2010-11 City of Plano Recommended Budget

2010-11 City Manager's Recommended Budget
City Council
CITY OF PLANO
PLANO, TEXAS
ANNUAL BUDGET FOR FISCAL YEAR 2010-11

October 1, 2010 to September 30, 2011
AS RECOMMENDED BY THE CITY MANAGER
Lee Dunlap, Phil Dyer, Pat Miner,

Mayor Pro Mayor Deputy
Tem Mayor Pro
Tem
Ben Harris, Andre Lissa Smith,

Place 2 Davidson, Place 4
Place 3
Harry Thomas H. Jean

LaRosiliere, Muehlenbeck, Callison,
Place 5 City Place 7
Manager
Karen Rhodes-Whitley, Director of Budget & Research

Casey Srader, Budget Manager
Organizational Chart
Plano Citizens
City Attorney
Diane Wetherbee
Boards & Mayor &
Commissions City Council
Municipal Court
Judge Don Stevenson
City Manager
Thomas H. Muehlenbeck
Public Safety Services Development Services Public Operations &

Bruce Glasscock Frank Turner Business Center
Deputy City Manager Deputy City Manager LaShon Ross
Deputy City Manager
Police Planning
Greg Rushin Phyllis Jarrell Library Services
Cathy Ziegler
Fire Building Inspections
Hugo Esparza Selso Mata Parks & Recreation
Conv. & Tourism
Health Public Works/ Amy Fortenberry
Brian Collins
Engineering
Alan Upchurch Risk Mgmt. Office
Public Safety Darrell Edwards
Communications
Ron Timmons
Human Resources
Emergency Mgmt. CITY OF PLANO LaShon Ross
Shane Stovall
ORGANIZATIONAL CHART
Tech. Services
David Stephens
Customer Utility Services City Secretary
Mark Israelson Di Zucco
Assistant City Manager
Internal Audit Office
Property Standards Mike Rogers
Cynthia O’Banner
Budget & Research
Karen Rhodes-Whitley
Sustainability &
Environmental Services
Nancy Nevil Finance
Denise Tacke
Public Information
Dana Conklin
Revised 07/08/2010
Contents
City Manager's Letter i
Overview 1
Fund Summaries 17
Combined Budget Summary 17
Combined Budget Resources Chart 19
Combined Budget Expenditures by Function Chart 19
Combined Budget Expenditures by Service Area
20
Chart
General Fund Summary 21
General Fund Revenue by Source 22
Non-Departmental Summary 24
General Obligation Debt Service Fund Summary 25
Water & Sewer Fund Summary 26
Water & Sewer Debt Service Fund Summary 27
Sustainability & Environmental Services Fund
28
Summary
Municipal Drainage Utility Fund Summary 29
Convention & Tourism Fund Summary 30
Golf Course Fund Summary 31
Recreation Revolving Fund Summary 32
Property & Liability Loss Fund Summary 33
Community Access TV Fund Summary 34
Capital Reserve Fund Summary 35
Equipment Replacement Fund Summary 36
Property Management Fund Summary 37
HUD Fund Summary 38
Criminal Investigation Fund Summary 39
Technology Fund Summary 40
PC Replacement Fund Summary 41
Detail of Intragovernmental Transfers Summary 42
Personnel 43
2010-11 Personnel Worksheet - Full Time Positions
43
by Department
2010-11 Personnel Worksheet - Part-Time Positions
63
by Department
2010-11 Position Changes Summary 68
Strategic Plan 71
Contents
General Fund 75
City Secretary 75
Human Resources 76
Management Preparation Program 77
Professional Development Center 78
Volunteer Resources 79
Internal Audit 80
Budget & Research 81
Collin County Cultural Arts 82
Finance Administration 83
Financial Systems Administration 84
Accounting 85
Municipal Court Administration 86
Purchasing 87
Treasury 88
Public Safety Services Business Center 89
Community Outreach 90
Police 91
Plano-Richardson Police Training Center 92
Public Safety Communications 93
School Crossing Guard Program 94
Neighborhood Maintenance 95
Library Administration 96
Library Technical Services 97
Harrington Library 98
Schimelpfenig Library 99
Haggard Library 100
Special Library - MRL & GLHTA 101
Davis Library 102
Parr Library 103
Development Business Center 104
Building Inspections 105
Property Standards 106
Planning 107
Rental Registration & Inspection 108
Engineering 109
Facilities Maintenance 110
Facilities Services 111
Fire 112
Fire - Civilian 113
Emergency Management 114
Public Operations & Business Center 115
Public Information 116
Contents
Records Management 117
Health 118
Animal Services 119
Parks & Recreation Administration 120
Creative Arts 121
Summer Arts Program 122
Marketing and Special Events 123
Downtown/East Advocacy 124
Park Field Services 125
Park Planning 126
Athletics 127
Athletic Fields Maintenance 128
Parks Technical Services 129
Courtyard Theater 130
Park Administration 131
Sports Turf Maintenance 132
Park Support Services 133
Ground Maintenance Services District #1 134
Public Art 135
Natural Resources 136
Recreation Administration 138
Special Programs 139
PAC/NAT/JCP 140
Tennis Center 141
Senior Services 142
Interurban Railway Museum 143
Douglass Recreation Center 145
Adult Sports 146
Carpenter Park Recreation Center 147
Oak Point Center 148
Liberty Park Recreation Center 149
Tom Muehlenbeck Recreation Center 150
Oak Point Park & Nature Preserve 151
Public Works Administration 152
Streets 153
Signals 154
Signs & Markings 155
Grant Fund 156

Housing and Urban Development (HUD) 156
Housing Rehabilitation 157
Contents
Homeownership Assistance 158
Property/Liability Loss Fund 159

Risk Management/Self Insurance 159
Convention & Tourism Fund 160

Convention & Visitors Bureau 160
Civic Center 161
Plano Station 162
Historic Preservation 163
Cultural Arts 164
Special Events 165
Pecan Hollow Grille 166
Water & Sewer Fund 167

Customer & Utility Services 167
Customer & Utility Services Field 168
Industrial Pre-Treatment 169
Utility Maintenance Administration 170
Utility District #1 171
Pumping Facilities 174
Meter Services 175
Utility Planning 176
Utility Engineering 177
Utility Cut Services 178
Backflow Operations 179
Sustainability & Environmental Services

180
Fund
Environmental Waste Collections 180
Environmental Services Administration 181
Special Waste 182
Commercial Diversion 183
Environmental Education & Community Outreach 184
Compost Marketing & Operations 185
Sustainability 186
Municipal Drainage Fund 187

Municipal Drainage Operations 187
Municipal Drainage Administration 188
Storm Water 189
Contents
Recreation Revolving Fund 190
Recreation Programs 190
Municipal Golf Course Fund 191

Golf Course Maintenance 191
Technology Services Fund 192

Technology Services 192
Public Safety Support 193
Telecommunications 194
Wireless Support 195
Government Access/CATV Fund 196

Plano Television Network 196
Website Services 197
Municipal Warehouse Fund 198

Inventory 198
Equipment Maintenance Fund 199

Fleet Services 199
Criminal Investigation Fund 200

Criminal Investigation 200
Wire-Line Fees 201

9-1-1 Wire-Line 201
Council Budgets 203

City Council 203
City Manager 205
Legal 210
Municipal Court Judge 216
Municipal Court Building Security Fund 219
Teen Court Program 222
Municipal Court Technology Fund 224
Juvenile Case Manager Fund 230
Funding Requests 233
Debt Service 247

General Obligation Bonds 247
Contents
Water & Sewer Revenue Bonds 261

Municipal Drainage Revenue Bonds 262
Ordinances 269
Adopting the Budget 269
Adopting the Tax Rate 273
Ratifying the Property Tax Revenue 275
Core Business Matrix 277

July 28, 2010
Phil Dyer
Mayor
Lee Dunlap
Mayor Pro Tem Honorable Mayor & City Council
City of Plano
Pat Miner Plano, Texas 75074
Deputy Mayor Pro Tem
Dear Mayor and Council Members,

Ben Harris
Place 2
I am pleased to present to you the Recommended Budget for FY 2010-11. The total
André Davidson combined budget of $399,802,479 represents a decrease of $349,604, or 0.09%,
Place 3
under the FY 2009-10 Re-Estimated Budget or a decrease of $2.5 million, or 0.61%,
Lissa Smith
under the FY 2009-10 Original Adopted Budget. It is important to note that the
Place 4 combined budget includes all major funds including the General Fund, Water &
Sewer, Environmental Services, Convention and Tourism, Golf Course and
Harry LaRosiliere Recreation Revolving Funds.
Place 5
Jean Callison As you are aware, the City continues to experience the effects of the latest economic
Place 7 downturn. In March of this year, the City Council was presented the Three-Year
Financial Forecast for the General Fund. The forecast projected a $15.4 million
General Fund budget deficit for FY 2010-11 increasing to $30.0 million in FY 2011-
12. Thanks to the cooperation of the City Council, Executive Team and city staff, at
Thomas H. Muehlenbeck the April 10, 2010 Core Business Matrix Work Session a total of $14.0 million in
City Manager General Fund budget reductions were identified to be deducted from the FY 2009-10
Re-estimate and the FY 2010-11 Budget. Included in these reductions were (31)
full-time positions and (8) part-time positions. These reductions are in addition to the
$13.7 million in budget reductions eliminated from the FY 2008-09 and FY 2009-10
Budgets including (98) full-time and (9) part-time positions. Over the past three
fiscal years a total of (129) full-time positions and (17) part-time positions have been
eliminated from the General Fund budget.
One of the primary reasons for the continued budget shortfalls is our decrease in
property values from our City’s tax base. According to the latest information
received from both the Collin County and the Denton County Central Appraisal
Districts, total assessed property value for 2010-11 equals $24.7 billion and includes
$262.9 million of new property coming on-line. Additionally, existing property values
decreased by $1.1 billion or 4.27%. This is the largest existing property value loss
experienced in the City of Plano since 1993 and represents a revenue loss equal to
$5.3 million for FY 2010-11. The chart on the next page illustrates the change in
Plano’s taxable value since 2001-02 for existing and new property coming on line.
P.O. Box 860358

Plano, Texas 75086-0358
972-941-7000
www.plano.gov
ii 2010-11 City Manager's Recommended Budget
City Manager's Letter
The total change in value for FY 2010-11 equals a decrease of $826.3 million or 3.24%. The average home
value as reported by the Collin County CAD is now $245,802, down from $249,679. In addition, the City of
Plano offers Homestead, Disability and Over 65 Exemptions, and also offers an ad valorem tax freeze on the
residential homestead of citizens over 65 and disabled. Total exemptions account for $5.2 billion in assessed
property value, which equates to $26.3 million in lost property tax revenue. Of this amount, $779.9 thousand
is lost due to the over 65 tax freeze. The following chart depicts the lost revenue from exemptions for the last
six years.
LOST REVENUE FROM EXEMPTIONS
Average Home **Total Lost Revenue Lost Revenue

Value Exemptions From Over-65
APV Exemptions Tax Freeze
FY 2005-06 $ 237,202 $4.45 billion $20.0 million $ 126,004
**APV is Assessed Property Value

2010-11 City Manager's Recommended Budget iii

In addition to the loss in property values, since January 2008 Plano has experienced significant sales tax
declines due to the economic downturn and growing competition from surrounding cities for precious sales tax
dollars. As illustrated in the chart below, we collected $62.1 million in FY 2007-08. Our revised re-estimate
totals $56.1 million for FY 2009-10. This translates into a loss of $6 million a year in General Fund revenue
to pay for services. This year we have seen a stabilization of sales tax collections with four (4) out of nine (9)
months reporting decreases as compared to the same period last year. We are currently running 1.5% or
$627,912 behind last year’s collections and have included a 5% reduction for the remaining months of FY
2009-10. For FY 2010-11, we are anticipating an increase of 1.6% to $57.0 million in order to account for the
stabilization of this funding source. Details regarding sales tax collections will be discussed in more detail at
th
the City Council Budget Work Session scheduled for August 14 .
ANNUAL SALES TAX RECEIPTS

$70
$62.3 $62.1
$58.7
$60 $56.5 $56.1 $57.0
$49.6 $52.3
$50 $45.9
$45.6
$40
$30
$20
$10
$0
01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10* 10-11*
*Projected
* Projected
In light of the continued erosion of our major General Fund revenue sources and after three years of significant
budget reductions I am recommending a tax rate increase equivalent to the increase in the debt service rate
of 1.49 cents. This increase translates into increasing the current tax rate of 48.86 cents to 50.35 cents per
$100 of assessed property value and increasing the debt rate from 16.02 cents to 17.51 cents.. Of the 1.49
cent increase needed, 0.55 cents is directly due to the reduction in assessed property values and 0.94 cents
is due to increased debt costs from the issuance of tax notes for public safety projects and new general
obligation payments, declines in interest income, delinquency revenues and fund balance. My recommendation
also includes maintaining the current rate for operation and maintenance of 32.84 cents. This recommendation
will allow for a $1.6 million budget reserve contingency to be set aside within the General Fund in order to
offset the FY 2011-12 revised projected deficit of $11.0 million. Of the 50.35 cent tax rate, two-cents is still
solely dedicated for the Economic Development Incentive Program which was implemented by the City Council
four years ago. It is now more important than ever that the City continue to work to entice commercial entities
iv 2010-11 City Manager's Recommended Budget
to Plano and to provide economic development programs and redevelopment for all areas of the City. Information
regarding the City’s effective and rollback tax rate will be discussed in more detail at the City Council meeting
th th
scheduled for August 9 and the City Council Budget Work Session scheduled for August 14 .
One of our primary concerns has been how to reduce the budget without reducing our high quality services
the citizens of Plano have come to expect. As you can see from the following chart, Public Safety expenditures
account for .61 cents of every dollar spent on city services. Public Safety is composed of the following
departments: Police, Fire, PSC, Homeland Security, Property Standards, Health and Animal Services. Before
this year, we had avoided significant service reductions when balancing the budget. However, the FY 2010-11
budget could not be balanced without impacting service levels in several areas. Further reductions will be
required to offset the budget deficit projected for FY 2011-12 and will continue to erode away at services
including public safety unless the City’s revenue situation stabilizes soon. Information regarding all budget
th
cuts and revenue enhancements will be provided at the August 14 Budget Work Session.
In order to offset increased expenditures by North Texas Municipal Water District (NTMWD), water rates will
increase by 6% effective October 1, 2010. Due to an extremely wet winter resulting in decreased water
consumption, water income is projected to decrease by $2.6 million in FY 2009-10. With the extreme changes
in weather patterns witnessed over the last several years causing decreased consumption and rate increases
by NTMWD forecasted every year, at some point in time our pay-as-you-go financing structure to pay for capital
projects will be unsustainable. Therefore, details regarding debt issuance to pay for future water and sewer
capital projects along with information regarding the proposed water rate increase will be discussed at the
th
August 14 Budget Work Session.
A General Obligation bond sale of $21.4 million is included for mid-year 2010-11 and includes one interest
payment in the amount of $497,550. The bond sale will be used to fund the renovation of Pecan Hollow Golf
Course and the Aquatic Center, Fire Station #13, land acquisitions and several major street projects. A detailed
explanation of these proposed projects is included in the accompanying FY 2010-11 Community Investment
Program document.
2010-11 City Manager's Recommended Budget v

In a continuing effort to broaden our communication with the public concerning the City’s finances and budget
process, in addition to the regularly scheduled Public Hearings and Budget Work Session, the Fiscal Year
2010-11 City Manager's Recommended Budget can be reviewed via the City of Plano's website. Our Internet
address is http://www.plano.gov/Departments/Budget/. Once there, you will be provided a forum in which to
ask questions or give input regarding the budget via the Internet.
I look forward to working with the City Council over the next several weeks as we move toward finalizing the
FY 2010-11 Recommended Budget and Community Investment Program at the Budget Work Session scheduled
th
for August 14 . Once again my special thanks to all City employees who have worked so hard to provide
quality services to our citizens and who are committed to the success of our great City.
vi 2010-11 City Manager's Recommended Budget
2010-11 City Manager's Recommended Budget 1
Overview
CITY OF PLANO 2010-11 Combined Budget Expenditures
Fiscal Year 2010-11 by Function
$399,802,479
Fiscal Year 2010-11 Combined Budget appropriations Operations,
Maintenance &
Debt Service
$43,949,129
total $399,802,479. This is a decrease of $349,604, Transfers
$182,758,495
11.0%
or 0.09% under the 2009-10 Re-Estimate or a 45.7%
decrease of $2.5 million, or 0.61% under the 2009-10

Original Adopted Budget. In order to offset the $15.4
million General Fund budget projected in March, a
total of 43 full-time, of which 31 belong to the General
Fund and 8 part-time General Fund positions have
been eliminated from the overall Combined Budget
in 2010-11. These eliminated positions, along with
a variety of other operational reductions, produced Salaries & Benefits
$171,762,355
overall savings for all Funds of $17.9 million and Capital Outlay
$1,332,500
43.0%
savings in the General Fund of $14.0 million. Details 0.3%
regarding the position reductions by cost center as

well as other budget reductions are included within
each of the fund overviews, a detailed listing of these
eliminated positions is included within the Personnel The following individual fund overviews explain items
Section and the impact on service levels is included of change in each of the major funds and how these
within the Core Business Matrix Section of this relate to the overall goals established by Council
document. through adopted financial policies.
2010-11 Combined Budget Resources GENERAL FUND

$434,480,918
Fines & Forfeits
$7,849,020
Fund Balance
$47,927,570
Revenues
1.8% 11.0%
Interest Income
$1,344,440
Total General Fund revenue for 2010-11 is estimated
Taxes
0.3%
at $205,395,719, which is $299,262 above the
Licenses & Permits
$184,555,212
42.5% $5,124,411
1.2%
2009-10 Re-Estimate Budget, or $4.3 million below
the 2009-10 Adopted Budget. Funding for the
General Fund is generated through three primary
sources. Revenues from property taxes provide for
40.4%of total revenue at the proposed 50.35 cents
per $100 of assessed property value. Revenue from
Charges for Service
sales tax collections generates 27.8%. The remaining
Intergovernmental
$3,308,638
$153,537,215
35.3%
31.8% is derived from franchise fees, transfers in
0.8%
Misc./Other from other funds, parks and recreation fees, building
$2,981,583
0.7% Franchise Fees and development related revenue, municipal court
$27,852,830
6.4% fines and library fees. The following provides detailed
explanations for major revenue changes.
Ad Valorem Taxes
Ad valorem taxes, the City’s largest revenue source,

are estimated at $124,268,325 for 2010-11 at the
proposed property tax rate of 50.35 cents per $100
valuation. Items to be deducted from this amount are
payments to TIF #1 and #2 totaling $1.9 million for
2010-11. In addition, the Over 65 exemption equals
a loss of $779,912 in property tax revenue this year.
According to the latest information received from both
Collin and Denton Central Appraisal Districts, the total
assessed property value for 2010-11 of $24.7 billion
2 2010-11 City Manager's Recommended Budget
Overview
is a decrease of $826.3 million or 3.24%. The total billion, or 4.27%. This loss in assessed property value
appraised value includes an increase in new property represents a revenue loss equal to $5.3 million for
coming on-line of $262.9 million while existing 2010-11.
property values are expected to decrease by $1.1
The chart below illustrates the actual and projected increases in total assessed property values experienced
by the City of Plano over the past twelve years.
The following table provides the history of the tax base in Plano since 2000 and the projection for 2010-11
based on the latest information received from the Central Appraisal District.
HISTORY OF TAX BASE IN PLANO AND PROJECTION FOR 2009-10

Change in Change in Change in Change in
As of Taxable New Existing Total Total Base Base
Jan. 1 Value Property Tax Base Value $ % $ Base %
1999 $13,318,803,313 $973,732,898 $12,345,070,415 $1,659,783,922 14.24% $686,051,024 5.88%
2000 $14,970,714,724 $1,075,343,168 $13,895,371,556 $1,651,911,411 12.40% $576,568,243 4.33%
2001 $16,951,975,217 $1,209,831,901 $15,742,143,316 $1,981,260,493 13.23% $771,428,592 5.15%
2002 $18,923,096,351 $952,719,113 $17,970,377,238 $1,971,121,134 11.63% $1,018,402,021 6.01%
2003 $20,194,219,506 $913,900,252 $19,280,319,254 $1,271,123,155 6.72% $357,222,903 1.89%
2004 $20,398,670,327 $434,730,669 $19,963,939,658 $204,450,821 1.01% ($230,279,848) -1.14%
2005 $20,869,734,810 $328,684,415 $20,541,050,395 $471,064,483 2.31% $142,380,068 0.70%
2006 $21,649,265,385 $376,517,872 $21,272,747,513 $779,530,575 3.74% $403,012,703 1.93%
2007 $22,829,141,312 $556,469,319 $22,272,671,993 $1,179,875,927 5.45% $623,406,608 2.88%
2008 $24,511,500,675 $568,050,666 $23,943,450,009 $1,682,359,363 7.37% $1,114,308,697 4.88%
2009 $25,785,315,308 $559,678,673 $25,225,636,635 $1,273,814,633 5.20% $714,135,960 2.91%
2010 $25,507,218,156 $380,409,056 $25,126,809,100 ($278,097,152) -1.08% ($658,506,208) -2.55%
2011 $24,680,898,705 $262,876,373 $24,418,022,332 ($826,319,451) -3.24% ($1,089,195,824) -4.27%
The City Manager’s Recommended Budget proposes G.O. Debt rate is established at a level that will
increasing the tax rate by 1.49 cents per $100 of provide for the principal and interest on the City’s
assessed property value to 50.35 cents in order to debt, and allow for an unallocated fund balance to
cover increased debt requirements and the decrease meet the minimum requirement of 2.5% of estimated
in revenue collected by the City. The ad valorem tax current tax collections in this fund, as recommended
rate split between the General Fund and the General in the Council Financial Policies. After providing for
Obligation (G.O.) Debt Fund has been adjusted to this requirement, the remainder is available for
reflect the required allocation of this resource. The
Overview
General Fund Expenditures. The table below
provides a comparison of the new tax rate split for
2010-11 and the previous existing rate.
2009-10 2010-11 Change

General Fund 32.84 32.84 0.00
General Obligation
Debt Fund 16.02 17.51 +1.49
Total 48.86 50.35 +1.49
Sales Tax
Sales tax receipts, the General Fund’s second largest

revenue source in 2009-10, are re-estimated at
$56,118,924 or a 0.65% decrease from 2009-10
actual collections and a 2.9% decrease from the
Franchise Fees
original 2009-10 Adopted Budget. Based on actual
collections after nine of the twelve monthly payments Electrical franchise fee revenue is re-estimated at
for sales tax receipts, this revenue source is down $11.3 million, a slight increase of $110,513 above the
$627,912 as compared to the same 9-month period original budgeted level. This slight increase does
last year. It should be noted that the re-estimated include an Oncor Electric Delivery settlement with the
budget amount of $56,118,924 is net of approximately City of Plano in the amount of $54,431. Telephone
$1.5 million in 380 Agreements. The on-going overall Franchise fee revenue is projected to decrease from
state of the national and local economy has had a the original budgeted amount of $4.5 million down to
marked impact on this revenue source. $3.9 million due to a decrease in CTP line counts.
The Telephone Franchise fee paid to the City consists
Sales tax collections for 2010-11 are projected to
of an amount per category of line. Gas Franchise fee
increase 1.6% to $57,012,269. This projected amount
revenue is re-estimated at $2.7 million, a decrease
does take into consideration approximately $1.0
of $1.2 million below the original budgeted level due
million in 380 Agreements scheduled for 2010-11.
to an unanticipated decrease in natural gas rates.
Sales tax collections, our most volatile revenue
Cable Television Franchise fee revenue increases
source, will continue to be impacted by the on-going
from the original budgeted amount of $2.7 million to
stale national economy, rising fuel and energy prices,
$3.2 million due to an increase in subscribers for the
the loss of market share to surrounding communities,
first 3 quarters at Verizon, AT&T, and Time Warner.
the “Back-To-School” and “Energy Star“ Sales Tax
Finally, the Fiber Optics Franchise fee remains
Holiday, weather conditions, and any impending future
constant at $18,021.
legislation.
Telephone Franchise fees for 2010-11 are projected
The following chart shows both the actual and
to remain constant at $3.9 million as well as the Fiber
projected annual percentage changes since 2001.
Optics Franchise fees are expected to remain
constant at $18,021. Gas Franchise revenue is
projected to increase slightly to $2.8 million. Gas
Franchise revenue received is based on 5% of gross
revenue receipts from Atmos Energy and CoServ
Gas. Plano’s Electrical Franchise revenue is
expected to remain relatively constant at $11.4 million
while the Cable TV Franchise is expected to increase
slightly based on indirect economic factors to $3.2
million.
Overview
Fines and Forfeits
Re-estimated Municipal Court Fines and Forfeits are

projected to end the year at $7.5 million, which is
$413,624 less than originally budgeted and $451,260
under last year’s actual. Municipal Court Fines and
Forfeits for 2010-11 are projected at $7.5 million or
a slight 0.15% increase based on indirect population
growth.
Library fines are re-estimated at $343,759, a decrease

from the original budgeted amount based on nine
months of actual data. Library fines are projected to
increase slightly by 0.15% in 2010-11 based on
indirect population growth. Total Library fines for
2010-11 are projected at $344,275.
Building and Development Related Permits Other Revenues
The continued slowing in the rate of construction The current economic recession has directly affected
activity for residential homes and commercial projects interest earnings this year. Interest income is
has been slightly offset by a couple of large re-estimated at $900,000, which is $400,000 less
commercial projects and seasonal renovations by than the original budgeted level. For 2010-11, this
homeowners. The initial 2009-10 Budget amount for amount is projected to increase slightly to $1.0 million,
Building and Development related revenues was assuming a continued healthy portfolio balance and
projected at 75.0%of the preceding year’s actuals. projected interest rates. Interest earnings are based
Total revenues in 2009-10 were budgeted at $2.0 on GASB 31 adjusted accruals.
million with re-estimated revenues projected at $3.2
million; a 60.0% increase due to an up-swing in Intergovernmental revenues are re-estimated at
construction activity and economic development $749,759, which is up slightly from the original
activity. This up-swing is projected to add an budgeted levels. In total, $1.3 million is budgeted for
additional $1.2 million in Building and Development 2010-11which includes an increase in the amount
related revenues. received from Plano Independent School District
(PISD) for the Plano School Liaison Program.
In order to remain conservative and in anticipation of Beginning with the 2010-11 Budget, PISD will
the continued decrease in construction activity, reimburse the City of Plano for 50% of the total cost
Building and Development related revenues for of the program which includes nine (9) School Liaison
2010-11 are projected at 75.0% of the 2009-10 Officer positions and one (1) Sergeant position at
Re-Estimate amounts. The following chart illustrates various PISD schools.
the number of single family building permits issued
since 2001-02, as well as the associated dollar Intragovernmental transfers are re-estimated at $18.0
valuations. million, or $1.5 million below the original budgeted
level due primarily to a decrease in the transfer from
the Water & Sewer Fund as a result of worse than
projected water revenues as well as the suspension
of the transfer from the Golf Course Fund. The
transfer from the Golf Course Fund has been
suspended both this fiscal year and next fiscal year
in preparation for the renovation that will be taking
place in the near future. The Pecan Hollow Golf
Course will be completely closed for business during
this time. Additionally, the transfer from the
Convention & Tourism Fund has been decreased due
to lower than anticipated revenues in this fund. Total
transfers are projected at $18.6 million for 2010-11.
Overview
Other General Fund revenues are projected near the Officers. This represents an increase from 15% of
same level as the prior year based on historical trends the costs for school officers to 50% of the costs
with the exception of those revenues which have associated with the program for the new year.
proposed fee increases associated with them. These
revenues are discussed in the next section. 2010‐11 General Fund Revenues
$205,395,719
Transfers
New Fees/Increases 9.1%
Property Tax
Intergovtl. 38.9%
0.6%
The 2010-11 Recommended General Fund Budget
Charges for
includes several fee increases to existing fee Services
5.4%
structures across many departments. If approved, Misc & Other
Taxes
total additional revenue to be realized in the General Licenses & Permits
1.0%
2.5%
Fund is projected at $762,094. The proposed fee Interest
Fines & Forfeits
increases are outlined below. 3.8% Franchise Fees Sales Tax
0.5%
10.4% 27.8%
Development fees, which were increased mid-year

2009-10, will garner additional revenue for 2010-11 General Fund - Expenses
in the Building Inspections, Planning, Engineering
and Property Standards departments in the estimated Total 2010-11 appropriation in the General Fund is
amount of $205,000 for an entire year. An increase $218,640,297. This amount is a very slight decrease
in the Parks & Recreation's pavilion rental fee will add of $242,060 or 0.1% under the 2009-10 Re-Estimate
an additional $4,000. Animal Services has several Budget, and reflects a decrease of $378,498 or 0.2%
fee increases/additions proposed which include: less than the 2009-10 Adopted Council Budget. As
$35,000 for the implementation of an owner pet mentioned above, in March, the City projected a $15.4
surrender fee; $22,000 in additional animal license million General Fund budget deficit for FY 2010-11.
revenues by allowing the purchase of animal licenses In order to offset the deficit position, total General
on-line and at participating veterinary clinics; $13,000 Fund full-time positions are to be reduced by a net of
in additional revenue for pick-up of deceased animals (31) full-time positions and (8) part-time positions
from local veterinary clinics at $15 per animal; effective October 1, 2010. These eliminated
$10,000 for the implementation of an animal positions, along with a variety of other operational
registration late fee; $250 for the implementation of reductions, produced overall savings in the General
an animal-related business re-inspection fee; and Fund of $14.0 million. Other reductions, changes
$250 for the implementation of an animal-related and highlights included within the 2010-11 General
business late fee for those businesses that are late Fund Recommended Budget are summarized below
in renewing their mandatory permits. with a detailed listing provided under the Core
Business Matrix section of this document.
The Health Department is proposing a food handler
fee increase from $20 to $25. This increase would General Fund 2010-11 Budget Highlights:
add an additional $13,160 in General Fund revenues.
Also, the Health Department is proposing an The 2010-11 Police Department Recommended
administrative fee increase from $150 to $200 which budget contains no additional reductions. The
would add an approximate $1,600 in annual revenue. department eliminated (15) full-time positions
Finally, the Health Department is instituting a $50 during 2007-08, (4) full-time positions during
re-inspection fee for those establishments who 2008-09, and (11) full-time positions during
receive an inspection rating of "D" or "F". This new 2009-10 for a total of (30) full-time position
fee would generate an approximate $2,500 in annual eliminations in three years. During that same
revenue. time period, the salary and benefits costs for (2)
Police Officers were moved from the General
Also included in the Recommended Budget is $60,000 Fund to the Traffic Safety Fund to support the
in anticipated alcohol permit revenues for 2010-11. Red Light Camera Program. The 2010-11 Police
Finally, the 2010-11 Recommended Budget includes ERF budget includes $800,000 to begin the
a Police program revenue increase of $395,334 from replacement of the Digital Video Recorders and
the Plano Independent School District as partial $100,000 for the additional equipment that is
reimbursement of the cost for the School Liaison required to upgrade the Police fleet from sedans
to SUV's.
Overview
The Plano-Richardson Police Training Center The Parks & Recreation Department submitted
and School Crossing Guard Program program reductions totaling ($982,361) and
Recommended Budgets include no supplemental includes the elimination of (12) full-time and (15)
funding for new programs, enhancements, or part-time positions. Reductions include: turning
any new personnel requests. The City receives daily operations of the Douglass Community
revenues to offset the School Crossing Guard Center over to the the Boys and Girls Club of
Program from the Collin County Vehicle Collin County ($309,441); elimination of the
Registration Child Safety Fees, and the Police supplemental transportation program Plano
Training Center expenses are shared with the Senior Rides ($90,000); elimination of vacant
City of Richardson to offset impact to the positions in both Park Maintenance ($160,837)
General Fund for the cost of the programs. and Recreation Services ($364,368) and
expense reductions at performing arts venues
During 2008-09, the Fire Department reduced operated by the City of Plano ($50,940).
Civil Service sworn positions by (2) Fire Rescue Additionally, two vacant Park Maintenance
Specialists, both vacant. Mid-year 2009-10, the positions have been eliminated and the funding
Fire Department reduced (1) vacant Lieutenant previously designated for those positions has
position, saving an additional ($111,181) in been converted to funding for contract services
salary and benefits per fiscal year. The 2010-11 to reduce future costs and provide additional
Fire Department Recommended Budget includes service flexibility.
the elimination of (2) staff vehicles, reducing
($7,984) in related garage and depreciation The Library Department submitted program
expenditures, while Fire Support (Civilians) reductions totaling ($100,000) for administration
includes the elimination of (1) vacant of both eliminated magazines and Reference
Administrative Assistant position, ($49,607). USA database. The 2009-10 Re-Estimate
Budget includes changes in the following Library
The 2010-11 Fire Equipment Replacement Departments: Library Administration change in
Fund Recommended budget includes (58) Scott the part-time headcount from (2) to (6); Library
Self-Contained Breathing Apparatus (SCBA) Technical Services change in full-time headcount
Air-Paks, $257,316, and (30) Safety Pad Patient from (11) to (8); Harrington Library change in
Reporting systems, $145,838, replacing the units full-time headcount from (20) to (21), part-time
that have become obsolete. An All-terrain cart headcount from (7) to (10); Schimelpfenig Library
for Emergency Medical Service (EMS) use at change in full-time headcount from (22) to (21)
remote City park locations is also included at and part-time headcount from (11) to (10);
$22,745. Haggard Library change in part-time headcount
from (14) to (16); Davis Library change in
The Public Safety Communications part-time headcount from (12) to (16); and Parr
Recommended Budget includes reduction Library change in part-time headcount from (7)
supplements totaling ($71,304). Reductions to (10) due to departmental re-structuring.
include: Travel expenses ($30,000) and a
reduction in the part-time personnel budget Due to the decline in construction activity for the
($41,304). Also included is a funded supplement past 3 years, the Building Inspections
for (1) additional Sr. Radio Technician and a Department has been able to generate
service vehicle. The additional Sr. Radio ($475,461) in program savings including the
Technician will service the new digital radio elimination of : one part-time Inspections
system for the cities of Plano, Allen, Wylie and Assistance position ($19,984); one Building
Murphy. This technician and the service vehicle Inspector Sr. position ($79,308); one
will be fully reimbursed to include salary and Administrative Support Supervisor position
benefits by the cities of Wyle and Murphy based ($66,713); one Sr. Administrative Assistant
on the Plano, Allen, Wylie, Murphy (PAWM) position ($57,348); one Building Inspections
Interlocal agreement. The cost of the technician Senior position ($72,108) and Development Fee
and vehicle will be offset by the reimbursement. Increases-B.I. $180,000.
Overview
The Engineering Department’s reductions total $250; an Animal Establishment Late Fee $250;
($82,351) and include operations and City Registration Late Fee $10,000; Owner
maintenance reductions($15,638) and the Surrender Fee $35,000.
elimination of (1) full-time position ($66,713).
Administrative Departments submitted budget
The Facility Maintenance & Services Division reductions totaling ($380,610) including a
savings reductions total ($159,440) and include reduction in the amount allocated for the Bob
a savings of ($87,844) due to the Douglass Buffington Community Service Grants
Community Center/Thomas Gym being ($275,804); a reduction in the Legal
converted to the Boys & Girls Club and the Department's outside contractual legal services
elimination of (1) full-time position ($71,596). ($25,000); a position downgrade in the City
Manager's Office ($42,356); and other budget
The Planning Department projects to save reductions including travel/training, printing,
($325,252) in 2010-11 including the elimination contracts, office supplies, and other associated
of (1) city vehicle to the "Fleet Share" program items ($37,450).
($5,400); the elimination (2) position totaling
($219,033); the reduction of travel and training
($25,000); and the shift of position funding from Salary and Benefits
the general fund to grant funds ($75,819).
The 2010-11 General Fund Recommended Budget
The Public Works Department eliminated a does not include a merit increase. The budget
total of ($149,925) from this Budget by amount includes related increased benefits costs, as
eliminating 2 vacant positions, (1) Labor well as a 2.5% allowance for attrition for all positions.
Maintenance Worker, ($46,879) and (1) Sr.
Rising health care costs continue to have significant
Construction Inspector, ($72,108), in addition to
financial implications on the budget. Currently, a
reducing overtime and other operating costs,
5.0% increase in health insurance is included in the
including minor apparatus, chemicals,
2010-11 Recommended Budget. However, due to a
contractual repairs, wearing apparel, and
new actuarial study conducted for the City, the GASB
maintenance parts.
45 requirement (an accounting method change
The Property Standards Department submitted requiring local governments to change from “pay as
budget reductions totaling ($39,794) including you go” for post employment benefits to an accrual
general operations and maintenance reductions basis) allowed for a reduction in the amount required
($22,000) and the elimination of (1) part-time to be set aside to comply with this initiative: $2.0
position ($17,794). million in 2009-10 and $2.0 million in 2010-11.
Also included in the 2010-11 Recommended Budget

The Health & Animal Control Departments
is $2.5 million to cover the final compensation and
submitted a total of ($125,459) in budget
retirement payouts for employees retiring/separating
reductions include: a reduction supplement in
during the year. As of June 30th, the City has
the amount of ($75,427) for the elimination of a
provided a total of $1.59 million in retirement pay-outs
vacant Health Specialist position. Also included
for (49) retiring employees in 2009-10.The budget
are (3) revenue supplements: $13,160 for an
also includes funding of $455,189 for the Vacation
increase in the Food Handler Program fee;
Buy-Back Program, $460,200 for the Vacation
$2,500 for a change in the Restaurant
Buy-Down program, and $300,000 for the Sick Leave
Re-Inspection fee; and $1,600 for an increase
Buy-Back program.
in the Administrative fee. Animal Services
reductions include: Reduce ASO position to The Texas Municipal Retirement System (TMRS)
Part-Time Kennel position ($44,232); Reduce contribution rate increases for the new fiscal year.
Minor Apparatus ($5,000); and Reduce Laundry Beginning in 2007, TMRS changed its actuarial cost
Cleaning ($800.00). Also included are (6) method from traditional unit credits to projected unit
revenue supplements: Vet Pick-Up for credits and this impacted the City's contribution rate.
Deceased Animals $13,000; Re-Inspection Fee Any city that received a rate increase of 0.5% or
greater due to actuarial method or assumption
changes was given the option of paying a phase-in
Overview
rate over an eight year period. The City pf Plano's full Facility maintenance costs for a 17,551
rate would be 20.64% if not for the phase-in period. square foot facility.
For the last 2 years, upward pressure from retiring Five months of operation. $19,133
employees beginning to draw benefits and universal
Fire Station #4 Expansion
downward pressure on investment returns has had
Facility maintenance costs for an
to be partially offset by greater employer contributions.
additional 11,800 square feet.
The TMRS rate increases from 15.72% to 16.94% Three months of operation. $10,459
on January 1, 2011. The Retirement Security Plan Animal Shelter Expansion
(RSP) contribution rate is projected at 3.5% for the Facilities maintenance and service costs
new budget year. The City is considering a change for an additional 5,000 square feet.
to the RSP plan which would cap the annual COLA Five months of operation. $43,185
from a maximum of 4% down to 3%. Environmental Education Building
Facilities maintenance and service costs
2010‐11 General Fund Appropriations for a 2,700 square foot facility.
$218,640,297 Twelve months of operation. $35,379
Capital Outlay
Sundry & 0.5%
Carpenter Park Expansion
Transfers Facility maintenance costs for an
10.3% additional 9,000 square feet.
Contractuall
C
18.1% Two months of operation. $16,383
Total General Fund O&M due to CIP $172,986

Materials &
Supplies Projects Coming On-Line in 2010-11
3.1%
Salaries & Benefits
Salaries & Benefits
68.0% Transfers from General Fund to Other Funds
The General Fund’s portion of the transfer to the

Salary and benefits account for the largest source of Capital Reserve Fund is proposed to be $10.5 million
funding as illustrated by the chart above. during 2010-11. The other portion of the transfer will
come from the Water & Sewer Fund which is
CIP Projects Coming On-line (General Fund)
proposed to remain at $1.2 million; this is the third
Implementation of the Community Investment year of five years to cash fund the Fixed Network
Program projects adds additional costs in the amount Meter Reading Project in the Water & Sewer Fund.
of $172,986 to be absorbed by the General Fund Also, there is a proposed one-time transfer of the
during 2010-11. These expenses include additional remaining funds, $433,351, from the Property
facility and building services costs, personnel costs, Management Fund to the Capital Reserve due to
operation costs and equipment costs for CIP projects fact that this fund is no longer necessary due to the
coming online in 2010-11. demolition of both the Downtown Center North and
South facilities. Together, these combined transfers
Fire Station #12 will contribute to the ultimate goal of transferring
Facility maintenance costs for a 17,551 75.0% of depreciation to the Capital Reserve Fund
square foot facility. as outlined in the Capital Reserve Fund policy.
Two months of operation $10,870 Transfers to the Capital Reserve Fund continue to
be an increasing area of emphasis as the continued
Warehouse Logistics Facility aging and deterioration of City infrastructure increases
Facility maintenance and service costs the needs for maintenance and rehabilitation, and
for an additional 10,376 square feet.
requires additional funding to meet those needs.
Two months of operation. $11,693
The transfer to the Property & Liability Loss Fund
Emergency Operations Center
provides for Workers’ Compensation claims and
Facility maintenance and service costs
for a 17,849 square foot facility.
Judgments and Damages against the City, and for
Two months of operation. $25,884 operations of the Risk Management Division. The
transfer to the Loss Fund has been increased in the
Fire Station #13 2009-10 Re-Estimate from $2.8 million to $3.0 million
due to higher than anticipated claims expense and
Overview
the opening/closing of the Occupational Resource of 2.5% of the current year debt service levy. Current
Center (ORC). The amount proposed to be taxes assume a 99.0% collection rate and a 1.0%
transferred in 2010-11 is at the $2.7 million level. delinquency rate.
The 2010-11 Recommended Budget transfer from Other sources of revenue for the G.O. Debt Fund in
the General Fund to the Technology Fund is $1.0 2010-11 include interest earnings and the
million. Projects totaling $8.1 million have been reimbursement for the Police Academy from the other
budgeted in the Technology Fund for 2010-11 and participating city in the amounts of $225,000 and
are listed in the Technology Fund section of this $142,527 concurrently. The Convention & Tourism
document. loan was paid off in 2008-09, so there will be no
Convention & Tourism payment in 2010-11.
In an effort to make the CATV Fund more
self-sustaining, the Cable TV Franchise fee transfer Expenses
from the General Fund has been eliminated beginning
2010-11. The 2009-10 re-estimated amount remains Expenses in this fund are exclusively for support of
the same as originally budgeted, $134,772. principal and interest payments on long-term general
obligation debt. The recent C.O. & Tax Notes sales,
The 2010-11 Economic Development transfer for staff 2010 G.O. Bond sale and the projected 2011 G.O.
and operating & maintenance costs is planned at Bond issuance combined increase the amount of the
$895,770. The Economic Development transfer overall debt payments budgeted in the General
dedicated solely for economic development program Obligation Fund over the Re-Estimate by
incentives is planned at $4.9 million. This amount approximately $209,000. In 2010-11, $42.6 millionin
represents approximately two-cents of the property appropriations are included for principal and interest
tax rate. This will be the fifth year that two-cents of expenses on current outstanding debt including the
the property tax rate have been dedicated for these MotoMesh Network, technology infrastructure, public
incentives. art and Radio System Replacement certificates of
obligation and tax notes and includes one interest
Also included for 2010-11 is a transfer in the amount payment on the projected 2011 Issues. Public Safety
of $1.6 million to the 2011-12 Budget Contingency projects have added approximately $6.6 million to the
Reserve. This amount is to be set aside within the City's yearly debt payment since 2007-08 contributing
General Fund in order to offset the 2011-12 revised to the increased amount needed for the debt side of
projected deficit of $11.0 million. the tax rate.
ENDING FUND BALANCE WATER & SEWER FUND
The projected 2010-11 ending balance is Revenues

$16,197,772, which is equal to 30 days of operating
expenses. This is in compliance with the financial Fiscal Year 2009-10 Water & Sewer revenues have
policies adopted by Council, which establishes a goal been re-estimated to reflect actual year to date
of no less than 30 days of operating expenses. collections. Total estimated revenues for 2009-10
decrease $3.7 million or 3.2% from the original budget
GENERAL OBLIGATION DEBT FUND projections. Water & Sewer revenues include: water
and sewer income, water taps, penalties, water meter
Revenues sales, construction water sales, connection fees, and
sewer tie-on charges. Even though watering
Ad valorem taxes are the primary source of revenue
restrictions are not in place this year, consumers in
in the General Obligation Debt Fund. The existing
Plano are adopting voluntary conservation practices
debt portion of the tax rate will increase from.1602 to
that coincide with the current economic recession.
.1751. To support the proposed CIP projects in
Also, since January 1, 2010, rainfall in the area has
2010-11, an estimated G.O. bond sale in the amount
been above average, reducing consumption related
of $21.4 million will be needed. Included is one
to irrigation.
interest payments in the amount of $497,550. G.O.
Debt is projected at an interest rate of 4.65% Since reaching a peak usage of 26.7 billion gallons
assuming level debt financing. The ending fund of water in 2001-02, average water usage for the last
balance for 2010-11 meets the minimum requirement seven years in Plano is approximately 22.3 billion
Overview
gallons per year. Recent years have included severe 2010-11 Wastewater Treatment System expenditure
changes in weather and rainfall conditions in the projections include a 2.0% cost increase from
area. Fiscal Year 2006-07 was a year of high rainfall NTMWD, while Upper East Fork treatment projections
that followed two years of drought, 2005-06 and decrease by 9.4% due to debt being paid off at the
2004-05. The two drought years were preceded by NTMWD. Final budget projections from the district
another record rainfall period, 2003-04 and 2002-03. are usually received in late September each year,
During 2006-07, water purchased from NTMWD and the timing is such that the City Council Budget
dropped to a little over 19 billion gallons, representing has already been adopted for the next fiscal year. The
a 15% reduction. 2007-08 water usage increased by 2010-11 NTMWD debt payment of $869,233 for Plano
16.3% to 22.2 billion gallons, and 2008-09 saw water transmission facilities meets the debt service
another slight increase to 22.8 billion gallons. requirements as projected by the original water district
debt schedule.
As the City approaches the end of another “water
year” (August 1, 2009 – July 31, 2010) it looks as Water & Sewer salary and benefit projections for
though Plano will be tracking right about the average 2010-11 assume no salary increases, 0.5% attrition,
consumption, around 22.3 billion gallons. While and include an additional 5.0% for health insurance
usage has been up and down all year compared to claims increases. Budget reductions in the Water &
the same prior periods, temperatures have been Sewer Fund total $267,220, using various reductions
hovering in the high 90's to 100 degrees for several across the Operations and Maintenance Accounts
weeks and consumption should expand slightly. (O&M) as discussed below.
Estimated 2009-10 Water revenues have decreased
by 4.2%, or $2,541,374. 2010-11 revenue projections The 2010-11 Customer & Utility Services
increase Water Income by $3.7 million, 6.4% over Recommended Budgets include reductions totaling
the Re-Estimate. ($126,111). The 2010-11 Customer & Utility Services
Budget includes reductions of $30,355 from various
2009-10 Sewer revenues are estimated with a operating accounts, including overtime, training, travel
decrease of $1.4 million, or 2.7%. Using updated and associations, while the Customer & Utility
3-year winter quarter averages for water, the 2010-11 Services Field Recommended budget includes
Sewer revenues are projected to increase slightly, reductions of $95,756 from various operating
$476,470 over the 2009-10 Estimate. This is based accounts, including overtime, computer hardware,
on the downward trend of Winter Quarter water usage contracts, cellular air time, training, travel and
averaged over the current 3 year cycle period, and associations. Using the new Moto Mesh fixed network
is reflective of rain and snowfall received in Plano system to upload meter readings has eliminated
during the Winter of 2010. Other miscellaneous fund $16,000 in wireless air card expense annually.
revenue projections have been reviewed and adjusted
to reflect current and future activity, including some Late in the 2008-09 fiscal year, Utility Operations
small projection changes related to current economic reorganized and transferred several positions among
conditions. the various Utility cost centers. The changes impacted
the Personal Services budget for 2009-10. This
Expenses change is reflected in the current salary and benefits
re-estimate.
Water expenditure projections for 2010-11 are
projected to increase 12%, to a new rate of $1.38 per 2010-11 Utility Operations recommended reductions
thousand gallons of water, purchased wholesale from total ($130,109) and include budget reductions to
the North Texas Municipal Water District (NTMWD). postage, food, wearing apparel, small tools, training,
The expenditure is budgeted based on the water travel and professional development, maintenance
district’s “take or pay” contract, which requires a 26.7 agreements, and contracted debris hauling. Extending
billion gallon minimum annual water purchase. the time between mowing cycles in contracted
2009-10 estimated water expenses have been mowing services reduces expenses by $20,184.
reduced to include a rebate on unused water and
treatment costs from the NTMWD. The 2010-11 Additional 2009-10 Water & Sewer Recommended
Recommended budget is set at the take or pay operating budget reductions include operating
minimum amount of 26.7 billion gallons, reductions from Utility Engineering ($11,000), from
$37,407,733. Contracts & Professional Services and Training.
Overview
The Water & Sewer fund continues to reimburse Working Capital
Sustainability & Environmental Services for a portion
of the Environmental Education & Community Currently, the Water & Sewer Fund is projected to
Coordinator's salary and benefits, as well as other have 65 days of working capital, or $14,201,974, and
related program expenditures, at a 2010-11 budgeted exceeds the 45 day requirement set by the City’s
amount of $102,369. Financial Policy.
Transfers WATER & SEWER REVENUE BOND DEBT
Transfers to the General Fund of $16.3 million for the All Water & Sewer revenue debt remaining was retired
2009-10 Re-Estimate, and $16.9 million for the during 2006-07 when the final Water & Sewer revenue
2010-11 Proposed Budget, are included in this bond payment was made. The Reserve Fund balance
budget. The Water & Sewer transfer to Debt Service, was no longer necessary and was transferred to the
at $1.23 million, is a decrease of $970,000 due to the Sinking Fund. No new Water & Sewer debt was
near ending of the Water & Sewer Debt outstanding. issued.
The Water & Sewer Debt final payment is in 2012-13.
In both the 2009-10 Re-Estimate and the 2010-11
Water & Sewer Capital Improvement Projects operate Recommended Budget, there will be no transfer to
by funding on a pay-as-you-go basis. With an aging Debt Service from Water and Sewer Impact fees; the
infrastructure in the City, demands on the Water & the city is no longer collecting Water and Sewer
Sewer CIP Fund projects continue. The 2010-11 Impact Fees. Due to low interest rates, interest
Budget includes an $11.25 million transfer to Water earnings are projected to remain at $10,000 for both
& Sewer CIP funds to fund the 2010-11 capital the 2009-10 Re-Estimate and the 2010-11 Budget.
projects; this is $2.6 million less than the 2009-10 The 2010-11 transfer from the Water & Sewer Fund
transfer. Due to economic conditions, the City is totals $1.23 million and will be sufficient to pay the
cutting back on projects and expenses across city principal and interest on the refinanced debt through
operations. G.O. Bonds. Water & Sewer Bonds that were
refunded through G.O. Debt will be paid off in 2013.
The Capital Reserve transfer for water and
wastewater system improvements and rehabilitation SUSTAINABILITY & ENVIRONMENTAL SERVICES
was budgeted at $1.2 million during 2010-11, and it FUND
will remain at this level through 2012-13 in order to
provide the additional funds required for completion Revenues
of the Fixed Network Project. Beginning in 2008-09,
Total Sustainability & Environmental Services
the reduction provides additional funding of $1.3
revenues for 2010-11 are projected at $22.2 million.
million per year for the implementation of the Fixed
This is an increase of 0.1% over the 2009-10
Network Meter Reading System (FNR). The FNR
Re-Estimate.
system uses the City’s Mesh Network to read water
meters and uploads detailed consumption data for The 2009-10 revenues are anticipated to fall short of
billing purposes. the original budget by $116,272 attributed most
notably to decreases in Miscellaneous revenues
The transfer to the Loss Fund decreased by $67,752
($325,199) due to fees lost since fencing materials
to $648,732 for 2010-11, while the $300,000 transfer
are no longer accepted for composting and
to the Technology Fund remains unchanged. It is
Commercial Franchise Fee revenues ($262,279) due
important to note that this budget does not include a
to lower than anticipated Allied Waste revenues due
transfer to a Water & Sewer Reserve Fund, and a
to diversion practices by private companies.
reserve funding source may be needed in the future
Reimbursements and Allied Waste payments are also
to offset decreased revenue or increased
re-estimated down by $21,583 compared to the
expenditures.
original budget. These decreases are partially offset
by increases in Recycling revenues (up $401,049),
Tipping Fees (up $50,000) and Special Refuse
Collection Fees (up $19,350).
Overview
2010-11 Residential Collection Fee revenues are 100 square feet of impervious area. Total projected
projected to increase slightly by $17,125; Commercial Municipal Drainage revenues for 2010-11 are
Franchise Fees gain slightly as well by $57,027. projected at approximately $5.2 million.
Compost sales climb $180,000 when compared to
the 2009-10 Re-Estimate. The interest income for the 2009-10 Re-Estimate has
been projected down by $42,521 to $42,479 due to
Expenses lower than anticipated interest rates. The 2010-11
projection is scheduled at $42,440 which is based on
2010-11 Sustainability & Environmental Services projected fund balance and continued low interest
expenditures are estimated at $21.5 million and rates.
represent an increase of $375,258 above the 2009-10
Re-Estimate. The most significant driver of higher Expenses
expenditures is an $338,004 increase in payments
to the North Texas Municipal Water District (NTMWD) Total appropriations for 2010-11 are projected at
for waste disposal. A total of $69,025 in budget almost $6.2 million, which is an increase of $456,051
reductions have been included across all of the from the 2009-10 Re-Estimate. Included within the
components of Sustainability and Environmental 2010-11 Budget is $300,000 for silt removal at various
Services. ponds. Reductions to overtime, various operations
and maintenance accounts, debris hauling and street
Salary and benefit projections for 2010-11 assume sweeping totaling ($187,785) have been included in
no salary increase, a 5.0% health insurance increase, the 2010-11 Budget.
and includes 0.5% attrition.
The Drainage fund continues to reimburse
Transfers Sustainability & Environmental Services for a portion
of the Environmental Education & Community
Total transfers for 2010-11 increased slightly from Coordinator's salary and benefits, as well as other
2009-10 Re-Estimate amounts. The transfer to the related program expenditures, at a 2010-11 budgeted
General Fund at $892,100 for overhead and amount of $64,671.
administrative expenses includes 7.0% of Special
Refuse Collections, Residential Collections, and Sale Salary and benefit projections for 2010-11 assume
of Landscape Bags revenues. Other transfers no salary increase, a 5.0% health insurance increase,
include: Property & Liability Loss Fund, $323,805 and 0.5% attrition.
representative of the proportionate share of expenses
related to Judgments, Damages, and Workers’ Transfers
Compensation claims. This is an increase of $6,252
from the Re-Estimate. The transfer for the 2010-11 Budget total
approximately $3.29 million which is an increase of
2010-11 Budget transfers also include: $157,239 to approximately $415,108 over the 2009-10
the Water & Sewer Fund for the Environmental Re-Estimate. The 2010-11 transfer to the General
Education Building; and $60,000 for the annual Fund is proposed at 7.0% of Commercial and
transfer to the Technology Fund. Residential Class Fees to offset drainage costs
expensed in the General Fund as determined by the
Working Capital indirect cost allocation plan. Included in the transfers
is $2.9 million for Revenue Debt to pay the annual
The ending working capital for 2010-11 is estimated payment on existing debt. The funding from the
at $915,128, which is equal to 16 days of operating 2009-10 bond sale will be sufficient to cover the
expenses. 2010-11 projects, so there is no proposed revenue
bond sale planned in 2010-11.
MUNICIPAL DRAINAGE UTILITY FUND
Working Capital
Revenues
This fund meets the operating capital requirement of
There is no required municipal drainage rate 30 days as established by City Council and as
adjustment during 2010-11. The drainage rate for an necessary to meet the bond covenant requirements.
average homeowner will remain at $3.30 per month,
and non-residential rates will stay at .056 cents per
Overview
The projected ending working capital for 2010-11 is Special Events in the Convention & Tourism Fund
estimated at $1.34 million or 168 days, not including includes total funding in the amount of $151,358 for
the reserve requirement of $1.70 million. events such as the Plano Balloon Festival; however,
they are requesting funding of $157,190 for the event.
CONVENTION & TOURISM FUND All grant programs and special event requests will be
discussed in further detail at the Saturday, August
Revenues 14, 2010 Budget Work Session.
Hotel/Motel tax receipts are projected to decrease by The Convention & Tourism Fund will transfer
$587,440 from the original amount anticipated for $298,499 to the General Fund in 2010-11. This
2009-10 to $3.9 million, with a 1.0% increase transfer is equal to 5.0% of total revenues generated
projected for 2010-11. The loss in revenue this year in the Convention & Tourism Fund. Transfers to the
is directly tied to the economic downturn. Even Technology Fund for 2010-11 have been eliminated
though hotel occupancy rates have remained fairly due to the Convention & Tourism Fund's significant
stable, the average price for a room has decreased loss in revenue.
considerably. In addition, increased hotel competition
from surrounding communities continues to have an Working Capital
impact on Plano’s hotel business.
Ending Working Capital is projected to be $133,042,
Civic Center fees have been adjusted downward by which represents 7 days of operating expenses.
$512,991 in 2009-10 due to a decrease in booked
events caused by the downturn in the economy and GOLF COURSE FUND
increased competition from other venues. Fees are
anticipated to decrease slightly in 2010-11 based on Revenues
booked events and the transfer of operations to a
private contractor at Pecan Hollow Grille. Civic Golf Fees for 2009-10 are projected down from the
Center fees are projected to be approximately $2.0 original budgeted amount of $850,000 to $637,472
million for 2010-11. due to the slowdown in the economy and fewer golf
fees collected during the spring months. Due to the
Interest Income has been re-estimated down by upcoming course renovation starting in November
$27,173 to $32,827 for 2009-10 due to lower interest 2010, golf fee revenue is projected for 2010-11 at
returns than originally anticipated. The 2010-11 $68,000.
projected amount is $30,000. Total Convention &
Tourism revenues for 2009-10 are projected at $6.0 Combined Concessions and Room Rental revenues
million, a decrease of $64,726 or 1.1% below the are re-estimated to decrease by $9,220 from the
2009-10 Re-Estimate. 2009-10 Budget. Plano Centre provided the
concessions and the golf course retained 5.0% of
Expenses gross concession sales; however, Plano Centre
discontinued this function in June 2010. In future
Total appropriations for 2010-11 are $6.9 million, an years the contracted golf professional will be
increase of $168,544 from the 2009-10 Re-Estimate. responsible for concession sales, with the golf course
Salary and benefit projections for 2009-10 assume fund retaining 5.0% of future sales. Due to the course
no salary increase, a 5.0% health insurance increase, closing for 11 months, no revenue is anticipated from
and 0.5% attrition. concessions, interest income or miscellaneous
sources in the 2010-11 proposed budget and
The Convention & Visitors Bureau Recommended reimbursements totaling $303,735 are expected from
Budget for 2010-11 includes a funded supplement of the General Fund and Bond Funds to sustain
$7,000 in anticipation of increases in US Postal necessary personnel and operating & maintenance
Service rates. expenditures.
Funding for the Cultural Affairs Grants and Historic Expenses

Preservation is lowered to $591,917 for each, or a
combined amount of $1,183,834. The lowered Total appropriations in 2010-11 are projected at
amount is due to the decrease experienced in $371,735. Salary & Wages have been re-estimated
hotel/motel taxes for this year and projected for downwards by $31,560. The 2010-11 Recommended
2010-11. Budget is projected to be under the Re-Estimate by
Overview
$384,582 due to the transfer of most personnel to PROPERTY & LIABILITY LOSS FUND
other Park areas during the renovation and reduced
operating & maintenance expenditures. Salary and Revenues
benefit projections for 2010-11 assume no salary
increase, a 5.0% increase in health insurance and Revenues in this fund are primarily transfers from the
0.5% attrition. General Fund, Sustainability & Environmental
Services Fund and the Water & Sewer Fund and are
The transfer from the Golf Course Fund to the based on a fair share methodology of expenses
General Fund is normally based on 5.0% of projected incurred. These are updated annually to include the
revenue; however, no transfer is scheduled in the most recent experience for Workers’ Compensation
proposed budget due to the course closing. claims and Judgment and Damages in determining
the appropriate allocation level of funding. The
Working Capital projected transfers for 2010-11 include $2.7 million
from the General Fund, $648,732 from the Water &
The ending working capital for 2010-11 is estimated Sewer Fund, and $323,805 from the Sustainability &
at zero due to course closing for renovation for 11 Environmental Services Fund.
months and subsequent revenue loss.
Interest Income has been re-estimated down by
RECREATION REVOLVING FUND $50,000 to $50,000 for 2009-10 due to much lower
returns than originally anticipated. The 2010-11
Revenues projected amount is $50,000.
The Recreation Revolving Fund is an enterprise fund Expenses
supported by fees generated by various recreation
classes. Recreation Fees are estimated to remain Expenditures are made up of Workers’ Compensation
at $3.0 million in 2010-11, based on anticipated claims and payment of Judgments and Damages
usage. against the City. Also, ongoing expenses for Risk
Management Operations are included in this budget.
Interest Income is projected to remain level at $14,000 Workers’ Compensation is projected to remain
in the Re-Estimate and 2010-11 Budget. constant at $1.2 million for the 2010-11 Proposed
Budget. Judgments and Damages will decrease to
Expenses
$600,000 for 2010-11 based on projected anticipated
The Recreation Revolving Fund Budget is a lower claims.
compilation of the 30 activity budgets that comprise
Risk Management Operations is projected at $1.9
this Enterprise Fund. 2010-11 projected
million in 2010-11 while salary and benefit projections
expenditures, including the transfer to the General
for 2010-11 assume no salary increase and include
Fund, are $3.3 million. The Recreation Revolving
0.5% for attrition and a 5.0% increase in the cost of
Fund will continue to offer employee recreation
health insurance.
discounts in 2010-11 to provide a partnership to
employees and encourage healthy lifestyles by Working Capital
participating in recreation programs. This program
provides for Recreation program discounts of 50.0% The ending working capital for 2010-11 is projected
to City of Plano employees and their dependents to be $511,565.
enrolled in the City’s Health insurance program.
COMMUNITY ACCESS TV FUND
Salary and benefit projections for 2010-11 assume
no salary increase, a 5.0% health insurance increase, Revenues
and include 0.5% attrition.
The Community Access TV Fund and television
Working Capital production station is representative of the City’s
commitment to communicate matters of interest to
The working capital for 2010-11 is projected to be the Citizens of Plano with “Service Excellence”.
$264,219 and is equal to 31 days of operating Partial funding is provided through a monthly
expenses. customer charge of $0.38 for cable access to the
Plano Television Network. As of January 2011, Time
Overview
Warner Cable will be adjusting their payment of the this fund is one of the contributing factors for
Public Education Government (PEG) fees from $0.38 maintaining our AAA bond rating by the rating
per account to a 1% of gross revenues as remittance. agencies.
This change is expected to add an additional $20,000
in PTN Fees. The PTN Fees are re-estimated at Current transfers are designed to fund planned repair
$285,000 and are $305,855 in 2010-11. Also included and rehabilitation projects for the upcoming year,
is $150,000 for the last year of the Cable Community while also addressing the need to maintain the
Grant. availability of funds from this source for future
projects.
Internal operating transfers total $250,000 from the
Technology Fund. In an effort to make the CATV Expenses
Fund more self-sustaining, the Cable TV Franchise
fee transfer from the General Fund has been The Capital Reserve Fund requested expenditures
eliminated beginning 2010-11. The 2009-10 for 2010-11 total $17.0 million. The 2010-11 requests
re-estimated amount remains the same as originally include $9,294,000 for Street rehabilitation projects;
budgeted, $134,772. $3,710,000 for Park renovations; $3,571,000 for
Municipal Facility renovations and $450,000 for Water
Expenses & Sewer rehabilitation projects.
Appropriations for 2010-11 are proposed at Detailed information concerning all Capital Reserve
$915,766. Salary and benefit projections for 2010-11 projects is included in the Community Investment
assume no salary increase, with 5.0% rate increases Program document.
for health insurance, and 0.5% attrition. In addition,
the 2010-11 Recommended Budget includes: Working Capital
elimination of one full-time Video Producer position
The Capital Reserve Fund is projected to end the
($76,368) and O&M savings of ($5,856). Also, in the
year with $22.9 million in working capital.
2010-11 Budget, $150,000 has been earmarked for
the CATV Equipment Replacement Fund. These EQUIPMENT REPLACEMENT FUND
monies will be used for future equipment replacement
as needed to not diminish the fund balance. Revenues
Working Capital The Equipment Replacement Fund provides
resources for the purchase of equipment as well as
The projected ending working capital for 2010-11 is the replacement of worn-out or obsolete equipment
estimated at $90,624 or 36 days of operations. which in turn minimizes budgetary impact(s) to the
various funds on a year-to-year basis. Scheduled
CAPITAL RESERVE FUND
depreciation charges from user departments on all
Revenues major vehicles and capital equipment are collected
by this fund. The reserve funds are then used to
The total projected revenue for the 2010-11 Capital purchase new equipment as directed by the City
Reserve Budget is $14.1 million. This includes a Manger, or to replace vehicles and equipment at the
transfer of $10.5 million from the General Fund, $1.2 end of their useful life.
million from the Water & Sewer Fund, and a one-time
transfer of $433,351 from the Property Management 2010-11 ERF projected revenues total $7.9 million.
Fund. The Interest Earnings and Rollback Tax This amount includes: Depreciation Transfers In
revenues are projected at $400,000 and $100,000 (revenues), $7.3 million, Interest Income, $225,000,
respectively in 2010-11. The Capital Reserve Fund and Equipment Auction revenues, $360,000.
depicts the City of Plano’s pro-active approach to
Expenses
safeguarding the City’s sizable investment in capital
improvements. The City’s current $1.21 billion in Total expenses of $6.2 million are budgeted for the
existing general obligation bond funded infrastructure replacement of equipment in 2010-11. The
must be maintained in order to provide effective Recommended Budget includes $4.3 million for
service to Plano’s citizens. In addition, maintaining scheduled rolling stock and miscellaneous small
equipment replacements. The Fire Replacement
Overview
Fund includes $425,899 for Scott SCBA Air-Paks, TECHNOLOGY FUND
Patient Reporting Systems, and an EMS All-Terrain The Technology Fund provides resources for the
Cart. The Police Replacement Fund includes purchase, upgrade, and replacements of
$1,180,000 for Police DVR Replacements, technology-related equipment on a year-to-year
Miscellaneous Tahoe Equipment - lights, etc., and basis. Revenues for 2010-11 total $1.7 million and
Police Mobile Data Computer (MDC) replacements. include contributions from these major funds: General
The Recreation Replacement Fund includes $250,000 Fund, $1.0 million; Water & Sewer, $300,000;
for the replacement of various equipment at the City's Sustainability & Environmental Services, $60,000;
Recreation centers, while a newly established Civic and Municipal Drainage, $20,000; as well as $300,000
Centre Equipment Replacement Fund is projected at in interest earnings on the fund balance.
$71,000 for 2010-11 purchases. The budget also
includes a reimbursement from the ERF to Fleet During 2009-10, $10.0 million in tax notes were issued
Services for a portion of employee salaries and to provide funds for the Radio System Infrastructure
benefits related to time spent managing the ERF Replacement project, with no tax notes scheduled for
purchases each year, $150,354. issuance in 2010-11. 2010-11 Recommended
Technology Projects total $7.9 million and include:
Working Capital Radio Infrastructure, $6,277,141; MotoMesh,
$368,845; upgrades to the HTE Navaline system,
The Equipment Replacement Fund is projected to $259,948; Server Replacements, $3,003; Disaster
end the year with $12.0 million in Working Capital. Recovery, $34,821; MESH network extension, $929;
Fire Station #13 Network Connectivty, $30,000;
PROPERTY MANAGEMENT FUND Network IP Switch and Server replacements,
$550,000; Hardware for the City Grants applications
The Property Management Fund will no longer be
process, $11,100; Inventory bar-coding and scanning,
required beginning 2010-11 due to the fact that all
$350,000; and upgrades to the Interactive Voice
rental properties of the Downtown Center North and
Response (IVR) system for Building Inspections,
Downtown Center Northwest have already been
$72,500. Also included for 2010-11 is the elimination
demolished or will soon be demolished. The Fund is
of consulting services for imaging, ($25,000). The
projected to end this fiscal year with a balance of
Technology Fund Budget also includes the annual
$433,351. This remaining fund balance will be
transfer to CATV Fund of $250,000 for purposes of
transferred to the Capital Reserve Fund and the
maintaining the City’s web site.
Property Management Fund will be closed.
PC REPLACEMENT FUND
COMMUNITY DEVELOPMENT BLOCK GRANT
The PC Replacement Fund was established to
This fund represents the City’s allocation of annual provide resources for the purchases of desktop,
funding received from the Federal Government as a laptop, and related equipment for City departments
block grant. For 2010-11, we will receive $1,882,063, and PC and laptop replacements on a rotating
which is dedicated to (10) separate programs as four-year basis. The Fund receives revenues in the
outlined on the fund summary. form of depreciation payments from each cost center
on a cost per unit basis. The 2010-11 PC
CRIMINAL INVESTIGATION FUND Replacement Fund Budget includes $68,500 in
projected expenditures for miscellaneous
The Criminal Investigation Fund provides funding for replacements and is considered a "catch-up" year.
equipment and services to the Police Department The new PC contract includes a manufacturer
that are not included in the General Fund. Revenues warranty period which coincides with the City's 4-year
to this fund include forfeits and seizures from criminal desktop PC replacement cycle. During 2010-11, the
investigations as awarded to Plano by the appropriate cost centers will make no payments into the fund,
Court(s). The 2010-11 Criminal Investigation saving the General Fund an estimated $401,936, and
Proposed Budget includes $310,000 for various saving the other operating funds $164,201. The Fund
miscellaneous expenses, equipment, and capital will begin the next replacement cycle period in
outlay items that may be required to support the 2011-12 with an estimated $585,594 in working
Police Department. capital, and all Funds will once again pay into the PC
Replacement Fund based on the cost of units
replaced under the new cycle.
Fund Summaries
Combined Budget Summary
Actuals Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
BEGINNING BALANCES
Operating Funds:
General Fund $44,741,546 $25,874,676 $42,744,130 $29,442,350 13.8%
Water & Sewer Fund 12,430,047 8,224,030 10,555,173 10,550,089 28.3%
Sustainability & Environ. Services Fund 1,968,275 1,083,437 1,970,455 1,624,097 49.9%
Convention & Tourism Fund 4,056,600 2,121,269 2,394,612 1,343,957 -36.6%
Municipal Drainage Utility Fund 4,783,774 2,308,190 4,605,320 2,347,724 1.7%
Recreation Revolving Fund 530,291 378,035 529,180 419,479 11.0%
Municipal Golf Course Fund 59,483 13,458 55,799 0 -100.0%
Property Management Fund 432,081 432,555 450,179 433,351 0.2%
Community Access TV Fund 338,475 115,863 254,378 297,035 156.4%
TOTAL OPERATING FUNDS $69,340,572 $40,551,513 $63,559,226 $46,458,082 14.6%
Debt Service Funds:
General Obligation $5,491,973 $3,084,063 $3,250,126 $1,042,747 -66.2%
Water & Sewer Revenue 207,060 322,766 328,791 426,741 32.2%
TOTAL DEBT SERVICE FUNDS $5,699,033 $3,406,829 $3,578,917 $1,469,488 -56.9%
TOTAL BEGINNING BALANCES $75,039,605 $43,958,341 $67,138,143 $47,927,569 9.0%
REVENUES & TRANSFERS IN

Operating Funds:
General Fund $211,245,479 $209,742,302 $205,096,457 $205,395,719 -2.1%
Water & Sewer Fund 107,738,805 117,307,178 113,600,387 117,781,003 0.4%
Sustainability & Environ. Services Fund 21,888,088 22,323,558 22,207,286 22,232,751 -0.4%
HUD Grant Fund 1,582,264 1,890,971 2,029,553 1,882,063 -0.5%
Recreation Revolving Fund 3,345,045 3,096,823 3,426,180 3,125,458 0.9%
Municipal Golf Course Fund 793,461 877,000 700,518 371,735 -57.6%
Property Management Fund 49,357 44,431 39,431 0 -100.0%
Community Access TV Fund 811,276 827,272 823,272 709,355 -14.3%
TOTAL OPERATING FUNDS $359,016,504 $368,370,453 $359,143,925 $362,655,866 -1.6%
Debt Service Funds:

General Obligation $38,493,931 $40,756,202 $40,197,796 $42,780,178 5.0%
Water & Sewer Revenue 2,216,025 2,210,000 2,210,000 1,235,000 -44.1%
TOTAL DEBT SERVICE FUNDS $40,709,956 $42,966,202 $42,407,796 $44,015,178 2.4%
TOTAL REVENUE &
TRANSFERS IN $399,726,460 $411,336,654 $401,551,721 $406,671,044 -1.1%
Less: Interfund Transfers 21,931,488 22,071,302 20,610,212 20,117,695 -8.9%
NET BUDGET REVENUE $377,794,972 $389,265,352 $380,941,509 $386,553,349 -0.7%
TOTAL AVAILABLE FUNDS $452,834,577 $433,223,693 $448,079,652 $434,480,918 0.3%
APPROPRIATIONS & TRANSFERS OUT

Operations:
General Fund $213,242,895 $219,018,795 $218,398,237 $218,640,297 -0.2%
Water & Sewer Fund 109,613,679 116,482,742 113,605,471 114,129,117 -2.0%
Sustainability & Environ. Services Fund 21,885,908 22,655,239 22,553,644 22,941,719 1.3%
HUD Grant Fund 1,582,264 1,890,971 2,029,553 1,882,063 -0.5%
Recreation Revolving Fund 3,346,156 3,269,547 3,535,881 3,280,718 0.3%
Municipal Golf Course Fund 797,145 840,349 756,317 371,735 -55.8%
Property Management Fund 31,259 7,857 56,259 433,351 5415.5%
TOTAL OPERATIONS $364,797,850 $379,670,324 $376,245,069 $375,971,044 -1.0%
Fund Summaries
Actuals Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
Debt Service Funds:

General Obligation $40,735,778 $42,558,520 $42,405,175 $42,614,079 0.1%
Water & Sewer Revenue 2,094,294 2,112,050 2,112,050 1,335,050 -58.2%
TOTAL APPROPRIATIONS &
TRANSFERS OUT $407,627,922 $424,340,894 $420,762,294 $419,920,173 -1.0%
Less: Interfund Transfers 21,931,488 22,071,302 20,610,212 20,117,695 -8.9%
NET BUDGET APPROPRIATIONS $385,696,434 $402,269,592 $400,152,083 $399,802,479 -0.6%
ENDING BALANCES
Operating Funds:
General Fund $42,744,130 $16,598,183 $29,442,350 $16,197,772 -2.4%
Water & Sewer Fund 10,555,173 9,048,466 10,550,089 14,201,975 57.0%
Sustainability & Environ. Services Fund 1,970,455 751,756 1,624,097 915,128 21.7%
Convention & Tourism Fund 2,394,612 672,552 1,343,957 133,042 -80.2%
Municipal Drainage Utility Fund 4,605,320 1,382,338 2,347,724 1,340,142 -3.1%
Municipal Golf Course Fund 55,799 50,109 0 0 -100.0%
Property Management Fund 450,179 469,129 433,351 0 -100.0%
TOTAL OPERATING FUNDS $63,559,226 $29,251,641 $46,458,082 $33,142,903 13.3%
Debt Service Funds:

General Obligation $3,250,126 $1,281,744 $1,042,747 $1,208,846 -5.7%
Water & Sewer Revenue 328,791 420,716 426,741 326,691 -22.3%
TOTAL ENDING BALANCES $67,138,143 $30,954,101 $47,927,569 $34,678,440 12.0%
TOTAL APPROPRIATIONS & ENDING
BALANCES $452,834,577 $433,223,693 $448,079,652 $434,480,918 0.3%
Fund Summaries
Combined Budget Resources Chart
2010-11 Combined Budget Resources

$434,480,918
Fines & Forfeits Fund Balance
$7,849,020 $47,927,570
1.8% 11.0%
Interest Income
$1,344,440
0.3%
Taxes
$184,555,212 Licenses & Permits
42.5% $5,124,411
1.2%
Charges for Service

Intergovernmental $153,537,215
$3,308,638 35.3%
0.8%
Misc./Other
$2,981,583
0.7% Franchise Fees
$27,852,830
6.4%
Combined Budget Expenditures by

Function Chart
2010-11 Combined Budget Expenditures

by Function
$399,802,479
Operations,
Debt Service
Maintenance &
$43,949,129
Transfers
11.0%
$182,758,495
45.7%
Salaries & Benefits

$171,762,355
Capital Outlay
43.0%
$1,332,500
0.3%
Fund Summaries
Combined Budget Expenditures by

Service Area Chart
2010-11 Combined Budget Expenditures

by Service Area Drainage
EWS $6,195,389
$399,802,479 1.5%
$22,941,719
5.7%
Debt Service
$43,949,129
Water & Sewer 11.0%
$114,129,117
28.5%
General Government
$45,874,284
11.5%
Building &
Development
$10,629,223
2.7% Parks & Recreation
$32,167,488
8.1%
Public Works
$5,984,917
1.5%
Public Safety Library
$107,150,592 $10,780,621
26.8% 2.7%
Fund Summaries
General Fund Summary
Actual Budget Re-Est Budget % Change
2008-09 2009-10 2009-10 2010-11 2010-11
UNAPPROPRIATED FUND BALANCE $44,741,546 $25,874,676 $38,688,828 $29,442,350 13.8%
Encumbrance Adjustment 4,055,302
Revenues
Taxes $140,116,915 $141,395,242 $139,245,960 $138,196,444 -2.3%
Franchise Fees 23,586,444 22,197,743 21,025,573 21,348,285 -3.8%
Fines & Forfeits 8,317,559 8,297,385 7,837,264 7,849,020 -5.4%
Miscellaneous Revenue 2,041,433 2,309,189 1,781,534 1,908,084 -17.4%
Licenses & Permits 4,786,294 4,127,062 5,589,614 5,124,411 24.2%
Charges for Services 10,967,657 11,212,405 10,841,313 11,050,205 -1.4%
Intergovernmental Revenue 2,915,578 716,747 749,759 1,276,575 78.1%
Subtotal Revenues $192,731,880 $190,255,773 $187,071,017 $186,753,024 -1.8%
Intragovernmental Transfers 18,513,599 19,486,530 18,025,440 18,642,695 -4.3%
TOTAL REVENUES & TRANSFERS $211,245,479 $209,742,303 $205,096,457 $205,395,719 -2.1%
TOTAL RESOURCES $255,987,025 $235,616,979 $247,840,587 $234,838,069 -0.3%
APPROPRIATIONS
Operating Expense
Salaries & Wages $146,725,442 $150,829,615 $147,319,954 $151,042,692 0.1%
Materials & Supplies 5,853,895 6,698,318 7,618,710 6,840,433 2.1%
Contractual 38,669,581 41,008,161 40,858,850 39,225,491 -4.3%
Community Services Agencies 524,600 529,200 529,200 251,796 -52.4%
Sundry 872,890 1,019,279 1,296,662 962,270 -5.6%
Reimbursements (1,617,865) (2,420,751) (2,335,922) (2,275,796) -6.0%
Subtotal $191,028,543 $197,663,822 $195,287,454 $196,046,886 -0.8%
Capital Outlay 1,636,365 1,010,000 2,599,424 1,026,000 1.6%
Capital Reserve $10,500,000 $10,500,000 $10,500,000 $10,500,000 0.0%
Property & Liability Loss Fund 2,800,000 2,800,000 2,972,055 2,686,758 -4.0%
Technology Fund 1,000,000 1,000,000 1,000,000 1,000,000 0.0%
CATV Fund 133,769 134,772 134,772 0 -100.0%
FY 2011-12 Budget Reserve 0 0 0 1,598,065 100.0%
Economic Development 933,965 895,770 890,101 895,770 0.0%
Economic Development Incentive Fund 5,210,253 5,014,431 5,014,431 4,886,818 -2.5%
TOTAL TRANSFERS $20,577,987 $20,344,973 $20,511,359 $21,567,411 6.0%
TOTAL APPROPRIATIONS $213,242,895 $219,018,795 $218,398,237 $218,640,297 -0.2%
UNAPPROPRIATED FUND BALANCE $42,744,130 $16,598,184 $29,442,350 $16,197,772 -2.4%
Days of Operation 30
Fund Summaries
General Fund Revenue by Source

2008-09 2009-10 2009-10 2010-11 2010-11
SOURCE OF INCOME
Taxes
Ad Valorem Taxes:
Current $81,759,849 $81,179,765 $81,305,622 $78,771,740 -3.0%
Delinquent 327,376 837,657 42,657 810,524 -3.2%
Penalty & Interest 428,743 418,829 583,882 405,262 -3.2%
Sales Tax 56,487,233 57,821,890 56,118,924 57,012,269 -1.4%
Mixed Drink Tax 997,051 1,015,634 1,102,714 1,104,368 8.7%
Bingo Gross Receipts Tax 93,058 97,862 80,169 80,289 -18.0%
Excess Proceeds on Taxes 23,605 23,605 11,992 11,992 -49.2%
TOTAL TAXES $140,116,915 $141,395,242 $139,245,960 $138,196,444 -2.3%
Franchise Fees
Electrical Franchise $12,107,976 $11,161,005 $11,271,518 $11,384,233 2.0%
Telephone Franchise 4,808,665 4,482,552 3,882,984 3,882,984 -13.4%
Fiber Optics Franchise 18,021 18,021 18,021 18,021 0.0%
Gas Franchise 3,812,138 3,840,729 2,657,577 2,843,607 -26.0%
Cable TV Franchise 2,839,644 2,695,436 3,195,473 3,219,439 19.4%
TOTAL FRANCHISE FEES $23,586,444 $22,197,743 $21,025,573 $21,348,285 -3.8%
Fines & Forfeits
Municipal Court $7,944,765 $7,907,129 $7,493,505 $7,504,745 -5.1%
Library Fines 372,794 390,256 343,759 344,275 -11.8%
TOTAL FINES & FORFEITS $8,317,559 $8,297,385 $7,837,264 $7,849,020 -5.4%
Miscellaneous Revenue
Interest Earnings $1,270,999 $1,300,000 $900,000 $1,000,000 -23.1%
Sale/Rental of Property 150,450 125,193 162,666 162,666 29.9%
Insurance Collections 318,675 336,068 338,761 352,311 4.8%
Sundry 301,309 547,928 380,107 393,107 -28.3%
TOTAL MISCELLANEOUS REVENUE $2,041,433 $2,309,189 $1,781,534 $1,908,084 -17.4%
Licenses and Permits
Electricians Licenses $39,106 $22,212 $40,147 $30,110 35.6%
Food Handlers Permits 514,545 491,646 533,616 547,576 11.4%
Land / Burning / Liquid Waste 22,605 20,372 22,885 22,919 12.5%
Grease Trap Permits 39,700 36,560 36,650 36,705 0.4%
Rental Registration Fees 258,680 267,880 267,880 268,282 0.2%
Animal Licenses 85,886 106,404 94,669 127,169 19.5%
Restaurant Plan Review 29,100 33,345 36,900 36,955 10.8%
Alarm Permits 1,384,965 1,313,256 1,381,790 1,395,608 6.3%
Filing Fees 107,992 81,440 148,984 116,738 43.3%
Fire Protection Plan Review 176,066 182,714 201,497 151,123 -17.3%
Building Permits 1,344,323 967,826 1,891,419 1,527,664 57.8%
Electrical Permits 67,071 49,402 77,289 65,967 33.5%
Plumbing Permits 166,193 121,188 198,538 187,904 55.1%
Heating & A/C Permits 80,831 60,072 98,815 74,111 23.4%
Fence Permits 43,238 35,996 46,608 34,956 -2.9%
Swimming Pool Permits 22,898 20,057 32,677 26,108 30.2%
Pool Inspection 59,025 56,485 62,717 62,811 11.2%
Irrigation Permits 43,149 29,167 53,525 47,144 61.6%
Day Laborer Fees 16,090 15,520 16,971 16,971 9.3%
Sign Permits 138,595 107,218 136,372 102,579 -4.3%
Reoccupancy Permits 81,928 58,302 79,020 66,765 14.5%
Misc. Licenses & Permits 64,308 50,000 130,646 178,246 256.5%
TOTAL LICENSES & PERMITS $4,786,294 $4,127,062 $5,589,614 $5,124,411 24.2%
Fund Summaries
2008-09 2009-10 2009-10 2010-11 2010-11
Fees & Service Charges
Animal Pound & Adoption Fee $202,523 $249,383 $221,246 $256,246 2.8%
Ambulance Service 3,734,939 3,663,114 3,608,958 3,614,371 -1.3%
False Alarm Response 384,789 405,674 315,811 316,285 -22.0%
Emergency 911 1,027,902 1,113,918 1,025,902 1,027,441 -7.8%
Interlocal Plan Review 66,751 82,459 18,023 0 -100.0%
Contractor Registration Fee 190,983 149,912 153,677 115,258 -23.1%
Engineering Inspection Fee 121,596 200,000 125,000 98,750 -50.6%
Residential Building Plan Review 31,463 24,345 36,793 35,095 44.2%
Reinspection Fee 57,285 50,876 42,680 34,510 -32.2%
File Searches 37,325 37,044 41,287 41,349 11.6%
Same Day Inspection Fee 53,595 42,863 55,416 41,562 -3.0%
Convenience Copiers 15,098 14,986 14,986 15,008 0.2%
Recreation User Fee 547,520 562,500 575,072 575,072 2.2%
Recreation Rental Fee 119,294 92,180 132,676 136,676 48.3%
Swimming Fees 660,931 520,827 681,442 682,464 31.0%
Recreation Membership Card Fee 2,282,752 2,550,276 2,317,591 2,550,276 0.0%
Tennis Center Fee 228,346 197,947 208,346 208,659 5.4%
Food Manager/Handler Training 73,883 65,356 75,996 76,110 16.5%
Ticket Services/Sales 72,192 78,907 5,600 0 -100.0%
Tree Trimming Assessments 130,391 117,148 106,269 106,428 -9.2%
Child Safety Fees 103,147 102,143 78,925 79,043 -22.6%
Sundry 824,952 890,547 999,617 1,039,602 16.7%
TOTAL FEES & SVC CHARGES $10,967,657 $11,212,405 $10,841,313 $11,050,205 -1.4%
Intergovernmental Revenue
Payments from FISD:
School Crossing Guards $24,465 $0 $0 $0 0.0%
School Liaisons 53,986 103,298 103,298 107,436 4.0%
Payments from PISD:
School Liaisons 226,241 139,590 160,344 555,678 298.1%
Collin County Library Grant 78,250 81,427 79,675 79,675 -2.2%
Denton County Library Grant 11,200 11,200 10,300 10,300 -8.0%
Plano-Richardson Trng. Ctr. / Misc. 326,397 300,000 313,160 313,160 4.4%
Interlocal Radio System Access 81,232 81,232 82,982 210,326 158.9%
TIF II Payback 2,113,807 0 0 0 0.0%
TOTAL INTERGOVT'L REVENUE $2,915,578 $716,747 $749,759 $1,276,575 78.1%
TOTAL REVENUE $192,731,880 $190,255,773 $187,071,018 $186,753,024 -1.8%
Intragovernmental Transfers
Intra-Fund Transfers From:
Water & Sewer Fund $16,723,973 $17,689,077 $16,300,724 $16,935,647 -4.3%
Sustain. & Environ. Services Fund 886,376 889,114 892,035 892,100 0.3%
Golf Course Fund 44,550 44,550 0 0 -100.0%
Convention & Tourism Fund 353,168 358,415 301,735 298,499 -16.7%
Municipal Drainage Fund 350,008 350,533 359,636 360,176 2.8%
TOTAL INTRAGOVT'L TRANSFERS $18,513,599 $19,486,530 $18,025,440 $18,642,695 -4.3%
TOTAL GENERAL FUND $211,245,479 $209,742,303 $205,096,457 $205,395,719 -2.1%
Fund Summaries
Non-Departmental Summary
2008-09 2009-10 2009-10 2010-11 2010-11
BY ITEM
Retiree Health Insurance $738,676 $870,000 $840,000 $882,000 1.4%
Medicare 0 0 750,000 0 0.0%
Retirement Payout 0 3,000,000 1,300,000 2,500,000 -16.7%
Vacation Buyback 0 473,410 0 455,189 -3.8%
Vacation Buydown 0 0 0 460,200 100.0%
Sick Leave Buy-out 0 398,105 0 300,000 -24.6%
Unemployment Insurance 75,381 65,000 80,000 80,000 23.1%
Electricity 2,848,900 2,854,399 2,911,487 2,969,717 4.0%
Water/Sewer 2,336,561 2,230,074 2,245,822 2,358,113 5.7%
Appraisal District 777,116 817,270 790,950 809,041 -1.0%
Collin County Tax Collection Services 62,641 65,773 64,495 67,720 3.0%
Print Shop/Mail Service 454,441 477,125 246,961 0 -100.0%
Technology Services 9,625,324 9,608,276 9,572,939 9,222,623 -4.0%
Miscellaneous 509,235 537,733 599,937 471,203 -12.4%
Subtotal $17,428,275 $21,397,165 $19,402,591 $20,575,806 -3.8%
Social Service Agencies: $251,796
Assistance Center of Collin County $51,000 $52,578 $52,430 -100.0%
Assist. League of Greater Collin County 22,500 27,578 27,578 -100.0%
Avenues Counseling Center 2,500 2,500 2,500 -100.0%
Big Bro/Sis of N Tex (Youth Mentor) 5,000 0 0 0.0%
CASA of Collin County 15,000 32,578 32,578 -100.0%
Collin County Adult Clinic 15,000 23,578 23,578 -100.0%
Collin County Care Ctr/Samaritan Inn 35,000 34,578 34,578 -100.0%
Collin County Children’s Advocacy Center 20,000 17,578 17,578 -100.0%
Collin County Committee on Aging 73,100 47,578 47,578 -100.0%
Collin Intervention to Youth 40,000 0 0 0.0%
Dental Health Programs 27,100 0 0 0.0%
Family Literacy (Even Start PISDEF) 15,000 15,000 15,000 -100.0%
Family Outreach 10,000 10,000 10,000 -100.0%
Geriatric Wellness Center 24,600 37,578 37,578 -100.0%
God’s Food Pantry 0 0 0 0.0%
Hope’s Door 25,000 32,578 32,578 -100.0%
Journey of Hope 5,000 11,090 11,090 -100.0%
Plano Children’s Medical Clinic 37,420 40,078 40,078 -100.0%
Plano Community Charity 40,000 42,578 38,832 -100.0%
Rape Crisis Center (Turning Point) 30,000 32,578 32,578 -100.0%
Salvation Army 0 37,578 37,578 0.0%
Special Care and Career Services 9,480 30,000 30,000 -100.0%
Subtotal Social Service Agencies $502,700 $527,604 $523,710 $251,796 -52.3%
Capital Reserve $10,500,000 $10,500,000 $10,500,000 $10,500,000 0.0%
Property & Liability Loss Fund 2,800,000 2,800,000 2,997,698 2,686,758 -4.0%
Technology Fund 1,000,000 1,000,000 1,000,000 1,000,000 0.0%
CATV Fund 133,769 134,772 134,772 0 -100.0%
FY 2011-12 Budget Reserve 0 0 0 1,598,065 100.0%
Economic Development 933,965 895,770 890,101 895,770 0.0%
Economic Dev Incentive Fund 5,210,253 5,014,431 5,014,431 4,886,818 -2.5%
TOTAL TRANSFERS $20,577,987 $20,344,972 $20,537,002 $21,567,411 6.0%
TOTAL NON-DEPARTMENTAL $38,508,962 $42,269,741 $40,463,303 $42,395,013 0.3%
Fund Summaries
General Obligation Debt Service Fund
Summary
2008-09 2009-10 2009-10 2010-11 2010-11

Revenues
Property Tax
Current $36,700,093 $39,387,572 $39,492,711 $41,829,232 6.2%
Delinquent 155,395 408,626 25,344 432,163 5.8%
Penalty & Interest 197,107 163,450 210,839 151,257 -7.5%
Fund Interest Income 368,791 550,000 222,348 225,000 -59.1%
Transfer-Conv. & Tour. Fund 834,120 0 0 0 0.0%
Police Academy Reimbursement 238,425 246,554 246,554 142,527 -42.2%
TOTAL REVENUES $38,493,931 $40,756,202 $40,197,796 $42,780,178 5.0%
TOTAL RESOURCES $43,985,904 $43,840,264 $43,447,922 $43,822,925 -0.0%
APPROPRIATIONS
Bond and Certificates
Principal $21,615,000 $22,645,000 $22,645,000 $22,640,000 -0.0%
Interest 13,909,338 13,302,651 13,508,720 12,507,540 -6.0%
Transfer to Tech Infrastructure & Public Art 281,588 281,064 281,064 280,325 -0.3%
Transfer to Tax Notes Moto Mesh 2,103,200 2,099,000 2,099,000 2,097,200 -0.1%
Transfer to Tax Notes MotoMesh&Radio Sys Repl 2,659,794 2,678,419 2,678,419 2,694,494 0.6%
Transfer to Tax Notes Radio Sys Repl 96,019 963,725 963,725 969,994 0.0%
Transfer to Tax Notes Radio Sys Repl 0 0 208,407 906,976
Exchanges Fees & Bond Sale Expense 70,839 10,000 20,840 20,000 100.0%
Subtotal $40,735,778 $41,979,859 $42,405,175 $42,116,529 0.3%
New Debt - G.O. Debt 0 366,161 0 497,550 35.9%
New Debt-TxNts: Radio Sys Infra Repl 0 212,500 0 0 -100.0%
New Debt 0 578,661 0 497,550 -14.0%
TOTAL APPROPRIATIONS $40,735,778 $42,558,520 $42,405,175 $42,614,079 0.1%
Fund Summaries
Water & Sewer Fund Summary

2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $12,430,047 $8,224,030 $10,555,173 $10,550,089 28.3%

Revenues
Water Income $54,845,746 $61,035,890 $58,494,516 $62,236,249 2.0%
Sewer Income 49,793,133 53,280,000 51,878,130 52,354,600 -1.7%
Water Taps 83,432 92,596 75,276 84,296 -9.0%
Water & Sewer Penalties 1,416,547 1,339,257 1,389,364 1,420,082 6.0%
Water Meters 166,751 138,222 108,239 109,051 -21.1%
Construction Water 237,597 284,372 181,042 200,589 -29.5%
Service Connect Fee 148,253 156,586 145,723 146,816 -6.2%
Backflow Testing 292,425 288,425 380,100 382,951 32.8%
Sewer Tie-On 15,825 15,871 16,364 16,487 3.9%
Pre-Treatment Permits 29,325 28,203 61,815 62,279 120.8%
Interest Earnings 0 35,000 0 20,000 -42.9%
Transfer in for Education Building 148,928 148,928 157,239 157,239 5.6%
Misc. Income 560,843 463,828 712,579 590,366 27.3%
TOTAL REVENUES $107,738,805 $117,307,177 $113,600,387 $117,781,003 0.4%
TOTAL RESOURCES $120,168,852 $125,531,207 $124,155,560 $128,331,091 2.2%
APPROPRIATIONS
Operating Expense
Salaries & Wages $9,067,288 $9,404,695 $9,136,935 $9,277,219 -1.4%
Materials & Supplies 7,328,577 5,520,370 6,077,721 5,146,835 -6.8%
Contractual 4,425,082 5,279,499 5,046,626 5,241,035 -0.7%
NTMWD - Water 29,491,382 33,399,761 31,019,292 36,873,336 10.4%
NTMWD - Wastewater 13,592,292 13,851,825 13,559,828 13,835,895 -0.1%
NTMWD - Upper E. Fork Interceptor 8,116,232 9,093,939 8,931,339 8,096,493 -11.0%
Retirement of NTMWD Debt 822,480 837,195 829,670 869,233 3.8%
Sundry 910,216 388,529 523,055 538,821 38.7%
Reimbursements 315,193 224,300 288,163 285,215 27.2%
Subtotal $74,068,742 $78,000,112 $75,412,629 $80,164,082 2.8%
Capital Outlay 163,149 0 1,139,156 0 0.0%
TOTAL OPERATIONS $74,231,891 $78,000,112 $76,551,785 $80,164,082 2.8%
Transfer to General Fund $16,723,973 $17,689,077 $16,300,724 $16,935,647 -4.3%
Transfer to Debt Service 2,200,000 2,200,000 2,200,000 1,225,000 -44.3%
Transfer to W & S CIP 11,835,000 13,875,000 13,875,000 11,250,000 -18.9%
Transfer to Capital Reserve 1,200,000 1,200,000 1,200,000 1,200,000 0.0%
Transfer to Loss Fund 616,484 716,484 684,727 648,732 -9.5%
Transfer to Technology Fund 300,000 300,000 300,000 300,000 0.0%
Transfer to Technology Services 2,406,331 2,402,069 2,393,235 2,305,656 -4.0%
Transfer for Sustainability 100,000 100,000 100,000 100,000 0.0%
TOTAL TRANSFERS $35,381,788 $38,482,630 $37,053,686 $33,965,035 -11.7%
WORKING CAPITAL $10,555,173 $9,048,464 $10,550,089 $14,201,974 57.0%
Fund Summaries
Water & Sewer Debt Service Fund
Summary
2008-09 2009-10 2009-10 2010-11 2010-11
RESERVE FUND
WORKING CAPITAL $0 $0 $0 $0 0.0%
Fund Interest Income 0 0 0 0 0.0%
Transfer to W&S Debt Service 0 0 0 0 0.0%
TOTAL $0 $0 $0 $0 0.0%
FUND BALANCE $0 $0 $0 $0 0.0%
SINKING FUND
UNAPPROPRIATED FUND BALANCE $207,060 $322,766 $328,791 $426,741 24.4%
Transfer In (W & S Fund) $2,200,000 $2,200,000 $2,200,000 $1,225,000 -79.6%
Transfer In (W & S Reserve) 0 0 0 0 0.0%
Transfer to Escrow & Adj. 0 0 0 0 0.0%
Transfer In (Water Impact Fees) 0 0 0 0 0.0%
Transfer In (Sewer Impact Fees) 0 0 0 0 0.0%
Fund Interest Income 16,025 10,000 10,000 10,000 0.0%
TOTAL $2,216,025 $2,210,000 $2,210,000 $1,235,000 -78.9%
TOTAL RESOURCES $2,423,085 $2,532,766 $2,538,791 $1,661,741 -52.4%
APPROPRIATIONS
Principal $1,855,000 $1,940,000 $1,940,000 $1,260,000 -54.0%
Interest 239,294 172,050 172,050 75,050 -129.2%
Fees 0 0 0 0 0.0%
Subtotal $2,094,294 $2,112,050 $2,112,050 $1,335,050 -58.2%
Transfer to Sewer CIP 0 0 0 0 0.0%
TOTAL TRANSFERS $0 $0 $0 $0 0.0%
UNAPPROPRIATED FUND BALANCE $328,791 $420,716 $426,741 $326,691 -28.8%
Fund Summaries
Sustainability & Environmental

Services Fund Summary

2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $1,968,275 $1,083,437 $1,970,455 $1,624,097 49.9%
Revenues
Commercial Franchise $6,198,973 $6,709,797 $6,447,518 $6,504,545 -3.1%
Special Refuse Collection 67,216 63,114 82,464 82,588 30.9%
Residential Collection 12,604,378 12,603,597 12,620,722 12,620,722 0.1%
Allied Waste, Inc. 134,017 76,477 75,720 76,477 0.0%
Recycling 103,066 150,000 551,049 300,000 100.0%
Sales of Landscape Bags 40,806 34,913 40,178 40,982 17.4%
Contributions via Utility Billing 11,634 11,600 11,600 11,600 0.0%
Sale of Compost 998,206 1,011,287 1,011,287 1,191,287 17.8%
Tipping Fees 600,027 704,984 754,984 770,984 9.4%
Miscellaneous 539,336 669,170 343,971 364,326 -45.6%
Reimbursements 209,537 188,619 167,793 169,240 -10.3%
Sustainability Program Transfer 100,000 100,000 100,000 100,000 0.0%
Trans from Fund Bal for Loan Payoff 280,892 0 0 0 0.0%
TOTAL REVENUES $21,888,088 $22,323,558 $22,207,286 $22,232,751 -0.4%
TOTAL RESOURCES $23,856,363 $23,406,995 $24,177,741 $23,856,847 1.9%
APPROPRIATIONS
Operating Expense
Salaries & Wages $6,046,149 $6,141,377 $6,201,299 $6,195,084 0.9%
Materials & Supplies 403,557 340,290 439,792 344,353 1.2%
Contractual 6,247,668 6,931,873 6,520,680 6,813,817 -1.7%
NTMWD 6,883,746 7,725,574 7,717,648 8,055,652 4.3%
Sundry 145,358 70,179 101,836 93,169 32.8%
Reimbursements 22,719 0 145,562 0 0.0%
Subtotal $19,749,197 $21,209,293 $21,126,817 $21,502,075 1.4%
Capital Outlay 191,759 0 0 6,500 0.0%
Transfer to General Fund $886,376 $889,114 $892,035 $892,100 0.3%
Transfer to W&S Fund-Env. Ed. Bldg. 429,820 157,239 157,239 157,239 0.0%
Transfer to Internal Loan Program 238,797 0 0 0 0.0%
Transfer to Loss Fund 329,959 339,593 317,553 323,805 -4.6%
TOTAL TRANSFERS $1,944,952 $1,445,946 $1,426,827 $1,433,144 -0.9%
WORKING CAPITAL $1,970,455 $751,756 $1,624,097 $915,128 21.7%
Fund Summaries
Municipal Drainage Utility Fund
Summary
2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $4,783,774 $2,308,190 $4,605,320 $2,347,724 1.7%
Revenues
Environmental Assessment Fees:
Residential Class Fees $2,744,139 $2,741,668 $2,846,264 $2,850,534 4.0%
Commercial Class Fees 2,305,567 2,265,945 2,291,397 $2,294,834 1.3%
Miscellaneous 5,202 0 6,000 0 0.0%
Interest Income 64,605 85,000 42,479 42,440 -50.1%
TOTAL REVENUES $5,119,513 $5,092,613 $5,186,140 $5,187,807 1.9%
TOTAL RESOURCES $9,903,287 $7,400,803 $9,791,460 $7,535,531 1.8%
APPROPRIATIONS
Operating Expense
Salaries & Wages $1,198,813 $1,565,735 $1,379,721 $1,345,668 -14.1%
Materials & Supplies 243,892 265,464 371,184 254,514 -4.1%
Contractual 646,595 861,708 792,536 691,688 -19.7%
Sundry 9,803 79,674 9,968 3,961 -95.0%
Reimbursements 268,207 254,039 309,719 308,240 21.3%
Subtotal $2,367,310 $3,026,620 $2,863,128 $2,604,071 -14.0%
Capital Outlay 38,505 0 0 300,000 0.0%

Transfer to Revenue Debt 2,522,144 2,621,312 2,496,574 2,911,142 11.1%
TOTAL TRANSFERS $2,892,152 $2,991,845 $2,876,210 $3,291,318 10.0%
EST. RESERVE REQUIREMENT 0 0 1,704,398 0
WORKING CAPITAL $4,605,320 $1,382,338 $2,347,724 $1,340,142 -3.1%
Fund Summaries
Convention & Tourism Fund Summary

2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $4,056,600 $2,121,270 $2,394,612 $1,343,957 -36.6%

Revenues
Hotel/Motel Receipts $3,951,890 $4,494,486 $3,907,046 $3,946,116 -12.2%
Civic Center Fees 2,430,881 2,606,819 2,093,828 1,992,858 -23.6%
Miscellaneous 8,249 7,000 1,000 1,000 0.0%
Interest Income 52,196 60,000 32,827 30,000 -50.0%
TOTAL REVENUES $6,443,216 $7,168,305 $6,034,701 $5,969,975 -16.7%
TOTAL RESOURCES $10,499,816 $9,289,574 $8,429,313 $7,313,932 -21.3%
APPROPRIATIONS
Operating Expenses
Convention & Visitors Bureau $1,447,647 $1,691,797 $1,717,014 $1,764,377 4.3%
Civic Center Operations 3,474,785 4,067,274 3,429,374 3,776,989 -7.1%
Support of the Arts 677,710 661,173 586,057 591,917 -10.5%
Historic Preservation 682,710 661,173 586,057 591,917 -10.5%
Special Events 118,655 157,190 143,777 157,190 0.0%
Civic Center Equipment Rpl Fund 364,091 1,000,000 251,568 0 -100.0%
Subtotal $6,765,598 $8,238,607 $6,713,847 $6,882,391 -16.5%
Capital Outlay 132,318 0 49,774 0 0.0%
Transfer to General Fund $353,168 $358,415 $301,735 $298,499 -16.7%

Transfer to Technology Fund 20,000 20,000 20,000 0 -100.0%
Transfer to Debt Service 834,120 0 0 0 0.0%
TOTAL TRANSFERS $1,207,288 $378,415 $321,735 $298,499 -21.1%
WORKING CAPITAL $2,394,612 $672,552 $1,343,957 $133,042 -80.2%
Days of Operation 7
Fund Summaries
Golf Course Fund Summary
2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $59,483 $13,458 $55,799 $0 -100.0%

Revenues
Golf Fees $774,382 $850,000 $637,472 $68,000 -92.0%
Concessions 12,539 15,000 5,780 0 -100.0%
Interest Income 708 1,000 700 0 -100.0%
Miscellaneous 5,832 11,000 5,000 0 -100.0%
Reimbursements 0 0 51,566 303,735
TOTAL REVENUES $793,461 $877,000 $700,518 $371,735 -57.6%
TOTAL RESOURCES $852,944 $890,458 $756,317 $371,735 -58.3%
APPROPRIATIONS
Operating Expense
Salaries & Wages $492,338 $480,118 $448,558 $116,481 -75.7%
Supplies 60,002 87,310 75,310 27,200 -68.8%
Contractual Services 198,662 226,371 230,449 226,354 -0.0%
Sundry Charges 1,593 2,000 2,000 1,700 -15.0%
Subtotal $752,595 $795,799 $756,317 $371,735 -53.3%
Capital Outlay 0 0 0 0 0.0%
TOTAL OPERATIONS $752,595 $795,799 $756,317 $371,735 -53.3%
Transfer to General Fund 44,550 44,550 0 0 -100.0%
TOTAL TRANSFERS $44,550 $44,550 $0 $0 -100.0%
TOTAL APPROPRIATIONS $797,145 $840,349 $756,317 $371,735 -55.8%
WORKING CAPITAL $55,799 $50,109 $0 $0 -100.0%
Days of Operation
** Municipal Golf Course is scheduled to close for renovations on October 1, 2010. Estimated
re-opening is scheduled for October 2011.
Fund Summaries
Recreation Revolving Fund Summary

2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $530,291 $378,035 $529,180 $419,479 11.0%
Revenues
Recreation Fees $3,279,909 $3,039,167 $3,359,409 $3,015,508 -0.8%
Contributions 24,726 15,600 19,290 26,650 70.8%
Interest Income 19,291 14,000 14,000 14,000 0.0%
Sundry 21,119 28,056 33,481 69,300 147.0%
TOTAL REVENUES $3,345,045 $3,096,823 $3,426,180 $3,125,458 0.9%
TOTAL RESOURCES $3,875,336 $3,474,858 $3,955,360 $3,544,937 2.0%
APPROPRIATIONS
Operating Expense
Salaries & Wages $1,359,129 $1,351,047 $1,398,658 $1,382,589 2.3%
Materials & Supplies 232,334 209,362 227,058 224,941 7.4%
Contractual 1,572,163 1,523,789 1,707,737 1,486,296 -2.5%
Sundry 27,006 30,508 31,119 30,619 0.4%
Subtotal $3,190,632 $3,114,706 $3,364,572 $3,124,445 0.3%
TOTAL TRANSFERS $155,524 $154,841 $171,309 $156,273 0.9%
WORKING CAPITAL $529,180 $205,311 $419,479 $264,219 28.7%
Fund Summaries
Property & Liability Loss Fund
Summary
2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $1,690,722 $185,922 $465,279 $297,566 37.5%
Resources
General Fund Transfer In $2,800,000 $2,800,000 $2,972,055 $2,686,758 -4.2%
Water & Sewer Fund Transfer In 616,484 716,484 682,617 648,732 -10.4%
Sustain. & Env. Svcs. Fund Transfer In 329,959 339,593 315,370 323,805 -4.9%
Claims Recovered 74,974 200,000 200,000 200,000 0.0%
Interest Earned 67,805 100,000 50,000 50,000 -100.0%
TOTAL REVENUES $3,889,222 $4,156,077 $4,220,042 $3,909,295 -6.3%
TOTAL RESOURCES $5,579,944 $4,341,999 $4,685,321 $4,206,861 -3.2%
APPROPRIATIONS
Workers' Compensation $2,027,355 $1,200,000 $1,200,000 $1,200,000 0.0%
Judgements and Damages 666,668 1,000,000 500,000 600,000 -66.7%
Risk Management Operations 2,420,642 1,901,329 2,687,755 1,895,296 -0.3%
UNAPPROPRIATED FUND BALANCE $465,279 $240,670 $297,566 $511,565 53.0%
Fund Summaries
Community Access TV Fund Summary

2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $338,475 $115,863 $254,378 $297,035 156.4%
Revenues
Plano Television Network Fee $258,945 $285,000 $285,000 $305,855 7.3%
Interest Income 5,853 7,000 3,000 3,000 -57.1%
Cable Community Grant 150,000 150,000 150,000 150,000 0.0%
Transfer In Gen Fund - Franchise
Fees 133,769 134,772 134,772 0 -100.0%
Transfer In Technology Fund 250,000 250,000 250,000 250,000 0.0%
Miscellaneous 12,709 500 500 500 0.0%
TOTAL REVENUES $811,276 $827,272 $823,272 $709,355 -14.3%
TOTAL RESOURCES $1,149,751 $943,135 $1,077,650 $1,006,390 6.7%
APPROPRIATIONS
Operating Expense
Salaries & Wages $771,442 $651,650 $645,782 $637,385 -2.2%
Materials & Supplies 55,540 55,885 57,609 47,189 -15.6%
Contractual 67,940 84,302 74,779 79,892 -5.2%
Sundry 2,393 2,500 1,645 1,300 -48.0%
Equipment Replacement 0 75,000 0 150,000 100.0%
Subtotal 897,315 869,337 779,815 915,766 5.3%
Capital Outlay (1,942) 0 800 0 0.0%
TOTAL APPROPRIATIONS 895,373 869,337 780,615 915,766 5.3%
WORKING CAPITAL $254,378 $73,798 $297,035 $90,624 22.8%
Fund Summaries
Capital Reserve Fund Summary
2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $37,446,122 $26,017,371 $38,907,914 $25,822,914 -0.7%
Revenues
General Fund Transfer In $10,500,000 $10,500,000 $10,500,000 $10,500,000 0.0%
Water & Sewer Transfer In 1,200,000 1,200,000 1,200,000 1,200,000 0.0%
Property Mgmt Transfer In 0 0 0 433,351 0.0%
Fund Interest Earnings 584,348 550,000 425,000 400,000 -27.3%
Rollback Taxes 263,577 300,000 100,000 100,000 -66.7%
Miscellaneous 6,500 0 0 0 0.0%
Transfer from Developer's Escrow 1,093,249 0 0 0 0.0%
Reimbursement from Collin County 1,404,847 1,500,000 1,500,000 1,500,000 0.0%
Screening Walls 0 2,500 0 0 -100.0%
TOTAL REVENUE $15,052,521 $14,052,500 $13,725,000 $14,133,351 0.6%
TOTAL RESOURCES $52,498,643 $40,069,871 $52,632,914 $39,956,265 -0.3%
APPROPRIATIONS
Streets & Drainage Projects $6,895,227 $9,354,000 $15,314,000 $9,294,000 -0.6%

Park Improvement Projects 3,157,491 4,580,000 4,617,000 3,710,000 -19.0%
Municipal Facilities Projects 3,530,628 2,319,000 6,449,000 3,571,000 54.0%
Water & Sewer Projects 228,325 450,000 430,000 450,000 0.0%
Audit Adjustment (220,942) 0 0 0 0.0%
WORKING CAPITAL $38,907,914 $23,366,871 $25,822,914 $22,931,265 -1.9%
Fund Summaries
Equipment Replacement Fund

Summary
2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $10,159,065 $10,398,608 $15,622,990 $10,369,790 -0.3%
Depreciation Transfers In
General Fund $3,987,102 $3,804,206 $3,590,960 $3,519,322 -7.5%
Police - Special Equipment Fund 436,825 296,400 430,022 435,000 46.8%
Fire - Special Equipment Fund 443,757 360,000 445,530 450,000 25.0%
Recreation - Equipment Fund 0 250,000 250,000 250,000 0.0%
Grant Fund 152,350 0 0 0 0.0%
Government Access/CATV 4,054 4,054 4,054 4,054 0.0%
Water & Sewer 538,333 499,338 474,523 516,452 3.4%
Sustainability & Environmental Svcs. 1,791,263 1,814,074 1,445,803 1,821,635 0.4%
Convention & Tourism 14,706 15,622 13,997 14,902 -4.6%
Municipal Drainage Utility 171,771 114,223 111,104 116,440 1.9%
Golf Course 91,090 82,238 77,807 72,330 -12.0%
Recreation Revolving 3,665 247 207 0 -100.0%
Equipment Maintenance 75,057 69,552 69,300 44,397 -36.2%
Office Services 8,635 8,510 3,213 0 -100.0%
Warehouse 3,381 3,381 3,381 3,381 0.0%
Property/Liability Loss 11,701 10,313 4,815 5,600 -45.7%
Technology Services 19,502 19,502 40,287 36,823 88.8%
Traffic Safety Fund 7,403 7,403 7,403 7,403 0.0%
TOTAL TRANSFERS $7,760,595 $7,359,063 $6,972,406 $7,297,739 -0.8%
Other Revenues
Auction Proceeds $482,812 $410,000 $445,337 $360,000 -12.2%
Interest 170,908 225,000 162,237 225,000 0.0%
Internal Loans 238,797 0 0 0 0.0%
Miscellaneous -22,001 0 0 0 0.0%
TOTAL REVENUE $8,631,111 $7,994,063 $7,579,980 $7,882,739 -1.4%
TOTAL RESOURCES $18,790,176 $18,392,671 $23,202,970 $18,252,529 -0.8%
Expenditures
General Fund 1,664,038 $4,054,000 $8,798,583 $1,385,000 -65.8%
Police - ERF 179,751 335,000 390,001 1,180,000 252.2%
Fire - ERF 20,499 546,230 576,990 425,899 -22.0%
Recreation - ERF 0 250,000 250,000 250,000 0.0%
Civic Centre - ERF 0 0 0 71,000
Grant Fund 152,350 0 0 0 0.0%
Water & Sewer 288,462 740,000 652,617 805,000 8.8%
Sustainability & Environmental Svcs. 438,774 1,570,000 1,845,088 1,333,000 -15.1%
Convention & Tourism Fund 362 50,000 84,380 0 -100.0%
Municipal Drainage 45,058 42,000 42,000 149,000 254.8%
Golf Course 43,948 10,000 10,000 90,000 800.0%
Equipment Maintenance 4 5 5 0 83,521 150,354 0.0%
Miscellaneous & Small Equipment 333,489 448,862 100,000 375,000 -16.5%
TOTAL EXPENDITURES 3,167,186 $8,046,092 $12,833,180 $6,214,253 -22.8%
WORKING CAPITAL $15,622,990 $10,346,579 $10,369,790 $12,038,276 16.4%
POLICE EQUIPMENT RESERVE $1,346,022 $1,121,003 $1,396,043 $651,043 -41.9%
FIRE EQUIPMENT RESERVE $1,210,965 $860,023 $1,084,505 $1,108,606 28.9%
RECREATION EQUIPMENT RES. $0 $250,000 $90,000 $90,000 0.0%
CIVIC CENTRE EQUIPMENT RES. $0 $0 $0 $129,000 0.0%
ERF UNRESERVED $13,066,004 $8,115,553 $7,799,243 $10,059,628 24.0%
TOTAL WORKING CAPITAL $15,622,990 $10,346,579 $10,369,790 $12,038,276 16.4%
Fund Summaries
Property Management Fund Summary
2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $432,081 $432,555 $450,179 $433,351 0.2%

Revenues
Rents $42,309 $39,431 $34,431 $0 -100.0%
Interest 7,048 5,000 5,000 0 -100.0%
TOTAL REVENUES $49,357 $44,431 $39,431 $0 -100.0%
TOTAL RESOURCES $481,438 $476,986 $489,610 $433,351 -9.1%
APPROPRIATIONS
Operating Expense
Materials & Supplies $315 $500 $0 $0 -100.0%
Contractual 30,944 7,357 56,259 0 -100.0%
Subtotal 31,259 7,857 56,259 0 -100.0%
TOTAL OPERATIONS $31,259 $7,857 $56,259 $0 -100.0%
Transfer to Capital Reserve 0 0 0 433,351 0.0%
TOTAL TRANSFERS $0 $0 $0 $433,351 0.0%
TOTAL APPROPRIATIONS $31,259 $7,857 $56,259 $433,351 5415.5%
WORKING CAPITAL $450,179 $469,129 $433,351 $0 -100.0%
Fund Summaries
HUD Fund Summary

2008-09 2009-10 2009-10 2010-11 2010-11
TOTAL HUD REVENUES $1,439,456 $1,982,151 $1,924,553 $1,759,098 -11.3%

APPROPRIATIONS
CDBG:
Housing Rehabilitation $586,525 $751,750 $560,001 $746,782 -0.7%
Administrative 157,607 165,738 267,307 277,000 67.1%
Homelessness Prevention 20,000 38,746 51,662 38,185 -1.4%
Homeownership Program 33,435 6,050 92,301 52,126 761.6%
Habitat for Humanity of South Collin
-100.0%
Co. 42,644 100,000 30,000 0
Collin County MHMR/ Lifepath
0.0%
Systems 0 12,525 16,700 0
Plano Housing Corporation 18,897 25,000 39,008 35,000 40.0%
Collin Intervention to Youth 5,781 0 0 0 0.0%
Boys and Girls Clubs of Collin
13.3%
County 17,000 15,000 16,592 17,000
AIDS Services of North Texas 61,864 38,250 44,450 52,000 35.9%
Plano Housing Authority 7,733 0 0 0 0.0%
Plano Community Homes 68,637 0 0 0 0.0%
Communities in Schools Dallas 47,760 26,250 30,240 30,000 14.3%
Crossroads Family Services 31,891 23,025 30,700 0 -100.0%
LaunchAbility 0 0 0 25,000 0.0%
Maurice Barnett Geriatric Wellness 0 0 0 49,000
Sub-Total CDBG: $1,099,774 $1,202,334 $1,178,961 $1,322,093 10.0%
HOME:
Housing Rehabilitation $179,217 $200,000 $196,727 $51,881 -74.1%
Administrative 19,235 31,187 44,977 67,655 116.9%
Homeownership Program (ADDI) 79,406 143,950 206,888 119,941 -16.7%
Plano Housing Corporation 77,835 150,000 190,500 108,493 -27.7%
Habitat for Humanity of South Collin
38.5%
Co. 54,965 117,000 165,000 162,000
Christ United Methodist Church 71,832 46,500 46,500 50,000 7.5%
Sub-Total HOME: $482,490 $688,637 $850,592 $559,970 -18.7%

Fund Summaries
Criminal Investigation Fund Summary
2008-09 2009-10 2009-10 2010-11 2010-11
UNAPPROPRIATED FUND
BALANCE $1,007,960 $794,060 $1,344,402 $1,193,370 50.3%
Forfeited Property $260,469 $50,000 $50,000 $50,000 0.0%

Interest 17,404 10,500 10,500 10,500 0.0%
Auction Proceeds 58,569 20,000 35,000 20,000 0.0%
Grants and Miscellaneous 27,478 10,000 61,532 10,000 0.0%
TOTAL REVENUES $363,920 $90,500 $157,032 $90,500 0.0%
TOTAL RESOURCES $1,371,880 $884,560 $1,501,434 $1,283,870 45.1%
APPROPRIATIONS
Operating Expense
Materials & Supplies $0 $110,000 $90,000 $75,000 -31.8%
Contractual - Professional 7,966 20,000 143,064 115,000 475.0%
Reimbursements to Other Funds 19,513 10,000 25,000 10,000 0.0%
Capital Outlay 0 170,000 50,000 110,000 -35.3%
TOTAL APPROPRIATIONS $27,479 $310,000 $308,064 $310,000 0.0%
UNAPPROPRIATED FUND
BALANCE $1,344,402 $574,560 $1,193,370 $973,870 69.5%
Fund Summaries
Technology Fund Summary

2008-09 2009-10 2009-10 2010-11 2010-11
WORKING CAPITAL $20,006,196 $14,012,651 $22,040,360 $9,684,250 -30.9%

Revenues
General Fund $1,000,000 $1,000,000 $1,000,000 $1,000,000 0.0%
Water & Sewer Fund 300,000 300,000 300,000 300,000 0.0%
Sustainability & Environmental 60,000 60,000 60,000 60,000 0.0%
Convention & Tourism Fund 20,000 20,000 20,000 0 -100.0%
Sprooles Library Fund 0 0 145,609 0
Interest Earnings 348,922 300,000 355,000 300,000 0.0%
Transfer from PC Replacement 1,150,000 500,000 500,000 0 -100.0%
Transfer from Tech Fund 66 2,000,000 0 0 0 0.0%
Intergovernmental Revenue 143,192 0 28,638 0 0.0%
Certificates of Obligation 6,437,735 10,000,000 10,119,767 0 -100.0%
TOTAL REVENUES $11,479,849 $12,200,000 $12,549,014 $1,680,000 -86.2%
TOTAL RESOURCES $31,486,045 $26,212,651 $34,589,374 $11,364,250 -56.6%
APPROPRIATIONS
Operating Expense
Fund 62 Projects $1,750,724 $1,436,542 $5,248,737 $988,600 -31.2%
Fund 29 Projects 6,244,961 6,785,221 19,406,387 6,944,689 2.4%
Transfer to CATV 250,000 250,000 250,000 250,000 0.0%
Transfer to Fire Facilities 1,200,000 0 0 0 0.0%
TOTAL TRANSFERS $1,450,000 $250,000 $250,000 $250,000 0.0%
WORKING CAPITAL $22,040,360 $17,740,888 $9,684,250 $3,180,961 -82.1%
RESERVED FOR PROJECTS $0 $0 $0 1,000,000 0.0%
WORKING CAPITAL $22,040,360 $17,740,888 $9,684,250 $2,180,961 -87.7%
Fund Summaries
PC Replacement Fund Summary
2008-09 2009-10 2009-10 2010-11* 2010-11
WORKING CAPITAL $1,987,144 $805,469 $864,896 $639,094 -20.7%
Revenues
General Fund $604,664 $401,938 $401,938 $0 -100.0%
Govt Access/CATV 4,101 4,101 4,101 0 -100.0%
Municipal Court Technology 8,657 8,657 8,657 0 -100.0%
Water & Sewer Fund 37,461 37,461 37,461 0 -100.0%
Sustainability & Environ. Svcs. 18,587 18,587 18,587 0 -100.0%
Convention & Tourism 15,316 15,316 15,316 0 -100.0%
Recreation Revolving 380 380 380 0 -100.0%
Equipment Maintenance 8,471 8,471 8,471 0 -100.0%
Office Services 2,545 2,545 2,545 0 -100.0%
Municipal Warehouse 1,055 1,055 1,055 0 -100.0%
Property/Liability Loss 4,918 4,918 4,918 0 -100.0%
Technology Services 59,975 59,975 59,975 0 -100.0%
Economic Development 2,735 2,735 2,735 0 -100.0%
Miscellaneous 33,840 45,000 26,916 15,000 -66.7%
TOTAL REVENUES $802,705 $611,139 $593,055 $15,000 -97.5%
TOTAL RESOURCES $2,789,849 $1,416,608 $1,457,951 $654,094 -53.8%
APPROPRIATIONS
Operating Expense
Non-Capital Software $0 $0 $0 $0 0.0%
Non-Capital Hardware 601,401 186,139 300,357 50,000 -73.1%
Sundry 32,873 0 0 0 0.0%
Capital Software 0 0 0 0 0.0%
Capital Computer Hardware 140,679 18,500 18,500 18,500 0.0%
TOTAL OPERATIONS $774,953 $204,639 $318,857 $68,500 -66.5%
Transfer to Technology Fund $1,150,000 $500,000 $500,000 $0 -100.0%
TOTAL APPROPRIATIONS $1,924,953 $704,639 $818,857 $68,500 -90.3%
WORKING CAPITAL $864,896 $711,969 $639,094 $585,594 -17.8%
Computer Reserve $200,000 $500,000 $500,000 $0 -100.0%
Available Fund Balance $664,896 $211,969 $139,094 $585,594 176.3%
Total Working Capital $864,896 $711,969 $639,094 $585,594 -17.8%
* 2010-11 will be a "catch-up" year for PC Replacements. A new replacement cycle will begin in FY 2011-12.
Fund Summaries
Detail of Intragovernmental Transfers

Summary
2008-09 2009-10 2009-10 2010-11 2010-11
TO GENERAL FUND FROM:
Water & Sewer Fund $16,723,973 $17,689,077 $16,300,724 $16,935,647 -4.30%
Sustainability & Environmental Services Fund 886,376 889,114 892,035 892,100 0.30%
Golf Course Fund 44,550 44,550 0 0 -100.00%
Convention & Tourism Fund 353,168 358,415 301,735 298,499 -16.70%
Subtotal General Fund $18,513,599 $19,486,530 $18,025,440 $18,642,695 -4.30%
TO G. O. DEBT FUND FROM:

Convention & Tourism Fund $834,120 $0 $0 $0 0.00%
Subtotal G. O. Debt Fund $834,120 $0 $0 $0 0.00%
TO WATER & SEWER DEBT SERVICE FROM:

Water & Sewer Fund $2,200,000 $2,200,000 $2,200,000 $1,225,000 -79.60%
Subtotal Water & Sewer Debt Service Fund $2,200,000 $2,200,000 $2,200,000 $1,225,000 -79.60%
TO COMMUNITY ACCESS TV FUND FROM:

General Fund $133,769 $134,772 $134,772 $0 0.00%
Technology Fund 250,000 250,000 250,000 250,000 0.00%
Subtotal Community Access TV Fund $383,769 $384,772 $384,772 $250,000 -53.90%
TOTAL INTRAGOVERNMENTAL $21,931,488 $22,071,302 $20,610,212 $20,117,695 -8.90%

Personnel
2010-11 Personnel Worksheet - Full
Time Positions by Department
2009-10 2009-10 2009-10 2010-11 2010-11
Department / Position Budget Changes Re-Est Changes Budget
01-112 City Manager

Administrative Assistant, Sr. 1 1 2 2
City Manager 1 1 1
Administrative Assistant 0 0 0
Administrative Assistant, Executive 2 (1) 1 1
4 0 4 4
01-113 Legal
Assistant City Attorney II 1 1 1
Assistant City Attorney III 3 3 3
City Attorney 1 1 1
First Assistant City Attorney 1 1 1
Legal Secretary 3 3 3
Legal Secretary, Sr. 1 1 1
Paralegal, Sr. 1 1 1
11 11 11
01-114 Municipal Court Judge

Administrative Assistant, Sr. 1 1 1
Associate Judge 1 1 1
Associate Judge, Sr. 1 1 1
Chief Municipal Court Judge 1 1 1
Court Coordinator 1 1 1
5 5 5
01-115 City Secretary

Assistant City Secretary 1 1 1
City Secretary 1 1 1
3 3 3
01-116 Public Information

Administrative Coordinator 1 1 1
Director Public Information 1 1 1
Public Information Assistant 2 (2) 0 0
Public Info. Coordinator Sr. 3 3 3
7 (2) 5 5
01-121 Development Business Center

Administrative . Asst. to DCM 1 1 1
Deputy City Manager 1 1 1
2 2 2
01-195 Publishing
Publishing Coordinator 1 (1) 0 0
Sr. Publishing Coordinator 2 (2) 0 0
3 (3) 0 0
01-211 Finance
Director of Finance 1 1 1
2 2 2
01-212 Accounting
Account Clerk II 5 5 5
Account Clerk, Sr. 5 5 5
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Accountant I 1 1 1
Accountant II 2 2 2
Accounting Supervisor 2 2 2
Controller 1 1 1
Payroll Supervisor 1 1 1
17 17 17
01-213 Budget & Research

Budget Analyst I 1 1 1
Budget Analyst II 1 1 2 2
Budget Analyst, Sr. 2 (2) 0 0
Budget Consultant 0 2 2 2
Budget and Grant Coordinator 1 (1) 0 0
Budget Manager 1 1 1
Director of Budget & Research 1 1 1
7 0 7 7
01-214 Municipal Court Administration

Court Systems Administrator 1 1 1
Municipal Court Administrator 1 1 1
Municipal Court Clerk I 2 2 2
Municipal Court Clerk II 17 17 17
Municipal Court Clerk Supervisor 2 2 2
Municipal Court Clerk, Sr. 9 9 9
System Support Coordinator, Sr. 2 2 2
34 34 34
01-216 Internal Audit

Internal Audit Manager 1 1 1
Internal Auditor 1 1 1
2 2 2
01-217 Treasury
Treasurer 1 1 1
Treasury Analyst I 0 0 0
Treasury Analyst II 1 1 1
2 2 2
01-219 Financial Systems Administration

CNC Engineer 1 1 1
Financial System Manager 1 1 1
2 2 2
01-321 Records Management

Mail Clerk 0 2 2 0 2
Micrographics Technician, Sr. 3 3 3
Public Information Assistant 0 2 2 2
Records Manager 1 1 1
5 4 9 0 9
01-352 Facilities Maintenance

Facilities Construction Coordinator 1 1 (1) 0
Facilities Maintenance Mechanic II 6 6 6
Facilities Maintenance Mechanic, Sr. 3 3 3
Facilities Maintenance Operations Supervisor 1 1 1
Facilities Maintenance Superintendent 1 1 1
Facilities Maintenance Technician 4 4 4
Facilities Maintenance Technician, Sr. 4 4 4
Facilities Technical Operations Supervisor 1 1 1
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
23 23 (1) 22
01-353 Facilities Services

Custodian 1 1 1
Facilities Services Rep. 2 2 2
Facilities Services Rep., Sr. 2 2 2
Facilities Services Supervisor 1 1 1
6 6 6
01-361 Purchasing
Buyer I 1 2 3 3
Buyer II 2 2 2
Buyer, Sr. 2 (1) 1 1
Buyer Supervisor 2 2 2
Chief Purchasing Officer 1 1 1
Purchasing Manager 1 1 1
Specification Analyst 1 1 1
10 1 11 11
01-381 Human Resources

Administrative Assistant, Sr 1 1 (1) 0
Administrative Support Supv 1 1 1
Assistant City Manager 1 (1) 0 0
Benefits Specialist, Sr 1 1 1
Compensation Specialist, Sr 1 1 1
Compensation/Benefits Manager 1 1 1
Director Human Resources 0 1 1 (1) 0
Human Resources Assistant, Sr 1 1 1
Human Resources Generalist, Sr 3 3 3
Human Resources Manager 1 1 1
Retirement Administrator 0 1 1
Retirement Specialist 1 0 0
13 0 13 (2) 11
01-384 Professional Development Center

Administrative Assistant, Sr 1 1 1
HRIS Specialist 1 1 1
Organizational Development Manager 1 1 1
4 4 4
01-385 Volunteer Resources
Volunteer Coordinator 0 1 1 1
Volunteer Resources Supervisor 1 1 1
1 1 2 2
01-511 Public Safety Svcs Business Center

Administrative . Asst. to DCM 1 1 1
Deputy City Manager - PSSBC 1 1 1
2 2 2
01-532 Police
Assistant Chief of Police 1 1 1
Captain 4 4 4
Chief of Police 1 1 1
Lieutenant 13 13 13
Police Officer 283 (1) 282 282
Sergeant 38 38 38
Account Clerk I 1 1 1
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Administrative Support Supervisor 1 1 1
CAPERS Coordinator 1 1 1
Compliance Coordinator, Sr. 1 1 1
Crime Prevention Specialist 1 1 1
Crime Scene/Property Ev./Qtr Mgr. 1 1 1
Criminalist 10 10 10
Criminalist Supervisor 3 3 3
Jail Manager 1 1 1
Jail Supervisor 6 6 6
Jailer 29 29 29
Police Administrative Manager 1 1 1
Police Alarm Assistant 3 (1) 2 2
Police Budget Analyst 1 1 1
Police Crime Analyst 2 2 2
Police Crime Analyst, Sr. 1 1 1
Police Laboratory Safety Coord 1 1 1
Police Legal Advisor, Sr. 1 1 1
Police Open Records Assistant 1 1 1
Police Open Records Assistant, Sr. 1 1 1
Police Planning & Research Coordinator 1 1 1
Police Public Info Coordinator 1 1 1
Police Quarter Master Assistant 5 5 5
Police Quarter Master, Sr. 1 1 1
Police Quarter Master Supervisor 1 1 1
Police Records Assistant 26 (1) 25 25
Police Records Assistant, Sr. 2 2 2
Police Records Manager 1 1 1
Police Records Supervisor 3 3 3
Police Terminal Agency Coordinator 1 1 1
Property Unit Supervisor 1 1 1
Property/Evidence Specialist 4 4 4
Public Safety Officer Supervisors 2 2 2
Public Safety Officers 18 18 18
Website Assistant 1 1 1
485 (3) 482 482
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
01-534 Public Safety Communications
9-1-1 Coordinator 1 1 1
Director Public Safety Communications 1 1 1
PSC Computer Operations Coord. 1 1 1
PSC Operations Coordinator 1 1 1
Public Safety Communications Educ Rep 1 1 1
Public Safety Communications Manager 2 2 2
Public Safety Communications Specialist (or Recruit) 61 61 61
Public Safety Communications Supervisor 6 6 6
Public Safety Communications Training Coordinator 3 3 3
Quality Assurance Coordinator 2 2 2
Radio System Coordinator 1 1 1
Radio System Manager 1 1 1
Radio Technician 2 1 1
Radio Technician , Sr. 0 1 1 2
86 86 1 87
01-536 Plano-Richardson Training Center

Police Training Assistant 1 1 1
1 1 1
01-552 Fire
Assistant Fire Chief 4 4 4
Battalion Chief 9 9 9
Fire Apparatus Operator 51 51 51
Fire Captain 39 3 42 42
Fire Chief 1 1 1
Fire Rescue Specialist 193 193 193
Lieutenant 24 (4) 20 20
321 (1) 320 320
01-555 Fire Civilian

Administrative Assistant 3 3 (1) 2
Fire Budget Analyst 1 1 1
Fire Open Records Assistant 1 1 1
Fire Research Analyst 1 1 1
12 12 (1) 11
01-556 Emergency Management

Director Emergency Management 1 1 1
Emergency Management Specialist 1 1 1
Emergency Management Specialist Sr. 2 2 2
5 5 5
01-582 Health
Director Environmental Health 1 1 1
Environmental Health Specialist 5 5 (1) 4
Environmental Health Specialist, Sr 4 4 4
Health Manager 1 1 1
Inspection Services Supervisor 1 1 1
16 16 (1) 15
01-583 Animal Services

Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Animal Services Manager 1 1 1
Animal Services Officer I 0 1 1 1
Animal Services Officer II 17 (1) 16 16
Animal Services Officer, Sr 2 2 2
Animal Services Supervisor 2 2 2
23 0 23 23
01-611 Public Services & Operations Business Center

Deputy City Manager 1 1 1
1 1 1
01-619 Property Standards

Director Property Standards 1 1 1
Property Standards Manager 1 1 1
Property Standards Specialist 12 12 12
Property Standards Specialist, Sr. 3 3 3
23 23 23
01-622 Planning
Administrative Assistant, Tech 2 2 2
Community Development Coordinator 3 (1) 2 2
Community Development Coordinator, Sr. 1 1 2 2
Community Services Manager 1 1 1
Data Base Administrator 1 1 (1) 0
Day Labor Center Coordinator 2 2 2
Day Labor Center Supervisor 1 1 1
Director of Planning 1 1 1
GIS Analyst 1 (1) 0 0
GIS Analyst, Sr. 3 1 4 4
GIS Manager 1 1 1
GIS Tech 1 1 1
Landscape Architect 1 1 1
Long Range Planning Manager 1 1 (1) 0
Mapping/Information Supervisor 1 1 1
Mapping/Information Tech 1 1 1
Neighborhood Services Supervisor 1 1 1
Planner 5 5 5
Planner, Sr. 2 2 2
Planning Manager 1 1 1
Planning Tech 1 1 1
Planning Tech, Sr. 1 1 1
Rehabilitation Estimator 1 1 1
Rehabilitation Estimator, Sr. 1 1 1
38 0 38 (2) 36
01-623 Rental Registration & Inspection

Rental Inspector 3 3 3
Rental Services Supervisor 1 1 1
4 4 4
01-624 Building Inspections

Administrative Assistant, Sr 2 2 (1) 1
Administrative Support Supervisor 2 2 (1) 1
Building Inspections Manager 2 2 2
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Building Inspector 1 1 1
Building Inspector, Sr 5 5 (2) 3
Chief Building Official 1 1 1
Code Compliance Inspector 1 1 1
Code Compliance Inspector, Sr 1 1 1
Code Compliance Rep 2 (1) 1 1
Code Compliance Rep Sr 0 1 1 1
Electrical Inspector 1 1 1
Electrical Inspector, Sr 3 3 3
Inspection Assistant, Sr 2 2 2
Permit Services Rep, I 1 1 1
Permit Services Rep, II 4 4 4
Permit Services Rep, Sr 1 1 1
Plans Examiner 4 4 4
Plans Review Services Supervisor 1 1 1
Plumbing Inspector, Sr 4 4 4
Public Information Assistant 1 (1) 0 0
Records Assistant 1 1 1
42 (1) 41 (4) 37
01-631 Park & Recreation Administration

Director Parks & Recreation 1 1 1
2 2 2
01-632 Creative Arts

Creative Arts Complex Supervisor 1 1 (1) 0
Cultural Programs Coordinator 1 1 (1) 0
Theater Technician 2 2 2
Theater Venue Supervisor 1 1 1
5 5 (2) 3
01-633 Marketing/Special Events

Community Resources Manager 1 1 (1) 0
Event Coordinator 1 1 1
Event Supervisor 1 1 1
3 3 (1) 2
01-634 Park Field Services

Irrigation Installer 1 1 1
Irrigation Programming Tech 1 1 1
Labor/Mtn Worker 2 2 2
Park Field Services Supervisor 1 1 1
Park Irrigation Technology Supervisor 1 1 1
Park Operations Superintendent 1 1 1
Park Renovation Project Coord 1 1 1
Park Support Field Tech Supervisor 1 1 1
9 9 9
01-635 Park Planning

Chief Park Planner 1 1 1
Landscape Architect 2 2 2
Park Compliance Coordinator 1 1 1
Planning Tech 1 1 1
Trail System Planner 1 1 1
Urban Forester 1 1 1
8 8 8
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
01-636 Athletic Operations

Athletic Coordinator 1 1 1
Athletic Superintendent 1 1 1
Park Administrative Superintendent 1 1 1
Park Field Services Specialist 2 2 (1) 1
Park Superintendent 1 1 1
6 6 (1) 5
01-637 Athletic Field Maintenance

Athletic Field Mtn Supervisor 1 1 1
Crew Leader 5 5 5
Equipment Operator 1 1 1
Labor Maintenance Worker 4 4 4
Park District Assistant Supervisor 1 1 1
12 12 12
01-638 Park Technical Services

Accountant I 1 1 1
Marketing Specialist 1 1 1
Park Technology Specialist 1 1 1
Technology Services Manager 1 1 1
4 4 4
01-641 Park Administration

Park Operations Supt 1 1 (1) 0
Park Services Manager 1 1 1
4 4 (1) 3
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
01-643 Park Support Services
Electrical Tech 2 2 2
Equipment Operator, Sr. 2 2 2
Forestry Technician 1 1 1
Park District Asst Supervisor 2 (1) 1 1
Park Support Field Tech Supervisor 0 1 1 1
Park Plumbing/Pool Technician 2 2 2
Park Sign Technician 1 1 1
Park Support District Supervisor 1 1 1
Playground Maintenance Technician 3 3 3
Trail Maintenance Technician 1 1 1
21 0 21 21
01-644 Grounds Maintenance Services District #1

Chemical Application Technician 1 1 1
Irrigation Technician 1 1 1
Park District Supervisor 1 1 1
16 16 16
01-647 Sports Turf. Maint. Services

Crew Leader 1 1 1
Irrigation Installer 1 1 1
Labor Maintenance Worker 3 3 (1) 2
Park Irrigation Maintenance Supervisor 1 1 1
20 20 (1) 19
01-648 Grounds Maintenance Services District #2

15 15 15
01-649 Natural Resources

Park Administrative Superintendent 1 1 1
Park Natural Resources Specialist 1 1 1
6 6 6
01-651 Recreation Administration

Recreation Services Manager 1 1 1
Recreation Superintendent 2 2 2
4 4 4
Personnel
01-653 Special Programs
Recreation Coordinator 1 1 1
Recreation Supervisor 1 1 1
2 2 2
01-654 PAC/NAT/JCP
2 2 2
01-655 Tennis
Recreation Coordinator 1 (1) 0 0
Assistant Recreation Supervisor 0 1 1 1
Tennis Professional 1 (1) 0 0
2 (1) 1 1
01-656 Senior Services

5 5 5
01-658 Ground Maintenance District #3

Equipment Operator 3 (1) 2 2
Equipment Operator Sr. 3 3 3
Labor Maintenance Worker 4 (1) 3 3
Park Operations Superintendent 1 1 1
16 (2) 14 14
01-661 Douglass Recreation Center

Recreation Aide 1 1 1
Recreation Coordinator 3 (1) 2 2
5 (1) 4 4
01-662 Adult Sports

Recreation Supervisor 2 2 (1) 1
3 3 (1) 2
01-663 Carpenter Park Recreation Center

Asst Recreation Center Supv 1 1 1
6 6 6
01-664 Oak Point Center

Recreation Complex Supervisor 1 1 1
8 8 8
01-665 Liberty Recreation Center

Asst. Recreation Center Supervisor 1 1 1
5 5 5
01-667 Tom Muehlenbeck Center

Personnel
Recreation Complex Supervisor 1 1 1
8 8 8
01-668 Oak Point Park Nature Preserve

Nature Preserve Superintendent 1 1 1
Park Ranger 1 1 1
3 3 3
01-681 Library Administration

Development Coordinator 1 1 1
Deputy Director of Libraries (transitional) 1 (1) 0 0
Director of Libraries 1 1 1
Library Technology Coordinator 1 1 1
Van Driver 1 1 1
Van Driver Supervisor 1 1 1
8 0 8 8
01-682 Technical Services

Acquisition Librarian Supervisor 1 (1) 0 0
Administrative Assistant, Sr. 1 (1) 0 0
Catalog/Process Librarian Supervisor 1 (1) 0 0
Library Assistant 0 1 1 1
Library Services Representatives 1 (1) 0 0
Library Technical Services Manager 0 1 1 1
Library Technician 7 (1) 6 6
11 (3) 8 8
01-683 Harrington Library

Children's Services Librarian Supervisor 1 1 1
Library Assistant 2 2 2
Library Manager 1 1 1
Library Services Representatives 9 1 10 10
Library Support Supervisor 1 1 1
Public Services Librarian Supervisor 1 1 1
Public Services Librarian 0 1 1 1
Public Services Librarian, Sr. 5 (1) 4 4
20 1 21 21
01-684 Schimelpfenig Library

Library Assistant 2 (1) 1 1
22 (1) 21 21
01-685 Haggard Library

Personnel
21 0 21 21
01-686 Special Library - MRL & GLHTA

Genealogy Librarian Supervisor 1 1 1
Library Technician 1 1 1
Municipal Reference Librarian 1 1 1
Public Services Librarian, Sr. 1 1 1
4 4 4
01-687 Maribelle Davis Library

22 0 22 22
Personnel
01-688 Christopher Parr Library
Library Services Representatives 9 9 9
Public Services Librarian 1 1 1
20 20 20
01-711 Public Works Administration

Programmer Analyst II 1 1 1
Public Works Construction Superintendent 1 1 1
Public Works Operations Manager 1 1 1
Public Works Superintendent Traffic Operations 1 1 1
6 6 6
01-719 Neighborhood Maintenance

Transportation Engineering Tech 1 (1) 0 0
1 (1) 0 0
01-721 Engineering
Administrative Assistant, Tech 2 2 2
Chief Engineer 2 (2) 0 0
CIP Budget Coordinator 1 1 1
Construction Inspection Supervisor 1 1 1
Construction Inspector 6 (1) 5 5
Construction Inspector, Sr. 2 1 3 3
Deputy Director of Public Works & Engineering 0 0 1 1
Director of Public Works & Engineering 1 1 1
Engineer, Sr. 1 1 2 2
Engineering Manager 0 1 1 1
Engineering Technician 1 1 1
Engineering Technician, Sr. 1 1 (1) 0
Facilities Construction Coordinator, Sr. 2 2 2
Facilities Services Manager 1 1 1
Traffic Engineer I 2 2 2
Traffic Engineer II 1 1 1
Traffic Engineer, Sr. 2 2 2
Transportation Engineering Manager 1 1 1
Transportation Engineering Tech, Sr. 2 2 2
31 0 31 0 31
01-742 Streets
Construction Inspector, Sr. 3 3 (1) 2
Crew Leader 8 8 8
Public Works Superintendent Streets Drng 1 1 1
Street/Drainage Supervisor 3 3 3
37 37 (2) 35
01-743 Signals
Crew Leader 4 4 4
Traffic Signal Technician I 1 1 1
Personnel
Traffic Signal Technician II 3 3 3
Traffic Supervisor 1 1 1
13 13 13
01-744 Signs & Markings

Crew Leader 1 1 1
Sign Shop Technician 2 2 2
Signs & Markings Technician 4 4 4
Traffic Supervisor 1 1 1
11 11 11
TOTAL GENERAL FUND 1,649 (12) 1,637 (19) 1,618
18-181 PTN
Video Engineer 1 1 1
Video Operations Manager 1 1 1
Video Producer 4 4 (1) 3
Video Production Coordinator 1 1 1
7 7 (1) 6
18-281 Website Services

Assistant Webmaster 1 1 1
Webmaster 1 1 1
2 2 2
TOTAL GOVT. ACCESS/CATV FUND 9 9 (1) 8
41-421 Customer & Utility Services

Assistant City Manager 1 1 1
Call Center Supervisor 1 1 1
Collections Representative 0 1 1 1
Collections Representative, Sr. 1 1 1
Collections Supervisor 1 1 1
Customer & Utility Services Manager 1 1 1
Customer & Utility Services Rep. I 1 1 2 2
Customer & Utility Services Rep. II 2 (2) 0 0
Customer & Utility Services Rep., Sr. 9 9 9
Franchised Utilities Coordinator 1 1 1
20 0 20 20
41-422 Field Service

Billing Representative, Sr. 2 2 2
CIS System Specialist 1 1 1
CUS Field Technician 1 (2) (1) (1)
CUS Field Technician Sr. 3 3 3
CUS Systems Specialist 1 1 1
Customer & Utility Services Rep., Sr. 1 1 1
Customer/Utility Services Manager 1 1 1
Field Services Specialist 4 4 4
Field Services Supervisor 1 1 1
Field Technology Supervisor 1 1 1
Meter Reader 2 2 4 4
Systems Support & Billing Supervisor 1 1 1
Systems Support Coordinator, Sr. 2 2 2
21 0 21 21
41-723 Utility Engineering

Engineer, Sr. 2 2 2
2 2 2
Personnel
41-724 Utility Planning
GIS Technician 2 2 2
GIS Technician, Sr. 1 1 1
3 3 3
41-761 Utility Maintenance Administration

Construction Inspector, Sr. 2 2 2
Crew Leader, Sr. 2 2 2
Customer Service Representative 2 2 2
Utility Coordinator 1 1 1
Utility Coordinator, Senior 1 1 1
Utility Operations Superintendent 1 1 1
10 10 10
41-762 Utility District #3

Crew Leader, Sr. 10 (2) 8 8
Inflow & Infiltration Coordinator 0 1 1 1
Utility Operations Supervisor 1 1 1
19 (1) 18 18

18 18 18
41-764 Pumping Facilities

Pumping Facilities Instr. Tech. 1 1 1
Utility Operations Superintendent 1 1 1
Water Pump Station Operator 5 5 5
13 13 13
41-765 Meter Services

Meter Shop Technician 1 1 1
13 13 13

Crew Leader, Sr. 5 1 6 6
Fire Hydrant Technician 2 2 2
16 1 17 17
41-767 Utility Cut Services

Crew Leader 2 2 2
11 11 11
Personnel
41-769 Backflow Operations
Backflow & Meter Services Supv. 1 1 1
Backflow Prevention Inspector 3 3 3
4 4 4
TOTAL WATER & SEWER FUND 150 0 150 150
45-712 Environmental Education & Community Outreach

Env Educ. & Com. Outreach Coordinator 5 5 5
Envi. Educ. & Com. Outreach Mgr 1 1 1
Sustain. Communications Coordinator 1 1 1
Sustainability Volunteer Coordinator 1 1 1
9 9 9
45-714 Compost Marketing & Operations

Asst. Compost Operations Supv. 1 1 1
Compost Operations Supervisor 1 1 1
Compost Ops. and Marketing Mgr. 1 1 1
Route Driver 10 10 10
15 15 15
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
45-717 Sustainability
Sustainability Project Coord. 1 1 1
1 1 1
45-748 Environmental Waste Collections

Env. Waste Serv. Supervisor 5 5 5
Route Driver 35 35 35
Route Driver, Sr. 3 3 3
43 43 43
45-749 Environmental Waste Administration

Customer Service Rep 2 2 2
Customer Service Rep, Sr. 1 1 1
Director of Sustain & Environmental Serv 1 1 1
Env. Waste Serv Ops Manager 1 1 1
Env. Waste Serv Superintendent 1 1 1
8 8 8
45-751 Special Waste

Household Chemical Collections Technician 2 2 2
Refuse Collector 4 4 4
Route Driver 2 2 2
Special Waste Services Supv 1 1 1
10 10 10
45-752 Commercial Diversion

Commercial Diversion Supv 1 1 1
Commercial Recycling Coord 4 4 4
Route Driver 1 1 1
7 7 7
TOTAL SUSTAINABILITY & ENVIRONMENTAL SVCS FUND 93 93 93
46-125 Convention & Visitors Bureau

Booking/Event Coordinator 1 1 1
Convention & Visitors Bureau Manager 1 1 1
Sales Consultant 2 1 3 3
Sales Consultant, Sr. 1 (1) 0 0
6 0 6 6
46-128 Civic Center Operations

Audio/Visual Technician 1 1 1
Banquet Chef 2 2 2
Banquet Server 4 4 4
Banquet Supervisor 1 1 1
Booking/Event Coordinator 2 2 2
Catering Sales Coordinator 1 1 1
Crew Leader 3 3 3
Executive Chef 1 1 1
Facility Maintenance Mechanic II 1 1 1
Food Outlet Supervisor 1 1 1
Food Sales & Services Supervisor 1 1 1
Food Services Coordinator 1 1 1
Labor Maintenance Worker 0 - 0 0
Offsite Food Service Coordinator 1 1 1
Plano Centre Attendant 3 (1) 2 2
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Plano Centre Financial Specialist 1 1 1
Plano Centre Groundskeeper 0 1 1 1
Plano Centre Manager 1 1 1
Plano Centre Support Services Supervisor 1 1 1
Sales Consultant 1 1 1
28 - 28 28
TOTAL CONVENTION & TOURISM FUND 34 0 34 34
47-471 Municipal Drainage Operations

Crew Leader 4 4 4
Pub Works Asst Supt Streets Drg 1 1 1
18 18 18
47-472 Municipal Drainage Administration

Engineer II 1 1 1
Engineer, Sr. 1 1 1
Mapping / Information Tech 1 1 1
3 3 3
47-473 Storm Water

Storm Water Program Administrator (transfer from 582) 1 1 1
Storm Water Specialist 2 2 2
3 3 3
TOTAL MUNICIPAL DRAINAGE FUND 24 24 24
48-673 Golf Course Maintenance

Equipment Operator, Sr 1 1 1
Golf Course / Park Operation Equipment Mechanic 1 1 1
Golf Superintendent 0 1 1 1
Head Greenskeeper 1 (1) 0 0
7 0 7 7
TOTAL GOLF COURSE FUND 7 7 7
51-051 Recreation Revolving Programs

Gymnastics Head Coach 2 2 2
Playground Coordinator 1 (1) 0 0
Recreation Aide 2 (2) 0 0
12 (3) 9 9
TOTAL RECREATION REVOLVING FUND 12 (3) 9 9
55-232 Building Security Fee

Public Safety Officer 1 1 1
1 1 1
TOTAL BUILDING SECURITY FEE 1 1 1
61-342 Fleet Services

Apprentice Automotive Technician 1 1 1
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Automotive Technician 8 8 8
Fire Emergency Vehicle Technician 4 4 4
Fleet Coordinator 1 1 1
Fleet Coordinator, Sr. 1 1 1
Fleet Manager 1 1 1
Fleet Representative 1 1 1
Fleet Superintendent 1 1 1
Fleet Supervisor 3 3 3
Heavy Truck & Equipment Technician 11 11 11
Welder/Fabricator 1 1 (1) 0
36 36 (2) 34
TOTAL FLEET & EQUIPMENT SERVICES FUND 36 0 36 (2) 34
63-322 Print Shop Services

Print / Bindery Operator 2 (2) 0 0
Print / Bindery Operator Sr. 1 (1) 0 0
4 (4) 0 0
63-323 Mail Services

Mail Clerk 2 (2) 0 0
2 (2) 0 0
TOTAL OFFICE SERVICES FUND 6 (6) 0 0
64-364 Inventory Control/Asset Disposal

Buyer 0 1 1 1
Contract Specialist 1 (1) 0 0
Inventory Control Supervisor 1 1 1
Inventory Control Technician 2 1 3 3
Inventory Technician, Sr. 4 (1) 3 3
8 - 8 8
TOTAL WAREHOUSE FUND 8 0 8 8
65-117 Risk Management

Claims Coordinator 1 1 1
Loss Control Specialist 1 1 1
Risk Manager 1 1 1
Risk Program Manager 1 1 1
5 5 5
TOTAL PROPERTY/LIABILITY LOSS FUND 5 5 5
66-395 Technology Services

Desktop Manager 1 1 1
Desktop Technician 4 4 4
Desktop Technician, Sr. 3 3 3
Director of Technology Services 1 1 1
Info Svcs Budget Analyst 1 1 1
Infrastructure Manager 1 1 1
Network Engineer 9 9 (1) 8
Network Engineer, Sr. 1 1 1
Network Services Supervisor 1 1 1
Programmer Analyst I 1 1 1
Programmer Analyst, Sr. 7 7 7
Personnel
2009-10 2009-10 2009-10 2010-11 2010-11
Special Projects Manager 1 1 1
Systems & Programming Manager 1 1 1
Technical Manager 1 1 1
Technical Svcs Ops Manager 1 1 1
38 38 (1) 37
66-396 Public Safety Systems Support

Programmer Analyst. Sr. 5 5 5
Public Safety System Support Manager 1 1 1
9 9 9
66-397 Telecommunications
Support Services Manager 1 1 1
Telecommunications Analyst 1 1 1
Telecommunications Coordinator 1 1 1
4 4 4
TOTAL TECHNOLOGY SERVICES FUND 51 51 (1) 50
76-226 Economic Development

Director Business Retention & Expansion 1 1 1
Director Economic Development 1 1 1
Director of Marketing & Redevelopment 1 1 1
5 5 5
TOTAL ECONOMIC DEVELOPMENT FUND 5 5 5
86-276 Juvenile Case Manager

Juvenile Case Manager 1 1 1
1 1 1
TOTAL JUVENILE CASE MANAGER FUND 1 1 1
87-282 Traffic Safety Fund

Police Officer 1 1 2 2
1 1 2 2
TOTAL TRAFFIC SAFETY FUND 1 1 2 2
GRAND TOTAL ALL FUNDS 2,092 (20) 2,072 (23) 2,049

Personnel
2010-11 Personnel Worksheet -
Part-Time Positions by Department
09-10 09-10 09-10 10-11 10-11
Department / Position Budget Changes Re-Est. Changes Budget
01-112 City Manager

Public Information Assistant 1 1 1
1 1 1
01-118 School Crossing Guard Program

Crossing Guard Supervisors 3 3 3
School Crossing Guard Program Coordinator 1 1 1
School Crossing Guards 71 71 71
75 75 75
01-214 Municipal Court Administration
Municipal Court Clerk I 1 1 1
Municipal Court Clerk II 1 1 1
2 2 2
01-321 Records Management

Micrographics Technician 1 1 1
1 1 1
01-385 Volunteer Resources
Volunteer Coordinator 2 (2) 0 0
2 (2) 0 0
01-532 Police
Police Alarms Assistant 1 1 1
Police (Officer) Intern 2 2 2
Police Records Assistant 5 2 7 7
9 2 11 11
01-534 Public Safety Communications
PSC Specialist 5 5 5
Public Information Splst 1 1 1
6 6 6
01-536 Plano-Richardson Training Center
Range Technician 1 1 1
1 1 1
01-583 Animal Services

Kennel Attendant 2 2 2
Veterinarian 1 1 1
3 3 3
01-619 Property Standards
Property Standards Specialist 1 1 1
1 1 1
01-623 Rental Registration & Inspection
Administrative Assistant 1 1 (1) 0
1 1 (1) 0
01-624 Building Inspections
Inspection Assistant 2 2 (1) 1
Plumbing Inspector 1 1 1
Sign Collector 1 1 1
4 4 (1) 3
01-631 Parks & Recreation Administration
Customer Service Representative 0 1 1 1
0 1 1 1
01-632 Creative Arts
Theater Attendant 6 6 (1) 5
6 6 (1) 5
Personnel
09-10 09-10 09-10 10-11 10-11
01-633 Marketing / Special Events
Customer Service Representative 1 (1) 0 0
1 (1) 0 0
01-635 Park Planning
Parks & Recreation Intern 1 1 1
1 1 1
01-636 Athletic Operations
Athletic Facilities Assistant 2 (2) 0 0
2 (2) 0 0
01-638 Park Technical Services
Project Manager 1 1 (1) 0
1 1 (1) 0
01-654 PAC/NAT/JCP
Head Lifeguard II 8 8 8
Lifeguard 38 38 38
46 46 46
01-655 Tennis
Tennis Center Assistant 1 1 1
9 9 9
01-656 Senior Services
Senior Services Van / Bus Driver 1 1 1
3 3 3
01-657 Interurban Railway Museum
Interurban Railway Station Docent 2 2 2
2 2 2
01-661 Douglass Recreation Center
10 10 10
01-662 Adult Sports
Athletic Program Rep. 1 1 1
Recreation Aide 2 2 (2) 0
4 4 (2) 2
01-663 Carpenter Park Recreation Center
14 14 14
01-664 Oak Point Center
Lifeguard 45 45 45
65 65 65
01-665 Liberty Recreation Center
Lifeguard 7 7 7
19 19 19
01-667 Tom Muehlenbeck Center
Lifeguard 50 50 50
88 88 88
01-668 Oak Point Park Nature Preserve
Recreation Aide 2 2 (2) 0
2 2 (2) 0
01-681 Library Administration
Library Services Representative (2 Pool
Positions) 0 3 3 3
Public Services Librarian (2 Pool Positions) 1 1 2 2
Personnel
09-10 09-10 09-10 10-11 10-11
Van Driver 1 1 1
2 4 6 6
01-682 Technical Services
Library Services Representative 2 2 2
2 2 2
01-683 Harrington Library
Admin Assistant Sr. 1 1 1
Library Services Representative 5 3 8 8
7 3 10 10
01-684 Schimelpfenig Library
11 (1) 10 10
01-685 Haggard Library
Public Services Librarian 3 (3) 0 0
Public Services Librarian, Sr. 3 1 4 4
14 2 16 16
01-686 Special Library - MRL & GLHTA
1 1 1
01-687 Maribelle Davis Library
12 4 16 16
01-688 Christopher Parr Library
7 3 10 10
01-711 Public Works Administration
Project Manager 1 1 1
1 1 1
01-742 Streets
Construction Inspector 0 1 1 1
0 1 1 1
TOTAL GENERAL FUND 436 14 450 (8) 442
Personnel
09-10 09-10 09-10 10-11 10-11
18-181 PTN
Assistant Video Producer 1 1 1
1 1 1
TOTAL GOV'T ACCESS/CATV FUND 1 0 0
41-421 Customer & Utility Services

Customer & Utility Services Rep. I 1 1 1
1 1 1
41-422 Field Service

Field Service Specialist 1 1 1
Meter Reader 1 1 1
2 2 2
TOTAL WATER & SEWER FUND 3 3 3
45-714 Compost Marketing & Operations

Customer Service Rep. 1 1 1
Customer Service Rep. Sr. 1 1 1
Route Driver 1 1 1
Route Driver (T) 0 1 1 1
3 1 4 4
45-748 Environmental Waste Collections

Substitute/Temp Route Driver Positions 2 2 2
2 2 2
45-749 Environmental Waste Administration

Customer Service Rep. 1 1 1
1 1 1
TOTAL SUSTAINABILITY & ENVIRONMENTAL

SVCS FUND 6 1 7 7
46-125 Convention & Visitors Bureau

Convention & Visitors Bureau Intern 1 1 1
Public Information Assistant 1 1 1
2 2 2
46-128 Civic Center Operations

Assistant Audio Visual Tech 1 1 1
Banquet Server 13 13 13
Concession Worker 7 7 7
Convention Services Coordinator 1 1 1
Custodian 4 4 4
Food Preparation Attendant 1 1 1
Plano Center Attendant 6 6 6
Project Manager 0 0 0
Refreshment Cart Attendant 4 4 4
38 38 38
TOTAL CONVENTION & TOURISM FUND 40 40 40
TOTAL MUNICIPAL DRAINAGE FUND 0 0 0
48-673 Golf Course Maintenance

Personnel
09-10 09-10 09-10 10-11 10-11
2 2 2
TOTAL GOLF COURSE FUND 2 2 2
51-000 Recreation Revolving Programs *

Bus Driver 2 2 2
Day Camp Coordinator 2 2 2
Day Camp Counselor 19 19 19
Fishing/Sports Camp Coordinator 2 2 2
Gymnastics Assistant Head Coach 3 3 3
Gymnastics Coach 7 7 7
Masters Swim Coach 2 2 2
Playground Coordinator 1 1 1
Playground Leader 15 15 15
Swimming Teaching Assistant 60 60 60
Swimming Teaching Assistant, Sr. 20 20 20
Teen Adventure Coordinator 1 1 1
Water Aerobics Instructor 36 36 36
Water Safety Instructor I 116 116 116
Water Safety Instructor II 8 8 8
321 321 321
* The number of positions is determined by demand for classes, availability of instructors, etc.
Total funding varies slightly, and any increases are offset by additional class revenues.
TOTAL RECREATION REVOLVING FUND 321 321 321
TOTAL BUILDING SECURITY FEE 0 0 0
TOTAL FLEET & EQUIPMENT SERVICES FUND 0 0 0
TOTAL OFFICE SERVICES FUND 0 0 0
64-364 Inventory Control/Asset Disposal

Inventory Control Technician 1 1 1
1 1 1
TOTAL WAREHOUSE FUND 1 1 1
TOTAL PROPERTY/LIABILITY LOSS FUND 0 0 0
TOTAL TECHNOLOGY SERVICES FUND 0 0 0
TOTAL ECONOMIC DEVELOPMENT FUND 0 0 0
GRAND TOTAL ALL FUNDS 810 15 825 (8) 817

Personnel
2010-11 Position Changes Summary

2009-10 MID-YEAR POSITION CHANGES
Salary &
Department Position # Benefits
GENERAL FUND
Publishing Publishing Coordinator (1) ($70,804)
Sr. Publishing Coordinator (2) ($155,663)
Volunteer Resources Volunteer Coordinator 1 $60,640
Police Police Alarm Assistant (1) ($52,241)
Fire Lieutenant (1) ($111,181)
Building Inspections Public Information Assistant (1) ($45,912)
Tennis Tennis Professional (1) ($30,428)
Ground Maint. District #3 Equipment Operator (1) ($48,605)
Labor Maintenance Worker (1) ($45,912)
Douglass Recreation Center Recreation Coordinator (1) ($60,640)
Library Technical Services Acquisition Librarian Supervisor (1) ($85,702)
Catalog/Process Librarian Supervisor (1) ($86,695)
Library Services Representatives (1) ($49,097)
Neighborhood Maintenance Transportation Engineering Tech (1) ($65,481)
(13) ($847,721)
Recreation Revolving Playground Coordinator (1) ($12,246)

Recreation Aide (2) ($41,109)
(3) ($53,355)
Print Shop Services Administrative Assistant, Sr. (1) ($52,241)
Print / Bindery Operator (2) ($97,210)
Print / Bindery Operator Sr. (1) ($52,241)
(4) ($201,693)
FULL-TIME POSITIONS TOTAL (20)

Personnel
2010-11 POSITION CHANGES
Department Position # Salary & Benefits

FULL-TIME
GENERAL FUND
Facilities Maintenance Facilities Construction Coordinator ( 1 ) ($71,596)
Human Resources Administrative Assistant, Sr ( 1 ) ($56,895)
Director Human Resources ( 1 ) ($171,697)
Public Safety Communications Radio Technician , Sr. 1 $93,270
Fire Civilian Administrative Assistant ( 1 ) ($49,607)
Health Environmental Health Specialist ( 1 ) ($74,797)
Planning Data Base Administrator ( 1 ) ($95,628)
Long Range Planning Manager ( 1 ) ($123,405)
Building Inspections Administrative Assistant, Sr ( 1 ) ($57,348)
Administrative Support Supervisor ( 1 ) ($66,713)
Building Inspector, Sr ( 2 ) ($151,416)
Creative Arts Creative Arts Complex Supervisor ( 1 ) ($79,453)
Cultural Programs Coordinator ( 1 ) ($61,971)
Marketing/Special Events Community Resources Manager ( 1 ) ($118,071)
Athletic Operations Park Field Services Specialist ( 1 ) ($59,819)
Park Administration Park Operations Supt ( 1 ) ($100,882)
Sports Turf. Maint. Services Labor Maintenance Worker ( 1 ) ($48,404)
Adult Sports Recreation Supervisor ( 1 ) ($83,630)
Engineering Dep. Director Public Works & Engineering 1 $70,102
Engineering Technician, Sr. ( 1 ) ($66,713)
Streets Construction Inspector, Sr. ( 1 ) ($72,108)
Labor Maintenance Worker ( 1 ) ($46,879)
Sub-Total General Fund - FT (19) ($1,493,659)
GOVT. ACCESS/CATV FUND

PTN Video Producer ( 1 ) ($76,368)
Sub-Total CATV Fund - FT ( 1 ) ($76,368)
FLEET & EQUIPMENT SERVICES FUND

61-342 Fleet Services Labor Maintenance Worker ( 1 ) ($54,343)
Welder/Fabricator ( 1 ) ($53,434)
Sub-Total Fleet Services - FT ( 2 ) ($107,777)
TECHNOLOGY SERVICES FUND

Technology Services Network Engineer ( 1 ) ($96,140)
Sub-Total Technology Services - FT ( 1 ) ($96,140)
FULL-TIME POSITIONS TOTAL (23) ($1,773,944)

Personnel
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Strategic Plan
STRATEGIC PLANNING PROCESS 6. Effective use of technology to make our
community safe and keep residents informed.
At the City Council Retreat in June 2010 the Council 7. Community prepared for disaster response and
agreed upon the Goals for 2010-2015 and the Action recovery.
Plans for Fiscal Year 2010-11.
Strong Local Economy
CITY OF PLANO GOALS 2010-2015
1. City having the reputation as having a “business
1. FINANCIALLY STRONG CITY WITH SERVICE friendly” environment.
EXCELLENCE 2. Retention and growth of Plano’s businesses.
3. Plano recognized as a “major business center:
2. SAFE LARGE CITY with headquarters for major corporations.
4. Strong healthy retail businesses with unique
3. STRONG LOCAL ECONOMY
shopping.
4. GREAT NEIGHBORHOODS - 1ST CHOICE 5. Diverse new businesses attracted to Plano.
TO LIVE st
Great Neighborhoods – 1 Choice to Live
5. EXCITING URBAN CENTERS - DESIGNATION
FOR RESIDENTS AND GUESTS 1. Young professional families moving into mature
neighborhoods.
6. PARTNERING FOR COMMUNITY BENEFIT 2. Well maintained city infrastructure and facilities,
trees and streetscapes.
Financially Strong City with Service Excellence 3. Increase homeownership in mature
neighborhoods.
1. Balanced, reliable revenue sources to include 4. Upgrade the quality and livability of older homes.
the tax rate to support defined services, service 5. Convenient access to services needed on a daily
levels and investing in the future. basis, shopping and leisure opportunities.
2. Services delivered in the most cost effective
manner. Exciting Urban Centers – Destination for
3. Investing in maintaining city infrastructure and Residents and Guests
facilities.
1. Vibrant downtown as a destination for
4. Maintaining “AAA” bond rating.
entertainment and eating with a reputation as a
5. City services and service level responsive to the unique place to go.
needs of residents.
2. Legacy Center continuing to develop as an urban
6. Effective use of technology to enhance service center.
delivery, operating efficiencies and information
3. Collin Creek revitalized as a regional destination.
to citizens.
4. Retail and services to support residents in urban
Safe Large City centers.
5. Revitalized older shopping centers.
1. Low crime rate – crimes solved, criminals going 6. Selected four-corner shopping areas developed
to jail. as mixed use developments: retail, residential,
2. Timely response to an emergency call for service and services.
meeting city standards.
3. Public safety departments working with the Partnering for Community Benefit
community and residents sharing responsibility
1. Enhance relationship and partnership with the
for community safety.
Plano Independent School District.
4. Residents feeling and being safe in homes, in
2. Active participation and leadership in regional
their neighborhoods and in the community; and
organizations.
comfortable to report problems to the Police.
3. City involving residents and corporations in
5. Visible and known Police presence in the
programs and service delivery through
community and in neighborhoods.
volunteerism and partnerships.
Strategic Plan
4. Working with other cities to address regional Partnering for Community Benefit
issues.
5. Enhance relationship and partnerships with the 1. Collin County Elected City Officials Partnership
faith based community. Meeting: Initiated
6. Relationship and partnerships with diverse 2. City-School Strategy
cultural groups. Meeting of liaisons
POLICY ACTIONS 2010-11 MANAGEMENT ACTIONS 2010-11
Financially Strong City with Service Excellence Financially Strong City with Service Excellence
1. Budget 2010-11 and Three-Year Forecast 1. Information Technology Long Term Plan:
Service Priority Complete Plan (6/10)
Tax Rate 2. Retirements and Succession Planning
2. Alcohol Package Sale: Direction 3. Performance Measurement System
3. Water/Sewer Capital Projects and Funding 4. National Public Safety Collective Bargaining Bill:
Update of 5-Year CIP Preparation by the City
Evaluate Costs of Selling Bonds 5. Healthcare Reform: Analysis of impact on the
Rates Adjustment City
4. Economic Development: Funding increase 6. Energy Efficiency CDBG: Actions
Safe Large City Safe Large City
1. Continuing as one of the safest cities in Texas 1. Radio System Replacement

and the nation. 2. Comprehensive City Emergency Management
2. Maintaining appropriate public safety staffing. Plan: Update
3. Use of technology: communication, prevention 3. Red Light Camera: Expansion
and enforcement. 4. Public Safety Services Communication and
4. Cost and funding for public safety. Information to Residents: Alternative Modes
5. Legislative actions by federal and state
governments. Strong Local Economy
Strong Local Economy 1. Job and business opportunities for residents.

2. Diverse city tax base reducing the burden on
1. R/T Plan and Regulations: Review residential taxpayers.
2. Convention Venue: Analysis, study and direction 3. Convenient access to work allowing for more
Plano Centre personal time.
Major hotel 4. Businesses continuing to invest in Plano.
5. Corporations and businesses contributing to the
Great Neighborhoods - 1st Choice to Live community.
1. Douglas Center: Management Great Neighborhoods - 1st Choice to Live
Exciting Urban Centers - Destination for Residents 1. Private Neighborhood Infrastruction/Private
and Guests Amenities Owned by HOAs:
Inventory
1. Cotton Belt/Red Line Interchange Inspection
2. TIF #2 Financing plan and land acquisition 2. Residential Modernization Handbook (6/10)
3. Arts of Collin County 3. Comprehensive Plan: Update (2011)
Referendum (Frisco)
4. Zoning Ordinance: Update
Issue Debt (Frisco)
5. Neighborhood Enhancement Tool: Data Base
Funding: Operation and Debt
and Maps
Strategic Plan
6. International Building Code: Adoption 3. Rental Inspection for single family residences:
7. Residential Energy Code: Adoption Study, Direction and Funding
4. Oak Point Park Development: Funding
Exciting Urban Centers - Destination for Residents 5. Preservation Plan: Update (Heritage
and Guests Commission)
1. Interest and enthusiasm in downtown Plano. Exciting Urban Centers - Destination for Residents
2. Working with current businesses and property and Guests
owners.
3. Assembling land into critical mass. 1. Parker Road Station: Development
2. Attraction of Downtown business (grocery store,
Partnering for Community Benefit drug store)
3. Downtown Vision: Update
1. Corporate CEO Roundtable: Development
Partnering for Community Benefit
ON THE HORIZON 2011-2015
1. Community Building Event: Direction, Funding,
Financially Strong City with Service Excellence Sunset
2. Faith Based Community Strategy: Match
1. Haggard Farm: Acquisition volunteers with needs
2. Employee ideas for cost savings and efficiencies 3. International Festival - One Event
program.
3. Public Communications: Upgrade (website,
corporate "Face" spokesperson), City Finances
4. City funding for outside organizations (Historic
and Arts).
5. Hall Tract: Acquisition
Safe Large City
1. Fire Station #13

2. Animal Shelter expansion
3. Moto Mesh system completion
4. Emergency Operation center
Strong Local Economy
1. Collin Creek Mall strategy and redevelopment

options.
2. Strategies for aging retail centers: policy,
direction and funding sources.
3. Shop Plano partnership with the Chamber of
Commerce: Direction
4. Central Expressway corridor revitalization plan.
Great Neighborhoods - 1st Choice to Live
1. Incentives for housing renovation/upgrade

program: Development and Funding
2. Liberty Community Center: Upgrade
Strategic Plan
General Fund
City Secretary
Mission 2010-11 Objectives
Responsible for receiving, monitoring, and previewing
Election – Coordinate the General Election in
Council agenda items; for timely disbursement of the
May 2011.
agenda packet utilizing current technologies in order
to expedite the process; for the recording and Expand the use of technology in the
accurate composition of the official minutes of all City board/commission appointment process,
Council meetings; for maintaining the official records storage/access of documents and offer support
of the City; for ensuring that all legal publications are for use of the paperless agenda packet.
processed; for responding to open records request Alcohol Permitting – Continue processing
by the public and in-house in compliance with new incoming new and renewal applications.
legislation and working to formulate web access of Certifications – Continue work towards Texas
newly adopted City ordinances and resolutions with Municipal Clerk Association recertification of City
a two-year retention period online; for the timely and Secretary and certification of Assistant City
accurate posting of all City meetings of the City Secretary.
Council and those applicable boards and Continue to provide prompt and courteous
commissions; for the processing and monitoring of service to all citizens and in-house users and
the boards and commissions; for conducting of all offer increased information via the website.
municipal elections which have included ongoing
negotiations with Collin and Denton County in Budget Highlights
resolving a split by the counties of voter The 2010-11 City Secretary’s Recommended Budget
representation which also included Denton County includes a reduction in Outside Printing costs of
voting site negotiations; and the processing and $6,000 and a funded supplement of $30,000 for a
issuing of mixed beverage, mixed beverage with late May 2011 City Council election. Also included is a
night hours, and continuation of off-premise beer and funded revenue supplement in the amount of $60,000
wine permits, and subsequent annual renewals. for an anticipated increase in alcohol permit
revenues. In 2009-10 there were reductions totaling
$10,942 in operation costs and 2008-09 included the
elimination of one (1) part-time position.
Program Expenditures 2008-09 2009-10 2009-10 2010-11 2009-10

Actual Budget Estimate Budget % Change
Salaries & Wages $257,035 $264,700 $256,919 $251,124 -5.1%

Operations & Maintenance 89,756 55,612 238,035 76,903 38.3%
Reimbursements 0 0 0 0 0.0%
TOTAL $346,791 $320,312 $494,954 $328,027 2.4%
Personnel Summary
Total Full-Time 3 3 3 3
Total Part-Time 0 0 0 0
Program Measures
Council Meetings (Agendas/Minutes

prepared) 39 45 40 42
Number of Council Items Processed 543 550 475 475
Number of Pages of Code Revised 460 450 500 500
Elections Conducted 1 0 2 1
Legal Publications 344 175 92 150
Alcohol Renewals 379 350 350 350
Records Requests (Public and In-House) 700 700 700 700
General Fund
Human Resources Continue to conduct on site individualized

training on Family Medical Leave and other
Mission employment related matters to departments.
Provide services related to recruiting and retaining Conduct timely impartial investigations.
the most qualified individuals to the organization. Respond to Equal Employment Opportunity
This is accomplished by administering programs that Commission charges of illegal discrimination.
are in keeping with the organization's efforts to Review employee of the year program and
provide competitive wages and benefit packages that update as needed.
meet the changing needs of our employees and their Respond to Texas Workforce Commission
families, and foster a comfortable work environment. charges and participate in hearings and follow-up
when needed.
2010-11 Objectives
Assist departments in finalizing disciplinary
Eliminate paper and streamline performance documents.
evaluation process by working with several large Continue to work with departments proactively
departments to electronically manage and store on matters to minimize and/or prevent situations
completed performance evaluation forms. from becoming problematic.
Eliminate paper and streamline Open Enrollment Update HR policies as needed.
process by providing all Workbooks and packet Move all Retirement Security Plan and Civil
materials through electronic mail and Internet Service documents to the electronic document
site. imaging system.
Continue review of both job task analyses and Continue effort to secure a pre-65 retiree health
job descriptions as a result of new American with plan.
Disabilities Act guidelines.
Continue review of all benefits programs to Budget Highlights
continue savings. The 2010-11 Human Resources Recommended
Budget includes reductions totaling $235,081.
Continue to renegotiate contracts for savings.
Reductions include the elimination of a second Senior
For the Wellness Program (Health Claims Fund
Administrative Assistant position ($56,895); a 10%
-078) our target will be to reduce the Medical
reduction ($6,489) in Dr. Tony Picchioni’s contract;
Center of Plano services as well to save between
and the elimination of the HR Director position due
$50,000 and $65,000 as their fees increase by
to her appointment to Deputy City Manager
3%.
($171,697).
Ensure that the City is in compliance with State,
local and federal employment laws.

Salaries & Wages $1,178,941 $1,182,474 $1,076,866 $951,509 -19.5%

Operations & Maintenance 373,927 363,133 438,893 348,616 -4.0%
TOTAL $1,552,868 $1,545,607 $1,515,759 $1,300,125 -15.9%
Personnel Summary
Program Measures
Activity
Total Full-Time Employees 2,032 2,000 1,991 2,000
Total Applications Processed *15,878 *14,000 *5,269 *11,000
Lives Covered under the City's Health Plan 4,899 5,000 4,867 5,000
Performance
Average Employee Tenure (years) 10.4 9.0 10.7 11.0
Annual Employee Turnover (%) 8.3% 10.0% 6.0% 10.0%
70% w/Civil Serv. .55% 70% w/Civil Serv. .55% 70% w/Civil Serv. .55%
Employee Salaries at or above Market Target (%) w/0 C.S. 60.0% w/0 C.S. w/0 C.S.
Average City Contribution Toward Employee and 94% - Employee 87% 94% - Employee 87% 92% - Employee 80%
Dependent Health Care Premiums (%) - Dependent 90.0% - Dependent - Dependent
*Does not include Civil Service
General Fund
Management Preparation Program
MP3 has continued to seek to provide an
Mission outstanding experience for its participants while
The Management Preparation Program (MP3) is the using its resources wisely.
succession planning program for the City. The MP3 is a calendar year program. Consequently,
program prepares current employees for next-level it spans two budget years. Despite a budget of
executive management positions in the City in $19,800, only $11,043 was spent in FY08-09;
preparation for the anticipated retirement of the City’s thus far, in FY09-10, only $363 of its $19,800
current management team. The program is budget has been used.
administered by the Human Resources Department.
Budget Highlights
2010-11 Objectives The 2010-11 Management Preparation Program
Proposed Budget includes reductions totaling
Continue review of cumulative group project $11,800. Reductions include: Publications ($1,000);
recommendations and implementation of same. Outside Printing ($1,700); Travel/Professional
Continue to respond to e-mail and phone Development ($3,000); Contracts-Professional
requests for information on MP3. Services ($4,900); Equipment Rentals ($600); and
Continue review of the program to examine the Leased Space ($600).
effectiveness of the program as necessary to
meet the goals and needs of the City.
The number of participants in the 2011 class will
be determined by the applications received and
the assessment center results. The goal is to
keep the participant level at 6 – 8 as to build
cohesiveness within the group that can be
carried forward in the careers at the City of
Plano.

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $11,016 $19,800 $19,894 $8,000 -59.6%
Personnel Summary
Program Measures
Activity
Number of participants in program 10 6 8 8
Responses to other organizations 14 10 10 10
Group project 1 1 1 1
Performance
Successful completion of program by
participants (%) 100% 100% 100% 100%
Presentations at seminars,
conferences 5 1 3 3
General Fund
Professional Development Center Researching the possibility of restructuring the

department to streamline processes and operate
Mission more efficiently.
Enhance knowledge and skills through personal and Successfully conducting a program evaluation
professional development by providing consulting, to ensure our training structure still meets
training, and support which has a positive effect on organizational needs. Results will affect 2010-11
the performance of City of Plano employees objectives.
Providing in-service training over a six-month
2010-11 Objectives time frame for the Plano Police Department to
satisfy the mandatory Diversity training the City
The goals for the Professional Development
of Plano requires.
Center(PDC) in FY2010-11 are based on developing
Providing team building training over two weeks
and implementing performance based training and
for the management team of the City’s six
to deliver such training in more efficient and effective
Libraries.
manner. The PDC will strive to be a partner with
departments to enhance their employees’ Providing all-day stress relief/team building
performance and will provide tools and services that seminar for the Budget Department.
enable employees to develop skills to better achieve Beginning groundwork to develop online training
organizational goals. We will meet these goals platform: Family Medical Leave Act and
through the following objectives: Workplace Harassment classes are now
accessible online.
Exploring the possibility of implementing a Partnering with Emergency Management to
Learning Management System to centralize centralize National Incident Management System
organization’s training activities. certifications records in order to maintain needed
Implementing a robust online training platform grant money.
to deliver more cost-effective training. Partnering with Public Safety Communication to
Partnering with departments to provide centralize their department’s training records.
customized training needs. Entering into an Inter-Local Agreement with the
Partnering with departments to centralize City of Murphy for employees from Murphy to
certification records. attend classes: we anticipate revenue of $8,660
Researching the possibility of making PDC this fiscal year.
classes Continuing Education Unit certified.
Budget Highlights
Partnering with external entities to generate
The 2010-11 Professional Development
revenue.
Recommended Budget includes reductions totaling
Researching the possibility of incorporating more
$23,398. Reductions include: Food ($14,475);
software application training into the Professional
Outside Printing ($4,750); and Contracts-Other
Development curriculum.
($4,173).

Salaries & Wages $293,343 $302,382 $268,574 $343,783 13.7%

TOTAL $459,077 $461,341 $512,047 $477,568 3.5%
Personnel Summary
Program Measures
Activity
Internal traning sessions offered 297 300 220 250
Department interventions 5 0 3 0
Online subscriptions - technical 0 0 0 0
Online subscriptions - soft skill 0 0 2 2
Tuition reimbursement requests processed 63 0 0 0
Tuition reimbursement participants 63 0 0 0
Supervisor development program completions 22 24 28 28
Certificates in Service Excellence granted 0 20 0 0
Performance
Participants 4,283 4,800 3,272 4,000
Average evaluation scores (5 pt scale) 4.50 4.50 4.50 4.50
Average tuition reimbursement payment per participant $775 $0 $0 $0
General Fund
Volunteer Resources Spend more time out in the field visiting
departments and talking to supervisors and
Mission volunteers.
The Volunteer Resources Group has three programs; Work with Webmaster to update VIP website
all are committed to encouraging citizen participation, and add new technology, such as FLASH and
developing money-saving programs, and responding interactive surveys.
to the needs of the Plano community, while enhancing Redesign Workplace CARES Mentoring and Job
municipal services. Shadowing programs.
Work with Emergency Management to reactive
2010-11 Objectives Citizen Corps Council.
Work with Therapeutic Recreation (TR) to set Continue to research and develop new positions
up all activities on-line for summer volunteers. for long term and professional volunteers.
Research and develop new positions for Provide greater support to City Departments by
long-term and professional volunteers within City re-organizing workload and personnel.
departments.
Budget Highlights
Collaborate with Community Development to The 2010-11 Volunteer Resources Recommended
create a Helping Partners Referral Program. Budget includes reductions totaling $5,702.
Hold four VIP roundtables for supervisors to Reductions include: replacement of two part-time
learn more about managing volunteers and Volunteer Coordinator positions with one full-time
discuss concerns. Volunteer Coordinator position ($4,996); and
Share more training opportunities with VIP reductions in Operation and Maintenance
supervisors. expenditures ($706).
Hold an EVRC class/exercises for Community
Emergency Response Team (CERT) volunteers.

Salaries & Wages $158,960 $145,862 $142,650 $140,866 -3.4%

TOTAL $176,218 $159,686 $156,474 $153,984 -3.6%
Personnel Summary
Program Measures
Active Volunteers 5,000 5,000 5,000 5,000

Hours Contributed 97,800 80,000 97,000 80,000
Workplace CARES (Active Hours) 2,500 3,000 2,500 3,000
Value of Contributions ($) $1,809,684 $1,480,000 $1,600,000 $1,480,000
General Fund
Internal Audit
Mission Budget Highlights
Internal auditing is an independent, objective The 2010-11 Internal Audit Recommended Budget
assurance and consulting activity that assists the City includes no new programs, enhancements, or
in achieving its objectives. personnel requests.
2010-11 Objectives
Conduct audits requested by the Internal Audit

Committee.
Complete requested special projects.

Salaries & Wages $202,476 $222,521 $223,557 $223,972 0.7%

TOTAL $209,929 $232,655 $232,372 $233,572 0.4%
Personnel Summary
Program Measures
Audit Hours 2,500 2,500 2,500 2,500

General Fund
Budget & Research
Develop, coordinate, and monitor the City’s spending The 2010-11 Budget & Research Recommended
plans including the annual Operating Budget and the Budget includes a supplemental reduction of $10,000
Community Investment Program. Perform program for outside printing due to software that publishes to
evaluations to determine the effectiveness and the Web, therefore reducing printing costs for all
efficiencies of departmental service levels. Also, this Budget documents.
department prepares regular analyses of the City’s
revenues and expenditures, as well as special studies
addressing financial management issues.
2010-11 Objectives
Conduct the Citizen Survey.

Transfer the CIP into the Limehouse format.
Revise priority system within the Core Business
Matrix.
Link performance measures to the Core
Business Matrix.
Continue implementing the ICMA Performance
Measurement System.
nd
Review and monitor bills for the 82 Legislative
Session.
Serve on the Peoplesoft HR/Payroll Upgrade
Project Team.
Continue work on the sales tax model and water
& sewer rate model.

Salaries & Wages $662,079 $679,342 $696,502 $708,416 4.3%

Reimbursements (44,238) (44,543) (45,804) (46,758) 5.0%
TOTAL $692,870 $721,645 $727,544 $736,798 2.1%
Personnel Summary
Program Measures
Agenda items reviewed within 1 day

(%) 99 99 99 99
Budget Adjustments 240 280 285 300
Special Projects 35 40 40 45
General Fund
Collin County Cultural Arts Continue to work with cities to bring more
Member Cities into the partnership from both
Mission Collin and Denton counties.
Create an environment where all citizens can share Provide on-going support to the ACC Advisory
and enjoy in the full diversity and vitality of the arts. Committee; conduct bi-monthly meetings;
explore expansion of committee role.
2010-11 Objectives Continue to seek financial support of the project
at the national and state level, as well as through
Develop a proposed operating, fundraising and
banking institutions and grant applications to
capital budget based on the objective of
public and private foundations and agencies.
beginning construction as soon as possible.
Focus major fundraising emphasis on large
Begin construction as soon as possible – with
donations and sponsorship opportunities.
consensus of Owner Cities fall 2010.
Continue all private fundraising efforts to fully
Keep permanent staffing at current level until
fund Phase One, establish endowment, and
construction is approved.
reserve for building operations and maintenance.
Based on input from the City Managers we are
Continue all marketing and public awareness
committed to ensure the budget does not use
efforts.
city funding in these areas:
Increase involvement with the ISDs in all Owner
Marketing & fundraising related to capital
and Member cities through awareness and
campaign.
education program with the PTAs and Fine Arts
Consultant to identify and secure major Departments.
sponsorship partners.
Create a Business Executives Advisory Board
Any additional costs related to stand alone to further expand fundraising efforts.
marketing center/office.
Expand presentation capability with
Construction of Six Cities Trail & Ridgeview Trail well-informed, experienced speakers; “speakers
(funded by County Open Space Grant). bureau” with representatives from every
Once the cities approved the Contribution community.
Agreement and construction is scheduled to Implement Public Art Advisory Committee that
begin, the following items contained in the was approved as part of the Master Plan.
budget will be implemented:
Hire Owners Representative. Budget Highlights
Add marketing/development position mid-year. The 2010-11 Collin County Cultural Arts
Manage groundbreaking events; begin focus on Recommended Budget includes $254,267 for
endowment/annual fund. contractual professional services associated with the
Maintain aggressive efforts to retain support of the operating budget of Collin County
commitments for low bid prices through monthly Cultural Arts. This figure is based on the proportional
meetings with Hunt Construction and Boora share of the three owner and two member cities'
Architects. combined 2010 population estimates.

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $382,376 $318,727 $318,727 $254,267 0.0%
Personnel Summary
Total Full-Time 0 0 0 0 0.0%

Total Part-Time 0 0 0 0 0.0%
General Fund
Finance Administration
Finance Administration is responsible for financial The 2010-11 Finance Recommended Budget includes
analysis and reporting, development of financial a supplemental reduction of $1,000 in travel and
policies and economic analysis. The Director serves training.
as the Chief Fiscal Officer of the City and acts as the
primary contact with the City's outside auditors' bond
council, rating agencies and underwriters. The
department also is the process and monitoring agent
of the City's tax abatement agreements and tax
increment financing zones and agreements. Finance
Administration also provides general supervision and
oversight of the Accounting, Purchasing, Warehouse,
Treasury, Municipal Court, Fleet Services and
Financial Systems Divisions.
2010-11 Objectives
Review and revise the TIF II financial plan.

Complete and dissolve TIF I.
Revise and update the City’s finance policies.
Maintain the City’s AAA Bond Rating on the
General Obligation Bonds.
Maintain the City’s AAA and Aa2 Bond Rating
on the Municipal Drainage Revenue Bonds.

Salaries & Wages $214,915 $218,367 $221,196 $220,835 1.1%

TOTAL $225,421 $233,844 $236,673 $234,257 0.2%
Personnel Summary
Program Measures
Financial and Economic Analyses 12 12 12 12

Information Requests 300 300 300 300
Special Projects 12 12 12 12
Monthly Financial Reports 12 12 12 12
Process Tax Abatement Agreements 5 10 5 5
Complete Audits of Tax Abatement
Agreements 55 130 55 60
General Fund
Financial Systems Administration

Responsible for the ongoing maintenance of the The 2010-11 Financial Systems Administration
Oracle JD Edwards EnterpriseOne ERP computer Recommended Budget includes a salary reduction
system. The department serves as the City’s expert of $10,980. Also included is a supplement in the
on the system setup, user roles, access and security, amount of $350,000 to implement Inventory
custom tasks and views, custom report and Management for the Fire Dept and Plano Centre as
application development and overall data integrity. well as purchase/implement mobile
The department also serves as the City’s liaison with Barcoding/Scanning. This item will be funded out of
PeopleSoft Financials and other JDE consultants. the Technology Fund.
Financial Systems Administration is also responsible

for the support of the various other applications within
Finance like the Sales Tax Reporting (COPCTRS)
as well as the City of Plano Financial System
(COPFS) Integrations.
2010-11 Objectives
Be fully live on the 9.0 version of Oracle JD

Edwards EnterpriseOne.
Roll out the Expense Management module to
various departments for stress testing with
complete roll out the next fiscal year.
Converting over Activity Based Costing into JD
Edwards EnterpriseOne from the current legacy
system that houses that information.
Continue working with the Fire Department and
Plano Centre to finalize a plan to incorporate the
Inventory Module of JD Edwards EnterpriseOne
into both departments to get them off a pen and
paper system.

Salaries & Wages $207,451 $214,512 $216,221 $203,794 -5.0%

TOTAL $213,653 $232,084 $233,793 $220,476 -5.0%
Personnel Summary
Program Measures
User Profiles Maintained 350 375 375 375

Modules On-Line 7 8 8 8
System Upgrades Applied 5 12 12 881
Servers Supported 5 8 8 11
External Data Sources Interfaced 12 12 12 12
Environments Maintained 3 3 3 6
General Fund
Accounting
Mission
Budget Highlights
Responsible for the proper, accurate, and timely
The 2010-11 Accounting Recommended Budget
recording of the collection and disbursement of City
includes a reduction supplement for $8,000 from
funds and the reporting of these transactions in
travel and training.
accordance with Generally Accepted Accounting
Principles (GAAP). The Accounting division provides
the policy, procedures, instruction, and systems to
the various departments in order to maintain
accounting service levels.
2010-11 Objectives
Maintain current Accounting service levels.

Receive the Certificate of Achievement for
Excellence in Financial Reporting for the
Comprehensive Annual Financial Report.
Receive the Award for Excellence in Financial
Reporting for the Popular Annual Financial
Report.

Salaries & Wages $1,252,916 $1,316,142 $1,349,909 $1,321,496 0.4%

Reimbursements (12,669) (13,000) (47,962) (54,095) 316.1%
TOTAL $1,405,970 $1,487,718 $1,486,523 $1,451,691 -2.4%
Personnel Summary
Program Measures
Activity
Journal entries 6,661 7,300 7,300 7,300
Fixed asset worksheets 1,657 1,300 1,657 1,657
Daily cash recepits 12,873 12,850 12,873 12,900
Payroll Disbursements 70,617 67,000 73,200 74,000
Payment requests processed 82,000 85,000 82,000 82,000
Payment request per clerk 27,000 28,000 27,000 27,000
Performance
No. of negative audit comments 0 0 0 0
GFOA review comment for CAFR 2 3 3 0
No. of single audit findings 0 0 0 0
General Fund
Municipal Court Administration

Pursue electronic check verification (MCT Tech
Mission Fund).
Provide administrative and clerical support for Explore TX DOT and Collin County options for
municipal court proceedings. Responsibilities include: scofflaw program (tagging license plates for
collection of fines, fees and state costs; filing those with outstanding warrants) (MCT Tech
citations/complaints; court scheduling; issuing, Fund).
tracking and clearing warrants; maintaining the juror Pursue option of a new Jury module with either
data base; updating and maintaining court records our court software vendor or a specialized jury
and reporting collections, convictions and statistical vendor.
data to appropriate State agencies.
Budget Highlights
2010-11 Objectives The 2010-11 Municipal Court Administration
Recommended Budget includes no new programs,
Expand online options to include Driving Safety enhancements, or any new personnel requests.
Course and Deferred Option. (MCT Tech Fund).
Explore options to give online extensions for
paying fines contingent upon plea and
completing the state required Application of
Extension to Pay the Fine (MCT Tech Fund).

Salaries & Wages $1,904,670 $1,943,381 $2,046,639 $2,063,304 6.2%

Reimbursements 0 (101,054) (97,822) (100,216) 0.0%
TOTAL $2,142,286 $1,982,123 $2,096,767 $2,096,965 5.8%
Personnel Summary
Program Measures
Activity
Cases Filed 92,133 94,970 87,530 91,910
Warrants Issued 26,460 26,900 25,140 26,400
Driving Safety Course Requests 12,043 11,350` 11,350 11,920
Deferred Disposition Requests 19,957 17,530 17,530 18,400
Court Requests: Jury 655 555 655 690
Non-Jury 1367 1,045 1,435 1,485
Pre-trials & show Cause Hearings 26,772 23,615 23,615 24,800
Spanish 444 700 700 735
Juvenile Hearings 3,029 3,295 2,880 3,025
Appeals 530 360 480 500
Performance
Revenues ($): Fine/Forfeitures/Fees $7,945,245 $7,907,129 $7,907,690 $8,144,350
Credit ($): Jail Credit $1,955,956 $1,700,200 $1,195,100 $1,230,900
Community Service 66,422 51,765 68,750 72,180
Judge Reduced Fine 696,921 440,125 950,520 995,050
Dismissed with Proof 4,096,042 4,025,600 3,072,030 3,225,630
Completed Driving Safety 973,160 870,550 870,550 914,070
Completed Teen Court 71,775 109,175 64,320 67,550
Completed Tobacco Course 9,250 14,525 11,560 12,150
Found Not Guilty 13,614 9,150 9,150 9,610
Administratively Closed 1,260,741 1,122,700 1,267,050 1,292,100
General Fund
Purchasing
Mission
Budget Highlights
Provide centralized purchasing services to user
The 2010-11 Purchasing Recommended Budget
departments to ensure that quality products are
include reductions in various operations and
provided on a timely basis at competitive prices in a
maintenance accounts totaling $8,000.
fair, legal and ethical manner.
2010-11 Objectives
Continue Centralizing City Departments

Increase Customer Satisfaction
Redesign Internal Training Program
Review processes and streamline where
appropriate

Salaries & Wages $710,498 $741,458 $722,548 $790,572 6.6%

Reimbursements 0 (89,471) (88,611) (90,260) 0.0%
TOTAL $734,738 $725,441 $701,760 $764,042 5.3%
Personnel Summary
Program Measures
Activity
Purchase Orders* 725 850 200 200
Departmental Purchase Orders* 12,269 12,000 13,000 13,000
Contract Release Orders 5,173 6,000 5,000 5,000
Competitive Bids Processed 214 235 235 235
*The change in the number of Purchase Orders and Departmental Purchase Orders is due to system limitations in the
ordering process
General Fund
Treasury
Responsible for cash management and investments. The 2010-11 Treasury Recommended Budget
The division also serves as the City's contact with the includes a reduction supplement of $2,000 in travel
financial advisor and bond council, rating agencies and training.
and underwriters, bondholders, and the City's
depository bank. Coordination and partial preparation
of the Comprehensive Monthly Financial Report,
administration of the City's $100 and under unclaimed
property program, merchant services administration,
monitoring collections and general oversight of the
City's hotel/motel tax proceeds, performing tax
increment financing and economic analyses; and
ensuring the City's compliance with federal arbitrage
regulations are also responsibilites of the divison.
2010-11 Objectives
Perform 10 hotel/motel tax audits.

Prepare and award the depository bank RFP.
Prepare the Comprehensive Monthly Financial
Report on a timely basis each month.
Assist in the sale of the City’s bonds.
Review investment policy and approved
broker/dealers.

Salaries & Wages $144,965 $172,469 $168,014 $167,312 -3.0%

TOTAL $194,572 $200,960 $184,501 $190,412 -5.2%
Personnel Summary
General Fund
Public Safety Services Business Center Continue to coordinate the City’s Legislative
Affairs on State and Federal level, as needed
Mission and appropriate.
Responsible for the administration and coordination
of all activities relating to the Police Department, Fire Budget Highlights
Department, Emergency Management, Public Safety The 2010-11 Public Safety Services Business Center
Communications, Plano-Richardson Training Center, Recommended Budget includes a reduction
Health, Animal Services, Technology Services, Public supplement of $4,817 in contracts and some
Information, Sustainability and Environmental subscriptions and memberships will not be renewed.
Services, Customer Utility Services, Property
Standards, and all programs related to City Council
Community Outreach and International Affairs.
2010-11 Objectives
Administer and coordinate activities of the Police,

Fire, Emergency Management, Public Safety
Communications, Plano-Richardson Training
Center, Health, Animal Services, Technology
Services Departments, Public Information,
Sustainability and Environmental Services,
Customer Utility Services, Property Standards,
and all programs related to City Council
Community Outreach and International Affairs.

Salaries & Wages $307,634 $313,963 $313,903 $312,501 -0.5%

TOTAL $331,953 $378,986 $374,109 $372,301 -1.8%
Personnel Summary
Program Measures
Activity
Administer Operating Budgets:
Police $51,453,080 $53,119,328 $52,838,083 $52,937,097
Plano-Richardson Training Center $228,982 $272,139 $258,741 $267,711
Public Safety Communications $6,078,936 $6,251,530 $5,906,679 $6,121,575
Fire $41,514,407 $42,204,207 $42,130,613 $42,789,095
Emergency Management $493,219 $512,804 $1,452,835 $528,180
Health $1,532,275 $1,531,841 $1,379,837 $1,379,424
Community Outreach $26,913 $72,206 $45,806 $45,806
Customer Utility Services $9,805,626 $7,883,624 $8,400,499 $7,446,394
Technology Services $6,735,257 $6,962,930 $7,387,260 $6,923,214
Public Information $653,106 $674,875 $519,027 $545,456
Sustainability & Environ. Services $413,820 $355,936 $404,639 $359,801
Property Standards $1,476,547 $1,796,734 $1,602,489 $1,811,193
Performance
Police response time per call (min) 8.4 8.5 8.5 8.5
Number of courses given at Training Center 219 165 220 250
911 calls received 163,740 163,716 154,198 148,030
Non-emergency calls received 209,397 217,893 179,126 179,126
Fires per 1,000 population 1.7 1.8 1.6 1.7
General Fund
Community Outreach
Mission Continue to host and coordinate International
Establish ways for citizens to become more actively events and delegations to and from Plano.
involved in their government by opening Continue to maintain the Neighborhood
communication between City Council, City staff and Roundtable and Multicultural Outreach
citizens. This is currently being accomplished through Roundtable pages of the City’s website.
the establishment and maintenance of quarterly City
Council Neighborhood Roundtable meetings and Budget Highlights
monthly Multicultural Outreach Roundtable meeting. The 2010-11 Recommended Community Outreach
The Community Outreach program is also Budget includes supplemental reductions of $26,400
instrumental in coordinating and hosting International from operations and maintenance costs.
events, to and from our City, for the purpose of
initiating and maintaining cultural, educational and
economic understanding and goodwill on a global
level.
2010-11 Objectives
Continue to coordinate and host Neighborhood

Roundtable meetings.
Continue to provide staff support to Multicultural
Outreach Roundtable (MCOR).
Continue to host new cultural outreach programs
such as the Community Forums focusing on
Hispanic Plano residents, Asian Plano resident,
etc.

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $26,913 $72,206 $45,806 $45,806 -57.6%
Personnel Summary
Program Measures
Coordinate/Host Neighborhood
Roundtable Meetings 4 4 4 4
Coordinate/provide Staff Support for
Multicultural Meetings/Events 15 15 15 15
Coordinate/Host Multicultural
Community Forums 0 2 2 2
Coordinate/Host Multicultural
Community Forums 2 2 2 2
Coordinate/Host various size
International Delegations 4 4 4 4
General Fund
Police Sustain Mentoring Program.
Attain full staffing levels within the Department
Mission for both sworn and civilian employees.
“To provide outstanding Police Services, in Complete all internal investigations within 30
partnership with the community, to maintain a safe calendar days.
environment that contributes to the quality of life.” Complete surveillance camera project as funding
The mission is achieved through two (2) Bureaus. permits.
The Field Operations Bureau conducts: preventive Complete annual reports in a timely manner.
patrols, traffic enforcement, criminal investigations, Host a 2010 Media Roundtable.
personnel training, and warrant service; answers calls
Complete purging of discipline and personnel
for service; performs special operations; and provides
files as appropriate within the Professional
crime prevention services, school liaison officers,
Standards Unit (PSU).
telephone-reporting service, and court security. The
Complete expansion of Red Light Camera
Administrative Services Bureau provides
Program as appropriate.
accreditation, fiscal control, data processing, records
Complete review and streamline Department
management, alarm management, crime scene
Policies and Administrative Directives.
investigations, crime analysis, property and evidence
management, department supply and property The Department will also focus on the goals and
management, planning & research, and jail objectives found in the Police Department’s
operations. A Professional Standards Unit provides 2009-2014 Strategic Plan.
personnel management and internal affairs
Budget Highlights
functions.
During 2009-10, the Police Department reduced (2)
2010-11 Objectives full-time civilian support positions, added (2) part-time
support positions, and transferred (1) Police Officer
Maintain Uniform Crime Report (UCR- a Federal position to the Traffic Safety Fund. The 2010-11
Bureau of Investigation (FBI) database) Part 1 Police Department Recommended Budget includes
Crimes below the Five-Year average. revenue increases of $395,334 from the Plano
Maintain traffic crashes, crash injuries, and crash Independent School District to increase the PISD cost
deaths below the Five-Year average. of support for the School Liaison Officer (SLO)
Track and reduce Department accidents, injuries, program from 15% to 50%.
and claims, and provide annual statistics for
analysis.

Salaries & Wages $46,250,993 $47,584,614$ 5

6
4
8
1
7
4
, $47,208,407$ 5
6
4
8
1
7
4
, $47,430,295 -0.3%
Operations & Maintenance 5,188,962 5,837,108 5,723,432 5,724,755 -1.9%
Reimbursements (24,649) (302,394) (101,236) (91,653) -69.7%
Capital Outlay 37,774 0 7,480 0 0.0%
TOTAL $51,453,080$0 $53,119,328$ 5
6
4
8
1
7
4
, $52,838,083$ 5
6
4
8
1
7
4
, $53,063,397 -0.1%
Personnel Summary

Program Measures
Activity
Calls for service by Police personnel 115,083 112,570 110,000 112,000
Offenses reported: 8,694 8,634 8,500 8,500
Part I Violent Crime 442 660 500 500
Part I Property Crime 8,252 7,941 8,000 8,000
Citations written 78,428 83,000 50,000 60,000
Warnings written 21,027 20,000 19,000 22,000
Arrests 8,877 8,800 8,850 8,850
DWI arrests 1,267 1,300 1,280 1,300
Red light camera violations 36,380 42,600 38,000 40,000
Performance
Clearance rate Part I offenses 26% 23% 23% 23%
Cases filed with District Attorney 4,113 4,185 4,300 4,400
Average value of property loss per 1,000 $69,710 $45,369 $38,000 $40,000
Response time - Priority I calls (minutes) 4.89 5.0 5.0 5.0
Response time - all calls (minutes) 8.43 8.5 8.5 8.5
Crashes 4,696 5,250 4,600 4,500
Fatalities 8 7 8 8
Crashes with injuries 1,497 1,627 1,500 1,500
Citizen Survey "Good" to "Excellent" Service 96% 95% 96% 95%
General Fund
Plano-Richardson Police Training Maintain the Academy in a manner consistent

Center with a professional training center.
Provide local training opportunities for members
Mission of the Plano Police Department.
To train professional law enforcement officers and Provide refresher defensive tactics and
civilian support personnel. The training Center is a handcuffing training to all jail personnel.
shared facility with the Richardson Police Department Provide training for Recruit Officers (Orientation
and the core services provided by the training center for 1 & 5 weeks) to prepare them for Field
are: Police Recruit Training; Specialized Continuing Training.
Law Enforcement Education; In-Service Training for Research training & notify Plano Police
Sworn and Civilian Personnel; Coordination of all employees of opportunities required for
Police Department Training/Conference Travel; and TCLEOSE Certificates (Intermediate, Advanced
Maintain Police Department Training Records. & Master).
Train 25% of all Patrol Officers, all School
2010-11 Objectives Liaison Officers, all Crisis Negotiators, and
develop a system to follow up with mental health
Ensure all employees meet training mandates consumers.
set by the City of Plano.
Ensure sworn employees meet training Budget Highlights
mandates set by the State and the Texas The 2010-11 Plano-Richardson Police Training Center
Commission on Law Enforcement Officer Recommended Budget includes no new
Standards and Education (TCLEOSE). enhancements, programs or personnel requests.
Hold one Leadership in Police Organizations Police training facility expenditures are shared with
class and work with the International Association the City of Richardson through an Interlocal
of Chiefs of Police (IACP) on changes to agreement, promoting training efficiencies at the local
integrate into operations. level while reducing operational impact to the General
Host semi-annual “Enrichment Program” Fund.
lectures.

Salaries & Wages $84,443 $95,777 $90,779 $91,652 -4.3%

TOTAL $228,982 $272,139 $258,741 $267,711 -1.6%
Personnel Summary
Program Measures Activity
Police recruit orientation sessions 3 1 4 3
TCLEOSE credited classes hosted at Training
Center 219 165 220 250
TCLEOSE class attendees (Training Center) 4,639 3,000 4,000 4,000
TCLEOSE training contact hours reported 31,859 22,000 32,000 30,000
Plano sworn personnel training hours 28,527 30,050 30,000 33,000
Plano civilian personnel training hours 2,835 2,000 3,300 4,000
# of sworn personnel attending in-service 312 335 330 335
# of civilian personnel attending in-service 137 145 154 155
Performance
Sworn in-service training completion rate 98% 95% 98% 100%
Civilian in-service training completion rate 98% 98% 98% 100%
Basic Peace Officer Certificates achieved 17 5 15 10
Intermediate Peace Officer Certificates achieved 18 20 20 25
Advanced Peace Officer Certificates achieved 16 5 15 20
Master Peace Officer Certificates achieved 12 5 10 15
General Fund
Public Safety Communications Complete the reprogramming and installation of
the new mobile radio units for Allen, Plano, Wylie
Mission and Murphy for the new radio system by March
To provide the vital connection between citizen 2011.
requests for Police, Fire, or Medical assistance and Implement VisiCAD Geo Mapping and
the appropriate agency, and to satisfy the immediate Pictometry interface.
information needs of Police, Fire, and Medical Maintain staffing level at 90% or higher.
personnel in the course of normal daily activities and Work with PD to look at potential upgrade to the
during emergencies. The objective is accomplished RMS to reduce redundant TLETS entry and
by: providing first response for calls for service evaluate if funding sufficient.
received through emergency and non-emergency Work with Technology Services to implement
telephone lines; promptly dispatching and relaying the redesign of the PSC network security.
information to Police and Fire personnel via radio, Continue to answer all 911 calls within 10
mobile data terminals, telephone and other methods; seconds 90% of the time.
providing appropriate procedural, safety and medical
Continue Quality Assurance review of at least
protocol instructions to the caller pending the arrival
25% of all medical calls.
of emergency personnel; maintaining an appropriate
level of safety and availability by monitoring the same Budget Highlights
status of Police and Fire personnel in the field; The 2010-11 Public Safety Communications
providing support to Police services by storing and Department Recommended Budget includes
retrieving information from local, state and federal reductions totaling $71,304. Reductions include
criminal information files; providing staffing for the Travel Expenses ($30,000) and a reduction in the
Emergency Operations Center (EOC), maintaining part-time personnel budget ($41,304). Also included
equipment and updating relevant areas of Emergency is a funded supplement for (1) additional Sr. Radio
Operations Plan; and supporting and maintaining the Technician and a service vehicle. The additional Sr.
City's 800 MHz Trunked Radio System. Radio Technician will service the new digital radio
system for the cities of Plano, Allen, Wylie and
2010-11 Objectives
Murphy. This technician and the service vehicle will
Complete the radio system replacement for the be fully reimbursed to include salary and benefits by
mobile and data radio by March 2011. the cities of Wyle and Murphy based on the Plano,
Allen, Wylie, Murphy (PAWM) Interlocal agreement.
Complete the purchase of two additional radio
The cost of the technician and vehicle will be offset
tower sites for the new radio system by March
by the reimbursement.
2011.

Salaries & Wages $5,501,704 $6,027,609 $5,422,411 $5,924,505 -1.7%

Reimbursements 0 (288,435) (281,270) (287,459) 0.0%
Capital Outlay 19,899 0 241,385 25,000 0.0%
TOTAL $6,078,936 $6,251,530 $5,906,679 $6,121,575 -2.1%
Personnel Summary
Program Measures
Activity
Police/Fire/EMS/ANCON/TRU calls processed * 263,024 267,207 253,293 253,293
Police/Fire/EMS/ANCON/TRU calls dispatched * 150,965 256,533 142,202 142,202
9-1-1 Calls Received 163,740 163,716 154,198 148,030
Non-Emergency Calls Received ** 209,397 217,893 179,126 179,126
Outgoing Calls Placed 139,582 145,641 123,056 121,825
Total Calls Processed by PSC 512,719 527,250 456,380 448,981
Radio Shop Service Tickets 440 440 600 720
Performance
# of calls processed per PSC Specialist 4,608 4,380 4,318 4,152
#of calls dispatched per PSC Specialist 2,645 4,205 2,424 2,331
# of 9-1-1 calls answered per PSC Specialist 2,868 2,684 2,629 2,427
# of Non-emergency calls per PSC Specialist 3,668 3,572 3,054 2,936
# of outbound calls per PSC Specialist 2,445 2,388 2,098 1,997
# of service tickets per Technician 220 220 200 240
* The decrease reflected in calls for service dispatched reflects standardizing the calls counted to only include those calls originating within PSC. The
calls processed also include self-initiated mobile activity that requires dispatch intervention.
** Decrease in non-emergency calls received due to recurring loss of data after implementation of new software package. This issue has been resolved,
however, we cannot reconstruct missing data to formulate accurate 2009/2010 Re-estimate and 2010/2011 Budget.
General Fund
School Crossing Guard Program Write and publish new SOPs. Make adjustments
as advised by Legal.
Mission Develop a new strategy for communicating
To select, train and maintain a staff of capable and openings to the schools’ administration to better
committed School Crossing Guards to serve the City establish best-fit applicants in order to expedite
of Plano's elementary school children under the the process of filling vacancies.
leadership of Plano Police, in partnership with the Continue to assess low-priority corners for the
Plano and Frisco Independent School Districts. potential to be closed to better distribute our
employee base as the applicant pool shrinks.
2010-11 Objectives Maintain or exceed current retention rate of 85%
for the upcoming school year.
Facilitate, maintain and oversee a reasonably
error-free year of payroll administration. Budget Highlights
Transition asset inventory to Police The 2010-11 School Crossing Guard Program
Quartermaster Unit and establish the foundation Recommended Budget includes no new
for a stocking, ordering and equipment enhancements, programs or personnel requests.
replacement system that better manages our The City receives revenue to offset the SCG budget
assets. from the Collin County Vehicle Registration Child
Transition and redistribute responsibilities from Safety Fees and a portion of school zone speeding
three supervisors to two. tickets. These funds are used to offset the impact to
Transition Vacation Safety School and the General Fund.
school-based training delivery to a guard
employee in the absence of the third supervisor.

Salaries & Wages $330,709 $349,781 $338,481 $423,460 21.1%

Reimbursements* (209,706) (360,000) (355,000) (437,000) 21.4%
TOTAL $127,612 $7,593 $89 $2,860 -62.3%
* Reimbursements are adjusted in September each year by Accounting to match the actual annual expenditures
Personnel Summary
Program Measures
Staffing 100% 100% 100% 100%

Locations 58 56 57 57
School Servicing 34 35 36 36
General Fund
Neighborhood Maintenance
Mission
The Safe Streets Program (SSP) fosters improved
quality of life in Plano neighborhoods by working
closely with neighborhood representatives to identify
perceived traffic safety problems, develop mutually
acceptable long-term solutions, coordinate services
with other City departments and educate road users
on traffic safety.
2010-11 Objectives
This program and department are being

eliminated.

Salaries & Wages $61,258 $67,777 $34,840 $0 -100.0%

Operations & Maintenance 55,484 2,215 216,913 0 -100.0%
TOTAL $116,742 $69,992 $251,753 $0 -100.0%
Personnel Summary
Program Measures
Number of neighborhoods served 49 55 52 0

Number of devices installed 28 46 30 0
Average change in speed-local streets -10.4 mph -8.5 mph -9 mph 0
Average change in volume-local
streets -281 vpd -80 vpd -50 vpd 0
Average change in speed-collector
streets -6.6 mph -6 mph -6 mph 0
Average change in volume-collector
streets -498 vpd -400 vpd -400 vpd 0
General Fund
Library Administration
Oversee all library programs and services. Primary The 2010-11 Library Administration Recommended
functions include: formulating goals, policies, and Budget includes no new programs, enhancements,
procedures; determining program priorities; allocating or any new personnel requests. The 2009-10
resources; and evaluating services, staff, and Re-Estimate Budget includes a change in the
programs. Other functions include marketing, part-time headcount from (2) to (6) due to
publicity, technology coordination, personnel services, departmental re-structuring.
and accounting services for the entire library system.
2010-11 Objectives
Implement Radio Frequency Identification (RFID)

System for circulating library materials.
Reduce library hours due to budget.
Coordinate 2009 Bond projects.
Continue to explore ways to serve patrons who
bring their own laptops to the libraries.
Continue to explore ways to provide library
services with a reduced work force.

Salaries & Wages $674,754 $623,048 $737,910 $691,152 10.9%

Capital Outlay 84,604 0 0 0 0.0%
TOTAL $992,237 $856,807 $971,800 $910,655 6.3%
Personnel Summary
Program Measures
Activity
All Libraries:
Total circulation 3,307,059 3,200,000 3,300,000 3,300,000
New patron registration 21,251 20,000 18,000 18,000
Total patron registration 196,093 190,000 160,000 160,000
Total collection 793,073 800,000 770,000 770,000
Reference transactions 262,974 250,000 260,000 260,000
Internet usage 424,196 400,000 420,000 420,000
Interlibrary loans 19,987 20,000 19,900 19,900
Program attendance 77,188 80,000 77,000 77,000
Patron traffic count 1,675,851 1,600,000 1,800,000 1,800,000
Performance
All Libraries:
Items per capita 3.01 3.02 2.91 2.90
Circulation per capita 12.54 12.09 12.45 12.44
Circulation per patron 16.86 16.84 20.63 20.63
Turnover per item 4.17 4.00 4.29 4.29
Cost per circulation ($11,911,444) 3.65 4.00 3.13 3.03
Registration per capita 0.74 0.71 0.07 0.07
Reference inquiry per capital 1.00 0.94 0.98 0.98
Library visits per capital 6.35 6.05 6.79 6.78
Population 263,800 264,600 265,000 265,347
Council Budget Numbers $11,279,942 $10,794,588 $11,304,421 $10,780,621
General Fund
Library Technical Services
Mission
Budget Highlights
Provide system-wide support for collection
The 2010-11 Library Technical Services
development, access and maintenance and for
Recommended Budget includes a reduction totaling
interlibrary loans. LTS is responsible for new material
$100,000 for administration of both eliminated
acquisitions and cataloging, materials fund
magazines and Reference USA database. The
accounting, serials subscriptions, donations, book
2009-10 Re-Estimate Budget includes a change in
repairs, rebinds and the withdrawal of all damaged
the full-time headcount from (11) to (8) due to
or obsolete materials.
departmental re-structuring.
2010-11 Objectives
Acquire and process at least 64,000 items as

budget allows.
Withdraw approximately 38,000 items from the
collection.
Continue to establish partnerships with vendors
for pre-processing of materials.
Move toward custom cataloging by vendors for
portions of the collection using enriched
Electronic Data Interchange capabilities.
Continue to revise workflows as necessary
because of reduced staff.
Increase amount of donated materials processed
for the collection.

Salaries & Wages $796,463 $733,796 $698,268 $562,151 -23.4%

Capital Outlay 995,695 1,000,000 1,407,842 1,000,000 0.0%
TOTAL $2,115,213 $2,098,925 $2,547,958 $1,826,211 -13.0%
Personnel Summary
Program Measures
Activity
New books processed 61,308 35,040 46,754 43,500
New non-print 23,098 8,800 22,288 21,000
Materials deleted 99,421 61,240 88,522 38,000
Materials repaired 6,372 13,000 9,238 9,000
Total collection 793,073 814,000 763,226 790,000
Total interlibrary loan 19,987 20,000 20,572 21,000
Performance
Average item price ($) 21.28 23.37 22.16 23.27
Processing cost per item ($) 7.77 7.46 7.90 8.30
Materials per capita 3.00 3.08 2.88 2.98
Materials spent per capita ($) 4.87 4.65 4.86 4.47
Interlibrary loan cost per item ($) 5.60 4.67 5.63 5.91
General Fund
Harrington Library
Mission
Budget Highlights
Provide for the information, educational, business,
The 2010-11 Harrington Library Recommended
cultural and recreational needs of the community.
Budget includes no new programs, enhancements,
Services include media and reading materials,
or any new personnel requests. The 2009-10
reference services, database searching, interlibrary
Re-Estimate Budget includes a change in the full-time
loan, Internet resources, MS Office products, remote
headcount from (20) to (21) and a change in the
access, Ask a Librarian web reference, patron
part-time headcount from (7) to (10) due to
classes, books by mail for shut-ins, Children’s, teen,
and adult programming activities are offered, including
programs targeting immigrant populations. Meeting
space is provided for the community.
2010-11 Objectives
Provide the best service and programming

possible with the resources available.
Re-engineer the building to promote more
self-service options.
Fine tune book and media offerings to patron
demand.
Seek grants to supplement programming and
collections.
Provide adult computer classes in English and
Spanish.
Provide a welcoming, supportive environment
for our neighborhood community.
Continue to be the community support center
for job seekers and students.

Salaries & Wages $1,554,910 $1,524,279 $1,459,261 $1,497,841 -1.7%

TOTAL $1,629,621 $1,592,462 $1,528,434 $1,543,841 -3.1%
Personnel Summary
Program Measures
Circulation 561,640 510,000 558,000 558,000

Internet usage 106,846 98,000 96,000 96,000
Patron traffic count 345,773 311,000 336,000 336,000
General Fund
Schimelpfenig Library
Mission
Budget Highlights
Provide for the information, educational, business,
The 2010-11 Schimelpfenig Library Recommended
cultural and recreational needs of the Plano
community. Services include: media, reading
or any new personnel requests. The 2009-10
materials, reference services, database searching,
Re-Estimate Budget includes a change in the full-time
interlibrary loan, Internet resources, MS Office
headcount from (22) to (21) and a change in the
products, remote access, web reference and patron
part-time headcount from (11) to (10) due to
classes. In addition, children, teen and adult
programming activities are offered.
2010-11 Objectives
Continue to offer quality educational

programming for children, teens, adults and
families.
Support the volunteers, who provide the Library
Links program to Plano senior citizens, with
training, books and educational materials.
Offer the Small Talk program to help beginning
English speakers improve their language skills.
Enhance customer service to patrons by
engaging them on the floor to meet their
information and reference needs.
Educate staff on “Every Child Ready to Read”
initiative so that everyone is working from the
same knowledge base.
Improve the functionality of the youth services
floor to meet programming needs.
Weed the collection to maintain quality resources
for patrons.
Add appropriate signage throughout the building
to clearly identify materials and locations.

Salaries & Wages $1,507,423 $1,468,968 $1,322,052 $1,385,180 -5.7%

TOTAL $1,570,249 $1,525,478 $1,379,382 $1,431,180 -6.2%
Personnel Summary
Program Measures
Circulation 547,770 555,000 555,000 560,000

Internet usage 78,574 74,000 79,000 82,000
General Fund
Haggard Library
Mission
Budget Highlights
Provide for the informational, educational, business,
The 2010-11 Haggard Library Recommended Budget
cultural and recreational needs of the Plano
includes no new programs, enhancements, or any
community. Services include: the world languages
new personnel requests. The 2009-10 Re-Estimate
collection, the business reference collection, media,
Budget includes a change in the part-time headcount
reading materials, reference services, database
from (14) to (16) due to departmental re-structuring.
searching, interlibrary loan Internet resources, MS
Office products, remote access, web reference, and
patron classes. In addition, children, teen, and family
programming activities are offered. Chinese story
time is also offered.
2010-11 Objectives
Complete Radio Frequency Indentification

(RFID) installation.
Reconfigure alcove in children’s area.
Add doors to teen area and media equipment
for viewing DVDs and game playing.
Continue to offer quality programming to
children, teens, and adults.
Continue to answer reference questions in a
timely and courteous manner.
Continue to provide Small Talk program.

Salaries & Wages $1,595,452 $1,547,960 $1,540,904 $1,601,419 3.5%

TOTAL $1,672,610 $1,608,029 $1,601,301 $1,647,419 2.4%
Personnel Summary
Program Measures
Circulation 742,662 800,000 715,000 750,000

Internet usage 102,373 100,000 100,000 105,000
General Fund
Special Library - MRL & GLHTA
Mission
Budget Highlights
Municipal Reference Library (MRL) The 2010-11 Special Library – MRL & GLHTA
The Municipal Reference Library, staffed by a Recommended Budget includes no new programs,
Librarian and a part-time Library Clerk offers research enhancements, or any new personnel requests.
level reference service to City staff and Plano City
Council members, as well as general reference
service to Plano’s citizens, utilizing both print and
database resources.
Genealogy, Local History, Texana, & Archives

(GLHTA)
Staffed by a Genealogy Librarian Supervisor, Public
Services Librarian Senior, and Library Technician
who offer research services to Plano’s Citizens,
utilizing print, microfilm, and database resources.
2010-11 Objectives
Continue to provide research assistance and

programs for citizens interested in genealogy
and local history.
Continue research assistance to City officials.
Continue redesign of Plano Public Library
System’s home page.

Salaries & Wages $304,857 $290,570 $310,395 $316,945 9.1%

TOTAL $333,269 $320,570 $343,353 $346,945 8.2%
Personnel Summary
Program Measures
MRL-Circulation 426 600 500 500

MRL & GLHTA-reference transactions 21,541 21,000 19,400 19,400
GLHTA-in house use 10,641 10,000 10,000 10,000
GLHTA-internet use 2,878 2,500 2,600 2,600
General Fund
Davis Library
Mission
Budget Highlights
Provide for the informational, educational, business,
The 2010-11 M. Davis Library Recommended Budget
cultural and entertainment needs of the community.
Services include: reading materials, media, reference
services, database searching, interlibrary loan,
Budget includes a change in the part-time headcount
Internet access, Microsoft Office products, remote
access, web reference, traveling exhibits and patron
classes. Children’s, teen, and adult programming
activities are offered, including programs targeting
immigrant populations. Meeting space is provided
for the community.
2010-11 Objectives
Continue to seek grants to supplement programs

and grants.
Continue to expand and develop the Juvenile
and Teen materials collections.
Revamp the presentation of library materials to
encourage patron self-service and ease of use
of the collection.
Enhance staff training to continually improve the
library experience for each patron.

Salaries & Wages $1,570,625 $1,404,490 $1,562,274 $1,617,131 0.0%

TOTAL $1,615,678 $1,456,029 $1,618,465 $1,663,131 0.0%
Personnel Summary
Program Measures
Circulation 961,657 880,000 963,000 990,000

Internet usage 66,727 61,000 67,000 69,500
General Fund
Parr Library
Mission
Budget Highlights
Strive to meet the informational, educational, cultural
The 2010-11 Parr Library Recommended Budget
and recreational needs of the Plano community for
both in-library and remote users.
2010-11 Objectives Budget includes a change in the part-time headcount
Replace broken task chairs in public area.
Host early voting and elections as requested.
Relocate the media collection.
Continue to increase the display items in the
children’s area.
Continue to re-evaluate the library’s
configurations.
Radio Frequency Identification (RFID)
installation, training, and evaluation.

Salaries & Wages $1,290,577 $1,285,134 $1,260,459 $1,365,239 6.2%

TOTAL $1,351,065 $1,336,289 $1,313,727 $1,411,239 5.6%
Personnel Summary
Program Measures
Circulation 465,028 430,560 450,000 450,000

Internet usage 66,798 60,772 74,200 76,600
General Fund
Development Business Center

The Development Business Center is charged with The 2010-11 Development Business Center
conducting the City’s programs of Planning, Recommended Budget includes no new programs,
Engineering, Public Works, Building Inspections, and enhancements or any personnel requests.
capital improvements. The center is organized into
three departments; however, it relies on
cross-functional work teams and resource sharing
among departments to achieve the center’s scope of
service. The center has extensive interjurisdictional
programs of planning, infrastructure development,
and intergovernmental relations.
2010-11 Objectives
Facilitate and coordinate the center’s program

of service.
Manage special projects as assigned by the City
Manager.
Serve as city liaison on interjurisdictional and
regional programs.
Serve as city legislative liaison for state affairs.

Salaries & Wages $312,651 $310,028 $338,028 $311,966 0.6%

TOTAL $339,439 $324,603 $353,178 $344,368 6.1%
Personnel Summary
Program Measures
Activity
Administer Operating Budgets:
Building Inspections $3,465,422 $3,465,872 $2,994,127 $3,050,747
Public Works $5,851,249 $6,142,494 $5,962,512 $5,763,042
Planning $2,790,200 $3,130,881 $2,917,524 $2,658,266
Engineering $2,484,306 $2,425,829 $2,487,717 $2,372,730
Performance
Construction inspections performed 52,805 51,856 50,100 52,800
Development plans 218 120 270 270
Environmental/Zoning code
inspections 45,297 49,320 49,000 52,675
Number of legislative bills analyzed 1,500 1,000 1,000 1,500
General Fund
Building Inspections
Oversee the construction of commercial and The 2010-11 Building Inspections Recommended
residential development. Its mission is to enforce the Budget includes reductions totaling $295,461.
International Building Codes, ensuring the highest Reductions include: one Part-Time Inspections
level of safety for homes, schools, places of worship, Assistance position ($19,984); two Building Inspector
offices, retail centers and all buildings throughout the Sr. position ($151,416); one Administrative Support
City of Plano. A full range of plan review and Supervisor position ($66,713); and one Sr.
construction inspection services are provided to Administrative Assistant position ($57,348). Also
facilitate this responsibility. included is a funded revenue supplement in the
amount of $180,000 for various fee increases.
2010-11 Objectives Additionally, included is a funded supplement in the
amount of $47,000 for an Interactive Voice Response
The department submitted its application for (IVR) upgrade and also $25,500 for additional IVR
reaccreditation with the ICC – International services. Both of these items will be funded from the
Accreditation Service. IAS is expected to Technology Fund.
conduct a site visit this year.
Search out and fulfill budget solutions.
Review technology for increased efficiency using
electronic permits and posting for inspectors.
Cross train employees to maximize staff and
expand capabilities of our personnel.

Salaries & Wages $3,338,317 $3,235,728 $2,761,051 $2,833,580 -12.4%

TOTAL $3,465,422 $3,465,872 $2,994,127 $3,050,747 -12.0%
Personnel Summary
Program Measures
Activity
Applications received 12,249 8,175 11,800 10,000
Plan reviews performed 5,203 3,600 4,700 4,000
Permits issued 12,249 8,250 11,900 10,100
Construction inspections performed 52,805 51,856 50,100 52,800
Performance
Average minutes per inspection 19 16 18 19
Commercial plan review (days) 5.12 4.0 4.0 2.0
Residential plan review (days) 2.11 2.0 4.0 2.0
General Fund
Property Standards Study, evaluate and develop (if needed) a vacant

and abandoned property ordinance.
Mission Establish service abatement contracts for minor
Work to epitomize quality customer service in an fence repairs, structure shuts and demolitions.
efficient manner through the education and Implement full Global Positioning Systems
implementation of City codes and ordinances that capabilities for equipment and vehicles.
improve, enhance, and promote property values. The
Department supports a level of health and safety Budget Highlights
essential to the well being of the citizens of our The Property Standards 2010-11 Recommended
community. Budget includes one revenue supplement for
development fee increases, $15,000; and one
2010-11 Objectives reduction supplement for general operations and
maintenance reductions ($10,810).
Maintain complete staffing and established
service levels.
Complete annual benchmark and identified
structural condition rating report.
Implement on-line credit card payment option.
Achieve document imaging for department
processes.

Salaries & Wages $1,221,769 $1,539,691 $1,288,706 $1,578,596 2.5%

Reimbursements (6,962) (12,647) (6,944) (12,749) 0.8%
TOTAL $1,476,547 $1,796,734 $1,602,489 $1,811,193 0.8%
Personnel Summary
Program Measures
Activity
Telephone calls 20,049 18,900 20,000 21,200
Environmental/Zoning code
inspections 45,297 49,320 49,000 52,675
Notices generated 23,823 22,500 24,511 25,736
Citations issued 569 556 682 716
Towed vehicles 24 20 25 30
Contract Work Orders 1,286 1,252 1,390 1,460
Liens processed 323 300 475 588
Building Standards hearings 5 12 10 15
Performance
Complaints processed (within 48
hours) 95% 96% 96% 98%
Average complaint closure-days 18 16 20 20
Graffiti Abatements 28 137 100 125
Community service project dates/sites 10/52 8/50 10/55 12/60
Substandard housing cases 1,235 1,163 1,274 1,338
General Fund
Planning Continue updating the Zoning Ordinance given
the recommendations from the Zoning Ordinance
Mission Assessment.
Responsible for updating the City's Comprehensive
Plan, reviewing and processing of development and Budget Highlights
zoning requests, conducting special studies related The Planning Department 2010-11 Recommended
to the community's growth, redevelopment and Budget includes 6 reduction supplements: elimination
maturity; maintaining the City's Geographic of a city vehicle to the fleet share program ($5,400);
Information System (GIS), and administering the reduction to travel/training ($25,000), elimination of
Community Development Block Grant (CDBG) a Database Administrator position ($95,628),
program. The CDBG program includes housing elimination of the Long Range Planning Manager
rehabilitation, first-time homebuyers program, position ($123,405), shift the cost of benefits for grant
homeless prevention, supervision of the Day Labor funded position to the grants ($75,819), and reduction
Center, and funding of various social service of imaging consultant assistance ($25,000) from the
activities. The Department provides staff support for Technology Fund. Also included is a revenue
the Planning & Zoning Commission, the Transition & supplement in the amount of $5,000 for development
Revitalization Commission, the Heritage Commission fee increases.
and the Community Relations Commission.
2010-11 Objectives
Complete the Heritage Preservation Plan update

to make it into a more relevant document given
the potential number of properties becoming
eligible to designation.
Complete the redesign of the Comprehensive
Plan to make it a more relevant, readable
document including an interactive website.

Salaries & Wages $2,950,078 $3,027,717 $2,785,188 $2,748,719 -9.2%

Reimbursements (415,689) (401,736) (522,143) (543,502) 35.3%
TOTAL $2,790,201 $3,130,881 $2,917,524 $2,658,266 -15.1%
Personnel Summary
Program Measures
Activity
Zoning cases 27 20 20 20
Development plans 218 120 270 270
Certificates of Appropriateness 31 30 35 35
Historic tax exemptions 66 64 66 66
Performance
Completed development plans initial review
within 2 weeks 100% 100% 100% 100%
Monitored maintenance of historic
properties eligible for historic tax
exemptions 100% 100% 100% 100%
General Fund
Rental Registration & Inspection

Mission
Budget Highlights
Establishment of a method to annually register and
The Property Standards 2010-11 Recommended
systematically inspect properties used for rental
Budget includes 2 reduction supplements: elimination
purposes to further promote and ensure the health,
of a part-time Administrative Assistant position
safety and livability of these properties in accordance
($17,794) and general operations and maintenance
with the City’s property maintenance and minimum
reductions ($11,190).
housing standards.
2010-11 Objectives
Achieve and maintain full staff for program.

Evaluate and updated associated program forms
and reports.
Complete five-year cost recovery assessment.
Develop an annual benchmark report of program
measures.
Complete implementation of automated
inspection entry procedures.
Assess landlord training needs for future
program development.
Obtain staff property maintenance and housing
inspection certificates.

Salaries & Wages $99,056 $320,081 $136,681 $277,327 -13.4%

Reimbursements 6,962 12,647 6,944 12,749 0.8%
TOTAL $126,066 $417,544 $200,245 $363,419 -13.0%
Personnel Summary
Program Measures
Activity
Rental program database 112 110 112 120
Rental certifications issued 112 110 112 120
Certificates updated 1 5 2 5
Web site posting 112 110 112 120
Performance
Rental registration units 26,147 26,237 26,682 28,682
Rental inspections 962 1,412 1,860 2,010
Rental re-inspections 315 494 630 750
Citations 0 7 5 10
General Fund
Engineering Complete construction of Fire Station 13.
Complete construction of Carpenter Park
Mission Recreation Center Expansion.
Responsible for transportation planning and Complete design and begin construction of
engineering, the design and construction of publicly Technical Services Data Center.
maintained infrastructure, the Community Investment Complete construction of Fire Station 4 Addition.
Program and inspections for all public and private CIP
improvements. th
Complete construction of 14 Street from Avenue
K to Ridgewood Drive.
2010-11 Objectives
Complete construction of Chaparral Road from
Transportation Avenue K to Cottonwood Creek.
Complete construction of Communications
Issue contract to collect mid-day traffic turning Parkway – Spring Creek Parkway to Tennyson
movement counts at selected intersections. Parkway.
Support deployment of the DART US-75 Complete construction of McDermott Road –
Integrated Corridor Management (ICM) Project Coit Road to Ohio Drive.
on Avenue K. Complete construction of Meadows Addition,
Complete a study on Traffic Management Center Phase I.
(TMC) needs.
Report on Median Left-Turn project safety and Budget Highlights
operation. The 2010-11 Engineering Recommended Budget
includes 2 reduction supplements: O&M reductions
Install 2 wireless traffic monitoring camera
($15,638) and for the elimination of a Senior
systems on Custer Road and retime traffic
Engineering Technician position ($66,713); 1 revenue
signals and report findings/benefits to
supplement: development fee increases ($5,000);
TxDOT/NCTCOG.
and 1 addition supplement: seven months of a Deputy
Facilities
Director position $70,102.
Reduce energy consumption by 4%.

Salaries & Wages $2,862,557 $2,812,050 $2,834,011 $2,779,646 -1.2%

Reimbursements (579,612) (590,476) (585,613) (598,181) 1.3%
TOTAL $2,484,306 $2,425,829 $2,487,717 $2,372,730 -2.2%
Personnel Summary
Program Measures
Activity
Streets paved (miles) 2 4 2 2
Water lines installed (miles) 1 6 1 7 1 2 1 0
Assessments outstanding ($000's) $1,634 $1,634 $1,622 $1,612
CIP projects funded ($000's) $18,127 $48,176 $27,729 $17,727
Annual assessment receipts ($000's) $10 $10 $9 $10
Performance
Achieve and average "Overall Satisfied
Customer" raring of 60% or more on the
construction surveys None 80% 80% 80%
Engineering plan submittals reviewed 285 300 250 200
Franchise utility permits issued 516 400 400 300
Site improvement permits issued 143 200 140 100
Total building 92 99 93 94
New buildings/additions under construction 3 5 5 3
New buildings/additions in design 5 2 3 1
Number of signals constructed 1 6 4 6
Hours of delay (thousands) 115 180 150 150
Tons of carbon monoxide 10 13 12 11
SSP neighborhoods served 10 0 4 0
General Fund
Facilities Maintenance
MISSION
Budget Highlights
Responsible for the physical maintenance, repair,
The 2010-11 Facilities Maintenance Recommended
security and improvements of all City buildings,
Budget includes 10 funded supplements, 2 reductions:
facilities and leased areas. In addition, this
elimination of Facility Construction Coordinator
department administers service contracts for security
position ($71,596) and elimination of operations &
systems, elevators, boilers, HVAC systems, water
maintenance cost for Thomas Gym & Douglass
treatments and assists in coordinating and performing
Recreation Center with Boy’s & Girl’s Club to take
intra-office moves.
that responsibility ($66,708), 1 addition: maintenance
2010-11 Objectives AV equipment $3,000 and 7 requests for operations
and maintenance for expansion of existing facilities
Provide a safe and healthful work environment and new facilities: Emergency Operations Center
for employees and prolong the useful life of $16,249; Fire Station #12 $10,870; Warehouse
major building components through scheduled Logistics Facility $6,288; Animal Shelter $29,654;
maintenance and condition surveys. Carpenter Park Recreation Expansion $9,489; Fire
Plan and implement minor remodeling / Station #4 Expansion $10,459 and Fire Station #13
refurbishing projects. $19,133.
Consult with departments on effective space to
maintain and improve energy efficiency of
buildings.
Work with departments on additional security
improvements to their facilities.
Perform audits of energy usage of existing
buildings and plan changes to reduce
consumption.

Salaries & Wages $1,655,111 $1,698,562 $1,627,442 $1,630,137 -4.0%

Operations & Maintenance 4,538,218 4,941,835 5,001,673 4,950,828 0.2%
Capital Outlay 177,336 0 12,664 0 0.0%
TOTAL $6,370,665 $6,640,397 $6,641,779 $6,580,965 -0.9%
Personnel Summary
Program Measures
Activity
Buildings Maintained 92 94 93 94
Square Footage Maintained 1,408,218 1,449,213 1,450,215 1,481,015
Work Order Requests 14,509 15,200 14,700 15,200
Work Orders Completed 14,059 14,980 14,300 14,980
Work Orders Performed:
In-House 12,410 14,480 13,500 14,380
Contracted 1,649 500 800 600
Performance
Work Orders Completed/Total
Requested 97.0% 99.0% 97.3% 98.6%
Work Orders Performed
In-House/Work Orders Requested 85.5% 91.4% 91.8% 94.6%
General Fund
Facilities Services
MISSION
Budget Highlights
Responsible for providing all general building services
The 2010-11 Facilities Services Recommended
to eight-eight City facilities. Services include Green
Budget includes 5 funded supplements: 4 are for
Cleaning custodial services, pest control services,
custodial and contracted services for O&M Costs
indoor plant maintenance, window cleaning,
associated with opening new or expanded facilities;
concessionaire services, environmental
Warehouse Logistics Facility (2 months) - $5,405,
waste/recycling disposal, modular furniture and office
Emergency Operations Center (2 months) - $9,634,
relocation.
the Animal Shelter Expansion (12 months) - $13,532
2010-11 Objectives and the Carpenter Park Expansion (2 months) -
$6,984 and 1 reduction supplement: Douglass
Continue monitoring contractual services for Recreation / Thomas Gym Conversion - ($21,136).
cleaning to ensure Sustainability Green Seal
supplies and equipment utilized and procedures
are properly maintained and adhered.
Continue to provide a clean, sanitary
environment for citizens and employees utilizing
city facilities.
Increase quality assurance surveillance
inspections to aide in the enforcement of the
contractual cleaning vendor’s performance.
Continue to coordinate internal / external moves,
relocation and special functions for City Council,
Executive level meetings, receptions and
set-ups. Provide departmental assistance to
managerial / supervisory staff as needed.
Develop contract specifications related to
conversion of Green Building guidelines for
all/any vendor renewals.

Salaries & Wages $335,543 $356,628 $346,082 $340,744 -4.5%

TOTAL $1,716,336 $1,928,155 $1,906,210 $1,910,276 -0.9%
Personnel Summary
Program Measures
Activity
Buildings Serviced 92 94 93 94
Buildings Serviced (square footage) 1,408,218 1,449,213 1,450,215 1,481,015
Moves 87 90 91 95
Performance
Cost per square foot $1.22 $1.11 $1.31 $1.29
General Fund
Fire Develop and implement new community

outreach education programs to include the
Mission Senior Select Remembering When Referrals
To protect and enhance the quality of life in Plano Program, and the Oklahoma State University
through a comprehensive program of services (OSU) Hazard Prevention program which
directed toward public education, prevention, and emphasizes consistent messaging aimed at
control in areas of fire, rescue, medical emergencies, reaching preschool and young audiences.
hazardous materials incidents, and disasters.
Budget Highlights
2010-11 Objectives During 2009-10, the Fire Department reduced the
number of full-time Civil Service positions by (1)
Open and occupy FD 13 in the NW quadrant of Lieutenant, saving an estimated $111,181 per year.
the city. The 2010-11 Fire Department Recommended Budget
Complete FD 4 expansion project. includes the elimination of (2) staff vehicles, reducing
Update Oral Interview Board process. $7,984 in related garage and depreciation
Update recruiting plan and increase diversity to expenditures. The 2010-11 Recommended Fire
reflect that of the community within the Fire Equipment Replacement budget includes: (58) Scott
Department. Self-Contained Breathing Apparatus (SCBA) Air-Paks,
Update/revise strategic plan for CPR/Automatic $257,316; (30) Safety Pad Patient Reporting systems
External Defibrillator (AED) program. to replace the units that have become obsolete,
$145,838, replacing the units that have become
obsolete; and an all-terrain vehicle for use by
Emergency Medical Services (EMS) at remote city
park locations, $22,745.

Salaries & Wages $36,956,638 $37,238,863 $36,970,031 $38,045,935 2.2%

Reimbursements (23,331) 0 0 0 0.0%
Capital Outlay 12,541 0 28,575 0 0.0%
TOTAL $41,514,407 $42,204,207 $42,130,613 $42,914,095 1.7%
Personnel Summary

Program Measures
Activity
Fire Calls (total incidents) 19,724 19,800 19,925 20,050
EMS Calls 12,476 12,500 12,570 12,665
Program participants 38,000 50,000 38,000 38,000
Business inspections 2,024 6,000 1,744 1,800
Public education programs scheduled 550 600 600 600
EMS Revenue $3,734,939 $3,663,114 $3,663,114 $3,663,114
Fire Plan reviews 1,666 1,500 1,574 1,500
Fire and Code Investigation 270 450 380 350
Fire Plan Review Revenue $176,066 $182,714 $182,714 $182,714
Fire Prevention Revenue $35,826 $32,550 $29,100 $29,100
Fire Plan Review per Examiner 1,110 800 1,574 1,574
Fire and Code Investigations per Investigator 270 250 190 190
Inspections per Inspector 833 2,500 514 514
Performance
Fires per 1,000 population 1.7 1.8 1.6 1.7
Property loss per $1,000 valuation $51.77 $45.00 $398.57 $45.00
Average property loss per fire $24,041 $14,200 $50,373 $15,000
Fire Dept. expenditure per capita $157 $151 $160 $163
Property loss per capita $25 $22 $47 $25
Fire/EMS incidents response within 6:59 min 90% 90% 88% 90%
Average response time (Fire/EMS in minutes) 5:02 5:00 5:12 5:00
General Fund
Fire - Civilian
Mission
Budget Highlights
Provides support in the areas of administration,
The 2010-11 Fire Civilian Recommended Budget
budgeting, purchasing, clerical services, and
includes the elimination of (1) vacant Administrative
information services for the Fire Department.
Assistant position, $49,607.
2010-11 Objectives
Train every city employee in CPR by end of

2011.
Conduct three Door-to-Door Smoke Alarm
programs.
Conduct Risk Watch classroom instruction on
fire safety, falls prevention, and water safety.
Conduct one Citizen Fire Academy class in FY
2010-11.
Continue “Back to Basics” fire safety campaign
with elderly citizens as the audience.
Focus on non-fire injury risk reduction. (i.e.:
encourage seat belt usage, heat stroke
prevention, etc.)

Salaries & Wages $676,399 $746,278 $679,763 $678,489 -9.1%

Operations & Maintenance $36,556 $56,629 $58,294 $55,467 -2.1%
Reimbursements $0 $0 $0 $0 0.0%
Capital Outlay $0 $0 $0 $0 0.0%
TOTAL $712,955 $802,907 $738,057 $733,956 -8.6%
Personnel Summary
Program Measures
Activity
Public Education Programs 550 600 600 600
Learn-Not-to-Burn School/Class 10,000 12,000 11,000 11,000
Fire Safety House 1,300 2,400 1,000 1,000
Life and Fire Safety (LAFS) Clowns 0 0 0 0
Risk Watch 10,000 12,000 11,000 11,000
Performance
Invalid Alarms Revenue $48,940 $54,280 $54,280 $54,280
CPR Certification Cards Issued 31 88 22 0
Total Public Education 38,000 50,000 38,000 38,000
General Fund
Emergency Management Coordinate planning, training, and exercises with

city, county, regional, state, and federal
Mission stakeholders.
To serve the citizens of Plano by directing and Continue education efforts with public,
coordinating emergency management and homeland businesses, schools, and civic groups on
security programs to mitigate, prepare for, respond preparedness measures for individuals, families,
to, and recover from emergencies and disasters. and facilities.
Provide assistance to critical facilities, faith
based organizations, health care facilities and
businesses in development of emergency and
2010-11 Objectives
disaster plans.
Administer Homeland Security grants for FY Develop and complete tabletop, functional,
2009-10 and for FY 2010-11. and/or full scale exercises to analyze emergency
Ensure compliance with National Incident operations and determine improvements in
Management System requirements for FY processes and methodologies.
2010-11.
Budget Highlights
Finalize rewrite of City of Plano Comprehensive The 2010-11 Emergency Management
Emergency Management Plan and gain Recommended Budget includes no new programs,
acceptance from the State of Texas Division of enhancements, or any new personnel requests.
Emergency Management.
Maintain Community Emergency Response
Teams (CERT) through no cost refresher training
and Citizen Corp Program grant funds.

Salaries & Wages $405,835 $431,456 $436,629 $449,540 4.2%

Capital Outlay 0 0 893,354 0 0.0%
TOTAL $493,219 $512,804 $1,452,835 $528,180 3.0%
Personnel Summary
Program Measures
Annexes Re-Written or Updated in

CEMP 5/24 24/24 24/24 26/26
Employees fully trained to standard in Incident
Command System per NIMS
requirements 75 of 2008 2008 of 2008 2008 of 2008 2008 of 2008
CERT members trained 125 125 150 175
Emergency Mgmt. Exercises
Conducted or Actual Events 2 2 2 2
Preparedness Outreach Events (upon
request) 40 40 40 40
Grant Funds Administered $250,000 $200,000 $239,098 $300,000
General Fund
Public Operations & Business Center
Budget Highlights
Mission The 2009-10 Public Operations & Business Center's
Responsible for the administration and coordination Budget includes a reduction in salaries and benefits
of all activities relating to: Convention & Tourism, Golf due to the position being vacant for 6 months. The
Course, Recreation, Parks, Human Resources, Risk 2010-11 Recommended Budget also includes a
Management, and Library Services. reduction in salaries and benefits of $15,524.
2010-11 Objectives
Administer and coordinate programs and

services of responsible departments.
Assemble functional teams to address a variety
of issues during the year, as well as manage
special projects assigned by the City Manager.

Salaries & Wages $232,378 $220,206 $216,704 $201,180 -8.6%

TOTAL $238,616 $241,664 $233,162 $221,875 -8.2%
Personnel Summary
Program Measures
Activity
Administer Operations Budgets:
Public Operations & Bus. Center $238,616 $241,664 $233,162 $221,875
Convention & Tourism $6,967,001 $8,238,607 $6,844,459 $7,093,597
Golf Course $762,051 $795,799 $756,317 $41,227
Recreation Revolving $18,104 $172,724 $177,828 $48,987
Parks & Recreation $21,640,908 $22,749,108 $21,337,865 $20,879,601
Human Resources $2,022,962 $2,026,748 $2,047,700 $1,785,693
Libraries $11,279,942 $10,794,588 $11,304,421 $10,780,621
Risk $1,520,712 $1,520,093 $1,576,363 $1,520,071
Total Budgets Administered: $44,450,296 $46,539,331 $44,278,115 $42,371,672
Performance
Recreation Attendance 2,656,384 2,600,000 2,600,000 2,700,000
Park Acreage Maintained 4,725 4,725 4,725 4,725
Job Applications Processed 15,878 14,000 5,269 11,000
Internal Training Sessions Offered 297 300 220 250
Total Library Circulation 3,307,059 3,200,000 3,300,000 3,300,000
General Fund
Public Information Administer 21 Arts Grants, 6 Special Event

Grants and one Urban-Town Center grant.
MISSION Provide support for the Cultural Affairs
Through message creation, management, and Commission.
distribution, the Public Information Department Collaborate with City departments in developing
communicates the vision, services, and programs of public relations campaigns for education
the City of Plano to staff and residents. Team programs and specific projects.
members are charged with the following
responsibilities: to inform and educate the citizenry Budget Highlights
about City operations, services, activities, and The 2009-10 Public Information Re-Estimate Budget
opportunities; to prepare written material for includes a change in the full-time head count from
publication; to produce video for presentation on (7) to (5) due to the Action Center Staff moving to
Plano Television Network (PTN) and the Internet; to Records Management as part of a re-organization.
develop and disseminate the City's newsletters, press The 2010-11 Public Information Recommended
releases, employee information pieces, and other Budget does include a funded supplement in the
general documents; and to coordinate and maintain amount of $11,100 for Technology requirements to
the City's website and all activities therein. provide ability for grant applicants to log-in and submit
applications directly through an on-line system. This
2010-11 Objectives item will be funded from the Technology Fund.
Continue integration of video into website.

Refresh website to enhance consistent image
among all pages.
Implement social media program developed by
Web 2.0 Committee.
Manage utility bill insert program.
Enhance employee communications intranet site
through completion of two focus groups and one
employee survey.
Continue to assist with City events and
ceremonies, dedications, and groundbreakings.

Salaries & Wages $583,470 $608,761 $451,903 $484,790 -20.4%

TOTAL $653,106 $674,875 $519,027 $545,456 -19.2%
Personnel Summary
Program Measures
Activity
Press releases 300 340 340 350
News/Publications reviewed prior to
release 120 175 384 445
News stories developed 425 470 425 525
Employee communications content
developed 0 0 115 310
Performance
Citizen questions and concerns
handled 1,200 6,000 1,200 1,200
General Fund
Records Management 2010-11 Objectives
Mission Continue to train Records staff in Laserfiche and

Responsible for coordinating, administering and bring new departments into the Records
implementing the Records Management Program, Management system.
which includes program development, records Begin scanning backlog for Planning.
retention, digital technology, storage, microfilming, Train departments on the new way of doing
filing systems, and destruction of records. certified mail.
Streamline Open Records Request processes
The Action Center operates the main switchboard, and develop new reports.
directs complaints to appropriate departments, and Research and develop retention for web and 2.0
assists and greets citizens. technologies.
Mail Services performs a variety of duties in the Budget Highlights
processing and distribution of City mail which include The 2009-10 Records Management Re-Estimate
providing services with an inserting machine, Budget includes a change in the full-time head count
preparation of large mail-outs, recording and from (5) to (9) due to the merging of Mail Services
maintaining records for incoming and outgoing mail and also the Action Center. The dollars associated
as well as financial records pertaining to postage. with this merger are included as well. The 2010-11
Records Management Recommended Budget
includes a savings of $6,978 due to the renegotiation
of maintenance contracts and a reduction supplement
of $4,500 in postage by automating certified mail.

Salaries & Wages $388,358 $361,011 $548,157 $550,284 52.4%

TOTAL $430,600 $400,354 $911,569 $886,434 121.4%
Personnel Summary
Program Measures
Activity
Records Stored 1,272 1,200 1,100 1,100
Records Filmed 322,573 350,000 250,000 200,000
Records Destroyed 1,345 1,100 1,400 1,400
Retrievals/Returns 1,099 1,200 1,900 1,800
Open Records Requests Processed 467 450 500 520
Documents Scanned 189,555 50,000 156,000 180,000
Performance
File Cabinets Saved 636 200 600 600
Total Volume of Records Stored 6,000 6,500 6,000 5,900
Documents filmed (%) 93 95 80 70
Action Center
Calls Answered 72,012 73,000 71,000 71,000
Visitor/Walk-Ins 3,580 4,000 3,500 3,500
Mail Service
Mail Metered 399,503 500,000 400,000 400,000
Utility Bills Processed (Delinquent Only) 5,200 320,000 5,000 4,000
Other Mailings (FedEx, Certified, UPS) 35,000 50,000 25,000 20,000
Incoming Mail Processed 850,200 950,000 800,000 800,000
General Fund
Health Conduct a self-assessment of the consumer

health program to create efficiencies in business
Mission practices and implement new procedures and
Provide outstanding citizen services in processes to offset reduced departmental
environmental/public health and animal control that resources.
provides wellness and prevent disease and pollution Continue to seek grant opportunities and
in our community. alternative funding sources for consumer health
programs.
2010-11 Objectives Conduct employee feedback survey of
management and supervisory positions.
Incorporate new GIS capabilities to assist with
disease surveillance and monitoring of Budget Highlights
communicable diseases and illnesses that could The 2010-11 Health Recommended Budget includes
result in a potential outbreak situation. a reduction supplement in the amount of $75,427 for
Conduct a baseline study of Plano high priority the elimination of a vacant Health Specialist position.
eateries to identify, track and monitor trends in Also included are (3) revenue supplements: $13,160
the occurrence of food borne illness risk factors. for an increase in the Food Handler Program fee;
$2,500 for a change in the Restaurant Re-Inspection
fee; $1,600 for an increase in the Administrative fee.

Salaries & Wages $1,409,849 $1,365,642 $1,243,286 $1,259,733 -7.8%

Reimbursements (16,041) 0 (26,851) (27,376) 0.0%
TOTAL $1,532,275 $1,531,841 $1,379,837 $1,379,424 -9.9%
Personnel Summary
Program Measures
Activity
Food establishments under permit 1,329 1,420 1,350 1,351
Temporary food permits issued 391 425 425 410
Restaurant Plan Review 108 110 100 100
Environmental complaints taken 610 870 650 650
Communicable disease cases 66 68 68 75
Performance
Food inspections performed 3,806 3,960 3,850 3,723
Food complaints investigated 243 300 270 270
Foodborne Illness investigated 51 51 51 48
Food Handlers' trained 3,859 3,810 3,810 3,860
Food Manager's trained 159 150 150 140
Public smoking complaints
investigated 23 15 12 10
Noise complaints investigated 19 15 16 16
Air quality complaints investigated 14 10 12 13
Illumination complaints investigated 10 13 15 15
General Fund
Animal Services Decrease the number of animals being
relinquished for preventable reasons through
Mission training and educational programs.
To protect the health, safety, and welfare of animals Approximately 1,800 animals are released by
and people in Plano and promote responsible their owners each year. Many of these
ownership of pets within the City. relinquishments could have been prevented if
the owner had access to resources or training
2010-11 Objectives that would allow them to keep the animal.
Training assistance, housing referrals, and
Increase efficiency within the Division and veterinary care assistance could all help owners
registration compliance by outsourcing city in keeping their pets.
license program. The division licensed 8,572 Increase services to the community at no
pets in FY 2008-09 which is less than 6% of the additional costs to the city through collaborations
estimated 142,570 pets that currently live in with animal welfare organizations. One such
Plano. Partnering with a company that group, the Texas Coalition for Animal Protection,
specializes in municipal licensing programs could will provide low-cost sterilization and vaccination
increase the number of registered pets by 30% services for citizens if the city provides them with
in the first year. appropriate space for surgery. On days that
Increase the number of animals that are returned Animal Services is not using the surgical suite,
to their owners through licensing and TCAP could use the space to assist pet owners
identification programs. Nationwide, over 90% at no cost to the city.
of all animals that enter shelters with
identification are reunited with their owners. Budget Highlights
Conversely, over 90% of all animals that enter The 2010-11 Animal Services Recommended Budget
a shelter without identification are never includes reductions totaling $50,032. Reductions
reclaimed. One of PAS main objectives is to include: Reduce ASO position to Part-Time Kennel
return at-large animals to their rightful owners position ($44,232); Reduce Minor Apparatus ($5,000);
and increasing identification rates of all animals and Reduce Laundry Cleaning ($800.00). Also
through education will lead to more animals included are (6) revenue supplements: Outsourcing
finding their way back in their original homes. of City License Program ($22,00); Vet Pick-Up for
Deceased Animals ($13,00); Re-Inspection Fee
($250.00); an Animal Establishment Late Fees
($250.00) City Registration Late Fee ($10,000);
Owner Surrender Fee ($35,000).

Salaries & Wages $1,364,954 $1,486,811 $1,420,319 $1,447,296 -2.7%

Capital Outlay 0 0 0 0.0%
TOTAL $1,678,066 $1,778,112 $1,687,471 $1,721,287 -3.2%
Personnel Summary
Program Measures
Service calls 14,782 12,536 13,862 14,322

Animals impounded 7,049 7,217 7,654 7,352
Animals redeemed 1,143 1,360 1,344 1,244
Animals adopted 2,290 2,606 3,048 2,669
Animals euthanized 1,430 1,443 1,428 1,429
Animals transferred 2,219 1,808 1,502 1,861
Animals registered 8,572 8,107 8,908 8,740
General Fund
Parks & Recreation Administration

Budget Highlights
Mission
The 2010-11 Parks & Recreation Administration
Provide management and direction for the operation
Recommended Budget includes an increase of
of the Parks & Recreation Departments and the Plano
$225,919 in the form of a reimbursement to provide
Centre/Convention & Visitors Bureau; formulate and
for Operating & Maintenance expenditures at the
implement goals, objectives, and strategic plans;
Pecan Hollow Golf Course during its yearlong
administer the Community Investment Program for
renovation starting November 2010.
the Parks & Recreation Departments; and provide
staff support for the Parks & Recreation Planning
Board.
2010-11 Objectives
Administer, direct and coordinate the activities

of the Parks & Recreation Department and the
Plano Centre/ Convention & Visitors Bureau.
Administer the implementation of goals,
objectives and strategic plans for the Parks &
Recreation Department and the Plano
Center/Convention & Visitors Bureau.
Manage the implementation of the various
elements of the Community Investment Program
for the Parks & Recreation Department.
Oversee employee recognition, safety,
performance, affirmative action and other
personnel related items.
Provide support for the Parks & Recreation
Planning Board.

Salaries & Wages $353,723 $216,930 $220,858 $226,612 4.5%

Capital Outlay 0 0 51,566 225,919 0.0%
TOTAL $376,309 $241,664 $284,604 $475,836 96.9%
Personnel Summary
Program Measures
Full-time employees 265 251 248 239

General Fund Budgets ($000's) $21,817 $22,590 $21,549 $21,279
Other Fund Budgets ($000's) $11,475 $12,144 $10,823 $10,075
General Fund
Creative Arts
Mission
Budget Highlights
Create an environment where the community can
The 2010-11 Creative Arts Recommended Budget
share in the full diversity and vitality of the arts. This
includes reductions totaling $208,379. Reductions
is accomplished by operation of the Courtyard
include: elimination of two positions, Creative Arts
Theater, Cox Building Playhouse and the
Complex Supervisor & Cultural Programs Coordinator
Amphitheater at Oak Point Park. Creative Arts also
($137,071).
presents cultural events and works to assist other
Departments in cultural activity. Other programs under
Creative Arts include Public Art, Municipal Exhibits,
and the Cultural Arts Grant Program. Support is also
provided to the Cultural Affairs Commission and the
Public Art Committee.
2010-11 Objectives
Creative Arts Division will operate the Courtyard

Theater and Cox Building Playhouse for 12
months and Amphitheater at Oak Point Park for
8 months; project 300 public events at these
three venues combined.
Creative Arts Division will present five (5)
concerts during the Spring/Summer/Fall window,
with at least three concerts at the Amphitheater
at Oak Point Park.

Salaries & Wages $429,824 $462,157 $334,514 $331,731 -28.2%

Capital Outlay 1,500 4,000 3,000 0 -100.0%
TOTAL $564,527 $681,480 $479,314 $447,422 -34.3%
Personnel Summary
Program Measures
Activity
Operation of Amphitheater 9 months 8 months 9 months 8 months
Operation of Cox Playhouse 12 months 12 months 12 months 12 months
Operation of Courtyard Theater 1 months 12 months 12 months 12 months
Performance
Amphitheater dates booked 1 1 1 1
Courtyard Theater dates booked 20 35 21 35
Cox Building dates booked 313 200 335 200
General Fund
Summer Arts Program Target providing service to as many as 350

underprivileged youth who might not otherwise
Mission have an opportunity to participate in such arts
Provide a multi-disciplinary summer arts and cultural activities as dance, music, theater and visual
program for youth ages 8 to 15. The program will run arts.
for six to eight weeks during the summer season and
focus on providing a forum for youth to gain exposure
to various artistic skills. This program’s content
Budget Highlights
should be directed towards those youth who might
The 2010-11 Recommended Summer Arts Program
not have an opportunity to experience these artistic
disciplines.
or any new personnel requests.
2010-11 Objectives

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $57,000 $55,290 $55,290 $55,290 0.0%
Personnel Summary
Program Measures
Number of student participants 325 350 350 350

General Fund
Marketing and Special Events
Mission
Budget Highlights
Inform and educate the citizens of Plano and the
The 2010-11 Marketing and Special Events
media of all of the activities, events, and services of
the Parks & Recreation Department. Supervise,
$134,066. Reductions include: elimination of a
coordinate, and/or manage quality events for
Community Resources Manager position ($115,397);
participation by Plano’s citizens, and issue Special
and reductions in Operations and Maintenance
Event Permits for events within the City limits.
expenditures ($18,669). Also included is a revenue
2010-11 Objectives supplement in the amount of $4,000 for a Pavilion
Rental Fee increase.
Consider splitting the Events funding from
Marketing funds to align with new organizational
structure.
Administer Special Events Grants.

Salaries & Wages $213,690 $259,976 $157,238 $134,899 -48.1%

Reimbursements -32,396 0 0 0 0.0%
TOTAL $273,253 $339,645 $226,957 $205,579 -39.5%
Personnel Summary
Program Measures
Activity
Mascot appearances 7 7 2 3
Welcome packets mailed 3,700 3,500 3,500 3,500
Performance
Department special event attendance 40,011 40,000 50,350 40,000
General Fund
Downtown/East Advocacy
Mission
Budget Highlights
Support economic development, events and initiatives
The 2010-11 Downtown/East Advocacy
in the downtown Plano area.
Recommended Budget includes no new personnel,
2010-11 Objectives reductions or enhancements.
Update information at kiosks three times a year.

Support the annual Holiday Lighting event.

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $30,972 $28,500 $28,496 $28,500 0.0%
Personnel Summary
Program Measures
Number of supported downtown events 1* 1* 1* 1*

Village News newsletters distributed** 21,000 0 0 0
Village News newsletters available online** 0 0 0 0
* Only Holiday Lighting and the Downtown Advertising Grant Program are now supported by this cost center.
General Fund
Park Field Services Continue process improvements for contractual
services’ specifications and administration for
Mission the purpose of cost savings and improved quality
Develop specifications, bid, implement, and of service for the public.
administer contracts for multiple park sites and Continue to explore additional opportunities for
maintenance tasks. Support and monitor Park’s work managed competition in park services.
management system and maintain a park asset Develop specialty contracts as needed for
tracking and inventory program. Monitor city-wide services most economical when outsourced.
park contractors’ performance proficiency. Provide Continue park infrastructure and asset
city-wide irrigation support, water management and renovation program funded through Capital
irrigation repairs to all parks, public buildings, Reserve Fund.
specialty areas, medians and entry points. Manage Continue updating park system asset inventory
and distribute contractual funds across multiple cost program using GIS.
centers. Continue development of a park asset
management program.
2010-11 Objectives
Continue monitoring and support field usage of
Continue water conservation and management Park’s work management system.
via the irrigation central control system.
Budget Highlights
Separate Athletic irrigation programming from
The 2010-11 Park Field Services Recommended
the districts’.
Budget includes no new programs, enhancements
Continue improvement of irrigation
communication using the mesh-net system.
Continue to improve water application methods
for more efficient, effective water use.
Continue annual irrigation backflow inspection
and repair program.

Salaries & Wages $578,921 $599,050 $528,167 $604,005 0.8%

TOTAL $1,767,165 $1,737,394 $1,725,260 $1,720,171 -1.0%
Personnel Summary
Program Measures
Contractual:
Median and ROW miles 138 138 138 138
Restroom and litter locations 67 67 67 67
Irrigation:
Irrigation tree bubbler median miles 138 138 138 138
Irrigation beds planted median and
ROW miles 79 79 79 79
Irrigation systems maintained (1
controller/1 sys) 497 497 497 497
General Fund
Park Planning Complete plans for improvements and expansion

of Sunset Park.
Mission Complete construction of improvements at Evans
Prepare and implement the Park Master Plan, which Park.
includes developing and implementing the Parks Complete the next phase of improvements for
Community Investment Program (CIP). The Parks the City’s on-street bicycle route system.
and Recreation CIP includes the Park Improvements Complete construction of improvements in the
and Recreation Center Bond Program, Park Capital Big Lake area of Chisholm Trail.
Reserve Fund, and Park Fee Program. Park Planning Begin preliminary planning for the next phase of
is responsible for selecting and monitoring improvements at Oak Point Park and Nature
consultants; managing and inspecting construction Preserve.
projects; preparing and administering grant Begin preliminary planning for improvements to
applications; coordinating input from neighborhood the White Rock Creek Community Park site.
organizations related to proposed or requested park
Complete plans for trail improvements on Russell
improvements; coordinating and implementing civic
Creek Greenbelt under Independence,
organization beautification and park improvement
Bluebonnet Trail under U.S. 75, and the Chase
projects; managing urban forestry programs on public
Oaks Golf Course Trail connection on Russell
property; and reviewing landscape and irrigation
Creek.
projects for City buildings and facilities.
Complete silt removal projects at Hoblitzelle,
2010-11 Objectives Prairie Meadow and Russell Creek parks.
Complete additional trail repairs throughout the
Complete renovation of Pecan Hollow Golf City.
Course. Complete replacement of the pavilion roof and
Complete renovation and expansion of support structure at Bob Woodruff North.
Carpenter Park Recreation Center. Complete greenbelt acquisitions through the
Complete plans for additional parking at Arbor Park Fee Program when available.
Hills Nature Preserve.
Complete athletic field renovations at Carpenter Budget Highlights
Park south and McCreary Sports Fields. The 2010-11 Park Planning Recommended Budget
Complete plans for improvements and expansion includes no new programs, enhancements or any
of Frank Beverly Park. new personnel requests.

Salaries & Wages $715,273 $701,743 $680,730 $675,357 -3.8%

TOTAL $767,264 $760,228 $732,242 $719,919 -5.3%
Personnel Summary
Program Measures
Park improvement projects completed 22 34 29 25

Value of Park Bond Program projects $14,383,000 $11,384,000 $11,384,000 $13,253,000
Value of Park Capital Reserve Fund
projects $2,550,000 $4,580,000 $3,880,000 $3,360,000
Value of Park Fee projects $700,000 $1,850,000 $1,285,000 $865,000
Value of other projects $100,000 $50,000 $50,000 $200,000
Grant Funds received $0 $1,040,000 $1,040,000 $0
Trees planted 300 300 500 400
General Fund
Athletics
Mission
Budget Highlights
Plan, implement and supervise team sports for youth
The 2010-11 Athletics Recommended Budget
and adults at 16 athletic-oriented park sites.
includes the elimination of a Field Services Specialist
Coordinate support services for leagues, tournaments
in the amount of $59,955.
and athletic special events. Assist in the development
and improvements to athletic-oriented park sites.
2010-11 Objectives
Continue to develop and use technology to meet

citizen expectations for easily accessible
information related to the access and use of the
City’s athletic facilities.
Continue to work in cooperation with the
Convention and Visitor’s Bureau to attract
athletic tournaments that benefit Plano
economically and visually.
Transition outfield areas at Carpenter Park’s ball
fields to utilization by turf sports made possible
by restoration of the site to original site plans.
Complete Hoblitzelle Park renovations.
Increase utilization of Youth BallPark by adapting
the site for uses by softball and other baseball
age groups.

Salaries & Wages $434,052 $446,260 $412,891 $393,735 -11.8%

TOTAL $446,194 $465,199 $431,281 $407,631 -12.4%
Personnel Summary
Program Measures
Activity
Teams registered: 4,302 4,174 4,238 4,238
Baseball (youth) 648 648 648 648
Football (youth and adult) 196 196 204 204
Soccer (youth and adult) 2,318 2,318 2,424 2,424
Softball (youth and adult) 1,012 1,012 962 1,062
Performance
Change in registration over prior years:
Baseball -3% -3% 0% 0%
Football 0% 0% 4% 4%
Soccer 1% 1% 5% 5%
Softball 2% 2% -5% 0%
General Fund
Athletic Fields Maintenance

Mission
Budget Highlights
Provide field preparation and support for the
The 2010-11 Athletic Fields Maintenance
operations of leagues, tournaments and athletic
special events in a variety of sports conducted at 16
enhancements or any new personnel requests.
athletic-oriented park sites through the ongoing care
of ball fields, sports field establishment and
cleanliness of park plazas and restrooms.
2010-11 Objectives
Continue ball field transition when financially

feasible to MasterTurf conditioned infields to
enhance playing conditions and reduce games
lost to rain events. Targeted fields are Enfield
#1, Enfield #2 and Enfield #3.
Continue focus on cleanliness and safety in the
care of spectator and participant areas of ball
fields and plazas of athletic-oriented community
park sites.
Continue elimination of 5-row bleachers with
back-supported 3-row bleachers at ball fields
and sports turf fields that are permanently
located.
Establish new storage area at High Point Park
for goals, bleachers, benches and litter barrels
required due to extension of Bluebonnet Trail.
Transition mechanical aspects of ball field
preparation to Kromer Field Commander units.

Salaries & Wages $651,549 $624,121 $621,877 $626,609 0.4%

Operations & Maintenance 813,030 1,061,719 1,045,218 1,049,134 -1.2%
TOTAL $1,464,787 $1,685,840 $1,667,095 $1,675,743 -0.6%
Personnel Summary
Program Measures
Activity
Athletic plazas 22 22 22 22
Clay infields 45 45 45 46
Grass infields 26 26 26 25
Football fields 15 15 15 15
Soccer fields 143 143 143 143
Performance
Clay infield preparations (# of
draggings) 5,580 4,970 4,970 4,970
League fields supported 249 232 249 249
Tournaments supported 32 32 36 36
General Fund
Parks Technical Services Evaluate needs for laptops and replace currently
unsupported unit through Technology Services
Mission so that they will be added to the periodic
Plan, develop, implement, and support the technology replacement list (only where actual need exists).
of the Parks & Recreation Department. This includes Convert Ave R Park Maintenance, Plano Senior
the recreation software system and all revenue Recreation Center and Rowlinson Natatorium
collection for the department. Act as the primary from T-1 lines to mesh back haul RF to save T-1
liaison to the Technology Services Department. rental fees.
2010-11 Objectives Budget Highlights

The 2010-11 Parks Technical Service Recommended
Create a pictorial library of all park amenities for Budget includes the reduction of a part-time Project
use in answering customer care inquiries and Manager position in the amount of $26,377.
marketing.
Develop and implement load balancing for the
Citrix server environments.
Deploy Wyse terminal management suite to
increase winterm capabilities.
Monitor software supplies hosted payment
processing beta testing for daily remittance and
evaluate it for possible use.
Develop new naming and password protocols
for thin clients to improve security.

Salaries & Wages $369,961 $325,999 $344,548 $314,615 -3.5%

TOTAL $375,828 $336,999 $352,789 $328,265 -2.6%
Personnel Summary
Program Measures
Activity
Cash collections processed $10,785,893 $10,548,087 $10,790,000 $8,900,259
Computer transactions processed:
Membership passes 22,706 36,589 22,800 20,123
Payments 185,456 196,560 186,000 180,000
POS sales 132,455 132,555 132,560 125,000
Registrations 63,755 74,755 63,800 50,995
Rentals 14,323 14,638 14,323 13,000
Credit card revenue processed $6,965,278 $6,342,936 $6,542,956 $5,551,000
PC users supported 141 141 144 142
Recreation software system-users
supported 354 354 353 352
Performance
Actual revenue/Budgeted revenue
Cash collections processed 100% 101% 100% 100%
Credit card revenue processed 100% 101% 100% 100%
General Fund
Courtyard Theater
Mission
Budget Highlights
Operate high quality public assembly facilities for the
The 2010-11 Courtyard Theater Recommended
community with the highest standards of customer
Budget contains no new programs, enhancements
service. Provide venues for artists for the
or requests for additional personnel.
presentation of theater, dance, music, and ceremonial
events. Enrich the lives of our citizens through the
enjoyment of a variety of cultural opportunities.
2010-11 Objectives
Implement the recently adopted Plano Stages

business plan, working toward a 50-percent cost
recover over 5-year period.

Salaries & Wages $1,764 $0 $1,590 $0 0.0%

Capital Outlay 0 6,000 5,000 1,000 -83.3%
TOTAL $65,386 $132,185 $113,510 $97,245 -26.4%
Personnel Summary
Program Measures
Operation of Courtyard, Cox

Playhouse (event days) 506 315 539 315
Operation of Amphitheater (days) 20 35 21 35
% of available days booked in CYT,
Cox 86% 85% 91% 85%
General Fund
Park Administration
Budget Highlights
Mission The 2010-11 Park Administration Recommended
Administer and supervise the following departments: Budget includes reductions totaling $119,891.
Athletic Fields Maintenance, Athletic Operations, Reductions include: elimination of a Park Operations
Sports Turf Maintenance, Ground Maintenance Superintendent position ($101,114) and reductions
Services Districts #1, #2, and #3, Natural Resources, in Operations & Maintenance expenditures ($18,777).
Park Field Services, Park Planning, and Park Support
Services.
2010-11 Objectives
Research software and integration of asset

management, work order, and GIS systems.
Plan for and manage additional budget
reductions in 2011-12.
Develop and implement the use of Fleetboss
(GPS vehicle tracking) to improve efficiency of
operations.
Acquire South Central Community Park site.

Salaries & Wages $376,745 $376,286 $304,850 $262,909 -30.1%

TOTAL $413,709 $413,623 $338,072 $293,732 -29.0%
Personnel Summary
Program Measures
Full-time employees 141 121 121 129

Personnel evaluations processed 282 242 236 258
Service request/work orders received 650 1,300 800 850
Total acreage maintained 4,725 4,725 4,725 4,725
General Fund
Sports Turf Maintenance

Mission
Budget Highlights
Provide support for leagues, tournaments and athletic
The 2010-11 Sports Turf Maintenance
special events in a variety of sports conducted at 16
Recommended Budget includes the elimination of a
athletic-oriented community park sites through the
vacant Labor/Maintenance Work position in return for
ongoing care of sports turf fields and non-playing
contract services. The salary dollars for this position
grassed areas through the operation of programs for
will instead be used for contract labor.
mowing, irrigation repairs and operation, fertilization,
chemical applications, aeration and playing surface
renovations.
2010-11 Objectives
Continue movement toward increasing

contractual mowing services through employee
attrition.
Continue participation with local sports
associations in the recovery of high wear turf
areas and soccer goal mouths.
Continue aeration and vertical mowing programs
on high use sports turf fields to mitigate
compaction of clay soils to promote turf quality
resulting in better game conditions.
Initiate program to eliminate grass infields at
surplus ball fields resulting in reduced costs for
chemicals, fertilization and labor. Fields
converted to MasterTurf will promote better
utilization by a wider variety of age groups.

Salaries & Wages $1,098,106 $1,147,246 $1,035,836 $1,002,828 -12.6%

TOTAL $1,851,061 $1,837,983 $1,798,748 $1,672,547 -9.0%
Personnel Summary
Program Measures
Activity
Sports turf acres supported 272 272 272 272
Non-playing grass acreage 150 150 150 150
Grass infields supported 26 25 25 24
Performance
Sports turf acres mowed 21,760 21,760 21,760 21,760
Non-sports acres mowed 6,000 6,000 6,000 6,000
General Fund
Park Support Services
Budget Highlights
Mission The 2010-11 Park Support Services Recommended
Provide facility maintenance, repairs and Budget contains no new programs, enhancements
construction/renovation services to athletic, park and or new personnel requests.
recreational properties, including the following
services: carpentry, concrete construction, park and
playground development, electrical, heavy equipment
operations and plumbing.
2010-11 Objectives
Assume maintenance of trail extension to Spring

Creek walk south of 15th Street to Collin Creek
Mall (.50 mile).
Assume maintenance of additional parking,
sidewalk and fencing at Evans Park.
Assume maintenance of additional trail extension
to Legacy Trail (.50 mile).
Assume maintenance of Bluebonnet east trail
extension to Hwy. 75 (1 mile).
Assume maintenance of fencing at Caddo Park.

Salaries & Wages $1,017,440 $992,641 $1,099,302 $1,193,887 20.3%

Capital Outlay 8,707 0 124 0 0.0%
TOTAL $1,424,215 $1,401,503 $1,572,546 $1,651,260 17.8%
Personnel Summary
Program Measures
Light fixtures maintained 8,548 8,566 8,549 8,561

Playgrounds inspected 87 90 87 91
Event support (hours) 3,940 3,870 3,905 3,870
Miles of trails maintained 66 66 67 69
Trail repairs (linear feet) 600 600 600 600
Pavilion shade shelters maintained 145 147 145 148
General Fund
Ground Maintenance Services District Renovate irrigation system at Municipal Center.

#1 Renovate landscaping at Municipal Center and
Police & Courts.
Mission Continue maintenance of annual color beds at
Provide grounds maintenance services, which include various public buildings and plaza areas.
chemical applications, fertilization, maintaining trees Increase frequency of landscape maintenance
and shrubs, maintaining landscape beds, mowing visits at public buildings.
and litter removal from medians, rights of way, parks, Assist with the support of special events.
and public buildings east of Central Expressway.
Budget Highlights
2010-11 Objectives The 2010-11 Ground Maintenance Services District
#1 Recommended Budget contains no new programs,
Continue long residual ant control measures at enhancements or new personnel requests.
Class A sites.
Continue increased frequency and quality of
pesticide applications.
Continue fertilizer applications at neighborhood
parks and public building sites.
Continue Conservation Buffer Zone maintenance
along creek banks and ponds.
Replace trees and shrubs at select District 1
sites.
Restore turf at select District 1 sites.

Salaries & Wages $902,137 $932,490 $879,614 $870,269 -6.7%

TOTAL $1,385,702 $1,335,549 $1,299,451 $1,260,059 -5.7%
Personnel Summary
Program Measures
Activity
Class A (acres) 218 218 218 218
Class B (acres) 445 445 445 445
Class C lots (acres) 53 53 53 53
Sites mainteained:
Cemeteries (Bowman, Douglass, and
Douglass addition) 3 3 3 3
Fire Stations #1, #3 3 3 2 2
Libraries 1 1 1 1
Public buildings 6 6 6 6
Special recreation facilities 10 10 10 10
Performance
Class A mowing (acres) (weekly rotation
x9 months) 7,848 7,848 7,848 7,848
Class B mowing (acres) (3 week rotation
x9 months) 8,010 5,340 5,340 5,340
Class C mowing (acres) (4 week rotation
x9 months) 636 477 477 477
General Fund
Public Art
Budget Highlights
Mission The 2010-11 Public Art Recommended Budget
Contribute to the quality of life of the residents of contains no new programs, enhancements or new
Plano through the creation of an enhanced physical personnel requests.
and cultural environment; assist in the development
of high quality civic space; support the economic
vitality of the City through increased property values
and new cultural tourism opportunities; enhance the
knowledge and understanding of the community’s
history and culture; provide increased access to
artistic experiences of the highest caliber for the
residents of Plano.
2010-11 Objectives
Continue promoting sales of “Translating the

Prairie”.
Establish and coordinate maintenance plan for
existing public art pieces.
Assist other Departments/facilities with the
development of public art exhibits programs.

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $39,393 $25,830 $24,924 $25,830 0.0%
Personnel Summary
Program Measures
Completion of public art projects 8 1 1 0

Rotating exhibits in COP facilities 15 10 4 0
Maintenance of public art projects 2 7 7 10
General Fund
Natural Resources Identify new avenues in which to expand the

“Conservation Buffer Zone” program, including
Mission the creation of a GPS layer in Arc View.
Manage the development and implementation of a Continue to maintain the designated Pedestrian
comprehensive conservation and restoration program Natural Surface Trail systems at Arbor Hills
for Oak Point Park and Nature Preserve and Arbor Nature Preserve and Oak Point Park and Nature
Hills Nature Preserve, as well as multiple city-wide Preserves which includes tree pruning, weed
natural resource related operations; maintain the eating, boardwalk installation (if and where
City’s numerous ponds through an integrated necessary), and weekly inspections.
management program; and provide services for Continue working through Audubon Certification
pruning and removing trees on public grounds process for Arbor Hills Nature Preserve.
throughout the city. Achieve “Designated Wildlife Habitat”
Certification for Oak Point Park and Nature
2010-11 Objectives Preserve.
Administer supplemental funds to coordinate Continue to work with scouts on Eagle Scout
contract work for pond maintenance and the Projects to the benefit the Nature Preserves and
humane management of wildlife throughout the the Park System.
Park System.
Budget Highlights
Continue prairie restoration efforts at Arbor Hills The 2010-11 Natural Resources Recommended
Nature Preserve and Oak Point Park and Nature Budget contains no new programs, enhancements
Preserve. or new requests for personnel.
Incorporate Leave No Trace teachings into
educational opportunities for Nature Preserve
visitors.

Salaries & Wages $460,458 $561,231 $338,586 $335,356 -40.2%

TOTAL $766,640 $809,035 $493,948 $499,949 -38.2%
Personnel Summary
Program Measures
Activity
Sites Maintained:
Nature Preserves (total acres) 914 914 914 914
Tom Muehlenbeck Center (total acres) 16.83 16.83 16.83 16.83
Ponds Managed:
# of ponds 12 12 12 12
# of total surface acres 49.37 49.37 49.37 49.37
Natural Surface Trail System Maintenance
# of miles at Arbor Hills Nature Preserve 3.35 3.35 3.35 3.35
# of miles at Oak Point Park and Nature
Preserve 7.04 7.04 7.04 7.04
Performance
Forestry:
# of trees pruned 1,800 0 0 0
# of trees removed 460 0 0 0
General Fund
Ground Maintenance Services District Install replacement trees along select
#2 Conservation Buffer Zones.
Mission sites.
Provide grounds maintenance services, which include Restore turf at select District 2 sites.
chemical applications, fertilization, maintaining trees Renovate landscaping at Carpenter Recreation
and shrubs, maintaining landscape beds, mowing Center and Fire Station 7.
and litter removal from medians, rights of way, parks, Renovate irrigation system at Russell Steindam
and public buildings in the south and far west sectors Park.
of Plano. Assist with the support of special events.

The 2010-11 Ground Maintenance Services District
Continue long residual ant control measures at #2 Recommended Budget contains no new programs,
Class A sites. enhancements or new requests for personnel.
2008-09 2009-10 2009-10 2010-11

Salaries & Wages $860,967 $897,397 $865,419 $869,981 -3.1%

TOTAL $1,248,459 $1,279,461 $1,245,615 $1,212,746 -5.2%
Personnel Summary
Program Measures
Activity
Class A (acres) 283 283 283 283
Class B (acres) 189 189 189 189
Class C (acres) 10 10 86 86
Sites maintained:
Fire Stations #2, #5, #7, #8, #9, #12 7 6 6 6
Libraries - Haggard, Parr 4 2 2 2
Public Buildings 6 5 5 5
Special Recreation Facilities 5 2 2 2
Performance
Class A mowing (acres) (weekly rotation
x9 mo.) 10,188 10,188 10,224 10,224
Class B mowing (acres) (3-week rotation
x9 mo.) 2,268 2,268 2,268 2,268
Class C mowing (acres) (4-week rotation
x9 mo.) 90 90 774 774
General Fund
Recreation Administration
Mission
Budget Highlights
Operate and manage the Aquatic facilities, Adult
The 2010-11 Recreation Administration
Sports programs, Pecan Hollow Golf Course, Oak
Recommended Budget includes the elimination of
Point Center, Carpenter Park Recreation Center,
the Senior Transportation Program in the amount of
Liberty Recreation Center, Tom Muehlenbeck Center,
$90,000.
Williams Recreation Center, Plano Senior Recreation
Center, High Point Tennis Center, and Special
Programs.
2010-11 Objectives
Continue best practices to obtain a higher cost

recovery. Explore a membership for the Plano
Senior Recreation Center.

Salaries & Wages $376,098 $307,362 $392,623 $387,226 26.0%

TOTAL $612,980 $994,626 $1,087,576 $982,651 -1.2%
Personnel Summary
Program Measures
Recreation Program Attendance 2,656,384 2,600,000 2,600,000 2,700,000
General Fund
Special Programs
Mission
Budget Highlights
Provide the opportunity for all ages to participate in
The 2010-11 Special Programs Recommended
recreational, therapeutic programs.
2010-11 Objectives or requests for additional personnel.
Explore possible collaborations with community

agencies and contractual staff to provide
additional new programs and experiences for
Therapeutic Recreation participants.
Continue to offer quality programs for individuals
with special needs by refining the
communications and training with Therapeutic
Recreation volunteers.
Update Therapeutic Recreation contractual and
part-time staff emergency procedures and
contact lists.

Salaries & Wages $152,145 $155,039 $156,675 $153,815 -0.8%

TOTAL $172,063 $178,582 $174,707 $172,042 -3.7%
Personnel Summary
Program Measures
Therapeutic Program attendance 15,958 19,200 17,300 17,500

General Fund
PAC/NAT/JCP
Mission
Budget Highlights
Operate and provide services, which include an adult
The 2010-11 PAC/NAT/JCP Recommended Budget
swim team, independently sponsored competitive
contains no new programs, enhancements or
swim team, learn-to-swim programs, public swimming,
requests for additional personnel.
school district activities, and special aquatics at two
natatoriums and an outdoors fifty-meter pool.
2010-11 Objectives
Continue renovation plans for the Plano Aquatic

Center.
Brainstorm and implement activities for attracting
patrons to the Rowlinson Natatorium and the
Plano Aquatic Center.

Salaries & Wages $483,586 $504,112 $405,370 $466,178 -7.5%

TOTAL $643,936 $573,001 $558,698 $617,807 7.8%
Personnel Summary
Program Measures
Activity
Learn to swim program attendance 31,582 16,200 16,200 16,300
Public swimming attendance 34,856 36,000 35,000 38,000
Performance
Public swimming revenue $103,664 $70,000 $70,000 $90,000
Rental income $14,326 $17,000 $15,000 $14,500
General Fund
Tennis Center
Mission
Budget Highlights
Provide top quality programs (adult leagues, junior
The 2010-11 Tennis Center Recommended Budget
development, open play, and tournaments), facilities,
and supervision to meet the needs of the residents
in Plano. High Point consists of twenty-one lighted
outdoor courts, playground, practice wall, and a pro
shop with dressing facilities and restrooms.
2010-11 Objectives
Continue to meet community needs by offering

a wide variety of programs such as group
lessons, junior development programs, adult
leagues, sanctioned tournaments, half-day
tournaments, etc.

Salaries & Wages $222,757 $225,280 $210,722 $183,630 -18.5%

TOTAL $230,740 $241,991 $228,528 $201,175 -16.9%
Personnel Summary
Program Measures
Activity
Sessions of play 110,681 105,000 107,103 105,000
Total revenue $202,606 $198,000 $215,000 $211,000
Performance
Revenue collected per:
Hours of operation 38.96 38.07 41.34 40.57
Session of play 1.83 1.88 2.00 2.01
General Fund
Senior Services
Mission
Budget Highlights
To enrich the lives of the City’s senior adults by
The 2010-11 Senior Services Recommended Budget
providing high quality recreational opportunities and
facilities.
2010-11 Objectives
Add a minimum of six new courses/opportunities

to attract a more diverse group of seniors.
Certify staff in CRP & First Aid.

Salaries & Wages $453,006 $331,318 $357,814 $353,091 6.6%

TOTAL $514,338 $400,128 $425,040 $418,816 4.7%
Personnel Summary
Program Measures
Activity
Classes 20,171 19,500 21,000 21,500
Drop In 76,714 75,000 78,000 78,000
Meetings 1,247 750 1,000 1,000
Volunteer participation 12,154 13,000 12,000 12,000
Wellness center 3,761 7,000 4,000 4,000
Offsite activity 275 1,000 0 0
Total Participation 114,322 117,250 116,000 116,500
Performance
% increase in attendance over
previous year -2% -2% -2% -2%
General Fund
Interurban Railway Museum
Budget Highlights
Mission The 2010-11 Interurban Railway Museum
Preserve the Plano substation of the Texas Electric Recommended Budget contains no new programs,
Railway System, a part of the Interurban Railway enhancements or requests for additional personnel.
System of North Texas, and Car 360 for public
benefit. Relate the story of the Interurban Railway of
North Texas and its significance in the transportation
history of the area, as well as to support historical
preservation in our community.
2010-11 Objectives
Continue to explore possible acquisition and

uses for Car 507 – a freight car.
Continue to research options for improvements
to Car 360 canopy to increase protection for the
car.

Salaries & Wages $4,290 $35,445 $4,110 $4,853 -86.3%

TOTAL $29,218 $59,592 $28,256 $28,999 -51.3%
Personnel Summary
Program Measures
Attendance 18,628 15,000 14,557 15,000

General Fund
Ground Maintenance Services District Renovate landscaping at Aquatic Center and

#3 Fire Station 4.
Renovate irrigation system at Lone Star Park.
Mission Renovate bench pads and common areas at
Provide grounds maintenance services, which include Dog Park.
chemical applications, fertilization, maintaining trees Assist with the support of special events.
and shrubs, maintaining landscape beds, mowing
and litter removal from medians, rights of way, and Budget Highlights
public buildings in central Plano. The 2010-11 Ground Maintenance Services District
#3 Recommended Budget contains no new programs,
2010-11 Objectives enhancements or requests for additional personnel.
Continue long residual ant control measures at

Class A sites.
Install replacement trees along select
Conservation Buffer Zones.
sites.
Restore turf at select District 3 sites.

Salaries & Wages $870,956 $922,688 $833,356 $879,037 -4.7%

TOTAL $1,141,196 $1,199,252 $1,126,051 $1,137,285 -5.2%
Personnel Summary
Program Measures
Activity
Class A (acres) 257 257 257 257
Class B (acres) 361 361 361 361
Site Maintained:
Fire Stations #4, #6, #10 3 3 3 3
Libraries - Schimelpfenig, Davis 2 2 2 2
Public buildings 2 2 2 2
Special Recreation facilities 6 6 6 6
Performance
Class A mowing (acres) (weekly
rotation 9 mos. 9,252 9,252 9,252 9,252
Class B mowing (acres) (3-week
rotation - 9 mos. 4,332 4,332 4,332 4,332
General Fund
Douglass Recreation Center
Mission
Budget Highlights
Provide recreational activities and other services that
The 2010-11 Recommended Budget hands daily
include classes as well as drop-in activities for all age
operations over to Boys and Girls Club of Collin
groups.
County.
2010-11 Objectives
Continue to certify staff in CPR and First Aid.

Continue the positive relationship with the Boys
and Girls Club.
Continue to expand all program areas at
Douglass.

Salaries & Wages $248,170 $407,784 $271,169 $0 -100.0%

Operations & Maintenance 31,015 44,784 38,208 0 -100.0%
TOTAL $279,185 $452,568 $309,377 $0 -100.0%
Personnel Summary
Program Measures
Boys & Girls Club 28,040 1,200 1,200 0

Classes 3,371 3,000 1,500 0
Meetings 435 3,000 400 0
Drop-in 65,764 84,000 72,000 0
Special Events 2,334 7,000 3,000 0
Seniors 976 1,200 1,000 0
Trips 93 500 100 0
Sports* 569 *0 0 0
Tutoring 408 900 600 0
Volunteer participation 106 800 200 0
After hours reservations 471 1,000 600 0
Total participation 102,567 102,600 80,600 0
*Sports now counted with free play drop-in.
General Fund
Adult Sports
Mission
Budget Highlights
Provide Adult Sports Programs to the general public.
The 2010-11 Adult Sports Recommended Budget
2010-11 Objectives includes reductions of $83,630. Reductions include
the elimination of Recreation Supervisor position
Continue to certify staff in First Aid and CPR. ($48,568) and two part-time Recreation positions
Continue to offer quality adult sports for the ($23,940) and associated benefits ($11,122).
citizens of Plano.
Provide other adult sports to the general public.

Salaries & Wages $181,280 $257,513 $109,245 $175,347 -31.9%

TOTAL $357,947 $275,409 $114,324 $179,357 -34.9%
Personnel Summary
Program Measures
Class attendance (no longer exists) 0 0 1,792 0

Drop-in attendance (no longer exists) 0 0 1,835 0
Sports clinics 2,394 2,950 2,450 2,450
Teams registered:
Football 76 68 68 68
Softball 978 930 930 930
General Fund
Carpenter Park Recreation Center
Mission
Budget Highlights
Provide a wide variety of fitness opportunities,
The 2010-11 Carpenter Park Recreation Center
recreational programs, and services for all age
Recommended Budget contains reductions of
groups; and operate and supervise the stand-alone
$47,392. These reductions are predominantly due
recreation facility seven days a week.
to reduced part-time personnel expenditures during
2010-11 Objectives the facility’s expansion and renovation.
Complete expansion and renovation of facility.

Reopen facility before June 1, 2011.
Increase class attendance by 5% over summer
2010.
Increase membership check-in by 5% over
summer 2010.
Program 12 classes in the summer 2011 session
directed toward seniors.

Salaries & Wages $438,400 $551,283 $440,474 $504,247 -8.5%

TOTAL $467,658 $585,707 $474,899 $538,315 -8.1%
Personnel Summary
Program Measures
Activity
Classes 45,588 44,206 38,894 17,389
Jazzercise 14,162 14,926 13,186 4,892
Membership check-in 220,892 233,203 193,122 73,934
Daily check-in 13,168 12,243 13,270 5,244
Meetings/rentals 4,559 5,817 3,735 946
Planet Kidz 456 0 0 0
Performance
previous year -4% 4% -12% -61%
General Fund
Oak Point Center Continue to work on programming consistency

with other centers.
Mission Continue to provide excellent customer service.
Provide a wide variety of fitness opportunities, Provide staff the opportunity to attend more
recreational programs, and services for all age professional development classes and
groups; and operate and supervise the facility seven conferences.
days a week. Continue to provide triathlon space for adults
and children.
2010-11 Objectives
Provide training space for triathlon participants.
Continue to expand water polo team by offering Provide open house to patrons to give them an
more classes, camps, and competitive incentive to renew and recommend our center
opportunities to various age groups. to friends and family.
Continue to provide space for diving team and Increase sales and scans of membership passes
school swim teams. and program participation.
Continue to provide space for other facilities to
Budget Highlights
train staff.
The 2010-11 Oak Point Center Recommended
Explore options to provide organized/themed Budget contains no new programs, enhancements
birthday parties. or requests for additional personnel.
Program and offer more classes based on
requests of public.
Accommodate Carpenter Recreation Center
classes while they are closed for renovations.

Salaries & Wages $1,069,926 $1,126,431 $1,090,212 $1,164,791 3.4%

TOTAL $1,172,047 $1,249,632 $1,212,713 $1,285,360 2.9%
Personnel Summary
Program Measures
Activity
Membership pass scans-dry 145,912 162,000 162,000 163,000
Guest 42,168 47,500 47,500 48,000
Pool rental 8,402 10,000 10,000 10,000
Classes 88,674 87,000 87,000 87,500
Room rental 1,659 1,500 1,500 1,600
Climbing wall rental 40 100 100 100
Membership pass scans-pool 39,261 42,000 42,000 43,000
CCCC 7,441 0 0 0
COPS 54,562 50,000 50,000 55,000
Kidquarters (closed in pm) 1,107 1,000 1,000 900
Masters 8,027 8,000 8,000 8,100
Performance
previous year -8% 3% 3% 2%
General Fund
Liberty Park Recreation Center
Mission
Budget Highlights
The 2010-11 Liberty Park Recreation Center
Recommended Budget contains no new programs,
groups; and operate and supervise the facility seven
enhancements or requests for additional personnel.
days a week.
2010-11 Objectives
Develop Liberty Recreation Center summer

users guide with updated information.
Hire staff, maintain and evaluate the Kid Kapers
summer camp program.
Add new partitions in all locker rooms and
restrooms.
Re-certify all full and part-time staff in CPR, First
Aid and AED.

Salaries & Wages $468,114 $528,960 $492,730 $506,405 -4.3%

TOTAL $501,472 $578,443 $537,789 $550,375 -4.9%
Personnel Summary
Program Measures
Attendance per day 401 450 400 400

Yearly attendance 145,020 155,500 145,000 145,000
Recreation & aquatic course
attendance 34,800 26,500 34,800 34,800
Recreation memberships 95,830 95,500 95,800 95,800
Pool rentals 0 245 0 0
General Fund
Tom Muehlenbeck Recreation Center

Mission
Budget Highlights
The 2010-11 Tom Muehlenbeck Recreation Center
groups; and operate and supervise the facility seven
days a week.
2010-11 Objectives
Continue to grow the programs offered at TMC.

Offer Carpenter Park classes in addition to our
own.
Reconfigure the game room into a class room.

Salaries & Wages $1,419,799 $1,509,801 $1,419,857 $1,513,708 0.3%

TOTAL $1,600,284 $1,708,652 $1,619,008 $1,712,153 0.2%
Personnel Summary
Program Measures
Activity
Facility attendance (drop-in, guests,
rentals, swim teams, public) 514,683 510,000 500,000 500,000
Recreation & aquatic program; class
attendance 91,681 70,200 95,000 95,000
Performance
Attendance per day 1,661 1,500 1,600 1,600
Membership revenue $977,052 $500,000 $970,000 $970,000
Daily fee revenue (rec and pools) $277,143 $200,000 $270,000 $270,000
Rental income $62,096 $54,000 $60,000 $60,000
General Fund
Oak Point Park & Nature Preserve
Budget Highlights
Mission The 2010-11 Oak Point Park & Nature Preserve
Oak Point Park and Nature Preserve is a premier Recommended Budget contains the elimination of
regional park that demonstrates the integration of the two part-time Recreation Aide positions in the amount
natural environment with educational and recreational of $28,271.
resources for the benefit, use, and enjoyment of
present and future generations. This mission shall be
accomplished by providing a quiet and natural setting
of respite from urban life; offering opportunities for
recreation and community gatherings; promoting
environmental education and stewardship; and
interpreting the environment and history of the area.
2010-11 Objectives
Continue to offer outdoor programming at the

park.
Continue to provide on-site presence/patrol
during periods of active use.

Salaries & Wages $275,575 $323,764 $246,829 $246,146 -24.0%

TOTAL $305,550 $449,177 $387,421 $347,609 -22.6%
Personnel Summary
Program Measures
Miles of Nature Trail

Designed/Maintenance 5 5 5 5
Volunteer Man-Hours Supervised 250 250 250 250
Sign posts installed* 50 0 0 0
Trail Signage Installed* 250 0 0 0
Trailhead Kioks Installed* 6 0 0 0
Trail Patrol Hours 900 900 900 900
*Preparation for June 2009 park opening
General Fund
Public Works Administration with the 9” street name change out program.
This is year four of a six-year program.
Mission Operate water/wastewater systems efficiently to
Administer and direct the Streets/Drainage, Signals, maintain adequate supplies and pressures for
Signs & Markings, Utility Operations, and Utility the protection of the water supply for domestic
Pumping. and commercial use.
Collect 1,810 water samples to ensure that the
2010-11 Objectives water quality meets or exceeds all State/Federal
regulations.
Complete street and alley repairs within 35
Maintain the City’s wastewater collection system
working days, sidewalk repairs within 20 working
to ensure that all citizens are safe from
days, minor screening wall repairs within 20
contamination by minimizing inflow/infiltration
working days.
into the system.
Meet the objectives outlined in the City Council
Maintain the City’s water distribution system to
Ends Statement regarding the City’s
ensure that each customer receives the highest
infrastructure, environmental waste services,
quality potable water.
and traffic control in the Drainage Division.
Continue the projected change-out of 5,000
Complete utility cut repairs within 5 working
water meters.
days.
Maintain the goals set for the meter box
Maintain a one-hour response for 100%
repair/replacement program.
after-hour emergency malfunctions and a
Maintain the City’s Backflow Prevention Program
twenty-four hour response for repairs /
to ensure that each resident receives the highest
replacement of all malfunctioning opticom
quality potable water
equipment.
Regulate and inspect businesses to prevent
Continue to repair damaged stop signs within
cross connections within the City’s water
one hour of notification and all other regulatory
distribution system.
signs within twenty-four hours of notification.
Monitor and maintain school crosswalks Budget Highlights
pavement markings as needed annually, prior The 2010-11 Public Works Administration’s
to and during the school year. Recommended Budget is at target and includes
Maintain all thoroughfare markings (buttons) to reductions totaling $4,300: from Food, ($1,000),
within the Signs & Markings Division’s goal of Wearing Apparel, ($300), and Travel/Professional
10% or less. Development, ($3,000).
Upgrade pavement markings at major
intersections annually as needed and continue

Salaries & Wages $634,728 $581,338 $584,897 $572,152 -1.6%

Reimbursements (168,212) (169,316) (168,574) (171,911) 1.5%
TOTAL $490,704 $464,871 $468,757 $433,534 -6.7%
Personnel Summary
Program Measures
Activity
Street/Alley (miles) 1,531 1,535 1,537 1,539
Screening walls 132 133 133 134
Traffic signals installed (new) 1 6 6 6
Traffic signs installed (new) 1,287 3,900 3,900 3,900
Bridges maintained 56 58 56 58
Storm sewer inlets check/cleaned 3,525 4,000 4,020 4,120
Water system connections 80,250 80,250 80,250 80,250
Gallons water pumped (billions) 22.2 26.7 26.7 26.7
Performance
Total Budgets Administered 11 11 11 11
General Fund
Streets
Maintain City streets, alleyways, and screening walls. The 2010-11 Street Department Recommended
The Division also designs, administers, and contracts Budget eliminates (2) Full-time positions: one Sr.
rehabilitation of the infrastructure. Construction Inspector, ($72,108), and one
Labor/Maintenance Worker, ($46,879). Other
2010-11 Objectives reductions include: Food, ($200); Wearing Apparel,
($1,000); and Travel/Professional Development,
Complete street and alley repairs within 35 ($300).
working days.
Complete sidewalk repairs within 20 working
days.
Complete minor screening wall repairs within 20
working days.
One-half of personnel complete required traffic
control training.

Salaries & Wages $2,194,312 $2,258,869 $2,193,156 $2,065,026 -8.6%

Operations & Maintenance 978,176 1,064,536 1,011,946 980,379 -7.9%
Reimbursements (60,020) (60,326) (66,602) (53,306) -11.6%
TOTAL $3,114,808 $3,263,079 $3,138,500 $2,992,099 -8.3%
Personnel Summary
Program Measures
Activity
Paved streets (miles) 1,012 1,015 1,016 1,017
Paved alleys (miles) 519 520 521 522
Screening walls (miles) 132 133 133 134
Screening wall repair costs $62,000 $64,000 $60,000 $59,000
Alley repairs-City (linear foot) 5,000 8,000 7,000 6,000
Alley repairs-contracted (square yards) 21,000 19,000 19,500 20,000
Street repairs-contracted (square
yards) 99,000 16,500 23,000 23,000
Street repairs-City (square yards) 6,800 4,300 4,400 4,800
Sidewalks maintained (miles) 1,624 1,626 1,628 1,630
Performance
Alley repair requests completed:
District 1 26 22 21 22
District 2 35 40 34 39
District 3 31 36 33 32
Totals 92 98 88 93
Street repair requests completed:
District 1 23 30 35 40
District 2 35 30 30 30
District 3 22 22 25 28
Totals 80 82 90 98
General Fund
Signals Meet the objective outlined in the City Council

Mission infrastructure, environmental waste services and
Design, install, and maintain all traffic signals, school traffic control.
zone flashers, and all underground infrastructures Training for four new employees – TEEX –
associated with signals and school zone flashers. Traffic Control and Barricade class.

The 2010-11 Signals Recommended Budget includes
Maintain a one-hour response for 100% reductions totaling $2,500 from Wearing Apparel,
after-hour emergency malfunctions. ($500), and Overtime, ($2,425).
Maintain a twenty-four hour response for repairs
/ replacement of all malfunctioning opticom
equipment.

Salaries & Wages $693,224 $806,523 $761,654 $759,591 -5.8%

TOTAL $1,178,788 $1,265,537 $1,222,878 $1,216,369 -3.9%
Personnel Summary
Program Measures
Activity
Traffic signals installed 1 6 6 6
Traffic signals maintained 212 213 218 219
School zone flashers maintained 189 193 187 187
Video detectors maintained 880 880 880 880
Emergency service calls 343 700 400 400
Overtime expenditures $21,223 $50,000 $35,000 $33,000
Performance
Response to emergency service calls
within 1 hour 100% 100% 100% 100%
General Fund
Signs & Markings
Budget Highlights
Mission The 2010-11 Signs & Marking Recommended Budget
Design, install, and maintain all traffic control signs, includes reductions totaling $22,213 from various
street name signs, and specialty signs, such as crime operating accounts.
watch signs and others, used by departments
throughout the City. This also includes pavement
markings, lane line buttons, thermo-plastic markings
for pavement stop bars at intersections, crosswalks,
and paint for parking lot striping and fire lanes.
2010-11 Objectives
Continue to repair damaged stop signs within

one hour of notification and all other regulatory
signs within twenty-four hours of notification.
Monitor and maintain school crosswalks
pavement markings as needed annually, prior
to and during the school year.
Maintain all thoroughfare markings (buttons) to
within the Division’s goal of 10% or less.
Upgrade pavement markings at major
intersections annually as needed. Continue the
9” street name change out program, year four
of a six year program.

Salaries & Wages $652,441 $597,055 $583,121 $598,977 0.3%

TOTAL $1,066,949 $1,149,007 $1,132,377 $1,121,040 -2.4%
Personnel Summary
Program Measures
Activity
Traffic signs installed (new) 1,287 3,900 3,900 3,900
Traffic signs repaired 1,473 4,200 4,200 4,200
New signs fabricated 1,921 4,300 4,300 4,300
Replacement signs fabricated 1,543 3,300 3,300 3,300
Lane miles of street markings (buttons)
maintained 685 685 685 685
Signalized intersection markings
maintained/upgraded 213/40 204/40 218/40 219/40
9" street name sign replacement program 420 2,140 2,140 2,140
Performance
Traffic markings (button) maintenance
contract cost $30,972 $134,100 $134,100 $132,300
Signalized intersection markings
(Thermo-Plastic) maintenance contract cost $97,688 $90,224 $90,224 $89,594
Sign fabrication cost $100,000 $100,000 $100,000 $100,000
School crosswalk markings maintenance
cost $45,000 $45,000 $45,000 $45,000
Grant Fund
Housing and Urban Development (HUD) Provide technical assistance and monitoring to
grant recipients.
Mission Prepare the 2011 Action Plan and 2010
The administrative funds are used for expenses Consolidated Annual Performance Evaluation
associated with administering the grant and complying Report (CAPER) for HUD.
with the U.S. Department of Housing and Urban
Development’s Community Development Block Grant Budget Highlights
(CDBG) grant regulations. CDBG Administration’s The 2010-11 CDBG Administration Recommended
mission is to administer CDBG funds in an efficient Budget includes no new programs, enhancements,
manner in order to best serve low-to-moderate income or any new personnel requests.
Plano residents. Costs associated with CDBG
Administration include the City’s single audit, the cost
of travel, legal notices and advertisements, fair
housing expenses, and office supplies. The program
also covers salary expenses related to staff training
and monitoring of CDBG subrecipient agencies as
required by the Federal Department of Housing and
Urban Development.
2010-11 Objectives
Provide timely and efficient expenditure of HUD

funds.
Comply with all applicable federal grant
guidelines as defined in Office of Management
and Budget (OMB) circulars and Code of Federal
Regulations (CFR) 24 Part 570.

Salaries & Wages $0 $0 $0 $0 0.0%

Reimbursements 115,287 13,000 183,311 203,571 1465.9%
TOTAL $157,608 $118,025 $293,416 $277,000 134.7%
Personnel Summary
Program Measures
HUD Annual Timeliness Test (less

than 1.5 required by HUD) 1.3 1.3 1.3 1.3
Amount fund disbursed to CDBG grant
programs $919,506 $1,200,000 $1,200,000 $950,000
Subrecipients receiving grant
assistance and monitoring 7 10 7 7
City of Plano OMB Circular A133
Single Audit Findings 0 0 0 0
Number of HUD grant plans completed 3 3 3 3
Grant Fund
Housing Rehabilitation
Mission
Budget Highlights
This program provides income dependent,
The 2010-11 Housing Rehabilitation Recommended
low-interest repayable and forgivable loans for the
rehabilitation of houses and apartments in Plano.
The City’s goals in offering these loans are to
preserve existing affordable housing, ensure that the
dwelling is safe, secure and sanitary, provide energy
efficiency, and enhance and revitalize neighborhoods
within Plano. The program helps achieve City Council
Goal 2, Livable and Sustainable Community: Vital
Neighborhoods and Exciting Urban Centers.
Assistance provided through this program supports
long-term neighborhood sustainability and visibly
improves our older neighborhoods. Included in this
program are emergency repairs and home
replacement.
2010-11 Objectives
Provide decent housing to the city’s low income

households.
Complete construction work in a timely and
efficient manner.
Ensure customer satisfaction.

Salaries & Wages $0 $0 $0 $0 0.0%

Reimbursements 227,720 376,798 253,997 256,938 -31.8%
TOTAL $512,163 $828,548 $558,397 $746,782 -9.9%
Personnel Summary
Program Measures
Rehabilitation of low-income housing. 21 30 20 20

Average number of calendar days
from the receipt of the resident's
application for rehabilitation
assistance to the completion of the
project for rehabilitation and
reconstruction work. 205 127 127 200
Average number of calendar days
from the receipt of the resident's
application for emergency assistance
to the completion of work. 2.7 1 1 2
Percentage of clients recording
satisfaction with work performed via
the end of project customer survey. N/A 90% 75% 75%
Grant Fund
Homeownership Assistance
Mission
Budget Highlights
The purpose of the City of Plano’s Homeownership
The 2010-11 Homeownership Assistance Program
Assistance Program, also known as the First Time
Homebuyer's Program, is to help low-to-moderate
enhancements, or any new personnel requests.
income families realize the dream of homeownership.
The program provides financial assistance in the form
of forgivable liens that can be used for down payment
and closing costs. The grant funds are made possible
through HUD’s Community Development Block Grant
and the HOME Investment Partnership.
2010-11 Objectives
Educate potential homeowners on the process

of home buying and responsibilities of
homeownership.
Provide financial assistance to make
homeownership affordable.
Restrict interest rates, closing costs and loan
programs to ensure homeowners receive a fair
product.

Salaries & Wages $0 $0 $0 $0 0.0%

Reimbursements 0 0 32,155 38,833 0.0%
TOTAL $33,435 $6,050 $91,999 $52,126 -100.0%
Personnel Summary
Program Measures
Number of Households Assisted 8 22 35 20

Total Amount of Assistance $32,258 $150,000 $263,244 $128,927
Outside Funds Leveraged $793,886 $1,900,000 $2,000,000 $850,000
Number of Homebuyers Educated 160 200 200 125
Property/Liability Loss Fund

Risk Management/Self Insurance Develop an accident investigation program.
Develop & capture better incident data for
MISSION statistical analysis to determine causation,
To promote health and safety, and to minimize identify preventative or corrective measures and
financial risks to the City by creating a safe to document and tract finalization of preventive
environment for its employees, citizens and visitors. and/or corrective measures.
Our goal is to protect against accidental loss or losses Minimum of two employees trained as
which in the aggregate during any financial period SharePoint Power Users.
would significantly affect personnel, property, the Further develop and enhance facilities inspection
budget or the ability of the City of Plano to continue program.
to fulfill its responsibilities to taxpayers and to the Continue development of staff in needed areas
public. (Risk Program Manager, Claims Coordinator, &
Loss Prevention Specialist).
2010-11 Objectives
Selection of claims administration service
Better Budget Management. provider for minimum of 10 optional annual
Further develop & enhance third party recoveries renewals.
& subrogation efforts. Evaluate relationships with vendors (broker of
Institute Risk Management Committee (RMC): record, law firm used for workers’ compensation
Create a safety sub-committee reporting to disputes, DriveCam, Target Safety & facilities
RMC as the parent committee. inspection service vendor).
Revive & support the Safety Coordinator Develop reports and other risk management
Program. related document for submission to executive
Develop a Strategic Risk Management Training management.
Program:
Budget Highlights
General Industry Safety
The 2010-11 Office of Risk Management
Organization Specific Safety
Insurance & Risk Management Related Topics
enhancements, or any new requests.

Salaries & Wages $2,508,610 $1,646,792 $1,634,507 $1,651,689 0.3%

TOTAL $5,126,838 $4,101,329 $4,387,755 $3,695,296 -9.9%
Personnel Summary
Program Measures
Activity
General liability claims 102 100 62 100
Workers' Compensation claims 276 300 270 300
Auto liability claims 127 115 74 115
Subrogation collected $210,105 $150,000 $275,000 $200,000
Performance
General liability total incurred $59,447 $100,000 $50,000 $100,000
Workers' Compensation total incurred $1,648,065 $1,000,000 $1,200,000 $1,000,000
Auto liability total incurred $278,455 $250,000 $200,000 $250,000
Auto liability paid $219,594 $250,000 $100,000 $250,000
Property paid $312,819 $275,000 $325,000 $325,000
Convention & Tourism Fund
Convention & Visitors Bureau

Mission
Budget Highlights
Manage the advertising, promotions and solicitation
The 2010-11 Convention & Visitors Bureau
efforts to market Plano as a destination for
Recommended Budget contains a $7,000
conventions, meetings, sporting events, group
enhancement for additional postage expenditures
travelers and tourists. The Convention & Visitors
related to rate increases by the US Postal Service
Bureau provides a positive economic impact on the
and an increase in the volume of inquiries made by
community by bringing visitor and tax dollars to the
potential visitors to Plano.
city. This mission ties in with the City’s Strategic Plan.
2010-11 Objectives
Manage the daily operations of the Plano

Convention & Visitors Bureau (CVB).
Book an estimated 30,000 room nights for Plano
and the surrounding areas.
Participate in over 25 travel/group business and
sports trade shows.
Host one media tour.
Continue to work with the region on a plan to
promote the North Dallas area.
Service all Plano CVB.

Salaries & Wages $466,080 $481,307 $502,172 $504,793 4.9%

Operations & Maintenance 981,567 1,210,490 1,214,842 1,259,584 4.1%
TOTAL $1,447,647 $1,691,797 $1,717,014 $1,764,377 4.3%
Personnel Summary
Program Measures
Activity
Room nights booked 14,000 29,000 20,000 25,000
Visitor inquiries 22,925 20,000 35,000 35,000
Performance
Hotel/Motel tax which fund the CVB
($) $3,951,890 $4,494,486 $3,907,046 $3,946,116

Civic Center
Mission
Budget Highlights
Maintain and operate Plano Centre, including
The 2010-11 Civic Center Recommended Budget
accepted accounting practices and procedures,
includes a funded supplement in the amount of
marketing, booking, catering, room set-up,
$71,000, funded from the CIty's Equipment
audio-visual services, and operate a business service
Replacement Fund, for the replacement of kitchen
center. Our mission also includes providing food and
items. Items include: over ($21,000); fryer ($25,000);
beverage service and support to various off-site
and serving equipment ($25,000).
concession venues.
2010-11 Objectives
Complete and implement new business plan for

Plano Centre. Highlights include:
Branding, marketing and sales strategy
Update fee structure
Focus on core business with close of
outlets
Security and emergency plans
Upgrade facility landscaping
Upgrade services to customers
Staff reorganization to efficiently and
effectively deliver upgrades services to
customers
Prioritize and initiate architect recommendations
for improvements to the building’s interior.
Develop and implement training schedule for
department supervisors and manager.
Continue replacement of aging capital
equipment.

Salaries & Wages $2,190,166 $2,489,147 $2,192,929 $2,425,955 -2.5%

TOTAL $3,381,805 $3,846,461 $3,364,671 $3,775,790 -1.8%
Personnel Summary
Program Measures
Activity
Performance
Leased space revenue $565,770 $573,200 $548,200 $585,000
Equipment rental revenue $240,154 $258,000 $250,000 $263,000
Catering services revenue $1,008,639 $1,147,219 $876,812 $1,152,660
Concession revenue $268,366 $310,000 $218,033 $270,000
Vending revenue $38,626 $40,000 $37,066 $40,000
Expense recovery through revenue 70.4% 67.1% 59.7% 67.7%
Plano Station
Mission
Budget Highlights
Maintain and operate Plano Station to include
The 2010-11 Plano Station Recommended Budget
marketing, booking, catering and room set-up
includes no new programs, enhancements or any
services. Our mission also includes providing food
new personnel requests.
and beverage service to customers.
2010-11 Objectives
Continue marketing Plano Station through

various website promotions.

Salaries & Wages $0 $0 $0 $0 0.0%

Operations & Maintenance 944 1,200 1,362 1,200 0.0%
TOTAL $944 $1,200 $1,362 $1,200 0.0%
Personnel Summary
Program Measures
Performance
Leased space revenue $21,998 $24,000 $24,000 $24,000
Equipment rental revenue $1,883 $3,000 $3,000 $3,000
Catering services revenue $33,743 $48,000 $48,000 $48,000

Historic Preservation
Mission
Budget Highlights
The City of Plano promotes local historic preservation
The 2010-11 Historic Preservation Recommended
with funding based on Hotel/Motel tax receipts. This
Budget includes no new programs or enhancements.
division funds the Heritage Commission
recommended historic preservation grants.
2010-11 Objectives
The Heritage Commission will grant a total $591,

917 to five applicants which include The Heritage
Farmstead Museum, Plano African American
Museum, North Texas Masonic Historical
Museum and Library, The Plano Conservancy,
Inc., and The Rowlett Creek Cemetery
Association.
Staff will attend the Heritage Commission
meetings.

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $677,710 $661,173 $586,0570$ $591,917 -10.5%
Personnel Summary
Program Measures
Number of historic grants. 4 5 5 5

Cultural Arts
Budget Highlights
Mission The 2010-11 Cultural Arts Recommended Budget
The Cultural Affairs Commission was established by includes funding in the amount of $591,917 for major
the City of Plano to ensure that the arts are and small grants.
incorporated into the civic infrastructure for the
residents. The City of Plano promotes the local arts
and funding based on Hotel/Motel tax receipts. The
Cultural Affairs Commission recommends major and
small grants to the City Council for approval.
2010-11 Objectives
Complete annual review of grant guidelines and

application forms; annual revision of procedures
form and review of applications.
Monitor performance of all Major grantees and
Small grantees.
Receive and review applications for FY 2011-12
Major, Small, and Special Event grants.
Recommend on renewal of contract for Summer
Arts Workshop.

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $682,710 $661,173 $586,0570$ $591,917 0.0%
Personnel Summary
Program Measures
Number of Major Arts Grants 17 18 18 15

Number of Small Arts Grants 3 7 7 5

Special Events
Mission
Budget Highlights
The City funds local events that attract participants
The 2010-11 Special Events Recommended Budget
and visitors to Plano, promoting its hotels, motels,
restaurants, shopping, and parks and recreation.
2010-11 Objectives
Provide funding for the annual Plano Balloon

Festival.

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $118,655 $157,190 $143,777 $157,190 0.0%
Personnel Summary
Program Measures
Plano Balloon Festival 1 1 1 1

Pecan Hollow Grille

Mission
Budget Highlights
Maintain and operate Pecan Hollow Grille to include
Pecan Hollow Grille is not funded in the 2010-11
marketing, booking, catering, and room set-up
Recommended Budget.
services. Our mission also includes providing food
and beverage service to customers of Pecan Hollow
Golf Course and Pecan Hollow Grille.
2010-11 Objectives
Direct City involvement with Pecan Hollow Grille

ended in June 2010.

Salaries & Wages $0 $0 $0 $0 0.0%

Operations & Maintenance 161,121 219,613 63,041 0 0.0%
TOTAL $161,121 $219,613 $63,041 $0 -100.0%
Personnel Summary
Program Measures
Performance
Leased space revenue $2,901 $2,800 $2,000 N/A
Equipment rental revenue $780 $500 $850 N/A
Catering services revenue $38,483 $34,000 $11,618 N/A
Concession & alcohol revenue $208,638 $215,000 $99,223 N/A
Water & Sewer Fund

Customer & Utility Services Research through business process mapping a
new utility billing ERP solution that works
Mission seamlessly with the City’s financial system.
Support a vibrant and versatile city by striving to Revise strategic plan for staffing levels after fixed
provide world class services; ensure adequate funds network implementation.
for the protection of citizens and provision of municipal Perform annual read verifications of fixed
services by providing accurate and timely reading of network meters to maintain contract compliance.
water meters and billing of accounts, controlling Maintain training of staff on the installation and
optimum collections, maintaining accurate financial maintenance of the fixed network system.
and customer records, and ensuring positive public
relations. Budget Highlights
The 2010-11 Customer & Utility Services
2010-11 Objectives Recommended budget includes reductions of $30,355
from various operating accounts, including overtime,
Read all meters in a timely manner to ensure training, travel and associations.
on-time billings.
Maintain, read, and verify process to ensure
quality control of AMR systems.
Complete Phase II of the fixed network project.
Replace metal lids with plastic lids.
Creation of a new departmental webpage that
utilizes increased information from the fixed
network meter reading system.

Salaries & Wages $1,169,043 $1,265,959 $1,268,885 $1,269,037 0.2%

Operations & Maintenance 1,112,538 902,365 702,778 661,418 -26.7%
Capital Outlay 39,250 0 8,250 0 0.0%
TOTAL $2,320,831 $2,168,324 $1,979,913 $1,930,455 -11.0%
Personnel Summary
Program Measures
Activity
Payments processed total 842,343 915,000 915,000 915,000
Electronic payments processed 506,993 517,000 549,000 549,000
Adjustments processed 3,057 2,000 2,000 2,000
Telephone calls received 75,201 80,000 78,000 78,000
Delinquent notices mailed 74,631 75,000 75,000 75,000
Work order builder accounts (new
meter sets) 318 400 400 400
Performance
Accounts per clerk (call
center/cashiering) 7,500 8,400 8,400 8,400
Calls answered per clerk per month 1,100 1,200 1,200 1,200
Collection rate 99.5% 99.5% 99.5% 99.5%
Percentage of electronic payments 60.2% 56.5% 60.0% 60.0%
Water & Sewer Fund
Customer & Utility Services Field Research through business process mapping a
new utility billing ERP solution that works
Mission seamlessly with the City’s financial system.
Provide accurate and timely customer service to Revise strategic plan for staffing levels after fixed
water/sewer customers throughout the City of Plano, network implementation.
twenty-four hours a day, 365 days a year. Field Perform annual read verifications of fixed
Services provides accurate and timely meter readings network meters to maintain contract compliance.
for billing, continuing with customer service and Maintain training of staff on the installation and
support at the customer location, while accounting maintenance of the fixed network system.
for and safeguarding the funds collected.
Budget Highlights
2010-11 Objectives The 2010-11 Customer & Utility Services Field
Recommended Budget includes reductions of $95,756
Read all meters in a timely manner to ensure from various operating accounts, including overtime,
on-time billings. computer hardware, contracts, cellular air time,
Maintain, read, and verify process to ensure training, travel and associations. Using the new Moto
quality control of AMR systems. Mesh fixed network system to upload meter readings
Complete Phase II of the fixed network project. has eliminated $16,000 in wireless air card expense
Replace metal lids with plastic lids. annually.
Creation of a new departmental webpage that
utilizes increased information from the fixed
network meter reading system.

Salaries & Wages $1,422,334 $1,422,718 $1,396,938 $1,370,775 -3.7%

Reimbursements (69,604) (70,074) (70,846) (72,402) 0.0%
TOTAL $7,484,795 $5,715,300 $6,420,586 $5,485,584 -4.0%
Personnel Summary
Program Measures
Activity
Meters read (total) 874,517 988,500 988,500 988,500
Meters read (manual) 80,754 136,593 568,164 568,164
Meters read (mobile) 629,789 515,907 84,336 0
Meters read (fixed network) 163,974 336,000 336,000 420,336
Special reads (quality assurance) 14,000 35,000 35,000 35,000
Requests for service 11,700 10,000 10,0001 10,000
Miscellaneous 3,500 2,500 2,500 2,500
Performance
Meter reading accuracy (manual) 98.0% 98.0% 98.0% 98.0%
Meter reading accuracy (fixed network) 99.9% 99.9% 99.9% 99.9%
Water & Sewer Fund

Industrial Pre-Treatment mosquito populations. Stagnant swimming pools
on abandoned properties will continue to be a
Mission priority for targeting mosquito larvae control.
Protect waterways, swimming pools and sewer Staff will continue to trap and identify problematic
systems in the community by preventing pollution, mosquitoes as well as investigate complaints.
promoting community involvement, presenting Also, staff will continue to provide harborage
education programs/materials and providing excellent education to residents on prevention of
citizen services. mosquitoes and rodents.
The Non-hazardous Liquid Waste Program will
2010-11 Objectives continue to regulate generators of grease, grit,
and sand waste as well as the transportation
The Pretreatment Program will continue to and disposal of this waste. Staff conducts routine
monitor and regulate six (6) permitted industries generator inspections (400+/yr) as well over 60
from discharging contaminates into the Public transporter inspections.
Owned Treatment Works (NTMWD). Staff
currently conducts annual inspections of each
permitted facility.
Through the Silver Recovery Best Management Budget Highlights
Practice program, the Pretreatment Program will
conduct annual inspections of over 90 facilities The 2010-11 Industrial Pre-Treatment Recommended
to help reduce the amount of silver entering into Budget includes no new or reduced programs,
the sanitary sewer waste stream. enhancements, or any new personnel requests or
Vector Control Program, through the use of reductions.
Integrated Pest Management, will work to reduce

Salaries & Wages $0 $0 $0 $0 0.0%

TOTAL $82,324 $85,581 $85,581 $92,320 7.9%
Personnel Summary
Program Measures
Activity
IPP Industrial Permits 6 6 6 6
Silver BMP Permits 99 98 100 100
Swimming pool permits issued 411 415 415 415
Liquid waste Permits - transporters 63 75 80 80
Liquid waste Permits - generators 159 170 165 165
Performance
IPP inspections/CO's 19 25 25 25
Silver BMP Inspections 222 98 100 100
Liq. Waste Transporters Inspections 63 75 80 80
Liq. Waste Generator Inspections 440 440 440 440
Swimming pool inspections completed 648 710 710 710
Vector control complaints investigated 126 250 120 120
Waste disposal Class I Non-Hazardous
(yards) 2 10 10 10
Hazardous Waste (Acid) gallons 16 16 10 10
Waste disposal Used Oil recycled (gallons) 0 200 10 10
Waste Pesticides (gallons) 0 20 20 20
Waste Disposal - Flammable Liquid (gal) 0 20 20 20
Water & Sewer Fund
Utility Maintenance Administration

Budget Highlights
Mission Late in the 2008-09 fiscal year, Utility Operations
Supervise and coordinate all Utility Maintenance reorganized and transferred several positions among
functions including water system maintenance, the various Utility cost centers. The changes impacted
wastewater collection, meter services, cross the Personal Services budget for 2009-10. This
connection controls, and wastewater infiltration and change is reflected in the current salary and benefits
control. re-estimate. The 2010-11 Utility Maintenance
Administration Recommended Budget includes
2010-11 Objectives reductions totaling $8,000 from various operating
accounts, including postage, food, wearing apparel,
Ensure compliance of all Ends and Means travel and professional development, and
Statements for Public Works Operations as set maintenance agreements.
forth by the City Council.

Salaries & Wages $669,072 $566,246 $689,712 $708,436 25.1%

Reimbursements 268,214 269,437 261,577 258,061 -4.2%
TOTAL $52,976,605 $58,091,514 $55,568,889 $60,905,398 4.8%
Personnel Summary
Program Measures
Activity
Metered service connections 80,250 80,250 80,250 80,250
Gallons water pumped (billions) 22.2 26.7 26.7 26.7
Valve operation * * * 900
Utility locates 644 700 700 700
Cost(s) estimates 200 200 200 200
Right of Way management 592 600 600 600
Performance
Water pumping cost per 1,000 gallons $0.16 $0.16 $0.16 $0.16
Valve operation * * * $10,000
Utility locates $45,990 $46,000 $46,000 $46,000
Cost(s) estimates $23,432 $23,000 $23,000 $23,000
Right of Way management $42,396 $42,000 $42,000 $42,000
* Program measures within this cost center have changed due to restructuring within the Department
Water & Sewer Fund

Utility District #1 Maintain the City’s wastewater collection system
Mission contamination by minimizing inflow/infiltration
Maintain and repair the water and wastewater into the system.
infrastructure system within the district’s respective Comply with the Ends and Means Statements
boundaries. for Public Works Operations as set forth by the
City Council.
2010-11 Objectives
Budget Highlights
Maintain the City’s water distribution system to During 2009-10, the Utility Operations transferred
ensure that each customer receives the highest one Sr. Crew Leader position from Utility District #3
quality potable water. to District #1. The 2010-11 District #1 Recommended
Budget contains reductions totaling $4,000 from
various accounts: Food, ($200), Wearing Apparel,
($1,900), and Minor Apparatus/Small Tools, ($1,900).

Salaries & Wages $841,750 $887,627 $910,068 $917,807 3.4%

TOTAL $1,201,911 $1,239,124 $1,341,798 $1,278,383 3.2%
Personnel Summary
Program Measures
Activity
Fire hydrants repaired 179 150 150 150
Fire hydrants installed 32 30 30 *
Valves operated 4,264 1,900 1,900 1,900
Main line repairs 104 30 30 30
Service taps installed 40 25 25 25
Sewer lines repaired 39 30 30 30
Customer stoppages 111 100 100 100
Dead end water mains flushed 1,200 1,200 1,200 1,200
Manholes repaired 17 18 18 18
Fire hydrant flush (Residuals
maintenance) 150 150 150 150
Performance
Fire hydrant repair costs $53,735 $60,000 $60,000 $60,000
Fire hydrant installation cost $62,163 $52,000 $52,000 *
Valve operating cost $43,176 $35,000 $35,000 $35,000
Main line repair cost $88,010 $25,000 $25,000 $25,000
Service tap installation cost $25,000 $4,500 $4,500 $4,500
Sewer line repair cost $29,899 $5,000 $5,000 $5,000
Customer stoppage cost $7,903 $4,900 $4,900 $4,900
Dead end water mains flushed $34,600 $34,600 $34,600 $34,600
Manhole repair cost $5,677 $10,000 $10,000 $10,000
Fire hydrants flushed (Residuals
maint.) $13,006 $13,000 $13,000 $13,000
Damages recovered $13,546 $30,000 $30,000 $30,000
* Program terminated
Water & Sewer Fund
Utility District #2
Budget Highlights
Mission The 2010-11 Utility Operations District #2
Maintain and repair the water and wastewater Recommended Budget includes reductions totaling
infrastructure system within the district’s respective ($91,500) from: Contracted debris hauling, ($90,000);
boundaries. Food, ($200); and Wearing Apparel, ($1,300).
2010-11 Objectives
Maintain the City’s water distribution system to

ensure that each customer receives the highest
into the system.
Comply with the Ends and Means Statements
for Public Works Operations as set forth by the
City Council.

Salaries & Wages $999,523 $1,063,238 $978,326 $997,300 -6.2%

TOTAL $1,638,120 $1,698,269 $1,598,775 $1,562,483 -8.0%
Personnel Summary
Program Measures
Activity
Fire hydrants repaired 95 80 80 80
Valves operated 4,412 1,000 1,000 1,000
Main line repairs 85 45 45 45
Service taps installed 50 30 30 30
Sewer lines repaired 52 53 53 53
Dead end water mains flushed 1,200 1,200 1,200 1,200
Fire hydrant flush (Residuals
maintenance) 150 150 150 150
Performance
Fire hydrant repair cost $33,106 $30,000 $30,000 $30,000
Valve operating cost $57,388 $30,000 $30,000 $30,000
Main line repair cost $58,731 $28,000 $28,000 $28,000
Service tap installation cost $36,109 $30,000 $30,000 $30,000
Sewer line repair cost $21,585 $40,000 $40,000 $40,000
Dead end water mains flushed $34,600 $35,000 $35,000 $35,000
Fire hydrants flushed (Residuals
maint.) $13,000 $13,000 $13,000 $13,000
Water & Sewer Fund

Utility District #3
Budget Highlights
Mission During 2009-10, Utility District #3 transferred one Sr.
Maintain and repair the water and wastewater Crew Leader position to Utility Operations District #1.
infrastructure system within the district’s respective The 2010-11 District #3 Recommended Budget
boundaries. contains operating reductions of ($1,300) from
Wearing Apparel, and ($200) from Food.
2010-11 Objectives

into the system.
for Public Works Operations as set forth by the
City Council.

Salaries & Wages $1,006,242 $1,174,296 $955,247 $1,033,263 -12.0%

TOTAL $1,410,046 $1,612,040 $1,407,028 $1,446,303 -10.3%
Personnel Summary
Program Measures
Activity
Flow Meters/Rain Gauges Serviced 1,106 1,200 1,200 1,200
Aerial Crossing Inspections 229 250 250 250
Sewer Main TV (feet) 614,662 800,000 800,000 800,000
Manholes Inspected 2,805 2,800 2,800 2,800
Main line stoppages 9 36 36 36
Sewer Line cleaned (feet) 1,613,231 1,500,000 1,500,000 1,500,000
Performance
Flow Meters/Rain Gauges Serviced $23,978 $41,000 $41,000 $41,000
Aerial Crossing Inspections $3,637 $3,900 $3,900 $3,900
Sewer Main TV (feet) $52,026 $68,000 $68,000 $68,000
Manholes Inspected $44,620 $45,000 $45,000 $45,000
Main line stoppage cost $1,188 $4,750 $4,750 $4,750
Sewer line cleaning cost $122,606 $114,000 $114,000 $114,000
Water & Sewer Fund
Pumping Facilities
Budget Highlights
Mission The 2010-11 Pumping Facilities’ Recommended
Responsible for the twenty-four hour operation and budget includes reductions totaling $20,684.
maintenance of all water and wastewater pumping Extending the time between mowing cycles in
facilities, collection of water samples, response to contracted mowing services reduces expenses by
taste and odor complaints and provision of after hour’s ($20,184). Other reductions include: wearing apparel,
customer service. ($200), and travel/professional development, ($300).
2010-11 Objectives
Collect 1,810 water samples to ensure that the

water quality meets or exceeds all State/Federal
regulations.
Completed 100 flow tests on fire hydrants
throughout the water distribution system.
Operate water/wastewater systems efficiently to
maintain adequate supplies and pressures for
the protection of the water supply for domestic
and commercial use.
for Public Works, Pumping Facilities Department
as set forth by the City Council.

Salaries & Wages $857,977 $854,252 $863,043 $855,267 0.1%

TOTAL $3,554,274 $4,183,614 $3,706,203 $4,216,427 0.8%
Personnel Summary
Program Measures
Activity
Water pumped - gallons (billions) 22.2 26.7 26.7 26.7
Bacteriological testing 1,810 1,810 1,810 1,810
Pressure/flow testing - fire hydrants 100 100 100 100
Calls dispatched after hours 3,825 5,000 5,000 5,000
Performance
Fire hydrant flow testing - development 63 100 100 100
Water pumping cost per thousand
gallons $0.16 $0.16 $0.16 $0.16
Water & Sewer Fund

Meter Services
Budget Highlights
Mission The 2010-11 Meter Services’ Recommended Budget
Install new meters, change out of existing meters and contains $4,425 in reductions from Overtime,
repair of all water meters for both residences and ($2,425), Food, ($200), Wearing Apparel, ($900), and
businesses. Other responsibilities include Training, ($900).
maintenance, repair and replacement of water vaults
and boxes and the repair of service line leaks.
2010-11 Objectives
Continue the projected change-out of 5,000

water meters.
Maintain the goals set for the meter box
repair/replacement program.
as set forth by the City Council.

Salaries & Wages $769,606 $825,071 $795,724 $808,831 -2.0%

TOTAL $1,395,751 $1,503,426 $1,548,588 $1,493,746 -0.6%
Personnel Summary
Program Measures
Large meters repaired 28 100 100 100

New residential/commercial meters 318 800 800 800
Meter leaks repaired 420 400 400 400
Meter boxes repaired/replaced 350 350 350 350
Change out residential/commercial
meters 3,207 5,000 5,000 5,000
Performance
Large meters repaired $2,168 $7,700 $7,700 $7,700
New residential/commercial meters $15,376 $38,400 $38,400 $38,400
Meter leaks repaired $20,620 $19,600 $19,600 $19,600
Meter boxes repaired/replaced $21,683 $21,000 $21,000 $21,000
Change out residential/commercial
meters $160,449 $250,000 $250,000 $250,000
Water & Sewer Fund
Utility Planning Perform special requests for analysis and

mapping of the water and sewer data in GIS for
Mission user departments.
Update and maintain the various water and sewer Improve the water and sewer layer in GIS as
layers in the City's GIS. Also, provide data, mapping, requested by user departments.
and analysis of the water and sewer data to user
departments and customers using GIS. Budget Highlights
The Utility Planning 2010-11 Recommended Budget
2010-11 Objectives includes no new personnel, reductions or
enhancements.
Update water and sewer layers in the City’s GIS
from private and CIP developments.
Provide updated water and sewer digital data
and mapping to user departments.
Provide GIS data and mapping information to
various outside entities and customers to locate
existing infrastructure.
Modify water and sewer data as necessary from
field verifications submitted by Utility Operations.

Salaries & Wages $197,135 $203,766 $200,159 $203,640 -0.1%

TOTAL $201,500 $226,254 $222,647 $226,128 -0.1%
Personnel Summary
Program Measures
Activity
Water lines installed (miles) 16 18 14 14
Sewer lines installed (miles) 3 6 3 3
Fire hydrants installed 260 280 210 210
Sanitary sewer manholes installed 139 190 130 130
Performance
Percentage of water lines installed 100% 100% 100% 100%
Percentage of sewer lines installed 100% 100% 100% 100%
Percentage of fire hydrants installed 100% 100% 100% 100%
Percentage of sanitary sewer
manholes installed 100% 100% 100% 100%
Request for information fulfilled 100% 100% 100% 100%
Water & Sewer Fund

Utility Engineering Budget Highlights
The 2010-11 Utility Engineering Recommended
Mission Budget includes a reduction supplement in the
Design and review of water and sanitary sewer amount of $11,000 for O&M reductions to training
projects. and contract professional services.
2010-11 Objectives
Re-paint Southeast Industrial Elevated Storage

Tank.
Re-paint and/or repair Stadium Ground Storage
Tanks.
Complete Russell Creek Sewer Rehab Phase
II.

Salaries & Wages $252,283 $257,778 $257,910 $259,667 0.7%

TOTAL $269,268 $281,563 $281,695 $272,452 -3.2%
Personnel Summary
Program Measures
Activity
CIP projects funded ($000) $10,027 $20,381 $18,907 $11,444
Performance
Achieve an average "Overall Satisfied
Customer" rating of 60% or more on
the construction surveys None 80% 80% 80%
Number of projects started 7 6 6 3
Number of projects finished 4 12 7 5
Water & Sewer Fund
Utility Cut Services

Budget Highlights
Mission The 2010-11 Utility Cut Services Recommended
Maintain the City Streets and alleyways where repairs Budget contains no new programs, enhancements,
to water or sewer utility lines have been completed or any new personnel requests.
under the existing concrete pavement. This service
crew repairs/replaces the pavement at the utility repair
location.
2010-11 Objectives
Continue utility cut repairs within five working

days.
Update training of all personnel in traffic control
and barricading.

Salaries & Wages $487,289 $565,452 $504,538 $540,796 -4.4%

TOTAL $715,747 $806,143 $805,435 $800,297 -0.7%
Personnel Summary
Program Measures
Utility cut/repairs 561 640 640 600

Cost per repair $1,200 $1,250 $1,250 $1,300
Water & Sewer Fund

Backflow Operations
Budget Highlights
Mission The 2010-11 Utility Operations Backflow
Inspect and inventory potential and known Recommended Budget contains no new programs,
cross-connections at commercial and industrial enhancements, or any new personnel requests.
business. The Backflow Operations mission is to
prevent the possible backflow infiltration and the
resulting possible contamination of the City’s water
lines.
2010-11 Objectives
Maintain the City’s Backflow Prevention Program

to ensure that each resident receives the high
Regulate and inspect businesses to prevent
cross connections within the City’s water
distribution system.
for Backflow Operations as set forth by the City
Council.

Salaries & Wages $303,062 $318,291 $316,385 $312,400 -1.9%

TOTAL $338,740 $364,023 $352,741 $354,549 -2.6%
Personnel Summary
Program Measures
Activity
Backflow/cross-connection inspections 1,340 1,400 1,400 1,400
Backflow/cross-connection
re-inspections 708 1,400 900 900
24-hour disconnect notices issued 775 900 900 900
Notice of violation notices issued 1,288 1,300 1,300 1,300
Testers observed 173 120 120 120
Performance
Cross-connections controlled 1,882 1,500 2,000 2,000
Revenues $298,973 $285,000 $389,000 $389,000
Environmental Waste Collections

Mission
Budget Highlights
Provide for the collection of solid waste, recyclables
The 2010-11 Environmental Waste Collections
and yard trimmings from residential customers.
Recommended Budget contains increased Operations
2010-11 Objectives & Maintenance expenditures due to higher Regional
Solid Waste System charges ($896,167). This
Assist with formalizing and implementing increase is offset by other reductions in Operations
employee training program. & Maintenance, including a lower cart maintenance
Implement updated SOP document and policy contract costs ($11,000).
modifications.
Evaluate Labrie “dual-arm” collection vehicle.
Reduce the annual preventable accidents and
injuries below the 09-10 levels.
Maintain a 97.3% or above customer service
good to excellent rating for trash, recycling and
yard trimming collection services.
Collaborate with Recycling Education
Coordinator to develop City’s five (5) year
Residential Waste Diversion and Recycling Plan.

Salaries & Wages $2,822,655 $2,811,766 $2,755,835 $2,777,781 -1.2%

Reimbursements (2,367) (2,500) (2,050) (2,200) -12.0%
TOTAL $13,938,520 $15,051,217 $14,563,048 $15,306,856 1.7%
Personnel Summary
Program Measures
Activity
Residential customers 69,213 69,170 69,250 69,250
Solid waste - tons collected 60,670 67,270 60,610 61,216
Landscape waste - tons collected 21,465 22,500 21,970 22,410
Recycling - tons collected 19,632 21,500 19,239 19,239
Performance
Number of accidents (preventable) 36 21 32 30
Number of accidents per 100K miles 7 4 6 6
Number of injuries 3 2 2 2
Survey results (good to excellent) 98.7% 98.3% 98.4% 98.5%
Legitimate complaints 113 60 90 85
Diversion from landfill 39.0% 42.0% 41.0% 42.0%
Average weekly set-out rate 75.0% 73.0% 74.0% 75.0%
Pound per household per day disposal 5.2 5.07 5.07 5.1
Average route size (trash) 1,150 1,177 1,171 1,175

Environmental Services Administration
Mission
Budget Highlights
Oversee the operations of Environmental Waste
The 2010-11 Environmental Services Administration
Collection, Recycling, Yard Trimmings Collection,
Household Chemical Collections and the Household
$4,705 to Operations and Maintenance expenditures,
Chemical Reuse facility, Commercial Recycling, and
including a $1,800 reduction in professional
the Special Waste programs. Provide customer
development expenditures.
service for all Sustainability & Environmental Service
programs, and manage the franchise for commercial
collections.
2010-11 Objectives
Hold annual departmental retreat for planning

and staff development.
Maintain a 94% or above excellence customer
service rating.
Go “live” with and maintain web-based customer
service request program. Continue to identify
web-based customer service request program
enhancements to improve the user-friendliness
aspects for citizens.
Continue to update and coordinate formalized
Customer Service training and Standard
Operating Procedures.
Formalize and implement new employee training
manual.

Salaries & Wages $605,849 $611,249 $665,435 $703,320 15.1%

TOTAL $636,917 $639,884 $693,789 $727,250 13.7%
Personnel Summary
Program Measures
Activity
Customer service requests 25,696 29,870 26,750 27,820
Web-based service requests 0 1,100 ** **
Performance
Residential postings on material
exchange web site *** 450 0 0
Average customer telephone hold time
(sec) 11 11 11 11
Customer service rating (good to
excellent) 95.0% 96.4% 95.5% 96.0%
* * Still in test mode.
* * * Program ended 7/09 - no data available
Special Waste Establish contracted vendors for recycling:

damaged plastic residential carts, appliances
Mission and metal stream, freon removed from collected
Responsible for the collection of residential bulky refrigerators and lead-based batteries.
waste, paid special waste, organic recyclables, Promote the City’s recommended disposal of
household chemicals, and litter. residential based pharmaceutical drugs and
medical waste items.
2010-11 Objectives Work with City of Allen to implement their internal
Reuse Center operating within their city limits.
Maintain litter crew productivity to at least 3600
miles cleaned. Budget Highlights
Maintain performance and cost standards in The 2010-11 Special Waste Budget Recommended
Household Chemical Collection program in Budget includes various Operation & Maintenance
accordance with Texas Commission on reductions totaling $1,915.
Environmental Quality requirements, while
evaluating program enhancements.
Reduce the annual preventable accidents and
injuries below the 09-10 level.
Maintain customer service rating of 98.7% good
to excellent or above for all services.
Join North American Hazardous Materials
Management Association.

Salaries & Wages $527,983 $561,609 $532,708 $534,814 -4.8%

TOTAL $908,313 $941,347 $884,599 $928,290 -1.4%
Personnel Summary
Program Measures
Activity
Litter receptacles serviced weekly 198 198 198 198
Bags collected from median & ROW 3,796 5,100 4,671 4,900
Miles maintained by vacuum sweeper 608 425 640 640
Miles maintained by walking crew 3,040 3,600 3,600 3,600
Tons collected by MROW crew 223 225 225 226
Bulky waste/tons collected 3,580 3,550 3,000 3,050
Paid tickets/tons collected 1,550 1,500 1,250 1,300
Performance
Miles/refuse/collector/day 3.91 2.9 4.63 4.63
Miles/vacummed/day 10.67 3.25 11.22 11.0
Special collection tickets 1,225 1,250 1,040 1,100
Gallons of household chemicals
collected 17,181 18,750 14,335 14,500
HCC service requests 2,932 2,750 2,638 2,500
Based on 4 collectors
Based on 1 mad vac running.

Commercial Diversion Research partnerships to assist in supporting
and implementing a Plano based Green
Mission Business Certification Program.
Educate and provide commercial customers (including Implement Organic Recycling fees for program.
multi-family units) programs and projects that result Improve the quality of organic product collected
in the reduction of solid waste, including increased from commercial customers.
recycling opportunities and organic collections, to Continue to identify diversion and green retrofit
help reach the City’s goal of a 40% landfill diversion opportunities for the multifamily sector.
rate.
Budget Highlights
2010-11 Objectives The 2010-11 Commercial Diversion Recommended
Budget contains Operations & Maintenance
Continue to promote the Commercial Recycling expenditure reductions of $32,932; including the
programs to achieve a 10% increase in the elimination of a contracted Intern ($2,000) and
commercial diversion rate over 2009-10. reductions in professional development ($800).
Increase C&D recycling tonnage by 10% over
2009-10 actual tons.
Increase single stream recycling 10% over
2009-10 actual tons.
Identify partnerships and funding needs to
support C&D program by providing outlets for
recyclable material.

Salaries & Wages $455,932 $473,530 $426,230 $428,628 -9.5%

TOTAL $654,952 $681,143 $617,367 $603,309 -11.4%
Personnel Summary
Program Measures
Activity
New service calls 625 635 516 525
Citizens reached through
presentations 32,000 29,000 28,700 30,000
Customer service calls 95 90 110 125
Organic customers serviced 103 130 112 75
Performance
New organics customers 31 24 18 16
Organic waste tonnage 3,770 4,000 3,450 3,200
Commercial Diversion rate 26.2% 24.0% 22.0% 24.2%
Commercial recycling tonnage 47,951 45,000 42,600 43,500
Service requests 115 100 150 120
Environmental Education & Community Continue to support development and expansion

Outreach of the Live Green volunteer program.
Continue to coordinate department
Mission responsibilities related to landscaping,
Educate and involve citizens of all ages in activities educational programming, marketing of new
promoting beautification, environmental stewardship Environmental Education Center opened at end
and waste diversion including recycling, composting, of FY 2009-10.
household chemical collection, litter reduction, and Continue to expand media opportunities and
electronic recycling. partnerships which help promote and provide
exposure of sustainability and Live Green
2010-11 Objectives programs.
Continue to promote business partnerships
Continue to offer and expand upon Rebate which offer special waste recycling services to
programs for weatherization and energy residents including electronic recycling, compact
efficiency upgrades and rebate programs for fluorescent light collection and recycling, and
water efficiency. paper shredding events.
Continue to expand regional focus of Live Green
Expo, adding new features and increasing levels Budget Highlights
of participation. The 2010-11 Environmental Education & Community
Introduce new educational programs and Outreach Recommended Budget includes reductions
opportunities to residents focused on recycling, of $49,000 in Operations & Maintenance
water and energy conservation, air quality, green expenditures. These reductions include the
building and composting. elimination of Rain Barrel Workshops ($13,356),
Promote and organize on-going and one day Compost Bins for Live Green Expo participants
community clean-up opportunities with focus on ($4,000), distribution of free waste conservation items
creeks and consistently littered public areas. to Utility Services customers ($23,266) and
distribution of free books to water conservation
workshop participants ($8,378).

Salaries & Wages $554,442 $605,635 $602,486 $606,406 0.1%

Reimbursements (206,032) (186,119) (38,735) (167,040) 0.0%
TOTAL $511,598 $712,534 $945,901 $628,392 -11.8%
Personnel Summary
Program Measures
Activity
Presentations given 968 750 750 900
Citizens reached through presentations 60,750 75,000 75,000 75,000
Trained Reuse Center volunteers 50 50 50 50
Special Events 9 7 16 10
Volunteer hours 16,186 16,000 17,375 17,375
Adopt-A-Highway miles 527 109 135 135
Clean-up projects 206 200 225 225
News releases/media coverage 216 250 275 250
Performance
Gallons of conservation colors redistributed 4,999 4,500 6,000 6,000
Tons of electronic recycling material
collected 146 139 160 160
Reuse Center participants 2,273 2,700 2,500 2,500
Cost/benefit ratio 1.6 1.6 1.6 1.6
Litter index score 1.2 1.2 1.2 1.2

Compost Marketing & Operations
Mission
Budget Highlights
Operate regional facilities to process organic
The 2010-11 Compost Marketing & Operations
materials, market finished products, and educate the
Recommended Budget includes capital outlay for a
public about the use and benefits of compost.
hot water pressure washer ($6,500) which is offset
2010-11 Objectives by a reduction in equipment rental expenditures.
Increase Customer Client Base by 5%.

Increase Commercial bag sales by 5%.
Restructure Custer Grind site for better traffic
flow.
Add one new product or private label or new
commercial client to Texas Pure Line.
Process and sell 80% of FM 545 site.

Salaries & Wages $996,178 $1,007,833 $1,138,222 $1,061,526 5.3%

Reimbursements 0 0 14,884 0 0.0%
Capital Outlay 191,759 0 0 6,500 0.0%
TOTAL $2,724,093 $2,638,613 $2,869,065 $2,750,060 4.2%
Personnel Summary
Program Measures
Activity
Plano residential tons processed 19,850 26,900 23,432 26,900
Regional tons processed 19,735 29,200 19,800 25,000
Commercial tons processed 7,222 12,200 12,200 12,200
Screening hours 2,000 2,600 2,600 2,600
Grinding hours 1,200 1,500 1,500 1,500
Compost material hauls 4,000 4,500 4,500 4,600
Deliveries 5,029 5,200 5,200 5,500
Gallons of water 3,000,000 3,000,000 3,000,000 3,000,000
Turning hours 1,040 1,000 1,000 1,040
Performance
Bagged sales $70,945 $100,000 $100,000 $150,000
Bulk sales $1,019,487 $911,287 $911,287 $1,041,287
Tipping Fee $591,318 $704,984 $754,984 $779,984
Bulk compost yards sold 48,537 75,000 75,000 82,500
Bulk mulch yards sold 16,343 20,000 20,000 25,000
Bags compost sold 9,971 15,000 12,000 15,000
Bags mulch sold 6,027 11,249 9,000 11,249
Sustainability
Mission
Budget Highlights
Identify, develop, and implement sustainability
The 2010-11 Sustainability Recommended Budget
programs and practices targeted at city departments,
includes a reduction in Operation & Maintenance
employees, business community and general public.
expenditures through the elimination of Energy
2010-11 Objectives Workshop Kits ($2,000).
Administer Energy Efficiency & Conservation

Block Grant funds.
Secure grant funding to support sustainability
initiatives.
Develop and promote Live Green Expo.
Provide bi-annual report to City Council.
Restructure Green Team Program.
Restructure Environmental Education &
Community Outreach Committee and establish
committee’s two-year goals.
Revise the two-year goals for the Green Building
Committee and Resource Conservation
Committee.
Develop and promote LEED Platinum
Environmental Education Center.

Salaries & Wages $63,877 $69,755 $80,383 $81,520 16.9%

Reimbursements (630) 0 3,670 0 0.0%
TOTAL $413,819 $355,936 $385,255 $359,801 1.1%
Personnel Summary
Program Measures
Activity
Grant applications submitted 9 4 6 4
Presentations given 40 45 60 50
Reached through presentations 22,000 22,000 22,000
Committee meeting hours 20 75 20 20
Collaterals developed 27 10 25 25
Collaterals distributed 2,569,369 200,000
Website enhancements 5 5 5 5
Performance
Procedure, policy & ordinance initiatives 5 2 2 2
Departmental initiatives 35 15 15 15
Programs developed 7 3 3 3
Grants awarded 7 4 3 3
Amount of grants awarded $188,584 $100,000 $2,545,000
Attendees at Environmental Expo 15,000 16,000 18,000 18,000
Attendees at Builders Workshop 120 50 50 50
Website hits 83,066 70,000 70,000 70,000
Municipal Drainage Fund

Municipal Drainage Operations
Mission
Budget Highlights
Provide the programming required to comply with the
The 2010-11 Municipal Drainage Operation
National Pollution Discharge Elimination System’s
Recommended Budget includes reductions in several
(NPDES) regulatory requirements of the
areas totaling $151,500: Construction Debris Hauling
Environmental Protection Agency (EPA). The
contract, ($90,000); Street Sweeping contract,
responsibilities of the unit include the maintenance
($50,000); and other various operating accounts,
and cleaning of all drainage ways, storm sewer lines,
($11,500). The 2010-11 Budget includes an addition
culverts, bridges, and street sweeping.
of $300,000 for a pond silt removal project at various
2010-11 Objectives City Parks, cost-shared with matching funding from
Capital Reserve.
Meet the objectives outlined in the City Council
infrastructure, environmental waste services,
and traffic control.
One-half of the department personnel are to
attend Texas A & M Traffic Control and
Barricade Training class.

Salaries & Wages $723,462 $1,049,857 $865,031 $830,493 -20.9%

Reimbursements 145,658 216,399 210,188 206,598 -4.5%
Capital Outlay 1,764 0 0 300,000 0.0%
TOTAL $1,673,587 $2,221,760 $2,018,636 $2,141,879 -3.6%
Personnel Summary
Program Measures
Activity
Miles of concrete lined channel 26 26 26 26
Miles of natural channel 85 85 85 85
Bridges maintained 56 58 56 58
Box culverts maintained 156 156 156 156
Storm sewer inlets checked/cleaned 3,525 4,000 4,020 4,120
Citizen requests for service 802 600 580 580
Monthly street sweeping miles 915 915 915 915
Service request for curb repair 226 150 170 170
Performance
Annual cost for street sweeping $159,278 $163,000 $163,000 $163,000
Annual cost for drainage way mowing $28,236 $31,000 $31,000 $31,000
Municipal Drainage Administration Complete Briarwood, Liverpool Hill & Early

Morning Drainage Project.
Mission Adopt post development runoff controls.
Provide for the activities and cost required to comply
with the Texas Pollution Discharge Elimination Budget Highlights
System (TPDES) regulatory requirements of the The 2010-11 Municipal Drainage Administration
Texas Commission on Environmental Quality Recommended Budget includes a reduction
(TCEQ). Engineering services are provided to design supplement in the amount of ($36,285) for O&M
and implement a plan to evaluate and reduce reductions to overtime, mileage reimbursement,
pollutants in storm water runoff. This division travel/professional development, training and
administers flood insurance program, provides flood contractual professional services.
plan information to the public, coordinates flood plan
changes between developers and the Federal
Emergency Management Agency (FEMA) and
administers the design and construction of drainage
improvements.
2010-11 Objectives
Complete Ashington, Rose Hill & Early Morning

Drainage Project.

Salaries & Wages $215,037 $249,446 $246,730 $244,221 -2.1%

TOTAL $304,102 $346,700 $394,280 $312,518 -9.9%
Personnel Summary
Program Measures
Activity
Environmental assessment requests 54 70 68 70
Flood plan studies 1 2 2 2
Creation of drainage utility records 406 50 400 400
Performance
Storm water plan review 110 100 112 110
Site inspection 1,661 1,800 1,500 1,600
Evaluate stream bank erosion site 15 20 40 30
Stream bank stab. project construction 2 2 2 3
Evaluate local drainage problems 12 15 15 15
Drainage prob. correction construction 1 1 1 3
Training classes - staff 79 80 80 80
Training classes -
consultants/contractors 29 60 60 60
Engineering annual report for NPDES
permit completed 1 1 1 1
Achieve average "Overall satisfied
customer" rating of 60% on the
construction surveys None 80% 80% 80%
Number of projects started 1 3 4 2
Number of projects finished 3 3 3 5

Storm Water Inspect targeted business sites (automotive
repair/maintenance facilities) to ensure pollution
Mission prevention practices. Staff will conduct 100+
Prevent pollutants from entering the Municipal inspections annually.
Separate Storm Sewer System (MS4) through Prepare and submit the Storm Water Annual
administration of the NPDES/TPDES (National Report by March 1 of the following fiscal year to
Pollutant Discharge Elimination System/Texas the Texas Commission on Environmental Quality
Pollutant Discharge Elimination System) permit, for review of our program and to meet permit
utilizing Best Management Practices (BMP’s), Public requirements.
Education, Monitoring, Enforcement and System
Maintenance. Budget Highlights
The 2010-11 Storm Water Recommended Budget
2010-11 Objectives includes no new or reduced programs,
enhancements, or any new personnel requests or
Provide administration of the TPDES Permit and reductions.
coordinate responsibilities within various
departments within the City. Conduct Storm
Water Management Team meetings to keep all
departments up to date on current
activities/regulations.
Oversee/Review contracts with the North Central
Texas Council of Governments (Interlocal
Agreements and in-stream monitoring program).
Monitor/evaluate results quarterly from instream
monitoring program to identify possible pollution
concerns.
Provide educational materials on pollution
prevention to the business and residential
community as needed.

Salaries & Wages $248,176 $266,432 $267,960 $270,954 1.7%

TOTAL $310,990 $344,807 $344,681 $348,032 0.9%
Personnel Summary
Program Measures
Industry inspections (permitted) 22 20 20 23

Outfalls identified 214 220 220 220
Outfalls inspections 428 440 440 440
Creek Inspections 51 50 50 50
Wet weather field screening events 10 10 10 10
Targeted business education
campaign (brochures/flyers) 1,000 1,000 500 500
Automotive maintenance/repair
inspections 180 240 121 121
Recreation Revolving Fund
Recreation Programs
Mission
Budget Highlights
Provide programs, which include athletic leagues,
The 2010-11 Recreation Programs Recommended
camp programs, learn-to-swim programs, outdoor
programs, recreation center classes, senior citizen
or requests for additional personnel. Programs
programs, special events, sports clinics, summer
affected by the Carpenter Park Recreation Center
playground programs, and therapeutic programs that
expansion and renovation will be relocated to other
are self-supported by user fees.
facilities where possible.
2010-11 Objectives
Continue best practices to ensure we are offering

the most current, innovative and cost effective
programs.

Salaries & Wages $1,372,014 $1,351,047 $1,398,658 $1,382,589 2.3%

TOTAL $3,207,628 $3,114,706 $3,364,572 $3,124,445 0.3%
Personnel Summary
Program Measures
Class attendance:
Aerobats 37,668 40,000 40,000 25,000
PAC/JCP/NAT 29,107 32,500 31,000 31,500
Adult athletics 307,680 313,000 313,000 313,000
Carpenter Park 45,588 40,000 40,000 20,000
Douglass* 3,371 2,300 3,500 3,500
Liberty 34,800 36,500 35,000 36,000
Oak Point 88,674 89,000 89,000 90,000
Outdoor 4,391 8,500 5,000 5,000
Senior center 20,171 19,000 21,000 21,000
TR 15,958 19,300 16,000 16,000
Muehlenbeck 91,681 60,000 93,000 95,000
Williams (closed in Dec. 08) 3,627 0 0 0
Golf rounds 54,109 55,000 55,000 0
Tennis attendance 107,103 112,000 112,000 112,000
Special events 40,011 48,000 42,000 45,000
Courses offered:
**Net enrollment 63,490 65,100 65,100 55,000
** Revenue $3,398,189 $3,039,167 $3,426,180 $3,125,458
Municipal Golf Course Fund

Golf Course Maintenance
Budget Highlights
Mission The 2010-11 Golf Course Maintenance
Manage the grounds at Pecan Hollow Golf Course, Recommended Budget contains reductions in
which includes controlling litter, maintaining and Personnel and Operations & Maintenance
repairing equipment, and taking care of the trees. expenditures of $727,799 due to the yearlong closing
and renovation of Pecan Hollow Golf Course in
2010-11 Objectives November 2010. The 2010-11 Recommended Budget
does include $68,000 to sustain a month of operations
Renovate and successfully reopen October in October 2010. Existing personnel will be
2011. Increase green fees to match the new temporarily shifted to other Parks & Recreation areas
caliber of playing greens associated with the during the renovation - with the exception of the Golf
renovation. Superintendent and an Irrigation Technician. The
golf course is scheduled to reopen October 2011.

Salaries & Wages $487,537 $480,118 $448,558 $116,481 -75.7%

Reimbursements 0 0 (51,566) (303,735) 0.0%
TOTAL $762,050 $795,799 $704,751 $68,000 -91.5%
Personnel Summary
Program Measures
Activity
Acres maintained 259 259 259 259
Fertilization frequency (annually):
Fairways 4 4 4 2
Greens 10 10 10 5
Tees 10 10 10 5
Mowing frequency (per week):
Fairways 2 2 2 2
Greens 7 7 7 7
Tees 3 3 3 3
Performance
Acres maintained per FTE 29 29 29 29
Technology Services Fund
Technology Services Extend disaster recovery capabilities at EOC

data center by incorporating virtualization, tiered
Mission storage, and communications redundancy.
Provide outstanding, timely, and quality customer Complete deployment of Exchange 2010 with
service to City staff, management, and elected capabilities including video conferencing.
officials, with a level of service that allows these
customers to maximize the use of information and Budget Highlights
provide a technology infrastructure that reflects The 2010-11 Technology Services Recommended
customer quality and provides high performance Budget has been reduced by $72,106. Reductions
capability with the ability to achieve the requirements include the elimination of (1) vacant Network Engineer
established and expected by the citizens. position, $96,140, and a reduction of $44,200 from
various O & M operating accounts, including supplies,
2010-11 Objectives training, travel, and minor apparatus. Budget additions
for 2010-11 include $68,234 in professional consulting
Implement server virtualization in primary data services.
center to reduce power consumption and
physical space requirements.
Implement enterprise video camera solution for
physical security of City facilities.
Upgrade Polaris application for Library
department.
Continue deployment of Microsoft Windows 7
and Office 2010.

Salaries & Wages $3,765,343 $3,841,080 $3,820,975 $3,810,671 -0.8%

TOTAL $6,735,257 $6,962,930 $7,387,260 $6,923,214 -0.6%
Personnel Summary
Program Measures
Activity
Help Desk calls per month 726 650 720 850
Personal computers replaced 375 30 330 50
Laptops replaced 136 81 169 15
Install new PC additions in
departments 52 0 26 82
Total workstations supported 2,486 2,000 2,218 2,300
Performance
Help Desk calls closed:
Immediately/within 2 hours 85.0% 85.0% 87.0% 87.0%
Within 48 hours 20.0% 20.0% 13.0% 13.0%
Customer satisfaction rating (scale
1-5) 4.8 4.6 4.7 4.8

Public Safety Support
Mission
Budget Highlights
Provide the City and Public Safety departments with
The Public Safety Systems Support Group’s 2010-11
the management and technical support to effectively
Recommended Budget has been reduced by 4.33%
acquire, implement, and maintain application software
or $82,550 from various operations and maintenance
and hardware; provide 24 X 7 emergency support;
accounts and contains no new programs nor does it
facilitate public safety technical projects and work in
increase personnel.
conjunction with departments in coordination,
consultation and management of projects.
2010-11 Objectives
Implement and install new MW810 mobile

computers (FD and PD).
Implement Police Records Management Web
Query.
Maintain and utilize hardware and software to
support the Public Safety environment providing
24 X 7 technical support including a high level
of operations support.
Facilitate and coordinate the implementation and
interfaces for public safety systems, and
continue with upgrades of public safety
applications and systems.
Manage and maintain current public safety
systems.

Salaries & Wages $959,634 $965,373 $1,005,776 $986,484 2.2%

TOTAL $1,673,110 $1,907,866 $1,865,719 $1,842,377 -3.4%
Personnel Summary
Program Measures
Activity
Police/Fire/EMS calls received 263,024 267,207 253,293 253,293
9-1-1 calls received 163,740 163,716 154,198 148,030
Non-emergency calls received 209,397 217,893 179,126 177,335
Police offense reported 27,952 23,961 25,126 27,000
Fire calls for service 19,724 19,750 19,600 19,750
Performance
Maintain major public safety
applications 23 25 25 25
Implement major systems 2 3 2 1
Telecommunications Continue the upgrade on the 911 switch to

transition to an IP solution.
Mission Upgrade Main switch to transition with EOC and
Provide the City with the management and technical 911 IP platforms.
support to effectively and efficiently specify, acquire, Continue to manage Cellular Contract (Phones,
and implement voice communications hardware and Blackberry’s, Air Cards).
software; specify and manage all data/voice cabling Continue to manage Billing for Voice and Data
infrastructures; provide management of all data and Networks.
voice cabling projects for all City facilities; and
manage the utilization of the public switched Budget Highlights
data/voice networks; long distance and cellular The 2010-11 Telecommunications Recommended
networks. Budget includes various O & M changes totaling
$61,400. Budget reductions include $171,400 from
2010-11 Objectives travel, maintenance agreements, voice lines, and
cellular air time, while new additions include $110,000
Continue upgrade of SONET Ring bandwidth for an additional City telephone switch upgrade to
capabilities. VOIP (Voice-Over-Internet Protocol).
Engineer the IP switch at the EOC complex to
serve as backup/disaster recovery for 911 IP
switch.

Salaries & Wages $320,925 $328,272 $326,971 $332,123 1.2%

Capital Outlay 0 0 0 85,000 0.0%
TOTAL $2,142,541 $3,132,217 $2,972,939 $3,074,288 -1.8%
Personnel Summary
Program Measures
Activity
Cellular telephone accounts managed 949 950 950 950
Cellular invoices reconciled 546 600 600 600
Cellular account MAC (modifications,
adds, and changes & repairs) 1,287 1,000 1,100 1,100
Circuits and lines managed 847 1,040 1,000 1,000
Circuits and line invoices reconciled 847 1,040 1,000 1,000
Circuits and line trouble tickets
processes 901 1,150 1,000 1,000
PBX mailboxes managed 1,282 1,300 1,300 1,300
PBX ports managed 3,462 2,950 3,400 3,400
Performance
Contracted telephone & cellular work
orders completed on time (% by
assigned due date) 99% 99% 99% 99%
Contracted telephone & cellular repair
tickets completed on time (% within
one business day) 99% 99% 99% 99%

Wireless Support
Budget Highlights
Mission The maintenance contract was renegotiated this fiscal
Provide secure electronic City Services to City of year, saving the City approximately $300,000.00.
Plano remote users over wireless networks. Scientel now provides the physical support for
network devices (bad equipment change-out) and
2010-11 Objectives Motorola provides software support and upgrades for
the MESH devices. The 2010-11 Recommended
Complete the final build-out in west Plano. Budget includes an ($85,000) reduction in electricity
Replicate MESH Environment at the Emergency expenses for the MESH transmission devices.
Operations Center (EOC). (MESH is a resilient
self-healing wireless network configuration that
allows critical communications to continue even
if certain segments malfunction, used by Public
Safety and other critical data services.)
Continue to add wireless coverage to City
facilities.
Use wireless backhaul for delivery of video from
strategic locations in the City for security and
traffic control.
Add City users to network providing more
mobility.

Salaries & Wages $0 $0 $0 $0 0.0%

Operations & Maintenance 732,237 1,164,320 1,069,831 1,079,320 -7.3%
TOTAL $732,237 $1,164,320 $1,069,831 $1,079,320 -7.3%
Personnel Summary
Program Measures
Activity
NetMotion client registered devices 0 800 900 1,000
NetMotion classes (departments) 0 90 100 150
Scanning for rogue devices 0 30 50 75
Faulty access points and routers 0 400 400 500
Performance
Help Desk tickets closed 0 300 500 600
Immediately within 2 hours 0 200 300 400
Within 48 hours 0 100 100 200
System uptime 0.0% 99.9% 99.9% 99.9%
Government Access/CATV Fund
Plano Television Network Continue building strong partnerships with other

City departments, thus ensuring said
Mission departments will be able to communicate with
Create and deliver multi-format Video programming Citizens effectively.
that informs, educates and entertains the citizens of Web 2.0 and social media outlets present new
Plano. challenges and new venues to showcase Plano.
PTN has experienced drastic increases in
2010-11 Objectives demand for video to enhance these services by
other city departments and continues working
Continue utilization of a variety of technological to maintain a high level of customer service.
advances in order to deliver our product in the
most user-friendly & popular formats. Budget Highlights
Craft a business plan with the goal of The 2010-11 Plano Television Network Recommend
implementation and integration of financially Budget includes reductions totaling $82,224.
strong business practices. Reductions include: Elimination of one Full-time
Video Producer position ($76,368); and O&M savings
of ($5,856). Also included is a revenue supplement
in the amount of $20,000 attributable to a change in
the Time Warner PEG fee.

Salaries & Wages $620,039 $498,058 $489,713 $479,940 -3.6%

Capital Outlay (1,942) 0 800 0 0.0%
TOTAL $732,876 $609,757 $596,549 $582,080 -4.5%
Personnel Summary
Program Measures
Activity
Public meetings (Council, P&Z, Work
Sessions) 73 73 73 73
Plano Wired weekly program 52 52 52 26
Monthly program specials & MP3
program 23 12 20 10
Special projects for City management 0 0 8 10
Inter-departmental assistance with PTN
website presentation formats 26 30 50 100
Live & On Demand streaming video 24/7/365 24/7/365 24/7/365 24/7/365
Program delivery via Verizon Fios &
Time Warner Cable 24/7/365 24/7/365 24/7/365 24/7/365
Performance
Event coverage and promotion of event
segments via PW (does not include
Adopt-a-Pet, What's on your Plate, City
Beat or Monthly Specials) 180 140 120 100
Education & information delivered to
citizens via PW segments (does not
include Adopt-a-Pet, What's on your
Plate, City Beat or Monthly Specials) 160 120 90 80
Regional & national recognition and
awards 11 5 3 0
Government Access/CATV Fund

Website Services
Budget Highlights
Mission The 2010-11 Website Services Recommended
To provide an online information resource about the Budget includes reductions totaling $4,330 in
programs, services and events in the City of Plano. operations and maintenance savings.
2010-11 Objectives
Assist departments in streamlining their

information to ensure consistency, relevancy,
and timeliness of communication via the website.
Continue to explore and implement social media
and other web 2.0 tools as a communication
vehicle for the City.

Salaries & Wages $151,402 $153,592 $156,069 $157,445 2.5%

TOTAL $167,800 $184,580 $184,066 $183,686 -0.5%
Personnel Summary
Program Measures
Activity
Department websites 24 22 22 22
Email subscription items offered 150 175 150 150
Performance
Pageview per year 8,000,000 9,600,000 9,854,798 10,105,000
Email subscription items sent N/A 800,000 985,411 1,185,000
Municipal Warehouse Fund
Inventory
Mission
Budget Highlights
The Inventory Control and Asset Disposal function,
The 2010-11 Inventory Control Recommended Budget
a portion of the Purchasing Division, is responsible
for the coordination of inventory and bulk purchases
to support the entire city operation.
2010-11 Objectives
Reorganize Warehouse Inventory and Fleet

Parts Inventory following inventory management
best practices.
Put a program in place to review monthly
inventory in Fleet parts and Warehouse that
becomes low moving or obsolete.
Evaluated Fleet Parts inventory for obsolescence
and found that 25% was obsolete. Asset
recovery of obsolete inventory was initiated and
will be complete by FYE 2010.
Re-bidding of expired inventory contracts are
being scrutinized for relevancy in today’s
environment based on economic factors and the
City’s real need of inventory. The results are
lower inventory on hand and less items being
contracted therefore providing better service to
the internal customer.

Salaries & Wages $570,971 $538,637 $487,516 $482,808 -10.4%

TOTAL $3,822,979 $3,470,750 $3,824,957 $3,778,997 8.9%
Personnel Summary
Program Measures
Activity
Inventory dollars end of year $877,259 $800,000 $800,000 $750,000
Number of issues made-parts (ea)
estimate 165,718 165,000 170,000 170,000
Billings $3,943,364 $3,000,000 $3,200,000 $3,200,000
Number of issue tickets - Warehouse
estimate 400,000 330,000 350,000 350,000
Performance
Inventory turns 4.5 3.3 3.8 4.3
Billings/FTE $525,781 $428,571 $426,666 $426,666
Inventory $/FTE $116,967 $106,666 $106,666 $100,000
Equipment Maintenance Fund

Fleet Services
Budget Highlights
FLEET SERVICES The 2010-11 Fleet Services Recommended Budget
includes Reductions totaling $108,685. Reductions
Mission include: elimination of two Fleet Technician positions
Fleet Services is responsible for maintaining safe, ($108,685). Fleet services completed an extensive
efficient, dependable vehicle and major equipment evaluation and adjustment of the equipment
for all City departments. Additional responsibilities depreciation schedule to be more in-line with the
include providing all fuel, preparation of surplus units actual useful life of the equipment.
for auction, specification preparation, bid evaluation,
contracting repairs, and equipment replacement
recommendation.
2010-11 Objectives
Establish a larger presence on the City Internet

Site in order to provide citizens more information
about Fleet Services functions.
Continue to monitor “Under Utilized Vehicles”
and provide user Departments with suggestions
and assistance to better utilize the City’s assets.
Expand our “Fleet Share” program in order to
provide equipment and vehicles to departments
on an as needed basis. This program will help
in the overall utilization of all City equipment and
vehicles.
Establish and monitor benchmarks for our
division, which will allow us to better track our
service and to further reduce cost associated
with the Fleet Operations.

Salaries & Wages $2,433,372 $2,497,700 $2,272,695 $2,362,459 -5.4%

Reimbursements (110,825) (104,126) (39,215) (105,224) 1.1%
TOTAL $5,476,375 $6,635,365 $6,028,307 $6,518,849 -1.8%
Personnel Summary
Program Measures
Activity
Fleet value $57,000,000 $58,000,000 $58,500,000 $58,000,000
Fleet size 1,907 1,950 1,900 1,900
Fuel used (gal) 1,120,000 1,050,000 1,075,000 1,100,000
Total work orders 9,200 8,800 9,500 9,000
Performance
Average burdened labor rate per hour $67.50 $68.54 $68.50 $69.50
Maint Hrs/VEU 10.7 10.5 10.5 10.0
Maint$/VEU $1,405 $1,400 $1,390 $1,350
Billed Hrs/Technician 1,412 1,425 1,410 1,400
VEU/Technician 132 130 134 144
Criminal Investigation Fund
Criminal Investigation Budget Highlights

The 2010-11 Criminal Investigation Recommended
CRIMINAL INVESTIGATION Budget includes no supplemental funding for new
programs, enhancements, or any new personnel
Mission requests.
To make the City of Plano a safer place by conducting
professional investigations to solve criminal offenses
and recover stolen property. The Criminal
Investigation Fund provides equipment and services
to the department that are not part of the General
Fund budget. The sources of funds for these
expenditures are Court awarded seizures and forfeits
of money and property that are the illegal gains of
criminals or used in the furtherance of certain criminal
acts.
2010-11 Objectives
Pursue forfeitures and seizures from criminal

cases to remove assets from criminals.
Utilize seized assets as resources to support the
Department’s mission of providing outstanding
police services in partnership with the community
to maintain a safe environment that contributes
to the quality of life.

Salaries & Wages $0 $0 $0 $0 0.0%

Reimbursements 19,513 10,000 25,000 10,000 0.0%
Capital Outlay 0 170,000 50,000 110,000 -35.3%
TOTAL $27,4780$ $310,0000$ $308,0640$ $310,000 0.0%
Personnel Summary
Program Measures
Cases filed 43 30 35 35
Cases awarded 38 29 29 29
Cases pending 5 5 5 5
Cases denied 1 1 1 1
Wire-Line Fees
9-1-1 Wire-Line Collaborate with city Technology Services in
planning network for Next Generation 9-1-1.
Mission Purchase and install the Data Content
To provide the vital connection between citizen messaging module to ensure all devices have
requests for Police, Fire, or Medical assistance and equal access to 9-1-1.
the appropriate agency, and to satisfy the immediate
information needs of Police, Fire, and Medical Budget Highlights
personnel in the course of normal daily activities and The 2010-11 Public Safety Communications
during emergencies. The objective is accomplished Department’s Wireline Recommended Budget
by: providing first response for calls for service includes $30,000 to upgrade the current 9-1-1
received through emergency and non-emergency software to include the text message module called
telephone lines; providing equipment; and supporting Data Content. The software upgrade will provide the
and maintaining the City's 9-1-1 System. The cost deaf and hard of hearing that use texting to
center is funded with the 9-1-1 fees collected on communicate equal access to 9-1-1. With the
telephone services. expansion of Voice over Internet Protocol service
types and the popularity of Short Message Service
2010-11 Objectives (SMS) and Multimedia Messaging Service (MMS),
citizens are expecting to be able to text, send pictures
Ensure the integrity of and provide reliable and and/or video to 9-1-1. This software upgrade allows
accurate 9-1-1 service to the citizens of Plano. preliminary 9-1-1 access for alternate devices while
Continue to monitor incoming 9-1-1 fees and the full service technology matures in the
budget for changing framework marketplace.
of 9-1-1.

Salaries & Wages $0 $0 $0 $0 0.0%

Reimbursements 0 288,435 281,270 287,459 100.0%
Capital Outlay 350,452 0 0 30,000 0.0%
TOTAL $553,148 $507,413 $514,704 $550,893 8.6%
Personnel Summary
Program Measures
Activity
Police/Fire/EMS/ANCON/TRU calls processed 263,024 267,207 253,293 253,293
Police/Fire/EMS/ANCON/TRU calls dispatched 150,965 256,533 142,202 142,202
9-1-1 Calls Received 163,740 163,716 154,198 148,030
Non-Emergency Calls Received 209,397 217,893 179,126 179,126
Outgoing Calls Placed 139,582 145,641 123,056 121,825
Total Calls Processed by PSC 512,719 527,250 456,380 448,981
Performance
1
# of calls processed per PSC Specialist 4,608 4,380 4,318 4,152
1
#of calls dispatched per PSC Specialist 2,645 4,205 2,424 2,331
1
# of 9-1-1 calls answered per PSC Specialist 2,868 2,684 2,629 2,427
1
# of Non-emergency calls per PSC Specialist 3,668 3,572 3,054 2,936
1
# of outbound calls per PSC Specialist 2,445 2,388 2,098 1,997
Wire-Line Fees

Council Budgets
City Council
The City Council, consisting of a Mayor and seven The 2010-11 City Council Recommended Budget
Council Members, serves as the legislative and policy includes no new programs, enhancements, or any
making body of the City of Plano. The Council adopts new personnel requests.
all ordinances, approves major expenditure items,
and annually establishes the City’s program of
services through the adoption of the Operating Budget
and the Community Investment Program (CIP).
2010-11 Objectives
Promote inter-local cooperation with Collin

County and other metroplex municipalities.
Provide active representation for the City in the
Texas Municipal League and other municipal
organizations.
Promote positive image for the City of Plano.
Display active involvement in community
functions and projects.
Improve representation of Plano citizenry on
Boards and Commissions.

Salaries & Wages $1,402 $1,500 $1,500 $1,500 0.0%

TOTAL $211,170 $201,985 $200,734 $200,384 -0.8%
Personnel Summary
Program Measures
Council Meetings 48 45 45 45
Agenda Items 650 550 550 550
Ordinances/Resolutions Adopted 475 550 554 550
R55BWER CITY OF PLANO 06/17/10 10:05:26
COPMASTER Budget Worksheet - Expenses Page - 1

As of 05/31/10
Description Last Year Council Current Current Current Proposed Funded Proposed
Audited Budget Budget Actual Re-Estimate Budget Supplement Total
00001 General
111 City Council
.
610 PERSONAL SERVICES

6127 Medicare 1,402 1,500 1,500 809 1,500 1,500 1,500
610 PERSONAL SERVICES 1,402 1,500 1,500 809 1,500 1,500 1,500
620 MATERIALS & SUPPLIES

6201 Office Supplies 272 400 400 194 900 900 900
6203 Publications 76 300 300 300 300 300
6204 Food 20,042 28,500 28,749 8,561 19,249 20,500 20,500
6205 Wearing Apparel 102 300 300 354 800 800 800
6208 Minor Apparatus 56
6229 Maintenance Parts & Suppl 35
6252 Hardware-Non capital 2,307
620 MATERIALS & SUPPLIES 22,799 29,500 29,749 9,201 21,249 22,500 22,500
630 CONTRACTUAL, PROFESSIONAL

6301 Outside Printing 227 800 800 35 1,800 1,800 1,800
6303 Communications 267 3,000 3,000 3,000 3,000 3,000
6307 Travel/Professional Dev. 59,606 27,194 27,194 30,719 37,194 37,194 37,194
6309 Training 14,620 15,590 15,590 1,627 15,590 15,590 15,590
6310 City Council Stipend 96,877 100,800 100,800 60,231 100,800 100,800 100,800
6312 Contracts- Professional S 678 3,000 3,000 320 3,000 3,000 3,000
6323 Cellular Air Time 6,276 9,000 9,000 4,052 9,000 9,000 9,000
6342 PC Replacement Charges 1,601 1,601 1,601 1,067 1,601
6348 Print Shop 1,418 3,000 3,000
630 CONTRACTUAL, PROFESSIONAL 181,571 163,985 163,985 98,051 171,985 170,384 170,384
640 SUNDRY
6441 Plaques & Awards 4,892 6,000 6,000 2,646 5,000 5,000 5,000
6443 Associations 506 1,000 1,000 403 1,000 1,000 1,000
640 SUNDRY 5,398 7,000 7,000 3,049 6,000 6,000 6,000
810 CAPITAL OUTLAY
111 City Council 211,170 201,985 202,234 111,109 200,734 200,384 200,384
00001 General 211,170 201,985 202,234 111,109 200,734 200,384 200,384

Council Budgets
City Manager
Budget Highlights
Mission The 2010-11 City Manager’s Recommended Budget
Update, monitor, and implement all directives and includes a reduction supplement of $42,356 in
goals as established by the City Council. personnel costs due to a 4-month vacancy and filling
Administrative responsibilities include planning, the position at a lower grade.
organizing, and overseeing all City operations,
prudent stewardship of the City's financial and
physical resources, and advising Council on the City's
current and future needs.
2010-11 Objectives
Submit the annual Budget and Community

Investment Program to City Council.
Keep the Mayor and Council apprised of the
financial needs and conditions of the City at all
times.
Maintain “closeness to the citizens.”
Work on infill residential and commercial
opportunities.
Develop Plano as a major business center.
Maintain our commitment to “Service
Excellence.”

Salaries & Wages $675,556 $678,384 $643,946 $573,621 -15.4%

TOTAL $694,807 $706,242 $671,804 $599,731 -15.1%
Personnel Summary

As of 06/30/10
00001 General
112 City Manager
.

6102 PT More than 20 TMRS Elig 6,082 22,539 14,105 14,105
6103 Classified Salaries 474,545 484,380 484,380 309,892 436,563 436,381 34,661- 401,720
6105 PT-less than 20 19,809 14,651 14,651 10,113 10,113
6111 Overtime 53
6113 Longevity 3,096 3,512 3,512 3,288 3,288 2,428 2,428
6121 RSP 13,872 15,161 15,161 9,221 13,186 15,273 1,126- 14,147
6122 TMRS 92,193 76,618 76,618 70,153 93,149 77,508 5,740- 71,768
6123 Group Insurance- Health 39,075 46,321 46,321 27,140 36,320 38,556 38,556
6124 Employee Retirement-PST 1,938 1,938
6125 Group Insurance- Life 1,690 3,391 3,391 1,792 2,995 4,146 326- 3,820
6127 Medicare 7,319 6,185 6,185 4,875 5,777 6,288 503- 5,785
6132 Long Term Disability 225 388 388 151 252 349 349
6133 OPEB Contribution 10,800 12,960 12,960 6,885 6,885 8,064 8,064
6141 Car Allowance 12,879 12,879 12,879 9,722 12,879 12,879 12,879
610 PERSONAL SERVICES 675,556 678,384 678,384 459,314 643,946 615,977 42,356- 573,621

6201 Office Supplies 789 900 900 477 1,200 1,200 1,200
6203 Publications 16 600 600 90 500 500 500
6204 Food 117 1,000 1,000 103 600 600 600
6209 Laundry, Cleaning 28
620 MATERIALS & SUPPLIES 951 2,500 2,500 670 2,300 2,300 2,300

6301 Outside Printing 50
6302 Mileage Reimbursement 10
6323 Cellular Air Time 685 900 900 634 900 900 900
6348 Print Shop 300 300
640 SUNDRY
6443 Associations 2,445 2,000 2,000 2,753 2,000 2,000 2,000
640 SUNDRY 2,445 2,000 2,000 2,753 2,000 2,000 2,000


As of 06/30/10
710 REIMBURSEMENTS
810 CAPITAL OUTLAY
112 City Manager 694,806 706,242 706,242 474,997 671,804 642,087 42,356- 599,731
00001 General 694,806 706,242 706,242 474,997 671,804 642,087 42,356- 599,731
R55SUPP CITY OF PLANO 06/30/10 14:42:10
COPMASTER Supplement Listing Report Page - 1
FY 2010 - 2011
Cost Center Description Supplement # Description Funded/Non-Funded Ranking Total Cost

112 City Manager 00112001 Position Downgrade F 01 42,355.73-
Total 42,355.73-
R55BD811 CITY OF PLANO 06/30/10 14:55:13
Supplements Update Page - 1
For Fiscal Year Starting 10/01/2010
00112001 Position Downgrade

Fund 00001 General Dept 112 City Manager Start Date 10/01/10 Funded: F
PERSONAL SERVICES
6103 Classified Salaries Difference in salary of Grade 13 position and Grade 9 position. 34,661.00-
6121 RSP 1,126.48-
6122 TMRS 5,739.86-
6125 Group Insurance- Life 325.81-
6127 Medicare 502.58-
Total 610 PERSONAL SERVICES 42,355.73-
Supplement 00112001 Total 42,355.73-
Downgrade the Executive Administrative Assistant position (formerly filled by Sharon Wright, Grade 13) to an Adminstrative Assistant, Sr. position (Grade 9).
Council Budgets
Legal Budget Highlights

The 2010-11 Legal Recommended Budget includes
Mission supplemental reductions of $3,450 in operational
Provide premiere legal services to the City in a cost costs and $25,000 in outside contractual legal costs.
effective and efficient manner and maintain the In 2009-10, Legal has a savings of $60,273 in salaries
highest level of confidence and trust with the citizens, due to a vacant position.
Council, Boards, Commissions and fellow employees.
2010-11 Objectives
Prepare and/or review ordinances and

resolutions for City Council consideration.
Continue to maintain at least 45% of litigation
defended in-house where in-house expertise
exists.
Continue training programs for City officials,
employees and organizations.
Provide legal services to City Council and all
City boards, commissions and departments.
This includes contract, ordinance and resolution
development; provide legal advice on operations,
programs, procedures, projects and services
involving the City.

Salaries & Wages $1,336,939 $1,359,722 $1,301,725 $1,351,230 -0.6%

TOTAL $1,577,293 $1,665,732 $1,529,162 $1,626,158 -2.4%
Personnel Summary
Program Measures
Ordinance/Resolution review and/or

preparation 500 525 450 450*
Document review and/or preparation
(includes contracts, easements, deeds
releases, etc.) 625 650 750 700
Provide Legal services to all City
Departments based upon number of
departments 33 33 33 33
Municipal Court Cases - set for
trial/prosecuted 2,200/500 2,200/500 1,991/524 2,100/550
*Legal no longer reviews "bid packages only" as compliance process is verified by Purchasing.

As of 06/30/10
00001 General
113 Legal
.

6103 Classified Salaries 957,438 939,828 939,828 669,706 911,130 926,969 926,969
6113 Longevity 5,848 6,484 6,484 6,376 6,376 6,192 6,192
6121 RSP 29,921 29,417 29,417 19,981 27,538 32,444 32,444
6122 TMRS 136,368 148,392 148,392 111,854 150,947 159,269 159,269
6125 Group Insurance- Life 5,169 6,579 6,579 5,618 7,912 8,806 8,806
6127 Medicare 14,005 11,639 11,639 9,769 13,002 12,921 12,921
6141 Car Allowance 23,914 23,568 23,568 16,721 21,965 23,983 23,983
610 PERSONAL SERVICES 1,336,939 1,359,722 1,359,722 967,627 1,301,725 1,351,230 1,351,230

6201 Office Supplies 2,972 6,000 6,000 2,934 6,000 6,000 6,000
6203 Publications 16,590 42,000 42,000 12,373 42,000 42,000 42,000
6204 Food 300 300 58 300 300 300
6213 Offset Supplies 128

6301 Outside Printing 132 3,500 3,500
6302 Mileage Reimbursement 19 1,000 1,000 18 1,000 1,000 1,000
6303 Communications 70 1,000 1,000 1,000 1,000 1,000
6307 Travel/Professional Dev. 14,530 30,000 30,000 6,685 27,000 30,000 3,000- 27,000
6309 Training 770 4,500 4,500 300 4,050 4,500 450- 4,050
6312 Contracts- Professional S 179,383 191,978 191,978 63,544 116,978 191,978 25,000- 166,978
6347 Copy Machine Rental 6,425 9,000 9,000 1,949 9,000 9,000 9,000
6348 Print Shop 125 3,500 3,500 1,528 3,500
630 CONTRACTUAL, PROFESSIONAL 207,987 247,610 247,610 78,095 169,160 244,978 28,450- 216,528
640 SUNDRY
6443 Associations 3,885 6,500 6,500 3,850 6,500 6,500 6,500
6499 Miscellaneous 808 3,600 3,477 103- 3,477 3,600 3,600
640 SUNDRY 4,693 10,100 9,977 3,747 9,977 10,100 10,100


As of 06/30/10
710 REIMBURSEMENTS
810 CAPITAL OUTLAY

8451 Software 7,984
810 CAPITAL OUTLAY 7,984
113 Legal 1,577,293 1,665,732 1,665,609 1,064,834 1,529,162 1,654,608 28,450- 1,626,158
00001 General 1,577,293 1,665,732 1,665,609 1,064,834 1,529,162 1,654,608 28,450- 1,626,158
FY 2010 - 2011

113 Legal 00113001 Reduction-Training F 01 3,450.00-
113 Legal 00113002 Reduction-Contracts F 02 25,000.00-
Total 28,450.00-
R55BD811 CITY OF PLANO 06/30/10 15:18:10
00113001 Reduction-Training
Fund 00001 General Dept 113 Legal Start Date 10/01/10 Funded: F
CONTRACTUAL, PROFESSIONAL
6307 Travel/Professional Dev. The Legal Department is proposing a decrease of $3,000 for FY 2010/2011 in its attorney training budget. There should be no impact 3,000.00-
on the service level because of this decrease.
6309 Training The Legal Department is proposing a decrease of $450.00 for FY 2010/2011 in its support staff training budget. There should be no 450.00-
impact on the service level because of this decrease.
Total 630 CONTRACTUAL, PROFESSIONAL 3,450.00-
Proposed Reduction:
$3,000.00
Service Impact:
There should be no impace on the service level because of this decrease
R55BD811 CITY OF PLANO 06/30/10 15:18:10
00113002 Reduction-Contracts
Fund 00001 General Dept 113 Legal Start Date 10/01/10 Funded: F
CONTRACTUAL, PROFESSIONAL
6312 Contracts- Professional Svc. Legal agreed during CM budget meetings to decrease the contracts by $25,000 for 2010-11. 25,000.00-
Total 630 CONTRACTUAL, PROFESSIONAL 25,000.00-
Proposed Reduction:
$450.00
Service Impact:
There should be no impact on the service level because of this decrease.
Council Budgets
Municipal Court Judge Continue the development and implementation

of the final modules of the CourtsPlus software
Mission program.
Provide a fair and efficient program for the disposition Make sufficient budget reductions to meet the
of criminal charges filed in the municipal court. The City’s goals.
municipal judges develop policies and procedures to Adjust the Magistrate schedules to provide
process criminal cases, preside over trials and required services to the City and County.
hearings, supervise the Teen Court Program, Judges will serve as faculty for the Citizens
establish and maintain alternative programs, assess Police Academy and make presentations to
fines, certify appeals to the Collin County courts, issue citizens on the structure and operation of the
Emergency Protective Orders for victims of family criminal justice system.
violence, and order the installation of interlock devices
on automobiles driven by defendants charged with Budget Highlights
second or subsequent DWI's. As magistrates, the There are no significant changes planned for the
judges administer juvenile warnings, conduct property Municipal Court Judge Recommended Budget for
disposition hearings, issue arrest and search 2010-11.
warrants, and set bail for defendants charged with
misdemeanor and felony offenses.
2010-11 Objectives
The Court will continue to implement the new

procedures and court cost changes contained
in legislation enacted by the 2009 Texas
Legislature.
Will establish fines for criminal violations that
are filed for the first time in the Municipal Court.

Salaries & Wages $541,636 $550,164 $557,841 $551,757 0.3%

TOTAL $577,098 $590,853 $596,760 $590,859 0.0%
Personnel Summary
Program Measures
Court Activity
Cases filed 91,765 96,000 61,770 61,770
Dispositions Prior to Trial 31,631 32,000 22,744 22,744
Non-jury Trial Dispositions 14,308 13,000 11,670 11,670
Jury Trial Dispositions 72 75 66 66
Dismissed at Trial 140 200 78 78
Dismissals after DSC, Deferranls &
Compliance 44,992 42,000 33,360 33,360
Warrants Issued, Class C 26,495 26,000 20,348 20,348
Cases Heard in Teen Court 523 600 550 550
Magistrate Activity
Arrest Warrants issued, Felonies and
Class A & B Misdemeanors 743 650 618 618
Search Warrants issued 90 60 58 58
Juvenile warnings administered 2 4 2 2
Emergency Mental Health Hearings 2 2 2 2
Emergency Protective Orders issued 136 125 138 138

As of 06/30/10
00001 General
114 Municipal Court Judge
.

6111 Overtime 234 300 300 224 400 400 400
6113 Longevity 2,656 2,940 2,940 2,940 2,940 3,140 3,140
6121 RSP 12,482 12,364 12,364 8,944 12,536 13,829 13,829
6122 TMRS 56,193 60,886 60,886 47,685 65,724 66,268 66,268
6127 Medicare 5,064 4,775 4,775 3,664 5,156 5,376 5,376
610 PERSONAL SERVICES 541,635 550,164 550,164 405,958 557,841 551,757 551,757

6201 Office Supplies 826 2,400 2,400 810 2,400 2,400 2,400
6203 Publications 964 1,025 1,025 116 230 230 230
6204 Food 81 200 200 100 100 100
6205 Wearing Apparel 12 400 400 31 400 500 500
6208 Minor Apparatus 311 1,000 1,000 193 1,000 1,000 1,000
6209 Laundry, Cleaning 58
6229 Maintenance Parts & Suppl 14 7

6301 Outside Printing 148 1,337 1,337 1,337
6302 Mileage Reimbursement 680 600 600 81 600 700 700
6307 Travel/Professional Dev. 1,005 1,570 1,570 826 1,320 2,320 2,320
6312 Contracts- Professional S 25,910 26,350 26,350 15,140 26,350 26,600 26,600
6347 Copy Machine Rental 1,614 2,500 2,500 596 2,000 2,000 2,000
6348 Print Shop 1,017 1,337 1,337
640 SUNDRY
6441 Plaques & Awards 264 625 625 138 500 575 575
6443 Associations 1,207 1,215 1,215 1,016 1,215 1,290 1,290
6495 Freight 82 50 50 8 50 50 50

As of 06/30/10
640 SUNDRY 1,552 1,890 1,890 1,162 1,765 1,915 1,915
710 REIMBURSEMENTS
810 CAPITAL OUTLAY
114 Municipal Court Judge 577,098 590,853 590,853 426,130 596,760 590,859 590,859
00001 General 577,098 590,853 590,853 426,130 596,760 590,859 590,859

Council Budgets
Municipal Court Building Security Fund Budget Highlights
There are no significant expenditures planned for the
Mission Building Security Fund Recommended Budget during
Created by state statute (Code of Criminal Procedure 2010-11. All expenditures will be made from current
102.017 and authorized by City Ordinance 97-8-31); fee revenue or Fund reserves.
the Municipal Court Building Security Fee is a court
cost of $3.00 that is imposed on each case in which
a defendant is convicted or placed on deferred
disposition after September 1, 1997. The Court may
expend Building Security Fund revenues to provide
security-related services and improvements to
buildings that house the Municipal Court. The City
must carry-forward unspent money from the current
year’s budget and the balance of the fund to the
following budget year.
2010-11 Objectives
The Court will reimburse the Police Department

for the salary(ies) and benefits of the uniformed
Police Officer(s) assigned to the Municipal Court.
The Court will purchase equipment and
programs necessary to improve the security of
the Court’s offices and to protect city personnel
and citizens in the Robinson Justice Center.

Salaries & Wages $66,804 $73,606 $67,025 $73,927 0.4%

Reimbursements 0 197,394 101,236 103,223 0.0%
TOTAL $334,914 $384,577 $276,457 $279,552 -27.3%
Personnel Summary
Program Measures
Activity
Cases filed (2x 39,231 at 3/31/10) 91,785 96,000 61,770 61,770
Dispositions prior to trial 31,631 32,000 22,744 22,744
Non-jury trial dispositions 14,308 13,000 11,670 11,670
Jury trial dispositions 72 75 66 66
Dismissed at trial 140 200 78 78
Dismissals after DSC, Deferrals &
Compliance 44,992 40,000 33,360 33,360
Cases subject to the Municipal Court
Building Security fee [4/1/09 thru 3/31/10
total 81,144 less dismissals at pretrial
(4,661) and trial (627), "Not Guilty" (64),
proof of financial responsibility (7,919),
compliance (4,238), community service
and appeals (491)] = ratio of .7891 72,412 76,000 48,588 48,588
Warrants issued, Class C 26,495 26,000 20,348 20,348
Cases heard in Teen Court 523 600 550 550
Performance
Magistrate warnings 1,892 2,000 1,824 1,824
Emergency protective orders 136 130 138 138
Building Security Fees $189,733 $186,000 $146,384 $146,384

As of 06/30/10
00055 Municipal Courts-Bldg Securi
232 Municipal Courts-Bldg Securit
.

6104 Civil Service Salaries 210 210
6105 PT-less than 20 40 200 200 200 200 200
6111 Overtime 16,402 19,800 19,800 11,087 14,000 19,800 19,800
6113 Longevity 376 424 424 424 424 472 472
6121 RSP 1,057 1,675 1,675 759 1,152 1,879 1,879
6122 TMRS 5,137 8,255 8,255 4,320 6,294 9,014 9,014
6125 Group Insurance- Life 119 236 236 141 233 322 322
6127 Medicare 534 785 785 380 562 788 788

6201 Office Supplies 106 200 200 14 200 200 200
6203 Publications 197 515 515 20 515 515 515
6205 Wearing Apparel 700 700 189 700 700 700
6208 Minor Apparatus 813 500 2,426 2,670 2,431 500 500
6217 Ammunition 100 100 100 100 100

6301 Outside Printing 22 200 200 200
6313 Maintenance Agreements 4,402 4,277 4,277 4,277 4,277 4,277
6314 Contractual Repair 196,798 5,000 5,000 150 5,000 5,000
6325 Moves/Adds/Changes 268- 1,000 1,000 9,563
6348 Print Shop 123 200 200
640 SUNDRY
6443 Associations 50 585 585 100 400 400 400
6495 Freight 27 200 231 51 200 200 200
640 SUNDRY 77 785 816 151 600 600 600


As of 06/30/10
710 REIMBURSEMENTS
7103 Reimbursements to Other F 197,394 197,394 148,046 101,236 103,223 103,223
710 REIMBURSEMENTS 197,394 197,394 148,046 101,236 103,223 103,223
810 CAPITAL OUTLAY
232 Municipal Courts-Bldg Securit 334,914 384,577 393,666 250,895 276,457 279,552 279,552
00055 Municipal Courts-Bldg Securi 334,914 384,577 393,666 250,895 276,457 279,552 279,552
Council Budgets
Teen Court Program

Provide teen-aged defendants with an alternative to There are no significant expenditures planned for the
trials in the Municipal Court: Offer community service, Teen Court Program Fund Recommended Budget
in lieu of paying a fine, to defendants who are charged during 2010-11. All expenditures will be made from
with violations of the Texas Alcoholic Beverages current fee revenue or Fund reserves.
Code, the Texas Education Code, or the Texas Penal
Code; and offer participation in Teen Court to
defendants who are charged with violations of the
Texas Transportation Code (if the defendants have
utilized all other alternatives to prosecution in
Municipal Court).
2010-11 Objectives
Court’s Juvenile Case Manager (JCM) will

regularly attend local teen court Association and
Juvenile Case Manager meetings.
The JCM will train two or more senior Teen
Attorneys to serve as Youth Judges in Teen
Court.
Conduct one attorney training session and
organize the Annual Teen Attorney Recognition
Dinner.
Recruit youth volunteers to staff the Plano Teen
Court.
Recruit additional non-profit agencies for
community service placement sites.
Sponsor a team to participate in the North Texas
Teen Court Competition in Ft. Worth, TX.

Salaries & Wages $125 $300 $500 $500 66.7%

TOTAL $7,380 $12,570 $11,450 $11,950 -4.9%
Personnel Summary
Program Measures
Activity
Juvenile cases filed in Municipal Court 2,066 2,500 2,100 2,100
Cases scheduled for Teen Court 523 600 550 550
Performance
Teen community service ordered
(hours) 18,222 18,000 19,268 19,268
Teen community service performed
(hours) 14,331 12,000 12,250 12,250
Revenue - Teen Court fees ($) $10,258 $13,000 $10,080 $10,080

As of 05/31/10
00019 Teen Court Program
233 Teen Court Program
.

6111 Overtime 125 300 300 387 500 500 500
610 PERSONAL SERVICES 125 300 300 387 500 500 500

6201 Office Supplies 496 500 500 394 500 500 500
6204 Food 3,170 3,500 3,500 2,739 3,500 3,500 3,500
6205 Wearing Apparel 1,050 1,050 1,050 1,050
6208 Minor Apparatus 27 400 400 1,250 200 200

6301 Outside Printing 49 1,100 1,100 1,100
6302 Mileage Reimbursement 172 500 500 233 500 500 500
6307 Travel/Professional Dev. 1,598 1,500 1,500 100 500 1,000 1,000
6348 Print Shop 620 1,100 1,100
630 CONTRACTUAL, PROFESSIONAL 2,389 3,100 3,100 382 2,100 2,600 2,600
640 SUNDRY
6441 Plaques & Awards 1,138 3,600 3,600 977 3,600 3,600 3,600
6443 Associations 35 120 120
640 SUNDRY 1,173 3,720 3,720 977 3,600 3,600 3,600
810 CAPITAL OUTLAY
233 Teen Court Program 7,380 12,570 12,570 4,879 11,450 11,950 11,950
00019 Teen Court Program 7,380 12,570 12,570 4,879 11,450 11,950 11,950
Council Budgets
Municipal Court Technology Fund Utilize funds available to contract with part-time
judges to review, prepare, input and attach
Mission electronic signatures to arrest warrants and other
The fund was created by state statute (CCP Art. documents, thereby facilitating the issuance of
102.0171) and authorized by the Plano City Council warrants within the time frame recommended
on December 12, 1999. The fund imposes a $4.00 by the Office of Court Administration for the
fee on each case in which a defendant is convicted Court’s Compliance & Collection Unit.
in the Municipal Court or is placed on deferred The Court will use the Fund to pay for computer
disposition for an offense that occurred on or after maintenance fees, training and related travel for
September 1, 2001. The fund is restricted to court personnel.
expending revenues that provide technological
enhancements to the Municipal Court. Budget Highlights
The 2010-11 Municipal Court Technology Fund
2010-11 Objectives Recommended Budget includes two funded
supplements totaling $156,250. Software to assist
Implement the final modules of the CourtsPlus citizens to pay for options electronically, to assist
case management system. court administration to flag registration of vehicles
New hand-held ticket writers and related belonging to owners with outstanding warrants and/or
equipment will be purchased as needed for the fines, and have an updated jury module is funded for
Police Department’s use. $113,000. Also included is a funded supplement of
Continue to pay the cost of unlimited cellular air $43,250 to replace antiquated sound/recording
time for the hand-held units. systems in both courtrooms.
A check validation system will be selected and
purchased for the Court Clerks’ Office. The
validation system will permit immediate
determination of the validity of a tendered check
and whether or not there are sufficient funds in
the account to cover the check upon negotiation.

Salaries & Wages $4,707 $6,000 $3,346 $6,000 0.0%

Capital Outlay 7,200 8,200 62,019 162,450 1881.1%
TOTAL $115,057 $184,732 $268,123 $342,370 85.3%
Personnel Summary
Program Measures
Cases filed 91,765 96,000 61,770 61,770

compliance (6,720), community service and
appeals (953)] = ratio of .7866 72,412 76,000 48,588 48,588
Technology Fund Revenue Collected ($)
Estimate = 2x $97,125 as of 3/31/10 $252,946 $247,000 $194,250 $194,250

As of 05/31/10
00020 Municipal Court Technology
234 Municipal Courts Technology F
.

6103 Classified Salaries 612 552
6104 Civil Service Salaries 102
6111 Overtime 3,993 6,000 6,000 2,662 3,346 6,000 6,000

6201 Office Supplies 5,856 6,000 6,000 4,065 6,000 6,000 6,000
6203 Publications 1,225 1,199 1,989 477 1,179 1,179 1,179
6208 Minor Apparatus 6,081 6,794 6,794 618 3,011 4,400 4,400
6251 Software-Non capital 155 2,997- 2,997
6252 Hardware-Non capital 15,851 10,210 886 19,647 12,299 13,514 13,514

6309 Training 550 550
6312 Contracts- Professional S 1,814 11,500 11,500 200 2,150 6,000 6,000
6313 Maintenance Agreements 31,160 57,060 69,381 41,474 93,413 77,277 77,277
6325 Moves/Adds/Changes 4,000 4,000 20,122 20,123 4,000 4,000
6347 Copy Machine Rental 2,232 2,232
640 SUNDRY
6443 Associations 60 60 100
6446 Licenses, Certificates 13,000 13,000 13,000 13,000 13,000
6495 Freight 269 150 150 99 150 150 150
640 SUNDRY 269 13,210 13,210 199 13,150 13,150 13,150
810 CAPITAL OUTLAY

8416 Implements & Apparatus 43,250 43,250
8451 Software 7,200 46,116 16,166 26,300 113,000 113,000
8452 Computer Hardware 8,200 23,200 29,519 35,719 6,200 6,200
810 CAPITAL OUTLAY 7,200 8,200 69,316 45,685 62,019 6,200 156,250 162,450

As of 05/31/10
234 Municipal Courts Technology F 115,056 184,732 246,638 167,487 268,123 186,120 156,250 342,370
00020 Municipal Court Technology 115,056 184,732 246,638 167,487 268,123 186,120 156,250 342,370
FY 2010 - 2011

234 Municipal Courts Technology Fd 00234012 SOFTWARE F 01 113,000.00
234 Municipal Courts Technology Fd 00234013 SOUND SYSTEM FOR COURTROOMS F 02 43,250.00
Total 156,250.00
R55BD811 CITY OF PLANO 06/17/10 13:36:49
00234012 SOFTWARE
Fund 00020 Municipal Court Technology Dept 234 Municipal Courts Technology Fd Start Date 10/01/10 Funded: F
CAPITAL OUTLAY
8451 Software To purchase various styles of software to assist citizens to pay for options electronically, to assist court administration to flag 113,000.00
registration of vehicles belonging to owners with outstanding warrants and or fines, and have an updated jury module. (see
supplement justification for full description)
Total 810 CAPITAL OUTLAY 113,000.00
Supplement 00234012 Total 113,000.00
Purchase software from Infosol to allow applications for Driving Safety Courses & Deferred Dispositions from citizens to be filed electronically and for qualifying information to be
transmitted & payments of special expense fees and court costs to be posted and processed. This item was included in FY05-06 budget at $68,000 from Tele-Works, but was not utilized following
the decision to move forward with the CourtsPlus case management system. $60,000
Purchase software from Infosol to allow citizen requests for Extensions for Payment & for the submission of applications for payment plans to the Court's Collections and Compliance Unit. This
program will further the Court's compliance with the Office of Court Administration Collections Program. $8,000
If the Collin County Tax Assessor Collector agrees to participate in the Scofflaw Registration Block Program, the Court may purchase software to allow the exchange of data among the court, the
Texas Department of Motor Vehicles, Collin County, and surrounding counties in the program. This program blocks the registration of vehicles belonging to owners that have outstanding warrants
from a municipality for failure to appear or failure to pay a fine on a complaint that involves the violation of a traffic law. $25,000
Purchase and incorporate a new software module for the compilation of jury pools, lists of summoned jurors, and recording jury service. This software will allow Court Administration to
download database information from either Collin County or the Texas Secretary of State and to apply filters to identify just the potential jurors who live within the city limits of Plano.
$20,000
R55BD811 CITY OF PLANO 06/17/10 13:36:49
00234013 SOUND SYSTEM FOR COURTROOMS

Fund 00020 Municipal Court Technology Dept 234 Municipal Courts Technology Fd Start Date 10/01/10 Funded: F
CAPITAL OUTLAY
8416 Implements & Apparatus Replace antiquated sound/recording systems in both courtrooms. (See supplement justification for full description) 43,250.00
Total 810 CAPITAL OUTLAY 43,250.00
Supplement 00234013 Total 43,250.00
Contract for the evaluation and replacement of the Municipal Court's two antiquated sound systems to bring the systems up to a standard that will support a Municipal Court of Record. The
current sound systems of the municipal courtrooms are over 15 years old. The older microphones are subject to RF interference and lack resilient shock mounts and are not designed for distant
sound pickup. The loudspeaker system needs supplementation. The recording equipment is analog and records on cassette tapes. These recording devices should be replaced with digital
equipment that records to Compact Flash cards or other electronic media that allows downloading to computers for transcription and/or forwarding as part of a case's trial record to the Collin
County Courts at Law. $43,250.
Council Budgets
Juvenile Case Manager Fund Continue to recruit organizations that will accept
juveniles to perform community service.
Mission Recruit and train moot court teams from the
The fund was created by Article 102.0174 of the Code Teen Court participants and will sponsor them
of Criminal Procedure and authorized by the Plano in regional moot court competitions.
City Council on October 10, 2005. The fund imposes
a $2.00 fee on each case in which a defendant is Budget Highlights
convicted in the Municipal Court or is placed on There are no significant changes or additions planned
deferred disposition for an offense that occurred on for the Juvenile Case Manager Fund Recommended
or after December 1, 2005. The fund may be used Budget in 2010-11. The Juvenile Case Manager Fund
only to finance the salary and benefits of the full-time will pay the salaries and benefits of the JCMs from
employee(s) designated as Juvenile Case Manager(s) current fee revenue or from Fund reserves.
under Article 45.056 of the Code of Criminal
Procedure.
2010-11 Objectives
Fund will reimburse the Court Clerks’ budget

(214) for the salaries and benefits of the two
Juvenile Case Managers assigned to the juvenile
dockets.
JCM will process reassigned juvenile cases and
assign them to appropriate courtroom dockets,
if the juvenile counseling program at Turning
Point is eliminated or reduced.

Salaries & Wages $90,833 $62,076 $62,225 $63,427 2.2%

Operations & Maintenance 0 0 0 0 0.0%
Reimbursements 0 101,054 97,822 100,216 0.0%
TOTAL $90,833 $163,130 $160,047 $163,643 0.3%
Personnel Summary
Program Measures
Activity
Cases filed (2x 30,885 at 3/31/10) 91,785 96,000 61,770 61,770
Dispositions prior to trial 31,631 32,000 22,744 22,744
Non-jury trial dispositions 14,308 13,000 11,670 11,670
Jury trial dispositions 72 75 66 66
Dismissed at trial 140 200 78 78
Dismissals after DSC, Deferrals &
Compliance 44,992 40,000 33,360 33,360
compliance (6,720), community service
and appeals (953)] = ratio of .7866 72,412 76,000 48,588 48,588
Cases heard in Teen Court 523 600 550 550
Performance
Magistrate warnings 1,892 2,000 1,824 1,824
Emergency protective orders 136 130 138 138
Building Security Fees $189,733 $186,000 $146,384 $146,384

As of 06/30/10
00086 Juvenile Case Manager Fund
276 Juvenile Case Manager Fund
.

6111 Overtime 526 280 500 500 500
6113 Longevity 220 268 268 268 268 316 316
6121 RSP 1,388 1,382 1,382 994 1,400 1,585 1,585
6122 TMRS 6,227 6,798 6,798 5,265 7,302 7,589 7,589
6125 Group Insurance- Life 286 309 309 338 459 425 425
6127 Medicare 647 644 644 466 654 661 661
640 SUNDRY
710 REIMBURSEMENTS
7103 Reimbursements to Other F 101,054 101,054 75,791 97,822 100,216 100,216
710 REIMBURSEMENTS 101,054 101,054 75,791 97,822 100,216 100,216
810 CAPITAL OUTLAY
276 Juvenile Case Manager Fund 90,833 163,130 163,130 120,922 160,047 163,643 163,643
00086 Juvenile Case Manager Fund 90,833 163,130 163,130 120,922 160,047 163,643 163,643
Council Budgets

Funding Requests
DATE: May 13, 2010
TO: Thomas Muehlenbeck, City Manager
CC: Karen Rhodes-Whitley, Director, Budget

Anita Bell, Budget & Grant Coordinator, Budget
FROM: Sally Bane

Executive Director
PEDB, Inc.
SUBJECT: Plano Economic Development Board, Inc. (PEDB)

Proposed FY 10/11 Budget Request
Please find the attached proposed budget request and associated Program of Work for the Plano Economic
Development Board, Inc. The Corporation’s Board of Trustees has reviewed and endorsed the budget request.
This request does not request any new programs or enhancements.
I may be reached at 972-208-8300 and would be happy to respond to any questions. Thank you for your
assistance.
Funding Requests
PROGRAM OF WORK
FY 10/11
The Mission of the Plano Economic Development Board, Inc. is to:
To identify and recruit businesses which contribute to Plano’s economic well being
by broadening and diversifying the tax base and creating quality employment
opportunities, while maintaining the high quality of life.
Provide for a vibrant economy through a pro-active business retention and

expansion program that encourages Plano companies to grow and expand their
presences in Plano.
Encourage the local economy through a business re-development program that

focuses on stimulating new investment in targeted geographic areas.
Promote a pro-business environment in Plano, in coordination with the City of

Plano, Plano Independent School District, Collin College, Collin County, Plano
Chamber of Commerce and other interested parties, through the development of
policies and resources that create sustainable competitive advantages.
Funding Requests
PLANO ECONOMIC DEVELOPMENT BOARD, INC.
PROGRAM OF WORK
FY 10/11
ORGANIZATIONAL INITIATIVES
The organizational outreach and business recruitment efforts of the Plano Economic Development Board, Inc. will include,
but are not limited to, the following initiatives:
Pro-actively market the comparative advantages of Plano, on a local, national, and international basis, as the optimum
city for relocation and expansion.
Conduct marketing trips to and advertising campaigns in targeted regions.
Distribute annual Progress Report, aerials map(s), CD, Community Profile and other collateral materials to
targeted audiences.
Conduct ongoing campaign to market the community to Site Selectors.
Create and distribute quarterly newsletter
Work with media to promote new real estate deals and Plano.
Create two industry-profile brochures.
Improve and evolve the new PEDB website to ensure relevance to the business, real estate and site selection
communities.
Partner with Collin County communities on opportunities to jointly promote the County as an advantageous location
for relocations and expansions.
Secure projects that represent 2,000 employment opportunities for the citizens of the community.
Network with key members of the real estate brokerage and development community to promote and reinforce
Plano’s standing as the optimum city for relocation and expansion.
Participate in events to detail recent developments and opportunities.
Conduct meetings and outreach with top six leading tenant brokers; coordinated by Director of Technology
Marketing.
Attend trade shows/conferences that pertain to corporate real estate, economic development and professional
education.
Stimulate technology entrepreneurship and small business development.

Work with partners to organize matchmaking program to link high-potential technology entrepreneurs and small
companies with investors and venture capitalists.
Expand and maintain the Economic Development contact management data base detailing activities, issues,
recognitions, correspondence and projects.
Collaborate with the Collin County Community College District, University of Texas – Dallas, and Southern Methodist
University-in-Plano on opportunities to improve the skills, training and education of Plano’s workforce.
RETENTION AND EXPANSION

The Business Retention and Expansion program is designed to sustain positive and ongoing relationships with
businesses in Plano that promote a vibrant economy, encourage long term business success, and optimize opportunities
for expansion and employment growth. These efforts will include, but are not limited to, the following initiatives:
Conduct 80 Business Retention & Expansion visits with executives of Plano firms to:
x Determine level of satisfaction with local business climate
x Explore opportunities for existing business expansion or contraction
x Explore plans for employee growth and retention
x Identify areas of interest or concern
x As applicable, involve Plano’s leadership in resolution of concerns identified
x Communicate relevant information identified with other regional allies
Target businesses with expiring leases to encourage and influence lease renewal. Influence a lease renewal rate of
75% or greater.
Funding Requests
Organize business meetings or “Breakfast with the Mayor and City Council” events focused on relevant informational
topics or feedback on Plano’s business climate. Host four events annually based on industry or geographic sectors.
Collaborate with Collin College to promote information on workforce training and grant opportunities for Plano
businesses.
Collaborate with Small Business Development Center on an event or program to inform and assist small businesses
in Plano.
Explore opportunities with Plano Convention and Visitors Bureau to develop a campaign to promote the use of Plano
hotels, meeting venues, and associated trades for business events in Plano.
Conduct business satisfaction survey:

x Goal: Launch electronic survey to over 600 business stakeholders to identify:
o Satisfaction for doing business in Plano
o Opportunities for business expansions
o Business interests or concerns
o Trends in business segments
MARKETING & REDEVELOPMENT

The technology marketing program of the Plano Economic Development Board will be designed to communicate the
advantages of doing business in Plano, and the redevelopment efforts will be tailored to the needs of targeted areas of the
community. These initiatives will include, among others, the following:
Assist in the continued development of the Research/Technology Crossroads by both responding to the needs of
area developers, real estate professionals and local businesses.
Market available sites to site selectors.
Refine and implement a marketing program and the associated collateral materials designed to encourage relocation
or expansion of technology businesses and other desirable employers into targeted areas.
Maintain a page on the website dedicated to R/T area.
Attend at least three technology trade shows and seek to cultivate four prospects per trade show.
Assist in the coordination of the Southeast Plano Business Alliance to increase development of the area and its
businesses.
Serve as advisor and on committees.
Promote alliance to new and existing firms.
Work closely with the Director, Business Retention & Expansion and participate in at least 12 interviews with
executives of eastern Plano firms.
Share information of at risk companies.
Develop leads of potential suppliers and partners.
Stimulate redevelopment of aging retail sites.

Organize informal network of retail advisors to develop strategies to revitalize aging shopping centers.
Identify qualified developers and capital partners for potential redevelopment and or adaptive reuse, and connect
them with owners of problematic sites.
Attend ICSC events and market to targeted retailers.
Continue collaborating with existing businesses, developers and academic institutions to develop an interactive
media/video game cluster in Plano.
Develop marketing collateral for prospective companies.
Attend two industry conferences.
Form and convene a Digital Media Cabinet for Plano companies and academic institutions to meet annually.

As of 06/30/10
00076 Economic Development
226 Plano Econ Dev Board
.

6113 Longevity 2,252 2,488 2,488 2,492 2,492 2,732 2,732
6121 RSP 12,761 12,783 12,783 9,112 12,766 14,366 14,366
6122 TMRS 57,299 63,519 63,519 48,086 66,607 69,466 69,466
6127 Medicare 5,699 6,020 6,020 4,092 5,800 6,053 6,053
6141 Car Allowance 4,260 4,260 4,260 3,195 4,260 4,260 4,260

6201 Office Supplies 4,343 3,000 3,000 2,089 3,000 3,000 3,000
6202 Postage 1,574 1,000 1,000 387 1,000 750 750
6203 Publications 453 600 600 454 600 713 713
6204 Food 2,624 2,900 2,900 1,638 2,900 3,000 3,000
6208 Minor Apparatus 1,000 1,000 1,000 1,000 1,000
6219 Promotional Supplies 9,835 5,000 5,000 2,090 5,000 5,000 5,000
6251 Software-Non capital 2,205 1,000 1,000 960 1,000 1,000 1,000
6252 Hardware-Non capital 1,217 1,000 1,000 1,000 1,000 1,000

6303 Communications 2,079 3,000 3,300 1,290 3,300 2,500 2,500
6305 Insurance 2,710 3,106 3,106 2,710 3,106 2,900 2,900
6306 Advertising 140,965 140,650 160,350 46,101 160,350 143,797 143,797
6313 Maintenance Agreements 1,012 972 972 729 972 972 972
6346 Equipment Rentals 854 840 840 645 840 840 840
6347 Copy Machine Rental 1,659 1,616 1,616 575 1,616 1,616 1,616
6353 Leased Space 67,627 67,500 67,500 52,852 67,500 67,300 67,300
640 SUNDRY

As of 06/30/10
6443 Associations 2,825 2,800 2,800 1,775 2,800 3,100 3,100
6499 Miscellaneous 1,000 1,000
640 SUNDRY 2,825 2,800 2,800 1,775 2,800 4,100 4,100
810 CAPITAL OUTLAY
226 Plano Econ Dev Board 858,144 870,101 890,101 555,038 873,751 855,758 855,758
00076 Economic Development 858,144 870,101 890,101 555,038 873,751 855,758 855,758
Funding Requests
Cultural Affairs Commission Funding Requests
08-09 09-10 Budget for 25% of LCY Award

10-11 Ask Score Raw Result
Organization Award Award 08-09 (08-09) Recommendation
ArtCentre of Plano 77,504.00 62,263.00 351,707.00 87,926.75 94,385.00 0.8767 82,747.33 67,372.88
Chamberlain Performing Arts 56,100.00 45,211.00 374,247.00 93,561.75 100,000.00 0.9133 91,330.00 74,360.89
Children's Chorus of Collin Co. n/a n/a 60,430.00 15,107.50 14,875.00 0.8050 11,974.38 9,749.54
Dallas Asian Amer. Youth Orch. 18,516.00 11,654.00 92,171.87 23,042.97 16,400.00 0.8183 13,420.12 10,926.66
Men of Note 21,641.00 17,056.00 255,100.00 63,775.00 18,200.00 0.8750 15,925.00 12,966.14
Orchestra of New Spain 6,524.00 4,819.00 173,998.00 43,499.50 8,475.00 0.7817 6,624.91 5,394.00
Plano Art Association 12,185.00 12,391.00 118,600.00 29,650.00 21,803.00 0.8540 18,619.76 15,160.21
Plano Children's Theatre * 175,902.00 172,767.00 1,232,500.00 308,125.00 200,000.00 0.7383 0.00 0.00
Plano Civic Chorus 8,015.00 9,660.00 71,270.00 17,817.50 17,500.00 0.8850 15,487.50 12,609.92
Plano Community Band 31,830.00 27,266.00 209,886.00 52,471.50 36,648.00 0.9000 32,983.20 26,854.92
Plano Metropolitan Ballet 7,265.00 6,634.00 45,414.19 11,353.55 11,300.00 0.9133 10,320.29 8,402.78
Plano Symphony Orchestra 221,552.00 213,416.00 1,485,092.00 371,273.00 320,000.00 0.9600 307,200.00 250,122.24
Quilters Guild of Plano 4,960.00 6,121.00 15,233.20 3,808.30 4,293.91 0.8433 3,621.05 2,948.26
Rover Dramawerks 12,223.00 57,703.00 517,078.00 129,269.50 95,263.17 0.8950 85,260.54 69,419.13
TX Performing Chinese Arts
7,680.00 0.00 157,100.00 0.8383
Assoc. 39,275.00 9,100.00 7,628.53 6,211.15
Younger Generation Chorus 10,803.00 9,212.00 66,450.48 16,612.62 20,400.00 0.8667 17,680.68 14,395.61
TOTAL 672,700.00 656,173.00 5,226,277.74 1,306,569.44 988,643.08 720,823.29 586,894.32
* Ineligible Applicant -- score

is < 75%
Dallas Chinese Choral Society n/a n/a 1,000.00 85.00 1,000.00

Musical Angels, Inc. n/a n/a 1,000.00 76.50 1,000.00
Plano Teen Harmony n/a n/a 1,000.00 82.50 1,000.00
Rhythm Junkies 1,000.00 1,000.00 1,000.00 83.50 1,000.00
Strings of Color n/a n/a 1,000.00 80.50 1,000.00
TOTAL 1,000.00 1,000.00 5,000.00 5,000.00
CAC 10-11 Budget 591,917.00

Small Grants 10-11 Budget 5,000.00
Major Grant 10-11 Budget 586,917.00
MG Recommendations Total 586,894.32
Funding Requests
Events Grant Funding Requests
Budget 10-11 Max Eligible Award

Score Requested Raw Result Recommendation
FY 08-09
Event Applicant Funding Amount Result
General Fund
Komen Race 0.9357 1,200,000 25% 43,750 14,000 13,100 9,754
Plano International Festival 0.9300 44,337 25% 14,625 14,500 13,485 10,041
Holiday Fun Run* 0.6757 n/a 45% 14,670 32,600 0 0
AsiaFest 0.9071 43,986 25% 16,930 16,930 15,357 11,435
July 4th Parade 0.8671 14,300 25% 3,811 10,712 9,288 3,811
Children's Christmas Parade 0.8557 14,300 25% 3,268 10,712 9,166 3,268
Taste of Plano 0.7729 n/a 25% 11,128 14,960 11,563 8,610
Red Balloon Relay 0.7700 n/a 45% 47,823 42,865 33,006 24,576
TOTAL 156,005 157,279 104,965 71,495
* Ineligible Applicant -- score is < 75%
Event Grant Budget 10-11 71,493
Hotel/Motel Fund
Plano Balloon Festival 0.9629 1,198,453 25% 302,112 157,190 151,358 151,358
TOTAL 302,112 157,190 151,358 151,358
Event Grant Budget 10-11 157,190

Funding Requests
MEMORANDUM
Date: August 14, 2010
To: Honorable Mayor Phil Dyer and Plano City Council
From: Brian Chaput, Chairman, Heritage Commission
Subject: Summary of Preservation Grant Recommendations
The Heritage Commission would like to thank Mayor Dyer and the City Council for the opportunity to provide
input and make recommendations regarding the Heritage Preservation Grant requests. In addition to this
memorandum, there are three attachments for your information.
Attachment No. 1 - Summary of Preservation Grant Recommendations – Plan A
Attachment No. 2 - Summary of Preservation Grant Recommendations – Plan B
Attachment No. 3 - 1/3 Matching Grant Breakdown
A total of five applications were received for the 2010-2011 Heritage Grants. The applicants and their requests
were as follows:
Heritage Farmstead Museum - $385,000

Plano African American Museum (PAAM) - $245,857
North Texas Masonic Historical Museum and Library - $16,000
The Plano Conservancy, Inc. - $170,150
The Rowlett Creek Cemetery Association - $8,000
The total amount of funding available is estimated at $591,517. The total amount requested from the five
applicants was $825,007, which is $120,719 less than the requests from Fiscal Year 2009-2010.
This year there were no new applicants. All five of the grant applicants received heritage grant funds for Fiscal
Year 2009-2010. For these returning applicants, the Heritage Commission is recommending less than what
they received last year, with the exception of the Heritage Farmstead Museum. Since the City could not fund
all requests completely, the Commission chose to focus on those projects that had the most potential to promote
the tourism and hospitality industry within Plano. Thus, the heritage projects listed in the attachments are the
highest priority for each agency’s recommended grant funding for 2010-2011.
Prior to their application submission, all grant applicants had been made aware that total funding for heritage
grants may be reduced from the previous year’s amount. In addition, they were also informed of the possible
changes to the heritage grant program that Council has been considering, which include:
Place a cap on funding for salaries and operation at the 2009-10 level;
New grant recipients may not receive funding for salaries and operations;
Withhold funding equal to 1/3 of the grant unless recipients raise funds from outside sources; and
Require grant recipients to provide information from visitor sign-ins to demonstrate link to increased
tourism.
Three of the five applicants under consideration for grant funding asked for money to be used for operation
and maintenance costs. This portion of the agency’s proposed budget usually accounts for the majority of the
request. The Heritage Farmstead Museum, the Plano Conservancy for Historic Preservation, and the Plano
African American Museum are small non-profit agencies that rely on the grant funds for their operation and
have little or no financial support from other resources which could be used towards operations and maintenance
costs. All three will seek funding from other resources to complete their heritage projects.
Funding Requests
For the Plano Conservancy and the North Texas Masonic Historical Museum, the Heritage Commission is
recommending funds for individual projects in the form of block grants which will be supplemented with funding
from other sources. However, the Commission believed that the Plano Conservancy’s project to repaint Car
#360 at the Interurban Museum should be a priority, and recommended funding specifically for this project
aside from the block grant for their remaining approved projects.
For the Rowlett Creek Cemetery Association, the Heritage Commission has recommended funding for the
completion of the fence project that was initially awarded heritage grants funds for program year 2009-10.
The Heritage Commission believes that the project is deserving of heritage grant funds because the cemetery
is located at one of Plano’s northern gateways, and that the fence would protect a historic asset within the city
from surrounding developments. Also, one of the Plano Conservancy’s approved projects is to create a driving
map of Plano’s historic cemeteries of which the Rowlett Creek Cemetery will be a stopping point on this map.
For the Plano African American Museum, the Heritage Commission has recommended funding for operations
and maintenance as well as one heritage project. Additionally, the Commission believed that hiring an Executive
Director should be a priority for PAAM. However, the grant recommendation is contingent on PAAM completing
the grant application documentation requirements by Friday, July 30, 2010. All applicants are required to
submit their most recent independent audit or a certificate from a CPA that the IRS documents for their
association have been factually checked. In lieu of this, PAAM submitted a memorandum dated April 2, 2009,
from Michael Rogers, Director of Internal Audit for the City of Plano, stating that PAAM met the requirements
of the funding agreement between PAAM and the city for program year 2008-09. (Expenditures through
February 28, 2009, were verified.) PAAM must submit the correct documentation by the deadline or they will
be ineligible to receive heritage grant funds due to an incomplete application. In the event that PAAM is unable
to complete the grant application documentation requirements, the Commission developed alternative funding
recommendations for the remaining four applicants (Attachment 2 – Plan B).
Should Council approve a change to the heritage grant program requiring that all applicants match 1/3 of the
total funding amount, staff has provided a financial summary stating how much each agency will be responsible
for their respective grant match (Attachment 3). Also, if Council decides to award funds as a percentage of a
different total grant amount, the recommended grant amounts are expressed as percentages in the attached
table.
In summary, the Commission thanks you for the opportunity to be a part of this evaluation process.
cc: Tom Muehlenbeck
Frank Turner
Attachments: Summary of Preservation Grant Recommendations - Plan A
Attachments: Summary of Preservation Grant Recommendations - Plan B
Attachments: 1/3 Matching Grant Breakdown

Funding Requests
ATTACHMENT 1
SUMMARY OF PRESERVATION GRANT RECOMMENDATIONS
PLAN A
Comparison Table
Organization Request HC Eligible Projects (if funding % of Total Last Year Change
Recommendation available beyond O/M) Grant from
Allocation 2009-2010
Heritage $385,000 $348,000 Farrell-Wilson House Exterior 58.8% $330,000 5.2%
Farmstead Repairs & Repainting ($33,000)
Plano $245,857 $76,000 Underground Railroad Project 12.9% $145,000 -47.6%
AfricanAmericanMuseum ($6,000)
North Texas $16,000 $4,000 No O/M funds were part of this 0.7% $9,725 -58.9%
Masonic request.
Historical
Museum and Historical Book Collection
Library Acquisition
Historical Artifact Collection

Acquisition
Historical Images from Plano &

North Texas
Display Creation
The Plano $170,150 $160,517 Car #360 Repainting ($18,000) 27.1% $165,000 -2.7%
Conservancy Inc.
$2,367 block grant to be used
for any of the three approved
projects below:
Archaeology Fair
Pioneer Cemetery Master Plan
Rowlett $8,000 $3,000 No O/M funds were part of this 0.5% $11,448 -73.8%
CreekCemetery request.
Association
Fence repair/replacement
Total $825,007 $591,517 NA NA $661,173 -10.6%

Funding Requests
ATTACHMENT 2
SUMMARY OF PRESERVATION GRANT RECOMMENDATIONS
PLAN B
Comparison Table
Organization Request HC Eligible Projects (if funding % of Total Last Year Change
Recommendation available beyond O/M) Grant from
Allocation 2009-2010
Heritage $385,000 $385,000 Farrell-Wilson House Exterior 67.1% $330,000 14.3%
Farmstead Repairs & Repainting ($35,000)
Farrell-Wilson Chimney Repair

($10,000)
Chuck Laenger Pathway

($10,000)
Plano $245,857 $0 NA 0% $145,000 -100%

AfricanAmericanMuseum
North Texas $16,000 $10,800 No O/M funds were part of this 1.9% $9,725 10%
Masonic request.
Historical
Museum and Historical Book Collection
Library Acquisition ($6,000)
Historical Artifact Collection

Acquisition ($1,400)
Historical Images from Plano &

North Texas ($1,400)
Display Creation ($2,000)
The Plano $170,150 $170,150 Car #360 Repainting ($18,000) 29.6% $165,000 3%
Conservancy Inc.
Archaeology Fair ($5,000)
Pioneer Cemetery Master Plan

($5,000)
Rowlett $8,000 $8,000 No O/M funds were part of this 1.4% $11,448 NA
CreekCemetery request.
Association
Fence repair/replacement
Total $825,007 $573,950 NA NA $661,173 -13.2%
($17,567 not
allocated)
Funding Requests
ATTACHMENT 3
1/3 MATCHING GRANT BREAKDOWN
Plan A
Organization HC Recommendation % of Total Grant Amount to Match

Allocation
Heritage Farmstead $348,000 58.8% $115,937.33
Plano AfricanAmericanMuseum $76,000 12.9% $ 25,435.23
North Texas Masonic Historical Museum and $4,000 0.7% $1,380.21
Library
The Plano Conservancy Inc. $160,517 27.1% $53,433.70
Rowlett CreekCemetery Association $3,000 0.5% $985.86
Total $591,517 NA $197,172.33
Plan B
Organization HC Recommendation % of Total Grant Amount to Match

Allocation
Heritage Farmstead $385,000 67.1% $128,373.49
Plano AfricanAmericanMuseum $0 0% NA
North Texas Masonic Historical Museum and $10,800 1.9% $3,635.02
Library
The Plano Conservancy Inc. $170,150 29.6% $56,629.73
Rowlett CreekCemetery Association $8,000 1.4% $2,678.43
Total $573,950 NA $191,316.67
($17,567 not allocated)

Funding Requests
2010 Buffington Community Services Grant Funding Recommendations
Collin County Committee on Aging $ 35,000
The Turning Point Rape Crisis Center $ 35,000
Assistance Center of Collin County - Operations $ 30,000
CASA of Collin County $ 27,800
Samaritan Inn $ 27,000
Hope's Door $ 25,000
Plano Children's Medical Clinic $ 25,000
Collin County Adult Clinic $ 20,000
Assistance League of Greater Collin County $ 14,000
Journey of Hope $ 10,000
Family Outreach $ 9,000
LifePath Systems $ 6,000
Total $ 263,800
Debt Service
General Obligation Bonds
GENERAL OBLIGATION BONDS
DEBT REQUIREMENTS
SUMMARY
2010-11
Current Requirements
Principal
Outstanding Interest/
Issue Purpose 10-01-2010 Principal Accretion Total
2001A G.O. Improvements 850,000 850,000 42,500 892,500

2002 G.O Refunding/Improvements 11,955,000 1,240,000 519,353 1,759,353
2003 G.O Refunding/Improvements 21,035,000 3,755,000 829,728 4,584,728
2004 G.O. Refunding 20,805,000 2,845,000 895,770 3,740,770
2005 G.O Refunding/Improvements 76,710,000 4,080,000 3,457,973 7,537,973
2006 G.O. Improvements 35,210,000 1,560,000 1,616,250 3,176,250
2006 C.O.'s 3,255,000 140,000 140,325 280,325
2007 G.O. Improvements 32,040,000 1,310,000 1,498,800 2,808,800
2007 Tax Notes 5,805,000 1,865,000 232,200 2,097,200
2008 G.O. Improvements 38,535,000 1,470,000 1,596,563 3,066,563
2008 Tax Notes 12,650,000 2,340,000 354,494 2,694,494
2009 G.O. Improvements 32,720,000 2,530,000 1,123,706 3,653,706
2009 Tax Notes 5,535,000 845,000 124,994 969,994
2010 G.O. Improvements 28,520,000 3,000,000 926,900 3,926,900
2010 C.O.'s 9,660,000 575,000 331,975 906,975
TOTAL 335,285,000 28,405,000 13,691,529 42,096,528
2011 G.O. Improvements 21,400,000 0 497,550 497,550
356,685,000 28,405,000 14,189,079 42,594,078

ANNUAL DEBT SERVICE REQUIREMENTS
EXISTING DEBT - ALL SERIES
Fiscal Year Principal Interest Total
2010-2011 28,405,000 13,691,529 42,096,529

2011-2012 28,120,000 12,726,834 40,846,834
2012-2013 28,515,000 11,727,756 40,242,756
2013-2014 25,795,000 10,652,622 36,447,622
2014-2015 24,805,000 9,699,761 34,504,761
2015-2016 23,040,000 8,726,103 31,766,103
2016-2017 21,200,000 7,707,527 28,907,527
2017-2018 20,190,000 6,770,226 26,960,226
2018-2019 19,515,000 5,941,662 25,456,662
2019-2020 17,930,000 5,125,077 23,055,077
2020-2021 15,340,000 4,368,950 19,708,950
2021-2022 14,665,000 3,709,775 18,374,775
2022-2023 14,125,000 3,075,581 17,200,581
2023-2024 13,250,000 2,451,631 15,701,631
2024-2025 12,960,000 1,860,275 14,820,275
2025-2026 10,820,000 1,261,525 12,081,525
2026-2027 7,825,000 760,700 8,585,700
2027-2028 5,385,000 408,100 5,793,100
2028-2029 2,520,000 161,200 2,681,200
2029-2030 880,000 35,200 915,200
TOTAL 335,285,000 110,862,034 446,147,034

Debt Service
2001A SERIES
Original Issue: $18,195,000

Dated: September 24, 2001
Interest Rate: Various 4.0 to 5.0%
Maturity Principal Interest Total
03-01-2011 21,250 21,250

09-01-2011 850,000 21,250 871,250
TOTAL 850,000 42,500 892,500
GENERAL OBLIGATION REFUNDING BONDS

2002 SERIES

Dated: July 22, 2002
03-01-2011 259,677 259,677

09-01-2011 1,240,000 259,677 1,499,677
03-01-2012 236,117 236,117
09-01-2012 1,285,000 236,117 1,521,117
03-01-2013 211,059 211,059
09-01-2013 770,000 211,059 981,059
03-01-2014 195,659 195,659
09-01-2014 800,000 195,659 995,659
03-01-2015 179,159 179,159
09-01-2015 835,000 179,159 1,014,159
03-01-2016 161,415 161,415
09-01-2016 870,000 161,415 1,031,415
03-01-2017 142,384 142,384
09-01-2017 910,000 142,384 1,052,384
03-01-2018 122,364 122,364
09-01-2018 955,000 122,364 1,077,364
03-01-2019 100,877 100,877
09-01-2019 1,000,000 100,877 1,100,877
03-01-2020 77,877 77,877
09-01-2020 1,045,000 77,877 1,122,877
03-01-2021 53,319 53,319
09-01-2021 1,095,000 53,319 1,148,319
03-01-2022 27,313 27,313
09-01-2022 1,150,000 27,313 1,177,313
TOTAL 11,955,000 3,534,435 15,489,435

Debt Service
2003 SERIES

Dated: May 12, 2003
03-01-2011 452,389 452,389

09-01-2011 5,015,000 452,389 5,467,389
03-01-2012 358,358 358,358
09-01-2012 2,895,000 358,358 3,253,358
03-01-2013 300,458 300,458
09-01-2013 3,045,000 300,458 3,345,458
03-01-2014 239,558 239,558
09-01-2014 995,000 239,558 1,234,558
03-01-2015 222,145 222,145
09-01-2015 1,035,000 222,145 1,257,145
03-01-2016 203,257 203,257
09-01-2016 1,075,000 203,257 1,278,257
03-01-2017 183,100 183,100
09-01-2017 1,120,000 183,100 1,303,100
03-01-2018 161,400 161,400
09-01-2018 1,165,000 161,400 1,326,400
03-01-2019 138,100 138,100
09-01-2019 1,215,000 138,100 1,353,100
03-01-2020 113,800 113,800
09-01-2020 1,270,000 113,800 1,383,800
03-01-2021 88,400 88,400
09-01-2021 1,325,000 88,400 1,413,400
03-01-2022 60,244 60,244
09-01-2022 1,385,000 60,244 1,445,244
03-01-2023 30,813 30,813
09-01-2023 1,450,000 30,813 1,480,813
TOTAL 22,990,000 5,104,039 28,094,039
This schedule includes the Water & Sewer Debt that was funded through G.O. Debt in this issuance, but it is not included in the summary
sheet because it is included in the Water & Sewer Debt.
Debt Service
2004 SERIES

Dated: December 1, 2004
03-01-2011 447,885 447,885

09-01-2011 2,845,000 447,885 3,292,885
03-01-2012 388,529 388,529
09-01-2012 2,970,000 388,529 3,358,529
03-01-2013 342,123 342,123
09-01-2013 3,065,000 342,123 3,407,123
03-01-2014 274,816 274,816
09-01-2014 3,215,000 274,816 3,489,816
03-01-2015 217,750 217,750
09-01-2015 3,335,000 217,750 3,552,750
03-01-2016 134,375 134,375
09-01-2016 3,510,000 134,375 3,644,375
03-01-2017 46,625 46,625
09-01-2017 1,865,000 46,625 1,911,625
TOTAL 20,805,000 3,704,205 24,509,205

Debt Service
GENERAL OBLIGATION BONDS & REFUNDING BONDS
2005 SERIES

Date: May, 23, 2005
03-01-2011 1,728,986 1,728,986

09-01-2011 4,080,000 1,728,986 5,808,986
03-01-2012 1,657,586 1,657,586
09-01-2012 5,570,000 1,657,586 7,227,586
03-01-2013 1,521,324 1,521,324
09-01-2013 5,795,000 1,521,324 7,316,324
03-01-2014 1,381,136 1,381,136
09-01-2014 7,300,000 1,381,136 8,681,136
03-01-2015 1,216,886 1,216,886
09-01-2015 6,725,000 1,216,886 7,941,886
03-01-2016 1,048,761 1,048,761
09-01-2016 7,065,000 1,048,761 8,113,761
03-01-2017 872,136 872,136
09-01-2017 7,425,000 872,136 8,297,136
03-01-2018 686,511 686,511
09-01-2018 7,790,000 686,511 8,476,511
03-01-2019 530,711 530,711
09-01-2019 7,485,000 530,711 8,015,711
03-01-2020 377,269 377,269
09-01-2020 5,380,000 377,269 5,757,269
03-01-2021 266,306 266,306
09-01-2021 2,225,000 266,306 2,491,306
03-01-2022 219,581 219,581
09-01-2022 2,315,000 219,581 2,534,581
03-01-2023 170,388 170,388
09-01-2023 2,415,000 170,388 2,585,388
03-01-2024 119,069 119,069
09-01-2024 2,515,000 119,069 2,634,069
03-01-2025 65,625 65,625
09-01-2025 2,625,000 65,625 2,690,625
TOTAL 76,710,000 23,724,553 100,434,553

Debt Service
2006 SERIES

Date: February 2, 2006
03-01-2011 808,125 808,125

09-01-2011 1,560,000 808,125 2,368,125
03-01-2012 776,925 776,925
09-01-2012 1,625,000 776,925 2,401,925
03-01-2013 744,425 744,425
09-01-2013 1,685,000 744,425 2,429,425
03-01-2014 710,725 710,725
09-01-2014 1,755,000 710,725 2,465,725
03-01-2015 675,625 675,625
09-01-2015 1,825,000 675,625 2,500,625
03-01-2016 639,125 639,125
09-01-2016 1,900,000 639,125 2,539,125
03-01-2017 601,125 601,125
09-01-2017 1,975,000 601,125 2,576,125
03-01-2018 561,625 561,625
09-01-2018 2,075,000 561,625 2,636,625
03-01-2019 517,532 517,532
09-01-2019 2,175,000 517,532 2,692,532
03-01-2020 465,875 465,875
09-01-2020 2,285,000 465,875 2,750,875
03-01-2021 408,750 408,750
09-01-2021 2,405,000 408,750 2,813,750
03-01-2022 348,625 348,625
09-01-2022 2,525,000 348,625 2,873,625
03-01-2023 285,500 285,500
09-01-2023 2,650,000 285,500 2,935,500
03-01-2024 219,250 219,250
09-01-2024 2,785,000 219,250 3,004,250
03-01-2025 149,625 149,625
09-01-2025 2,920,000 149,625 3,069,625
03-01-2026 76,625 76,625
09-01-2026 3,065,000 76,625 3,141,625
TOTAL 35,210,000 15,978,962 51,188,962

Debt Service
CERTIFICATES OF OBLIGATION
2006 SERIES

03-01-2011 70,163 70,163

09-01-2011 140,000 70,163 210,163
03-01-2012 67,188 67,188
09-01-2012 150,000 67,188 217,188
03-01-2013 64,000 64,000
09-01-2013 155,000 64,000 219,000
03-01-2014 60,707 60,707
09-01-2014 160,000 60,707 220,707
03-01-2015 57,307 57,307
09-01-2015 170,000 57,307 227,307
03-01-2016 53,694 53,694
09-01-2016 175,000 53,694 228,694
03-01-2017 49,975 49,975
09-01-2017 185,000 49,975 234,975
03-01-2018 46,044 46,044
09-01-2018 195,000 46,044 241,044
03-01-2019 41,900 41,900
09-01-2019 205,000 41,900 246,900
03-01-2020 37,544 37,544
09-01-2020 215,000 37,544 252,544
03-01-2021 32,975 32,975
09-01-2021 225,000 32,975 257,975
03-01-2022 28,194 28,194
09-01-2022 235,000 28,194 263,194
03-01-2023 23,200 23,200
09-01-2023 245,000 23,200 268,200
03-01-2024 17,841 17,841
09-01-2024 255,000 17,841 272,841
03-01-2025 12,263 12,263
09-01-2025 265,000 12,263 277,263
03-01-2026 6,300 6,300
09-01-2026 280,000 6,300 286,300
TOTAL 3,255,000 1,338,580 4,593,580

Debt Service
2007 SERIES

Date: May 1, 2007
Interest Rate: Various 4.25 to 5.25
03-01-2011 749,400 749,400

09-01-2011 1,310,000 749,400 2,059,400
03-01-2012 719,925 719,925
09-01-2012 1,365,000 719,925 2,084,925
03-01-2013 689,213 689,213
09-01-2013 1,415,000 689,213 2,104,213
03-01-2014 652,953 652,953
09-01-2014 1,475,000 652,953 2,127,953
03-01-2015 614,235 614,235
09-01-2015 1,535,000 614,235 2,149,235
03-01-2016 573,941 573,941
09-01-2016 1,595,000 573,941 2,168,941
03-01-2017 532,072 532,072
09-01-2017 1,660,000 532,072 2,192,072
03-01-2018 490,572 490,572
09-01-2018 1,725,000 490,572 2,215,572
03-01-2019 447,447 447,447
09-01-2019 1,810,000 447,447 2,257,447
03-01-2020 402,197 402,197
09-01-2020 1,900,000 402,197 2,302,197
03-01-2021 361,822 361,822
09-01-2021 1,995,000 361,822 2,356,822
03-01-2022 319,428 319,428
09-01-2022 2,095,000 319,428 2,414,428
03-01-2023 273,600 273,600
09-01-2023 2,200,000 273,600 2,473,600
03-01-2024 224,100 224,100
09-01-2024 2,310,000 224,100 2,534,100
03-01-2025 172,125 172,125
09-01-2025 2,425,000 172,125 2,597,125
03-01-2026 117,563 117,563
09-01-2026 2,550,000 117,563 2,667,563
03-01-2027 60,188 60,188
09-01-2027 2,675,000 60,188 2,735,188
TOTAL 32,040,000 14,801,557 46,841,557
TAX NOTES
2007 SERIES

Date: May 1, 2007
03-01-2011 116,100 116,100

09-01-2011 1,865,000 116,100 1,981,100
03-01-2012 78,800 78,800
09-01-2012 1,935,000 78,800 2,013,800
03-01-2013 40,100 40,100
09-01-2013 2,005,000 40,100 2,045,100
TOTAL 5,805,000 470,000 6,274,996
Moto Mesh: $11 million of the approved $20.5 million

Debt Service
2008 SERIES

Date: January 28, 2008
03-01-2011 798,281 798,281

09-01-2011 1,470,000 798,281 2,268,281
03-01-2012 772,556 772,556
09-01-2012 1,530,000 772,556 2,302,556
03-01-2013 745,781 745,781
09-01-2013 1,595,000 745,781 2,340,781
03-01-2014 717,869 717,869
09-01-2014 1,665,000 717,869 2,382,869
03-01-2015 688,731 688,731
09-01-2015 1,735,000 688,731 2,423,731
03-01-2016 656,200 656,200
09-01-2016 1,810,000 656,200 2,466,200
03-01-2017 610,950 610,950
09-01-2017 1,885,000 610,950 2,495,950
03-01-2018 563,825 563,825
09-01-2018 1,965,000 563,825 2,528,825
03-01-2019 514,700 514,700
09-01-2019 2,050,000 514,700 2,564,700
03-01-2020 473,700 473,700
09-01-2020 2,135,000 473,700 2,608,700
03-01-2021 431,000 431,000
09-01-2021 2,225,000 431,000 2,656,000
03-01-2022 386,500 386,500
09-01-2022 2,320,000 386,500 2,706,500
03-01-2023 340,100 340,100
09-01-2023 2,420,000 340,100 2,760,100
03-01-2024 290,188 290,188
09-01-2024 2,520,000 290,188 2,810,188
03-01-2025 238,213 238,213
09-01-2025 2,630,000 238,213 2,868,213
03-01-2026 182,325 182,325
09-01-2026 2,740,000 182,325 2,922,325
03-01-2027 124,100 124,100
09-01-2027 2,860,000 124,100 2,984,100
03-01-2028 63,325 63,325
09-01-2028 2,980,000 63,325 3,043,325
TOTAL 38,535,000 17,196,688 55,731,688
TAX NOTES
2008 SERIES

03-01-2011 2,340,000 194,797 2,534,797

09-01-2011 159,697 159,697
03-01-2012 2,435,000 159,697 2,594,697
09-01-2012 123,172 123,172
03-01-2013 2,525,000 123,172 2,648,172
09-01-2013 85,297 85,297
03-01-2014 2,625,000 85,297 2,710,297
09-01-2014 44,281 44,281
03-01-2015 2,725,000 44,281 2,769,281
09-01-2015 0 0
TOTAL 12,650,000 1,019,691 13,669,691
Moto Mesh: The remaining $9.5 million of the approved $20.5 million
Radio System Infrastructure Replacement: $7.5 million of the $24-25 million
Debt Service
GENERAL OBLIGATION BONDS & REFUNDING BONDS
2009 SERIES

Date: January, 26 2009
03-01-2011 561,853 561,853

09-01-2011 2,530,000 561,853 3,091,853
03-01-2012 533,391 533,391
09-01-2012 2,620,000 533,391 3,153,391
03-01-2013 503,916 503,916
09-01-2013 2,650,000 503,916 3,153,916
03-01-2014 474,103 474,103
09-01-2014 2,740,000 474,103 3,214,103
03-01-2015 439,853 439,853
09-01-2015 1,730,000 439,853 2,169,853
03-01-2016 417,147 417,147
09-01-2016 1,790,000 417,147 2,207,147
03-01-2017 390,297 390,297
09-01-2017 1,850,000 390,297 2,240,297
03-01-2018 362,547 362,547
09-01-2018 1,915,000 362,547 2,277,547
03-01-2019 331,428 331,428
09-01-2019 1,090,000 331,428 1,421,428
03-01-2020 309,628 309,628
09-01-2020 1,130,000 309,628 1,439,628
03-01-2021 287,028 287,028
09-01-2021 1,175,000 287,028 1,462,028
03-01-2022 263,528 263,528
09-01-2022 1,220,000 263,528 1,483,528
03-01-2023 239,128 239,128
09-01-2023 1,275,000 239,128 1,514,128
03-01-2024 212,831 212,831
09-01-2024 1,330,000 212,831 1,542,831
03-01-2025 183,738 183,738
09-01-2025 1,395,000 183,738 1,578,738
03-01-2026 152,350 152,350
09-01-2026 1,460,000 152,350 1,612,350
03-01-2027 118,588 118,588
09-01-2027 1,530,000 118,588 1,648,588
03-01-2028 82,250 82,250
09-01-2028 1,605,000 82,250 1,687,250
03-01-2029 42,125 42,125
09-01-2029 1,685,000 42,125 1,727,125
TOTAL 32,720,000 11,811,456 44,531,456

Debt Service
TAX NOTES
2009 SERIES

03-01-2011 845,000 67,250 912,250

09-01-2011 57,744 57,744
03-01-2012 875,000 57,744 932,744
09-01-2012 47,900 47,900
03-01-2013 905,000 47,900 952,900
09-01-2013 37,719 37,719
03-01-2014 935,000 37,719 972,719
09-01-2014 27,200 27,200
03-01-2015 970,000 27,200 997,200
09-01-2015 15,075 15,075
03-01-2016 1,005,000 15,075 1,020,075
09-01-2016 0 0
TOTAL 5,535,000 438,525 5,973,525

Debt Service
2010 SERIES
Estimated Issue: $28,520,000

Estimated Date: January 25, 2010
03-01-2011 463,450 463,450

09-01-2011 3,000,000 463,450 3,463,450
03-01-2012 433,450 433,450
09-01-2012 2,610,000 433,450 3,043,450
03-01-2013 407,350 407,350
09-01-2013 2,675,000 407,350 3,082,350
03-01-2014 373,100 373,100
09-01-2014 1,520,000 373,100 1,893,100
03-01-2015 354,100 354,100
09-01-2015 1,560,000 354,100 1,914,100
03-01-2016 334,600 334,600
09-01-2016 1,605,000 334,600 1,939,600
03-01-2017 304,900 304,900
09-01-2017 1,660,000 304,900 1,964,900
03-01-2018 280,000 280,000
09-01-2018 1,720,000 280,000 2,000,000
03-01-2019 249,900 249,900
09-01-2019 1,775,000 249,900 2,024,900
03-01-2020 218,838 218,838
09-01-2020 1,835,000 218,838 2,053,838
03-01-2021 183,763 183,763
09-01-2021 1,910,000 183,763 2,093,763
03-01-2022 145,563 145,563
09-01-2022 625,000 145,563 770,563
03-01-2023 133,063 133,063
09-01-2023 650,000 133,063 783,063
03-01-2024 121,038 121,038
09-01-2024 675,000 121,038 796,038
03-01-2025 108,550 108,550
09-01-2025 700,000 108,550 808,550
03-01-2026 95,600 95,600
09-01-2026 725,000 95,600 820,600
03-01-2027 77,475 77,475
09-01-2027 760,000 77,475 837,475
03-01-2028 58,475 58,475
09-01-2028 800,000 58,475 858,475
03-01-2029 38,475 38,475
09-01-2029 835,000 38,475 873,475
03-01-1930 17,600 17,600
09-01-1930 880,000 17,600 897,600
TOTAL 28,520,000 8,798,575 37,318,575

Debt Service
CERTIFICATES OF OBLIGATION
2010 SERIES
Issue: $9,660,000
Estimated Date: January 25, 2010
Interest Rate: Average 4.25%
03-01-2011 165,988 165,988

09-01-2011 575,000 165,988 740,988
03-01-2012 160,238 160,238
09-01-2012 585,000 160,238 745,238
03-01-2013 154,388 154,388
09-01-2013 595,000 154,388 749,388
03-01-2014 148,438 148,438
09-01-2014 610,000 148,438 758,438
03-01-2015 140,813 140,813
09-01-2015 625,000 140,813 765,813
03-01-2016 133,000 133,000
09-01-2016 640,000 133,000 773,000
03-01-2017 120,200 120,200
09-01-2017 665,000 120,200 785,200
03-01-2018 110,225 110,225
09-01-2018 685,000 110,225 795,225
03-01-2019 98,238 98,238
09-01-2019 710,000 98,238 808,238
03-01-2020 85,813 85,813
09-01-2020 735,000 85,813 820,813
03-01-2021 71,113 71,113
09-01-2021 760,000 71,113 831,113
03-01-2022 55,913 55,913
09-01-2022 795,000 55,913 850,913
03-01-2023 42,000 42,000
09-01-2023 820,000 42,000 862,000
03-01-2024 21,500 21,500
09-01-2024 860,000 21,500 881,500
TOTAL 9,660,000 3,015,725 12,675,725
Radio System Infrastructure Replacement: 09-10 projected, 3rd issue for $10 million of the $24-25 million; 07-08: $7.5 million issued;
08-09: $6.355 million.
Debt Service
PROJECTED 2011 SERIES
Estimated Issue: $24,100,000

Estimated Date: January 2011
Interest Rate: Projected Average 4.65%
03-01-2011
09-01-2011 0 497,550 497,550
03-01-2012 497,550 497,550
09-01-2012 671,502 481,938 1,153,439
03-01-2013 481,938 481,938
09-01-2013 702,727 465,599 1,168,326
03-01-2014 465,599 465,599
09-01-2014 735,403 448,501 1,183,905
03-01-2015 448,501 448,501
09-01-2015 769,600 430,608 1,200,208
03-01-2016 430,608 430,608
09-01-2016 805,386 411,883 1,217,269
03-01-2017 411,883 411,883
09-01-2017 842,837 392,287 1,235,123
03-01-2018 392,287 392,287
09-01-2018 882,028 371,780 1,253,808
03-01-2019 371,780 371,780
09-01-2019 923,043 350,319 1,273,362
03-01-2020 350,319 350,319
09-01-2020 965,964 327,860 1,293,824
03-01-2021 327,860 327,860
09-01-2021 1,010,882 304,357 1,315,239
03-01-2022 304,357 304,357
09-01-2022 1,057,888 279,761 1,337,649
03-01-2023 279,761 279,761
09-01-2023 1,107,079 254,022 1,361,101
03-01-2024 254,022 254,022
09-01-2024 1,158,559 227,085 1,385,644
03-01-2025 227,085 227,085
09-01-2025 1,212,432 198,896 1,411,328
03-01-2026 198,896 198,896
09-01-2026 1,268,810 169,396 1,438,206
03-01-2027 169,396 169,396
09-01-2027 1,327,809 138,525 1,466,334
03-01-2028 138,525 138,525
09-01-2028 1,389,552 106,218 1,495,770
03-01-2029 106,218 106,218
09-01-2029 1,454,167 72,408 1,526,575
03-01-1930 72,408 72,408
09-01-1930 1,521,785 37,027 1,558,812
03-01-1931 37,027 37,027
09-01-1931 1,592,548 0 1,592,548
TOTAL 21,400,000 11,932,037 33,332,037

Debt Service
Water & Sewer Revenue Bonds
WATER & SEWER REVENUE BONDS
DEBT REQUIREMENTS
SUMMARY
2010-11
Principal
Outstanding
Issue Purpose 10-01-2010 Principal Interest Total
2003 W & S G.O. Debt 1,955,000 1,260,000 75,050 1,335,050
TOTAL 1,955,000 1,260,000 75,050 1,335,050
WATER & SEWER REVENUE BONDS

ALL SERIES
Fiscal Year Principal Interest Total
2010-11 1,260,000 75,050 1,335,050

2011-12 330,000 27,800 357,800
2012-13 365,000 14,600 379,600
TOTAL 1,955,000 117,450 2,072,450
WATER & SEWER BONDS

THROUGH GENERAL OBLIGATION FUNDING
2003 SERIES

Dated: May 1, 2003
03-01-2011 37,525 37,525

09-01-2011 1,260,000 37,525 1,297,525
03-01-2012 13,900 13,900
09-01-2012 330,000 13,900 343,900
03-01-2013 7,300 7,300
09-01-2013 365,000 7,300 372,300
TOTAL 1,955,000 117,450 2,072,450

Debt Service
Municipal Drainage Revenue Bonds

MUNICIPAL DRAINAGE REVENUE BONDS
DEBT REQUIREMENTS
SUMMARY
2010-11
Principal
Outstanding
Issue Purpose 10-01-2009 Principal Interest Total
2005Drainage Improvements/Refunding 9,520,000 665,000 403,463 1,068,463

2006Drainage Improvements 1,280,000 55,000 56,853 111,853
TOTAL 25,650,000 1,835,000 1,077,233 2,912,233

EXISTING DEBT - ALL SERIES
2010-2011 1,835,000 1,077,233 2,912,233

2011-2012 1,965,000 944,614 2,909,614
2012-2013 2,035,000 878,352 2,913,352
2013-2014 2,110,000 807,927 2,917,927
2014-2015 1,875,000 722,683 2,597,683
2015-2016 1,955,000 644,908 2,599,908
2016-2017 1,730,000 561,958 2,291,958
2017-2018 1,570,000 501,258 2,071,258
2018-2019 1,425,000 442,458 1,867,458
2019-2020 1,285,000 387,679 1,672,679
2020-2021 1,340,000 335,045 1,675,045
2021-2022 1,080,000 280,050 1,360,050
2022-2023 1,130,000 235,510 1,365,510
2023-2024 885,000 188,162 1,073,162
2024-2025 920,000 150,246 1,070,246
2025-2026 720,000 110,749 830,749
2026-2027 640,000 79,249 719,249
2027-2028 515,000 50,881 565,881
2028-2029 375,000 27,963 402,963
2029-2030 260,000 11,050 271,050
TOTAL 25,650,000 8,437,969 34,087,969

Debt Service
2005 SERIES

Dated: May 23, 2005
Interest Rate: Various 3.0% to 5.0%

11-15-2010 201,731 201,731
05-15-2011 665,000 201,731 866,731
11-15-2011 190,925 190,925
05-15-2012 905,000 190,925 1,095,925
11-15-2012 173,956 173,956
05-15-2013 940,000 173,956 1,113,956
11-15-2013 156,331 156,331
05-15-2014 975,000 156,331 1,131,331
11-15-2014 131,956 131,956
05-15-2015 1,030,000 131,956 1,161,956
11-15-2015 106,206 106,206
05-15-2016 1,090,000 106,206 1,196,206
11-15-2016 78,956 78,956
05-15-2017 820,000 78,956 898,956
11-15-2017 63,581 63,581
05-15-2018 620,000 63,581 683,581
11-15-2018 51,181 51,181
05-15-2019 650,000 51,181 701,181
11-15-2019 38,181 38,181
05-15-2020 470,000 38,181 508,181
11-15-2020 28,488 28,488
05-15-2021 490,000 28,488 518,488
11-15-2021 18,381 18,381
05-15-2022 205,000 18,381 223,381
11-15-2022 14,025 14,025
05-15-2023 210,000 14,025 224,025
11-15-2023 9,563 9,563
05-15-2024 220,000 9,563 229,563
11-15-2024 4,888 4,888
05-15-2025 230,000 4,888 234,888
TOTAL 9,520,000 2,536,700 12,056,700

Debt Service
2006 SERIES

Dated: February 2, 2006
Interest Rate: Varies 4.0% to 5.0%
11-15-2010 28,427 28,427

05-15-2011 55,000 28,427 83,427
11-15-2011 27,052 27,052
05-15-2012 60,000 27,052 87,052
11-15-2012 25,552 25,552
05-15-2013 60,000 25,552 85,552
11-15-2013 24,052 24,052
05-15-2014 65,000 24,052 89,052
11-15-2014 22,427 22,427
05-15-2015 65,000 22,427 87,427
11-15-2015 20,964 20,964
05-15-2016 70,000 20,964 90,964
11-15-2016 19,564 19,564
05-15-2017 75,000 19,564 94,564
11-15-2017 18,064 18,064
05-15-2018 75,000 18,064 93,064
11-15-2018 16,527 16,527
05-15-2019 80,000 16,527 96,527
11-15-2019 14,877 14,877
05-15-2020 85,000 14,877 99,877
11-15-2020 13,070 13,070
05-15-2021 90,000 13,070 103,070
11-15-2021 11,135 11,135
05-15-2022 90,000 11,135 101,135
11-15-2022 9,178 9,178
05-15-2023 95,000 9,178 104,178
11-15-2023 7,088 7,088
05-15-2024 100,000 7,088 107,088
11-15-2024 4,838 4,838
05-15-2025 105,000 4,838 109,838
11-15-2025 2,475 2,475
05-15-2026 110,000 2,475 112,475
TOTAL 1,280,000 530,570 1,810,564

Debt Service
2007 SERIES

Dated: May 1, 2007
Interest Rate: 4.0% to 5.5%
11-15-2010 40,081 40,081

05-15-2011 75,000 40,081 115,081
11-15-2011 38,018 38,018
05-15-2012 75,000 38,018 113,018
11-15-2012 35,956 35,956
05-15-2013 80,000 35,956 115,956
11-15-2013 33,756 33,756
05-15-2014 85,000 33,756 118,756
11-15-2014 31,472 31,472
05-15-2015 85,000 31,472 116,472
11-15-2015 29,772 29,772
05-15-2016 90,000 29,772 119,772
11-15-2016 27,972 27,972
05-15-2017 95,000 27,972 122,972
11-15-2017 26,072 26,072
05-15-2018 100,000 26,072 126,072
11-15-2018 24,072 24,072
05-15-2019 105,000 24,072 129,072
11-15-2019 21,919 21,919
05-15-2020 110,000 21,919 131,919
11-15-2020 19,609 19,609
05-15-2021 115,000 19,609 134,609
11-15-2021 17,165 17,165
05-15-2022 115,000 17,165 132,165
11-15-2022 14,722 14,722
05-15-2023 125,000 14,722 139,722
11-15-2023 12,034 12,034
05-15-2024 130,000 12,034 142,034
11-15-2024 9,207 9,207
05-15-2025 135,000 9,207 144,207
11-15-2025 6,270 6,270
05-15-2026 140,000 6,270 146,270
11-15-2026 3,190 3,190
05-15-2027 145,000 3,190 148,190
TOTAL 1,805,000 782,560 2,587,560

Debt Service
2008 SERIES
Issue: $2,085,000
Dated: January 28, 2008
11-15-2010 40,884 40,884

05-15-2011 75,000 40,884 115,884
11-15-2011 39,384 39,384
05-15-2012 75,000 39,384 114,384
11-15-2012 37,884 37,884
05-15-2013 80,000 37,884 117,884
11-15-2013 36,284 36,284
05-15-2014 85,000 36,284 121,284
11-15-2014 34,584 34,584
05-15-2015 90,000 34,584 124,584
11-15-2015 32,784 32,784
05-15-2016 90,000 32,784 122,784
11-15-2016 30,984 30,984
05-15-2017 95,000 30,984 125,984
11-15-2017 29,084 29,084
05-15-2018 100,000 29,084 129,084
11-15-2018 27,084 27,084
05-15-2019 105,000 27,084 132,084
11-15-2019 24,984 24,984
05-15-2020 110,000 24,984 134,984
11-15-2020 22,784 22,784
05-15-2021 115,000 22,784 137,784
11-15-2021 20,484 20,484
05-15-2022 120,000 20,484 140,484
11-15-2022 18,084 18,084
05-15-2023 125,000 18,084 143,084
11-15-2023 15,506 15,506
05-15-2024 130,000 15,506 145,506
11-15-2024 12,776 12,776
05-15-2025 135,000 12,776 147,776
11-15-2025 9,908 9,908
05-15-2026 140,000 9,908 149,908
11-15-2026 6,863 6,863
05-15-2027 150,000 6,863 156,863
11-15-2027 3,488 3,488
05-15-2028 155,000 3,488 158,488
TOTAL 1,975,000 887,674 2,862,674

Debt Service
2009 SERIES
Issue: $4,790,000
11-15-2010 73,831 73,831

05-15-2011 500,000 73,831 573,831
11-15-2011 66,331 66,331
05-15-2012 520,000 66,331 586,331
11-15-2012 58,531 58,531
05-15-2013 540,000 58,531 598,531
11-15-2013 50,431 50,431
05-15-2014 555,000 50,431 605,431
11-15-2014 42,106 42,106
05-15-2015 245,000 42,106 287,106
11-15-2015 38,431 38,431
05-15-2016 250,000 38,431 288,431
11-15-2016 34,681 34,681
05-15-2017 265,000 34,681 299,681
11-15-2017 30,706 30,706
05-15-2018 280,000 30,706 310,706
11-15-2018 26,156 26,156
05-15-2019 80,000 26,156 106,156
11-15-2019 24,756 24,756
05-15-2020 85,000 24,756 109,756
11-15-2020 22,950 22,950
05-15-2021 90,000 22,950 112,950
11-15-2021 21,038 21,038
05-15-2022 90,000 21,038 111,038
11-15-2022 19,125 19,125
05-15-2023 95,000 19,125 114,125
11-15-2023 16,869 16,869
05-15-2024 100,000 16,869 116,869
11-15-2024 14,494 14,494
05-15-2025 105,000 14,494 119,494
11-15-2025 12,000 12,000
05-15-2026 110,000 12,000 122,000
11-15-2026 9,250 9,250
05-15-2027 115,000 9,250 124,250
11-15-2027 6,375 6,375
05-15-2028 125,000 6,375 131,375
11-15-2028 3,250 3,250
05-15-2029 130,000 3,250 133,250
TOTAL 4,280,000 1,142,625 5,422,625

Debt Service
2010 SERIES
Issue: $4,790,000
11-15-2010 192,078 192,078

05-15-2011 465,000 115,247 580,247
11-15-2011 110,597 110,597
05-15-2012 330,000 110,597 440,597
11-15-2012 107,297 107,297
05-15-2013 335,000 107,297 442,297
11-15-2013 103,109 103,109
05-15-2014 345,000 103,109 448,109
11-15-2014 98,797 98,797
05-15-2015 360,000 98,797 458,797
11-15-2015 94,297 94,297
05-15-2016 365,000 94,297 459,297
11-15-2016 88,822 88,822
05-15-2017 380,000 88,822 468,822
11-15-2017 83,122 83,122
05-15-2018 395,000 83,122 478,122
11-15-2018 76,209 76,209
05-15-2019 405,000 76,209 481,209
11-15-2019 69,122 69,122
05-15-2020 425,000 69,122 494,122
11-15-2020 60,622 60,622
05-15-2021 440,000 60,622 500,622
11-15-2021 51,822 51,822
05-15-2022 460,000 51,822 511,822
11-15-2022 42,622 42,622
05-15-2023 480,000 42,622 522,622
11-15-2023 33,022 33,022
05-15-2024 205,000 33,022 238,022
11-15-2024 28,922 28,922
05-15-2025 210,000 28,922 238,922
11-15-2025 24,722 24,722
05-15-2026 220,000 24,722 244,722
11-15-2026 20,322 20,322
05-15-2027 230,000 20,322 250,322
11-15-2027 15,578 15,578
05-15-2028 235,000 15,578 250,578
11-15-2028 10,731 10,731
05-15-2029 245,000 10,731 255,731
11-15-2029 5,525 5,525
05-15-1930 260,000 5,525 265,525
TOTAL 6,790,000 2,557,844 9,347,844

Ordinances
Adopting the Budget
Ordinances
Ordinances
Ordinances
Ordinances
Adopting the Tax Rate
Ordinances
Ordinances
Ratifying the Property Tax Revenue
Ordinances
Core Business Matrix

City of Plano
P.O. Box 860358
Plano, Texas 75086-0358
972-941-7143
972-941-7142 FAX
MEMORANDUM
DATE: April 10, 2010
TO: Thomas H. Muehlenbeck, City Manager
FROM: Brian Collins, Chair

Karen Rhodes, Co-Chair
Ad Hoc Budget Reconciliation Committee
SUBJECT: FY 2010-2011 Budget Reconciliation
Included herein and attached for consideration, is information which prescribes the FY 2010-
2011 Budget Reconciliation Committee charge, the process to which the committee adhered and
a summary of savings recommendations and revenue potentials.
CHARGE
City Manager Thomas H. Muehlenbeck, appointed a Budget Reconciliation Committee and

charged the group with identifying $12 million in operations and service cuts in the FY 2010-
2011 Budget. Integral to the charge, the committee was to provide a report of findings to the City
Manager February 15, 2010.
PROCESS
At an Executive Team meeting December 8, 2009, City Manager Thomas H. Muehlenbeck,

discussed potential budget shortfalls for FY 2010-2011 and FY 2011-2012. In a preemptive
strategy to address projected deficits, the City Manager appointed twelve (12) department heads
to identify potential savings and revenue generation that would mitigate a budget shortfall
estimated at $20 million in FY 2010-2011.
A committee Chair was appointed. The committee Chair met with the City Manager and Deputy
City Managers December 11, 2009 to define boundaries and incorporate expectations into a
project guidance. The next three weeks, the Chair met individually with department heads to
define project purpose, expectations and direction.
The Budget Reconciliation Committee met as a group the first time January 7, 2010. Ground
rules, meeting decorum and a matrix-construct for tracking savings, revenues and reductions
were established. Weekly meetings were scheduled through February 11, 2010 to complete the
project. Budget savings and reduction suggestions were solicited as “ideas” for consideration at
future meetings.
By January 14, 2010, all department heads were invited into the process by the group Chair. Five
matrices were developed to itemize objectives. Three matrices were constructed to account for
the imminent $12 million dollar charge and two were developed as worksheets to elicit further
research, or, for moving into FY 2011-2012 budget deliberations. Documents included: the
General Fund Reductions By Department Worksheet, Other Funds Reduction By Department
Worksheet, Revenue Enhancement Worksheet, General Fund Ideas for Consideration and the
Other Fund Ideas for Consideration Worksheet. A final worksheet “One Time Expenditure
Reductions Worksheet” was later added on request of the City Manager.
At January 21 and 28, 2010 meetings, the committee reviewed department by department line
suggestions and proposals for savings and revenue generation. Questions presented to attendant
department heads related to potential impact on departments, the city organization and
community. Contingent budget estimates were validated by Budget Department staff.
February 4, 2010, “rough finals” of three documents were reviewed. These three documents
included the General Fund Reduction By Department Worksheet, the Other Funds Reduction By
Department Worksheet and the Revenues Enhancement Worksheet. The fourth worksheet “One
Time Expenditure Reductions,” was introduced and added for review. A cover letter “rough”
was also composed and circulated for feedback.
Documents were finalized with minor modifications after the February 4, 2010 meeting.
Committee members and department heads approved final documents the week of February 8-
12, 2010. Documents were forwarded to the City Manager’s office February 12, 2010
completing the charge.
Attached for today’s consideration are the Budget Reduction Committee Recommendations by
department for FY 2010-2011 (including savings taken from the FY 2009-2010 Re-estimate) and
Budget Reduction Committee Revenue Enhancements by department for FY 2010-2011.

FINDINGS
Prior to highlighting Budget Reconciliation Committee findings for the remainder of FY 2009-10
and FY 2010-2011, it is informative to review reductions from the FY 2008-2009 budget and
approved FY 2009-2010 budget.
2008-2009 GENERAL FUND
FY 2008-2009 Reductions – General Fund $ 3,224,848*

FY 2008-2009 Revenue Enhancements 2,083,305
FY 2008-2009 Departmental/Transfer Savings 5,500,000
TOTAL 2008-2009 Revenue/Reductions $ 10,808,153
*FY 2008-2009 General Fund reductions included elimination of 43 full-time and seven
(7) part-time positions.
2009-2010 GENERAL FUND
FY 2009-2010 Core Business Matrix Reductions $ 10,490,296**
**FY 2009-10 included elimination of 61 full-time and 9-part-time positions.

For purposes of the City Manager’s charge, reductions and revenues that could be implemented
in the FY 2009-2010 Re-estimate and FY 2010-11 Budget are included below.
GENERAL FUND
FY 2009-10 Re-estimate Proposed Reductions
On-going $ 2,644,465
One Time 263,283
Total $ 2,907,748
***FY 2010-11 Proposed Reductions & Revenue Enhancements
On-going $ 6,382,008
One Time 3,248,051
Revenue Enhancements 737,259
Total $ 10,367,318
Total Proposed General Fund $ 13,275,066
OTHER FUNDS
FY 2009-10 Re-estimate Reductions

GENERAL FUND
On-going $ 1,249,589
FY 2009-10 Re-estimate Proposed Reductions
One Time -
Total $ 1,249,589
On-going $ 2,644,465
***FYOne TimeProposed Reductions & Revenue Enhancements
2010-11 263,283
Total $ 2,907,748
On-going $ 2,602,333
FY 2010-11 Proposed Reductions & Revenue Enhancements
One Time 948,949
Revenue Enhancements (114,772)
On-going
Total $$ 6,382,008
3,436,510
One Time 3,248,051
Revenue Enhancements
Total Proposed Other Funds Budget Adjustments $ 737,259
4,686,099
Total $ 10,367,318
TOTAL CITY-WIDE BUDGET ADJUSTMENTS $ 17,961,165
TOTAL PROPOSED GENERAL FUND
***FY 2010-2011 General Fund reductions include elimination of 25 full-time and four (4) part-
time positions. “Other Fund” reductions include elimination of three (3) full-time positions.

CITY OF PLANO, TEXAS
Core Business Matrix 2009-10
General Fund
General Fund Expenditures by Area
Supplies
$6,698,318 Contractual
3.0% $41,537,361
19.0%
Sundry
$1,019,279
0.5%
Capital Outlay
$1,010,000
Public Safety 0.5%
$97,186,603
65.5%
Intergovernmental
Transfers
$20,344,972
Salaries
9.3%
$148,408,865
67.7%
$219,018,795
Percent of Expenditures by Core Business Matrix Area
Quality of Life
27.1%
($56,393,357)
Add-On
0.7%
($1,565,356)
No Choice
Choice 8.3%
63.9% ($17,343,104)
($132,786,667)
$208,088,484*
* Does not include transfers
CITY OF PLANO, TEXAS

2010-11 Recommended Reductions
Percent of Expenditures – GENERAL FUND

(expenditure dollars $8,923,538)
Quality of Life
16.4%
($1,468,937)
Add-On
4.9%
($436,434)
No-Choice
0.6%
($52,861)
Choice
78.1%
($6,965,306)
Percent of Expenditures – OTHER FUNDS

(expenditure dollars $4,257,802)
Quality of Life
3.7%
($158,028)
Choice
96.3%
($4,099,774)


FY 2009-10 & FY 2010-11

Budget Reduction Committee Recommendations
Fire Department
Core
Business Program/Description 2009-10 Savings 2010-11 Savings Funding Source Service Level FT PT Priori
FE LARGE CITY
FIRE
Current duties would be redistributed among existing staff.

oice Eliminate Administrative Assistant's position. $ 52,000 $ 57,352 General Fund At this time, there is no operational impact to the -1.00 1
Department or the City.
The use of personal vehicles, car pooling, and sharing of

remaining vehicles among three divisions will have to
occur. Operationally, the staff will have to plan and
coordinate use of staff vehicles, which may result in dual
use of vehicles to different classes, appointments, and
inspections, which may delay immediate turn around of
projects, inspections, and classes, both for fire personnel
oice Eliminate 2 staff vehicles. $ 16,000 $ 16,000 General Fund 2
and outside customers such as builders, developers,
citizen groups, etc. Therefore, we may experience, on
occasion, delays in conducting inspections, resolving fire
code issues, meeting with complainants, conducting
training sessions, and conducting public education classes
in the community.
Will have to temporarily move a fire company from an

existing double company to staff Station 13, as well as
Delay staffing of Fire Station 13, a 14th engine
oice $ 1,897,000 General Fund defer implementation of the additional engine and truck 3
company, and a 5th aerial company.
company; thus, impacting response times and possibly
affecting the City's ISO PPC-1 rating.
TOTAL $ 68,000 $ 1,970,352 $ 2,038,352 TOTAL POSITIONS (1.00) 0.00


MEMORANDUM
From the Office of the Fire Chief

To: Bruce Glasscock, Deputy City Manager
From: Hugo R. Esparza, Fire Chief
Subject: ISO & Fire Station 13 (updated from memo of February 4)
In preparation for the FY 2010/2011 budget and in light of the present economy and potential deficits
looming on the horizon, the Fire Department (FD) staff has completed an analysis of its future projects
to determine the feasibility of potential reductions. More specifically, we focused on the projects
associated with our attempts to both maintain our ISO PPC-1 rating and provide high quality fire and
emergency medical services into the future in the NW areas of the City, as well as looking for ways to
reduce the financial impact to the City during these very challenging economic times. Overall, this
includes construction of Fire Station 13 (FS 13) and three (3) new fire companies staffed by a total of 45
new firefighters. However, prior to the discussion of options or recommendations derived from our
analysis, it is important to briefly provide some basic background information and associated costs of
the fire station, fire apparatus, and firefighters.
1. FS 13 Four million dollars ($4 million) was approved in the 2005 Bond Referendum for FD
13; however, in 2008, the FD was advised by WHJ Architects and outside estimators that this
amount of funding would be insufficient due to the increased construction costs at the time.
Consequently, the City was forced to delay this project and go back to the voters in 2009 for
an additional $1 million in the May 2009 Bond Referendum (which was approved). At
present, approximately $906,000 has been spent on the land and design, and a balance of
$3.3 million remains of the 2005 bond money. Due to the present economic downturn and
subsequent reductions in construction costs, we are now receiving information from the
City Engineering Department, WHJ Architects, and outside estimators that the original
amount of $4 million approved in 2005 would most likely be sufficient and the remaining $1
million approved in 2009 may not be fully needed for construction.
2. Fleet Additions The apparatus needed for ISO and future operational needs include two
(2) pumpers and one (1) aerial ladder truck. Two million dollars ($2 million) was approved
for these apparatus by the voters in the 2009 CIP Bond Referendum. However, a collective
decision was made by Budget, Fleet Services, and FD staff to utilize surplus funds from the
Equipment Replacement Fund (ERF) in lieu of bond monies. These apparatus were
subsequently ordered at 2008 pricing structures established for an existing order, thereby
saving the City an additional $300,000, as compared to 2009/2010 pricing. This was
accomplished in part because the manufacturer agreed to honor the price of a recent order
and also due to ordering the apparatus before new emission standards (which will drive
diesel engine costs up) went into effect in January 2010. At present, these apparatus are
projected for completion starting in the latter part of 2010, continuing into 2011, and
culminating in 2012.




















2010-11 City of Plano Recommended Budget

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2010-11 City of Plano Recommended Budget

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2010-11 City Manager's Recommended Budget

ANNUAL BUDGET FOR FISCAL YEAR 2010-11

AS RECOMMENDED BY THE CITY MANAGER

Lee Dunlap, Phil Dyer, Pat Miner,

Ben Harris, Andre Lissa Smith,

Harry Thomas H. Jean

Karen Rhodes-Whitley, Director of Budget & Research

Public Safety Services Development Services Public Operations &

Grant Fund 156

Homeownership Assistance 158

Property/Liability Loss Fund 159

Convention & Tourism Fund 160

Water & Sewer Fund 167

Sustainability & Environmental Services

Municipal Drainage Fund 187

Municipal Golf Course Fund 191

Technology Services Fund 192

Government Access/CATV Fund 196

Municipal Warehouse Fund 198

Equipment Maintenance Fund 199

Criminal Investigation Fund 200

Wire-Line Fees 201

Council Budgets 203

Funding Requests 233

Debt Service 247

Water & Sewer Revenue Bonds 261

Core Business Matrix 277

Dear Mayor and Council Members,

P.O. Box 860358

LOST REVENUE FROM EXEMPTIONS

Average Home **Total Lost Revenue Lost Revenue

FY 2005-06 $ 237,202 $4.45 billion $20.0 million $ 126,004

FY 2006-07 $ 244,661 $4.58 billion $21.1 million $ 245,315

FY 2007-08 $ 253,380 $4.84 billion $22.9 million $ 543,383

FY 2008-09 $ 251,733 $4.91 billion $23.2 million $ 604,117

FY 2009-10 $ 249,679 $5.10 billion $24.5 million $ 765,884

FY 2010-11 $ 245,802 $5.21 billion $26.3 million $ 779,912

**APV is Assessed Property Value

City Manager's Letter

ANNUAL SALES TAX RECEIPTS

City Manager's Letter

or 0.09% under the 2009-10 Re-Estimate or a 45.7%

decrease of $2.5 million, or 0.61% under the 2009-10

savings in the General Fund of $14.0 million. Details 0.3%

regarding the position reductions by cost center as

2010-11 Combined Budget Resources GENERAL FUND

Ad valorem taxes, the City’s largest revenue source,

HISTORY OF TAX BASE IN PLANO AND PROJECTION FOR 2009-10

2009-10 2010-11 Change

Total 48.86 50.35 +1.49

Sales tax receipts, the General Fund’s second largest

Re-estimated Municipal Court Fines and Forfeits are

Library fines are re-estimated at $343,759, a decrease

Building and Development Related Permits Other Revenues

Development fees, which were increased mid-year

Also included in the 2010-11 Recommended Budget

Total General Fund O&M due to CIP $172,986

The General Fund’s portion of the transfer to the

ENDING FUND BALANCE WATER & SEWER FUND

The projected 2010-11 ending balance is Revenues

Transfers WATER & SEWER REVENUE BOND DEBT

Funding for the Cultural Affairs Grants and Historic Expenses

REVENUES & TRANSFERS IN

Debt Service Funds: