/23
-
21,200
-
41,625
-
29,663
-
90,965
08/23
1,060,000
21,200
865,000
41,625
-
29,663
490,000
90,965
02/24
-
-
-
20,000
-
29,663
-
86,065
08/24
-
-
800,000
20,000
-
29,663
505,000
86,065
02/25
-
-
-
-
-
29,663
-
80,700
08/25
-
-
-
-
-
29,663
520,000
80,700
02/26
-
-
-
-
-
29,663
-
72,900
08/26
-
-
-
-
-
29,663
540,000
72,900
02/27
-
-
-
-
-
29,663
-
64,800
08/27
-
-
-
-
-
29,663
555,000
64,800
02/28
-
-
-
-
-
29,663
-
56,475
08/28
-
-
-
-
-
29,663
575,000
56,475
02/29
-
-
-
-
-
29,663
-
47,850
08/29
-
-
-
-
-
29,663
595,000
47,850
02/30
-
-
-
-
-
29,663
-
38,925
08/30
-
-
-
-
-
29,663
615,000
38,925
02/31
-
-
-
-
-
29,663
-
29,700
08/31
-
-
-
-
1,695,000
29,663
635,000
29,700
02/32
-
-
-
-
-
-
-
20,175
08/32
-
-
-
-
-
-
660,000
20,175
02/33
-
-
-
-
-
-
-
10,275
08/33
-
-
-
-
-
-
685,000
10,275
02/34
-
-
-
-
-
-
-
-
08/34
-
-
-
-
-
-
-
-
02/35
-
-
-
-
-
-
-
-
08/35
-
-
-
-
-
-
-
-
02/36
-
-
-
-
-
-
-
-
08/36
-
-
-
-
-
-
-
-
02/37
-
-
-
-
-
-
-
-
08/37
-
-
-
-
-
-
-
-
02/38
-
-
-
-
-
-
-
-
08/38
-
-
-
-
-
-
-
-
02/39
-
-
-
-
-
-
-
-
08/39
-
-
-
-
-
-
-
-
02/40
-
-
-
-
-
-
-
-
08/40
-
-
-
-
-
-
-
-
02/41
-
-
-
-
-
-
-
-
08/41
-
-
-
-
-
-
-
-
02/42
-
-
-
-
-
-
-
-
08/42
-
-
-
-
-
-
-
-
02/43
-
-
-
-
-
-
-
-
08/43
-
-
-
-
-
-
-
-
02/44
-
-
-
-
-
-
-
-
08/44
6,525,000
755,450
4,720,000
823,900
4,665,000
1,012,036
8,190,000
$ 1
$
$
$
$
$
$
$
2,017,486
- Supported by TXDOT Pass-Through Financing Agreement in an amount not to exceed $16,555,000
Continued
380
TAX SUPPORT AMORTIZATIO
TAX SUPPORTED DEBT AMORTIZATION SCHEDULE OF OUTSTANDING DEBT 2012 Taxable Series Cert of Obligations (1.50-3.50%) $4,385,000 Due 02/19
Principal $
2013 Series Limited Tax Notes (3.00-3.50%) $1,915,000
Interest -
$
FY 2019
Principal
67,035
$
2014 Series General Obligation Refunding (2.00-5.00%) $11,865,000
Interest -
$
Principal
19,150
$
2014 Series Cert of Obligations (1.00%-3.00%) $19,625,000
Interest -
$
Principal
259,250
$
GO Ref
Interest -
$
275,419
08/19
165,000
67,035
945,000
19,150
535,000
259,250
295,000
275,419
02/20
-
64,560
-
9,700
-
253,900
-
273,206
08/20
205,000
64,560
970,000
9,700
1,325,000
253,900
390,000
273,206
02/21
-
61,485
-
-
-
227,400
-
269,306
08/21
250,000
61,485
-
-
1,380,000
227,400
555,000
269,306
02/22
-
57,735
-
-
-
199,800
-
263,756
08/22
290,000
57,735
-
-
1,435,000
199,800
545,000
263,756
02/23
-
53,385
-
-
-
163,925
-
255,582
08/23
295,000
53,385
-
-
1,505,000
163,925
950,000
255,582
02/24
-
49,698
-
-
-
126,300
-
241,331
08/24
305,000
49,698
-
-
1,580,000
126,300
1,295,000
241,331
02/25
-
45,694
-
-
-
94,700
-
221,906
08/25
315,000
45,694
-
-
2,520,000
94,700
1,335,000
221,906
02/26
-
41,363
-
-
-
31,700
-
206,888
08/26
325,000
41,363
-
-
1,585,000
31,700
1,380,000
206,888
02/27
-
36,691
-
-
-
-
-
189,638
08/27
335,000
36,691
-
-
-
-
1,425,000
189,638
02/28
-
31,666
-
-
-
-
-
171,825
08/28
350,000
31,666
-
-
-
-
1,475,000
171,825
02/29
-
26,198
-
-
-
-
-
149,700
08/29
365,000
26,198
-
-
-
-
1,520,000
149,700
02/30
-
20,358
-
-
-
-
-
126,900
08/30
380,000
20,358
-
-
-
-
1,575,000
126,900
02/31
-
14,088
-
-
-
-
-
103,275
08/31
395,000
14,088
-
-
-
-
1,630,000
103,275
02/32
-
7,175
-
-
-
-
-
78,825
08/32
410,000
7,175
-
-
-
-
1,690,000
78,825
02/33
-
-
-
-
-
-
-
53,475
08/33
-
-
-
-
-
-
1,750,000
53,475
02/34
-
-
-
-
-
-
-
27,225
08/34
-
-
-
-
-
-
1,815,000
27,225
02/35
-
-
-
-
-
-
-
-
08/35
-
-
-
-
-
-
-
-
02/36
-
-
-
-
-
-
-
-
08/36
-
-
-
-
-
-
-
-
02/37
-
-
-
-
-
-
-
-
08/37
-
-
-
-
-
-
-
-
02/38
-
-
-
-
-
-
-
-
08/38
-
-
-
-
-
-
-
-
02/39
-
-
-
-
-
-
-
-
08/39
-
-
-
-
-
-
-
-
02/40
-
-
-
-
-
-
-
-
08/40
-
-
-
-
-
-
-
-
02/41
-
-
-
-
-
-
-
-
08/41
-
-
-
-
-
-
-
-
02/42
-
-
-
-
-
-
-
-
08/42
-
-
-
-
-
-
-
-
02/43
-
-
-
-
-
-
-
-
08/43
-
-
-
-
-
-
-
-
02/44
-
-
-
-
-
-
-
-
08/44
4,385,000
1,154,262
1,915,000
57,700
11,865,000
2,713,950
19,625,000
$
$
$
$
$
$
$
$
5,816,514 Continued
381
TAX SUPPORT AMORTIZATIO
TAX SUPPORTED DEBT AMORTIZATION SCHEDULE OF OUTSTANDING DEBT 2015 Series GO Refunding & Improvement (2.00%-5.00%) $28,870,000 Due 02/19
Principal $
2016 Series Cert of Obligations (2.00%-5.00%) $17,025,000
Interest -
$
Principal
611,375
FY 2019
$
2016 Series General Obligation Refunding (2.00%-5.00%) $9,500,000
Interest -
$
Principal
384,400
$
2016 Series Limited Tax Notes (1.96%) $1,420,000
Interest -
$
Principal
171,725
$
C
Interest
270,000
$
13,916
08/19
1,695,000
611,375
435,000
384,400
705,000
171,725
-
11,270
02/20
-
585,950
-
377,875
-
161,150
280,000
11,270
08/20
975,000
585,950
445,000
377,875
735,000
161,150
-
8,526
02/21
-
566,450
-
373,425
-
153,800
285,000
8,526
08/21
1,010,000
566,450
295,000
373,425
755,000
153,800
-
5,733
02/22
-
546,750
-
370,475
-
146,250
290,000
5,733
08/22
1,050,000
546,750
325,000
370,475
780,000
146,250
-
2,891
02/23
-
526,250
-
367,225
-
138,450
295,000
2,891
08/23
1,095,000
526,250
400,000
367,225
800,000
138,450
-
-
02/24
-
504,350
-
363,225
-
128,350
-
-
08/24
1,195,000
504,350
855,000
363,225
830,000
128,350
-
-
02/25
-
480,450
-
341,850
-
111,750
-
-
08/25
1,245,000
480,450
900,000
341,850
870,000
111,750
-
-
02/26
-
455,550
-
319,350
-
90,000
-
-
08/26
2,340,000
455,550
940,000
319,350
920,000
90,000
-
-
02/27
-
408,750
-
295,850
-
67,000
-
-
08/27
3,235,000
408,750
990,000
295,850
980,000
67,000
-
-
02/28
-
344,050
-
271,100
-
42,500
-
-
08/28
3,375,000
344,050
1,040,000
271,100
1,035,000
42,500
-
-
02/29
-
276,550
-
245,100
-
21,800
-
-
08/29
1,455,000
276,550
1,090,000
245,100
1,090,000
21,800
-
-
02/30
-
247,450
-
217,850
-
-
-
-
08/30
1,510,000
247,450
1,145,000
217,850
-
-
-
-
02/31
-
217,250
-
189,225
-
-
-
-
08/31
1,575,000
217,250
1,205,000
189,225
-
-
-
-
02/32
-
177,875
-
159,100
-
-
-
-
08/32
1,650,000
177,875
1,265,000
159,100
-
-
-
-
02/33
-
136,625
-
127,475
-
-
-
-
08/33
1,735,000
136,625
1,325,000
127,475
-
-
-
-
02/34
-
93,250
-
94,350
-
-
-
-
08/34
1,820,000
93,250
1,390,000
94,350
-
-
-
-
02/35
-
47,750
-
59,600
-
-
-
-
08/35
1,910,000
47,750
1,460,000
59,600
-
-
-
-
02/36
-
-
-
30,400
-
-
-
-
08/36
-
-
1,520,000
30,400
-
-
-
-
02/37
-
-
-
-
-
-
-
-
08/37
-
-
-
-
-
-
-
-
02/38
-
-
-
-
-
-
-
-
08/38
-
-
-
-
-
-
-
-
02/39
-
-
-
-
-
-
-
-
08/39
-
-
-
-
-
-
-
-
02/40
-
-
-
-
-
-
-
-
08/40
-
-
-
-
-
-
-
-
02/41
-
-
-
-
-
-
-
-
08/41
-
-
-
-
-
-
-
-
02/42
-
-
-
-
-
-
-
-
08/42
-
-
-
-
-
-
-
-
02/43
-
-
-
-
-
-
-
-
08/43
-
-
-
-
-
-
-
-
02/44
-
-
-
-
-
-
-
-
08/44
28,870,000
12,453,350
17,025,000
9,175,750
9,500,000
2,465,550
1,420,000
$
$
$
$
$
$
$
$
70,756 Continued
382
TAX SUPPORT AMORTIZATIO
TAX SUPPORTED DEBT AMORTIZATION SCHEDULE OF OUTSTANDING DEBT 2017 Series Cert of Obligations (3.00%-5.00%) $31,920,000 Due 02/19
Principal $
2017 Series General Obligation Refunding (4.00%-5.00%) $17,380,000
Interest -
$
FY 2019
Principal
606,153
$
2019 Series Cert of Obligations (4.27%) $42,445,000
Interest -
$
Principal
397,475
$
2019 Series Limited Tax Notes (2.25%-3.00%) $1,365,000
Interest -
$
499,562
Principal $
Interest -
$
-
08/19
1,095,000
606,153
-
397,475
-
906,201
-
-
02/20
-
578,778
-
397,475
-
906,201
-
36,163
08/20
1,160,000
578,778
-
397,475
62,749
906,201
200,000
19,725
02/21
-
549,778
-
397,475
-
904,861
-
17,475
08/21
925,000
549,778
-
397,475
240,428
904,861
220,000
17,475
02/22
-
526,653
-
397,475
-
899,728
-
14,175
08/22
975,000
526,653
1,045,000
397,475
488,694
899,728
225,000
14,175
02/23
-
502,278
-
376,575
-
889,294
-
10,800
08/23
770,000
502,278
1,085,000
376,575
542,761
889,294
235,000
10,800
02/24
-
483,028
-
354,875
-
877,706
-
7,275
08/24
1,300,000
483,028
1,130,000
354,875
462,137
877,706
240,000
7,275
02/25
-
450,528
-
326,625
-
812,965
-
3,675
08/25
1,365,000
450,528
1,185,000
326,625
936,221
812,965
245,000
3,675
02/26
-
416,403
-
297,000
-
794,240
-
-
08/26
1,435,000
416,403
1,245,000
297,000
1,216,420
794,240
-
-
02/27
-
380,528
-
265,875
-
769,912
-
-
08/27
1,500,000
380,528
2,255,000
265,875
1,438,826
769,912
-
-
02/28
-
350,528
-
209,500
-
741,135
-
-
08/28
1,565,000
350,528
1,130,000
209,500
1,473,879
741,135
-
-
02/29
-
319,228
-
181,250
-
711,658
-
-
08/29
1,920,000
319,228
1,480,000
181,250
1,633,335
711,658
-
-
02/30
-
290,428
-
144,250
-
678,991
-
-
08/30
1,985,000
290,428
1,550,000
144,250
1,700,918
678,991
-
-
02/31
-
250,728
-
105,500
-
644,973
-
-
08/31
2,060,000
250,728
-
105,500
1,767,455
644,973
-
-
02/32
-
209,528
-
105,500
-
609,624
-
-
08/32
2,145,000
209,528
1,690,000
105,500
1,837,903
609,624
-
-
02/33
-
177,353
-
71,700
-
572,865
-
-
08/33
2,205,000
177,353
1,760,000
71,700
1,912,169
572,865
-
-
02/34
-
144,278
-
36,500
-
534,622
-
-
08/34
2,275,000
144,278
1,825,000
36,500
1,985,156
534,622
-
-
02/35
-
110,153
-
-
-
494,919
-
-
08/35
2,345,000
110,153
-
-
2,065,362
494,919
-
-
02/36
-
74,978
-
-
-
453,612
-
-
08/36
2,410,000
74,978
-
-
2,150,776
453,612
-
-
02/37
-
38,828
-
-
-
410,596
-
-
08/37
2,485,000
38,828
-
-
2,236,408
410,596
-
-
02/38
-
-
-
-
-
365,868
-
-
08/38
-
-
-
-
2,322,264
365,868
-
-
02/39
-
-
-
-
-
319,423
-
-
08/39
-
-
-
-
2,416,654
319,423
-
-
02/40
-
-
-
-
-
271,090
-
-
08/40
-
-
-
-
2,514,321
271,090
-
-
02/41
-
-
-
-
-
225,855
-
-
08/41
-
-
-
-
2,605,039
225,855
-
-
02/42
-
-
-
-
-
180,090
-
-
08/42
-
-
-
-
2,695,820
180,090
-
-
02/43
-
-
-
-
-
122,534
-
-
08/43
-
-
-
-
2,808,932
122,534
-
-
02/44
-
-
-
-
-
62,563
-
-
08/44
31,920,000
12,920,314
17,380,000
8,130,100
2,930,373 42,445,000
62,563 29,916,413
1,365,000
$
$
$
$
$
$
$
$
162,688 Continued
383
TAX SUPPORT AMORTIZATIO
2019
TAX SUPPORTED DEBT AMORTIZATION SCHEDULE OF OUTSTANDING DEBT Total All Series Outstanding Principal
FY 2019
Annual Requirements
Due
Balance
Principal
02/19
$ 211,545,000
08/19
202,255,000
02/20
201,975,000
08/20
192,022,251
02/21
191,737,251
08/21
182,451,823
02/22
182,161,823
08/22
172,258,129
02/23
171,963,129
08/23
161,870,368
02/24
161,870,368
08/24
151,373,231
02/25
151,373,231
08/25
139,937,010
02/26
139,937,010
08/26
128,010,590
02/27
128,010,590
08/27
115,296,764
02/28
115,296,764
08/28
103,277,885
02/29
103,277,885
08/29
92,129,550
02/30
92,129,550
08/30
81,668,632
02/31
81,668,632
08/31
70,706,177
02/32
70,706,177
08/32
59,358,274
02/33
59,358,274
08/33
47,986,105
02/34
47,986,105
08/34
36,875,949
02/35
36,875,949
08/35
29,095,587
02/36
29,095,587
08/36
23,014,811
02/37
23,014,811
08/37
18,293,403
02/38
18,293,403
08/38
15,971,139
02/39
15,971,139
08/39
13,554,485
02/40
13,554,485
08/40
11,040,164
02/41
11,040,164
08/41
8,435,125
02/42
8,435,125
08/42
5,739,305
02/43
5,739,305
08/43
2,930,373
02/44
2,930,373
08/44
-
$
9,560,000
Interest $
7,880,471
10,232,749
8,043,880
9,570,428
7,677,277
10,193,694
7,329,574
10,387,761
6,937,325
10,497,137
6,543,732
11,436,221
6,001,012
11,926,420
5,510,114
12,713,826
5,017,414
12,018,879
4,496,884
11,148,335
4,017,994
10,460,918
3,589,630
10,962,455
3,168,804
11,347,903
2,735,604
11,372,169
2,299,536
11,110,156
1,860,450
7,780,362
1,424,844
6,080,776
1,117,980
4,721,408
898,848
2,322,264
731,736
2,416,654
638,846
2,514,321
542,180
2,605,039
451,710
2,695,820
360,180
2,808,932
245,068
2,930,373
125,126
$ 211,815,000
384
$
89,646,219
FY 2019
TAX SUPPORTED DEBT PURPOSES FY 2019 ISSUE
2014 – General Obligation Refunding Bonds $14,760,000, Mature 2026
2011 – General Obligation Refunding Bonds $9,820,000, Mature 2023
Proceeds used for partial refunding of 2005 General Obligation Refunding Bonds, 2006 Certificates of Obligation, 2008A Certificates of Obligation, and 2008 General Obligation Bonds.
Proceeds used for partial refunding of 2002 Certificates of Obligation and 2003 General Obligation Refunding & Improvements Bonds.
2014 – Certificates of Obligation, $21,230,000, Mature 2028
2012 – General Obligation Refunding Bonds $6,245,000, Mature 2024
Proceeds to be used for constructing, improving, extending, expanding upgrading and/or developing streets, bridges, sidewalks, intersections, traffic signalization and other traffic improvement projects and related utility and rail relocation costs, drainage improvements and purchasing necessary rights-of-way.
Proceeds used for partial refunding of 2002 Certificates of Obligation and 2003 General Obligation Refunding & Improvements Bonds. 2012 – Pass-Through Revenue & Limited Tax Bonds $24,700,000, Mature 2034
2015 – General Obligation Refunding & Improvement Bonds $32,100,000, Mature 2035
Proceeds used for the construction and improvement of Northwest Loop 363. Supported by TXDot Pass-Through Financing Agreement in an amount not to exceed $16,555,000.
Proceeds used for partial refunding of 2008 General Obligation Bonds and 2008 Certificates of Obligation, upgrades to neighborhood parks, three new community parks, upgrades to athletic facilities and recreations centers, construction of a deep water pool at the water park, and construction on an athletic center.
2012 – Certificates of Obligation $9,420,000, Mature 2033 Proceeds to be used for constructing, improving, extending, expanding upgrading and/or developing streets, bridges, sidewalks, intersections, traffic signalization and other traffic improvement projects and related utility and rail relocation costs, drainage improvements and purchasing necessary rights-of-way.
2016 – Certificates of Obligation $18,285,000, Mature 2036
Proceeds to be used for constructing, improving, extending, expanding upgrading and/or developing streets, bridges, sidewalks, intersections, traffic signalization and other traffic improvement projects and related utility and rail relocation costs, drainage improvements and purchasing necessary rights-of-way.
2012 – Certificates of Obligation, Taxable $4,645,000, Mature 2032
Proceeds to be used for permitting, construction, land acquisition and other costs related to the expansion of the City’s landfill.
2016 – General Obligation Refunding Bonds $9,500,000, Mature 2029
2013 – Limited Tax Notes $5,710,000, Mature 2020
Proceeds used for partial refunding of 2009 General Obligation Bonds.
Proceeds to be used for solid waste equipment, recycling containers, design and construction of a CNG fueling station, and other building improvements associated with implementation of CNG fleet.
2016 – Limited Tax Notes $1,955,000, Mature 2023 Proceeds to be used for solid waste equipment and major building repairs. 385
TAX SUPPORTED DEBT PURPOSES FY 2019 2017 – Certificates of Obligation $33,900,000, Mature 2037
Proceeds to be used for constructing, improving, extending, expanding upgrading and/or developing streets, bridges, sidewalks, intersections, traffic signalization and other traffic improvement projects, related utility and rail relocation costs, drainage improvements and purchasing necessary rights-of-way, drainage improvement projects, public safety radios, and sanitation equipment. 2017 – General Obligation Refunding Bonds $17,780,000, Mature 2034 Proceeds used for partial refunding of 2012 PassThrough Revenue & Limited Tax Bonds. 2019 – Certificates of Obligation $42,445,000, Mature 2044
Proceeds to be used for constructing, improving, extending, expanding upgrading and/or developing streets, bridges, sidewalks, intersections, traffic signalization and other traffic improvement projects and related utility and rail relocation costs, drainage improvements and purchasing necessary rights-of-way. 2019 – Limited Tax Notes $1,365,000, Mature 2025 Proceeds to be used for solid waste and public safety equipment.
386
FY 2019
SCHEDULE OF NOTES PAYABLE BY TYPE
FY 2019
Outstanding 9/30/2018
Description
Principal Additions Reduction
Outstanding 9/30/2019
Interest Payments
Notes Payable Capital Lease - Golf Course - 2017 Capital Lease - Copiers - 2017 Capital Lease - Hotel/Motel Copiers - 2017 Energy Program - 2018
$
248,784
$
-
$
45,958
193,478
-
62,595
$
202,826
$
9,260
130,883
5,053
10,080
-
3,261
6,819
264
2,803,109
-
-
2,803,109
-
-
103,226
24,207
79,019
3,873
136,021
$ 3,222,656
Capital Lease - Golf Course - 2018
$ 3,255,451
$
103,226
$
$
18,450
Notes Payable
Notes Payable
$3,200
$3,210
$3,220
$3,230
$3,240
Thousands Beginning Balance
387
Ending Balance
$3,250
$3,260
FY 2019
NOTES PAYABLE BALANCE
Principal Balance
ISSUE Capital Lease-Golf Course - Issued $282,050, Rate 4.20%, Date of Maturity 2021
$
Capital Lease-Copiers - Issued $256,136, Rate 2.97%, Date of Maturity 2021
248,784 193,478
Capital Lease-Hotel/Motel Copiers - Issued $13,345, Rate 2.97%, Date of Maturity 2021
10,080
Energy Program - Issued $2,803,109, Rate 2.00%, Date of Maturity 2034
2,803,109
NOTES OUTSTANDING 10/1/2018
3,255,451
Principal Retirements Through 9/30/2019
(136,021)
Principal Additions Through 9/30/2019 Total Notes Outstanding 9/30/2019
103,226 $
3,222,656
Debt Service Requirements Principal and Interest $400 $350
Thousands
$300 $65
$250
$200 $150 $100 $50 $0
388
NOTES PAYABLE AMORTIZATION SCHEDULE OF OUTSTANDING DEBT Capital LeaseGolf Course - 2017 (4.20%) $248,784 Due 02/19
Principal $
Capital LeaseCopiers - 2017 (2.97%) $193,478
Interest
22,746
$
Principal
4,863
$
Capital LeaseHotel/Motel Copiers - 2017 (2.97%) $10,080
Interest
31,066
$
NOTES PAYABLE AMORTIZATION
FY 2019
Principal
2,758
$
Interest
1,618
$
144
08/19
23,212
4,397
31,529
2,295
1,643
120
02/20
23,688
3,921
31,999
1,825
1,667
95
08/20
24,173
3,436
32,476
1,349
1,692
70
02/21
24,668
2,940
32,960
864
1,717
45
08/21
25,174
2,435
33,450
374
1,743
19
02/22
105,123
1,025
-
-
-
-
08/22
-
-
-
-
-
-
02/23
-
-
-
-
-
-
08/23
-
-
-
-
-
-
02/24
-
-
-
-
-
-
08/24
-
-
-
-
-
-
02/25
-
-
-
-
-
-
08/25
-
-
-
-
-
-
02/26
-
-
-
-
-
-
08/26
-
-
-
-
-
-
02/27
-
-
-
-
-
-
08/27
-
-
-
-
-
-
02/28
-
-
-
-
-
-
08/28
-
-
-
-
-
-
02/29
-
-
-
-
-
-
08/29
-
-
-
-
-
-
02/30
-
-
-
-
-
-
08/30
-
-
-
-
-
-
02/31
-
-
-
-
-
-
08/31
-
-
-
-
-
-
02/32
-
-
-
-
-
-
08/32
-
-
-
-
-
-
02/33
-
-
-
-
-
-
08/33
-
-
-
-
-
-
02/34
-
-
-
-
-
-
08/34
248,784
23,017
193,478
9,465
10,080
$
$
$
$
$
$
493 Continued
389
NOTES PAYABLE AMORTIZATION SCHEDULE OF OUTSTANDING DEBT Energy Program 2018 (2.00%) $2,803,109 Due 02/19
Principal $
Capital LeaseGolf Course - 2018 (4.20%) $103,226
Interest -
$
FY 2019
Principal -
$
Total Outstanding Principal
Interest
11,977
$
Principal
2,063
$ 3,291,271
08/19
-
-
12,230
1,810
3,222,657
02/20
82,436
27,688
12,489
1,551
3,070,379
08/20
83,266
26,860
12,754
1,286
2,916,018
02/21
84,100
26,024
13,024
1,015
2,759,549
08/21
84,944
25,180
13,300
740
2,600,938
02/22
85,797
24,327
13,582
458
2,396,436
08/22
86,659
23,465
13,870
170
2,295,907
02/23
87,529
22,595
-
-
2,208,378
08/23
88,408
21,716
-
-
2,119,970
02/24
89,295
20,828
-
-
2,030,675
08/24
90,192
19,932
-
-
1,940,483
02/25
91,098
19,026
-
-
1,849,385
08/25
92,013
18,111
-
-
1,757,372
02/26
92,937
17,187
-
-
1,664,435
08/26
93,870
16,254
-
-
1,570,565
02/27
94,812
15,311
-
-
1,475,753
08/27
95,765
14,359
-
-
1,379,988
02/28
96,726
13,398
-
-
1,283,262
08/28
97,698
12,426
-
-
1,185,564
02/29
98,679
11,445
-
-
1,086,885
08/29
99,670
10,455
-
-
987,215
02/30
100,670
9,454
-
-
886,545
08/30
101,681
8,443
-
-
784,864
02/31
102,702
7,422
-
-
682,162
08/31
103,734
6,390
-
-
578,428
02/32
104,775
5,349
-
-
473,653
08/32
105,827
4,297
-
-
367,826
02/33
106,890
3,234
-
-
260,936
08/33
107,963
2,161
-
-
152,973
02/34
109,047
1,076
-
-
43,926
08/34
43,926 2,803,109
128 434,541
103,226
9,093
-
$
$
$
$
390
Annual Requirements
Balance $
$
136,021
Interest $
18,450
306,639
68,081
315,080
59,636
305,031
49,445
175,937
44,311
179,487
40,760
183,111
37,137
186,807
33,441
190,577
29,670
194,424
25,824
198,349
21,900
202,351
17,897
206,436
13,812
210,602
9,646
214,853
5,395
152,973
1,204
3,358,678
$
476,609
FY 2019
NOTES PAYABLE PURPOSES FY 2019 ISSUE Capital Lease – Golf Course (2017) $282,050, Mature 2021 Purchase 65 golf cars, 1 beverage car and 1 utility car for the golf course. Capital Lease – Copiers (2017) $256,136, Mature 2021 Purchase copiers for various General Fund departments. Capital Lease – Hotel/Motel Copiers (2017) $13,345, Mature 2021 Purchase copiers for various Hotel/Motel Tax Fund departments. Energy Program (2018) $2,803,109, Mature 2034 State Energy Conservation Office LoanSTAR Energy Program to install energy efficient lighting, heating and cooling systems at various locations. Capital Lease – Golf Course (2018) $103,226, Mature 2018 Purchase 65 GPS screens for the golf cars for the golf course.
391
SCHEDULE OF WATER & WASTEWATER FUND DEBT BY TYPE Outstanding 9/30/2018
Description General Obligations General Obligations Refunding Bonds, Series 2011 $ General Obligations Refunding Bonds, Series 2012 General Obligations Refunding Bonds, Series 2014 General Obligations Refunding & Improvement Bonds, Series 2015
Revenue Bonds Utility System Revenue Bonds, Series 2010 Utility System Revenue Bonds, Taxable Series 2014 Utility System Revenue Bonds, Series 2015 Utility System Revenue Bonds, Series 2017 Utility System Revenue Bonds, Series 2019
Notes Payable Capital lease - Copiers, Series 2017
$
FY 2019 Principal Reduction
Additions
6,740,000
$
-
15,730,000
-
5,060,000
-
3,925,000 31,455,000
-
13,115,000
$
Outstanding 9/30/2019
1,585,000
$
815,000
Interest Payments
5,155,000
$
253,750
14,915,000
641,300
5,060,000
228,600
730,000 3,130,000
3,195,000 28,325,000
149,700 1,273,350
-
650,000
12,465,000
424,413
12,110,000 21,030,000 31,585,000 77,840,000
22,125,000 22,125,000
270,000 875,000 1,085,000 450,000 3,330,000
11,840,000 20,155,000 30,500,000 21,675,000 96,635,000
556,756 958,100 1,229,313 337,818 3,506,400
21,314 21,314
-
6,895 6,895
14,419 14,419
557 557
109,316,314
$ 22,125,000
-
$
6,466,895
$
124,974,419
$
4,780,307
Water & Wastewater Fund Debt - By Type General Obligations
Revenue Bonds
Notes Payable
$0
$10
$20
$30
$40
$50
$60
$70
Millions Beginning Balance
392
Ending Balance
$80
$90
$100
FY 2019
WATER & WASTEWATER FUND DEBT BALANCE Principal Balance
ISSUE 2010 Series - Issued $17,210,000 Rates 2.25% - 3.75%, Date of Maturity 2030
$ 13,115,000
2011 GO Refunding Series - Issued $14,300,000 Rates 2.00% - 4.00%, Date of Maturity 2022
6,740,000
2012 GO Refunding Series - Issued $18,650,000 Rates 2.00% - 5.00%, Date of Maturity 2026
15,730,000
2014 Series, Taxable - Issued $12,990,000 Rates 0.45% - 5.05%, Date of Maturity 2044
12,110,000
2014 GO Refunding Series - Issued $6,600,000 Rates 2.00% - 5.00%, Date of Maturity 2025
5,060,000
2015 Series - Issued $23,685,000 Rates 2.00% - 5.00%, Date of Maturity 2035
21,030,000
2015 GO Refunding & Improvement Series - Issued $4,680,000 Rates 2.00% - 4.00%, Date of Maturity 2028 2017 Series - Issued $35,000,000 Rates 3.00% - 5.00%, Date of Maturity 2037
31,585,000
2017 Capital Lease - Copiers - Issued $28,216 Rates 2.97%, Date of Maturity 2021
21,314
DEBT OUTSTANDING 10/1/2018
109,316,314
Principal Retirements Through 9/30/2019
(6,466,895)
Principal Additions Through 9/30/2019
22,125,000
Total Debt Outstanding 9/30/2019 Sinking and Reserve Fund Balance as of 9/30/2019 NET BALANCE OF DEBT OUTSTANDING
Debt Service Requirements Principal and Interest $14.0 $12.0 $10.0 Millions
3,925,000
$8.0 $6.0 $4.0 $2.0 $0.0
393
124,974,419 (1,932,553) $ 123,041,866
WATER & WASTEWATER FUND AMORTIZATION SCHEDULE OF OUTSTANDING DEBT 2010 Series Utility System Revenue Bonds (2.25% - 3.75%) $13,115,000 Principal Interest
Due 02/19 08/19 02/20 08/20 02/21 08/21 02/22 08/22 02/23 08/23 02/24 08/24 02/25 08/25 02/26 08/26 02/27 08/27 02/28 08/28 02/29 08/29 02/30 08/30 02/31 08/31 02/32 08/32 02/33 08/33 02/34 08/34 02/35 08/35 02/36 08/36 02/37 08/37 02/38 08/38 02/39 08/39 02/40 08/40 02/41 08/41 02/42 08/42 02/43 08/43 02/44 08/44
$
650,000 670,000 690,000 710,000 735,000 765,000 800,000 830,000 1,710,000 1,780,000 1,850,000 1,925,000 $ 13,115,000
$
$
212,206 212,206 204,894 204,894 196,938 196,938 187,881 187,881 178,119 178,119 167,094 167,094 155,619 155,619 143,119 143,119 129,631 129,631 100,775 100,775 69,625 69,625 36,094 36,094 3,563,988
FY 2019
2011 Series General Obligation Refunding Bonds (2.00% - 4.00%) $6,740,000 Principal Interest $
$
1,585,000 1,645,000 1,715,000 1,795,000 6,740,000
$
$
126,875 126,875 103,100 103,100 70,200 70,200 35,900 35,900 672,150
2012 Series General Obligation Refunding Bonds (2.00% - 5.00%) $15,730,000 Principal Interest $
815,000 835,000 855,000 895,000 2,875,000 3,020,000 3,170,000 3,265,000 $ 15,730,000
$
$
320,650 320,650 304,350 304,350 287,650 287,650 266,275 266,275 243,900 243,900 172,025 172,025 96,525 96,525 48,975 48,975 3,480,700
2014 Series Utility System Revenue Bonds, Taxable (0.45% - 5.05%) $12,110,000 Principal Interest $
270,000 280,000 285,000 295,000 305,000 315,000 325,000 340,000 355,000 370,000 385,000 400,000 420,000 440,000 460,000 485,000 505,000 530,000 560,000 585,000 615,000 650,000 680,000 715,000 750,000 790,000 $ 12,110,000
$
$
278,378 278,378 275,341 275,341 271,701 271,701 267,426 267,426 262,632 262,632 257,295 257,295 251,388 251,388 245,051 245,051 238,115 238,115 230,695 230,695 222,777 222,777 214,346 214,346 204,686 204,686 194,543 194,543 183,917 183,917 172,807 172,807 161,095 161,095 148,343 148,343 134,961 134,961 120,821 120,821 106,050 106,050 90,521 90,521 74,109 74,109 56,939 56,939 38,885 38,885 19,948 19,948 9,445,541 Continued
394
WATER & WAST AMORTIZATION
20 Gener Refun (2.0
WATER & WASTEWATER FUND AMORTIZATION SCHEDULE OF OUTSTANDING DEBT 2014 Series General Obligation Refunding Bonds (2.00% - 5.00%) $5,060,000 Principal Interest
Due 02/19 08/19 02/20 08/20 02/21 08/21 02/22 08/22 02/23 08/23 02/24 08/24 02/25 08/25 02/26 08/26 02/27 08/27 02/28 08/28 02/29 08/29 02/30 08/30 02/31 08/31 02/32 08/32 02/33 08/33 02/34 08/34 02/35 08/35 02/36 08/36 02/37 08/37 02/38 08/38 02/39 08/39 02/40 08/40 02/41 08/41 02/42 08/42 02/43 08/43 02/44 08/44
$
$
755,000 785,000 820,000 860,000 900,000 940,000 5,060,000
$
$
114,300 114,300 114,300 114,300 99,200 99,200 83,500 83,500 63,000 63,000 41,500 41,500 23,500 23,500 1,078,600
2015 Series Utility System Revenue Bonds (2.00% - 5.00%) $21,030,000 Principal Interest $
875,000 905,000 930,000 965,000 1,005,000 1,045,000 1,085,000 1,130,000 1,185,000 1,245,000 1,310,000 1,375,000 1,445,000 1,515,000 1,590,000 1,670,000 1,755,000 $ 21,030,000
$
479,050 479,050 466,425 466,425 452,850 452,850 434,250 434,250 414,950 414,950 394,850 394,850 373,950 373,950 352,250 352,250 324,000 324,000 294,375 294,375 263,250 263,250 230,500 230,500 196,125 196,125 160,000 160,000 122,125 122,125 82,375 82,375 40,625 40,625 $ 10,163,900
FY 2019 2015 Series General Obligation Refunding & Improvement Bonds (2.00% - 4.00%) $3,925,000 Principal Interest $
$
730,000 1,025,000 1,065,000 1,105,000 3,925,000
$
$
74,850 74,850 63,900 63,900 63,900 63,900 63,900 63,900 63,900 63,900 63,900 63,900 63,900 63,900 63,900 63,900 43,400 43,400 22,100 22,100 1,175,300
2017 Series Utility System Revenue Bonds (3.00% - 5.00%) $31,585,000 Principal Interest $
1,085,000 1,140,000 1,200,000 1,255,000 1,320,000 1,385,000 1,455,000 1,525,000 1,600,000 1,680,000 1,750,000 1,820,000 1,875,000 1,930,000 1,990,000 2,045,000 2,110,000 2,175,000 2,245,000 $ 31,585,000
$
614,656 614,656 587,531 587,531 559,031 559,031 529,031 529,031 497,656 497,656 464,656 464,656 430,031 430,031 393,656 393,656 355,531 355,531 315,531 315,531 281,931 281,931 246,931 246,931 219,631 219,631 191,506 191,506 162,556 162,556 132,706 132,706 102,031 102,031 69,063 69,063 35,078 35,078 $ 12,377,494 Continued
395
WATER & WAST AMORTIZATION
WATER & WASTEWATER FUND AMORTIZATION SCHEDULE OF OUTSTANDING DEBT 2017 Capital Lease - Copiers (2.97%) $21,314 Principal Interest
Due 02/19 08/19 02/20 08/20 02/21 08/21 02/22 08/22 02/23 08/23 02/24 08/24 02/25 08/25 02/26 08/26 02/27 08/27 02/28 08/28 02/29 08/29 02/30 08/30 02/31 08/31 02/32 08/32 02/33 08/33 02/34 08/34 02/35 08/35 02/36 08/36 02/37 08/37 02/38 08/38 02/39 08/39 02/40 08/40 02/41 08/41 02/42 08/42 02/43 08/43 02/44 08/44
2019 Series Utility System Revenue Bonds (2.00% - 5.00%) $22,125,000 Principal Interest
$
$
3,422 3,473 3,525 3,578 3,631 3,685 21,314
$
$
304 253 201 149 95 41 1,043
$
450,000 765,000 785,000 810,000 835,000 860,000 885,000 915,000 950,000 990,000 1,040,000 1,090,000 1,130,000 1,165,000 1,205,000 1,250,000 1,300,000 1,345,000 1,395,000 1,450,000 1,510,000 $ 22,125,000
$
337,818 400,881 400,881 390,363 390,363 378,588 378,588 366,438 366,438 353,913 353,913 340,475 340,475 326,094 326,094 307,793 307,793 288,793 288,793 264,044 264,044 238,044 238,044 219,650 219,650 200,581 200,581 180,194 180,194 158,353 158,353 134,916 134,916 110,541 110,541 85,322 85,322 58,294 58,294 30,200 30,200 $ 10,004,772
396
FY 2019
Bond Principal Outstanding $ 131,437,892 124,974,419 124,970,894 117,972,316 117,968,685 110,720,000 110,720,000 103,175,000 103,175,000 95,240,000 95,240,000 86,950,000 86,950,000 78,290,000 78,290,000 69,260,000 69,260,000 62,395,000 62,395,000 55,225,000 55,225,000 48,890,000 48,890,000 42,280,000 42,280,000 37,410,000 37,410,000 32,360,000 32,360,000 27,115,000 27,115,000 21,665,000 21,665,000 15,995,000 15,995,000 11,945,000 11,945,000 7,745,000 7,745,000 5,710,000 5,710,000 3,585,000 3,585,000 2,935,000 2,935,000 2,255,000 2,255,000 1,540,000 1,540,000 790,000 790,000 -
Annual Requirements Principal Interest $
6,466,895
$
4,780,307
7,002,103
5,041,794
7,252,316
4,783,802
7,545,000
4,493,503
7,935,000
4,181,190
8,290,000
3,830,466
8,660,000
3,470,776
9,030,000
3,146,090
6,865,000
2,796,941
7,170,000
2,504,539
6,335,000
2,203,255
6,610,000
1,931,830
4,870,000
1,680,185
5,050,000
1,493,261
5,245,000
1,297,585
5,450,000
1,092,483
5,670,000
877,335
4,050,000
655,893
4,200,000
510,722
2,035,000
358,230
2,125,000
272,500
650,000
181,042
680,000
148,218
715,000
113,878
750,000
77,770
790,000
39,896
$ 131,441,314
$ 51,963,487
WATER & WASTEWATER FUND DEBT PURPOSES FY 2019 ISSUE
FY 2019
2015, General Obligation Refunding & Improvement Bonds $4,680,000, Mature 2028
2010 Series $17,210,000, Mature 2030
Proceeds used for partial refunding of the 2008 Utility System Revenue Bonds
Water line replacements, elevated storage tank rehabilitation, generators for water treatment plant, wastewater line replacements, lift station rehabilitation and sewerage system land acquisition and design.
2017 Series $32,755,000, Mature 2037 Water line replacements, elevated storage tank rehabilitation, generators for water treatment plant, wastewater line replacements, lift station rehabilitation and sewerage system land acquisition and design.
2011, General Obligation Refunding Bonds $14,300,000, Mature 2022 Proceeds used for partial refunding of the 2002 WW & SS Revenue Bonds
2017 Capital Lease - Copiers $28,216, Matures 2021
2012, General Obligation Refunding Bonds $18,650,000, Mature 2026
Purchase eight copiers for various water and sewer fund departments.
Proceeds used for partial refunding of the 2002 WW & SS Revenue Bonds and 2006 Utility System Revenue Bonds.
2019 Series $22,125,000, Mature 2039
2014 Series, Taxable $12,990,000, Mature 2044
Water line replacements, elevated storage tank rehabilitation, generators for water treatment plant, wastewater line replacements, lift station rehabilitation and sewerage system land acquisition and design.
Design and construction of the Treated Effluent Facilities for Panda Temple Power II, LLC. 2014, General Obligation Refunding Bonds $6,600,000, Mature 2025 Proceeds used for partial refunding of the 2006 Utility System Revenue Bonds and 2008 Utility System Revenue Bonds. 2015 Series $23,685,000, Mature 2035 Water line replacements, elevated storage tank rehabilitation, generators for water treatment plant, wastewater line replacements, lift station rehabilitation and sewerage system land acquisition and design.
397
REINVESTMENT ZONE NO. 1 SCHEDULE OF OUTSTANDING DEBT BY TYPE
FY 2019
Outstanding Description
Principal
9/30/2018
Additions
Outstanding
Interest
9/30/2019
Payments
Reductions
General Obligations General Obligation Refunding, Series 2009 General Obligation Refunding, Series 2011A General Obligation Refunding, Series 2012
$ 1,440,000
-
$ 1,440,000
7,530,000
$
-
605,000
$
6,925,000
$
45,000 310,950
280,000
-
65,000
215,000
12,650
9,250,000
-
2,110,000
7,140,000
368,600
23,005,000
-
1,180,000
21,825,000
868,344
Certificates of Obligation Certificates of Obligation, Series 2013 Revenue Bonds TIRZ Revenue Bonds, Taxable Series 2008 TIRZ Revenue Bonds, Series 2018 TIRZ Revenue Bonds, Taxable Series 2018
4,370,000
-
1,010,000
3,360,000
231,173
22,205,000
-
320,000
21,885,000
1,389,253
5,155,000
-
158,000
4,997,000
266,942
31,730,000
-
1,488,000
30,242,000
1,887,368
-
$ 4,778,000
$ 59,207,000
$ 3,124,312
$ 63,985,000
$
398
REINVESTMENT ZONE NO. 1 TAX DATA AND OUTSTANDING BOND BALANCE
FY 2019
Ad valorem taxes are levied on captured increments of growth in real property values in a designated zone. The tax revenues derived from this increment are to be used for public improvements within this designated zone. The entities and tax rates within the zone are as follows: Temple I.S.D.* City of Temple Bell County Temple College Bell County Road District Elm Creek Flood Control District Troy I.S.D.* Belton I.S.D.*
$1.40000 0.66120 0.42120 0.19795 0.02990 0.03270 1.29020 1.60300
*Per Sec 311.03 (n) of the Texas Property Tax Code, the calculation of the tax levy for school districts is based upon the tax year 2005 I&S rate and the 2005 M&O rate if the 2005 rate is higher than the current M&O and I&S rate. The 2005 I&S and M&O rate for the following school districts were: Temple I.S.D. - $1.6300, Troy I.S.D. - $1.6725, Belton I.S.D. - $1.7185.
BONDS OUTSTANDING: 2008 - TIRZ Revenue Bonds, Taxable Series, Mature 2022 2009 - General Obligation Refunding Bonds, Mature 2019
1,440,000
2011A - General Obligation Refunding Bonds, Mature 2022
7,530,000
2012 - General Obligation Refunding Bonds, Mature 2022
280,000
2013 - Certificates of Obligation, Mature 2033
23,005,000
2018 - TIRZ Revenue Bonds, Mature 2038
22,205,000
2018 - TIRZ Revenue Bonds, Taxable Series, Mature 2038
5,155,000
BONDS OUTSTANDING 10/1/2018
63,985,000
Principal Retirements Through 9/30/2019
(4,778,000)
Principal Additions Through 9/30/2019 TOTAL BONDS OUTSTANDING 9/30/2019 Reserve Fund Balance as of 9/30/2019 NET BALANCE OF BONDS OUTSTANDING
Debt Service Requirements Principal and Interest
$9,000
$8,000 Thousands
$ 4,370,000
$7,000
$6,000 $5,000
$4,000 $3,000
$2,000 $1,000 $0
399
59,207,000 $ 59,207,000
REINVESTMENT ZONE NO. 1 AMORTIZATION SCHEDULE OF OUTSTANDING DEBT
Due 02/19
2008 Series
2009 Series
2011A Series
TIRZ Revenue Bonds,
General Obligation
General Obligation
Taxable Series
Refunding
Refunding
(5.29%)
(2.00% - 3.125%)
(2.00% - 4.259%)
$4,370,000
$1,440,000
$7,530,000
Principal $
FY 2019
Interest -
$
Principal
115,587
$
Interest -
$
Principal
22,500
$
G
Interest -
$
155,475
08/19
1,010,000
115,587
1,440,000
22,500
605,000
155,475
02/20
-
88,872
-
-
-
146,400
08/20
1,060,000
88,872
-
-
2,205,000
146,400
02/21
-
60,835
-
-
-
91,275
08/21
1,120,000
60,835
-
-
2,315,000
91,275
02/22
-
31,211
-
-
-
44,975
08/22
1,180,000
31,211
-
-
2,405,000
44,975
02/23
-
-
-
-
-
-
08/23
-
-
-
-
-
-
02/24
-
-
-
-
-
-
08/24
-
-
-
-
-
-
02/25
-
-
-
-
-
-
08/25
-
-
-
-
-
-
02/26
-
-
-
-
-
-
08/26
-
-
-
-
-
-
02/27
-
-
-
-
-
-
08/27
-
-
-
-
-
-
02/28
-
-
-
-
-
-
08/28
-
-
-
-
-
-
02/29
-
-
-
-
-
-
08/29
-
-
-
-
-
-
02/30
-
-
-
-
-
-
08/30
-
-
-
-
-
-
02/31
-
-
-
-
-
-
08/31
-
-
-
-
-
-
02/32
-
-
-
-
-
-
08/32
-
-
-
-
-
-
02/33
-
-
-
-
-
-
08/33
-
-
-
-
-
-
02/34
-
-
-
-
-
-
08/34
-
-
-
-
-
-
02/35
-
-
-
-
-
-
08/35
-
-
-
-
-
-
02/36
-
-
-
-
-
-
08/36
-
-
-
-
-
-
02/37
-
-
-
-
-
-
08/37
-
-
-
-
-
-
02/38
-
-
-
-
-
-
08/38
4,370,000
593,009
1,440,000
45,000
7,530,000
$
$
$
400
$
$
$
876,250 Continued
REINVESTMENT ZONE NO. 1 AMORTIZATION SCHEDULE OF OUTSTANDING DEBT
Due 02/19
2012 Series
2013 Series
2018 Series
General Obligation
Certificates of
TIRZ Revenue Bonds
Refunding
Obligation
(2.00% - 5.00%)
(2.00% - 4.125%)
(3.00% - 5.00%)
$280,000
$23,005,000
$22,205,000
Principal $
FY 2019
Interest -
$
Principal
6,325
$
Interest -
$
Principal
434,172
$
Interest -
$
945,153
08/19
65,000
6,325
1,180,000
434,172
320,000
444,100
02/20
-
5,025
-
416,471
-
437,575
08/20
70,000
5,025
1,215,000
416,471
450,000
437,575
02/21
-
3,625
-
398,246
-
536,325
08/21
70,000
3,625
1,250,000
398,246
30,000
536,325
02/22
-
1,875
-
373,246
-
533,125
08/22
75,000
1,875
1,285,000
373,246
-
533,125
02/23
-
-
-
347,546
-
533,125
08/23
-
-
1,335,000
347,546
900,000
533,125
02/24
-
-
-
320,847
-
513,125
08/24
-
-
1,385,000
320,847
940,000
513,125
02/25
-
-
-
299,206
-
489,500
08/25
-
-
1,440,000
299,206
990,000
489,500
02/26
-
-
-
275,806
-
464,625
08/26
-
-
1,500,000
275,806
1,040,000
464,625
02/27
-
-
-
249,556
-
438,500
08/27
-
-
1,560,000
249,556
1,090,000
438,500
02/28
-
-
-
218,356
-
411,125
08/28
-
-
1,625,000
218,356
1,145,000
411,125
02/29
-
-
-
185,856
-
382,375
08/29
-
-
1,690,000
185,856
1,200,000
382,375
02/30
-
-
-
152,056
-
352,750
08/30
-
-
1,765,000
152,056
1,264,000
352,750
02/31
-
-
-
116,756
-
321,000
08/31
-
-
1,840,000
116,756
1,324,000
321,000
02/32
-
-
-
79,956
-
288,250
08/32
-
-
1,925,000
79,956
1,393,000
288,250
02/33
-
-
-
41,456
-
252,250
08/33
-
-
2,010,000
41,456
1,465,000
252,250
02/34
-
-
-
-
-
199,500
08/34
-
-
-
-
1,567,000
199,500
02/35
-
-
-
-
-
159,500
08/35
-
-
-
-
1,650,000
159,500
02/36
-
-
-
-
-
121,500
08/36
-
-
-
-
1,725,000
121,500
02/37
-
-
-
-
-
74,000
08/37
-
-
-
-
1,820,000
74,000
02/38
-
-
-
-
-
38,375
08/38
280,000
33,700
23,005,000
7,819,064
1,892,000 22,205,000
$
$
$
401
$
$
$
38,375 14,482,303 Continued
REINVESTMEN AMORTIZATIO
REINVESTMENT ZONE NO. 1 AMORTIZATION SCHEDULE OF OUTSTANDING DEBT
FY 2019
2018 Series TIRZ Revenue Bonds, Taxable Series
Due 02/19
(4.00% - 5.50%)
Bond
$5,155,000
Principal
Principal $
Interest -
$
163,100
Annual Requirements
Outstanding $
Principal
63,985,000
08/19
158,000
103,842
59,207,000
02/20
-
124,727
59,207,000
08/20
175,000
124,727
54,032,000
02/21
-
119,007
54,032,000
08/21
95,000
119,007
49,152,000
02/22
-
117,178
49,152,000
08/22
85,000
117,178
44,122,000
02/23
-
115,436
44,122,000
08/23
195,000
115,436
41,692,000
02/24
-
111,416
41,692,000
08/24
205,000
111,416
39,162,000
02/25
-
106,464
39,162,000
08/25
216,000
106,464
36,516,000
02/26
-
101,190
36,516,000
08/26
222,000
101,190
33,754,000
02/27
-
95,150
33,754,000
08/27
234,000
95,150
30,870,000
02/28
-
89,268
30,870,000
08/28
250,000
89,268
27,850,000
02/29
-
83,419
27,850,000
08/29
260,000
83,419
24,700,000
02/30
-
77,009
24,700,000
08/30
270,000
77,009
21,401,000
02/31
-
69,853
21,401,000
08/31
313,000
69,853
17,924,000
02/32
-
62,328
17,924,000
08/32
302,000
62,328
14,304,000
02/33
-
54,433
14,304,000
08/33
318,000
54,433
10,511,000
02/34
-
46,169
10,511,000
08/34
334,000
46,169
8,610,000
02/35
-
38,006
8,610,000
08/35
353,000
38,006
6,607,000
02/36
-
29,319
6,607,000
08/36
367,000
29,319
4,515,000
02/37
-
16,237
4,515,000
08/37
394,000
16,237
2,301,000
02/38
-
8,631
2,301,000
08/38
409,000 5,155,000
8,631 3,197,422
-
$
$
402
$
$
4,778,000
Interest $
3,124,312
5,175,000
2,438,140
4,880,000
2,418,626
5,030,000
2,203,220
2,430,000
1,992,214
2,530,000
1,890,776
2,646,000
1,790,340
2,762,000
1,683,242
2,884,000
1,566,412
3,020,000
1,437,498
3,150,000
1,303,300
3,299,000
1,163,630
3,477,000
1,015,218
3,620,000
861,068
3,793,000
696,278
1,901,000
491,338
2,003,000
395,012
2,092,000
301,638
2,214,000
180,474
2,301,000
94,012
63,985,000
$
27,046,748
REINVESTMENT ZONE NO. 1 BOND PURPOSES FY 2019
FY 2019
2018 – TIRZ Revenue Bonds $22,205,000, Mature 2038
ISSUE 2008 – TIRZ Revenue Bonds, Taxable $10,365,000, Mature 2022
Proceeds from the sale of the Series 2018A Bonds will be used for the purpose of (i) designing, constructing, improving, acquiring, extending, expanding, upgrading and developing roads with the Zone, or that benefit the Zone, including the Outer Loop Project, Downtown, the Industrial Park and the Temple Medical and Education District including purchase of any necessary rights-of-way, utilities, utility relocation, drainage, lighting, landscaping, irrigation, pedestrian facilities, signage and monumentation, traffic safety and operational improvements and other transportation related improvements, (ii) designing, constructing, improving, acquiring and developing the Santa Fe Plaza Infrastructure Project within the Zone including purchase of any necessary rights-ofway, parking facilities, utilities, pedestrian facilities, landscaping and traffic flow and operational improvements, (iii) designing, constructing, improving, acquiring and equipping the Draughon-Miller Regional Airport within the Zone including roadway improvements, utilities, headquarters, arrival/departure canopy, pilot amenities, passenger amenities, parking facilities, storm water and drainage improvements, taxiway and apron expansion, corporate hangar and other related airport improvements and (iv) paying the costs of issuing the Series 2018A Bonds.
Proceeds used for improving and extending the City’s railway system, the purchase of 355+/acres of land, professional services including fiscal, engineering, architectural and legal fees including the cost associated with the issuance of bonds. 2009 – General Obligation Refunding Bonds $10,875,000, Mature 2019 Proceeds used for the partial refunding of the 2008 Tax & TIRZ Revenue Certificates of Obligation. 2011A – General Obligation Refunding Bonds $10,405,000, Mature 2022 Proceeds used for the partial refunding of the 2003 Tax & TIRZ Revenue Certificates of Obligation and the 2008 Tax & TIRZ Revenue Certificates of Obligation. 2012 – General Obligation Refunding Bonds $480,000, Mature 2022 Proceeds used for the partial refunding of the 2003 Tax & TIRZ Revenue Certificates of Obligation.
2018 – TIRZ Revenue Bonds, Taxable $5,155,000, Mature 2038
2013 – Certificates of Obligation $25,260,000, Mature 2033
Proceeds from the Taxable Series 2018B Bonds will be used for the purpose of (i) designing, acquiring and constructing a multi-story parking garage with the Zone and (ii) paying the costs of issuing the Taxable Series 2018B Bonds.
Proceeds used for developing City master plans and constructing, improving, extending, expanding, upgrading and/or developing city streets, bridges, sidewalks, trails, parks, City airport, and a downtown plaza, including related water, wastewater and drainage improvements, signage, parking, lighting, landscaping, irrigation and purchasing any necessary rights-of-way, all within the boundaries of the City’s Reinvestment Zone No. 1.
403
PERSONNEL DATA
404
ANNUAL BUDGET STAFFING [Full Time Equivalents]
Department
FY 2019 Actual 2016-17
2015-16
Budget 2018-19
2017-18
Increase/ (Decrease)
GENERAL FUND General Government: ASSISTANT CITY MANAGER Total Full Time Total Part Time Total (F.T.E.)
2.00 2.00
-
CITY COUNCIL Total (F.T.E.)
5.00
5.00
CITY MANAGER Total Full Time Total Part Time Total (F.T.E.)
7.00 7.00
7.00 7.00
CITY SECRETARY Total Full Time Total Part Time Total (F.T.E.)
6.00 6.00
6.00 6.00
FACILITY SERVICES Total Full Time Total Part Time Total (F.T.E.)
16.45 16.45
15.45 0.25 15.70
2, 15
16.45 16.45
31, 41
18.45 18.45
49
FINANCE Total Full Time Total Part Time Total (F.T.E.)
11.00 11.00
11.00 11.00
16
11.70 11.70
42
11.70 11.70
51
FLEET SERVICES Total Full Time Total Part Time Total (F.T.E.)
18.00 18.00
19.00 19.00
3, 17
19.00 19.00
GENERAL SERVICES Total Full Time Total Part Time Total (F.T.E.)
2.90 2.90
6.85 0.25 7.10
2, 15
-
HUMAN RESOURCES Total Full Time Total Part Time Total (F.T.E.)
6.00 6.00
6.00 6.00
405
1
4
-
-
-
5.00
5.00
-
8.00 8.00
43
6.00 6.00
6.00 6.00
10.00 10.00
48
6.00 6.00
31, 43
2.00 2.00
-
2.00 2.00
-
19.00 19.00
-
-
-
6.00 6.00
67
-
ANNUAL BUDGET STAFFING [ F u l l T i m e E q u i v a l e n t ss ]]
FY FY 2019 2019
2015-16
Actual 2016-17
18.00 18.00
18.00 18.00
INSPECTIONS / PERMITS Total Full Time Total Part Time Total (F.T.E.)
7.00 7.00
8.00 8.00
LEGAL Total Full Time Total Part Time Total (F.T.E.)
9.00 9.00
9.00 9.00
9.00 9.00
PLANNING Total Full Time Total Part Time Total (F.T.E.)
8.00 8.00
8.00 8.00
8.00 8.00
PURCHASING Total Full Time Total Part Time Total (F.T.E.)
7.00 7.00
7.00 7.00
8.00 8.00
ANIMAL SERVICES Total Full Time Total Part Time Total (F.T.E.)
7.00 0.50 7.50
7.00 0.50 7.50
19
CODE COMPLIANCE Total Full Time Total Part Time Total (F.T.E.)
9.00 9.00
9.00 9.00
1, 15
121.00 121.00
121.00 121.00
12.00 0.03 12.03
12.00 0.03 12.03
Department INFORMATION TECHNOLOGY SERVICES Total Full Time Total Part Time Total (F.T.E.)
9
Budget 2018-19
2017-18
18
4
20.00 20.00
32, 43
8.00 8.00
68
20.00 20.00
-
8.00 8.00
-
9.00 9.00
-
9.00 9.00
43
Increase/ (Decrease)
64, 65
8.00 8.00
1.00 1.00
-
Public Safety:
FIRE Total Full Time Total Part Time Total (F.T.E.) MUNICIPAL COURT Total Full Time Total Part Time Total (F.T.E.)
406
5
20
7.00 0.50 7.50
13.17 0.63 13.80
124.00 124.00
12.00 0.03 12.03
31, 43
46
8.00 8.00
50
11.78 0.63 12.41
51
50
1.00 (0.50) 0.50
(1.39) (1.39)
124.00 124.00
-
12.00 0.03 12.03
-
ANNUAL BUDGET STAFFING [ F u l l T i m e E q u i v a l e n t ss ]]
FY FY 2019 2019
2015-16
Actual 2016-17
171.00 0.50 171.50
177.00 0.50 177.50
ENGINEERING Total Full Time Total Part Time Total (F.T.E.)
7.95 7.95
7.95 7.95
STREETS Total Full Time Total Part Time Total (F.T.E.)
24.50 24.50
TRAFFIC SIGNALS Total Full Time Total Part Time Total (F.T.E.)
Department POLICE Total Full Time Total Part Time Total (F.T.E.)
Budget 2018-19
2017-18
6, 21
180.00 0.63 180.63
45
22
7.95 7.95
33
24.50 24.50
23
24.50 24.50
4.75 4.75
4.75 4.75
23
5.75 5.75
47.00 1.22 48.22
50.00 1.22 51.22
GOLF COURSE Total Full Time Total Part Time Total (F.T.E.)
12.28 6.88 19.16
12.28 6.88 19.16
LIBRARY Total Full Time Total Part Time Total (F.T.E.)
19.00 9.15 28.15
19.00 9.15 28.15
25
PARKS Total Full Time Total Part Time Total (F.T.E.)
34.95 0.46 35.41
36.95 0.46 37.41
8
44
185.00 0.63 185.63
Increase/ (Decrease)
52, 66
5.00 5.00
Highways and Streets:
34
7.95 7.95
69
-
24.50 24.50
-
5.75 5.75
-
Solid Waste: SOLID WASTE Total Full Time Total Part Time Total (F.T.E.)
7, 24
50.00 1.22 51.22
53.00 0.50 53.50
53
12.28 6.88 19.16
12.53 6.88 19.41
63
53
3.00 (0.72) 2.28
Parks and Recreation:
407
18.00 9.65 27.65
36.95 0.96 37.91
41 35
40
18.00 10.15 28.15
37.70 0.46 38.16
54
55, 63 56
0.25 0.25
0.50 0.50
0.75 (0.50) 0.25
ANNUAL BUDGET STAFFING [ F u l l T i m e E q u i v a l e n t ss ]]
FY FY 2019 2019
2015-16
Actual 2016-17
2017-18
Budget 2018-19
6.50 0.25 6.75
5.95 0.25 6.20
26
5.95 0.25 6.20
5.15 0.25 5.40
19.32 49.17 68.49
20.07 49.67 69.74
26
20.07 49.67 69.74
21.72 49.67 71.39
AIRPORT Total Full Time Total Part Time Total (F.T.E.)
13.00 1.38 14.38
12.00 1.38 13.38
10
12.00 1.38 13.38
12.00 1.38 13.38
-
Total Full Time Total Part Time
632.60 69.54
645.75 70.54
654.77 71.79
669.23 70.57
14.46 (1.22)
702.14
716.29
726.56
739.80
13.24
-
-
METERING Total Full Time Total Part Time Total (F.T.E)
7.00 7.00
7.00 7.00
PUBLIC WORKS ADMINISTRATION Total Full Time Total Part Time Total (F.T.E.)
7.40 7.40
7.10 7.10
PURCHASING Total Full Time Total Part Time Total (F.T.E.)
1.00 0.38 1.38
1.00 0.38 1.38
10.00 10.00
10.00 10.00
Department PARKS & RECREATION ADMIN SERVICES Total Full Time Total Part Time Total (F.T.E.) RECREATION Total Full Time Total Part Time Total (F.T.E.) Airport:
GENERAL FUND TOTAL (F.T.E.)
9
Increase/ (Decrease)
63
56, 63
(0.80) (0.80)
1.65 1.65
UTILITY ENTERPRISE FUND ENVIRONMENTAL PROGRAMS Total Full Time Total Part Time Total (F.T.E)
UTILITY BUSINESS OFFICE Total Full Time Total Part Time Total (F.T.E.)
408
4.00 4.00
39
5.00 5.00
27
8.00 8.00
36
8.00 8.00
-
13, 22
6.40 6.40
28, 37
6.40 6.40
-
1.00 0.38 1.38
-
1.00 0.38 1.38
29
10.00 0.50 10.50
38
10.00 0.50 10.50
57
60
1.00 1.00
-
ANNUAL BUDGET STAFFING [ F u l l T i m e E q u i v a l e n t ss ]]
FY FY 2019 2019
2015-16
Actual 2016-17
WASTEWATER COLLECTION Total Full Time Total Part Time Total (F.T.E)
22.50 22.50
22.50 22.50
WASTEWATER TREATMENT Total Full Time Total Part Time Total (F.T.E)
-
-
WATER DISTRIBUTION Total Full Time Total Part Time Total (F.T.E)
22.50 22.50
23.50 23.50
WATER TREATMENT Total Full Time Total Part Time Total (F.T.E.)
21.00 21.00
21.00 21.00
Total Full Time Total Part Time
91.40 0.38
Department
Budget 2018-19
2017-18
11, 30
22.00 22.00
37, 39
-
30
24.50 24.50
Increase/ (Decrease)
58
-
-
25.50 25.50
58, 59
21.00 21.00
20.00 20.00
57
92.10 0.38
94.90 0.38
100.40 0.88
5.50 0.50
91.78
92.48
95.28
101.28
6.00
10.70 7.59 18.29
10.70 6.50 17.20
10.70 6.50 17.20
10.65 5.75 16.40
63
RAILROAD MUSEUM Total Full Time Total Part Time Total (F.T.E)
4.00 1.38 5.38
4.00 1.38 5.38
4.00 1.75 5.75
4.05 1.75 5.80
63
0.05 0.05
TOURISM/MARKETING Total Full Time Total Part Time Total (F.T.E)
2.60 2.60
2.60 2.60
2.60 2.60
3.75 3.75
61, 63
1.15 1.15
17.30 8.97
17.30 7.88
17.30 8.25
18.45 7.50
1.15 (0.75)
26.27
25.18
25.55
25.95
0.40
UTILITY ENT FUND TOTAL (F.T.E.)
22.00 22.00
37, 39
2.50 2.50
3.50 3.50
(1.00) (1.00)
HOTEL/MOTEL TAX FUND MAYBORN CENTER Total Full Time Total Part Time Total (F.T.E)
Total Full Time Total Part Time HOTEL/MOTEL TAX FUND TOTAL (F.T.E.)
409
12
47
61
(0.05) (0.75) (0.80)
ANNUAL BUDGET STAFFING [ F u l l T i m e E q u i v a l e n t ss ]]
FY FY 2019 2019
2015-16
Actual 2016-17
ADMINISTRATION (CDBG) Total Full Time Total Part Time Total (F.T.E)
1.10 1.10
1.02 0.42 1.44
2, 15
0.25 0.25
31, 42, 43
0.25 0.25
51, 64
PROJECTS/GRANTS (CDBG) Total Full Time Total Part Time Total (F.T.E)
-
1.13 0.08 1.21
2, 15
2.08 2.08
31, 42, 43
2.27 2.27
51, 66
1.10 -
2.65 -
2.33 -
2.52 -
0.19 -
1.10
2.65
2.33
2.52
0.19
16.40 -
16.70 -
DRAINAGE FUND TOTAL (F.T.E)
16.40
16.70
16.40
19.40
3.00
Total Full Time Total Part Time
758.80 78.89
774.50 78.80
785.70 80.42
810.00 78.95
24.30 (1.47)
GRAND TOTAL - ALL FUNDS [F.T.E]
837.69
853.30
866.12
888.95
22.83
Department
Budget 2018-19
2017-18
Increase/ (Decrease)
FEDERAL/STATE GRANT FUND -
Total Full Time Total Part Time FED/STATE GRANT FUND TOTAL (F.T.E.)
-
0.19 0.19
DRAINAGE FUND DRAINAGE Total Full Time Total Part Time
13, 22, 23
16.40 -
33, 37, 39
19.40 -
62
3.00 -
1 - During FY 2017, all positions from Assistant City Manager were transferred to City Manager's Office and then to Code Compliance. 2 - In FY2017, the funding allocation to the Community Development Manager position was changed and an Administrative Assistant I position added. The Community Development Manager was funded 90% in the Federal/State Grant fund, of which 16.31% was considered direct costs related to the implementation of the Home Improvement Program activity and 73.69% Administration. The remaining 10% of the Community Development Manager position was funded in General Services. The Administrative Assistant I position was funded 50% in the Federal/State Grant Fund, of which 8.42% was considered direct costs related to the implementation of the Home Improvement Program activity and 41.58% Administration. The remaining % of the Administrative Assistant I position was funded 25% in General Services and 25% in Facility Services. 2 - During FY 2017, one Automotive Technician II was added. 4 - During FY 2017, one Combination Building Inspector was added. 5 - In FY 2017, three Firefighter positions were reclassed to Driver positions and the Firefighter positions were eliminated. Also, the Fire Captain (Fire Marshall) was reclassed to a Deputy Fire Chief (Fire Marshall) position, eliminating the Fire Captain position. 6 - In FY 2017, two Lieutenant positions, two Sergeant positions and four backfill Police Officer positions were added while four Corporal positions were eliminated. In addition, two officers were added to the CID unit. 7 - In FY 2017, one Automated Route Operator position was added. 8 - In FY 2017, one Maintenance Worker-Aquatics was added, as well as a Utility Technician II position which was funded by the Reinvestment Zone # 1. 9 - In FY 2017, a part-time Recreation Leader II was added for the Bloomin Festival. 10 - In FY 2017, one Administrative Assistant I position was eliminated, as well as weather certification add pay for all positions. 11 - In FY 2017, one Environmental Programs Technician was added. 12 - In FY 2017, a reduction in funding for part-time positions occurred due to the type of events booked. One Convention Center Staff-PTB position was eliminated that was split funded between Mayborn and Tourism. 13 - In FY 2017, the two Utility Locate Technician position were split funded between Water/Wastewater Fund (85%) and Drainage Fund (15%). 14 - In FY 2017, two new positions were added for a Special Assistant to City Manager and a Citizens Request Coordinator and a salaried Executive Assistant to City Manager position eliminated. The Administrative Assistant II position was reclassed to an hourly Executive Assistant to City Manager position. 15 - In FY 2017, a complete reorganization was completed for departments 24, 37 and 60. One Facility Attendant/Custodian was eliminated and an Administrative Assistant position was added to be split between Facility Services/General Services/Federal/State Grant Fund. The following positions were created: two Resources Coordinator positions and one Strategic Initiatives Manager. The following positions were moved from Department 37 to Department 60: Customer Service Representative II and a Housing Inspector. 16 - In FY 2017, as part of the compensation study, the Payroll Specialist position was reclassed to a Payroll Coordinator and the AP/AR Specialist position was reclassed to an Accounting Technician.
410
ANNUAL BUDGET STAFFING [ F u l l T i m e E q u i v a l e n t ss ]]
FY FY 2019 2019
17 - During FY 2017, the Fleet Services Assistant Director was eliminated and a Fleet Services Inventory Supervisor position was added. 18 - During FY 2017, as part of the compensation study, several title changes were made including Systems Analyst to Systems Analyst I, Computer Technician I to Technical Support Specialist I and Technical Support Specialist to Technical Support Specialist II. 19 - During FY 2017, as part of the compensation study, the Animal Control Officer/Volunteer Coordinator position was retitled to Animal Control Officer- PT. 20 - During FY 2017, as part of the compensation study, Administrative Assistant I was reclassed to a Court Coordinator and a title change occurred from Juvenile Case Manager I to Juvenile Case Manager. 21 - During FY 2017, as part of the compensation study, the Alarm Coordinator position was changed to an Administrative Assistant II position. 22 - During FY 2017, as part of the compensation study, several title changes occurred to include Asset Management Analyst to Asset Management Specialist, Asset Assessor to Asset Management Technician, PW Mapping and Technology Manager to Asset Management Coordinator. The Project Engineer was reclassed to a Senior Project Engineer. 23 - During FY 2017, as part of the compensation study, a title change occurred from Street and Drainage Services Assistant Director to Street and Drainage Services Manager. 24 - During FY 2017, two Equipment Operator II positions were added for the Recycling Program and the Mechanic/Welder position was reclassed to Maintenance Coordinator. 25 - During FY 2017, as part of the compensation study, several title changes took place including Reference Department Supervisor to Adult Services Supervisor, Assist Children's Librarian to Assistant Youth Services Librarian, Assistant Children's Librarian- PT to Assistant Youth Services Librarian- PT, Children's Librarian to Youth Services Librarian and Technician- Library to Library 26 - During FY 2017, part-time Administrative Assistant position was eliminated and funds combined with approved part-time funding in Recreation to create one full-time Recreation Specialist position to be funded 25% in 41 and 75% in 32. As part of the compensation study, the Marketing Information Systems Specialist title was changed to Communication Specialist. 27 - During FY 2017, as part of the compensation study, title changes were made to include Meter Changer to Meter Technician I and Meter Repairer to Meter Technician II. 28 - In FY 2018, one Management Specialist position was added. 29 - During FY 2017, as part of the compensation study, two title changes occurred including Business Manager to Director of Utility Billing and Assistant Business Manager to Assistant Director of Utility Billing. 30 - During FY 2017, as part of the compensation study, two title changes included Special Programs Clerk to Environmental Programs Clerk and Special Programs Technician- Utilities to Environmental Programs Technician. 31 - In FY 2018 budget process, positions in Department 24, 37 and 60 were re-evaluated and payroll distribution accounts were changed. 32 - In FY 2018, one Technology Support Specialist I position was added. 33 - In FY 2018, a Project Manager position was reclassed to a Project Engineer. 34 - In FY 2018, one Signal Maintenance Technician was added. 35 - In FY 2018, one Collection Development Librarian - PT position was added. 36 - In FY 2018, one C&D Technician was added. 37 - In FY 2018, two Utility Locate Technicians were moved from Department 50, where they were split funded as 15% in Drainage and 85% in Water Admin, to Department 52 and will be split 50% in Water Distribution and 50% in Wastewater Collection. 38 - In FY 2018, one part-time Customer Service Representative I was added. 39 - In FY 2018, one Administrative I position was reclassed to a Customer Service Representative I position and allocation changed from 60/40 to 50/50 in the Water Distribution and Wastewater departments respectively. All Environmental Programs positions were moved to a new department (56). 40 - In FY 2018, a part-time Recreation Specialist was added to assist with East Temple Revitalization. 41 - During FY 2018, one Custodian and Maintenance Technician I was moved from the Library and changed to a Facility Attendant/Custodian. The allocation of an Administrative Assistant I was removed from Facility Services. 42 - During FY 2018, one Grant Coordinator position was added and split between General Fund and Grant Fund. 43 - During FY 2018, the General Services Department was dissolved and positions were moved to CMO, Purchasing and Code Compliance. 44 - During FY 2018, the funding for the part-time Office Assistant I was increased. 45 - In FY 2018, one Media Specialist positon, one Community Service Technician Supervisor position, one Police Officer position and one Deputy Chief position was added. In addition, the Police Records Supervisor positon was retitled to Community Service Technician Supervisor. In addition, the Crime Victim Liaison position was retitled to Crime Victim Coordinator. 46 - In FY 2018, three overhire Firefighter positons were made Firefighter positions. Only one overhire Firefighter position remains authorized and funded. In addition, five Deputy Chief positions were reclassified to Battalion Chief positons. 47 - During FY 2018, the funding for the part-time Custodian & Maintenance Technician I was increased. 48 - In FY 2019, the Special Assistant to the City Manager will be reclassed to the Director of Special Programs. One Assistant City Manager and one Administrative Assistant I will be added. The Strategic Initiatives Coordinator will be eliminated and one Organizational Development Manager will be added. 49 - In FY 2019, one Facility Attendant/Custodian position will be added. In addition, the Facility Attendant/Custodian position from Police will transfer to Facility Services. 50 - In FY 2019, the part-time Animal Control Officer will be reclassified to a full time Animal Control Officer. 51 - During the FY 2019 budget process, funding allocation for positons within Code Compliance and Finance, as well as positions within Administration and Projects/Grants within the Community Development Block Grant (CDBG) were evaluated and will be adjusted accordingly. 52 - In FY 2019, two Crime Scene Technician I's, one Sergeant, and one Communication Specialist position will be added. 53 - In FY 2019, one part-time Customer Service Representative I position will be reclassed to a full time Customer Service Representative I position. One Foreman-Solid Waste and one Maintenance Worker position will be added. 54 - In FY 2019, one part-time Assistant Youth Services Librarian will be added. 55 - In FY 2019, one Irrigation Technician will be added. 56 - In FY 2019, the part-time Recreation Specialist that was to assist with East Temple Revitalization will be reclassified to a full-time Recreation Specialist for Wilson Recreation. This full-time Recreation Specialist position will Director be funded within Recreation. 57 - In FY 2019, the Deputy Utility will be moved from Water Treatment Plant to Environmental Programs. 58 - In FY 2019, one Crew Leader and four Utility Technician I positions will be added and split 50% Wastewater Collection and 50% Water Distribution. 59 - In FY 2019, one GIS Modeler position will be added. 60 - In FY 2019, one Customer Service Representative I position will be reclassed to a Customer Service Representative II position. 61 - In FY 2019, a part-time Senior Convention Center Staff position will be eliminated for the creation of a Program Coordinator for Tourism. The Program Coordinator position will be funded in Tourism. 62 - In FY 2019, one Crew Leader-Drainage, one Equipment Operator I and one Equipment Operator II position will be added. 63 - In FY 2019, an additional Assistant Director of Parks & Recreation position will be added thus resulting in a change of funding allocation for management. The first Assistant Director of PARD position will be split 75% Parks and 25% Golf Course. The second Assistant Director of PARD position will be split 65% Recreation, 25% Tourism, 5% Mayborn Convention Center and 5% Railroad and Heritage Museum. The Director of Parks & Recreation position will change funding allocation of 70% PARD Administration, 20% Mayborn Convention Center and 10% Tourism to 90% PARD Administration and 10% Mayborn Convention Center. The Wellness Coordinator position will be eliminated in FY 2019. 64 - During FY 2019, a Senior Planner position will be added to assist with Neighborhood Planning. This position is to be funded 100% within the Administration program for CDBG. Since the position will report directly to Planning, the position is accounted for within Planning's personnel schedule. 65 - During FY 2019, a Senior Planner position will be reclassified to a Principal Planner.
411
ANNUAL BUDGET STAFFING [ F u l l T i m e E q u i v a l e n t ss ]]
FY FY 2019 2019
66 - In FY 2019, one additional Police Officer position will be added. This position is funded 100% with Community Development Block Grant (CDBG) funds. This position is part of the Crime Prevention Program within CDBG. Since this position will report directly to Police, the position is accounted for within Police's personnel schedule. 67 - In FY 2019, one HR Technician position will be eliminated with the creation of the Administrative Assistant I position. 68 - During FY 2018, one deputy City Attorney position was reclassified to Assistant City Attorney. 69 - In FY 2019, a Project Inspector position will be reclassified to a Senior Project Inspector.
412
STATISTICAL DATA
413
The Tale of Temple Twenty seven dollars for an acre of land seemed like a lot of money in 1881, but Jonathan Ewing Moore managed to sell 181 acres at that price to the railroad. The Santa Fe needed a central junction point for the hundreds of miles of track that were beginning to spread throughout state. Trains brought prospective buyers from five different cities to the land auction held on June 29, 1881. In true Texas style, a party and a barbecue highlighted the event. Named after chief engineer Bernard M. Temple, the man responsible for building the tracks through Bell County, a town was born that day . The Gulf, Colorado & Santa Fe Railway became a major employer for Temple and in 1891 built the Gulf, Colorado & Santa Fe Railway Hospital. In early 1892, Dr. Arthur Carroll Scott & Dr. Raleigh R. White, Jr., arrived in Temple to work in the hospital. The doctors saw a need for medical services that reached beyond the railroad workers to the town residents. In 1904, the doctors opened the Temple Sanitarium, which gave rise to one of the fastest-growing healthcare systems in the 20 th century, Baylor Scott & White Health. Temple is a city built on success stories like that of the two visionary doctors. The world headquarters for McLane Company and Wilsonart International are located here, because the founders of these enterprises built their legacy in Temple. Baylor Scott & White Health continues its phenomenal growth today with a multi-million dollar expansion of the facility. Its alignment with Texas A&M University Health Science Center as a teaching hospital is an example of the unique educational opportunities offered in Temple. These organizations are just a part of Templeâ&#x20AC;&#x2122;s solid economic foundation. Diversity is the key to the thriving billion -dollar business sector, composed of a strong industrial base of manufacturing, medical services and education. Today, 137 years after its birth, Temple still enjoys the distinction of being the demographic center of Texas. With the major cities of Dallas, Houston and San Antonio less that three hours away, it is the transportation center as well. In fact, 80 percent of the stateâ&#x20AC;&#x2122;s population is within three hours of the Temple city limits. 414
2018 Population: 78,7931 2018 Assessed Value: $ 4,397,616,969 Median Age: 34.9 Median Household Income: $ 48,860 Total Employment in Temple: 34,203 Total Labor Force in Temple: 35,398 Square Miles: 75.279 Developable Land Remaining: 20.86 Square Miles Housing Units:
Owner Occupied: 54.1%
Renter Occupied: 45.9%
Vacant: 13.8%
Average Home Sale Price: $172,912 Average Temperatures in January: HI: upper 50’s LOW: upper 30’s Average Temperatures in July: HI: upper 90’s LOW: lower 70’s Average Annual Temperature: 66.6 degrees Rainfall:
Wettest Month: October / 3.55”
Driest Month: December / 1.28”
Average Annual Rainfall: 25.41”
Only Health & Bioscience District in Texas Baylor Scott & White Hospital - Only Level I Trauma Center between Dallas and Austin McLane Children’s Hospital Scott & White - Only acute care pediatric hospital between Dallas and Austin 80% of Texas’ population is within 180 miles of Temple 1
2018 Population based on new residential water customers multiplied by 2010 Census data of average household size of 2.47. Sources: 2010 United States Census, Temple Economic Development Corporation, Texas Workforce Commission, Texas Labor Market Information, Weather Base and the City of Temple. 415
Miscellaneous Statistical Data
GOVERNMENT Form of government: .................................... Council-Manager, July 8, 1922 Area in square miles: ...................................................................... 75.2487 Date of original public sale of town lots: ................................ June 20, 1881 Original charter, special: ..................................................... March 27, 1907 Amendment to charter: ........................................................ August 5, 1919 Second charter, home rule city: ................................................ July 8, 1922 Amendment to charter: ............................................................ April 7, 1926 Third charter, present: .................................................. September 23, 1953 Amendment to charter: .....................................................October 23, 1967 Amendment to charter: ............................................................ April 2, 1977 Amendment to charter: .................................................... January 20, 1990 Amendment to charter: ............................................................ May 4, 1996 Amendment to charter: ............................................................ May 6, 2000 Amendment to charter: ................................................... November 4, 2014 2018 Population (est.): ...................................................................... 78,793
LAND USE (Square Miles) Agriculture: .......................................................................................... 28.27 Commercial/Industrial: ........................................................................ 23.22 Mixed use:............................................................................................. 0.33 Residential: ......................................................................................... 18.38
416
Miscellaneous Statistical Data
SERVICE STATISTICS Airport Number of airports: ...................... 1 7,000’ full precision approach runway and 4,740’ RNAV approach crosswind runway serving general aviation and military aircraft Open 5 am - 10 pm, 365 days a year
Fire Protection Number of stations: ……………………..8 Number of hydrants: ...................... 3,700 Number of firefighters: ..................... 122 Firefighters per 1,000 population: .... 1.55 Insurers Services Office (ISO) Rating: .. 3
Police Protection Number of stations: ................................... 1 Number of officers: ............................... 154 Officers per 1,000 population: .............. 1.95
417
Miscellaneous Statistical Data SERVICE STATISTICS CONTINUED Parks and Recreation Park acreage developed: ....... 775 Park acreage undeveloped: ... 403 Golf course: ............................... 1 Baseball/softball fields: ............ 17 Football field: ............................. 2 Tennis courts: .......................... 10 Swimming pools: ....................... 4 Soccer fields: ............................. 8 Picnic pavilions: ....................... 32 Basketball courts: .................... 20 Playgrounds: ........................... 47 Community center: .................... 3 Recreation center: ..................... 3 Multi-use fields:.......................... 7 Sand volleyball courts: ............... 3 Trail miles: .......................... 28.25 Extreme skate park:................... 1 Disc golf course: ........................ 2 Family water park: ..................... 1 Splash pads: .............................. 4 Community garden: ................... 1 Museum: .................................... 1 Convention center: .................... 1 Libraries Number of libraries (public): ............................. 1 Number of volumes: ............................. 199,289 Circulation of volumes: ......................... 330,953 Library cards in force: .............................. 60,123 418
Miscellaneous Statistical Data
SERVICE STATISTICS CONTINUED Utilities Miles of water mains: .................................... 628 miles Daily average water treatment: ................... 16.57 MGD Water treatment plant capacity: .................. 41.14 MGD Number of water service connections: ...............28,214 Source of water: .................................... Surface Water Wastewater collection system: .................. 90 sq. miles Miles of wastewater collection system lines: 410 miles Number of lift stations: ............................................. 30 Daily average wastewater treatment: Doshier Farm WWTP ......................... 1.90 MGD Temple-Belton WWTP ....................... 6.23 MGD Maximum capacity of treatment plants: Doshier Farm WWTP ........................... 7.5 MGD Temple-Belton WWTP ....................... 10.0 MGD Number of wastewater treatment plants: .................... 2 Number of wastewater service connections: .....24,232 *MGDâ&#x20AC;&#x201D;Million gallons daily
Streets Paved streets: ................ 1,117 lane miles Unpaved streets:........................ 1.5 miles Paved alleys: ............................. 7.5 miles Unpaved alleys: ....................... 72.5 miles (all figures are approximate)
419
Miscellaneous Statistical Data
EDUCATION STATISTICS Temple Independent School District Senior high schools: .................. 2 Number of classrooms: ......... 151 Number of students: ...........2,310 Middle schools:.......................... 3 Number of classrooms: ......... 142 Number of students: ...........1,925 Elementary schools: ................. 8 Number of classrooms: ......... 265 Number of students: ...........3,919 Early childhood academy: ........ 1 (pre-kindergarten school)
Number of classrooms: ........... 14 Number of students: ............. 529 Alternative education program:...1 Number of classrooms: ............. 6 Number of students: ............... 51
Private Schools Central Texas Christian School (Pre K3 - 12th grade)
Christ Church School (Pre K3 - 5th grade)
Holy Trinity Catholic School (9th - 12th grade)
Immanuel Lutheran School (Pre K2 - Pre K4)
St. Francis Episcopal School (Pre K3 - Kindergarten)
St. Maryâ&#x20AC;&#x2122;s Catholic School (Pre K3 - 8th grade)
Temple Christian Academy (1st - 12th grade)
The Montessori School (2 yrs. - 6th grade)
Young World Kindergarten & Daycare Center (Pre K2 - 5yrs.) 420
Miscellaneous Statistical Data
EDUCATION STATISTICS CONTINUED Temple College Number of classrooms & labs: .....................190 Number of administrative personnel: .............44 Number of full-time professors: ..................125 Number of full-time students: ...................1,756 Number of part-time students: ..................3,336 Population served .................................198,558 Counties served: ..............................................3 (East Bell, Milam and East Williamson Counties)
Annual budget: ............................. $43,126,462
Higher Educational Institutions (within 75 miles of Temple)
Austin Community College Baylor University
St. Edwardâ&#x20AC;&#x2122;s University Southwestern University
Central Texas College Concordia Lutheran College Hill Junior College
Tarleton State University Temple College Texas A&M University
Huston-Tillotson College McLennan Community College
421
Texas State Technical College The University of Texas at Austin
Miscellaneous Statistical Data
OTHER STATISTICS Hospitals Number of hospitals: ....................................... 4 Baylor Scott & White Medical Center—Temple Baylor Scott & White McLane Children’s Medical Center Baylor Scott & White Continuing Care Hospital Baylor Scott & White Pavilion Veteran’s Administration Hospital Number of beds:....................................... 1,176
Bond Rating—General Obligation (G.O.) Debt Moody’s Investors Service: ........................ Aa2 Rating Standard & Poor’s: ....................................... AA Rating Bond Rating—Utility System Revenue Debt Moody’s Investors Service: ........................ Aa2 Rating Standard & Poor’s: ....................................... AA Rating
422
DEMOGRAPHIC STATISTICS LAST TEN FISCAL YEARS
FY 2019
Fiscal Year (1)
Estimated Population
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
66,102 67,036 68,315 70,274 71,761 73,408 75,293 76,864 78,793 80,497
% Increase (2)
4.06% 1.41% 1.91% 2.87% 2.12% 2.30% 2.57% 2.09% 2.51% 2.16%
(3)
(4)
(1)
2008 thru 2009 is based on new residential water customers multiplied by 2000 Census data of average household size of 2.44.
(2)
2010 is based on actual Census data.
(3)
2011 thru 2016 is based on new residential water customers multiplied by 2010 Census data of average household size of 2.47.
(4)
2019 is estimated based on average growth for the past 5 years (2014 thru 2018) of new residential water customers multiplied by 2010 Census data of average household size of 2.47.
85,000
80,497
80,000
78,793
76,864 75,293
75,000
73,408 70,274
70,000
66,102
67,036
71,761
68,315
65,000
60,000
55,000
50,000
45,000
423
RESIDENTIAL BUILDING PERMITS NEW COSNTRUCTIN ONLY (1)
FY 2019
Total Estimated Value
Year
Single Family
Other
Total
2008
420
54
474
57,873,265
2009
377
49
426
54,016,329
2010
421
75
496
62,369,731
2011
369
57
426
63,640,593
2012
401
106
507
85,621,640
2013
458
128
586
133,312,974
2014
477
56
533
95,510,754
2015
597
80
677
114,391,647
2016
716
29
745
135,111,983
2017
692
18
710
128,272,398
2018
816
25
841
150,680,575
(1)
Source: City of Temple Permits/Inspections Department.
900 816
800 716
700
597
600
500
400
458 421
377
369
401
300
200
100
-
424
477
692
TEN LARGEST TAXPAYERS (1)
FY 2019
Taxpayer's
Type of
Name
Business
McLane Company, Inc.
Wholesale Food Supplier
Temple Generation I, LLC Panda Temple Power II, LLC
$
FY 2019
% of Total
Taxable Value (2)
Assessed Valuation
166,317,748
3.78%
Electric & Gas Utilities
126,715,488
2.88%
Electric & Gas Utilities
96,189,275
2.19%
Wilsonart International
Laminate Manufacturer
90,420,640
2.06%
Pactiv Corporation
Plastic Packaging Product Manufacturer
75,623,477
1.72%
Wal-Mart Real Estate Business Trust
Wholesale Food Distribution
74,408,871
1.69%
Oncor Electric Delivery Co.
Electric & Gas Utilities
66,518,233
1.51%
H.E. Butt Grocery
Wholesale Food Distribution
64,030,950
1.46%
Burlington Northern Santa Fe Railway Co.
Railway Company
33,801,041
0.77%
Reynolds Consumer Products, Inc.
Consumer Products Manufacturer
33,100,596
0.75%
827,126,319
18.81%
$
(1)
Source: Tax Appraisal District of Bell County.
(2)
Net taxable value after exemptions.
The top ten taxpayers make up 18.81% of the total assessed tax valuation
Remaining Taxpayers - 81.19% Temple Generation I, LLC - 2.88% Wilsonart International - 2.06% Wal-Mart Real Estate Business Trust - 1.69% H.E. Butt Grocery - 1.46% Reynolds Consumer Products, Inc. - 0.75%
McLane Company, Inc. - 3.78% Panda Temple Power II, LLC - 2.19% Pactiv Corporation - 1.72% Oncor Electric Delivery Co. - 1.51% Burlington Northern Santa Fe Railway Co. - 0.77%
425
GENERAL FUND TAX AND FRANCHISE REVENUES BY SOURCES LAST TEN FISCAL YEARS
FY 2019
Fiscal Year
General Property Taxes
City Sales Tax
Franchise Fee
Mixed Beverage Tax
Other Tax
Total
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
$ 10,559,088 10,930,371 11,120,969 11,547,976 12,182,131 12,518,388 12,919,654 12,975,519 13,519,879 13,758,625
$ 15,134,138 16,125,862 16,967,401 18,017,575 18,981,471 21,311,743 20,859,081 21,614,746 21,793,041 22,530,000
$ 6,152,141 6,216,239 6,260,051 6,175,207 6,382,781 6,780,354 6,712,490 6,753,036 6,814,689 7,103,030
$ 106,418 123,581 100,164 110,409 155,280 156,030 148,247 162,580 172,509 155,000
$ 55,751 70,191 77,451 80,817 71,750 72,392 62,916 62,412 52,040 55,000
$ 32,007,536 33,466,244 34,526,036 35,931,984 37,773,413 40,838,907 40,702,388 41,568,293 42,352,158 43,601,655
(1) (2)
(1)
Forecasted at 06/30/2018.
(2)
Adopted Budget for 2019.
Total Tax & Franchise Revenues FY 2019 = $ 43,601,655
City Sales Tax - 51.67%
General Property Tax - 31.56%
Mixed Beverage Tax - 0.36%
Other Tax - 0.12%
426
Franchise Fee - 16.29%
GENERAL FUND REVENUES OTHER THAN TAXES & FRANCHISE FEES LAST TEN FISCAL YEARS Licenses & Permits
Fiscal Year 2010
$
323,817
InterGovernmental Revenues (1) $
Charges for Services
FY 2019 Interest & Other
Fines
339,532
$ 18,730,349
2011
448,076
269,911
18,965,582
$
1,883,604 2,136,454
2012
377,290
211,915
20,020,074
2013
738,448
166,959
20,432,764
2014
662,666
22,939
2015
613,187
71,823
2016
961,527
2017
915,006
$
Total
871,938
$ 22,149,240
1,086,630
22,906,653
2,133,078
852,000
23,594,357
2,039,386
1,394,451
24,772,008
21,457,272
2,438,908
2,024,874
26,606,659
22,404,557
2,086,676
1,096,521
26,272,764
112,862
23,183,784
2,173,835
1,519,927
27,951,935
59,283
24,746,646
2,172,045
1,312,554
29,205,534
2018
(2)
1,002,219
61,462
24,900,927
2,082,437
2,054,054
30,101,099
2019
(3)
909,250
45,065
25,811,506
2,208,553
1,462,129
30,436,503
(1)
Includes Federal and State Grants - fluctuating from year to year.
(2)
Forecasted at 06/30/2018.
(3)
Adopted Budget for 2019.
Revenues Other Than Taxes & Franchise Fees FY 2019 = $ 30,436,503
Charges for Services - 84.80%
Fines - 7.26%
License & Permits - 2.99%
Inter-Governmental - 0.15%
427
Interest & Other - 4.80%
HISTORICAL SALES TAX ANALYSIS LAST TEN FISCAL YEARS
FY 2019
Fiscal Year 2010
Sales Tax Collected 15,134,138
Percentage of Change -0.69%
2011
16,125,862
6.55%
2012
16,967,401
5.22%
2013
18,017,575
6.19%
18,981,471
5.35%
21,311,743
12.28%
20,859,081
-2.12%
$
2014 2015
(1)
2016
21,614,746
3.62%
2018
(2)
21,793,041
0.82%
2019
(3)
22,530,000
3.38%
2017
(1)
One time prior period audit adjustment of $1,798,088.
(2)
Forecasted at 06/30/18.
(3)
Adopted Budget for 2019.
$25
$21.31 $20
$18.98 $18.02
Millions
$16.13 $15
$16.97
$15.13
$10
$5
$-
428
$20.86
$21.61
$21.79
$22.53
HISTORICAL TAX RATE INFORMATION LAST TEN FISCAL YEARS
FY 2019
FY 2010
FY 2011
FY 2012
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
FY 2019
Tax Rates: Operations & Maintenance
$
0.3173
Debt Service
$
0.3300
0.2473
Total Tax Rate
$
$
0.2379
0.3240
$
0.2439
0.3300
$
0.2564
0.3324
$
0.2540
0.3300
$
0.2564
0.3234
$
0.3064
0.3142
$
0.3430
0.3142
$
0.3630
0.2982 0.3630
0.5646
$
0.5679
$
0.5679
$
0.5864
$
0.5864
$
0.5864
$
0.6298
$
0.6572
$
0.6772
$
0.6612
$ 117,824
$
118,371
$
119,584
$
119,887
$
121,984
$
124,496
$
128,146
$
132,044
$
139,388
$
144,883
Financial Impact on Homeowners: Average Home Value Homestead exemption
(24,453)
(23,781)
(24,049)
(23,821)
(24,026)
(24,452)
(25,071)
(25,777)
(27,086)
(27,948)
Average Taxable Value
$
93,371
$
94,590
$
95,535
$
96,066
$
97,958
$
100,044
$
103,075
$
106,267
$
112,302
$
116,935
Average Tax Payment
$
527.17
$
537.18
$
542.54
$
563.33
$
574.43
$
586.66
$
649.17
$
698.39
$
760.51
$
773.17
Source: Certified Tax Roll
Historical Tax Rate Per $100 Valuation $0.8000
$0.6298 $0.6000
$0.5646
$0.5679
$0.5679
$0.5864
$0.5864
$0.6572
$0.6772
$0.6612
$0.5864
$0.4000
$0.2000
$-
Tax Payment Per Household Based On Average Taxable Value $800
$760.51 $698.39 $649.17
$600 $527.17
$537.18
$542.54
$563.33
$574.43
$400
$200
$-
429
$586.66
$773.17
PROPERTY TAX RATES AND LEVIES (1) LAST TEN FISCAL YEARS
Fiscal Year
City of Temple
FY 2019
Bell County
Road District
Temple I.S.D.
Temple College
Temple Health & Bioscience District
Total
Tax Rates (per $100 of assessed value) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
$
0.5646 0.5679 0.5679 0.5864 0.5864 0.5864 0.6298 0.6572 0.6772 0.6612
$
0.3759 0.3820 0.4096 0.4212 0.4212 0.4212 0.4212 0.4212 0.4212 0.4212
$
0.0295 0.0299 0.0299 0.0299 0.0299 0.0299 0.0299 0.0299 0.0299 0.0299
$
1.2100 1.2100 1.2850 1.2800 1.3600 1.3600 1.3600 1.4000 1.4000 1.4000
$
0.2100 0.2100 0.2054 0.2036 0.2036 0.2065 0.2100 0.2057 0.2047 0.1980
$
0.0244 0.0234 0.0241 0.0227 0.0225 0.2220 0.0200 0.0195 0.0189
$ 33,907,398 33,456,329 36,740,488 37,432,480 41,622,079 47,000,484 51,715,160 52,339,371 52,159,073 54,202,808
$
7,066,721 7,011,727 7,112,852 7,244,464 7,645,910 8,665,723 9,475,973 9,090,493 9,356,913 9,566,836
$
893,983 888,299 934,895 932,719 1,022,969 1,127,960 1,027,221 1,032,928 1,055,397
$
2.3900 2.4242 2.5212 2.5452 2.6238 2.6265 2.8729 2.7340 2.7525 2.7292
Tax Levies (2) 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
$ 17,957,542 17,957,507 18,585,931 19,534,480 20,793,147 21,446,210 23,742,734 28,405,470 30,241,161 31,268,663 (1) (2)
$ 48,733,563 49,911,342 54,855,129 57,550,790 60,341,451 63,503,693 66,660,706 68,276,725 72,306,506 74,765,035
$
3,846,225 3,927,774 4,055,241 4,141,978 4,342,332 4,562,463 4,843,686 5,001,366 5,271,570 5,444,981
$ 111,511,449 113,158,662 122,237,940 126,839,087 135,677,638 146,201,542 157,566,219 164,140,646 170,368,151 176,303,720
Source: Tax Appraisal District of Bell County. Based on certified roll, does not include the Reinvestment Zone No. 1 for the City of Temple.
Total Tax Levies FY 2019 = $ 176,303,720
Total Tax Rates FY 2019 = $ 2.7292
Temple ISD - 51.30%
City of Temple - 24.23%
Bell County - 42.41%
Temple ISD - 30.74%
Bell County - 15.43%
Temple College - 7.25%
City of Temple - 17.74%
Temple College - 5.43%
Road District - 1.10%
Bioscience District - 0.69%
Road District - 3.09%
Bioscience District - 0.59%
430
GENERAL FUND EXPENDITURES LAST TEN FISCAL YEARS
FY 2019
% of Fiscal
General
Public
Highways &
Year
Government
Safety
Streets
2008
$ 10,705,437
$ 22,277,590
-
$ 54,287,053
11.03%
2009
10,347,141
22,439,277
3,052,540
4,301,049
8,221,571
2,217,484
521,352
120,320
-
51,220,734
-5.65%
2010
10,124,534
23,006,533
2,765,288
4,675,231
8,044,593
2,411,945
1,385,941
163,936
-
52,578,001
2.65%
2011
10,416,675
23,016,084
2,903,311
4,595,781
8,200,774
2,980,300
1,427,467
44,681
-
53,585,073
1.92%
2012
11,066,989
24,797,815
3,693,203
4,865,108
8,483,046
3,102,648
673,783
52,163
-
56,734,755
5.88%
2013
11,960,176
24,609,447
2,743,985
5,172,168
8,670,363
2,890,161
1,113,733
52,163
-
57,212,196
0.84%
2014
13,724,658
26,766,223
2,907,033
5,272,103
9,495,267
3,184,039
1,103,308
54,419
-
62,507,050
9.25%
2015
14,434,624
28,965,226
2,786,042
5,152,263
9,133,007
2,404,677
1,115,043
55,170
-
64,046,052
2.46%
2016
14,405,300
29,695,356
2,978,366
5,393,359
9,756,674
2,247,236
2,308,289
55,171
-
66,839,751
4.36%
2017
14,759,994
30,849,670
3,032,091
6,056,584
9,889,175
2,348,692
1,798,232
55,170
-
68,789,608
2.92%
$
3,382,334
Parks & Sanitation $
5,050,711
Recreation $
8,131,152
Airport $
3,019,800
Debt Services (1)
Capital $
1,608,432
$
111,597
Contingency (2) $
Increase/ Total
(Decrease)
2018
(3)
15,489,111
33,458,703
3,489,914
6,402,354
11,678,868
2,366,743
2,567,398
123,441
-
75,576,532
9.87%
2019
(4)
16,305,596
32,470,949
3,563,733
6,609,445
11,829,925
2,271,547
1,984,965
150,948
664,725
75,851,833
0.36%
(1)
Includes principal, interest and fiscal charges, and capitalized lease expenditures, for debt not required to be accounted for in a separate fund and for which no property taxes were levied.
(2)
Contingency is budgeted in Special Services and moved during the fiscal year as appropriated by the Council - only applicable to most recent adopted budget.
(3)
Forecasted at 06/30/18.
(4)
Adopted Budget for 2019.
General Fund Expenditures FY 2019 = $ 75,851,833
Public Safety - 42.81%
General Government - 21.50%
Parks & Recreation - 15.60%
Sanitation - 8.71%
Highways & Streets - 4.70%
Airport - 2.99%
Capital - 2.62%
Contingency - 0.88%
Debt Service - 0.19%
431
RATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE LAST TEN FISCAL YEARS
FY 2019 Ratio of Net
Fiscal
Estimated
Year
Population
Net Bonded
Gross General
Less Debt
Net General
Bonded Debt to
Debt
Assessed Value
Bonded Debt
Sinking Fund
Bonded Debt
Assessed Value
Per Capita
2010
(1)
66,102
$ 3,221,022,514
$ 77,768,548
$ 1,758,817
$ 76,009,731
2.3598
1,150
2011
(2)
67,036
3,201,978,908
87,696,478
1,364,049
86,332,429
2.6962
1,288
2012
68,315
3,311,259,863
130,495,915
2,960,522
127,535,393
3.8516
1,867
2013
70,274
3,382,401,984
143,992,235
7,356,612
136,635,623
4.0396
1,944
2014
71,761
3,589,339,096
137,752,013
1,349,568
136,402,445
3.8002
1,901
2015
73,408
3,699,245,668
180,845,819
959,697
179,886,122
4.8628
2,450
2016
75,293
3,840,746,157
190,847,714
724,003
190,123,711
4.9502
2,525
2017
76,864
3,970,340,738
179,648,380
551,747
179,096,633
4.5109
2,330
2018
(3)
78,793
4,148,669,011
168,600,000
414,101
168,185,899
4.0540
2,135
2019
(3) (4)
80,497
4,397,616,969
202,255,000
393,019
201,861,981
4.5903
2,508
(1)
2010 population is based on actual Census data.
(2)
2011 thru 2018 population is based on new residential water customers multiplied by 2010 Census data of average household size of 2.47. (3)
For 2018 and 2019, Gross General Bonded Debt and Less Debt Sinking Fund are budgeted numbers.
(4)
2019 population is estimated based on average growth for the past 5 years (2014 thru 2018) of new residential water customers multiplied by 2010 Census data of average household size of 2.47.
$220 $201.86
$200
$190.12 $179.89
$180
$179.10 $168.19
$160 $136.64
$140
$136.40
Millions
$127.54 $120 $100 $86.33 $80
$76.01
$60 $40 $20 $-
432
ADOPTING DOCUMENTS
433
434
435
436
437
438
439
440
GLOSSARY & ACRONYMS
441
FY 2019
GLOSSARY & ACRONYMS AED - Automated External Defibrillator– device used to stop fibrillation of the heart by using electric current
AVG – Average Balance Sheet – A financial statement that discloses the assets, liabilities, reserves and balances of a specific governmental fund as of a specific date.
Account – A code made up of numbers used to classify how specific dollar amounts come into the City or how they are being spent.
Balanced Budget – A budget in which estimated revenues equal estimated expenditures. The City defines “balanced budget” as the operating budget balancing with current revenues, which may include beginning fund balances less required reserves as established by City Council, greater than or equal to current expenditures/expenses.
Accrual Accounting – A basis of accounting in which revenues are recognized in the accounting period in which they are earned, and expenses are recognized in the period in which they are incurred. AV Tax - Ad Valorem Tax– A tax levied on the assessed value of real property (also known as “property taxes”).
BISD – Belton Independent School District
AL – Acceptable level
Bond – A written promise to pay a specific sum of money, called the face value or principal amount, at a specific date or dates in the future, called the maturity date, together with periodic interest at a specified rate.
Amortization – the process of paying money that is owed for something by making regular payments over a long period of time. AP – Accounts payable
Bonded Debt – The portion of indebtedness represented by outstanding bonds.
Appropriation – A specific amount of money authorized by City Council to make expenditures and incur obligations for specific purposes, frequently used interchangeably with “expenditures”.
BRA – Brazos River Authority Budget – A plan of financial operation specifying expenditures to be incurred for a given period to accomplish specific goals, and the proposed means of financing them.
AR – Accounts receivable ARB – Appraisal review board
Budget Calendar – The schedule of key dates or milestones that the City departments follow in preparation, adoption, and administration of the budget.
Assessed Valuation – A value that is established for real and personal property for use as a basis for levying property taxes. Property values are established by the Bell County Appraisal District.
Budget Document – The official plan showing how the City finances all of its services.
Assessment Ratio – The ratio at which the tax rate is applied to the tax base. The assessment ratio is currently set at 100% by State law.
Budget Message – The opening section of the budget that provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the previous fiscal year, and recommendations of the City manager. This section is also referred to as the City Manager’s transmittal letter.
Audit – A comprehensive examination as to the manner in which the government’s resources were actually utilized, concluding in a written report. A financial audit is a review of the accounting system and financial information to determine how government funds were spent and whether expenditures were in compliance with the legislative body’s appropriations. A performance audit consists of a review of how well the government met its stated goals.
Budget Year – From October 1st through September 30th, which is the same as the fiscal year.
442
FY 2019
GLOSSARY & ACRONYMS Budgetary Control – The control or 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.
acquisition or construction of major capital facilities or equipment. Cash Accounting – A basis of accounting in which transactions are recorded when cash is either received or expended for goods and services.
CA – Current assets
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.
CAFR – Comprehensive Annual Financial Report Capital Assets – Assets of a long-term character that are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery and equipment. Capital Equipment – Equipment with a value in excess of $5,000 and an expected life of more than two years.
CDBG – Community Development Block Grant – Federal HUD entitlement funds to meet a variety of needs of low income citizens including housing, infrastructure, equipment, facilities and public services
Capital Equipment Budget – The portion of the annual budget that appropriates money for the purchase of capital equipment. This is different from expenditures for salaries, utilities and office supplies. Examples include vehicles, furniture, machinery, building improvements, microcomputers, and special tools. The definition of capital varies according to the policy established by each jurisdiction. For the City of Temple, capital is defined as items with a value of at least $5,000 and a useful life of more than two years.
CEG – Community Enhancement Grants Certificate of Obligation (CO) – Legal debt instruments used to finance capital improvement projects. Certificates of obligation are backed by the full faith and credit of the government entity and are fully payable from a property tax levy. Certificates of obligation differ from general obligation debt in that they are approved by the City Council and are not voter approved.
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. This is the way major streets, bridges, municipal buildings, fire stations and central service facilities are repaired and built. In addition, debt financing distributes the burden of the cost of items with long life spans over more generations of users.
Certified Tax Roll – A list of all-taxable properties, values and exemptions in the City. This roll is established by the Bell County Appraisal District. Character – The method of classifying expenditures. The three major characters used by the City are: personnel services – 1100 & 1200, operations – 2100 thru 2600 & 8000, and capital outlays – 6000.
Capital Improvement Program Budget – The Capital Improvement Plan Budget is a separate budget from the operating budget. Items in the CIP are usually capital assets and construction projects designed to improve the value of the government assets.
CL – Current liability Contingency – The appropriation of reserve funds for future allocation in the event specific budget allotments have expired and additional funds are needed.
Capital Outlay – Expenditures which result in the acquisition of or addition to capital assets. Capital Projects Fund - A fund created to account for financial resources to be used for the
CPA – Certified Public Accountant
443
FY 2019
GLOSSARY & ACRONYMS CTCOG – Central Texas Council of Governments
funds. They are accounted for in essentially the same manner as governmental funds.
Current Taxes – Taxes that are levied and due within the ensuing fiscal year.
Expenditure – The incurring of liability, the payment of cash, or the transfer of property for the purpose of acquiring an asset or service or settling a loss.
CUSIP – A number used to identify investments or securities. DARE – Drug Abuse Resistance Education
Expense – A charge incurred in an accounting period, whether actually paid in that accounting period or not.
Debt Service – The payment of principal and interest on borrowed funds.
Fiscal Year – October 1st through September 30th of each year.
Debt Service Funds – Used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.
FMS – Foreign Military Sales
Delinquent Taxes – Taxes remaining unpaid after January 31st.
Franchise Fee – A fee paid by public service businesses for use of City streets, alleys and property in providing their services to the citizens of a community. Services requiring franchises include electricity, telephone, natural gas, taxicabs, ambulances and cable television.
Department – An administrative division of the City having management responsibility for an operation or a group of related operations within a functional area.
Full Faith and Credit – A pledge of the general taxing power of the City to repay debt obligations. This term is typically used in reference to general obligation bonds.
Depreciation – The decrease in value of physical assets due to use and the passage of time. DHS – Department of Human Services – Provides a variety of human service needs to low income clients.
FTE - Full-Time Equivalent – A quantifiable unit of measure utilized to convert hours worked by parttime, seasonal or temporary employees into hours worked by full-time employees. Full-time employees work 2080 hours annually. A part-time employee working 1040 hours annually represents a .5 FTE.
DPS – Department of Public Safety EMS – Emergency Medical Services Encumbrance – A commitment of funds against an appropriation. It may be in the form of a purchase order or a contract.
Fund – A fiscal and accounting entity with a selfbalancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein. Funds are usually established to account for activities of a certain type.
Enterprise Fund – A fund used to account for operations financed and operated in a manner similar to private business enterprises in that they are self-supported by user fees. These funds use full accrual accounting.
Fund Balance – The excess of assets over liabilities for governmental funds.
Estimated Revenue – The amount of revenue expected to be collected during the year.
FY – Fiscal year
Expendable Trust Fund – These funds are used to account for assets held by the City in a trustee capacity or as an agent for individual, private organizations, other governments, and/or other
GAAP – Generally Accepted Accounting Principles General Fund – The general operating fund of the City. It is used to account for all financial resources
444
FY 2019
GLOSSARY & ACRONYMS except those required to be accounted for in another fund.
I&S Fund – Interest and Sinking Fund. referred to as Debt Service Fund.
General Ledger – A file that contains a listing of the various accounts necessary to show the financial position and results of City operations.
Income – Funds available for expenditures during a fiscal year.
Also
Infrastructure – Substructure or underlying foundation of the City (e.g. streets, utility lines, water and wastewater facilities, etc.)
General Obligation Bonds – Bonds that finance a variety of public projects such as streets, buildings, and capital improvements. The repayment of these bonds is usually made from the General Fund. They are backed by the full faith and credit of the City. Voter approved
Interfund Transfers – Amount transferred from one fund to another. Intergovernmental Revenue – Revenues received from another governmental entity, such as county, state or federal governments.
General Obligation Debt (GO) – The supported bonded debt, which is backed by the full faith and credit of the City.
Internal Service Fund – Fund used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, or to other governments, on a cost reimbursement basis.
GFOA – Government Finance Officers Association GIS – Geographic Information Systems Goal – A long-term, attainable target for an organization—its vision of the future.
Inventory – A detailed listing of property currently held by the City.
Governmental Fund – It refers to the General Fund, all Special Revenue Funds and the Debt Service Fund.
ISO – Insurers Services Office ITS – Information Technology Services
Grant – Contributions or gifts of cash or other assets from another government to be used for a specific purpose, activity or facility.
Leachate – A liquid that builds in the landfill. A leachate collection system removes the liquid from the landfill and disposes through the sewer system.
GTOT – Government Treasurer’s Organization of Texas
Levy – To impose taxes, special assessments, or service charges for the support of City activities.
HELP Center - (Health, Education, Leadership, Progress) – Provides emergency help for utility bills, rent deposits, and food. It also screens clients through a computer network.
Limited Tax Note Funding (LTN) – LTNs are typically a direct obligation issued on a pledge of the general taxing power for the payment of the debt, and has a seven year maximum maturity. LTNs do not require a voter election as a prerequisite to issuance.
HOME-HUD Housing Program – A federal program to meet the housing needs of low income households through rehabilitation for homeowners and rental units, new housing construction, and also through rental assistance. HR – Human Resources
Line-Item Budget – A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately along with the dollar amount budgeted for each specified category.
HUD - (Dept. of Housing and Urban Development) - Federal agency that provides block grant funds to meet the needs of low income citizens.
Long-Term Debt – Any unmatured debt that is not a fund liability with a maturity of more than one year. M&O – Maintenance and operations
445
FY 2019
GLOSSARY & ACRONYMS MCC – Motor control center
Policy – A plan, course of action or guiding principle, designed to set parameters for decisions and actions.
MGD – Million gallons per day
Program Budget – A budget that focuses upon the goals and objectives of the City rather than how it is organized and how it spends its money.
Modified Accrual Accounting – A basis of accounting in which revenues are recorded when collectable within the current period or soon enough thereafter to be used to pay liabilities of the current period, and, expenditures are recognized when the related liability is incurred.
Property Tax – Taxes that are levied on both real and personal property according to the Property’s valuation and tax rate.
Non-operating Expenditures – The costs of government services which are not directly attributable to a specific City program or operation. An example includes debt service obligations.
Proprietary Fund – Used for business-like activities, usually operates on an accrual basis. PSA – Public service agency
Non-operating Revenues – The incomes received by the government that are not directly attributable to providing a service. An example would be interest on investments.
PVC - Poly vinyl chloride – type of material used to make pipe. Reconciliation – A detailed analysis of changes in actual revenue or expenditure balances within a fund.
O&M – Operations and maintenance O/U – Over/under
Requisition – A written request from a department to the purchasing office for specific goods or services. This action precedes the authorization of a purchase order.
Objectives – A specific, measurable and observable result of an organization’s activity that advances the organization toward a goal. OCU – Organized Crime Unit
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.
OE – Operating expense OPEB – Other post-retirement benefits Operating Budget – A financial plan that presents proposed expenditures for the fiscal year and estimates of revenue to finance them.
Retained Earnings – The accumulated earnings of an Enterprise or Internal Service Fund which have been retained in the fund and which are not reserved for any specific purpose.
Operating Transfers – Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended.
Revenue – All money received by a government other than expense refunds, capital contributions, and residual equity transfers.
OR – Operating revenue
Revenue Bond – Bonds whose principal and interest are payable exclusively from user fees.
Performance Budget – A budget that focuses upon activities rather than line items. Workload and unit cost data are involved to gauge the efficiency of services. Typical data that is analyzed includes miles of streets paved per year, cost of paved streets per mile, tons of garbage collected per employee hour, and cost per employee hour of garbage collection.
RFP – Request for proposal Risk Management – An organized effort to protect the City’s assets against loss, utilizing the most economical methods. SCBA – Self-contained breathing apparatus
446
FY 2019
GLOSSARY & ACRONYMS SEC – Securities Exchange Commission
amount of undesignated fund balance of a fund, which is available for allocation.
Source of Revenue – Revenues are classified according to their source or where they originate.
Utility Revenue Bonds (UR Bonds) – Utility bonds constitute special obligations of the City solely secured by a lien on a pledge of the net revenues of the water and sewer system.
Special Revenue Funds – Funds used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or major capital projects) that are legally restricted to expenditures for specific purposes.
VOE – Vocational Occupation Education Students from accredited schools working part time to learn new job skills.
Tax Base – The total value of all real and personal property in the City as of January 1st of each year, as certified by the Appraisal Review Board.
Voucher – A document showing that a transaction has occurred.
Tax Levy – The total amount of taxes imposed by the City on taxable property, as determined by the Bell County Tax Appraisal District.
W&S – Water and sewer Working Capital – The amount of and entity’s current assets minus the amount of its current liabilities.
Tax Rate – The tax rate is set by Council and is made up of two components; debt service and operations rates. TBD – To be determined TCEQ – Texas Commission on Environmental Quality (replaced Texas Natural Resource Conservation Commission - TNRCC) – State regulatory agency for environmental quality control. TCIP – Program
Transportation
Capital
Improvement
TEA – Texas Education Agency TEDC – Temple Corporation
Economic
Development
TISD – Temple Independent School District TML – Texas Municipal League TPDES – Texas Pollution Discharge Elimination System TSCPA – Texas Society of Certified Public Accountant TSS – Total suspended solid Unencumbered Fund Balance – For budget purposes, the unencumbered fund balance is the
447
2 North Main Street Temple, Texas 76501 254-298-5631 www.templetx.gov TEXAS