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City of Irving, Texas

CITY MANAGEMENT

CITY OF IRVING, TEXAS


PROPOSED OPERATING BUDGET
FY 2010-2011

TOMÁS “TOMMY” GONZALEZ, CITY MANAGER

LARRY BOYD, POLICE CHIEF


MARIO MOLINA, FIRE CHIEF
MAX S. DUPLANT, CHIEF FINANCIAL OFFICER
RAMIRO LOPEZ, INTERGOVERNMENTAL SERVICES DIRECTOR
TERESA ADRIAN, MANAGEMENT OPERATIONS DIRECTOR
PAUL GOOCH, COMMUNITY SERVICES TEAM DIRECTOR
BRET STARR, ASSISTANT CHIEF FINANCIAL OFFICER — BUDGET
City of Irving, Texas

CITY MANAGEMENT

SHANAE JENNINGS, ACTING CITY SECRETARY

CHARLES ANDERSON, CITY ATTORNEY

BRENDA MCDONALD, REAL ESTATE AND DEVELOPMENT DIRECTOR

BRENDA HANEY, SOLID WASTE SERVICES DIRECTOR

GARY MILLER, PLANNING AND INSPECTIONS DIRECTOR

LYNDA JOHNSON, CHIEF PERFORMANCE OFFICER

WAYNE LAMBERT, MUNICIPAL COURT SERVICES DIRECTOR

LAURIE KUNKE, CORPORATE COMMUNICATIONS DIRECTOR

GUY HENRY, CODE ENFORCEMENT DIRECTOR

CHRIS HOOPER, HOUSING AND HUMAN SERVICES DIRECTOR

MAURA GAST, IRVING CONVENTION AND VISITORS BUREAU EXECUTIVE DIRECTOR

RICHARD HUFF, ARTS CENTER EXECUTIVE DIRECTOR

SHANNON PHILLIPS, BUDGET COORDINATOR

TRI LE, BUDGET AND FINANCIAL ANALYST

SHELLE WOMACK, BUDGET AND FINANCIAL ANALYST


The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Irving, Texas for the Annual Budget beginning
October 01, 2009. In order to receive this award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine eligibility for another award.
Table of Contents

Title Pages

Table of Contents i

INTRODUCTION
City Manager’s Letter ix

STRATEGIC PLAN

Overview 1

STRATEGIC GOAL 1 - LAND USE


Goal 1 Overview 9
Planning and Inspections 11

STRATEGIC GOAL 2 - VIBRANT NEIGHBORHOODS

Goal 2 Overview 17
Code Enforcement 19
Housing and Human Services 25

STRATEGIC GOAL 3 - ECONOMIC DEVELOPMENT


Goal 3 Overview 33
Economic Development 37
Irving Convention and Visitors Bureau 45

FY2010-11 Proposed Operating Budget


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Table of Contents

STRATEGIC GOAL 4 - SAFE AND SECURE CITY


Goal 4 Overview 53
Police 57
Fire 65
Municipal Court 71
Animal Services 77

STRATEGIC GOAL 5 - DIVERSITY


Goal 5 Overview 83

STRATEGIC GOAL 6 - EFFECTIVE COMMUNICATION


Goal 6 Overview 85
Corporate Communications 89

STRATEGIC GOAL 7 - CULTURAL, RECREATIONAL AND EDUCATIONAL ENVIRONMENTS


Goal 7 Overview 97
Parks and Recreation 101
Library Services 109
Irving Arts Center 117
Heritage and Museum 123

STRATEGIC GOAL 8 - SOUND GOVERNANCE


Goal 8 Overview 129
Mayor and Council 135
City Secretary’s Office 137
City Manager’s Office 143
Financial Services 149
Management Operations 161
Non-Departmental 167
Performance Team 171
City Attorney’s Office 177

FY2010-11 Proposed Operating Budget


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Table of Contents

STRATEGIC GOAL 9 - INFRASTRUCTURE NETWORK


Goal 9 Overview 183
Capital Improvement Program 187
Public Works 195
Information Technology 203
Water Utilities 209

STRATEGIC GOAL 10 - ENVIRONMENTAL SUSTAINABILITY


Goal 10 Overview 219
Solid Waste Services 223
Municipal Drainage Utility 229
Intergovernmental Services 235
Fleet 241
FUND SUMMARIES

GENERAL FUND:
General Fund Summary 249

2010-11 Authorized Schedule of Personnel & Position Summary 250

WATER AND SEWER FUNDS:


Water and Sewer System Fund Summary 253
New Lien Water and Sewer Reserve Fund Summary 254
Water and Sewer Reserve Fund Summary 255
Water and Sewer Contingency Fund Summary 256
Water Resources and Development Fund Summary 257
Lake Chapman Fund Summary 258
Lake Chapman Reserve Fund Summary 259

GARAGE FUND:
Garage Fund Summary 261

MUNICIPAL DRAINAGE UTILITY FUND:


Municipal Drainage Utility Fund Summary 263

FY2010-11 Proposed Operating Budget


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Table of Contents

SOLID WASTE SERVICES FUND:


Solid Waste Services Fund Summary 265

HOTEL OCCUPANCY TAX FUNDS:


Irving Convention and Visitors Bureau (ICVB) Funds 267
Irving Arts Center (IAC) Funds 271
Convention Center Complex Fund Summary 278
Entertainment Venue Fund Summary 279
Heritage and Museum Fund Summary 280
Museum Operating Fund Summary 281
Hotel Occupancy Tax Reserve Fund Summary 282

GRANT FUNDS:
Community Development Block Grant Fund Summary 283
Home Investment Partnership Grant Fund Summary 284
Emergency Shelter Fund Summary 285
Community Development Block Grant - Recovery Fund Summary 286
Neighborhood Stabilization Program 1 287
Homeless Prevention and Rapid Re-Housing Program - Federal 288
Emergency Shelter Grant - State 289
Homeless Prevention and Rapid Re-Housing Program - State 290
Texas Highway Safety Grant Fund Summary 291
Local Law Enforcement Block Grant Fund Summary 292
Miscellaneous Grants Fund Summary 293
Transportation Grant Fund Summary 294
Library Grant Fund Summary 295
Emergency Management Grant Fund Summary 296
Criminal Justice Grant Fund Summary 297
Miscellaneous Donations Fund Summary 298

EQUIPMENT REPLACEMENT FUNDS:

Equipment Replacement Fund Summary 299

Computer Replacement Fund Summary 302


FY2010-11 Proposed Operating Budget
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Table of Contents

OTHER FUNDS:
Park Donation Fund Summary 303
Cimarron Recreation Center Fund Summary 304
Lee Park Recreation Center Fund Summary 305
Heritage Senior Center Fund Summary 306
Mustang Park Recreation Center Fund Summary 307
Northwest Park Recreation Center Fund Summary 308
Senter Park Recreation Center Fund Summary 309
West Park Recreation Center Fund Summary 310
Economic Development Fund Summary 311
Main Street and Events Fund Summary 312
Tax Increment Financing District Fund Summary 313
TIF Project Fund Summary 314
Municipal Court Technology Fees Fund Summary 315
Municipal Court Building Security Fees Fund Summary 316
Municipal Court Time Payment Fees Fund Summary 317
Compensated Absences Fund Summary 318
Flexible Spending Fund Summary 319
Health Self Insurance Fund Summary 320
Health Legal Reserve Fund Summary 321
Health Claims Reserve Fund Summary 322
Voluntary Employees’ Beneficiary Association (VEBA) Fund Summary 323
Self Insurance Casualty Fund Summary 324
Supplemental Benefit Plan Fund Summary 325
Texas Stadium Rental #1 Fund Summary 326
Texas Stadium Rental #2 Fund Summary 327
Texas Stadium Project Fund Summary 328
Red Light Camera Enforcement Fund Summary 329
Seized Narcotics Fund Summary 330
Utility Rate Case Fund Summary 331
FY2010-11 Proposed Operating Budget
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Table of Contents

DEBT SERVICE:
Schedule of Requirements FY 2010-11 General Obligation Bonds 333
Schedule of General Obligation Bonded Indebtedness to Maturity 334
General Interest and Sinking Fund Summary 335
Schedule of Requirements for FY 2010-11 Waterworks and Sanitary Sewer Bonds 336
Schedule of Waterworks and Sanitary Sewer Revenue Bonded Indebtedness to Maturity FY 2010-11 337
Water and Sewer Interest and Sinking Fund Summary 338
New Lien Water and Sewer Interest and Sinking Fund Summary 339
Schedule of Requirements Combination Tax and Hotel Occupancy Tax Certificates of Obligation
Requirements 340
Schedule of Combination Tax and Hotel Occupancy Tax Certificates of Obligation Indebtedness
To Maturity FY 2010-11 341
Hotel Occupancy Tax Interest and Sinking Fund Summary 342
Schedule of Requirements Entertainment Venue Debt Obligations 343
Entertainment Venue Debt Service Fund Summary 344
Municipal Drainage Utility Schedule of Requirements 345
Municipal Drainage Utility Bonded Indebtedness to Maturity 346
Municipal Drainage Utility Debt Service Fund Summary 347

CAPITAL IMPROVEMENT PROGRAM FUNDS:

FY 2010-11 General Obligation Bond Sale 349


FY 2010-11 Water and Sewer System Pay-as-You-Go Capital Funding 350
FY 2010-11 Hotel Occupancy Tax Bond Program 351
FY 2010-11 Municipal Drainage Utility CIP Program 351
Entertainment Venue 352
South Irving Library 353
Pumpers and Vehicles 354

Utility Undergrounding 355

Family Aquatic Center 356


Citywide Communication Infrastructure System 357
Neighborhood Splash Pools 358
Story at TRE 359
FY2010-11 Proposed Operating Budget
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Table of Contents

CAPITAL IMPROVEMENT PROGRAM FUNDS, CONT:


General Fund Non Bond Fund Summary 361
Convention Center Bond Fund Summary 363
Entertainment Venue Bond Fund Summary 364
Street Improvement Bond Fund Summary 365
Storm Sewer Bond Fund Summary 367
Park Improvement Bond Fund Summary 368
Fire Station Bond Fund Summary 369
Library Bond Fund Summary 370
Criminal Justice Bond Fund Summary 371
Landfill Bond Fund Summary 372

City Buildings Bond Fund Summary 373

DART Bond Fund Summary 374

Radio Communications Bond Fund Summary 375


Animal Shelter Bond Fund Summary 376
Infrastructure Bond Fund Summary 377
Gateway Development Bond Fund Summary 378
Municipal Drainage Utility Bond Fund Summary 379
Water Improvement Bond Fund Summary 380
Sanitary Sewer Bond Fund Summary 382
Water and Sewer System Non-Bond Capital Improvement Program Fund Summary 383

APPENDIX:

Hotel Occupancy Tax Summary (2nd Quarter Actual) 385


July 2010 Sales Tax Analysis 387
Electricity Analysis 388
Transportation Summit Budget Summary 389
FY 2010-2011 Bond Sale Map 390

FY2010-11 Proposed Operating Budget


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FY2010-11 Proposed Operating Budget
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To:    Honorable Mayor Gears and Members of the City Council     
From:    Tomas “Tommy” Gonzalez, City Manager 
Date:    August 6, 2010 
Subject:    2010‐11 Manager’s Proposed Budget 
It is my privilege to present the 2010‐11 City of Irving budget for your consideration.  The budget 
is in alignment with the City’s Strategic Plan.  Management, Directors and city staff worked to 
identify resources and prioritize programs to align City operations and capital projects according 
to the City Council’s ten strategic goals.  This  budget focuses on meeting the Council’s highest 
priorities  and  maintaining  current  levels  of  service  for  all  programs.    Benchmarks  have  been 
established  to  track  progress  toward  each  goal,  and  new  goals  and  action  steps  will  be 
incorporated as the current ones are completed.   
 
Strong  governance  and  fiscal  management  remains  a  high  priority.    The  FY  2010‐11  budget  is 
structurally balanced, with operating revenues meeting operating expenditures.  The impact of 
the  national  recession  and  sharp  declines  in  key  revenues  has  resulted  in  drastic  budget  cuts 
from many city and county governments.   
 
On that note, Irving has not been immune to the recession.  Key General Fund revenues have 
declined by 13.7 million from the prior year and by $20.2 million over the last three years.  The 
recession has impacted several revenue sources:  property tax revenues have declined by $10.3 
million, sales taxes are down by $5 million, interest income is down by $1.5 million, and zoning 
and  development  fees  have  decreased  by  $1  million.    Franchise  fees  were  reduced  by  $2.4 
million  because  of  a  ruling  from  the  Texas  Public  Utilities  Commission  reducing  the  electric 
franchise rate.   
 
The  city  has  taken  proactive  steps  to  review  processes  and  reduce  operating  costs  ahead  of 
revenue declines while maintaining excellent levels of services.  We will be sharing examples of 
how  we  reduced  operating  costs  in  the  budget  retreat  session.    Key  indicators  including  the 
crime rate, resident satisfaction with city services and the overall look of the city demonstrate 
that  city  staff  has  been  able  to  increase  services  and  customer  satisfaction  while  at  the  same 
time reducing costs.  We have shared the survey results with you in a published report and with 
the entire community via the City Spectrum.  Cumulatively over the last four years, the city has 
identified  over  $12  million  in  cost  savings,  cost  avoidance,  cost  recovery  and  productivity 
enhancements.  This, in part, has helped offset the loss of $20.2 million in revenues mentioned 
above.   
  FY2010‐11 Proposed Operating Budget 
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The  city  has  also  strengthened  financial  policies  and  procedures  to  ensure  adequate  reserve 
balances,  conservative  expenditure  policies,  and  monitoring  and  projections  of  key  revenues.  
The  use  of  tools  such  as  the  five  year  financial  forecast  have  allowed  management  to  project 
future  revenue  and  expenditure  trends  and  adjust  revenues  and  expenditures  to  produce  a 
structurally balanced budget.   
 
While  these  policies  have  enabled  Irving  to  remain  financially  sound  and  maintain  current 
service  levels,  further  declines  in  key  revenues,  most  notably  property  tax  valuation  and  sales 
tax  which  continues  to  drop  each  month,  require  further  expenditure  reductions,  deferral  of 
maintenance  and  equipment  replacement,  as  well  as  increases  in  revenues  to  balance  the 
budget.  Accomplishing this balance was a daunting, but not insurmountable task for City staff.  
A structurally balanced budget will help maintain the City’s double AAA credit rating and set the 
foundation for prudent fiscal management of City operations in the following years.   
 

FY 2009‐10 RESULTS 
We are focused during these times on helping those in need, and as part of the city’s strategy to 
enhance  affordable  housing  initiatives,  the  City  received  two  stimulus  grants  totaling  $1.5 
million  from  the  U.S.  Department  of  Housing  and  Urban  Development  including  Community 
Development  Block  Grant‐Recovery  funds  for  home  restoration  projects  and  Homelessness 
Prevention and Rapid Re‐Housing Program funds to provide assistance to the homeless and near 
homeless.  An additional $3,619,308 in competitive grants were also awarded. These funds have 
allowed the Housing and Human Services Department to develop new programs to address the 
needs faced by residents in the current economic and housing markets.  
 
Another  way  we  are  assisting  residents  is  by  providing  affordable  recreational  opportunities.  
The West Irving Aquatic Center opened on June 12, 2010.  This state‐of‐the‐art facility offers a 
variety of amenities with an emphasis on family activities.  This is the second aquatics center to 
be constructed since 2008, and response has been phenomenal with an average of over 1,300 
visitors per day.   Neighborhood splash parks are proposed for Northwest and Southwest Parks 
where outdated pools were closed upon the completion of the aquatic center.   
 
The Animal Care Campus opened in March, 2010.  This 25,000 square foot facility is a unique 
partnership  between  the  City  and  DFW  Humane  Society,  which  is  also  housed  at  the  new 
location.    The  facility  is  designed  to  attract  more  visitors  and  increase  the  number  of  pet 
adoptions.    Adjacent  to  the  facility  is  Irving’s  first  Dog  Park,  which  provides  another  free 
recreational opportunity for residents..   
 
Another high priority area for the Council and staff is public safety.  We have seen a 20% decline 
in the crime rate over the last five years, including a 9% reduction so far this year.  The City’s 
emergency medical services have been recognized as having the highest cardiac survival rate in 
the state of Texas that is also double the nation‐wide average.   
 
FY2010‐11 Proposed Operating Budget 
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The City has over 10.8% of the workforce currently receiving bi‐lingual pay, an increase of 3.8% 
since 2007.  The percentage of contracts competitively awarded to M/WBE vendors has met the 
goal of 25% of total value of the contracts.   
 
Transportation  has  been  a  successful  endeavor  for  Irving  for  quite  some  time.    The  13th  annual 
Transportation Summit was held in Irving at the Omni Mandalay Hotel on August 10‐13, 2010.   
This event brings together key elected and appointed officials from local, state and federal levels 
to discuss the challenges associated with improving mobility in our region and throughout the 
state.    It  is  also  instrumental  in  developing  the  framework  for  the  policies  that  will  shape 
decision‐making on this key issue, locally and nationally.  
  
The  Summit  is  well‐known  and  highly  regarded  both  within  Texas  and  at  the  federal  level.  
Because of its demonstrated effectiveness, the City Council continues to support this event; it is 
also  staffed  by  the  Intergovernmental  Services  and  Corporate  Communications  departments 
and the Irving Convention and Visitors Bureau (ICVB).  Any additional funding required for the 
summit  is  provided  by  the  General  Fund.   Dean  International,  with  the  assistance  of  a  special 
events coordinator and city departments coordinates the Summit each year.  He also provides 
additional transportation consulting services to the city. 
 
The Texas Department of Transportation (TxDOT) has moved forward with plans to begin the 
reconstruction of the State Highway 183, Loop 12 and State Highway 114 interchange. The City 
will be responsible for right‐of‐way acquisitions and utility relocation costs associated with this 
project as well as for the expansion of SH 183 through Irving.  Total funding will be significant, 
potentially  exceeding  $30  million;  staff  is  currently  conducting  a  detailed  analysis  of  the 
obligations.   
 
In 2009, the city signed a ten year lease with TxDOT for the use of the former Texas Stadium site 
as  a  construction  staging  area  for  the  Diamond  Interchange  and  SH  183  projects.    The  city 
received $15.4 million from TxDOT for the lease.  This funding has been used to demolish the 
stadium and begin to prepare the site for future development.  The city retains ownership of the 
property  and  has  the  ability  to  relocate  TxDOT  in  the  event  of  a  development  opportunity 
before the end of the lease.   

Redevelopment  in  the  Heritage  Crossing  district  continues  despite  the  recession  and  steep 
reduction  of  commercial  and  residential  development  throughout  the  Metroplex.    So  far,  88 
properties  have  been  acquired  for  redevelopment.    This  includes  6  substandard  apartment 
complexes  that  have  been  demolished  and  are  awaiting  redevelopment.    Another  tangible 
benefit  to  the  removal  of  the  apartment  complexes  has  been  a  35%  reduction  in  the  crime 
rate in the Heritage District compared to 2007.  The first independent redevelopment project is 
underway, with the McDonald’s on Irving Boulevard demolished in July 2010 and reconstructed 
to meet the Heritage District development and aesthetic guidelines.  It is scheduled to reopen in 
the Fall of 2010.  Additional existing retailers, such as JPT Graphics, have upgraded their facades 
to match the district’s design guidelines.   
FY2010‐11 Proposed Operating Budget 
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Transparency  ‐  The  Finance  Department  and  Corporate  Communications  have  teamed  up  on 
getting more financial information to the public.  In recognition of our efforts, the City received 
the Gold Transparency Award for Financial Transparency from the Texas Comptroller for placing 
budget documents, annual financial reports, and check registers in the city’s website for public 
review.  
 
The  Irving  Community  Television  Network  (ICTN),  has  expanded  its  services  by  offering 
programming 24 hours a day, seven days a week.  Videos and shows are now also posted on the 
city’s  website,  On  Demand,  You  Tube  and  free  iTunes  for  convenient  viewing.  For  the  09‐10 
fiscal year, Irving Community Television Network won first place awards in the following state‐
wide  categories  from  the  Texas  Association  of  Telecommunications  Officers  and  Advisors 
(TATOA): Community Event Coverage, Magazine Format Series, Special Audience Programming, 
Profile  of  an  Organization  or  Department,  Interview/Talk  Show,  and  Documentary.  They  were 
also named best programming in the state for the second year in a row by TATOA.  
 
Last,  but  not  least,  we  have  also  found  a  way  to  reward  our  employees  while  saving  the  city 
money.  Employee wellness is now a key focus throughout the organization to promote a healthy 
workforce,  enhance  employee  morale,  and  provide  incentives  for  employees  to  take  control  of 
their health. IWIN (Irving Wellness Incentive Now) was launched January 2009 to offer wellness 
and fitness rewards to employees who achieve and maintain good health. When employees are 
healthy  and  strong,  residents,  visitors  and  businesses  are  well  served,  productivity  is  high  and 
health  insurance  costs  are  kept  low.  Through  IWIN,  employees  are  able  to  receive  a  wellness 
screening  and  have  the  opportunity  to  participate  in  a  fitness  assessment  using  benchmarks 
established  by  the  Cooper  Clinic.  The  success  of  this  program  is  evidenced  by  the  number  of 
employees who are participating in the various IWIN programs. More than 590 employees have 
qualified  to  receive  fitness  incentive  pay.      By  incentivizing  employees  to  take  active  control  of 
their health, become more physically fit, and have regular wellness screenings, the city will see a 
reduction in overall healthcare costs and insurance rates.   
 
 
DEVELOPMENT OF THE FY 2010‐11 BUDGET 
The  FY  2010‐11  budget  is  the  fifth  to  be  organized  around  the  city’s  Strategic  Plan.    City 
departments and teams have been re‐aligned in order to  match the ten goals  of  the strategic 
plan.    In  developing  the  budget,  existing  and  proposed  programs  and  projects  that  meet  the 
Strategic  Plan’s  goals  and  strategies  have  the  highest  priority  for  funding  and  resource 
allocation.   
 
In July 2010, City Council held a workshop to review the progress of the Strategic Plan, suggest 
new action items, and provide staff direction on the key initiatives for the FY 2010‐11 budget.  
The Council revisited the key focus areas for the FY 2009‐10 Budget and determined to continue 
to focus on the same eight areas with new initiatives for the new budget year.  A comprehensive 
review of the strategic plan’s goals, strategies, and key focus areas will be undertaken in the fall 
FY2010‐11 Proposed Operating Budget 
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of  2010  to  review  the  progress  and  accomplishments  of  the  last  five  years  and  to  revise  the 
Strategic Plan objectives for the next five years.   
 
In developing the FY 2010‐11 budget, city management took proactive steps to ensure that the 
national recession did not adversely impact the operations of the city.  For the past four years, a 
Five  Year  Financial  Forecast  analysis  has  been  conducted  to  project  operating  revenue  and 
expenditure  trends.    Cost  savings  were  implemented,  with  many  vacant  positions  being 
eliminated  or  temporarily  frozen.    Over  the  past  three  years,  91  vacant  positions  have  been 
eliminated  across  all  funds.    These  position  reductions  were  achieved  by  reducing  layers  of 
management,  increasing  span  of  control,  and  achieving  efficiencies  by  combining  like  services 
and  duties  into  single  departments.    These  savings  were  achieved  while  service  delivery  was 
enhanced,  new  programs  were  added  and  customer  satisfaction  increased.    An  additional  62 
positions are currently being held vacant and frozen, with a savings of $4 million estimated for 
FY 2010‐11.  Of the 62 frozen positions, 16 have been reviewed and proposed to be eliminated 
for  the  current  budget  year.    Staff  continues  to  review  the  list  as  further  vacancies  occur  to 
ensure  staffing  levels  are  adequate  for  maintaining  current  levels  of  service.      Once  revenues 
recover,  the  frozen  positions  will  be  revisited  to  determine  which  represent  truly  require 
staffing  and  which  can  be  permanently  eliminated.    Up  to  this  point,  this  has  involved  the 
attrition of positions as vacancies occur and no filled positions have been eliminated.   
 

OVERVIEW OF THE FY 2010‐11 OPERATING BUDGET 
For the FY 2010‐11 budget year, the impact of the continuing national recession has presented 
the  greatest  challenge  to  creating  a  structurally  balanced  budget.    Key  revenues  in  all  major 
operating  funds  have  declined  significantly  since  FY  2008‐09.    In  the  General  Fund,  both 
property  tax  and  sales  tax  revenues  have  declined  significantly.    Hotel  Occupancy  Taxes, 
primarily  derived  from  business  travel,  has  also  been  significantly  impacted  by  the  recession.  
Water and Sewer revenues have declined due to over 14 months of unseasonably cool and wet 
weather  reducing  customer  demand.    In  short,  each  operating  fund  has  been  presented  with 
revenue  challenges  and  each  fund  must  stand  on  its  own  by  reducing  expenditures  and 
increasing revenues to balance.  Additionally, each fund must pay their proportional share of the 
costs associated with their operations. 
 
The  electric  franchise  fee  has  been  arbitrarily  reduced  by  the  Public  Utilities  Commission  to  a 
rate  of  4%.    The  city  is  working  with  other  municipalities  to  reverse  this  decision  through 
administrative,  legislative,  and  legal  channels,  but  for  FY  2010‐11,  the  loss  in  revenue  is 
approximately $2.4 million. 
 
The General Fund revenue estimates for FY 2010‐11 are $168.55 million Operating expenses are 
also  $168.55  million,  achieving  a  structurally  balanced  budget.    This  budget  is  $14.75  million 
lower than the $183.3 million FY2008‐09 budget.  With the transfer of Solid Waste Services into 
a  separate enterprise  fund  last  year,  general  expenditures  were reduced  by  $7.7  million.    The 
remaining  $7  million  has  been  reduced  to  match  revenue  estimates.    General  fund  revenues 
FY2010‐11 Proposed Operating Budget 
xiii
declined  by  $13.7  million  due  to  the  economic  impact  of  the  recession,  while  salary  costs, 
insurance, and contractual obligations were projected to increase by $6.3 million creating a total 
budget gap of $20 million for FY 2010‐11 alone.    
 
The  $20  million  represents  the  full  budget  gap  for  the  year.    Throughout  the  budget 
development process, staff has worked diligently to close the funding gap and report progress 
to the Council.  While we were at $20 at the beginning, we rolled our sleeves up and reduced 
that down to $12 million.  You may recall, the update given to the council in the spring was a 
funding  gap  $12  million.   That  $12  million  had  been  reduced  down  from  $20  million.   By  late 
June, we reported the funding amounts were reduced down to $5 million.  The $5 million than 
increased to $6 million in July with the receipt of the certified tax roll and continued sales tax 
declines.  The proposed budget closes the gap completely and presents a structurally balanced 
budget.   It  is  important  to  note  that  continued  drops  in  property  tax  valuation  and  sales  tax 
valuation will continue to impact revenues received into the General Fund.  With this said, it is 
vital that some of those dollars are captured in the form of keeping some of the effective tax 
rate  dollars.   If  values  and  sales  tax  continue  to  decline,  you  could  see  a  decline  in  services 
provided. 
 
With over two thirds of the General Fund budget allocated to salaries and benefits, the budget 
could  not  have  been  balanced  in  the  past  two  years  without  significant  realignment  of  the 
organization.  The following strategies were used to balance the FY 2010‐11 budget.  Some are 
short  term  measures  for  the  current  year,  while  others  reflect  long‐term  cost  savings  and 
improved  operational  efficiencies.    In  total,  they  reduce  General  Fund  expenditures  by  $14.2 
million. 
 Hold all General Fund positions (59 of the 62) vacant for FY2010‐11 
 Pay Plan step increases for all city employees will not be given for FY 2010‐11.  Sales tax 
will be monitored to determine if we do any adjustments to pay during the year.   
 The  compensation  plan,  which  has  the  goal  of  maintaining  employee  pay  at  the  65th 
percentile compared to benchmark cities will also not be adjusted for FY 2010‐11 
 Health  Insurance  ‐  For  the  Choice  POS  II  plan,  which  covers  the  majority  of  the 
workforce, the cost allocation will shift from 90% city/10% employee to 87%/13% 
 The IWIN physical fitness program will be implemented for retiree insurance on January 
2011 
 All  capital  requests  in  the  General  Fund,  with  the  exception  of  those  with  a  dedicated 
revenue source, have been deferred 
 Computer replacement transfers from the General Fund have been deferred for FY 2010‐
11.    Computer  equipment  will  only  be  replaced  when  the  current  system  is  no  longer 
functional 
 Equipment  replacement  transfers  from  the  General  Fund  have  been  deferred  for  FY 
2010‐11.  Only the most critical needs, such as Police patrol vehicles, will be replaced 
 Supplies,  maintenance,  outside  services,  and  other  non  salary  accounts  in  the 
departmental budgets have been reduced 
 
FY2010‐11 Proposed Operating Budget 
xiv
In  addition  to  these  cost  saving  strategies  other  revenues,  primarily  Municipal  Court  fines,  of 
approximately $930,000 helped offset the decline in other revenues.  It is important to note that 
the state takes a significant portion of all revenues collected from Municipal Court.   
 
The  loss  of  over  $1.3  billion  in  taxable  value  in  the  last  two  years,  due  primarily  to  steep 
reductions in commercial real estate values results in an effective tax rate of 5.12 cents above 
last year’s rate to produce the same tax revenue as last year.   However, due to the cost savings and 
expenditure  reductions  listed  above,  the  effective  tax  rate  is  not  necessary  to  balance  the 
budget.    A  tax  rate  of  2.98  cents  above  last  years  rate  has  been  proposed  to  fund  requested 
items discussed in the council strategic planning session in operations and capital maintenance, 
including  neighborhood  sidewalks,  drainage  improvements,  neighborhood  splash  parks  and 
renovations  to  Trinity  View  Park  athletic  facilities.        This  rate  is  only  60%  of  the  effective  tax 
rate, and will provide $4.9 million in additional revenue.  When combined with the cost savings, 
operational efficiencies and expenditure reductions, this rate is sufficient to reach a structurally 
balanced budget.    
 
The  combination  of  these  cost  savings,  expenditure  reductions  and  an  adjustment  to  the  tax 
rate that is well below the effective tax rate allow for a balanced budget without the closure of 
city facilities, reduction in programs or critical services or the eliminations of filled positions. 
 
General  Fund  and  related  internal  service  funds  combined  reserve  balances  are  projected  at 
$48.5  million,  which  is  equivalent  to  105  days  of  operating  reserves  or  29%  of  budgeted 
expenditures.  In FY 2006‐07, the City Council formally adopted a policy maintaining combined 
General  Fund  reserves  at  levels  at  or  above  90  days  of  operating  expenditures.    This  policy 
provides  clear  direction  to  the  staff  to  ensure  financial  stability  and  maintain  the 
creditworthiness of the City’s debt obligations. 
 
The  Water  and  Sewer  System  Fund  budget  funds  operations  and  a  capital  program  with  a 
consumption‐based rate structure in water rates to encourage conservation.  Total expenditures 
are  $84.1  million,  a  $2.3  million  increase  from  the  prior  year’s  budget  of  $81.8  million.    A 
twenty‐year model for the water and sewer system has also been developed to identify future 
water needs, infrastructure requirements and alternative uses.   
 
Other Operating Funds include the following:  The Solid Waste Services fund was created as an 
enterprise  fund  in  FY  2009‐10  and  accounts  for  all  refuse  and  recycling  collection  and  landfill 
operations  with  a  budget  of  $11.7  million.    The  Municipal  Drainage  Utility  funds  operations, 
capital projects and transfers to four flood control districts for assistance in their maintenance 
programs.  Falling hotel occupancy taxes have contributed to reduced operating budgets by the 
Irving Convention and Visitors Bureau and Irving Arts Center.  Construction is under way on the 
Convention  Center  complex,  which  is  scheduled  to  open  January  2011.    Housing  and  Human 
Services budgets have returned to normal funding levels after receiving over $5 million in one‐
time stimulus funds and increased competitive grant awards to expand the city’s grant programs 
in FY 2009‐10.  

FY2010‐11 Proposed Operating Budget 
xv
 
In total, these operating groups will expend approximately $283.5 million dollars in the coming 
fiscal year.  This budget funds a reduced number of general government staff at 1,859 full‐time 
and 411 part‐time personnel, including the 46 of the 62 vacant positions mentioned above that 
are not proposed to be eliminated at this time.  The programs served by these employees will be 
supported  by  a  fleet  valued  in  excess  of  $33  million  and  consisting  of  more  than  750  vehicles 
and 490 other pieces of equipment.  The City’s technology infrastructure is valued in excess of 
$15 million and includes nearly 1,600 work stations served by a combination of local and wide 
area networks.  This workforce is housed in 74 buildings with more than 1.37 million square feet 
of space. 
 
 

Summary of Operating Expenditures for Major Programs


Fund/Program 2009-10 Adopted Budget 2010-11 Proposed Budget
General Fund $176,362,533 $168,550,318
Water and Sewer $81,812,269 $84,128,881
Solid Waste Services $11,622,026 $11,723,038
Municipal Drainage Utility $4,646,044 $4,883,382
HOT Revenue Funds
ICVB $6,327,498 $6,046,256
Arts Center $4,424,410 $3,891,693
Main Street and Events $113,799 $115,173
Heritage and Museum $368,423 $244,846
Total HOT $11,234,130 $10,297,968
Housing & Human Services $8,655,743 $3,901,254
Total Major Funds $294,332,745 $283,484,841
     
Cost Savings and Efficiencies 
Position reductions have been achieved without laying off staff or reducing the level of services.  
Cost savings and efficiency tools like Lean Six Sigma have been used to analyze work flow and 
processes.  These efficiencies have translated into improved customer service, faster response 
times, and elimination of waste.  Many process improvements have allowed for staffing to be 
reduced  when  positions  become  vacant.    When  vacancies  occur,  they  are  not  automatically 
filled.  Each position is reviewed by senior management to determine if the job duties can be re‐
assigned  to  remaining  personnel  without  a  decrease  in  service  levels.    Employees  are 
compensated  for  taking  on  additional  duties.    City  staff  are  also  rewarded  with  special  pay 

FY2010‐11 Proposed Operating Budget 
xvi
incentives for education, training, certification, and mastery of specialized job duties.  All special 
pays  and  incentive  programs  are  fully  funded  for  the  FY  2010‐11  budget.    Listed  below  is  a 
sampling of the special pay categories available to employees: 
 
Incentive Programs 
• Lean Six Sigma incentive pay 
• On the Spot incentive pay for exceptional service 
• All Eyes On Irving incentive pay 
• Rewarding Excellence – incentive for sanitation workers with perfect safety 
records 
• Temporary Assignment Pay 
• Occupational language skills pay 
• IWIN Fitness Incentive 
• Certification Pay 
 
Police Incentive Pay 
• School Crossing Guard Training pay – allocated 3% pay differential to four guards as 
trainers 
• Shift Differential pay 
• Education pay 
• Master’s Certificate pay 
• Sick Leave Bonus Pay 
• Annual Physical Fitness Screening 
• Bachelors & Master’s Degree pay 
 
Fire Incentive Pay 
• Paramedic Assignment Pay (On the Box Pay) – Fire Fighters certified as paramedics 
and paramedics actually assigned to ambulances 
• Annual Physical Fitness Screening 
• High Angle Rescue pay 
• Haz Mat pay 
• Swift Water Rescue pay 
• Out of Class pay 
• Arson Investigation pay 
• Bachelors & Master’s Degree pay 
• Administration pay 
• Masters Certification Pay 
• Sick Leave Bonus Pay 
 
On the following pages, the highlights of the FY 2010‐11 budget are discussed by strategic plan 
goal. 
 
 
FY2010‐11 Proposed Operating Budget 
xvii
GOAL 1: LAND USE 
A  key  strategy  of  Goal  1  is  to  improve  the  visual  impression  of  the  city.    Several  projects  are 
currently  in  design  or  under  way  to  meet  this  strategy.    These  include  the  construction  of 
screening walls to buffer neighborhoods from traffic noise, developing and installing street light 
and  traffic  signal  standards  by  community  district,  and  developing  a  comprehensive 
maintenance program for major streets and drainage channels.   
 
Staff will be working to develop incentive programs to leverage redevelopment opportunities in 
areas  of  public  investment  such  as  gateway  intersection  projects  and  other  major  street 
enhancement initiatives.   
Key  Focus:  Corridor  Improvements  –  A  comprehensive  overhaul  of  MacArthur  Boulevard  to 
enhance and improve the roadway from Hunter‐Ferrell Road to Northgate Drive is underway. The 
project  includes  burying  overhead  utilities,  street  lighting,  median  repairs/improvements, 
intersection  improvements,  roadway  paving,  screening  walls  to  protect  neighborhoods  from 
traffic  noise,  private  signage,  dumpster  screening,  code  violations,  traffic  signals  and  traffic 
signage.  Phase one included the removal of overhead utilities and painting of the bridges at Irving 
Boulevard  and  State  Highway  183.  Other  improvements  in  Phase  I  include  new  streetlights  to 
improve safety and repair broken/leaning lights, median repair and beautification and intersection 
improvements at Sixth Street and Rock Island Road.  Future improvements will include upgrades 
at the Pioneer Road intersection. 
 
Irving has received a $2 million Energy Efficiency and Conservation Block Grant to install 152 street 
lights on Irving Boulevard with solar powered street lights.  The new lights will reduce energy costs  
to the city and replace 20 plus year old street lights.   
 
 
GOAL 2: VITAL VIBRANT NEIGHBORHOODS 
Key  Focus:  Non‐Compliant  Apartments  –  As  part  of  the  City’s  strategy  to  raise  standards  and 
increase  enforcement  of  multifamily  complexes,  Code  Enforcement  staff  evaluated  all  of  the 
City’s  multifamily  housing  stock,  which  comprises  60%  of  all  residences  within  Irving.      Each 
property was given a classification of 1‐4 with Class 1 being the highest standard while Class 4 
represents  those  properties  with  the  lowest  ranking,  due  to  several  items  being  out  of 
compliance  with  City  codes  and  ordinances.    Class  4  properties  comprise  20%  of  the  housing 
stock but contribute to 80% of the complaints and enforcement efforts of the City’s Fire, Police, 
and Code Enforcement staff.  For FY 2010‐11, the goal is to have all Class 4 complexes brought 
into compliance.     
 
Key  Focus:  Code  Enforcement  –  Over  the  past  four  years,  Code  Enforcement  staff  expanded 
from  eight  to  16  positions.    A  number  of  Code  Enforcement  ordinances  and  processes  were 
reviewed and revised in the past three years to increase standards and increase the number of 
tools  available  for  enforcement.    For  FY  2010‐11,  Code  Enforcement  will  continue  to  develop 
and implement strategies to reduce disorder and enhance the visual appearance of the city by 
targeting enforcement in priority areas.   
FY2010‐11 Proposed Operating Budget 
xviii
 
Key  Focus:  Neighborhood  Improvements  –  The  Neighborhood  Enhancement  Program  is  a 
comprehensive City and community focus on strengthening one neighborhood at a time.  This 
effort  involves  all  City  services,  working  in  partnership  with  community  stakeholders  in  a 
comprehensive manner to affect positive change and improved quality of life in neighborhoods.  
In  FY  2009‐10,  the  Tudor  Lane  neighborhood  was  selected  for  this  program,  as  the  area  was 
noted  for  sub‐standard  housing  and  a  high  crime  rate.    As  a  result  of  a  concentrated 
interdisciplinary effort among city departments, there has been a 78% reduction in police calls 
and a 72% reduction in crime in the area.  The city has acquired and demolished two blocks of 
dilapidated  fourplexes.    Nearly  $5  million  in  grant  funding  is  being  invested  in  a  residential 
development that will construct 25 new, energy efficient homes.   
 

GOAL 3: ECONOMIC DEVELOPMENT 
Key  Focus:  New  Development  and  Revitalization  ‐  The  DART  light  rail  extension  to  DFW 
International  Airport  will  include  six  light  rail  stations  within  Irving  that  will  provide 
opportunities for transit‐oriented development.  The City is in active discussions with developers 
regarding  several  potential  projects  along  the  entire  length  of  the  DART  rail  line.    In  2009, 
construction  began  on  phase  I  of  the  line,  connecting  Las  Colinas  to  Love  Field.    DART  also 
agreed  on  the  final  terminus  of  the  Orange  Line  within  D/FW  International  Airport,  which  will 
create a direct link from D/FW terminals to downtown Dallas.   Construction is nearly complete 
on  the  Irving  Convention  Center,  which  is  located  next  to  one  of  the  Orange  Line  stations.  
Promoting  transit‐oriented  development,  by  encouraging  office,  retail,  and  high  density 
residential  development  along  the  transit  line,  will  increase  the  overall  tax  base  and  reduce 
dependence on automobiles, which will then help mitigate pollution.   
 
The City is working with the cities of Carrollton, Farmers Branch, The Colony and Frisco, DART 
and  the  North  Central  Texas  Council  of  Governments  (NCTCOG)  to  utilize  the  BNSF  line  as  a 
north‐south commuter rail line.  NCTCOG is paying 80% of the costs of a feasibility study, and 
Federal Transportation funding is being sought to accelerate its development.  
 
Construction  began  in  the  fourth  quarter  of  2009  on  lake  reclamation  for  the  Water  Street 
development, a major mixed‐use project located in the heart of the Las Colinas Urban Center.  
Approximately 1.2 acres will be reclaimed from Lake Carolyn to provide for the development of 
this project.  Design of the development is complete.    
 
Heritage Crossing ‐ The planned development includes a mixed‐use urban village, complete with 
retail, residential, restaurants, offices and parks centered on the Trinity Railway Express station.  
The  plans  will  promote  a  pedestrian‐friendly  neighborhood  with  buildings  closer  together  and 
roads  constructed  for  slower  speeds.    Design  guidelines  will  ensure  the  master  plan  is 
compatible  with  existing  neighborhood  design,  and  that  appropriate  architectural  design 
strategies for restoration and new construction are implemented.   
 

FY2010‐11 Proposed Operating Budget 
xix
The Guaranty bank building, completed in July 2009, was the first project of the development.  
This two story building sets the standard for architectural excellence in the redevelopment area.   
 

Activities Supported by Hotel 
Occupancy Taxes  Historic
Hotel/Motel  Occupancy  Tax  (HOT)  Preservation
0.6%
supported  functions  include  the  Museum
Main  Street  and  Events  Fund,  the  Entertainment 1.4%
Center
Heritage  and  Museum  Fund,  the  22.2%
Irving  Arts  Center  (IAC)  and  the 
Convention Center
Irving  Convention  and  Visitors  22.2% ICVB
Bureau  (ICVB).    The  HOT  revenues  31.7%

are  based  upon  the  City  portion  of  IAC


19.7%
revenues.  The total HOT percentage 
collected  from  local  hotels,  Debt Service
excluding  the  state  portion,  is  9  2.2%

percent,  of  which  5  percent  is 


allocated  to  four  operating  groups.  
State  law  specifically  defines  the 
legal uses of Hotel Occupancy Tax for direct tourism promotion.  The additional four percent of 
revenue  is  allocated  to  the  Convention  Center  Complex  Fund  (2%)  and  Entertainment  Venue 
Fund  (2%)  to  finance  the  construction  of  the  Convention  Center  and  the  proposed  adjacent 
Entertainment Venue.  Revenues from these allocations will be used to pay the debt issued to 
purchase  the  land,  design,  and  build  the  Convention  Center  and  Entertainment  Venue.  
Estimated  tax  receipts  and  interest  earnings  for  FY  2010‐11  are  $3.5  million  for  each  2% 
allocation. 
 
It is estimated that HOT collections in FY 2010‐11 will total $15.78 million as compared to Fiscal 
2007‐08 in which $18.3 million was collected.  The sharp decrease over the past three years is 
due to declines in room rentals and rental rates due to the recession.  The majority of Irving’s 
HOT  revenue  is  generated  by  business  travelers,  and  Irving’s  HOT  revenues  are  a  leading 
indicator of business activity.    
 
In FY 2006‐07, the City Council authorized the development and construction of the Convention 
Center.  Construction began in FY 2008‐09.  The center will open January 2011 and has already 
booked  its  first  major  event,  Zest  Fest.    In  addition,  the  site  will  include  a  convention  center 
hotel and an entertainment venue featuring contemporary live musical performances and to the 
development  of  complimentary  high‐quality  retail  and  dining  outlets.    Planning  for  the 
entertainment  venue  has  already  begun,  with  $24  million  in  bonds  issued  for  the  design  and 
construction  documents.    Funding  for  the  entertainment  venue  is  supported  by  the  2% 
occupancy tax and parking and ticket tax dedicated revenues approved by voters in 2006 under 

FY2010‐11 Proposed Operating Budget 
xx
a  Brimer  election.    By  state  law,  these  funds  can  only  be  used  for  the  development  of  an 
entertainment venue.   
 
 
GOAL 4: SAFE AND SECURE CITY 
Key Focus: Public Safety –   For the first six months of FY 2009‐10, the crime rate has declined 
by an additional 9% for an overall decrease of 20%.  Another key success has come from aligning 
Code  Enforcement  with  the  Police  Department.    Working  together,  the  two  departments  are 
able to coordinate efforts in targeted areas, such as Tudor Lane, where significant reductions in 
crime are accompanied by improving the appearance and livability of the area.  A key focus for 
FY 2010‐11 will be to decrease crime throughout the community by providing problem‐oriented 
policing targeting specific areas of concern.  Violent crime will be targeted through the use of 
disorder operations to provide intensive enforcement in areas statistically prone to such issues.  
The Crime‐free multi‐housing program and other community education efforts will also reduce 
the  potential  for  violent  crime  by  increasing  security  and  educating  citizens  to  avoid  creating 
opportunities  for  crime  to  occur.      The  current  focus  of  the  problem  solving  team  is  the  area 
surrounding  Walnut  Hill  and  Beltline  roads.      A  community  website  has  been  established  to 
provide information to the residents concerning criminal offenses and safety information.   
 
 
GOAL 5: DIVERSITY 
The  city  will  continue  to  expand  the  Minority/Women  owned  Business  Enterprise  program  to 
include four planned community outreach events in FY 2010‐11.  These events will be targeted 
workshops  on  aspects  of  how  to  do  business  with  the  City  of  Irving  and  comply  with  all 
purchasing and bidding requirements. 
 
Funding  in  the  amount  of  $110,000  for  the  Hispanic  Chamber  of  Commerce  has  again  been 
allocated for FY 2010‐11.  This program is administered through the Chamber of Commerce, and 
will promote the community outreach and retention of Hispanic‐owned businesses, which make 
up  19%  of  the  small  businesses  within  the  city.    Funding  will  also  be  increased  for  the  Sister 
Cities program to $164,800.  This program is also administered by the Chamber of Commerce to 
promote the city and its businesses globally.     
 
 
GOAL 6: COMMUNICATIONS 
Key  focus:    Communications  and  Customer  Service  –  A  key  focus  for  FY  2010‐11  will  be  to 
strengthen the city’s strategies and messages to residents and stakeholders.  A plan of monthly 
to communicate the key focus areas of the strategic plan is being developed that will include the 
City Spectrum newsletter, ICTN cable programming, and the city’s website. 
 
For FY 2010‐11, a continued focus will be the expansion of technology to communicate with the 
community.  Projects include the development of targeted communications programs to inform 
residents in a specific area or with specific interest about key information. 
FY2010‐11 Proposed Operating Budget 
xxi
 
The city continues to develop new programs to improve customer service and enhance external 
and internal communications with residents and employees.  Interactive video kiosks are being 
installed to allow for quicker access to municipal services. 
 
Enhanced communication with city employees is another key strategy.  Current actions include 
programs to boost educational opportunities for frontline customer service personnel and plans 
to address communication during emergencies.   
 
 
GOAL 7: CULTURE, RECREATION AND EDUCATION 
Following on the success of the Cimarron Aquatics Center, which opened in 2008, and the West 
Irving  Aquatic  Center,  which  opened  in  2010,  design  will  begin  on  a  third  state‐of‐the‐art  
Aquatics Center at Senter Park.  Neighborhood splash parks will be constructed to replace the 
obsolete neighborhood pools which were closed in 2010.     
 
In 2008, the Library board approved a new master plan that will result in the construction of two 
new  libraries  of  similar  size  and  scope  to  the  Valley  Ranch  Branch  Library  completed  in  2008.  
These new buildings will be owned by the city and will replace two branches currently in leased 
buildings throughout the city.  The West Irving Library will be completed in 2011.  This state‐of‐
the‐art facility will incorporate new and innovative technology and services to enhance the use 
and functionality of the library.  The building is also innovative, being designed as LEED certified 
net‐zero  building,  which  means  that  the  net  energy  costs  for  the  building  will  be  offset  with 
solar  and  geo‐thermal  energy  to  reduce  energy  costs  to  zero.    Additional  funding  will  provide 
the design of a new Central Library Facility with construction to begin in 2012 
 
Construction of the Campion Trails will continue with an  emphasis on completing the primary 
trail segments.  The Campion Trails will connect to the Lake Carolyn Promenade located at the 
Las Colinas Urban Center, which is also under construction.   
 
 
GOAL 8: SOUND GOVERNANCE 
 
Tax Rate, Assessed Value and Fee Changes 
Taxable  values  for  Irving,  based  on  the  2010  Certified  Tax  Roll  provided  by  the  Dallas  Central 
Appraisal District, have declined for the second year in a row to $16,908,697,223.  This is a $1.3 
billion  decline  in  taxable  values  from  the  2008  valuation  of  $18.2  billion.    For  FY  2010‐11,  the 
budget is based on the tax rate of $0.5704 per $100 assessed valuation.  This rate is 2.14 cents 
below the effective tax rate of $0.5918.  The effective tax rate is the rate that would generate 
the same amount of tax revenue on existing properties as was levied in the prior year.  With the 
proposed rate of $0.5704, General Fund revenues will decrease by $1.4 million to $68,541,067.  
While the proposed rate increase is only 60% of the effective tax rate increase, the expenditure 
reductions and deferral of capital, replacement funding, and equipment purchases reduce the 

FY2010‐11 Proposed Operating Budget 
xxii
budget requirements for FY 2010‐11.  Of the proposed increase, 2.5 cents will fund operations 
while  0.48  cents  will  fund  priority  infrastructure  maintenance  and  replacement.    The  bottom 
line is that the city is able to do more in FY 2010‐11 with less revenue than was received in 2008.  
This tax rate is once again the second lowest rate among our 10 benchmark cities.  
  Tax Year 2010 Ad Valorem Composition
The  Residential  component  of  the  tax  roll 
decreased  by  $113  million  or  ‐2.25%.   Residential
Commercial
$7,615,442,310
Business  Personal  Property  decreased  $4,967,896,123 45%
slightly by only $1.8 million or ‐0.04%.  The  29%

greatest  change  to  the  tax  roll  was  a 


decrease  in  Commercial  taxable  value  by 
$1.08 billion or ‐12.8%.   BPP
  $4,325,358,790
26%
This  tax  roll  represents  the  impact  of  the 
recession  on  the  local  economy.    Irving  did 
not see a dramatic increase in residential property values over the past few years, so there has 
been  no  corresponding  decline  as  the  housing  bubble  burst  in  other  real  estate  markets.  
Commercial values have declined as vacancy rates for office buildings have increased and lease 
rates  have  declined.    Since  2008,  Commercial  values  have  declined  by  $1.3  billion,  or  over 
14.5%  of  their  total  value.    Also  affecting  commercial  values  have  been  the  decline  in  home 
construction, which has affected home builders with offices in Irving.   With over two thirds of 
Irving’s property base coming from real and personal commercial property, Irving is especially 
sensitive to changes in the business cycle.  Residential values have been fairly stable, with only a 
slight decline in value when compared to the large decreases in commercial real estate values.   
Staff continues to monitor economic indicators to project future trends.      
 
The  Homestead  Exemption  rate  was  continued  at  20%  for  eligible  taxpayers  within  Irving.    In 
addition,  exemptions  for  disability  and  for  eligible  residents  over  65  years  of  age  will  be 
preserved.   
 
Sales Tax collections in FY 2009‐10 have declined from the adopted budget and are projected to 
be $3 million or 6% below the FY 09‐10 budget.  For FY 2010‐11, sales tax revenue is budgeted 
at  the  same  amount  as  the  actual  receipts  for  the  current  year,  resulting  in  a  total  budget  of 
$44.5 million.   

Employee Compensation and Benefit Adjustments 
The FY 2010‐11 budget projects a 10% increase in costs for health insurance.  This increase will 
be  split  between  the  city  and  the  employees  with  the  city  paying  for  87%  of  insurance  costs 
while the employees pay for 13%.  In addition to the IWIN fitness benefit, the city has developed 
a comprehensive wellness program designed to provide incentives, information, and training to 
employees  to  encourage  healthier  lifestyles  and  to  give  employees  greater  control  over  their 
health care decisions.   
 
FY2010‐11 Proposed Operating Budget 
xxiii
The  City’s  retiree  health  insurance  program  has  also  been  changed  to  incorporate  the  IWIN 
program.    In  order  to  contain  the projected increase  of  costs  for  retiree  health care,  staff  has 
proposed a fixed subsidy for future retirees that can be augmented by fitness annuity credits.  
This  fixed  subsidy  increases  based  on  years  of  service,  with  employees  who  work  for  Irving 
longer receiving a higher level of benefit.  The plan will go into effect January 2011.  
 
 
GOAL 9: INFRASTRUCTURE 

Water and Sewer System 
The Water and Sewer System Fund is supported from fees charged for water and sewer services.  
Among  the  30  cities  served  by  Dallas  Water  Utilities,  Irving  continues  to  have  the  lowest 
residential water and sewer costs.   Tax revenues are not used to support the utility function.  
Funds  received  from  this  operation,  after  expenses,  are  used  to  make  needed  capital 
improvements to the system to ensure that the users will be provided with adequate service in 
the  future.    The  2010‐11  Water  and  Sewer  System  Fund  estimated  revenues  of  $84.1  million. 
The FY 2009‐10 year‐end revenue estimate is $75.3 million, a difference of $8.8 million or just 
over  11%.    This  amount  includes  $3.4  million  in  wholesale  water  payments  from  the  Upper 
Trinity  Water  District  associated  with  conveyance  of  water  through  the  Lake  Chapman 
waterline.   
 
For  over  fifteen  months,  the  North  Central  Texas  region  has  experienced  unseasonably  cool 
temperatures and rainfall significantly above average.   This led to a decrease in revenues below 
the minimum level to provide coverage to meet operating costs as well as goals for debt service 
coverage.    A  critical  need  to  upgrade  the  water  system  is  the  increasing  need  to  fund  the 
replacement of water and sewer mains that have exceeded their useful life.  Other major capital 
needs  include  the  Lake  Chapman  pipeline  booster  pump  station  and  pipeline  relocations 
necessary due to the reconstruction of SH 183, SH 114, Loop 12 and the Diamond Interchange 
where all three highways meet.  Both of these projects are necessary due to agreements with 
outside  agencies  for  Irving  to  finance  its  fair  share  of  the  projects.    A  rate  increase  of  5.1%  is 
recommended for FY 2010‐11 and is included in the total revenue projection of $84.1 million. 
 
Recommended  changes  to  water  and  sewer  are  rates  based  on  a  twenty  year  cost  of  service 
model that examines the rate structures necessary to fund operations, ensures adequate debt 
service  coverage,  provides  for  infrastructure  repair  and  replacement  and  encourages 
conservation  from  customers.    Base  monthly  rates  have  been  calculated  by  meter  size,  and 
sewer charges have been calculated by dwelling unit for all residential uses.   
 
The  Lake  Chapman  project  was  completed  in  the  summer  of  2003.    It  is  fully  operational  and 
provides 85% of the City’s raw water.  The remainder of raw water is purchased from the City of 
Dallas,  which  also  provides  water  treatment  services  to  Irving.    The  City  is  currently  in 
negotiation  with  the  City  of  Paris,  Texas  and  the  City  of  Hugo,  Oklahoma  to  obtain  additional 
water resources to secure Irving’s projected water needs for the next 75 years.   
FY2010‐11 Proposed Operating Budget 
xxiv
 
Operating expenditures for FY 2010‐11 are $84.1, which includes transfers to debt service in the 
amount of $19.6 million, as well as transfers to the reserve funds.  In FY 2006‐07 a pay‐as‐you‐
go capital fund was established to separate pay‐as‐you‐go infrastructure repair and replacement 
projects from daily system fund operations.  Transfers from operations are budgeted at $6.25 
million  for  capital  projects  to  replace critical  aging  infrastructure  and fund  a  water  reuse  pilot 
project.  Approximately $2.4 million is budgeted for coverage reserve.  This reserve is necessary 
to maintain coverage ratios established by bond covenants.  Fund balance in excess of the 90 
day  operating  reserve  requirements  are  transferred  to  the  pay  as  you  go  capital  program  to 
finance capital projects and reduce the issuance of revenue bonds for capital funding.   
 
In the spring of FY 2004‐05, the City of Irving and the Trinity River Authority (TRA) finalized an 
agreement that will provide rights of water reuse linked to the City of Irving utilization of water 
drawn from Lake Chapman reservoir, and ultimately flowing into the TRA wastewater treatment 
facilities.  Access to this water resource should provide the City with the total capacity supply 
required  to  meet  its  long‐range  2060  water  supply  needs.    This  is  a  very  significant 
accomplishment,  representing  the  collective  efforts  of  Mayors,  Councils  and  staff 
administrations  extending  back  to  the  1950s.    Discussions  are  currently  under  way  with  the 
Trinity  River  Authority  and  the  City  of  Dallas  to  develop  a  long‐term  plan  to  capture  treated 
wastewater and return it to raw water treatment facilities to be reused by Irving. 
 
Key Focus: Capital Improvement 
Program  –  In  November  2006,  GO Bond Sales
voters approved authorization of  In Millions
$335  million  in  General 
Obligation  bonds  for  various  $40
infrastructure  improvements.   $32.7
This  funding  supports  the 
$27.5
reconstruction and expansion of  $30
$25
major  thoroughfares;  the 
construction  of  new  parks,  $18.7
$20 $18.5
libraries,  and  fire  stations;  and  $15
new programs and facilities such 
$10
as  the  West  Irving  Library,  and  $10
$6.6
the  recently  completed  Irving 
Animal  Shelter  and  the  West 
Irving Aquatics Center.  $0
  2004 2005 2006 2007 2008 2009 2010 2011
In  order  to  complete  all 
authorized  projects  within  ten  years,  an  average  of  $45  million  per  year  would  need  to  be 
issued.  Since 2006, the average issuance has been less than half of that amount.  Council and 
management have limited the size of each year’s capital program to ensure that the volume of 
projects was within the capability of staff to manage, and to also not put an undue debt burden 
FY2010‐11 Proposed Operating Budget 
xxv
on the tax base.  In 2009, 2010, and 2011, declines in the tax base have further restricted the 
size of the debt issuance.  Council and management have focused on funding projects that were 
the highest priority, had the most impact on the community, and met the goals and objectives 
of the strategic plan.   
 
The capital improvement program for  Capital Improvement Program
FY 2010‐11 has been developed based  FY 2010-11
on  the  Strategic  Plan  priorities  and  Debt Cash
project  requests  made  by  Council  at  Financed Financed
the  July  2010  planning  meeting.    The  General CIP $6,600,000 $975,500
current  proposed  general  obligation  Streets $2,500,000 $500,000
Parks $2,100,000 $475,500
bond  sale  of  $6.6  million  includes  Library $2,000,000 $0
funding  for  the  design  of  the  South  Lease Purchase $17,060,000 $0
Irving  Library,  design  of  Irving’s  third  Fire Services $1,060,000
Aquatic  Center  at  Senter  Park,  and  Public Safety Radios $16,000,000 $0
construction of a neighborhood splash  Water & Sewer System $27,050,000 $6,000,000
pool.    Street  projects  include  the  Water $18,650,000 $4,000,000
Sewer $8,400,000 $2,000,000
undergrounding  of  utilities  in  Las  Certificates of Obligation $33,700,000 $0
Colinas.  As  you  can  see,  we  have  Water Street $33,700,000 $0
scaled back general capital outlays by  Municipal Drainage Utility $2,600,000 $0
2/3;  from  an  average  general  bond  Entertainment Venue $215,008,000 $0
sale  of  $18.5  million  to  the  proposed  $6.6  million.  Neighborhood  sidewalk  renovations  and 
Trinity View park renovations to the fields and buildings are funded from General Fund pay as 
you go funds.  Lease‐purchase funding is also budgeted for the replacement of two Fire pumpers 
that were approved by council and ordered in FY 2009‐10.  Lease‐purchase financing allows the 
city to finance equipment purchases over a shorter duration and at a lower interest rate than by 
issuing  long  term  debt.    A  placeholder  has  been  added  to  fund  the  replacement  of  the  Public 
Safety Radio and Data System as staff continues to evaluate the timing and the best financing 
strategy for this major capital expenditure.  Funding is also included for the construction of the 
Entertainment Venue.  Upon Council approval, this debt will be issued as hotel occupancy tax 
(HOT) revenue bonds and is supported by revenues generated by the 2% HOT tax and parking 
and ticket taxes authorized by voters in 2006.   
 
Water and Sewer System projects will be funded from both operating funds and the issuance of 
revenue bonds. A key water project will be the city’s share of the design and construction of a 
booster pump station on the Lake Chapman transmission line.  The City is partnering with the 
North Texas Municipal Water District on this $45 million project which will allow for full use of 
the  pipeline’s  transport  capacity.    Irving’s  share  of  the  project  is  $22  million.    Drainage  Utility 
Bonds  will  be  issued  to  partially  fund  reconstruction  of  Delaware  Creek  to  increase  water 
volume carried by the channel and reduce the incidence of flooding along adjacent residential 
properties.    Operating  funds  will  be  used  for  neighborhood  and  alleyway  drainage 
improvements.   
 
FY2010‐11 Proposed Operating Budget 
xxvi
GOAL 10:  ENVIRONMENTAL SUSTAINABILITY 

Solid Waste Services 
In FY 2009‐10, Solid Waste Services was separated from the General Fund and established as an 
enterprise fund.  In addition to funding operations of both refuse collection and the landfill, the 
fund transfers its portion of existing debt service to the General Interest and Sinking Fund and 
reimburses the General Fund for indirect costs provided by General Fund departments.   
 
Municipal Drainage Utility 
The Municipal Drainage Utility Fund provides resources for drainage channel maintenance and 
construction,  environmental  education  programs,  storm  water  testing,  industrial  inspections, 
erosion control, and dredging and channel stabilization projects.   
 
Drainage  utility  fund  operations  include  salaries,  benefits,  and  operating  costs  for  32  full‐time 
and  3  part‐time  employees  at  a  cost  of  just  over  $3  million.    An  additional  $424,000  is 
transferred to the three autonomous flood control districts within the city of Irving to assist with 
dredging  and  channel  maintenance  projects.    The  remaining  budget  is  allocated  to  drainage 
capital projects for the city of Irving.  In addition to neighborhood drainage projects funded by 
the drainage fee, $2.6 million in drainage revenue bonds are proposed to be sold in FY 2010‐11 
to finance major drainage capital improvements on Delaware Creek and levee improvements for 
Irving Flood Control District #1.   

CONCLUSION 
This budget represents the fifth year of implementation of the shared vision of the City Council 
as defined in the Strategic Plan and refined by the Council’s key focus areas.   The development 
of  this  budget  has  not  been  without  difficulty  and  compromise  due  to  the  current  economic 
climate,  but  it  represents  a  balance  between  judicious  expenditure  reductions,  deferment  of 
some  capital  and  maintenance  programs  and  prudent  adjustment  of  revenues  in  order  to 
continue  to  provide  an  exceptional  level  of  service  to  all  Irving  residents  and  above  average 
compensation and benefits necessary to retain and hire quality municipal employees.   
 
In closing, I would like to express my appreciation to the City Council, Directors, Managers, and 
the Budget and Performance Team staff.  Most importantly, I want to thank the hard working 
employees on our team that collect refuse, enforce our laws, protect lives and property, put out 
fires,  respond  to  emergencies,  and  interact  with  our  residents  daily  to  deliver  exceptional 
service.  Everyone has worked hard to develop the Strategic Plan and has worked diligently to 
incorporate  the  priorities  and  goals  identified  by  the  strategic  planning  process  into  the 
development of the proposed budget. 

Tomas “Tommy” Gonzalez 
City Manager 
FY2010‐11 Proposed Operating Budget 
xxvii
Strategic Plan
The City of Irving implemented a comprehensive Strategic Plan for the first
OUR VISION time in FY 2006-07. The plan is updated annually in conjunction with the oper-
ating budget and is referenced throughout this document.

Irving will be the model for safe and Departments have been assigned lead or supporting responsibilities for various
beautiful neighborhoods, a vibrant goals. Within each department, each organization has been assigned to a spe-
economy, and exceptional recrea- cific goal. These assignments determine how the City’s operating budget is di-
tional, cultural and educational oppor- vided to show a budgeted amount for each strategic goal.
tunities.
The following pages provide an overview of the 10 strategic goals and 64 spe-
cific strategies developed by the City Council for the FY 2010-11 fiscal year. A
OUR MISSION breakdown of the budget by goal and a matrix of departmental roles in the Stra-
tegic Plan has also been included in this section.
Deliver exceptional services and pro-
mote a high quality of life for resi-
dents, visitors and businesses Strategic Goals:
1: Promote Excellence in Land Use and the Image of Irving’s Built and
Natural Environment
OUR VALUES
2: Nurture and Promote Vital, Vibrant Neighborhoods
 We exhibit personal integrity with 3: Cultivate an Environment Conducive to Strong, Successful Economic
every decision Development to Enhance and Diversify Irving's Economic Base
 We serve by leading and lead by
serving 4: Set the Standard for a Safe and Secure City
 We show a high level of respect 5: Promote and Support Diversity in the Community
and concern for our coworkers
and customers 6: Promote Effective Communication Among All Members of the Community
 We encourage creativity and in-
novation to improve our effective- 7: Promote Excellence in Irving’s Cultural, Recreational and Educational
ness Environments
 We learn and grow in a progres-
8: Set the Standard for Sound Governance, Fiscal Management and
sive work environment
 We excel through desire, determi- Sustainability
nation and dedication 9: Enhance and Sustain Irving’s Infrastructure Network
10: Become a Successful Environmentally Sustainable Community

FY2010-11 Proposed Operating Budget


1
Each organization in the City’s budget was assigned to a strategic goal in order to track budgeted
expenditures by goal.

Organizational assignments were based on the primary duties of the organizations, rather than a
department’s primary or supporting role in the Strategic Plan. For example, many organizations work to
promote diversity (Goal 5), but it is not the primary duty of any one organization.

Land Use Vibrant


1% Neighborhoods
Environmental 2%
Economic
Sustainability
Development
6%
4%

Safe and Secure City


Infrastructure
28%
37%

Communication
1%
Culture and
Sound Governance Recreation
12% 9%

As shown in the pie chart above, Goal 9 has the highest allocated budget. This goal encompasses much
of the Capital Improvement Program and its associated bond expenditures. The largest allocations in
this goal are for Public Works, including Water Utilities, and Information Technology.

Goal 4, set the standard for a safe and secure city, makes up the second largest portion of this budget.
All public safety expenditures such as police, fire and municipal court are contained within this goal.
Strategic Plan

FY2010-11 Proposed Operating Budget


2
Strategic Plan
The following sections discuss each goal in depth and the departments that work towards these goals.
Many departments include organizations that work toward different goals, and the strategic goal
summary at the beginning of each section will include all of the organizations assigned that particular
goal. This will allow the reader to understand the allocation of funds within departments and among the
strategic goals. The following is a matrix, which illustrates how each department’s budget is allocated
among the strategic goals.

Budget by Strategic Goal Team

N eighborhoods - #2

C ulture, R ecreation

Sustainability - #10
and Education - #7
Strategic Goal Teams

Infrastructure – #9
D evelopm ent - #3

G overnance and
Fiscal M gm t - #8
C om m unication

Environm ental
Land Use and

D iversity - #5
Safe Secure
Vital Vibrant

FY10-11
Im age - #1

Econom ic

C ity - #4

- #6
Team Leader Steve R Mike E Max D Larry B Mario M Susan R Chris M Sheila H Brenda H Karen S
Planning & Inspections Gary M X X
Real Estate & Dev Team Brenda M X X X
ICVB Maura G X
Chamber of Commerce Chris W X
Housing & Human Services Chris H X
Code Enforcement Guy H X
Police Larry B X
Fire Mario M X
Community Services Team Paul G X X X
Capital Improvement Program Casey T X X X X
Parks and Libraries Chris M X
Arts Center Richard H X
Management Operations Team Teresa A X X
Information Technology Teresa A X X X X
Performance Team Lynda J X
Intergovernmental Srvcs Team Ramiro L X X X X
Corporate Communications Laurie K X
Financial Services Max D X X
Municipal Court Wayne L X
City Attorney’s Office Charles A X
City Secretary’s Office Shanae J X
Public Works & Transportation Dan V X X X
Solid Waste Services Brenda H X X
Water Utilities Todd R X X
“X“= DEPARTMENT HAS “ACTIONS” UNDER THIS GOAL

FY2010-11 Proposed Operating Budget


3
The Strategic Plan is a 3-5 year plan. Strategies are reviewed annually. Completed strategies are
removed from the plan and new strategies are added. The following chart highlights the differences
between the FY 09-10 and FY 10-11 strategies. The full actions for each goal can be found under
Strategic Plan each of the following goal tabs.

FY2010-11 Proposed Operating Budget


4
Strategic Plan

FY2010-11 Proposed Operating Budget


5
Strategic Plan

FY2010-11 Proposed Operating Budget


6
Strategic Plan

FY2010-11 Proposed Operating Budget


7
FY2010-11 Proposed Operating Budget
8
Strategic Goal 1
Promote Excellence in Land Use
and the Image of Irving’s Built
and Natural Environment
Associated Departments Addressing the challenges of growth and change in the city’s physical
---------------------------------------------- landscape is required for Irving to remain successful. Ensuring that public and
private property is harmoniously used, maintained, and presented within the
City will continue to attract businesses and visitors while meeting the needs of
• Planning and Inspections Irving’s residents. Responsible policies and planning will act to both guide the
expansion of economic development and facilitate the revitalization of
Irving’s older sectors. The following strategies are associated with Strategic
Goal 1. Specific activities that are used to complete each strategy can be
found on the following pages. Strategies that are in bold are key focus areas
for FY 2010-11.

1.1 Rewrite development ordinances to facilitate citywide development


and redevelopment efforts

FY2010-11 Proposed Operating Budget


9
Strategies and Actions

FY10-11 FY 2010-11 Key


Strategy/
Strategies & Actions Focus Primary Desired
Action
Area Lead Outcome
1.1 Improve the visual impression Community
of the community (gateways, Services
Team
corridors and intersections)
1.1.1 Continue planned enhancements of Capital A pedestrian oriented
O'Connor Road Improvement greenbelt along with a
Program stone masonry wall to
screen the adjacent
home owners

1.1.2 Continue planned enhancements of Capital Enhancements to the


MacArthur Boulevard Improvement median landscaping and
Program intersections as well as
screening walls to reduce
noise for the adjacent
home owners
1.1.3 Continue planned enhancements of Real Estate Enhanced landscaping
Irving Boulevard and and a reduction in street-
Development light energy consumption
Strategic Goal 1

FY2010-11 Proposed Operating Budget


10
Planning & Inspections

Gary Miller,
Director
The Planning and Inspections Department is comprised of three operating
Mission Statement divisions in addition to department administration:

Quality Development
 Development Services
through Exceptional Service  Field Operations
 Planning
The Development Services Division is comprised of two work groups or sec-
tions: plan review and permits. The division is responsible for new business
certificate of occupancy issuance; contractor license regulation; construction
permit plan review; utility release management; and related administrative sup-
port functions.

The Field Operations Division is comprised of three sections: 1) building in-


spections, 2) electrical inspections, and 3) plumbing/mechanical inspections.
All inspector groups perform energy conservation and erosion control inspec-
tions.

The Planning Division administers and supervises new development coordina-


Department at a tion; zoning changes; subdivision platting; setback, fence and landscape vari-
ances; multi-family project plans; street name changes; and other regulatory
Glance: ordinances; maintains the Comprehensive plan; and coordinates census and
other demographic information.
FY 2010-11 Budget
The Department has direct administrative responsibility for three City Council
$2,448,157 appointed boards and commissions:

 Planning and Zoning Commission


 Construction Board of Appeals
Full Time Employees
 Zoning Board of Adjustments
28
Department FY 2009-10 Results
 Implemented the Heritage Crossing development standards
 Completed draft of State Highway 183 Overlay District Ordinance and
initiated public input process
 Implemented the registration requirements of the non-depository
financial institutions ordinance
 Completed review of first draft of the Zoning Ordinance Re-write
 Developed garage conversion standards
 Amended alcoholic beverage ordinance relative to city–owned facilities

FY2010-11 Proposed Operating Budget


11
Department FY 2009-10 Accomplishments, Cont.
 Adopted and amended the 2006 edition of the construction codes
 Completed work with the 2010 Census Complete Count Committee program
 Continuing to work with NCTCOG on the 2040 population and employment forecast
 Provided value engineering services for the Irving Convention Center project that resulted in cost
savings of $51,062.
 Received Building Official Award from the Construction Research Center at UTA
 Performed 33,303 field inspections (last complete calendar year)
 Performed 4,915 plan reviews (last complete calendar year)
 Reviewed 181 development applications (last complete calendar year)
 Reviewed 83 applications for TABC wine and beer retailer license certification (last complete
calendar year).
 Transferred cashiering operation to the first floor Customer Service Division resulting in improved
financial security.
 City’s building codes insurance rating improved to a best-ever 2 commercial/2 residential (from 4
commercial /4 residential)

Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET

Speed to Market rating N/A N/A 0.98


Planning, plan review, inspection cycle times
Planning & Inspections

Construction codes application


Plan review & inspections quality control N/A N/A 0.95

ISO Rating 4/4 2/2 2/2

Customer service delivery N/A N/A 0.97


Response time, QC, customer survey rating

Workforce Utilization N/A N/A 0.95


Productivity, efficiency

FY2010-11 Proposed Operating Budget


12
Planning & Inspections
Revenue Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

ZONING AND DEVELOPMENT $ 57,639 $ 73,975 $ 73,975 $ 54,531


FINES AND PERMITS $ 1,719,488 $ 2,626,500 $ 2,626,500 $ 1,990,062
SALE OF GOODS $ 1,094 $ 3,150 $ 3,150 $ 950
MISCELLANEOUS REVENUE $ 2,326 $ 9,000 $ 9,000 $ 9,000
DEPARTMENT TOTAL $ 1,780,547 $ 2,712,625 $ 2,712,625 $ 2,054,543

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 2,101,666 $ 1,734,431 $ 1,734,431 $ 1,699,181


BENEFITS $ 553,863 $ 484,386 $ 484,386 $ 555,365
SUPPLIES $ 69,196 $ 76,380 $ 76,380 $ 71,502
EQUIPMENT MAINTENANCE $ 44,195 $ 49,987 $ 49,987 $ 59,017
MISCELLANEOUS SERVICES $ 64,376 $ 112,030 $ 112,030 $ 63,093
TRANSFERS $ 104,060 $ 98,679 $ 98,679 $ -
DEPARTMENT TOTAL $ 2,937,356 $ 2,555,893 $ 2,555,893 $ 2,448,157

Equipment Miscellaneous
Maintenance 3%
2%
Transfers
Supplies 0%
3%
Benefits
23%
Salaries and Wages
69%

FY2010-11 Proposed Operating Budget


13
Expenditure Summary by Organization
ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
1102 Administration $ 512,974 $ 289,938 $ 289,938 $ 218,257
1112 Development Services $ 826,196 $ 666,563 $ 666,563 $ 641,768
1113 Field Operations $ 900,344 $ 833,328 $ 833,328 $ 933,397
1121 Planning $ 386,868 $ 766,063 $ 766,063 $ 654,735
1131 Planning and Research $ 320,974 $ - $ - $ -
TOTAL $ 2,947,356 $ 2,555,893 $ 2,555,893 $ 2,448,157

Administration
10%

Planning Development Services


26% 26%
Field Operations
38%

$1,000,000
$900,000
$800,000
Planning & Inspections

$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
AdministrationDevelopment Field Planning Planning and
Services Operations Research

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


14
Planning & Inspections
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Department Total 38 29 28
Full-Time Employees 38 29 28
Part-Time (PT) Employees 0 0 0
Org 1102: Administration 5 1 1

Planning and Inspections Director 1 1 1


Office Supervisor 1 0 0
Office Coordinator 1 0 0
Administrative Secretary 2 0 0

Org 1112: Development Services 11 11 10

Development Services Manager 1 1 1


Development Coordinator 0 0 0
Permit Specialist 5 5 4
Chief Plans Examiner ** 0 1 1
Senior Plans Examiner 1 1 1
Commerical Plans Examiner 2 1 1
Plan Review Coordinator 2 2 2
Administrative Secretary 0 0 0
Research Analyst 0 0 0

Org 1113: Field Operations 11 10 11

Field Operations Manager 1 1 1


Chief Electrical Inspector 1 1 1
Chief Plumbing and Mechanical Inspector 1 1 1
Senior Electrical Inspector 1 1 1
Plumbing and Mechanical Inspector 2 0 0
Senior Plumbing and Mechanical Inspector 1 1 1
Chief Building Inspector 0 1 1
Senior Building Inspector 1 1 1
Building Inspector* 2 3 3
Electrical Inspector 1 0 1

Org 1121: Planning 6 7 6

Planning Manager 1 1 1
Development Coordinator 1 1 0
Chief Planner 0 1 1
Senior Planner 2 2 2
Planner 2 2 2
Org 1131: Planning and Research 3 0 0

Planning and Research Manager 1 0 0


Senior Planner 1 0 0
Planner 0 0 0
Research Analyst 1 0 0

Staffing Notes:
FY 2010-11 Personnel Changes:
*One Building Inspector position funded by MDU.
Positions ** currently frozen. One Building Inspector position is frozen
Development Coordinator position eliminated.
One Permit Specialist position moved to Customer Service.

FY2010-11 Proposed Operating Budget


15
Organization Chart

Planning & Inspections

FY2010-11 Proposed Operating Budget


16
Strategic Goal 2
Nurture and Promote Vital,
Vibrant Neighborhoods

Associated Departments
----------------------------------------------
A key component to sustaining Irving as a vigorous and healthy community
• Code Enforcement is fostering and maintaining strong, vibrant neighborhoods. Safe areas to live
with well-ordered housing, ample amenities, and neighborhood pride en-
• Housing and Human Services hance the quality of life for residents. Efforts to strengthen code compliance,
empower neighborhood associations, and invigorate established neighbor-
hoods will help provide Irving residents with better places to live. The fol-
lowing strategies are associated with Strategic Goal 2. Specific activities
that are used to complete each strategy can be found on the following pages.
Strategies that are in bold are key focus areas for FY 2010-11.

2.1 Develop and implement effective code enforcement strategies


to reduce disorder and enhance visual appearance of the city

2.2 Expand the neighborhood enhancement program (NEP)

2.3 Enhance affordable housing and housing related initiatives

FY2010-11 Proposed Operating Budget


17
Strategies and Actions

FY10-11 FY 2010-11 Key


Strategy/
Strategies & Actions Focus Primary Desired
Action
Area Lead Outcome
2.1 Develop and implement effective Code
code enforcement strategies to Enforcement
reduce disorder, enhance visual
appearance, and improve overall
health and safety in the city

2.1.1 Elevate residential and commercial Code Reduction of residential


code enforcement Enforcement and commercial code
violations throughout the
city
2.1.2 Enhance multifamily program Code Elimination or reduction
Enforcement of code violations at
multifamily properties
2.1.3 Improve Building Standards program Code Decrease in the number
results Enforcement of substandard or
dangerous structures in
the city
2.1.4 Enhance Health Inspection Program Code Improved health and
Enforcement safety for the public in
regards to food program
2.1.5 Expand Community Outreach pro- Code Increase the number of
gram Enforcement rehab/repair projects and
partnerships
2.1.6 Improve customer service delivery Code Improvement in customer
Enforcement service satisfaction rating
2.2 Expand Neighborhood Housing and
Enhancement Program (NEP) Human
Services
Strategic Goal 2

2.2.1 Implement Phase I of Tudor Lane Housing and Redevelopment and


NEP Human stabilization of
Services neighborhood
2.3 Enhance Affordable Housing Housing and
Related Initiatives Human
Services
2.3.1 Provide housing initiatives that Housing and Increased accessibility
promote homeownership Human to affordable housing;
Services increase to tax base
2.3.2 Enhance/support programs to combat Housing and Overall reduction in
poverty/homelessness Human poverty; fewer residents
Services living in crisis situations
2.3.3 Improve Home Restoration program Housing and Neighborhood stabiliza-
Human tion; increase value of
Services housing stock
2.3.4 Ensure compliance, efficiency and Housing and Greater capacity for
effective expenditure and Human partner agencies;
reimbursement of all program funds Services increase efficiency of
social service provision

FY2010-11 Proposed Operating Budget


18
Code Enforcement
Guy Henry,
Director
Our Vision

We will be recognized as a top In addition to the Administrative Team, the Code En-
agency in our field by transforming forcement Department is comprised of four divisions:
Irving into a leading city for everyone
Property Code
The Property Code Team works towards the abatement
Our Mission of code violations on commercial, residential and vacant
properties throughout the city.
Enhance the quality of life for all
people in Irving Health
The Health Team conducts inspections at food establishments, childcare facili-
ties, nursing homes and swimming pools.
Our Values
Building Standards
The Building Standards Team works substandard and dangerous structures
Provide superior service through in- throughout the city. Property owners failing to voluntarily bring structures into
tegrity and commitment compliance are brought before the Building and Standards Commission for fur-
ther action.

Multifamily
The Multifamily Team is primarily focused on inspections at apartments, 4-
plexes, hotels and manufactured housing. Properties with substantial substan-
Department at a dard or dangerous conditions will be subjected to comprehensive team inspec-
tions.
Glance:

FY 2010-11 Budget

$2,475,560

Full Time Employees

34

FY2010-11 Proposed Operating Budget


19
FY 2009-10 Results
• New Newsrack Ordinance adopted
• 8,002 Property Code cases closed
• 10,144 Temporary signs removed
• 17 Pole signs removed
• 30 Demolitions
• Prioritized “project neighborhoods” enforcement
• 26 Level 4 properties improved risk rating
• 42 total properties improved risk rating
• 163 properties cleaned by the Community Service Worker program
• Vacant Building program registration initiated
• Newsrack and donation boxes enforcement
• Elevated corridors focus
• New “Sunday” enforcement schedule implemented
• Weekend monitoring of complaint line
• Participated in 5th annual Community Fest
• Annual BPI Conference participation – moderator and speakers
• Participated in Great Days of Service program with other volunteers and churches.
• Partner with Police on Convenience Store Crime Prevention program enforcement
• Partner with Parks on Shopping Cart Ordinance enforcement
• Partner with KIB to assist Code with cleanup projects
• Code Cadet neighborhood volunteer program in development stage
• 2 new ordinances in development stage for this year (food ordinance, weed ordinance)
Code Enforcement

FY2010-11 Proposed Operating Budget


20
Code Enforcement
Key Performance Indicators
2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET
PROPERTY CODE
% voluntary compliance rate 97.5 95.9 95%
Average case duration 21.6 19.7 <20 days
Average number of total in- 15.7 12.9 20
spections/day/officer
Corridor/property code viola- 5%
tions without active cases
HEALTH
Average food score 85.3 82.3 87

% failing food scores 5.3 10.2 <5%


Number of total inspections 511.5 524.8 600
% proactive inspections 53.5 47.9 60%
Total number of health com- 25.4 25.8 <25
plaints

BUILDING STANDARDS
% voluntary compliance rate 33 49.8 35%
% of cases proactively gener- 75.1 92.6 95%
ated
Number of voluntary compli- 0.9 1.6 2
ance/inspector
Number of new cases to com- 4.6 4.1 6
mission
Case duration (not to commis- N/A 200 90 days
sion)
Rehab/Repair projects per year 10
MULTIFAMILY
% initial (routine) inspections N/A 36.3 60%
Number of multifamily proper- N/A N/A 2
ties improved in risk rating

DEPARTMENT
% of customers rating service 75 75 75%
as “excellent/good”
% of residents rating overall 50 55 50%
code enforcement as
“excellent/good”
FY2010-11 Proposed Operating Budget
21
Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

FINES AND PERMITS $ 1,327,225 $ 1,272,250 $ 1,272,250 $ 1,321,700


FINES AND OTHER CHARGES $ 429,547 $ 362,400 $ 362,400 $ 397,400
DEPARTMENT TOTAL $ 1,756,772 $ 1,634,650 $ 1,634,650 $ 1,719,100

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 1,783,208 $ 1,732,710 $ 1,732,710 $ 1,498,152


BENEFITS $ 516,818 $ 640,011 $ 640,011 $ 505,206
SUPPLIES $ 61,650 $ 95,719 $ 95,719 $ 60,929
EQUIPMENT MAINTENANCE $ 69,766 $ 114,250 $ 114,250 $ 82,985
MISCELLANEOUS SERVICES $ 357,879 $ 391,787 $ 391,787 $ 328,288
TRANSFERS $ 30,930 $ 23,424 $ 23,424 $ -
DEPARTMENT TOTAL $ 2,820,251 $ 2,997,902 $ 2,997,902 $ 2,475,560

Equipment
Transfers
Maintenance Miscellaneous 0.0%
3% 13%

Supplies
2% Salaries and
Wages
Benefits
Code Enforcement

62%
20%

FY2010-11 Proposed Operating Budget


22
Code Enforcement
Department Staffing

Funded Positions
2008-09 2009-10 2010-11
Department Total 38 38 34
Full-Time Employees 37 37 33
Part-Time (PT) Employees 1 1 1

Org 2871: Code Enforcement 38 38 34

Code Enforcement Director 1 1 1


Code Enforcement Manager 2 2 1
Property Code Supervisor 2 2 2
Multifamily Supervisor 1 1 1
Environmental Health Supervisor 1 1 1
Senior Administrative Secretary 1 1 1
Administrative Secretary 1 1 1
Office Supervisor 1 1 0
Permit Specialist 1 1 1
Senior Property Code Officer 2 2 2
Property Code Officer 12 12 7
Building Standards Inspector 3 3 3
Code Enforcement Marshal 1 1 1
Multifamily Inspector 3 3 5
Senior Health Inspector 1 1 1
Environmental Health Inspector 3 3 3
KIB Administrator 1 1 1
PT Property Codes Assistant 1 1 1
Building and Standards Supervisor 1 1 1

Staffing Notes:

FY 2010-11 Position Changes:


Frozen Positions:
- Code Enforcement Manager (1)
- Property Code Officers (1)
- Code Enforcement Marshal (1)
Transferred to Management Operations:
- Office Supervisor
Funded from HHS CDBG
- Building & Standards Inspector
Reclass:
- Building & Standards Supervisor
Eliminated Positions:
- Property Code Officers (2)
- Code Enforcement Manager (1)

FY2010-11 Proposed Operating Budget


23
Organization Chart

Code Enforcement

FY2010-11 Proposed Operating Budget


24
Housing and Human
Services
Chris Hooper,
Director
The Housing and Human Services Department is completely funded through
Mission Statement Federal and State Grants. The Department receives funds annually from the US
Department of Housing and Urban Development (HUD), which are the
.The mission of the Housing and Community Development Block Grant, the Home Investment Partnerships
Human Services Department is to Grant, and the Emergency Solutions Grant. Within the Community
assist Irving’s low and moderate Development Block Grand Fund, there are four financial organizations: CDBG
income residents in achieving an Administration, CDBG Rehab Administration, CDBG Projects, and CDBG
improved quality of life by Rehab Projects. The Home Investment Partnership Grant Fund is comprised of
providing affordable housing and two financial organizations: HOME Administration and HOME Projects. The
a broad range of social services Emergency Shelter Grant Fund is made up of two financial organizations: ESG
through innovative programs and Administration and ESG Projects. The Department also administers the
community partnerships. Section 108 Guarantee Loan Fund.

The department received two stimulus grants from the U.S. Department of
Housing and Urban Development including Community Development Block
Grant-Recovery funds for home restoration projects and Homelessness
Prevention and Rapid Re-Housing Program funds to provide assistance to the
Department at a homeless and near homeless. Additionally, the department has been awarded
Glance: three competitive grants through the State of Texas: Neighborhood
Stabilization Program funds for neighborhood redevelopment, Emergency
FY 2010-11 Budget Shelter Grant funds for homelessness prevention, and Homelessness
Prevention and Rapid Re-Housing Program funds for homelessness services
$3,901,254 and assistance to prevent homelessness. The Department also administers a
Shelter Plus Care program, awarded by HUD through the regional Continuum
of Care, for permanent supportive housing services for chronically homeless,
mentally disabled individuals and families.
Full Time Employees
The Housing and Human Services Department provides assistance and
13 services to low and moderate-income residents of the City of Irving. The
department provides home restoration and repairs, homebuyer education,
down-payment assistance and the construction of new housing units. The
department monitors and provides grant funds to over 20 human services
providers to assist with the provision of homeless services, dental and medical
services, after-school care, assistance to victims of domestic violence, job
search assistance, bilingual and play therapy, and childcare scholarships. In
addition, the department provides foreclosure prevention, savings and
budgeting, and credit counseling.

FY2010-11 Proposed Operating Budget


25
Department FY 2009-10 Results
In FY 2009-10, the department implemented its Back on Track program, which provides a
comprehensive approach to homelessness prevention and for homelessness services. As of July 2010,
over 600 Irving residents have been assisted through a variety of services including case management,
rent and utility payments, legal services, credit counseling, and moving expenses. This $2 million
program was funded through a combination of Federal Stimulus Homelessness Prevention and Rapid
Re-housing Program (HPRP) funding and a competitive award of HPRP funds from the Texas
Department of Housing and Community Affairs.

The Housing and Human Services Department has also provided mortgage assistance to very low
income homeowners through a competitive award of Emergency Shelter Grant Program funds from the
Texas Department of Housing and Community Affairs. These additional funds have allowed the
department to develop new programs to address the needs faced by residents in the current economic
and housing markets.

The Department began the planning processes for a neighborhood redevelopment project on Tudor
Lane. Fourteen townhomes and eleven single family homes will be constructed where dilapidated and
crime-ridden structures formerly stood.

The Housing and Human Services Department continued its teamwork with the Code Enforcement
Department to enhance and formalize the referral process between the two departments. Through
discussions and process improvement, the referral program increases the likelihood that residents, faced
with repairs for which they cannot pay, can be provided assistance.

The department developed its five-year Consolidated Plan. The plan serves as the Strategic Plan for the
use of Federal funds. The plan was developed through focus group sessions, data analysis, and
community input sessions. The Housing and Human Services Board developed priorities, budgets, and
goals based on this information.
Housing and Human Services

Through its distribution of funds and monitoring of various human services programs, the department
provided a wide variety of services to the city’s low and moderate income residents and supported over
20 social services agencies.

Other Goals and Actions


• Increase support to transitional housing and/or emergency shelter units for homeless families and/or
victims of domestic violence
• Support programs to assist the elderly and frail elderly in maintaining independent living and
meeting daily needs for food, shelter, and medical services
• Support programs to meet the health needs of the low income population of Irving
• Increase the supply of owner occupied affordable single family housing
• Promote neighborhood revitalization through targeted marketing of housing and other services and
implementation of programs which promote strong neighborhoods
• Provide public improvements

FY2010-11 Proposed Operating Budget


26
Housing and Human Services
Key Performance Indicators
2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET
Percent of clients referred by N/A 26% 30%
Code Enforcement assisted
Percent increase in affordable -176% 10% 10%
housing units
Percent of new homes con- N/A 100% 100%
structed that meet energy star
certifications
Number of affordable housing 50 40 72
units built or rehabilitated
Average increase in restored 39% 20% 20%
housing value
Clients meeting monthly N/A N/A 75%
mortgage payments on time
Housing applications in proc- N/A N/A 100%
ess within 10 days of submit-
tal
Clients experiencing an in- N/A N/A 80%
crease in self-sufficiency
Homes maintaining repairs N/A N/A 80%
after 10 months
Home restoration jobs com- N/A N/A 90%
pleted by target date
Social service agency reim- N/A N/A 90%
bursements to Financial Ser-
vices within 10 days

Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
RECEIPTS FROM FEDERAL $ 1,660,004 $ 3,497,025 $ 9,051,408 $ 3,901,254
PROGRAM INCOME $ 40,336 $ - $ - $ -
REVOLVING LOAN PAYMENTS $ 10,925 $ - $ - $ -
DONATIONS $ 4,493 $ - $ - $ -
DEPARTMENT TOTAL $ 1,715,758 $ 3,497,025 $ 9,051,408 $ 3,901,254

FY2010-11 Proposed Operating Budget


27
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 411,863 $ 760,467 $ 760,467 $ 847,064
BENEFITS $ 106,761 $ 222,056 $ 222,056 $ 255,199
SUPPLIES $ 18,703 $ 24,400 $ 24,400 $ 52,250
EQUIPMENT MAINTENANCE $ 2,773 $ 2,797 $ 2,797 $ 5,050
MISCELLANEOUS SERVICES $ 1,175,658 $ 7,639,357 $ 8,028,692 $ 2,735,052
TRANSFERS $ - $ 6,639 $ 6,639 $ 6,639

DEPARTMENT TOTAL $ 1,715,758 $ 8,655,716 $ 9,045,051 $ 3,901,254

Miscellaneous Services
70%

Salaries and Wages


22%

Equipment Maintenance
0.13%
Transfers
0.2%
Housing and Human Services

Benefits
Supplies 7%
1.3%

Expenditure Summary by Organization

HPRPF Administration
0.30%
HOME Projects
CDBG Projects 24.7%
40%
HPRPF Projects
2% ESG Projects
2%

ESG Administration
0.1% CDBG Rehab Projects
CDBG Rehab 3.84%
Administration
CDBG Administration CDBG-R Administration
7.69%
13% 0.14%
HOME Administration
HPRPS Projects NSP1 Administration
3%
2% HPRPS Administration 1%
0.30%

FY2010-11 Proposed Operating Budget


28
ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

Housing and Human Services


FUND ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
CDBG 4251 CDBG Admin $ 387,456 $ 463,515 $ 463,515 $ 500,908
HOME 4252 HOME Admin $ 79,954 $ 107,968 $ 107,968 $ 107,034
ESG 4253 ESG Admin $ 5,000 $ 4,989 $ 4,989 $ 4,989
CDBG 4254 CDBG Rehab Admin $ 179,563 $ 152,251 $ 152,251 $ 300,000
CDBG 4255 CDBG Projects $ 755,363 $ 1,701,808 $ 1,701,808 $ 1,553,631
HOME 4256 HOME Projects $ 6,000 $ 971,711 $ 971,711 $ 963,307
ESG 4257 ESG Projects $ 95,065 $ 94,783 $ 94,783 $ 94,799
CDBG 4258 CDBG Rehab Projects $ 207,357 $ - $ - $ 150,000
2011 4251 CDBG-R Administration $ - $ 30,435 $ 30,435 $ 5,639
2011 4255 CDBG-R Projects $ - $ 578,268 $ 792,858 $ -
2021 4251 NSP1 Administration $ - $ 254,431 $ 254,431 $ 50,910
2021 4255 NSP1 Projects $ - $ 2,289,877 $ 2,634,659 $ -
2031 4253 HPRPF Administration $ - $ 46,534 $ 46,534 $ 11,702
2031 4257 HPRPF Projects $ - $ 884,146 $ 799,169 $ 73,275
2032 4253 HPRPS Administration $ - $ 50,000 $ 50,000 $ 11,702
2032 4257 HPRPS Projects $ - $ 950,000 $ 864,940 $ 73,358
2033 4253 ESGS Administration $ - $ 3,750 $ 3,750 $ -
2033 4253 ESGS Projects $ - $ 71,250 $ 71,250 $ -
Total $ 1,715,758 $ 8,655,716 $ 9,045,051 $ 3,901,254

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$-
CDBG AdminHOM E Admin ESG Admin CDBG Rehab CDBG HOM E ESG ProjectsCDBG Rehab CDBG-R CDBG-R NSP1 NSP1Projects HPRPF HPRPF HPRPS HPRPS ESGS ESGS Projects
Admin Projects Projects Projects Administration Projects Administration Administration Projects Administration Projects Administration

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


29
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 11 13 13

Full-Time Employees 11 13 13
Part-Time (PT) Employees 0 0 0

Org 4251: CDBG Administration 5 5 5

Housing and Human Services Director 1 1 1


Housing and Human Services Program Manager 1 1 1
Accountant 1 1 1
Accounting Clerk II 1 1 1
Contract Compliance Coordinator 1 1 1

Org 4253: ESG Administration 1 3 3

Case Worker 0 1 1
Program Analyst 1 1 1
Intake Specialist 0 1 1

Org 4254: CDBG Rehab Administration 2 2 2

Housing Specialist 1 1 1
Rehabilitation Specialist 1 1 1
Housing and Human Services

Org 4255: Housing Services 3 3 3

Housing Coordinator 1 1 1
Construction Services Coordinator 1 1 1
Housing Development Analyst 1 1 1

Staffing Notes:

FY 2009-10 Staffing Changes:


Added Case Worker and Intake Specialist (temporary for HPRP funds)

FY2010-11 Proposed Operating Budget


30
Housing and Human Services
Organization Chart

FY2010-11 Proposed Operating Budget


31
FY2010-11 Proposed Operating Budget
32
Strategic Goal 3
Cultivate an Environment
Conducive to Strong, Successful
Economic Development to
Enhance and Diversify Irving’s
Economic Base
Associated Departments Without a strong tax base, a city may struggle to achieve its goals, or even
---------------------------------------------- support its own day-to-day operations. While Irving’s location and
resources are very attractive on their own, it is reasonable for Irving to take
• Economic Development proactive steps to make the city as appealing as possible and to seek out and
recruit those industries that will make Irving successful for years to come.
• Irving Convention and All of this requires that the city develop and pursue a prudent economic
Visitors Bureau development strategy. The following strategies are associated with
Strategic Goal 3. Specific activities that are used to complete each strategy
can be found on the following pages. Strategies that are in bold are key
focus areas for FY 2010-11.

3.1 Promote Irving as a visitor destination


3.2 Leverage economic development incentives to maximize retention
and recruitment opportunities
3.3 Promote long-term revitalization and redevelopment of targeted
areas
3.4 Continue an aggressive retention program with Irving's existing
businesses
3.5 Continue an aggressive recruitment program to bring new, targeted
industry businesses to Irving
3.6 Support and provide growth opportunities for small businesses
3.7 Create an environment that will enhance retail growth and
expansion
3.8 Maintain a positive business environment

FY2010-11 Proposed Operating Budget


33
Strategies and Actions
FY10-11 FY 2010-11 Key
Strategy/
Strategies & Actions Focus Primary Desired
Action
Area Lead Outcome
3.1 Promote Irving as a Real Estate and
visitor destination Development

3.1.1 Complete construction of ICVB Convention Center generates


the convention center additional visitor traffic and
spending
3.1.2 Initiate operations of ICVB Begin generating operating
convention center revenues for facility

3.1.3 Construct entertainment Real Estate and Entertainment Venue will


venue Development generate additional visitor traffic
and spending

3.1.4 Construct convention Real Estate and Obtain booking agreement with
center hotel Development sufficient rooms to support the
Convention Center

3.2 Leverage economic Financial


development Services
incentives to maximize
retention and
recruitment
opportunities
3.2.1 Ensure Irving's economic Chamber of Range of incentives offered
development incentive Commerce competitive to those of other
policies are competitive cities

3.3 Promote long-term Real Estate and


revitalization and Development
redevelopment of
Strategic Goal 3

targeted areas
3.3.1 Prepare Texas Stadium Real Estate and Stadium site is prepped for
site for redevelopment Development redevelopment

3.3.2 Promote State Highway Real Estate and State Highway 183 becomes a
183 corridor for Development vibrant attractive corridor
redevelopment
3.3.3 Promote redevelopment of Real Estate and Transformation of the Irving
Irving Boulevard Corridor Development Boulevard corridor into a
regional destination venue with
enhanced tax base and
economic activity
3.3.4 Promote redevelopment of Real Estate and Comprehensive, vibrant mixed-
Heritage Crossing Development use development to revitalize
the historic downtown area and
increase tax base and
economic activity

FY2010-11 Proposed Operating Budget


34
Strategic Goal 3
Strategies and Actions
3.4 Continue an aggressive Chamber of
retention program with Commerce
Irving's existing
businesses
3.4.1 Retain Irving's existing, targeted Chamber of Keep and grow the corporate
businesses Commerce fabric of Irving's existing
business community
3.5 Continue an aggressive Chamber of
recruitment program to Commerce
bring new, targeted indus-
try businesses to Irving
3.5.1 Continue building and Chamber of Expand Irving's corporate
maintaining strong relations with Commerce presence to increase the
commercial real estate brokers commercial tax base and
and site selection consultants employment opportunities

3.6 Support and provide Chamber of


growth opportunities for Commerce
small businesses
3.6.1 Maintain the Business Chamber of Expand on the educational
Resource Center (BRC) in the Commerce base and build upon the core
North Lake College industry knowledge/awareness
Irving South Campus available among key business
classifications in Irving's small
business sector
3.7 Create an environment that Chamber of
will enhance retail growth Commerce
and expansion
3.7.1 Implement strategies to grow Chamber of Expand Irving's retail base to
Irving's retail base and shopping Commerce include new, desired targeted
experience to reduce revenue retail that can be sustained
leakage to other communities, through an identified customer
base
and to retain retail dollars in
Irving
3.8 Maintain a positive Chamber of
business environment Commerce

3.8.1 Communicate Irving's economic Chamber of Create ongoing awareness


development priorities to the Commerce within Irving's corporate and
Business Community, and residential communities of the
represent the Business many projects that are
underway and planned that will
Community's needs to the city
positively impact the business
sector
3.8.2 Improve the speed-to-market Planning & Provide a competitive
aspect of the development Inspections advantage by exceeding
processes industry standard cycle times
3.8.3 Maintain consistent tech review Planning & Provide a competitive
comment letter cycle time Inspections advantage by providing
consistent cycle times
3.8.4 Reduce zoning case Planning & Provide a competitive
postponement Inspections advantage by thoroughly
preparing cases
FY2010-11 Proposed Operating Budget
35
FY2010-11 Proposed Operating Budget
36
Economic Development

Brenda McDonald, Director


The purpose of Economic Development is to create a viable city through the
promotion, recruitment and coordination of new commercial , industrial, retail
and residential development in the city and the retention and revitalization of
existing businesses and neighborhoods.

The city partners with the Greater Irving/Las Colinas Chamber of Commerce
to provide recruitment and retention services.

The Real Estate Services section assists other city departments and is responsi-
ble for securing necessary land and property rights for municipal facilities and
parks as well as rights-of-way and easements for streets, drainage, water and
sewer systems and other capital improvement program projects. Real Estate
Services also provides necessary acquisition and coordination services for im-
Department at a plementation of Corridor Enhancement Projects and intergovernmental pro-
Glance: jects with Texas Department of Transportation (TxDOT), Dallas Area Rapid
Transit (DART), North Central Texas Council of Governments (NTCOG) and
FY 2010-11 Budget Dallas County.

$8,783,586 The Director of Economic Development oversees the Planning and Inspections
Department, Real Estate Services and specific public/private partnership pro-
Full Time Employees jects; is the liaison to the Greater Irving-Las Colinas Chamber of Commerce;
and coordinates the following Council committees, boards and commissions:
8
• Planning and Development Committee
Part Time Employees • Preservation and Redevelopment Board
• Irving Boulevard Redevelopment TIF Board
1 • Planning and Zoning Commission

FY2010-11 Proposed Operating Budget


37
Department FY2009-10 Accomplishments
• Convention Center Site
° Convention Center Construction - Topping Off Ceremony
° Evaluation of Convention Center Hotel proposals and presentations
° Entertainment Venue-Amended and Restated Development Agreement and Lease
• Heritage Crossing
° Negotiated an incentive-based consultant contract, including a reimbursement requirement to pro-
mote development of Heritage Crossing
° Approved 380 Economic Development agreements to continue project momentum
° Identified prospective properties for NCTCOG Sustainable Development Land Banking Grant
° Demolished several city-owned land bank buildings downtown in preparation for redevelopment
° Demolished several substandard apartment complexes
° Created 14 redevelopment sites from aggregated property purchases
• Irving Boulevard Redevelopment
° Established tax increment finance (TIF) district boundaries and project plan in preparation for cre-
ating the TIF with a 2010 base year
° Enhanced streetscape for Alaniz Auto at Glenmore Street and Irving Boulevard
° Enhanced façade upgrade for Jefferson Dental in Plymouth Park Shopping Center
° Evaluation of two-way traffic along Irving Boulevard
° Painting of State Highway 356 bridge
• Texas Stadium
° Imploded Texas Stadium on April 11, 2010
° Utilized worldwide media attention on the stadium implosion to publicize the redevelopment op-
portunities and direct attention to the updated web site—www.CrossroadsDFW.com
° Communicated with City Council, Irving citizens, various community, civic and professional or-
ganizations, and media concerning the Texas Stadium demolition and redevelopment through
presentations, media briefings, press releases, a dedicated web site, e-mail blasts, ICTN and direct
mailings
° Executed a cell tower lease with Verizon Wireless on the Texas Stadium site generating over
$500,000 of new revenue over 20 years
° Began planning for minimization of the “Twin Levees” impact on the redevelopment of stadium
Econom ic D evelopm ent

site
° Completed the relocation and upgrade of the ONCOR Electric transmission towers
• Transit
° Acquired necessary easements for utility relocations along State Highway 114
° Acquired right-of-entry permits to allow the construction of Spur 348 to proceed without delay
° Acquired necessary right of way to allow the DART Orange Line to continue without delay
° Established coordination with the Texas Department of Transportation (TxDOT) to assure State
Highway 183 acquisitions and demolitions are completed with minimal impact to City of Irving
° Established committee to ensure DART rail line maximizes connection with private development
° Established Station Design committee for DART rail line
° Design of first three DART rail stations is complete
° NCTCOG commissioned feasibility and market analysis to advance BNSF commuter rail service
° Partnered with Chamber of Commerce to facilitate the relocation of businesses along the State
Highway 183 corridor

FY2010-11 Proposed Operating Budget


38
Econom ic Developm ent
Department FY2009-10 Accomplishments (continued)
• Urban Center
° Lincoln Properties residential development project under construction
° $4.9 million authorized for Water Street lake reclamation and lake wall construction
° Retail incentive policy in place to attract targeted retail in targeted locations
° Initiated re-write of development ordinances through partnership with Chamber of Com-
merce
° Lakes of Las Colinas and Riverside Village, developed by Hines, received Dallas Business
Journal’s 2010 Best Single Family Residential Deal of the Year
• Economic Development
° Chamber of Commerce Development Agreement and Sister City/ITAD Agreement
° Implemented Corridor Enhancement Incentive Program
° Received Buxton retail analysis and began implementation through ICSC participation and
call initiation with targeted retailers
• Other
° Acquisition of Paine House as historical property

Major Issues to Address in Next Two Years

• Development of Entertainment Venue and Convention Center Hotel


• Retail/Restaurants Recruitment
• Residential Redevelopment Incentives
• Implementation of Irving Boulevard TIF
• Highway 183—TxDOT Coordination

FY2010-11 Proposed Operating Budget


39
Key Performance Indicators
2009-10 2010-11 2010-12
ACTUAL ESTIMATED TARGET

Increase property values within corridor target N/A >1%


area above the citywide DCAD values

Increase construction investment value within N/A >1%


corridor target area by 1%-1.5% per year

Real Estate Services Requests (RESR) completed N/A 100% 100%


on time

Respond to external requests for real estate N/A 100% 100%


services within three (3) business days

Resolve SH183—TxDOT maintenance issues N/A 85% 90%


within five (5) business days

Revenue Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
GRANTS $ 1,000,001 $ 1,000,001 $ 1,000,000 $ 1,000,000
TAXES $ 91,421 $ 104,868 $ 104,868 $ 87,676
MISCELLANEOUS $ 147,567 $ 155,943 $ 155,943 $ 25,000
CHARGES FOR SERVICES $ - $ - $ - $ 74,855
E c o n o m ic D e v e lo p m e n t

TRANSFERS FROM OTHER FUNDS $ 2,189,874 $ 3,880,000 $ 7,268,000 $ 3,909,800


DEPARTMENT TOTAL $ 3,428,863 $ 5,140,812 $ 8,528,811 $ 5,097,331

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES $ 333,614 $ 728,682 $ 722,052 $ 628,269
BENEFITS $ 78,830 $ 191,703 $ 191,703 $ 187,139
SUPPLIES $ 4,942 $ 19,532 $ 17,038 $ 15,007
EQUIPMENT MAINT. $ 3,472 $ 425 $ 425 $ 125
STRUCTURAL MAINT. $ 426 $ 2,000 $ 2,000 $ 2,000
MISC. SERVICES $ 2,034,579 $ 7,483,164 $ 8,366,902 $ 6,130,847
TRANSFERS $ 71,383 $ 70,398 $ 70,398 $ 70,199
LAND $ - $ - $ - $ 1,250,000
BUILDINGS & STRUCTURES $ 914,136 $ 1,000,000 $ 1,000,000 $ 500,000
DEPARTMENT TOTAL $ 3,441,382 $ 9,495,904 $ 10,370,518 $ 8,783,586

FY2010-11 Proposed Operating Budget


40
E co n o m ic D e v e lo p m en t
Expenditure Summary by Organization

Real Estate Services


2%
ED Operations
29%

Main Street and


Events Development Projects
1% 68%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


Fund ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
1020 2904 ED Operations $ 1,729,092 $ 1,810,000 $ 1,810,000 $ 1,839,800
1020 2905 Development Incentives $ 189,276 $ 600,000 $ 600,000 $ -
1020 2906 Development Projects $ 1,191,963 $ 5,996,964 $ 6,884,964 $ 5,974,000
2026 2941 Main Street and Events $ 108,241 $ 113,806 $ 111,544 $ 115,173
1001 2904 ED Operations $ - $ - $ - $ 682,271
1001 2950 Real Estate Services $ 222,809 $ 311,646 $ 306,216 $ 172,342
TOTAL $ 3,441,382 $ 9,495,904 $ 10,370,518 $ 8,783,586

$9,000,000

$8,000,000

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$-
T.

S
T.
S

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S

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EF

AI
AR

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FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11PROPOSED

FY2010-11 Proposed Operating Budget


41
Department Staffing

Economic Development
Funded Positions
2008-09 2009-10 2010-11
Department Total 4 10 9
Full-Time Employees 4 9 8
Part-Time (PT) Employees 0 1 1
Org 2904: ED Operations 2 6 6
Real Estate and Development Director 1 1 1
Program Director-Irving Boulevard Redevelopment 0 1 1
Business Liaison 1 0 0
Business Services Coordinator 0 1 1
Office Supervisor 0 1 1
Office Coordinator 0 1 1
Administrative Secretary 0 1 1

Org 2950: Real Estate Services 2 4 3


Assistant Director - Real Estate Services 1 1 0
Real Estate Services Specialist 1 1 1
Research Analyst 0 1 1
Intern (PT) 0 1 1

Staffing Notes:

Assistant Director Real Estate Services - eliminated


E co n o m ic D e v e lo p m en t

FY2010-11 Proposed Operating Budget


42
Org: 2904 2950

Economic Development

Real Estate and


Development Director

Assistant Real Estate Program Director – Irving Business Services


Services Director-vacant Boulevard Coordinator

43
Real Estate Services
Office Supervisor
Specialist

FY2010-11 Proposed Operating Budget


Research Analyst Office Coordinator

Real Estate Services


Administrative
Intern
Secretary

E con om ic D e v e lopm en t
FY2010-11 Proposed Operating Budget
44
Irving Convention and
Visitors Bureau

Mission Statement Maura Gast,


The Irving Convention and Visitors Executive Director
Bureau markets Irving as a premier
travel destination, enhancing the
Community’s economy and quality of The Bureau is the City’s Official Destination Marketing Organization and is
life. funded solely through hotel occupancy taxes paid by visitors and collected by
the hotels and motels located in Irving. The Bureau reports to a City Council-
appointed Board of Directors, which establishes programming and funding
priorities. The four departments within the Bureau are Marketing, Sales, Com-
munications and Administration; additionally, the Bureau has sales, marketing
and operations responsibilities for the Irving Convention Center. The Bureau
implements a structured sales and market-
ing plan directed toward promoting Irving
as a business, meeting and leisure travel
destination, and generating additional
Department at a revenues for the City of Irving through
Glance: visitor spending.

There are three funds within the Irving


FY 2009-10 Budget
Convention and Visitors Bureau: ICVB
General Fund, ICVB Reserve Fund and
$6,046,256
ICVB Computer Replacement Fund. Op-
erational costs are recorded in the ICVB
Full Time Employees
General Fund, which is divided into four
departments: Sales, Marketing, Communi-
26
cations and Administration. Within the Administration department is the oper-
ating subsidy for the Irving Convention Center.
Part Time Employees
Performance measures used by the Irving Convention and Visitors Bureau are
20
those adopted by the Destination Marketing Association International.

FY2010-11 Proposed Operating Budget


45
Department FY 2009-10 Results
• Solicit meetings and groups to convene in Irving—on target to achieve goal of 2% increase over
2008-09
• Influence development—the convention center project is moving forward, with construction
underway, and an opening projected late 2010.
• Secure resources — the completion of an updated visitor impact study shows total visitors to
Irving in 2009 as 2.56 million, with total visitor spending of $1.2 billion annually. Trade show
partnerships with Dallas and Fort Worth extend Irving awareness and visibility.
• Build optimal awareness—highly successful media efforts with the gondolas and Boy Scouts
put Irving on key radars, as do targeted media activities in association with the HP Byron Nelson
Championship. Media efforts hit an extraordinary high with the Texas Stadium implosion.
• Provide leadership—CVB staff members and best practices continue to be recognized and
awarded by the industry and peer groups.

Other Goals and Actions


• Increase room night sales by 2% over actuals for 2009-10.
• Capitalize on in-market events to generate client awareness and target traveler profiles.
• Leverage public relations strategies to extend awareness and reach for meeting planners, travel
coordinators and leisure travelers.
• Leverage on-line resources—via ICVB and third-party websites, and the strategic use of social
media—to expand awareness and reach.
• Continue to identify opportunities for developing summer and weekend business.
• Leverage partnerships to extend current business relationships, generate new ones, and extend
resources.
Irving C on vention and Visitors

Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET

Total room nights booked 128,389


B ureau— G eneral Fun d

Destination-wide customer satisfaction 94% 91% 85%


Convention Center customer satisfaction N/A N/A
90%
Convention Center revenue generated N/A N/A $1.6 mil

FY2010-11 Proposed Operating Budget


46
B u re a u — G e n e r a l F u n d
Ir v in g C o n v e n tio n a n d V is ito r s
Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
TAXES $ 6,502,838 $ 5,450,447 $ 5,153,247 $ 4,997,554
MISCELLANEOUS $ 231,162 $ 60,103 $ 13,138 $ 20,500
TRANSFERS FROM OTHER FUNDS $ 30,000 $ 816,950 $ 808,998 $ 916,218
DEPARTMENT TOTAL $ 6,764,000 $ 6,327,500 $ 5,975,383 $ 5,934,272

Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 1,858,142 $ 1,823,636 $ 1,853,447 $ 1,858,942
BENEFITS $ 433,531 $ 504,769 $ 446,551 $ 498,361
SUPPLIES $ 81,224 $ 114,800 $ 75,600 $ 76,775
EQUIPMENT MAINT. $ 12,499 $ 48,178 $ 47,800 $ 49,500
MISC. SERVICES $ 3,530,491 $ 3,681,286 $ 2,839,182 $ 3,562,679
TRANSFER CHARGES $ 550,200 $ 160,000 $ 479,430 $ -
EQUIPMENT $ 4,744 $ - $ 4,646 $ -
DEPARTMENT TOTAL $ 6,470,831 $ 6,332,669 $ 5,746,656 $ 6,046,256

Salaries and Wages


31%
Miscellaneous
59%

Benefits
8%

Supplies
Equipment 1%
Maintenance
0.8%

FY2010-11 Proposed Operating Budget


47
Expenditure Summary by Organization

Marketing Administration
24% 30%

Communication
Sales
7%
39%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
3501 Administration $ 1,862,816 $ 1,618,985 $ 1,755,806 $ 1,504,950
3202 Sales $ 2,134,162 $ 2,306,221 $ 2,090,222 $ 1,829,432
3503 Communication $ 362,675 $ 431,230 $ 319,547 $ 327,425
3506 Marketing $ 2,111,178 $ 1,976,233 $ 1,581,081 $ 1,091,080
3507 Convention Center $ - $ - $ - $ 1,293,370
TOTAL $ 6,470,831 $ 6,332,669 $ 5,746,656 $ 6,046,256
Irv in g C o n v en tio n an d V is ito rs

$4,000,000

$3,500,000

$3,000,000
B u reau — G en era l Fu n d

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFER EQUIPMENT
AND WAGES MAINT. SERVICES CHARGES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


48
B u re a u — O th e r F u n d
Ir v in g C o n v e n tio n a n d V is ito r s
There are three other funds within the Irving Convention and Visitors Bureau:

Reserve Fund:
This fund is reserved for pre-opening and marketing expenses for the Convention Center and holds
the Bureau’s commitment to the 2011 SuperBowl in the amount of $176,000. Additional funds may
be used for unbudgeted opportunities that arise during the fiscal year, to balance the ICVB General
Fund if necessary, and to fund unexpected contingencies.

Computer Replacement Fund:


This fund is reserved for the replacement of computers, printers, software systems and other com-
puter-related equipment for the Convention and Visitors Bureau.

Revenue Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
MISCELLANEOUS $ 88,000 $ 60,103 $ 13,138 $ 20,500
TRANSFERS FROM OTHER FUNDS $ 42,500 $ 816,950 $ 808,998 $ 916,218
OTHER FUNDS TOTAL $ 130,500 $ 877,053 $ 822,136 $ 936,718

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND BENEFITS $ 68,325 $ - $ 22,155 $ -
SUPPLIES $ 25,000 $ 17,300 $ 10,000 $ 12,000
MISC. SERVICES $ 397,381 $ - $ 67,710 $ -
TRANSFER CHARGES $ 30,000 $ 818,950 $ 808,998 $ 666,218
EQUIPMENT $ 15,295 $ - $ - $ -
OTHER FUNDS TOTAL $ 536,001 $ 836,250 $ 908,863 $ 678,218

Expenditure Summary by Fund


ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11 FY 2010-11
FUND SUMMARY ACTUAL ADOPTED ESTIMATED SUBMITTED PROPOSED
2202 Reserve $ 30,000 $ 150,000 $ 147,000 $ 150,000 $ 666,218
2203 Computer Replacement $ 20,000 $ 17,300 $ 10,000 $ 9,000 $ 12,000
2204 Building $ 482,500 $ 668,950 $ 752,526 $ 668,950 $ -
TOTAL $ 532,500 $ 836,250 $ 909,526 $ 827,950 $ 678,218

FY2010-11 Proposed Operating Budget


49
Department Staffing

Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 40 46 46

Full-Time Employees 26 26 26
Part-Time/SL Employees 14 20 20

Org 3501: Administration 8 8 8

Convention and Visitors Bureau Director 1 1 1


Business Manager 1 1 1
Senior Accountant 1 1 1
ICVB Technology Coordinator 1 1 1
Senior Accounting Clerk 1 1 1
CVB Assistant * 1 1 1
Administrative Assistant 1 0 0
Receptionist 1 1 1
Office Manager 0 1 1

Org 3502: Sales 26 32 33

Convention and Visitors Bureau Sales Manager 1 1 1


Customer Services & Housing Coordinator* 1 1 1
CVB Assistant * 2 2 2
Customer/Member Services Supervisor 1 1 1
Irv in g C on ven tion an d V isitors

ICVB Clerk/Convention Registration Personnel (PT) 14 20 20


Sales Supervisor 1 1 1
Sales Representative 6 6 6
Sales Assistant 0 0 1

Org 3503: Communications 3 3 3

Public Relations Coordinator 1 1 1


Public Relations Assistant 1 1 1
CVB Assistant 1 1 1

Org 3506: Marketing 3 3 2

Convention and Visitors Bureau Marketing Manager 1 1 1


Marketing Assistant 1 1 1
Sales Assistant 1 1 0

Staffing Notes:
FY 2010-2011 Adjustments:
* positions unfunded for FY 10-11
B u reau

FY2010-11 Proposed Operating Budget


50
Org: 3501 3502 3503 3506

Irving Convention and Visitors Bureau


Board of Directors

Convention and Visitors


Bureau Director -
Executive Director

CVB Asisstant
Business Manager CVB Assistant – ICVB Manager -
ICVB Manager - Communications/
Sales (2)
Sales Marketing Marketing

Senior Accountant
Marketing Assistant
Customer/Member Services
Supervisor

CVB Assistant -
Administration
PT ICVB Clerk (20) Sales Assistant

51
Senior Accounting
Clerk Customer Services &
Housing Coordinator
Public Relations Coordinator

FY2010-11 Proposed Operating Budget


ICVB Technology
Coordinator
Sales Supervisor
Public Relations Assistant

Office Manager

Sales Representative (6)

Receptionist

B u re a u
Ir v in g C o n v e n tio n a n d V is ito r s
FY2010-11 Proposed Operating Budget
52
Strategic Goal 4
Set the Standard for a Safe
and Secure City

Associated Departments: Nobody wants to live in a community or own property in an area that is not
--------------------------------------------- safe. Therefore, it is of the utmost importance that the residents of Irving feel
- that their neighborhoods are free from crime, protected from fires as well as
other disasters, and that help will arrive quickly in an emergency. The
• Police following strategies are associated with Strategic Goal 4. Specific activities
that are used to complete each strategy can be found on the following pages.
Strategies that are in bold are key focus areas for FY 2010-11.
• Fire
4.1 Decrease crime and disorder through proactive approaches
• Municipal Court 4.2 Build effective community partnerships
4.3 Improve motorist safety
• Animal Services 4.4 Increase operational efficiency
4.5 Enhance animal services to promote resident safety and ensure that
animals are provided a safe and healthy environment
4.6 Enforce Municipal Court orders
4.7 Implement initiatives to prevent fire and EMS incidents
4.8 Enhance delivery of effective emergency services
4.9 Promote public safety in the built environment

FY2010-11 Proposed Operating Budget


53
Strategies and Actions
FY10-11 FY 2010-11 Key

Strategy/
Strategies & Actions Focus Primary Desired
Action
Area Lead Outcome
4.1 Decrease crime and Police
disorder through proactive
approaches
4.1.1 Develop and implement tactics Police Reduced crime
specifically focused on reducing
crime
4.2 Build effective community Police
partnerships
4.2.1 Reduce crime and increase Police Reduced crime in
quality of life in multifamily apartments
communities
4.2.2 Expand community outreach to Police Form partnerships that
improve quality of life and lead to greater citizen
reduce crime satisfaction and reduces
juvenile crime
4.2.3 Provide volunteer and Police Use citizen volunteers to
educational opportunities to provide deterrence in
enhance resident safety crime prevention

4.3 Improve motorist safety Transportation

4.3.1 Analyze and implement tactics to Transportation Reduction in injury


reduce accidents and enhance accident rate
motorist safety
4.3.2 Monitor effectiveness of red light Transportation Reduction in accident
cameras and evaluate new severity at high accident
Strategic Goal 4

locations locations
4.4 Increase operational Police
efficiency
4.4.1 Enhance the ability of Police, Information Provide a level of
Fire, and Municipal Court to Technology customer service which
perform critical functions meets or exceeds the
current service level
agreement
4.4.2 Enhance city's capability to Emergency Increased level of
mitigate, prepare for, respond to Management community disaster
and recover from natural, resiliency
technological and man-made
disasters by meeting State
program
requirements
4.4.3 Maximize staffing resources Police Increased patrol
availability

FY2010-11 Proposed Operating Budget


54
Strategic Goal 4
Strategies and Actions
4.5 Enhance animal services to Intergovernmental
promote resident safety and Services
ensure that animals are
provided a safe and healthy
environment
4.5.1 Increase adoption rate Intergovernmental Adopt out all adoptable
Services animals
4.5.2 Streamline and improve efficiencies Intergovernmental Improved image and
of shelter operations to ensure that Services increased customer
animals are provided a safe and satisfaction
healthy environment
4.5.3 Increase the number of adopted Intergovernmental All animals adopted out of
animals that are sterilized Services the shelter are
sterilized which furthers
animal control goals. This
result also allows us to
discontinue our spay/
neuter voucher system
and experience the
associated cost savings
4.6 Enforce Municipal Court Municipal Court
orders
4.6.1 Increase compliance on court cases Municipal Court Improved communication
prior to warrant issuance with court defendants

4.6.2 Increase warrant clearance rate Municipal Court Enhanced public


awareness and
consequences related to
traffic warrants
4.7 Implement initiatives to Fire
prevent fire and EMS
incidents
4.7.1 Develop and implement a Fire Reduce number of fire
comprehensive prevention responses
education plan
4.7.2 Develop and implement a Fire Reduce number of fire
comprehensive Fire Code responses
Enforcement plan
4.7.3 Enhance the city's ability to Fire Reduce number of EMS
promote disease/injury prevention responses
and encourage healthy living of
residents
4.8 Enhance delivery of effective Fire
emergency services
4.8.1 Sustain emergency units in service Fire Safe and effective
and in district vehicles available in
district
4.8.2 Maximize staffing resources Fire Optimum staffing
resources

FY2010-11 Proposed Operating Budget


55
Strategies and Actions
4.9 Promote public safety in the Planning &
built environment Inspections

4.9.1 Ensure the Application of Planning & Inspections Contribute to a high


Construction Codes to all level of safety in the
Developments built environment
4.9.2 Maintain superior ISO rating Planning & Inspections Effectiveness rating of
construction code
enforcement as
evaluated by an
independent agency
Strategic Goal 4

FY2010-11 Proposed Operating Budget


56
Police
Mission Statement
Larry Boyd, Police Chief
.Create an environment where
service to the community is
paramount and crime and fear of
crime is non-existent.
For budgetary purposes, the Police Department is comprised of five divisions:
Key Strategies Field Operations Bureau, Administrative Services Bureau, Investigative Ser-
 Utilize problem-solving tech- vices Bureau, Emergency Management and Staff.
niques to address the root
causes of crime and disorder. Field Operations Bureau:
 In the spirit of mutual responsi-  North Patrol Division
bility, partner with neighbor-  South Patrol Division
hoods and businesses to identify  Special Operations Division
and solve problems that lead to  Tactical Section
crime.  Traffic Section
 Vice/Narcotics
 Promptly review crime trends,
develop reduction strategies and
thoroughly evaluate results. Investigative Services Bureau: Administrative Services Bureau:
 Criminal Investigations
 Build on our tradition of relent-
Division
 Technical Services Division
less law enforcement and strong  Jail
 Criminal Investigations
sense of service.  Communications Section
 Criminalistics
 Respect our community by pro-  Property Section
 Auto Pound
tecting the constitutional rights  Administrative Division
 Gang Unit
of all individuals.  Budget Specialist
 Records Section
 Research & Development/Crime
 Foster an organizational culture  Intelligence Unit
Analysis
that values integrity, account-  Family Advocacy Ctr.
ability and ethical decision-  Community Services Div.
making.  Volunteer Program Emergency Management
 Effectively communicate with  School Resource
all members of our organiza- Program
tion.  Elementary Education
 Continually review training and  Problem Solving Team
personnel development pro-  Police Athletic League
grams to ensure employees are  Reserves
prepared to provide quality ser-  School crossing
vice.
Staff:
 Police Chief
Department at a  Internal Affairs
Glance:  Professional Standards
 Police Legal Advisor
FY 2010-11 Budget

$49,047,936

Full Time Employees


509 FY2010-11 Proposed Operating Budget
57
Department FY 2009-2010 Results

 Sustained our record low crime rate


 Continued cooperation with the Immigration and Customs Enforcement Agency for our 24/7
CAP that has detained over 5700 prisoners for immigration violations since 9-1-2006.
 Expanded automated citation writing capabilities to all police vehicles.
 Achieved Recognized Agency status
 The Police Athletic League expanded its program to include wrestling.
 Placed officers at the front desk of the Criminal Justice Center to enhance customer service.
 Placed two automated license plate readers into service.
 Expand our take home police vehicle program by ten additional cars.
 Implemented a summer “hoops” program using school resource officers and YMCA personnel to
provide alternative activities for juveniles in the Walnut Hill Lane area.
 Contacted over 5000 citizens through Citizen Police Academies, Neighborhood Watches, Business
Community and Faith Based outreach programs.
 Utilized Federal funding through Justice Assistance Grants to upgrade jail surveillance systems and
purchase photo management software
 Continued to use disorder operations in high crime areas identified through COMSTAT
 Reached full functional staffing
 Developed and implemented a Business Intelligence program that allows officers to search multiple
databases to assist with problem solving.
 Renovated Police/Fire training academy to provide an exceptional training environment.
 Expanded digital video recording capabilities to the motorcycle unit.
 Reallocated officers within the traffic unit to DWI enforcement that has increased arrests by 24%.
 University of Dallas MBA program conducted a citizen satisfaction survey of citizens using police
services and the result was a 92% satisfaction rating.
 Implemented crime reduction ordinance that resulted in 16 multi-family properties mandated to par-
ticipate in the program
 94% of all graffiti was removed within 24 hours of detection
 Received a mass notification system to alert citizens and City employees of high priority events.
 Initiated a Continuity of Operations Plan
Police

FY2010-11 Proposed Operating Budget


58
Police
Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET
Number of Part I Violent Crimes 607 537 <607

Number of Part I Property Crimes 8574 8058 <7,985

Crime rate per 100 Units at Crime-Free 0.32 0.31 <.83


Multifamily Program Apartments
Average Monthly Motor Vehicle Injury 50.08 65 <158
Accident Rate
Police Services Satisfaction Rating 73% >73% >73%
(Resident Survey)
Apartment Crime as a Percentage of Overall Crime N/A N/A <30%
Volunteer Hours Donated 15,017 14,462 14,448

Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
FRANCHISE FEES $ 334,300 $ 334,300 $ 334,300 $ 240,000
FEES AND PERMITS $ 478,000 $ 478,000 $ 478,000 $ 607,500
FINES AND OTHER CHARGES $ 35,000 $ 35,000 $ 35,000 $ 40,000
COST REIMBURSEMENTS $ 1,169,490 $ 1,169,490 $ 1,169,490 $ 1,183,475
SALE OF GOODS $ 70,500 $ 70,500 $ 70,500 $ 66,000
MISCELLANEOUS REVENUE $ 40,000 $ 40,000 $ 40,000 $ 40,000

DEPARTMENT TOTAL $ 2,127,290 $ 2,127,290 $ 2,127,290 $ 2,176,975

FY2010-11 Proposed Operating Budget


59
Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 35,533,644 $ 35,321,871 $ 34,679,871 $ 33,601,006
BENEFITS $ 9,398,676 $ 10,444,799 $ 10,444,799 $ 10,965,812
SUPPLIES $ 1,239,162 $ 1,380,139 $ 1,345,639 $ 1,152,316
EQUIPMENT MAINTENANCE $ 1,654,700 $ 2,113,835 $ 2,093,835 $ 2,162,905
MISCELLANEOUS SERVICES $ 1,017,712 $ 1,223,554 $ 1,153,554 $ 1,118,047
TRANSFERS $ 1,108,754 $ 1,316,837 $ 1,316,837 $ 33,350
CAPITAL $ 373,036 $ 57,500 $ 32,000 $ 14,500
DEPARTMENT TOTAL $ 50,325,684 $ 51,858,535 $ 51,066,535 $ 49,047,936

Miscellaneous Transfers
Services 0%
3%
Equipment
Maintenance
3%

Supplies Salaries and Wages


Benefits 70%
2%
22%
Police

FY2010-11 Proposed Operating Budget


60
Police
Expenditure Summary by Organization
ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
0421 Field Operations $ 26,433,114 $ 26,938,269 $ 26,680,375 $ 24,592,089
0441 Admin Services $ 10,504,618 $ 10,896,363 $ 10,694,239 $ 9,948,599
0461 Investigative Svcs $ 12,045,592 $ 12,501,898 $ 12,182,482 $ 12,882,329
0481 Staff $ 1,117,238 $ 1,143,194 $ 1,131,220 $ 1,345,286
0491 Emergency Management $ 225,122 $ 378,812 $ 378,220 $ 279,633
TOTAL $ 50,325,684 $ 51,858,535 $ 51,066,535 $ 49,047,936

Emergency
Management
1%
Field Operations
Staff
52%
3%

Investigative Svcs.
24%

Admin. Services
21%

$30,000,000

$25,000,000

$20,000,000

$15,000,000

$10,000,000

$5,000,000

$-
Field Admin Investigative Staff Emergency
Operations Services Svcs Management

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


61
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 585 585 585


Full-Time 509 509 509
Part-Time 76 76 76

Org 0421: Field Operations Bureau 242 244 244

Assistant Police Chief 1 1 1


Police Captain 3 3 3
Payroll Assistant 1 1 1
Administrative Secretary 1 1 1
Senior Office Assistant 2 2 2
Police Lieutenant 11 11 11
Police Sergeant 27 27 27
Police Officer 196 198 198

Org 0441 Administrative Services Bureau 127 129 129

Assistant Police Chief 1 1 1


Police Captain 1 1 1
Accounting Clerk II 1 1 1
Senior Office Assistant 1 1 0
Administrative Secretary 0 0 1
Senior Payroll Assistant 1 1 1
Police Lieutenant 2 2 2
Police Sergeant 2 2 2
Police Officer 6 6 6
Budget Specialist 1 1 1
Police Communications Supervisor 6 6 6
Dispatcher I 16 16 16
Dispatcher II 22 22 22
Senior Dispatcher 7 7 7
Property & Evidence Supervisor 1 1 1
Senior Property Assistant 1 1 1
Property Assistant 4 4 4
Research and Planning Coordinator 1 1 1
Senior Crime Analyst 0 0 1
Crime Analyst 2 2 1
Detention Supervisor 7 7 7
Detention Officer 42 42 42
Police Communications Manager 1 1 1
Police Security Officer ** 1 1 1
Police

Police Officer Trainee ** 0 2 2

FY2010-11 Proposed Operating Budget


62
Police
Department Staffing

Funded Positions
2008-09 2009-10 2010-11
0461 Investigative Services Bureau 205 202 202

Assistant Police Chief 1 1 1


Police Captain 2 2 2
Staff Assistant 3 3 3
Police Lieutenant 3 3 3
Police Segeant 10 10 10
Police Officer 76 73 73
Counseling Services Manager 1 1 1
Counselor III 2 2 2
Counselor II 1 1 1
*Counselor II 1 1 1
*Counselor I 2 0 0
Counselor I 0 2 2
Property Assistant 2 2 2
School Crossing Guard Supervisor 1 1 1
PT School Crossing Guard 76 76 76
Lead Police Records Clerk 1 1 1
Senior Police Records Clerk 7 7 7
Police Records Clerk 14 14 14
Police Records Manager 1 1 1
Police Records Supervisor 1 1 1

Org 0481 Staff 7 6 7

Police Chief 1 1 1
Legal Secretary 1 1 1
Office Supervisor 1 1 1
Police Legal Advisor 1 1 1
Police Lieutenant 1 1 1
Police Sergeant 1 1 1
Police Officer 1 0 0
Workforce Relations Specialist II 0 1 1

Org 0491 Emergency Management 4 4 3

Emergency Management Coordinator 1 1 1


Assistant Emergency Management Coordinator 1 1 1
**Emergency Management Planner 1 1 1
MMRS Coordinator 1 1 0

Staffing Notes:

Emergency Management, Org 0491, moved from City Manager's Office in FY 08-09

* Positions funded by the Criminal Justice Grant Fund

** Positions currently frozen

** Position funded by MMRS Grant

FY2010-11 Proposed Operating Budget


63
Police

FY2010-11 Proposed Operating Budget


64
Fire
Mario Molina,
Fire Chief
The Fire Department provides response
to fire, medical, extrication, hazardous
materials and other emergencies on a 24-
Mission Statement hour per day basis from 11 strategically
located stations. The Fire Department
.The mission of the Fire operates eleven engine companies, four
Department is to minimize the aerial truck companies and eight Mobile
dangers to life and property for Intensive Care Units.
our citizens, in the most efficient
way, through fire prevention
efforts, safety education,
investigations, fire control Department FY 2009-2010 Results
operations, and continuous
training in the fields of EMS, In an effort to promote fire safety and minimize the losses from fires, the Fire De-
Hazardous Materials and Rescue. partment: presented more than 1000 safety education programs to nearly 26,000
citizens; performed 9,916 building inspections; and conducted two Citizen Fire
Academies.

Our goal to maintain all response times for both fire equipment (average 4:42) and
Department at a ambulances (average 4:28) to less than five minutes was attained and our goal to
Glance: meet NFPA dispatch process time standards of 60 seconds was surpassed with an
average dispatch time of 33 seconds.
FY 2010-11 Budget All training goals in the areas of Hazardous Materials, medical training and Insur-
ance Services Offices (ISO) requirements were met.
$32,621,402
The IFD added the following fire apparatus to improve service to the City of Irving.
Two Crimson fire pumpers equipped with: 1500 GPM pump, 500 gallon water tank,
Full Time Employees 40 gallon foam tank, rear and side camera system, and several updated NFPA safety
features. A new Crimson aerial truck equipped with several of the same safety fea-
tures plus a 103’ LED illuminated ladder and 1500 GPM pump was placed in ser-
317 vice at Fire Station 2. The city’s first heavy rescue truck has been placed in service
at station 6. This vehicle is equipped with specialized rescue equipment for vehicle
extrication and building collapse.

The IFD and CFA Alumni participated in: Special Olympics (1004 volunteer
hours); “Fill the Boot” MDA fundraiser ($84,293 collected); and with IPD deliv-
ered Christmas dinner and toys to 1100 kids through the Blue Christmas program.

Irving Fire Department continues to deliver exceptional services. IFD has a cardiac
survival rate which is double the national average.

FY2010-11 Proposed Operating Budget


65
Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET
Percent of emergency responses within 5 minutes 65% 70% 80%

Percent of fires confined to room of origin 37% 40% 75%

Emergency dispatch call processing time 34 33 <60 seconds

Percent of residents rating fire/ambulance response 93% 82% 80%


time/promptness as excellent/good

Percent of residents rating fire service as excellent/ 86% 84% 90%


good

Percent of residents rating ambulance service as 86% 82% 90%


excellent/good

Average emergency response time in minutes <5

Percent decrease in Fire responses >2%

Percent decrease in EMS responses >2%

Percent decreases in fires caused by code violations >2%

Percent of functional staffing achieved >95%

Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

FRANCHISE FEES $ 750 $ 1,000 $ 1,000 $ 1,000


Fire

FEES AND PERMITS $ 3,638,943 $ 4,850,000 $ 4,850,000 $ 4,425,000

DEPARTMENT TOTAL $ 3,639,693 $ 4,851,000 $ 4,851,000 $ 4,426,000

FY2010-11 Proposed Operating Budget


66
Fire
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 24,749,587 $ 24,716,853 $ 24,716,853 $ 22,287,641


BENEFITS $ 6,611,814 $ 7,213,733 $ 7,213,733 $ 7,338,268
SUPPLIES $ 997,581 $ 969,375 $ 929,375 $ 919,331
EQUIPMENT MAINTENANCE $ 692,584 $ 997,935 $ 997,935 $ 785,388
MISCELLANEOUS SERVICES $ 644,948 $ 849,435 $ 849,435 $ 1,012,824
TRANSFERS $ 614,880 $ 760,888 $ 760,888 $ 277,950
EQUIPMENT $ 29,558 $ - $ - $ -

DEPARTMENT TOTAL $ 34,340,952 $ 35,508,220 $ 35,468,220 $ 32,621,402

Transfers Salaries and Wages


1% 69%

Miscellaneous
3%

Equipment Maintenance
2%

Supplies
3%
Benefits
22%

$25,000,000

$20,000,000

$15,000,000

$10,000,000

$5,000,000

$-
SALARIES AND BENEFITS SUPPLIES EQUIPMENT MISCELLANEOUS TRANSFERS EQUIPMENT
WAGES MAINTENANCE SERVICES

2008-09 A ctual 2009-10 A do pted 2009-10 Estimated 2010-11P ro po sed

FY2010-11 Proposed Operating Budget


67
Expenditure Summary by Organization

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
0512 Administration $ 1,973,818 $ 2,076,693 $ 2,076,693 $ 1,680,007
0532 Fire Prevention $ 1,568,853 $ 1,685,036 $ 1,685,036 $ 1,613,671
0542 Communications $ 1,755,956 $ 1,823,112 $ 1,783,112 $ 1,815,359
0552 Operations $ 22,747,269 $ 23,191,889 $ 23,191,889 $ 21,162,813
0582 EMS $ 6,295,056 $ 6,731,491 $ 6,731,491 $ 6,349,553
TOTAL $ 34,340,952 $ 35,508,220 $ 35,468,220 $ 32,621,402

Communications
Fire Prevention
6%
5%

Administration
5%

EMS Operations
19% 65%

$25,000,000

$20,000,000

$15,000,000

$10,000,000

$5,000,000

$-
A dministratio n Fire P reventio n Co mmunicatio ns Operatio ns EM S
Fire

2008-09 A c tual 2009-10 A do pted 2009-10 Es tim ated 2010-11 P ro po s ed

FY2010-11 Proposed Operating Budget


68
Fire
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 318 318 318


Full-Time 317 317 317
Part-Time 1 1 1

Org 0512: Administration 14 15 14


Fire Chief 1 1 1
Assistant Fire Chief, Operations 1 1 1
Assistant Fire Chief, Logistics 1 1 1
Administrative Secretary 1 1 1
Senior Office Assistant 1 1 1
Accounting Clerk I 1 1 1
Payroll Assistant 1 1 1
Fire Captain, Training/Career Development 1 1 2
Fire Lieutenant, Training 1 1 1
Battalion Chief of Research and Development 1 1 0
Battalion Chief of Special Assignments 0 1 0
Administrative Assistant 1 1 1
Fire Programs Coordinator 1 1 1
Fire Property Coordinator 1 1 1
Property Technician 1 1 1

Org 0532: Fire Prevention 14 14 14


Fire Marshal 1 1 1
Assistant Fire Marshal 1 1 1
Fire Prevention Lieutenant 3 3 3
Fire Prevention Specialist 9 9 9

Org 0542: Communications 17 17 17


Battalion Chief, Comunications 0 0 1
Fire Captain 1 1 0
Fire Lieutenant 4 4 4
Firefighter 4 4 4
Fire Equipment Operator 8 8 8

Org 0552: Operations 218 218 219


Battalion Chief 6 6 6
Fire Captain 35 35 36
Fire Lieutenant 15 15 18
Fire Equipment Operator 46 46 46
Firefighter 116 116 113

Org 0582: EMS 55 54 54


Asst. Chief, Safety & Career Development 1 1 1
Battalion Chief, EMS & Health 1 0 1
Fire Captain, Health and Safety 1 1 0
Fire Lieutenant 3 3 3
Fire Equipment Operator 48 48 48
PT Office Assistant 1 1 1

Staffing Notes:
FY 2009-10 Personnel Changes:
3 Firefighter positions were reclassified to Fire Lieutenant positions.

FY 2010-11 Personnel Changes:


Battalion Chiefs moved from Admin org to Communications and EMS.

FY2010-11 Proposed Operating Budget


69
Organization Chart

Fire

FY2010-11 Proposed Operating Budget


70
Municipal Court
Wayne Lambert,
Director
Mission Statement The Municipal Court’s role is to adju-
dicate violations of city ordinances
.The Municipal Court is and other minor crimes. Its six divi-
committed to the fair and sions are:
impartial administration of justice
while maintaining a high level of • Administration
public trust and confidence by • Judicial
ensuring timely compliance of all • Customer Service
court orders. • Warrant/Compliance
• Teen Court
• Court Services

Department FY 2009-10 Results


• Implemented a marshal incentive program which resulted in more field
collections, arrest and officer initiated compliances compared to the pre-
Department at a vious year.
Glance: • The City Marshal’s Office implemented a new process for monitoring
performance and enhancing enforcement efforts.
FY 2010-11 Budget • Attained a 99% overall satisfaction rating from customer survey.
• In order to meet the guidelines of the court regulating agency, the court
$2,775,564 improved processes so that additional staff would not be required. These
improvements include:

1. Reduce time payment application from two pages down to one


Full Time Employees which reduced line time by requiring only pertinent information.
2. Implemented macros which automated a piece of the updating
41 process.

• The court began actively soliciting email addresses as well as allotted


space for email information on the printed citations in an effort to lower
postage cost.
• Participation in the third state wide warrant roundup.
• Won 2010 Traffic Safety Award for third consecutive year

FY2010-11 Proposed Operating Budget


71
Other Department Goals and Actions
• Implement a court collections plan which will include participation in the Scofflaw program
• Increase compliance by utilizing technology to remind defendants of scheduled court events.
• Encourage active interest in the Court by partnering with IISD through the Jack E. Singley Acad-
emy Internship program
• Utilize the Incode Automated Scheduling Module for common updates performed at the Court
which will increase efficiency.
• Participate in the fifth annual state-wide warrant roundup

Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET

% of warrants cleared
within three months N/A >50%

% of FTA’s for scheduled


court hearings N/A <20%

Cases Set for Pre-trial 95%


Hearings and Trials
within 40 days of Request

Average Line Time <10 100%


Minutes During Peak
Hours
Maintain a customer N/A 95%
service satisfaction level
of at least 95% in overall
Municipal Court

court operations

FY2010-11 Proposed Operating Budget


72
Municipal Court
Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
FINES AND OTHER CHARGES $ 7,922,000 $ 7,922,000 $ 7,922,000 $ 8,826,300
MISCELLANEOUS REVENUE $ 400 $ 400 $ 420 $ 400
DEPARTMENT TOTAL $ 7,922,400 $ 7,922,400 $ 7,922,420 $ 8,826,700

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 1,947,156 $ 2,020,417 $ 2,020,417 $ 1,963,819


BENEFITS $ 568,445 $ 678,584 $ 678,584 $ 722,060
SUPPLIES $ 29,378 $ 58,614 $ 54,486 $ 53,892
EQUIPMENT MAINTENANCE $ 27,196 $ 26,223 $ 26,223 $ 32,779
MISCELLANEOUS SERVICES $ 1,599 $ 5,415 $ 3,815 $ 3,015
TRANSFERS $ 12,257 $ 9,112 $ 9,112 $ -
OTHER CAPITAL $ - $ - $ - $ -
DEPARTMENT TOTAL $ 2,586,031 $ 2,798,364 $ 2,792,636 $ 2,775,564

Transfers
Miscellaneous Services 0%
0.1%

Equipment Maintenance Salaries and Wages


1% 71%
Benefits
26%
Supplies
2%

FY2010-11 Proposed Operating Budget


73
Expenditure Summary by Organization

Administration
Court Services
8% Judicial
21%
11%

Teen Court
8%

Customer Service
22%

Warrant/Compliance
30%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
1305 Administration $ 245,333 $ 247,689 $ 247,689 $ 216,578
1310 Judicial $ 287,674 $ 277,192 $ 277,192 $ 297,021
1320 Customer Service $ 562,023 $ 591,784 $ 591,784 $ 613,754
1330 Warrant/Compliance $ 762,295 $ 935,627 $ 929,899 $ 863,414
1340 Teen Court $ 203,158 $ 202,219 $ 202,219 $ 210,071
1350 Court Services $ 525,548 $ 543,854 $ 543,854 $ 574,727
TOTAL $ 2,586,031 $ 2,798,364 $ 2,792,636 $ 2,775,564

$1,000,000

$900,000

$800,000

$700,000

$600,000
Municipal Court

$500,000

$400,000

$300,000

$200,000

$100,000

$-
Administration Judicial Customer Service Warrant/Compliance Teen Court Court Services

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


74
Municipal Court
Department Staffing

Funded Positions
2008-09 2009-10 2010-11

Department Total 41 41 41

Full-Time Employees 41 41 41
Part-Time (PT) Employees 0 0 0

Org 1305: Municipal Court Administration 3 3 3

Court Services Director 1 1 1


Administrative Coordinator 0 0 0
City Marshal 1 1 1
Office Coordinator 1 1 1

Org 1310: Judicial 2 2 2

Presiding Municipal Court Judge 1 1 1


Municipal Court Judge 1 1 1

Org 1320: Municipal Court Customer Service 11 11 11

Court Services Coordinator 1 1 1


Senior Court Clerk 2 2 2
Court Clerk 8 8 8

Org 1330: Warrant Compliance 12 12 12

Chief City Marshal 1 1 1


Senior City Marshal 1 1 1
City Marshal 5 5 5
Senior Court Clerk 1 1 1
Court Clerk 4 4 4

Org 1340: Teen Court 3 3 3

Court Services Coordinator 1 1 1


Teen Court Assistant 1 1 1
Court Services Assistant 0 0 0
Court Clerk 1 1 1

Org 1350: Municipal Court Services 10 10 10

Court Services Coordinator 1 1 1


Senior Court Clerk 2 2 2
Court Clerk 7 7 7

Staffing Notes:

Positions Funded in the Municipal Court Buildilng Security Fees Fund:


City Marshal - 1 Position

FY2010-11 Proposed Operating Budget


75
Organization Chart

Municipal Court

FY2010-11 Proposed Operating Budget


76
Animal Services
Our Vision
We aspire to be a city prepared and
Fred Sanderson,
educated to assure a safe, healthy and
caring environment for its people and
Manager
animals.

Our Mission The Animal Services Division is a part of the Goal 4 Initiative which is to Set
Animal Services promotes and pro- the Standard for a Safe and Secure City.
tects the health, safety and welfare of
Irving residents and animals
Department FY 2009-10 Results
Our Value Statements
Our mission is achieved through Organizational Improvements:
shared values which include:  Extensive Strategic Planning was done, new procedures written and a needs
 Professionalism assessment was conducted.
 Responsibility  Implemented Balanced Scorecard model to further operational proficiency
 Compassion  Published informational brochures in Spanish and English
 Commitment  Significant Website Changes have been made, and online donation capabili-
ties were made available.
 Integrity
 Utilization of cross training across the department and succession planning
 Accountability
forecasting
 Self-Determination
 Sister cities collaboration project with Leon, Mexico
The Animal Services staff, in accor-  Established an improvement of the month program to reward process im-
dance with their mission, strives to: provement ideas
Keep Irving safe through informative  Successful Grand Opening Event held Saturday, March 27, 2010
tips, services and codes, and  Created shared graphic with DFW for the Irving Animal Care Campus
Find loving homes for adoptable along with a shared brochure
pets  Developing a plan to implement a community-wide movement toward a
100% Live Release Rate Goal
Our Motto  Third annual rabies vaccination clinic in November 2009 was held at the
Duty with Compassion shelter
 Partnered with DFW Humane Society on offsite adoption events and held
Department at a our annual Adopt-A-Thon and Coalition Tailgate Adopt-A-Thons in May
Glance: 2009

FY 2010-11 Budget

$1,490,681

Full Time Employees

15

FY2010-11 Proposed Operating Budget


77
Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET

Live animal release rate 28% 42% 50%

Percent of service requests 69% 79% 75%


resolved

Number of pets registered N/A 5,000 8,000

Citizen satisfaction with overall 57% 55% 60%


quality of Animal Services:

Percent of citizens rating the 56% 54% 60%


quality of animal control in
neighborhoods as “excellent/good”

Number of animals handled 1,464 8,000 8,000

Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

FEES AND PERMITS $ 117,531 $ 136,800 $ 126,800 $ 155,100

DEPARTMENT TOTAL $ 117,531 $ 136,800 $ 126,800 $ 155,100


Animal Services

FY2010-11 Proposed Operating Budget


78
Animal Services
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 713,768 $ 739,024 $ 739,024 $ 806,714


BENEFITS $ 215,769 $ 282,417 $ 282,417 $ 243,646
SUPPLIES $ 96,378 $ 128,295 $ 128,295 $ 261,700
EQUIPMENT MAINTENANCE $ 38,017 $ 55,208 $ 55,208 $ 61,330
MISCELLANEOUS SERVICES $ 48,660 $ 35,574 $ 35,574 $ 102,291
TRANSFERS $ 17,043 $ 19,517 $ 19,517 $ -
EQUIPMENT $ 4,180 $ 15,000 $ 15,000 $ 15,000
DEPARTMENT TOTAL $ 1,133,815 $ 1,275,035 $ 1,275,035 $ 1,490,681

Miscellaneous Services
7% Transfers Equipment
0% 1%
Equipment Maintenance
4%

Supplies
18% Salaries and Wages
54%
Benefits
16%

FY2010-11 Proposed Operating Budget


79
Expenditure Summary by Organization

Veterinarian Clinic Administration


21% 31%
Shelter Operations
18%

Field Operations
30%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
1751 Administration $ 1,133,815 $ 1,275,035 $ 1,275,035 $ 457,700
1752 Field Operations $ - $ - $ - $ 446,844
1753 Shelter Operations $ - $ - $ - $ 267,018
1754 Veterinarian Clinic $ - $ - $ - $ 319,119
TOTAL $ 1,133,815 $ 1,275,035 $ 1,275,035 $ 1,490,681

$1,400,000

$1,200,000

$1,000,000

$800,000
Animal Services

$600,000

$400,000

$200,000

$-
Administration Field Operations Shelter Operations Veterinarian Clinic

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


80
Animal Services
Department Staffing

Funded Positions
2008-09 2009-10 2010-11

Department Total 15 15 15

Full-Time Employees 15 15 15
Part-Time (PT)/Seasonal (SL) Employees 0 0 0

Org 1751 Administration 2 2 2

Animal Services Manager 1 1 1


Administrative Secretary 1 1 1

Org 1752 Field Operations 7 7 7

Senior Animal Services Officer 1 1 1


Animal Services Officer 6 6 6

Org 1753 Shelter Operations 4 4 4

Shelter Supervisor 1 1 1
Shelter Attendant 3 3 3

Org 1754 Veterinarian Clinic 2 2 2

Veterinarian 1 1 1
Veterinary Technician 1 1 1

FY2010-11 Proposed Operating Budget


81
Organization Chart

Animal Services

FY2010-11 Proposed Operating Budget


82
Strategic Goal 5
Promote and Support Diversity
in the Community
As demographic characteristics of the city change, the city must respond by
promoting diversity throughout the community. As of the 2000 U.S. Census
report, over half of Irving’s residents were considered minorities, and this
number is projected to increase in the future. For the city to continue being a
vibrant community, steps must be taken to ensure that diversity is valued.
The following strategies are associated with Strategic Goal 5. Specific ac-
tivities that are used to complete each strategy can be found on the following
pages. Although there are no organizations tied directly to this goal, many
departments have individual programs or activities that support Goal 5.

5.1 Expand organizational and community knowledge of cultural


differences

5.2 Increase minority- and women-owned business participation for city


purchases and contracts

FY2010-11 Proposed Operating Budget


83
Strategies and Actions
FY10-11 FY 2010-11 Key
Strategy/
Strategies & Actions Focus Primary Desired
Action
Area Lead Outcome
5.1 Expand organizational and Citywide
community knowledge of
cultural differences
5.1.1 Conduct outreach activities to All departments Increase community
increase civic engagement involvement by engaging
diverse populations
through outreach
activities
5.1.2 Develop initiatives to encourage All departments Increase community
cross cultural citizen involvement involvement by engaging
diverse populations
through outreach
activities
5.2 Increase minority- and Intergovernmental
women-owned business Services
participation for city
purchases and contracts
5.2.1 Conduct educational outreach Purchasing 10% increase in number
efforts to increases minority-and of vendors submitting
women-owned business bids
Strategic Goal 5

FY2010-11 Proposed Operating Budget


84
Strategic Goal 6
Promote Effective
Communication Among All
Members of the Community
Associated Departments
--------------------------------------------- Through better utilization of technological opportunities and increasing the
frequency of communication, the city will promote effective
• Corporate Communications communication with both citizens and city employees. Partnerships with
other organizations will also be developed to increase communication with
citizens. The following strategies are associated with Strategic Goal 6.
Specific activities that are used to complete each strategy can be found on
the following pages. Strategies that are in bold font are key focus areas for
FY 2010-11.

6.1 Communicate key city strategies and messages to residents and


stakeholders
6.2 Expand the use of technology to effectively communicate with the
community
6.3 Enhance communication with city employees
6.4 Strengthen media relations
6.5 Enhance communications with neighborhood associations

FY2010-11 Proposed Operating Budget


85
Strategies and Actions
FY10-11 FY 2010-11 Key
Strategy/
Strategies & Actions Focus Primary Desired
Action
Area Lead Outcome
6.1 Communicate key city Corporate
strategies and messages to Communications
residents and stakeholders
6.1.1 Increase promotion of ICTN ICTN Increase viewership of
programming ICTN

6.1.2 Implement new city logo Corporate Continue to brand the city
Communications using the new logo
6.1.3 Expand electronic messaging Corporate Create new messaging
throughout city facilities Communications opportunities in the city to
further communicate city
programs, initiatives and
events
6.1.4 Expand "voice of the customer" Corporate Provide residents with
opportunities Communications more opportunities to
offer feedback on city
initiatives
6.1.5 Boost communication partnership Corporate Communicate city
opportunities through city/chamber Communications messaging to business
calibration team sector and advance
Irving's placement in
D Magazine's top cities
in Texas
6.1.6 Develop effective communication Corporate Develop effective
tools through resident survey Communications communication tools
based on resident input

6.2 Expand the use of technology Information


to effectively communicate Technology
Strategic Goal 6

with the community


6.2.1 Strengthen and enhance online Information To evaluate the volume
services for external customers (IT) Technology of traffic/ website users
and identify any
improvements that need
to be made

6.2.2 Enhance and improve city website Information Evolve website to make
Technology sure its more user-
friendly, informative and
adaptive to new
technology
6.2.3 Enhance social media Corporate Keep up with the newest
opportunities Communications forms of communication:
social networking
6.2.4 Implement non-emergency Corporate Use this new form of
communications for mass Communications communication to
notification system broaden the number of
residents reached

FY2010-11 Proposed Operating Budget


86
Strategies and Actions
6.3 Enhance communication with Corporate
city employees Communications
6.3.1 Enhance educational opportunities ICTN Expand knowledge base
for city staff of employees to promote
leadership opportunities
and promote the city's
mission, vision, values
and strategic plan
6.3.2 Redesign Inside Irving newsletter Corporate Create an effective
Communications employee newsletter to
keep employees informed
on internal topics
6.3.3 Create graphics design team to Corporate Improve citywide
develop and coordinate citywide Communications standardization and
communication standards quality of print materials

6.4 Strengthen media relations Management


Operations Team
6.4.1 Improve relationship with key Management Television/newspaper/
media contacts Operations Team Internet media coverage
for the City of Irving
6.4.2 Create media spokesperson Management Develop qualified staff to
resource pool Operations Team speak to issues for the
organization

6.5 Enhance communications Management


with neighborhood Operations Team
associations
6.5.1 Develop well informed Management Well informed
Neighborhood Association Officers Operations Team neighborhood association
officers who take this
information back to their
neighborhood groups
Strategic Goal 6

FY2010-11 Proposed Operating Budget


87
FY2010-11 Proposed Operating Budget
88
Corporate
Communications
Laurie Kunke,
Mission Statement Director
The Corporate Communications
Department develops and distributes
Corporate Communications develops and distributes printed, electronic and
proactive communication tools to
television programming communications to inform and educate residents,
residents, employees, and the media
employees and the news media.
that provide accurate and timely
Corporate Communications consists of four areas:
information about the importance and
effectiveness of the City of Irving.  Printed Publications
 Video Services
 Website and Social Networking
 Print Services and Mail Room

Department FY 2009-10 Results


 Implemented new city logo and created Brand Identity Standards Guide
Department at a  Added two new shows to ICTN programming to communicate key
Glance: messages
 Posted 250 videos on demand, more than 30 on YouTube and added
programming for download on iTunes
FY 2010-11 Budget  Created 151 videos that address key focus areas
$2,727,380
 Produced two new “Resident Report” videos and a special budget video
Full Time Employees  Developed Foundations employee video training series
22  Provided live coverage and national satellite uplink of Texas Stadium
implosion; live coverage of city elections
Part Time Employees  Posted monthly voice on hold messages for telephone callers
8  Became fully automated at ICTN, more than doubling on-air time
 Promoted ICTN videos through employee and resident e-mails
 Added video links to website articles
 Redesigned City Spectrum newsletter, conducted readership survey and
created Year in Review
 Distributed weekly informational e-mails to employees
 Increased distribution of weekly All About Irving e-mails to residents;
conducted survey to determine readership and story interests
 Began promoting the city through Facebook and Twitter
 Began implementation of digital signage
 Created storyboards for City Hall first floor

FY2010-11 Proposed Operating Budget


89
Department FY 2009-10 Results (cont.)

 Planned and conducted a resident Town Hall Meeting and five Employee Town Hall Meetings
 Created 2010 Be Green calendar
 Conducted two special Eyes on Irving campaigns to increase number of callers; tripled monthly
average of reports

Key Performance Indicators


2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET

Percent of residents rating “City 93% 94% >94%


Spectrum” as useful/very useful

Percent of residents rating “City 71% 73% 75%


Spectrum Extra” as useful/very useful

Percent of residents rating the City 71% 72% 75%


Manager’s Report as useful/very useful

Percent of residents rating the City 85% 85% >90%


website as useful/very useful

Percent of residents rating “City 87% 85% 87%


Briefs” as useful/very useful

Employees Rating Information from >90%


Corporate Communications

Corporate Communications as
Good or Excellent

Percent of residents rating ICTN 60% 65% >67%


as useful/very useful

Percent of residents rating fliers 69% 70% 72%


and brochures as useful/very useful

Percent of residents rating video on 57% 60% 65%


demand as useful/very useful

Departmental videos produced 55 40 45

Resident videos produced 142 100 120

Total On-Demand videos posted 400 450 475

Video streaming 303,230 310,000 310,000

ICTN web page views 34,288 35,000 37,000

FY2010-11 Proposed Operating Budget


90
Corporate Communications
Key Performance Indicators (cont.)

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET

Library checkouts of 766 800 825


ICTN programs

Hours on the air (ICTN) 11,154 17,520 18,000

Programming dubs made for 976 1,000 1,000


public

Print Shop jobs requested


Prepress/Press 632 652 672
Copy 1,828 1,828 1,828
Other Requisitions 852 869 875

Copies produced annually


Color 2,186,783 2,583,541 2,583,541
Black and White 2,011,972 2,201,551 2,201,551

Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
FRANCHISE FEES $ 2,477,539 $ 1,988,000 $ 1,988,000 $ 2,465,000
MISCELLANEOUS $ - $ 3,200 $ 3,200 $ -
DEPARTMENT TOTAL $ 2,477,539 $ 1,991,200 $ 1,991,200 $ 2,465,000

FY2010-11 Proposed Operating Budget


91
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 1,540,042 $ 1,719,997 $ 1,708,642 $ 1,537,428


BENEFITS $ 408,623 $ 531,292 $ 530,998 $ 415,386
SUPPLIES $ 299,724 $ 383,440 $ 384,938 $ 329,400
EQUIPMENT MAINT. $ 68,135 $ 69,051 $ 69,051 $ 55,441
MISC. SERVICES $ 212,921 $ 412,870 $ 412,870 $ 204,725
TRANSFERS $ 54,618 $ 54,618 $ 54,618 $ -
CAPITAL $ 239,597 $ 207,000 $ 207,000 $ 185,000
DEPARTMENT TOTAL $ 2,823,660 $ 3,378,269 $ 3,368,117 $ 2,727,380

Capital
7%
Transfers
0%
Miscellaneous Services
8%

Equipment Maintenance
2%
Salaries and Wages
56%
Supplies
12%

Benefits
15%
Corporate Communications

$2,000,000

$1,500,000

$1,000,000

$500,000

$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFERS CAPITAL
AND MAINT. SERVICES
WAGES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


92
Corporate Communications
Expenditure Summary by Organization
ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
2422 Administration $ 901,912 $ 1,356,640 $ 1,353,816 $ 826,328
2442 Cable Services $ 1,640,990 $ 1,708,312 $ 1,700,893 $ 1,593,029
2452 Print Shop and Mail Room $ 280,658 $ 313,317 $ 313,408 $ 308,024
TOTAL $ 2,823,660 $ 3,378,269 $ 3,368,117 $ 2,727,380

Administration
31% Cable Services
58%
Print Shop and
Mail Room
11%

$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
Administration Cable Services Print Shop and Mail
Room
2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


93
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 36 34 30

Full-Time Employees 28 26 22
Part-Time (PT) Employees 8 8 8

Org 2422: Administration 12 11 7

Corporate Communications Director 1 1 1


Administrative Assistant 1 0 0
Community Outreach Coordinator ** 2 1 0
Strategic Communications Manager 0 1 1
Community Outreach Manager 1 1 0
Office Coordinator 1 2 1
Senior Community Outreach Coordinator 1 1 0
Graphics Specialist 1 1 1
Graphic Designer 1 0 0
Publications Supervisor 1 1 1
Publications Specialist 1 1 1
Web Content Specialist 1 1 1
Org 2442: Video Services 19 18 18

Executive Producer 1 1 1
Senior Producer/Director 1 0 0
Producer/Director 3 3 3
Television Director/Editor 4 4 4
Chief Television Engineer 1 1 1
Video Technician 2 2 2
PT Senior Office Assistant 1 1 1
Corporate Communications

PT Intern - Production 6 6 6
Org 2452: Print Services 5 5 5

Print Shop Supervisor 1 1 1


Printer 2 2 2
Print Shop Assistant 1 1 1
PT - Mail Clerk 1 1 1

Staffing Notes:

Community Outreach Manager and one Office Coordinator position move to Management Operations
Team

Senior Community Outreach Coordinator and Community Outreach Coordinator positions move to
Intergovernmental Services Team.

**Community Outreach Coordinator position funded in Municipal Drainage Utility Fund

FY2010-11 Proposed Operating Budget


94
Corporate Communications
Organizational Chart

Org: 2422 2442 2452


Corporate
Communications Director

Office
Coordinator

Strategic
Executive
Communications
Producer
Manager

Office Assistant
Print Services Publications Web Content (PT)
Supervisor Supervisor Specialist

Producer/Director
(3)
Printer (2) Chief TV Engineer
Publications
Specialist
Director/Editor
Video Technician (3)
Print Assistant
(2)
Graphics Specialist
Director/Editor/
Intern Coordinator
Mail Clerk (PT)

ICTN Intern (PT)


(6)

FY2010-11 Proposed Operating Budget


95
FY2010-11 Proposed Operating Budget
96
Strategic Goal 7
Promote Excellence in Irving’s
Cultural, Recreational, and
Educational Environments
Associated Departments
--------------------------------------------- The City of Irving will continue to develop the excellent variety of
programs that enhance the quality of life for its residents and visitors.
Working with community partners, the city will help provide excellent
• Library opportunities to enjoy life-enhancing activities. These civic institutions will
draw residents and visitors by establishing Irving as a leading city for
• Parks and Recreation cultural, recreational, and educational activities. The following strategies
are associated with Strategic Goal 7. Specific activities that are used to
• Irving Arts Center complete each strategy can be found on the following pages.

• Museum 7.1 Create innovative recreational, educational and cultural programs


7.2 Implement the comprehensive library master plan
7.3 Address the multiple needs of aging and disabled population
7.4 Plan, design and implement park and trail improvements
7.5 Explore design alternatives for development of a City Historical
Museum

FY2010-11 Proposed Operating Budget


97
Strategies and Actions
FY10-11 FY 2010-11 Key

Strategy/
Strategies & Actions Focus Primary Desired
Action

Area Lead Outcome


7.1 Create innovative Parks & Libraries
recreational, educational and
cultural programs

7.1.1 Optimize number of events, Irving Arts Center Enhancement of


programs and services provided by programs
Arts Center
7.1.2 Optimize number of programs and Irving Arts Center Enhancement of
services provided by granting programs
program (IAC)

7.1.3 Expand use of Art Center facilities Irving Arts Center Increase use of facilities

7.1.4 Increase revenues generated by Irving Arts Center Increase rentals by 7%


Art Center facilities rentals

7.1.5 Develop and increase new revenue Parks & Libraries Identify new revenue
generation opportunities opportunities
(Parks/Recreation/Library)

7.1.6 Develop library services that Libraries Enhance emphasis on


engage the various cultures of the diversity programming
community

7.1.7 Continue to expand partnerships Parks & Libraries Expansion of


between the Libraries and consolidation of
Strategic Goal 7

Recreation resources

7.1.8 Implement Urban Forestry Program Parks Enhancement of urban


forestry program

7.2 Implement the comprehensive Parks & Libraries


library master plan
7.2.1 Restructure organization for Libraries Completed reorganization
service delivery and efficiencies to
meet new master plan

7.2.2 Develop comprehensive marketing Libraries Develop focused


campaign for current and future marketing campaign for
library services current and future library
services

FY2010-11 Proposed Operating Budget


98
Strategic Goal 7
Strategies and Actions
7.3 Address the multiple needs Parks & Libraries
of aging and disabled
population
7.3.1 Expand program offerings for Parks Established new
disabled persons through creation partnerships for disabled
of new partnerships programming and
athletics

7.4 Plan, design and implement Capital


park and trail improvements Improvement
Program

7.4.1 Plan, design and implement Capital Completion of park


construction of new high quality Improvement improvements
park improvements Program

7.4.2 Develop plans and identify funding Capital Completion of the


resources to secure continuation Improvement Campión Trails system
of the Campion Trails throughout Program
Irving

7.5 Explore design alternatives Community


for development of a City Services Team
Historical Museum

7.5.1 Explore design alternatives for Real Estate and New facility to enhance
development of a City Historical Development community/regional
Museum educational outreach/
tourism

FY2010-11 Proposed Operating Budget


99
FY2010-11 Proposed Operating Budget
100
Parks & Recreation

Chris Michalski,
Director
The department is made up of eight divisions: Marketing/Business Services,
Youth Services, Parks, Athletics, Aquatics, Vector Control, Recreation, and
Corridor Maintenance

The functions of the Marketing/Business Services division include planning,


organizing and supervising the business operations of the department as well
as working directly with the Parks and Recreation Board.

The Youth Services


division provides
professional recreation
and leisure services for
Department at a the youth and teens of
Glance: Irving.

The Parks division


FY 2010-11 Budget provides professional
management and
$12,420,322
maintenance services for
1,802.94 acres of
Full Time Employees
parkland and City-owned
property.
143
The Athletics and Aquatics divisions provide professional management of
Part Time Employees
athletic and aquatic facilities, and coordinates facility use among 15 athletic
and aquatic co-sponsored organizations.
187
The Vector Control division provides health services to include surveillance,
monitoring and treatment of mosquito borne viruses.

The Recreation division provides professional recreation and leisure services


for Irving citizens. Exercises managerial supervision of seven recreation
centers, three school centers and one Senior Activity Center, and is
responsible for planning and coordination of recreation programming and
special activities, and coordination of Dallas County programs for the
elderly.

FY2010-11 Proposed Operating Budget


101
Department FY 2009-10 Accomplishments

• Established Tree Advisory Board, December 2009


• Obtained Tree City USA status, April 2010
• Hosted the Spanish Town Hall Meeting in conjunction with the Cinco de Mayo Celebration,
May 2010
• Completed construction and opened Dog Park, May 2010
• Completed construction and opened West Irving Aquatic Center, June 2010
• Expanded disabled program offerings and special events
• Administered the July 4th Fireworks Show, July 2010
• Completed the Campion Trail extension from Twin Wells to Trinity View Park, August 2010
• Expanded the Main Street event, September 2010
• Consolidated Parks and Recreation with Libraries
• Expanded new revenue generation opportunities
• Implemented electronic work order system

Key Performance Indicators


2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET

Number of on the job injuries 13 10 <10

Number of vehicular accidents 5 3 3

Average annual maintenance cost $3,707 $3,777 $3,600


per park acre

Customer Satisfaction Rating 95.5% 97% 97%


P ark s an d R e crea tio n

Participation 381,098 385,000 389,000

Revenue earned $1,508,459 $1,553,150 $1,668,899

Overall annual resident survey 73%


rating

FY2010-11 Proposed Operating Budget


102
P ark s an d R ecreation
Revenue Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
RENTAL FACILITIES/GOLF COURSE $ 409,970 $ 482,000 $ 482,000 $ 623,449

DEPARTMENT TOTAL $ 409,970 $ 482,000 $ 482,000 $ 623,449

Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 9,452,257 $ 9,183,836 $ 9,108,704 $ 7,451,984


BENEFITS $ 2,475,396 $ 2,907,243 $ 2,900,885 $ 2,316,376
SUPPLIES $ 672,724 $ 674,429 $ 674,429 $ 595,212
STRUCTURE MAINTENANCE $ 740,363 $ 762,500 $ 762,500 $ 309,500
EQUIPMENT MAINTENANCE $ 572,912 $ 664,098 $ 664,098 $ 585,522
MISCELLANEOUS SERVICES $ 1,122,593 $ 1,122,173 $ 1,141,173 $ 1,161,729
TRANSFERS $ 251,662 $ 187,859 $ 187,859 $ -
BUILDINGS AND STRUCTURES $ - $ - $ - $ -
CAPITAL $ 176,147 $ 170,100 $ 170,100 $ -
DEPARTMENT TOTAL $ 15,464,053 $ 15,672,239 $ 15,609,749 $ 12,420,323

Transfers
0%
Miscellaneous Services
9%
Equipment Maintenance
5%
Salaries and Wages
Structure Maintenance
60%
2%
Benefits
19%

Supplies
5%

FY2010-11 Proposed Operating Budget


103
Youth Services
3.09% Parks and Athletics
52.85%

Marketing/Business
Services 3%

Aquatics
10.38%
Recreation
Vector Control
26.74%
0.25%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
0712 Marketing/Business Svcs $ 773,384 $ 912,799 $ 908,409 $ 830,374
0722 Youth Services $ 368,935 $ 306,421 $ 306,421 $ 383,493
0751 Parks and Athletics $ 6,763,388 $ 6,466,781 $ 6,466,781 $ 6,564,152
0752 Aquatics $ 1,133,009 $ 1,398,798 $ 1,398,798 $ 1,289,638
0762 Vector Control $ 44,633 $ 36,375 $ 36,375 $ 30,962
0782 Recreation $ 3,293,063 $ 3,575,346 $ 3,517,246 $ 3,321,705
TOTAL $ 15,464,053 $ 15,672,239 $ 15,609,749 $ 12,420,322

7000000

6000000

5000000

4000000

3000000
P a rk s a n d R e c r e a tio n

2000000

1000000

-1000000
Marketing/Business
Youth Services
Parks and AthleticsAquatics Vector Control Recreation Administration Custodial Building
Svcs Maintenance

FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11PROPOSED

FY2010-11 Proposed Operating Budget


104
Department Staffing

P a rk s a n d R e c r e a t io n
Funded Positions
2008-09 2009-10 2010-11

Department Total 317 345 330

Full-Time Employees 136 142 143


Part-Time (PT)/ Seasonal (SL) Employees 181 203 187

Org 0712: Marketing/Business Services 7 7 7

Community Services Team Director 1 1 1


Parks and Libraries Director 1 1 1
Marketing and Public Affairs Coordinator 1 1 1
Assistant to Managing Director 1 0 0
Administrative Assistant 1 1 1
Administrative Secretary 1 2 2
Senior Office Assistant 1 0 0
Office Coordinator 0 1 1

Org 0722: Youth Services 5 5 5

Community Programs Supervisor 1 1 1


Youth Programs Specialist 1 1 1
PT Recreation Specialist 1 1 1
PT Recreation Activities Leader 2 2 2

Org 0751: Parks and Athletics 91 97 97

Parks Manager 0 1 1
Parks Supervisor 5 3 3
Corridor Manager 0 1 1
Operations Manager 0 0 1
Horticulture Coordinator 1 1 1
Athletics and Aquatics Manager 0 1 1
Athletics Supervisor 1 0 0
Parks Crew Leader 13 12 12
Facilities Maintenance Mechanic 6 6 6
Groundskeeper I 12 12 12
Groundskeeper II 29 29 29
Crew Leader (funded by MDU) 0 1 1
Equipment Operator I (funded by MDU) 1 1 1
Maintenance Worker I (funded by MDU) 3 10 10
Horticulture Worker 4 4 4
Parks Sign Technician 1 1 1
Section Chief 3 4 4
Senior Welder 1 1 1
Park Equipment Mechanic 1 1 1
Warehouse Assistant 1 1 1
Welder 1 1 1
PT Facilities Maintenance Mechanic 2 2 1
PT Groundskeeper I 2 0 0
SL Senior Petting Farm Attendant 1 1 1
SL Petting Farm Attendant II 1 1 1
SL Petting Farm Attendant I 2 2 2

FY2010-11 Proposed Operating Budget


105
Funded Positions
2008-09 2009-10 2010-11

Org 0752: Parks Aquatics 86 112 97

Aquatics Supervisor 1 0 0
Aquatic Center Coordinator 1 1 1
Aquatic Center Lifeguard II 2 2 2
PT Pool Supervisor 5 6 6
PT Aquatic Center Lifeguard I 13 15 15
SL Pool Supervisor 4 5 3
SL Lifeguard II 10 13 11
SL Lifeguard I 46 60 49
SL Cashier 4 10 10

Org 0762: Vector Control 3 3 3


SL Vector Control Technician 1 1 1
SL Maintenance Worker 2 2 2

Org 0782: Parks Recreation 125 121 121

Recreation Manager 1 1 1
Recreation Center Supervisor 4 2 2
Community Programs Supervisor 1 2 2
Special Activities Coordinator 1 1 1
Senior Recreation Specialist 7 7 7
Recreation Specialist 17 17 17
Senior Office Assistant 1 1 1
Staff Assistant 1 1 1
Custodian 7 7 7
PT Recreation Activities Leader 19 19 19
PT Recreation Specialist 24 24 24
PT Van Driver 4 4 4
PT Office Assistant 2 2 2
PT Custodian 9 9 9
SL Summer Recreation Leader 27 24 24
P ark s an d R ecreation

Staffing Notes:

FY 10-11
Building Services moved to Captial Improvement Projects Department
1 Administratvie Secretary - Frozen
1 Groundskeeper I - Frozen
2 Groundskeeper II - Frozen

FY2010-11 Proposed Operating Budget


106
Parks and Recreation
0782
0762
0752
0751
0722
0712
Org:

FY2010-11 Proposed Operating Budget


107
FY2010-11 Proposed Operating Budget
108
Library Services

Chris Michalski, Director


Library Services is comprised of six divisions within the Central Library—
Administration, Adult Services, Children’s Services, Bookmobile, Circulation,
Technical Services—and three (3) branch library organizations—East Branch,
Valley Ranch Library and Northwest Branch. The West Irving Library is
scheduled to open in the spring of 2011. The library offers more than 600,000
items for public use including books, videos, music, audio books, and other
materials. Wireless access and 137 computers are available to the public.

Department FY 2009-10 Accomplishments

• Initiated construction of West Irving


Library.
• Selected design firm for new South
Irving Library.
• Consolidated organization chart to align
staffing with new library master plan.
• Initiated development of a new marketing campaign for library services.
• Expanded bilingual programming to include story times and puppet shows,
introduced native American story time and hosted three new cultural special
Department at a events/programs.
Glance: • Received monetary grants totaling $100,600, from American Library Asso-
ciation, Texas State Library and Archives Commission, Build-A-Bear Work-
FY 2010-11 Budget shop Bear Hugs Foundation and Texas Commission on the Arts.
• Introduced touch technology at Valley Ranch Library with installation of a
$6,192,199 Microsoft Surface Table.
• Introduced new Dewey Neighborhoods in adult non-fiction areas of
Full Time Employees Weddings, Green Living and biographies providing easier access to patrons.
68
• Held Learn 2B Green month supported by a grant from Bank of America.
• Hosted a six week Harry Potter Exhibit, sponsored by the National Library
Part Time Employees of Medicine with complementary programming.

46

FY2010-11 Proposed Operating Budget


109
Key Performance Indicators 2008-09 2009-10 2010-11
ACTUAL ESTIMATE TARGET

Library Services 95% 95% 96%

Overall customer satisfaction rating for


Libraries 76% 76% 77%
Overall resident survey rating for
Libraries 1,031,136
1,020,927 1,100,000
Total library visits

Revenue Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

FINES AND OTHER CHARGES $ 49,904 $ 51,000 $ 48,000 $ 51,000


SALE OF GOODS $ 40,047 $ 40,000 $ 40,000 $ 40,000
MISCELLANEOUS $ 108,409 $ 152,000 $ 133,000 $ 152,000
DEPARTMENT TOTAL $ 198,359 $ 243,000 $ 221,000 $ 243,000

Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 4,085,102 $ 4,128,562 $ 4,128,562 $ 3,856,088


Library Services

BENEFITS $ 924,225 $ 1,161,745 $ 1,161,745 $ 1,110,566


SUPPLIES $ 629,419 $ 693,564 $ 693,564 $ 700,794
EQUIPMENT MAINTENANCE $ 23,327 $ 28,080 $ 28,080 $ 26,622
MISCELLANEOUS SERVICES $ 765,894 $ 701,829 $ 701,829 $ 498,129
TRANSFERS $ 202,937 $ 202,937 $ 202,937 $ -
CAPITAL $ 21,552 $ - $ - $ -
DEPARTMENT TOTAL $ 6,652,456 $ 6,916,718 $ 6,916,718 $ 6,192,199

FY2010-11 Proposed Operating Budget


110
L ibrary Services
Salaries and Wages
63%

Benefits
18%
Transfers
0% Supplies
Miscellaneous Services Equipment 11%
8% Maintenance
0%

Expenditure Summary by Organization

Southw est Branch Administration


5% 5%
West Branch
8%

Adult Services
22%
Valley Ranch Branch
11%

East Branch
3%

Children's Services
6%

Technical Services Bookmobile


26% Circulation 3%
11%

FY2010-11 Proposed Operating Budget


111
Expenditure Summary by Organization

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
1410 Administration $ 669,757 $ 661,917 $ 661,917 $ 308,970
1420 Adult $ 1,317,590 $ 1,400,266 $ 1,400,266 $ 1,373,764
1430 Children $ 473,170 $ 524,645 $ 524,645 $ 400,390
1435 Bookmobile $ 160,136 $ 182,081 $ 182,081 $ 166,860
1440 Circulation $ 625,963 $ 632,285 $ 632,285 $ 661,156
1450 Technical $ 1,443,938 $ 1,520,654 $ 1,520,654 $ 1,552,237
1460 East Branch $ 169,281 $ 267,067 $ 267,067 $ 203,751
1475 Valley Ranch Branch $ 836,549 $ 752,686 $ 752,686 $ 709,733
1480 West Branch $ 550,909 $ 564,196 $ 564,196 $ 504,700
1485 Southwest Branch $ 405,163 $ 410,920 $ 410,920 $ 310,638
TOTAL $ 6,652,456 $ 6,916,718 $ 6,916,718 $ 6,192,199

$4,500,000

$4,000,000

$3,500,000

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000
Library Services

$500,000

$-
SALARIES AND BENEFITS SUPPLIES EQUIPMENT MISCELLANEOUS TRANSFERS CAPITAL
WAGES MAINTENANCE SERVICES

FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11PROPOSED

FY2010-11 Proposed Operating Budget


112
L ib r a r y S e r v ic e s
Department Staffing

Funded Positions
2008-09 2009-10 2010-11

Department Total 115 114 114


Full-Time Employees 69 68 68
Part-Time (PT)/ Seasonal (SL) Employees 46 46 46
Org 1410: Administration 5 5 5
Library Director 1 1 1
Assistant Library Director 0 0 0
Administrative Assistant 1 1 1
Library Services Coordinator 1 0 0
Office Supervisor 0 1 1
Accounting Clerk II 1 1 1
Budget Specialist 1 1 1
Org 1420: Adult Services 24 23 23
Library Services Manager 1 1 1
Grants Specialist 1 0 0
Staff Assistant 1 1 1
Library Services Supervisor 2 2 2
Senior Librarian 2 2 2
Publications and Web Editor 1 1 1
Librarian II 4 4 4
Librarian I 1 1 1
Library Services Coordinator 1 1 1
Senior Library Assistant 3 3 3
PT Librarian I 2 2 2
PT Senior Library Assistant 2 2 2
PT Library Assistant II 2 3 3
PT Graduate Intern 1 0 0
Org 1430: Children's Services 12 12 12
Library Services Manager 1 1 1
Library Services Supervisor 1 1 1
Librarian II 1 1 1
Senior Library Assistant 2 2 2
PT Staff Assistant 1 1 1
PT Librarian I 1 1 1
PT Senior Library Assistant 3 3 3
PT Library Assistant I 2 2 2
Org 1435: Bookmobile 3 3 3
Senior Library Assistant 2 2 2
Library Services Coordinator 1 1 1
Org 1440: Circulation 21 21 21
Circulation Supervisor 1 1 1
Library Service Coordinator 2 2 2
Library Assistant II 4 4 4
PT Senior Library Assistant 2 2 2
PT Library Assistant II 5 5 5
PT Library Assistant I 7 7 7

FY2010-11 Proposed Operating Budget


113
Department Staffing, Cont.

Funded Positions
2008-09 2009-10 2010-11
Org 1450: Technical Services 15 15 15
Library Services Manager 1 1 1
Library Services Supervisor 1 1 1
Technical Services Specialist 7 7 7
Technical Services Assistant 3 3 3
Library Aide 1 1 1
PT Office Assistant II 1 1 1
PT Technical Services Assistant 1 1 1
Org 1460: East Branch 5 5 5
Library Branch Manager 1 0 0
Senior Librarian 1 2 2
Senior Library Assistant 2 2 2
PT Library Assistant II 1 1 1
Org 1475: Valley Ranch Branch 14 14 14
Library Branch Manager 1 1 1
Library Services Coordinator 1 1 1
Senior Librarian 2 2 2
Senior Library Assistant 3 3 3
PT Library Assistant II 7 7 7
Org 1480: West Branch 10 10 10
Library Branch Manager 1 1 1
Senior Librarian 1 1 1
Senior Library Assistant 2 2 2
PT Librarian I 1 1 1
PT Senior Library Assistant 2 2 2
PT Library Assistant II 3 3 3
Org 1485: Southwest Branch 6 6 6
Library Branch Manager 1 1 1
Librarian II 1 1 1
Senior Library Assistant 2 2 2
PT Library Assistant II 2 2 2

Staffing Notes:
FY 2010-11

1 Library Director - Frozen


1 Administrative Assistant - Frozen
L ibrary S erv ices

2 Senior Librarians - Frozen

FY2010-11 Proposed Operating Budget


114
Org 1410 1420 1430 1435 1440 1450 1460 1470 1475 1480 1485

Library Director

Library Services Manager


Adult Services Library Branch Manager Library Services Manager
Library Services Manager Valley Ranch Branch Technical Services
Children’s Services

Library Branch Library Services Library Services


PT Staff Assistant Staff Assistant Senior Librarian Library Services Technical Services
Manager Supervisor Supervisor
Community Relations Supervisor Specialist (4)
Budget Specialist Southwest Branch Reference Services

Library Services Senior Library Technical Services


Senior Librarian Senior Librarian
Supervisor Librarian II Assistant Specialist (3)
Library Services PT Office Assistant II
Children’s Services
Coordinator
Senior Library Senior Library Publications and Senior Librarian Technical Services
Assistant (2) Senior Library Assistant II (3)
Assistant Web Editor PT Technical
Assistant (2)
Services
Accounting Clerk II
Assistant II
PT Library Library Aide
PT Librarian I
PT Library PT Librarian I Assistant II (5)
Librarian I
Assistant II (2)

PT Senior Library Library Services


Library Branch Assistant (3) PT Graduate Intern Coordinator
Manager East Branch Librarian II
Northwest Branch Circulation
Senior Librarian (2)
Senior Library Supervisor
Librarian II

115
Assistant (2)
PT Librarian I
PT Librarian I
Senior Library Library Assistant II
PT Library Assistant (2) PT Library (4)
Senior Library Assistant I Assistant II (2)
Assistant (2) (2) Librarian II
Library Services
PT Senior Library
Coordinator PT Library
Librarian II Assistant (2)
PT Senior Library Bookmobile Assistant II
Assistant (2)

FY2010-11 Proposed Operating Budget


PT Library
Assistant II (2) Library Services
Senior Library Senior Library Coordinator
Senior Librarian
Assistant (2) Assistant
Librarian II
PT Library
Library Services Assistant I (7)
PT Library Coordinator
Assistant II (3) Senior Library
Assistant
Library Services
Coordinator

PT Senior Library
Assistant (2) PT Library Assistant
II (5)

L ibrary Services
FY2010-11 Proposed Operating Budget
116
Irving Arts Center

Richard Huff,
Mission Statement
Executive Director
The mission of the Irving Arts Board
and the Irving Arts Center is to serve
citizens of Irving through the support
and development of artistic opportuni- The Irving Arts Center is governed by the Irving Arts Board and the Irving
ties. City Council. The primary functions of the Irving Arts Board and the Arts
Center are: to provide the community with artistic opportunities in all forms
of the arts through Resident Arts Groups activities as well as arts program-
ming developed and provided by the Irving Arts Center and to provide the
highest quality facility for all of its users and their activities including build-
ings, equipment and staff.

Fund 2310 has been established as the Irving


Arts Center’s General Fund. This fund ac-
count for the operational expenses of the
Department at a Irving Arts Center.
Glance:
The Irving Arts Center sits on an eight-acre
site and consists of two state-of-the-art thea-
FY 2010-11 Budget
tres, four galleries, meeting rooms, recep-
tions space, rehearsal facilities and an out-
$3,891,693
door sculpture garden. Over 300 events are
held annually at the Arts Center including a
Full Time Employees
full range of performing arts activities, re-
ceptions and corporate meetings. The galler-
18
ies annually host more than 24 rotating exhi-
bitions.
Part Time Employees

10 Department FY 2009-10 Results

• Named “Best Place to Entertain the Family” for the 2010


NeighborsGo Neighbors’ Choice Award and secured sponsorship for
youth programs. (7.6)
• Created the new Citizen’s In-Put Panel, a program funded by the
City Arts Services fund. Panel volunteers review cultural offerings
provided by IAC and its Founding Arts Organizations and make rec-
ommendations for future programming. (7.6.)
• IAC was the only museum in Texas to receive an 11-city national
tour of the Smithsonian Institution exhibition, NASA | ART: 50 Years
of Exploration. More than 4,000 people visited the exhibition. (7.6.)

FY2010-11 Proposed Operating Budget


117
Department FY 2009-10 Results (continued)

• Sold out two sessions of IAC’s Saturday School program (out of four) and reached an overall 93
percent capacity for the year, the highest capacity since the program’s inception in 2007. (7.6.)
• Received an ExxonMobil Community Summer Jobs Program intern for 2010 summer camp.
IAC is one of 75 D/FW non-profit institutions to be accepted into the program. (7.6.)
• Continuing work on Genghis Khan: The Exhibition in preparation of June 1, 2011 opening.
Development of educational, marketing, sponsorships and volunteer plans. (7.6.10)
• Developed plan and approved vendor for retro-fit of Art Lab for Genghis Khan: The Exhibition.
Moving forward with construction in August 2010. (7.6.10)
• Presented matinee performance of To Kill a Mockingbird on Oct. 13, 2009, exclusively for
middle and high school students. 517 students attended the performance. (7.6.18 and 7.6.20)
• For the third year, partnered with the Irving Art Association to present the Annual Texas and
Neighbors Regional Art Exhibition. 495 entries were submitted – the most entries in the compe-
tition’s 25-year history. (7.6.20)
• Partnered with Irving Black Arts Council to present “Celebrate the Harlem Renaissance,”
featuring three performances, premier of a national exhibition, Harlem Renaissance symposium
and free family activities. Total attendance was 9,313. (7.6.20)
• Premiered a national tour of the exhibition, 200 Year of African American Art: The Arthur
Primas Collection. The exhibition featured original works from the nation’s most well-known
African American artists. More than 4,800 people viewed the exhibition. (7.6.20)

Key Performance Indicators


2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET

Percent of hours facilities 49% 45% 52%


are in use

Number of programs 203 260 221


presented by IAC

Number of programs 260 290 247


Provided through the financial
assistance programs

Revenues generated by facility


Irv in g A rts C en ter

rentals

Services provided by the Arts


Center Program

Services provided by the granting


program

FY2010-11 Proposed Operating Budget


118
Ir v in g A rts C en te r
Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATE PROPOSED

TAXES $ 1,368,294 $ 1,434,340 $ 1,364,311 $ 1,315,157


CHARGES FOR SERVICES $ 520,781 $ 418,994 $ 410,067 $ 428,289
GRANTS $ 15,044 $ - $ - $ -
MISCELLANEOUS $ 160,455 $ 118,709 $ 116,157 $ 30,660
TRANSFERS FROM OTHER FUNDS $ 2,247,775 $ 2,648,287 $ 2,706,619 $ 1,844,283

DEPARTMENT TOTAL $ 4,312,350 $ 4,620,330 $ 4,597,154 $ 3,618,389

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATE PROPOSED
SALARIES AND WAGES $ 1,309,721 $ 1,438,894 $ 1,435,966 $ 1,332,931
BENEFITS $ 339,350 $ 414,292 $ 413,383 $ 408,055
SUPPLIES $ 182,809 $ 180,195 $ 186,402 $ 142,039
STRUCTURE MAINT. $ 82,576 $ 86,825 $ 96,863 $ 84,925
EQUIPMENT MAINT. $ 29,373 $ 46,958 $ 47,034 $ 42,927
MISC. SERVICES $ 2,515,929 $ 2,043,190 $ 2,503,087 $ 1,696,500
TRANSFERS $ 21,426 $ 61,559 $ 194,891 $ 97,116
LAND $ 521,500 $ - $ - $ -
BUILDINGS AND STRUCTURES $ 13,271 $ 29,500 $ 96,110 $ 22,200
EQUIPMENT $ 443,608 $ 123,000 $ 169,999 $ 65,000
DEPARTMENT TOTAL $ 5,459,564 $ 4,424,413 $ 5,143,735 $ 3,891,693

Buildings and Structure


1% Equipment
2%
Transfers
3%

Salaries and Wages


Miscellaneous 34%
Services
42%

Benefits
11%

Equipment
Supplies
Maintenance
4%
1% Structural Maintenance
2%

FY2010-11 Proposed Operating Budget


119
Expenditure Summary by Organization

Outreach Kids Art


0.34% 0.52%
Box Office
3.77%
House
2.46% Grants
Dupree 9.99% Administration
1.36% 31.19%

Operations
Carpenter 15.23%
3.94%
Shop
0.57%
Security
4.90%

Maintenance
Sculpture Garden 10.10%
Publications Projects
1.01%
0.99% 1.95%
Exhibits Gallery
2.50% 2.75% Posters Advertising
0.33% 5.15%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


FUND ORG SUMMARY ACTUAL ADOPTED ESTIMATE PROPOSED
2310 25020 Administration $ 1,153,771 $ 1,255,434 $ 1,333,412 $ 1,220,288
2310 25021 Maintenance $ 824,401 $ 468,320 $ 504,886 $ 391,930
2310 25022 Security $ 185,060 $ 178,784 $ 192,100 $ 190,414
2310 25030 Marketing $ 132,217 $ 123,744 $ 162,969 $ 36,050
2310 25031 Advertising $ 271,157 $ 212,775 $ 230,717 $ 200,000
2310 25032 Publications $ 71,263 $ 67,800 $ 92,618 $ 38,453
2310 25033 Posters $ 4,604 $ 18,878 $ 21,508 $ 13,000
2310 25040 Gallery $ 195,447 $ 102,735 $ 111,935 $ 106,756
2310 25041 Exhibits $ 394,065 $ 136,975 $ 406,215 $ 96,950
2310 25042 Sculpture Garden $ 382,352 $ 67,992 $ 60,300 $ 39,316
2310 25050 Operations $ 536,544 $ 676,745 $ 735,166 $ 591,368
Ir v in g A rt s C e n te r

2310 25051 Shop $ 9,613 $ 14,170 $ 14,170 $ 22,256


2310 25052 Carpenter $ 217,411 $ 93,240 $ 112,135 $ 152,946
2310 25053 Dupree $ 36,286 $ 68,840 $ 54,640 $ 52,930
2310 25060 House $ 63,255 $ 100,835 $ 101,778 $ 95,583
2310 25061 Box Office $ 121,058 $ 129,128 $ 128,693 $ 146,403
2310 25070 Outreach $ 10,871 $ 13,750 $ 13,952 $ 13,250
2310 25071 Kids Art $ 127,199 $ 103,625 $ 119,815 $ 20,000
2310 25072 Grants $ 420,700 $ 500,200 $ 560,350 $ 388,000
2310 25073 Projects $ 176,085 $ 31,000 $ 67,340 $ 75,800
2320 25020 Administration $ 43,436 $ 59,443 $ 118,889 $ -
2320 25021 Maintenance $ 82,771 $ 0 $ 148 $ -
TOTAL $ 5,459,564 $ 4,424,413 $ 5,143,735 $ 3,891,693

FY2010-11 Proposed Operating Budget


120
Ir v in g A rt s C e n te r
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 32 0 32 28
Full-Time Employees 20 20 18
Part-Time/SL Employees 12 0 12 10
Org 25020: Administration 10 0 10 8
Arts Director 1 1 1
Arts Administration Manager 1 1 1
Arts Operations Manager 1 1 1
Sponsorship Sales & Service Manager 1 1 1
Office Coordinator 0 0 0
Administrative Secretary 0 0 0
Administrative Assistant 0 0 0
Booking Assistant 1 1 1
Staff Assistant 3 3 2
Office Assistant 0 0 0
Accounting Clerk II 1 1 1
PT Staff Assistant 1 1 0
PT Office Assistant 0 0 0
Org 25021: Maintenance 3 3 2
Senior Facilities Maintenance Mechanic 1 1 0
Facilities Maintenance Mechanic 2 2 2
Org 25022: Security 3 3 3
Senior Security Officer 1 1 1
Security Officer 1 1 1
PT Security Officer 1 1 1
Org 25030: Marketing 1 1 1
Public Relations Specialist 1 1 1
Org 25040: Gallery 1 1 1
Arts Programs Coordinator 1 1 1
SL Summer Art Intern 0 0 0
Org 25050: Operations 5 5 5

Operations Supervisor 1 1 1
Theater Technician 2 2 2
PT Theater Technician 2 2 2
Org 25060: Front of House 6 6 5
PT Front of House Events Chief 1 1 1
PT Front of House Worker 5 5 4
Org 25061: Box Office 3 3 3
Box Office Coordinator 1 1 1
PT Customer Service Representative 2 2 2
Staffing Notes:
Summer art interns are only hired when summer art project is budgeted.
Educational Coordinator is a temporary employee for the Genghis Khan Exhbition

FY2010-11 Proposed Operating Budget


121
Ir v in g A rt s C e n te r
Org: 25020 25021 25022 25030 25040 25050 25060 25061

122
FY2010-11 Proposed Operating Budget
Heritage and Museum

Paul Gooch,
Community Services Team
Director
The Heritage and Museum Funds
provide funding for the City’s
museum facilities and archives. In
Fiscal Year 2003-04, a tax note was
sold to be used toward the
construction of a museum in the
City’s Heritage District. In addition to
the proposed heritage museum, the
Department at a City operates the Mustang Museum in
Glance: the Las Colinas Urban Center. The
Heritage and Museum Fund also
provides for expenditures associated with preservation and for capital
FY 2010-11 Budget expenditures. Non-personnel operating costs for existing museum efforts are
paid through the Museum Operating Fund.
$244,846
The Archives division collects, preserves, administers, and provides access to
Full Time Employees historical records created by the City of Irving and Irving residents and
organizations. In FY 2006-07, funding for the Archives division of the Irving
2 Public Library was moved under the Heritage and Museum Fund. However,
archives continues to report directly to the Library Services department.
Part Time Employees
Department FY 2009-10 Results
1
• Conducted benchmarking efforts and design workshops to identify
potential Museum themes.
• Assessed three possible locations and completed SWOT analysis
• Completed and secured Council approval of locating Museum in the
current Library Building

Department FY 2010-11 Strategic Actions


• Initiate and complete land acquisition for a new Library to allow the
Central Library to be renovated for the Museum
• Finalize interior themes and permanent exhibits for the future museum

FY2010-11 Proposed Operating Budget


123
Revenue Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
TAXES $ 228,553 $ 282,179 $ 282,179 $ 219,191
CHARGES FOR SERVICES $ - $ - $ - $ -
MISCELLANEOUS $ 39,669 $ 49,060 $ 49,060 $ 37,300

DEPARTMENT TOTAL $ 268,222 $ 331,239 $ 331,239 $ 256,491

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 155,329 $ 156,388 $ 156,388 $ 156,388
BENEFITS $ 31,703 $ 34,985 $ 34,985 $ 34,985
SUPPLIES $ 3,127 $ 17,800 $ 17,800 $ 6,000
STRUCTURE MAINTENANCE $ 1,040 $ 1,500 $ 1,500 $ 1,500
EQUIPMENT MAINTENANCE $ 477 $ 1,200 $ 1,200 $ 750
MISCELLANEOUS SERVICES $ 42,148 $ 153,652 $ 153,652 $ 42,325
TRANSFERS $ - $ 398 $ 398 $ 398
BUILDINGS AND STRUCTURES $ - $ 2,500 $ 2,500 $ 2,500
DEPARTMENT TOTAL $ 233,823 $ 368,423 $ 368,423 $ 244,846

MISCELLANEOUS
EQUIPMENT SERVICES
MAINTENANCE 17%
0.3%

STRUCTURE
MAINTENANCE
0.6%
H e r ita g e a n d M u s e u m

SUPPLIES SALARIES AND WAGES


2% 66%

BENEFITS
14%

FY2010-11 Proposed Operating Budget


124
H erita g e an d M u seu m
Expenditure Summary by Organization

Heritage
Museum
Heritage Museum
2%
Admin Admin
0.3% 48%

Archives
74%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


FUND ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
2065 2645 Administration $ 54,493 $ 171,857 $ 171,857 $ 57,930
2065 2647 Archives $ 176,910 $ 187,066 $ 187,066 $ 182,166
2073 2645 Administration $ - $ 1,000 $ 1,000 $ 500
2073 2646 Heritage Museum $ 2,420 $ 8,500 $ 8,500 $ 4,250
TOTAL $ 233,823 $ 368,423 $ 368,423 $ 244,846

FY2010-11 Proposed Operating Budget


125
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 3 3 3

Full-Time Employees 2 2 2
Part-Time (PT)/Seasonal (SL) Employees 1 1 1

Org 2645 Administration 1 1 1

Preservation and Development Coordinator 0 0 0


PT Museum Guide 1 1 1

Org 2647 Archives 2 2 2

Senior Archivist 1 1 1
Archivist 1 1 1

Staffing Notes:

Department Reorganization:
Funding for Archives moved from Library Services in FY 2006-07. Archives was formerly
funded in the General Fund (org 1490).

The Preservation and Development Coordinator position was moved from Downtown and
Events Fund in FY 2006-07 and will report to the Downtown and Events Board.

The Preservation and Development Coordinator position was eliminated in FY 08-09.


H erita g e an d M u seu m

FY2010-11 Proposed Operating Budget


126
H erita g e an d M u seu m

FY2010-11 Proposed Operating Budget


127
FY2010-11 Proposed Operating Budget
128
Strategic Goal 8
Set the Standard for
Sound Governance,
Associated Departments
---------------------------------------------
Fiscal Management,
• City Council
and Sustainability
• City Secretary’s Office
Just as every individual resident must manage his or her own budget, so must
• City Manager’s Office the city carefully manage its own resources. The city prioritizes budget items
in order to provide services that match the priorities determined by the City
Council and reflected in the city’s strategic goals. This way, no matter the
• Customer Service
current financial conditions, the city makes sure its budget is aligned with its
residents’ needs and is providing the outcomes they desire. The following
• Management Operations Team strategies are associated with Strategic Goal 8. Specific activities that are
used to complete each strategy can be found on the following pages.
• Financial Services Strategies that are in bold font are key focus areas for FY 2010-11.

• Non-Departmental 8.1 Institute a holistic customer service philosophy throughout the


organization
• Performance Team 8.2 Develop partnerships and relationships with other cities and
government entities
• City Attorney’s Office 8.3 Implement programs to recruit and retain a qualified and diverse
workforce
8.4 Provide learning opportunities to maximize employee development
• Parks and Recreation
and leadership
8.5 Implement leading-edge practices for achieving quality and
• Intergovernmental Services- performance excellence
Purchasing 8.6 Improve staff efficiencies through technology
8.7 Protect the city's financial integrity and credit worthiness
• Information Technology 8.8 Implement programs to reduce organizational risks
8.9 Develop and implement cost-containment strategies for employee
benefits ensuring a competitive and comprehensive benefits package
8.10 Advance the city’s legislative interests
8.11 Enhance strategic management and promote efficiencies throughout
Fleet Services
8.12 Enhance the quality of decision making with legal representation and
Support
8.13 Coordinate, publish and record municipal legislation
8.14 Promote transparent open government
8.15 Promote department participation in executing Council-driven progress
8.16 Manage records retention and destruction

FY2010-11 Proposed Operating Budget


129
Strategies and Actions

FY 2010-11
FY10-11 Key

Strategy/ Strategies & Actions


Focus Primary Desired
Action
Area Lead Outcome
8.1 Institute a holistic customer Management
service philosophy throughout Operations
Team
the organization
8.1.1 Boost customer service delivery Management Provide excellent customer
throughout organization through the Operations service
implementation of shared internal Team
best practices
8.1.2 Create a one-stop shop delivering a Management Improved service delivery
variety of services to customers on Operations
the first floor of City Hall Team

8.1.3 Develop and implement Focus First Financial Develop and implement
on service training program Services comprehensive training
program for frontline
employees providing
service to water customers
based on American Water
Works Association training
guides
8.2 Develop partnerships and Management
relationships with other cities Operations
Team
and government entities
8.2.1 Enhance and improve educational, Management Strengthen relationships
mentoring and internship programs Operations and communication with
with other organizations Team community organizations

8.2.2 Identify new opportunities for Management Establish and enhance


Strategic Goal 8

working partnerships with other Operations relationships with agencies


agencies Team

8.3 Implement programs to recruit Management


and retain a qualified and Operations
Team
diverse workforce
8.3.1 Incorporate pre-employment Management Survey that depicts
assessment tool during recruitment Operations organizational culture to
phase Team applicants

8.3.2 Standardize hiring and recruitment Management Streamlined hiring and on


process throughout organization Operations boarding process
Team throughout organization

8.3.3 Complete and implement citywide Management An increased number of


succession plan Operations positions are filled by
Team qualified internal
candidates

FY2010-11 Proposed Operating Budget


130
Strategic Goal 8
Strategies and Actions
8.4 Provide learning Performance
opportunities to maximize Team
employee development and
leadership
8.4.1 Develop a targeted program for Performance Motivated, dedicated
Irving University incorporating a Team workforce aligned with
mix of video and in-house trainers organizational priorities

8.5 Implement leading-edge Performance


practices for achieving quality Team
and performance excellence
8.5.1 Achieve high-performance through Performance High performing
use of Baldrige criteria Team organization

8.5.2 Streamline and improve efficiencies Performance Cost savings, enhanced


of city operations and staffing Team customer service,
structure productivity gains,
sustainable results
8.5.3 Meet customers expectations and Performance Enhanced customer
requirements in core business Team service
areas and daily operations

8.6 Improve staff efficiencies Information


through technology Technology

8.6.1 Enhance Information Technology's Information Identify any potential


service management Technology improvements with the
service provided by
Information Technology
and resolve them as
needed.

8.6.2 Ensure Information Technology's Information Maintain IT System and


compliance and business continuity Technology Services in compliance

8.6.3 Develop technology strategic Information To provide future areas of


communication plan Technology improvement to help
determine how satisfied
that customers are
satisfied with
communication methods
and level of information
provided.
8.7 Protect the city's financial Financial
integrity and credit worthiness Services

8.7.1 Continue to provide timely financial Financial Recording and reporting


reporting and processing Services of City's financial activity
in a timely and accurate
manner

8.7.2 Develop new revenue opportunities Financial Increased revenue


Services

FY2010-11 Proposed Operating Budget


131
Strategies and Actions
8.8 Implement programs to reduce Financial Services
organizational risks
8.8.1 Mitigate organizational risk/costs Financial Services Reduced numbers of
preventable injuries and
accidents
8.9 Develop and implement Financial Services Increase participation in
cost-containment strategies for 'I Win' and improve
health outcomes
employee benefits
ensuring a competitive and
comprehensive benefits
package
8.9.1 Implement Phase II dependent audit Financial Services Achieve 100% removal of
for retirees, track progress, measure dependents who are not
and report cost-savings eligible for coverage

8.9.2 Implement equitable cost sharing Financial Services Achieve 100%


methods and realign health plan Implementation of plan
administrative services contracts to design changes, service
achieve efficiencies and cost contracts and cost
containment initiatives
effectiveness in delivery and
management of health care
resources
8.9.3 Increase I Win cost-savings by Financial Services Identify all risk factors in
expanding the linkage of incentives active employee
to reduction of health risk factors population and implement
without increasing program costs reward programs to
achieve desirable
outcomes
8.10 Advance the city’s legislative Intergovernmental
interests Services

8.10.1 Support state and federal legislative Intergovernmental Successful legislative


programs Services program
Strategic Goal 8

8.11 Enhance strategic management Intergovernmental


and promote efficiencies Services
throughout Fleet Services
8.11.1 Enhance fleet management Intergovernmental Enhance human
methodologies Services resources and equipment
purchases within Fleet
Services
8.11.2 Develop, implement and monitor Intergovernmental Provide measures and
improvements to fuel management Services tools to maintain excellent
operations customer service
regarding fuel operations
and needs
8.12 Enhance the quality of City Attorney's
decision making with legal Office
representation and support
8.12.1 Engage staff in the defense, City Attorney's Resolve cases below
resolution, and response to claims Office assessed risk level
and lawsuits
FY2010-11 Proposed Operating Budget
132
Strategic Goal 8
Strategies and Actions
8.12.2 Preserve exceptions to the Texas City Attorney's Texas Attorney General
Public Information Act to maintain Office agrees with city's
the legitimate confidences of the rationale to withhold
city information
8.12.3 Stay abreast of recent laws and City Attorney's Attorneys are aware of
cases Office recent developments in
the law
8.13 Coordinate, publish and City Secretary's
record municipal legislation Office

8.13.1 Process City Council Actions City Secretary's Provide efficient


Office execution and distribution
of council-approved
legislation
8.13.2 Standardize and streamline city City Secretary's Standardize ordinances to
boards, commissions and commit- Office provide clear purpose and
tees' ordinances and guidelines requirements needed for
all city boards
8.13.3 Maintain and publish ordinances City Secretary's Provide accurate and
through codification Office up-to-date city codes to
internal and external
requestors
8.14 Promote transparent open City Secretary's
government Office
8.14.1 Comply with legal and charter City Secretary's 100% compliance with
notification requirements Office posting and publication
regulations
8.14.2 Comply with Texas Public City Secretary's Provide requestors
Information Act Office information timely
8.15 Promote department City Secretary's
participation in executing Office
council-driven progress
8.15.1 Maintain functioning boards City Secretary's Provide support to
through staff support Office Council-appointed boards

8.15.2 Timeliness and accuracy of agenda City Secretary's Council is provided


packet items submitted for Council Office accurate legislative
review information for review
before taking action
8.16 Manage records retention and City Secretary's
destruction Office
8.16.1 Implement a citywide records City Secretary's Departments are
management program Office compliant with City and
State Records
Management Schedules
and Policies
8.16.2 Provide records management City Secretary's Records Management
services to departments Office assist departments in
maintenance and
disposition of information

FY2010-11 Proposed Operating Budget


133
FY2010-11 Proposed Operating Budget
134
Mayor and Council
Herbert A. Gears,
Mayor
Vision
Irving will be the model for safe
and beautiful neighborhoods, a The Mayor and City Council provide for expenditures associated with
vibrant economy, and Council activities and operations. A part-time salary is provided to the
exceptional recreational, Mayor and eight Council members.
cultural and educational
Those Council members elected to Places 1, 3, 4, 5, 6, and 7 are required to
opportunities.
live in a certain area of the city and are elected to those districts. The Mayor
and Council members elected to Places 2 and 8 can live anywhere in Irving.
Mission Statement All council positions serve three-year terms.
Deliver exceptional services and
promote a high quality of life for
residents, visitors and businesses.

Name Position Profession Expires


Herbert A. Gears Mayor CFO—CMW Financial 2011
Michael Gallaway Council member—Place 1 Senior Inventory Planner 2013
Roy Santoscoy Council member—Place 2 Business Owner 2013
Allan E. Meagher Council member—Place 3 UPS Service Manager 2011
Lewis Patrick Council member—Place 4 Retired—City of Irving 2012
Rose Cannaday Mayor Pro Tem—Place 5 Owner of Mediation Company 2011
Rick Stopfer Deputy Mayor Pro Tem—Place 6 Retired, Auto Retail Consultant 2012
Gerald Farris Council member—Place 7 Regulatory Manager 2013
Joe Philipp Council member—Place 8 Business Management Consultant 2012

Department at a
Glance:

FY 2010-11 Budget

$201,632

Full Time Employees

FY2010-11 Proposed Operating Budget


135
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 50,400 $ 50,400 $ 50,400 $ 50,400
BENEFITS $ 3,528 $ 5,136 $ 5,136 $ 5,472
SUPPLIES $ 9,664 $ 8,700 $ 8,700 $ 11,700
EQUIPMENT MAINTENANCE $ 158 $ 200 $ 200 $ 200
MISCELLANEOUS SERVICES $ 127,872 $ 141,085 $ 141,085 $ 133,860
TRANSFERS $ 10,045 $ 10,045 $ 10,045 $ -
DEPARTMENT TOTAL $ 201,667 $ 215,566 $ 215,566 $ 201,632

Salaries and Wages


Transfers
25.00%
0.00%

Benefits
2.71%
Supplies
Miscellaneous
5.80%
66.39%
Equipment
Maintenance
0.10%

$160,000
Mayor and Council

$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$-
SA LA RIES A ND B ENEFITS SUP P LIES EQUIP M ENT M ISCELLA NEOUS TRA NSFERS
WA GES M A INTENA NCE SERVICES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


136
City Secretary’s Office
Shanae Jennings,
City Secretary
Mission Statement The City Secretary’s Office consists of two divi-
sions: Administration and Records Management.
To act as a progressive administrator
of municipal clerical duties and legal The City Secretary is appointed by the City Coun-
records entrusted to the this office in cil, and as such, is responsible for documentation,
order to enhance delivery of superior publication and preservation of all official City
customer service to our diverse records, including minutes, ordinances, resolutions,
clientele. contracts, deeds and easements. The City Secre-
tary serves as Chief Election Official for all mu-
nicipal elections. The Records Management Divi-
sion implements the records program through its
three areas: Records Administration, Irving Mu-
nicipal Records Center and Microfilming and
Imaging Programs. The City Secretary is the
keeper of the City Seal

Department at a Department FY 2009-10 Results


Glance:  Increased efficiency in processing ordinances and resolutions utilizing an
upgraded database and enhanced coordination with city departments.
FY 2010-11 Budget  Established a general records control schedule for use by multiple city
departments.
$981,346  Researched ordinances for the city advisory boards, identified variations
among the ordinances, and proposed amendments when appropriate.
 Created an action plan to develop department specific records control
Full Time Employees schedule and began implementation of action items.
 Processed and monitored over 1,300 Open Records Requests.
11  Posted more than 375 agendas for city council, boards, committees, and
commissions public meetings.
 Coordinated the appointment of more than 100 residents to council ap-
pointed boards, committees, and commissions.
 Processed over 300 contracts, agreements, grants, and MOU following
council approval.
 Posted more than 375 agenda for the city boards, committees and com-
missions.
 Electronically scanned over 200,000 city documents.
 Administered and facilitated the transition of an at-large election system
to a 6-2-1 election system.


FY2010-11 Proposed Operating Budget


137
Department FY 2009-10 Results (cont.)
 Transitioned council packets from an all hard copy process to a secured server on-line process.
 Microfilmed over 600,000 city documents.

Key Performance Indicators

2008-09 2009-010 2010-11


ACTUAL ESTIMATED TARGET

Completion of municipal legislation 95% 95% 95%

Timely compliance with Texas Public N/A 90% 100%


Information Act

Council agenda packets completed by 5 p.m. N/A 98% 80%


Friday

Compliance with General Records Control N/A 90% 90%


Schedule

Records located with initial request 98%


City Secretary’s Office

Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
FEES AND PERMITS $ 3,305 $ 1,000 $ 1,000 $ 1,000
SALE OF GOODS SOLD $ 20 $ - $ - $ -
DEPARTMENT TOTAL $ 3,305 $ 1,000 $ 1,000 $ 1,000

FY2010-11 Proposed Operating Budget


138
City Secretary’s Office
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 595,811 $ 588,553 $ 588,553 $ 534,374
BENEFITS $ 160,421 $ 183,856 $ 183,856 $ 172,361
SUPPLIES $ 19,374 $ 22,395 $ 22,395 $ 20,700
EQUIPMENT MAINTENANCE $ 525 $ 2,150 $ 2,150 $ 1,350
MISCELLANEOUS SERVICES $ 227,548 $ 258,276 $ 258,276 $ 252,561
TRANSFERS $ 12,191 $ 12,191 $ 12,191 $ -
OTHER CAPITAL $ 76,497 $ - $ - $ -

DEPARTMENT TOTAL $ 1,092,367 $ 1,067,421 $ 1,067,421 $ 981,346

Transfers
0.0%

Miscellaneous Services
25.7% Salaries and Wages
54.5%
Benefits
Equipment Maintenance
17.6%
0.1%

Supplies
2.1%

$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
SA LA RIES A ND B ENEFITS SUP P LIES EQUIP M ENT M ISCELLA NEOUS TRA NSFERS OTHER CA P ITA L
WA GES M A INTENA NCE SERVICES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


139
Expenditure Summary by Organization
ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
0201 Administration $ 694,635 $ 668,882 $ 668,882 $ 616,335
0210 Records Management $ 397,733 $ 398,539 $ 398,539 $ 365,011
TOTAL $ 1,092,367 $ 1,067,421 $ 1,067,421 $ 981,346

Records
Management Administration
37% 63%

$700,000
$600,000
$500,000
$400,000
$300,000
City Secretary’s Office

$200,000
$100,000
$-
Administration Records Management

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Adopted

FY2010-11 Proposed Operating Budget


140
City Secretary’s Office
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 12 12 11

Full-Time Employees 12 12 11
Part-Time (PT) Employees 0 0 0

Org 0201: Administration 7 7 6

City Secretary 1 1 1
Senior Management Analyst 1 1 1
Executive Assistant 2 2 2
Administrative Secretary 1 1 1
Staff Assistant 1 1 1
Receptionist 1 1 0

Org 0210: Records Management 5 5 5

Records Management Officer 1 1 1


Senior Records Technician 1 1 1
Records Technician * 3 3 3

Staffing Notes:

Receptionist position transferred to Dept.09


* One Records Technician position is currently frozen.

FY2010-11 Proposed Operating Budget


141
Organization Chart

City Secretary’s Office

FY2010-11 Proposed Operating Budget


142
City Manager’s Office
Tomas “Tommy” Gonzalez
City Manager
The City Manager serves as the Chief Executive Officer for the city and
Department at a reports directly to the Mayor and City Council. He is responsible for advis-
ing the City Council on all administrative matters such as the financial con-
Glance: dition of the city, public safety, economic development, infrastructure and
capital improvement plans.
FY 2010-11 Budget
The City Manager leads the operations of all city departments through both
$755,765 administrative and budgetary processes which mirror the goals set out in the
strategic plan. This plan guides the projects and activities of the staff to en-
sure that the results attained are in line with the priorities of the City Coun-
Full Time Employees cil, residents, businesses and visitors.

5 In addition to services as the CEO of the city, the City Manager also serves
in pivotal roles regionally to represent the city in arenas such as transporta-
tion, water attainment, grant funding, special events, such as the Super
Bowl, and partnering with other City Managers to increase the cohesiveness
of the North Texas area.

The staff in the City Manager’s Office supports the City Manager through
such functions as managing ongoing meetings of the leadership team,
maintaining communication with internal and external customers on current
and future plans as well as lead citywide reward and succession programs.

Department FY 2009-10 Results


The City Manager’s Office presented the annual budget to the City Council
for review in accordance with Council direction and in the established time
constraints; established and followed financial policy and strategy necessary
to maintain the Aaa and AAA General Obligation Bond ratings; and man-
aged and evaluated capital improvement projects and reported results to the
City Council at least twice annually.

FY2010-11 Proposed Operating Budget


143
Other significant accomplishments of the City Manager’s Office include:

 Maintained a balanced budget given volatile market conditions


 Completed 5 year financial forecast
 Completed 5 year CIP plan
 Energy Contract Savings of $10,255,781
 Prescriptive training created to address mystery/secret shopper program results
 Pay for Performance initiated for all directors
 Additional incentives for employees
 Bilingual pay
 Irving Wellness Incentive Now (IWIN)
 Consolidated HHS operations under city structure to streamline neighborhood program service
delivery

Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET
Percent of actions supporting Council priori- 93% 95% 100%
ties completed on schedule

Property tax rate among 10 benchmark cities 2nd lowest 2nd lowest 2nd lowest
City Manager’s Office

Moody’s G.O. bond rating Aaa Aaa Aaa

Standard & Poor’s G.O. bond rating AAA AAA AAA

Percentage of residents rating overall 73% 73% 75%


quality of city services as excellent/good

FY2010-11 Proposed Operating Budget


144
City Manager’s Office
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 757,364 $ 540,860 $ 540,860 $ 512,605
BENEFITS $ 187,531 $ 204,913 $ 204,913 $ 181,860
SUPPLIES $ 17,883 $ 26,100 $ 26,100 $ 18,100
EQUIPMENT MAINTENANCE $ 113 $ 275 $ 275 $ 50
MISCELLANEOUS SERVICES $ 61,858 $ 46,595 $ 46,595 $ 43,150
TRANSFERS $ 10,435 $ 10,435 $ 10,435 $ -
DEPARTMENT TOTAL $ 1,035,184 $ 829,178 $ 829,178 $ 755,765

Transfers
Misc.Services 0.0%
5.7%

Equipment Maint. Salaries and Wages


0.0% 67.8%
Benefits
Supplies 24.1%
2.4%

$800,000

$600,000

$400,000

$200,000

$-
SALARIES AND BENEFITS SUPPLIES EQUIPMENT MISCELLANEOUS TRANSFERS
WAGES MAINTENANCE SERVICES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


145
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 9 5 5

Full-Time Employees 8 5 5
Part-Time (PT) Employees 1 0 0

Org 0301: Office of City Manager 7 5 5

City Manager 1 1 1
Managing Director 1 0 0
Strategic Resources Team Director * 0 0 1
Director, Management Operations 0 1 1
Assistant Director, Management Operations 0 1 0
Executive Assistant 2 2 2
Assistant to the City Manager 1 0 0
Sr Management Analyst 1 0 0
Intern 1 0 0

Org 0341: Audit 2 0 0

Internal Audit Manager 1 0 0


Senior Internal Auditor 1 0 0

Staffing Notes:

Assistant Director position transferred to Management Operations department


* Strategic Resources Team Director position transferred from Performance Team and
is currently frozen
City Manager’s Office

FY2010-11 Proposed Operating Budget


146
City Manager’s Office
Organization Chart

FY2010-11 Proposed Operating Budget


147
FY2010-11 Proposed Operating Budget
148
Financial Services
Max S. Duplant,
Chief Financial Officer
Mission Statement The Financial Services Department includes seven (7) divisions: Admini-
stration, Accounting, Treasury Management, Budget & Compensation,
The Financial Services Department
Benefit & Wellness, Risk Management and Customer Services. Financial
provides useful, timely and reliable
Services has responsibility for all fiscal matters related to the City of Irving.
financial information and support to
In addition, the department has oversight responsibility in regard to the TIF
City staff, management, Council,
District.
citizens and external parties.

Department at a Department FY 2009-10 Results


Glance:
 Streamlined the monthly financial report preparation utilizing Access
software
General Fund  Completed FY 09 annual audit on January 26, 2010 (three weeks earlier
than previous year) with no material findings noted
FY 2010-11 Budget  Received the GFOA Certificate of Achievement for Excellence in Finan-
$3,239,544 cial Reporting for the 008 CAFR (25th consecutive year)
 Automated city-wide electricity billing reducing the processing time for
payments
Full Time Employees
 Enhanced the interface system between the water billing software and
31
the accounting system
 Completed duplicate vendor payment review
 Completed development of Comprehensive Rate Design and Cost of
System Fund
Service Model
 Enhanced communication with utility customers through redesign of
FY 2010-11 Budget website and implementation of email notifications for delinquent ac-
$2,563,011
counts
 Implemented “Red Flag Rules” designed to protect customers from iden-
Full Time Employees tity theft
28  Introduced Western Union as an authorized payment location for water
bill
 Reduced postage through the implementation of CASS software
 Utilized the Six Sigma process to review and implement efficiencies re-
lated to the disconnect process for delinquent accounts
 Staff attended “Train the Trainer” and conducted a needs assessment in
order to begin development of “Focus First on Service”, a training pro-
gram specifically for utilities customer service
 Received Goal Award for Financial Transparency from the Texas Comp-
troller Leadership Circle.

FY2010-11 Proposed Operating Budget


149
Other Goals and Actions
 Complete FY10 audit by January 19, 2011

 Review feasibility of converting wire payments to ACH

 Coordinate the financing of the Entertainment Venue Project

 Work closely with ICVB and SMG on the Convention Center financial operations

 Provide Basic Banner training to departments

 Enhance Customer Service training through the implementation of a comprehensive training


program based on American Water Works Association’s “Focus First of Service” specifically
geared toward customer service in the water industry

 Explore options for meeting customer payment obligations while increasing overall convenience
of accessing services—recurring credit card payments and pay by phone

 Implement remote work order system through current utility billing software to increase efficiency
of utility service technician activities

 Complete meter reading route optimization to increase meter reading efficiencies


Financial Services

FY2010-11 Proposed Operating Budget


150
Financial Services
Key Performance Indicators
2008-09 2009-10 2010-11

ACTUAL ESTIMATED TARGET


Number of material weaknesses 0 0 0

Percent of invoices paid within 30 days 99.27% 99% 99%

Quarterly rate earned on investments 0.95% 0.39% 0.25%

Percent of delinquent active accounts 9.78% 8.41% <10%

Percent of bills generated without errors (per 10,000) N/A 6% <10%

Percent score for quality assurance evaluations 90.78% 85.46% 90%

Number of workers compensation medical-only claims 133 130 128

Number of workers compensation lost-time claims 34 32 30

Number of workers compensation record-only claims 109 108 107

Workers compensation claims per 100 employees 16 15 15

Number of preventable vehicle accidents 106 84 80

Injuries receiving medical treatment as a % of total 60% 60% 60%


reported injuries

Number of preventable body mechanics injuries 30 28 26

Number of preventable backing vehicle incidents 34 20 15

Percent of employees rating overall customer 96% 100% 90%


experience with risk management as “good” or
“excellent”

Overall improvement in Corporate Wellness N/A N/A 20%

Error in budget predictions N/A N/A 5%


Health plan claims cost per enrollee

FY2010-11 Proposed Operating Budget


151
Revenue Summary by Category—General Fund
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

FEES AND PERMITS $ 28,125 $ 37,000 $ 37,000 $ 37,000


COST REIMBURSEMENTS $ 8,250 $ 15,500 $ 15,500 $ 15,500
SALE OF GOODS $ 70,859 $ - $ - $ -
TRANSFERS FROM OTHER FUNDS $ - $ 25,482 $ 25,482 $ -
DEPARTMENT TOTAL $ 107,234 $ 77,982 $ 77,982 $ 52,500

Expenditure Summary by Category—General Fund


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 1,415,998 $ 1,136,569 $ 1,136,569 $ 1,864,113


BENEFITS $ 371,856 $ 383,902 $ 383,902 $ 645,216
SUPPLIES $ 53,832 $ 33,350 $ 33,350 $ 65,750
EQUIPMENT MAINTENANCE $ 45 $ 995 $ 995 $ 2,906
MISCELLANEOUS SERVICES $ 527,262 $ 534,931 $ 534,963 $ 661,559
TRANSFERS $ 23,251 $ 18,804 $ 18,804 $ -

BUILDING AND STRUCTURES $ - $ - $ - $ -


CAPITAL $ - $ - $ - $ -
DEPARTMENT TOTAL $ 2,392,245 $ 2,108,551 $ 2,108,583 $ 3,239,544

Salaries and Wages


Benefits
Financial Services

58%
20%

Miscellaneous Services
20%

Supplies
Transfers
2%
0% Equipment Maintenance
0.1%

FY2010-11 Proposed Operating Budget


152
Financial Services
Expenditure Summary by Organization—General Fund
ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG SUMMARY ACTUAL ADOPTED ESTIMATED ADOPTED
0801 Accounting $ 1,080,429 $ 1,092,134 $ 1,092,166 $ 1,080,725
0802 Budget and Compensation $ - $ - $ - $ 476,225
0803 Revenue and Debt $ 111,587 $ 119,113 $ 119,113 $ 676,139
0805 Administration $ 245,867 $ 329,606 $ 329,606 $ 217,154
0811 Tax Administration $ 578,511 $ 567,698 $ 567,698 $ 0
0814 Collections $ - $ - $ - $ 92,392
0821 Purchasing $ 375,851 $ - $ - $ -
0870 Benefits $ - $ - $ - $ 454,315
0871 Risk $ - $ - $ - $ 242,594
TOTAL $ 2,392,245 $ 2,108,551 $ 2,108,583 $ 3,239,544

Risk
Benefits 8% Accounting
Tax Collection
14% 35%
0%
Revenue and Debt
21%
Finance Administration
7%

Budget &
Compensation
15%

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$-
A cco unting B udget and Revenue and A dministratio n Tax Co llectio ns P urchasing B enefits Risk
Co mpensatio n Debt A dministratio n

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


153
Revenue Summary by Category—System Fund

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
CHARGES FOR SERVICES $ - $ 2,535,000 $ - $ -
COST REIMBURSEMENTS $ - $ 15,000 $ - $ -
DEPARTMENT TOTAL $ - $ 2,550,000 $ - $ -

Expenditure Summary by Category—System Fund


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 1,245,823 $ 1,284,777 $ 1,339,777 $ 1,344,712
BENEFITS $ 401,478 $ 431,508 $ 431,508 $ 492,885
SUPPLIES $ 356,029 $ 391,750 $ 391,750 $ 330,700
STRUCTURE MAINTENANCE $ - $ 8,361 $ 8,361 $ -
EQUIPMENT MAINTENANCE $ 85,474 $ 188,483 $ 188,483 $ 107,820
MISCELLANEOUS SERVICES $ 166,895 $ 161,146 $ 161,146 $ 238,820
TRANSFERS $ 18,391 $ 14,674 $ 14,674 $ 29,674
BUILDING AND STRUCTURES $ - $ 123,992 $ - $ -
OTHER CAPITAL $ - $ - $ - $ 18,400
DEPARTMENT TOTAL $ 2,274,090 $ 2,604,692 $ 2,535,700 $ 2,563,011

Salaries and Wages


Benefits
54%
19%

Supplies
Financial Services

13%

Transfers
1% Structure Maintenance
Miscellaneous Services
0.0%
9%
Equipment Maintenance
4%

FY2010-11 Proposed Operating Budget


154
Financial Services
Expenditure Summary by Organization—System Fund
ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
0802 Budget $ 56,004 $ - $ 55,000 $ 74,264
0812 Business Services $ 276,041 $ 527,635 $ 403,643 $ 287,469
0813 Customer Relations $ 337,065 $ 355,148 $ 355,148 $ 306,562
0814 Collections $ 553,396 $ 584,231 $ 584,231 $ 664,728
0815 Utility Billing $ 1,102,759 $ 1,137,678 $ 1,137,678 $ 1,229,987
TOTAL $ 2,325,265 $ 2,604,692 $ 2,535,700 $ 2,563,011

Budget
3% Business Services
11%
Customer Relations
12%
Utility Billing
48% Collections
26%

$1,400,000

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$-
Budget Business Customer Collections Utility Billing
Services Relations

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


155
Departmental Staffing—General Fund
Funded Positions
2008-09 2009-10 2010-11

Department Total 25 20 32

Full-Time Employees 25 19 31
Part-Time (PT) Employees 0 1 1

Org 0801: Accounting 15 15 14


Controller 1 1 1
Accounting Manager 1 1 1
Senior Accountant 1 1 1
Fixed Asset Analyst 1 1 1
Accountant * 2 2 2
Accounting Clerk Supervisor 1 0 1
Accounting Clerk Supervisor PT 0 1 0
Payroll Specialist 1 1 1
Senior Accounting Clerk 2 2 2
Accounting Clerk II * 5 5 4

Org 0802: Budget and Compensation 0 0 5


Budget Admin - Asst. CFO - Budget 0 0 1
Budget Coordinator 0 0 1
Budget and Financial Analyst ** 0 0 1
Senior Strategic Services Specialist 0 0 1
Payroll Coordinator 0 0 1

Org 0803: Revenue and Debt 1 1 1


Treasury Manager - Asst. CFO - Treasury 1 1 1

Org 0805: Administration 3 3 3


Chief Financial Officer 1 1 1
Assistant Chief Financial Officer 1 1 1
Financial Services Assistant 1 1 1

Org 0811: Tax Administration 1 1 0


Customer Service Representative 1 1 0
Financial Services

Org 0814: Collections 0 0 2


Accounting Clerk II 0 0 1
Permit Specialist 0 0 1

Org 0870: Benefits 0 0 4


Benefits & Risk Management Administrator 0 0 1
Strategic Resources Supervisor 0 0 1
Staff Assistant 0 0 1
Pension Plan Assistant PT 0 0 1

Org 0871: Risk Management 0 0 3


Strategic Resources Supervisor 0 0 1
Strategic Resources Specialist 0 0 1
Risk Management Technician 0 0 1

FY2010-11 Proposed Operating Budget


156
Financial Services
Staffing Notes:

One (1) Accounting Clerk II and one Permit Specialist positions transferred to Collections
with all Customer Services function at first-floor of City Hall.

Assistant Chieft Financial Officer and Financial Services Assistant positions are held vacant.
Budget and Treasury Managers temporarily promoted to Assistant CFOs.

Tax Admin outsourced to Dallas County.

Pension Plan Assistant reclassed from a parttime Ground Keeping I and will be reimbursed
by SBP fund

Budget and Compensation, Benefits and Risk Management orgs transferred from
Strategic Resources

* Grants Accountant position funded 25% by HHS Funds


* Two Accounting Clerk II positions funded 10% by HHS Funds

FY2010-11 Proposed Operating Budget


157
Financial Services

FY2010-11 Proposed Operating Budget


158
Financial Services
Department Staffing—System Fund
Funded Positions
2008-09 2009-10 2010-11

Department Total 33 33 33

Full-Time Employees 28 28 28
Part-Time (PT) Employees 5 5 5

Org 0802: Budget and Compensation 0 0 1


Budget And Financial Analyst 0 0 1

Org 0812: Business Services 2 3 3


Business Manager 1 1 1
Business Services Analyst 1 1 1
Busines Services Coordinator 0 0 0
Administrative Assistant 0 1 1

Org 0813: Customer Relations 7 6 5


Customer Service Supervisor 1 1 1
Senior Customer Service Representative 1 1 1
Customer Service Representative * 5 4 3

Org 0814: Collections 9 9 9


Customer Service Supervisor 1 1 1
Accounting Clerk II 1 1 1
Senior Customer Service Representative 1 1 1
Customer Service Representative 4 4 4
PT Office Assistant 2 2 2

Org 0815: Utility Billing 15 15 15


Customer Service Supervisor 1 1 1
Billing Systems Technician 1 1 1
Senior Utility Service Technician 1 1 1
Billing Systems Clerk 1 1 1
Utility Service Technician 3 3 3
Customer Service Representative 1 1 1
Meter Reader 4 4 4
Meter Reader PT 3 3 3

Staffing Notes:

One (1) Customer Service Representative position reduced due to operational


improvement per budget supplemental

One (1) Budget and Financial Analyst position funded in System fund but reports to
Financial Services Department in General Fund

FY2010-11 Proposed Operating Budget


159
Financial Services

FY2010-11 Proposed Operating Budget


160
Management
Operations Team
Teresa Adrian
Director
The Management Operations Team is led by Director Teresa Adrian. The
director leads a team of employees focused on providing excellent internal
and external customer service to residents, businesses, visitors, and employ-
ees through the myriad of service options.
Department at a The Management Operations Team focuses on building and maintaining
Glance: partnerships with outside local agencies to strengthen the city’s presence in
the community and the region. To accomplish this, the Media Team and
Community Outreach is also under the oversight of the Management Opera-
FY 2010-11 Budget tions Team director which allows for relationships to be formed which ex-
$956,175 pand communication beyond the limits of the city as Irving’s messages are
placed in regional national communication mediums.
Full Time Employees
8 Another function under this team is Guest Services which includes the first
floor reception area and the visitor management system. Recruiting and hir-
ing for general government employees and civil service administration are
also within the scope of this team, along with the teams and committees that
serve this function such as the position review committee, management re-
view team, training committee and the HR committee.

In addition to the Management Operations Team, the director also has over-
sight of Information Technology, the Performance Team, Municipal Courts
and Corporate Communications.

FY2010-11 Proposed Operating Budget


161
Department FY 2009-2010 Results
The Management Operations Team forged relationships with local independent schools districts and
private schools to improve joint communication, activities and resources for residents. The team also
implemented a visitor management system for City Hall which included increased customer service
and security. The media team was formed to enhance outreach to all media streams and increase
messaging throughout the region about Irving. Additionally, a town hall meeting was held to inform
residents on citywide projects, three employee town hall meetings were held to inform employees on
internal improvements and one Spanish town hall meeting was held to speak directly to the Spanish
speaking population of Irving.

Key Performance Indicators

2008-09 2009-10 2010-11

ACTUAL ESTIMATED TARGET


Senior Promotions Filled by Internal Candi- 36% 32% >30%
dates

Residents’ Rating on Customer Service Sat- 67% 67% >90%


isfaction
Increased number of internship opportunities n/a n/a >20%
throughout the organization

Recruitment Satisfaction Rating n/a n/a >90%

Neighborhood Association Satisfaction Rat- n/a n/a >90%


ing
Management Operations

Fair and Balanced Media Coverage n/a n/a >80%

Neighborhood Roundtable Attendance 260 265 270

Inquiries (questions) worked 1,100 1,150 1,200

Inquiries (concerns) worked 310 335 300

Number of people reached through Speaker’s 1,900 1,950 2,000


Bureau presentations

FY2010-11 Proposed Operating Budget


162
Management Operations
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 139,256 $ - $ 287,146 $ 454,998


BENEFITS $ 29,256 $ - $ 75,033 $ 156,522
SUPPLIES $ 30 $ - $ - $ 25,550
EQUIPMENT MAINTENANCE $ 23 $ - $ - $ 75
MISCELLANEOUS SERVICES $ 28,547 $ - $ - $ 319,030
TRANSFERS $ - $ - $ - $ -
DEPARTMENT TOTAL $ 197,112 $ - $ 362,179 $ 956,175

Miscellaneous
33% Salaries and Wages
48%
Benefits
16%

Equipment
Maintenance
0.01% Supplies
2.7%

$500,000
$400,000
$300,000
$200,000
$100,000
$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFERS
AND MAINT. SERVICES
WAGES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


163
Departmental Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 4 0 8

Full-Time Employees 3 0 8
Part-Time (PT) Employees 1 0 0

Org 0904: Customer Service 4 0 8

Assistant Director 0 0 1
Community Outreach Manager 0 0 1
Guest Services Supervisor 0 0 1
Guest Services Ambassador 0 0 2
Sr. Office Assistant 0 0 1
Office Coordinator 0 0 1
Strategic Resources Specialist 0 0 1
Director of Admin Services & External Relations 1 0 0
Assistant Director of Admin Svcs & Ext Relations 1 0 0
Management Analyst 1 0 0
Graduate Intern - PT 1 0 0

Staffing Notes:

Assistant Director position transferred from City Manager's Office


Guest Services Ambassador, Strategic Resources Specialist, Senior Office Assistant
positions transferred from City Secretary's Office and Performance Team

Community Outreach Manager and Office Coordinator positions transferred from


Management Operations

Corporate Communication

Guest Services Supervisor positions transferred from Code Enforcement department

FY2010-11 Proposed Operating Budget


164
Director of Management
Operations

Community Outreach
Assistant Director
Manager

Senior Office Guest Services Strategic Resource


Office Coordinator
Assistant Supervisor Specialist

165
FY2010-11 Proposed Operating Budget
Guest Services Guest Services
Ambassador Ambassador

Management Operations
FY2010-11 Proposed Operating Budget
166
Non-Departmental

Non - Departmental
Provides payment for the following functions which benefit only General
Fund departments, but which can not be allocated to a specific department:

Department at a Salaries & Benefits – In prior budgets these accounts in Non-


Glance: Departmental have been used to estimate the cost of changes to the pay
plan, market adjustments, or changes in health insurance costs or plan de-
sign for the entire General Fund.

FY 2010-11 Budget Utilities – Telephone, gas, electricity, and water for general municipal fa-
cilities.
$21,965,363
Insurance – Premiums for insurance including property and casualty, pub-
lic officials, errors and omissions, and Workers’ Compensation.
Full Time Employees
Financial Services – Audit and bond rating services, ambulance collection
0
services, loan subsidy program, and Economic Development Foundation
costs.

Other – Copy machine rental, maintenance and supplies, garbage bags for
resale, annual budget review, board appreciation banquets; and armored car
service.

Transportation Summit
In FY 2003-04, a separate Organization was created to track the expendi-
tures of the annual Transportation Summit that the City of Irving hosts in
August. This summit brings together planners, administrators and elected
officials from the North Texas region to discuss the area’s overall transpor-
tation needs. The August 2011 summit will be the 14th Annual Transporta-
tion Summit

FY2010-11 Proposed Operating Budget


167
Revenue Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
AD VALOREM TAXES $ 73,516,214 $ 71,016,103 $ 70,116,692 $ 69,272,317
SALES TAX $ 47,389,976 $ 47,615,000 $ 44,603,531 $ 44,615,000
FRANCHISE FEES $ 24,024,947 $ 20,936,925 $ 18,116,629 $ 18,506,950
COST REIMBURSEMENTS $ 345,277 $ 371,263 $ 360,267 $ 360,267
SALE OF GOODS $ 108,333 $ 102,000 $ 103,500 $ 107,500
USE OF CITY FACILITIES $ 107,152 $ 110,802 $ 110,532 $ 94,532
MISCELLANEOUS $ 1,690,025 $ 2,856,730 $ 1,655,600 $ 2,043,752
TRANSFERS FROM OTHER FUNDS $ 6,597,589 $ 10,640,764 $ 10,668,433 $ 10,252,326
DEPARTMENT TOTAL $ 153,779,514 $ 153,649,586 $ 145,735,184 $ 145,252,644

SALE OF GOODS
COST 0% MISCELLANEOUS
REIMBURSEMENTS 2% TRANSFERS FROM
0%
USE OF CITY OTHER FUNDS
FACILITIES 5%
0%

FRANCHISE FEES AD VALOREM TAXES


14% SALES TAX 47%
32%
Non-departmental

FY2010-11 Proposed Operating Budget


168
Non-departmental
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ - $ 743,711 $ (3,184,472) $ 223,680
BENEFITS $ - $ (1,680,476) $ (1,680,476) $ (1,418,860)
SUPPLIES $ 121,458 $ 122,112 $ 122,112 $ 115,900
MISCELLANEOUS SERVICES $ 18,577,499 $ 17,314,107 $ 17,314,107 $ 17,115,772
TRANSFERS $ 8,599,222 $ 5,023,570 $ 4,048,070 $ 5,928,871
CAPITAL $ 152,393 $ - $ - $ -
DEPARTMENT TOTAL $ 27,450,572 $ 21,523,023 $ 16,619,341 $ 21,965,363

Expenditure Summary by Organization


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
1001 Non-Departmental $ 26,751,777 $ 20,582,676 $ 15,678,994 $ 21,089,838
1003 Transportation Summit $ 698,795 $ 940,347 $ 940,347 $ 875,525
TOTAL $ 27,450,572 $ 21,523,023 $ 16,619,341 $ 21,965,363

Millions

$30

$25

$20

$15

$10

$5

$0
Non-Departmental Transportation Summit

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


169
FY2010-11 Proposed Operating Budget
170
Performance Team
Lynda Johnson
Chief Performance Officer
The Performance Team focuses on providing the organization effective
Mission Statement application of resources through the organization and coordination of work
for greater productivity and high-impact results across all city departments.
Provide departments with the tools
and support necessary to deliver Irving University-The team is responsible for coordinating and promoting
exceptional service by: Irving University. The Training Committee approves the curriculum; the
Performance Team schedules the classes, registers participants and updates
 Providing data analysis tools for employee transcripts.
making sound governance
decisions; Strategic Plan-The team works with the departments in updating the strate-
 Maximizing the efficiency, effec- gies, actions, tasks and performance measures for the Strategic Plan each
tiveness and economic impacts of year and ensures that what is submitted is consistent with the plan hierarchy
our business processes and sys- and focus. The team guides the plan’s creation through the entire review and
tems; adoption process in tandem with the budget and oversees the plan’s imple-
mentation and reporting of results throughout the year.
 Aligning the workforce through
training opportunities with the
Lean Six Sigma-The team implemented in a citywide effort to improve or-
vision, mission and strategies of
ganizational efficiencies. Used by many corporate and government entities,
the city
the 6 Sigma model is currently being used by the city to examine ways to
improve productivity and eliminate waste

Operational Reviews-The team evaluates city processes to better meet


Department at a changing customer needs resulting in the implementation of improvement
strategies by leveraging existing resources. Our focus is to make providing
Glance: services to our internal and external customers more efficient, effective and
economical.
FY 2010-11 Budget Performance Audits-The team provides the organization with an examina-
$808,082 tion of the effectiveness and efficiency of primarily internal processes as
identified in the city’s audit plan. Critical to this function is the Performance
Full Time Employees Team’s ability to make recommendations and ensure solutions are imple-
6 mented to strengthen and standardize key business processes.

Surveys -The team along with Corporate Communications staff members


serve as the city’s survey team. In this role, we assist departments with sur-
vey development, implementation, and data analysis. The team also conducts
the resident survey, internal service survey, and organizational excellence
survey each year as well as “voice of the customer” surveys requested by
many service areas.

FY2010-11 Proposed Operating Budget


171
Department FY 2009-10 Results
 Conducted Lean Six Sigma Green Belt and Yellow Belt training additional employees to review
key processes and eliminate waste (will put in savings at end of year)
 Yellow Belt Team formed to expand Lean Techniques throughout the organization
 Implemented Learning Management System training software (can add # of online course at end
of year)
 Foundation Video series created and added to training curriculum
 Launched new supervisory training series Supervision
 Centralized the collection of KPIs

Key Performance Indicators 2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET
Irving University Course Offerings Online N/A N/A 20%

General Government Employees Completing N/A N/A 80%


Required Courses
Completion of Audits within 45 Days of Start N/A N/A 80%

Customer Service Rating by Internal Customers 93% 93% 90%

Cost Savings and Avoidance from Reviews, N/A N/A $80,000


Lean Six Sigma (LSS) and Audits

Productivity Savings from Reviews, LSS and N/A N/A 4 FTEs


Audits
Additional Revenue Generated/Recovered N/A $50,000 $50,000
Performance Team

FY2010-11 Proposed Operating Budget


172
Performance Team
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 1,398,775 $ 1,518,184 $ 1,518,184 $ 392,006


BENEFITS $ 440,597 $ 514,656 $ 514,656 $ 124,001
SUPPLIES $ 90,203 $ 99,850 $ 90,850 $ 45,500
EQUIPMENT MAINTENANCE $ 2,290 $ 2,951 $ 2,951 $ 2,075
MISCELLANEOUS SERVICES $ 520,272 $ 635,232 $ 585,153 $ 244,500
TRANSFERS $ 21,710 $ 21,710 $ 21,710 $ -
OTHER CAPITAL $ - $ - $ - $ -
DEPARTMENT TOTAL $ 2,473,847 $ 2,792,583 $ 2,733,504 $ 808,082

$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
SALARIES AND BENEFITS SUPPLIES EQUIPMENT MISCELLANEOUS TRANSFERS OTHER CAPITAL
WAGES MAINTENANCE SERVICES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

Transfers
0%

Miscellaneous
30% Salaries and Wages
49%
Benefits
15%

Equipment Maintenance
0.3% Supplies
6%

FY2010-11 Proposed Operating Budget


173
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 25 24 6

Full-Time Employees 24 24 6
Part-Time (PT) Employees 1 0 0
Org 1201: Budget and Compensation 7 6 0
Budget Administrator 1 1 0
Budget Coordinator 1 1 0
Senior Budget and Financial Analyst 1 0 0
Budget and Financial Analyst 1 2 0
Senior Strategic Services Specialist 1 1 0
Payroll Coordinator 1 1 0
Budget Intern (PT) 1 0 0

Org 1204: Administration 2 1 0

Strategic Resources & Budget Director 1 0 0


Strategic Resources Team Director 0 1 0
Administrative Assistant 1 0 0
Org 1205: Strategic Innovations 3 6 6
Chief Performance Officer 0 1 1
Performance Auditor Manager 0 1 1
Administrative Assistant 0 1 1
Management Analyst 1 0 0
Senior Management Analyst 1 1 1
Process Improvement Specialist 1 0 0
Performance Coordinator * 0 1 1
Senior Performance Auditor 0 1 1

Org 1222: Workforce Services 4 5 0


Workforce Service Administrator 1 0 0
Staff Assistant 1 0 0
Benefits Coordinator 1 0 0
Performance Team

Strategic Resources Supervisor 0 1 0


Strategic Resources Specialist I 0 1 0
Senior Office Assistant 0 1 0
Office Assistant 0 1 0
Senior Strategic Resources Specialist 1 1 0

Org 1252: Benefits and Risk Management 3 6 0


Strategic Resources Supervisor 1 1 0
Strategic Resources Specialist 1 1 0
Risk Management Technician 1 1 0
Benefits & Risk Management Administrator 0 1 0
Staff Assistant 0 1 0
Strategic Resources Supervisor 0 1 0

FY2010-11 Proposed Operating Budget


174
Performance Team
Department Staffing (cont.)

Staffing Notes:

Org 1201 changes to 0802 under Finance department


Org 1204 Strategic Resources Team Director position transfers to City Manager's
Office and is currently frozen
Org 1222, Strategic Resources Supervisor position transfers to org 0481 - Police, other
positions transferred to org 0904 - Operation Management
Org 1251 split to org 0870-Benefit and org 0871-Risk Management under Finance dept.

* Performance Coordinator position is currently frozen

Organizational Chart

FY2010-11 Proposed Operating Budget


175
FY2010-11 Proposed Operating Budget
176
City Attorney’s Office
Charles R. Anderson
City Attorney
Mission Statement Pursuing the Strategic Goal of Sound
Governance, the City Attorney’s Of-
Deliver exceptional legal services and
fice provides creative and innovative
vigorously represent and promote the
legal counsel and advice to the Mayor,
City of Irving’s interest and vision.
City Council, City Boards and Com-
missions, and City staff. The Legal
Team actively supports the Council’s
vision of our community through stra-
tegic planning for development of the
Department at a community, supporting the code en-
forcement initiatives, litigation, legis-
Glance: lative efforts, prosecution of Municipal
Court cases, and meeting the City’s other legal needs.

FY 2010-11 Budget
$2,040,682

Full Time Employees


Department FY 2009-10 Results
17
Goal 1
 11/09—1/10—Planned and staged a Summit of Texas Code En-
forcement Attorneys to expand knowledge, look for best practices,
and establish Irving as a leader in Code Enforcement
 10/22/09—Drafted amendments to Streets and Sidewalks chapter of
the Irving City Code to provide regulation for newsracks on right-of-
ways (Ord. 9129)
 10/22/09—Zoning Ord 1144, Sec. 52-36—Assisted in drafting ordi-
nance to provide requirements for garage conversions (Ord. 9132)

Goal 2
 12/03/09—Assisted in drafting ordinance adopting the 2006/08 Edi-
tions of the Construction Codes and Regional and Local Amend-
ments (Ord. 9138)
 12/03/09—Assisted in drafting ordinance adopting the 2006 Interna-
tional Fire Code and Regional and Local Amendments (Ord. 9139)

Goal 3
 12/03/09—Drafted amendments to Irving Policy Statement on Local
Economic Development and Business Stimulation Incentives (Ord.
9137)

FY2010-11 Proposed Operating Budget


177
Department FY 2009-10 Results (Cont.)

Goal 4:
 10/08/09—Drafted amendments to the Personnel chapter of the Irving City Code to authorize
education incentive pay and certification incentive pay for eligible police and fire civil service
personnel (Ord. 9125)

Goal 7:
 10/22/09—Drafted amendments to Zoning Ord. 1144, Sec. 52-49—Relating to the sale,
serving or storage of alcoholic beverages at city facilities (Ord. 9133)

Goal 8:
 12/17/09—Recovered $252,000 from the state for custom license fees related to the Dallas
Cowboys
 1/14/10—Drafted amendments to Records Management article of Chapter 2 of the Irving City
Code to adopt a General Records Control Schedule for city records

Goal 10:
 12/03/09—Drafted amendments to the Parks and Recreation chapter of the Irving City Code to
establish Tree Board and to provide for the care of public trees (Ord. 9140)

Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET

Cases resolved below assessed N/A N/A 75%


risk level

Times Attorney General agrees N/A N/A 85%


with City’s justification for
withholding
City Attorney’s Office

Attorneys receive an average of N/A 95% 95%


18 hours of continuing legal
education per year

Draft complaint language within N/A 90% 90%


5 business days

Review contracts w/n 5-day and N/A 90% 90%


10-day deadlines established by
the City Attorney’s Office (CAO)

City Attorney’s Office delivers or N/A N/A 75%


presents four lectures or papers
per year on municipal legal topics

FY2010-11 Proposed Operating Budget


178
City Attorney’s Office
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 1,504,344 $ 1,493,686 $ 1,493,686 $ 1,436,264


BENEFITS $ 375,762 $ 415,203 $ 415,203 $ 414,699
SUPPLIES $ 36,745 $ 34,000 $ 34,000 $ 34,000
EQUIPMENT MAINTENANCE $ 560 $ 725 $ 725 $ 700
MISCELLANEOUS SERVICES $ 119,730 $ 213,263 $ 213,263 $ 155,019
TRANSFERS $ 20,168 $ 29,955 $ 29,955 $ -
CAPITAL $ - $ - $ - $ -
DEPARTMENT TOTAL $ 2,057,310 $ 2,186,832 $ 2,186,832 $ 2,040,682

Miscellaneous Services
Transfers
7.60% Capital
0.00%
Equipment Maintenance 0.00%
0.03%
Supplies
1.67%

Benefits
20.32%
Salaries and Wages
70.38%

$1,600,000

$1,400,000

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFERS CAPITAL
AND WAGES MAINTENANCE SERVICES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Adopted

FY2010-11 Proposed Operating Budget


179
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 17 17 17

Full-Time Employees 17 17 17
Part-Time (PT) Employees 0 0 0

Org 1601: City Attorney's Office 17 17 17

City Attorney 1 1 1
Deputy City Attorney 1 1 1
Senior Legal Secretary 1 1 1
Legal Secretary * 2 2 2
Senior Assistant City Attorney * 5 5 5
Assistant City Attorney II 2 3 3
Assistant City Attorney I 2 1 1
Legal Services Supervisor 1 1 1
Paralegal 2 2 2

Staffing Notes:

* One (1) Legal Secretary position frozen


* One (1) Senior Assistant City Attorney position frozen
City Attorney’s Office

FY2010-11 Proposed Operating Budget


180
City Attorney’s Office
Organizational Chart

FY2010-11 Proposed Operating Budget


181
FY2010-11 Proposed Operating Budget
182
Strategic Goal 9
Enhance and Sustain Irving’s
Infrastructure Network

Associated Departments City infrastructure represents a vital investment necessary to provide basic
--------------------------------------------- services to the community and will continue to be upgraded to meet
expanding needs. The city is committed to comprehensive infrastructure
• Capital Improvement Program planning in order to extend the usable life of current assets and to maximize
the return on future investment. As a result, the city will work to identify
future needs and will take prudent steps to ensure the city’s future
• Transportation
transportation, water, technology systems, and city facilities, to support the
provision of crucial services. The following strategies are associated with
• Water Utilities Strategic Goal 9. Specific activities that are used to complete each strategy
can be found on the following pages. Strategies that are in bold are key
• Information Technology focus areas for FY 2010-11.

• Intergovernmental Services 9.1 Enhance and sustain the water distribution system
9.2 Enhance and sustain the wastewater collection system
9.3 Enhance and sustain the water supply system
9.4 Provide a safe and efficient transportation system
9.5 Expand landfill use and development
9.6 Execute the Capital Improvement Program (CIP)
9.7 Enhance and sustain a comprehensive building maintenance plan
9.8 Implement a comprehensive master plan for city technology
9.9 Enhance and sustain the drainage system

FY2010-11 Proposed Operating Budget


183
Strategies and Actions

FY10-11 FY 2010-11 Key


Strategy/
Strategies & Actions Focus Primary Desired
Action
Area Lead Outcome
9.1 Enhance and sustain the Water Utilities
water distribution system

9.1.1 Operate, maintain and replace Water Utilities Water quality standards
infrastructure to ensure safe and meets or exceeds those of
clean drinking water the state and EPA

9.1.2 Operate, maintain and replace Water Utilities Addresses inaccuracies


infrastructure to minimize and indicates condition of
unaccounted water infrastructure

9.2 Enhance and sustain the Water Utilities


wastewater collection
system
9.2.1 Operate, maintain and replace Water Utilities Determines if deteriorating
infrastructure to ensure good conditions exists in the
working conditions of the collection system or pipes
wastewater collection system need to be upgraded

9.3 Enhance and sustain the Water Utilities


water supply system
9.3.1 Operate, maintain and replace Water Utilities Fully operational system
infrastructure to ensure Lake that meets customer needs
Chapman pumping facilities are
fully operational to meet
customer's needs

9.4 Provide a safe and efficient Transportation


transportation system
Strategic Goal 9

9.4.1 Enhance and Sustain The Transportation Maintenance activities


Transportation System meet or exceed Texas
Manual on Uniform Traffic
Control Devices standards
9.4.2 Maintain a Safe and Efficient Transportation Extend the roadway design
Roadway Network life of the existing roadway
system in Irving
9.4.3 TxDOT SH 183 Active Projects Transportation Completion of SH 183
rebuild project

9.5 Expand landfill use and Solid Waste


development Services

9.5.2 Optimize utilization of landfill Solid Waste Achieve annual in-place


space Services density of 1,500 lb/CY

9.5.3 Obtain permit amendment Solid Waste Receive amended permit


Services

FY2010-11 Proposed Operating Budget


184
Strategic Goal 9
Strategies and Actions

9.6 Execute the Capital Capital


Improvement Program (CIP) Improvement
Program

9.6.1 Deliver CIP Projects on schedule Capital CIP projects on schedule


and within initial budget Improvement and within initial budget
Program

9.6.2 Monitor and facilitate the high Capital Infrastructure does not
quality development of public Improvement require premature repair or
infrastructure by developers Program replacement by the city

9.7 Enhance and sustain a Capital


comprehensive building Improvement
Program
maintenance plan
9.7.1 Maintain city buildings to ensure Capital Safe and secure City
public welfare through safe and Improvement Facilities for both general
secure facilities Program public and employees

9.8 Implement a comprehensive Information


master plan for city Technology
technology
9.8.1 Enhance / Improve citywide IT Information Reduce the number of
infrastructure Technology hours a Infrastructure
System is down within
business hours. It is used
to identify any potential
trends and determine the
level of service to
end-users
9.8.2 Enhance / Improve citywide IT Information Effectiveness of
Network Communications Technology communication
enhancement projects

9.9 Enhance and sustain the Capital


drainage system Improvement
Program

9.9.1 Analyze City Contribution to Capital Study ongoing


Flood Districts Improvement contributions to FCD's to
Program ensure city is receiving
adequate benefits for
contributions
9.9.2 Recertify IFCD#1 levees Capital Monitor FCD actions to
(USACE/FEMA approval of levee Improvement ensure the IFCD #1 levees
improvements) Program are FEMA approved

FY2010-11 Proposed Operating Budget


185
FY2010-11 Proposed Operating Budget
186
Capital Improvement
Program

Mission Statement S. Casey Tate,


The Capital Improvement Program
Team plans, constructs and maintains
Director
the public infrastructure.
The Capital Improvement Program (CIP) Team administers and carries out the
construction of the city’s infrastructure as related to streets, water and wastewa-
ter, drainage, and city facilities such as libraries, fire stations, and parks. Build-
ing Services is included in the CIP Team.
 The CIP Team assures the public’s welfare through engineering excellence
by providing project design, construction administration, and infrastructure
inspection. The team also oversees new facility construction as well as park
planning and development.
 Building Services provides safe and well-maintained city facilities for the
use of our employees, residents, and visitors.
Department at a
Glance: Department FY 2009-10 Results
FY 2010-11 Budget  Through the second quarter, expended $8.8 million for infrastructure and
facility improvement projects. During this period, eight projects totaling $5
$6,732,716 million were completed.

Full Time Employees  Worked with the City Attorney’s Office to resolve legal issues related to
A+B Contracting method including revisions to the bidding and contract
80 documents to utilize these new methods of procurement.
 Received a $1,500,000 Trail Grant from Dallas County Open Space Pro-
gram to construct a segment of Campión Trails primary trail for Phase II of
the SHTP which will be the northern terminal of the trail.
 Provided design and project management services for the West Irving
Aquatic Center, Campión Trails—Twin Wells to Trinity View Park, Lake
Carolyn Promenade, West Irving Library, Corridor Enhancements, and
Campión Trails Trinity River Bridge Design.
 Participated on the design committees for the DART Orange Line Stations.
 Participated on the project management team for the construction of the
Convention Center.
 Participated in the demolition of Texas Stadium.

FY2010-11 Proposed Operating Budget


187
Department FY 2009-10 Results (continued)
 Designed and managed installation of 27 new concrete parking spaces for the Irving Criminal Jus-
tice Center at a cost of $61,000. Staff coordinated the various trades allowing the city to realize a
savings of $16,000 over using a General Contractor. The new spaces provide permanent relief for
over crowded parking facilities at the center. The Transportation Department assisted with striping
of the new parking spaces.
 Installed bridge railing on the MacArthur Boulevard bridge. A total of six bridges had the existing
pipe rail removed and replaced with an ornamental steel constructed railing. The black colored or-
namental railing will enhance the aesthetic appearance of the bridge and improve pedestrian safety
near the bridge. The bridge railing locations include:
MacArthur Pump Station (across from Baylor Hospital)
MacArthur & Rock Island
Markwood Park
MacArthur & Oakdale
Colony Drive
Lane Street
 Received an Award of Excellence for outstanding achievement in landscape architecture under the
category of design and construction for outdoor public spaces for the Irving Veterans Memorial
Park..
 Received a $1.158 Million grant by the State Energy Conservation Office. The grant application
was a joint effort of CIP, Library Services, and Intergovernmental Services.
 Completed initial phase of 1st Floor Customer Service Renovations including carpeting, new walls,
and wallpaper.
 Identified required elevator repairs necessary to modernize and bring current facilities to code.
C ap ita l Im p ro v em en t P rog ram

FY2010-11 Proposed Operating Budget


188
C ap ita l Im p ro v em en t P ro g ram
Key Performance Indicators
2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET

Respond to all inquiries by residents, visitors


and businesses within 48 hours N/A 100% 100%

Work Orders Responded to within 48 Hours 100%

Achieve 95% customer satisfaction on all


completed projects through surveys N/A 95% 95%

Percentage of CIP projects completed on


time/schedule 96% 95% 100%

Value of completed CIP projects $36,490,287 $20,000,000 $15,000000

Percentage of Facility Maintenance work orders


responded to within 48 hours

Percentage of satisfaction for custodial services N/A 95% 95%

Total cost savings and/or cost avoidance for


building maintenance

Value of donated fixed assets $12,940,965 $750,000 $1,000,000

Percentage of private contracts reviewed and N/A 100% >90%


returned within 10 days

Number of franchise utility permits processed

Percentage of SWPPP compliance reports completed 100%


on time

Number of non-compliant notification for all regulatory


agencies

Private Development Projects that Meet All Regulatory >99%


Requirements

FY2010-11 Proposed Operating Budget


189
Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
ZONING AND DEVELOPMENT $ 193,200 $ 193,200 $ 193,200 $ 193,200
COST REIMBURSEMENTS $ 50,500 $ 10,500 $ 10,500 $ 8,000
MISCELLANEOUS REVENUE $ 166,800 $ 345,500 $ 345,500 $ 269,251
REVENUE TOTAL $ 410,500 $ 549,200 $ 549,200 $ 470,451

Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 4,980,606 $ 6,405,514 $ 6,468,422 $ 4,287,758


BENEFITS $ 1,511,409 $ 2,214,077 $ 2,214,077 $ 1,492,110
SUPPLIES $ 82,439 $ 144,930 $ 144,930 $ 132,492
STRUCTURE MAINT. $ 1,881,914 $ 1,865,495 $ 1,865,495 $ 453,000
EQUIPMENT MAINT. $ 497,635 $ 582,979 $ 582,979 $ 129,675
MISC. SERVICES $ 195,042 $ 238,050 $ 238,050 $ 237,682
TRANSFER CHARGES $ 371,708 $ 142,313 $ 142,313 $ (0)
OTHER CAPITAL $ 3,022 $ - $ - $ -
DEPARTMENT TOTAL $ 9,523,774 $ 11,593,359 $ 11,656,267 $ 6,732,716
C a p ita l Im p ro v e m e n t P r o g ra m

Inspections CIP Admin


15% 9%

Project Mgmt
27%

Building Surveying
Maintenance 3%
46%

FY2010-11 Proposed Operating Budget


190
C ap ita l Im p ro v em en t P ro g ram
Expenditure Summary by Organization

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
1902 CIP Admin $ 550,744 $ 276,093 $ 276,093 $ 582,929
1910 Project Mgmt $ 1,319,494 $ 1,450,259 $ 1,450,431 $ 1,791,890
1930 Surveying $ 307,893 $ 425,613 $ 425,613 $ 225,705
1942 Building Maintenance $ 1,542,791 $ 3,102,115 $ 3,102,115 $ 3,134,672
1970 Inspections $ 996,488 $ 1,025,118 $ 1,032,400 $ 997,520
TOTAL $ 9,523,774 $ 11,593,359 $ 11,656,267 $ 6,732,716

$3,500,000

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$-
CIP Admin Project Mgmt Surveying Building Inspections
Maintenance

FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11 PROPOSED

FY2010-11 Proposed Operating Budget


191
Department Staffing

Funded Positions
2008-09 2009-10 2010-11

Department Total 92 92 80

Full-Time Employees 92 92 80
Part-Time (PT)/Seasonal (SL) Employees 0 0 0

Org 1902: CIP Administration 4 5 4


Public Works Director 1 0 0
Assistant Public Works Director/Engineering 1 0 0
City Engineer 0 1 1
Sr. Office Assistant 1 1 0
Office Supervisor 1 1 1
CIP Coordinator 0 1 1
CIP Director 0 1 1

Org 1910: Project Management 16 15 19


Engineering Manager 1 1 1
Engineering Coordinator 1 1 1
Senior Civil Engineer 4 3 4
C ap ita l Im p ro v em en t P rog ram

Civil Engineer 2 2 1
Public Works Budget Coordinator 1 0 0
Engineering Analyst 1 1 1
Senior Engineering Technician 1 1 1
Engineering Technician 2 2 2
Engineering Information Specialist 1 1 1
Graduate Engineer 0 0 1
Senior Landscape Architect 0 0 1
Landscape Architect 0 0 2
Utility Franchise Coordinator 1 1 1
Utility Franchise Inspector 2 2 2

Org 1930: Surveying 3 3 3


Survey Party Chief 1 1 1
Survey Party Worker 2 2 2

FY2010-11 Proposed Operating Budget


192
C ap ita l Im p ro v em en t P ro g ram
Department Staffing

Funded Positions
2008-09 2009-10 2010-11
Org 1942: Building Maintenance 0 1 43
Facilities Manager 0 1 1
Building Services Manager 0 0 1
Facilities Maintenance Supervisor 0 0 1
Section Chief 0 0 1
Senior Facilities Maintenance Mechanic 0 0 1
Facilities Maintenance Mechanic 0 0 11
Custodial Supervisor 0 0 1
Facilities Maintenance Custodian 0 0 1
Senior Custodian 0 0 3
Custodian 0 0 23

Org 1970: Inspections 11 11 11


Engineering Inspection Supervisor 1 1 1
Senior Engineering Inspector 1 1 1
Engineering Inspector 9 9 9

Staffing Notes:
FY2010-11
Within Department Staffing Changes:
Due to reorganization, removed 55 Street Operations personnel and added
43 Building Maintenance personnel
1 Civil Engineer - Frozen
1 Custodian - Frozen

Personnel funded in org 4120 in Municipal Drainage Utilities fund


Administrative Secretary
Sr. Engineering Technician
Asst. Survey Party Worker
Engineering Manager
Senior Civil Engineer
Engineering Inspector
Senior Engineering Inspector

FY2010-11 Proposed Operating Budget


193
C apital Im provem ent Program
Org 1902 1910 1930 1942 1970 MDU

194
FY2010-11 Proposed Operating Budget
Public Works

Daniel Vedral,
Mission Statement
Interim Public Works Director
The Public Works Department plans
and maintains the public infrastruc- The Public Works Department maintains the City’s infrastructure as
ture and transportation systems to as- related to streets, and traffic control devices. The Department is com-
sure the safety and welfare of our citi- prised of two divisions:
zens and visitors. • Streets
• Traffic

The Streets Division provides safe and well- maintained streets, alleys,
sidewalks and drainage facilities for the use of our citizen and visitors.
The Traffic Division plans, operates and maintains the transportation
systems within the City of Irving in a safe, efficient and proactive man-
ner.
Department at a
Glance: Department FY 2009-10 Results
FY 2010-11 Budget STREETS
$7,755,725 • Through the third quarter, Streets Operations has crack sealed
12 lane miles and repaired 1,658 asphalt locations.
• The street sweepers have swept a total of 6,705 lane miles toward
Full Time Employees our goal of 12,000 lane miles by the end of the year.
100 • Through the third quarter, the concrete crews have poured 833
cubic yards of concrete toward our goal to repair 2,400 cubic yards
of concrete, which includes 1.5 miles of broken and uneven
sidewalks, curbs, driveways, street improvements and utility re-
pairs.
• Streets Operations continued the in- house training program for
crew leaders to develop a higher quality of leadership.
• In an effort to control drainage and extend the life of our roadways,
mudjack crews have pumped a total of 1,576 cubic yards of
concrete toward our goal of 5,200 cubic yards by the end of the
year.
• Streets Operations managed six major storm events, working
closely with the Police and Fire Departments to answer all calls and
concerns.

FY2010-11 Proposed Operating Budget


195
Department FY 2009-10 Results
.TRAFFIC
• The DART Orange Line is under construction with visible results throughout the Irving corridor.
• “All Eyes On MacArthur” program has shown significant progress between Northgate and Murl with the
Transportation Division assisting CIP with design of the street light replacement and new medians.
• Transportation Division is a key member of the team implementing replacement of aged, on-grid street
lighting along Irving Blvd. from S.H. 183 to Loop 12 with solar-powered LED lighting .
• The Transportation Division is working with the CIP team to design and install Wayfinding Signs to assist
venues in our city designated for Super Bowl events, This Team is tasked with design, procurement and
installation of architecturally enhanced signs intended to guide visitors to those destinations.
• Construction of the final segment of the eastbound frontage road system for IH 635 within our city will be
completed between Belt Line Road and Olympus Boulevard.
• Construction of the Spur 348 (Northwest Highway) at Las Colinas Blvd. interchange, complete with front-
age roads, has been let and will be completed in time to provide enhanced access for the Irving Convention
Center and the surrounding properties now in development.
• Toll 161 facility is substantially complete providing new and expedient access to southwest Irving by way
of the President George Bush Turnpike and the entire regional freeway and toll road network.
• The “Texas U-Turn” allowing eastbound traffic on S.H. 114 direct access to the westbound frontage road of
S.H. 114 without passing through the signalized interchange at S.H. 161/PGBT has been completed
• The “Texas U-Turn” at the S.H. 183 and Story Road interchange allows motorists eastbound on S.H. 183 a
direct route to the westbound frontage road saving time and reducing congestion.
• The implementation of Quite Zone Technology will complete by year for all rail crossings.
• The Transportation Department is participating and influencing the Preliminary Engineering for the SH 183,
SH 114, and Loop 12 Diamond Interchange.
P u b lic W o r k s

FY2010-11 Proposed Operating Budget


196
P u b lic W ork s
Key Performance Indicators
2008-2009 2009-2010 2010-2011
Actual Estimated Target

STREETS
Asphalt Patching of Pot Holes and Utility Cuts
Tons of Asphalt per Crew Hour 3 3 3
Major Asphalt Street Repair
Tons of Asphalt per Crew Hour 3 3 3
Concrete Patching: Square Yards per Week 225 225 225
Crack Sealing: Lane Feet per Crew Hour 225 225 225
Hazardous Sidewalk Repair: Feet per Week 253 500 500
Sweeping: Lane Miles Swept per Crew Hour 4 4 4
Sweep major corridor lane miles 14,056 12,000 12000
Miles of Street Overlay and Rehabilitation 3.3 2.6 2.5
Concrete Patching: Locations 1,142 1,200 1200
Utility and Street Repairs
Asphalt Patching: Tons (Pothole Patching) 1,145 1,500 1500
(By Locations)
Major Asphalt Repair: Tons 499 1,000 1000
Crack Seal: Lane Miles 47 150 150
Percent of lane miles in satisfactory or

TRAFFIC
Freeway Lighting Maintenance 100% 90% 90%
Maintain Pavement Marking Schedule 95% 100% 90%
Maintain Traffic Signal Maintenance Schedule 100% 100% 98%
Traffic Signs Fabrication 3,500 3,500 100%
Street Striping (Lane Miles) 350 98% 100%
Traffic Signals Maintained 191 100% 95%

FY2010-11 Proposed Operating Budget


197
Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

COST REIMBURSEMENTS $ 31,664 $ 42,000 $ 42,000 $ 42,000

CHARGES FOR SERVICES $ 24,041 $ - $ 24,041 $ -

REVENUE TOTAL $ 55,705 $ 42,000 $ 66,041 $ 42,000

Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 4,019,288 $ 3,972,462 $ 3,972,462 $ 3,917,482


BENEFITS $ 1,292,486 $ 1,452,590 $ 1,452,590 $ 1,500,953
SUPPLIES $ 42,122 $ 39,780 $ 45,280 $ 52,775
STRUCTURE MAINT. $ 1,655,770 $ 1,612,495 $ 1,602,495 $ 1,479,000
EQUIPMENT MAINT. $ 620,511 $ 814,811 $ 799,811 $ 765,675
MISC. SERVICES $ 18,546 $ 42,155 $ 42,155 $ 39,840
TRANSFER CHARGES $ 390,582 $ 275,864 $ 275,864 $ -
OTHER CAPITAL $ 29,956 $ 5,000 $ 5,000 $ -
DEPARTMENT TOTAL $ 8,069,261 $ 8,215,156 $ 8,195,656 $ 7,755,725

Traffic Ops
17%
Traffic Signal Field Ops
15% 58%

Traffic Admin
P u b lic W o r k s

10%

FY2010-11 Proposed Operating Budget


198
P u b lic W ork s
Expenditure Summary by Organization

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
1822 Field Operations $ 4,806,364 $ 4,847,046 $ 4,847,046 $ 4,472,254
2111 Traffic Admin $ 772,678 $ 758,390 $ 763,890 $ 757,548
2121 Traffic Signal $ 1,150,372 $ 1,307,174 $ 1,292,174 $ 1,186,754
2131 Traffic Ops $ 1,339,847 $ 1,302,546 $ 1,292,546 $ 1,339,170
TOTAL $ 8,069,261 $ 8,215,156 $ 8,195,656 $ 7,755,725

$4,500,000

$4,000,000

$3,500,000

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$-

S T. T. L
GE S
LIE
S ES GE
S
I TA
A E FIT P A IN A IN V IC R P
W N P M M A A
ND BE SU RE NT ER C H ER C
A U E C .S R
ES T PM M IS E H
RI R UC UI N SF OT
A ST Q A
S AL E TR

2008-09 Acutal 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


199
Department Staffing

Funded Positions
2008-09 2009-10 2010-11

Department Total 106 107 100

Full-Time Employees 106 107 100


Part-Time (PT)/Seasonal (SL) Employees 0 0 0
Org 1822: Field Operations 69 70 64
Assistant Director/Streets Operations 0 1 1
Senior Office Assistant 1 1 1
Administrative Secretary 1 1 1
Streets Supervisor - Asphalt/Grading 1 1 1
Crew Leader - Asphalt/Grading 7 7 6
Heavy Equipment Operator - Asphalt/Grading 1 1 1
Sr. Heavy Equipment Operators - Mudjacking (MDU) 6 6 6
Equipment Operator - Asphalt/Grading 6 6 5
Maintenance Worker I - Asphalt/Grading 8 8 6
Streets Supervisor - Concrete 1 1 1
Crew Leader - Concrete 3 3 5
Equipment Operator - Concrete 7 7 8
Maintenance Worker I 9 9 5
Maintenance Worker II 2 2 2
Streets Support Specialist 1 1 1
Streets Supervisor - Mudjacking 1 1 1
Crew Leader - Mudjacking 2 2 2
Crew Leader - Mudjacking (MDU) 2 2 2
Heavy Equipment Operator - Mudjacking 4 4 4
Maintenance Worker I - Mudjacking 5 5 4
Maintenance Worker II - Mudjacking 1 1 1
Org 2111: Traffic Administration 9 9 8
Public Works Director 1 1 1
Office Coordinator 1 1 1
Senior Office Assistant (MDU) 1 1 0
Transportation Manager 1 1 1
Traffic Engineering Manager 2 2 2
Traffic Engineering Technician 3 3 3
P u b lic W o r k s

Org 2121: Traffic Signals 12 12 12


Traffic Signal Superintendent 1 1 1
Traffic Signal Supervisor 2 1 1
Senior Traffic Signal Technician 2 3 3
Traffic Signal Technician II 1 2 2
Traffic Signal Technician I 5 4 4
Traffic Safety Coordinator ( Funded in RLC Fund) 1 1 1

FY2010-11 Proposed Operating Budget


200
P u b lic W o rk s
Department Staffing

Funded Positions
2008-09 2009-10 2010-11
Org 2131: Traffic Operations 16 16 16
Traffic Operations Supervisor 1 1 1
Section Chief - Traffic Operations Section (Signs) 1 1 1
Section Chief - Traffic Operations Section (Markings) 1 1 1
Crew Leader 6 6 6
Traffic Sign Technician 2 2 2
Maintenance Worker II 3 3 3
Maintenance Worker I 2 2 2

Staffing Notes:

FY2010-11
Street Support Specialist - Frozen
Public Works Director (Interim)
Traffic Engineering Manager (1-Vacant)
Traffic Safety Coordinator funded in Redlight Camera Fund
Senior Office Assistant Funded (MDU)
Administrative Secretary position currently frozen (MDU)
Streets - Sr. Heavy Equipment Operators Funded MDU (6)
Streets - Crew Leaders Funded (MDU) 2

FY2010-11 Proposed Operating Budget


201
P u b lic W o rk s

FY2010-11 Proposed Operating Budget


202
Information
Technology

Mission Statement Teresa Adrian,


Provide outstanding services Director
through innovation, education, and
technology. Information Technology Department is responsible for the administration and
maintenance of all City of Irving’s technology. Information Technology consist
of four areas:
• Operations
- Administration
- IT Customer Service
- Web Technology
• Infrastructure
- Network Systems
- Communications

Department at a • Integration
- Software Applications
Glance: - GIS
- Database
FY 2010-11 Budget
• Public Safety Technology
$7,725,124
Department FY 2009-10 Results
Full Time Employees
• Developed computer kiosks for Animal Shelter
• Consolidated servers with VMware Server
38
• Installed Microsoft surface table pilot Valley Ranch Library
Part Time Employees • Enhanced the Wireless Area Network (WAN) at the North Police Depart-
ment
1 • Enhanced Citizen Inquiry system for Intranet and Internet use.
• Enhanced K9 vehicles for Police Department
• Upgraded Enroute software for Fire Department
• Upgraded Blackberry Enterprise server 5.0 (BES)
• Installed Tony Jeary meeting agenda application
• Completed Nextel Rebanding—Mutual aid phase
• Updated emergency outdoor warning system
• Implemented automated license plate reader (ALPR)
• Compliant with the Criminal Justice Information Systems (CJIS) audit
• Updated GIS 2009 certified property tax map
• Developed employee self service

FY2010-11 Proposed Operating Budget


203
Key Performance Indicators 2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET

Percent of Information Technologies N/A 90% 90%


services delivered on target.

Percent of Information Technology N/A N/A 90%


systems or services in compliance

Percent of Information Technologies 99% 99% 90%


infrastructure system availability

Number of web site visits 3,135,042.00 .3,890,685 4,279,753

Customers rating Information Technology


communications as good or excellent 90%

Communication enhancement projects


completed on target 100%
In form ation Technology

FY2010-11 Proposed Operating Budget


204
In fo rm a tio n T ech n o lo g y
Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 2,456,174 $ 2,584,349 $ 2,584,349 $ 2,440,500
BENEFITS $ 685,031 $ 844,308 $ 844,308 $ 757,044
SUPPLIES $ 91,995 $ 32,985 $ 32,985 $ 56,775
EQUIPMENT MAINTENANCE $ 1,052,027 $ 1,167,767 $ 1,167,767 $ 1,474,439
MISCELLANEOUS SERVICES $ 2,183,656 $ 2,866,855 $ 2,866,855 $ 2,996,365
TRANSFERS $ 175,542 $ 175,542 $ 175,542 $ 0
OTHER CAPITAL $ 177,478 $ - $ - $ -
DEPARTMENT TOTAL $ 6,821,903 $ 7,671,807 $ 7,671,807 $ 7,725,124

TRANSFERS
0%

SALARIES AND WAGES


32%
MISCELLANEOUS SERVICES
38%
EQUIPMENT MAINTENANCE
19%

BENEFITS
10%

SUPPLIES
1%

FY2010-11 Proposed Operating Budget


205
Expenditure Summary by Organization
Database Management
& GIS
7%
Communications
14%

Administration
58%

Planning
7%
Service Desk
7%

I/T Service Desk Software Services


6% 1%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
2310 Administration $ 3,676,714 $ 4,102,436 $ 4,102,436 $ 4,431,736
2320 Software Services $ 594,720 $ 625,153 $ 625,153 $ 102,992
2330 Network Services $ 450,008 $ 447,631 $ 447,631 $ 489,782
2340 I/T Service Desk $ 534,964 $ 652,612 $ 652,612 $ 519,646
2350 Planning $ 179,323 $ 184,744 $ 184,744 $ 537,924
2360 Database Mgmt & GIS $ 455,607 $ 502,095 $ 502,095 $ 548,899
2370 Communications $ 930,567 $ 1,157,135 $ 1,157,135 $ 1,094,145
TOTAL $ 6,821,903 $ 7,671,807 $ 7,671,807 $ 7,725,124

$5,000,000
In fo rm a tio n T e c h n o lo g y

$4,500,000

$4,000,000

$3,500,000

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$-
Administration Network Services Planning Communications

FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11PROPOSED

FY2010-11 Proposed Operating Budget


206
In fo rm a tion Tech n o lo g y
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 41 41 39

Full-Time Employees 40 40 38
Part-Time (PT) Employees 1 1 1

Org 2310: Administration 6 6 7

Information Technology Director 1 1 1


Assistant Information Technology Director 2 2 3
Office Coordinator 1 1 0
Staff Assistant 1 1 0
Administrative Assistant 0 0 2
Project Coordinator 1 1 1

Org 2320 Operations 2 2 2

Senior Web Technology Specialist 1 1 1


PT Intern 0 0 0
Management Intern 1 1 1
Org 2330 Network Systems 6 6 5

Senior Network Specialist 1 1 1


Network Security Specialist 1 1 1
Network Specialist 4 4 3

Org 2340 I/T Customer Service 8 8 7

Multi-Media Technician 1 1 1
Service Desk Manager 1 1 1
Micro-computer Specialist 4 4 3
Programmer Analyst 1 1 1
Systems Programmer 1 1 1

Org 2350: Public Safety 6 6 5

Planning Manager 1 1 0
Integration Manager (Public Safety Technology Manager) 1 1 1
Senior Programmer Analyst 1 1 1
System Support Specialist 1 1 1
Network Specialist 2 2 2

Org 2360: Integration 7 7 7

Database Administrator 1 1 1
Senior Programmer Analyst 2 2 2
GIS Analyst 1 1 1
GIS Specialist 1 1 1
Programmer Analyst 2 2 2

Org 2370: Communications 6 6 6

Communications and Electronics Manager 1 1 1


Senior Communications and Electronics Technician 2 2 2
Communications and Electronics Technician II 2 2 2
Communications and Electronics Technician I 1 1 1

Staffing Notes:
FY 2010-11
- Sr. Communications/Electronics Technician - Frozen
- Information Technology Director - Frozen

FY2010-11 Proposed Operating Budget


207
In fo rm a tio n T ech n o lo g y
Org: 2310 2320 2330 2340 2350 2360 2370

Management
Operations Director

Information
Technology Director

Assistant IT Assistant IT
Director Director Assistant IT Director
Operations Infrastructure Integration

208
Administration/ IT Customer Communications Software Public Safety
Web Technology Network Systems GIS
Planning Service Manager Manager Applications Technology
Manager

FY2010-11 Proposed Operating Budget


Sr. Web
Administrative Micro-Computer Sr. Network Sr. Comm/Elec Programmer Sr. GIS Sr. Programmer
Technology
Assistant (2) Specialist (3) Engineer Technician (2) Analyst Coordinator Analyst
Specialist

Systems Network Security Comm/Elec. GIS/Programmer


Project Coordinator Planning Intern Technician II (2) GIS Analyst Network Specialist
Programmer Specialist Analyst

Programmer Network Comm/Elec. Sr. Systems


Technician I GIS Specialist
Analyst Administrator Support Specialist

Database
Network Support Systems Support
Multi-media Tech
Analyst Specialist

Database
Administrator
Network Comm
Specialist

Sr. Programmer
Analyst
Water Utilities

Todd W. Reck, P.E.


Mission Statement Director
Deliver exceptional services in the
distribution of high quality drinking The Water Utilities Department is comprised of nine organizations –
water and the safe disposal of sewage Administration, Lake Chapman Water Supply, Environmental Compliance,
while protecting the health and envi- Water Pumping, Water Distribution, Wastewater Collection, Water
ronment of our residents, businesses Purchases/Treatment, and Wastewater Treatment, and Non-Operational.
and visitors. The Water Utilities Department functions to ensure that safe and pleasant
drinking water is delivered to the citizens of Irving at an adequate volume
and pressure and at a reasonable cost. This department provides safe,
reliable, and efficient collection and disposal of sanitary sewage which
protects the public health and the environment through the elimination of
water pollution wherever
possible.

The activities of the Water


Utilities Department
Department at a include constructing and
Glance: maintaining water pumps
and facilities; constructing
and maintaining water and
FY 2010-11 Budget sewer lines throughout the
City; building alliances and
$81,565,870 partnerships with other
communities to meet difficult water resource management challenges for
the region; developing and implementing water conservation strategies to
Full Time Employees protect the City’s long-term resources and address environmental concerns;
educating the community about issues pertaining to water use and
130 conservation; assisting other departments in hazardous material incidents;
ensuring water quality through strict compliance with federal and state
Part Time Employees regulations; and, maintaining fire hydrants and water meters throughout the
city.
3

FY2010-11 Proposed Operating Budget


209
Department FY 2009-10 Results

• Maintained a “Superior” rating, the highest rating for water quality given by the State of Texas.
This means that Irving meets and exceeds all federal and state regulations for drinking water,
including committing no violations.
• Received the 2010 Outstanding Municipal Utility Award from the Texas Municipal Utilities
Association (TMUA). The award is based on leadership in the water industry, enhancing the
prestige of all municipal utility systems, making measureable improvements to customer service
and developing innovative solutions to utility problems. This award underscores the
department’s commitment to delivering exceptional service and a high-quality product for
Irving’s residents, visitors and businesses.
• Received the Gold Award for Innovation from the Texas Association for Partnerships in
Education for working with students at the Barbara Cardwell Career Preparatory Center. This
partnership between the city and school district provides knowledge and skills that enable
students to obtain licensing from the Texas Commission on Environmental Quality. Any of the
licenses obtained will allow these students to work in a Texas utility as well as numerous other
states that honor Texas water licenses.
• Maintained one of the lowest average costs for residential water and wastewater services,
compared to other cities in the D/FW area.
• Continued the construction at the MacArthur Pump Station with a scheduled completion in
November 2010. The new facility will provide a firm pumping capacity of 33 million gallons per
day, and include state-of-the-art equipment, such as variable frequency drive pumps for increased
efficiency, back-up generators for uninterrupted service, and enhanced security features.
• Hosted the annual Industrial Pretreatment Workshop at the Valley View complex. Seventeen
industries participated in the workshop where city staff made presentations on the city’s storm
water program and pretreatment reporting requirements. Staff also handed out awards to those
industries that performed well in meeting their requirements in their permit.
• Completed an upgrade to the Valley Ranch Lift Station. Crews replaced pumps and installed
piping to reduce the opportunity for sewer overflows. The project involved lining the facility
walls with a protective coating that crews completed in-house for $3,000, a savings of $13,500
from a quote received from a contractor.
• Focused fire hydrant painting on hydrants primarily located north of State Highway 114 to the
city limit. Approximately 1,800 fire hydrants have been painted and located by global
positioning so that the data can be included in the city’s Geographical Information System
mapping.
• Distributed the City of Irving’s 2009 Water Quality Report to Irving residents and businesses.
Water U tilities

This report provides valuable information and highlights the high quality of drinking water
delivered to water customers in the city.
• Water Utilities which led blood drives that included Streets and Solid Waste, were awarded the
top group for participation in the Civic, Government and Community category with Carter
BloodCare this past year.

FY2010-11 Proposed Operating Budget


210
W ater U tilitie s
Other Goals and Actions
• Maintain high water quality standards for the residents and businesses of Irving
• Provide the continuous delivery of potable water at adequate pressure for the water customers
of Irving
• Safely collect and transport the city’s wastewater while promoting public health, regulatory
compliance, and operational efficiency
• Complete the reconstruction of the MacArthur Pump Station
• Rehabilitate Tank No. 4 at the Hackberry Pump Station
• Upgrade the SCADA system to ensure sound operations and monitoring of the water
distribution system, the wastewater collection system, and the water supply system
• Install security measures at the elevated storage tanks and pump stations
• Continue testing water supply meters quarterly, and testing large customer meters every 1 to 3
years
• Continue and maintain the water leak detection program
• Clean all assigned and scheduled sanitary sewer problem areas on a 30, 60, and 90 day basis
• Implementing a wastewater preventative maintenance program by televising and cleaning the
wastewater system as required by TCEQ
• Continue to focus the Fats, Oils and Grease (FOG) program to the restaurant industry and
apartment community
• Monitor compliance of permitted industries that discharge wastewater into the city’s collection
system
• Initiate the Southwest Irving Inflow and Infiltration Study as mandated by TCEQ
• Monitor and maintain the cathodic protection system at Lake Chapman
• Monitor compliance with ordinances adopted to conserve water usage
• Generate awareness in the community concerning the city’s water conservation programs
• Continue the development of the water reuse pilot projects

FY2010-11 Proposed Operating Budget


211
Key Performance Indicators
2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET

Number of sanitary sewer overflows 53 61 ≤75

Maintain 100% Drinking Water Compliance 100% 100% 100%

Unaccounted Water 12% 10% <10%

Lake Chapman pumping availability N/A N/A >330 days/yr

Residential daily per capita water use 98 103 <120


(in gallons)

Key Performance Measures


2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET

% of positive bacti samples 0.70% 0.59% <2.5%

% of sanitary sewer problem areas cleaned:


30-day cycle 100.0% 100.0% 100.0%
60-day cycle N/A N/A 100.0%
90-day cycle N/A N/A 100.0%

Linear feet of sewer main washed 1,856,202 2,153,166 2,000,000

Linear feet of sewer mains televised 174,337 168,858 150,000

Number of linear feet tested for leaks 656,634 641,927 655,950

Number of large meters tested annually 301 280 300

% of dead ends flushed 100% 100% 100%

% of valves exercised annually 14.49% 13.62% 15.0%

Number of valves exercised 2,319 2,181 2,400


W ater U tilities

FY2010-11 Proposed Operating Budget


212
W a te r U tilit ie s
Revenue Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

CHARGES FOR SERVICES $ 71,663,479 $ 76,402,779 $ 68,581,444 $ 79,258,341

MISCELLANEOUS INCOME $ 4,237,352 $ 3,805,540 $ 3,805,540 $ 4,120,540

INTEREST $ 411,741 $ 750,000 $ 750,000 $ 750,000

TRANSFERS IN $ - $ 17,923 $ 17,923 $ -

DEPARTMENT TOTAL $ 76,312,572 $ 80,976,242 $ 73,154,907 $ 84,128,881

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ 6,245,993 $ 6,663,445 $ 6,663,445 $ 6,614,931

BENEFITS $ 1,848,045 $ 2,215,870 $ 2,215,870 $ 2,292,486

SUPPLIES $ 1,095,895 $ 1,502,342 $ 1,502,342 $ 1,645,615

STRUCTURE MAINT. $ 707,188 $ 1,097,500 $ 1,097,500 $ 985,000

EQUIPMENT MAINT. $ 1,176,851 $ 1,415,768 $ 1,401,213 $ 1,364,123

MISC. SERVICES $ 28,681,904 $ 31,251,069 $ 31,251,069 $ 35,013,161

TRANSFER CHARGES $ 43,286,032 $ 31,133,083 $ 31,133,083 $ 31,542,705

BUILDINGS & STRUCTURES $ 301,225 $ 3,020,000 $ 3,020,000 $ 1,210,000

OTHER CAPITAL $ 188,592 $ 908,500 $ 908,500 $ 897,850

DEPARTMENT TOTAL $ 83,531,724 $ 79,207,577 $ 79,193,022 $ 81,565,870

Supplies
Building and Structures Benefits
2%
1% 3%
Other Capital Structure Maintenance
1% Salaries and Wages 1%
8% Equipment Maintenance
2%

Transfer Charges
39%

Miscellaneous Services
43%

FY2010-11 Proposed Operating Budget


213
Expenditure Summary by Organization
Lake Chapman
5%
Environmental
Compliance Water Pumping Water Distribution Wastew ater
1% 5% 12% Collection
8%
Water Purchases
Administration
13%
2%

Non-Operational
35%

Wastew ater
Treatment
19%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
3204 Non-Operational $ 26,573,188 $ 25,512,756 $ 25,512,756 $ 28,137,662
3206 Admin. $ 1,848,407 $ 1,899,480 $ 1,899,480 $ 1,819,366
3211 Environ. Compliance $ 897,516 $ 1,042,846 $ 1,042,846 $ 970,679
3221 Lake Chapman $ 4,037,912 $ 4,341,070 $ 4,341,070 $ 4,455,304
3231 Pumping $ 9,231,112 $ 5,022,852 $ 5,022,852 $ 4,469,836
3251 Distribution $ 8,669,470 $ 8,992,369 $ 8,977,814 $ 9,898,210
3271 WW Collection $ 8,101,310 $ 7,947,175 $ 7,947,175 $ 6,303,335
3281 Purchases $ 10,175,763 $ 10,349,029 $ 10,349,029 $ 10,735,050
3291 WW Treatment $ 13,997,047 $ 14,100,000 $ 14,100,000 $ 14,664,000
2360 Information Technology $ - $ - $ - $ 112,426
TOTAL $ 83,531,724 $ 79,207,577 $ 79,193,022 $ 81,565,870

$45,000,000

$40,000,000

$35,000,000

$30,000,000

$25,000,000

$20,000,000

$15,000,000
W a te r U tilitie s

$10,000,000

$5,000,000

$-
SALARIES AND WAGES SUPPLIES EQUIPMENT MAINT. TRANSFER CHARGES OTHER CAPITAL

FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11 PROPOSED

FY2010-11 Proposed Operating Budget


214
W ater U tilitie s
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 129 129 133

Full-Time Employees 126 126 130


Part-Time (PT)/ Seasonal (SL) Employees 3 3 3

Org 3206: Administration 10 10 11

Water Utilities Director 1 1 1


Assistant Director/Water Utilities 0 0 0
Operations Manager 1 1 1
Office Coordinator 1 1 1
Administrative Secretary 1 1 1
Staff Assistant 2 2 2
Office Assistant II 0 0 0
Receptionist 1 1 1
Business Manager 1 1 1
Senior Civil Engineer 1 1 1
GIS Analyst 0 0 1
Programs Manager 1 1 1

Org 3211: Environmental Compliance 15 15 15

Environmental Compliance Supervisor 1 1 1


Environmental Compliance Specialist 6 6 6
Senior Environmental Compliance Technician 1 1 1
Environmental Compliance Technician 4 4 4
SL Maintenance Worker 3 3 3

Org 3221: Lake Chapman 8 8 8

Senior Raw Water Pumping Operator 1 1 1


Raw Water Technical Operator 1 1 1
Raw Water Supervisor 1 1 1
Raw Water Operator 5 5 5

Org 3231: Water Pumping 12 12 12

Water Pumping Supervisor 1 1 1


Senior Utility Construction Inspector 1 1 1
Utility Construction Inspector 1 1 1
Senior Utility Pumping Operator 1 1 1
Crew Leader 1 1 1
Utility Pumping Operator 5 5 5
Dispatcher 1 1 1
Utility Mechanic 1 1 1

FY2010-11 Proposed Operating Budget


215
Department Staffing, Cont.
Funded Positions
2008-09 2009-10 2010-11
Org 3251: Water Distribution 41 41 41

Water Conservation/Training Coordinator 1 1 1


Utilities Maintenance Supervisor 3 3 3
Senior Utility Service Technician 1 1 1
Utility Maintenance Planner 1 1 1
Leak Detection Worker 1 1 1
Utility Location Inspector 1 1 1
Crew Leader 7 7 7
Heavy Equipment Operator 7 7 7
Utility Service Technician 9 9 9
Equipment Operator 1 1 1
Maintenance Worker II 9 9 9

Org 3271: Wastewater Collection 43 43 43

Utility Maintenance Supervisor 3 3 3


Crew Leader 18 17 17
Utility Mechanic 2 2 2
Heavy Equipment Operator 4 4 4
Equipment Operator 1 1 1
Maintenance Worker II 15 9 9
Maintenance Worker I 2 6 6
Senior Heavy Equipment Operator 1 1 1

Org 2340: Information Technology 0 0 1


Micro Computer Specialist 0 0 1

Org 2360: Information Technology 0 0 2


GIS Analyst 0 0 1
Computer Systems Coordinator 0 0 1

Staffing Notes:

FY 2010-11
- Receptionist - Frozen
- Utility Maintenance Supervisor - Frozen
- Micro Computer Specialist - Frozen
- Computer Systems Coordinator
W a te r U tilitie s

Positions funded in the Municipal Drainage Utility Fund:


Environmental Compliance Specialist
Senior Environmental Compliance Technician
SL Maintenance Worker (3)

Positions funded in the Water and Sewer System Fund but shown in General Fund personnel lists:
Groundskeeper II - Parks and Recreation
Facilities Maintenance Mechanic - General Services
Budget & Financial Analyst - Financial Services
Accountant - Financial Services

FY2010-11 Proposed Operating Budget


216
Org: 3206 3211 3221 3231 3251 3271

Public Works Director

Water Utilities Director

Utilities Operations Senior Civil Engineer Programs Manager Business Manager


Manager

Environmental
Senior Utility Water Conservation/
Utility Maintenance Utility Maintenance Utility Maintenance Water Pumping Compliance Supervisor Office Coordinator
Construction Inspector Training Coordinator
Supervisor (3) Planner Supervisor (3) Supervisor

Environmental Utility Construction Leak Detection Administrative


Utility Service Heavy Equipment Raw Water Pumping Compliance Technician Inspector Worker Secretary
Technician (9) Operator (4) Supervisor (4)

Environmental
Senior Raw Water Compliance Specialist
Maintenance Worker II Equipment Operator Crew Leader Staff Assistant (2)
Pumping Operator (6)
(8) (2)

217
Raw Water Operator SL Maintenance
Senior Utility Service
Maintenance Worker (5) Worker (3) Receptionist
Technician
II (15)

Crew Leader (7) Raw Water Technical


Crew Leader (17) Coordinator Utility Asset Analyst Utility Dispatcher

FY2010-11 Proposed Operating Budget


Utility Location
Inspector Senior Utility Pumping
Operator GIS Analyst
Utility Mechanic (2)
Heavy Equipment
Operator (7)
Utility Pumping
Operator (5)
Sr Heavy Equipment
Operator

Water U tilities
FY2010-11 Proposed Operating Budget
218
Strategic Goal 10
Become a Successful,
Environmentally
Sustainable Community
Associated Departments Environmental quality is a key component of the overall quality of life for
--------------------------------------------- people, however Irving faces several challenges in keeping its local quality at
a high level. Air quality in Dallas - Ft. Worth is below Federally-mandated
• Solid Waste Services standards. The energy requirements to support our modern lifestyle are
incredible. Humans produce a large amount of trash during the course of
• Public Works—Municipal everyday life. Potable water is growing increasingly hard to find in the
Drainage Utility volumes required by an expanding commercial and residential population
base. There is a limited supply of undeveloped land. It is important that the
city determine how to provide sufficient developable land, water, sanitation
• Intergovernmental Services-
facilities, and electrical power to the future population while continuing to
Environmental Stewardship and work with other cities in the region to address quality issues. The following
Fleet strategies are associated with Strategic Goal 10. Specific activities that are
used to complete each strategy can be found on the following pages.

10.1 Promote energy efficiency throughout the city


10.2 Improve the environment as it relates to air quality
10.3 Promote water conservation and the informed use of water to
minimize waste
10.4 Improve refuse collection and recycling service
10.5 Promote environmentally sustainable behavior through educational and
outreach programs
10.6 Ensure community compliance with environmental regulatory
requirements

FY2010-11 Proposed Operating Budget


219
Strategies and Actions
FY10-11 FY 2010-11 Key

Strategy/
Strategies & Actions Focus Primary Desired
Action
Area Lead Outcome
10.1 Promote energy efficiency Intergovernmental
throughout the city Services
10.1.1 Reduce the City of Irving's Intergovernmental Reduce energy costs and
Energy Consumption Services emissions associated with
energy consumption
10.2 Improve the environment Intergovernmental
as it relates to air quality Services
10.2.1 Improve Irving's air quality by Intergovernmental Improve area air quality
reducing ozone causing Services levels
emissions
10.2.2 Create safe routes for bicycles Transportation Reduce vehicle emissions
to promote alternative and promote alternative
transportation and reduce transportation
vehicle emissions
10.3 Promote water Water Utilities
conservation and the
informed use of water to
minimize waste
10.3.1 Influence and manage water Water Utilities Determine the
use effectiveness of water
conservation programs
10.4 Improve refuse collection Solid Waste
and recycling services Services
10.4.1 Improve special waste Solid Waste Services Improve overall efficiency of
collection program &
Strategic Goal 10

collection operation
maximize materials being
collected
10.4.2 Identify alternate recycling Solid Waste Services Clearly brand the curbside
truck markings for program recycling program
enhancement
10.4.3 Review current in-house waste Solid Waste Services Improve operation for
reduction practices greater efficiency and
better participation
10.5 Promote environmentally Intergovernmental
sustainable behavior Services
through educational and
outreach programs
10.5.1 Provide environmental Intergovernmental Residents and businesses
education opportunities for Services will become better
residents and businesses environmental stewards
10.5.2 Provide environmental Intergovernmental 500 employees educated
education opportunities for Services on environmental policies
employees and procedures for
compliance

FY2010-11 Proposed Operating Budget


220
Strategic Goal 10
Strategies and Actions

10.6 Ensure community Capital Improvement


compliance with Program
environmental regulatory
requirements
10.6.1 Monitor Capital Improvements CapitalImprovement Ensure operations do not
Program projects for Program negatively impact the
compliance with applicable environment
federal, state, and local
environmental regulations
10.6.2 Monitor private development CapitalImprovement Ensure operations do not
construction projects for Program negatively impact the
compliance with applicable environment
federal, state, and local
environmental regulations
10.6.3 Monitor franchise utility CapitalImprovement Ensure operations do not
installations and repairs for Program negatively impact the
compliance with applicable environment
federal, state, and local
stormwater regulations

FY2010-11 Proposed Operating Budget


221
FY2010-11 Proposed Operating Budget
222
Solid Waste Services
Brenda A. Haney, P.E.,
Director
Mission Statement
.The mission of Solid Waste
Services is to provide exceptional The functions of the Solid Waste Services Enterprise Fund include administra-
service that is both economically tion of solid waste collection and disposal services including residential waste
and environmentally responsible collections, curbside recycling, brush and bulky waste collections, special
and meets the needs of our waste collections and operation of a municipal solid waste landfill. The de-
citizens and exceeds all regulatory partment’s three divisions are:
standards.
 Administration
 Solid Waste Collections
 Solid Waste Disposal

Department FY 2009-10 Results


 Optimized utilization of landfill space
 Continued Work on Landfill Development (Permit Amendment)
Department at a  Improved the collection of special waste
Glance:  Developed a customer complaint tracking system & collection database
 Identified two-phased plan for identifying recycling vehicles
FY 2010-11 Budget

$11,723,038

Full Time Employees

85

FY2010-11 Proposed Operating Budget


223
Key Performance Indicators

2008-09 2009-10 2010-11


Actual Estimated Target
Residential diversion rate 26% 25% 25%

Annual in-place trash density at 1,400 1,400 1,500


landfill (lb/CY)

Revenue Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SANITATION $ - $ 12,156,000 $ 12,156,000 $ 10,596,787
SALE OF GOODS $ - $ 50,000 $ 50,000 $ 50,000
MISCELLANEOUS REVENUE $ - $ 183,090 $ - $ -
DEPARTMENT TOTAL $ - $ 12,389,090 $ 12,206,000 $ 10,646,787

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

SALARIES AND WAGES $ - $ 3,374,686 $ 3,374,686 $ 3,367,573


BENEFITS $ - $ 1,335,783 $ 1,335,783 $ 1,300,757
SUPPLIES $ - $ 88,234 $ 88,234 $ 99,734
STRUCTURE MAINTENANCE $ - $ 17,950 $ 17,950 $ 17,950
EQUIPMENT MAINTENANCE $ - $ 1,898,381 $ 1,898,381 $ 1,709,662
MISCELLANEOUS SERVICES $ - $ 716,047 $ 716,047 $ 976,052
TRANSFERS $ - $ 4,190,944 $ 4,190,944 $ 4,251,310
DEPARTMENT TOTAL $ - $ 11,622,026 $ 11,622,026 $ 11,723,038
Solid Waste Services

Salaries and Wages


29%

Equipment Maintenance
15% Benefits
Transfers 11%
36%

Miscellaneous
Services Supplies
6% Structure Maintenance 1%
0.2%

FY2010-11 Proposed Operating Budget


224
Solid Waste Services
Expenditure Summary by Organization

Solid Waste
Disposal Administration
19% 36%

Solid Waste
Collections
45%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED ESTIMATED
0606 Administration $ - $ 4,195,558 $ 4,195,558 $ 4,365,012
0612 Solid Waste Collection $ - $ 4,999,065 $ 4,999,065 $ 5,124,718
0631 Solid Waste Disposal $ - $ 2,427,402 $ 2,427,402 $ 2,233,309
TOTAL $ - $ 11,622,026 $ 11,622,026 $ 11,723,038

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$-
Administration Solid Waste Collection Solid Waste Disposal

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


225
Department Staffing

Funded Positions
2008-09 2009-10 2010-11

Department Total 91 90 91

Full-Time Employees 85 84 85
Part-Time (PT)/Seasonal (SL) Employees 6 6 6
Org 0606: Administration 2 2 2

Solid Waste Services Director 1 1 1


Executive Assistant 1 0 0
Senior Office Assistant 0 1 1
Org 0612: Solid Waste Collections 73 72 74

Sanitation Supervisor 1 1 1
Recycling Supervisor 0 0 0
Section Chief 3 3 3
Senior Welder 1 1 1
Environmental Services Program Assistant 0 0 0
Crew Leader 1 1 1
Senior Office Assistant 1 1 1
Office Assistant 1 1 1
Heavy Equipment Operator 5 5 5
Equipment Operator ** 54 53 55
Seasonal Equipment Operator 6 6 6
Org 0631: Solid Waste Disposal 16 16 15

Landfill Manager 1 1 1
Section Chief 2 2 2
Senior Heavy Equipment Operator 12 12 10
Landfill Specialist 0 0 1
Landfill Attendant 1 1 1
Solid Waste Services

Staffing Notes:

FY 2009-10 Staffing Adjustments :


Eliminated two Equipment Operator positions in FY 2009-10
One Equipment Operator transferred from MDU Fund to SWS Fund
Solid Waste Services department moved from General Fund to Enterprise Fund
Eliminated two Senior Heavy Equipment Operator positions in FY 2009-10
Created a Landfill Specialist position in FY 2009-10
One Equipment Operator ** frozen

FY2010-11 Proposed Operating Budget


226
Solid Waste Services
Organization Chart

FY2010-11 Proposed Operating Budget


227
FY2010-11 Proposed Operating Budget
228
Municipal Drainage
Utility
Michael G. Walter, P.E.,
Mission Statement City Engineer
.Through a coordinated city-wide
effort, the Municipal Drainage The CIP Team is responsible for planning, administration, and coordination of
Utility administers the necessary the multi-departmental functions funded by the Municipal Drainage Utility
functions to meet the regulations (MDU). These functions include analyzing drainage problem areas and recom-
of the United States mending and administering drainage improvement projects; partnering with the
Environmental Protection Agency various flood control districts for dredging; water pollution prevention; wet
(USEPA) and the regulations of weather monitoring and testing; erosion control and enforcement on construction
the Texas Commission on activities; collection and removal of debris and floatables through comprehensive
Environmental Quality’s (TCEQ) street sweeping operations to prevent entry into the drainage system with storm
Texas Pollutant Discharge water; and representing the city in regional storm water management efforts in
Elimination System (TPDES) in conjunction with the North Central Texas Council of Governments, State and
order to achieve acceptable storm Federal storm water communities and task forces.
water quality standards to the
Maximum Extent Practicable Department FY 2009-10 Results
(MEP). The main components of
this mandated program are public
education, storm water testing,  Through the second quarter, the MDU has participated with the local flood
industrial inspections, hazardous control districts, including the Dallas County Utility and Reclamation Dis-
spill response, erosion control, trict (DCURD) by financing capital projects and channel clearing and dredg-
prevention of local flooding, and ing in the amount of $481,805.
dredging and channel stabilization  Through the second quarter, the MDU has constructed drainage projects to-
projects. taling $411,071.
 Through the second quarter, approximately 5,000 lane miles of city streets
have been swept.
Department at a  The MDU presented two Texas SmartScape gardening classes in March
2010.
Glance:
 The MDU aired seven storm water public education/public service an-
nouncements on broadcast and cable television 233 times.
FY 2010-11 Budget
 The MDU participated in local festivals several times a year providing public
education information to residents.
$4,883,382
 The MDU continues to work with the Customer Service Division of Finan-
cial Services to complete an update to the drainage accounts on improved
properties that are over 45,000 square feet in size.
Full Time Employees
32

FY2010-11 Proposed Operating Budget


229
Other Goals and Actions
 Maintain certification and property values within Flood Control Districts and DCURD
 Improve Drainage Facilities

Key Performance Indicators

2008-09 2009-10 2010-11


ACTUAL ESTIMATED TARGET

Detailed Industrial Site In- 44 25 25


spections citywide
TCEQ Erosion Control 50 40 40
Construction Site Notices
and Notices of Intent for
One Acre or More
Citizen Inquiries-Flooding 60 95 60
and Stranding Drainage
Construction Erosion Con- 3,840 3,200 3,200
trol Site Inspections
Dry Field Screening Sites 186 120 120
Inspected/Sampled
Wet Weather Monitoring 8 8 8
Sampled Events
Storm Water Samples 200 200 200
Public Awareness/ 29 10 10
Municipal Drainage Utility

Education Exhibits/Events
Erosion Control Violations- 122 125 100
Verbal Warnings

Revenue Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

DRAINAGE FEES $ 5,144,246 $ 4,726,000 $ 4,726,000 $ 4,726,000

INTEREST $ 30,732 $ 47,964 $ 47,964 $ 20,000

DEPARTMENT TOTAL $ 5,174,978 $ 4,773,964 $ 4,773,964 $ 4,746,000

FY2010-11 Proposed Operating Budget


230
Municipal Drainage Utility
Expenditure Summary by Category

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES & WAGES $ 1,744,106 $ 1,747,239 $ 1,756,327 $ 1,617,167
BENEFITS $ 538,649 $ 596,323 $ 596,323 $ 593,298
SUPPLIES $ 40,760 $ 77,880 $ 77,880 $ 82,025
STRUCTURE MAINTENANCE $ 643,471 $ 1,200,000 $ 1,200,000 $ 494,000
EQUIPMENT MAINTENANCE $ 141,393 $ 209,229 $ 209,229 $ 171,264
MISC. SERVICES $ 262,883 $ 414,860 $ 414,860 $ 414,374
TRANSFERS $ 180,394 $ 393,513 $ 343,513 $ 449,136
BUILDINGS & STRUCTURES $ 721,208 $ - $ - $ 1,062,118
OTHER CAPITAL $ 54,249 $ 7,000 $ 7,000 $ -
DEPARTMENT TOTAL $ 4,327,113 $ 4,646,044 $ 4,605,132 $ 4,883,382

Transfers
8%

Miscellaneous Services Salaries and Benefits


9% 37%

Equipment Maintenance
5%

Supplies Benefits
2% 13%
Structure Maintenance
26%

FY2010-11 Proposed Operating Budget


231
Expenditure Summary by Organization

Environmental MDU Inspections


Stewardship 2%
3%
KIB
3%
Water Utilities
Streets 8% Litter Control
20% 11%
Administration
17%
Engineering
36%

ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
4110 Administration $ 755,286 $ 1,519,481 $ 1,469,481 $ 841,010
4120 Engineering $ 1,456,254 $ 728,381 $ 728,544 $ 1,780,593
4130 Streets $ 1,362,563 $ 1,506,475 $ 1,515,400 $ 988,454
4140 Water Utilities $ 199,611 $ 358,521 $ 358,521 $ 366,806
4180 Environmental Stewardship $ 52,247 $ - $ - $ 142,054
1150 KIB $ 148,691 $ 134,053 $ 134,053 $ 146,189
1160 MDU Inspections $ 74,546 $ 81,554 $ 81,554 $ 83,188
Municipal Drainage Utility

0770 Litter Control $ 277,915 $ 174,400 $ 174,400 $ 535,088


TOTAL $ 4,327,113 $ 4,646,044 $ 4,605,132 $ 4,883,382

$1,800,000

$1,600,000

$1,400,000

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$-
Administration Engineering Streets Water Utilities Environmental KIB MDU Inspections Litter Control
Stew ardship

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


232
Municipal Drainage Utility
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 36 35 35

Full-Time Employees 33 32 32
Part-Time (SL) Employees 3 3 3
Org 4120: MDU Engineering 8 7 7
Drainage Programs Coordinator 1 0 0
Senior Engineering Inspector 1 1 1
Engineering Inspector 1 1 1
Administrative Secretary 1 1 1
Engineering Manager 1 1 1
Senior Engineering Technician 1 1 1
Survey Party Worker 1 1 0
Assistant Survey Party Chief 0 0 1
Senior Civil Engineer 1 1 1
Org 4130: MDU Streets 9 9 9
Streets Supervisor 0 0 0
Senior Heavy Equipment Operator 5 5 5
Heavy Equipment Operator 1 1 1
Equipment Operator 0 0 0
Maintenance Worker I 0 0 0
Crew Leader 2 2 2
Administrative Secretary 1 1 0
Senior Office Assistant 0 0 1
Org 4140: MDU Water Utilities 5 5 5
Environmental Compliance Specialist 1 1 1
Environmental Compliance Technician 1 1 1
SL Maintenance Worker 3 3 3
Org 4180: Environmental Stewardship 0 1 1
Drainage Programs Coordinator 0 1 1
Org 0650: Landfill Recycling 1 0 0
Equipment Operator 1 0 0
Org 0770: Litter Control 11 11 11
Crew Leader 1 1 1
Equipment Operator I 1 1 1
Maintenance Worker I 9 9 9
Org 1150: KIB 1 1 1
KIB Administrator 1 1 1
Org 1160: MDU Inspections 1 1 1
Building Inspector 1 1 1
Staffing Notes:
All positions are reflected and noted in the personnel charts of their respective support departments
in the General and System Funds.

FY2010-11 Proposed Operating Budget


233
Organization Chart

Municipal Drainage Utility

FY2010-11 Proposed Operating Budget


234
Intergovernmental
Services
Ramiro Lopez,
Mission Statement Director
“To deliver exceptional customer
service and vigorously support our
The Intergovernmental Services Department is an
customer departments in delivering
internal service operation whose function is to pro-
services to the citizens of Irving.”
vide support and assistance to other departments and
city projects.

Core Values Divisions of the Intergovernmental Services Depart-


ment include: Inventory Operations, Purchasing,
HVAC Operations, the Office of Environmental
 Service Before Self Stewardship and administration. The Intergovernmen-
 Integrity tal Services administration division includes regional water and transportation
 Excellence in all We Do projects and legislative affairs, which coordinates the city’s state and federal
legislative agendas.

Department at a
Glance:
Department FY 2009-10 Results
FY 2010-11 Budget  Hired full-time M/WBE Program Administrator
$2,334,349  Implemented citywide database of potential bidders
 Upgraded to energy efficient equipment throughout city facilities including
Full Time Employees a new, more efficient backup HVAC unit for the 911 call center at the
23 Criminal Justice Center
 Protected the UFCR Rider during Oncor Rate Review to continue funding
of underground utility burial projects
 Blocked unfunded mandates and assaults on city sovereign immunity
 Secured tax refunds for Convention Center Hotel/Entertainment Venue
 Received 10 State Resolutions and Governor commendations honoring
Irving and City programs
 Incorporated Studios at Las Colinas into the Governor’s Film Incentive
Bill
 Developed a Strategic Water Supply Plan
 Became a member of ICLEI - Local Governments for Sustainability
 Received over $3,120,000 in grant funding for environmental programs

FY2010-11 Proposed Operating Budget


235
Performance Measures
2008-09 2009-10 2010-11
ACTUAL ESTIMATED TARGET
Purchasing:
 % of purchase orders processed
within one business day of submission 95% 96% 96%
 % of agenda items processed on
time when recommendations are 100% 99% 100%
received on time
 Number of potential bidders
added to notification database N/A 265 240
 % of solicitations advertised within
ten days of receiving specifications 97% 97% 97%
 % of formally awarded contract
dollars going to M/WBE vendors 25.9% 23% 26%
 % of M/WBE bids received
relative to total number of bids received 17% 24% 30%
 % of procurement items
awarded with no protests 97% 99% 100%
 % of departments in compliance
with Clean Fleet Policy fueling times N/A N/A 100%
% of reduced paper consumption N/A N/A 5%

HVAC:
 Energy Efficient Equipment
Units Installed (Cumulative) 47 70 49
Intergovernmental Services

 Work Orders HVAC/Electrical 1,524 1,550 1,575

Inventory Operations:
 Increase revenue from auction $387,679 $ 16,318.33 N/A
item sales

FY2010-11 Proposed Operating Budget


236
Intergovernmental Services
Expenditure Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 600,173 $ 1,229,711 $ 1,229,711 $ 1,324,180
BENEFITS $ 167,702 $ 355,536 $ 355,536 $ 412,878
SUPPLIES $ 5,958 $ 29,550 $ 29,550 $ 20,900
EQUIPMENT MAINT. $ 174,402 $ 184,168 $ 239,857 $ 185,435
MISC. SERVICES $ 8,159 $ 372,931 $ 372,931 $ 390,956
TRANSFERS $ - $ 4,447 $ 4,447 $ -
DEPARTMENT TOTAL $ 962,960 $ 2,176,343 $ 2,232,032 $ 2,334,349

Transfers
Miscellaneous Services 0.0%
16.7%
Equipment Maintenance
7.9%
Salaries and Wages
Structure Maintenance
56.7%
0.0% Benefits
Supplies 17.7%
0.9%

$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFERS
AND WAGES MAINT. SERVICES

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


237
Expenditure Summary by Organization—General Fund
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG ACTUAL ADOPTED ESTIMATED PROPOSED
3001 Administration $ 126,004 $ 678,274 $ 678,274 $ 769,000
3021 Purchasing $ - $ 430,952 $ 430,952 $ 458,076
3032 HVAC $ 516,466 $ 763,093 $ 818,781 $ 608,487
3060 Auto Parts Room $ 61,213 $ 50,808 $ 50,808 $ 71,661
3070 Warehouse $ 259,277 $ 253,217 $ 253,217 $ 278,158
3080 Environmemtal Stewardship $ - $ - $ - $ 148,968
TOTAL $ 962,960 $ 2,176,343 $ 2,232,032 $ 2,334,349

Environmemtal
Warehouse Stewardship
12% 6%

Auto Parts Room Administration


3% 33%
HVAC
Purchasing
26%
20%
Intergovernmental Services

$800,000

$700,000

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

$-
A dministratio n P urchasing HVA C A uto P arts Wareho use Enviro nmemtal
Ro o m Stewardship

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

FY2010-11 Proposed Operating Budget


238
Intergovernmental Services
Departmental Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 0 21 23

Full-Time Employees 0 21 23
Part-Time (PT) Employees 0 0 0

Org 3001: Administration 0 6 6


IGS Assistant Director 0 1 1
Management Analyst 0 1 1
Government Services Director * 0 1 1
Administrative Assistant 0 1 1
IGS Director 0 1 1
Sr. Management Analyst 0 1 1

Org 3021: Purchasing 0 5 5


Administrative Secretary 0 1 1
Purchasing Agent 0 1 1
Purchasing Manager 0 1 1
Senior Purchasing Agent 0 1 1
MWBE Administrator 0 1 1

Org 3032: Heating and AC 0 5 5


HVAC Supervisor 0 1 1
Electrician 0 1 1
Senior HVAC Services Technician 0 1 1
HVAC Services Technician 0 2 2

Org 3060: Automotive Parts Room 0 1 1


Automotive Parts Supervisor 0 0 1
Warehouse Assistant 0 1 0

Org 3070: Warehouse 0 4 4


Warehouse Supervisor 0 1 1
Warehouse Assistant 0 2 3
Autopart Supervisor 0 1 0

Org 3080: Envinronmental Stewardship 0 0 2


Senior Community Outreach Coordinator 0 0 1
Community Outreach Coordinator ** 0 0 1

Staffing Notes:
- Environmental Stewardship organization was created with Senior Community
Outreach Coordinator and Community Outreach Coordinator** positions transferred
from Corporate Communication department
- Autotopart Supervisor position moved to org 3060 from org 3070.

* Governmental Services Director position is currently frozen


**Community Outreach Coordinator position is funded in MDU.

FY2010-11 Proposed Operating Budget


239
Intergovernmental Services

FY2010-11 Proposed Operating Budget


240
Fleet
Services
Ramiro Lopez,
Mission Statement Director
“To deliver exceptional customer
service and vigorously support our Fleet Services provides full service repairs, preventive and corrective main-
customer departments in delivering tenance, and inspections on over 800 City vehicles and 400 pieces of equip-
services to the citizens of Irving.” ment ranging from fire engines, ladder trucks and police cars to street
sweepers, backhoes, pickup trucks, and emergency generators. Fleet Ser-
vices also assists with fuel operations and helps purchase equipment and
Core Values vehicles to maximize city resources and minimize costs.

Administration: Provides leadership and direction, technological support,


 Service Before Self and performs required administrative duties.
 Integrity ● Employee development
 Excellence in all We Do ● Exploring green initiatives and promote environmental stewardship
● Effectively communicate Leadership Model and Strategic Plan
● Utilize the latest technology and best management practices throughout
Fleet Services
Department at a
Glance: Operations: Controls the overall costs of operating and maintaining the
City's fleet and equipment, and to repair and maintain the fleet and equip-
ment in a manner that extends its useful life.
● Repairs and preventative maintenance
FY 2010-11 Budget
● Parts inventory coordination
$6,692,701
● Fuel inventory coordination
● Fixture and mobile generator maintenance
Full Time Employees
19 Acquisition: Efficiently acquire and timely and cost effectively remarket
vehicles and equipment.
● Inventory of the replacement status of all vehicles
● Yearly purchases of vehicles & equipment
● Achieve maximum return on remarketing of fleet assets/sale of City
vehicles and equipment

Fiscal Services: Ensures Fleet’s financial assets and resources are in accor-
dance with the goals of the City and in compliance with high standards of
financial accounting principles and practices.
● Operating budget
● Equipment renewal & replacement budget
● Invoices/payables

FY2010-11 Proposed Operating Budget


241
Extended service hours, 24 hour road side assistance, implementation of a pre/post vehicle inspection
system, GPS pilot program, enhanced safety at the Briery garage, and participation in green
technology programs are all improvements made during this past fiscal year. Fleet Services received
the designation of North America’s Best 100 Fleets for the second consecutive year. Improved
operational efficiency, significant savings, and high fleet availability percentage are just a few of the
criteria associated with the department receiving that designation.

Department FY 09-10 Results


● Extended hours of operation from 6:30 a.m. to 12:00 midnight to better service user departments
and keep fleet availability high
● Continued alternative fueling of city vehicles (Biodiesel, Hybrid and CNG)
● GPS Pilot Program on Animal Services
● Operator pre and post trip inspection logs in all vehicles
● Launched vehicle/ equipment rental program
● Process improvements - Vehicle replacement guidelines
● Smith Driver Training instructional courses for departments
● Tire pressure indicators installed on all vehicles that don’t have built-in monitoring systems
● Implemented mobile data terminals for technicians to remedy issues and perform diagnostics in
the field

Other Goals and Actions


● Continue reverse sensing technology and rear cameras on all newly acquired / vision restricted
vehicles.
● Fleet analysis and right sizing for maximum efficiency
● Continue GPS pilot program
● Explore cost savings and process improvements throughout the department

Performance Measures
2008-09 2009-10 2009-10 2010-11
Actual Target To Date Target

Work orders Completed 6,385 6,500 3,092 6,500


Fleet Services

New Vehicles and Equipment 73 77 70 75


Processed

Technician Road Service Calls 632 700 427 650

Preventive Maintenance Services 3,404 4,000 1,983 4,000

Technicians Hrs. charged to 20,313 22,000 11,767 22,000

FY2010-11 Proposed Operating Budget


242
Fleet Services
Revenue Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
COST REIMBURSEMENTS $ 5,498,072 $ 7,056,896 $ 4,470,655 $ 6,688,701
TRANSFERS FROM OTHER FUNDS $ 16,000 $ 155,000 $ 155,000 $ -
DEPARTMENT TOTAL $ 5,517,345 $ 7,211,896 $ 4,629,655 $ 6,692,701

Expenditure Summary by Category


FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
SALARIES AND WAGES $ 1,111,833 $ 960,579 $ 960,579 $ 931,352
BENEFITS $ 349,483 $ 373,360 $ 373,360 $ 375,579
SUPPLIES $ 57,339 $ 68,050 $ 68,050 $ 61,370
PARTS & OUTSIDE WORK $ 3,978,042 $ 5,064,567 $ 5,064,567 $ 5,169,655
EQUIPMENT MAINT. $ 41,096 $ 70,188 $ 70,188 $ 95,409
MISC. SERVICES $ 201,332 $ 237,210 $ 222,210 $ 48,735
TRANSFERS $ 17,601 $ 17,601 $ 17,601 $ 10,601
CAPITAL $ 57,479 $ 380,000 $ 380,000 $ -
DEPARTMENT TOTAL $ 5,814,205 $ 7,171,555 $ 7,156,555 $ 6,692,701

Benefits
Miscellaneous Transfers Salaries and
6%
Services 0.2% Wages Supplies
1% 14% 1%
Equipment
Maintenance
1%

Parts and Outside


Work - 77%

FY2010-11 Proposed Operating Budget


243
Expenditure Summary by Category (Cont.)

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$-
SALARIES BENEFITS SUPPLIES PARTS & EQUIPMENT MISC. TRANSFERS CAPITAL
AND OUTSIDE MAINT. SERVICES
WAGES WORK

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

Expenditure Summary by Organization


ACCOUNT FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
4012 Administration $ 1,346,503 $ 1,974,543 $ 1,974,543 $ 2,100,720
4022 Light Equipment $ 444,685 $ 635,433 $ 635,433 $ 396,825
4042 Heavy Equipment $ 1,929,979 $ 1,499,447 $ 1,499,447 $ 1,277,189
4072 Service $ 2,093,038 $ 3,062,132 $ 3,047,132 $ 2,917,967
TOTAL $ 5,814,205 $ 7,171,555 $ 7,156,555 $ 6,692,701

Administration
Service 31%
Fleet Services

44%

Heavy Equipment
19% Light Equipment
6%

FY2010-11 Proposed Operating Budget


244
Fleet Services
Expenditure Summary by Organization (Cont.)

$3,500,000

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$-
Administration Light Equipment Heavy Equipment Service

2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

FY2010-11 Proposed Operating Budget


245
Departmental Staffing
Funded Positions
2008-09 2009-10 2010-11

Department Total 27 19 19

Full-Time Employees 27 19 19
Part-Time (PT) Employees 0 0 0
Org 4012: Administration 6 2 3

Fleet Maintenance Manager 1 1 1


Fleet Maintenance Supervisor 0 0 1
Staff Assistant 1 1 1
Org 4022: Light Equipment 2 2 2

Section Chief 1 1 0
Senior Automotive Body Technician 1 1 1
Automotive Technician 0 0 1
Org 4042: Heavy Equipment 11 10 11

Fleet Repair Supervisor 1 1 1


Section Chief 0 0 1
Senior Automotive Technician 2 2 2
Automotive Technician 8 7 7
Org 4072: Sevice Department 3 5 3

Fleet Maintenance Supervisor 1 1 0


Preventive Maintenance Technician 2 2 2
Automotive Technician 0 1 0
Fuel Truck Operator 0 1 1

Staffing Notes:

Fleet Maintenance Supervisor position move from 4072 to 4012


One (1) Automotive Technician position move from 4072 to 4022
Section Chief position moved from 4022 to 4042
Fleet Services

FY2010-11 Proposed Operating Budget


246
Fleet Services
Organization Chart

FY2010-11 Proposed Operating Budget


247
FY2010-11 Proposed Operating Budget
248
City of Irving Texas
General Fund
2008-09 2009-10 2009-10 2010-11
Actual Budget Estimate Proposed

Available Fund Balance 10-01 $25,079,779 $25,079,779 25,492,575 $25,492,575

Revenues
Ad Valorem 73,516,214 71,016,103 70,116,692 69,272,317
Sales Tax 47,389,976 47,615,000 44,603,531 44,615,000
Franchise Fees 26,705,535 23,260,225 20,722,950 21,212,950
Zoning and Development 1,582,653 2,686,675 2,186,675 2,055,933
Fees and Permits 4,161,991 6,845,250 6,814,200 6,574,060
Fines and Other Charges 8,671,788 8,829,200 9,647,200 9,769,800
Recreation 410,092 484,500 552,000 577,100
Sanitation 10,898,450 0 0 0
Cost Reimbursement 1,621,566 1,863,253 1,852,257 1,801,242
Sale of Goods 262,228 324,150 324,900 347,450
Use of City Facilities 191,106 243,802 227,532 288,387
Miscellaneous 1,812,817 2,564,830 1,359,520 1,783,752
Transfers from Other Funds 6,597,589 10,629,545 10,865,995 10,252,327
Total Revenues $183,822,004 $176,362,533 $169,273,452 168,550,318

Total Funds Available $208,901,783 $201,442,312 $194,766,027 $194,042,893

Expenditures

Goal 1 - Land Use


Planning and Inspections 2,937,356 2,555,893 2,446,651 2,448,157
Goal 2 - Vibrant Neighborhoods
Code Enforcement 2,820,251 2,997,901 2,816,790 2,475,560
Goal 3 - Economic Development
Economic Development 222,809 970,705 966,255 854,614
Goal 4 - Public Safety
Police 50,325,684 51,858,535 50,390,068 49,047,936
Fire 34,340,952 35,508,219 35,143,619 32,621,402
Municipal Court Services 2,586,031 2,798,365 2,798,365 2,775,564
Animal Services 2,001,224 1,275,035 1,265,035 1,490,681
Goal 6 - Effective Communucations
Corporate Communications 2,823,660 3,378,268 3,368,117 2,727,380
Goal 7 - Culture, Recreation, and Education
Parks and Recreation 15,464,054 15,672,238 15,388,979 12,420,322
Library Services 6,652,456 6,916,717 6,916,717 6,192,199
Goal 8 - Sound Governance
Mayor and Council 201,667 215,566 215,566 201,632
City Secretary's Office 1,092,367 1,067,421 1,067,421 981,346
City Manager's Office 1,035,184 829,178 829,178 755,766
Financial Services 2,392,244 2,108,551 2,108,583 3,239,544
Management Operations Team 197,112 0 362,179 956,175
Non-Departmental 27,321,827 21,523,024 16,619,341 21,965,363
Performance Team 2,473,847 2,792,583 2,733,504 808,082
City Attorney's Office 2,057,309 2,186,832 2,186,832 2,040,682
Goal 9 - Infrastructure
Solid Waste Services 7,441,051 0 0 0
Capital Improvement Program 7,980,930 8,491,243 8,397,804 6,732,716
Transportation 3,262,896 3,368,110 3,348,610 7,755,725
Construction and Building Services 0 0 0 0
Information Technology 6,821,903 7,671,806 7,671,806 7,725,124
Intergovernmental Services 956,394 2,176,343 2,232,032 2,334,349

Total Expenditures $183,409,208 $176,362,533 $169,273,452 $168,550,318

Net Change in Fund Balance $412,796 $0 ($0) ($0)

Available Fund Balance 09-30 $25,492,575 $25,079,779 $25,492,575 $25,492,575


FY2010-11 Proposed Operating Budget
249
FY 2010-2011
Authorized Personnel
2008-2009 2009-2010 2010-2011
FUNDED PERSONNEL FUNDED PERSONNEL FUNDED PERSONNEL
Full Part Full Part Full Part
Time Time Total Time Time Total Time Time Total
General Fund
Mayor and Council 0 0 0 0 0 0 0 0 0
City Secretary 12 0 12 12 0 12 11 0 11
City Manager 8 1 9 5 0 5 5 0 5
Police 507 76 583 509 76 585 509 76 585
Fire 317 1 318 317 1 318 317 1 318
Solid Waste Services******* 84 6 90 0 0 0 0 0 0
Parks and Recreation****** 133 147 280 142 203 345 143 187 330
Financial Services 26 0 26 19 1 20 31 1 32
Administrative Services & External Relations**** 2 0 2 0 0 0 0 0 0
Management Operations******* 0 0 0 0 0 0 8 0 8
Planning and Inspection 36 0 36 28 0 28 27 0 27
Strategic Resources** 24 1 25 22 0 22 0 0 0
Performance Team******** 0 0 0 0 0 0 6 0 6
Municipal Court 39 0 39 40 0 40 40 0 40
Library Services 69 46 115 68 46 114 68 46 114
City Attorney 17 0 17 17 0 17 17 0 17
Animal Services 15 0 15 15 0 15 15 0 15
Capital Improvement Projects*** 0 0 0 73 0 73 73 0 73
Public Works*** 104 0 104 102 0 102 100 0 100
Construction and Building Services****** 53 0 53 0 0 0 0 0 0
Information Technology 38 1 39 38 1 39 38 1 39
Corporate Communications 28 8 36 26 8 34 22 8 30
Code Enforcement 35 1 36 37 1 38 33 1 34
Intergovernmental Services***** 0 0 0 21 0 21 22 0 22
Fleet Maintenance 5 0 5 0 0 0 0 0 0
Economic Development 4 0 4 9 1 10 9 1 10
Total General Fund 1,556 288 1,844 1,500 338 1,838 1,494 322 1,816
Water and Sewer System Fund
Customer Services* 0 0 0 28 5 33 28 5 33
Parks and Recreation 1 0 1 2 0 2 1 0 1
Financial Services 0 0 0 2 0 2 2 0 2
Construction and Building Services 1 0 1 0 0 0 0 0 0
Information Technology 3 0 3 3 0 3 3 0 3
Water Utilities 151 7 158 126 3 129 130 3 133
Total Water and Sewer System Fund 156 7 163 161 8 169 164 8 172
Municipal Drainage Utility Fund
Solid Waste Services 1 0 1 0 0 0 0 0 0
Planning and Inspections 1 0 1 1 0 1 1 0 1
Code Enforcement 1 0 1 0 0 0 0 0 0
Parks and Recreation 2 0 2 12 0 12 12 0 12
Capital Improvement Project 0 0 0 17 0 17 17 0 17
Public Works 25 0 25 0 0 0 0 0 0
Corporate Communications 0 0 0 1 0 1 1 0 1
Water Utilities 2 3 5 2 3 5 2 3 5
Municipal Drainage Utility Fund 32 3 35 33 3 36 33 3 36
Garage Fund 28 0 28 19 0 19 19 0 19
Housing and Human Services 11 0 11 13 0 13 14 0 14
Criminal Justice Grant Fund 2 0 2 1 0 1 1 0 1
MMRS Grant 0 0 0 1 0 1 1 0 1
Red Light Camera Grant Fund 1 0 1 1 0 1 1 0 1
Municipal Court Building Security Fees Fund 1 0 1 1 0 1 1 0 1
Solid Waste Services Enterprise Fund 0 0 0 84 6 90 85 6 91
Recreation Center Funds 0 34 34 0 35 35 0 41 41
Irving Convention and Visitors Bureau 26 14 40 26 20 46 26 20 46
Irving Arts Center 18 12 30 20 12 32 18 10 28
Historic Preservation Fund 1 0 1 0 0 0 0 0 0
Museum Fund 2 1 3 2 1 3 2 1 3
Total Other Funds 90 62 152 168 74 242 168 78 246

TOTAL 1,834 360 2,194 1,862 423 2,285 1,859 411 2,270
* Customer Services is under Financial Services but is funded and was shown in Water Utilities
** Budget and Strategic Resources merged with Human Resources and became Strategic Resources
*** CIP was created out of Public Works p
**** Administrative Services & External Relations merged with City Manager Office
***** Intergovernmental Services was created out of Fleet Maintenance, Construction and Building Services and Financial Services
****** Construction and Building Services merged with Parks and Recreation to create Parks and Building Maintenance
*******Solid Waste Services Department reorganized into Solid Waste Services Enterprise Fund
*******Management Operations created from Customer Service and Administrative Services & External Relations
********Performance Team created from Strategic Resources

FY2010-11 Proposed Operating Budget


250
FY 2010-11 POSITION CHANGE SUMMARY
Position Eliminations

Department Full-Time Part-Time Title

Parks and Recreation (2) PT Pool Supervisor


Parks and Recreation (11) PT Lifeguard I
Parks and Recreation (2) PT Lifeguard II
Planning & Inspections (1) Development Coordinator
Code Enforcement (1) Code Enforcement Manager
Code Enforcement (1) Office Supervisor
TOTAL GENERAL FUND (3) (15)

IAC (1) Staff Assistant


IAC (1) Senior Facilities Maintenance Mechanic
IAC (1) PT Staff Assistant
IAC (1) PT Front of House Worker
TOTAL OTHER FUNDS (2) (2)

New Positions

Department Full-Time Part-Time Title

TOTAL GENERAL FUND 0 0

TOTAL OTHER FUNDS 0 0

Positions Transferred from General Fund to Other Funds

Department Full-Time Part-Time

Parks and Recreation 6 Recreation Specialists

TOTAL 0 6

NET GENERAL FUND PERSONNEL CHANGE (3) (9)

NET TOTAL PERSONNEL CHANGE (5) (17)

FY2010-11 Proposed Operating Budget


251
FY2010-11 Proposed Operating Budget
252
City of Irving
Water and Sewer System Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 32,701,559 $ 20,776,700 $ 23,170,330 $ 16,796,516


Revenues
Water
Water Sales $ 43,811,006 $ 48,086,432 $ 42,649,577 $ 46,221,479
Connections 234,665 250,000 250,000 250,000
$ 44,045,671 $ 48,336,432 $ 42,899,577 $ 46,471,479
Sewer
Sewer Sales $ 24,416,158 $ 26,699,766 $ 24,315,286 $ 29,225,281
Sewer Surcharge 1,011,010 1,300,000 1,300,000 1,300,000
Connections 23,450 25,000 25,000 25,000
$ 25,450,617 $ 28,024,766 $ 25,640,286 $ 30,550,281
Penalties and Fees
Penalties on Service $ 2,003,263 $ 2,025,000 $ 2,025,000 $ 2,075,000
Reconnect Fees 125,910 160,000 160,000 120,000
Sewer Inspection 840 3,000 3,000 3,000
$ 2,130,013 $ 2,188,000 $ 2,188,000 $ 2,198,000
Miscellaneous
Waste Hauler Permits $ 14,686 $ 15,000 $ 15,000 $ 15,000
Miscellaneous 1,412,652 750,000 400,000 700,000
Transfer from Lake Chapman - - 17,923 -
Return Check Fees 14,400 15,000 15,000 15,000
Interest on Investments 411,741 750,000 750,000 750,000
Sulphur Springs Reimbursement 23,473 23,581 23,581 23,581
2% Contracts (981) - - -
Lake Chapman Transportation Fee 2,900,300 3,405,540 3,405,540 3,405,540
$ 4,776,271 $ 4,959,121 $ 4,627,044 $ 4,909,121

Total Revenues $ 76,402,572 $ 83,508,319 $ 75,354,907 $ 84,128,881

Total Funds Available $ 109,104,131 $ 104,285,019 $ 98,525,237 $ 100,925,397


Expenditures
Salaries and Wages $ 7,516,358 $ 8,026,517 $ 8,003,222 $ 7,959,643
Benefits 2,280,322 2,661,889 2,647,378 2,785,371
Supplies 1,406,585 1,897,092 1,894,092 1,976,315
Structure Maintenance 707,188 1,105,861 1,105,861 985,000
Equipment Maintenance 1,393,699 1,639,693 1,589,696 1,471,943
Miscellaneous Services 4,823,013 7,130,931 7,138,186 7,616,365
Water Purchase 1,783,195 2,094,054 2,094,054 2,156,876
Water Treatment 8,232,155 8,079,975 8,079,975 8,403,174
Sewer Treatment 13,997,047 14,100,000 14,100,000 14,664,000
Transfers - Other 20,097,871 6,862,946 6,862,946 7,395,756
Transfers - General Fund 4,891,024 4,669,103 4,669,103 4,560,915
Transfers - Debt Service 18,315,528 19,615,708 19,615,708 19,615,708
Coverage Reserve - - - 2,411,566
Capital 489,817 3,928,500 3,928,500 2,126,250
Expenditures $ 85,933,801 $ 81,812,269 $ 81,728,721 $ 84,128,881

Available Fund Balance 9-30 $ 23,170,330 $ 22,472,750 $ 16,796,516 $ 16,796,515

Net Impact on Fund Balance $ (9,531,229) $ 1,696,050 $ (6,373,814) $ (0)


FY2010-11 Proposed Operating Budget
253
New Lien Water and Sewer Reserve Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 6,170,155 $ 6,242,175 $ 6,246,526 $ 6,318,546

Revenues
Interest on Investments $ 76,371 $ 124,844 $ 72,020 $ 126,371

Total Revenues $ 76,371 $ 72,020 $ 72,020 $ 126,371

Total Funds Available $ 6,246,526 $ 6,242,175 $ 6,318,546 $ 6,444,917

Expenditures $ - $ - $ - $ -

Total Expenditures $ - $ - $ - $ -

Available Fund Balance 09-30 $ 6,246,526 $ 6,242,175 $ 6,318,546 $ 6,444,917

Fund Description:

To account for funds accumulated in


accordance with the New Lien Water and
Sewer Revenue Bond, which requires a
balance be maintained in an equal amount
to the greater of 50% of the average
annual debt service or 33.3% of the
maximum annual debt service. The
money in this fund is restricted to payment
of debt service in the event there is not a
sufficient amount available for this
purpose in New Lien Interest and Sinking
Fund.

FY2010-11 Proposed Operating Budget


254
Water and Sewer Reserve Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 4,620,253 $ 4,689,749 $ 4,678,170 $ -

Revenues
Interest on Investments $ 57,917 $ 46,897 $ 4,800 $ -

Total Revenues $ 57,917 $ 46,897 $ 4,800 $ -

Total Funds Available $ 4,678,170 $ 4,736,646 $ 4,682,970 $ -

Transfer to W&S Non Bond CIP $ - $ 4,736,646 $ 4,682,970 $ -

Total Expenditures $ - $ 4,736,646 $ 4,682,970 $ -

Available Fund Balance 09-30 $ 4,678,170 $ - $ - $ -

Fund Description:

To account for funds accumulated in accordance with


the Water and Sewer Revenue Bond covenants to
have a balance at least equal to the maximum annual
principal and interest payments on the bonds
outstanding and issued prior to FY 2002-03. The
money in this fund is restricted to payment of debt
service in the event there is not a sufficient amount
available for this purpose in the Interest and Sinking
Fund. In FY 2009-10, the last of the senior lien debt
was retired. The residual balance in this fund was
transferred to Water & Sewer Non-Bond CIP to
finance capital projects.

FY2010-11 Proposed Operating Budget


255
Water and Sewer Contingency Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01* $ 198,014 $ 200,007 $ 200,116 $ 202,110

Revenues
Interest on Investments $ 2,102 $ 4,000 $ 1,994 $ 4,042

Total Revenues $ 2,102 $ 4,000 $ 1,994 $ 4,042

Total Funds Available $ 200,116 $ 204,007 $ 202,110 $ 206,153

Expenditures $ - $ - $ - $ -

Total Expenditures $ - $ - $ - $ -

Available Fund Balance 09-30 $ 200,116 $ 204,007 $ 202,110 $ 206,153

Fund Description:

To account for funds accumulated as required by the Water and Sewer Revenue Bond covenants to have a
balance at least equal to the sum of 1% of the first $10,000,000 of outstanding bonds, plus 3/4 of 1% of the
second $10,000,000 of outstanding bonds, plus 1/2 of 1% of the third $10,000,000 of outstanding bonds,
plus 1/4 of 1% of the bonds outstanding in excess of $30,000,000 for all series prior to 2001. The money in
this fund is restricted to pay the cost of any repairs or replacements to the System necessitated by an
emergency and for the payment of debt service in the event there is not a sufficient amount available for this
purpose in the Interest and Sinking Fund or the Reserve Fund. The covenants of the New Lien Water and
Sewer Revenue Bonds do not require continuation of this fund and as the Water and Sewer Revenue Bonds
are paid or refunded, this fund will be eliminated.

FY2010-11 Proposed Operating Budget


256
Water Resources Development Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 619,174 $ 273,273 $ 615,690 $ 269,798

Revenues
Transfer from Water/Sewer System $ 400,000 $ 500,000 $ 400,000 $ 850,000
Interest on Investments 6,573 5,465 7,944 5,396

Total Revenues $ 406,573 $ 505,465 $ 407,944 $ 855,396

Total Funds Available $ 1,025,747 $ 778,738 $ 1,023,634 $ 1,125,194

Expenditures
Transfers to Water & Sewer System $ - $ - $ - $ -
Outside Services 410,058 500,000 753,836 850,000

Total Expenditures $ 410,058 $ 500,000 $ 753,836 $ 850,000

Available Fund Balance 09-30 $ 615,690 $ 278,738 $ 269,798 $ 275,194

Fund Description:

Established in FY 2003-04 to set aside funds to explore


future water resources and includes a transfer from the
Water and Sewer System Fund. Current development efforts
include expansion of pipeline for Lake Chapman;Utilization
of excess Right of way on Lake Chapman pipeline.
Acquisition of water rights for Lake Hugo Oklahoma &
acquisition of Right of way from Lake Hugo to Lake
Chapman.

FY2010-11 Proposed Operating Budget


257
Lake Chapman Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 18,623 $ 17,923 $ 18,623 $ 700

Revenues
Interest on Investments $ - $ - $ - $ -

Total Revenues $ - $ - $ - $ -

Total Funds Available $ 18,623 $ 17,923 $ 18,623 $ 700

Expenditures
Transfer to Water and Sewer System $ - $ 17,923 $ 17,923 $ -

Projects
ROW Lavon - Irving - - - -
Phase II - Lake Chapman Water Supply - - - -
Transmission Line - Contract A (Facilities) - - - -
Transmission Line - Contract B-D (Pipeline) - - - -

Total Expenditures $ - $ 17,923 $ 17,923 $ -

Available Fund Balance 09-30 $ 18,623 $ - $ 700 $ 700

Fund Description:

This fund was created to track revenues and


expenditures related to the creation of the
Lake Chapman reservoir and the costs of
construction of the water supply pipeline from
Lake Chapman to Lake Lewisville. The
pipeline was completed in FY 2003-04. All
operational and miscellaneous expenditures
from Lake Chapman and the pipeline are paid
from the System Fund. This fund will be
used to account for future maintenance and
system expansion projects.

FY2010-11 Proposed Operating Budget


258
Lake Chapman Reserve Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 439,217 $ 542,110 $ 543,092 $ 645,985

Revenues
Transfer from Water/Sewer System $ 100,000 $ 100,000 $ 100,000 $ -
Interest on Investments $ 3,875 $ 10,842 $ 2,893 $ 4,000

Total Revenues $ 103,875 $ 110,842 $ 102,893 $ 4,000

Total Funds Available $ 543,092 $ 652,952 $ 645,985 $ 649,985

Expenditures $ - $ - $ - $ -

Total Expenditures $ - $ - $ - $ -

Available Fund Balance 09-30 $ 543,092 $ 652,952 $ 645,985 $ 649,985

Fund Description:

This fund was established in FY


2003-04 to allow for an annual
transfer from the Water and
Sewer System Fund to cover any
major repairs along the pipeline
as necessary.

FY2010-11 Proposed Operating Budget


259
FY2010-11 Proposed Operating Budget
260
City of Irving
Garage Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 2,010,381 $ 1,944,697 $ 1,713,520 $ 1,587,209

Revenues
General Fund Maintenance $ 4,671,376 $ 5,887,655 $ 3,832,153 $ 3,899,298
System Fund Maintenance 659,174 882,048 504,494 870,596
Garage Fund Maintenance 34,614 74,870 41,465 81,773
Municipal Drainage Utility Maintenance 128,112 204,710 87,805 168,744
Solid Waste Services Maintenance - - - 1,660,995
ICVB Maintenance 1,252 4,248 2,391 1,358
Irving Arts Center Maintenance 1,882 1,347 331 560
HHS Maintenance 1,662 2,017 2,017 5,377
Transfer from General - 155,000 155,000 -
Transfer from Non Bond CIP - - - -
Transfer from Water/Sewer System 16,000 - - -
Transfer from Equipment Replacement - - - -
Interest Income 2,112 - 4,000 4,000
Miscellaneous Revenue 1,161 - - -

Total Revenues $ 5,517,345 $ 7,211,896 $ 4,629,655 $ 6,692,701

Total Funds Available $ 7,527,726 $ 9,156,593 $ 6,343,176 $ 8,279,910

Expenditures
Salaries and Wages $ 1,111,833 $ 960,579 $ 698,436 $ 931,352
Benefits 349,483 373,360 259,305 375,579
Supplies 57,339 68,050 45,508 61,370
Parts and Outside Work 3,978,042 5,064,567 3,333,090 5,169,655
Equipment Maintenance 41,096 70,188 44,387 95,409
Miscellaneous Services 201,332 237,210 140,215 48,735
Transfers 17,601 17,601 17,601 10,601
Other Capital 57,479 380,000 217,425 -

Total Expenditures $ 5,814,205 $ 7,171,555 $ 4,755,967 $ 6,692,701

Available Fund Balance 9-30 $ 1,713,520 $ 1,985,038 $ 1,587,209 $ 1,587,209

Fund Description:
This internal service fund owns and operates the City's fleet of rolling stock. The fund is designed
to break even in its revenue from user funds and expenditures to maintain the fleet. Transfers
from other funds are for maintenance of current vehicles and the purchase of new, non
replacement, vehicles

FY2010-11 Proposed Operating Budget


261
FY2010-11 Proposed Operating Budget
262
City of Irving
Municipal Drainage Utility Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 2,955,046 $ 2,428,214 $ 3,802,911 $ 3,971,743

Revenues
Drainage Fees $ 5,144,246 $ 4,726,000 $ 4,726,000 $ 4,726,000
Interest on Investments 30,732 47,964 47,964 20,000

Total Revenues $ 5,174,978 $ 4,773,964 $ 4,773,964 $ 4,746,000

Total Funds Available $ 8,130,024 $ 7,202,178 $ 8,576,875 $ 8,717,743

Expenditures
Salaries and Wages $ 1,744,106 $ 1,747,239 $ 1,756,327 $ 1,617,167
Benefits 538,649 596,323 596,323 593,298
Supplies 40,760 77,880 77,880 82,025
Structure Maintenance 643,471 1,200,000 1,200,000 566,000
Equipment Maintenance 141,393 209,229 209,229 171,264
Miscellaneous Services 262,883 414,860 414,860 414,374
Transfers 180,394 393,513 343,513 377,136
Building and Structures 721,208 - - 1,062,118
Other Capital 54,249 7,000 7,000 -

Total Expenditures $ 4,327,113 $ 4,646,044 $ 4,605,132 $ 4,883,382

Available Fund Balance 9-30 $ 3,802,911 $ 2,556,134 $ 3,971,743 $ 3,834,361

FY2010-11 Proposed Operating Budget


263
FY2010-11 Proposed Operating Budget
264
City of Irving 
Solid Waste Services Enterprise Fund
2008‐09 2009‐10 2009‐10 2010‐11
ACTUAL BUDGET ESTIMATED PROPOSED

Available Balance 10‐01 $                    ‐ $                    ‐ $           767,064 $         1,351,038

Revenues
Operating Revenues
Sanitation $                    ‐ $       9,900,000 $       9,900,000 $         8,366,787
Landfill Capacity - Sale                       ‐           1,496,000           1,496,000            1,496,000
Landfill -Tipping Fees                       ‐              168,000              168,000                168,000
Roll Off Collections                       ‐              176,000              176,000                150,000
Energy Surcharge Recovery                       ‐              380,000              380,000                380,000
Recycling Revenue                       ‐                36,000                36,000                  36,000
Sale of Scrap Iron                       ‐                50,000                50,000                  50,000
Total Operating Revenues $                        ‐ $     12,206,000 $     12,206,000 $       10,646,787

Non‐Operating Revenues
Interest $                        ‐ $          183,090 $                        ‐ $                         ‐
Total Non‐Operating Revenues $                        ‐ $           183,090 $                        ‐ $                          ‐

Total Revenues $                   ‐ $     12,389,090 $     12,206,000 $      10,646,787

Total Funds Available $                    ‐ $     12,389,090 $     12,973,064 $       11,997,825

Expenditures
Operating Expenditures
Salaries and Wages $                        ‐ $       3,374,686 $       3,374,686 $         3,367,573
Benefits                           ‐           1,335,783           1,335,783            1,300,757
Supplies                           ‐                88,234                88,234                  99,734
Equipment Maintenance                           ‐           1,898,381           1,898,381            1,709,662
Structure Maintenance                           ‐                17,950                17,950                  17,950
Miscellaneous Services                           ‐              716,047              716,047                976,052
Total Operating Expenditures $                        ‐ $       7,431,082 $       7,431,082 $         7,471,728

Non‐Operating Expenditures
Transfer to General Interest & Sinking $                        ‐ $           959,893 $           959,893 $            927,116
Transfer to Computer Replacement                       ‐                47,911                47,911                  47,911
Transfer to Equipment Replacement                       ‐              226,283              226,283                376,283
Cost Allocation - Transfer to General                       ‐           2,956,857           2,956,857            2,900,000
Total Non-Operating Expenditures $                        ‐ $       4,190,944 $       4,190,944 $         4,251,310

Total Expenditures $                   ‐ $     11,622,026 $     11,622,026 $      11,723,038

Available Fund Balance 09‐30 $                   ‐ $          767,064 $       1,351,038 $            274,787

Fund Description:

Solid Wastes Services Enterprise Fund functions include administration of solid waste collection and disposal services
including residential waste collections, curbside recycling, brush and bulky waste collections, special waste collections
and operation of a municipal solid waste landfill.

FY2010-11 Proposed Operating Budget


265
FY2010-11 Proposed Operating Budget
266
City of Irving
Irving Convention and Visitors Bureau
General Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 2,513,238 $ 2,105,632 $ 2,806,407 $ 3,035,134

Revenues
Hotel/Motel Tax $ 6,502,838 $ 5,450,447 $ 5,152,197 $ 4,997,554
Hotel Tax P&I - - 750 -
Hotel Tax - Prior Years - - 300 -
Transfer from ICVB Reserve Fund 30,000 150,000 147,000 666,218
Transfer from CCC Fund 250,000
Transfer from ICVB Building Fund 666,950 661,998 -
Interest on Investments 61,500 29,500 2,000 3,000
Miscellaneous Revenue 169,662 30,603 11,138 17,500

Total Revenue $ 6,764,000 $ 6,327,500 $ 5,975,383 $ 5,934,272

Total Funds Available $ 9,277,238 $ 8,433,132 $ 8,781,790 $ 8,969,406

Expenditures
Salaries and Wages $ 1,858,142 $ 1,823,636 $ 1,853,447 $ 1,858,942
Benefits 433,531 504,769 446,551 498,361
Supplies 81,224 114,800 75,600 76,775
Equipment Maintenance 12,499 48,178 47,800 49,500
Miscellaneous Services 3,530,491 3,681,286 2,839,182 3,562,679
Transfers 550,200 160,000 479,430 -
Capital 4,744 - 4,646 -

Total Expenditures $ 6,470,831 $ 6,332,669 $ 5,746,656 $ 6,046,256

Available Fund Balance 09-30 $ 2,806,407 $ 2,100,463 $ 3,035,134 $ 2,923,149

Fund Description:

This is the principal operating fund of the Conventionand


Visitors Bureau.

It accounts for all salary and benefits costs for the Irving
Convention and Visitors Bureau as well as all other
operating costs associated with the Bureau, with the
exception of computer replacement.

FY2010-11 Proposed Operating Budget


267
City of Irving
Irving Convention and Visitors Bureau
Reserve Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 1,433,740 $ 1,491,741 $ 1,465,426 $ 1,320,000

Revenues
Transfer from ICVB General Fund $ 50,000 $ - $ - $ -
Interest on Investments 11,686 12,000 1,574 2,200

Total Revenue $ 61,686 $ 12,000 $ 1,574 $ 2,200

Total Funds Available $ 1,495,426 $ 1,503,741 $ 1,467,000 $ 1,322,200

Expenditures
Transfers to ICVB General $ 30,000 $ 150,000 $ 147,000 $ 666,218

Total Expenditures $ 30,000 $ 150,000 $ 147,000 $ 666,218

Available Fund Balance 09-30 $ 1,465,426 $ 1,353,741 $ 1,320,000 $ 655,982

Fund Description:

Funds are reserved for the Bureau's


commitment to the 2011 SuperBowl in the
amount of $200,000. Funds are also
reserved for pre-opening and marketing
expenses for the Convention Center.
Additional funds can be used for
unbudgeted opportunities that arise during
the fiscal year, to balance the General Fund
if necessary, and to fund unexpected
contingencies.

FY2010-11 Proposed Operating Budget


268
City of Irving
Irving Convention and Visitors Bureau
Computer Replacement Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 285,351 $ 323,942 $ 310,226 $ 300,576

Revenues
Transfer from ICVB General Fund $ 42,500 $ 60,000 $ - $ -
Interest on Investments 2,375 5,000 350 350

Total Revenue $ 44,875 $ 65,000 $ 350 $ 350

Total Funds Available $ 330,226 $ 388,942 $ 310,576 $ 300,926

Expenditures
Supplies $ 20,000 $ 17,300 $ 10,000 $ 12,000
Capital - - - -

Total Expenditures $ 20,000 $ 17,300 $ 10,000 $ 12,000

Available Fund Balance 09-30 $ 310,226 $ 371,642 $ 300,576 $ 288,926

Fund Description:

This fund is reserved for the replacement of computers, printers, software systems and other computer-related
equipment for the Convention and Visitors Bureau.

FY2010-11 Proposed Operating Budget


269
City of Irving
Irving Convention and Visitors Bureau
Building Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 870,030 $ 668,950 $ 751,876 $ 0

Revenues
Transfer from ICVB General Fund $ 357,700 $ - $ - $ -
Interest on Investments $ 6,646 $ - $ 650 $ -

Total Revenue $ 364,346 $ - $ 650 $ -

Total Funds Available $ 1,234,376 $ 668,950 $ 752,526 $ 0

Expenditures
Salary and Benefits $ 68,657 $ - $ 22,155 $ -
Supplies 1,166 - - -
Miscellaneous Services 397,381 - 68,373 -
Equiptment 15,295 - - -
Transfer to ICVB General Fund 668,950 661,998 -

Total Expenditures $ 482,500 $ 668,950 $ 752,526 $ -

Available Fund Balance 09-30 $ 751,876 $ - $ 0 $ 0

Fund Description:

This fund is designated for activities relating to the


pre-opening promotion (sales and marketing) of the
proposed convention center by the Convention and
Visitors Bureau

FY2010-11 Proposed Operating Budget


270
City of Irving
Irving Arts Center
General Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 2,048,101 $ 313,682 $ 880,020 $ 452,399

Revenues
Charges for Services $ 405,549 $ 418,994 $ 410,067 $ 428,289
Interest on Investments 4,065 8,077 1,000 710
Miscellaneous 124,550 110,632 115,080 29,950
Hotel/Motel Taxes 1,368,294 1,434,340 1,364,311 1,315,157
Grant Revenue 15,044 - - -
Transfer from IAC Art Center - 59,443 117,775 -
Transfer from IAC Theater Reserve 1,651,345 2,370,144 2,370,144 1,774,283
Transfer from IAC Computer Replacement 17,963 58,050 58,050 -
Transfer from IAC Theater Equipment Replacem 78,467 160,650 160,650 70,000
Transfer from IAC Building Acquisition 500,000 - - -

Total Revenues $ 4,165,277 $ 4,620,330 $ 4,597,077 $ 3,618,389

Total Funds Available $ 6,213,378 $ 4,934,012 $ 5,477,097 $ 4,070,788

Expenditures
Salaries and Wages $ 1,256,410 $ 1,438,894 $ 1,435,966 $ 1,332,931
Benefits 322,523 414,292 413,383 408,055
Supplies 178,421 180,195 186,402 142,039
Structure Maintenance 81,770 86,825 96,747 84,925
Equipment Maintenance 29,373 46,958 47,034 42,927
Miscellaneous Services 2,465,054 2,043,190 2,501,941 1,696,500
Transfers 21,426 2,116 77,116 97,116
Land 521,500 - - -
Equipment 456,879 152,500 266,109 87,200

Total Expenditures $ 5,333,358 $ 4,364,970 $ 5,024,698 $ 3,891,693

Available Fund Balance 9-30 $ 880,020 $ 569,042 $ 452,399 $ 179,095

Fund Description:

The General Fund is the main operational fund of the Irving Arts
Center. Of the 7% collected by the City in Hotel Occupancy Tax,
2% goes to the Convention Center. Of the remaining 5%, the IAC as
a whole receives 35.5%. After budgeting for quarterly payments to
the Interest and Sinking Fund and the placement of funds in the IAC
Theater Reserve Fund, the IAC General Fund receives a 15% share
of the total Hotel/Motel Occupancy Tax revenues collected. Theater
Reserve Funds are used to supplement IAC General Fund operations
if the need arises. Additionally, revenues from interest, facility
rentals, reimbursements, miscellaneous revenues, and fund transfers
are included.

FY2010-11 Proposed Operating Budget


271
City of Irving
Irving Arts Center
Arts Center Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-1 $ 98,094 $ 59,443 $ 118,961 $ -

Revenues
Charges for Services $ 115,232 $ - $ - $ -
Interest on Investments 732 - 77 -
Miscellaneous 31,109 - - -
Transfers from General Fund - - - -

Total Revenues $ 147,073 $ - $ 77 $ -

Total Funds Available $ 245,167 $ 59,443 $ 119,038 $ -

Expenditures
Salaries and Wages $ 53,311 $ - $ - $ -
Benefits 16,827 - - -
Supplies 4,388 - - -
Structure Maintenance 806 - 117 -
Equipment Maintenance - - - -
Miscellaneous Services 50,875 - 1,146 -
Transfers - 59,443 117,775 -

Total Expenditures $ 126,206 $ 59,443 $ 119,038 $ -

Available Fund Balance 9-30 $ 118,961 $ - $ - $ -

Fund Description:

This fund is used primarily for the maintenance, repair, and


accounting functions required for the operation of the Center.
The revenue stream includes rent from tenant (Irving Arts
Center), utility reimbursements from these tenants, and rentals
of the meeting rooms to various groups and organizations.
Utility reimbursements are established by a percentage of total
space occupied. Fund to close FY2010.

FY2010-11 Proposed Operating Budget


272
City of Irving, Texas
Irving Arts Center
Theater Reserve Fund

2008-09 2009-10 2009-10 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-1 $ 1,605,729 $ 1,045,073 $ 1,430,922 $ 406,219

Revenues
Interest on Investments $ 15,986 $ 26,512 $ 2,512 $ 1,524
Hotel/Motel Taxes 1,606,880 1,714,724 1,600,352 1,520,061
Transfers from Genghis Khan Fund - - - 300,000

Total Revenues $ 1,622,867 $ 1,741,236 $ 1,602,864 $ 1,821,585

Total Funds Available $ 3,228,596 $ 2,786,309 $ 3,033,786 $ 2,227,804

Expenditures
Miscellaneous Services $ 64,371 $ 68,589 $ 64,014 $ 60,802
Transfers to General - - - -
Transfers to IAC General Fund 1,651,345 2,370,144 2,370,144 1,774,283
Transfers to Theater Equip Replacement Fund 81,958 93,409 93,409 -
Transfers to Building Acquisition Fund - - - -
Transfers to Genghis Khan Fund - 100,000

Total Expenditures $ 1,797,674 $ 2,532,142 $ 2,627,567 $ 1,835,085

Available Fund Balance 9-30 $ 1,430,922 $ 254,167 $ 406,219 $ 392,719

Fund Description:

This fund was established in FY85-86. It serves


as a holding account from which to pay interest
and principal payments on bond debt service in
the event the Hotel/Motel Tax falls short of
projections. It serves two other functions: (1) to
supplement the General Fund for building
operation costs, and (2) to set up the Theater
Equipment Replacement Fund in FY91-92 for the
replacement of major equipment, furniture, and
fixtures in the Carpenter Performance Hall,
Dupree Theater, Rehearsal Hall, and Commons
Theater. Revenues for this fund come from
Hotel/Motel Tax and interest on investments.

FY2010-11 Proposed Operating Budget


273
City of Irving
Irving Arts Center
Computer Replacement Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-1 $ 133,682 $ 138,930 $ 138,323 $ 83,274

Revenues
Interest on Investments $ 1,178 $ 1,785 $ 885 $ 228
Transfer from IAC General Fund 21,426 2,116 2,116 2,116

Total Revenues $ 22,604 $ 3,901 $ 3,001 $ 2,344

Total Funds Available $ 156,286 $ 142,831 $ 141,324 $ 85,618

Expenditures
Transfers to IAC General Fund $ 17,963 $ 58,050 $ 58,050 $ -

Total Expenditures $ 17,963 $ 58,050 $ 58,050 $ -

Available Fund Balance 9-30 $ 138,323 $ 84,781 $ 83,274 $ 85,618

Fund Description:

This fund was established in FY90-91 by City


Council ordinance to set aside monies for the
replacement of computer equipment. Monies for this
fund are obtained by transfers made out of the IAC
General Fund. Transfers to this fund are based on a
straight-line depreciation schedule.

FY2010-11 Proposed Operating Budget


274
City of Irving
Irving Arts Center
Theater Equipment Replacement Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-1 $ 148,099 $ 153,476 $ 152,815 $ 86,560

Revenues
Interest on Investments $ 1,224 $ 1,886 $ 986 $ 160
Transfer from IAC Theater Reserve 81,958 93,409 93,409 -

Total Revenues $ 83,182 $ 95,295 $ 94,395 $ 160

Total Funds Available $ 231,282 $ 248,771 $ 247,210 $ 86,720

Expenditures
Transfers to IAC General Fund $ 78,467 $ 160,650 $ 160,650 $ 70,000

Total Expenditures $ 78,467 $ 160,650 $ 160,650 $ 70,000

Available Fund Balance 9-30 $ 152,815 $ 88,121 $ 86,560 $ 16,720

Fund Description:

This fund was established in FY91-92 by the Irving Arts


Board to set aside monies for the replacement of major
theater equipment, furniture, and fixtures in the
Carpenter Performance Hall, Dupree Theater, Rehearsal
Hall, and Suite 200.

Monies for this fund are obtained by transfers made out


of the Theater Reserve Fund. Transfers will continue to
be made until the fund balance reaches $500,000.
Transfers to this fund are based on a straight-line
depreciation schedule.

FY2010-11 Proposed Operating Budget


275
City of Irving
Irving Arts Center
Building Acquisition Fund
2008-09 2009-10 2009-10 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-1 $ 1,409,680 $ 922,223 $ 917,549 $ 20,092

Revenues
Interest on Investments $ 7,869 $ 12,543 $ 2,543 $ 1,143
Transfer from IAC Theater Reserve - - - -

Total Revenues $ 7,869 $ 12,543 $ 2,543 $ 1,143

Total Funds Available $ 1,417,549 $ 934,766 $ 920,092 $ 21,235

Expenditures
Transfers $ 500,000 $ 500,000 $ 900,000 $ -

Total Expenditures $ 500,000 $ 500,000 $ 900,000 $ -

Available Fund Balance 9-30 $ 917,549 $ 434,766 $ 20,092 $ 21,235

Fund Description:

The Irving Arts Board established this fund in FY96-97.


The purpose of this fund is to set aside funds for the future
expansion of the Irving Arts Center. Monies for this fund
are obtained from transfers made from a combination of the
General Fund and the Theater Reserve Fund. Transfers to
this fund are at the Arts Board’s discretion.

FY2010-11 Proposed Operating Budget


276
City of Irving
Irving Arts Center
Genghis Khan Fund

2008-09 2009-10 2009-10 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ - $ - $ - $ 554,496

Revenues
Charges for Services $ - $ - $ - $ 400,000
Interest on Investments - 3,370 1,670 422
Miceallanous - - - 144,000
Grants - - - 25,000
Transfer from IAC General Fund - - 75,000 95,000
Transfer from IAC Theater Reserve - - 100,000 -
Transfer from IAC Building Acquisition - 500,000 900,000 -

Total Revenues $ - $ 503,370 $ 1,076,670 $ 664,422

Total Funds Available $ - $ 503,370 $ 1,076,670 $ 1,218,918

Expenditures
Salaries and Wages $ - $ - $ 21,300 $ 101,370
Benefits - - 1,891 18,353
Supplies - - 2,500 79,000
Miscellaneous Services - 163,000 496,483 494,436
Transfer to IAC Theater Reserve Fund - - - 300,000

Total Expenditures $ - $ 163,000 $ 522,174 $ 993,159

Available Fund Balance 9-30 $ - $ 340,370 $ 554,496 $ 225,759

Fund Description

This fund is will be used for operations of the


Exhibition: Genghis Khan scheduled for the
summer of 2011. The revenue stream includes
fund transfers from the Irving Arts Center, grant,
admission fees, gift shop sales and sponsorships
Fund will be closed once exhibition is complete
in FY2011-2012

FY2010-11 Proposed Operating Budget


277
City of Irving
Convention Center Complex Fund

2008-09 2009-10 2009-10 2010-11


ACTUAL ADOPTED ESTIMATED PROPOSED

Available Fund Balance 10-01 $ 19,952,959 $ 7,732,023 $ 7,732,023 $ 3,394,236

Revenues
Hotel/Motel Tax $ 4,275,941 $ 4,152,689 $ 4,152,689 $ 3,507,055
Land Sale for Hotel - - -
HOT Revenue Bond Proceeds - - - -
Transfer In 6,484,136
Interest on Investments 95,311 300,000 300,000 200

Total Revenues $ 10,855,388 $ 4,452,689 $ 4,452,689 $ 3,507,255

Total Funds Available $ 30,808,347 $ 12,184,712 $ 12,184,712 $ 6,901,491

Expenditures
Property Management Services $ 34,524 $ - $ 584,000 $ -
Miscellaneous (Studies, etc.) - - - -
Outside Services - - 50,000 -
Consulting 19,412 - - -
Office Furniture & Fixtures 1,726,760
Fam Tours 150,000
Travel and Training - - - -
Local Programs/Promotions - - 10