2018-2019 City Budget by City of Mansfield, Texas

CITY OF MANSFIELD, TEXAS ANNUAL OPERATING BUDGET FOR FISCAL YEAR 2018-2019

The 2018-2019 Budget will raise more revenue from property taxes than last year’s budget by an amount of $3,720,018 which is an 8.11% increase over last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $2,349,460. The amounts above are based on the City’s approved Fiscal Year 2018-2019 tax rate of $0.7100 per $100 of assessed valuation.

City Council Record Vote The members of the governing body voted on the adoption of the 2018-2019 Budget as follows: FOR: Mayor Pro-Tem Brent Newsom, Council Members Larry Broseh, Julie Short, Mike Leyman and Terry Moore AGAINST: Mayor David Cook, Council Member Casey Lewis PRESENT AND NOT VOTING: None ABSENT: None

TAX RATE Property Tax Rate Effective Tax Rate Effective M & O Rate Rollback Rate Debt Rate

ADOPTED BUDGET 2017-2018 0.710000 0.681441 0.447761 0.719123 0.235542

ADOPTED BUDGET 2018-2019 0.710000 0.729455 0.482310 0.746429 0.225536

The total (principal) amount of municipal debt obligations owed by the City of Mansfield and secured by ad valorem taxes is $134,445,000 as of 09/30/2018.

TABLE OF CONTENTS INTRODUCTION How to Read This Document ................................................................................................... 5 Mansfield at a Glance ......................................................................................................... 6-11 Distinguished Budget Award ................................................................................................. 12 Credits .................................................................................................................................... 13 Organization Chart ................................................................................................................. 14 BUDGET MESSAGE Budget Message ................................................................................................................ 15-28 Fund/Department Matrix ....................................................................................................... 20 Managementâ&#x20AC;&#x2122;s Goals ............................................................................................................. 28 Summary of Full-Time Equivalent Positions.................................................................... 29-32 Budget Phases ........................................................................................................................ 34 Budget Calendar................................................................................................................ 35-36 Budget Process ................................................................................................................. 37-40 Basis of Budgeting ............................................................................................................ 41-44 Financial Policies .............................................................................................................. 44-48 LONG-TERM FINANCIAL PLAN City of Mansfield Strategic Plan ....................................................................................... 49-74 Assumptions...................................................................................................................... 65-69 Summary of Projects ......................................................................................................... 70-74 MAJOR REVENUES ......................................................................................................... 75-82 GOALS AND OBJECTIVES Goals and Objectives Statement ............................................................................................ 83 Annual Service Program Goals and Objectives ................................................................ 84-89 BUDGET SUMMARY Business Matrix ..................................................................................................................... 91 Combined Budget Summary .................................................................................................. 92 General Fund Summaries and Revenue Sources .............................................................. 93-99 Utility Fund Summaries and Schedules ........................................................................ 100-103 Law Enforcement Center Summaries and Schedules ................................................... 104-105 Drainage and Environmental Services Fund Summaries .............................................. 106-107 Special Revenue Fund Summaries ................................................................................ 108-112 Capital Projects Funds .................................................................................................. 113-119 DEBT SERVICE FUNDS Definition of Debt Service Fund .......................................................................................... 121 Debt Policy.................................................................................................................... 122-127 Computation of Legal Debt Margin ..................................................................................... 127 General Obligation Debt Summaries ................................................................................... 128 Water & Sewer Debt Summaries ......................................................................................... 129 MPFDC Debt Service Summaries ....................................................................................... 130 MEDC Debt Service Summaries ......................................................................................... 131 Drainage and Environmental Services Debt Summaries ..................................................... 132

GENERAL FUND Definition of General Fund ................................................................................................ 133 General Government Division ..................................................................................... 134-143 Business Services Division.......................................................................................... 144-161 Police Division ............................................................................................................ 162-187 Fire Division ................................................................................................................ 188-198 Planning Division ........................................................................................................ 199-205 Development Services Division .................................................................................. 206-215 Community Services Division..................................................................................... 216-231 Public Works Division ................................................................................................ 232-238 ENTERPRISE FUNDS Definition of Enterprise Fund ............................................................................................. 239 Drainage and Environmental Services Fund ............................................................... 240-242 Water & Sewer Fund (Utility Services Division)........................................................ 243-253 Law Enforcement Center Fund ................................................................................... 254-267 SPECIAL REVENUE FUNDS Definition of Special Revenue Fund .................................................................................. 269 Hotel/Motel Tax Fund ................................................................................................. 270-271 Convention and Visitors Bureau ................................................................................. 272-273 Mansfield Park Facilities Development Corporation Fund ......................................... 274-278 Mansfield Economic Development Corporation Fund ................................................ 279-281 CAPITAL PROJECTS FUNDS Definition............................................................................................................................ 283 Phases of Capital Projects Fund ......................................................................................... 285 Summary of Capital Projects Funds ................................................................................... 286 Street Construction Fund ............................................................................................. 287-288 Utility Construction Fund ............................................................................................ 289-290 Building Construction Fund ....................................................................................... 291-292 MPFDC Construction Fund......................................................................................... 293-294 MEDC Construction Fund.................................................................................................. 295 Drainage and Environmental Services Projects.................................................................. 296 Equipment Replacement Fund ........................................................................................... 296 ATTACHMENTS Historical Analysis ............................................................................................................. 297 Top Employers ................................................................................................................... 298 Acronyms ........................................................................................................................... 299 Budget Glossary .......................................................................................................... 300-308 Tax Rate Ordinance ..................................................................................................... 309-310 Budget Ordinance ........................................................................................................ 311-313

HOW TO READ THIS DOCUMENT You are holding the published City of Mansfield Budget for the fiscal year beginning October 1, 2018 and ending September 30, 2019. This document has been prepared to help you, the reader, learn of the issues affecting the Mansfield community. Many people believe a City Budget is only a financial plan. Although you can learn much of the City’s financial portfolio, the 2018-2019 Budget Document has been designed to serve other functions as well. The budget is a policy document as it presents major policies that guide how the City is managed. The budget is also an operational guide that gives the public, elected officials and City staff information pertaining to the production and performance of individual departments. The budget is drafted as a communication device: information is conveyed in a way that should be easy to understand, even by those unfamiliar with the City of Mansfield.

THE BUDGET FORMAT The Budget Document is divided into four major sections: Introductory, Budget Summary, Financial/Operational, and Attachments. The introductory section contains a synopsis of the City in terms of the community and its demographics. It includes the City Manager’s Budget Message addressed to City Council, which explains the major issues and policies that affected the development of the 20182019 budget. The introductory section also describes the City’s long term strategic plan, goals, major revenues, and overall organizational structure. The Budget Summary section provides details on individual funds including Enterprise Funds and Capital Improvement Funds. The City of Mansfield uses the fund method of accounting. A fund is a unit that tracks the application of public resources. For example, the Utility Fund is established to keep track of revenues and expenses within the Utility Division. In this section, financial statements are provided for each fund. The financial statement shows the beginning balances, revenues, expenditures, and ending balances for the year. Accompanying the financial statements are narratives and illustrations that describe the major aspects of a particular function within the City. The Financial/Operational section explains not only the City’s organizational structure, but specific fund and department information as well. There may be one or more departments that comprise each fund. Most interest is in the General Fund, which includes City operations: General Government, Business Services, Police, Fire, Planning, Development Services, Community Services and Public Works. Each department is presented with a mission statement, a brief synopsis of the key departmental increases or decreases, a listing of the unit’s accomplishments for the previous fiscal year and operational objectives for the 2018-2019 fiscal year. Performance measures for each department are also provided. The funding and staffing for each department are summarized for a number of years. Finally, various attachments are presented in the back of the document that include adopted budget and tax rate ordinances, major companies, historical analysis of the tax rate, acronyms and a Glossary of Terms. Please contact the City’s Business Services Division for questions related to the 2018-2019 Budget Document at 817-276-4262.

MANSFIELD AT A GLANCE COMMUNITY PROFILE The City of Mansfield is strategically located in the south central area of the Dallas/Fort Worth Metroplex, 25 miles from Dallas and 20 miles from Fort Worth. Mansfield borders the cities of Arlington on the north, Grand Prairie on the east, Fort Worth on the west, and portions of Johnson and Ellis Counties on the south. Some areas of the City extend into Johnson and Ellis Counties. State Highway 360 and U.S. Highway 287, which both run north and south through the City, provide a direct connection to Arlington, Grand Prairie and the Dallas/Fort Worth International Airport, which is the 4th busiest airport in the country. Railroad Freight Service is provided by the Union Pacific Railroad. The City of Mansfield’s population is estimated to approach 73,410 for the 2018-2019 fiscal year. In addition, the estimated population within a 15 mile radius of the City is estimated to be 1,185,748 based on figures from the North Central Texas Council of Governments. Mansfield covers 36.69 square miles, of which approximately 40% remains undeveloped. The typical Mansfield household earns an income of approximately $121,578 and has an average taxable home value of $246,110. The City of Mansfield is considered one of the fastest growing cities in Texas as estimated by the North Central Texas Council of Governments. Mansfield was recognized by Money Magazine as one of the “Best Places to Live” in 2007, 2009, 2011 and 2014, and was named #89 of the Top 100 Safest Cities in America in 2017.

The Mansfield economy is supported by major retail developments including Wal-Mart, Home Depot, Lowe’s, Kohl’s, Kroger Marketplace, Target Super Center and Hobby Lobby. The Shops at Broad will open in the fall of 2018 and several retailers, including At Home and Academy Sports, will occupy the new retail development. Existing industrial businesses including Klein Tools, Solvay Polymers, Pier 1 Imports and Mouser Electronics, continue to contribute to the City’s tax base. The Mansfield Economic Development Corporation, which supports existing and new business through the ½ cent sales tax adopted in 1997, enhances the City of Mansfield’s economic development program. The City is served by the Mansfield Independent School District, one of the better-rated school districts in the Dallas/Fort Worth metropolitan area by the Texas Education Agency. The City has one Career and Technology Academy, one Alternative Education Center, one Early College High School, one high school (Grades 11-12), five high schools (Grades 9-12), six middle schools (Grades 7-8), six intermediate schools (Grades 5-6), one Science, Technology, Engineering & Mathematics “STEM” Academy (Grade 6

only), and 23 elementary schools (Grades K-4). MISD will open a Pre-Kindergarten school in January 2019. There are 35,256 students enrolled for the 2018-2019 school year and over 4,500 faculty members. Higher Education opportunities include several major colleges and universities: Southern Methodist University, Texas Christian University, University of North Texas, The University of Texas at Arlington, The University of Texas at Dallas, Texas Womenâ&#x20AC;&#x2122;s University, Dallas Baptist University, University of Dallas, and the Tarrant and Dallas Community College Districts. Medical Services are provided by local hospitals including Mansfield Methodist Medical Center, Arlington Memorial Hospital, Columbia Medical Center-Arlington, Huguley Hospital, Harris Hospital and John Peter Smith County Hospital. Recreation and Culture are a major part of the Cityâ&#x20AC;&#x2122;s attraction, including Joe Pool Lake which is approximately 10 minutes from the City, Cedar Hill State Park consisting of 2,000 acres, the Mansfield National Golf Club and Walnut Creek Country Club. Citizens enjoy a state-recognized parks system that includes over 900 acres of community parks, trails and athletic fields. In 2001, the City opened the Mansfield Activities Center to provide recreational activities for children, adults and senior citizens. In 2001, the City also opened a new 17,000 square foot library with state-of-the-art library services. In 2009, Mansfield adopted the Parks, Recreation, Open Space, and Trails Master Plan. The Main Street Theatre, Commission on the Arts Program and the Mansfield Historical Society provide cultural opportunities for the citizens of Mansfield. Local recreation venues include Big League Dreams Sports Park, Hawaiian Falls Water Park, Fieldhouse USA (an indoor basketball/volleyball facility with space for hosting special events) and the Stars Center recreational ice rink that opened in 2018.

KEY DEMOGRAPHICS Fiscal Year 1980 1990 2000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019* *Estimated

City or County Mansfield Arlington Ft. Worth Tarrant County Dallas County

Annual Population 8,102 15,549 28,031 56,368 56,850 57,494 58,217 59,230 62,246 63,248 68,784 70,170 73,410

1980 Census 8,102 160,113 385,164 860,880 1,556,419

Median Age 29.5 35.0 33.2 32.3 32.3 32.3 32.3 32.3 32.3 35.5 35.2 35.2 36.2

1990 Census 15,549 261,717 447,619 1,170,103 1,852,810

Household Income 36,406 40,700 42,154 82,037 82,037 82,037 91,618 91,959 97,391 98,943 111,177 110,725 121,578

2000 Census 28,031 332,969 534,694 1,446,219 2,218,899

School Unemployment Enrollment Rate 3,866 5.0% 7,600 4.9% 13,418 2.6% 31,010 8.5% 32,177 8.5% 32,577 8.3% 32,732 7.2% 32,778 5.4% 33,394 5.1% 33,695 4.0% 33,809 3.9% 34,309 3.1% 35,256 2.9%

2010 Census 56,368 365,438 741,206 1,809,034 2,638,139

2019 Estimated 73,410 388,125 874,168 2,054,475 2,618,148

Percent Change 30.2% 6.2% 17.9% 13.6% -0.8%

*Percent change from 2010 Census

Population School Enrollment

80,000 60,000 40,000 20,000 0 2010

2011

2012

2013

2014

2015

2016

2017

2018

2019*

*Estimated

Demographic information based on The Retail Coach January 2018.

POPULATION City of Mansfield Tarrant County AGE 0-17 18-24 25-34 35-44 45-54 55-64 65+

27.8% 10.5% 11.4% 14.3% 15.6% 11.4% 9.0%

SEX Male Female

48.93% 51.07%

RACE White Black Hispanic or Latin Other

HOUSING UNITS Residential Units Average Home Value

LAND AREA 36.69 Square Miles

73,410 2,054,475

HOUSEHOLD INCOME Less than $14,999 $15,000-$24,999 $25,000-$34,999 $35,000-$49,999 $50,000-$74,999 $75,000-$99,999 $100,000 Plus

67% 19% 5% 9%

19,265 $246,110

$121,578 4% 5% 5% 7% 16% 13% 50%

OCCUPATION Professional Managerial Technician Sales Teacher Manufacturing Labor Clerical Agriculture Other

33% 17% 8% 11% 9% 5% 4% 3% 1% 9%

SCHOOL YEARS COMPLETED No High School Diploma High School Graduates Some College-No Degree Bachelor Degree or Higher

7% 21% 33% 39%

TOP TAXPAYERS Mouser Electronics Mid-America Apartments LP Mansfield KDC Watercrest at Mansfield Advenir@Mansfield LLC

BREIT Steadfast MF Mansfield T Villas DI Luca TX LLC Villaggio LP Oncor Electric Delivery Co. LLC Apartment REIT Towne Crossing

Demographic information based on the 2010 Census, The Retail Coach January 2018, and Tarrant Appraisal District.

New Construction Taxable Value $350,000,000

Commercial Residential

$300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $0 2010

2011

2012

2013

2014

2015

2016

2017

2018

Taxable Value Growth $8,000,000,000 $7,000,000,000 $6,000,000,000 $5,000,000,000 $4,000,000,000 $3,000,000,000 $2,000,000,000 $1,000,000,000 $0 2010

2011

2012

2013

2014

2015

2016

2017

2018

2019*

*Anticipated

GFOA DISTINGUISHED BUDGET AWARD The Government Finance Officers Association of the United States and Canada (GFOA) promulgates certain procedures and standards that are accepted as authoritative guidelines for governmental budget reporting. GFOA awards the â&#x20AC;&#x153;Distinguished Budget Presentation Awardâ&#x20AC;? to those governmental entities whose annual budget conforms to the GFOA requirements. The Government Finance Officers Association (GFOA) presented an Award for Distinguished Budget Presentation to the City of Mansfield, Texas for its annual budget for the fiscal year beginning October 1, 2017 and ending September 30, 2018. This represents the 33rd year the City has received this award. The budget for FY 2018-2019 will also be submitted to the GFOA for review.

Credits This document has been compiled according to generally accepted accounting guidelines and practices. As presented, this budget represents a comprehensive, in-depth review and plan for all revenues, expenditures and services offered by the City of Mansfield, Texas. Although much credit is due to all City division and department directors for many hours of staff time devoted to the preparation of this document, several deserve special credit and recognition for their assistance in the development and quality of this document.

Others that also deserve recognition for their contribution in preparing the annual service program: Shelly Lanners Joe Smolinski Bart VanAmburgh Troy Lestina Bill Lane

Deputy City Manager Deputy City Manager Director of Public Works Assistant Business Services Director In-house City Attorney

Citizens of Mansfield

Mayor and City Council

City Manager

Deputy City Manager Deputy City Manager Finance Accounting Budget Purchasing Information Technology Sanitation Contract Tax Collection

Parks and Recreation Cultural Arts Special Events Library and Museum Communications and Marketing Human Resources City Secretaryâ&#x20AC;&#x2122;s Office CVB

MEDC

MPFDC

Police Division

Fire Division

Deputy City Manager Water and Sewer Utilities Development Services Planning Public Works Drainage and Environmental Services

Legal Department

September 12, 2018 To the Honorable Mayor and Members of the City Council: The Administration is pleased to present to you the City of Mansfield’s Operating and Capital Improvement Programs for Fiscal Year 2018-2019. This document is a comprehensive, in-depth and easy to read text that provides the foundation and footing for the entire organization’s fiscal activities during the next year. The budget document reflects current industry trends using performance measurement data and expanded illustrations to enhance the overall document.  It represents a statement of the City’s Fiscal Policies.  It represents a statement of the City’s Service Policies.  It aligns with the City’s revised Strategic Plan.  It communicates the priorities of Mansfield’s citizens, City Council, and Management for Fiscal Year 2018-2019 and future years. The accompanying statements and analysis tell a great story about the strength of our economy and the dividends that each citizen is receiving as a result of sound planning and effective management of fiscal resources. It is a story that has been told many times to the rating agencies, to prospective industries, and other entities. By nature, the Budget Message contains forward-looking projections. An examination of past projections and estimates add credibility to what is presented. The City of Mansfield is committed to conservative budgeting practices, including utilizing one time revenues for one time expenditures, developing new revenue sources, adding staff as needed in public safety departments and managing operational costs while maintaining or improving current service levels. We have grown revenue, improved debt ratios, increased financial reserves, expanded the tax base, built the local economy, realized higher per capita incomes and maintained the current tax rate of 71 cents. Our outlook for long term growth is positive, and we remain cautious based on the current economic environment. We continue to budget both revenues and expenditures conservatively but with anticipated projected increases in new retail, residential and commercial construction. City Council, working with Staff, is committed to quality development. This has only been accomplished through the concentrated efforts of many individuals making difficult business decisions to ensure that our goals to create value are achieved. More specifically, the City Council has been aggressive in establishing impact fees or development fees that require new development to pay for its share of new improvements and services. Tough decisions requiring minimum standards in the zoning of properties and types of construction have created value that has benefited not only the City, but also the Mansfield Independent School District. Economic development efforts have resulted in several new commercial and industrial developments including The Shops at Broad, a variety of new restaurants, the Market Street shopping center, and many other projects currently in progress. New public/private partnerships including Fieldhouse USA and the Dallas Stars Center project continue to add quality recreation venues to our parks and recreation system. Simply put, the efforts of the City Council, the Planning and Zoning Commission, the Mansfield Economic Development Corporation, the Mansfield Park Facilities Development Corporation and all other boards and commissions have assisted the entire management team in building quality and value for our City. First-class builders are attracted to this community, its services and its school system. Commercial and retail developers are keenly interested in the City’s progressive development policies.

The budget that accompanies the service program maintains this focus and priority of recognizing that growth must produce value and quality. Public Input The City conducted two public hearings, August 13 and August 27, 2018, on the budget and the tax rate to receive public input regarding the budget and tax rate. Prior to the hearings, the City Manager presented the annual service program which included program priorities, staffing, equipment and proposed infrastructure improvements for the upcoming fiscal year. Several citizens and groups spoke regarding the use of Hotel/Motel revenues and requested or petitioned the City Council for use of these funds to promote tourism, historical preservation and the arts within the City. There was very little commentary regarding the burden of property taxes or the budget from other members of the citizenry at these hearings. On September 12, 2018, after the public hearings, City Council discussed the budget and the tax rate. There was considerable discussion by the City Council regarding property tax relief, as City Council heard from some in the City outside the public hearings, and hearing from top State legislatures that citizens in state of Texas needed property tax relief. City Council calculated the impact of providing property tax relief in the form of homestead exemptions and tax rate reductions. They measured and weighed the proposed forms of relief against the impact or cost of the reduction in city services and then focused on the impact or cost of City services compared to and in relation to the cost of other public services supported by the same taxpayer within in City, the County and State of Texas. After significant discussion, City Council voted unanimously to adopt the tax rate as proposed by the City Manager, stating that property tax relief for the citizens needed to come from the State of Texas. Separately, the City Council voted to approve the budget as presented by the City Manager. However, two of the seven members of City Council voted against the budget, while the remaining five members of City Council supported the passage of the budget. The nays were in favor of amending the budget as presented by the City Manager in some form to accommodate the idea of property tax relief without jeopardizing the service program or harming City services. Management Strategies Management monitors all development activity within the City during the year to manage the resources of the City. The economic climate in the City of Mansfield continues to prosper along with the improving economies of the state and nation. Well-timed infrastructure improvements, stringent development standards and aggressive economic development strategies have created additional opportunities for commercial and retail expansions. The residential market continues to add new development throughout the City. 2018-2019 Budget Highlights • City Council maintained the current tax rate of $0.71 per $100 of valuation. • The City will improve programs in Public Safety, Community Services and infrastructure maintenance. • The City will provide a 3% salary adjustment for all employees. • New industrial, commercial and retail opportunities are being developed by the Mansfield Economic Development Corporation, including site development and construction for the Shops at Broad retail center and other retail establishments throughout the City. • Continued emphasis on planning and infrastructure improvements.

• New residential developments that include approximately 3,172 single family homes are in some phase of platting, design or construction. • Protection of the City’s credit ratings - All rated funds with strong fund balance positions. • The City has improved the fund balance to $16,500,000. • Maintain and expand existing service levels. • Continue to explore additional revenue sources. • Add six firefighters and funding for four police officers in the General Fund to maintain current service demands and plan for future growth. • Funded $2,518,329 to supplement the city jail operations. Local Economic Factors Affecting the 2018-2019 Service Programs • Improved industrial, commercial and residential valuations. • Increased interest in development along State Highway 360 and Highway 287. • Increased interest in development downtown. • Retail, commercial and industrial recruitment and retention. • Increased tourism efforts City-wide. • Sales tax related revenue is estimated to increase 7.4% from $11,459,662 in FY 2017-2018 to $12,306,425 in FY 2018-2019 due to increased population growth, completion of major arterial road projects and the opening of the Shops at Broad. • Low unemployment rate. • Strategic location in the Dallas/Fort Worth area - North/South corridors of Highways 360 and 287. • A well-planned City including desirable neighborhoods, schools and superior City services. • Continue aggressive Economic Development programs. • Current average household family income of $121,578. Impact of Economy on Surrounding Area Cities • City of Arlington - population growth based on the 2010 census of 10% since 1990. Major developments include AT&T (Dallas Cowboys) Stadium and the Arlington Highlands retail center. • City of Fort Worth - population growth of 38.6% since 1990, based on the 2010 census. • Dallas/Fort Worth Region - the region’s estimated unemployment of approximately 3.6% is below the national average. Impact of National and Global Economies • The national economy continues to improve. • Federal Reserve interest rate increases. • Regional unemployment rate of 3.6%. • Labor supply and demand. • Relocation of traditional population centers to the southwest region.

Mission for Fiscal Year 2018-2019 City management developed priorities and goals based on strategic planning meetings with City Council, staff and various boards and commissions. These meetings were held to allow for City Council’s input in developing the City’s Long Term Strategic Plan and the 2018-2019 Budget. Management and City Council also revised the Strategic Plan to incorporate revenue and expense estimates in relation to the national, state and local economy. Management met with key staff members to allow input in the development of the 2018-2019 Budget. Similar themes, priorities and goals were identified by both City Council and the City’s staff for the upcoming budget year.

“The mission of the City of Mansfield, Texas is to provide the highest quality service at the best value” by creating a Desirable Community, Sustaining the Economy, Maintaining Services, Maintaining a Positive Image and Making Good Business Decisions resulting in SERVICE WITH EXCELLENCE. While developing the 2018-2019 Budget and Annual Operating Plan, the management team strongly evaluated existing service levels and the impact of the proposed 2018-2019 service plan on the City’s Comprehensive Long Term Financial Plan. The consensus of the management team was to maintain current service program levels to continue to meet the needs of the community and expand services where fiscally possible.

SERVICE PROGRAM FOR FISCAL YEAR 2018-2019 In the presentation of the 2018-2019 Service Program to City Council, Management listed the results and conclusions of strategic planning sessions held with Council and Staff that assisted in developing the overall direction of the Service Program for FY 2018-2019. In the presentations to City Council on July 23, 2018 and August 8, 2018, Management presented a balanced budget and discussed the following challenges, goals, objectives and priorities for FY 2018-2019:

Challenges: • • • • • • • • •

Sustaining momentum. Property Tax- revenue caps, property values, state funding issues. Strategic Long Term Plan - dealing with an improving economy and expanding service demands. Staff retention and recruitment. Organizational development - quality workforce and quality services. Fund balance - maintaining and improving reserves. Economic development - inventory of quality commercial properties. Contract changes-Law Enforcement Center. Provide Operating Capital funding.

Goals & Objectives: • • • • • • • • •

Maintain or improve existing service levels within the existing tax rate. Continue development of infrastructure - streets, facilities and utilities. Maintain AAA bond rating – maintain and improve fund balance, coverage and debt ratios. Continue quality residential and commercial development. Continue quality Park and Linear Trail development. Maintain or improve public safety services. Staff retention. Downtown revitalization. Development of the Arts.

Priorities: • • • • • • • •

Maintain and expand improved service levels - sustainability of current and future operations. Maintain the City’s credit rating and fund balance requirements. Expansion of the tax base through economic development. Improve, design and expand the Park system. Maintain a quality work force. Ensure quality land use, planning and development. Provide additional funding for contract changes - Law Enforcement Center. Enhance communication with citizens.

City of Mansfield Fund/Department Matrix

General Fund General Government Business Services Police Fire Planning Development Community Services Public Works

Special Revenue Funds Mansfield Park Facilities Development Corporation (MPFDC) Mansfield Economic Development Corporation (MEDC) Hotel/Motel Tax

Enterprise Funds Utility Division Law Enforcment Center Drainage and Environmental Services

Capital Projects Funds Street Construction Utility Construction Drainage Construction Building Construction MPFDC Construction MEDC Construction Equipment Replacement

GENERAL FUND Revenues The overall General Fund budget for FY 2018-2019 is $62,320,874 or an increase of 8.4% over expected revenues in FY 2017-2018. Property tax collections make up approximately 55.5% of the General Fund operating revenue. Property tax revenue increased approximately $3,278,442. Revenue increases include sales tax, franchise tax, permits and other miscellaneous revenues. Projected sales tax revenues increased $846,763, or 7.4% from the expansion of commercial and retail tax base.

Staffing The 2018-2019 Service Plan includes the addition of six Firefighters and four Police Officers. One more position in the City Secretaryâ&#x20AC;&#x2122;s department was added mid-year in FY 2017-2018. Overall, salaries and benefits increased 7.48% or $3,048,259 due to a merit increase of approximately 3%, market adjustments, public safety overtime, the eleven additional positions, and health insurance cost increases.

Operations and Maintenance Operating and Maintenance costs decreased approximately 4.14% due to increased contract costs in sanitation, tax collections and street maintenance.

Transfers Transfers are estimated to be $590,000 for the Cityâ&#x20AC;&#x2122;s property insurance program, $457,496 for the Fieldhouse USA project and supplemental funding for the Law Enforcement Center of $2,518,329.

Equipment The City will finance approximately $800,000-$1,000,000 in equipment including public safety vehicles, technology upgrades and facility improvements.

Debt The General Obligation Debt payment is $14,899,424. The total outstanding General Obligation Debt is $134,445,000. The City has made a conscious effort to reduce the percentage. Management and City Council are working to reduce the costs of infrastructure improvements through the use of impact fees and developer contributions.

ENTERPRISE FUNDS Water & Sewer Fund Revenues The overall Utility Fund budget for FY 2018-2019, including debt, is $33,349,222. Of that amount, $27,762,688 is for operations and maintenance. Water sales and sewer treatment sales account for 96.3% of all revenue. Staffing No new positions have been added in FY 2018-2019. Operations and Maintenance Operations and Maintenance costs increased approximately 8.99% due to increases in water treatment and sewer treatment costs. Equipment $508,669 for new equipment is budgeted in FY 2018-2019. Transfers The Utility Fund transfer to the General Fund is approximately $1,667,461 for the use of the Cityâ&#x20AC;&#x2122;s Right of Way. Debt The Utility Fund debt payment in FY 2018-2019 is $5,586,534.

Law Enforcement Center Fund Revenues The Law Enforcement Center budget for FY 2018-2019 is $8,674,163 or a decrease of 27.9% from the loss of the City of Fort Worth housing contract. Staffing Thirty-five positions were eliminated in FY 2018-2019. Operations and Maintenance Operations and maintenance costs decreased 23.6% from the contract lost with the City of Fort Worth. Transfers Transfers in from the General Fund are $2,518,330 in FY 2018-2019.

Equipment No new equipment is budgeted in FY 2018-2019. Debt The remaining debt on the Law Enforcement Center is budgeted in the General Obligation Debt Service Fund.

Drainage and Environmental Services Fund Revenues The Drainage and Environmental Services Fund budget, including debt, is $2,506,886. Of that amount, $1,979,116 is for operations and maintenance. Drainage fees account for 100% of the revenue in this fund. Staffing No staff was added in FY 2018-2019. Operations and Maintenance Operations and Maintenance costs increased less than 1% in FY 2018-2019. Transfers No transfers are budgeted in FY 2018-2019. Equipment One new vehicle is budgeted in FY 2018-2019. Debt The debt service payment in the Environmental Services Fund is $527,770.

SPECIAL REVENUE FUNDS Hotel/Motel Tax Fund The Hotel/Motel Tax Fund budget is derived from tax revenue assessed on hotel rooms within the City of Mansfield. Seven hotels are located within City limits with approximately 504 beds. The budget for FY 2018-2019 is $739,040. Several factors have contributed to revenue in the Hotel Occupancy Tax Fund, including greater emphasis on tourism, new improvements to recreational venues such as Big League Dreams Sports Park, Fieldhouse USA, Dallas Stars Center and Hawaiian Falls, increased special events such as Rockin’ 4th of July, downtown events including music and arts festivals, and regional sports tournaments including the Rotary Basketball Tournament and Future Men’s Professional Tennis Tournament.

Mansfield Park Facilities Development Corporation (MPFDC) Fund Revenues The revenues for the MPFDC Fund in FY 2018-2019 are $5,486,065 to fund operations and maintenance, plus $3,154,395 appropriated for debt service. Revenues are derived from a ½ cent sales tax approved by the voters in 1992. Since inception, these revenues have steadily increased. Sales tax for operations is estimated to be $2,907,495. User fee revenue is estimated to be $1,707,000 including recreation fees and contract payments from the Hawaiian Falls Water Park, Big League Dreams, Fieldhouse USA, Mansfield National Golf Course, and the Dallas Stars Center. Staffing One part-time position was converted to full time and one part-time receptionist for the new Parks Administration office was added in FY 2018-2019. Operations and Maintenance The operating budget, exclusive of estimated funds available for projects, increased less than 1% in FY 2018-2019. Transfers Approximately $10,000 is budgeted for the MPFDC portion of property insurance coverage. Equipment $200,000 in new equipment is budgeted in FY 2018-2019. Debt The debt service payment in the Mansfield Park Facilities Development Corporation is $3,154,395.

Mansfield Economic Development Corporation (MEDC) Fund Revenues The sales tax revenue for the MEDC Fund is $6,063,890 in FY 2018-2019, inclusive of debt service. Of that amount, $1,573,488 is for operations and maintenance. $1,833,027 of the total revenue is appropriated for approved economic development projects. Revenues result from a Â˝ cent sales tax approved by the voters in 1992. Since inception, these revenues have steadily increased. Sales tax and reserves are used to finance economic development projects. Staffing No new positions are budgeted in FY 2018-2019. Operations and Maintenance The operating budget decreased in FY 2018-2019 Debt The debt service payment in the Mansfield Economic Development Fund is $2,657,375. Transfers $17,000 is budgeted for the MEDC portion of insurance coverage. Equipment No new equipment or facility improvements are budgeted in FY 2018-2019.

CAPITAL PROJECT FUNDS Historically, the Capital Improvement Program has preceded development in all areas of the City. The Capital Improvement Program is developed with the following guidelines whenever possible: The Capital Improvement Program is developed to match costs against expenses occurring in corresponding periods of time. In other words, the development and timing of infrastructure improvements is crucial to maintaining current and future developments while maintaining or lowering debt ratios. Since 1995, development fees have funded approximately $117,833,688 in improvements. Development fees offset the amount of borrowings in the Street and Utility Construction funds. The impact of infrastructure improvements on operating and maintenance costs is evaluated and measured annually during the budget development process and during revisions to the Long Term Financial Plan. Operating and Maintenance cost impacts in FY 2018-2019 are reflected in increases in supply costs, staffing increases and in additional service requirements related to expansion of existing facilities, new facilities and transmission lines. Street Construction Fund Street and roadway improvements in FY 2018-2019 are budgeted at $12,621,299. Street impact fees will be utilized wherever possible to supplement funding for these projects. In FY 2018-2019, the City anticipates issuing $10,000,000 in bonds for street improvements as identified by Staff and approved by City Council. Utility Construction Fund Utility improvements in FY 2018-2019 are budgeted at $13,787,112. Revenue bonds, impact fees, and operating cash from prior years will fund these projects. Water & Sewer impact fees will be utilized wherever possible to supplement funding for these projects. Building Construction Fund Facility improvements in FY 2018-2019 include $2,662,000 for design and land acquisition of Fire Station #5, Wayfinding Signage, Downtown Master Plan and Man House renovations. MPFDC Construction Fund Park improvements in FY 2018-2019 are budgeted at $5,090,000 of which $2,775,000 is for the design and construction of the Walnut Creek Linear Park. Other projects include a Dog Park and Pond Branch Linear Park Phase II. MEDC Construction Fund Economic Development projects in the amount of $3,000,000 are budgeted for FY 2018-2019 for development of the Mansfield International Business Park. Equipment Replacement Fund Vehicles, equipment and technology improvements in FY 2018-2019 are estimated to be between $800,000 and $1,000,000 based on historical averages.

FISCAL YEAR 2018-2019 SERVICE PROGRAM IN SUMMARY Continue to sustain positive performance, maintain service levels and plan for future development. The City of Mansfield has taken positive steps to fulfill broad goals identified by City Council and City Staff in FY 2018-2019. While non-financial goals and strategies are essential and form the framework of the Service Plan in FY 2018-2019, The City of Mansfield will continue to maintain a positive financial framework in order to provide quality of life to all citizens. The City will: • • • • •

Maintain the City’s bond ratings to effectively fund infrastructure improvements and increase the Fund Balance. Continue quality residential and commercial development. Maintain a quality workforce without staff reductions; maintain and improve service programs in Public Safety, Parks, Code Enforcement and Public Grounds. Provide a quality living environment for all citizens. Maintain a safe city.

The Financial Goals and Strategies to achieve these goals are very similar to those of the past. The City of Mansfield successfully met these goals in prior years and anticipates achieving these goals again in FY 2018-2019. • • • • • •

The City will maintain a quality workforce by offering a competitive compensation package. The City will maintain and increase the General Fund Balance reserves to 26%. The City will develop economic development strategies. The City will provide a safe community by expanding staffing levels in Public Safety. The City will provide new and improved roads and infrastructure to reduce traffic congestion. The City will continue to provide a “Superior” water system and “Best” parks system.

LONG TERM GOALS FOR FISCAL YEAR 2018-2019 AND BEYOND The City of Mansfield has developed goals and strategies in FY 2018-2019 with awareness that these goals and strategies are building blocks for future long term goals. The long term goals in future years will include: • • • • • • •

Continue to maintain positive growth and enhance the local economic activity. Maintain the City’s debt ratios and fund infrastructure improvements in a timely manner. Maintain and increase the Fund Balance. Maintain and improve the City of Mansfield’s bond ratings. Maintain a safe city. Maintain a quality workforce. Maintain a level tax rate.

Managementâ&#x20AC;&#x2122;s Goals

Maintain Positive Growth and Enhance Local Economic Activity.

Maintain the City's Debt Ratios and Fund Infrastucture Improvements.

Maintain the City's Fund Balance.

Maintain and Improve the City's Bond Ratings.

Maintain a Quality Workforce.

Maintain a Constant Tax Rate.

FULL TIME EQUIVALENT POSITIONS Do You Know? The City of Mansfield Staff Consists of 527 Full Time Equivalent Positions 560

551 544

550 540 524

530 520 510

507

506

2010

2011

2012

529

533 527

511

500 490 480 2013

2014

2015

2016

2017

2018

2019

FY 2018/2019 New Positions

General Government 9%

Police 36%

Fire 55%

2016-2017 Budget

2017-2018 Budget

2018-2019 Budget

2018-2019 Change

General Government Administration Legal Human Resources Total General Government

3 3 4 10

5 3 4 12

Business S ervices Finance Accounting Budget & Purchasing Information Technology City Secretary Total Business S ervices

3 3 1 4 3 14

3 3 1 4 4 15

1 1

Police Police Administration Communications Patrol Criminal Investigations Animal Control Commercial Vehicle Enforcement Traffic K-9 Community Resource M unicipal Court Training Task Force (Grant Funded) Total Police

9 24 52 20 7 2 3 2 5 7 0 3 134

9 24 58 20 7 2 4 2 5 7 0 3 141

8 24 60.5 21 7 2 4.5 1 5 7 2 3 145

Fire Administration Prevention EM S Emergency M anagement Operations Total Fire

4 5 0 1 76 86

4 5 0 1 79 89

5 5 1 1 83 95

Planning & Development Planning Administration Building Safety/Inspections Code Compliance Building M aintenance Total Planning & Development

8 2 9 5 3 27

8 1 9 5 3 26

8 1 8 5 4 26

Community S ervices Public Grounds Senior Citizens Library Historical Services Communications & M arketing Special Events Arts Council Total Community S ervices

16.5 4 11 1 2 1 1 36.5

13.5 4 11 1 2 1 1 33.5

13.5 4.5 11 1 2 1 1 34.0

Public Works Engineering Street M aintenance Traffic Total Public Works

13.5 14 3 30.5

12.5 14 4 30.5

11 19 0 30

-1.5 5 -4 -0.5

Total General Fund

338.0

346.0

357.0

11.0

Full Time Equivalent Positions General Fund

-1 2.5 1

0.5 -1

2 4

1 1 4 6

-1 1 0

0.5

2016-2017 Budget

2017-2018 Budget

2018-2019 Budget

2018-2019 Change

Utility Fund Administration Billing & Collections Meter Reading & Repair Water Distribution Wastewater Collection Water Treatment Water Quality Water Demand Management Total Utility Fund

6 7 7 9 7 11.5 4 1 52.5

7 7 7 8 8 11.5 4 1 53.5

6 7 7 7 9 11.5 5 1 53.5

-1

Law Enforcement Center Administration Operations City Marshal Support Kitchen Medical Total Law Enforcement Center

2 77 17 10 0 5 111

2 70 17 11 0 5 105

2 48 12 5 0 3 70

-2 -35

4 4

5 5

167.5

163.5

128.5

-35.0

Hotel/Motel Fund MPFDC Fund MEDC Fund Tree Mitigation Fund

2 29.5 5 2

2 34.5 5 0

2 35.5 4 0

1 -1

Total Special Revenue Funds

38.5

41.5

Total All Funds

544.0

551.0

527.0

-24.0

Full Time Equivalent Positions Enterprise Funds

Drainage/Environmental Services Fund Operations Total Drainage/Environmental Services Fund

Total Enterprise Funds

-1 1 1 0

-22 -5 -6

Special Revenue Funds

Staffing By Fund Special Revenue 8%

Enterprise 24%

General 68%

General Fund Staffing Community Services 10%

General Government 3% Business Services 4%

Public Works 9%

Development 7%

Public Safety 67%

BUDGET AND FINANCIAL POLICIES

Budget Phases

Needs Assessment Phase January-May

Policy and Strategy Phase March-July

Budget Development Phase May-August

Review and Modification Phase August-September

Adoption Phase September

BUDGET CALENDAR FISCAL YEAR 2018-2019 February 2, 2018, Friday

Present budget packets and instructions to Division/Department Heads and review the information with the department staff.

February 13, 2018, Tuesday

Strategic Planning Meeting with City Department Directors.

February 27, 2018, Tuesday

Joint meeting with Staff and City Council.

March 6, 2018, Tuesday

Strategic Planning Meeting with City Council.

March 19, 2018, Monday

Executive Staff meeting to discuss budget schedule, timeline and major capital project development.

April 6, 2018, Friday

Missions, Goals and Objectives and Performance Measures submitted to the Budget Department and City Manager’s Office.

April 6, 2018, Friday

Division/Department Heads submit to Business Administrative Services and Human Resources current and projected FY 18/19 personnel level of funding, new position requests and requests for re-classification of any position.

April 27, 2018, Friday

Division/Department Heads submit their departmental budgets to Budget/Accounting for FY 18/19 expenditures and revised figures for FY 17/18.

April 30, 2018, Monday

Chief Appraiser prepares and provides estimated taxable value for the county, municipality, and school district participating in the appraisal district; estimate of preliminary taxable value is required by April 30.

May 1, 2018, Tuesday

First Review - City Manager or his designee begins reviewing budget requests with Department Heads.

June 1, 2018, Friday

Business Administrative Services calculates preliminary tax and other revenues and presents to the City Manager for the FY 18/19 proposed budget.

June 25, 2018, Monday

Budget/Accounting prepares departmental line item budget revisions and submits to City Manager or his designee incorporating FY 18/19 budget projections and revised figures for FY 17/18.

June 27, 2018, Wednesday

Special meeting with City Council to review budget process and current state of the City.

July 23, 2018, Monday

Preliminary budget presentation/discussions with City Council.

July 25, 2018, Wednesday

Last day for Chief Appraiser to certify appraisal roll.

August 3, 2018, Friday

“Notice of Public Hearing on Proposed Budget” published at least ten days before the public hearing scheduled on August 13, 2018.

August 6, 2018, Monday

“Notice of 2018 Tax Year Proposed Property Tax Rate” (quarter page notice) published at least seven days before public hearing scheduled on August 13, 2018 on the Tax Rate, FY 18/19 Budget and use of Hotel/Motel Tax Revenue.

August 7, 2018, Tuesday

Date taxing units must publicize effective tax and roll back rates and other applicable items (or as soon as practical thereafter).

August 8, 2018, Wednesday

Present City Manager’s recommended budget to City Council.

August 10, 2018, Friday

Post agenda for Monday, August 13, 2018 Open Meeting.

August 13, 2018, Monday

1st Public Hearing on the FY 18/19 Budget, proposed tax rate, and use of Hotel/Motel Tax Revenue.

August 27, 2018, Monday

2nd Public Hearing on the FY 18/19 Budget, proposed tax rate, and use of Hotel/Motel Tax Revenue. City Council is scheduled to review formal applications for use of Hotel/Motel Tax Revenue.

September 10, 2018, Monday

Council Meeting – 1st reading of budget ordinance and tax rate adoption.

September 11, 2018, Tuesday

Special Council Meeting – 2nd reading of budget ordinance and tax rate adoption.

September 12, 2018, Wednesday

Special Council Meeting – 3rd and final reading of the budget ordinance and tax rate adoption.

The City’s Charter requires that the budget be adopted by September 15 of the given year.

THE CITY OF MANSFIELD BUDGET PROCESS THE CITY’S ROLES AND RESPONSIBILITIES Every staff member plays a role in budgeting, whether in its formation, implementation, administration or evaluation. Ultimately, of course, each department manager through the City Manager is accountable to the City Council and citizens for the performance of departmental staff in meeting specific objectives. Actual budget responsibility can be identified specifically as follows: The Department Manager is responsible for preparing an estimate of remaining cost requirements for the current fiscal year, projecting the base budget requirements for the next fiscal year and developing other requests that change or revise the program so that it will be more effective, efficient, productive and economical. The Departmental Administrative Support Staff serves as a vital communication link between the department and the budget staff. Support staff is responsible for coordinating information, checking to see if forms are completed properly, making sure necessary supporting documentation is submitted, monitoring the internal review process to meet timelines, gathering performance measurement information, entering departmental budget data into the City’s financial system and serving as the departmental troubleshooter for problems throughout the budget process. The Strategic Plan Committee is comprised of staff from each major division of the City and is responsible for the planning, development and presentation of the City’s modified capital and operational strategic plan. The Strategic Plan Committee presents recommendations to the Deputy City Manager, Budget Director and the City Manager for review. The Deputy City Managers, Division Directors and Department Directors are responsible for reviewing historical performance, anticipating future problems and opportunities, considering alternative solutions and modifying and assembling their departmental data into a cohesive budget information package. Division Directors critically evaluate all requests, prioritize, and submit a budget plan including only those requests that support City Council priorities, City Manager work plan, administrative direction and the departmental mission and objectives. Performance measures are evaluated to determine the effectiveness of individual divisions and departments. The Deputy City Managers, Assistant Finance Director and Budget Director are responsible for preparing short and long range revenue and expenditure forecasts, gathering and evaluating performance measures, calculating departmental projected budget targets, assisting departments, reviewing departmental budgets with department directors or staff, collating, analyzing and summarizing departmental requests and preparing budget review materials for the Executive Staff and City Council. The City Manager’s and Deputy City Managers’ key role is to translate City Council goals and objectives into recommended funding decisions. The City Manager is responsible for reviewing the total financial and operational program, formulating a City-wide proposed budget and proposing a budget to City Council. The City Council is responsible for the review of the City Manager’s proposed budget, approval of the tax rate and approval of the final budget. The City charter requires adoption of the final budget no later than September 15 of each fiscal year.

BUDGET PROCESS The budget process is the key to the development of the City of Mansfield’s overall strategic plan and affords individual departments the opportunity to reassess goals and objectives, evaluate programs using performance measurement data and develop strategies to accomplish them. Even though the budget may be reviewed by the City Council in July and August and adopted in September, its preparation begins at least eight months prior, with projection of City fund balances, revenue and expenditure forecasts, citizens, boards, commissions and departmental needs assessments. It is with this groundwork that the departmental requests are made and subsequently reviewed. The following summary provides a brief description of the various phases of the budget process and timeframes in which the budget preparation, review and adoption takes place. BUDGET PHASES Priority Needs Assessment Phase - This is the foundation of assessing what the current and projected programmatic and operational needs of each department are as seen by the Citizens of Mansfield, City Council, Boards, Commissions and individual division/department directors. City Staff and City Council reviews occur during this phase to identify and prioritize the needs and desires of each group. Community feedback is an important component of the budget process in assessing citizen satisfaction with services and establishing priorities for the upcoming budget year. Updates to the Strategic Plan normally occur during this period and are presented to Council during the budget process. City Council has identified the need to maintain and upgrade maintenance of the City’s right of ways and medians, increase architectural standards for new development, create more neighborhood and linear parks, encourage more retail, commercial and industrial development within the City, implement and continue the Capital Improvement Program, and provide additional police and fire staff. Financial Trend Analysis Phase - an integral part of Mansfield’s decision-making process that includes both short and long-range economic and financial forecasts. In fiscal year 2000, the City developed a 10Year Strategic Plan that is updated annually and modified to integrate the City’s operational and capital requirements with both a short term and long-term goals. City infrastructure needs are identified during this process and play an important role in the forecasting related to short and long term operating needs. During this phase, strategic forecasting assumptions are made including changes in fund balance projections, revenue, expenditure, compensation adjustments and other costs adjustments. Preliminary assumptions result in the City’s forecasted fiscal capacity and provide a balanced financial framework upon which operating (departmental) and capital (infrastructure projects) budget targets can be developed. Policy/Strategy Development Phase - City Council’s goals and directives set the tone for the development of the budget. The Council identifies key policy issues that will provide the direction of the budget. The Strategic Planning Committee updates the City’s 10-Year Strategic Plan, identifying critical objectives and the strategies to be employed in meeting those objectives. It is within this framework that the department’s budget plans are formulated. The City Council identifies needs to establish priorities, identify existing service levels and review financial and economic trends and forecasts. City Council also discusses policy direction with the Executive Staff. Budget Development Phase - Based upon City Council’s priorities and strategic policy direction, departments develop program objectives and work plans for the budget period. The Budget Department submits to each department their prior year and year-to-date expenditures for review. Base budgets are then developed which represent existing service levels and adjustments for price changes, inflation and/or compensation adjustments. Departmental staff is asked to evaluate programs and positions. Departmental staff reviews service level requirements and makes decisions regarding new programs, increased or

decreased staffing and changing resource allocation. Departments use the Strategic Plan to identify additional staffing requirements and obtain appropriate salary levels for each proposed new staff member. The Deputy City Manager, Assistant Finance Director and Budget Director review all budget data submissions from individual departments to ensure each department has submitted accurate and concise data. Budget Review and Modification Phase - The Budget Director sets a budget calendar and schedules meetings with each department/division director. Individual meetings occur with most departments at least twice prior to budget workshops with City Council. Budget requests are reviewed and recommendations for each department are reviewed during this phase. New staffing, operational expenditures, revenue projections and capital requests are reviewed to determine the overall resources available to fund departmental requests. Performance measures are reviewed to determine the overall effectiveness of each departmental program. City Council and City Manager priorities and goals are reviewed with individual departments to ensure that individual budgets reflect the priorities set by City Council and the City Manager. Recommendations are then forwarded to the City Manager for review. Adoption Phase - A proposed operational and financial plan is presented to City Council through a schedule of budget workshops prior to public hearings. The City Staff communicates the proposed budget to the citizens during these workshops in the form of power point presentations, handouts, cable access recordings or a combination of these formats. Public Hearings are held and City Council adopts the tax levy and budget consistent with the City Charter and State law. Implementation Phase - Departments are accountable for budgetary controls throughout the fiscal year. Expenditure patterns are examined, compared to budget plans, and corrective action is taken as necessary during the fiscal year. The Finance team reviews the budgeted revenues, expenditures, and current demographic, economic and financial trends monthly that may impact the City and plan strategy to ensure the City’s financial integrity. City Council is also provided a monthly financial report disclosing the City’s actual revenue, expenditure and fund balance performance as compared to the budget plan. REVIEW AND APPROVAL OF THE BUDGET The City Council considers the proposed budget and holds budget workshops and public hearings in August and September. The budget workshops provide an opportunity for City management, directors and the general public to offer information and recommendations to the City Council. Legally, the 2018-2019 Budget must be adopted by September 15th. City Charter requires three public readings of the budget ordinance before it is adopted by City Council. The adoption of the budget ordinance authorizes expenditures from all funds within the City including the General, Debt Service, Enterprise, Special Revenue, and Capital funds. The City’s fiscal year begins October 1st and ends September 30th of each year. IMPLEMENTATION OF THE BUDGET Upon adoption, the staff prepares the operating budget, incorporating all changes authorized by City Council. Each division is advised of the approved budget for their departments.

AMENDMENT TO THE BUDGET The City of Mansfield operating budget is adopted at the department level. Any transfers that exceed budgeted expenditures may require City Council approval. Any change orders to budgeted capital improvement projects must be approved by City Council. USE OF CONTINGENCY RESERVE When additional funding is required to offset unexpected revenue shortfalls, unexpected expenditure increases or events that threaten the public health or safety, contingency operating funds may be authorized by the City Manager and/or City Council so that budgeted service levels can be maintained. BUDGETARY AND ACCOUNTING BASIS The operating budget is developed using Generally Accepted Accounting Principles (GAAP) except that depreciation and amortization are not budgeted. All funds are budgeted on a modified accrual basis. OPERATING AND CAPITAL BUDGET RELATIONSHIP/ORGANIZATION The City of Mansfield Budget for Fiscal Year 2018-2019 is comprised of: The operating budget, which includes all departmental budgets - General Fund, Debt Service Funds, Enterprise Funds, Special Revenue Funds and Capital Projects Funds. The operating budget includes portions of the Cityâ&#x20AC;&#x2122;s Strategic Plan which includes both operational and capital requirements. The operating budget includes a balanced financial plan for all funds for fiscal year 2018-2019 and forecasts the results of operations by fund for the period. The effect of the Capital Improvement Program upon operations is reflected in the Capital Projects Fund. The operating budget includes fund summaries and presentations by City operating departments without regard to fund. Each division is divided into operating departments, and a budget summary by department is included for each division. Performance measures are incorporated for each department within each division. The Capital Project Fund is presented on a budget basis. The Capital Fund Projects include the Street Construction Fund, Utility Construction Fund, Building Construction Fund, MPFDC Construction Fund, MEDC Construction Fund, Environmental Services Construction Fund and the Equipment Replacement Fund. State Law requires an adequate budget to pay for the entire construction contract and appropriated in the period in which the contract is entered; therefore, expenditures are presented on a budget basis as opposed to cash flow basis. Funding sources for the Capital Improvement Program are presented on a budget basis. The revenue sources are presented in the period that the funding will be realized in order to provide continuity between the operating budget and the capital budget. As a result of presenting on a budgetary basis, funding sources may not equal budgeted expenditures in each period, creating a positive fund balance as cash accumulates for larger expenditures in later years.

City of Mansfield Fund Structure by Budgetary Basis Modified Accrual Basis of Accounting

General Fund

Special Revenue Funds

Debt Service Funds

Mansfield Park Facilities Development Mansfield Economic Development Hotel/Motel Tax

General Fund Mansfield Park Facilities Development Mansfield Economic Development

Capital Funds

Building Streets Utility Equipment Drainage and Environmental Park Facilities Development Economic Development

Full Accrual Basis of Accounting

Proprietary Funds

Enterprise Funds

Water & Sewer Fund

Water & Sewer Debt Fund

Law Enforcement Center Fund

Drainage and Environmental Services Fund Drainage and Environmental Debt Fund

BASIS OF BUDGETING AND ACCOUNTING IN SUMMARY The City of Mansfield’s “Basis of Budgeting” for all funds is based upon a modified accrual basis of accounting. The modified accrual basis is a combination of cash and accrual accounting in that expenditures are immediately incurred as a liability while revenues are not recorded until actually received or are measurable and available for expenditure. The operating budget is developed by fund utilizing Generally Accepted Accounting Principles (GAAP) except that depreciation and amortization are not budgeted. A complete description is provided below. BALANCED BUDGET POLICY The City of Mansfield has adopted a balanced budget for all funds. Current appropriations in all funds are limited to the sum available, unencumbered cash balances and revenues estimated to be received in the current budget period. Expenditure and subsidy appropriations for mandated and priority programs are to be made against current revenue sources and not dependent upon uncertain reserves or fluctuating prior period fund balances. To the extent possible, current operations will be funded by current revenues. The use of unencumbered prior period balances in all funds shall be scrutinized and carefully limited and subject to review by the City Manager and City Council. Fund Organization The accounts of the City are organized on the basis of funds, each of which is considered to be a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts. Governmental resources are allocated to and accounted for in individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled. GOVERNMENTAL FUND TYPES: General Fund The General Fund is the operating fund of the City. All general tax revenues and other receipts that are not restricted by law or contractual agreement to some other fund are accounted for in this fund. General operating expenditures, the fixed charges, and the capital improvement costs that are not paid through other funds are paid from the General Fund. Special Revenues Funds The Special Revenue Funds are used to account for the proceeds of specific revenue resources (other than major capital projects) that are legally restricted to expenditures for specified purposes. These funds include Hotel/Motel Tax, Mansfield Park Facilities Development Corporation (MPFDC), and Mansfield Economic Development Corporation (MEDC). Debt Service Funds The Debt Service Funds include the General Debt Service Fund, Water & Sewer, Drainage and Environmental Services, MPFDC and MEDC. These funds are used to account for the accumulation of resources for and the payment of principal and interest on general long-term debt and revenue bond debt. The primary sources of revenues are ad valorem taxes which are levied by the City for the General Debt

Service Fund, sales tax for the MPFDC and MEDC Debt Service Funds, and user fees for the Water & Sewer Fund and Drainage and Environmental Services Fund. Capital Projects Funds The Capital Projects Funds account for the financial resources to be used for the acquisition of capital facilities other than those recorded in Proprietary Funds. The Capital Projects Funds are used to account for the acquisitions of capital facilities financed from general obligation bond proceeds or certificate of obligation proceeds, or transfers from other funds. The City's Capital Projects Funds consist of the following funds: Street Improvements, Utility Improvements, Drainage Improvements, Building Construction, MPFDC Construction, MEDC Construction, and Equipment Replacement. TIRZ (Tax Increment Reinvestment Zone) The Tax Increment Reinvestment Zone is a specific fund designated to capture the tax increment in a defined geographic zone. The tax increment is to pay for the public improvements specific to the zone or area defined by ordinance. Any increase in value or property value increment may be used to pay for the debt for these public improvements or be used to reimburse the developer for the public improvements paid for by the developer on behalf of the City. PROPRIETARY FUND TYPES: Enterprise Funds The Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis are financed through user charges. The City's Enterprise Funds are the Water & Sewer Fund, Environmental Services Fund and the Law Enforcement Center Fund. These funds are accounted for on a full accrual basis of accounting. BUDGET CONTROL As set forth in the City Charter, the City Council adopts an annual budget prepared in accordance with Generally Accepted Accounting Principles. The City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department. The City Council may require their approval of these transfers if the transfers exceed the adopted budget for each fund. All unused appropriations, except appropriations for capital expenditures, lapse at the close of the fiscal year to the extent they have not been expended or encumbered. An appropriation for a capital expenditure shall continue in force until the purpose for which it was made has been accomplished or abandoned. The purpose of any such appropriation shall be deemed abandoned if three years pass without any disbursement from or encumbrance of the appropriation. BASIS OF ACCOUNTING The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds are accounted for using a current financial resources measurement focus. All proprietary funds are accounted for on a flow of economic resources measurement focus utilizing a Modified Accrual basis of accounting.

Governmental Fund Types - All governmental funds are accounted for using the modified accrual basis of accounting. Under the modified accrual basis, revenues and other financial resource increments are recognized when they become susceptible to accrual, that is, when they become both "measurable" and "available" to finance expenditures of the current period. "Measurable" means that amounts can be reasonably determined within the current period. "Available" means that amounts are collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Proprietary Fund Types - Revenues and expenses are recognized using the accrual basis of accounting. Revenues are recognized in the accounting period in which they are earned, and expenses are recognized in the period incurred following the economic resources measurement focus. FINANCIAL REPORTING AND POLICIES Financial and Operational Policies The City of Mansfield, Texas has developed financial and operational policies which guided the development of the budget for fiscal year 2017-2018. The budget has been developed using an analysis of historical data, current data and forecasted data. The staff identified areas of growth and future needs in each department. The staff put in place policies and procedures which determine the overall budget including expected population growth, expansion of services, debt service requirements, capital improvements, operational maintenance requirements, and staffing level requirements. Each department is evaluated as to current needs and the projected needs in the next budget year and the following nine years. Availability of funds is considered to determine what areas may need additional funding. A complete prior year analysis and future analysis is utilized to determine what areas may be increased, decreased or remain constant for the upcoming year. Individual departments are required to submit departmental budgets for the upcoming fiscal year. The Business Services Department reviews individual budgets and creates a priority list for each department based on department and administration considerations. The budget for each department is reviewed by the City Manager's office to ensure each department is properly funded. The budget’s operational and financial policies are reviewed throughout the year. Financial Reporting Policy Following the conclusion of the fiscal year, the Business Services Division prepares a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting and financial reporting principles established by the Governmental Accounting Standards Board (GASB) and the SEC. The CAFR shall also satisfy all criteria of the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting. The City implemented GASB 80 in FY 2016-2017. Monthly, semiannual and quarterly reports on the City’s finances are reported to City Council. The CAFR shall show the status of the City’s finances on the basis of General Accepted Accounting Principles (GAAP). The CAFR shall show fund revenues and expenditures on both a GAAP basis and budget basis for comparison purposes. In all but two cases, this reporting conforms to the way the City prepares its budget: compensated absences (accrued but unused sick leave) are not reflected in the budget but are accounted for in the CAFR’s long-term debt position; and depreciation is not shown in the budget’s proprietary funds, although the full purchase price of equipment and capital improvements is reflected as uses of working capital. Included as part of the Comprehensive Annual Financial Report are the results of the annual audit prepared by independent Certified Public Accountants designated by City Council. The Business Services Department shall issue a report monthly to the Council reflecting the City’s financial condition for the

month. The monthly report shall present the financial condition of the City in a user friendly and understandable format consistent with the budget. Revenue Policies To protect the Cityâ&#x20AC;&#x2122;s financial integrity, the City will maintain a diversified and stable revenue system to shelter it from fluctuations in any one revenue source. For every annual budget, the City shall levy two property tax rates: operation/maintenance and debt service. The debt service levy shall be sufficient for meeting all current principal and interest payments. The debt service levy and related debt service expenditures shall be accounted for in the Debt Service Fund. The operation and maintenance levy shall be accounted for in the General Fund. The City will maintain a policy of levying the lowest tax rate on the broadest tax base. Legally allowable exemptions may be provided to homeowners, senior citizens, and disabled veterans. The City will establish user charges and fees at a level that attempts to recover the full cost of providing the service. User fees, particularly utility rates, should identify the relative costs of service for different classes of customers. When possible, utility rates should be designed to reduce peak (hour and day) demands on the utility systems. The City will make every reasonable attempt to ensure accurate measurements of variables impacting taxes and fees (e.g. verification of business sales tax payments, verification of appraisal district property values, and accuracy of water meters.) The City will attempt to maximize the application of its financial resources by obtaining supplementary funding through agreements with other public and private agencies for the provision of public services or the construction of capital improvements. The City will consider other market rates and charges levied by other public and private organizations for similar services in establishing tax rates, fees and charges. When developing the annual budget, the Business Services Department shall project revenues from every source based on actual collections from the preceding year and estimated collections of the current fiscal year, while taking into account known circumstances which will impact revenues for the new fiscal year. The revenue projections for each fund should be made conservatively. Operating Expenditure Policies Operating expenditures shall be accounted, reported, and budgeted for in the following major categories: operating, recurring expenditures including personnel services, supplies, maintenance, contractual services, and capital replacement/lease. The annual budget shall appropriate sufficient funds for operating and recurring expenditures necessary to maintain established quality and scope of City services. The City will constantly examine the methods for providing public services in order to reduce operating, recurring expenditures and/or enhance quality and scope of public services with no increase in cost. Personnel service expenditures will reflect the minimum staffing needed to provide established quality and scope of City services. To attract and retain employees necessary for providing high-quality service, the City shall maintain a compensation and benefit package competitive with the public and, when

quantifiable, private service industries. Supply expenditures shall be sufficient for ensuring the optimal productivity of City employees. Maintenance expenditures shall be sufficient for addressing the deterioration of the City’s capital assets to ensure the optimal productivity of the capital assets. Maintenance should be conducted to ensure a relatively stable level of maintenance expenditures for every budget year. The City will utilize contract labor for the provision of City services whenever private contractors can perform the established level of service at less expense. The City will regularly evaluate its agreements with private contractors to ensure the established levels of service are performed at the least expense to the City. Existing capital equipment shall be replaced when needed to ensure the optimal productivity of City employees. Existing capital equipment associated with General Fund operations in excess of $5,000 will be charged to individual departments who purchase those items. Expenditures for additional capital equipment shall be made only to enhance employee productivity, improve quality of service, or expand scope of service. To assist in controlling the growth of operating expenditures, operating departments within the General Fund will submit their annual budgets to the City Manager within a ceiling calculated by the Business Services Department from the General Fund’s Long Term Financial Plan. Projected expenditures that exceed the ceiling must be submitted as separate expanded level of service requests. Fund Balance Policy The annual budget shall be presented to Council with each fund reflecting an ending fund balance that is no less than 25% of that fund’s annual operating expenditures. To satisfy the particular needs of individual funds, ending fund balances may be established which exceed the 25% minimum. Fund balance that exceeds the minimum level established for each fund may be appropriated for non-recurring capital projects or programs. Fund Transfer Policy With the exceptions noted below, there will be no operating transfers between funds. Any costs incurred by one fund to support the operations of another shall be charged directly to the fund. (For example, actual hours worked by General Fund employees for Water & Sewer Fund events.) Fund transfers may occur when surplus fund balances are used to support non-recurring capital expenses or when needed to satisfy debt service obligations. Debt Expenditures The City will issue debt only to fund capital projects that cannot be supported by current, annual revenues. To minimize interest payments on issued debt, the City will maintain a regular debt retirement policy by issuing debt with maximum maturities not exceeding twenty (20) years. Retirement of debt principal will be structured to ensure constant annual debt payment. The City will attempt to maintain base bond ratings of Aa2 (Moody’s Investors Service), AAA (Standard & Poor’s) and AA+ (Fitch, IBCA), on its general obligation debt (see Debt Policy). Annual financial reviews are conducted by Fitch, Moody’s and Standard & Poor’s. Post issuance compliance policy was implemented in 2012.

Capital Projects Expenditure Policy The City will develop a multi-year plan for capital projects, which identifies all projects likely to be constructed within a ten-year horizon. The multi-year plan will reflect for each project the likely source of funding and attempt to quantify the project’s impact to future operating expenditures. Capital projects will be constructed to protect or improve the community’s quality of life, protect or enhance the community’s economic vitality, and support and service new development. To minimize the issuance of debt, the City will attempt to support capital projects with appropriations from operating revenues or excess fund balances, i.e. “pay-as-you-go.” Utility Capital Expenditures The City will design utility rates sufficient for meeting the annual coverage requirement that will accumulate resources to replace or rehabilitate aging infrastructure that no longer can be serviced by regular maintenance. Attempts should be made to fund the reserve at a level approximate to the annual average coverage requirement as reported in the City’s Comprehensive Annual Financial Report. Long Term Financial Plan Policy The City will adopt every annual budget in context of a long term financial plan for the General Fund and Water & Sewer Fund. Financial plans for other funds may be developed as needed. The General Fund and Water & Sewer Fund long term plans will establish assumptions for revenues, expenditures and changes to fund balance over a ten-year horizon. The assumptions will be evaluated each year as part of the budget development process. Economic Development Policy The City will assess and collect ½ percent on each taxable sales transaction in the City and utilize the revenue to encourage commercial and industrial development within the City. Commercial and industrial development provides additional tax revenues, local employment, and shifts a portion of the tax base from the homeowner to the industrial/commercial entity. The MEDC board has set a goal to split the tax burden equally between the homeowner and industrial/commercial development. Infrastructure Development Policy The development of capital improvements, including street and utility construction, will provide the necessary infrastructure for residential and commercial development. The City has instituted an aggressive ten-year capital improvement program to develop the City's infrastructure. This program will be funded with the growth in tax base as projected. The improvements are being timed to coincide with annual growth in the City. Service Development Policy The City of Mansfield has approved 11 new positions in FY 2018-2019 to meet increased service needs. Planning and Development Policy The City has and will increase its technical assistance to residential and commercial developers in an effort to develop systematic growth and development. Residential and commercial zoning has been developed to fit the City's master plan.

Budget Preparation Policy The budget development is based on community and individual department needs as identified by the citizens' survey, City Council and individual division projections. The budget is based on the projected growth of both revenue and expense factors City-wide over a ten year period. Projected commercial and industrial development are also factored into the overall budget plan. Council and management have adopted a modified Strategic Plan to outline the operational and infrastructure demands from the effects of the economy. This plan will be reviewed and revised regularly. Purchasing Policy The City continues to develop a City-wide purchasing plan to simplify, expedite and provide cost savings to all City departments. The consolidation of purchases, cooperative purchasing and the expanded use of technology in the bidding process provides cost savings now and in the future. Investment Policy The investment policy applies to all financial assets of the City of Mansfield. Investments and investment reporting comply with the Public Funds Investment Act. Other Policies •

Growth pays for growth - one time revenues will be used to pay for one time expenditures.

•

Operational increases in cost may only be funded by a permanent increase in revenue or a structurally balanced budget.

•

Pay as you go funding - including T.M.R.S., OPEBS, capital infrastructure and impact fees.

•

Amortization is limited to life expectancy.

•

Utility Coverage Factor is equal to 1.30 annually.

•

All members of Management and City Council are subject to ethics disclosure (any dealings that could have a direct or indirect gain.)

STRATEGIC PLAN UPDATE FOR FY 2019-2028

Prepared and Presented on June 6, 2000 By Task Force 2000 Committee Original Resolution Adopted by Resolution No. 1501 Modified Version Adopted by Resolution No. 2964-13

City of Mansfield, Texas Strategic Plan 2019-2028

Executive Summary

THE CITY OF MANSFIELD, TEXAS Strategic Fiscal Plan

History and Purpose of the Plan Mansfield, Texas, is located in the southern sector of the fourth largest metropolitan area in the United States of America. The City of Mansfield encompasses 36.69 square miles. Current population estimates by City Planners suggest that the City is home to 73,410 people. In 1980, the City claimed 8,102 residents. Since 1970, the City’s population has grown by approximately 65,308 residents. Mansfield, Texas is the third largest City in the County, and is third only to Fort Worth and Arlington, Texas in Tarrant County. Population growth is expected to continue in the Dallas-Arlington-Fort Worth region. The Council of Governments, a coalition of local governments in the metropolitan area, continues to project growth in the population North Texas and specifically in Tarrant County over the next three decades. Mansfield City Planners also project growth in the City of Mansfield with an estimated population of 165,000 residents within in the next thirty to forty years. In the decade of the 1970s, community leaders recognized the demands of meeting the needs of the new residents within the City of Mansfield, Texas. Infrastructure was aging and unable to support the expectations of a new and increasing population. City resources were limited: including - limited professional staff, limited infrastructure, and limited funding capacity. The land use was agricultural. Community leaders gathered, raised taxes, recruited, retained professional staff and began building a community. These community leaders are still active in the community today. In addressing the service demands of the community, the City of Mansfield jumped in front of the expectations of growth in the decade of the 1980’s and began creating and adopting several planning models to manage and guide in the development of the City’s infrastructure to support the needs of the growing community and its demand for services. These planning models included the Master Land Use Plan, the Master Thoroughfare Plan, the Master Drainage Plan, the Master Water & Sewer Plan, the Master Parks Plan, and the master fiscal plan or the City’s Strategic Plan. Planning models are generally based upon the expectations of future populations and the expected use of infrastructure and services necessary to support the expected populations. These models are carefully designed and some require the public’s involvement ensure that these documents are consistent with the interest of the vested stakeholders in the community. Plans change little year after year because of the deliberative processes and the assumptions used in planning for future land use and needed infrastructure. Generally, 51

the primary planning model that drives the rest of the planning models is the land use model because it determines population densities, expected populations and land uses. Of course, these plans are reviewed and modified by the City based upon changes in the use of the land or other reasons deemed to be appropriate by the City. The City’s Strategic Plan is a fiscal planning model that encompasses the other infrastructure planning models and focuses on the City’s financial capacity, projected financial capacity and the City’s ability to pay for expected infrastructure improvements and the City services needed to service the growing population. The Strategic Plan focuses on the two primary activities of the City of Mansfield, Texas: General Infrastructure and Services and Water & Sewer Services. These two activities are also referred to as Corporations of the City which address the basic demands of the citizens and patrons of the City of Mansfield, Texas.

Fiscal Planning Guide The Strategic Plan is a business model intended to guide Management in making and evaluating business decisions affecting the community and managing the City’s organization. These decisions include the allocation funding for programs, such as public safety, street maintenance, park and recreational venues, water, sewer services and the administration of these City services. Year over year, these essential programs, are managed and developed to meet the needs of the residents of the City.

Fiscal ability to provide for Infrastructure & Services

Existing and New Population

Infrastructure & Services

The City’s first Strategic Plan was adopted and accepted by the City of Mansfield on November 27, 2000. It has been revised and subsequently adopted on April 22, 2002, December 8, 2003, September 12, 2005, July 28, 2008, August 31, 2010, October 10, 2011 and October 28, 2013.

Guiding Policies and Development of the Strategic Plan The City of Mansfield, Texas, annually prepares and reviews its comprehensive Strategic Plan. This plan is guided by and directed by long-term fiscal policies that have been in place over three decades. The benefits of these long-term fiscal policies are evident from the results of the fiscal performance of the City and the strength of the City’s credit or it ability to repay its obligations within the community it serves and its creditors.

Guiding Fiscal Policy - Growth pays for Growth The current residents of the City are only asked to bear the costs of services; the cost of infrastructure development and the related services needed to support the development is to be paid for by the population creating demand for these costs. This policy essentially manages the cost of development and cost of services with the new recipients of these services. The policy also encourages the timely development of infrastructure and discourages the City from developing its infrastructure too quickly because funding becomes too costly for existing stakeholders. Growth pays for Growth.

Other Policies and Practices Policies and practices are only as effective as the City’s ability and political willingness to adhere to its policies and practices. The City Councils of the City of Mansfield, Texas, have supported and encouraged fiscal accountability and responsibility through the adoption of fiscal policies and the practices of fiscal policies. The instituted financial policies and practices generally govern, the fiscal performance of the City: a few of the practices are as follows: Revenues    

One Time Revenues Matched with One Time Expenses Manage User Fees to Match the Market Costs Cash Reserve Requirements Effective Utilization of Potential Tax Base (undeveloped land)

Expenses     

Service Excellence-Quality of Service at the Lowest Costs Community Safety Managed Growth-planning and Infrastructure Development Recruitment of Skilled Workforce-Competitive Salary Program Protection of the City’s Credit Ratings

Another key policy in keeping the City’s fiscal condition in good health is the annual rating review with three rating houses: Fitch, Moody’s and Standard & Poor’s. The rating houses refer to this annual review as market surveillance which is a formalized requirement of the rating agencies. The City annually presents the City’s financial 53

condition before each of the rating houses in New York, New York. This policy allows Management to clearly express its views before rating committee chairs who evaluate the City’s credit. Management of the City is considered to be strong by the agencies.

Fiscal Policy is Measured Each year in evaluating the Strategic Plan, Management considers its guiding policy by monitoring indices that encourage good fiscal health. These indices also alert Management of potential fiscal distress, stress or variances from the City’s guiding fiscal policy of letting “Growth Pay for Growth.” Key indices include: debt ratios, coverage requirements and cash reserve requirements. Debt ratios are evaluated before the issuance of debt or additional borrowings; coverage requirements or the percentage of earnings greater above annual debt payments; solvency are monitored and measured annually to the wealth of the community and the service needs of the citizens. If these indices get too low or too high, Management acts to restore these indices to their normal levels.

Strategic Plan The Plan has been designed to meet the current and future service demands of the community based upon current management practices and current funding provisions of existing programs. It allows for the expected or projected service needs of the community for the next ten fiscal years, 2019-2028. The service needs include the Capital Improvement Programs, Operating & Capital Equipment Programs, Employee Recruitment Programs, and Expansion of Existing Programs. Major divisions and departments have provided input and need assessments for the expected service level requirements into the future. The Plan is designed for continuous adjusting based on economic variables and local activity drivers that affect the service requirements. It provides for a degree of certainty in setting expectations for future spending and is expressive in its intent of future spending patterns, but is not to be construed as the final funding authority for future programs, future indebtedness or commitments to any program, vendor, stakeholder or other interested party of the City as occurrences in the development of the City may alter or change the priority of funding needed to service the City.

Financial Forecast and Projections The Strategic Plan is a planning tool used to guide and address these demands for funding while identifying potential stress points or weaknesses in the services being provided by the City. It is also designed to steer the City clear of fiscal distress or warn Management of potential fiscal stress when assuming a certain assumptions in spending patterns, inflationary provisions, infrastructure programs, and recruitment, retention programs. It also encourages the City to think into the future and in so doing, it encourages program managers to anticipate the future costs of future populations as well as current populations, while providing for the financial stability of the community by projecting the future costs of City services. 54

The Strategic Plan includes revenues and expenditures for a period of ten years. The objective of the forecast is simply to measure or guide the allowance of costs. Over the ten year forecast, revenues and expenditures are projected to increase considerably over the next ten years as the population is expected to increase almost 33% over the next decade. The City’s economy is influenced some by the national economy, but is more influenced by its population growth and its economic development programs. In years past from 1970 till today the City’s population has boomed over 65,000 residents. During this period time the national economy has moved through many economic cycles including the Great Recession and the City population has continued to grow because of its location in the North Texas. Growth over the next decade is expected to be more of a modest pace of growth in the population and the number of new businesses moving into the community. In forecasting revenues and expenses for the City’s General Fund and Water, Sewer Fund into the future, Management projects revenue trends to average in a range of 5% to 9% over the next ten years with expenses being controlled or managed to approximately 7% over the next ten years. The City could experience higher cost of operations because of the effects of federal monetary policy, rising interest rates, energy prices, commodity prices, labor markets, costs of raw water, and the costs of treating sewer water. Current spending patterns suggest that minimum costs could increase 5% year over year, but these spending patterns are extremely subject to economic variables that could easily adjust the trajectory of presently projected spending pattern. Detailed projections by revenue source and spending purposes are provided in following tables.

Key Rates Tax Rate projections over the next ten years predict the tax rate to remain constant or at its current rate of $.71 cents per $100 in assessed valuation of property within the City of Mansfield, Texas. Water and Sewer rates are expected to remain constant over the next ten years with the exception of modest rate increases year over year. Modest increases are expected to pay for the significant cost increases being passed along to the City for the cost of delivering raw water to the City’s water treatment facilities and the cost of treating the City’s sewer water. The City is closely monitoring these rate increases that are being charged by Tarrant Regional Water District and Trinity River Authority to the City for their capital improvement programs. These rates may or may not increase depending upon the costs being passed along to the City’s customers.

Current Economy, Future Economy The City has increased service expectations as it has adjusted service programs to meet the current demand for services. Department heads have submitted and requested funding that is well beyond the City’s ability to fund the requesting funding. In an effort to maintain existing services, the City has significantly reduced future spending expectations because of the uncertainty in the national and global economies. All the while, the City is seeing continued growth in its residential, commercial, and industrial sectors of its economy and employment percentages are healthy and expected to remain 55

healthy in the City. The State of Texas employment percentages continue to fluctuate as the State’s economy adjusts from the ever changing prices of oil and gas. Even though the State is suffering from a drought in the oil and gas industry the overall economy of the State is fairly stable as Texas is a leader in the exportation of goods around the world. Although, nationally some areas of the country are still struggling in their recovery from the Great Recession, the State of Texas and the North Texas region are doing well and the signatures of fundamental growth are present. The City expects these trends to continue into the future barring any unforeseen economic calamity. Growth expectations are based on projected population estimates by the City’s planning department. Support for these population projections are corroborated by the continued growth in the overall population of the State of Texas, and the continued population growth in the North Texas region. Population Estimates 100,000 80,000 60,000 40,000 20,000 0 2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

The near term financial trends present favorable operating conditions within the City, and Management will continue to monitor the near term trends as projections are based on improving economic conditions within the City. Measurement indices of fiscal policies will be monitored by Management too. Continued assessment of the economy will condition Management’s action and responses in adjusting the revenues and expenses of the City’s primary activities.

Strategic Plan Highlights Population Estimated 2019: Estimated 2028:

73,410 96,833

Expected population increases create the need for housing stock, infrastructure, and retail development. In the last decade of 2001 to 2010, the City added some 32,000 residents, 1990’s decade the City added 10,000 residents. The population growth in the last two decades has been robust. The expected population increase over the next decade is 23,423 persons.

Capital Improvements General Fund Improvements: Water & Sewer Fund Improvements:

$136,804,150 $61,156,633

Most of the General Fund improvements are for the improvement of the City’s street infrastructure. General Fund improvements will be funded through the capital markets. The Water and Sewer Fund’s significant improvements are attributable to the expansion of the treatment facility. The Water and Sewer Fund improvements will be funded through a combination of the capital markets and cash. Impact fees are a significant resource used to offset the costs of these future improvements and will be used as they are collected over the next ten years for both activities.

Service Improvements & Operating Equipment General Fund Personnel

$8,658,065

Management has placed a priority on funding positions for the Public Safety Department. The Water and Sewer Fund expects to maintain existing levels of service personnel over the next decade. Most of the equipment is for the replacement and addition to the Public Safety vehicle inventory. The City will work to fund operating equipment on a year-byyear basis. Typically, equipment is funded at approximately $1,000,000 per fiscal year. General Fund FTE 420 400 380 360 340 320 2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Strategic Planning Process and Development of the Strategic Plan

January – March Divisions submit Staffing and Equipment requests for the ten year period. Divisions submit Capital Projects for Streets, Utility and Building Projects.

February – April Business Services reviews historical, current and future revenue sources and estimates budgeted revenues and expenditure growth.

May – June Business Services updates the Strategic Plan based on revised staffing, equipment and capital requirements. Management and Staff estimate projected availability of funding for new staffing, equipment and capital requirements.

June – September Management reviews the updates to the Strategic Plan and Management presents the Plan for approval.

What does the Strategic Plan mean to the Citizens of Mansfield? The Strategic Plan provides a blueprint of staffing, operating and capital requirements in the FY 2019-2028 budget and anticipated requirements into future years. The plan is adjusted annually as conditions change and priorities change based on current and future growth projections. By identifying future needs, the City Council and City Management are better able to plan and develop strategies to maintain current service levels, structure debt to provide for infrastructure improvements and maintain financial stability. The plan identifies strengths and challenges in current and future years that enable City Council and Management to better plan for and adjust operations as needed.

How does the Strategic Plan relate to the Fiscal Year 2019 Budget? The FY 2019 budget provides funding to maintain the current service levels in all departments and provides for future growth and a strong equity position for the city. In prior and future years, Public Safety has been the focal point of attention in the needs assessment provided by City Council and Management. With the expansion of the city’s park and recreation system, additional resources have been allocated to provide additional services for the expanded programming requirements. The ongoing maintenance of city streets and right of ways requires resources to be allocated to this service function as well. The Strategic Plan incorporates local, state and national economic trends and providing estimates for future budget years. The City has reviewed the fee structures in previous years to adequately match fees with cost of operations. These revenues have also been included in the FY 2019 budget and projected into future years.

How does the Strategic Plan improve overall Service Performance? By identifying staffing, capital and operational requirements, additional resource allocation may be adjusted to reflect the increased service demand for each department and program. Anticipating future needs to service the expected population growth requires each division and department to critically evaluate operational requirements, staffing levels and capital requirements. Limited funding refines operational efficiencies and highlights service levels that meet or do not meet the citizen’s expectation. In summary, each division and department is charged with developing new and better operational techniques to maintain the service levels demanded by citizens and staff. The retention of a quality workforce maintains the overall service performance at all levels of the organization. Management and Council have committed to providing the “Best Value” for all citizens.

The Results of the Plan The Plan is a financial planning model used by Management and Staff and has become an effective management tool in managing the business concern of the City of Mansfield, Texas. It has become a guide, indicator and reference point for the Rating Agencies and the investment community in assessing the credit strength of the City. The Plan is a forward-looking statement and includes the Cityâ&#x20AC;&#x2122;s expectations, hopes, intentions and strategies regarding the future. These forward looking statements included herein are necessarily based on various assumptions and estimates inherently subject to various risks and uncertainties, including risks and uncertainties relating to possible invalidity of the underlying assumptions and estimates and possible changes or developments in social, economic, business, industry, market, legal and regulatory circumstances and conditions and actions taken or omitted to be taken by third parties, including customers, suppliers, business partners, competitors and legislative, judicial and any other governmental authorities or officials. Assumptions related to the foregoing involve judgments with respect to, among other things, future economic, competitive, market conditions and future business decisions all of which are difficult or impossible to predict accurately and many which are beyond the control of the City. Any such assumptions could be inaccurate and there can be no assurance that the forward-looking statements included in this Executive Summary will prove to be accurate or binding.

General Fund Strategic Plan Summary

BEGINNING FUND BALANCE

2019

2020

2021

2022

2023

Budgeted

Projected

16,500,024

17,858,901

19,512,440

21,196,596

REVENUE DES CRIPTION Ad Valorem Taxes

34,590,787

40,323,579

44,220,826

48,469,211

52,923,936

Sales & Use Taxes

12,306,425

13,167,875

13,910,429

14,605,951

15,190,189

Franchise Taxes

6,747,601

6,950,029

7,158,530

7,373,286

7,594,484

Licenses & Permits

2,128,200

1,895,850

Fines & Forfeitures

2,057,432

2,098,581

2,140,552

2,183,363

2,227,031

Interfund Transfers

1,908,861

1,449,913

Other Revenue

2,581,568

2,633,200

2,685,865

2,739,581

2,794,373

62,320,874

68,519,027

73,461,965

78,717,155

84,075,776

Total Projected Revenue: Percentage Change

8.4%

9.9%

7.2%

6.8%

EXPENDITURES General

Business

3,011,296

3,206,690

3,417,234

3,644,330

3,889,529

5,460,118

5,784,252

6,130,727

6,501,397

6,898,298

Police

20,455,538

22,380,696

24,501,672

26,839,332

29,416,826

Fire

15,108,258

16,563,323

17,802,080

18,748,920

19,749,912

Planning & Development

4,111,514

4,399,615

4,712,024

5,051,146

5,419,645

Public

5,532,302

5,875,289

6,243,390

6,866,986

7,297,879

Community

4,576,023

4,887,857

5,225,246

5,590,664

5,986,852

Other

4,065,825

4,062,428

3,776,053

3,790,224

3,798,255

Capital TOTAL EXPENDITURES

62,320,874

67,160,150

71,808,426

77,032,999

82,457,196

PROJECTED S OURCES (US ES )

1,358,877

1,653,539

1,684,156

1,618,580

Projected Ending Fund Balance

16,500,024

17,858,901

19,512,440

21,196,596

22,815,176

Target Fund Balance Projected Surplus(Deficit)

16,790,038 $

(290,014) $

17,952,106 (93,205) $

19,258,250 254,190

20,614,299 $

582,297

22,089,013 $

726,163

PROJECTED DEBT S ERVICE Property Taxes

14,899,424

15,497,561

16,741,525

17,832,584

18,844,509

Debt Ratio-% of Tax Rate

32%

31%

30%

29%

Debt Ratio-% of Total Budget

19%

18%

General Fund Strategic Plan Summary

BEGINNING FUND BALANCE

2024

2025

2026

2027

2028

Projected

22,815,176

23,828,849

25,547,856

27,495,997

29,647,295

REVENUE DES CRIPTION Ad Valorem Taxes

57,282,013

63,396,717

69,898,199

75,921,559

81,273,564

Sales & Use Taxes

15,797,796

16,429,708

17,086,896

17,770,372

18,481,187

Franchise Taxes

7,822,319

8,056,988

8,298,698

8,547,659

8,804,089

Licenses & Permits

1,895,850

1,723,500

Fines & Forfeitures

2,271,571

2,317,003

2,363,343

2,410,610

2,458,822

Interfund Transfers

1,449,913

Other Revenue

2,850,261

2,907,266

2,965,411

3,024,720

3,085,214

89,369,723

96,453,445

103,785,960

110,848,332

117,276,288

Total Projected Revenue: Percentage Change

6.3%

7.9%

7.6%

6.8%

5.8%

EXPENDITURES General

4,154,546

Business

4,441,279

4,726,547

5,032,399

5,292,283

7,323,662

7,779,950

8,241,030

8,732,373

9,041,793

Police

32,259,844

35,396,899

38,596,785

41,249,480

43,801,774

Fire

20,808,578

22,455,695

24,221,923

26,140,807

28,119,556

Planning & Development

5,820,483

6,256,946

6,686,144

7,148,437

7,558,080

Public

7,761,364

8,260,410

8,760,863

9,295,544

9,635,194

Community

6,416,847

6,884,021

7,345,287

7,841,323

8,241,688

Other

3,810,726

3,259,240

3,256,672

3,259,240

88,356,050

94,734,438

101,837,819

108,697,034

114,949,607

Capital TOTAL EXPENDITURES PROJECTED S OURCES (US ES )

1,013,673

1,719,007

1,948,141

2,151,298

2,326,681

Projected Ending Fund Balance

23,828,849

25,547,856

27,495,997

29,647,295

31,973,976

Target Fund Balance Projected Surplus(Deficit)

23,683,610 $

145,239

25,459,455 $

88,401

27,174,259 $

321,738

29,076,457 $

570,838

31,036,394 $

937,582

PROJECTED DEBT S ERVICE Property Taxes

20,284,832

20,298,169

20,157,188

20,646,068

21,091,291

Debt Ratio-% of Tax Rate

29%

27%

26%

25%

24%

Debt Ratio-% of Total Budget

18%

17%

16%

15%

Utility Fund Strategic Plan Summary 2019

2020

2021

2022

2023

Budgeted

Projected

Water Sales

$ 17,118,477

$ 17,441,646

$ 17,829,868

$18,249,126

$ 18,690,272

REVENUE DES CRIPTION Sewer Sales

12,529,563

12,582,464

12,984,653

13,609,665

14,105,063

Wholesale

2,490,097

2,514,998

2,540,148

2,565,549

2,591,205

Other Fees

1,187,085

1,474,200

1,543,263

1,608,856

1,676,374

Impact Fees

1,100,000

1,500,000

24,000

205,000

34,449,222

35,718,308

36,602,932

37,738,197

38,767,913

1,188,181

1,222,289

1,257,390

1,293,513

1,330,687

Interest Income TOTAL REVENUE: EXPENDITURES Administration Billing & Collections M eter Reading & Repair Water Distribution

926,274

950,928

976,258

1,002,284

1,029,026

1,036,525

1,066,076

1,096,484

1,127,772

1,159,967

885,399

911,416

938,204

965,783

994,179

Waste Water Collection

8,823,510

8,845,855

9,427,737

9,970,719

10,510,442

Water Quality Control

9,066,289

9,076,102

9,460,629

9,899,329

10,368,210

Other

1,294,952

1,359,700

1,427,685

1,499,069

1,574,022

TOTAL OPERATING EXP:

23,221,130

23,432,365

24,584,387

25,758,469

26,966,533

OPERATING REVENUE

11,228,092

12,285,943

12,018,545

11,979,728

11,801,380

Capital

OTHER EXPENS ES Transfers

1,667,461

1,750,834

1,838,376

1,930,295

2,026,809

Debt Service

5,586,534

4,734,833

4,735,871

4,731,871

4,206,033

7,253,995

6,485,667

6,574,247

6,662,166

6,232,842

3,974,098

$ 5,800,276

$ 5,444,299

$ 5,317,562

$ 5,568,538

Annual Debt Service

1.74

2.23

2.15

2.12

2.32

M aximum Annual Require

2.04

2.54

2.48

2.44

Average Annual Require

3.23

3.61

3.62

3.73

3.81

TOTAL OTHER OPERATING: NET OPERATING ACTIVITY:

COVERAGE FACTOR:

Utility Fund Strategic Plan Summary 2024

2025

2026

2027

2028

Projected

Water Sales

$ 19,142,353

$ 19,597,079

$ 20,184,991

$ 20,790,541

$ 21,414,257

Sewer Sales

14,614,325

15,385,384

16,154,653

16,962,386

17,810,505

Wholesale

2,617,117

2,643,288

2,669,721

2,696,418

2,723,382

Other Fees

1,755,239

1,772,375

1,789,681

1,807,160

Impact Fees

1,500,000

205,000

39,834,034

41,103,126

42,504,047

43,961,505

45,460,304

REVENUE DES CRIPTION

Interest Income TOTAL REVENUE: EXPENDITURES Administration

1,368,944

1,408,315

1,478,731

1,552,667

1,630,301

Billing & Collections

1,056,504

1,084,738

1,138,975

1,195,924

1,255,720

M eter Reading & Repair

1,193,095

1,227,183

1,288,542

1,352,969

1,420,618

Water Distribution

1,023,415

1,053,517

1,106,193

1,161,502

1,219,578

Waste Water Collection

10,867,369

11,096,495

11,651,320

12,233,886

12,845,580

Water Quality Control

10,845,298

11,358,398

11,926,318

12,522,634

13,148,765

1,652,723

1,735,360

1,822,128

1,913,234

2,008,896

TOTAL OPERATING EXP:

28,007,348

28,964,006

30,412,206

31,932,816

33,529,457

OPERATING REVENUE

11,826,686

12,139,121

12,091,841

12,028,689

11,930,848

Transfers

2,128,150

2,234,557

2,346,285

2,463,599

2,586,779

Debt Service

3,972,708

3,739,181

3,742,881

3,739,000

3,347,700

Other Capital

OTHER EXPENS ES

TOTAL OTHER OPERATING:

6,100,858

5,973,738

6,089,166

$ 5,725,828

$ 6,165,383

$ 6,002,675

Annual Debt Service

2.44

2.65

2.60

2.56

2.38

M aximum Annual Require

2.44

2.51

2.50

2.49

2.61

Average Annual Require

3.93

4.16

4.26

4.40

4.45

NET OPERATING ACTIVITY:

6,202,599 $

5,826,090

5,934,479 $

5,996,369

COVERAGE FACTOR:

For illustration purposes the plan has been prepared to allow for modest rate adjustments throughout the decade. Without rate increases, the model suggests fiscal stress will be encountered during this period unless revenue or expenses are adjusted. The Average Annual Requirement is the leading indicator of potential fiscal stress. Although increasing, coverage factors remain fairly constant and suggest a good bill of fiscal health in the Water and Sewer Fund. Rates during this period may or may not be adjusted depending upon the factors affecting the economic variables assumed in this model. 64

City of Mansfield, Texas Strategic Plan 2019-2028

ASSUMPTIONS PROJECTS, EXPENSES, REVENUES

GENERAL FUND ASSUMPTIONS Revenues Table 1 Table 1 estimates the amount of residential construction and corresponding increase in the population based on an assumed multiplier.

Year

Estimated Population

Estimated Units

Estimated Multiplier

Estimated Added Population

Estimated Population

2019

71,134

652

3.49

2,276

73,410

2020

73,410

712

3.49

2,485

75,895

2021

75,895

750

3.49

2,618

78,513

2022

78,513

750

3.49

2,618

81,129

2023

81,129

750

3.49

2,618

83,747

2024 2025 2026 2027 2028

83,747 86,363 88,981 91,598 94,216

750 750 750 750 750

3.49 3.49 3.49 3.49 3.49

2,618 2,618 2,618 2,618 2,618

86,363 88,981 91,598 94,216 96,833

Ad Valorem Tax Assumptions Table 2 Table 2 estimates the estimated value of new construction of a single family residential dwelling and the corresponding property value. The tax rate assumption for Ad Valorem Taxes is $0.71. Tax Year

Estimated Residential Units

2019

652

56,019,775

286,880,000

2,434,588

2020

712

56,019,775

313,280,000

2,622,028

2021 2022 2023 2024 2025 2026 2027 2028

750 750 750 750 750 750 750 750

56,019,775 56,019,775 56,019,775 56,019,775 56,019,775 56,019,775 56,019,775 56,019,775

339,900,000 350,097,000 360,599,250 371,417,250 382,560,750 394,037,250 405,858,000 418,033,500

2,811,030 2,883,429 2,957,995 3,034,803 3,113,922 3,195,405 3,279,332 3,365,778

New Commercial

New Residential

Ad Valoreum Tax

*Annual Total

*Includes TIRZ Value

Table 3 Table 3 estimates the estimated value of the existing tax base and new construction value. The tax rate assumption for Ad Valorem Taxes $.71 cents per $100. Tax Year 2019 2020 2021 2022 2023

Beginning Value 6,498,336,216 6,970,455,992 7,472,852,368 8,005,861,642 8,553,180,601

New Const. Value 342,899,775 369,299,775 395,919,775 406,116,775 416,619,025

Existing Value Increase 129,220,001 133,096,601 137,089,499 141,202,184 145,438,250

2024

9,115,237,876

427,437,025

149,801,397

Est. Total *Projected Valuation Ad Valoreum Tax 6,970,455,992 49,490,238 7,472,852,368 53,057,252 8,005,861,642 56,841,618 8,553,180,601 60,727,582 9,115,237,876 64,718,189 9,692,476,298

68,816,582

2025

9,692,476,298

438,580,525

154,295,439

10,285,352,262

73,026,001

2026

10,285,352,262

450,057,025

158,924,302

10,894,333,589

77,349,768

2027

10,894,333,589

461,877,775

163,692,031

11,519,903,395

81,791,314

2028

11,519,903,395

474,053,275

168,602,792

12,162,559,462

86,354,172

*Includes TIRZ Value

Sales Tax Assumptions Table 4 Table 4 estimates the sales tax, mixed drink tax and utility sales tax. Tax Year 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

Sales Tax per Capita 164.80 170.67 174.35 177.22 178.58 180.12 181.84 183.74 185.80 188.04

Sales Tax 12,097,606 12,952,791 13,688,893 14,377,769 14,955,161 15,555,718 16,180,367 16,830,075 17,505,846 18,208,726

Mixed Drink Tax 182,646 188,125 193,769 199,582 205,569 211,736 218,089 224,631 231,370 238,311

Utility Sales Tax 26,173 26,958 27,767 28,600 29,458 30,342 31,252 32,190 33,156 34,150

Annual Total 12,306,425 13,167,875 13,910,429 14,605,951 15,190,189 15,797,796 16,429,708 17,086,896 17,770,372 18,481,187

Projected Sales Tax $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2020

2019

2021

2022

2023

2024

2025

2026

2027

2028

Franchise Fee Assumptions Table 5 Table 5 estimates the franchise tax collected on electricity, gas, phone and cable services. Tax

Franchise

Estimated

Percent

Estimated

Year

Tax

Increase

Total

2018

6,598,138

2019

6,598,138

149,463

6,598,138 6,747,601

2020

6,747,601

202,428

6,950,029

2021 2022 2023 2024 2025 2026 2027 2028

6,950,029 7,158,530 7,373,286 7,594,484 7,822,319 8,056,988 8,298,698 8,547,659

208,501 214,756 221,198 227,835 234,669 241,710 248,961 256,430

3% 3% 3% 3% 3% 3% 3% 3%

7,158,530 7,373,286 7,594,484 7,822,319 8,056,988 8,298,698 8,547,659 8,804,089

Projected Franchise Tax 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 0 2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Operating Expense Assumptions The Operating Expense assumptions include an annual increase in personnel costs and operating costs of approximately 7%. New positions will be evaluated based on building permit activity and related population growth. The Capital Improvement Program has been structured to add infrastructure improvements annually with minimal impact on operating cost and debt ratios. The Strategic Plan is structured to provide: •

Operating expense growth based on population growth and development requirements.

•

Increased staffing primarily in Public Safety.

•

Annual increases in operating costs including utilities, fuel and supplies.

•

The addition of new positions based on population growth related to residential building permit activity.

Summary of Full Time Equivalent Positions Full Time Equivilent Positions General Government Business Services Police Fire Development Community Services Public Works Total Full Time Equivilent Positions General Government Business Services Police Fire Development Community Services Public Works Total

Strategic Plan 2019 12 15 145 95 26 34 30

Strategic Plan 2020 12 15 149 101 26 36 30

Strategic Plan 2021 12 15 153 104 26 36 30

Strategic Plan 2022 12 15 157 104 26 36 33

Strategic Plan 2023 12 15 161 104 26 36 33

357

369

376

383

387

Strategic Plan 2024 12 15 165 107 26 36 33

Strategic Plan 2025 12 15 169 110 26 36 33

Strategic Plan 2026 12 15 173 113 26 36 33

Strategic Plan 2027 12 15 177 113 26 36 33

Strategic Plan 2028 12 15 181 113 26 36 33

394

401

408

412

416

Summary of Street Construction and Capital Projects Note: costs include the expected collection of impact fees and may vary from amounts borrowed depending upon the anticipated collection of impact fees.

FY 2019 - $7,350,000 • •

Seeton Road at Joe Pool Lake Construction S. Holland Rd. Phase III Construction

FY 2020 - $9,500,000 • •

Day Miar Phase I Construction Misc. Residential/Intersection Reconstruction

FY 2021 - $0 FY 2022 - $12,500,000 • • • • • • •

Gertie Barrett (Bus 287 to Country Meadow) S. Main Resurfacing (Hunt to Heritage) Heritage Parkway/National Parkway Reconstruction Main Street/Russell Road/FM 157 Connector US 287 NB Frontage Road Design North Street Bridge Misc. Residential/Intersection Reconstruction

FY 2023 - $15,000,000 • • • • • •

E. Broad Reconstruction/Additional Lanes (Matlock to SH 360) – Phase I Callender Road (US 287 to Debbie Lane) Walnut Creek Drive Bridge Design Price Road Construction Lone Star – Additional Lanes Misc. Residential Roadways

FY 2024 - $10,000,000 • • • •

E. Broad – Additional 2 Lanes (Matlock to SH 360) Phase II US 287 NB (SH 360 to Lone Star) Construction S. Holland Phase II Design Misc. Residential Roadways

FY 2025 - $10,000,000 • • •

Walnut Creek Drive Bridge Construction S. Holland Phase II Construction Misc. Residential Roadways

FY 2026 - $10,000,000 • •

E. Debbie Lane Reconstruct/Additional Lanes (Walnut Creek Drive to Matlock) Misc. Residential Roadways

FY 2027 - $10,000,000 • • • •

National Parkway – Additional Lanes E. Debbie Lane – Additional Lanes (Walnut Creek to US 287) Matlock Reconstruct (Debbie to Country Club) Misc. Residential Roadways

FY 2028 - $10,000,000 • •

Heritage Parkway Reconstruct (S. Main to US 287) Misc. Residential Roadways

Summary of Land Acquisitions and Facility Construction Projects FY 2019 - $2,662,000 • • • •

Fire Station #5 Design Wayfinding Program Phases I and II Downtown Master Plan Man House Renovation Phases I and II

FY 2020 - $10,592,150 • • •

Fire Station #5 Construction and Capital Equipment Wayfinding Program Phase III New Police Station Headquarters Design

FY 2021 - $21,700,000 •

New Police Station Headquarters Construction

FY 2022 - $7,500,000 • Library Expansion • Park Land Acquisition • Walnut Creek Linear Park Phase 3B (Carlin to Matlock) • Capital Equipment FY 2023 - $0 FY 2024 - $0 FY 2025 - $0 FY 2026 - $0 FY 2027 - $0 FY 2028 - $0

Summary of Utility Construction Projects Note: costs include the expected collection of impact fees and may vary from amounts borrowed depending upon the anticipated collection of impact fees.

FY 2019 - $12,056,633 • • • • •

12” Water Line North Main Street Hwy 360 Lift Station Rehab Design Clearwell Construction Administration and 36” Design Clearwell #4 @ Bud Ervin Water Treatment Plant-Construction Misc. Utilities for Roadway Bond Projects

FY 2020 - $3,500,000 • • • •

Hwy 360 Lift Station Construction 12” Water Line North Main Street Final Expansion of Bud Ervin Water Treatment Plant (60MGD) - APAI Misc. Utilities for Roadway Bond Projects

FY 2021 - $2,100,000 • • •

24” Water Line Newt Patterson Reassess Walnut Creek Interceptor Misc. Utilities for Roadway Bond Projects

FY 2022 - $17,750,000 • • •

Final Expansion of Bud Ervin Water Treatment Plant (60MGD) Lone Star 2.5 MG EST Misc. Utilities for Roadway Bond Projects

FY 2023 - $950,000 • •

Water and Wastewater CIP, Impact Fee Study Misc. Utilities for Roadway Bond Projects

FY 2024 - $600,000 •

Misc. Utilities for Roadway Bond Projects

FY 2025 - $600,000 •

Misc. Utilities for Roadway Bond Projects

FY 2026 - $7,600,000 • •

Phase I of Future Water Treatment Plant Design Misc. Utilities for Roadway Bond Projects

FY 2027 - $8,000,000 •

Future Water Treatment Plant Construction

FY 2028 - $8,000,000 •

Future Water Treatment Plant Construction

MAJOR REVENUES General Fund City revenues are based on a combination of factors including analysis of historical revenue, anticipated changes in the local economic environment and projected growth and development throughout the City. The City of Mansfield also uses a variety of factors in determining the availability of revenue to fund operations throughout the City, including but not limited to qualitative and quantitative revenue forecasting, trend analysis, time series analysis, multi-year historical data, national, state and local economic trends, undeveloped land, actual and proposed development, quantitative and qualitative factors including plats, building permits and the Long Term Financial Plan. In FY 2018-2019, the City has aggressively estimated revenues based on current residential and commercial developments approved by City Council, robust economic development efforts and increased commercial and residential developments within the City. Development in the medical corridor and the southern portion of the City are expected to continue in FY 2018-2019. Residential and commercial property valuations have followed recent local, state and national trends.

Description Property Tax Sales Tax Franchise Fees Permits Fines & Fees Transfers Other

Actual 2014-2015 $ 23,097,995 9,882,734 6,537,035 1,824,809 2,525,912 810,532 1,848,936

Actual 2015-2016 $ 24,751,962 10,507,550 6,526,524 2,145,931 2,203,276 1,208,513 5,959,076

Actual 2016-2017 $ 26,950,057 10,988,730 6,494,225 1,931,400 2,198,449 1,562,352 3,081,972

Budget 2017-2018 $ 31,312,345 11,459,662 6,598,138 1,809,858 2,600,617 1,449,913 2,260,307

Budget 2018-2019 $ 34,590,787 12,306,425 6,747,601 2,128,200 2,057,432 1,908,861 2,581,568

Percent 10.47% 7.39% 2.27% 17.59% -20.89% 31.65% 14.21%

Total

$ 46,527,953

$ 53,302,831

$ 53,207,185

$ 57,490,840

$ 62,320,874

8.40%

Percentage

14.56%

-0.18%

8.05%

8.40%

Total revenues appear to fluctuate year to year in the “Other” category due to unbudgeted collections such as contributions and grants. During FY 2015-2016, the city sold $2,031,543 in property and received grants and contributions totaling $1,987,971. In FY 2016-2017, ambulance service and grant proceeds account for 73% of the “Other” category. A total of $62,320,874 is projected in the General Fund for FY 2018-2019. This represents an 8.40% increase over the FY 2017-2018 budget or $4,830,034 in increased revenue. The assumptions used by the City to formulate the projected 2018-2019 budget are explained and illustrated on the pages that follow. The property tax rate is $0.71 in FY 2018-2019 and represents no increase in the property tax rate.

General Fund Revenue Composition 2018-2019 Budget Permits 3%

Fines 3%

Transfers 3%

Other 4%

Franchise Tax 11%

Property Tax 56%

Sales Tax 20%

Property Tax Revenue Property tax accounts for approximately 56% of all revenue in the General Fund. Property tax revenue is budgeted at $34,590,787 in FY 2018-2019, an increase of 10.47% or $3,278,442 over the FY 2017-2018 budget. The increase in property tax is from an increase in existing and new property valuations as well as new growth. New construction activity in FY 2018-2019 is anticipated to increase as economic conditions improve and commercial and retail developments increase. Property tax estimates are based on the valuation of real and personal property within the City of Mansfield. In FY 2018-2019 the average residential home increased in value approximately 6.9%. New construction in FY 2018-2019 was approximately $330,909,828.

Property Value 12% 10% 8% 6% 4% 2% 0% -2% -4%

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

Sales Tax Revenue Sales tax accounts for approximately 20% of all revenue in the General Fund. Sales tax revenue also supports the Mansfield Park Facilities Development Corporation and Mansfield Economic Development Corporation. Sales tax is budgeted at $12,306,425 in FY 2018-2019 or a 7.39% increase over FY 20172018 budget estimates. In 2018-2019, the City anticipates continued growth in retail spending activity from new retail development primarily at the new Shops at Broad development and along the Highway 360 corridor. Entertainment venues including Hawaiian Falls Water Park, Big League Dreams Sports Park, Fieldhouse USA, Dallas Stars Center and downtown development will continue to attract retail and commercial development in the short and long term. Through the Mansfield Economic Development program, the City is constantly searching for new retail, commercial and industrial developments to grow its retail base. The City continues to attract high quality development and expects increased retail activity to continue in 2019. Sales & Use Tax Revenue $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-

2010

2011

2012

2013

2014

2015

2016

2017

Budget 2018

Budget 2019

Franchise Tax Revenue Franchise tax accounts for approximately 11% of all revenue in the General Fund. Franchise tax revenue includes revenue from electric, gas, telephone, cable and sanitation franchise agreements. In FY 20182019, franchise tax revenue is projected to increase 2.27%. The electric and gas franchise taxes are tied to actual usage and weather conditions. Annually, franchise fees have increased as new residential, commercial and retail development increase. The actual number of users and the weather patterns throughout the year determines the electric and gas franchise fee revenue. The revenue may increase or decrease depending on the volume usage of kilowatt-hours per household, hot or dry conditions during the year and the number of new residential and commercial users.

Franchise Fee Revenue 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2015 Gas

2016

Telephone

2017

Electric

Cable

Budget 2018 Sanitation

Budget 2019

Gas Royalty Income

Licenses and Permits The license and permit revenues are derived primarily from residential and commercial building activity. Historically, 3-5% of the General Fund budget has been derived from permit activity. In FY 2018-2019, budgeted permit activity accounts for approximately 3% of the General Fund budget. The City anticipates this revenue to increase from new residential and commercial developments that will begin some phase of design and construction in 2018-2019.

Building Permit Revenue $2,200,000 $2,100,000 $2,000,000 $1,900,000 $1,800,000 $1,700,000 $1,600,000 2015

2016

2017

Budget 2018 Budget 2019

Fines & Forfeitures The fines and forfeiture revenue make up approximately 3% of General Fund budgeted revenue in FY 2018-2019. Primary sources of revenue include gas well inspection fees, engineering fees and court fines, and account for 79.3% of the total revenue generated in this activity. Other revenues include animal shelter fines, library fines, alarm permit fees and miscellaneous fines. Gas well inspection fees are budgeted at $460,000 and court fines are budgeted at $912,153. Decreased revenue in fines and fees are the result of a reduction in traffic related citations and improved traffic enforcement initiatives. Fines Revenue $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2015

2016

2017

Budget 2018 Budget 2019

DEBT SERVICE FUND REVENUE ASSUMPTIONS FY 2018-2019 revenues in the Debt Service Fund are based on the amount of outstanding General Fund Operating Debt requirements. The budgeted amount for FY 2018-2019 in the Debt Service Fund is $14,899,424. This budgeted amount is $480,444 more than FY 2017-2018. Property Tax Revenue Property tax accounts for 100% of all funding in the General Obligation Debt Service Fund. Illustrated below is a summary of the Debt Service Fund future projections. General Obligation Debt as a Percentage of Property Tax Revenue

40%

35%

33.7%

34.0%

33.7%

33.2% 31.8%

30%

25%

20% 2015

2016

2017

Budget 2018

Budget 2019

ENTERPRISE FUND REVENUE ASSUMPTIONS FY 2018-2019 budgeted revenues are based on a combination of factors including analysis of historical revenue, anticipated changes in the local economic environment and projected growth and development throughout the City. Enterprise Fund revenue includes the Water & Sewer Fund, Law Enforcement Center Fund and the Environmental Services Fund. Each fund has revenue that is unique to the fund and is described in the following paragraphs. Water & Sewer Fund The budgeted revenue in the Water & Sewer fund is $33,349,222 in FY 2018-2019 or an increase of 7.9% over FY 2017-2018 due to higher demand for water and sewer treatment services. The primary revenue sources within this fund are water sales, which make up 58.7% of all budgeted revenue, and sewer service, which makes up 37.6% of all revenue. Water & Sewer Revenue

$35,000,000 $34,000,000 $33,000,000 $32,000,000 $31,000,000 $30,000,000 $29,000,000 $28,000,000 2015

2016

2017

Budget 2018 Budget 2019

Law Enforcement Center Fund The budgeted revenue in the Law Enforcement Center Fund is $8,674,163 or a 28.9% decrease over FY 2017-2018. The decrease in revenue for FY 2018-2019 is from the loss of the City of Fort Worth contract. The primary revenue source in this fund is the rental of jail beds to the the United States Government, which makes up 64.5% of budgeted revenue and a $2,518,330 transfer from the General Fund. The Law Enforcement Center rents beds to the United States Government at a new rate of $66.30 per day. Other revenue includes telephone commissions, prisoner transportation charges, housing for the Cities of Kennedale and Burleson, and salary reimbursements for additional services. $15,000,000

Operating Revenue for the Law Enforcement Center

$10,000,000 $5,000,000 $0

2015

2016

2017

Budget 2018 Budget 2019

Environmental Services Fund The budgeted revenue in the Environmental Services Fund for FY 2018-2019 is $2,506,886. Of this amount, $527,770 is dedicated for principal and interest payments. The increased revenue is based on historical revenue patterns over the last three years. SPECIAL REVENUE FUND ASSUMPTIONS FY 2018-2019 revenues are based on a combination of factors including analysis of historical revenue, anticipated changes in the local economic environment and projected growth and development throughout the City. The Special Revenue Fund includes the Hotel/Motel Tax Fund, Mansfield Park Facilities Development Corporation Fund and the Mansfield Economic Development Corporation Fund. Each fund has revenue that is unique to that fund and is described in the following illustrations.

Special Revenue Funds MPFDC

MEDC

HOTEL/MOTEL

$6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2015

2016

2017

Budget 2018

Budget 2019

Hotel/Motel Tax Fund The budgeted revenue for FY 2018-2019 in the Hotel/Motel Tax Fund is $739,040 or an increase of 3.6% over FY 2017-2018. Revenue from this fund is derived from a hotel/motel tax of 7% on hotel and motel occupied rooms within the City of Mansfield. In FY 2012-2013, the City expanded the tourism program to develop a City-wide marketing strategy to attract special events, conferences and sporting events that promote the use of hotels within the City of Mansfield. Nearby Arlington’s Dallas Cowboy’s AT&T Stadium and local venues including Big League Dreams Sports Park, Hawaiian Falls Water Park, and Fieldhouse USA have contributed to the increased demand for hotel space. The Dallas Stars Center that recently opened in FY 2017-2018 will also have a positive impact on attracting visitors to local hotels. Mansfield Park Facilities Development Corporation The operating budgeted revenue for FY 2018-2019 in the Mansfield Park Facilities Development Corporation (MPFDC) budget is $5,486,065 for operations and an additional $3,154,395 in sales tax revenue to pay for debt service. In 1992, the citizens voted a ½ cent sales tax to provide parks, cultural facilities and equipment to enhance and expand the City of Mansfield’s park system. The primary sources of revenue from this fund are derived from sales tax, grants, impact fees and rental fees. Sales tax

accounts for 70.16% of budgeted revenue. The primary revenue source in this activity will continue to increase as new retail and commercial developments continue throughout the City. Big League Dreams, Hawaiian Falls Water Park, the Mansfield National Golf Club, Fieldhouse and the Dallas Stars Center will generate additional sales tax revenue from visitors utilizing these recreational venues. Mansfield Economic Development Corporation The FY 2018-2019 operating budget for the Mansfield Economic Development Corporation (MEDC) is $1,573,488. Also included in this fund is $2,657,375 for debt service and $1,833,027 for contractually obligated projects. In 1992, the citizens voted a Â˝ cent sales tax to provide economic development funds to provide a funding mechanism to encourage retail, commercial and industrial development within the City of Mansfield to reduce the residential tax burden. The primary source of revenue from this fund is derived from sales tax, which makes up 99% of budgeted revenue. CAPITAL PROJECTS FUND REVENUE ASSUMPTIONS The Capital Projects Fund includes the Street Construction Fund, Utility Construction Fund, Building Construction Fund, MPFDC Construction Fund, MEDC Construction Fund and the Equipment Replacement Fund. The revenue sources for these funds include bond proceeds, impact fees, contributions, transfers, interest earnings, grants and other uncategorized revenue. While bond proceeds continue to be the major source of revenue for the Capital Projects Fund, impact fees have also become a major revenue source. Impact fees include roadway impact fees and water & sewer impact fees. Roadway impact fees are charged to the builder or developer on a per lot basis for residential homes at a rate of $1,000 per lot; commercial and special use impact fees are charged on a per square footage basis. Water & Sewer impact fees are charged based on the size of the water and sewer line connection to the water and sewer system. Average impact fees per single family unit total $7,300. Since 1995, roadway impact fees, water & sewer impact fees and park development fees have totaled $117,833,688. Impact fee revenue is projected to continue in future years, but the City has been conservative in its estimates for impact fee contributions. Impact fees are utilized to reduce the amount of bond issuance in the Street Construction and Utility Construction funds. Contributions from developers and the Mansfield Economic Development Corporation Fund provide additional revenue in these funds. Contributions are not budgeted on an annual basis in the Capital Projects Fund since these revenues cannot be projected with any degree of certainty. Transfers, interest and expense recovery revenues make up the remaining revenue sources of the Capital Project Fund. Generally, transfers from the General Fund and bond proceeds provide the funding source for the Equipment Replacement Fund unless the City opts to finance the purchase of equipment. The City Council and Management team have made a conscious effort to develop alternative revenue sources by the utilization of impact fees and developer contributions. Further detail can be found in the Capital Project Funds section of the budget document.

GOALS AND OBJECTIVES STATEMENT

Incorporated in the FY 2018-2019 budget is the continuation of the original program as set forth by the administration and identified in the annual statement of Goals and Objectives. The FY 2018-2019 budget represents a renewed challenge in continuation of these goals through identification of major objectives. These have been restated in understanding of the forward direction and continued improvements accomplished by taking positive and deliberate steps to meet our goals of: "A SATISFIED PUBLIC, A SKILLED WORK FORCE, AND COST EFFECTIVE SERVICE DELIVERY." Although financial goals and objectives are present throughout the budget, critical to all citizens of Mansfield are non-financial goals and strategies to enhance the quality of life for our residents. Further, it is important to understand how short term and long term goals relate to the overall objectives expected by the citizens of Mansfield. Individual division/department goals and objectives can be found in each division/department section of the budget document.

FINANCIAL AND NON-FINANCIAL GOALS & OBJECTIVES City Council and City Staff met to establish priorities and broad-based goals for Fiscal Year 2018-2019. Incorporated into the overall Strategic Planning Session was “A Collective Vision” or simply put: “To Provide our Citizens the Highest Quality Service at the Best Value” In order to accomplish this vision, City Council and City Staff recognize the importance of strategic planning and the development of goals and effective strategies for implementation of those established goals and priorities. The following broad-based goals were established: Continue to Develop Infrastructure • Relieve traffic congestion by improvements to major arteries and intersections. • Complete infrastructure improvements including streets, drainage and utilities to prepare for future development along Broad Street, Regency Parkway, Main Street and downtown Mansfield. Maintain High Quality Development • Maintain a highly competitive program for recruiting economic development projects. • Continue to review large projects to ensure that they meet current development standards and comply with adopted residential and commercial requirements. • Encourage new developments to maintain high quality standards throughout the city. Enhance Public Safety • Enhance the Public Safety departments by increasing community involvement and utilizing community-based groups to assist in keeping the city safe. • Provide additional staff, equipment and vehicles to ensure the Public Safety departments are able to respond to citizens’ needs in a timely manner including adding a 5th fire station in the southeast portion of the city. • Provide a competitive salary and benefit structure to retain and recruit quality staff. Create a Total Living Environment • Alleviate congestion at intersections of major highways and roads with consideration of future needs along Broad Street, State Highway 360 and downtown. • Develop strategies to maintain a “satisfied public.” • Continue to revitalize the downtown area. • Promote the arts and tourism by providing additional venues and provide funding to attract quality performances. Maintain the City’s Financial Condition • Manage a balanced budget in all funds. • Maintain or improve current debt ratios and fund balances. • Maintain or improve the City’s bond ratings.

SERVICE PROGRAM FISCAL YEAR 2018-2019 MAJOR GOALS

CONTINUE TO DEVELOP INFRASTRUCTURE

Goal

Department Actions

Provide funding for additional improvements to The Public Works Division will utilize alleviate traffic congestion and provide access additional funding for projects of to new shopping venues within the city. approximately $12,621,699 for improvements to finish Broad Street, Holland Phase III and Seeton Road. Complete infrastructure improvements including streets and utilities to prepare for future development.

The Public Works Division will begin design and/or construction of utility improvements including a new Clearwell design and construction, 12” water line at S. Main at 2nd Ave and other projects related to roadway development.

Design and construct drainage utility infrastructure projects.

Environmental Services will oversee improvements to the City’s drainage basin and improvements along Kimberly Court, Hog Pen Branch and Carlin Road. Approximately $620,000 in existing proceeds will be used to fund these projects.

Improve traffic flow throughout the City.

The Public Works Division will update the city’s traffic light system utilizing new technological improvements developed in 2017 and will complete East Broad Street early in 2019 to alleviate congestion.

SERVICE PROGRAM FISCAL YEAR 2018-2019 MAJOR GOALS

MAINTAIN HIGH QUALITY DEVELOPMENT

Goal

Department Actions

Maintain existing requirements.

planning

and

zoning The Planning and Building Services Divisions will ensure all developments comply with existing planning and building standards.

Work with the development community to The Planning and Building Services Divisions will ensure that each developer understands the provide responsive, consistent zoning. planning and zoning requirements and be responsive to any questions relating the Cityâ&#x20AC;&#x2122;s current standards. Discuss and develop incentives to developers Mansfield Economic Development Corporation for high quality projects. will identify high quality projects that may qualify for funding incentives. Develop alternative funding sources and City Council approved TIRZ funding areas developer participation wherever possible. within the City to create an economic mechanism to fund infrastructure improvements and expand those areas within the City. Continued developer participation will be encouraged wherever possible. Continue to develop and monitor the Cityâ&#x20AC;&#x2122;s The Planning, Building Services and Public development guidelines to ensure quality Works Divisions will review all plans projects and maintain property values. submitted and ensure compliance with architectural standards, setback requirements, signage and square footage requirements. The Development Review Committee will review each project to ensure all projects meet established guidelines.

SERVICE PROGRAM FISCAL YEAR 2018-2019 MAJOR GOALS

ENHANCE PUBLIC SAFETY

Goal

Department Actions

Provide funding in the General Fund for four police positions and six firefighter/paramedics.

City Council and Management will provide funding for the Cityâ&#x20AC;&#x2122;s additional Police and Fire positions to ensure a high level of public safety throughout the City.

Maintain and improve throughout the City.

response

times The addition of Police and Fire positions will enable the departments to provide additional staff both in Patrol and Fire Operations. Design and Land Purchase for Fire Station#5 will be completed in 2019. Six firefighter/paramedic positions have been approved in the 2019 budget for future staffing for the new fire station.

Provide equipment and vehicles to ensure Funds will be made available for Police and Fire Divisions are able to respond to approximately in new vehicles and equipment in the Police and Fire Divisions to continue calls without service interruption. replacing vehicles and equipment to ensure down time of emergency response vehicles is limited. Maintain and enhance the training in all public safety departments.

Maintain a high level of training to provide Mansfield citizens with a professional public safety workforce.

Maintain and improve Emergency Management.

Ensure that Emergency Management and Response procedures are in place to respond to public safety emergencies, weather events and natural disasters.

SERVICE PROGRAM FISCAL YEAR 2018-2019 MAJOR GOALS

CREATE A TOTAL LIVING ENVIRONMENT

Goal

Department Actions

Alleviate congestion at intersections of major highways and roads with consideration of future needs along Broad Street, Downtown and State Highway 360.

The Public Works Division will complete improvements along E. Broad St, Begin design and construction of Holland Rd. Phase III and Seeton Rd.

Continue to maintain the “Best Parks System.”

The Public Grounds Department and the MPFDC will expand maintenance of existing parks and public grounds. New improvements including Fieldhouse USA and the Dallas Stars Center will provide additional recreational opportunities for all citizens. Additions include the Wayfinding sign project, Dog Park and renovation of the Man property.

Continue to maintain a “Superior” Water & Sewer System.

The Utility Division will continue to expand the use of the latest technology to provide service delivery to all areas of the City. The Utilities Division will continue to expand the conservation programs, reduce costs utilizing the latest technology and monitor flow patterns throughout the City.

Continue to revitalize downtown.

The Public Works Division and Community Services Division will complete improvements to Pond Branch, Main Street, North Street and open up additional walking and restaurant venues downtown.

Continue to develop the Arts Program and provide additional venues in the downtown area and other locations throughout the City.

The Mansfield Commission on the Arts will continue to find ways to utilize the downtown area including the Farr Best Theatre and Live Outdoor Theater, and partner with the School District to develop additional events at the Center for Performing Arts.

SERVICE PROGRAM FISCAL YEAR 2018-2019

MAJOR GOALS

MAINTAIN FINANCIAL STABILITY

Goal

Department Actions

Issue debt only in amounts approximate to debt being paid off.

City Administration and the Business Services Division will maintain current debt ratios while continuing to maintain the current fund balance policy of 25% of operating expenditures. The city will maintain the AAA bond rating.

Ensure expenditures are in line with revenues.

Maintain a balanced budget in all funds. Ensure operational and staff additions do not exceed budgeted projections or extend the Cityâ&#x20AC;&#x2122;s ability to adequately provide for infrastructure improvements in a growing local economy.

Create opportunity for expanded revenues.

Review the current fee structure including ambulance fees, developer fees and other fees to generate additional revenue.

Limit the tax burden on taxpayers.

Continue to retain existing commercial business and create opportunity/incentives for new retail and residential developments. Increase quality projects.

Continue to encourage economic development The City will encourage quality residential and throughout the City. commercial development to ensure average home values continue to rise and commercial developments provide opportunities for citizens to utilize retail establishments within the City of Mansfield.

BUDGET SUMMARY Business Matrix 2018-2019

By Fund

Public Safety

Business & Administration

General Debt Service Utility Law Enforcement Center Drainage Hotel/Motel MPFDC MEDC Equipment Capital Projects

$35,563,796

BUDGET ALLOCATION

$44,493,493

Planning & Development

$12,537,239

$4,111,514

Public Works

Community Services

$5,532,302

Capital Improvements

$4,576,023

TBD $37,780,811

$62,320,874 $26,825,498 $27,762,688 $8,929,697 $1,979,116 $739,040 $5,486,065 $3,406,515 $0 $37,780,811

$64,606,309

$175,230,304

$26,825,498 $27,762,688 $8,929,697 $1,979,116 $739,040 $5,486,065 $3,406,515

$15,943,754

$4,111,514

$35,274,106

$10,801,128

Total

Budget Summary

26% 37%

2% 6% 20%

Public Safety

Administration

Planning

Public Works

Community Services

Capital Improvements

TOTAL SOURCES/(USES)

14,476,031 10,160,770 14,476,031 $ 9,160,770 $

5,679,301 5,679,301 $

26,825,498

527,770 5,586,534

14,899,424 5,811,770

Debt Service Funds

*Includes proceeds from previous bond issues and remaining funding for on-going projects.

10,631,620

62,320,874

BEGINNING NET ASSETS Adjustments ENDING NET ASSETS

1,268,400

3,565,825

(1,000,000)

741,972

3,506,356 2,627,059 431,931 222,874 1,833,027

457,496 9,631,620

26,000 208,712 1,833,027

1,707,000

5,399,385

500,000 -

41,369,045 8,307,522 6,174,132 2,404,350

1,908,861 62,320,874

360,058

34,590,787 12,306,425 6,747,601 2,057,432 1,487,847 2,128,200 190,000 543,663

USES Salary & Benefits Supplies Contactural Services Other Operating Expenses Capital Outlay & Prior Year Projects Economic Incentives Reserve Debt Service Operating Transfers Out Depreciation TOTAL USES

SOURCES Property Taxes $ General Sales & Use Tax Franchise Taxes Fines & Fees Charges for Services Licenses & Permits Interest Miscellaneous Revenue Bond Proceeds & Prior Year Projects* Grant Proceeds & Contributions Impact Fees Operating Transfers In TOTAL SOURCES

General Fund

Special Revenue Funds

36,566,095 35,266,095 $

(1,300,000)

37,780,811

36,701,711

1,079,100

36,480,811

1,800,000

34,680,811

Capital Projects Funds*

180,291,101 180,291,101

38,671,501

1,907,461

3,560,302

12,216,234 18,967,099 1,153,233 867,173

2,518,330 38,671,501

24,000

2,506,886 33,622,285

Enterprise Funds

BUDGET SUMMARY-ALL FUNDS COMBINED FISCAL YEAR 2018-2019

247,173,298 244,873,298 $

(2,300,000)

176,230,304

58,170,735 29,901,680 7,759,295 3,494,397 38,534,738 500,000 4,302,274 26,825,498 6,741,686

49,490,211 $ 23,517,580 6,747,601 5,092,088 42,403,666 2,128,200 240,000 752,375 36,513,838 360,058 1,800,000 4,884,687 173,930,304

2018-2019 Budget All Fund Types

248,800,243 248,800,243 $

205,527,684

58,404,387 34,982,185 1,485,537 2,994,054 75,181,360 590,198 3,909,683 25,505,820 2,474,460

45,731,325 $ 21,575,857 6,598,138 5,595,038 43,276,469 1,809,858 125,000 2,224,900 74,549,422 378,567 1,800,000 1,863,109 205,527,684

2017-2018 Budget All Fund Types

243,667,889 245,543,976

1,876,087

52,865,642 4,007,569 11,824,888 21,875,622 45,948,605 536,543 24,991,641 6,722,295 4,582,115 173,354,920

43,303,363 22,543,500 6,494,225 4,674,700 51,020,028 1,931,400 437,107 3,527,407 30,855,615 2,395,002 4,853,072 3,195,588 175,231,007

2016-2017 Actual All Fund Types

CITY OF MANSFIELD, TEXAS GENERAL FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017

BUDGET 2017/2018

BUDGET 2018/2019

$13,076,981 -

$14,476,031 -

Beginning Unreserved Balance

13,076,981

14,476,031

Receipts: Revenues Sale of City Property Interfund Transfers

51,614,477 30,359 1,562,352

56,038,807 2,120 1,449,913

60,409,893 2,120 1,908,861

53,207,188

57,490,840

62,320,874

Funds Available

66,284,169

71,966,871

76,796,905

Deductions: Expenditures Interfund Transfers Out

51,435,642 372,496

56,434,989 1,055,851

58,755,049 3,565,825

Total

51,808,138

57,490,840

62,320,874

14,476,031 -

$14,476,031

Beginning Fund Balance Less Reserves

Total

FUND BALANCE Unreserved Reserved Ending Fund Balance

*Budget is Adopted and Final Budget.

CITY OF MANSFIELD, TEXAS GENERAL FUND SCHEDULE OF REVENUES 2018/2019 ACTUAL 2016/2017

BUDGET 2017/2018

BUDGET 2018/2019

$ 26,563,513 228,741 157,803

$ 30,995,009 144,330 173,006

$ 34,234,583 174,144 182,060

26,950,057

31,312,345

34,590,787

10,800,106 188,624

11,279,631 180,031

12,123,780 182,646

10,988,730

11,459,662

12,306,425

269,219 150,330 2,262,103 706,639 2,831,779 133,653 22,783 117,719

273,111 183,000 2,268,715 870,000 2,762,540 125,118 10,000 105,654

458,110 165,922 2,268,715 705,000 2,901,018 125,118 14,043 109,675

6,494,225

6,598,138

6,747,601

44,433,012

49,370,145

53,644,813

24,000 1,446,115 125,000 214,743

40,000 1,463,850 136,000 200,000 288,350

1,809,858

2,128,200

TAXES: Ad Valorem Taxes Current Year Delinquent Penalty & Interest TOTAL Sales & Use Taxes General Sales Tax Mix Drinks Tax TOTAL Franchise Taxes Gas Telephone TXU Electric Cable Television Sanitation Telephone Lines Gas Royalty Income Johnson Co. Electric TOTAL TOTAL TAXES LICENSES & PERMITS: Electrical Licenses Building Permits Plumbing Permits Electrical Permits Miscellaneous Permits TOTAL LICENSES & PERMITS

56,100 1,252,969 116,922 166,765 338,644 1,931,400

CITY OF MANSFIELD, TEXAS GENERAL FUND SCHEDULE OF REVENUES 2018/2019 ACTUAL 2016/2017

BUDGET 2017/2018

BUDGET 2018/2019

FINES & FORFEITURES: Municipal Court Library Fines Gas Well Fees Alarm Fines Other Fines & Fees Animal Shelter Fees

965,824 9,010 485,500 284,340 425,147 28,628

$1,445,968 11,000 460,000 276,000 369,649 38,000

2,198,449

$2,600,617

$2,057,432

1,321,662 238,450 2,240

1,208,513 241,400 -

1,667,461 241,400 -

1,562,352

1,449,913

1,908,861

88,435 30,359 704,111 684,521 1,574,546

75,000 2,120 516,640 378,567 1,287,980

190,000 2,120 541,543 360,058 1,487,847

3,081,972

2,260,307

2,581,568

TOTAL GENERAL FUND REVENUES $ 53,207,185

$ 57,490,840

$ 62,320,874

TOTAL FINES AND FORFEITURES

INTERFUND TRANSFERS: Utility Fund MEDC TIF #1 TOTAL INTERFUND TRANSFERS

OTHER REVENUES: Interest Income Sale of City Property Other Grant Proceeds Ambulance Service TOTAL OTHER REVENUE

880,169 10,000 476,000 273,752 382,254 35,257

*Budget is Adopted and Final Budget.

REVENUE BY MAJOR SOURCE $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2015

2016

2017

Budget 2018

Property Tax

Sales Tax

Franchise Tax

Fines & Forfeitures

Interfund Transfers

Other

Budget 2019

Licenses & Permits

EXPENDITURE BY MAJOR FUNCTION $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2015

2016

2017

Public Safety

Administrative

Public Works

Planning & Development

Budget 2018

Budget 2019

Community Services

CITY OF MANSFIELD, TEXAS GENERAL FUND EXPENDITURES BY ACTIVITY 2018/2019

GENERAL GOVERNMENT DIVISION City Council Administration Legal Human Resources Total General Government Division BUSINESS SERVICES DIVISION Finance Accounting Purchasing Budget Information Technology Sanitation Tax Assessing & Collection City Secretary Total Business Services Division

249,907 507,134 882,661 661,090 2,300,792

BUDGET 2018/2019

BUDGET 2017/2018

ACTUAL 2016/2017 $

142,962 1,151,482 885,610 672,528 2,852,583

147,134 1,164,347 902,941 715,255 2,929,677

627,573 352,854 80,601 83,514 665,959 2,319,138 294,561 357,069 4,781,271

597,388 432,978 90,127 92,772 834,179 2,239,140 290,000 380,539 4,957,123

619,014 461,009 96,051 96,853 858,827 2,380,135 350,008 496,198 5,358,095

POLICE DIVISION Administration Communications Patrol CID/Narcotics Investigation Animal Control Commercial Vehicle Traffic K-9 Community Resource Training Grants Municipal Court Total Police

1,531,355 2,401,972 6,641,544 2,668,216 635,170 478,324 476,720 254,122 615,322 146,180 732,728 630,653 17,212,306

1,543,210 2,671,445 7,705,371 2,676,586 666,813 320,581 604,860 272,819 685,515 110,571 312,405 738,785 18,308,959

1,476,290 2,790,018 8,151,530 2,887,667 691,746 334,592 562,787 143,465 714,910 423,984 388,040 904,282 19,469,311

FIRE DIVISION Administration Fire Prevention Emergency Medical Services Emergency Management Operations Total Fire

1,004,402 728,643 202,971 10,987,744 12,923,760

992,508 751,711 210,268 11,476,054 13,430,540

1,163,851 760,651 397,402 219,929 11,920,277 14,462,110

CITY OF MANSFIELD, TEXAS GENERAL FUND EXPENDITURES BY ACTIVITY 2018/2019

PLANNING DIVISION Administration Planning & Zoning Commission Historic Landmark Commission Board of Adjustments Total Planning Division

1,176,587 10,372 574 1,624 1,189,156

BUDGET 2018/2019

BUDGET 2017/2018

ACTUAL 2016/2017

1,047,894 14,039 3,284 2,818 1,068,035

1,024,496 13,177 805 2,818 1,041,295

DEVELOPMENT SERVICES DIVISION Administration Building Safety/Inspections Code Compliance Construction Codes Board of Adjustment Building Maintenance Total Development Services Division

287,715 840,574 535,632 1,057,618 2,721,539

183,598 945,557 581,807 1,039,813 2,750,775

189,691 908,708 589,476 90,710 1,114,795 2,893,380

PUBLIC WORKS DIVISION Engineering Street Maintenance Traffic Control Total Public Works Division

374,844 2,961,288 1,254,740 4,590,871

406,166 3,286,574 1,331,541 5,024,282

366,343 4,961,912

COMMUNITY SERVICES DIVISION Public Grounds Senior Lifestyles Communications & Marketing Library Historical Services Arts Commission Special Events Total Community Services Division

2,253,758 274,962 336,346 958,327 48,137 111,864 273,806 4,257,200

2,122,073 268,418 307,303 1,066,525 67,324 134,560 286,160 4,252,363

2,162,601 290,947 315,381 1,075,332 70,344 151,214 302,759 4,368,576

NON-DEPARTMENTAL Land Purchase Economic Incentives Reserve Other Operating Expenses Transfer to Other Funds Total Non-Departmental

409,408 536,543 107,950 777,340 1,831,241

590,198 206,076 2,994,054 1,055,850 4,846,178

500,000 2,404,350 3,565,825 6,470,175

$ 51,808,136

$ 57,490,840

$ 62,320,874

TOTAL EXPENDITURES

5,328,255

CITY OF MANSFIELD, TEXAS GENERAL DEBT SERVICE FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Fund Balance

Additions: Property Taxes, Current Interest Earnings Other Income Total Funds Available Deductions: Bond Principal Bond Interest Bond Issuance Costs Payment to Bond Agent Total Ending Fund Balance

483,024

BUDGET 2017/2018 $

622,577

BUDGET 2018/2019 $

622,577

13,962,963 2,736 17,993

14,418,980

14,899,424

13,983,692

14,418,980

14,899,424

14,466,716

15,041,557

15,522,001

8,820,000 4,993,351 12,460 18,328

9,375,000 5,043,980

9,590,000 5,309,424

13,844,139

14,418,980

14,899,424

622,577

*Budget is Adopted and Final Budget.

CITY OF MANSFIELD, TEXAS WATER & SEWER FUND REVENUES BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017

BUDGET 2017/2018

BUDGET 2018/2019

$ 19,639,307

$ 18,486,326

$ 19,748,574

11,533,077

11,304,896

12,529,563

539,399

556,502

510,000

7,935

21,379

Meter Set Fee

130,585

90,086

98,940

Restore Service Fee

167,060

125,021

2,570

1,500

Utility Pretreatment

97,078

50,000

60,000

Utility Inspection Permit

46,730

30,000

1,647,585

453,950

216,993

200,245

$ 34,265,276

$ 30,882,703

$ 33,325,222

81,727

24,000

34,347,003

30,906,703

33,349,222

Water Sales Sewer Service Water Penalties Water Taps

Sewer Taps

Contributions Miscellaneous/Transfers Total Interest Income TOTAL

*Budget is Adopted and Final Budget.

100

CITY OF MANSFIELD, TEXAS WATER & SEWER FUND EXPENSES BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Administration Billing and Collections

1,162,268

BUDGET 2017/2018 $

1,164,562

BUDGET 2018/2019 $

1,188,181

894,218

975,953

926,274

1,002,475

942,806

1,036,525

981,079

1,029,566

885,399

Wastewater Collection

6,935,459

7,782,189

8,823,511

Water Quality Control

7,892,811

8,710,152

9,066,289

943,331

959,895

1,054,949

19,811,641

21,565,123

22,981,128

4,441,803 1,555,917 1,934,087 (14,560)

1,448,513 5,875,009 2,018,058

1,907,461 5,586,534 2,874,099

7,917,247

9,341,580

10,368,094

$ 27,728,888

$ 30,906,703

$ 33,349,222

Meter Reading and Repairs Water Distribution

Other Operating Expenses Total Operating Expenses

Depreciation Operating Transfers Out Transfer to Debt Service Reserve

TOTAL EXPENSES

*Budget is Adopted and Final Budget.

101

Water & Sewer Revenue

$25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2015

2016

Water Revenue

2017

Budget 2018

Budget 2019

Sewer Revenue

Water & Sewer Expenses $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2015

2016

Water Purchase

2017

Budget 2018

Budget 2019

Sewer Treatment

102

CITY OF MANSFIELD, TEXAS WATER & SEWER DEBT SERVICE FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

Additions: Utility Operating Interest Income

4,565,536

BUDGET 2017/2018 $

4,545,479

BUDGET 2018/2019 $

4,545,479

6,023,130 16,047

5,875,009 -

5,586,534 -

6,039,177

5,875,009

5,586,534

Assets Available

10,604,713

10,420,488

10,132,013

Deductions: Bond Principal Bond Interest

4,020,000 2,039,234

4,000,000 1,875,009

3,875,000 1,711,534

6,059,234

5,875,009

5,586,534

Total

Total Ending Net Assets

4,545,479

*Budget is Adopted and Final Budget.

103

CITY OF MANSFIELD, TEXAS LAW ENFORCEMENT CENTER SCHEDULE OF REVENUES 2018/2019 ACTUAL 2016/2017 Charges for Service

BUDGET 2017/2018

BUDGET 2018/2019

10,930,175

$ 11,336,835

Miscellaneous

158,865

75,000

101,671

Telephone Commission

177,367

200,001

413,196

2,518,330

$11,266,407

$ 12,025,032

Transfers Total Revenues

5,854,161

8,674,163

*Budget is Adopted and Final Budget.

104

CITY OF MANSFIELD, TEXAS LAW ENFORCEMENT CENTER SCHEDULE OF EXPENSES 2018/2019 ACTUAL 2016/2017 Administration

357,398

BUDGET 2017/2018 $

BUDGET 2018/2019

349,631

331,004

Operations

6,377,414

6,481,074

4,738,021

City Marshal

2,048,459

2,122,667

1,570,404

Support Services

1,018,984

1,171,364

745,702

Food Services

455,668

477,600

407,615

Medical Services

593,454

594,623

407,183

Other Operating Expenses

374,580

828,073

474,235

Total Operating Expenses

11,225,957

12,025,032

8,674,163

Depreciation Debt Service

1,632 -

Sub-Total

1,632

$ 11,227,589

$ 12,025,032

Total Expenses

8,674,163

*Budget is Adopted and Final Budget.

105

CITY OF MANSFIELD, TEXAS DRAINAGE AND ENVIRONMENTAL SERVICES FUND BUDGET SUMMARY 2018/2019 ACTUAL 2015/2016 Beginning Net Assets

Additions: Drainage Fee Interest Income Other Income Total Assets Available

Deductions: Administrative Transferred to Debt Service Project Appropriations Reserve Depreciation Expense Bond Coverage Total Ending Net Assets

5,984,246

BUDGET 2017/2018 $

7,274,960

BUDGET 2018/2019 $

7,274,960

2,476,251 6,667 17,894

2,471,351 -

2,506,886 -

2,500,812

2,471,351

2,506,886

8,485,058

9,746,311

9,781,846

940,337 131,080 138,681 -

1,001,110 523,070 110,000 706,403 130,768

1,028,845 527,770 133,300 686,203 130,768

1,210,098

2,471,351

2,506,886

7,274,960

*Budget is Adopted and Final Budget.

106

CITY OF MANSFIELD, TEXAS DRAINAGE AND ENVIRONMENTAL SERVICES DEBT SERVICE FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

Additions: Drainage Fee Bond Proceeds Interest

88,035

BUDGET 2017/2018 $

87,178

BUDGET 2018/2019 $

87,178

522,213 -

523,070 -

527,770 -

522,213

523,070

527,770

Assets Available

610,248

614,948

Deductions: Bond Principal Bond Interest

405,000 118,070

420,000 107,770

523,070

527,770

Total

Total Ending Net Assets

87,178

*Budget is Adopted and Final Budget.

107

CITY OF MANSFIELD, TEXAS SPECIAL REVENUE HOTEL/MOTEL FUND BUDGET SUMMARY 2018/2019 BUDGET 2017/2018

ACTUAL 2016/2017 Beginning Fund Balance

Additions: Taxes Interest Other Revenue Total Funds Available Deductions: CVB/Tourism Historical Society Land Other Total Ending Fund Balance

1,381,839

867,838

BUDGET 2018/2019 $

867,838

754,665 3,900 1,091

713,500 -

739,040 -

759,656

713,500

739,040

2,141,495

1,581,338

1,606,878

359,212 29,930 478,775 405,740

375,000 30,000 308,500

429,211 37,000 272,829

1,273,657

713,500

739,040

867,838

*Budget is Adopted and Final Budget.

108

CITY OF MANSFIELD, TEXAS MANSFIELD PARK FACILITIES DEVELOPMENT CORPORATION BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Fund Balance

Additions: Sales Tax Revenue Interest Contributions Grants Sale of City Property Development Fees Other Transfer In Gas Royalty Income Rental Total Funds Available

Deductions: Administration Operating Costs Transfer Out Reserve Land/Land Dedication Project Appropriation Total Ending Fund Balance

8,411,733

BUDGET 2017/2018 $

5,421,903

BUDGET 2018/2019 $

5,421,903

3,355,695 47,238 25,893 16,061 6,845 411,250 147,886 733,236 215,043 1,012,516

3,152,094 24,000 42,664 154,362 222,496 180,000 1,305,000

2,907,495 36,000 42,664 155,410 457,496 180,000 1,707,000

5,971,663

5,080,616

5,486,065

14,383,396

10,502,519

10,907,968

1,614,394 1,985,912 908,262 390,426 4,062,499

1,784,608 3,029,854 10,000 256,154 -

1,786,340 3,372,307 10,000 317,418 -

8,961,493

5,080,616

5,486,065

5,421,903

*Budget is Adopted and Final Budget.

109

CITY OF MANSFIELD, TEXAS MANSFIELD PARK FACILITIES DEVELOPMENT CORPORATION REVENUE DEBT SERVICE FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Fund Balance

Additions: Sales Tax Revenue Bond Proceeds Other

323,529

BUDGET 2017/2018 $

424,067

BUDGET 2018/2019 $

424,067

2,044,358 218,089 12,946

2,487,721 -

3,154,395 -

2,275,393

2,487,721

3,154,395

Funds Available

2,598,922

2,911,788

3,578,462

Deductions: Bond Principal Interest Bond Issuance Cost Paying Agent Fees

1,035,000 1,124,260 8,295 7,300

1,315,000 1,172,721 -

1,670,000 1,484,395 -

2,174,855

2,487,721

3,154,395

Total

Total Ending Fund Balance

424,067

*Budget is Adopted and Final Budget

110

CITY OF MANSFIELD, TEXAS MANSFIELD ECONOMIC DEVELOPMENT CORPORATION BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

Additions: Sales Tax Revenue Bond Proceeds Prior Year Funding Other Income Interest Total Assets Available Deductions: Administration Transfer to other Funds Land Project Appropriation Total Ending Net Assets

8,197,324

BUDGET 2017/2018 $

2,336,494

BUDGET 2018/2019 $

3,871,029

3,009,710 74,947 25,728

3,438,775 4,000,000 73,048 2,000

3,404,515 2,000

3,110,385

7,513,823

3,406,515

11,307,709

9,850,317

7,277,544

975,226 238,450 5,106,793 2,650,746

1,128,982 253,496 4,596,810

1,315,088 1,258,400 1,833,027

8,971,215

5,979,288

4,406,515

2,336,494

3,871,029

2,871,029

*Budget is Adopted and Final Budget.

111

CITY OF MANSFIELD, TEXAS MANSFIELD ECONOMIC DEVELOPMENT CORPORATION REVENUE DEBT SERVICE FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

Additions: Sales Tax Revenue

BUDGET 2017/2018 $

BUDGET 2018/2019 $

2,390,343

2,201,040

2,657,375

2,390,343

2,201,040

2,657,375

Assets Available

2,390,343

2,201,040

2,657,375

Deductions: Bond Principal Interest Paying Agent Fee Bond Issuance Cost

1,555,000 643,573 450 191,320

1,455,000 746,040 -

1,605,000 1,052,375 -

2,390,343

2,201,040

2,657,375

Total

Total Ending Net Assets

*Budget is Adopted and Final Budget.

112

CITY OF MANSFIELD, TEXAS STREET CONSTRUCTION BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017

BUDGET 2017/2018

BUDGET 2018/2019

Beginning Fund Balance

$ 12,607,753

$ 18,225,699

$ 18,925,699

Additions: Bond Proceeds - Net Interest Impact Fees Other Income

17,805,189 67,569 2,084,019 350,000

20,103,597 700,000 -

12,621,699 700,000 -

20,306,777

20,803,597

13,321,699

Funds Available

32,914,530

39,029,296

32,247,398

Deductions: Project Appropriation

14,688,831

20,103,597

12,621,699

14,688,831

20,103,597

12,621,699

$ 18,225,699

$ 18,925,699

$ 19,625,699

Total

Total Ending Fund Balance

*Budget is Adopted and Final Budget.

113

CITY OF MANSFIELD, TEXAS WATER & SEWER CONSTRUCTION BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

$ 11,727,178

Additions: Bond proceeds Impact Fees Interest Other Income Total Assets Available Deductions: Project Appropriations Total Ending Net Assets

BUDGET 2017/2018 $

8,099,834

BUDGET 2018/2019 $

8,099,834

2,357,803 57,026 9,648

10,224,008 1,100,000 -

12,687,112 1,100,000 -

2,424,477

11,324,008

13,787,112

14,151,655

19,423,842

21,886,946

6,051,821

11,324,008

13,787,112

6,051,821

11,324,008

13,787,112

8,099,834

*Budget is Adopted and Final Budget.

114

CITY OF MANSFIELD, TEXAS BUILDING CONSTRUCTION BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

Additions: Bond Proceeds - Net Interest Other Income

5,612,563

BUDGET 2017/2018 $

4,921,766

BUDGET 2018/2019 $

4,921,766

11,672,226 10,329 -

8,336,849 -

2,662,000 -

11,682,555

8,336,849

2,662,000

Assets Available

17,295,118

13,258,615

7,583,766

Deductions: Project Appropriations

12,373,352

8,336,849

2,662,000

12,373,352

8,336,849

2,662,000

Total

Total Ending Net Assets

4,921,766

*Budget is Adopted and Final Budget.

115

CITY OF MANSFIELD, TEXAS MPFDC CONSTRUCTION FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

Additions: Bond Proceeds Transfer In Interest Other Income

7,825,534

BUDGET 2017/2018 $

2,111,557

BUDGET 2018/2019 $

2,111,557

900,000 2,346

12,485,000 -

5,090,000 -

902,346

12,485,000

5,090,000

Assets Available

8,727,880

14,596,557

7,201,557

Deductions Project Appropriations Transfers Out

6,255,583 360,740

12,485,000 -

5,090,000 -

6,616,323

12,485,000

5,090,000

Total

Total Ending Net Assets

2,111,557

*Budget is Adopted and Final Budget.

116

CITY OF MANSFIELD, TEXAS MEDC CONSTRUCTION FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets Additions: Bond Proceeds - Net Transfer In Interest Total Assets Available Deductions: Project Appropriations Total Ending Net Assets

BUDGET 2017/2018 $ 12,816,267

BUDGET 2018/2019 $

2,391,949

15,182,269 27,292

2,000,000 -

1,000,000 -

15,209,561

2,000,000

1,000,000

15,209,561

14,816,267

3,391,949

2,393,294

12,424,318

3,000,000

2,393,294

12,424,318

3,000,000

$ 12,816,267

2,391,949

391,949

*Budget is Adopted and Final Budget.

117

CITY OF MANSFIELD, TEXAS DRAINAGE AND ENVIRONMENTAL SERVICES CONSTRUCTION FUND BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

BUDGET 2017/2018

Additions: Bond Proceeds Other

BUDGET 2018/2019 $

3,455,000 -

620,000 -

3,455,000

620,000

Assets Available

3,455,000

620,000

Deductions: Project Appropriations

3,455,000

620,000

3,455,000

620,000

Total

Total Ending Net Assets

*Budget is Adopted and Final Budget.

118

CITY OF MANSFIELD, TEXAS EQUIPMENT REPLACEMENT BUDGET SUMMARY 2018/2019 ACTUAL 2016/2017 Beginning Net Assets

Additions: Bond Proceeds - Net Sale of City Property Interest Total Assets Available

51,928

BUDGET 2017/2018 $

115,290

BUDGET 2018/2019 $

115,290

1,160,111 16,512 68

1,048,158 -

TBD -

1,176,691

1,048,158

1,228,619

1,163,448

115,290

Deductions Equipment

1,113,329

1,048,158

TBD -

Total

1,113,329

1,048,158

Ending Net Assets

115,290

*Budget is Adopted and Final Budget.

119

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DEBT SERVICE FUND The General Obligation Debt Service Fund is used to account for payment of principal and interest on the City of Mansfield’s general obligation bonds and capital lease payments. Revenue Debt Service Funds are used to account for Revenue Bonds whose principal and interest are payable from earnings of the City of Mansfield’s Enterprise Funds. Special Revenue Debt Service Funds are used to account for Sales Tax Revenue Bonds whose principal and interest are payable from a special ½ ¢ sales tax.

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CITY OF MANSFIELD DEBT MANAGEMENT POLICY Purpose The City recognizes that effective management of the public’s funds is an investment of the public’s funds within the community in which it serves. It is with this understanding that the City of Mansfield establishes its debt policy to guide decision makers in investing the public’s money within the City of Mansfield, Texas. 

“Tax-exempt financing is used by state and local governments to raise capital to finance public capital improvements and other projects, including infrastructure facilities that are vitally important to sustained economic growth.” - Tax-Exempt Financing, a Primer

It is upon this principal that the City of Mansfield, Texas determines the necessity to incur debt in order to finance the Capital Improvement Program (CIP) of the City. The management of the City’s debt is vital for maintaining the expected cost of services and the continued infrastructure development within this community. With the incurrence of additional debt, the City is able to pay for the infrastructure needs of the community without overly burdening the constituency in any given period by increasing or decreasing the fee structure necessary to support the capital improvement. As a result, the management of the City’s debt portfolio is designed to minimize the impact to its constituency.

Authorization The Constitution of the State of Texas and the general laws of the State of Texas allow for and permit Texas cities, as authorized by the City, to issue direct obligations or bonds for the purpose of financing improvements and capital assets. Although the Federal Government does not govern local spending authority, it closely regulates and monitors the types of issuances and the authority for issuance through the Federal Income Tax Code, Sections 141 through 150. The Federal Income Tax Code restricts the nature and character of Bond Interest in how it is treated as income for income tax reporting, thereby controlling and creating markets for tax-exempt instruments.

Uses of Debt Financing and Capital Improvements 

Debt financing shall be used to fund infrastructure improvements and the purchasing of capital assets as long as the asset life of the improvement or capital asset is beyond the cost of financing the improvement or the capital asset.



Debt financing shall be used as a funding source when the improvements or the purchase of capital assets cannot be acquired from current revenue sources or direct fees like impact fees. In addition, if the purchase of capital assets and construction of infrastructure improvements can be funded through available resources (fund balance, current revenue or any other recurring revenue) then the cost of money should be considered against the value of available resources in determining pay-as-you-go financing.

Affordability of Additional Debt and Legal Debt Limit In Fiscal Year 2000, the City of Mansfield developed a 10-year Strategic Plan that anticipates the financial future of the City of Mansfield, Texas. This plan is a comprehensive planning model that enables Management to assess the financial well-being of the City. It quantifies the impact of growth and development and speaks plainly about the fiscal condition of the City. This Strategic Plan incorporates

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future revenue sources, operating expenses and projected capital improvement projects for all of the City’s activities: Governmental Funds and Enterprise Funds. This Strategic Plan measures the City’s ability to authorize and issue additional debt over the next ten years. Each year, the plan is revised to reflect growth, population estimates and current operating revenues. 

The City shall use an objective, analytical approach to determine whether it can afford to incur new debt beyond what it retires each year. This process shall compare generally accepted standards of affordability to the current values for the City. General Obligation Bonds: -

Debt per capita Debt as a percent of taxable value Debt service as a percent of current revenues and current expenditures Debt tax rate as a percent of the City’s tax rate

Revenue Bonds: 

Pledged revenues shall be a minimum of 110% of annual debt service Pledged revenues shall be a minimum of 125% of average annual debt service Pledged revenues shall be 130% of maximum annual debt service for financial planning purposes Annual adjustments to the City’s rate structures will be made as necessary to maintain a 130% coverage factor

The City will keep outstanding debt within the limits prescribed by State Statute, which does not prescribe a legal debt limit. However, Article XI, Section 5 of the Texas Constitution, applicable to cities with a population of more than 5,000, limits the ad valorem tax rate to $2.50 per $100 assessed valuation.

Types of Debt and Criteria for Issuance of Types of Debt The City may choose to issue debt under any provision allowed for and permitted by State Statute. Although debt is an obligation to be repaid, it can assume many forms. The form and character of debt is typically determined by the nature of the funding source and nature of the asset to be purchased or improved. However, debt can generally be categorized into two types, as determined by the Federal Income Tax Code: Governmental Bonds and Private Activity Bonds, either of which may be taxable or tax-exempt. In determining the type of security for financing an improvement or purchasing of a capital asset, the City may consider the following, and is not limited to the following:

Debt Form General Obligation Facility: General Obligation Bonds (“GOs”)

Tax levy as security for the bonds Voter’s Approval Specific Public Purpose

Certificates of Obligation (“COs”)

Tax levy and/or revenue pledge as security Specific public purpose Public Notice; hearings and advertisement

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Public Property Finance Contractual Obligations (“PPFCOs”)

Tax levy and/or revenue pledge as security Acquisition of personal property Alternative for lease/purchase

Anticipation Notes

Tax levy and/or revenue pledge as security Construction of Public Works Acquisition of real and personal property Cumulative cash flow deficit Professional services Maturity is maximum of seven years

Revenue Facility: Revenue Bonds

Revenue pledge as security Pledge to set rates and fees to meet covenants Bond Reserve Fund for surety Covenant reporting Equitable rate structure First lien security with parity Construction of capital improvements

Contract Revenue Bonds

City contracts with entities Tax levy and/or revenue pledge as security Ownership of title may occur with entity or City

Special Obligation Facility: Tax Increment Financing District (“TIF”)

Development district established Construction of improvements Incremental increase in value property only Taxable by TIF

Non-Profit Corporations Property Finance Authority Mansfield Park Facilities Development Corp Mansfield Economic Development Corp

Established corporations Revenue pledge of the corporation Covenant reporting First lien security with parity Acquisition of real or personal property Public/private infrastructure improvements City may or may not own title Specific services (can be taxable or non-taxable to the bond holders.)

Public Improvement District (“PID”)

Specific improvement Securitized by pledged assessments Specific benefactors

Other Credit Facility: Capital Lease

Annual tax or revenue appropriation Tax-exempt or can be taxable.

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Acquisition of personal property Able to refinance Line of Credit

Qualify statutorily Immediate need for financing Borrowings retired with bond proceeds Fulfill bond reserve covenants Borrowings repaid from current resources

Commercial Paper

Revenue pledge as security Demand from the market for small issuer Commercial paper

Derivatives

Minimize risk of market Reduced costs versus fixed costs Creates flexibility Understood risk warrants the savings

Surety Bond & Bond Insurance

Debt service is less than cost of insurance Double AA rated insurer Competitive offers from two insurers

Debt Structure Historically, the City of Mansfield’s debt structures have been designed to coincide with the fiscal policies of the City of Mansfield, Texas, essentially allowing growth to pay for growth by properly setting the maturities of the debt to equal or less than the usefulness of the improvement or asset. Typical debt structure of a bond issuance:        

Term or serial bonds structured for annual payments Traditional call feature that does not influence the price of the bonds Average bond life of 10.5 years to 12.0 years Level payments for twenty years Pricing structured to allow for premiums and discounts First year payment to begin in second year of construction Bond insurance Surety bond if warranted

The City of Mansfield has sought non-traditional avenues of capital improvement financing; however, the City is considered a “small issuer” under the law. It has been more economical for the City to maintain this type of debt structure for its bond sales. This does not preclude the City from considering different structures or structuring its issuance differently from its typical debt structure. The purpose of the structure is to provide the City with the lowest possible costs under market conditions at the time of issuance. Methods of Sale Competitive Sale: The City shall seek to issue its debt obligations in a competitive bidding environment. Bids shall be awarded on a True Interest Cost, providing the bidders meet other bidding requirements. In some instances, the City may award the sale to the lowest Net Interest Cost bidder depending on the

125

economic substance of the transaction. If the competitive bidding process is not conducive to soliciting the lowest cost of financing a bond issuance, the City may choose to negotiate the sale. Negotiated Sale: The City shall seek to weigh the selection of underwriter before negotiating a bond sale. The selection of the underwriter shall encourage the best economic environment in which the City will benefit from selling its bonds. Typically, negotiated sales will occur when the market volatility is unpredictable. In some cases this may mean investors are not willing to commit capital in uncertain economic environments, or the size of the issue may not attract the bids for a successful sale. Moreover, the primary purpose of the negotiated sale is to solicit the interest rate environment for the City to sell bonds. Private Placement: The City will seek to privately place its bonds with a select group of investors when the issuance warrants the sophistication of the buyer. The City will ensure that the placement fee is less than a typical underwriter’s fee in a negotiated offering of a comparable type sale in a similar sale environment. Refunding of Debt The City of Mansfield, Texas shall monitor the municipal bond market for opportunities to refund outstanding debt to save the City from future interest costs. As a general rule, the savings shall be at least 3% greater than the cost of carrying the existing debt inclusive of issuance costs and any cash contributions. However, if the value of the savings exceeds the cost of the refunding and is greater than $100,000 but is less than 3% of the savings, then the City shall consider refunding the existing debt. Arbitrage rules are to be considered when refunding debt. Credit Objectives The City of Mansfield, Texas shall seek to attain and maintain the highest possible bond ratings for its outstanding debt without compromising the delivery of basic City services. Currently, the City maintains four ratings with Fitch, Moody’s, and Standard & Poor’s.

General Obligation Sales Tax Revenue Drainage Revenue Water & Sewer

Fitch, IBCA AA+ AA+ AA AA

Moody’s Aa2 Aa2/3 Aa2 Aa2

Standard & Poor’s AAA AA-/A+ AA AA

It is and will be the continued policy of the City of Mansfield to provide full disclosure of information about the City’s operating activity to the rating agencies. The City shall maintain an open line of communication with the rating agencies to allow for the free exchange of information between the City and the agencies. Secondary Market Disclosure SEC 15c2-12 regulations became effective July 3, 1995. The City shall continue to provide financial data to the Nationally Recognized Municipal Information Depository (NRMSIRs), EMMA and the State Information Depositories (SIDs). The City will and has complied with secondary reporting requirements of SEC 15c2-12.

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Financial Advisor The City will retain an external financial advisor. The financial advisor must have comprehensive municipal debt experience and experience in diverse financial structuring requirements. The City financial advisor must also be of reputable character and in good standing with SEC and the MSRB. Bond Counsel The City will retain an external bond counsel. Bond Counsel must have comprehensive municipal debt experience and experience in diverse financial structuring requirements. Bond Counsel must also be of reputable character and in good standing with Texas Law Review Board. Other Service Providers The City shall select other service providers (e.g. escrow agents, verification agents, trustees, arbitrage consultants, etc.) as necessary to meet legal requirements and minimize net City debt costs. Arbitrage Compliance The City shall maintain its books and records in a manner consistent with the provision allowed for under the Internal Revenue Code Section 148. Furthermore, the City shall have its arbitrage exposure calculated annually and appropriately recognized in the Cityâ&#x20AC;&#x2122;s Comprehensive Annual Financial Statement. Investment of Bond Proceeds All bond proceeds shall be invested in accordance with the City Investment Policy. The proceeds shall be invested as part of the Cityâ&#x20AC;&#x2122;s consolidated cash pool and accounted for separately and accordingly to bond covenants and the Internal Revenue Code. Calculation of the City of Mansfield Legal Debt Limit The City Charter of the City of Mansfield, Texas and the statutes of the State of Texas do not prescribe a legal debt limit. However, Article XI, Section 5 of the Texas Constitution, applicable to cities of more than 5,000 populations, limit the ad valorem tax rate to $2.50 per $100 of assessed valuation. The City operates under a Home Rule Charter that also imposes a limit of $2.50 per $100 of assessed valuation. The FY 2017-2018 budgeted property tax rate is $0.71000 per $100 valuation with a tax margin of $1.79000 per $100 valuation based upon the maximum ad valorem tax rate noted above. Additional revenues up to $117,930,543 per year could be raised before reaching the maximum allowable tax base. Assessed Value x Legal Debt Limit (15% of Assessed Value) General Obligation Bonds and Certificates of Obligation = Legal Debt Margin The Assessed Taxable Valuation in FY 2018-2019 is $7,181,612,747 The Legal Debt Limit is $1,007,241,912 General Obligation Bonds and Certificates of Obligation is $134,445,000 The Legal Debt Margin is $942,796,912

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CITY OF MANSFIELD, TEXAS GENERAL FUND SCHEDULE OF DEBT PAYMENTS

Fiscal Year 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2024-2028 2029-2033 2034-2038 2039-2041 Total

Principal 9,590,000 9,505,000 9,395,000 9,085,000 8,650,000 40,070,000 30,855,000 16,775,000 520,000 134,445,000 $

Interest 5,309,424 4,979,191 4,633,157 4,284,215 3,931,141 14,353,206 6,857,107 1,397,307 31,005 45,775,753 $

Total 14,899,424 14,484,191 14,028,157 13,369,215 12,581,141 54,423,206 37,712,107 18,172,307 551,005 180,220,753

$18,000,000 $15,000,000 $12,000,000 $9,000,000 $6,000,000 $3,000,000 $0 FY18/19

FY19/20

FY20/21

FY21/22

FY22/23

128

CITY OF MANSFIELD, TEXAS WATER & SEWER FUND SCHEDULE OF DEBT PAYMENTS

Fiscal Year 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2024-2028 2029-2033 2034-2035 Total

Principal Interest 3,875,000 1,711,534 3,180,000 1,554,834 3,300,000 1,435,871 3,440,000 1,291,871 3,065,000 1,141,034 14,930,000 3,611,471 5,455,000 633,038 890,000 53,800 $ 38,135,000 $ 11,433,453 $

Total 5,586,534 4,734,834 4,735,871 4,731,871 4,206,034 18,541,471 6,088,038 943,800 49,568,453

$6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY18/19

FY19/20

FY20/21

FY21/22

FY22/23

129

CITY OF MANSFIELD, TEXAS MANSFIELD PARK FACILITIES DEVELOPMENT FUND SCHEDULE OF DEBT PAYMENTS

Fiscal Year 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2024-2028 2029-2033 2034-2038 2039-2043 Total

Total Principal Interest 3,154,395 1,670,000 1,484,395 1,344,861 3,159,861 1,815,000 1,855,000 1,298,358 3,153,358 3,157,861 1,910,000 1,247,861 1,965,000 1,192,847 3,157,847 5,031,736 13,636,736 8,605,000 6,955,000 3,614,109 10,569,109 7,850,000 2,024,955 9,874,955 4,706,879 401,879 4,305,000 $ 36,930,000 $ 17,641,001 $ 54,571,001

$4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY18/19

FY19/20

FY20/21

FY21/22

FY22/23

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CITY OF MANSFIELD, TEXAS MANSFIELD ECONOMIC DEVELOPMENT FUND SCHEDULE OF DEBT PAYMENTS

Fiscal Year 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2024-2028 2029-2033 2034-2038 Total

Principal Interest 1,605,000 1,052,375 1,740,000 911,125 1,795,000 868,484 1,850,000 810,857 1,905,000 748,848 6,510,000 2,857,920 6,510,000 1,652,863 4,860,000 444,494 $ 26,775,000 $ 9,346,966 $

Total 2,657,375 2,651,125 2,663,484 2,660,857 2,653,848 9,367,920 8,162,863 5,304,494 36,121,966

$3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY18/19

FY19/20

FY20/21

FY21/22

FY22/23

131

CITY OF MANSFIELD, TEXAS DRAINAGE AND ENVIRONMENTAL SERVICES FUND SCHEDULE OF DEBT PAYMENTS

Fiscal Year 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2024-2027 Total

Principal Interest Total 420,000 107,770 527,770 430,000 97,070 527,070 440,000 79,750 519,750 460,000 66,710 526,710 475,000 52,175 527,175 940,000 75,368 1,015,368 3,165,000 $ 478,843 $ 3,643,843

$800,000

$600,000

$400,000

$200,000

$0 FY18/19

FY19/20

FY20/21

FY21/22

FY22/23

132

GENERAL FUND The General Fund is the operating fund of the City. It is used to account for all revenues and expenditures relating to operations of the City of Mansfield that are not accounted for in other funds.

133

GENERAL GOVERNMENT DIVISION

City Council Maintain a line of communication to take advantage of citizen input. Provide forums, discussions and open meetings to allow citizen input in municipal issues. Encourage healthy debate among members of Council to develop innovative ideas. Schedule meetings, workshops and special meetings to allow staff, citizens and boards to pool ideas. Recruit new industry as well as aid in the retention and expansion of existing business. Be open and fair-minded to all types of groups within the city.

Administration The City Manager’s Office Direct and maintain an effective service organization with high productivity and quality of service. Provide effective communication and information to City Council on the conditions of the city. Prepare annual service plan including strategic planning, budget and staffing. Review infrastructure of the organization and change the organizational structure as needed.

Legal Department

Human Resources

Eliminate lawsuits to the city. Provide cost effective, accurate and current legal service and advice to staff, Council and various boards. Settle any claims against the city at minimum cost. Advise staff of any changes in legislation.

Provide a comprehensive and competitive salary and benefit program at the best value to the citizens. Enhance safety training programs. Review and update job descriptions. Process all payroll and benefit related actions.

General Government Division Highlights • • •

15 Service Departments supervised. 527 FTE comprise the City of Mansfield workforce. General Fund Operating Budget of $62,320,874 in FY 2018/2019.

134

GENERAL GOVERNMENT DIVISION AT A GLANCE Budget Summary The General Government Division increased 2.70% due to a merit increase, slight increases in contract costs and pre-employment expenditure costs due to the approval of new public safety positions.

Departments City Council

Actual

Budget

% Change

2015-2016

2016-2017

2017-2018

2018-2019

81,341

249,907

142,962

147,134

2.92%

Administration

791,394

507,134

1,151,482

1,164,347

1.12%

Legal

561,029

882,661

885,610

902,941

1.96%

Human Resources

526,827

661,090

672,528

715,255

6.35%

2,929,677

2.70%

Total

1,960,590

2,300,792

2,852,583

Division

Actual

Budget

% Change

Summary

2015-2016

2016-2017

2017-2018

2018-2019

Personnel Services

Operations Total

1,141,292

819,298 $

1,960,590

1,318,284

982,507 $

2,300,792

1,980,143

872,440 $

2,852,583

2,034,263

2.73%

895,414

2.63%

2,929,677

2.70%

From left to right: Deputy City Manager Peter Phillis, Deputy City Manager Shelly Lanners, City Attorney Bill Lane, City Manager Clayton Chandler, Deputy City Manager Joe Smolinski

135

CITY COUNCIL DEPARTMENT MISSION STATEMENT: The City Council serves as the legislative branch of the City of Mansfield representing all citizens. The Council establishes legislative policy through the adoption of ordinances and resolutions in order to provide a safe, pleasant environment within the community and efficient delivery of public service. Department at a Glance The City Council consists of the Mayor and six elected council members. Each member serves a three year term. The City Council meets the 2nd and 4th Monday of each month and conducts joint meetings with other appointed boards at various times throughout the year. The City Council budget increased 2.92% in FY 2018-2019 due to additional cost for participation in various associations and estimated increases in election costs. Key Goals and Objectives Goal 1 Recognize community issues and concerns and develop strategies beneficial to all citizens. Objectives: • Maintain open lines of communication to take advantage of citizen and staff input. • Provide forums, discussions and open meetings to allow citizen involvement. • Continue to incorporate ideas from strategic planning sessions with City Council, boards and commissions wherever possible. • Create opportunities to develop the downtown area of the City. Goal 2 Develop legislation that will benefit present and future citizens of Mansfield. Objectives: • Encourage healthy debate among council members to develop innovative ideas. • Schedule meetings, workshops and forums to allow staff, citizens and boards to pool ideas and information. • Maintain a strong financial position and credit rating. Goal 3 Create an environment that promotes a satisfied public, a skilled workforce and cost effective service. Objectives: • Ensure all City services provide all citizens with access to all services. • Recruit commercial and retail development to reduce the tax burden on the citizens of Mansfield. • Enhance the living environment for all citizens. • Provide for the safety of all citizens. Performance Objectives • Recognize community issues and concerns and develop strategies beneficial to all citizens. • Develop legislation that will benefit present and future citizens of Mansfield.

136

Actual 2015/2016

City Council Demand Council Meetings Subcommittee Meetings Emergency Meetings Workload Public Hearings Ordinances Enrolled Resolutions Enrolled Effectiveness Master Plan Update Bond Rating Upgrades

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

36 21 0

35 19 0

40 18 1

40 20 1

93 47 137

93 53 114

80 48 110

90 55 120

1 1

1 0

1 1

Measurable Outcomes: â&#x20AC;˘ Recognize community issues and concerns and develop strategies beneficial to all citizens. â&#x20AC;˘ Develop legislation that will benefit present and future citizens of Mansfield. City Council Summary

Actual

Budget

% Change

2015-2016

2016-2017

2017-2018

2018-2019

Personnel Services Operations

81,341 $

249,907 $

142,962 $

147,134

2.92%

Total

81,341 $

249,907 $

142,962 $

147,134

2.92%

137

CITY ADMINISTRATION DEPARTMENT MISSION STATEMENT: The mission of the City Administration Department is to manage and direct the business of the City and the legislative policies established by City Council. Department at a Glance The Administration Department includes the City Manager, an Assistant City Manager position, three Deputy City Managers (DCMs), an administrative assistant and one secretary. Two of the Deputy City Managers are budgeted within other division funds. The City Administration budget increased 1.12% due to a merit increase and a reduction in travel and training. Key Goals and Objectives Goal 1 Direct and maintain an effective service organization with high productivity, quality of service and best value to all citizens. Objectives: • Provide internal support through daily management and direction. • Maintain and motivate an experienced and knowledgeable staff. • Structure the service organization for maximum effectiveness. • Maintain a high credit rating of AA and AAA. Goal 2 Market the City and provide effective communication and information to the City Council and community on organizational issues and service issues. Objectives: • Provide monthly financial reports and agenda support information to City Council and management departments in order to make the necessary policy decisions. • Provide a strong Communications and Marketing Department for dissemination of information. • Provide citizen access to City government utilizing the City web site to enhance communication. • Provide capital and operational updates on a regular basis utilizing the City web site, citizen newsletter and other media to provide information to all citizens. Goal 3 Provide for the maximum utilization of all resources. Objectives: • Analyze, monitor and modify the City’s strategic plan. • Maximize revenues and improve cost efficiencies. • Present a balanced budget and develop service program recommendations. • Analyze and direct the City’s economic development program. • Provide the annual service plan complete with a balanced budget. • Make annual presentations to national credit rating services to maintain the City’s bond ratings. • Prepare a Capital Improvement Plan with long term goals (Strategic Plan).

138

Performance Objectives • Maintain a highly skilled workforce. • Enhance the annual report and information to all citizens. • Provide for the maximum utilization of all resources. City Administration Demand Council meetings Open Records Requests Budget Workshops Strategic Planning Sessions City Wide Staffing Workload Ordinances Enrolled Resolutions Enrolled Service Departments Managed City Wide Budgets Productivity Open Records Requests-30 days New Service Programs Net Taxable Residential Value Effectiveness Property Tax Rate New Construction Value Staff Turnover New FTE Positions

Actual 2015/2016

Actual 2016/2017

36 343 2 2 533

Budget 2017/2018 35 422 2 2 544

Budget 2018/2019 40 350 2 2 551

40 1,600 2 2 527

47 137 15 164,888,815 $

53 114 15 173,354,920 $

48 110 15 205,527,683 $

55 120 15 175,230,304

100% 1 190,916 $

100% 0 209,094 $

100% 0 230,144 $

100% 0 246,110

0.71 119,094,614 $ 10.3% 5

0.71 147,038,357 $ 15.1% 11

0.71 284,428,206 $ 9.0% 7

0.71 330,909,828 9.0% (24)

Measurable Outcomes: • Strong valuation growth. • Increased service levels in all areas. • Recruitment and retention of a quality workforce. Administration Summary Personnel Services

Actual

Budget

% Change

2015-2016

2016-2017

2017-2018

2018-2019

713,032

Operations Total

78,362 $

791,394

City Manager's Office Full Time Equivalent Positions City Manager Assistant City Manager Deputy City Manager Executive Secretary Total

428,598

78,537 $

507,134

2016-2017 Budget 1 1 0 1 3

1,042,337

109,145 $

1,151,482

2017-2018 Budget 1 1 1 2 5

1,062,495

1.93%

101,852

-6.68%

1,164,347

1.12%

2018-2019 Budget 1 1 1 2 5

2018-2019 Additions

139

LEGAL DEPARTMENT MISSION STATEMENT: The mission of the Legal Department is to be the legal advisor to the City of Mansfield and all offices, staff and departments within the organization, in relation to their official powers and duties. Department at a Glance The Legal Department includes the City Attorney, one Paralegal and one Paralegal/Grant Coordinator. The Legal Department budget increased 1.96% in FY 2018-2019 by a reduction in estimated legal costs. Key Goals and Objectives Goal 1 Reduce the legal exposure of the City in its operation. Objectives: • Provide guidance and assistance to City staff and City Council. • Review contracts, ordinances and resolutions to ensure legal conformity. • Work with staff to recognize risk exposure. Goal 2 Provide cost effective and accurate legal counsel to City Council, staff and various boards within the City. Objectives: • Advise City Council, boards and staff of changes in legislation and develop changes as needed. • Provide timely review and preparation of documents. Goal 3 Represent and settle claims against the City. Objectives: • Work closely with City Council, boards and staff to advise an expeditious course of action and effective settlement. • Determine weaknesses and strengths of any case filed and recommend a prompt and cost effective settlement. Performance Objectives • Eliminate lawsuits against the City of Mansfield. • Provide cost effective, timely and accurate legal services. • Settle any claims against the City.

140

Legal Demand Council Meetings Special Council Mtgs/Work Sessions Parks Board Mtgs Economic Development Board Mtgs Legislative Liason - hours spent Lititgation - hours spent Open Records Requests Claims received/processed Workload Subpoenas Interagency Requests Hotel/Motel Reimbursement Requests Misc. Requests Grant Applications Grants Received Grants-Dollar Value Grants-City Required Funding Productivity Open Records Requests Claims received/processed Grant Applications Grants Received Effectiveness General Fund Legal Fees Grants Received Grants-Dollar Value Grants-City Required Funding Claims total damage Payments from Insurance Payments to Claimants Police Department OOP

Actual 2015/2016

$ $

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

36 5 12 12 320 320 1712 51

35 5 12 12 50 100 1513 34

40 10 12 12 320 320 1800 40

143 297 204 104 12 7 610,670 $ 2

31 267 157 91 8 5 413,922 $ 2

150 300 225 120 10 8 760,159 $ 2

1712 51 12 7

1513 34 8 5

1800 30 10 8

411,694 $ 7 610,670 $ 1 $157,454 $112,386 $25,349 $13,871

356,830 $ 5 413,922 $ 2 $222,641 $148,420 $23,313 $59,408

357,800 $ 8 760,159 $ 2 $140,000 $54,000 $8,000 $10,000

40 5 12 12 300 100 1700 40 60 300 0 100 10 3 420,000 2 1700 40 10 3 345,000 3 420,000 2 $175,000 $100,000 $20,000 $10,000

Measurable Outcomes â&#x20AC;˘ Reduce the legal exposure of the City in its operation â&#x20AC;˘ Provide cost effective and accurate legal counsel to City Council, staff and various boards within the City. Legal Summary Personnel Services

Operations Total

Actual

Budget

% Change

2015-2016

2016-2017

2017-2018

2018-2019

105,268

455,761 $

561,029

Legal Full Time Equivalent Positions City Attorney Paralegal Total

489,762

392,898 $

882,661

2016-2017 Budget 1 2 3

495,851

389,759 $

885,610

2017-2018 Budget 1 2 3

513,539

3.57%

389,402

-0.09%

902,941

1.96%

2018-2019 Budget 1 2 3

2018-2019 Additions

141

HUMAN RESOURCES DEPARTMENT MISSION STATEMENT: The mission of the Human Resources Department is to provide effective Human Resource Management by developing and implementing policies, programs and services that contribute to the attainment of goals for the city as well as the employee. Department at a Glance The Human Resources Department includes the Human Resource Director, one Benefits Manager, one Administrative Assistant and one Human Resource Specialist. The overall budget for FY 2018-2019 increased 6.35% due to a merit increase, pre-employment expenses and a slight increase in contract services. Key Goals and Objectives Goal 1 Enhance employee and supervisor performance through training and development. Objectives: • Establish course catalog of on-going mandatory core supervisor training modules and determine cost effective providers. • Research on-line training opportunities to reduce cost and time for compliance classes. • Establish an employee committee to allow for a voice for the employee organization to discuss policies, wellness initiatives and other topics. Goal 2 Ensure competitive compensation by providing merit increases and equity adjustments as market conditions warrant. Objectives: • Provide salary data from market salary and benefit studies to determine competitive salaries. • Provide reports to senior management to monitor compliance with compensation goals and objectives. • Make annual adjustments to the pay plan to align with market conditions. • Goal 3 Recruit and retain an efficient and effective workforce. Objectives: • Complete and implement an on-line applicant tracking system for new positions and new hires in the orientation process. • Assist supervisors with selection testing including panel interviews, written tests, practical tests and profile analysis. • Revise job descriptions to reflect changes in essential physical functions based on ADA training. Performance Objectives • Recruit and retain an efficient workforce. • Continue to enhance employee performance through training and development.

142

Actual 2015/2016

Human Resources Demand City Wide Staffing (FTE) Positions filled Terminations Processed Workload Applications Processed Unemployment Claims filed Payroll Actions Processed Disciplinary Actions Productivity Payroll Actions Processed Workers Compensation Claims Effectiveness Employee Turnover Workers Compensation Claims

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

506 59 49

511 82 77

551 80 100

527 90 100

999 4 374 18

1,105 2 755 35

1,750 11 210 30

1,200 5 500 35

374 45

755 61

210 60

500 25

10.3% 118,215 $

15.1% 345,870 $

9.0% 275,000 $

9.0% 275,000

Measurable Outcomes: • Ensure competitive compensation. • Recruit and retain an efficient and effective workforce. • Enhance employee and supervisor performance through training and development. Human Resources Summary Personnel Services

Actual

Budget

% Change

2015-2016

2016-2017

2017-2018

2018-2019

Operations Total

322,992

203,835 $

Human Resources Full Time Equivalent Positions Human Resource Director Fund Benefits Manager Administrative Assistant HR Specialist Total

526,827

399,924

261,166 $

661,090

2016-2017 Budget 1 1 1 1 4

441,956

230,573 $

2017-2018 Budget 1 1 1 1 4

672,528

2018-2019 Budget 1 1 1 1 4

458,229

3.68%

257,026

11.47%

715,255

6.35%

2018-2019 Additions

143

BUSINESS SERVICES DIVISION

Tax Assessing & Collection Contract with Tarrant County to collect property tax

Finance Maintain strict financial accountability Maintain strong financial control and budget compliance Maintain credibility with the investment community Maintain a 25% fund balance requirement Administer and record all financial transactions Oversee the annual audit and budget process

Accounting Provide all users with accurate financial data Ensure internal controls are maintained Process invoices and payroll Administer purchasing card program

Budget & Purchasing Prepare annual budget Administer annual budget Administer purchasing function Approve all purchases Issue purchase orders

Sanitation Franchise Agreement Trash & Recycle contract

Information Technology Upgrade hardware & software Maintain City-wide computer systems Administer WAN & LAN City-wide

City Secretary Ensure the integrity of records and history of local government Maintain a professional and legal municipal election process Implement and maintain the records management program Prepare City Council agendas Maintain archived records

Business Services Division Highlights â&#x20AC;˘ â&#x20AC;˘

BUSINESS SERVICES AT A GLANCE The Division manages overDIVISION $175M in budgets City-wide. The Division has received the GFOA Budget and CAFR awards annually for over 30 years.

144

BUSINESS SERVICES DIVISION AT A GLANCE Budget Summary The Business Services Division includes the Finance, Accounting, Purchasing, and Budget Departments, as well as Information Technology and the City Secretaryâ&#x20AC;&#x2122;s Office. This division also manages the contracts with the Tarrant County Tax Assessor and the Cityâ&#x20AC;&#x2122;s Sanitation Services provider. The total Business Services Division budget increased 8.09% in FY 2018-2019. The primary costs increases include contract services costs in sanitation, tax collections and estimated election costs. Departments Finance Accounting Purchasing Budget Information Technology Sanitation Tax Assessment City Secretary Total

Division Summary Personnel Services Operations Total

$ $

Actual 2015-2016 513,736 322,074 83,517 79,303 698,243 2,234,313 286,967 325,224 4,543,376

Actual 2015-2016 1,515,310 3,028,066 4,543,375

$ $

Actual 2016-2017 627,573 352,854 80,601 83,514 665,959 2,319,138 294,561 357,069 4,781,271

Actual 2016-2017 1,704,078 3,077,192 4,781,271

$ $

Budget 2017-2018 597,388 432,978 90,127 92,772 834,179 2,239,140 290,000 380,539 4,957,123

Budget 2017-2018 1,836,558 3,120,565 4,957,123

$ $

Budget 2018-2019 619,014 461,009 96,051 96,853 858,827 2,380,135 350,008 496,198

% Change 2018-2019 3.62% 6.47% 6.57% 4.40% 2.95% 6.30% 20.69% 30.39%

5,358,095

8.09%

Budget 2018-2019 2,025,075 3,333,020

% Change 2018-2019 10.26% 6.81%

5,358,095

8.09%

145

FINANCE DEPARTMENT MISSION STATEMENT: The mission of the Finance Department is to administer, support and guide the financial programs of the City in an effective manner that allows for creation and development of the annual service programs and budgets, monthly reports, annual reports and creditable bond ratings. Department at a Glance The Finance Department includes one Deputy City Manager, the Assistant Business Services Director and one Financial Analyst. The Finance Department budget increased 3.62% in FY 2018-2019 due to a merit increase. Key Goals and Objectives Goal 1 Maintain strict financial accountability. Objectives: • Administer the recording and reporting of all financial transactions. • Work closely with auditors and oversee the annual audit process ensuring all financial statements and policies are a true and accurate picture of the City’s finances. • Maintain strict compliance with Generally Accepted Accounting Principles. Goal 2 Maintain strong financial control and budget compliance. Objectives: • Review and report to the City Council and City Manager the status of financial activity on a monthly basis. • Provide strict control over expenditures and all accounting transactions to ensure proper authorization prior to the encumbrance and/or purchase of goods and services. • Maintain auditable records in accordance with generally accepted auditing standards. • Implement new technology improvements to provide accurate and timely financial data. Goal 3 Maintain financial credibility with the investment community necessary to ensure the availability of future capital spending. Objectives: • Maintain a 1.10 Bond Covenant that includes a 1.30 Utility Debt Coverage factor annually. • Search for ways to improve the revenue position and reduce funding costs. • Ensure open communication with all bond rating agencies and financial markets. Performance Objectives • Enhance the bond rating of the City in all funds. • Review and revise the City’s rate structure as needed. • Publish annual and semi-annual reports. • Maintain strong financial management in all funds.

146

Finance Demand Annual Audit Financial Reports to City Council Invoices Submitted for Payment Checks Processed Purchasing Cards Processed Workload Debt Managed (Millions) Average Daily Investments (Millions) Operating Budgets Managed (Millions) Tax Collections (Millions) Productivity Tax Collection Rate GFOA CAFR Award Departmental Budget Meetings Effectiveness Percent Savings of Bond Upgrades Debt as a Percentage of Total Taxes Fund Balance-General Fund Fund Balance Requirement of 25% Accomplished

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

1 12 17,737 8,119 147

1 12 17,986 8,344 147

1 12 18,500 9,000 175

1 12 19,100 9,357 178

238M 80M 191M 38.3M

256M 66M 173M 41M

227M 67M 205M 45.7M

240M 68M 175M 49.5M

100% 1 15

100% 1 20

100% 1 25

2% 35% 13,076,981 100%

2% 34% 14,476,031 100%

2% 33% 14,476,031 100%

2% 33% 16,500,000 100%

Measurable Outcomes: • Due to timing of debt issuance, debt ratios have remained constant. • In 2019, the Fund Balance will exceed $16,000,000. • The City will maintain or improve the bond ratings from all three major Bond Rating Agencies. Finance Summary Personnel Services Operations Total

$ $

Actual 2015-2016 445,771 67,965 513,736

Full Time Equivalent Positions Deputy City Manager Asst. Business Services Director Financial Analyst Total

$ $

Actual 2016-2017 534,228 93,344 627,573

2016-2017 Budget 1 1 1 3

$ $

Budget 2017-2018 536,784 60,604 597,388

2017-2018 Budget 1 1 1 3

$ $

Budget 2018-2019 558,410 60,604

% Change 2018-2019 4.03% 0.00%

619,014

3.62%

2018-2019 Budget 1 1 1 3

2018-2019 Additions

147

PROJECTED REVENUES TO DEBT SERVICE $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 2018 TOTAL REVENUE:

2019

2020

2021

2022

2023

PROJECTED AD VALOREM REVENUE:

2024

2025

2026

2027

PROJECTED DEBT SERVICE:

148

ACCOUNTING DEPARTMENT MISSION STATEMENT: The Accounting Department mission is to provide an accounting system for safeguarding the City’s assets through the recording and reporting of financial transactions in a manner consistent with Generally Accepted Accounting Principles and legally mandated standards. Department at a Glance The Accounting Department includes the Accounting Supervisor, Accounts Payable Clerk and Chief Accountant. The Accounting budget increased 6.47% in FY 2018-2019 due to a merit increase and market adjustments. Operating costs remained unchanged in FY 2018-2019. Key Goals and Objectives Goal 1 Provide all users with accurate financial data on a timely basis. Objectives: • Disburse reports to service departments within 5 business days after month end closing. • Compile monthly financial reports to the Assistant Finance Director at the close of the month. • Submit reports to regulatory agencies as requested. Goal 2 Receive the award from the Government Finance Officers Association for outstanding financial reporting in the CAFR. Objectives: • Prepare the annual report in accordance with Generally Accepted Accounting Principles. • Implement the latest accounting changes that provide accurate financial reports to both internal and external customers. • Prepare all reports in a manner to ensure ease of reading and clear understanding for the reader. • Ensure all assets are accurately reflected in the annual CAFR. Goal 3 Ensure adequate and appropriate financial controls are in place. Objectives: • Safeguard assets from unauthorized loss or dispositions. • Ensure payments and purchase card transactions are processed in accordance with financial policy. • Ensure all invoices submitted and payments made will receive discounts whenever possible. Performance Objectives • Pay all invoices submitted within 30 days. • Process all purchase card transactions within 30 days. • Ensure all payments are applied correctly to the appropriate accounts.

149

Accounting Demand Checks Processed for Payment Purchase Cards Processed for Payment Invoices Submitted/Reviewed for Payment Workload Payments Disbursed (Millions) Purchase Card Processed Payrolls Processed Journal Entries Processed Productivity Invoices Processed Purchase Cards Processed Financial Reports Compiled Effectiveness Payments Processed within 30 Days Purchase Cards Processed within 30 Days Average Time for Payment Approval (Days)

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

8,119 147 17,737

9,000 175 14,316

9,270 180 18,500

9,548 186 18,500

165M 147 28 5,633

173M 175 28 5,643

205M 180 28 5,620

175M 186 28 5,650

17,737 147 14

14,316 175 14

18,500 180 14

18,500 186 14

100% 100% 3

Measurable Outcomes: â&#x20AC;˘ All payments are processed within 30 days. â&#x20AC;˘ Purchase cards have been issued to reduce the amount of invoice processing and processing costs.

Accounting Summary Personnel Services Operations Total

$ $

Actual 2015-2016 251,054 71,020 322,074

Full Time Equivalent Positions Accounting Supervisor Chief Accountant Accounts Payable Clerk Total

$ $

Actual 2016-2017 276,132 76,723 352,854

2016-2017 Budget 1 1 1 3

$ $

Budget 2017-2018 263,923 169,055 432,978

2017-2018 Budget 1 1 1 3

$ $

Budget 2018-2019 292,016 168,993

% Change 2018-2019 10.64% -0.04%

461,009

6.47%

2018-2019 Budget 1 1 1 3

2018-2019 Additions

150

PURCHASING DEPARTMENT MISSION STATEMENT: The Purchasing Department mission is to provide a cost effective platform that enables the City’s departments to purchase the goods and services necessary for the operations of the departmental programs of the City to meet the needs of the citizens of Mansfield, Texas. Department at a Glance The Purchasing Department has relegated the ordinary purchasing activity of the department to the City’s individual departments. Staffing of the Purchasing Department is equally allocated between the Budget Department and the Purchasing department. The Purchasing Department budget increased 6.57% due to a merit increase and subscription to an on-line purchasing quote system. Key Goals and Objectives Goal 1 Continue to develop a centralized purchasing program that is cost effective and provides end users with the best value. Objectives: • Provide bulk buying opportunities whenever possible. • Utilize cooperative purchasing agreements to reduce costs and provide timely purchasing of goods and services. • Educate and provide service departments with E-Commerce opportunities utilizing web-based buying and disposition of retired assets. • Develop specifications that may be used by multiple departments. Goal 2 Utilize the latest technology to enhance the purchasing process. Objectives: • Continue to utilize on-line purchasing opportunities to procure goods and services. • Utilize vendor web sites to provide direct access to all goods and services and reduce procurement costs. • Utilize web-based bid tabulation opportunities and HUB vendor notifications. • Dispose of retired City assets utilizing on-line auctions. Goal 3 Ensure compliance with the City’s purchasing polices. Objectives: • Ensure all legislative changes are incorporated into the City Purchasing Policy. • Ensure purchase order thresholds and requirements are met by all departments. • Educate and train all departments in the purchasing process to ensure compliance with all local, state and federal law.

151

Performance Objectives • Utilize technology to enhance the purchasing function. • Ensure compliance with the purchasing policy. • Ensure timely issuance of purchase orders. • Provide service departments with E-Commerce opportunities. Actual Actual Budget Budget Purchasing 2015/2016 2016/2017 2017/2018 2018/2019 Demand Request for Purchase Orders (Electronic) 704 765 850 875 Payment Authorizations/Release Orders Submitted 17,737 14,316 18,500 18,500 On-Line Auctions 12 8 12 8 Workload Purchase Orders Issued 1,046 1,185 1,046 1,210 Payment Authorizations/Release Orders Approved 17,737 14,316 18,500 18,500 Productivity Dollar Value of Purchase Orders $ 81,746,315 $ 90,323,890 $ 86,724,665 $ 89,326,405 City-Wide Specifications Developed 6 6 9 11 Effectiveness Cooperative Purchasing Agreements 8 10 10 12 Purchase Orders Issued within 5 Days 100% 100% 100% 100% Vendors Approved within 5 Days 100% 100% 100% 100% Proceeds from Auctioned Property $ 123,379 $ 79,237 $ 50,500 $ 50,500

Measurable Outcomes: • All payments are processed within 30 days. • All purchase orders are issued within 5 days. • On Line auctions have resulted in additional net proceeds from the sale of obsolete equipment and reduced expenses related to live auctions. Purchasing Summary Personnel Services Operations Total

$ $

Actual 2015-2016 72,812 10,705 83,517

Full Time Equivalent Positions Budget & Purchasing Director* Total *Split with the Budget Department.

$ $

Actual 2016-2017 77,487 3,115 80,601

2016-2017 Budget 0.5 0.5

$ $

Budget 2017-2018 83,462 6,665 90,127

2017-2018 Budget 0.5 0.5

Budget 2018-2019 86,429 9,622

% Change 2018-2019 3.55% 44.37%

96,051

6.57%

2018-2019 Budget 0.5 0.5

2018-2019 Additions 0

152

BUDGET DEPARTMENT MISSION STATEMENT: The Budget Department mission is to develop, coordinate and monitor the City’s budget program for each department, make budget amendments as necessary, and keep management informed of revenue and expenditure patterns throughout the budget year. Department at a Glance The Budget Department salary and benefits costs are split with the Purchasing Department. The Budget Departments budget increased 4.40% due to a merit increase and reproduction cost increases. Key Goals and Objectives Goal 1 Maintain the integrity of the adopted budget in all funds. Objectives: • Approve only budgeted expenditures unless otherwise authorized by City Council or management. • Provide real-time line item expenditures to all service departments for review. • Monitor revised appropriations to ensure the availability of funds and legal compliance. Goal 2 Prepare the City’s budget based on City Council and City Manager prioritization of new and existing programs utilizing available resources. Objectives: • Ensure City Council and City Administration priorities are addressed in the budget. • Incorporate policy and performance objectives into the operating budgets of all service departments. • Require detailed justification for any new program that may require additional funding. Goal 3 Continue to receive the GFOA Outstanding Budget Presentation Award. Objectives: • Prepare the budget document incorporating revenues, expenditures, performance measures and statistical analysis to present a balanced budget. • Create a budget document that is easy to read, appealing to the reader and contains all budget information related to the City’s Annual Service Plan. • Provide access to the budget document in a PDF format and on the City of Mansfield website. Performance Objectives • Obtain the Outstanding Budget Presentation Award. • Enhance the budget document using charts, graphs and tables. • Ensure actual expenditures do not exceed budgeted expenditures.

153

Budget Demand Departmental Budget Meetings Scheduled Budget Workshops Financial Reports Submitted Workload GFOA Award Submission Long Term Financial Plan Meetings Operating Budgets Managed (Millions) Productivity Percent of Actual vs. Budget Expenditures Effectiveness GFOA Distinguished Budget Award Actual vs. Budget Expenditures

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

15 2 12

20 2 12

1 2 191M

1 3 173M

1 12 205M

1 12 175M

100%

1 100%

Measurable Outcomes: • Expenditures historically have not exceeded budget amounts. • Long Term planning has become an integral part of the budget process. • Budget projections are quantifiable and utilize historical patterns to develop multi-year trends.

Budget Summary Personnel Services Operations Total

$ $

Actual 2015-2016 71,712 7,591 79,303

$ $

Full Time Equivalent Positions Budget & Purchasing Director* Total *Split with the Purchasing Department.

Actual 2016-2017 77,486 6,028 83,514

2016-2017 Budget 0.5 0.5

$ $

Budget 2017-2018 83,462 9,310 92,772

2017-2018 Budget 0.5 0.5

Budget 2018-2019 86,429 10,424

% Change 2018-2019 3.55% 11.97%

96,853

4.40%

2018-2019 Budget 0.5 0.5

2018-2019 Additions 0

154

INFORMATION TECHNOLOGY DEPARTMENT MISSION STATEMENT: The Information Technology Department’s mission is to provide support, maintain and continuously seek to improve a high quality, cost effective Local Area Network and Wide Area Network (LAN/WAN) that meets current and future requirements for staff and the citizens of the City of Mansfield. Department at a Glance The Information Technology Department budget increased 2.95% due to a merit increase. The Information Technology Department includes the IT Director, Assistant Director, Web Master and Network Administrator. Key Goals and Objectives Goal 1 Implement Help Desk application (BOSSDesk) for end users. Objectives: • Incident Management. • Asset Management. • Improve workflow. Goal 2 Upgrade current systems. Objectives: • Increase internet bandwidth from 100MB to 200MB. • Granicus Encoder. • Meraki Access Points at City Hall. Goal 3 Maintain current network hardware to provide for minimal outage time. Objectives: • Continue annual maintenance contracts. • Replace aged network devices or those no longer eligible for maintenance. • Renew Cisco Meraki licensing for Access Points. Performance Objectives • Provide end users with a Help Desk application. • Upgrade current systems. • Maintain current hardware and take steps to reduce network downtime.

155

Information Technology Demand PC/Laptops Supported Software Applications Supported Mobile Devices Supported Workload Average IT Requests Daily E-Mail Accounts Maintained Facilities Supported Network Infrastructure Hardware Supported Productivity Websites Maintained Domain Names Maintained Effectiveness IT Service Requests answered within 2 hrs City Network Downtime E-Mail Downtime Website Downtime

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

450+ 65 -

450+ 73 325+

500 81 350+

500+ 85 340

22 450 17 400+

23 460 18 400+

24 465 18 500+

27 535 19 500+

17 51

17 54

18 55

100% Less than 1% Less than 1% Less than 1%

100%% Less than 1% Less than 1% Less than 1%

100% Less than 1% Less than 1% Less than 1%

100%% Less than 1% Less than 1% Less than 1%

Measurable Outcomes: • End user experience is more efficient. • Better communication. • Network uptime as close to 99.99% as possible.

IT Summary Personnel Services Operations Total

$ $

Actual 2015-2016 408,504 289,739 698,243

Full Time Equivalent Positions IT Director IT Manager City Web Master Desk Top Support Specialist Total

$ $

Actual 2016-2017 437,241 228,718 665,959

2016-2017 Budget 1 1 1 1 4

$ $

Budget 2017-2018 553,486 280,693 834,179

2017-2018 Budget 1 1 1 1 4

$ $

Budget 2018-2019 573,757 285,070

% Change 2018-2019 3.66% 1.56%

858,827

2.95%

2018-2019 Budget 1 1 1 1 4

2018-2019 Additions

156

SANITATION DEPARTMENT MISSION STATEMENT: The Sanitation Department mission is to provide the citizens of Mansfield, Texas a cost effective, resource conscious, waste disposal process that removes refuse and recyclable materials of residents and businesses within the City of Mansfield. Department at a Glance The City of Mansfield has individually contracted with its Sanitation Services Company to perform the collection of refuse and recyclable materials on behalf of the City. The relationship between the City of Mansfield and the company is administered through the Finance Department and the City Administration Department. The Sanitation contract increased 6.30% due to increased residential and commercial growth and increased sanitation fees. Key Goals and Objectives Goal 1 Increase residential and commercial participation in the recycling program. Objectives: • Educate and inform the citizens as to the value of recycling. • Research and find ways to make recycling easier and fun for citizens. • Convey to participants the necessity to recycle and extend the life of local landfills. • Develop the recycling cart program to fit the individual needs of the citizens. Goal 2 Work with the contractor to increase public satisfaction. Objectives: • Increase communication by resolving complaints immediately. • Require the contractor to use the latest technology and equipment to service the citizens. • Require the contractor to project a professional image by using up to date equipment and a professional workforce. Goal 3 Provide the Best Value to the citizens. Objectives: • Work with the disposal contractor to ensure residential and commercial customers receive the best service available by requiring a regular schedule City-wide. • Establish minimum service levels to ensure customer satisfaction. • Monitor service levels and rates structure within the marketplace as compared to the City’s services and fees. • Adhere to minimum service levels to ensure customer satisfaction. Performance Objectives • Increase the use of recycling by citizens and commercial accounts. • Reduce service complaints.

157

Actual 2015/2016

Sanitation Demand Waste Disposal Accounts (residential) Waste Disposal Accounts (commercial) Workload Annual Waste Disposal Pick-Ups Waste Disposal Area (sq. miles) Productivity Avg. Residential Pick-Up per Week Percent of Disposal Pick-Ups Weekly Effectiveness Complaints resolved within 24 hours

Actual 2016/2017

18,013 858

Budget 2017/2018

18,462 852

Budget 2018/2019

18,563 878

19,120 904

1,962,584 36.69

2,008,656 36.69

2,021,818 36.69

2,082,473 36.69

2 100%

100%

Measurable Outcomes: â&#x20AC;˘ Customer complaints are resolved within 24 hours of receipt. â&#x20AC;˘ Recycling has increased due to public education and the availability of recycling bins at City hall. Sanitation Summary Personnel Services Operations Total

Actual 2015-2016

Actual 2016-2017

Budget 2017-2018

Budget 2018-2019

% Change 2018-2019

2,234,313

2,319,138

2,239,140

2,380,135

6.30%

2,234,313

2,319,138

2,239,140

2,380,135

6.30%

158

TAX ASSESSING AND COLLECTION DEPARTMENT MISSION STATEMENT: The Tax Assessing and Collection Department mission is to provide cost effective service in the collection of current property tax collection, delinquent property tax accounts and provide accurate accounting of the property tax collections for the City of Mansfield. Department at a Glance The Tax Assessing and Collection function is performed via contract with the Tarrant County Tax Assessor-Collector. The department has no staffing. The operating budget increased 20.69% in FY 20182019 due to increased collection costs from new accounts and collection activity. Key Goals and Objectives Goal Provide a cost effective and efficient service to the citizens. Objectives: • Contract with Tarrant County for the collection of all taxes. • Record and report monthly tax collections to the Business Services Division. Performance Objectives • Ensure the efficient collection of all property taxes. Actual 2015/2016

Tax Assessment Demand Taxable Valuation (millions) Statements Mailed Workload Taxable Accounts Current Collections Productivity Statements Mailed Effectiveness Collection rate

5,246 21,727

Actual 2016/2017 $

Budget 2017/2018

5,453 22,127

6,702 22,450

Budget 2018/2019 $

7,182 22,277

21,727 38M

22,127 41M

22,450 46M

22,277 49M

21,727

22,127

22,450

22,277

100%

Measurable Outcomes: • Collect 100% of all current and delinquent property taxes. Tax Assessment Summary Personnel Services Operations Total

Actual 2015-2016

Actual 2016-2017

Budget 2017-2018

Budget 2018-2019

% Change 2018-2019

286,967

294,561

290,000

350,008

20.69%

286,967

294,561

290,000

350,008

20.69%

159

CITY SECRETARY DEPARTMENT MISSION STATEMENT: The mission of the City Secretary’s Office is to promote open and responsive government by recording and preserving the City’s legislative history and official documents, providing public information, and conducting municipal elections in accordance with State Law. Department at a Glance The City Secretary Department budget increased 30.39% in FY 2018-2019 due to a merit increase and the addition of one new records manager in FY 2017-2018. Operational costs increased slightly in anticipation of increased election costs. Key Goals and Objectives Goal 1 Ensure the integrity of records and historical information of the City of Mansfield. Objectives: • Establish a filing system that will preserve and protect legislative history, contracts, and other official documents maintained by the City Secretary’s Office. • Establish an inventory of records maintained by the City Secretary’s Office to facilitate expedient retrieval of information and records. • Coordinate the production of records requested pursuant to the Texas Public Information Act. Goal 2 Facilitate an effective Records Management Program. Objectives: • Assist other City departments with implementation and ongoing execution of the Records Management Program. • Facilitate the approval and destruction process for expired records stored in-house and off-site. Goal 3 Maintain a professional, legal, and ethical municipal election process. Objectives: • Partner with other governmental agencies to streamline the voting process for City of Mansfield residents within Tarrant, Ellis, and Johnson Counties. • Attend educational seminars to stay abreast of legislative changes impacting election procedures and local candidates for office. Performance Objectives • Ensure the integrity of the legal documents of the City. • Continue to enroll ordinances and resolutions as mandated by City Council. • Ensure the integrity of the election process.

160

City Secretary Demand Council Meetings Subcommittee Meetings Emergency Meetings Workload Ordinances Enrolled Resolutions Enrolled Open Record Requests Processed Vital Records Processed Vehicle Registrations Processed Bid Openings Conducted Effectiveness Open Records Requests within 10 days Records Destroyed within 12 months

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

36 21 0

35 19 0

40 18 1

40 20 1

47 137 343 2,647 228 26

53 114 422 2,657 228 24

48 110 350 2,800 228 30

55 120 1,600 30

100% 50%

100% 80%

Measurable Outcomes: â&#x20AC;˘ Process requests for public information within ten business days of submission. â&#x20AC;˘ Complete destruction of records maintained off-site within twelve months after expiration of the prescribed preservation period mandated by Texas State Library & Archives Commission Record Control Schedules. City Secretary Summary Personnel Services Operations Total

$ $

Actual 2015-2016 265,458 59,766 325,224

Full Time Equivalent Positions City Secretary Assistant City Secretary Records Manager Total

$ $

Actual 2016-2017 301,504 55,565 357,069

2016-2017 Budget 1 1 1 3

$ $

Budget 2017-2018 315,440 65,099 380,539

2017-2018 Budget 1 1 1 3

$ $

Budget 2018-2019 428,032 68,166

% Change 2018-2019 35.69% 4.71%

496,198

30.39%

2018-2019 Budget 1 1 2 4

2018-2019 Additions

1 1

161

POLICE DIVISION

Administration Administer all activities of the Police Division Provide quality police services to the citizens Reduce crime wherever possible Encourage community involvement Assist local agencies as needed Assist City departments as needed

Patrol Respond to calls for service Provide a safe community Deter crime Traffic Enforcement

Traffic Enforcement Special Services Commercial Vehicle Enforcement Training

Criminal Investigations Investigate and solve crimes Implement a victims assistance program Establish a polygraph program Prosecute offenders

Community Resources Provide community with programs to increase public awareness Implement electronic fingerprinting of youth Provide the “Every 15 Minute” program

Communications Dispatch services City-wide Maintain City-wide radio system Maintain 911 system Maintain records

• •

Municipal Court Collect and adjudicate fines Clear outstanding warrants Provide customers with clear and concise information

Police Division Highlights In 2018-2019, the Patrol Department’s calls for service are estimated to exceed 66,816. The Criminal Investigations Department is expected to clear 1,800 cases in FY 2018-2019.

162

POLICE DIVISION AT A GLANCE Budget Summary The Police Division budget increased 6.34% in FY 2018-2019. The increase is due to a merit increase, market adjustment, and the addition of four patrol officer positions previously funded in the Law Enforcement Center, as well as increased overtime and contract service costs.

Total

Division Summary Personnel Services Operations Total

Actual 2016-2017 1,531,355 2,401,972 6,641,544 476,720 478,324 2,668,216 630,653 615,322 254,122 635,170 146,180 526,169 206,559

Actual 2015-2016 1,406,468 2,530,479 6,468,391 439,005 313,470 2,572,202 604,670 150,860 229,090 657,743 98,135 304,892 197,222

Departments Police Administration Communications Patrol Operations Traffic Commercial Vehicle Enforcement Criminal Investigations Municipal Court Community Resource K-9 Animal Control Training Task Force Grants $

$ $

15,972,628

Actual 2015-2016 13,184,364 2,788,264 15,972,628

$ $

17,212,306

Actual 2016-2017 14,116,523 3,095,783 17,212,306

Budget 2017-2018 1,543,210 2,671,445 7,705,371 604,860 320,581 2,676,586 738,785 685,515 272,819 666,813 110,571 312,405 $

$ $

18,308,959

Budget 2017-2018 15,828,813 2,480,146 18,308,959

Budget 2018-2019 1,476,290 2,790,018 8,151,530 562,787 334,592 2,887,667 904,282 714,910 143,465 691,746 423,984 388,040 -

% Change 2018-2019 -4.34% 4.44% 5.79% -6.96% 4.37% 7.89% 22.40% 4.29% -47.41% 3.74% 283.45% 24.21% -

19,469,311

6.34%

Budget 2018-2019 16,993,883 2,475,428

% Change 2018-2019 7.36% -0.19%

19,469,311

6.34%

MISSION STATEMENT FOR THE POLICE DIVISION: Our mission is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere promoting the highest quality of life for all people.

163

POLICE ADMINISTRATION Department at a Glance The Police Administration Department includes the Police Chief, Assistant Police Chief, one training sergeant, one administrative assistant, four administrative staff and one custodian to support the Police Division. The Administration Department budget decreased 4.34% due to the elimination of one position from the administrative budget. Key Goals and Objectives Goal 1 Continue archiving paper police records to a digital format. Objectives: • Increase storage capabilities by moving to a digital format. • More effective retrieval of archived documents. Goal 2 Receive recognition status through the Texas Police Chief’s Association Law Enforcement Recognition/ “Best Practices” program. Objectives: • Complete submission of designated policies and prepare for on-site evaluation. • Receive recognition status within the first quarter of the fiscal year. Goal 3 Continue management succession planning. Objectives: • Identify critical training for each position of management. • Identify the education requirements to achieve advancement. Performance Objectives • Continue archiving paper police records to digital format. • Receive recognition status through the Texas Police Chief’s Association Law Enforcement Recognition/”Best Practices” program. • Continue with management succession planning.

164

Actual 2015/2016

Administration Demand Population Increase Calls for Service Service Area (miles) Workload Division Staffing Arrests Operating budget Productivity Average Cost per Citizen Department Budget Meetings Effectiveness Department Turnover Training Hours per Officer Percent of Mandatory Training

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

1% 63,737 36.69

13% 63,295 36.69

2% 64,000 36.69

2% 66,816 36.69

10 1919 $1,455,852

9 2004 $1,508,684

9 1900 $1,543,210

8 2248 $1,476,290

$23.92 8

$21.93 8

$21.99 8

$21.10 8

0 80 Over 100%

11 100 Over 100%

0 120 Over 100%

3 100 Over 100%

Measurable Outcomes: • Continue archiving paper police records to digital format. • Receive recognition status through the Texas Police Chief’s Association Law Enforcement Recognition/”Best Practices” program. • Continue with management succession planning.

Police Administration Summary Personnel Services Operations Total

$ $

Police Administration Full Time Equivilent Positions Police Chief Assistant Chief Training Sergeant Administrative Assistant Administrative Support Custodian Total

Actual 2015-2016 843,401 563,067 1,406,468

Actual 2016-2017 946,800 584,555

2016-2017 Budget 1 1 1 1 4 1 9

1,531,355

Budget 2017-2018 990,934 552,276

2017-2018 Budget 1 1 1 1 4 1 9

1,543,210

Budget 2018-2019 910,282 566,008

% Change 2018-2019 -8.14% 2.49%

1,476,290

-4.34%

2018-2019 Budget 1 1 1 1 3 1 8

2018-2019 Additions

-1 -1

165

COMMUNICATIONS Department at a Glance The Communications Department includes the Communications Supervisor, one radio systems manager, one assistant radio systems manager and twenty-one dispatch positions. The Communications Department budget decreased 4.44%% in FY 2018-2019 due to a merit adjustment, overtime costs and annual service contract costs. Key Goals and Objectives Goal 1 Provide a high level of call taking service with the community during 9-1-1 emergency calls into the Communications Center. Objectives: • Provide all employees with a skill set to continue a professional and high level of service as it relates to call taking. • Review calls with employees in any area of call taking that show a need for improvement during quality assurance reviews. Goal 2 Achieve accreditation standards in emergency medical dispatching (EMD) protocols through EMD quality assurance standards. Objectives: • Review minimum of 25 EMD calls per week and evaluate through EMD quality assurance standards. • Ensure all Communications Department employees receive Emergency Readiness training. Goal 3 Enhance the emergency readiness plan(s) for the Communication Department Objectives: • Attend table top discussion related to large scale multi-agency incident involving police, fire and EMS. • Ensure all Communications Department employees receive emergency readiness training. Performance Objectives • Provide a high level of call taking service with the community during 9-1-1 emergency calls into the Communications Center. • Achieve accreditation standards in emergency medical dispatching (EMD) protocols through EMD quality assurance standards. • Enhance the emergency readiness plan(s) for the Communication Department

166

Actual 2015/2016

Communications Demand Population Served Calls for Service 911 Calls for Service Workload Calls for Service Calls for Service per 8 Hour Shift 911 Calls per 8 Hour Shift Productivity Average Cost per Citizen Average Staffing per Shift Effectiveness Dispatched Calls Under 8 Minutes Percent of Mandatory Training

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

60,872 89,308 36,745

68,784 89,925 19,790

70,170 90,953 40,338

73,410 92,622 20,779

89,308 82 34

89,925 82 18

90,953 88 36

92,622 84 19

$41.57 4

$34.92 4

$38.07 4

$38.01 4

95% 100%

98% 100%

Measurable Outcomes: • Conduct 20 call taking quality assurance reviews during random 9-1-1 calls. • Provide continuing education training to build on professional and high level of service with emergency medical dispatching. • Prepare Communications department staff on how to respond to low risk large scale incidents.

Communications Summary Personnel Services Operations Total

$ $

Communications Full Time Equivilent Positions Communications Supervisor Radio Systems Manager Assistant Radio Systems Mgr. Dispatchers Total

Actual 2015-2016 1,841,635 688,844 2,530,479

Actual 2016-2017 1,855,206 546,766

2016-2017 Budget 3 1 1 19 24

2,401,972

Budget 2017-2018 2,128,670 542,775

2017-2018 Budget 3 1 1 19 24

2,671,445

Budget 2018-2019 2,222,734 567,284

% Change 2018-2019 4.42% 4.52%

2,790,018

4.44%

2018-2019 Budget 3 1 1 19 24

2018-2019 Additions

167

PATROL Department at a Glance The Police Patrol Department includes the Assistant Police Chief, one captain, five sergeants, six corporals, forty six patrol officers and one part-time public safety officer. The Patrol Department increased 5.79% due to a merit increase, market adjustments, overtime increases, and the addition of funding for additional patrol positions. Key Goals and Objectives Goal 1 Increase the amount of judgement based/decision making type training for officers. Objectives: • Provide training to officers to improve judgement and decision making. • Improve overall confidence and knowledge in decision making. Goal 2 Assign patrol sergeants a patrol beat to be accountable for in each designated area of the city. Objectives: • Keep better tracking and enforcement of each beat. • Improve relationships with the business community in each area. Goal 3 Reduce construction type theft. Objectives: • Through directive and statistical driven patrol, make arrests and recover stolen property. • Build relationships with home builders and other construction companies with active job sites and have a quick representative response and accurate contact information as needed. Performance Objectives • Increase the amount of judgement based/decision making type training for officers. • Assign patrol sergeants a patrol beat to be accountable for in each designated area of the city. • Reduce construction type theft.

168

Actual 2015/2016

Patrol Demand Population Calls for Service 911 Calls for Service Service Area Workload Departmental Staffing Departmental Budget Traffic Citations DWI Arrests Accidents-Non-Injury Accidents-Injury Productivity Average Cost per Citizen Average Staffing per Shift Effectiveness Calls Answered in Under 8 Minutes Turnover Accidents-Injury

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

60,872 63,705 26,210 36.69

68,784 63,295 28,929 36.69

70,170 64,000 28,124 36.69

73,410 66,816 30,375 36.69

51 $6,468,391 5408 109 553 393

52 $6,641,544 4,273 143 1421 540

58 $7,705,371 4242 150 650 500

60.5 $8,151,530 4756 165 1510 595

$106.26 8

$96.56 8

$109.81 9

$111.04 9

81% 1 393

90% 7 540

82% 0 500

85% 1 595

Measurable Outcomes: • See improved decision making on calls with less discipline issues. • Better flow of information about crime statistics and trends. • Reduction of construction site theft. Patrol Summary Personnel Services Operations Total

$ $

Patrol Full Time Equivilent Positions Assistant Chief Captain Patrol Sergeant Patrol Corporal Patrol Officer Total

Actual 2015-2016 5,902,305 566,086 6,468,391

Actual 2016-2017 5,912,250 729,293

2016-2017 Budget 1 1 5 6 39 52

6,641,544

Budget 2017-2018 7,085,625 619,746

2017-2018 Budget 1 1 5 6 45 58

7,705,371

Budget 2018-2019 7,568,420 583,110

% Change 2018-2019 6.81% -5.91%

8,151,530

5.79%

2018-2019 Budget 1 1 5 6 47.5 60.5

2018-2019 Additions

2.5 2.5

169

TRAFFIC Department at a Glance The Traffic Department captures actual costs and performance measures of traffic enforcement and investigations within the City. The Traffic Department consists of one Sergeant, three full-time motor officers and one part-time officer. The Traffic Department budget decreased 6.96% due to realignment of positions within the police division, reduction in overtime and reduced operating costs. Key Goals and Objectives Goal 1 Increase proactive enforcement in active school zone congestion areas. Objectives: • Targeted enforcement of parking violations around active school zones that create congestion. • Conduct routine inspections around active school zones to ensure all signage and equipment is working properly especially around school zones with nearby road construction. Goal 2 Identify and enforce the violations in road construction zones within the city. Objectives: • Targeted enforcement in road construction work zones to reduce speeding and other hazardous violations by 10% • Targeted enforcement in road construction zones to reduce accidents in these zones by 10%. Goal 3 As a community outreach opportunity, extend the “New Driver Training Program” to include each driving school within the city. Objectives: • Traffic officers will teach short programs at the driving schools about seat belt usage, distracted driving and how to respond when interacting with law enforcement officers. • Traffic Officers will answer questions from student drivers in a positive setting in an effort to develop positive interactions. Performance Objectives • Increase proactive enforcement in active school zone congestion areas. • Identify and enforce the violations in road construction zones within the city. • As a community outreach opportunity, extend the “New Driver Training Program” to include each driving school within the city.

170

Actual 2015/2016

Traffic Demand Calls for Service 911 Calls for Service Service Area Workload Department Staffing Arrests Traffic Citations DWI Arrests Accidents-Non Injury Accidents-Injury Productivity Accidents-Non Injury Accidents-Injury Effectiveness Accidents-Non Injury Accidents-Injury

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

2,794 221 36.69

2,718 220 36.69

3,750 250 36.69

2 1 1,895 0 123 60

3 5 1,729 0 102 51

4 1 1,550 0 150 75

4.5 6 3,600 0 200 75

123 60

102 51

150 75

200 75

123 60

102 51

150 75

200 75

Measurable Outcomes: • Reduce congestion around school zones and reduce complaints by 20%. • Reduce road construction violations and accidents by 10% • Create positive contacts with at least 100 new drivers during this year through the “New Driver Training Program”

Traffic Summary Personnel Services Operations Total

$ $

Traffic Full Time Equivilent Positions Traffic Investigator Motor Officers Total

Actual 2015-2016 404,291 34,714 439,005

Actual 2016-2017 426,005 50,715

2016-2017 Budget 1 2 3

476,720

Budget 2017-2018 563,909 40,951

2017-2018 Budget 1 3 4

604,860

Budget 2018-2019 522,994 39,793

% Change 2018-2019 -7.26% -2.83%

562,787

-6.96%

2018-2019 Budget 1 3.5 4.5

2018-2019 Additions 0.5 0.5

171

COMMERCIAL VEHICLE ENFORCEMENT Department at a Glance The Commercial Vehicle Enforcement Department includes one sergeant and one patrol officer. The Commercial Vehicle Enforcement budget increased 4.37% due to a merit adjustment, certification increases and increased fuel costs. Key Goals and Objectives Goal 1 Reduce truck route violations by 20%. Objectives: • Officers will work details specifically related to truck route laws within the city. • Officers will work with city departments to update truck route signage and update the city website identifying illegal truck routes. Goal 2 Reduce aggressive cars and trucks by 10% utilizing Commercial Vehicle Safety Alliance guidelines. Objectives: • Create details to enforce reckless driving violations around commercial vehicles by passenger vehicles. • Targeted enforcement to enforce reckless acts by commercial vehicles around other traffic. Goal 3 Increase compliance of Texas size, weight and securement laws by 10% to ensure CMV safety and roadway preservation within the city limits. Objectives: • Targeted enforcement of aggregate haulers (rock, dirt, etc.) traveling within the city limits. • Enforcement operations focused on securement of payloads on designated roads with heavy truck traffic. Performance Objectives • Reduce truck route violations by 20%. • Reduce aggressive cars and trucks driving by 10%. • Increase compliance of Texas size, weight and securement laws by 10% to ensure CMV safety and roadway preservation within the city limits.

172

Actual 2015/2016

Commercial Vehicle Enforcement Demand Calls for Service 911 Calls for Service Service Area (square miles) Workload Arrests Traffic Citations DWI Arrests Accidents-Non Injury Accidents-Injury Productivity Average Cost per Citizen Effectiveness Contacts Inspections Infractions Vehicles Placed Out of Service Weight Violations Vehicles With No Violations Post Crash Inspections Federal Citations Issued State Citations Issued Accidents-Injury Accidents-Fatality Percent of Mandatory Training

Actual 2016/2017

Budget 2018/2019

Budget 2017/2018

3286 381 36.69

4172 411 36.69

3000 400 36.69

3100 400 36.69

15 1424 2 159 76

24 1729 0 134 67

25 2313 1 175 85

24 2400 1 175 85

$5.15

$6.95

$4.57

$4.56

2100 800 2100 200 105 344 6 295 1100 76 2 100%

2183 725 2183 200 198 153 9 300 1429 81 0 100%

2400 925 2400 225 140 350 15 300 1500 85 2 100%

2400 800 2400 225 150 350 15 300 1500 85 2 100%

Measurable Outcomes: • Reduce truck route violations by 20% within the city. • Through regular enforcement, reduce aggressive driving by 10%. • Through regular enforcement, reduce overweight and securement violations by 10%.

Commercial Vehicle Enforcement Summary Personnel Services Operations Total

$ $

CVE Full Time Equivilent Positions Patrol Officers Total

Actual 2015-2016 279,519 33,952 313,470

Actual 2016-2017 404,695 73,629

2016-2017 Budget 2 2

478,324

Budget 2017-2018 286,243 34,338

2017-2018 Budget 2 2

320,581

Budget 2018-2019 299,666 34,926

% Change 2018-2019 4.69% 1.71%

334,592

4.37%

2018-2019 Budget 2 2

2018-2019 Additions 0

173

CRIMINAL INVESTIGATIONS Department at a Glance The Criminal Investigation Department includes one captain, two sergeants, one crime scene director, crime scene technician, one victim assistance coordinator, eleven detectives, two property technicians, one civilian investigator and one crime analyst. The CID budget increased 7.89% due to a merit adjustment and the addition of one detective to the department. Key Goals and Objectives Goal 1 Implement the National-Incident Based Reporting System (NIBRS) to replace the current Uniform Crime Reporting (UCR) system. Objectives: • Certify our Police Division records manager as a NIBRS Coordinator and train one additional employee for assistance, back up and quality control • Provide local training to facilitate implementation and to establish a network with those agencies making the transition. Goal 2 Enhance continuing education and in-house initiatives for sworn and non-sworn personnel. Objectives: • The CID captain and supervisors within the division will develop training summaries, review critical case events, discuss case dispositions and regularly interact with the patrol department personnel to enhance better communication and effectiveness. • Arrange on -going training to each member of the division in an effort to keep them proficient in trends within the industry. Goal 3 Property Technicians will work in cooperation with an independent auctioning company for final disposition of items contained in the property room for better efficiency in final dispositions. Objectives: • Property Room Technicians will be trained in the use of Propertyroom.com platform for final dispositions of items approved by the court. • Quarterly pickups will be arranged by the property room personnel in coordination with Propertyroom.com for the on-going purpose of keeping the property room as orderly, professional and efficient as possible. Performance Objectives • Implement the National-Incident Based Reporting System (NIBRS) to replace the current Uniform Crime Reporting (UCR) system. • Enhance continuing education and in-house initiatives for sworn and non-sworn personnel. • Property Technicians will work in cooperation with an independent auctioning company for final disposition of items contained in the property room for better efficiency in final dispositions.

174

Actual 2015/2016

CID Demand Population Operating Budget Cases Assigned Polygraphs Workload Cases Assigned Cases Per Investigator Productivity Average Cost per Citizen Cases Cleared Cases Assigned Per Investigator Effectiveness Average Cost per Citizen Percent of Cases Cleared

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

60,872 $2,572,202 2,180 32

68,784 $2,668,216 2,635 50

70,170 $2,676,586 2,650 75

73,410 $2,887,667 2,800 80

2,180 273

2715 226

2,650 265

2,800 265

$42.26 1,453 273

$38.79 1670 226

$38.14 1,765 265

$39.34 1,800 265

$42.87 66%

$38.79 62%

$38.16 66%

$40.93 66%

Measurable Outcomes: • • •

Full training and implementation of the NIBRS Incident Based Reporting system in compliance with Federal guidelines. Each member of the department will attend at least one training event specific to their area of responsibility. Full implementation of Propertyroom.com for disposition of those items approved for auction by policy and court disposition.

Criminal Investigations Summary Personnel Services Operations Total

Actual 2015-2016 2,330,627 241,575

Criminal Investigations Full Time Equivilent Positions CID Captain CID Sergeant Crime Scene Technician Property Technician Detectives Detective-Polygraph Civil Investigator Crime Analyst Victims Assistantance Coordinator Total

2,572,202

Actual 2016-2017 2,395,171 273,045

2016-2017 Budget 1 2 2 2 9 1 1 1 1 20

2,668,216

Budget 2017-2018 2,418,977 257,609

2017-2018 Budget 1 2 2 2 9 1 1 1 1 20

2,676,586

Budget 2018-2019 2,632,482 255,185

% Change 2018-2019 8.83% -0.94%

2,887,667

7.89%

2018-2019 Budget 1 2 2 2 10 1 1 1 1 21

2018-2019 Additions

175

MUNICIPAL COURT Department at a Glance The Municipal Court Department includes one Municipal Judge, one court administrator, two bailiff’s and four court clerks. Three associate judges are funded on a contractual basis. The Municipal Court budget increased 22.4% as a result of moving one additional certified officer position to the court budget and reorganization of the Police Division. Key Goals and Objectives Goal 1 Implement additional technology enhancements in court operations. Objectives: • Expand court services via an e-government environment by allowing defendants to complete disposition forms electronically as well as communicating via e-mail rather than just mail. • Continue full integration of Insite Court Online Component, a new on-line payment software through Tyler Technologies. Goal 2 Enhance the department staff knowledge through continuing education. Objectives: • Each member will continue to expand their education by attending at least one 12 hour training session provided by Texas Municipal Court Education Center. • Clerks will attend at least three court related 1-hour webinars provided by TMCEC or TCCA throughout the fiscal year. Goal 3 Continue to integrate a personnel redundancy system within the department. Objectives: • All clerks will take part in a review of the Standard Operating Procedures for updates, operational review and the application of new and existing procedures. • Cross train all clerks and delegate tasks uniformly throughout the department. Performance Objectives • Implement additional technology enhancements in court operations. • Enhance the department staff knowledge through continuing education. • Continue to integrate a personnel redundancy system within the department.

176

Actual 2015/2016

Municipal Court Demand Annual Arraignments/PC determination Monthly Court Schedule Jury Trials Workload Annual Court Dockets (Adults) Annual Court Dockets (Juveniles) Warrants Issued Productivity Warrants Cleared Average Daily Arraignments Effectiveness Amnesty Proceeds

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

5,696 24 28

6,175 23 27

5,200 24 20

4,300 23 10

5,296 396 2,699

4,752 306 2,270

4,000 300 2,100

8,500 300 1,500

2,580 16

2,409 17

2,200 16

2,000 10

$64,755

$75,023

$60,000

Measurable Outcomes: • • •

Integration of electronic disposition from submission of defendants. Each staff member will complete at least 15 hours of court related training. Provide cross-training to all staff to enhance proficiency outside of normal duties and provide redundancy within the court staff.

Municipal Court Summary Personnel Services Operations Total

$ $

Municipal Court Full Time Equivilent Positions Municipal Judge Court Administrator Deputy Court Clerk Baliff Total

Actual 2015-2016 491,754 112,917 604,670

Actual 2016-2017 538,233 92,420

2016-2017 Budget 1 1 4 1 7

630,653

Budget 2017-2018 641,198 97,587

2017-2018 Budget 1 1 4 1 7

738,785

Budget 2018-2019 811,239 93,043

% Change 2018-2019 26.52% -4.66%

904,282

22.40%

2018-2019 Budget 1 1 4 1 7

2018-2019 Additions

177

COMMUNITY RESOURCES Department at a Glance The Community Resource Department includes five Community Resource Officers. The Community Resource Department budget increased 4.29% due to a merit adjustment and an increase in overtime. Key Goals and Objectives Goal 1 Increase in participation by “Volunteers in “Police Service” (VIPS) members. Objectives: • Have a multi-divisional information and sign up meeting for VIPS members to include all departments within the Police Division. • Attend quarterly meetings with relevant training provided at each meeting. Goal 2 Continue to develop and enhance the Multi-Housing Crime Free initiative. Objectives: • Complete Phase I participation by apartment complexes. • Continue Phase II of Crime Prevention through Environmental Design and encourage 50% participation by apartment complexes. Goal 3 Plan and implement a Crime Free Lifestyle Program (CFL). Objectives: • Conduct one CFL safety fair for the general public and invite vendors, speakers and displays promoting crime watch, block events and other events. • Promote and conduct safety surveys for places of worship. Performance Objectives • Increase in participation by “Volunteers in “Police Service” (VIPS) members. • Continue to develop and enhance the Multi-Housing Crime Free initiative. • Plan and implement a Crime Free Lifestyle Program (CFL).

178

Actual 2015/2016

Community Resources Demand High Schools Serviced Special Events Citizen Police Academy Classes Workload Community Programs Attended Average Class-Citizen Academy Children Fingerprinted Productivity Average Cost per Citizen Home Inspections Effectiveness Percent of Scheduled Meetings Attended Children Fingerprinted

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

6 12 1

6 17 2

6 10 2

3 20 2

95 20 125

120 20 0

125 15 175

150 20 0

$2.48 18

$8.95 0

$9.77 25

$9.74 50

100% 125

100% 0

100% 175

100% 0

Measurable Outcomes: • VIP members active in three departments by September 1, 2019. • 50% of CFMH complexes by September 1, 2019. • Hold one safety fair for 2019.

Community Resource Summary Personnel Services Operations Total

Community Resources Full Time Equivilent Positions Community Resource Officers Total

$ $

Actual 2015-2016 105,993 44,867 150,860

Actual 2016-2017 560,300 55,022

2016-2017 Budget 5 5

615,322

Budget 2017-2018 627,068 58,447

2017-2018 Budget 5 5

685,515

$ $

2018-2019 Budget 5 5

Budget 2018-2019 655,881 59,029

% Change 2018-2019 4.59% 1.00%

714,910

4.29%

2018-2019 Additions 0

179

K-9 SERVICES Department at a Glance The K-9 Department includes one officer/K-9 handler. The K-9 budget decreased due to one officer being reassigned within the division. Key Goals and Objectives Goal 1 Develop a stronger bond with the community through community relations efforts. Objectives: • Become more involved with the Community Resources Office to provide demonstrations of K-9 abilities at events. • Develop relationships with community organizations to further enhance our bond with the community. Goal 2 Develop a narcotics interdiction plan along Highway 287. Objectives: • Attend and advance a highway intersection course. • Assist the Patrol Department with all highway intersection stops. Goal 3 Establish a relationship with the area narcotics units. Objectives: • Reach out to local narcotic units in order to assist them with narcotic searches. • Establish contacts with the Ellis County STOP unit in order to provide assistance to the narcotics unit. Performance Objectives • Develop a stronger bond with the community through community relations efforts. • Develop a narcotics interdiction plan along Highway 287. • Establish a relationship with the area narcotics units.

K-9 Demand Requests for Assistance Workload Building Searches Assist Other Agencies Narcotic Searches Productivity Average Cost per Citizen Effectiveness Percent of Narcotic Finds

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

20 30 45

0 32 25

9 15 50

0 35 50

$3.76

$3.69

$3.89

$1.95

50%

48%

30%

50%

180

Measurable Outcomes: • Increase the number of narcotic searches by at least 20%. • Provide case law training for the Patrol Department. • Increase number of other agency calls by 20%.

K-9 Summary Personnel Services Operations Total

$ $

K-9 Full Time Equivilent Positions K-9 Officer Total

Actual 2015-2016 215,528 13,562

Actual 2016-2017 231,712 22,410

229,090 $

2016-2017 Budget 2 2

Budget 2017-2018 245,002 27,817

254,122 $

2017-2018 Budget 2 2

Budget 2018-2019 126,780 16,685

% Change 2018-2019 -48.25% -40.02%

143,465

-47.41%

272,819 $

2018-2019 Budget 1 1

2018-2019 Additions -1 -1

“Officer” Oso Oso is a Belgium Malinois who was born in Holland and was purchased by the City of Mansfield on September 23, 2013. Oso was introduced and trained for two months by a Mansfield Police officer in Kasseburg Kennels in New Market, AL. By the end of the school Oso and his Officer were certified by the National Narcotic Detector Dog Association as a K9 Team.

181

ANIMAL CARE AND CONTROL Department at a Glance The Animal Control Department includes the Animal Control Manager, three officers, two kennel technicians and the receptionist. The Animal Control budget increased 3.74% due to a merit adjustment. Key Goals and Objectives Goal 1 Develop a program to promote adoptable animals. Objectives: • Promote a healthy lifestyle with adoptable animals by combining an outdoor activity with shelter animals. • Promote adoptable animals jointly with the parks & recreation programs both in the fall and spring. Goal 2 Enhance the adoption program by opening the animal shelter one Saturday per month. Objectives: • Promote one weekend per month that the Animal Shelter will be open both on social media and the city website. • Open the shelter from 12:00-4:00 on Saturday. Goal 3 Develop Animal Shelter forms that will improve the daily case work. Objectives: • Create investigation logs specific to the types of cases Animal Control handles. • Revise current forms and make all forms available through Power DMS. Performance Objectives • Develop a program to promote adoptable animals. • Enhance the adoption program by opening the animal shelter one Saturday per month. • Develop Animal Shelter forms that will improve the daily case work.

182

Actual 2015/2016

Animal Control Demand Annual Service Calls Animals Impounded Workload Animals Impounded Animals Reclaimed, Rescued etc. Animals Euthanized Productivity Animals Adopted Animal Control Deposits Effectiveness Animals Adopted Animals Impounded Service Calls Answered within 24 hours Animals Returned as % Animals Euthanized as %

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

2523 1506

3092 1539

3000 2000

3500 2000

1506 516 515

1539 501 583

2000 850 500

475 $39,142

455 $28,628

650 $45,000

475 1506 100% 34% 32%

455 1539 100% 33% 38%

650 2000 100% 43% 25%

Measurable Outcomes: • Conduct two events during the fiscal year. • Open the Animal Shelter one Saturday per month from 12:00-4:00 p.m. • Develop and revise investigative forms for daily activities. Animal Control Summary Personnel Services Operations Total

$ $

Animal Control Full Time Equivilent Positions Animal Control Manager Animal Control Officers Kennel Technician Receptionist Total

Actual 2015-2016 516,205 141,538 657,743

Actual 2016-2017 493,055 142,114

2016-2017 Budget 1 3 2 1 7

635,170

Budget 2017-2018 528,783 138,030

2017-2018 Budget 1 3 2 1 7

666,813

Budget 2018-2019 559,857 131,889

% Change 2018-2019 5.88% -4.45%

691,746

3.74%

2018-2019 Budget 1 3 2 1 7

2018-2019 Additions

183

TRAINING Department at a Glance The Training Department budget increased due to the transfer of two full time positions to this department. Previously, only operational costs were budgeted for this department. Key Goals and Objectives Goal 1 Complete Bi-annual recertification courses for the Police Division. Objectives: • Provide officers with any new updates in training or policies. • Provide officers with state mandated required training hours for the current cycle. Goal 2 Enhance the effectiveness of the training division by certifying an additional instructor in defensive tactics and Taser training. Objectives: • Allows for additional classes to be added to the department. • Allows for more flexibility of scheduling. Goal 3 Increase officer readiness through verbal de-escalation training. Objectives: • Incorporate verbal de-escalation training into bi-annual defensive tactics training and quarterly simulator training. • Build officers’ confidence and skill level with verbal de-escalation techniques through classroom instruction and simulator scenario training. Performance Objectives • Complete Bi-annual recertification courses for the Police Division. • Enhance the effectiveness of the training division by certifying an additional instructor in defensive tactics and Taser training. • Increase officer readiness through verbal de-escalation training.

184

Training Facility Demand Certified Police Officers Trained (Outside Agency) Range Operation Hours (Total) Range Maintenance Hours (Total) TCOLE Required Training hours Firearms Instructors (Number) Firearms Instructors Range Training Hours Workload Certified Police Officers (City) Certified Fire Officers (City) Certified Police Officers Trained (Outside Agency) Specialized Training Courses Specialized Training Hours TCOLE Mandated Qualifying Night Qualifying Productivity Certified Police Officers (City) Certified Fire Officers (City) Certified Police Officers Trained (Outside Agency) Specialized Training Courses Specialized Training Hours Effectiveness Training Hours per FTE

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

25 3,166 60 2 5 230

37 1,859 75 2 5 170

40 4,000 70 2 5 200

40 3,500 96 2 5 200

102 5 25 12 102 1 1

103 5 37 5 62 1 1

108 5 40 12 113 1 1

108 4 40 8 65 1 1

102 5 25 12 102

103 5 37 5 62

108 5 40 12 113

108 4 40 8 65

Measurable Outcomes: • Completion of required recertification courses by December 31, 2018. • Certify an additional instructor in Defensive Tactics and Taser training by the second quarter of the fiscal year. • Provide verbal de-escalation techniques training to all officers during defensive tactics and quarterly simulator training.

Training Summary Personnel Services Operations Total

Actual 2015-2016 $ $

Training Full Time Equivilent Positions Training Officers Total

Actual 2016-2017

98,135

2016-2017 Budget 0 0

Budget 2017-2018

146,180

2017-2018 Budget 0 0

110,571

Budget 2018-2019 295,506 128,478

2018-2019 Budget 2 2

% Change 2018-2019

423,984

16.20% 283.45%

2018-2019 Additions 2 2

185

AUTO BURGLARY & THEFT PREVENTION AUTHORITY GRANT Department at a Glance The Mansfield Police Division has received a grant through the Texas Automobile & Theft Prevention Authority (ABTPA) since 2011. Each year the Police Division submits for funding to operate a multiagency Task Force to combat auto thefts and property thefts from vehicles. Grant funds received by the ABTPA in FY 2018-2019 are budgeted at $360,058. These funds provide the salaries for five full-time investigators and one secretary. City of Mansfield personnel in this department include one secretary, one investigator and one administrator. The Task Force coverage area includes Ellis and Johnson Counties and the Cities of Mansfield, Burleson and Kennedale, Texas. Key Goals and Objectives Goal 1 Reduce auto theft. Objectives: • Reduce auto theft through proactive measures including but not limited to undercover operations and vehicle inspections. • Collaborate with insurance agencies as well as other law enforcement agencies to combat auto theft. Goal 2 Reduce auto burglary. Objectives: • Reduce auto burglary through proactive measure including but not limited to undercover operations and vehicle inspections. • Collaborate with insurance agencies as well as other law enforcement agencies to combat auto burglary. Goal 3 Improve public awareness/prevention. Objectives: • Educate and inform the citizens on prevention methods. • Educate and train area wide law enforcement on auto theft. Performance Objectives • Reduction in auto thefts. • Reduction in auto burglaries. • Increased public awareness and prevention.

186

Actual 2015/2016

Auto Theft Task Force Demand Auto Thefts in Program Area Burglary from Vehicle Thefts in Program Area Mansfield Police Assigned to Task Force Total Law Enforcement Officers Assigned Workload Cases Assigned Average Annual Cases Assigned per Investigator Number of Vehicles Inspected Productivity Auto Crimes Arrests Stolen Vehicles Recovered Cases Assigned per Investigator Effectiveness Percent of Cases Cleared Value in Vehicles Recovered Value in Stolen Parts/Other Property Recovered Value in Burglary from Vehicle Property Recovered

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

248 575 3 7

274 702 3 8

275 625 3 8

265 700 3 8

729 125 2,710

702 133 2750

810 150 3,500

800 145 3000

187 264 125

167 274 133

210 300 150

200 300 145

58% $2,851,660 $1,011,776 $205,918

58% $3,434,635 $1,199,504 $362,575

62% $3,200,000 $1,500,000 $325,000

60% $3,100,000 $1,500,000 $325,000

Measurable Outcomes: • At least 60% of cases cleared. • At least $3,100,000 in vehicle value recovered. • At least $325,000 in property value recovered from vehicle burglaries. ABTPA Grant Summary Personnel Services Operations Total

$ $

ABTPA Grant Full Time Equivilent Positions Sergeant Patrol Officer Administrative Assistant Total

Actual 2015-2016 253,106 51,786 304,892

Actual 2016-2017 353,096 173,074

2016-2017 Budget 1 1 1 3

526,169

Budget 2017-2018 312,405 -

2017-2018 Budget 1 1 1 3

312,405

Budget 2018-2019 388,040 -

% Change 2018-2019 24.21%

388,040

24.21%

2018-2019 Budget 1 1 1 3

2018-2019 Additions

187

FIRE DIVISION

Administration Administer Fire Department Operations Protect all citizens from hazards Protect all employees from hazards Maintain a highly skilled workforce Provide ambulance billing services

Prevention Provide annual Fire Inspection Services Reduce the risks & effects of fire Enforce fire codes & laws

Fire Operations Provide pre-hospital emergency care & transportation Update medical protocols annually Respond to fire/EMS calls promptly

Emergency Management Monitor weather conditions Develop and implement emergency disaster procedures Review and update Emergency Operations Plans Test emergency operations plans

• • • •

Fire Division Highlights The Fire Division is projected to transport 3,246 patients in FY 2018-2018. 93% of the time, calls for service are answered within 8 minutes. 100% of mandatory training is provided. 10,786 calls for service are projected in FY 2018-2019.

188

MISSION STATEMENT FOR THE FIRE DIVISION: Mansfield Fire Rescue is a customer service organization that exists to protect the lives and property of our citizens, members, and visitors, and to foster the feeling of safety â&#x20AC;&#x201C; any place, any time â&#x20AC;&#x201C; through planning, mitigation, response, and restoration.

VISION STATEMENT: We will give an all-out effort to refine our service delivery, expand our capabilities, increase our efficiency, and elevate the superior level of customer service we now provide to continually heighten the standard of excellence in our industry.

Departments Fire Administration Prevention Emergency Medical Services* Emergency Management Fire Operations Total

Actual 2015-2016 920,744 705,427 191,171 10,350,803 12,168,145

Actual 2016-2017 1,004,402 728,643 202,971 10,987,744 12,923,760

Budget 2017-2018 992,508 751,711 210,268 11,476,054

13,430,540

Budget 2018-2019 1,163,851 760,651 397,402 219,929 11,920,277

% Change 2018-2019 17.26% 1.19%

14,462,110

7.68%

Budget 2018-2019 12,915,086 1,547,024

% Change 2018-2019 8.69% -0.05%

14,462,110

7.68%

4.59% 3.87%

*New Department in 2018-2019

Division Summary Personnel Services Operations Total

$ $

Actual 2015-2016 10,857,920 1,310,225 12,168,145

$ $

Actual 2016-2017 11,422,129 1,501,631 12,923,760

Budget 2017-2018 11,882,723 1,547,817

13,430,540

$ $

Do You Know? The Mansfield Fire Department responds to 93% of all calls in less than 8 minutes.

189

FIRE ADMINISTRATION Department at a Glance The Fire Administration Department budget increased 17.26% due to a merit increase, the addition of one logistics officer and contract service cost increases due to increased ambulance billings. Fire Administration consists of the Fire Chief, Assistant Fire Chief, Logistics Officer, Secretary and Administrative Services Coordinator. Key Goals and Objectives Goal 1 Prepare for Capital Improvements necessary for growth and development. Objectives: • Work with architecture firm to locate and design Fire Station 5 and 6. • Establish an Apparatus Committee to evaluate and design apparatus for the new fire stations. • Work with Human Resources to recruit and hire firefighters necessary to open Fire Station 5. Goal 2 Increase and enhance performance capabilities of the Administrative Services Department. Objectives: • Clearly define roles and responsibilities associated with administrative duties that have been assigned to officers in the Operations Department. • Increase the knowledge of, and proficiency in the use of new software solutions that were implemented in FY 2017-2018. • Locate and attend training conferences related to fleet and facilities management. Goal 3 Increase in-service time of our fleet while decreasing the overall maintenance and operational cost of the fleet. Objectives: • Obtain and implement a fleet telematics solution. • Centralize the maintenance program for the entire fleet and institute a strict preventative maintenance schedule for all vehicles to ensure that all vehicles are being tracked, maintained and repaired consistently and effectively. • Institute a standing vehicle committee that will be responsible for all vehicle procurements. Performance Objectives • Prepare for Capital Improvements necessary for growth and development. • Increase and enhance performance capabilities of the Administrative Services Department. • Increase in-service time of our fleet while decreasing the overall maintenance and operational cost of the fleet.

190

Actual 2015/2016

Fire Administration Demand Population Increase Fire Division Staff Service Area (square miles) Workload Information Tech Support Calls Facilities Maintained Productivity Average Cost per Citizen FTE per Capita Effectiveness Ambulance Billing (annual)

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

1.6% 83 36.69

2.0% 89 36.69

2.2% 98 36.69

281 4

325 5

300 5

450 5

$12.00 $0.07

$12.00 $0.06

$11.56 $0.06

$11.91 $0.06

$1,218,148

$1,574,546

$1,287,980

$1,661,146

Measurable Outcomes: • Increase in-service time for emergency vehicles. • Decrease overall maintenance and operating expenses related to the vehicle fleet. • Develop plans for facilities, staffing and new equipment for new fire stations.

Fire Administration Summary Personnel Services Operations Total

Actual 2015-2016 589,792 330,952

Fire Administration Full Time Equivilent Positions Fire Chief Assistant Fire Chief Logistics Officer Administrative Assistant Secretary Total

920,744

$ $

Actual 2016-2017 638,189 366,212 1,004,402

2016-2017 Budget 1 1 0 1 1 4

Budget 2017-2018 652,942 339,566

2017-2018 Budget 1 1 0 1 1 4

992,508

Budget 2018-2019 808,860 354,991

% Change 2018-2019 23.88% 4.54%

1,163,851

17.26%

2018-2019 Budget 1 1 1 1 1 5

2018-2019 Additions

191

FIRE PREVENTION Department at a Glance The Fire Prevention Department budget increased only 1.19% in FY 2018-2019 due to a merit increase and a reduction in estimated overtime costs, vehicle parts and supplies and training. The department consists of the Fire Marshal and four Fire Inspectors. The general responsibilities include public education, fire inspection, fire investigation, gas well inspections and emergency management. Key Goals and Objectives Goal 1 Request additional Fire Prevention Department staff. Objectives: • Add a dedicated Plans Examiner to address day-to-day completion of plan reviews and assist with Fire Code recommendations as needed. • Add one (1) additional inspector/investigator to enhance the department by allowing more participation in inspections, investigations, community service events and public education. • Re-establish the position of Assistant. Goal 2 Streamline Fire Prevention Activities. Objectives: • Proceed with the adoption and use of the 2018 International Fire Code with Local Amendments. • Enhance the paperless process of fire safety inspections to maintain annual inspections of all businesses within the City and enhance plan review and permitting processes to provide improved customer service. • Obtain new software to be compatible with Fire Operations and Incident Management. Software to contain all aspects of the Fire Prevention Department including establishing an electronic plan review system. Goal 3 Continue to provide current department staff with advanced training opportunities. Objectives: • Provide continuing education and training in all areas of fire prevention, including fire and arson investigation, inspections, plan reviews and public education, in order to provide better services to the citizens and customers of the City. • Cross train staff members in all areas of duties and responsibilities allowing for better support of citizens, business owners, developers and other city staff. Performance Objectives • • •

Request additional prevention staff. Streamline Fire Prevention activities. Continue to provide current department staff with advanced training opportunities.

192

Actual 2015/2016

Fire Prevention Demand Inspections New Alarm Inspections Fires Investigated Workload Gas Well Inspections Plan Reviews Certificate of Occupancy Requested Productivity Average Cost per Citizen FTE per Capita Citizen Attendance of Classes Effectiveness Fire Deaths ISO Rating

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

3,100 56 58

3,187 32 24

3,062 82 53

3,376 90 25

108 325 230

150 290 185

78 173 265

108 310 200

$10.00 $0.07 23,535

$10.00 $0.07 15,798

$9.64 $0.07 15,983

$9.93 $0.07 11,500

0 2

Measurable Outcomes: • More efficient and effective allocation of work load among Prevention employees. • Provide for advancement and educational opportunities within the Prevention Department. • Increased productivity by creating an environment and tasks that complement the employees.

Fire Prevention Summary Personnel Services Operations Total

$ $

Fire Prevention Full Time Equivilent Positions Fire Marshal Fire Inspector Total

Actual 2015-2016 612,823 92,604 705,427

Actual 2016-2017 646,091 82,552

2016-2017 Budget 1 4 5

728,643

Budget 2017-2018 660,992 90,719

2017-2018 Budget 1 4 5

751,711

Budget 2018-2019 675,770 84,881

% Change 2018-2019 2.24% -6.44%

760,651

1.19%

2018-2019 Budget 1 4 5

2018-2019 Additions

193

EMERGENCY MEDICAL SERVICES Department at a Glance The Emergency Medical Services Department is a new department added in the FY 2018-2019 budget and includes one EMS Coordinator. Key Goals and Objectives Goal 1 Improve Emergency Medical Services delivery. Objectives: • Provide training to fire staff on a quarterly basis. • Ensure proper supplies are stocked and inventory levels are monitored daily. Goal 2 Add three (3) shift based EMS supervisors. Objectives: • Develop through on-going training EMS supervisors on each shift to ensure proper drug and service protocols are handled properly. • Better utilize the Quality Assurance Committee. Goal 3 Monitor new trends. • Better utilize the Quality Assurance Committee. • Identify and target high-risk issues in our community. • Conduct committee meetings and consult with Tarrant County. Performance Objectives • • •

Improve Emergency Medical Services delivery. Add three (3) shift based EMS supervisors. Monitor new trends.

Performance measures for this new department are included in the Fire Operations Department section of this document. Emergency Medical Services Summary Personnel Services Operations Total

Actual 2015-2016

Emergency Medical Services Full Time Equivilent Positions Coordinator Total

Actual 2016-2017

Budget 2017-2018

2015-2016 Budget 0 0

2016-2017 Budget 0 0

Budget 2018-2019 152,817 244,585

2018-2019 Budget 1 1

% Change 2018-2019

397,402

2018-2019 Additions 1 1

194

FIRE EMERGENCY MANAGEMENT Department at a Glance The Emergency Management Department budget increased only 4.59% due to a merit adjustment, certification increase and a slight increase in estimated overtime. The department includes one Emergency Management Coordinator. Key Goals and Objectives Goal 1 Improve Emergency Management service delivery to keep up with Mansfield’s population growth and needs throughout the city. Objectives: • Develop and purchase a public warning system for large events and the park system. • Conduct an EOC 101 class for city department heads. • Request additional staff to support the Emergency Management Department. Goal 2 Get approval for the Hazard Mitigation Plan. Objectives: • Submit our plan to the State. • Submit our plan to FEMA. • Submit plan to City Council for approval. Goal 3 Improve Emergency Operations Center (EOC) situational awareness and incident management capabilities. Objectives: • Implement new USA platform and software. • Upgrade Rhodium Incident Management Software to interface with the CAD system. • Replace/repair the creek level sensors. Performance Measures • Improve Emergency Management service delivery to keep up with Mansfield’s population growth and needs throughout the city. • Get approval for the Hazard Mitigation Plan. • Improve Emergency Operations Center (EOC) situational awareness and incident management capabilities.

195

Emergency Management Demand Disaster Declarations Code Red notification launches Weather Warning Notification Launch Workload Exercises Participated Emergency Management Plan Updates Productivity Average Cost per Citizen FTE per Capita EOC Activations Effectiveness Severe Weather Deaths

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

0 15 80

0 20 125

0 8 105

0 5 86

6 10

6 11

4 8

2 0

$2.77 $0.01 15

$3.05 $0.01 15

$3.43 $0.01 10

$3.53 $0.01 8

Measurable Outcomes: • Results of improved delivery of emergency management services to the public. • Completed Mitigation Plan will allow approval to apply for more grants. • Results of improved situational awareness and early warnings to citizens.

Emergency Management Summary Personnel Services Operations Total

$ $

Emergency Management Full Time Equivilent Positions Coordinator Total

Actual 2015-2016 150,635 40,536 191,171

Actual 2016-2017 156,332 46,639

2015-2016 Budget 1 1

202,971

Budget 2017-2018 153,050 57,218

2016-2017 Budget 1 1

210,268

Budget 2018-2019 162,330 57,599

% Change 2018-2019 6.06% 0.67%

219,929

4.59%

2018-2019 Budget 1 1

2018-2019 Additions 0

The City of Mansfield now has the ability to notify citizens about emergency situations faster than ever before with the CodeRED Emergency Notification System - an ultra-high-speed telephone communication service for emergency notification.

196

FIRE OPERATIONS Department at a Glance The Fire Operations Department includes the Assistant Fire Chief, four Battalion Chiefs, eight Captains, six Lieutenants, twelve Apparatus Operators and fifty two Firefighters. The Operations Department budget increased 3.87% due to a merit increase and certification pay adjustments. Operational costs declined 24.08% due to reductions in operating equipment and moving medical supplies and other contract costs to the Emergency Medical Service department. Four new positions were added to this department in FY 2018-2019. Key Goals and Objectives Goal 1 Enhance Personal and Organizational Accountability for Health and Safety. Objectives: • Continual reevaluation of current procedures to comply with best practices. • Provide for two sets of structural firefighter gear. • Implement measures for decreasing the likelihood of job related cancer. Goal 2 Improve training and professional development. Objectives: • Enhance professional development and training for both new and incumbent officers. • Enhance our specialty team training and organization. • Enhance current training initiatives to insure maintenance and sustainability of core competencies and desired performance standards. Goal 3 Improve the Quality and Efficiency of EMS Operations. Objectives: • Add three (3) shift based EMS supervisors. • Monitor new trends and implement evidence based practices to improve patient care. • Better utilize the Quality Assurance Committee to identify and target high-risk issues in the community. Performance Objectives • Enhance Personal and Organizational Accountability for Health and Safety. • Improve training and professional development. • Improve the Quality and Efficiency of EMS Operations.

197

Actual 2015/2016

Fire Operations Demand Total Calls for Service Calls for EMS Service Calls for Fire Service Structure Fires Workload Patients Seen Patients Transported Minimum Staffing per Day Total Mutual Aid Given Fire Mutual Aid Given EMS Mutual Aid Given Fleet Maintained Average Ambulances Staffed per Day Productivity Average Cost per Citizen FTE per Capita Effectiveness Average Transport Time to Hospital Calls Answered under 8 minutes Fire Deaths Structure Total Values Total Dollar Loss-Fire Total Dollars Saved Mandatory Training Provided

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

9,643 4,280 5,363 44

10,472 4,973 5,499 92

9,900 5,600 4,300 50

10,786 5,122 5,664 101

3,815 2,379 21 108 54 54 33 4

4,982 3,151 21 185 80 105 34 4

6,500 3,150 21 120 60 60 34 4

5,131 3,246 21 191 82 108 35 4

$140.38 $1.09

$166.84 $1.12

$175.07 $1.05

$180.32 $1.08

9:50 85% 0 $27,374,960 $1,367,208 $26,007,752 Over 100%

9:43 89% 0 $42,545,754 $2,937,605 $39,608,149 100%

10:30 80% 0 $24,425,774 $1,098,985 $23,296,784 Over 100%

9:51 93% 0 $42,390,000 $1,620,000 $40,770,000 100%

Measurable Outcomes: • Each firefighter will have two sets of structural firefighting gear in an effort to reduce job related illness and cancer. • Improvements in training and professional development will be evident in the decision making of our officers and in the increased capabilities and skill level of our specialized teams. • Changes in protocols and procedures to benefit patients and improve treatment outcomes. Fire Operations Summary Personnel Services Operations Total

$ $

Fire Operations Full Time Equivilent Positions Assistant Fire Chief Battalion Chiefs Training Captain Captains Lieutenants Apparatus Operator Firefighter Total

Actual 2015-2016 9,504,670 846,133 10,350,803

Actual 2016-2017 9,981,516 1,006,228

2016-2017 Budget 1 4 2 6 6 12 45 76

10,987,744

Budget 2017-2018 10,415,739 1,060,315

2017-2018 Budget 1 4 2 6 6 12 48 79

11,476,054

$ $

2017-2018 Budget 1 4 2 6 6 12 52 83

Budget 2018-2019 11,115,309 804,968

% Change 2018-2019 6.72% -24.08%

11,920,277

3.87%

2017-2018 Additions

4 4

198

PLANNING DIVISION

Administration Provide support services for the planning staff. Schedule meetings with departments and developers. Coordinate approvals required by City Council.

Planning Implement procedures that facilitate quality development within the City. Review and approve residential, commercial and industrial development. Enforce City land use plans and zoning ordinances. Coordinate planning and zoning activities. Enforce architectural and tree preservation ordinances.

Planning & Zoning Commission Update long range land use plans and development policies. Identify key planning areas and implement programs that encourage quality development.

Historic Landmark Commission Promote preservation and designation of historic landmarks. Promote the renovation and improvement of historic areas.

Board of Adjustment Hear and decide appeal requests to the Cityâ&#x20AC;&#x2122;s zoning ordinances. Authorize variances to the zoning ordinances. Rule on the status of non-conforming uses.

â&#x20AC;˘

Planning Division Highlights The Planning Division is expected to receive 8,500 informational requests and plat an estimated 700 residential lots in FY 2018-2019

199

PLANNING DIVISION AT A GLANCE Budget Summary The Planning Division includes the Cityâ&#x20AC;&#x2122;s Planning Department, along with the operations of several boards and commissions, including the Planning & Zoning Commission, the Historic Landmark Commission and the Board of Adjustment. The Planning budget decreased 2.50% in FY 2018-2019 due to the retirement of a tenured employee and reductions in contract services and supplies.

Departments Planning Administration Planning & Zoning Historic Landmark Board of Adjustment Total Division Summary Personnel Services Operations Total

$ $

Actual 2015-2016 971,871 11,506 1,592 1,253 986,222 Actual 2015-2016 937,321 48,901 986,222

$ $

Actual 2016-2017 1,176,587 10,372 574 1,624 1,189,156 Actual 2016-2017 1,140,019 49,137 1,189,156

$ $

Budget 2017-2018 1,047,894 14,039 3,284 2,818 1,068,035 Budget 2017-2018 1,015,202 52,833 1,068,035

$ $

Budget 2018-2019 1,024,496 13,177 805 2,818

% Change 2018-2019 -2.23% -6.14% -75.50% 0.00%

1,041,295

-2.50%

Budget 2018-2019 991,176 50,119

% Change 2018-2019 -2.37% -5.14%

1,041,295

-2.50%

200

PLANNING DEPARTMENT MISSION STATEMENT: The mission of the Planning Department is to enhance the quality of life for the citizens of Mansfield by encouraging quality growth, development, redevelopment and stabilization of neighborhoods through a concentrated effort of planning, land use controls and historic preservation. Department at a Glance The Planning Department includes the Director of Planning, a secretary, four planners, one gas well inspector and one landscape administrator. The Planning Department budget decreased 2.23% due to the reorganization of the department and retirement of a long time employee. Key Goals and Objectives Goal 1 Provide professional, administrative and technical planning services. Objectives: • Provide planning services to the City Council, Planning and Zoning Commission and the citizens of Mansfield. • Prepare and publish notices, agendas, and minutes for the Planning and Zoning Commission, Zoning Board of Adjustment and Historic Landmark Commission. • Prepare staff reports to the City Council, Planning and Zoning Commission, Zoning Board of Adjustment and Historic Landmark Commission. Goal 2 Improve development application processes, procedures, coordination and communication. Objectives: • Examine current application forms, processes and procedures. • Define and introduce specific service delivery improvements. • Provide a streamlined development review process. Goal 3 Implement the City’s development plans and ordinances. Objectives: • Recommend plans, projects and amendments to the City’s development ordinances to improve the quality of development. • Provide assistance and education to developers and citizens on the City’s development regulations. • Promote redevelopment of the older parts of Mansfield through planning and financing efforts. Performance Objectives • Improved professionalism of services through personnel training and development. • Simplified development process via implementation of digital application forms. • Use of electronic filing to expedite the development process.

201

Actual 2015/2016

Planning Demand Informational Requests Rezoning Requests Residential Lots Platted Gas Wells Workload Gas Well Inspections per Week Meetings Attended Commercial Acres Platted Planning & Zoning Meetings Zoning Amendments Proposed Productivity Agendas Prepared Informational Requests Plats Approved within 30 Days Effectiveness Informational Requests Processed Plats Approved within 30 Days

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

9,100 30 2,211 208

9,135 27 1,268 204

9,200 35 688 208

8,500 25 700 204

15 94 123 23 7

15 112 152 22 2

15 120 85 24 3

15 120 75 24 2

34 9,100 100%

35 9,135 100%

50 9,200 100%

50 8,500 100%

9,100 100%

9,135 100%

9,200 100%

8,500 100%

Measurable Outcomes: • At least 70% of the department staff will attend professional training in 2018-2019. • 90% of the planning application forms will be converted to digital formats. • At least 75% of approved plats of record filed electronically. Planning Summary Personnel Services Operations Total

$ $

Actual 2015-2016 933,781 38,090 971,871

Planning Full Time Equivalent Positions Director of Planning Planners Secretary Landscape Administrator Planning Technician Gas Well Inspector Total

$ $

Actual 2016-2017 1,136,148 40,439 1,176,587

$ $

Budget 2017-2018 1,011,889 36,005 1,047,894

Budget 2018-2019 987,301 37,195

% Change 2018-2019 -2.43% 3.30%

1,024,496

-2.23%

2016-2017 Budget 1 3 1 1 1 1

2017-2018 Budget 1 3 1 1 1 1

2018-2019 Budget 1 3 1 1 1 1

2018-2019 Additions

202

PLANNING AND ZONING COMMISSION MISSION STATEMENT: The mission of the Planning and Zoning Commission is to continuously provide updated comprehensive Future Land Use Plans, to exercise control over subdivision of land and to advise City Council on matters related to zoning and impact fees. Department at a Glance The Planning & Zoning Commission budget decreased 6.14% in FY 2018-2019 due to decreases in advertising costs. Key Goals and Objectives Goal 1 Identify key planning areas within the City of Mansfield and implement programs that encourage quality development and enhance property values. Objectives: • Conduct periodic review of problems, complaints, concerns and questions about local zoning and development policies, and make recommendations regarding appropriate changes to current policies and procedures. • Carry out studies and public hearings for zoning changes and amendments requested by the City Council and identified by staff. • Conduct changes in Land Use categories and development trends and make recommendations regarding proper changes to local codes and fees. Goal 2 Update long range plans and develop long range policies. Objectives: • Update the Future Land Use Plan, Thoroughfare Plan, Water & Sewer Plan and Subdivision Ordinances to reflect the changing residential and commercial development areas in and around the City of Mansfield. • Amend the zoning regulations to comply with Future Land Use. • Review the Capital Improvements Plan and Impact Fee Analysis and recommend any changes to City Council.

Planning & Zoning Personnel Services Operations Total

$ $

Actual 2015-2016 2,872 8,634 11,506

$ $

Actual 2016-2017 2,797 7,575 10,372

$ $

Budget 2017-2018 2,193 11,846 14,039

$ $

Budget 2018-2019 2,556 10,621

% Change 2018-2019 16.54% -10.34%

13,177

-6.14%

Note: No full time positions are budgeted in this activity. Personnel Services includes overtime costs for the Planning secretary to attend and record the minutes of Commission meetings. Performance measures and measurable outcomes may be found in the Planning Department overall performance measures.

203

HISTORIC LANDMARK COMMISSION MISSION STATEMENT: The mission of the Historic Landmark Commission is to promote the restoration and preservation of the City of Mansfield’s valuable heritage and historic resources. Department at a Glance The Historic Landmark Commission’s operational budget decreased 75.5% in FY 2018-2019 due to a reduction in reproduction and printing cost, as the agendas are now distributed electronically. Key Goals and Objectives Goal 1 Promote the preservation and designation of historic landmarks. Objectives: • Set priorities for implementation of goals and objectives identified in the Historic Preservation Plan. • Review nominations of properties that are submitted to the City of Mansfield or State of Texas for designation as recorded historic landmarks. • Provide training to members of the Commission related to the promotion and review of historic landmarks. • Apply for state and federal grants. Goal 2 Promote the renovation and improvement of the Historic downtown area. Objectives: • Encourage private property and business owners to preserve and restore historic landmarks within the downtown area. • Evaluate proposed restoration work on historic landmarks to ensure compliance with the design guidelines for downtown Mansfield.

Historic Landmark Personnel Services Operations Total

Actual 2015-2016

Actual 2016-2017

Budget 2017-2018

Budget 2018-2019

251 1,341

475 98

250 3,034

449 356

% Change 2018-2019 79.60% -88.28%

1,592

574

3,284

805

-75.50%

204

BOARD OF ADJUSTMENT MISSION STATEMENT: The mission of the Board of Adjustment is to hear appeals and requests for variances related to the implementation of the City of Mansfield Zoning Ordinance. Department at a Glance The Board of Adjustment budget did not increase in FY 2018-2019. Key Goals and Objectives Goal 1 Ensure fair and equitable implementation of the City of Mansfield’s zoning policies and act in the best interest of the community consistent with the spirit and the intent of the Zoning Ordinance. Objectives: • Hear and decide appeals when it is alleged that there is an error in any order, requirement, decision or determination made by the zoning administrative official in enforcement of the Zoning Ordinance. • Authorize upon appeal variances from the provisions of the zoning ordinance that will not be contrary to the public interest where owing special conditions of a literal enforcement of the provisions will result in unnecessary hardships. • Rule on the status of questionable non-conforming uses.

Board of Adjustment Personnel Services Operations Total

Actual 2015-2016

Actual 2016-2017

Budget 2017-2018

Budget 2018-2019

418 836

599 1,026

870 1,948

% Change 2018-2019 -

1,253

1,624

2,818

Note: No full time positions are budgeted in this activity. Personnel Services includes overtime costs for the Planning secretary to attend and record the minutes of the board meetings. Performance measures and measurable outcomes may be found in the Planning Department overall performance measures.

205

DEVELOPMENT SERVICES DIVISION Development Services Administration

Building Maintenance Maintains all City facilities. Maintains all janitorial contracts. Identifies facility issues and issues work orders. Performs preventive maintenance activities.

Code Enforcement Identifies and processes substandard structures for demolition. Enforces sign ordinances. Investigates complaints received from citizens and staff. Enforces all City codes related to buildings and structures.

Building Safety Provides plan review of residential and commercial projects. Conducts inspections daily. Enforces established City codes. Issues building related permits.

Development Services Division Highlights â&#x20AC;˘ â&#x20AC;˘

Building inspectors will perform over 21,607 inspections. Total permit applications for FY 2018-2019 are estimated to be 5,422.

206

DEVELOPMENT SERVICES DIVISION AT A GLANCE Budget Summary The Development Services Division includes Development Services Administration, Building Maintenance, Building Safety, Construction Codes Board and Code Compliance. The staff enforces both code and inspection requirements throughout the City. The Development Services Division budget increased 5.18% due to a merit adjustment and addition of one new program the Construction Codes Board. Development Services Departments Administration Safety/Inspections Code Compliance Construction Codes Board Building Maintenance Total

Division Summary Personnel Services Operations Total

Actual 2015-2016 1,408,479 -

1,004,513 $

$ $

2,412,992

Actual 2015-2016 1,572,292 840,700 2,412,992

$ $

Actual 2016-2017 287,715 840,574 535,632 1,057,618 2,721,539

Actual 2016-2017 1,831,902 889,637 2,721,539

$ $

Budget 2017-2018 183,598 945,557 581,807 1,039,813 2,750,775

Budget 2017-2018 1,863,744 887,031 2,750,775

$ $

Budget 2018-2019 189,691 908,708 589,476 90,710 1,114,795

% Change 2018-2019 3.32% -3.90% 1.32% 100.00% 7.21%

2,893,380

5.18%

Budget 2018-2019 1,921,364 972,016

% Change 2018-2019 3.09% 9.58%

2,893,380

5.18%

MISSION STATEMENT: The mission of the Development Services Division is to ensure the safe and lawful use of buildings and properties by enforcing building and construction codes which safeguard each citizenâ&#x20AC;&#x2122;s health, property and welfare. The Development Services Division is committed to becoming a premier municipal building organization dedicated to enhancing the quality of life for all Mansfield citizens and making our city safer. We are committed to improving performance and developing procedures that are streamlined, understandable and transparent.

207

DEVELOPMENT SERVICES ADMINISTRATION DEPARTMENT MISSION STATEMENT: The mission of the Development Services Administration Department is to work with design professionals, developers and City staff to improve the process of promoting development and revitalization of structures within the City and to ensure safe and habitable buildings. Department at a Glance The Development Services Administration Department includes the Director of Development Services. The Administration budget increased 3.32% due to a merit adjustment. Key Goals and Objectives Goal 1 Enhance the City of Mansfield through quality commercial and residential development. Objectives: • Review preliminary design assumptions. • Proactively identify development hindrances; work with the development team to find solutions. • Meet with the development team as often as needed to promote a smooth transition for issuance of a building permit. Goal 2 Develop and build a competent staff. Objectives: • Review and update existing departmental policies and procedures, developing new ones as needed. • Develop cross training for personnel to broaden scope of services to the community thus improving customer service by providing quick and reliable inspection services. • Have weekly/monthly staff meetings to provide an opportunity for staff to discuss status of projects, problems they faced in the field or office, and updates to codes, ordinances and laws. Goal 3 Prepare for the future. Objectives: • Research and purchase equipment as needed for a virtual environment that will allow us to improve the permitting process, track inspections, back-up records and maintain accurate information. • Update software and equipment to enable the ability to develop professional informational handouts for the education of the citizens, general public and professionals. • Expedite the review process between departments to streamline the permitting process thus enhancing customer service. Performance Objectives • Improve external and internal customer service. • Update technology and provide additional workspace for Development Services department staff.

208

•

Improve documentation of enforcement and inspection actions.

Measurable Outcomes: • New, quality City developments that will enhance the attractiveness of Mansfield for its citizens and visitors. • A well-trained, competent, and effective team of inspectors, code enforcers, and maintenance personnel. Development Services Administration Personnel Services Operations Total

$ $

Actual 2015-2016 1,301,908 106,571 1,408,479

Development Services Administration Full Time Equivilent Positions Director of Development Services Administrative/Technical Analyst Total

$ $

Actual 2016-2017 278,547 9,168 287,715

2016-2017 Budget 1 1 2

$ $

Budget 2017-2018 178,724 4,874 183,598

2017-2018 Budget 1 0 1

$ $

Budget 2018-2019 184,817 4,874

% Change 2018-2019 3.41% -0.01%

189,691

3.32%

2018-2019 Budget 1 0 1

2018-2019 Additions

Shops at Broad Development

209

BUILDING MAINTENANCE DEPARTMENT MISSION STATEMENT: The mission of the Building Maintenance Department is to provide a safe, clean work environment for the City’s employees and maintain aesthetically pleasing facilities for employees, visitors, and residents. Department at a Glance The Building Maintenance Department is responsible for all City-owned facilities including City Hall, Public Safety buildings, the Library, Activity Center, and Law Enforcement Center. The department budget increased 7.21% in FY 2018-2019 due to a 3% merit increase and the addition of one technician that was moved from the Building Safety Department. The Building Maintenance Department includes one supervisor and three technicians. Key Goals and Objectives Goal 1 Execute the preventive maintenance program in order to reduce costs and stabilize budget forecasts. Objectives: • Provide resources to continue the expansion of the preventative maintenance program. • Perform a comprehensive evaluation of all City facilities and associated equipment. • Set equipment upgrade/replacement priorities using a risk assessment matrix. Goal 2 Reduce energy consumption City-wide. Objectives: • Continue LED light fixture replacement program. • Regularly evaluate HVAC units and replace aging equipment with more efficient units. • Identify and prioritize the replacement of less efficient infrastructure with more energy efficient systems. Goal 3 Maintain all existing facilities in a timely and proficient manner. Objectives: • Negotiate and administer all janitorial, generator, and elevator contracts. • Preserve the visually aesthetic appearance of buildings via routine painting schedules and flooring maintenance/replacement services. • Allow for timely maintenance by utilizing the M Help Desk software that allows departmental personnel to report input requests and generate work orders. Performance Objectives • Save the City money by implementing proactive rather than reactive maintenance measures. • Take steps to further reduce energy costs for City facilities. • Strive to keep facilities clean and comfortable for employees and citizens.

210

Building Maintenance Demand Municipal Facilities Structures Square Footage Maintained Work Orders Annually Workload Monthly Preventative Maintenance Inspections Daily Buildings Cleaned Work Orders Completed New Square Footage (NEW Measure) Productivity Elevator Lifts Maintained Daily Buildings Cleaned Maintenance Contracts Monitored Effectiveness Preventative work orders completed in 30 days (NEW Measure) Staff generated work orders completed in 30 days (NEW Measure) Total work orders completed in 30 days (NEW Measure)

Actual 2015/2016

Actual 2016/2017

428,851 1,398

Budget 2017/2018

42 112 628,832 1,560

Budget 2018/2019

42 117 648,832 1,400

43 119 659,190 1,600

42 4 1,398

52 3 1,550

56 3 1,400 1,500

56 3 1,600 10,358

4 4 5

4 3 5

100.00% 95.00% 98.00%

Measurable Outcomes: • 100% of all preventative maintenance work orders completed within 30 days. • 97% of all work orders completed within 30 days. • 95% of all staff work orders completed within 30 days.

Development Services Building Maintenance Personnel Services Operations Total

$ $

Actual 2015-2016 270,384 $ 734,129

Actual 2016-2017 288,672 $ 768,947

Budget 2017-2018 297,821 $ 741,992

Budget 2018-2019 367,079 747,716

% Change 2018-2019 23.26% 0.77%

1,004,513 $

1,057,618 $

1,039,813 $

1,114,795

7.21%

Building Maintenance Full Time Equivilent Positions Building Maintenance Supervisor Building Maintenance Technician Total

2016-2017 Budget 1 2 3

2017-2018 Budget 1 2 3

2018-2019 Budget 1 3 4

2018-2019 Additions 1 1

211

BUILDING SAFETY DEPARTMENT MISSION STATEMENT: The mission of the Building Safety Department is to ensure the safe and lawful use of buildings and properties by enforcing building and construction codes; to facilitate compliant development with integrity, efficiency and professionalism. Department at a Glance The Building Safety Department is responsible for executing the enforcement of adopted City building codes in an effort to promote and ensure safe, habitable structures are being constructed. The Building Safety Department includes the Chief Building Official, two plans examiners, one building permit coordinator, one permit clerk and three building inspectors. The Building Safety budget decreased 3.90% due to one position moved to the Building Maintenance Department. Key Goals and Objectives Goal 1 Review plans and issue permits in compliance with City and State regulations. Objectives: • Continue to review plans using a transparent process with standards applied uniformly. • Continue to review plans efficiently and timely while coordinating with other City Departments. • Continue to issue permits in a timely manner. Goal 2 Perform detailed inspections ensuring life safety. Objectives: • Continue to ensure quality and timely inspections. • Inspect projects at various stages as required by the Building Codes. • Conduct Certificate of Occupancy inspections ensuring code compliance. Goal 3 Utilize efficient and effective administrative practices. Objectives: • Ensure timely response to records and information requests. • Provide cross training and continuing education to develop and maintain employees' knowledge and skills. • Keep accurate records relating to construction projects. Performance Objectives • Review plans and issue permits in compliance with City and State regulations. • Perform detailed inspections ensuring life safety. • Utilize efficient and effective administrative practices.

212

Actual 2015/2016

Building Safety/Inspections Demand Permit Applications Residential Building Permits Issued Workload Commercial Permits Issued Residential Building Permits Issued Productivity Total Inspections by Inspectors Effectiveness Residential Inspections within 5 Days Total Permits Issued

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

4,737 382

5,191 412

5,115 413

5,422 438

202 382

163 412

218 413

231 438

18,539

21,476

20,384

21,607

100% 4,758

100% 5,161

100% 5,139

100% 5,447

Measurable Outcomes: • Safe and sustained buildings. • Provide timely, professional, detailed plan review and inspections. • Provide cross training to maintain a trained work force.

Development Services Safety/Inspections Personnel Services Operations Total

Actual 2015-2016 $

Building Safety/Inspections Full Time Equivilent Positions Chief Building Official Plans Examiner Supervisor Plans Examiner Building Permit Coordinator Permit Clerk Building Inspectors Secretary Total

Actual 2016-2017 790,352 50,221 840,574

2016-2017 Budget 1 1 1 1 1 3 1 9

$ $

Budget 2017-2018 894,822 50,735 945,557

2017-2018 Budget 1 1 1 1 1 3 1 9

$ $

Budget 2018-2019 854,141 54,567

% Change 2018-2019 -4.55% 7.55%

908,708

-3.90%

2018-2019 Budget 1 1 1 1 1 3 0 8

2018-2019 Additions

-1 -1

213

CODE COMPLIANCE DEPARTMENT MISSION STATEMENT: The mission of the Code Compliance Department is to protect property owners’ investments and promote public health, safety and welfare of the community; and where violations occur, work with our citizens to achieve compliance through efficient and fair processes. Department at a Glance The Code Compliance Department is responsible for executing the enforcement of City ordinances in an effort to foster a healthy and attractive City. The Code Compliance Department includes a supervisor, two officers, one administrator and one volunteer coordinator. The Code Compliance budget increased 1.32% due to a merit increase. New in FY 2018-2019 is the Construction Codes Board to regulate construction standards city-wide. Key Goals and Objectives Goal 1 Develop a comprehensive Rental Inspection Program. Objectives: • Ensure adequate maintenance of rental units through periodic inspections. • Improve quality of life for rental tenants. • Maintain and improve property values for multi-family properties. Goal 2 Implement a Community Outreach Program. Objectives: • Improve public relations through community events in neighborhoods. • Provide an educational booth at city sponsored events. • Increase voluntary compliance through education of property owners. Goal 3 Reduce the number of dangerous structures. Objectives: • Identify and log all dangerous structures. • Prioritize dangerous structures by severity of dilapidation. • Work with property owners to gain voluntary compliance thereby reducing the number of forced demolitions. Performance Objectives • Develop a comprehensive Rental Inspection Program. • Implement a Community Outreach Program. • Reduce the number of dangerous structures.

214

Actual 2016/2017

Actual 2015/2016

Code Compliance Demand Dangerous Structures Prop. Maint. Structures Workload Toal Code Compliance Inspections Total Code Compliance Complaints Productivity Dangerous Structures Removed Prop. Maint. Structures Brought to Code Forced Mows Signs Removed Effectiveness Prop. Maint. Structures Brought to Code Dangerous Structures Removed

Budget 2017/2018

Budget 2018/2019

6 83

8 50

15 150

10 60

7,464 2,986

4,861 2,001

7,500 3,000

5,000 2,500

3 83 69 2,495

8 50 111 2,282

10 300 100 2,300

10 60 100 2,300

83 60

50 8

300 10

60 10

Measurable Outcomes: • Complete all initial inspections within 48 hours of receiving complaint. • Reduce the number of citizen complaints by being proactive. • Decrease the number of dangerous structures in the city. Development Services Code Compliance Personnel Services Operations Total

Development Services Constuction Codes Board Personnel Services Operations Total

Actual 2015-2016

Actual 2016-2017

Budget 2017-2018

Budget 2018-2019

% Change 2018-2019

474,331 61,301

492,378 89,429

515,327 74,149

4.66% -17.09%

535,632

581,807

589,476

1.32%

Actual 2015-2016 $ $

Code Compliance Full Time Equivilent Positions Code Compliance Supervisor Code Compliance Admin Code Enforcement Officers Volunteer Coordinator Total

Actual 2016-2017 -

Budget 2017-2018 -

2016-2017 Budget 1 1 2 1 5

2017-2018 Budget 1 1 2 1 5

Budget 2018-2019 -

2018-2019 Budget 1 1 2 1 5

% Change 2018-2019

90,710

100.00%

90,710

100.00%

2018-2019 Additions

215

COMMUNITY SERVICES DIVISION

Library Provides library services to adult and youth patrons

Parks & Recreation Public Grounds Provides maintenance services to the City Park System Provides mowing/maintenance of City Right of Ways

Communications & Marketing Provides information to the citizens and media Produces the City Annual Report Maintains the City website

Senior Lifestyles Provides senior citizen programs and services

Historical Services Preserves the history of Mansfield Operates the City Museum

Special Events Coordinates special events for the City of Mansfield

Community Services Division Highlights • • •

•

44 acres of City facilities maintained. 85 Right of Way miles maintained. 225 median mows per month. 94 acres of City-owned property maintained.

216

COMMUNITY SERVICES DIVISION AT A GLANCE Budget Summary The Community Services Division includes Public Grounds, Senior Lifestyles, Communications and Marketing, the Public Library, Historical Services, Special Events, and the Commission for the Arts. In FY 2018-2019, the Community Services Division budget increased 2.73% overall due to a 3% merit adjustment, increase funding for the Commission for the Arts, Special Events and the Senior program requirements. Departments Public Grounds Senior Lifestyles Comm. & Marketing Library Historical Services Special Events Commission for the Arts Total Division Summary Personnel Services Operations Total

$ $

Actual 2015-2016 2,292,627 248,044 324,981 810,550 44,551 258,675 7,981 3,987,409 Actual 2015-2016 2,194,659 1,792,750 3,987,409

$ $

Actual 2016-2017 2,253,758 274,962 336,346 958,327 48,137 273,806 111,864 4,257,200 Actual 2016-2017 2,495,566 1,761,634 4,257,200

$ $

Budget 2017-2018 2,122,073 268,418 307,303 1,066,525 67,324 286,160 134,560 4,252,363 Budget 2017-2018 2,509,140 1,743,223 4,252,363

$ $

Budget 2018-2019 2,162,601 290,947 315,381 1,075,332 70,344 302,759 151,214

% Change 2018-2019 1.91% 8.39% 2.63% 0.83% 4.49% 5.80% 12.38%

4,368,576

2.73%

Budget 2018-2019 2,591,529 1,777,047

% Change 2018-2019 3.28% 1.94%

4,368,576

2.73%

217

PUBLIC GROUNDS DEPARTMENT MISSION STATEMENT: The mission of the Public Grounds Department is to enhance the quality of life for citizens and visitors of Mansfield, maintain City-owned properties, medians and right-of-ways and promote the benefits of public open space throughout the City. Department at a Glance The Department includes the Parks superintendent, crew supervisor, and twelve staff members. The department continues to utilize contract services to provide mowing for parks, non-irrigated medians and cleaning of public buildings in local Parks and Recreation venues. In FY 2018-2019, the Public Grounds budget increased 1.91% due to a reorganization of Parks personnel. Key Goals and Objectives Goal 1 Maintain the level of service provided to citizens and visitors of Mansfield as we continue to acquire additional properties, acres and rights-of-way. Objectives: • Maintain efficient daily, weekly and monthly tasks performed on City-owned properties, medians, and rights-of-way to present a professionally manicured landscape. • Monitor and implement current mowing cycles for City-owned properties, medians, and rightsof-way utilizing contractual mowing agreements and City staff. • Practice environmentally sound horticultural practices on a regularly scheduled basis to improve landscape quality throughout public grounds. Goal 2 Improve maintenance on medians, rights-of-way and City-owned property. Objectives: • Provide continuing education opportunities for all staff in turf, landscape, horticultural practices, pesticide application, irrigation and maintenance. • Monitor and sustain botanical beds and ornamental plantings with environmentally sound horticultural practices. • Perform weekly maintenance of irrigated and non-irrigated medians utilizing both City staff and contractual services. Goal 3 Maintain public grounds to ensure the safety and welfare of citizens and visitors of Mansfield while collaborating with other City departments and operational field staff. Objectives: • Respond to and mitigate hazardous tree conditions on public grounds, medians and rights-of-way. • Coordinate with Code Enforcement and other City departments to address line of sight, hazardous tree conditions, illegal dumping, and tall grass complaints on public grounds and rights-of-way in a timely manner.

218

•

Inspect and respond to irrigation concerns occurring on public grounds and rights-of-way through the use of City staff and the latest irrigation technology.

Performance Objectives • Maintain the professional level of service Mansfield citizens have come to expect. • Stay current on technological and environmentally safe and friendly techniques for maintaining public grounds. • Work with other departments to improve the appearance and safety of City-owned property.

Public Grounds Demand Number of Right of Way Mowed Right of Ways Maintained (Miles) City Facilities Maintained (Acres) City Owned Property Maintained (Acres) Irrigated Medians Maintained (Miles) Non-irrigated Medians Maintained (Miles) Medians Mowed per Month Workload Projects Median Irrigation Heads Flower Beds Maintained Median Tree Bubblers Median Irrigation Valves Median Irrigation Controllers Municipal Buildings Irrigation Heads Municipal Buildings Tree Bubblers Municipal Buildings Valves Municipal Buildings Controllers Productivity Average Cost per Citizen Average Park Crews per Day Effectiveness Landscaped Entrances

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

61 80 31 86 17 11 230

61 85 30 93 20 9 219

61 85 31 93 20 9 219

61 85 44 94 21 8 225

0 6,037 2,600 477 76 1,880 196 125 12

2 6,462 396 3,222 501 76 1,942 250 129 12

3 6,462 396 3,222 501 76 1,942 250 129 12

3 7,552 423 3,416 536 72 2,182 298 153 13

$32.62 7

$32.20 7

$35.71 7

$31.35 8

Measurable Outcomes: • Complete 12 inspections of all City playgrounds. • Complete 12 inspections of all irrigation systems. • Complete 20 mowing cycles of all City-maintained medians and rights-of-way. Public Grounds Summary Personnel Services Operations Total

$ $

Actual 2015-2016 1,108,450 1,184,177 2,292,627

$ $

Actual 2016-2017 1,178,038 1,075,720 2,253,758

$ $

Budget 2017-2018 1,030,081 1,091,992 2,122,073

$ $

Budget 2018-2019 1,064,282 1,098,319

% Change 2018-2019 3.32% 0.58%

2,162,601

1.91%

219

Public Grounds Full Time Equivilent Positions Parks Superintendent Administrative Assistant Crew Supervisor Tradesmen Tree Mitigation Landscapers Total

2016-2017 Budget 0.5 1.2 0.3 14.5 0 16.5

2017-2018 Budget 0.5 0 1 10 2 13.5

2018-2019 Budget 0.5 0 1 10 2 13.5

2018-2019 Additions

220

SENIOR LIFESTYLES PROGRAM MISSION STATEMENT: The mission of the Senior Lifestyles Program is to provide a multifaceted service and referral program tailored to meet the needs of adults 55 years of age and older; to enhance the dignity of seniors 55+ while supporting their wellness and independence and encourage their community involvement; and to provide the seniors in the community with the opportunity to experience an optimal quality of life. Department at a Glance The Senior Lifestyles budget includes the Senior Center Coordinator, one senior activities specialist, three part-time bus drivers and one part-time clerk. The Senior Lifestyles budget increased 8.39% in FY 20182019 due to the conversion of one part-time staff to full time and a merit increase. Key Goals and Objectives Goal 1 Enhance and enrich the quality of life for senior citizens by promoting health, well-being, and independence through recreation, creative activities, support services and information. Objectives: • Continue to develop and implement programs and special events while increasing day trips by 10%. • Continue to increase awareness of program offerings within the community. • Increase awareness of programs and services that will attract younger seniors to the center. Goal 2 Increase revenue through low-cost fee based program offerings. Objectives: • Distribute and evaluate participant surveys to determine new program opportunities. • Increase awareness of program offerings within the community. Goal 3 Provide an array of resources that encompasses all considerations necessary for aging well. Objectives: • Continue to provide programs that promote healthy nutrition and active lifestyles. • Provide more speakers from the community concerning financial, legal and practical considerations. • Keep focused on programs that enable older adults to continue being an integral part of their community. Performance Objectives • Improve upon the number of types of programs offered. • Increase memberships. • Maintain a high approval rating from members.

221

Senior Lifestyles Demand Senior Mansfield Activity Center Members Senior Programs Offered Average Daily Senior Attendance (249 days) Workload Meals Served Productivity Average Senior Bus Riders per Day Volunteer Hours Recorded Effectiveness Senior Program Approval Ratings

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

1,265 410 76

1,857 416 75

700 425 75

1,900 415 75

7,527

7,156

8,000

7,500

18 3,474

15 3,515

18 4,625

17 3,750

95%

Measurable Outcomes: • Increase the number of trips offered by 10% to provide well rounded programs. • Speak at 10 community meetings to strengthen partnerships. • Schedule sponsors/speakers monthly to sponsor events and/or educate seniors on topics that are necessary for aging well. Senior Lifestyles Summary Personnel Services Operations Total

Actual 2015-2016 195,039 53,004

Senior Lifestyles Full Time Equivilent Positions Senior Center Director Activity Specialist Senior Center Part-Time Staff Total

248,044

$ $

Actual 2016-2017 214,978 59,984 274,962

2016-2017 Budget 1 0 3 4

$ $

Budget 2017-2018 206,291 62,127 268,418

2017-2018 Budget 1 0 3 4

Budget 2018-2019 228,635 62,312

% Change 2018-2019 10.83% 0.30%

290,947

8.39%

2018-2019 Budget 1 1 2.5 4.5

2018-2019 Additions 1 -0.5 0.5

222

COMMUNICATIONS AND MARKETING DEPARTMENT MISSION STATEMENT: The mission of the Communications & Marketing Department is to be the citizen, staff and media link to the City of Mansfield, enabling each to access information on city news and special events, understand local and regional issues that impact Mansfield and participate in on-going, city-wide dialogue to build consensus and community support. Department at a Glance The Communications and Marketing Department includes the Communications Director and Graphic Artist. The Communications and Marketing budget increased 2.63% in FY 2018-2019 due to a merit adjustment. Key Goals and Objectives Goal 1 Provide resources for citizens, staff and media to get access to community news and learn more about community issues. Objectives: • Improve information distribution to residents by expanding on the city’s strategic digital communications plan to include online reports and interactive media. • Continue to work with the IT Department on maintenance of the new city website, implementation of a new content management system and development of other online and mobile communication tools. • Develop print and digital materials for new and existing residents that focus on city services and information. Goal 2 Promote and market the city through promotional materials, advertising and marketing campaigns. Objectives: • Expand the reach of the city’s brand strategy and increase the city’s profile on a local and national level through advertising and media relations. • Work with departments such as tourism, economic development, water, parks and recreation and environmental services to market information and activities. • Work with city departments to develop a branded and comprehensive signage program throughout the city directing residents and visitors to facilities and specific areas of Mansfield including historic downtown. Goal 3 Improve interdepartmental communications. Objectives: • Assist the Human Resources and IT departments in the development of internal communication tools. • Develop multimedia program for annual awards banquet.

223

Performance Measures • Provide resources for citizens, staff and media to get access to community news and learn more about community issues. • Promote and market the city through promotional materials, advertising and marketing campaigns. • Improve interdepartmental communications.

Commnications & Marketing Demand Communications & Marketing Team Meetings City Council/Public Meetings City Staff Page Views to City Webiste Workload Social Media Posts Bond Presentation Produced Special Event Participation Productivity Video Projects Produced Special Event Participation Water Quality Reports Printed Effectiveness Social Media Reach (avg monthly) City Website Hits (monthly) Social Media New Likes (monthly)

Actual 2016/2017

Actual 2015/2016

Budget 2017/2018

Budget 2018/2019

9 40 551 2.46M

9 40 527 2.5M

36 533 2.1M

35 544 2.4M

95 1 12

100 1 12

200 1 12

275 1 12

3 12 22,000

2 12 24,000

3 12 25,000

2,669 61,100 320

3,600 63,227 375

3,900 64,000 390

4,200 65,000 425

Measurable Outcomes: • Produce three department/program videos. • Design and implement an Ad Campaign for Historic Downtown Mansfield. • Continue to produce the employee banquet video.

Comm. & Marketing Summary Personnel Services Operations Total

$ $

Actual 2015-2016 244,106 80,875 324,981

Communications & Marketing Full Time Equivilent Positions Communications Director Graphic Designer Total

$ $

Actual 2016-2017 252,941 83,405 336,346

2016-2017 Budget 1 1 2

$ $

Budget 2017-2018 258,154 49,149 307,303

2017-2018 Budget 1 1 2

Budget 2018-2019 266,377 49,004

% Change 2018-2019 3.19% -0.30%

315,381

2.63%

2018-2019 Budget 1 1 2

2018-2019 Additions

224

PUBLIC LIBRARY DEPARTMENT MISSION STATEMENT: The Mansfield Public Library provides free and equal access to a broad range of informational resources, creating opportunities for education, recreation and the pursuit of life-long learning. Department at a Glance The Library Department includes the City Librarian, Adult Services Librarian, Youth Services Librarian, Library Assistant, Administrative Assistant, Library Systems Manager, Library Technical Assistant and four part-time clerical staff. The Library’s budget increased less than 1% in FY 2018-2019. The Library is open six days per week and operates from a 17,000 square foot facility. Key Goals and Objectives Goal 1 Become an integral part of the community of the City of Mansfield by creating partnerships with community and civic organizations. Objectives: • Hire a Community Engagement Librarian. • Actively search for community partners and accept opportunities as they arise. • Participate in community events. Goal 2 Increase citizen awareness of the library’s programs of resources and services. Objectives: • Utilize various strategies to ensure citizens have access to library resources. • Actively market the library’s collection, resources, classes and events. • Facilitate classes to promote the use of library resources. Goal 3 Maintain full accreditation while striving to reach enhanced standards with the Texas State Library and Archives Commission. Objectives: • Continue to reach basic library standards. • Develop a plan as to which standards can be reached to the level of enhanced standards. • Create a long term plan to reach a full level of enhanced standards in the future. Performance Objectives • Become an integral part of the community of the City of Mansfield by creating partnerships with community and civic organizations. • Increase citizen awareness of the library’s programs of resources and services. • Maintain full accreditation while striving to reach enhanced standards with the Texas State Library and Archives Commission.

225

Library Demand Annual Library Visits Library Resources Used Public Computer Users Public Computer Use (hours) Library Cards on file Meeting Room Users Program Attendance Hits On Library Web Page Electronic Resource Use Productivity Material Collection Items Public Access Computers Volunteer Hours Average Monthly Visits Effectiveness Percent Increase of Library Visits Percent Increase of Library Resources Used Percent Increase of Program Attendance

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

131,861 338,011 34,219 21,278 48,678 10,453 8,774 88,541 44,945

147,338 348,306 30,812 18,459 40,184 13,916 15,350 85,695 49,651

141,000 360,000 36,000 23,000 54,000 0 14,000 94,000 46,000

150,000 350,000 34,000 20,000 45,000 15,000 16,000 86,000 52,000

83,259 37 1,646 10,989

88,052 41 1,833 12,278

82,000 43 1,700 11,861

90,000 45 2,000 13,000

3.9% 3.2% 26.0%

11.8% 3.1% 75.0%

3.4%

4.0% 4.0% 5.0%

Measurable Outcomes: • Door count – visits to the library and attendance at library programs and activities. • Circulation of library print and electronic resources. • Increased partnerships and event participation. Library Summary Personnel Services Operations Total

$ $

Actual 2015-2016 538,648 271,902 810,550

Library Full Time Equivilent Positions City Librarian Adult Services Librarian Administrative Assistant Library Assistant Youth Services Librarian Library Systems Manager Library Technical Assistant Part-Time Staff Total

$ $

Actual 2016-2017 665,437 292,889 958,327

2016-2017 Budget 1 1 1 1 1 1 1 4 11

$ $

Budget 2017-2018 775,863 290,662 1,066,525

2017-2018 Budget 1 1 1 1 1 1 1 4 11

$ $

Budget 2018-2019 779,874 295,458

% Change 2018-2019 0.52% 1.65%

1,075,332

0.83%

2018-2019 Budget 1 1 1 1 1 1 1 4 11

2018-2019 Additions

226

HISTORICAL SERVICES DEPARTMENT MISSION STATEMENT: The mission of the Historical Services Department is to preserve the historical building and history of Mansfield, to provide access to the community with our research materials, genealogy access, and provide tours to elementary school children, civic groups, Boy and Girl Scout groups and other groups interested in the City of Mansfieldâ&#x20AC;&#x2122;s history. Department at a Glance The Historical Services Department includes the City Museum Specialist. The Historical Services Department budget increased due to a merit adjustment and a small increase in supplies. Historical Services Summary Personnel Services Operations Total

Actual 2015-2016 42,365 2,186

Historical Services Full Time Equivilent Positions Museum Specialist Total

44,551 $

Actual 2016-2017 44,527 3,610

48,137 $

2016-2017 Budget 1 1

Budget 2017-2018 64,324 3,000

Budget 2018-2019 66,844 3,500

% Change 2018-2019 3.92% 16.67%

70,344

4.49%

67,324 $

2017-2018 Budget 1 1

2018-2019 Budget 1 1

2018-2019 Additions 0

227

SPECIAL EVENTS DEPARTMENT MISSION STATEMENT: To provide family friendly events, cultural activities and special events for all ages that will enhance the quality of life for participants and meet the needs of the community. Department at a Glance Special Events include Rockin’ 4th of July, Winter Walk, Hometown Holidays, Music Alley and various other community events. The Special Events Department budget decreased 5.80% in FY 2018-2019 due to a merit adjustment and new event participation. Key Goals and Objectives Goal 1 Increase sponsorship opportunities. Objectives: • Network through the regional Chamber of Commerce and Women’s Division affiliations. • Solicit sponsorships to add additional opportunities for entertainment and programs throughout the parks system. Goal 2 Increase attendance at special events to over 125,000 patrons. Objectives: • Cross market with the Mansfield Chamber of Commerce to increase exposure. • Increase social media exposure of events. • Develop new creative ways to advertise events. Goal 3 Provide quality community-wide special events. Objectives: • Continue to evaluate and improve current popular events such as Rockin’ 4th of July, Snowman Run, Night on the Town and Hometown Holidays. • Continue to assist local organizations with their events held throughout the year. • Continue to monitor state and national trends by being active in professional organizations such as TFEA and IFEA. Performance Objectives • Increase sponsorship opportunities. • Increase attendance at special events to over 125,000 patrons. • Provide quality community-wide special events.

228

Special Events Demand Population Workload Number of Special Events Number of New Special Events Number of Sponsors Number of New Sponsors Productivity Monetary Total from Sponsors In-kind Total from Sponsors Effectiveness Event Attendance Event Approval Rating

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

60,872

68,784

70,170

73,410

15 2 25 4

9 3 20 3

16 2 22 5

11 2 22 5

$25,500 $32,000

$26,500 $38,500

$30,000 $35,000

$30,000 $40,000

35,000 95%

36,600 95%

35,000 95%

40,000 95%

Measurable Outcomes: • Maintain at least 20 Parks and Recreation sponsors. • Explore new marketing and advertising opportunities. • Increase special event attendance to more than 125,000 annually Special Events Summary Personnel Services Operations Total

$ $

Actual 2015-2016 66,051 192,624

258,675 $

Special Events Full Time Equivilent Positions Special Events Coordinator Total

Actual 2016-2017 73,659 200,147

273,806 $

2016-2017 Budget 1 1

Budget 2017-2018 89,535 196,625

Budget 2018-2019 92,994 209,765

% Change 2018-2019 3.86% 6.68%

302,759

5.80%

286,160 $

2017-2018 Budget 1 1

2018-2019 Budget 1 1

2018-2019 Additions 0

229

COMMISSION FOR THE ARTS DEPARTMENT MISSION STATEMENT: To advocate and promote artistic, cultural, and educational opportunities to enhance the quality of life in our community. Department at a Glance The Mansfield Commission for the Arts is a nonprofit organization with a vision to make Mansfield a regionally recognized destination for cultural activities. The Commission for Arts budget increased 12.38% in FY 2018-2019 due to a merit adjustment, and contract service costs. Key Goals and Objectives Goal 1 Improve and expand arts policies and procedures to facilitate a growing creative economy and cultural tourism in the City of Mansfield. Objectives: • Revise policies and procedures for the basic operation of the Farr Best Theatre as a community venue using information gathered over the prior year rentals and events. • Revise the website, social media accounts, and various physical materials (brochures, business cards, give away items) to promote the Mansfield Commission for the Arts using the past year of knowledge to make materials a better reflection of the goals and mission of the commission. • Create a basic public art policy as needed. Goal 2 Coordinate with local arts organizations to effectively promote cultural events and create “Arts and Cultural” tourism packages for visitors. Objectives: • Work with area arts organizations to effectively schedule events and activities to create a critical mass of area cultural events on any given day to attract cultural tourists. • Book a select number of Farr Best Theatre events to coincide with other activities to encourage tourists to extend their stay. • Plan Mansfield Commission for the Arts events that raise the profile of the Arts in Mansfield and give cultural tourists a reason to visit. Goal 3 Raise the profile of the Arts in the City of Mansfield. Objectives: • Advocate to increase Hotel/Motel funding for the Arts and create an easier Hotel/Motel tax application and reporting system for arts applicants. • Work with the City Parks and Recreation departments and private community partners to create public art for the enjoyment of all. • Build a strategic plan for the Farr Best Theatre.

230

Performance Objectives • Improve and expand arts policies and procedures to facilitate a growing creative economy and cultural tourism in the City of Mansfield. • Coordinate with local arts organizations to effectively promote cultural events and create “Arts and Cultural” tourism packages for visitors. • Raise the profile of the Arts in the City of Mansfield. Measurable Outcomes: • Revise policies, procedures and materials as necessary. • Track number of Hotel/Motel tax applicants and recipients. • Track attendance, ticket sales and bookings at the Farr Best Theatre and Arts events. • Increase Hotel/Motel tax funding by more than 10%. • Develop and implement a strategic plan for the Farr Best Theatre. • Create a public arts policy if needed.

Commission for the Arts Summary Personnel Services Operations Total

Actual 2015-2016 $

7,981

7,981 $

Commission for the Arts Full Time Equivilent Positions Cultural Arts Coordinator Total

Actual 2016-2017 65,986 45,879

Budget 2017-2018 84,891 49,669

111,864 $

2016-2017 Budget 1 1

2017-2018 Budget 1 1

Budget 2018-2019 92,524 58,690

% Change 2018-2019 8.99% 18.16%

151,214

12.38%

134,560 $

2018-2019 Budget 1 1

2018-2019 Additions 0

231

PUBLIC WORKS DIVISION

Street Maintenance Repair streets as needed Schedule work order requests Schedule contract services as needed Conduct preventive maintenance programs

Engineering Review and approve street and utility projects Conduct plan reviews Recommend capital improvement plans Schedule construction projects Ensure compliance with construction standards

Special Revenue Fund Drainage (Environmental)

Public Works Division Highlights • •

An estimated 60 projects are “in-progress” in FY 2018-2019. The Street Department maintains 630 lane miles of streets.

232

PUBLIC WORKS DIVISION AT A GLANCE Budget Summary The Public Works Division includes the Engineering Department and Street Maintenance Department. The Traffic Department was combined with the Street Maintenance department in FY 2018-2019. The division oversees all City infrastructure construction and maintains the Cityâ&#x20AC;&#x2122;s roadways and drainage infrastructure. The Full Time Equivalent (FTE) budgeted positions in this fund are budgeted on an allocation basis among the General Fund, Street Construction Fund, Utility Construction Fund, and Environmental Services Fund. The Public Works Division budget increased 6.05% due to a merit adjustment and increases in contract services related to street and signal maintenance. Departments Engineering Street Maintenance Traffic Management*

Actual 2015-2016 352,159 3,152,392 1,229,154

Actual 2016-2017 374,844 2,961,288 1,254,740

Total $ 4,733,705 $ 4,590,871 $ * Traffic Management and Street Maintenance were combined for 2018-2019

Departments Personnel Services Operations Total

$ $

Actual 2015-2016 1,565,488 3,168,216 4,733,705

$ $

Actual 2016-2017 1,636,612 2,954,259 4,590,871

$ $

Budget 2017-2018 406,166 3,286,574 1,331,541 5,024,282

Budget 2017-2018 1,822,702 3,201,580 5,024,282

Budget 2018-2019 366,343 4,961,912 -

% Change 2018-2019 -9.80% 50.98% -

5,328,255

6.05%

Budget 2018-2019 1,896,669 3,431,586

% Change 2018-2019 4.06% 7.18%

5,328,255

6.05%

$ $

233

ENGINEERING DEPARTMENT MISSION STATEMENT: The mission of the Engineering Department is to direct and manage the design and construction of all public street, drainage, water and sewer improvements as well as to review and inspect the design and construction of all similar public improvements associated with residential and commercial development. The Engineering Department is also responsible for establishing and updating the master plans for the roadway and utility infrastructure systems as well as all associated design and construction standards. Department at a Glance The Engineering Department monitors all street, utility and drainage projects from the conceptual stage through the preparation of construction plans, contract documents, completion and final acceptance of construction projects. The Engineering Department includes the Director of Public Works, City Engineer, five engineers, four inspectors, one technician and one secretary. A portion of the salary and benefits are allocated to the Street, Utility and Drainage Construction funds. The Engineering budget decreased 9.80% in FY 2018-2019 due to the reallocation of staff to the Street Maintenance Department. Key Goals and Objectives Goal 1 Improve streets, drainage and utility infrastructure through design and construction of public improvement projects. Objectives: • Continue to direct and manage the design and construction of the 2018-2019 Street Bond Fund and Utility Bond Fund projects. Target and monitor specific project schedule milestones for South Main St and Holland Road projects. • Continue to review and inspect the design and construction of public improvements associated with residential and commercial development. • Conduct regular-specific meetings with all franchise utility companies to better facilitate infrastructure relocations to accommodate street and utility projects. Goal 2 Provide specific opportunities for training and professional development of engineering staff. Objectives: • Provide training for the new staff engineer. • Continue to provide supervisory training for Construction Inspection supervisor. • Schedule in-house group professional development training once a quarter in conjunction with the Environmental Services department. Goal 3 Document all frequently used policies, procedures and checklists within the department to facilitate thorough reviews, inspections and consistent application of requirements. Objectives: • Update Standard Construction Details and facilitate approval by the Planning and Zoning Commission.

234

• •

Complete Roadway and Access Management Design Criteria Manual and facilitate approval by the Planning and Zoning Commission. Confirm and document required approvals and procedures are in compliance with applicable codes and ordinances.

Performance Objectives • Improve streets, drainage and utility infrastructure through design and construction of public improvement projects. • Provide specific opportunities for training and professional development of engineering staff. • Document all frequently used policies, procedures and checklists within the department to facilitate thorough reviews, inspections and consistent application of requirements.

Engineering Demand Capital Budgets Monitored Workload Capital Improvement Program Infrastructure Projects Residential Public Infrastructure Projects Commercial Public Infrastructure Projects Effectiveness Water Improvements (Miles) Sewer Improvements (Miles) Drainage Improvements (Miles) Street Improvements (Miles)

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

55.5M

29.1M

47.4M

19.9M

18 13 16

25 16 19

18 13 16

25 15 20

9.7 6.4 5.1 7.5

4.7 2.8 4.6 3.5

9.7 6.4 5.1 7.5

7.0 4.0 5.0 5.0

Measurable Outcomes: • Monitor the FY 2018-2019 public improvement project schedule milestones for specified projects. • Complete all anticipated training as schedule. • Engineering standards, policies and procedures updated, documented and approved. Engineering Departments Personnel Services Operations Total

$ $

Actual 2015-2016 306,678 45,481 352,159

Engineering Full Time Equivilent Positions Public Works Director Secretary City Engineer Engineer Inspector Technician Administrative Assistant Total

$ $

Actual 2016-2017 331,989 42,855 374,844

2016-2017 Budget 1 1 1 5 4 1 0.5 13.5

$ $

Budget 2017-2018 348,076 58,090 406,166

2017-2018 Budget 1 1 1 4 4 1 0.5 12.5

Budget 2018-2019 308,265 58,078

% Change 2018-2019 -11.44% -0.02%

366,343

-9.80%

2018-2019 Budget 1 1 1 3 4 1 0 11

2018-2019 Additions

-1

-0.5 -1.5

235

STREET MAINTENANCE DEPARTMENT MISSION STATEMENT: The mission of the Street Maintenance Department is to sustain and optimize the structural life of City streets, sidewalks, traffic control devices, street lights and pavement markings in the most cost effective manner and to promote safe and efficient traffic and pedestrian flow. Department at a Glance The Street Maintenance Department includes the nineteen staff including the Assistant Public Works Director, Traffic Control Supervisor, Administrative Assistant, Traffic Signal Supervisor and fourteen staff positions. One additional tradesperson position was moved from the Engineering Department in FY 2018-2019. Overall, the Street Maintenance budget increased 50.98% in FY 2018-2019 due to the addition of one tradesperson, consolidating the Traffic Department into the Street Department, and providing an additional $200,000 in contract services to maintain existing streets. Key Goals and Objectives Goal 1 Improve the effectiveness of services provided by the Street Department. Objectives: • Cross train staff on the pavement management system and other skill sets. • Monitor the traffic management center on a routine schedule and set up alerts for problem areas when the center is not manned. • Empower staff to proactively create work orders. Goal 2 Invest in staff development and morale of the department. Objectives: • Establish activities that promote “Team” spirit and a higher standard of excellence. • Encourage continuous education and training. • Provide recognition for the non-management top performers. Goal 3 Introduce preventative maintenance technology and programs that target not only aging infrastructure but also newer infrastructure and national standards. Objectives: • Utilize Cooperative Purchasing Agreements to access contractors that specialize in the latest methods and materials. • Meet with vendors and adjacent jurisdictions/organizations to discuss best practices and techniques. • Utilize the pavement management, traffic management and school zone systems to monitor and maintain all impacted infrastructure.

236

Performance Objectives • Improve the effectiveness of services provided by the Street Department. • Invest in staff development and morale of the department. • Introduce preventative maintenance technology and programs that target not only aging infrastructure but also newer infrastructure and national standards.

Street Maintenance Demand Work Orders Processed Service Area (Square Miles) Workload Streets Maintained (Lane Miles) Streets Maintained-Concrete (Lane Miles) Streets Maintained-Asphalt (Lane Miles) Productivity Concrete Work Orders Processed Asphalt Work Orders Processed Pothole Repairs Work Orders Processed Sidewalk Work Orders Processed Misc Work Orders Processed Effectiveness % of Work Orders Completed with 15 days

Traffic Operations Demand Work Orders Processed Service Area Workload Traffic Signals Maintained School Flashers Maintained Pavement Markers Maintained (Lane Miles) Productivity/Work Orders Traffic Signal School Flasher Streetlight Guardrail Repair Line of Sight Graffiti Traffic Signs Service Calls answered within 24 hours Effectiveness Service Calls answered within 24 hours % of Work Orders Completed with 3 days

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

568 36.69

671 36.69

575 36.69

600 36.69

583 438 145

591 465 126

600 455 145

630 480 150

78 45 202 97 146

200 37 395 113 140

85 50 200 100 140

200 35 200 115 50

85%

90%

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

1475 36.69

2155 36.69

1500 36.69

1600 36.69

46 64 454

43 64 454

48 64 465

51 64 470

321 48 408 12 47 14 625 100%

312 57 325 8 39 10 840 100%

325 45 455 15 45 15 600 100%

350 50 400 12 40 12 700 100%

100% 100%

Measurable Outcomes: • Work Orders completed within 3 days for traffic operations and 15 days for street repair service calls. • Reduction in number of unscheduled maintenance repairs. • Staffs to be cross trained to be able to perform different duties with various crews.

237

Street Maintenance Summary Personnel Services Operations Total

Traffic Management Summary Personnel Services Operations Total

$ $

Actual 2015-2016 971,830 2,180,562 3,152,392

Actual 2015-2016 286,980 942,174 1,229,154

$ $

Actual 2016-2017 950,074 2,011,213 2,961,288

Actual 2016-2017 354,549 900,191 1,254,740

$ $

Budget 2017-2018 1,079,933 2,206,641 3,286,574

Budget 2017-2018 394,693 936,848 1,331,541

$ $

Budget 2018-2019 1,588,404 3,373,508

% Change 2018-2019 47.08% 52.88%

4,961,912

50.98%

% Change 2018-2019 -100.00% -100.00%

-100.00%

Budget 2018-2019

* Traffic Management and Street Maintenance were combined for 2018-2019

Street/Traffic Maintenance Full Time Equivilent Positions Assistant Director Public Works Administrative Assistant Traffic Control Supervisor Street Maintenance Staff Traffic Signal Supervisor Traffic Maintenance Staff Total

2016-2017 Budget 1 1 1 11 1 2 17

2017-2018 Budget 1 1 1 11 1 3 18

2018-2019 Budget 1 1 1 11 1 4 19

2018-2019 Additions

1 1

New phone app helps Mansfield drivers stay alert in school zones.

238

ENTERPRISE FUNDS The Enterprise Funds are used for operations that are financed and operated in a manner similar to private business enterprises where the costs (expenses, including depreciation) of providing goods and services to the general public on a continuing basis are financed through user charges. The Cityâ&#x20AC;&#x2122;s Enterprise Funds are comprised of the Drainage and Environmental Services Fund, Water & Sewer Fund, and the Law Enforcement Center Fund.

239

DRAINAGE AND ENVIRONMENTAL SERVICES FUND MISSION STATEMENT: The mission of the Environmental Services Department is to oversee and implement the City’s Municipal Separate Storm Sewer System (MS4), provide operational oversight of solid waste and recycling programs, develop and implement the Drainage Capital Improvement Program, maintain the City’s existing storm sewer system, and deliver an engaging and effective mosquito control program. Department at a Glance The Drainage and Environmental Services Fund is managed by one department within the Public Works Division. The department is funded through fees assessed to residential and commercial customers. The department includes one Storm Water Manager, one Storm Water Inspector, one Hazardous Waste Coordinator, one Education Specialist and one Environmental Health Specialist. Partial allocations of salary and benefits for the Public Works Director and one Inspector are also included in this fund. The Drainage and Environmental Services budget increased 1.58% in FY 2018-2019. Key Goals and Objectives Goal 1: Full implementation of the City’s MS4 Permit pledges for the year. Objectives: • Conduct inter-departmental training of applicable personnel and develop standard operating procedures for applicable facilities using materials developed through the North Central Texas Council of Governments. • Further development of post-construction water quality program. • Conduct inspections throughout the community to detect potential discharges and repair when necessary. • Continue to engage the community through the use of various media campaigns. Goal 2: Provide operational oversight of solid waste and recycling programs. Objectives: • Identify effective communication and education messages to continue to increase materials collected for recycling and divert from landfill. • Oversee municipal efforts related to new collection contract or existing contract extension. Goal 3: Implement the Drainage Capital Improvement Program through the use of available funds and prioritized list of projects. Increase drainage maintenance capacities and capabilities. Objectives: • Begin work on Day Miar Road, Hogpen Branch re-study, and Watson Branch study using either operating budget or issued debt funds. • Identify any equipment that could be useful for drainage maintenance operations and rent or purchase these items as the budget permits.

240

•

Increase experience for equipment operators by expanding abilities with existing equipment or use of new equipment for drainage maintenance purposes.

Goal 4: Provide an engaging and effective mosquito control program. Objectives: • Follow industry standard recommendations for trapping locations/types, treatment of suspected resting/breeding sites, and any adulticide activities. • Continue training for the Environmental Health Specialist and expand surveillance program to better reflect growth of population. • Update Mosquito Surveillance and Control Policy as needed to reflect current mosquito borne illness environment and maintain consistency with Tarrant County Public Health’s policies. Performance Objectives • Significant progress on identified capital improvement projects. • Increase Household Hazardous Waste and recycled electronics pounds collected. • Reduce work-order completion time by 50%.

Drainage and Environmental Services Demand Work Orders Processed Environmental Code Cases Processed Workload Channel Vegetation Control (acres) Box Culverts (feet) Open Channels (feet) Storm Pipe (feet) Street Sweeping Curb Miles Public Education Posts/Articles Productivity Bar Ditch Regrade (feet) Bridge & Culvert Clearing/Repairs Outfall Repairs Channel Regrade (feet) Headwall Repairs Miscellaneous Drainage Repairs Inlets Cleared Interdepartmental Personnel Trained Litter Crew Weight Collected (pounds) Effectiveness Average Days to Complete Work Orders ECC Participation (households) HHW Collected (pounds) Electronics Recycled (pounds) Mosquito Audits/Inspections Street Sweeping Collection (cubic yards)

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

1 32

23 73

15 60

30 120

114 44,558 71,131 545,096 2,271 33

114 55,280 84,543 593,214 2,091 316

114 55,000 80,000 595,000 2,300 50

114 60,000 92,000 620,000 2,300 150

2,150 10 4 2,500 1 12 13 0 42,280

1,680 15 3 555 4 19 8 0 66,500

1,500 15 3 1,000 3 15 15 50 45,000

3,000 20 6 2,000 6 25 50 50 68,000

188 1,378 N/A N/A N/A 503

110 1,924 51,045 61,528 N/A 244

90 1,723 82,064 69,825 180 620

45 2,200 64,000 77,000 180 620

241

Measurable Outcomes: • Use Best Management Practices implantation timeline as a framework to evaluate Storm Water Management Program compliance. Ultimately incorporate into the Annual Report and prepare presentation to City Council. • Track number of capital projects started/completed/in progress. Track number of maintenance work orders completed. Track average days for completion of work orders. • Track number of mosquito traps collected for surveillance program. Track number of posts, publications, and events performed by staff related to mosquito public education. Track number of areas treated. Update policy as needed.

Drainage/Environmental Svc. Summary Personnel Services $ Operations Other/Transfers Projects Total

Actual 2015-2016 376,284 614,193 165,303

1,155,780

Drainage/Environmental Services Full Time Equivilent Positions Storm Water Manager Storm Water Inspector Hazardous Waste Coordinator Education Specialist Environmental Health Specialist Total

Actual 2016-2017 361,709 538,040 313,011 811,160 2,023,920

2016-2017 Budget 1 1 1 1 0 4

Budget 2017-2018 592,226 649,652 706,403 1,948,281

2017-2018 Budget 1 1 1 1 1 5

Budget 2018-2019 604,085 575,528 686,203 113,300

% Change 2018-2019 2.00% -11.41% -2.86%

1,979,116

1.58%

2018-2019 Budget 1 1 1 1 1 5

2018-2019 Additions

Volunteers help keep Mansfield clean by clearing trash and debris.

242

WATER & SEWER FUND (UTILITY SERVICES DIVISION)

Billing & Collections Provides billing and collection services to the citizens. Coordinates new account information with City departments.

Water Distribution Maintains the water pipeline distribution system.

Administration Administers the Utility Fund program. Provides GIS services City-wide.

Wastewater Collection Maintains the sewer pipeline system.

Meter Services Provides timely and accurate meter readings for all City accounts using the latest technology.

Water Treatment and Quality Control Provides treated water to the citizens of Mansfield.

Water Demand Management

Utility Services Division Highlights • • • •

The City can pump up to 57 million gallons per day. Estimated ground storage capacity is 4.75 million gallons. The City has a 100% water accountability rating. The City’s water system has been rated “Superior.”

243

UTILITY SERVICES DIVISION AT A GLANCE Budget Summary The Utility Services Division includes the Utility Administration, Billing and Collections, Meter Reading and Repair, Water Distribution, Wastewater Collection, Water Treatment and Quality, and Water Demand departments. The Utility Division budget increased 10.91% due to estimated increases in water purchase cost, sewer treatment, quantity and cost of chemical supplies, inventory requirements, merit increases, and market adjustments. Utility Division Departments Administration Billing & Collections Meter Reading & Repair Water Distribution Wastwater Collection Treatment Services Water Quality Water Demand Transfers/Reserves Other Total

Division Summary Personnel Services Operations Transfers/Reserves Capital Other Total

Actual 2015-2016 1,081,214 845,361 955,042 930,706 6,747,644 7,044,473 385,627 297,116

196,943 $

18,484,127

Actual 2015-2016 4,905,083 13,248,986

133,115 196,943 $

18,484,127

Actual 2016-2017 1,162,268 894,218 1,002,475 981,079 6,935,459 7,892,811 439,547 213,368 1,556,985 197,013 21,275,222

Actual 2016-2017 5,196,256 14,192,494 1,556,985 132,474 197,013 21,275,222

Budget 2017-2018 1,164,562 975,953 942,806 1,029,566 7,782,189 8,710,152 420,773 172,585 3,466,571 366,537 25,031,694

Budget 2017-2018 4,974,711 15,891,672 3,466,571 332,203 366,537 25,031,694

Budget 2018-2019 1,188,181 926,274 1,036,525 885,399 8,823,511 9,066,289 483,008 164,878 4,781,560 407,064

% Change 2018-2019 2.03% -5.09% 9.94% -14.00% 13.38% 4.09% 14.79% -4.47% 37.93% 11.06%

27,762,689

10.91%

Budget 2018-2019 5,074,114 16,991,282 4,781,560 508,669 407,064

% Change 2018-2019 2.00% 6.92% 37.93% 53.12% 11.06%

27,762,689

10.91%

244

UTILITIES ADMINISTRATION MISSION STATEMENT: The mission of Utilities Administration is to direct the operations of the Utilities Division by maximizing the use of all available equipment, staff and assets to provide the citizens with “Superior” utility service that is second to none. Department at a Glance Utilities Administration is comprised of the Administration Office, Billing & Collections, and Meter Reading & Repairs departments. It also includes GIS Services for city staff and citizens. The Administration budget increased 2.03% due to a merit increase. The Billing and Collections budget decreased 5.09% due to personnel changes and reductions in contract services and collection agency expenses. The Meter Reading and Repairs budget increased 9.94% as a result of inventory needed for new residential and commercial construction projects. Key Goals and Objectives Goal 1 Accurately bill all accounts for water usage each month. Objectives: • Evaluate and edit meter readings as they are completed to ensure accuracy. • Send out re-reads as determined necessary for billing. • Utilize meter data management system to determine the accuracy of high reads. Goal 2 Improve operational efficiency through the utilization of advanced meter systems. Objectives: • Continue with the meter change-out program to target failing 3G components, replacing meters and/or registers as needed. • Present customers with data-based information on water usage via the Mansfield Water Utility Customer Portal. • Evaluate opportunities to stabilize reading schedules based on 3G and 4G data collection. Goal 3 Maintain public support for the operations, initiatives and employees of the Water Utility Division by utilizing public communication strategies that instill the value of water. Objectives: • Evaluate the effectiveness of the Water 360 strategic education and public communication plans and modify as needed. • Market and communicate benefits of customer engagement with the customer portal. • Use the customer portal for distribution of monthly Water 360 newsletter. Performance Objectives • Maintain 100% billing accuracy. • Replace 5% of existing meters with 4G; install only 4G meters on new customer connections.

245

â&#x20AC;˘

Encourage and increase customer portal usage. Administration Demand Service Departments Supervised Workload Utility Division Projects Productivity Ground Storage Capacity (million gal.) Elevated Storage Capacity (million gal.) Pumping Capacity (daily million gal.) Department Meetings Effectiveness Public Water System Rating Percent Meeting Monthly Standards Treatment Capacity (million gal.) GIS Integration of Systems

Billing & Collections Demand Population (3.24 residents per account) Active Meter Accounts Workload Payments Processed Walk In Customers (monthly) New Utility Accounts (annually)* Receptionist & UB Calls (monthly) Productivity Staffing Payments per FTE FTE per Capita Effectiveness Billing Accuracy

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

4.75 4 57 22

4.75 4 57 24

4.75 4 57 26

4.75 4 57 24

Superior 100% 45 100%

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

60,872 20,561

68,784 21,063

70,170 21,800

73,410 22,236

233,441 1,838 2,732 2,086

242,252 1,769 2,805 3,402

265,319 2,051 2,467 2,124

270,625 2,092 2,516 2,166

7 38,991 11,272

7 40,376 10,612

7 37,907 11,696

7 38,539 11,930

99.8%

100.0%

*Includes residential, commercial, irrigation locations, etc.

Meter Reading & Repairs Demand Active Meter Reads (monthly) Workload Avg Manual Meters Read (monthly per reader) Avg AMI/AMR Meters Read (monthly) Meter Re-Reads (annually) Meter Sets (monthly) Customer Service Requests-Other (annually) Cut Offs (annually) Meter Change Outs (annually)-NEW Register Change Outs (annually)-NEW Reading History (annually)-NEW Productivity Staffing Meters per FTE Service Calls per FTE Effectiveness Percent of Meters Read (monthly) Meter Reading Accuracy

Actual 2015/2016 21,051 5,614 15,437 4,236 57 12,835 4,510 794 585 291

Actual 2016/2017 21,529 4,891 16,638 3,761 48 14,749 4,374 1,218 1,036 270

Budget 2017/2018 21,543 4,514 17,029 3,578 41 12,739 4,243 1315 305 275

Budget 2018/2019 22,131 22,131 3,859 49 13,441 4,376 1,500 716 270

7 3,007 3,181

7 3,076 3,637

7 3,078 2,943

7 3,162 3,459

100% 98.8%

100% 99.0%

246

Measurable Outcomes: • 100% billing accuracy. • Replace 5% of existing 3G meters that are reaching the end of their full warranty period. • 35% customer engagement with the Mansfield Water Utility Customer Portal. Administration Summary Personnel Services Operations Capital Total

Billing & Collections Summary Personnel Services Operations Capital Total Meter Reading & Repair Summary Personnel Services Operations Capital Total

Actual 2015-2016 943,231 137,983 1,081,214 Actual 2015-2016 643,103 202,258

Actual 2016-2017 908,018 254,251 -

Budget 2017-2018 900,176 244,387 20,000

1,162,268

1,164,562

Actual 2016-2017 659,691 234,526 -

894,218

845,361

Actual 2015-2016 617,293 270,002 67,747

Actual 2016-2017 554,109 349,322 99,044

955,042

1,002,475

Budget 2018-2019 889,728 298,453 -

% Change 2018-2019 -1.16% 22.12% -100.00%

1,188,181

2.03%

Budget 2017-2018 629,414 346,539 -

Budget 2018-2019 590,794 335,480 -

% Change 2018-2019 -6.14% -3.19%

975,953

926,274

-5.09%

Budget 2017-2018 517,763 358,743 66,300

Budget 2018-2019 535,436 376,049 125,040

% Change 2018-2019 3.41% 4.82% 88.60%

942,806

1,036,525

9.94%

Administration Full Time Equivilent Positions Director of Utility Operations Assistant Director of Utilities Budget Administrator Administrative Assistant GIS Coordinator GIS Technician Secretary Total

2016-2017 Budget 1 1 1 1 1 1 0 6

2017-2018 Budget 1 1 1 1 1 1 1 7

2018-2019 Budget 1 1 1 1 1 1 0 6

2018-2019 Additions

Billing & Collections Full Time Equivilent Positions Billing Supervisor Senior Billing Clerk Billing Clerk Customer Service Representative Cashier Receptionist Total

2016-2017 Budget 1 1 1 2 1 1 7

2017-2018 Budget 1 1 1 2 1 1 7

2018-2019 Budget 1 1 1 2 1 1 7

2018-2019 Additions

Meter Reading Full Time Equivilent Positions Meter Crew Leader Meter Techncian Meter Reader Data Entry Clerk Administrative Assistant Total

2016-2017 Budget 1 2 2 1 1 7

2017-2018 Budget 1 2 2 1 1 7

2018-2019 Budget 1 2 2 1 1 7

2018-2019 Additions

-1 -1

247

UTILITIES OPERATIONS MISSION STATEMENT: The mission of Utilities Operations is to provide a reliable system for the delivery and removal of water while maintaining a professional level of customer service. Department at a Glance Utilities Operations includes the Water Distribution and Wastewater Collection departments. The Water Distribution budget decreased 14.0% due to one position moving to the Wastewater Collection department, and significantly less capital equipment budget this year as compared to FY2018. The Wastewater Collection budget increased 13.38% due to an additional position, merit increases, and the increased operational costs of sewer treatment. Key Goals and Objectives Goal 1 Prioritize work orders and allocate resources in a manner that provides the greatest benefit to our customers. Objectives: • Categorize daily work orders by level of urgency and prioritize activities accordingly. • Continuously evaluate detailed cost data associated with each work order and work toward improving efficiency. • Maintain accountability of City-issued equipment in order to shorten response times. Goal 2 Maintain a proactive maintenance program which decreases interruptions in the water distribution system. Objectives: • Administer regular cathodic protection maintenance programs. • Locate and exercise valves in order to reduce customer interruptions. • Ensure GIS data is accurate with infrastructure in the field. Goal 3 Identify and make corrections to areas with inflow and infiltration in the sanitary sewer system. Objectives: • Use data collected from 100M and SCADA systems to locate areas with inflow and infiltration. • Monitor off-site, new construction for exposed or broken sewer mains and connections during the rough-in phase of construction. • Identify and prioritize line repairs based on data collected from video inspections and smoke testing of service lines. Performance Objectives • Respond to work orders within four hours or less. • Increase valves exercised by 25%. • Reduce wet weather peaking factor to a 3 or less.

248

Water Distribution Demand Water Pipeline System (miles) Calls for Service (monthly) Workload Minor Leaks Repaired (annually) Main Leaks Repaired (annually) Fire Hydrant Maintained (annually) Productivity Valves Exercised (annually) Water Taps (annually) Utility Inspection, Rough and Final (annually) Test Double Check or RPZ (annually) Water Camera (annually) Flush Hydrants (annually) Effectiveness Calls Answered Within 4 Hours Percent Meeting Monthly Standards

Wastewater Collection Demand Sewer Lines (miles) Sewer Customers Calls for Service (monthly) Workload Sewer Line Video Inspections (annually) Lift Station Maintenance (annually) Line Locates (annually) Average Daily Sewer Flow (gallons) Productivity Sewer Lines Repaired (annually) Manholes Cleaned/ Trouble Shooting(annually) Sewer Taps (annually) Effectiveness Service Requests Answered within 4 hours Grease Trap Inspections (annually) Waste Hauler Inspections (annually)

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

311 123

331 96

321 137

341 119

135 33 75

123 50 36

141 44 86

133 43 66

498 18 334 15 273 1630

403 9 1,401 18 591 890

407 12 812 23 289 837

436 13 1,410 19 600 900

100% 100%

Actual 2015/2016 272 18,325 34

Actual 2016/2017 281 18,765 45

Budget 2017/2018 282 18,692 248

Budget 2018/2019 291 18,814 40

69 267 3,850 6,172,000

65 210 4,201 5,302,000

62 406 4,500 5,995,000

66 239 4,201 5,995,000

25 363 6

14 2,108 2

23 374 7

21 2,110 7

100% 530 102

100% 378 72

100% 237 69

100% 382 86

Measurable Outcomes: • Response time of four hours or less 100% of the time. • Increase valves exercised by 25%. • Reduce wet weather peaking factor to a 3 or less.

249

Water Distribution Summary Personnel Services Operations Capital Total Wastewater Collection Summary Personnel Services Operations Capital Total

Actual 2015-2016 765,664 152,511 12,532

Actual 2016-2017 738,428 228,505 14,146

930,706

Budget 2017-2018 729,041 182,574 117,951

981,079

Actual 2015-2016 499,095 6,245,391 3,158

6,747,644

Budget 2018-2019 661,857 184,859 38,683

% Change 2018-2019 -9.22% 1.25% -67.20%

1,029,566

885,399

-14.00%

Actual 2016-2017 694,097 6,241,337 24

Budget 2017-2018 671,039 6,983,197 127,952

Budget 2018-2019 771,950 7,932,561 119,000

% Change 2018-2019 15.04% 13.59% -7.00%

6,935,459

7,782,189

8,823,511

13.38%

Water Distribution Full Time Equivilent Positions Field Operations Manager Crew Leaders Inventory Clerk Tradesman Total

2016-2017 Budget 1 4 1 3 9

2017-2018 Budget 1 4 1 2 8

2018-2019 Budget 1 3 1 2 7

2018-2019 Additions

Wastewater Collection Full Time Equivilent Positions Field Supervisor Crew Leader (Sewer) Utility Technician (Sewer) Tradesman (Sewer) Total

2016-2017 Budget 1 2 2 2 7

2017-2018 Budget 1 2 2 3 8

2018-2019 Budget 1 2 2 4 9

2018-2019 Additions

-1

1 1

250

WATER TREATMENT SERVICES MISSION STATEMENT: The mission of the Water Treatment Department is to provide citizens with a superior drinking water source which meets or exceeds all state and federal requirements regarding quality, monitoring and reporting practices. This is accomplished by the most cost-effective means possible. Department at a Glance Water Treatment Services includes the Water Treatment, Water Quality and Water Demand departments. The Water Treatment Department budget increased 4% in FY 2018-2019 due to increased costs in water treatment chemicals and supplies, as well as merit adjustments. Water Quality increased 14% as a result of merit and market adjustments and the addition of capital equipment. The Water Demand department decreased 4% for FY 2018-2019 in both personnel and operational costs. Key Goals and Objectives Goal 1: Maintain the “Superior” Drinking Water System classification issued by the TCEQ. Objectives: • Modify existing treatment methods and system operations as state/ federal regulations are revised. • Evaluate and modify monitoring and reporting practices to meet new regulations. • Provide continuing education and training to operators and staff so that updated information on new rules, methods and requirements are employed to maintain system integrity and compliance. Goal 2: Increase plant productivity and communication. Objectives: • Utilize Asset Essentials software to keep a cohesive communication line between operators and maintenance staff. • Utilize Asset Essentials software to prioritize plant maintenance. • Keep quality records of maintenance and equipment performance. Goal 3: Coordinate treatment plant operations with large-scale on-site projects. Objectives: • Attend all construction meetings. • Coordinate four critical plant shutdowns to prevent system impact. • Keep staff apprised of the changing construction site to prevent accidents. Performance Objectives • Maintain the Superior Water System classification. • Decrease equipment downtime. • Maintain 100% of systems pressure throughout the project.

251

Water Treatment/Water Quality and Water Demand Demand Average Monthly Water Flow (million gal.) Water Customers Bacteriological Samples Workload Annual Purchased Drinking Water (million gal.) Annual Raw water Purchased (million gal.) Annual Plant Production (million gal.) State of Texas Compliance Samples Irrigation Systems Water Conservation Intiatives Productivity Ground Storage Capacity (million gal.) Elevated Storage Capacity (million gal.) Pumping Capacity Daily (million gal.) Treatment Capacity (million gal.) Irrigation Plans Reviewed Within 24 Hours Effectiveness Public Water System Rating Accountability (water billed) Social Media Posts Postive Total Coliform/Fecal Bacteria Samples Compliance with EPA Pretreatment Regulations

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

345 21,051 915

373 21,063 935

355 21,800 1,200

371 22,236 1,200

0.509 4,272 4.151 70 12,522 26

0.525 4,587 4,462 80 12,939 24

0.550 4,383 4.261 80 13,050 32

0.550 4,569 4,455 80 13,450 26

4.25 4.00 57 45 100%

Superior 95% 52 1 100%

Superior 92% 38 2 100%

Superior 100% 52 none 100%

Superior 100% 48 none 100%

Measurable Outcomes: â&#x20AC;˘ Receive the Superior Water System classification from TCEQ. â&#x20AC;˘ Increased productivity and communication among plant staff. Water Treatment Summary Personnel Services Operations Capital Total Water Quality Summary Personnel Services Operations Capital Total Water Demand Summary Personnel Services Operations Capital Total

Actual 2015-2016 916,735 $ 6,078,060 49,678

Actual 2016-2017 1,155,948 $ 6,717,603 19,260

Budget 2017-2018 1,086,171 $ 7,623,981 -

Budget 2018-2019 1,138,544 7,728,299 199,446

% Change 2018-2019 4.82% 1.37%

7,044,473 $

7,892,811 $

8,710,152 $

9,066,289

4.09%

Actual 2015-2016 306,093 $ 79,534 -

Actual 2016-2017 357,892 $ 81,654 -

Budget 2017-2018 338,487 $ 82,287 -

Budget 2018-2019 387,181 69,327 26,500

% Change 2018-2019 14.39% -15.75%

385,627 $

439,547 $

420,773 $

483,008

14.79% % Change 2018-2019 -3.89% -5.30% -4.47%

Actual 2015-2016 213,869 83,247 297,116

Actual 2016-2017 128,073 85,295 -

213,368

Budget 2017-2018 102,621 69,964 -

Budget 2018-2019 98,624 66,254 -

172,585

164,878

252

Water Treatment Full Time Equivilent Positions Water Treatment Plant Manager Supervisor Chief Operator Instrument Technician Chief Operator A Plant Operator B Plant Operator C Total

2016-2017 Budget 1 1 1 3 0.5 2 3 11.5

2017-2018 Budget 1 1 1 3 0.5 2 3 11.5

2018-2019 Budget 1 1 1 3 0.5 2 3 11.5

2018-2019 Additions

Water Quality Full Time Equivilent Positions Pre-Treatment Coordinator TradesStaff Total

2016-2017 Budget 1 3 4

2017-2018 Budget 1 3 4

2018-2019 Budget 1 4 5

2018-2019 Additions

Water Demand Management Full Time Equivilent Positions Educational Specialist Total

2016-2017 Budget 1 1

2017-2018 Budget 1 1

2018-2019 Budget 1 1

2018-2019 Additions

1 1

253

POLICE DIVISION

LAW ENFORCEMENT CENTER FUND

Jail Administration Provides supervision and support of all jail operations

Jail Support Provides building maintenance, procurement and related services

Jail Operations Provides direct supervision and transportation of jail inmates

Kitchen Services Provides jail food services

Support Services (City Marshal) Provides transportation and warrant services

Medical Services Provides jail medical services

Law Enforcement Center Highlights â&#x20AC;˘ â&#x20AC;˘

The Jail has contracts with the Federal Government, the City of Burleson, and the City of Kennedale to house prisoners. The average daily inmate population in FY 2018-2019 is estimated to be 240 prisoners.

254

LAW ENFORCEMENT CENTER FUND AT A GLANCE MISSION STATEMENT: The mission of the Law Enforcement Center is to provide the highest level of service, in partnership with the community, to foster a safe atmosphere and promote the highest quality of life for all people. Budget Summary The Law Enforcement Center includes the Administration, Operations, City Marshal, Support, Kitchen and Medical departments. The Law Enforcement Center budget decreased 27.87% due to the City of Fort Worth not renewing their contract for the City of Mansfield to house their prisoners, which resulted in a reduction of personnel and operations. Departments Administration Operations City Marshal Support Food Service Medical Other Total Division Summary Personnel Services Operations Total

$ $

Actual 2015-2016 300,725 5,993,957 1,843,004 937,630 454,195 590,066 10,119,577 Actual 2015-2016 8,820,768 1,298,809 10,119,577

$ $

Actual 2016-2017 357,398 6,377,414 2,048,459 1,018,984 455,668 593,454 376,211 11,227,589 Actual 2016-2017 9,575,631 1,651,958 11,227,589

$ $

Budget 2017-2018 349,631 6,481,074 2,122,667 1,171,364 477,600 594,623 828,073 12,025,033 Budget 2017-2018 10,605,622 1,419,410 12,025,032

$ $

Budget 2018-2019 331,004 4,738,021 1,570,404 745,702 407,615 407,183 474,235

% Change 2018-2019 -5.33% -26.89% -26.02% -36.34% -14.65% -31.52% -42.73%

8,674,164

-27.87%

Budget 2018-2019 7,589,744 1,084,420

% Change 2018-2019 -28.44% -23.60%

8,674,164

-27.87%

255

ADMINISTRATION DEPARTMENT Department at a Glance The Administration budget decreased 5.33% overall. The department made some personnel/staffing changes as well as operational cuts in the FY 2018-2019 budget. Key Goals and Objectives Goal 1: Complete Prison Rape Elimination Act (PREA) compliance certification for the lock-up facility. Objectives: • Receive onsite compliance inspection within the first quarter of the fiscal year. • Receive award certification for the lock-up facility. Goal 2: Enhance budget efficiency. Objectives: • Ensure accurate line item coding. • Weekly staff review of line item coding and immediate corrections made accordingly. Goal 3: Increase employee morale through on-going recognition. Objectives: • Identify a minimum of three acts of outstanding performance per month to be documented by Personal Commendation. • Create a section on the facility briefing scroll to acknowledge recipients. Performance Objectives • Obtain Federal compliance certification for the lock-up facility. • Budget efficiency. • Recognize employees and improve morale.

256

Actual 2015/2016

Administration Demand Service Departments Division Staff budgeted Division Budget Workload Staff supervised Average Daily Inmate Population Intergovernmental Agreements Productivity Percent of Jail Beds Occupied Staffing Levels Required Effectiveness Housing Revenue Telephone Revenue Average Cost per Inmate per Day Number of Agencies Using Facility

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

6 111 $9,889,873

6 111 $11,227,589

6 105 $12,025,032

6 70 $8,674,163

111 380 7

111 347 7

105 390 7

70 240 6

87% 111

79% 111

90% 105

90% 70

$9,839,116 $208,294 $75 7

$10,926,509 $177,367 $86 7

$11,336,835 $200,001 $84 7

$5,854,161 $201,673 $84 6

Budget 2018-2019 285,960 45,044

% Change 2018-2019 -4.69% -9.21%

331,004

-5.33%

Measurable Outcomes: • PREA certification received. • Weekly line item coding review to reduce documenting corrections. • Issuance and listing of three Person Commendations per month.

Administration Summary Personnel Services Operations Total

$ $

Actual 2015-2016 267,709 33,016 300,725

Administration Full Time Equivalent Positions Assistant Police Chief Secretary Total

$ $

Actual 2016-2017 316,314 41,084 357,398

2016-2017 Budget 1 1 2

$ $

Budget 2017-2018 300,020 49,611 349,631

2017-2018 Budget 1 1 2

$ $

2018-2019 Budget 1 1 2

2018-2019 Additions

257

OPERATIONS DEPARTMENT Department at a Glance The Operations Department budget decreased 26.89% due to the elimination of twenty-two correctional officer positions and the associated operational costs. Key Goals and Objectives Goal 1: Increase efficiency of inmate intake and release procedures. Objectives: • Realign and evaluate the flow of inmate processing/release within the facility. • Consolidate intake and release processes from multiple locations to one location. Goal 2: Improve records documentation accuracy through quality control initiatives. Objectives: • Case managers will conduct quality control audits of inmate files. • Audits will be completed on a weekly basis, checking 10% of the files each week. Goal 3: Improve officer readiness and knowledge through supervisor scenario training. Objectives: • Develop and research training scenarios for escapes, storms, fire, and medical emergencies. • Conduct monthly scenario-based training with a minimum of two supervisors. Performance Objectives • Increase efficiency of inmate intake procedures. • Implement quality controls to improve records accuracy. • Improve officer readiness and knowledge through training.

258

Actual 2015/2016

Operations Demand Operations Staff Average Daily Inmate Population Workload Inmates Transported Daily Average Daily Inmates Booked Average Daily Inmates Released Housing Units Supervised Productivity Average Processing Time (minutes) Minimum Staffing-8 Hour Shift Effectiveness Mandatory Training Provided

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

77 380

77 347

70 390

48 240

120 88 88 39

61 79 79 40

120 90 90 40

4 20 20 32

30 26

30 14

100%

Measurable Outcomes: • Intake and release processes will be consolidated into one room within six months. • 10% of inmate files will be audited on a weekly basis. • Monthly scenario training will be conducted with a minimum of two supervisors.

Operations Summary Personnel Services Operations Total

$ $

Actual 2015-2016 5,854,847 139,110 5,993,957

Operations Full Time Equivalent Positions Lieutenant Sergeant Operations Corporal Records Manager Correctional Officer Total

$ $

Actual 2016-2017 6,207,111 170,304 6,377,414

2016-2017 Budget 3 4 6 1 63 77

$ $

Budget 2017-2018 6,331,596 149,478 6,481,074

2017-2018 Budget 3 4 6 1 56 70

$ $

Budget 2018-2019 4,615,453 122,568

% Change 2018-2019 -27.10% -18.00%

4,738,021

-26.89%

2018-2019 Budget 3 4 6 1 34 48

2018-2019 Additions

-22 -22

259

MARSHALS DEPARTMENT Department at a Glance The Marshals Department budget decreased 26.02% due to a reduction in staff and the associated operational costs. Key Goals and Objectives Goal 1 All Support Services officers will be certified with the state-mandated Court Security class this year. Objectives: • Every member will attend the required training to achieve the Court Security Specialist certification. • Each member will work at least semi-annual court assignments to keep skills fresh. Goal 2: Maintain a highly focused initiative of warrant clearance through a minimum of 4,000 contacts with individuals with warrants and those that may know their whereabouts. Objectives: • The two-officer warrant team will conduct physical warrant service attempts around the DFW Metroplex, attempting to locate wanted persons. At least 25% (1,000) of all contacts will be physical attempts. • The warrant team will make daily phone calls attempting to locate individuals and clear warrants to achieve this objective. There will be a minimum of 3,000 phone contacts attempted. Goal 3: Support officers trained in alternate roles. Objectives: • Support officers will be trained to assist with additional specialty roles in an effort to assist jail and uniformed services with required tasks. • Support officers will participate in an alternate assignment weekly to obtain proficiency and to assist other departments with personnel needs. Performance Objectives • Obtain state certification in Court Security for all officers. • Expedite warrant clearance through increased contact. • Cross-train officers to assist other departments.

260

Measurable Outcomes: • 100% of support officers will meet the state mandate for Court Security certification. • Warrant contacts will increase from a minimum of 3,500 to over 4,000 in an effort to clear warrants more quickly. • Support officers will participate in an alternate assignment weekly to gain proficiency and assist other departments with task assignment.

City Marshal Summary Personnel Services Operations Total

$ $

Actual 2015-2016 1,744,180 98,824 1,843,004

City Marshal Full Time Equivalent Positions Lieutenant-City Marshal Sergeant-City Marshal Corporal-City Marshal City Marshal Total

$ $

Actual 2016-2017 1,986,093 62,366 2,048,459

2016-2017 Budget 1 2 3 11 17

$ $

Budget 2017-2018 2,047,503 75,164 2,122,667

2017-2018 Budget 1 2 3 11 17

$ $

Budget 2018-2019 1,510,488 59,916

% Change 2018-2019 -26.23% -20.29%

1,570,404

-26.02%

2018-2019 Budget 1 2 3 6 12

2018-2019 Additions

-5 -5

261

JAIL SUPPORT DEPARTMENT Department at a Glance The Support Department budget decreased 36.34% due to the elimination of six positions. Key Goals and Objectives Goal 1: Enhance facility locking systems to ensure the highest level of security. Objectives: • Conduct a full facility system assessment of all locking devices. • Develop and deploy lock replacement program, replacing 10% of all electronic locks annually. Goal 2: Improve inmate living areas to ensure high standards via facility improvement program. Objectives: • Complete evaluation and revitalization of seven multi-person housing zones. • Complete evaluation and revitalization of six segregation units. Goal 3: Improve Jail environment by conducting systematic cleanings of the air-conditioning air ducts. Objectives: • Conduct complete cleaning of seven multi-person housing units. • Conduct complete cleaning of three employee area systems. Performance Objectives • Improve facility security. • Enhance the living conditions of the jail for all inmates. • Air duct cleaning for housing units and employee areas.

Support Demand Computer Systems Square Footage Workload Work Orders Processed Housing Units Productivity Cooperative Purchasing Agreements Effectiveness Staffing Level

Actual 2016/2017

Actual 2015/2016

Budget 2017/2018

Budget 2018/2019

35 42,816

42 42,816

43 42,816

44 42,816

780 31

798 32

750 32

700 32

262

Measurable Outcomes: â&#x20AC;˘ Replacement of 10% of electronic locking mechanisms. â&#x20AC;˘ Revitalization of multi-person housing and segregation units.

Support Summary Personnel Services Operations Total

$ $

Actual 2015-2016 660,407 277,222 937,630

Support Full Time Equivalent Positions Maintenance Technician Bond Clerks Support Staff Total

$ $

Actual 2016-2017 721,753 297,232 1,018,984

2016-2017 Budget 1 6 3 10

$ $

Budget 2017-2018 853,130 318,234 1,171,364

2017-2018 Budget 1 7 3 11

$ $

Budget 2018-2019 426,273 319,429

% Change 2018-2019 -50.03% 0.38%

745,702

-36.34%

2018-2019 Budget 1 2 2 5

2018-2019 Additions -5 -1 -6

263

FOOD SERVICES DEPARTMENT Department at a Glance The Food Service Department budget decreased 14.65% due to estimated reduced inmate meals per day. Food Services are provided by a private vendor. No positions are budgeted in this department. Key Goals and Objectives Goal 1: Continue to improve food service and quality through monitoring. Objectives: • Conduct weekly food service surveys with inmates to anticipate needs. • Conduct weekly food sampling by jail management to ensure food quality. Goal 2: Enhance kitchen cleanliness. Objectives: • Conduct bi-weekly inspection of random areas of the kitchen. • Conduct monthly comprehensive kitchen inspections. Goal 3: Audit and assess kitchen equipment for replacement and/or repair needs. Objectives: • Conduct a quarterly inspection of each piece of kitchen equipment. • Address preventative maintenance, replacement, and repair needs as determined by the quarterly inspection. Performance Objectives • Satisfactory food service and quality through monitoring. • Maintain a clean facility. • Ensure all kitchen equipment and systems are operating properly.

264

Actual 2015/2016

Food Service Demand Average Daily Inmate Population Average Daily Meals Served Workload Average Daily Meals Served Daily Meals Hot Meals served Daily Productivity Average Daily Calorie Count Average Daily Meals Served Hot Meals served Daily Effectiveness Staffing Level Cost per Inmate per day

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

380 854

347 849

400 1200

250 820

854 3 2

849 3 2

1200 3 2

820 3 2

2800 854 2

2800 849 2

2800 1200 2

2800 820 2

0 $1.44

0 $1.16

0 $1.49

Measurable Outcomes: • Results of weekly food survey and sampling. • Results of bi-weekly and monthly inspections. • Results of quarterly equipment inspections.

Food Service Summary Personnel Services Operations Total

Actual 2015-2016 $ $

Actual 2016-2017

454,195

Budget 2017-2018

455,668

Budget 2018-2019

477,600

% Change 2018-2019

407,615

-14.65%

407,615

-14.65%

265

MEDICAL SERVICES DEPARTMENT Department at a Glance The Medical Services Department’s budget decreased 31.52% in FY 2018-2019 due to a reduction in staff and contract services. Key Goals and Objectives Goal 1: Enhance medical records and documentation standards. Objectives: • Conduct monthly audits of medical files to assure adherence to procedures. • Conduct quarterly reviews with medical staff regarding documentation procedures. Goal 2: Evaluate medical equipment to increase service effectiveness. Objectives: • Evaluate, inspect and review all equipment for effectiveness. • Transition monthly inspection of medical equipment to a weekly inspection. Goal 3: Enhance medical service standards through protocol and procedure review. Objectives: • Quarterly protocol review and sign-off by all nursing staff. • Quarterly training and testing of all nursing staff on medical procedures. Performance Objectives • Improvement in the accuracy and documentation standards of medical records. • More frequent inspection of all medical equipment. • A highly skilled and trained nursing staff.

266

Actual 2015/2016

Medical Demand Average Daily Inmate Population Average Daily New Arrivals Average Daily Nursing Assessments Workload Sick Calls per Week Doctor Called Medications Dispensed (annual) Productivity Staffing Level In Custody Death Effectiveness In Custody Death Medication Dispensed

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

380 88 88

347 79 79

400 95 95

240 6 6

1 52 150,745

1 52 141,750

1 52 155,000

1 52 150,000

5 2

5 4

5 0

3 0

2 150,745

4 141,750

0 155,000

0 150,000

Measurable Outcomes: • Monthly audits and quarterly procedure reviews. • Weekly equipment effectiveness inspections. • Quarterly procedure review, training, and testing.

Medical Summary Personnel Services Operations Total

$ $

Actual 2015-2016 293,625 296,442 590,066

Medical Full Time Equivalent Positions Nurse Total

$ $

Actual 2016-2017 344,360 249,094 593,454

2016-2017 Budget 5 5

$ $

Budget 2017-2018 448,207 146,415 594,623

2017-2018 Budget 5 5

$ $

Budget 2018-2019 277,335 129,848

% Change 2018-2019 -38.12% -11.32%

407,183

-31.52%

2018-2019 Budget 3 3

2018-2019 Additions -2 -2

267

268

SPECIAL REVENUE FUNDS The Special Revenue Funds are used to account for proceeds of specific revenue resources (other than major capital projects) that are legally restricted to expenditures for specified purposes. These funds include the Hotel/Motel Tax Fund (which includes the Mansfield Convention and Visitors Bureau), the Mansfield Park Facilities Development Corporation (MPFDC) Fund, and the Mansfield Economic Development Corporation (MEDC) Fund.

269

HOTEL/MOTEL TAX FUND MISSION STATEMENT: The mission of the Hotel/Motel Tax Fund is to promote programs related to tourism, advertising, promotions and programs advancing the arts and historical preservation within the City of Mansfield. Department at a Glance The Hotel/Motel Tax Fund is used to account for Hotel/Motel Tax revenues. Section 351.101 of the Texas Tax Code, Use of Tax Revenue, states that revenue from the municipal hotel occupancy tax may be used to promote tourism and the convention/hotel industry. The Hotel/Motel Tax is used to fund various organizations that promote tourism, art and historical preservation. In FY 2018-2019, $739,040 in estimated revenue will be available. One new hotel is currently under construction and scheduled to open in late Spring 2019. Key Goals and Objectives Goal 1 Advertise and conduct solicitations and promotional programs to attract tourists and convention delegates or registrants to the City of Mansfield or its vicinity. Objectives: • Dedicate resources to advertising and conducting solicitations and promotional programs to attract tourists and convention delegates or registrants to the municipality or local vicinity. • Encourage advertising in various magazines, websites and local organizations to promote the City of Mansfield’s hotels. • Assist local organizations in the promotion of Mansfield as a tourist destination. Goal 2 Encourage, promote, improve and provide application of the arts, including instrumental and vocal music, dance, drama, folk art, creative writing, architecture, design and allied fields, painting, photography, graphic and craft arts, motion pictures, radio, television, tape and sound recording and other art, performance, execution and exhibition of these major art forms. Objectives: • Through the City Council and Hotel/Motel Subcommittee, provide funding to promote the arts during the City’s annual budget process. • Provide staff support as requested by the various organizations who request assistance. • Encourage events that promote the arts and assist in the marketing mediums to increase public awareness for these events. Goal 3 Advertise and conduct solicitations and promotional programs to encourage tourists and convention delegates to visit historical sites and museums. Objectives: • Provide funding to promote historical restoration and preservation projects and activities. • Provide staff support as requested by the various organizations who request assistance.

270

•

Encourage events that promote and assist in the marketing mediums to increase public awareness of historical preservation and promotional program.

Performance Objectives • Provide funding to events that promote local tourism, historical preservation and the arts. • Promote the City of Mansfield as a tourism destination. Actual 2015/2016

Hotel/Motel Tax Demand Funding Organizations Workload Hotels & Motels Subject to Tax Productivity Occupancy Tax Revenue Hotel & Motel Beds (Estimated) Effectiveness Discover Historic Mansfield Farr Best Theatre Historical Society Pickled Mansfield Society Mansfield Rotary-Boys & Girls Basketball Mansfield Rotary-Volleyball Tournament Sunrise Rotary Volleyball Mainstage Classic Theatre Texas 76'ers Pro Event Police Department Electronic Sign Explorer Post The LOT City of Mansfield Tourism Commission for the Arts Historic Landmark Commission Applause Concert Series MPM, LLC Desert Love Film Festival Reserve Land Purchase (Farr Best Theatre)

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

755,697 $ 504

759,656 $ 504

713,500 $ 504

739,040 592

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

5,000 39,501 28,449 30,000 33,000 14,414 25,000 15,528 35,000 291,462 -

6,000 58,052 29,930 45,000 37,000 18,500 7,000 14,727 11,000 182,492 359,212 25,969 478,775

6,000 5,000 30,000 30,000 40,000 20,000 16,732 18,000 75,000 375,000 30,000 3,000 1,500 63,268 -

37,000 11,000 30,000 15,000 75,000 429,211 40,000 10,000 30,000 61,829 -

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Measurable Outcomes • Allocate Hotel/Motel occupancy revenue to City organizations that generate hotel/motel stays within the City and comply with state and local requirements. • Increase the number of events that promote the City of Mansfield as a tourism destination. Hotel/Motel Tax Fund Expenditures Land Purchase Total

$ $

Actual 2015-2016 517,354 517,354

517,354

$ $

Actual 2016-2017 794,882 478,775

1,273,657

$ $

Budget 2017-2018 713,500 -

713,500

$ $

Budget 2018-2019 739,040 -

% Change 2018-2019 3.58%

739,040

3.58%

271

MANSFIELD CONVENTION & VISITORS BUREAU MISSION STATEMENT: The mission of the Mansfield Convention & Visitors Bureau (CVB) is to enhance the local tourism industry in Mansfield through marketing, promoting and developing opportunities for business and leisure travel, while coordinating with local partners, businesses and entertainment venues to enhance the visitor’s experience. Department at a Glance The CVB is funded by appropriations from the City of Mansfield Hotel/Motel Tax Fund. The CVB includes one Tourism Manager and one Tourism Coordinator. Total funding for CVB in FY 2018-2019 is $429,211, which is a 14.46% increase over last fiscal year. While operational costs decreased, the budgeted increase is due to a capital request for a Mobile Visitors Center. Key Goals and Objectives Goal 1 Advertise and market to outside groups that will bring “heads in beds” to Mansfield hotels. Objectives: • Continue selling the Sports, Military, Educational, Religious, and Fraternal (SMERF) travel subgroups destination Sunday-Thursday Market. • Work with the Mansfield Independent School District to effectively sell their Performing Arts Center as a cultural destination. • Collaborate with other CVBs in the area on various marketing packages throughout the year. Goal 2 Coordinate with local hotels, restaurants, and business and entertainment venues to create “tourism package deals” for business visitors. Objectives: • Work with Texas Downtown Association to solicit larger events to the downtown region. • Work with DFW Area Tourism Council Sales Committee to provide Mansfield travel deals in conjunction with regional FAM tours and the Texas Travel Centers Promotions Regional. • Co-op radio promotions and tourism packages to the Oklahoma/Texas/Louisiana markets. Goal 3 Create a state and national marketing campaign for local sports, entertainment, and leisure opportunities in Mansfield. Objectives: • Update all VisitMansfieldTexas.com web pages. • Continue to work with Big League Dreams, FieldHouse USA, Star Center, Mansfield golf courses, and Hawaiian Falls on cross-marketing material for trade shows and hotel packages. • Work with Ben Barber and Tarrant County Community College hospitality departments, utilizing students to help with the tourism efforts and starting an internship co-op program.

272

Performance Objectives Performance objectives for the CVB are the same as those listed in Hotel/Motel Tax Fund. Measurable Outcomes • Track how many bids/RFP requests we receive from each trade show in 2018/2019. • Track hotel pick-up from Summer Ad Campaign • Track hotel pick-up requests on the CVB Department website.

Convention & Visitors Bureau Summary Personnel Services Operations Capital Total

$ $

Actual 2015-2016 169,567 121,895 -

Convention & Visitors Bureau Full Time Equivalent Positions Tourism Manager Tourism Coordinator Total

291,462

$ $ $

Actual 2016-2017 224,879 134,333 359,212

2016-2017 Budget 1 1 2

$ $ $

Budget 2017-2018 228,154 146,846 375,000

2017-2018 Budget 1 1 2

$ $ $

Budget 2018-2019 232,996 119,215 77,000

% Change 2018-2019 2.12% -18.82%

429,211

14.46%

2018-2019 Budget 1 1 2

2018-2019 Additions

273

MANSFIELD PARK FACILITIES DEVELOPMENT CORPORATION FUND MISSION STATEMENT: The Mansfield Park Facilities Development Corporation (MPFDC) provides quality parks, recreation, open space and trails to enhance the quality of life for citizens and visitors of Mansfield. Department at a Glance The MPFDC is funded by a ½ cent sales tax approved by the citizens. The tax became effective on July 1, 1992. The MPFDC works in conjunction with the Community Services Division in the General Fund to provide maintenance and operations services to the Parks System. The MPFDC budget increased 7.98% due to the addition of one full-time equivalent position and capital expenses associated with existing park improvements and the opening of a new Parks Headquarters building. Key Goals and Objectives Goal 1 Implement the Parks, Recreation, Open Space, and Trails Master Plan. Objectives: • Improve quality of life for residents and visitors of the City by continuing to build on the park system by adding new open space, bicycle lanes, trails and additional park facilities. • Provide a variety of recreation facilities and programs to continue to meet the needs of citizens and visitors of Mansfield as the population continues to grow. • Preserve and enhance Mansfield’s recreational, historical, cultural, and natural resources throughout the continued expansion of the park system. Goal 2 Implement the updated Strategic Business Plan as adopted annually by the MPFDC Board. Objectives: • Continue to make improvements to the MPFDC facilities, acquire new park land, and develop new Parks and Recreation facilities. • Determine funding availability and priorities for facility improvements, land purchases and development of future projects and programs. • Identify future funding opportunities including grants, park land dedication opportunities, donations and partnerships. Goal 3 Maintain and improve existing facilities and programs to provide quality service and ensure the health and safety of citizens. Objectives: • Maintain and improve high quality maintenance standards for all parks, facilities, trails, open spaces and bike lanes. • Continue to allocate funding for improvements to existing parks and recreation facilities, including the operations and maintenance for each. • Increase recreational programs offered, enhance customer service, and continue to improve the marketing program.

274

Performance Objectives • Continue to improve the level of service provided to citizens and visitors of Mansfield as we acquire additional properties and acreage and build new facilities. • Maintain our Parks System in such a way that enhances our patrons’ quality of life. Departments Administration Field Maintenance Community Parks Mansfield Activity Center Nature Education Neighborhood Parks Capital/Land Projects Transfers/Other Total

Division Summary Personnel Services Operations Capital/Land Projects Transfers/Other Total

Actual 2015-2016 1,470,720 356,802 370,419 715,925 582,362 27,867 3,337,442 6,861,537

Actual 2015-2016 1,880,676 1,615,552 27,867 3,337,442 6,861,537

Actual 2016-2017 1,614,394 390,203 385,704 716,123 493,505 265,944 3,982,982 908,638 8,757,492

Actual 2016-2017 2,184,364 1,415,564 265,944 3,982,982 908,638 8,757,492

Budget 2017-2018 1,534,609 608,253 1,093,362 751,934 171,514 211,288 250,000 459,658 5,080,616

Budget 2017-2018 2,541,121 1,829,837 250,000 459,658 5,080,616

Budget 2018-2019 1,436,341 697,482 1,028,113 858,901 172,951 225,165 550,000 517,112

% Change 2018-2019 -6.40% 14.67% -5.97% 14.23% 0.84% 6.57% 120.00% 12.50%

5,486,065

7.98%

Budget 2018-2019 2,675,935 1,743,018 550,000 517,112

% Change 2018-2019 5.31% -4.74% 120.00% 12.50%

5,486,065

7.98%

275

MPFDC Demand Population Sports Association Participants Youth Sports Association Participants Adults Annual Visits to the MAC Average Daily MAC Visitors (356 days) Workload Acres of Park Land Parks Maintained Mileage of Trails Dedicated Bike Routes in City Shared Road Signs (35mph and over) Bike Route Signs Total Bike Route Mileage Weekly Park Open Hours (Mar - Oct) Weekly Park Open Hours (Nov - Feb) MPFDC Improvement Projects Sports Associations MPFDC Meetings Total Annual Public Athletic Field Rentals Total Annual Pavilion Rentals Athletic Fields Maintained Playgrounds Maintained Yearly Playground Inspections Ponds/Lakes Pavilions Maintained Restrooms Picnic Areas Picnic Tables Amphitheatres Sand Volleyball Courts Tennis Courts Shade Structures Gazebos Horseshoe Pits Exercise Stations Splash Parks Skate Plazas Full Basketball Courts Half Basketball Courts Basketball Goals Benches Bleachers Grills Trash Cans Water Fountains

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

60,872 7,183 381 180,881 508

68,784 6,873 340 180,968 508

70,170 7,500 450 185,000 520

73,410 7,000 400 182,000 511

858 14 5 21 84 38 3 244 239 21 5 18 228 370 31 12 120 13 15 22 14 105 2 3 3 47 0 12 0 0 0 5 0 14 203 66 34 328 11

892 15 6 32 132 45 7 276 273 22 5 15 187 425 31 14 132 13 19 23 75 105 3 3 3 52 1 12 0 0 0 5 1 15 203 64 37 331 11

892 15 6 38 193 98 13 276 273 22 5 15 250 420 34 14 168 14 19 24 75 121 3 4 3 52 1 12 6 1 1 5 2 16 203 64 43 331 11

910 17 9 42 220 120 16 308 305 25 5 15 200 425 32 14 168 15 25 24 83 127 3 4 3 61 1 12 6 1 1 5 4 18 219 64 48 331 15

276

MPFDC, continued Workload Number of Newsletter Articles/month Number of Social Media Posts/month Number of PARD Events to cover (promote/recap) Number of e-Newsletters/month Number of Programs Offered Number of Field Trip Days Number of Participants of Public Programs/Field Trips Number of Outreach Events Productivity Programs Offered (Athletic, Rec and Events) Percent of Programs Completed MAC Memberships Sold (excludes day passes) Day Passes Issued MAC Members (# of cardholders) MAC Annual Rentals Volunteer Hours Recorded Revenue Generated from Programs Revenue Generated from Field Trips Social Media Engagement Rate (NEW) Facebook Followers (NEW) Effectiveness MAC Rental Approval Ratings Program/Field Trip Approval Rating

Actual 2015/2016

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

176 22 5,605 23

133 64 4,539 25

4 35 100 3 200 40 6,000 30

4 40 100 3 150 50 5,000 25

826 66% 2,175 1,632 3,827 652 250 $3,452 $6,022 -

753 75% 2,217 1,127 3,787 634 200 $12,161 $4,765 -

750 65% 2,250 1,600 3,900 650 250 $7,000 $8,000 >3000 10,000

775 70% 2,250 1,500 3,900 650 250 $7,000 $8,000 >5000 10,000

95% 95%

Measurable Outcomes: • Complete construction of phase 2B of the Walnut Creek Linear Park System. • Increase the number of pavilion rentals by 10%. • Increase Kids Zone program participation.

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MPFDC Full Time Equivalent Positions Community Services Director Assistant Parks & Recreation Director Senior Park Planner Assistant Park Planner Park Superintendent Recreation Superintendent Administrative Assistant Receptionist Marketing & Communications Manager Equipment Mechanic Crew Supervisor Crew Leader Tradesman Nature Education Supervisor Nature Education Specialist Activity Center Supervisor Recreation Services Supervisor Recreation Coordinator Administrative Specialist Activity Center Part-Time Staff Custodian Total

2016-2017 Budget 1 1 1 1 0.5 1 0.8 0 1 1 1.8 2.4 6 1 0.5 1 1 1 0.5 5 1 29.5

2017-2018 Budget 0 1 1 1 0.5 1 1 0 1 1 2 3 10 1 1.5 1 1 1 0.5 5 1 34.5

2018-2019 Budget 0 1 1 1 0.5 1 1 0.5 1 1 2 3 10 1 1.5 1 1 1 1 5 1 35.5

2018-2019 Additions

0.5

278

MANSFIELD ECONOMIC DEVELOPMENT CORPORATION FUND MISSION STATEMENT: The mission of the Mansfield Economic Development Corporation (MEDC) is to attract desirable industries and commercial development to the City of Mansfield while retaining and assisting in the expansion of existing businesses. Department at a Glance The Mansfield Economic Development Corporation is funded by a ½ cent sales tax approved by the citizens. The tax became effective on July 1, 1997. The MEDC budget increased 10.8% overall. The debt payment is $456,335 higher in FY 2018-2019 over last year, and the department has a budgeted reserve as a result of the expected sales tax revenue increase. Key Goals and Objectives Goal 1 Develop the Mansfield International Business Park. Objectives: • Design and construct roads and water/sewer infrastructure. • Identify development partners to facilitate development of industrial land. • Market Mansfield to prospective industrial clients. Goal 2 Initiate new retail and commercial prospects. Objectives: • Continue to work with retail developers to attract new retail to Mansfield. • Work with landowners in west Mansfield to attract new commercial development. • Work with landowners along State Highway 360 to market available tracts for commercial development. Goal 3 Continue to participate in infrastructure improvements. Objectives: • Complete sewer to the north portion of Mansfield International Business Park. • Coordinate Right-of-Way meetings with property owners and the Engineering Department for the construction of South Main Street redevelopment. • Complete construction of Broad Street and Regency Parkway. Performance Objectives • Develop Mansfield International Business Park. • Initiate new retail/commercial projects. • Continue critical infrastructure projects.

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Actual 2015/2016

MEDC Demand Value of MEDC Projects Businesses Retained Contractual MEDC Commitments Workload Value of MEDC Projects Businesses Retained Contractual MEDC Commitments New Capital Investment Business Expansions Jobs Created or Retained by Activity Productivity Contracted Projects New Capital Investment Jobs Created or Retained by Activity Effectiveness Value of MEDC Projects Businesses Retained Contractual MEDC Commitments New Commercial Business

Actual 2016/2017

Budget 2017/2018

Budget 2018/2019

$ 138,239,000 $ 98% $ 14,031,890 $

93,550,477 $ 98% 11,984,393 $

80,000,000 $ 98% 5,200,000 $

82,400,000 98% 5,356,000

$ 138,239,000 $ 98% $ 14,031,890 $ $ 138,239,000 $ 5 287

93,550,477 $ 98% 11,984,393 $ 93,550,477 $ 5 442

80,000,000 $ 98% 5,200,000 $ 80,000,000 $ 5 350

82,400,000 98% 5,356,000 82,400,000 5 455

14 $ 138,239,000 $ 287

12 93,550,477 $ 442

10 80,000,000 $ 350

8 82,400,000 455

$ 138,239,000 $ 98% $ 14,031,890 $ 5

93,550,447 $ 98% 11,984,393 $ 7

80,000,000 $ 98% 5,200,000 $ 5

82,400,000 98% 5,356,000 6

Measurable Outcomes: • Completion of Broad and Regency projects. • Begin construction of the Mansfield International Business Park. • Begin development of commercial projects along 360. Departments Administration Promotions Business Retention Work Force Development Debt Transfers/Other/Reserves Projects* Total

Division Summary Personnel Services Operations Debt Transfers/Other/Reserves Projects*

Actual 2015-2016 869,717 99,937 7,706 8,097 315,144

1,960,436 $

3,261,037

Actual 2015-2016 546,365 439,093 315,144 1,960,436

Actual 2016-2017 854,747 97,600 13,643 2,299 814,927 258,325 2,650,747 4,692,287

Actual 2016-2017 573,356 394,933 814,927 258,325 2,650,747

Budget 2017-2018 958,717 100,895 24,600 15,000 2,201,040 283,266 4,596,810 8,180,329

Budget 2017-2018 614,599 484,614 2,201,040 283,266 4,596,810

Total $ 3,261,037 $ 4,692,287 $ 8,180,329 $ *Includes $3,000,000 for the Mansfield International Business Park; see the Capital Project Funds section.

Budget 2018-2019 825,963 62,700 24,600 22,000 2,657,375 638,225 4,833,027

% Change 2018-2019 -13.85% -37.86% 0.00% 46.67% 20.73% 125.31% 5.14%

9,063,890

10.80%

Budget 2018-2019 572,838 362,425 2,657,375 638,225 4,833,027

% Change 2018-2019 -6.79% -25.21% 20.73% 125.31% 5.14%

9,063,890

10.80%

280

MEDC Full Time Equivalent Positions Director Business Development Manager Business Retention Manager Marketing Assistant Administrative Assistant Total

2016-2017 Budget 1 1 1 1 1 5

2017-2018 Budget 1 1 1 1 1 5

2018-2019 Budget 1 1 1 0 1 4

2018-2019 Additions

-1 -1

Industrial Job Growth: 120 Industries 7,347 Industrial Employees MEDC Projects since 2008 have created

3,267 Jobs 281

282

CAPITAL PROJECTS FUNDS Capital Projects Funds are used to account for acquisitions of capital facilities financed from general obligation proceeds, revenue bonds, certificates of obligation proceeds, or transfers from other funds. The Capital Projects Funds include the Street Construction Fund, Utility Construction Fund, Drainage and Environmental Services Construction Fund, Building Construction Fund, MPFDC (Parks) Construction Fund, MEDC (Economic Development) Construction Fund and the Equipment Replacement Fund.

283

CAPITAL PROJECTS FUNDS

Parks Construction Fund Provides financing and accounting of new parks construction projects

Street Construction Fund Provides financing and accounting of new street construction projects

Economic Development Construction Fund Provides financing and accounting of projects funded by Economic Development

Utility Construction Fund Provides construction of water distribution and sanitary sewer systems

Equipment Replacement Fund Provides for the purchase and replacement of equipment

Building Construction Fund Provides for the construction, financing and accountability of City facilities

Drainage and Environmental Services Construction Fund Provides financing and accounting of drainage construction projects

284

The Phases of Capital Improvements

The Planning Phase The Planning Phase typically identifies the projected infrastructure need, identifies funding options, incorporates funding into the financial plan and develops a multi-year list of projects to be completed based on projected growth. Capital projects may require voter approval.

The Design Phase Once the planning process is complete, design begins on the approved Capital Improvement projects. The Design Phase may and often does occur over multiple years.

The Construction Phase Once the planning and design phases are complete, the Construction Phase begins. The Construction Phase may include land acqusition, utility relocation and the bid process for each project. On some projects, construction may take multiple years. The Citizens of Manfield are notified of any traffic impact or service disruption.

Completion Phase The Completion Phase includes final inspection of the project and opening of streets, utilities, facilities or parks.

285

CAPITAL PROJECTS FUNDS On October 28, 2013, City Council adopted the Modified Long Range Financial and Capital Expenditure Plan. Included in the plan were projected revenues and expenditures for operational costs, staffing costs and major capital improvements identified by staff and supported by Management and City Council. In FY 2018-2019, major projects are budgeted in various funds including Street Construction, Utility Construction, Drainage Construction, Building Construction, Parks Construction, Economic Development Construction and Equipment Replacement. Funding for these projects comes from a variety of sources, including but not limited to, General Obligation Bonds, Revenue Bonds, Certificates of Obligation, Impact Fees, Contributions, Grants, Fund Reserves and Intergovernmental Transfers. Total estimated capital expenditures for these projects for FY 2018-2019 is $37,780,811.

2018-2019 Capital Projects Building 7%

MEDC 8%

Equipment TBD Streets 33%

Drainage 2%

Utilities 37%

Parks 13%

Funding Sources 2018-2019 Funding Sources Bonds Impact Fees Prior Year Funding Contributions Transfers Expense Recovery Grants Total Sources

Utility Fund 1,100,000 12,687,112

13,787,112 $

Street Fund 7,350,000 700,000 4,571,699

12,621,699 $

Building Fund 2,662,000

Equipment Fund

Parks Fund

MEDC Fund $

TBD

2,662,000 $

Drainage Fund

5,090,000

620,000

3,000,000

5,090,000 $

620,000 $

3,000,000 $

Total 10,012,000 1,800,000 25,968,811 37,780,811

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Multi-Year Summary Street Construction Budget 2018-2019

Street Improvements Heritage Parkway South/National Parkway S Main (Hunt to Heritage) Price Road Staffing Allocation Prior Year Carryover Projects Walnut Creek Bridge Lone Star Additional Lanes North 287 NB Frontage Road Debbie Lane 287 to Walnut Creek Dr Main to FM 157/Russell Connector Seeton Road Misc Overlays Holland Road Day Mair (E. Broad to Seeton) Gertie Barrett Road Total

588,071 4,683,628

Budget 2020-2021

605,714

Budget 2021-2022 3,000,000 1,500,000

623,885

Budget 2022-2023 $ 2,000,000 661,880

642,602

4,000,000 2,000,000 3,000,000 2,000,000 2,000,000 1,000,000 1,000,000

2,500,000

2,000,000

6,350,000 7,000,000 2,000,000 $

Street Construction Operational Cost Utilities Staffing Operations & Maintenance Total

Budget 2019-2020

12,621,699 $

Budget 2018-2019 62,000

79,052

137,502

623,885 $

Budget 2020-2021 65,776 57,760 18,090

Budget 2019-2020 63,860 56,078 17,564

17,052 $

8,605,714 $

141,627

11,642,602 $

Budget 2021-2022 67,749 59,493 18,633 $

145,875

15,661,880 $

Budget 2022-2023 69,782 61,278 19,192

150,252

Total 3,000,000 1,500,000 2,000,000 3,122,151 4,683,628 4,000,000 2,000,000 3,000,000 2,000,000 2,000,000 1,000,000 5,500,000 6,350,000 7,000,000 2,000,000 49,155,779

Total 329,166 234,609 90,531 654,307

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Beginning in FY 2018-2019, major Street infrastructure projects include: $6,350,000 â&#x20AC;&#x201C; South Holland Road Phase III Construction South Holland Road at the intersection of National Parkway is currently a two-lane, two-way stop. This construction project will help alleviate some of the congestion that occurs in this area.

$1,000,000 â&#x20AC;&#x201C; Seeton Road- North/South Asphalt Construction The asphalt sections north and south of the Seeton Bridge are scheduled for repair in FY 2018-2019.

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Multi-Year Summary Utility Construction Budget Utility Construction 2018-2019 Prior Year Projects 1,239,451 Design 360 Lift Station 200,000 Staffing allocation 491,028 Lone Star 2 MG EST Water & Wastewater CIP Impact Fee Study Misc Utilities Roadway Projects 600,000 S.H. 360 Lift Station 12" Water Line N Main 1,162,131 Clearwell #4 Water Treatment Plant 10,094,502 Final Expansion-Bud Erwin Treaatment Plant Reaccess Walnut Creek Interceptior 24" Water Line Newt Patterson Total

$ 13,787,112 $ Budget 2018-2019

Utility Construction Operational Cost Utilities Staffing Operations & Maintenance Total

32,000 $

Budget 2019-2020

Budget 2020-2021

Budget 2021-2022

Budget 2022-2023 $

505,759

520,932

536,560

600,000 800,000 1,100,000

600,000

1,000,000

552,656 7,150,000 350,000 600,000

10,000,000 300,000 1,200,000

4,005,759 $ Budget 2019-2020 19,854 63,799 33,600 117,253 $

2,620,932 $ 11,136,560 $ Budget 2020-2021 100,450 65,713 84,608 250,771 $

Budget 2021-2022 103,463 67,684 87,146

8,652,656 $ Budget 2022-2023 106,567 69,715 89,761

258,294 $

Total 1,239,451 200,000 2,606,935 7,150,000 350,000 3,000,000 800,000 2,262,131 10,094,502 11,000,000 300,000 1,200,000 40,203,019

Total 330,334 266,911 327,115

266,043 $

924,360

Funding for projects in FY 2018-2019 will come from Impact Fees and Cash on Hand. No Debt will be issued in FY 2018-2019. The funding for utility improvements in future years will be evaluated annually to determine the amount of debt needed to be issued as population growth continues along the southeast and southwest corridors along Highway 360 and Highway 287. Beginning in FY 2018-2019, Utility infrastructure projects include: $10,094,502- Clearwell Design and Construction This will add additional capacity to the Water Treatment Plant storage capabilities. In future years, additional treatment plants and utility infrastructure will be constructed to service the southeast and southwest portions of the city.

289

$1,162,131- 12â&#x20AC;? Water Line North Main Street Design and construction of a 12â&#x20AC;? water line along North Main will provide additional flow and improve the water line currently in place.

290

Multi-Year Summary Building Construction Budget Facility Improvements 2018-2019 Man House Renovation Phase I 195,000 Man House Renovation Phase II 212,000 Library Modification/Expansion Downtown Master Plan 125,000 Wayfinding Sign Project 830,000 Police Station Design & Construction Fire Station #5 1,300,000 Total

2,662,000 $

Facility Improvements Budget Operational Cost 2018-2019 Fire-Staffing 578,368 Utilities-Fire Station #5 Supplies-Fire Station #5 Contract Services-Fire Station #5 Utilities-Law Enforcement Center Contract Services-Law Enforcment Center Total

578,368 $

Budget 2019-2020

Budget 2020-2021

Budget 2021-2022

Budget 2022-2023 $

1,000,000 470,000 1,500,000 8,122,150

20,000,000

10,092,150 $ 20,000,000 $

Budget 2019-2020 595,719

8,500

604,219 $

Budget 2020-2021 300,000 38,460 22,000 8,755

369,215 $

1,000,000 $

Budget 2019-2020 309,000 22,660 8,500 100,000 16,000 456,160 $

Total 195,000 212,000 1,000,000 125,000 1,300,000 21,500,000 9,422,150

33,754,150

Budget 2020-2021 318,270 $ 38,460 23,340 8,755 103,000 16,480

Total 2,101,357 76,920 68,000 34,510 203,000 32,480

508,305 $

2,516,267

Funding for projects in FY 2018-2019 will primarily come from General Obligation Bond Issuance. The primary facility improvements include Fire Station #5 in the southeast area of the city to services several new and planned residential developments, schools and commercial development. A new Law Enforcement Center will begin design in FY 2019-2020 and construction will begin in FY 2020-2021. The new Law Enforcement Center site will be built on land currently owned by the city. Operational impacts are expected to be $2,516,267 beginning with additional staff in FY 2018-2019. Beginning in FY 2018-2019, major Building infrastructure projects include: $1,300,000â&#x20AC;&#x201C; Design and Land Purchase for Fire Station #5 The city will begin design and land purchase for Fire Station #5 to serve the southern portion of the city.

291

$407,000 -Man House Renovation The city will begin renovation of the Historic Man House in the western portion of the city.

Ralph Sandiford Man (1825-1906) was one of the founders of Mansfield, TX. He built the original log portion of the house for his family in 1866 and added the brick rooms and porch later. His home is the oldest documented house in Mansfield.

$830,000 â&#x20AC;&#x201C;Wayfinding Sign Project The city will begin implementation of the Wayfinding sign project along the downtown corridor. The purpose is to help citizens and visitors easily locate main areas of attraction for recreation and entertainment.

292

Multi-Year Summary Parks Construction Parks Construction Land Acquisition Tennis Center Bike Lanes/MP Trail Improvements Dog Park Pond Branch Downtown Restroom Walnut Creek Linear Park Phase#2 Walnut Creek Linear Park Phase#3 Rose Park Playground Mac Gymnasium Park Fee Offset Total

Parks Construction Operational Cost Utilities Staffing Operations & Maintenance Total

Budget 2018-2019 300,000

Budget 2019-2020 300,000

Budget 2020-2021 300,000

Budget 2021-2022 300,000

100,000 725,000 685,000 200,000 2,700,000 75,000 250,000 130,000 (75,000)

100,000

5,090,000 $

Budget 2022-2023 300,000 $ 3,500,000 100,000

2,500,000 2,000,000 725,000

3,125,000 $

2,900,000 $

400,000 $

Total 1,500,000 3,500,000 500,000 725,000 3,185,000 200,000 4,700,000 800,000 250,000 130,000 (75,000)

3,900,000 $

15,415,000

Budget Budget Budget Budget Budget 2018-2019 2019-2020 2020-2021 2021-2023 2020-2023 24,830 25,575 26,342 27,132 27,946 $ 46,125 113,049 210,505 271,124 284,680 70,955 $ 138,624 $ 236,847 $ 298,256 $ 312,626 $

Total 131,826 925,483 1,057,309

Beginning in FY 2018-2019, major Park infrastructure projects include: $2,775,000 â&#x20AC;&#x201C; Walnut Creek Linear Park Phase II and III Construction will began in the first quarter of 2019 on a new extension of the Walnut Creek Linear Trail to connect the award-winning trail system to Historic Downtown Mansfield. The trail, which now ends at North Park, will connect walkers and cyclists on 12-foot wide lighted trails along both sides of Main Street between Pleasant Ridge Drive and Oak Street. Some portions will run alongside the roadway; others will be on-street with concrete safety barriers. Estimated completion of this project is December 2019.

293

$725,000 â&#x20AC;&#x201C; Dog Park Design and construction of the Mansfield Dog Park will begin in 2019 in conjunction with the Man House renovation in the West Broad corridor.

$800,000 â&#x20AC;&#x201C; Pond Branch Improvements The park begins at E. Kimball Street and follows Pond Branch Creek to Sycamore to bring a walkable/ridable trail to the Historic Downtown business district. Phase II will connect to Katherine W. Rose Memorial Park and provide on-street access to Town Park.

294

Multi-Year Summary Economic Development Construction Fund Economic Development Mansfield International Business Park Total

Budget Budget Budget 2018-2019 2019-2020 2020-2021 3,000,000 5,000,000 $ 3,000,000 $ 5,000,000 $ -

Budget 2021-2022 $ -

Budget 2022-2023 $ -

$ $

Total 8,000,000 8,000,000

Beginning in FY 2018-2019, major MEDC infrastructure projects include: $3,000,000 â&#x20AC;&#x201C; Mansfield International Business Park The Mansfield International Business Park design and infrastructure improvements will begin in FY 2018-2019. This project will continue into FY 2019-2020.

295

Drainage and Environmental Services Construction Fund Drainage Capital Improvement Projects totaling $620,000 are proposed for FY 2018-2019. These include:

Drainage Improvements Hogpen Study Update Carlin Road Relocation Watson Branch H&H Study Update Kimberly Ct. Flume & Improvements Totals

Estimated Cost $ 380,000 60,000 55,000 125,000 $ 620,000

Multi-Year Summary Equipment Replacement Fund Budget 2018-2019 TBD

Equipment Prior Year Proceeds Bond Proceeds Sale of City Property Transfers Misc Revenue Interest Total

Budget 2019-2020 1,000,000

Budget 2020-2021 1,000,000

Budget 2021-2022 1,000,000

Budget 2022-2023 1,000,000

1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $

Total 4,000,000 4,000,000

The Equipment Replacement Fund is funded through transfers from the General Fund. Typically, $800,000-$1,000,000 in new and replacement equipment is funded on an annual basis from a combination of excess revenues, expenditure savings or debt issuance. In FY 2018-2019, the amount to be funded is yet to be determined. The primary operational impacts in the Equipment Replacement Fund are related to the reduction in repair costs and proceeds from the sale of vehicles and equipment that is being replaced. In FY 20182019, technology enhancements, vehicles, equipment and facility improvements will be funded through certificates of obligation, expenditure savings and/or sales of fully depreciated vehicles and equipment.

Project Impacts • •

•

Public Safety vehicles and equipment – annual replacement of vehicles and equipment basis reduces down time and repair costs and provides Police and Fire the best available resources to respond to emergencies. Repair Savings - reduces down time and enables staff to provide more proactive police patrols; reduces major fire apparatus down time. Auction Proceeds - offsets borrowing costs by redirecting proceeds for the purchase of new equipment.

296

Historical Analysis Tax Rate Tax Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Fiscal Year 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019

General Tax Rate General Obligation Tax Rate Total Operating Percentage I & S Fund Percentage Tax Rate 0.4437 0.6249 0.2663 0.3751 0.71 0.4569 0.6435 0.2531 0.3565 0.71 0.4543 0.6399 0.2557 0.3601 0.71 0.4541 0.6369 0.2589 0.3631 0.71 0.4625 0.6514 0.2475 0.3486 0.71 0.4710 0.6634 0.2390 0.3366 0.71 0.4683 0.6596 0.2417 0.3404 0.71 0.4707 0.6631 0.2392 0.3369 0.71 0.4745 0.6683 0.2355 0.3317 0.71 0.4845 0.6823 0.2255 0.3177 0.71

Sales Tax Growth

$12,000,000 $11,000,000 $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 2009 2010 *Unaudited

2011

2012

2013

2014

2015

2016

2017

2018*

New Construction Tax Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 10 Year Total

Fiscal Commercial Year Permits 2009-2010 58 2010-2011 28 2011-2012 24 2012-2013 36 2013-2014 75 2014-2015 41 2015-2016 6 2016-2017 15 2017-2018 29 2018-2019 34 346

Property Residential Value Permits 98,228,409 444 23,733,603 338 41,826,069 366 32,723,310 342 48,859,504 335 63,650,575 347 38,438,945 253 61,189,311 336 140,832,004 394 173,160,721 601

Property Value 61,865,101 37,390,200 48,674,699 38,635,335 42,901,609 99,914,164 71,080,696 86,501,025 126,035,888 157,749,107

Total Permits 502 366 390 378 410 388 259 351 423 635

722,642,451

770,747,824

4102

3756

Taxable Value 160,093,510 61,123,803 90,500,768 71,358,645 91,761,113 163,564,739 109,519,641 147,690,336 266,867,892 330,909,828 1,493,390,275

297

TOP EMPLOYERS

Company Mansfield Independent School District Mouser Electronics Methodist Mansfield Medical Center City of Mansfield Hoffman Cabinets Klein Tools Pier 1 Distibution Center BCB Transport SJ Louis Construction Co. Intermedix Utex Industries Conveyors, Inc.

Product Line School District Distribution of Electronics Parts Full Service Hospital Municipal Government Cabinet Manufacturer Manufacturer of Hand Tool Products Home Goods Transportation Provider Utility Contractor Medical Billing Manufacturer of Components for High Pressure Pumping Manufacturer of Conveyor Equipment

Number of Employees 4,512 1,900 1,223 527 448 431 300 268 265 183 138 130

Information provided by the Mansfield Economic Development Corporation Last updated July 2018.

298

ACRONYMS

ADA ACH CAD CAFR CID CIP CDBG CRO CVB DA DRC DWI EAP EEOC EMS EMT EOC FTE GAAP GASB GFOA GIS GO HVAC K-9 LAN LEC LLEBG MAC MEDC MISD MPFDC OPEB PID SEC TAD TIF TIRZ TCC TMRS WAN

Americans with Disabilities Act Automated Clearing House Computer Aided Dispatch Comprehensive Annual Financial Report Criminal Investigation Division Capital Improvement Program Community Development Block Grants Community Resource Office Convention and Visitors Bureau District Attorney Development Review Committee Driving While Intoxicated Employee Assistance Program Equal Employment Opportunity Commission Emergency Medical Services Emergency Medical Technician Emergency Operations Center Full Time Equivalent Positions Generally Accepted Accounting Principles Governmental Accounting Standards Board Government Finance Officers Association Geographic Information System General Obligation (debt) Heating and Air Conditioning Units Canine Unit Local Area Network Law Enforcement Center Local Law Enforcement Block Grants Mansfield Activity Center Mansfield Economic Development Corporation Mansfield Independent School District Mansfield Park Facilities Development Corporation Other Post-Employment Benefits Public Improvement District Securities and Exchange Commission Tarrant County Appraisal District Tax Increment Funding Tax Increment Reinvestment Zone Tarrant County College Texas Municipal Retirement System Wide Area Network

299

BUDGET GLOSSARY The Annual Budget contains specialized terminology that is unique to public finance and budgeting. To assist the reader of the Annual Budget document in understanding these terms, a budget glossary has been included in the document. Accrual Accounting

A basis of accounting in which debits and credits are recorded at the time they are incurred as opposed to when cash is actually received or spent. For example, in accrual accounting, revenue which was earned between April 1 and June 30, but for which payment was not received until July 10, is recorded as being received on June 30 rather than on July 10.

Appropriations

An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources.

Appropriation Ordinance

The official enactment by the City Council to establish legal authority for City officials to obligate and expend resources.

Arbitrage

The reinvestment of the proceeds of tax-exempt securities in materially higher yielding taxable securities.

Assessed Valuation

A value that is established for real or personal property for use as a basis for levying property taxes. (Note: property values are established by the Tarrant Appraisal District.)

Audit

A comprehensive investigation of the manner in which the government's resources were actually utilized. A financial audit is a review of the accounting system and financial information to determine how government funds were spent and whether expenditures are in compliance with the legislative body's appropriations. A performance audit consists of a review of how well the government met its stated goals.

Balanced Budget

Current appropriations in all funds are limited to the sum of available unencumbered cash balances and revenues estimated to be received in the current budget period.

Balance Sheet

A financial statement that discloses the assets, liabilities, reserves and balances of a specific governmental fund as of a specific date.

Bond

A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds. These are most frequently used for construction of large capital projects, such as buildings, streets and bridges.

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Budget

A financial plan for a specified period of time (fiscal year) that matches all planned revenues and expenditures with various municipal services.

Budget Basis

A basis of budgeting general government type funds prepared on a modified accrual basis. The obligations of the City are budgeted as expenditures, but revenues are recognized only when they are measurable and available.

Budget Amendment

A legal procedure utilized by the City staff and City Council to revise a budget appropriation. The City of Mansfield's Charter requires City Council approval through the adoption of a supplemental appropriation ordinance (which specifies both the source of revenue and the appropriate expenditures account) for any inter-fund adjustments. City staff has the prerogative to adjust expenditures within a departmental budget.

Budget Calendar

The schedule of key dates or milestones which the City departments follow in the preparation, adoption, and administration of the budget.

Budget Document

The instrument used by the budget-making authority to present a comprehensive financial program to the City Council.

Budgeted Funds

Funds that are planned for certain uses but have not been formally or legally appropriated by the legislative body. The budget document that is submitted for City Council approval is composed of budgeted funds.

Budget Message

The opening section of the budget which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal years, and the views and recommendations of the City Manager.

Budgetary Control

The control of management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues.

Capital Expenditures

Relatively expensive improvements that are non-recurring, have a multi-year useful life and that result in fixed assets. Capital may include equipment, streets, utilities, land and buildings.

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Capital Equipment Budget

The portion of the annual operating budget that appropriates funds for the purchase of capital equipment items. These expenditures are often separated from regular operating items, such as salaries, utilities and office supplies. The Capital Equipment Budget includes funds for capital equipment purchases, such as typewriters, vehicles, furniture, machinery, building improvements, microcomputers and special tools, which are usually distinguished from operating items according to their value and projected useful life. The dollar varies according to the policy established by each jurisdiction.

Capital Improvement Program

A plan for capital expenditures to provide long-lasting physical improvements to be incurred over a fixed period of several future years.

Capital Improvement Program Budget

A Capital Improvement Program (CIP) Budget is a separate budget from the operating budget. Items in the CIP are usually construction projects designed to improve the value of the government assets. Examples of capital improvement projects include new roads, sewer lines, buildings, recreational facilities and large scale remodeling. The City Council receives a separate document that details the CIP costs for the upcoming fiscal year.

Capital Leases

A contract by which the City purchases equipment for a specified term for a specified rent.

Cash Accounting

A basis of accounting in which transactions are recorded when cash is either received or expended for goods and services.

Cash Management

The management of cash necessary to pay for government services while investing temporary cash excesses in order to earn interest revenue. Cash management refers to the activities of forecasting the inflows and outflows of cash, mobilizing cash to improve its availability for investment, establishing and maintaining banking relationships, and investing funds in order to achieve the highest interest and return available for temporary cash balances.

Consolidated Annual Financial Report (CAFR)

The official financial report of the City that includes an audit opinion as well as basic financial statements and supporting schedules necessary to demonstrate compliance with financial related legal and contractual provisions.

Current Taxes

Taxes that are levied and due within one year.

Debt Services

The Cityâ&#x20AC;&#x2122;s obligation to pay the principal and interest of all bonds and other debt instruments to a pre-determined payment schedule.

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Delinquent Taxes

Taxes that remains unpaid on and after the date on which a penalty for non-payment is attached.

Department Purpose

The primary reason for the existence of a specific department is explained through the departmental purpose statement.

Department Purpose

The primary reason for the existence of a specific department is explained through the departmental purpose statement.

Depreciation

The process of estimating and recording the lost usefulness, expired useful life or diminution of service from a fixed asset that cannot or will not be restored by repair and will be replaced. The cost of the fixed asset’s lost usefulness is the depreciation or the cost to reserve in order to replace the item at the end of its useful life.

Development Fees

Fees charged by the City to developers or individuals to recover the cost of services provided by the City.

Disbursement

Payment for goods and services in cash or by check.

Donations

A gift to the City that may be either monetary or non-monetary.

Effective Tax Rate

The tax rate that would impose the same total taxes as the previous year on properties taxed in both years. In other words, the effective tax rate gives the taxing unit approximately the same amount of money to spend as it had the year before. EFFECTIVE TAX RATE = (Last Year’s Levy – Lost Property Levy) (Current Total Value – New Property Value)

Encumbrance

The commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for future expenditures.

Enterprise Fund

A governmental accounting fund in which the services provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to insure that revenues are adequate to meet all necessary expenditures. An enterprise fund in Mansfield is established for water and sewer services.

Estimated Revenue

The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by City Council.

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Expenditure

This term refers to the outflow of funds paid for an asset obtained or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not expenditure. An encumbrance reserves funds to be expended.

Expense Object Class

A basis for distinguishing types of expenditures. The five major expense object classes used by the City of Mansfield are: 8000 series-personnel services, 8100 series-supplies, 8200-8400 series-maintenance, 8500-8900 series-other operating, and 9000 series-capital outlay.

Expenses

Charges incurred (whether paid immediately or unpaid) for operation, maintenance, interest and other charges.

Fiscal Year

The time period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Mansfield has specified October 1st to September 30th as its fiscal year.

Fixed Assets

Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture and other equipment.

Full-Time Equivalent Positions (FTE)

The amount of time a position has been budgeted on an annual basis. A Full-Time Employee (FTE) normally works 2,080 hours on an annual basis while a part-time FTE would work 1,080 hours annually.

Fund

An accounting entity that has a set of self-balancing accounts and that records all financial transactions for specific activities or government functions. Eight commonly used funds in public accounting are: general fund, special revenue funds, debt service funds, capital project funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds.

Fund Balance

Fund balance is the excess of assets over liabilities and is therefore also known as surplus funds (or retained earnings in private enterprises).

Full Faith and Credit

A pledge of the general taxing power of a government to a government to repay debt obligations (typically used in reference to bonds).

Function

A group of related programs crossing organizational (departmental) boundaries and aimed at accomplishing a broad goal or accomplishing a major service.

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GASB 34

Basic financial statements and managementâ&#x20AC;&#x2122;s discussion and analysis for State and Local governments. GASB 34 requires state and local governments to produce financial statements on an accrual basis in much the same manner as a private sector entity. The objective is to enhance the understanding and usefulness of the financial reports of state and local governments to the public, legislative and oversight bodies as well as investors and creditors.

General Fund

The largest fund within the City, the General Fund accounts for most of the financial resources of the government. General Fund revenues include property taxes, licenses and permits, local taxes, service charges, and other types of revenue. This fund usually includes most of the basic operating services, such as fire and police protection, finance, data processing, park and recreation, libraries, public works and general administration.

General Ledger

A file that contains a listing of the various accounts necessary to reflect the financial position of the government.

General Obligation Bonds

Bonds that finance a variety of public projects such as streets, buildings, and improvements; the repayment of these bonds is usually made from the General Fund, and these bonds are backed by the full faith and credit of the issuing government.

Governmental Fund

Funds used to account for essentially the same functions reported as governmental activities in the government-wide financial statements.

Grant

A contribution by a government or other organization to support a particular function. Grants may be classified as either categorical or block depending upon the amount of discretion allowed the grantee.

Impact Fee

A fee charged at the time of building permit issuance for roadway and utility infrastructure costs in various quadrants of the City.

Inter-fund Transfers

Amounts transferred from one fund to another.

Intergovernmental Revenue

Revenue received from another government for a specified purpose. In Mansfield, these funds are from the State of Texas and the Federal Government.

Internal Service Fund

Funds used to account for the financing of goods or services provided by one department to another department on a cost reimbursement basis.

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Infrastructure

The underlying foundation or basic framework of the City including land, buildings, streets and utilities, that tends to be permanent or have a multi-year life.

Inventory

A detailed listing of property currently held by the government.

Invoice

A bill requesting payment for goods or services by a vendor or other governmental unit.

Levy

To impose taxes, special assessments, or service charges for the support of City activities.

Line-Item Budget

A budget that lists each expenditure category separately (salary, materials, telephone service, travel, etc.), along with the dollar amount budgeted for each specified category.

Major Funds

All funds including General, Enterprise, Special Revenue, and Capital Funds.

Merit Incentive

A salary or benefit adjustment based on an employeeâ&#x20AC;&#x2122;s overall job performance that would warrant a salary or benefit increase.

Modified Accrual Accounting

A basis of accounting in which expenditures are accrued but revenues are accounted for a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are "measurable" and "available for expenditure." Since this type of accounting basis is a conservative financial approach, it is recommended as the standard for most governmental funds.

Object Code

An expenditure category, such as salaries, supplies, or vehicles.

Operating Budget

The portion of the budget that pertains to daily operations that provides basic governmental services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities, materials, travel and fuel.

Operating Fund

A fund restricted to a fiscal budget year.

Performance Budget

A budget that focuses upon activities rather than line items. Work load and unit cost data are collected in order to assess the efficiency of services. Typical data collected might include miles of streets paved per year, cost of paved streets per mile, tons of garbage collected per man hour, or cost per man hour of garbage collection.

Performance Measures

Specific quantitative and qualitative measures of work performed as an objective of the department.

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Program Budget

A budget that focuses upon the goals and objectives of an agency or jurisdiction rather than upon its organizational budget classes of expenditure.

Project

Something that is contemplated or planned, a large or major undertaking, especially one involving considerable money, personnel, and equipment.

Propose

To offer for consideration, acceptance, or action.

Property Tax

Property taxes are levied on both real and personal property according to the property's valuation and the tax rate.

Proprietary Fund

Funds to provide the same type of information as the government-wide fund statements, except in more detail.

Reconciliation

A detailed summary of increases and decreases in departmental expenditures from one budget year to another.

Revenue

Funds that the government receives as income. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues and interest income.

Revenue Bonds

Bonds usually sold for constructing a project that will produce revenue for the government. The revenue is used to pay the principal and interest of the bond.

Requisition

A written request from a department to the Budget/Accounting office for specific goods or services. This action precedes the authorization of a purchase order.

Reserve

An account used to indicate that a portion of a fund's balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation.

Risk Management

An organized attempt to protect a government's assets against accidental loss in the most economical method.

Source of Revenue

Revenues are classified according to their source or point of origin.

Strategic Plan

A multi-year financial, operational and capital plan designed to serve as a guide to future capital improvements, staffing and operational requirements, as well as projected funding sources over a specified time frame. The Strategic Plan is updated on an annual basis.

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Tax Duplicate

A listing of all taxable properties (real and personal) located within the City's boundaries and the assessed valuation of each parcel as determined by the Tarrant County Appraisal District. This is another term for tax roll.

TIRZ

Tax Increment Reinvestment Zone.

Unencumbered Balance

The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purchases.

Working Capital

The amount of funds available for use in the form of cash or other assets after deductions for liabilities.

Voucher

A document indicating that a transaction has occurred. usually contains the accounts related to the transaction.

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