333 West McLeroy Blvd P.O. Box Saginaw, TX Annual Budget

Transcription

1 333 West McLeroy Blvd P.O. Box Saginaw, TX Annual Budget

2 City of Saginaw Fiscal Year Adopted Budget Cover Page September 16, 2014 This budget will raise more revenue from property taxes than last year's budget by an amount of $281,378, which is a 4.52 percent increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $39,680. The members of the governing body voted on the budget as follows: FOR: Gary Brinkley David Flory Ed Larson Todd Flippo Valerie Tankersley Chris Barngrover Jackie D. Nethery AGAINST: None PRESENT and not voting: None ABSENT: None Property Tax Rate Comparison Property Tax Rate: $ /100 $ /100 Effective Tax Rate: $ /100 $ /100 Effective Maintenance & Operations Tax Rate: $ /100 $ /100 Rollback Tax Rate: $ /100 $ /100 Debt Rate: $ /100 $ /100 Total debt obligation for Saginaw secured by property taxes: $31,196,616 The total debt obligation due for FY2014/2015 is $2,785,114 1

3 TEXAS ANNUAL BUDGET FOR THE FISCAL YEAR OCTOBER 1, 2014 TO SEPTEMBER 30, 2015 AS APPROVED BY THE SAGINAW CITY COUNCIL ON SEPTEMBER 16, 2013 Nan Stanford, City Manager Dolph Johnson, Asst City Mgr/Finance Director Kim Quin, Asst Finance Dir/Budget Analyst 2

4 Mayor Gary Brinkley Term Expires in 2015 CITY OF SAGINAW MAYOR AND COUNCIL Mayor Pro Tem David Flory Term Expires in 2016 Councilmember, Place 2 Ed Larson Term Expires in 2015 Councilmember, Place 3 Todd Flippo Term Expires in 2016 Councilmember, Place 4 Valerie Tankersley Term Expires in 2017 Councilmember, Place 5 Chris Barngrover Term Expires in 2016 Councilmember, Place 6 Jackie D. Nethery Term Expires in 2017 City Manager, Nan Stanford Asst City Manager/Finance Director, Dolph Johnson Assistant Finance Director/Budget Analyst, Kim Quin 3

5 TABLE OF CONTENTS PAGE Truth in Taxation Cover Page 1 Title Page 2 Elected and City Officials 3 Table of Contents 4 INTRODUCTION: GFOA Recognition 8 Long Range Planning 9 Strategic Plan 11 Organizational Chart 14 City Manager s Budget Message 15 Budget Highlights 24 Budget Process 32 Budget Calendar 35 BUDGET SUMMARIES: Description of Funds 37 Fund Structure 40 Schedule of Sources and Uses of Funds and Changes in Fund Balance 41 Inter Fund Transfer 44 5-Year Fund Summary 45 All Funds Distribution of Revenues 47 All Funds Distribution of Expenditures/Expenses 48 Schedule of Capital Outlay by Fund/Department 50 GENERAL FUND: Summary of Revenues and Expenditures 53 Revenues by Source 54 Overview of Revenues 55 Sales Tax Revenue 58 Expenditures by Department 59 Expenditures by Function 60 Overview of Expenditures 61 General Administrative Office 63 Municipal Court 69 Fire 74 Police 81 Public Services 87 Parks 93 Recreation & Community Services 98 Library 105 Inspections/Code Enforcement 112 Fleet Maintenance 119 Economic Development 124 4

6 TABLE OF CONTENTS PAGE DEBT SERVICE FUND: Summary of Revenues and Expenditures 130 Debt Service Fund Description 131 Summary of Debt Service Expenditures 133 General Long Term Debt Service Requirements 134 General Long Term Debt Outstanding 135 General Long Term Debt Requirements Future Years 136 ENTERPRISE FUND: Summary of Revenues and Expenses 138 Revenues Graph 139 Overview of Revenues 140 Water and Wastewater 142 Water and Wastewater Debt Service Expenditures 148 Water and Wastewater Debt Service Requirements 149 Water and Wastewater Debt Outstanding 150 Water and Wastewater Debt Requirements Future Years 151 CAPITAL PROJECTS FUND: Summary of Revenues and Expenditures 153 Capital Projects Fund Overview 154 Capital Improvements Plan 155 CIP Streets Map and Project Descriptions 159 CIP Facilities Map and Project Descriptions 163 CIP Water Map and Project Descriptions 165 CIP- Wastewater Map and Project Descriptions 169 CIP - Drainage Map and Project Descriptions 173 Existing Land Use Plan 176 Ultimate Land Use Plan 177 SPECIAL REVENUE FUNDS: CCPD Fund 179 Drainage Utility Fund 184 Street Maintenance Fund 189 Donations Fund 194 General Escrow Fund 199 Water and Wastewater Escrow Fund 203 5

7 TABLE OF CONTENTS PAGE POLICIES, RESOLUTIONS, AND ORDINANCES: Budget Adoption Resolution 207 Tax Rate Ordinance. 208 Water Rate Ordinance 210 Financial Policies 213 Debt Management Policy 218 Capitalization Policy 221 General Fund Emergency Reserve Policy 224 Policy on Salaries and Compensation 225 Job Classification List 226 Incentive Pay Summary 227 Schedule of Personnel by Department 228 Personnel Graphs 229 Long Range Financial Forecast 230 GENERAL INFORMATION: Miscellaneous Statistics 233 Map of Tarrant County 234 Demographics 235 Assessed Value and Tax Levy Graphs 237 Community Profile and Information 238 LIST OF ACRONYMS 249 BUDGET GLOSSARY 251 BUDGET INDEX 264 6

8 INTRODUCTION City of Saginaw 7

9 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Saginaw, Texas for its annual budget for fiscal year beginning October 1, This was the twenty-seventh consecutive year that the City has received this prestigious award. 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 its eligibility for another award. 8

10 LONG RANGE PLANNING Long-range planning at the City of Saginaw begins with the Comprehensive Master Plan. This document provides a statement about the community s growth patterns, the general distribution and location of land use, a detailed thoroughfare plan, and other general guidelines for the various plan elements. The plan provides a written consensus to guide future growth and development while allowing flexibility to respond to new ideas and direction as the City progresses, changes, and grows. The Comprehensive plan is updated annually during the budget process. The Comprehensive Master Plan that we are currently using was written in 2011 and is in the fifth update. Master Plans have incorporated the following themes: 1989 Comprehensive Master Plan Preparing for Growth and Development 1995 Comprehensive Master Plan Building Infrastructure 2000 Comprehensive Master Plan Creating Community Facilities 2006 Comprehensive Master Plan Completing Infrastructure 2011 Comprehensive Master Plan Back to the Basics The basis for long range planning is population growth. Prior to the economic downturn, Saginaw was one of the fastest growing cities in all of Tarrant County. The growth rate has slowed with a population increase of 2.8% since the 2010 census. Based on available land and current densities, Saginaw is expected to reach its build out population of 29,040 in ,000 Population 30,000 25,000 20,000 15,000 Actual Census Data Estimated 2014 Projected ,000 5,

11 The City of Saginaw prepared for the growth projected in the 1990 s by constructing infrastructure to meet the demand. As the City approaches build-out, the new plan focuses on strengthening the infrastructure system and maintaining existing infrastructure. This return to basics of operating and maintaining infrastructure continues to be the theme for next year. Because the City of Saginaw is a mature city with a stable political and financial base, Council is able to prepare formal long range financial plans every five years with a review of priorities on an annual basis that is translated into the annual budget by Staff. The annual budget is developed within the context of the long-range plans adopted by Council. These plans anticipate funding needs and available revenues and forecast methods for matching future revenues and expenditures. Due to conservative planning on the part of the City Council and Staff, the City has been able to absorb the impact of economic swings. The City of Saginaw was fiscally conservative during the economic expansion from 1990 to Record growth allowed the City to reduce their property tax rate from 0.54 in 2003 to the current rate of 0.51 and to grow the General Fund Balance from $4.5 million in 2003 to $11.3 million in Fund balances built up during the economic expansion have been available for one time expenditures during the current economic downturn. One time expenditures include capital purchases and special requests that are not of a recurring nature. In FY2012/2013 the City funded the reconstruction of City Hall using cash fund balance. The City Hall project was completed in FY2013/2014. General Fund balance at the end for FY2013/2014 is projected to be $9.1 million. The General Fund balance beginning FY is estimated to be $8.1 million; the difference being $1 million in escrows moved to create the General Escrow Fund. The City is slowly emerging from the economic downturn that was associated with the national economic recession. There has been some growth in economic activity with property and sales tax revenues expected to increase slowly over the next five years. In connection with the Comprehensive Master Plan, the City has adopted the following strategies to meet the challenges for the next five years. Maintain service and staffing levels Seek alternative sources of funding and use inter-local agreements to increase levels of service or cost savings Maintain adequate reserve funds to operate the City in case of financial emergency Maintain and upgrade the City s infrastructure to assure quality services The following pages present the City s goals, achievements and objectives within the framework of the strategies developed through the City s long range planning initiative. Departmental goals, achievements, and objectives and how those relate to the overall City long range planning are included with each department s budget. 10

12 STRATEGIC PLAN City FY FY FY Strategy Department Goal Department Achievement Department Goal Annually seek alternative sources of Fire Department received a County grant funding to maintain and/or increase service for $11,680 for equipment and a private capabilities and utilize interlocal grant of $19,000 for two thermal imaging agreements to increase service with cameras. minimal financial impact. Received grant for radio interoperability, Continue bullet proof vest grant and seek bullet proof vests, and partial funding for out other grants as available. officer assigned to Auto Crimes task force. Seek alternate sources of funding and use interlocal agreements to increase levels of service or cost savings Continue to seek grants and maintain interlocal agreements to reduce costs Renewed interlocal agreement with EMS- Renew interlocal agreement with EMS-ISD ISD for School Resource Officer and for School Resource Officer and crossing crossing guard funding of $83,494. guards. Solicit grants, sponsorships and donations Recreation and Community Services raised to help offset the annual budget. Increase over $13,516 in sponsorships and facility and pavilion rental revenues through donations. increased marketing. Library received $7,000 in grants. Apply for at least two grants and two other donations each year. County agreement provided labor for Contract with Tarrant County for road repairs to Taos Ct, Roberts, Bristol, and improvements; County provides labor and Reed Ave. City provides materials. Completed East Bailey Boswell CDBG administered by Tarrant County for reconstruction with matching funds from cost sharing sewer line replacement at Tarrant County. Bluebonnet St & Franklin Ave. Complete infrastructure improvements with available bond funds and special revenue funding Completed construction of City Hall, funded with cash reserves. Replaced community sign with reserve and donation funding. Completed construction of Opal Street Bridge, culvert widening, and sewer relocation with Bond Fund and Utility Fund reserves. Use previous bond sale balances for the East Bailey Boswell Phase 4 construction. Add storefront window to Animal Control using donated funds. Complete Water/Wastewater projects using Enterprise Fund reserves and impact fees. Complete Drainage projects using Drainage Fund reserves and utiltiy fees. Maintain adequate reserve funds to operate the city in case of a financial emergency Add $100,000 to General Fund Emergency Reserves and $100,000 to Enterprise Fund Emergency Reserves as necessary. Maintain Moody's rating of Aa3 and Standard and Poor's raging of AA-/Stable. Added $100,000 to General Fund Emergency Reserves and $100,000 to Enterprise Fund Emergency Reserves. Maintained bond rating of Aa3 from Moody's and achieved upgrade to AA (Stable) from Standard and Poor's; W/WW revenue bond rating remains AA (Stable). Maintain emergency reserves per the adopted policy. Maintain the city's bond ratings and legal debt margin per the adopted policies. 11

13 STRATEGIC PLAN City FY FY FY Strategy Department Goal Department Achievement Department Goal Maintain and upgrade the City's infrastructure to assure quality services Maintain and upgrade City Facilities Maintain and upgrade City Streets Maintain and upgrade the City's Water System and office renovation at Public Works. Replaced flooring and ceiling fans at Senior Center. Replaced tables and lobby furniture at the Recreation Center. Adopted the Parks Master Plan Completed repairs for Taos Ct, Roberts, Bristol, and Reed Ave. Replaced 653 commercial water meters. Maintain and upgrade the City's Completed Opal Street sewer relocation Wastewater System and Burlington 10" sewer line rehab. Maintain and upgrade the City's Drainage System Adopt a property tax rate that maintains current service and staffing levels and covers voter approved debt service requirements. Completed improvements to Fire Satation 1 Completed construction of West Bailey Boswell Rd. construction. Completed design for Saginaw Blvd Drainage System 2 Phase 4. Completed East Cement Creek Improvements (Opal Street) Adopted a property tax rate $0.51 that generated the property tax revenue sufficient to fund operations, as well as, debt service payments. Make needed repairs to the Senior Center (log cabin). Repaint gymnasium walls and replace countertop at Recreation Center. Begin implementing elements of the new Parks Master Plan. Begin construction on East Bailey Boswell phase 4 and complete final design on phases 2 and 3. Street repairs to various locations along: Green Ave., N Knowles, Westcliff, Westhills, and E. Bailey Boswell. Complete construction of Saginaw Blvd and Lawson/Watson water line projects. Complete construction of South East 24" Trunk Main replacement project Phases 1 and 3. Complete construction of Saginaw Blvd Drainage System 2 Phase 4. Install grouted rip rap at Taylor St pilot channel. Adopt a property tax rate that maintains current service and staffing levels and covers voter approved debt service requirements. Continue to offer competitive salary and benefits in order to hire and retain quality employees in all departments. Funded Step increases of up to 5% and a 3% increase in the salary plan. Continue to offer competitive salary and benefits in order to hire and retain quality employees in all departments. Maintain service and staffing levels Control the cost of employee health insurance by continuing to take competitive bids for these services and evaluate plan options. Continue processing citations daily, warrants monthly, and magisterial warnings and Emergency Protective Orders within 48 hours of arrest. Achieve state ratio of 1.5 firefighters per 1,000 residents, maintain national average of 1 fire station per 10,000 residents, maintain average emergency response time standard of 4 minutes, train firefighters in latest methods, and provide and maintain necessary equipment. Provided health insurance for a 1.9% increase instead of 9% with previous provider. Negotiated a two year dental plan. Warrants were issued monthly, magisterial warnings and EPO's were issued within 48 hours of arrest, and citations were entered daily. Saved 92% of property values involved in a fire, partnered with Tarrant County to implement a County Wide Emergency Management Plan, tested outdoor warning sirens monthly, completed 100% of inspections within 2 weeks, provide smoke alarms to residents, and completed 4,565 hours of training. Control the cost of employee health insurance by continuing to take competitive bids for these services and evaluate plan options. Process and administer all Court matters in an efficient, timely manner while establishing, maintaining, observing, and enforcing high standards of conduct. Achieve state ratio of 1.5 firefighters per 1,000 residents, maintain national average of 1 fire station per 10,000 residents, maintain average emergency response time standard of 4 minutes, train firefighters in latest methods, and provide and maintain necessary equipment. 12

14 STRATEGIC PLAN City FY FY FY Strategy Department Goal Department Achievement Department Goal Continue community programs, employ 2 officers per 1,000 residents, standardize 100% of departments weapons, have 100% of officers and dispatchers obtain Intermediate, Advanced, or Master Certification. Maintain the mowing and maintenance schedules. Held one Citizens Police Academy and one Citizens Emergency Response Team class. Currently staffed at 1.82 officers per 1,000 residents. 78% of officers and 100% of dispatchers have certification levels above state minimums. Park land, playgrounds, and ball fields were mowed, maintained, and kept in good repair. Hold one to two Citizens Police Academy classes and perhaps adding a youth session. Increase officer training and certifications levels. Maintain the mowing and maintenance schedules. Enhance swimming programs, increase participation in senior activities, expand and enhance performing arts programs, establish community involvement programs, and effectively communicate programs and activities to citizens Streamlined aquatics programs, increased participation in senior activittes, increased participation in Run the Rails 5K race, and enhanced alert system by including a system for the Library only. Increased communication releases to media and residents. Developed and implemented "Images of Saginaw" photo contest. Enhance swimming programs, increase participation in senior activities, expand and enhance performing arts programs, establish community involvement programs, and effectively communicate programs and activities to citizens Maintain service and staffing levels Meet and exceed the state average material per capita, increase patron visits and program attendance, add staff, increase hours, and add computers for public use, offer children's reading programs after school at remote locations. City's per capita support is 58% more than state requirement. Patron visits have increased12% and program attendance has increased 13%. Thanks to donations/grants 8 computers have been added. Summer Reading Club attendance has also increased. Meet and exceed the state average material per capita, increase patron visits and program attendance, add staff, increase hours, and add computers for public use, offer children's reading programs after school at remote locations. Update permit program to allow for credit Updated computer system to accept credit Implement paperless file system for card payment and make it possible to view card payments. building plans. inspection results online. Completed majority of maintenance and Seek alternate fuel options when adding repairs in house, perform preventive Continued capital replacement plan and new vehicles to fleet, begin implementing a maintenance as scheduled, continue to researched alternate fuel vehicles. Capital Replacement Plan. consider alternate fuel options when adding vehicle to the fleet. Promote vacant land near new Overpass location as well as other desirable lots on Saginaw Blvd. Completed tax abatement agreement with Trinity Rail Car. Met with owner's representative of Cranz's Farm regarding Bailey Boswell overpass and development strategies. Adopt Commercial Economic Development strategy. Continue to promote NE corner of Saginaw Blvd (287) and East Bailey Boswell as well as other viable commercial properties. 13

15 ORGANIZATIONAL CHART Citizens of Saginaw Mayor and City Council City Manager Assistant City Manager/ Finance Director Boards and Commissions City Attorney City Secretary City Engineer Municipal Court Judge General Administration Accounting Budget Purchasing Human Resources Utility Billing and Collections Risk Management Information Services Municipal Court Police Chief Patrol Criminal Investigations Crime Prevention Communications/ Records School Crossing Guards Professional Standards Fire Chief Fire Suppression Emergency Medical Fire Prevention Hazardous Materials Emergency Management Director of Public Works/ Economic Development Recreation/ Community Services Director Recreation Aquatic Center Senior Citizens Center Library Director Technical Services Children s Services Circulation Services Fleet Maintenance Vehicle Maintenance Equipment Maintenance Public Services Street Maintenance Building Maintenance Parks Maintenance Inspections/ Code Enforcement Permits Inspections Code Enforcement Animal Control Economic Development Water and Wastewater/ Field Operations Water Service Wastewater Service Environmental Specialist Drainage Utility Meter Reading 14

16 City of Saginaw 333 West McLeroy P.O. Box Saginaw, Texas Fax CITY MANAGER S BUDGET MESSAGE September 2014 Honorable Mayor Gary Brinkley, City Councilmembers, and Citizens of Saginaw: In compliance with the State Statutes and the Charter of the City of Saginaw, I submit to you the annual operating budget for fiscal year. This budget presents the sources of revenue and the plan of expenditures for all areas of the Saginaw City Government for the year beginning October 1, 2014, and concluding September 30, This budget is presented after many hours of study and review by the Department Heads, Division Heads and Supervisors along with the Mayor and Council budget review sessions. Staff was asked to budget for what is necessary to maintain the current level of service provided and to make recommendations for what would be needed to meet the anticipated level of services required, both short term and long term. Long-range planning at the City of Saginaw begins with the Comprehensive Master Plan that provides a written consensus to guide future growth and development while allowing flexibility to respond to new ideas and direction as the City progresses, changes, and grows. The Comprehensive Master Plan was most recently updated in 2011 and included a Five Year Capital Improvement Plan ( ) that will provide for continued additions and improvements to the City s infrastructure as well as continuing to improve the quality of life for our citizens. The emphasis of the Capital Improvement Plan is completing non roadway projects that can be funded with existing reserves and expected revenues without the need to take on additional debt. In May 2013 the Citizens of Saginaw voted to approve $24 million in bonds for East Bailey Boswell Road improvements and Overpass. Prior to the economic slow down, Saginaw was one of the fastest growing cities in Tarrant County. The growth rate has slowed with a population increase of 2.8% since

17 25,000 POPULATION 20,000 15,000 10,000 5, The City of Saginaw prepared for the growth projected in the 1990 s by constructing infrastructure to meet the demand. As the City approaches build-out, the new plan focuses on strengthening the infrastructure system and maintaining existing infrastructure. This return to basics of operating and maintaining infrastructure is the theme for the next several years. Because the City of Saginaw is a mature city with a stable political and financial base, Council is able to prepare formal long range financial plans every five years with a review of priorities on an annual basis that is translated into the annual budget by Staff. The annual budget is developed within the context of the long-range plans adopted by Council. These plans anticipate funding needs and available revenues and forecast methods for matching future revenues and expenditures. Due to conservative planning on the part of the City Council and Staff, the City has been able to absorb the impact of economic swings. The City of Saginaw was fiscally conservative during the economic expansion from 1990 to Record growth allowed the City to reduce their property tax rates from 0.54 in 2003 to the current rate of 0.51 and to grow the General Fund Balance from $4.5 million in 2003 to an estimated $9.1 million at the end of Fund balances built up during the economic expansion have been available for one time expenditures during the current economic downturn. One time expenditures include capital purchases and special requests that are not of a recurring nature. In 2014 the renovation of City Hall was completed, a $2.5 million project funded with cash reserves. The main attractions to Saginaw are location, land availability, easy freeway access, good schools, low tax rates, and the general quality of life. Alliance Airport, Meacham Airport, Eagle Mountain Lake, the United States Currency Plant, Texas Motor Speedway and the Fort Worth Stockyards are all within fourteen miles of Saginaw s city limits. 16

18 The challenges the City faces this year include maintaining current facilities, current service levels and completing infrastructure improvements. Key issues to be addressed include: Adopting a tax rate that allows us to maintain current service and staffing levels, as well as meet voter approved debt service requirements. Maintenance and upgrade of the existing infrastructure (water, wastewater, streets, drainage, and community facilities): We will replace/upsize a waterline along Saginaw Boulevard from McLeroy to Palomino. We will replace water line along Watson and Lawson Roads. The replacement of the SE 24 sanitary sewer trunk main phases 1 and 3 (the east meter station to the west side of Blue Mound Road and Kennedy to East Mc Leroy across the National Guard property) will be completed. Sanitary sewer lines will be rehabilitated along Bluebonnet from Green Street to Franklin/S Hampshire Street. Bailey Boswell Phase 4 will be constructed. Final design will be completed for phases 2 and 3 and design will continue for the Bailey Boswell overpass. Repairs will be made to East Bailey Boswell, West Hills, Westcliff, North Knowles, and Green Avenue. A railroad crossing quiet zone will be constructed at Industrial Boulevard and Highway 287. Construction will be completed on the Saginaw Boulevard System #2 drainage project. We will begin making improvements to the City parks based on the recommendations included in the Parks Master Plan. Repairs will be made to the outside walls of the log cabin building (Senior Center); the gymnasium at the Recreation Center will be painted; and a store front window will be installed at the Animal Services Center. Retaining quality employees in all departments: The City s most valuable asset is its employees. Approximately 19% of our employees have been with the City twenty years or more and are eligible for retirement under the City s retirement plan. Another 6% have been with the City a minimum of fifteen years and will be eligible for retirement in five years or less. A considerable amount of knowledge about the City, its history and operations will be lost. It is extremely important that the City continue to offer competitive salary and benefits in order to hire and retain quality employees. Controlling the cost of employee health insurance: Steadily increasing insurance rates require serious consideration during the budget process. The City has an Insurance Committee comprised of an employee from each department who works with the administrative staff to seek affordable quality insurance. The City will continue to take competitive bids for these services and evaluate plan options. Each of these issues is addressed under the individual department sections of this budget. Major changes in each of the operating funds of the City are outlined as follows. 17

19 GENERAL FUND This year our estimated General Fund Revenues total $12,758,245. Expenditures total $13,268,180. The difference of $509,935 will be funded using existing fund balance. Our ending balance on September 30, 2014 is estimated at $9,114,515. This includes the $2,350,000 Emergency Reserve set up for the General Fund. Per the policy of the City of Saginaw, the City maintains an Emergency Reserve Fund Balance in the General Fund between 15% and 20% of the operating budget. This would enable the City to operate the General Fund for two to three months. These funds would only be used in an emergency and only with Council approval. We will have this on hand during the fiscal year as well as the Undesignated Surplus Fund balance. The two major sources of revenue consist of $3,771,755 from ad valorem tax revenue and $4,200,000 from sales tax revenue. The 2014 taxable value is $1,276,285,587 and reflects $7,780,448 in new construction. The taxable value increased by 4.7% this fiscal year. The approved budget is based on a 2014 tax rate of $ , the same rate as the 2013 rate, with $ for maintenance and operations, and $ for debt service. Sales tax revenues have increased slightly in the last few years. We estimate that we will receive $4,200,000 in sales tax revenue, which is slightly lower than we will collect in FY We are not budgeting an increase in sales tax revenues due to recent monthly fluctuations. We will have a sales tax audit performed in the coming fiscal year to identify any misdirected sales tax payments. The cost of employee health coverage continues to be a budget challenge for employers nationwide. The current health insurance provider, United Healthcare, offered to renew our current plan with a 22% increase based on claims history. By making some modifications to the plan and showing that recent claims were not ongoing, we were able to negotiate an 8.11% increase with our current provider. The plan changes include small increases in office visit and emergency copays, an increase in the maximum out of pocket costs (but no change in the in-network deductible) and a new benefit of a $0 copay for children under age 19 for office visits with their primary care provider. Employees will pay an additional $60 per month for spouse only coverage, and additional $44 per month for coverage of children only, or an additional $101 per month for full family coverage. The City will continue to provide a $365 per month contribution for dependent coverage. Delta Dental will remain our dental insurance carrier with no change in the rates for this year. We will be in the second year of the two year contract negotiated last year. In order to stay competitive and retain the employees we have invested in, the proposed budget includes 5% step increases for those employees not already at the mid-point (City Goal) of the pay plan. A 2% increase in the pay plan is also budgeted. For those with more than five years experience, the raise would be effective October 1 and for those with less, it would be effective on the anniversary of the employee s hire date or promotion date. 18

20 General Fund expenditures increased by $251,890 or 2% when compared to the previous year s revised budget. The overall increase is mainly due to salary increases and related benefits. A separate document (Budget Guidelines) is prepared for Department Heads and identifies the expenditures by account number with explanations for each. The FY General Fund Revised Budget is $13,016,290. The approved budget is $13,268,180. Capital outlays total $204,450. The following chart shows the changes in expenditures for each department in the General Fund.. GENERAL FUND EXPENDITURES Actual Revised Adopted Department % Change General Administration $ 3,674,740 $ 2,482,225 $ 1,514,830-39% (1) Municipal Court 184, , ,465-5% (2) Fire 2,671,137 2,765,205 2,947,330 7% (3) Police 3,486,633 3,701,890 3,894,985 5% (4) Public Services 1,788,858 1,192,275 1,317,295 10% (5) Parks 200, , ,020 1% (6) Recreation and Community Services 737, , ,640 16% (7) Library 488, , ,045 6% (8) Inspections/Code Enforcement 602, , ,840 23% (9) Fleet Maintenance 508, , ,230-3% (10) Economic Development 64,778 41, , % (11) Totals $ 14,408,047 $ 13,016,290 $ 13,268,180 2% (1) Included City Hall construction in FY12-13and FY13-14; fire truck payment, legal settlement and phone system expense in FY Utilities distributed to each department in FY (2) Annual replacement of ticket writers will be budgeted in the General Escrow Fund beginning in FY (3) Includes salary increases, additional holiday pay benefit, utilities, phone and janitorial services in FY (4) Salary increases and utilities, phone, and janitorial services in FY (5) McLeroy Blvd reconstruction in FY Western Center intersection improvements in FY Utilities, phone, and quiet zone construction in FY (6) Additions to mowing contract in FY13-14; in FY14-15 no capital outlay items but added utilities, phone and janitorial services. (7) Included facility improvements and equipment in FY12-13 and FY13-14, in FY14-15 facility improvements, equipment replacement, utilities, phone, and janitorial service added. (8) FY13-14 includes salary adjustments and PT position upgrades to FT; FY14-15 includes utilities, phone and janitorial services. (9) Replacement vehicle and animal control renovations included in FY12/13; FY14-15 includes an additional FT inspector position for nine months and a PT animal shelter attendant, in addition to added utilities, phone and janitorial services. (10) Fuel and contract repair savings in FY12-13; FY14-15 includes salary savings partially offset by the addition of utilities, phone, and janitorial services. (11) FY14-15 includes a one- time economic development incentive loan of $460,

21 Beginning in FY14-15, the total budget for utilities and phone service is no longer in General Administration; the budget is being distributed to each department based on usage. The budget for janitorial services is no longer in Public Services; each department has a budget based on facility square footage. General Administrative Office A full time IT Technician position is being added, as well as the replacement and data conversion costs for two computer/data servers. The Enterprise Fund will reimburse the General Fund for one half of the cost of the IT Technician position. A vehicle for Administration staff is being replaced. Fire Includes an increase in the overtime budget resulting from a change in holiday pay for fire operations personnel, 7 computers and 4 mdt s are being replaced. The fire budget also includes the restoration of a $20,000 Tarrant County grant for equipment replacement which will be used for bunker gear. Public Services The Public Services Department budget includes a replacement truck, the painting of 20 street light poles, repairs to the Log Cabin (Senior Center), and the installation of a railroad crossing quiet zone at Industrial Boulevard and Highway 287. Recreation and Community Services Includes funding to expand Friday night hours for the Recreation Center to 9 pm, an additional two hours. Recreation equipment will be replaced, the gymnasium will be painted and countertops will be replaced in the administrative office. Library Two library assistant poisitons will be upgraded to senior library assistants. Inspections/Code Enforcement An additional inspector position will be added in January to meet increased work load due to new construction, a permit technician postion will be upgraded to a senior administrative clerk, a part time animal shelter attendant will be added and stainless steel cat cages will be purchased to replace the plastic ones currently at the Animal Shelter. Economic Development Includes $460,000 economic development incentive loan to facilitate the development and construcion of required infrastructure improvements at the Mariposa Apartments at Spring Hollow. This loan will be repaid within five years. SPECIAL REVENUE FUNDS Special Revenue Funds consist of the Crime Control and Prevention District (CCPD) Fund, the Drainage Utility Fund, the Street Maintenance Fund, the Donations Fund, the General Government Escrow Fund, and the Water/Wastewater Escrow Fund. The CCPD Fund represents revenues and expenditures associated with the additional half-cent sales tax first approved by the voters in November 1997 to fund a Crime Control and Prevention District. Voters continued the district for five years in May of 20

22 2002. The district was continued for ten more years in May of 2007 and the rate reduced to three eighths of one percent. The Board of Directors, which consists of the Mayor and Council members, governs the District. The goals of the Crime Control and Prevention District are to increase patrol officer visibility, enhance crime fighting ability by acquiring new equipment, provide additional training and updated technology and to reduce the number of juvenile offenders involved in repeated criminal and/or gang related activity. This fund provides for salaries and benefits for ten patrol officers, a public services officer, one dispatcher and one half the salary and benefits of a school resource officer. Funding is provided for the replacement of three patrol vehicles and the replacement of the jail camera system. Partial funding will complete the radio repeater project to comply with the federal interoperability mandate. Carpeting in high traffic areas of the police station will also be replaced. We are projecting revenues of $950,220 and expenditures of $1,149,930. The fund is balanced with $199,710 from the fund surplus. Capital Outlay for the CCPD Fund totals $227,000. The Drainage Utility Fund was established by the City Council on January 1, 2005 as an additional revenue source to offset the growing costs of operating the storm drainage system. These costs include maintenance of the existing system, federal mandates to control storm water runoff, floodplain management and planning and construction of new drainage facilities. This fund will continue to pay for the two drainage utility maintenance workers, and one half the costs of the environmental specialist position. Current revenues and fund balance will fund the grouted rock rip rap on the sides of the Taylor Street pilot channel and the Saginaw Boulevard drainage improvements from Lemon to Northern. We are anticipating revenues of $560,350 and expenditures of $1,091,290 using $530,940 of fund balance. Capital Outlay totals $12,000 and the transfer for the drainage project totals $820,000. The Street Maintenance Fund was approved on May 12, 2007 by the voters which imposes a one-eighth of one percent sales and use tax for the maintenance and repair of existing municipal streets. This Street Maintenance Tax was valid for a four year period and was continued with voter approval in November of The tax went into effect in April 2008 and revenues were received starting in June There will be a renewal intiative on the ballot in May, We anticipate revenues of $350,200 and expenditures of $300,000. These funds will be used to repair portions of the following streets: Green Avenue, West Hill Terrace, Westcliff, North Knowles, and East Bailey Boswell. The Donations Fund was created in May 2009 to better track funds received through water bill donations as well as direct donations to the City for specific purposes. Currently, Animal Services, Parks, Library, Beautification, Police, Fire, and Senior Center have donation funds available for expenditure. We anticipate revenues of $145,090 and expenditures of $225,705 with $80,615 budgeted from previous year s donations. A store front window will be installed at the Animal Services Center, 10 light poles will be repainted, partial funding for parks master plan projects is included, funding for two seasonal part time library interns, and Phase 2 of the Old Decatur Road landscaping project is budgeted for FY. 21

23 The General Government Escrow Fund is being created in FY to better track funds that are received and are to be used for a specific purpose. These receipts will remain in the General Government Escrow Fund until an appropriate expense is approved by the City Council. Approved expenses include: Chamber of Commerce funding, municipal court data processing expenses, the replacement of four ticket writers, police overtime expense for bailiff duty, the use of a developer contribution for the Bailey Boswell road project and matching funding for park master plan projects. The Water/Wastewater Escrow Fund is being created in FY to better track funds that are received and are to be used for a specific purpose. These receipts will remain the escrow fund until an appropriate expense is approved by the City Council. Impact fees have been approved to be spent on The Saginaw Boulevard 12 water line and the SE 24 wastewater trunk main projects. DEBT SERVICE FUND Debt service requirements for outstanding general obligation and certificates of obligation bonds are $2,785,115 with $1,940,000 for principal and $845,115 for interest expense. The lease purchase payment for the Fire Department s ladder truck will be $183,555. The tax rate to meet these obligations is $ per $100 valuation. We have budgeted $201,275 from the debt fund balance to lower the debt portion of the tax rate. CAPITAL PROJECTS FUND The Capital Projects Fund consists of projects as recommended by our staff and engineers and approved by the City Council. Projects for will be constructed with the proceeds from the 2013 bond sale and with transfers from other funds. In May 2013, Saginaw voters approved a $24 million bond issue for East Bailey Boswell bridge and road project. Bailey Boswell Road will be designed as a six lane divided road from Saginaw Boulevard (287) to Jarvis Road. It will be reduced to a four lane divided road from Jarvis Road to Blue Mound Road (156). Traffic will be able to stay at ground level from Jarvis Road to Saginaw Boulevard or take the bridge which will go over two sets of railroad tracks and over Saginaw Boulevard giving access to the existing commercial developments on the west side. Engineering will continue for Phases 2 and 3 and the Overpass, while Phase 4 construction begins in FY. Construction of projects identified in the Parks Master Plan will be begin with $50,000 transferred from parks donations and will be matched by gas production proceeds from the General Government Escrow Fund. The Saginaw Boulevard drainage improvement project from Lemon to Northern will be completed using transfers from the Drainage Utility Fund. 22

24 ENTERPRISE FUND The total revenues projected for this fund are $9,352,235. Water rates will increase 5% and Wastewater rates will remain the same due to changes in the rates paid to the City of Fort Worth for purchases of water and wastewater treatment costs. Budgeted expenses total $10,247,610. The budgeted use of balance is $895,375 and will be used for capital projects. Water capital projects include Saginaw Boulevard Phase 1 (from McLeroy to Palomino), to be partially funded with impact fees and the Lawson and Watson Road water line replacements. Wastewater projects include phases 1 and 3 of the SE 24 Trunk Main replacement and the Bluebonnet Street sewer main replacement, a CDBG project. The SE 24 Trunk Main project will be partially funded with previously collected impact fees. Capital outlay expenditures include the replacement of one service truck, the replacement of the sewer vactor truck (partially funded by the trade in of the current vactor truck), and digitally mapping all manholes, valves, and fire hydrants in the City. The Enterprise Emergency Reserve has a balance of $1,700,000. The Enterprise Fund Emergency Reserve needs to be sufficient enough to operate the Water Department for three months. As with the General Fund, these funds would only be used in an emergency and only with Council approval. The debt service for outstanding revenue bonds is $529,885 with $425,000 for principal and $104,885 for interest expense. CONCLUSION I want to thank the Mayor and City Council for their guidance and decisions made during the budget work sessions. I appreciate their cooperation to fund and improve the level of services for the City. I believe this budget establishes a sound plan of municipal services and is a very informative document for all of our citizens. Respectfully submitted, Nan Stanford City Manager 23

25 BUDGET HIGHLIGHTS The following is a brief overview of the budget: GENERAL FUND: Saginaw continues to see some growth in population and the tax base has increased by 4.7%. With the completion of three new residential subdivisions we are anticipating 70 new home starts during the fiscal year. Saginaw s population has grown from 12,374 in 2000 to 19,806 per the 2010 census. The estimated 2014 population is 20,370. Property tax values are up. The July certified taxable value from TAD is $1,276,285,587. This is an increase of $56,965,436 over last year s adjusted taxable value of $1,219,320,151. We had a total of $7,780,448 in added value from new construction. New construction for was valued at $7,062,927. The budget is balanced with a tax rate of 0.51, the same as last year s rate and 0.02 cents over the effective tax rate. The effective tax rate is and the rollback rate is The two cents helps offset the two added positions and other personnel costs. TAX DEBT M&O SALES TAX YEAR RATE RATE ADJUSTMENT TOTAL AVG. TAX ( ) $ ( ) $ DIFFERENCE OVER (UNDER) LAST YEAR $ The average home value in 2013 was $108,831 and the tax was $ The average home value in 2014 is $116,190 and the estimated tax is $ This results in an increase of $37.53 on the average home. Sales tax revenues are slowly increasing. We estimate that we will receive $4,200,000 in sales tax revenue. The current sales tax rate is 8.25%, which is the maximum rate allowed. Of this, 6.25% goes to the State, 1.5% to the General Fund, 0.375% to the CCPD Fund, and 0.125% to the Street Maintenance Fund. A sales tax audit to identify misdirected sales tax payments was last performed in This year we will be working with an outside firm to perform a new audit of businesses that should be paying sales tax to the City. They will identify any misdirected payments, process any refund requests, and correct the State database to prevent future misdirected sales tax payments. This service is self-funded as it is performed on a contingency fee basis. 24

26 BUDGET HIGHLIGHTS The adopted budget shows changes made in accounting to more accurately track costs by department. The charges for utilities, phone service and janitorial services are now split out from Administration and Public Services and appear in each department s expense budget. Our insurance broker has been working with our current employee health insurance provider, United Healthcare, to renew our policy with a limited rate increase. The initial proposed renewal rate showed an increase of 22% due to our large claims history. After meeting with United we were able to show these claims were short term and not ongoing. By modifying the plan we were able to negotiate an 8.11% increase. Due to the current market conditions, staff and our consultants do not believe we can achieve any better results by requesting proposals from other carriers. The plan changes include small increases in office visit and emergency room co-pays, an increase in the maximum out of pocket costs (but no change in the innetwork deductible) and a new benefit of a $0 copay for children under age 19 for office visits with their primary care provider. Employees will pay an additional $60 per month for spouse only coverage, an additional $44 per month for coverage of children only, or an additional $101 per month for full family coverage. The City will continue to provide a $365 per month contribution for dependent coverage. Delta Dental will remain our dental insurance carrier with no change in the rates for this year. We negotiated a two year rate with Delta last year. The adopted budget includes two new full time positions due to the growth of the City. The IT Technician will assist the IT Manager with the installation, operation and maintenance of information systems. Our technology systems have grown to the point that it is very difficult for one person to manage. We have also included an additional building inspector to address the increase in construction activity and building permits. We will not hire for this position until January, Three part time positions will be added. One regular part time Animal Shelter attendant will work year round for 25 hours per week and this cost will be offset with higher animal control fees. This position will enable the animal shelter to operate more efficiently and improve weekend operations. Two seasonal part time library pages will be hired for 13 weeks of the year and work 29 hours per week. These positions will enable the library to meet the higher demands of the summer season. Library donations will fund the seasonal library positions. This adopted budget includes a 2% increase in the salary plan. Department heads will have the option of awarding up to 2% increases based on each employee s performance. In order to stay competitive and retain the employees we have invested in, this budget also includes 5% step increases for those employees not already at the mid-point (City Goal) of the pay plan with department head approval. For those with more than five years experience the raise would be effective October 1 and for those with less, it would be effective on the anniversary of the employee s hire date or promotion date. 25

27 BUDGET HIGHLIGHTS Capital items for Administration include the replacement of three ipads for the City Council, replacement of two computer servers for the City s financial system and records storage and one vehicle that is used by Administration. There will be a change to holiday pay for the Fire Department s operational personnel. The new plan will pay on duty personnel for 12 hours and off duty personnel will be paid for 4 hours and awarded 8 hours compensatory time. This change is being made to help with personnel scheduling, managing the overtime budget, and reducing compensatory time balances. The fire department will also replace seven desktop computers and four mobile data terminals on fire apparatus. Capital expenses for the Public Services Department include the replacement of the Utility Inspector s vehicle, repairs to the Senior Citizen s Center (log cabin), and funding for the Quiet Zone at Industrial Boulevard and Highway 287. Funding continuation is also included to repaint 20 light poles throughout the City. The repainting of 10 additional light poles is funded with Beautification Donations, for a total of 30 this fiscal year. In the Recreation and Community Services Department, funding for five additional part time hours per week for two staff members will enable the Recreation Center to remain open until 9:00 p.m. on Friday nights. Funding is also included to replace two treadmills, volleyball standards, the countertops in the administration office, and repaint the gymnasium walls at the Recreation Center. Reclassifications are included for two library personnel; two Library Assistants will become Senior Library Assistants. The reclassification of the Library Assistant in charge of Adult Basic Education is due to the increased responsibilities of that program and will take effect on October 1 st. The reclassification of the Children s Library Assistant will be effective on January 1 st. In the Inspections/Code Enforcement Department an Administrative Clerk will be reclassified to a Senior Administrative Clerk on October 1 st. The responsibilities of this position have increased to such an extent as to warrant this reclassification. Capital funding includes new, stainless steel cat cages at the Animal Shelter. In an effort to (A) increase customer service through added operational hours before 8:00 a.m. and after 5:00 p.m. and (B) not increase but possibly decrease stress on our limited staff we have looked at alternative operating hours for City departments. We often hear from citizens that they cannot come by during normal business hours to conduct city business. Staff looked at several options. 26

28 BUDGET HIGHLIGHTS An alternative is operational hours of 7:30 a.m. to 5:30 p.m. Monday through Thursday and 7:30 a.m. to 11:30 a.m. on Friday. This would be applicable to City Hall, Public Works and eventually the Recreation Department. The administrative staffs of the Police Department and Fire Department will work 10 hour days with alternating days off to provide Monday through Friday administrative staffing. This allows the command staff to be there at shift changes. The Library hours will remain unchanged. Staff will notify the public and place notices on all City buildings, in the monthly newsletter, on the water bills, on the City website and notification system. The new hours will begin on October 2, With instant messages on the website and the new message board on the Boulevard we will no longer print monthly newsletters. Staff time will be used on providing more current information to the citizens. An Economic Development Incentive loan for $460,000 has been budgeted to facilitate the development and construction of infrastructure for the Mariposa Apartments at Spring Hollow. This loan will be repaid within five years. The General Fund has been balanced with $509,935 of reserves for one time capital purchases and the economic development incentive loan. DEBT SERVICE FUND: The budget includes the use of $201,275 in surplus from the Debt Service Fund. The fund balance in the debt service fund has grown to a point that we are able to use a portion of it over the next few years to lower the debt service portion of the tax rate. The Standard and Poors rating agency increased both the City s general obligation and water and sewer debt ratings from AA- to AA (stable) citing the local economy, Saginaw s strong management conditions, very strong budget flexibility, strong liquidity and overall budget performance. The improved rating means potentially lower interest rates on future debt issues and savings for our tax payers. ENTERPRISE FUND: The City of Saginaw purchases water from the City of Fort Worth. Fort Worth has proposed an 11% increase in wholesale water rates. This budget includes a 5% increase in our water rates. The City of Fort Worth bills the City of Saginaw for wastewater treatment based on the strengths and volume that pass through the system. Fort Worth has proposed a 2% increase in wastewater rates. This budget includes no change in our wastewater rates. 27

29 BUDGET HIGHLIGHTS The results on the average residential bill using 8,000 gallons of water would be an increase of $ 2.02 per month. A minimum bill of 2,000 gallons of water would increase $0.70 per month. Wastewater Capital Improvement Projects include construction of Phases 1 and 3 of the S.E. 24 trunk main (East Meter Station to west of 156 by bore and Kennedy to East McLeroy across the National Guard property by open cut) to replace and upsize an old line that is a recurring maintenance and I&I problem. The Bluebonnet Street sewer main will be replaced under the CDGB program. Water Capital Improvement Projects include the construction of the Saginaw Boulevard water line Phase 1 (from McLeroy to Palomino) to replace and upsize an old line that is a recurring maintenance problem. The Watson and Lawson Road water lines will also be replaced. Capital expenditures include the replacement of one service truck, the replacement of the sewer vactor truck (partially funded by the trade in of the current vactor truck), and digitally mapping all manholes, valves, and fire hydrants in the City. This will provide a GPS location for the infrastructure and enable GIS mapping overlays to be used by all city deparments. The Enterprise Fund has been balanced with $895,375 of reserves for the Watson and Lawson Road water lines. $645,000 from impact fees will be used for the Saginaw Boulevard 12 water line and the SE 24 Trunk Main Replacement. CAPITAL PROJECTS FUND: Construction will begin on Phase 4 of the E. Bailey Boswell Road Project with the 2013 General Obligation bonds approved by voters in the May election. Note: we are scheduled to issue an additional $8,000,000 in G.O. bonds at some point during 2015 to fund the next phase of design and construction of the Bailey Boswell Road Project (Phases 2 and 3) with our first payment on the new bonds due in The budget includes $100,000 to begin funding parks projects identified in the Parks Master Plan. For every dollar spent from Parks Donations, the Gas Productions Proceeds escrow account will match up to $50,000 in fiscal year. 28

30 CCPD FUND: CITY OF SAGINAW BUDGET HIGHLIGHTS The voters approved an additional one-half cent sales tax for use by the Crime Control and Prevention District (CCPD) in November The additional sales tax went into effect on April 1, 1998, and revenues were received beginning in June The district was continued for five years in In 2007, the tax was continued for ten years and reduced to three eighths (3/8) of one percent with the remaining eighth used for street maintenance. We estimate CCPD tax revenues of $950,000 for the fiscal year. The Crime Control and Prevention District will provide for the salaries and benefits of ten patrol officers, a public services officer, a dispatcher and onehalf the costs for a school resource officer. The adopted budget includes $150,000 for three replacement patrol cars (Chevy Tahoes) and allied equipment. Also included in this fund s budget are police protection vests, supplies, equipment, training for officers and crime prevention educational material. The jail security camera system will be replaced, as well as, carpeting in high traffic areas of the Police Station. Funding is included to complete the radio repeater project, a federal interoperability mandate, that was partially grant funded. The Crime Control and Prevention District fund is balanced with $199,710 of reserves for one time capital purchases. DRAINAGE UTILITY FUND: In January 2005 the Saginaw City Council approved the necessary ordinances to establish a drainage utility within the city and adopted the utility s rates. Fees are assessed on properties based on the amount of storm water runoff they produce. Single family residences are assessed a uniform base fee of $4.00 per month. Other properties, including multifamily, commercial and industrial, produce more storm water runoff at a higher rate and are charged a fee based on the number of equivalent base (residential) units adjusted for the use of the property. This budget includes no change in the monthly residential rate of $4.00. We are estimating revenues of $560,350 for the fiscal year. The Drainage Utility Fund pays the salaries of two maintenance workers and one-half the salary of the environmental specialist. It also funds the debt service on equipment and drainage system improvements. This fund will pay for the construction of Saginaw Boulevard Phase IV drainage improvements from Lemon to Northern. Also included in the budget is grouted rock rip rap for the sides of the Taylor Street pilot drainage channel. The Drainage Utility fund has been balanced with $530,940 of reserves for drainage capital projects. 29

31 BUDGET HIGHLIGHTS STREET MAINTENANCE FUND: On May 12, 2007 the voters approved the ballot proposition imposing a oneeighth (1/8) of one percent sales and use tax for the maintenance and repair of existing municipal streets. This tax was effective in April 2008, and revenues were received beginning in June We anticipate revenues of $350,200 for the fiscal year. These revenues will be be used for general street repairs, the reconstruction of Green (from Bus. 287 to Bluebonnet), Westcliff (from Landscale to White Rock), West Hills (from Old Decatur to Westcliff), N. Knowles (W.J. Boaz to Normandy) and spot repairs to E. Bailey Boswell Road. The street maintenace tax requires voter approval every four years. We are scheduled to have a renewal initiative on the ballot in May of DONATIONS FUND: The Donations Fund was created in May 2009 to better track funds received through water bill donations as well as direct donations to the City for specific purposes. Currently, Animal Control, Parks, Library, Senior Center, Fire, Police and Beautification have donation funds available for expenditure. Library donations will fund two seasonal part time library pages who will be hired for 13 weeks of the year and work 29 hours per week. These positions will enable the library to meet the higher demands of the summer season. Animal Control donations will fund a store front window which will allow the cat adoption area to be seen from the reception area. Parks donations will partially fund projects identified in the Parks Master Plan. For each dollar of parks donations, the Gas Production Proceeds Escrow will match up to $50,000. Beautification donations will fund Phase 2 of the Old Decatur Road landscaping, as well as, the painting of 10 street light poles. An additional 20 street light poles will be painted with funding from the General Fund. 30

32 BUDGET HIGHLIGHTS GENERAL ESCROW FUND The General Government Escrow Fund is being created this fiscal year to better track funds that are received and to be used for a specific purpose. The types of revenues budgeted in this fund are: hotel/motel tax, court technology fees, court security fees, gas production proceeds, and insurance deductibles and settlements. Expenditures include: Gas Production Proceeds will match up to $50,000 in parks donations for park projects identified in the Parks Master Plan. Court Technology fees will pay for the replacement of four ticket writers. The escrow being held for the Bailey Bowell Road Project will be transferred to the Capital Projects Fund as we begin construction of Phase 4. WATER/WASTEWATER ESCROW FUND The Water/Wastewater Escrow Fund is being created this fiscal year to better track funds that are received and to be used for a specific purpose. The types of revenues budgeted in this fund are: water and wastewater impact fees. Impact fees will be transferred to the Capital Projects Fund for the Saginaw Boulevard 12 water line and the SE 24 wastewater trunk main projects. 31

33 BUDGET PROCESS Budgeting is an essential element of the financial planning, control, and evaluation process of municipal government. The City Charter requires the City Manager to prepare and submit to the City Council a proposed budget at least forty-five days prior to the beginning of the fiscal year PREPARATON The budget process begins in May with the distribution of the budget calendar and budget preparation instructions from the City Manager. In keeping with the goals of the City, department heads are asked to update the department s five year plan and prepare budgets that provide for the effective operation of their department, without major increases to expenditures/expenses, and continue to provide for the necessary safety and quality of life for our citizens. All requests for additional personnel and capital outlay purchases are not included in the individual departments budget. Those items are prioritized and listed as special requests. Special requests are submitted, in priority order, as separate items and are not included in the proposed budget. Detailed support is prepared and presented for each request. PROPOSED BUDGET Using the above guidelines, each department head prepares a basic line-item budget that maintains the current level of service. In June, department heads submit the following budget reports to the Asst. City Manager/Finance Director. Prior year actual, current year budget, actual to date, projected year-end, and proposed budget. Estimated revenue for new fiscal year based on historical figures and carefully researched expectations of future trends. Special requests, prioritized and with extensive documentation. Goals and strategies for the new fiscal year. Performance measures, prior year actual, current year, and budget year. Five Year Plan including future staffing and capital requests. Update of departmental descriptions and activities. Each department s budget and five year plan is reviewed by the administrative staff (City Manager, Asst. City Manager/Finance Director and the Asst. Finance Director/Budget Analyst). The administrative staff makes changes, if necessary, to these budgets based on estimates of anticipated revenues to fund the budget and what services they believe are necessary to run the city effectively. After the administrative staff reviews the departments budgets they meet with the department heads again to review any changes. This gives the department heads a chance to discuss their requests with the administrative staff and present any further documentation that might be needed. At this time each department is asked to discuss the five year plan including future staffing and capital requests. After these meetings the administrative staff prepares a draft copy of the budget. It is at this time that the administrative staff decides whether to include cost of living raises, increase benefits, etc. 32

34 In July certified property tax values are received from the appraisal district. Based on the certified taxable value received from the appraisal district, the estimated tax revenue is adjusted if needed. The effective tax rate is calculated and the tax rate needed to meet budget requirements is determined. The Asst. Finance Director/Budget Analyst, under the direction of the City Manager and Asst. City Manager/Finance Director, then prepares the proposed budget document, posts, and publishes the required notices. The proposed budget is given to the Mayor and Council to review before the budget retreat. ADOPTION In August the City holds a Budget Retreat to work on the Proposed Budget. Persons in attendance at the Budget Retreat include the Mayor and City Council, City Manager, Asst. City Manager/Finance Director, Asst. Finance Director/Budget Analyst, City Secretary, Department Heads, and City Engineer. At the Budget Retreat, the Council reviews the support for the special requests and speaks with each Department Head. At this point the Council decides what items will be included in the budget and what type of funding will be needed. The council must decide if they are going to increase the tax rate, use undesignated surplus, increase fees, incur debt, seek grants, etc. to fund the budget. They may increase or decrease the cost of living raises, benefits, etc. added to the budget by administrative staff. These decisions are made in accordance with the financial policies of maintaining adequate fund balances, using fund balance for onetime expenses, and meeting debt service requirements. After the Budget Retreat, the Proposed Budget is revised. The Proposed Budget is filed with the City Secretary and is made available for inspection by any interested person during office hours. It is also posted on the City s website. The City Council holds a Public Hearing on the proposed budget and gives at least ten days notice of the Public Hearing in the official newspaper. The Asst. Finance Director/Budget Analyst is responsible for posting and publishing the required notices. After the Public Hearing, and before October 1 st, the Council must vote to adopt the budget and set the tax rate. The budget is adopted by resolution approved by the favorable votes of at least foursevenths (4/7) of the Council. The adopted budget is a public record and a copy is on file in the office of the City Secretary. A copy of the adopted budget is also filed with the County Clerk. IMPLEMENTATION Once the budget is adopted, detailed account information is compiled in the Budget Guidelines document. The Budget Guidelines document lists each line item and includes detailed support because it is used by the departments as a guide for operating their department. The City Manager is required to furnish the Council with monthly reports which show the prior month's expenditures and total expenditures to date for each budgeted activity. At mid-year the City Manager and Department Heads review the monthly reports to see how the revenue and expenditure predictions have faired, how well the departments have performed, and whether budget revisions are in order. The budget revisions are normally revisions to individual line items. This allows for a better year end projection for use in the next year s budget work session. Usually the departments overall totals remain the same or are reduced. Only if there is a very unusual circumstance is a department's overall budget total increased. 33

35 BUDGETARY CONTROL AND AMENDMENT The level of budgetary control is the department level in all funds. When budget adjustments among departments and/or funds are necessary, they must be approved by the City Council. If budget revisions are needed, a public hearing is set and a detailed report describing the amendments is presented to the City Council for discussion. Amendments are then adopted by a City Council vote. These approved revisions then modify the original budget. The City Council can amend the total appropriations for an individual fund. To guarantee compliance with the expenditure limitation, however, when one fund s total appropriation is increased, another fund s appropriation must be reduced by an equal amount. The City Council may also approve the transfer of appropriations within funds. This occurs most often in the case of capital improvement projects, where savings in one project are transferred to another project. These amendments, as well as uses of any contingency accounts also require Council approval. 34

36 City of Saginaw Budget Calendar Date April 30 May 15 May 28 May 30 June 11 June 13 June 25 July 9 July 25 July 27 Activity 1 st Estimate of 2014 taxable values received from TAD. 2 nd Estimate of 2014 taxable values received from TAD. Distribute budget instructions and worksheets to Department Heads. Prepare preliminary revenue estimates for budget. Department Heads submit budget requests to Asst. Finance Director/Budget Analyst. This includes 5 year plans with staffing and capital planning. 3rd Estimate of 2014 taxable values from TAD. Budget submitted to City Manager and Asistant City Manager/Finance Director. Pre-Budget Conferences held between City Manager, Asst. City Manager/Finance Director, Asst. Finance Director/Budget Analyst and Department Heads to discuss budget requests and five year plans. Receive 2014 certified appraisal roll from TAD and calculate Effective and Rollback Tax Rates. Final review and decisions on proposed budget. Prepare budget message. August 9 Budget Retreat for City Council, City Management, Department Heads and City Engineer. August 19 August 25 September 2 September 9 September 16 October 1 Council Meeting - Present Proposed Budget. Call for 2 public hearings if proposing a tax rate increase over effective tax rate. Publish Notice of Property Tax Rates in newspaper and on website. Council Meeting 1 st Public Hearing on Tax Rate and Proposed Budget. Special Council Meeting 2 nd Public Hearing on Tax Rate and Proposed Budget. Council Meeting - Public Hearing on Revised Budget, Public Hearing on Proposed Budget, vote to adopt tax rates, and water and wastewater rates. Fiscal year begins. 35

37 BUDGET SUMMARIES City of Saginaw The following summaries provide an overview of revenues and expenditures/expenses for all departments. 36

38 DESCRIPTION OF FUNDS The City of Saginaw budget is made up of various funds. A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. Funds are used to track revenues and expenditures/expenses for different programs and functions. All of the funds of the City can be divided into two categories governmental funds and proprietary funds. Governmental funds include the General Fund, Debt Service Fund, and Capital Projects Fund. Special revenues are accounted for in the Special Revenue Funds and are a type of Governmental fund. The City of Saginaw operates and maintains its own water and sewer utility system. The Enterprise Fund, a proprietary fund, is used to account for water and sewer utility system funds. The City s budgets of governmental funds (General Fund, Debt Service Fund, Capital Projects Fund and Special Revenue Funds) are prepared on a modified accrual basis. This means that obligations of the City such as outstanding purchase orders are budgeted as expenditures. However, revenues are recognized only when they are measurable and available. The budget of the City s proprietary fund (Enterprise Fund) is prepared using a full accrual basis. This means it recognizes expenses as encumbrances when a commitment is made, such as through a purchase order. Revenues, on the other hand, are recognized when they are earned by and due to the City (for example water user fees are recognized as revenue when bills are produced). The Comprehensive Annual Financial Report (CAFR) shows the status of the City s finances on a basis of generally accepted accounting principles (GAAP). In most cases, this conforms to the way the City prepares its budget. There are several exceptions: Compensated absences (accrued but unused vacation/sick leave and compensatory time) are not budgeted but are reported in the CAFR. Depreciation and gains or losses on assets are not budgeted but are reported in the CAFR. The CAFR shows fund revenues and expenditures/expenses on both a GAAP basis and Budget basis for comparison purposes. All of the City s funds that are included in the CAFR and audited by the independent auditors are appropriated. Each of the funds is listed and described below. GENERAL FUND The General Fund is the major operating fund of the City. It is used to account for all revenues and expenditures except those required to be accounted for in another fund. Expenditures for the General Administrative Office, the Municipal Court, the Fire Department, the Police Department, the Public Services Department, Park Maintenance, the Recreation and Community Services Department, the Library, the Inspections/Code Enforcement Department, the Fleet Maintenance Department, and the Economic Development Department are included in the City s General Fund. DEBT SERVICE FUND The Debt Service Fund is used to account for the accumulation of resources for, and the payment of, general obligation long-term debt principal and interest. CAPITAL PROJECTS FUND The Capital Projects Fund is used to account for the financing and construction of Governmental Fund projects funded by general obligation bonds, certificates of obligation bonds, or cash balances. 37

39 ENTERPRISE FUND The Enterprise Fund is used to account for operations of the City s water and sewer activities that are financed and operated in a manner similar to those of private business enterprises. Services of the Fund are intended to be self-supporting through user charges. The Enterprise Fund reimburses the General Fund for operating expenses such as building rental, data processing, and other administrative expenses. SPECIAL REVENUE FUNDS Special Revenue Funds account for resources restricted for specific purposes. This restriction may be legal or administrative. Saginaw s Special Revenue Funds consist of the CCPD (Crime Control and Prevention District) Fund, the Drainage Utility Fund, the Street Maintenance Fund, the General Government Escrow Fund, the Water/Wastewater Escrow Fund, and the Donations Fund. The CCPD Fund is used to track revenues from sales tax designated for this fund and expenditures related to the CCPD. The General Fund will be reimbursed for a portion of police officer salaries from this fund. The Drainage Utility Fund is used to account for operation of the City s drainage facilities. Services of the Fund are intended to be self-supporting through fees assessed on properties based on the storm water runoff they produce. The Drainage Utility Fund reimburses the General Fund for the salary and benefits of two maintenance workers and one half the salary and benefits of the Environmental Specialist. The Street Maintenance Fund tracks the revenues and expenditures from sales tax designated for street maintenance. Voters approved the adoption of a local sales and use tax at the rate of one-eighth of one percent to provide revenue for maintenance and repairs of existing municipal streets. These revenues cannot be used for building new streets. The City began receiving revenues in the latter part of The General Government Escrow Fund is used to track receipts that are to be used for a specific purpose. Examples of revenues and expenditures in this fund are hotel/motel tax, court technology fees, court security fees, insurance deductibles, gas production proceeds, and impact fees. The Water/Wastewater Escrow Fund is used to track receipts related to the utility operations that are to be used for a specific purpose. Examples of revenue in this fund are water and sewer impact fees. The Donations Fund is used to track revenues received through donations for specific purposes and the expenditure of these funds. Currently, donations are received for the Animal Shelter, Library, Parks, Beautification, the Senior Center, Police, and Fire. 38

40 USE OF FUND BALANCE Fund Amount Explanation of Fund Balance Use General Fund $ 509,935 For one time capital outlay and economic development loan Debt Service Fund $ 201,275 To lower the debt portion of the tax rate CCPD Fund $ 199,710 For one time capital outlay Drainage Utility Fund $ 530,940 For capital projects Donations Fund $ 80,615 For one time capital outlay Capital Projects Fund $ 248,000 For capital projects Enterprise Fund $ 895,375 For capital projects General Government Escrow Fund $ 262,550 For one time capital outlay and capital projects Water/Wastewater Escrow Fund $ 645,000 For capital projects 39

41 FUND STRUCTURE Total Budget $38,466,935 Governmental Funds $27,574,325 Proprietary Fund $10,892,610 Special Revenue Funds Enterprise Fund $3,085,475 $10,892,610 General Fund $13,268,180 Debt Service Fund $2,975,670 Gen. Administrative Capital Projects Fund $8,245,000 Gen. Administrative General Administrative $1,514,830 Municipal Court $189,465 Fire $2,947,330 Police Crime Control and Prevention District Fund $1,149,930 Police Drainage Utiltiy Fund $1,091,290 Public Services Street Maintenance Fund $300,000 Public Services General Governement Escrow Fund $318,550 General Administrative Water/Wastewater Fund $10,247,610 Public Services Water/Wastewater Escrow Fund $645,000 General Administrative $3,894,985 Donations Fund Public Services $225,705 $1,317,295 Parks Maintenance $251,020 Recreation & Community Serv. $857,640 Library $549,045 Inspections/Code Enforcement $715,840 Fleet Maintenance $528,230 Public Services $164,835 Library $49,120 Recreation & Community Serv. $950 Police $2,500 Fire $8,300 Economic Development $502,500 40

42 CONSOLIDATED BUDGET SUMMARY BY FUND SCHEDULE OF SOURCES AND USES OF FUNDS AND CHANGES IN FUND BALANCE GOVERNMENTAL FUNDS Debt Capital Drainage General Service Projects CCPD Utility Fund Fund Fund Fund Fund Revenues Property Taxes $ 3,771,755 $ 2,672,210 $ - $ - $ - Sales Taxes 4,200, ,000 Other Taxes 45,000 32,000 Franchise Fees 1,490,000 Licenses, Permits, Fines, and Fees 1,296,700 - Grant Assistance 81,905 - Interest Income 3, , Other Income 283, Charges for Services 560,000 Total Revenues $ 11,172,285 $ 2,704,935 $ 1,800 $ 950,220 $ 560,350 Other Financing Sources Transfers from other funds $ 1,585,960 $ 69,460 $ 1,127,000 $ - $ - Bond Proceeds 8,000,000 Use of Bond Funds 248,000 Use of Escrow Funds - Use of Beginning Fund Balance 509, , , ,940 Total Other Financing Sources $ 2,095,895 $ 270,735 $ 9,375,000 $ 199,710 $ 530,940 Total Available Resources $ 13,268,180 $ 2,975,670 $ 9,376,800 $ 1,149,930 $ 1,091,290 Operating Expenditures General Gov't/Economic Dev. $ 1,977,920 $ - $ 160,000 $ - $ - Municipal Court 189,465 Fire 2,918,730 Police 3,894,985 74,300 Recreation & Comm. Services 839,865 Library 549,045 Public Works 2,693, ,200 Total Operating Expenditures $ 13,063,730 $ - $ 160,000 $ 74,300 $ 102,200 Other Financing Uses Capital Outlay General Gov't/Economic Dev. $ 39,410 $ - $ - $ - $ - Municipal Court - Fire 28,600 Police - 227,000 Recreation & Comm. Services 17,775 Library - Public Works 118,665 8,085,000 12,000 Total Capital Outlay 204,450-8,085, ,000 12,000 Debt Service 2,975,670 Transfer to Other Funds , ,090 Total Other Financing Uses $ 204,450 $ 2,975,670 $ 8,085,000 $ 1,075,630 $ 989,090 Total Uses of Resources $ 13,268,180 $ 2,975,670 $ 8,245,000 $ 1,149,930 $ 1,091,290 Change in Fund Balance $ (509,935) $ (201,275) $ 883,800 $ (199,710) $ (530,940) Beginning Fund Balance $ 8,090,851 $ 1,311,696 $ 7,129,865 $ 732,376 $ 1,121,523 Ending Fund Balance $ 7,580,916 $ 1,110,421 $ 8,013,665 $ 532,666 $ 590,583 41

43 CONSOLIDATED BUDGET SUMMARY BY FUND SCHEDULE OF SOURCES AND USES OF FUNDS AND CHANGES IN FUND BALANCE GOVERNMENTAL FUNDS PROPRIETARY FUNDS Street General Water/Wastewater Maintenance Donations Escrow Escrow Enterprise Fund Fund Fund Fund Fund Revenues Property Taxes Sales Taxes Other Taxes Franchise Fees Licenses, Permits, Fines, and Fees Grant Assistance Interest Income Other Income Charges for Services Total Revenues Other Financing Sources Transfers from other funds Bond Proceeds Use of Bond Funds Use of Escrow Funds Use of Beginning Fund Balance Total Other Financing Sources Total Available Resources Operating Expenditures General Gov't/Economic Dev. Municipal Court Fire Police Recreation & Comm. Services Library Public Works Total Operating Expenditures Other Financing Uses Capital Outlay General Gov't/Economic Dev. Municipal Court Fire Police Recreation & Comm. Services Library Public Works Total Capital Outlay Debt Service Transfer to Other Funds Total Other Financing Uses Total Uses of Resources Change in Fund Balance Beginning Fund Balance Ending Fund Balance $ - $ - $ - $ - $ - 350,000 7,500 28,000 33, , ,000 27, ,000 8,454,500 $ 350,200 $ 145,090 $ 62,500 $ 33,000 $ 8,666,500 $ - $ - $ - $ - $ 685, , ,000 80, ,375 $ - $ 80,615 $ 262,550 $ 645,000 $ 1,581,110 $ 350,200 $ 225,705 $ 325,050 $ 678,000 $ 10,247,610 $ - $ - $ 30,000 $ - $ - 10,550 8,300 2, , ,000 37,500 7,107,460 $ 300,000 $ 90,250 $ 40,550 $ - $ 7,107,460 $ - $ - $ - $ - $ - 13,000 77,335 1,933,700-77,335 13,000-1,933, ,135-58, , , ,315 $ - $ 135,455 $ 278,000 $ 645,000 $ 3,140,150 $ 300,000 $ 225,705 $ 318,550 $ 645,000 $ 10,247,610 $ 50,200 $ (80,615) $ (256,050) $ (612,000) $ (895,375) $ 742,339 $ 304,367 $ 1,023,664 $ 1,398,193 $ 5,469,202 $ 792,539 $ 223,752 $ 767,614 $ 786,193 $ 4,573,827 42

44 CONSOLIDATED BUDGET SUMMARY BY FUND SCHEDULE OF SOURCES AND USES OF FUNDS AND CHANGES IN FUND BALANCE Revenues Property Taxes Sales Taxes Other Taxes Franchise Fees Licenses, Permits, Fines, and Fees Grant Assistance Interest Income Other Income Charges for Services Total Revenues Other Financing Sources Transfers from other funds Bond Proceeds Use of Bond Funds Use of Escrow Funds Use of Beginning Fund Balance Total Other Financing Sources Total Available Resources Operating Expenditures General Gov't/Economic Dev. Municipal Court Fire Police Recreation & Comm. Services Library Public Works Total Operating Expenditures Other Financing Uses Capital Outlay General Gov't/Economic Dev. Municipal Court Fire Police Recreation & Comm. Services Library Public Works Total Capital Outlay Debt Service Transfer to Other Funds Total Other Financing Uses Total Uses of Resources Change in Fund Balance Beginning Fund Balance Ending Fund Balance Total Total Total All Funds All Funds All Funds (Adopted) (Revised) (Actual) $ 6,443,965 $ 6,171,190 $ 5,708,646 5,500,000 5,579,000 5,594,881 84,500 58,000 93,178 1,490,000 1,415,000 1,503,183 1,357,700 1,380,795 1,437,140 81,905 74, ,686 8,385 28,600 23, ,925 1,546,875 2,029,658 9,014,500 8,679,500 8,893,291 $ 24,646,880 $ 24,933,235 $ 25,403,979 $ 3,468,155 $ 2,921,965 $ 4,059,700 8,000,000-9,337, ,000 1,008, ,550 19, ,219 2,417, ,185 1,637,870 $ 15,041,555 $ 4,874,330 $ 15,164,787 $ 39,688,435 $ 29,807,565 $ 40,568,766 $ 2,167,920 $ 1,957,275 $ 1,920, , , ,091 2,927,030 2,751,825 2,657,600 3,971,785 3,809,290 3,544, , , , , , ,888 10,240,880 9,566,085 9,128,283 $ 20,938,490 $ 19,558,000 $ 18,697,845 $ 39,410 $ 77,400 $ 2,032,706-11,450-28,600 18,580 23, , , ,769 17,775 20, ,346 10,226,700 3,046,285 3,765,274 10,552,485 3,284,215 5,968,738 3,507,805 4,022,885 3,804,342 3,468,155 2,921,965 4,059,700 $ 17,528,445 $ 10,229,065 $ 13,832,779 $ 38,466,935 $ 29,787,065 $ 32,530,624 $ (2,351,900) $ (1,931,865) $ 6,271,053 $ 27,324,076 $ 29,255,941 $ 22,984,887 $ 24,972,176 $ 27,324,076 $ 29,255,940 43

45 BUDGET SUMMARY TRANSFERS- ALL FUNDS DEBT CAPITAL DRAINAGE STREET GENERAL W/WW GENERAL SERVICE ENTERPRISE PROJECTS CCPD UTILITY MAINTENANCE DONATIONS ESCROW ESCROW TOTAL DESCRIPTION FUND FUND FUND FUND FUND FUND FUND FUND FUND FUND ALL FUNDS TRANSFERS IN From General Fund $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - From Enterprise Fund 604,855 69, ,315 From CCPD Fund 848, ,630 From Drainage Fund 116,355 40, , ,090 From Donations Fund 8,120 50,000 58,120 From Gen. Escrow Fund 8, , ,000 From W/WW Escrow Fund 645, ,000 TOTAL TRANSFERS IN $ 1,585,960 $ 69,460 $ 685,735 $ 1,127,000 $ - $ - $ - $ - $ - $ - $ 3,468,155 TRANSFERS OUT To General Fund $ - $ 604,855 $ 848,630 $ 116,355 $ 8,120 $ 8,000 $ - $ 1,585,960 To Debt Service Fund 69,460 - $ 69,460 To Enterprise Fund 40, ,000 $ 685,735 To Capital Projects Fund ,000-50, ,000 1,127,000 TOTAL TRANSFERS OUT $ - $ - $ 674,315 $ - $ 848,630 $ 977,090 $ - $ 58,120 $ 265,000 $ 645,000 $ 3,468,155 EXPLANATION OF TRANSFERS The General Fund recieves transfers from: Enterprise Fund CCPD Fund Drainage Fund Donations Fund General Escrow Fund for indirect costs such as Information Systems services, Administrative oversight, audit services, legal services, and building overhead costs. The Enterprise Fund also pays a portion of the cost of Fleet Maintenance expenses. for the salaries and benefits of 10 patrol officers, 1 public services offficer, 1 dispatcher, and 1/2 of a school resource officer. for the salaries and benefits of 2 drainage utility maintenance workers. for the salaries of 2 seasonal part time library pages. for the overtime of police officers acting as bailiff for the Municipal Court. The Debt Service Fund recieves a transfer from: Enterprise Fund for principal and interest payments on the revenue bond portion of the 2014 refunding. The Enterprise Fund receives transfers from: Drainage Fund W/WW Escrow Fund for 1/2 the salary and benefits of the environmental sepecialist. for impact fee funding of water and wastewater capital projects. The Capital Projects Fund receives transfers from: Drainage Fund Donations Fund General Escrow Fund for the Saginaw Blvd System 2 drainage project. for Parks Master Plan projects. for the Bailey Boswell Road construction project. 44

46 5-YEAR FUND SUMMARY REVISED ADOPTED % CHANGE ACTUAL ACTUAL ACTUAL BUDGET BUDGET FROM RESOURCES LAST YEAR GENERAL $ 11,859,867 $ 12,323,614 $ 12,685,019 $ 12,546,420 $ 12,758, % DEBT SERVICE 2,569,747 2,624,287 3,772,258 3,303,785 2,774, % CAPITAL PROJECTS 3,084, ,070 11,561,484 1,639,190 9,128, % CCPD 910,242 1,131, , , , % DRAINAGE UTILITY 429, , , , , % STREET MAINTENANCE 318, , , , , % DONATIONS 133, , , , , % GENERAL ESCROW ,500 - WATER/WASTEWATER ESCROW ,000 - ENTERPRISE 7,773,977 8,637,575 8,715,866 8,380,705 9,352, % TOTAL RESOURCES $ 27,079,690 $ 26,261,218 $ 38,801,677 $ 27,855,200 $ 36,115, % REVISED ADOPTED % CHANGE ACTUAL ACTUAL ACTUAL BUDGET BUDGET FROM USE OF RESOURCES LAST YEAR GENERAL $ 11,437,359 $ 12,285,649 $ 14,408,047 $ 13,016,290 $ 13,268, % DEBT SERVICE 2,507,338 2,335,288 3,626,781 3,487,865 2,975, % CAPITAL PROJECTS 5,565, ,650 5,224,961 2,647,920 8,245, % CCPD 910,242 1,131, ,786 1,037,010 1,149, % DRAINAGE UTILITY 220, , , ,155 1,091, % STREET MAINTENANCE 240, , , , , % DONATIONS 108, , , , , % GENERAL ESCROW ,550 - WATER/WASTEWATER ESCROW ,000 - ENTERPRISE 7,540,386 7,180,833 7,430,297 8,550,425 10,247, % TOTAL USE OF RESOURCES $ 28,530,532 $ 24,248,642 $ 32,530,624 $ 29,787,065 $ 38,466, % SURPLUS (DEFICIT) $ (1,450,842) $ 2,012,576 $ 6,271,053 $ (1,931,865) $ (2,351,900) Please see next page for Notes and explanation of variances Note 1 Note 2 Note 3 Note 4 Note 5 45

47 Explanation of Variances CITY OF SAGINAW 5-YEAR FUND SUMMARY Note 1 - Capital Projects Fund Deficit was $2,481,347 for the Fiscal Year due to construction of projects using bonds issued in a previous fiscal year. Total Surplus for all other funds was $1,030,505. Note 2 - The majority of this surplus comes from the Enterprise Fund and is due to an exceptionally hot, dry year. Note 3 - The $1,723,028 deficit in General Fund represents the expense for the City Hall project that was funded with cash balance. The $6,336,523 surplus in Capital Projects Fund is due to the bond sale revenue that will be spent the next year. The $1,285,569 surplus in the Enterprise Fund represents strong water sales and the delay of capital projects. Note 4 - The General Fund deficit of $469,870 represents one time capital purchases funded with cash and the completion of the City Hall project. The Debt Service Fund Deficit of $184,080 represents a planned draw down of fund balance for debt service. The $1,008,730 deficit in Capital Projects represents the use of bond funds issued in the previous year. The $82,010 deficit in the CCPD Fund represents one time capital expenses. The $169,720 deficit in the Enterprise Fund represents the use of fund balance for one time capital expenses. Note 5 - The planned deficit of $509,935 is a one time economic development incentive loan and planned capital outlay. There is a planned draw down of $201,275 in the Debt Service Fund. The $883,800 surplus in the Capital Projects Fund are bond sale proceeds that will be spent in FY15/16. The $199,710 deficit in the CCPD Fund represents one time capital expenses. The use of $530,940 of Drainage fund balance is due to a drainage improvement project that will be funded with previous years' collections. The draw down of the escrow fund balances is a result of projects being funded with previously collected impact fees. The use of $895,375 in the Enterprise Fund represents cash funding of capital projects. % Change From Last Year Debt Service Fund The 15% change represents the refunding of debt in FY 13/14. Capital Projects Fund The 450% change in resources is due to the the $8,000,000 planned bond sale in FY14/15 that will be spent in the coming years on the Bailey Boswell Project and the $820,000 transfer from Drainage Fund for Saginaw Blvd System 2 drainage improvements project. There are also transfers in of $207,000 from the Escrow Fund for Bailey Boswell and $50,000 for Parks Master Plan projects. Another $50,000 is transferred for Parks Master Plan projects from the Donations Fund. The 211% increase represents the expenses for these various projects, including the first construction phase of Bailey Boswell. CCPD Fund The 11% increase in uses of resources represents the replacement of an additonal patrol vehicle in FY14/15(3 instead of 2) and the replacement of the jail camera system. Drainage Utility Fund The 92% increase in uses of resources is due to the transfer of fund balance to the Capital Projects Fund for the Saginaw Blvd System 2 drainage improvement project. Street Maintenance Fund The 6% change in resources is due to the projected increase in sales tax collections. Donations Fund The 33% change in uses of resources represents $70,000 for the Old Decatur Rd landscaping and the $50,000 transfer for Parks Master Plan projects. General and Water/Wastewater Escrow Funds These funds are new for FY14/15. Escrows were previously part of the General and Enterprise Funds. Enterprise Fund The 12% increase in resources is a water rate increase of 5% and the transfer of impact fees from the W/WW Escrow Fund. The 20% increase in uses of resources is represents the projects to be contructed in FY14/15: Saginaw Blvd Water Line, Lawson/Watson Water Line, and the SE 24" Wastewater Trunk Main. 46

48 ALL FUNDS DISTRIBUTION OF REVENUES/RESOURCES Use of Escrow Funds 907,550 Use of Bond Funds 248,000 Use of Beginning Fund Balance 2,417,850 Property Taxes 6,443,965 Bond Proceeds 8,000,000 Sales Taxes 5,500,000 Other Taxes 84,500 Franchise Fees 1,490,000 Transfers from other funds 3,468,155 Charges for Services 9,014,500 Other Income 665,925 Licenses, Permits, Fines, and Fees 1,357,700 Grant Assistance 81,905 Interest Income 8,385 REVENUE/RESOURCES AS A PERCENT OF TOTAL 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% Use of Beginning Fund Balance Use of Escrow Funds Use of Bond Funds Bond Proceeds Transfers from other funds Charges for Services Other Income Interest Income Grant Assistance Licenses, Permits, Fines, and Fees Franchise Fees Other Taxes Sales Taxes Property Taxes 0%

49 ALL FUNDS DISTRIBUTION OF EXPENDITURES/USE OF RESOURCES Debt Service 3,507,805 Transfer to Other Funds 3,468,155 General Government 2,167,920 Municipal Court 200,015 Fire 2,927,030 Police 3,971,785 Recreation&Comm Serv 840,815 Capital Outlay 10,552,485 Library 590,045 Public Works 10,240,880 EXPENDITURES/USE OF RESOURCES AS A PERCENT OF TOTAL 100% 90% 80% 70% 60% 50% 40% 30% Transfer to Other Funds Debt Service Capital Outlay Public Works Library Recreation&Comm Serv Police Fire Municipal Court General Government 20% 10% 0%

50 ALL FUNDS DISTRIBUTION OF EXPENDITURES BY TYPE Debt Service $3,507,805 9% Interfund Transfers $3,468,155 9% Personal Services $11,104,490 29% Capital Outlay $10,552,485 27% Operating $9,834,000 26% 100% EXPENDITURES BY TYPE 5 YEAR COMPARISON 90% 80% 70% 60% 50% 40% Interfund Transfers Debt Service Capital Outlay Operating Personal Services 30% 20% 10% 0%

51 CAPITAL OUTLAY/SPECIAL REQUESTS APPROVED FOR FUNDING SOURCE TOTALS GENERAL ENTERPRISE CCPD DRAINAGE DONATIONS ESCROW TOTAL FUND FUND FUND UTILITY FUND FUND FUNDED $ 405,493 $ 1,288,700 $ 227,000 $ 12,000 $ 65,455 $ 708,000 General Administrative Office Replace 3 City Council ipads 1, ,500 Replace 2 computer servers at city hall 17, ,000 Replace a car for city hall 20, ,000 Replace time stamp and letter opener at city hall IT Technician 72, , TOTAL $ 111,750 $ - $ - $ - $ - $ - $ 111,750 Municipal Court Replace 4 ticket writers and supporting equipment ,000 13,000 - TOTAL $ - $ - $ - $ - $ - $ 13,000 $ 13,000 Fire Increase overtime/change holiday compensation 34, ,105 Replace 7 desktop computers & 4 MDTs 8, ,600 Increase funding in equipment replacement account 20,000 ***GRANT FUNDED, BUDGET AS CAPITAL OUTLAY*** - 20,000 GEO Code Fire Hydrants ***FUNDED IN ENTERPRISE FUND*** TOTAL $ 62,705 $ - $ - $ - $ - $ - $ 62,705 Police None TOTAL $ - $ - $ - $ - $ - $ - - Public Services Ford F150 Pickup Truck 22, ,000 Painting Street Lights Poles (30) 4, ,335-7,000 Repairs to Log Cabin 15, ,000 Quiet Zone at Industrial Blvd and , , TOTAL $ 102,665 $ - $ - $ - $ 2,335 $ - $ 105,000 Parks Park Project Funds ,000 50, ,000 TOTAL $ - $ - $ - $ - $ 50,000 $ 50,000 $ 100,000 Recreation & Community Services Expand Recreation Center Hours on Friday 5, ,820 Two Treadmills 10, ,475 Volleyball Standards 2, ,500 Paint Gymnasium Walls at Recreation Center 1, ,600 Replace Countertops at Rec Office 3, ,200 - TOTAL $ 23,595 $ - $ - $ - $ - $ - $ 23,595 Library Salary Increase and Title Change for Library Assistant in Charge of Adult Basic Education 2,925 ***UPGRAD FROM 7 TO 8 (SR LIBRARY ASST) BRING UP TO MINIMUM*** 2,925 Salary Increase and Title Change for Children's Library Assistant - beginning 1/1/15 2,364 ***UPGRAD FROM 7 TO 8 (SR LIBRARY ASST) ON 1/1/15 UP TO MIN*** 2,364 - TOTAL $ 5,289 $ - $ - $ - $ - $ - $ 5,289 Inspections/Code Enforcement Addition of Inspector (Grade 15) 68,307 ***POSITION TO BE FILLED IN JANUARY GRADE 14*** 68,307 Create a Permit Tech. Pay Grade (5% Pay Increase) 2,125 *** POSITION GRADE FROM 7 TO 8 (SR ADMIN CLERK) 5% INC*** 2,125 Full Time Shelter Technician (Grade 6) - PT approved 13,057 ***PT SHELTER ATTENDANT $8/HOUR FOR 25 HOURS/WEEK*** 13,057 Stainless Steel Cat Cages 16, ,000 - TOTAL $ 99,489 $ - $ - $ - $ - $ - $ 99,489 Fleet Maintenance Economic Development TOTAL $ - $ - $ - $ - $ - $ - - TOTAL $ - $ - $ - $ - $ - $

52 CAPITAL OUTLAY/SPECIAL REQUESTS APPROVED FOR FUNDING SOURCE TOTALS GENERAL ENTERPRISE CCPD DRAINAGE DONATIONS ESCROW TOTAL FUND FUND FUND UTILITY FUND FUND FUNDED $ 405,493 $ 1,288,700 $ 227,000 $ 12,000 $ 65,455 $ 708,000 $ 405,493 $ - $ - $ - $ 52,335 $ 63,000 $ 520,828 Crime Control and Prevention District Patrol Cars (3) , ,000 Jail Camera System , ,000 Radio Repeater , ,000 Carpeting , ,000 - TOTAL $ - $ - $ 227,000 $ - $ - $ - $ 227,000 Water & Wastewater One (1) F250 Pickup Truck - 22, ,000 Sewer Vactor Truck (net of trade in value) - 195, ,000 Water/Wastewater Line Replacement Projects - 1,006, ,000 1,651,700 GPS all Valves, Manholes & Fire Hydrants - 65, ,000 - TOTAL $ - $ 1,288,700 $ - $ - $ - $ 645,000 $ 1,933,700 Drainage Utility Fund Grouted Rock Rip Rap on sides of Taylor St pilot channel , ,000 - TOTAL $ - $ - $ - $ 12,000 $ - $ - $ 12,000 Street Maintenance Fund None - TOTAL $ - $ - $ - $ - $ - $ - - Donations Fund Animal Control Store Front Window ,000-5,000 Parks None Library Two Seasonal PT circulation positions ,120-8,120 Beautification Senior Center Fire Department None - TOTAL $ - $ - $ - $ - $ 13,120 $ - $ 13,120 TOTAL ALL FUNDS $ 405,493 $ 1,288,700 $ 227,000 $ 12,000 $ 65,455 $ 708,000 $ 2,706,648 51

53 GENERAL FUND City of Saginaw The General Fund is used to account for all revenues and expenditures except those required to be accounted for in another fund. Expenditures for the General Administrative Office, Municipal Court, Fire, Police, Public Services, Parks, Inspections/Code Enforcement, Recreation and Community Services, Library, Fleet Maintenance, and Economic Development are included in the City s General Fund. 52

54 GENERAL FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Current Property Taxes $ 3,500,377 $ 3,497,300 $ 3,771,755 Sales Tax 4,255,424 4,300,000 4,200,000 Other Taxes, Fees, & Fines 2,976,180 2,822,795 2,831,700 Interest on Investments 10,306 10,000 3,000 Grant Assistance 57,337 69,775 81,905 Other Revenue 312, , ,925 Transfers from Other Funds 1,572,750 1,501,865 1,585,960 Use of Fund Balance 1,723, , ,935 TOTAL REVENUES $ 14,408,047 $ 13,016,290 $ 13,268,180 EXPENDITURES General Administrative Office $ 3,674,740 $ 2,482,225 $ 1,514,830 Municipal Court 184, , ,465 Fire 2,671,137 2,765,205 2,947,330 Police 3,486,633 3,701,890 3,894,985 Public Services 1,788,858 1,192,275 1,317,295 Parks 200, , ,020 Recreation and Community Services 737, , ,640 Library 488, , ,045 Inspections/Code Enforcement 602, , ,840 Fleet Maintenance 508, , ,230 Economic Development 64,778 41, ,500 TOTAL EXPENDITURES $ 14,408,047 $ 13,016,290 $ 13,268,180 53

55 BUDGET DETAIL General Fund Major Revenue Sources Transfers In, $1,585,960 Interest on Investments, $3,000 Grant Assistance, $81,905 Use of Fund Balance, $509,935 Current Property Taxes, $3,771,755 Other Income, $283,925 License, Permits, Fines, and Fees, $1,341,700 Franchise Fees, $1,490,000 Sales Tax, $4,200,000 REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET DESCRIPTION Current Property Taxes $ 3,193,645 $ 3,430,834 $ 3,500,377 $ 3,497,300 $ 3,771,755 Sales Tax 3,819,913 4,088,208 4,255,424 4,300,000 4,200,000 Franchise Fees 1,332,768 1,552,095 1,503,183 1,415,000 1,490,000 License, Permits, Fines, and Fees 1,312,205 1,356,195 1,438,347 1,407,795 1,341,700 Other Income 367, , , , ,925 Grant Assistance 151,412 76,328 57,337 69,775 81,905 Interest on Investments 14,235 13,386 10,306 10,000 3,000 Transfers In 1,668,620 1,522,850 1,572,750 1,501,865 1,585,960 Use of Fund Balance - - 1,723, , ,935 $ 11,859,867 $ 12,323,613 $ 14,408,047 $ 13,016,290 $ 13,268,180 54

56 GENERAL FUND OVERVIEW OF REVENUES The City of Saginaw's General Fund accounts for resources that are traditionally associated with governmental activity and which are not required to be accounted for in another fund. These resources are used for expenditures of the General Administrative Office, Municipal Court, Fire, Police, Public Services, Parks, Recreation & Community Services, Library, Inspections/Code Enforcement, Fleet Maintenance, and Economic Development Departments of the General Fund. Below is an overview of the General Fund Revenues. The City's revenues are reviewed individually and are based on trend analysis. CURRENT PROPERTY TAXES: Taxable values have increased as a result of the current economic conditions and slow growth throughout the City. The July certified taxable value from TAD is $1,276,285,587. This is $56,965,436 more than last year's adjusted taxable value of $1,219,320,151. The taxable value of new construction is $7,780,448. In Millions $2,000 $1,500 $1,000 $500 $0 TAXABLE VALUE $914 $1,025 $1,117 $1,128 $1,138 $1,112 $1,193 $1,164 $1,219 $1, The 2013 tax rate was.51. The 2014 effective tax rate is The effective tax rate is the rate required to generate the same tax dollars as last year. The rollback rate is A tax rate of has been used for the budget. The estimated General Fund tax revenue is $3,771,755 with a 99% collection rate. TAX DEBT M&O SALES TAX TOTAL YEAR RATE RATE ADJUSTMENT RATE ( ) ( ) DIFFERENCE OVER/(UNDER) LAST YEAR Taxable Value $ 1,276,285,587 Total Rate Total Revenue $ 6,509,056 Debt Rate Debt Revenue $ 2,699,204 M&O Rate M&O Revenue $ 3,809,853 55

57 With a tax rate of , the maintenance and operation rate for the General Fund will be 59% of the total tax rate and the portion for the Interest and Sinking Fund will be 41% of the total tax rate. Since 1995 the City of Saginaw has contracted with Tarrant County for the billing and collection of current and delinquent property taxes. The fee for this service is $1.10 per account. In Thousands PROPERTY TAX REVENUE $5,000 $4,000 $3,000 $2,356 $2,463 $2,281 $2,000 In Thousands $3,500 $3,497 $3,772 $3,194 $3,194 $3,431 $2,610 DELINQUENT PROPERTY TAX REVENUES $1,000 0 $ SALES TAX The total sales tax rate for the City of Saginaw is two percent (2%). The tax is split as follows; one-eighth of one percent to provide revenue for maintenance and repairs of existing municipal streets (Street Maintenance Fund), three-eighths of one percent for the Crime Control and Prevention District (CCPD Fund), one-half of one percent to reduce property taxes and one percent for General Fund revenues. These graphs represent the one cent sales tax that is collected for the General Fund and the citizenapproved one-half cent sales tax that is collected to reduce the property tax. In In Thousands Thousands $5, $4,093 $4,059 $4,000 $3, $2, $1, $ $4,414 PENALTY SALES & INTEREST TAX REVENUES REVENUES $3,852 0 $3,856 $3,820 $4,088 $4,255 $4,300 $4, FRANCHISE FEES - UTILITIES Franchise taxes are fees paid by utilities and other industries for the use of streets, right-of-ways and other city property to distribute their services. Utility companies that pay the City franchise taxes include Oncor Electric, Atmos Gas and Southwestern Bell. Revenue estimates for refelect the change in timing of electric franchise fees. We will now receive payments quarterly instead of annually. In Thousands $1,500 $1,000 In Thousands $500 $985 $993 $1,009 FRANCHISE FEE REVENUES - UTILITIES $974 $886 $927 SALES TAX REVENUES $1,109 $1,021 $920 $1,020 $

58 FRANCHISE FEES - WASTE DISPOSAL The City of Saginaw bills and collects residential garbage fees. The City retains 10% of the residential billing and receives 8% of the commercial billing from the contractor. This is the net amount of collections after payments to our contractor. The approved budget is based on current collection trends. In Thousands $250 $2,000 $200 $1,500 $150 $1,000 $100 $500 $50 $0 $0 SALES FRANCHISE TAX REVENUES FEE USED REVENUES TO REDUCE - WASTE PROPERTY DISPOSAL TAXES $212 $205 $184 $200 $142 $152 $156 $161 $150 $184 $95 $212 $156 $161 $205 $200 $150 $152 $142 $ FRANCHISE TAX - CABLE TV This is based on anticipated year-end actual revenues and a slight downward trend. In Thousands FRANCHISE FEE REVENUES - CABLE TV $400 $300 $200 $100 $0 $259 $271 $290 $270 $167 $219 $245 $64 $83 $ LICENSE, PERMIT, FINE, AND FEE REVENUE These revenues include Municipal Court Fines and Fees, Recreation Fees, Permits and Library Fines and Fees. The estimate is based on current trends. Court Security Fees, Court Technology Fees, and Gas Production Proceeds will be budgeted in the General Escrow Fund beginning in FY FRANCHISE FEE REVENUES - UTILITIES $1,500 In In Thousands Thousands LICENSE, PERMIT, FINES AND FEES $1,392 $1,348 $1,269 $1,384 $1,338 $1,312 $1,356 $1,438 REVENUE $1,408 $1,438 $1,408 $1,600 $1,269 $1,384 $1,338 $1,392 $1,348 $1,312 $1,356 $1,200 $1,342 $1,342 $1,000 $800 $400 $

59 GENERAL FUND SALES TAX REVENUE The Texas Comptroller of Public Accounts is responsible for collecting sales tax revenues and disbursing sales tax revenues to the various taxing jurisdictions. The Texas state sales and use tax rate is 6.25%, but local taxing jurisdictions (cities, counties, special purpose districts, and transit authorities) may also impose sales and use tax up to 2% for a total maximum combined rate of 8.25%. The City of Saginaw imposes the maximum rate of two percent (2%). One and one-half percent goes into the General Fund. One third of that is used to offset the property tax rate and reduce property taxes. In Thousands $3,500 $3,000 $2,729 $2,706 $2,943 $2,568 $2,571 $2,547 $2,725 $2,837 $2,867 $2,800 $2,500 $2,000 $1,500 $1,000 $500 $ SALES TAX GENERAL FUND REVENUES 1.5% In Thousands $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 $1,364 $1,353 $1,471 $1,363 $1,418 $1,433 $1,400 $1,284 $1,285 $1, SALES TAX USED TO REDUCE PROPERTY TAX 0.5% 58

60 GENERAL FUND EXPENDITURES BY DEPARTMENT Library $549,045 4% Inspections/Code Enforcement $715,840 5% Fleet Maintenance Economic Development $528,230 $502,500 4% 4% General Administrative $1,514,830 11% Municipal Court $189,465 2% Recreation and Community Services $857,640 7% Parks $251,020 2% Fire $2,947,330 22% Public Services $1,317,295 10% Police $3,894,985 29% REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET DEPARTMENT General Administrative $ 1,985,163 $ 2,267,349 $ 3,674,740 $ 2,482,225 $ 1,514,830 Municipal Court 196, , , ,765 $ 189,465 Fire 2,419,815 2,615,169 2,671,137 2,765,205 $ 2,947,330 Police 3,347,094 3,444,158 3,486,633 3,701,890 $ 3,894,985 Public Services 973,764 1,353,297 1,788,858 1,192,275 $ 1,317,295 Parks , ,560 $ 251,020 Recreation and Community Services 927, , , ,470 $ 857,640 Library 501, , , ,290 $ 549,045 Inspections/Code Enforcement 572, , , ,230 $ 715,840 Fleet Maintenance 522, , , ,930 $ 528,230 Economic Development ,504 64,778 41,450 $ 502,500 TOTAL EXPENDITURES $ 11,446,075 $ 12,285,647 $ 14,408,047 $ 13,016,290 $ 13,268,180 59

61 $12,000,000 CITY OF SAGINAW GENERAL FUND EXPENDITURES BY FUNCTION $10,000,000 $8,000,000 $6,000,000 $4,000,000 Personal Services Supplies and Services Capital and Transfers $2,000,000 $ ACTUAL ACTUAL ACTUAL REVISED ADOPTED BUDGET BUDGET ACTUAL ACTUAL ACTUAL REVISED ADOPTED EXPENDITURE Personal Services $ 8,579,917 $ 8,831,535 $ 8,920,226 $ 9,452,875 $ 9,943,495 Supplies and Services 2,493,920 2,555,969 2,600,342 2,777,365 3,120,235 Capital and Transfers 372, ,143 2,887, , ,450 TOTAL EXPENDITURES $ 11,446,075 $ 12,285,647 $ 14,408,047 $ 13,016,290 $ 13,268,180 60

62 GENERAL FUND OVERVIEW OF EXPENDITURES The Department Heads and Supervisors were asked to budget for what is necessary to maintain the current level of service and to make recommendations for what would be needed to achieve the City s goals within the framework of the strategies developed through the City s long range planning initiative. The current health insurance provider, United Health Care, offered to renew our current plan with a 22% increase. We were able to make modifications to the health insurance plan and negotiate an 8.11% increase. The City will fund the cost increase for the employees individual coverage. Employees will pay an additional $60 per month for spouse only coverage, an additional $44 per month for children only coverage, or an additional $101 per month for full family coverage. The City will continue to provide a $365 per month contribution for dependent coverage. There will be no change for dental insurance as this will be the second year of a two year negotiated contract. Total cost to the General Fund is $54,222. This budget includes a 2% increase in the salary plan. Department heads will have the option of awarding up to a 2% increase based on each employee s performance. Total cost to the General Fund is $154,724. The budget includes 5% step increases for those employees not already at the mid-point (City Goal) of the pay plan. For those with more than five years tenure the raise will be effective October 1 and for those with less, it will be effective on the anniversary date. Total cost to General Fund is $118,908. The following is an overview of the major changes by department. Each Department s budget will now include funding for gas and electric utilities, telephone expense and janitorial expense. Previously General Administration budgeted the full amount for utilities and telephone and Public Services the full amount of janitorial expense. GENERAL ADMINISTRATIVE OFFICE: This department's budget decreased from $2,482,225 to $1,514,830 for a 39% decrease from last year s revised budget. This decrease is due the transfer of $250,000 for a lease purchase payment of the fire truck in FY 13/14; for the next four years, this payment will be made directly from the Debt Service Fund. There was transfer for the completion of the City Hall project ($239,000) in FY 13/14. The cost distribution of utility and telephone reduced this budget by $482,140 in FY14/15. These reductions are partially offset by the addition of an IT Technician position that is added in FY 14/15 and salary and related benefits increases. MUNICIPAL COURT: This department's budget decreased 5% from $199,765 to $189,465. This decrease is due to ticket writers being purchased out of the General Escrow Fund in FY 14/15. FIRE: This department's budget increased 7% from $2,765,205 to $2,947,330. The increase is due to the salary adjustment, additional holiday pay for fire department personnel, and related benefits. The Fire Department will pay its share of telephone, utilities, and janitorial expense. 61

63 POLICE: This department's budget increased 5% from $3,701,890 to $3,894,985. The increase is due to the salary adjustment and related benefits, telephone, utilities, and janitorial expense. PUBLIC SERVICES: This department's budget increased from $1,192,275 to $1,317,295 or 10% due to a vehicle replacement and the construction of a quiet zone railroad crossing at Industrial Blvd and Highway 287 budgeted in FY 14/15. Increases are also included for salary adjustments and related benefits, telephone and utilities. The electric expense for street lights is included in this budget. These increases are partially offset by the decrease in janitorial expense which is now distributed to each department and a budgeted decrease in building maintenance and repairs. The FY13/14 budget included funding for the replacement of three air conditioning units and two water heaters which will not be required in FY 14/15. PARKS The Parks Department budget increased from $247,560 to $251,020 or 1%. Increases for salary adjustments, related benefits, telephone, janitorial, and utility expense are offset by no capital outlay funding in FY 14/15. RECREATION & COMMUNITY SERVICES: This department's budget increased 16% from $738,470 to 857,640. The increases are due to salary adjustments, related benefits, worker s compensation for seasonal employees, telephone, janitorial, and utility expenses. Funding is also included for recreation equipment replacement and facility maintenance. LIBRARY: This department's budget increased 6% from $520,290 to $549,045 due to the salary adjustment and related benefits, telephone, janitorial, and utility expenses. There are two positions being upgraded as well as the additional of two seasonal part-time positions. INSPECTIONS/CODE ENFORCEMENT: This department s budget increased 23% from $583,230 to $715,840. The increases are due to the salary adjustment, related benefits, telephone, janitorial, and utility expenses. Funding in FY 14/15 includes an additional Inspector and Shelter Attendant. Animal control expenses are increased due to the increased quarantine activity and cat cages will be replaced. FLEET MAINTENANCE: This department's budget decreased from $543,930 to $528,230 for a 3% decrease. The increases due to janitorial, telephone, and utility expenses are offset by savings in supplies and salaries. ECONOMIC DEVELOPMENT: This department's budget increased from $41,450 to $502,500 for FY 14/15. This increase is due to a one time economic development incentive loan for the Mariposa Apartments at Spring Hollow. 62

64 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL GENERAL ADMINISTRATIVE OFFICE Citizens of Saginaw Mayor and City Council City Secretary (1) City Manager (1) Asst. Finance Director/Budget Analyst (1) Asst. City Manager/ Finance Director (1) Information Services (2) Administrative Assistant/Human Resources Manager (1) Administrative Assistant/Office Coordinator (1) *Administrative Technician - Court (1) **Administrative Technician - W/WW (1) *Court Clerk (1) **Administrative Clerk (2) TITLE Administrative Assistant/Human Resources Manager Administrative Assistant/Office Manager 1 1 Information Services Manager 1 Information Technology Technician FISCAL YEAR City Manager Asst. City Manager/Finance Director Asst. Finance Director/Budget Analyst City Secretary TOTAL: The General Administrative Office Department houses the offices listed above. Those positions highlighted in gray are paid out of the General Administrative Office budget. *These positions are paid out of the Municipal Court budget. **These positions are paid out of the Water & Wastewater budget. In FY14/15 a IT Technician is added. 63

65 GENERAL ADMINISTRATIVE OFFICE CITY OF SAGINAW DEPARTMENT DESCRIPTION The General Administrative Office includes the Mayor, six Councilmembers and the staff listed below. The City Council is responsible for making policy decisions relative to the types and level of services provided, adopting ordinances, approving major purchases and contractual agreements, adopting the Annual Budget and making appointments to various positions. Among the appointments made by the City Council are the City Manager, City Secretary, Municipal Judge, City Attorney and City Engineer. The General Administrative Office provides computer-related services for the City. This includes training, development of system software to suit the needs of various activities, technical assistance for all departments and prioritizing computer hardware and software needs. The City Manager is the Chief Administrative Officer of the City. Responsibilities of the City Manager include the general administration of all City Departments, reviewing and updating all management policies and regulations and enforcing the ordinances and laws of the City. The Assistant City Manager/Finance Director is responsible for the financial administration of the City. This includes recording and reporting financial transactions, maintaining the permanent accounting records, assisting with the preparation of the Annual Budget and investing any idle funds. The Assistant Finance Director/Budget Analyst is responsible for completing monthly bank reconciliations, as well as other general ledger reconciliations, serves as the City's contact with outside agencies including the Tarrant County Tax Office, preparation of the Annual Budget, coordinating the annual audit, preparation of the Comprehensive Annual Financial Report (CAFR) and the annual Truth-in-Taxation requirements. The City Secretary is also the Records Management Officer. The City Secretary is responsible for recording and maintaining the City Council minutes, agendas, ordinances, resolutions and other official City records. The City Secretary is responsilbe for tracking open records requests and issuing solitors' permits. This office is also responsible for municipal elections, monthly reports, records management and all administrative and clerical duties as prescribed by the City Council and/or the City Manager. The Administrative Assistant/HR Manager is responsible for personnel and payroll issues, benefits administration, testing applicants, and insurance and workers' compensation claims. The Information Services Manager and IT Technician assists all departments with computer and telephone problems. The Administrative Assistant/Office Coordinator is responsible for directing incoming calls, accounts payable, assisting customers and supervising the activities of the front office clerical staff. In addition to the seven listed above there are five more employees in this office. They are responsible for utility billing and collection, daily accounts receivable collection and posting, reconciliation of the daily deposit, garage sale permits, and assisting the Municipal Court by answering calls and taking payments for citations. They are listed in the Municipal Court and Water & Wastewater budgets. 64

66 GENERAL ADMINISTRATIVE OFFICE CITY OF SAGINAW EXPENDITURE SUMMARY REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 774,381 $ 771,982 $ 817,145 $ 917,795 Operating 729, , , ,990 Contract Services 355, , , ,635 Capital Outlay and Transfers 407,527 1,819, ,400 39, TOTALS $ 2,267,349 $ 3,674,740 $ 2,482,225 $ 1,514,830 In Thousands $2,500 $2,250 $2,000 $1,750 Personal Services Operating $1,500 $1,250 $1,000 Contract Services Capital Outlay and Transfers $750 $500 $250 $

67 GOALS, OBJECTIVES AND PERFORMANCE MEASURES GENERAL ADMINISTRATIVE OFFICE GOAL: To improve the quality of life for all citizens by providing municipal services in a timely, efficient, professional and fiscally responsible manner. City FY FY FY Strategy Department Goal Department Achievement Department Goal Adopt a tax rate that allows us to maintain current services and staffing levels. Adopted a tax rate of 51 cents to allow for funding of current operations and covers the cost of voter approved debt. Adopt a tax rate that allows us to maintain current services and staffing levels. Maintain service and staffing levels Continue to offer competitive salary and benefits in order to hire and retain quality employees in all departments. Provided step increases of up to 5% and a salary adjustment of 3% for all full time employees. Continue to offer competitive salary and benefits in order to hire and retain quality employees in all departments. Control the cost of employee health insurance by continuing to take competitive bids for these services and evlaluate plan options. Negotiated a renewal rate increase of 8.11% instead of the proposed 22% increase for employee health insurance. Control the cost of employee health insurance by continuing to take competitive bids for these services and evlaluate plan options. Seek alternate sources of funding and use interlocal agreements to increase levels of service or cost savings Ctiy will share cost of Old Decatur Road project. City will share cost of sewer line replacement at Bluebonnet St. and Franklin Ave. Have new processes and procedures in place at new city hall to maintain or increase customer service levels. This project was ongoing during FY 13/14. These sewer line replacement projects were not completed. Improved daily deposit procedure resulting in more accuracy and accountability. Upon construction completion of Old Decatur Rd. by Tarrant County, the city will provide for landscaping. City will share cost of sewer line replacement at Bluebonnet St. Developer contributions and impact fees will help fund the Bailey Boswell Road project. Maintain adequate reserve funds to operate the city in case of a financial emergency Add $100,000 to General Fund Emergency Reserves and $100,000 to Enterprise Fund Emergency Reserves Maintain Moody's rating of Aa3 and Standard and Poor's rating of AA-/Stable Added $100,000 to General Fund Emergency Reserves and $100,000 to Enterprise Fund Emergency Reserves Standard and Poor's rating increased from AA- to AA Stable. Add $100,000 to General Fund Emergency Reserves and $100,000 to Enterprise Fund Emergency Reserves Maintain Moody's rating of Aa3 and Standard and Poor's rating of AA Stable Maintain and upgrade the City's infrastructure to assure quality services Partner with Tarrant County for street repairs: Roberts, Bristol, Westcliff, Reed Ave., Taos Ct., West Hills, Normandy, E. Bailey Boswell. Completed reconstruction of Robets, Bristol, Reed, Normandy, and spot repairs on East Bailey Boswell and S. Knowles. Partner with Tarrant County for street repairs: Green Ave., West Hills Terrace, Westcliff, N. Knowles, and spot repairs on East Bailey Boswell. 66

68 GOALS, OBJECTIVES AND PERFORMANCE MEASURES GENERAL ADMINISTRATIVE OFFICE LONG TERM OBJECTIVES To receive the GFOA s Distinguished Budget Presentation Award every year. To maintain financial records that receive the GFOA s Certificate of Achievement for Excellence in Financial Reporting every year Perform all Truth-In-Taxation requirements before September 30th Distribute agenda packets within four days before each council meeting Process 95% of all open record requests within five days of receipt and all requests within state law Pull all inactive records scheduled for destruction and have them shredded and recycled Pay 100% of invoices within 30 days of receipt PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Elections Held Council Meetings Ordinances and Resolutions Prepared Open Records Requests Open Records Copies Made ,103 3, Water and Sewer Deposits , Garage Sale Permits Issued 1,297 1,311 1,222 1,127 1,300 Accounts Payable Checks 3,305 2,945 2,954 2,925 2,950 67

69 GOALS, OBJECTIVES AND PERFORMANCE MEASURES GENERAL ADMINISTRATIVE OFFICE CITY SECRETARY'S OFFICE Performance Measures Council Meetings Ordinances and Resolutions Prepared Open Records Requests 3,500 CUSTOMER SERVICE OFFICE Performance Measures 3,000 2,500 2,000 1,500 1, Water and Sewer Deposits Garage Sale Permits Issued Accounts Payable Checks 68

70 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL MUNICIPAL COURT Citizens of Saginaw Mayor and City Council City Secretary (1) City Manager (1) Asst. Finance Director/Budget Analyst (1) Asst. City Manager/ Finance Director (1) Information Services Manager (1) Administrative Assistant/Human Resources Manager (1) Administrative Assistant/Office Coordinator(1) *Administrative Technician - Court (1) **Administrative Technician - W/WW (1) *Court Clerk (1) **Administrative Clerk (2) TITLE Municipal Court Judge *** Administrative Technician - Court Court Clerk TOTAL: FISCAL YEAR The General Administrative Office Department houses the offices listed above. Those positions highlighted in gray are paid out of the Municipal Court budget. *These positions are paid out of the Water & Wastewater budget. **These positions are paid out of the General Administrative Office budget. ***The Municipal Court Judge became a contract position when the Municipal Court became a Court of Record. 69

71 DEPARTMENT DESCRIPTION MUNICIPAL COURT The Municipal Court is located at City Hall and is staffed with an Admin Technician-Court and a Court Clerk. Three clerks in the Water & Wastewater Department assist the Municipal Court and are paid from the Enterprise Fund. Another clerk also assists and is paid from the General Fund. This office is responsible for maintaining court records, processing clerical work, and administering daily operations of the court such as issuing warrants, subpoenas, notices, receiving and maintaining court dockets, perfecting appeal bonds, attending trials, and performing all duties prescribed by State Law. The Municipal Court accepts payments in the form of cash, check, money order, debit card and credit card. Citations may also be paid online. The Municipal Court has original and exclusive jurisdiction over violations of city ordinances. The Municipal Court also has concurrent jurisdiction with justice of the peace courts over Class C misdemeanor criminal cases within the City where the punishment, upon conviction, is by fine only. This court does not have jurisdiction in most civil cases but does have limited civil jurisdiction in cases that involve owners of dangerous dogs. The Municipal Court Judge helps citizens understand what their options are regarding their citation. If they want to offer explanations or defenses regarding their citation they must see the prosecutor. The prosecutor is an attorney with the law firm of Taylor, Olson, Adkins, Sralla and Elam. Trials are generally held once a month, as needed. There are two types of trials, a jury trial and a bench trial. A bench trial is held before the Municipal Court Judge and a jury trial is held before a panel of the defendant's peers. Juveniles that commit non-traffic violations are usually ordered to perform community service in lieu of paying their citation. It is believed that juveniles are better held accountable for their actions by paying their debt through community service. This department has taken advantage of the availability of the Court Technology and the Court Security Fees to purchase items not budgeted in the General Fund. These fees are collected as part of the citations and are accounted for in the General Escrow Fund. Purchases from these Special Revenue Funds must be approved by the Mayor and Council as required by ordinance and State law. 70

72 EXPENDITURE SUMMARY MUNICIPAL COURT REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 126,214 $ 104,150 $ 112,035 $ 112,500 Operating 35,552 14,373 8,280 8,965 Contract Services 29,750 64,066 68,000 68,000 Capital Outlay - 1,503 11,450 - TOTALS $ 191,515 $ 184,091 $ 199,765 $ 189,465 In Thousands $200 $160 Personal Services $120 Operating Contract Services $80 Capital Outlay $40 $

73 MUNICIPAL COURT CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL: To process and administer all Court matters in an efficient, timely manner while establishing, maintaining, observing and enforcing high standards of conduct so that the integrity and independence of the judiciary is preserved. To follow established safeguards to insure the financial credibility of the Court. City Strategy FY FY FY Department Goal Department Achievement Department Goal Maintain service and staffing levels Continue processing citations daily, warrants monthly, and magisterial warnings and EPO's within 48 hours of arrest. Processed citations daily, warrants monthly, and magistial warnings and EPO's within 48 hours of arrest. Continue processing citations daily, warrants monthly, and magisterial warnings and EPO's within 48 hours of arrest. Get two clerks certified as Court Interpreters. LONG TERM OBJECTIVES Improve the quality of work performed by court personnel through individual training and adhering to standing orders for clerks to follow when assisting defendants at the counter. Develop written guidelines for setting court dockets to improve workflow and prevent overcrowding. Improve the collection rate of warrants by holding warrant roundups and increase warrant collection rate. PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Warrants and Capias Issued 2,541 4,363 3,312 3,220 3,300 Warrants and Capias Closed 3,777 2,732 3,018 3,649 3,100 Citations Closed 9,515 7,708 7,167 7,422 7,200 Violations issued by Saginaw 9,368 9,409 8,173 9,381 8,200 Fines and Fees Collected $659,786 $755,410 $744,435 $856,776 $750,000 72

74 MUNICIPAL COURT CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES Municipal Court Performance Measures 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 Warrants and Capias Issued Warrants and Capias Closed Citations Closed Violations issued by Saginaw 2,000 1, Fines and Fees Collected $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 $856,776 $755,410 $744,435 $750,000 $659, Fines and Fees Collected 73

75 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL FIRE Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Fire Chief (1) Fire Operations Division Division Chief (1) Station #1 Fire Lieutenant (3) Apparatus Operator (3) Firefighter (9) Station #2 Fire Lieutenant (3) Apparatus Operator (3) Firefighter (3) Fire Services Division Division Chief / Fire Marshal (1) FISCAL YEAR TITLE Fire Chief Fire Operations Division Chief Fire Services Division Chief (Fire Marshal) Fire Lieutenant Apparatus Operator Firefighter TOTAL: The Fire Department has two fire stations. Both stations are budgeted together. Those positions highlighted in gray are paid out of the Fire budget. 74

76 DEPARTMENT DESCRIPTION FIRE The Fire Department is responsible for a wide range of services that draw from the multi-faceted training, skills and capabilities of its personnel to effectively and professionally perform fire prevention, code application and enforcement, fire suppression, rescue, emergency medical services, hazardous material mitigation, disaster planning coordination and emergency management. The Department is organized into two divisions, both under the direction of the Fire Chief: the Fire Operations Division and the Fire Services Division. Each division is under the direction of a Division Chief with established duties and responsibilities however, to provide effective, efficient and seamless operation of the Department, both Divisions have some overlapping duties, responsibilities and supervisory authority. The Fire Department currently has a total of 27 employees and operates from two fire stations. Fire Station #1, located at 400 S. Saginaw Blvd., is staffed by a Fire Lieutenant, an Apparatus Operator and three firefighters as normal staffing. Approved minimum staffing is four. Adjacent to Fire Station #1 is the Department s administrative facility housing the offices of the Fire Chief, the Fire Operations Division Chief, and the Fire Services Division Chief / Fire Marshal. The administrative facility also houses the Tarrant County Fire Alarm Center and the City's Emergency Operations Center or EOC. Fire Station #2, located at 801 Basswood Blvd., is staffed by a Fire Lieutenant, an Apparatus Operator and one firefighter at all times. The Department aggressively participates in Automatic Aid with the Lake Worth, Haslet, Blue Mound and Eagle Mountain Fire Departments. This essentially means that for structure fires and other major incidents, an automatic response to the incident from participating departments takes place simultaneously consisting of pre-determined apparatus and personnel. The Fire Department also aggressively participates in "Mutual Aid" with other fire departments in the area to both provide and receive aid for incidents that extend beyond normal response capabilities. A "mutual aid" response is typically initiated by request on an incident by incident basis. The Department is also contracted by the Tarrant County Emergency Services District to serve the unincorporated areas outside our city limits. The Department is responsible for providing the following emergency services and specialized functions: FIRE SUPPRESSION: Responsible for rapid response to any explosion, fire or fire-related emergency for the purposes of rescue, control, extinguishment and mitigation. EMERGENCY MEDICAL (FIRST RESPONDER): Responsible for immediate response to any medical emergency or injury for evaluation, treatment and stabilization, providing both basic and advanced lifesupport level care. All Saginaw firefighter personnel are certified as Emergency Medical Technician - Paramedics. 75

77 DEPARTMENT DESCRIPTION FIRE FIRE SERVICES: Responsible for Fire Code and City Code application to include regular life and fire safety inspections of businesses, schools, daycare centers and government facilities. Fire Services also coordinates and provides life and fire safety education training and conducts fire origin and cause investigations and prosecution. HAZARDOUS MATERIALS RESPONSE: Specific training, skills and certification of personnel in order to conduct effective and safe operations involving hazardous materials. RESCUE OPERATIONS: Provides numerous personnel trained in various rescue disciplines for effective operations of complex incidents or disaster type events. TRAINING AND PERSONNEL STANDARDS: Devoted entirely to the continuous training of existing and new personnel in all facets of fire service. Maintains all personnel, educational and training records and monitors the performance standards for efficiency and recommendations for enhancement. Responsible for ensuring compliance of State and Federal regulations relating to firefighting and emergency medical service. EMERGENCY MANAGEMENT: The Fire Department is responsible for developing and administering a master plan for the management of a major disaster in which more than one department must respond. The Fire Department is responsible for the operation of the Emergency Operations Center (EOC) located at Fire Station #1, maintenance and operation of the outdoor warning sirens and for the CodeRed emergency notification system. Also responsible for ensuring compliance with State and Federal regulations regarding training, preparation and operational requirements relating to Emergency Management. MANAGEMENT OF THE TARRANT COUNTY FIRE ALARM CENTER: By contract, Department Chief Officers provide senior management and supervisory duties of the emergency dispatch center located within the Department administration facility. 76

78 EXPENDITURE SUMMARY FIRE REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 2,411,159 $ 2,449,740 $ 2,565,395 $ 2,681,095 Operating 177, , , ,795 Contract Services 12,477 16,268 20,000 24,840 Capital Outlay 13,625 50,619 18,580 28,600 TOTALS $ 2,615,169 $ 2,671,137 $ 2,765,205 $ 2,947,330 In Thousands $3,000 $2,500 $2,000 Personal Services Operating $1,500 Contract Services $1,000 Capital Outlay $500 $

79 GOALS, OBJECTIVES AND PERFORMANCE MEASURES FIRE GOAL: To perform fire prevention, fire suppression, rescue, emergency medical services, hazardous materials mitigation, disaster planning coordination, and emergency management. We will accomplish this by providing a team of efficient, professional, and dedicated personnel who will be prepared by utilizing the most appropriate equipment, resources, and training. City FY FY FY Strategy Department Goal Department Achievement Department Goal Maintain service and staffing levels Seek alternate sources of funding and use interlocal agreements to increase levels of service or cost savings Achieve state ratio of 1.5 firefighters per 1,000 residents, maintain national average of 1 fire station per 10,000 residents, achieve average emergency response time standard of 4 minutes, continue to train firefighters in latest methods, and provide and maintain necessary equipment. Annually seek alternative sources of funding to maintain and/or increase service capabilities and utilize interlocal agreements to increase service with minimal financial impact. Continue to seek alternate sources of funding through the Department of Homeland Security, Texas Department of Health, and Tarrant County Emergency Services District. Add additional weather siren in East McLeroy Blvd area. Saved 92% of property values involved in a fire, continued partnership with Tarrant County to maintain an up to date County Wide Emergency Management Plan, tested outdoor warning sirens monthly, completed 100% of inspections within 2 weeks and provided smoke alarms to residents free of charge. 4,565 hours of training conducted. Fire Department received 2 grants totaling $38,902 for equipment. The Fire Department maintained all auto and mutual aid agreements with our surrounding partner agencies receiving 41 responses to us for assistance while providing assistance 36 times. Continue installing the Opticom system to traffic lights throughout the City. Achieve state ratio of 1.5 firefighters per 1,000 residents, maintain national average of 1 fire station per 10,000 residents, achieve average emergency response time standard of 4 minutes, continue to train firefighters in latest methods, and provide and maintain necessary equipment. Annually seek alternative sources of funding to maintain and/or increase service capabilities and utilize interlocal agreements to increase service with minimal financial impact. LONG TERM OBJECTIVES Provide timely fire inspections of new businesses and provide annual fire inspections of existing businesses to assist in preventing fires, saving lives, eliminating injuries and assist in lowering our insurance rating. Increase our shift duty minimum staffing level of seven personnel to eight. Continue to replace our fire apparatus and vehicles at intervals to ensure the safe and effective delivery of our emergency services at a high level Mutual/Automatic Aid Given Mutual/Automatic Aid Aid Received Mutual-Aid - agreements between agencies, organizations, and jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, and other associated items and services. This is usually accomplished through contractual agreement. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and after an incident. Typically implemented by formal request on an incident by incident basis. Automatic-Aid - emergency assistance between agencies, organizations and jurisdictions that is pre-arranged and dispatched automatically by contractual agreement. Differs from mutual-aid which is typically implemented by a formal request. Automatic-aid is as the name implies, it happens automatically without request. Automatic-aid is primarily pre-arranged and utilized for the initial alarm assignment on structure fires and is in place 24 hours a day, 365 days a year. 78

80 GOALS, OBJECTIVES AND PERFORMANCE MEASURES FIRE ANNUAL OBJECTIVES To save 90% of the value of properties involved in a fire. To maintain an all EMT-Paramedic level fire department staff PERFORMANCE 92% of the total value of properties ($3.72 million) involved in a fire was saved. 100% of Saginaw Fire Department personnel are paramedics. In we had a combined total of 4,565 training hours To train firefighters in the latest methods of firefighting and for all 27 personnel covering multiple aspects of job EMS, provide and maintain the equipment necessary for responsibilities and duties. Our Standard Operating them to do their job and provide for the safety of Guidelines were reviewed in and continue to be firefighters. reviewed and revised to to ensure operational safety for our personnel remains the highest priority. Maintain the State recommended ratio of 1.5 firefighters per 1,000 residents. Maintain the national average of 1 fire station per 10,000 in population. To maintain an average emergency response time standard of four minutes within city limits. Update Emergency Management Plan every five years. Our current ratio is 1.2 firefighters per 1,000 residents. Our current ratio is 1 fire station per 10,070 (most recent estimate) in population. Our average response time for was 4 minutes and 43 seconds. In 2006, we partnered with Tarrant County implementing a County-wide Emergency Management Plan that is updated annually or more frequently as needed. Annually seek alternative sources of funding to maintain For we were awarded a County ESD member grant and/or increase service capabilities and utilize interlocal for equipment totaling $20,000 and a Firehouse Subs Public agreements to increase service capabilities with minimal Safety Foundation grant in the amount of $18,902. We financial impact. continue to frequently utilize interlocal "aid" agreements to the fullest extent practical. Test 100% of outdoor warning sirens monthly and 100% of sirens were tested monthly. upgrade components as necessary to maintain reliability and functionality. Complete plan reviews and fire inspections of new 100% of inspections were completed within two weeks in businesses within two weeks Provide and install free of charge, smoke alarms to residents found to have non-working smoke alarms. Numerous smoke alarms were provided and installed in We also implemented a program in which responding personnel verify smoke alarm presence and operation in all residential homes in which we respond for any type of incident (situation permitting). Reduce workers compensation claims by promoting There were 2 workers compensation claims in Our safety on the job and promoting and implementing a fitness and wellness program continues to be promoted as a fitness and wellness program. high priority with 100% employee participation. 79

81 GOALS, OBJECTIVES AND PERFORMANCE MEASURES FIRE PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Calls for Service Average Response Time (Minutes) # of Fire Inspections Conducted # of Firefighters % of Firefighters that are Paramedics 100% 100% 100% 100% 100% % of Firefighters Completing Required CEU's 100% 100% 100% 100% 100% # of Outdoor Warning Siren Tests Conducted # of Fire Safety Educational Programs # of Participants in Fire Safety Programs Est # of Opticom Systems Installed FIRE DEPARTMENT INCIDENT TYPES % 4% 13% 8% 73% Rescue & Emergency Medical Service (Public Assist) Rescue & Emergency Medical Service (Public Assist) Other (False Alarm/Good Intent) Intent) Hazardous/Explosion (No Fire) Hazardous/Explosion Fire (No Fire) 80

82 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL POLICE Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Police Chief (1) Operations Division Police Captain (1) Services Division Police Captain (1) Patrol Police Sergeant (4) Police Corporal (4) Police Officer (16) Communications/Records Police Corporal (1) Records Clerk (1) Dispatcher (5) Community Services Police Sergeant (1) Police Officer (1) School Resource Officer (2) Public Services Officer (1) Criminal Investigations Police Sergeant (1) Police Corporal (1) Police Officer (2) Auto Crimes Task Force Police Officer (1) Part-time Records Clerk (1) School Crossing Guards (3) FISCAL YEAR TITLE Police Chief Police Captain Professional Standards Lieutenant Police Sergeant Police Corporal Police Officer School Resource Officer Public Services Officer Communications Supervisor Records Clerk Dispatcher Police Department Part Time School Crossing Guard TOTAL: In FY 13-14, 6 Police Officer positions became Police Corporals In FY 14-15, Communications Supv. became a Records Clerk 81

83 DEPARTMENT DESCRIPTION POLICE The primary objective of the Saginaw Police Department is to provide our citizens with courteous, professional, impartial and cost effective police services. We are charged with enforcing city, state and federal laws while protecting the lives and property of those who live, work and travel through the City of Saginaw. The Department is separated into two divisions under the direction of the Chief of Police. The POLICE OPERATIONS DIVISION is under the command of a POLICE CAPTAIN, and includes: PATROL: Patrol officers are the first line of defense for the citizens of Saginaw. These officers are on duty 24 hours a day, seven days a week. They respond to a wide variety of calls for service and patrol city streets. The patrol unit is the largest element of the department. The POLICE SERVICES DIVISION is under the command of a POLICE CAPTAIN, and includes: CRIMINAL INVESTIGATIONS: Commonly referred to as "CID". These officers are responsible for investigating criminal offenses that have occurred in the City of Saginaw. Once it is determined that an offense has occurred and a suspect identified, a detective files the case in the appropriate court (municipal, juvenile, or county). The Criminal Investigations Division is also responsible for major crime scene coordination, property management, training and background investigations of police personnel and crime victim assistance. Community Services and property management also fall under criminal investigations. COMMUNICATIONS & RECORDS: Dispatchers are responsible for the coordination of all calls for service received by telephone, radio or walk-in complainants. On a daily basis, these employees work with police, fire, emergency medical, public works, and city personnel, as well as, the general public. They are often the first person a citizen contacts in a time of need. PROFESSIONAL STANDARDS: This unit is staffed by a sergeant, who oversees the department's school crossing guards, school resource officers, and the recruiting, hiring and integrity functions. POLICE RESERVES: These volunteers are licensed as peace officers by the State of Texas, and require the same training and hiring strategies as full-time police officers. They may be used to augment the patrol or criminal investigations staff. One of our reserves serves as a department liaison to the Tarrant County Auto Crimes Task Force, the other is an assistant training coordinator at a local police academy. The third is a Saginaw Firefighter who is training to become an Arson Investigator. 82

84 EXPENDITURE SUMMARY POLICE REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 3,300,922 $ 3,335,606 $ 3,513,335 $ 3,662,115 Operating 134, , , ,380 Contract Services 8,538 9,540 8,000 19,490 Capital Outlay TOTALS $ 3,444,158 $ 3,486,633 $ 3,701,890 $ 3,894,985 In Thousands $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 Personal Services Operating Contract Services Capital Outlay $

85 GOALS, OBJECTIVES AND PERFORMANCE MEASURES POLICE GOAL: To provide citizens with courteous, professional, impartial, and cost-effective police services twenty-four hours a day, seven days a week, while enforcing City ordinances, State and federal laws and protecting the lives and property of those who live, work, and travel through the City of Saginaw. City FY FY FY Strategy Department Goal Department Achievement Department Goal Maintain service and staffing levels Seek alternate sources of funding and use interlocal agreements to increase levels of service or cost savings Continue community programs, employ 2 officers per 1,000 residents, standardize 100% of departments weapons, have 100% of officers and dispatchers obtain Intermediate, Advanced, or Master Certification. Apply for at least one grant to assist in providing personnel and equipment for the department. Neighborhood Watch, Operation ID and the Citizens Police Academy continued, all weapons have been standardized, 80% of Officers and 100% of dispatchers have certifications. Received a Bulletproof Vest Grant and the Justice Assistance Grant; continued participation in the Auto Crimes Task Force. Hold one to two CPA Classes, perhaps expanding to a youth CPA session. Increase officer training and certification levels. Continue vest grant, seek out other grants as available. LONG TERM OBJECTIVES Utilize the law enforcement facility to improve operations and increase service to the citizens. Replace two (2) to three (3) vehicles per year in order to provide reliable, safe and updated vehicles for patrol officers. Change from in-car video tape to a digital recording system when a new vehicle is purchased. Audit sex offender files by comparing them with the Texas Department of Public Safety s website every 90 days. Fill vacant positions with highly qualified officers as soon as possible. Sponsor Citizen s Police Academy, CERT training, and continue volunteer based programs. Reduce auto theft by assigning an officer to the Auto Crimes Task Force. Have one PSO assigned to each patrol platoon, allowing for 24 hour staffing of the jail. 84

86 GOALS, OBJECTIVES AND PERFORMANCE MEASURES POLICE ANNUAL OBJECTIVES PERFORMANCE To provide crime prevention and drug resistance Neighborhood watch, Operation ID, and Citizens Police education to the public. Promote community awareness Academy and child safety. To have 100% of officers obtain Intermediate, Advanced or Master Certification. To have 100% of dispatchers obtain Intermediate or Advanced Certification. To receive no complaints against Saginaw police officers for violating racial profiling laws. To standardize 100% of department s weapons. 80% of officers hold Intermediate, Advanced, or Master certficiations. 100% of dispatchers hold Intermediate or Advanced certifications. The department investigated on racial profiling complaint. 100% of the department's weapons have been standardized. To employ two officers for every 1,000 residents. The Police Department employs 1.85 officers per thousand residents. Process requests for accident reports and open records within 10 days or less. 99% of requests are filled in a timely manner, the reaminder are forwarded to the Attorney General for legal opinion. The Police Department participated in the Bulletproof Vest Apply for and receive at least one (1) grant each year to Grant, Justice Assistance grants, and the Auto Crimes Task assist in providing personnel and equipment for the Force. department. PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Calls for Service 48,269 27,796 21,181 16,164 22,000 Calls Per Dispatcher 9,654 6,949 4,236 3,233 4,400 Officers Per 1,000 Residents Accident Reports Filed Car Thefts Total Offenses Reported 1,421 1,614 1,441 1,440 1,500 Total Offenses Cleared Clearance Rate 59.61% 58.80% 64.61% 61.04% 65.00% 85

87 GOALS, OBJECTIVES AND PERFORMANCE MEASURES POLICE OFFENSE CLEARANCE RATES Percent Category Actual Actual Actual Actual Change Total Offenses Reported % Total Offenses Cleared % Clearance Rate 59.6% 58.8% 64.6% 61.0% -6% Felonies Reported % Felonies Cleared % Felony Clearance Rate 54.7% 57.4% 70.3% 66.7% -5% Felony Arrests % Misdemeanors Reported % Misdemeanors Cleared % Misdemeanor Clearance Rate 61.3% 58.3% 61.0% 57.6% -5% Misdemeanor Arrests % Theft, Burglary, & Robbery History Theft Burglary Robbery Other Crimes History Criminal Mischief DWI/Drugs Simple Assault Vehicles Stolen Domestic Violence Sex Offenses Criminal Mischief DWI/Drugs Vehicles Stolen 86

88 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL PUBLIC SERVICES Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Director of Public Works/Economic Development (1) Clerical Support Administrative Assistant - W/WW (1) Administrative Clerk (3) Administrative Technician-W/WW (1) Economic Development Fleet Maintenance Chief Mechanic (1) Senior Mechanic (1) Drainage Senior Maintenance Worker (1) Maintenance Worker (1) Public Services Streets and Parks Manager (1) Streets Inspector (1) Public Services Specialist (1) Sr. Maintenance Worker (2) Maintenance Worker- (4) Superintendent of Field Operations (1) Parks Sr. Maintenance Worker (1) Maintenance Worker (1) Water & Wastewater Water Utility Manager (1) Senior Maintenance Worker - W/WW (4) Maintenance Worker - W/WW (2) Crew Leader (1) Environmental Specialist (1) Inspections/ Code Enforcement Chief Building Official (1) Senior Inspector (1) Inspector (1) Sr Code Enforcement Officer (1) Code Enforcement Officer (1) Animal Control Officer (2) Sr. Administrative Clerk (1) Animal Shelter Attendant - Part Time (3) FISCAL YEAR TITLE Streets and Parks Manager Inspector - Public Services Public Services Specialist Sr. Maintenance Worker - Public Services Maintenance Worker - Public Services Senior Maintenance Worker - Drainage Maintenance Worker - Drainage TOTAL: The Public Works Department houses the offices listed above. Those positions highlighted in gray are paid out of the Public Services budget. *The Drainage Utility Fund reimburses this fund for the salaries and benefits of two Maintenance Workers. 87

89 DEPARTMENT DESCRIPTION PUBLIC SERVICES The Public Services Department is divided into three divisions, Streets, Building Maintenance, and Drainage. The Streets and Parks Manager oversees this department. The Drainage Utility Fund reimburses this department for the salary and benefits of two maintenance workers. This department provides support to other departments requiring equipment or personnel. The Streets division of Public Services is responsible for maintenance of streets, sidewalks, right-of-ways and some landscaping of City owned land. They are also responsible for the maintenance and installation of traffic signs and street signs, placing barricades, striping crosswalks, weed control and mosquito control. Three (3) employees have their Pesticide and Herbicide Licenses. The Inspector-Public Services oversees road and street construction, as well as, utility projects to ensure construction codes are met. The Drainage division of Public Services is funded through the Drainage Utility Fund that was established in This division consists of two drainage utility maintenance workers. They are responsible for cleaning and maintaining the existing drainage infrastructure. They are responsible for cleaning culverts and storm drains to improve drainage, prevent flooding and protect the environment. The City has four (4) drainage basins that contain 27 miles of open channel that must be maintained. The Building Maintenance division of Public Services is responsible for the maintenance of all City owned facilities and buildings (11 buildings). This includes minor remodeling and construction, moving furniture, painting, light bulb replacement, minor electrical problems, air conditioning and heating unit maintenance and controlling insects and rodents. They also assist the City Secretary with records management by moving records to storage. 88

90 EXPENDITURE SUMMARY PUBLIC SERVICES REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 628,118 $ 549,355 $ 669,885 $ 692,120 Operating 229, , , ,535 Contract Services 170, , ,630 84,975 Capital Outlay and Transfers 325, , , ,665 TOTAL EXPENDITURES $ 1,353,297 $ 1,788,858 $ 1,192,275 $ 1,317,295 In Thousands $1,000 $900 $800 $700 $600 Personal Services Operating $500 $400 $300 Contract Services Capital Outlay and Transfers $200 $100 $

91 PUBLIC SERVICES CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL: To provide for the convenience and safety of the citizens by maintaining public buildings, roadways, signs, signal lights and drainage facilities in a cost effective, courteous and timely manner while stressing teamwork and safety on the job. City FY FY FY Strategy Department Goal Department Achievement Department Goal Seek alternate sources of funding and use interlocal agreements to increase levels of service or cost savings Share cost of Old Decatur Road project phase 2 with the City of Fort Worth. CDBG adminisstered by Tarrant County for cost sharing of sewer line replacement at Bluebonnet Street and Franklin Aveneue Contract with Tarrant County for road improvements; County provides labor and City provides materials Shared cost with City of Fort Worth to relocate traffic signal on Old Decatur Road from McLeroy to Mountain Creek Parkway. This project will be completed in FY14/15. Contract for road improvements completed with Tarrant County providing labor and City providing materials. CDBG administered by Tarrant County for cost sharing of sewer line replacement at Bluebonnet Street and Franklin Avenue. Contract with Tarrant County for road improvements; County provides labor and City provides materials. Maintain and upgrade the City's infrastructure to assure quality services Continue engineering and begin construction on phase4 of East Bailey Boswell Road improvements. Complete approved paving prijects with Tarrant County Precint#4. Contract has been awarded and construction is scheduled to begin January, Worked with Tarrant County to complete street repairs on Roberts, Bristol, and Reed Avenue. Begin construction of phase 4 of East Bailey Boswell Road improvements. Begin engineering on Phase 3 of East Bailey Boswell improvements. Complete approved paving projects with Tarrant County Precint #4. LONG TERM OBJECTIVES Maintain a safe work environment so that there are no serious accidents on the job. Continue the crack seal program and the sprinkler system maintenance program. Continue the city-wide sidewalk replacement program. Identify new areas that need drainage improvements and improve them before they become a problem. Monitor jobs that have been outsourced to verify work is being done properly and in a timely manner. Perform more preventative maintenance on City buildings to reduce major maintenance problems. 90

92 PUBLIC SERVICES CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES ANNUAL OBJECTIVES PERFORMANCE On call personnel will respond to calls within 30 minutes Personnel responded within 30 minutes of call 100% of the after receiving the call 100% of the time. time. Replace stolen or damaged signs within 7 days. Repair 75% of the pot holes within 7 days. Replace broken sidewalks as scheduled. Clean debris from all streets twice a year. Respond to weather emergencies (sand streets, set up barricades, etc.) in a timely manner. 100% of signs were replaced within 7 days. 100% of potholes were repaired within 7 days. 100% of sidewalks on the schedule were replaced. Completed scheduled cleaning of streets twice during the year. Personnel are on call to respond to weather emergencies as needed during inclement weather. Check storm drains monthly. 100% of the 32 storm drains were checked monthly. Clean the six (6) main drainage channels twice a year. Reduce workers compensation claims by promoting safety on the job. 100% of the 6 drainage channels were cleaned two times in FY13/14. We contiune to promote workplace safety. PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET STREETS Scheduled Sidewalk Repairs Completed 100% 100% 100% 100% 100% Linear Feet of Concrete Paving Installed 432 1,769 11,491 1,356 2,000 Pot Holes Repaired Crack Seal Streets (Linear Feet) 6,505 2, ,000 DRAINAGE Culverts Cleaned (Feet) 3,960 3,460 3, ,500 Percent of Storm Drains Checked Monthly (32) 100% 100% 100% 100% 100% BUILDING MAINTENANCE Building Maintenance Jobs Completed Sprinkler System Maintenance/Repair Jobs OTHER Contract Mowing Expenditures $112,000 $115,000 $80,760 $78,928 $83,000 Workers Compensation Claims

93 PUBLIC SERVICES CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES STREETS Street Patch/Pothole Repairs Signs Installed, Replaced, Repaired DRAINAGE 8,000 6,930 6,000 4,000 5, , Ditches/Creeks Cleaned (Ft.) Ditches Restored/Regraded (Ft.) 92

94 PARKS CITY OF SAGINAW ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Director of Public Works/Economic Development (1) Clerical Support Administrative Assistant - W/WW (1) Administrative Clerk (3) Administrative Technician-W/WW (1) Economic Development Fleet Maintenance Chief Mechanic (1) Senior Mechanic (1) Drainage Senior Maintenance Worker (1) Maintenance Worker (1) Public Services Streets and Parks Manager (1) Streets Inspector (1) Public Services Specialist (1) Sr. Maintenance Worker (2) Maintenance Worker- (4) Superintendent of Field Operations (1) Parks Sr. Maintenance Worker (1) Maintenance Worker (1) Water & Wastewater Water Utility Manager (1) Senior Maintenance Worker - W/WW (4) Maintenance Worker - W/WW (2) Crew Leader (1) Environmental Specialist (1) Inspections/ Code Enforcement Chief Building Official (1) Senior Inspector (1) Inspector (1) Sr Code Enforcement Officer (1) Code Enforcement Officer (1) Animal Control Officer (2) Sr. Administrative Clerk (1) Animal Shelter Attendant - Part Time (3) FISCAL YEAR TITLE Sr. Maintenance Worker - Parks Maintenance Worker - Parks TOTAL: The Public Works Department houses the offices listed above. Those positions highlighted in gray are paid out of the Parks budget. In FY the Parks Department was created by transferring 2 positions from Recreation and Community Services 93

95 DEPARTMENT DESCRIPTION PARKS DEPARTMENT The Parks Division is located at the Public Works facility. This Division is staffed by a Senior Maintenance Worker and one Maintenance Worker. The Parks Division is responsible for maintaining the City's seven parks totaling 112 acres. This includes all playground equipment, trail systems, pavillions, lighting, and the ball field complex. The mowing of the Parks is performed by a contractor with the exception of the ball field which is done by staff. 94

96 EXPENDITURE SUMMARY PARKS DEPARTMENT REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ - $ 93,622 $ 95,700 $ 101,530 Operating - 56,132 64,360 88,725 Contract Services - 33,208 60,000 60,765 Capital Outlay - 17,981 27,500 - TOTAL EXPENDITURES $ - $ 200,943 $ 247,560 $ 251,020 In Thousands $120 $100 $80 Personal Services Operating $60 Contract Services $40 Capital Outlay $20 $

97 GOALS, OBJECTIVES AND PERFORMANCE MEASURES PARKS GOAL: To provide the needed upkeep and maintenance for the City's Parks system to ensure our citizens and visitors a safe and enjoyable park experience. City Strategy FY FY FY Department Goal Department Achievement Department Goal Maintain service and staffing levels Maintain the mowing and maintenance schedules. Park land was mowed and maintained, playgrounds were kept in good repair, and ball fields were prepared for play. Maintain the mowing and maintenance schedules. Maintain and upgrade the City's infrastructure to assure quality services Adopt the updated Parks Master Plan A five year plan has been composed from the new Park Master Plan. It contains elements from the Master Plan that were identified as most needed. Begin implementing elements of the new Parks Master Plan. LONG TERM OBJECTIVES Implement the new Parks Master Plan. Acquire new property per the master plan. Identify funding sources and increase personnel. PERFORMANCE MEASURES Park Maintenance work orders Ballfield preparation Spriinkler system repairs/maintenance ACTUAL ACTUAL ACTUAL ACTUAL BUDGET 0 1, ,

98 Parks Maintenance Activity FY FY Ballfield Prep Sprinkler Repair Park Maintenance Work Orders FY FY

99 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL RECREATION & COMMUNITY SERVICES Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Recreation & Community Services Director (1) Recreation Division Recreation Supervisor (1) Senior Center Division Senior Center Supervisor PT (1) Athletics Special Events Recreation and Aquatic Center Recreation & Aquatic Coordinator (1) Recreation/Community Center Customer Service Staff - Part Time (5) Pool Manager - Seasonal (1) Head Lifeguard - Seasonal (2) Lifeguard - Seasonal (27) Aquatic Center Customer Service (Front Desk/Concession) - (8) Summer Camp Counselor - Seasonal (16) FISCAL YEAR TITLE Recreation & Community Services Director Recreation Supervisor Recreation & Aquatic Coordinator Senior Center Supervisor- PT beginning FY 11/ Park Crew Supervisor Senior Maintenance Worker - Parks Maintenance Worker - Parks Recreation Center - Part Time Community Center - Part Time Maintenance Worker - Parks - Part Time Pool Manager - Seasonal Head Lifeguard - Seasonal Pool Customer Service - Seasonal Lifeguard - Seasonal Summer Camp Counselors - Seasonal TOTAL: Those positions highlighted in gray are paid out of the Recreation and Community Services budget. In FY 12/13 Parks Maintenance positions were moved to Public Services to create its own Department. 98

100 RECREATION & COMMUNITY SERVICES CITY OF SAGINAW DEPARTMENT DESCRIPTION The Recreation & Community Services Department is responsible for the promotion, organization, implementation and evaluation of a wide variety of recreational and leisure programs for youth, adults and senior adults in the community. These programs and facilities include: the operation of the Recreation Center, Community Center, Senior Citizen's Center (Log Cabin), Aquatic Center, educational/recreational programs, health/fitness programs, special events/concerts, adult athletics, youth camps, field usage agreements with youth associations and facility reservations. The Recreation Center includes four multi-purpose activity rooms, a full-size gymnasium, a performance area, a fully equipped fitness center and weight room, restroom/locker/shower facilities and a racquetball court. The Recreation Center also offers room rentals and very low-cost annual membership opportunities. The Aquatic Center includes a six-lane lap pool, a large water slide, a zero-grade children s play area with a water playground, a small train slide, several spray features, two group pavilions, showers/lockers/restroom facilities, a concession stand and plenty of shade. The Aquatic Center also offers pool and pavilion rentals and very low-cost annual membership opportunities. The Recreation & Community Services Department is staffed by the Director of Recreation & Community Services, a Recreation Supervisor, a Recreation/Aquatic Coordinator, one part-time Senior Center Supervisor, five part-time Customer Service Associates at the Recreation Center, 38 seasonal Aquatic Center employees (1 pool manager, 2 head lifeguards, 27 lifeguards and 8 customer service associates), and 16 seasonal Summer Camp Counselors. The Director of Recreation & Community Services is responsible for the administration and long/short range planning for the department. This position is an Ex-Officio Board of Director with the Saginaw Chamber of Commerce and is the liaison between the Chamber of Commerce and the City of Saginaw. The Director also manages the City web site, city newsletter, employee newsletter, is the City of Saginaw Wellness Coordinator, and manages and distributes communication releases to both the media/press and to our residents who subscribe to the alert system. The Director also manages the City janitorial contract. The Recreation Supervisor manages the Recreation Services Division which includes all recreation programs, special events, youth recreation camps and aquatic activities, programs and services. This position is responsible for the supervision of the Recreation Center, Aquatic Center and Community Center. This position also plans and manages all athletic leagues and tournaments which include adult softball, adult basketball and adult volleyball. The Recreation/Aquatic Coordinator plans all recreational/leisure programs and classes, special events, youth recreation camps and all aquatic activities, programs and services. This position is also responsible for the personnel management of all class instructors, contract labor, camp counselors, and seasonal aquatic staff. The part-time Senior Center Supervisor manages the Senior Services Division which includes all senior center programs/classes, special events, luncheons and activities for our senior adult community. 99

101 RECREATION & COMMUNITY SERVICES CITY OF SAGINAW EXPENDITURE SUMMARY REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 512,130 $ 495,794 $ 510,200 $ 530,460 Operating 97,947 93,751 86, ,530 Contract Services 123, , , ,875 Capital Outlay 114,942 35,788 20,000 17,775 TOTAL EXPENDITURES $ 848,831 $ 737,737 $ 738,470 $ 857,640 In Thousands $700 $600 $500 Personal Services Operating $400 $300 $200 Contract Services Capital Outlay $100 $

102 GOALS, OBJECTIVES AND PERFORMANCE MEASURES RECREATION & COMMUNITY SERVICES GOAL: To improve the quality of life for citizens of all ages by providing a variety of recreational and leisure activities, special events, aquatic and athletic programs, visual and performing arts programs, facilities and services that encourage life enrichment, health, fitness and enjoyment. City FY FY FY Strategy Department Goal Department Achievement Department Goal Maintain service and staffing levels Enhance swimming programs, increase participation in senior activities, expand and enhance performing arts programs, establish community involvement programs, and effectively communicate programs and activities to citizens Streamlined aquatic programs, increased participation in senior activities with only part-time hours, increased participation in Run the Rails 5k from 500+ to almost 800 runners, enhanced alert system for residents, and increased communication releases to both the media/press and to residents. Enhance swimming programs, increase participation in senior activities, expand and enhance performing arts programs, establish community involvement programs, and effectively communicate programs and activities to citizens Seek alternate sources of funding and use interlocal agreements to increase levels of service or cost savings Solicit grants, sponsorships and donations to help offset the annual budget. Increase facility and pavilion rental revenues through increased marketing. Raised $13,516 in donations and sponsorships for the department through May 31, Solicit grants, sponsorships and donations to help offset the annual budget. Increase facility and pavilion rental revenues through increased marketing. Maintain and upgrade the City's infrastructure to assure quality services Reclassify Senior Center Supervisor from part-time to full-time. The center participation has increased dramatically with the reduced hours the past two years. This change will increase the hours at the center and allow for increased programming for our senior adult population. Replaced carpet in fitness room, offices, kid's room and wall sconces; replaced gym bleachers; replaced 3 elliptical machines, 3 recumbent bikes, and 2 upright bikes; replaced chemical distribution computer at aquatic center. Reclassify Senior Center Supervisor from part-time to full-time. The center participation has increased dramatically with the reduced hours the past two years. This change will increase the hours at the center and allow for increased programming for our senior adult population. LONG TERM OBJECTIVES Consider moving the Senior Center Supervisor from part-time to full-time. Plan, develop, and successfully manage the Aquatic Center. Open the Recreaction Center on Friday evenings for increased patron usage/programs offered, thus increased revenues. Develop a Youth & Adult swimming program that includes: swim team, swim lessons, water aerobics, outdoor movie night, teen nights, special resident only days, etc. Consider building a multi-field, multi-use athletic facility for youth and adult sports. Add additional classes and activities at the Recreation Center, Senior Center and Community Center. Establish new (large) outdoor performing and visual arts festivals. 101

103 GOALS, OBJECTIVES AND PERFORMANCE MEASURES RECREATION & COMMUNITY SERVICES GOAL: Expand the Recreation Center by increasing the size of the fitness center and adding two additional racquetball courts. Consider developing a department promotional brochure that promotes all programs, activities, and classes. Consider purchasing and installing a digital display sign in front of the recreation/aquatic center. Consider expansion of the Aquatic Center to enhance and increase play structures, slides (small child and older children/adults), a lazy river, spray features and splash pads. Consider adding an additional room to the Senior Citizen s Center. Consider adding a transportation vehicle (van) for the Senior Citizen s Center or increasing the number of days the transportation service takes seniors to appointments and to and from home REVENUE SOURCES Swimming/Aquatic Center 7% Facility Rentals 13% Day Use Passes Swimming/Aquatic Center 16% $32,164 7% Day Use Passes $89,462 18% Athletic Leagues Athletic Leagues $40,560 8% 10% Facility Rentals $76,181 Pool/Rec Memberships 15% 13% Pool/Rec Memberships Pavilion Rentals $58,418 2% 12% Vending & Vending Concessions & Concessions $10,464 2% 2% Classes $179,391 36% Classes 37% Pavilion Rentals $11,895 2% 102

104 GOALS, OBJECTIVES AND PERFORMANCE MEASURES RECREATION & COMMUNITY SERVICES ANNUAL OBJECTIVES PERFORMANCE Renovate and enhance recreation facilities to better meet the needs of the citizens. Installed new sound/audio system at Aquatic Center; replaced flooring at Senior Center. Installed new ceiling fans at the Senior Center. Purchased new tables for the Recreation Center. Purchased new lobby furniture at the Recreation Center. Establish community involvement programs with residents and business owners. Expanded "Saginaw FYI" alert program; increased press releases for all city programs activities and announcements; Streamlined aquatics programs, increased participation in senior activities with only part-time hours, increased participation in Run the Rails 5k from 600+ to almost 900 runners, enhanced alert system for residents, and increased communication releases to both the media/press and to residents. Developed and implemented new "Images of Saginaw" Photo Contest. Enhance the youth & adult swimming programs. Solicit grants, sponsorships and donations to help offset the annual budget. Continued to monitor, modify and make changes to improve the program Raised $13,516 in donations and sponsorships for the department through May 31, Increase participation in Senior activities by updating the building, improving programs, meals and/or transportation. Increased senior center participation by 395 from previous year (at part-time hours/only 30 hours per week). Increase awareness and usage of municipal rental facilities. Expand and enhance visual and performing arts program. Increase membership and program participation by 5%, while retaining current members. Maintain a safe recreational environment by being accident free. Increased public awareness through marketing and communications Established and implemented new "Images of Saginaw" Photo Contest. Had 18 participants with awards for "Saginaw Scenes", "Saginaw Animals", "Saginaw People/Activities", "Spirit of Saginaw" and "Best of Show". Membership decrease by 24 from 1,482 to 1, % Increase revenues by 5% and maintain a stable revenue base. Revenues decreased by 0.7% Communicate more effectively with citizens by using the website, newsletter and alerts. Expanded "Saginaw FYI" alert program by increasing alerts sent; increased press releases for all city programs activities and announcements (from 276 to 418). 103

105 GOALS, OBJECTIVES AND PERFORMANCE MEASURES RECREATION & COMMUNITY SERVICES PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET % of Self-Supported Recreation Programs % % % % % Total # of Senior Center Participants 10,352 11,400 13,458 13,853 14,000 Total # of Recreation Program Participants 18,127 17,250 21,355 21,346 21,500 Total # of Aquatic Center Daily Participation 17,729 18,053 18,053 14,620 18,000 Total # of Special Event Participants 5,678 4,788 9,062 10,514 9,000 Total # of Recreation Center Daily Participation 57,000 50,249 50,249 51,251 51,000 Total # of Athletic Teams Web Site Usage 120, , , , ,000 Alerts and Press Releases N/A Recreation Revenues $510,344 $515, ,849 $485,271 $515,000 25,000 20,000 15,000 10,000 5, Total # of Senior Center Participants Total # of Recreation Program Participants Total # of Aquatic Center Daily Participation Total # of Special Event Participants 250, ,000 Web Web Site Site Usage Usage 200, , , ,000 50,

106 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL LIBRARY Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Library Director (1) Children's Services Asst. Library Director/Children's Services Librarian (1) Sr. Library Assistant - (1) Circulation Library Assistant - Part Time (3) Library Page - PT (1) Library Page-Seasonal PT (2) Public Services Library Assistant (1) Library Assistant - Part Time (2) Sr. Library Assistant (1) FISCAL YEAR TITLE Library Director Asst. Library Director/Children's Services Librarian Senior Library Assistant Library Assistant Library Assistant - Part Time Library Page - Part Time Library Page - Seasonal Part Time TOTAL: Those positions highlighted in gray are paid out of the Library budget. The Children's Library Assistant became a FT poisition at mid-year in FY One PT Library Assistant position reclassified to a Library Page in FY Two Library Assistants reclassified to Senior Library Assistants in FY Two Seasonal PT Pages added for FY

107 DEPARTMENT DESCRIPTION LIBRARY The Library is responsible for fulfilling the informational, educational, cultural and recreational needs of the community by providing free access to library materials in a variety of formats appropriate for the community. The Library cooperates with other libraries, educational institutions, and community agencies in order to provide optimum services. These services have been broadened by participation in the North Texas Library Consortium, CTLS Inc. (Connect Texas Libraries Statewide), the Texas Interlibrary Loan Pilot Project, the TexShare program, the North Texas Libraries on the Go electronic book and audio collection, and more. Library materials are selected in conformance with selection policies set forth by the Library Board and approved by the City Council with the goal of building a balanced collection based on the needs, interests and demands of the community. The Library Director plans, organizes, develops, coordinates and supervises the library program, represents the Library before the Library Board, various officials, community organizations and the general public, recommends policies to the Board and implements policies set by the Board. The Director orders all adult materials and assists in all operational areas of the Library as needed. The Assistant Library Director/Children's Services Librarian selects, orders, and reviews the juvenile collections periodically. The Children's Library Assistant helps select children, junior, and adult materials that need to be ordered. The Children's Library Assistant also develops, creates, and implements story time, Friday FunDay, and other various children's programs throughout the year. They assist young patrons with reference work and assist at the circulation desk. The Assistant Library Director/Children's Services Librarian prepares and presents children and teen programs that are educational and entertaining with the goal of stimulating interest in reading and learning. The Public Services division staff classify and catalog materials, process and make materials shelf-ready, keep records on delinquent accounts, send fine notices, place overdue names on the phone tree, maintain records on lost or damaged materials, assist patrons with reference work and maintain the inventory of library materials, which are all computerized. Two of these library assistants serve both in Public Services and Circulation. One of the two library assistants is also in charge of scheduling meeting room and study room usage. This assistant schedules all Literacy and ESL classes. Circulation division employees check out materials to patrons, serve as reference assistants by helping patrons locate materials on the computer and on the shelves, receive returned materials and re-shelve materials, assess and collect fines for overdue items, order interlibrary loan items for patrons and assist with programs and other duties as needed. Other staff members help with circulation when demand requires. The Library Page processes books by putting book jackets on them, stamping them, shelves books and keeps the collection organized. The Library Page can help patrons locate books with the public Online Catalog. The Library Board exercises advisory supervision over the Library through cooperation with the Library Director. The Board has the duty and power of making, adopting and enforcing all policies, rules and regulations governing the use of the Library and library materials and may exercise the authority to contract with County or other governmental authorities for the extension of library services. The Board administers gifts and donations to the Library; however, Board decisions are subject to approval or veto by the City Manager and the City Council. 106

108 EXPENDITURE SUMMARY LIBRARY REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 396,151 $ 414,315 $ 444,580 $ 448,725 Operating 73,862 74,130 75,710 96,285 Contract Services ,035 Capital Outlay TOTAL EXPENDITURES $ 470,013 $ 488,445 $ 520,290 $ 549,045 In Thousands $500 $400 Personal Services $300 Operating Contract Services $200 Capital Outlay $100 $

109 GOALS, OBJECTIVES AND PERFORMANCE MEASURES LIBRARY GOAL: To fulfill the informational, educational, cultural and recreational needs of the community by providing access to library materials in a variety of formats and by building a balanced collection of materials based on the needs, interests and demands of the community. To offer the opportunity and encouragement for citizens to educate themselves, keep abreast of progress in all fields of knowledge, discover and develop an appreciation of arts and literature and develop and increase enjoyment of reading. City FY FY FY Strategy Department Goal Department Achievement Department Goal Maintain service and staffing levels Meet and exceed the state average material per capita, increase patron visits and program attendance, add staff, increase hours, and add computers for public use, offer children's reading programs after school at remote locations. The State Library requirement for per capita support is $1.50 and the library's is $2.93, which is 95% more than required. It appears patron visits dropped 7% and program attendance decreased by 21%. The reduction may be partially due to an increased number of "bad weather days" (rain, extreme cold) affecting the number of story times provided at the library and the library not holding it's annual Spring Book and Bake Sale. The library has increased the hours of 1 employee from part-time to full-time, but it saw a reduction in 11 hours for part-time staff who needed their hours to be less than 30 hours per week. The library continues to hold children's reading programs at the Saginaw Recreation Center, local schools, and daycares. Meet and exceed the state average material per capita, increase patron visits and program attendance, add staff, increase hours, and add computers for public use, offer children's reading programs after school at remote locations. Seek The library received the following grants alternate and donations: Target ($2,000), Saginaw sources of Library Boosters ($2,000), Eagle funding and Mountain Saginaw Rotary Club ($500), use interlocal Apply for at least two grants and two other Apply for at least two grants and two other Cargill ($1,000), Atmos ($1,000), and agreements donations each year. donations each year. Saginaw Lion's Club ($500). It also to increase applied for the Best Small Library in levels of America Award where the winner will be service or announced in February cost savings 108

110 GOALS, OBJECTIVES AND PERFORMANCE MEASURES LIBRARY cont. LONG TERM OBJECTIVES Increase operating hours and other services in an effort to meet the needs of the citizens. Add more internet computers and devices for patrons to use for life-long learning. Continue to inventory materials and weed out unused and outdated materials annually. Increase the online e-book and audiobook collection and provide opportunities for patrons to learn more about the current e-book and audiobook subscriptions and how to use their digial devices with them. Begin to provide streaming videos to patrons to check-out from the library. Provide more remote access to the library's physical collection. Consider a library addition, branch location, or expansion in order to provide one square foot of space per capita. Online Books and Resources 22% Internet 13% CIRCULATION Adult 17% Videos/DVD 12% Junior 33% Audios/CD 3% 109

111 GOALS, OBJECTIVES AND PERFORMANCE MEASURES LIBRARY ANNUAL OBJECTIVES PERFORMANCE To meet and exceed the State average materials per The State average materials per capita is 1.5, and the City's capita as our population increases. average is Patron visits dropped 7% and program attendance decreased by 21%. The reduction may be partially due to an To increase patron visits and program attendance by increased number of "bad weather days" affecting the 10%. number of story times provided at the library and the library not holding it's annual Spring Book and Bake Sale. Volunteers donated 2,369 hours, a decrease of 3% from last Increase the number of hours donated by volunteers and year. Part of the decrease is due to the library not holding an use only capable volunteers. Annual Spring Book and Bake Sale which typically has a high number of volunteers over a long period of time. Take a full inventory of materials every other year and a partial inventory the alternate year. The library performed a full inventory of the collection on October 5, Apply for and receive at least two (2) grants and two (2) other donations each year. The library received the following grants and donations: Target ($2,000), Saginaw Library Boosters ($2,000), Eagle Mountain Saginaw Rotary Club ($500), Cargill ($1,000), Atmos ($1,000), and Saginaw Lion's Club ($500)/ It also applied for the Best Small Library in America Award where the winner will be announced in February The library has increased the hours of the Children's To meet the demand for increased library services by Assistant from part-time to full-time, but it saw a reduction in adding staff, increasing hours and adding computers for 11 hours for other part-time staff who needed their hours to public use. be less than 30 hours per week. Increase access to library materials by reshelving materials returned from circulation within 24 hrs. 100% of materials returned from circulation were reshelved within 24 hours. The library continues to hold children's reading programs at Help children develop an interest in reading by making the Saginaw Recreation Center, local schools, and daycares. reading fun and offering programs after school at remote It added an Adult Summer Reading Club program to help locations in an effort to involve more children in reading. encourage and set an example to youth that reading is fun for everyone. 110

112 GOALS, OBJECTIVES AND PERFORMANCE MEASURES LIBRARY PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Average Monthly Circulation 12,200 9,877 8,006 7,413 12,000 Holdings/Materials 54,830 55,838 56,420 59,816 60,000 Holdings Per Capita New Patrons 1,693 1,177 1,146 1,035 1,000 Program Attendance 22,300 29,516 33,446 26,732 34,000 % Materials Reshelved within 24 hours 100% 100% 100% 100% 100% Donated Materials 9,354 8,465 7,694 5,181 7,750 1,500 1, ,178 1, NEW PATRONS 1,111 1, , Residents Non-Residents The above chart compares the number of new patrons that are residents and non-residents. 25,000 POPULATION/TOTAL PATRONS 20,000 15,000 10,000 5, Patrons Population Note: Beginning in FY13-14 expired patron accounts are no longer included in the total. 111

113 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL INSPECTIONS/CODE ENFORCEMENT Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Director of Public Works/Economic Development (1) Clerical Support Administrative Assistant - W/WW (1) Administrative Clerk (3) Administrative Technician-W/WW (1) Economic Development Fleet Maintenance Chief Mechanic (1) Senior Mechanic (1) Drainage Senior Maintenance Worker (1) Maintenance Worker (1) Public Services Streets and Parks Manager (1) Streets Inspector (1) Public Services Specialist (1) Sr. Maintenance Worker (2) Maintenance Worker- (4) Superintendent of Field Operations (1) Parks Sr. Maintenance Worker (1) Maintenance Worker (1) Water & Wastewater Water Utility Manager (1) Senior Maintenance Worker - W/WW (4) Maintenance Worker - W/WW (2) Crew Leader (1) Environmental Specialist (1) Inspections/ Code Enforcement Chief Building Official (1) Senior Inspector (1) Inspector (1) Sr Code Enforcement Officer (1) Code Enforcement Officer (1) Animal Control Officer (2) Sr. Administrative Clerk (1) Animal Shelter Attendant - Part Time (3) FISCAL YEAR TITLE Chief Building Official Senior Inspector Inspector Animal Control Officer Senior Code Enforcement Officer Code Enforcement Officer Senior Administrative Clerk Administrative Clerk Animal Shelter Attendant - Part Time TOTAL: The Public Works Department houses the offices listed above. Those positions highlighted in gray are paid out of the Inspections/Code Enforcement budget. In FY 14/15 an Inspector is added, a PT Animal Shelter Attendant is added, and the Administrative Clerk is reclassfied to Sr Admin Clerk. 112

114 INSPECTIONS/CODE ENFORCEMENT CITY OF SAGINAW DEPARTMENT DESCRIPTION The Inspections/Code Enforcement Department is located at the Public Works facility. This department is staffed by the Chief Building Official, one Senior Inspector, one Inspector, one Senior Code Enforcement Officer, one Code Enforcement Officer, two Animal Control Officers, three Animal Shelter Attendants-Part Time and a Senior Administrative Clerk. BUILDING INSPECTION DIVISION: This division is responsible for Building Code compliance on all construction, building additions, remodeling and signs. Other duties include registering contractors, issuing permits and inspecting buildings for structural integrity, electrical, mechanical and plumbing code compliance. The Chief Building Official is responsible for attending Development Review Committee (DRC) meetings and is the staff liaison to the Board of Adjustment (BOA). The Chief Building Official and Senior Inspector also provide technical assistance and City Code information to property owners, contractors, engineers and developers on a daily basis. This department maintains a database related to permits, construction, contractor registration, business licenses and code enforcement. CODE ENFORCEMENT DIVISION: This division ensures code compliance through enforcement of the City performance standards, ordinances and nuisance abatement. They are responsible for notifying owners of high grass violations, following up to see that the property has been mowed and, if not, issuing a work order for mowing by contract service providers. They are also responsible for the abatement of unsafe or hazardous structures. ANIMAL CONTROL DIVISION: This division maintains the animal shelter and is responsible for controlling stray animals and investigating reports of loose livestock, wild animals and barking dogs. They also have traps that residents can borrow to catch nuisance animals such as skunks, raccoons, armadillos and stray/feral cats. They respond to reports of animal bites and insure that the biting animal is quarantined according to state laws. They investigate reports of vicious animals and conduct the necessary hearings. The animal shelter has 40 kennels and four quarantine pens for holding animals. Once an animal has been impounded, it is assigned to a pen (one animal per pen) with a corresponding pen number. Animals can be viewed from their pens on the City s web page. Citizens can also list lost and found animals on the web page. 113

115 INSPECTIONS/CODE ENFORCEMENT CITY OF SAGINAW EXPENDITURE SUMMARY REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 499,897 $ 520,502 $ 536,350 $ 630,520 Operating 42,963 32,468 36,880 61,270 Contract Services 12,047 6,525 7,000 8,050 Capital Outlay - 42,685 3,000 16,000 TOTALS $ 554,907 $ 602,180 $ 583,230 $ 715,840 In Thousands $800 $600 Personal Services Operating $400 Contract Services $200 Capital Outlay $

116 GOALS, OBJECTIVES AND PERFORMANCE MEASURES INSPECTIONS/CODE ENFORCEMENT FY FY FY Department Goal Department Achievement Department Goal Maintain service and staffing levels Update permit program to allow for credit Updated computer system to accept credit card payment and make it possible to view card payments. inspection results online. Implement paperless file system for building plans. LONG TERM OBJECTIVES Achieve a higher level of code compliance through Building Code training and standardization. Update building codes as needed. Create online inspection service for requesting permits and obtaining results. Start an aggressive abatement program. Utilize the new animal shelter to house animals longer and therefore provide more opportunities for adoption and animals being returned to their owners. Provide low cost vaccination clinics in order to increase the number of animals that are vaccinated which will help prevent rabies and lower the chances of someone having to take rabies shots if bitten. Update Building Department web site. 7,000 6,000 Inspections/Code Enforcement Performance Measures 6,097 6,028 6,000 5,638 5,000 4,446 4,000 3,000 2,000 2,155 1,450 2,971 3,276 2,050 1, Average Inspections Per Inspector Code Enforcement Calls Per Employee 115

117 GOALS, OBJECTIVES AND PERFORMANCE MEASURES INSPECTIONS/CODE ENFORCEMENT GOALS: To minimize the risk to lives, public welfare and property values through quality inspections, code enforcement and animal control. To provide prompt, courteous, and professional service to the citizens and provide humane treatment of animals. ANNUAL OBJECTIVES PERFORMANCE To hold Development Review Committee (DRC) meetings Meetings were are held on an as needed basis. There were with developers monthly. 9 meetings held in FY13/14. Review 95% of residential building plans within 5 working days. Respond to 95% of inspection requests within 24 hours. 100% of residential building plans were reviewed within 7 days. 95% of of inspections were responded to within 24 hours Send code violation notices within 24 hours of verification Code violation notices were sent within 24 hours 95% of the of violation. time. Process billing for high grass work orders within 7 days of 100% of high grass work orders were processed for billing completion. within 7 days. Sponsor four low cost animal vaccination clinics per year. 14 low cost vaccination clinics were held. Implant 25 additional animals with microchips each year. 57 animals received microchip implants. Reduce workers compensation claims by promoting safety on the job. There were no workers compensation claims. 15,000 10,000 5,000 0 Building Inspections Other Inspections Electrical Mechanical Plumbing 116

118 GOALS, OBJECTIVES AND PERFORMANCE MEASURES INSPECTIONS/CODE ENFORCEMENT PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUILDING INSPECTION New SF Construction Permits # Inspections 4,309 2,900 3,127 3,276 4,100 % Inspections Made Within 24 Hours 98% 95% 95% 95% 95% Average Inspections Per Inspector 2,155 1,450 2,971 3,276 2,050 CODE ENFORCEMENT # High Grass Inspections 1,124 1,862 1,704 2,250 1,500 Work Orders Processed for Billing in 7 Days 100% 100% 100% 100% 100% Total Code Enforcement Calls 6,097 8,891 11,276 12,057 12,000 Code Enforcement Calls Per Employee 6,097 4,446 5,638 6,028 6,000 ANIMAL CONTROL Animals Registered 1,423 1,414 1,368 1,246 1,500 Animals Microchipped Each Year Number of Animals Saved From Euthaniza Building Permits Issued Types of Bldg Permits Issued 2014 Industrial Pool Commercial Sign Remodel Single Family Other Code Violations 2014 Zoning Refer to Other Dept Health & Safety Property Maintenance Other 117

119 GOALS, OBJECTIVES AND PERFORMANCE MEASURES INSPECTIONS/CODE ENFORCEMENT Animal Disposition ,600 1,400 1,200 1, Animals Registered Returned to Owner Transfer to Rescue Group Euthanized Adopted Animals Microchipped Each Year Number of Animals Saved From Euthaniza 118

120 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL FLEET MAINTENANCE Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Director of Public Works/Economic Development (1) Clerical Support Administrative Assistant - W/WW (1) Administrative Clerk (3) Administrative Technician-W/WW (1) Economic Development Fleet Maintenance Chief Mechanic (1) Senior Mechanic (1) Drainage Senior Maintenance Worker (1) Maintenance Worker (1) Public Services Streets and Parks Manager (1) Streets Inspector (1) Public Services Specialist (1) Sr. Maintenance Worker (2) Maintenance Worker- (4) Superintendent of Field Operations (1) Parks Sr. Maintenance Worker (1) Maintenance Worker (2) Water & Wastewater Water Utility Manager (1) Senior Maintenance Worker - W/WW (4) Maintenance Worker - W/WW (2) Crew Leader (1) Environmental Specialist (1) Inspections/ Code Enforcement Chief Building Official (1) Senior Inspector (1) Inspector (1) Sr Code Enforcement Officer (1) Code Enforcement Officer (1) Animal Control Officer (2) Sr. Administrative Clerk (1) Animal Shelter Attendant - Part Time (3) FISCAL YEAR TITLE Chief Mechanic Senior Mechanic TOTAL: The Public Works Department houses the offices listed above. Those positions highlighted in gray are paid out of the Fleet Maintenance budget. 119

121 DEPARTMENT DESCRIPTION FLEET MAINTENANCE This department currently operates with a full-time Chief Mechanic and a full-time Senior Mechanic. The mechanics provide maintenance and repairs to City vehicles and equipment. Gasoline, tires, parts and contract repairs for all vehicles are budgeted in this department. The City has 119 pieces of rolling stock as well as numerous trailers, small motorized equipment and tools that the mechanics maintain. Vehicles are sent out for maintenance only when they cannot be repaired by in-house mechanics due to lack of proper equipment or technical expertise. The Chief Mechanic is responsible for the day-to-day management of the garage, trains new employees on proper operation of equipment and works with other departments to control costs of vehicle and equipment repairs and maintenance. He also assists processing insurance claims when City equipment is damaged. It is the responsibility of this department to place all vehicles and equipment on a regular maintenance schedule in order to extend their useful life and insure warranty coverage. This department is also responsible for following the Texas Commission on Environmental Quality (TCEQ) guidelines for waste disposal. The Chief Mechanic coordinates the disposal of surplus equipment through an auctioneering service. He also provides recommendations to City staff for the purchase of new equipment. 120

122 EXPENDITURE SUMMARY FLEET MAINTENANCE REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 182,563 $ 185,161 $ 188,250 $ 166,635 Operating 299, , , ,885 Contract Services 43,361 35,519 40,000 41,710 Capital Outlay TOTAL EXPENDITURES $ 525,905 $ 508,505 $ 543,930 $ 528,230 In Thousands $350 $300 $250 Personal Services Operating $200 $150 $100 Contract Services Capital Outlay $50 $

123 FLEET MAINTENANCE CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL: To provide quality in-house maintenance and repairs to all City vehicles and motorized equipment in a timely and environmentally safe manner utilizing up-to-date diagnostic and repair equipment and coordinate repairs performed by outside vendors to ensure timely and cost-effective completion. City FY FY FY Strategy Department Goal Department Achievement Department Goal Seek alternate sources of funding and use interlocal agreements to increase levels of service or cost savings Look for and implement ways to make fleet facility more economical, efficieint, and productive. Prepared for auction. Researched alternate fuel vehicles. Most tires are installed at the city garage resulting in savings of time and money. Look for new ways to make the Fleet Facility more economical, efficient and productive. Maintain service and staffing levels Carry out capital replacement plan. Continue search to implement alternative fuel vehicles. Continued capital replacement plan. Hire new Chief Mechanic and modernize maintenance operations. LONG TERM OBJECTIVES Renew ASE certifications and obtain certifications in other categories. Attend school for Pierce fire trucks. Seek alternate fuel options when adding new vehicles to the fleet. Implement Capital Replacement Plan. 98% % 1 94% % % % In-House Repairs Completed in 24 hours % Maintenance/Repairs done In- House % 0 86% 98% 90% 95% 98% 97%

124 FLEET MAINTENANCE CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES ANNUAL OBJECTIVES Perform 90% of maintenance and repairs in-house. To complete in-house minor repairs to vehicles and equipment within 24 hours. Perform preventative maintenance on vehicles and equipment as scheduled. Update Chief Mechanic s and Senior Mechanic s certifications every 5 years. Update Motor All Data System annually. To comply with the Texas Commission on Environmental Quality (TCEQ) guidelines. Reduce workers compensation claims by promoting safety on the job PERFORMANCE Performed 98% of maintenance and repairs in-house. Completed 93% of in-house minor repairs to vehicles in equipement within 24 hours. Performed preventative maintenance on vehicles and equipment as scheduled. Chief Mechanic's and Senior Mechanic's certifications are current. Updated Motor All Data System. Complied with TCEQ's guidelines. There were no workers compensation claims for Fleet Maintenance PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Vehicles/Equipment in Fleet In-house Repairs Per Mechanic % Maintenance & Repair Done In-House 98% 90% 95% 98% 97% % In-House Repairs Completed in 24 Hours 92% 92% 94% 93% 95% Automotive Service Excellence Certifications Workers Compensation Claims Vehicles/Equipment in Fleet In-house Repairs Per Mechanic Automotive Service Excellence Certifications Workers Compensation Claims % 90% 95% 98% 97% 0 98% 90% 95% 98% 97% 123

125 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL ECONOMIC DEVELOPMENT Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Director of Public Works/Economic Development (1) Clerical Support Administrative Assistant - W/WW (1) Administrative Clerk (3) Administrative Technician-W/WW (1) Economic Development Fleet Maintenance Chief Mechanic (1) Senior Mechanic (1) Drainage Senior Maintenance Worker (1) Maintenance Worker (1) Public Services Streets and Parks Manager (1) Streets Inspector (1) Public Services Specialist (1) Sr. Maintenance Worker (2) Maintenance Worker- (4) Superintendent of Field Operations (1) Parks Sr. Maintenance Worker (1) Maintenance Worker (1) Water & Wastewater Water Utility Manager (1) Senior Maintenance Worker - W/WW (4) Maintenance Worker - W/WW (2) Crew Leader (1) Environmental Specialist (1) Inspections/ Code Enforcement Chief Building Official (1) Senior Inspector (1) Inspector (1) Sr Code Enforcement Officer (1) Code Enforcement Officer (1) Animal Control Officer (2) Sr. Administrative Clerk (1) Animal Shelter Attendant - Part Time (3) FISCAL YEAR TITLE Economic Development Coordinator Secreatary - Part Time TOTAL: The Public Works Department houses the offices listed above. There are no positions in the Economic Development budget. 124

126 ECONOMIC DEVELOPMENT CITY OF SAGINAW DEPARTMENT DESCRIPTION The Economic Development Division of Public Works administers the areas of Economic and Industrial Development, including development proposals, site plans and reinvestment zones. It provides assistance to property owners, contractors, engineers and developers. This department works with companies requesting tax abatements and is also responsible for monitoring those companies after the abatement is approved for compliance with the terms of the tax abatement. It provides demographic and other pertinent information in an effort to recruit new businesses. The Director of Public Works/Economic Development is responsible for preparing support documents and attending meetings of various boards, the City Council, and the Development Review Committee (DRC). The Director of Public Works/Economic Development strives to encourage growth that is consistent with the City s economic development goals. This department serves as the main link between the City of Saginaw and prospective developers. 125

127 ECONOMIC DEVELOPMENT REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ - $ - $ - $ - Operating 6,004 64,778 41, ,500 Contract Services Capital Outlay 8, TOTAL EXPENDITURES $ 14,504 $ 64,778 $ 41,450 $ 502,500 In Thousands $600 $550 $500 $450 $400 $350 $300 $250 $200 Personal Services Operating Contract Services Capital Outlay $150 $100 $50 $

128 ECONOMIC DEVELOPMENT CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES GOAL: To provide a positive, informed and obtainable link between the City, citizens and prospective developers in an effort to bring new businesses to the City of Saginaw and retain existing businesses while maintaining the integrity of the City s overall plan. City Strategy FY Department Goal FY Department Achievement FY Department Goal Maintain service and staffing levels Promote vacant land near new Overpass location as well as other desirable lots on Saginaw Blvd. Trinity Rail Car Tax Abatement approved. Met with owners's representative of Cranz's Farm regarding Bailey Boswell overpass and development strategies. Adopt Commercial Economic Development Strategy. Continue to promote NE corner of Saginaw Blvd (287) and East Bailey Boswell as well as other viable commercial properties. LONG TERM OBJECTIVES Acquire additional sit-down restaurants within the City. Increase industrial development to help balance the tax base. Consider economic development incentives allowed by state law and develop a policy to offer such incentives. Promote the vacant property at the NE corner of Business 287 & Bailey Boswell, near new overpass. Establish a plan for retaining existing businesses. PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Estimated # of Meetings with Prospects % Successful Results from Meetings 20% 20% 20% 20% 20% DRC Meetings Attended Estimated New Jobs Created Traffic Count Bailey Boswell & Saginaw Blvd. 42,000 42,000 42,000 36,000 36,000 % of New Businesses Retained For 3 Years 75% 75% 75% 75% 75% 127

129 ECONOMIC DEVELOPMENT CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES New Businesses New Businesses Commercial Industrial Industrial Personal Property Accounts

130 DEBT SERVICE FUND City of Saginaw The Debt Service Fund, also known as the Interest and Sinking Fund, is used to account for the accumulation of resources for, and the payment of, general obligation longterm debt principal and interest. 129

131 DEBT SERVICE FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Current Property Taxes $ 2,208,269 $ 2,673,890 $ 2,672,210 Other Taxes and Fees 34,061 31,000 32,000 Bond Premium 39, Interest on Investments 1,828 2, Other Financing Sources-Refunding 1,180, Transfers from Other Funds 308, ,895 69,460 Use of Fund Balance - 184, ,275 TOTAL REVENUES $ 3,772,258 $ 3,487,865 $ 2,975,670 EXPENDITURES Principal Retirement $ 1,700,000 $ 2,501,720 $ 2,111,785 Interest 679, , ,885 Debt Issuance Cost 22, Other Financing Uses-Refunding 1,221, Arbitrage Expenses - 2,000 2,000 Agent Fees 3,218 5,000 5,000 TOTAL EXPENDITURES $ 3,626,781 $ 3,487,865 $ 2,975,

132 FUND DESCRIPTION DEBT SERVICE FUND The City of Saginaw's Debt Service Fund accounts for the property tax collections and transfers into the fund for the payment of principal and interest on general long term liabilities and the actual payments of that principal and interest on those general long term liabilities. The Debt Service Fund, also known as the Interest and Sinking Fund, is established by ordinances authorizing the issuance of bonds and providing for the payment of bond principal and interest as they come due. Certificates of Obligation (C.O.) are securities issued by the City for the purpose of paying contractual obligations incurred through construction projects or purchasing equipment. Certificates of Obligation do not require voter approval. They may be secured by property tax revenue or from other revenue. General Obligation (G.O.) debt must be approved by the voters. It may be secured by the ad valorem, or property tax, revenue. A tax rate is adopted that will produce the money necessary to satisfy annual debt service requirements. The property tax rate is per one hundred dollars of value. The Debt Rate is , or 41.47%, of the total tax rate. The Texas Comptroller s Office issues guidelines (Truth-in-Taxation) for calculating a city s tax rate. A taxing entity must adopt its rate in two separate components - one rate for maintenance and operations and one rate for debt service. The debt service rate is the tax rate necessary to pay the unit s debt payments in the coming year. The Texas Constitution prohibits any Texas political subdivision from incurring debt except in certain ways provided by statute. Texas law defines debt as any obligation that cannot be repaid during the current fiscal year. Therefore, a Texas city may only enter into obligations that may be paid from current fiscal year funds or are subject to annual appropriation. A Texas city may only pledge future funds to the payment of the following types of obligations, as provided by statute: bonds, certificates of obligation, and tax notes. Bank loans that extend beyond the current fiscal year and/or that are not subject to appropriation are likely not permitted for cities operating under the general laws of Texas. Saginaw is a Home Rule city. As a Texas home rule city, the City of Saginaw is not limited by State Law in the amount of debt it may issue. The City Charter places a limit of $1.50 on the total ad valorem tax rate which may be levied for both operating and debt purposes. With a combined tax rate of $ the City is well within this limit. Of the $ tax rate 41.47% is allocated for debt service. The remaining 58.53% is allocated for maintenance and operations. In 2012, Moody s Investors Service improved the City s bond rating to Aa3, and Standard and Poor s rated the City at AA-. The City s waterworks and sewer system revenue bond ratings are Aa3 by Moody's and AA by Standard and Poor's. The City of Saginaw invests the money held in this fund. The interest earned on these investments generates additional revenue for this fund. Due to a higher than budgeted collection rate, the Debt Service Fund balance has increased. The budget includes the use of $201,275 of the Debt Service Fund fund balance for the payment of long-term debt. 131

133 FUND DESCRIPTION DEBT SERVICE FUND DEBT PAYMENTS $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 $3,480,865 $2,906,637 $2,922,215 $2,968,670 $2,366,178 $2,546,410 $2,445,985 $2,500,603 $2,446,587 $2,379, COMPARISON OF GENERAL OBLIGATION BOND INDEBTEDNESS CITY Population Net Taxable Value GO Bond Indebtedness Bond Debt Per Capita Azle 11,170 $ 644,604,926 $ 2,655,000 $238 White Settlement 16,543 $ 571,744,976 $ 5,620,000 $340 Benbrook 21,939 $ 1,578,854,404 $ 8,380,000 $382 Watauga 24,350 $ 962,767,488 $ 11,810,000 $485 Saginaw 20,877 $ 1,226,373,021 $ 14,810,000 $709 Sachse 21,596 $ 1,300,626,676 $ 38,170,000 $1,767 Weatherford 26,385 $ 1,689,926,788 $ 56,610,000 $2,146 These are comparable cities in the Dallas/Fort Worth Metroplex. Information was obtained from the 2014 TML Taxation and Debt Survey. 132

134 SUMMARY OF DEBT SERVICE EXPENDITURES BUDGET BUDGET ACCOUNT DESCRIPTION Bond Principal Payment $ 2,025,000 $ 1,940,000 (1) Principal Payment - Meter Change-out Project 177,280 0 (2) Principal Payment - Vactor Truck 59,690 0 (3) Principal Payment - Ladder Truck 239, ,785 (4) Bond Interest Payment 960, ,115 Interest Payment - Meter Change-out Project 6,585 0 Interest Payment - Vactor Truck 2,090 0 Interest Payment - Ladder Truck 10,250 11,770 Paying Agent Fees 5,000 5,000 Arbitrage Expense 2,000 2,000 Debt Issuance Cost - Other Financing Uses - Refunding - TOTALS $ 3,487,865 $ 2,975,670 (1) This represents the scheduled bond principal payment for the fiscal year. Outstanding principal balance at $22,420,000 (2) The last principal payment for the meter change-out project was paid in November, The original principal amount was $848,700. Outstanding principal balance at $0 (3) The last principal payment for the vactor truck was paid in December, The original principal amount was $287,934. Outstanding principal balance at $0 (4) This represents the second scheduled payment for the ladder truck. The original principal amount was $944, and the final payment is due August, Outstanding principal balance at $532,760

135 GENERAL LONG TERM DEBT SERVICE REQUIREMENTS DISBURSEMENT AMOUNT DISBURSEMENT AMOUNT 2006 General Obligation Refunding Bonds 2010 Certificate of Obligation Bonds Principal $ 440,000 Principal $ 70,000 Interest 122,298 Interest 53,950 Total $ 562,298 Total $ 123, Certificate of Obligation Bonds 2012 General Obligation Refunding Bonds Principal $ 85,000 Principal $ 485,000 Interest 60,075 Interest 83,125 Total $ 145,075 Total $ 568, Certificate of Obligation Bonds 2013 General Obligation&Refunding Bonds Principal $ 165,000 Principal $ 390,000 Interest 121,388 Interest 288,056 Total $ 286,388 Total $ 678, Certificate of Obligation Bonds 2014 General Obligation Refunding Bonds Principal $ 70,000 Principal 235,000 Interest 42,540 Interest 73,683 Total $ 112,540 Total $ 308,683 TOTAL REQUIREMENTS Principal $ 1,940,000 Interest $ 845,114 Fees 7,000 TOTAL $ 2,792,

136 GENERAL LONG TERM DEBT OUTSTANDING Description Bonds FY Bonds Interest Rate Range Original Outstanding Payments Outstanding Redemption Dates Issue 10/1/2014 Principal Interest 9/30/ General Obligation Refunding Bonds $4,995,000 $ 3,060,000 $ 440,000 $ 122,298 $ 2,620, % to 4.250% September 1, 2006 to September 1, Certificate of Obligation Bonds $1,940,000 $ 1,445,000 $ 85,000 $ 60,075 $ 1,360, % to 5.000% March 1, 2007 to September 1, Certificate of Obligation Bonds $3,815,000 $ 2,840,000 $ 165,000 $ 121,388 $ 2,675, % to 4.375% March 1, 2008 to September 1, Certificate of Obligation Bonds $1,240,000 $ 1,000,000 $ 70,000 $ 42,540 $ 930, % to 4.600% September 1, 2011 to September 1, Certificate of Obligation Bonds $1,790,000 $ 1,545,000 $ 70,000 $ 53,950 $ 1,475, % to 4.000% September 1, 2011 to September 1, Certificate of Obligation Bonds $4,445,000 $ 3,280,000 $ 485,000 $ 83,125 $ 2,795, % to 3.000% September 1, 2012 to September 1, General Obligation & Refunding Bonds $9,075,000 $ 8,540,000 $ 390,000 $ 288,056 $ 8,150, % to 4.125% September 1, 2013 to September 1, General Obligation Refunding Bonds $2,650,000 2,650, ,000 73,683 $ 2,415, % March 1, 2014 to September 1, 2024 TOTALS $29,950,000 $24,360,000 $1,940,000 $845,114 $22,420,

137 GENERAL LONG TERM DEBT REQUIREMENTS FUTURE YEARS SEPTEMBER 30, PRINCIPAL INTEREST TOTAL ,030, ,577 2,798, ,975, ,966 2,684, ,810, ,443 2,462, ,875, ,320 2,471, ,915, ,388 2,453, ,635, ,249 2,110, ,690, ,125 2,113, ,665, ,948 2,033, ,400, ,278 1,714, ,100, ,304 1,364, ,025, ,899 1,245, , ,776 1,148, , , , , , , ,000 92, , ,000 65, , ,000 43, , ,000 22, ,481 TOTALS $ 22,420,000 $ 5,990,961 $ 28,410,961 The debt of the General Fund reflects a twenty-year payout with interest costs primarily carried in the first half of the overall life of the debt. The major decline in debt service is evident and reflects a point where a major issue is retired. The retirement should be looked upon as an opportunity to issue new debt for the continuing infrastructure and capital needs of the community while at the same time having little or no impact on the total tax rate. This debt schedule reflects all General Fund debts except the lease/purchase requirements of the ladder truck and the water and wastewater portion of the debt. 136

138 ENTERPRISE FUND City of Saginaw The Enterprise Fund is used to account for operations of the City s water and wastewater activities which are financed and operated in a manner similar to private business enterprises. Services of the Enterprise Fund are intended to be self-supporting through user charges and fees. 137

139 ENTERPRISE FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Tsf. From W/WW Escrow Fund $ - $ - $ 645,000 Tsf. From Drainage Utility-Reimb Salaries 38,500 39,205 40,735 Tsf. From Drainage Utility-Reimb GLTD 10,000 10,000 - Water Sales 4,400,432 4,300,000 4,515,000 Wastewater Service 2,614,362 2,702,500 2,702,500 Water Tap Fees 22,050 20,000 25,000 Wastewater Tap Fees 8,777 7,000 12,000 Wastewater Surcharge 1,284,376 1,100,000 1,200,000 Water Impact Fees 51, Wastewater Impact Fees 6, Penalties 119, , ,000 Other Income 152,394 75,000 90,000 Proceeds from Loan Interest on Investments 7,146 7,000 2,000 Interest on Investments-2006 W&WW Use of Fund Balance - 169, ,375 TOTAL REVENUES $ 8,715,866 $ 8,550,425 $ 10,247,610 EXPENSES Salaries & Benefits $ 1,131,845 $ 1,117,020 $ 1,157,995 Operating 418, , ,465 Debt Payments 177, , ,135 Water Purchase from Fort Worth 1,754,918 2,500,000 2,775,000 Wastewater Service from Fort Worth 2,682,968 2,600,000 2,652,000 Capital Outlay 306, , ,000 Water Department Total $ 6,471,967 $ 7,428,330 $ 7,921,595 Transfers $ 958,330 $ 1,014,095 $ 674,315 W&WW Capital Projects 108,000 1,651,700 TOTAL EXPENSES $ 7,430,297 $ 8,550,425 $ 10,247,610 Surplus (Deficit) $ 1,285,569 $ - $ - 138

140 ENTERPRISE FUND REVENUES BUDGETED FUNDS Use of Fund Balance $895,375 9% Other Income $212,000 2% Transfers In $685,735 7% Wastewater Revenues $3,914,500 38% Water Revenues $4,540,000 44% REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET DESCRIPTION Transfers In $ 46,025 $ 46,695 $ 48,500 $ 49,205 $ 685,735 Water Sales 4,490,222 4,633,761 4,400,432 4,300,000 4,515,000 Wastewater Service 2,267,549 2,247,218 2,614,362 2,702,500 2,702,500 Water Tap Fees 19,766 27,920 22,050 20,000 25,000 Wastewater Tap Fees 9,039 11,950 8,777 7,000 12,000 Wastewater Surcharges 666,465 1,374,527 1,284,376 1,100,000 1,200,000 Water Impact Fees 42,642 69,275 51, Wastewater Impact Fees 5,485 13,679 6, Penalties 126, , , , ,000 Interest on Investments 8,544 5,892 7,146 7,000 2,000 Other Income 91,825 87, ,394 75,000 90,000 Use of Fund Balance , ,375 Total Revenues $ 7,773,977 $ 8,637,575 $ 8,715,866 $ 8,550,425 $ 10,247,

141 ENTERPRISE FUND OVERVIEW OF REVENUES The City of Saginaw's Enterprise Fund accounts for water and wastewater operations with the intent that the costs of providing goods and/or services to the general public on a continuing basis be financed or recovered primarily through user charges and fees. Below is an overview of the major Enterprise Fund revenues. Enterprise Fund revenues are based on trend analysis. The assumptions included in the budget are for average temperatures and average rainfalls. WATER SALES: The City of Saginaw purchases water from the City of Fort Worth. Fort Worth will increase their water rates 11% October 1, This budget proposes a 5% increase in the City's water rates. In Thousands $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 $3,876 $3,179 $3,563 $3,725 $3,875 WATER SALES REVENUES $4,490 $4,634 $4,400 $4,300 $4, WASTEWATER SERVICE: The City of Fort Worth bills Saginaw for wastewater treatment based on the strengths and volume that are passed through the system. As the City continues to grow and adds more customers, the strength and volume increases along with the charges. Fort Worth will increase wastewater rates 2% October 1, This budget proposes no change in the City's wastewater rates. WASTEWATER SERVICE REVENUES In Thousands $3,000 $2,703 $2,703 $2,419 $2,268 $2,247 $2,614 $2,500 $2,134 $1,953 $2,074 $2,005 $2,000 $1,500 $1,000 $500 $

142 WATER AND WASTEWATER TAP FEES: This represents the fees charged by the City for connections, or taps, to the water and wastewater system for new homes and businesses. The amount of the fee is determined by the size of the connection and whether it is installed by the developer, owner, or the City. Water tap fees are $ to $ Wastewater tap fees are from $ to $ If the taps are installed by the City, the fee is actual cost plus 15%. In Thousands $150 WATER TAP FEES REVENUES $116 $100 $50 $71 $38 $27 $34 $20 $28 $22 $20 $25 $ In Thousands $75 WASTEWATER TAP FEES REVENUES $50 $25 $0 $51 $31 $16 $9 $13 $9 $12 $9 $7 $ WASTEWATER SURCHARGE: All commercial or industrial customers who discharge to the POTW (Publicly Owned Treatment Works) that are categorical, significant or high strength are in the monitored category. Their waste stream is then tested for strength and regulated pollutants quarterly. The results of these tests are then used to calculate their wastewater charges. These charges are based on the prevailing City of Fort Worth rate for BOD and TSS plus a 10% premium. In Thousands $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 $305 $317 $367 $333 $383 WASTEWATER SURCHARGE REVENUES $667 $1,375 $1,284 $1,100 $1,

143 ORGANIZATIONAL CHART AND SCHEDULE OF PERSONNEL WATER & WASTEWATER Citizens of Saginaw Mayor and City Council City Manager (1) Asst. City Manager/ Finance Director (1) Director of Public Works/Economic Development (1) Clerical Support Administrative Assistant - W/WW (1) Administrative Clerk (3) Administrative Technician-W/WW (1) Economic Development Fleet Maintenance Chief Mechanic (1) Senior Mechanic (1) Drainage Senior Maintenance Worker (1) Maintenance Worker (1) Public Services Streets and Parks Manager (1) Streets Inspector (1) Public Services Specialist (1) Sr. Maintenance Worker (2) Maintenance Worker- (4) Superintendent of Field Operations (1) Parks Sr. Maintenance Worker (1) Maintenance Worker (1) Water & Wastewater Water Utility Manager (1) Senior Maintenance Worker - W/WW (4) Maintenance Worker - W/WW (2) Crew Leader-W/WW (1) Environmental Specialist (1) Inspections/ Code Enforcement Chief Building Official (1) Senior Inspector (1) Inspector (1) Sr Code Enforcement Officer (1) Code Enforcement Officer (1) Animal Control Officer (2) Sr. Administrative Clerk (1) Animal Shelter Attendant - Part Time (3) FISCAL YEAR TITLE Director of Public Works/Economic Development Water & Wastewater Supt./Field Operations Water Utility Manager Senior Maintenance Worker - W/WW Maintenance Worker - W/WW Crew Leader Environmental Specialist* Administrative Assistant - W/WW Administrative Technician - W/WW Administrative Clerk TOTAL: The Public Works Department houses the offices listed above. Those positions highlighted in gray are paid out of the Water & Wastewater budget. The Administrative Technician - W/WW and the two (2) Administrative Clerks are located in the General Administrative Office. *The Drainage Utility Fund reimburses this fund for half the salary and benefits of the Environmental Specialist. In 13/14, 2 Maintenance Workers became Senior Maintenance Workers and 1 Maintenance Worker became a crew leader. 142

144 DEPARTMENT DESCRIPTION WATER & WASTEWATER The Director of Public Works/Economic Development is the manager of all Public Works employees. The Water & Wastewater maintenance employees share office space with the Public Services and Inspections/Code Enforcement departments at the Public Works building. The water billing personnel are located at the General Administrative Office at City Hall. They are responsible for the billing and collection of approximately 7,200 accounts. The City has a two-cycle billing system for utility customers. The City contracts out the printing and mailing of utility bills. One full-time employee reads meters two (2) days each month. This employee works on other projects the rest of the month. Saginaw is 100% dependent upon the City of Fort Worth for its water supply and wastewater treatment. The water/wastewater division is responsible for the operation and maintenance of the City's water distribution system and wastewater collection system. This division maintains the water system following the guidelines for human consumption and fire safety set forth by the Texas Commission on Environmental Quality (TCEQ). They maintain adequate pressure throughout the water system, repair and maintain all distribution lines, keep accurate records of distribution and pumpage and report to the State as required. They ensure that all pump stations are operational and maintain an annual maintenance program. They maintain updated maps for location of lines, repairs breaks in a timely manner and take water samples as required by law. They also turn water on and off for residents, complete all water-related work orders, and resolves customer complaints and inquiries. In addition they are responsible for the maintenance of the wastewater collection system. The City of Saginaw sends 100% of its wastewater to the City of Fort Worth for treatment. They repair broken sewer lines, clear line blockages, conduct video inspections of wastewater lines and provide regular cleaning of all lines in the City as preventative maintenance. The City monitors significant industrial users and categorical industries by sampling their sewage effluent to ensure compliance with Environmental Protection Agency (EPA) standards. 143

145 EXPENDITURE SUMMARY WATER & WASTEWATER REVISED ADOPTED EXPENDITURES BY ACTUAL ACTUAL BUDGET BUDGET CATEGORY Personal Services $ 1,091,723 $ 1,131,845 $ 1,117,020 $ 1,157,995 Operating 396, , , ,465 Debt Payments 191, , , ,135 Water Purchases 2,283,723 1,754,918 2,500,000 2,775,000 Wastewater Service 2,175,859 2,682,968 2,600,000 2,652,000 Transfers to Other Funds 892, ,330 1,014, ,315 Capital Outlay/Capital Projects 148, , ,500 1,933,700 TOTAL EXPENDITURES $ 7,180,832 $ 7,430,297 $ 8,550,425 $ 10,247,610 In Thousands $3,000 $2,000 $1,000 $ Personal Serv. Operating Debt Payments Water Purchases Wastewater Service Transfers Capital Outlay/Projects 144

146 WATER & WASTEWATER CITY OF SAGINAW GOALS, OBJECTIVES AND PERFORMANCE MEASURES City FY FY FY Strategy Department Goal Department Achievement Department Goal Maintain adequate reserve funds to operate the city in case of a financial emergency Add $100,000 to General Fund Emergency Reserves and $100,000 to Enterprise Fund Emergency Reserves Maintain Moody's rating of Aa3 and Standard and Poor's rating of AA/Stable. Added $100,000 to General Fund Emergency Reserves and $100,000 to Enterprise Fund Emergency Reserves Maintain Moody's rating of Aa3 and Standard and Poor's rating of AA/Stable. Add $100,000 to General Fund Emergency Reserves and $100,000 to Enterprise Fund Emergency Reserves Maintain Moody's rating of Aa3 and Standard and Poor's rating of AA/Stable. Maintain and upgrade the City's infrastructure to assure quality services Replace 128 commercial water meters. I&I study of Little Fossil Creek Basin. Complete Saginaw Blvd 12" water line phase 1. Complete 8" water line replacement at Lawson Road. South East 24" Trunk Main Replacement Phase 1 & 3 Opal Street Culvert Sanitary Sewer Replacement Replaced 89 commercial meters. This project was delayed due to lack of rainfall. Design of this project is 60% complete, construction contract to be bid Nov Construction will be in FY 14-15; it will be combined with the Watson St water line replacement. Design of this project is 90% complete, construction will be completed in FY This project was completed. Upgrade 8" water line along Saginaw Blvd to 12" from McLeroy to Palomino. Replace 8" water lines along Lawson Road and Watson Street. South East 24" Trunk Main Replacement Phase 1 & 3 Bluebonnet 8" Sanitary Sewer rehabilitation. LONG TERM OBJECTIVES Implement a leak detection/water loss program on our water system. Replace water lines as designated on the Capital Improvements Plan. Perform random water meter accuracy tests throughout the system. Replace wastewater lines as designated on the Capital Improvements Plan. Inspect, reseal and/or replace, as necessary, all wastewater manholes. Maintain current certifications through continuing education credits and seek new certifications. Promote the Clean It Like You Mean It program to rid the City of hazardous waste, tires, etc. 145

147 GOALS, OBJECTIVES AND PERFORMANCE MEASURES WATER & WASTEWATER ANNUAL OBJECTIVES Take water samples monthly, to make sure it is safe for the residents to use, with 100% of the samples tested being acceptable. To maintain adequate water storage for the Fire Department flow requirements for sanitation and business and residential consumption. Change out old water meters according to the meter replacement program (100 meters per year). To read 100% of water meters correctly. Take wastewater samples quarterly. Respond to requests for non-emergency service within 24 hours. To seek alternate sources to get projects funded and built. (CDBG funds, constructed by developers, shared costs with the county or another city.) Reduce workers compensation claims by promoting safety on the job PERFORMANCE Water samples were tested monthly and all 240 samples were acceptable. Fire Department flow requirements were met. During FY13/14, 51 new meters were installed and 653 meters were replaced. 100% of water meters were read correctly. Wastewater samples were taken 100% of the time. 100% of requests for non-emergency service were responded to within 24 hours. The City shared the cost of sewer replacements at Bluebonnet St and Franklin Ave by using CDBG allocations administered by Tarrant County. We continue to promote workplace safety. PERFORMANCE MEASURES ACTUAL ACTUAL ACTUAL ACTUAL BUDGET Wastewater Mains Cleaned (Feet) 366, , , , ,000 New Water Meters Installed Water Meters Changed Out Water Customers 6,935 6,978 7,050 7,133 7,200 Water Meters Read 85,610 86,600 87,531 87,690 88,000 Water Meters Reread 1, ,010 1, Percent Rereads Correct 97% 100% 100% 100% 100% Workers Compensation Claims WATER SYSTEM STORAGE AND PUMPING INVENTORY Gallons In Millions Firm Capacity Peak Day Demand 0 Ground Storage Elevated Storage 0.00 Million Gallons Per Day These graphs show the water storage and pumping capabilities of the City. Firm capacity is the total pumping capacity that a system can deliver with the largest pump out of service. The average 2013/2014 water demand was 2.83 million gallons per day. 146

148 GOALS, OBJECTIVES AND PERFORMANCE MEASURES WATER & WASTEWATER AVERAGE DAILY WASTEWATER VOLUME AVERAGE DAILY WATER VOLUME Normal Actual Average Actual WATER & WASTEWATER STATISTICS Water Customers 6,935 6,978 7,050 7,133 7,200 Average Residential Bill for all utilities based on average use of 8,000 gallons per month $ $ $ $ $ WATER FEES Minimum - 2,000 gallons $ $ $ $ $ Residential - next 8,000 gallons $ 3.95 $ 3.95 $ 3.75 $ 4.32 $ 4.32 Residential - 10,000+ gallons Comml/Industrial next 8,000 gallons $ 4.21 $ 4.21 $ 4.00 $ 4.60 $ 4.60 Comml/Industrial 10,000+ gallons WASTEWATER FEES Minimum - 2,000 gallons $ $ $ $ $ Residential - 2,000+ gallons Comml/Industrial Minimum - 2,000 gallons $ $ $ $ $ Comml/Industrial - 2,000+ gallons According to Texas Municipal League s 2014 Water Survey, the average cost of water usage of 5,000 gallons in all Texas cities that responded is $32.73, a 3.41% increase over the 2013 average of $ Saginaw s cost for 5,000 gallons of water usage is $ The average cost for cities with similar population (20,001-25,000) is $ The average cost of wastewater service for residential usage of 5,000 gallons in all Texas cities that responded is $25.39, a 3.8% increase over last year s average of $ Saginaw s cost for 5,000 gallons of wastewater service is $ The average cost for cities with similar population is $

149 SUMMARY OF WATER & WASTEWATER DEBT SERVICE EXPENDITURES BUDGET BUDGET ACCOUNT DESCRIPTION Bond Principal Payment $ 455,000 $ 425,000 (1) Bond Interest Payment 144, ,885 Paying Agent Fees 2,250 2,250 TOTALS $ 601,305 $ 532,135 Transfer to Debt Service Fund $69,458 for 2014 W/WW portion of 2014 Refunding Debt (1) Bond principal due. The outstanding bond balance a$ 2,490,

150 WATER & WASTEWATER DEBT SERVICE REQUIREMENTS 2006 Waterworks & Sewer System Revenue Bonds Principal $ 110,000 Interest 77,585 Total $ 187, Waterworks & Sewer System Revenue Bonds Principal $ 315,000 Interest 27,300 Total $ 342,300 TOTAL REQUIREMENTS Principal $ 425,000 Interest 104,885 Fees 2,250 TOTAL $ 532, General Obligation refunding Bonds Principal $ 55,000 Interest 14,458 Total $ 69,458 TOTAL REQUIREMENTS INCLUDING 2014 GO REFUNDING Principal $ 480,000 Interest 119,343 Fees 2,250 TOTAL $ 601,

151 WATER & WASTEWATER DEBT OUTSTANDING Description Bonds FY Bonds Interest Rate Range Original Outstanding Payments Outstanding Redemption Dates Issue 10/1/2014 Principal Interest 9/30/ Waterworks and Sewer System Revenue Bonds $ 2,535,000 $ 1,900,000 $ 110,000 $ 77,585 $ 1,790, % to 4.850% September 1, 2004 to September 1, Waterworks & Sewer System Refunding Bonds $2,505,000 $ 1,015,000 $ 315,000 $ 27,300 $ 700, % to 3.000% September 1, 2011 to September 1, 2020 TOTALS $ 5,040,000 $ 2,915,000 $ 425,000 $ 104,885 $ 2,490,

152 WATER & WASTEWATER DEBT REQUIREMENTS FUTURE YEARS SEPTEMBER 30, PRINCIPAL INTEREST TOTAL ,000 93, , ,000 78, , ,000 66, , ,000 59, , ,000 53, , ,000 46, , ,000 40, , ,000 34, , ,000 28, , ,000 21, , ,000 14, , ,000 7, ,600 TOTALS $ 2,490,000 $ 545,838 $ 3,035,838 Average Annual Requirement $ 252,986 Waterworks and Sewer System Refunding Bonds Series 2010 due September 1, 2010 to September 1, 2020 Waterworks and Sewer Revenue Bonds Series 2006 due March 1, 2007 to September 1,

153 CAPITAL PROJECTS FUND City of Saginaw The Capital Projects Fund is used to account for the financing and construction of Governmental Funds type projects and Enterprise Fund projects funded through general obligation bonds and certificate of obligation bonds, other than those recorded in the proprietary fund. 152

154 CAPITAL PROJECTS FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Bond Proceeds $ 7,895,000 $ - $ 8,000,000 Bond Premium 262, Reimbursements from Tarrant County - Longhorn Reimbursements from Tarrant County - Bailey Boswell 1,221, ,690 - Bailey Boswell Rd - Developer Contribution 50, Interest on Investments 1,871 7,500 1,800 Transfer from General Fund for Western Center 286, ,000 - Transfer from General Fund for City Hall 1,819, Transfer from General Fund for Bailey Boswell Road - 32,000 - Transfer from Enterprise Fund for City Hall 18, ,000 - Transfer from General Fund for Old Decatur Road 5, Transfer from Drainage Fund - 285, ,000 Transfer from Donations - 40,000 50,000 Transfer from General Escrow Fund ,000 Use of Previously Issued Bond Funds - 1,008, ,000 TOTAL REVENUES $ 11,561,485 $ 2,647,920 $ 9,376,800 EXPENDITURES Bond Sale Expenses $ 157,998 $ - $ 160,000 Bailey Boswell Road 2,584,624 1,865,000 7,165,000 Western Center/156 Paving and Signal Design 298, ,000 - Old Decatur Rd/Cromwell Marine Creek Signal 5,284 5,000 - City Hall Renovation 2,032, ,000 - Fleet Facility 73, Water Projects Parks Master Plan Projects ,000 Drainage Projects 72, , ,000 TOTAL EXPENDITURES $ 5,224,961 $ 2,647,920 $ 8,245,

155 CAPITAL PROJECTS FUND OVERVIEW The City of Saginaw's Capital Projects Fund accounts for the acquisition and/or construction of capital facilities and serves as a component of the City's long range plan. Maintaining and upgrading infrastructure in a fiscally conservative manner that seeks to minimize debt funding by seeking alternative sources of financing perfectly aligns with the City's long term strategic goals. In 2011 our City Engineers, Kimley-Horn and Associates, completed a Comprehensive Master Plan Update (Master Plan) and Capital Improvements Plan (CIP). The Master Plan and CIP for the years was approved the City Council on May 3, These plans provide a statement about our community's growth patterns, the general distribution and location of land use, a detailed thoroughfare plan and other general guidelines for various plan elements. The Plan provides a written consensus to guide future growth and development while allowing flexibility to respond to new ideas and direction as the City progresses, changes, and grows. The 2011 Master Plan and CIP theme is Back to Basics. The City prepared for the growth projected in the 1990's by constructing infrastructure to meet the demand. As the City approaches build-out, the new plan focuses on strengthening the infrastructure system and maintaining existing infrastructure. This return to the basics of operation and maintenance of infrastructure is the theme for this plan. The basis for long range planning is population growth. Prior to the economic downturn, Saginaw was one of the fastest growing cities in all of Tarrant County. The growth rate has slowed considerably with a population increase of 4.4% since the 2010 census. Based on available land and current densities, Saginaw is expected to reach its build out population of 29,040 in The plan presents findings and recommendations for implementing a plan to meet the infrastructure needs over the next five years and beyond. The plan addresses the following key components: Streets and Thoroughfare Plan Community Facilities Water Distribution System Wastewater Collection System Drainage The following tables summarize the proposed capital improvements by category on an annual basis with anticipated project costs. 154

156 City of Saginaw Capital Improvement Plan USE OF FUNDS SOURCE OF FUNDS Actual Revised Tarrant Cap Proj General Court Sec Donations Escrow Enterprise Drainage To Be Project Description Note Prior Years Future CIP Total County Fund Fund Fund Fund Funds Fund Fund Determined Western Center/156 Paving Improvements and Signal Design 1 298,229 78, , ,229 0 Bailey Boswell Ph. 1 Reconstruction 2,630, ,000 3,310,912 1,622,548 1,688, Old Decatur Rd to Saginaw Blvd Bailey Boswell Preliminary Design 280, , , ,354 0 All Phases - Phase 2 through Overpass Bailey Boswell Overpass 0 140, ,000 10,850,000 11,470,000 4,000,000 7,470,000 0 Bailey Boswell from Saginaw Blvd to the S-curve Bailey Boswell Ph. 2 Reconstruction 0 3,500,000 7,550,000 1,010,000 12,060,000 12,060,000 0 S-curve to Jarvis Road Bailey Boswell Ph. 3 Reconstruction Jarvis Road to Approx. 500' west of Ash Meadow Dr. Bailey Boswell Ph. 4 Reconstruction 325,000 3,525, ,850,000 3,395, ,000 0 Approx. 500' west of Ash Meadow Dr. to FM 156 E. McLeroy Boulevard (Western Center Extension) 3,500,000 3,500,000 3,500,000 S-curve to Blue Mound Rd E. McLeroy Boulevard Ph. 2 Reconstruction 9,750,000 9,750,000 9,750,000 S-curve to Saginaw Blvd W. McLeroy Boulevard Ph. 3 Reconstruction 7,100,000 7,100,000 7,100,000 Saginaw Blvd to Knowles Dr. W. McLeroy Boulevard Ph. 4 Reconstruction 5,200,000 5,200,000 5,200,000 Knowles Dr. to Old Decatur Rd Knowles Drive Ph. 1 Reconstruction 3,400,000 3,400,000 3,400,000 Longhorn Rd. to McLeroy Blvd Knowles Drive Ph. 2 Reconstruction 3,500,000 3,500,000 3,500,000 McLeroy Blvd to W.J. Boaz Rd Knowles Drive Ph. 3 Reconstruction 885, , ,000 W.J. Boaz Rd to Normandy Ln Industrial Blvd Reconstruction 4,200,000 4,200,000 4,200,000 10,000' East of Saginaw Blvd to FM 156 W.J. Boaz 775, , ,000 Old Decatur Rd to Knowles Dr Railroad Quiet Zone Study 60,000 60,000 60,000 Total Street Construction 3,209,495 1,703,000 7,165,000 8,030,000 50,230,000 70,337,495 5,622,548 25,513, , , ,370,000 City Hall Remodel 1 2,528, ,000 2,905,989 2,571, ,000 90, ,000 0 Park Master Plan 1,2 35, ,000 35,000 0 Park Master Plan Projects 1 100, ,000 50,000 50,000 0 Trail and Sidewalk Connectivity System 0 0 Softball/Baseball Complex 6,000,000 6,000,000 6,000,000 Recreation Center Expansion 2,000,000 2,000,000 2,000,000 Library Expansion/Satellite Annex 0 Total Community Facilities 2,563, , , ,000,000 11,040, ,606, , ,000 50, , ,000,000 Notes 1 Project funded through cash reserves 2 Includes two (2) grant applications to Texas Parks and Wildlife Department 3 Project funded through Utility Impact Fees 4 Projects constructed by City of Fort Worth 5 Projects possible constructed by Developers 6 Utility Relocation Project for TXDOT Highway Expansion 7 Paid with Drainage Utility Reserves 8 Paid with Cap Proj Reserves and Drainage Utility Fund 9 Paid with Drainage Utility Fees 10 On hold due to TXDOT Review Fee Issue 155

157 City of Saginaw Capital Improvement Plan USE OF FUNDS SOURCE OF FUNDS Actual Revised Tarrant Cap Proj General Court Sec Donations Escrow Enterprise Drainage To Be Project Description Note Prior Years Future CIP Total County Fund Fund Fund Fund Funds Fund Fund Determined South Hampshire 16" Water Line 1,3 21, , , ,000 21,000 0 South Hampshire across Hialeah Park to Saginaw Blvd Saginaw Blvd 12" Water Line Ph , , , , McLeroy to Palomino Fort Worth Meter Station Upgrade Upgrade to 8,800 gpm facility West McLeroy 12" Water Line Ph , , ,000 Elementary #14 to Old Decatur Rd. Lawson and Watson 8" Water Line 1 440, , ,000 0 along Lawson Rd and S Watson Rd East McLeroy 12" Water Line 5 390, , ,000 S-Curve to Blue Mound Road Basswood Blvd. 12" Water Line 5 420, , ,000 Bailey Boswell Rd. to TXU Easement Old Decatur 8" Water Line 5 170, , ,000 West McLeroy Blvd. To Springhill Dr. Old Decatur 12" Water Line Ph , , ,000 West McLeroy Blvd. to First Baptist Church Old Decatur 12" Water Line Ph. 2 - COMPLETED Bridle Trail to Meadowdale Dr. Saginaw Blvd 16" Water Line Ph , , ,000 Palomino across Saginaw Blvd to Samson 12" water line FM " Water Line 6 870, , ,000 Basswood to Grand Central Parkway Total Water System 21,000 45, ,000 1,091,000 2,720,000 4,812, ,261, , ,090,000 Notes 1 Project funded through cash reserves 2 Includes two (2) grant applications to Texas Parks and Wildlife Department 3 Project funded through Utility Impact Fees 4 Projects constructed by City of Fort Worth 5 Projects possible constructed by Developers 6 Utility Relocation Project for TXDOT Highway Expansion 7 Paid with Drainage Utility Reserves 8 Paid with Cap Proj Reserves and Drainage Utility Fund 9 Paid with Drainage Utility Fees 10 On hold due to TXDOT Review Fee Issue 156

158 City of Saginaw Capital Improvement Plan USE OF FUNDS SOURCE OF FUNDS Actual Revised Tarrant Cap Proj General Court Sec Donations Escrow Enterprise Drainage To Be Project Description Note Prior Years Future CIP Total County Fund Fund Fund Fund Funds Fund Fund Determined I&I Study Phase , , , ,000 0 Little Fossil Creek Basin South East 24" Trunk Main Replacement Ph. 1 & Ph. 3 1,3 17,000 42, , , , ,500 0 East Meter Station to west of Blue Mound Rd by bore Kennedy to E. McLeroy across National Guard South East 24" Trunk Main Replacement Ph , , , Blue Bound Road to Kennedy South East 18" Trunk Main Replacement 1 15,000 15,000 15,000 0 Little Fossil Creek to the 15" National Guard Sewer Opal St. Culvert Sanitary Sewer Replacement (1) 21,000 21,000 21, ft. of 6-inch SS parallel to channel I&I Study Phase 2 95,000 95,000 95,000 West Cement Creek Blue Ridge Trail 8" Sanitary Sewer 190, , ,000 South West 21" Trunk Main Replacement 420, , ,000 Longhorn Rd. to Sky Wood Ct. Jarvis Road Sanitary Sewer Upgrade 0 580, , ,000 Bailey Boswell Rd. to Brenda Ln. Bluebonnet 8" Sanitary Sewer Rehab - CDBG 1 44,200 44,200 44,200 0 city matching share only FM. 156 Sanitary Sewer Relocate 6 720, , ,000 Saginaw High School to Bailey Boswell I&I Study Phase 3 95,000 95,000 95,000 East Cement Creek Basin I&I Study Phase 4 95,000 95,000 95,000 Big Fossil Creek Basin Total Wastewater System 699,766 63, , ,000 1,615,000 3,714, ,000 1,369, ,195,000 Notes 1 Project funded through cash reserves 2 Includes two (2) grant applications to Texas Parks and Wildlife Department 3 Project funded through Utility Impact Fees 4 Projects constructed by City of Fort Worth 5 Projects possible constructed by Developers 6 Utility Relocation Project for TXDOT Highway Expansion 7 Paid with Drainage Utility Reserves 8 Paid with Cap Proj Reserves and Drainage Utility Fund 9 Paid with Drainage Utility Fees 10 On hold due to TXDOT Review Fee Issue 157

159 City of Saginaw Capital Improvement Plan USE OF FUNDS SOURCE OF FUNDS Actual Revised Tarrant Cap Proj General Court Sec Donations Escrow Enterprise Drainage To Be Project Description Note Prior Years Future CIP Total County Fund Fund Fund Fund Funds Fund Fund Determined Saginaw Blvd. System #2 Ph. 4 and Utility Relocation 7 70, , , ,000 0 Lemon to Northern East Cement Creek Improvements 8 107, , ,080 65, ,000 0 Culvert at Opal Street Saginaw Blvd. System # 2 Ph. 5 1,500,000 1,500,000 1,500,000 Northern to Cambridge Saginaw Blvd. System # 2 Ph , , ,000 Cambridge to Across from Minton East Cement Creek Improvements 505, , ,000 Channel to McLeroy (Blue Ridge St. Internal Drainage) East Cement Creek Improvements 310, , ,000 Culvert at W. McLeroy Saginaw Blvd. System #3 Right of Way 9 330, , ,000 Easements, RR Permits, RR Inspection Saginaw Blvd. System #3 Ph. 1 2,100,000 2,100,000 2,100,000 Saginaw Blvd. System #3 Ph. 2 1,300,000 1,300,000 1,300,000 Saginaw Blvd. System #3 Ph , , ,000 Saginaw Blvd. System #3 Ph , , ,000 Saginaw Blvd. System #3 TXDOT Review , , ,000 Total Drainage System 107, , , ,465,000 9,680, , ,150,000 8,465,000 Total Capital Projects 6,601,410 2,475,920 9,736,700 9,741,000 71,030,000 99,585,030 5,622,548 25,578,798 2,983, , ,000 1,916,000 1,949,466 1,150,000 60,120,000 Notes 1 Project funded through cash reserves 2 Includes two (2) grant applications to Texas Parks and Wildlife Department 3 Project funded through Utility Impact Fees 4 Projects constructed by City of Fort Worth 5 Projects possible constructed by Developers 6 Utility Relocation Project for TXDOT Highway Expansion 7 Paid with Drainage Utility Reserves 8 Paid with Cap Proj Reserves and Drainage Utility Fund 9 Paid with Drainage Utility Fees 10 On hold due to TXDOT Review Fee Issue 158

160 WATERHILL BAY LAKE KNOWLES AMBER THREE BARS Ú Ú JAN TAYLOR CHESTNUT DENNIS JARVIS OPAL ROBBINS PARKWEST FENWAY MOSAIC VISTA WAY ROCKLEDGE MARSHA WESTERN DEFIEL MOCKINGBIRD ARTHUR BRISTOL SHERRY ARCADIA VIRGINIA SAWYER BLUE QUARTZ SADDLE FLAP STIRRUP IRON WHITE ROCK BLUE WOOD RIVER ROCK MARINE ARABIAN OAK HOLLOW KNOWLES JOHN KENNEDY Ú Ú BLUE MOUND Ú Ú Ú MOSAIC WAGLEY ROBERTSON SANTA FE WATSON PALO DURO CANARY ARGAN Ú DOVE BLACK ASH SWAN CRANE PELICAN Ú Ú GOLD DUST CHEYENNE ASH MEADOW WATSON FM 156 LAZY SPUR WHITE ASH Ú Ú CHURCHHILL KATY Ú HIGH COTTON DARLINGTON DARLINGTON OLD DECATUR WHEATLAND ROCKMILL COMPLETED BUS HWY 287 ÚÚ 4 2 COMANCHE SPRINGS CATALPA Bailey Boswell Road MANGROVE SASSAFRAS NUTMEG CASHEW MANGROVE ROCK ELM BAILEY BOSWELL HEMLOCK SEQUOIA BIG SKY LARIAT PAINT HORSE RED ELM 3 BAILEY BOSWELL ROCKY TOP BRYSON Old Decatur Road BADLANDS BOOTHBAY SKIPADOR WJ BOAZ STAREE PARKVIEW HILLS CROMWELL MARINE CREEK PARK CENTER CT FAIR MEADOWS MEADOWDALE LOST HEATHER SAGINAW SPRINGS PARK CENTER GRAY WASH SHADOW RIVER MISTY BRAY CT 12 RAVENWOOD GRAY WASH BRIDLE CRESTVIEW SPRINGHILL ROUNDROCK FOX RUN HILLWOOD WESTGROVE EDWARDS W McLeroy Blvd MCLEROY WEST HILLS CREEK SILVERBROOK NOTTINGHAM SCARLET PRINCE JOHN CLOUD LOCK MISTY HARBOR ROCKY HAVEN SEABOURNE 5 SIR GUY QUEST Ú CRYSTAL BROOK PARK SHERWOOD COMMONWEALTH LITTLE JOHN CT Ú BABBLING BROOK NOTTINGHAM LITTLE JOHN SPRINGWOOD WESTCLIFF LANDSDALE CLOVER Ú WESTWOOD COLE FOX PARKHILL GREENWAY W J BOAZ LOCKSLEY COM MONWEALTH FRIAR GREENVALE CASTLEBROOK CT LEATHERMAN GREENBRIAR OLD DECATUR NORMANDY SURRY CINDY MEADOW PEACH TREE KNOWLES ROBIN WINDSOR KINGSLEY PARKVIEW GRIFFITH WILLOWVIEW CHERRY TREE GALLAHAD WOODCREST GREEN RIDGE LONGHORN ACORN APPLE TREE HAZELNUT KEMPSON SYCAMORE KINGSBROOK ROUNDROCK LOOP CARRIAGE PARK CENTER GEORGIAN SHEA SAGINAW BLVD LOTTIE Saginaw Blvd ASBURY ROBERTS MUSTANG SAGINAW BLVD GREEN Longhorn Road BREEDERS CUP BLAZING STAR PATRICK APPALOOSA Ú Ú SILVER SPUR CANDLESTICK WHITNEY BUCKSTONE Ú KNOWLES GRACE SKY WOOD TRIPLE CROWN COMISKEY TIGER BIG WILLOW SKY CREEK WRIGLEY BRANDY WILLOWWOOD OAK GRAND CHAMPION WILLOWSTONE MOONEY WILLOW RYE GLENN AERONIA STEERMAN MCNEILL CESSNA PIPER CREEK POINT DR FOSSIL WOOD HARNESS BRIDAL HELMSFORD NORTON CAMBRIDGE REED TOWNE VISTA MILL BIG WILLOW CT KNOWLES Ú WESTERN WILLOW VISTA SADDLEWAY GUADALUPE BRENDA DENISE DUSTIN RYAN ALEX BAILEY MITCH STALLION SAGINAW BLVD NATHAN CANYON RIDGECREST SIERRA BLANCA TAOS SADDLE RIDGE STIRRUP BAR HORN CAP PRAIRIE NORTHERN BLUE RIDGE MESA WASHINGTON WORTHY ELKINS OPAL CT DELMAR HAMP SHIRE KAY WOFFORD PINTO SOUTHERN CT COLT BURLINGTON LEMON THOMPSON CT RUIDOSO CT RUIDOSO BLUE BONNET SADDLE THOMPSON GARVEY Ú PIMLICO MINTON Ú HIALEAH PARK BELMONT FRANK LIN PALOMINO ZEPHER BUSINESS 287 PALOMINO CT RANCHO ANDERSON HAMPSHIRE APPALOOSA STRAW HIALEAH SOUTHERN CONDOR FAIRMOUNT SAGINAW BLVD EAGLE SPRING HOLLOW FAIRMOUNT FLAMINGO 287 AUTO FINCH ROCK DOVE BLUEJAY GULL SPRINGS WAY ÚÚ CREEKSIDE MEADOWLARK IBIS HEATHER RIDGE PKWY BROOKHOLLOW SPRING DR 14 HUMMINGBIRD CREEK TERRACE BOBWHITE 7 ORIOLE E McLeroy Blvd E Industrial Ave INDUSTRIAL RAVEN QUAIL CARDINAL PHEASANT PARTRIDGE MALLARD REDWING SPARROW SANSOM FALCON 13 REDDING HIGH COUNTRY IRON HORSE GRAND CENTRAL Ú Ú COTTONBELT WHISTLE STOP SILVER STREAK ROUGH RIDER DR ATCHISON LAVONNE LN STAFFORD STATION HIAWATHA PENNSYLVANIA LAVONNE LN HARRIMAN BASSWOOD KINGS CROSS PULLMAN WABASH ROUNDHOUSE PADDINGTON TRINITY SAGEWOOD 6 TRIAD TRIAD SARATOGA LAWSON REMINGTON TOPEKA GRAND CENTRAL CT UNION VICTORIA HIGHLAND STATION BASSWOOD ROUGH RIDER DR MCLEROY KENNEDY TRIAD FM 156 BASSWOOD WATAUGA BELL GLENN CORRIN FAGAN GILL FM 156 TYSON AMERICANA CONTINENTAL INDEPENDENCE INDUSTRIAL NORTHWAY MARINE CREEK GRAND NATIONAL JOCKEY CLUB FOX HUNT 820 HIGHIRON CROSS ING Matchline RAILHEAD NORTHEAST COMANCHE PEAK PALUXY SANDS GRAYSON RIDGE PAWPAW RIDGE AUSTIN RIDGE GIDDYUP BRITTON RIDGE BLUE RIBBON COUNTRY VALLEY VILLAGE STONE DOWNS KENTUCKY DERBY ARENA SHOW MASTER LAVA ROCK TUSCANY STONE CHAPEL GOLD BASIN PACERS THOROUGHBRED CATS EYE RIVERFLAT RUGGED WESTERN STAR GRANITE RIDGE JIM WRIGHT RAILHEAD EXIT 13 RAILHEAD LOW IRON CROSSING 820 EXIT 14 KING PEN EXIT 15 HIGHIRON CROSSING Matchline RAILHEAD BLUE MOUND 820 NORTHEAST Inset Map MEACHAM BLVD LONE STAR TERMINAL DEEN Street CIP 1) Bailey Boswell Ph. 1 Reconstruction 2) Bailey Boswell Ph. 2 & 3 Reconstruction 3) Bailey Boswell Ph. 4 Reconstruction 4) Bailey-Boswell Overpass Future Street CIP 5) W.J. Boaz 6) E. McLeroy Boulevard (Western Center Extension) 7) E. McLeroy Boulevard Ph. 2 Reconstruction 8) W. McLeroy Boulevard Ph. 3 Reconstruction 9) W. McLeroy Boulevard Ph. 4 Reconstruction 10) Knowles Drive Ph. 1 Reconstruction 11) Knowles Drive Ph. 2 Reconstruction 12) Knowles Drive Ph. 3 Reconstruction 13) Industrial Boulevard Reconstruction 14) Railroad Quiet Zone Implementation Map Data Map based on GIS data as of July 2013 S City of Saginaw, Texas 2014 Annual Budget Retreat STREET CIP 159 August 2014 Map Disclaimer This map product is for informational purposes and may not have been prepared for or be suitable for legal, engineering, or surveying purposes. It does not represent an on-the-ground survey and represents only the approximate relative location of property boundaries.

161 Bailey Boswell Overpass Scope Intersection of Bailey Boswell and Saginaw Blvd including reconstruction from Saginaw Blvd to the S-Curve Method New Construction Project Cost $11,470,000 Fiscal Year Construction to begin in FY Description This project consists of the construction of an overpass to elevate Bailey Boswell over the railroad tracks and Saginaw Blvd to the commercial developments on the west side Impact on Operating There will be an eventual increase in maintenance costs as this is a new structure. Budget Bailey Boswell Phase 2 and Phase 3 Reconstruction Scope S-Curve to Jarvis Rd and Jarvis Rd to 500' West of Ash Meadow Dr Method Reconstruction Project Cost $12,060,000 Fiscal Year Construction to begin in FY This project consists of the reconstruction of Bailey Boswell to the ultimate section Description requirements identified on the City's Master Thoroughfare Plan, 6-land divided. This project includes intersection improvements at Jarvis Road and Bailey Boswell. Impact on Operating Budget This project will have no impact on the operating budget because it is a reconstruction of an existing street. Savings in maintenance costs will be used on other streets within the City. Bailey Boswell Phase 4 Reconstruction Scope 500" West of Ash Meadow Dr to FM 156 Method Reconstruction Project Cost $3,850,000 Fiscal Year Construction to begin in FY Description Impact on Operating Budget This project consists of the reconstruction of Bailey Boswell to the ultimate section requirements identified on the City's Master Thoroughfare Plan, 6-land divided. This project includes intersection improvements at the following locations: Bailey Boswell and High Country Trail and Bailey Boswell and FM 156. This project will have no impact on the operating budget because it is a reconstruction of an existing street. Savings in maintenance costs will be used on other streets within the City. East McLeroy Blvd (Western Center Extension) Scope S-Curve to FM 156 (Blue Mound Rd) Method New Construction Project Cost $3,500,000 Fiscal Year Future CIP Description Impact on Operating Budget CITY OF SAGINAW CAPITAL IMPROVEMENT PROJECTS - STREETS This project will complete an important principal arterial connection to Western Center Blvd. This project should be closely coordinated with TxDOT and the City of Fort Worth. There will be an eventual increase in maintenance costs as this is a new roadway. 160

162 CAPITAL IMPROVEMENT PROJECTS - STREETS East McLeroy Blvd Phase 2 Reconstruction Scope Saginaw Boulevard to S-Curve Method Reconstruction Project Cost $9,750,000 Fiscal Year Future CIP Description Impact on Operating Budget This project will complete an important principal arterial connection to Western Center Blvd. This project should be closely coordinated with TxDOT. This project will have no impact on the operating budget because it is a reconstruction of an existing street. West McLeroy Blvd Phase 3 Reconstruction Scope Knowles to Saginaw Boulevard Method Reconstruction Project Cost $7,100,000 Fiscal Year Future CIP Description Impact on Operating Budget This project will complete an important principal arterial connection to Western Center Blvd. This project should be closely coordinated with TxDOT. This project will have no impact on the operating budget because it is a reconstruction of an existing street. West McLeroy Blvd Phase 4 Reconstruction Scope Old Decatur to Knowles Method Reconstruction Project Cost $5,200,000 Fiscal Year Future CIP Description Impact on Operating Budget This project will complete an important principal arterial connection to Western Center Blvd. This project should be closely coordinated with the City of Fort Worth. This project will have no impact on the operating budget because it is a reconstruction of an existing street. Knowles Drive Phase 1 Reconstruction Scope Longhorn Road to West McLeroy Blvd Method Reconstruction Project Cost $3,400,000 Fiscal Year Future CIP Description Construction of a 4-lane undivided roadway and associated drainage improvements. Impact on This project will have no impact on the operating budget because it is a reconstruction of an Operating existing street. Budget Knowles Drive Phase 2 Reconstruction Scope West McLeroy Blvd to W.J. Boaz Rd Method Reconstruction Project Cost $3,500,000 Fiscal Year Future CIP Description Construction of a 4-lane undivided roadway and associated drainage improvements. Impact on This project will have no impact on the operating budget because it is a reconstruction of an Operating existing street. Budget 161

163 CAPITAL IMPROVEMENT PROJECTS - STREETS Knowles Drive Phase 3 Reconstruction Scope W.J. Boaz Rd to Normandy Lane Method Reconstruction Project Cost $88,500 Fiscal Year Future CIP Description Construction of a collector roadway as identified in the Master Thoroughfare Plan. Impact on This project will have no impact on the operating budget because it is a reconstruction of an Operating existing street. Budget Industrial Blvd Reconstruction Scope Saginaw Blvd to FM 156 Method Reconstruction Project Cost $4,200,000 Fiscal Year Future CIP Description Impact on Operating Budget Construction of a 4-lane undivided roadway and associated drainage and railroad crossing improvements. This project will have no impact on the operating budget because it is a reconstruction of an existing street. W.J Boaz Extension Scope Construction of south half of WJ Boaz Method New Construction Project Cost $775,000 Fiscal Year Future CIP Description Construction from Knowles to Old Decatur Road Impact on Operating There will be an eventual increase in maintenance costs as this is a new structure. Budget Railroad Quiet Zone Study Scope Multiple Railroad Crossings within City Limits Method Study Project Cost $60,000 Fiscal Year Future CIP Description Study of railroad quiet zones. Impact on Operating Budget There will be an increase in maintenance costs for this project. However, because this is a future project and the scope of the improvements is unknown, we are not able to quantify the impact on the operating budget for implementation of the study results at this time. 162

164 WATERHILL BAY LAKE OLD DECATUR JAN KNOWLES PARKWEST CHESTNUT AMBER THREE BARS BLUE MOUND TAYLOR DENNIS FENWAY MOSAIC VISTA WAY SHERRY ROCKLEDGE MARSHA WESTERN JARVIS OPAL ROBBINS BRISTOL ARCADIA VIRGINIA SAWYER BLUE WOOD DEFIEL MOCKINGBIRD JOHN KENNEDY ARTHUR RIVER ROCK BLUE QUARTZ MARINE WAGLEY ROBERTSON SADDLE FLAP STIRRUP IRON WHITE ROCK ARABIAN OAK HOLLOW KNOWLES MOSAIC CANARY BLACK ASH CHEYENNE SANTA FE ASH MEADOW WATSON PALO DURO ARGAN DOVE SWAN CRANE PELICAN GOLD DUST WATSON KATY FM 156 LAZY SPUR WHITE ASH CHURCHHILL HIGH COTTON ROCKMILL DARLINGTON DARLINGTON WHEATLAND 287 BUS HWY 287 COMANCHE SPRINGS CATALPA Bailey Boswell Road MANGROVE SASSAFRAS NUTMEG CASHEW MANGROVE ROCK ELM BAILEY BOSWELL HEMLOCK SEQUOIA RED ELM BIG SKY LARIAT PAINT HORSE BAILEY BOSWELL BRYSON CREEK PARK CLOVER GREENWAY COLE FOX PARK CENTER PULLMAN TRINITY BRIDLE SPRINGHILL ROUNDROCK HILLWOOD WESTGROVE EDWARDS SILVERBROOK MCLEROY SPRINGWOOD WEST HILLS WESTCLIFF PARKHILL W J BOAZ NORMANDY MEADOW GRIFFITH WOODCREST CARRIAGE GEORGIAN ROCKY TOP HIGH COUNTRY IRON HORSE COTTONBELT WHISTLE STOP STAFFORD STATION HARRIMAN WABASH ROUNDHOUSE TOPEKA GRAND CENTRAL CT BADLANDS BOOTHBAY SKIPADOR Old Decatur Road WJ BOAZ STAREE PARKVIEW HILLS CROMWELL MARINE CREEK PARK CENTER CT FAIR MEADOWS PARK CENTER MEADOWDALE LOST HEATHER SAGINAW SPRINGS GRAY WASH SHADOW RIVER MISTY BRAY CT RAVENWOOD GRAY WASH WJ BOAZ CRESTVIEW MISTY HARBOR FOX RUN NOTTINGHAM SCARLET PRINCE JOHN CLOUD LOCK ROCKY HAVEN SEABOURNE SIR GUY QUEST CRYSTAL BROOK BABBLING BROOK SHERWOOD COMMONWEALTH LITTLE JOHN CT NOTTINGHAM LITTLE JOHN WESTWOOD LANDSDALE LEATHERMAN LOCKSLEY COM MONWEALTH FRIAR GREENVALE CASTLEBROOK CT GREENBRIAR SURRY PEACH TREE KNOWLES ROBIN WINDSOR KINGSLEY CINDY WILLOWVIEW CHERRY TREE PARKVIEW GALLAHAD APPLE TREE KINGSBROOK GREEN RIDGE PATRICK ACORN HAZELNUT KEMPSON SYCAMORE ROUNDROCK LOOP KNOWLES SHEA CANDLESTICK WHITNEY BUCKSTONE GRACE SKY WOOD COMISKEY TIGER BIG WILLOW SKY CREEK SAGINAW BLVD WRIGLEY BRANDY WILLOWWOOD LOTTIE WILLOW OAK WILLOWSTONE MOONEY AERONIA RYE GLENN STEERMAN MCNEILL CREEK POINT DR CESSNA PIPER HELMSFORD FOSSIL WOOD BIG WILLOW CT KNOWLES ASBURY CAMBRIDGE NORTON MUSTANG ROBERTS REED TOWNE VISTA MILL W McLeroy Blvd WILLOW VISTA GUADALUPE Saginaw Blvd BRENDA DENISE DUSTIN RYAN ALEX BAILEY MITCH STALLION SAGINAW BLVD SAGINAW BLVD NATHAN CANYON RIDGECREST SIERRA BLANCA TAOS PRAIRIE SADDLE RIDGE NORTHERN BLUE RIDGE MESA WASHINGTON WORTHY DELMAR HAMP SHIRE ELKINS OPAL CT KAY GREEN WOFFORD PINTO SOUTHERN CT COLT BURLINGTON LEMON THOMPSON CT RUIDOSO CT RUIDOSO BLUE BONNET SADDLE THOMPSON GARVEY PIMLICO MINTON HIALEAH PARK BELMONT FRANK LIN PALOMINO ZEPHER BUSINESS 287 PALOMINO CT RANCHO ANDERSON HAMPSHIRE APPALOOSA STRAW HIALEAH SOUTHERN CONDOR FAIRMOUNT FINCH ROCK DOVE SAGINAW BLVD EAGLE SPRING HOLLOW BLUEJAY FAIRMOUNT GULL FLAMINGO SPRINGS WAY CREEKSIDE MEADOWLARK HEATHER RIDGE PKWY IBIS BROOKHOLLOW SPRING DR HUMMINGBIRD CREEK TERRACE BOBWHITE ORIOLE RAVEN QUAIL CARDINAL GRAND CENTRAL PHEASANT PARTRIDGE MALLARD REDWING SPARROW SANSOM FALCON REDDING SILVER STREAK ATCHISON HIAWATHA PENNSYLVANIA BASSWOOD KINGS CROSS PADDINGTON SAGEWOOD TRIAD TRIAD SARATOGA REMINGTON UNION VICTORIA HIGHLAND STATION BASSWOOD ROUGH RIDER DR ROUGH RIDER DR LAVONNE LN LAVONNE LN E McLeroy Blvd E Industrial Ave MCLEROY KENNEDY TRIAD FM 156 BASSWOOD WATAUGA BELL GLENN CORRIN FAGAN GILL FM 156 TYSON AMERICANA CONTINENTAL INDEPENDENCE OLD DECATUR LONGHORN Longhorn Road BREEDERS CUP APPALOOSA BLAZING STAR TRIPLE CROWN SILVER SPUR GRAND CHAMPION HARNESS BRIDAL WESTERN SADDLEWAY STIRRUP BAR HORN CAP 6 1&2 Completed 287 AUTO INDUSTRIAL LAWSON INDUSTRIAL NORTHWAY MARINE CREEK CREEK GRAND NATIONAL JOCKEY CLUB FOX HUNT 820 HIGHIRON CROSSING Matchline RAILHEAD NORTHEAST COMANCHE PEAK PALUXY SANDS GRAYSON RIDGE PAWPAW RIDGE AUSTIN RIDGE GIDDYUP BRITTON RIDGE BLUE RIBBON COUNTRY VALLEY VILLAGE STONE DOWNS KENTUCKY DERBY ARENA SHOW MASTER LAVA ROCK TUSCANY STONE CHAPEL GOLD BASIN PACERS THOROUGHBRED CATS EYE RIVERFLAT RUGGED WESTERN STAR GRANITE RIDGE JIM WRIGHT RAILHEAD EXIT 13 RAILHEAD LOW IRON CROSSING 820 EXIT 14 KING PEN EXIT 15 HIGHIRON CROSSING Matchline RAILHEAD BLUE MOUND 820 NORTHEAST LONE STAR Inset Map MEACHAM BLVD TERMINAL DEEN Community Facilities CIP 1) City Hall Renovation Study 2) City Hall Remodel 3) Park Master Plan Future Community Facilities CIP 4) Trail and Sidewalk Connectivity System 5) Softball/baseball Complex 6) Recreation Center Expansion 7) Library Expansion / Satellite Annex Map Data Map based on GIS data as of July 2013 CF City of Saginaw, Texas 2014 Annual Budget Retreat COMMUNITY FACILITIES CIP 163 August 2014 Map Disclaimer This map product is for informational purposes and may not have been prepared for or be suitable for legal, engineering, or surveying purposes. It does not represent an on-the-ground survey and represents only the approximate relative location of property boundaries.

165 Park Master Plan Projects Project Cost $100,000 Fiscal Year Begin working on identified projects in FY The Park Master Plan was completed and approved in FY A five year plan has been composed Description based on the Master Plan. The City Council has approved funding of $100,000 to begin working on those projects that are identified as most needed. Impact on Operating Budget Increased maintenance costs are expected. The cost is unknown at this time because the exact projects have yet to be identified. Trail and Sidewalk Connectivity System Project Cost Unknown Fiscal Year Future Project An anticipated result of the Parks Master Plan will be projects to improve the trail system and sidewalk Description connectivity through the City. The connectivity project will link schools and parks to residential areas. Impact on Increased maintenance costs are expected for this project. However, because this is a future project, we are not Operating able to quantify the impact on the operating budget at this time. Budget Softball/Baseball Complex Project Cost $6,000,000 Fiscal Year Future Project Description Impact on Operating Budget CITY OF SAGINAW CAPITAL IMPROVEMENT PROJECTS - COMMUNITY FACILITIES The proposal to build ball fields was narrowly defeated in the 2000 bond election. We continue to receive requests for a new facility. Our current field at Willow Creek Park is well used and hosts up to 40 teams per season. A four-plex facility with central concession stand/restrooms, walks, parking, lighting, and land acquisition would cost approximately $3.5 million and require approximately 25 acres of land. If we were to acquire 50 acres, we could construct the four-plex for adult play, 6 fields for youth baseball and softball and possibly have room for some soccer fields or practice fields. The cost of this option is estimated at $6 million. We are expecting increases in Personal Services, Operating, and Contract Services expenditures when this project is completed. However, because this is a future project, we are not able to quantify the impact on the operating budget at this time. Recreation Center Expansion Project Cost $2,000,000 Fiscal Year Future Project Description The existing recreation center facilities are in need of updating for space and use improvements. Impact on We are expecting increases in Personal Services, Operating, and Contract Services expenditures when this Operating project is completed. However, because this is a future project, we are not able to quantify the impact on the Budget operating budget at this time. Library Expansion/Satellite Annex Project Cost Unknown Fiscal Year Future CIP The existing Library facilities are in need of updating for space and technological improvements. The satellite Description annex would provide library services to residents in another area of the City. Impact on We are expecting increases in Personal Services, Operating, and Contract Services expenditures when this Operating project is completed. However, because this is a future project, we are not able to quantify the impact on the Budget operating budget at this time. 164

166 WATERHILL BAY LAKE OLD DECATUR KNOWLES AMBER THREE BARS Ú Ú Ú BLUE MOUND JAN TAYLOR CHESTNUT DENNIS JARVIS OPAL ROBBINS PARKWEST FENWAY MOSAIC VISTA WAY ROCKLEDGE MARSHA WESTERN DEFIEL MOCKINGBIRD ARTHUR BRISTOL SHERRY ARCADIA VIRGINIA SAWYER BLUE QUARTZ SADDLE FLAP STIRRUP IRON WHITE ROCK BLUE WOOD RIVER ROCK MARINE ARABIAN OAK HOLLOW ROCKMILL Ú KNOWLES JOHN KENNEDY MOSAIC WAGLEY ROBERTSON SANTA FE WATSON PALO DURO CANARY ARGAN DOVE Ú BLACK ASH SWAN CRANE PELICAN GOLD DUST CHEYENNE ASH MEADOW Ú WATSON FM 156 LAZY SPUR WHITE ASH Ú Ú CHURCHHILL KATY Ú HIGH COTTON DARLINGTON DARLINGTON WHEATLAND 287 BUS HWY 287 COMANCHE SPRINGS CATALPA Bailey Boswell Road MANGROVE SASSAFRAS NUTMEG CASHEW MANGROVE ROCK ELM BAILEY BOSWELL HEMLOCK SEQUOIA RED ELM BIG SKY LARIAT PAINT HORSE BAILEY BOSWELL BRYSON CREEK PARK CLOVER GREENWAY COLE FOX PARK CENTER PULLMAN TRINITY BRIDLE ROUNDROCK MARINE CREEK SPRINGHILL HILLWOOD WESTGROVE EDWARDS SILVERBROOK MCLEROY SPRINGWOOD WEST HILLS WESTCLIFF PARKHILL W J BOAZ OLD DECATUR NORMANDY MEADOW GRIFFITH WOODCREST LONGHORN CARRIAGE GEORGIAN 10 Ú ROCKY TOP HIGH COUNTRY IRON HORSE COTTONBELT WHISTLE STOP STAFFORD STATION HARRIMAN WABASH ROUNDHOUSE TOPEKA GRAND CENTRAL CT 11 BADLANDS BOOTHBAY SKIPADOR Old Decatur Road 4 WJ BOAZ STAREE PARKVIEW HILLS 6 CROMWELL MARINE CREEK HIGHIRON CROSSING PARK CENTER CT FAIR MEADOWS MEADOWDALE LOST HEATHER SAGINAW SPRINGS Ú Ú Ú Matchline RAILHEAD PARK CENTER GRAY WASH SHADOW RIVER NORTHEAST MISTY BRAY CT Ú RAVENWOOD GRAY WASH WJ BOAZ CRESTVIEW FOX RUN NOTTINGHAM SCARLET PRINCE JOHN CLOUD LOCK MISTY HARBOR ROCKY HAVEN SEABOURNE SIR GUY 3 12 Completed QUEST CRYSTAL BROOK COMANCHE PEAK SHERWOOD COMMONWEALTH LITTLE JOHN CT BABBLING BROOK NOTTINGHAM LITTLE JOHN WESTWOOD LANDSDALE LOCKSLEY COM MONWEALTH FRIAR GREENVALE CASTLEBROOK CT LEATHERMAN GREENBRIAR WINDSOR KINGSLEY PALUXY SANDS SURRY PEACH TREE KNOWLES ROBIN GRAYSON RIDGE CINDY WILLOWVIEW CHERRY TREE PARKVIEW GALLAHAD PAWPAW RIDGE GREEN RIDGE AUSTIN RIDGE ACORN APPLE TREE KINGSBROOK BLAZING STAR GIDDYUP PATRICK HAZELNUT KEMPSON SYCAMORE GRAND NATIONAL BRITTON RIDGE SILVER SPUR BLUE RIBBON SHEA CANDLESTICK WHITNEY BUCKSTONE GRACE TRIPLE CROWN COUNTRY VALLEY SKY WOOD DOWNS BIG WILLOW SKY CREEK SAGINAW BLVD LOTTIE KENTUCKY DERBY ARENA WRIGLEY BRANDY WILLOWWOOD OAK GRAND CHAMPION WILLOW STONE CHAPEL WILLOWSTONE MOONEY AERONIA MCNEILL FOSSIL WOOD BRIDAL NORTON ASBURY CAMBRIDGE JOCKEY CLUB ROBERTS MUSTANG REED TOWNE WILLOW VISTA SADDLEWAY GUADALUPE BRENDA RYAN ALEX FOX HUNT LAVA ROCK TUSCANY GOLD BASIN CATS EYE RIVERFLAT RUGGED DENISE DUSTIN BAILEY MITCH STALLION SAGINAW BLVD NATHAN CANYON RIDGECREST SIERRA BLANCA STIRRUP BAR HORN CAP GRANITE RIDGE SADDLE RIDGE WESTERN STAR NORTHERN BLUE RIDGE WASHINGTON SAGINAW BLVD WORTHY ELKINS KAY GREEN WOFFORD Longhorn Road BREEDERS CUP 8 APPALOOSA KNOWLES VILLAGE STONE COMISKEY TIGER STEERMAN SHOW MASTER RYE GLENN CESSNA PIPER CREEK POINT DR HARNESS PACERS HELMSFORD THOROUGHBRED VISTA MILL W McLeroy Blvd ROUNDROCK LOOP BIG WILLOW CT KNOWLES Saginaw Blvd WESTERN TAOS PRAIRIE MESA OPAL CT DELMAR HAMP SHIRE PINTO SOUTHERN CT COLT BURLINGTON LEMON THOMPSON CT RUIDOSO CT RUIDOSO BLUE BONNET SADDLE THOMPSON GARVEY PIMLICO MINTON Ú HIALEAH PARK BELMONT FRANK LIN PALOMINO ZEPHER BUSINESS 287 PALOMINO CT RANCHO ANDERSON HAMPSHIRE APPALOOSA STRAW HIALEAH 1 SOUTHERN Ú Ú Ú JIM WRIGHT 820 CONDOR FAIRMOUNT SAGINAW BLVD AUTO FINCH ROCK DOVE Ú EAGLE SPRING HOLLOW BLUEJAY FAIRMOUNT GULL FLAMINGO SPRINGS WAY CREEKSIDE MEADOWLARK IBIS 820 HEATHER RIDGE PKWY BROOKHOLLOW SPRING DR RAILHEAD HUMMINGBIRD CREEK TERRACE EXIT 13 BOBWHITE ORIOLE INDUSTRIAL RAILHEAD RAVEN QUAIL CARDINAL PHEASANT PARTRIDGE MALLARD LOW IRON CROSSING REDWING SPARROW SANSOM FALCON 820 REDDING GRAND CENTRAL EXIT 14 KING PEN SILVER STREAK ROUGH RIDER DR ATCHISON LAVONNE LN HIAWATHA PENNSYLVANIA LAVONNE LN BASSWOOD KINGS CROSS PADDINGTON SAGEWOOD E McLeroy Blvd 7 Ú E Industrial Ave Ú 5 9 TRIAD TRIAD SARATOGA LAWSON Ú REMINGTON EXIT 15 HIGHIRON CROSSING RAILHEAD UNION VICTORIA HIGHLAND STATION BASSWOOD ROUGH RIDER DR MCLEROY KENNEDY TRIAD Ú BLUE MOUND BASSWOOD Ú WATAUGA BELL GLENN CORRIN FAGAN GILL TYSON AMERICANA CONTINENTAL INDEPENDENCE INDUSTRIAL NORTHWAY 820 Matchline FM 156 FM NORTHEAST Inset Map MEACHAM BLVD LONE STAR TERMINAL DEEN Water CIP 1) S. Hampshire 16" Water Line 2) Saginaw Blvd 12" Water Line Ph. 1 3) W. McLeroy 12" Water Line Ph. 2 4) Old Decatur 12" Water Line Ph. 1 5) Lawson and Watson 8" Water Line Future Water CIP 6) Old Decatur 8" Water Line 7) Saginaw Blvd 16" Water Line Ph. 2 8) Fort Worth Meter Station Upgrade 9) East McLeroy Blvd. 12" Water Line 10) Basswood Blvd. 12" Water Line 11) F.M " Water Line 12) Old Decatur 12" Water Line Ph. 2 Map Data Map based on GIS data as of July 2013 W City of Saginaw, Texas 2014 Annual Budget Retreat WATER CIP 165 August 2014 Map Disclaimer This map product is for informational purposes and may not have been prepared for or be suitable for legal, engineering, or surveying purposes. It does not represent an on-the-ground survey and represents only the approximate relative location of property boundaries.

167 South Hampshire 16" Water Line Scope South Hampshire across Hialeah Park to Saginaw Blvd Method Open-cut with pavement patch Project Cost $742,000 Fiscal Year Construction in FY Description Impact on Operating Budget This project will continue the transmission loop from the Longhorn Pump Station to Industrial Boulevard across Saginaw Boulevard that was started with the Longhorn Water Line. Reduced operating costs are expected upon completion of this project. Any savings in maintenance costs will be allocated to other locations in the water system. Saginaw Blvd 12" Water Line, Ph. 1 Scope McLeroy to Palomino Method Open-cut with pavement patch Project Cost $540,000 Fiscal Year Construction in FY Description Impact on Operating Budget This project increases the size of the existing 8-inch diameter line to provide additional transmission capacity from the Longhorn Pump Station North along Saginaw Blvd. Reduced operating costs are expected upon completion of this project. Any savings in maintenance costs will be allocated to other locations in the water system. West McLeroy 12" Water Line Phase 2 Scope Elementary #14 to Old Decatur Rd Method Open-cut with pavement patch Project Cost $210,000 Fiscal Year FY Description Impact on Operating Budget CITY OF SAGINAW CAPITAL IMPROVEMENT PROJECTS - WATER This project would provide additional transmission capacity along W. McLeroy Blvd. from Longhorn Pump Station to the Wayside Elevated Tank. Reduced operating costs are expected upon completion of this project. Any savings in maintenance costs will be allocated to other locations in the water system. Lawson and Watson 8" Water Line Scope along Lawson and S Watson Rd. Method Project Cost $440,000 Fiscal Year Description This project will replace 2,697 LF of water line along Lawson and South Watson Roads Impact on Reduced operating costs are expected upon completion of this project. Any savings in Operating maintenance costs will be allocated to other locations in the water system. Budget 166

168 CAPITAL IMPROVEMENT PROJECTS - WATER East McLeroy 12" Water Line Scope S-Curve to FM 156 (Blue Mound Road) Method Open-cut within future ROW Project Cost $390,000 Fiscal Year Future CIP Description Impact on Operating Budget This project is the third phase of a three phase project to provide improved transmission along East McLeroy Blvd between Saginaw Blvd and FM 156. This project could be constructed by developers. Reduced operating costs are expected upon completion of this project. Any savings in maintenance costs will be allocated to other locations in the water system. Basswood Blvd 12" Water Line Scope Bailey-Boswell Road to TXU Easement Method Open-cut within future ROW Project Cost $420,000 Fiscal Year Future CIP Description This project could be constructed by developers. Impact on Reduced operating costs are expected upon completion of this project. Any savings in Operating maintenance costs will be allocated to other locations in the water system. Budget Old Decatur Rd 8" Water Line Scope West McLeroy Blvd to Springhill Dr Method Open-cut Project Cost $170,000 Fiscal Year Future CIP Description Impact on Operating Budget This project provides a link between West McLeroy Blvd and Park West Subdivision. This project could be constructed by developers. Reduced operating costs are expected upon completion of this project. Any savings in maintenance costs will be allocated to other locations in the water system. Old Decatur Rd 12" Water Line Phase 1 Scope West McLeroy Blvd to First Baptist Church Method Open-cut Project Cost $160,000 Fiscal Year FY Description Impact on Operating Budget This project would provide additional transmission capacity along Old Decatur Rd from Longhorn Pump Station to the Wayside Elevated Tank. This project could be constructed by developers. Reduced operating costs are expected upon completion of this project. Any savings in maintenance costs will be allocated to other locations in the water system. 167

169 CAPITAL IMPROVEMENT PROJECTS - WATER Saginaw Blvd 16" Water Line Phase 2 Scope Palomino across Saginaw Blvd to Samson 12" water line Method Project Cost $870,000 Fiscal Year Future CIP Description Impact on Operating Budget This project provides a link to the east side of 287 and improved flow to the industrial area of the city. Reduced operating costs are expected upon completion of this project. Any savings in maintenance costs will be allocated to other locations in the water system. FM " Water Line Reloaction Scope Western Center Blvd to Grand Central Parkway Method Open-cut Project Cost $870,000 Fiscal Year Future CIP Description Impact on Operating Budget Due to TxDOT widening alon FM 156, this portion of the existing 23" water line will need to be relocated and extended to Grand Central Parkway. Reduced operating costs are expected upon completion of this project. Any savings in maintenance costs will be allocated to other locations in the water system. 168

170 WATERHILL BAY LAKE CHESTNUT AMBER THREE BARS BLUE MOUND JAN TAYLOR DENNIS JARVIS OPAL ROBBINS MOSAIC MARSHA ARTHUR BRISTOL SHERRY ARCADIA VIRGINIA BLUE QUARTZ SADDLE FLAP STIRRUP IRON WHITE ROCK RIVER ROCK MARINE ARABIAN OAK HOLLOW KNOWLES MOSAIC DEFIEL SANTA FE WATSON PALO DURO Ú Ú Ú CANARY ARGAN DOVE BLACK ASH SWAN CRANE PELICAN GOLD DUST CHEYENNE ASH MEADOW Ú WATSON WHITE ASH CHURCHHILL KATY FM 156 HIGH COTTON ROCKMILL WAGLEY ROBERTSON DARLINGTON DARLINGTON WHEATLAND BUS HWY 287 CATALPA BAILEY BOSWELL HEMLOCK SEQUOIA BRYSON OLD DECATUR 287 COMANCHE SPRINGS MANGROVE Bailey Boswell Road SASSAFRAS NUTMEG CASHEW MANGROVE ROCK ELM BIG SKY RED ELM Ú SKIPADOR Old Decatur Road BADLANDS WJ BOAZ STAREE PARKVIEW HILLS BOOTHBAY CROMWELL MARINE CREEK HIGHIRON CROSSING PARK CENTER CT PARK CENTER FAIR MEADOWS MEADOWDALE LOST HEATHER BAILEY BOSWELL RAVENWOOD GRAY WASH SAGINAW SPRINGS SHADOW RIVER Matchline RAILHEAD MISTY BRAY CT NORTHEAST GRAY WASH BRIDLE CRESTVIEW MARINE CREEK KNOWLES CREEK EDWARDS FOX RUN SPRINGHILL HILLWOOD ROUNDROCK CRYSTAL BROOK WESTGROVE PARK SILVERBROOK MCLEROY WEST HILLS CLOVER SHERWOOD WESTCLIFF SPRINGWOOD GREENWAY COLE FOX NORMANDY W J BOAZ FRIAR PARKHILL LANDSDALE COMANCHE PEAK JOHN KENNEDY BABBLING BROOK NOTTINGHAM WESTWOOD OLD DECATUR MEADOW GREENVALE CASTLEBROOK CT LEATHERMAN CINDY GRIFFITH WILLOWVIEW SURRY PEACH TREE LOCKSLEY KNOWLES NOTTINGHAMGREENBRIAR SCARLET PRINCE JOHN CLOUD LOCK MISTY HARBOR ROCKY HAVEN SEABOURNE WJ BOAZ COMMONWEALTH QUEST SIR GUY Inset Map LITTLE JOHN CT PARKVIEW COMMONWEALTH LITTLE JOHN WINDSOR KINGSLEY CHERRY TREE ROBIN PALUXY SANDS GRAYSON RIDGE WOODCREST ACORN CARRIAGE KINGSBROOK GREEN RIDGE LONGHORN AUSTIN RIDGE HAZELNUT KEMPSON APPLE TREE GALLAHAD PAWPAW RIDGE BLAZING STAR PARKWEST GEORGIAN PARK CENTER GRAND NATIONAL GIDDYUP PATRICK SYCAMORE BRITTON RIDGE FENWAY SAWYER SHEA BREEDERS CUP SILVER SPUR BLUE RIBBON CANDLESTICK SAGINAW BLVD LOTTIE BRIDAL KENTUCKY DERBY DOWNS ARENA WRIGLEY BRANDY WILLOWWOOD BIG WILLOW GRACE SKY WOOD TRIPLE CROWN COUNTRY VALLEY SKY CREEK OAK GRAND CHAMPION WILLOWSTONE MCNEILL STONE CHAPEL BLUE WOOD ASBURY CAMBRIDGE FOSSIL WOOD WILLOW VISTA WAY NORTON ROBERTS TOWNE WILLOW VISTA MUSTANG REED SADDLEWAY JOCKEY CLUB GUADALUPE ROCKLEDGE BRENDA DENISE DUSTIN RYAN ALEX BAILEY MITCH FOX HUNT RIDGECREST STALLION RIVERFLAT RUGGED SAGINAW BLVD NATHAN CANYON SIERRA BLANCA LAVA ROCK TUSCANY VILLAGE STONE COMISKEY WHITNEY BUCKSTONE KNOWLES APPALOOSA TIGER MOONEY AERONIA SHOW MASTER RYE GLENN STEERMAN PIPER PACERS GOLD BASIN HELMSFORD CESSNA CREEK POINT DR HARNESS VISTA MILL W McLeroy Blvd ROUNDROCK LOOP West Cement Creek Little Fossil Creek MEACHAM BLVD LONE STAR Ú TERMINAL BIG WILLOW CT KNOWLES Saginaw Blvd Ú CATS EYE THOROUGHBRED WESTERN TAOS STIRRUP BAR HORN CAP GRANITE RIDGE NORTHERN PRAIRIE SADDLE RIDGE WESTERN STAR WESTERN BLUE RIDGE SAGINAW BLVD WASHINGTON MESA HAMPSHIRE WORTHY KAY ELKINS GREEN WOFFORD OPAL CT DELMAR PINTO SOUTHERN CT COLT Longhorn Road 9 8 DEEN 5 Completed Ú 6 BURLINGTON LEMON Ú RUIDOSO GARVEY BLUE BONNET SADDLE THOMPSON CT RUIDOSO CT PIMLICO THOMPSON MINTON Ú BELMONT FRANKLIN PALOMINO HIALEAH PARK ZEPHER BUSINESS East Cement Creek PALOMINO CT ANDERSON HAMPSHIRE APPALOOSA STRAW HIALEAH RANCHO SOUTHERN JIM WRIGHT 820 Big Fossil Creek CONDOR FINCH ROCK DOVE EAGLE FAIRMOUNT SAGINAW BLVD AUTO BLUEJAY SPRING HOLLOW FLAMINGO FAIRMOUNT MEADOWLARK HEATHER RIDGE PKWY GULL CREEKSIDE IBIS SPRINGS WAY SPRING DR 820 HUMMINGBIRD CREEK TERRACE BROOKHOLLOW 287 RAILHEAD EXIT 13 ORIOLE BOBWHITE RAVEN QUAIL CARDINAL GRAND CENTRAL PHEASANT PARTRIDGE MALLARD REDWING SPARROW SANSOM INDUSTRIAL LOW IRON CROSSING RAILHEAD FALCON Wastewater CIP 1) I&I Study Phase 1 2) S.E. 24" Trunk Main Replacement, Ph. 2 3) S.E. 24" Trunk Main Replacement, Ph. 1 & Ph. 3 4) S.E. 18" Trunk Main Replacement 5) Opal St. Culvert Sanitary Sewer Replacement 6) Jarvis Road 15" Sanitary Sewer Upgrade 7) Bluebonnett 8" Sanitary Sewer Rehabilitation Future Wastewater CIP 7) Blue Ridge Trail 8" Sanitary Sewer 8) S.W. 21" Trunk Main Replacement 9) F.M. 156 Sanitary Sewer Relocate 10) I&I Study Phase 2 11) I&I Study Phase 3 12) I&I Study Phase 4 MOCKINGBIRD HIGH COUNTRY REDDING Ú 820 IRON HORSE EXIT 14 KING PEN LARIAT PAINT HORSE ROCKY TOP COTTONBELT WHISTLE STOP STAFFORD STATION SILVER STREAK ATCHISON HARRIMAN HIAWATHA PULLMAN BASSWOOD PENNSYLVANIA ROUGH RIDER DR LAVONNE LN KINGS CROSS LAVONNE LN WABASH TRINITY ROUNDHOUSE SAGEWOOD PADDINGTON TRIAD TRIAD SARATOGA E McLeroy Blvd 4 Completed 3 Ú Ú Ú 2 Completed E Industrial Ave Little Fossil Creek LAWSON TOPEKA UNION EXIT 15 RAILHEAD VICTORIA HIGHLAND STATION REMINGTON GRAND CENTRAL CT KENNEDY HIGHIRON CROSSING BASSWOOD ROUGH RIDER DR MCLEROY Ú TRIAD BLUE MOUND LAZY SPUR BASSWOOD Ú WATAUGA BELL GLENN CORRIN FAGAN GILL TYSON AMERICANA CONTINENTAL INDEPENDENCE INDUSTRIAL NORTHWAY 820 Matchline FM 156 FM NORTHEAST Map Data Map based on GIS data as of July WW City of Saginaw, Texas 2014 Annual Budget Retreat WASTEWATER CIP 169 August 2014 Map Disclaimer This map product is for informational purposes and may not have been prepared for or be suitable for legal, engineering, or surveying purposes. It does not represent an on-the-ground survey and represents only the approximate relative location of property boundaries.

171 CAPITAL IMPROVEMENT PROJECTS - WASTEWATER Infiltration/Inflow (I/I) Study Phase 1 Scope Little Fossil Creek Basin Method Study Project Cost $140,000 Fiscal Year Description Impact on Operating Budget This study will include flow monitoring and identification of problem sections. It will also include smoke testing and television inspection of selected sections. The study will recommend projects to address the most critical I/I areas. This is a study so there will be no impact on the operating budget. Southeast 24" Trunk Main Replacement Phase 1 & Phase 3 Scope East Meter Station to 612 Blue Mound Rd and Kennedy to E. McLeroy across National Guard Method Bore and Open Cut Project Cost $731,500 Fiscal Year Description This project will provide needed capacity to the major trunk main serving the Little Fossil Creek Basin. This project will also decrease I/I problems in the existing line. Impact on Operating Budget It is expected that maintenance costs will be increased upon completion of this new line. However, due to reduction of inflow/infiltration as a result of this project we expect no change in overall operating costs. Infiltration/Inflow (I/I) Study Phase 2 Scope West Cement Creek Basin Method Study Project Cost $95,000 Fiscal Year Future CIP Description Impact on Operating Budget This study will include flow monitoring and identification of problem sections. It will also include smoke testing and television inspection of selected sections. The study will recommend projects to address the most critical I/I areas. This is a study so there will be no impact on the operating budget. Blue Ridge Trail 8" Replacement Scope Mesa Court to Longhorn Road Method Trenchless Project Cost $190,000 Fiscal Year Future CIP This line was identified for replacement due to pipeline deterioration and infiltration/inflow Description problems. Replacing the line using a pipe bursting method will increase the pipes capacity with minimum disruption to the neighborhood. Impact on It is expected that maintenance costs will be increased upon completion of this new line. Operating However, due to reduction of inflow/infiltration as a result of this project we expect no change in Budget overall operating costs. 170

172 CAPITAL IMPROVEMENT PROJECTS - WASTEWATER Southwest 21" Trunk Main Replacement Scope Within Willow Creek Park, adjacent to Knowles Drive from Longhorn Road to Sky Wood Court Method Open-cut Project Cost $420,000 Fiscal Year Future CIP This will provide additional capacity to the major trunk main serving all of the West Cement Creek Basin. Based on the development type and density that fills the rest of the basin, this line Description may be reduced to an 18" as shown in previous master plans. In the mean time, the City will need to continue to monitor the existing 15" line capacity. Impact on It is expected that maintenance costs will be increased upon completion of this new line. Operating However, due to reduction of inflow/infiltration as a result of this project we expect no change in Budget overall operating costs. Jarvis Road 8" Sanitary Sewer Line Scope Bailey Boswell Rd to existing 8" near Brenda Lane Method Open-cut or trenchless Project Cost $580,000 Fiscal Year FY Description Impact on Operating Budget This project will provide additional wastewater capacity and the ability to serve the area north of Bailey Boswell Rd once development occurs. This project could be constructed by developers. It is expected that maintenance costs will be increased upon completion of this new line. However, due to reduction of inflow/infiltration as a result of this project we expect no change in overall operating costs. Bluebonnet 8" Sanitary Sewer Rehab - CDBG Scope from Green St to Franklin/S. Hamphire St. Method Project Cost = City share of the cost Fiscal Year FY Description Impact on Operating Budget This project will replace sewer line along the block of Bluebonnet and the 200 block of Franklin Ave There is an expected reduction of inflow/infiltration as a result of this project. FM 156 Sewer Line Relocate Scope Saginaw High School to Bailey Boswell Method Open-cut Project Cost $720,000 Fiscal Year Future CIP Description Due to TxDOT widening along FM 156, portions of the existing 15", 10", and 8" sewer line would be relocated. Impact on Operating Budget It is expected that maintenance costs will be increased upon completion of this new line. However, due to reduction of inflow/infiltration as a result of this project we expect no change in overall operating costs. 171

173 CAPITAL IMPROVEMENT PROJECTS - WASTEWATER Infiltration/Inflow (I/I) Study Phase 3 Scope East Cement Creek Basin Method Study Project Cost $95,000 Fiscal Year Future CIP Description Impact on Operating Budget This study will include flow monitoring and identification of problem sections. It will also include smoke testing and television inspection of selected sections. The study will recommend projects to address the most critical I/I areas. This is a study so there will be no impact on the operating budget. Infiltration/Inflow (I/I) Study Phase 4 Scope Big Fossil Creek Basin Method Study Project Cost $95,000 Fiscal Year Future CIP Description Impact on Operating Budget This study will include flow monitoring and identification of problem sections. It will also include smoke testing and television inspection of selected sections. The study will recommend projects to address the most critical I/I areas. This is a study so there will be no impact on the operating budget. 172

174 BLUE MOUND HIGHIRON CROSSING Matchline NORTHEAST RAILHEAD Matchline LONE STAR Inset Map MEACHAM BLVD TERMINAL DEEN Drainage CIP 1) Saginaw Blvd. System #2 2) Westcliff Culvert Extension 3) East Cement Creek Improvements Future Drainage CIP 4) Saginaw Blvd. System #2 5) East Cement Creek Improvements 6) Saginaw Blvd. System #3 Map Data Map based on GIS data as of July 2013 D City of Saginaw, Texas 2014 Annual Budget Retreat DRAINAGE CIP 173 August 2014 Map Disclaimer This map product is for informational purposes and may not have been prepared for or be suitable for legal, engineering, or surveying purposes. It does not represent an on-the-ground survey and represents only the approximate relative location of property boundaries.

175 Saginaw Blvd Drainage System #2 - Phase 4 Scope Lemon Street to Northern Ave Project Cost $890,000 Fiscal Year Description Impact on Operating Budget This project includes the extension of Drainage System #2 from Lemon Street to Northern Ave. Design has been completed. Easements must be acquired outside the TxDOT rights-of-way. Franchise utilities that conflict with the proposed drainage system must be relocated. The opearating impact of a closed pipe project is minimal. Saginaw Blvd System #2 Phase 5 Scope Northern to Cambridge Project Cost $1,500,000 Fiscal Year Future CIP Description Impact on Operating Budget This project includes the extension of Drainage System #2 from Lemon Street to Northern Ave. Design has been completed. Easements must be acquired outside the TxDOT rights-of-way. Franchise utilities that conflict with the proposed drainage system must be relocated. The opearating impact of a closed pipe project is minimal. Saginaw Blvd System #2 Phase 6 Scope Cambridge to Minton Project Cost $630,000 Fiscal Year Future CIP Description Impact on Operating Budget This project includes the extension of Drainage System #2 from Lemon Street to Northern Ave. Design has been completed. Easements must be acquired outside the TxDOT rights-of-way. Franchise utilities that conflict with the proposed drainage system must be relocated. The opearating impact of a closed pipe project is minimal. East Cement Creek Improvements Scope Opal Street to West McLeroy Blvd Project Cost $505,000 Fiscal Year Future CIP Description Impact on Operating Budget CITY OF SAGINAW CAPITAL IMPROVEMENT PROJECTS - DRAINAGE Internal drainage at Blue Ridge. This project may need to be accelerated based on flooding issues in East Cement Creek Drainage Basin. The opearating impact of a closed pipe project is minimal. 174

176 CAPITAL IMPROVEMENT PROJECTS - DRAINAGE East Cement Creek Improvements Scope Culvert at West McLeroy Blvd Project Cost $310,000 Fiscal Year Future CIP Description Impact on Operating Budget This project may need to be accelerated based on flooding issues in East Cement Creek Drainage Basin. The opearating impact of this project is minimal. Saginaw Blvd System #3 Pre Construction Scope Acquisition of easements, railroad permits and railroad inspection Project Cost $330,000 Fiscal Year Future CIP This project improves the drainage along Saginaw Blvd between McLeroy Blvd and Longhorn Blvd. The project consists of earthen channel from FM 156 to the BNSF railroad, crossing under and proceeding along the west side of the railroad. The improvements then turn westward, Description crossing under the Union Pacific and BNSF Railroads, and proceeding across Saginaw Blvd. A main line will extend to the north from Saginaw Blvd along the west side of Saginaw Blvd to Green Ave. Another main line will be extended to the south to Hialeah Park. Impact on Operating There is no operating impact related to the pre-construction phase of this project. Budget Saginaw Blvd System #3 Phases 1 through 4 and TxDOT Review Scope McLeroy Blvd to Longhorn Blvd Project Cost $5,190,000 Fiscal Year Future CIP This project improves the drainage along Saginaw Blvd between McLeroy Blvd and Longhorn Blvd. The project consists of earthen channel from FM 156 to the BNSF railroad, crossing under and proceeding along the west side of the railroad. The improvements then turn westward, Description crossing under the Union Pacific and BNSF Railroads, and proceeding across Saginaw Blvd. A main line will extend to the north from Saginaw Blvd along the west side of Saginaw Blvd. to Green Ave. Another main line will be extended to the south to Hialeah Park. Impact on Operating The opearating impact of a closed pipe project is minimal. Budget 175

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178 177

179 CCPD FUND City of Saginaw The CCPD (Crime Control and Prevention District) Fund is used to account for the revenues from sales tax designated for this fund and expenditures related to the CCPD. 178

180 CCPD FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Sales Tax $ 984,839 $ 950,000 $ 950,000 Grant Assistance 1,000 4,500 - Interest on Investments Use of Fund Balance 10,344 82, ,710 TOTAL REVENUES $ 996,786 $ 1,037,010 $ 1,149,930 EXPENDITURES Tsf. to General Fund-Salaries/Exp $ 827,500 $ 821,710 $ 848,630 Operating 57, ,800 74,300 Capital Outlay 111, , ,000 TOTAL EXPENDITURES $ 996,786 $ 1,037,010 $ 1,149,

181 FUND DESCRIPTION CCPD FUND The Crime Control and Prevention District (CCPD) was originally approved in November 1997 as a one-half cent sales tax and went into effect on April 1, In May of 2002, the citizens voted to continue the CCPD for another five years. In May of 2007 voters renewed the CCPD for another ten years, but at a rate of 3/8ths cents. The Board of Directors governs the District. The Board of Directors consists of the Mayor and Councilmembers. The district is automatically dissolved on the fifth anniversary of the date the district began to levy taxes if the district has not held a continuation or dissolution referendum. A majority of the governing body of the political subdivision that created the district by resolution may request a referendum on continuation or dissolution. Due notice must be given to the public and a public hearing must be held first. The board may not hold a referendum earlier than the fourth anniversary of the date the district was created or earlier than the third anniversary of the date of the last continuation or dissolution referendum. The governing body that created the district may specify the number of years for which a district should be continued. A district may be continued for 5, 10, 15 or 20 years. The continuation of this tax was brought before the voters in 2002 and again in The most recent election resulted in the continuation of the District for ten (10) years, at.375 cents. There were 528 votes for continuation and 90 against. The goal of the CCPD is to increase patrol officer visibility, enhance crime fighting ability by acquiring new equipment, providing additional training and updating technology and by reducing the number of juvenile offenders involved in repeated criminal and/or gang-related activity. The department continues to receive requests for Crime Prevention services on a daily basis. Many of these requests involve insurance home inspections, while others concern Crime Watch Programs, police department tours and school visits. The addition of a Community Services Officer allows the department to participate in programs such as Crime Watch and National Night Out, and host the Citizens Police Academy. This position reports to the Administrative Sergeant and assists in other areas of the department as needed. Since April 1998, the City has hired ten additional patrol officers, a public services officer, a dispatcher and a school resource officer with CCPD funds. Over the last 10 years, CCPD funds have been used to fund/purchase: Pay increases for Police personnel; Handguns, patrol rifles, ballistic vests, equipment and supplies; Officer training; A police reporting system; Police vehicles and equipment, Radar and in-car video systems; A DVD recorder system in dispatch. 180

182 CCPD FUND REVENUE SUMMARY CCPD FUND TOTAL SALES TAX REVENUES $1,000,000 $984,839 $950,000 $936,568 $950,000 $950,000 $900,000 $848,051 $850,000 $800,000 $750,000 YEAR END YEAR-END YEAR-END REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET CCPD FUND SALES TAX BY MONTH REVISED PROPOSED ACTUAL ACTUAL ACTUAL BUDGET BUDGET MONTH OCTOBER $ 65,618 $ 70,452 $ 70,568 $ 73,185 $ 73,185 NOVEMBER $ 70,280 $ 81,221 $ 84,423 $ 87,200 $ 87,200 DECEMBER $ 67,141 $ 70,785 $ 79,203 $ 74,698 $ 74,698 JANUARY $ 66,695 $ 75,671 $ 77,081 $ 73,672 $ 73,672 FEBRUARY $ 92,974 $ 98,377 $ 91,912 $ 110,472 $ 110,472 MARCH $ 61,860 $ 62,795 $ 76,736 $ 68,247 $ 68,247 APRIL $ 57,652 $ 70,922 $ 73,643 $ 66,580 $ 66,580 MAY $ 82,002 $ 82,543 $ 95,165 $ 90,069 $ 90,069 JUNE $ 66,908 $ 69,257 $ 73,404 $ 68,646 $ 68,646 JULY $ 66,091 $ 96,180 $ 73,341 $ 74,730 $ 74,730 AUGUST $ 80,014 $ 82,253 $ 92,327 $ 85,629 $ 85,629 SEPTEMBER $ 70,815 $ 76,112 $ 97,034 $ 76,872 $ 76,872 TOTALS $ 848,051 $ 936,568 $ 984,839 $ 950,000 $ 950,000 BUDGET $ 805,000 $ 920,000 $ 900,000 $ 950,000 $ 950,

183 CCPD FUND EXPENDITURE SUMMARY CCPD FUND TOTAL EXPENDITURES $1,200,000 $1,131,033 $996,786 $1,037,010 $1,149,930 $1,000,000 $910,242 $800,000 $600,000 $400,000 $200,000 $- ACTUAL ACTUAL ACTUAL REVISED BUDGET ADOPTED BUDGET EXPENDITURES BY CLASSIFICATION REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET DESCRIPTION Personal Services $ 782,365 $ 812,175 $ 827,500 $ 821,710 $ 848,630 Operating 43,149 52,226 57, ,800 74,300 Capital Outlay 84, , , , ,000 TOTALS $ 910,242 $ 1,131,033 $ 996,786 $ 1,037,010 $ 1,149,

184 DRAINAGE UTILITY FUND City of Saginaw The Drainage Utility Fund is used to account for operations of the City s drainage system. Services of the Fund are intended to be self-supporting through fees assessed on residential and commercial properties based on the storm water runoff they produce. 183

185 DRAINAGE UTILITY FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Drainage Utility Fees $ 563,294 $ 550,000 $ 560,000 Other Income Interest on Investments Use of Fund Balance - 18, ,940 TOTAL REVENUES $ 564,117 $ 569,155 $ 1,091,290 EXPENDITURES Tsf. to Enterprise Fund-Salary/Exp $ 38,500 $ 39,205 $ 40,735 Tsf. to Enterprise Fund--GLTD 10,000 10,000 - Tsf. to General Fund-Salary/Exp 112, , ,355 Tsf. to Capital Projects Fund - 285, ,000 Operating 43,749 77,000 77,200 Contract Services - Engineering - 25,000 25,000 Capital Outlay 144,858 19,995 12,000 TOTAL EXPENDITURES $ 349,107 $ 569,155 $ 1,091,

186 DRAINAGE UTILITY FUND OVERVIEW OF REVENUES AND EXPENDITURES The City established a drainage utility district on January 4, Fees are assessed on properties based on the amount of storm water runoff they produce. Single family residences are assessed a uniform base fee of $4.00 per month. As part of the FY 12/13 budget process, residential rates were increased from $3.00 to $4.00 per month. Other properties, including multi-family, commercial, and industrial, produce more storm water runoff at a higher rate and are charged a fee based on the number of equivalent base (residential) units adjusted for the use and size of the property. A drainage utility is used by cities throughout the State to fund drainage projects. It is similar to water and wastewater utilities in that users of the drainage system pay a monthly fee to pay for the system s operation. Every piece of property in the city contributes storm water runoff that must be collected, routed and monitored to protect the public s health and safety from loss of life or property damage caused by flooding, stagnation and non-point source pollution. The City needed a drainage utility to offset the growing cost of operating the storm drainage system. These costs include maintenance of the existing system, federal mandates to control storm water runoff, floodplain management and planning and construction of new drainage facilities. The City hired maintenance personnel and purchased equipment (dump truck, brush chipper and Gradall) to focus on maintaining the existing drainage infrastructure. A Vactor truck was purchased in FY09-10 for use in water and wastewater projects as well as drainage projects. An environmental specialist was also hired to oversee the city's MS4 permit compliance and other federally mandated programs as well as sampling, industrial pretreatment program, site inspections and the crossconnection control program. One -half of the salary for this position is paid from the drainage utility and the other half from the water and wastewater department. Remaining funds will be used for easement acquisition and design of major drainage systems. Future funds will be used to partially pay for debt issued to finance major construction projects. 185

187 DRAINAGE UTILITY FUND REVENUE SUMMARY DRAINAGE UTILITY FEE REVENUES $600,000 $563,294 $550,000 $560,000 $500,000 $428,427 $431,564 $400,000 $300,000 $200,000 $100,000 $- YEAR END YEAR-END YEAR-END REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET /14 The $1.00 per month rate increase began in FY12/13. DRAINAGE UTILITY FUND SALES TAX BY MONTH REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET MONTH /14 OCTOBER $ 35,537 $ 36,071 $ 36,311 $ 43,169 $ 43,954 NOVEMBER 35,559 36,038 $ 47,886 50,825 51,749 DECEMBER 35,901 36,090 $ 47,903 45,653 46,483 JANUARY 35,893 36,125 $ 47,997 45,678 46,508 FEBRUARY 35,771 36,081 $ 47,892 45,609 46,438 MARCH 35,841 36,118 $ 47,969 45,554 46,383 APRIL 35,883 36,156 $ 47,940 45,718 46,549 MAY 35,961 36,256 $ 47,890 45,700 46,531 JUNE 36,063 36,198 $ 47,868 45,713 46,544 JULY 36,059 36,157 $ 47,858 45,702 46,533 AUGUST 36,097 36,235 $ 47,852 45,752 46,584 SEPTEMBER 33,862 34,040 $ 47,927 44,927 45,744 TOTALS $ 428,427 $ 431,564 $ 563,294 $ 550,000 $ 560,000 BUDGET $ 415,000 $ 415,000 $ 550,000 $ 550,000 $ 560,

188 DRAINAGE UTILITY FUND EXPENDITURE SUMMARY DRAINAGE UTILITY FUND TOTAL EXPENDITURES $1,200,000 $1,091,290 $1,000,000 $800,000 $569,155 $600,000 $400,000 $220,751 $436,617 $349,107 $200,000 $- ACTUAL ACTUAL ACTUAL REVISED BUDGET ADOPTED BUDGET EXPENDITURES BY CLASSIFICATION REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET DESCRIPTION Operating $ 42,018 $ 37,341 $ 43,749 $ 77,000 $ 77,200 Contract Services 12,599 5,909-25,000 25,000 Capital Outlay 17, , ,858 19,995 12,000 Transfers 148, , , , ,090 TOTALS $ 220,751 $ 436,617 $ 349,107 $ 569,155 $ 1,091,

189 STREET MAINTENANCE FUND City of Saginaw The Street Maintenance Fund is used to account for the revenues from sales tax designated for this fund and expenditures related to street maintenance and repairs. 188

190 STREET MAINTENANCE FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Sales Tax $ 354,619 $ 329,000 $ 350,000 Interest on Investments Use of Fund Balance TOTAL REVENUES $ 355,109 $ 329,500 $ 350,200 EXPENDITURES Industrial Streets $ - $ - $ - South Streets 116, , ,000 North Streets 159, , ,000 Supplies 23,513 21,000 30,000 TOTAL EXPENDITURES $ 299,545 $ 309,000 $ 300,

191 STREET MAINTENANCE FUND FUND DESCRIPTION The State of Texas Tax Code allows Texas cities to raise their local sales tax rate by one-eighth of one cent or one-fourth of one cent if the funds are dedicated to street maintenance and repair. Cities may impose the tax with voter approval if the combined local sales tax will not exceed two percent. Voters must approve the additional sales tax and the city's governing body must call the election. The city administers the tax directly and accounts for the funds separately as required by state law. The sales tax is restricted to use only to maintain and repair municipal streets that existed on the date of the election and may not be used to build new streets. The street maintenance sales tax expires four years after it takes effect unless voters approve continuation in an election held for that purpose. The citizens of Saginaw voted to approve a one-eighth of one cent (0.125) sales tax for the purpose of street maintenance and repairs on May 12, In November 2011, voters renewed the Street Maintenance Tax for four years. The renewal initiative will be on the ballot in May, The City s Master Plan contains projects that the City has traditionally utilized County interlocal agreements to accomplish. Additionally, the funds will be used on other street programs and street maintenance materials such as asphalt and concrete. Staff has generated an electronic Street Condition Survey along with a rating system which is used for planning and budgeting purposes. 190

192 STREET MAINTENANCE FUND REVENUE SUMMARY STREET MAINTENANCE FUND SALES TAX REVENUES 400, ,000 $318,326 $340,683 $354,619 $329,000 $350, , , , , ,000 50,000 0 ACTUAL ACTUAL ACTUAL REVISED BUDGET ADOPTED BUDGET STREET MAINTENANCE FUND SALES TAX BY MONTH REVISED ADOPTED MONTH ACTUAL ACTUAL ACTUAL BUDGET BUDGET OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER TOTALS BUDGET $ 25,667 $ 25,744 $ 25,357 $ 26,252 $ 27,927 29,823 32,428 32,429 32,983 35,088 24,508 25,255 27,916 25,877 27,529 24,077 26,775 27,057 25,945 27,601 34,502 36,659 35,493 23,011 24,479 22,670 22,466 25,275 24,084 25,621 21,228 25,148 25,933 23,513 25,014 32,330 31,707 35,412 33,063 35,173 24,327 24,773 26,082 25,605 27,239 24,122 33,698 26,061 27,854 29,632 30,943 31,104 34,283 32,576 34,656 24,129 24,927 33,322 28,237 30,040 $ 318,326 $ 340,683 $ 354,619 $ 329,000 $ 350,000 $ 290,000 $ 320,000 $ 320,000 $ 329,000 $ 350,

193 STREET MAINTENANCE FUND EXPENDITURE SUMMARY STREET MAINTENANCE FUND TOTAL EXPENDITURES $350,000 $299,545 $309,000 $300,000 $300,000 $240,150 $250,000 $200,000 $157,151 $150,000 $100,000 $50,000 $- ACTUAL ACTUAL ACTUAL REVISED BUDGET ADOPTED BUDGET EXPENDITURES BY CLASSIFICATION REVISED ADOPTED ACTUAL ACTUAL ACTUAL BUDGET BUDGET DESCRIPTION Personal Services $ - $ - $ - $ - $ - Operating 240, , , , ,000 Capital Outlay TOTALS $ 240,150 $ 157,151 $ 299,545 $ 309,000 $ 300,

194 DONATIONS FUND City of Saginaw The Donations Fund was created in May 2009 to better track funds received through water bill donations as well as direct donations to the City for specific purposes. Currently, Animal Control, Parks, Library, Beautification, Senior Center, Police, and Fire have donation funds available for expenditure. 193

195 DONATIONS FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Donations Revenue $ 161,104 $ 149,500 $ 145,000 Interest on Investments Other Income Use of Animal Control FB - - 5,000 Use of Library FB 19,893-12,848 Use of Beautification FB 13,824 19,600 37,290 Use of Parks FB - 13,727 Use of Senior Center FB Use of Police FB - - 2,500 Use of Fire FB - - 8,300 TOTAL REVENUES $ 195,099 $ 169,400 $ 225,705 EXPENDITURES Animal Control $ 2,800 $ 10,000 $ 5,000 Parks 10, ,000 Library 71,789 45,500 49,120 Beautification 99, , ,835 Senior Center Police - 2,600 2,500 Fire 10,105 5,200 8,300 TOTAL EXPENDITURES $ 195,099 $ 169,400 $ 225,

196 DONATIONS FUND OVERVIEW OF REVENUES AND EXPENDITURES The Donations Fund was created in May 2009 to better track funds received through water bill donations as well as direct donations to the City for specific purposes. Currently, Animal Control, Parks, Library, Beautification, the Senior Center, Police, and Fire Department have donation funds available for expenditure. Each of these departments has an advising board which helps create the budgets for and approves expenditures of donations. REVENUE Donations Revenue This includes the $2.00 donations on most water bills for Parks, Library and Beautification as well as direct donations from the citizens and businesses within the City for other purposes. Beautification receives $1.00 and Parks and the Library each receive 50 cents. Interest on Investments This is based on current rates. EXPENDITURES: Animal Control Budgeted expenditures are for a store front window at the animal shelter. Parks Funds are budgeted to begin construction of projects identified in the Parks Master Plan. Each donation dollar used to fund these projects will be matched by a dollar from the General Escrow Fund, gas proceeds account. Library Budgeted expenditures include technology, books, CD s, DVD s, magazines, electronic resources, supplies, contract services for library programs, and two seasonal part-time library positions. Beautification Budgeted expenditures include various beautification projects including Adopt-a-Spot and Yard-ofthe-Month programs, various maintenance and repair projects throughout the City as needed, holiday decorations and mowing contracts for Saginaw Blvd. and Blue Mound Rd. Phase 2 of the Old Decatur Road landscaping and the repainting of 10 light poles. Senior Center Budgeted expenditures include supplies for various programs at the Senior Center. Police Budgeted expenditures include supplies for the Fire and Police Banquet. Fire Budgeted expenditures include supplies for Fire Camp, the annual Easter Egg Hunt, department awards, the Fire and Police Banquet and other special programs. 195

197 DONATIONS FUND REVENUE SUMMARY DONATIONS REVENUE 180, , ,000 $132,844 $139,527 $161,104 $149,500 $145, , ,000 80,000 60,000 40,000 20,000 0 ACTUAL ACTUAL ACTUAL REVISED ADOPTED DONATIONS REVENUE BY MONTH REVISED ADOPTED MONTH ACTUAL ACTUAL ACTUAL BUDGET BUDGET OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER TOTALS BUDGET $ 9,638 $ 11,464 $ 20,062 $ 14,196 $ 13,770 11,299 10,440 11,200 11,360 $ 11,018 9,937 11,201 14,384 12,251 $ 11,882 10,290 10,445 11,200 11,014 $ 10,682 9,597 10,526 12,985 11,419 $ 11,075 16,835 16,128 16,395 17,023 $ 16,510 9,626 10,291 14,513 11,875 $ 11,517 11,555 11,557 11,256 11,853 $ 11,496 11,456 11,109 12,020 11,928 $ 11,569 10,046 12,706 13,401 12,469 $ 12,093 12,395 13,628 10,764 12,688 $ 12,306 10,170 10,032 12,923 11,424 $ 11,080 $ 132,844 $ 139,527 $ 161,104 $ 149,500 $ 145,000 $ 120,000 $ 120,000 $ 155,000 $ 149,500 $ 145,

198 DONATIONS FUND EXPENDITURE SUMMARY DONATIONS FUND TOTAL EXPENDITURES $250,000 $195,099 $225,705 $200,000 $169,400 $150,000 $108,465 $101,421 $100,000 $50,000 $- ACTUAL ACTUAL ACTUAL REVISED ADOPTED EXPENDITURES BY CLASSIFICATION REVISED ADOPTED DESCRIPTION ACTUAL ACTUAL ACTUAL BUDGET BUDGET Animal Control $ 5,707 $ 3,577 $ 2,800 $ 10,000 $ 5,000 Parks 22,084 19,004 10, ,000 Library 35,518 40,748 71,789 45,500 49,120 Beautification 41,803 29,851 99, , ,835 Senior Center Police ,600 2,500 Fire 2,947 7,874 10,105 5,200 8,300 TOTALS $ 108,465 $ 101,421 $ 195,099 $ 169,400 $ 225,

199 GENERAL ESCROW FUND City of Saginaw The General Escrow Fund is created in FY 2014/2015 to better track funds that are received and to be used for a specific purpose. The types of revenues and expenses budgeted in this fund are for hotel/motel tax, court technology, court security, gas production proceeds and insurance deductibles and settlements. 198

200 GENERAL ESCROW FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Hotel/Motel Tax $ - $ - $ 7,500 Court Technology Fees ,000 Court Security Fees ,000 Gas Production Proceeds - - 2,000 Insurance Deductible ,000 Use of Bailey Boswell FB ,000 Use of Gas Production FB - 48,000 Use of Court Technology FB - - 7,550 TOTAL REVENUES $ - $ - $ 325,050 EXPENDITURES Chamber of Commerce Agreement $ - $ - $ 5,000 Court Technology ,550 Court Security - - 8,000 Insurance Deductible ,000 Transfer to Cap. Proj.-Bailey Boswell 207,000 Transfer to Cap. Proj.-Parks Projects 50,000 TOTAL EXPENDITURES $ - $ - $ 318,

201 GENERAL GOVERNMENT ESCROW FUND OVERVIEW OF REVENUES AND EXPENDITURES The General Government Escrow Fund is being created in FY to better track funds that are received and are to be used for a specific purpose. These receipts will remain in the General Government Escrow Fund until an appropriate expense is approved by the City Council. REVENUE Hotel/Motel Tax - City This is the City's share of hotel/motel tax collected by the state. The City retains 15% of these collections. Hotel/Motel Tax - City This is the Chamber of Commerce's share of hotel/motel tax collected by the state. The Chamber receives 85% of these collections. Court Technology Fees For every citation issued, a $4 fee is assessed to be used for court technology. Court Security Fees For every citation issued, a $3 fee is assessed to be used for court security. Gas Production Proceeds Rents, royalties, and bonuses paid to the City as a result of natural gas drilling leases. Insurance Deductible Insurance claims revenue/reimbursements. EXPENDITURES: Chamber of Commerce Agreement The City's annual support of the Chamber of Commerce, paid quarterly. Court Technology Expenses These are charges for court software licenses and updates, computer supplies for court, replacement computer equipment, and ticket writer replacements and supplies. Court Security Expenses Budgeted expenses are to reimburse the General Fund for bailiff services. Insurance Deductible These expenses are repairs to damaged property and other expenses covered by insurance. 200

202 GENERAL ESCROW FUND SUMMARY General Escrow Revenues by Type Insurance Deductible 40% Hotel/Motel Tax 12% Court Technology Fees 26% Gas Production Proceeds 3% Court Security Fees 19% General Escrow Expenditures by Type Gas Production Proceeds 16% Developer Contribution Transfers 65% Court Technology 7% Court Security 2% Chamber of Commerce Support 2% Insurance Deductible 8% 201

203 WATER/WASTEWATER ESCROW FUND City of Saginaw The Water/Wastewater Escrow Fund is created in FY 2014/2015 to better track funds that are received and to be used for a specific purpose. The types of revenues and expenses budgeted in this fund are impact fees and qualifying capital projects. 202

204 WATER/WASTEWATER ESCROW FUND SUMMARY OF REVENUES AND EXPENDITURES YEAR-END REVISED ADOPTED ACTUAL BUDGET BUDGET REVENUES Water Impact Fees $ - $ - $ 30,000 Wastewater Impact Fees - - 3,000 Use of FB for water projects ,000 Use of FB for wastewater projects ,000 TOTAL REVENUES $ - $ - $ 678,000 EXPENDITURES Transfer to EF-Water Projects $ - $ - $ 495,000 Transfer to EF-Wastewater Projects , TOTAL EXPENDITURES $ - $ - $ 645,

205 WATER/WASTEWATER ESCROW FUND OVERVIEW OF REVENUES AND EXPENDITURES The Water/Wastewater Escrow Fund is being created in FY to better track funds that are received and are to be used for a specific purpose. These receipts will remain in the Water/Wastewater Escrow Fund until an appropriate expense is approved by the City Council. REVENUE Water Impact Fees Fees collected from a developer to recover costs of water capital improvements related to the new development. Wastewater Impact Fees Fees collected from a developer to recover costs of wastewater capital improvements related to the new development. EXPENDITURES: Transfer to Enterprise Fund for Water and Wastewater Capital Projects These are City Council approved capital projects that are appropriately funded by impact fees collected from developers. 204

206 WATER/WASTEWATER ESCROW FUND SUMMARY Wastewater Impact Fees 9% W/WW Escrow Revenues by Type Water Impact Fees 91% W/WW Escrow Expenditures by Type Transfer to Enterprise Fund- Wastewater Projects 23% Transfer to Enterprise Fund- Water Projects 77% 205

207 POLICIES, RESOLUTIONS AND ORDINANCES City of Saginaw 206

208 207

209 ORDINANCE NO AN ORDINANCE LEVYING TAXES FOR THE USE AND SUPPORT OF THE CITY OF SAGINAW, TEXAS MUNICIPAL GOVERNMENT, AND PROVIDING FOR THE BOND AND INTEREST RETIREMENT FUNDS OF ALL OUTSTANDING GENERAL OBLIGATION BONDS OF THE CITY, FOR THE TAX YEAR 2014; APPORTIONING EACH LEVY FOR THE SPECIFIC PURPOSE AS STATED; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the City of Saginaw, Texas, has done and performed all statutory requirements precedent to the setting of the City's tax rate for 2014; including the holding of all required public hearings, if required, after due notice, now, therefore: BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF SAGINAW, TEXAS: Section 1. That there is hereby levied and there shall be collected for the use and support of the municipal government of the City of Saginaw, Texas, and to provide an interest and sinking fund for the retirement of each series of outstanding general obligation bonds of the City of Saginaw, Texas, upon all property, real, personal and mixed, within the corporate limits of the City of Saginaw, Texas, subject to taxation, a tax of FIFTY-ONE CENTS ( ) on each ONE HUNDRED DOLLARS ($100.00) valuation of property for the tax year THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE. THE TAX RATE WILL EFFECTIVELY BE RAISED BY 7.15 PERCENT AND WILL RAISE TAXES FOR MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY APPROXIMATELY $9.49 FOR THE YEAR. Said tax being so levied and apportioned for the purposes hereinafter set forth, to-wit: (a) For Interest and Sinking Funds of the City of Saginaw, Texas, for payment of the principal as it matures and interest as it accrues upon all outstanding General Obligation Bonds of the City of Saginaw, Texas, a tax of TWENTY-ONE AND 1489/10,000THS CENTS ( ) on each ONE HUNDRED DOLLARS ($100.00) valuation of property. (b) For the maintenance and operation of the General Government of the City of Saginaw, Texas, (General Fund), a tax of TWENTY-NINE AND 8511/10,000THS CENTS ( ) on each ONE HUNDRED DOLLARS ($100.00) valuation of property

210 Section 2. All monies collected under this Ordinance are hereby appropriated and set apart for the purposes recited, and the City Manager shall cause books of account to be kept so as to readily and distinctly show amounts collected and expended and on hand at any time, in each of said funds, and it is hereby made the duty of every person collecting or receiving money for the City of Saginaw, pursuant to the supervision and direction of the City Manager, to deliver to the City and its designated officer or employee all such money so collected or received, together with a statement showing to what fund such should be deposited and from what source received. All receipts of the City of Saginaw, Texas, not specifically apportioned by this Ordinance are hereby made payable to the General Fund, unless the City Council shall by resolution or ordinance otherwise direct. Section 3. This ordinance shall be in full force and effect immediately upon its adoption. ADOPTED AND APPROVED this 16th day of September, ATTEST: Janie~ s&::!- APPROVED AS TO FORM AND LEGALITY: ~ 2 209

211 , TEXAS ORDINANCE NO AN ORDINANCE OF THE CITY OF SAGINAW, TEXAS AMENDING CHAPTER 98 OF THE SAGINAW CITY CODE BY REVISING WATER SERVICE RATES, PROVIDING A SEVERABILITY CLAUSE; PROVIDING A CUMULATIVE CLAUSE; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the City of Saginaw is a home rule city acting under its charter adopted by the electorate pursuant to Article XI, Section 5, of the Texas Constitution and Chapter 9 of the Local Government Code; and WHEREAS, the City has established reasonable rates for the provision of water and sewer service; and WHEREAS, due to changes in the cost of providing such services, the City Council has determined that the rates for water service must be increased; and WHEREAS, the City Council has determined that the rates set forth herein are reasonable. NOW THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF SAGINAW, TEXAS: SECTION 1. That Section of the Saginaw City Code is hereby amended to read as follows: Section Water Service Rates There are hereby fixed and established the following water rates for service from the municipal systems for each category of customer as follows: WATER SERVICE RATES Residential Category $14.65 Basic Monthly Charge $ 4.54 per 1,000 gallons for each 1,000 gallons in excess of 2,000 gallons up to 10,000 gallons total volume $ 4.83 per 1,000 gallons for each 1,000 gallons in excess of 10,000 gallons total volume Page 1 210

212 Multi-Family Category $14.65 Basic Monthly Charge per Dwelling $ 4.83 per 1,000 gallons for each 1,000 gallons in excess of 2,000 gallons per dwelling unit up to 8,000 gallons additional volume $ 5.84 per 1,000 gallons for each 1,000 gallons in excess of 8,000 gallons additional volume Commercial/Industrial Category $ Basic Monthly Charge $ 4.83 per 1,000 gallons for each 1,000 gallons in excess of 2,000 gallons up to 10,000 gallons total volume $ 5.84 per 1,000 gallons for each 1,000 gallons in excess of 10,000 gallons total volume SECTION 2. It is hereby declared to be the intention of the City Council that the phrases, clauses, sentences, paragraphs and sections of this ordinance are severable, and if any phrase, clause, sentence, paragraph or section of this ordinance shall be found or declared to be void, invalid, or unconstitutional by the valid judgment or decree of any court or competent jurisdiction, such finding or declaration shall not affect any of the remaining phrases, clauses, sentences, paragraphs or sections of this ordinance, since the same would have been enacted by the City Council without the incorporation of this ordinance of any such unconstitutional phrase, clause, sentence, paragraph or section. SECTION 3. This ordinance shall be cumulative of all ordinances of the City of Saginaw, Texas, except where the provisions of this ordinance are in direct conflict with the provisions of such ordinances in which event the conflicting provisions of such ordinance are hereby repealed. Page 2 211

213 SECTION 4. This ordinance shall become effective on October 1, PASSED AND APPROVED this 16th day of September, ATTEST: APPROVED AS TO FORM AND LEGALITY: Page 3 212

214 FINANCIAL POLICIES The financial management policies of the City are designed to ensure the financial integrity of the City s government and assist the City in achieving the following: Quality basic City services that meet the needs and desires of the citizens. A financial base sufficient to maintain or enhance City assets required to support community service demands. Responsiveness to the constantly changing needs, desires, and service requirements of the City. Prudent and professional financial management practices to assure residents of Saginaw and the financial community that the City of Saginaw is well managed and in sound financial condition. Cost effective services to citizens through cooperation with other government entities. An adequate capital improvement program that maintains and enhances the public s assets. General Goals The City will hire an outside (independent) auditor. The auditors must demonstrate breadth and depth of staff necessary to handle the City s audit in a timely manner. The audited financial statements shall be prepared within 90 days of the close of the fiscal year. Annual reporting will be done within the guidelines set forth by Generally Accepted Accounting Principles (GAAP). Interim activity reports will be made available to Council and Management. Financial systems will be maintained to monitor expenditures/expenses and revenues on a monthly basis with a thorough analysis and adjustment (if required) at the end of each quarter. Budgets for all funds are adopted on a basis consistent with generally accepted accounting principles (GAAP). Annual appropriated budgets are adopted for all funds. The City will strive to maintain accounting policies and practices in the preparation of its annual financial report. The report will be presented to the Government Finance Officers Association (GFOA) for review of qualifications that meet those necessary to obtain the Certificate of Achievement for Excellence in Financial Reporting. The City will also submit its annual budget to Government Finance Officers Association (GFOA) for review to receive the Distinguished Budget Presentation Award. Staffing levels shall be adequate for the departments of the City to function effectively. Overtime shall be used only to address temporary or seasonal demands that require excessive hours. Possible ways to increase efficiency shall be explored before adding staff. However, the staffing levels shall not be inadequate or marginal such that the City s internal controls are jeopardized. 213

215 FINANCIAL POLICIES (Continued) Cash and Investment Management Concepts The City shall manage and invest its cash with three objectives, listed in order of priority: Safety Liquidity Yield The safety of the principal invested shall always remain the primary objective. All investments shall be designed and managed in a manner responsive to the public trust and consistent with state and local law. The City shall maintain a comprehensive cash management program which includes: Collection of accounts receivable. Vendor payment in accordance with invoice terms. Prudent investment of available cash. Cash management is defined as the process of managing monies in order to ensure maximum cash availability and maximum yield on short-term investment of idle cash. Periodic review of cash flow position shall be performed to determine performance of cash management and investment policies. Detailed policy structures (City Investment Policy and Depository Agreement) shall be followed with respect to Cash/Treasury management. Interest earned from investment of available funds, whether pooled or not, shall be distributed to the funds from which monies were provided to be invested. Fund Balance/Operating Position Concepts The City will maintain a fund balance (cash and investments), to be used for unanticipated emergencies, between 15 and 20 percent of the operating budgets of the General and Enterprise Funds (excluding capital outlay). These monies will be used to avoid cash-flow interruptions, generate interest income, reduce need for short-term borrowing and assist in maintaining an investment-grade bond rating. Revenue Objectives The City shall strive to operate a revenue system, which is simple and reliable, so that assurances can be provided that the revenue base will materialize according to budget planning. Consistent monitoring and collection policies will be maintained to ensure the integrity of the revenue system. Revenue collections will be consolidated under the Finance Department. Monthly reports shall be prepared to compare actual revenues to budgeted revenues and to determine the variances and associated corrective action necessary. 214

216 FINANCIAL POLICIES (Continued) The City will periodically review its fee structure to ensure that revenue collections are adequate to meet corresponding expenditures (cost of service concept). The Enterprise Fund will pay a franchise fee based on the same rationale as used with the electric, gas, and telephone companies. A franchise fee is paid to compensate the City for street and alley usage. Expenditure/Expense Issues Monthly reports shall be prepared showing actual expenditures/expenses compared to budgeted expenditures/expenses. Where appropriate, performance measures and productivity indicators shall be used as expenditure/expense guidelines and reviewed for efficiency and effectiveness. This information shall be included in the annual budgeting process. Procedures shall be taken so as to maximize any discounts offered by creditors. Current liabilities shall be paid within 30 days of receiving the invoice. Accounts Receivable procedures shall target collection within 60 days from date of service. Debt/Capital Planning Criteria The City will strive to limit general obligation annual debt requirements to 35 percent of general government expenditures. Revenue bond coverage (Enterprise Fund) shall be maintained at a minimum of 1.25 times. Long Term Debt shall not be used for operating purposes. The life of the bonds shall not exceed the useful life of the projects. Full disclosure of operations and open lines of communication shall be made to rating agencies. The City staff, with the assistance of bond advisors, shall prepare the necessary materials and presentation to the rating agencies. The City shall explore funding alternatives in addition to long term debt including leasing, grants and other aid, developer contributions, capital recovery fees, and current funds. Major capital improvement expenditures are found in three areas of the budget. General Fund operating budget For replacement of worn out equipment or additional equipment to increase the effectiveness of the department. The life of most capital outlay purchases ranges from two (2) years to ten (10) years. The effect on future operational budgets is minimal because purchases are one time only. Capital Projects Fund Capital improvements from this fund will require the use of tax and revenue bonds. Since the improvements are to improve the infrastructure, this will reduce the overall commitment of operational funds on pay-as-you-go projects. Capital improvements include street improvements, drainage improvements, and improvements to community facilities. 215

217 FINANCIAL POLICIES (Continued) Enterprise Fund Capital improvements from this fund are from Waterworks and Sewer System Revenue Bonds. Capital improvements include installation of new water and wastewater lines and repair and replacement of older existing lines. Budget Concepts The City shall prepare a proposed itemized budget for each budgeted fund. Current operating revenue will be sufficient to support current operating expenditures/expenses. Debt or bond financing will not be used to finance current expenditures/expenses. Fund balance may be used to balance the budget so that budgeted revenues equal budgeted expenditures. The Operating Budget should be balanced with current revenues, and, if necessary, a portion of the undesignated surplus, greater than or equal to current expenditures/expenses. When balancing the budget the following options should be considered before using the undesignated surplus. Increase existing fees or adding new fees. Seek outside funding such as grants, cost sharing with other entities, additional sales tax, etc. Make programs self-supporting, reduce, or eliminate programs. Increase the property tax rate. Annual estimates of revenue in all funds shall be based on historical trends and reasonable expectations and assumptions regarding growth, the state of the economy, and other relevant factors. A conservative approach shall be observed in estimating revenues. If at any time during a fiscal year it is estimated by the City Manager that the current year s expenditures in any fund will exceed available revenues, the City Manager shall notify City Council and propose a plan, if necessary, to deal with potential problems. Even though ad valorem taxes are collected by Tarrant County, the City shall follow a policy of aggressively pursuing the County s collection of current and delinquent ad valorem taxes, and shall strive to maintain a current ad valorem tax collection rate of 97 percent. Expenditures in all funds shall be managed so as to ensure the obligations of each fund are met when due. Expenditures in the General Fund shall remain within each department s original appropriation level unless an ordinance providing for an additional appropriation has been approved by the City Council. 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 so proper decision analysis can be made. The budget review process shall include City Council participation, and a Public Hearing to allow for citizen participation in the budget preparation. The budget shall span sufficient time to address policy and fiscal issues by the City Council. 216

218 FINANCIAL POLICIES (Continued) A copy of the proposed budget shall be filed with the City Secretary when it is submitted to the City Council in accordance with the provisions of the City Charter. Copies may also be viewed on the City s web site, in the office of the Asst. City Manager/Finance Director and the Library. Revenues actually received will be regularly compared to budget revenues and variances will be investigated. This process will be summarized in the monthly financial reports prepared by the Asst. City Manager/Finance Director and submitted for City Council review. The level of budgetary control is the department level in all funds. When budget adjustments among departments and/or funds are necessary, they must be approved by the City Council. All City purchases and contracts over $25,000 shall conform to the competitive bidding process as set forth by the City Charter. Recommendation on purchases and contracts over $25,000 shall be submitted to the City Council for approval. (In June 2002, the City Council adopted the bid and proposal threshold of Section of the Texas Local Government Code relating to bid and proposal thresholds, which supersedes Section 9.04 of the City Charter. This increases the threshold from $5,000 to $25,000.) Monthly financial reports will be prepared by the Asst. City Manager/Finance Director showing actual expenditures compared to original budget. These reports will be given to the City Council for review. Monthly accounting reports will be distributed to all Department Heads to enable more precise management of their respective departmental budgets. Each Department Head is responsible to ensure proper budgetary procedures are followed throughout his or her department. 217

219 DEBT MANAGEMENT POLICY LEGAL DEBT MARGIN Article XI, Section 5 of the State of Texas Constitution states in part: no tax for any purpose shall ever be lawful for any one year, which shall exceed two and one-half percent of the taxable property of such city, and no debt shall ever be created by any city, unless at the same time provision be made to assess or collect annually a sufficient sum to pay the interest thereon and creating a sinking fund of at least two percent thereon. As stated in the Texas Constitution, the amount of bonds a home rule city may issue is limited by its charter. As a home rule city, the City of Saginaw, Texas is not limited on the amount of debt it may issue because the charter does not specify a limitation. However, there are restrictions on the City s power to tax as stated below. Section 13.05, City of Saginaw Charter - Limitation of Tax Rate The maximum tax rate shall not exceed one dollar and fifty cents ($1.50) on the One Hundred Dollars ($100.00) valuation of taxable property within the City of Saginaw. Even though the Texas Constitution allows a higher tax rate the City of Saginaw is bound by its charter. The City s Charter provides that general property taxes are limited to $1.50 per $100 of assessed valuation for general governmental services including the payment of principal and interest on general obligation bonds. The 2014 adopted tax rate is $.51 per $100 of assessed valuation based on 100% of appraised value. This is well under the $1.50 limit. Rules promulgated by the Office of the Attorney General of Texas stipulate that such Office will not approve tax bonds of any city unless the city can demonstrate its ability to pay debt service requirements on all outstanding tax debt, including the issue to be approved, from a tax levy of $1.00 per $100 of valuation, based on 99% collection of the tax. Assuming the maximum tax rate for debt service of $1.00 on the 2014 taxable assessed valuation of $1,276,285,587 at 99% collection, tax revenue of $12,635,227 would be produced. After paying the current year s debt service payment of $2,975,670, the city would have an available debt service capacity of $9,659,

220 DEBT FINANCING POLICIES CITY OF SAGINAW DEBT MANAGEMENT POLICY Total general obligation principal debt will not exceed 5% of the Taxable Value Taxable Value $1,276,285,587 x 5% $ 63,814, Outstanding GO. Debt $ 24,360,000 Where possible, the City uses certificates of obligation, special assessment, revenue bonds, or other self-supporting bonds instead of general obligation bonds. The City will strive to limit general obligation annual debt requirements to 35% of the general government expenditures. General Fund Operating Expenditures $ 13,063,730 x 35% $ 4,572,306 The annual debt requirement is $2,975,670. This is within the 35% goal outlined above. The budget includes debt service payments for debt currently outstanding as shown in the Debt Service Fund section of the budget. The City of Saginaw will use debt financing when it is appropriate. It will be judged appropriate only when the following conditions exist: When major long-term capital improvements are desired. When it can be determined that future citizens will receive a benefit from the improvement. When the City of Saginaw utilizes long-term debt financing it will ensure that the debt is soundly financed by: Conservatively projecting the revenue sources that will be utilized to pay the debt. Financing the improvement over a period not greater than the useful life of the improvement. Determining that the cost benefit of the improvement, including interest cost, is positive. 219

221 Excerpt from the City Council Meeting of the City of Saginaw held at the City Hall on September 2, 2003 ITEM 15 CONSIDERATION OF APPROVAL OF CAPITALIZATION POLICY (CC ) Asst. City Manager Johnson stated that the Governmental Accounting Standards Board has implemented new accounting standards that now apply to the City. The main effect of their Statement No. 34 is the way the city capitalizes and reports assets. The City's Capitalization Policy was adopted last and the auditors have had a chance to study the new requirements and have recommended some changes to the policy. They recommended that the $1,000 minimum for reporting an expenditure as a capital asset be changed to $5,000. They also recommended showing depreciation on infrastructure based on the suggested useful life for each category shown on the attached chart. ACM Johnson stated that these changes have been incorporated into the attached documents and recommended approval as presented. Motion was made by Mayor Pro Tem Brinkley and seconded by Councilmember Bevill to approve the Capitalization Policy as presented. Motion carried. For: Against: Absent: Mayor Robbins, Mayor Pro Tem Brinkley, Councilmembers Bevill, Sedberry, Davis, Crowell None Councilmember Flory 220

222 , TEXAS CAPITALIZATION POLICY I. Purpose To provide a uniform criteria for identifying City expenditures for capitalization, and for the proper asset classification of capital expenditures, including guidelines for the determination of the economic useful lives of assets. II. Policy A. It is the general policy of the City of Saginaw to identify an expenditure as a capital asset if it meets all of the following requirements: 1. is City owned 2. costs $5,000 or more 3. has an economic useful life of one or more years 4. is intended to provide productive benefit to the City during its useful life. B. Additional expenditures on existing assets may be capitalized if the asset s productive capacity is significantly improved or the economic useful life of the asset is extended by three or more years. Replacement assets may be capitalized if they meet the four criteria listed above. C. Capital items in most cases are new or replacement items with long lives. Expense items are generally those which are used up in a short time (less than one year) or are expenditures which maintain an existing asset in good condition, but do not improve it from its original condition. D. Low value capital items (cost below $5,000) are arbitrarily expensed to reduce the bookkeeping costs of tracking and depreciating them. E. For various reasons, some City assets may have a reduction in productive benefit not accounted for by normal depreciation. Such assets (if not fully depreciated) shall be removed from City asset accounts or reduced in value, and written off to expense, to the extent that future benefit to the City has been reduced. F. Expenditures that do not qualify as capital expenditures, where they can reasonably be forecast, should be funded by the annual operating budget. 221

223 Capital Assets Asset Categories and Suggested Useful Life Group Description Sub- Group Description Examples Useful Life Non-Infrastructure NFOE Furniture, office equipment Desks, tables, chairs 5 NCHS Computer Hardware & Software Monitors, CPU, printer 5 NTEL Telephone Equipment 7 NMVH Motor Vehicles 5 NMVH NCLT General cars and light trucks 8 NMVH NBUS Busses 15 NMVH NFTK Fire trucks 25 NMVH NPOL Police 5 NMVH NPW Public Works 6 NBLT Buildings - Temporary T-buildings, other portable 20 NBLP Buildings 40 Air-conditioners, heating, ventilation NBLP NHVAC HVAC Systems systems 20 NBLP NROOF Roofing 7 NBLP NCPTR Carpet Replacement 10 NBLP NELP Electrical/Plumbing 12 NKIT Kitchen Equipment Appliances 7 NHCE Heavy Construction Equipment Backhoes, Trucks, Dozers, front-end loaders, Large Tractors 10 NENGS Engineering, Scientific Equipment Lab Equipment 10 NFFE Firefighting Equipment Ladder, hoses 10 NPSE Police Special Equipment 5 NMEDE Medical Equipment 10 NTCE Traffic Radio, Control communications Equipment Stoplights 10 NRCE equipment Mobile, portable radios 10 NRAE Recreational/Athletic Equipment Weight machines, mats, golf carts, treadmill tackling sled, pitching machines 7 NLIBB Library Books Collections 15 NLIBA Artwork Collections 20 NOUTE NCUSE Outdoor Equipment Custodial Equipment Playground equipment, scoreboards, bleachers, radio towers 12 Floor scrubbers, vacuums, other

224 Capital Assets Asset Categories and Suggested Useful Life Group Description Sub- Group Description Examples Useful Life NGNDE NLIS Grounds Equipment Land Improvements - structure Non-Infrastructure Non-Infrastructure (Continued) Mowers, tractors and attachments 10 Parking lots, sidewalks, bus ramp, fencing, running track, 20 Golf Course, Ball field, NLIG Land Improvements - ground work park landscaping, flagpoles 25 NLDS Landfill Disposal Systems 25 NLAND Land no depreciation Infrastructure IEAS Easements no depreciation IDNS Drainage Systems 50 ISSYS Sewer Systems 50 IWSYS Water ystems 50 IWATW Sewer Systems no depreciation IWATW ILCAN Levees and canals (unlined) no depreciation IWATW ICANL Canal lining no depreciation IWATW IDAM Dams no depreciation IWATW Concrete no depreciation IWATW Earthen embankment no depreciation no IROAD Roads depreciation IROAD IRPAV Paved 20 IROAD IRASPR Asphalt - rural 10 IROAD IRASPU Asphalt - urban

225 GENERAL FUND EMERGENCY RESERVE POLICY Policy number 87-4, creating the Emergency Reserve Fund Policy, was approved October 20, This policy increased the current Emergency Reserve for General Fund from $150,000 to $450,000 from unappropriated surplus. This would rename the surplus funds. The Emergency Reserve would remain at $450,000. The interest income will be added to the General Fund Operating Funds. The increase of $450,000 in the Emergency Reserve will enable the City to operate the General Fund for three months. These funds will not be used unless there is some type of emergency and with Council approval. The Council amended 88-1, City of Saginaw Investment Policies on September 6, It states that the City shall maintain an Emergency Reserve Fund Balance in General Fund between 20% and 30% of the operating budget. The Emergency Reserve was increased from $450,000 to $550,000 at that time. REVISIONS On June 7, 1994, the General Fund Emergency Reserve increased from $550,000 to $600,000. On September 17, 1996, the City amended the policy. The new policy states that the City shall maintain an Emergency Reserve Fund Balance in the General Fund between 15% and 20% of the operating budget. The Emergency Reserve balance was increased to $600,000. On September 15, 1998, the General Fund Emergency Reserve increased from $600,000 to $700,000. On October 5, 1999, the General Fund Emergency Reserve increased from $700,000 to $800,000. On October 3, 2000, the General Fund Emergency Reserve increased from $800,000 to $900,000. On August 21, 2001, the General Fund Emergency Reserve increased from $900,000 to $1,000,000. On August 22, 2002, the General Fund Emergency Reserve increased from $1,000,000 to $1,100,000. On August 12, 2003, the General Fund Emergency Reserve increased from $1,100,000 to $1,200,000. On September 7, 2004, the General Fund Emergency Reserve increased from $1,200,000 to $1, On August 29, 2005, the General Fund Emergency Reserve increased from $1,300,000 to $1,400,000. On September 5, 2006, the General Fund Emergency Reserve increased from $1,400,000 to $1,500,000 On September 4, 2007, the General Fund Emergency Reserve increased from $1,500,000 to $1,650,000. On September 3, 2008, the General Fund Emergency Reserve increased from $1,650,000 to $1,750,000. On September 28, 2009, the General Fund Emergency Reserve increased from $1,750,000 to $1,850,000. On September 22, 2010, the General Fund Emergency Reserve increased from $1,850,000 to $1,950,000. On September 7, 2011, the General Fund Emergency Reserve increased from $1,950,000 to $2,050,000. On September 4, 2012, General Fund Emergency Reserve increased from $2,050,000 to $2,150,000. On September 3, 2013, General Fund Emergency Reserve increased from $2,150,000 to $2,250,000. On September 2, 2014, General Fund Emergency Reserve increased from $2,250,000 to 2,350,

226 POLICY ON SALARIES AND COMPENSATION Salaries for all positions for the City of Saginaw will be administered as follows: There will be a starting salary and maximum salary for each grade as set by the City Council. Department Heads may allow up to one year of credit for a minimum of three years experience with City Manager approval for new employees. When a percentage raise is approved by the City Council, the starting and maximum salary for each grade will increase by that percent. When the City Council approves a raise in the pay scale, the Department Head has the authority to approve or deny the raises based on the employee s job performance and attitude with final approval of the City Manager. The increase is not a blanket, automatic, across-theboard raise. A schedule for incentive pay for the Police, Fire, Public Services, and Water & Wastewater Departments has been established. The amounts are to be paid on a monthly basis per the accomplishment and are over and above the pay scale of the pay grade. When an employee promotes to the next highest position their salary will be set at whichever step of the new position will provide a raise over their current salary. Employees that are demoted to a less responsible position will use the classification grade number of the lower classification for determining the monthly salary as years of service would dictate. BENEFITS AND LONGEVITY The City of Saginaw is an at will employer offering the following benefits: SALARY: Salary ranges are designed to be competitive with industries and other municipalities. RETIREMENT: Texas Municipal Retirement System (6% of Employee s total salary with City match of 2:1 or 12%). LONGEVITY: $6.00 per month of service after the first year. Paid in lump sum check on the first Friday in December of each year. SERVICE AWARDS: Service pin awarded for 5 years of service; a diamond is added for each additional 5 years. VACATION: One week after first six months; two weeks after one year; three weeks after five years; four weeks after 15 years; and five weeks after 25 years. Vacation is earned monthly. Part-time employees working at least 29 hours per week earn vacation benefits as well. HOLIDAYS: New Year s Day, Good Friday, Memorial Day, July 4th, Labor Day, Thanksgiving and following Friday, Christmas Eve and Christmas Day, and two Floating Holidays. INSURANCE: Medical and Dental (Employee portion paid by City, dependent coverage optional and City will pay maximum of $365.00/month). Life 50,000/100,000 (Paid by City). OTHER: Sick leave, disability plan, and military leave. 225

227 JOB CLASSIFICATION LIST CITY GOAL GRADE MINIMUM MID-POINT MAXIMUM FLSA JOB TITLE 6 25,836 32,294 38,755 N Maintenance Worker - Parks, Public Services N Maintenance Worker - Drainage Utility N Maintenance Worker - W/WW 7 27,624 34,529 41,434 N Administrative Clerk N Court Clerk N Library Assistant 8 29,412 36,764 44,117 N Senior Maintenance Worker - Parks, Public Services N Senior Maintenance Worker - Drainage Utility N Senior Maintenance Worker - W/WW N Senior Library Assistant N Senior Administrative Clerk 9 31,200 39,000 46,799 N Administrative Technician - Court N Dispatcher N Jailer-Public Services Officer N Administrative Technician - W/WW 10 32,989 41,237 49,483 N Crew Leader - Parks, Public Services 11 34,776 43,469 52,164 N Animal Control Officer N Code Enforcement Officer 12 36,564 45,705 54,845 N Administrative Assistant - Office Coordinator N Public Services Specialist N Senior Code Enforcement Officer N Recreation & Aquatic Coordinator N Administrative Assistant - W/WW N Crew Leader - W/WW N Police Records Clerk 13 40,140 50,176 60,210 N Inspector - Public Services N IT Technician N Mechanic 14 42,025 53,634 63,141 N Recreation Supervisor N Asst. Library Director/Children's Services E Senior Inspector E Senior Mechanic 15 44,125 53,634 63,141 N Firefighter N Police Officer 16 44,611 55,762 66,916 E Fire Apparatus Operator E Police Corporal E Environmental Specialist 17 47,592 59,937 72,281 E Streets and Parks Manager E Chief Mechanic E Water Utilities Manager 18 51,763 64,704 77,644 N Fire Lieutenant N Police Sergeant 19 55,262 69,129 82,997 E City Secretary E Administrative Assistant/Human Resources Manager 20 58,915 73,644 88,374 E Assistant Finance Director/Budget Analyst E Information Technology Manager E Library Director 21 62,491 78,115 93,738 E Chief Building Official 22 66,068 82,583 99,102 E Water & Wastewater Supt./Field Operations 23 69,645 87, ,466 E Division Chief - Fire E Police Captain 25 76,797 95, ,195 E Director of Recreation & Community Services 27 83, , ,924 E Fire Chief 28 87, , ,288 E Police Chief E Director of Public Works/Economic Development , , ,110 E Asst. City Manager/Finance Director , , ,839 E City Manager 226

228 INCENTIVE PAY SUMMARY MUNICIPAL COURT MONTHLY ANNUAL Bilingual Translator $ $ FIRE MONTHLY ANNUAL Intermediate Certificate $ $ Advanced Certificate Masters Certificate , Arson Investigator EMT (in addition) Paramedic , Instructor Certificate (in addition to other certificate) Fire Inspector POLICE MONTHLY ANNUAL Intermediate Certificate $ $ Advanced Certificate Master Certificate , Bilingual Translator Intermediate Communicator Advanced Communicator PUBLIC SERVICES MONTHLY ANNUAL Pesticide Applicator License $ $ Herbicide Applicator Lawn & Ornamental Lawn & Weed Applicator Pest Control Weed Control Bilingual Translator INSPECTIONS/CODE ENFORCEMENT MONTHLY ANNUAL Pesticide Applicator License $ $ Animal Control - Euthanasia FLEET MAINTENANCE MONTHLY ANNUAL Mechanic Certification-Brakes $ $ Mechanic Certification-Engine Repair Mechanic Certification-Heating and A/C Mechanic Certification-Suspension and Steering WATER AND SEWER MONTHLY ANNUAL Water Class "B"- Ground Water Treatment Operator $ $ Water Class "C" - Water Distribution Operator Water Class "C" - Ground Water Treatment Operator Water Class "C" - Surface Water Treatment Operator Wastewater Class II - Collection Operator Wastewater Class III - Collection Operator Class II Wastewater Lawn & Ornamental Weed Control Bilingual Translator NOTE: Valid certifications from Texas Department of Health, Texas Commission for Paid Personnel or TECLOSE required. 227

229 SCHEDULE OF PERSONNEL BY DEPARTMENT DEPARTMENT FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 FULL TIME POSITIONS: General Administrative Office Municipal Court Fire Police Public Services Parks Recreation and Community Services Library Inspections/Code Enforcement Fleet Maintenance Economic Development Water & Wastewater TOTAL FULL TIME POSITIONS PART TIME POSITIONS: Police Recreation and Community Services Library Inspections/Code Enforcement TOTAL PART TIME POSITIONS SEASONAL PART TIME POSITIONS: Police Recreation and Community Services Library TOTAL SEASONAL POSITIONS CITY WIDE TOTAL ALL POSITIONS Summary of Personnel Changes General Administrative Office - In FY14-15 an IT Technician is added. Municipal Court - When the Municipal Court became a court of record in FY12-13, the City contracted out services for the Municipal Judge. Public Services Department - Three park maintenance positions were reassigned in FY from Public Services to the new Parks Department. The position that remained vacant, was eliminated. Recreation and Community Services - Three parks maintenance positions were reassigned to Public Services in FY Library- One part time library assistant becomes full time for 6 months beginning in FY One part time assistant becomes a seasonal part time position. Inspections/Code Enforcement - In FY14-15 a PT Shelter Tech is added and an Inspector on 1/1/

230 PERSONNEL INFORMATION Water & Wastewater 7.88% TOTAL PERSONNEL BY DEPARTMENT General Administrative Office 3.94% Recreation and Community Services 31.03% Police 23.65% Fleet Maintenance 0.99% Parks 0.99% Municipal Court 0.99% Inspections/Code Enforcement 5.42% Library 6.40% Public Services 5.42% Fire 13.30% RESIDENT TO EMPLOYEE RATIO

231 LONG RANGE FINANCIAL FORECAST ADOPTED BUDGET ESTIMATED ESTIMATED ESTIMATED ESTIMATED GENERAL FUND BEGINNING RESOURCES $ 8,090,852 7,580,917 7,580,917 7,580,917 7,580,917 REVENUES Current Property Taxes $ 3,771,755 $ 4,393,830 $ 4,639,510 $ 4,894,030 $ 5,157,699 Sales Tax 4,200,000 4,368,000 4,542,720 4,724,429 4,913,406 Other Taxes 45,000 45,000 45,200 45,404 45,612 Franchise Fees 1,490,000 1,521,200 1,557,240 1,594,225 1,632,184 License, Permits, Fees, and Fines 1,296,700 1,393,000 1,394,800 1,396,690 1,398,675 Other Revenue 283, , , , ,978 Grant Assistance 81,905 83,762 85,675 87,645 89,675 Interest on Investments 3,000 3,000 3,000 3,000 3,000 Transfers from Other Funds 1,585,960 1,558,981 1,588,638 1,618,888 1,649,744 TOTAL REVENUES $ 12,758,245 $ 13,749,016 $ 14,238,859 $ 14,746,299 $ 15,271,973 EXPENDITURES Personnel Services $ 9,943,495 10,316,376 10,703,240 11,104,612 11,521,035 Supplies and Services 3,120,235 3,182,640 3,278,119 3,376,462 3,477,756 Capital Outlay 204, , , , ,182 TOTAL EXPENDITURES $ 13,268,180 $ 13,749,016 $ 14,238,859 $ 14,746,299 $ 15,271,973 ENDING RESOURCES 7,580,917 7,580,917 7,580,917 7,580,917 7,580,917 Increase/(Decrease in Fund Balance) $ (509,935) $ - $ - $ - $ - DEBT SERVICE FUND BEGINNING RESOURCES $ 1,311,696 1,110, , , ,421 REVENUES Current Property Taxes $ 2,672,210 $ 3,426,634 $ 3,906,949 $ 3,546,011 $ 3,371,996 Transfers from Other Funds 69,460 69,255 73,060 71,770 70,475 Other Revenue 32,725 28,230 28,235 28,235 28,235 TOTAL REVENUES $ 2,774,395 $ 3,524,119 $ 4,008,244 $ 3,646,016 $ 3,470,706 EXPENDITURES Principal Payments - Bonds $ 1,940,000 2,501,625 2,790,427 2,502,010 2,580,234 Interest Payments - Bonds $ 845,115 1,031,944 1,227,266 1,153,455 1,083,472 Principal Payments - Fire Truck 171, , , ,536 - Interest Payments - Fire Truck 11,770 8,897 5,980 3,015 - Other Expenses 7,000 7,000 7,000 7,000 7,000 TOTAL EXPENDITURES $ 2,975,670 $ 3,724,120 $ 4,208,243 $ 3,846,016 $ 3,670,706 ENDING RESOURCES 1,110, , , , ,421 Increase/(Decrease in Fund Balance) $ (201,275) $ (200,001) $ (199,999) $ (200,000) $ (200,000) The long range financial forecast is a planning tool only. It provides a multi-year overview of possible financial conditions. During the annual budget process, the City Manager and City Council will assess the current needs of the City and make decisions accoridingly. 230

232 LONG RANGE FINANCIAL FORECAST The long range financial forecast is for the General and the Debt Service Funds. The five year forecast is a planning tool and provides projected revenues and expenses with the following assumptions: Taxable values will continue to increase by 4% for FY15/16, 3% for FY16/17, and 2.5% for FY17/18 and FY18/19. The sales tax growth will continue at 4% for the next four years. For other taxes no projected increase other than 2% growth in mixed beverage tax for the next four years. Franchise Fees include a projected increase of 2% for utilities and 4% for cable for the next four years. Waste disposal includes no increase in FY15/16 but 2% for the following three years. License, Permits, Fees, and fines to remain steady but includes a full year in FY15/16 for the court fine increases. Other revenue and grant assistance includes 3% increases each year for reimbursement of personnel costs related to the School Resource Officer and the Officer assigned to the Auto Theft Task Force. Other revenue includes the repayment of an economic development incentive loan that was granted in FY14/15 and will be repaid over the following five years. Transfers from other funds assumes a 2% increase each year to reimburse the General Fund for operating costs incurred on behalf of the Enterprise, Drainage Utility, and Crime Control Prevention District Funds. Personnel Services assumes a 3.75% increase over the five year period for salary, benefit and insurance cost increases. Supplies and Services includes a 2% increase in FY15/16 and a 3% increase for the following three years. Capital Outlay is projected to be $250,000 in FY15/16 and will increase 3% for the following three years. Debt Service expenses reflect the continued lease/purchase payment for the ladder truck. Debt issues of $8 million are planned for FY15/16 and FY16/17 for the Bailey Boswell Road Improvement project. The continued draw down of the Debt Service Fund balance by $200,000 per year is projected. 231

233 GENERAL INFORMATION City of Saginaw 232

234 MISCELLANEOUS STATISTICS Date of Incorporation 1949 Population (2010 Census) 19,806 Form of Government Council - Manager (Home Rule) Location Nine miles north of Downtown Fort Worth. Saginaw is located in Tarrant County which is one of the main counties in the Dallas/Fort Worth Metroplex. The County s population grew 25% from the 2000 Census to the 2010 Census. The county population as of the 2010 Census was 1,809,034 and the estimated population for 2014 is $1,884,620 per the North Central Texas Council of Government 2014 Population Estimates by City and County. Area 7.75 square miles or 4,960 acres Registered Voters 11,534 (May 2014) Fire Protection: Number of Stations 2 Number of Paid Firefighters 27 Police Protection: Number of Stations 1 Number of Officers 38 Library: Number of Libraries 1 Number of Materials 59,816 Boards and Commissions: Planning & Zoning Board Board of Adjustment Advisory Recreation & Parks Board Industrial Revenue Authority Capital Improvements Advisory Committee Beautification Committee Library Board Senior Citizens Advisory Board Animal Shelter Advisory Committee Other Service Providers: Garbage-Progressive Waste Services Cable television - Various providers Electric and Gas - Various providers Telephone Various providers Recreational Facilities: 7 parks comprising acres Willow Creek Park Highland Station Park Brian Schwengler Park Opal Jennings Park William Houston Park Sagewood Park Knowles-Towrey Park 4 Recreation Centers Saginaw Recreation Saginaw Community Center Senior Citizens Log Cabin Center Aquatic Center Services provided by City of Saginaw: Water and Wastewater Police and Fire Protection Library, Parks and Recreation Inspections/Code Enforcement/Animal Control Services provided by Tarrant County: Property tax billing and collecting County road maintenance Health Inspector 233

235 TARRANT COUNTY TEXAS Tarrant County is comprised of 41 incorporated areas: Arlington Euless Keller Richland Hills Azle Everman Kennedale River Oaks Bedford Flower Mound Lake Worth Saginaw Benbrook Forest Hill Lakeside Sansom Park Blue Mound Fort Worth Mansfield Southlake Burleson Grand Prairie Newark Trophy Club Colleyville Grapevine North Richland Hills Watauga Crowley Haltom City Pantego Westlake Dalworthington Gardens Haslet Pelican Bay Westover Hills Edgecliff Village Hurst Reno Westworth Village White Settlement Source: Tarrant County Web Site 234

236 City of Saginaw Demographics Population by Age 65+ years 6.70% <5 years 7.50% years 12.20% 5-19 years 23.80% years 16.00% years 16.40% years 12.30% years 5.10% American Indian 0.40% Hispanic 22.40% Black 3.90% Asian 3.10% Other 2.40% Population by Race White 67.80% 235

237 City of Saginaw Demographics 20.00% Employment by Occupation 15.60% 16.51% 16.96% 15.00% 13.00% 13.36% 10.00% 10.46% 5.00% 5.60% 6.34% 0.00% 0.62% 1.55% Average Income by Household $100K-$150K 21.80% >$150K 6.10% < $15K 5.10% $15K-$25K 4.90% $25K-$35K 6.70% $35K-$50k 15.20% $75K-$100K 19.60% $50K-$75k 20.60% 236

238 HISTORY OF ASSESSED VALUE AND TAX COLLECTIONS in hundred thousands $1,400 Assessed Value $1,200 $1,000 $800 $600 $400 $200 $ in thousands Tax Levy $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $