Download - Proposed Operating Budget for city of Irving
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City of Irving, Texas
CITYMANAGEMENT
TOMS TOMMY GONZALEZ, CITY MANAGER
LARRY BOYD, POLICE CHIEF
MARIO MOLINA, FIRE CHIEF
MAX S. DUPLANT, CHIEF FINANCIAL OFFICER
RAMIRO LOPEZ, INTERGOVERNMENTAL SERVICES DIRECTOR
TERESA ADRIAN, MANAGEMENT OPERATIONS DIRECTOR
PAUL GOOCH, COMMUNITY SERVICES TEAM DIRECTOR
BRET STARR, ASSISTANT CHIEF FINANCIAL OFFICER BUDGET
CITY OF IRVING, TEXASPROPOSED OPERATING BUDGET
FY 2010-2011
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City of Irving, Texas
CITYMANAGEMENT
SHANAE JENNINGS, ACTINGCITY SECRETARY
CHARLES ANDERSON, CITY ATTORNEY
BRENDA MCDONALD, REAL ESTATE AND DEVELOPMENT DIRECTOR
BRENDA HANEY, SOLID WASTE SERVICES DIRECTOR
GARY MILLER, PLANNING AND INSPECTIONS DIRECTOR
LYNDA JOHNSON, CHIEF PERFORMANCE OFFICER
WAYNE LAMBERT, MUNICIPAL COURT SERVICES DIRECTOR
LAURIE KUNKE, CORPORATE COMMUNICATIONS DIRECTOR
GUY HENRY, CODE ENFORCEMENT DIRECTOR
CHRIS HOOPER, HOUSING AND HUMAN SERVICES DIRECTOR
MAURA GAST, IRVING CONVENTION AND VISITORS BUREAU EXECUTIVE DIRECTOR
RICHARD HUFF, ARTS CENTER EXECUTIVE DIRECTOR
SHANNON PHILLIPS, BUDGET COORDINATOR
TRI LE, BUDGET AND FINANCIAL ANALYST
SHELLE WOMACK, BUDGET AND FINANCIAL ANALYST
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The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Irving, Texas for the Annual Budget beginning
October 01, 2009. In order to receive this award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine eligibility for another award.
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T a b l e o f C o n t e n t s
Title Pages
Table of Contents i
INTRODUCTION
City Managers Letter ix
STRATEGIC PLAN
Overview 1
STRATEGIC GOAL 1 - LAND USE
Goal 1 Overview 9
Planning and Inspections 11
STRATEGIC GOAL 2 - VIBRANT NEIGHBORHOODS
Goal 2 Overview 17
Code Enforcement 19
Housing and Human Services 25
STRATEGIC GOAL 3 - ECONOMIC DEVELOPMENT
Goal 3 Overview 33
Economic Development 37
Irving Convention and Visitors Bureau 45
FY2010-11 Proposed Operating Budget
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Table of Contents
STRATEGIC GOAL 4 - SAFE AND SECURE CITY
Goal 4 Overview 53
Police 57
Fire 65
Municipal Court 71
Animal Services 77
STRATEGIC GOAL 5 - DIVERSITY
Goal 5 Overview 83
STRATEGIC GOAL 6 - EFFECTIVE COMMUNICATION
Goal 6 Overview 85
Corporate Communications 89
STRATEGIC GOAL 7 - CULTURAL, RECREATIONAL AND EDUCATIONAL ENVIRONMENTS
Goal 7 Overview 97
Parks and Recreation 101
Library Services 109
Irving Arts Center 117
Heritage and Museum 123
STRATEGIC GOAL 8 - SOUND GOVERNANCE
Goal 8 Overview 129
Mayor and Council 135
City Secretarys Office 137
City Managers Office 143
Financial Services 149
Non-Departmental 167
Performance Team 171
City Attorneys Office 177
Management Operations 161
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STRATEGIC GOAL 9 - INFRASTRUCTURE NETWORK
Goal 9 Overview 183
Capital Improvement Program 187
Public Works 195
Information Technology 203
Water Utilities 209
STRATEGIC GOAL 10 - ENVIRONMENTAL SUSTAINABILITY
Goal 10 Overview 219
Solid Waste Services 223
Municipal Drainage Utility 229
Intergovernmental Services 235
Fleet 241
FUND SUMMARIES
GENERAL FUND:
General Fund Summary 249
2010-11 Authorized Schedule of Personnel & Position Summary 250
WATER AND SEWER FUNDS:
Water and Sewer System Fund Summary 253
New Lien Water and Sewer Reserve Fund Summary 254
Water and Sewer Reserve Fund Summary 255
Water and Sewer Contingency Fund Summary 256
Water Resources and Development Fund Summary 257
Lake Chapman Fund Summary 258
Lake Chapman Reserve Fund Summary 259
GARAGE FUND:
Garage Fund Summary 261
MUNICIPAL DRAINAGE UTILITY FUND:
Municipal Drainage Utility Fund Summary 263
Table of Contents
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HOTEL OCCUPANCY TAX FUNDS:
Irving Convention and Visitors Bureau (ICVB) Funds 267
Irving Arts Center (IAC) Funds 271
Convention Center Complex Fund Summary 278
Entertainment Venue Fund Summary 279
Heritage and Museum Fund Summary 280
Museum Operating Fund Summary 281
Hotel Occupancy Tax Reserve Fund Summary 282
SOLID WASTE SERVICES FUND:
Solid Waste Services Fund Summary 265
GRANT FUNDS:
Community Development Block Grant Fund Summary 283
Home Investment Partnership Grant Fund Summary 284
Emergency Shelter Fund Summary 285
Community Development Block Grant - Recovery Fund Summary 286
Homeless Prevention and Rapid Re-Housing Program - Federal 288
Emergency Shelter Grant - State 289
Texas Highway Safety Grant Fund Summary 291
Local Law Enforcement Block Grant Fund Summary 292
Miscellaneous Grants Fund Summary 293
Transportation Grant Fund Summary 294
Library Grant Fund Summary 295
Emergency Management Grant Fund Summary 296
Criminal Justice Grant Fund Summary 297
Miscellaneous Donations Fund Summary 298
Neighborhood Stabilization Program 1 287
Homeless Prevention and Rapid Re-Housing Program - State 290
EQUIPMENT REPLACEMENT FUNDS:
Equipment Replacement Fund Summary 299
Computer Replacement Fund Summary 302
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OTHER FUNDS:
Park Donation Fund Summary 303
Cimarron Recreation Center Fund Summary 304
Lee Park Recreation Center Fund Summary 305
Heritage Senior Center Fund Summary 306
Mustang Park Recreation Center Fund Summary 307
Senter Park Recreation Center Fund Summary 309
West Park Recreation Center Fund Summary 310
Economic Development Fund Summary 311
Tax Increment Financing District Fund Summary 313
TIF Project Fund Summary 314
Municipal Court Technology Fees Fund Summary 315
Municipal Court Building Security Fees Fund Summary 316
Municipal Court Time Payment Fees Fund Summary 317
Compensated Absences Fund Summary 318
Flexible Spending Fund Summary 319
Health Self Insurance Fund Summary 320
Health Legal Reserve Fund Summary 321
Health Claims Reserve Fund Summary 322
Voluntary Employees Beneficiary Association (VEBA) Fund Summary 323
Self Insurance Casualty Fund Summary 324
Supplemental Benefit Plan Fund Summary 325
Texas Stadium Rental #1 Fund Summary 326
Texas Stadium Rental #2 Fund Summary 327
Texas Stadium Project Fund Summary 328
Red Light Camera Enforcement Fund Summary 329
Seized Narcotics Fund Summary 330
Utility Rate Case Fund Summary 331
Northwest Park Recreation Center Fund Summary 308
Main Street and Events Fund Summary 312
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DEBT SERVICE:
Schedule of Requirements FY 2010-11 General Obligation Bonds 333
Schedule of General Obligation Bonded Indebtedness to Maturity 334
General Interest and Sinking Fund Summary 335
Schedule of Requirements for FY 2010-11 Waterworks and Sanitary Sewer Bonds 336
Schedule of Waterworks and Sanitary Sewer Revenue Bonded Indebtedness to Maturity FY 2010-11 337
Water and Sewer Interest and Sinking Fund Summary 338
New Lien Water and Sewer Interest and Sinking Fund Summary 339
Schedule of Requirements Combination Tax and Hotel Occupancy Tax Certificates of Obligation
Requirements 340
Schedule of Combination Tax and Hotel Occupancy Tax Certificates of Obligation Indebtedness
To Maturity FY 2010-11 341
Hotel Occupancy Tax Interest and Sinking Fund Summary 342
Municipal Drainage Utility Debt Service Fund Summary 347
Entertainment Venue Debt Service Fund Summary 344
Schedule of Requirements Entertainment Venue Debt Obligations 343
Municipal Drainage Utility Schedule of Requirements 345
Municipal Drainage Utility Bonded Indebtedness to Maturity 346
CAPITAL IMPROVEMENT PROGRAM FUNDS:
FY 2010-11 General Obligation Bond Sale 349
FY 2010-11 Water and Sewer System Pay-as-You-Go Capital Funding 350
FY 2010-11 Municipal Drainage Utility CIP Program 351
Entertainment Venue 352
South Irving Library 353
Pumpers and Vehicles 354
Utility Undergrounding 355
Family Aquatic Center 356
Citywide Communication Infrastructure System 357
Neighborhood Splash Pools 358
Story at TRE 359
FY 2010-11 Hotel Occupancy Tax Bond Program 351
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CAPITAL IMPROVEMENT PROGRAM FUNDS, CONT:
General Fund Non Bond Fund Summary 361
Convention Center Bond Fund Summary 363
Entertainment Venue Bond Fund Summary 364
Street Improvement Bond Fund Summary 365
Storm Sewer Bond Fund Summary 367
Park Improvement Bond Fund Summary 368
Fire Station Bond Fund Summary 369
Library Bond Fund Summary 370
Criminal Justice Bond Fund Summary 371
Landfill Bond Fund Summary 372
City Buildings Bond Fund Summary 373
DART Bond Fund Summary 374
Radio Communications Bond Fund Summary 375
Animal Shelter Bond Fund Summary 376
Infrastructure Bond Fund Summary 377
Gateway Development Bond Fund Summary 378
Municipal Drainage Utility Bond Fund Summary 379
Water Improvement Bond Fund Summary 380
Sanitary Sewer Bond Fund Summary 382
Water and Sewer System Non-Bond Capital Improvement Program Fund Summary 383
Table of Contents
APPENDIX:
Hotel Occupancy Tax Summary (2nd Quarter Actual) 385
July 2010 Sales Tax Analysis 387
Electricity Analysis 388
Transportation Summit Budget Summary 389
FY 2010-2011 Bond Sale Map 390
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To: HonorableMayorGearsandMembersoftheCityCouncil
From: TomasTommyGonzalez,CityManager
Date: August6,2010
Subject: 201011ManagersProposedBudget
Itismyprivilegetopresentthe201011CityofIrvingbudgetforyourconsideration. Thebudget
isin
alignment
with
the
Citys
Strategic
Plan.
Management,
Directors
and
city
staff
worked
to
identifyresourcesandprioritizeprogramstoalignCityoperationsandcapitalprojectsaccording
totheCityCouncilstenstrategicgoals. ThisbudgetfocusesonmeetingtheCouncilshighest
priorities andmaintaining current levels of service for all programs. Benchmarks have been
established to track progress toward each goal, and new goals and action steps will be
incorporatedasthecurrentonesarecompleted.
Stronggovernanceand fiscalmanagement remainsahighpriority. TheFY201011budget is
structurallybalanced,withoperatingrevenuesmeetingoperatingexpenditures. The impactof
thenational recessionand sharpdeclines inkey revenueshas resulted indrasticbudget cuts
frommany
city
and
county
governments.
Onthatnote, Irvinghasnotbeen immunetotherecession. KeyGeneralFundrevenueshave
declinedby13.7millionfromtheprioryearandby$20.2millionoverthelastthreeyears. The
recessionhasimpactedseveralrevenuesources: propertytaxrevenueshavedeclinedby$10.3
million,salestaxesaredownby$5million,interestincomeisdownby$1.5million,andzoning
and development fees have decreased by $1 million. Franchise feeswere reduced by $2.4
million because of a ruling from the Texas Public Utilities Commission reducing the electric
franchiserate.
The city has taken proactive steps to review processes and reduceoperating costs ahead of
revenuedeclineswhilemaintainingexcellentlevelsofservices. Wewillbesharingexamplesof
howwe reduced operating costs in the budget retreat session. Key indicators including the
crimerate,residentsatisfactionwithcityservicesandtheoverall lookofthecitydemonstrate
thatcity staffhasbeenable to increase servicesandcustomer satisfactionwhileat the same
timereducingcosts. Wehavesharedthesurveyresultswithyouinapublishedreportandwith
theentirecommunityviatheCitySpectrum. Cumulativelyoverthelastfouryears,thecityhas
identified over $12 million in cost savings, cost avoidance, cost recovery and productivity
enhancements. This,inpart,hashelpedoffsetthelossof$20.2millioninrevenuesmentioned
above.FY201011ProposedOperatingBudget
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FY201011ProposedOperatingBudget
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The cityhas also strengthened financialpolicies andprocedures to ensure adequate reserve
balances, conservativeexpenditurepolicies, andmonitoring andprojectionsofkey revenues.
Theuseof toolssuchas the fiveyear financial forecasthaveallowedmanagement toproject
future revenue and expenditure trends and adjust revenues and expenditures to produce a
structurallybalancedbudget.
While these policies have enabled Irving to remain financially sound and maintain current
service levels, furtherdeclines inkeyrevenues,mostnotablypropertytaxvaluationandsales
taxwhich continues todropeachmonth, require furtherexpenditure reductions,deferralof
maintenance and equipment replacement, as well as increases in revenues to balance the
budget. Accomplishingthisbalancewasadaunting,butnotinsurmountabletaskforCitystaff.
AstructurallybalancedbudgetwillhelpmaintaintheCitysdoubleAAAcreditratingandsetthe
foundationforprudentfiscalmanagementofCityoperationsinthefollowingyears.
FY200910RESULTS
Wearefocusedduringthesetimesonhelpingthoseinneed,andaspartofthecitysstrategyto
enhance affordable housing initiatives, the City received two stimulus grants totaling $1.5
million from theU.S.Department ofHousing andUrbanDevelopment including Community
Development Block GrantRecovery funds for home restoration projects and Homelessness
PreventionandRapidReHousingProgramfundstoprovideassistancetothehomelessandnear
homeless. Anadditional$3,619,308incompetitivegrantswerealsoawarded.Thesefundshave
allowedtheHousingandHumanServicesDepartmenttodevelopnewprogramstoaddressthe
needsfacedbyresidentsinthecurrenteconomicandhousingmarkets.
Anotherwaywe are assisting residents isbyproviding affordable recreationalopportunities.
TheWest
Irving
Aquatic
Center
opened
on
June
12,
2010.
This
state
of
the
art
facility
offers
a
varietyofamenitieswithanemphasisonfamilyactivities. Thisisthesecondaquaticscenterto
beconstructedsince2008,andresponsehasbeenphenomenalwithanaverageofover1,300
visitorsperday. NeighborhoodsplashparksareproposedforNorthwestandSouthwestParks
whereoutdatedpoolswerecloseduponthecompletionoftheaquaticcenter.
TheAnimalCareCampusopened inMarch,2010. This25,000squarefoot facility isaunique
partnership between the City and DFW Humane Society, which is also housed at the new
location. The facility is designed to attract more visitors and increase the number of pet
adoptions. Adjacent to the facility is Irvings first Dog Park, which provides another free
recreational
opportunity
for
residents..
AnotherhighpriorityareafortheCouncilandstaffispublicsafety. Wehaveseena20%decline
inthecrimerateoverthe last fiveyears, includinga9%reductionso farthisyear. TheCitys
emergencymedicalserviceshavebeenrecognizedashavingthehighestcardiacsurvivalratein
thestateofTexasthatisalsodoublethenationwideaverage.
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FY201011ProposedOperatingBudget
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TheCityhasover10.8%oftheworkforcecurrentlyreceivingbilingualpay,anincreaseof3.8%
since2007. ThepercentageofcontractscompetitivelyawardedtoM/WBEvendorshasmetthe
goalof25%oftotalvalueofthecontracts.
Transportation has been a successful endeavor for Irving for quite some time. The 13th annual
TransportationSummit
was
held
in
Irving
at
the
Omni
Mandalay
Hotel
on
August
10
13,
2010.
Thiseventbringstogetherkeyelectedandappointedofficialsfromlocal,stateandfederallevels
todiscussthechallengesassociatedwith improvingmobility inourregionandthroughoutthe
state. It is also instrumental in developing the framework for the policies that will shape
decisionmakingonthiskeyissue,locallyandnationally.
The Summit iswellknown and highly regarded bothwithin Texas and at the federal level.
Becauseofitsdemonstratedeffectiveness,theCityCouncilcontinuestosupportthisevent;itis
also staffed by the Intergovernmental Services and Corporate Communications departments
andthe IrvingConventionandVisitorsBureau(ICVB). Anyadditionalfundingrequiredforthe
summit isprovidedby theGeneralFund. Dean International,with theassistanceofa special
eventscoordinatorandcitydepartmentscoordinatestheSummiteachyear. Healsoprovides
additionaltransportationconsultingservicestothecity.
TheTexasDepartmentofTransportation(TxDOT)hasmovedforwardwithplanstobeginthe
reconstructionoftheStateHighway183,Loop12andStateHighway114interchange.TheCity
willberesponsibleforrightofwayacquisitionsandutilityrelocationcostsassociatedwiththis
projectaswellasfortheexpansionofSH183throughIrving. Totalfundingwillbesignificant,
potentially exceeding $30 million; staff is currently conducting a detailed analysis of the
obligations.
In2009,
the
city
signed
aten
year
lease
with
TxDOT
for
the
use
of
the
former
Texas
Stadium
site
as a construction staging area for the Diamond Interchange and SH 183 projects. The city
received$15.4millionfromTxDOT forthe lease. Thisfundinghasbeenusedtodemolishthe
stadiumandbegintopreparethesiteforfuturedevelopment. Thecityretainsownershipofthe
property and has the ability to relocate TxDOT in the event of a development opportunity
beforetheendofthelease.
Redevelopment in the Heritage Crossing district continues despite the recession and steep
reductionof commercial and residentialdevelopment throughout theMetroplex. So far, 88
properties have been acquired for redevelopment. This includes 6 substandard apartment
complexes
that
have
been
demolished
and
are
awaiting
redevelopment.
Another
tangible
benefit to the removalof theapartmentcomplexeshasbeena35% reduction in thecrime
rateintheHeritageDistrictcomparedto2007. Thefirstindependentredevelopmentprojectis
underway,withtheMcDonaldsonIrvingBoulevarddemolishedinJuly2010andreconstructed
tomeettheHeritageDistrictdevelopmentandaestheticguidelines. Itisscheduledtoreopenin
theFallof2010. Additionalexistingretailers,suchasJPTGraphics,haveupgradedtheirfacades
tomatchthedistrictsdesignguidelines.
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FY201011ProposedOperatingBudget
xii
Transparency The FinanceDepartment andCorporateCommunicationshave teamedupon
gettingmorefinancialinformationtothepublic. Inrecognitionofourefforts,theCityreceived
theGoldTransparencyAwardforFinancialTransparencyfromtheTexasComptrollerforplacing
budgetdocuments,annualfinancialreports,andcheckregistersinthecityswebsiteforpublic
review.
The Irving Community Television Network (ICTN), has expanded its services by offering
programming24hoursaday,sevendaysaweek. Videosandshowsarenowalsopostedonthe
cityswebsite,OnDemand,You Tube and free iTunes for convenient viewing. For the 0910
fiscalyear,IrvingCommunityTelevisionNetworkwonfirstplaceawardsinthefollowingstate
wide categories from the Texas Association of Telecommunications Officers and Advisors
(TATOA):CommunityEventCoverage,MagazineFormatSeries,SpecialAudienceProgramming,
ProfileofanOrganizationorDepartment, Interview/TalkShow,andDocumentary.Theywere
alsonamedbestprogramminginthestateforthesecondyearinarowbyTATOA.
Last,but not least,we have also found away to rewardour employeeswhile saving the city
money. Employeewellnessisnowakeyfocusthroughouttheorganizationtopromoteahealthy
workforce,enhanceemployeemorale,andprovide incentives foremployees to takecontrolof
theirhealth. IWIN(IrvingWellness IncentiveNow)was launchedJanuary2009toofferwellness
andfitnessrewardstoemployeeswhoachieveandmaintaingoodhealth.Whenemployeesare
healthy and strong, residents, visitors andbusinesses arewell served,productivity ishigh and
health insurance costs are kept low. Through IWIN, employees are able to receive awellness
screening and have the opportunity to participate in a fitness assessment using benchmarks
established by the Cooper Clinic. The success of this program is evidenced by the number of
employeeswhoareparticipating inthevarious IWINprograms.Morethan590employeeshave
qualifiedto
receive
fitness
incentive
pay.
By
incentivizing
employees
to
take
active
control
of
theirhealth,becomemorephysicallyfit,andhaveregularwellnessscreenings,thecitywillseea
reductioninoverallhealthcarecostsandinsurancerates.
DEVELOPMENTOFTHEFY201011BUDGET
The FY 201011 budget is the fifth to be organized around the citys Strategic Plan. City
departmentsandteamshavebeenrealigned inordertomatchthetengoalsofthestrategic
plan. Indeveloping thebudget,existing andproposedprogramsandprojects thatmeet the
Strategic Plans goals and strategies have the highest priority for funding and resource
allocation.
InJuly2010,CityCouncilheldaworkshoptoreviewtheprogressoftheStrategicPlan,suggest
newaction items,andprovidestaffdirectiononthekey initiativesfortheFY201011budget.
TheCouncilrevisitedthekeyfocusareasfortheFY200910Budgetanddeterminedtocontinue
tofocusonthesameeightareaswithnewinitiativesforthenewbudgetyear. Acomprehensive
reviewofthestrategicplansgoals,strategies,andkeyfocusareaswillbeundertakeninthefall
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FY201011ProposedOperatingBudget
xiii
of2010 to review theprogressandaccomplishmentsof the last fiveyears and to revise the
StrategicPlanobjectivesforthenextfiveyears.
IndevelopingtheFY201011budget,citymanagementtookproactivestepstoensurethatthe
nationalrecessiondidnotadverselyimpacttheoperationsofthecity. Forthepastfouryears,a
FiveYear
Financial
Forecast
analysis
has
been
conducted
to
project
operating
revenue
and
expenditure trends. Cost savings were implemented, with many vacant positions being
eliminatedor temporarily frozen. Over thepast three years,91 vacantpositionshavebeen
eliminated across all funds. These position reductionswere achieved by reducing layers of
management, increasingspanofcontrol,andachievingefficienciesbycombining likeservices
andduties into singledepartments. These savingswere achievedwhile servicedeliverywas
enhanced,newprogramswereaddedand customer satisfaction increased. Anadditional62
positionsarecurrentlybeingheldvacantandfrozen,withasavingsof$4millionestimatedfor
FY201011. Ofthe62frozenpositions,16havebeenreviewedandproposedtobeeliminated
for the currentbudget year. Staff continues to review the list as furthervacanciesoccur to
ensurestaffing levelsareadequate formaintainingcurrent levelsof service. Once revenues
recover, the frozen positions will be revisited to determine which represent truly require
staffing and which can be permanently eliminated. Up to this point, this has involved the
attritionofpositionsasvacanciesoccurandnofilledpositionshavebeeneliminated.
OVERVIEWOFTHEFY201011OPERATINGBUDGET
FortheFY201011budgetyear,theimpactofthecontinuingnationalrecessionhaspresented
the greatest challenge to creating a structurallybalancedbudget. Key revenues in allmajor
operating funds have declined significantly since FY 200809. In the General Fund, both
property tax and sales tax revenues have declined significantly. Hotel Occupancy Taxes,
primarilyderived
from
business
travel,
has
also
been
significantly
impacted
by
the
recession.
WaterandSewerrevenueshavedeclinedduetoover14monthsofunseasonablycoolandwet
weather reducingcustomerdemand. In short,eachoperating fundhasbeenpresentedwith
revenue challenges and each fund must stand on its own by reducing expenditures and
increasingrevenuestobalance. Additionally,eachfundmustpaytheirproportionalshareofthe
costsassociatedwiththeiroperations.
Theelectric franchise feehasbeenarbitrarily reducedby thePublicUtilitiesCommission toa
rate of 4%. The city is working with other municipalities to reverse this decision through
administrative, legislative, and legal channels, but for FY 201011, the loss in revenue is
approximately
$2.4
million.
TheGeneralFundrevenueestimatesforFY201011are$168.55millionOperatingexpensesare
also$168.55million, achieving a structurallybalancedbudget. Thisbudget is$14.75million
lowerthanthe$183.3millionFY200809budget. WiththetransferofSolidWasteServicesinto
aseparateenterprise fund lastyear,generalexpenditureswerereducedby$7.7million. The
remaining$7millionhasbeen reduced tomatch revenueestimates. General fund revenues
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FY201011ProposedOperatingBudget
xiv
declined by $13.7 million due to the economic impact of the recession, while salary costs,
insurance,andcontractualobligationswereprojectedtoincreaseby$6.3millioncreatingatotal
budgetgapof$20millionforFY201011alone.
The $20 million represents the full budget gap for the year. Throughout the budget
developmentprocess,
staff
has
worked
diligently
to
close
the
funding
gap
and
report
progress
totheCouncil. Whilewewereat$20atthebeginning,werolledoursleevesupandreduced
thatdownto$12million. Youmayrecall,theupdategiventothecouncil inthespringwasa
fundinggap$12million. That$12millionhadbeen reduceddown from$20million. By late
June,wereportedthefundingamountswerereduceddownto$5million. The$5millionthan
increasedto$6million inJulywiththereceiptofthecertifiedtaxrollandcontinuedsalestax
declines. Theproposedbudgetclosesthegapcompletelyandpresentsastructurallybalanced
budget. It is important tonote that continueddrops inproperty tax valuation and sales tax
valuationwillcontinuetoimpactrevenuesreceivedintotheGeneralFund. Withthissaid,itis
vitalthatsomeofthosedollarsarecaptured inthe formofkeepingsomeoftheeffectivetax
rate dollars. If values and sales tax continue to decline, you could see a decline in services
provided.
WithovertwothirdsoftheGeneralFundbudgetallocatedtosalariesandbenefits,thebudget
could not have been balanced in the past two yearswithout significant realignment of the
organization. ThefollowingstrategieswereusedtobalancetheFY201011budget. Someare
short term measures for the current year, while others reflect longterm cost savings and
improvedoperationalefficiencies. In total, they reduceGeneralFundexpendituresby$14.2
million.
HoldallGeneralFundpositions(59ofthe62)vacantforFY201011
PayPlanstepincreasesforallcityemployeeswillnotbegivenforFY201011. Salestax
willbe
monitored
to
determine
ifwe
do
any
adjustments
to
pay
during
the
year.
The compensation plan,whichhas the goal ofmaintaining employee pay at the 65th
percentilecomparedtobenchmarkcitieswillalsonotbeadjustedforFY201011
Health Insurance For the Choice POS II plan, which covers the majority of the
workforce,thecostallocationwillshiftfrom90%city/10%employeeto87%/13%
TheIWINphysicalfitnessprogramwillbeimplementedforretireeinsuranceonJanuary
2011
Allcapital requests in theGeneralFund,with theexceptionof thosewithadedicated
revenuesource,havebeendeferred
ComputerreplacementtransfersfromtheGeneralFundhavebeendeferredforFY2010
11.
Computer
equipment
will
only
be
replaced
when
the
current
system
is
no
longer
functional
Equipment replacement transfers from the General Fund have been deferred for FY
201011. Onlythemostcriticalneeds,suchasPolicepatrolvehicles,willbereplaced
Supplies, maintenance, outside services, and other non salary accounts in the
departmentalbudgetshavebeenreduced
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FY201011ProposedOperatingBudget
xv
Inaddition to these cost saving strategiesother revenues,primarilyMunicipalCourt fines,of
approximately$930,000helpedoffsetthedeclineinotherrevenues. Itisimportanttonotethat
thestatetakesasignificantportionofallrevenuescollectedfromMunicipalCourt.
The loss of over $1.3 billion in taxable value in the last two years, due primarily to steep
reductionsin
commercial
real
estate
values
results
in
an
effective
tax
rate
of
5.12
cents
above
lastyearsratetoproducethesametaxrevenueaslastyear. However,duetothecostsavingsand
expenditure reductions listed above, the effective tax rate is not necessary to balance the
budget. A tax rateof2.98centsabove lastyears ratehasbeenproposed to fund requested
itemsdiscussedinthecouncilstrategicplanningsessioninoperationsandcapitalmaintenance,
including neighborhood sidewalks, drainage improvements, neighborhood splash parks and
renovations toTrinityViewParkathletic facilities. This rate isonly60%of theeffective tax
rate,andwillprovide$4.9millioninadditionalrevenue. Whencombinedwiththecostsavings,
operationalefficienciesandexpenditurereductions,thisrateissufficienttoreachastructurally
balancedbudget.
The combinationof these cost savings,expenditure reductions andan adjustment to the taxratethatiswellbelowtheeffectivetaxrateallowforabalancedbudgetwithouttheclosureof
cityfacilities,reductioninprogramsorcriticalservicesortheeliminationsoffilledpositions.
General Fund and related internal service funds combined reservebalances areprojected at
$48.5 million, which is equivalent to 105 days of operating reserves or 29% of budgeted
expenditures. InFY200607,theCityCouncilformallyadoptedapolicymaintainingcombined
General Fund reserves at levels at or above 90 days of operating expenditures. This policy
provides clear direction to the staff to ensure financial stability and maintain the
creditworthinessoftheCitysdebtobligations.
TheWater and Sewer System Fund budget funds operations and a capital programwith a
consumptionbasedratestructureinwaterratestoencourageconservation. Totalexpenditures
are $84.1 million, a $2.3 million increase from the prior years budget of $81.8 million. A
twentyyearmodelforthewaterandsewersystemhasalsobeendevelopedtoidentifyfuture
waterneeds,infrastructurerequirementsandalternativeuses.
OtherOperatingFundsincludethefollowing: TheSolidWasteServicesfundwascreatedasan
enterprise fund inFY200910andaccounts forall refuseand recyclingcollectionand landfill
operationswithabudgetof$11.7million. TheMunicipalDrainageUtility fundsoperations,
capitalprojectsandtransferstofourfloodcontroldistrictsforassistance intheirmaintenance
programs. Fallinghoteloccupancytaxeshavecontributedtoreducedoperatingbudgetsbythe
IrvingConventionandVisitorsBureauandIrvingArtsCenter. Constructionisunderwayonthe
ConventionCenter complex,which is scheduled toopen January2011. HousingandHuman
Servicesbudgetshavereturnedtonormalfundinglevelsafterreceivingover$5millioninone
timestimulusfundsandincreasedcompetitivegrantawardstoexpandthecitysgrantprograms
inFY200910.
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Intotal,theseoperatinggroupswillexpendapproximately$283.5milliondollarsinthecoming
fiscalyear. Thisbudgetfundsareducednumberofgeneralgovernmentstaffat1,859fulltime
and411parttimepersonnel,includingthe46ofthe62vacantpositionsmentionedabovethat
arenotproposedtobeeliminatedatthistime. Theprogramsservedbytheseemployeeswillbe
supportedby
afleet
valued
in
excess
of
$33
million
and
consisting
of
more
than
750
vehicles
and490otherpiecesofequipment. TheCitystechnologyinfrastructureisvaluedinexcessof
$15millionandincludesnearly1,600workstationsservedbyacombinationof localandwide
areanetworks. Thisworkforceishousedin74buildingswithmorethan1.37millionsquarefeet
ofspace.
Summary of Operating Expenditures for Major Programs
Fund/Program 2009-10 Adopted Budget 2010-11 Proposed Budget
General Fund $176,362,533 $168,550,318
Water and Sewer $81,812,269 $84,128,881
Solid Waste Services $11,622,026 $11,723,038
Municipal Drainage Utility $4,646,044 $4,883,382
HOT Revenue Funds
ICVB $6,327,498 $6,046,256
Arts Center $4,424,410 $3,891,693
Main Street and Events $113,799 $115,173
Heritage and Museum $368,423 $244,846
Total HOT $11,234,130 $10,297,968
Housing & Human Services $8,655,743 $3,901,254
Total Major Funds $294,332,745 $283,484,841
CostSavingsandEfficiencies
Positionreductionshavebeenachievedwithoutlayingoffstafforreducingthelevelofservices.
Costsavingsandefficiencytools likeLeanSixSigmahavebeenusedtoanalyzeworkflowand
processes. Theseefficiencieshavetranslated into improvedcustomerservice,fasterresponse
times,andeliminationofwaste. Manyprocess improvementshaveallowedforstaffingtobe
reducedwhen positions become vacant. When vacancies occur, they are not automatically
filled. Eachpositionisreviewedbyseniormanagementtodetermineifthejobdutiescanbere
assigned to remaining personnel without a decrease in service levels. Employees are
compensated for taking on additional duties. City staff are also rewarded with special pay
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incentivesforeducation,training,certification,andmasteryofspecializedjobduties. Allspecial
pays and incentive programs are fully funded for the FY 201011 budget. Listed below is a
samplingofthespecialpaycategoriesavailabletoemployees:
IncentivePrograms
LeanSix
Sigma
incentive
pay
OntheSpotincentivepayforexceptionalservice
AllEyesOnIrvingincentivepay
RewardingExcellenceincentiveforsanitationworkerswithperfectsafety
records
TemporaryAssignmentPay
Occupationallanguageskillspay
IWINFitnessIncentive
CertificationPay
PoliceIncentivePay
SchoolCrossingGuardTrainingpayallocated3%paydifferentialtofourguardsas
trainers
ShiftDifferentialpay
Educationpay
MastersCertificatepay
SickLeaveBonusPay
AnnualPhysicalFitnessScreening
Bachelors&MastersDegreepay
FireIncentivePay
ParamedicAssignment
Pay
(On
the
Box
Pay)
Fire
Fighters
certified
as
paramedics
andparamedicsactuallyassignedtoambulances
AnnualPhysicalFitnessScreening
HighAngleRescuepay
HazMatpay
SwiftWaterRescuepay
OutofClasspay
ArsonInvestigationpay
Bachelors&MastersDegreepay
Administrationpay
Masters
Certification
Pay
SickLeaveBonusPay
Onthefollowingpages,thehighlightsoftheFY201011budgetarediscussedbystrategicplan
goal.
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GOAL1:LANDUSE
Akey strategyofGoal1 is to improve thevisual impressionof thecity. Severalprojectsare
currently in design or under way to meet this strategy. These include the construction of
screeningwallstobufferneighborhoodsfromtrafficnoise,developingandinstallingstreetlight
and traffic signal standards by community district, and developing a comprehensive
maintenanceprogram
for
major
streets
and
drainage
channels.
Staffwillbeworkingtodevelopincentiveprogramstoleverageredevelopmentopportunitiesin
areas of public investment such as gateway intersection projects and other major street
enhancementinitiatives.
Key Focus: Corridor Improvements A comprehensive overhaul of MacArthur Boulevard to
enhanceandimprovetheroadwayfromHunterFerrellRoadtoNorthgateDriveisunderway.The
project includes burying overhead utilities, street lighting, median repairs/improvements,
intersection improvements, roadway paving, screening walls to protect neighborhoods from
traffic noise, private signage, dumpster screening, code violations, traffic signals and traffic
signage. PhaseoneincludedtheremovalofoverheadutilitiesandpaintingofthebridgesatIrving
Boulevard and StateHighway 183.Other improvements in Phase I include new streetlights to
improvesafetyandrepairbroken/leaninglights,medianrepairandbeautificationandintersection
improvementsatSixthStreetandRockIslandRoad. Futureimprovementswillincludeupgrades
atthePioneerRoadintersection.
Irvinghasreceiveda$2millionEnergyEfficiencyandConservationBlockGranttoinstall152street
lightsonIrvingBoulevardwithsolarpoweredstreetlights. Thenewlightswillreduceenergycosts
tothecityandreplace20plusyearoldstreetlights.
GOAL2:
VITAL
VIBRANT
NEIGHBORHOODS
KeyFocus:NonCompliantApartmentsAspartoftheCitysstrategytoraisestandardsand
increase enforcementofmultifamily complexes,Code Enforcement staff evaluated allof the
Citysmultifamilyhousing stock,which comprises 60%of all residenceswithin Irving. Each
propertywasgivenaclassificationof14withClass1beingthehigheststandardwhileClass4
represents those properties with the lowest ranking, due to several items being out of
compliancewithCity codesandordinances. Class4propertiescomprise20%of thehousing
stockbutcontributeto80%ofthecomplaintsandenforcementeffortsoftheCitysFire,Police,
andCodeEnforcementstaff. ForFY201011,thegoalistohaveallClass4complexesbrought
intocompliance.
Key Focus:CodeEnforcementOver thepast four years,CodeEnforcement staffexpanded
from eight to 16positions. AnumberofCode Enforcementordinances andprocesseswere
reviewedandrevisedinthepastthreeyearstoincreasestandardsandincreasethenumberof
toolsavailable forenforcement. ForFY201011,CodeEnforcementwillcontinue todevelop
and implementstrategiestoreducedisorderandenhancethevisualappearanceofthecityby
targetingenforcementinpriorityareas.
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Key Focus: Neighborhood Improvements The Neighborhood Enhancement Program is a
comprehensiveCityandcommunityfocusonstrengtheningoneneighborhoodatatime. This
effort involves all City services, working in partnership with community stakeholders in a
comprehensivemannertoaffectpositivechangeandimprovedqualityoflifeinneighborhoods.
InFY
2009
10,
the
Tudor
Lane
neighborhood
was
selected
for
this
program,
as
the
area
was
noted for substandard housing and a high crime rate. As a result of a concentrated
interdisciplinaryeffortamongcitydepartments,therehasbeena78%reductioninpolicecalls
anda72%reductionincrimeinthearea. Thecityhasacquiredanddemolishedtwoblocksof
dilapidated fourplexes. Nearly $5million in grant funding is being invested in a residential
developmentthatwillconstruct25new,energyefficienthomes.
GOAL3:ECONOMICDEVELOPMENT
Key Focus: New Development and Revitalization The DART light rail extension to DFW
International Airport will include six light rail stations within Irving that will provide
opportunitiesfor
transit
oriented
development.
The
City
is
in
active
discussions
with
developers
regarding several potential projects along the entire length of the DART rail line. In 2009,
construction began on phase I of the line, connecting Las Colinas to Love Field. DART also
agreedonthe finalterminusof theOrangeLinewithinD/FW InternationalAirport,whichwill
createadirectlinkfromD/FWterminalstodowntownDallas. Constructionisnearlycomplete
on the Irving Convention Center,which is located next to one of theOrange Line stations.
Promoting transitoriented development, by encouraging office, retail, and high density
residentialdevelopment along the transit line,will increase the overall tax base and reduce
dependenceonautomobiles,whichwillthenhelpmitigatepollution.
TheCity
is
working
with
the
cities
of
Carrollton,
Farmers
Branch,
The
Colony
and
Frisco,
DART
and theNorthCentralTexasCouncilofGovernments (NCTCOG) toutilize theBNSF line as a
northsouthcommuterrail line. NCTCOG ispaying80%ofthecostsofafeasibilitystudy,and
FederalTransportationfundingisbeingsoughttoaccelerateitsdevelopment.
Construction began in the fourth quarter of 2009 on lake reclamation for theWater Street
development,amajormixeduseproject located intheheartoftheLasColinasUrbanCenter.
Approximately1.2acreswillbereclaimedfromLakeCarolyntoprovideforthedevelopmentof
thisproject. Designofthedevelopmentiscomplete.
HeritageCrossing Theplanneddevelopmentincludesamixeduseurbanvillage,completewith
retail,residential,
restaurants,
offices
and
parks
centered
on
the
Trinity
Railway
Express
station.
Theplanswillpromoteapedestrianfriendlyneighborhoodwithbuildingscloser togetherand
roads constructed for slower speeds. Design guidelines will ensure the master plan is
compatible with existing neighborhood design, and that appropriate architectural design
strategiesforrestorationandnewconstructionareimplemented.
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TheGuarantybankbuilding,completed inJuly2009,wasthefirstprojectofthedevelopment.
Thistwostorybuildingsetsthestandardforarchitecturalexcellenceintheredevelopmentarea.
ActivitiesSupportedbyHotel
OccupancyTaxes
Hotel/Motel Occupancy Tax (HOT)
supported functions include the
Main Street and Events Fund, the
Heritage and Museum Fund, the
Irving Arts Center (IAC) and the
Irving Convention and Visitors
Bureau (ICVB). The HOT revenues
are based upon the City portion of
revenues. ThetotalHOTpercentage
collected from local hotels,
excluding the state portion, is 9
percent, of which 5 percent is
allocated to four operating groups.
State law specifically defines the
legalusesofHotelOccupancyTaxfordirecttourismpromotion. Theadditionalfourpercentof
revenue isallocated to theConventionCenterComplexFund (2%) andEntertainmentVenue
Fund (2%) to finance the construction of the Convention Center and the proposed adjacent
EntertainmentVenue. Revenuesfromtheseallocationswillbeusedtopaythedebt issuedto
purchase the land, design, and build the Convention Center and Entertainment Venue.
Estimated tax receipts and interest earnings for FY 201011 are $3.5 million for each 2%
allocation.
ItisestimatedthatHOTcollectionsinFY201011willtotal$15.78millionascomparedtoFiscal
200708inwhich$18.3millionwascollected. Thesharpdecreaseoverthepastthreeyearsis
duetodeclines inroomrentalsandrentalratesduetotherecession. Themajorityof Irvings
HOT revenue is generated by business travelers, and Irvings HOT revenues are a leading
indicatorofbusinessactivity.
InFY200607,theCityCouncilauthorizedthedevelopmentandconstructionoftheConvention
Center. ConstructionbeganinFY200809. ThecenterwillopenJanuary2011andhasalready
booked
its
first
major
event,
Zest
Fest.
In
addition,
the
site
will
include
a
convention
center
hotelandanentertainmentvenuefeaturingcontemporarylivemusicalperformancesandtothe
development of complimentary highquality retail and dining outlets. Planning for the
entertainmentvenuehasalreadybegun,with$24million inbonds issued for thedesignand
construction documents. Funding for the entertainment venue is supported by the 2%
occupancytaxandparkingandtickettaxdedicatedrevenuesapprovedbyvotersin2006under
Entertainment
Center
22.2%
Convention Center
22.2%
IAC
19.7%
ICVB
31.7%
Debt Service2.2%
Historic
Preservation
0.6%
Museum
1.4%
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Thecitycontinuestodevelopnewprogramstoimprovecustomerserviceandenhanceexternal
andinternalcommunicationswithresidentsandemployees. Interactivevideokiosksarebeing
installedtoallowforquickeraccesstomunicipalservices.
Enhancedcommunication
with
city
employees
is
another
key
strategy.
Current
actions
include
programstoboosteducationalopportunitiesforfrontlinecustomerservicepersonnelandplans
toaddresscommunicationduringemergencies.
GOAL7:CULTURE,RECREATIONANDEDUCATION
FollowingonthesuccessoftheCimarronAquaticsCenter,whichopenedin2008,andtheWest
Irving Aquatic Center, which opened in 2010, design will begin on a third stateoftheart
AquaticsCenteratSenterPark. Neighborhoodsplashparkswillbeconstructedtoreplacethe
obsoleteneighborhoodpoolswhichwereclosedin2010.
In2008,theLibraryboardapprovedanewmasterplanthatwillresultintheconstructionoftwo
new librariesofsimilarsizeandscope to theValleyRanchBranchLibrarycompleted in2008.
Thesenewbuildingswillbeownedbythecityandwillreplacetwobranchescurrentlyinleased
buildingsthroughoutthecity. TheWestIrvingLibrarywillbecompletedin2011. Thisstateof
theartfacilitywillincorporatenewandinnovativetechnologyandservicestoenhancetheuse
andfunctionalityofthelibrary. Thebuildingisalsoinnovative,beingdesignedasLEEDcertified
netzerobuilding,whichmeans that thenetenergy costs for thebuildingwillbeoffsetwith
solarandgeothermalenergy toreduceenergycoststozero. Additional fundingwillprovide
thedesignofanewCentralLibraryFacilitywithconstructiontobeginin2012
Constructionof
the
Campion
Trails
will
continue
with
an
emphasis
on
completing
the
primary
trailsegments. TheCampionTrailswillconnecttotheLakeCarolynPromenadelocatedatthe
LasColinasUrbanCenter,whichisalsounderconstruction.
GOAL8:SOUNDGOVERNANCE
TaxRate,AssessedValueandFeeChanges
Taxablevalues for Irving,basedon the2010CertifiedTaxRollprovidedby theDallasCentral
AppraisalDistrict,havedeclinedforthesecondyearinarowto$16,908,697,223. Thisisa$1.3
billiondecline intaxablevalues from the2008valuationof$18.2billion. ForFY201011,the
budgetisbasedonthetaxrateof$0.5704per$100assessedvaluation. Thisrateis2.14cents
belowtheeffectivetaxrateof$0.5918. Theeffectivetaxrate istheratethatwouldgenerate
thesameamountoftaxrevenueonexistingpropertiesaswasleviedintheprioryear. Withthe
proposedrateof$0.5704,GeneralFundrevenueswilldecreaseby$1.4millionto$68,541,067.
Whiletheproposedrateincreaseisonly60%oftheeffectivetaxrateincrease,theexpenditure
reductionsanddeferralofcapital,replacement funding,andequipmentpurchasesreducethe
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budgetrequirementsforFY201011. Oftheproposed increase,2.5centswillfundoperations
while0.48 centswill fundpriority infrastructuremaintenanceand replacement. Thebottom
lineisthatthecityisabletodomoreinFY201011withlessrevenuethanwasreceivedin2008.
Thistaxrateisonceagainthesecondlowestrateamongour10benchmarkcities.
TheResidential
component
of
the
tax
roll
decreased by $113 million or 2.25%.
Business Personal Property decreased
slightlybyonly$1.8millionor 0.04%. The
greatest change to the tax roll was a
decrease in Commercial taxable value by
$1.08billionor 12.8%.
This tax roll represents the impact of the
recessiononthe localeconomy. Irvingdid
notseeadramaticincreaseinresidentialpropertyvaluesoverthepastfewyears,sotherehas
been no corresponding decline as the housing bubble burst in other real estate markets.
Commercialvalueshavedeclinedasvacancyratesforofficebuildingshaveincreasedandlease
rates have declined. Since 2008, Commercial values have declined by $1.3 billion, or over
14.5%of their totalvalue. Alsoaffecting commercialvalueshavebeen thedecline inhome
construction,whichhasaffectedhomebuilderswithofficesinIrving. Withovertwothirdsof
Irvingspropertybasecomingfromrealandpersonalcommercialproperty, Irving isespecially
sensitivetochangesinthebusinesscycle. Residentialvalueshavebeenfairlystable,withonlya
slightdeclineinvaluewhencomparedtothelargedecreasesincommercialrealestatevalues.
Staffcontinuestomonitoreconomicindicatorstoprojectfuturetrends.
TheHomestead
Exemption
rate
was
continued
at
20%
for
eligible
taxpayers
within
Irving.
In
addition, exemptions for disability and for eligible residents over 65 years of age will be
preserved.
SalesTaxcollectionsinFY200910havedeclinedfromtheadoptedbudgetandareprojectedto
be$3millionor6%belowtheFY0910budget. ForFY201011,salestaxrevenueisbudgeted
at thesameamountas theactual receipts for thecurrentyear, resulting ina totalbudgetof
$44.5million.
EmployeeCompensationandBenefitAdjustments
The
FY
2010
11
budget
projects
a
10%
increase
in
costs
for
health
insurance.
This
increase
will
be splitbetween the cityand theemployeeswith the citypaying for87%of insurance costs
whiletheemployeespayfor13%. InadditiontotheIWINfitnessbenefit,thecityhasdeveloped
acomprehensivewellnessprogramdesignedtoprovideincentives,information,andtrainingto
employees toencouragehealthier lifestylesand togiveemployeesgreater controlover their
healthcaredecisions.
TaxYear2010AdValoremComposition
BPP
$4,325,358,790
26%
Residential
$4,967,896,123
29%
Commercial
$7,615,442,310
45%
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The Citys retiree health insurance program has also been changed to incorporate the IWIN
program. Inordertocontaintheprojected increaseofcosts forretireehealthcare,staffhas
proposedafixedsubsidyforfutureretireesthatcanbeaugmentedbyfitnessannuitycredits.
This fixed subsidy increases based on years of service,with employeeswhowork for Irving
longerreceivingahigherlevelofbenefit. TheplanwillgointoeffectJanuary2011.
GOAL9:INFRASTRUCTURE
WaterandSewerSystem
TheWaterandSewerSystemFundissupportedfromfeeschargedforwaterandsewerservices.
Among the 30 cities served by Dallas Water Utilities, Irving continues to have the lowest
residentialwaterandsewercosts. Taxrevenuesarenotusedtosupporttheutilityfunction.
Funds received from this operation, after expenses, are used to make needed capital
improvementstothesystemtoensurethattheuserswillbeprovidedwithadequateservicein
the future. The201011WaterandSewerSystemFundestimated revenuesof$84.1million.
TheFY200910yearendrevenueestimate is$75.3million,adifferenceof$8.8millionorjust
over 11%. This amount includes $3.4million inwholesalewater payments from theUpper
Trinity Water District associated with conveyance of water through the Lake Chapman
waterline.
For over fifteenmonths, theNorth Central Texas region has experienced unseasonably cool
temperaturesandrainfallsignificantlyaboveaverage. Thisledtoadecreaseinrevenuesbelow
theminimumleveltoprovidecoveragetomeetoperatingcostsaswellasgoalsfordebtservice
coverage. A critical need to upgrade the water system is the increasing need to fund the
replacementofwaterandsewermainsthathaveexceededtheirusefullife. Othermajorcapital
needsinclude
the
Lake
Chapman
pipeline
booster
pump
station
and
pipeline
relocations
necessaryduetothereconstructionofSH183,SH114,Loop12andtheDiamond Interchange
whereallthreehighwaysmeet. Bothoftheseprojectsarenecessaryduetoagreementswith
outsideagencies for Irvingto finance its fairshareof theprojects. A rate increaseof5.1% is
recommendedforFY201011andisincludedinthetotalrevenueprojectionof$84.1million.
Recommendedchanges towaterand sewerare ratesbasedona twentyyearcostofservice
modelthatexaminestheratestructuresnecessarytofundoperations,ensuresadequatedebt
service coverage, provides for infrastructure repair and replacement and encourages
conservation from customers. Basemonthly rates have been calculated bymeter size, and
sewer
charges
have
been
calculated
by
dwelling
unit
for
all
residential
uses.
TheLakeChapmanprojectwascompleted in thesummerof2003. It is fullyoperationaland
provides85%oftheCitysrawwater. TheremainderofrawwaterispurchasedfromtheCityof
Dallas, which also provides water treatment services to Irving. The City is currently in
negotiationwith theCityofParis,Texasand theCityofHugo,Oklahoma toobtainadditional
waterresourcestosecureIrvingsprojectedwaterneedsforthenext75years.
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OperatingexpendituresforFY201011are$84.1,whichincludestransferstodebtserviceinthe
amountof$19.6million,aswellastransferstothereservefunds. InFY200607apayasyou
gocapitalfundwasestablishedtoseparatepayasyougoinfrastructurerepairandreplacement
projects fromdailysystemfundoperations. Transfers fromoperationsarebudgetedat$6.25
millionfor
capital
projects
to
replace
critical
aging
infrastructure
and
fund
awater
reuse
pilot
project. Approximately$2.4millionisbudgetedforcoveragereserve. Thisreserveisnecessary
tomaintaincoverageratiosestablishedbybondcovenants. Fundbalance inexcessofthe90
dayoperating reserve requirements are transferred to thepay as you go capitalprogram to
financecapitalprojectsandreducetheissuanceofrevenuebondsforcapitalfunding.
InthespringofFY200405,theCityof IrvingandtheTrinityRiverAuthority(TRA)finalizedan
agreementthatwillproviderightsofwaterreuselinkedtotheCityofIrvingutilizationofwater
drawnfromLakeChapmanreservoir,andultimatelyflowingintotheTRAwastewatertreatment
facilities. AccesstothiswaterresourceshouldprovidetheCitywiththetotalcapacitysupply
required to meet its longrange 2060 water supply needs. This is a very significant
accomplishment, representing the collective efforts of Mayors, Councils and staff
administrations extending back to the 1950s. Discussions are currently underwaywith the
TrinityRiverAuthority and theCityofDallas todevelop a longtermplan to capture treated
wastewaterandreturnittorawwatertreatmentfacilitiestobereusedbyIrving.
KeyFocus:CapitalImprovement
Program In November 2006,
votersapprovedauthorizationof
$335 million in General
Obligation bonds for various
infrastructure
improvements.
This funding supports the
reconstructionandexpansionof
major thoroughfares; the
construction of new parks,
libraries, and fire stations; and
newprogramsandfacilitiessuch
as the West Irving Library, and
the recently completed Irving
Animal Shelter and the West
Irving
Aquatics
Center.
In order to complete all
authorized projectswithin ten years, an average of $45million per yearwould need to be
issued. Since2006,theaverage issuancehasbeen lessthanhalfofthatamount. Counciland
managementhavelimitedthesizeofeachyearscapitalprogramtoensurethatthevolumeof
projectswaswithinthecapabilityofstafftomanage,andtoalsonotputanunduedebtburden
GO Bond Sales
$6.6
$18.5$18.7
$27.5
$25
$15
$32.7
$10
$0
$10
$20
$30
$40
2004 2005 2006 2007 2008 2009 2010 2011
In Millions
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onthetaxbase. In2009,2010,and2011,declines inthetaxbasehavefurtherrestrictedthe
sizeofthedebtissuance. Councilandmanagementhavefocusedonfundingprojectsthatwere
thehighestpriority,hadthemostimpactonthecommunity,andmetthegoalsandobjectives
ofthestrategicplan.
Thecapital
improvement
program
for
FY201011hasbeendevelopedbased
on the Strategic Plan priorities and
project requests made by Council at
the July2010planningmeeting. The
current proposed general obligation
bond sale of $6.6 million includes
funding for the design of the South
Irving Library, design of Irvings third
Aquatic Center at Senter Park, and
constructionofaneighborhoodsplash
pool. Street projects include the
undergrounding of utilities in Las
Colinas. As you can see, we have
scaledbackgeneralcapitaloutlaysby
2/3; from an average general bond
sale of $18.5million to the proposed $6.6 million.Neighborhood sidewalk renovations and
TrinityViewparkrenovationstothefieldsandbuildingsarefundedfromGeneralFundpayas
yougofunds. LeasepurchasefundingisalsobudgetedforthereplacementoftwoFirepumpers
thatwereapprovedbycouncilandorderedinFY200910. Leasepurchasefinancingallowsthe
citytofinanceequipmentpurchasesoverashorterdurationandatalowerinterestratethanby
issuinglong
term
debt.
A
placeholder
has
been
added
to
fund
the
replacement
of
the
Public
SafetyRadioandDataSystemasstaffcontinuestoevaluatethetimingandthebestfinancing
strategyforthismajorcapitalexpenditure. Fundingisalsoincludedfortheconstructionofthe
EntertainmentVenue. UponCouncilapproval,thisdebtwillbe issuedashoteloccupancytax
(HOT)revenuebondsand issupportedbyrevenuesgeneratedbythe2%HOTtaxandparking
andtickettaxesauthorizedbyvotersin2006.
WaterandSewerSystemprojectswillbefundedfrombothoperatingfundsandtheissuanceof
revenuebonds.Akeywaterprojectwillbethecitysshareofthedesignandconstructionofa
boosterpumpstationontheLakeChapmantransmission line. TheCity ispartneringwiththe
North
Texas
Municipal
Water
District
on
this
$45
million
project
which
will
allow
for
full
use
of
thepipelines transportcapacity. Irvingsshareof theproject is$22million. DrainageUtility
Bonds will be issued to partially fund reconstruction of Delaware Creek to increase water
volumecarriedbythechannelandreducethe incidenceoffloodingalongadjacentresidential
properties. Operating funds will be used for neighborhood and alleyway drainage
improvements.
Debt Cash
Financed Financed
General CIP $6,600,000 $975,500
Streets $2,500,000 $500,000
Parks $2,100,000 $475,500
Library $2,000,000 $0
Lease Purchase $17,060,000 $0
Fire Services $1,060,000
Public Safety Radios $16,000,000 $0
Water & Sewer System $27,050,000 $6,000,000
Water $18,650,000 $4,000,000Sewer $8,400,000 $2,000,000
Certificates of Obligation $33,700,000 $0
Water Street $33,700,000 $0
Municipal Drainage Utility $2,600,000 $0
Entertainment Venue $215,008,000 $0
Capital Improvement ProgramFY 2010-11
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FY201011ProposedOperatingBudget
xxvii
GOAL10: ENVIRONMENTALSUSTAINABILITY
SolidWasteServices
InFY200910,SolidWasteServiceswasseparatedfromtheGeneralFundandestablishedasan
enterprisefund. Inadditiontofundingoperationsofbothrefusecollectionandthelandfill,the
fundtransfers
its
portion
of
existing
debt
service
to
the
General
Interest
and
Sinking
Fund
and
reimbursestheGeneralFundforindirectcostsprovidedbyGeneralFunddepartments.
MunicipalDrainageUtility
TheMunicipalDrainageUtilityFundprovidesresourcesfordrainagechannelmaintenanceand
construction, environmental education programs, stormwater testing, industrial inspections,
erosioncontrol,anddredgingandchannelstabilizationprojects.
Drainageutility fundoperations includesalaries,benefits,andoperatingcosts for32 fulltime
and 3 parttime employees at a cost of just over $3 million. An additional $424,000 is
transferredtothethreeautonomousfloodcontroldistrictswithinthecityofIrvingtoassistwith
dredging and channelmaintenance projects. The remaining budget is allocated to drainage
capitalprojectsforthecityofIrving. Inadditiontoneighborhooddrainageprojectsfundedby
thedrainagefee,$2.6millionindrainagerevenuebondsareproposedtobesoldinFY201011
tofinancemajordrainagecapitalimprovementsonDelawareCreekandleveeimprovementsfor
IrvingFloodControlDistrict#1.
CONCLUSION
ThisbudgetrepresentsthefifthyearofimplementationofthesharedvisionoftheCityCouncil
asdefinedintheStrategicPlanandrefinedbytheCouncilskeyfocusareas. Thedevelopment
of thisbudgethasnotbeenwithoutdifficulty and compromisedue to the currenteconomic
climate,but
it
represents
abalance
between
judicious
expenditure
reductions,
deferment
of
some capital and maintenance programs and prudent adjustment of revenues in order to
continue toprovide an exceptional levelof service to all Irving residents and above average
compensationandbenefitsnecessarytoretainandhirequalitymunicipalemployees.
Inclosing,IwouldliketoexpressmyappreciationtotheCityCouncil,Directors,Managers,and
theBudgetandPerformanceTeamstaff. Most importantly, Iwanttothankthehardworking
employeesonourteamthatcollectrefuse,enforceourlaws,protectlivesandproperty,putout
fires, respond to emergencies, and interact with our residents daily to deliver exceptional
service. EveryonehasworkedhardtodeveloptheStrategicPlanandhasworkeddiligentlyto
incorporatethe
priorities
and
goals
identified
by
the
strategic
planning
process
into
the
developmentoftheproposedbudget.
TomasTommyGonzalez
CityManager
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OUR VISION
Irving will be the model for safe and
beautiful neighborhoods, a vibrant
economy, and exceptional recrea-
tional, cultural and educational oppor-
tunities.
OUR MISSION
Deliver exceptional services and pro-
mote a high quality of life for resi-
dents, visitors and businesses
Strategic Plan
OUR VALUES
We exhibit personal integrity with
every decision
We serve by leading and lead byserving
We show a high level of respect
and concern for our coworkers
and customers
We encourage creativity and in-
novation to improve our effective-
ness
We learn and grow in a progres-
sive work environment
We excel through desire, determi-
nation and dedication
The City of Irving implemented a comprehensive Strategic Plan for the first
time in FY 2006-07. The plan is updated annually in conjunction with the oper-
ating budget and is referenced throughout this document.
Departments have been assigned lead or supporting responsibilities for various
goals. Within each department, each organization has been assigned to a spe-
cific goal. These assignments determine how the Citys operating budget is di-
vided to show a budgeted amount for each strategic goal.
The following pages provide an overview of the 10 strategic goals and 64 spe-
cific strategies developed by the City Council for the FY 2010-11 fiscal year. A
breakdown of the budget by goal and a matrix of departmental roles in the Stra-
tegic Plan has also been included in this section.
Strategic Goals:
1: Promote Excellence in Land Use and the Image of Irvings Built and
Natural Environment
2: Nurture and Promote Vital, Vibrant Neighborhoods
3: Cultivate an Environment Conducive to Strong, Successful Economic
Development to Enhance and Diversify Irving's Economic Base
4: Set the Standard for a Safe and Secure City
5: Promote and Support Diversity in the Community
6: Promote Effective Communication Among All Members of the Community
7: Promote Excellence in Irvings Cultural, Recreational and Educational
Environments
8: Set the Standard for Sound Governance, Fiscal Management and
Sustainability
9: Enhance and Sustain Irvings Infrastructure Network
10: Become a Successful Environmentally Sustainable Community
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Strategic
Plan
Each organization in the Citys budget was assigned to a strategic goal in order to track budgetedexpenditures by goal.Organizational assignments were based on the primary duties of the organizations, rather than adepartments primary or supporting role in the Strategic Plan. For example, many organizations work topromote diversity (Goal 5), but it is not the primary duty of any one organization.As shown in the pie chart above, Goal 9 has the highest allocated budget. This goal encompasses much
of the Capital Improvement Program and its associated bond expenditures. The largest allocations in
this goal are for Public Works, including Water Utilities, and Information Technology.
Goal 4, set the standard for a safe and secure city, makes up the second largest portion of this budget.
All public safety expenditures such as police, fire and municipal court are contained within this goal.
Vibrant
Neighborhoods
2%
Land Use
1%
Environmental
Sustainability
6%
Economic
Development
4%
Communication
1%
Culture and
Recreation
9%Sound Governance
12%
Infrastructure
37%
Safe and Secure City
28%
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Strateg
ic
Plan
The following sections discuss each goal in depth and the departments that work towards these goals.
Many departments include organizations that work toward different goals, and the strategic goal
summary at the beginning of each section will include all of the organizations assigned that particular
goal. This will allow the reader to understand the allocation of funds within departments and among the
strategic goals. The following is a matrix, which illustrates how each departments budget is allocated
among the strategic goals.
Budget by Strategic Goal Team
LandUseand
Im
age
-#1
VitalVibrant
Neighborhoods-#2
Econom
ic
Development-#3
SafeSecure
City-#4
Diversity-#5
Com
munication
-#6
Culture,Recreation
andEducation-#7
Governanceand
FiscalM
gm
t-#8
Infrastructure#9
Environm
ental
Sustainability-#10
Team Leader Steve R Mike E Max D Larry B Mario M Susan R Chris M Sheila H Brenda H Karen S
Planning & Inspections Gary M X X
Real Estate & Dev Team Brenda M X X X
ICVB Maura G X
Chamber of Commerce Chris W X
Housing & Human Services Chris H X
Code Enforcement Guy H X
Police Larry B X
Fire Mario M X
Community Services Team Paul G X X X
Capital Improvement Program Casey T X X X X
Parks and Libraries Chris M X
Arts Center Richard H X
Management Operations Team Teresa A X X
Information Technology Teresa A X X X X
Performance Team Lynda J X
Intergovernmental Srvcs Team Ramiro L X X X X
Corporate Communications Laurie K X
Financial Services Max D X X
Municipal Court Wayne L X
City Attorneys Office Charles A X
City Secretarys Office Shanae J X
Public Works & Transportation Dan V X X X
Solid Waste Services Brenda H X X
Water Utilities Todd R X X
X= DEPARTMENT HAS ACTIONS UNDER THIS GOAL
Strategic Goal Teams
FY10-11
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Strategic
Plan
The Strategic Plan is a 3-5 year plan. Strategies are reviewed annually. Completed strategies areremoved from the plan and new strategies are added. The following chart highlights the differencesbetween the FY 09-10 and FY 10-11 strategies. The full actions for each goal can be found undereach of the following goal tabs.
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Strateg
ic
Plan
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Strategic
Plan
FY2010-11 Proposed Operating Budget6
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Strateg
ic
Plan
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Associated Departments----------------------------------------------
Planning and Inspections
Strategic Goal 1
Addressing the challenges of growth and change in the citys physical
landscape is required for Irving to remain successful. Ensuring that public and
private property is harmoniously used, maintained, and presented within the
City will continue to attract businesses and visitors while meeting the needs of
Irvings residents. Responsible policies and planning will act to both guide the
expansion of economic development and facilitate the revitalization ofIrvings older sectors. The following strategies are associated with Strategic
Goal 1. Specific activities that are used to complete each strategy can be
found on the following pages. Strategies that are in bold are key focus areas
for FY 2010-11.
1.1 Rewrite development ordinances to facilitate citywide development
and redevelopment efforts
Promote Excellence in Land Useand the Image of Irvings Built
and Natural Environment
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StrategicGoal1
Strategies and ActionsFY10-11 FY 2010-11 KeyStrategy/
ActionStrategies & Actions Focus Primary Desired
Area Lead Outcome1.1 Improve the visual impressionof the community (gateways,corridors and intersections)
CommunityServicesTeam1.1.1 Continue planned enhancements of
O'Connor Road CapitalImprovementProgram
A pedestrian orientedgreenbelt along with astone masonry wall toscreen the adjacenthome owners
1.1.2 Continue planned enhancements ofMacArthur Boulevard
CapitalImprovement
Program
Enhancements to themedian landscaping and
intersections as well asscreening walls to reducenoise for the adjacenthome owners
1.1.3 Continue planned enhancements ofIrving Boulevard
Real EstateandDevelopment
Enhanced landscapingand a reduction in street-light energy consumption
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Department at aGlance:
FY 2010-11 Budget
$2,448,157
Full Time Employees
28
Planning & Inspections
Gary Miller,Director
Mission Statement
Quality Developmentthrough Exceptional Service
The Planning and Inspections Department is comprised of three operatingdivisions in addition to department administration:
Development Services
Field Operations
Planning
The Development Services Division is comprised of two work groups or sec-tions: plan review and permits. The division is responsible for new businesscertificate of occupancy issuance; contractor license regulation; constructionpermit plan review; utility release management; and related administrative sup-port functions.
The Field Operations Division is comprised of three sections: 1) building in-spections, 2) electrical inspections, and 3) plumbing/mechanical inspections.All inspector groups perform energy conservation and erosion control inspec-tions.
The Planning Division administers and supervises new development coordina-
tion; zoning changes; subdivision platting; setback, fence and landscape vari-ances; multi-family project plans; street name changes; and other regulatoryordinances; maintains the Comprehensive plan; and coordinates census andother demographic information.
The Department has direct administrative responsibility for three City Councilappointed boards and commissions:
Planning and Zoning Commission Construction Board of Appeals Zoning Board of Adjustments
Department FY 2009-10 Results
Implemented the Heritage Crossing development standards Completed draft of State Highway 183 Overlay District Ordinance andinitiated public input process Implemented the registration requirements of the non-depository
financial institutions ordinance Completed review of first draft of the Zoning Ordinance Re-write Developed garage conversion standards Amended alcoholic beverage ordinance relative to cityowned facilities
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Planning&Inspections
Department FY 2009-10 Accomplishments, Cont. Adopted and amended the 2006 edition of the construction codes Completed work with the 2010 Census Complete Count Committee program Continuing to work with NCTCOG on the 2040 population and employment forecast Provided value engineering services for the Irving Convention Center project that resulted in cost
savings of $51,062. Received Building Official Award from the Construction Research Center at UTA
Performed 33,303field inspections (last complete calendar year) Performed 4,915plan reviews (last complete calendar year) Reviewed 181 development applications (last complete calendar year) Reviewed 83 applications for TABC wine and beer retailer license certification (last complete
calendar year). Transferred cashiering operation to the first floor Customer Service Division resulting in improved
financial security. Citys building codes insurance rating improved to a best-ever 2 commercial/2 residential (from 4
commercial /4 residential)
Key Performance Indicators
2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET
Speed to Market rating N/A N/A 0.98
Planning, plan review, inspection cycle times
Construction codes application
Plan review & inspections quality control N/A N/A 0.95
ISO Rating 4/4 2/2 2/2
Customer service delivery N/A N/A 0.97
Response time, QC, customer survey rating
Workforce Utilization N/A N/A 0.95
Productivity, efficiency
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Planning
&Inspection
s
Revenue Summary by Category
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES 2,101,666$ 1,734,431$ 1,734,431$ 1,699,181$
BENEFITS 553,863$ 484,386$ 484,386$ 555,365$
SUPPLIES 69,196$ 76,380$ 76,380$ 71,502$
EQUIPMENT MAINTENANCE 44,195$ 49,987$ 49,987$ 59,017$
MISCELLANEOUS SERVICES 64,376$ 112,030$ 112,030$ 63,093$
TRANSFERS 104,060$ 98,679$ 98,679$ -$
DEPARTMENT TOTAL 2,937,356$ 2,555,893$ 2,555,893$ 2,448,157$
Benefits
23%
Supplies
3%
Salaries and Wages
69%
Miscellaneous
3%
Equipment
Maintenance
2%
Transfers
0%
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
ZONING AND DEVELOPMENT 57,639$ 73,975$ 73,975$ 54,531$
FINES AND PERMITS 1,719,488$ 2,626,500$ 2,626,500$ 1,990,062$
SALE OF GOODS 1,094$ 3,150$ 3,150$ 950$MISCELLANEOUS REVENUE 2,326$ 9,000$ 9,000$ 9,000$
DEPARTMENT TOTAL 1,780,547$ 2,712,625$ 2,712,625$ 2,054,543$
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Planning&Inspections
Expenditure Summary by Organization
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
AdministrationDevelopment
Services
Field
Operations
Planning Planning and
Research
2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed
Development Services
26%
Planning
26%
Field Operations
38%
Administration
10%
ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED1102 Administration 512,974$ 289,938$ 289,938$ 218,257$1112 Development Services 826,196$ 666,563$ 666,563$ 641,768$1113 Field Operations 900,344$ 833,328$ 833,328$ 933,397$1121 Planning 386,868$ 766,063$ 766,063$ 654,735$
1131 Planning and Research 320,974$ -$ -$ -$TOTAL 2,947,356$ 2,555,893$ 2,555,893$ 2,448,157$
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Planning
&Inspection
s
Department Staffing
2008-09 2009-10 2010-11
Department Total 38 29 28
Full-Time Employees 38 29 28Part-Time (PT) Employees 0 0 0
Org 1102: Administration 5 1 1
Planning and Inspections Director 1 1 1Office Supervisor 1 0 0Office Coordinator 1 0 0Administrative Secretary 2 0 0
Org 1112: Development Services 11 11 10
Development Services Manager 1 1 1Development Coordinator 0 0 0Permit Specialist 5 5 4Chief Plans Examiner ** 0 1 1
Senior Plans Examiner 1 1 1Commerical Plans Examiner 2 1 1Plan Review Coordinator 2 2 2Administrative Secretary 0 0 0Research Analyst 0 0 0
Org 1113: Field Operations 11 10 11
Field Operations Manager 1 1 1Chief Electrical Inspector 1 1 1Chief Plumbing and Mechanical Inspector 1 1 1Senior Electrical Inspector 1 1 1Plumbing and Mechanical Inspector 2 0 0Senior Plumbing and Mechanical Inspector 1 1 1
Chief Building Inspector 0 1 1Senior Building Inspector 1 1 1Building Inspector* 2 3 3Electrical Inspector 1 0 1
Org 1121: Planning 6 7 6
Planning Manager 1 1 1Development Coordinator 1 1 0Chief Planner 0 1 1Senior Planner 2 2 2Planner 2 2 2
Org 1131: Planning and Research 3 0 0
Planning and Research Manager 1 0 0Senior Planner 1 0 0
Planner 0 0 0
Research Analyst 1 0 0
Staffing Notes:
FY 2010-11 Personnel Changes:
*One Building Inspector position funded by MDU.Positions ** currently frozen. One Building Inspector position is frozenDevelopment Coordinator position eliminated.One Permit Specialist position moved to Customer Service.
Funded Positions
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Planning&Inspections
Organization Chart
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Associated Departments----------------------------------------------
Code Enforcement
Housing and Human Services
A key component to sustaining Irving as a vigorous and healthy community
is fostering and maintaining strong, vibrant neighborhoods. Safe areas to live
with well-ordered housing, ample amenities, and neighborhood pride en-
hance the quality of life for residents. Efforts to strengthen code compliance,
empower neighborhood associations, and invigorate established neighbor-
hoods will help provide Irving residents with better places to live. The fol-
lowing strategies are associated with Strategic Goal 2. Specific activities
that are used to complete each strategy can be found on the following pages.
Strategies that are in bold are key focus areas for FY 2010-11.
2.1 Develop and implement effective code enforcement strategiesto reduce disorder and enhance visual appearance of the city
2.2 Expand the neighborhood enhancement program (NEP)
2.3 Enhance affordable housing and housing related initiatives
Strategic Goal 2
Nurture and Promote Vital,Vibrant Neighborhoods
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Department at a
Glance:
FY 2010-11 Budget
$2,475,560
Full Time Employees
34
Code Enforcement
Guy Henry,Director
Our Vision
We will be recognized as a top
agency in our field by transforming
Irving into a leading city for everyone
Our Mission
Enhance the quality of life for all
people in Irving
Our Values
Provide superior service through in-
tegrity and commitment
In addition to the Administrative Team, the Code En-
forcement Department is comprised of four divisions:
Property CodeThe Property Code Team works towards the abatement
of code violations on commercial, residential and vacantproperties throughout the city.
HealthThe Health Team conducts inspections at food establishments, childcare facili-
ties, nursing homes and swimming pools.
Building StandardsThe Building Standards Team works substandard and dangerous structures
throughout the city. Property owners failing to voluntarily bring structures into
compliance are brought before the Building and Standards Commission for fur-
ther action.
MultifamilyThe Multifamily Team is primarily focused on inspections at apartments, 4-plexes, hotels and manufactured housing. Properties with substantial substan-
dard or dangerous conditions will be subjected to comprehensive team inspec-
tions.
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CodeEnforc
ement
FY 2009-10 Results New Newsrack Ordinance adopted 8,002 Property Code cases closed 10,144 Temporary signs removed 17 Pole signs removed
30 Demolitions
Prioritized project neighborhoods enforcement 26 Level 4 properties improved risk rating
42 total properties improved risk rating
163 properties cleaned by the Community Service Worker program
Vacant Building program registration initiated
Newsrack and donation boxes enforcement
Elevated corridors focus
New Sunday enforcement schedule implemented
Weekend monitoring of complaint line
Participated in 5th
annual Community Fest
Annual BPI Conference participation moderator and speakers
Participated in Great Days of Service program with other volunteers and churches.
Partner with Police on Convenience Store Crime Prevention program enforcement
Partner with Parks on Shopping Cart Ordinance enforcement
Partner with KIB to assist Code with cleanup projects
Code Cadet neighborhood volunteer program in development stage
2 new ordinances in development stage for this year (food ordinance, weed ordinance)
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CodeEn
forcement
Key Performance Indicators
20