Proposed Operating Budget For City of Irving

City of Irving, Texas
CITY MANAGEMENT
CITY OF IRVING, TEXAS

PROPOSED OPERATING BUDGET
FY 2010-2011
TOMÁS “TOMMY” GONZALEZ, CITY MANAGER
LARRY BOYD, POLICE CHIEF

MARIO MOLINA, FIRE CHIEF
MAX S. DUPLANT, CHIEF FINANCIAL OFFICER
RAMIRO LOPEZ, INTERGOVERNMENTAL SERVICES DIRECTOR
TERESA ADRIAN, MANAGEMENT OPERATIONS DIRECTOR
PAUL GOOCH, COMMUNITY SERVICES TEAM DIRECTOR
BRET STARR, ASSISTANT CHIEF FINANCIAL OFFICER — BUDGET
CITY MANAGEMENT
SHANAE JENNINGS, ACTING CITY SECRETARY
CHARLES ANDERSON, CITY ATTORNEY
BRENDA MCDONALD, REAL ESTATE AND DEVELOPMENT DIRECTOR
BRENDA HANEY, SOLID WASTE SERVICES DIRECTOR
GARY MILLER, PLANNING AND INSPECTIONS DIRECTOR
LYNDA JOHNSON, CHIEF PERFORMANCE OFFICER
WAYNE LAMBERT, MUNICIPAL COURT SERVICES DIRECTOR
LAURIE KUNKE, CORPORATE COMMUNICATIONS DIRECTOR
GUY HENRY, CODE ENFORCEMENT DIRECTOR
CHRIS HOOPER, HOUSING AND HUMAN SERVICES DIRECTOR
MAURA GAST, IRVING CONVENTION AND VISITORS BUREAU EXECUTIVE DIRECTOR
RICHARD HUFF, ARTS CENTER EXECUTIVE DIRECTOR
SHANNON PHILLIPS, BUDGET COORDINATOR
TRI LE, BUDGET AND FINANCIAL ANALYST
SHELLE WOMACK, BUDGET AND FINANCIAL ANALYST

The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to the City of Irving, Texas for the Annual Budget beginning
October 01, 2009. In order to receive this award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine eligibility for another award.
Table of Contents
Title Pages
Table of Contents i
INTRODUCTION
City Manager’s Letter ix
STRATEGIC PLAN
Overview 1
STRATEGIC GOAL 1 - LAND USE

Goal 1 Overview 9
Planning and Inspections 11
STRATEGIC GOAL 2 - VIBRANT NEIGHBORHOODS
Goal 2 Overview 17
Code Enforcement 19
Housing and Human Services 25
STRATEGIC GOAL 3 - ECONOMIC DEVELOPMENT

Goal 3 Overview 33
Economic Development 37
Irving Convention and Visitors Bureau 45
FY2010-11 Proposed Operating Budget

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Table of Contents
STRATEGIC GOAL 4 - SAFE AND SECURE CITY

Goal 4 Overview 53
Police 57
Fire 65
Municipal Court 71
Animal Services 77
STRATEGIC GOAL 5 - DIVERSITY

Goal 5 Overview 83
STRATEGIC GOAL 6 - EFFECTIVE COMMUNICATION

Goal 6 Overview 85
Corporate Communications 89
STRATEGIC GOAL 7 - CULTURAL, RECREATIONAL AND EDUCATIONAL ENVIRONMENTS

Goal 7 Overview 97
Parks and Recreation 101
Library Services 109
Irving Arts Center 117
Heritage and Museum 123
STRATEGIC GOAL 8 - SOUND GOVERNANCE

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

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Table of Contents
STRATEGIC GOAL 9 - INFRASTRUCTURE NETWORK

Goal 9 Overview 183
Capital Improvement Program 187
Public Works 195
Information Technology 203
Water Utilities 209
STRATEGIC GOAL 10 - ENVIRONMENTAL SUSTAINABILITY

Goal 10 Overview 219
Solid Waste Services 223
Municipal Drainage Utility 229
Intergovernmental Services 235
Fleet 241
FUND SUMMARIES
GENERAL FUND:
General Fund Summary 249
2010-11 Authorized Schedule of Personnel & Position Summary 250
WATER AND SEWER FUNDS:

Water and Sewer System Fund Summary 253
New Lien Water and Sewer Reserve Fund Summary 254
Water and Sewer Reserve Fund Summary 255
Water and Sewer Contingency Fund Summary 256
Water Resources and Development Fund Summary 257
Lake Chapman Fund Summary 258
Lake Chapman Reserve Fund Summary 259
GARAGE FUND:
Garage Fund Summary 261
MUNICIPAL DRAINAGE UTILITY FUND:

Municipal Drainage Utility Fund Summary 263

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Table of Contents
SOLID WASTE SERVICES FUND:

Solid Waste Services Fund Summary 265
HOTEL OCCUPANCY TAX FUNDS:

Irving Convention and Visitors Bureau (ICVB) Funds 267
Irving Arts Center (IAC) Funds 271
Convention Center Complex Fund Summary 278
Entertainment Venue Fund Summary 279
Heritage and Museum Fund Summary 280
Museum Operating Fund Summary 281
Hotel Occupancy Tax Reserve Fund Summary 282
GRANT FUNDS:
Community Development Block Grant Fund Summary 283
Home Investment Partnership Grant Fund Summary 284
Emergency Shelter Fund Summary 285
Community Development Block Grant - Recovery Fund Summary 286
Neighborhood Stabilization Program 1 287
Homeless Prevention and Rapid Re-Housing Program - Federal 288
Emergency Shelter Grant - State 289
Homeless Prevention and Rapid Re-Housing Program - State 290
Texas Highway Safety Grant Fund Summary 291
Local Law Enforcement Block Grant Fund Summary 292
Miscellaneous Grants Fund Summary 293
Transportation Grant Fund Summary 294
Library Grant Fund Summary 295
Emergency Management Grant Fund Summary 296
Criminal Justice Grant Fund Summary 297
Miscellaneous Donations Fund Summary 298
EQUIPMENT REPLACEMENT FUNDS:
Equipment Replacement Fund Summary 299
Computer Replacement Fund Summary 302

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Table of Contents
OTHER FUNDS:
Park Donation Fund Summary 303
Cimarron Recreation Center Fund Summary 304
Lee Park Recreation Center Fund Summary 305
Heritage Senior Center Fund Summary 306
Mustang Park Recreation Center Fund Summary 307
Northwest Park Recreation Center Fund Summary 308
Senter Park Recreation Center Fund Summary 309
West Park Recreation Center Fund Summary 310
Economic Development Fund Summary 311
Main Street and Events Fund Summary 312
Tax Increment Financing District Fund Summary 313
TIF Project Fund Summary 314
Municipal Court Technology Fees Fund Summary 315
Municipal Court Building Security Fees Fund Summary 316
Municipal Court Time Payment Fees Fund Summary 317
Compensated Absences Fund Summary 318
Flexible Spending Fund Summary 319
Health Self Insurance Fund Summary 320
Health Legal Reserve Fund Summary 321
Health Claims Reserve Fund Summary 322
Voluntary Employees’ Beneficiary Association (VEBA) Fund Summary 323
Self Insurance Casualty Fund Summary 324
Supplemental Benefit Plan Fund Summary 325
Texas Stadium Rental #1 Fund Summary 326
Texas Stadium Rental #2 Fund Summary 327
Texas Stadium Project Fund Summary 328
Red Light Camera Enforcement Fund Summary 329
Seized Narcotics Fund Summary 330
Utility Rate Case Fund Summary 331
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Table of Contents
DEBT SERVICE:
Schedule of Requirements FY 2010-11 General Obligation Bonds 333
Schedule of General Obligation Bonded Indebtedness to Maturity 334
General Interest and Sinking Fund Summary 335
Schedule of Requirements for FY 2010-11 Waterworks and Sanitary Sewer Bonds 336
Schedule of Waterworks and Sanitary Sewer Revenue Bonded Indebtedness to Maturity FY 2010-11 337
Water and Sewer Interest and Sinking Fund Summary 338
New Lien Water and Sewer Interest and Sinking Fund Summary 339
Schedule of Requirements Combination Tax and Hotel Occupancy Tax Certificates of Obligation
Requirements 340
Schedule of Combination Tax and Hotel Occupancy Tax Certificates of Obligation Indebtedness
To Maturity FY 2010-11 341
Hotel Occupancy Tax Interest and Sinking Fund Summary 342
Schedule of Requirements Entertainment Venue Debt Obligations 343
Entertainment Venue Debt Service Fund Summary 344
Municipal Drainage Utility Schedule of Requirements 345
Municipal Drainage Utility Bonded Indebtedness to Maturity 346
Municipal Drainage Utility Debt Service Fund Summary 347
CAPITAL IMPROVEMENT PROGRAM FUNDS:
FY 2010-11 General Obligation Bond Sale 349

FY 2010-11 Water and Sewer System Pay-as-You-Go Capital Funding 350
FY 2010-11 Hotel Occupancy Tax Bond Program 351
FY 2010-11 Municipal Drainage Utility CIP Program 351
Entertainment Venue 352
South Irving Library 353
Pumpers and Vehicles 354
Utility Undergrounding 355
Family Aquatic Center 356

Citywide Communication Infrastructure System 357
Neighborhood Splash Pools 358
Story at TRE 359
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Table of Contents
CAPITAL IMPROVEMENT PROGRAM FUNDS, CONT:

General Fund Non Bond Fund Summary 361
Convention Center Bond Fund Summary 363
Entertainment Venue Bond Fund Summary 364
Street Improvement Bond Fund Summary 365
Storm Sewer Bond Fund Summary 367
Park Improvement Bond Fund Summary 368
Fire Station Bond Fund Summary 369
Library Bond Fund Summary 370
Criminal Justice Bond Fund Summary 371
Landfill Bond Fund Summary 372
City Buildings Bond Fund Summary 373
DART Bond Fund Summary 374
Radio Communications Bond Fund Summary 375

Animal Shelter Bond Fund Summary 376
Infrastructure Bond Fund Summary 377
Gateway Development Bond Fund Summary 378
Municipal Drainage Utility Bond Fund Summary 379
Water Improvement Bond Fund Summary 380
Sanitary Sewer Bond Fund Summary 382
Water and Sewer System Non-Bond Capital Improvement Program Fund Summary 383
APPENDIX:
Hotel Occupancy Tax Summary (2nd Quarter Actual) 385

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

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To: Honorable Mayor Gears and Members of the City Council
From: Tomas “Tommy” Gonzalez, City Manager
Date: August 6, 2010
Subject: 2010‐11 Manager’s Proposed Budget
It is my privilege to present the 2010‐11 City of Irving budget for your consideration. The budget
is in alignment with the City’s Strategic Plan. Management, Directors and city staff worked to
identify resources and prioritize programs to align City operations and capital projects according
to the City Council’s ten strategic goals. This budget focuses on meeting the Council’s highest
priorities and maintaining current levels of service for all programs. Benchmarks have been
established to track progress toward each goal, and new goals and action steps will be
incorporated as the current ones are completed.

Strong governance and fiscal management remains a high priority. The FY 2010‐11 budget is
structurally balanced, with operating revenues meeting operating expenditures. The impact of
the national recession and sharp declines in key revenues has resulted in drastic budget cuts
from many city and county governments.

On that note, Irving has not been immune to the recession. Key General Fund revenues have
declined by 13.7 million from the prior year and by $20.2 million over the last three years. The
recession has impacted several revenue sources: property tax revenues have declined by $10.3
million, sales taxes are down by $5 million, interest income is down by $1.5 million, and zoning
and development fees have decreased by $1 million. Franchise fees were reduced by $2.4
million because of a ruling from the Texas Public Utilities Commission reducing the electric
franchise rate.

The city has taken proactive steps to review processes and reduce operating costs ahead of
revenue declines while maintaining excellent levels of services. We will be sharing examples of
how we reduced operating costs in the budget retreat session. Key indicators including the
crime rate, resident satisfaction with city services and the overall look of the city demonstrate
that city staff has been able to increase services and customer satisfaction while at the same
time reducing costs. We have shared the survey results with you in a published report and with
the entire community via the City Spectrum. Cumulatively over the last four years, the city has
identified over $12 million in cost savings, cost avoidance, cost recovery and productivity
enhancements. This, in part, has helped offset the loss of $20.2 million in revenues mentioned
above.
FY2010‐11 Proposed Operating Budget
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The city has also strengthened financial policies and procedures to ensure adequate reserve
balances, conservative expenditure policies, and monitoring and projections of key revenues.
The use of tools such as the five year financial forecast have allowed management to project
future revenue and expenditure trends and adjust revenues and expenditures to produce a
structurally balanced budget.

While these policies have enabled Irving to remain financially sound and maintain current
service levels, further declines in key revenues, most notably property tax valuation and sales
tax which continues to drop each month, require further expenditure reductions, deferral of
maintenance and equipment replacement, as well as increases in revenues to balance the
budget. Accomplishing this balance was a daunting, but not insurmountable task for City staff.
A structurally balanced budget will help maintain the City’s double AAA credit rating and set the
foundation for prudent fiscal management of City operations in the following years.

FY 2009‐10 RESULTS
We are focused during these times on helping those in need, and as part of the city’s strategy to
enhance affordable housing initiatives, the City received two stimulus grants totaling $1.5
million from the U.S. Department of Housing and Urban Development including Community
Development Block Grant‐Recovery funds for home restoration projects and Homelessness
Prevention and Rapid Re‐Housing Program funds to provide assistance to the homeless and near
homeless. An additional $3,619,308 in competitive grants were also awarded. These funds have
allowed the Housing and Human Services Department to develop new programs to address the
needs faced by residents in the current economic and housing markets.

Another way we are assisting residents is by providing affordable recreational opportunities.
The West Irving Aquatic Center opened on June 12, 2010. This state‐of‐the‐art facility offers a
variety of amenities with an emphasis on family activities. This is the second aquatics center to
be constructed since 2008, and response has been phenomenal with an average of over 1,300
visitors per day. Neighborhood splash parks are proposed for Northwest and Southwest Parks
where outdated pools were closed upon the completion of the aquatic center.

The Animal Care Campus opened in March, 2010. This 25,000 square foot facility is a unique
partnership between the City and DFW Humane Society, which is also housed at the new
location. The facility is designed to attract more visitors and increase the number of pet
adoptions. Adjacent to the facility is Irving’s first Dog Park, which provides another free
recreational opportunity for residents..

Another high priority area for the Council and staff is public safety. We have seen a 20% decline
in the crime rate over the last five years, including a 9% reduction so far this year. The City’s
emergency medical services have been recognized as having the highest cardiac survival rate in
the state of Texas that is also double the nation‐wide average.

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The City has over 10.8% of the workforce currently receiving bi‐lingual pay, an increase of 3.8%
since 2007. The percentage of contracts competitively awarded to M/WBE vendors has met the
goal of 25% of total value of the contracts.

Transportation has been a successful endeavor for Irving for quite some time. The 13th annual
Transportation Summit was held in Irving at the Omni Mandalay Hotel on August 10‐13, 2010.
This event brings together key elected and appointed officials from local, state and federal levels
to discuss the challenges associated with improving mobility in our region and throughout the
state. It is also instrumental in developing the framework for the policies that will shape
decision‐making on this key issue, locally and nationally.

The Summit is well‐known and highly regarded both within Texas and at the federal level.
Because of its demonstrated effectiveness, the City Council continues to support this event; it is
also staffed by the Intergovernmental Services and Corporate Communications departments
and the Irving Convention and Visitors Bureau (ICVB). Any additional funding required for the
summit is provided by the General Fund. Dean International, with the assistance of a special
events coordinator and city departments coordinates the Summit each year. He also provides
additional transportation consulting services to the city.

The Texas Department of Transportation (TxDOT) has moved forward with plans to begin the
reconstruction of the State Highway 183, Loop 12 and State Highway 114 interchange. The City
will be responsible for right‐of‐way acquisitions and utility relocation costs associated with this
project as well as for the expansion of SH 183 through Irving. Total funding will be significant,
potentially exceeding $30 million; staff is currently conducting a detailed analysis of the
obligations.

In 2009, the city signed a ten year lease with TxDOT for the use of the former Texas Stadium site
as a construction staging area for the Diamond Interchange and SH 183 projects. The city
received $15.4 million from TxDOT for the lease. This funding has been used to demolish the
stadium and begin to prepare the site for future development. The city retains ownership of the
property and has the ability to relocate TxDOT in the event of a development opportunity
before the end of the lease.
Redevelopment in the Heritage Crossing district continues despite the recession and steep
reduction of commercial and residential development throughout the Metroplex. So far, 88
properties have been acquired for redevelopment. This includes 6 substandard apartment
complexes that have been demolished and are awaiting redevelopment. Another tangible
benefit to the removal of the apartment complexes has been a 35% reduction in the crime
rate in the Heritage District compared to 2007. The first independent redevelopment project is
underway, with the McDonald’s on Irving Boulevard demolished in July 2010 and reconstructed
to meet the Heritage District development and aesthetic guidelines. It is scheduled to reopen in
the Fall of 2010. Additional existing retailers, such as JPT Graphics, have upgraded their facades
to match the district’s design guidelines.
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Transparency ‐ The Finance Department and Corporate Communications have teamed up on
getting more financial information to the public. In recognition of our efforts, the City received
the Gold Transparency Award for Financial Transparency from the Texas Comptroller for placing
budget documents, annual financial reports, and check registers in the city’s website for public
review.

The Irving Community Television Network (ICTN), has expanded its services by offering
programming 24 hours a day, seven days a week. Videos and shows are now also posted on the
city’s website, On Demand, You Tube and free iTunes for convenient viewing. For the 09‐10
fiscal year, Irving Community Television Network won first place awards in the following state‐
wide categories from the Texas Association of Telecommunications Officers and Advisors
(TATOA): Community Event Coverage, Magazine Format Series, Special Audience Programming,
Profile of an Organization or Department, Interview/Talk Show, and Documentary. They were
also named best programming in the state for the second year in a row by TATOA.

Last, but not least, we have also found a way to reward our employees while saving the city
money. Employee wellness is now a key focus throughout the organization to promote a healthy
workforce, enhance employee morale, and provide incentives for employees to take control of
their health. IWIN (Irving Wellness Incentive Now) was launched January 2009 to offer wellness
and fitness rewards to employees who achieve and maintain good health. When employees are
healthy and strong, residents, visitors and businesses are well served, productivity is high and
health insurance costs are kept low. Through IWIN, employees are able to receive a wellness
screening and have the opportunity to participate in a fitness assessment using benchmarks
established by the Cooper Clinic. The success of this program is evidenced by the number of
employees who are participating in the various IWIN programs. More than 590 employees have
qualified to receive fitness incentive pay. By incentivizing employees to take active control of
their health, become more physically fit, and have regular wellness screenings, the city will see a
reduction in overall healthcare costs and insurance rates.

DEVELOPMENT OF THE FY 2010‐11 BUDGET
The FY 2010‐11 budget is the fifth to be organized around the city’s Strategic Plan. City
departments and teams have been re‐aligned in order to match the ten goals of the strategic
plan. In developing the budget, existing and proposed programs and projects that meet the
Strategic Plan’s goals and strategies have the highest priority for funding and resource
allocation.

In July 2010, City Council held a workshop to review the progress of the Strategic Plan, suggest
new action items, and provide staff direction on the key initiatives for the FY 2010‐11 budget.
The Council revisited the key focus areas for the FY 2009‐10 Budget and determined to continue
to focus on the same eight areas with new initiatives for the new budget year. A comprehensive
review of the strategic plan’s goals, strategies, and key focus areas will be undertaken in the fall
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of 2010 to review the progress and accomplishments of the last five years and to revise the
Strategic Plan objectives for the next five years.

In developing the FY 2010‐11 budget, city management took proactive steps to ensure that the
national recession did not adversely impact the operations of the city. For the past four years, a
Five Year Financial Forecast analysis has been conducted to project operating revenue and
expenditure trends. Cost savings were implemented, with many vacant positions being
eliminated or temporarily frozen. Over the past three years, 91 vacant positions have been
eliminated across all funds. These position reductions were achieved by reducing layers of
management, increasing span of control, and achieving efficiencies by combining like services
and duties into single departments. These savings were achieved while service delivery was
enhanced, new programs were added and customer satisfaction increased. An additional 62
positions are currently being held vacant and frozen, with a savings of $4 million estimated for
FY 2010‐11. Of the 62 frozen positions, 16 have been reviewed and proposed to be eliminated
for the current budget year. Staff continues to review the list as further vacancies occur to
ensure staffing levels are adequate for maintaining current levels of service. Once revenues
recover, the frozen positions will be revisited to determine which represent truly require
staffing and which can be permanently eliminated. Up to this point, this has involved the
attrition of positions as vacancies occur and no filled positions have been eliminated.

OVERVIEW OF THE FY 2010‐11 OPERATING BUDGET
For the FY 2010‐11 budget year, the impact of the continuing national recession has presented
the greatest challenge to creating a structurally balanced budget. Key revenues in all major
operating funds have declined significantly since FY 2008‐09. In the General Fund, both
property tax and sales tax revenues have declined significantly. Hotel Occupancy Taxes,
primarily derived from business travel, has also been significantly impacted by the recession.
Water and Sewer revenues have declined due to over 14 months of unseasonably cool and wet
weather reducing customer demand. In short, each operating fund has been presented with
revenue challenges and each fund must stand on its own by reducing expenditures and
increasing revenues to balance. Additionally, each fund must pay their proportional share of the
costs associated with their operations.

The electric franchise fee has been arbitrarily reduced by the Public Utilities Commission to a
rate of 4%. The city is working with other municipalities to reverse this decision through
administrative, legislative, and legal channels, but for FY 2010‐11, the loss in revenue is
approximately $2.4 million.

The General Fund revenue estimates for FY 2010‐11 are $168.55 million Operating expenses are
also $168.55 million, achieving a structurally balanced budget. This budget is $14.75 million
lower than the $183.3 million FY2008‐09 budget. With the transfer of Solid Waste Services into
a separate enterprise fund last year, general expenditures were reduced by $7.7 million. The
remaining $7 million has been reduced to match revenue estimates. General fund revenues
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declined by $13.7 million due to the economic impact of the recession, while salary costs,
insurance, and contractual obligations were projected to increase by $6.3 million creating a total
budget gap of $20 million for FY 2010‐11 alone.

The $20 million represents the full budget gap for the year. Throughout the budget
development process, staff has worked diligently to close the funding gap and report progress
to the Council. While we were at $20 at the beginning, we rolled our sleeves up and reduced
that down to $12 million. You may recall, the update given to the council in the spring was a
funding gap $12 million. That $12 million had been reduced down from $20 million. By late
June, we reported the funding amounts were reduced down to $5 million. The $5 million than
increased to $6 million in July with the receipt of the certified tax roll and continued sales tax
declines. The proposed budget closes the gap completely and presents a structurally balanced
budget. It is important to note that continued drops in property tax valuation and sales tax
valuation will continue to impact revenues received into the General Fund. With this said, it is
vital that some of those dollars are captured in the form of keeping some of the effective tax
rate dollars. If values and sales tax continue to decline, you could see a decline in services
provided.

With over two thirds of the General Fund budget allocated to salaries and benefits, the budget
could not have been balanced in the past two years without significant realignment of the
organization. The following strategies were used to balance the FY 2010‐11 budget. Some are
short term measures for the current year, while others reflect long‐term cost savings and
improved operational efficiencies. In total, they reduce General Fund expenditures by $14.2
million.
 Hold all General Fund positions (59 of the 62) vacant for FY2010‐11
 Pay Plan step increases for all city employees will not be given for FY 2010‐11. Sales tax
will be monitored to determine if we do any adjustments to pay during the year.
 The compensation plan, which has the goal of maintaining employee pay at the 65th
percentile compared to benchmark cities will also not be adjusted for FY 2010‐11
 Health Insurance ‐ For the Choice POS II plan, which covers the majority of the
workforce, the cost allocation will shift from 90% city/10% employee to 87%/13%
 The IWIN physical fitness program will be implemented for retiree insurance on January
2011
 All capital requests in the General Fund, with the exception of those with a dedicated
revenue source, have been deferred
 Computer replacement transfers from the General Fund have been deferred for FY 2010‐
11. Computer equipment will only be replaced when the current system is no longer
functional
 Equipment replacement transfers from the General Fund have been deferred for FY
2010‐11. Only the most critical needs, such as Police patrol vehicles, will be replaced
 Supplies, maintenance, outside services, and other non salary accounts in the
departmental budgets have been reduced

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In addition to these cost saving strategies other revenues, primarily Municipal Court fines, of
approximately $930,000 helped offset the decline in other revenues. It is important to note that
the state takes a significant portion of all revenues collected from Municipal Court.

The loss of over $1.3 billion in taxable value in the last two years, due primarily to steep
reductions in commercial real estate values results in an effective tax rate of 5.12 cents above
last year’s rate to produce the same tax revenue as last year. However, due to the cost savings and
expenditure reductions listed above, the effective tax rate is not necessary to balance the
budget. A tax rate of 2.98 cents above last years rate has been proposed to fund requested
items discussed in the council strategic planning session in operations and capital maintenance,
including neighborhood sidewalks, drainage improvements, neighborhood splash parks and
renovations to Trinity View Park athletic facilities. This rate is only 60% of the effective tax
rate, and will provide $4.9 million in additional revenue. When combined with the cost savings,
operational efficiencies and expenditure reductions, this rate is sufficient to reach a structurally
balanced budget.

The combination of these cost savings, expenditure reductions and an adjustment to the tax
rate that is well below the effective tax rate allow for a balanced budget without the closure of
city facilities, reduction in programs or critical services or the eliminations of filled positions.

General Fund and related internal service funds combined reserve balances are projected at
$48.5 million, which is equivalent to 105 days of operating reserves or 29% of budgeted
expenditures. In FY 2006‐07, the City Council formally adopted a policy maintaining combined
General Fund reserves at levels at or above 90 days of operating expenditures. This policy
provides clear direction to the staff to ensure financial stability and maintain the
creditworthiness of the City’s debt obligations.

The Water and Sewer System Fund budget funds operations and a capital program with a
consumption‐based rate structure in water rates to encourage conservation. Total expenditures
are $84.1 million, a $2.3 million increase from the prior year’s budget of $81.8 million. A
twenty‐year model for the water and sewer system has also been developed to identify future
water needs, infrastructure requirements and alternative uses.

Other Operating Funds include the following: The Solid Waste Services fund was created as an
enterprise fund in FY 2009‐10 and accounts for all refuse and recycling collection and landfill
operations with a budget of $11.7 million. The Municipal Drainage Utility funds operations,
capital projects and transfers to four flood control districts for assistance in their maintenance
programs. Falling hotel occupancy taxes have contributed to reduced operating budgets by the
Irving Convention and Visitors Bureau and Irving Arts Center. Construction is under way on the
Convention Center complex, which is scheduled to open January 2011. Housing and Human
Services budgets have returned to normal funding levels after receiving over $5 million in one‐
time stimulus funds and increased competitive grant awards to expand the city’s grant programs
in FY 2009‐10.
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In total, these operating groups will expend approximately $283.5 million dollars in the coming
fiscal year. This budget funds a reduced number of general government staff at 1,859 full‐time
and 411 part‐time personnel, including the 46 of the 62 vacant positions mentioned above that
are not proposed to be eliminated at this time. The programs served by these employees will be
supported by a fleet valued in excess of $33 million and consisting of more than 750 vehicles
and 490 other pieces of equipment. The City’s technology infrastructure is valued in excess of
$15 million and includes nearly 1,600 work stations served by a combination of local and wide
area networks. This workforce is housed in 74 buildings with more than 1.37 million square feet
of space.

Summary of Operating Expenditures for Major Programs

Fund/Program 2009-10 Adopted Budget 2010-11 Proposed Budget
General Fund $176,362,533 $168,550,318
Water and Sewer $81,812,269 $84,128,881
Solid Waste Services $11,622,026 $11,723,038
Municipal Drainage Utility $4,646,044 $4,883,382
HOT Revenue Funds
ICVB $6,327,498 $6,046,256
Arts Center $4,424,410 $3,891,693
Main Street and Events $113,799 $115,173
Heritage and Museum $368,423 $244,846
Total HOT $11,234,130 $10,297,968
Housing & Human Services $8,655,743 $3,901,254
Total Major Funds $294,332,745 $283,484,841

Cost Savings and Efficiencies
Position reductions have been achieved without laying off staff or reducing the level of services.
Cost savings and efficiency tools like Lean Six Sigma have been used to analyze work flow and
processes. These efficiencies have translated into improved customer service, faster response
times, and elimination of waste. Many process improvements have allowed for staffing to be
reduced when positions become vacant. When vacancies occur, they are not automatically
filled. Each position is reviewed by senior management to determine if the job duties can be re‐
assigned to remaining personnel without a decrease in service levels. Employees are
compensated for taking on additional duties. City staff are also rewarded with special pay
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incentives for education, training, certification, and mastery of specialized job duties. All special
pays and incentive programs are fully funded for the FY 2010‐11 budget. Listed below is a
sampling of the special pay categories available to employees:

Incentive Programs
• Lean Six Sigma incentive pay
• On the Spot incentive pay for exceptional service
• All Eyes On Irving incentive pay
• Rewarding Excellence – incentive for sanitation workers with perfect safety
records
• Temporary Assignment Pay
• Occupational language skills pay
• IWIN Fitness Incentive
• Certification Pay

Police Incentive Pay
• School Crossing Guard Training pay – allocated 3% pay differential to four guards as
trainers
• Shift Differential pay
• Education pay
• Master’s Certificate pay
• Sick Leave Bonus Pay
• Annual Physical Fitness Screening
• Bachelors & Master’s Degree pay

Fire Incentive Pay
• Paramedic Assignment Pay (On the Box Pay) – Fire Fighters certified as paramedics
and paramedics actually assigned to ambulances
• Annual Physical Fitness Screening
• High Angle Rescue pay
• Haz Mat pay
• Swift Water Rescue pay
• Out of Class pay
• Arson Investigation pay
• Bachelors & Master’s Degree pay
• Administration pay
• Masters Certification Pay
• Sick Leave Bonus Pay

On the following pages, the highlights of the FY 2010‐11 budget are discussed by strategic plan
goal.

xvii
GOAL 1: LAND USE
A key strategy of Goal 1 is to improve the visual impression of the city. Several projects are
currently in design or under way to meet this strategy. These include the construction of
screening walls to buffer neighborhoods from traffic noise, developing and installing street light
and traffic signal standards by community district, and developing a comprehensive
maintenance program for major streets and drainage channels.

Staff will be working to develop incentive programs to leverage redevelopment opportunities in
areas of public investment such as gateway intersection projects and other major street
enhancement initiatives.
Key Focus: Corridor Improvements – A comprehensive overhaul of MacArthur Boulevard to
enhance and improve the roadway from Hunter‐Ferrell Road to Northgate Drive is underway. The
project includes burying overhead utilities, street lighting, median repairs/improvements,
intersection improvements, roadway paving, screening walls to protect neighborhoods from
traffic noise, private signage, dumpster screening, code violations, traffic signals and traffic
signage. Phase one included the removal of overhead utilities and painting of the bridges at Irving
Boulevard and State Highway 183. Other improvements in Phase I include new streetlights to
improve safety and repair broken/leaning lights, median repair and beautification and intersection
improvements at Sixth Street and Rock Island Road. Future improvements will include upgrades
at the Pioneer Road intersection.

Irving has received a $2 million Energy Efficiency and Conservation Block Grant to install 152 street
lights on Irving Boulevard with solar powered street lights. The new lights will reduce energy costs
to the city and replace 20 plus year old street lights.

GOAL 2: VITAL VIBRANT NEIGHBORHOODS
Key Focus: Non‐Compliant Apartments – As part of the City’s strategy to raise standards and
increase enforcement of multifamily complexes, Code Enforcement staff evaluated all of the
City’s multifamily housing stock, which comprises 60% of all residences within Irving. Each
property was given a classification of 1‐4 with Class 1 being the highest standard while Class 4
represents those properties with the lowest ranking, due to several items being out of
compliance with City codes and ordinances. Class 4 properties comprise 20% of the housing
stock but contribute to 80% of the complaints and enforcement efforts of the City’s Fire, Police,
and Code Enforcement staff. For FY 2010‐11, the goal is to have all Class 4 complexes brought
into compliance.

Key Focus: Code Enforcement – Over the past four years, Code Enforcement staff expanded
from eight to 16 positions. A number of Code Enforcement ordinances and processes were
reviewed and revised in the past three years to increase standards and increase the number of
tools available for enforcement. For FY 2010‐11, Code Enforcement will continue to develop
and implement strategies to reduce disorder and enhance the visual appearance of the city by
targeting enforcement in priority areas.
xviii

Key Focus: Neighborhood Improvements – The Neighborhood Enhancement Program is a
comprehensive City and community focus on strengthening one neighborhood at a time. This
effort involves all City services, working in partnership with community stakeholders in a
comprehensive manner to affect positive change and improved quality of life in neighborhoods.
In FY 2009‐10, the Tudor Lane neighborhood was selected for this program, as the area was
noted for sub‐standard housing and a high crime rate. As a result of a concentrated
interdisciplinary effort among city departments, there has been a 78% reduction in police calls
and a 72% reduction in crime in the area. The city has acquired and demolished two blocks of
dilapidated fourplexes. Nearly $5 million in grant funding is being invested in a residential
development that will construct 25 new, energy efficient homes.

GOAL 3: ECONOMIC DEVELOPMENT
Key Focus: New Development and Revitalization ‐ The DART light rail extension to DFW
International Airport will include six light rail stations within Irving that will provide
opportunities for transit‐oriented development. The City is in active discussions with developers
regarding several potential projects along the entire length of the DART rail line. In 2009,
construction began on phase I of the line, connecting Las Colinas to Love Field. DART also
agreed on the final terminus of the Orange Line within D/FW International Airport, which will
create a direct link from D/FW terminals to downtown Dallas. Construction is nearly complete
on the Irving Convention Center, which is located next to one of the Orange Line stations.
Promoting transit‐oriented development, by encouraging office, retail, and high density
residential development along the transit line, will increase the overall tax base and reduce
dependence on automobiles, which will then help mitigate pollution.

The City is working with the cities of Carrollton, Farmers Branch, The Colony and Frisco, DART
and the North Central Texas Council of Governments (NCTCOG) to utilize the BNSF line as a
north‐south commuter rail line. NCTCOG is paying 80% of the costs of a feasibility study, and
Federal Transportation funding is being sought to accelerate its development.

Construction began in the fourth quarter of 2009 on lake reclamation for the Water Street
development, a major mixed‐use project located in the heart of the Las Colinas Urban Center.
Approximately 1.2 acres will be reclaimed from Lake Carolyn to provide for the development of
this project. Design of the development is complete.

Heritage Crossing ‐ The planned development includes a mixed‐use urban village, complete with
retail, residential, restaurants, offices and parks centered on the Trinity Railway Express station.
The plans will promote a pedestrian‐friendly neighborhood with buildings closer together and
roads constructed for slower speeds. Design guidelines will ensure the master plan is
compatible with existing neighborhood design, and that appropriate architectural design
strategies for restoration and new construction are implemented.

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

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

19.7%
revenues. The total HOT percentage
collected from local hotels, Debt Service
excluding the state portion, is 9 2.2%
percent, of which 5 percent is

allocated to four operating groups.
State law specifically defines the
legal uses of Hotel Occupancy Tax for direct tourism promotion. The additional four percent of
revenue is allocated to the Convention Center Complex Fund (2%) and Entertainment Venue
Fund (2%) to finance the construction of the Convention Center and the proposed adjacent
Entertainment Venue. Revenues from these allocations will be used to pay the debt issued to
purchase the land, design, and build the Convention Center and Entertainment Venue.
Estimated tax receipts and interest earnings for FY 2010‐11 are $3.5 million for each 2%
allocation.

It is estimated that HOT collections in FY 2010‐11 will total $15.78 million as compared to Fiscal
2007‐08 in which $18.3 million was collected. The sharp decrease over the past three years is
due to declines in room rentals and rental rates due to the recession. The majority of Irving’s
HOT revenue is generated by business travelers, and Irving’s HOT revenues are a leading
indicator of business activity.

In FY 2006‐07, the City Council authorized the development and construction of the Convention
Center. Construction began in FY 2008‐09. The center will open January 2011 and has already
booked its first major event, Zest Fest. In addition, the site will include a convention center
hotel and an entertainment venue featuring contemporary live musical performances and to the
development of complimentary high‐quality retail and dining outlets. Planning for the
entertainment venue has already begun, with $24 million in bonds issued for the design and
construction documents. Funding for the entertainment venue is supported by the 2%
occupancy tax and parking and ticket tax dedicated revenues approved by voters in 2006 under
xx
a Brimer election. By state law, these funds can only be used for the development of an
entertainment venue.

GOAL 4: SAFE AND SECURE CITY
Key Focus: Public Safety – For the first six months of FY 2009‐10, the crime rate has declined
by an additional 9% for an overall decrease of 20%. Another key success has come from aligning
Code Enforcement with the Police Department. Working together, the two departments are
able to coordinate efforts in targeted areas, such as Tudor Lane, where significant reductions in
crime are accompanied by improving the appearance and livability of the area. A key focus for
FY 2010‐11 will be to decrease crime throughout the community by providing problem‐oriented
policing targeting specific areas of concern. Violent crime will be targeted through the use of
disorder operations to provide intensive enforcement in areas statistically prone to such issues.
The Crime‐free multi‐housing program and other community education efforts will also reduce
the potential for violent crime by increasing security and educating citizens to avoid creating
opportunities for crime to occur. The current focus of the problem solving team is the area
surrounding Walnut Hill and Beltline roads. A community website has been established to
provide information to the residents concerning criminal offenses and safety information.

GOAL 5: DIVERSITY
The city will continue to expand the Minority/Women owned Business Enterprise program to
include four planned community outreach events in FY 2010‐11. These events will be targeted
workshops on aspects of how to do business with the City of Irving and comply with all
purchasing and bidding requirements.

Funding in the amount of $110,000 for the Hispanic Chamber of Commerce has again been
allocated for FY 2010‐11. This program is administered through the Chamber of Commerce, and
will promote the community outreach and retention of Hispanic‐owned businesses, which make
up 19% of the small businesses within the city. Funding will also be increased for the Sister
Cities program to $164,800. This program is also administered by the Chamber of Commerce to
promote the city and its businesses globally.

GOAL 6: COMMUNICATIONS
Key focus: Communications and Customer Service – A key focus for FY 2010‐11 will be to
strengthen the city’s strategies and messages to residents and stakeholders. A plan of monthly
to communicate the key focus areas of the strategic plan is being developed that will include the
City Spectrum newsletter, ICTN cable programming, and the city’s website.

For FY 2010‐11, a continued focus will be the expansion of technology to communicate with the
community. Projects include the development of targeted communications programs to inform
residents in a specific area or with specific interest about key information.
xxi

The city continues to develop new programs to improve customer service and enhance external
and internal communications with residents and employees. Interactive video kiosks are being
installed to allow for quicker access to municipal services.

Enhanced communication with city employees is another key strategy. Current actions include
programs to boost educational opportunities for frontline customer service personnel and plans
to address communication during emergencies.

GOAL 7: CULTURE, RECREATION AND EDUCATION
Following on the success of the Cimarron Aquatics Center, which opened in 2008, and the West
Irving Aquatic Center, which opened in 2010, design will begin on a third state‐of‐the‐art
Aquatics Center at Senter Park. Neighborhood splash parks will be constructed to replace the
obsolete neighborhood pools which were closed in 2010.

In 2008, the Library board approved a new master plan that will result in the construction of two
new libraries of similar size and scope to the Valley Ranch Branch Library completed in 2008.
These new buildings will be owned by the city and will replace two branches currently in leased
buildings throughout the city. The West Irving Library will be completed in 2011. This state‐of‐
the‐art facility will incorporate new and innovative technology and services to enhance the use
and functionality of the library. The building is also innovative, being designed as LEED certified
net‐zero building, which means that the net energy costs for the building will be offset with
solar and geo‐thermal energy to reduce energy costs to zero. Additional funding will provide
the design of a new Central Library Facility with construction to begin in 2012

Construction of the Campion Trails will continue with an emphasis on completing the primary
trail segments. The Campion Trails will connect to the Lake Carolyn Promenade located at the
Las Colinas Urban Center, which is also under construction.

GOAL 8: SOUND GOVERNANCE

Tax Rate, Assessed Value and Fee Changes
Taxable values for Irving, based on the 2010 Certified Tax Roll provided by the Dallas Central
Appraisal District, have declined for the second year in a row to $16,908,697,223. This is a $1.3
billion decline in taxable values from the 2008 valuation of $18.2 billion. For FY 2010‐11, the
budget is based on the tax rate of $0.5704 per $100 assessed valuation. This rate is 2.14 cents
below the effective tax rate of $0.5918. The effective tax rate is the rate that would generate
the same amount of tax revenue on existing properties as was levied in the prior year. With the
proposed rate of $0.5704, General Fund revenues will decrease by $1.4 million to $68,541,067.
While the proposed rate increase is only 60% of the effective tax rate increase, the expenditure
reductions and deferral of capital, replacement funding, and equipment purchases reduce the
xxii
budget requirements for FY 2010‐11. Of the proposed increase, 2.5 cents will fund operations
while 0.48 cents will fund priority infrastructure maintenance and replacement. The bottom
line is that the city is able to do more in FY 2010‐11 with less revenue than was received in 2008.
This tax rate is once again the second lowest rate among our 10 benchmark cities.
Tax Year 2010 Ad Valorem Composition
The Residential component of the tax roll
decreased by $113 million or ‐2.25%. Residential
Commercial
$7,615,442,310
Business Personal Property decreased $4,967,896,123 45%
slightly by only $1.8 million or ‐0.04%. The 29%
greatest change to the tax roll was a

decrease in Commercial taxable value by
$1.08 billion or ‐12.8%. BPP
$4,325,358,790
26%
This tax roll represents the impact of the
recession on the local economy. Irving did
not see a dramatic increase in residential property values over the past few years, so there has
been no corresponding decline as the housing bubble burst in other real estate markets.
Commercial values have declined as vacancy rates for office buildings have increased and lease
rates have declined. Since 2008, Commercial values have declined by $1.3 billion, or over
14.5% of their total value. Also affecting commercial values have been the decline in home
construction, which has affected home builders with offices in Irving. With over two thirds of
Irving’s property base coming from real and personal commercial property, Irving is especially
sensitive to changes in the business cycle. Residential values have been fairly stable, with only a
slight decline in value when compared to the large decreases in commercial real estate values.
Staff continues to monitor economic indicators to project future trends.

The Homestead Exemption rate was continued at 20% for eligible taxpayers within Irving. In
addition, exemptions for disability and for eligible residents over 65 years of age will be
preserved.

Sales Tax collections in FY 2009‐10 have declined from the adopted budget and are projected to
be $3 million or 6% below the FY 09‐10 budget. For FY 2010‐11, sales tax revenue is budgeted
at the same amount as the actual receipts for the current year, resulting in a total budget of
$44.5 million.
Employee Compensation and Benefit Adjustments
The FY 2010‐11 budget projects a 10% increase in costs for health insurance. This increase will
be split between the city and the employees with the city paying for 87% of insurance costs
while the employees pay for 13%. In addition to the IWIN fitness benefit, the city has developed
a comprehensive wellness program designed to provide incentives, information, and training to
employees to encourage healthier lifestyles and to give employees greater control over their
health care decisions.

xxiii
The City’s retiree health insurance program has also been changed to incorporate the IWIN
program. In order to contain the projected increase of costs for retiree health care, staff has
proposed a fixed subsidy for future retirees that can be augmented by fitness annuity credits.
This fixed subsidy increases based on years of service, with employees who work for Irving
longer receiving a higher level of benefit. The plan will go into effect January 2011.

GOAL 9: INFRASTRUCTURE
Water and Sewer System
The Water and Sewer System Fund is supported from fees charged for water and sewer services.
Among the 30 cities served by Dallas Water Utilities, Irving continues to have the lowest
residential water and sewer costs. Tax revenues are not used to support the utility function.
Funds received from this operation, after expenses, are used to make needed capital
improvements to the system to ensure that the users will be provided with adequate service in
the future. The 2010‐11 Water and Sewer System Fund estimated revenues of $84.1 million.
The FY 2009‐10 year‐end revenue estimate is $75.3 million, a difference of $8.8 million or just
over 11%. This amount includes $3.4 million in wholesale water payments from the Upper
Trinity Water District associated with conveyance of water through the Lake Chapman
waterline.

For over fifteen months, the North Central Texas region has experienced unseasonably cool
temperatures and rainfall significantly above average. This led to a decrease in revenues below
the minimum level to provide coverage to meet operating costs as well as goals for debt service
coverage. A critical need to upgrade the water system is the increasing need to fund the
replacement of water and sewer mains that have exceeded their useful life. Other major capital
needs include the Lake Chapman pipeline booster pump station and pipeline relocations
necessary due to the reconstruction of SH 183, SH 114, Loop 12 and the Diamond Interchange
where all three highways meet. Both of these projects are necessary due to agreements with
outside agencies for Irving to finance its fair share of the projects. A rate increase of 5.1% is
recommended for FY 2010‐11 and is included in the total revenue projection of $84.1 million.

Recommended changes to water and sewer are rates based on a twenty year cost of service
model that examines the rate structures necessary to fund operations, ensures adequate debt
service coverage, provides for infrastructure repair and replacement and encourages
conservation from customers. Base monthly rates have been calculated by meter size, and
sewer charges have been calculated by dwelling unit for all residential uses.

The Lake Chapman project was completed in the summer of 2003. It is fully operational and
provides 85% of the City’s raw water. The remainder of raw water is purchased from the City of
Dallas, which also provides water treatment services to Irving. The City is currently in
negotiation with the City of Paris, Texas and the City of Hugo, Oklahoma to obtain additional
water resources to secure Irving’s projected water needs for the next 75 years.
xxiv

Operating expenditures for FY 2010‐11 are $84.1, which includes transfers to debt service in the
amount of $19.6 million, as well as transfers to the reserve funds. In FY 2006‐07 a pay‐as‐you‐
go capital fund was established to separate pay‐as‐you‐go infrastructure repair and replacement
projects from daily system fund operations. Transfers from operations are budgeted at $6.25
million for capital projects to replace critical aging infrastructure and fund a water reuse pilot
project. Approximately $2.4 million is budgeted for coverage reserve. This reserve is necessary
to maintain coverage ratios established by bond covenants. Fund balance in excess of the 90
day operating reserve requirements are transferred to the pay as you go capital program to
finance capital projects and reduce the issuance of revenue bonds for capital funding.

In the spring of FY 2004‐05, the City of Irving and the Trinity River Authority (TRA) finalized an
agreement that will provide rights of water reuse linked to the City of Irving utilization of water
drawn from Lake Chapman reservoir, and ultimately flowing into the TRA wastewater treatment
facilities. Access to this water resource should provide the City with the total capacity supply
required to meet its long‐range 2060 water supply needs. This is a very significant
accomplishment, representing the collective efforts of Mayors, Councils and staff
administrations extending back to the 1950s. Discussions are currently under way with the
Trinity River Authority and the City of Dallas to develop a long‐term plan to capture treated
wastewater and return it to raw water treatment facilities to be reused by Irving.

Key Focus: Capital Improvement
Program – In November 2006, GO Bond Sales
voters approved authorization of In Millions
$335 million in General
Obligation bonds for various $40
infrastructure improvements. $32.7
This funding supports the
$27.5
reconstruction and expansion of $30
$25
major thoroughfares; the
construction of new parks, $18.7
$20 $18.5
libraries, and fire stations; and $15
new programs and facilities such
$10
as the West Irving Library, and $10
$6.6
the recently completed Irving
Animal Shelter and the West
Irving Aquatics Center. $0
2004 2005 2006 2007 2008 2009 2010 2011
In order to complete all
authorized projects within ten years, an average of $45 million per year would need to be
issued. Since 2006, the average issuance has been less than half of that amount. Council and
management have limited the size of each year’s capital program to ensure that the volume of
projects was within the capability of staff to manage, and to also not put an undue debt burden
xxv
on the tax base. In 2009, 2010, and 2011, declines in the tax base have further restricted the
size of the debt issuance. Council and management have focused on funding projects that were
the highest priority, had the most impact on the community, and met the goals and objectives
of the strategic plan.

The capital improvement program for Capital Improvement Program
FY 2010‐11 has been developed based FY 2010-11
on the Strategic Plan priorities and Debt Cash
project requests made by Council at Financed Financed
the July 2010 planning meeting. The General CIP $6,600,000 $975,500
current proposed general obligation Streets $2,500,000 $500,000
Parks $2,100,000 $475,500
bond sale of $6.6 million includes Library $2,000,000 $0
funding for the design of the South Lease Purchase $17,060,000 $0
Irving Library, design of Irving’s third Fire Services $1,060,000
Aquatic Center at Senter Park, and Public Safety Radios $16,000,000 $0
construction of a neighborhood splash Water & Sewer System $27,050,000 $6,000,000
pool. Street projects include the Water $18,650,000 $4,000,000
Sewer $8,400,000 $2,000,000
undergrounding of utilities in Las Certificates of Obligation $33,700,000 $0
Colinas. As you can see, we have Water Street $33,700,000 $0
scaled back general capital outlays by Municipal Drainage Utility $2,600,000 $0
2/3; from an average general bond Entertainment Venue $215,008,000 $0
sale of $18.5 million to the proposed $6.6 million. Neighborhood sidewalk renovations and
Trinity View park renovations to the fields and buildings are funded from General Fund pay as
you go funds. Lease‐purchase funding is also budgeted for the replacement of two Fire pumpers
that were approved by council and ordered in FY 2009‐10. Lease‐purchase financing allows the
city to finance equipment purchases over a shorter duration and at a lower interest rate than by
issuing long term debt. A placeholder has been added to fund the replacement of the Public
Safety Radio and Data System as staff continues to evaluate the timing and the best financing
strategy for this major capital expenditure. Funding is also included for the construction of the
Entertainment Venue. Upon Council approval, this debt will be issued as hotel occupancy tax
(HOT) revenue bonds and is supported by revenues generated by the 2% HOT tax and parking
and ticket taxes authorized by voters in 2006.

Water and Sewer System projects will be funded from both operating funds and the issuance of
revenue bonds. A key water project will be the city’s share of the design and construction of a
booster pump station on the Lake Chapman transmission line. The City is partnering with the
North Texas Municipal Water District on this $45 million project which will allow for full use of
the pipeline’s transport capacity. Irving’s share of the project is $22 million. Drainage Utility
Bonds will be issued to partially fund reconstruction of Delaware Creek to increase water
volume carried by the channel and reduce the incidence of flooding along adjacent residential
properties. Operating funds will be used for neighborhood and alleyway drainage
improvements.

xxvi
GOAL 10: ENVIRONMENTAL SUSTAINABILITY
Solid Waste Services
In FY 2009‐10, Solid Waste Services was separated from the General Fund and established as an
enterprise fund. In addition to funding operations of both refuse collection and the landfill, the
fund transfers its portion of existing debt service to the General Interest and Sinking Fund and
reimburses the General Fund for indirect costs provided by General Fund departments.

Municipal Drainage Utility
The Municipal Drainage Utility Fund provides resources for drainage channel maintenance and
construction, environmental education programs, storm water testing, industrial inspections,
erosion control, and dredging and channel stabilization projects.

Drainage utility fund operations include salaries, benefits, and operating costs for 32 full‐time
and 3 part‐time employees at a cost of just over $3 million. An additional $424,000 is
transferred to the three autonomous flood control districts within the city of Irving to assist with
dredging and channel maintenance projects. The remaining budget is allocated to drainage
capital projects for the city of Irving. In addition to neighborhood drainage projects funded by
the drainage fee, $2.6 million in drainage revenue bonds are proposed to be sold in FY 2010‐11
to finance major drainage capital improvements on Delaware Creek and levee improvements for
Irving Flood Control District #1.
CONCLUSION
This budget represents the fifth year of implementation of the shared vision of the City Council
as defined in the Strategic Plan and refined by the Council’s key focus areas. The development
of this budget has not been without difficulty and compromise due to the current economic
climate, but it represents a balance between judicious expenditure reductions, deferment of
some capital and maintenance programs and prudent adjustment of revenues in order to
continue to provide an exceptional level of service to all Irving residents and above average
compensation and benefits necessary to retain and hire quality municipal employees.

In closing, I would like to express my appreciation to the City Council, Directors, Managers, and
the Budget and Performance Team staff. Most importantly, I want to thank the hard working
employees on our team that collect refuse, enforce our laws, protect lives and property, put out
fires, respond to emergencies, and interact with our residents daily to deliver exceptional
service. Everyone has worked hard to develop the Strategic Plan and has worked diligently to
incorporate the priorities and goals identified by the strategic planning process into the
development of the proposed budget.
Tomas “Tommy” Gonzalez
City Manager
xxvii
Strategic Plan
The City of Irving implemented a comprehensive Strategic Plan for the first
OUR VISION time in FY 2006-07. The plan is updated annually in conjunction with the oper-
ating budget and is referenced throughout this document.
Irving will be the model for safe and Departments have been assigned lead or supporting responsibilities for various
beautiful neighborhoods, a vibrant goals. Within each department, each organization has been assigned to a spe-
economy, and exceptional recrea- cific goal. These assignments determine how the City’s operating budget is di-
tional, cultural and educational oppor- vided to show a budgeted amount for each strategic goal.
tunities.
The following pages provide an overview of the 10 strategic goals and 64 spe-
cific strategies developed by the City Council for the FY 2010-11 fiscal year. A
OUR MISSION breakdown of the budget by goal and a matrix of departmental roles in the Stra-
tegic Plan has also been included in this section.
Deliver exceptional services and pro-
mote a high quality of life for resi-
dents, visitors and businesses Strategic Goals:
1: Promote Excellence in Land Use and the Image of Irving’s Built and
Natural Environment
OUR VALUES
2: Nurture and Promote Vital, Vibrant Neighborhoods
 We exhibit personal integrity with 3: Cultivate an Environment Conducive to Strong, Successful Economic
every decision Development to Enhance and Diversify Irving's Economic Base
 We serve by leading and lead by
serving 4: Set the Standard for a Safe and Secure City
 We show a high level of respect 5: Promote and Support Diversity in the Community
and concern for our coworkers
and customers 6: Promote Effective Communication Among All Members of the Community
 We encourage creativity and in-
novation to improve our effective- 7: Promote Excellence in Irving’s Cultural, Recreational and Educational
ness Environments
 We learn and grow in a progres-
8: Set the Standard for Sound Governance, Fiscal Management and
sive work environment
 We excel through desire, determi- Sustainability
nation and dedication 9: Enhance and Sustain Irving’s Infrastructure Network
10: Become a Successful Environmentally Sustainable Community

1
Each organization in the City’s budget was assigned to a strategic goal in order to track budgeted
expenditures by goal.
Organizational assignments were based on the primary duties of the organizations, rather than a
department’s primary or supporting role in the Strategic Plan. For example, many organizations work to
promote diversity (Goal 5), but it is not the primary duty of any one organization.
Land Use Vibrant

1% Neighborhoods
Environmental 2%
Economic
Sustainability
Development
6%
4%
Safe and Secure City

Infrastructure
28%
37%
Communication
1%
Culture and
Sound Governance Recreation
12% 9%
As shown in the pie chart above, Goal 9 has the highest allocated budget. This goal encompasses much
of the Capital Improvement Program and its associated bond expenditures. The largest allocations in
this goal are for Public Works, including Water Utilities, and Information Technology.
Goal 4, set the standard for a safe and secure city, makes up the second largest portion of this budget.
All public safety expenditures such as police, fire and municipal court are contained within this goal.
Strategic Plan

2
Strategic Plan
The following sections discuss each goal in depth and the departments that work towards these goals.
Many departments include organizations that work toward different goals, and the strategic goal
summary at the beginning of each section will include all of the organizations assigned that particular
goal. This will allow the reader to understand the allocation of funds within departments and among the
strategic goals. The following is a matrix, which illustrates how each department’s budget is allocated
among the strategic goals.
Budget by Strategic Goal Team
N eighborhoods - #2
C ulture, R ecreation
Sustainability - #10
and Education - #7
Strategic Goal Teams
Infrastructure – #9
D evelopm ent - #3
G overnance and
Fiscal M gm t - #8
C om m unication
Environm ental
Land Use and
D iversity - #5
Safe Secure
Vital Vibrant
FY10-11
Im age - #1
Econom ic
C ity - #4
- #6
Team Leader Steve R Mike E Max D Larry B Mario M Susan R Chris M Sheila H Brenda H Karen S
Planning & Inspections Gary M X X
Real Estate & Dev Team Brenda M X X X
ICVB Maura G X
Chamber of Commerce Chris W X
Housing & Human Services Chris H X
Code Enforcement Guy H X
Police Larry B X
Fire Mario M X
Community Services Team Paul G X X X
Capital Improvement Program Casey T X X X X
Parks and Libraries Chris M X
Arts Center Richard H X
Management Operations Team Teresa A X X
Information Technology Teresa A X X X X
Performance Team Lynda J X
Intergovernmental Srvcs Team Ramiro L X X X X
Corporate Communications Laurie K X
Financial Services Max D X X
Municipal Court Wayne L X
City Attorney’s Office Charles A X
City Secretary’s Office Shanae J X
Public Works & Transportation Dan V X X X
Solid Waste Services Brenda H X X
Water Utilities Todd R X X
“X“= DEPARTMENT HAS “ACTIONS” UNDER THIS GOAL

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

4
Strategic Plan

5
Strategic Plan

6
Strategic Plan

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

and redevelopment efforts

9
Strategies and Actions
FY10-11 FY 2010-11 Key

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

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

10
Planning & Inspections
Gary Miller,
Director
The Planning and Inspections Department is comprised of three operating
Mission Statement divisions in addition to department administration:
Quality Development
 Development Services
through Exceptional Service  Field Operations
 Planning
The Development Services Division is comprised of two work groups or sec-
tions: plan review and permits. The division is responsible for new business
certificate of occupancy issuance; contractor license regulation; construction
permit plan review; utility release management; and related administrative sup-
port functions.
The Field Operations Division is comprised of three sections: 1) building in-

spections, 2) electrical inspections, and 3) plumbing/mechanical inspections.
All inspector groups perform energy conservation and erosion control inspec-
tions.
The Planning Division administers and supervises new development coordina-

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

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

11
Department FY 2009-10 Accomplishments, Cont.
 Adopted and amended the 2006 edition of the construction codes
 Completed work with the 2010 Census Complete Count Committee program
 Continuing to work with NCTCOG on the 2040 population and employment forecast
 Provided value engineering services for the Irving Convention Center project that resulted in cost
savings of $51,062.
 Received Building Official Award from the Construction Research Center at UTA
 Performed 33,303 field inspections (last complete calendar year)
 Performed 4,915 plan reviews (last complete calendar year)
 Reviewed 181 development applications (last complete calendar year)
 Reviewed 83 applications for TABC wine and beer retailer license certification (last complete
calendar year).
 Transferred cashiering operation to the first floor Customer Service Division resulting in improved
financial security.
 City’s building codes insurance rating improved to a best-ever 2 commercial/2 residential (from 4
commercial /4 residential)
Key Performance Indicators
2008-09 2009-10 2010-11

ACTUAL ESTIMATED TARGET
Speed to Market rating N/A N/A 0.98

Planning, plan review, inspection cycle times
Construction codes application

Plan review & inspections quality control N/A N/A 0.95
ISO Rating 4/4 2/2 2/2
Customer service delivery N/A N/A 0.97

Response time, QC, customer survey rating
Workforce Utilization N/A N/A 0.95

Productivity, efficiency

12
Revenue Summary by Category
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATED PROPOSED
ZONING AND DEVELOPMENT $ 57,639 $ 73,975 $ 73,975 $ 54,531

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

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SALARIES AND WAGES $ 2,101,666 $ 1,734,431 $ 1,734,431 $ 1,699,181

BENEFITS $ 553,863 $ 484,386 $ 484,386 $ 555,365
SUPPLIES $ 69,196 $ 76,380 $ 76,380 $ 71,502
EQUIPMENT MAINTENANCE $ 44,195 $ 49,987 $ 49,987 $ 59,017
MISCELLANEOUS SERVICES $ 64,376 $ 112,030 $ 112,030 $ 63,093
TRANSFERS $ 104,060 $ 98,679 $ 98,679 $ -
Equipment Miscellaneous
Maintenance 3%
2%
Transfers
Supplies 0%
3%
Benefits
23%
Salaries and Wages
69%

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

26% 26%
Field Operations
38%
$1,000,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
AdministrationDevelopment Field Planning Planning and
Services Operations Research
2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11 Proposed

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

Office Supervisor 1 0 0
Office Coordinator 1 0 0
Administrative Secretary 2 0 0
Org 1112: Development Services 11 11 10
Development Services Manager 1 1 1

Development Coordinator 0 0 0
Permit Specialist 5 5 4
Chief Plans Examiner ** 0 1 1
Senior Plans Examiner 1 1 1
Commerical Plans Examiner 2 1 1
Plan Review Coordinator 2 2 2
Research Analyst 0 0 0
Org 1113: Field Operations 11 10 11
Field Operations Manager 1 1 1

Chief Electrical Inspector 1 1 1
Chief Plumbing and Mechanical Inspector 1 1 1
Senior Electrical Inspector 1 1 1
Plumbing and Mechanical Inspector 2 0 0
Senior Plumbing and Mechanical Inspector 1 1 1
Chief Building Inspector 0 1 1
Senior Building Inspector 1 1 1
Building Inspector* 2 3 3
Electrical Inspector 1 0 1
Org 1121: Planning 6 7 6
Planning Manager 1 1 1
Development Coordinator 1 1 0
Chief Planner 0 1 1
Senior Planner 2 2 2
Planner 2 2 2
Org 1131: Planning and Research 3 0 0
Planning and Research Manager 1 0 0

Senior Planner 1 0 0
Planner 0 0 0
Staffing Notes:
FY 2010-11 Personnel Changes:
*One Building Inspector position funded by MDU.
Positions ** currently frozen. One Building Inspector position is frozen
Development Coordinator position eliminated.
One Permit Specialist position moved to Customer Service.

15
Organization Chart

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

to reduce disorder and enhance visual appearance of the city
2.2 Expand the neighborhood enhancement program (NEP)
2.3 Enhance affordable housing and housing related initiatives

17
FY10-11 FY 2010-11 Key

Strategy/
Action
Area Lead Outcome
2.1 Develop and implement effective Code
code enforcement strategies to Enforcement
reduce disorder, enhance visual
appearance, and improve overall
health and safety in the city
2.1.1 Elevate residential and commercial Code Reduction of residential

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

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

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Code Enforcement
Guy Henry,
Director
Our Vision
We will be recognized as a top In addition to the Administrative Team, the Code En-
agency in our field by transforming forcement Department is comprised of four divisions:
Irving into a leading city for everyone
Property Code
The Property Code Team works towards the abatement
Our Mission of code violations on commercial, residential and vacant
properties throughout the city.
Enhance the quality of life for all
people in Irving Health
The Health Team conducts inspections at food establishments, childcare facili-
ties, nursing homes and swimming pools.
Our Values
Building Standards
The Building Standards Team works substandard and dangerous structures
Provide superior service through in- throughout the city. Property owners failing to voluntarily bring structures into
tegrity and commitment compliance are brought before the Building and Standards Commission for fur-
ther action.
Multifamily
The Multifamily Team is primarily focused on inspections at apartments, 4-
plexes, hotels and manufactured housing. Properties with substantial substan-
Department at a dard or dangerous conditions will be subjected to comprehensive team inspec-
tions.
Glance:
FY 2010-11 Budget
$2,475,560
Full Time Employees
34

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

20
Code Enforcement
2008-09 2009-10 2010-11
PROPERTY CODE
% voluntary compliance rate 97.5 95.9 95%
Average case duration 21.6 19.7 <20 days
Average number of total in- 15.7 12.9 20
spections/day/officer
Corridor/property code viola- 5%
tions without active cases
HEALTH
Average food score 85.3 82.3 87
% failing food scores 5.3 10.2 <5%

Number of total inspections 511.5 524.8 600
% proactive inspections 53.5 47.9 60%
Total number of health com- 25.4 25.8 <25
plaints
BUILDING STANDARDS
% voluntary compliance rate 33 49.8 35%
% of cases proactively gener- 75.1 92.6 95%
ated
Number of voluntary compli- 0.9 1.6 2
ance/inspector
Number of new cases to com- 4.6 4.1 6
mission
Case duration (not to commis- N/A 200 90 days
sion)
Rehab/Repair projects per year 10
MULTIFAMILY
% initial (routine) inspections N/A 36.3 60%
Number of multifamily proper- N/A N/A 2
ties improved in risk rating
DEPARTMENT
% of customers rating service 75 75 75%
as “excellent/good”
% of residents rating overall 50 55 50%
code enforcement as
“excellent/good”
21
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

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

FINES AND OTHER CHARGES $ 429,547 $ 362,400 $ 362,400 $ 397,400

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

BENEFITS $ 516,818 $ 640,011 $ 640,011 $ 505,206
SUPPLIES $ 61,650 $ 95,719 $ 95,719 $ 60,929
TRANSFERS $ 30,930 $ 23,424 $ 23,424 $ -
Equipment
Transfers
Maintenance Miscellaneous 0.0%
3% 13%
Supplies
2% Salaries and
Wages
Benefits
Code Enforcement
62%
20%

22
Code Enforcement
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 2871: Code Enforcement 38 38 34
Code Enforcement Director 1 1 1

Code Enforcement Manager 2 2 1
Property Code Supervisor 2 2 2
Multifamily Supervisor 1 1 1
Environmental Health Supervisor 1 1 1
Senior Administrative Secretary 1 1 1
Senior Property Code Officer 2 2 2
Property Code Officer 12 12 7
Building Standards Inspector 3 3 3
Code Enforcement Marshal 1 1 1
Multifamily Inspector 3 3 5
Senior Health Inspector 1 1 1
Environmental Health Inspector 3 3 3
KIB Administrator 1 1 1
PT Property Codes Assistant 1 1 1
Building and Standards Supervisor 1 1 1
Staffing Notes:
FY 2010-11 Position Changes:

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

23
Organization Chart
Code Enforcement

24
Housing and Human
Services
Chris Hooper,
Director
The Housing and Human Services Department is completely funded through
Mission Statement Federal and State Grants. The Department receives funds annually from the US
Department of Housing and Urban Development (HUD), which are the
.The mission of the Housing and Community Development Block Grant, the Home Investment Partnerships
Human Services Department is to Grant, and the Emergency Solutions Grant. Within the Community
assist Irving’s low and moderate Development Block Grand Fund, there are four financial organizations: CDBG
income residents in achieving an Administration, CDBG Rehab Administration, CDBG Projects, and CDBG
improved quality of life by Rehab Projects. The Home Investment Partnership Grant Fund is comprised of
providing affordable housing and two financial organizations: HOME Administration and HOME Projects. The
a broad range of social services Emergency Shelter Grant Fund is made up of two financial organizations: ESG
through innovative programs and Administration and ESG Projects. The Department also administers the
community partnerships. Section 108 Guarantee Loan Fund.
The department received two stimulus grants from the U.S. Department of
Housing and Urban Development including Community Development Block
Grant-Recovery funds for home restoration projects and Homelessness
Prevention and Rapid Re-Housing Program funds to provide assistance to the
Department at a homeless and near homeless. Additionally, the department has been awarded
Glance: three competitive grants through the State of Texas: Neighborhood
Stabilization Program funds for neighborhood redevelopment, Emergency
FY 2010-11 Budget Shelter Grant funds for homelessness prevention, and Homelessness
Prevention and Rapid Re-Housing Program funds for homelessness services
$3,901,254 and assistance to prevent homelessness. The Department also administers a
Shelter Plus Care program, awarded by HUD through the regional Continuum
of Care, for permanent supportive housing services for chronically homeless,
mentally disabled individuals and families.
Full Time Employees
The Housing and Human Services Department provides assistance and
13 services to low and moderate-income residents of the City of Irving. The
department provides home restoration and repairs, homebuyer education,
down-payment assistance and the construction of new housing units. The
department monitors and provides grant funds to over 20 human services
providers to assist with the provision of homeless services, dental and medical
services, after-school care, assistance to victims of domestic violence, job
search assistance, bilingual and play therapy, and childcare scholarships. In
addition, the department provides foreclosure prevention, savings and
budgeting, and credit counseling.

25
In FY 2009-10, the department implemented its Back on Track program, which provides a
comprehensive approach to homelessness prevention and for homelessness services. As of July 2010,
over 600 Irving residents have been assisted through a variety of services including case management,
rent and utility payments, legal services, credit counseling, and moving expenses. This $2 million
program was funded through a combination of Federal Stimulus Homelessness Prevention and Rapid
Re-housing Program (HPRP) funding and a competitive award of HPRP funds from the Texas
Department of Housing and Community Affairs.
The Housing and Human Services Department has also provided mortgage assistance to very low
income homeowners through a competitive award of Emergency Shelter Grant Program funds from the
Texas Department of Housing and Community Affairs. These additional funds have allowed the
department to develop new programs to address the needs faced by residents in the current economic
and housing markets.
The Department began the planning processes for a neighborhood redevelopment project on Tudor
Lane. Fourteen townhomes and eleven single family homes will be constructed where dilapidated and
crime-ridden structures formerly stood.
The Housing and Human Services Department continued its teamwork with the Code Enforcement
Department to enhance and formalize the referral process between the two departments. Through
discussions and process improvement, the referral program increases the likelihood that residents, faced
with repairs for which they cannot pay, can be provided assistance.
The department developed its five-year Consolidated Plan. The plan serves as the Strategic Plan for the
use of Federal funds. The plan was developed through focus group sessions, data analysis, and
community input sessions. The Housing and Human Services Board developed priorities, budgets, and
goals based on this information.
Housing and Human Services
Through its distribution of funds and monitoring of various human services programs, the department
provided a wide variety of services to the city’s low and moderate income residents and supported over
20 social services agencies.
Other Goals and Actions

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

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

RECEIPTS FROM FEDERAL $ 1,660,004 $ 3,497,025 $ 9,051,408 $ 3,901,254
PROGRAM INCOME $ 40,336 $ - $ - $ -
REVOLVING LOAN PAYMENTS $ 10,925 $ - $ - $ -
DONATIONS $ 4,493 $ - $ - $ -

27
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SALARIES AND WAGES $ 411,863 $ 760,467 $ 760,467 $ 847,064
BENEFITS $ 106,761 $ 222,056 $ 222,056 $ 255,199
SUPPLIES $ 18,703 $ 24,400 $ 24,400 $ 52,250
MISCELLANEOUS SERVICES $ 1,175,658 $ 7,639,357 $ 8,028,692 $ 2,735,052
TRANSFERS $ - $ 6,639 $ 6,639 $ 6,639
Miscellaneous Services
70%
Salaries and Wages

22%
Equipment Maintenance
0.13%
Transfers
0.2%
Benefits
Supplies 7%
1.3%
HPRPF Administration
0.30%
HOME Projects
CDBG Projects 24.7%
40%
HPRPF Projects
2% ESG Projects
2%
ESG Administration
0.1% CDBG Rehab Projects
CDBG Rehab 3.84%
Administration
CDBG Administration CDBG-R Administration
7.69%
13% 0.14%
HOME Administration
HPRPS Projects NSP1 Administration
3%
2% HPRPS Administration 1%
0.30%

28

FUND ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
CDBG 4251 CDBG Admin $ 387,456 $ 463,515 $ 463,515 $ 500,908
HOME 4252 HOME Admin $ 79,954 $ 107,968 $ 107,968 $ 107,034
ESG 4253 ESG Admin $ 5,000 $ 4,989 $ 4,989 $ 4,989
CDBG 4254 CDBG Rehab Admin $ 179,563 $ 152,251 $ 152,251 $ 300,000
CDBG 4255 CDBG Projects $ 755,363 $ 1,701,808 $ 1,701,808 $ 1,553,631
HOME 4256 HOME Projects $ 6,000 $ 971,711 $ 971,711 $ 963,307
ESG 4257 ESG Projects $ 95,065 $ 94,783 $ 94,783 $ 94,799
CDBG 4258 CDBG Rehab Projects $ 207,357 $ - $ - $ 150,000
2011 4251 CDBG-R Administration $ - $ 30,435 $ 30,435 $ 5,639
2011 4255 CDBG-R Projects $ - $ 578,268 $ 792,858 $ -
2021 4251 NSP1 Administration $ - $ 254,431 $ 254,431 $ 50,910
2021 4255 NSP1 Projects $ - $ 2,289,877 $ 2,634,659 $ -
2031 4253 HPRPF Administration $ - $ 46,534 $ 46,534 $ 11,702
2031 4257 HPRPF Projects $ - $ 884,146 $ 799,169 $ 73,275
2032 4253 HPRPS Administration $ - $ 50,000 $ 50,000 $ 11,702
2032 4257 HPRPS Projects $ - $ 950,000 $ 864,940 $ 73,358
2033 4253 ESGS Administration $ - $ 3,750 $ 3,750 $ -
2033 4253 ESGS Projects $ - $ 71,250 $ 71,250 $ -
Total $ 1,715,758 $ 8,655,716 $ 9,045,051 $ 3,901,254
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
CDBG AdminHOM E Admin ESG Admin CDBG Rehab CDBG HOM E ESG ProjectsCDBG Rehab CDBG-R CDBG-R NSP1 NSP1Projects HPRPF HPRPF HPRPS HPRPS ESGS ESGS Projects
Admin Projects Projects Projects Administration Projects Administration Administration Projects Administration Projects Administration
2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

29
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 4251: CDBG Administration 5 5 5
Housing and Human Services Director 1 1 1

Housing and Human Services Program Manager 1 1 1
Accountant 1 1 1
Accounting Clerk II 1 1 1
Contract Compliance Coordinator 1 1 1
Org 4253: ESG Administration 1 3 3
Case Worker 0 1 1
Program Analyst 1 1 1
Intake Specialist 0 1 1
Org 4254: CDBG Rehab Administration 2 2 2
Housing Specialist 1 1 1
Rehabilitation Specialist 1 1 1
Org 4255: Housing Services 3 3 3
Housing Coordinator 1 1 1
Construction Services Coordinator 1 1 1
Housing Development Analyst 1 1 1
Staffing Notes:
FY 2009-10 Staffing Changes:

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

30
Organization Chart

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

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

33
FY10-11 FY 2010-11 Key
Strategy/
Action
Area Lead Outcome
3.1 Promote Irving as a Real Estate and
visitor destination Development
3.1.1 Complete construction of ICVB Convention Center generates

the convention center additional visitor traffic and
spending
3.1.2 Initiate operations of ICVB Begin generating operating
convention center revenues for facility
3.1.3 Construct entertainment Real Estate and Entertainment Venue will

venue Development generate additional visitor traffic
and spending
3.1.4 Construct convention Real Estate and Obtain booking agreement with
center hotel Development sufficient rooms to support the
Convention Center
3.2 Leverage economic Financial

development Services
incentives to maximize
retention and
recruitment
opportunities
3.2.1 Ensure Irving's economic Chamber of Range of incentives offered
development incentive Commerce competitive to those of other
policies are competitive cities
3.3 Promote long-term Real Estate and

revitalization and Development
redevelopment of
Strategic Goal 3
targeted areas
3.3.1 Prepare Texas Stadium Real Estate and Stadium site is prepped for
site for redevelopment Development redevelopment
3.3.2 Promote State Highway Real Estate and State Highway 183 becomes a
183 corridor for Development vibrant attractive corridor
redevelopment
3.3.3 Promote redevelopment of Real Estate and Transformation of the Irving
Irving Boulevard Corridor Development Boulevard corridor into a
regional destination venue with
enhanced tax base and
economic activity
3.3.4 Promote redevelopment of Real Estate and Comprehensive, vibrant mixed-
Heritage Crossing Development use development to revitalize
the historic downtown area and
increase tax base and
economic activity

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

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

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

The purpose of Economic Development is to create a viable city through the
promotion, recruitment and coordination of new commercial , industrial, retail
and residential development in the city and the retention and revitalization of
existing businesses and neighborhoods.
The city partners with the Greater Irving/Las Colinas Chamber of Commerce
to provide recruitment and retention services.
The Real Estate Services section assists other city departments and is responsi-
ble for securing necessary land and property rights for municipal facilities and
parks as well as rights-of-way and easements for streets, drainage, water and
sewer systems and other capital improvement program projects. Real Estate
Services also provides necessary acquisition and coordination services for im-
Department at a plementation of Corridor Enhancement Projects and intergovernmental pro-
Glance: jects with Texas Department of Transportation (TxDOT), Dallas Area Rapid
Transit (DART), North Central Texas Council of Governments (NTCOG) and
FY 2010-11 Budget Dallas County.
$8,783,586 The Director of Economic Development oversees the Planning and Inspections
Department, Real Estate Services and specific public/private partnership pro-
Full Time Employees jects; is the liaison to the Greater Irving-Las Colinas Chamber of Commerce;
and coordinates the following Council committees, boards and commissions:
8
• Planning and Development Committee
Part Time Employees • Preservation and Redevelopment Board
• Irving Boulevard Redevelopment TIF Board
1 • Planning and Zoning Commission

37
Department FY2009-10 Accomplishments
• Convention Center Site
° Convention Center Construction - Topping Off Ceremony
° Evaluation of Convention Center Hotel proposals and presentations
° Entertainment Venue-Amended and Restated Development Agreement and Lease
• Heritage Crossing
° Negotiated an incentive-based consultant contract, including a reimbursement requirement to pro-
mote development of Heritage Crossing
° Approved 380 Economic Development agreements to continue project momentum
° Identified prospective properties for NCTCOG Sustainable Development Land Banking Grant
° Demolished several city-owned land bank buildings downtown in preparation for redevelopment
° Demolished several substandard apartment complexes
° Created 14 redevelopment sites from aggregated property purchases
• Irving Boulevard Redevelopment
° Established tax increment finance (TIF) district boundaries and project plan in preparation for cre-
ating the TIF with a 2010 base year
° Enhanced streetscape for Alaniz Auto at Glenmore Street and Irving Boulevard
° Enhanced façade upgrade for Jefferson Dental in Plymouth Park Shopping Center
° Evaluation of two-way traffic along Irving Boulevard
° Painting of State Highway 356 bridge
• Texas Stadium
° Imploded Texas Stadium on April 11, 2010
° Utilized worldwide media attention on the stadium implosion to publicize the redevelopment op-
portunities and direct attention to the updated web site—www.CrossroadsDFW.com
° Communicated with City Council, Irving citizens, various community, civic and professional or-
ganizations, and media concerning the Texas Stadium demolition and redevelopment through
presentations, media briefings, press releases, a dedicated web site, e-mail blasts, ICTN and direct
mailings
° Executed a cell tower lease with Verizon Wireless on the Texas Stadium site generating over
$500,000 of new revenue over 20 years
° Began planning for minimization of the “Twin Levees” impact on the redevelopment of stadium
Econom ic D evelopm ent
site
° Completed the relocation and upgrade of the ONCOR Electric transmission towers
• Transit
° Acquired necessary easements for utility relocations along State Highway 114
° Acquired right-of-entry permits to allow the construction of Spur 348 to proceed without delay
° Acquired necessary right of way to allow the DART Orange Line to continue without delay
° Established coordination with the Texas Department of Transportation (TxDOT) to assure State
Highway 183 acquisitions and demolitions are completed with minimal impact to City of Irving
° Established committee to ensure DART rail line maximizes connection with private development
° Established Station Design committee for DART rail line
° Design of first three DART rail stations is complete
° NCTCOG commissioned feasibility and market analysis to advance BNSF commuter rail service
° Partnered with Chamber of Commerce to facilitate the relocation of businesses along the State
Highway 183 corridor

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

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

39
2009-10 2010-11 2010-12
Increase property values within corridor target N/A >1%

area above the citywide DCAD values
Increase construction investment value within N/A >1%

corridor target area by 1%-1.5% per year
Real Estate Services Requests (RESR) completed N/A 100% 100%

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

services within three (3) business days
Resolve SH183—TxDOT maintenance issues N/A 85% 90%

within five (5) business days

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
GRANTS $ 1,000,001 $ 1,000,001 $ 1,000,000 $ 1,000,000
TAXES $ 91,421 $ 104,868 $ 104,868 $ 87,676
MISCELLANEOUS $ 147,567 $ 155,943 $ 155,943 $ 25,000
CHARGES FOR SERVICES $ - $ - $ - $ 74,855
E c o n o m ic D e v e lo p m e n t
TRANSFERS FROM OTHER FUNDS $ 2,189,874 $ 3,880,000 $ 7,268,000 $ 3,909,800


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

40
E co n o m ic D e v e lo p m en t
Real Estate Services

2%
ED Operations
29%
Main Street and

Events Development Projects
1% 68%

Fund ORG SUMMARY ACTUAL ADOPTED ESTIMATED PROPOSED
1020 2904 ED Operations $ 1,729,092 $ 1,810,000 $ 1,810,000 $ 1,839,800
1020 2905 Development Incentives $ 189,276 $ 600,000 $ 600,000 $ -
1020 2906 Development Projects $ 1,191,963 $ 5,996,964 $ 6,884,964 $ 5,974,000
2026 2941 Main Street and Events $ 108,241 $ 113,806 $ 111,544 $ 115,173
1001 2904 ED Operations $ - $ - $ - $ 682,271
1001 2950 Real Estate Services $ 222,809 $ 311,646 $ 306,216 $ 172,342
TOTAL $ 3,441,382 $ 9,495,904 $ 10,370,518 $ 8,783,586
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
T.
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T.
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T.
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AR
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FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11PROPOSED

41
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 2904: ED Operations 2 6 6
Real Estate and Development Director 1 1 1
Program Director-Irving Boulevard Redevelopment 0 1 1
Business Liaison 1 0 0
Business Services Coordinator 0 1 1
Org 2950: Real Estate Services 2 4 3

Assistant Director - Real Estate Services 1 1 0
Real Estate Services Specialist 1 1 1
Intern (PT) 0 1 1
Staffing Notes:
Assistant Director Real Estate Services - eliminated

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

42
Org: 2904 2950
Real Estate and

Development Director
Assistant Real Estate Program Director – Irving Business Services

Services Director-vacant Boulevard Coordinator
43
Office Supervisor
Specialist

Research Analyst Office Coordinator

Administrative
Intern
Secretary
E con om ic D e v e lopm en t
44
Irving Convention and
Visitors Bureau
Mission Statement Maura Gast,

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

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

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

• Increase room night sales by 2% over actuals for 2009-10.
• Capitalize on in-market events to generate client awareness and target traveler profiles.
• Leverage public relations strategies to extend awareness and reach for meeting planners, travel
coordinators and leisure travelers.
• Leverage on-line resources—via ICVB and third-party websites, and the strategic use of social
media—to expand awareness and reach.
• Continue to identify opportunities for developing summer and weekend business.
• Leverage partnerships to extend current business relationships, generate new ones, and extend
resources.
Irving C on vention and Visitors
2008-09 2009-10 2010-11

Total room nights booked 128,389

B ureau— G eneral Fun d
Destination-wide customer satisfaction 94% 91% 85%

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

46
B u re a u — G e n e r a l F u n d
Ir v in g C o n v e n tio n a n d V is ito r s
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

TAXES $ 6,502,838 $ 5,450,447 $ 5,153,247 $ 4,997,554
MISCELLANEOUS $ 231,162 $ 60,103 $ 13,138 $ 20,500
TRANSFERS FROM OTHER FUNDS $ 30,000 $ 816,950 $ 808,998 $ 916,218
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

BENEFITS $ 433,531 $ 504,769 $ 446,551 $ 498,361
SUPPLIES $ 81,224 $ 114,800 $ 75,600 $ 76,775
EQUIPMENT MAINT. $ 12,499 $ 48,178 $ 47,800 $ 49,500
MISC. SERVICES $ 3,530,491 $ 3,681,286 $ 2,839,182 $ 3,562,679
TRANSFER CHARGES $ 550,200 $ 160,000 $ 479,430 $ -
EQUIPMENT $ 4,744 $ - $ 4,646 $ -
Salaries and Wages

31%
Miscellaneous
59%
Benefits
8%
Supplies
Equipment 1%
Maintenance
0.8%

47
Marketing Administration
24% 30%
Communication
Sales
7%
39%

3501 Administration $ 1,862,816 $ 1,618,985 $ 1,755,806 $ 1,504,950
3202 Sales $ 2,134,162 $ 2,306,221 $ 2,090,222 $ 1,829,432
3503 Communication $ 362,675 $ 431,230 $ 319,547 $ 327,425
3506 Marketing $ 2,111,178 $ 1,976,233 $ 1,581,081 $ 1,091,080
3507 Convention Center $ - $ - $ - $ 1,293,370
TOTAL $ 6,470,831 $ 6,332,669 $ 5,746,656 $ 6,046,256
Irv in g C o n v en tio n an d V is ito rs
$4,000,000
$3,500,000
$3,000,000
B u reau — G en era l Fu n d
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFER EQUIPMENT
AND WAGES MAINT. SERVICES CHARGES

48
B u re a u — O th e r F u n d
There are three other funds within the Irving Convention and Visitors Bureau:
Reserve Fund:
This fund is reserved for pre-opening and marketing expenses for the Convention Center and holds
the Bureau’s commitment to the 2011 SuperBowl in the amount of $176,000. Additional funds may
be used for unbudgeted opportunities that arise during the fiscal year, to balance the ICVB General
Fund if necessary, and to fund unexpected contingencies.
Computer Replacement Fund:

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

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

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

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

49
Department Staffing
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Part-Time/SL Employees 14 20 20
Convention and Visitors Bureau Director 1 1 1

Business Manager 1 1 1
Senior Accountant 1 1 1
ICVB Technology Coordinator 1 1 1
Senior Accounting Clerk 1 1 1
CVB Assistant * 1 1 1
Administrative Assistant 1 0 0
Receptionist 1 1 1
Office Manager 0 1 1
Org 3502: Sales 26 32 33
Convention and Visitors Bureau Sales Manager 1 1 1

Customer Services & Housing Coordinator* 1 1 1
CVB Assistant * 2 2 2
Customer/Member Services Supervisor 1 1 1
Irv in g C on ven tion an d V isitors
ICVB Clerk/Convention Registration Personnel (PT) 14 20 20

Sales Supervisor 1 1 1
Sales Representative 6 6 6
Sales Assistant 0 0 1
Org 3503: Communications 3 3 3
Public Relations Coordinator 1 1 1

Public Relations Assistant 1 1 1
CVB Assistant 1 1 1
Org 3506: Marketing 3 3 2
Convention and Visitors Bureau Marketing Manager 1 1 1

Marketing Assistant 1 1 1
Sales Assistant 1 1 0
Staffing Notes:
FY 2010-2011 Adjustments:
* positions unfunded for FY 10-11
B u reau

50
Org: 3501 3502 3503 3506
Irving Convention and Visitors Bureau

Board of Directors
Convention and Visitors

Bureau Director -
Executive Director
CVB Asisstant
Business Manager CVB Assistant – ICVB Manager -
ICVB Manager - Communications/
Sales (2)
Sales Marketing Marketing
Senior Accountant
Marketing Assistant
Customer/Member Services
Supervisor
CVB Assistant -
Administration
PT ICVB Clerk (20) Sales Assistant
51
Senior Accounting
Clerk Customer Services &
Housing Coordinator
Public Relations Coordinator

ICVB Technology
Coordinator
Sales Supervisor
Public Relations Assistant
Office Manager
Sales Representative (6)
Receptionist
B u re a u
52
Strategic Goal 4
Set the Standard for a Safe
and Secure City
Associated Departments: Nobody wants to live in a community or own property in an area that is not
--------------------------------------------- safe. Therefore, it is of the utmost importance that the residents of Irving feel
- that their neighborhoods are free from crime, protected from fires as well as
other disasters, and that help will arrive quickly in an emergency. The
• Police following strategies are associated with Strategic Goal 4. Specific activities
that are used to complete each strategy can be found on the following pages.
Strategies that are in bold are key focus areas for FY 2010-11.
• Fire
4.1 Decrease crime and disorder through proactive approaches
• Municipal Court 4.2 Build effective community partnerships
4.3 Improve motorist safety
• Animal Services 4.4 Increase operational efficiency
4.5 Enhance animal services to promote resident safety and ensure that
animals are provided a safe and healthy environment
4.6 Enforce Municipal Court orders
4.7 Implement initiatives to prevent fire and EMS incidents
4.8 Enhance delivery of effective emergency services
4.9 Promote public safety in the built environment

53
FY10-11 FY 2010-11 Key
Strategy/
Action
Area Lead Outcome
4.1 Decrease crime and Police
disorder through proactive
approaches
4.1.1 Develop and implement tactics Police Reduced crime
specifically focused on reducing
crime
4.2 Build effective community Police
partnerships
4.2.1 Reduce crime and increase Police Reduced crime in
quality of life in multifamily apartments
communities
4.2.2 Expand community outreach to Police Form partnerships that
improve quality of life and lead to greater citizen
reduce crime satisfaction and reduces
juvenile crime
4.2.3 Provide volunteer and Police Use citizen volunteers to
educational opportunities to provide deterrence in
enhance resident safety crime prevention
4.3 Improve motorist safety Transportation
4.3.1 Analyze and implement tactics to Transportation Reduction in injury

reduce accidents and enhance accident rate
motorist safety
4.3.2 Monitor effectiveness of red light Transportation Reduction in accident
cameras and evaluate new severity at high accident
Strategic Goal 4
locations locations
4.4 Increase operational Police
efficiency
4.4.1 Enhance the ability of Police, Information Provide a level of
Fire, and Municipal Court to Technology customer service which
perform critical functions meets or exceeds the
current service level
agreement
4.4.2 Enhance city's capability to Emergency Increased level of
mitigate, prepare for, respond to Management community disaster
and recover from natural, resiliency
technological and man-made
disasters by meeting State
program
requirements
4.4.3 Maximize staffing resources Police Increased patrol
availability

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

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

55
4.9 Promote public safety in the Planning &
built environment Inspections
4.9.1 Ensure the Application of Planning & Inspections Contribute to a high

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

56
Police
Mission Statement
Larry Boyd, Police Chief
.Create an environment where
service to the community is
paramount and crime and fear of
crime is non-existent.
For budgetary purposes, the Police Department is comprised of five divisions:
Key Strategies Field Operations Bureau, Administrative Services Bureau, Investigative Ser-
 Utilize problem-solving tech- vices Bureau, Emergency Management and Staff.
niques to address the root
causes of crime and disorder. Field Operations Bureau:
 In the spirit of mutual responsi-  North Patrol Division
bility, partner with neighbor-  South Patrol Division
hoods and businesses to identify  Special Operations Division
and solve problems that lead to  Tactical Section
crime.  Traffic Section
 Vice/Narcotics
 Promptly review crime trends,
develop reduction strategies and
thoroughly evaluate results. Investigative Services Bureau: Administrative Services Bureau:
 Criminal Investigations
 Build on our tradition of relent-
Division
 Technical Services Division
less law enforcement and strong  Jail
 Criminal Investigations
sense of service.  Communications Section
 Criminalistics
 Respect our community by pro-  Property Section
 Auto Pound
tecting the constitutional rights  Administrative Division
 Gang Unit
of all individuals.  Budget Specialist
 Records Section
 Research & Development/Crime
 Foster an organizational culture  Intelligence Unit
Analysis
that values integrity, account-  Family Advocacy Ctr.
ability and ethical decision-  Community Services Div.
making.  Volunteer Program Emergency Management
 Effectively communicate with  School Resource
all members of our organiza- Program
tion.  Elementary Education
 Continually review training and  Problem Solving Team
personnel development pro-  Police Athletic League
grams to ensure employees are  Reserves
prepared to provide quality ser-  School crossing
vice.
Staff:
 Police Chief
Department at a  Internal Affairs
Glance:  Professional Standards
 Police Legal Advisor
FY 2010-11 Budget
$49,047,936
Full Time Employees

509 FY2010-11 Proposed Operating Budget
57
 Sustained our record low crime rate

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

58
Police
2008-09 2009-10 2010-11

Number of Part I Violent Crimes 607 537 <607
Number of Part I Property Crimes 8574 8058 <7,985
Crime rate per 100 Units at Crime-Free 0.32 0.31 <.83

Multifamily Program Apartments
Average Monthly Motor Vehicle Injury 50.08 65 <158
Accident Rate
Police Services Satisfaction Rating 73% >73% >73%
(Resident Survey)
Apartment Crime as a Percentage of Overall Crime N/A N/A <30%
Volunteer Hours Donated 15,017 14,462 14,448
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

FRANCHISE FEES $ 334,300 $ 334,300 $ 334,300 $ 240,000
FEES AND PERMITS $ 478,000 $ 478,000 $ 478,000 $ 607,500
COST REIMBURSEMENTS $ 1,169,490 $ 1,169,490 $ 1,169,490 $ 1,183,475
SALE OF GOODS $ 70,500 $ 70,500 $ 70,500 $ 66,000

59
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

BENEFITS $ 9,398,676 $ 10,444,799 $ 10,444,799 $ 10,965,812
SUPPLIES $ 1,239,162 $ 1,380,139 $ 1,345,639 $ 1,152,316
EQUIPMENT MAINTENANCE $ 1,654,700 $ 2,113,835 $ 2,093,835 $ 2,162,905
TRANSFERS $ 1,108,754 $ 1,316,837 $ 1,316,837 $ 33,350
CAPITAL $ 373,036 $ 57,500 $ 32,000 $ 14,500
Miscellaneous Transfers
Services 0%
3%
Equipment
Maintenance
3%
Supplies Salaries and Wages

Benefits 70%
2%
22%
Police

60
Police
0421 Field Operations $ 26,433,114 $ 26,938,269 $ 26,680,375 $ 24,592,089
0441 Admin Services $ 10,504,618 $ 10,896,363 $ 10,694,239 $ 9,948,599
0461 Investigative Svcs $ 12,045,592 $ 12,501,898 $ 12,182,482 $ 12,882,329
0481 Staff $ 1,117,238 $ 1,143,194 $ 1,131,220 $ 1,345,286
0491 Emergency Management $ 225,122 $ 378,812 $ 378,220 $ 279,633
TOTAL $ 50,325,684 $ 51,858,535 $ 51,066,535 $ 49,047,936
Emergency
Management
1%
Field Operations
Staff
52%
3%
Investigative Svcs.
24%
Admin. Services
21%
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
Field Admin Investigative Staff Emergency
Operations Services Svcs Management

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

Full-Time 509 509 509
Part-Time 76 76 76
Org 0421: Field Operations Bureau 242 244 244
Assistant Police Chief 1 1 1

Police Captain 3 3 3
Payroll Assistant 1 1 1
Senior Office Assistant 2 2 2
Police Lieutenant 11 11 11
Police Sergeant 27 27 27
Police Officer 196 198 198
Org 0441 Administrative Services Bureau 127 129 129

Senior Payroll Assistant 1 1 1
Budget Specialist 1 1 1
Police Communications Supervisor 6 6 6
Dispatcher I 16 16 16
Dispatcher II 22 22 22
Senior Dispatcher 7 7 7
Property & Evidence Supervisor 1 1 1
Senior Property Assistant 1 1 1
Property Assistant 4 4 4
Research and Planning Coordinator 1 1 1
Senior Crime Analyst 0 0 1
Crime Analyst 2 2 1
Detention Supervisor 7 7 7
Detention Officer 42 42 42
Police Communications Manager 1 1 1
Police Security Officer ** 1 1 1
Police
Police Officer Trainee ** 0 2 2

62
Police
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
0461 Investigative Services Bureau 205 202 202

Staff Assistant 3 3 3
Police Segeant 10 10 10
Counseling Services Manager 1 1 1
Counselor III 2 2 2
Counselor II 1 1 1
*Counselor II 1 1 1
*Counselor I 2 0 0
Counselor I 0 2 2
Property Assistant 2 2 2
School Crossing Guard Supervisor 1 1 1
PT School Crossing Guard 76 76 76
Lead Police Records Clerk 1 1 1
Senior Police Records Clerk 7 7 7
Police Records Clerk 14 14 14
Police Records Manager 1 1 1
Police Records Supervisor 1 1 1
Org 0481 Staff 7 6 7
Police Chief 1 1 1
Legal Secretary 1 1 1
Police Legal Advisor 1 1 1
Workforce Relations Specialist II 0 1 1
Org 0491 Emergency Management 4 4 3
Emergency Management Coordinator 1 1 1

Assistant Emergency Management Coordinator 1 1 1
**Emergency Management Planner 1 1 1
MMRS Coordinator 1 1 0
Staffing Notes:
Emergency Management, Org 0491, moved from City Manager's Office in FY 08-09
* Positions funded by the Criminal Justice Grant Fund
** Positions currently frozen
** Position funded by MMRS Grant

63
Police

64
Fire
Mario Molina,
Fire Chief
The Fire Department provides response
to fire, medical, extrication, hazardous
materials and other emergencies on a 24-
Mission Statement hour per day basis from 11 strategically
located stations. The Fire Department
.The mission of the Fire operates eleven engine companies, four
Department is to minimize the aerial truck companies and eight Mobile
dangers to life and property for Intensive Care Units.
our citizens, in the most efficient
way, through fire prevention
efforts, safety education,
investigations, fire control Department FY 2009-2010 Results
operations, and continuous
training in the fields of EMS, In an effort to promote fire safety and minimize the losses from fires, the Fire De-
Hazardous Materials and Rescue. partment: presented more than 1000 safety education programs to nearly 26,000
citizens; performed 9,916 building inspections; and conducted two Citizen Fire
Academies.
Our goal to maintain all response times for both fire equipment (average 4:42) and
Department at a ambulances (average 4:28) to less than five minutes was attained and our goal to
Glance: meet NFPA dispatch process time standards of 60 seconds was surpassed with an
average dispatch time of 33 seconds.
FY 2010-11 Budget All training goals in the areas of Hazardous Materials, medical training and Insur-
ance Services Offices (ISO) requirements were met.
$32,621,402
The IFD added the following fire apparatus to improve service to the City of Irving.
Two Crimson fire pumpers equipped with: 1500 GPM pump, 500 gallon water tank,
Full Time Employees 40 gallon foam tank, rear and side camera system, and several updated NFPA safety
features. A new Crimson aerial truck equipped with several of the same safety fea-
tures plus a 103’ LED illuminated ladder and 1500 GPM pump was placed in ser-
317 vice at Fire Station 2. The city’s first heavy rescue truck has been placed in service
at station 6. This vehicle is equipped with specialized rescue equipment for vehicle
extrication and building collapse.
The IFD and CFA Alumni participated in: Special Olympics (1004 volunteer
hours); “Fill the Boot” MDA fundraiser ($84,293 collected); and with IPD deliv-
ered Christmas dinner and toys to 1100 kids through the Blue Christmas program.
Irving Fire Department continues to deliver exceptional services. IFD has a cardiac
survival rate which is double the national average.

65
2008-09 2009-10 2010-11

Percent of emergency responses within 5 minutes 65% 70% 80%
Percent of fires confined to room of origin 37% 40% 75%
Emergency dispatch call processing time 34 33 <60 seconds
Percent of residents rating fire/ambulance response 93% 82% 80%

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

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

excellent/good
Average emergency response time in minutes <5
Percent decrease in Fire responses >2%
Percent decrease in EMS responses >2%
Percent decreases in fires caused by code violations >2%
Percent of functional staffing achieved >95%
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

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

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

66
Fire
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

BENEFITS $ 6,611,814 $ 7,213,733 $ 7,213,733 $ 7,338,268
SUPPLIES $ 997,581 $ 969,375 $ 929,375 $ 919,331
MISCELLANEOUS SERVICES $ 644,948 $ 849,435 $ 849,435 $ 1,012,824
TRANSFERS $ 614,880 $ 760,888 $ 760,888 $ 277,950
EQUIPMENT $ 29,558 $ - $ - $ -
Transfers Salaries and Wages

1% 69%
Miscellaneous
3%
2%
Supplies
3%
Benefits
22%
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
SALARIES AND BENEFITS SUPPLIES EQUIPMENT MISCELLANEOUS TRANSFERS EQUIPMENT
WAGES MAINTENANCE SERVICES
2008-09 A ctual 2009-10 A do pted 2009-10 Estimated 2010-11P ro po sed

67

0512 Administration $ 1,973,818 $ 2,076,693 $ 2,076,693 $ 1,680,007
0532 Fire Prevention $ 1,568,853 $ 1,685,036 $ 1,685,036 $ 1,613,671
0542 Communications $ 1,755,956 $ 1,823,112 $ 1,783,112 $ 1,815,359
0552 Operations $ 22,747,269 $ 23,191,889 $ 23,191,889 $ 21,162,813
0582 EMS $ 6,295,056 $ 6,731,491 $ 6,731,491 $ 6,349,553
TOTAL $ 34,340,952 $ 35,508,220 $ 35,468,220 $ 32,621,402
Communications
Fire Prevention
6%
5%
Administration
5%
EMS Operations
19% 65%
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$-
A dministratio n Fire P reventio n Co mmunicatio ns Operatio ns EM S
Fire
2008-09 A c tual 2009-10 A do pted 2009-10 Es tim ated 2010-11 P ro po s ed

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

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

Fire Chief 1 1 1
Assistant Fire Chief, Operations 1 1 1
Assistant Fire Chief, Logistics 1 1 1
Accounting Clerk I 1 1 1
Payroll Assistant 1 1 1
Fire Captain, Training/Career Development 1 1 2
Fire Lieutenant, Training 1 1 1
Battalion Chief of Research and Development 1 1 0
Battalion Chief of Special Assignments 0 1 0
Fire Programs Coordinator 1 1 1
Fire Property Coordinator 1 1 1
Property Technician 1 1 1
Org 0532: Fire Prevention 14 14 14

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

Battalion Chief, Comunications 0 0 1
Fire Captain 1 1 0
Fire Lieutenant 4 4 4
Firefighter 4 4 4
Fire Equipment Operator 8 8 8
Org 0552: Operations 218 218 219

Battalion Chief 6 6 6
Fire Captain 35 35 36
Firefighter 116 116 113
Org 0582: EMS 55 54 54

Asst. Chief, Safety & Career Development 1 1 1
Battalion Chief, EMS & Health 1 0 1
Fire Captain, Health and Safety 1 1 0
PT Office Assistant 1 1 1
Staffing Notes:
3 Firefighter positions were reclassified to Fire Lieutenant positions.

Battalion Chiefs moved from Admin org to Communications and EMS.

69
Organization Chart
Fire

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

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

Full Time Employees which reduced line time by requiring only pertinent information.
2. Implemented macros which automated a piece of the updating
41 process.
• The court began actively soliciting email addresses as well as allotted

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

71
Other Department Goals and Actions
• Implement a court collections plan which will include participation in the Scofflaw program
• Increase compliance by utilizing technology to remind defendants of scheduled court events.
• Encourage active interest in the Court by partnering with IISD through the Jack E. Singley Acad-
emy Internship program
• Utilize the Incode Automated Scheduling Module for common updates performed at the Court
which will increase efficiency.
• Participate in the fifth annual state-wide warrant roundup
2008-09 2009-10 2010-11

% of warrants cleared
within three months N/A >50%
% of FTA’s for scheduled

court hearings N/A <20%
Cases Set for Pre-trial 95%

Hearings and Trials
within 40 days of Request
Average Line Time <10 100%

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

72
Municipal Court
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

FINES AND OTHER CHARGES $ 7,922,000 $ 7,922,000 $ 7,922,000 $ 8,826,300
MISCELLANEOUS REVENUE $ 400 $ 400 $ 420 $ 400

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

BENEFITS $ 568,445 $ 678,584 $ 678,584 $ 722,060
SUPPLIES $ 29,378 $ 58,614 $ 54,486 $ 53,892
TRANSFERS $ 12,257 $ 9,112 $ 9,112 $ -
OTHER CAPITAL $ - $ - $ - $ -
Transfers
Miscellaneous Services 0%
0.1%
Equipment Maintenance Salaries and Wages

1% 71%
Benefits
26%
Supplies
2%

73
Administration
Court Services
8% Judicial
21%
11%
Teen Court
8%
Customer Service
22%
Warrant/Compliance
30%

1305 Administration $ 245,333 $ 247,689 $ 247,689 $ 216,578
1310 Judicial $ 287,674 $ 277,192 $ 277,192 $ 297,021
1320 Customer Service $ 562,023 $ 591,784 $ 591,784 $ 613,754
1330 Warrant/Compliance $ 762,295 $ 935,627 $ 929,899 $ 863,414
1340 Teen Court $ 203,158 $ 202,219 $ 202,219 $ 210,071
1350 Court Services $ 525,548 $ 543,854 $ 543,854 $ 574,727
TOTAL $ 2,586,031 $ 2,798,364 $ 2,792,636 $ 2,775,564
$1,000,000
$900,000
$800,000
$700,000
$600,000
Municipal Court
$500,000
$400,000
$300,000
$200,000
$100,000
$-
Administration Judicial Customer Service Warrant/Compliance Teen Court Court Services

74
Municipal Court
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 1305: Municipal Court Administration 3 3 3
Court Services Director 1 1 1

Administrative Coordinator 0 0 0
City Marshal 1 1 1
Org 1310: Judicial 2 2 2
Presiding Municipal Court Judge 1 1 1

Municipal Court Judge 1 1 1
Org 1320: Municipal Court Customer Service 11 11 11
Court Services Coordinator 1 1 1

Senior Court Clerk 2 2 2
Court Clerk 8 8 8
Org 1330: Warrant Compliance 12 12 12
Chief City Marshal 1 1 1

Senior City Marshal 1 1 1
City Marshal 5 5 5
Court Clerk 4 4 4
Org 1340: Teen Court 3 3 3

Teen Court Assistant 1 1 1
Court Services Assistant 0 0 0
Court Clerk 1 1 1
Org 1350: Municipal Court Services 10 10 10

Court Clerk 7 7 7
Staffing Notes:
Positions Funded in the Municipal Court Buildilng Security Fees Fund:

City Marshal - 1 Position

75
Organization Chart
Municipal Court

76
Animal Services
Our Vision
We aspire to be a city prepared and
Fred Sanderson,
educated to assure a safe, healthy and
caring environment for its people and
Manager
animals.
Our Mission The Animal Services Division is a part of the Goal 4 Initiative which is to Set
Animal Services promotes and pro- the Standard for a Safe and Secure City.
tects the health, safety and welfare of
Irving residents and animals
Our Value Statements
Our mission is achieved through Organizational Improvements:
shared values which include:  Extensive Strategic Planning was done, new procedures written and a needs
 Professionalism assessment was conducted.
 Responsibility  Implemented Balanced Scorecard model to further operational proficiency
 Compassion  Published informational brochures in Spanish and English
 Commitment  Significant Website Changes have been made, and online donation capabili-
ties were made available.
 Integrity
 Utilization of cross training across the department and succession planning
 Accountability
forecasting
 Self-Determination
 Sister cities collaboration project with Leon, Mexico
The Animal Services staff, in accor-  Established an improvement of the month program to reward process im-
dance with their mission, strives to: provement ideas
Keep Irving safe through informative  Successful Grand Opening Event held Saturday, March 27, 2010
tips, services and codes, and  Created shared graphic with DFW for the Irving Animal Care Campus
Find loving homes for adoptable along with a shared brochure
pets  Developing a plan to implement a community-wide movement toward a
100% Live Release Rate Goal
Our Motto  Third annual rabies vaccination clinic in November 2009 was held at the
Duty with Compassion shelter
 Partnered with DFW Humane Society on offsite adoption events and held
Department at a our annual Adopt-A-Thon and Coalition Tailgate Adopt-A-Thons in May
Glance: 2009
FY 2010-11 Budget
$1,490,681
Full Time Employees
15

77
2008-09 2009-10 2010-11

Live animal release rate 28% 42% 50%
Percent of service requests 69% 79% 75%

resolved
Number of pets registered N/A 5,000 8,000
Citizen satisfaction with overall 57% 55% 60%

quality of Animal Services:
Percent of citizens rating the 56% 54% 60%

quality of animal control in
neighborhoods as “excellent/good”
Number of animals handled 1,464 8,000 8,000
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

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

Animal Services

78
Animal Services
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

BENEFITS $ 215,769 $ 282,417 $ 282,417 $ 243,646
SUPPLIES $ 96,378 $ 128,295 $ 128,295 $ 261,700
TRANSFERS $ 17,043 $ 19,517 $ 19,517 $ -
EQUIPMENT $ 4,180 $ 15,000 $ 15,000 $ 15,000
7% Transfers Equipment
0% 1%
4%
Supplies
18% Salaries and Wages
54%
Benefits
16%

79
Veterinarian Clinic Administration

21% 31%
Shelter Operations
18%
Field Operations
30%

1751 Administration $ 1,133,815 $ 1,275,035 $ 1,275,035 $ 457,700
1752 Field Operations $ - $ - $ - $ 446,844
1753 Shelter Operations $ - $ - $ - $ 267,018
1754 Veterinarian Clinic $ - $ - $ - $ 319,119
TOTAL $ 1,133,815 $ 1,275,035 $ 1,275,035 $ 1,490,681
$1,400,000
$1,200,000
$1,000,000
$800,000
Animal Services
$600,000
$400,000
$200,000
$-
Administration Field Operations Shelter Operations Veterinarian Clinic

80
Animal Services
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Part-Time (PT)/Seasonal (SL) Employees 0 0 0
Org 1751 Administration 2 2 2
Animal Services Manager 1 1 1

Org 1752 Field Operations 7 7 7
Senior Animal Services Officer 1 1 1

Animal Services Officer 6 6 6
Org 1753 Shelter Operations 4 4 4
Shelter Supervisor 1 1 1
Shelter Attendant 3 3 3
Org 1754 Veterinarian Clinic 2 2 2
Veterinarian 1 1 1
Veterinary Technician 1 1 1

81
Organization Chart
Animal Services

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

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

purchases and contracts

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

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

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

85
FY10-11 FY 2010-11 Key
Strategy/
Action
Area Lead Outcome
6.1 Communicate key city Corporate
strategies and messages to Communications
residents and stakeholders
6.1.1 Increase promotion of ICTN ICTN Increase viewership of
programming ICTN
6.1.2 Implement new city logo Corporate Continue to brand the city
Communications using the new logo
6.1.3 Expand electronic messaging Corporate Create new messaging
throughout city facilities Communications opportunities in the city to
further communicate city
programs, initiatives and
events
6.1.4 Expand "voice of the customer" Corporate Provide residents with
opportunities Communications more opportunities to
offer feedback on city
initiatives
6.1.5 Boost communication partnership Corporate Communicate city
opportunities through city/chamber Communications messaging to business
calibration team sector and advance
Irving's placement in
D Magazine's top cities
in Texas
6.1.6 Develop effective communication Corporate Develop effective
tools through resident survey Communications communication tools
based on resident input
6.2 Expand the use of technology Information

to effectively communicate Technology
Strategic Goal 6
with the community

6.2.1 Strengthen and enhance online Information To evaluate the volume
services for external customers (IT) Technology of traffic/ website users
and identify any
improvements that need
to be made
6.2.2 Enhance and improve city website Information Evolve website to make
Technology sure its more user-
friendly, informative and
adaptive to new
technology
6.2.3 Enhance social media Corporate Keep up with the newest
opportunities Communications forms of communication:
social networking
6.2.4 Implement non-emergency Corporate Use this new form of
communications for mass Communications communication to
notification system broaden the number of
residents reached

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

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

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

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

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

89
Department FY 2009-10 Results (cont.)
 Planned and conducted a resident Town Hall Meeting and five Employee Town Hall Meetings
 Created 2010 Be Green calendar
 Conducted two special Eyes on Irving campaigns to increase number of callers; tripled monthly
average of reports

2008-09 2009-10 2010-11
Percent of residents rating “City 93% 94% >94%

Spectrum” as useful/very useful
Percent of residents rating “City 71% 73% 75%

Spectrum Extra” as useful/very useful
Percent of residents rating the City 71% 72% 75%

Manager’s Report as useful/very useful
Percent of residents rating the City 85% 85% >90%

website as useful/very useful
Percent of residents rating “City 87% 85% 87%

Briefs” as useful/very useful
Employees Rating Information from >90%

Corporate Communications
Corporate Communications as
Good or Excellent
Percent of residents rating ICTN 60% 65% >67%

as useful/very useful
Percent of residents rating fliers 69% 70% 72%

and brochures as useful/very useful
Percent of residents rating video on 57% 60% 65%

demand as useful/very useful
Departmental videos produced 55 40 45
Resident videos produced 142 100 120
Total On-Demand videos posted 400 450 475
Video streaming 303,230 310,000 310,000
ICTN web page views 34,288 35,000 37,000

90
Key Performance Indicators (cont.)
2008-09 2009-10 2010-11

Library checkouts of 766 800 825

ICTN programs
Hours on the air (ICTN) 11,154 17,520 18,000
Programming dubs made for 976 1,000 1,000

public
Print Shop jobs requested

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

Color 2,186,783 2,583,541 2,583,541
Black and White 2,011,972 2,201,551 2,201,551
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

FRANCHISE FEES $ 2,477,539 $ 1,988,000 $ 1,988,000 $ 2,465,000
MISCELLANEOUS $ - $ 3,200 $ 3,200 $ -

91
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

BENEFITS $ 408,623 $ 531,292 $ 530,998 $ 415,386
SUPPLIES $ 299,724 $ 383,440 $ 384,938 $ 329,400
EQUIPMENT MAINT. $ 68,135 $ 69,051 $ 69,051 $ 55,441
MISC. SERVICES $ 212,921 $ 412,870 $ 412,870 $ 204,725
TRANSFERS $ 54,618 $ 54,618 $ 54,618 $ -
CAPITAL $ 239,597 $ 207,000 $ 207,000 $ 185,000
Capital
7%
Transfers
0%
8%
2%
Salaries and Wages
56%
Supplies
12%
Benefits
15%
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFERS CAPITAL
AND MAINT. SERVICES
WAGES

92
2422 Administration $ 901,912 $ 1,356,640 $ 1,353,816 $ 826,328
2442 Cable Services $ 1,640,990 $ 1,708,312 $ 1,700,893 $ 1,593,029
2452 Print Shop and Mail Room $ 280,658 $ 313,317 $ 313,408 $ 308,024
TOTAL $ 2,823,660 $ 3,378,269 $ 3,368,117 $ 2,727,380
Administration
31% Cable Services
58%
Print Shop and
Mail Room
11%
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
Administration Cable Services Print Shop and Mail
Room

93
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Corporate Communications Director 1 1 1

Community Outreach Coordinator ** 2 1 0
Strategic Communications Manager 0 1 1
Community Outreach Manager 1 1 0
Senior Community Outreach Coordinator 1 1 0
Graphics Specialist 1 1 1
Graphic Designer 1 0 0
Publications Supervisor 1 1 1
Publications Specialist 1 1 1
Web Content Specialist 1 1 1
Org 2442: Video Services 19 18 18
Executive Producer 1 1 1
Senior Producer/Director 1 0 0
Producer/Director 3 3 3
Television Director/Editor 4 4 4
Chief Television Engineer 1 1 1
Video Technician 2 2 2
PT Senior Office Assistant 1 1 1
PT Intern - Production 6 6 6
Org 2452: Print Services 5 5 5
Print Shop Supervisor 1 1 1

Printer 2 2 2
Print Shop Assistant 1 1 1
PT - Mail Clerk 1 1 1
Staffing Notes:
Community Outreach Manager and one Office Coordinator position move to Management Operations
Team
Senior Community Outreach Coordinator and Community Outreach Coordinator positions move to
Intergovernmental Services Team.
**Community Outreach Coordinator position funded in Municipal Drainage Utility Fund

94
Organizational Chart
Org: 2422 2442 2452

Corporate
Communications Director
Office
Coordinator
Strategic
Executive
Communications
Producer
Manager
Office Assistant
Print Services Publications Web Content (PT)
Supervisor Supervisor Specialist
Producer/Director
(3)
Printer (2) Chief TV Engineer
Publications
Specialist
Director/Editor
Video Technician (3)
Print Assistant
(2)
Graphics Specialist
Director/Editor/
Intern Coordinator
Mail Clerk (PT)
ICTN Intern (PT)

(6)

95
96
Strategic Goal 7
Promote Excellence in Irving’s
Cultural, Recreational, and
Educational Environments
--------------------------------------------- The City of Irving will continue to develop the excellent variety of
programs that enhance the quality of life for its residents and visitors.
Working with community partners, the city will help provide excellent
• Library opportunities to enjoy life-enhancing activities. These civic institutions will
draw residents and visitors by establishing Irving as a leading city for
• Parks and Recreation cultural, recreational, and educational activities. The following strategies
are associated with Strategic Goal 7. Specific activities that are used to
• Irving Arts Center complete each strategy can be found on the following pages.
• Museum 7.1 Create innovative recreational, educational and cultural programs

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

97
FY10-11 FY 2010-11 Key
Strategy/
Action
Area Lead Outcome

7.1 Create innovative Parks & Libraries
recreational, educational and
cultural programs
7.1.1 Optimize number of events, Irving Arts Center Enhancement of

programs and services provided by programs
Arts Center
7.1.2 Optimize number of programs and Irving Arts Center Enhancement of
services provided by granting programs
program (IAC)
7.1.3 Expand use of Art Center facilities Irving Arts Center Increase use of facilities
7.1.4 Increase revenues generated by Irving Arts Center Increase rentals by 7%

Art Center facilities rentals
7.1.5 Develop and increase new revenue Parks & Libraries Identify new revenue
generation opportunities opportunities
(Parks/Recreation/Library)
7.1.6 Develop library services that Libraries Enhance emphasis on

engage the various cultures of the diversity programming
community
7.1.7 Continue to expand partnerships Parks & Libraries Expansion of

between the Libraries and consolidation of
Strategic Goal 7
Recreation resources
7.1.8 Implement Urban Forestry Program Parks Enhancement of urban

forestry program
7.2 Implement the comprehensive Parks & Libraries

library master plan
7.2.1 Restructure organization for Libraries Completed reorganization
service delivery and efficiencies to
meet new master plan
7.2.2 Develop comprehensive marketing Libraries Develop focused

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

98
Strategic Goal 7
7.3 Address the multiple needs Parks & Libraries
of aging and disabled
population
7.3.1 Expand program offerings for Parks Established new
disabled persons through creation partnerships for disabled
of new partnerships programming and
athletics
7.4 Plan, design and implement Capital

park and trail improvements Improvement
Program
7.4.1 Plan, design and implement Capital Completion of park

construction of new high quality Improvement improvements
park improvements Program
7.4.2 Develop plans and identify funding Capital Completion of the

resources to secure continuation Improvement Campión Trails system
of the Campion Trails throughout Program
Irving
7.5 Explore design alternatives Community

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

99
100
Parks & Recreation
Chris Michalski,
Director
The department is made up of eight divisions: Marketing/Business Services,
Youth Services, Parks, Athletics, Aquatics, Vector Control, Recreation, and
Corridor Maintenance
The functions of the Marketing/Business Services division include planning,

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

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

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

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

101
Department FY 2009-10 Accomplishments
• Established Tree Advisory Board, December 2009

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

2008-09 2009-10 2010-11
Number of on the job injuries 13 10 <10
Number of vehicular accidents 5 3 3
Average annual maintenance cost $3,707 $3,777 $3,600

per park acre
Customer Satisfaction Rating 95.5% 97% 97%

P ark s an d R e crea tio n
Participation 381,098 385,000 389,000
Revenue earned $1,508,459 $1,553,150 $1,668,899
Overall annual resident survey 73%

rating

102
P ark s an d R ecreation
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
RENTAL FACILITIES/GOLF COURSE $ 409,970 $ 482,000 $ 482,000 $ 623,449
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


BENEFITS $ 2,475,396 $ 2,907,243 $ 2,900,885 $ 2,316,376
SUPPLIES $ 672,724 $ 674,429 $ 674,429 $ 595,212
STRUCTURE MAINTENANCE $ 740,363 $ 762,500 $ 762,500 $ 309,500
TRANSFERS $ 251,662 $ 187,859 $ 187,859 $ -
BUILDINGS AND STRUCTURES $ - $ - $ - $ -
CAPITAL $ 176,147 $ 170,100 $ 170,100 $ -
Transfers
0%
9%
5%
Salaries and Wages
Structure Maintenance
60%
2%
Benefits
19%
Supplies
5%

103
Youth Services
3.09% Parks and Athletics
52.85%
Marketing/Business
Services 3%
Aquatics
10.38%
Recreation
Vector Control
26.74%
0.25%

0712 Marketing/Business Svcs $ 773,384 $ 912,799 $ 908,409 $ 830,374
0722 Youth Services $ 368,935 $ 306,421 $ 306,421 $ 383,493
0751 Parks and Athletics $ 6,763,388 $ 6,466,781 $ 6,466,781 $ 6,564,152
0752 Aquatics $ 1,133,009 $ 1,398,798 $ 1,398,798 $ 1,289,638
0762 Vector Control $ 44,633 $ 36,375 $ 36,375 $ 30,962
0782 Recreation $ 3,293,063 $ 3,575,346 $ 3,517,246 $ 3,321,705
TOTAL $ 15,464,053 $ 15,672,239 $ 15,609,749 $ 12,420,322
7000000
6000000
5000000
4000000
3000000
P a rk s a n d R e c r e a tio n
2000000
1000000
-1000000
Marketing/Business
Youth Services
Parks and AthleticsAquatics Vector Control Recreation Administration Custodial Building
Svcs Maintenance

104
Department Staffing
P a rk s a n d R e c r e a t io n
Funded Positions
2008-09 2009-10 2010-11

Part-Time (PT)/ Seasonal (SL) Employees 181 203 187
Org 0712: Marketing/Business Services 7 7 7
Community Services Team Director 1 1 1

Parks and Libraries Director 1 1 1
Marketing and Public Affairs Coordinator 1 1 1
Assistant to Managing Director 1 0 0
Org 0722: Youth Services 5 5 5
Community Programs Supervisor 1 1 1

Youth Programs Specialist 1 1 1
PT Recreation Specialist 1 1 1
PT Recreation Activities Leader 2 2 2
Org 0751: Parks and Athletics 91 97 97
Parks Manager 0 1 1
Parks Supervisor 5 3 3
Corridor Manager 0 1 1
Operations Manager 0 0 1
Horticulture Coordinator 1 1 1
Athletics and Aquatics Manager 0 1 1
Athletics Supervisor 1 0 0
Parks Crew Leader 13 12 12
Facilities Maintenance Mechanic 6 6 6
Groundskeeper I 12 12 12
Groundskeeper II 29 29 29
Crew Leader (funded by MDU) 0 1 1
Equipment Operator I (funded by MDU) 1 1 1
Maintenance Worker I (funded by MDU) 3 10 10
Horticulture Worker 4 4 4
Parks Sign Technician 1 1 1
Section Chief 3 4 4
Senior Welder 1 1 1
Park Equipment Mechanic 1 1 1
Warehouse Assistant 1 1 1
Welder 1 1 1
PT Facilities Maintenance Mechanic 2 2 1
PT Groundskeeper I 2 0 0
SL Senior Petting Farm Attendant 1 1 1
SL Petting Farm Attendant II 1 1 1
SL Petting Farm Attendant I 2 2 2

105
Funded Positions
2008-09 2009-10 2010-11
Org 0752: Parks Aquatics 86 112 97
Aquatics Supervisor 1 0 0
Aquatic Center Coordinator 1 1 1
Aquatic Center Lifeguard II 2 2 2
PT Pool Supervisor 5 6 6
PT Aquatic Center Lifeguard I 13 15 15
SL Pool Supervisor 4 5 3
SL Lifeguard II 10 13 11
SL Lifeguard I 46 60 49
SL Cashier 4 10 10
Org 0762: Vector Control 3 3 3

SL Vector Control Technician 1 1 1
SL Maintenance Worker 2 2 2
Org 0782: Parks Recreation 125 121 121
Recreation Manager 1 1 1
Recreation Center Supervisor 4 2 2
Community Programs Supervisor 1 2 2
Special Activities Coordinator 1 1 1
Senior Recreation Specialist 7 7 7
Recreation Specialist 17 17 17
Custodian 7 7 7
PT Recreation Activities Leader 19 19 19
PT Recreation Specialist 24 24 24
PT Van Driver 4 4 4
PT Custodian 9 9 9
SL Summer Recreation Leader 27 24 24
P ark s an d R ecreation
Staffing Notes:
FY 10-11
Building Services moved to Captial Improvement Projects Department
1 Administratvie Secretary - Frozen
1 Groundskeeper I - Frozen
2 Groundskeeper II - Frozen

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

107
108
Library Services
Chris Michalski, Director

Library Services is comprised of six divisions within the Central Library—
Administration, Adult Services, Children’s Services, Bookmobile, Circulation,
Technical Services—and three (3) branch library organizations—East Branch,
Valley Ranch Library and Northwest Branch. The West Irving Library is
scheduled to open in the spring of 2011. The library offers more than 600,000
items for public use including books, videos, music, audio books, and other
materials. Wireless access and 137 computers are available to the public.
Department FY 2009-10 Accomplishments
• Initiated construction of West Irving

Library.
• Selected design firm for new South
Irving Library.
• Consolidated organization chart to align
staffing with new library master plan.
• Initiated development of a new marketing campaign for library services.
• Expanded bilingual programming to include story times and puppet shows,
introduced native American story time and hosted three new cultural special
Department at a events/programs.
Glance: • Received monetary grants totaling $100,600, from American Library Asso-
ciation, Texas State Library and Archives Commission, Build-A-Bear Work-
FY 2010-11 Budget shop Bear Hugs Foundation and Texas Commission on the Arts.
• Introduced touch technology at Valley Ranch Library with installation of a
$6,192,199 Microsoft Surface Table.
• Introduced new Dewey Neighborhoods in adult non-fiction areas of
Full Time Employees Weddings, Green Living and biographies providing easier access to patrons.
68
• Held Learn 2B Green month supported by a grant from Bank of America.
• Hosted a six week Harry Potter Exhibit, sponsored by the National Library
Part Time Employees of Medicine with complementary programming.
46

109
Key Performance Indicators 2008-09 2009-10 2010-11
ACTUAL ESTIMATE TARGET
Library Services 95% 95% 96%
Overall customer satisfaction rating for

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

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

SALE OF GOODS $ 40,047 $ 40,000 $ 40,000 $ 40,000
MISCELLANEOUS $ 108,409 $ 152,000 $ 133,000 $ 152,000
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


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

SUPPLIES $ 629,419 $ 693,564 $ 693,564 $ 700,794
TRANSFERS $ 202,937 $ 202,937 $ 202,937 $ -
CAPITAL $ 21,552 $ - $ - $ -

110
L ibrary Services
Salaries and Wages
63%
Benefits
18%
Transfers
0% Supplies
Miscellaneous Services Equipment 11%
8% Maintenance
0%
Southw est Branch Administration

5% 5%
West Branch
8%
Adult Services
22%
Valley Ranch Branch
11%
East Branch
3%
Children's Services
6%
Technical Services Bookmobile

26% Circulation 3%
11%

111

1410 Administration $ 669,757 $ 661,917 $ 661,917 $ 308,970
1420 Adult $ 1,317,590 $ 1,400,266 $ 1,400,266 $ 1,373,764
1430 Children $ 473,170 $ 524,645 $ 524,645 $ 400,390
1435 Bookmobile $ 160,136 $ 182,081 $ 182,081 $ 166,860
1440 Circulation $ 625,963 $ 632,285 $ 632,285 $ 661,156
1450 Technical $ 1,443,938 $ 1,520,654 $ 1,520,654 $ 1,552,237
1460 East Branch $ 169,281 $ 267,067 $ 267,067 $ 203,751
1475 Valley Ranch Branch $ 836,549 $ 752,686 $ 752,686 $ 709,733
1480 West Branch $ 550,909 $ 564,196 $ 564,196 $ 504,700
1485 Southwest Branch $ 405,163 $ 410,920 $ 410,920 $ 310,638
TOTAL $ 6,652,456 $ 6,916,718 $ 6,916,718 $ 6,192,199
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
Library Services
$500,000
$-
SALARIES AND BENEFITS SUPPLIES EQUIPMENT MISCELLANEOUS TRANSFERS CAPITAL

112
L ib r a r y S e r v ic e s
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Library Director 1 1 1
Assistant Library Director 0 0 0
Library Services Coordinator 1 0 0
Budget Specialist 1 1 1
Org 1420: Adult Services 24 23 23
Library Services Manager 1 1 1
Grants Specialist 1 0 0
Library Services Supervisor 2 2 2
Senior Librarian 2 2 2
Publications and Web Editor 1 1 1
Librarian II 4 4 4
Librarian I 1 1 1
Senior Library Assistant 3 3 3
PT Librarian I 2 2 2
PT Senior Library Assistant 2 2 2
PT Library Assistant II 2 3 3
PT Graduate Intern 1 0 0
Org 1430: Children's Services 12 12 12
Librarian II 1 1 1
PT Staff Assistant 1 1 1
PT Library Assistant I 2 2 2
Org 1435: Bookmobile 3 3 3
Org 1440: Circulation 21 21 21
Circulation Supervisor 1 1 1
Library Service Coordinator 2 2 2
Library Assistant II 4 4 4
PT Library Assistant I 7 7 7

113
Department Staffing, Cont.
Funded Positions
2008-09 2009-10 2010-11
Org 1450: Technical Services 15 15 15
Technical Services Specialist 7 7 7
Technical Services Assistant 3 3 3
Library Aide 1 1 1
PT Office Assistant II 1 1 1
PT Technical Services Assistant 1 1 1
Org 1460: East Branch 5 5 5
Library Branch Manager 1 0 0
Org 1475: Valley Ranch Branch 14 14 14
Org 1480: West Branch 10 10 10
Org 1485: Southwest Branch 6 6 6
Librarian II 1 1 1
Staffing Notes:
FY 2010-11
1 Library Director - Frozen

1 Administrative Assistant - Frozen
L ibrary S erv ices
2 Senior Librarians - Frozen

114
Org 1410 1420 1430 1435 1440 1450 1460 1470 1475 1480 1485
Library Director
Library Services Manager

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

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

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

Library Branch Assistant (3) PT Graduate Intern Coordinator
Manager East Branch Librarian II
Northwest Branch Circulation
Senior Librarian (2)
Senior Library Supervisor
Librarian II
115
Assistant (2)
PT Librarian I
PT Librarian I
Senior Library Library Assistant II
PT Library Assistant (2) PT Library (4)
Senior Library Assistant I Assistant II (2)
Assistant (2) (2) Librarian II
Library Services
PT Senior Library
Coordinator PT Library
Librarian II Assistant (2)
PT Senior Library Bookmobile Assistant II
Assistant (2)

PT Library
Assistant II (2) Library Services
Senior Library Senior Library Coordinator
Senior Librarian
Assistant (2) Assistant
Librarian II
PT Library
Library Services Assistant I (7)
PT Library Coordinator
Assistant II (3) Senior Library
Assistant
Library Services
Coordinator
PT Senior Library
Assistant (2) PT Library Assistant
II (5)
L ibrary Services
116
Irving Arts Center
Richard Huff,
Mission Statement
Executive Director
The mission of the Irving Arts Board
and the Irving Arts Center is to serve
citizens of Irving through the support
and development of artistic opportuni- The Irving Arts Center is governed by the Irving Arts Board and the Irving
ties. City Council. The primary functions of the Irving Arts Board and the Arts
Center are: to provide the community with artistic opportunities in all forms
of the arts through Resident Arts Groups activities as well as arts program-
ming developed and provided by the Irving Arts Center and to provide the
highest quality facility for all of its users and their activities including build-
ings, equipment and staff.
Fund 2310 has been established as the Irving

Arts Center’s General Fund. This fund ac-
count for the operational expenses of the
Department at a Irving Arts Center.
Glance:
The Irving Arts Center sits on an eight-acre
site and consists of two state-of-the-art thea-
FY 2010-11 Budget
tres, four galleries, meeting rooms, recep-
tions space, rehearsal facilities and an out-
$3,891,693
door sculpture garden. Over 300 events are
held annually at the Arts Center including a
Full Time Employees
full range of performing arts activities, re-
ceptions and corporate meetings. The galler-
18
ies annually host more than 24 rotating exhi-
bitions.
Part Time Employees
10 Department FY 2009-10 Results
• Named “Best Place to Entertain the Family” for the 2010

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

117
Department FY 2009-10 Results (continued)
• Sold out two sessions of IAC’s Saturday School program (out of four) and reached an overall 93
percent capacity for the year, the highest capacity since the program’s inception in 2007. (7.6.)
• Received an ExxonMobil Community Summer Jobs Program intern for 2010 summer camp.
IAC is one of 75 D/FW non-profit institutions to be accepted into the program. (7.6.)
• Continuing work on Genghis Khan: The Exhibition in preparation of June 1, 2011 opening.
Development of educational, marketing, sponsorships and volunteer plans. (7.6.10)
• Developed plan and approved vendor for retro-fit of Art Lab for Genghis Khan: The Exhibition.
Moving forward with construction in August 2010. (7.6.10)
• Presented matinee performance of To Kill a Mockingbird on Oct. 13, 2009, exclusively for
middle and high school students. 517 students attended the performance. (7.6.18 and 7.6.20)
• For the third year, partnered with the Irving Art Association to present the Annual Texas and
Neighbors Regional Art Exhibition. 495 entries were submitted – the most entries in the compe-
tition’s 25-year history. (7.6.20)
• Partnered with Irving Black Arts Council to present “Celebrate the Harlem Renaissance,”
featuring three performances, premier of a national exhibition, Harlem Renaissance symposium
and free family activities. Total attendance was 9,313. (7.6.20)
• Premiered a national tour of the exhibition, 200 Year of African American Art: The Arthur
Primas Collection. The exhibition featured original works from the nation’s most well-known
African American artists. More than 4,800 people viewed the exhibition. (7.6.20)

2008-09 2009-10 2010-11
Percent of hours facilities 49% 45% 52%

are in use
Number of programs 203 260 221

presented by IAC
Number of programs 260 290 247

Provided through the financial
assistance programs
Revenues generated by facility

Irv in g A rts C en ter
rentals
Services provided by the Arts

Center Program
Services provided by the granting

program

118
Ir v in g A rts C en te r
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

ACTUAL ADOPTED ESTIMATE PROPOSED
TAXES $ 1,368,294 $ 1,434,340 $ 1,364,311 $ 1,315,157

CHARGES FOR SERVICES $ 520,781 $ 418,994 $ 410,067 $ 428,289
GRANTS $ 15,044 $ - $ - $ -
MISCELLANEOUS $ 160,455 $ 118,709 $ 116,157 $ 30,660

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ACTUAL ADOPTED ESTIMATE PROPOSED
BENEFITS $ 339,350 $ 414,292 $ 413,383 $ 408,055
SUPPLIES $ 182,809 $ 180,195 $ 186,402 $ 142,039
STRUCTURE MAINT. $ 82,576 $ 86,825 $ 96,863 $ 84,925
EQUIPMENT MAINT. $ 29,373 $ 46,958 $ 47,034 $ 42,927
MISC. SERVICES $ 2,515,929 $ 2,043,190 $ 2,503,087 $ 1,696,500
TRANSFERS $ 21,426 $ 61,559 $ 194,891 $ 97,116
LAND $ 521,500 $ - $ - $ -
BUILDINGS AND STRUCTURES $ 13,271 $ 29,500 $ 96,110 $ 22,200
EQUIPMENT $ 443,608 $ 123,000 $ 169,999 $ 65,000
Buildings and Structure

1% Equipment
2%
Transfers
3%
Salaries and Wages

Miscellaneous 34%
Services
42%
Benefits
11%
Equipment
Supplies
Maintenance
4%
1% Structural Maintenance
2%

119
Outreach Kids Art

0.34% 0.52%
Box Office
3.77%
House
2.46% Grants
Dupree 9.99% Administration
1.36% 31.19%
Operations
Carpenter 15.23%
3.94%
Shop
0.57%
Security
4.90%
Maintenance
Sculpture Garden 10.10%
Publications Projects
1.01%
0.99% 1.95%
Exhibits Gallery
2.50% 2.75% Posters Advertising
0.33% 5.15%

FUND ORG SUMMARY ACTUAL ADOPTED ESTIMATE PROPOSED
2310 25020 Administration $ 1,153,771 $ 1,255,434 $ 1,333,412 $ 1,220,288
2310 25021 Maintenance $ 824,401 $ 468,320 $ 504,886 $ 391,930
2310 25022 Security $ 185,060 $ 178,784 $ 192,100 $ 190,414
2310 25030 Marketing $ 132,217 $ 123,744 $ 162,969 $ 36,050
2310 25031 Advertising $ 271,157 $ 212,775 $ 230,717 $ 200,000
2310 25032 Publications $ 71,263 $ 67,800 $ 92,618 $ 38,453
2310 25033 Posters $ 4,604 $ 18,878 $ 21,508 $ 13,000
2310 25040 Gallery $ 195,447 $ 102,735 $ 111,935 $ 106,756
2310 25041 Exhibits $ 394,065 $ 136,975 $ 406,215 $ 96,950
2310 25042 Sculpture Garden $ 382,352 $ 67,992 $ 60,300 $ 39,316
2310 25050 Operations $ 536,544 $ 676,745 $ 735,166 $ 591,368
Ir v in g A rt s C e n te r
2310 25051 Shop $ 9,613 $ 14,170 $ 14,170 $ 22,256

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

120
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Department Total 32 0 32 28
Part-Time/SL Employees 12 0 12 10
Org 25020: Administration 10 0 10 8
Arts Director 1 1 1
Arts Administration Manager 1 1 1
Arts Operations Manager 1 1 1
Sponsorship Sales & Service Manager 1 1 1
Booking Assistant 1 1 1
Office Assistant 0 0 0
PT Staff Assistant 1 1 0
Org 25021: Maintenance 3 3 2
Senior Facilities Maintenance Mechanic 1 1 0
Org 25022: Security 3 3 3
Senior Security Officer 1 1 1
Security Officer 1 1 1
PT Security Officer 1 1 1
Org 25030: Marketing 1 1 1
Public Relations Specialist 1 1 1
Org 25040: Gallery 1 1 1
Arts Programs Coordinator 1 1 1
SL Summer Art Intern 0 0 0
Org 25050: Operations 5 5 5
Operations Supervisor 1 1 1
Theater Technician 2 2 2
PT Theater Technician 2 2 2
Org 25060: Front of House 6 6 5
PT Front of House Events Chief 1 1 1
PT Front of House Worker 5 5 4
Org 25061: Box Office 3 3 3
Box Office Coordinator 1 1 1
PT Customer Service Representative 2 2 2
Staffing Notes:
Summer art interns are only hired when summer art project is budgeted.
Educational Coordinator is a temporary employee for the Genghis Khan Exhbition

121
Org: 25020 25021 25022 25030 25040 25050 25060 25061
122
Heritage and Museum
Paul Gooch,
Community Services Team
Director
The Heritage and Museum Funds
provide funding for the City’s
museum facilities and archives. In
Fiscal Year 2003-04, a tax note was
sold to be used toward the
construction of a museum in the
City’s Heritage District. In addition to
the proposed heritage museum, the
Department at a City operates the Mustang Museum in
Glance: the Las Colinas Urban Center. The
Heritage and Museum Fund also
provides for expenditures associated with preservation and for capital
FY 2010-11 Budget expenditures. Non-personnel operating costs for existing museum efforts are
paid through the Museum Operating Fund.
$244,846
The Archives division collects, preserves, administers, and provides access to
Full Time Employees historical records created by the City of Irving and Irving residents and
organizations. In FY 2006-07, funding for the Archives division of the Irving
2 Public Library was moved under the Heritage and Museum Fund. However,
archives continues to report directly to the Library Services department.
Part Time Employees
1
• Conducted benchmarking efforts and design workshops to identify
potential Museum themes.
• Assessed three possible locations and completed SWOT analysis
• Completed and secured Council approval of locating Museum in the
current Library Building
Department FY 2010-11 Strategic Actions

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

123
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
TAXES $ 228,553 $ 282,179 $ 282,179 $ 219,191
CHARGES FOR SERVICES $ - $ - $ - $ -
MISCELLANEOUS $ 39,669 $ 49,060 $ 49,060 $ 37,300

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
BENEFITS $ 31,703 $ 34,985 $ 34,985 $ 34,985
SUPPLIES $ 3,127 $ 17,800 $ 17,800 $ 6,000
STRUCTURE MAINTENANCE $ 1,040 $ 1,500 $ 1,500 $ 1,500
EQUIPMENT MAINTENANCE $ 477 $ 1,200 $ 1,200 $ 750
TRANSFERS $ - $ 398 $ 398 $ 398
BUILDINGS AND STRUCTURES $ - $ 2,500 $ 2,500 $ 2,500
MISCELLANEOUS
EQUIPMENT SERVICES
MAINTENANCE 17%
0.3%
STRUCTURE
MAINTENANCE
0.6%
H e r ita g e a n d M u s e u m
SUPPLIES SALARIES AND WAGES

2% 66%
BENEFITS
14%

124
H erita g e an d M u seu m
Heritage
Museum
Heritage Museum
2%
Admin Admin
0.3% 48%
Archives
74%

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

125
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 2645 Administration 1 1 1
Preservation and Development Coordinator 0 0 0

PT Museum Guide 1 1 1
Org 2647 Archives 2 2 2
Senior Archivist 1 1 1
Archivist 1 1 1
Staffing Notes:
Department Reorganization:
Funding for Archives moved from Library Services in FY 2006-07. Archives was formerly
funded in the General Fund (org 1490).
The Preservation and Development Coordinator position was moved from Downtown and
Events Fund in FY 2006-07 and will report to the Downtown and Events Board.
The Preservation and Development Coordinator position was eliminated in FY 08-09.


126

127
128
Strategic Goal 8
Set the Standard for
Sound Governance,
---------------------------------------------
Fiscal Management,
• City Council
and Sustainability
• City Secretary’s Office
Just as every individual resident must manage his or her own budget, so must
• City Manager’s Office the city carefully manage its own resources. The city prioritizes budget items
in order to provide services that match the priorities determined by the City
Council and reflected in the city’s strategic goals. This way, no matter the
• Customer Service
current financial conditions, the city makes sure its budget is aligned with its
residents’ needs and is providing the outcomes they desire. The following
• Management Operations Team strategies are associated with Strategic Goal 8. Specific activities that are
used to complete each strategy can be found on the following pages.
• Financial Services Strategies that are in bold font are key focus areas for FY 2010-11.
• Non-Departmental 8.1 Institute a holistic customer service philosophy throughout the

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

129
FY 2010-11
FY10-11 Key
Strategy/ Strategies & Actions

Focus Primary Desired
Action
Area Lead Outcome
8.1 Institute a holistic customer Management
service philosophy throughout Operations
Team
the organization
8.1.1 Boost customer service delivery Management Provide excellent customer
throughout organization through the Operations service
implementation of shared internal Team
best practices
8.1.2 Create a one-stop shop delivering a Management Improved service delivery
variety of services to customers on Operations
the first floor of City Hall Team
8.1.3 Develop and implement Focus First Financial Develop and implement
on service training program Services comprehensive training
program for frontline
employees providing
service to water customers
based on American Water
Works Association training
guides
8.2 Develop partnerships and Management
relationships with other cities Operations
Team
and government entities
8.2.1 Enhance and improve educational, Management Strengthen relationships
mentoring and internship programs Operations and communication with
with other organizations Team community organizations
8.2.2 Identify new opportunities for Management Establish and enhance

Strategic Goal 8
working partnerships with other Operations relationships with agencies

agencies Team
8.3 Implement programs to recruit Management

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

process throughout organization Operations boarding process
Team throughout organization
8.3.3 Complete and implement citywide Management An increased number of

succession plan Operations positions are filled by
Team qualified internal
candidates

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

practices for achieving quality Team
and performance excellence
8.5.1 Achieve high-performance through Performance High performing
use of Baldrige criteria Team organization
8.5.2 Streamline and improve efficiencies Performance Cost savings, enhanced

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

through technology Technology
8.6.1 Enhance Information Technology's Information Identify any potential

service management Technology improvements with the
service provided by
Information Technology
and resolve them as
needed.
8.6.2 Ensure Information Technology's Information Maintain IT System and

compliance and business continuity Technology Services in compliance
8.6.3 Develop technology strategic Information To provide future areas of

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

reporting and processing Services of City's financial activity
in a timely and accurate
manner
8.7.2 Develop new revenue opportunities Financial Increased revenue

Services

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

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

programs Services program
Strategic Goal 8
8.11 Enhance strategic management Intergovernmental

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

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

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

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

Herbert A. Gears Mayor CFO—CMW Financial 2011
Michael Gallaway Council member—Place 1 Senior Inventory Planner 2013
Roy Santoscoy Council member—Place 2 Business Owner 2013
Allan E. Meagher Council member—Place 3 UPS Service Manager 2011
Lewis Patrick Council member—Place 4 Retired—City of Irving 2012
Rose Cannaday Mayor Pro Tem—Place 5 Owner of Mediation Company 2011
Rick Stopfer Deputy Mayor Pro Tem—Place 6 Retired, Auto Retail Consultant 2012
Gerald Farris Council member—Place 7 Regulatory Manager 2013
Joe Philipp Council member—Place 8 Business Management Consultant 2012
Department at a
Glance:
FY 2010-11 Budget
$201,632
Full Time Employees

135
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
BENEFITS $ 3,528 $ 5,136 $ 5,136 $ 5,472
SUPPLIES $ 9,664 $ 8,700 $ 8,700 $ 11,700
EQUIPMENT MAINTENANCE $ 158 $ 200 $ 200 $ 200
TRANSFERS $ 10,045 $ 10,045 $ 10,045 $ -
Salaries and Wages

Transfers
25.00%
0.00%
Benefits
2.71%
Supplies
Miscellaneous
5.80%
66.39%
Equipment
Maintenance
0.10%
$160,000
Mayor and Council
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$-
SA LA RIES A ND B ENEFITS SUP P LIES EQUIP M ENT M ISCELLA NEOUS TRA NSFERS
WA GES M A INTENA NCE SERVICES

136
City Secretary’s Office
Shanae Jennings,
City Secretary
Mission Statement The City Secretary’s Office consists of two divi-
sions: Administration and Records Management.
To act as a progressive administrator
of municipal clerical duties and legal The City Secretary is appointed by the City Coun-
records entrusted to the this office in cil, and as such, is responsible for documentation,
order to enhance delivery of superior publication and preservation of all official City
customer service to our diverse records, including minutes, ordinances, resolutions,
clientele. contracts, deeds and easements. The City Secre-
tary serves as Chief Election Official for all mu-
nicipal elections. The Records Management Divi-
sion implements the records program through its
three areas: Records Administration, Irving Mu-
nicipal Records Center and Microfilming and
Imaging Programs. The City Secretary is the
keeper of the City Seal
Department at a Department FY 2009-10 Results

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

137
Department FY 2009-10 Results (cont.)
 Transitioned council packets from an all hard copy process to a secured server on-line process.
 Microfilmed over 600,000 city documents.
2008-09 2009-010 2010-11

Completion of municipal legislation 95% 95% 95%
Timely compliance with Texas Public N/A 90% 100%

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

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

Schedule
Records located with initial request 98%

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

FEES AND PERMITS $ 3,305 $ 1,000 $ 1,000 $ 1,000
SALE OF GOODS SOLD $ 20 $ - $ - $ -

138
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
BENEFITS $ 160,421 $ 183,856 $ 183,856 $ 172,361
SUPPLIES $ 19,374 $ 22,395 $ 22,395 $ 20,700
EQUIPMENT MAINTENANCE $ 525 $ 2,150 $ 2,150 $ 1,350
TRANSFERS $ 12,191 $ 12,191 $ 12,191 $ -
OTHER CAPITAL $ 76,497 $ - $ - $ -
DEPARTMENT TOTAL $ 1,092,367 $ 1,067,421 $ 1,067,421 $ 981,346
Transfers
0.0%
25.7% Salaries and Wages
54.5%
Benefits
17.6%
0.1%
Supplies
2.1%
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
SA LA RIES A ND B ENEFITS SUP P LIES EQUIP M ENT M ISCELLA NEOUS TRA NSFERS OTHER CA P ITA L
WA GES M A INTENA NCE SERVICES

139
0201 Administration $ 694,635 $ 668,882 $ 668,882 $ 616,335
0210 Records Management $ 397,733 $ 398,539 $ 398,539 $ 365,011
TOTAL $ 1,092,367 $ 1,067,421 $ 1,067,421 $ 981,346
Records
Management Administration
37% 63%
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
Administration Records Management
2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Adopted

140
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
City Secretary 1 1 1
Senior Management Analyst 1 1 1
Executive Assistant 2 2 2
Receptionist 1 1 0
Org 0210: Records Management 5 5 5
Records Management Officer 1 1 1

Senior Records Technician 1 1 1
Records Technician * 3 3 3
Staffing Notes:
Receptionist position transferred to Dept.09

* One Records Technician position is currently frozen.

141
Organization Chart

142
City Manager’s Office
Tomas “Tommy” Gonzalez
City Manager
The City Manager serves as the Chief Executive Officer for the city and
Department at a reports directly to the Mayor and City Council. He is responsible for advis-
ing the City Council on all administrative matters such as the financial con-
Glance: dition of the city, public safety, economic development, infrastructure and
capital improvement plans.
FY 2010-11 Budget
The City Manager leads the operations of all city departments through both
$755,765 administrative and budgetary processes which mirror the goals set out in the
strategic plan. This plan guides the projects and activities of the staff to en-
sure that the results attained are in line with the priorities of the City Coun-
Full Time Employees cil, residents, businesses and visitors.
5 In addition to services as the CEO of the city, the City Manager also serves
in pivotal roles regionally to represent the city in arenas such as transporta-
tion, water attainment, grant funding, special events, such as the Super
Bowl, and partnering with other City Managers to increase the cohesiveness
of the North Texas area.
The staff in the City Manager’s Office supports the City Manager through
such functions as managing ongoing meetings of the leadership team,
maintaining communication with internal and external customers on current
and future plans as well as lead citywide reward and succession programs.

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

143
Other significant accomplishments of the City Manager’s Office include:
 Maintained a balanced budget given volatile market conditions

 Completed 5 year financial forecast
 Completed 5 year CIP plan
 Energy Contract Savings of $10,255,781
 Prescriptive training created to address mystery/secret shopper program results
 Pay for Performance initiated for all directors
 Additional incentives for employees
 Bilingual pay
 Irving Wellness Incentive Now (IWIN)
 Consolidated HHS operations under city structure to streamline neighborhood program service
delivery
2008-09 2009-10 2010-11

Percent of actions supporting Council priori- 93% 95% 100%
ties completed on schedule
Property tax rate among 10 benchmark cities 2nd lowest 2nd lowest 2nd lowest
Moody’s G.O. bond rating Aaa Aaa Aaa
Standard & Poor’s G.O. bond rating AAA AAA AAA
Percentage of residents rating overall 73% 73% 75%

quality of city services as excellent/good

144
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
BENEFITS $ 187,531 $ 204,913 $ 204,913 $ 181,860
SUPPLIES $ 17,883 $ 26,100 $ 26,100 $ 18,100
TRANSFERS $ 10,435 $ 10,435 $ 10,435 $ -
DEPARTMENT TOTAL $ 1,035,184 $ 829,178 $ 829,178 $ 755,765
Transfers
Misc.Services 0.0%
5.7%
Equipment Maint. Salaries and Wages

0.0% 67.8%
Benefits
Supplies 24.1%
2.4%
$800,000
$600,000
$400,000
$200,000
$-
SALARIES AND BENEFITS SUPPLIES EQUIPMENT MISCELLANEOUS TRANSFERS

145
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 0301: Office of City Manager 7 5 5
City Manager 1 1 1
Managing Director 1 0 0
Strategic Resources Team Director * 0 0 1
Director, Management Operations 0 1 1
Assistant Director, Management Operations 0 1 0
Assistant to the City Manager 1 0 0
Sr Management Analyst 1 0 0
Intern 1 0 0
Org 0341: Audit 2 0 0
Internal Audit Manager 1 0 0

Senior Internal Auditor 1 0 0
Staffing Notes:
Assistant Director position transferred to Management Operations department

* Strategic Resources Team Director position transferred from Performance Team and
is currently frozen

146
Organization Chart

147
148
Financial Services
Max S. Duplant,
Chief Financial Officer
Mission Statement The Financial Services Department includes seven (7) divisions: Admini-
stration, Accounting, Treasury Management, Budget & Compensation,
The Financial Services Department
Benefit & Wellness, Risk Management and Customer Services. Financial
provides useful, timely and reliable
Services has responsibility for all fiscal matters related to the City of Irving.
financial information and support to
In addition, the department has oversight responsibility in regard to the TIF
City staff, management, Council,
District.
citizens and external parties.
Department at a Department FY 2009-10 Results

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

149
 Complete FY10 audit by January 19, 2011
 Review feasibility of converting wire payments to ACH
 Coordinate the financing of the Entertainment Venue Project
 Work closely with ICVB and SMG on the Convention Center financial operations
 Provide Basic Banner training to departments
 Enhance Customer Service training through the implementation of a comprehensive training

program based on American Water Works Association’s “Focus First of Service” specifically
geared toward customer service in the water industry
 Explore options for meeting customer payment obligations while increasing overall convenience
of accessing services—recurring credit card payments and pay by phone
 Implement remote work order system through current utility billing software to increase efficiency
of utility service technician activities
 Complete meter reading route optimization to increase meter reading efficiencies

Financial Services

150
Financial Services
2008-09 2009-10 2010-11

Number of material weaknesses 0 0 0
Percent of invoices paid within 30 days 99.27% 99% 99%
Quarterly rate earned on investments 0.95% 0.39% 0.25%
Percent of delinquent active accounts 9.78% 8.41% <10%
Percent of bills generated without errors (per 10,000) N/A 6% <10%
Percent score for quality assurance evaluations 90.78% 85.46% 90%
Number of workers compensation medical-only claims 133 130 128
Number of workers compensation lost-time claims 34 32 30
Number of workers compensation record-only claims 109 108 107
Workers compensation claims per 100 employees 16 15 15
Number of preventable vehicle accidents 106 84 80
Injuries receiving medical treatment as a % of total 60% 60% 60%

reported injuries
Number of preventable body mechanics injuries 30 28 26
Number of preventable backing vehicle incidents 34 20 15
Percent of employees rating overall customer 96% 100% 90%

experience with risk management as “good” or
“excellent”
Overall improvement in Corporate Wellness N/A N/A 20%
Error in budget predictions N/A N/A 5%

Health plan claims cost per enrollee

151
Revenue Summary by Category—General Fund
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
FEES AND PERMITS $ 28,125 $ 37,000 $ 37,000 $ 37,000

COST REIMBURSEMENTS $ 8,250 $ 15,500 $ 15,500 $ 15,500
SALE OF GOODS $ 70,859 $ - $ - $ -
TRANSFERS FROM OTHER FUNDS $ - $ 25,482 $ 25,482 $ -
Expenditure Summary by Category—General Fund

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

BENEFITS $ 371,856 $ 383,902 $ 383,902 $ 645,216
SUPPLIES $ 53,832 $ 33,350 $ 33,350 $ 65,750
EQUIPMENT MAINTENANCE $ 45 $ 995 $ 995 $ 2,906
TRANSFERS $ 23,251 $ 18,804 $ 18,804 $ -
BUILDING AND STRUCTURES $ - $ - $ - $ -

CAPITAL $ - $ - $ - $ -
Salaries and Wages

Benefits
Financial Services
58%
20%
20%
Supplies
Transfers
2%
0% Equipment Maintenance
0.1%

152
Financial Services
Expenditure Summary by Organization—General Fund
ORG SUMMARY ACTUAL ADOPTED ESTIMATED ADOPTED
0801 Accounting $ 1,080,429 $ 1,092,134 $ 1,092,166 $ 1,080,725
0802 Budget and Compensation $ - $ - $ - $ 476,225
0803 Revenue and Debt $ 111,587 $ 119,113 $ 119,113 $ 676,139
0805 Administration $ 245,867 $ 329,606 $ 329,606 $ 217,154
0811 Tax Administration $ 578,511 $ 567,698 $ 567,698 $ 0
0814 Collections $ - $ - $ - $ 92,392
0821 Purchasing $ 375,851 $ - $ - $ -
0870 Benefits $ - $ - $ - $ 454,315
0871 Risk $ - $ - $ - $ 242,594
TOTAL $ 2,392,245 $ 2,108,551 $ 2,108,583 $ 3,239,544
Risk
Benefits 8% Accounting
Tax Collection
14% 35%
0%
Revenue and Debt
21%
Finance Administration
7%
Budget &
Compensation
15%
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
A cco unting B udget and Revenue and A dministratio n Tax Co llectio ns P urchasing B enefits Risk
Co mpensatio n Debt A dministratio n

153
Revenue Summary by Category—System Fund
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

CHARGES FOR SERVICES $ - $ 2,535,000 $ - $ -
COST REIMBURSEMENTS $ - $ 15,000 $ - $ -
DEPARTMENT TOTAL $ - $ 2,550,000 $ - $ -
Expenditure Summary by Category—System Fund

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
BENEFITS $ 401,478 $ 431,508 $ 431,508 $ 492,885
SUPPLIES $ 356,029 $ 391,750 $ 391,750 $ 330,700
STRUCTURE MAINTENANCE $ - $ 8,361 $ 8,361 $ -
TRANSFERS $ 18,391 $ 14,674 $ 14,674 $ 29,674
BUILDING AND STRUCTURES $ - $ 123,992 $ - $ -
OTHER CAPITAL $ - $ - $ - $ 18,400
Salaries and Wages

Benefits
54%
19%
Supplies
Financial Services
13%
Transfers
1% Structure Maintenance
0.0%
9%
4%

154
Financial Services
Expenditure Summary by Organization—System Fund
0802 Budget $ 56,004 $ - $ 55,000 $ 74,264
0812 Business Services $ 276,041 $ 527,635 $ 403,643 $ 287,469
0813 Customer Relations $ 337,065 $ 355,148 $ 355,148 $ 306,562
0814 Collections $ 553,396 $ 584,231 $ 584,231 $ 664,728
0815 Utility Billing $ 1,102,759 $ 1,137,678 $ 1,137,678 $ 1,229,987
TOTAL $ 2,325,265 $ 2,604,692 $ 2,535,700 $ 2,563,011
Budget
3% Business Services
11%
Customer Relations
12%
Utility Billing
48% Collections
26%
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
Budget Business Customer Collections Utility Billing
Services Relations

155
Departmental Staffing—General Fund
Funded Positions
2008-09 2009-10 2010-11
Org 0801: Accounting 15 15 14

Controller 1 1 1
Accounting Manager 1 1 1
Senior Accountant 1 1 1
Fixed Asset Analyst 1 1 1
Accountant * 2 2 2
Accounting Clerk Supervisor 1 0 1
Accounting Clerk Supervisor PT 0 1 0
Payroll Specialist 1 1 1
Senior Accounting Clerk 2 2 2
Accounting Clerk II * 5 5 4
Org 0802: Budget and Compensation 0 0 5

Budget Admin - Asst. CFO - Budget 0 0 1
Budget Coordinator 0 0 1
Budget and Financial Analyst ** 0 0 1
Senior Strategic Services Specialist 0 0 1
Payroll Coordinator 0 0 1
Org 0803: Revenue and Debt 1 1 1

Treasury Manager - Asst. CFO - Treasury 1 1 1

Chief Financial Officer 1 1 1
Assistant Chief Financial Officer 1 1 1
Financial Services Assistant 1 1 1
Org 0811: Tax Administration 1 1 0

Customer Service Representative 1 1 0
Financial Services
Org 0814: Collections 0 0 2

Org 0870: Benefits 0 0 4

Benefits & Risk Management Administrator 0 0 1
Strategic Resources Supervisor 0 0 1
Pension Plan Assistant PT 0 0 1
Org 0871: Risk Management 0 0 3

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

156
Financial Services
Staffing Notes:
One (1) Accounting Clerk II and one Permit Specialist positions transferred to Collections
with all Customer Services function at first-floor of City Hall.
Assistant Chieft Financial Officer and Financial Services Assistant positions are held vacant.
Budget and Treasury Managers temporarily promoted to Assistant CFOs.
Tax Admin outsourced to Dallas County.
Pension Plan Assistant reclassed from a parttime Ground Keeping I and will be reimbursed
by SBP fund
Budget and Compensation, Benefits and Risk Management orgs transferred from
Strategic Resources
* Grants Accountant position funded 25% by HHS Funds

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

157
Financial Services

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

Budget And Financial Analyst 0 0 1
Org 0812: Business Services 2 3 3

Business Services Analyst 1 1 1
Busines Services Coordinator 0 0 0
Org 0813: Customer Relations 7 6 5

Customer Service Supervisor 1 1 1
Senior Customer Service Representative 1 1 1
Customer Service Representative * 5 4 3
Org 0814: Collections 9 9 9

Senior Customer Service Representative 1 1 1
Org 0815: Utility Billing 15 15 15

Billing Systems Technician 1 1 1
Senior Utility Service Technician 1 1 1
Billing Systems Clerk 1 1 1
Utility Service Technician 3 3 3
Meter Reader 4 4 4
Meter Reader PT 3 3 3
Staffing Notes:
One (1) Customer Service Representative position reduced due to operational

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

159
Financial Services

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

161
The Management Operations Team forged relationships with local independent schools districts and
private schools to improve joint communication, activities and resources for residents. The team also
implemented a visitor management system for City Hall which included increased customer service
and security. The media team was formed to enhance outreach to all media streams and increase
messaging throughout the region about Irving. Additionally, a town hall meeting was held to inform
residents on citywide projects, three employee town hall meetings were held to inform employees on
internal improvements and one Spanish town hall meeting was held to speak directly to the Spanish
speaking population of Irving.
2008-09 2009-10 2010-11

Senior Promotions Filled by Internal Candi- 36% 32% >30%
dates
Residents’ Rating on Customer Service Sat- 67% 67% >90%

isfaction
Increased number of internship opportunities n/a n/a >20%
throughout the organization
Recruitment Satisfaction Rating n/a n/a >90%
Neighborhood Association Satisfaction Rat- n/a n/a >90%

ing
Management Operations
Fair and Balanced Media Coverage n/a n/a >80%
Neighborhood Roundtable Attendance 260 265 270
Inquiries (questions) worked 1,100 1,150 1,200
Inquiries (concerns) worked 310 335 300
Number of people reached through Speaker’s 1,900 1,950 2,000

Bureau presentations

162
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SALARIES AND WAGES $ 139,256 $ - $ 287,146 $ 454,998

BENEFITS $ 29,256 $ - $ 75,033 $ 156,522
SUPPLIES $ 30 $ - $ - $ 25,550
EQUIPMENT MAINTENANCE $ 23 $ - $ - $ 75
MISCELLANEOUS SERVICES $ 28,547 $ - $ - $ 319,030
TRANSFERS $ - $ - $ - $ -
DEPARTMENT TOTAL $ 197,112 $ - $ 362,179 $ 956,175
Miscellaneous
48%
Benefits
16%
Equipment
Maintenance
0.01% Supplies
2.7%
$500,000
$400,000
$300,000
$200,000
$100,000
$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFERS
AND MAINT. SERVICES
WAGES

163
Departmental Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 0904: Customer Service 4 0 8
Assistant Director 0 0 1
Community Outreach Manager 0 0 1
Guest Services Supervisor 0 0 1
Guest Services Ambassador 0 0 2
Sr. Office Assistant 0 0 1
Director of Admin Services & External Relations 1 0 0
Assistant Director of Admin Svcs & Ext Relations 1 0 0
Management Analyst 1 0 0
Graduate Intern - PT 1 0 0
Staffing Notes:
Assistant Director position transferred from City Manager's Office

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

Corporate Communication
Guest Services Supervisor positions transferred from Code Enforcement department

164
Director of Management
Operations
Community Outreach
Assistant Director
Manager
Senior Office Guest Services Strategic Resource

Office Coordinator
Assistant Supervisor Specialist
165
Guest Services Guest Services
Ambassador Ambassador
166
Non-Departmental
Non - Departmental
Provides payment for the following functions which benefit only General
Fund departments, but which can not be allocated to a specific department:
Department at a Salaries & Benefits – In prior budgets these accounts in Non-

Glance: Departmental have been used to estimate the cost of changes to the pay
plan, market adjustments, or changes in health insurance costs or plan de-
sign for the entire General Fund.
FY 2010-11 Budget Utilities – Telephone, gas, electricity, and water for general municipal fa-
cilities.
$21,965,363
Insurance – Premiums for insurance including property and casualty, pub-
lic officials, errors and omissions, and Workers’ Compensation.
Full Time Employees
Financial Services – Audit and bond rating services, ambulance collection
0
services, loan subsidy program, and Economic Development Foundation
costs.
Other – Copy machine rental, maintenance and supplies, garbage bags for
resale, annual budget review, board appreciation banquets; and armored car
service.
Transportation Summit
In FY 2003-04, a separate Organization was created to track the expendi-
tures of the annual Transportation Summit that the City of Irving hosts in
August. This summit brings together planners, administrators and elected
officials from the North Texas region to discuss the area’s overall transpor-
tation needs. The August 2011 summit will be the 14th Annual Transporta-
tion Summit

167
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
AD VALOREM TAXES $ 73,516,214 $ 71,016,103 $ 70,116,692 $ 69,272,317
SALES TAX $ 47,389,976 $ 47,615,000 $ 44,603,531 $ 44,615,000
FRANCHISE FEES $ 24,024,947 $ 20,936,925 $ 18,116,629 $ 18,506,950
SALE OF GOODS $ 108,333 $ 102,000 $ 103,500 $ 107,500
USE OF CITY FACILITIES $ 107,152 $ 110,802 $ 110,532 $ 94,532
MISCELLANEOUS $ 1,690,025 $ 2,856,730 $ 1,655,600 $ 2,043,752
SALE OF GOODS
COST 0% MISCELLANEOUS
REIMBURSEMENTS 2% TRANSFERS FROM
0%
USE OF CITY OTHER FUNDS
FACILITIES 5%
0%
FRANCHISE FEES AD VALOREM TAXES

14% SALES TAX 47%
32%
Non-departmental

168
Non-departmental
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SALARIES AND WAGES $ - $ 743,711 $ (3,184,472) $ 223,680
BENEFITS $ - $ (1,680,476) $ (1,680,476) $ (1,418,860)
SUPPLIES $ 121,458 $ 122,112 $ 122,112 $ 115,900
TRANSFERS $ 8,599,222 $ 5,023,570 $ 4,048,070 $ 5,928,871
CAPITAL $ 152,393 $ - $ - $ -

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
1001 Non-Departmental $ 26,751,777 $ 20,582,676 $ 15,678,994 $ 21,089,838
1003 Transportation Summit $ 698,795 $ 940,347 $ 940,347 $ 875,525
TOTAL $ 27,450,572 $ 21,523,023 $ 16,619,341 $ 21,965,363
Millions
$30
$25
$20
$15
$10
$5
$0
Non-Departmental Transportation Summit

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

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

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

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

Irving University Course Offerings Online N/A N/A 20%
General Government Employees Completing N/A N/A 80%

Required Courses
Completion of Audits within 45 Days of Start N/A N/A 80%
Customer Service Rating by Internal Customers 93% 93% 90%
Cost Savings and Avoidance from Reviews, N/A N/A $80,000

Lean Six Sigma (LSS) and Audits
Productivity Savings from Reviews, LSS and N/A N/A 4 FTEs

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

172
Performance Team
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SALARIES AND WAGES $ 1,398,775 $ 1,518,184 $ 1,518,184 $ 392,006

BENEFITS $ 440,597 $ 514,656 $ 514,656 $ 124,001
SUPPLIES $ 90,203 $ 99,850 $ 90,850 $ 45,500
TRANSFERS $ 21,710 $ 21,710 $ 21,710 $ -
OTHER CAPITAL $ - $ - $ - $ -
DEPARTMENT TOTAL $ 2,473,847 $ 2,792,583 $ 2,733,504 $ 808,082
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
SALARIES AND BENEFITS SUPPLIES EQUIPMENT MISCELLANEOUS TRANSFERS OTHER CAPITAL
Transfers
0%
Miscellaneous
49%
Benefits
15%
0.3% Supplies
6%

173
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Budget Administrator 1 1 0
Budget Coordinator 1 1 0
Senior Budget and Financial Analyst 1 0 0
Budget and Financial Analyst 1 2 0
Senior Strategic Services Specialist 1 1 0
Payroll Coordinator 1 1 0
Budget Intern (PT) 1 0 0
Strategic Resources & Budget Director 1 0 0

Strategic Resources Team Director 0 1 0
Org 1205: Strategic Innovations 3 6 6
Chief Performance Officer 0 1 1
Performance Auditor Manager 0 1 1
Senior Management Analyst 1 1 1
Process Improvement Specialist 1 0 0
Performance Coordinator * 0 1 1
Senior Performance Auditor 0 1 1
Org 1222: Workforce Services 4 5 0

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

Strategic Resources Specialist I 0 1 0
Senior Strategic Resources Specialist 1 1 0
Org 1252: Benefits and Risk Management 3 6 0

Risk Management Technician 1 1 0
Benefits & Risk Management Administrator 0 1 0

174
Performance Team
Department Staffing (cont.)
Staffing Notes:
Org 1201 changes to 0802 under Finance department

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

175
176
City Attorney’s Office
Charles R. Anderson
City Attorney
Mission Statement Pursuing the Strategic Goal of Sound
Governance, the City Attorney’s Of-
Deliver exceptional legal services and
fice provides creative and innovative
vigorously represent and promote the
legal counsel and advice to the Mayor,
City of Irving’s interest and vision.
City Council, City Boards and Com-
missions, and City staff. The Legal
Team actively supports the Council’s
vision of our community through stra-
tegic planning for development of the
Department at a community, supporting the code en-
forcement initiatives, litigation, legis-
Glance: lative efforts, prosecution of Municipal
Court cases, and meeting the City’s other legal needs.
FY 2010-11 Budget
$2,040,682
Full Time Employees

17
Goal 1
 11/09—1/10—Planned and staged a Summit of Texas Code En-
forcement Attorneys to expand knowledge, look for best practices,
and establish Irving as a leader in Code Enforcement
 10/22/09—Drafted amendments to Streets and Sidewalks chapter of
the Irving City Code to provide regulation for newsracks on right-of-
ways (Ord. 9129)
 10/22/09—Zoning Ord 1144, Sec. 52-36—Assisted in drafting ordi-
nance to provide requirements for garage conversions (Ord. 9132)
Goal 2
 12/03/09—Assisted in drafting ordinance adopting the 2006/08 Edi-
tions of the Construction Codes and Regional and Local Amend-
ments (Ord. 9138)
 12/03/09—Assisted in drafting ordinance adopting the 2006 Interna-
tional Fire Code and Regional and Local Amendments (Ord. 9139)
Goal 3
 12/03/09—Drafted amendments to Irving Policy Statement on Local
Economic Development and Business Stimulation Incentives (Ord.
9137)

177
Department FY 2009-10 Results (Cont.)
Goal 4:
 10/08/09—Drafted amendments to the Personnel chapter of the Irving City Code to authorize
education incentive pay and certification incentive pay for eligible police and fire civil service
personnel (Ord. 9125)
Goal 7:
 10/22/09—Drafted amendments to Zoning Ord. 1144, Sec. 52-49—Relating to the sale,
serving or storage of alcoholic beverages at city facilities (Ord. 9133)
Goal 8:
 12/17/09—Recovered $252,000 from the state for custom license fees related to the Dallas
Cowboys
 1/14/10—Drafted amendments to Records Management article of Chapter 2 of the Irving City
Code to adopt a General Records Control Schedule for city records
Goal 10:
 12/03/09—Drafted amendments to the Parks and Recreation chapter of the Irving City Code to
establish Tree Board and to provide for the care of public trees (Ord. 9140)
2008-09 2009-10 2010-11

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

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

with City’s justification for
withholding
Attorneys receive an average of N/A 95% 95%

18 hours of continuing legal
education per year
Draft complaint language within N/A 90% 90%

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

10-day deadlines established by
the City Attorney’s Office (CAO)
City Attorney’s Office delivers or N/A N/A 75%

presents four lectures or papers
per year on municipal legal topics

178
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

BENEFITS $ 375,762 $ 415,203 $ 415,203 $ 414,699
SUPPLIES $ 36,745 $ 34,000 $ 34,000 $ 34,000
TRANSFERS $ 20,168 $ 29,955 $ 29,955 $ -
CAPITAL $ - $ - $ - $ -
Transfers
7.60% Capital
0.00%
Equipment Maintenance 0.00%
0.03%
Supplies
1.67%
Benefits
20.32%
Salaries and Wages
70.38%
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFERS CAPITAL
AND WAGES MAINTENANCE SERVICES
2008-09 Actual 2009-10 Adopted 2009-10 Estimated 2010-11Adopted

179
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 1601: City Attorney's Office 17 17 17
City Attorney 1 1 1
Deputy City Attorney 1 1 1
Senior Legal Secretary 1 1 1
Legal Secretary * 2 2 2
Senior Assistant City Attorney * 5 5 5
Assistant City Attorney II 2 3 3
Assistant City Attorney I 2 1 1
Legal Services Supervisor 1 1 1
Paralegal 2 2 2
Staffing Notes:
* One (1) Legal Secretary position frozen

* One (1) Senior Assistant City Attorney position frozen

180

181
182
Strategic Goal 9
Enhance and Sustain Irving’s
Infrastructure Network
Associated Departments City infrastructure represents a vital investment necessary to provide basic
--------------------------------------------- services to the community and will continue to be upgraded to meet
expanding needs. The city is committed to comprehensive infrastructure
• Capital Improvement Program planning in order to extend the usable life of current assets and to maximize
the return on future investment. As a result, the city will work to identify
future needs and will take prudent steps to ensure the city’s future
• Transportation
transportation, water, technology systems, and city facilities, to support the
provision of crucial services. The following strategies are associated with
• Water Utilities Strategic Goal 9. Specific activities that are used to complete each strategy
can be found on the following pages. Strategies that are in bold are key
• Information Technology focus areas for FY 2010-11.
• Intergovernmental Services 9.1 Enhance and sustain the water distribution system
9.2 Enhance and sustain the wastewater collection system
9.3 Enhance and sustain the water supply system
9.4 Provide a safe and efficient transportation system
9.5 Expand landfill use and development
9.6 Execute the Capital Improvement Program (CIP)
9.7 Enhance and sustain a comprehensive building maintenance plan
9.8 Implement a comprehensive master plan for city technology
9.9 Enhance and sustain the drainage system

183
FY10-11 FY 2010-11 Key

Strategy/
Action
Area Lead Outcome
9.1 Enhance and sustain the Water Utilities
water distribution system
9.1.1 Operate, maintain and replace Water Utilities Water quality standards
infrastructure to ensure safe and meets or exceeds those of
clean drinking water the state and EPA
9.1.2 Operate, maintain and replace Water Utilities Addresses inaccuracies

infrastructure to minimize and indicates condition of
unaccounted water infrastructure

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

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

transportation system
Strategic Goal 9
9.4.1 Enhance and Sustain The Transportation Maintenance activities

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

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

space Services density of 1,500 lb/CY
9.5.3 Obtain permit amendment Solid Waste Receive amended permit

Services

184
Strategic Goal 9
9.6 Execute the Capital Capital

Improvement Program (CIP) Improvement
Program
9.6.1 Deliver CIP Projects on schedule Capital CIP projects on schedule

and within initial budget Improvement and within initial budget
Program
9.6.2 Monitor and facilitate the high Capital Infrastructure does not
quality development of public Improvement require premature repair or
infrastructure by developers Program replacement by the city
9.7 Enhance and sustain a Capital

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

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

drainage system Improvement
Program
9.9.1 Analyze City Contribution to Capital Study ongoing

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

185
186
Capital Improvement
Program
Mission Statement S. Casey Tate,

The Capital Improvement Program
Team plans, constructs and maintains
Director
the public infrastructure.
The Capital Improvement Program (CIP) Team administers and carries out the
construction of the city’s infrastructure as related to streets, water and wastewa-
ter, drainage, and city facilities such as libraries, fire stations, and parks. Build-
ing Services is included in the CIP Team.
 The CIP Team assures the public’s welfare through engineering excellence
by providing project design, construction administration, and infrastructure
inspection. The team also oversees new facility construction as well as park
planning and development.
 Building Services provides safe and well-maintained city facilities for the
use of our employees, residents, and visitors.
Department at a
Glance: Department FY 2009-10 Results
FY 2010-11 Budget  Through the second quarter, expended $8.8 million for infrastructure and
facility improvement projects. During this period, eight projects totaling $5
$6,732,716 million were completed.
Full Time Employees  Worked with the City Attorney’s Office to resolve legal issues related to
A+B Contracting method including revisions to the bidding and contract
80 documents to utilize these new methods of procurement.
 Received a $1,500,000 Trail Grant from Dallas County Open Space Pro-
gram to construct a segment of Campión Trails primary trail for Phase II of
the SHTP which will be the northern terminal of the trail.
 Provided design and project management services for the West Irving
Aquatic Center, Campión Trails—Twin Wells to Trinity View Park, Lake
Carolyn Promenade, West Irving Library, Corridor Enhancements, and
Campión Trails Trinity River Bridge Design.
 Participated on the design committees for the DART Orange Line Stations.
 Participated on the project management team for the construction of the
Convention Center.
 Participated in the demolition of Texas Stadium.

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

188
C ap ita l Im p ro v em en t P ro g ram
2008-09 2009-10 2010-11
Respond to all inquiries by residents, visitors

and businesses within 48 hours N/A 100% 100%
Work Orders Responded to within 48 Hours 100%
Achieve 95% customer satisfaction on all

completed projects through surveys N/A 95% 95%
Percentage of CIP projects completed on

time/schedule 96% 95% 100%
Value of completed CIP projects $36,490,287 $20,000,000 $15,000000
Percentage of Facility Maintenance work orders

responded to within 48 hours
Percentage of satisfaction for custodial services N/A 95% 95%
Total cost savings and/or cost avoidance for

building maintenance
Value of donated fixed assets $12,940,965 $750,000 $1,000,000
Percentage of private contracts reviewed and N/A 100% >90%

returned within 10 days
Number of franchise utility permits processed
Percentage of SWPPP compliance reports completed 100%

on time
Number of non-compliant notification for all regulatory

agencies
Private Development Projects that Meet All Regulatory >99%

Requirements

189
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

ZONING AND DEVELOPMENT $ 193,200 $ 193,200 $ 193,200 $ 193,200
REVENUE TOTAL $ 410,500 $ 549,200 $ 549,200 $ 470,451
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


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

15% 9%
Project Mgmt
27%
Building Surveying
Maintenance 3%
46%

190

1902 CIP Admin $ 550,744 $ 276,093 $ 276,093 $ 582,929
1910 Project Mgmt $ 1,319,494 $ 1,450,259 $ 1,450,431 $ 1,791,890
1930 Surveying $ 307,893 $ 425,613 $ 425,613 $ 225,705
1942 Building Maintenance $ 1,542,791 $ 3,102,115 $ 3,102,115 $ 3,134,672
1970 Inspections $ 996,488 $ 1,025,118 $ 1,032,400 $ 997,520
TOTAL $ 9,523,774 $ 11,593,359 $ 11,656,267 $ 6,732,716
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
CIP Admin Project Mgmt Surveying Building Inspections
Maintenance
FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11 PROPOSED

191
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 1902: CIP Administration 4 5 4

Public Works Director 1 0 0
Assistant Public Works Director/Engineering 1 0 0
City Engineer 0 1 1
Sr. Office Assistant 1 1 0
CIP Coordinator 0 1 1
CIP Director 0 1 1
Org 1910: Project Management 16 15 19

Engineering Manager 1 1 1
Engineering Coordinator 1 1 1
Senior Civil Engineer 4 3 4
C ap ita l Im p ro v em en t P rog ram
Civil Engineer 2 2 1
Public Works Budget Coordinator 1 0 0
Engineering Analyst 1 1 1
Senior Engineering Technician 1 1 1
Engineering Technician 2 2 2
Engineering Information Specialist 1 1 1
Graduate Engineer 0 0 1
Senior Landscape Architect 0 0 1
Landscape Architect 0 0 2
Utility Franchise Coordinator 1 1 1
Utility Franchise Inspector 2 2 2
Org 1930: Surveying 3 3 3

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

192
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 1942: Building Maintenance 0 1 43
Facilities Manager 0 1 1
Building Services Manager 0 0 1
Facilities Maintenance Supervisor 0 0 1
Section Chief 0 0 1
Senior Facilities Maintenance Mechanic 0 0 1
Custodial Supervisor 0 0 1
Facilities Maintenance Custodian 0 0 1
Senior Custodian 0 0 3
Custodian 0 0 23
Org 1970: Inspections 11 11 11

Engineering Inspection Supervisor 1 1 1
Senior Engineering Inspector 1 1 1
Engineering Inspector 9 9 9
Staffing Notes:
FY2010-11
Within Department Staffing Changes:
Due to reorganization, removed 55 Street Operations personnel and added
43 Building Maintenance personnel
1 Civil Engineer - Frozen
1 Custodian - Frozen
Personnel funded in org 4120 in Municipal Drainage Utilities fund

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

193
C apital Im provem ent Program
Org 1902 1910 1930 1942 1970 MDU
194
Public Works
Daniel Vedral,
Mission Statement
Interim Public Works Director
The Public Works Department plans
and maintains the public infrastruc- The Public Works Department maintains the City’s infrastructure as
ture and transportation systems to as- related to streets, and traffic control devices. The Department is com-
sure the safety and welfare of our citi- prised of two divisions:
zens and visitors. • Streets
• Traffic
The Streets Division provides safe and well- maintained streets, alleys,
sidewalks and drainage facilities for the use of our citizen and visitors.
The Traffic Division plans, operates and maintains the transportation
systems within the City of Irving in a safe, efficient and proactive man-
ner.
Department at a
Glance: Department FY 2009-10 Results
FY 2010-11 Budget STREETS
$7,755,725 • Through the third quarter, Streets Operations has crack sealed
12 lane miles and repaired 1,658 asphalt locations.
• The street sweepers have swept a total of 6,705 lane miles toward
Full Time Employees our goal of 12,000 lane miles by the end of the year.
100 • Through the third quarter, the concrete crews have poured 833
cubic yards of concrete toward our goal to repair 2,400 cubic yards
of concrete, which includes 1.5 miles of broken and uneven
sidewalks, curbs, driveways, street improvements and utility re-
pairs.
• Streets Operations continued the in- house training program for
crew leaders to develop a higher quality of leadership.
• In an effort to control drainage and extend the life of our roadways,
mudjack crews have pumped a total of 1,576 cubic yards of
concrete toward our goal of 5,200 cubic yards by the end of the
year.
• Streets Operations managed six major storm events, working
closely with the Police and Fire Departments to answer all calls and
concerns.

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

196
P u b lic W ork s
2008-2009 2009-2010 2010-2011
Actual Estimated Target
STREETS
Asphalt Patching of Pot Holes and Utility Cuts
Tons of Asphalt per Crew Hour 3 3 3
Major Asphalt Street Repair
Tons of Asphalt per Crew Hour 3 3 3
Concrete Patching: Square Yards per Week 225 225 225
Crack Sealing: Lane Feet per Crew Hour 225 225 225
Hazardous Sidewalk Repair: Feet per Week 253 500 500
Sweeping: Lane Miles Swept per Crew Hour 4 4 4
Sweep major corridor lane miles 14,056 12,000 12000
Miles of Street Overlay and Rehabilitation 3.3 2.6 2.5
Concrete Patching: Locations 1,142 1,200 1200
Utility and Street Repairs
Asphalt Patching: Tons (Pothole Patching) 1,145 1,500 1500
(By Locations)
Major Asphalt Repair: Tons 499 1,000 1000
Crack Seal: Lane Miles 47 150 150
Percent of lane miles in satisfactory or
TRAFFIC
Freeway Lighting Maintenance 100% 90% 90%
Maintain Pavement Marking Schedule 95% 100% 90%
Maintain Traffic Signal Maintenance Schedule 100% 100% 98%
Traffic Signs Fabrication 3,500 3,500 100%
Street Striping (Lane Miles) 350 98% 100%
Traffic Signals Maintained 191 100% 95%

197
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

CHARGES FOR SERVICES $ 24,041 $ - $ 24,041 $ -
REVENUE TOTAL $ 55,705 $ 42,000 $ 66,041 $ 42,000
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11


BENEFITS $ 1,292,486 $ 1,452,590 $ 1,452,590 $ 1,500,953
SUPPLIES $ 42,122 $ 39,780 $ 45,280 $ 52,775
STRUCTURE MAINT. $ 1,655,770 $ 1,612,495 $ 1,602,495 $ 1,479,000
EQUIPMENT MAINT. $ 620,511 $ 814,811 $ 799,811 $ 765,675
MISC. SERVICES $ 18,546 $ 42,155 $ 42,155 $ 39,840
TRANSFER CHARGES $ 390,582 $ 275,864 $ 275,864 $ -
OTHER CAPITAL $ 29,956 $ 5,000 $ 5,000 $ -
Traffic Ops
17%
Traffic Signal Field Ops
15% 58%
Traffic Admin
P u b lic W o r k s
10%

198
P u b lic W ork s

1822 Field Operations $ 4,806,364 $ 4,847,046 $ 4,847,046 $ 4,472,254
2111 Traffic Admin $ 772,678 $ 758,390 $ 763,890 $ 757,548
2121 Traffic Signal $ 1,150,372 $ 1,307,174 $ 1,292,174 $ 1,186,754
2131 Traffic Ops $ 1,339,847 $ 1,302,546 $ 1,292,546 $ 1,339,170
TOTAL $ 8,069,261 $ 8,215,156 $ 8,195,656 $ 7,755,725
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
S T. T. L
GE S
LIE
S ES GE
S
I TA
A E FIT P A IN A IN V IC R P
W N P M M A A
ND BE SU RE NT ER C H ER C
A U E C .S R
ES T PM M IS E H
RI R UC UI N SF OT
A ST Q A
S AL E TR
2008-09 Acutal 2009-10 Adopted 2009-10 Estimated 2010-11Proposed

199
Department Staffing
Funded Positions
2008-09 2009-10 2010-11

Org 1822: Field Operations 69 70 64
Assistant Director/Streets Operations 0 1 1
Streets Supervisor - Asphalt/Grading 1 1 1
Crew Leader - Asphalt/Grading 7 7 6
Heavy Equipment Operator - Asphalt/Grading 1 1 1
Sr. Heavy Equipment Operators - Mudjacking (MDU) 6 6 6
Equipment Operator - Asphalt/Grading 6 6 5
Maintenance Worker I - Asphalt/Grading 8 8 6
Streets Supervisor - Concrete 1 1 1
Crew Leader - Concrete 3 3 5
Equipment Operator - Concrete 7 7 8
Maintenance Worker I 9 9 5
Maintenance Worker II 2 2 2
Streets Support Specialist 1 1 1
Streets Supervisor - Mudjacking 1 1 1
Crew Leader - Mudjacking 2 2 2
Crew Leader - Mudjacking (MDU) 2 2 2
Heavy Equipment Operator - Mudjacking 4 4 4
Maintenance Worker I - Mudjacking 5 5 4
Maintenance Worker II - Mudjacking 1 1 1
Org 2111: Traffic Administration 9 9 8
Public Works Director 1 1 1
Senior Office Assistant (MDU) 1 1 0
Transportation Manager 1 1 1
Traffic Engineering Manager 2 2 2
Traffic Engineering Technician 3 3 3
P u b lic W o r k s
Org 2121: Traffic Signals 12 12 12

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

200
P u b lic W o rk s
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Org 2131: Traffic Operations 16 16 16
Traffic Operations Supervisor 1 1 1
Section Chief - Traffic Operations Section (Signs) 1 1 1
Section Chief - Traffic Operations Section (Markings) 1 1 1
Crew Leader 6 6 6
Traffic Sign Technician 2 2 2
Staffing Notes:
FY2010-11
Street Support Specialist - Frozen
Public Works Director (Interim)
Traffic Engineering Manager (1-Vacant)
Traffic Safety Coordinator funded in Redlight Camera Fund
Senior Office Assistant Funded (MDU)
Administrative Secretary position currently frozen (MDU)
Streets - Sr. Heavy Equipment Operators Funded MDU (6)
Streets - Crew Leaders Funded (MDU) 2

201
P u b lic W o rk s

202
Information
Technology
Mission Statement Teresa Adrian,

Provide outstanding services Director
through innovation, education, and
technology. Information Technology Department is responsible for the administration and
maintenance of all City of Irving’s technology. Information Technology consist
of four areas:
• Operations
- Administration
- IT Customer Service
- Web Technology
• Infrastructure
- Network Systems
- Communications
Department at a • Integration
- Software Applications
Glance: - GIS
- Database
FY 2010-11 Budget
• Public Safety Technology
$7,725,124
Full Time Employees
• Developed computer kiosks for Animal Shelter
• Consolidated servers with VMware Server
38
• Installed Microsoft surface table pilot Valley Ranch Library
Part Time Employees • Enhanced the Wireless Area Network (WAN) at the North Police Depart-
ment
1 • Enhanced Citizen Inquiry system for Intranet and Internet use.
• Enhanced K9 vehicles for Police Department
• Upgraded Enroute software for Fire Department
• Upgraded Blackberry Enterprise server 5.0 (BES)
• Installed Tony Jeary meeting agenda application
• Completed Nextel Rebanding—Mutual aid phase
• Updated emergency outdoor warning system
• Implemented automated license plate reader (ALPR)
• Compliant with the Criminal Justice Information Systems (CJIS) audit
• Updated GIS 2009 certified property tax map
• Developed employee self service

203
Percent of Information Technologies N/A 90% 90%

services delivered on target.
Percent of Information Technology N/A N/A 90%

systems or services in compliance
Percent of Information Technologies 99% 99% 90%

infrastructure system availability
Number of web site visits 3,135,042.00 .3,890,685 4,279,753
Customers rating Information Technology

communications as good or excellent 90%
Communication enhancement projects

completed on target 100%
In form ation Technology

204
In fo rm a tio n T ech n o lo g y
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

BENEFITS $ 685,031 $ 844,308 $ 844,308 $ 757,044
SUPPLIES $ 91,995 $ 32,985 $ 32,985 $ 56,775
EQUIPMENT MAINTENANCE $ 1,052,027 $ 1,167,767 $ 1,167,767 $ 1,474,439
TRANSFERS $ 175,542 $ 175,542 $ 175,542 $ 0
OTHER CAPITAL $ 177,478 $ - $ - $ -
TRANSFERS
0%
SALARIES AND WAGES

32%
MISCELLANEOUS SERVICES
38%
EQUIPMENT MAINTENANCE
19%
BENEFITS
10%
SUPPLIES
1%

205
Database Management
& GIS
7%
Communications
14%
Administration
58%
Planning
7%
Service Desk
7%
I/T Service Desk Software Services

6% 1%

2310 Administration $ 3,676,714 $ 4,102,436 $ 4,102,436 $ 4,431,736
2320 Software Services $ 594,720 $ 625,153 $ 625,153 $ 102,992
2330 Network Services $ 450,008 $ 447,631 $ 447,631 $ 489,782
2340 I/T Service Desk $ 534,964 $ 652,612 $ 652,612 $ 519,646
2350 Planning $ 179,323 $ 184,744 $ 184,744 $ 537,924
2360 Database Mgmt & GIS $ 455,607 $ 502,095 $ 502,095 $ 548,899
2370 Communications $ 930,567 $ 1,157,135 $ 1,157,135 $ 1,094,145
TOTAL $ 6,821,903 $ 7,671,807 $ 7,671,807 $ 7,725,124
$5,000,000
In fo rm a tio n T e c h n o lo g y
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
Administration Network Services Planning Communications

206
In fo rm a tion Tech n o lo g y
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Information Technology Director 1 1 1

Assistant Information Technology Director 2 2 3
Project Coordinator 1 1 1
Org 2320 Operations 2 2 2
Senior Web Technology Specialist 1 1 1

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

Network Security Specialist 1 1 1
Network Specialist 4 4 3
Org 2340 I/T Customer Service 8 8 7
Multi-Media Technician 1 1 1
Service Desk Manager 1 1 1
Micro-computer Specialist 4 4 3
Programmer Analyst 1 1 1
Systems Programmer 1 1 1
Org 2350: Public Safety 6 6 5
Planning Manager 1 1 0
Integration Manager (Public Safety Technology Manager) 1 1 1
Senior Programmer Analyst 1 1 1
System Support Specialist 1 1 1
Network Specialist 2 2 2
Org 2360: Integration 7 7 7
Database Administrator 1 1 1
Senior Programmer Analyst 2 2 2
GIS Analyst 1 1 1
GIS Specialist 1 1 1
Programmer Analyst 2 2 2
Communications and Electronics Manager 1 1 1

Senior Communications and Electronics Technician 2 2 2
Communications and Electronics Technician II 2 2 2
Communications and Electronics Technician I 1 1 1
Staffing Notes:
FY 2010-11
- Sr. Communications/Electronics Technician - Frozen
- Information Technology Director - Frozen

207
In fo rm a tio n T ech n o lo g y
Org: 2310 2320 2330 2340 2350 2360 2370
Management
Operations Director
Information
Technology Director
Assistant IT Assistant IT
Director Director Assistant IT Director
Operations Infrastructure Integration
208
Administration/ IT Customer Communications Software Public Safety
Web Technology Network Systems GIS
Planning Service Manager Manager Applications Technology
Manager

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

Project Coordinator Planning Intern Technician II (2) GIS Analyst Network Specialist
Programmer Specialist Analyst
Programmer Network Comm/Elec. Sr. Systems

Technician I GIS Specialist
Analyst Administrator Support Specialist
Database
Network Support Systems Support
Multi-media Tech
Analyst Specialist
Database
Administrator
Network Comm
Specialist
Sr. Programmer
Analyst
Water Utilities
Todd W. Reck, P.E.

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

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

209
• Maintained a “Superior” rating, the highest rating for water quality given by the State of Texas.
This means that Irving meets and exceeds all federal and state regulations for drinking water,
including committing no violations.
• Received the 2010 Outstanding Municipal Utility Award from the Texas Municipal Utilities
Association (TMUA). The award is based on leadership in the water industry, enhancing the
prestige of all municipal utility systems, making measureable improvements to customer service
and developing innovative solutions to utility problems. This award underscores the
department’s commitment to delivering exceptional service and a high-quality product for
Irving’s residents, visitors and businesses.
• Received the Gold Award for Innovation from the Texas Association for Partnerships in
Education for working with students at the Barbara Cardwell Career Preparatory Center. This
partnership between the city and school district provides knowledge and skills that enable
students to obtain licensing from the Texas Commission on Environmental Quality. Any of the
licenses obtained will allow these students to work in a Texas utility as well as numerous other
states that honor Texas water licenses.
• Maintained one of the lowest average costs for residential water and wastewater services,
compared to other cities in the D/FW area.
• Continued the construction at the MacArthur Pump Station with a scheduled completion in
November 2010. The new facility will provide a firm pumping capacity of 33 million gallons per
day, and include state-of-the-art equipment, such as variable frequency drive pumps for increased
efficiency, back-up generators for uninterrupted service, and enhanced security features.
• Hosted the annual Industrial Pretreatment Workshop at the Valley View complex. Seventeen
industries participated in the workshop where city staff made presentations on the city’s storm
water program and pretreatment reporting requirements. Staff also handed out awards to those
industries that performed well in meeting their requirements in their permit.
• Completed an upgrade to the Valley Ranch Lift Station. Crews replaced pumps and installed
piping to reduce the opportunity for sewer overflows. The project involved lining the facility
walls with a protective coating that crews completed in-house for $3,000, a savings of $13,500
from a quote received from a contractor.
• Focused fire hydrant painting on hydrants primarily located north of State Highway 114 to the
city limit. Approximately 1,800 fire hydrants have been painted and located by global
positioning so that the data can be included in the city’s Geographical Information System
mapping.
• Distributed the City of Irving’s 2009 Water Quality Report to Irving residents and businesses.
Water U tilities
This report provides valuable information and highlights the high quality of drinking water
delivered to water customers in the city.
• Water Utilities which led blood drives that included Streets and Solid Waste, were awarded the
top group for participation in the Civic, Government and Community category with Carter
BloodCare this past year.

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

211
2008-09 2009-10 2010-11
Number of sanitary sewer overflows 53 61 ≤75
Maintain 100% Drinking Water Compliance 100% 100% 100%
Unaccounted Water 12% 10% <10%
Lake Chapman pumping availability N/A N/A >330 days/yr
Residential daily per capita water use 98 103 <120

(in gallons)
Key Performance Measures

2008-09 2009-10 2010-11
% of positive bacti samples 0.70% 0.59% <2.5%
% of sanitary sewer problem areas cleaned:

30-day cycle 100.0% 100.0% 100.0%
60-day cycle N/A N/A 100.0%
90-day cycle N/A N/A 100.0%
Linear feet of sewer main washed 1,856,202 2,153,166 2,000,000
Linear feet of sewer mains televised 174,337 168,858 150,000
Number of linear feet tested for leaks 656,634 641,927 655,950
Number of large meters tested annually 301 280 300
% of dead ends flushed 100% 100% 100%
% of valves exercised annually 14.49% 13.62% 15.0%
Number of valves exercised 2,319 2,181 2,400

W ater U tilities

212
W a te r U tilit ie s
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
CHARGES FOR SERVICES $ 71,663,479 $ 76,402,779 $ 68,581,444 $ 79,258,341
MISCELLANEOUS INCOME $ 4,237,352 $ 3,805,540 $ 3,805,540 $ 4,120,540
INTEREST $ 411,741 $ 750,000 $ 750,000 $ 750,000
TRANSFERS IN $ - $ 17,923 $ 17,923 $ -

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
BENEFITS $ 1,848,045 $ 2,215,870 $ 2,215,870 $ 2,292,486
SUPPLIES $ 1,095,895 $ 1,502,342 $ 1,502,342 $ 1,645,615
STRUCTURE MAINT. $ 707,188 $ 1,097,500 $ 1,097,500 $ 985,000
EQUIPMENT MAINT. $ 1,176,851 $ 1,415,768 $ 1,401,213 $ 1,364,123
MISC. SERVICES $ 28,681,904 $ 31,251,069 $ 31,251,069 $ 35,013,161
TRANSFER CHARGES $ 43,286,032 $ 31,133,083 $ 31,133,083 $ 31,542,705
BUILDINGS & STRUCTURES $ 301,225 $ 3,020,000 $ 3,020,000 $ 1,210,000
OTHER CAPITAL $ 188,592 $ 908,500 $ 908,500 $ 897,850
Supplies
Building and Structures Benefits
2%
1% 3%
Other Capital Structure Maintenance
1% Salaries and Wages 1%
8% Equipment Maintenance
2%
Transfer Charges
39%
43%

213
Lake Chapman
5%
Environmental
Compliance Water Pumping Water Distribution Wastew ater
1% 5% 12% Collection
8%
Water Purchases
Administration
13%
2%
Non-Operational
35%
Wastew ater
Treatment
19%

3204 Non-Operational $ 26,573,188 $ 25,512,756 $ 25,512,756 $ 28,137,662
3206 Admin. $ 1,848,407 $ 1,899,480 $ 1,899,480 $ 1,819,366
3211 Environ. Compliance $ 897,516 $ 1,042,846 $ 1,042,846 $ 970,679
3221 Lake Chapman $ 4,037,912 $ 4,341,070 $ 4,341,070 $ 4,455,304
3231 Pumping $ 9,231,112 $ 5,022,852 $ 5,022,852 $ 4,469,836
3251 Distribution $ 8,669,470 $ 8,992,369 $ 8,977,814 $ 9,898,210
3271 WW Collection $ 8,101,310 $ 7,947,175 $ 7,947,175 $ 6,303,335
3281 Purchases $ 10,175,763 $ 10,349,029 $ 10,349,029 $ 10,735,050
3291 WW Treatment $ 13,997,047 $ 14,100,000 $ 14,100,000 $ 14,664,000
2360 Information Technology $ - $ - $ - $ 112,426
TOTAL $ 83,531,724 $ 79,207,577 $ 79,193,022 $ 81,565,870
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
W a te r U tilitie s
$10,000,000
$5,000,000
$-
SALARIES AND WAGES SUPPLIES EQUIPMENT MAINT. TRANSFER CHARGES OTHER CAPITAL
FY 2008-09 ACTUAL FY 2009-10 ADOPTED FY 2009-10 ESTIMATED FY 2010-11 PROPOSED

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

Water Utilities Director 1 1 1

Assistant Director/Water Utilities 0 0 0
Operations Manager 1 1 1
Office Assistant II 0 0 0
Receptionist 1 1 1
GIS Analyst 0 0 1
Programs Manager 1 1 1
Org 3211: Environmental Compliance 15 15 15
Environmental Compliance Supervisor 1 1 1

Environmental Compliance Specialist 6 6 6
Senior Environmental Compliance Technician 1 1 1
Environmental Compliance Technician 4 4 4
Org 3221: Lake Chapman 8 8 8
Senior Raw Water Pumping Operator 1 1 1

Raw Water Technical Operator 1 1 1
Raw Water Supervisor 1 1 1
Raw Water Operator 5 5 5
Org 3231: Water Pumping 12 12 12
Water Pumping Supervisor 1 1 1

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

215
Department Staffing, Cont.
Funded Positions
2008-09 2009-10 2010-11
Org 3251: Water Distribution 41 41 41
Water Conservation/Training Coordinator 1 1 1

Utilities Maintenance Supervisor 3 3 3
Senior Utility Service Technician 1 1 1
Utility Maintenance Planner 1 1 1
Leak Detection Worker 1 1 1
Utility Location Inspector 1 1 1
Crew Leader 7 7 7
Heavy Equipment Operator 7 7 7
Utility Service Technician 9 9 9
Equipment Operator 1 1 1
Org 3271: Wastewater Collection 43 43 43
Utility Maintenance Supervisor 3 3 3

Crew Leader 18 17 17
Utility Mechanic 2 2 2
Senior Heavy Equipment Operator 1 1 1
Org 2340: Information Technology 0 0 1

Micro Computer Specialist 0 0 1
Org 2360: Information Technology 0 0 2

GIS Analyst 0 0 1
Computer Systems Coordinator 0 0 1
Staffing Notes:
FY 2010-11
- Receptionist - Frozen
- Utility Maintenance Supervisor - Frozen
- Micro Computer Specialist - Frozen
- Computer Systems Coordinator
W a te r U tilitie s
Positions funded in the Municipal Drainage Utility Fund:

Environmental Compliance Specialist
Senior Environmental Compliance Technician
SL Maintenance Worker (3)
Positions funded in the Water and Sewer System Fund but shown in General Fund personnel lists:
Groundskeeper II - Parks and Recreation
Facilities Maintenance Mechanic - General Services
Budget & Financial Analyst - Financial Services
Accountant - Financial Services

216
Org: 3206 3211 3221 3231 3251 3271
Public Works Director
Water Utilities Director
Utilities Operations Senior Civil Engineer Programs Manager Business Manager

Manager
Environmental
Senior Utility Water Conservation/
Utility Maintenance Utility Maintenance Utility Maintenance Water Pumping Compliance Supervisor Office Coordinator
Construction Inspector Training Coordinator
Supervisor (3) Planner Supervisor (3) Supervisor
Environmental Utility Construction Leak Detection Administrative

Utility Service Heavy Equipment Raw Water Pumping Compliance Technician Inspector Worker Secretary
Technician (9) Operator (4) Supervisor (4)
Environmental
Senior Raw Water Compliance Specialist
Maintenance Worker II Equipment Operator Crew Leader Staff Assistant (2)
Pumping Operator (6)
(8) (2)
217
Raw Water Operator SL Maintenance
Senior Utility Service
Maintenance Worker (5) Worker (3) Receptionist
Technician
II (15)
Crew Leader (7) Raw Water Technical

Crew Leader (17) Coordinator Utility Asset Analyst Utility Dispatcher

Utility Location
Inspector Senior Utility Pumping
Operator GIS Analyst
Utility Mechanic (2)
Heavy Equipment
Operator (7)
Utility Pumping
Operator (5)
Sr Heavy Equipment
Operator
Water U tilities
218
Strategic Goal 10
Become a Successful,
Environmentally
Sustainable Community
Associated Departments Environmental quality is a key component of the overall quality of life for
--------------------------------------------- people, however Irving faces several challenges in keeping its local quality at
a high level. Air quality in Dallas - Ft. Worth is below Federally-mandated
• Solid Waste Services standards. The energy requirements to support our modern lifestyle are
incredible. Humans produce a large amount of trash during the course of
• Public Works—Municipal everyday life. Potable water is growing increasingly hard to find in the
Drainage Utility volumes required by an expanding commercial and residential population
base. There is a limited supply of undeveloped land. It is important that the
city determine how to provide sufficient developable land, water, sanitation
• Intergovernmental Services-
facilities, and electrical power to the future population while continuing to
Environmental Stewardship and work with other cities in the region to address quality issues. The following
Fleet strategies are associated with Strategic Goal 10. Specific activities that are
used to complete each strategy can be found on the following pages.
10.1 Promote energy efficiency throughout the city

10.2 Improve the environment as it relates to air quality
10.3 Promote water conservation and the informed use of water to
minimize waste
10.4 Improve refuse collection and recycling service
10.5 Promote environmentally sustainable behavior through educational and
outreach programs
10.6 Ensure community compliance with environmental regulatory
requirements

219
FY10-11 FY 2010-11 Key
Strategy/
Action
Area Lead Outcome
10.1 Promote energy efficiency Intergovernmental
throughout the city Services
10.1.1 Reduce the City of Irving's Intergovernmental Reduce energy costs and
Energy Consumption Services emissions associated with
energy consumption
10.2 Improve the environment Intergovernmental
as it relates to air quality Services
10.2.1 Improve Irving's air quality by Intergovernmental Improve area air quality
reducing ozone causing Services levels
emissions
10.2.2 Create safe routes for bicycles Transportation Reduce vehicle emissions
to promote alternative and promote alternative
transportation and reduce transportation
vehicle emissions
10.3 Promote water Water Utilities
conservation and the
informed use of water to
minimize waste
10.3.1 Influence and manage water Water Utilities Determine the
use effectiveness of water
conservation programs
10.4 Improve refuse collection Solid Waste
and recycling services Services
10.4.1 Improve special waste Solid Waste Services Improve overall efficiency of
collection program &
Strategic Goal 10
collection operation
maximize materials being
collected
10.4.2 Identify alternate recycling Solid Waste Services Clearly brand the curbside
truck markings for program recycling program
enhancement
10.4.3 Review current in-house waste Solid Waste Services Improve operation for
reduction practices greater efficiency and
better participation
10.5 Promote environmentally Intergovernmental
sustainable behavior Services
through educational and
outreach programs
10.5.1 Provide environmental Intergovernmental Residents and businesses
education opportunities for Services will become better
residents and businesses environmental stewards
10.5.2 Provide environmental Intergovernmental 500 employees educated
education opportunities for Services on environmental policies
employees and procedures for
compliance

220
Strategic Goal 10
10.6 Ensure community Capital Improvement

compliance with Program
environmental regulatory
requirements
10.6.1 Monitor Capital Improvements CapitalImprovement Ensure operations do not
Program projects for Program negatively impact the
compliance with applicable environment
federal, state, and local
environmental regulations
10.6.2 Monitor private development CapitalImprovement Ensure operations do not
construction projects for Program negatively impact the
environmental regulations
10.6.3 Monitor franchise utility CapitalImprovement Ensure operations do not
installations and repairs for Program negatively impact the
stormwater regulations

221
222
Brenda A. Haney, P.E.,
Director
Mission Statement
.The mission of Solid Waste
Services is to provide exceptional The functions of the Solid Waste Services Enterprise Fund include administra-
service that is both economically tion of solid waste collection and disposal services including residential waste
and environmentally responsible collections, curbside recycling, brush and bulky waste collections, special
and meets the needs of our waste collections and operation of a municipal solid waste landfill. The de-
citizens and exceeds all regulatory partment’s three divisions are:
standards.
 Administration
 Solid Waste Collections
 Solid Waste Disposal

 Optimized utilization of landfill space
 Continued Work on Landfill Development (Permit Amendment)
Department at a  Improved the collection of special waste
Glance:  Developed a customer complaint tracking system & collection database
 Identified two-phased plan for identifying recycling vehicles
FY 2010-11 Budget
$11,723,038
Full Time Employees
85

223
2008-09 2009-10 2010-11

Actual Estimated Target
Residential diversion rate 26% 25% 25%
Annual in-place trash density at 1,400 1,400 1,500

landfill (lb/CY)

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SANITATION $ - $ 12,156,000 $ 12,156,000 $ 10,596,787
SALE OF GOODS $ - $ 50,000 $ 50,000 $ 50,000
MISCELLANEOUS REVENUE $ - $ 183,090 $ - $ -
DEPARTMENT TOTAL $ - $ 12,389,090 $ 12,206,000 $ 10,646,787

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SALARIES AND WAGES $ - $ 3,374,686 $ 3,374,686 $ 3,367,573

BENEFITS $ - $ 1,335,783 $ 1,335,783 $ 1,300,757
SUPPLIES $ - $ 88,234 $ 88,234 $ 99,734
STRUCTURE MAINTENANCE $ - $ 17,950 $ 17,950 $ 17,950
EQUIPMENT MAINTENANCE $ - $ 1,898,381 $ 1,898,381 $ 1,709,662
MISCELLANEOUS SERVICES $ - $ 716,047 $ 716,047 $ 976,052
TRANSFERS $ - $ 4,190,944 $ 4,190,944 $ 4,251,310
DEPARTMENT TOTAL $ - $ 11,622,026 $ 11,622,026 $ 11,723,038
Salaries and Wages

29%
15% Benefits
Transfers 11%
36%
Miscellaneous
Services Supplies
6% Structure Maintenance 1%
0.2%

224
Solid Waste
Disposal Administration
19% 36%
Solid Waste
Collections
45%

ORG SUMMARY ACTUAL ADOPTED ESTIMATED ESTIMATED
0606 Administration $ - $ 4,195,558 $ 4,195,558 $ 4,365,012
0612 Solid Waste Collection $ - $ 4,999,065 $ 4,999,065 $ 5,124,718
0631 Solid Waste Disposal $ - $ 2,427,402 $ 2,427,402 $ 2,233,309
TOTAL $ - $ 11,622,026 $ 11,622,026 $ 11,723,038
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
Administration Solid Waste Collection Solid Waste Disposal

225
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Solid Waste Services Director 1 1 1

Org 0612: Solid Waste Collections 73 72 74
Sanitation Supervisor 1 1 1
Recycling Supervisor 0 0 0
Section Chief 3 3 3
Senior Welder 1 1 1
Environmental Services Program Assistant 0 0 0
Crew Leader 1 1 1
Equipment Operator ** 54 53 55
Seasonal Equipment Operator 6 6 6
Org 0631: Solid Waste Disposal 16 16 15
Landfill Manager 1 1 1
Section Chief 2 2 2
Landfill Specialist 0 0 1
Landfill Attendant 1 1 1
Staffing Notes:
FY 2009-10 Staffing Adjustments :

Eliminated two Equipment Operator positions in FY 2009-10
One Equipment Operator transferred from MDU Fund to SWS Fund
Solid Waste Services department moved from General Fund to Enterprise Fund
Eliminated two Senior Heavy Equipment Operator positions in FY 2009-10
Created a Landfill Specialist position in FY 2009-10
One Equipment Operator ** frozen

226
Organization Chart

227
228
Municipal Drainage
Utility
Michael G. Walter, P.E.,
Mission Statement City Engineer
.Through a coordinated city-wide
effort, the Municipal Drainage The CIP Team is responsible for planning, administration, and coordination of
Utility administers the necessary the multi-departmental functions funded by the Municipal Drainage Utility
functions to meet the regulations (MDU). These functions include analyzing drainage problem areas and recom-
of the United States mending and administering drainage improvement projects; partnering with the
Environmental Protection Agency various flood control districts for dredging; water pollution prevention; wet
(USEPA) and the regulations of weather monitoring and testing; erosion control and enforcement on construction
the Texas Commission on activities; collection and removal of debris and floatables through comprehensive
Environmental Quality’s (TCEQ) street sweeping operations to prevent entry into the drainage system with storm
Texas Pollutant Discharge water; and representing the city in regional storm water management efforts in
Elimination System (TPDES) in conjunction with the North Central Texas Council of Governments, State and
order to achieve acceptable storm Federal storm water communities and task forces.
water quality standards to the
Maximum Extent Practicable Department FY 2009-10 Results
(MEP). The main components of
this mandated program are public
education, storm water testing,  Through the second quarter, the MDU has participated with the local flood
industrial inspections, hazardous control districts, including the Dallas County Utility and Reclamation Dis-
spill response, erosion control, trict (DCURD) by financing capital projects and channel clearing and dredg-
prevention of local flooding, and ing in the amount of $481,805.
dredging and channel stabilization  Through the second quarter, the MDU has constructed drainage projects to-
projects. taling $411,071.
 Through the second quarter, approximately 5,000 lane miles of city streets
have been swept.
Department at a  The MDU presented two Texas SmartScape gardening classes in March
2010.
Glance:
 The MDU aired seven storm water public education/public service an-
nouncements on broadcast and cable television 233 times.
FY 2010-11 Budget
 The MDU participated in local festivals several times a year providing public
education information to residents.
$4,883,382
 The MDU continues to work with the Customer Service Division of Finan-
cial Services to complete an update to the drainage accounts on improved
properties that are over 45,000 square feet in size.
Full Time Employees
32

229
 Maintain certification and property values within Flood Control Districts and DCURD
 Improve Drainage Facilities
2008-09 2009-10 2010-11

Detailed Industrial Site In- 44 25 25

spections citywide
TCEQ Erosion Control 50 40 40
Construction Site Notices
and Notices of Intent for
One Acre or More
Citizen Inquiries-Flooding 60 95 60
and Stranding Drainage
Construction Erosion Con- 3,840 3,200 3,200
trol Site Inspections
Dry Field Screening Sites 186 120 120
Inspected/Sampled
Wet Weather Monitoring 8 8 8
Sampled Events
Storm Water Samples 200 200 200
Public Awareness/ 29 10 10
Education Exhibits/Events
Erosion Control Violations- 122 125 100
Verbal Warnings
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

DRAINAGE FEES $ 5,144,246 $ 4,726,000 $ 4,726,000 $ 4,726,000
INTEREST $ 30,732 $ 47,964 $ 47,964 $ 20,000

230
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11

SALARIES & WAGES $ 1,744,106 $ 1,747,239 $ 1,756,327 $ 1,617,167
BENEFITS $ 538,649 $ 596,323 $ 596,323 $ 593,298
SUPPLIES $ 40,760 $ 77,880 $ 77,880 $ 82,025
STRUCTURE MAINTENANCE $ 643,471 $ 1,200,000 $ 1,200,000 $ 494,000
MISC. SERVICES $ 262,883 $ 414,860 $ 414,860 $ 414,374
TRANSFERS $ 180,394 $ 393,513 $ 343,513 $ 449,136
BUILDINGS & STRUCTURES $ 721,208 $ - $ - $ 1,062,118
OTHER CAPITAL $ 54,249 $ 7,000 $ 7,000 $ -
Transfers
8%
Miscellaneous Services Salaries and Benefits

9% 37%
5%
Supplies Benefits
2% 13%
26%

231
Environmental MDU Inspections

Stewardship 2%
3%
KIB
3%
Water Utilities
Streets 8% Litter Control
20% 11%
Administration
17%
Engineering
36%

4110 Administration $ 755,286 $ 1,519,481 $ 1,469,481 $ 841,010
4120 Engineering $ 1,456,254 $ 728,381 $ 728,544 $ 1,780,593
4130 Streets $ 1,362,563 $ 1,506,475 $ 1,515,400 $ 988,454
4140 Water Utilities $ 199,611 $ 358,521 $ 358,521 $ 366,806
4180 Environmental Stewardship $ 52,247 $ - $ - $ 142,054
1150 KIB $ 148,691 $ 134,053 $ 134,053 $ 146,189
1160 MDU Inspections $ 74,546 $ 81,554 $ 81,554 $ 83,188
0770 Litter Control $ 277,915 $ 174,400 $ 174,400 $ 535,088

TOTAL $ 4,327,113 $ 4,646,044 $ 4,605,132 $ 4,883,382
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
Administration Engineering Streets Water Utilities Environmental KIB MDU Inspections Litter Control
Stew ardship

232
Department Staffing
Funded Positions
2008-09 2009-10 2010-11
Part-Time (SL) Employees 3 3 3
Org 4120: MDU Engineering 8 7 7
Drainage Programs Coordinator 1 0 0
Senior Engineering Inspector 1 1 1
Engineering Inspector 1 1 1
Engineering Manager 1 1 1
Senior Engineering Technician 1 1 1
Survey Party Worker 1 1 0
Assistant Survey Party Chief 0 0 1
Org 4130: MDU Streets 9 9 9
Streets Supervisor 0 0 0
Crew Leader 2 2 2
Org 4140: MDU Water Utilities 5 5 5
Environmental Compliance Specialist 1 1 1
Environmental Compliance Technician 1 1 1
Org 4180: Environmental Stewardship 0 1 1
Drainage Programs Coordinator 0 1 1
Org 0650: Landfill Recycling 1 0 0
Org 0770: Litter Control 11 11 11
Crew Leader 1 1 1
Equipment Operator I 1 1 1
Org 1150: KIB 1 1 1
KIB Administrator 1 1 1
Org 1160: MDU Inspections 1 1 1
Building Inspector 1 1 1
Staffing Notes:
All positions are reflected and noted in the personnel charts of their respective support departments
in the General and System Funds.

233
Organization Chart

234
Intergovernmental
Services
Ramiro Lopez,
“To deliver exceptional customer
service and vigorously support our
The Intergovernmental Services Department is an
customer departments in delivering
internal service operation whose function is to pro-
services to the citizens of Irving.”
vide support and assistance to other departments and
city projects.
Core Values Divisions of the Intergovernmental Services Depart-

ment include: Inventory Operations, Purchasing,
HVAC Operations, the Office of Environmental
 Service Before Self Stewardship and administration. The Intergovernmen-
 Integrity tal Services administration division includes regional water and transportation
 Excellence in all We Do projects and legislative affairs, which coordinates the city’s state and federal
legislative agendas.
Department at a
Glance:
FY 2010-11 Budget  Hired full-time M/WBE Program Administrator
$2,334,349  Implemented citywide database of potential bidders
 Upgraded to energy efficient equipment throughout city facilities including
Full Time Employees a new, more efficient backup HVAC unit for the 911 call center at the
23 Criminal Justice Center
 Protected the UFCR Rider during Oncor Rate Review to continue funding
of underground utility burial projects
 Blocked unfunded mandates and assaults on city sovereign immunity
 Secured tax refunds for Convention Center Hotel/Entertainment Venue
 Received 10 State Resolutions and Governor commendations honoring
Irving and City programs
 Incorporated Studios at Las Colinas into the Governor’s Film Incentive
Bill
 Developed a Strategic Water Supply Plan
 Became a member of ICLEI - Local Governments for Sustainability
 Received over $3,120,000 in grant funding for environmental programs

235
Performance Measures
2008-09 2009-10 2010-11
Purchasing:
 % of purchase orders processed
within one business day of submission 95% 96% 96%
 % of agenda items processed on
time when recommendations are 100% 99% 100%
received on time
 Number of potential bidders
added to notification database N/A 265 240
 % of solicitations advertised within
ten days of receiving specifications 97% 97% 97%
 % of formally awarded contract
dollars going to M/WBE vendors 25.9% 23% 26%
 % of M/WBE bids received
relative to total number of bids received 17% 24% 30%
 % of procurement items
awarded with no protests 97% 99% 100%
 % of departments in compliance
with Clean Fleet Policy fueling times N/A N/A 100%
% of reduced paper consumption N/A N/A 5%
HVAC:
 Energy Efficient Equipment
Units Installed (Cumulative) 47 70 49
Intergovernmental Services
 Work Orders HVAC/Electrical 1,524 1,550 1,575
Inventory Operations:
 Increase revenue from auction $387,679 $ 16,318.33 N/A
item sales

236
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SALARIES AND WAGES $ 600,173 $ 1,229,711 $ 1,229,711 $ 1,324,180
BENEFITS $ 167,702 $ 355,536 $ 355,536 $ 412,878
SUPPLIES $ 5,958 $ 29,550 $ 29,550 $ 20,900
EQUIPMENT MAINT. $ 174,402 $ 184,168 $ 239,857 $ 185,435
MISC. SERVICES $ 8,159 $ 372,931 $ 372,931 $ 390,956
TRANSFERS $ - $ 4,447 $ 4,447 $ -
DEPARTMENT TOTAL $ 962,960 $ 2,176,343 $ 2,232,032 $ 2,334,349
Transfers
Miscellaneous Services 0.0%
16.7%
7.9%
Salaries and Wages
56.7%
0.0% Benefits
Supplies 17.7%
0.9%
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
SALARIES BENEFITS SUPPLIES EQUIPMENT MISC. TRANSFERS
AND WAGES MAINT. SERVICES

237
Expenditure Summary by Organization—General Fund
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
ORG ACTUAL ADOPTED ESTIMATED PROPOSED
3001 Administration $ 126,004 $ 678,274 $ 678,274 $ 769,000
3021 Purchasing $ - $ 430,952 $ 430,952 $ 458,076
3032 HVAC $ 516,466 $ 763,093 $ 818,781 $ 608,487
3060 Auto Parts Room $ 61,213 $ 50,808 $ 50,808 $ 71,661
3070 Warehouse $ 259,277 $ 253,217 $ 253,217 $ 278,158
3080 Environmemtal Stewardship $ - $ - $ - $ 148,968
TOTAL $ 962,960 $ 2,176,343 $ 2,232,032 $ 2,334,349
Environmemtal
Warehouse Stewardship
12% 6%
Auto Parts Room Administration

3% 33%
HVAC
Purchasing
26%
20%
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$-
A dministratio n P urchasing HVA C A uto P arts Wareho use Enviro nmemtal
Ro o m Stewardship

238
Funded Positions
2008-09 2009-10 2010-11

IGS Assistant Director 0 1 1
Government Services Director * 0 1 1
IGS Director 0 1 1
Sr. Management Analyst 0 1 1
Org 3021: Purchasing 0 5 5

Purchasing Agent 0 1 1
Purchasing Manager 0 1 1
Senior Purchasing Agent 0 1 1
MWBE Administrator 0 1 1
Org 3032: Heating and AC 0 5 5

HVAC Supervisor 0 1 1
Electrician 0 1 1
Senior HVAC Services Technician 0 1 1
HVAC Services Technician 0 2 2
Org 3060: Automotive Parts Room 0 1 1

Automotive Parts Supervisor 0 0 1
Org 3070: Warehouse 0 4 4

Warehouse Supervisor 0 1 1
Autopart Supervisor 0 1 0
Org 3080: Envinronmental Stewardship 0 0 2

Senior Community Outreach Coordinator 0 0 1
Community Outreach Coordinator ** 0 0 1
Staffing Notes:
- Environmental Stewardship organization was created with Senior Community
Outreach Coordinator and Community Outreach Coordinator** positions transferred
from Corporate Communication department
- Autotopart Supervisor position moved to org 3060 from org 3070.
* Governmental Services Director position is currently frozen

**Community Outreach Coordinator position is funded in MDU.

239

240
Fleet
Services
Ramiro Lopez,
“To deliver exceptional customer
service and vigorously support our Fleet Services provides full service repairs, preventive and corrective main-
customer departments in delivering tenance, and inspections on over 800 City vehicles and 400 pieces of equip-
services to the citizens of Irving.” ment ranging from fire engines, ladder trucks and police cars to street
sweepers, backhoes, pickup trucks, and emergency generators. Fleet Ser-
vices also assists with fuel operations and helps purchase equipment and
Core Values vehicles to maximize city resources and minimize costs.
Administration: Provides leadership and direction, technological support,

 Service Before Self and performs required administrative duties.
 Integrity ● Employee development
 Excellence in all We Do ● Exploring green initiatives and promote environmental stewardship
● Effectively communicate Leadership Model and Strategic Plan
● Utilize the latest technology and best management practices throughout
Fleet Services
Department at a
Glance: Operations: Controls the overall costs of operating and maintaining the
City's fleet and equipment, and to repair and maintain the fleet and equip-
ment in a manner that extends its useful life.
● Repairs and preventative maintenance
FY 2010-11 Budget
● Parts inventory coordination
$6,692,701
● Fuel inventory coordination
● Fixture and mobile generator maintenance
Full Time Employees
19 Acquisition: Efficiently acquire and timely and cost effectively remarket
vehicles and equipment.
● Inventory of the replacement status of all vehicles
● Yearly purchases of vehicles & equipment
● Achieve maximum return on remarketing of fleet assets/sale of City
vehicles and equipment
Fiscal Services: Ensures Fleet’s financial assets and resources are in accor-
dance with the goals of the City and in compliance with high standards of
financial accounting principles and practices.
● Operating budget
● Equipment renewal & replacement budget
● Invoices/payables

241
Extended service hours, 24 hour road side assistance, implementation of a pre/post vehicle inspection
system, GPS pilot program, enhanced safety at the Briery garage, and participation in green
technology programs are all improvements made during this past fiscal year. Fleet Services received
the designation of North America’s Best 100 Fleets for the second consecutive year. Improved
operational efficiency, significant savings, and high fleet availability percentage are just a few of the
criteria associated with the department receiving that designation.

● Extended hours of operation from 6:30 a.m. to 12:00 midnight to better service user departments
and keep fleet availability high
● Continued alternative fueling of city vehicles (Biodiesel, Hybrid and CNG)
● GPS Pilot Program on Animal Services
● Operator pre and post trip inspection logs in all vehicles
● Launched vehicle/ equipment rental program
● Process improvements - Vehicle replacement guidelines
● Smith Driver Training instructional courses for departments
● Tire pressure indicators installed on all vehicles that don’t have built-in monitoring systems
● Implemented mobile data terminals for technicians to remedy issues and perform diagnostics in
the field

● Continue reverse sensing technology and rear cameras on all newly acquired / vision restricted
vehicles.
● Fleet analysis and right sizing for maximum efficiency
● Continue GPS pilot program
● Explore cost savings and process improvements throughout the department
Performance Measures
2008-09 2009-10 2009-10 2010-11
Actual Target To Date Target
Work orders Completed 6,385 6,500 3,092 6,500

Fleet Services
New Vehicles and Equipment 73 77 70 75

Processed
Technician Road Service Calls 632 700 427 650
Preventive Maintenance Services 3,404 4,000 1,983 4,000
Technicians Hrs. charged to 20,313 22,000 11,767 22,000

242
Fleet Services
FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
COST REIMBURSEMENTS $ 5,498,072 $ 7,056,896 $ 4,470,655 $ 6,688,701
TRANSFERS FROM OTHER FUNDS $ 16,000 $ 155,000 $ 155,000 $ -

FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11
SALARIES AND WAGES $ 1,111,833 $ 960,579 $ 960,579 $ 931,352
BENEFITS $ 349,483 $ 373,360 $ 373,360 $ 375,579
SUPPLIES $ 57,339 $ 68,050 $ 68,050 $ 61,370
PARTS & OUTSIDE WORK $ 3,978,042 $ 5,064,567 $ 5,064,567 $ 5,169,655
EQUIPMENT MAINT. $ 41,096 $ 70,188 $ 70,188 $ 95,409
MISC. SERVICES $ 201,332 $ 237,210 $ 222,210 $ 48,735
TRANSFERS $ 17,601 $ 17,601 $ 17,601 $ 10,601
CAPITAL $ 57,479 $ 380,000 $ 380,000 $ -
Benefits
Miscellaneous Transfers Salaries and
6%
Services 0.2% Wages Supplies
1% 14% 1%
Equipment
Maintenance
1%
Parts and Outside

Work - 77%

243
Expenditure Summary by Category (Cont.)
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-
SALARIES BENEFITS SUPPLIES PARTS & EQUIPMENT MISC. TRANSFERS CAPITAL
AND OUTSIDE MAINT. SERVICES
WAGES WORK

4012 Administration $ 1,346,503 $ 1,974,543 $ 1,974,543 $ 2,100,720
4022 Light Equipment $ 444,685 $ 635,433 $ 635,433 $ 396,825
4042 Heavy Equipment $ 1,929,979 $ 1,499,447 $ 1,499,447 $ 1,277,189
4072 Service $ 2,093,038 $ 3,062,132 $ 3,047,132 $ 2,917,967
TOTAL $ 5,814,205 $ 7,171,555 $ 7,156,555 $ 6,692,701
Administration
Service 31%
Fleet Services
44%
Heavy Equipment
19% Light Equipment
6%

244
Fleet Services
Expenditure Summary by Organization (Cont.)
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$-
Administration Light Equipment Heavy Equipment Service

245
Funded Positions
2008-09 2009-10 2010-11
Fleet Maintenance Manager 1 1 1

Fleet Maintenance Supervisor 0 0 1
Org 4022: Light Equipment 2 2 2
Section Chief 1 1 0
Senior Automotive Body Technician 1 1 1
Automotive Technician 0 0 1
Org 4042: Heavy Equipment 11 10 11
Fleet Repair Supervisor 1 1 1

Section Chief 0 0 1
Senior Automotive Technician 2 2 2
Org 4072: Sevice Department 3 5 3
Fleet Maintenance Supervisor 1 1 0

Preventive Maintenance Technician 2 2 2
Fuel Truck Operator 0 1 1
Staffing Notes:
Fleet Maintenance Supervisor position move from 4072 to 4012

One (1) Automotive Technician position move from 4072 to 4022
Section Chief position moved from 4022 to 4042
Fleet Services

246
Fleet Services
Organization Chart

247
248
City of Irving Texas
General Fund
2008-09 2009-10 2009-10 2010-11
Actual Budget Estimate Proposed
Available Fund Balance 10-01 $25,079,779 $25,079,779 25,492,575 $25,492,575
Revenues
Ad Valorem 73,516,214 71,016,103 70,116,692 69,272,317
Sales Tax 47,389,976 47,615,000 44,603,531 44,615,000
Franchise Fees 26,705,535 23,260,225 20,722,950 21,212,950
Zoning and Development 1,582,653 2,686,675 2,186,675 2,055,933
Fees and Permits 4,161,991 6,845,250 6,814,200 6,574,060
Fines and Other Charges 8,671,788 8,829,200 9,647,200 9,769,800
Recreation 410,092 484,500 552,000 577,100
Sanitation 10,898,450 0 0 0
Cost Reimbursement 1,621,566 1,863,253 1,852,257 1,801,242
Sale of Goods 262,228 324,150 324,900 347,450
Use of City Facilities 191,106 243,802 227,532 288,387
Miscellaneous 1,812,817 2,564,830 1,359,520 1,783,752
Transfers from Other Funds 6,597,589 10,629,545 10,865,995 10,252,327
Total Revenues $183,822,004 $176,362,533 $169,273,452 168,550,318
Total Funds Available $208,901,783 $201,442,312 $194,766,027 $194,042,893
Expenditures
Goal 1 - Land Use

Planning and Inspections 2,937,356 2,555,893 2,446,651 2,448,157
Goal 2 - Vibrant Neighborhoods
Code Enforcement 2,820,251 2,997,901 2,816,790 2,475,560
Goal 3 - Economic Development
Economic Development 222,809 970,705 966,255 854,614
Goal 4 - Public Safety
Police 50,325,684 51,858,535 50,390,068 49,047,936
Fire 34,340,952 35,508,219 35,143,619 32,621,402
Municipal Court Services 2,586,031 2,798,365 2,798,365 2,775,564
Animal Services 2,001,224 1,275,035 1,265,035 1,490,681
Goal 6 - Effective Communucations
Corporate Communications 2,823,660 3,378,268 3,368,117 2,727,380
Goal 7 - Culture, Recreation, and Education
Parks and Recreation 15,464,054 15,672,238 15,388,979 12,420,322
Library Services 6,652,456 6,916,717 6,916,717 6,192,199
Goal 8 - Sound Governance
Mayor and Council 201,667 215,566 215,566 201,632
City Secretary's Office 1,092,367 1,067,421 1,067,421 981,346
City Manager's Office 1,035,184 829,178 829,178 755,766
Financial Services 2,392,244 2,108,551 2,108,583 3,239,544
Management Operations Team 197,112 0 362,179 956,175
Non-Departmental 27,321,827 21,523,024 16,619,341 21,965,363
Performance Team 2,473,847 2,792,583 2,733,504 808,082
City Attorney's Office 2,057,309 2,186,832 2,186,832 2,040,682
Goal 9 - Infrastructure
Solid Waste Services 7,441,051 0 0 0
Capital Improvement Program 7,980,930 8,491,243 8,397,804 6,732,716
Transportation 3,262,896 3,368,110 3,348,610 7,755,725
Construction and Building Services 0 0 0 0
Information Technology 6,821,903 7,671,806 7,671,806 7,725,124
Intergovernmental Services 956,394 2,176,343 2,232,032 2,334,349
Total Expenditures $183,409,208 $176,362,533 $169,273,452 $168,550,318
Net Change in Fund Balance $412,796 $0 ($0) ($0)
Available Fund Balance 09-30 $25,492,575 $25,079,779 $25,492,575 $25,492,575

249
FY 2010-2011
Authorized Personnel
2008-2009 2009-2010 2010-2011
FUNDED PERSONNEL FUNDED PERSONNEL FUNDED PERSONNEL
Full Part Full Part Full Part
Time Time Total Time Time Total Time Time Total
General Fund
Mayor and Council 0 0 0 0 0 0 0 0 0
City Secretary 12 0 12 12 0 12 11 0 11
City Manager 8 1 9 5 0 5 5 0 5
Police 507 76 583 509 76 585 509 76 585
Fire 317 1 318 317 1 318 317 1 318
Solid Waste Services******* 84 6 90 0 0 0 0 0 0
Parks and Recreation****** 133 147 280 142 203 345 143 187 330
Financial Services 26 0 26 19 1 20 31 1 32
Administrative Services & External Relations**** 2 0 2 0 0 0 0 0 0
Management Operations******* 0 0 0 0 0 0 8 0 8
Planning and Inspection 36 0 36 28 0 28 27 0 27
Strategic Resources** 24 1 25 22 0 22 0 0 0
Performance Team******** 0 0 0 0 0 0 6 0 6
Municipal Court 39 0 39 40 0 40 40 0 40
Library Services 69 46 115 68 46 114 68 46 114
City Attorney 17 0 17 17 0 17 17 0 17
Animal Services 15 0 15 15 0 15 15 0 15
Capital Improvement Projects*** 0 0 0 73 0 73 73 0 73
Public Works*** 104 0 104 102 0 102 100 0 100
Construction and Building Services****** 53 0 53 0 0 0 0 0 0
Information Technology 38 1 39 38 1 39 38 1 39
Corporate Communications 28 8 36 26 8 34 22 8 30
Code Enforcement 35 1 36 37 1 38 33 1 34
Intergovernmental Services***** 0 0 0 21 0 21 22 0 22
Fleet Maintenance 5 0 5 0 0 0 0 0 0
Economic Development 4 0 4 9 1 10 9 1 10
Total General Fund 1,556 288 1,844 1,500 338 1,838 1,494 322 1,816
Water and Sewer System Fund
Customer Services* 0 0 0 28 5 33 28 5 33
Parks and Recreation 1 0 1 2 0 2 1 0 1
Financial Services 0 0 0 2 0 2 2 0 2
Construction and Building Services 1 0 1 0 0 0 0 0 0
Information Technology 3 0 3 3 0 3 3 0 3
Water Utilities 151 7 158 126 3 129 130 3 133
Total Water and Sewer System Fund 156 7 163 161 8 169 164 8 172
Municipal Drainage Utility Fund
Solid Waste Services 1 0 1 0 0 0 0 0 0
Planning and Inspections 1 0 1 1 0 1 1 0 1
Code Enforcement 1 0 1 0 0 0 0 0 0
Parks and Recreation 2 0 2 12 0 12 12 0 12
Capital Improvement Project 0 0 0 17 0 17 17 0 17
Public Works 25 0 25 0 0 0 0 0 0
Corporate Communications 0 0 0 1 0 1 1 0 1
Water Utilities 2 3 5 2 3 5 2 3 5
Municipal Drainage Utility Fund 32 3 35 33 3 36 33 3 36
Garage Fund 28 0 28 19 0 19 19 0 19
Housing and Human Services 11 0 11 13 0 13 14 0 14
Criminal Justice Grant Fund 2 0 2 1 0 1 1 0 1
MMRS Grant 0 0 0 1 0 1 1 0 1
Red Light Camera Grant Fund 1 0 1 1 0 1 1 0 1
Municipal Court Building Security Fees Fund 1 0 1 1 0 1 1 0 1
Solid Waste Services Enterprise Fund 0 0 0 84 6 90 85 6 91
Recreation Center Funds 0 34 34 0 35 35 0 41 41
Irving Convention and Visitors Bureau 26 14 40 26 20 46 26 20 46
Irving Arts Center 18 12 30 20 12 32 18 10 28
Historic Preservation Fund 1 0 1 0 0 0 0 0 0
Museum Fund 2 1 3 2 1 3 2 1 3
Total Other Funds 90 62 152 168 74 242 168 78 246
TOTAL 1,834 360 2,194 1,862 423 2,285 1,859 411 2,270
* Customer Services is under Financial Services but is funded and was shown in Water Utilities
** Budget and Strategic Resources merged with Human Resources and became Strategic Resources
*** CIP was created out of Public Works p
**** Administrative Services & External Relations merged with City Manager Office
***** Intergovernmental Services was created out of Fleet Maintenance, Construction and Building Services and Financial Services
****** Construction and Building Services merged with Parks and Recreation to create Parks and Building Maintenance
*******Solid Waste Services Department reorganized into Solid Waste Services Enterprise Fund
*******Management Operations created from Customer Service and Administrative Services & External Relations
********Performance Team created from Strategic Resources

250
FY 2010-11 POSITION CHANGE SUMMARY
Position Eliminations
Department Full-Time Part-Time Title
Parks and Recreation (2) PT Pool Supervisor

Parks and Recreation (11) PT Lifeguard I
Parks and Recreation (2) PT Lifeguard II
Planning & Inspections (1) Development Coordinator
Code Enforcement (1) Code Enforcement Manager
Code Enforcement (1) Office Supervisor
TOTAL GENERAL FUND (3) (15)
IAC (1) Staff Assistant

IAC (1) Senior Facilities Maintenance Mechanic
IAC (1) PT Staff Assistant
IAC (1) PT Front of House Worker
TOTAL OTHER FUNDS (2) (2)
New Positions
Department Full-Time Part-Time Title
TOTAL GENERAL FUND 0 0
TOTAL OTHER FUNDS 0 0
Positions Transferred from General Fund to Other Funds
Department Full-Time Part-Time
Parks and Recreation 6 Recreation Specialists
TOTAL 0 6
NET GENERAL FUND PERSONNEL CHANGE (3) (9)
NET TOTAL PERSONNEL CHANGE (5) (17)

251
252
City of Irving
Water and Sewer System Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 32,701,559 $ 20,776,700 $ 23,170,330 $ 16,796,516

Revenues
Water
Water Sales $ 43,811,006 $ 48,086,432 $ 42,649,577 $ 46,221,479
Connections 234,665 250,000 250,000 250,000
$ 44,045,671 $ 48,336,432 $ 42,899,577 $ 46,471,479
Sewer
Sewer Sales $ 24,416,158 $ 26,699,766 $ 24,315,286 $ 29,225,281
Sewer Surcharge 1,011,010 1,300,000 1,300,000 1,300,000
Connections 23,450 25,000 25,000 25,000
$ 25,450,617 $ 28,024,766 $ 25,640,286 $ 30,550,281
Penalties and Fees
Penalties on Service $ 2,003,263 $ 2,025,000 $ 2,025,000 $ 2,075,000
Reconnect Fees 125,910 160,000 160,000 120,000
Sewer Inspection 840 3,000 3,000 3,000
$ 2,130,013 $ 2,188,000 $ 2,188,000 $ 2,198,000
Miscellaneous
Waste Hauler Permits $ 14,686 $ 15,000 $ 15,000 $ 15,000
Miscellaneous 1,412,652 750,000 400,000 700,000
Transfer from Lake Chapman - - 17,923 -
Return Check Fees 14,400 15,000 15,000 15,000
Interest on Investments 411,741 750,000 750,000 750,000
Sulphur Springs Reimbursement 23,473 23,581 23,581 23,581
2% Contracts (981) - - -
Lake Chapman Transportation Fee 2,900,300 3,405,540 3,405,540 3,405,540
$ 4,776,271 $ 4,959,121 $ 4,627,044 $ 4,909,121
Total Revenues $ 76,402,572 $ 83,508,319 $ 75,354,907 $ 84,128,881
Total Funds Available $ 109,104,131 $ 104,285,019 $ 98,525,237 $ 100,925,397

Expenditures
Salaries and Wages $ 7,516,358 $ 8,026,517 $ 8,003,222 $ 7,959,643
Benefits 2,280,322 2,661,889 2,647,378 2,785,371
Supplies 1,406,585 1,897,092 1,894,092 1,976,315
Structure Maintenance 707,188 1,105,861 1,105,861 985,000
Equipment Maintenance 1,393,699 1,639,693 1,589,696 1,471,943
Miscellaneous Services 4,823,013 7,130,931 7,138,186 7,616,365
Water Purchase 1,783,195 2,094,054 2,094,054 2,156,876
Water Treatment 8,232,155 8,079,975 8,079,975 8,403,174
Sewer Treatment 13,997,047 14,100,000 14,100,000 14,664,000
Transfers - Other 20,097,871 6,862,946 6,862,946 7,395,756
Transfers - General Fund 4,891,024 4,669,103 4,669,103 4,560,915
Transfers - Debt Service 18,315,528 19,615,708 19,615,708 19,615,708
Coverage Reserve - - - 2,411,566
Capital 489,817 3,928,500 3,928,500 2,126,250
Expenditures $ 85,933,801 $ 81,812,269 $ 81,728,721 $ 84,128,881
Net Impact on Fund Balance $ (9,531,229) $ 1,696,050 $ (6,373,814) $ (0)

253
New Lien Water and Sewer Reserve Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Interest on Investments $ 76,371 $ 124,844 $ 72,020 $ 126,371
Total Revenues $ 76,371 $ 72,020 $ 72,020 $ 126,371
Expenditures $ - $ - $ - $ -
Total Expenditures $ - $ - $ - $ -
Fund Description:
To account for funds accumulated in

accordance with the New Lien Water and
Sewer Revenue Bond, which requires a
balance be maintained in an equal amount
to the greater of 50% of the average
annual debt service or 33.3% of the
maximum annual debt service. The
money in this fund is restricted to payment
of debt service in the event there is not a
sufficient amount available for this
purpose in New Lien Interest and Sinking
Fund.

254
Water and Sewer Reserve Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 4,620,253 $ 4,689,749 $ 4,678,170 $ -
Revenues
Interest on Investments $ 57,917 $ 46,897 $ 4,800 $ -
Total Revenues $ 57,917 $ 46,897 $ 4,800 $ -
Total Funds Available $ 4,678,170 $ 4,736,646 $ 4,682,970 $ -
Transfer to W&S Non Bond CIP $ - $ 4,736,646 $ 4,682,970 $ -
Total Expenditures $ - $ 4,736,646 $ 4,682,970 $ -
Available Fund Balance 09-30 $ 4,678,170 $ - $ - $ -
Fund Description:
To account for funds accumulated in accordance with

the Water and Sewer Revenue Bond covenants to
have a balance at least equal to the maximum annual
principal and interest payments on the bonds
outstanding and issued prior to FY 2002-03. The
money in this fund is restricted to payment of debt
service in the event there is not a sufficient amount
available for this purpose in the Interest and Sinking
Fund. In FY 2009-10, the last of the senior lien debt
was retired. The residual balance in this fund was
transferred to Water & Sewer Non-Bond CIP to
finance capital projects.

255
Water and Sewer Contingency Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01* $ 198,014 $ 200,007 $ 200,116 $ 202,110
Revenues
Total Revenues $ 2,102 $ 4,000 $ 1,994 $ 4,042
Total Funds Available $ 200,116 $ 204,007 $ 202,110 $ 206,153
Available Fund Balance 09-30 $ 200,116 $ 204,007 $ 202,110 $ 206,153
Fund Description:
To account for funds accumulated as required by the Water and Sewer Revenue Bond covenants to have a
balance at least equal to the sum of 1% of the first $10,000,000 of outstanding bonds, plus 3/4 of 1% of the
second $10,000,000 of outstanding bonds, plus 1/2 of 1% of the third $10,000,000 of outstanding bonds,
plus 1/4 of 1% of the bonds outstanding in excess of $30,000,000 for all series prior to 2001. The money in
this fund is restricted to pay the cost of any repairs or replacements to the System necessitated by an
emergency and for the payment of debt service in the event there is not a sufficient amount available for this
purpose in the Interest and Sinking Fund or the Reserve Fund. The covenants of the New Lien Water and
Sewer Revenue Bonds do not require continuation of this fund and as the Water and Sewer Revenue Bonds
are paid or refunded, this fund will be eliminated.

256
Water Resources Development Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfer from Water/Sewer System $ 400,000 $ 500,000 $ 400,000 $ 850,000
Total Revenues $ 406,573 $ 505,465 $ 407,944 $ 855,396
Total Funds Available $ 1,025,747 $ 778,738 $ 1,023,634 $ 1,125,194
Expenditures
Transfers to Water & Sewer System $ - $ - $ - $ -
Outside Services 410,058 500,000 753,836 850,000
Total Expenditures $ 410,058 $ 500,000 $ 753,836 $ 850,000
Fund Description:
Established in FY 2003-04 to set aside funds to explore

future water resources and includes a transfer from the
Water and Sewer System Fund. Current development efforts
include expansion of pipeline for Lake Chapman;Utilization
of excess Right of way on Lake Chapman pipeline.
Acquisition of water rights for Lake Hugo Oklahoma &
acquisition of Right of way from Lake Hugo to Lake
Chapman.

257
Lake Chapman Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 18,623 $ 17,923 $ 18,623 $ 700
Revenues
Interest on Investments $ - $ - $ - $ -
Total Revenues $ - $ - $ - $ -
Total Funds Available $ 18,623 $ 17,923 $ 18,623 $ 700
Expenditures
Transfer to Water and Sewer System $ - $ 17,923 $ 17,923 $ -
Projects
ROW Lavon - Irving - - - -
Phase II - Lake Chapman Water Supply - - - -
Transmission Line - Contract A (Facilities) - - - -
Transmission Line - Contract B-D (Pipeline) - - - -
Total Expenditures $ - $ 17,923 $ 17,923 $ -
Available Fund Balance 09-30 $ 18,623 $ - $ 700 $ 700
Fund Description:
This fund was created to track revenues and

expenditures related to the creation of the
Lake Chapman reservoir and the costs of
construction of the water supply pipeline from
Lake Chapman to Lake Lewisville. The
pipeline was completed in FY 2003-04. All
operational and miscellaneous expenditures
from Lake Chapman and the pipeline are paid
from the System Fund. This fund will be
used to account for future maintenance and
system expansion projects.

258
Lake Chapman Reserve Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfer from Water/Sewer System $ 100,000 $ 100,000 $ 100,000 $ -
Total Revenues $ 103,875 $ 110,842 $ 102,893 $ 4,000
Fund Description:
This fund was established in FY

2003-04 to allow for an annual
transfer from the Water and
Sewer System Fund to cover any
major repairs along the pipeline
as necessary.

259
260
City of Irving
Garage Fund
2008-09 2009-10 2009-10 2010-11
Revenues
General Fund Maintenance $ 4,671,376 $ 5,887,655 $ 3,832,153 $ 3,899,298
System Fund Maintenance 659,174 882,048 504,494 870,596
Garage Fund Maintenance 34,614 74,870 41,465 81,773
Municipal Drainage Utility Maintenance 128,112 204,710 87,805 168,744
Solid Waste Services Maintenance - - - 1,660,995
ICVB Maintenance 1,252 4,248 2,391 1,358
Irving Arts Center Maintenance 1,882 1,347 331 560
HHS Maintenance 1,662 2,017 2,017 5,377
Transfer from General - 155,000 155,000 -
Transfer from Non Bond CIP - - - -
Transfer from Water/Sewer System 16,000 - - -
Transfer from Equipment Replacement - - - -
Interest Income 2,112 - 4,000 4,000
Miscellaneous Revenue 1,161 - - -
Total Revenues $ 5,517,345 $ 7,211,896 $ 4,629,655 $ 6,692,701
Expenditures
Salaries and Wages $ 1,111,833 $ 960,579 $ 698,436 $ 931,352
Benefits 349,483 373,360 259,305 375,579
Supplies 57,339 68,050 45,508 61,370
Parts and Outside Work 3,978,042 5,064,567 3,333,090 5,169,655
Equipment Maintenance 41,096 70,188 44,387 95,409
Miscellaneous Services 201,332 237,210 140,215 48,735
Transfers 17,601 17,601 17,601 10,601
Other Capital 57,479 380,000 217,425 -
Total Expenditures $ 5,814,205 $ 7,171,555 $ 4,755,967 $ 6,692,701
Fund Description:
This internal service fund owns and operates the City's fleet of rolling stock. The fund is designed
to break even in its revenue from user funds and expenditures to maintain the fleet. Transfers
from other funds are for maintenance of current vehicles and the purchase of new, non
replacement, vehicles

261
262
City of Irving
Municipal Drainage Utility Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Drainage Fees $ 5,144,246 $ 4,726,000 $ 4,726,000 $ 4,726,000
Total Revenues $ 5,174,978 $ 4,773,964 $ 4,773,964 $ 4,746,000
Expenditures
Benefits 538,649 596,323 596,323 593,298
Supplies 40,760 77,880 77,880 82,025
Structure Maintenance 643,471 1,200,000 1,200,000 566,000
Transfers 180,394 393,513 343,513 377,136
Building and Structures 721,208 - - 1,062,118
Other Capital 54,249 7,000 7,000 -

263
264
City of Irving
Solid Waste Services Enterprise Fund
2008‐09 2009‐10 2009‐10 2010‐11
ACTUAL BUDGET ESTIMATED PROPOSED
Available Balance 10‐01 $ ‐ $ ‐ $ 767,064 $ 1,351,038
Revenues
Operating Revenues
Sanitation $ ‐ $ 9,900,000 $ 9,900,000 $ 8,366,787
Landfill Capacity - Sale ‐ 1,496,000 1,496,000 1,496,000
Landfill -Tipping Fees ‐ 168,000 168,000 168,000
Roll Off Collections ‐ 176,000 176,000 150,000
Energy Surcharge Recovery ‐ 380,000 380,000 380,000
Recycling Revenue ‐ 36,000 36,000 36,000
Sale of Scrap Iron ‐ 50,000 50,000 50,000
Total Operating Revenues $ ‐ $ 12,206,000 $ 12,206,000 $ 10,646,787
Non‐Operating Revenues
Interest $ ‐ $ 183,090 $ ‐ $ ‐
Total Non‐Operating Revenues $ ‐ $ 183,090 $ ‐ $ ‐
Total Revenues $ ‐ $ 12,389,090 $ 12,206,000 $ 10,646,787
Total Funds Available $ ‐ $ 12,389,090 $ 12,973,064 $ 11,997,825
Expenditures
Operating Expenditures
Salaries and Wages $ ‐ $ 3,374,686 $ 3,374,686 $ 3,367,573
Benefits ‐ 1,335,783 1,335,783 1,300,757
Supplies ‐ 88,234 88,234 99,734
Equipment Maintenance ‐ 1,898,381 1,898,381 1,709,662
Structure Maintenance ‐ 17,950 17,950 17,950
Miscellaneous Services ‐ 716,047 716,047 976,052
Total Operating Expenditures $ ‐ $ 7,431,082 $ 7,431,082 $ 7,471,728
Non‐Operating Expenditures
Transfer to General Interest & Sinking $ ‐ $ 959,893 $ 959,893 $ 927,116
Transfer to Computer Replacement ‐ 47,911 47,911 47,911
Transfer to Equipment Replacement ‐ 226,283 226,283 376,283
Cost Allocation - Transfer to General ‐ 2,956,857 2,956,857 2,900,000
Total Non-Operating Expenditures $ ‐ $ 4,190,944 $ 4,190,944 $ 4,251,310
Total Expenditures $ ‐ $ 11,622,026 $ 11,622,026 $ 11,723,038
Available Fund Balance 09‐30 $ ‐ $ 767,064 $ 1,351,038 $ 274,787
Fund Description:
Solid Wastes Services Enterprise Fund functions include administration of solid waste collection and disposal services
including residential waste collections, curbside recycling, brush and bulky waste collections, special waste collections
and operation of a municipal solid waste landfill.

265
266
City of Irving
General Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Hotel/Motel Tax $ 6,502,838 $ 5,450,447 $ 5,152,197 $ 4,997,554
Hotel Tax P&I - - 750 -
Hotel Tax - Prior Years - - 300 -
Transfer from ICVB Reserve Fund 30,000 150,000 147,000 666,218
Transfer from CCC Fund 250,000
Transfer from ICVB Building Fund 666,950 661,998 -
Miscellaneous Revenue 169,662 30,603 11,138 17,500
Total Revenue $ 6,764,000 $ 6,327,500 $ 5,975,383 $ 5,934,272
Expenditures
Benefits 433,531 504,769 446,551 498,361
Supplies 81,224 114,800 75,600 76,775
Transfers 550,200 160,000 479,430 -
Capital 4,744 - 4,646 -
Fund Description:
This is the principal operating fund of the Conventionand

Visitors Bureau.
It accounts for all salary and benefits costs for the Irving
Convention and Visitors Bureau as well as all other
operating costs associated with the Bureau, with the
exception of computer replacement.

267
City of Irving
Reserve Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfer from ICVB General Fund $ 50,000 $ - $ - $ -
Total Revenue $ 61,686 $ 12,000 $ 1,574 $ 2,200
Expenditures
Transfers to ICVB General $ 30,000 $ 150,000 $ 147,000 $ 666,218
Available Fund Balance 09-30 $ 1,465,426 $ 1,353,741 $ 1,320,000 $ 655,982
Fund Description:
Funds are reserved for the Bureau's

commitment to the 2011 SuperBowl in the
amount of $200,000. Funds are also
reserved for pre-opening and marketing
expenses for the Convention Center.
Additional funds can be used for
unbudgeted opportunities that arise during
the fiscal year, to balance the General Fund
if necessary, and to fund unexpected
contingencies.

268
City of Irving
Computer Replacement Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfer from ICVB General Fund $ 42,500 $ 60,000 $ - $ -
Interest on Investments 2,375 5,000 350 350
Total Revenue $ 44,875 $ 65,000 $ 350 $ 350
Expenditures
Supplies $ 20,000 $ 17,300 $ 10,000 $ 12,000
Capital - - - -
Fund Description:
This fund is reserved for the replacement of computers, printers, software systems and other computer-related
equipment for the Convention and Visitors Bureau.

269
City of Irving
Building Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 870,030 $ 668,950 $ 751,876 $ 0
Revenues
Transfer from ICVB General Fund $ 357,700 $ - $ - $ -
Interest on Investments $ 6,646 $ - $ 650 $ -
Total Revenue $ 364,346 $ - $ 650 $ -
Total Funds Available $ 1,234,376 $ 668,950 $ 752,526 $ 0
Expenditures
Salary and Benefits $ 68,657 $ - $ 22,155 $ -
Supplies 1,166 - - -
Miscellaneous Services 397,381 - 68,373 -
Equiptment 15,295 - - -
Transfer to ICVB General Fund 668,950 661,998 -
Total Expenditures $ 482,500 $ 668,950 $ 752,526 $ -
Available Fund Balance 09-30 $ 751,876 $ - $ 0 $ 0
Fund Description:
This fund is designated for activities relating to the

pre-opening promotion (sales and marketing) of the
proposed convention center by the Convention and
Visitors Bureau

270
City of Irving
Irving Arts Center
General Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 2,048,101 $ 313,682 $ 880,020 $ 452,399
Revenues
Charges for Services $ 405,549 $ 418,994 $ 410,067 $ 428,289
Interest on Investments 4,065 8,077 1,000 710
Miscellaneous 124,550 110,632 115,080 29,950
Hotel/Motel Taxes 1,368,294 1,434,340 1,364,311 1,315,157
Grant Revenue 15,044 - - -
Transfer from IAC Art Center - 59,443 117,775 -
Transfer from IAC Theater Reserve 1,651,345 2,370,144 2,370,144 1,774,283
Transfer from IAC Computer Replacement 17,963 58,050 58,050 -
Transfer from IAC Theater Equipment Replacem 78,467 160,650 160,650 70,000
Transfer from IAC Building Acquisition 500,000 - - -
Total Revenues $ 4,165,277 $ 4,620,330 $ 4,597,077 $ 3,618,389
Expenditures
Benefits 322,523 414,292 413,383 408,055
Supplies 178,421 180,195 186,402 142,039
Structure Maintenance 81,770 86,825 96,747 84,925
Transfers 21,426 2,116 77,116 97,116
Land 521,500 - - -
Equipment 456,879 152,500 266,109 87,200
Fund Description:
The General Fund is the main operational fund of the Irving Arts
Center. Of the 7% collected by the City in Hotel Occupancy Tax,
2% goes to the Convention Center. Of the remaining 5%, the IAC as
a whole receives 35.5%. After budgeting for quarterly payments to
the Interest and Sinking Fund and the placement of funds in the IAC
Theater Reserve Fund, the IAC General Fund receives a 15% share
of the total Hotel/Motel Occupancy Tax revenues collected. Theater
Reserve Funds are used to supplement IAC General Fund operations
if the need arises. Additionally, revenues from interest, facility
rentals, reimbursements, miscellaneous revenues, and fund transfers
are included.

271
City of Irving
Irving Arts Center
Arts Center Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-1 $ 98,094 $ 59,443 $ 118,961 $ -
Revenues
Charges for Services $ 115,232 $ - $ - $ -
Interest on Investments 732 - 77 -
Miscellaneous 31,109 - - -
Transfers from General Fund - - - -
Total Revenues $ 147,073 $ - $ 77 $ -
Total Funds Available $ 245,167 $ 59,443 $ 119,038 $ -
Expenditures
Salaries and Wages $ 53,311 $ - $ - $ -
Benefits 16,827 - - -
Structure Maintenance 806 - 117 -
Equipment Maintenance - - - -
Miscellaneous Services 50,875 - 1,146 -
Transfers - 59,443 117,775 -
Available Fund Balance 9-30 $ 118,961 $ - $ - $ -
Fund Description:
This fund is used primarily for the maintenance, repair, and

accounting functions required for the operation of the Center.
The revenue stream includes rent from tenant (Irving Arts
Center), utility reimbursements from these tenants, and rentals
of the meeting rooms to various groups and organizations.
Utility reimbursements are established by a percentage of total
space occupied. Fund to close FY2010.

272
Irving Arts Center
Theater Reserve Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Hotel/Motel Taxes 1,606,880 1,714,724 1,600,352 1,520,061
Transfers from Genghis Khan Fund - - - 300,000
Total Revenues $ 1,622,867 $ 1,741,236 $ 1,602,864 $ 1,821,585
Expenditures
Miscellaneous Services $ 64,371 $ 68,589 $ 64,014 $ 60,802
Transfers to General - - - -
Transfers to IAC General Fund 1,651,345 2,370,144 2,370,144 1,774,283
Transfers to Theater Equip Replacement Fund 81,958 93,409 93,409 -
Transfers to Building Acquisition Fund - - - -
Transfers to Genghis Khan Fund - 100,000
Fund Description:
This fund was established in FY85-86. It serves

as a holding account from which to pay interest
and principal payments on bond debt service in
the event the Hotel/Motel Tax falls short of
projections. It serves two other functions: (1) to
supplement the General Fund for building
operation costs, and (2) to set up the Theater
Equipment Replacement Fund in FY91-92 for the
replacement of major equipment, furniture, and
fixtures in the Carpenter Performance Hall,
Dupree Theater, Rehearsal Hall, and Commons
Theater. Revenues for this fund come from
Hotel/Motel Tax and interest on investments.

273
City of Irving
Irving Arts Center
2008-09 2009-10 2009-10 2010-11
Revenues
Interest on Investments $ 1,178 $ 1,785 $ 885 $ 228
Transfer from IAC General Fund 21,426 2,116 2,116 2,116
Total Revenues $ 22,604 $ 3,901 $ 3,001 $ 2,344
Expenditures
Transfers to IAC General Fund $ 17,963 $ 58,050 $ 58,050 $ -
Fund Description:
This fund was established in FY90-91 by City

Council ordinance to set aside monies for the
replacement of computer equipment. Monies for this
fund are obtained by transfers made out of the IAC
General Fund. Transfers to this fund are based on a
straight-line depreciation schedule.

274
City of Irving
Irving Arts Center
Theater Equipment Replacement Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Interest on Investments $ 1,224 $ 1,886 $ 986 $ 160
Transfer from IAC Theater Reserve 81,958 93,409 93,409 -
Total Revenues $ 83,182 $ 95,295 $ 94,395 $ 160
Expenditures
Transfers to IAC General Fund $ 78,467 $ 160,650 $ 160,650 $ 70,000
Fund Description:
This fund was established in FY91-92 by the Irving Arts

Board to set aside monies for the replacement of major
theater equipment, furniture, and fixtures in the
Carpenter Performance Hall, Dupree Theater, Rehearsal
Hall, and Suite 200.
Monies for this fund are obtained by transfers made out

of the Theater Reserve Fund. Transfers will continue to
be made until the fund balance reaches $500,000.
Transfers to this fund are based on a straight-line
depreciation schedule.

275
City of Irving
Irving Arts Center
Building Acquisition Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfer from IAC Theater Reserve - - - -
Total Revenues $ 7,869 $ 12,543 $ 2,543 $ 1,143
Total Funds Available $ 1,417,549 $ 934,766 $ 920,092 $ 21,235
Expenditures
Transfers $ 500,000 $ 500,000 $ 900,000 $ -
Fund Description:
The Irving Arts Board established this fund in FY96-97.

The purpose of this fund is to set aside funds for the future
expansion of the Irving Arts Center. Monies for this fund
are obtained from transfers made from a combination of the
General Fund and the Theater Reserve Fund. Transfers to
this fund are at the Arts Board’s discretion.

276
City of Irving
Irving Arts Center
Genghis Khan Fund
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ - $ - $ - $ 554,496
Revenues
Charges for Services $ - $ - $ - $ 400,000
Interest on Investments - 3,370 1,670 422
Miceallanous - - - 144,000
Grants - - - 25,000
Transfer from IAC General Fund - - 75,000 95,000
Transfer from IAC Theater Reserve - - 100,000 -
Transfer from IAC Building Acquisition - 500,000 900,000 -
Total Revenues $ - $ 503,370 $ 1,076,670 $ 664,422
Total Funds Available $ - $ 503,370 $ 1,076,670 $ 1,218,918
Expenditures
Salaries and Wages $ - $ - $ 21,300 $ 101,370
Benefits - - 1,891 18,353
Supplies - - 2,500 79,000
Miscellaneous Services - 163,000 496,483 494,436
Transfer to IAC Theater Reserve Fund - - - 300,000
Total Expenditures $ - $ 163,000 $ 522,174 $ 993,159
Available Fund Balance 9-30 $ - $ 340,370 $ 554,496 $ 225,759
Fund Description
This fund is will be used for operations of the

Exhibition: Genghis Khan scheduled for the
summer of 2011. The revenue stream includes
fund transfers from the Irving Arts Center, grant,
admission fees, gift shop sales and sponsorships
Fund will be closed once exhibition is complete
in FY2011-2012

277
City of Irving
Convention Center Complex Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Hotel/Motel Tax $ 4,275,941 $ 4,152,689 $ 4,152,689 $ 3,507,055
Land Sale for Hotel - - -
HOT Revenue Bond Proceeds - - - -
Transfer In 6,484,136
Total Revenues $ 10,855,388 $ 4,452,689 $ 4,452,689 $ 3,507,255
Expenditures
Property Management Services $ 34,524 $ - $ 584,000 $ -
Miscellaneous (Studies, etc.) - - - -
Outside Services - - 50,000 -
Consulting 19,412 - - -
Office Furniture & Fixtures 1,726,760
Fam Tours 150,000
Travel and Training - - - -
Local Programs/Promotions - - 100,000 235,000
Buildings 658,205 - 2,504,841 -
A&E 789,961 - - -
ICVB General Fund - - - 250,000
Transfer to Convention Center I&S 200,304 - - -
Transfer to HOT Reserve 10,000,000 - - -
Transfer to CCC Bond Fund 2,195,109 - - -
Transfer to Hotel Occupancy I&S 9,178,808 3,824,875 3,824,875 3,507,055
Fund Description:
In January 2000, City Council implemented an additional two percent of hotel/motel tax to be collected to
provide funding for a Convention Center complex. The new facility will open in January 2011.

278
City of Irving
Entertainment Venue Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Hotel/Motel Tax $ 3,648,357 $ 4,152,689 $ 3,996,615 $ 3,507,055
HOT Revenue Bond Proceeds - - -
Contribution from Developer 50,000,000
Total Revenues $ 3,666,293 $ 4,199,680 $ 4,039,289 $ 53,517,320
Expenditures
Construction of Entertainment Venu $ - $ - $ - $ 50,000,000
Outside Services 111,672 - (6,188) 142,500
Consulting - - - -
Supplies 166 - 2,334 -
Legal Expenses 243,676 - 417,112 -
Travel and Training 323 - 520 -
Transfer to General Fund 65,572 41,903
A&E 45,902 - 1,098,403 -
Transfer to Convention Center 357,456 1,315,183
Buildings 13,333
Transfer to Venue Debt Service 1,814,476 4,563,395 3,660,338 3,507,055
Available Fund Balance 09-30 $ 3,132,763 $ 2,769,049 $ 684,350 $ 510,212
Fund Description:
In May 2007, City Council implemented an additional two percent of hotel/motel tax to be collected to provide
funding for a Convention Center complex. Planning has begun on the new facility, with construction planned for
2011.

279
City of Irving
Heritage and Museum Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Hotel/Motel Tax $ 228,553 $ 282,179 $ 282,179 $ 219,191
Total Revenues $ 262,245 $ 323,679 $ 323,679 $ 249,191
Expenditures
Salaries and Wages $ 155,329 $ 156,388 $ 156,388 $ 156,388
Benefits 31,703 34,985 34,985 34,985
Supplies 3,127 14,300 14,300 5,500
Building Maintenance 1,040 1,500 1,500 1,500
Equipment Maintenance 477 1,200 1,200 750
Transfers - 398 398 398
Capital - 2,500 2,500 2,500
Fund Description:
This fund receives its revenue from one percent of

the hotel/motel tax revenue and was established in
FY 2000-01 to set aside funding for a heritage
museum within Irving.

280
City of Irving
Museum Operating Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Revenue from Gift Shop Sales $ 4,682 $ 6,000 $ 6,000 $ 6,000
Transfer from Museum Fund - - - -
Donations 1,294 1,300 1,300 1,300
Interest - 260 260 -
Rent - - - -
Total Revenues $ 5,976 $ 7,560 $ 7,560 $ 7,300
Expenditures
Supplies $ - $ 3,500 $ 3,500 $ 500
Fund Description:
This fund accounts for the revenues and operating

expenses associated with both the Heritage and
Mustang operations.

281
City of Irving
Hotel Occupancy Tax Reserve Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Transfers from Convention Center $ 10,000,000 $ - $ - $ -
Total Revenues $ 10,008,750 $ 167,444 $ 166,420 $ 20,000
Fund Description:
Accounts for the bond requirements for the portion of this fund attributed to the Civic Center. The required
accumulated fund balance represents the least of either the maximum annual debt service on the outstanding
bonds; 1¼ times the average annual debt service on the outstanding bonds; or 10 percent of the amount of the
proceeds of the bonds.

282
CITY OF IRVING
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
2008-09 2009-10 2009-10 2010-11

Revenues
Receipts from Federal $ 1,471,968 $ 2,317,574 $ 2,317,574 $ 2,504,539
Revolving Loan Payment 10,925 - - -
Misc. Revenue 47,554 - - -
Total Revenues $ 1,530,447 $ 2,317,574 $ 2,317,574 $ 2,504,539
Expenditures
Benefits 88,455 159,248 159,248 170,941
Supplies 18,703 24,400 24,400 52,250
Transfers - 6,639 6,639 6,639
Capital Expenditures - - - -
Available Fund Balance 09-30 $ 2,568 $ 3,958 $ 2,568 2,568
Fund Description:
Accounts for the receipt and expenditure of federal

grant funds that will be used to revitalize
neighborhoods, expand affordable housing and
economic opportunities and/or improve community
facilities and services, principally to benefit low-
and moderate-income persons.

283
CITY OF IRVING
HOME INVESTMENT PARTNERSHIP GRANT FUND
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ 708 $ - $ - $ -
Revenues
Receipts from Federal $ 87,971 $ 1,079,679 $ 1,079,679 $ 1,070,341
Program Income (2,800) - - -
Miscellanous Revenue 75 - - -
Total Revenues $ 85,246 $ 1,079,679 $ 1,079,679 $ 1,070,341
Total Funds Available $ 85,954 $ 1,079,679 $ 1,079,679 $ 1,070,341
Expenditures
Benefits 17,732 19,220 19,220 22,498
Supplies - - - -
Transfers - - - -
Total Expenditures $ 85,954 $ 1,079,679 $ 1,079,679 1,070,341
Available Fund Balance 09-30 $ - $ - $ - $ -
Fund Description:
Accounts for the receipt and expenditure of

federal grants that will be used to fund a wide
range of activities that create affordable housing
opportunities for low-income persons in
partnerships with local nonprofit groups or for-
profit entities.

284
CITY OF IRVING
EMERGENCY SHELTER GRANT FUND
2008-09 2009-10 2009-10 2010-11

Revenues
Receipts from Federal $ 100,065 $ 99,772 $ 99,772 $ 99,788
Total Revenues $ 100,065 $ 99,772 $ 99,772 $ 99,788
Expenditures
Benefits 574 - - 662
Total Expenditures $ 100,065 $ 99,772 99,772 $ 99,788
Fund Description:
Accounts for the receipt and expenditure of funds for the rehabilitation or conversion of buildings into
homeless shelters and certain related social services operating expenses, homeless prevention and other
activities that assist homeless persons.

285
CITY OF IRVING
COMMUNITY DEVELOPMENT BLOCK GRANT - RECOVERY
2008-09 2009-10 2009-10 2010-11

Revenues
Receipts from Federal $ 608,703 $ - $ - $ 5,639
Total Revenues $ 608,703 $ - $ - $ 5,639
Expenditures
Salaries and Wages $ - $ 30,435 $ 30,435 $ 4,028
Benefits - - - 1,611
Miscellaneous Services - 358,039 572,629 -
Fund Description:
Established in FY 2008-09 as part of the American Recovery and Reinvestment Act of 2009.
Funds are used to provide assistance to low and moderate income persons. The primary focus of this
fund is to increase economic development, job creation, and infrastructure development.
This is a three-year grant

286
CITY OF IRVING
NEIGHBORHOOD STABILIZATION PROGRAM
2008-09 2009-10 2009-10 2010-11

Revenues
Receipts from Federal $ 358,039 $ - $ 2,940,000 $ 50,910
Total Revenues $ 358,039 $ - $ 2,940,000 $ 50,910
Total Funds Available $ 358,039 $ 358,039 $ 3,298,039 $ 459,859
Expenditures
Salaries and Wages $ - $ - $ - $ 38,302
Benefits - - - 12,608
Miscellaneous Services - 358,039 2,889,090 -
Total Expenditures $ - $ 358,039 $ 2,889,090 $ 50,910
Available Fund Balance 09-30 $ 358,039 $ - $ 408,949 $ 408,949
Fund Description:

287
CITY OF IRVING
HOMELESSNESS PREVENTION AND RAPID RE-HOUSING
PROGRAM GRANT - FEDERAL
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 930,680 $ - $ - $ 84,977
Expenditures
Benefits - - - 23,405
Miscellaneous Services - 930,680 845,703 -
Fund Description:
Funds are used to provide assistance to homeless and near homeless residents of Irving. This
program provides homelessness prevention services such as rental assistance, utility assistance,
legal assistance, etc., as well as rapid re-housing of homeless persons.

288
CITY OF IRVING
EMERGENCY SHELTER GRANT - STATE
PROGRAM GRANT
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ - $ 75,000 $ 75,000 $ -
Revenues
Total Revenues $ 75,000 $ - $ - $ 85,060
Expenditures
Miscellaneous Services $ - $ 75,000 $ 75,000 $ -
Total Expenditures $ - $ 75,000 $ 75,000 $ -
Available Fund Balance 09-30 $ 75,000 $ - $ - $ 85,060
Fund Description:

289
CITY OF IRVING
HOMELESSNESS PREVENTION AND RAPID RE-HOUSING - STATE
PROGRAM GRANT
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ - $ 1,000,000 $ 1,000,000 $ 85,060
Revenues
Receipts from Federal $ 1,000,000 $ - $ - $ -
Total Revenues $ 1,000,000 $ - $ - $ -
Total Funds Available $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 85,060
Expenditures
Benefits - - - 23,474
Miscellaneous Services - 1,000,000 914,940 -
Total Expenditures $ - $ 1,000,000 $ 914,940 $ 85,060
Available Fund Balance 09-30 $ 1,000,000 $ - $ 85,060 $ -
Fund Description:

290
CITY OF IRVING
TEXAS HIGHWAY TRAFFIC SAFETY GRANT FUND
2008-09 2009-10 2009-10 2010-11

Revenues
Texas Hwy. Traffic Safety Grant $ 140,508 $ 147,500 $ 147,500 $ 147,500
Receipts from State 3,599 - - -
Total Revenues $ 144,107 $ 147,500 $ 147,500 $ 147,500
Expenditures
DWI Grant $ 19,061 $ 10,000 $ 10,000 $ 10,000
Click It or Ticket 3,599 10,000 10,000 10,000
STEP Grant 121,447 127,500 127,500 127,500
Fund Description:
Accounts for the various STEP grants received

by the Police Department for increased traffic
enforcement to decrease fatalities and injury
accidents to include DWI enforcement, seat belt
safety, and child restraint.

291
CITY OF IRVING
LOCAL LAW ENFORCEMENT BLOCK GRANT FUND
2008-09 2009-10 2009-10 2010-11

Revenues
LLEBG Program - Federal $ 20,236 $ 35,000 $ 35,000 $ 35,000
Total Revenues $ 20,236 $ 35,000 $ 35,000 $ 35,000
Expenditures
Supplies $ 20,236 $ 35,000 $ 35,000 $ 35,000
Fund Description:
Accounts for the receipt and expenditure of federal grant

funds from the Bureau of Justice Assistance. These funds
are primarily used to purchase capital equipment
associated with Police activities.

292
CITY OF IRVING
MISCELLANEOUS GRANTS FUND
2008-09 2009-10 2009-10 2010-11

Revenues
Receipts from State $ 38,140 $ - $ - $ -
Receipts from Federal 3,958 - - -
Other Grant Revenue 13,943 - - 4,000,000
LEOSE- City Marshal 337 1,080 1,080 1,080
LEOSE- Fire 770 2,500 2,500 2,500
LEOSE- Police 17,184 24,000 24,000 24,000
Other Donations - 15,000 15,000 15,000
Interest Income 3,373 - - -
Transfer from Non-bond CIP - - - -
Transfer from General Fund 508 - - -
Total Revenues $ 78,213 $ 42,580 $ 42,580 $ 4,042,580
Total Funds Available $ 519,326 $ 452,845 $ 415,811 $ 4,415,811
Expenditures
LEOSE - Police $ 17,184 $ 24,000 $ 24,000 $ 24,000
LEOSE - Fire 770 2,500 2,500 2,500
LEOSE - Courts 337 1,080 1,080 1,080
MMRS 12,664 - - -
Campion Trails 59,100 - - 1,500,000
NCTCOG-T21 Transportation Grant - - - 2,500,000
Recycling Market Study Grant 8,548 - - -
Computer Reuse Grant from COG 29,591
Assistance to Firefigher 3,958 - - -
Teen Court Allstate Foundation 13,943 15,000 15,000 15,000
Total Expenditures $ 146,095 $ 42,580 $ 42,580 $ 4,042,580
Fund Description:
Accounts for the receipt and expenditure of various recycling and waste management grants as well as
other grants which do not match a specific grant category.

293
CITY OF IRVING
TRANSPORTATION GRANT FUND
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ 76 $ - $ 76 $ 76
Revenues
Receipts from State $ - $ - $ - $ -
Interest - - - -
Total Revenues $ - $ - $ - $ -
Total Funds Available $ 76 $ - $ 76 $ 76
Expenditures
Salaries and Wages $ - $ - $ - $ -
Other Capital - - - -
Available Fund Balance 09-30 $ 76 $ - $ 76 $ 76
Fund Description:
Established in FY 2002-03 to track the funds

received from the Texas Department of
Transportation for a major thoroughfare detection
system and traffic signals throughout the City.

294
CITY OF IRVING
LIBRARY GRANT FUND
2008-09 2009-10 2009-10 2009-10

Revenues
Other Grant Revenue $ 23,534 $ - $ - $ -
Donations 66,052 75,000 75,000 -
Receipts from Federal Govt 83,186 - - 20,000
Receipts from State 21,465 - - 100,000
Total Revenues $ 194,237 $ 75,000 $ 75,000 $ 120,000
Expenditures
NEA Grant $ - $ - $ - $ 20,000
Lone Star Grant 68,317 - - 100,000
Texas Book Festival 1,856 - - -
The BIG READ 28,536 - - -
Donation Programs 63,229 75,000 75,000 -
PAC Hug 8,104 - - -
Fund Description:
Established in FY 2003-04 to account for the receipt and expenditure of various library grants to be used
toward library programs and the purchase of library materials

295
CITY OF IRVING
EMERGENCY MANAGEMENT GRANT FUND
2008-09 2009-10 2009-10 2010-11

Revenues
Receipts from State $ 467,979 $ - $ - $ -
Total Revenues $ 467,979 $ - $ - $ -
Expenditures
SHSP-LEAP 28,394 - - -
MMRS Grants 117,466 - - -
SHSHP Grant 87,551 - - -
USAI 67,551 - - -
Buffer Zone Protection 24,250 - - -
EMPG 78,653 - - -
Total Expenditures $ 403,865 $ - $ - $ -
Available Fund Balance 09-30 64,114 $ 84,757 $ 64,114 $ 64,114
Fund Description:
Established in FY 2004-05, this grant fund provides for the

receipt of funds from the Federal Government for City securit
initiatives. It includes the Metropolitan Mobility Response
System (MMRS) contract as well as the Domestic
Preparedness Grant, EmergencyManagement Program Grant,
and the Homeland Security Grant which provide funding for
specialized training equipment for hazardous materials, fire
services, law enforcement and EMS personnel.

296
CITY OF IRVING
CRIMINAL JUSTICE GRANT FUND
2008-09 2009-10 2009-10 2010-11

Revenues
Receipts from State $ 260,993 $ 150,000 $ 150,000 $ 150,000
Transfer from General Fund 32,749 33,350 33,350 33,350
Total Revenues $ 293,742 $ 183,350 $ 183,350 $ 183,350
Expenditures
VOCA $ - $ 150,000 $ 150,000 $ 150,000
VAWA - - - -
Gang Initiative Grant 225,000 - - -
VCLG 35,993 33,350 33,350 33,350
Police - - - -
Transfer to General - - - -
Fund Description:
Accounts for the receipt and expenditure of the various

Domestic Violence and Victims Assistance Grants. These
grant funds pay for personnel costs related to Familiy
Advocacy Center Counselors and two investigators.

297
CITY OF IRVING
DONATION FUND
2008-09 2009-10 2009-10 2010-11

Revenues
Building & Standards Civil Penalties $ 28,650 $ - $ - $ -
Donations 27,415 29,500 29,500 29,500
Total Revenues $ 56,065 $ 29,500 $ 29,500 $ 29,500
Expenditures
Fire Department $ 39,268 $ 15,000 $ 15,000 $ 15,000
IT 1,002 - - -
Animal Services - 5,000 5,000 5,000
Public Health 3,852 5,000 5,000 5,000
Inspections 18,900 3,000 3,000 3,000
Municipal Court 220 1,500 1,500 1,500
Fund Description:
Established during FY 2004-05, this fund

provides for the receipt of private donations and
expenditures associated with specific programs.
Currently, the Fire Department receives donations
used toward the Fire Safety House educational
program. In addition, the Public Health and
Environmental Services Department receives
donations toward public health programming, and
the Municipal Court receives donations for Teen
Court activities.

298
City of Irving
Equipment Replacement Fund
2008-09 2009-10 2009-10 2010-11 2010-11 2010-11
ACTUAL ADOPTED ESTIMATED REQUEST UPGRADES PROPOSED
Available Fund Balance 10-01 $ 19,425,663 $ 16,177,393 $ 17,008,236 $ - $ - $ 12,638,977
Revenues
Miscellaneous Revenue $ 52,765 - $ - $ - $ - $ -
Contributions from General 1,859,767 593,597 344,229 - - -
Contributions from W/S System 291,838 145,892 154,566 154,566 15,000 169,566
Contributions from Municipal Drainage 128,533 141,533 92,833 92,833 77,458 170,291
Contributions from Garage 13,256 13,256 6,256 6,256 - 6,256
Transfers from Solid Waste Services - 376,283 226,283 226,283 - 226,283
Loan Proceeds - - 2,580,000 - - -
Interest on Investments 209,883 161,774 42,521 31,597 - 31,597
Total Revenues $ 2,556,042 $ 1,432,335 $ 3,446,688 $ 511,535 $ 92,458 $ 603,993
Total Funds Available $ 21,981,705 $ 17,609,728 $ 20,454,924 $ - $ - $ 13,242,970
Expenditures
Dept. #4 - Police
Van $ 25,085 $ 22,000 $ 22,000 $ - $ - $ -
Patrol Sedans 438,572 310,000 310,000 325,000 - 325,000
Tahoe 30,742 65,100 65,100 - - -
Sedan - 25,000 25,000 - - -
Motorcycle 55,677 - - - - -
Dept. #5 - Fire
Ambulance $ 514,047 $ - $ - $ - $ - $ -
1/2 Ton Pickup - 111,000 111,000 - - -
Van - - - 22,000 - 22,000
Tahoe 88,066 - - - - -
3/4 Ton Suburban 37,155 - - - - -
SUV - 31,000 31,000 - - -
Upgrade light and siren system 10,988 - - - - -
Dept. #6 - Solid Waste Services

25 Yd Rear Loader 52K GVW $ 299,860 $ - $ - $ - $ - $ -
60K GVW Rear Loader 797,425 1,260,000 1,260,000 - - -
Landfill Compactor 412,712 - - - - -
1 Ton Truck 32,795 - - - - -
3/4 Ton Pickup 28,405 - - 52,000 - 52,000
3/4 Ton Pickup 4x4 - - - 34,000 - 34,000
1/2 Ton SUV-HYBRID - 48,000 48,000 - - -
Trash Pump - 9,068 9,068 - - -
Articulated Truck 559,029 - - - - -
Dept. #7 - Parks & Recreation

3/4 Ton Pickup $ - $ 45,700 $ 45,700 $ - $ - $ -
Backhoe/Tractor 70,212 - - - - -
1 Ton Truck w/Utility Body - 41,000 41,000 38,650 - 38,650
1 Ton Truck w/ Landscape Body 91,997 - - - - -
Mower 45,108 - - - - -
F650 Truck W/ Water Tank 75,684 - - - - -

299
City of Irving
2008-09 2009-10 2009-10 2010-11 2010-11 2010-11
Dept. #8 - Water Customer Service

Ford F-150 $ 14,666 $ - $ - $ - $ - $ -
F350 Diesel Ext Cab W/Utility Body 37,344 - - 35,000 15,000 $ 50,000
2010 Ford F-550 Reg. Cab Diesel dually
Dept. #11 - Planning and Inspections

1/2 Ton Truck $ - $ 36,000 $ 36,000 $ - $ - $ -
Dept #13 - Municipal Court

Patrol Sedans $ 22,791 $ - $ - $ - $ - $ -
Dept #17 - Animal Services

3/4T P/U with Animal Box $ - $ - $ - $ 133,500 $ - $ 133,500
Dept #19 - Capital Improvement Projects

Sweeper $ - $ 532,000 $ 532,000 $ - $ - $ -
1/2 Ton Pickup - 182,500 182,500 - - -
Caterpillar Loader 209,702 - - - - -
Sedan Mid-size - 25,000 25,000 - - -
Skid Steer Loader 63,920 - - - - -
Dept #21 - Transportation

1 Ton Crew Cab Truck w/Utility Body $ 53,280 $ - $ - $ - $ - $ -
Ford F450 Super Duty - 60,000 60,000 - - -
Ford F250 with Utility Body - 31,000 31,000 - - -
Ford F650 with Flatbed 56,016 95,000 95,000 - - -
Ford F450 Super Duty - bucket truck - 75,000 75,000 - - -
Tracktor - 69,500 69,500 - - -
2008 Sterling Aerial Truck W/411 Utec 74,411 - - - - $ -
Dept. #23 - Information Technology

1/2 Ton Van $ 17,179 $ 36,400 $ 36,400 $ - $ - $ -
Dept. #28 - Code Enforcement

Ford Ranger $ - $ 45,000 $ 45,000 $ - $ - $ -
Dept. #32 - Water Utilities

1/2 Ton Pickup $ 21,291 $ 20,000 $ 20,000 $ - $ - $ -
1 Ton Pickup 19,622 48,000 48,000 - - -
3/4 Ton Cab/Chassis 26,291 38,000 38,000 - - -
4 X 4 SUV 29,109 - - - - -
Loader - 140,000 140,000 - - -
Van - 25,000 25,000 - - -
Backhoe Loader 120,120 - - - - -
Backhoe w/ hydraulic hammer 81,349 - - - - -
F350 Diesel Ext Cab W/Utility Body 74,688 - - - - -
Ford F750 With Long Utility Body 72,262 - - - - -
Lt8500 Sterling With Vactor Rig 307,558 - - - -
2011 Freightliner w/ Vactor Service Jetter - - - 175,000 - 175,000
Sterling With Crane For Dept 32 113,610 - - - - -

300
City of Irving
2008-09 2009-10 2009-10 2010-11 2010-11 2010-11
Dept #41 Municipal Drainage Utility

Street Sweeper $ 182,070 $ - $ - $ 160,000 $ 77,458 $ 237,458
SUV - 34,500 34,500 - - -
Ford F250 3/4 Ton Ext Cab Long Bed 18,386 - - - - -
F350 Extended Cab 5.4L V8 23411.5 - - - - -
F350 Diesel One Ton Crew Cab 65528 - - - - -
Capital Lease Equipment $ - $ - $ 2,580,000 $ - $ - $ -

Prior Year Encumbrance 2,400,179 2,400,179
** Saving - - -625,000 - - -
Total Expenditures $ 5,318,162 $ 5,860,947 $ 7,815,947 $ 975,150 $ 92,458 $ 1,067,608
Available Fund Balance 09-30 $ 16,663,543 $ 11,748,781 $ 12,638,977 $ (463,615) $ - $ 12,175,362
Fund Description:
This fund provides for the ongoing replacement of the City's rolling stock. The fund receives transfers from various operating
funds in the amount of calculated depreciation on the vehicles each year. The General Services Department, Fleet
Maintenance Division, determines the priority of replacing vehicles by two criteria—mileage and age of vehicles. The
interest earned by the fund is used to help offset inflation in the replacement cost of vehicles.

301
City of Irving
2008-09 2009-10 2009-10 2010-11
Revenues:
Receipts from General Fund $ 1,818,615 $ 1,941,385 $ 946,737 $ -
Receipts from Economic Development Fund - 398 398 199
Receipts from Water/Sewer System 252,380 252,380 252,380 126,190
Receipts from Garage Fund 4,345 4,345 4,345 4,345
Receipts from Solid Waste Enterprise - - - 47,911
Receipts from Municipal Court Technology 78,110 78,110 78,110 39,055
Receipts from Housing and Human Services - 6,639 6,639 6,639
Receipts from Heritage & Museum Fund - - - 398
Total Revenues $ 2,203,752 $ 2,337,625 $ 1,302,201 $ 236,297
Expenditures
Desktop Computers $ - $ 300,000 $ 100,000 $ 150,000
Laptop Computers - 100,000 100,000 -
Printer-Scanner-Fax - 200,000 200,000 -
Servers & Backup - 200,000 200,000 200,000
Maintenance - 100,000 50,000 100,000
Office Machinery 764,185 - - -
Communications 4,099 - - -
Outside Services 173,540 - - -
Projects
Consolidation Projects (Database Clustering--Phase 3/3) - 200,000 200,000 200,000
Fire CAD Replacement - 165,000 165,000 -
City Hall Physical Access Security - 300,000 300,000 250,000
City Council Chambers/Conference Room AV Replacemen - 250,000 250,000 -
Enterprise Report - 300,000 300,000 -
Major Software ( Licenses Renewal) 658,263 350,000 250,000 350,000
Fund Description:
To account for transfers from the user department in an amount equal to the depreciation of personal computers, and the
network. The money used to replace computer hardware on a regular basis as the equipment becomes fully depreciated and
a need for replacement exists. Citywide software applications and telephone systems are also purchased through this fund.

302
CITY OF IRVING
Park Donation Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Donations $ 8,884 $ 9,000 $ 9,000 $ 4,800
Interest on Investments - 2,718 2,718 2,718
Total Revenues $ 8,884 $ 11,718 $ 11,718 $ 7,518
Expenditures
Land Purchases $ 49,284 $ - $ - $ -
Fund Description:
This fund was established to account for

the accumulation of funds from the
dontations by citizens on their monthly
water bills. These funds are designated
solely for park land acquisition.

303
CITY OF IRVING
Cimarron Recreation Center Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Recreation Center Revenue $ 240,872 $ 230,080 $ 230,080 $ 230,080
Interest on Investments 976 1,845 1,845 1,845
Total Revenues $ 241,847 $ 231,925 $ 231,925 $ 231,925
Expenditures
Benefits 2,545 6,782 7,826 12,255
Supplies 143,830 109,900 109,900 100,400
Miscellaneous 4,735 10,335 10,335 7,925
Capital 19,409 29,000 29,000 -
Fund Description:
This fund was established to recognize

revenues and expenditures for Cimarron
Recreation Center programming and to
eliminate the individual checking account
for the recreation center.

304
CITY OF IRVING
Lee Park Recreation Center Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 126,272 $ 127,596 $ 127,596 $ 128,596
Expenditures
Benefits 1,280 5,116 6,160 8,050
Supplies 59,500 58,100 58,100 42,100
Equipment Maintenance 555 1,000 1,000 1,000
Miscellaneous 3,087 5,340 5,340 2,700
Capital 21,364 - - -
Fund Description:
This fund was established to recognize revenues

and expenditures for Lee Park Recreation Center
programming and to eliminate the individual
checking account for the recreation center.

305
CITY OF IRVING
Heritage Senior Center Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 203,720 $ 209,641 $ 209,641 $ 210,641
Expenditures
Benefits 397 5,641 5,641 5,137
Supplies 161,806 133,200 133,200 133,200
Miscellaneous 12,191 19,740 19,740 15,900
Capital Expenditures - 6,000 6,000 -
Fund Description:

revenues and expenditures for Heritage Senior
Center programming and to eliminate the
individual checking account for the recreation
center.

306
CITY OF IRVING
Mustang Park Recreation Center Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 155,045 $ 151,329 $ 151,329 $ 167,329
Expenditures
Benefits 1,720 4,984 6,028 6,475
Supplies 98,818 83,155 83,155 70,205
Miscellaneous 5,533 9,310 9,310 6,535
Capital 6,250 - - -
Fund Description:

and expenditures for Mustang Park Recreation
center.

307
CITY OF IRVING
Northwest Park Recreation Center Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 138,920 $ 133,348 $ 133,348 $ 142,348
Expenditures
Benefits 1,250 5,178 6,285 7,153
Supplies 68,174 69,940 69,940 54,990
Miscellaneous 2,802 6,141 6,141 3,555
Capital 19,938 30,000 30,000 -
Fund Description:

revenues and expenditures for Northwest
Park Recreation Center programming and to
eliminate the individual checking account for
the recreation center.

308
CITY OF IRVING
Senter Park Recreation Center Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 128,458 $ 127,225 $ 127,225 $ 132,725
Expenditures
Benefits 976 3,860 4,935 6,820
Supplies 62,701 58,764 58,764 48,764
Equipment Maintenance 2,199 1,000 1,000 500
Miscellaneous 2,794 6,680 6,680 3,600
Capital Expenditures 19,168 - - -
Fund Description:

revenues and expenditures for Senter Park
Recreation Center programming and to
eliminate the individual checking account
for the recreation center.

309
CITY OF IRVING
West Park Recreation Center Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 109,705 $ 101,819 $ 101,819 $ 111,319
Expenditures
Benefits 1,216 4,990 6,034 6,744
Supplies 44,115 45,390 45,390 38,390
Equipment Maintenance 2,000 - - -
Miscellaneous 1,545 5,905 5,905 3,740
Capital 20,099 - - -
Fund Description:

and expenditures for West Park Recreation
center.

310
CITY OF IRVING
Economic Development Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfer from General Fund $ 2,119,874 $ 1,810,000 $ 1,810,000 $ 1,839,800
Other Grant Receipts - 1,000,000 - 1,000,000
Transfer from Downtown & Events Fund 70,000 70,000 70,000 70,000
Transfer from Texas Stadium #1 Fund 2,888,000
Transfer from TIF Fund 1,746,964 2,000,000 2,500,000 2,000,000
Total Revenues $ 4,016,219 $ 5,011,018 $ 7,399,018 $ 4,929,800
Expenditures
Salaries and Wages $ 163,045 $ - $ - $ -
Benefits 38,780 - - -
Miscellaneous Services 190,870 - - -
Transfer to General Fund - - - -
Programs
Land Purchases - - - -
Development Incentives 165,246 600,000 600,000 -
Intersection Improvements 557,085 1,000,000 1,000,000 500,000
Downtown Land Banking 1,250,000
Economic Development Projects (28,556) 4,996,964 5,884,964 4,224,000
Irving Blvd. Corridor Improvement 220,360 - - -
Chamber Operations 1,520,001 1,530,000 1,530,000 1,679,800
Hispanic Chamber 120,000 120,000 120,000 -
Sister Cities 160,000 160,000 160,000 160,000

311
CITY OF IRVING
Main Street and Events Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Hotel/Motel Tax $ 91,421 $ 104,868 $ 104,868 $ 87,676
Rent - - - 33,000
Total Revenues $ 94,842 $ 129,793 $ 129,793 $ 125,676
Expenditures
Supplies 260 507 507 507
Building Maintenance 426 2,000 2,000 2,000
Transfers 70,000 70,398 70,398 70,199
Fund Description:
This fund is provided for the professional staff and

programs of the Preservation and Redevelopment Board
All revenues for this fund are obtained from the
hotel/motel tax revenue for heritage tourism and the
administration thereof.

312
CITY OF IRVING
TAX INCREMENT FINANCING DISTRICT FUND
2008-09 2009-10 2009-10 2010-11

Beginning Cash 10-01 $ 2,059,255 $ 2,808,854 $ 2,384,943 $ 1,406,186
Revenues
DCCCD $ - $ 680,611 $ 793,337 $ 750,597
DCCCD Reimbursement (412,323) (351,553) (490,213) (386,545)
Irving Independent School District Net Prepayment 160,125 490,820 1,414,724 395,728
IISD Net Prepayment Adjustment (2,066,303) (490,820) (1,061,042) (395,728)
Carrollton/Farmers Branch ISD 13,903,865 12,580,663 12,399,882 13,241,016
Carrollton/Farmers Branch ISD Reimb. (7,217,863) (8,429,044) (8,307,921) (8,871,481)
City of Irving 2,650,816 2,363,570 2,332,709 2,386,048
City of Irving Reimb. - - (620,539)
Interest 22,536 8,000 6,000 6,000
Total Net Revenues $ 7,040,853 $ 6,852,247 $ 6,466,937 $ 7,125,635
Expenditures
Supplies 1,063 1,800 1,800 1,800
Miscellaneous Services 12,948 - - -
Administrative Costs 11,374 48,700 14,969 15,000
Outside Service - Other - 20,000 - 20,000
Total Administrative Expenditures $ 25,385 $ 70,500 $ 16,769 $ 36,800
Outside Services
Developer Reimbursement $ 4,101,554 $ 4,526,786 $ 3,900,000 $ 5,972,275
Capital Costs 387,000 - 387,000
Update to TIF Plan - 34,500 - -
Previously Approved Encumbrances 2,078,484 1,048,395 1,082,895
Total Outside Services $ 4,101,554 $ 7,026,771 $ 4,948,395 $ 7,442,170
Tranfers Out
Transfer to General $ 1,838,915 $ - $ 36,700 $ 40,000
Transfer to TIF Project Fund 749,311 2,443,830 2,443,830 853,182
Estimated Cash 09-30 $ 2,384,943 $ 120,000 $ 1,406,186 $ 159,669
a. Supplies includes food for the TIF Board meetings, postage, and printing of the various reports prepared throughout
the year for the TIF Board.
b. Miscellaneous Services includes $2,000 for travel and training for the Staff and Board members
c. Administrative Costs includes $12,000 for reimbursement of admin costs to the CFBISD
d. Sundry charges of $20,000 is for the services of the Las Colinas Marketing Alliance to assist in marketing the TIF
and other services that may be required during the year.
e. Developer Reimbursement is the amount available for reimbursements in accord with approved agreements.
f. Capital Costs is the amount set aside for this purpose and includes the amount budgeted for DCURD desiltation of
g. Encumbrances previously approved but not yet incurred have been carried over.
h. Transfers to General represents the internal cost of services, $10,000 for City Attorney TIF assistance cost
i. Transfers to TIF Project Fund is the 10% or $849,000 that is available for projects agreed upon by the TIF Board

313
CITY OF IRVING
TIF PROJECT FUND
2008-09 2009-10 2009-10 2010-11

Beginning Cash 10-01 $ 1,195,745 $ 1,969,847 $ 1,953,072 $ 4,399,902
Revenues
Transfer from TIF Fund $ 749,311 $ 2,443,830 $ 2,443,830 $ 853,182
Interest 8,016 16,000 3,000 3,000
Total Net Revenues $ 757,327 $ 2,459,830 $ 2,446,830 $ 856,182
Expenditures
Board Discretionary (Water Feature) $ - $ - $ - $ -
Other Projects - 1,500,220 - 853,182
Total Expenditures $ - $ 1,500,220 $ - $ 853,182
Estimated Cash 09-30 $ 1,953,072 $ 2,929,457 $ 4,399,902 $ 4,402,902
NOTE:
Board Discretionary (Water Feature) accumulated to date $ 4,402,902
Other projects accumulated to date $ 2,349,220

314
CITY OF IRVING
Municipal Court Technology Fees Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Court Technology Fees $ 180,786 $ 188,257 $ 188,257 $ 206,821
Total Revenues $ 187,558 $ 198,157 $ 198,157 $ 216,721
Expenditures
Supplies $ 1,800 $ 21,250 $ 21,250 $ 18,000
Transfers 78,110 78,110 78,110 121,264
Capital Expeditures 10,500 35,127 35,127 -
Fund Description:
Pursuant to Senate Bill 601 of the 76th Texas State Legislature, effective September 1, 1999, the City Council
passed Ordinance #7522 which provides for the establishment of a Municipal Court Technology Fund and the
assessment and collection of a Municipal Court Technology Fee. The fee of $4.00 is assessed on persons
convicted of a misdemeanor offense filed with the Irving Municipal Court. A Court Technology Plan was
established in August 1999 that set out a schedule for the implementation of new technology to improve the
efficiency of the Municipal Court.
Implementation of the plan has resulted in the purchase of new municipal court software and hardware,
development of an interactive web site and telephone system for making payments to the court, an automated teller
and informational display for the court lobby, continuing development of imaging software and workflow, and
implementation of electronic ticket writers for the police department during FY 2004-05.
The 78th State Legislature passed H.B. 1066 amending Article 102.0172(d), Code of Criminal Procedure, to
include the maintenance of technological enhancements for a municipal court from fees collected and deposited in
the Technology Fund. In addition H.B. 1066 removed the sunset provision, extends the technology fee
indefinitely, and took effect September 1, 2003.

315
CITY OF IRVING
Municipal Court Building Security Fees Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Court Bldg Security Fees $ 136,038 $ 141,483 $ 141,483 $ 155,275
Total Revenues $ 138,074 $ 149,383 $ 149,383 $ 163,175
Expenditures
Benefits 32,587 18,849 18,849 44,814
Supplies 3,589 5,990 5,990 2,060
Other Capital - 25,000 25,000 25,000
Fund Description:
Article 102.017 of the Code of Criminal Procedure

authorized the City Council to create an ordinance that
requires defendants convicted in Municipal Court of
an offense to pay a $3 security fee as a cost of court.
Article 102.017 requires that the collected security
fees be deposited in a fund to be known as the
“Municipal Court Building Security Fees Fund.”
Furthermore, this fund may only be used to finance
specific items identified for the purpose of providing
security services for the building that houses the
Municipal Court.
Current funding is for contract security personnel for

the Municipal Court entry point, wages and benefits
for 3.5 City Marshal positions related to Court
security, and the purchase and maintenance of the
walk-through metal detector and conveyor belt
scanning equipment.

316
CITY OF IRVING
Municipal Court Time Payment Fees Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Court Time Payment Fees $ 22,989 $ 25,971 $ 25,971 $ 27,473
Total Revenues $ 23,396 $ 28,721 $ 28,721 $ 30,223
Expenditures
Supplies $ 12,608 $ 15,200 $ 15,200 $ 15,450
Equipment Maintenance - 500 500 500
Capital Expenditures - - - -
Transfers - - - -
Fund Description:
The 78th Legislature passed H.B. 2424 amending Subtitle C, Title 4, Local Government Code, by
adding Chapter 133. Section. 133.103 requires a municipal court to collect a $25 Time Payment Fee
from a person who has been convicted of a misdemeanor and pays any part of a fine, court cost or
restitution on or after the 31st day after the date on which judgment is entered. (H.B. 2424 repealed
Section 51.921 of the Government Code.)
Of the Time Payment Fees collected the Municipal Court is required to:
• send 50% of the fees to the State comptroller,
• deposit 10% of the fees in the municipality’s general revenue “for the purpose of improving the
efficiency of the administration of justice” in the municipality and
• deposit the remainder (40%) of the fees in the municipality’s general revenue.
Current funding provides alternate judge fees, copy machine rental, $6.00 per day for jurors, courtroom
equip. maintenance

317
CITY OF IRVING
Compensated Absences Fund
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ 1,298,515 $ 251,330 $ 1,803,919 $ 511,269
Revenues
Transfer from General Fund $ 1,450,000 $ - $ 700,000 $ 750,000
Total Revenues $ 1,486,428 $ 7,350 $ 707,350 $ 757,350
Expenditures
Employee Payout $ 981,024 $ 1,000,000 $ 2,000,000 $ 1,250,000
Transfer to Equip. Replacement Fund - - - -
Transfer to Computer Replacement Fund - - - -
Total Expenditures $ 981,024 $ 1,000,000 $ 2,000,000 $ 1,250,000
Fund Description:
The Compensated Absences Fund was established to provide a reserve for payout of vacation and sick leave
accumulated time to employees upon their separation with the City. This fund was set up to cover vacation
time pay for all employees and sick leave benefit accrual for Civil Service employees. In anticipation of
GASB rule changes, the City set aside funds to avoid carrying a large liability. However, rules were not
changed and payouts to employees are made out of the various operating funds. As a result, these reserves
are not required to be separated from General Reserves. Funds were used in FY 2006-07 to pay out vacation
time for general government employees upon their separation from the City.

318
CITY OF IRVING
Flexible Spending Plan Fund
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ 12,601 $ 426 $ 604 $ 4,022
Revenues
Employee Contribution $ 588,224 $ 570,000 $ 570,000 $ 627,000
Total Revenues $ 588,224 $ 570,000 $ 570,000 $ 627,000
Expenditures
Long Term Legal Expense $ 34,755 $ 36,977 $ 36,977 $ 40,675
Long Term Care Expense 18,639 $ 20,128 $ 20,128 $ 22,141
Claims Expense 544,002 $ 509,477 $ 509,477 $ 560,425
Wellness 2,825 - - -
Available Fund Balance 09-30 $ 604 $ 3,844 $ 4,022 $ 7,781
Fund Description:
Established in Fiscal Year 2003-04, this fund accounts for claims associated with the employees with
Flexible Spending plans. Under this plan, employees can make pre-tax deductions from their pay checks
to pay for medical and child care expenses, up to limits set by the Internal Revenue Service.

319
CITY OF IRVING
Health Self-Insurance Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Receipts from Seized Narcotics $ 3,384 $ - $ - $ -
Receipts from General Fund 10,795,317 12,137,916 12,137,916 12,982,742
Receipts from Economic Development 11,636 - - -
Receipts from Water and Sewer 997,943 1,149,120 1,149,120 1,364,932
Receipts from Garage Fund 161,137 163,896 163,896 204,838
Receipts from Criminal Justice Grant 22,270 23,376 23,376 -
Receipts from ICVB 138,448 177,840 177,840 167,395
Receipts from IAC 140,122 164,496 164,496 185,856
Receipts from Compensated Absences 9,459 - - -
Receipts from Muni Court Building Security 14,555 7,944 7,944 23,047
Receipts from Historic Preservation 693 - - -
Receipts from Museum 9,418 8,640 8,640 9,418
Receipts from Emergency Mngmt. Grant - 4,320 4,320 4,320
Receipts from Municipal Drainage 251,007 284,040 284,040 306,778
Receipts from Solid Waste Services - - - 713,219
Receipts from TX Highway Traffic Safety 15,101 - - -
Receipts from CDBG 58,065 80,964 80,964 104,400
Receipts from HOME 9,499 4,068 4,068 -
Employee Contributions 3,780,312 2,238,280 2,238,280 2,462,108
Receipts from Retired Employees 1,138,359 921,328 921,328 1,013,460
Receipts from COBRA 4,279 2,830 2,830 2,830
Receipts from VEBA Fund 115,425 95,000 95,000 115,000
Receipts from Lee Park - - - -
Receipts from Red Light Camera 14,001 7,752 7,752 9,293
Interest from Investments 57,194 33,254 33,254 13,569
Total Revenues $ 17,747,624 $ 17,505,064 $ 17,505,064 $ 19,683,204
Expenditures
Claims $ 17,521,325 $ 16,750,503 $ 16,750,503 $ 18,425,554
Premiums (Stop Loss) 1,247,097 1,332,100 1,332,100 $ 1,465,310
Insurance Administration 1,112,857 957,000 957,000 $ 1,052,700

Fund Description:
This fund accounts for the provision of employee health insurance through the Aetna POS II and the
HDHP plans. Premiums are paid into the fund by the City and by the employees in the operating funds.
Premiums are set by the actuaries at an amount to cover claims, fees, administrative costs and the
purchase of excess reinsurance, which are paid directly from this fund. Employees choose between the
POS II and the HDHP plans, and all health insurance plans are self-funded by the City. A third plan, with
cost and benefit between the POS II and the HDHP was introduced in FY 09-10 budget and went into
effect Jannuary 2010. All related health care expenditures will be paid from this fund.

320
CITY OF IRVING
Health Insurance Legal Reserve
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 2,582 $ 2,627 $ 2,627 $ 2,630
Expenditures
Transfer to General Fund $ 2,582 $ 2,219 $ 2,219 $ 2,630
Fund Description:
This fund was established to account for transfers from the Health Self-Insurance Fund to
accumulate reserves for the payment of legal fees associated with disputed claims. The fund is
now at an appropriate level and no further transfers are budgeted to be made to this fund. If there
are no future legal fees incurred, the fund could be used for additional claims run-off in the event
of discontinuation of the Health Self-Insurance Plan or for excess claims and expenses over the
premiums collected in a particular year.

321
CITY OF IRVING
Health Insurance Claims Reserve
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 5,655 $ 4,662 $ 4,662 $ 4,662
Expenditures
Transfer to General Fund $ 5,655 $ 4,662 $ 4,662 $ 4,662
Fund Description:
This fund proivdes for the accumulation of reserves transferred from the Health Self-Insurance
Fund to be maintained at a balance as determined by the actuaries for the plan. The actuaries
have set the recommended claims reserve level at $500,000 for this plan. This reserve is
established to fund incurred but not reported claims and claims run-off in the event the plan is
discontinued. The actuary has recommended the eliminationof funding for aggregate stop loss
insurance which covered claims in excess of a specified dollar amount in total.

322
CITY OF IRVING
Voluntary Employees' Beneficiary Association
2008-09 2009-10 2009-10 2010-11

Revenues
Total Revenues $ 8,796 $ 7,418 $ 7,418 $ 6,666
Expenditures
VEBA Subsidy $ - $ - $ - $ -
Retiree Insurance $ 115,425 $ 95,000 $ 95,000 $ 115,000
Outside Services - - - -
Fund Description:
This fund was established in FY 2000-01 in continuation of the program established in FY

1999-00 to provide partial health insurance premium payments for retirees. The fund
received $2.6 million from the Compensated Absences Fund to establish a reserve with an
annual transfer from the General Fund to provide ongoing funding.
As part of the discussions of the FY 04-05 Budget, the Council decided to discontinue this
program as part of an overall strategy to contain health care costs. Premiums was paid to
current retirees, retirees through January 1, 2005, and those employees eligible to retire
through January 1, 2005. Sufficient reserves will be maintained to fund payments to
currently eligible employees. The remaining balance of the VEBA fund is will be used to
offset increases in health insurance costs for current employees.

323
CITY OF IRVING
Self Insurance Casualty
2008-09 2009-10 2009-10 2010-11


Revenues
Receipts from General Fund $ 3,091,131 $ 3,343,934 $ 3,343,934 $ 3,285,170
Receipts from Water & Sewer System 265,326 543,295 342,222 $ 325,640
Receipts from Solid Waste Services $ 231,137
Contributions - ICVB 21,324 27,465 27,465 $ 133,307
Contributions - Irving Arts Center 50,000 54,266 54,266 $ 72,778
Miscellaneous Revenue - 50,000 50,000 $ 50,000
Total Revenues $ 3,480,922 $ 4,030,129 $ 3,829,056 $ 4,100,646
Expenditures
Insurance Premiums- Excess WC & Liability $ 289,282 $ 295,070 $ 295,070 $ 298,420
Insurance Premiums- Ex Liability - - - -
Insurance Premiums- TML-IRP - 336,687 336,687 443,562
Insurance Premiums- Fidelity - - - -
Insurance Premiums- Fine Arts Floater - - - -
Worker's Comp Losses 1,455,338 1,695,289 1,695,289 1,689,370
General Liability Losses 1,077,432 1,688,054 1,688,054 1,299,783
Automobile Liability Losses 83,565 221,147 221,147 217,884
Property Losses 326,732 - - -
Attorney Fees 17,233 30,000 30,000 30,000
Haz Mat Liability Exposure 47,057 27,500 27,500 27,500
Estimated Liab-Unpaid Claims - - -
Broker Fees - 44,000 44,000 44,000
Outside Services-TPA for Claims Admin. 189,901 172,845 172,845 178,895
Outside Services-TPA for FML Admin. 32,000 40,000 40,000 40,000
Actuarial Review - - - -
Fund Description:
Provides for self-insuring of catastrophic losses, uninsurable losses, automobile physical damage, Workers’ Compensation
claims, and losses related to general liability, law enforcement, and errors and omissions. This fund constitutes the City’s self
insurance program. The accumulation of reserves in this fund will eventually allow for the purchase of lower amounts of
excess insurance thereby lowering premiums. In Fiscal Year 2003-04, funds were consolidated from the Workers’
Compensation Fund and the Liability Self Insurance Fund into this fund to provide a single fund to track all of the City's self-
insurance expenditures.

324
CITY OF IRVING
Supplemental Benefit Plan
2008-09 2009-10 2009-10 2010-11

Revenues
Employee Contributions $ 2,229,396 $ 2,242,024 $ 2,242,024 $ 2,791,862
Unrealized Gain 4,643,773 - - -
Capital Gains Income (5,779,025) - - -
Miscellaneous Revenue 5,559 - - -
Total Revenues $ 2,093,228 $ 2,898,734 $ 2,898,734 $ 3,049,626
Expenditures
Distributions to Participants $ 2,751,492 $ 3,605,000 $ 3,605,000 $ 3,965,500
Transfer to General Fund - - - 19,512
-
Fund Description:
This fund was created in 1984 to partially offset the loss of disabilitybenefits to employees
when the City withdrew from the Social Security program. The City does not currently
make a contribution to the plan, but the full-time employees covered by TMRS contribute
2.5% of their salaries to the plan. The plan provides disability and survivor benefits when
needed or a small retirement benefit. Employee contributions are returned without interest
to employees leaving the employment of the City prior to vesting.

325
City of Irving
Texas Stadium #1 Fund
2008-09 2009-10 2009-10 2010-11
Available Balance 10-01 $ 7,891,393 $ 10,792,617 $ 9,737,742 $ 1,589,551
Revenues
8% Rentals $ 2,259,675 $ - $ - $ -
TxDOT Lease 15,434,019 - - -
Deferred Revenue (15,434,019) - - -
TxDOT Lease Amoritization 1,028,935 - 1,543,402 1,543,402
Sale of Equipment/Memorabilia 860,538 - 133,442 -
Transfer from TX Stadium #2 Fund - - 1,039,313 -
Total Revenues $ 4,304,826 $ 161,889 $ 2,816,157 $ 1,643,402
Expenditures
Transfer to General $ 1,842,500 $ 2,342,500 $ 2,342,500 $ 2,000,000
Overtime - - 2,583 -
Light & Power - - 282,731 -
Outside Services 615,977 2,000,000 8,046,492 400,000
Travel & Training - - - -
Texas Stadium Demolition - - - -
Land Betterments - - - -
Land Purchases - 5,310,465 290,042 -
Fund Description:
This fund formerly accounted for rental revenue

received from the Texas Stadium Corporation
based on the revenue at the Stadium not including
suites. This fund is currently used to track the
revenues and expenditures assocaited with the
demolition of the stadium and the work necessary
to prepare the site for future development. The
10 year lease of the site by TxDOT as a stageing
area for the Diamond Interchange reconstruction
was paid in full and is being amoritized over the
duration of the lease.

326
City of Irving
Texas Stadium Rental #2 Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-1 $ 1,106,412 $ - $ 1,062,852 $ -
Revenues
Box Rentals $ 133,333 $ - $ - $ -
Miscellaneous - - - -
Interest on Investments 9,578 - 1,194 -
Total Revenues $ 142,911 $ - $ 1,194 $ -
Total Funds Available $ 1,249,323 $ - $ 1,064,046 $ -
Expenditures
Ouside Services $ 92,575 $ - $ 7,395 $ -
Other Supplies 78,321 - - -
Instruments 7,300 - - -
Streets 6,699 - - -
Heating and Air Systems 1,576 - 17,727 -
Transfers Out - - 1,038,924 -
Total Expenditures $ 186,471 $ - $ 1,064,046 $ -
Available Fund Balance 09-30 $ 1,062,852 $ - - $ -
Fund Description:
This fund was used to account for an eight percent rental

revenue from Texas Stadium Corporation based on certain
suite revenue or a minimum of $400,000 per year. These
funds were restricted to use for capital improvements at the
Stadium. With the conclusion of the lease with the Dallas
Cowboys and the pending demolition of the stadium, residual
amounts will be transfered to the main stadium complex fund
and this fund will be closed.

327
City of Irving
Texas Stadium Project Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 9,872,607 $ 257,774 $ 12,297,945 $ 12,076,812
Revenues
Other Franchise Fees $ 3,447,629 $ - $ - $ -
Interest Income 109,856 3,867 3,867 25,000
Total Revenues $ 3,557,485 $ 3,867 $ 3,867 $ 25,000
Expenditures
Other Supplies $ - $ 25,000 $ 25,000 $ 25,000
Transfer to Texas Stadium Debt Fund 1,034,476 100,000 100,000 -
Total Expenditures $ 1,132,147 $ 225,000 $ 225,000 $ 125,000

328
CITY OF IRVING
Red Light Camera Enforcement Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Fines and Fees $ 964,933 $ 1,600,000 $ 1,600,000 $ 1,600,000
Interest - 1,010 1,010 1,010
Total Net Revenues $ 964,933 $ 1,601,010 $ 1,601,010 $ 1,601,010
Expenditures
Salaries & Wages $ 90,458 $ 103,350 $ 103,350 $ 105,847
Benefits 28,794 23,048 23,297 27,304
Supplies 468 800 800 800
Miscellaneous 347,534 1,020,760 1,020,756 1,015,760
Transfers - 400,000 400,000 432,760
Capital - - - -
Fund Description:
This Fund accounts for all revenues and expenditures associated with Red Light Camera
traffic enforcement. One full time Traffic employee is funded by this fund. Half of net
revenues are reimbursed by to the state.

329
CITY OF IRVING
Seized Narcotics Fund
2008-09 2009-10 2009-10 2010-11
Revenues
DFW - Federal $ 656,483 $ 100,000 $ 100,000 $ 150,000
HIDTA Task Force 157,739 - - 125,000
Auction Proceeds - 10,000 10,000 10,000
Contributions 73,519 40,000 40,000 55,000
Miscellaneous Revenue - 5,000 5,000 5,000
Total Revenues $ 904,017 $ 179,679 $ 179,679 $ 369,679
Expenditures
Benefits 11,076 5,280 5,280 5,280
Supplies 94,374 95,750 95,750 20,000
Capital 730,341 180,000 180,000 -
Fund Description:
Collections from seized narcotics are used to fund Police programs and equipment
Drug Awareness/Self-Esteem Program - 4th and 5th Grades

This program designated as P.R.I.D.E. is a cooperative effort of the Police Department and the Irving Independent School
District to provide Drug Awareness/Self-Esteem programs directed at the 4th and 5th grade students. Police Officers and
Detention Officers instruct police topics, along with Health and Science Teachers, who teach related topics. Each 4th and 5th
grade class receives the same instruction through the school year as other classes in the same designated grade level. All
officers are encouraged to become involved in the school's activities (i.e. PTA meetings, carnivals, open houses and athletic
events, etc.) Officers may at times utilize the department's robotics to better convey their messages to the children. This entire
program is handled predominately by volunteer police officers and detention officers during their off-duty hours on a paid
overtime basis.
Police Athletic League - PAL

The Police Athletic League is predominately a boxing program for youth participation. Tournament and program demands
require supplemental manpower managed on an overtime basis.

330
CITY OF IRVING
Utility Rate Case Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Miscellaneous $ - $ - $ - $ -
Total Revenues $ 971 $ 1,810 $ 1,810 $ 1,810
Expenditures
Outside Services $ - $ - $ - $ -
Legal Assistance - - - -
Membership and Dues - - - -
TXU Steering Committee 21,015 10,500 10,500 -
TECFUI - 21,000 21,000 -
Texas Coalition of Cities 8,406 - - -
ERCOT 100 - - -
Atmos Energy Steering Committee 4,245 21,000 21,000 -
Fund Description:
This fund was established through transfers from the General Fund to account for
expenditures associated with rate case appeals of the various utilities before the
Public Utility Commission (PUC). In FY10-11, all memberships will be funded in
Non-Departmental in General Fund

331
332
Schedule of Requirements for FY 2010-11
General Obligation Bonds
Series Name of Bond Principal Interest Total
2001 General Obligation 1,500,000 67,500 1,567,500

2002 General Obligation 775,000 461,512 1,236,512
2003 General Obligation 500,000 244,000 744,000
2004 General Obligation Refunding and Improvement 3,285,000 931,588 4,216,588
2005 General Obligation 750,000 455,438 1,205,438
2005A General Obligation Refunding and Improvement 3,020,000 2,207,433 5,227,433
2007 General Obligation 1,375,000 1,058,750 2,433,750
2008 Certificates of Obligation 200,000 153,600 353,600
2010 General Obligation Refunding and Improvement 900,000 640,025 1,540,025
2011 Proposed General Obligation - 262,500 262,500
2011 Developer Participation Payments 2,400,000 - 2,400,000
$ 18,855,000 $ 9,292,086 $ 28,147,086
This schedule represents the 2010-11 debt service payments due on each outstanding general obligation bond issue plus
estimated interest on the projected 2011 GO bond issue.

333
Schedule of General Obligation Bonded
Indebtedness to Maturity
Year Principal Interest Total
2010-11 $ 16,455,000 $ 9,029,586 $ 25,484,586

2011-12 $ 16,120,000 $ 8,329,193 $ 24,449,193
2012-13 $ 15,870,000 $ 7,628,156 $ 23,498,156
2013-14 $ 15,845,000 $ 6,954,755 $ 22,799,755
2014-15 $ 15,430,000 $ 6,320,174 $ 21,750,174
2015-16 $ 14,895,000 $ 5,637,668 $ 20,532,668
2016-17 $ 14,285,000 $ 4,924,591 $ 19,209,591
2017-18 $ 13,505,000 $ 4,319,898 $ 17,824,898
2018-19 $ 12,720,000 $ 3,738,104 $ 16,458,104
2019-20 $ 11,710,000 $ 3,160,329 $ 14,870,329
2020-21 $ 10,285,000 $ 2,714,223 $ 12,999,223
2021-22 $ 8,785,000 $ 2,251,948 $ 11,036,948
2022-23 $ 8,010,000 $ 1,873,904 $ 9,883,904
2023-24 $ 7,505,000 $ 1,530,889 $ 9,035,889
2024-25 $ 7,035,000 $ 1,201,337 $ 8,236,337
2025-26 $ 6,280,000 $ 878,128 $ 7,158,128
2026-27 $ 4,995,000 $ 614,713 $ 5,609,713
2027-28 $ 3,620,000 $ 379,700 $ 3,999,700
2028-29 $ 3,620,000 $ 212,325 $ 3,832,325
2029-30 $ 895,000 $ 44,750 $ 939,750
2029-31 $ - $ - $ -
$ 207,865,000 $ 71,744,367 $ 279,609,367
General Obligation Bonded Indebtedness to Maturity
Millions
$30
$25
$20
$15
$10
$5
$-
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Principal Interest

334
CITY OF IRVING
General Interest and Sinking Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Ad Valorem Taxes $ 24,177,411 $ 25,471,138 $ 25,471,138 $ 26,941,670
Penalties and Interest - - 75,800 168,750
Delinquent Taxes - - - 75,000
Premium on Bond Sale - - - -
Refunding Bonds - - - -
Transfer from Solid Waste Enterprise - 959,893 959,893 927,116
Misc. Revenue 2,143 - - -
Total Revenue $ 24,288,537 $ 26,465,192 $ 26,540,992 $ 28,146,696
Expenditures:
Principal -- Bonds $ 13,715,000 $ 14,875,000 $ 14,875,000 $ 16,455,000
Interest -- Bonds 8,810,920 9,756,031 9,756,031 9,292,086
Principal -- Tax Note 1,390,000 - - -
Interest -- Tax Note 30,263 - - -
Other -- Contract Payment 2,051,596 1,800,000 2,400,000 2,400,000
Other 325,300 - - -
Agent Fees -- Bonds 4,237 10,000 10,000 10,000
Fund Description:
The General Interest and Sinking Fund is maintained to pay the debt service on General Obligation Bonds and Certificates
of Obligation. A portion of the ad valorem tax rate is designated to pay debt service and is deposited into this fund for that
purpose. An amount equal to the current year debt service is assessed each year.
The fund balances have accumulated over the years from interest earned on the tax revenue prior to payment of debt service
and from tax collections exceeding the budgeted 99% level. Standard & Poor's and Moody's have indicated that the reserve
in this fund, which can be used for no purpose other than debt service, was a major factor in assigning the AAA and Aaa,
ratings respectively, to the City's General Obligation Bonds.

335
Schedule of Requirements
Waterworks and Sanitary Sewer Revenue Bonds
2001 WW/SS New Lien Refunding and Improvement Revenue 2,110,000 632,256 2,742,256
2002 WW/SS New Lien Revenue 1,025,000 $ 903,858 1,928,858
2003 WW/SS New Lien Revenue Refunding and Improvement 2,940,000 2,176,405 5,116,405
2004 WW/SS New Lien Revenue Refunding and Improvement 1,230,000 1,080,063 2,310,063
2005 WW/SS New Lien Revenue Improvement 275,000 263,649 538,649
2006 WW/SS New Lien Revenue 720,000 1,363,250 2,083,250
2007 WW/SS New Lien Revenue Refunding and Improvement 565,000 688,444 1,253,444
2008 WW/S New Lien Revenue Bonds - 519,336 519,336
2009 WW/S New Lien Revenue Refunding and Improvement 995,000 897,044 1,892,044
2011 WW/S New Lien Revenue Bonds 337,500 337,500
$ 9,860,000 $ 8,861,804 $ 18,721,804
This schedule represents the 2010-11 debt service payments due on each outstanding
waterworks and sanitary sewer revenue bond issues. The 2009 New Lien Revenue Refunding
and Improvement Bonds refunded the last of the bonds sold under the original lien bond
covenants. For 2010-11 forward, Water and Sewer debt service will be consolidated into one
interst and sinking fund.

336
Schedule of Waterworks and Sanitary Sewer
Revenue Bonded Indebtedness to Maturity
2010-11 $ 10,320,000 $ 8,094,565 $ 18,414,565

2011-12 $ 10,825,000 $ 7,605,867 $ 18,430,867
2012-13 $ 11,345,000 $ 7,073,910 $ 18,418,910
2013-14 $ 11,975,000 $ 6,536,492 $ 18,511,492
2014-15 $ 12,525,000 $ 5,983,659 $ 18,508,659
2015-16 $ 12,735,000 $ 5,387,635 $ 18,122,635
2016-17 $ 12,975,000 $ 4,781,603 $ 17,756,603
2017-18 $ 13,150,000 $ 4,135,804 $ 17,285,804
2018-19 $ 12,670,000 $ 3,528,058 $ 16,198,058
2019-20 $ 12,080,000 $ 2,932,916 $ 15,012,916
2020-21 $ 11,110,000 $ 2,376,898 $ 13,486,898
2021-22 $ 9,315,000 $ 1,866,266 $ 11,181,266
2022-23 $ 7,795,000 $ 1,425,228 $ 9,220,228
2023-24 $ 6,600,000 $ 1,055,310 $ 7,655,310
2024-25 $ 4,970,000 $ 756,721 $ 5,726,721
2025-26 $ 4,620,000 $ 527,225 $ 5,147,225
2026-27 $ 3,385,000 $ 310,200 $ 3,695,200
2027-28 $ 2,300,000 $ 151,950 $ 2,451,950
2028-29 $ 995,000 $ 47,263 $ 1,042,263
$ 171,690,000 $ 64,577,569 $ 236,267,569
Revenue Bonded Indebtedness to Maturity by Year
$20,000,000
$18,000,000
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
-11 -12 -13 -14 -15 -16 -17 -18 -19 -20 -21 -22 -23 -24 -25 -26 -27 -28 -29
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20
Principal Interest

337
Water and Sewer Interest and Sinking Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfers from Water/Sewer System $ 1,781,543 $ 893,904 $ 893,904 $ -
Interest on Investments 54,869 69,714 69,714 -
Total Revenues $ 1,836,412 $ 963,618 $ 963,618 $ -
Expenditures
Principal -- Bonds $ 475,000 $ - $ - $ -
Interest -- Bonds 377,227 - - -
Agent Fees -- Bonds 2,106 - - -
Transfers to W&S Non-Bond CIP - 4,717,316 4,614,092 -
Principal -- Lake Chapman 266,331 274,995 274,995 -
Interest -- Lake Chapman 627,573 618,909 618,909 -
Total Expenditures $ 1,748,237 $ 5,611,220 $ 5,507,996 $ -
Available Fund Balance 09-30 $ 4,685,212 $ - $ 140,834 $ 140,834
Fund Description:
Water and Sewer Revenue Bonds are secured by the revenues of the water and sewer utility system. The City
of Irving provides water and sewer services to its citizens and sets the rates for these services at a level to insure
daily operations of the system, routine capital improvements, and payment of debt service requirements. The
2009 New Lien Revenue Refunding and Improvement Bonds refunded the last of the bonds sold under the
original lien bond covenants. For 2010-11, Water and Sewer debt service will be consolidated into one interst
and sinking fund.

338
New Lien Water and Sewer
Interest and Sinking Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfer from Water/Sewer $ 16,533,985 $ 18,721,804 $ 18,721,804 $ 19,615,708
Total Revenues $ 16,574,096 $ 18,760,116 $ 18,760,116 $ 19,654,020
Expenditures
Principal -- Bonds $ 8,525,000 $ 9,860,000 $ 9,860,000 $ 9,860,000
Interest -- Bonds 8,168,966 8,861,804 8,861,804 8,861,804
Agent Fees -- Bonds 2,675 5,000 - 5,000
Principal -- Lake Chapman - - - 283,941
Interest -- Lake Chapman - - - 609,963
Fund Description:
Beginning with the 2001 Revenue Bond issuance, the City of Irving significantly revised the Water
and Sewer System revenue bond covenants. Provisions regarding reserve funds, contingency funds
and reserve test ratios were significantly changed compared to older debt issuances. Since the
covenants could not be altered on existing outstanding debt, a separate Interest and Sinking Fund
was established to segregate the debt service for the bonds with the updated bond covenants. All
Water and Sewer System debt issued since 2001 is paid from the New Lien Interest and Sinking
Fund. Eventually, the older bonds will mature and be paid off, and all System debt services will be
accounted for in one fund, Both Interest and Sinking Funds are funded annually from revenues
generated by the Water and Sewer System Fund.

339
Convention Center Hotel Occupancy Tax Bonds
2001 Combination Tax and HOT Revenue CO's $ 490,000 $ 309,909 $ 799,909
2009 Combination Tax and HOT Revenue CO's $ - $ 6,272,456 $ 6,272,456
$ 490,000 $ 6,582,365 $ 7,072,365
This schedule represents the debt service on the 2001 CO's issued to purchase land for the Convention Center and
the 2009 CO's issued for development and construction of the Convention Center. combination certificates, they
are secured by the full faith and credit of the City of Irving by a pledge of ad valorem tax. However, debt service
is actually being funded with an additional 2% hotel occupancy tax assessed specifically for convention center
purposes.

340
Schedule of Hotel Occupancy Tax Bonded
2010-11 $ 490,000 $ 6,582,365 $ 7,072,365

2011-12 $ 510,000 $ 6,562,152 $ 7,072,152
2012-13 $ 535,000 $ 6,541,115 $ 7,076,115
2013-14 $ 560,000 $ 6,518,645 $ 7,078,645
2014-15 $ 585,000 $ 6,494,565 $ 7,079,565
2015-16 $ 760,000 $ 6,468,532 $ 7,228,532
2016-17 $ 1,175,000 $ 6,435,082 $ 7,610,082
2017-18 $ 1,500,000 $ 6,384,242 $ 7,884,242
2018-19 $ 1,770,000 $ 6,319,552 $ 8,089,552
2019-20 $ 1,940,000 $ 6,247,106 $ 8,187,106
2020-21 $ 2,300,000 $ 6,163,031 $ 8,463,031
2021-22 $ 2,450,000 $ 6,064,250 $ 8,514,250
2022-23 $ 2,855,000 $ 5,941,750 $ 8,796,750
2023-24 $ 3,290,000 $ 5,799,000 $ 9,089,000
2024-25 $ 3,760,000 $ 5,634,500 $ 9,394,500
2025-26 $ 4,210,000 $ 5,446,500 $ 9,656,500
2026-27 $ 4,740,000 $ 5,236,000 $ 9,976,000
2027-28 $ 5,215,000 $ 4,999,000 $ 10,214,000
2028-29 $ 5,670,000 $ 4,738,250 $ 10,408,250
2029-30 $ 6,155,000 $ 4,451,038 $ 10,606,038
2030-31 $ 6,665,000 $ 4,138,950 $ 10,803,950
2031-32 $ 7,210,000 $ 3,800,700 $ 11,010,700
2032-33 $ 7,790,000 $ 3,434,488 $ 11,224,488
2033-34 $ 8,935,000 $ 3,038,525 $ 11,973,525
2034-35 $ 9,045,000 $ 2,611,500 $ 11,656,500
2035-36 $ 9,720,000 $ 2,159,250 $ 11,879,250
2036-37 $ 10,430,000 $ 1,673,250 $ 12,103,250
2037-38 $ 11,185,000 $ 1,151,750 $ 12,336,750
2038-39 $ 11,850,000 $ 592,500 $ 12,442,500
$ 133,300,000 $ 141,627,589 $ 274,927,589
Hotel Occupancy Tax Bonded Indebtedness to Maturity
Millions
$14
$12
$10
$8
$6
$4
$2
$-
2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035 2037 2039
Principal Interest

341
Hotel Occupancy Tax Interest and Sinking Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 402,601 $ 4,522,754 $ 5,941,759 $ 3,316,675
Revenues
5% Hotel/Motel Tax Allocation $ - $ - $ 628,000 $ 628,000
Transfer from Convention Ctr 2% 9,379,112 3,824,875 3,824,875 3,507,055
Transfer from Entertainment Venue 2% 357,456 - - -
Interest on Investments 3,839 67,841 500 1,500
Total Revenues $ 9,740,407 $ 3,892,716 $ 4,453,375 $ 4,136,555
Expenditures
Principal - Bonds (Arts Center) $ - $ - $ - $ -
Interest - Bonds (Arts Center) - - - -
Principal - Bonds (Convention Center) 455,000 475,000 475,000 490,000
Interest - Bonds (Convention Center) 348,271 6,601,959 6,601,959 6,582,365
Principal - Bonds (Entertainment Venue) - - - -
Interest - Bonds (Entertainment Venue) 3,397,580 - - -
Agent Fees - Bonds 398 1,500 1,500 1,500
Fund Description:
Hotel Occupancy Tax Revenue Bonds are secured by a 9% Hotel Occupancy tax assessed on sleeping rooms
within the City. Bonds were issued in 2001 to purchase land in the Las Colinas Urban Center for a
Convention Center. Two percent of the 7% Hotel Occupancy Tax is dedicated to the construction and
operation of the convention center. A poriton of this revenue is transfered to this fund to pay debt service
costs. Additional bonds were issued in 2009 to fund the construction of the Convention Center.

342
Entertainment Venue Debt Obligations
2009 HOT Revenue Bonds (Taxable) $1,600,000 $301,440 $1,901,440
2009A HOT Revenue Bonds (Taxable) 100,000 372,090 472,090
2010 HOT Revenue Bonds (Taxable) 320,000 331,767 651,767
$ 2,020,000 $ 1,005,297 $ 3,025,297
This schedule represents the debt service on the 2009, 2009A and 2010 Entertainment Venue Private
Placement Bond issues. These bonds were issued to fund the engineering and design phase of the
Entertainment Venue Project. The bonds are secured by the 9% Hotel Tax collected by the City.

343
Entertainment Venue Debt Service Fund
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ - $ 3,824,875 $ 1,814,512 $ 1,552,907
Revenues
Transfer from HOT Tax Revenues $ 1,814,476 $ 4,563,395 $ 4,563,395 $ 3,507,055
Interest Income 36 - - -
Total Revenues $ 1,814,512 $ 4,563,395 $ 4,563,395 $ 3,507,055
Expenditures
Principal - Bonds $ - $ 2,200,000 $ 2,200,000 $ 2,200,000
Interest - Bonds - 2,625,000 2,625,000 2,625,000
Total Expenditures $ - $ 4,825,000 $ 4,825,000 $ 4,825,000
This fund represents the debt service on the 2009 Entertainment Venue Private Placement Bonds. These
bonds were issued to fund the engineering and design phase of the Entertainment Venue Project. The
bonds are secured by the 9% Hotel Tax collected by the City.

344
Municipal Drainage Utility Revenue Bonds
2010 General Obligation Refunding and Improvement 80,000 73,449 153,449
$ 80,000 $ 73,449 $ 153,449
This schedule represents the 2010-11 debt service payments due on each outstanding Municipal Drainage Utility revenue
bond issue plus estimated interest on projected bond issues for the upcoming fiscal year.

345
Schedule of MDU Revenue Bonded
2010-11 $ 80,000 $ 73,449 $ 153,449

2011-12 $ 80,000 $ 71,899 $ 151,899
2012-13 $ 85,000 $ 70,299 $ 155,299
2013-14 $ 85,000 $ 68,599 $ 153,599
2014-15 $ 85,000 $ 66,899 $ 151,899
2015-16 $ 90,000 $ 64,774 $ 154,774
2016-17 $ 90,000 $ 62,074 $ 152,074
2017-18 $ 95,000 $ 59,374 $ 154,374
2018-19 $ 95,000 $ 56,405 $ 151,405
2019-20 $ 100,000 $ 53,199 $ 153,199
2020-21 $ 105,000 $ 49,699 $ 154,699
2021-22 $ 110,000 $ 45,893 $ 155,893
2022-23 $ 110,000 $ 41,768 $ 151,768
2023-24 $ 115,000 $ 37,533 $ 152,533
2024-25 $ 120,000 $ 32,933 $ 152,933
2025-26 $ 125,000 $ 28,133 $ 153,133
2026-27 $ 130,000 $ 23,008 $ 153,008
2027-28 $ 135,000 $ 17,645 $ 152,645
2028-29 $ 140,000 $ 12,043 $ 152,043
2029-30 $ 145,000 $ 6,207 $ 151,207
2029-31 $ - $ - $ -
$ 2,120,000 $ 941,833 $ 3,061,833
MDU Revenue Bonded Indebtedness to Maturity
Thousands
$200
$180
$160
$140
$120
$100
$80
$60
$40
$20
$-
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Principal Interest

346
Interest and Sinking Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Transfer from MDU Fund $ - $ 200,000 $ 150,000 $ 225,499

Interest Income - 2,813 500 563
Total Revenues $ - $ 202,813 $ 150,500 $ 226,062
Total Funds Available $ - $ 202,813 $ 150,500 $ 247,516
Expenditures
Other $ - $ - $ 89,846 $ -
Principal - Bonds - - - 80,000
Interest - Bonds - 200,000 39,199 145,499
This fund represents the debt service on the 2010 Municipal Drainage Utility Revenue Bonds. Thes
bonds will finance major drainage projects within the City's drainage system and will reduce the
likelihood of flooding during major rain events.

347
348
FY2010-2011
CAPITAL IMPROVEMENT BOND PROGRAM
GENERAL OBLIGATION BOND SALE
$6,600,000
Proposed
Division Project Amount
Goal 9 Streets Undergrounding Utilities $ 2,000,000

Story/TRE $ 500,000
Streets Total: $ 2,500,000
Goal 7 Parks Family Aquatic Center A&E $ 1,000,000

2 Neighborhood Splash Pools $ 1,100,000
Parks Total: $ 2,100,000
Libraries South Irving Library $ 2,000,000

Goal 7 Total $ 4,100,000
Total General Obligation Bond Program $ 6,600,000
CAPITAL IMPROVEMENT PROGRAM

Lease Purchase Funding
$17,060,000
Revised
Goal 4 Fire 2 Spartan Pumpers $ 1,060,000
Communications Public Safety Radio System $ 16,000,000

Goal 4 Total $ 17,060,000
Total Lease Purchase Equipment Financing $ 17,060,000

General Fund Pay-Go Funding
$975,500
Revised
Goal 7 Trinity View Park Renovations $ 475,500

Goal 7 Total $ 475,500
Goal 9 Neighborhood Streets $ 500,000

Goal 9 Total $ 500,000
Total General Fund Pay-Go Funding $ 975,500

349
FY2010-2011
WATER AND SEWER SYSTEM CIP PROGRAM
Non-Bond CIP Pay-Go Funding
$6,000,000
Revised
Project Amount
Water Improvement Projects

Water Main Replacements $ 2,000,000
Tank Rehab $ 1,000,000
Facility Security $ 1,000,000
Water Total: $ 4,000,000
Sanitary Sewer Projects

Sewer Main Replacements $ 2,000,000
Sanitary Sewer Total: $ 2,000,000
Total Non-Bond CIP $ 6,000,000
WATER AND SEWER SYSTEM CIP PROGRAM

Revenue Bond Funding
$27,050,000
Revised
Project Amount
Water Improvement Projects

Lake Chapman Pipeline Booster Pump Station design $ 2,000,000
Water Main Replacements $ 8,400,000
Northgate Pump addition $ 750,000
Tanks and security $ 2,000,000
Growth projects (pipe) $ 5,500,000
Water Total: $ 18,650,000
Sanitary Sewer Projects

Sanitary Sewer Main Replacements $ 8,400,000
Sanitary Sewer Total: $ 8,400,000
Total Water & Sewer System CIP Program $ 27,050,000

350
FY2010-2011
HOTEL OCCUPANCY TAX BOND PROGRAM
Revenue Bond Sale
$215,008,000
Project Amount
Goal 3 Entertainment Venue $ 215,008,000
Total HOT Revenue Bond Program $ 215,008,000
FY2010-2011
MUNICIPAL DRAINAGE UTILITY CIP PROGRAM
Revenue Bond Funding
$2,600,000
Revised
Project Amount
Drainage Projects
Goal 9 Flood Control District #1 Levy $ 600,000
Delaware Creek Improvements $ 2,000,000
MDU Total: $ 2,600,000
Total MDU CIP Program $ 2,600,000

Taxable Certificates of Obligation
$33,700,000
Revised
Project Amount
Water Street Infrastructure Improvements $ 33,700,000
Total Taxable Certificates of Obligation $33,700,000

351
Project Name Entertainment Venue Program Number 908050
Managing Department Economic Development
Project Manager Paul Gooch and Brenda McDonald
Project Classification Municipal Facilities
Strategic Goal 3: Economic Development
Strategy 3.9.5 Build the convention center and associated facilities
Percent Complete 11%
Project Scope
Funding will be allocated to a private developer to build an Entertainment Venue and associated retail and restaurants adjacent to
the Irving Convention Center in the Las Colinas Urban Center.
Project Justification
This project will enhance the Urban Center as a destination for cultural and recreational activities on nights and weekends.
Estimate Budget Unappropriated Planning Years

Expenditure Detail To Date FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Project Total
Design $ 10,511,702 $ 14,171,365 $ - $ - $ - $ - $ 24,683,068
Land/Right-of-Way $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ 13,333 $ - $ 128,608,237 $ - $ - $ - $ - $ 128,621,570
Utility Enhancements $ - $ - $ - $ - $ - $ - $ - $ -
Landscaping $ - $ - $ - $ - $ - $ - $ - $ -
Equipment and Furniture $ - $ - $ - $ - $ - $ - $ - $ -
Other $ 384,940 $ (333) $ 79,000,000 $ - $ - $ - $ - $ 79,384,607
TOTAL EXPENDITURES $ 10,909,975 $ 14,171,032 $ 207,608,237 $ - $ - $ - $ - $ 232,689,244

Funding Detail To Date FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Project Total
General Obligation Bonds $ - $ - $ - $ - $ - $ - $ - $ -
HOT Revenue Bonds $ 11,095,000 $ - $ 215,008,000 $ - $ - $ - $ - $ 226,103,000
Non-Bond CIP $ - $ - $ - $ - $ - $ - $ - $ -
Operating Funds $ - $ - $ - $ - $ - $ - $ - $ -
Other - Entertainment Venue $ 6,586,244 $ - $ - $ - $ - $ - $ - $ 6,586,244
TOTAL FUNDING $ 17,681,244 $ - $ 215,008,000 $ - $ - $ - $ - $ 232,689,244

Operating Budget Impact To Date FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Project Total
$ - $ - $ - $ - $ - $ - $ - $ -
TOTAL IMPACT $ - $ - $ - $ - $ - $ - $ - $ -
Estimated Completion September 2011

352
Project Name South Irving Library Program Number 909058
Managing Department Capital Improvement Program
Project Manager Casey Tate
Project Classification Library Services
Strategic Goal 7: Promote excellence in Irving's Cultural, Recreational and

Educational Environments
Strategy 7.2.5: Begin renovation of Central Library to better

accommodate current activities, events and programs
Project Scope
Supporting the Library Board's vision, this project will provide for a new lbrary within Heritage Crossing.
Construction of a new Central Library will allow for the use of the existing library as the site for a City Museum while making
Heritage Crossing a destination which will include the Museum and Library as well as adjacent residential and retail areas.

Design $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000
Land/Right-of-Way $ 100,329 $ 1,731,994 $ 2,000,000 $ - $ - $ - $ - $ 3,832,323
Construction $ - $ - $ - $ 10,700,000 $ - $ - $ - $ 10,700,000
Landscaping $ - $ - $ - $ - $ - $ - $ - $ -
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL EXPENDITURES $ 100,329 $ 1,731,994 $ 3,000,000 $ 10,700,000 $ - $ - $ - $ 15,532,323

General Obligation Bonds $ 1,132,323 $ 1,000,000 $ 2,000,000 $ 10,700,000 $ - $ - $ - $ 14,832,323
Revenue Bonds $ - $ - $ - $ - $ - $ - $ - $ -
Non-Bond CIP $ 700,000 $ - $ - $ - $ - $ - $ - $ 700,000
Operating Funds $ - $ - $ - $ - $ - $ - $ - $ -
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL FUNDING $ 1,832,323 $ 1,000,000 $ 2,000,000 $ 10,700,000 $ - $ - $ - $ 15,532,323

$ - $ - $ - $ - $ - $ - $ - $ -
TOTAL IMPACT $ - $ - $ - $ - $ - $ - $ - $ -

353
Project Name Pumpers and Vehicles Program Number 901013
Managing Department Fire
Project Manager Russell Wilson
Project Classification Public Safety
Strategic Goal 4: Set the standard for a safe and secure city
Strategy 4.6: Develop and implement a Public Safety

Plan, blending its objectives with the overall
city strategies.
Percent Complete On-going
Project Scope
This program provides for the on-going replacement of fire apparatus based on a service life of 13 to 15 years in front line service
and three to five years in reserve status.
This program is in line with the recommendations of NFPA standards and industry insurance rating organizations.

Design $ - $ - $ - $ - $ - $ - $ - $ -
Land/Right-of-Way $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Landscaping $ - $ - $ - $ - $ - $ - $ - $ -
Equipment and Furniture $ 5,942,423 $ - $ 1,060,000 $ - $ 950,000 $ 1,650,000 $ 1,640,000 $ 11,242,423
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL EXPENDITURES $ 5,942,423 $ - $ 1,060,000 $ - $ 950,000 $ 1,650,000 $ 1,640,000 $ 11,242,423

General Obligation Bonds $ 5,942,423 $ - $ - $ - $ - $ - $ - $ 5,942,423
Revenue Bonds $ - $ - $ - $ - $ - $ - $ - $ -
Non-Bond CIP $ - $ - $ - $ - $ - $ - $ - $ -
Operating Funds $ - $ - $ - $ - $ - $ - $ - $ -
Other - Lease/Purchase $ - $ - $ 1,060,000 $ - $ 950,000 $ 1,650,000 $ 1,640,000 $ 5,300,000
TOTAL FUNDING $ 5,942,423 $ - $ - $ - $ 950,000 $ 1,650,000 $ 1,640,000 $ 11,242,423

$ - $ - $ - $ - $ - $ - $ - $ -
TOTAL IMPACT $ - $ - $ - $ - $ - $ - $ - $ -
Estimated Completion On-going

354
Project Name Utility Undergrounding Program Number 909050
Project Manager Michael G. Walter, P.E.
Project Classification Streetscaping
Strategic Goal 9: Enhance and Sustain Irving's Infrastructure Network
Strategy 9.1B Updated and Implement a comprehensive Master Plan for

transportation and flood control
Project Scope
This project provides for the undergrounding of overhead utilities in the Las Colinas area. This is a joint effort between the City of
Irving, developers and The Las Colinas Association.
This project is part of a community beautification effort. In addition, underground utilities are more reliable during inclement weather
and the need for tree trimming is eliminated.

Design $ - $ - $ - $ - $ - $ - $ - $ -
Land/Right-of-Way $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Landscaping $ - $ - $ - $ - $ - $ - $ - $ -
Other - Utility Relocation $ - $ 2,752,724 $ 4,121,662 $ - $ - $ - $ - $ 6,874,386
TOTAL EXPENDITURES $ - $ 2,752,724 $ 4,121,662 $ - $ - $ - $ - $ 6,874,386

General Obligation Bonds $ 1,274,386 $ 2,000,000 $ 2,000,000 $ - $ - $ - $ - $ 5,274,386
Revenue Bonds $ - $ - $ - $ - $ - $ - $ - $ -
Non-Bond CIP $ - $ - $ - $ - $ - $ - $ - $ -
Operating Funds $ - $ - $ - $ - $ - $ - $ - $ -
Other-Participation $ - $ 1,600,000 $ - $ - $ - $ - $ - $ 1,600,000
TOTAL FUNDING $ 1,274,386 $ 3,600,000 $ 2,000,000 $ - $ - $ - $ - $ 6,874,386

$ - $ - $ - $ - $ - $ - $ - $ -
TOTAL IMPACT $ - $ - $ - $ - $ - $ - $ - $ -

355
Project Name Family Aquatic Center Program Number 911xxx
Project Manager Casey Tate
Project Classification Parks
Strategic Goal 7: Promote excellence in Irving's Cultural, Recreational

and Educational Environments
Strategy 7.6: Create innovative recreational programs
Percent Complete 0%
Project Scope
This project provides for the construction of a seasonal outdoor family aquatic center in south Irving. Funding in FY10-11 will
be used for design. Funding for construction will come from a future bond sale.
This project will construct a new state of the art aquatic facility to help satisfy the needs of the residents of all Irving, but
especially the residents in south Irving.

Design $ - $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000
Land/Right-of-Way $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Landscaping $ - $ - $ - $ - $ - $ - $ - $ -
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL EXPENDITURES $ - $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000

General Obligation Bonds $ - $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000
Revenue Bonds $ - $ - $ - $ - $ - $ - $ - $ -
Non-Bond CIP $ - $ - $ - $ - $ - $ - $ - $ -
Operating Funds $ - $ - $ - $ - $ - $ - $ - $ -
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL FUNDING $ - $ - $ 1,000,000 $ - $ - $ - $ - $ 1,000,000

$ - $ - $ - $ - $ - $ - $ - $ -
TOTAL IMPACT $ - $ - $ - $ - $ - $ - $ - $ -

356
Project Name City-Wide Communication Infrastructure System Program Number 908030, 909053
Managing Department Information Technology
Charles Miller / Shane Burton (Project Sponsor - Larry Boyd /

Project Manager Mario Molina / Ramiro Lopez)
Project Classification Communications / Technology Improvement
Strategy 9.2B.1 Convergence of City Communication Network and

development plan for systematic replacement of communication
system
Percent Complete 5%
Project Scope
This project would provide an integrated Communication Infrastructure Network & System.
This project is to create a resilient, integrated and adaptive communication network & infrastructure, and to replace or upgrade
today's citywide mobile / building's critical components of communications systems. The system should make communication
and response times to emergency calls more accurate, efficient and quickly. The enhancement would also allow high speed /
encrypted communication media for voice, video, and data. (New radio system and fiber communication throughout the City)

Design $ 13,153 $ - $ - $ - $ - $ - $ 13,153
Land/Right-of-Way $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Landscaping $ - $ - $ - $ - $ - $ - $ - $ -
Other (All inclusive) $ 700,989 $ 285,859 $ 20,000,000 $ - $ - $ - $ - $ 20,986,848
TOTAL EXPENDITURES $ 714,142 $ 285,859 $ 20,000,000 $ - $ - $ - $ - $ 21,000,000

General Obligation Bonds $ 1,000,000 $ - $ - $ - $ - $ - $ - $ 1,000,000
Revenue Bonds $ 4,000,000 $ - $ - $ - $ - $ - $ - $ 4,000,000
Non-Bond CIP $ - $ - $ - $ - $ - $ - $ - $ -
Operating Funds $ - $ - $ - $ - $ - $ - $ - $ -
Other - Lease/Purchase $ - $ 16,000,000 $ - $ - $ - $ - $ 16,000,000
TOTAL FUNDING $ 5,000,000 $ - $ - $ - $ - $ - $ - $ 21,000,000
Unappropriated Planning Years

$ - $ - $ - $ - $ - $ - $ - $ -
TOTAL IMPACT $ - $ - $ - $ - $ - $ - $ - $ -

357
Project Name Neighborhood Splash Pools Program Number 911xxx
Project Manager Gene Moulden
Project Classification Parks
Strategic Goal 7: Promote excellence in Irving's Cultural, Recreational

and Educational Environments
Strategy 7.6: Create innovative recreational programs
Percent Complete 0%
Project Scope
This project provides for the construction of neighborhood splash pools.
This project will provide convenient access to a neighborhood aquatic facility.

Design $ - $ - $ - $ - $ - $ - $ - $ -
Land/Right-of-Way $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ - $ - $ 1,100,000 $ - $ - $ - $ - $ 1,100,000
Landscaping $ - $ - $ - $ - $ - $ - $ - $ -
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL EXPENDITURES $ - $ - $ 1,100,000 $ - $ - $ - $ - $ 1,100,000

General Obligation Bonds $ - $ - $ 1,100,000 $ - $ - $ - $ - $ 1,100,000
Revenue Bonds $ - $ - $ - $ - $ - $ - $ - $ -
Non-Bond CIP $ - $ - $ - $ - $ - $ - $ - $ -
Operating Funds $ - $ - $ - $ - $ - $ - $ - $ -
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL FUNDING $ - $ - $ 1,100,000 $ - $ - $ - $ - $ 1,100,000

$ - $ - $ - $ - $ - $ - $ - $ -
TOTAL IMPACT $ - $ - $ - $ - $ - $ - $ - $ -

358
Project Name Story at TRE Program Number 903008
Managing Department IGS/Transportation
Project Manager Dan Vedral, P.E.
Project Classification Railroad and Grade Separations
Strategy 9.1B.1: Identify and plan for intermodal connections to future

DART and TRE Rail Stations
Project Scope
This project provides for grade separation of vehicle and train traffic at Story Road and the Trinity Railway Express.
This project is needed to enhance rail crossing safety, vehicle delay and eliminate train whistle noise.

Design $ - $ - $ - $ - $ - $ - $ - $ -
Land/Right-of-Way $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ 951,161 $ 1,683,639 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 5,134,800
Utility Enhancements $ 223,842 $ - $ - $ - $ - $ - $ - $ 223,842
Landscaping $ - $ - $ - $ - $ - $ - $ - $ -
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL EXPENDITURES $ 1,175,003 $ 1,683,639 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 5,358,642

General Obligation Bonds $ 2,634,800 $ - $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 5,134,800
Revenue Bonds $ - $ - $ - $ - $ - $ - $ - $ -
Non-Bond CIP $ 223,842 $ - $ - $ - $ - $ - $ - $ 223,842
Operating Funds $ - $ - $ - $ - $ - $ - $ - $ -
Other $ - $ - $ - $ - $ - $ - $ - $ -
TOTAL FUNDING $ 2,858,642 $ - $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 5,358,642

$ - $ - $ - $ - $ - $ - $ - $ -
TOTAL IMPACT $ - $ - $ - $ - $ - $ - $ - $ -

359
360
City of Irving
General Fund Non-Bond CIP Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Transfer from General Fund $ 2,223,532 $ - $ 599,345 $ 1,253,451
Transfer from Equipment Replacement - - - -
Transfer from Water & Sewer 4,087,653 - - -
Transfer from Red Light Camera 400,000
Transfer from IAB 500,000
Lease Equipment 1,600,000 17,060,000
Contribution From State - 1,158,316
Contribution From Dallas Co. 4,243,633
Contribution From Developer 1,467,754 - 1,786,381 -
Miscellaneous Non Taxable 460,766 - 1,290,582
Sale of Property 1,384,015 - 1,355,044 -
Rental income 5,100 55,000
Total Revenues $ 10,237,832 $ 72,814 $ 12,161,115 $ 18,733,451
Expenditures
04 Police Department
Take Home Vehicle Program $ 289,620 $ - $ - $ -
Vehicle License Plate Recognition Equipment 51,295 - 28,705 -
Crime Consultant 29,728 - 20,268 -
05 Fire Department
Reserve for SCBA replacement - - 250,000 -
Reserve for Cardiac Monitor Replacement - - 60,000 -
Capital Lease Equipment (Pumpers) 1,600,000 1,060,000
Mobile Flashover Trailer (20% Grant Match) - - 12,000 -
Capital Expenditures (Instruments) 348,532
FY 2009-10 Capital items and training 732,891
Digital Imagers Grant Match -
06 Solid Waste Services
Municipal Dumpster Screening 58,004 - 191,996 -
07 Parks and Recreation
Campion Trails - 2,800,000
Jaycee Park Improvements 460,766 - 413,766 -
Trinity View Park Renovations 475,500
West Irving Aquatic Center 38,625
Motocross Park 175,000
Sunnybrook Pocket Park 30,000
Mosquito Spray Unit - - 600 -
08 Financial Services
Finance Department Renovation - - 4,291 -
10 Non-Departmental
City Hall Renovation Project - - 25,000 -
City Hall Renovation Project 15,850 - 25,307 -
Second Floor Renovation Project 78,260 - 4,598 -
Land Purchases 822,163 - 79,831 -
EOC/Public Safety Center 3,512,813 - 107,444 -

361
City of Irving
General Fund Non-Bond CIP Fund
2008-09 2009-10 2009-10 2010-11
14 Libray
South Irving Library 100,329 599,671
Northwest Branch Library 1,158,316
Library Materials 135,211 - 9,789 -
15 Planning & Inspections

Zoning and Ordinance Review & Revision 344,795 - 136,448 -
17 Public Animal Services

Humane Society Match 320,377 - 96,030 -
20 Public Works
TxDot Participation Projects ROW 3,000,000 - 960,351 -
Irving Blvd EDAW Project 53,948 - 1,726,052 -
Neighborhood Streets 500,000
Macarthur Corridor Enhancements 60,019 221,354 -
NW Corridor Light Rail Transit 155,000
IAC Utility Undergrounding 26,090 - 555,834 -
Input Deeds/Easements into GIS - - 118,076 -
Streets 1,693,633
Las Colinas Utility Undergrounding 1,600,000
Cottonwood Branch Concrete Channel 4,832 - 1,486 -
Cottonwood Valley Utility Improvement 96,260 - 696,603 -
Corridor Enhancements 202,915 - 15,712 -
Wayfinding Signs (Superbowl XLV) 240,000
23 Information Technology
City-Wide Communication Radio System 16,000,000
28 Code Enforcement
Demolition 641,232 - 641,746 -
29 Economic Development
Land Purchases 175,335 4,666
Tudor Lane Rehab 55,000
32 Water Utilities
Total Expenditures $ 12,522,678 $ - $ 17,395,120 $ 18,275,500

Fund Description:
To account for the financing of multi-year capital projects in which funding is provided through
General Fund transfers. This fund was established in FY 2001-02 to fund pay as you go projects and to
reduce carryforward requests at the beginning of each fiscal year to continue a project that construction
may or may not have begun before the end of a fiscal year.

362
City of Irving
Convention Center Bond Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 547,404 $ 1,333,123 $ 85,728,579 $ 1,935,720
Revenues
HOT Revenue Bonds $ 123,929,921 $ - $ - $ -
Bond Sale Premium 2,010,079
Transfer in from CC 2,195,109 - - -
Total Revenues $ 126,475,692 $ 4,106 $ 2,014,185 $ 115,000
Expenditures
Projects
Convention Center Construction $ 30,366,542 $ - $ 81,975,846 $ -
Consulting 43,750 - 63,000 -
Property Management Services 82,885 - 1,244,607 -
Office Furniture and fixtures 161,560
A&E 2,637,970 - 2,362,030 -
Miscellaneous
Attorney Fees 1,974 - - -
Bond Issuance Cost 1,742,831 - - -
Transfers 6,418,565 - - -
Total Expenditures $ 41,294,517 $ - $ 85,807,044 $ -
Fund Description:
To account for the financing for the purchase of land and construction of a 350,000-
square-foot, state-of-the-art convention center, including 100,000 square feet of
exhibition space, a 20,000-square-foot ballroom and 45,000 square feet of breakout
space.

363
City of Irving
Entertainment Venue Bond Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ - $ 8,000,000 $ 5,177,790 $ 18,890
Revenues
Bond Proceeds $ 16,000,000 $ 118,000,000 $ 8,992,000 $ 215,008,000
Total Revenues $ 16,007,590 $ 118,005,000 $ 9,007,000 $ 215,013,000
Expenditures
Legal Expense $ 200,000 $ - $ - $ -
A&E 10,465,800 8,000,000 13,072,962
Entertainment Venue Construction - 118,000,000 816,013 215,026,890
Bond Issuance Cost 164,000 - 273,225 -
Fiscal Agent Fees - 5,000 3,700 5,000
. . .
Available Fund Balance 09-30 $ 5,177,790 $ - $ 18,890 $ -
Fund Description:
To account for the financing for the purchase of land and construction of an
entertainment venue adjacent to the convention center in the Las Colinas
Urban Center.

364
City of Irving
Street Improvement Bond Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Bond Proceeds $ 7,997,260 $ 10,850,000 $ 5,742,740 $ 3,000,000
Premium (Bond Sale) 392,261 - - -
Paving Assessments 2,350 - - -
Total Revenues $ 8,674,984 $ 11,096,246 $ 5,988,986 $ 3,070,000
Expenditures
Major Streets
Lake Carolyn - Las Colinas to O'Connor $ 3,691,561 $ - $ 1,004,734 $ -
Beltline Road Improvements - Phase II - - - -
Northgate - Tom Braniff to Carl - - 279,242 -
Pioneer - Esters to West ROW S.H. 161 23,487 - 1,732,881 -
Elwood, Joffre, Mimosa, Willow Repl 19,600 - 1,782,405 -
O'Connor - SH 183 to Columbia (formerly Riverside 358,555 - 4,247,870 -
Hardrock - S.H. 183 to Pioneer 9,235 - 547,182 -
Grauwyler - Carl to SH Loop 12 378,059 1,950,000 28,317
Conflans - SH161 to Valley View - - 386,440 -
MacArthur - Rochelle to SH 183 329,191 - 3,432 -
Shady Grove/Senter Intersection 251,948 - 7,750 -
Tom Braniff/Univ of Dallas Part - - 347,005 -
Shady Grove/MacArthur Intersection 309,415 - 8,029 -
Walnut Hill Lane - Top Hill to Belt Line 73,245 - 32,906 -
Las Colinas - Lake Carolyn to Colwell 1,509,334 - 58,304 -
Rock Island/Dallas Co. Agreement - - 200,000 -
Neighborhood Streets
Hunter Ferrell - MacArthur to Story 4,400 - 2,759,950 -
Neighborhood Streets Improvements - - 1,554,645 -
Railroad Grade Separations

Story Road at Railtran 80,646 500,000 1,683,639 500,000
Sidewalks and Alleys

2007 Sidewalk Improvements 160,327 - 3,191 -
2008 Sidewalk Improvements 309,452 - 16,303 -
Streetscaping
ROW Landscaping-Riverside/Lake Carolyn Streetsca 5,851 - 24,292 -
Traffic Signals and Streetlighting

Streetlighting - City Streets 292,092 - 998,922 -
Traffic Management System 37,228 - 1,378,530 -
Signal Systems 4,900 150,000

365
City of Irving
Street Improvement Bond Fund
2008-09 2009-10 2009-10 2010-11

Streetlighting - Freeways - 100,000 285,281
Traffic Controls 371,688 - 170,389 -
Drainage
Delaware Creek - Sixth to Senter
Participation Projects
SH 161/ TxDOT Participation Projects - - 1,686,214 -
TxDot Participation 25,430 - 79,570 -
NW Corridor Light Rail Transit 26,500 - 131,600 -
County Line - SH 183 to Valley View - - 2,796 -
Miscellaneous
Street Improvements - 1,554,645
Macarthur Corridor Enhancements 242,721 6,150,000 6,173,901
Las Colinas Utility Undergrounding - 2,000,000 2,381,530 2,000,000
Shady Grove Greenbelt 200,406 - 35,329 -
South Irving Corridor Enhancements 872,989 - 24,547 -
Fiscal Agent Fees - - 20,000 -
Valley View Business Park - - 538,781 -
Kinwest Connector Parkway 20,756 - 7,690 -
Transfer to General 337,017 - 409,238 120,850
Fund Description: `
To account for the financing and construction or improvements to and the extension of the City’s streets, sidewalks,
alleys, storm sewers, and traffic/streetlighting. The construction is financed primarily by the proceeds of General
Obligation Bonds and interest on investments. Paving assessments are levied to finance a part of the cost of repaving
certain streets when it is determined that the property owners have benefited from the repaving through increased property

366
City of Irving
Storm Sewer Bond Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Bond Proceeds $ - $ - $ - $ -
Total Revenues $ 19,869 $ 16,226 $ 28,809 $ 3,500
Total Funds Available $ 2,595,832 $ 188,990 $ 2,254,029 $ 212,077
Expenditures
Projects
Delaware - Live Oak to Canyon Oaks $ 237,166 $ - $ 1,781,288 $ -
Shady Grove/Senter Intersection 24,563 - 85,947 -
Irving Flood Control Dist. Sec 1 56,843 - 18,727 -
Dallas Co Flood Control Dist No. 1 26,231 - 17,481 -
2007 Miscellaneous Drainage Improvements 14,135 - 58,021 -
2006 Miscellaneous Drainage Improvements 3,560 - 4,170 -
Running Bear Levee Walls 8,115 - 70,928 -
Centennial Park Slope Protection - - 7,255 -
Miscellaneous
Bond Issuance Cost - - 1,635 -
Total Expenditures $ 370,612 $ - $ 2,045,452 $ -
Fund Description:
To account for the financing and construction of improvements to and the extension of the City’s storm
sewer system. The proceeds of General Obligation Bonds and interest on investments are used to
finance the construction costs.

367
City of Irving
Park Improvement Bond Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Bond Proceeds $ 6,424,658 $ 4,600,000 $ 5,600,000 $ 2,100,000
Transfers In 148,876 - - -
Premium (Bond Sale) 315,126 - - -
Total Revenues $ 6,936,449 $ 4,640,715 $ 5,626,000 $ 2,135,000
Expenditures
Projects
West Irving Aquatics Center $ 6,712 $ - $ 4,207,846 $ -
Neighborhood Splash Pool $ 1,100,000
Family Aquatic Center A&E $ - $ - $ - $ 1,000,000
Park Land Purchases 446,576 - 18,800 -
Campion Trails 504,976 600,000 2,502,321 -
Lake Carolyn Promenade 11,935 2,500,000 3,429,742 -
ADA Children's Park 2,145,763 - 110,652 -
Tim Markwood Park 775,770 - 1,337 -
Keeler Park Playground 549,464 - 125,055 -
Dog Park 241,238 - 55,435 -
Twin Wells Frontage - - 1,320 -
Natatorium Permanent Roof 63,735 - 11,265 -
Other Neighborhood Park Sites - 1,166
Nichols Park 250,000
Motocross Park 150,000
Park Facilities 792,556 - 101,243
Park Development 31,666 - 602 -
Land Acquisition - 1,000,000 184,518 -
Tranfer to General Fund - - 58,291 122,052
Miscellaneous
Fund Description:
To account for the financing of improvements to and enlargements of the City’s park system. These improvements and
enlargements are funded by General Obligation Bond proceeds and interest on investments.

368
City of Irving
Fire Station Bond Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Bond Proceeds $ 719,178 $ 1,360,000 $ 30,822 $ -
Premium on Bond Sale 35,275 - 35,275 -
Total Revenues $ 788,707 $ 1,390,482 $ 67,097 $ 700
Total Funds Available $ 4,852,916 $ 1,465,012 $ 634,848 $ 98,161
Expenditures -
Projects
Fire Station #4 $ 194,942 $ - $ 175,132 $ -
Pumpers/Vehicles 255,223 1,060,000 197,254 -
Fire Station #12 - - 150,000 -
Fire Station #8 - 300,000 - -
Miscellaneous
Bond Issuance Cost - - - -
Transfer to Library Bond 3,835,000
Total Expenditures $ 4,285,165 $ 1,360,000 $ 537,386 $ -
Fund Description:
To account for the financing of the land purchases and construction of new fire
stations, renovations to existing fire stations, and the acquisition of fire fighting
equipment. General Obligation Bond proceeds and interest on investments are the
sources of financing.

369
City of Irving
Library Bond Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Bond Proceeds $ - $ 12,530,000 $ 5,500,000 $ 2,000,000
Transfer from Fire Station 3,835,000 - - -
Total Revenues $ 3,854,094 $ 12,549,491 $ 5,510,000 $ 2,012,000
Expenditures
Projects
Central Branch Improvements $ 15,526 $ 4,500,000 $ - $ -
West Irving Library 206,392 8,030,000 8,733,784 -
South Irving Library - 2,132,323 2,000,000
Valley Ranch Branch Library - - 15,039 -
Miscellaneous
Available Fund Balance 09-30 $ 6,230,914 $ 1,374,800 $ 786,766 $ 798,766
Fund Description:
To account for the design, construction and furnishing of library facilities with
the proceeds of General Obligation Bonds and interest on investments.

370
City of Irving
Criminal Justice Bond Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Interest on Investments 183 184 370 185
Total Revenues $ 183 $ 184 $ 370 $ 185
Expenditures
Projects
North Station Storage Facility $ 11,478 $ - $ 239 $ -
Total Expenditures $ 11,478 $ - $ 239 $ -
Fund Description:
To account for the financing and construction of new facilities and improvements to
the Criminal Justice Center, including the Jail Pod Expansion, the Police/Fire Training
Facility and the Auto Pound. The proceeds of General Obligation Bonds and interest
on investments are used to finance the construction costs.

371
City of Irving
Landfill Bond Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 1,884,906 $ - $ 691,580 $ 0
Revenues
Bond Proceeds $ 191,781 $ - $ 8,219 $ -
Premium (Bond Sale) 9,407 - 9,407 -
Interest on Investments 13,991 - 10,432 -
Total Revenues $ 215,179 $ - $ 28,058 $ -
Total Funds Available $ 2,100,085 $ - $ 719,638 $ 0
Expenditures
Projects
Perimeter Screening Berms $ 43,196 $ - $ 336,572 $ -
Development of Middle Tract 1,345,330 - 260,396 -
Landfill Scale Replacement 15,500 - - -
Landfill Development 30,000
Landfill Survey Services 4,479 - 90,612 -
Miscellaneous
- - - -
Total Expenditures $ 1,408,505 $ - $ 719,637 $ -
Available Fund Balance 09-30 $ 691,580 $ - 0 $ 0
Fund Description:
To account for the financing of improvements to the sanitary landfill
with the proceeds of General Obligation Bonds and interest on
investments. With the creation of the Solid Waste Services enterprise
fund, future capital projects will be funded by the issuance of revenue
bonds and will be accounted for in a separate capital fund.

372
City of Irving
City Buildings Improvement Bond Fund
2008-09 2009-10 2009-10 2010-11
Revenues
Bond Proceeds $ 599,315 $ - $ 25,685 $ -
Premium on Bond Sale 29,396 - 29,396 -
Total Revenues $ 660,538 $ 28,341 $ 61,081 $ 5,000
Total Funds Available $ 4,439,312 $ 765,304 $ 2,692,496 $ 854,370
Expenditures
Projects
Future Museum Site $ - $ - $ 425,000 $ -
Briery Road Maintenance Service Center 343,320 - 407,559 -
Arts Center Roof Repair 659,640 - 15,645 -
Building Security 70,956 - 286 -
CJC Generator - - 66,000 -
Elevator Modernization - - 400,000 -
IAC Equipment Replacement 386,817 - 30,537 -
City Hall Fuel Storage Remediation 30,655 - 22,786 -
Capital Expenditures - - 475,276 -
Citywide A/C Unit Replacement 8,115 - 38 -
Fund Description:
To account for the financing and construction of renovations to existing City buildings.

373
City of Irving
DART Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Interest on Investments 28,136 - 6,000 8,000
Total Revenues $ 28,136 $ - $ 6,000 $ 8,000
Expenditures
Projects
Northwest Corridor Light Rail Transit $ - $ - $ - $ -
Belt Line Road at TRE - - - -
MacArthur - Oakdale to Hunter Ferrell 194,351 - - -
Loop 12 Direct Connector - - - -
South Las Colinas Station - - - -
Sidewalks - Various DART Routes - - - -
TRE Quiet Zone - - - -
Shady Grove - Hillburn to Shufford - - - -
Miscellaneous
Outside Services - - - -
Fund Description:
Revenue is received from DART to fund approved transportation projects
within the City.

374
City of Irving
Radio Communications System Bond Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Bond Proceeds $ - $ 4,000,000 $ - $ -
Interest 11,066 7,709 - -
Total Revenues $ 11,066 $ 4,007,709 $ - $ -
Total Funds Available $ 1,038,910 $ 4,064,027 $ 337,921 $ 52,062
Expenditures
City-wide Radio System $ 700,989 $ 4,000,000 $ 285,859 $ -
Total Expenditures $ 700,989 $ 4,000,000 $ 285,859 $ -
Fund Description:
To account for the financing and purchase of a Citywide 800 MHz radio
communication system used by the Police, Fire, and General Government.
Revenues were from General Obligation Bond Proceeds and interest on
investments.

375
City of Irving
Animal Shelter
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ 5,638,654 $ - $ 2,646,296 $ 73,361
Revenues
Interest on Investments $ 75,700 $ - $ - $ -
Total Revenues $ 75,700 $ - $ - $ -
Total Funds Available $ 5,714,354 $ - $ 2,646,296 $ 73,361
Expenditures
Projects
Animal Shelter $ 3,068,058 $ - $ 2,572,935 $ -
Available Fund Balance 09-30 $ 2,646,296 $ - $ 73,361 $ 73,361
Fund Description:
To account for the finance and purchase of land to build a new Animal Shelter. The
new facility will be located on Valley View Lane and will be a joint project housing
the City's Animal Services operation and the DFW Humane Society. Construction
will be completed during FY 2009-10 and the fund will be closed out at the end of the
fiscal year. This project was authorized by Proposition #6 in the 2006 Bond Election.

376
City of Irving
Infrastructure Fund
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ 1,203,529 $ 216,130 $ 543,368 $ -
Revenues
Taxable Certificates of Obligation $ - $ 33,700,000 $ - $ 33,700,000
Interest on Investments 13,029 9,026 1,000 .
Total Revenues $ 13,029 $ 33,709,026 $ 1,000 $ 33,700,000
Total Funds Available $ 1,216,558 $ 33,925,156 $ 544,368 $ 33,700,000
Expenditures
Projects
Waterstreet - Infrastructure $ - $ 33,700,000 $ - $ 33,700,000
Animal Shelter 342,474 - 374,368 -
Purchase of Property on SH 183 330,716 - - -
Miscellaneous
Bond Issuance Cost - 170,000 170,000.0 -
Total Expenditures $ 673,190 $ 33,870,000 $ 544,368 $ 33,700,000
Available Fund Balance 09-30 $ 543,368 $ 55,156 $ - $ -
Fund Description:
This fund is used to account for capital improvement program items funded through the
use of Certificates of Obligation. Certificates of Obligation are issued to finance
projects that were not anticipated and included on General Obligation Bond Elections.

377
City of Irving
Gateway Development Bond Fund
2008-09 2009-10 2009-10 2010-11

Available Fund Balance 10-01 $ - $ 25,500 $ 1,985,883 $ 35,505
Revenues
Bond Proceeds $ 1,917,808 $ 2,000,000 $ 2,000,000 $ -
Premium on Sale of Bonds 94,067 - 94,067 -
Interest on Investments 3,435 - 6,127 500
Total Revenues $ 2,015,310 $ 2,000,000 $ 2,100,194 $ 500
Expenditures
Projects
Waterstreet - Streetscaping $ 29,427 $ 2,000,000 $ 4,000,000 $ -
Miscellaneous
Total Expenditures $ 29,427 $ 2,000,000 $ 4,050,572 $ -
Fund Description:
This fund is used to account for capital projects funded from the sale of General Obligation Bonds for
Proposition #10: Economic Development, which was authorized by the 2006 Bond Election. These
bonds are used to finance public improvements associated with private developments.

378
City of Irving
Municipal Drainage Utility Bond Fund
2008-09 2009-10 2009-10 2010-11

Revenues
Bond Proceeds $ - $ 2,000,000 $ 2,120,000 $ 2,600,000
Interest on Investments - 5,000 5,000 -
Total Revenues $ - $ 2,005,000 $ 2,125,000 $ 2,600,000
Total Funds Available $ - $ 2,005,000 $ 2,125,000 $ 2,720,000
Expenditures
Projects
Lake Carolyn Reclaimation $ - $ 2,000,000 $ 1,897,798 $ -
Delaware Creek Improvements $ 2,000,000
Flood Control District #1 Levy $ 600,000
Miscellaneous
Bond Issuance Cost - 5,000 107,203 -
-
Total Expenditures $ - $ 2,005,000 $ 2,005,001 $ 2,600,000
Available Fund Balance 09-30 $ - $ - $ 120,000 $ 120,000
Fund Description:
To account for the financing and construction of drainage projects. The proceeds of
Municipal Drainage Revenue Bonds and interest on investments are used to finance the
construction costs.

379
City of Irving
Water Improvement Bond Fund
2008-09 2009-10 2009-10 2010-11
Revenues:
Bond Proceeds $ 8,250,212 $ 11,000,000 $ - $ 18,650,000
Contribution from Developer
Total Revenues $ 8,406,745 $ 11,136,725 $ 136,725 $ 18,706,880
Expenditures
Water Lines
2008 Water Main Replacement Sec IV $ 652,664 $ - $ - $ -
O'Connor - SH 183 to Columbia - - 475,000 -
2010 Water Main Replacement Sec I 447,826
2010 Water Main Replacements 8,400,000
2010 Water Improvement Projects -
2010 Water Improvement Projects 9,500,000
2010 Water Main Replacement Sec IV 400,000
2010 Water Main Replacement Sec III 460,000
2010 Water Main Replacement Sec II 715,000
Esters - Elevated Tank to SH 183 - - 410,000 -
2008 Water Main Replacement Sec III 174,848 - - -
2009 Water Main Replacement Sect 3 - - 407,750 -
Nursery - Grauwyler to Pioneer 2,222 - 5,951 -
Pump Stations
MacArthur Pump Station Rehabilitation 3,978,441 - 4,821,569 -
Carbon Pump Station to Hurd and Brangus - - 1,000,000 -
Lake Chapman Pump Station Addition - - 1,500,000 -
Northgate Pump Station - - 218,001 750,000
Major Streets
Grauwyler - English to Carl 985 - 533,291 -
Hardrock Rd. - SH 183 to Pioneer - - 375,000 -
Pioneer - Esters to SH161 - - 375,000 -
Pioneer - Esters West ROW SH 161 -
Grauwyler - Carl to DH Loop 12 15,941 11,000,000 171,175 -
Major Street Project Replacements -
Hunter-Ferrell- MacArthur to Story 10,125 - 32,625 -
Story - Spanish Trail to Hunter Ferrell
Grauwyler - MacArthur to O'Connor

380
City of Irving
Water Improvement Bond Fund
2008-09 2009-10 2009-10 2010-11
Elwood, Joffre, Mimosa, Willow Replacement - - 282,400 -
Unimproved Neighborhood Streets - - 35,743 -
Miscellaneous
City Wide Converged Network - - 2,000,000 -
Water Mains 438,013 - 546,664 -
2007 Water Meter Vault Rehab 650 - 842,654 -
2008 Water Meter Vault Rehab 34,650 - 88,975 -
2009 Water Meter Vault Rehab - 1,043,332
Meter Replacements - - 105,179 -
Automated Meter Reading Program - - 8,708 -
Lake Pat Mayse Study 235,582 - 2,067 -
.
Fund Description:
To account for the financing and construction of water line replacements.

The proceeds of Water and Sewer Revenue Bonds and interest on
investments are used to finance the construction costs.

381
City of Irving
Sanitary Sewer Bond Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 13,427,207 $ (51,957) $ 10,332,239 $ 143,793
Revenues
Bond Proceeds $ 5,450,148 $ - $ - $ 8,400,000
Total Revenues $ 5,553,890 $ 100,704 $ 22,000 $ 8,405,000
Funds Available $ 18,981,097 $ 48,747 $ 10,354,239 $ 8,548,793
Expenditures
Sanitary Sewer Lines
2007 Concrete SS Intercept. Rpl. Sec II $ 3,033,422 $ - $ 36,747 $ -
2010 Sanitary Sewer Main Replacements $ 8,400,000
2008 Sanitary Sewer Main Repl - Sect IV 237,256 - 640,244 -
Loop 12/Grauwyler SS Basin - - 900,000 -
54" MacArthur Corssing SS Intercept. - - 1,051,072 -
Convention Ctr/Cottonwood Trunk - - 433,684 -
2007 Sanitary Sewer Repl - Sect I 438,756 - 3,527 -
2008 Sanitary Sewer Main RPL Sec. II 335,030 - 19,924 -
Lake Carolyn Pkwy Ext - Las Colinas to O'Connor 990,046 - - -
2008 Sanitary Sewer Main Rpl Sec. I 218,646 - 70,854 -
2008 WS Sewer Replacement Sct 1 115,826 - 105,289 -
O'Connor - SH 183 to Columbia - - 250,000 -
Hardrock Rd - SH 183 to Pioneer - - 245,000 -
Pioneer - Esters to West ROW SH 161 - - 245,000 -
French/Grauwyler Basin I 1,057,489 - 325,606 -
French/Grauwyler Basin I/I 5,010 - 21,020 -
2007 Concrete SS Intercept. 411,432 - 13,802 -
Delaware Creek Interceptor 269,205 - 185,551 -
Nursery/RR Sanitary Sewer Basin 10,150 - 2,005,820 -
Elwood, Joffre, Mimosa, Willow Replacement - - 745,072 -
Participation Projects
SH 183 Utility Relocations (TXDOT) 15,995 - 36,612 -
Spur 348 Utility Improvements - 745,000
Drainage
Rochelle Lift Station 69,377 - 130,623 -
Miscellaneous
City Wide Converged Network - - 2,000,000 -
Total Expenditures $ 8,648,858 $ - $ 10,210,445 $ 8,400,000
Fund Description:
To account for the financing and construction of sanitary sewer replacements. The proceeds of Water and Sewer Revenue
Bonds and interest on investments are used to finance these construction costs.
382
City of Irving
Water & Sewer System Non-Bond CIP Fund
2008-09 2009-10 2009-10 2010-11
Available Fund Balance 10-01 $ 697,196 $ 190,775 $ 10,641,908 $ 28,530
Revenues:
Transfers from Water & Sewer System Fund $ 14,950,000 $ 5,850,000 $ 5,850,000 $ 6,250,000
Transfer In - 9,454,000 9,454,000 -
Total Revenues $ 14,989,393 $ 15,310,591 $ 15,323,000 $ 6,253,500
Expenditures
Water Lines
2010 Miscellaneous Water Main Replacemen $ - $ 2,250,000 $ - $ 2,000,000
2009 Water Main Replacement Sect 1 118,945 - 20,957 -
2010 Water Main Replacement Sect 6 706,500
2009 Water Main Replacement Sect 2 76,942 - 462,908 -
Large Meter & Vault Rehab/Replacement 5,409 850,000 1,710,841 -
2010 Water Meter Vault Rehab 230,000
Large Meter Testing and Repair 52,901 500,000 375,097 -
2008 Water Main Replacements Sec III 153,592 - - -
Water Mains 798,285
Grauwyler-Carl to DH Loop 12 4,188 - 58,843 -
Lake Carolyn Pkw-Las Col/O'Conner 861,139 - 121,772 -
Pump Stations
Additional Pump at Northgate Pump Station 204,186 - 545,814 -
Pump and Motor Control Center at Hackberr 48,737 - 451,263 -
MacArthur Pump Station - - 6,119,473 -
Storage Tanks
Paint Carbon Ground Storage Tanks 2,002 - - -
2010 Tank Rehab 1,000,000
Sewer Lines
Delaware Creek Interceptor - 2nd to Grauwy - 9,454,000 7,438,484 -
2010 Sanitary Sewer Replacements - 2,250,000 - 2,000,000
2010 Sanitary Sewer Mn Repl. Sect 2 612,000
2008 Sewer Main Replacement Sec 1 631,399 - - -
2010 Sanitary Sewr Mn Repl. Sect 4 691,500
2010 Sanitary Sewr Mn Repl. Sect 3 357,000
2010 Sanitary Sewer Replacements Sect 1 675,000
2008 WS Sewer Replacement Sect 2 24,516 - - -

383
City of Irving
Water & Sewer System Non-Bond CIP Fund
2008-09 2009-10 2009-10 2010-11
Miscellaneous
SH114 & Loop 12 Utility Relocations 2,465,844 - 971,753 -
Outside Services 34,354 - 847,895 -
Facility Security 1,000,000
Automated Meter Reading Program 572,000
Spur 348 Utility Improvements 880 - 419,120 -
Cottonwood Valley Utility Improvements 359,648 - 183,227 -
Transfer to General Fund - - 135,195 282,030

.
Available Fund Balance 09-30 $ 10,641,908 $ 197,366 $ 28,530 $ 0
Fund Description:
To account for the financing and construction of Pay-As-You_Go water & sewer line replacements
funded by transfers from the Water & Sewer Operating Fund. The proceeds of Water and Sewer
Revenue Bonds and interest on investments are used to finance the construction costs.

384
Hotel Tax Summary 19-May-10
5% of Hotel Occupancy Tax 2% of HOT 2% of HOT

Taxable Receipts Amount Received ICVB IAC HP Museum Debt Service Convention Ctr Entertainment Ctr
Allocation of 5% Tax: 57.00% 39.50% 2.50% 1.00% 2.00% 0.00%
FY 2000-01 $ 186,595,543 $ 13,061,688 $ 5,317,973 $ 3,685,262 $ 233,244 $ 93,298 $ - $ 3,731,911 $ -

FY 2001-02 $ 154,772,657 $ 10,834,086 $ 4,411,020 $ 3,056,760 $ 193,466 $ 77,387 $ - $ 3,095,453 $ -
FY 2002-03 $ 152,828,500 $ 10,697,995 $ 4,355,612 $ 3,018,363 $ 191,036 $ 76,414 $ - $ 3,056,570 $ -
FY 2003-04 $ 163,943,834 $ 11,476,279 $ 4,672,485 $ 3,237,950 $ 204,933 $ 892,112 $ - $ 3,278,937 $ -
FY 2004-05 $ 172,385,499 $ 12,341,546 $ 5,024,772 $ 3,482,079 $ 220,385 $ 88,154 $ - $ 3,526,156 $ -
FY 2005-06 $ 203,463,263 $ 14,242,428 $ 5,798,703 $ 4,018,399 $ 254,329 $ 101,732 $ - $ 4,069,265 $ -
FY 2006-07 $ 229,655,001 $ 16,075,850 $ 6,545,168 $ 4,535,686 $ 287,069 $ 114,828 $ - $ 4,593,100 $ -
FY 2007-08 $ 228,732,736 $ 18,289,370 $ 6,518,883 $ 4,060,006 $ 114,366 $ 285,916 $ 345,617 $ 4,574,655 $ 2,278,079
FY 2008-09 $ 182,246,399 $ 16,402,176 $ 5,194,022 $ 2,971,366 $ 91,123 $ 227,808 $ 628,000 $ 3,644,928 $ 3,644,928
FY 2009-10 $ 180,778,833 $ 16,253,440 $ 5,152,197 $ 2,942,382 $ 90,389 $ 225,974 $ 628,000 $ 3,598,922 $ 3,615,577

Taxable Receipts Amount Received ICVB IAC Downtown Museum Debt Service Convention Ctr Entertainment Ctr
ADOPTED FY 2009-10
1st Quarter $ 48,902,078 $ 4,401,187 $ 1,393,709 $ 808,816 $ 24,451 $ 61,128 $ 157,000 $ 978,042 $ 978,042
2nd Quarter $ 45,698,179 $ 4,112,836 $ 1,302,398 $ 745,539 $ 22,849 $ 57,123 $ 157,000 $ 913,964 $ 913,964
3rd Quarter $ 51,353,151 $ 4,621,784 $ 1,463,565 $ 857,225 $ 25,677 $ 64,191 $ 157,000 $ 1,027,063 $ 1,027,063
4th Quarter $ 45,290,348 $ 4,076,131 $ 1,290,775 $ 737,484 $ 22,645 $ 56,613 $ 157,000 $ 905,807 $ 905,807
$ 191,243,756 $ 17,211,938 $ 5,450,447 $ 3,149,064 $ 95,622 $ 239,055 $ 628,000 $ 3,824,875 $ 3,824,875
FY 2009-10 Administrative Cost Reimbursement $ 218,018 $ 125,963 $ 3,825 $ 9,562 $ 25,120
UPDATED FY 2009-10 (1st and 2nd Quarter Actual)

1st Quarter $ 40,398,054 $ 3,635,825 $ 1,151,345 $ 640,862 $ 20,199 $ 50,498 $ 157,000 $ 807,961 $ 807,961
2nd Quarter $ 43,737,280 $ 3,936,355 $ 1,246,512 $ 706,811 $ 21,869 $ 54,672 $ 157,000 $ 874,746 $ 874,746
3rd Quarter $ 51,353,151 $ 4,621,784 $ 1,463,565 $ 857,225 $ 25,677 $ 64,191 $ 157,000 $ 1,027,063 $ 1,027,063
4th Quarter $ 45,290,348 $ 4,076,131 $ 1,290,775 $ 737,484 $ 22,645 $ 56,613 $ 157,000 $ 905,807 $ 905,807
$ 180,778,833 $ 16,270,095 $ 5,152,197 $ 2,942,382 $ 90,389 $ 225,974 $ 628,000 $ 3,615,577 $ 3,615,577
FY 2009-10 Updated Administrative Cost Reimbursement $ 206,088 $ 117,695 $ 3,616 $ 9,039 $ 25,120
1 of 2
385
Hotel Tax Summary 19-May-10

Taxable Receipts Amount Received ICVB IAC Downtown Museum Debt Service Convention Ctr Entertainment Ctr
PROPOSED 2010-11: 2% Over Last Four Quarters Actual (08-09 quarters 3 and 4; 09-10 quarters 1 and 2)
1st Quarter $ 41,206,015 $ 3,708,541 $ 1,174,371 $ 656,819 $ 20,603 $ 51,508 $ 157,000 $ 824,120 $ 824,120
2nd Quarter $ 44,612,026 $ 4,015,082 $ 1,271,443 $ 724,088 $ 22,306 $ 55,765 $ 157,000 $ 892,241 $ 892,241
3rd Quarter $ 45,968,346 $ 4,137,151 $ 1,310,098 $ 750,875 $ 22,984 $ 57,460 $ 157,000 $ 919,367 $ 919,367
4th Quarter $ 43,566,370 $ 3,920,973 $ 1,241,642 $ 703,436 $ 21,783 $ 54,458 $ 157,000 $ 871,327 $ 871,327
$ 175,352,757 $ 15,781,748 $ 4,997,554 $ 2,835,217 $ 87,676 $ 219,191 $ 628,000 $ 3,507,055 $ 3,507,055
PROJECTED 2011-12 (3% Over 2010-11 Proposed)

1st Quarter $ 42,442,196 $ 3,819,798 $ 1,209,603 $ 681,233 $ 21,221 $ 53,053 $ 157,000 $ 848,844 $ 848,844
2nd Quarter $ 45,950,386 $ 4,135,535 $ 1,309,586 $ 750,520 $ 22,975 $ 57,438 $ 157,000 $ 919,008 $ 919,008
3rd Quarter $ 47,347,397 $ 4,261,266 $ 1,349,401 $ 778,111 $ 23,674 $ 59,184 $ 157,000 $ 946,948 $ 946,948
4th Quarter $ 44,873,361 $ 4,038,602 $ 1,278,891 $ 729,249 $ 22,437 $ 56,092 $ 157,000 $ 897,467 $ 897,467
$ 180,613,340 $ 16,255,201 $ 5,147,480 $ 2,939,113 $ 90,307 $ 225,767 $ 628,000 $ 3,612,267 $ 3,612,267
PROJECTED 2012-13 (4% Over 11-12 Projected)

1st Quarter $ 44,139,884 $ 3,972,590 $ 1,257,987 $ 714,763 $ 22,070 $ 55,175 $ 157,000 $ 882,798 $ 882,798
2nd Quarter $ 47,788,402 $ 4,300,956 $ 1,361,969 $ 786,821 $ 23,894 $ 59,736 $ 157,000 $ 955,768 $ 955,768
3rd Quarter $ 49,241,293 $ 4,431,716 $ 1,403,377 $ 815,516 $ 24,621 $ 61,552 $ 157,000 $ 984,826 $ 984,826
4th Quarter $ 46,668,295 $ 4,200,147 $ 1,330,046 $ 764,699 $ 23,334 $ 58,335 $ 157,000 $ 933,366 $ 933,366
$ 187,837,874 $ 16,905,409 $ 5,353,379 $ 3,081,798 $ 93,919 $ 234,797 $ 628,000 $ 3,756,757 $ 3,756,757
PROJECTED 2013-14 (4% Over 12-13 Projected)

1st Quarter $ 46,788,277 $ 4,210,945 $ 1,333,466 $ 754,929 $ 23,394 $ 58,485 $ 169,140 $ 935,766 $ 935,766
2nd Quarter $ 49,508,784 $ 4,455,791 $ 1,411,000 $ 798,824 $ 24,754 $ 61,886 $ 178,974 $ 990,176 $ 990,176
3rd Quarter $ 52,195,770 $ 4,697,619 $ 1,487,579 $ 842,179 $ 26,098 $ 65,245 $ 188,688 $ 1,043,915 $ 1,043,915
4th Quarter $ 49,468,393 $ 4,452,155 $ 1,409,849 $ 798,173 $ 24,734 $ 61,835 $ 178,828 $ 989,368 $ 989,368
$ 197,961,224 $ 17,816,510 $ 5,641,895 $ 3,194,104 $ 98,981 $ 247,452 $ 715,630 $ 3,959,224 $ 3,959,224
2 of 2
386
City of Irving
Sales Tax Revenue
09-10 Actual Compared to Prior Year, Adopted Budget and Adjusted Budget
Current Over Prior Year Current over Adopted Budget Current over Latest Estimate
2009-10 2008-09 Difference Monthly 2009-10 Adopted Difference Monthly 2009-10 Difference
Actual Actual Amount % YTD % Budget Amount % YTD % Estimate Amount Monthly % YTD %
SALES TAX
1st Quarter total 10,877,714 12,068,435 (1,190,721) -9.87% 12,149,414 (1,271,700) -10.47% 12,149,414 (1,271,700) 0.00%
2nd Quarter total 11,021,939 11,485,770 (463,831) -4.04% 11,182,361 (160,422) -1.43% 11,182,361 (160,422) 0.00%
June 3,241,061 3,102,601 138,461 4.46% 3,598,266 (357,205) -9.93% -6.64% 3,598,266 (357,205) -9.93% -6.64%
July 3,266,836 3,471,739 (204,903) -5.90% -5.71% 3,551,445 (284,609) -8.01% -6.80% 3,551,445 (284,609) -8.01% -6.80%
Total Sales Tax 28,407,550 30,128,544 (1,720,994) 0.00% 46,852,208 (2,073,936) 0.00% 46,852,208 (2,073,936) 0.00%
LIQUOR TAX
Quarter Ended
December 143,127 221,762 (78,635) -35.46% -35.46% 180,799 (37,672) -20.84% -20.84% 180,799 (37,672) -20.84% -20.84%
March 154,526 189,844 (35,318) -18.60% -27.69% 195,779 (41,253) -21.07% -20.96% 195,779 (41,253) -21.07% -20.96%
June 166,783 160,137 6,646 4.15% -18.77% 199,083 (32,300) -16.22% -19.32% 199,083 (32,300) -16.22% -19.32%
September 0 130,606 0 0.00% 0.00% 187,132 0 0.00% 0.00% 187,132 0 0.00% 0.00%
Total Liquor Tax 464,436 702,349 (107,307) 0.00% 762,792 (111,225) 0.00% 762,792 (111,225) 0.00%
Total Sales &

Liquor Tax 28,871,986 30,830,893 (1,828,302) 0.00% 0 47,615,000 (2,185,161) 0.00% 0 47,615,000 (2,185,161) 0.00% 0
Actual amounts are shown "net" of payment to Comptroller for prior overpayments
Prepared by Shannon Phillips, Budget Coordinator

387
City of Irving
City Wide Electricity Analysis
Direct Energy Gexa Energy

2008 2009 Variance from Savings
Department Actuals Actuals Prior FY Actuals Realized
Cost ($)
Police/Fire Training Academy $ 6,167 $ 3,595 $ (2,572) -41.70%

Police 43,540 39,889 $ (3,651) -8.38%
Community Affairs 40,170 34,421 $ (5,749) -14.31%
Public Health & Env Svcs 84,441 80,973 $ (3,468) -4.11%
Human Services Building 91,085 76,189 $ (14,896) -16.35%
Fire 207,541 186,700 $ (20,841) -10.04%
Construction & Building Services 197,386 172,852 $ (24,534) -12.43%
Public Works - Traffic 133,431 155,341 $ 21,910 16.42%
Library Services 295,298 258,151 $ (37,147) -12.58%
Municipal Court 365,758 335,774 $ (29,984) -8.20%
Civic Center 372,935 324,216 $ (48,719) -13.06%
Parks & Rec 921,752 797,215 $ (124,537) -13.51%
Public Works - Streets 2,548,131 2,297,392 $ (250,739) -9.84%
Total General Fund $ 5,307,633 $ 4,762,708 $ (544,925) -10.27%
Irving Arts Center 6,148 5,546 $ (602) -9.79%
Museum 1,708 1,791 $ 83 4.87%
Bear Creek Heritage Ctr 6,360 5,033 $ (1,327) -20.87%
Water 1,520,338 1,346,290 $ (174,048) -11.45%

Total Cost $ 6,842,188 $ 6,121,368 $ (720,820) -10.53%
Notes:
1. Switched to Gexa Energy from Direct Energy as new electric provider effective January 1, 2009.
2. Amounts above only reflect meters included in Gexa Energy contract. Lake Champman's electric provider is NTWMD and Fannin Co
3. Amounts taken directly from invoicing from Direct Energy and Gexa Energy.

388
CITY OF IRVING
TRANSPORTATION SUMMIT
2008-09 2009-10 2009-10 2010-11

Revenues
Registration and Sponsorship $ 510,841 $ 625,000 $ 625,000 $ 625,000
Total Revenues $ 510,841 $ 625,000 $ 625,000 $ 625,000
Expenditures
Postage $ 2,246 $ 6,812 $ 3,000 $ 2,550
Printing $ 7,249 $ 19,200 $ 19,200 $ 8,250
Other $ 13,729 $ 18,000 $ 17,554 $ 20,770
Hotel Expenditures $ 147,303 $ 180,000 $ 180,000 $ 239,325
Creative Services $ 17,325 $ 17,375 $ 17,375 $ 19,680
Outside Services $ 429,023 $ 624,700 $ 624,700 $ 493,750
Advertising $ 7,270 $ 10,810 $ 10,810 $ 8,200
Special Event Production $ 74,650 $ 57,450 $ 57,450 $ 83,000
Travel & Training $ - $ 6,000 $ 6,000 $ -
Net income $ (187,954) $ (315,347) $ (311,089) $ (250,525)
Description:
In FY 2003-04, a separate Organization was created to track the expenditures of the annual Transportation Summit
that the City of Irving hosts in August. This summit brings together planners, administrators and elected officials
from the North Texas region to discuss the area’s overall transportation needs. The August 2011 summit will be
the 14th Annual Transportation Summit

389

Proposed Operating Budget For City of Irving

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Proposed Operating Budget For City of Irving

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City of Irving, Texas

CITY OF IRVING, TEXAS

TOMÁS “TOMMY” GONZALEZ, CITY MANAGER

LARRY BOYD, POLICE CHIEF

SHANAE JENNINGS, ACTING CITY SECRETARY

CHARLES ANDERSON, CITY ATTORNEY

BRENDA MCDONALD, REAL ESTATE AND DEVELOPMENT DIRECTOR

BRENDA HANEY, SOLID WASTE SERVICES DIRECTOR

GARY MILLER, PLANNING AND INSPECTIONS DIRECTOR

LYNDA JOHNSON, CHIEF PERFORMANCE OFFICER

WAYNE LAMBERT, MUNICIPAL COURT SERVICES DIRECTOR

LAURIE KUNKE, CORPORATE COMMUNICATIONS DIRECTOR

GUY HENRY, CODE ENFORCEMENT DIRECTOR

CHRIS HOOPER, HOUSING AND HUMAN SERVICES DIRECTOR

MAURA GAST, IRVING CONVENTION AND VISITORS BUREAU EXECUTIVE DIRECTOR

RICHARD HUFF, ARTS CENTER EXECUTIVE DIRECTOR

SHANNON PHILLIPS, BUDGET COORDINATOR

TRI LE, BUDGET AND FINANCIAL ANALYST

SHELLE WOMACK, BUDGET AND FINANCIAL ANALYST

STRATEGIC GOAL 1 - LAND USE

STRATEGIC GOAL 2 - VIBRANT NEIGHBORHOODS

STRATEGIC GOAL 3 - ECONOMIC DEVELOPMENT

FY2010-11 Proposed Operating Budget

STRATEGIC GOAL 4 - SAFE AND SECURE CITY

STRATEGIC GOAL 5 - DIVERSITY

STRATEGIC GOAL 6 - EFFECTIVE COMMUNICATION

STRATEGIC GOAL 7 - CULTURAL, RECREATIONAL AND EDUCATIONAL ENVIRONMENTS

STRATEGIC GOAL 8 - SOUND GOVERNANCE

FY2010-11 Proposed Operating Budget

STRATEGIC GOAL 9 - INFRASTRUCTURE NETWORK

STRATEGIC GOAL 10 - ENVIRONMENTAL SUSTAINABILITY

2010-11 Authorized Schedule of Personnel & Position Summary 250

WATER AND SEWER FUNDS:

MUNICIPAL DRAINAGE UTILITY FUND:

FY2010-11 Proposed Operating Budget

SOLID WASTE SERVICES FUND:

HOTEL OCCUPANCY TAX FUNDS:

EQUIPMENT REPLACEMENT FUNDS:

Equipment Replacement Fund Summary 299

Computer Replacement Fund Summary 302

CAPITAL IMPROVEMENT PROGRAM FUNDS:

FY 2010-11 General Obligation Bond Sale 349

Utility Undergrounding 355

Family Aquatic Center 356

CAPITAL IMPROVEMENT PROGRAM FUNDS, CONT:

City Buildings Bond Fund Summary 373

DART Bond Fund Summary 374

Radio Communications Bond Fund Summary 375

Hotel Occupancy Tax Summary (2nd Quarter Actual) 385

FY2010-11 Proposed Operating Budget

Summary of Operating Expenditures for Major Programs

are based upon the City portion of IAC

percent, of which 5 percent is

greatest change to the tax roll was a

FY2010-11 Proposed Operating Budget

Land Use Vibrant

Safe and Secure City

FY2010-11 Proposed Operating Budget

Budget by Strategic Goal Team

FY2010-11 Proposed Operating Budget

FY2010-11 Proposed Operating Budget

FY2010-11 Proposed Operating Budget

FY2010-11 Proposed Operating Budget