City of McKinney Annual Budget

City of McKinney, TexasAnnual BudgetFiscal Year 2020-2021

20202021

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City of McKinney Annual Budget FY 2021

FY 2021 CITY OF MCKINNEY ANNUAL BUDGET

In accordance with the passage of S.B. No. 656, Local Government Code, Sec. 102.007, was amended to

require that an adopted municipal budget must contain a cover page that includes the following

information:

“This budget will raise more revenue from property taxes than last

year's budget by an amount of $1,988,096, which is a 1.62 percent

increase from last year's budget. The property tax revenue to be

raised from new property added to the tax roll this year is

$3,924,531.”

The members of the governing body voted on the budget as follows:

FOR: George C. Fuller Rainey Rogers

La’Shadion Shemwell Charlie Philips

Rick Franklin Scott Elliott

Frederick Frazier

AGAINST: None

PRESENT and not voting: None

ABSENT: None

Property Tax Rate Comparison 2020-2021 2019-2020

Property Tax Rate: $0.508645/100 $0.515600/100

No-New-Revenue Tax Rate: $0.508645/100 $0.508664/100

No-New-Revenue Maintenance & Operations Tax Rate: $0.351419/100 $0.351006/100

Voter-Approval Tax Rate: $0.517652/100 $0.539293/100

Debt Rate: $0.153934/100 $0.160207/100

Total debt obligation for City of McKinney secured by property taxes: $265,560,000

Approved by City Council – September 15, 2020

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TABLE OF CONTENTS

City Council ....................................................................... 4

Management Staff ............................................................ 5

Organizational Structure ................................................... 6

Budget Award ................................................................... 7

Recognition ....................................................................... 8

BUDGET INTRODUCTION .................................. 9

City Manager’s Budget Message ..................................... 10

Budget Summary............................................................. 11

Financial Assessment ...................................................... 16

City Council Goals & Strategies ....................................... 19

Core Values ..................................................................... 21

Budget Process & Calendar ............................................. 22

BUDGET OVERVIEW ....................................... 23

Fund Structure ................................................................ 24

Combined Budget Summary – All Funds ......................... 25

Fund Summaries ............................................................. 26

Revenues, Expenditures and Fund Balances ................... 28

Where the Money Comes From – By Revenue Type ...... 29

Where the Money Comes From – By Fund Type ............ 30

Where the Money Goes – By Expenditure Type ............. 31

Where the Money Goes – By Fund Type ........................ 32

Where the Money Goes – By Function ........................... 33

Property Tax Valuation and Tax Rates ............................ 34

Major Revenue Sources .................................................. 35 Property Tax................................................................ 35 Sales and Use Tax ....................................................... 36 Franchise Fees ............................................................ 37 Licenses And Permits .................................................. 38 Charges For Services ................................................... 39 Fines And Fees ............................................................ 40 Intergovernmental ...................................................... 41 Transfers ..................................................................... 42 Bond Proceeds ............................................................ 43 Developer Contributions ............................................ 44

GENERAL FUND .............................................. 45

General Fund Description and Summary ........................ 46

Statement of General Fund Revenues ............................ 47

Statement of General Fund Expenditures ...................... 48

Overview of General Fund Revenues .............................. 49 Taxes ........................................................................... 49 Franchise Fees ............................................................ 49 Licenses and Permits .................................................. 50

Charges and Fines ........................................................50 Other Revenues ...........................................................50 Transfers ......................................................................50

Overview of General Fund Expenditures .........................51 General Government ...................................................51 Public Safety ................................................................52 Development Services .................................................52 Public Works ................................................................52 Parks and Library .........................................................53 Transfers ......................................................................53

City Council ......................................................................54

City Manager’s Office ......................................................56

Organizational Development & Performance Management ...............................................................58

Budget ..............................................................................60

Human Resources ............................................................62

City Secretary ...................................................................64

Municipal Court ...............................................................66

Communications & Marketing .........................................68

Housing & Community Development ..............................70

Main Street & Community Events ...................................72

Financial Services .............................................................74

Procurement Services ......................................................76

Information Technology ..................................................78

Legal .................................................................................80

Non-Departmental ...........................................................81

Police ...............................................................................82

Fire ...................................................................................84

Development Services .....................................................86

Planning ...........................................................................88

Engineering ......................................................................90

Building Inspections .........................................................92

Code Services ...................................................................94

Public Works Administration ...........................................96

Building & Equipment Services ........................................98

Street and Traffic Control ............................................. 100 Street Maintenance .................................................. 100 Traffic Control & Street Lighting ............................... 100

Parks and Recreation .................................................... 102

Library ........................................................................... 104

OTHER GOVERNMENTAL FUNDS ................... 107

Community Housing Fund ............................................ 108

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Community Development Block Grant Fund ................ 110

Grants Fund................................................................... 112

Hotel / Motel Fund ....................................................... 113

Law Enforcement Fund ................................................. 114

Library Gift Fund ........................................................... 115

Law Enforcement Donations Fund ................................ 116

Fire Department Donations Fund ................................. 117

PEG Cable Channel Fund ............................................... 118

Veterans Memorial Fund .............................................. 119

Urban Transit District Fund ........................................... 120

Tax Increment Reinvestment Zone 1 – Town Center .... 121

Tax Increment Reinvestment Zone 2 – Airport ............. 122

County ILA Covid Response Fund .................................. 123

Fleet Maintenance Fund ............................................... 124

MPAC Fund ................................................................... 126

Main Street Fund .......................................................... 128

Aquatic & Fitness Center Fund ..................................... 130

Capital Equipment Replacement Fund ......................... 132

Public Art Fund .............................................................. 133

Disaster Relief Fund ...................................................... 134

DEBT SERVICE FUNDS .................................... 135

General Obligation Debt Service Fund .......................... 136

Revenue Debt Service Fund .......................................... 139

Revenue Bond Reserve Fund ........................................ 142

PROPRIETARY FUNDS .................................... 143

Water & Wastewater Fund ........................................... 144

Golf Course Fund .......................................................... 146

Airport Fund .................................................................. 148

Surface Water Drainage Utility Fund ............................ 150

Solid Waste Fund .......................................................... 152

Risk / Insurance Fund .................................................... 154

CAPITAL PROJECTS FUNDS ............................. 155

Capital Improvements Program .................................... 156

Capital Improvements Map .......................................... 157

CIP Budget Summary .................................................... 158

Impact of Capital Projects on Operating Budget .......... 160

Utility Construction Fund .............................................. 161

Street Construction Fund .............................................. 164

Park Construction Fund ................................................ 166

Library Construction Fund ............................................ 168

Roadway Impact Fee Fund ............................................ 169

Public Safety Improvement Fund ................................. 170

Facilities Improvement Fund ........................................ 171

Utility Development Impact Fee Fund .......................... 172

Technology Improvement Fund .................................... 173

Airport Construction Fund ............................................ 174

Stormwater Construction Fund .................................... 176

Parkland / Median Fee Fund ......................................... 177

CIP Five-Year Financial Plan .......................................... 178 CIP Overview by Type and Source ............................ 179 CIP Five-Year Financial Plan ...................................... 180

APPENDICIES ................................................ 191

Appendix A – Financial Policies ..................................... 192

Appendix B – Community Profile .................................. 197

Appendix C – McKinney’s History ................................. 203

Appendix D – Long-Term Financial Plans ...................... 205 General Fund Long-Term Financial Plan ................... 206

Appendix E – Total Authorized Positions ...................... 208 Authorized Position Changes .................................... 209 Organizational Charts ............................................... 210

Appendix F – Supplemental Request List ...................... 227

Appendix G – Fee Changes ........................................... 232 Water/Wastewater Rates ......................................... 233

Appendix H – Component Units ................................... 234 McKinney Convention & Visitors Bureau Fund......... 234 McKinney Economic Development Corporation Fund235 MEDC Debt Service Fund .......................................... 236 MEDC Bond Reserve Fund ........................................ 236 McKinney Community Development Corporation

Fund .................................................................... 237 McKinney Housing Finance Corporation Fund ......... 237

Appendix I - Ordinances ................................................ 238 Budget Ordinance ..................................................... 238 Tax Ordinance ........................................................... 240

Appendix J – Glossary of Terms .................................... 242

Appendix K – Acronyms Listing ..................................... 246

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CITY COUNCIL

George C. Fuller

Mayor

La'Shadion Shemwell Rainey Rogers District 1 Mayor Pro Tem/

District 2

Scott Elliott Rick Franklin District 3 District 4

Frederick Frazier Charlie Philips At Large At Large

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MANAGEMENT STAFF

Paul Grimes City Manager

Barry Shelton Steve Tilton Kim Flom Assistant City Manager Assistant City Manager Assistant City Manager

Executive Directors and Directors

Chief Financial Officer ......................................................................... Mark Holloway

Chief Information Officer ......................................................................... Sid Hudson

Chief of Police ..................................................................................... Gregory Conley

Executive Director of Development Services ....................................... Michael Quint

Fire Chief ............................................................................................... Danny Kistner

City Secretary ...................................................................................... Empress Drane

Chief Building Official ........................................................................ Rick Herzberger

Director of Airport ..................................................................................... Ken Carley

Director of Code Services .................................................................... Kerry Simpson

Director of Communications & Marketing ............................................... CoCo Good

Director of Engineering ......................................................................... Gary Graham

Director of Finance ................................................................................ Trudy Mathis

Director of Human Resources ......................................................................... Ike Obi

Director of Libraries ............................................................................. Spencer Smith

Director of MPAC/Main Street ........................................................... Amy Rosenthal

Director of Organization Development & Performance Mgmt. .............. Joe Mazzola

Director of Parks and Recreation ...................................................... Michael Kowski

Director of Planning ............................................................................ Jennifer Arnold

Director of Public Works .............................................................................. Julia Hunt

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ORGANIZATIONAL STRUCTURE

Departmental organization charts can be found in the Appendices section. Departments with multiple divisions include:

• Development Services: Administration, Planning, Engineering, Building Inspections, Code Compliance, Street Lighting, Traffic

Control, Surface Water Drainage, and Capital Projects.

• Public Works: Administration, Facility Maintenance, Streets, Water/Wastewater, Solid Waste, Fleet, and Facilities Construction.

• Financial Services: Finance, Budget, Purchasing, Utility Customer Operations, and Meter Services.

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BUDGET AWARD

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished

Budget Presentation Award to the City of McKinney for its Annual Budget for the fiscal year beginning October 1,

2019.

In order to receive this award, a governmental unit must publish a budget document that meets program

criteria as a policy document, as an operations guide, as a financial plan and as a communications device. The

City of McKinney has received the award for thirty-six consecutive years.

The award is valid for a period of one year only. We believe our current budget continues to conform to

program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

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RECOGNITION

This document was prepared by the

BUDGET DEPARTMENT

Mark Holloway

Chief Financial Officer

Donna Chamberlain Senior Financial Analyst

Trevor Daggon

Senior Financial Analyst

Palama Rodriguez Financial Analyst

A special thank you goes to Financial Services staff who assisted with the budget

process and completion of this document. They are:

Trudy Mathis

Lisa Koslan

Kelvin Bryant

Sheryl Coleman

Erin Noland

Chance Miller

Mark Whittaker

Xochilt Medina

Tia York-Graham

Julie Novak

Nicole Bradshaw

Scott Litton

The Budget Department expresses its appreciation to all City departments for

their assistance and cooperation.

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BUDGET INTRODUCTION

An introduction to the Annual Budget presented in a series of

narrative documents designed to give the reader relevant

information regarding the City’s budgeting process and fiscal

environment.

❖ City Manager’s Budget Message

❖ Budget Summary

❖ Financial Assessment

❖ Goals and Strategies

❖ Core Values

❖ Budget Process & Calendar

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CITY MANAGER’S BUDGET MESSAGE

September 15, 2020

To the Honorable Mayor, City Council and Citizens:

The City of McKinney is committed to providing high quality, cost effective services that reflect the city’s core

values and the stated goals and priorities of the City Council. Keeping these goals in clear view, the Council and

staff worked diligently to create a budget that positions the community to achieve our strategic priorities and

effectively provide necessary services for McKinney. Therefore, it is my pleasure to present the City of McKinney

Fiscal Year 2020-2021 Budget.

Of course, we are all aware of the uncertain times we are living in with the Covid-19 outbreak. City staff worked

hard to balance the budget in these times of economic uncertainty. While we anticipate a degree of lost sales

tax revenue and various fees, we have developed a fiscally prudent plan to offset those losses while providing a

wide range of quality public services for our fast-growing community.

The approved budget for fiscal year 2020-21 totals $641 million, with $159 million budgeted in General Fund

and the balance in other funds. As with every year, the budget is balanced. The budget is designed as a

management guide, an executive planning document, and a financial report. This budget combines the efforts

and input from citizens, City Council, and city staff to develop a positive and progressive approach to continue to

plan for the future, set objectives for the coming year, and define the purposes and resources to achieve those

objectives.

Over the years, the City of McKinney budget document has evolved into what has become the city’s most

comprehensive annual document concerning planned programs, operations, and budgetary policies that

influence the fiscal state of the city. Due to these factors, the budget is the most important working and

planning tool used by the City Council and staff to determine and communicate the desired levels of service,

maintenance, and infrastructure determined by the City Council to be necessary for the community.

This budget document was prepared by staff to encompass the concurrent development of market-based pay

and benefits plans, operations and maintenance (O&M) line-item costs sufficient to provide desired service

levels, and a capital and infrastructure maintenance program to achieve Council’s stated goals.

I’d like to say thank you to our city staff and City Council for the time and effort put into the budget process

every year and for providing easy access for residents to access important financial information. Furthermore,

I’m proud to say McKinney is the first city and government entity in the state to receive all five transparency

stars from the Texas Comptroller’s program that recognizes local government entities that provide easy online

access to important financial data. Even with a growing city, we continue to make strides in engaging with the

community, listening to residents, and securing a stable and successful future.

Sincerely,

Paul Grimes

City Manager

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BUDGET SUMMARY

HIGHLIGHTS

The priority for this fiscal year has been to maintain quality service while observing prudent spending practices.

In order to accomplish this, the following highlights for the upcoming year are:

• Balanced budget, with total revenues equal to or greater than total expenditures

• Property tax rate reduced by seven-tenths of a cent to $0.508645 cents per $100 assessed value

• Total City budget $641 million

• General Fund budget $159.4 million

• Increased and sustained funding for equipment and facilities improvements

• Budgeted supplemental funding of $11.1 million ($2.7 million for additional staff and other recurring

costs, $8.4 million for one-time costs) to accommodate citywide departmental needs and operating

impacts from Capital Improvement Program

SERVICE LEVEL CHANGES

Due to the continued expansion of our property tax and sales tax base despite the Covid-19 outbreak, this

budget is presented with no material service reductions. In fact, overall services have been expanded and

augmented while reducing the property tax rate from $0.515600 to $0.508645 cents per $100 of property

valuation. Examples of service level increases would be our addition of four sworn officers, a sworn SRO

Sergeant, and a Mental Health Coordinator in the Police Department; the addition of two

Firefighter/Paramedics, and a Nurse Practitioner in the Fire Department; and the addition of 10 positions in

Water/Wastewater to meet the growing demands of maintenance and compliance. The budget funds a total of

26.5 new full-time equivalent (FTE) positions (14.5 in the General Fund and 12 in other funds), cost of living

adjustments for general government employees, step increases for sworn personnel, and significant funding for

increased infrastructure maintenance. Most of these staffing and service level increases are to meet the

demands of our growing population, increased development, and our City’s vibrant growing economy.

STRATEGIC STAFFING AND RESOURCE PLANNING

The budget includes a total of 1,351 full-time equivalent (FTE) positions, an increase in force of 26.5 FTE

positions. Additional personnel and resources added with this budget will help meet increasing workload and

service level requirements, a result of our fast-growing population, increased development and, our City’s

vibrant growing economy. The largest staffing additions being funded are:

• Police added six positions (five sworn and one civilian)

• Fire added three positions (two sworn and one civilian)

• Water/Wastewater added ten positions (three in Water, three in Wastewater, two in Meter Services,

and, two in Utility Customer Operations)

• Details of all staffing changes are outlined in the Authorized Positions section of the Appendices. A list of

new funded personnel and resources can be found in the Supplemental Request List in the Appendices

section as well.

The budget also includes step increases for sworn Police and Fire employees and a 1.5% cost of living

adjustment for both full-time and part-time general government employees.

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FY18 Actual FY19 Actual FY20 EOY Est FY21 Budget

Lobbyists 103,510 199,631 225,000 225,000

Legal Notice Publication 34,742 39,042 68,217 74,717

Texas Municipal Retirement System: The city is required to contribute to the Texas Municipal Retirement

System (TMRS). Effective January 1, 2021, the city’s new monthly contribution rate will be 15.04%, a slight

increase from the current rate of 15.03%.

MAJOR OPERATING BUDGET ITEMS

The total budget for all funds is $641 million. As can be seen from the data below, personnel costs are a major

budget item for the City of McKinney, as local government is a service business which is highly dependent on

personnel to deliver services, unlike businesses that sell or manufacture products. Major budget items include:

HB 1495: LOBBY REPORTING/BUDGETING

The 86th Legislature passed HB 1495 to increase the transparency of local government lobbying. H.B. 1495,

which is effective now, provides, among other things, that the proposed budget of a political subdivision must

include, in a manner allowing for as clear a comparison as practicable between those expenditures in the

proposed budget and actual expenditures for the same purpose in the preceding year, a line item indicating

expenditures for directly or indirectly influencing or attempting to influence the outcome of legislation or

administrative action, as those terms are defined in the state’s lobby law. (Similar legislation related to legal

notice publication cost was passed in 2017.)

General Fund

Salaries & Benefits 111,304,654$

Risk/Insurance Fund

Benefits & Wellness 22,565,090$

Water & Wastewater Fund

Water Purchase & Delivery 35,770,000$

Wastewater Contract 22,941,100

Salaries & Benefits 10,526,371

Debt Service & Reserve 14,906,152

Solid Waste Fund

Solid Waste Disposal Cost 5,902,000$

Equipment Replacement Fund

Fleet/Equip Replacements & Facility Improvements 6,946,003$

Debt Service Funds

Principal Payments 36,080,000$

Interest Payments 18,257,282

Capital Project Funds

Project Appropriations 250,297,546$

https://capitol.texas.gov/BillLookup/History.aspx?LegSess=86R&Bill=HB1495

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FINANCIAL PROGRAM

Total Combined Revenues: The total combined revenue budget for fiscal year 2020-21 totals $610,880,079

which is a $26 million or 4.4% increase from the prior fiscal year and is due in large part to multi-year capital

projects, which include their remaining life-to-date funding in the prior year (EOY) and only new funding in the

current year’s budget. More details can be found in the Major Revenue Sources section.

Total Combined Expenditures: The fiscal year for the City of McKinney begins on Oct. 1 and ends Sept. 30. The

McKinney City Council approved the fiscal year 2020-21 budget with a total combined expenditure budget of

$640,996,776 which includes funding for both operating and capital purposes. This amount represents a $197.4

million or 23.5% decrease from the prior fiscal year and is due in large part to multi-year capital projects, which

include their remaining life-to-date budget in the prior year (EOY) and only new funding in the current year’s

budget. Expenditures are budgeted to be $30.1 million more than revenues, primarily due to use of unassigned

fund balance for capital projects. Operating budgets are balanced for fiscal year 2020-21.

REVENUES

EOY Estimate Budget % Change

Fund FY 2019-20 FY 2020-21 to Prior Yr

General Fund 156,292,919$ 159,359,824$ 2.0%

Water/Wastewater 99,730,229 104,710,575 5.0%

Airport 10,060,850 9,972,418 -0.9%

Surface Water Drainage 4,135,955 4,261,782 3.0%

Solid Waste 9,500,154 9,523,256 0.2%

Risk/Insurance 26,817,662 28,542,782 6.4%

Capital Projects 185,281,535 219,426,791 18.4%

Debt Service 52,584,895 53,137,222 1.1%

Other Operating 40,460,591 21,945,429 -45.8%

Total $584,864,790 $610,880,079 4.4%

EXPENDITURES

EOY Estimate Budget % Change

Fund FY 19-20 FY 20-21 to Prior Yr

General Fund 156,292,919$ 159,359,824$ 2.0%

Water/Wastewater 103,988,592 104,665,223 0.7%

Airport 10,044,286 9,972,418 -0.7%

Surface Water Drainage 4,442,757 4,204,300 -5.4%

Solid Waste 10,596,626 9,392,460 -11.4%

Risk/Insurance 27,332,614 27,226,495 -0.4%

Capital Projects 432,079,170 250,297,546 -42.1%

Debt Service 50,818,685 54,410,282 7.1%

Other Operating 42,779,563 21,468,228 -49.8%

Total $838,375,212 $640,996,776 -23.5%

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General Fund Revenues: General Fund revenues for fiscal year 2020-21 are expected to total $159.4 million, a

2% increase from last fiscal year primarily due to growth in the property tax and sales tax base. More details can

be found in the General Fund section.

General Fund Expenditures: The General Fund is the general operating fund of the City. General Fund

expenditures for fiscal year 2020-21 are projected to be $159.4 million, which is a 2% increase over fiscal year

2019-20 end-of year estimates. The overall increase is primarily due to the addition of 14.5 positions and

associated equipment. More details can be found in the General Fund section.

Property Tax: General Fund property tax revenues for fiscal year 2020-21 are forecasted to total $88 million, a

4.5% increase over the prior fiscal year (EOY), due to growth in assessed property valuation. According to the

Collin County Central Appraisal District, the 2020 certified taxable value for the City of McKinney is $24.5 billion.

This represents a 4.7% increase in valuation over the 2019 certified taxable value (3.3% new property added and

1.4% increase to existing). The overall property tax rate was decreased from $0.515600 to $0.508645 cents per

$100 of property valuation. More details can be found in the Major Revenue Sources section.

Property Taxes

$84,222,732 54%

Sales Taxes

$26,580,458 17%

Franchise

$15,941,182 10%

Licenses & Permits

$10,598,195 7%

Charges & Fines

$7,874,306 5%

Others

$4,098,140 3%

Transfers

$6,977,906 4%

FY 19-20 EOY Estimate

Property Taxes

$88,026,487 55%

Sales Taxes

$27,550,000 17%

Franchise

$16,367,013 10%

Licenses &

Permits$11,026,845

7%

Charges & Fines

$8,599,393 6%

Others

$3,656,476 2%

Transfers

$4,133,610 3%

FY 20-21 Adopted Budget

General Govt

$37,710,682 24%

Police

$38,138,957 24%

Fire

$31,626,892 20%

Development

$12,408,277 8%

Public Works

$12,496,177 8%

Parks & Library

$13,769,566 9%

Transfers

$10,142,368 7%


General Govt

$34,671,957 22%

Police

$40,789,865 26%

Fire

$34,001,177 21%Development

$12,287,798 8%

Public Works

$13,150,829 8%

Parks & Library

$14,443,115 9%

Transfers

$10,015,083 6%


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Sales & Use Taxes: General Fund sales & use tax revenues for fiscal year 2020-21 are forecasted to total $27.5

million, a 3.6% increase over the prior fiscal year (EOY). The City imposes a local option sales tax of 2% on all

retail sales, leases and rentals of most goods, as well as taxable services. Out of the 2%, 1% is for general

purposes, 0.5% is for economic development and considered as revenue for the McKinney Economic

Development Corporation. The remaining 0.5% is for community development and is considered as revenue for

the McKinney Community Development Corporation. More details can be found in the Major Revenue Sources

section.

Water & Wastewater Fund: The Water & Wastewater Fund expenses for fiscal year 2020-21 are projected to be

$104.6 million, which is a 0.7% increase over fiscal year 2019-2020 end-of year estimates. Water rates will

remain the same and wastewater rates will increase 5.5% over fiscal year 2019-20 due to increased cost of

service from the North Texas Municipal Water District (NTMWD). The monthly minimum residential water

charge will remain at $16.50. The water volume rate will charge customers $4.00 per thousand gallons for the

first 7,000 gallons. Residential and sprinkler/irrigation customers will be charged $5.50 per thousand gallons if

the monthly consumption exceeds 7,000 gallons but is less than 20,000 gallons; monthly consumption that

exceeds 20,000 gallons but less than 40,000 gallons will be charged at $6.95; monthly consumption over 40,000

gallons will be charged at $8.35 per thousand gallons. The monthly minimum wastewater rate will increase from

$18.80 to $19.85. The wastewater volume rate will increase from $5.25 to $5.55 per thousand gallons of water

used. More details can be found in the Water & Wastewater Fund and the Water/Wastewater Rates sections.

Solid Waste Fund: The Solid Waste Fund expenses for fiscal year 2020-21 are projected to be $9.4 million, which

is an 11.4% decrease over fiscal year 2019-2020 end-of year estimates; this decrease is due to a large one-time

project expense in the prior year (EOY). The solid waste rate will remain the same for all customers. An average

residential household solid waste rate is $15.36 per month. This includes refuse collection, disposal, and the

single stream recycling program. More details can be found in the Solid Waste Fund section.

Capital Equipment Replacement Fund: Significant non-recurring capital expenditures for equipment

replacements and facility improvements will be funded with transfers from the General Fund and other funds to

the Capital Equipment Replacement Fund and with surplus fund balance. Replacement of fleet

vehicles/equipment ($5.3M), heating/air conditioning systems ($438k), roofs ($42k), as well as facility

renovations/improvements ($288K) are funded with this budget.

Capital Project Funds: The Capital Improvement Program (CIP) is an indication of the City’s priority to fund

capital projects, ensuring McKinney will be positioned to meet the demands of growth and economic

investment in our community. The CIP project expenditures for fiscal year 2020-21 are projected to be over

$250 million. Project funding will address areas such as extension and expansion of the thoroughfare system to

accommodate increased traffic and access needs, repairing and replacing aging water and sewer infrastructure,

and continued expansion and improvement of our parks. More details can be found in the Capital Projects Fund

section.

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FINANCIAL ASSESSMENT

The City of McKinney, Texas continues to be financially strong. Over the years, through sound fiscal

management, the City has positioned itself well to cope with growth, create a positive atmosphere for economic

development, and provide greater flexibility on budgetary issues. The City is able to balance revenues and

expenses and continue to maintain a high level of services.

FUND BALANCE

One measure of a city’s financial strength is the level of its fund balance. The City’s estimated fund balance in

the General Fund is projected to be approximately $60.7 million as of September 30, 2021. This balance

represents 38% of fiscal year 2020-21 total General Fund expenditures. The fund balance exceeds the 25% fund

balance reserve requirement established by the City’s Financial Policies. Moreover, the City’s Enterprise Funds

(Water/Wastewater, Golf, Surface Water Drainage, Airport, and Solid Waste) are projected to have a combined

cash and investments balance of approximately $60 million at the end of fiscal year 2020-21. The cash and

investments balance in the Water/Wastewater Fund exceeds the 90-day reserve requirement established by the

City’s financial policies. All other enterprise funds exceed the 60-day reserve requirement. The City’s Financial

Policies can be found in the Appendices section.

BOND RATINGS

The City’s bond ratings are further evidence of its financial strength. In 2020, the City of McKinney once again

received the highest ratings issued from two major credit rating agencies for its general obligation (GO) bonds.

The city earned ratings of Aaa from Moody’s and AAA from Standard & Poor’s.

“Because of the economic uncertainty caused by the pandemic, we are pleased that S&P and Moody’s have

affirmed our AAA ratings,” said City Manager Paul Grimes. “Our City Council remains committed to their goal of

a fiscally sound government and these low interest rates allow us to save taxpayers money while delivering the

high-quality services and facilities required by our growing city despite the challenges we are facing right now

due to COVID-19.”

Moody’s said the rating reflects the city’s large tax base with elevated wealth levels that continues to expand

due to rapid population growth. The Aaa also reflects strong fiscal management and long-term forecasting that

has led to stable financial performance and very strong reserve levels.

McKinney also received a rating of AA+ with an outlook of stable from Standard & Poor’s and a rating of Aa1

from Moody’s for its water and wastewater utilities system.

DEBT MANAGEMENT PLAN

The City of McKinney enjoys favorable bond ratings due not only to growth and solid fund balances, but also

from adoption of, and adherence to, the debt management plan adopted by the City Council. The target length

of maturity of the City’s long-term debt is not to exceed 20 years. In addition, the percentage of tax rate

allocated to debt services will not be more than 35%. Details can be found in the Debt Service section.

In May 2019 the voters approved a bond election of $350 million for public safety, parks and recreation, and

public works facilities, a municipal complex, and street improvements. As of October 1, 2020, the total

authorized but not issued debt is $314 million. There will be a general bond sale in fiscal year 2020-21. The

amount of the sale is still pending.

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0

50,000

100,000

150,000

200,000

250,000

1990 2000 2005 2010 2015 2017 2018 2019 2020

Population

0.0%1.0%2.0%3.0%4.0%5.0%6.0%7.0%8.0%9.0%

10.0%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020(Sept)

Unemployment Rate

McKinney Texas U.S.

ECONOMIC GROWTH & OUTLOOK

The City of McKinney is enjoying the benefits of strong economic growth in the North Texas region and the

state, despite the uncertain times we are living in with the Covid-19 outbreak. City staff worked hard to balance

the budget in these times of economic uncertainty. While we anticipate a degree of lost sales tax revenue and

various fees, we have developed a fiscally prudent plan to offset those losses while providing a wide range of

quality public services for our fast-growing community. McKinney’s growth and development over the past

decade has been built on a strong foundation of overall planning, management, quality of life, and policy

direction. All in all, the picture of McKinney is one of a vital community, facing the economic challenges and

opportunities of the future with optimism and forethought.

The City of McKinney places economic development as one of the important elements in the city’s strategic

plan. The City offers inducements such as the McKinney Economic Development Corporation (MEDC), McKinney

Community Development Corporation, and McKinney National Airport (TKI) to actively promote economic

developments.

McKinney offers an incomparable lifestyle coupled with an exceptional business environment. Our economy is

diverse and offers a mix of industries - medical technology, data management, manufacturing, sustainability,

aviation, defense, retail, office and transportation. McKinney is a community where businesses flourish and

employees want to call home. New businesses and existing companies are adding more jobs to the area and

changing the economic landscape of the region.

The city has attracted companies like Raytheon, Wistron GreenTech, Torchmark, Emerson Process Management,

Tong Yang, Simpson Strong-Tie, Tenant Tracker, Manner Plastics, Independent Bank, PACCAR, Playful, and

Traxxas. Home-grown companies like Encore Wire, Newtoy (now Zynga), RMCN and Brandon Industries have

also thrived here. McKinney has led in sustainable developments and its historic business district is one of the

largest and most successful in the state. McKinney offers industrial and office parks throughout the city with

additional land abundantly available.

New and Expanding Businesses: The McKinney Economic Development Corporation currently has 45 active

projects with an estimated capital investment totaling nearly $230 million, bringing more than 1,800 new jobs to

the city. Projects include SRS Distribution, Independent Bank, PACCAR, Tupps Brewery, Service First Mortgage

and Raytheon.

SRS Distribution: SRS has begun construction on their four-story 100,000-square-foot corporate office. This will

bring over 160 jobs to McKinney along with increasing the commercial tax base.

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Raytheon: Raytheon has begun construction on renovating a portion of its manufacturing facility to relocate its

Space and Airborne Systems division to McKinney. This will bring over 500 new jobs to the McKinney and a

capital investment of up to $60 million.

Craig Ranch Resort and Conference Center: The city and the McKinney Community Development Corporation

entered into a public-private partnership for a $100 million upscale lifestyle hotel and conference center in Craig

Ranch, an attractive amenity for businesses and tourists visiting North Texas.

Tupps Brewery: The McKinney Community Development Corporation, McKinney Economic Development

Corporation, and City of McKinney entered into an agreement with Tupps Brewery to expand its brewery

operations to the City’s historic grain site. This will create a unique destination within McKinney and be a

catalyst for development on the city’s east side.

McKinney National Airport (TKI): Construction continues on the future home of the McKinney Air Center – a

state-of-the-art executive terminal. The airport has an economic impact of more than $212 million annually to

the city and surrounding region according to the 2018 Texas Aviation Economic Impact Study. The McKinney Air

Traffic Control Tower (ATCT) is ranked as the 8th busiest tower in Texas. More details can be found in the

Airport Fund section.

LONG-TERM FINANCIAL PLANS

The General Fund Long-term Financial Plan is a planning document that serves as a guideline for budgeting and

for managing the resources of the City. It is essential to keep focus on the long-term financial plan to monitor

and adjust fiscal policies as needed and plan for needed capital and service demands. City staff prepares and

updates this ten-year financial plan annually in preparation for developing suggested budget policies for City

Council consideration and to ensure alignment with City Council Goals and Strategies. It is intended to provide a

frame of reference to help evaluate the City’s financial condition and help assess financial implications of current

and proposed budgets, programs and assumptions. The General Fund Long-term Financial Plan is included in the

Appendices section. The CIP Five-year Financial Plan for capital projects is also included in the Capital Projects

section. The Capital Improvements Program (CIP), a five-year plan, funds major capital improvements that will

provide adequate infrastructure and facilities for new citizens and new business development. In addition to

these long-range plans, the City forecasts debt capacity over a ten-year period; and, the City’s water/wastewater

rate consultants provide us with a long-term financial plan annually for the Water & Wastewater Fund.

CONCLUSION

As the City continues to grow, we must continue to focus on our long-range financial plans to further streamline

the City’s operations and lower costs. The budget for fiscal year 2020-21 is committed to Council’s policy of

preserving McKinney’s strong financial position by maintaining strong fund balances and reserves,

recommending a balanced budget, maintaining current programs and making decisions within the context of our

long-range financial capacity study and debt management plan. The Fiscal Year 2020-21 Annual Budget asserts

our commitment to meet and exceed our community’s highest priority expectations. We continue to strive to

meet these needs at the lowest possible cost to our citizens.

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CITY COUNCIL GOALS & STRATEGIES

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The entirety of this document can be found at https://www.mckinneytexas.org/DocumentCenter/View/19919/.

https://www.mckinneytexas.org/DocumentCenter/View/19919/2020-City-Council-Goals?bidId=

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CORE VALUES

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•Feb 7 - Council strategic planning retreat

Planning(January & February)

•Mar 3 - Budget guidelines adopted

•Mar 4 - Budget Kickoff - forms and instructions distributed to departments

•Apr 3 - Departments submit budgets to Finance

•April - Budgets reviewed

•May - City Manager Budget meetings with departments

Department's Budget(March - May)

•June 16 - Mid-year budget update to Council

•June-July - Revenue and expenditure estimate adjustments

•July 25 - Receive certified tax roll; calculate no-new-revenue & voter-approval tax rates

City Manager's Budget(June - July)

•Aug 4 - Council sets tax rate ceiling and schedules public hearings (record vote)

•Aug 14 - Budget work session with City Council to present Proposed Budget

•Sep 1 & Sep 15 - Public hearings/adoption of budget, tax rate and fee changes

City Council's Budget(August - September)

•Oct 1 - Fiscal year begins; implementation of adopted budget

•Dec 14 - Submit budget to Government Finance Officers Association (GFOA)

•Jan 31 - Distribute final printed budget book

Adopted BudgetConcurrent (October 1 - September 30)

BUDGET PROCESS & CALENDAR

Planning

•January & February

Department’s Budget

•March through May

City Manager’s Budget

•June & July

City Council’s Budget

•August & September

Adopted Budget

•September 30

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BUDGET OVERVIEW

An overview of the Annual Budget presented in a series of tables,

charts and graphs designed to give the reader an overall general

understanding of the budget.

❖ Fund Structure

❖ Combined Budget Summary

❖ Fund Summaries

❖ Revenues, Expenditures and Fund Balances

❖ Where the Money Comes From – By Revenue Type

❖ Where the Money Comes From – By Fund Type

❖ Where the Money Goes – By Expenditure Type

❖ Where the Money Goes – By Fund Type

❖ Where the Money Goes – By Function

❖ Property Tax Valuation and Tax Rates

❖ Major Revenues

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FUND STRUCTURE

Accounts are organized based on funds and each fund is considered to be a separate accounting entity. All

funds, both governmental and proprietary, are subject to appropriation. Governmental Funds use the modified

accrual basis of accounting, while Proprietary Funds use the accrual basis of accounting; the basis of budgeting is

the same as basis for accounting. See the Financial Policies in the Appendix section for more detail. Fund

summaries and descriptions are located on each fund’s page (see Table of Contents for locations).

PROPRIETARY FUNDS

Accrual Basis of Accounting

Enterprise Funds

•Water and Wastewater Fund *•Surface Water Drainage Utility Fund

•Solid Waste Fund

•Golf Course Fund

•Airport Fund

Internal Service Funds

•Risk/Insurance Fund *

Debt Service Funds

•Revenue Debt Service Fund

•Revenue Bond Reserve Fund

Capital Projects Fund *

•Utility Construction Fund

•Utility Development Impact Fee Fund

•Airport Construction Fund

COMPONENT UNITS

Modified Accrual Basis of Accounting

Component Unit Funds

•McKinney Convention & Visitor Bureau Fund

•McKinney Economic Development Corp. Fund

•McKinney Community Development Corp. Fund

* Indicates major fund, all others are considered

non-major funds

GOVERNMENTAL FUNDS

Modified Accrual Basis of Accounting

General Fund *

Special Revenue Funds

•Community Housing Fund

•Community Development Block Grant

•Grants Fund

•Hotel / Motel Fund

•Law Enforcement Fund

•Library Gift Fund

•Law Enforcement Donations Fund

•Fire Department Donations Fund

•PEG Fee Fund

•Veterans Memorial Fund

•Urban Transit District Fund

•McKinney Housing Finance Corp. Fund

•TIRZ 1 - Town Center

•TIRZ 2 - Airport

•County ILA Covid Response Fund

Other Governmental Funds

•Fleet Maintenance Fund

•MPAC Fund

•Capital Equipment Replacement Fund

•Aquatic & Fitness Center Fund

•Public Art Fund

•Disaster Relief Fund

Debt Service Fund *

•General Obligation Debt Service Fund

Capital Projects Fund *

•Street Construction Fund

•Library Construction Fund

•Park Construction Fund

•Roadway Impact Fee

•Public Safety Improvement Fund

•Facilities Improvement Fund

•Technology Improvement Fund

•Stormwater Construction Fund

•Parkland/Median Fee Fund

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COMBINED BUDGET SUMMARY – ALL FUNDS

FY 2020-21Estimated Estimated

Fund Balance Total Total Net Fund BalanceFund Type Fund Title 9/30/2020 Revenues Expenditures Inc/(Dec) 9/30/2021

1 Gov General Fund 60,710,858$ 159,359,824$ 159,359,824$ -$ 60,710,858$ 2 Gov Fleet Maintenance 162,573 1,189,424 1,253,216 (63,792) 98,781 3 Prop Water/Wastewater * 39,120,028 104,710,575 104,665,223 45,352 39,165,380 4 Prop Golf Course * 250,328 97,500 75,815 21,685 272,013 5 Prop Airport * 3,669,148 9,972,418 9,972,418 - 3,669,148 6 Prop Surface Water Drainage Utility* 5,458,512 4,261,782 4,204,300 57,482 5,515,994 7 Prop Solid Waste* 11,222,811 9,523,256 9,392,460 130,796 11,353,607

10 Gov Hotel/Motel 4,598,837 1,328,000 1,508,780 (180,780) 4,418,057 11 Gov Law Enforcement 392,145 149,950 255,000 (105,050) 287,095 14 Gov Community Housing 83,662 462,200 483,700 (21,500) 62,162 15 Prop Risk/Insurance * 11,635,321 28,542,782 27,226,495 1,316,287 12,951,608 16 Gov Main Street Program - - - - - 17 Gov Community Dev. Block Grant - 1,447,618 1,447,618 - - 18 Gov Library Gift 40,091 - 40,091 (40,091) - 20 CIP Utility Construction * 21,560,737 41,912,000 63,252,617 (21,340,617) 220,120 21 CIP Street Construction 16,626,531 40,357,436 47,852,008 (7,494,572) 9,131,959 22 CIP Library Construction 1,568,146 20,000 - 20,000 1,588,146 23 CIP Park Construction 1,646,422 57,035,000 57,413,000 (378,000) 1,268,422 24 CIP Roadway Impact Fee 10,054,935 7,000,000 5,450,000 1,550,000 11,604,935 25 CIP Public Safety Improvement 587,068 35,584,000 35,934,875 (350,875) 236,193 26 CIP Facilities Improvement 194,264 10,118,000 10,269,040 (151,040) 43,224 27 Gov Law Enforcement Donations 88,772 49,800 64,000 (14,200) 74,572 28 Gov Fire Department Donations 41,809 7,500 7,650 (150) 41,659 29 CIP Utility Dev. Impact Fees * 5,178,858 3,000,000 4,200,000 (1,200,000) 3,978,858 30 Debt G.O. Debt Service 6,705,800 38,082,070 39,631,130 (1,549,060) 5,156,740 31 CIP Technology Improvement 1,161,843 1,609,639 1,547,170 62,469 1,224,312 32 Gov Capital Equipment Replacement 9,314,974 5,630,000 6,946,003 (1,316,003) 7,998,971 33 Gov Grants Fund 27,623 1,482,241 1,482,241 - 27,623 34 Gov Aquatics & Fitness Center 0 3,134,638 5,003,010 (1,868,372) (1,868,372) 36 Gov PEG Cable Channel Fund 1,987,218 355,642 337,500 18,142 2,005,360 40 Debt Revenue Debt Service* 8,620,386 14,804,152 14,779,152 25,000 8,645,386 41 Debt Revenue Bond Reserve* 8,608,128 251,000 - 251,000 8,859,128 54 Gov MPAC 284,514 730,900 680,059 50,841 335,355 55 Gov Veterans Memorial 109 - - - 109 58 Gov Public Art 39,093 19,547 39,093 (19,546) 19,547 61 CIP Airport Construction * 2,637,893 20,058,716 20,623,836 (565,120) 2,072,773 62 CIP Stormwater Construction 780,966 32,000 250,000 (218,000) 562,966 64 CIP Parkland/Median Fee 5,529,413 2,700,000 3,505,000 (805,000) 4,724,413 73 Gov Urban Transit District 194,200 1,087,798 1,088,965 (1,167) 193,033 74 Gov MHFC 49,234 15,700 60,595 (44,895) 4,339 75 Gov Disaster Relief 516,552 - 516,552 (516,552) - 76 Gov TIRZ1 - Town Center 7,060,510 3,431,586 140,630 3,290,956 10,351,466 77 Gov TIRZ2 - Airport 3,461,962 1,325,385 37,710 1,287,675 4,749,637 83 Gov County ILA Covid Response - - - - -

Total Primary Government 251,872,278$ 610,880,079$ 640,996,776$ (30,116,697)$ 221,755,581$ Less Internal Transfers 0 (56,346,809) (56,346,809) 0 0Net Total Primary Government 251,872,278$ 554,533,270$ 584,649,967$ (30,116,697)$ 221,755,581$

* Fund Balance is Cash and Investments (Proprietary Funds).

FUNDS SUBJECT TO APPROPRIATION

All funds, both governmental and proprietary, are subject to appropriation. The City's financial policy requires a

25% reserve on expenditures for the General Fund and 90 days for the Water and Wastewater Fund. The fund

balances for General Fund and Water and Wastewater Fund for FY 2020-21 are estimated to be $60,710,858 and

$39,165,380, respectively. The unassigned fund balance for General Fund and Water and Wastewater Fund are

$21,416,655 and $13,357,517. All projected changes in fund balances are considered as normal.

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MAJOR GOVERNMENTAL FUNDS

General Fund is the operating fund of the City. This fund is used to account for all financial resources not

accounted for in other funds.

Debt Service Fund is used to account for the accumulation of financial resources for the payment of principal,

interest and related costs on general long-term debt paid from taxes levied by the City.

Capital Projects Fund is used to account for the acquisition or construction of streets, facilities and other

infrastructure projects being financed from general obligation bond proceeds, grants, impact fees, or transfers

from other funds.

NON-MAJOR - Other Governmental Funds is a summarization of all non-major governmental funds.

FUND SUMMARIES

COMBINED SUMMARY OF REVENUES AND

EXPENDITURES AND CHANGES IN FUND BALANCEFiscal Year 2020-2021 Annual Budget

With Comparisons to 2019-2020 Budget, 2018-19 & 2017-18 Actual

Debt Capital Other Water and Risk / Capital OtherGeneral Service Projects Governmental Wastewater Insurance Projects Proprietary

Beginning Fund Balance 60,710,858$ 6,705,800$ 38,149,590$ 28,181,306$ 39,120,028$ 11,635,321$ 29,377,489$ 37,991,886$

REVENUESProperty Tax 88,026,487$ 37,923,070$ -$ 2,303,319$ -$ -$ -$ -$ Sales Tax & Use Tax 27,550,000 - - 3,701,652 - - - - Franchise Fees 16,367,013 - - 347,642 - - - - License & Permits 11,026,845 - - - 125,000 - - - Charges for Services 7,066,393 - 1,535,639 2,360,500 104,231,075 26,758,782 - 20,954,999 Fines & Fees 1,533,000 - - - - - - 28,000 Intergovernmental 1,398,247 - 15,271,436 4,334,857 - - 24,001,453 50,000 Interest Income 670,000 159,000 1,244,000 303,000 207,000 52,000 486,000 289,000 Miscellaneous Revenue 1,588,229 - - 1,144,535 147,500 1,732,000 - 3,777,770 Transfers In 4,133,610 - 15,755,000 6,163,000 - - 5,583,263 14,999,763 Bond Proceeds - - 110,950,000 - - - 31,900,000 - Developer Contributions - - 9,700,000 - - - 3,000,000 - Total Revenues 159,359,824$ 38,082,070$ 154,456,075$ 20,658,505$ 104,710,575$ 28,542,782$ 64,970,716$ 40,099,532$

EXPENDITURESGeneral Government 34,671,957$ -$ 11,816,210$ 9,438,339$ -$ 27,226,495$ -$ -$ Police 40,789,865 - - 732,821 - - - - Fire 34,001,177 - 35,934,875 647,591 - - - - Library 3,789,106 - - 47,591 - - - - Development 12,287,798 39,631,130 - 2,041,913 - - - - Parks and Recreation 10,654,009 - 60,918,000 5,722,162 - - - 75,815 Public Works 13,150,829 - 53,552,008 - 104,665,223 - 67,452,617 29,629,128 Airport - - - - - - 20,623,836 9,972,418 Transfers Out 10,015,083 - - 1,508,780 - - - - Total Expenditures 159,359,824$ 39,631,130$ 162,221,093$ 20,139,197$ 104,665,223$ 27,226,495$ 88,076,453$ 39,677,361$ Adjustments* - - - - - - - -

Net Change in Fund Balance - (1,549,060) (7,765,018) 519,308 45,352 1,316,287 (23,105,737) 422,171 Ending Fund Balance 60,710,858$ 5,156,740$ 30,384,572$ 28,700,614$ 39,165,380$ 12,951,608$ 6,271,752$ 38,414,057$

*Balance sheet adjustments, long-term liabilities, depreciation and restricted cash & investments.

GOVERNMENTAL FUNDS PROPRIETARY FUNDS

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COMBINED SUMMARY OF REVENUES AND

EXPENDITURES AND CHANGES IN FUND BALANCEFiscal Year 2020-2021 Annual Budget

With Comparisons to 2019-2020 Budget, 2018-19 & 2017-18 Actual

Budget EOY Estimate Actual ActualFY 20-21 FY 19-20 FY 18-19 FY 17-18

Beginning Fund Balance 251,872,278$ 496,535,111$ 443,847,410$ 418,393,039$

REVENUESProperty Tax 128,252,876$ 123,977,737$ 116,119,444$ 107,623,520$ Sales Tax & Use Tax 31,251,652 29,986,044 30,724,015 29,078,547 Franchise Fees 16,714,655 16,285,382 16,412,499 16,505,065 License & Permits 11,151,845 10,718,695 10,736,524 11,659,025 Charges for Services 162,907,388 154,413,141 147,967,800 141,971,123 Fines & Fees 1,561,000 1,341,724 1,899,126 2,006,409 Intergovernmental 45,055,993 58,216,984 8,074,258 13,391,429 Interest Income 3,410,000 5,980,770 14,407,142 8,005,490 Miscellaneous Revenue 8,390,034 9,265,744 23,743,591 29,555,056 Transfers In 46,634,636 75,675,769 54,764,857 57,265,058 Bond Proceeds 142,850,000 78,765,000 98,536,249 44,404,107 Developer Contributions 12,700,000 20,237,800 15,405,821 23,094,650 Total Revenues 610,880,079$ 584,864,790$ 538,791,325$ 484,559,479$

EXPENDITURES General Government 83,153,001$ 146,162,574$ 79,043,574$ 71,790,955$ Police 41,522,686 38,605,760 36,151,755 34,165,227 Fire 70,583,643 54,346,718 37,791,233 31,437,161 Library 3,836,697 10,424,401 5,961,782 3,904,279 Development 53,960,841 51,513,390 64,800,073 43,881,547 Parks and Recreation 77,369,986 82,660,978 32,844,420 31,437,734 Public Works 268,449,805 406,974,364 229,774,182 168,584,009 Airport 30,596,254 36,386,709 14,614,612 40,308,460 Transfers Out 11,523,863 11,300,318 13,924,179 19,341,281 Total Expenditures 640,996,776$ 838,375,212$ 514,905,810$ 444,850,653$ Adjustments* - 8,847,589 28,802,185 (14,254,455)

Net Change in Fund Balance (30,116,697) (244,662,833) 52,687,701 25,454,371 Ending Fund Balance 221,755,581$ 251,872,278$ 496,535,111$ 443,847,410$

*Balance sheet adjustments, long-term liabilities, depreciation and restricted cash & investments.

TOTAL ALL FUNDS

MAJOR PROPRIETARY FUNDS

Water and Wastewater Fund is used to account for the operations of the water and wastewater system.

Risk/Insurance Fund is an internal service fund used to account for the actual expenses related to the City's

liability, risk, and employee insurance costs.

Capital Projects Fund is used to account for the acquisition or construction of facilities and infrastructure for

water/wastewater utilities and airport projects being financed from revenue bond proceeds, grants, impact

fees, developer contributions, or transfers from other funds.

NON-MAJOR - Other Proprietary Fund is a summarization of all non-major proprietary enterprise funds, as well

as revenue bond debt service and revenue bond reserve funds

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REVENUES, EXPENDITURES AND FUND BALANCES

CHANGES IN FUND BALANCE

General Fund – The intention is to keep the fund balance above the reserve requirement. Management will

strive to keep the budget balanced with expenditures at the same level as revenues.

Water Fund – The fund balance in the Water Fund remains stable with very little change. The estimated cash

and investments balance is $39,165,380 and will provide security for any uncertainties.

Other Enterprise Funds – Fund balance in Other Enterprise Funds remains stable with a 1% increase. These

funds include Surface Water Drainage, Solid Waste and Airport funds.

Risk / Insurance Fund –The fund balance in Risk / Insurance Fund increased by 11% due to increased employer

and employee contributions.

Capital Project Funds – The fund balance is affected by the timing of the capital projects. It is not unusual for the

fund balance to fluctuate from year to year. Increases are typically due to bond proceeds or other funding

received for new upcoming projects. However, as capital projects are completed, the fund balance will decrease

significantly.

Debt Service Funds – The decrease of 5% in fund balance is primarily due to new debt issuance and funding for

the Revenue Bond Reserve Fund.

Other Operating Funds – The increase of 2% in fund balance is primarily due to growth in tax revenues in the

Tax Reinvestment Zones (TIRZ) Funds and the Hotel/Motel Fund.

Estimated Estimated Percent of

Fund Balance Revenues Expenditures Net Fund Balance Changes in

Fund 9/30/2020 FY 20-21 FY 20-21 Inc/(Dec) 9/30/2021 Fund Balance

General 60,710,858$ 159,359,824$ 159,359,824$ -$ 60,710,858$ 0%

Water 39,120,028 104,710,575 104,665,223 45,352 39,165,380 0%

Other Enterprise 20,600,799 23,854,956 23,644,993 209,963 20,810,762 1%

Risk / Insurance 11,635,321 28,542,782 27,226,495 1,316,287 12,951,608 11%

Capital Projects 67,527,078 219,426,791 250,297,546 (30,870,755) 36,656,323 -46%

Debt Service 23,934,315 53,137,222 54,410,282 (1,273,060) 22,661,255 -5%

Other Operating 28,343,879 21,847,929 21,392,413 455,516 28,799,394 2%

Total 251,872,278$ 610,880,079$ 640,996,776$ (30,116,697)$ 221,755,581$ -12%

$0$10$20$30$40$50$60$70$80

Mill

ion

s

Fund Balance Comparison9/30/2020 9/30/2021

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WHERE THE MONEY COMES FROM – BY REVENUE TYPE

CHANGES IN MAJOR REVENUE TYPES

Property Tax, Sales and Use Tax, and Charges for Service present an upward trend with the continued overall

growth of our population and economy. Detailed information about major revenue sources, assumptions for the

revenue estimates, and significant revenue trends are presented in the Major Revenue Sources section.

Actual Actual EOY Estimate BudgetRevenue FY 17-18 FY 18-19 FY 19-20 FY 20-21 Amount Percent TrendProperty Tax 107,623,520$ 116,119,444$ 123,977,737$ 128,252,876$ 4,275,139$ 3%Sales & Use Tax 29,078,547 30,724,015 29,986,044 31,251,652 1,265,608 4%Franchise Fees 16,505,065 16,412,499 16,285,382 16,714,655 429,273 3%Licenses & Permits 11,659,025 10,736,524 10,718,695 11,151,845 433,150 4%Charges for Services 141,971,123 147,967,800 154,413,141 162,907,388 8,494,247 6%Fines & Fees 2,006,409 1,899,126 1,341,724 1,561,000 219,276 16%Intergovernmental 13,391,429 8,074,258 58,216,984 45,055,993 (13,160,991) -23%Other Income 37,560,546 38,150,733 15,246,514 11,800,034 (3,446,480) -23%Transfers 57,265,058 54,764,857 75,675,769 46,634,636 (29,041,133) -38%Bond Proceeds 44,404,107 98,536,249 78,765,000 142,850,000 64,085,000 81%Developer Contributions 23,094,650 15,405,821 20,237,800 12,700,000 (7,537,800) -37% Total 484,559,479$ 538,791,325$ 584,864,790$ 610,880,079$ 26,015,289$ 4%

Changes from 2020 to 2021

Property Tax$128,252,876

21%

Sales & Use Tax$31,251,652

5%

Franchise Fees$16,714,655

3%

Licenses & Permits$11,151,845

2%

Charges for Services

$162,907,388 27%

Fines & Fees$1,561,000

0%

Intergovernmental$45,055,993

7%

Other Income$11,800,034

2%

Transfers$46,634,636

8%

Bond Proceeds$142,850,000

23%

Developer Contributions$12,700,000

2%

FY 2020-21 Total Revenues $610,880,079

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WHERE THE MONEY COMES FROM – BY FUND TYPE

CHANGES IN MAJOR FUND TYPES

• General is the general operating fund of the City. It provides a broad spectrum of programs and critical

services such as police, fire, parks and recreation, public works and administrative services. The majority

of revenue comes from property and sales taxes. The 2% increase in revenues is primarily due to growth

in the tax base.

• Water provides water and wastewater services to the City. The majority of revenue comes from charges

for services. The revenue increase of 5% is due to rate increases passed thru from North Texas Municipal

Water District.

• Other Enterprise revenues remained stable with very little change.

• Risk / Insurance is used to account for the City’s liability, risk and employee insurance costs. The primary

source of funding is from employer and employee contributions, which contributed to the 6% increase.

• Capital Projects are used to account for all major capital improvements that are financed by the City’s

general obligation bonds, revenue bonds, intergovernmental grants, developer contributions and other

designated resources. The 18% increase is due in large part to multi-year capital projects, which include

remaining life-to-date budget in the prior year (EOY) and only new funding in the current year’s budget.

• Debt Service is used to account for the City’s long-term debt. The primary source of funding is property

tax for general obligation debts or operating revenues for revenue debts. The increase in debt services

by 1% is due to growth in tax base.

• Other Operating is used to account for special revenue funds and other governmental non-major funds,

with various funding sources. The decrease by 46% is due to federal funds received in the prior fiscal

year for Coronavirus Aid, Relief, and Economic Security (CARES) Act ($18.6M).

Actual Actual EOY Estimate BudgetFund FY 17-18 FY 18-19 FY 19-20 FY 20-21 Amount Percent TrendGeneral 139,352,717$ 153,217,219$ 156,292,919$ 159,359,824$ 3,066,905$ 2%Water 115,222,800 108,854,054 99,730,229 104,710,575 4,980,346 5%Other Enterprise 22,219,453 23,304,042 23,812,259 23,854,956 42,697 0%Risk / Insurance 22,175,729 26,074,120 26,817,662 28,542,782 1,725,120 6%Capital Projects 122,722,760 139,597,883 185,281,535 219,426,791 34,145,256 18%Debt Service 43,935,259 65,485,239 52,584,895 53,137,222 552,327 1%Other Operating 18,930,761 22,258,768 40,345,291 21,847,929 (18,497,362) -46% Total 484,559,479$ 538,791,325$ 584,864,790$ 610,880,079$ 26,015,289$ 4%


General$159,359,824

26%

Water$104,710,575

17%

Other Enterprise$23,854,956

4%

Risk / Insurance$28,542,782

5%Capital Projects$219,426,791

36%

Debt Service$53,137,222

9%

Other Operating$21,847,929

3%

FY 2020-21 Total Revenues $610,880,079

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WHERETHEMONEYGOES–BYEXPENDITURETYPE

CHANGES IN MAJOR EXPENDITURE TYPES

Personnel – The increase in expenditures by 7% is due to the addition of 26.5 new positions, 1.5% cost of living increases for civilian personnel, and step increases for sworn personnel.

Supplies – Expenditures decreased by 9% is primarily due to one‐time costs in the prior fiscal year. Maintenance – The increase in maintenance expenditures by 7% is primarily due to software

maintenance costs. Services/Sundry – The overall decrease in services/sundry expenditures by 11% is primarily due to

expenditures in the prior fiscal year for the Coronavirus Aid, Relief, and Economic Security (CARES) Act ($18.6M).

Capital Outlay includes non‐recurring capital purchases in the operating funds ($8.5M), as well as capital project funds ($233.3M). Replacement of existing vehicles and equipment, and facilities improvements/renovations are budgeted in the Capital Equipment Replacement Fund ($6.1M) for governmental funds, while replacements in enterprise funds are budgeted in each fund ($523k). New capital additions are recorded in various operating funds based on funded supplemental requests, with the largest additions being vehicles and equipment for new water/wastewater staff ($435k), and new public safety staff ($260k). The decrease in expenditures by 43% is due in large part to multi‐year capital projects, which include their remaining life‐to‐date budget for capital outlay ($410.6M) in the prior year (EOY) and only new funding ($233.3M) in the current year’s budget.

Transfers – The decrease in transfers by 17% is primarily due to transfers from the Roadway Impact Fee fund to the Street Construction Fund, and the Parkland / Median Fee Fund to the Parks Construction Fund for various capital projects in the prior fiscal year.

Debt Services – The increase in debt services by 8% is due to new debt issuance.

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WHERETHEMONEYGOES–BYFUNDTYPE

CHANGES IN MAJOR FUND TYPES

General is the general operating fund of the City. It provides a broad spectrum of programs and critical services such as police, fire, parks and recreation, public works and administrative services.

Water provides water and wastewater services to the City. Expenditures increased by 1% due to the increased cost for water purchase and wastewater treatment, and for new capital equipment.

Other Enterprise expenditures decreased overall by 6%, primarily due to the decrease of jet and aviation fuel purchases and due to a large one‐time project expense in the prior year (EOY).

Risk / Insurance is used to account for the City’s liability, risk and employee insurance costs, which is relatively flat overall compared to the prior year.

Capital Projects are used to account for all major capital improvements that are financed by the City’s general obligation bonds, revenue bonds, intergovernmental grants, developer contributions and other designated resources. The decrease in expenditures by 42% is due in large part to multi‐year capital projects, which include their remaining life‐to‐date budget in the prior year (EOY) and only new funding in the current year’s budget.

Debt Service is used for the accumulation of resources for the payment of interest and principal on long‐term debts. The 7% increase in expenditures is due to new debt issuance.

Other Operating Funds are a combination of non‐major governmental funds. The decrease in expenditures by 50% is primarily due to expenditures in the prior fiscal year for the Coronavirus Aid, Relief, and Economic Security (CARES) Act ($18.6M).

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WHERE THE MONEY GOES – BY FUNCTION

CHANGES IN MAJOR FUNCTIONS

• General Government – The 43% decrease is due to multi-year capital projects for facilities, which include their remaining life-to-date budget ($49.4M) in the prior year (EOY) and only new funding in the current year’s budget ($11.8M). The prior year also reflects expenditures for the Coronavirus Aid, Relief, and Economic Security (CARES) Act ($18.6M).

• Police - The 8% increase in expenditures is due to the addition of 6 positions and annual step increases.

• Fire - The 30% increase is due to new capital project funding for the addition of new fire stations.

• Library – The 63% decrease is primarily due to multi-year capital projects for facilities, which include

their remaining life-to-date budget ($6.7M) in the prior year (EOY) and no funding in the current year.

• Development – The 5% increase in expenditures is primarily due to new general obligation debt

payments.

• Parks – The 6% decrease in expenditures is primarily due to multi-year capital projects, which include

their remaining life-to-date budget ($66.9M) in the prior year (EOY) and new funding in the current

year’s budget ($60.9M).

• Public Works – The 34% decrease is primarily due to multi-year capital projects for streets and utilities

infrastructure, which include their remaining life-to-date budget ($260.5) in the prior year (EOY) and

only new funding in the current year’s budget ($121M).

• Airport – The 16% decrease is primarily due to multi-year capital projects, which include their remaining

life-to-date budget ($26.3) in the prior year (EOY) and only new funding in the current year’s budget

($20.6M).

Actual Actual EOY Estimate BudgetFunction FY 17-18 FY 18-19 FY 19-20 FY 20-21 Amount Percent TrendGeneral Government 71,790,955$ 79,043,574$ 146,162,574$ 83,153,001$ (63,009,573)$ -43%Police 34,165,227 36,151,755 38,605,760 41,522,686 2,916,926 8%Fire 31,437,161 37,791,233 54,346,718 70,583,643 16,236,925 30%Library 3,904,279 5,961,782 10,424,401 3,836,697 (6,587,704) -63%Development 43,881,547 64,800,073 51,513,390 53,960,841 2,447,451 5%Parks 31,437,734 32,844,420 82,660,978 77,369,986 (5,290,992) -6%Public Works 168,584,009 229,774,182 406,974,364 268,449,805 (138,524,559) -34%Airport 40,308,460 14,614,612 36,386,709 30,596,254 (5,790,455) -16%Transfers 19,341,281 13,924,179 11,300,318 11,523,863 223,545 2% Total 444,850,653$ 514,905,810$ 838,375,212$ 640,996,776$ (197,378,435)$ -24%


General Government$83,153,001

13%Police

$41,522,686 6%

Fire$70,583,643

11%

Library$3,836,697

1%

Development$53,960,841

8%

Parks $77,369,986

12% Public Works$268,449,805

42%

Airport$30,596,254

5%


2%

FY 2020-21 Total Expenditures $640,996,776

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PROPERTY TAX VALUATION AND TAX RATES

Fiscal Assessed Percent of Average M&O Rate I&S Rate Tax Rate Average

Year Valuation Increase Home Value Per $100 Per $100 Per $100 Property Tax2011-12 10,739,495,222$ 0.6% 207,852$ 0.405060$ 0.180440$ 0.58550$ 1,217$

2012-13 11,000,258,228 2.4% 207,427 0.412200 0.173300 0.58550 1,214

2013-14 11,871,016,310 7.9% 217,232 0.421789 0.163711 0.58550 1,272

2014-15 13,405,035,870 12.9% 240,169 0.415437 0.167563 0.58300 1,400

2015-16 15,200,173,814 13.4% 270,483 0.409973 0.173027 0.58300 1,577

2016-17 17,108,814,646 12.6% 299,986 0.401769 0.171231 0.57300 1,719

2017-18 19,446,888,775 13.7% 324,636 0.375611 0.164588 0.540199 1,754

2018-19 21,663,777,033 11.4% 342,263 0.362389 0.162781 0.525170 1,797

2019-20 23,412,878,778 8.1% 349,567 0.355393 0.160207 0.515600 1,802

2020-21 24,506,002,652 4.7% 349,000 0.354711 0.153934 0.508645 1,775

$10.7 $11.0 $11.9 $13.4 $15.2 $17.1 $19.4 $21.7 $23.4 $24.5

0.5855 0.5855 0.5855 0.5830 0.5830 0.57300.5402 0.5252 0.5156 0.50865

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

$0

$5

$10

$15

$20

$25

$30

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Bill

ion

Property Value and Tax Rate

Assessed Valuation Tax Rate

0.4051 0.4122 0.4218 0.4154 0.4100 0.4018 0.3756 0.3624 0.3554 0.3547

0.1804 0.1733 0.1637 0.1676 0.1730 0.1712 0.1646 0.1628 0.1602 0.1539

$0.00

$0.10

$0.20

$0.30

$0.40

$0.50

$0.60

$0.70

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Tax RateMaintenance & Operations Rate (M&O)

Debt Rate - Interest & Sinking (I&S)

M&O Rate I&S Rate

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Fiscal General Debt Service TIRZ Percent

Year Fund Fund Funds* Total of Change2011-12 44,464,213$ 19,632,748$ 97,557$ 64,194,518$ 2.4%2012-13 46,695,840 19,440,253 116,841 66,252,935 3.2%2013-14 50,285,842 19,549,269 527,466 70,362,577 6.2%2014-15 57,078,521 22,824,488 52,664 79,955,673 13.6%2015-16 63,437,519 26,716,156 516,972 90,670,647 13.4%2016-17 69,881,668 29,823,103 795,026 100,499,797 10.8%2017-18 73,847,745 32,560,114 1,215,661 107,623,520 7.1%2018-19 78,827,664 35,746,343 1,545,437 116,119,444 7.9%2019-20 84,222,732 37,709,071 2,045,934 123,977,737 6.8%2020-21 88,026,487 37,923,070 2,303,319 128,252,876 3.4%

* Tax Increment Reinvestment Zones (TIRZ) were established in 2010 (TIRZ 1-Town Center & TIRZ 2-Airport).TIRZ Funds were set up in 2012 to account for property tax revenues collected in the zones.

$44$47 $50 $57 $63 $70 $74 $79 $84 $88

$20 $19 $20$23

$27$30 $33 $36 $38 $38

$0.1 $0.1 $0.5$0.1

$0.5$0.8

$1.2$1.5

$2.0 $2.3

0%

5%

10%

15%

$0

$20

$40

$60

$80

$100

$120

$140

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

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ion

s

Property Tax Revenues

General Fund Debt Service Fund

TIRZ Funds* % Change

MAJOR REVENUE SOURCES

Major revenue sources, assumptions and trend analysis for all funds are provided on the following pages. The

revenues in aggregate can be found on the Fund Summaries and the Revenues by Type pages.

PROPERTY TAX The City’s property tax is levied based on appraised value of property as determined by the Collin County

Appraisal District. The Collin County Tax Office bills and collects the property taxes for the City.

The property tax rate for fiscal year 2020-21 is $0.508645 per $100 assessed valuation, which consists of

$0.354711 for operating and maintenance cost recorded in the General Fund and Tax Increment Reinvestment

Zone (TIRZ) Funds and $0.153934 to fund principal and interest payments on bond indebtedness recorded in the

General Obligation Debt Service Fund. The property tax rate was reduced by about one cent from the fiscal year

2019-20 rate of $0.515600. Historical rates & valuations are shown on the previous page.

OUTLOOK

Total property tax revenues are projected to increase over the prior year by $4.2 million or 3.4% primarily as a

result of an 4.7% increase in certified values and new properties added, according to the certified tax roll from

the appraisal district. The increase for future years will continue rise due to an increase in population, property

valuations and development. Property taxes account for 21% of the City’s total revenue.

MAJOR INFLUENCES

Factors affecting property tax revenues include population, development, property value, tax rate and tax

assessor appraisal.

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Fiscal General TIRZ Hotel / Motel Percent

Year Fund * Funds *** Fund ** Total of Change2011-12 17,060,736$ 666,222$ 615,880$ 18,342,838$ 7.9%2012-13 18,950,422 688,556 696,990 20,335,968 10.9%2013-14 19,024,632 1,450,157 803,221 21,278,009 4.6%2014-15 20,417,985 1,583,240 1,040,721 23,041,946 8.3%2015-16 22,172,572 1,632,898 1,554,794 25,360,264 10.1%2016-17 23,657,598 1,950,968 1,711,718 27,320,284 7.7%2017-18 25,213,079 2,175,398 1,690,070 29,078,547 6.4%2018-19 26,624,690 2,401,652 1,697,673 30,724,015 5.7%2019-20 26,580,458 2,305,586 1,100,000 29,986,044 -2.4%2020-21 27,550,000 2,401,652 1,300,000 31,251,652 4.2%

* Sales tax (1% City portion) and alcohol mixed beverage sales tax.** Hotel occupancy tax (7%).*** Tax Increment Reinvestment Zones (TIRZ) were established in 2010 (TIRZ 1-Town Center & TIRZ2-Airport). TIRZ Funds were set up in 2012 to account for sales tax revenues collected within thezones.

$17 $19 $19 $20 $22 $24 $25 $27 $27 $28$1

$1 $1 $2$2

$2$2 $2 $2 $2

$1$1 $1 $1

$2$2

$2$2 $1 $1

-5%

0%

5%

10%

15%

$0

$5

$10

$15

$20

$25

$30

$35

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

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s

Sales & Use Tax Revenues

General Fund TIRZ Funds

Hotel/Motel Fund % Change

SALES AND USE TAX The City imposes a local option sales tax of 2% on all retail sales, leases and rentals of most goods, as well as

taxable services. Out of the 2%, 1% is for general purposes and is recorded in the General Fund and Tax

Increment Reinvestment Zone (TIRZ) Funds, 0.5% is for economic development and considered as revenue for

the McKinney Economic Development Corporation (MEDC). The remaining 0.5% is for community development

and is considered as revenue for the McKinney Community Development Corporation (MCDC).

The City imposes a local hotel occupancy tax of 7 percent of the cost of a hotel room. The state hotel occupancy

tax rate is 6 percent.

OUTLOOK

Sales and use tax revenues are projected to increase over the prior year by $1.2 million or 4.2% as a result of

increased retail sales and population growth. Revenues slowed in the prior fiscal as a result of the pandemic but

ended significantly higher than original pandemic estimates. Sales tax growth is projected using a forecast

matrix, which is heavily weighted by the five-year average; the prior year also included coronavirus economic

impact models on China and California. Hotel occupancy tax revenues are projected higher than the prior year.

Sales and use taxes account for 5% of the City’s total revenue. Growth is anticipated to continue in future years,

but at a slower rate than pre-pandemic years.

MAJOR INFLUENCES

Factors affecting sales & use tax revenues include population, retail sales, economy and consumer price index.

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FRANCHISE FEES The City imposes a 4% to 5% franchise fee on utility companies for rights-of-way use. These include gas,

electricity, telephone, fiber optics, cable television, solid waste collection, water and sewer. Franchise revenues

are recorded in the General Fund. Public, Educational, Governmental (PEG) cable channel franchise revenues are

recorded in the PEG Cable Channel Fund.

OUTLOOK

Franchise fee revenue has shown slight growth in previous fiscal years due to population growth and increased

utility gross sales. Growth is expected to continue in fiscal year 2020-21, with a 2.6% increase. Franchise fees

account for 3% of the City’s total revenue.

MAJOR INFLUENCES

Factors affecting franchises include population, utility gross sales, rate of charges and fluctuations in weather,

which affects electricity, gas and water revenues.

Fiscal General PEG Percent

Year Fund Fund Total of Change2011-12 12,113,230$ -$ 12,113,230$ 1.4%2012-13 12,725,594 - 12,725,594 5.1%2013-14 13,696,854 - 13,696,854 7.6%2014-15 13,767,128 434,494 14,201,623 3.7%2015-16 14,162,262 417,981 14,580,243 2.7%2016-17 14,790,277 353,059 15,143,336 3.9%2017-18 16,167,036 338,030 16,505,065 9.0%2018-19 16,071,697 340,802 16,412,499 -0.6%2019-20 15,941,182 344,200 16,285,382 -0.8%2020-21 16,367,013 347,642 16,714,655 2.6%

$12.1 $12.7$13.7 $14.2 $14.6 $15.1

$16.5 $16.4 $16.3 $16.7

-2%

0%

2%

4%

6%

8%

10%

$0

$5

$10

$15

$20

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

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ion

s

Franchise Fees

Franchise Fees % Change

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LICENSES AND PERMITS

Licenses and permits are required of any person or business conducting certain activities within the City. Major

licenses and permits include business, building, construction, electrical, plumbing, fence, swimming pools,

irrigation, alarms, signs and health related. Charges are imposed annually or per activity. Licenses and permit

revenues are primarily recorded in the General Fund, with a minimal amount ($125k) in Water/Wastewater

Fund for irrigation permits.

OUTLOOK

Building permits have seen several record setting years in a row and have been budgeted conservatively in the

upcoming fiscal year in anticipation of slowing development. Therefore, overall licenses and permits are

projected to increase by only 4% for fiscal year 2020-21. Licenses and permits account for 2% of the City’s total

revenue.

MAJOR INFLUENCES

Factors affecting license and permit revenues include population, development, construction, rate of charges

and other activities.

Fiscal Licenses & Percent

Year Permits of Change2011-12 7,288,113$ 52.8%

2012-13 8,267,436 13.4%

2013-14 8,277,014 0.1%

2014-15 10,652,870 28.7%

2015-16 11,624,681 9.1%

2016-17 15,054,016 29.5%

2017-18 11,659,025 -22.6%

2018-19 10,736,524 -7.9%

2019-20 10,718,695 -0.2%

2020-21 11,151,845 4.0%

$7.3$8.3 $8.3

$10.7$11.6

$15.1

$11.7$10.7 $10.7 $11.2

-30%-20%-10%0%10%20%30%40%50%60%

$0

$2

$4

$6

$8

$10

$12

$14

$16

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Mill

ion

s

Licenses & Permits

Licenses & Permits % Change

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Fiscal Governmental Percent Enterprise Percent Internal Service Percent

Year Funds * of Change Funds ** of Change Funds *** of Change Total

2011-12 3,682,775$ 1.0% 63,060,896$ -4.0% 1,517,362$ -7.7% 68,261,033$ 2012-13 4,243,505 15.2% 65,631,025 4.1% 14,703,943 869.0% 84,578,473 2013-14 4,353,314 2.6% 67,250,792 2.5% 16,365,918 11.3% 87,970,024 2014-15 5,922,531 36.0% 72,924,399 8.4% 16,425,047 0.4% 95,271,977 2015-16 7,946,909 34.2% 86,441,596 18.5% 16,772,323 2.1% 111,160,828 2016-17 9,941,792 25.1% 95,191,854 10.1% 18,937,184 12.9% 124,070,830 2017-18 11,525,566 15.9% 109,791,640 15.3% 20,653,917 9.1% 141,971,123 2018-19 14,290,329 24.0% 111,358,305 1.4% 22,319,167 8.1% 147,967,801 2019-20 11,734,587 -17.9% 118,485,892 6.4% 24,192,662 8.4% 154,413,141 2020-21 12,150,956 3.5% 123,997,650 4.7% 26,758,782 10.6% 162,907,388

$63 $66 $67 $73$86 $95

$110 $111 $118 $124$4 $4 $4 $6$8

$10$12 $14 $12 $12

$2$15 $16 $16

$17$19

$21 $22 $24$27

-30%

-20%

-10%

0%

10%

20%

30%

40%

$0

$20

$40

$60

$80

$100

$120

$140

$160

$180

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Mill

ion

s

Charges for Services

Enterprise Funds Governmental Funds Internal Service Funds

% Change-Enterprise % Change-Governmental

* Includes General Fund, Fleet Maintenance Fund, Law Enforcement Fund, Technology Improvement Fund, Aquatic & Fitness Center (APEX)Fund and McKinney Performing Arts Center (MPAC) Fund.** Includes Water/Wastewater, Airport, Surface Water and Solid Waste Funds.*** Includes Risk/Insurance Fund.

CHARGES FOR SERVICES

Charges for services in governmental funds include all charges for services provided by the City such as

ambulance, reports, facility rentals, parks and recreation. Charges for services in enterprise funds include all

charges for service provided by the City such as water, wastewater, airport, solid waste, and surface water

drainage fees. Internal service funds charge for services related to contributions to self-fund insurance and risk.

OUTLOOK

Revenue from charges for services in governmental funds are projected to increase slightly by 3.5%. The prior

fiscal year reflects a 17.9% decline in use of services due to the pandemic. Charges for services in enterprise

funds will increase by 4.7%, primarily due to a wastewater rate increase passed thru from North Texas Municipal

Water District in the Water Fund. Internal service funds will increase by 10.6% in fiscal year 2020-21, due to an

increase in contributions for insurance and risk. Charges for services account for 27% of the City’s total revenue.

MAJOR INFLUENCES

Major factors affecting revenues are rates of charges, population and activity levels.

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FINES AND FEES Fines include traffic and non-traffic fines, warrants, arrest fees, library fines, and green fees from the golf course.

Fines and fees are primarily recorded in the General Fund, with a minimal amount ($28k) recorded in the Golf

Fund for green fees.

OUTLOOK

Total revenues from fines and fees are projected to increase by 16.3% in fiscal year 2020-21. The increase is

primarily due to an increase in traffic and jail fines. The prior fiscal year reflects a 29.4% decline in fines issued

due to the pandemic. Fines and fees account for 0.3% of the City’s total revenue.

MAJOR INFLUENCES

Factors affecting fees include population and activities.

Fiscal Fines & Percent

Year Fees of Change2011-12 2,008,506$ -7.9%2012-13 2,140,564 6.6%2013-14 1,924,438 -10.1%2014-15 1,941,507 0.9%2015-16 1,941,907 0.0%2016-17 1,951,306 0.5%2017-18 2,006,409 2.8%2018-19 1,899,126 -5.3%2019-20 1,341,724 -29.4%2020-21 1,561,000 16.3%

$2.0$2.1

$1.9 $1.9 $1.9 $2.0 $2.0$1.9

$1.3$1.6

-40%

-30%

-20%

-10%

0%

10%

20%

$0

$1

$1

$2

$2

$3

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

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ion

s

Fines & Fees

Fines & Fees % Change

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INTERGOVERNMENTAL Intergovernmental revenues are grants from other governmental entities. The City receives grants for public

safety, airport, drainage, streets, community housing, and community development projects, and revenues are

recorded in various funds.

OUTLOOK

Total intergovernmental revenues for fiscal year 2020-21 will be $45 million, with $4.3M in the Grant, CDBG,

Community Housing, and Urban Transit funds for federal and state grants, $39.3M in the Capital Project Funds

for federal and state funding of projects, $1.4M in the General Fund for local school district funding of school

resource officers. The 22.6% decrease is due in large part to the funding for the Coronavirus Aid, Relief, and

Economic Security (CARES) Act ($18.6M) that is included in the prior year and not the current year’s budget.

Also, included are multi-year capital projects, which include their remaining life-to-date budget ($34.5M) in the

prior year (EOY) and new funding in the current year’s budget ($39.3M). In an era of decreasing

intergovernmental revenues, the City continues to manage budgets closely and look for alternative sources of

project funding. Intergovernmental revenues account for 7% of the City’s total revenue.

MAJOR INFLUENCES

Major factors affecting grants are availability, as well as funding from federal, state and local governments.

Fiscal Percent

Year Revenues of Change2011-12 24,356,932$ 77.2%2012-13 9,751,583 -60.0%2013-14 7,578,412 -22.3%2014-15 8,206,302 8.3%2015-16 6,787,067 -17.3%2016-17 9,038,253 33.2%2017-18 13,391,429 48.2%2018-19 8,074,258 -39.7%2019-20 58,216,984 621.0%2020-21 45,055,993 -22.6%

$24.4

$9.8 $7.6 $8.2 $6.8 $9.0$13.4

$8.1

$58.2

$45.1

$0

$10

$20

$30

$40

$50

$60

$70

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

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s

Intergovernmental Revenues

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TRANSFERS Transfers are transactions between funds of the primary government. They are repayments from the funds

responsible for the expenditures to the funds that initially paid for them. These repayments can include general

and administrative fees, capital replacements, facility improvements/renovations, debt service requirements,

grant matches, and subsidies for capital projects.

OUTLOOK

Total transfer revenues for fiscal year 2020-21 will be $46.6 million, with $21.3 in Capital Projects Funds for

parks, streets, airport & utility projects, $14.9M in Revenue Bond Funds from Water Fund for debt payments &

reserve, $5.5M in the Capital Equipment Replacement Fund from the General Fund and other funds for

equipment replacement and facility improvements/renovations, and $4.1M in the General Fund for general and

administrative fees from various funds. Fiscal year 2019-20 was relatively higher due to funds that were set

aside to use for upcoming and future capital construction projects for facilities, streets, utilities, parks and

airport. Transfers account for 8% of the City’s total revenue.

MAJOR INFLUENCES

Major factors affecting transfers are debt, capital projects, and rates of charges.

Fiscal Percent

Year Transfers of Change2011-12 19,475,524$ -14.2%2012-13 24,761,855 27.1%2013-14 32,128,134 29.7%2014-15 23,660,261 -26.4%2015-16 32,375,020 36.8%2016-17 55,414,808 71.2%2017-18 57,265,058 3.3%2018-19 54,764,857 -4.4%2019-20 75,675,769 38.2%2020-21 46,634,636 -38.4%

$19.5$24.8

$32.1

$23.7

$32.4

$55.4 $57.3 $54.8

$75.7

$46.6

$0

$10

$20

$30

$40

$50

$60

$70

$80

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Mill

ion

s

Transfers

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BOND PROCEEDS

Bond proceeds are amounts received from bond issuance. Bond proceeds may be different from bond issuance

due to bond premiums, bond discounts and issuance costs. The City may issue General Obligation (GO) Bonds,

Certificates of Obligation (CO) and Revenue Bonds (RB) to fund capital improvement projects. Bond proceeds

are recorded in various capital project funds.

OUTLOOK

The City has developed a CIP Five-year Financial Plan for capital improvement projects. All bond proceeds are for

capital improvement projects. Details of capital improvement projects are listed in the five-year plan at the end

of the Capital Projects Funds section.

Total bond proceeds for fiscal year 2020-21 will be $142.8 million. The increase of 81.4% is due to bond

proceeds for new construction projects for facilities, parks, streets, public safety, and utilities. Bond proceeds

account for 23% of the City’s total revenue.

MAJOR INFLUENCES

Major factors affecting bond proceeds are the amounts required for funding capital improvement projects,

interest rates and bond capacity.

Governmental ProprietaryFiscal GO & CO Revenue Percent

Year Bond Proceeds Bond Proceeds Total of Change2011-12 16,797,248$ -$ 16,797,248$ -2012-13 27,944,430 - 27,944,430 66.4%2013-14 41,316,156 18,755,000 60,071,156 115.0%2014-15 52,724,685 5,121,888 57,846,573 -3.7%2015-16 66,398,878 14,202,755 80,601,633 39.3%2016-17 24,660,707 32,446,027 57,106,734 -29.1%2017-18 32,989,107 11,415,000 44,404,107 -22.2%2018-19 66,801,248 31,735,000 98,536,248 121.9%2019-20 48,450,000 30,315,000 78,765,000 -20.1%2020-21 110,950,000 31,900,000 142,850,000 81.4%

$17$28

$41$53

$66

$25$33

$67

$48

$111

$0 $0

$19$5

$14

$32

$11

$32 $30 $32

$0

$20

$40

$60

$80

$100

$120

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Mill

ion

s

Bond Proceeds

GO & CO Bond Proceeds Revenue Bond Proceeds

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DEVELOPER CONTRIBUTIONS

Developer contribution revenues include impact fees and developer contributions associated with capital

improvement projects. Revenues are recorded in the CIP fund associated with each project.

OUTLOOK

Revenue from developers’ contributions and impact fees will reduce upon completion of prior year projects.

These revenues are relatively level currently and remain high with the current number of projects. Developer

contributions account for 2% of the City’s total revenue.

MAJOR INFLUENCES

Factors affecting developer contributions revenues are development activities, population growth and economic

outlook.

Fiscal Developer Percent

Year Contributions of Change2011-12 8,762,876$ 57.9%2012-13 11,135,771 27.1%2013-14 7,275,376 -34.7%2014-15 16,021,278 120.2%2015-16 14,942,163 -6.7%2016-17 17,489,303 17.0%2017-18 23,094,650 32.1%2018-19 15,405,821 -33.3%2019-20 20,237,800 31.4%2020-21 12,700,000 -37.2%

$8.8$11.1

$7.3

$16.0$14.9

$17.5

$23.1

$15.4

$20.2

$12.7

$0

$5

$10

$15

$20

$25

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Mill

ion

s

Developer Contributions

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GENERAL FUND

The General Fund is the general operating fund of the City. It

provides for a broad spectrum of programs and critical services such

as police, fire, parks and recreation, public works and administrative

services. The General Fund receives most of its funding from

property and sales taxes.

❖ Fund Description and Summary

❖ Statement of Revenues & Expenditures

❖ Overview of Revenues & Expenditures

❖ General Fund Departments

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GENERAL FUND DESCRIPTION AND SUMMARY

FUND SUMMARY The General Fund is used to account for all revenues and expenditures not accounted for in other designated funds. It

receives a greater variety and amount of revenues, and it finances a wider range of governmental activities than any

other fund. The General Fund is primarily supported by property tax, sales & use tax, franchise fees, license and

permit fees, recreational charges and Municipal Court fines. General Fund expenditures support the following major

functions of the City: public safety, development services, public works, parks, library and administration.

During the budget process, the General Fund receives significant review from City staff, City Council and citizens.

Since the General Fund supports the largest number of critical issues and services affecting the community, from

establishing a tax rate, to determining essential City services and quality of life, it is viewed as the “backbone” of

public service.

CONCLUDING FISCAL YEAR 2019-20 FINANCIAL PERFORMANCE

Revenues for fiscal year 2019-20 in the General Fund are estimated to total $156.3 million, which is $3.1 million or

2% more than revenues received during the 2018-19 fiscal year. Property tax revenues in the General Fund increased

by $5.4 million or 7% in fiscal year 2019-20, due to an 8% increase in certified values. Sales tax revenues decreased by

$44 thousand or 0.17% in the General Fund in fiscal year 2019-20 due to decreased retail sales. Charges and Fines

decreased by $1.3 million or 15% due to decreased use of services. Decreases were a result of the pandemic.

Expenditures for fiscal year 2019-20 in the General Fund are estimated to be $156.3 million, which is 7.8 million or

5% more than the actual expenditures in fiscal year 2018-19. The increase is due to the addition of 35.4 new

positions, expanded total programmed services, new economic incentives, street reconstructions, and the lease

purchase of the Chestnut Commons Parking Garage for about $3.9 million.

Fund Balance – The difference in revenues and expenditures, combined with a beginning fund balance, contribute to

an estimated ending fund balance for fiscal year 2019-20 of $60.7 million, which is $8.6 million more than the original

fund balance budgeted for fiscal year 2019-20.

FISCAL YEAR 2020-21 BUDGET

Revenues for fiscal year 2020-21 are expected to total $159.4 million, which represents an increase of $3 million or

2% from fiscal year 2019-20 end-of-year estimate. The overall increase is primarily due to an increase in property and

sales tax revenues. Revenue categories for fiscal year 2020-21 are budgeted conservatively; however, revenue

increases are expected from property tax, sales tax, franchise fees and licenses and permits. The estimated taxable

value for the City of McKinney increased to $24.5 billion, a 4.7% increase. The total tax rate for fiscal year 2020-21

was decreased by about one cent to $0.508645 for every $100 assessed value.

Expenditures for fiscal year 2020-21 are projected to be $159.4 million, which is an increase of $3 million or 2% over

fiscal year 2019-20 end-of-year estimate. The overall increase is primarily due to an increase in public safety

expenditures. The budget added 14.5 new positions and expanded total programmed services. Most of the staffing

and service level increases are to meet the demands of our growing population, increased development, and our

City’s vibrant growing economy.

Fund Balance – After expenditures and transfers to other funds, the projected ending fund balance of $60.7 million.

The fund balance, 38% of expenditures, exceeds the 25% reserve requirement governed by the City’s financial

policies.

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STATEMENT OF GENERAL FUND REVENUES

Original End-of-Year Adopted % of Chg

Actual Actual Budget Estimate Budget EOY /REVENUES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21 Budget

BEGINNING FUND BALANCE 62,352,012$ 52,897,346$ 52,072,697$ 60,710,858$ 60,710,858$ 0.0%

TaxesProperty Taxes 73,847,745 78,827,664 84,571,732 84,222,732 88,026,487 4.5%Sales & Use Taxes 25,213,079 26,624,690 27,852,118 26,580,458 27,550,000 3.6%

Total Taxes 99,060,823 105,452,354 112,423,850 110,803,190 115,576,487 4.3%

Franchise Fees 16,167,036 16,071,697 16,980,649 15,941,182 16,367,013 2.7%

Licenses & PermitsBusiness Licenses and Permits 1,002,418 1,223,530 1,127,900 1,349,695 1,405,445 4.1%Building Permits 8,247,734 6,678,010 8,200,000 6,344,100 6,700,000 5.6%

Engineering Inspections 1,088,133 1,426,692 1,400,000 1,569,400 1,569,400 0.0%Police/Fire Permits 1,157,619 1,292,828 1,270,000 1,335,000 1,352,000 1.3%

Total Licenses & Permits 11,495,905 10,621,060 11,997,900 10,598,195 11,026,845 4.0%

Charges and FinesGeneral Government 1,562,514 1,637,557 1,774,000 1,748,300 1,759,994 0.7%Public Safety 2,292,380 4,978,522 3,823,980 4,514,332 4,709,699 4.3%Recreation 637,284 716,825 683,000 314,950 596,700 89.5%Fines 1,982,451 1,876,939 2,028,920 1,296,724 1,533,000 18.2%

Total Charges and Fines 6,474,629 9,209,843 8,309,900 7,874,306 8,599,393 9.2%

Other Revenues Intergovernmental 997,924 1,211,587 1,194,666 1,312,542 1,398,247 6.5%Interest Income 624,584 2,417,573 1,532,000 1,241,000 670,000 -46.0%Contributions & Donations 65,900 99,010 135,750 101,882 120,728 18.5%

Sale of Property & Miscellaneous 1,634,286 1,390,270 1,343,600 1,442,716 1,467,501 1.7%

Total Other Revenues 3,322,694 5,118,440 4,206,016 4,098,140 3,656,476 -10.8%

Total Revenues 136,521,087 146,473,395 153,918,315 149,315,013 155,226,214 4.0%

Transfers 2,831,630 6,743,824 3,992,602 6,977,906 4,133,610 -40.8%

Total Revenues and Transfers 139,352,717$ 153,217,219$ 157,910,917$ 156,292,919$ 159,359,824$ 2.0%

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STATEMENT OF GENERAL FUND EXPENDITURES

Original End-of-Year Adopted % of Chg

Actual Actual Budget Estimate Budget EOY /EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21 Budget

General GovernmentCity Council 100,648$ 104,197$ 114,579$ 114,579$ 122,579$ 7.0%City Manager 1,673,027 1,899,756 1,767,498 1,713,894 1,739,576 1.5%Organizational Dev & Perf Mgmt 505,505 591,457 561,126 540,574 540,689 0.0%Budget 272,696 241,327 318,170 297,920 312,308 4.8%Human Resources 1,945,915 1,997,504 2,463,663 2,403,157 2,523,699 5.0%City Secretary 446,691 381,294 433,837 425,872 431,103 1.2%Municipal Court 1,537,398 1,691,566 2,008,666 1,882,911 1,953,516 3.7%Communications & Marketing 1,131,116 1,244,047 1,428,381 1,450,103 1,433,395 -1.2%Housing & Community Development 354,835 439,085 481,052 564,730 489,648 -13.3%Main Street & Community Events 661,948 682,014 645,476 635,959 781,988 23.0%Financial Services 2,687,375 2,906,564 3,373,685 3,395,780 3,487,788 2.7%Procurement Services 842,094 837,631 1,056,786 968,347 1,092,992 12.9%Information Technology 7,895,678 8,243,309 9,848,531 9,653,573 10,190,262 5.6%Legal 1,788,878 2,157,619 2,750,673 2,652,040 2,440,979 -8.0%Non-Departmental 3,915,856 9,814,120 7,315,821 11,011,243 7,131,435 -35.2%

Total General Government 25,759,660 33,231,490 34,567,944 37,710,682 34,671,957 -8.1%

Public SafetyPolice 33,635,180 35,865,701 39,699,073 38,138,957 40,789,865 7.0%Fire 29,999,039 31,264,444 32,563,401 31,626,892 34,001,177 7.5%

Total Public Safety 63,634,219 67,130,145 72,262,474 69,765,849 74,791,042 7.2%

Development ServicesDevelopment Services 790,280 918,570 1,021,603 980,435 896,995 -8.5%Planning 1,939,071 1,534,787 2,173,374 2,348,746 2,067,602 -12.0%Engineering 3,167,118 3,310,997 3,730,343 3,551,348 3,727,895 5.0%Building Inspections 2,921,245 3,009,001 3,192,072 3,107,660 3,128,263 0.7%Code Compliance 2,147,148 2,179,377 2,544,893 2,420,088 2,467,043 1.9%

Total Development Services 10,964,863 10,952,732 12,662,285 12,408,277 12,287,798 -1.0%

Public WorksPublic Works Administration 391,539 460,833 479,373 466,360 467,957 0.3%Facility Maintenance 2,468,800 2,342,471 2,799,022 2,714,429 2,842,723 4.7%Street & Traffic Control 8,588,644 8,688,361 9,567,756 9,315,388 9,840,149 5.6%

Total Public Works 11,448,983 11,491,665 12,846,151 12,496,177 13,150,829 5.2%

Parks and LibraryParks & Recreation 9,500,705 9,127,448 10,449,863 10,101,806 10,654,009 5.5%Library 3,513,405 3,613,747 3,753,615 3,667,760 3,789,106 3.3%

Total Parks and Library 13,014,110 12,741,196 14,203,478 13,769,566 14,443,115 4.9%

Transfers 18,477,208 12,941,483 11,368,585 10,142,368 10,015,083 -1.3%

Total Expenditures & Transfers 143,299,043$ 148,488,710$ 157,910,917$ 156,292,919$ 159,359,824$ 2.0%ENDING FUND BALANCENet Increase/(Decrease) (3,946,326) 4,728,509 - - - Balance Sheet Adjustments (5,508,339) 3,085,003

ENDING FUND BALANCE 52,897,346$ 60,710,858$ 52,072,697$ 60,710,858$ 60,710,858$ 0.0%

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OVERVIEW OF GENERAL FUND REVENUES

TAXES Total tax revenues for fiscal year 2020-21 are projected to increase by $4.8 million or 4.3% over fiscal year 2019-

20 end-of-year estimate.

• Revenues from taxes include Property Tax and Sales & Use Tax.

• Property Tax is assessed on real and personal property, established by ordinance, and supplies 55% or

$88,026,487 of fiscal year 2020-21 General Fund revenues.

• Property Tax revenues for fiscal year 2020-21 are projected to increase by $3.8 million or 4.5% over

fiscal year 2019-20 end-of-year estimate based on the appraisal district’s certified tax roll.

• Sales and Use Tax consists of Sales and Mixed Beverage Taxes. Taxes are collected by the state from the

sale of goods and services. The General Fund and Tax Reinvestment Zone (TIRZ) Funds receives 1% of

taxable sales within the City. Sales and Use Taxes represent 17% or $27,550,000 of fiscal year 2020-21

General Fund revenues. These revenues are being budgeted conservatively using a forecasting matrix,

which is heavily weighted on the five-year average. Sales and Use Tax revenues in the General Fund are

projected to increase by $969,542 or 3.6% over fiscal year 2019-20 end-of-year estimate.

FRANCHISE FEES Total franchise fees for fiscal year 2020-21 are projected to increase by $425,831 or 2.7% over fiscal year 2019-

20 end-of-year estimate. These revenues have shown slight growth in previous fiscal years due to population

growth and increased utility gross sales. This slight growth is anticipated to continue for fiscal year 2020-21.

• Franchise Fees are collected from utility companies for right-of-way usage.

• Top three (non-city) franchise payments expected from:

o Oncor Electric $3.5 million

o CoServ Electric $3.5 million

o Atmos Gas $1.4 million

Property Taxes$84,222,732

54%

Sales Taxes$26,580,458

17%

Franchise$15,941,182

10%

Licenses & Permits$10,598,195

7%

Charges & Fines$7,874,306

5%

Others$4,098,140

3%

Transfers$6,977,906

4%


Property Taxes$88,026,487

55%

Sales Taxes$27,550,000

17%

Franchise$16,367,013

10%

Licenses & Permits

$11,026,845 7%

Charges & Fines$8,599,393

6%

Others$3,656,476

2%

Transfers$4,133,610

3%


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LICENSES AND PERMITS Total Licenses and Permits for fiscal year 2020-21 are projected to increase by $428,650 or 4% as compared to

fiscal year 2019-20 end-of-year estimate. These revenues are being budgeted conservatively.

• Building Permits have seen several record setting years and have been budgeted conservatively in the

upcoming year in anticipation of slowing development. Therefore, they are projected to only increase by

$355,900 from fiscal year 2019-20 end-of-year estimates.

• Other fees included in licenses and permits are inspection of engineering, electrical, plumbing and

mechanical installations, as well as police/fire alarm permits.

CHARGES AND FINES Total Charges and Fines for fiscal year 2020-21 are projected to increase by $725,087 or 9.2% from fiscal year

2019-20 end-of-year estimate. These revenues are being budgeted conservatively for fiscal year 2020-21.

• Charges include a range of fees the City charges for services provided to residents and businesses.

• These charges are imposed as a result of public use, such as ambulance services, recreational services,

facility rentals and other types of services.

• Fines are from Municipal Court for Class “C” misdemeanor violations and library fines.

OTHER REVENUES Total Other Revenues for fiscal year 2020-21 are projected to decrease by $441,664 or 10.8% as compared to

fiscal year 2019-20 end-of-year estimate, due to more conservative interest projections for fiscal year 2020-21

TRANSFERS Total Transfers for fiscal year 2020-21 are projected to decrease by $2.8 million or 40.8% compared to fiscal year

2019-20 end-of-year estimates, mainly due to a $2.9 million transfer from TIRZ1-Town Center Fund for the lease

purchase of the Chestnut Commons Parking Garage in the prior fiscal year.

• The Water and Wastewater, Golf Course, Surface Water Drainage, Solid Waste, Hotel/Motel and TIRZ

Funds are charged administrative fees. These fees are recorded as transfers.

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OVERVIEW OF GENERAL FUND EXPENDITURES

GENERAL GOVERNMENT Total General Government for fiscal year 2020-21 decreased by $3 million or 8.1% as compared to fiscal year

2019-20 end-of-year estimates. The overall decrease is due to several factors, including a decrease in non-

departmental costs. New or increased major budget items for fiscal year 2020-21 include:

HUMAN RESOURCES

Human Resources Analyst $84,014

Compliance & Departmental Training $27,000

COMMUNICATIONS & MARKETING

Citizen Survey $25,000

FINANCIAL SERVICES

Payroll Analyst $38,429

Collin Central Appraisal District $819,270

LEGAL

Legal Fees $2,200,000

INFORMATION TECHNOLOGY

Software Maintenance $2,814,233

Hardware Maintenance $628,487

Splunk Upgrade $18,805

NON-DEPARTMENTAL

Grants to Community $485,650

Economic Incentives $2,755,200

General Govt$37,710,682

24%

Police$38,138,957

24%

Fire$31,626,892

20%Development$12,408,277

8%

Public Works$12,496,177

8%

Parks & Library$13,769,566

9%


7%


General Govt$34,671,957

22%

Police$40,789,865

26%

Fire$34,001,177

21%Development$12,287,798

8%

Public Works$13,150,829

8%

Parks & Library$14,443,115

9%


6%


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PUBLIC SAFETY Public Safety had an overall increase of $5 million or 7.2% as compared to fiscal year 2019-20 end-of-year

estimates. New or increased major budget items for fiscal year 2020-21 include:

POLICE

Added six (6) new positions $920,986

Pay Plan Adjustment & Step Increases $714,872

Supervision Upgrade (4 Sgt & 1 DC) $297,222

FIRE

Added three (3) new positions $402,985

Pay Plan Adjustment & Step Increases $645,034

DEVELOPMENT SERVICES Development Services had an overall decrease of $120,479 or 1% as compared to fiscal year 2019-20 end-of-

year estimates. New or major budget items for fiscal year 2020-21 include:

PLANNING

Reforestation $300,000

CODE SERVICES

Animal Sheltering Contract $412,408

PUBLIC WORKS Public Works had an overall increase of $654,652 or 5.2% as compared to fiscal year 2019-20 end-of-year

estimates. New or increased major budget items for fiscal year 2020-201 include:

TRAFFIC CONTROL

Traffic Signal Technician $220,915

Signals, Markers & Signs Maintenance $357,200

Crossing Guards $409,983

STREETS MAINTENANCE

Streets/Sidewalk/ROW Maintenance $2,618,520

Pavement Condition Assessment & Study $288,000

FACILITY MAINTENANCE

Facility Maintenance Costs $1,267,291

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PARKS AND LIBRARY Parks and Library had an overall increase of $673,549 or 4.9% as compared to fiscal year 2019-20 end-of-year

estimates. New major budget items for fiscal year 2020-21 include:

PARKS AND RECREATION

Trucks (4) $126,522

Customer Service Reps (PT) (3) $36,600

ABI Force Athletic Field Machine $25,847

Athletic Field Riding Painter $15,000

LIBRARY

Building Attendant $38,715

TRANSFERS Transfers from the General Fund had an overall decrease of $127,285 or 1.3% as compared to fiscal year 2019-

20 end-of-year estimates. The overall decrease is primarily due to a reduction of the annual General Fund

contribution to the Street Construction Fund. Transfers from the General Fund to other funds for fiscal year

2020-21 include:

• Capital Equipment Replacement Fund for fleet, roofing, HVAC, and renovations $4,000,000

• Risk/Insurance Fund for risk program charges $3,578,345

• Street Construction Fund for various street projects $1,500,000

• Aquatics & Fitness Fund for Apex Centre programs $806,738

• Grant Fund for City-match of SAFER $130,000

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CITY COUNCIL

FY 2019-20 Accomplishments:

✓ Adopted 2020 City Council Strategic Goals

✓ Began implementation of $350 million bond package

✓ Moved forward on various economic development and

redevelopment projects

✓ Adopted no-new-revenue rate

FY 2020-21 Objectives:

• Continue to provide policy direction for major economic

development deals

• Provide guidance for 10-Year Capital Improvement and Operating

Plans

• Continue implementation of the $350 million bond program,

including progress on Municipal Complex

• Maintain enhanced partnerships with MCDC, MEDC, and the City

• Continue providing direction and support to successfully attain

the 2020 City Council Strategic Goals

MISSION STATEMENT

The mission of the City of

McKinney, as defined by its

Core Businesses, is to:

provide essential utility

services for daily living;

protect people and

property, making a safe

community; respond to

emergency situations;

manage traffic flow and

road system; plan

McKinney’s future

development; provide

leisure and recreational

opportunities; support

economic expansion;

preserve the “McKinney

Character” – our heritage;

and serve as a community

information and resource

center.

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CITY COUNCIL

Actual Actual Original EOY Estimate Adopted

EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 26,221$ 26,906$ 34,879$ 34,879$ 34,879$ Supplies 19,713 18,199 17,300 17,300 25,300 Maintenance - - - - - Services/Sundry 54,714 59,092 62,400 62,400 62,400 Capital - - - - - Total 100,648$ 104,197$ 114,579$ 114,579$ 122,579$

NO EMPLOYEES IN THIS DEPARTMENT

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CITY MANAGER’S OFFICE


✓ Began implementation of a $350 million bond program

✓ Continued consumer-based health plan

✓ Assisted in securing the Byron Nelson Golf Tournament

✓ Completed Employee engagement Survey, which yielded across

the board increases in engagement

✓ Experienced major developments throughout the city including,

Encore Wire expansion, SRS office building, various retail

development, and the beginning of Independent Financial

phase two

✓ Continued to highlight the employee core values of Respect,

Integrity, Services, and Excellence (R.I.S.E.), organizational

vision, and Leadership Philosophy

✓ Maintained ninth consecutive structurally balanced budget


• Evaluate the FY 2021 City Council Strategic Plan

• Continue progress on the municipal complex development, and

east side redevelopment

• Monitor and respond to the impacts of the Covid-19 pandemic

• Continue implementation of the city-wide Capital

Improvements Program and the 2019 bond program

• Implement Legislative Agenda for the 87th Texas Legislative

Session

• Further develop the Executive Leadership Team

MISSION STATEMENT

The City Manager serves

under the direction of the

City Council and is

responsible for making

recommendations to the

Council concerning

programs and policies and

developing methods to

ensure the effective and

efficient operation of City

services. The City

Manager’s Office

coordinates and

administers the

implementation of policies,

procedures and ordinances

that will provide for the

sustainable, managed

growth of the City.

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CITY MANAGER'S OFFICE


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21

Personnel 1,557,322$ 1,810,992$ 1,685,894$ 1,632,290$ 1,649,481$ Supplies 14,529 14,364 13,265 13,265 13,265 Maintenance 611 - - - - Services/Sundry 100,565 74,400 68,339 68,339 76,830 Capital - - - - - Total 1,673,027$ 1,899,756$ 1,767,498$ 1,713,894$ 1,739,576$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21

City Manager D10 1.00 1.00 1.00 1.00 1.00Deputy City Manager D9 1.00 1.00 1.00 0.00 0.00Assistant City Manager D8 2.00 2.00 2.00 3.00 3.00Strategic Services Manager 22 0.00 1.00 1.00 1.00 1.00Assistant to City Manager 19 1.00 0.00 0.00 0.00 0.00Executive Office Supervisor 15 1.00 1.00 1.00 1.00 1.00Executive Assistant to City Manager 14 1.00 1.00 1.00 1.00 1.00Staff Assistant 4 1.00 1.00 1.00 1.00 1.00Staff Assistant (Part-time .5 FTE) 4A 0.50 0.50 0.50 0.50 0.50Intern Program 1A 1.00 1.00 1.00 1.00 1.00Total 9.50 9.50 9.50 9.50 9.50

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ORGANIZATIONAL DEVELOPMENT & PERFORMANCE MANAGEMENT


✓ Delivered over 60 highly successful professional growth and

learning workshops for employees at all levels.

✓ Partnered with Development Services to expand their

excellent Innovation Academy to include city-wide staff.

✓ Significantly improved the city’s internal Leadership Academy

to focus more on high performance, project management,

change leadership, motivation, etc.

✓ Developed a new Emerging Leaders training series for high

potential non-supervisory employees.

✓ Expanded the curriculum for new employee orientation to

include an introduction to high performance, as well as the

city’s vision, values, and leadership philosophy.


• Complete Department Leadership Team “Strike Force” training series for every department in the

City and complete it by the end of second quarter FY2021.

• Internally develop, test, refine, and deploy (via Zoom for safety concerns) at least three new

professional development/leadership development training courses for employees.

• In an effort to improve transparency, partner with the IT Department and Communications and

Marketing to reformat the city’s performance management dashboard to make it more user friendly

and easier to navigate (and terminating a contract with SAP to save the city thousands of dollars).

• Work in partnership with the City Manager, the three Assistant City Managers, and all Department

Heads to share the results of the September 2020 city-wide Employee Engagement Survey and, with the

results, help to develop a detailed 2021 Strategic Plan to take engagement to even higher levels.

• Offer comprehensive, 40-hour facilitator training courses, at least quarterly, opening each one to staff

across the city, with the goal of having at least 45 employees complete the course by end of FY21.

• If COVID allows for it, host an in-person High Performance Organization 3-day workshop, taught by a

facilitator from the University of Virginia’s Weldon Cooper Center for Public Service, and ensure that at

least 35 employees complete the course.

• Co-develop an internal course centered on unconscious biases in the work place, as it relates to

decision-making, relationships, motivation, teamwork and organizational culture.

MISSION STATEMENT

We create a culture that

supports our Council’s

strategic priorities,

emphasizes high

performance, reinforces

our vision and values, and

fosters continuous learning,

innovation, data-based

decision-making and

leadership at all levels.

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STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of Organizational Dev. & Perf. Mgmt D3 1.00 1.00 1.00 1.00 1.00Performance Manager 18 1.00 1.00 1.00 1.00 1.00Training Administrator 15 1.00 1.00 1.00 1.00 1.00Total 3.00 3.00 3.00 3.00 3.00

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BUDGET


✓ Awarded the Government Finance Officers Association

(GFOA) “Distinguished Budget Presentation Award” for the

high standard and level of the annual budget document

✓ Maintained a General Fund balance reserve of 25%

✓ Maintained a Water Wastewater Fund balance reserve of 90

days

✓ Created timely Budget reports which are accessible on the

internet to departments, management, Council, and the

public

✓ Created and adopted City’s 10-year financial plan for General

Obligation Debt and General Fund Operations.


• Maintain the high standard and level of the annual budget document for obtaining GFOA “Distinguished

Budget Presentation Award”

• Update financial policies and procedures

• Create timely Budget reports which are accessible on the internet to departments, management,

Council, and the public

• Maintain a General Fund balance reserve of 25% on expenditures

• Maintain a Water & Wastewater Fund balance reserve of 90 days

MISSION STATEMENT

Provide the City with a zero

base General Fund budget,

that is fiscally responsible

and which does not

compromise the fiscal

integrity of the City.

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City Council Goal 4: Financially Sound Government

BUDGET



Personnel 259,118$ 232,669$ 295,120$ 274,870$ 287,613$ Supplies 4,333 803 2,650 2,650 2,650 Maintenance - - - - - Services/Sundry 9,245 7,854 20,400 20,400 22,045 Capital - - - - - Total 272,696$ 241,327$ 318,170$ 297,920$ 312,308$



Financial Analyst, Senior 16 2.00 1.00 1.00 2.00 2.00Financial Analyst 14 1.00 2.00 2.00 1.00 1.00Total 3.00 3.00 3.00 3.00 3.00

PERFORMANCE MEASURES FY18 Actual FY19 Actual FY20 Estimate FY21 Target

Budget Appropriations

General Fund 143,299,043 148,488,710 156,292,919 159,359,824

Water & Wastewater Fund 103,767,492 133,113,538 103,988,592 104,665,223

Maintain Fund Balance

General Fund (Benchmark 25%) 36.9% 40.9% 38.8% 38.1%

Water & Wastewater Fund (Benchmark 90 days of reserve) 168 149 141 138

Budget Transfers

Transfers - All Funds 704 303 128 121

Starting in FY 17 - Benchmark 5% reduction in budget transfers

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HUMAN RESOURCES


✓ Partnered with city management to roll out a new performance and merit appraisal system and city-wide step pay plans.

✓ Implemented a reward program to support peer-peer recognition. ✓ Implemented Public Safety step pay plan market changes. ✓ Hosted a safety and wellness fair and a pre-retirement seminar. ✓ Continued training additional departments on the city-wide

Onboarding program. ✓ Rolled out manager and supervisor harassment training. ✓ Co-hosted two summer hiring events for Parks & Recreation and

successfully staffed facilities for the summer swim season. ✓ Revised job descriptions to integrate our core values, vision and

leadership model. ✓ Initiated I-9 employment audit. ✓ Implemented a prescription drug transparence audit. ✓ Implemented CIGNA One Guide as an employee health advocacy

and cost-containment strategy. ✓ Updated the health plan document for compliance.

✓ Conducted TMRS/Medicare and 457 Plan Seminars for employees

to increase awareness of retirement savings options.

✓ Hosted a variety of employee appreciation and safety events. ✓ Conducted pay plan market analysis.


Operational Excellence:

• Develop and implement procedures for the general pay plan.

• Implement market adjustments for the pay plans.

• Continue and finalize I9 audit.

• Begin developing career development plans and career paths for employees.

• Develop mandatory employment law courses for managers, supervisors and all employees on a repeating two-year cycle.

• Refresh the wellness program by making improvement to the

biometric screening process and incorporating fitness challenges

into the program.

• Evaluate and implement HRR components of the ERP project.

• Implement monthly auto generate driver license check program for all city vehicle drivers.

• Revise personnel policies.

• Continue implementing cost containment strategies for the health plan.

MISSION STATEMENT

We champion our City’s

strategic goals;

We embrace and model

our organizational core

values;

We select, reward and

develop highly competent

staff and servant-leaders;

We care for, support,

respect and help our co-

workers and customers;

We respectfully present

different points of view and

constantly look for better

ways to serve our

customers;

We never lose sight of why

we are on the McKinney

team - to help make

McKinney a better place to

live, work and raise a

family.

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Significant Budget Item(s)

Tuition Reimbursement $150,000

HR Analyst $84,014

Compliance & Departmental Training $27,000

City Council Goal 2: Operational Excellence

HUMAN RESOURCES



Personnel 1,416,356$ 1,531,856$ 1,718,167$ 1,607,161$ 1,755,393$ Supplies 109,270 102,764 128,040 123,840 157,670 Maintenance - - 481 481 750 Services/Sundry 420,289 362,884 616,975 671,675 609,886 Capital - - - - - Total 1,945,915$ 1,997,504$ 2,463,663$ 2,403,157$ 2,523,699$



Director of Human Resources D5 1.00 1.00 1.00 1.00 1.00Human Resources Manager 22 3.00 2.00 2.00 2.00 2.00Employee Relations Administrator 18 0.00 1.00 1.00 1.00 1.00Compensation Administrator 16 1.00 1.00 1.00 1.00 1.00Safety Coordinator 15 1.00 1.00 1.00 1.00 1.00Risk Management Analyst 14 1.00 1.00 1.00 1.00 1.00Human Resources Analyst * 14 4.00 4.00 5.00 5.00 6.00Human Resources Specialist 12 2.00 2.00 2.00 2.00 2.00Executive Assistant 10 1.00 1.00 1.00 1.00 1.00Intern 1A 0.50 0.50 0.50 0.50 0.50

* Position(s) added in FY 20-21.Total 14.50 14.50 15.50 15.50 16.50

77% 77% 78%90%

11% 10% 11% 15%

0%

20%

40%

60%

80%

100%

FY18 Actual FY19 Actual FY20 Estimate FY21 Target

Quality Hires

% Full Time Employees Retained after One Year of Service

% Full Time Employee Turnover

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CITY SECRETARY


✓ Coordinated the May 2, 2020 Special Recall Election, which was

postponed to November 3, 2020 (FY 2020-21) due to the COVID-

19 Coronavirus Public Health Disaster

✓ Coordinated Boards & Commissions application intake process

and appointment of members

✓ Administered State-mandated Open Government training for all

new City Council and Boards & Commissions Members

Implemented training updates for incumbent members

✓ Administered Oaths of Office to all newly appointed Boards &

Commissions members, and newly hired and promoted Fire

Department personnel

✓ Maintained records according to the City’s Records Management

Program


• Coordinate 2021 General Election for Mayor, City Council Districts

1 and 3, and City Council At-Large #1

• Provide public information and complete annual renewals for all

Alcohol and Gaming permits

• Support public awareness of Boards & Commissions service

opportunities among civic groups and homeowners’ associations

• Administer State-mandated Open Government training for all new

Boards & Commissions Members, and retrain incumbent members

• Administer Oaths of Office to all newly appointed Boards &

Commissions members, and newly hired and promoted Fire

Department personnel

• Implement action plan for achieving State Municipal Clerk and

Operational Excellence certification

MISSION STATEMENT

To maintain the

safekeeping and retrieval

of official documents,

administer city elections

and provide support

services equally and

impartially to all customers

with professionalism and

efficiency. The City

Secretary’s Office is

responsible for keeping,

recording and preserving

the history of the City of

McKinney and is the

custodian of all the papers

and records of the council

proceedings. The City

Secretary’s Office strives to

exceed customer

expectations through open

and genuine interaction.

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CITY SECRETARY




STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21City Secretary D2 1.00 1.00 1.00 1.00 1.00Deputy City Secretary 13 1.00 1.00 1.00 1.00 1.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Records Specialist 5 1.00 1.00 1.00 1.00 1.00Total 4.00 4.00 4.00 4.00 4.00


City Council Agenda Postings (number of days between agenda

posting and actual council meeting)4 4 4 3

% of Council Ordinances and Resolutions prepared for signature

within 3 days after passage.100% 100% 100% 100%

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MUNICIPAL COURT


✓ Collected $2.4 million in fines and fees (10/1/18 – 9/30/19).

✓ Served 2,426 outstanding warrants (10/1/18 – 9/30/19).

✓ Filed 13,303 new cases; disposed 14,455 cases (10/1/18-9/30/19).

✓ Served 20,223 citizens at the customer service windows (10/1/18-

9/30/19).

✓ City Council passed Ord. No. 2019-06-047 establishing a Municipal

Court of Record (June 2019).

✓ Partnered with Texas Municipal Courts Education Center and

Policy Research Associates, Inc. to coordinate a Sequential

Intercept Mapping workshop (August 2019).

✓ Established a Court Security Committee and evaluated the

Municipal Court’s existing security plan in accordance with Texas

Legislation (Sept 2019).

✓ Completed software conversion to Incode 10 (Oct 2019).

✓ Released an informative video about the new court software (Oct 2019).

✓ Participated in Municipal Court Week activities: Mental Health First Aid Training and staff appreciation

(Nov 2019).

✓ Angelita Hunter (supervisor) and Timothy Rich (manager) graduated from the Leadership Academy (Dec

2019).

✓ All court staff completed the required annual training with Texas Municipal Court Education Agency (Oct

2018 – Sept 2019).


• Increase communication by developing and releasing an educational video about Traffic Safety during

Municipal Court Week by September 2020.

• Send all employees to training offered by State and Local government agencies, namely the Texas

Municipal Court Education Center’s Judicial, Prosecutor and Clerk Conferences and any training needed

for the McKinney Marshal division by September 2021.

• Charter four departmental teams whose roles and responsibilities are focused on education and

community outreach, morale and teambuilding, facilities maintenance and purchasing by September

2021.

• Fully implement Incode Court Software by September 2021.

• Continue to develop and expand online services for citizens to include: Virtual Court Proceedings,

Defensive Driving requests, Deferred Disposition requests and Compliance Dismissals by September

2021.

• Continuously review and update the Court’s website to ensure it is easy for citizens to use (ongoing).

• Promote Traffic Safety Initiatives during Municipal Court Week and throughout the year (ongoing).

• Continue to evaluate internal processes for efficiency (ongoing).

MISSION STATEMENT

We are committed to

achieving excellence in

serving our customers

while diligently executing

an effective and impartial

administration of justice.

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MUNICIPALCOURTActual Actual Original EOY Estimate Adopted

EXPENDITURES FY 17‐18 FY 18‐19 FY 19‐20 FY 19‐20 FY 20‐21Personnel 1,354,314$ 1,563,375$ 1,825,951$ 1,701,571$ 1,808,164$ Supplies 51,056 17,786 51,576 50,201 23,650 Maintenance 13,347 14,089 17,327 17,327 15,245 Services/Sundry 110,622 88,040 113,812 113,812 106,457 Capital 8,060 8,276 ‐ ‐ ‐ Total 1,537,398$ 1,691,566$ 2,008,666$ 1,882,911$ 1,953,516$


STAFFING Grade FY 17‐18 FY 18‐19 FY 19‐20 FY 19‐20 FY 20‐21Municipal Court Judge D10 1.00 1.00 1.00 1.00 1.00Associate Municipal Court Judge 22 0.00 1.00 1.00 1.00 1.00Municipal Court Administrator 21 1.00 1.00 1.00 1.00 1.00City Marshal 15 1.00 1.00 1.00 1.00 1.00Municipal Court Supervisor 14 1.00 1.00 1.00 1.00 1.00Juvenile Case Manager/Municipal Court Supv + 14 0.00 1.00 1.00 1.00 1.00Juvenile Case Manager 13 1.00 0.00 0.00 0.00 0.00Juvenile Case Manager (Part‐time .5 FTE) 13A 0.00 0.00 0.50 0.50 0.50Deputy City Marshal 12 3.00 3.00 3.00 3.00 3.00Executive Assistant (Part‐time .5 FTE) 10B 0.50 0.50 0.50 0.50 0.50Judicial Clerk 8 1.00 1.00 1.00 1.00 1.00Deputy Court Clerk 6 7.00 7.00 8.00 8.00 8.00Staff Specialist 5 1.00 1.00 1.00 1.00 1.00Parking Enforcement Officer 5 0.00 1.00 1.00 1.00 1.00Parking Enforcement Officer (Part‐time .5 FTE) 5B 1.00 0.00 0.00 0.00 0.00

+ Position(s) funded by Municipal Court 67% and Juvenile Case Management 33%Total 18.50 19.50 21.00 21.00 21.00


Wait time from when customer service ticket received to assistance by clerk 10 8 8 4Average time spent at clerk window 11 10 10 11Not Guilty Plea to Trial by Judge (days) 23 34 34 45Not Guilty Plea to Trial by Jury (days) 25 7 7 45Number of Jurors who appeared for trial 104 100 100 100

23

34 34

45

25

7 7

45

0

10

20

30

40

50


Days to Trial

Not Guilty Plea to Trial by Judge (days) Not Guilty Plea to Trial by Jury (days)

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✓ Implemented city strategic marketing and communications plans

✓ Expanded award-winning, nationally recognized brand; held

roundtables and strategy meetings to collaborate on effectively

and collectively telling the McKinney story

✓ Served as in-house resource for all aspects of communications,

supporting CMO, EOC, ELT and 30+ departments/partner entities

✓ Maintained transparency initiatives that include Hot Topic Q&As,

Virtual Town Hall and different feedback modules

✓ Completed hundreds of media announcements, pitches, requests

and interviews, and compiled reports of coverage

✓ Published high-profile community ads regionally and nationally

including co-ops and trades

✓ Won multiple state and national awards across varied platforms

✓ Prepared numerous speeches and talking points for city officials

and prepared city materials and videos for the SOTC

✓ Enhanced city’s annual report to keep pace with current trends

✓ Grew social media engagement: 34,413 Facebook; 16,568 Twitter;

7,778 Instagram; 61,118 households on Next Door; 63,415 e-

newsletter subscribers

✓ Placed 17 digital ad campaigns on Social Media with 500,000

unique users and 1.2 million impressions

✓ Developed 350+ campaigns, each with multiple deliverables

✓ Continued well-received Unique by Nature brand campaign with

dedicated series of videos

✓ Redesigned 10+ major areas of the website and evaluated over 900 web pages preparing for a more

mobile and user-friendly website experience

✓ Updated a new programming schedule for the video services department that includes regular weekly

shows like City at Work and Discover McKinney and started filming for a new internal series On the Job

✓ Launched internal plan to communicate HPO initiatives throughout the city, including introduction of

supervisor cascading program, and saw the completion of two successful citywide cascades

✓ Implemented citywide communications for the Council, Charter and Bond election


• Manage the redesign of the city’s websites to be even more mobile and user-friendly

• Implement strategic work plan with a focus on increased engagement to allow citizens to receive

information through a variety of communications channels

• Implement internal communications plan to reinforce HPO initiatives throughout the city

• Continue to manage internal and external communications as it relates to the COVID-19 outbreak, both

during the pandemic and in the aftermath as the community recovers

MISSION STATEMENT

To develop and implement

the city’s strategic

communications and

marketing plans and

provide a coordinated and

professional brand and

image for the City of

McKinney. Serve as a

central resource for

information from an

overarching city

perspective. Work with

departments to

communicate with a

variety of constituent

audiences.

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678k584k

500k 500k

0

150

300

450

600

750


Thousands

E‐Newsletter Subscribers

280k

390k300k

145k

0

100

200

300

400

500


Thousands

McKinney TV Social Media Views


Marketing & Promotional Items $89,900

Digital Asset Management Software $60,000

Citizen Survey $25,000

City Council Goal 1: Direction for Strategic and Economic Growth

COMMUNICATIONS&MARKETINGActual Actual Original EOY Estimate Adopted

EXPENDITURES FY 17‐18 FY 18‐19 FY 19‐20 FY 19‐20 FY 20‐21Personnel 921,905$ 1,009,897$ 1,065,319$ 1,027,041$ 1,011,527$ Supplies 21,368 7,486 18,550 20,550 18,600 Maintenance 2,207 4,894 3,439 3,439 3,453 Services/Sundry 185,635 221,770 341,073 339,073 399,815 Capital ‐ ‐ ‐ 60,000 ‐ Total 1,131,116$ 1,244,047$ 1,428,381$ 1,450,103$ 1,433,395$


STAFFING Grade FY 17‐18 FY 18‐19 FY 19‐20 FY 19‐20 FY 20‐21Director of Communications & Marketing D5 1.00 1.00 1.00 1.00 1.00Communications & Media Manager 19 1.00 1.00 1.00 1.00 1.00Creative Services Manager 18 0.00 1.00 1.00 1.00 1.00Communications & Media Specialist, Senior 16 0.00 1.00 1.00 1.00 1.00Communications & Media Specialist 15 2.00 0.00 0.00 0.00 0.00Graphic Designer 15 1.00 1.00 1.00 1.00 1.00Website Specialist 15 0.00 1.00 1.00 1.00 1.00Comm. & Media Specialist (Part‐time .5 FTE) 15B 0.50 0.50 0.50 0.50 0.50Video Producer 14 2.00 2.00 2.00 2.00 2.00Website Coordinator 13 1.00 0.00 0.00 0.00 0.00Total 8.50 8.50 8.50 8.50 8.50


E‐Newsletter Subscribers 678,330 583,894 500,000 500,000McKinney TV On‐Demand Social Media Views 279,518 390,375 300,000 145,000Percent of video production requests completed within deadline

95% 95% 95% 95%

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HOUSING & COMMUNITY DEVELOPMENT


✓ Provided over $500,000 in grant funding for owner-occupied

home rehabilitation

✓ Oversaw distribution and monitoring of over $250,000 in

CDBG and General Funds to nonprofits

✓ Through the Tenant Based Rental Assistance Program,

successfully provided housing and financial counseling for

eleven (11) individuals and families, leading to housing

independence

✓ At Council direction, created public/private partnership to

develop attainable housing and generate income for the

McKinney Housing Finance Corporation (MHFC)

✓ Secured and managed FTA and TxDOT funding for transit

services for low-income, elderly and/or disabled residents of

the McKinney Urban Transit District

✓ Provided oversight and administrative support for McKinney Arts Commission which provided $200,000

to arts organizations and implemented one (1) public art projects

✓ Provided residents with expanded Neighborhood Services such as workshops, improved coordination of

resident to City services and a Block Party Trailer

✓ Presented McKinney’s first Neighborhood Summit


• Utilize Community Development Block Grant (CDBG) funds to leverage public resources for funding of

nonprofits, economic Development and housing revitalization

• Oversee the successful implementation of the HUD Continuum of Care, Rapid Rehousing grant, to

rapidly house twelve (12) homeless individuals and families

• Maintain and develop partnerships with the business and nonprofit community to increase awareness

of available programs and facilitate development of new programs

• Leverage McKinney Housing Finance Corporation (MHFC) and private resources, along with City

participation, to implement the recommendations of the Housing Needs Analysis

• Oversee administration of City grant-funded programs, with no significant findings

• Increase the amount and quality of transit service options available to McKinney Urbanized Transit

District participants

MISSION STATEMENT

To utilize public funds to

enhance the quality of life

for McKinney residents by

providing for transit,

affordable housing,

economic development

and community and

neighborhood resources.

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City Council Goal 5: Enhance the Quality of Life in McKinney



EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 331,755$ 416,164$ 462,566$ 471,244$ 471,241$ Supplies 2,755 8,543 2,800 12,810 3,430 Maintenance 316 438 376 376 297 Services/Sundry 20,008 13,940 15,310 70,310 14,680 Capital - - - 9,990 - Total 354,835$ 439,085$ 481,052$ 564,730$ 489,648$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Housing & Community Development Manager 20 1.00 1.00 1.00 1.00 1.00Affordable Housing Administrator 17 1.00 1.00 1.00 1.00 1.00Community Services Coordinator 11 0.60 1.00 1.00 1.00 1.00Neighborhood Service Coordinator 11 0.00 1.00 1.00 1.00 1.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Total 3.60 5.00 5.00 5.00 5.00

PERFORMANCE MEASURE FY18 Actual FY19 Actual FY20 Estimate FY21 Target

Homebuyers Assisted Through HBA Program 2 52 12 12

Emergency Repairs 1 2 10 10

Single Family Reconstructions 1 1 2 2

Single Family Rehabilitations 2 5 8 8

Single Family Rehabilitations in Progress 5 10 8 8

Single Family Reconstructions in Progress 2 7 4 4

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MAIN STREET & COMMUNITY EVENTS


Main Street

✓ COVID-19 had significant impact on programs

✓ Provided business support through strategic partnerships with MCDC,

MEDC, City of McKinney and McKinney Chamber

✓ Maintained State and National Main Street Status and 501(c)

designations

✓ Partnered with multiple City departments and organizations to plan

and execute downtown McKinney events

✓ Held monthly business meetings for downtown merchants

✓ Prepared weekly, monthly and quarterly progress reports for board

leadership, City Council and Texas Historical Commission

✓ Better Block project to design, build and install mobile unit

✓ Installed three vintage neon inspired wayfinding signs in district ✓ Offer support for CIP ‘Light Up Louisiana’

Community Events

✓ COVID-19 had significant impact on programs ✓ Special Event Permit committee worked with local stakeholders to

help reimagine and redesign activities in safe manner ✓ Facilitate regular Special Events Permit committee meetings with

identified personnel representative of different departments throughout City of McKinney

✓ Receive and process 60 Special Event Permit applications


Main Street

• Continue to promote downtown and deliver quality programs within the historic district

• Capitalize on our unique assets and rich heritage by providing timelines and information to downtown stakeholders regarding continued improvements through the execution of the Town Center Study

Community Events

• Identify and implement practices to help reduce costs of employee overtime

• Research and recommend additional cost saving opportunities

• Help organizations offering special event activities within the City of McKinney maximize their success

MISSION STATEMENT

● Provide the highest

quality of excellence in

public service through

cooperative partnerships

with a diverse community.

● Plan, sponsor, encourage

and promote various

events that improve the

social and economic well-

being of McKinney.

● Provide standards,

guidance and

recommendations for

events held within the City

of McKinney.

● Host professional events

that are well-organized and

financially accountable.

● Produce events that

enhance the quality of life

for residents and visitors.


Overtime – Special Events $300,000

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MAIN STREET & COMMUNITY EVENTS


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 659,673$ 678,944$ 643,671$ 634,154$ 780,183$ Supplies - 1,265 - - - Maintenance - - - - - Services/Sundry 2,275 1,805 1,805 1,805 1,805 Capital - - - - - Total 661,948$ 682,014$ 645,476$ 635,959$ 781,988$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Main Street Program Director + D2 0.70 0.70 0.70 0.70 0.70Special Events Coordinator 16 1.00 1.00 1.00 1.00 1.00Main Street Program Coordinator 14 1.00 1.00 1.00 1.00 1.00MPAC Marketing & Development Specialist + 14 0.15 0.15 0.15 0.15 0.15Executive Assistant + 10 0.30 0.30 0.30 0.30 0.30Special Event Assistant (Part-time .5 FTE) 3A 0.00 0.50 0.50 0.50 0.50

+ Position(s) split funded between Main Street Fund and MPAC Fund.Total 3.15 3.65 3.65 3.65 3.65

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Collin County Appraisal District $819,270

FINANCIAL SERVICES


✓ Awarded the Government Finance Officers Association (GFOA)

“Certificate of Achievement for Excellence in Financial Reporting”

for the 36th consecutive year

✓ Received an unmodified (“clean”) opinion on the financial

statements and single audit

✓ Maintained all five Transparency Stars from the State of Texas

Comptroller for financial transparency

✓ Maintained bond rating of AAA from Standard & Poor’s for

general obligation bonds

✓ Maintained bond rating of Aaa from Moody’s for general

obligation bonds

✓ Maintained bond rating of Aa1 from Moody’s for

water/wastewater bonds


• Maintain the high standard and level of financial reporting for

obtaining GFOA “Certificate of Achievement for Excellence in

Financial Reporting”

• Receive a “clean” opinion on the Comprehensive Annual Financial

Report (CAFR)

• Start the implementation of a new ERP software system

• Maximize the City’s return on investments in accordance with the adopted investment policies

• Create timely financial reports accessible to departments, management and Council on the internet

• Complete a new cost allocation study and water/wastewater rate study

MISSION STATEMENT

The mission of the Financial

Services Department is to

maintain the financial

integrity of the City and to

provide financial

management and policies,

administration, audit, and

support services to City

departments and other

customers so that they can

accomplish their goals and

objectives.

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FINANCIAL SERVICES



Personnel 1,844,703$ 1,942,055$ 2,025,138$ 2,047,233$ 2,132,151$ Supplies 15,849 15,084 10,010 10,010 10,970 Maintenance 954 480 - - - Services/Sundry 825,869 948,945 1,338,537 1,338,537 1,344,667 Capital - - - - - Total 2,687,375$ 2,906,564$ 3,373,685$ 3,395,780$ 3,487,788$



Chief Financial Officer D6 1.00 1.00 1.00 1.00 1.00Director of Finance D5 1.00 1.00 1.00 1.00 1.00Accounting Manager 22 1.00 1.00 1.00 1.00 1.00Investment and Treasury Manager 19 1.00 1.00 1.00 1.00 1.00Financial Compliance Manager 18 0.00 1.00 1.00 1.00 1.00Accountant, Senior 16 2.00 2.00 2.00 2.00 2.00Financial Analyst, Senior 16 1.00 0.00 0.00 0.00 0.00Investment and Treasury Analyst 14 1.00 1.00 1.00 1.00 1.00Financial Analyst 14 1.00 1.00 1.00 1.00 1.00Payroll Analyst * 14 0.00 0.00 0.00 0.00 1.00Accountant 14 3.00 3.00 3.00 3.00 3.00Payroll Coordinator 11 1.00 1.00 1.00 1.00 1.00Accounting Technician, Senior 10 2.00 2.00 2.00 3.00 3.00Executive Assistant 10 1.00 1.00 1.00 1.00 1.00Accounting Technician 8 3.00 3.00 3.00 3.00 3.00



Quarterly Investment Report within:

* 45 days (1 point)

* 30 days (2 points)

4 points 0 points 6 points 8 points

Month-End Financial Reconciliation completed within:

* 10 business days (1 point)

* 7 business days (2 points)


Vendors Paid Through EFT (electronic funds transfer) 52% 50% 59% 60%

Payroll Processed (26 pay periods) within:

* 4 days (1 point)

* 3 days (2 points)


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PROCUREMENT SERVICES


✓ Awarded the Achievement of Excellence in Procurement Award (AEP)

for 5th consecutive year

✓ Rolled out DocuSign to allow for electronic review and signature of

contracts

✓ Implemented construction e-bidding for construction projects

✓ Successfully moved to virtual platforms for Pre-Bids, Bid Openings with

increased supplier participation

✓ Implemented Certificate of Insurance compliance and tracking

software

✓ Implemented PPE order, tracking and disbursement procedures

✓ Partnered with City of Garland, Plano and Richardson on multi-City

outreach session for Small, Minority and Woman-Owned Business

Enterprise (SMWBE)

✓ Increased program rebates by 79%, generating $196,077 to general

fund

✓ Increased annual auction sales by 90%, generating $837,358 in

revenues


• Start the implementation of a new ERP software system

• Revise Procurement Policy and roll out Citywide

• Continuous learning for staff - obtain a minimum 24 hours of

professional development

• Continue strengthening Supplier relationships

o Conduct two Supplier outreach training sessions

o Conduct Supplier satisfaction survey

• Continue providing departments with efficient and personalized

customer service

• Conduct virtual Procurement Roadshows to educate City staff on

Policy and Procedures

MISSION STATEMENT

To ensure compliance with

local, state and federal

laws applying to city

purchasing while providing

all vendors, including HUBs,

equal access to the

competitive process for the

acquisition of goods and

services. Furthermore,

providing an ongoing

supply of quality goods and

services to all city offices

and is committed to

maximizing the taxpayer’s

dollar while maintaining

the highest standards of

ethics, integrity, public

trust and transparency.

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Personnel 760,446$ 760,450$ 951,511$ 863,072$ 987,760$ Supplies 6,109 5,115 17,360 17,360 6,900 Maintenance 7,279 2,706 5,215 5,215 2,880 Services/Sundry 68,260 69,361 82,700 82,700 95,452 Capital - - - - - Total 842,094$ 837,631$ 1,056,786$ 968,347$ 1,092,992$



Procurement Services Manager 20 1.00 1.00 1.00 1.00 1.00Procurement Services Supervisor 16 1.00 1.00 2.00 2.00 2.00Contract Administrator 15 1.00 1.00 1.00 1.00 1.00Buyer II 14 4.00 4.00 5.00 5.00 5.00Buyer I 12 1.00 1.00 1.00 1.00 1.00Warehouse & Mail Specialist * 5 0.00 0.00 0.00 1.00 1.00Mail Courier * 3 1.00 1.00 1.00 0.00 0.00

* Position(s) reclassed FY19-20.Total 9.00 9.00 11.00 11.00 11.00


Maximizing Income: Online Auction Revenues 352,477$ 438,836$ 837,358$ 500,000$

Value Added Procurement: Departmental Savings 89,700$ 267,238$ 46,847$ 100,000$

Program Rebates (Cooperative Purchasing/Pcard Program) 99,146$ 109,444$ 196,077$ 120,000$

Average days from receipt of requisition to purchase order

issue1 1 1 1

% of purchase orders processed within 2 days 85% 86% 83% 85%

Number of formal Solicitations 53 44 40 45

Number of formal Quotes 12 9 4 7

Vendor Protests 0 0 0 0

85% 86%83% 85%

1 1 1 1

0

0.5

1

1.5

50%

60%

70%

80%

90%

100%


Purchase Orders Processed

% of purchase orders processed within 2 days

Average days from receipt of requisition to purchase order issue

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Information Technology: Infrastructure Services ✓ Completed Cisco Network Switch Migration

✓ Completed Decommission Legacy VNX Storage Environment

✓ Completed Phase 2: Yealink Phone Installations

✓ Completed Nutanix Server Environment Deployment

Information Technology: Application Services ✓ Upgraded AS/400 mainframe servers

✓ Implemented Incode - Municipal Courts Record Mgmt. System

✓ Developed a COVID-19 Task Force Website

✓ Upgraded EnerGov application along with process reconfiguration

✓ Upgraded Firehouse/CAD/RMS/MCT platform

✓ Upgraded Dispatch’s Emergency Medical Response System

Information Technology: IT Service Desk – End Users ✓ Completed computer hardware refresh phase 1 for Public Safety

✓ Completed refresh of Konica Minolta printer fleet with Canon MFP

✓ Automated On-boarding and off-boarding employee service catalog

✓ Completed setup of IT training room machines in a virtual environment

✓ Assisted with Phase 2 of Yealink Phone Installations

Information Technology: IT PMO/Records ✓ Revised IT Standards ✓ Developed IT Project Management governance framework in line with PMI standards ✓ MCCi has scanned 330 boxes of records and QAQC’d by departments into Laserfiche.

✓ I.T. Records Department received and processed 988 general open records requests for the 09/01/2019 - 4/15/2020.

Information Technology: Geographical Information Systems ✓ Developed GIS Governance framework and worked towards resource consolidation

✓ Developed an interactive story map of historic locations, neighborhoods, and individuals who played a significant role in the

history of McKinney’s Black community to commemorate Black History month

✓ Redesigned the Street Name Lookup Utility tool to be real-time leveraging ESRI platform

✓ Developed GIS framework to update & collect information regarding all traffic signs in City for Traffic Asset Management

✓ Extracted all development agreements from online bidding platform, created geometry for agreements, and entered the city's

central GIS to create an accessible spatial reference system

✓ Determined storm water fees for commercial properties using GIS tools (Impervious Area), recovering revenue for the City

✓ Hosted the South-Central Arc User Group conference in McKinney & staff presented at various GIS user groups Information Technology: IT Security

✓ Implemented City Wide Security Awareness Training to comply with State Mandate

✓ Implemented stronger email policies to decrease the number of successful phishing attempts


• Implement ERP

• Implement endpoint security, threat intelligence, and cyberattack response

• Revise IT Security policies and continue enhancing the security posture

• Continue efforts to improve back-end infrastructure

• Upgrade the EnerGov application

• Upgrade GIS - ESRI architecture and application platform

• Upgrade the Financial system NaviLine

• Implement Nutanix Storage Cluster and decommission legacy Storage hardware

• Implement mainframe data replication through mirroring

MISSION STATEMENT

To be a customer driven

department trusted to

provide technology

services that are reliable,

accurate, and easy to use

which will directly improve

the lives of McKinney’s

citizens; for both current

and future generations.

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Software/Hardware Maintenance $3,442,720




EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 4,175,402$ 4,274,965$ 5,082,657$ 4,531,423$ 4,993,659$ Supplies 168,461 91,606 134,848 159,348 128,959 Maintenance 2,359,323 2,579,104 2,992,735 2,992,735 3,445,346 Services/Sundry 1,165,142 1,297,633 1,638,291 1,867,147 1,622,298 Capital 27,349 - - 102,920 - Total 7,895,678$ 8,243,309$ 9,848,531$ 9,653,573$ 10,190,262$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Chief Information Officer D6 1.00 1.00 1.00 1.00 1.00Deputy Chief Information Officer i15 1.00 1.00 1.00 1.00 1.00Infrastructure Manager i14 1.00 1.00 1.00 1.00 1.00Application & Development Manager i13 1.00 1.00 1.00 1.00 1.00Network Security Engineer i12 1.00 1.00 1.00 1.00 1.00IT Project Manager i12 1.00 1.00 1.00 1.00 1.00Network Engineer i10 2.00 2.00 2.00 2.00 2.00Network Security Analyst i10 1.00 1.00 1.00 1.00 1.00Telecommunications Engineer i10 2.00 2.00 2.00 2.00 2.00GIS Manager i10 1.00 1.00 1.00 1.00 1.00IT Records Manager i9 1.00 1.00 1.00 1.00 1.00Database Administrator i9 1.00 1.00 1.00 1.00 1.00Systems Developer/Integrator i9 3.00 3.00 3.00 3.00 3.00IT Service Desk Manager i9 1.00 1.00 1.00 1.00 1.00Systems Administrator i7 3.00 3.00 3.00 3.00 3.00IT Project Coordinator i7 1.00 1.00 1.00 1.00 1.00IT Business Analyst i7 0.00 0.00 1.00 1.00 1.00GIS Programmer i6 1.00 1.00 1.00 1.00 1.00Network Analyst i6 1.00 1.00 1.00 1.00 1.00Application Systems Specialist i5 6.00 7.00 7.00 7.00 7.00GIS Analyst i3 3.00 3.00 4.00 5.00 5.00Desktop Support Tech i1 5.00 6.00 6.00 6.00 6.00GIS Technician II i1 1.00 1.00 1.00 1.00 1.00Records & Information Analyst 11 1.00 1.00 1.00 1.00 1.00Executive Assistant 10 1.00 1.00 1.00 1.00 1.00Total 41.00 43.00 45.00 46.00 46.00


Time network is fully functional 99.5% 99.7% 99.7% 99.5%

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LEGAL

Department Narrative:

The City Attorney’s office provides legal support for the day-to-day

operations of the City, including matters such as land use and

development, human resources, economic development, engineering

contracts, litigation support and municipal court. The City Attorney

attends work session meetings of the City Council and various other

boards and commissions of the City desiring legal representation.


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 142,425$ 157,548$ 250,018$ 151,385$ 226,942$ Supplies - - 4,700 4,700 500 Maintenance - - 481 481 - Services/Sundry 1,646,453 2,000,070 2,495,474 2,495,474 2,213,537 Capital - - - - - Total 1,788,878$ 2,157,619$ 2,750,673$ 2,652,040$ 2,440,979$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Municipal Court Prosecutor 19 1.00 1.00 2.00 2.00 2.00Total 1.00 1.00 2.00 2.00 2.00

MISSION STATEMENT

To provide timely,

responsive and high-quality

legal services to all

departments of the City of

McKinney.


Legal Fees $2,200,000

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NON-DEPARTMENTAL

FY 2019-20 Revised Transfers:

✓ $1,863,085 to Risk/Insurance Fund for risk and insurance programs

✓ $2,500,000 to Street Construction Fund for capital projects ✓ $1,000,000 to Technology Improvement Fund for capital projects ✓ $3,700,000 to the Capital Equipment Replacement Fund for

replacement of fleet vehicles/equipment, heating/air conditioning units, roofs and boilers

✓ $130,000 to the Grant Fund for the SAFER Fire grant match. ✓ $849,283 to Aquatics & Fitness Center Fund for Apex Centre

programs ✓ $100,000 to Urban Transit District Fund for City’s share

FY 2020-21 Transfers:

• $3,578,345 to Risk/Insurance Fund for risk and insurance

programs

• $1,500,000 to Street Construction Fund for capital projects

• $4,000,000 to the Capital Equipment Replacement Fund for

replacement of fleet vehicles/equipment, heating/air conditioning

units, roofs and boilers

• $130,000 to the Grant Fund for the SAFER Fire grant match.

• $806,738 to Aquatics & Fitness Center Fund for Apex Centre programs


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel -$ -$ (1,600,000)$ -$ (900,000)$ Supplies - 341 - - - Maintenance - - - - - Services/Sundry 3,915,856 5,845,676 7,815,821 6,929,852 8,031,435 Capital - 3,968,103 1,100,000 4,081,391 -

Transfers to Other Funds 18,477,208 12,941,483 11,368,585 10,142,368 10,015,083 Total 22,393,064$ 22,755,603$ 18,684,406$ 21,153,611$ 17,146,518$

PURPOSE

This division is

administered by the

Finance Department and

provides funding for

various charges that are

not directly related to any

specific department or

activity of the City.

Expenditures include

studies, consultant

contracts, or other non-

routine one-time

operational charges, and

transfers to other funds.

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POLICE

2019-20 Accomplishments:

✓ Realigned policing beats and districts based on area call volumes ✓ Maintained low crime rate in comparison to other large Texas

Cities ✓ Averaged 6 minutes or less response time to emergency calls ✓ Ranked 11th in the nation for our participation in the 2019

National Night Out event for cities with populations between 100,000 and 300,000

✓ Achieved re-accreditation with the Texas Police Chief’s Association Recognition Program


• Obtain national re-accreditation with the Commission on Accreditation of Law Enforcement Agencies (CALEA)

• Develop East and West unified police command areas to support needs of growing City

• Maintain low crime rate in comparison to other large Texas cities

• Average 6 minutes or less response time to emergency calls

• Fully staff Emergency Communications Center

MISSION STATEMENT

To make the City of

McKinney a safe place in

which to live, work and

visit.


Added six (6) new positions $920,986

Supervision upgrade (4 Sgts & 1 DC) $297,222

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P & 1

2 - 4

10.58.8 8.8

13.3

1.1 1.6 1.6 1.1

0

10

20


Crime Rates(per 1,000 population)

Property Crime Rate (per 1,000 population)Violent Crime Rate (per 1,000 population)

6.09 6.08 6.08 6.00

10.24 9.41 9.4110.50

0.00

5.00

10.00

15.00


Min

ute

s

Average Call Response Time

Emergency Non-Emergency

City Council Goal 6: Safe & Secure Community

POLICE


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 29,564,513$ 32,394,119$ 35,779,049$ 34,353,992$ 37,020,145$ Supplies 1,463,968 1,022,380 1,188,612 1,242,245 1,175,143 Maintenance 1,244,381 1,287,600 1,434,352 1,407,337 1,391,771 Services/Sundry 832,522 697,611 946,684 810,240 955,583 Capital 529,796 463,991 350,376 325,143 247,223 Total 33,635,180$ 35,865,701$ 39,699,073$ 38,138,957$ 40,789,865$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Chief of Police D7 1.00 1.00 1.00 1.00 1.00Assistant Chief of Police 27 2.00 2.00 2.00 2.00 2.00Deputy Chief of Police * P18 3.00 3.00 3.00 3.00 4.00Lieutenant P16 8.00 8.00 8.00 8.00 8.00Sergeant * P14 26.00 26.00 26.00 26.00 31.00Corporal P12 9.00 8.00 8.00 8.00 8.00Police Officer * P10 160.00 170.00 178.00 178.00 177.00Communications & Radio Systems Manager 22 1.00 1.00 1.00 1.00 1.00Investigative Support Manager 21 1.00 1.00 1.00 1.00 1.00Communications Manager 19 0.00 0.00 0.00 0.00 0.00Forensics Supervisor 16 0.00 1.00 1.00 1.00 1.00Radio Systems Administrator i9 0.00 1.00 1.00 1.00 1.00Radio Systems Specialist i4 0.00 1.00 1.00 1.00 1.00Radio Systems Coordinator 15 2.00 0.00 0.00 0.00 0.00Communications & Media Specialist 15 1.00 1.00 1.00 1.00 1.00Accreditation & Reporting Supervisor 14 1.00 1.00 1.00 1.00 1.00Police Records Supervisor 14 1.00 1.00 1.00 1.00 1.00Public Safety Communications Supervisor 14 5.00 5.00 5.00 5.00 5.00Financial Analyst 14 1.00 1.00 1.00 1.00 1.00Crime Victim Advocate (VOCA Grant) 14 1.00 1.00 1.00 1.00 1.00Mental Health Coordinator 14 0.00 0.00 0.00 0.00 1.00Forensic Investigator 13 6.00 6.00 6.00 6.00 6.00Crime Analyst 13 1.00 1.00 1.00 1.00 1.00Public Safety Analyst 11 1.00 1.00 1.00 1.00 1.00Public Safety Communications Specialist 11 23.00 27.00 27.00 27.00 27.00Accreditation & Reporting Specialist 10 0.00 0.00 1.00 1.00 1.00Executive Assistant 10 1.00 1.00 1.00 1.00 1.00Public Service Officer 9 6.00 6.00 6.00 6.00 6.00Case Management Specialist 9 2.00 2.00 2.00 2.00 2.00Police Open Records Specialist 9 0.00 1.00 1.00 1.00 1.00Administrative Assistant 7 4.00 4.00 4.00 4.00 4.00Police Records Clerk 6 8.00 7.00 7.00 7.00 7.00

* Position(s) added or upgraded in FY 20-21.Note: Police Officer (P10) position includes SRO's, K-9 Officers, Motor Units and Detectives.Total 275.00 289.00 298.00 298.00 304.00

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FIRE


✓ Maintained Texas Fire Chief’s Best Practices Recognized

Department in February 2020

✓ Opened Fire Station #10 located at 1150 County Rd. 228

✓ Completed design on Fire Station #11 located at Rundell Way in

Craig Ranch. Station includes McKinney Police Storefront.

✓ Responded to COVID-19 pandemic by modifying response policy

and adding 1 EMS supervisor, a paramedic in dispatch to assist 911

call takers, and placing a medical unit in service for transport of

high risk patients.

✓ Council approved purchase of Infectious Disease Control

Ambulance utilizing CARES Act funding for $450,000.

✓ Reduced false alarm calls by 14% from previous year.

✓ Virtual activation and management of the Emergency Operations

Center related to the COVID-19 pandemic.


• Open Fire Station #11 located at Rundell Way in Craig Ranch.

• Complete design on new Fire Administration complex on Taylor

Burk Drive.

• Begin design on new Fire Station #8 to be located on existing site.

• Initiate novel Telemedicine Program.

• Onboard a nurse practitioner to add capability to prehospital

services.

• Construct specifications for Tiller fire apparatus.

MISSION STATEMENT

The McKinney Fire

Department promotes the

health and safety of the

Community through dynamic

programs, professional

services, and continuous

quality improvement

The Office of Emergency

Management is dedicated to

providing the Community

with a planned and

coordinated response in the

event of a major natural or

man-made disaster.

STRATEGIC DIRECTION

The McKinney Fire

Department is a progressive,

innovative, and critical

thinking organization that

optimizes opportunities to

serve the community.


Nurse Practitioner $ 133,667

2 Firefighters $269,318

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City Council Goal 6: Safe & Secure Community

FIRE



Personnel 25,242,617$ 27,802,675$ 29,851,902$ 28,401,996$ 31,361,943$ Supplies 1,008,658 1,104,077 1,006,050 987,300 1,033,873 Maintenance 607,765 684,380 691,779 720,886 737,292 Services/Sundry 961,969 614,237 774,513 774,513 855,069 Capital 2,178,030 1,059,074 239,157 742,197 13,000 Total 29,999,039$ 31,264,444$ 32,563,401$ 31,626,892$ 34,001,177$



Fire Chief D7 1.00 1.00 1.00 1.00 1.00Assistant Fire Chief 27 2.00 3.00 3.00 3.00 3.00Fire EMS Chief F17 1.00 1.00 1.00 1.00 1.00Fire Operations Battalion Chief F17 6.00 6.00 6.00 6.00 6.00Fire Training Chief F17 1.00 1.00 1.00 1.00 1.00Fire Captain F15 33.00 33.00 34.00 37.00 37.00Fire Driver/Operator F12 34.00 34.00 37.00 40.00 40.00Firefighter/EMT/Paramedic * F10 105.00 123.00 120.00 114.00 116.00Firefighter/EMT/Paramedic - SAFER Grant F10 0.00 6.00 6.00 6.00 6.00Nurse Practitioner * 22 0.00 0.00 0.00 0.00 1.00Emergency Management Coordinator 20 1.00 1.00 1.00 1.00 1.00Deputy Fire Marshal 17 1.00 0.00 0.00 0.00 0.00Graduate Fire Systems Engineer 16 1.00 3.00 3.00 3.00 3.00Assistant Emergency Mgmt Coordinator 16 1.00 1.00 1.00 1.00 1.00Fire Public Information & Education Coordinator 14 1.00 1.00 1.00 1.00 1.00Financial Analyst 14 0.00 0.00 1.00 1.00 1.00Fire Inspector 14 2.00 2.00 5.00 5.00 5.00Fire Systems Review Specialist 13 2.00 1.00 1.00 1.00 1.00Emergency Management Planner 13 1.00 1.00 1.00 1.00 1.00Executive Assistant 10 0.00 0.00 1.00 1.00 1.00Administrative Assistant 7 2.00 2.00 2.00 2.00 2.00Permit Technician 7 0.00 1.00 1.00 1.00 1.00


334 329 329

240

340314 314

151

0

200

400


Seco

nd

s

Average Emergency Call Response Time

Average EMS response time for first due to Priority 1 events (seconds)Average Fire response time for first due to Priority 1 events (seconds)

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DEVELOPMENT SERVICES


✓ Issued over 1,800 building permits for new construction totaling

almost one billion dollars of construction value in the 2019

calendar year

✓ Completed the 5-year ISO, Building Codes Effectiveness Grading

Schedule review and retained the impressive rating of five (5) for

residential and four (4) for commercial

✓ Since launching a Division-wide improvement and innovation

initiative in 2017, employees have saved over $213,000 in

taxpayer funds and eliminated over 8,250 annual hours of work

✓ Launched a comprehensive process mapping effort for the most

commonly used parts of McKinney’s development process aimed

at improving efficiency and customer satisfaction

✓ Continued work on implementing the OneMcKinney2040

Comprehensive Plan via the overhaul of the City’s development

regulations

✓ Continued to negotiate strategic public-private partnerships

aimed at stretching the City’s investment in public infrastructure

✓ Continued to resolve challenges associated with EnerGov, CSS, E-

Review and other software systems associated with the City’s land

management software system developed by Tyler Technologies,

Inc. in October of 2017


• Enhance the Level of Services Provided to Achieve Operational Excellence:

o Continue to provide continuous improvement/innovation training to all Division and city-wide

employees

o Continue to improve division-wide efficiency, performance and service levels by identifying

opportunities for new services and programs and continuously mapping, evaluating, and

improving processes throughout the Division

o Continue to improve predictability and clarity of the development process through the

implementation of a new online permit submittal guide software package and through

customer-improving modifications to the EnerGov land management system

MISSION STATEMENT

Our mission is to assist in

the safe, balanced,

efficient, visually appealing

and economically

sustainable physical

development within

McKinney’s ultimate

planning area. We also

provide the management,

leadership and

coordination between the

four departments in

Development Services.

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EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 750,901$ 837,903$ 931,908$ 890,740$ 857,300$ Supplies 12,603 53,979 61,610 61,610 11,060 Maintenance - - - - - Services/Sundry 26,776 26,688 28,085 28,085 28,635 Capital - - - - - Total 790,280$ 918,570$ 1,021,603$ 980,435$ 896,995$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Executive Director of Development Services D6 1.00 1.00 1.00 1.00 1.00Development Services Manager 22 1.00 1.00 1.00 1.00 1.00GIS Specialist 15 1.00 1.00 1.00 0.00 0.00Process Improvement Specialist 15 1.00 1.00 1.00 1.00 1.00Business Systems Specialist 15 0.00 1.00 1.00 1.00 1.00Business Intelligence Analyst 13 1.00 1.00 1.00 1.00 1.00Project Expeditor 12 1.00 1.00 1.00 1.00 1.00Executive Assistant 10 1.00 1.00 1.00 1.00 1.00Total 7.00 8.00 8.00 7.00 7.00

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PLANNING


✓ Continued implementation of ONE McKinney 2040

Comprehensive Plan, including creation of fiscal model and land

use development tracker, and completion of a year-one

amendment

✓ Completed major update to development process, Zoning

Ordinance, and Subdivision Ordinance in response to state law

changes within a 3-month period

✓ Completed two separate amendments to the McKinney Town

Center (MTC) Development Regulations in April 2019 and

February 2020

✓ Updated the Downtown Parking Study and initiated Downtown

Parking Rate Study

✓ Completed minor amendment to the Zoning Ordinance related to

screening requirements and the Board of Adjustments

✓ Completed Historic Home Recognition Program Calendar

✓ Continued work on the major update to the City’s development

codes, including completion of short-term priority amendments to

the zoning ordinance

✓ Administered Impact Fee Ordinances, including completion of

semi-annual reports and 2019 Impact Fee Update

✓ Updated the TIRZ #1 Project Plan and administration policy

✓ Received NCTCOG CLIDE Award and Texas APA Comprehensive

Plan Award for the ONE McKinney 2040 Comprehensive Plan

✓ Received 2019 Texas APA Recognition for Planning Excellence

✓ Facilitated development and redevelopment opportunities

✓ Continued staff training and cross-training


• Direction for Strategic and Economic Growth:

o Continue implementation of comprehensive plan

o Complete major overhaul of City’s development codes

o Continue to facilitate high-quality development in service-oriented manner

• Enhance the Quality of Life in McKinney:

o Initiate and complete Historic Resources Survey, pending funding

• Operational Excellence: o Continue to improve efficiency of the development process

o Continue to administer Impact Fee Ordinances, including implementation of new fees

o Maximize the operational efficiency of EnerGov software

o Continue to develop and administer staff and commission training programs

MISSION STATEMENT

The mission of the Planning

Department is to build a great

city. We serve the public

interest by facilitating

development and

redevelopment that align

with the goals and objectives

of the McKinney

Comprehensive Plan and

related policy documents. We

build upon McKinney’s history

while planning for the future.

We engage the public in land

use and policy

recommendations as a way to

understand and work towards

meeting the evolving needs of

the community.

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PLANNING


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 1,430,314$ 1,442,969$ 1,664,034$ 1,555,934$ 1,656,096$ Supplies 286,943 16,735 306,750 306,750 306,750 Maintenance 1,085 524 1,247 1,247 1,061 Services/Sundry 220,729 74,559 201,343 484,815 103,695 Capital - - - - - Total 1,939,071$ 1,534,787$ 2,173,374$ 2,348,746$ 2,067,602$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of Planning D5 1.00 1.00 1.00 1.00 1.00Assistant Director of Planning 24 0.00 1.00 1.00 1.00 1.00Planning Manager 20 3.00 2.00 2.00 2.00 2.00Landscape Architect 16 1.00 0.00 0.00 0.00 0.00Planner II 16 3.00 3.00 3.00 3.00 3.00GIS Planner 15 1.00 1.00 1.00 1.00 1.00Historic Preservation Officer 14 1.00 1.00 1.00 1.00 1.00Planner I 14 3.00 3.00 3.00 3.00 3.00Arborist 13 0.00 1.00 1.00 1.00 1.00Planning Technician, Senior 11 2.00 2.00 2.00 2.00 2.00Planning Technician 9 1.00 1.00 1.00 1.00 1.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Total 17.00 17.00 17.00 17.00 17.00

10 10 10 10

3 3 3 3

0

5

10

15


Day

s

Planning Case Reviews

Average Business Days to Review Initial Planning Case Submittals

Average Business Days to Review Subsequent Planning Case Submittals

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ENGINEERING


✓ Issued 80 development permits and 98 letters of final acceptance

✓ Reviewed 460 development construction drawing submittals

✓ Initiated 21 new capital improvement projects (4 combined

infrastructure, 2 drainage, 9 transportation, 6 utility)

✓ Completed construction of 4 new traffic signals, a new central

controller system and upgraded 8 signal controllers

✓ Completed construction of the rehabilitation of Natural Resource

Conservation Service Lake 4 and study of Warden Creek basin,

and initiated design of Lakes 15 and 16

✓ Completed construction of arterial roadway capacity projects

(Virginia Parkway, Redbud Boulevard, Various Intersection

Improvements)

✓ Completed construction of $12 million worth of replacement of

aging utility infrastructure and street paving generally east of US

75 and $2.5 million in pedestrian/walkability improvements in

Downtown McKinney

✓ Completed construction of the Redbud Water Pump Station and

continued construction of new water transmission mains

✓ Completed Infrastructure Asset Management CIP Planning

✓ Initiated construction of the Bloomdale Road Extension and

design of Wilmeth Road serving the City’s Northwest Sector

✓ Continued Stormwater Management Program (SWMP) industrial

inspections and submitted the annual report to TCEQ

✓ Updated and adopted water and wastewater master plans and

associated impact fee update


• Enhance the quality of life in McKinney:

o Complete design for the rehabilitation of NRCS Lakes 15 and

16

o Continue implementing the components of the approved

Stormwater Management Program (SWMP).

o Complete construction of 3 demonstration rain gardens

• Assist with the strategic and economic growth of the City:

o Complete design of 8 traffic signals, initiate construction of 8 traffic signals, and continue upgrading

traffic signal controllers

o Initiate construction of Wilmeth Road (Lake Forest to Hardin) and Collin McKinney Pkwy (Lake Forest

to Hardin)

o Complete construction of Louisiana Street Improvements within Downtown McKinney

MISSION STATEMENT

To provide consistent, effective,

accurate, respectful and prompt

technical, administrative and

financial information to assist

citizens, City Council, City

Administration and Staff,

appointed commissions,

developers, engineers,

contractors and others.

Professionally oversee the

planning, design and

construction of public

improvements that will be safe,

efficient and economical to

maintain. Deliver exemplary

service and retain a high level of

staff expertise in order to

provide essential utility services

for daily living, manage traffic

flow and the transportation

network, support economic

expansion, and serve as a

community information and

resource center with respect to

all infrastructure-related issues.

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ENGINEERING


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 2,865,725$ 3,008,025$ 3,343,551$ 3,099,880$ 3,337,117$ Supplies 73,064 81,538 60,950 66,525 58,667 Maintenance 25,671 28,599 41,898 41,648 35,971 Services/Sundry 141,252 192,836 283,944 281,144 296,140 Capital 61,407 - - 62,151 - Total 3,167,118$ 3,310,997$ 3,730,343$ 3,551,348$ 3,727,895$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of Engineering D5 1.00 1.00 1.00 1.00 1.00Assistant City Engineer E16 1.00 1.00 1.00 1.00 1.00CIP Manager E15 1.00 1.00 1.00 1.00 1.00Transportation Engineering Manager E15 1.00 1.00 1.00 1.00 1.00Engineering Development Manager E15 1.00 1.00 1.00 1.00 1.00Senior Engineer I E13 1.00 1.00 1.00 1.00 1.00Traffic Engineer E13 1.00 1.00 2.00 2.00 2.00Civil Engineer II E12 4.00 4.00 4.00 4.00 4.00Graduate Engineer I E6 1.00 1.00 1.00 1.00 1.00Construction Superintendent 19 1.00 1.00 1.00 1.00 1.00Chief Construction Inspector 16 1.00 1.00 1.00 1.00 1.00CIP Facilitator 12 1.00 1.00 1.00 1.00 1.00Erosion Control Inspector, Senior 12 1.00 1.00 1.00 1.00 1.00Construction Inspector 12 6.00 6.00 6.00 6.00 6.00Construction Technician 11 0.00 1.00 1.00 1.00 1.00Erosion Control Inspector 9 3.00 3.00 3.00 4.00 4.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Staff Specialist 5 1.00 1.00 1.00 1.00 1.00Total 27.00 28.00 29.00 30.00 30.00

1310 10 10

0

5

10

15


Day

s

Civil Plan Reviews

Average Number of Business Days to Review Civil Plans

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BUILDING INSPECTIONS


✓ Completed the annual multi-family / hotel exterior inspections of 960

buildings

✓ Completed the 5-year ISO, Building Codes Effectiveness Grading

Schedule review and retained the impressive rating of five (5) for

residential and four (4) for commercial

✓ Completed the 3-year IAS Re-assessment for continued accreditation

under AC251 standards

✓ Completed 48 hours of internal training on regulations and processes

for 95% of staff, to ensure the continuous Improvement on internal

and external communication of the adopted regulations and processes

✓ Obtained new ICC certification for 12 employees and State Plumbing

license for two (2) employees and renewed all employee certifications

and licenses

✓ Held eight (8) builder/developer/contractor meeting, two code-related

presentations to development organizations and four community

outreach discussions with the public

✓ Conducted 45,000 residential and commercial inspections

✓ Conducted 2,700 residential and commercial plan reviews

✓ Maintained 100% inspection request completion within 24 hours of request

✓ Permitted commercial projects values at approximately 560 million

✓ Permitted residential projects valued at approximately 490 million


• 2C Operational Excellence – Identify opportunities for internal efficiencies and continuous improvement

to affect a high performing organizational culture:

o Continue meeting the plan review goals for new residential and commercial permits

o Hold at least six (6) builder/developer/contractor meeting, two (2) code-related presentations

to development organizations and at least four (4) community outreach discussions

o Maintain 100% inspection request completion within 24 hours of request

• 6A Safe and Secure Community – Maintain meaningful public safety performance measures:

o Complete the annual multi-family / hotel exterior inspections of approximately 1,000 buildings

• 6B Safe and Secure Community – Pursue and maintain the highest Insurance Services Office (ISO) fire

and building classification:

o Actively increase the training and certification of employees in order to comply with ISO and IAS

requirements to meet the Council Objectives and Building Inspection KPI’s

o Maintain the 95% attendance for the weekly one-hour, internal training meetingsActively

increase the training

MISSION STATEMENT

To ensure safe, high

quality development

and construction in

McKinney with

exceptional permit and

inspection procedures

while offering

exceptional customer

service.

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BUILDINGINSPECTIONSActual Actual Original EOY Estimate Adopted

EXPENDITURES FY 17‐18 FY 18‐19 FY 19‐20 FY 19‐20 FY 20‐21Personnel 2,725,721$ 2,861,957$ 3,026,184$ 2,944,522$ 2,989,378$ Supplies 55,808 44,020 42,339 44,589 43,257 Maintenance 28,244 27,057 36,380 36,380 33,801 Services/Sundry 59,400 49,602 87,169 82,169 61,827 Capital 52,073 26,366 ‐ ‐ ‐ Total 2,921,245$ 3,009,001$ 3,192,072$ 3,107,660$ 3,128,263$


STAFFING Grade FY 17‐18 FY 18‐19 FY 19‐20 FY 19‐20 FY 20‐21Chief Building Official D3 1.00 1.00 1.00 1.00 1.00Assistant Building Official 20 1.00 1.00 1.00 1.00 1.00Chief Plans Examiner 16 1.00 1.00 1.00 1.00 1.00Chief Building Inspector 16 2.00 2.00 2.00 2.00 2.00Plans Examiner, Senior 14 1.00 1.00 1.00 1.00 1.00Combination Building Inspector, Senior 14 2.00 2.00 2.00 2.00 2.00Plans Examiner 12 5.00 5.00 5.00 5.00 5.00Combination Building Inspector 12 13.00 14.00 14.00 14.00 14.00Permit Technician Supervisor 12 1.00 1.00 1.00 1.00 1.00Administrative Assistant 7 1.00 1.00 2.00 2.00 2.00Permit Technician 7 3.00 3.00 3.00 3.00 3.00Total 31.00 32.00 33.00 33.00 33.00


Average Business Days to Review Initial Commercial Permits * 36 17 17 10Average Business Days to Review Single Family Residential Permits

11 5 5 3

Average Business Days to Review Subsequent Commercial Permits

18 7 7 2

vg from web (file is wrong, had .65 & .71)

* FY18 high due to conversion to new Energov system

115 5

3

3617 17

10

05

10152025303540


Days

Days to Review: Initial Commercial vs Residential

Average Business Days to Review Single Family Residential PermitsAverage Business Days to Review Initial Commercial Permits *

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CODE SERVICES


✓ Conducted 153 animal cruelty investigations

✓ Conducted 201 animal bite investigations

✓ Responded to 582 wildlife complaints

✓ Conducted 2,662 food establishment inspections

✓ Conducted 352 swimming pool inspections

✓ Continued to enhance visual appearance of major thoroughfares

by increased nuisance sign abatement efforts

✓ Submitted 167 mosquito samples for testing for West Nile Virus

✓ Established risk-based, analytic approach to food safety

inspections

✓ Performed 110 Food Establishment plan reviews

✓ Began enforcing International Property Maintenance Code (IPMC)

✓ Enforced 350 IPMC violations

✓ Increased public outreach through four educational videos


• Enhance the Level of Services to Achieve Operational Excellence

o Maintain one business day response time to any citizen

complaint

o Achieve a target goal of 70% proactively established code

compliance

o Implement a proactive commercial education and enforcement program

o Increase community awareness of code compliance through continued PSAs with

communication and marketing

• Enhance the Quality of Life in McKinney

o Increase mosquito sample submission by 10%

o Inspect 80% of permitted Temporary Food Establishments

o Decrease number of animals impounded by 5% through education and enforcement

o Enforce 350 IPMC violations

o Dispatch Animal Control staff using real-time GIS application

• Review and update code service ordinances

MISSION STATEMENT

To ensure and preserve the

integrity of neighborhood

and commercial

developments by

consistent and proactive

code enforcement

procedures, encompassing

food safety, animal control,

zoning, signage, and

nuisance abatement while

providing a high level of

customer service.


Animal Sheltering Contract $412,408

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CODE SERVICES


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 1,607,551$ 1,587,922$ 1,779,167$ 1,726,448$ 1,781,509$ Supplies 61,682 44,640 70,340 65,840 54,935 Maintenance 25,791 27,088 32,840 32,090 28,539 Services/Sundry 399,645 519,727 628,704 561,868 602,060 Capital 52,479 - 33,842 33,842 - Total 2,147,148$ 2,179,377$ 2,544,893$ 2,420,088$ 2,467,043$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of Code Services D2 1.00 1.00 1.00 1.00 1.00Health Compliance Manager * 19 0.00 0.00 0.00 1.00 1.00Code Enforcement Manager * 19 0.00 0.00 0.00 1.00 1.00Animal Control Manager * 17 0.00 0.00 0.00 1.00 1.00Health Compliance Supervisor * 17 1.00 1.00 1.00 0.00 0.00Code Enforcement Supervisor * 16 1.00 1.00 1.00 0.00 0.00Animal Control Supervisor * 15 1.00 1.00 1.00 0.00 0.00Environmental Health Specialist 12 3.00 3.00 3.00 3.00 3.00Code Enforcement Officer 10 5.00 5.00 6.00 6.00 6.00Animal Control Officer 9 5.00 5.00 5.00 5.00 5.00Administrative Assistant 7 2.00 2.00 2.00 2.00 2.00Code Enforcement Tech (Part-time .5 FTE) 3A 0.50 0.50 0.50 0.50 0.50

* Position(s) reclassed in FY 19-20.Total 19.50 19.50 20.50 20.50 20.50


% of Code Complaints Investigated within 1 Business Day 99% 99% 99% 100%

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PUBLIC WORKS ADMINISTRATION


• Completed Public Works Department Leadership Restructure

• Collaborated with Engineering to update the Water and

Wastewater Masterplans

• Collaborated with Engineering on developing an Integrated Risk

Based Prioritization Plan for infrastructure renewal

• Updated the Capacity, Management, Operations and Maintenance

(CMOM) document

• Completed the John & Judy Gay Library Expansion & Renovation

• Completed Public Safety Building Phase V and Shell Space

• Completed Fire Station #10

• Completed Development Services reconfigurations

• Completed City Hall restrooms upgrade

• Completed an emergency Stonebridge Lift Station repair

• Collaborated with Engineering to repair 52,850 linear feet of

existing sidewalk

• Collaborated with Engineering to complete 11,203 linear feet of

new sidewalk

Completed the Bois d’Arc stormwater system rehabilitation and the Collin McKinney/121 creek

detention pond rehabilitation


• Develop a comprehensive Solid Waste Management Strategic Plan

• Present a Liquid Waste Ordinance to City Council for adoption

• Develop and implement a comprehensive management pavement study

• Implement a Computerized Maintenance Management System

• Continue Asset Management program development

• Authorize a new license agreement for placing antenna facilities on elevated storage tanks

• Begin design and construction of Fire Station #11

• Begin process in site planning, design, and development of a new McKinney Municipal Center

• Continue McKinney Municipal Service Center Master Plan Project

• Continue construction of Redbud Pump Station and troubleshooting of the pumping system

• On-going accessibility improvements for existing non-compliant City facilities

• Reduce overall average of un-billed and unaccounted for water loss in McKinney by 1%

• Decrease the number of dry weather sanitary sewer overflows by 5%

• Construct 6,000 linear feet of new sidewalk and repair or replace 4,000 linear feet of existing sidewalk

• Continue required maintenance and rehabilitation of the City’s stormwater conveyance system in

accordance with the stormwater permit requirements

• Complete Trinity View Drive stormwater system rehabilitation and repair and install new gabions at

Howell St. and White St.

MISSION STATEMENT

The mission of the Public

Works Administration

Department is to operate

and to maintain the City of

McKinney’s essential

infrastructure and services

through solutions that

exceed expectations.

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PUBLIC WORKS ADMINISTRATION


EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 346,008$ 432,500$ 457,845$ 444,832$ 443,757$ Supplies 3,082 1,956 2,873 2,873 2,873 Maintenance 1,848 5,544 - - - Services/Sundry 40,601 20,833 18,655 18,655 21,327 Capital - - - - - Total 391,539$ 460,833$ 479,373$ 466,360$ 467,957$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of Public Works + D5 0.25 0.25 0.25 0.25 0.25Assistant Director of Public Works + 24 0.25 0.25 0.25 0.25 0.25Public Works Analyst 15 1.00 1.00 1.00 1.00 1.00ADA & Franchise Utilities Coordinator 15 1.00 1.00 1.00 1.00 1.00Executive Assistant 10 2.00 2.00 2.00 2.00 2.00

+ Position(s) funded by GF 25%, Water Fund 25%, Solid Waste Fund 25% and Surface Water Drainage Fund 25%.Total 4.50 4.50 4.50 4.50 4.50

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BUILDING & EQUIPMENT SERVICES


✓ Maintained an extensive routine preventive maintenance

program for both City and Airport facilities

✓ Maintained and provided 100% emergency service for all after

hour maintenance needs

✓ Completed over 3,500 scheduled emergency repairs and work

requests citywide

✓ Enhanced the HVAC Energy Management Automation System

Control Room and provided operational training to

maintenance staff

✓ Designed and constructed an onsite secure office to maintain

and monitor city key systems

✓ Upgraded Numix workorder system to provide easier and

additional informational to the end user

✓ Assisted Airport staff with implementing stand-alone key

system for Airport Facilities

✓ Completed all capital asset replacement and

improvement projects (Over $770,000)

✓ Upgraded the HVAC controls and the energy automation systems at the John & Judy Library to

accommodate new construction and remodel

✓ Replaced 29 HVAC units

✓ Replaced 7 ice machines

✓ Replaced 95 exterior pole light fixtures

✓ Completed painting projects

✓ Replaced double door and sidelights at the MPAC ADA ramp entrance.

✓ Replaced 9 water heaters and boilers

✓ Completed selected plumbing upgrades

✓ Replaced 3 facility entrance gate systems

✓ Replaced or Repaired roof systems at 6 city facilities


• Maintain all City Buildings to the desired level of service

o Respond to all workorders within one business day and complete within four business days

• Ensure public health and safety at public buildings

o Manage facility temperature and air quality by keeping facilities within a normal operating

temperature range of 70-74 degrees Fahrenheit

o Receive an annual air quality report result of “normal” for critical city facilities

o Provide emergency response service 24 hours a day, seven days a week, within 45 minutes of

notification

MISSION STATEMENT

Provide professional,

technical and non-technical

services for all City facilities

in the areas that include

employee comfort and

safety, energy

management, facility

maintenance and repair,

office construction and

custodial services.

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EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Personnel 1,090,614$ 1,157,237$ 1,435,847$ 1,351,254$ 1,423,003$ Supplies 105,045 125,349 97,488 127,488 100,988 Maintenance 198,293 118,214 185,458 175,458 181,680 Services/Sundry 978,785 867,969 1,080,229 1,045,487 1,137,052 Capital 96,063 73,702 - 14,742 - Total 2,468,800$ 2,342,471$ 2,799,022$ 2,714,429$ 2,842,723$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Building & Equipment Services Manager 20 1.00 1.00 1.00 1.00 1.00Facility Operations Supervisor 15 1.00 2.00 2.00 2.00 2.00Facilities Construction Coordinator 14 0.00 1.00 1.00 1.00 1.00Project Scheduler 11 1.00 0.00 0.00 0.00 0.00Maintenance Specialist 8 11.00 11.00 11.00 11.00 11.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Maintenance Worker 4 0.00 1.00 2.00 2.00 2.00Custodian 2 0.00 1.00 1.00 1.00 1.00Total 15.00 18.00 19.00 19.00 19.00


Emergency Generator Maintenance 98 172 168 168

Facilities HVAC Maintenance Performed 1,155 1,638 1,392 1,392

Facilities Roof Maintenance 227 265 384 384

Facilities Maintenance Painting 19 17 12 12

Facilities Carpet and Flooring Replacement 1 0 4 4

Facilities Work Order Responsiveness 3 4 3 3

98 172 168 168

1,155

1,638

1,392 1,392

227 265384 384

0

500

1,000

1,500

2,000


Maintenance Performed

Emergency Generator Maintenance Facilities HVAC Maintenance Performed

Facilities Roof Maintenance


Facility Maintenance Costs $1,267,291

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STREET AND TRAFFIC CONTROL

STREET MAINTENANCE FY 2019-20 Accomplishments:

✓ Maintained 1,698 lane miles of streets and 75 miles of alleys

✓ Completed 9,887 square yards of concrete repair

✓ Completed 37,267 square yards of asphalt maintenance

✓ Inspected and repaired over 6,500 franchise utility cuts

✓ Supervised outsourced projects: 6,000 square yards of contracted

concrete repair

✓ Collected field data to update the street and alley GIS database

✓ Completed 8,536 linear feet of sidewalk repair

FY 2020-21 Objectives: • Continue daily inspection of 6,800 franchise utility permits

• Inspect and repair 6,800 permitted franchise utility cuts

• Update the GIS database monthly with newly developed

subdivisions, field data, streets, alleys, and sidewalks

• Repair over 10,000 square yards of concrete pavement annually

• Repair over 20,000 square yards of asphalt streets and alleys

• Sweep 3,071.5 miles annually

• Repair 10,000 linear feet of sidewalk

• Repair 90% of Water/Wastewater utility cuts within one week

TRAFFIC CONTROL & STREET LIGHTING FY 2019-20 Accomplishments:

✓ Maintained 93 traffic signals

✓ Maintained 800 streetlights

✓ Maintained over 21,000 signs

✓ Provided line locations for all City maintained streetlights and traffic signals

✓ Installed 30 PTZ cameras

✓ Expanded Traffic Network Fiber and connected the Alma Water Tower

FY 2020-21 Objectives: • Continue traffic signal maintenance

• Update monthly the GIS sign database to include newly developed subdivisions

• Install PTZ cameras at 10 remaining locations

• Continue to provide line locations for City maintained street lights and traffic signals

MISSION STATEMENT

The Street and Traffic

Control Department

provides timely and

effective maintenance and

construction of the street

system, traffic signals,

streetlights, and drainage

system to ensure safe

travel and flood control for

the public.


Pavement Condition Assessment Study $288,000

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STREET AND TRAFFIC CONTROL



Personnel 3,071,117$ 3,216,686$ 3,405,110$ 3,269,467$ 3,509,052$ Supplies 204,311 234,063 271,734 261,759 272,889 Maintenance 1,061,793 928,462 1,697,264 1,287,264 1,346,190 Services/Sundry 4,141,446 4,249,819 4,066,670 4,126,670 4,562,928 Capital 109,977 59,331 126,978 370,228 149,090 Total 8,588,644$ 8,688,361$ 9,567,756$ 9,315,388$ 9,840,149$



Street/Drainage Superintendent + 20 0.50 0.50 0.50 0.50 0.50Traffic Signal Supervisor 15 1.00 1.00 1.00 1.00 1.00Traffic Signs & Markings Supervisor 15 1.00 1.00 1.00 1.00 1.00Street Supervisor ++ 14 1.00 1.50 1.50 2.00 2.00Project Scheduler + 11 0.50 0.00 0.00 0.00 0.00Street Inspector 11 3.00 4.00 4.00 4.00 4.00GIS Technician 11 1.00 1.00 1.00 1.00 1.00Maintenance Crew Leader 11 6.00 5.00 5.00 5.00 5.00Traffic Signal Technician, Senior 11 3.00 3.00 3.00 3.00 3.00Traffic Signal Technician * 9 1.00 1.00 1.00 1.00 2.00Inventory Specialist 8 0.00 0.00 0.00 1.00 1.00Administrative Assistant 7 2.00 2.00 2.00 2.00 2.00Maintenance Technician 6 20.00 20.00 23.00 22.00 22.00

* Position(s) added in FY 20-21.** Position(s) reclassed in FY 19-20.+ Position(s) funded by GF 50% and Surface Water Drainage Fund 50%.++ One position no longer split funded in FY 19-20, funded 100% GF.Total 40.00 40.00 43.00 43.50 44.50


Asphalt Pavement Repairs (Sq Yds) 10,201 16,161 13,200 13,200

Concrete Pavement Repairs (Sq Yds) 2,703 7,414 9,960 9,960

Sidewalk Repairs (Linear Feet) 7,589 5,854 8,760 8,760

Street Sweeping - Arterial Street Swept (Lane Miles) 6,204 2,798 11,160 11,160

Street Sweeping - Residential 1,453 1,760 1800 1800

Utility Cut Repair Time 162 203 288 288

10,201

16,161

13,200 13,200

2,703

7,414

9,960 9,960

0

5,000

10,000

15,000

20,000


Squ

are

Yar

ds

Street Repairs

Asphalt Pavement Repairs (Sq Yds) Concrete Pavement Repairs (Sq Yds)

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✓ Completed Construction of National Fitness Court at Bonnie Wenk

✓ Completed Expansion of The Courts Tennis Complex

✓ Completed Construction of Park Amenities and Maintenance Building at

Gabe Nesbitt Park

✓ Completed Design of Prestwyck Park

✓ Completed Improvement to the Oak Hollow Golf Course

✓ Completed Playground and Pavilion Renovations at Eubanks, McKissick

and Hilltop Parks

✓ Completed Master Plans for Craig Ranch Soccer Complex, Gabe Nesbitt

Park, Old Settler’s Park, Al Ruschhaupt, EA Randles, Winniford, WB Finney,

Falcon Creek, Mary Will Craig, North Park, Murphy and Wattley Parks

✓ Completed Construction of various Median Landscape Projects

✓ Completed Improvements to the Juanita Maxfield Aquatic Center

✓ Completed Construction of George Webb Park

✓ Completed MUSCO Remote Lighting System Upgrades to all Existing Sports

Field Lights

✓ Completed Installations for MUSCO Lights to Al Ruschhaupt Phase 2 and

New Scoreboards at all Baseball and Softball Fields.

✓ Began Construction of Finch Park Phase IV, Cottonwood Park, Senior

Recreation Center Renovations, and Old Settlers Recreation Center

Renovations

✓ Began Design of Indoor Tennis at Gabe Nesbitt, Apex Centre Expansion, and Master Plan for the Craig Ranch Soccer

Complex

✓ Began Cost Recovery Analysis of Entire Department

✓ Began Development of a Department Wide Marketing Plan

✓ Began Sponsorship Evaluation Project


• Implement the Parks, Recreation, Trails and Open Space Master Plan

• Identify priorities for growth and prepare a short term, mid-term and long-term plan to address growth in

acquiring and developing parks, facilities, trails and open space acres

• Explore opportunities to leverage the City’s assets by partnering with others

• Coordinate with other departments to streamline Citywide operational and maintenance services

• Evaluate departmental operations and implement change to advocate utilization of best practices in performing

virtually all areas of service

• Ensure the benefit of expending funds for park capital projects is achieved by providing adequate resources

necessary for maintenance of those assets

• Strategically plan for growth and development in a manner that minimizes the demand of future resources

• Consider and seek partnerships with outside agencies including other departments, businesses, special interest

groups and non-profits

• Seek and Solicit Alternate Methods of Funding Priority Projects

• Establish Priorities Included in the Parks, Recreation, Trails and Open Space Master Plan

• Prepare and Implementation Strategy to Address Priority Projects

MISSION STATEMENT

It is the mission of the

Parks and Recreation

Department to provide

every citizen of McKinney

with an equal opportunity

for safe recreational and

cultural activities within a

network of parks,

recreation centers and

greenways that preserves

and protects the region's

natural resources.

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1 to 25 1 to 25 1 to 25

1 to 20

-

5

10

15

20

25

30


Acres Maintained Per Employee

Developed Acres per Park Maintenance Employee

City Council Goal 5: Enhance the Quality of Life in McKinney, Operational Excellence




Personnel 6,105,195$ 6,671,650$ 7,690,931$ 7,347,874$ 7,837,794$ Supplies 764,571 746,010 702,257 711,417 718,373 Maintenance 273,265 228,455 303,217 294,967 313,169 Services/Sundry 2,197,374 1,310,372 1,605,358 1,599,448 1,626,304 Capital 160,299 170,961 148,100 148,100 158,369 Total 9,500,705$ 9,127,448$ 10,449,863$ 10,101,806$ 10,654,009$



Director of Parks & Recreation D5 1.00 1.00 1.00 1.00 1.00Assistant Director of Parks & Recreation 24 1.00 1.00 1.00 1.00 1.00Parks Planning & Development Manager 21 1.00 1.00 1.00 1.00 1.00Parks Planning Manager 20 1.00 1.00 1.00 1.00 1.00Parks Superintendent 19 1.00 1.00 1.00 1.00 1.00Recreation & Events Supervisor 17 0.00 1.00 1.00 1.00 1.00Parks Planner II 16 0.00 0.00 1.00 1.00 1.00Aquatics Supervisor 14 1.00 1.00 1.00 1.00 1.00Parks Maintenance Supervisor 14 4.00 4.00 4.00 4.00 4.00Recreation Center Supervisor 14 3.00 2.00 2.00 2.00 2.00Athletics Supervisor 14 1.00 1.00 1.00 1.00 1.00Parks Planner I 14 1.00 1.00 1.00 1.00 1.00Assistant Recreation Center Supervisor 12 1.00 1.00 1.00 1.00 1.00Assistant Aquatics Supervisor ** 12 0.00 2.00 2.00 1.00 1.00Aquatics Recreation Specialist 12 2.00 0.00 0.00 0.00 0.00Maintenance Crew Leader 11 3.00 3.00 3.00 8.00 8.00Aquatics Coordinator ** 10 0.00 0.00 0.00 1.00 1.00Recreation Coordinator 10 4.00 6.00 6.00 6.00 6.00Recreation Specialist 10 1.00 0.00 0.00 0.00 0.00Athletic Specialist 10 1.00 1.00 1.00 1.00 1.00Executive Assistant 10 1.00 1.00 1.00 1.00 1.00Maintenance Specialist 8 2.00 2.00 2.00 3.00 3.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Customer Service Representative 6 2.00 2.00 2.00 2.00 2.00Maintenance Technician 6 15.00 22.00 24.00 26.00 26.00Pool Manager 5 0.00 1.00 1.00 1.00 1.00Maintenance Worker 4 24.00 22.00 22.00 14.00 14.00Staff Assistant 4 1.00 2.00 2.00 2.00 2.00Building Attendant 4 0.00 0.00 0.00 1.00 1.00Custodian 2 3.00 3.00 3.00 3.00 3.00Part-time and Seasonal Staff * N/A 30.50 32.00 33.00 32.50 34.00

* Position(s) added in FY 20-21.** Position(s) reclassed in FY 19-20.Total 106.50 116.00 120.00 120.50 122.00

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LIBRARY


✓ Hosted 20 programs showcasing cultural heritage and local history

✓ Created a full slate of online, virtual library programs.

✓ Developed procedures for curbside holds pickup.

✓ Partnered with outside organizations to provide cultural events

and programming.

✓ Expanded John and Judy Gay Branch Library.

✓ Developed a self-guided walking tour of Downtown McKinney.


• Provide a minimum of 24 cultural and local history programs.

• Expand on the walking tour to create additional local history programs.

• Increase teen and adult volunteer hours by 25%.

• Increase outreach services by 25%.

MISSION STATEMENT

We serve our community

by providing access to

materials and experiences

that educate, inform, and

entertain.

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Don't use (web different from report)

19 21 21 18

36 39 39 37

8 6 6

15

-

10

20

30

40

50


Program Attendance

Adult Program Children's Program Teen Program

1.85 1.79 1.79 1.54

0.39 0.46 0.46 0.29

-

0.50

1.00

1.50

2.00


Registered Borrower Activity

Checkouts Per Registered Borrower

Library Visits Per Registered Borrower

City Council Goals 2 & 5: Operational Excellence, Enhance the Quality of Life in McKinney

LIBRARY



Personnel 2,725,365$ 2,822,640$ 3,086,899$ 3,001,194$ 3,107,560$ Supplies 464,606 633,723 491,350 483,480 475,150 Maintenance 1,365 897 2,364 2,364 1,768 Services/Sundry 322,069 156,487 173,002 180,722 204,628 Capital - - - - - Total 3,513,405$ 3,613,747$ 3,753,615$ 3,667,760$ 3,789,106$



Director of Libraries D5 1.00 1.00 1.00 1.00 1.00Library Branch Manager 19 3.00 3.00 3.00 3.00 3.00Librarian Supervisor 17 2.00 2.00 2.00 2.00 2.00Librarian II 13 2.00 2.00 2.00 2.00 2.00Librarian I 12 4.00 5.00 6.00 6.00 6.00Librarian, Part-Time 12B 0.00 0.50 0.50 0.50 0.50Library Technician, Senior 9 4.00 4.00 4.00 4.00 4.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Library Technician 7 11.00 11.00 11.00 11.00 11.00Library Technician (Part-time .5 FTE) 7A 2.00 2.00 2.50 2.50 2.50Library Assistant 5 3.00 3.00 3.00 3.00 3.00Library Assistant (Part-time .4 FTE) 5A 4.80 4.80 5.20 5.20 5.20Building Attendant * 4 0.00 0.00 0.00 0.00 1.00Library Courier (Part-time .4 FTE) 4A 0.80 1.20 1.20 1.20 1.20Library Shelvers (Part-time .4 FTE) 4A 2.40 2.40 2.40 2.40 2.40


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OTHER GOVERNMENTAL FUNDS

Other Governmental Funds are comprised of all the nonmajor governmental

funds. These include Special Revenue Funds which are used to account for

revenues derived from specific taxes, fees, donations, intergovernmental grants

and transfers from other funds, and are designated to finance particular functions

or activities for the City.


❖ Community Housing Fund

❖ Community Development Block

Grant Fund

❖ Grants Fund

❖ Hotel / Motel Fund

❖ Law Enforcement Fund

❖ Library Gift Fund

❖ Law Enforcement Donations Fund

❖ Fire Department Donations Fund

❖ PEG Cable Channel Fund

❖ Veterans Memorial Fund

❖ Urban Transit District

❖ Tax Increment Reinvestment Zone 1

– Town Center

❖ Tax Increment Reinvestment Zone 2

– Airport

❖ County ILA Covid Response Fund

Other Governmental Funds ❖ Fleet Maintenance Fund

❖ MPAC Fund

❖ Main Street Fund

❖ Aquatic & Fitness Center Fund

❖ Capital Equipment Replacement

Fund

❖ Public Art Fund

❖ Disaster Relief Fund

❖ Governmental Funds for Capital

Projects and Debt Service are

shown in their respective section

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COMMUNITY HOUSING FUND Fund Summary

The Community Housing Fund directs and facilitates the production and

preservation of affordable single-family housing and furthering

sustainable communities throughout the City of McKinney. Funding

sources include Federal and State grant programs. More information on

housing is on the City’s website.


✓ Assisted three families to achieve their dream of homeownership

by providing down payment and/or closing cost assistance

✓ Enhanced the quality of life by providing home repair to 6 low to

moderate income families

✓ Enhanced quality of life by reconstructing a new home for low to

moderate income owner occupied family living in substandard

housing

✓ Enhanced quality of life by increasing accessibility and eliminating hazardous conditions for two Persons

with Disabilities low to moderate income families

✓ Assisted 11 families with rental assistance and achieving self-sufficiency

✓ Created the Property Maintenance Program (PMP) and partnered with MCDC for funding

✓ Assisted 5 households with property maintenance repair for IPMC compliance

✓ Served as staff liaison to the McKinney Housing Finance Corporation

✓ Public/Private partnership with MHFC and NRP to develop attainable housing for 205 households

✓ MHFC Issued bonds for Kinwood Apartments in the amount of $30 million for the Acquisition and

Rehabilitation of 200 units

✓ Assisted 5 families with SETH 5 Star Texas Advantage Program by providing a maximum of 6% in down

payment and closing costs assistance for homebuyers in the form of a gift


• Target Housing Rehabilitation program to post-1990 neighborhoods

• Assist ten (10) homeless families to achieve financial stability through 24 months of case management

and rental assistance (HOME Tenant Based Rental Assistance (TBRA)

• Assist three (3) families with down payment and closing-cost assistance (HOME Investment Partnership

Homebuyers Assistance (HBA)

• Reconstruct homes of two (2) families in severely substandard housing (Owner Occupied Reconstruction

(HRA)

• Complete fifteen (15) home rehabilitations through the CDBG funded housing rehabilitation program

• Assist ten (10) property maintenance repairs through the PMP program funded by MCDC

• Serve as primary contact for affordable home builders and developers

• Serve as the staff liaison for the McKinney Housing Finance Corporation

MISSION STATEMENT

To direct and facilitate the

production and

preservation of housing

that provides affordable

options for a diversified

workforce throughout the

City of McKinney.

https://www.mckinneytexas.org/155/Housing-Community-Development

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COMMUNITYHOUSINGFUND


STATEMENT OF REVENUES AND EXPENDITURES FY 17‐18 FY 18‐19 FY 19‐20 FY 19‐20 FY 20‐21REVENUESIntergovernmental 122,631$ 58,006$ 447,200$ 597,200$ 447,200$ Interest Income 425 484 2,000 800 ‐ Other Income 22,316 ‐ 15,000 15,000 15,000 Transfers from Other Funds ‐ 13,200 ‐ ‐ ‐ Total Revenues 145,372$ 71,690$ 464,200$ 613,000$ 462,200$

EXPENDITURESPersonnel ‐$ ‐$ ‐$ ‐$ ‐$ Supplies ‐ ‐ ‐ ‐ ‐ Maintenance ‐ ‐ ‐ ‐ ‐ Services/Sundry 133,233 73,873 483,700 633,700 483,700 Capital ‐ ‐ ‐ ‐ ‐ Total Expenditures 133,233$ 73,873$ 483,700$ 633,700$ 483,700$

NET INCOME 12,139 (2,183) (19,500) (20,700) (21,500) BEGINNING FUND BALANCE 94,407 106,545 90,375 104,362 83,662 ENDING FUND BALANCE 106,545$ 104,362$ 70,875$ 83,662$ 62,162$

PERFORMANCE MEASURE FY18 Actual FY19 Actual FY20 Estimate FY21 Target

Homebuyers Assisted Through HBA Program 2 52 12 12Emergency Repairs 1 2 10 10Single Family Reconstructions 1 1 2 2Single Family Rehabilitations 2 5 8 8Single Family Rehabilitations in Progress 5 10 8 8Single Family Reconstructions in Progress 2 7 4 4

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COMMUNITY DEVELOPMENT BLOCK GRANT FUND

Fund Summary

The CDBG Fund affords the city impactful resources for Housing, Community Development, and Public Services to benefit residents. The CDBG grant is a federally funded, formula-based grant, allocated by the U.S. Department of Housing and Urban Development (HUD) to cities with populations greater than 50,000. Funds must be used to benefit eligible McKinney residents and meet at least one National Objective. Use of funds may include public service activities, rehabilitation of existing housing, education, health services, counseling, homelessness and homeless prevention, youth services, and supportive development of affordable housing. Funding sources include Federal, State and

Local grant programs. More information on the CDBG program is located on the City’s website.


✓ Successful administration, compliance, and internal controls of CDBG

grant and programs, with combined allocation of program year 2019

funds $761,993 and prior year grant funds.

✓ Successful approval of the City’s FY18-19 year-end performance report

(CAPER) from the U.S. Department of Housing and Urban Development.

✓ CDBG Funded 7 nonprofit agencies, impacting more than 600 McKinney

residents directly with public services; Successful administration of the City’s Community Support Grant,

general funds of $139,700, leveraged to provide additional nonprofit public services and city’s utility

assistance to residents

✓ Funded 8 home repairs to benefit low-to moderate homeowners under the city’s housing rehabilitation

program;

✓ Staff Liaison, Community Grants Advisory Commission (CGAC)

✓ New program creation, McKinney LIFT, program partnership with landlords to provide residents with

affordable housing resources and assist renters to avoid homelessness due to COVID-19 impact

✓ Public engagement meetings, including public hearings with over 300 residents

✓ Implemented fair housing public education with apartment managers, realtors and residents on fair housing

rights and resources impacted by foreclosures, evictions or tenant rights

✓ Representation, National Community Development Association

✓ Responsive review to citizen concerns and inquiries

✓ Census 2020 Coordinator, successful outreach campaign to encourage community partnerships and resident

participation in the U.S. decennial census.


• Continued successful administration - CDBG and Community Support grant programs (over $900,000 in

combined funding) to benefit McKinney residents. Completion of city’s Housing and Consolidated Plan 2020-

2024 and Analysis of Impediments

• Continued performance delivery to citizens and funded agencies; program development to strengthen

knowledge and expansion of program delivery. Community engagement with public, city departments, and

city council on grant funded programs and activities. Expansion of new programs to meet outcomes of

Consolidated Planning

MISSION STATEMENT

McKinney’s Community

Development Block Grant

serves as the as the city’s

resilient investment resource

for Community Development,

Housing, and Public Services

which delivers quality of life

outcomes to benefit

residents, with community

impact strategies and

leveraged resources.


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COMMUNITY DEVELOPMENT BLOCK GRANT FUND


STATEMENT OF REVENUES AND EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21REVENUES

Federal Grants 737,032$ 708,588$ 1,295,641$ 1,151,957$ 1,447,618$ Total Revenues 737,032$ 708,588$ 1,295,641$ 1,151,957$ 1,447,618$

EXPENSESPersonnel 285,872$ 244,944$ 250,914$ 250,914$ 261,954$ Supplies 4,504 1,074 1,100 1,100 2,000 Maintenance 139 61 750 750 750 Services/Sundry 446,517 455,414 1,042,877 899,193 1,182,914 Capital - 7,095 - - -

Transfers to Other Funds - - - - - Total Expenditures 737,032$ 708,588$ 1,295,641$ 1,151,957$ 1,447,618$

NET INCOME - - - - - BEGINNING FUND BALANCE - - 66,598 - - ENDING FUND BALANCE -$ -$ 66,598$ -$ -$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Community Services Administrator 17 1.00 1.00 1.00 1.00 1.00Community Services Coordinator + 11 0.40 0.00 0.00 0.00 0.00Housing Services Coordinator 11 1.00 1.00 1.00 1.00 1.00Housing Inspector 10 1.00 1.00 1.00 1.00 1.00

+ Position(s) funded by GF-Housing & Community Development 100% - FY18-19.Total 3.40 3.00 3.00 3.00 3.00


# persons - Citizen participation activities 410 400 1,780 500

# citizen participation programs presented 14 9 10 5

# of sub recipient grants distributed 7 7 7 7

# of home rehab repairs funded 10 8 5 10

# of Persons Served (Total) 596 1,114 664 560

# of persons served - senior services 177 329 192 150

# of persons served - youth services 0 0 0 0

# of persons served - transportation services 0 0 0 0

# of persons served - health services 0 100 0 0

# of persons served - abused/neglected spouses 0 40 41 10

# of persons served - abused/neglected children 185 202 135 120

# of persons served - mental health services 0 0 0 0

# of persons served - homeless prevention 15 174 34 50

# of persons served - general public services 174 211 216 100

# of persons served - child education services 45 50 46 50

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GRANTS FUND

Fund Summary

The Grants Fund is used to segregate grant-funded projects from our

General Fund and Capital Improvement Funds. Major funding sources for

the Grants Fund include Federal, State and Local Grants.

2019-20 Accomplishments:

✓ Managed over $3.5 million in federal and state grant funding to

ensure compliance and timely and accurate reimbursement:

o No significant finding in any grant funded programs

o Programs operated within compliance guidelines and

accurate reimbursement requests submitted in a timely

manner

o Grant reports filed in a timely and accurate manner

✓ Maintained central repository of grant documents

✓ Analyzed and updated compliance requirements for new federal

funding sources


• Continue to work with departments to identify existing or planned programs that can utilize grant

funding in order to conserve General Fund resources

• Assist with securing public financing of public/partnerships in order to encourage economic

development within the City of McKinney

• Provide compliance assistance to grant funded programs

• Maintain communication with City Council and City departments on grant funded programs

MISSION STATEMENT

To secure grant funding to

further the mission and

goals of the City of

McKinney while providing

oversight in the

administration and

compliance of current

grant funded programs.


STATEMENT OF REVENUES AND EXPENDITURES FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21

REVENUESFederal Grants 481,308$ 528,552$ 629,837$ 554,337$ 1,023,915$ State Grants 1,389 108,500 300,467 352,914 307,885 Local / Miscellaneous Grants 1,000 500 20,441 20,441 20,441

Transfers from Other Funds - 1,658 205,500 130,000 130,000 Total Revenues 483,697$ 639,209$ 1,156,245$ 1,057,692$ 1,482,241$

EXPENDITURESGeneral Government -$ 29,400$ 215,001$ 113,001$ 370,979$ Development 1,389 3,675 50,000 50,000 50,000 Police 337,734 162,545 243,803 243,803 413,821 Fire 145,737 593,621 639,941 643,388 639,941 Library 999 498 7,500 7,500 7,500

Total Expenditures 485,858$ 789,738$ 1,156,245$ 1,057,692$ 1,482,241$ NET INCOME (2,161) (150,529) - - - BEGINNING FUND BALANCE 180,312 178,151 48,151 27,623 27,623 ENDING FUND BALANCE 178,151$ 27,623$ 48,151$ 27,623$ 27,623$

NO STAFFING IN THIS FUND

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HOTEL / MOTEL FUND

Fund Summary

The Hotel/Motel Fund is used to record a 7% hotel/motel tax imposed by

the City of McKinney on lodging fees. Revenues from tax provide funding

for McKinney Convention & Visitors Bureau (MCVB), McKinney Performing

Arts Center (MPAC), historic preservation and any other activities and

programs that are allowed by the hotel/motel tax to promote tourism.


✓ MCVB for operations $828,000

✓ General Fund for administrative services

$178,950

✓ MPAC for promotion $25,000


• MCVB for operations $878,000

• General Fund for administrative services

$249,780

• General Fund for Byron Nelson Golf

Tournament $200,000

• MPAC for promotion $35,000



Hotel/Motel Tax 1,690,070$ 1,697,673$ 1,700,000$ 1,100,000$ 1,300,000$ Interest and Other Income 59,561 90,357 85,500 46,000 28,000

Total Revenues 1,749,631$ 1,788,030$ 1,785,500$ 1,146,000$ 1,328,000$ EXPENDITURES

Services/Sundry 17,072$ 76,746$ 126,000$ 126,000$ 146,000$

Transfers to Other Funds 847,000 905,950 1,031,950 1,031,950 1,362,780 Total Expenditures 864,072$ 982,696$ 1,157,950$ 1,157,950$ 1,508,780$

NET INCOME 885,559 805,334 627,550 (11,950) (180,780) BEGINNING FUND BALANCE 2,919,895 3,805,453 4,555,003 4,610,787 4,598,837 ENDING FUND BALANCE 3,805,453$ 4,610,787$ 5,182,553$ 4,598,837$ 4,418,057$


MISSION STATEMENT

To promote tourism in the

City of McKinney.

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LAW ENFORCEMENT FUND

Fund Summary

The Law Enforcement Fund accounts for the collection and uses of seized

funds.

All proceeds from forfeited or seized property, as well as any interest

earned on the proceeds, must be expended for law enforcement activities

outlined by the US Department of Justice.



Other Income - Seizures 123,759$ 101,895$ 149,950$ 149,950$ 149,950$ Interest Income 40 50 - - -

Total Revenues 123,799$ 101,945$ 149,950$ 149,950$ 149,950$ EXPENDITURES

Supplies 45,872$ 43,267$ 163,000$ 154,665$ 243,000$ Maintenance - - - - - Services/Sundry 5,758 10,321 10,000 10,000 12,000 Capital 123,802 45,114 - 8,335 -

Total Expenditures 175,431$ 98,702$ 173,000$ 173,000$ 255,000$ NET INCOME (51,633) 3,243 (23,050) (23,050) (105,050) BEGINNING FUND BALANCE 463,585 411,952 411,902 415,195 392,145 ENDING FUND BALANCE 411,952$ 415,195$ 388,852$ 392,145$ 287,095$


MISSION STATEMENT

To record seized assets and

distribute funds as directed

by US Department of

Justice.

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LIBRARY GIFT FUND

Fund Summary

The purpose of the Library Gift Fund is to account for donations and other revenue sources and expenses

associated with Library donation activities.

The primary source of funding is from donations.



Contributions/Donations -$ -$ -$ -$ -$ Interest Income 503 328 - - -

Total Revenues 503$ 328$ -$ -$ -$ EXPENDITURES

Supplies 14,981$ 1,909$ 34,924$ 29,424$ 40,091$ Maintenance - 7,118 - - - Services/Sundry 3,733 1,209 - 5,500 - Capital 28,097 - - - -

Transfers to Other Funds - - - - - Total Expenditures 46,810$ 10,236$ 34,924$ 34,924$ 40,091$

NET INCOME (46,307) (9,908) (34,924) (34,924) (40,091) BEGINNING FUND BALANCE 131,231 84,924 34,924 75,015 40,091 ENDING FUND BALANCE 84,924$ 75,015$ -$ 40,091$ -$


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LAW ENFORCEMENT DONATIONS FUND

Fund Summary

The purpose of the Law Enforcement Donations Fund is to account for donations and other revenue sources and

expenses associated with Law Enforcement donation activities.




Contributions/Donations 34,141$ 36,073$ 49,800$ 49,800$ 49,800$ Interest Income 354 363 1,000 700 -


Supplies 16,057$ 10,556$ 40,000$ 40,000$ 54,000$ Services/Sundry 825 9,252 10,000 10,000 10,000 Capital - 5,000 - - -

Total Expenditures 16,882$ 24,808$ 50,000$ 50,000$ 64,000$ NET INCOME 17,612 11,627 800 500 (14,200) BEGINNING FUND BALANCE 59,032 76,644 76,694 88,272 88,772 ENDING FUND BALANCE 76,644$ 88,272$ 77,494$ 88,772$ 74,572$


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FIRE DEPARTMENT DONATIONS FUND

Fund Summary

The purpose of the Fire Department Donations Fund is to account for donations and other revenue sources and

expenses associated with Fire Department donation activities.




Contributions/Donations -$ 23,850$ 7,500$ 7,500$ 7,500$ Interest Income 177 149 1,000 300 -

Total Revenues 177$ 23,999$ 8,500$ 7,800$ 7,500$ EXPENDITURES

Supplies 8,849$ -$ 6,150$ 6,150$ 6,150$ Services/Sundry 2,000 14,196 1,500 1,500 1,500 Capital - - - - -

Total Expenditures 10,849$ 14,196$ 7,650$ 7,650$ 7,650$ NET INCOME (10,671) 9,802 850 150 (150) BEGINNING FUND BALANCE 42,529 31,857 24,957 41,659 41,809 ENDING FUND BALANCE 31,857$ 41,659$ 25,807$ 41,809$ 41,659$


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PEG CABLE CHANNEL FUND

Fund Summary

The purpose of the PEG (Public, Educational, and Governmental) Cable Channel Fund is to account for revenue

sources and expenditures associated with McKinney’s PEG Cable Channel.

The primary source of funding is from PEG Cable Channel franchise fees.



Cable Video PEG Fee 338,030$ 340,802$ 350,000$ 344,200$ 347,642$ Interest Income 23,263 32,786 33,000 15,800 8,000 Transfers from General Fund - - - - -


Supplies 16,115$ 13,073$ 52,500$ 52,500$ 52,500$ Maintenance 499 - - - - Services/Sundry 5,897 - 150,000 150,000 250,000 Capital 168,629 - 35,000 35,000 35,000

Total Expenditures 191,139$ 13,073$ 237,500$ 237,500$ 337,500$ NET INCOME 170,153 360,515 145,500 122,500 18,142 BEGINNING FUND BALANCE 1,334,050 1,504,203 1,758,303 1,864,718 1,987,218 ENDING FUND BALANCE 1,504,203$ 1,864,718$ 1,903,803$ 1,987,218$ 2,005,360$

PEG (Public, Educational, and Governmental) cable access channels NO STAFFING IN THIS FUND

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VETERANS MEMORIAL FUND

VETERANS MEMORIAL MOVED TO THE GENERAL FUND FY 2019-20. This

page is for historical data only.

Fund Summary

The purpose of the Veterans Memorial Fund is to account for donations and

other revenue sources and expenses associated with activities and upkeep at

the Veteran’s Memorial Park.




Donations 32$ 3,275$ -$ -$ -$ Interest Income 18 1 - - -

Transfers from Parks Construction Fund - - - - - Total Revenues 50$ 3,276$ -$ -$ -$

EXPENDITURESMaintenance -$ -$ -$ -$ -$ Services/Sundry 3,845 5,796 - - - Transfers to Parks Construction Fund 4,000 - - - -

Total Expenditures 7,845$ 5,796$ -$ -$ -$ NET INCOME (7,795) (2,520) - - - BEGINNING FUND BALANCE 10,423 2,628 1,628 109 109 ENDING FUND BALANCE 2,628$ 109$ 1,628$ 109$ 109$

NO STAFFING IN THIS FUNDVETERANS MEMORIAL PROGRAM MOVED TO GENERAL FUND IN FY 19-20.

MISSION STATEMENT

To honor the Collin County

servicemen and women

who sacrificed their lives in

defense of our freedom.

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URBAN TRANSIT DISTRICT FUND

Fund Summary

The purpose of the Urban Transit District Fund is to account for revenue sources and expenses associated with

transportation services provided thru the McKinney Urban Transit District (MUTD). The MUTD provides

transportation to residents of McKinney, Melissa, Lowry Crossing, Celina and Princeton who are 65 years of age

or older or are disabled, and for low-income families and individuals. More information on the transit program

can be found on the City’s website.

The primary source of funding is from state grants, federal grants, and member contributions.



REVENUESFederal Grants -$ 189,539$ 514,689$ 514,689$ 628,719$ State Grants 212,601 280,423 459,079 559,079 459,079 Intergovernmental 2,500 11,530 2,900 2,900 - Interest Income 161 482 2,000 1,000 - Transfers from General Fund - 100,000 100,000 100,000 -

Total Revenues 215,262$ 581,974$ 1,078,668$ 1,177,668$ 1,087,798$ EXPENDITURES

Personnel 84,077$ 90,156$ 92,520$ 81,712$ 95,203$ Supplies 1,360 393 450 450 450 Maintenance - - - - - Services/Sundry 127,164 269,706 984,427 1,084,427 993,312 Capital - 113,411 - - -

Total Expenditures 212,601$ 473,666$ 1,077,397$ 1,166,589$ 1,088,965$ NET INCOME 2,661 108,308 1,271 11,079 (1,167) BEGINNING FUND BALANCE 72,152 74,813 71,469 183,121 194,200 ENDING FUND BALANCE 74,813$ 183,121$ 72,740$ 194,200$ 193,033$



Transit Administrator 15 1.00 1.00 1.00 1.00 1.00Total 1.00 1.00 1.00 1.00 1.00

https://www.mckinneytexas.org/1944/Transit-Services

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TAX INCREMENT REINVESTMENT ZONE 1 – TOWN CENTER

Fund Summary

The primary source of funding for the TIRZ 1-Town Center Fund is from

property and sales taxes collected in the TIRZ 1 zone. The zone consists of

approximately 947 acres generally in and around the historic Town Center

of McKinney and along State Highway 5 from US 380 to Spur 399/US 75

interchange.

The purpose of the TIRZ 1 Fund is to account for revenues collected, and

provide a specific funding source.



Property Taxes 989,217$ 1,213,946$ 1,677,800$ 1,677,800$ 1,803,755$ Sales Tax 1,502,541 1,580,831 1,656,551 1,517,598 1,580,831 Interest Income 126,593 234,909 204,000 78,500 47,000 Donations / Contributions - - - - -


Economic Incentive Payments 16,826$ 96,068$ 100,000$ 125,000$ 100,000$ Other 39,000 3,903,060 1,139,000 4,320,391 40,630

Total Expenditures 55,826$ 3,999,128$ 1,239,000$ 4,445,391$ 140,630$ NET INCOME 2,562,525 (969,443) 2,299,351 (1,171,493) 3,290,956 BEGINNING FUND BALANCE 6,638,921 9,201,446 8,138,921 8,232,003 7,060,510 ENDING FUND BALANCE 9,201,446$ 8,232,003$ 10,438,272$ 7,060,510$ 10,351,466$


MISSION STATEMENT

To provide support for

infrastructure and projects,

such as the Flour Mill, that

will support the continued

revitalization for the

Historic Town Center.

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TAX INCREMENT REINVESTMENT ZONE 2 – AIRPORT

Fund Summary

The primary source of funding for the TIRZ 2-Airport Fund is from property

and sales taxes collected in the TIRZ 2 zone. The zone consists of

approximately 3,617 acres generally in and around the McKinney National

Airport from US 380 to the southeastern city limits of McKinney.

The purpose of the TIRZ 2 Fund is to account for revenues collected and

provide a specific funding source.



Property Taxes 226,445$ 331,491$ 368,134$ 368,134$ 499,564$ Sales Tax 672,857 820,821 741,825 787,988 820,821 Interest Income 28,602 24,496 25,000 17,500 5,000 Donations / Contributions - - - - -

Total Revenues 927,904$ 1,176,808$ 1,134,959$ 1,173,622$ 1,325,385$ EXPENDITURES

Economic Incentive Payments -$ -$ -$ -$ -$ Other 3,025,000 22,000 22,000 22,000 37,710

Total Expenditures 3,025,000$ 22,000$ 22,000$ 22,000$ 37,710$ NET INCOME (2,097,096) 1,154,808 1,112,959 1,151,622 1,287,675 BEGINNING FUND BALANCE 3,252,629 1,155,532 2,173,324 2,310,340 3,461,962 ENDING FUND BALANCE 1,155,532$ 2,310,340$ 3,286,283$ 3,461,962$ 4,749,637$


MISSION STATEMENT

To provide the

infrastructure support

necessary to fulfill the

mission of the airport to

become a premier aviation

reliever airport in the

Dallas/Fort Worth

Metroplex.

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COUNTY ILA COVID RESPONSE FUND

Fund Summary

The purpose of the County ILA Covid Response Fund is to account for revenue sources and expenses associated

with the County Interlocal Agreement (ILA) related to the Coronavirus Aid, Relief, and Economic Security (CARES)

Act funding.

The primary source of funding is federal grants.



Federal Grants -$ -$ -$ 18,562,967$ -$ Interest Income - - - - - Other Income - - - 50,000 -

Total Revenues -$ -$ -$ 18,612,967$ -$ EXPENDITURES

Personnel -$ -$ -$ -$ -$ Supplies - - - - - Services/Sundry - - - 18,612,967 - Capital - - - - -

Total Expenditures -$ -$ -$ 18,612,967$ -$ NET INCOME - - 1,112,959 - - BEGINNING FUND BALANCE - - 2,173,324 - - ENDING FUND BALANCE -$ -$ 3,286,283$ -$ -$


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Other Governmental Funds

FLEET MAINTENANCE FUND

Fund Summary

Fleet Services provides vehicle/equipment management and maintenance

for City departments/divisions utilizing 820 vehicles and equipment and is

funded through a service fee paid by each City department/division using

the services. The Fleet internal service fund was established in FY2015-16.


✓ Achieved 100% scheduled maintenance service goal for 820

vehicles/equipment

✓ Exceeded 98% unscheduled repair service goal for 820

vehicles/equipment

✓ Exceeded 98% total vehicle/equipment availability citywide

✓ Met low emission criteria for 100% of vehicles and equipment

purchased as set forth by the NCTCOG Clean Fleet standards


• Achieve scheduled maintenance same-day turnaround for 835

vehicles and equipment

• Exceed non-scheduled repair within allotted timeframe (typically 3 business days) for 835 vehicles and

equipment

• Exceed vehicle and equipment availability service goal of 98%.

• Using standardized fleet evaluation metrics for vehicle replacement, update annually replacement

criteria for each vehicle class using the life cycle approach to fleet asset management and create an

appropriate fleet replacement schedule

• Update annually specifications for new and replacement vehicles with all department/division heads

and acquisition/surplus vehicles

• Ensure 100% fuel availability at two (2) fueling sites and proper budgeting by department/division for

both fuel and maintenance annually

MISSION STATEMENT

To ensure City fleet

vehicles and motorized

equipment are selected,

utilized and maintained in a

manner that provides the

best possible support to

City operations through

economical and

environmentally

responsible fleet

management.

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FLEET MAINTENANCE FUND



Charges for Services 1,080,265$ 1,148,540$ 1,251,610$ 1,251,610$ 1,188,424$ Interest Income 2,578 2,328$ 9,000 7,200 1,000 Other Income 8,001 -$ - - -

Total Revenues 1,090,844$ 1,150,868$ 1,260,610$ 1,258,810$ 1,189,424$ EXPENSES

Personnel 928,721$ 1,000,045$ 1,044,794$ 1,040,597$ 1,038,835$ Supplies 18,352 18,768$ 24,020 24,020 24,020 Maintenance 3,704 4,425$ 16,275 16,275 16,275 Services/Sundry 295,476 126,077$ 81,247 69,747 109,704 Capital 5,195 -$ 83,900 95,400 - Transfers to Other Funds 3,841 6,374$ 6,374 6,374 64,382

Total Expenditures 1,255,290$ 1,155,690$ 1,256,610$ 1,252,413$ 1,253,216$ NET INCOME (164,445) (4,822) 4,000 6,397 (63,792) BEGINNING FUND BALANCE 44,930 72,799 110,409 156,176 162,573 Balance Sheet Adjustments * 192,314 88,198 - - - ENDING FUND BALANCE 72,799$ 156,176$ 114,409$ 162,573$ 98,781$

* Capital Acquisitions, Long-term Liabilities, Depreciation


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Fleet Operations Supervisor 17 1.00 1.00 1.00 1.00 1.00Lead Emergency Vehicle Technician 15 1.00 1.00 1.00 1.00 1.00Fleet Operations Analyst 14 1.00 1.00 1.00 1.00 1.00Emergency Vehicle Technician 13 2.00 2.00 2.00 2.00 2.00Lead Fleet Technician 12 2.00 2.00 2.00 2.00 2.00Fleet Technician 10 4.00 4.00 4.00 4.00 4.00Fleet Inventory Specialist 8 1.00 1.00 1.00 1.00 1.00Total 12.00 12.00 12.00 12.00 12.00

FLEET MOVED FROM GENERAL FUND IN FY 15-16


Fleet Scheduled Maintenance (1 Business Day) 100% 100% 100% 100%

Fleet Non-Scheduled Repair (~3 Business Days) 100% 100% 100% 100%

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MPAC FUND

Fund Summary

The McKinney Performing Arts Center (MPAC) provides a unique and

professional venue for cultural, artistic and educational opportunities. The

primary source of funding is from events, donations and MCDC funding.


✓ COVID-19 had significant impacts to programs

✓ Received support from Emerson Process Management, Audi

McKinney, Sheraton McKinney

✓ Modified Summer Concert Series to ‘Drive-In’ Format

✓ Hosted 9th annual Bridal Expo

✓ Hosted 7th annual Juried Art Show – moving to virtual format

✓ Welcomed McKinney corporations/businesses for multiple

conference meetings

✓ Continue to serve as a County and City resource for meeting and

event gatherings (Town Halls, Professional Development &

Performance Training, Voting)

✓ Strong Facebook & social media exposure

✓ Received consistent high-visibility media exposure throughout the year

✓ Maintained successful guest services program

✓ Worked with community partners to help modify programs to meet COVID-19 safety standards


• Increase MPAC activity, exposure and revenues

• Increase Visual Arts Displays throughout the facility

• Continue to promote facility and deliver focused quality events within the historic district

• Increase diversity in programming

• Foster relationships within city government and the community including citizens, businesses and

organizations at large

MISSION STATEMENT

To provide the

community a unique and

professional venue in

which cultural, artistic

and educational

opportunities may be

nurtured in a supportive

environment.

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MPAC FUND



Ticket Sales 74,749$ 68,002$ 70,000$ 41,000$ 35,000$ Rental - Events 176,715 179,646 178,500 110,000 120,000 Lease - Office Space 6,000 6,000 7,000 5,000 5,000 Charges for Services 56,652 34,899 53,000 16,000 12,000 Interest Income 1,889 1,775 7,000 3,200 1,000 Intergovernmental - - - - - Donations / Contributions 21,741 27,534 26,900 19,900 21,900 Other Income 2,285 111 1,000 1,000 1,000

Transfers from Other Funds 390,000 390,000 400,000 400,000 535,000 Total Revenues 730,030$ 707,967$ 743,400$ 596,100$ 730,900$

EXPENDITURESPersonnel 465,057$ 470,977$ 486,741$ 482,347$ 504,855$ Supplies 12,384 11,386 16,750 10,500 15,750 Maintenance 591 1,480 - - - Services/Sundry 202,578 201,006 225,396 160,971 141,096 Capital 6,000 6,000 55,000 37,000 6,000

Transfers to Other Funds 12,453 7,428 7,428 7,428 12,358 Total Expenditures 699,063$ 698,277$ 791,315$ 698,246$ 680,059$

NET INCOME 30,967 9,689 (47,915) (102,146) 50,841 BEGINNING FUND BALANCE 346,003 376,971 367,689 386,660 284,514 ENDING FUND BALANCE 376,971$ 386,660$ 319,774$ 284,514$ 335,355$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Main Street Program Director + D2 0.30 0.30 0.30 0.30 0.30MPAC Marketing & Development Specialist + 14 0.85 0.85 0.85 0.85 0.85MPAC Facility & Operations Supervisor 14 1.00 1.00 1.00 1.00 1.00MPAC Events & Ticket Manager 13 1.00 1.00 1.00 1.00 1.00MPAC Events Coordinator 11 1.00 1.00 1.00 1.00 1.00Executive Assistant + 10 0.70 0.70 0.70 0.70 0.70Custodian 2 0.00 0.00 0.00 1.00 1.00Custodian (Part-time .5 FTE) 2A 1.50 1.50 1.50 0.50 0.50

+ Position(s) moved or split funded between Main Street Fund and MPAC Fund due to work done for both.Total 6.35 6.35 6.35 6.35 6.35

MAIN STREET PROGRAM MOVED TO MAIN STREET FUND IN FY 16-17.

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MAIN STREET FUND

MAIN STREET MOVED TO THE GENERAL FUND FY 2017-18. This page and the

next are for historical data only.

Fund Summary

The purpose of the Main Street Fund is to provide continued growth of

McKinney’s vibrant downtown area through economic development

increased promotion, enhancing tourism, infrastructure redevelopment,

historical preservation efforts and an increased awareness of McKinney’s

history.


✓ COVID-19 had significant impact on programs

✓ Provided business support through strategic partnerships with MCDC,

MEDC, City of McKinney and McKinney Chamber

✓ Maintained State and National Main Street Status and 501(c) designations

✓ Partnered with multiple City departments and organizations to plan and execute downtown McKinney events

✓ Held monthly business meetings for downtown merchants

✓ Prepared weekly, monthly, and quarterly progress reports for board leadership, City Council and Texas

Historical Commission

✓ Better Block project to design, build and install mobile unit

✓ Installed three vintage neon inspired wayfinding signs in district ✓ Offer support for CIP ‘Light Up Louisiana’


• Continue to promote downtown and deliver quality programs within the historic district

• Capitalize on our unique assets and rich heritage by providing timelines and information to downtown stakeholders regarding continued improvements through the execution of the Town Center Study

MISSION STATEMENT

Our mission is to ensure

that downtown

McKinney continues to

be the vibrant, inviting,

safe and growing area it

is known for today.

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MAIN STREET PROGRAM FUND



Interest Income 0$ -$ -$ -$ -$

Transfers from General Fund 2,892 - - - - Total Revenues 2,893$ -$ -$ -$ -$

EXPENDITURESPersonnel -$ -$ -$ -$ -$ Supplies - - - - - Maintenance - - - - - Services/Sundry - - - - - Capital - - - - -

Transfers to Other Funds - - - - - Total Expenditures -$ -$ -$ -$ -$

NET INCOME 2,893 - - - - BEGINNING FUND BALANCE (2,893) - - - - ENDING FUND BALANCE -$ -$ -$ -$ -$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Main Street Program Director * D1 0.00 0.00 0.00 0.00 0.00Main Street Program Coordinator * 14 0.00 0.00 0.00 0.00 0.00

* Moved to General Fund - Human Resources in FY 17-18.Total 0.00 0.00 0.00 0.00 0.00

MAIN STREET PROGRAM MOVED TO GENERAL FUND IN FY 17-18

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MISSION STATEMENT

Lead and serve the

community by

providing captivating

experiences through

operational

excellence and fiscal

success.

AQUATIC & FITNESS CENTER FUND

Fund Summary

The Apex Centre is an 80,000 square foot aquatics and fitness facility which will

include a gymnasium, an elevated track, babysitting, classrooms, locker rooms,

party rooms, two indoor pools and an outdoor leisure pool totaling 10,000

square feet of surface water.


✓ Provided a first year Christmas event for the Community - Wonder

✓ Re-opened the facility in June 2020 during a pandemic

✓ Provided a safe place for our community to stay healthy and continue

their exercise during a pandemic

✓ Sustain employment for approx. 300 part time employees

✓ Opened outdoor pool June 29, which assisted in doubling attendance to the facility from June 2020.

✓ Launched LMS – currently using for onboarding and technology training

✓ Completed expansion study with architect

✓ Increased pay for aquatic team members to assist with acquisition and employee retention


• Begin to rebuild membership base – 4500 by fiscal year end

• Review and consider new programs and offerings to secure increased revenue and participation at the

facility

• Continue to develop partnerships with community businesses for sponsorships – utilizing

recommendations set forth in forthcoming Department-wide sponsorship study

• Develop and launch an app for membership/community

• Adopt a funding strategy for the expansion project

• Launch the scholarship program

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AQUATICS & FITNESS CENTER FUND



Charges for Services 4,544,076$ 4,998,203$ 5,105,900$ 2,686,393$ 2,288,500$ Intergovernmental - Component Unit - - - - - Interest Income 14,655 43,272 38,000 20,620 24,000 Other Income 38,593 27,147 256,300 892,471 822,138


Personnel 2,354,395$ 2,627,274$ 2,707,410$ 2,438,292$ 2,839,859$ Supplies 251,017 269,480 346,293 336,843 257,085 Maintenance 139,477 162,988 213,376 210,475 267,120 Services/Sundry 1,255,531 1,372,058 1,957,925 1,691,102 1,638,946 Capital 10,001 55,958 94,248 90,541 -

Total Expenditures 4,010,420$ 4,487,757$ 5,319,252$ 4,767,253$ 5,003,010$ NET INCOME 586,905 580,864 80,948 (1,167,769) (1,868,372) BEGINNING FUND BALANCE - 586,905 794,047 1,167,769 0 ENDING FUND BALANCE 586,905$ 1,167,769$ 874,995$ 0$ (1,868,372)$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Apex Centre Manager 19 1.00 1.00 1.00 1.00 1.00Apex Centre Assistant Manager 17 1.00 1.00 1.00 1.00 1.00Apex Financial Services Supervisor 16 0.00 1.00 1.00 1.00 1.00Sales & Marketing Supervisor 14 1.00 1.00 1.00 1.00 1.00Apex Financial Services Coordinator 14 1.00 1.00 1.00 1.00 1.00Apex Building Operations Supervisor 14 1.00 1.00 1.00 1.00 1.00Aquatics Supervisor 14 1.00 1.00 1.00 1.00 1.00Recreation Supervisor 14 1.00 1.00 1.00 1.00 1.00Fitness Supervisor 14 1.00 1.00 1.00 1.00 1.00Customer Service Supervisor 14 1.00 1.00 1.00 1.00 1.00Assistant Aquatics Supervisor 12 1.00 1.00 1.00 1.00 1.00Marketing Coordinator 11 1.00 1.00 1.00 1.00 1.00Assistant Customer Service Supervisor 10 1.00 1.00 1.00 1.00 1.00Accounting Technician 8 1.00 0.00 0.00 0.00 0.00Maintenance Specialist 8 1.00 1.00 1.00 1.00 1.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Part-time and Seasonal Staff N/A 61.30 61.92 61.92 61.92 61.92Total 76.30 76.92 76.92 76.92 76.92

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CAPITAL EQUIPMENT REPLACEMENT FUND

Fund Summary

The Capital Equipment Replacement Fund is used to account for significant non-recurring capital expenditures

for equipment replacements and facility improvements. Replacement of fleet vehicles/equipment, heating/air

conditioning systems, roofs, as well as facility renovations/improvements are funded with this budget. The

source of funding is from inter-fund charges based on replacement costs and depreciation.



Interest Income 223,466$ 333,559$ 347,000$ 175,000$ 132,000$

Transfers from Other Funds 4,846,784 6,368,050 6,000,000 5,886,000 5,498,000 Total Revenues 5,070,250$ 6,701,609$ 6,347,000$ 6,061,000$ 5,630,000$

EXPENDITURESSupplies 182,927$ 330,228$ 279,771$ 279,771$ 116,860$ Maintenance 1,077,757 496,092 455,598 413,052 390,038 Services/Sundry 1,982 12,693 300,000 100,000 369,650 Capital 5,142,298 5,770,138 5,218,694 6,293,492 6,069,455 Total Expenditures 6,404,964$ 6,609,151$ 6,254,063$ 7,086,315$ 6,946,003$

NET INCOME (1,334,714) 92,459 92,937 (1,025,315) (1,316,003) BEGINNING FUND BALANCE 11,582,545 10,247,831 8,807,060 10,340,289 9,314,974 ENDING FUND BALANCE 10,247,831$ 10,340,289$ 8,899,997$ 9,314,974$ 7,998,971$



HVAC & Roof Replacements-$479,233

Police-Replace 23 vehicles $1,368,684

Fire-Replace two fire engines, two med units & Truck $3,458,699

Streets-Replace three vehicles $192,617

Parks-Replace two vehicles, two mowers, & trailer $221,075

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PUBLIC ART FUND

Fund Summary

The purpose of the Public Art Fund is to account for donations and other

revenue sources and expenses associated with development and

maintenance of public art work.




Interest Income -$ -$ -$ -$ -$ Donations 10,750 30,943 36,111 39,093 19,547

Transfers from General Fund 30,477 29,578 - - - Total Revenues 41,227$ 60,521$ 36,111$ 39,093$ 19,547$

EXPENDITURESServices/Sundry 21,500$ 21,500$ 72,221$ 78,185$ 39,093$ Capital -$ 44,800$ -$ -$ -$

Total Expenditures 21,500$ 66,300$ 72,221$ 78,185$ 39,093$ NET INCOME 19,727 (5,779) (36,110) (39,092) (19,546) BEGINNING FUND BALANCE 64,237 83,964 72,221 78,185 39,093 ENDING FUND BALANCE 83,964$ 78,185$ 36,111$ 39,093$ 19,547$


MISSION STATEMENT

To maintain the creation of

public art work.

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DISASTER RELIEF FUND

Fund Summary

The purpose of the Disaster Relief Fund is to ensure that immediate

financial support is available for emergency response to a disaster.

The primary source of funding is from government reimbursements.



Interest Income -$ -$ -$ -$ -$ Other Income - - - - -

Total Revenues -$ -$ -$ -$ -$ EXPENDITURES

Supplies -$ -$ -$ -$ -$ Services/Sundry - - 516,552 - 516,552 Capital - - - - -

Total Expenditures -$ -$ 516,552$ -$ 516,552$ NET INCOME - - (516,552) - (516,552) BEGINNING FUND BALANCE 516,552 516,552 516,552 516,552 516,552 ENDING FUND BALANCE 516,552$ 516,552$ -$ 516,552$ -$


MISSION STATEMENT

To provide emergency

response services to

citizens affected by a

disaster.

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DEBT SERVICE FUNDS

Debt Service Funds are used for the accumulation of resources for

the payment of interest and principal on long-term debts. Financing

is provided primarily by a specific annual property tax levy for

general obligation debts or operating revenues for revenue debts.

❖ General Obligation Debt Service Fund

❖ Revenue Debt Service Fund

❖ Revenue Bond Reserve Fund

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GENERAL OBLIGATION DEBT SERVICE FUND

Fund Summary

The Debt Service Fund is used to account for the accumulation of financial

resources for the payment of principal, interest and related costs on

general long-term debt paid from taxes levied by the City.

Debt service is a significant component of the operating budget and arises

from the issuance of debt to finance the City’s capital improvement

program. Although a portion of the City’s capital improvements are

funded from federal grants and other sources, the City borrows funds

through the issuance of bonds to fund most of its capital improvement

program. The issuance of bonds also obligates future revenue for

repayment of the bonds. Debt service is the annual payment of principal and interest on these borrowed funds.

The impact of debt service costs incurred from long-term financing of capital projects that were approved this

year and in prior years totals $39.37 million.

In May 2019 the voters approved a bond election of $350 million for public safety facilities, municipal

community complex, parks and recreation facilities, public works facilities, and street improvement projects. The

total authorized but not issued debt as of October 1, 2020 is $314 million. There will be a general bond sale in FY

2020-21. The amount of the sale is still pending currently.

Funding Source

The funding source for this fund is from property tax. The property tax rate for fiscal year 2020-21 is $0.508645

per $100 assessed valuation, which consists of $0.354711 for operating and maintenance cost recorded in the

General Fund and Tax Increment Reinvestment Zone (TIRZ) Funds, and $0.153934 to fund principal and interest

payments on bond indebtedness recorded in the General Obligation Debt Service Fund.

Debt Policy

The target length of maturity of the City’s long-term debt is not to exceed 20 years, in order to lower net

interest cost and to maintain future flexibility by paying off debt earlier. In addition, the percentage of tax rate

allocated to debt services will not be more than 35%.

Legal Debt Margin The City Charter of the City of McKinney does not provide for a debt limit. Under provisions of state law, the

maximum tax rate is limited to $2.50 per $100 assessed valuation. No direct bond debt limitation is imposed on

the City under current state law or the City’s Charter.

MISSION STATEMENT

To maintain and record the

appropriate portion of the

tax rate as levied for

interest and sinking of

related City debt.

Tax Rate Limit $2.50

Current Tax Rate

$0.508645

Available Tax Rate $1.99136

$0.354711

•Maintenance & Operations

$0.153934

•Interest & Sinking (Debt)

$0.508645

•Total Tax Rate

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GENERAL OBLIGATION DEBT SERVICE FUND



Property Taxes 32,560,114$ 35,746,343$ 37,709,071$ 37,709,071$ 37,923,070$ Bond Proceeds 12,122 17,062,151 - - - Interest Income 394,265 615,019 573,000 231,000 159,000

Transfer from Airport Fund - - - - -

Transfer from Hotel/Motel Fund - - - - - Total Revenues 32,966,500$ 53,423,514$ 38,282,071$ 37,940,071$ 38,082,070$

EXPENDITURESPrincipal 21,805,000$ 25,150,000$ 26,065,000$ 25,920,000$ 27,460,000$ Interest 10,196,269 10,724,583 11,435,260 11,209,861 12,103,130 Bond Advance Refunding - 17,041,496 - - - Bond Issuance Costs - 49,741 - 40,000 40,000 Paying Agent Fees/Other 20,315 43,918 29,000 29,000 28,000

Total Expenditures 32,021,584$ 53,009,738$ 37,529,260$ 37,198,861$ 39,631,130$ NET INCOME 944,917 413,776 752,811 741,210 (1,549,060) BEGINNING FUND BALANCE 4,605,898 5,550,814 5,762,244 5,964,590 6,705,800 ENDING FUND BALANCE 5,550,814$ 5,964,590$ 6,515,055$ 6,705,800$ 5,156,740$

Current GO Bonds Total Outstanding GO Bonds (All Years) Total Outstanding GO Bonds

FY 2020-21 as of October 1, 2020 All Issues

Series Principal Interest Total Series Principal Interest Total

2012 GO Refunding 2,115,000 216,500 2,331,500$ 2012 GO Refunding 4,330,000 327,250 4,657,250$

2013 CO Taxable 260,000 168,981 428,981 2013 CO Taxable 4,865,000 1,579,926 6,444,926

2013 CO Taxable Airport 515,000 444,568 959,568 2013 CO Taxable Airport 10,250,000 4,127,747 14,377,747

2013 GO Refunding 2,260,000 321,500 2,581,500 2013 GO Refunding 6,780,000 647,500 7,427,500

2014 CO Airport Taxable 120,000 14,690 134,690 2014 CO Airport Taxable 495,000 38,150 533,150

2014 CO Hotel Taxable 115,000 84,328 199,328 2014 CO Hotel Taxable 2,215,000 774,080 2,989,080

2014 GO & GO Refunding 1,200,000 692,113 1,892,113 2014 GO & GO Refunding 14,960,000 3,338,813 18,298,813

2014 GO Refunding 165,000 124,005 289,005 2014 GO Refunding 3,215,000 1,141,368 4,356,368

2015 GO 1,760,000 1,898,500 3,658,500 2015 GO 37,970,000 16,903,500 54,873,500

2016 GO & Refunding 4,875,000 1,699,650 6,574,650 2016 GO & Refunding 37,025,000 8,143,950 45,168,950

2017 GO Refunding 2,205,000 523,250 2,728,250 2017 GO Refunding 10,465,000 1,556,750 12,021,750

2018 GO 2,000,000 903,831 2,903,831 2018 GO 21,625,000 7,455,775 29,080,775

2019 CO WW & SS Rev Taxable 700,000 250,380 950,380 2019 CO WW & SS Rev Taxable 6,420,000 1,177,020 7,597,020

2019 GO & Refunding 1,650,000 1,893,175 3,543,175 2019 GO & Refunding 45,430,000 16,460,275 61,890,275

2020A GO 1,310,000 1,559,126 2,869,126 2020A GO 40,290,000 17,142,776 57,432,776

2020B GO 6,520,000 808,384 7,328,384 2020B GO 19,225,000 3,960,434 23,185,434

TOTAL CURRENT 27,770,000$ 11,602,980$ 39,372,980$ TOTAL ALL 265,560,000$ 84,775,312$ 350,335,312$

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Total Outstanding GO Bonds

All Issues

Fiscal Year Principal Interest Total

2021 27,770,000$ 11,602,980$ 39,372,980$

2022 21,315,000 10,372,574 31,687,574

2023 22,025,000 9,349,050 31,374,050

2024 21,685,000 8,311,410 29,996,410

2025 17,355,000 7,256,682 24,611,682

2026 13,555,000 6,414,935 19,969,935

2027 14,295,000 5,764,732 20,059,732

2028 14,420,000 5,087,280 19,507,280

2029 14,950,000 4,403,722 19,353,722

2030 14,090,000 3,679,891 17,769,891

2031 10,755,000 3,135,624 13,890,624

2032 11,210,000 2,662,767 13,872,767

2033 11,650,000 2,176,683 13,826,683

2034 12,110,000 1,677,981 13,787,981

2035 12,585,000 1,167,259 13,752,259

2036 5,835,000 670,031 6,505,031

2037 5,990,000 475,800 6,465,800

2038 6,095,000 329,263 6,424,263

2039 5,055,000 180,350 5,235,350

2040 2,815,000 56,300 2,871,300

TOTAL ALL 265,560,000$ 84,775,312$ 350,335,312$

2821 22 22

17 14 14 14 15 14 11 11 12 12 136 6 6 5 3

12

10 9 87

6 6 5 4 43 3 2 2 1

10 0 0

0

$-

$10

$20

$30

$40

$50

20

21

20

22

20

23

20

24

20

25

20

26

20

27

20

28

20

29

20

30

20

31

20

32

20

33

20

34

20

35

20

36

20

37

20

38

20

39

20

40

Mill

ion

s

GO Bonds - Total Outstanding (in millions)

Principal Interest

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REVENUE DEBT SERVICE FUND

Fund Summary

The Revenue Debt Service Fund is used to segregate resources

accumulated for debt service payments over the next twelve months.

Revenue bonds are used to finance the acquisition and construction of

major capital improvements for the water and sewer system and related

facilities. These revenue bonds constitute special obligations of the City

solely secured by a lien on and pledge of the net revenues of the water

and sewer system.

The retained earnings of the fund are restricted and available solely for

the retirement of debt and related requirements per City bond covenants.

The City covenants that there shall be deposited from the Net Revenues

into the fund prior to each principal and interest payment date an amount

equal to one hundred per centum (100%) of the required to fully pay the

interest on and the principal of the bonds then falling due and payable.

Such deposits to pay maturing principal and accruing shall be made in

substantially equal monthly installments on or before the 10th of each

month. The monthly deposits shall continue to be made until such time as

the total amount on deposit is equal to the amount required to pay all

outstanding bonds. Interest and premium received shall be taken into

consideration and reduce the amount of monthly deposits.

Projected principal and interest payments for FY2020-21 are $8,625,000

and $5,966,338 respectively. There will be a revenue bond sale in FY 2020-

21. The amount of the sale is still pending currently. The ending cash and

investments at September 30, 2020 are estimated at $8,645,386.

MISSION STATEMENT

To provide a clearing

account to receive

transfers from the Water &

Wastewater Fund and

make payments for the

principal and interest of

scheduled debt service for

the Water & Wastewater

Fund. Additionally, to

channel transfers from the

Operating Fund to the

Reserve Fund, to be

maintained in accordance

with the revenue bond

covenants of the City.

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REVENUE DEBT SERVICE FUND


INCOME STATEMENT FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21REVENUES

Transfers - Principal & Interest 10,453,945$ 11,053,091$ 11,328,350$ 13,698,824$ 14,774,152$

Bond Refunding 9,536 9,088 - - - Interest Income 57,412 107,062 94,000 65,000 30,000


Principal -$ -$ 7,050,000$ 8,025,000$ 8,620,000$ Interest 4,470,576 4,598,917 4,278,350 5,589,824 6,154,152 Paying Agent Fees/Other 3,975 3,475 5,000 5,000 5,000

Total Expenses 4,474,550$ 4,602,392$ 11,333,350$ 13,619,824$ 14,779,152$ NET INCOME 6,046,343 6,566,849 89,000 144,000 25,000 BEGINNING CASH & INVESTMENTS 6,060,737 6,643,711 6,745,710 8,476,386 8,620,386

Balance Sheet Adjustments (5,463,369) (4,734,174) - - - ENDING CASH & INVESTMENTS 6,643,711$ 8,476,386$ 6,834,710$ 8,620,386$ 8,645,386$

Current Revenue Bonds Total Outstanding Revenue Bonds (All Years) Total Outstanding Revenue Bonds

FY 2020-21 as of October 1, 2020 All Issues

Series Principal Interest Total Series Principal Interest Total

2012 RB Refunding 605,000$ 58,588$ 663,588$ 2012 RB Refunding 1,890,000$ 103,119$ 1,993,119$

2013 RB Refunding 960,000 170,238 1,130,238 2013 RB Refunding 4,720,000 475,306 5,195,306

2015 RB & Refunding 850,000 332,100 1,182,100 2015 RB & Refunding 7,640,000 2,095,500 9,735,500

2016 RB & Refunding 1,835,000 1,032,125 2,867,125 2016 RB & Refunding 24,020,000 6,804,400 30,824,400

2017 RB & Refunding 2,280,000 1,826,575 4,106,575 2017 RB & Refunding 41,725,000 16,415,263 58,140,263

2018 RB 400,000 416,644 816,644 2018 RB 10,670,000 4,051,635 14,721,635

2019 RB 1,045,000 1,242,675 2,287,675 2019 RB 30,760,000 12,661,450 43,421,450

2020 RB 650,000 887,394 1,537,394 2020 RB 22,075,000 8,667,119 30,742,119

TOTAL CURRENT 8,625,000$ 5,966,338$ 14,591,338$ TOTAL ALL 143,500,000$ 51,273,791$ 194,773,791$

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Total Outstanding Revenue Bonds

All Issues

Fiscal Year Principal Interest Total

2021 8,625,000$ 5,966,338$ 14,591,338$

2022 8,940,000 5,534,225 14,474,225

2023 9,200,000 5,147,163 14,347,163

2024 9,450,000 4,771,331 14,221,331

2025 9,600,000 4,340,744 13,940,744

2026 8,185,000 3,920,769 12,105,769

2027 7,450,000 3,556,369 11,006,369

2028 7,365,000 3,208,744 10,573,744

2029 6,910,000 2,880,719 9,790,719

2030 6,405,000 2,566,719 8,971,719

2031 6,720,000 2,256,444 8,976,444

2032 7,035,000 1,936,494 8,971,494

2033 7,360,000 1,610,150 8,970,150

2034 7,680,000 1,289,819 8,969,819

2035 8,000,000 967,216 8,967,216

2036 7,955,000 654,675 8,609,675

2037 6,915,000 380,750 7,295,750

2038 4,450,000 191,025 4,641,025

2039 3,740,000 78,950 3,818,950

2040 1,515,000 15,150 1,530,150

TOTAL ALL 143,500,000$ 51,273,791$ 194,773,791$

9 9 9 9 108 7 7 7 6 7 7 7 8 8 8 7

4 42

6 6 5 5 4

44 3

33 2 2 2 1 1 1

0

00

0

$-

$2

$4

$6

$8

$10

$12

$14

$16

Mill

ion

s

Revenue Bonds - Total Outstanding(in millions)

Principal Interest

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Total Outstanding

Revenue Bonds

$194,773,791

20 Years

Average Annual Debt

Payments

$9,738,690

REVENUE BOND RESERVE FUND

Fund Summary

The Revenue Bond Reserve Fund is used to report resources set aside to

make up potential future deficiencies in the Revenue Debt Service Fund.

The Revenue Bond Reserve Fund is required to reserve an amount not less

than the average annual requirement for the payment of principal and

interest on all the revenue bonds. The City is allowed five years from the

date of the last bond sale to accumulate the required reserve in this fund.

The required reserve is $9,738,690 *. These funds are deposited with a

fiscal agent and transfers are made to increase this account monthly and

as needed.

There will be a revenue bond sale in FY 2020-21. The amount of the sale is

still pending currently. At the time of sale, a new required level will be

established, and a new five-year time limit will begin.

* Reserve requirement calculation:



Interest Income 27,865$ 252,484$ 139,000$ 137,000$ 119,000$

Transfers from Water & Wastewater Fund 420,000 640,000 600,000 744,000 132,000

Transfers from Utility Construction Fund - - - - - Total Revenues 447,865$ 892,484$ 739,000$ 881,000$ 251,000$

EXPENSES

Transfers to Utility Construction Fund - - - - - Total Expenses -$ -$ -$ -$ -$

NET INCOME 447,865 892,484 739,000 881,000 251,000 BEGINNING CASH & INVESTMENTS 6,408,302 6,852,117 7,677,117 7,727,128 8,608,128

Balance Sheet Adjustments (4,050) (17,473) - - - ENDING CASH & INVESTMENTS 6,852,117$ 7,727,128$ 8,416,117$ 8,608,128$ 8,859,128$

MISSION STATEMENT

To receive transfers from

the Water/Wastewater

Fund in order to maintain

in reserve an amount equal

to the total average annual

debt service as required in

the revenue bond

covenant.

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PROPRIETARY FUNDS

Enterprise Funds

Enterprise Funds are used to account for the financing of goods or services

provided by the City to customers.

❖ Water and Wastewater Fund

❖ Golf Course Fund

❖ Airport Fund

❖ Surface Water Drainage Utility Fund

❖ Solid Waste Fund

Internal Service Funds

Internal Service Funds are used to account for activities that provide goods or

services to other funds or departments on a cost-reimbursement basis.

❖ Risk / Insurance Fund

Other Proprietary Funds

Proprietary Funds for Capital Projects & Revenue Bond Debt Service are

shown in their respective sections.

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Water Purchase $35,770,000

Wastewater Services $22,941,100

22.0%

17.0%

22.0%

16.0%

13.0%12.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

FY16 FY17 FY18 FY19 FY20 FY21 Target

Real Loss of Treated Water (Annual Average)

WATER&WASTEWATERFUND

Fund Summary

The Water & Wastewater Fund is used to account for the operations of the water and wastewater systems. The fund is responsible for maintaining 961 miles of water distribution mains, 9,482 fire hydrants, 731 miles of sewer collection lines, 14,524 sewer manholes, and connected pumping and storage facilities. Typical duties include responding to customer requests; cleaning, inspecting, and repairing sewer lines; installing water & sewer services upon request; repairing water lines, valves and fire hydrants; issuing permits and providing technical support for irrigation systems; water & wastewater capital improvement projects, meter reading, and related services.

FY 2019‐20 Accomplishments:

The Service Line Replacement Project replaced 1,341 water service lines Rebuilt Pump #6 and motor at University Pump Station Inspected Industrial and Wilmeth Elevated Storage Tanks Maintained the TCEQ rating of “Superior Water System” Repaired 59 water main leaks, 319 service line leaks and 295 curb stops Collaborated with Engineering to complete the rehab project for 3700’ of 6”‐

8” VCP mains at Westwood Park subdivision, rehab project for 7,200’ of 27” VCP mains and 13 manholes at Town Lake Park.

Collaborated with Engineering to complete construction of the WW2066‐Encore Wire Wastewater CIPP liner project. Lined 1,400 linear feet of 18” wastewater main including 4 manholes.

Inspected 1,629 manholes using Cleverscan technology Conducted condition assessment of 378,109 feet of sewer pipe Cleaned 305,463 feet of sewer pipe Conducted Lift station improvements and upgrades at W. Rutherford, Monticello, Stonebridge, and Avalon Creek. Completed the rehab project for 716’ of 15” VCP mains at Creek Point Apartments and completed the rehab repair

of 1800’ of 12” VCP mains at Public Safety Building. Contracted out the repair/rehab of 30 manholes that were found by condition assessments to be structurally

unsound and had inflow and infiltration issues. Repaired 84 manholes Completed the Water and Wastewater Master Plan

FY 2020‐21 Objectives:

Begin design and initiate construction on the following: o Stonebridge Lift Station Improvements, Phase I o Honey Creek Sanitary Sewer Truck Main o Lift Station Improvements of 7 lift stations

Operational Excellence o Reduce water loss by replacing 1,440 service lines per year over the next 7 years o Completed construction Virginia Elevated Storage Tank Maintenance Project o Reduce overall average unbilled and unaccounted water loss in McKinney by 1% o Meet all Water Quality regulatory requirements and reporting o Continue preventive cleaning and enforcement (revising City ordinance to incorporate 2003 HS 1979‐FSE

Grease Trap) to reduce grease‐related sanitary sewer overflows (SSOs) by 5% o Develop a Liquid Waste Grease Trap Ordinance and

Liquid Waste Hauling Proposal

MISSION STATEMENT

To supply safe,

uninterrupted water and

wastewater services to

McKinney residents and

businesses while

recording the

consumption of those

services in an accurate

and timely manner.

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WATER AND WASTEWATER FUNDActual Actual Original EOY Estimate Adopted


Water Charges 58,794,467$ 56,758,649$ 62,336,200$ 60,736,355$ 63,044,273$ Sewer Charges 31,612,703 34,249,165 37,865,663 37,313,398 40,284,846 Developer Contributions 23,011,915 15,449,748 - - - Interest Income 542,242 1,326,882 722,000 529,000 207,000 Other Income 1,261,473 1,069,610 1,053,911 1,151,476 1,174,456 Transfers from Other Funds - - - - -


Personnel 8,006,224$ 8,810,751$ 9,857,051$ 9,606,051$ 10,526,371$ Supplies 772,077 577,672 708,157 727,957 695,760 Maintenance 2,227,526 2,351,604 2,518,411 2,572,487 2,792,842 Services/Sundry 92,350,635 119,497,742 85,665,691 88,593,366 89,211,009 Capital 411,030 1,875,770 2,488,731 2,488,731 1,439,241

Total Expenses 103,767,492$ 133,113,538$ 101,238,041$ 103,988,592$ 104,665,223$ NET INCOME 11,455,308 (24,259,484) 739,733 (4,258,363) 45,352 BEGINNING CASH & INVESTMENTS 36,485,790 46,567,869 45,562,891 43,378,391 39,120,028

Restricted Cash & Investments (Deposits) (3,660,898) (3,905,684) - - - Balance Sheet Adjustments * 2,287,669 24,975,690 - - -

ENDING CASH & INVESTMENTS 46,567,869$ 43,378,391$ 46,302,624$ 39,120,028$ 39,165,380$

Days in Reserve (Minimum of 90 Days) 168 149 171 141 138 * Capital Acquisitions, Accounts Receivables/Payables, Long-term Liabilities, Depreciation


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of Public Works + D5 0.25 0.25 0.25 0.25 0.25Assistant Director of Public Works + 24 0.25 0.25 0.25 0.25 0.25Senior Engineer II E14 1.00 1.00 1.00 1.00 1.00Civil Engineer I E11 1.00 1.00 1.00 1.00 1.00Water Utilities Superintendent 20 1.00 1.00 1.00 1.00 1.00Wastewater Utilities Superintendent 20 1.00 1.00 1.00 1.00 1.00Customer Operations Manager 20 1.00 1.00 1.00 1.00 1.00Assistant Customer Operations Manager 17 0.00 2.00 2.00 2.00 2.00Customer Service Supervisor 16 1.00 0.00 0.00 0.00 0.00Water Utilities Supervisor 16 6.00 7.00 7.00 7.00 7.00Chief Construction Inspector 16 1.00 1.00 1.00 1.00 1.00Regulatory Compliance Coordinator 16 0.00 0.00 0.00 0.00 1.00Utility Plant Industrial Electrician 16 0.00 0.00 0.00 0.00 1.00Meter Services Supervisor 14 1.00 3.00 3.00 3.00 3.00Utility Billing Supervisor 14 0.00 3.00 3.00 3.00 3.00Utility Billing System Analyst 14 1.00 0.00 0.00 0.00 0.00Water Utility Analyst 14 1.00 1.00 1.00 1.00 1.00Water Utilities Inspector II ** 12 5.00 5.00 5.00 7.00 7.00Construction Inspector 12 1.00 1.00 1.00 1.00 1.00Billing Analyst * 12 0.00 2.00 2.00 2.00 3.00Pump Operator * 11 1.00 2.00 3.00 3.00 4.00Water Utilities Inspector I ** 11 8.00 9.00 9.00 12.00 12.00GIS Technician 11 1.00 1.00 1.00 1.00 1.00Maintenance Crew Leader */** 11 16.00 16.00 18.00 16.00 17.00Meter Maintenance Crew Leader * 11 3.00 0.00 0.00 0.00 1.00Pre-treatment Coordinator 10 1.00 1.00 1.00 1.00 1.00CIP Contract Specialist 10 1.00 1.00 1.00 1.00 1.00Customer Service Representative, Senior 9 5.00 2.00 2.00 2.00 2.00Inventory Specialist 8 1.00 1.00 1.00 1.00 1.00Maintenance Specialist */** 8 16.00 18.00 21.00 18.00 19.00Meter Maintenance Specialist * 8 5.00 5.00 5.00 5.00 6.00Irrigation Technician 7 0.00 0.00 1.00 1.00 1.00Administrative Assistant 7 2.00 2.00 2.00 2.00 2.00Customer Service Representative * 6 7.00 7.00 7.00 7.00 8.00Maintenance Technician * 6 15.00 15.00 19.00 19.00 20.00Meter Maintenance Technician 6 4.00 6.00 6.00 6.00 6.00Customer Service Rep (Part-time .5 FTE) 6B 0.50 0.00 0.00 0.00 0.00Staff Assistant (Part-time .5 FTE) 4A 0.50 0.50 0.00 0.00 0.00

* Position(s) added in FY 20-21.** Position(s) reclassed in FY 19-20.+ Position(s) funded by GF 25%, Water Fund 25%, Solid Waste Fund 25% and Surface Water Drainage Fund 25%.Total 109.50 117.00 127.50 127.50 137.50

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GOLF COURSE FUND

Fund Summary

Oak Hollow Golf Course is an 18-hole par 70 championship golf course

owned by the City of McKinney. In October 2008, the City outsourced the

management of the golf course to DWW Golf Management. The

contractor is responsible for collecting all revenues and budgeting for

expenses. Under the contract terms, the City collects an amount equal to

8% of gross revenues plus $2 per round of golf.


✓ Successful greens maintenance program o Increased turf heath in our aging greens

o Continued preventive maintenance and disease control

o Added microbial growth & soil nutrients

✓ Enhanced Beautification Efforts

o Expanded Native Grasses areas to 125% of 2019

o Spring and Fall Pre-Emergent programs for weed control

o Added custom built benches for driving range tee

o Continued to add Turfgrass Sod throughout course

o Continued Tee-Box leveling program

o New irrigation controller to better manage watering

✓ Marketing and Program Efforts

o Golf Course reached all-time record year for revenue. $1.2Million

o Safely navigated our golfers through the Covid-19 pandemic via course policy

o Over 38k rounds played at Oak Hollow (2nd best rounds count ever)

o Once again listed as Top 50 Public Courses in DFW by Avid Golfer

✓ Golf Course Additions:

o Currently replacing split cedar railing throughout course

o Completed new boulder tee box signs and in-ground markers

o Added Toro 1750 spray rig to fleet for improved applications of liquids

o Completed all-new golf course furnishings

o Added Josh Campbell (Level 3 PGA Pro) to our staff

✓ Made payments to the City of McKinney of over $170,000 (most ever)

o Continued Management contract with DWW Golf to 2024


• Complete course-wide tree trimming/chipping program

• Continue Pre-emergent and Weed Program expansion

• Build new 9500 sq ft putting green next to 1st Tee Box (50% larger and better turfgrass)

• Install artificial turfgrass and seating in new outdoor lounge on south side of pavilion

• Add split rail fencing along Southwest portion of property

• Repair several major leaks in current irrigation system this winter

• Create master-plan for new green’s complex and surrounds (Jeff Brauer under contract)

MISSION STATEMENT

To provide McKinney

citizens and guests the best

valued golf course by

continuing excellent

customer service and

continuing facility

improvements while

maintaining an affordable

price for the customer.

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GOLF COURSE FUND



Charges for Services 7,128$ 7,455$ 7,000$ 7,000$ 7,500$ Greens Fees 23,958 22,187 24,000 45,000 28,000 Interest Income 808 766 3,000 1,300 - Other Income 61,235 59,651 62,000 62,000 62,000

Total Revenues 93,129$ 90,059$ 96,000$ 115,300$ 97,500$ EXPENSES

Personnel -$ -$ -$ -$ -$ Supplies - - - - - Maintenance 21,586 - - - - Services/Sundry 177,135 84,314 75,236 75,236 75,815 Capital 15,364 - - - -

Total Expenses 214,084$ 84,314$ 75,236$ 75,236$ 75,815$ NET INCOME (120,955) 5,745 20,764 40,064 21,685 BEGINNING CASH & INVESTMENTS 218,839 198,402 215,666 210,264 250,328 Balance Sheet Adjustments * 100,518 6,117 - - - ENDING CASH & INVESTMENTS 198,402$ 210,264$ 236,430$ 250,328$ 272,013$ * Capital Acquisitions, Long-term Liabilities, Depreciation

Management and Maintenance are performed by contract services with DWW Golf Management since October 1, 2008.NO STAFFING IN THIS FUND

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MISSION STATEMENT

Maximize the

development potential

of McKinney National

Airport by developing a

premier

general/business

aviation reliever airport

that provides executive

class aeronautical

services and amenities

and develops

infrastructure and

facilities to attract

aeronautical businesses

and business aircraft.

AIRPORT FUND

Fund Summary

The Airport Fund facilitates general and business aviation and related services.

McKinney National Airport (TKI) is a busy General Aviation Reliever airport

recognized as among the top 84 out of 5,000 airports in the nation. The

McKinney Air Traffic Control Tower (ATCT) is ranked as the 8th busiest tower in

Texas. The airport is a regional economic engine. It supports business, air

charter, flight training, aero-medical, law enforcement, military, and recreational

aircraft. The airport’s Fixed Base Operator (FBO), McKinney Air Center, offers a

wide variety of services including 24-hour aircraft fueling, flight crew amenities,

line services, and hangar leases. Total fuel sales for fiscal year 2020 topped more

than 1.3 million gallons. Total traffic for fiscal year 2020 was more than 141,000

operations. While a successful year overall, this is the first time in McKinney Air

Center history fuel sales and traffic did not increase year over year due to the

impact of the COVID-19 pandemic on airport operations.

FY 2019 - 2020 Accomplishments:

✓ Completed airport rates and charges appraisal

✓ Completed Environmental Assessment for runway extension project

✓ Completed erosion repair project in the aircraft movement area using

programmed funding through TxDOT

✓ Completed runway joint rehabilitation project using programmed

funding through TxDOT

✓ Completed facility improvements to the Texas Instruments hangar

complex per new lease agreement

✓ Executed lease agreement with Medical City (dba North Texas Division, Inc.), including the build out of

approximately 2,659 sf of crew quarter space in new hangar

FY 2020 – 2021 Objectives:

✓ Complete construction of a 17,000 sf FBO terminal building

✓ Begin airfield drainage improvements project in the aircraft movement area using programmed funding

through TxDOT

✓ Complete preferred alternative analysis and begin runway extension project using local funds and

programmed funding through TxDOT

✓ Maintain #1 FBO rating for McKinney Air Center


Jet A Fuel Purchase $3,047,500

AV Gas 100LL Fuel Purchase $747,500

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$4,509,357 $5,190,911

$3,929,250

$5,060,000

$1,022,714 $1,164,562 $974,010 $1,092,500

155,077 157,929

140,867 141,000

0

50,000

100,000

150,000

200,000

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000


Jet/A Fuel Sales AV/Gas Fuel Sales Aircraft Operations (Takeoffs & Landings)

City Council Goal 3: Maximize the Development Potential of McKinney National Airport

AIRPORT FUND



Airport FBO Fees 6,035,526$ 6,924,430$ 6,724,000$ 6,724,000$ 6,660,500$ Hangar & Other Leases/Rent 2,279,835 2,715,331 3,261,350 3,261,350 3,244,918 Interest Income 45,563 72,694 75,000 25,000 17,000 Intergovernmental 32,291 50,000 50,000 50,000 50,000 Licenses & Permits 200 - 500 500 - Other Income 102,798 25,329 - - -

Transfers from Other Funds 413,000 213,000 - - - Total Revenues 8,909,214$ 10,000,784$ 10,110,850$ 10,060,850$ 9,972,418$

EXPENSESPersonnel 1,864,487$ 2,069,488$ 2,340,525$ 2,287,634$ 2,436,198$ Supplies 164,667 191,829 164,378 174,378 157,400 Maintenance 281,724 262,604 373,982 373,982 344,369 Services/Sundry 8,552,638 9,178,683 5,321,441 5,311,441 5,453,598 Capital 51,656 306,354 432,768 432,768 38,064 Transfers to Other Funds 1,765,731 2,212,235 1,464,083 1,464,083 1,542,789

Total Expenses 12,680,903$ 14,221,193$ 10,097,177$ 10,044,286$ 9,972,418$ NET INCOME (3,771,689) (4,220,409) 13,673 16,564 - BEGINNING CASH & INVESTMENTS 3,525,883 4,014,766 3,197,997 3,652,584 3,669,148 Balance Sheet Adjustments * 4,260,573 3,858,227 - - - ENDING CASH & INVESTMENTS 4,014,766$ 3,652,584$ 3,211,670$ 3,669,148$ 3,669,148$

* Capital Acquisitions, Accounts Receivables/Payables, Long-term Liabilities, Depreciation


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of Airport D5 1.00 1.00 1.00 1.00 1.00FBO General Manager 22 1.00 1.00 1.00 1.00 1.00Airport Operations Manager 20 1.00 1.00 1.00 1.00 1.00Flight Line Services Supervisor 16 1.00 1.00 1.00 1.00 1.00Airport Customer Service Supervisor 14 1.00 1.00 1.00 1.00 1.00Airport Operations Analyst 12 1.00 1.00 1.00 1.00 1.00Maintenance Crew Leader 11 1.00 1.00 1.00 1.00 1.00Flight Line Service Crew Leader 11 3.00 3.00 3.00 3.00 3.00Flight Line Specialist 9 8.00 8.00 10.00 10.00 10.00Airport Maintenance Specialist 9 2.00 2.00 3.00 3.00 3.00Customer Service Representative 6 4.00 4.00 5.00 5.00 5.00Custodian 2 0.00 1.00 1.00 1.00 1.00Total 24.00 25.00 29.00 29.00 29.00

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SURFACE WATER DRAINAGE UTILITY FUND

Fund Summary

The Surface Water Drainage Utility Fund collects a fee from property owners

based on the amount of impervious area on their property. Funds are used

for drainage planning, maintenance, improvements, stormwater runoff

quality and implementation of the mandated Phase II stormwater program.

The City’s drainage system includes creeks, channels, subsurface pipes,

inlets, and other drainage structures. In total, the Surface Water Drainage

division maintains over 533.69 miles of storm sewer pipe, 2,243 headwalls,

and 19,141 inlet structures.


✓ Successfully met or exceeded all Storm Water Phase II requirements

✓ Provided information packets on McKinney’s Storm Water

Management Program through multimedia and other outlets

✓ Investigated over 727 mapped stormwater ‘major’ outfalls in the

urbanized area

✓ Cleaned over 43 miles of creeks, channels, inlets, and other drainage

structures citywide 9

✓ Installed 7,232 storm drain markers citywide

✓ Stabilized multiple creek locations citywide, and installed over 1,800 tons of rock/gabions

✓ Participated in more than 10 Green Seminars in the City with an average of 53 individuals providing

lessons on stormwater pollution prevention and recycling to community groups and offering

information about green programs in addition to 64 public outreach events at schools and community

events.


• Clean over 40 miles of creeks, channels, inlets, and other drainage structures citywide

• Inspect 35% of storm inlets and clean 25% of storm drains and storm pipe

• Continue dry weather evaluation of storm drain outlets and continue storm drain inlet marking program

by installing 500+ storm drain markers each year

• Ensure 33% of storm drains are marked throughout the entire storm sewer network annually

• Continue to participate in Trinity Trash Bash and Texas Trash-Off events and reach a target goal of 350

participants for each event

• Continue maintenance of drainage right-of-ways by mowing 15 acres every 14 days during the growing

season of April through October (52 acres of mowing has been transferred to the streets division)

• Continue coordinating waterway sign program and bridge maintenance program

• Update emergency action plans for NRCS lakes

• Implement new procedures and programs based on the new state stormwater requirements

• Develop an Adopt-A-Creek program

MISSION STATEMENT

To provide service in a

professional manner that

complies with Federal and

State guidelines;

implement and maintain

an effective storm water

management program

and system.


Street Sweeping Crew Leader & Sweeper Truck $358,789

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SURFACE WATER DRAINAGE UTILITY FUND



Interest Income 87,255$ 136,950$ 128,000$ 54,500$ 34,000$ Other Income 114,914 10,752 - 16,280 - Surface Water Drainage Fees 3,758,081 3,908,823 3,986,949 4,065,175 4,227,782


Personnel 1,381,449$ 1,546,528$ 1,846,770$ 1,710,688$ 1,908,951$ Supplies 36,774 81,236 69,120 84,120 70,050 Maintenance 222,833 276,730 261,726 200,226 221,891 Services/Sundry 857,186 468,486 1,117,871 1,163,783 1,275,913 Capital - 655,035 314,986 432,810 340,480

Transfers to Other Funds 449,136 350,220 501,130 851,130 387,015 Total Expenses 2,947,377$ 3,378,236$ 4,111,603$ 4,442,757$ 4,204,300$

NET INCOME 1,012,873 678,288 3,346 (306,802) 57,482 BEGINNING CASH & INVESTMENTS 4,444,340 5,403,216 5,326,806 5,765,314 5,458,512

Balance Sheet Adjustments * (53,997) (316,191) - - - ENDING CASH & INVESTMENTS 5,403,216$ 5,765,314$ 5,330,152$ 5,458,512$ 5,515,994$



STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of Public Works + D5 0.25 0.25 0.25 0.25 0.25Assistant Director of Public Works + 24 0.25 0.25 0.25 0.25 0.25Environmental Manager E15 1.00 1.00 1.00 1.00 1.00Civil Engineer II E12 1.00 1.00 1.00 1.00 1.00Street/Drainage Superintendent ++ 20 0.50 0.50 0.50 0.50 0.50Stormwater Administrator 15 1.00 1.00 1.00 1.00 1.00Drainage Supervisor 14 1.00 1.00 1.00 1.00 1.00Street Supervisor +++ 14 0.00 0.50 0.50 0.00 0.00Stormwater Compliance Inspector 14 1.00 2.00 2.00 2.00 2.00Surface Water Drainage Inspector 12 0.00 0.00 1.00 1.00 1.00Project Scheduler 11 0.50 0.00 0.00 0.00 0.00Maintenance Crew Leader * 11 1.00 2.00 2.00 2.00 3.00Maintenance Technician 6 9.00 9.00 12.00 12.00 12.00

* Position(s) added in FY 20-21.+ Position(s) funded by GF Streets 25%, Water 25%, Solid Waste 25% and Surface Water Drainage 25%.++ Position(s) funded by GF Streets 50% and Surface Water Drainage 50%.+++ Position no longer split funded in FY 19-20, funded 100% GF.Total 16.50 18.50 22.50 22.00 23.00


Cleaning Inspections of Creeks/Channels 33 35 30 30

Storm Drains/Pipes Cleaned 113 120 60 60

Storm Inlets Inspected 4,228 6,537 4,440 4,440

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SOLID WASTE FUND

Fund Summary

Environmental Services offers comprehensive municipal solid waste

collection, recycling, and disposal programs utilizing a fully automated

residential and commercial collection system. Services include curbside

collection of solid waste, recyclables, yard waste, household hazardous

waste, and electronic waste on a convenient one-day total service plan;

vegetation maintenance and litter/illegal dumping abatement in the public

right-of-way; and, public outreach events/seminars for waste reduction,

water conservation, sewer system FOG, and other opportunities to include

coordinating annual neighborhood cleanup events.


✓ Exceeded 99% on-time collection for solid waste and recyclables, and

reduced service failures to <1% and improved response times

✓ Collected household hazardous waste from 5,360 residences, a 17%

increase over the past three years

✓ Held 10 green seminars covering water conservation and FOG with

556 attendees

✓ Conducted 64 community outreach events for schools and civic

organizations

✓ Volunteers contributed 186 hours picking up 2,543 lbs. of debris from

City parks, the public right of way, and creeks


• Develop a Solid Waste Management Strategy to provide staff with the necessary principled framework

to guide solid waste and resource recovery policies, programs, and activities over a 20-year horizon

• Ensure solid waste contractor collects solid waste and recyclables from over 54,000 residences, 1,200

commercial customers, and the downtown business district weekly

• Provide curbside household hazardous waste and electronics waste collection to over 5,800 residences

annually within 1 business day

• Respond to sight restrictions, tree maintenance, vegetation hazard removal, and illegal dumping within

1 business day in public right-of-way adjacent to 1,698 lanes miles of streets and 75 miles of alleys

• Provide public outreach for waste reduction, water conservation, sewer system FOG, and an annual

cleanup event

MISSION STATEMENT

To provide municipal solid

waste collection, disposal

and recycling services;

maintain the public right-

of-way; and to provide

environmental education

and community outreach

opportunities for

McKinney residents and

businesses while

preserving and protecting

the high quality of life for

all residents, businesses

and visitors to McKinney.


Solid Waste Landfill Disposal $5,902,000

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SOLID WASTE FUND


INCOME STATEMENT FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21

REVENUESCharges for Services 8,867,248$ 8,675,873$ 9,407,264$ 8,772,698$ 8,870,793$ Interest Income 145,654 348,486 200,000 199,000 89,000 Other Income 178,161 54,527 433,792 436,892 469,852 Transfer from Water Fund 65,796 77,789 93,973 91,564 93,611


Personnel 1,118,427$ 1,205,827$ 1,529,067$ 1,356,976$ 1,561,559$ Supplies 57,310 46,243 79,253 81,073 60,250 Maintenance 39,775 44,485 62,539 60,289 59,973 Services/Sundry 6,396,832 6,383,625 7,241,136 6,883,816 7,353,671 Capital 23,876 24,031 109,256 109,256 -

Transfers to Other Funds 429,395 304,761 1,105,216 2,105,216 357,007 Total Expenses 8,065,614$ 8,008,972$ 10,126,467$ 10,596,626$ 9,392,460$

NET INCOME 1,191,246 1,147,703 8,562 (1,096,472) 130,796 BEGINNING CASH & INVESTMENTS 7,441,861 10,185,623 12,588,706 12,319,283 11,222,811

Balance Sheet Adjustments * 1,552,516 985,958 - - - ENDING CASH & INVESTMENTS 10,185,623$ 12,319,283$ 12,597,268$ 11,222,811$ 11,353,607$

* Capital Acquisitions, Accounts Receivables/Payables, Long-term Liabilities, Depreciation and principal received from Golf Course and MEDC loans



Director of Public Works + D5 0.25 0.25 0.25 0.25 0.25Assistant Director of Public Works + 24 0.25 0.25 0.25 0.25 0.25Environmental Services Manager 20 1.00 1.00 1.00 1.00 1.00Solid Waste Operations Supervisor 16 1.00 1.00 1.00 1.00 1.00Environmental Education Coordinator 13 1.00 1.00 1.00 1.00 1.00Maintenance Crew Leader 11 1.00 1.00 1.00 1.00 1.00Solid Waste Compliance Inspector 10 1.00 1.00 2.00 2.00 2.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Maintenance Technician 6 7.00 7.00 10.00 10.00 10.00Maintenance Worker 4 2.00 2.00 2.00 2.00 2.00Staff Assistant 4 0.00 1.00 1.00 1.00 1.00Staff Assistant (Part-time 0.5 FTE) 4B 0.50 0.00 0.00 0.00 0.00

+ Position(s) funded by GF Streets 25%, Water 25%, Solid Waste 25% and Surface Water Drainage 25%.Total 16.00 16.50 20.50 20.50 20.50


Household Hazardous Waste Collection Time (Days) 1 1 1 1

Solid Waste and Recyclable Issue Resolution Time (Days) 1 1 1 1

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25

28

24 24

20

30


Workers Compensation Lost Time Injuries

RISK / INSURANCE FUND

Fund Summary

The purpose of the Risk/Insurance Fund is to account for actual

expenses related to the City’s liability, risk, and employee insurance

costs.

The primary source of funding is from employer, employee, and

retiree premiums.


RISK/INSURANCE FUNDActual Actual Original EOY Estimate Adopted


Employer Contributions 17,407,633$ 18,886,357$ 20,400,346$ 20,415,662$ 23,008,582$ Employee Contributions 2,922,747 3,124,602 3,360,000 3,360,000 3,367,000 Retiree / COBRA Contributions 323,537 308,208 417,000 417,000 383,200 Stop Loss Revenue 460,898 2,313,795 875,000 1,650,000 875,000 Interest Income 180,978 335,266 286,000 118,000 52,000 Other Income 879,936 1,105,893 1,007,000 857,000 857,000


Personnel (4,793)$ -$ -$ -$ -$ Supplies 13,156 15,014 22,950 21,450 26,450 Maintenance - - 750 - - Services/Sundry 19,280,484 24,691,894 26,276,340 26,276,340 26,200,045 Capital 28,107 23,888 34,824 34,824 - Transfers to Other Funds 4,500,000 - - 1,000,000 1,000,000

Total Expenses 23,816,954$ 24,730,796$ 26,334,864$ 27,332,614$ 27,226,495$ NET INCOME (1,641,225) 1,343,324 10,482 (514,952) 1,316,287 BEGINNING CASH & INVESTMENTS 12,627,428 10,586,056 11,922,838 12,150,273 11,635,321

Balance Sheet Adjustments * (400,147) 220,893 - - - ENDING CASH & INVESTMENTS 10,586,056$ 12,150,273$ 11,933,320$ 11,635,321$ 12,951,608$

* Long-term Liabilities, Accounts Receivables/Payables


MISSION STATEMENT

To promote health and safety and

minimize financial risk to the City

by creating a safe environment

for its employees, citizens, and

visitors.


Medical Claims $14,034,380

Prescription Claims $2,977,325

Insurance Fixed Costs $2,375,942

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CAPITAL PROJECTS FUNDS

Capital Projects Funds are used to account for all major capital

improvements that are financed by the City’s general obligation bonds,

revenue bonds, intergovernmental grants, developers’ contributions and

other designated resources.

❖ Capital Improvements Program

❖ Capital Improvements Map

❖ CIP Budget Summary

❖ Impact of Capital Projects on Operating Budget

❖ Utility Construction Fund

❖ Street Construction Fund

❖ Park Construction Fund

❖ Library Construction Fund

❖ Roadway Impact Fee Fund

❖ Public Safety Improvement Fund

❖ Facilities Improvement Fund

❖ Utility Development Impact Fee Fund

❖ Technology Improvement Fund

❖ Airport Construction Fund

❖ Stormwater Construction Fund

❖ Parkland / Median Fee Fund

❖ CIP Five-year Financial Plan

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CAPITAL IMPROVEMENTS PROGRAM

Description

McKinney continues to be one of the nation’s fastest-growing cities. Such growth brings both benefits and

challenges to the City. A critical component of growth management is providing adequate infrastructure and

facilities for new citizens and new business development. The Capital Improvements Program (CIP), a five-year

plan for funding of major capital improvements, is structured to meet those needs while maintaining a strong

fiscal policy. In addition to the five-year plan, the City has begun forecasting debt capacity and operational cost

over a ten-year period.

The Capital Improvements Program is developed by identifying and prioritizing capital project needs, then

balancing those needs with available funding sources. Many projects are identified from previously approved

master plans for water, wastewater, parks, streets, facilities, etc. Other projects are recommended by Council,

citizen boards, staff and community input.

CIP Financing

The Capital Improvements Program is funded from several sources, including General Obligation Bonds,

Certificates of Obligation, Revenue Bonds, MCDC (4B) funds, MEDC (4A) funds, grants, impact fees and

contributions. The largest single source of funding is General Obligation Bonds.

• In May 2019, McKinney voters approved a $350 million General Obligation Bond package

o $75 million, Public Safety Facilities

o $50 million, Municipal Community Complex

o $91 million, Parks and Recreation Facilities

o $34 million, Public Works Facilities

o $100 million, Street Improvements (including sidewalk, alley and other traffic flow

improvements)

• The bond package was developed through the work of a citizen committee, the City Council and City

staff.

• These projects are generally scheduled for construction as bond capacity is available.

Capital Project Funds

Various capital project funds have been created to account for proceeds from bond sales, transfers, specific

grants or other funds earmarked for capital projects. A description of capital project funds, associated projects

and the annual budget element for each fund are listed on the following pages. Information on projects, funding

sources and funding years is detailed in the CIP Five-year Financial Plan at the end of this section.

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CAPITAL IMPROVEMENTS MAP

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CIP BUDGET SUMMARY

Adopted Utility Street Park Library Roadway Public Safety

FY 20-21 Construction Construction Construction Improvement Impact Fee Improvement

BEGINNING BALANCE, 10/1/2020 21,560,737$ 16,626,531$ 1,646,422$ 1,568,146$ 10,054,935$ 587,068$

REVENUES

Bond Proceeds 31,900,000$ 17,500,000$ 48,000,000$ -$ -$ 35,500,000$

Contribution & Other - - - - 7,000,000 -

Dedication Fees - - - - - -

Interest Income 412,000 656,000 210,000 20,000 - 84,000

Intergovernmental 5,400,000 15,271,436 - - - -

Transfers 4,200,000 6,930,000 8,825,000 - - -

TOTAL REVENUES 41,912,000$ 40,357,436$ 57,035,000$ 20,000$ 7,000,000$ 35,584,000$

EXPENDITURES

Project Appropriations 62,581,232$ 46,951,436$ 56,825,000$ -$ -$ 35,500,000$

Transfers - - - - 5,250,000 -

Other CIP costs 671,385 900,572 588,000 - 200,000 434,875

TOTAL EXPENDITURES 63,252,617$ 47,852,008$ 57,413,000$ -$ 5,450,000$ 35,934,875$

ENDING BALANCE, 9/30/2021 220,120$ 9,131,959$ 1,268,422$ 1,588,146$ 11,604,935$ 236,193$

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Adopted Facilities Utility Technology Airport Stormwater Parkland /

FY 20-21 Improvement Impact Fee Improvement Construction Construction Median Fee Total

BEGINNING BALANCE, 10/1/2020 194,264$ 5,178,858$ 1,161,843$ 2,637,893$ 780,966$ 5,529,413$ 67,527,078$

REVENUES

Bond Proceeds 9,950,000$ -$ -$ -$ -$ -$ 142,850,000$

Contribution & Other - 3,000,000 1,535,639 - - 200,000 11,735,639

Dedication Fees - - - - - 2,500,000 2,500,000

Interest Income 168,000 - 74,000 74,000 32,000 - 1,730,000

Intergovernmental - - - 18,601,453 - - 39,272,889

Transfers - - - 1,383,263 - - 21,338,263

TOTAL REVENUES 10,118,000$ 3,000,000$ 1,609,639$ 20,058,716$ 32,000$ 2,700,000$ 219,426,791$

EXPENDITURES

Project Appropriations 9,950,000$ -$ -$ 20,623,836$ 250,000$ -$ 232,681,504$

Transfers - 4,200,000 - - - 3,325,000 12,775,000

Other CIP costs 319,040 - 1,547,170 - - 180,000 4,841,042

TOTAL EXPENDITURES 10,269,040$ 4,200,000$ 1,547,170$ 20,623,836$ 250,000$ 3,505,000$ 250,297,546$

ENDING BALANCE, 9/30/2021 43,224$ 3,978,858$ 1,224,312$ 2,072,773$ 562,966$ 4,724,413$ 36,656,323$

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IMPACT OF CAPITAL PROJECTS ON OPERATING BUDGET

The City of McKinney prepares an operating budget and capital budget which are closely linked. The operating budget

is prepared annually for the operational needs of the budgeted year. The capital budget (CIP), is for the acquisition,

expansion, or rehabilitation of infrastructure, fixed assets, or productive capacity of city services. The CIP, unlike the

operating budget, is a five-year financial plan and is updated annually. Only those projects with expenditures during

the current year of the plan are financed and adopted as part of the City’s annual budget.

IMPACT OF CAPITAL PROJECTS Each project in the plan is reviewed to assess the impact it will have on the operating budget. Projects providing new

infrastructure will typically require additional expenditures each year for operation and maintenance. Projects that

replace or rehabilitate existing infrastructure will typically reduce operating costs; however, this does not generally

result in an overall reduction of operating costs as the other aging City infrastructure not replaced are progressively

more expensive to operate and maintain. The estimated impact is $1.1 million in added expenses for FY21, with an

overall impact of about $33.1 million over five years, including 101 added staff. Some years, large staffing impacts

may result in reduced funding for additional staff or programs in other areas.

OPERATING COSTS FOR CAPITAL PROJECTS – CURRENT & FUTURE YEARS

CIP Fund

Project

NumberProject Name

Annual

Cost

Starts

in FY

Annual

Cost

Starts

in FY

One Time

CostFor FY FY21

TOTAL

FY21-25

#

FTEs

21-Streets FA4320 TRINITY FALLS PKWY (FM543) 6,500 2022 8,800 2022 61,200 0.1 26-Facilities FC1202 PUBLIC WORKS COMPLEX MASTER PLAN PH1 (FLEET EXPANSION) 33,600 2023 100,800 - 26-Facilities FC1707 MUNICIPAL COMPLEX 734,000 2023 2,202,000 26-Facilities FC1729 PUBLIC SAFETY PHASE 5 RENOVATIONS 18,900 2021 18,900 94,500 26-Facilities FC2004 PUBLIC SAFETY EXPANSION & RENOVATIONS 5,535,873 2024 195,000 2025 11,266,746 65 25-Fire FI1731 FIRE STATION - CRAIG RANCH (WITH APPARATUS) 2,500,000 2022 51,900 2023 10,155,700 21 25-Fire FI2111 FIRE DEPARTMENT ADMINISTRATION BUILDING 183,500 2023 550,500 31-IT IT1007 ERP IMPLEMENTATION 200,000 2022 800,000 2 23-Parks PK1213 HIKE AND BIKE TRAIL CONSTRUCTION 90,330 2025 100,000 2025 45,000 2025 190,330 1.8 23-Parks PK1643 PROSPER ISD NEIGHBORHOOD PARK 22,582 2021 20,000 2021 42,582 212,910 0.5 23-Parks PK1806 GABE NESBITT COMM PK IMPR 20,000 2021 20,000 100,000 23-Parks PK1827 GREENS OF MCKINNEY TRAIL 205,825 2023 186,000 2023 84,500 2023 1,259,975 4 23-Parks PK1829 NEW SENIOR CENTER 90,330 2021 106,800 2021 40,000 2021 237,130 1,025,650 2 23-Parks PK1830 ROBINSON RIDGE NEIGHBORHOOD PARK 22,582 2021 20,000 2021 10,000 2021 52,582 222,910 23-Parks PK1906 CRAIG RANCH SOCCER FIELD & LINEAR PARK IMPROV 20,000 2021 20,000 100,000 23-Parks PK4391 NEIGHBORHOOD PARK CONSTRUCTION (4-10 AC SITES) 22,582 2022 20,000 2022 10,000 2022 180,328 0.5 23-Parks PK4394 SENIOR CENTER EXP (15K SF NEW+23K SF) 130,000 2021 53,457 2021 183,457 917,285 2.6 21-Streets ST1231 VIRGINIA PKWY LANES 5 & 6 (RIDGE - BELLEGROVE) 4,500 2021 6,000 2021 10,500 52,500 0.1 21-Streets ST1617 RIDGE RD FM US380 TO WILMETH - FUND 20 ONLY 5,600 2022 22,400 2022 112,000 0.1 21-Streets ST1719 WILMETH-HARDIN TO LAKE FOREST 9,100 2023 12,200 2023 63,900 0.2 20-Utilities WA1624 REDBUD PUMP STATION 794PP TRANSMISSION LINE 6,700 2021 4,100 2021 10,800 54,000 0.1 20-Utilities WA2051 AMI METER REPLACEMENTS 450,000 2021 450,000 2,250,000 20-Utilities WA4339 AIRPORT SOUTH & HARRY MCKILLOP WATER MAINS 13,700 2023 8,300 2023 66,000 0.3 20-Utilities WA4340 REDBUD PUMP STATION 850PP DISCHARGE WATER LINE 7,030 2021 4,440 2021 11,470 57,350 0.1 20-Utilities WW1638 HONEY CREEK SS TRUNK MAIN TO MH-HC124 12,300 2022 7,400 2022 78,800 0.2 20-Utilities WW4213 STOVER CREEK SANITARY SEWER - OVERSIZE PARTICIPATION BLOOMDALE (TUCKER HILL)10,500 2022 6,300 2022 67,200 0.2

TOTAL 1,084,521 33,116,404 101

Personnel Maintenance Equipment (1X) 5 Year Plan

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UTILITY CONSTRUCTION FUND

Fund Summary

The Utility Construction Fund is used to account for the financing and construction of water and wastewater projects.

The primary source of revenue for the fund is proceeds from Revenue Bonds. Other sources include contributions

from other agencies, capital recovery fees and general operating transfers.

COMBINED STREET/UTILITY PROGRAM These projects combine capital funds from the Utility Construction Fund and the Street Improvement Fund. Projects

include both new thoroughfare segments and street reconstruction projects incorporating drainage, water and/or

wastewater improvements.

The Infrastructure Initiative was created after a 1999 study identified infrastructure needs in older sections of

McKinney. Street, drainage, water and wastewater systems generally east of US 75 and in some older established

areas west of US 75 continue to be evaluated and prioritized. Projects are determined on the basis of infrastructure

condition, related drainage issues and other conditions.

Completed Projects

• Main Replacement & Street Rehabilitation Projects (3 Separate Projects – Various Locations)

• Infrastructure Asset Management Planning Initiative

Immediate Projects

• Town Center Infrastructure Improvements – Louisiana Street

• Griffin Street & Pine Street Infrastructure Improvements – Baker Street to Barnes Street

• Main Replacement & Street Rehabilitation (Northwood Park & Westwood Park)

• Flour Mill Infrastructure - Phase 1 (East Louisiana Street)

• SH 5 Utility Relocations (Frisco Road – US 380)

• Hill Street Pedestrian Bridge Replacement

Long-Range Projects (5-Year CIP Plan)

• Main Replacement & Street Rehabilitation Projects - Citywide

• Design and construction of Infrastructure Initiative projects (Projects to be identified when funding becomes

available)

• Town Center Infrastructure Improvements (Projects to be identified when funding becomes available)

WATER DISTRIBUTION PROGRAM Water projects are constructed to improve the water storage, distribution system and pumping facilities in McKinney.

Rapid growth requires major investments in the water system to supply adequate service to new and existing

customers. The projects included in the CIP are as outlined in the recently completed 2018 Water Master Plan. The

projects listed below are in addition to previously mentioned Infrastructure Initiative projects and substandard main

replacement projects.

Completed Projects

• Redbud Pump Station

• Redbud Pump Station 850 Pressure Plan Water Transmission Line

• Water Master Plan Update (2018)

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Immediate Projects

• Independence Parkway Water Line – South of US 380

• Ongoing Residential Water Service Line Replacement Program - Citywide

• University Pump Station Capacity Improvements - Construction Phase

• McKinney Ranch Pump Station Improvements - Phase 1 – Construction Phase

• Custer Road Utility Relocations - US 380 to FM 1461 – Construction Phase

• Airport Boulevard & Harry McKillop Water Lines – Construction Phase

• McLarry Water Line – South of Bloomdale Rd. – Construction Phase

• Elevated Water Storage Tank Maintenance – Industrial Blvd.


• Stonebridge Master-Planned Water Mains - North of US 380

• Miscellaneous Water Facilities Improvements – Citywide

• Water Facility Condition Assessment - Citywide

• Stacy Road Elevated Storage Tank Construction

• Elevated Storage Tank Maintenance Program – Citywide

• Airport Drive Master-Planned Water Line – North of US 380

• McKinney Ranch Pump Station Improvements – Phase 2

• Water Master Plan Update (2023)

WASTEWATER COLLECTION PROGRAM These projects expand or extend portions of the sanitary sewer collection system facilities as outlined in the recently

completed 2018 Wastewater Master Plan.

Completed Projects

• Large Diameter Wastewater Main Rehabilitation Program – Segment 2

• Wastewater Master Plan Update (2018)

• Wastewater Main Oversize Participation – Stover Creek

Immediate Projects

• Wastewater Main Replacements

• Honey Creek Sanitary Sewer Trunk Main

• Lift Station Improvements - Citywide

• Large Diameter Wastewater Main Rehabilitation Program – Segment 3

• Wastewater Main Oversize Participation

• Aerial Wastewater Crossing Replacement Program

• SH 5 Wastewater Main Utility Relocations

• Old Mill Road Wastewater Main

• Stonebridge Lift Station Abandonment

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• Substandard Main Improvements

• Wastewater Inflow and Infiltration Project - Citywide

• Large Diameter Wastewater Main Rehabilitation Program

• Sanitary Sewer Condition Assessments for Large Diameter Lines

• Wastewater Master Plan Update (2023)

• Wastewater Main Oversize Participation

• Parallel and extension main projects may be undertaken by North Texas Municipal Water District.

Proportionate City share of the project cost will be repaid to NTMWD through annual assessments to the City

rather than through the CIP


INCOME STATEMENT FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21

REVENUESBond Proceeds 11,415,000$ 31,735,000$ 40,515,000$ 22,315,000$ 31,900,000$ Developer Contributions not Received - - - 1,110,025 - Developer Contributions Received 4,100,581 480,016 - - - Developer/Pro-rata Contributions 36,680 - 500,000 - - Interest Income 2,898,667 3,571,220 1,547,000 950,000 412,000 Intergovernmental - - - - - Intergovernmental not Received - - 3,000,000 5,038,240 5,400,000

Transfers from Utility Development Impact Fee Fund 2,400,000 7,250,000 4,400,000 3,235,000 4,200,000 Total Revenues 20,850,929$ 43,036,236$ 49,962,000$ 32,648,265$ 41,912,000$

EXPENSESPersonnel 188,161$ 193,717$ 248,930$ 240,804$ 280,610$ Project Appropriations 15,919,421 35,287,080 58,040,000 25,036,354 61,460,000 Bond Issuance Costs 284,856 454,533 496,309 273,359 390,775 Prior Year Project Commitments 182,165 - - 80,036,943 - Pro-rata Unallocated/Reimbursement - - 1,725,748 1,121,232 1,121,232

Transfers to Facilities Improvement Fund - - - 1,000,000 - Total Expenses 16,574,603$ 35,935,331$ 60,510,987$ 107,708,692$ 63,252,617$

NET INCOME 4,276,326 7,100,905 (10,548,987) (75,060,427) (21,340,617) BEGINNING CASH & INVESTMENTS 79,659,470 86,371,672 12,628,334 98,741,146 21,560,737

Balance Sheet Adjustments * 2,435,876 5,268,570 - (2,119,982) - ENDING CASH & INVESTMENTS 86,371,672$ 98,741,146$ 2,079,347$ 21,560,737$ 220,120$




Senior Engineer I E13 0.33 0.33 0.33 0.33 0.33Civil Engineer II * E12 0.00 0.00 0.00 0.00 0.33Real Estate Acquisition Administrator 19 0.33 0.33 0.33 0.33 0.33CIP Senior Accountant 16 0.33 0.33 0.33 0.33 0.33Engineering Services Analyst 14 0.00 0.00 0.00 0.33 0.33Engineering Office Supervisor 12 0.33 0.33 0.33 0.00 0.00Construction Inspector (x3 @ 33%) 12 0.33 0.99 0.99 0.99 0.99

* Position(s) added in FY 2021.Total 1.65 2.31 2.31 2.31 2.64

Information on projects, funding sources and funding

years is detailed in the CIP Five-year Financial Plan

at the end of this section.

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STREET CONSTRUCTION FUND

Fund Summary

The Street Construction Fund is used to account for the financing and construction of streets and thoroughfares,

including project engineering and drainage improvements incidental to the thoroughfare improvements. Proceeds are

from the sale of General Obligation Bonds, contributions from other agencies, and general operating transfers.

(Infrastructure Initiative projects are identified in the description of Combined Street/Utility projects listed under the

Utility Construction Fund.)

Continued growth in the community necessitates extension and expansion of the thoroughfare system to

accommodate increased traffic and access needs. Major thoroughfare improvements are typically a primary

component of each municipal bond election. Many projects are jointly funded by Collin County through their

transportation bond program, Regional Toll Revenues from the Texas Department of Transportation, or other

cooperative funding mechanisms. Cooperative funding for regionally significant projects is imperative.

The CIP makes certain funding assumptions for participation by other agencies and may be revised to reflect changes

in participation as final decisions are made by these agencies. Similarly, project expenditures such as land acquisition

and construction can experience significant fluctuations from year to year and may also be revised to reflect changes

due to revised estimates or actual contract prices.

Completed Projects

• Arterial Capacity Improvements at Various Locations

• Citywide Future Roundabout Planning & Evaluation – Glen Oaks & Ridge Study

• Citywide Street Paving Improvements

• Redbud Blvd Lanes 3 & 4 (McLarry - Bloomdale)

• McLarry Drive Improvements (North of Redbud Blvd)

• Accessibility Improvements (East Side Phase 1)

• Northwest Sector Arterial Alignment Studies

• Trinity Falls Parkway Lanes 3 & 4 (Laud Howell Parkway - Old FM 543)

• Trinity Falls Parkway Widening City Contribution (Old FM 543 – FM 543)

• Rockhill Rd and Graves Street Improvements

Immediate Projects

• Arterial Capacity Improvements at Various Locations

• Ridge Road (US 380 - Wilmeth) - Construction Phase

• Wilmeth Road Lanes (Lake Forest - Hardin) – Construction Phase

• Wilmeth Road Lanes 3 & 4 (East of Redbud - SH 5) – Construction Phase

• Accessibility Improvements (East Side Phase 2) – Construction Phase

• Eldorado Parkway and Custer Road Intersection Improvements

• Collin McKinney Parkway (Lake Forest - Hardin) – Construction Phase

• Stacy Road Lanes 5 & 6 (Custer - Ridge) – Construction Phase

• Bloomdale Road (Community - CR 164) – Construction Phase

• Country Lane / Airport Drive Improvements – Construction Phase

• Virginia Parkway Lanes 5 & 6 (Custer - Virginia Parklands) – Construction Phase

• Bloomdale Lanes 3 & 4 Including Realignment of Spur 195 (East of Redbud to SH 5)

• Development Catalyst Projects - Citywide

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Bond Proceeds 30,875,000$ 27,088,215$ 19,300,000$ 9,700,000$ 17,500,000$ Contributions/Other-Prior Year not Received - 227,287 - Developer Contributions 1,160,797 147,540 - 2,060,956 Interest Income 1,147,346 2,508,023 2,704,000 1,261,000 656,000 Intergovernmental 1,671,801 3,205,497 - 2,913,611 Intergovernmental not received - - 4,338,851 3,059,191 15,271,436 Bond Premium 2,101,985 4,663,668 - - - Transfers from General Fund 3,000,000 2,500,000 2,500,000 2,500,000 1,500,000 Transfers from Median Escrow Fund - - - - 180,000

Transfers from Roadway Impact Fee Fund 857,402 3,348,406 5,350,000 7,350,000 5,250,000 Total Revenues 40,814,331$ 43,688,636$ 34,192,851$ 28,844,758$ 40,357,436$

EXPENDITURESPersonnel 447,888$ 512,889$ 622,966$ 604,355$ 686,197$ Project Appropriations 15,076,729 18,141,788 44,913,851 28,426,581 46,951,436 Prior Year Project Commitments - - 92,571,239 - Bond Issuance Costs 276,985 351,883 236,425 118,825 214,375

Total Expenditures 15,801,601$ 19,006,560$ 45,773,242$ 121,721,000$ 47,852,008$ NET INCOME 25,012,730 24,682,076 (11,580,391) (92,876,242) (7,494,572) BEGINNING FUND BALANCE 59,807,967 84,820,697 21,549,701 109,502,773 16,626,531 ENDING FUND BALANCE 84,820,697$ 109,502,773$ 9,969,310$ 16,626,531$ 9,131,959$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Senior Engineer I E13 0.67 0.67 0.67 0.67 0.67Civil Engineer II * E12 0.00 0.00 0.00 0.00 0.67Civil Engineer I E11 1.00 1.00 1.00 1.00 1.00Real Estate Acquisition Administrator 19 0.67 0.67 0.67 0.67 0.67CIP Senior Accountant 16 0.67 0.67 0.67 0.67 0.67Engineering Services Analyst 14 0.00 0.00 0.00 0.67 0.67Engineering Office Supervisor 12 0.67 0.67 0.67 0.00 0.00Construction Inspector (x3 @ 67%) 12 0.67 2.01 2.01 2.01 2.01

* Position(s) added in FY 2021.Total 4.35 5.69 5.69 5.69 6.36

• Traffic Signal Installations

• US 380 Illumination (Coit – US 75)

• SH 5 Illumination (Stewart – US 380)

• Harry McKillop Boulevard Illumination (SH 5 – Airport)

• US 75 High Mast Lighting Improvements

• Citywide Wayfinding Planning

• Traffic Signal Controller Upgrades


• SH 5 Corridor Improvements (Frisco Road to Powerhouse) – Local Contribution

• Silverado Trail Lanes 3 & 4 (Custer Rd – Rowlett Creek)

• Alma Lanes 5 & 6 (Stacy Rd – Silverado Trl)

• Eldorado Pkwy Lanes 5 & 6 (Custer Rd – Hardin Blvd)

• Bloomdale Rd Lanes 1 & 2 (Custer Rd – Lake Forest Dr)

• Wilmeth Rd Lanes 1 & 2 (Custer Rd – Ridge Rd)

• Ridge Road Lanes 1 & 2 (Wilmeth – Bloomdale)

• Taylor Burk Extension (Hardin Blvd – Skyline)

• Collin McKinney Parkway (East of MISD Stadium - McKinney Ranch)

• Traffic Signals at Various Locations

• Accessibility Improvements - Citywide

• Arterial Capacity Improvements

• Development Catalyst Projects

• Intelligent Transportation Systems (ITS) Implementation – Citywide




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PARK CONSTRUCTION FUND

Fund Summary

The Park Construction Fund is used to account for the financing and construction of various parks and recreation

facilities. Proceeds are primarily from grants, MCDC (4B) funds, park land dedication fees paid by developers,

and private contributions. The primary source of funding for park capital projects is provided by the MCDC 4B

half-cent sales tax. Projects are primarily identified from long-range park master plans and represented in a 10-

year CIP. Projects focus on renovation of existing facilities as well as acquiring and developing new sites.

Completed Projects

• Construction of Additional Tennis Courts and Park Amenities at Gabe Nesbitt Park

• Construction of Finch Park Phase IV

• Construction of JMAC Improvements

• Construction of Oak Hollow Improvements

• Construction of a Fitness Court at Bonnie Wenk Park

• Playground and Pavilion renovations for Eubanks, McKissick and Hilltop Parks

• Master Plans for Renovations of EA Randles, Winniford, WB Finney, Falcon Creek, Mary Will Craig,

Murphy, Northpark and Wattley Parks

• Master Plan for Craig Ranch Soccer Complex

• Master Plan update for Gabe Nesbitt Park

• Master Plan for Old Settler’s Park

• Master Plan for Al Ruschhaupt Sports Complex

• Installation of sports lighting at Al Ruschhaupt Phase 2

• Installation of sports lighting at Gabe Nesbitt multi-purpose field

• Installation of scoreboards at Gabe Nesbitt and Grady Littlejohn

Immediate Projects

• Design of Park Master Plan and Trails Plan

• Design and Construction of Craig Ranch Linear Park

• Design of restroom and various improvements at Al Ruschhaupt Sports Complex

• Renovations of Al Ruschhaupt restrooms phase 2

• Installation of fencing at Gabe Nesbitt skatepark

• Design of Erwin Park Improvements

• Design of Finch Park Phase V

• Design of Indoor Tennis Courts at Gabe Nesbitt Park

• Construction of Prestwyck Neighborhood Park

• Construction of Cottonwood Park

• Construction of Senior Center Expansion

• Construction of road connection at Craig Ranch Soccer Complex

• Parkland Acquisition

• Construction of Old Settler's Renovations

• Design of Robinson Ridge Neighborhood Park

• Design of Old Settler’s Park Improvements Phase 1

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• Installation of sports lighting at Al Ruschhaupt Phase 1

• Playground upgrades and shade installations at Gabe Nesbitt Baseball and Softball

• Design of Town Center Improvements

• Installation of new site furnishings at Valley Creek Park

• Installation of additional shade structures and site furnishings at Bonnie Wenk Park

• Design of Greens of McKinney neighborhood park

• Installation of kiosk and monument signage at Recreation Center at Towne Lake

• Design of Park Renovation (s) – park(s) to be determined

• Adoption of new parkland dedication ordinance

• Design of various median landscape projects


• Land Acquisition, Design and Construction of Rowlett Creek Hike and Bike Trail at Stacy Road

• Master Plan Preparation and Design of Gray Branch Park

• Ongoing Strategic Land Acquisition

• Design and Construction of Various Hike and Bike Trails

• Design and Construction of Neighborhood Parks Near New Elementary Schools

• Design of upgrades to aging parks

• Construction of Robinson Ridge Neighborhood Park

• Master Plan for Towne Lake

• Design of new Senior Center



Bond Proceeds -$ 7,549,920$ 32,000,000$ 8,000,000$ 48,000,000$ Contributions/Donations 4,000 - 1,000,000 - -

Developer Contributions - - - 4,286,819 - Interest Income 423,915 663,310 701,000 289,000 210,000 Intergovernmental 461,131 453,677 - - - Intergovernmental not Received - - 701,000 414,902 - Other Income 486,557 100,000 - - - Parkland Dedicaton - - 2,600,000 - -

Contributions - Component Units (MCDC) not Received - - - 4,570,611 -

Contributions - Component Units (MCDC) 141,258 - - 79,389 -

Transfers from Parkland/Median Fee Fund 5,697,037 8,583,625 - 5,280,000 3,325,000

Transfers from Component Unit 601,305 2,077,479 - 2,565,341 -

Transfers from Component Units not Received - - 5,500,000 19,882,748 5,500,000 Total Revenues 7,815,202$ 19,428,010$ 42,502,000$ 45,368,810$ 57,035,000$

EXPENDITURESProject Appropriations 10,272,682$ 9,740,983$ 41,801,000$ 34,401,000$ 56,825,000$ Prior Year Project Commitments - - - 27,161,252 - Bond Issuance Costs -$ 49,920$ 392,000$ 98,000$ 588,000$

Total Expenditures 10,272,682$ 9,790,903$ 42,193,000$ 61,660,252$ 57,413,000$ NET INCOME (2,457,480) 9,637,108 309,000 (16,291,442) (378,000) BEGINNING FUND BALANCE 10,758,237 8,300,756 8,884,462 17,937,864 1,646,422 ENDING FUND BALANCE 8,300,756$ 17,937,864$ 9,193,462$ 1,646,422$ 1,268,422$





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LIBRARY CONSTRUCTION FUND

Fund Summary

The Library Construction Fund is used to account for the financing and construction of library facilities. Proceeds

are primarily from the sale of General Obligation Bonds.

Immediate Projects

• John & Judy Gay Library Expansion and Renovation


• Library Storefront Branch



Bond Proceeds -$ -$ -$ -$ -$ Contributions/Donations - 681,491 - - - Interest Income 168,792 219,664 464,000 69,000 20,000


Project Appropriations 343,064$ 2,337,301$ -$ -$ -$ Prior Year Project Commitments - - - 6,714,217 -

Total Expenditures 343,064$ 2,337,301$ -$ 6,714,217$ -$ NET INCOME (174,272) (1,436,145) 464,000 (6,645,217) 20,000 BEGINNING FUND BALANCE 9,823,780 9,649,508 1,544,589 8,213,363 1,568,146 ENDING FUND BALANCE 9,649,508$ 8,213,363$ 2,008,589$ 1,568,146$ 1,588,146$





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ROADWAY IMPACT FEE FUND

Fund Summary

The Roadway Impact Fee Fund is used to account for fees paid by developers for construction of streets under

the Roadway Impact Fee Ordinance.

Roadway Impact Fees are allocated to fund a portion of eligible projects, or to refund the City of McKinney for

costs of eligible projects previously funded through other municipal funding sources.

Roadway Impact Fee Projects

• Ridge Road (US 380 - Wilmeth)

• Arterial Capacity Improvements

• Wilmeth Road Lanes (Lake Forest - Hardin)

• Eldorado Parkway and Custer Road Intersection Improvements

• Virginia Parkway Lanes 5 & 6 (Custer - Virginia Parklands)

• Collin McKinney Parkway (Lake Forest - Hardin)

• Bloomdale Road (Community - CR 164)

• Country Lane / Airport Drive Improvements

• Trinity Falls Parkway Lanes 3 & 4 (North of Laud Howell Parkway)

• Custer Road (US 380 – FM 1461) – Design Only

• Traffic Signalization



Contributions/Impact Fees 5,814,904$ 3,004,705$ 3,400,000$ 6,500,000$ 7,000,000$ Total Revenues 5,814,904$ 3,004,705$ 3,400,000$ 6,500,000$ 7,000,000$

EXPENDITURESRefund Roadway Impact Fee 19,979$ 162,669$ 200,000$ -$ 200,000$

Transfers to Street Construction Fund 857,402 3,348,406 5,350,000 7,350,000 5,250,000 Total Expenditures 877,381$ 3,511,075$ 5,550,000$ 7,350,000$ 5,450,000$

NET INCOME 4,937,524 (506,370) (2,150,000) (850,000) 1,550,000 BEGINNING FUND BALANCE 6,473,782 11,411,305 11,033,860 10,904,935 10,054,935 ENDING FUND BALANCE 11,411,305$ 10,904,935$ 8,883,860$ 10,054,935$ 11,604,935$





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PUBLIC SAFETY IMPROVEMENT FUND

Fund Summary

The Public Safety Improvement Fund is used to account for financing the renovation, acquisition or construction

of facilities or equipment for public safety.

Completed Projects

• Fire Station 10 in Trinity Falls Parkway located at 1150 Olympic Crossing

Immediate Projects

• Fire Station 11 at Craig Ranch located at 6260 Rundell Way

• Fire Department Headquarters located on Taylor Burk Drive

• Police Gun Range Restrooms

• Public Safety Building Phase V – Building Expansion and Renovation


• Reconstruction of Fire Station 8 located at 3445 Alma Road

• Fire Station at Virginia and Hardin

• Upgrade Security of Apparatus Bays at Existing Fire Stations

• Future Fire Stations Land Acquisition

• Fire Station and Apparatus Storage Facility on Redbud Boulevard

• Fire Station inside Airport Security



Bond Proceeds -$ 1,000,000$ 16,050,000$ 17,250,000$ 35,500,000$

Bond Premium - 9,384 - - - Developer Contributions 765,000 6,885,000 - - - Interest Income 54,742 133,415 82,000 50,000 84,000

Transfer from General Fund - - - - -

Transfer from Facility Improvement Fund - - - - - Total Revenues 819,742$ 8,027,798$ 16,132,000$ 17,300,000$ 35,584,000$

EXPENDITURESProject Appropriations 1,281,537$ 5,909,588$ 16,050,000$ 18,250,000$ 35,500,000$ Prior Year Project Commitments - - - 2,857,475 - Bond Issuance Costs - 9,384 196,613 211,313 434,875 Transfer to Facility Construction Fund - - - 750,000 -

Total Expenditures 1,281,537$ 5,918,971$ 16,246,613$ 22,068,788$ 35,934,875$ NET INCOME (461,795) 2,108,827 (114,613) (4,768,788) (350,875) BEGINNING FUND BALANCE 3,708,825 3,247,030 2,448,287 5,355,856 587,068 ENDING FUND BALANCE 3,247,030$ 5,355,856$ 2,333,674$ 587,068$ 236,193$





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FACILITIES IMPROVEMENT FUND

Fund Summary

The Facilities Improvement Fund is used to account for the financing and renovation or construction of City buildings.

Proceeds are primarily from the sale of General Obligation Bonds, Certificates of Obligation Bonds and non-recurring

revenue sources.

Completed Projects

• Downtown Parking Lots Improvements

• McKinney Municipal Complex Programming

• Accessibility Improvements for Facilities Projects

Immediate Projects

• McKinney Municipal Complex

• Public Works – McKinney Municipal Service Center – North Campus

• Accessibility Improvements for Facilities


• McKinney StarCenter Expansion

• Public Works – McKinney Municipal Service Center – South Campus

• Public Safety Building Phase VI - Connection Buildings



REVENUESBond Proceeds -$ 6,850,191$ 10,500,000$ 13,500,000$ 9,950,000$ Interest Income 363,926 375,882 464,000 101,000 168,000 Bond Premium - 1,243,645 - - - Developer Contributions - - - 10,000 -

Transfers from Component Units not Received - - - - -

Transfers from Other Funds - - - 3,300,000 - Total Revenues 363,926$ 8,469,717$ 10,964,000$ 16,911,000$ 10,118,000$

EXPENDITURESPersonnel 194,223$ 190,292$ 196,766$ 195,286$ 197,152$ Project Appropriations 3,721,307 8,226,613 10,500,000 17,050,000 9,950,000 Bond Issuance Costs - 95,692 128,625 165,375 121,888 Prior Year Project Commitments - - - 16,757,047 -

Transfers to Airport Construction Fund 7,000,000 - - - -

Transfers to Public Safety Improvement Fund - - - - - Total Expenditures 10,915,530$ 8,512,598$ 10,825,391$ 34,167,708$ 10,269,040$

NET INCOME (10,551,604) (42,880) 138,609 (17,256,708) (151,040) BEGINNING FUND BALANCE 28,045,456 17,493,853 224,163 17,450,972 194,264 ENDING FUND BALANCE 17,493,853$ 17,450,972$ 362,772$ 194,264$ 43,224$



Facilities Construction Manager 25 1.00 1.00 1.00 1.00 1.00Total 1.00 1.00 1.00 1.00 1.00

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UTILITY DEVELOPMENT IMPACT FEE FUND

Fund Summary

The Utility Development Impact Fee Fund is used to account for fees paid by developers for construction of

water and wastewater projects under the Utility Impact Fee Ordinance.

Utility Impact Fees are allocated to fund a portion of eligible water and wastewater projects.

Utility Development Impact Fee Projects - Water

• Independence Parkway Water Line – South of US 380

• University Pump Station Capacity Improvements

• Custer Road Utility Relocations - US 380 to FM 1461

• McLarry Water Line – South of Bloomdale Rd.

• Airport Boulevard & Harry McKillop Water Lines

• Redbud Pump Station 850 Pressure Plan Water Transmission Line

Utility Development Impact Fee Projects - Wastewater

• Honey Creek Sanitary Sewer Trunk Main

• Stonebridge Lift Station Abandonment



Contributions/Impact Fees 3,491,126$ 2,877,631$ 3,200,000$ 2,500,000$ 3,000,000$ Developer Incentives - - - - -


Refund to Developers 220,178$ -$ -$ -$ -$

Transfers to Utility Construction Fund 2,400,000 7,250,000 4,400,000 3,235,000 4,200,000 Total Expenses 2,620,178$ 7,250,000$ 4,400,000$ 3,235,000$ 4,200,000$

NET INCOME 870,947 (4,372,369) (1,200,000) (735,000) (1,200,000) BEGINNING CASH & INVESTMENTS 9,415,280 10,286,227 6,038,713 5,913,858 5,178,858

Balance Sheet Adjustments * - - - - - ENDING CASH & INVESTMENTS 10,286,227$ 5,913,858$ 4,838,713$ 5,178,858$ 3,978,858$






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TECHNOLOGY IMPROVEMENT FUND

Fund Summary

The Technology Improvement Fund is used to account for technology infrastructure improvements and

computer hardware/software needs. The source of funding is from charges to user departments based on the

equipment used.

Completed Projects

• Municipal Court Software (Incode)

• EnerGov (Land Management)

• Cisco Switch Upgrade

• Wireless Redundant Network (Microwave)

•

Immediate Projects

• Begin implementation of a new ERP (Enterprise Resource Planning) applications

• Complete the Network Fiber Ring

• Expand Laserfiche licenses further into departments

• Continue with Imaging paper documents into Laserfiche (Electronic Document Repository)


• Complete ERP (Enterprise Resource Planning) applications installation

• Review and distribute FRMS RFP



Charges for Services 1,206,888$ 690,859$ 1,137,002$ 1,137,002$ 1,535,639$ Interest Income 159,994 263,498 231,000 124,300 74,000

Transfers from Other Funds 500,000 3,242,620 2,150,000 2,150,000 - Total Revenues 1,866,882$ 4,196,977$ 3,518,002$ 3,411,302$ 1,609,639$

EXPENDITURESOperational Expenses

Supplies 178,796$ 123,956$ 811,212$ 811,212$ 451,335$ Maintenance 22,475 55,419 40,442 40,442 - Services/Sundry 618,164 797,315 1,004,168 1,191,523 1,095,835 Capital 589,844 256,168 - 291,766 -

CIP Project ExpensesProject Appropriations - 189,414 2,225,000 1,369,795 - Prior Year Project Commitments - - - 11,563,069 - Total Expenditures 1,409,280$ 1,422,272$ 4,080,822$ 15,267,807$ 1,547,170$

NET INCOME 457,602 2,774,705 (562,820) (11,856,505) 62,469 BEGINNING FUND BALANCE 9,786,042 10,243,644 13,018,348 13,018,348 1,161,843 ENDING FUND BALANCE 10,243,644$ 13,018,348$ 12,455,528$ 1,161,843$ 1,224,312$





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AIRPORT CONSTRUCTION FUND

Fund Summary

The Airport Construction Fund is used to account for the financing and construction of improvements and

facilities at McKinney National Airport. Proceeds from General Obligation Bonds, Certificates of Obligation Bonds

and federal grants passed through the Texas Department of Transportation provide most of the funding.

McKinney National Airport’s aggressive growth and development plan has led to capital improvement projects

and land purchases designed to expand and develop the Airport with a focus on attracting additional business

aircraft, private investment, increased tax base, enhanced safety and security and pave the way for future

commercial air transportation.

Completed Projects

• Airport Master Plan Update

• Land Acquisition (190 acres) to Secure Airport’s Future Development

• 40,000 Sq. Ft. Aircraft Storage Hangar

• Stormwater Erosion Mitigation

• AirFlite Hangar Renovations

• Texas Instruments Hangar Improvements

Immediate Projects

• General Aviation Terminal Complex (Building and parking expansion)

• Environmental Documentation/Assessment for Runway Extension

• Airfield Drainage Improvements


• Runway and Parallel Taxiway Extension

• Rehabilitate & Relocate Taxilane A & Taxiway B3

• U.S. Customs Facility

• Airfield Maintenance & Storage Building to free-up existing hangar space

• Land Acquisition to Secure Airport’s Future Development




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AIRPORT CONSTRUCTION FUND



Bond Proceeds -$ -$ -$ 8,000,000$ -$ Interest Income 86,362 92,654 90,000 42,000 74,000 Intergovernmental 297,220 - - - - Intergovernmental not Received - - 4,552,290 4,369,205 18,601,453 Contributions - Component Units (MCDC) 4,000,000 - - - - Contributions - Component Units (MEDC) 4,000,000 - - -

Transfers from Airport Operating Fund 1,653,456 2,132,538 1,384,386 1,384,386 1,383,263 Transfers from Facilities Improvement Fund 7,000,000 - - - - Transfers from General Fund 8,000,000 - - - - Transfers from Risk Fund 4,500,000 - - - - Transfers from TIRZ 2 Fund 3,000,000 - - - -


Project Appropriations 27,627,557$ 393,419$ 5,058,100$ 11,895,218$ 20,623,836$ Prior Year Project Commitments - - - 14,447,205 - Prior Year Expense - - - - - Total Expenses 27,627,557$ 393,419$ 5,058,100$ 26,342,423$ 20,623,836$

NET INCOME 4,909,480 1,831,774 968,576 (12,546,832) (565,120) BEGINNING CASH & INVESTMENTS 8,181,970 3,098,330 315,005 4,217,155 2,637,893

Balance Sheet Adjustments * (9,993,121) (712,949) - 10,967,571 - ENDING CASH & INVESTMENTS 3,098,330$ 4,217,155$ 1,283,581$ 2,637,893$ 2,072,773$



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STORMWATER CONSTRUCTION FUND

Fund Summary

The Stormwater Construction Fund is used to fund drainage related improvements. These projects include flood

control projects, storm water improvements, stream bank stabilization and restoration projects, sediment

removal from lakes and ponds, and NRCS Dam Rehabilitation. The primary funding sources are General

Obligation Bonds, the surface water drainage utility system (SDUS) fee, and grants.

Completed Projects

• Bank stabilization in various creeks

• NRCS Lake 4 Dam Rehabilitation

• Mallard Lakes Drive Bridge Headwall Repairs.

Immediate Projects

• Upper Warden Creek Watershed Study Phase

• Upper Finch Creek Watershed Study Phase

• Mallard Lakes Drive Bridge Headwall Repairs

• Hill Street Pedestrian Bridge Reconstruction


• Eastern Downtown Drainage Study Phase



Bond Proceeds -$ 1,147,529$ -$ -$ -$ Interest Income 112,208 137,739 141,000 70,000 32,000 Intergovernmental 231,343 1,267,859 10,450,000 796,923 - Contributions/Donations 168,457 19,680 550,000 - Contributions/Donations not Received 550,000 Bond Premium - 186,547 - - Intergovernmental-Prior Year not Received - - - 13,295,886 -

Total Revenues 512,008$ 2,759,354$ 11,141,000$ 14,712,809$ 32,000$ EXPENDITURES

Project Appropriations 750,940$ 2,306,649$ 11,060,000$ 10,669,273$ 250,000$ Bond Issuance Costs - 14,075 - - - Prior Year Expense - - - - - Prior Year Project Commitments - - - 9,894,010 -

Total Expenditures 750,940$ 2,320,724$ 11,060,000$ 20,563,283$ 250,000$ NET INCOME (238,932) 438,630 81,000 (5,850,474) (218,000) BEGINNING FUND BALANCE 6,431,743 6,192,810 691,628 6,631,440 780,966 ENDING FUND BALANCE 6,192,810$ 6,631,440$ 772,628$ 780,966$ 562,966$





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PARKLAND / MEDIAN FEE FUND

Fund Summary

The Parkland/Median Fee Fund is used to record median escrow and parkland dedication fees.



Median Escrow Fee 172,280$ 236,218$ 175,000$ 220,000$ 200,000$ Parkland Dedication 6,894,268 746,254 1,200,000 3,000,000 2,500,000 Transfer from Parks Construction Fund 601,334 - - - -

Total Revenues 7,667,882$ 982,471$ 1,375,000$ 3,220,000$ 2,700,000$ EXPENDITURES

Refund Parkland / Median Fees 413,065$ -$ 172,000$ -$ -$ Transfers to Street Construction Fund - - - - 180,000

Transfers to Parks Construction Fund 6,298,371 8,583,625 - 5,280,000 3,325,000 Total Expenditures 6,711,435$ 8,583,625$ 172,000$ 5,280,000$ 3,505,000$

NET INCOME 956,447 (7,601,153) 1,203,000 (2,060,000) (805,000) BEGINNING FUND BALANCE 14,234,120 15,190,567 7,674,067 7,589,413 5,529,413 ENDING FUND BALANCE 15,190,567$ 7,589,413$ 8,877,067$ 5,529,413$ 4,724,413$





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CIP FIVE-YEAR FINANCIAL PLAN

The capital improvement program summary on the following pages provides detailed information pertaining to

each project planned in the five-year capital improvement program. Each planned project within the next five

years has been listed out by project type (i.e. Airport, Combined Funds, Drainage, etc.). The report includes the

project name, previously adopted budget amounts, FY2019-20 budget amendments & adjustments, FY2021-25

budget, and the required funding by fiscal year, funding source and project number.

COLUMN DESCRIPTIONS

• Use of Funding by Year (All Sources): The amount planned by fiscal year for each planned capital

improvement project. Each column in this section pertains to a particular fiscal year within the planned

five-year capital improvement program. In addition, the first three columns of this section provide the

previously adopted budget amounts for the current fiscal year and all prior fiscal years.

o Life-to-Date Budget Thru FY19: Total budget for project life-to-date thru prior fiscal year.

o FY20 Budget Amendments: Current year approved budget amendments.

o FY20 Adjustments: Approved year-end adjustments.

o FY2021 – FY25: Budgeted use of funding for each fiscal year.

o Total 5 Year Plan: Total use of funding for each capital improvement project within the planned

five-year program.

• Source of Funding (Total FY20 Adjustments and FY2021-25 Plan): This section breaks-out the planned

funding sources for each capital improvement project within the planned five-year program.

o Revised Thru FY20 Including BA: Current adopted CIP budget, plus approved budget

amendments.

o Revenue Bonds: Debt obligation bonds issued collateralized by current and future charges for

service program revenue.

o Bonds (Voter Authorized): General Obligation (GO) Bonds are voter-approved bonds

collateralized by current and future property taxes.

o Certificates of Obligation: Certificates of Obligation (CO) Bonds are bonds issued collateralized

by current and future property taxes. CO Bonds do not require voter approval.

o MCDC: Funding provided by the McKinney Community Development Corporation.

o General Fund: Funding provided by the City’s General Fund.

o Airport Operating Fund: Funding provided by the Airport Operating Fund.

o Impact Fees: Funding provided using Roadway Impact Fees, and Water and Wastewater Utility

Impact Fees.

o Grants: This funding source pertains to federal, state and local granting agencies

o Parkland Dedication/Median Escrow: Funding provided by median escrow and parkland

dedication fees.

o Previous Resources: Use of fund balance within that project’s fund

o Developer Contribution: Funding provided by developer contributions

o Total 5 Year Plan: Total source of funding for each capital improvement project within the

planned five-year program.

Page 179

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Type

FY20

Adjustments FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 TOTALDebt Financing-GO's (28,400,000)$ 110,950,000$ 141,700,000$ 33,550,000$ 28,300,000$ 550,000$ 286,650,000$ Debt Financing-Revenue Bonds (18,200,000) 31,900,000 32,200,000 39,435,000 19,450,000 14,800,000 119,585,000 MCDC - 5,500,000 5,500,000 5,500,000 5,500,000 5,500,000 27,500,000 Parkland Dedication/Median Esc - 3,505,000 - - - - 3,505,000 Impact Fees 835,000 9,450,000 - - - - 10,285,000 Grants/County 1,629,683 39,272,889 7,089,133 7,089,134 1,806,624 18,817,920 75,705,383 Developer Contributions/Donations 1,142,579 - - - - - 1,142,579 General Fund - 1,500,000 2,500,000 2,500,000 2,500,000 2,500,000 11,500,000 Certificates of Obligation 8,000,000 - - - - - 8,000,000 Previous Resources (31,091,049) 29,482,383 2,787,682 787,681 1,200,736 3,090,880 6,258,313

Grand Total (66,083,787)$ 231,560,272$ 191,776,815$ 88,861,815$ 58,757,360$ 45,258,800$ 550,131,275$

Project

Revenue

Bonds

Certificates of

Obligation

Bonds (Voter

Authorized)

General

Fund MCDC

Impact Fees

(Road, W,

WW, Pkld,

Med) Grants

Other Funding

Sources TOTALAirport -$ 8,000,000$ -$ -$ -$ -$ 53,404,264$ 5,542,395$ 66,946,659$ Drainage - - 2,000,000 - - - - 1,859,273 3,859,273 Facilities - - 86,500,000 - - - - - 86,500,000 Fire Improvements - - 58,450,000 - - - - - 58,450,000 Library - - - - - - - - - Parks - - 59,000,000 - 27,500,000 3,325,000 (80,000) - 89,745,000 Streets - - 78,850,000 11,500,000 - 7,080,000 12,415,239 1,044,398 110,889,637 Technology Improvmts - - - - - - - (855,205) (855,205) Traffic - - 1,850,000 - - 350,000 (1,772,360) (173,083) 254,557 Water 94,285,000 - - - - 2,735,000 11,738,240 (1,635,886) 107,122,354 Wastewater 25,300,000 - - - - 300,000 - 1,619,000 27,219,000

Grand Total 119,585,000$ 8,000,000$ 286,650,000$ 11,500,000$ 27,500,000$ 13,790,000$ 75,705,383$ 7,400,892$ 550,131,275$

Project

Funded Thru

FY20 (Incl BA)

FY20

Adjustments FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 TOTALAirport 21,499,353$ 5,653,033$ 20,623,836$ 9,876,815$ 7,876,815$ 2,007,360$ 20,908,800$ 88,446,012$ Drainage 24,033,209 (390,727) 250,000 1,000,000 1,000,000 1,000,000 1,000,000 27,892,482 Facilities 39,898,693 4,000,000 9,950,000 62,250,000 - 10,300,000 - 126,398,693 Fire Improvements 32,770,570 1,200,000 35,500,000 20,200,000 - 1,000,000 550,000 91,220,570 Library 9,500,000 - - - - - - 9,500,000 Parks 108,663,849 (24,080,000) 56,825,000 40,500,000 5,500,000 5,500,000 5,500,000 198,408,849 Streets 165,512,979 (11,761,799) 43,801,436 23,000,000 33,850,000 19,500,000 2,500,000 276,402,616 Technology Improvmts 16,485,292 (855,205) - - - - - 15,630,087 Traffic 17,654,955 (6,845,443) 3,150,000 2,750,000 1,200,000 - - 17,909,512 Water 151,366,383 (20,872,646) 47,910,000 25,700,000 32,935,000 10,450,000 11,000,000 258,488,737 Wastewater 39,518,972 (12,131,000) 13,550,000 6,500,000 6,500,000 9,000,000 3,800,000 66,737,972 Grand Total 626,904,255$ (66,083,787)$ 231,560,272$ 191,776,815$ 88,861,815$ 58,757,360$ 45,258,800$ 1,177,035,530$

CIP OVERVIEW BY TYPE AND SOURCE

USE OF FUNDS

Summary of use of funds for CIP projects by type and year (includes previously adopted budget).

SOURCE OF FUNDING

Summary of CIP projects by type and source of revenue (FY20 adjustments and FY2021-25 funding).

SOURCE BY FUNDING YEAR

CIP projects by source of revenue and funding year (FY20 adjustments and FY2021-25 funding).

CAPITAL IMPROVEMENT PROGRAM SUMMARY(FY2021 - FY2025)

PROJ NAME PROJ NOLIFE-TO-DATE

BUDGET THRU FY19

FY20 BUDGET AMENDMENTS

FY20 ADJUSTMENTS

FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 TOTAL 5 YEAR

PLAN

AIRPORT CONSTRUCTION FUNDAIRPORT MASTER PLAN UPDATE AI1648 340,168$ -$ (9,924)$ -$ -$ -$ -$ -$ 330,244$ STORMWATER EROSION MITIGATION DESIGN AND CONSTRUCTION AI1742 400,000 - - 4,000,000 - - - - 4,400,000 WESTERN TKI HANGAR AI1743 5,170,562 - - - - - - - 5,170,562 WESTERN TKI EXEC TERMINAL AI1744 5,776,438 986,085 8,000,000 - - - - - 14,762,523 AIRPORT TAXIWAYS & CONNECTORS (PHASED PROJ) AI1815 - - - - - - 2,007,360 - 2,007,360 CUSTOMS BLDG AT MCKINNEY NATIONAL AIRPORT AI1816 2,569,449 (234,400) (2,335,049) - - - - - - TI HANGAR IMPROVEMENTS AI1908 170,000 - (1,994) - - - - - 168,006 EXTEND RUNWAY 18-36 - ENVIRONMENTAL DOCUMENTATION AI2035 750,000 - - - - - - - 750,000 EXTEND RUNWAY 18-36 - LAND ACQUISITION AI2036 4,268,900 - - - - - - - 4,268,900 EXTEND RUNWAY 18-36 & PARALLEL TAXIWAY B AI2037 789,200 - - 15,877,466 - - - - 16,666,666 REHABILITATE TAXILANE A AI2038 - - - 746,370 7,876,815 7,876,815 - - 16,500,000 AIRFIELD PAVEMENT REHABILITATION AI2064 - 432,400 - - - - - - 432,400 EAST SIDE LAND ACQUISITION - 240 ACRES AI2110 - - - - - - - 20,908,800 20,908,800 AIRFIELD MAINTENANCE & STORAGE BUILDING AI4315 80,551 - - - 2,000,000 - - - 2,080,551

20,315,268$ 1,184,085$ 5,653,033$ 20,623,836$ 9,876,815$ 7,876,815$ 2,007,360$ 20,908,800$ 88,446,012$

TOTAL AIRPORT CONSTRUCTION FUND 20,315,268$ 1,184,085$ 5,653,033$ 20,623,836$ 9,876,815$ 7,876,815$ 2,007,360$ 20,908,800$ 88,446,012$

DRAINAGE IMPROVEMENT FUNDCOMBINED PROJECTS:

PEARSON FM WADDILL-KENTUCKY CO1703 1,015,000$ -$ (140,727)$ -$ -$ -$ -$ -$ 874,273 HILL STREET PEDESTRIAN BRIDGE REPLACEMENT CO1909 250,000 - (250,000) - - - - - - GRIFFIN ST & PINE ST INFRASTRUCTURE IMPROVEMENTSCO2006 - - - 110,000 - - - - 110,000 SH 5 TXDOT LOCAL CONTRIBUTION (FRISCO ROAD - POWERHOUSE) CO2136 - - - 100,000 - - - - 100,000 MCLARRY DRIVE IMPROVEMENTS - FUND 62 ONLY ST1613 150,000 - - - - - - - 150,000 RIDGE RD FM US380 TO WILMETH - FUND 62 ONLY ST1617 2,500,000 - - - - - - - 2,500,000 WILMETH-HARDIN TO LAKE FOREST ST1719 1,320,000 - - - - - - - 1,320,000 ADRIATICA ADDITION FA1907 19,680 - - - - - - - 19,680

5,254,680$ -$ (390,727)$ 210,000$ -$ -$ -$ -$ 5,073,953$

DRAINAGE IMPROVEMENTSGLENWOOD ESTATES EROSION STUDY DR1646 550,000$ -$ -$ -$ -$ -$ -$ -$ 550,000$ WARDEN CREEK DRAINAGE IMPROVEMENTS DR1808 650,000 (100,000) - - - - - - 550,000 FINCH CREEK DRAINAGE IMPROVEMENTS DR1809 650,000 - - - - - - - 650,000 MALLARD LAKES BRIDGE REPAIRS DR2028 60,000 - - 40,000 - - - - 100,000 MISCELLANEOUS DRAINAGE IMPROVEMENTS (PROGRAMMED) DR2101 - - - - 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 COTTONWOOD CREEK UNNAMED TRIBUTARY DR IMPROV DR3251 18,529 - - - - - - - 18,529 NRCS LAKE 15 & 16 DAM REHABILITATION DR4319 11,000,000 100,000 - - - - - - 11,100,000 DAM REHABILITATION: NRCS LAKE 4 DR5093 5,850,000 - - - - - - - 5,850,000

18,778,529$ -$ -$ 40,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 22,818,529$

TOTAL DRAINAGE IMPROVEMENT FUND 24,033,209$ -$ (390,727)$ 250,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 27,892,482$

FACILITIES IMPROVEMENT FUNDFUND BALANCE-PLACEHOLDER FOR 1M TRANS FOR FC1729FC0000 -$ -$ 1,000,000$ -$ -$ -$ -$ -$ 1,000,000$ PUBLIC WORKS COMPLEX MASTER PLAN PH1 (FLEET EXPANSION) FC1202 13,000,000 (10,900,000) (1,000,000) - 20,250,000 - - - 21,350,000 MUNICIPAL COMPLEX FC1707 8,336,800 445,661 - - 42,000,000 - - - 50,782,461 STARCENTER EXPANSION FC1709 2,028,359 - - - - - - - 2,028,359 PUBLIC WORKS COMPLEX MASTER PLAN PH2 FC1725 - - - - - - - - - PUBLIC SAFETY PH IV - RECONFIG VACATED SPACES IN THE MAIN PSB FC1728 2,622,111 - - - - - - - 2,622,111 PUBLIC SAFETY PHASE 5 RENOVATIONS FC1729 3,000,000 (1,000,000) 4,000,000 - - - - - 6,000,000 POLICE GUN RANGE RESTROOMS FC1820 500,000 - - 500,000 - - - - 1,000,000 MUNICIPAL IMPROVEMENTS FC1859 4,479,000 (445,661) - - - - - - 4,033,339 PUBLIC SAFETY EXPANSION & RENOVATIONS FC2004 - - - 1,700,000 - - 10,300,000 - 12,000,000 NORTH PUBLIC WORKS COMPLEX FC2058 - 14,250,000 - 7,750,000 - - - - 22,000,000 DOWNTOWN PARKING LOT LIGHTING IMPROVEMENTS FC2059 - 200,000 - - - - - - 200,000 ACCESSIBILITY IMPROVEMENTS FOR FACILITIES FC2239 2,300,000 - - - - - - - 2,300,000 FIRE STATION #10 - TRINITY FALLS FI1734 472,898 - - - - - - - 472,898 FIRE STATION #9 (LAKE FOREST & WILMETH) FI3244 609,525 - - - - - - - 609,525

37,348,693$ 2,550,000$ 4,000,000$ 9,950,000$ 62,250,000$ -$ 10,300,000$ -$ 126,398,693$

TOTAL FACILITIES IMPROVEMENT FUND 37,348,693$ 2,550,000$ 4,000,000$ 9,950,000$ 62,250,000$ -$ 10,300,000$ -$ 126,398,693$

FIRE IMPROVEMENT FUNDPUBLIC SAFETY PHASE 5 RENOVATIONS FC1729 -$ 1,000,000$ -$ -$ -$ -$ -$ -$ 1,000,000$ FUTURE FIRE STATIONS LAND ACQUISITION FI1730 6,000,000 - (2,000,000) 2,000,000 - - - - 6,000,000 FIRE STATION - CRAIG RANCH (WITH APPARATUS) FI1731 10,500,000 - 1,450,000 - - - - - 11,950,000 UPGRADE SECURITY IN ALL APPARATUS BAYS AT ALL FIRE STATIONS FI1732 550,000 - - - - - - - 550,000 FIRE STATION #10 - TRINITY FALLS FI1734 8,000,802 - - - - - - - 8,000,802 FIRE STATION - VIRGINIA/HARDIN (WITH APPARATUS) FI1901 - - - - - - 1,000,000 550,000 1,550,000 FIRE STATION #8 RECONSTRUCTION - 3445 ALMA ROAD FI2001 - - 750,000 11,500,000 - - - - 12,250,000 FUTURE FIRE STATION - REDBUD BLVD FI2002 - - - - - - - - -

ADOPTED USE OF FUNDING BY YEAR (ALL SOURCES)

Page 180

PROJ NO REVISED THRU FY20 INCL BA

REVENUE BONDS

BONDS (VOTER AUTHORIZED)

CERTIFICATES OF OBLIGATION

MCDC GENERAL FUND IMPACT FEES GRANTS PKLAND DED

/MEDIAN ESCROW

PREVIOUS RESOURCES

DEV CONTRIB/DONATION

TOTAL 5 YEAR PLAN

AIRPORT CONSTRUCTION FUNDAI1648 340,168$ -$ -$ -$ -$ -$ -$ -$ -$ (9,924)$ -$ 330,244$

AI1742 400,000 - - - - - - 3,640,000 - 360,000 - 4,400,000 AI1743 5,170,562 - - - - - - - - - - 5,170,562 AI1744 6,762,523 - - 8,000,000 - - - - - - - 14,762,523 AI1815 - - - - - - - 1,806,624 - 200,736 - 2,007,360 AI1816 2,335,049 - - - - - - - - (2,335,049) - - AI1908 170,000 - - - - - - - - (1,994) - 168,006

AI2035 750,000 - - - - - - - - - - 750,000 AI2036 4,268,900 - - - - - - - - - - 4,268,900 AI2037 789,200 - - - - - - 14,289,720 - 1,587,746 - 16,666,666 AI2038 - - - - - - - 14,850,000 - 1,650,000 - 16,500,000 AI2064 432,400 - - - - - - - - - - 432,400 AI2110 - - - - - - - 18,817,920 - 2,090,880 - 20,908,800 AI4315 80,551 - - - - - - - - 2,000,000 - 2,080,551

21,499,353$ -$ -$ 8,000,000$ -$ -$ -$ 53,404,264$ -$ 5,542,395$ -$ 88,446,012$

21,499,353$ -$ -$ 8,000,000$ -$ -$ -$ 53,404,264$ -$ 5,542,395$ -$ 88,446,012$

DRAINAGE IMPROVEMENT FUND

CO1703 1,015,000$ -$ -$ -$ -$ -$ -$ -$ -$ (140,727)$ -$ 874,273$ CO1909 250,000 - - - - - - - - (250,000) - - CO2006 - - - - - - - - - 110,000 - 110,000

CO2136 - - - - - - - - - 100,000 - 100,000 ST1613 150,000 - - - - - - - - - - 150,000 ST1617 2,500,000 - - - - - - - - - - 2,500,000 ST1719 1,320,000 - - - - - - - - - - 1,320,000 FA1907 19,680 - - - - - - - - - - 19,680

5,254,680$ -$ -$ -$ -$ -$ -$ -$ -$ (180,727)$ -$ 5,073,953$

DR1646 550,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 550,000$ DR1808 550,000 - - - - - - - - - - 550,000 DR1809 650,000 - - - - - - - - - - 650,000 DR2028 60,000 - - - - - - - - 40,000 - 100,000

DR2101 - - 2,000,000 - - - - - - 2,000,000 - 4,000,000

DR3251 18,529 - - - - - - - - - - 18,529 DR4319 11,100,000 - - - - - - - - - - 11,100,000 DR5093 5,850,000 - - - - - - - - - - 5,850,000

18,778,529$ -$ 2,000,000$ -$ -$ -$ -$ -$ -$ 2,040,000$ -$ 22,818,529$

24,033,209$ -$ 2,000,000$ -$ -$ -$ -$ -$ -$ 1,859,273$ -$ 27,892,482$

FACILITIES IMPROVEMENT FUNDFC0000 -$ -$ 1,000,000$ -$ -$ -$ -$ -$ -$ -$ -$ 1,000,000$

FC1202 2,100,000 - 19,250,000 - - - - - - - - 21,350,000 FC1707 8,782,461 - 42,000,000 - - - - - - - - 50,782,461 FC1709 2,028,359 - - - - - - - - - - 2,028,359 FC1725 - - - - - - - - - - - -

FC1728 2,622,111 - - - - - - - - - - 2,622,111 FC1729 2,000,000 - 4,000,000 - - - - - - - - 6,000,000 FC1820 500,000 - 500,000 - - - - - - - - 1,000,000 FC1859 4,033,339 - - - - - - - - - - 4,033,339 FC2004 - - 12,000,000 - - - - - - - - 12,000,000 FC2058 14,250,000 - 7,750,000 - - - - - - - - 22,000,000 FC2059 200,000 - - - - - - - - - - 200,000 FC2239 2,300,000 - - - - - - - - - - 2,300,000 FI1734 472,898 - - - - - - - - - - 472,898 FI3244 609,525 - - - - - - - - - - 609,525

39,898,693$ -$ 86,500,000$ -$ -$ -$ -$ -$ -$ -$ -$ 126,398,693$

39,898,693$ -$ 86,500,000$ -$ -$ -$ -$ -$ -$ -$ -$ 126,398,693$

FIRE IMPROVEMENT FUNDFC1729 1,000,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 1,000,000$ FI1730 6,000,000 - - - - - - - - - - 6,000,000 FI1731 10,500,000 - 2,000,000 - - - - - - (550,000) - 11,950,000

FI1732 550,000 - (550,000) - - - - - - 550,000 - 550,000 FI1734 8,000,802 - - - - - - - - - - 8,000,802 FI1901 - - 1,550,000 - - - - - - - - 1,550,000 FI2001 - - 12,250,000 - - - - - - - - 12,250,000 FI2002 - - - - - - - - - - - -

SOURCE OF FUNDING (Total FY20 Adjustments and FY2021-25 Plan)

Page 181


BUDGET THRU FY19


FY20 ADJUSTMENTS


PLAN


FUTURE FIRE STATION - INSIDE AIRPORT SECURED FENCING FI2003 - - - - - - - - - FIRE DEPARTMENT ADMINISTRATION BUILDING FI2111 - - 1,000,000 22,000,000 20,200,000 - - - 43,200,000 FIRE STATION #9 (LAKE FOREST & WILMETH) FI3244 6,719,768 - - - - - - - 6,719,768

31,770,570$ 1,000,000$ 1,200,000$ 35,500,000$ 20,200,000$ -$ 1,000,000$ 550,000$ 91,220,570$

TOTAL FIRE IMPROVEMENT FUND 31,770,570$ 1,000,000$ 1,200,000$ 35,500,000$ 20,200,000$ -$ 1,000,000$ 550,000$ 91,220,570$

LIBRARY CONSTRUCTION FUNDJJG LIBRARY EXPANSION LI1609 9,500,000$ -$ -$ -$ -$ -$ -$ -$ 9,500,000$ LIBRARY STOREFRONT BRANCH LI1819 - - - - - - - - -

9,500,000$ -$ -$ -$ -$ -$ -$ -$ 9,500,000$

TOTAL LIBRARY CONSTRUCTION FUND 9,500,000$ -$ -$ -$ -$ -$ -$ -$ 9,500,000$

PARKS CONSTRUCTION FUNDPARKS CONSTRUCTION

FINCH PARK PHASE IV PK1211 2,000,000$ 280,000$ -$ -$ -$ -$ -$ -$ 2,280,000$ HIKE AND BIKE TRAIL CONSTRUCTION PK1213 309,310 - - - - - 1,000,000 - 1,309,310 PROSPER ISD NEIGHBORHOOD PARK PK1643 2,800,000 - - - - - - - 2,800,000 PARK LAND ACQUISITION FY17 PK1701 31,300,166 (1,000,000) (30,000,000) 30,000,000 - - - - 30,300,166 COLLIN MCKINNEY PKWY MEDIAN IMPROV PK1736 222,000 - - - - - - - 222,000 COTTONWOOD PARK REDEVELOPMENT PK1737 3,175,000 - - - - - - - 3,175,000 PAVILION AT FITZHUGH PK1803 195,000 - - - - - - - 195,000 GABE NESBITT COMM PK IMPR PK1806 5,250,000 (91,532) - 5,000,000 - - - - 10,158,468 OAK HOLLOW GOLF COURSE UPGRADES PK1822 300,000 - - 200,000 - - - - 500,000 JMAC IMPROVEMENTS PK1823 425,000 - - 300,000 - - - - 725,000 APEX IMPROVEMENTS & EXPANSION PK1825 150,000 - - - - - - - 150,000 FIELD RENOVATIONS (BASEBALL/SOFTBALL) PK1826 1,500,000 - (1,500,000) - - - - - - GREENS OF MCKINNEY TRAIL PK1827 - - - - - - 1,000,000 - 1,000,000 PLAYGROUND REPLACEMENT PK1828 500,000 643,900 (500,000) 1,000,000 - - - - 1,643,900 NEW SENIOR CENTER PK1829 - - - 200,000 35,000,000 - - - 35,200,000 ROBINSON RIDGE NEIGHBORHOOD PARK PK1830 2,000,000 (220,000) - 220,000 - - - - 2,000,000 RENOVATIONS TO AGING PARKS PK1831 - 1,204,583 - 5,000,000 - - - - 6,204,583 WAYFINDING PROGRAM PK1832 - - - - - - - - - DIGITAL SIGNAGE PK1833 - - - - - - - - - CRAIG RANCH SOCCER FIELD & LINEAR PARK IMPROV PK1906 2,000,000 - 7,000,000 - - - - - 9,000,000 FINCH PARK V RENOVATIONS PK2039 150,000 - - 1,800,000 - - - - 1,950,000 PARKS MASTER PLAN PK2040 200,000 - - - - - - - 200,000 OSRC AQUATIC AND PARK RENOVATION PK2041 1,500,000 - - 10,000,000 3,000,000 - - - 14,500,000 COURTS INDOOR TENNIS EXPANSION PK2042 3,701,000 - - - - - - - 3,701,000 PARKS AND RECREATION BUS PK2060 - 175,000 - - - - - - 175,000 WONDER SPECIAL EVENT PK2061 - 50,000 - - - - - - 50,000 BONNIE WENK PARK OUTDOOR WORKOUT EQUIPMENT PK2062 - 200,000 - - - - - - 200,000 GREENS NEIGHBORHOOD PARK PK2109 - - - 200,000 - 1,000,000 - - 1,200,000 VIRGINIA AND BLOOMDALE MEDIAN PK2112 - - - 205,000 - - - - 205,000 TOWNE CENTER PARK IMPROVEMENTS PK2113 - - - 180,000 - - - - 180,000 GRAY BRANCH COMMUNITY PARK PHASE I PK2206 1,435,333 (1,204,583) - - - - - - 230,750 BONNIE WENK PARK PHASE II PK3222 9,266,749 41,532 - - - - - - 9,308,281 GEORGE WEBB PARK (FRISCO ISD NEIGHBORHOOD PARK (WESTRIDGE 3)) PK3224 2,650,000 - - - - - - - 2,650,000 PARKS ACCESSIBILITY PK4325 450,000 - - - - - - - 450,000 DOUGLAS TRACT CONSTRUCTION (300 AC) PK4390 - - - - - - - - - NEIGHBORHOOD PARK CONSTRUCTION (4-10 AC SITES) PK4391 - - - - - - 2,500,000 2,500,000 5,000,000 RAUSCHHAUPT PARK RENOVATION PK4392 1,500,000 - 1,000,000 - - 3,000,000 - - 5,500,000 TOWNE LAKE PARK ENHANCEMENTS PK4393 - - - 300,000 2,500,000 1,500,000 1,000,000 - 5,300,000 SENIOR CENTER EXP (15K SF NEW+23K SF) PK4394 1,500,000 3,500,000 - - - - - - 5,000,000 GABE NESBITT TENNIS CTR EXPANSION PK4396 10,600,000 - - - - - - - 10,600,000 COMMUNITY CENTER RENOVATION PK4397 489,291 - - 500,000 - - - - 989,291 OLD SETTLER'S RENOVATION PK4398 4,300,000 900,000 - - - - - - 5,200,000 PARKS PROJECTS (UMBRELLA) PK4399 1,375,000 (1,375,000) - 820,000 - - - 1,000,000 1,820,000 ROWLETT CREEK HIKE AND BIKE TRAIL PK9138 540,000 (423,900) (80,000) 100,000 - - - - 136,100 ERWIN PARK DEVELOPMENT - PHASE I PK9143 200,000 - - 800,000 - - - 2,000,000 3,000,000 STARCENTER EXPANSION FC1709 - 14,000,000 - - - - - - 14,000,000

91,983,849$ 16,680,000$ (24,080,000)$ 56,825,000$ 40,500,000$ 5,500,000$ 5,500,000$ 5,500,000$ 198,408,849$

TOTAL PARKS CONSTRUCTION FUND 91,983,849$ 16,680,000$ (24,080,000)$ 56,825,000$ 40,500,000$ 5,500,000$ 5,500,000$ 5,500,000$ 198,408,849$

STREET CONSTRUCTION FUNDCOMBINED PROJECTS

PEARSON FM WADDILL-KENTUCKY CO1703 1,050,000$ -$ (165,978)$ -$ -$ -$ -$ -$ 884,022$ UTIL/ST REHAB E OF SH 5 CO1704 1,730,000 - - - - - - - 1,730,000 ST REHAB S OF VIRGINIA CO1705 545,000 - - - - - - - 545,000 ST REHAB N OF VIRGINIA CO1706 890,000 25,000 - - - - - - 915,000 EAST LOUISIANA INFRASTRUCTURE IMPROVEMENTS PH1CO1817 - - - 3,602,800 - - - - 3,602,800 MAIN REPL & ST REHAB (NORTHWOOD/WESTWOOD PARK AREA) CO1902 2,100,000 1,100,000 (400,000) - - - - - 2,800,000 HILL STREET PEDESTRIAN BRIDGE REPLACEMENT CO1909 50,000 - (50,000) - - - - - - MAIN REPLACEMENTS & STREET REPAIRS (FY20) CO2005 3,300,000 (2,700,000) (150,000) - - - - - 450,000 GRIFFIN ST & PINE ST INFRASTRUCTURE IMPROVEMENTSCO2006 1,500,000 - - - - - - - 1,500,000 EAST MCKINNEY INFRASTRUCTURE INITIATIVE (PROGRAMMED)CO2007 1,500,000 - (1,500,000) 5,000,000 1,500,000 1,500,000 - - 8,000,000 TOWN CENTER INFRASTRUCTURE IMPROVEMENTS CO2008 - - - - - - - - - INFRASTRUCTURE ASSET MANAGEMENT PLANNING CO2009 25,000 - - - - - - - 25,000 N TENNESSEE (LAMAR - US 380) INFRASTRUCTURE IMPROVEMENTS CO2133 - - - 1,200,000 - - - - 1,200,000

Page 182


REVENUE BONDS




/MEDIAN ESCROW

PREVIOUS RESOURCES


TOTAL 5 YEAR PLAN


FI2003 - - - - - - - - - - - - FI2111 - - 43,200,000 - - - - - - - - 43,200,000 FI3244 6,719,768 - - - - - - - - - - 6,719,768

32,770,570$ -$ 58,450,000$ -$ -$ -$ -$ -$ -$ -$ -$ 91,220,570$

32,770,570$ -$ 58,450,000$ -$ -$ -$ -$ -$ -$ -$ -$ 91,220,570$

LIBRARY CONSTRUCTION FUNDLI1609 9,500,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 9,500,000$ LI1819 - - - - - - - - - - - -

9,500,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 9,500,000$

9,500,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 9,500,000$

PARKS CONSTRUCTION FUND

PK1211 2,280,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 2,280,000$ PK1213 309,310 - - - 1,000,000 - - - - - - 1,309,310 PK1643 2,800,000 - - - - - - - - - - 2,800,000 PK1701 30,300,166 - - - - - - - - - - 30,300,166 PK1736 222,000 - - - - - - - - - - 222,000 PK1737 3,175,000 - - - - - - - - - - 3,175,000 PK1803 195,000 - - - - - - - - - - 195,000 PK1806 5,158,468 - 5,000,000 - - - - - - - - 10,158,468 PK1822 300,000 - - - 200,000 - - - - - - 500,000 PK1823 425,000 - - - 300,000 - - - - - - 725,000 PK1825 150,000 - - - - - - - - - - 150,000 PK1826 1,500,000 - (1,500,000) - - - - - - - - - PK1827 - - - - 1,000,000 - - - - - - 1,000,000 PK1828 1,143,900 - 500,000 - - - - - - - - 1,643,900 PK1829 - - 35,000,000 - 200,000 - - - - - - 35,200,000 PK1830 1,780,000 - - - - - - - 220,000 - - 2,000,000 PK1831 1,204,583 - 2,000,000 - 1,000,000 - - - 2,000,000 - - 6,204,583 PK1832 - - - - - - - - - - - - PK1833 - - - - - - - - - - - - PK1906 2,000,000 - 7,000,000 - - - - - - - - 9,000,000 PK2039 150,000 - - - 1,800,000 - - - - - - 1,950,000 PK2040 200,000 - - - - - - - - - - 200,000 PK2041 1,500,000 - 10,000,000 - 3,000,000 - - - - - - 14,500,000 PK2042 3,701,000 - - - - - - - - - - 3,701,000 PK2060 175,000 - - - - - - - - - - 175,000 PK2061 50,000 - - - - - - - - - - 50,000 PK2062 200,000 - - - - - - - - - - 200,000 PK2109 - - - - 1,200,000 - - - - - - 1,200,000 PK2112 - - - - - - - - 205,000 - - 205,000 PK2113 - - - - 180,000 - - - - - - 180,000 PK2206 230,750 - - - - - - - - - - 230,750 PK3222 9,308,281 - - - - - - - - - - 9,308,281

PK3224 2,650,000 - - - - - - - - - - 2,650,000 PK4325 450,000 - - - - - - - - - - 450,000 PK4390 - - - - - - - - - - - - PK4391 - - - - 5,000,000 - - - - - - 5,000,000 PK4392 1,500,000 - 1,000,000 - 3,000,000 - - - - - - 5,500,000 PK4393 - - - - 5,300,000 - - - - - - 5,300,000 PK4394 5,000,000 - - - - - - - - - - 5,000,000 PK4396 10,600,000 - - - - - - - - - - 10,600,000 PK4397 489,291 - - - 500,000 - - - - - - 989,291 PK4398 5,200,000 - - - - - - - - - - 5,200,000 PK4399 - - - - 1,820,000 - - - - - - 1,820,000 PK9138 116,100 - - - - - - (80,000) 100,000 - - 136,100 PK9143 200,000 - - - 2,000,000 - - - 800,000 - - 3,000,000 FC1709 14,000,000 - - - - - - - - - - 14,000,000

108,663,849$ -$ 59,000,000$ -$ 27,500,000$ -$ -$ (80,000)$ 3,325,000$ -$ -$ 198,408,849$

108,663,849$ -$ 59,000,000$ -$ 27,500,000$ -$ -$ (80,000)$ 3,325,000$ -$ -$ 198,408,849$


CO1703 1,050,000$ -$ -$ -$ -$ -$ -$ -$ -$ (165,978)$ -$ 884,022$ CO1704 1,730,000 - - - - - - - - - - 1,730,000 CO1705 545,000 - - - - - - - - - - 545,000 CO1706 915,000 - - - - - - - - - - 915,000 CO1817 - - - - - - - 3,602,800 - - - 3,602,800

CO1902 3,200,000 - - - - - - - - (400,000) - 2,800,000 CO1909 50,000 - - - - - - - - (50,000) - - CO2005 600,000 - - - - - - - - (150,000) - 450,000 CO2006 1,500,000 - - - - - - - - - - 1,500,000 CO2007 1,500,000 - 6,500,000 - - - - - - - - 8,000,000 CO2008 - - - - - - - - - - - - CO2009 25,000 - - - - - - - - - - 25,000

CO2133 - - - - - - - - - 1,200,000 - 1,200,000

Page 183


BUDGET THRU FY19


FY20 ADJUSTMENTS


PLAN


LELA JONES FOOTE INFRASTRUCTURE IMPROVEMENTS CO2134 - - 1,500,000 500,000 - - - - 2,000,000 MUNICIPAL COMPLEX AREA INFRASTRUCTURE IMPROVEMENTS (PH 1) CO2135 - - - - - - - - - SH 5 TXDOT LOCAL CONTRIBUTION (FRISCO ROAD - POWERHOUSE) CO2136 - - - 350,000 - - - - 350,000 WHITE AVE INFRASTRUCTURE IMPROVEMENTS CO2137 - - - 2,400,000 - - - - 2,400,000 TOWN CENTER INFRASTRUCTURE IMPROVEMENTS CO4238 5,000,000 1,000,000 - - - - - - 6,000,000

17,690,000$ (575,000)$ (765,978)$ 13,052,800$ 1,500,000$ 1,500,000$ -$ -$ 32,401,822$

FACILITY AGREEMENTSINDEPENDENCE PKWY PH5C FA1605 48,208$ -$ -$ -$ -$ -$ -$ -$ 48,208$ TIMBERRIDGE/WILMETH FA1647 270,530 - - - - - - - 270,530 BLOOMRIDGE ADDITION – BLOOMDALE TURN LN ESCROW FA1724 46,727 - - - - - - - 46,727 TRINITY FALLS PARKWAY LAND ACQUISITION FA1748 800,000 - 50,000 - - - - - 850,000 JEANS CREEK ESCROW FA2133 90,000 - - - - - - - 90,000 COLLIN-MCKINNEY PARKWAY FA3252 - - 118,589 - - - - - 118,589 TRINITY FALLS PKWY (FM543) FA4320 3,600,000 - - - - - - - 3,600,000 VILLAS@STACY-ROW/EASEMENTS FA4408 150,000 - - - - - - - 150,000 COUNTY RD 281 CONSTRUCTION FA4419 129,076 - - - - - - - 129,076 FIRE STATION #9 (LAKE FOREST & WILMETH) FI3244 300,000 - - - - - - - 300,000

5,434,541$ -$ 168,589$ -$ -$ -$ -$ -$ 5,603,130$

STREETS CONSTRUCTIONVIRGINIA PKWY LANES 5 & 6 (BELLEGROVE - US 75) ST1219 11,886,420$ -$ (250,000)$ -$ -$ -$ -$ -$ 11,636,420$ VIRGINIA PKWY LANES 5 & 6 (RIDGE - BELLEGROVE) ST1231 4,996,254 - (480,000) - - - - - 4,516,254 FM 546 REPLACEMENT CONSTRUCTION ST1232 1,322,274 - (95,994) - - - - - 1,226,280 REDBUD BLVD LANES 3&4 ST1612 1,700,000 - (373,363) - - - - - 1,326,637 MCLARRY DRIVE IMPROVEMENTS ST1613 620,000 (75,000) (18,899) - - - - - 526,101 US380 AND AIRPORT INTERSECTION IMPROVEMENTS ST1615 298,500 - (38,894) - - - - - 259,606 RIDGE RD FM US380 TO WILMETH - FUND 21 ONLY ST1617 17,831,900 - - - - - - - 17,831,900

ARTERIAL CAP IMPR-US380/HARDIN,WESTRIDGE/CUSTER, VIRG/RIDGE ST1618 2,336,500 - (575,000) - - - - - 1,761,500 CITYWIDE STREET REHABILITATION (PROGRAMMED) ST1622 5,643,730 - (1,000,000) 1,000,000 3,500,000 3,500,000 2,500,000 2,500,000 17,643,730 ACCESSIBILITY IMPROVEMENTS-EASTSIDE ST1649 2,534,057 - - - - - - - 2,534,057 WILMETH-HARDIN TO LAKE FOREST ST1719 22,691,491 - (7,291,491) 11,103,930 - - - - 26,503,930 BLOOMDALE-LAKE FOREST TO HARDIN ST1721 - - - - - - - - - RIDGE RD - WILMETH TO BLOOMDALE ST1722 522,355 - 236,579 - - 1,000,000 - - 1,758,934 WILMETH E OF REDBUD TO SH5 ST1723 3,250,000 - 214,681 500,000 - - - - 3,964,681 ACCESSIBILITY IMPROVEMENTS (EASTSIDE PH 2) ST1834 2,820,000 - - - - - - - 2,820,000 ARTERIAL CAPACITY IMPROVEMENTS ST1835 3,000,000 - - - - - - - 3,000,000 SH5 IMPROVEMENTS PHASE 1 (TOWN CENTER) ST1836 300,000 - (300,000) - - - - - - STACY RD AT CUSTER RD INTERSECTION IMPROVEMENTSST1837 964,706 (100,000) (864,706) - - - - - - ELDORADO AND CUSTER INTERSECTION / BRIDGE IMPROVEMENTS ST1838 3,000,000 - (200,000) 200,000 - - - - 3,000,000 VIRGINIA PARKWAY LANES 5&6 (CUSTER - VIRGINIA PARKLANDS) ST1839 2,300,000 - - 1,080,000 - - - - 3,380,000 COLLIN MCKINNEY PKWY (LAKE FOREST - HARDIN) ST1841 11,018,589 - 1,500,000 500,000 - - - - 13,018,589 COLLIN MCKINNEY PKWY (EAST OF MISD SITE TO MCKINNEY RANCH) ST1842 - - - - 750,000 1,750,000 - - 2,500,000 NW SECTOR ARTERIAL ALIGNMENT STUDIES ST1910 50,000 - (800) - - - - - 49,200 ROCKHILL RD IMPROVEMENTS (ROCKHILL MF DEV) ST1911 650,000 100,000 - - - - - - 750,000 CITYWIDE STREET REHABILITATION (FY20) ST2010 1,500,000 900,000 - - - - - - 2,400,000 INTERSECTION CAPACITY IMPROVEMENTS (FY20) ST2011 2,000,000 - (500,000) 1,164,706 - - - - 2,664,706 INTERSECTION CAPACITY IMPROVEMENTS (PROGRAMMED)ST2012 2,000,000 - (2,000,000) 2,000,000 - 2,000,000 - - 4,000,000 SILVERADO TRL LANES 3 & 4 (CUSTER-ROWLETT CREEK) ST2013 - - - - 2,000,000 - - - 2,000,000 ALMA RD LANES 5 & 6 (STACY-SILVERADO) ST2014 - - - - - 1,600,000 - - 1,600,000 ELDORADO PKWY LANES 5 & 6 (RIDGE-HARDIN) ST2015 - - - - - 1,500,000 - - 1,500,000 ELDORADO PKWY LANES 5 & 6 (CUSTER-RIDGE) ST2016 - - - - 1,500,000 6,000,000 - - 7,500,000 BLOOMDALE LANES 1 & 2 (CUSTER-LAKE FOREST) ST2017 - - - - - 3,000,000 10,000,000 - 13,000,000 WILMETH LANES 1 & 2 (CUSTER-RIDGE) ST2018 - - - - 3,000,000 9,000,000 - - 12,000,000 TAYLOR BURK EXTENSION (HARDIN-SKYLINE) ST2019 - - - 700,000 1,300,000 - - - 2,000,000 SH 5 DOWNTOWN PEDESTRIAN CROSSING FEASIBILITY STUDY ST2063 - 50,000 (25,000) - - - - - 25,000 CITYWIDE STREET REHABILITATION (FY21) ST2102 - - 3,000,000 1,500,000 - - - - 4,500,000 FM 1461 TXDOT LOCAL CONTRIBUTION (CUSTER - BLOOMDALE) ST2103 - - - 300,000 - - - - 300,000 AIRPORT DR LANES 5 & 6 (FM 546 - US 380) ST2104 - - - - - 1,000,000 5,000,000 - 6,000,000 MEDICAL CENTER DR IMPROVEMENTS (FRISCO - SP399) ST2105 - - - - 2,000,000 - - - 2,000,000 STONEBRIDGE DRIVE LANES 1 & 2 (US 380 - WILSON CREEK) ST2106 - - - 2,000,000 5,450,000 - - - 7,450,000 EAST MCKINNEY MOBILITY ALIGNMENT STUDIES ST2107 - - - 100,000 - - - - 100,000 STACY RD LANES 5&6 (CUSTER - RIDGE) ST3212 6,867,073 - 236,730 500,000 - - - - 7,603,803 ACCESSIBILITY IMPROVEMENTS FOR PROW (UMBRELLA) ST4215 1,000,000 - (1,000,000) 1,000,000 1,000,000 1,000,000 1,000,000 - 4,000,000 BLOOMDALE RD - HARDIN/COMMUNITY ST4227 11,300,000 2,119,972 - - - - - - 13,419,972 BLOOMDALE RD AND FM 543 REALIGNMENT ST4229 1,161,523 - - 5,100,000 - - - - 6,261,523 ROADWAY IMPACT FEE UPDATE 2018 ST4231 187,500 - - - - - - - 187,500 LAUD HOWELL PKWY-TRINITY FALLS TO HARDIN ST4331 2,310,770 - - - - - - - 2,310,770 STONEBRIDGE BRIDGE REPLACEMENT (AT ROWLETT CREEK) ST4334 2,000,000 - (304,253) - - - - - 1,695,747 COUNTRY LANE EXT & AIRPORT DR IMPROVEMENTS ST4372 2,500,000 (100,000) - - - - - - 2,400,000 DEVELOPMENT CATALYST PROJECT ST4375 1,390,000 (350,000) (1,000,000) 2,000,000 1,000,000 1,000,000 1,000,000 - 5,040,000 TRINITY FALLS PKWY LN 3&4 ST4422 1,700,000 - (70,000) - - - - - 1,630,000 CUSTER ROAD (US 380 - FM 1461) DESIGN & ROW ST9115 4,764,824 - 36,000 - - - - - 4,800,824

140,418,466$ 2,544,972$ (11,164,410)$ 30,748,636$ 21,500,000$ 32,350,000$ 19,500,000$ 2,500,000$ 238,397,664$ Page 184


REVENUE BONDS




/MEDIAN ESCROW

PREVIOUS RESOURCES


TOTAL 5 YEAR PLAN


CO2134 - - 1,500,000 - - - - - - 500,000 - 2,000,000

CO2135 - - - - - - - - - - - -

CO2136 - - - - - - - - - 350,000 - 350,000 CO2137 - - - - - - - - - 2,400,000 - 2,400,000 CO4238 6,000,000 - - - - - - - - - - 6,000,000

17,115,000$ -$ 8,000,000$ -$ -$ -$ -$ 3,602,800$ -$ 3,684,022$ -$ 32,401,822$

FA1605 48,208$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 48,208$ FA1647 270,530 - - - - - - - - - - 270,530

FA1724 46,727 - - - - - - - - - - 46,727 FA1748 800,000 - - - - - - - - - 50,000 850,000 FA2133 90,000 - - - - - - - - - - 90,000 FA3252 - - - - - - - - - - 118,589 118,589 FA4320 3,600,000 - - - - - - - - - - 3,600,000 FA4408 150,000 - - - - - - - - - - 150,000 FA4419 129,076 - - - - - - - - - - 129,076 FI3244 300,000 - - - - - - - - - - 300,000

5,434,541$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 168,589$ 5,603,130$

ST1219 11,886,420$ -$ -$ -$ -$ -$ 2,000,000$ -$ -$ (2,250,000)$ -$ 11,636,420$ ST1231 4,996,254 - - - - - - - - (480,000) - 4,516,254 ST1232 1,322,274 - - - - - - - - (95,994) - 1,226,280 ST1612 1,700,000 - - - - - - - - (373,363) - 1,326,637 ST1613 545,000 - - - - - - - - (18,899) - 526,101 ST1615 298,500 - - - - - - - - (38,894) - 259,606 ST1617 17,831,900 - - - - - - - - - - 17,831,900

ST1618 2,336,500 - - - - - - - - (575,000) - 1,761,500 ST1622 5,643,730 - 2,000,000 - - 10,000,000 - - - - - 17,643,730 ST1649 2,534,057 - - - - - - - - - - 2,534,057 ST1719 22,691,491 - (4,000,000) - - - 100,000 8,812,439 - (1,100,000) - 26,503,930 ST1721 - - - - - - - - - - - - ST1722 522,355 - 1,000,000 - - - - - - - 236,579 1,758,934 ST1723 3,250,000 - - - - - 500,000 - - (250,000) 464,681 3,964,681 ST1834 2,820,000 - - - - - - - - - - 2,820,000 ST1835 3,000,000 - - - - - - - - - - 3,000,000 ST1836 300,000 - (300,000) - - - - - - - - - ST1837 864,706 - - - - - - (664,706) - (200,000) - -

ST1838 3,000,000 - - - - - 200,000 - - (200,000) - 3,000,000

ST1839 2,300,000 - - - - - - - 180,000 900,000 - 3,380,000 ST1841 11,018,589 - 1,500,000 - - - 500,000 - - - - 13,018,589

ST1842 - - 2,500,000 - - - - - - - - 2,500,000 ST1910 50,000 - - - - - - - - (800) - 49,200 ST1911 750,000 - - - - - - - - - - 750,000 ST2010 2,400,000 - - - - - - - - - - 2,400,000 ST2011 2,000,000 - - - - - 500,000 664,706 - (500,000) - 2,664,706 ST2012 2,000,000 - 2,000,000 - - - - - - - - 4,000,000 ST2013 - - 2,000,000 - - - - - - - - 2,000,000 ST2014 - - 1,600,000 - - - - - - - - 1,600,000 ST2015 - - 1,500,000 - - - - - - - - 1,500,000 ST2016 - - 7,500,000 - - - - - - - - 7,500,000 ST2017 - - 13,000,000 - - - - - - - - 13,000,000 ST2018 - - 12,000,000 - - - - - - - - 12,000,000 ST2019 - - 2,000,000 - - - - - - - - 2,000,000

ST2063 50,000 - - - - - - - - (25,000) - 25,000 ST2102 - - 3,000,000 - - 1,500,000 - - - - - 4,500,000

ST2103 - - - - - - - - - 300,000 - 300,000 ST2104 - - 6,000,000 - - - - - - - - 6,000,000 ST2105 - - 2,000,000 - - - - - - - - 2,000,000

ST2106 - - 5,450,000 - - - 2,000,000 - - - - 7,450,000 ST2107 - - - - - - - - - 100,000 - 100,000 ST3212 6,867,073 - - - - - 100,000 - - 400,000 236,730 7,603,803 ST4215 1,000,000 - 3,000,000 - - - - - - - - 4,000,000 ST4227 13,419,972 - - - - - - - - - - 13,419,972 ST4229 1,161,523 - 4,100,000 - - - 1,000,000 - - - - 6,261,523 ST4231 187,500 - - - - - - - - - - 187,500 ST4331 2,310,770 - - - - - - - - - - 2,310,770

ST4334 2,000,000 - - - - - - - - (304,253) - 1,695,747 ST4372 2,400,000 - - - - - - - - - - 2,400,000 ST4375 1,040,000 - 3,000,000 - - - - - - 1,000,000 - 5,040,000 ST4422 1,700,000 - - - - - - - - (70,000) - 1,630,000 ST9115 4,764,824 - - - - - - - - - 36,000 4,800,824

142,963,438$ -$ 70,850,000$ -$ -$ 11,500,000$ 6,900,000$ 8,812,439$ 180,000$ (3,782,203)$ 973,990$ 238,397,664$ Page 185


BUDGET THRU FY19


FY20 ADJUSTMENTS


PLAN


TRAFFIC IMPROVEMENTSTRAFFIC SIGNALIZATION - (UMBRELLA) TR0220 1,204,480$ -$ (1,200,000)$ 1,200,000$ -$ 1,200,000$ -$ -$ 2,404,480 TRAFFIC SIGNAL CONSTRUCTION TR1620 1,092,837 - (20,000) - - - - - 1,072,837 CUSTER/SILVERADO TR LIGHT TR1702 350,000 - (53,083) - - - - - 296,917 TRAFFIC SIGNALIZATION TR1843 1,003,650 75,000 - 100,000 - - - - 1,178,650 TRAFFIC SIGNALIZATION RIF ZONE G TR1844 200,000 - - - - - - - 200,000 TRAFFIC SIGNALIZATION RIF ZONE H TR1845 500,000 - - - - - - - 500,000 TRAFFIC SIGNALIZATION RIF ZONE I TR1846 400,000 - - - - - - - 400,000 US 380 ILLUMINATION (COIT - CUSTER) TR1847 150,000 - - - - - - - 150,000 US 380 ILLUMINATION (BOIS D ARC - US 75) TR1848 871,954 35,000 (821,954) - - - - - 85,000 TRAFFIC SIGNAL DETECTION UPGRADES TR1849 350,000 - - - - - - - 350,000 CITYWIDE FUTURE ROUNDABOUT PLANNING & EVALUATION TR1850 100,000 - - - - - - - 100,000 SH5 ILLUMINATION (STEWART-US 380) TR2020 2,100,000 - (2,100,000) - 2,100,000 - - - 2,100,000 HARRY MCKILLOP ILLUMINATION (SH5-AIRPORT) TR2021 800,000 40,000 - - - - - - 840,000 TRAFFIC SIGNALIZATION (FY20) TR2022 1,100,000 - - 350,000 - - - - 1,450,000 TRAFFIC SIGNAL DETECTION UPGRADES (TXDOT HSIP) TR2023 1,500,406 - (1,150,406) - - - - - 350,000 US 380 ILLUMINATION (CUSTER-BOIS D ARC) TR2024 2,000,000 - - - - - - - 2,000,000 CITYWIDE WAYFINDING PLANNING TR2025 300,000 - - - - - - - 300,000 US 75 HIGH MAST LIGHTING UPGRADES TR2026 750,000 - - - - - - - 750,000 INDUSTRIAL BLVD ILLUMINATION (SH 5-AIRPORT) TR2027 - - - - 650,000 - - - 650,000 TRAFFIC SIGNAL CONTROLLER UPGRADE TR4235 600,000 - - - - - - - 600,000 FIBER OPTIC/INTELLIGENT TRANSPORTATION SYSTEMS PHASE 2 TR9127 2,131,628 - (1,500,000) 1,500,000 - - - - 2,131,628

17,504,955$ 150,000$ (6,845,443)$ 3,150,000$ 2,750,000$ 1,200,000$ -$ -$ 17,909,512$

TOTAL STREET CONSTRUCTION FUND 181,047,962$ 2,119,972$ (18,607,242)$ 46,951,436$ 25,750,000$ 35,050,000$ 19,500,000$ 2,500,000$ 294,312,128$

TECHNOLOGY IMPROVEMENT FUNDLAND MANAGEMENT SOFTWARE IT1006 2,670,292$ -$ (156,122)$ -$ -$ -$ -$ -$ 2,514,170$ ERP IMPLEMENTATION IT1007 11,650,000 - - - - - - - 11,650,000 MUNICIPAL COURT SOFTWARE IT1009 640,000 - (199,083) - - - - - 440,917 WIRELESS REDUNDANT NETWORK IT1821 1,525,000 - (500,000) - - - - - 1,025,000

16,485,292$ -$ (855,205)$ -$ -$ -$ -$ -$ 15,630,087$

TOTAL TECHNOLOGY IMPROVEMENT FUND 16,485,292$ -$ (855,205)$ -$ -$ -$ -$ -$ 15,630,087$

UTILITY CONSTRUCTION FUNDCOMBINED PROJECTS

SH5 UTILITY RELOCATIONS PH1 CO1633 -$ 21,615,000$ (4,000,000)$ 5,700,000$ -$ -$ -$ -$ 23,315,000$ PEARSON FM WADDILL-KENTUCKY CO1703 1,140,000 - (167,391) - - - - - 972,609 UTIL/ST REHAB E OF SH 5 CO1704 6,735,000 (40,000) (200,000) - - - - - 6,495,000 ST REHAB S OF VIRGINIA CO1705 2,830,000 - (200,000) - - - - - 2,630,000 ST REHAB N OF VIRGINIA CO1706 4,149,000 94,694 - - - - - - 4,243,694 EAST LOUISIANA INFRASTRUCTURE IMPROVEMENTS PH1CO1817 - - - 1,200,000 - - - - 1,200,000 MAIN REPL & ST REHAB (NORTHWOOD/WESTWOOD PARK AREA) CO1902 4,578,099 (500,000) (500,000) - - - - - 3,578,099 MAIN REPLACEMENTS & STREET REPAIRS (FY20) CO2005 4,000,000 (100,000) (3,300,000) - - - - - 600,000 GRIFFIN ST & PINE ST INFRASTRUCTURE IMPROVEMENTSCO2006 750,000 - - 300,000 - - - - 1,050,000 EAST MCKINNEY INFRASTRUCTURE INITIATIVE (PROGRAMMED) CO2007 750,000 - (750,000) 3,000,000 750,000 750,000 750,000 750,000 6,000,000 TOWN CENTER INFRASTRUCTURE IMPROVEMENTS CO2008 - - - - - - 200,000 750,000 950,000 INFRASTRUCTURE ASSET MANAGEMENT PLANNING CO2009 75,000 100,000 - - - - - - 175,000 N TENNESSEE (LAMAR - US 380) INFRASTRUCTURE IMPROVEMENTS CO2133 - - 2,000,000 - - - - - 2,000,000 LELA JONES FOOTE INFRASTRUCTURE IMPROVEMENTS CO2134 - - - 750,000 - - - - 750,000 WHITE AVE INFRASTRUCTURE IMPROVEMENTS CO2137 - - 2,000,000 - - - - - 2,000,000 PUBLIC WORKS UTILITY MAIN IMPROVEMENTS CO2138 - - - 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000 TOWN CENTER INFRASTRUCTURE IMPROVEMENTS CO4238 - 500,000 - - - - - - 500,000 FIRE STATION #9 (LAKE FOREST & WILMETH) FI3244 100,000 - - - - - - - 100,000 RIDGE RD FM US380 TO WILMETH - FUND 20 ONLY ST1617 1,800,000 - - - - - - - 1,800,000

26,907,099$ 21,669,694$ (5,117,391)$ 13,950,000$ 3,750,000$ 3,750,000$ 3,950,000$ 4,500,000$ 73,359,402$

FACILITY AGREEMENTSHIGHLANDS LAKE DEV-EASEMENT FA1601 425,000$ -$ -$ -$ -$ -$ -$ -$ 425,000$ COLLIN-MCKINNEY PARKWAY FA3252 98,906 - - - - - - - 98,906 CLEMON CK INTERCEPTOR METERING STATION(WILLOWWOOD) FA4406 30,000 - - - - - - - 30,000 WILMETH RIDGE ROW/EASEMENTS FA4411 300,000 - - - - - - - 300,000 COUNTY RD 281 CONSTRUCTION FA4419 15,694 - - - - - - - 15,694 CRWC LANDFILL W/WW FA4420 270,822 - - - - - - - 270,822

1,140,422$ -$ -$ -$ -$ -$ -$ -$ 1,140,422$

WATER IMPROVEMENTSINDEPENDENCE PARKWAY 24 INCH WATER LINE WA0210 1,500,000$ -$ (700,000)$ 1,700,000$ -$ -$ -$ -$ 2,500,000$ SERVICE LINE REPL-RESID-10 YR(2016) WA1610 1,500,000 - (300,000) 600,000 300,000 300,000 300,000 300,000 3,000,000 REDBUD PUMP STATION 794PP TRANSMISSION LINE WA1624 4,496,263 - (460,000) - - - - - 4,036,263 UNIVERSITY PUMP STATION - 920 PP PUMP WA1625 2,815,000 - - - - - - - 2,815,000 MCKINNEY RANCH PKWY PUMP STATION IMPROV PH1 WA1626 6,140,000 - - 7,610,000 - - - - 13,750,000 WATER STORAGE TANK MT (PUBLIC WORKS INSPECTION LIST) WA1629 - - - 1,400,000 1,400,000 1,400,000 1,400,000 1,400,000 7,000,000 CUSTER RD UTILITY RELOCATIONS (ST9115) WA1630 11,535,000 - (1,661,760) - - - - - 9,873,240 STONEBRIDGE WATER LINE FM US380 TO FM1461 920PPWA1631 - - - 4,200,000 9,000,000 - - - 13,200,000

Page 186


REVENUE BONDS




/MEDIAN ESCROW

PREVIOUS RESOURCES


TOTAL 5 YEAR PLAN


TR0220 1,204,480$ -$ 1,200,000$ -$ -$ -$ -$ -$ -$ -$ -$ 2,404,480$ TR1620 1,092,837 - - - - - - - - (20,000) - 1,072,837 TR1702 350,000 - - - - - - - - (53,083) - 296,917 TR1843 1,078,650 - - - - - - - - 100,000 - 1,178,650 TR1844 200,000 - - - - - - - - - - 200,000 TR1845 500,000 - - - - - - - - - - 500,000 TR1846 400,000 - - - - - - - - - - 400,000 TR1847 150,000 - - - - - - - - - - 150,000 TR1848 906,954 - - - - - - (621,954) - (200,000) - 85,000 TR1849 350,000 - - - - - - - - - - 350,000

TR1850 100,000 - - - - - - - - - - 100,000 TR2020 2,100,000 - - - - - - - - - - 2,100,000 TR2021 840,000 - - - - - - - - - - 840,000 TR2022 1,100,000 - - - - - 350,000 - - - - 1,450,000 TR2023 1,500,406 - - - - - - (1,150,406) - - - 350,000 TR2024 2,000,000 - - - - - - - - - - 2,000,000 TR2025 300,000 - - - - - - - - - - 300,000 TR2026 750,000 - - - - - - - - - - 750,000 TR2027 - - 650,000 - - - - - - - - 650,000 TR4235 600,000 - - - - - - - - - - 600,000

TR9127 2,131,628 - - - - - - - - - - 2,131,628 17,654,955$ -$ 1,850,000$ -$ -$ -$ 350,000$ (1,772,360)$ -$ (173,083)$ -$ 17,909,512$

183,167,934$ -$ 80,700,000$ -$ -$ 11,500,000$ 7,250,000$ 10,642,879$ 180,000$ (271,264)$ 1,142,579$ 294,312,128$

TECHNOLOGY IMPROVEMENT FUNDIT1006 2,670,292$ -$ -$ -$ -$ - - - - (156,122) -$ 2,514,170$ IT1007 11,650,000 - - - - - - - - - - 11,650,000 IT1009 640,000 - - - - - - - - (199,083) - 440,917 IT1821 1,525,000 - - - - - - - - (500,000) - 1,025,000

16,485,292$ -$ -$ -$ -$ -$ -$ -$ -$ (855,205)$ -$ 15,630,087$

16,485,292$ -$ -$ -$ -$ -$ -$ -$ -$ (855,205)$ -$ 15,630,087$


CO1633 21,615,000$ (4,000,000)$ -$ -$ -$ -$ -$ 5,400,000$ -$ 300,000$ -$ 23,315,000$ CO1703 1,140,000 - - - - - - - - (167,391) - 972,609 CO1704 6,695,000 - - - - - - - - (200,000) - 6,495,000 CO1705 2,830,000 - - - - - - - - (200,000) - 2,630,000 CO1706 4,243,694 - - - - - - - - - - 4,243,694 CO1817 - - - - - - - - - 1,200,000 - 1,200,000

CO1902 4,078,099 - - - - - - - - (500,000) - 3,578,099 CO2005 3,900,000 - - - - - - - - (3,300,000) - 600,000 CO2006 750,000 - - - - - - - - 300,000 - 1,050,000

CO2007 750,000 5,250,000 - - - - - - - - - 6,000,000 CO2008 - 950,000 - - - - - - - - - 950,000 CO2009 175,000 - - - - - - - - - - 175,000

CO2133 - 2,000,000 - - - - - - - - - 2,000,000 CO2134 - - - - - - - - - 750,000 - 750,000 CO2137 - 2,000,000 - - - - - - - - - 2,000,000 CO2138 - 14,000,000 - - - - - - - 1,000,000 - 15,000,000 CO4238 500,000 - - - - - - - - - - 500,000 FI3244 100,000 - - - - - - - - - - 100,000 ST1617 1,800,000 - - - - - - - - - - 1,800,000

48,576,793$ 20,200,000$ -$ -$ -$ -$ -$ 5,400,000$ -$ (817,391)$ -$ 73,359,402$

FA1601 425,000$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 425,000$ FA3252 98,906 - - - - - - - - - - 98,906

FA4406 30,000 - - - - - - - - - - 30,000 FA4411 300,000 - - - - - - - - - - 300,000 FA4419 15,694 - - - - - - - - - - 15,694 FA4420 270,822 - - - - - - - - - - 270,822

1,140,422$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 1,140,422$

WA0210 1,500,000$ (700,000)$ -$ -$ -$ -$ 1,700,000$ -$ -$ -$ -$ 2,500,000$ WA1610 1,500,000 1,200,000 - - - - - - - 300,000 - 3,000,000 WA1624 4,496,263 - - - - - - - - (460,000) - 4,036,263 WA1625 2,815,000 - - - - - - - - - - 2,815,000 WA1626 6,140,000 - - - - - - - - 7,610,000 - 13,750,000

WA1629 - 7,000,000 - - - - - - - - - 7,000,000 WA1630 11,535,000 - - - - - (965,000) 6,338,240 - (7,035,000) - 9,873,240 WA1631 - 13,200,000 - - - - - - - - - 13,200,000

Page 187


BUDGET THRU FY19


FY20 ADJUSTMENTS


PLAN


STONEBRIDGE WATER LINE FM US380 TO FM1461 850PPWA1632 - - - - 950,000 7,185,000 - - 8,135,000 SH5 UTILITY RELOCATIONS PH1 (TOWN CENTER ST1216) WA1633 15,535,000 (15,535,000) - - - - - - - MISCELLANEOUS PUMP STATION IMPROVEMENTS WA1713 2,200,000 (500,000) (1,000,000) 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,700,000 STACY ROAD ELEVATED STORAGE TANK WA1714 - - - 7,800,000 - - - - 7,800,000 MCKINNEY EAST ELEVATED STORAGE TANK WA1715 - - - - - - - - - AIRPORT BOULEVARD WATER LINE - NORTH LOOP WA1716 - - - - 2,000,000 8,300,000 - - 10,300,000 VIRGINIA ELEV ST TK MAINT WA1805 1,000,000 - (161,495) - - - - - 838,505 NTMWD IMPROV-BLOOMDALE WA1810 2,471,250 - - - - - - - 2,471,250 INDUSTRIAL WATER STORAGE TANK MAINTENANCE WA1851 1,400,000 - (1,250,000) 1,250,000 - - - - 1,400,000 FM 1461 UTILITY RELOCATIONS (TxDOT ROADWAY CONSTRUCTION) WA1852 - - - - 3,500,000 6,500,000 - - 10,000,000 AMI METER REPLACEMENT PROJECT WA2051 7,000,000 - - - - - - - 7,000,000 MCLARRY 42 INCH WATER LINE (TRINITY FALLS EAST FEED)WA2052 3,600,000 - (400,000) - - - - - 3,200,000 NEW WATER PRESSURE PLANE STUDY (WEST OF INDEPENDENCE) WA2053 150,000 - - - - - - - 150,000 MCKINNEY RANCH PUMP STATION IMPROVEMENTS PH2WA2054 1,000,000 - (1,000,000) - - - - - - WATER MASTER PLAN 2023 WA2055 - - - - - 700,000 - - 700,000 WATER SYSTEM SCADA UPGRADES WA2108 - - - 1,000,000 - - - - 1,000,000 WATER MASTER PLAN WA4202 220,000 - (42,000) - - - - - 178,000 SUBSTANDARD MAINS (UMBRELLA) WA4336 5,056,655 - (4,000,000) 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 13,556,655 UNDESIGNATED OVERSIZE PARTICIPATION WA4337 600,000 - (300,000) 300,000 300,000 300,000 300,000 300,000 1,800,000 AIRPORT SOUTH & HARRY MCKILLOP WATER MAINS WA4339 8,635,000 - (2,000,000) 2,000,000 - - - - 8,635,000 REDBUD PUMP STATION 850PP DISCHARGE WATER LINEWA4340 8,235,000 - (500,000) - - - - - 7,735,000 WILLOWWOOD EASEMT/ROW WA4371 450,000 - - - - - - - 450,000 WATER LINE CONDITION ASSESSMENTS WA4401 1,600,000 - (1,600,000) 1,600,000 - - - - 1,600,000 DEVELOPMENT CATALYST (WATER) WA4402 1,000,000 - - 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000 US 380 WATERLINE IMPROVEMENTS WA4415 3,300,000 - (280,000) - - - - - 3,020,000 REDBUD PUMP STATION SITE DEVELOPMENT WA8132 25,200,000 - - - - - - - 25,200,000 VIRGINIA WATER MAIN (DOGWOOD TRAIL - US 75) WA9145 1,045,000 - (100,000) - - - - - 945,000

117,684,168$ (16,035,000)$ (15,755,255)$ 33,960,000$ 21,950,000$ 29,185,000$ 6,500,000$ 6,500,000$ 183,988,913$

WASTEWATER IMPROVEMENTSSH5 UTILITY RELOCATIONS PH1 (TOWN CENTER ST1216) WW1634 6,080,000$ (6,080,000)$ -$ -$ -$ -$ -$ -$ -$ HONEY CREEK SS TRUNK MAIN TO MH-HC124 WW1638 10,550,000 - - - - - - - 10,550,000 LIFT STATION IMPROVEMENTS WW1853 3,700,000 - - 3,150,000 - - - - 6,850,000 WASTEWATER MAIN CIPP LINING WW1855 7,100,306 - (3,000,000) 6,100,000 2,000,000 2,000,000 2,000,000 - 16,200,306 OLD MILL RD WASTEWATER MAIN WW1858 2,000,000 - (500,000) 500,000 - - - - 2,000,000 WASTEWATER MASTER PLAN 2023 WW2056 - - - - - 700,000 - - 700,000 AERIAL WASTEWATER CROSSING IMPROVEMENTS (PROG) WW2057 - - - - 400,000 - 400,000 - 800,000 ENCORE WIRE SEWER CIPP WW2066 - 500,000 - - - - - - 500,000 AERIAL WW CROSSING IMPROV - ERWIN AVE WW2245 504,500 (54,694) (11,000) - - - - - 438,806 WASTEWATER MASTER PLAN 2018 WW4209 344,000 - - - - - - - 344,000 STOVER CK SANIT SEWER-OVERSIZE PARTICIP BLOOMDALE (TUCKER HILL) WW4213 3,672,698 - - - - - - - 3,672,698 AERIAL WASTEWATER CROSSING IMPROVEMENTS WW4348 400,000 - (320,000) - - - - - 80,000 SUBSTANDARD MAINS WW4350 4,108,525 - (4,000,000) 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,608,525 UNDESIGNATED OVERSIZE PARTICIPATION WW4354 747,269 - (300,000) 300,000 300,000 300,000 300,000 300,000 1,947,269 STONEBRIDGE LIFT STATION ABANDONMENT WW4359 4,000,000 - (4,000,000) - - - 2,500,000 - 2,500,000 SANITARY SEWER LINE CONDITION ASSESSMENTS WW4404 946,368 - - - 300,000 - 300,000 - 1,546,368 DEVELOPMENT CATALYST (SANITARY SEWER) WW4405 1,000,000 - - 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000

45,153,666$ (5,634,694)$ (12,131,000)$ 13,550,000$ 6,500,000$ 6,500,000$ 9,000,000$ 3,800,000$ 66,737,972$

TOTAL UTILITY CONSTRUCTION FUND 190,885,355$ -$ (33,003,646)$ 61,460,000$ 32,200,000$ 39,435,000$ 19,450,000$ 14,800,000$ 325,226,709$

GRAND TOTAL 603,370,198$ 23,534,057$ (66,083,787)$ 231,560,272$ 191,776,815$ 88,861,815$ 58,757,360$ 45,258,800$ 1,177,035,530$ - - - - - - - - -

TOTALS BY FUNDAirport Construction 20,315,268$ 1,184,085$ 5,653,033$ 20,623,836$ 9,876,815$ 7,876,815$ 2,007,360$ 20,908,800$ 88,446,012$ Drainage Construction 24,033,209 - (390,727) 250,000 1,000,000 1,000,000 1,000,000 1,000,000 27,892,482 Facilities Improvements 37,348,693 2,550,000 4,000,000 9,950,000 62,250,000 - 10,300,000 - 126,398,693 Fire Improvements 31,770,570 1,000,000 1,200,000 35,500,000 20,200,000 - 1,000,000 550,000 91,220,570 Library Construction 9,500,000 - - - - - - - 9,500,000 Parks Construction 91,983,849 16,680,000 (24,080,000) 56,825,000 40,500,000 5,500,000 5,500,000 5,500,000 198,408,849 Street Construction 181,047,962 2,119,972 (18,607,242) 46,951,436 25,750,000 35,050,000 19,500,000 2,500,000 294,312,128 Technology Improvement Fund 16,485,292 - (855,205) - - - - - 15,630,087 Utility Construction 190,885,355 - (33,003,646) 61,460,000 32,200,000 39,435,000 19,450,000 14,800,000 325,226,709

603,370,198$ 23,534,057$ (66,083,787)$ 231,560,272$ 191,776,815$ 88,861,815$ 58,757,360$ 45,258,800$ 1,177,035,530$

Page 188


REVENUE BONDS




/MEDIAN ESCROW

PREVIOUS RESOURCES


TOTAL 5 YEAR PLAN


WA1632 - 8,135,000 - - - - - - - - - 8,135,000 WA1633 - - - - - - - - - - - - WA1713 1,700,000 4,000,000 - - - - - - - - - 5,700,000 WA1714 - 7,800,000 - - - - - - - - - 7,800,000 WA1715 - - - - - - - - - - - - WA1716 - 10,300,000 - - - - - - - - - 10,300,000 WA1805 1,000,000 - - - - - - - - (161,495) - 838,505 WA1810 2,471,250 - - - - - - - - - - 2,471,250 WA1851 1,400,000 (1,250,000) - - - - - - - 1,250,000 - 1,400,000

WA1852 - 10,000,000 - - - - - - - - - 10,000,000 WA2051 7,000,000 - - - - - - - - - - 7,000,000 WA2052 3,600,000 - - - - - - - - (400,000) - 3,200,000

WA2053 150,000 - - - - - - - - - - 150,000 WA2054 1,000,000 (1,000,000) - - - - - - - - - - WA2055 - 700,000 - - - - - - - - - 700,000 WA2108 - - - - - - - - - 1,000,000 - 1,000,000 WA4202 220,000 - - - - - - - - (42,000) - 178,000 WA4336 5,056,655 8,500,000 - - - - - - - - - 13,556,655 WA4337 600,000 1,200,000 - - - - - - - - - 1,800,000 WA4339 8,635,000 - - - - - 2,000,000 - - (2,000,000) - 8,635,000 WA4340 8,235,000 - - - - - - - - (500,000) - 7,735,000 WA4371 450,000 - - - - - - - - - - 450,000 WA4401 1,600,000 - - - - - - - - - - 1,600,000 WA4402 1,000,000 5,000,000 - - - - - - - - - 6,000,000 WA4415 3,300,000 - - - - - - - - (280,000) - 3,020,000 WA8132 25,200,000 - - - - - - - - - - 25,200,000 WA9145 1,045,000 - - - - - - - - (100,000) - 945,000

101,649,168$ 74,085,000$ -$ -$ -$ -$ 2,735,000$ 6,338,240$ -$ (818,495)$ -$ 183,988,913$

WW1634 -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ WW1638 10,550,000 - - - - - - - - - - 10,550,000 WW1853 3,700,000 - - - - - - - - 3,150,000 - 6,850,000 WW1855 7,100,306 6,000,000 - - - - - - - 3,100,000 - 16,200,306 WW1858 2,000,000 - - - - - 500,000 - - (500,000) - 2,000,000 WW2056 - 700,000 - - - - - - - - - 700,000

WW2057 - 800,000 - - - - - - - - - 800,000 WW2066 500,000 - - - - - - - - - - 500,000 WW2245 449,806 - - - - - - - - (11,000) - 438,806 WW4209 344,000 - - - - - - - - - - 344,000

WW4213 3,672,698 - - - - - - - - - - 3,672,698 WW4348 400,000 - - - - - - - - (320,000) - 80,000 WW4350 4,108,525 8,500,000 - - - - - - - - - 12,608,525 WW4354 747,269 1,200,000 - - - - - - - - - 1,947,269 WW4359 4,000,000 2,500,000 - - - - (200,000) - - (3,800,000) - 2,500,000 WW4404 946,368 600,000 - - - - - - - - - 1,546,368 WW4405 1,000,000 5,000,000 - - - - - - - - - 6,000,000

39,518,972$ 25,300,000$ -$ -$ -$ -$ 300,000$ -$ -$ 1,619,000$ -$ 66,737,972$

190,885,355$ 119,585,000$ -$ -$ -$ -$ 3,035,000$ 11,738,240$ -$ (16,886)$ -$ 325,226,709$

GRAND TOTAL 626,904,255$ 119,585,000$ 286,650,000$ 8,000,000$ 27,500,000$ 11,500,000$ 10,285,000$ 75,705,383$ 3,505,000$ 6,258,313$ 1,142,579$ 1,177,035,530$

TOTALS BY FUND21,499,353$ -$ -$ 8,000,000$ -$ -$ -$ 53,404,264$ -$ 5,542,395$ -$ 88,446,012$ 24,033,209 - 2,000,000 - - - - - - 1,859,273 - 27,892,482 39,898,693 - 86,500,000 - - - - - - - - 126,398,693 32,770,570 - 58,450,000 - - - - - - - - 91,220,570

9,500,000 - - - - - - - - - - 9,500,000 108,663,849 - 59,000,000 - 27,500,000 - - (80,000) 3,325,000 - - 198,408,849 183,167,934 - 80,700,000 - - 11,500,000 7,250,000 10,642,879 180,000 (271,264) 1,142,579 294,312,128

16,485,292 - - - - - - - - (855,205) - 15,630,087 190,885,355 119,585,000 - - - - 3,035,000 11,738,240 - (16,886) - 325,226,709 626,904,255$ 119,585,000$ 286,650,000$ 8,000,000$ 27,500,000$ 11,500,000$ 10,285,000$ 75,705,383$ 3,505,000$ 6,258,313$ 1,142,579$ 1,177,035,530$

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APPENDICIES

A. Financial Policies

B. Community Profile

C. McKinney’s History

D. Long-Term Financial Plans

• General Fund

• Capital Improvements Program

E. Authorized Positions

• Authorized Position Changes

• Organizational Charts

F. Supplemental Request List

G. Fee Changes

H. Component Units

I. Ordinances

• Budget Ordinance

• Tax Ordinance

J. Glossary of Terms

K. Acronyms Listing

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APPENDIX A – FINANCIAL POLICIES

Latest revision adopted by Council: September 15, 2020

INTRODUCTION

The City of McKinney, Texas financial policies set forth the basic framework for the fiscal management of the

City. These policies were developed within the parameters established by applicable provisions of the Texas

Local Government Code and the City of McKinney City Charter. The policies are to be reviewed on an annual

basis and modified to accommodate changing circumstances or conditions.

BASIS OF ACCOUNTING AND BUDGETING

1. The City’s finances shall be accounted for in accordance with generally accepted accounting principles as

established by the Governmental Accounting Standards Board.

a) The accounts of the City are organized and operated on the basis of funds and account groups. Fund

accounting segregates funds according to their intended purpose and is used to aid management in

demonstrating compliance with finance-related legal and contractual provisions. The minimum number

of funds is maintained consistent with legal and managerial requirements. Account groups are a

reporting device to account for certain assets and liabilities of the governmental funds not recorded

directly in those funds. Governmental funds are used to account for the government’s general

government activities and include the General, Special Revenue, Debt Service and Capital Project funds.

b) Governmental Fund types use the flow of current financial resources measurement focus and the

modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are

recognized when susceptible to accrual (i.e., when they are “measurable and available”). “Measurable”

means the amount of the transaction can be determined and “available” means collectible within the

current period or soon enough thereafter to pay liabilities of the current period. Substantially all

revenues are considered to be susceptible to accrual. Ad valorem, sales, franchise and tax revenues

recorded in the General Fund, ad valorem tax revenues recorded in the Debt Service Fund and

hotel/motel tax revenues in the Special Revenue Hotel/Motel Fund are recognized under the susceptible

to accrual concept. Licenses and permits, charges for services, fines and forfeitures, and miscellaneous

revenues (except earnings on investments) are recorded as revenues when received in cash because

they are generally not measurable until actually received. Investment earnings are recorded as earned

since they are measurable and available. Expenditures are recognized when the related fund liability is

incurred, if measurable, except for principal and interest on general long-term debt, which are recorded

when due, and compensated absences, which are recorded when payable from currently available

financial resources.

c) The City utilizes encumbrance accounting for its Governmental Fund types, under which purchase

orders, contracts and other commitments for the expenditure of monies are recorded in order to

reserve that portion of the applicable appropriation.

d) The City’s Proprietary Fund types are accounted for on a flow of economic resources measurement

focus and use the accrual basis of accounting. Under this method, revenues are recorded when earned

and expenses are recorded at the time liabilities are incurred.

e) The City’s annual budgets shall be prepared and adopted on a basis consistent with generally accepted

accounting principles for all governmental and proprietary funds including an appropriation for unspent

balances on multi-year projects in the capital project funds. Depreciation of fixed assets is not

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recognized in proprietary fund budgets. All annual appropriations lapse at fiscal year-end. Under the

City’s budgetary process, outstanding encumbrances are reported as reservations of fund balances and

do not constitute expenditures or liabilities since the commitments will be re-appropriated and honored

the subsequent fiscal year.

ANNUAL BUDGET (*CHARTER REQUIREMENTS)

1*. The fiscal year of the City shall begin on the first day of October each year and shall end with the thirtieth

day of September of each year.

2*. On or before the fifteenth day of August of each year, the City Manager shall submit to the City Council a

budget of the revenues of the City and the expense of conducting the affairs thereof for the ensuing fiscal

year. This estimate shall be complied from detailed information obtained from the several departments,

divisions, and offices of the City. The information from the various departments shall be furnished to the

City Manager by the Departments under his control and those not under his control, not later than the first

of August. The classification of the estimate shall be as nearly uniform as possible for the main functional

divisions of such departments, divisions and offices and shall give the following information:

• An itemized estimate of the expense of conducting each department, division, office and commission.

• Comparison of such estimates with the corresponding items of expenditure of the last two (2) fiscal

years, and with the expenditures of the current fiscal year plus an estimate of expenditures necessary to

complete the current fiscal year.

• Reason for proposed increases or decreases of such items of expenditure compared with the current

fiscal year.

• Items of payroll increases as either additional pay to present employees or pay for more employees.

• A statement from the Chief Financial Officer of the total probable income of the City from taxes for the

period covered by the estimate.

• An itemization of all anticipated revenue from sources other than the tax levy.

• The amount required for interest on the City’s debt, for sinking fund and for maturing serial bonds.

• The total amount of outstanding City debts, with a schedule of maturities on bond issues.

• Such other information as may be required by the City Council.

• The proposed budget shall contain a suggested tax rate to be levied to support the expenditures

proposed.

3*. The City Council shall pass the appropriation ordinance in accordance with state law. Provision shall be

made for public hearings upon the appropriation ordinance before the City Council. The City Council shall

not pass the appropriation ordinance until after its publication, in accordance with State law. Upon passage

of the appropriation ordinance by the City Council, it shall, before becoming effective, be published once in

accordance with State law.

4*. Following final adoption of the appropriation ordinance approving the budget, the City Council shall pass an

ordinance levying the taxes for the current year.

5*. Upon the written recommendation of the City Manager, the City Council, through its authorizations to the

City Manager in the annual appropriations ordinance, may at any time transfer an unencumbered balance

of an appropriation made for the use of one department, division or purpose to any other department,

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division or purpose; provided, however, that no such transfer shall be made of revenue or earnings of the

water department, sewer department or any other City-owned utility in excess of ten (10) percent.

6*. If at any time the total accruing revenue of the City shall be in excess of the total estimated income thereof

as set forth in the annual budget estimate, the City Council may from time to time appropriate such excess

to such uses as will not conflict with any uses for which such revenues specifically accrued.

7*. No money shall be drawn from the City Depository, nor shall any obligation for the expenditure of money be

incurred, except in conformity with the appropriations ordinance and the approved financial policies of the

City Council. At the close of each fiscal year, the unencumbered balance of each appropriation shall revert

to the fund from which it was appropriated and shall be subject to future appropriations, but appropriations

may be made in furtherance of improvements or other objects of work of the City which will not be

completed within the current year.

8. During the budget process, the annual TMRS rate will be provided to City Council for evaluation of the

status of the TMRS benefit.

REVENUES

1. The City will strive to obtain franchise agreements that incorporate a franchise or rental fee with all public

utilities (including municipally owned utilities). The fee structure will be similar to other cities in the area

and allowed by the Public Utility Commission.

2. The City will pursue an aggressive policy of collecting all moneys due to the City.

3. The applied tax rate will not exceed the no-new-revenue rate by 3% and in unusual circumstances; the

applied rate will not exceed the no-new-revenue rate by 8%.

4. The City will maintain the percentage of the tax rate allocated to the general fund at a minimum of 65%

level. Conversely, the allocation of the tax rate for debt purposes will be no more than 35%.

5. The City will continue an aggressive program to reduce the level of delinquent taxes. The minimum

collection rate objective is 98.5%.

6. The City will strive to maintain total delinquent taxes outstanding at an aggregate level not to exceed 10% of

the current tax levy.

7. Tax exemptions presently allowed by the City will be monitored. Additional residential or non-profit

property exemptions must be approved by the City Council.

EXPENDITURES

1. All expenses of the City shall be made in accordance with the adopted annual budget or as legally amended.

The City Council may amend the budget by passing a budget appropriation ordinance.

2. The legal level of budgetary control is at the fund level. The City Manager is authorized to transfer budgeted

amounts between departments within any fund; however, any revisions that alter the total expenditures of

any fund must be approved by the City Council.

3. The following represents the City’s budget amendment policy delineating responsibility and authority for the

amendment process. Transfers between expenditure accounts in one department may occur with the

approval of the Chief Financial Officer or Finance Director. Transfers between operating departments may

occur with the approval of the City Manager. Transfers between funds must be accomplished by budget

amendment approved by the City Council. Budget amendments calling for new fund appropriations must

also be approved by the City Council.

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CAPITAL IMPROVEMENT PROGRAM

1. The City shall establish and maintain a Capital Project Fund to be used to renovate, repair and replace fixed

assets of the City, including public buildings, streets, storm sewers, park facilities and water & wastewater

improvements. The Capital Project Fund shall be funded with contributions made to the City, nonrecurring

revenues of the City and other revenues detailed in the budget submitted to the City Council by the City

Manager; as such budget may from time to time be amended.

PROCUREMENT POLICY

1. The City will maintain Procurement Policies and Procedures to ensure that goods and services needed are

obtained by using accepted procurement practices. It will also meet legally mandated federal, state and

local statutes, ordinances and codes while providing for a uniform, timely and economical means of

procurement. Any modifications to this policy will be formally approved by the City Council.

DEBT MANAGEMENT POLICY

1. The City will maintain a Debt Management Policy to establish parameters and provide guidance governing

the issuance, management, continuing evaluation of and reporting on all debt obligation issued by the City.

The length of maturity of the long-term debt will be set in order to lower net interest cost and to maintain

future flexibility by paying off debt earlier. The target shall be 20 years. Any modifications to this policy will

be formally approved by the City Council.

INVESTMENT POLICY

1. The City will invest public funds in a manner which will provide the optimum investment return with the

maximum security while meeting the daily cash flow demands of the City and conforming to the statutes,

rules and regulations governing the investment of public funds. The policy and strategy shall be reviewed by

the Investment Committee and the City Council annually. Any modifications will be formally approved by

the City Council. This investment policy, as approved, is in compliance with the provisions of the Public

Funds Investment Act of the Texas Government Code Chapter 2256.

FUND BALANCES

1. The City should set aside resources during years of growth to fund a reserve for years of decline and/or to

fund capital out of current funds for projects that would have otherwise been funded by debt financing.

2. The City will maintain a minimum fund balance reserve equal to three months of the total operating

expenses of the General Fund.

3. The City will maintain a reserve of cash and investments in the Water and Wastewater Fund equal to 90

days of the total operating expenses.

4. The City will increase the cash and investments balance in all other enterprise funds to reach a level of at

least 60 days of the total operating expenses.

5. The City maintains a prudent level of financial resources in each fund that are monitored and managed

according to the needs of the individual funds. The Fund Balance classifications used will be as follows:

• Nonspendable – not in a spendable form such as prepaid items or legally or contractually required to be

maintained intact such as an endowment.

• Restricted – can be spent only on the specific purposes stipulated by law or by the external providers of

those resources.

• Committed – has self-imposed limitations set in place prior to the end of the fiscal period. These

amounts can be used only for the specific purposes determined and approved by formal action of the

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City Council, which is the highest level of decision-making authority for the city. The same level of

formal action is required to remove the constraint.

• Assigned – represents an intended use established by the City Council or by their designated body or

official.

• Unassigned – represents the residual classification of fund balance and includes all spendable amounts

not contained within the other classifications.

FINANCIAL REPORTING

1. Following the conclusion of the fiscal year, the Chief Financial Officer shall cause to be prepared a

Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting and

financial reporting principles established by the Governmental Accounting Standards Board. The document

shall also satisfy all criteria of the Government Finance Officers Association’s Certificate of Achievement for

Excellence in Financial Reporting Program.

2. The CAFR shall show the status of the City’s finances on the basis of generally accepted accounting principles

(GAAP). The CAFR shall show fund revenues and expenditures on both a GAAP basis and budget basis for

comparison purposes.

3. Included as part of the CAFR shall be the results of the annual audit prepared by independent certified

public accountants designated by the City Council.

4. The Chief Financial Officer shall submit to the Council a monthly statement of all receipts and disbursements

in sufficient detail to show the exact financial condition of the City.

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APPENDIX B – COMMUNITY PROFILE

ABOUT MCKINNEY

The elements that established McKinney as unique from its very

beginnings are the same that continue to attract residents, visitors

and businesses to our community today. Beautiful tree-lined streets,

diverse residential neighborhoods, outstanding educational

opportunities, a robust business environment, a charming historic

downtown and a strong sense of community make McKinney truly

stand out. The unique by nature brand so strongly associated with

the city is more than a tagline, it is a commitment that embodies the

community's willingness to work together to make McKinney a great

place to be. As one of the fastest-growing cities in the nation, residents, businesses and visitors alike show that

they strongly embrace the community's vision and

strong overall quality of life.

Just 30 miles north of downtown Dallas, McKinney is

a picturesque city with a small-town feel that is quite

different from the Metroplex's urban sprawl. Our

friendly charm, green spaces and comfortable pace

belie the fact that McKinney, with a population of

more than 187,000, is one of the fastest-growing

cities in America.

A STAND-OUT COMMUNITY

The nation continues to recognize McKinney as a

stand-out community. Money Magazine ranked

McKinney the #1 Best Place to Live in America in

2014. Factors considered included employment,

schools, crime and safety, as well as overall quality of

life aspects including a feeling of community pride.

This adds to the accolades already received from

Forbes, Best Life Magazine, CNNMoney and more.

While many factors combine to make McKinney a truly special place in

America, it is the people in McKinney who bring these vibrant qualities

to life. That community spirit is embodied in a friendly, safe and inviting

city that holds strong ties to its roots and history while enjoying rapid

economic development and continually adding new amenities that

compliment and expand our unique quality of life.

This is McKinney, Texas, and we are unique by nature.

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HISTORIC DOWNTOWN MCKINNEY

The city's downtown square offers more than 120 unique shops and

more than a dozen exceptional restaurants, including upscale

restaurants featuring award-winning chefs, sandwich and coffee

shops, outdoor patio dining and neighborhood pubs. If shopping is

your thing, downtown McKinney offers an assortment of specialty

shops, art galleries featuring the works of local artists, furniture

stores, exquisite antique collections, gift shops and apparel

boutiques.

The original Collin County Courthouse stands at the center of

McKinney's historic downtown square. Reborn in 2006 as the

McKinney Performing Arts Center (MPAC), the performing arts

venue features a 480-seat theater suitable for intimate arts

performances, lectures and events. In addition to the theater, MPAC

includes several multi-purpose spaces, including a reception hall,

auditorium, rehearsal space, audiovisual-equipped classrooms, art

gallery and executive suites. More information is on MPAC website.

The new Downtown Area Shuttle, or DASH for short, is changing the

way visitors get around downtown with a fun, alternative mode of

transportation. DASH is an electric six-seat shuttle that scoots

around downtown taking shoppers, diners and visitors where they

need to go. DASH travels from remote parking lots to bring guests to

the square or to help them get from one location to another. Best of

all, riding with DASH is free. Just give a wave and hop on! Or, you

can call 469-733-DASH (3274).

Thousands of people flock to downtown for annual events such as Bike the Bricks, Oktoberfest and Home for the

Holidays - A McKinney Christmas. More information is located at McKinney Main Street and McKinney

Convention & Visitors Bureau (MCVB) websites.

ECONOMIC CONDITION & OUTLOOK

The City of McKinney is enjoying the benefits of strong economic growth in the North Texas region and the

state. McKinney’s growth and development over the past decade has been built on a strong foundation of

overall planning, management, quality of life, and policy direction. All in all, the picture of McKinney is one of a

vital community, facing the economic challenges and opportunities of the future with optimism and

forethought.

The City of McKinney places economic development as one of the important elements in the city’s strategic

plan. The City offers inducements such as the McKinney Economic Development Corporation (MEDC) and

McKinney National Airport (TKI) to actively promote economic developments.

https://www.mckinneytexas.org/117/Performing-Arts-Center

https://www.mckinneytexas.org/115/Main-Street---Historic-Downtown

http://www.visitmckinney.com/


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The McKinney Economic Development Corporation (MEDC) was formed in 1993 following a referendum by the

voters of McKinney approving a half-cent sales tax to support the development, expansion and relocation of

new and existing companies. The MEDC provides economic incentives such as development sites, loans and

grants to spur quality business growth. The corporation has been successful in recruiting dozens of quality

companies, creating thousands of jobs and significantly expanding the local tax base. MEDC also funded a

business retention and expansion program which helps businesses to stay within McKinney by providing guiding

resources to meeting their needs. More information is located on the MEDC page and at McKinneyEDC.com.

The McKinney National Airport (TKI), is a busy General Aviation Reliever airport recognized as among the top 84

out of 5,000 airports in the nation. The McKinney Air Traffic Control Tower (ATCT) is ranked as the 8th busiest

tower in Texas. The airport is a regional economic engine. It supports business, air charter, flight training, aero-

medical, law enforcement, military and recreational aircraft. The airport’s Fixed Base Operator (FBO), McKinney

Air Center, offers a wide variety of services including 24-hour aircraft fueling, flight crew amenities, line services,

and hangar leases. McKinney Air Center was voted the #1 U.S. FBO in 2018, the fifth Pilots’ Choice win for the

FBO. More information on McKinney National Airport (TKI) is located at FlyTKI.com. Details on current projects

and activities are located on the Airport and Airport Construction pages.

To further enhance the quality of life in the City of

McKinney, voters passed an additional half-cent sales

tax in 1996 for the development of public facilities. The

McKinney Community Development Corporation

(MCDC), formerly known as McKinney Community

Facilities Development Corporation (MCFDC), uses this

revenue to promote and fund community, cultural and

economic development projects that maintain and

enhance the quality of life in McKinney. Projects are

funded for: public parks and open space improvements; public recreational, sports and community facilities;

entertainment, tourist and convention facilities; affordable housing; and, economic development and the

creation of jobs. More information is located on the MCDC page and at McKinneyCDC.org.

http://www.mckinneyedc.com/

http://www.flytki.com/

http://www.mckinneycdc.org/

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CITY STATISTICS (FY 2019-20 as of 9/30/2020)

MCKINNEY GOVERNMENT EDUCATION

City incorporated: Sep 30, 1848 Number of school districts

Adopted City Charter: Dec 21, 1959 within McKinney and ETJ: 7

Form of government: Council-Manager MISD elementary schools: 20

Council members: 7 MISD middle schools: 5

Employees full-time 1,230 MISD high schools: 3 Employees part-time (actual count) 832 MISD alternative schools: 3

Early childhood school: 1

DEMOGRAPHICS MISD total enrollment: 24,590

Estimated population Collin College total enrollment: 59,278

as of Jan. 2020: 195,342 Adults with

Estimated build-out population: 375,000 high school diploma: 92.2%

Population By Age: bachelor's degree or higher: 47.9%

14 Years and under 46,474

15 to 34 years 44,928 AMENITIES

35 to 54 years 63,602 Parks & Recreation

55 years and over 40,338 Hike & bike trails: 66 miles

Median age: 37 Public parks: 44

Land/square miles (City limits only): 68 Total park acreage: 2,550

Land/square miles (including ETJ): 116 Municipal golf courses: 1

Community/recreation centers: 4

HOUSING Public swimming pools: 4

Average value of Splash pads: 9

single-family home: $349,000 Baseball/Softball diamonds: 27

Housing occupancy: 93.3% Tennis courts: 23

Soccer fields (regulation size): 25

ECONOMY Disc golf courses: 2

Median household income: $89,828 Skate Park: 1

Workforce estimate: 104,019 Ice Rink: 1

Unemployment rate: 6.5% Public libraries: 2

Top five private employers: McKinney National Airport:

Raytheon Space & Airborne Systems 3,096 Takeoffs and landings: 140,867

Globe Life / Torchmark 1,640 Gallons of fuel sold: 1,324,913

Encore Wire Corporation 1,350 Based aircraft: 225

Baylor Scott & White Hospital 700 Runway length x width (feet) 7,002 x 150

Medical Center of McKinney 670 Medical Center of McKinney

Source: McKinney Planning Dept, McKinney ISD, McKinney Economic Development Corporation, Collin Central Appraisal District,

2014-2018 American Community Survey 5-Year Estimates, and 2019 American Community Survey 1-Year Estimate

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CITY SERVICES

The City provides a full range of services. These services include police, fire, emergency ambulance service,

libraries, parks, recreation, water, sewer, refuse collection and disposal, golf, traffic engineering, street

maintenance, community development (planning and zoning), public improvements, and other general

governmental services.

POLICE PROTECTION WATER SYSTEM

Stations: 1 Customers: 62,398

Certified police officers: 231 Average daily pumpage: 33.3 mg

Storage capacity: 62

FIRE PROTECTION Water mains (miles): 999

Stations: 10 Fire hydrants: 10,173

Certified firefighters: 211

SEWER SYSTEM

STREET SYSTEM Sewer connections: 59,036

Total miles*: 1770 Storm sewers (miles): 533

Paved (miles): 1433 Sanitary sewers (miles): 731

Graded (miles): 221 Storm inlets: 21,400

Unimproved (miles): 41

Alleys (miles): 75 CONSTRUCTION PERMITS

Permits issued: 1,774

TRAFFIC & LIGHTING SYSTEM Estimated valuation: $969,827,052

Street lights (incl US-75): 9,167

Signalized intersections: 93

*Starting in FY19 streets are measured in lane miles, prior years showed as centerline miles

*Beginning in 2018 Non-Residential now includes alterations

$0

$200

$400

$600

$800

$1,000

0

1,000

2,000

3,000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020est

Mill

ion

s

Single Family (SF) Permits

# SF Permits SF Valuation

$0

$100

$200

$300

$400

$500

0

100

200

300

400

500

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020est

Mill

ion

s

Non-Residential (NR) Permits*

# NR Permits NR Valuation

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BUSINESS

McKinney offers an incomparable lifestyle coupled with an exceptional business environment. Our economy is

diverse and offers a mix of industries - medical technology, data management, manufacturing, sustainability,

aviation, defense, retail, office and transportation.

The city has attracted companies like Raytheon, Wistron GreenTech, Torchmark, Emerson Process Management,

Tong Yang, Simpson Strong-Tie, Tenant Tracker, Manner Plastics and Traxxas. Home-grown companies like

Encore Wire, Newtoy (now Zynga), RMCN and Brandon Industries have also thrived here. McKinney has led in

sustainable developments and its historic business district is one of the largest and most successful in the state.

McKinney offers industrial and office parks throughout the city with additional land abundantly available.

Redundant utilities are available on most developed sites.

2020 % of Total

Taxpayer Product or Service Taxable Value* Assessed ValueRaytheon Space & Airborne Systems $129,704,299 0.53%

Encore Wire Corporation Wire cable manufacturing 122,496,049 0.50%

BT-JV MS LLC (Mansions of McKinney) Multi-family residential 81,779,889 0.33%

Saxon Lennox LLC (Saxon Woods) Multi-family residential 72,685,520 0.30%NREA Retreat DST (Retreat at Stondbridge) Multi-family residential 65,396,084 0.27%Columbia Medical Center of McKinney Hospital/Healthcare 65,070,180 0.27%

WMCI Dallas VI LLC (Bexley at Westridge) Multi-family residential 65,000,289 0.27%

Oncor Electric Delivery Co. Electric utility 64,782,240 0.26%

Fairways Wilson Creek Apartments LLC Multi-family residential 64,100,000 0.26%IBG Real Estate Holdings II LLC (Parkside at Craig Ranch) Office/Commercial 59,001,333 0.24%

TOTALS $790,015,883 3.22%

Source: Collin County Central Appraisal District

* Taxes are assessed on January 1, 2020 (2020 tax year) for the 2021 fiscal year.

MAJOR EMPLOYERS Approximate #

Company Product or Service of EmployeesRaytheon Space & Airborne Systems 3,096

McKinney ISD Education 2,800

Collin County Government 2,015

Globe Life / Torchmark Financial & Insurance Services 1,640

City of McKinney Government 1,351

Encore Wire Corp. Manufacture Copper & Aluminum Wire 1,350

Collin College (McKinney Campuses - CPC, CHEC, PSTC) Education 852

Baylor Medical Center Healthcare 700

Medical Center of McKinney Healthcare 670

Timber Blind & Shutter Manufacture Window Blinds 350

Watson & Chalin Manufacture Truck Hubs and Axles 350

Source: McKinney Economic Development Corporation, Collin College, Collin County, MISD

0

50,000

100,000

150,000

200,000

250,000

1990 2000 2005 2010 2015 2017 2018 2019 2020

Population

0.0%1.0%2.0%3.0%4.0%5.0%6.0%7.0%8.0%9.0%

10.0%

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020(Sept)

Unemployment Rate

McKinney Texas U.S.

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APPENDIX C – MCKINNEY’S HISTORY

McKinney has a unique, rich and diverse spirit in part because of the history that shaped it. Over the years, city

leadership’s vision in preserving our history has intentionally crafted a town that offers the best of the old with a

vibrant present and a very promising future.

PIONEER SPIRIT

The area we now call Collin County was originally settled by pioneers

who were offered free land by colonizers like William S. Peters and

associates. Colonizers were hired by the state of Texas to introduce

settlers into this area, which was at first called Peter’s Colony. The offer

typically included up to 640 acres of land, a gun and help building a

cabin. The Peter’s Colony settlers came in 1841.

Photo: Settler cabin no longer in existence

Settlers arrived in wagons pulled by oxen or horses and braved the

threats of weather, wild animals and native Indians for the promise of

free land and a better life. They found that life here in the fertile land

was rich but hard. Some left, abandoning their claims, but many stayed

on and still more came, establishing farms, communities and commerce.

Photo: McKinney settlers

MCKINNEY’S ROOTS

Fannin County originally encompassed most of northeast Texas. In 1846, Collin County and several other

counties were created out of the original area, and each was about 30 miles square. The Texas legislature

decreed that a county seat had to be within three miles of the center of the county so a rider could get from the

edge of the county to the county seat and back home in one day. Collin County was named for Collin McKinney

who was a pioneer and land surveyor who helped draft and signed the Texas Declaration of Independence from

Mexico in 1836.

The original county seat of Collin County was a town called Buckner, but the legislature’s decision that the

county seat needed to be within three miles of the geographic center of the county meant it had to be in a

different location. Two locations were put to a vote: what is now McKinney and a location near Sloan’s Grove

which is in Fairview today. Heavy rains and swollen creeks prevented Sloan’s Grove voters from reaching the

polls on voting day, and McKinney was voted to become the county seat. Although residents believed the new

county seat would be named Buckner, the Texas Legislature named the town McKinney for Collin McKinney. The

State Legislature passed an act establishing McKinney as the county seat for Collin County on March 16, 1848.

The first thing other than a home established in McKinney was a church in the Wilmeth home in April, 1848, and

the first non-residential building was the Lovejoy Store that was moved from Buckner to the new town on May

3, 1848 and placed on what would eventually be the northwest corner of the square. On March 24, 1849, 120

acres from the William and Margaret Davis holdings were conveyed for the new town. The town was

incorporated in 1849 and re-incorporated in 1859.

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PROSPERITY ON WHEELS

The area’s population grew slowly at first. Settlers found that the

native grasses would only feed grazing animals well when it was green,

and the soil, though fertile, was a quagmire when it rained, so

transportation of agricultural goods was nearly impossible. Enter the

Houston & Texas Central Railroad in 1872. With reliable transportation,

people and goods could move in and out of McKinney, and this

development stimulated a time of unprecedented growth in the town.

Photo: Wagons carrying cotton on Virginia Street

Over the next 50 years, cotton became a major source of revenue in

Collin County. In 1860, the yield was 16 bales, and in 1870 it was 4,371

bales. In 1870, there was one cotton gin in McKinney, but by 1876,

there were four. A cotton compress began operation in 1892, and was

still in operation until the mid-1980s. The first textile mill – The Texas

Cotton Mill Company – was opened in McKinney in 1910. It was one of

only two mills west of the Mississippi that manufactured color-print

cloth. It later became a major manufacturer of denim.

Photo: Cotton Mill in McKinney

The region also produced large amounts of corn, wheat and oats. The high yields placed Collin County among

the top producers in the state. This stimulated the growth of the grain processing industry here. One of the

earliest mills was established in 1892 and operated until the 1970s. Another was established in 1894, and in

1906 built new facilities that are still in use today.

BUILDING A CITY

The growing prosperity meant that bigger and better facilities were

needed for the county seat. In 1866, the Commissioner’s Court

imposed a special courthouse and jail tax, and in 1874 building on

the new courthouse began. When it was completed in 1875, it was

the tallest building in Texas north of San Antonio.

Photo: Collin County Courthouse, built 1874

The booming economy meant better infrastructure and larger homes for many of the leading citizens. Many of

McKinney’s most impressive historic homes were built in the 1890s. By 1885, the city had newspapers, banks,

flour mills, an opera house, churches and two thousand residents. The first telephone exchange arrived in 1883,

a volunteer fire department organized in 1887 and electric lights first lit up the town in 1889.

MCKINNEY NOW: CREATING OUR FUTURE

From these seeds grew the McKinney we know today: a town that is growing quickly and was chosen by Money

Magazine in 2014 as the #1 Best Place to Live in the country. A diverse and thriving economy, a quality way of

life and leadership and citizens dedicated to celebrating our roots serve us today and are paving the way for

continued growth into the future.

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APPENDIX D – LONG-TERM FINANCIAL PLANS

GENERAL FUND LONG-TERM FINANCIAL PLAN

The General Fund Long-term Financial Plan accounts for the future operating needs of the General Fund. It is a

planning document that serves as a guideline for budgeting and for managing the resources of the City. City staff

prepares and updates this ten-year financial plan annually in preparation for developing suggested budget

policies for City Council consideration and to ensure alignment with City Council Goals and Strategies. It is

intended to provide a frame of reference to help evaluate the City’s financial condition and help assess financial

implications of current and proposed budgets, programs and assumptions.

The General Fund Long-term Financial Plan takes into consideration increased operational demands as a result

of McKinney’s anticipated population growth, as well as the operational impact of capital projects. Projections of

future revenues and expenditures are estimated based on the City’s current sources of revenue and level of

service at the time the plan is developed. Projections may not occur or may occur differently from the amounts

planned as a result of changes to the many assumptions. Projections include five years of operational costs

related to the Capital Improvement Program (CIP), which are listed in the Capital Projects section under Impact

of Capital Projects on Operating Budget. Adjustments and other operating expenditures are also included, but

endorsement of the plan for general management and financial purposes requires authorization by proper

actions of the City Council.

Revenues for the plan are projected at conservative levels and are compared to expenditure increase estimates.

The primary variables are the rate of increase in revenues, and new projects or programs planned during the

projection period. The City’s General Fund revenue primarily comes from property taxes, sales tax and franchise

fees. The remainder comes from licenses/permits, charges for service, fines and interest income.

It is essential to keep focus on the long-term financial plan to monitor and adjust fiscal policies as needed and

plan for needed capital and service demands. The General Fund Long-term Financial Plan with projection

assumptions is presented on the following pages.

CIP FIVE-YEAR FINANCIAL PLAN

McKinney continues to be one of the nation’s fastest-growing cities. Such growth brings both benefits and

challenges to the City. A critical component of growth management is providing adequate infrastructure and

facilities for new citizens and new business development. The Capital Improvements Program (CIP), a five-year

plan for funding of major capital improvements, is structured to meet those needs while maintaining a strong

fiscal policy. The CIP Five-year Financial Plan for capital projects is included in the Capital Projects section. It

provides detailed information pertaining to each project planned in the five-year capital improvement program.

Each planned project within the next five years is listed by project type and includes the required funding by

fiscal year and the funding sources.

In addition to these long-range plans, the City forecasts debt capacity over a ten-year period; and, the City’s

water/wastewater rate consultants provide us with a long-term financial plan annually for the Water &

Wastewater Fund.

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GENERAL FUND LONG-TERM FINANCIAL PLAN

Budget Projected Projected Projected ProjectedFY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25

Beginning Fund Balance 60,710,858$ 60,710,858$ 60,263,273$ 61,339,200$ 60,647,291$

REVENUES

Property Taxes 88,026,487$ 92,372,761$ 97,849,067$ 104,137,691$ 110,319,893$ Sales & Use Taxes 27,550,000 29,478,500 31,099,818 32,810,307 34,614,874 Franchise Fees 16,367,013 16,939,858 17,617,453 18,322,151 19,055,037 Licenses & Permits 11,026,845 11,467,919 11,926,636 12,403,701 12,899,849

Charges & Fines 8,599,393 8,857,375 9,123,096 9,396,789 9,678,693Other 3,656,476 3,766,170 3,879,155 3,995,530 4,115,396Transfer 4,133,610 4,257,618 4,385,347 4,516,907 4,652,414

Total Revenues 159,359,824$ 167,140,202$ 175,880,571$ 185,583,077$ 195,336,156$

EXPENDITURES Personnel 111,304,654$ 118,481,594$ 123,405,577$ 133,830,438$ 139,214,707$ Supplies 4,667,002 4,760,342 4,855,549 4,952,660 5,051,713 Maintenance 7,539,213 7,769,917 9,151,566 9,352,097 9,663,639 Service/Sundry 25,266,190 25,771,514 26,286,944 26,812,683 27,348,937 Capital Outlay 567,682 589,036 685,316 699,023 758,003 Transfers 10,015,083 10,215,385 10,419,692 10,628,086 10,840,648

Total Expenditures 159,359,824$ 167,587,788$ 174,804,644$ 186,274,986$ 192,877,647$ Net Increase / Decrease 0 (447,586) 1,075,927 (691,909) 2,458,509

Ending Fund Balance 60,710,858$ 60,263,273$ 61,339,200$ 60,647,291$ 63,105,800$

Fund Balance Increase / Decrease - (447,586) 1,075,927 (691,909) 2,458,509 Fund Balance % of Change 0% -1% 2% -1% 4%Fund Balance % of Expenditures 38% 36% 35% 33% 33%

Minimum Fund Requirement (25% Exp) 39,698,036 41,749,688 43,529,832 46,393,991 48,029,911Available Ending Fund Balance 21,012,823$ 18,513,585$ 17,809,368$ 14,253,300$ 15,075,889$

TAX RATE VARIABLEGeneral fund 0.354711$ 0.354711$ 0.354711$ 0.354711$ 0.354711$ Debt service fund 0.153934$ 0.153934$ 0.153934$ 0.153934$ 0.153934$

Total Tax Rate 0.508645$ 0.508645$ 0.508645$ 0.508645$ 0.508645$

STAFFING VARIABLEFull time equivalent positions 1,031.45 1,041.45 1,051.45 1,061.45 1,071.45 Average salary per FTE 77,079$ 81,261$ 83,834$ 90,059$ 92,808$ Average cost per FTE 107,911$ 113,766$ 117,367$ 126,083$ 129,931$

0%-1%

2%

-1%

4%5%

7%

9%10%

11%

-2%

0%

2%

4%

6%

8%

10%

12%

FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30

% of Change in Fund Balance

38% 36% 35% 33% 33% 33% 34% 36% 38% 41%

0%

10%

20%

30%

40%

50%

60%

FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30

Fund Balance

FB as % of Expenditures % FB Required *

* Minimum fund balance requirement is three months of expenditures (25%)

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PROJECTION SUMMARY Projection assumptions are based on the current adopted budget. Revenues - Over the next ten years, revenues are projected to increase overall by 2-6% per year as the City continues to grow, and projects are completed in our Capital Improvements Program. The projected revenue increases include:

• Assessed property valuations are projected to increase by 4-7% each year as the city continues to grow, with the property tax rate remaining at $0.508645 through FY2030.

• Sales tax is projected to increase 4-7% each year.

• Franchise fee revenues are projected to increase 3-4% each year.

• Licenses/Permits are projected to increase 2-4% each year.

• All other revenues are projected to increase by 2%-3% each year. Expenditures - Expenditures overall are estimated at a slightly lower rate of increase as compared to revenues. Staff additions are projected all years, with more being added in years following the completion of capital projects that require staffing. Pay increases of 3% have also been added to each year. Fund Balance Requirements - A minimum fund balance reserve has been established at 25% of total operating expenditures. Projected fund balances for the coming years remain above the reserve requirements of our financial policy.

Projected Projected Projected Projected ProjectedFY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30

Beginning Fund Balance 63,105,800$ 66,415,425$ 71,304,882$ 77,913,970$ 85,759,713$

REVENUES Property Taxes 116,873,027$ 122,082,768$ 127,526,947$ 132,583,985$ 137,843,305$ Sales & Use Taxes 36,518,692 38,527,221 40,646,218 42,881,760 45,240,256 Franchise Fees 19,626,688 20,215,489 20,821,953 21,446,612 22,090,010 Licenses & Permits 13,415,843 13,684,160 13,957,843 14,237,000 14,521,740

Charges & Fines 9,872,266 10,069,712 10,271,106 10,476,528 10,686,059Other 4,197,704 4,281,658 4,367,291 4,454,637 4,543,730Transfer 4,745,463 4,840,372 4,937,179 5,035,923 5,136,642

Total Revenues 205,249,683$ 213,701,379$ 222,528,538$ 231,116,445$ 240,061,741$

EXPENDITURES Personnel 147,196,160$ 152,973,145$ 158,963,898$ 165,176,039$ 171,617,451$ Supplies 5,152,747 5,255,802 5,360,918 5,468,137 5,577,499 Maintenance 9,864,612 10,061,904 10,263,142 10,468,405 10,677,773 Service/Sundry 27,895,915 28,453,834 29,022,910 29,603,369 30,195,436 Capital Outlay 773,163 788,626 804,399 820,487 836,897 Transfers 11,057,461 11,278,610 11,504,182 11,734,266 11,968,951

Total Expenditures 201,940,058$ 208,811,921$ 215,919,450$ 223,270,702$ 230,874,007$ Net Increase / Decrease 3,309,625 4,889,457 6,609,088 7,845,743 9,187,734

Ending Fund Balance 66,415,425$ 71,304,882$ 77,913,970$ 85,759,713$ 94,947,447$

Fund Balance Increase / Decrease 3,309,625 4,889,457 6,609,088 7,845,743 9,187,734 Fund Balance % of Change 5% 7% 9% 10% 11%Fund Balance % of Expenditures 33% 34% 36% 38% 41%

Minimum Fund Requirement (25% Exp) 50,291,724 52,005,824 53,778,763 55,612,554 57,509,278Available Ending Fund Balance 16,123,701$ 19,299,059$ 24,135,208$ 30,147,160$ 37,438,170$

TAX RATE VARIABLEGeneral fund 0.354711$ 0.354711$ 0.354711$ 0.354711$ 0.354711$ Debt service fund 0.153934$ 0.153934$ 0.153934$ 0.153934$ 0.153934$

Total Tax Rate 0.508645$ 0.508645$ 0.508645$ 0.508645$ 0.508645$

STAFFING VARIABLEFull time equivalent positions 1,081.45 1,091.45 1,101.45 1,111.45 1,121.45 Average salary per FTE 97,221$ 100,111$ 103,087$ 106,152$ 109,308$ Average cost per FTE 136,110$ 140,156$ 144,322$ 148,613$ 153,032$

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APPENDIX E – TOTAL AUTHORIZED POSITIONS

Full-time equivalent (FTE) position counts by fund/department are shown below, with count changes shown on

the next page. Detailed personnel counts (by position title) are shown on individual fund/department pages.

Difference

General Fund 2016 2017 2018 2019

2020

Revised

2021

Proposed

2020 to

2021

City Manager 9.50 8.00 9.50 9.50 9.50 9.50 0.00

Organizational Development & Perf Mgmt 0.00 3.00 3.00 3.00 3.00 3.00 0.00

Budget 0.00 3.00 3.00 3.00 3.00 3.00 0.00

Human Resources 11.30 10.50 14.50 14.50 15.50 16.50 1.00

Legal 1.00 1.00 1.00 1.00 2.00 2.00 0.00

City Secretary 4.00 4.00 4.00 4.00 4.00 4.00 0.00

Municipal Court 18.50 18.50 18.50 19.50 21.00 21.00 0.00

Development Services 6.00 6.00 7.00 8.00 7.00 7.00 0.00

Planning 15.00 15.00 17.00 17.00 17.00 17.00 0.00

Communications and Marketing 8.00 8.00 8.50 8.50 8.50 8.50 0.00

Housing & Community Development 3.00 3.40 3.60 5.00 5.00 5.00 0.00

Community Events 1.00 1.00 3.15 3.65 3.65 3.65 0.00

Financial Services 20.00 18.00 19.00 19.00 20.00 21.00 1.00

Purchasing 8.00 9.00 9.00 9.00 11.00 11.00 0.00

Information Technology 39.00 39.00 41.00 43.00 46.00 46.00 0.00

Police 244.00 261.00 275.00 289.00 298.00 304.00 6.00

Fire 188.00 191.00 195.00 221.00 227.00 230.00 3.00

Engineering 24.50 26.00 27.00 28.00 30.00 30.00 0.00

Public Works Administration 5.25 3.50 4.50 4.50 4.50 4.50 0.00

Facility Maintenance 13.00 13.00 15.00 18.00 19.00 19.00 0.00

Parks & Recreation 137.90 96.50 106.50 116.00 120.50 122.00 1.50

Street & Traffic Control 40.50 40.00 40.00 40.00 43.50 44.50 1.00

Building Inspections 27.00 28.00 31.00 32.00 33.00 33.00 0.00

Code Compliance 16.50 18.50 19.50 19.50 20.50 20.50 0.00

Library 41.00 41.00 41.00 42.90 44.80 45.80 1.00

TOTAL GENERAL FUND 881.95 865.90 916.25 978.55 1016.95 1031.45 14.50

OTHER FUNDSFleet Maintenance Fund 10.00 11.00 12.00 12.00 12.00 12.00 0.00

Water & Wastewater Fund 94.60 103.10 109.50 117.00 127.50 136.50 10.00

Airport Fund 23.00 24.00 24.00 25.00 29.00 29.00 0.00

Surface Water Drainage Utility Fund 15.25 16.50 16.50 18.50 22.00 23.00 1.00

Solid Waste Fund 13.00 14.50 16.00 16.50 20.50 20.50 0.00

Community Housing Fund 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Risk/Insurance Fund 2.00 2.00 0.00 0.00 0.00 0.00 0.00

Main Street Fund 0.00 2.15 0.00 0.00 0.00 0.00 0.00

Community Development Block Grant Fund 4.00 3.60 3.40 3.00 3.00 3.00 0.00

Aquatic & Fitness Center Fund 0.00 49.90 76.30 76.92 76.92 76.92 0.00

MPAC Fund 8.50 6.35 6.35 6.35 6.35 6.35 0.00

Urban Transit District Fund 0.00 1.00 1.00 1.00 1.00 1.00 0.00

Utility Construction Fund 1.65 1.65 1.65 2.31 2.31 2.64 0.33

Street Construction Fund 4.35 4.35 4.35 5.69 5.69 6.36 0.67

Facilities Improvement Fund 1.00 1.00 1.00 1.00 1.00 1.00 0.00

TOTAL OTHER FUNDS 177.35 241.10 272.05 285.27 307.27 318.27 12.00

TOTAL PRIMARY GOVERNMENT 1059.30 1107.00 1188.30 1263.82 1324.22 1349.72 26.50

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AUTHORIZED POSITION CHANGES

HUMAN RESOURCES

• Add one Human Resource Analyst

FINANCIAL SERVICES

• Add one Payroll Analyst

POLICE

• Add four Patrol Officers, one SRO Sergeant, &

one Mental Health Coordinator

FIRE

• Add two Firefighters/Paramedics & one Nurse

Practitioner

PARKS & RECREATION

• Add three part-time Customer Service

Representative

STREET & TRAFFIC CONTROL

• Add one Traffic Signal Technician

LIBRARY

• Add one Building Attendant

WATER / WASTEWATER FUND

• Add one Pump Operator, one Regulatory

Compliance Inspector, one Electrician, one

Billing Analyst, one Maintenance Crew

Leader, one Meter Maintenance Crew Leader,

one Maintenance Specialist, one Meter

Maintenance Specialist, one Customer Service

Representative, & one Maintenance

Technician

SURFACE WATER DRAINAGE FUND

• Add one Maintenance Crew Leader


• Add one CIP Construction Inspector-33%

(split-funded with Street Construction Fund)


• Add one CIP Construction Inspector-67%

(split-funded with Utility Construction Fund)

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Director

Performance Manager

Training Administrator

ORGANIZATIONAL CHARTS Funded in General Fund, unless noted Funded in other funds Reporting departments

CITY MANAGER’S OFFICE



Mayor

City Council

City Manager

Assistant City Manager (3)

Strategic Services Manager

Executive Office Supervisor

Executive Assistant to City

ManagerStaff Assistant

Staff Assistant PT (0.5)

Intern Program

Organizational Development &

Performance Mgmt

Communications & Marketing

Municipal Judge City Attorney

Municipal Court Prosecutor (2)

Director

Communications & Media Manager

Video Producer (2)

Communications & Media

Specialist, Senior

Creative Services Manager

Website Specialist Graphic Designer

Communications & Media

Specialist, PT (0.5)

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Director

Community Events

Special Events Coordinator

Event Specialist PT (0.5)

Main Street Program

Coordinator

MPAC Events & Ticket Manager

MPAC Events Coordinator

Executive Assistant

MPAC Marketing & Development

Specialist

MPAC Facility & Ops Supervisor

Custodian PT (1.5)

CITY SECRETARY

HUMAN RESOURCES & RISK MANAGEMENT

COMMUNITY EVENTS AND MAIN STREET / MCKINNEY PERFORMING ARTS CENTER (MPAC)

Note: Gray shaded positions split funded between MPAC Fund & General Fund. Community Events staff are funded from the General Fund

(Community Events). All other positions are funded from the MPAC Fund.

City Secretary

Deputy City Secretary

Record Specialist

Administative Assistant

Director

Employment & RiskHuman Resources

Manager

Risk Management

Analyst

Human Resources Analyst (3)

Safety Coordinator

Human Resources Specialist

BenefitsHuman Resources

Manager

Human Resources Analyst (2)

Human Resources Specialist

Employee Relations Administrator

Human Resources

Analyst

Compensation Administrator

Executive Assistant Intern (0.5)

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MUNICIPAL COURT & LEGAL


Note: Gray shaded positions are funded from Community Development Block Grant Fund (CDBG) and Urban Transit District Fund.

Municipal Judge

Associate Judge

Municipal Court Administrator

Municipal Court Supervisor

Deputy Municipal Court

Clerk (6)

Juvenile Case Manager (1.5) Judicial Clerk City Marshal

Deputy City Marshal (3)

Deputy Court Clerk (2)

Parking Enforcement

Officer

Staff SpecialistExecutive

Assistant, PT (0.5)

Housing & Community Development Manager

Affordable Housing

Administrator

Neighborhood Service

Coordinator

CDBG

Community Services Administrator

Community Services

Coordinator

Housing Inspector

Housing Services Coordinator

Urban Transit District

Administrator

Administrative Assistant

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Financial Services

Customer Operations Manager

Assistant Customer Operations Manager

Meter Services Supervisor

Meter Maintenance Specialist (2)

Meter Maintenance Technician (2)


Meter Maintenance Specialist (2)



Meter Maintenance

Specialist


Billing Analyst (2)

Assistant Customer Operations Manager

Utility Billing Supervisor (3)

Customer Service Representative,

Senior (2)

Customer Service Representative (7)

FINANCIAL SERVICES

Note: Gray shaded position is split funded between the Street Construction Fund (67%) and Utility Construction Fund (33%).

UTILITY CUSTOMER OPERATIONS

Note: Positions are funded from Water/Wastewater Fund and report to Financial Services.

Chief Financial Officer

Director of Finance

Investments & Debt

Manager

Investment & Treasury Analyst

Accounting Technician

Accounting

Manager

CIP & Fixed Assets

Senior Accountant

Accountant

Expenses / AP

Senior Accountant

Senior Accounting Technician

Accounting Technician (2)

Revenues / AR

Senior Accountant

Accountant (2)

Payroll

Analyst

Payroll Coordinator

Senior Accounting

Technician (2)

Purchasing Compliance & Reporting

Financial Compliance

Manager

Financial Analyst

Executive Assistant

Utility Customer

OperationsBudget

Senior Financial Analyst (2)

Financial Analyst

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Chief Information Officer

Deputy Chief Information

Officer

Application & Development

Supervisor

Application Systems Specialist

(7)

Systems Developer

Integrator (3)

Database Administrator

IT Business Analyst

GIS Supervisor

GIS Programmer

GIS Analyst (5)

GIS Technician II

Infrastructure Supervisor

Network Engineer (2)

Systems Administrator (3)

Telecom Engineer (2)

Network Analyst

IT Service Desk Supervisor

Desktop Support Technician (6)

IT Records Supervisor

Records & Information

Analyst

Network Security Engineer

Network Security Analyst

IT Project Manager

IT Project Coordinator

Executive Assistant

Financial Services

Purchasing Manager

Purchasing Supervisor

Contract Administrator

Buyer II (2)

Purchasing Supervisor

Buyer II (3)

Buyer I

Mail Courier



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POLICE

Chief of Police

OperationsAssistant Chief of

Police

Investigations

Deputy Chief

Lieutenant (2)

Sergeant (6)

Corporal (5)

Police Officer (39)

Crime Victim Advocate

Public Safety Analyst

CrimeAnalyst

Case Management Specialist (2)


Patrol

Deputy Chief (1)

Lieutenant (4)

Sergeant (14)

Corporal

Police Officer (105)

Public Service Officer (2)


Internal Affairs Sergeant

Support ServicesAssistant Chief of

Police

Professional Svcs.

Deputy Chief

Lieutenant (2)

Sergeant (5)

Corporal (2)

Police Officer (34)

Mental Health Coordinator

Accreditation & Reporting Supervisor

Accreditation & Reporting Specialist

Police Records Supervisor

Police Records Clerk (7)

Police Open Records

Specialist


Communications

Communications Manager

Radio Systems Coordinator (2)

Communication Supervisors (5)

Communication Specialist (27)


InvestigativeSupport

Manager

Forensics Supervsior

Forensic Investigator (6)

Police Public Service Officer (4)

Communications & Media Specialist

FinancialAnalyst

ExecutiveAssistant

Note: Gray shaded position is funded from the VOCA grant in the Grant Fund.

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FIRE

Fire Chief

Administration

Assistant Chief

Logistics

Captain

Firefighter/Paramedic

Nurse Practitioner

Financial Analyst


Fire Marshal

Assistant Chief

Fire Captain

Inspection/ Investigation

Fire Driver/Operator

Firefighter/Paramedic (4)

Fire Inspector (5)

Fire Protection

Graduate Fire Systems Engineer (3)

Fire Systems Review Specialist

Permit Technician


Public Information & Education Coordinator

Operations

Assistant Chief

Fire Operations Battalion Chief (6)

Fire Captain (33)

Fire Driver/Operator (39)

Firefighter/Paramedic (118)

EMS Chief

EMS Captain

Fire Training Chief

Training Captain

Emergency Management

EM Coordinator

Assistant EM Coordinator

Emergency Management Planner

Executive Assistant

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Development Services

Planning Director

Planning Manager

Planner II (2) Planner I (2)

ArboristSenior Planning

Technician

Planning Technician

Planning Manager

Planner II Planner I

GIS PlannerSenior Planning

Technician

Assistant Director

Historic Preservation

Officer

Administative Assistant


PLANNING

Executive Director of Development Services

Development Services Manager

Business Systems

Specialist

Process Improvement

Specialist

Business Intelligence

AnalystGIS Specialist

Project Expeditor

Planning Engineering Building Inspections Code Services

Executive Assistant

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ENGINEERING

Note: Gray shaded positions are funded from various funds: 3-Water Fund, 6-Surface Water Drainage Fund, 20-Utility Construction Fund,

and 21-Street Construction Fund.


Director of Engineering

Construction Superintendent

Chief Construction Inspector

Construction Inspector (3)

Construction Inspector (2)(Fund 20/21)

Construction Technician

Chief Construction Inspector(Fund 3)

Construction Inspector(Fund 3)

Construction Inspector (3)

Construction Inspector

(Fund 20/21)

Assistant City Engineer

Environmental Manager(Fund 6)

Civil Engineer II(Fund 6)

Stormwater Administrator

(Fund 6)

Stormwater Compliance

Inspector (Fund 6)

Stormwater Compliance

Inspector (Fund 6)

Senior Erosion Control Inspector

Erosion Control Inspector (4)

Engineering Services Analyst

(Fund 20/21)


Staff Specialist

Real Estate Acquisition Admin

(Fund 20/21)

CIP Facilitator

Engineering Development

Manager

Senior Engineer I

Civil Engineer II (2)

Graduate Engineer I

CIP Manager

Senior Engineer II(Fund 3)

Senior Engineer I (Fund 20/21)

Civil Engineer II (Fund 20/21)

Civil Engineer II

Civil Engineer I (Fund 21)

Civil Engineer I (Fund 3)

CIP Contract Specialist(Fund 3)

Transportation Engineering

Manager

Civil Engineer II

Traffic Engineer (2)

Traffic Signal Supervisor

Senior Traffic Signal Technician

(3)

Traffic Signal Technician (2)

Traffic Signs & Markings

Supervisor

Maintenance Crew Leader

Maintenance Technician (4)

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BUILDING INSPECTIONS

CODE SERVICES


Chief Building Official

Assistant Building Official

Chief Building Inspector

Senior Combination

Building Inspector

Combination Building Inspector

(7)

Chief Building Inspector

Senior Combination

Building Inspector

Combination Building Inspector

(7)

Chief Plans Examiner

Senior Plans Examiner

Plans Examiner (5)

Permit Technician Supervisor

Permit Technician (3)

Administrative Assistant (2)


Director of Code Services

Code Enforcement Manager

Code Enforcement Officer (6)

Code Enforcement Tech PT (0.5)

Health Compliance

Manager

Environmental Health Specialist

(3)


Animal Control Manager

Animal Control Officer (5)


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PUBLIC WORKS

Note: Gray shaded positions are funded in various funds. Public Works Director and Assistant Director are split funded between General

Fund (25%), Water/Wastewater Fund (25%), Surface Water Drainage Fund (25%), and Solid Waste Fund (25%). The Facilities Construction

Manager is funded in the Facilities Construction Fund.


STREET MAINTENANCE

Note: Gray shaded positions are split funded between General Fund (50%) & Surface Water Drainage Fund (50%).

Director of Public Works

Assistant Director of

Public Works

Executive Assistant

Facilities Construction

Manager (Fund 21)

ADA & Franchise Utility

Coordinator

Facility Maintenance

Street Maintenance Fleet Services Water &

WastewaterSurface Water

Drainage Solid Waste

Executive Assistant

Public Works Analyst

Public Works

Building & Equipment Services

Manager

Facility Operations Supervisor (2)

Maintenance Specialist (11)

Maintenance Worker (2) Custodian

Facilities Construction Coordinator Fleet Services


Public Works

Street/Drainage Superintendent

GIS TechnicianStreet

Supervisor (2)

Street Inspector (4)

Maintenance Crew Leader (4)


Inventory Specialist

Administrative Assistant (2)

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Parks & Recreation Director

Parks Planning & Development

Manager

Parks Superintendent

Parks Maintenance Supervisor (4)




Maintenance Workers (14)

Planning Manager

Parks Planner II

Parks Planner I

Assistant

Director

Recreation & Events Supervisor

Recreation Center Supervisor (2)

Assistant Recreation Center Supervisor

Recreation Coordinator (6)

Customer Service Coordinator

Customer Service Representative (2)

Staff Assistant (2)

Building Attendant

Custodian (3)

Athletics Supervisor

Athletics Specialist

Aquatics Supervisor

Assistant Aquatics Supervisor

Aquatics Coordinator

Pool Manager

Apex Centre

Administrative Assistant Executive Assistant

Part-time and Seasonal Staff (34)

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Director of Libraries

JJGL LibraryManager

Librarian II

Library Technician (3)

Librarian Supervisor

Librarian I


Librarian I PT (.50)

Library Technician PT

(1.5)

Library Technician,

Senior

Library Assistant PT (3.20)

Library Shelver PT (1.60)

Hall SvcsManager

Librarian II

Library Technician

Librarian Supervisor

Librarian I (2)Library

Technician, Senior

Library Technician


(.50)

Library Technician

Library Technician,

Senior

Library Assistant (3)

Library Assistant PT (2.0)

Library Technician,

Senior

Library Courier PT (1.20)

Library Shelver PT (.80)

Youth SvcsManager

Librarian I

(3)



(.50)


Building Attendant

LIBRARY

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WATER / WASTEWATER

Note: Positions are funded from Water/Wastewater Fund. Gray shaded positions are split funded between General Fund (25%),

Water/Wastewater Fund (25%), Surface Water Drainage Fund (25%), and Solid Waste Fund (25%).


Assistant Director of

Public Works

Water Utilities Superintendent

Valve & HydrantWater Utility

Supervisor

Water Utility Inspector II

Water Utility Inspector I (3)




MaintenanceWater Utility

Supervisor




Svc Line RplcmtWater Utility

Supervisor




IrrigationWater Utility

Supervisor

Water Utility Inspector II (2)

Inventory Specialist

Irrigation Technician

Pumping & QualityWater Utility

Supervisor

Utility Plant Industrial Electrician

Pump Operator (4)

Water Utility Inspector I (3)

Maintenance Specialist

Administrative Assistant (2) GIS Technician

Regulatory Compliance Coordinator

Wastewater Utilities

Superintendent

Water Utility Analyst

Pre-Treatment Coordinator

MaintenanceWater Utilities

Supervisor




OperationsWater Utilities

Supervisor

Wastewater Inspector II (2)

Water Utilities Inspector II (2)

Water Utilities Inspector I (3)

Wastewater Inspector I (3)


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FLEET SERVICES

Note: Positions are funded from Fleet Maintenance Fund.

SURFACE WATER DRAINAGE

Note: Positions are funded from Surface Water Drainage Fund; one group reports to Public Works and one group to Engineering. Gray

shaded positions are funded from various funds; the Street/Drainage Superintendent and Street Supervisor are funded from General Fund

(50%) and Surface Water Drainage Fund (50%). The Public Works Director and Assistant Director are split funded from General Fund

(25%), Water/Wastewater Fund (25%), Surface Water Drainage Fund (25%), and Solid Waste Fund (25%).

Engineering

Environmental Manager

Civil Engineer II

Stormwater Administrator

Stormwater Compliance Inspector (2)


Assistant Director of Public Works

Street/Drainage Superintendent

Drainage Supervisor

Surface Water Drainage Inspector



Public Works

Fleet Operations Supervisor

Lead Fleet Technician (2)

Fleet Technician (4)

Fleet Inventory Specialist

Lead Emergency Vehicle

Technician

Emergency Vehicle

Technician (2)

Fleet Operations Analyst

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ENVIRONMENTAL SERVICES

Note: Positions are funded from Solid Waste Fund; one group reports to Public Works and one group to Parks & Recreation. Gray shaded

positions are split funded between General Fund (25%), Water/Wastewater Fund (25%), Surface Water Drainage Fund (25%), and Solid

Waste Fund (25%).


Environmental Services Manager

Solid Waste Operations Supervisor



Solid Waste Compliance Inspector (2)

Education & Outreach

Coordinator

Administrative Assistant Staff Assistant

Parks & Recreation

Maintenance Worker (2)

Page 226

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Airport Director

Airport Operations Manager



Custodian

FBO General Manager

Flight Line Services

Supervisor

Flight Line Service Crew

Leader (3)

Shift A Flight Line Specialist

(5)

Shift B Flight Line Specialist

(5)

Customer Service

Supervisor

Shift A Customer Svc Rep (3)

Shift B Customer Svc Rep (2)

Airport Operations

Analyst

Parks & Recreation

APEX

Manager

Aquatics Supervisor

Assistant Supervisor

Aquatics PT (26.04)

Sales & Marketing Supervisor

Marketing Coordinator

Fitness Supervisor

Fitness - PT (8.3)

Recreation Supervisor

Recreation PT (7.2)

Building Maintenance

Supervisor

Maintenance Specialist

Customer Service

Supervisor

Assistant Supervisor

Customer Service PT

(20.38)

Assistant Manager

APEX Financial Services

Coordinator

Financial Services

Supervisor


AIRPORT

Note: Positions are funded from Airport Fund.

APEX CENTRE

Note: Positions funded from Aquatics & Fitness Center Fund.

DEPARTMENT REQUESTSDpt

Rank Division Request Name Total Dept

Request One Time

Cost Recurring

Cost Total

Funded FTE(#)

Fleet (#)

001-GENERAL FUNDGeneral Government

1 Human Resources Employee Service Awards 19,493 19,493 19,493 2 Human Resources HR Analyst -HRIS 84,014 4,076 79,938 84,014 1.00 3 Human Resources Compliance & Departmental Training 27,000 27,000 27,000 4 Human Resources HR Analyst -Trainer 84,014 - 1 Comms & Marketing PT Comm. & Media Specialist to FT 29,693 - 2 Comms & Marketing Citizen Survey 25,000 25,000 25,000 1 Financial Services Payroll Analyst 76,859 3,976 34,453 38,429 1.00

Information Technology - - 1 IT Splunk Upgrade 18,805 18,805 18,805 2 IT ArcGIS Online additional licenses 5,250 5,250 5,250 3 IT IT_INF_Control Up 7,995 7,995 7,995 4 IT O365 Licenses - Seasonal 8,960 8,960 8,960 5 IT IT Business Analyst 92,010 - 6 IT IT Infrastructure Analyst 99,472 - 7 IT Rimage DVD Burner (This is a PD request) 14,130 -

Development Services - - 1 Planning Historic Resources Survey 100,000 - 2 Planning Cultural District Placemaking Strategic Plan 180,000 - 3 Engineering - Traffic ControlTraffic Signal Maintenance Budget Increase 40,000 40,000 40,000 4 Dev Svcs Project Expediter 67,943 - 5 Engineering - Traffic ControlTraffic Signal Technician 220,915 154,715 66,200 220,915 1.00 1 6 Code Services Environmental Health Specialist 70,466 - 7 Engineering Civil Engineer II (CIP) 120,311 5,156 4,635 9,791

Police - - 1 Patrol Supervision Upgrade (4 Sgts & 1 DC) 297,222 73,112 224,110 297,222 1 2 Patrol Primary First Responders (4) 641,170 228,365 412,806 641,170 4.00 2 3 Professional Standards SRO Sergeant 175,235 32,970 142,265 175,235 1.00 5 Investigative Support Drug Testing Contract 75,000 25,000 25,000 6 Professional Standards Police Mental Health Coordinator 104,581 32,398 72,183 104,581 1.00 1

Fire - - 1 Operations EMS 2 Captains 639,870 - 2 Operations Nurse Practitioner 133,667 12,910 120,757 133,667 1.00 3 Operations 9 Additional Firefighters 1,211,932 46,840 222,478 269,318 2.00 4 Operations Spec Ops Heavy Rescue 1,343,320 - 5 Prevention FMO Vehicle 68,968 - 6 Operations EMS Chief Vehicle 68,968 - 7 Prevention Graduate Fire System Engineer 116,368 - 8 Operations Civilian Logistics Staff 119,552 - 9 Operations Training and EMS Admin. 59,978 -

10 OEM EM Specialist 98,068 - 11 Operations 3 FIT Drivers 490,915 - 12 Operations Health and Safety BC 218,966 -

Public Works - - 1 Streets Maintenance Pavement Condition Assessment and Study 288,000 288,000 288,000 3 Facilities Maintenance One (1) Electrician 111,248 - 4 Facilities Maintenance Two (2) Ford F150 Trucks 55,336 - 5 Facilities Maintenance One (1) Toughbook/Rugged PC 4,505 4,050 455 4,505 6 PW Admin Facility Construction Engineer 116,231 -

Parks - - 1 Sr. Rec Center Customer Service Reps (P/T) (x 3) 36,600 36,600 36,600 1.50 2 Parks Maint. F150's Supercab 4x2 (x 8) 253,044 117,522 9,000 126,522 4 3 OSRC Assistant Center Supervisor 66,384 - 4 Comm. Center Ford Explorer 31,382 - 5 Comm. Center Special Events Coordinator 83,608 - 6 Parks Maint. Flashing Arrow Warning Signs 19,063 19,063 19,063 7 Parks Maint. ABI Force Athletic Field Machine 25,847 25,847 25,847 1 8 Parks Maint. Parks Maint. iPads (x 8) 7,640 4,000 3,640 7,640

FUNDED FY 2020-21 Supplemental Requests

Funded supplementals are highlighted yellow. Page 227



Request One Time

Cost Recurring

Cost Total

Funded FTE(#)

Fleet (#)


9 Parks Maint. Athletic Field Riding Painter 15,000 15,000 15,000 1 10 Sr. Rec Center Fitness Coordinator 58,363 - 11 Parks Dev. Arborist/Trails Planner 75,560 - 12 Parks Maint. Parks Maintenance Tech.'s (2) 88,822 -

Library - - 1 Library Building Attendant 38,715 38,715 38,715 1.00

001-GENERAL FUND TOTAL 8,631,459$ 1,120,488$ 1,593,250$ 2,713,737$ 14.50 11

003-WATER / WASTEWATER FUND1 Utility Customer Ops Billing Analyst 68,869 4,816 64,053 68,869 1.00 2 Utility Customer Ops Customer Service Rep 46,377 1,966 44,411 46,377 1.00 1 Meter Services Maintenance Specialist 78,881 25,575 53,306 78,881 1.00 1 2 Meter Services Meter Maintenance Crew Leader 63,810 1,981 61,829 63,810 1.00 1 Wastewater Sewer Lines 1,550,000 - 2 Water Distribution Regulatory Compliance 126,196 39,902 86,294 126,196 1.00 1 3 Wastewater Sewer Maintenance Repair Crew (B) 481,586 306,495 175,091 481,586 3.00 5 4 Water Distribution Pump Operator 105,028 4,966 62,941 67,907 1.00 5 Wastewater Sewer Maintenance Repair Crew (C) 481,586 - 6 Wastewater CMOM - Manhole 500,000 200,000 200,000 7 Wastewater CMOM Root Removal Chemical Treatment 25,000 - 8 Wastewater Pump Maintenance Program 60,000 30,000 30,000 9 Wastewater CMOM Acoustic Inspections 150,000 150,000 150,000

10 Water Distribution Pump Stations Maintenance Crew 284,945 74,331 107,491 181,822 1.00 1 11 Water Distribution Water Easement Maintenance 49,176 - 12 Wastewater Sewer Service Laterals 30,000 - 13 Wastewater Manhole Inspections 127,168 - 14 Wastewater Superintendent Reassignment Vehicle 31,413 - 15 Wastewater Sewer Cleaner/Hydro Excavator 462,250 - 16 Water Distribution Water Cuts 240,354 -

Scheduled Vehicle / Equipment Replacements: - - 1 Meter Services 1328 Replacement F-150 25,075 25,075 25,075 1 2 Meter Services 1643 Replacement F-150 25,075 25,075 25,075 1 3 Meter Services Mudslinger MS800 Diesel Vacuum Trailer 140,896 140,896 140,896 1 1 Water Distribution Unit 893 Target Concrete Saw - Street Saw Replacement 47,348 47,348 47,348 1 2 Water Distribution Unit 1333 F450 Crew Cab Truck Replacement 70,433 70,433 70,433 1 3 Water Distribution Unit 1469 F450 Crew Cab Truck Replacement 70,433 70,433 70,433 1 4 Water Distribution Unit 1335 F150 Ext Cab 4x4 Truck Replacement 32,716 32,716 32,716 1 5 Water Distribution Unit 1561 F150 Ext Cab 4x4 Truck Replacement 32,716 32,716 32,716 1 6 Water Distribution Unit 2211 25 foot Trail King Trailer Replacement 21,983 21,983 21,983 1

003-WATER / WASTEWATER FUND TOTAL 5,429,314$ 926,707$ 1,035,416$ 1,962,123$ 10.00 17

005-AIRPORT FUND1 Airfield Ops Aircraft Dolly & Tommy Lift Gate 8,641 8,641 8,641 2 Airfield Ops JD Z994R Mower 15,594 15,594 15,594 1 3 FBO FBO Golf Cart 13,829 13,829 13,829 1 4 Airfield Ops Additional CCTV 15,000 - 5 Airfield Ops F250 49,326 - 6 Airfield Ops FOD Broom Attachment 9,238 - 7 Airfield Ops Airport Software 22,600 - 8 FBO FBO GPU 43,211 9 FBO Airport/FBO Marketing Program 60,000

10 FBO T-Hangar Maintenance 20,000 11 FBO Back-up Power for Fuel Farm 60,000 12 FBO Existing FBO Repaint 15,000 13 FBO Corporate #3 Rehab 100,000 -

005-AIRPORT FUND TOTAL 432,439$ 38,064$ -$ 38,064$ - 2




Request One Time

Cost Recurring

Cost Total

Funded FTE(#)

Fleet (#)


006-SURFACE WATER DRAINAGE FUND1 Drainage Crew Leader for Sweeper Crew & Sweeper Truck 366,368 284,890 73,899 358,789 1.00 1

Scheduled Vehicle / Equipment Replacements: - 1 Drainage 1338 - F-250 upgrade to F-450 56,090 56,090 56,090 1

006-SURFACE WATER DRAINAGE FUND TOTAL 422,458$ 340,980$ 73,899$ 414,879$ 1.00 2

007-SOLID WASTE FUND1 Solid Waste Consultant Services - Solid Waste Mgt Plan 130,000 150,000 150,000

007-SOLID WASTE FUND TOTAL 130,000$ 150,000$ -$ 150,000$ - -

031-INFORMATION TECHNOLOGY FUND1 I.T. Nutanix NODE Expansion 93,670 93,670 93,670 2 I.T. Nutanix Storage Cluster 252,565 252,565 252,565

031-INFORMATION TECHNOLOGY FUND TOTAL 346,235$ 346,235$ -$ 346,235$ - -

034-APEX1 APEX Fitness Replace - Step Mills, Elipticals and AMT machines 263,465 -

034-APEX TOTAL 263,465$ -$ -$ -$ - -

032-CAPITAL EQUIPMENT REPLACEMENT FUNDGeneral Government - 1100 -

1 Municipal Court Chevrolet Tahoe Unit #802 66,673 66,673 66,673 1 Development Services - 2100 -

1 Engineering - Traffic Control_Street LightingMessage Board Replacement 602 19,684 19,684 19,684 1 2 Engineering - Traffic Control_Street LightingMessage Board Replacement 603 19,684 19,684 19,684 1 3 Building Inspections Vehicle Replacement 863 with F150 Extended Cab 29,604 29,604 29,604 1 4 Engineering Vehicle Replacement 1101 33,209 33,209 33,209 1 5 Engineering - Traffic Control_Street LightingMessage Board Replacement 1426 19,684 19,684 19,684 1 6 Engineering - Traffic Control_Street LightingMessage Board Replacement 1428 19,684 19,684 19,684 1 7 Engineering - Traffic Control_Street LightingMessage Board Replacement 1429 19,684 19,684 19,684 1 8 Engineering - Traffic Control_Street LightingMessage Board Replacement 1570 19,684 19,684 19,684 1

Police - 3100 - 1 Communications Ford F150 28,763 28,763 28,763 1 2 Patrol Chevy Tahoe-PPV Black (11) 808,382 808,382 808,382 11 3 Patrol Harley FLP Road King (2) 87,882 87,882 87,882 2 4 Patrol Chevy Tahoe-PPV Black K9 (1) 75,882 75,882 75,882 1 5 PSD Chevy Tahoe PPV Unmarked -Basic Pkg 50,532 50,532 50,532 1 6 ISD Chevy Tahoe PPV Unmarked -Basic Pkg 50,532 50,532 50,532 1 7 ISD Ford Explorer - CIVILIAN 29,132 29,132 29,132 1 8 CID Ford Explorer - CID Pkg (5) 237,579 237,579 237,579 5

Fire - 3200 - 1 Operations Med 1441 Replacement 409,434 409,434 409,434 1 2 Operations Med 1345 Replacement 409,434 409,434 409,434 1 3 Operations Ladder 25724 Replacement 1,606,659 1,606,659 1,606,659 1 4 Operations Engine 25717 Replacement 969,659 969,659 969,659 1 5 Prevention Fire and Life Safety 25755 Replacement 63,513 63,513 63,513 1

Public Works - 4100 - 1 Streets Maintenance Dump Truck - 852 127,700 127,700 127,700 1 2 Streets Maintenance Trailer - 25115 21,983 21,983 21,983 1 3 Streets Maintenance Concrete Saw - 850 42,934 42,934 42,934 1

Parks - 4300 - - 1 Recreation Admin #926 Ford Expedition 39,889 39,889 39,889 1 2 Parks Maintenance #1451 F-150 29,381 29,381 29,381 1 3 Parks Maintenance #1541 Toro 4500D 72,231 72,231 72,231 1 4 Parks Maintenance #1542 Toro 4100D 72,574 72,574 72,574 1 5 Parks Maintenance #25005 20ft. Utility trailer 7,000 7,000 7,000 1

032-CAPITAL EQUIPMENT REPLACEMENT FUND TOTAL 5,488,665$ 5,488,665$ -$ 5,488,665$ - 45

TOTAL PRIMARY GOVERNMENT FUNDS 21,144,035$ 8,411,138$ 2,702,565$ 11,113,703$ 25.50 77




Request One Time

Cost Recurring

Cost Total

Funded FTE(#)

Fleet (#)


COMPONENT UNITS012-MCVB FUND

1 MCVB Website Design 21,120 12,000 9,120 21,120 2 MCVB McKinney to Munich Promo 5,000 5,000 5,000 3 MCVB ABA (American Bus Asso.Tradeshow) 2,500 2,500 2,500

012-MCVB FUND TOTAL 28,620$ 12,000$ 16,620$ 28,620$ - -

059-MEDC FUND- - - -

059-MEDC FUND TOTAL -$ -$ -$ -$ - -

060-MCDC FUND- - - -

060-MCDC FUND TOTAL -$ -$ -$ -$ - -

TOTAL ALL FUNDS (including Component Units) 21,172,655$ 8,423,138$ 2,719,185$ 11,142,323$ 25.50 77


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APPENDIX G – FEE CHANGES

Fund-Division

Code

Section Item Description Current Rate New Rate

%

Inc/Dec

GENERAL FUND

Municipal Court 66-21 Filing a petition for Expunction - 100.00

AIRPORT FUND

Airport 30-85 Fees for airport access cards, keys, and returned checks

DELETE - Replacement of lost or damaged key 25.00 - -100%

DELETE - Temporary card deposit 25.00 - -100%

Replacement of lost, damaged, stolen keys, or extra keys, per key - 10.00

Replacement or rekying of cores due to lost or stolen jeys, per core - 100.00

30-86 Miscellaneous fees

DELETE - Piston Aircraft jump start, per jump 10.00 - -100%

Potable water fees, per service - 50.00

Dish washing fee, per flight - 25.00

Dry cleaning processing fee - 25% of pre-tax total

FedEx processing fee - 25% of pre-tax total

Forklift with driver, per hour - 100.00

Sump fuel disposal fee, per gallon - 2.50

30-175 Leases

McKinney Air Center Suites, per sq. ft. per year, with utilities 22.00 22.00 - 26.00

Tie Down - Aircraft without current Air-Worthiness Certificate, per

month - 300.00

Airport community hangars, per sf per month 0.70—0.85 0.92—1.17

DELETE - Hanger door keys 25.00 - -100%

DELETE - Access door hardware damage 50.00 - -100%

30-205 Both FBO and self-fueling operators.

Markup (Jet-A) 2.35/gallon no less than 2.35/gallon

Markup (AvGas) 1.75/gallon no less than 1.75/gallon

WATER FUND

Utility Svcs 110-140 Meter Register Fee: 3-inch Meter or Larger - 150.00

Utility Svcs 110-141 Increase Water Rates Varies 0% increase

Utility Svcs 110-230 Increase Wastewater Rates Varies 5.5% increase

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WATER/WASTEWATER RATES

FY21 Water & Wastewater Rate ScheduleEffective 10/1/2020 thru 9/30/2021

WATER RATES WASTEWATER RATES CHANGE FROM PRIOR YR

Residential Residential Residential

Inside City Outside City Inside City Outside City Water % Chg WW % ChgBase Monthly Rate per Meter Base Monthly Rate per Meter

16.50$ 19.35$ 19.85$ 23.70$ 0.00 0% 1.05 6%Volume Rate (per 1,000 gallons) Volume Rate (per 1,000 gallons)

1 - 7,000 Gallons 4.00$ 4.70$ 5.55$ 6.65$ 0.00 0% 0.30 6%

7,001 - 20,000 Gallons 5.50 6.45 0.00 0% 0.0020,001 - 40,000 Gallons 6.95 8.15 0.00 0% 0.00

Over 40,000 Gallons 8.35 9.80 0.00 0% 0.00

Commercial Commercial CommercialInside City Outside City Inside City Outside City Water % Chg WW % Chg

Base Monthly Rate per Meter Base Monthly Rate per Meter00.750 Inch 16.50$ 19.35$ 00.750 Inch 19.85$ 23.70$ 0.00 0% 1.05 6%01.000 Inch 28.95 33.95 01.000 Inch 32.55 38.90 0.00 0% 1.70 6%01.500 Inch 49.60 58.20 01.500 Inch 53.75 64.25 0.00 0% 2.80 5%02.000 Inch 69.55 81.60 02.000 Inch 69.95 83.60 0.00 0% 3.65 6%03.000 Inch 122.45 143.65 03.000 Inch 109.70 131.10 0.00 0% 5.70 5%04.000 Inch 182.05 213.55 04.000 Inch 155.50 185.80 0.00 0% 8.10 5%06.000 Inch 339.40 398.10 06.000 Inch 265.70 317.50 0.00 0% 13.85 5%08.000 Inch 670.45 786.45 08.000 Inch 519.95 621.35 0.00 0% 27.10 5%10.000 Inch 1,268.65 1,488.15 10.000 Inch 1,070.35 1,279.05 0.00 0% 55.80 5%12.000 Inch 2,371.75 2,782.05 12.000 Inch 2,183.15 2,608.85 0.00 0% 113.80 5%

Volume Rate (per 1,000 gallons) Volume Rate (per 1,000 gallons)1 Gallon & Above 4.65$ 5.45$ 1 Gallon & Above 5.55$ 6.65$ 0.00 0% 0.30 6%

Municipal Wholesale Municipal Wholesale Municipal WholesaleInside City Outside City Inside City Outside City Water % Chg WW % Chg

Base Monthly Rate per Meter Base Monthly Rate per Meter-$ -$ -$ -$ 0.00 0.00

Volume Rate (per 1,000 gallons) Volume Rate (per 1,000 gallons)1 Gallon & Above 3.55$ 4.15$ 1 Gallon & Above 4.20$ 5.00$ 0.00 0% 0.20 5%

Irrigation Irrigation IrrigationInside City Outside City Water % Chg

Base Monthly Rate per Meter00.750 Inch 16.50$ 19.35$ 0.00 0%01.000 Inch 28.95 33.95 0.00 0%01.500 Inch 49.60 58.20 0.00 0%02.000 Inch 69.55 81.60 0.00 0%03.000 Inch 122.45 143.65 0.00 0%04.000 Inch 182.05 213.55 0.00 0%06.000 Inch 339.40 398.10 0.00 0%08.000 Inch 670.45 786.45 0.00 0%10.000 Inch 1,268.65 1,488.15 0.00 0%12.000 Inch 2,371.75 2,782.05 0.00 0%

Volume Rate (per 1,000 gallons)1 - 7,000 Gallons 4.00$ 4.70$ 0.00 0%7,001 - 20,000 Gallons 5.50 6.45 0.00 0%20,001 - 40,000 Gallons 6.95 8.15 0.00 0%Over 40,000 Gallons 8.35 9.80 0.00 0%

* Monthly billed based on average monthly

consumption for the months of December, January

and February. Volumes capped at 8,000 gallons

until winter average established.

Meters used for irrigation purposes only

are not billed sewer charges.

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APPENDIX H – COMPONENT UNITS

A component unit is a legally separate organization for which the elected officials of the primary government are

financially accountable.

MCKINNEY CONVENTION & VISITORS BUREAU FUND

Fund Summary

The McKinney Convention and Visitors Bureau (MCVB) is a separate legal entity from the City and its sole

purpose is to promote McKinney as the destination of choice. The MCVB budget is financed primarily by

hotel/motel occupancy taxes. More information is located on the MCVB website www.visitmckinney.com.



Interest Income 325$ 245$ 1,000$ 600$ -$ Other Income 4,586 4,261 4,760 4,760 4,760

Transfers from Hotel/Motel Fund 670,000 712,000 828,000 828,000 878,000 Total Revenues 674,912$ 716,505$ 833,760$ 833,360$ 882,760$

EXPENDITURESPersonnel 392,582$ 412,830$ 504,319$ 465,228$ 521,990$ Supplies 12,489 5,856 8,790 11,290 8,790 Maintenance - - - - - Services/Sundry 291,607 315,606 350,706 353,206 389,309 Capital - - - - -

Total Expenditures 696,678$ 734,292$ 863,815$ 829,724$ 920,089$ NET INCOME (21,767) (17,787) (30,055) 3,636 (37,329) BEGINNING FUND BALANCE 83,833 62,066 36,087 44,279 47,915 ENDING FUND BALANCE 62,066$ 44,279$ 6,032$ 47,915$ 10,586$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21Director of CVB D2 1.00 1.00 1.00 1.00 1.00MCVB Sales Manager 14 1.00 1.00 2.00 2.00 2.00MCVB Communications Manager 13 1.00 1.00 1.00 1.00 1.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Staff Assistant (Part-time .5 FTE) 4B 0.50 0.50 0.50 0.50 0.50Total 4.50 4.50 5.50 5.50 5.50


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MCKINNEY ECONOMIC DEVELOPMENT CORPORATION FUND

Fund Summary

The McKinney Economic Development Corporation (MEDC) is a separate legal entity from the City. The purpose

of the MEDC is to aid, promote and further the economic development within the City. The MEDC is financed

with a voter-approved half-cent city sales tax. More information is located at www.mckinneyedc.com.



REVENUESSales Taxes 13,466,103$ 14,251,055$ 14,885,247$ 14,249,417$ 14,700,826$ Interest Income 226,808 345,003 200,000 194,000 42,000 Other Operating Income 480 - - - - Sale of Land - 2,058,168 - - - Bond Proceeds 20,110,000 - - - -


Personnel 1,247,121$ 1,218,689$ 1,576,609$ 1,195,635$ 1,226,162$ Supplies 50,983 63,166 52,000 38,800 36,000 Maintenance 8,956 649 5,000 5,000 2,000 Services/Sundry 6,299,784 5,110,984 9,434,410 14,447,610 10,465,248 Capital 52,253,692 32,856 - - -

Transfers to Other Funds 2,308,826 4,771,356 3,961,100 3,961,100 3,967,690 Total Expenditures 62,169,362$ 11,197,700$ 15,029,119$ 19,648,145$ 15,697,100$

NET INCOME (28,365,970) 5,456,525 56,128 (5,204,728) (954,274) BEGINNING FUND BALANCE 38,298,262 9,932,292 4,987,159 15,388,817 10,184,089 ENDING FUND BALANCE 9,932,292$ 15,388,817$ 5,043,287$ 10,184,089$ 9,229,815$



MEDC President D10 1.00 1.00 1.00 1.00 1.00MEDC Executive Vice President of Operations 27 1.00 1.00 1.00 1.00 1.00MEDC Senior Vice President 27 0.00 1.00 1.00 1.00 1.00MEDC Director of Business Development 26 1.00 1.00 1.00 1.00 1.00MEDC Director of Business Attraction 26 1.00 0.00 0.00 0.00 0.00MEDC Director of BREP & Emerging Technology 23 1.00 1.00 1.00 1.00 1.00MEDC Director of Business Intelligence 23 0.00 0.00 0.00 1.00 1.00MEDC Technology & Infrastructure Specialist 22 0.00 1.00 1.00 1.00 1.00MEDC Project Manager 19 0.00 1.00 1.00 1.00 1.00MEDC Director of Marketing and Research 18 1.00 0.00 0.00 0.00 0.00MEDC Business Development Specialist 15 1.00 0.00 0.00 0.00 0.00Operations & Compliance Administrator 14 1.00 0.00 0.00 0.00 0.00MEDC Research Analyst 13 1.00 1.00 1.00 0.00 0.00MEDC Office Supervisor 12 0.00 1.00 1.00 1.00 1.00Administrative Assistant 7 1.00 1.00 1.00 1.00 1.00Intern (Part-time .5 FTE) 1A 0.50 0.50 0.50 0.50 0.50Total 10.50 10.50 10.50 10.50 10.50

http://www.mckinneyedc.com/

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MEDC DEBT SERVICE FUND

Fund Summary

The purpose of the MEDC Debt Service Fund is to account for the accumulation of financial resources for the

payment of principal, interest and related costs on MEDC sales tax revenue bonds.

MEDC BOND RESERVE FUND

Fund Summary

The MEDC Bond Reserve Fund is used to report resources set aside to make up potential future deficiencies in

the MEDC Debt Service Fund.



Interest Income 13,879$ 33,207$ 31,000$ 10,000$ 8,000$ Bond Proceeds - - - - -

Transfers from Other Funds 2,307,118 4,761,145 3,950,889 3,950,889 3,962,733 Total Revenues 2,320,997$ 4,794,352$ 3,981,889$ 3,960,889$ 3,970,733$

EXPENDITURESPrincipal 1,962,920$ 3,660,999$ 3,015,000$ 3,015,000$ 3,130,000$ Interest 344,198 1,100,145 935,888 935,888 832,733 Bond Advance Refunding - - - - - Paying Agent Fees/Other 2,350 2,350 5,100 2,350 2,350

Total Expenditures 2,309,468$ 4,763,495$ 3,955,988$ 3,953,238$ 3,965,083$ NET INCOME 11,529 30,857 25,901 7,651 5,650 BEGINNING FUND BALANCE 142,815 154,344 180,744 185,201 192,852 ENDING FUND BALANCE 154,344$ 185,201$ 206,645$ 192,852$ 198,502$



Interest Income 27,839$ 38,033$ 35,000$ 18,000$ 7,000$ Bond Proceeds - - - - -


Transfers - MEDC Debt Service Fund -$ -$ -$ -$ -$ Total Expenditures -$ -$ -$ -$ -$

NET INCOME 27,839 38,033 35,000 18,000 7,000 BEGINNING FUND BALANCE 1,539,613 1,567,452 1,603,952 1,605,485 1,623,485 ENDING FUND BALANCE 1,567,452$ 1,605,485$ 1,638,952$ 1,623,485$ 1,630,485$

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MCKINNEY COMMUNITY DEVELOPMENT CORPORATION FUND

Fund Summary

The McKinney Community Development Corporation (MCDC) is a separate legal entity from the City. The

purpose of the MCDC is to identify and fund public projects to maintain or enhance the quality of life reflecting

hometown values and priorities, visionary planning, balanced needs, and fiscal responsibility for current and

future residents, visitors and businesses of our community. The MCDC is financed with a voter-approved half-

cent city sales tax. More information is located at www.mckinneycdc.org.

MCKINNEY HOUSING FINANCE CORPORATION FUND

Fund Summary

The McKinney Housing Finance Corporation (MHFC) finances the cost of residential ownership and development

on behalf of the City to provide decent, safe and sanitary housing for City residents at affordable prices. The

MHFC budget is financed primarily by developer fees. More information on housing is on the City’s website.



Sales Tax 13,466,103$ 14,251,055$ 14,885,247$ 14,249,417$ 14,700,826$ Bond Proceeds - - - - - Interest Income 657,843 1,376,011 1,050,000 534,000 292,000 Other Income - 908,895 - - - Total Revenues 14,123,947$ 16,535,961$ 15,935,247$ 14,783,417$ 14,992,826$

EXPENDITURESPersonnel 211,737$ 272,053$ 294,683$ 293,169$ 298,583$ Supplies 2,876 4,788 17,250 17,250 17,250 Maintenance - - 3,000 3,000 2,500 Services/Sundry 8,458,377 5,204,085 10,023,597 40,154,949 12,195,962 Capital 160,361 28,608 - - - Total Expenditures 8,833,351$ 5,509,533$ 10,338,530$ 40,468,368$ 12,514,295$

NET INCOME 5,290,596 11,026,428 5,596,717 (25,684,951) 2,478,531 BEGINNING FUND BALANCE 43,659,631 48,950,227 34,794,144 59,976,655 34,291,704 ENDING FUND BALANCE 48,950,227$ 59,976,655$ 40,390,861$ 34,291,704$ 36,770,235$


STAFFING Grade FY 17-18 FY 18-19 FY 19-20 FY 19-20 FY 20-21MCDC President D4 1.00 1.00 1.00 1.00 1.00Administrative and Marketing Coordinator 13 1.00 1.00 1.00 1.00 1.00Total 2.00 2.00 2.00 2.00 2.00



Interest Income 628$ 532$ 2,000$ 750$ 700$ Other Income - 33,095 15,000 15,000 15,000

Total Revenues 628$ 33,627$ 17,000$ 15,750$ 15,700$ EXPENDITURES

Supplies -$ 14$ 225$ 225$ 225$ Services/Sundry 23,446 51,453 70,370 70,370 60,370

Total Expenditures 23,446$ 51,467$ 70,595$ 70,595$ 60,595$ NET INCOME (22,819) (17,840) (53,595) (54,845) (44,895) BEGINNING FUND BALANCE 144,738 121,919 68,639 104,079 49,234 ENDING FUND BALANCE 121,919$ 104,079$ 15,044$ 49,234$ 4,339$

http://www.mckinneycdc.org/


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APPENDIX I - ORDINANCES

BUDGET ORDINANCE

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TAX ORDINANCE

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APPENDIX J – GLOSSARY OF TERMS

Accounts Payable A short-term liability account

reflecting amounts owed to private persons or

organizations for goods and services received by a

government (but not including amounts due to other

funds of the same government or to other

governments).

Accounts Receivable An asset account reflecting

amounts owed by private individuals or organizations

for goods and services furnished by a government.

Accrual Basis Accrual basis accounting provides for

recording revenues when earned and expenses when

incurred.

Ad Valorem A tax based on the value of real (land and

buildings) and personal (equipment and furniture)

property.

Appropriation A legal authorization granted by a

legislative body (City Council) to make expenditures

and to incur obligations for designated purposes.

Arbitrage The investment of bond proceeds in higher

yielding securities, resulting in interest revenue in

excess of interest costs.

Assessed Valuation A valuation set upon real estate

or other property by a government as a basis for

levying taxes. Property values are established by the

Central Appraisal District.

Assets Resources owned or held by the City, which

have monetary value.

Assigned Fund Balance Represents resources set

aside (“earmarked”) for an intended use established

by the City Council or by their designated body or

official.

Balanced Budget The expenses/expenditures do not

exceed the budgeted revenue plus the unassigned

fund balance.

Bond A written promise to pay a specified sum of

money, called the face value or principal amount, at a

specified date or dates in the future, called the

maturity date(s), together with periodic interest at a

specified rate.

Bonded Debt That portion of indebtedness

represented by outstanding bonds.

Budget A plan of financial operation embodying an

estimate of proposed expenditures for a given period

and the proposed means of financing them.

Budget Amendment To amend or increase the

original adopted budget of the governmental entity

by members of the governmental entity’s board or

council.

Capital Expenditures/Outlays Expenditures that

result in the acquisition of or addition to fixed assets

that are priced more than $5,000.

Capital Improvement Program (CIP) The process of

planning, monitoring, programming, and budgeting

over a multi-year period used to allocate the City’s

capital monies.

Capital Projects Fund A fund created to account for

financial resources to be used for the acquisition or

the construction of major capital facilities or

equipment.

CDBG An acronym for Community Development

Block Grant, which is an annual federal grant that can

be used to revitalize neighborhoods and expand

affordable housing.

Certificates of Obligations (CO’s) Similar to general

obligation bonds except the certificates require no

voter approval.

Committed Fund Balance Self-imposed limitations set

in place prior to the end of the fiscal period. These

amounts can be used only for the specific purposes

determined and approved by formal action of the City

Council, which is the highest level of decision making

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authority for the City. The same level of formal action

is required to remove the constraint.

Component Unit Legally separate organization for

which the elected officials of the primary government

are financially accountable.

Contractual Services The costs related to services

performed for the City by individuals, business, or

utilities.

Cost The amount of money or other consideration

exchanged for goods or services. Costs may be

incurred even before money is paid; that is, as soon as

liability is incurred. Ultimately, however, money or

other consideration must be given in exchange.

Debt Service Fund A fund used to account for the

monies set aside for the payment of interest and

principal to holders of the City’s general obligation

and revenue bonds, the sale of which finances long-

term capital improvements, such as facilities, streets

and drainage, parks and water/wastewater systems.

Depreciation All costs associated with the acquisition

of fixed assets are amortized over the expected useful

life of the asset.

Distinguished Budget Presentation Awards Program

A voluntary awards program administered by the

GFOA to encourage governments to prepare effective

budget documents.

Encumbrances Commitments related to unperformed

contracts for goods or services. Used in budgeting,

encumbrances are not GAAP expenditures or

liabilities, but represent the estimated amount of

expenditures ultimately to result if unperformed

contracts in process are completed.

Enterprise Fund A fund established to account for

operations that are financed and operated in a

manner similar to private business enterprises, where

the intent of the governing body is that the costs of

providing goods or services to the general public on a

continuing basis be financed or recovered primarily

through user charges.

Exempt Personnel who are not eligible to receive

overtime pay and are expected to put in whatever

hours are necessary to complete their job

assignments. The respective department head, as

partial compensation for overtime hours worked, may

allow compensatory time off.

Expenditures The actual outflow of funds paid for an

asset obtained or goods and services obtained.

Fiscal Year A 12-month period to which the annual

operating budget applies and at the end of which a

government determines its financial position and the

results of its operations. The City’s fiscal year begins

October 1st and ends September 30th.

FTE An acronym for full time equivalent. A

measurement of staffing. One FTE is a 40-hour per

week position. A part-time position working 20 hours

per week or a temporary full-time position working six

months would be ½ FTE.

Fixed Assets Long-lived tangible assets such as land,

buildings, building improvements, machinery, and

equipment.

Franchise A special privilege granted by a

government, permitting the continued use of public

property, such as city streets, and usually involving

the elements of monopoly and regulation.

Franchise Fee A fee paid by public service utilities for

use of public property in providing their services.

Fund A fiscal and accounting entity with a self-

balancing set of accounts in which cash and other

financial resources, together with all related liabilities

and residual equities, or balances, and changes

therein, are recorded and segregated to carry on

specific activities or attain certain objectives in

accordance with special regulations, restrictions, or

limitations.

Fund Balance The difference between governmental

fund assets and liabilities, also referred to as fund

equity.

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Fund Balance Classifications A hierarchy based

primarily on the extent to which the City is bound to

observe the constraints imposed upon the use of the

resources reported in governmental funds in

accordance with GASB Statement No. 54. Fund

balance classifications, under GASB 54 are

Nonspendable, Restricted, Committed, Assigned, and

Unassigned.

GAAP Generally accepted accounting principles as

determined through common practice or as

promulgated by accounting standard setting bodies.

General Fund The fund used to account for all

financial resources, except those required to be

accounted for in another fund. The General Fund is

tax supported.

General Obligation Bonds Bonds backed by the full

faith and credit of the issuing government. In issuing

its general obligation bonds, the City pledges to levy

whatever property tax is needed to repay the bonds

for any particular year. Bonds cannot be issued

without voter approval and are usually issued with

maturities of between 15 and 30 years.

GFOA Government Finance Officers Association. A

professional association of state/provincial and local

finance officers dedicated to the sound management

of government financial resources.

Governmental Funds Those funds through which

most governmental functions of the City are financed.

The acquisition use and balances of expendable

financial resources and the related liabilities are

accounted for through governmental funds (General,

Special Revenue, Capital Projects, and Debt Service

funds).

Grant A contribution by a government or other

organization to support a particular function. Grants

may be classified as categorical or block depending

upon the amount of discretion allowed the grantee.

Infrastructure Long-lived capital assets that normally

are stationary in nature and normally can be

preserved for a significantly greater number of years

than most capital assets. Examples include streets,

water and sewer systems, public buildings, and parks.

Internal Service Fund A fund established to

accumulate and allocate costs internally among the

City’s various functions. The City maintains two

internal service funds, one to account for the claims

of the City’s self-funded insurance program and risk

management program, and one to account for the

costs associated with the maintenance of the City’s

operation and service of vehicles.

Liabilities Debt or other legal obligation arising out of

transactions in the past, which must be liquidated,

renewed, or refunded.

Maintenance The upkeep of physical properties in

condition for use or occupancy. Examples are the

inspection of equipment to detect defects and the

making of repairs.

MCDC McKinney Community Development

Corporation is a component unit, a separate legal

entity from the City, which is financed with a voter

approved half-cent city sales tax. The purpose of the

MCDC is to identify and fund public projects to

maintain or enhance the quality of life. Public projects

can include facilities, infrastructure, parks, cultural

and civic facilities, sports facilities, historic

preservations, and tourism facilities.

MCVB McKinney Convention and Visitors Bureau is a

component unit, a separate legal entity from the City,

which is financed primarily from hotel/motel

occupancy taxes. The sole purpose of MCVB is to

promote McKinney as the destination of choice.

MEDC McKinney Economic Development Corporation

is a component unit, a separate legal entity from the

City, which is financed with a voter approved half-

cent city sales tax. The purpose of MEDC is to aid,

promote and further the economic development

within the City.

Modified Accrual Basis Under modified accrual basis,

revenues susceptible to accrual are accrued.

Revenues are considered to be susceptible to accrual

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if they are both measurable and available to finance

governmental operations during the current fiscal

year.

Non-Exempt Personnel eligible to receive overtime

pay when overtime work has been authorized or

requested by the supervisor.

Non-Spendable Fund Balance Fund balance that is (a)

not in a spendable form such as prepaid items or (b)

legally or contractually required to be maintained

intact such as an endowment.

Operating Budget Plans of current expenditures and

the proposed means of financing them. The annual

operating budget is the primary means by which most

of the financing, acquisition, spending, and service

delivery activities of the City are controlled. State law

requires the use of annual operating budgets.

Ordinance A formal legislative enactment by the

governing board of a municipality. If it is not in

conflict with any higher form of law, such as a state

statute or constitutional provision, it has the full force

and effect of law within the boundaries of the

municipality to which it applies. The difference

between an ordinance and a resolution is that the

latter requires less legal formality and has a lower

legal status. Revenue raising measures, such as the

imposition of taxes, special assessments and service

charges, universally require ordinances.

Personnel Services The costs associated with

compensating employees for their labor. This includes

salaries and fringe benefits.

Proprietary Funds A fund established to account for

operations that are financed and operated in a

manner similar to private business enterprises. There

are two types of proprietary funds: enterprise funds

and internal service funds. Enterprise funds provide

goods or services to the general public for a fee.

Internal Service Funds are used to accumulate and

allocate costs internally among the City’s various

functions.

Purchase Order A document that authorizes the

delivery of specified merchandise or the rendering of

certain services and the making of a charge for them.

Restricted Fund Balance Fund balance that consists of

amounts that can be spent only on the specific

purposes stipulated by law or by the external

providers of those resources as approved by the City

Council or by their designated body or official.

Revenues All amounts of money received by a

government from external sources other than

expense refunds, capital contributions, and residual

equity transfers.

RFP Request for Proposal.

R.I.S.E. The Core Values for elected officials, leaders

and employees of the City. Acronym for Respect,

Integrity, Service, and Excellence.

Special Revenue Fund A fund used to account for the

proceeds of specific revenue sources that are legally

restricted to expenditure for specified purposes.

Supplemental A budget request submitted during the

budget process for a new program or an increase to

current programs or services above the current

budget level.

Supplies A cost category for minor items (individually

priced at less than $5,000) required by departments

to conduct their operations.

Taxes Compulsory charges levied by a government for

the purpose of financing services performed for the

common benefit. This term does not include specific

charges made against particular persons or property

for current or permanent benefits such as to paying

such charges as, for example, sewer service charges.

Unassigned Fund Balance Represents the residual

classification of fund balance and includes all

spendable amounts not contained within the other

classifications.

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APPENDIX K – ACRONYMS LISTING

ACA Affordable Care Act

ACIP Aviation Capital Improvement Program

ADA Americans with Disabilities Act

AEP Achievement of Excellence in Procurement

Award

AV Audio Visual equipment

AV Gas Aviation fuel

AWS Amazon Web Services

BA Budget Amendment

CAFR Comprehensive Annual Financial Report

CAPER Consolidated Annual Performance and

Evaluation Report

CDBG Community Development Block Grant

CGAC Community Grants Advisory Commission

CIP Capital Improvement Program

CMOM Capacity, Management, Operations &

Maintenance

CNN Cable News Network

CO Certificates of Obligation Bonds

DASH Downtown Area Shuttle

DBE Disadvantaged Business Enterprise Program

DS Development Services

EEO Equal Employment Opportunity

EMS Emergency Medical Service

EOC Emergency Operations Center

EOY End-of-year

ERP Enterprise Resource Planning

ESRI Environmental Systems Research Institute

EST Elevated Storage Tank

FAA Federal Aviation Administration

FBO Fixed-Base Operations

FM Farm to Market Road

FMLA Family and Medical Leave Act

FOG Fat, Oil & Grease

FTE Full Time Equivalent

FY Fiscal Year

GAAP Generally Accepted Accounting Principles

GFOA Government Finance Officers Association

GIS Geographic Information System

GO General Obligation Bonds

HB House Bill

HBA Homebuyers Assistance Program

HIPPA Health Insurance Portability and Accountability

Act of 1996

HOA Homeowners Association

HPO High Performance Organization

HR Human Resources

HRA Housing Rehabilitation Assistance

HSA Health Savings Account

HUD Department of Housing and Urban Development

HVAC Heating, Ventilation, and Air Conditioning

IAS International Accreditation Service

ICC International Code Council

ISD Independent School District

ISO International Organization for Standardization

IT Information Technology

JCM Juvenile Case Manager

LED Light Emitting Device

LTD Long-term Disability

MCDC McKinney Community Development

Corporation

MCVB McKinney Convention & Visitors Bureau

MEDC McKinney Economic Development Corporation

MG Million Gallons

MGD Million Gallons per Day

MHFC McKinney Housing Finance Corporation

MISD McKinney Independent School District

MPAC McKinney Performing Arts Center

MUTD Mckinney Urban Transit District

NCTCOG North Central Texas Council of Governments

NPO Neighborhood Police Officer

NRCS Natural Resources Conservation Service

NTMWD North Texas Municipal Water District

OPEB Other post-employment benefits

PCard Procurement card

PEG Public, Educational, Governmental [cable

channel]

PGA Professional Golfers’ Association

PO Purchase order

PP Polypropylene

PR Purchase requisition

PSB Public Safety Building

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PSO Public Safety Officer

PT Part Time

PTZ Pan-Tilt-Zoom Camera

PW Public Works

RB Revenue Bond

R.I.S.E. Respect, Integrity, Service, Excellence

RFQ Request for Quote

RFP Request for Proposal

SDS Safety Data Sheet

SDUS Surface Water Drainage Utility System

SH State Highway

SIP Session Initiation Protocol

SRO School Resource Officer

SSO Sanitary Sewer Overflows

SWMP Storm Water Management Program

TBRA Tenant Based Rental Assistance

TDHCA Texas Department of Housing and Community

Affairs

TIRZ Tax Increment Reinvestment Zone

TMRS Texas Municipal Retirement System

TWDB Texas Water Development Board

TxDOT Texas Department of Transportation

US United States

VOCA Victim of Crimes Act

YTD Year-to-Date

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This publication can be made available upon request in alternative formats, such as, Braille, large print, audiotape or computer disk. Requests can be made by emailing

contact‐[email protected]. Please allow at least 48 hours for your request to be processed.

mailto:[email protected]

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City of McKinney Annual Budget

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