FY 2013 Operating Budget.pdf - Missouri City, TX - Official Website

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CITY OF MISSOURI CITY, TEXAS 

FISCAL YEAR 2013 ADOPTED BUDGET 

Operating Funds—Volume I

Mission Statement 

To provide the Citizens of Missouri City with quality service 

and efficient use of resources. 

OVERALL GOAL STATEMENT 

From the Comprehensive Plan 

(For the Entire Community/City) 

A city that has grown to maturity and continues to be a desirable place: 

to live, because of the existence of a wide range of housing types located in safe, well-kept 

neighborhoods which receive a full range of services and supporting infrastructure; 

to work, because of the existence of office and light manufacturing, industry, and business 

offering a variety of job opportunities; 

to play, because of the existence of a wide range of leisure time activities, both public and 

private; and 

to shop, because of the existence of adequate and attractive retail areas. 

A mature city assures citizens’ Health, Safety, and Public Welfare by providing outstanding police 

protection against drugs, crime and violence; high caliber fire and disaster protection; and by 

supporting the development of a superior educational system. Vision 2020


Fiscal Year 2013 Adopted Budget 

Volume I 

General Operating Funds 

Left to Right: Don Smith—Council, District B, Robert Marshall—Council District A, Jerry Wyatt, Mayor Pro Tem—Council at 

Large, Position 1, Allen Owen—Mayor, Danny Nguyen—Council at Large, Position 2, Floyd Emery—Council, District D, 

Robin Elackatt– Council, District C 

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Appointed Officials 

Edward Broussard City Manager 

Maria Gonzalez City Secretary 

Caroline Kelley City Attorney 

Executive Managers 

Bill Atkinson Assistant City Manager 

Scott Elmer Assistant City Manager 

Wes Vela Director of Finance 

Joel Fitzgerald Police Chief 

Russell Sander Fire Chief 

Larry Foos Director of Parks & Recreation 

Gary Smith Director of Development Services 

Edward Williams Director of Human Resources/ 

Organizational Development 

Barbara Brescian Director of Communications 

Kendall Litchfield Director of Information Technology 

Cathy Haney Director of Courts 

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Fiscal Year 2013 Adopted Budget 

Volume I 

General Operating Funds 

Table of Contents 

City Council Members i 

Appointed Officials and Executive Managers ii 

Table of Contents iii 

Reader’s Guide ix 

Organizational Chart xi 

GFOA Distinguished Budget Award xii 

The City Map xiii 

Location and Community Profile xiv 

The Reporting Entity and Its Services xv 

Funding Sources and Uses (charts) xvi 

FY 2013 Budget Calendar xvii 

City Manager’s Budget Message xix 

Section I 

EXECUTIVE SUMMARY 

Organization of the Budget Process 1 

Budget Presentation Guidelines 2 

Budget Objectives 3 

Budget Philosophy 3 

Budget Process 3 

Budget Policies 4 

Fund Accounting 7 

Accounting and Budgeting Basis and Control 9 

Financial Policy Plan 10 

Fund Balance Policies 11 

Debt Service Policy 11 

Cash Management 12 

Fixed Asset Capitalization Policy 14 

Asset Valuation 15 

Financial Condition 16 

Population Growth 17 

Employees Per Capita 17 

Staff Growth 18 

Net Operating Revenues Per Capita 18 

General Operating Revenues by Source 19 

Governmental Operating Expenditures Per Capita 20 

General Government Expenditures by Activity 20 

Looking to the Future 21 

Awards 22 

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Page

Section II 

BUDGET SUMMARY 

Budget Summaries: Overview 23 

Revenues, Resources, and Expenditures by Fund (Pie Charts) 24 

Revenues and Resources by Source and Expenditures by Activity for all Funds (Pie Charts) 25 

All Government Fund Types Summary by Year 26 

All Government Fund Types Summary by Fund 28 

General Fund Summary 29 

Special Revenue Funds Summary by Fund 30 

Special Revenue Funds Summary by Year 32 

Debt Service Fund Summary by Year 33 

All Capital Improvement Funds by Fund 34 

Utility Funds Summary by Year 35 

Internal Service Funds Summary by Fund 36 

Internal Service Funds Summary by Year 37 

Ten Year Summary of Full Time Staffing Positions 38 

Section III 

ASSESSMENTS AND LEVIES 

Property Taxes 39 

Revenues Descriptions and Assumptions 39 

Estimation and Distribution of Property Tax Assessment 41 

Property Tax Levies and Collections (Bar Graph) 42 

Property Tax Levies and Collections 43 

Appraised Property Value (Bar Graph) 44 

Assessed Value of Net Taxable Property and Tax Rates 45 

Uncollected as a Percentage of Property Taxes (Bar Graph) 46 

Principal Tax Payers as of June 2011 47 

Municipal Utility District Map 48 

Municipal Utility Districts 49 

Comprehensive Plan 49 

Capital Spending Impact on Debt Service and Operating Expenditures 49 

Computation of Direct and Overlapping Debt as of June 2011 50 

Ratio of Net General Long Term Debt to Assessed Value and Per Capita, 

Last Ten Fiscal Years as of June 2011 51 

Property Tax Rates- Direct and Overlapping Governments as of June 2011 52 

Section IV 

LONG TERM PLANS 

Vision 2020, Missouri City’s Comprehensive Plan 55 

Future Land Use Map 59 

Population Estimates 61 

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Section V 

GENERAL FUND 

Key Revenue Assumptions and Trend 71 

Revenues by Source (Bar Graph), Expenditures by Program and Activity (Pie Charts) 74 

General Fund Summary 75 

General Fund Revenues Summary by Line Item 76 

General Fund Consolidated Expenditures by Line Item 79 

General Fund Expenditures Summary by Department/Division 82 

General Government: 83 

Council and Management 89 

City Secretary 95 

Human Resources & Organizational Development 101 

Legal 107 

Municipal Court 113 

Contingency 119 

Communications 121 

Finance: 127 

Finance Administration 133 

Purchasing 137 

Accounting & Budget 141 

Police: 145 

Police Administration 151 

Support Services Division 155 

Criminal Investigation Division (C.I.D.) 159 

Patrol 163 

Fire and Rescue Services: 167 

Fire Administration 173 

Fire Prevention 177 

Fire Training 181 

Fire Operations 185 

Public Works: 189 

Public Works Administration 195 

Streets, Drainage and Traffic Control 199 

Geographic Information Services (GIS) 203 

Animal Control 207 

Parks and Recreation: 211 

Parks 217 

Recreation 221 

Development Services: 225 

Planning and Development 231 

Inspections and Permits 235 

Code Enforcement 239 

Section VI 

SPECIAL REVENUE FUNDS 

Purpose and Key Revenue Assumptions and Trends 243 

Special Revenues: Revenues and Resources by Fund and Expenditures by Fund 

(Bar Chart) 245 

Special Revenues Fund Summary by Fund 246 

Special Revenues Fund Summary by Year 248 

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Parkland Dedication Fund 249 

Parkland Dedication Fund Summary 250 

Narcotics Seizure Fund 251 

Narcotics Seizure Fund Summary 252 

Radio Communication Fund 253 

Radio Communication Fund Summary 256 

Court Building Security Fund Summary 257 

Court Technology Fund Summary 258 

Court Juvenile Case Fund Summary 259 

MCTV Facilities/Equipment Fund Summary 260 

Community Development Block Grant Funds 261 

2008 Community Development Block Grant Fund Summary 263 

2009 Community Development Block Grant Summary 264 




Missouri City Development Authority Fund Summary 268 

Missouri City TIRZs (map) 269 

Missouri City PIDs (map) 270 

Tax Incremental Reinvestment Zone #1 (Fifth Street) Fund Summary 271 

Tax Incremental Reinvestment Zone #2 (Vicksburg Street) Fund Summary 272 

Public Improvement District #2 (Vicksburg) Fund Summary 273 

Tax Increment Reinvestment Zone #3 Fund Summary 274 

Public Improvement District #4 Fund Summary 275 

Hotel Occupancy Tax Fund Summary 276 

Section VII 

DEBT SERVICE FUND 

Key Revenues Assumptions and Trends 277 

Debt Administration 278 

Debt Management and Issuance 278 

Long-Term Debt Per Capita (Bar Graph) 279 

Bonded Debt as a Percentage of Taxable Value (Line Graph) 279 

Summary of Revenues and Resources and Expenditures (Bar Graph) 280 

Debt Service Fund Summary 281 

Debt Service Requirements - Last 10 Years (Line Graph) 282 

Debt Service Requirements - Next 10 Years (Line Graph) 282 

Debt Service Fund Summary in Detail 283 

Schedule of Indebtedness as of July 1, 2012 284 

Schedule of Total Indebtedness and Interest by year as of July 1, 2012 285 

Schedule of Principal and Interest: 

2004 General Obligation Bonds 286 

2004 Certificates of Obligation 287 






2008A General Obligation Bonds 293 

2008A Certificates of Obligation 294 

2009 General Obligation Refunding Bonds 295 

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2010 General Obligation Refunding Bonds 295 


2010A General Obligation Bonds 297 

2011 Tax Note 298 

2006 TIRZ #1 Tax Increment Revenue Bonds 299 

2009A PID#4 Certificates of Obligation 300 

2009B SWTP (510) Certificates of Obligation 301 

2009C TIRZ #2 Combination Tax & Revenue Certificates of Obligation 302 

2010A PID #2 Certificates of Obligation 303 

2010B TIRZ #2 Certificates of Obligation 304 

Section VIII 

CAPITAL IMPROVEMENTS FUNDS 

Capital Improvements Program 305 

Capital Improvements Program Development 306 

Financial Perspective 306 

Planned Funding/Scheduling of Bond Issues 306 

Operating Costs Associated with Capital Improvements Programs 308 

Capital Improvements Funds: Revenues and Resources by Fund 

and Expenditures by Fund (Pie Charts) 310 

All Capital Improvements Funds Summary by Fund 311 

Metro Projects Fund Summary 312 

Other Projects Fund Summary 313 

Capital Projects Fund Summary 314 

Steepbank/Flatbank Regional Wastewater Construction Fund Phase II & III Summary 315 

Mustang Bayou Regional Wastewater Treatment Plant Construction Fund Summary 316 

Mustang Bayou Regional Water Plant Construction Fund Summary 317 

Surface Water Plant Construction Fund Summary 318 

Capital Improvement Programs Group Description 319 

Project Listing: By Years 322 

Section IX 

UTILITY FUNDS 

Revenue Assumptions and Fund Use 333 

Revenues and Sources by Fund and Expenditures by Fund (Pie Graphs) 334 

Utility Funds Summary by Year 335 

Steep Bank/Flat Bank Regional Wastewater Fund Summary 336 

Solid Waste Collections Fund Summary 337 

Water/Wastewater Utility Fund Summary 338 

Surface Water Utility Fund Summary 340 

Section X 

INTERNAL SERVICE FUNDS 

Revenue Assumptions and Fund Use 341 

Revenues and Sources by Fund and Expenditures by Fund (Pie Charts) 342 

Internal Service Funds Summary by Fund 343 

Internal Service Funds Summary by Year 344 

Fleet Maintenance Fund 345 

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Fleet Maintenance Fund Summary 350 

Fleet Replacement Fund Summary 352 

Information Technology Fund 353 

Information Technology Fund Summary 362 

Information Technology Replacement Fund Summary 364 

Building Maintenance Fund 369 

Building Maintenance Fund Summary 374 

Section XI 

SUPPLEMENTAL INFORMATION 

Ordinance Adopting Budget for FY 2013 378 

Ordinance Adopting Tax Rate 380 

General Community Information 382 

Acronyms 383 

Glossary of Terms 387 

Account Number Structure 396 

Classification of Expenditures 397 

Non-Exempt Positions Pay Structure 409 

Exempt Positions Pay Structure 411 

Certified Fire Positions Pay Structure 412 

Certified Police Positions Pay Structure 413 

Incentive/Certification Pay 414 

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INTRODUCTION 

READER’S GUIDE 

In order to present the City Council and public with a clear picture of services and their costs, this year’s budget 

includes actual revenues and expenditures for last year, the FY 2012 original and revised budget, the FY 2012 

estimates and the FY 2013 adopted budget. 

BUDGET MESSAGE 

The budget message provides summarized budget information and highlights citywide goals and objectives for 

this year and long-term. The message also provides an overview of the City’s economic condition and the key 

issues that could challenge the City for future years. 


The Executive Summary provides information pertaining to various sections located in the budget, including 

various financial policies, basis of accounting, fund descriptions, and the financial condition of the City. 

BUDGET SUMMARIES 

This section summarizes all funds of the City into one section, much like the financial statements of the City. It 

also summarizes all full-time staffing positions for the past ten years. 

ASSESSMENT AND LEVIES 

This section provides an estimate of the assessed valuation for the next year. The City’s budget is approved by 

mid – June, with preliminary estimates from the Fort Bend Appraisal District (CAD), and the budget is revised 

in the August-September period, after the CAD certifies the actual taxable values. The tax rate is approved after 

the effective tax rate is calculated and published in the newspaper, and all other legal notices are published. 

This section also includes property tax, levies, and collections from 1970, when the property taxes were first 

imposed, through present and estimated for the upcoming budget year. 

This section also explains the municipal utility districts (MUDs) in the city and various other tax and debt rates 

and ratios. 

LONG TERM PLANS 

This section is intended to show in some detail the Comprehensive Plan and yearly strategic meetings of the 

City. 

Missouri City is one of the few cities in the Greater Houston Area that has adopted planning and zoning 

ordinances early in its formation. The Land Use Plan and Thoroughfare Plan were developed in 1976, and the 

City zoning ordinance was approved in 1981. The Comprehensive Plan was adopted in 1990; and various 

elements of the plan, including the Land Use Plan, were adopted and revised throughout the years. 

This year, the City has begun another revision of the Comprehensive Plan that is estimated to take 

approximately 1 1/2 years to develop. 

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OPERATING BUDGETS 

The operating budget sections contain the goals, accomplishments, objectives, revenue assumptions, and 

resource allocations, with line item details. These sections include the General Fund, Special Revenue Funds, 

Debt Service Funds, Utility Fund and Internal Service Funds. 

The General Fund and Internal Service Funds show activities and functions each department/division. They also 

include mission statements for each department, and description of operations, goals, accomplishments, 

objectives and personnel schedule, performance indicators, activity measures, and organizational charts by 

division. 

Although, by Charter, the department directors control their overall departmental appropriations and may 

transfer among line items, line items presently are shown in the budget at the request of the department heads, to 

be used as a management tool. They are used daily by City staff for coding purposes for requisitions and other 

purchases. 

CAPITAL IMPROVEMENT BUDGET 

The Capital Improvement Program (CIP) section of Volume I explains and recaps the capital items through the 

FY 2013 year. Volume II, the Capital Improvement Program Budget, includes all information required by City 

Charter including: 

a) A summary of proposed programs. 

b) A list of all improvements that are proposed to be undertaken during the next five-years, ensuring 

with appropriate supporting information as to the necessity of such improvements. 

c) Cost estimates method of financing and recommended time schedules for each such improvement; 

d) The estimated annual cost of operating and maintaining the facilities to be constructed or acquired. 


This section includes budget and tax ordinances, general community information, acronyms, glossary of terms, 

account structure and classification of expenditures for departmental staffs’ understanding and use. The City’s 

Compensation Plan completes this section. 

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Finance 

o Administration 

o Purchasing & 

Risk 

Management 

o Accounting & 

Budget 

ORGANIZATIONAL CHART 

Citizens of Missouri City 

Mayor & Council 

City Attorney City Manager City Secretary Municipal Judge 

Assistant City 

Manager 

Communications 

o Information/ 

Call Center 

o Missouri City 

Television 

o Website 

Human Resources & 

Organizational 

Development 

Information 

Technology 

Municipal Court 

Parks 

o Parks 

o Recreation 

Economic 

Development 

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Police 


Manager 


o Support 

Services 

o Criminal 

Investigation 

Division 

o Patrol 

o Radio Systems 

Fire 


o Fire Prevention 

o Training & 

Education 

o Fire Operations 

Public 

Works 


o Streets, Drainage, 

& Traffic Ops 

o Geographic 

Information 

Systems 

o Animal Control 

o Fleet 

Maintenance 

o Building 

Maintenance 

Development 

Services 

o Planning & 

Development 

o Inspections & 

Permits 

o Code 

Enforcement 

o Community 

Development 

Block Grants

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

Award for Distinguished Budget Presentation to the City of Missouri City, Texas for its annual budget for 

the fiscal year beginning July 1, 2011. 

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 award is valid for a period of only one year. The City of Missouri City has received this prestigious 

award 24 consecutive years. 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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ETJ-Extra-Territorial Jurisdiction 

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LOCATION AND COMMUNITY PROFILE 

Missouri City is located approximately 20 miles southwest of downtown Houston, in northeast Fort Bend 

County. A small portion of the City extends into the southwestern section of Harris County, where its 

boundaries adjoin the City of Houston. The northern portion of Missouri City is traversed by U.S. 

Highway 90A, which intersects U.S. Highway 59 (Southwest Freeway), within three miles of the City. 

State Highway 6, one of the principal “outer loops” partially encircling the City of Houston, serves the 

southern portion of Missouri City. Beltway 8, an 83-mile freeway providing a second freeway loop around 

the City of Houston, was opened in early 1997 and extends through the northeast portion of Missouri City. 

The beltway ties U.S. Highway 90A to U.S. Highway 59, Interstate 10, and State Highway 288. On the 

east side of Missouri City, the Fort Bend Tollway, which connects Beltway 8 to State Highway 6, opened 

to traffic in August 2004. 

The City of Missouri City was founded in 1890 by R.M. Cash and L.E. Luckle, two Houston real estate 

investors. They advertised in the St. Louis, Missouri newspaper and in surrounding towns, referring to the 

property as the “Land of sunshine and eternal summer.” In 1893, W.P. McElroy bought 80 acres in the 

vicinity and began to promote the area. To boost sales in Missouri, it was named Missouri City. The first 

business was a blacksmith shop, and then the Buffalo Bayou, Brazos and Colorado Railroads were built 

north of the town, in 1853, and a depot was constructed in 1902. The town was the railroad shipping point 

for the Blue Ridge oil field and salt mine. Another rail line, known as the Sugar Land Railroad, served the 

sugar cane industry. 

According to historians, in February of 1895, one of the worst blizzards in Gulf Coast history dumped 24 

inches of snow in Missouri City. Many Northerners went back home; but of those who stayed, many went 

on to prosper in farming and ranching. Missouri City became the first town in Fort Bend County to make 

use of the natural gas which was piped underground in the early 1920s. In 1933, during the Great 

Depression, Missouri City had a population of only 86. By 1940, the population climbed to 100 and 

remained constant through the 1950s. 

The City was incorporated in 1956. Operating under the “Home Rule Charter” adopted in 1974, the city has 

a Council-Manager form of government, with six council members and a mayor serving staggered two-year 

terms. The City Council enacts local laws, determines policies, and adopts the annual budget. The City 

Manager is appointed by the City Council and is responsible for daily management of the City. 

Large land holdings of original settlers in the area, left intact through generations, have allowed developers 

to acquire the massive acreage required for several master-planned communities. Well-designed and 

strongly enforced private deed restrictions, along with public planning and zoning, allow for residential, 

retail, office, and industrial components to be carefully planned. Over the past decade, Fort Bend County 

has been ranked among the top ten fastest growing counties in the United States. Its quality housing, 

recreational, and educational opportunities have made it an attractive community for people of diverse 

backgrounds and incomes. Missouri City has experienced an increase in population over the past ten years, 

from 54,170 in 2001 to the present 68,101. 

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THE REPORTING ENTITY AND ITS SERVICES 

The City of Missouri City, Texas was incorporated March 12, 1956 and adopted the "Home Rule Charter" 

on November 23, 1974, pursuant to the laws of the State of Texas. The City operates under a Council- 

Manager form of government and provides services authorized by its charter. Presently these services 

include: police and fire protection, drainage, building and code inspection, planning, zoning, engineering, 

street repair and maintenance, park maintenance, recreational activities for citizens, and general 

administrative services. 

The City is an independent political subdivision of the State of Texas, governed by an elected sevenmember 

council, and it is considered a primary government. As required by generally accepted accounting 

principles, this budget has been prepared based on considerations regarding the potential for inclusion of 

other entities, organizations, or functions as part of the City's financial reporting entity. No other entities, 

organizations, or functions have been included in the City's financial reporting entity. Additionally, as the 

City is considered a primary government for financial reporting purposes, its activities are not considered a 

part of any other government or other type of reporting entity. 

Consideration regarding the potential for inclusion of other entities, organizations, or functions in the City’s 

reporting entity is based on criteria prescribed by generally accepted accounting principles. These same 

criteria are evaluated in considering whether the City is a part of any other governmental or reporting 

entity. The overriding elements associated with prescribed criteria considered in determining the City's 

financial reporting entity status as that of a primary government are that it has a separately elected 

governing body, it is legally separate, and it is fiscally independent of other state and local governments. 

Additional prescribed criteria under generally accepted accounting principles include considerations 

pertaining to organizations for which the primary government is financially accountable, and considerations 

pertaining to other organizations for which the nature and significance of their relationship with the primary 

government are such that exclusion would cause the reporting entity's financial statements to be misleading 

or incomplete. 

Presently, the City has 21 municipal utility districts (MUDs) that provide water and sewer services within 

the City. Property tax rates for these overlapping governments are included in the budget for informational 

purposes. 

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40,613,708 

36,804,559 

3,007,066 

Total Revenues 

Fund Balance 

Other Financing Source 

1,728,959 

76,166,402 

Total Expenditures 

Ending Balance 

Reserves & Transfers 

City of Missouri City, Texas 

FY 2013 Funding Sources and Uses 

70,271,309 

SOURCES 

USES 


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Fines & Forfeitures 

Licenses & Permits 

Franchise Fees 

Other Revenues 

Sales & Other Taxes 

Intergovernmental 

Revenues 

Charges for Services 

Ad Valorem Taxes 

Other Financing Uses 

Contingencies 

Other Services 

Commodities 

Debt Service 

Contractual Services 

Personnel 

Capital Outlay

December 6 Tuesday 

FY 2013 BUDGET CALENDAR 

Delivery of Capital Improvements Program Budget instructions & Budget Calendar to Leadership 

Team 

January 20 Friday Council Retreat - Quail Valley Golf Course 

January 30 Monday 

February 7 Tuesday 

February 7 Tuesday 

February 13 Monday 

Operating Budget information to departments. IT Director to speak on IT capital requests. Hold 

training on budget module, general ledger and purchasing. 9:00 am 

Vehicle Replacement Meeting – Review replacement schedule-Police Chief, Fire Chief, Public 

Works Director, Planning Director, Parks Director or representative for each. 10:00 am 

Building Repair and Maintenance Meeting-Discuss departmental building repairs-All Department 

Heads or representative of each. 2:00 pm 

Departmental IT. requests due to be turned into IT (Kendall) no later than 5 pm. Departmental 

Building Maintenance requests due to William Hajdik no later than 5 pm 

February 24 Friday Preliminary revenue projections by Finance Director. 

February 24 Friday Receive Budget request (Basic, Supplemental and Capital) from Department Heads. 

Feb 27 - Mar 09 Mon - Fri Finance Director to compile Budget. City Manager and Finance Director review requests. 

March 5 Monday Department Narratives (Description, Goals, Objectives, Measures & Indicators) due to Finance. 

March 26 - April 4 Mon-Wed Department Heads meet with City Manager and Finance Director for review of Budget request. 

April 13 Friday Last revision of estimated revenues, expenditures. 

April 27 Friday Complete Capital Projects and Debt Service Budget. 

May 14 Monday 

Special Council Meeting-City Manager presents preliminary budget; Department Directors. 

6:00PM 

May 21 Monday Departmental Program Presentations; 6:00 pm-Communications, Court & City Secretary 

May 29 Tuesday 

Departmental Program Presentations; 6:00 pm; Public Works, Parks/Rec., IT, HR/OD & 

Development Services 

May 31 Thursday Departmental Program Presentations; 6:00 pm; Police, Fire, Finance, Legal & Administration 

June 1 Friday Proposed Budget to City Council with City Manager’s recommendations. 

June 18 Monday 

June 26 Tuesday 

Public Hearing, Budget Adoption and Ordinance. Budget Amendment Ordinance for current 

fiscal year. 

Informational meeting with divisions to discuss what was approved in budget and what line items 

were increased. 

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=============================== FY 2013 ANNUAL BUDGET ================================= 

City of Missouri City Mission Statement 

“To provide the citizens of Missouri City 

with quality service and efficient use 

of resources.” 

TO: Honorable Mayor Owen and City Council 

FROM: Edward A. Broussard, City Manager 

DATE: June 1, 2012 

RE: Proposed Fiscal Year 2013 Annual Budget and Financial Plan 

These past two decades has been a dramatic period of growth and change for Missouri City. The community 

moved from being located at the “end of the earth” to now being known where the vision of a quality place to 

live, work and play has become reality. In 2007, writer Karl Hauenstein captured this metamorphous with the 

following: 

Take a look at Missouri City today. There is a substantial commercial side to the city, a new 

dynamism underway changing it. It is no longer a sleepy, residential, bedroom community as it 

was once described. That feel in Missouri City is a thing of the past. 

While the image of a bedroom community has changed, the small-town perseverance that gave birth to Missouri 

City continues. When the time came to make major, difficult decisions about our future, the people of Missouri 

City stood tall and built on the strong foundation that had been laid by those who came before. The strong belief 

in high community standards and citizen involvement continues with each discussion held by the City Council, 

its boards and commissions, neighborhood associations, and City staff. We are proud of our community and 

neighbors, and seek to serve them as we all work together to have Missouri City continue to be a desirable place 

to live, work, play and shop. 

The recent designation by Rice University as the most diverse city in the greater Houston area showcases the 

strength of this community. Our diversity brings different ideas and traditions to the table, but we are united in 

the direction of our community’s future. No matter where we or our ancestors came from, we are part of 

Missouri City because it is where we want to live and where our future generations will find a quality place to 

call home. 

It is my honor to present to you the Fiscal Year 2012-2013 Annual Operating Budget. The budget before you is 

the culmination of months of planning, difficult discussions, continued revisions, and challenging thinking to 

gauge, prioritize, strategize, and eventually put into action programs and services for the citizens of Missouri 

City. Adoption of the annual budget is one of the most important actions of the Council each year as it provides 

a roadmap to City staff and citizens on what the City will do the next year. It is a connection between the longrange 

plans of the community and the annual revenues the City expects to collect. 

With a progressive vision toward the future, the City has continually advanced the mission statement of 

providing quality service and efficient use of resources. Some of the movement forward has been dramatic 

leaps and others have been smaller steps. Each of these makes substantial change possible and improves the 

lives of our residents, businesses, and community partners. Before we examine the progress expected with the 

next fiscal year, we want to reflect on some of highlights from the past year. 

===============================CITY OF MISSOURI CITY================================= 

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Construction of the City Centre at Quail Valley 

Upon finalizing the design of the new City Centre at Quail Valley this past summer, staff accepted competitive 

sealed proposals for constructing the new building and City Council subsequently awarded a construction 

contract to Summit Builders. The new facility will house a larger golf pro shop, bar and grille, and will include 

multiple meeting and conference rooms which will be available to rent by the community. Most importantly, the 

City Centre’s ballroom will seat more than 300 and is fully equipped with a catering kitchen, bridal suite, and 

state of the art audio/visual presentation equipment. The building is scheduled to open for business in the fall. 

Shortly thereafter, the existing club house will be demolished and replaced with cart paths leading to a new cart 

barn, which will be constructed on the north side of City Centre mid-summer. 

Construction of the Missouri City Recreation and Tennis Center 

With City Council’s input provided during the design development phase, staff completed the final design of the 

new Recreation and Tennis Center. After receiving competitive sealed proposals for construction, the Council 

awarded a construction contract to Rosenberger Construction. The new building contains major upgrades from 

the existing recreation center, including a full size gym, a 3,600sf cardio and weight room, and larger women’s 

and men’s locker rooms. The facility also includes three community rooms, one with a dance floor, and a Kid 

Zone. Thirteen tennis courts were refurbished complete with new fencing, net poles, and a high efficiency 

lighting system. The new building and tennis courts will be ready for a grand opening in July. 

Opening of the Surface Water Treatment Plant 

The Fort Bend Subsidence District has mandated a 30% reduction in groundwater pumpage in the city by 

January 1, 2014. The City, in partnership with 40 public well owners, has completed the construction of the 

Missouri City Regional Water Treatment Plant, Phase 1, which is capable of providing 10 million gallons per 

day of treated surface water to customers to meet the mandate. The plant started delivering water to customers 

on February 16, 2012 and has been a highly successful project. The original project budget was $53 MM. The 

completed plant was constructed for $49.5 MM, including the acquisition of an additional 60 acres of land for 

future reservoir storage. Total project change orders have been maintained below 1.5% of the project costs. 

The project is funded by pumpage fees based upon the amount of groundwater pumped by users and it is 

projected that the current $1.40/1,000 gallons pumped will stay in place for several years and is the lowest 

pumpage fee in the region. 

Selection and Initial Implementation of Enterprise Resource Planning Program 

After a year of review and product demonstrations, contracts were awarded in late 2011. Then in January 2012, 

the City embarked on an 18-month implementation of its new software system or Enterprise Resource Planning 

(ERP). The new system will be replacing a 15-year-old software system in departments and services throughout 

the city. The new ERP is a best of breed system that will address tremendous challenges as our community 

grows, flexes and adapts to our future. As initially planned, the new systems will address the following ‘highlevel’ 

objectives: 

• Reduction in manual business processes; 

• More user friendly interfacing, making training easier than the existing system; 

• Improved reporting and internal and external customer access to information; 

• Reduction in the number of “shadow” systems (those functions today that are performed outside the ERP in 

spreadsheets and stand-alone databases); 

• Improved integration between the various modules and systems throughout the city, thus reducing repetitive 

data entry. 


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Implementation is being accomplished over the next year with six major phases. 

Phase System 

Name 

Expected “GO LIVE” 

Municipal Court INCODE Went live March 2012 

Finance & Purchasing MUNIS July 2012 

Human Resources & Payroll MUNIS October 2012 

Public Safety (Police, Fire & Rescue) OSSI October 2012 

Development Services (building, health inspection, code 

enforcement, business licenses) 

MUNIS Mid 2013 

Work Orders MUNIS Mid 2013 

Adoption of the Revised Sign Ordinance 

By working with and seeking input from local business partners, residents, elected and appointed officials, City 

staff has facilitated the process to update and revise the City’s sign regulations. The purpose of the proposed 

amendments are to update and make the regulations more user-friendly; allow the regulations to reflect current 

industry trends; provide greater flexibility for compliance with the regulations; and, to continue to promote the 

use of quality design and materials throughout the City. After several public meetings and workshops, the 

Planning and Zoning Commission forwarded its final report to the City Council, who approved the amendments, 

excluding the vehicle signs section which remains under review. 

Improvements to the Transportation System 

In FY 2012, the City completed several major improvements to the transportation system in the city. 

Construction was completed on the $4.5 MM raised median project on State Highway 6 to improve traffic 

safety and roadway capacity. Intersections were upgraded on SH 6 with the addition of additional turn lanes to 

improve intersection capacity and three additional traffic signals were constructed on SH 6 and FM 1092 at a 

cost of $3 MM. This included a triple left turn lane at FM 1092/SH 6, the most heavily travelled intersection in 

the city. In addition, the Intelligent Transportation System and the Traffic Management Center were completed 

at a cost of $3.5 MM. The ITS system upgraded all signals in the city to modern signal technology that will 

enable remote monitoring, consistent time-of-day for signal operations, improved signal progression and 

adaptive signal timing. The resulting system will reduce travel times on major thoroughfares, reduce emissions 

due to stop-and-go traffic and reduce signal downtime and benefit drivers through reduced time spent in traffic 

and reduced operating costs. 

COPS Grant Approval 

Since the mid 1990s the Department of Justice COPS Hiring Recovery Program made funding available for law 

enforcement agencies to receive, via a grant, additional police officers. In fiscal year 2011 and 2012, the MCPD 

applied for and was awarded a grant for four additional police officers. The grant application was capped at 5% 

of each agency’s sworn strength and at the time of initial application, our sworn strength was 79. The grant was 

approved and Missouri City received the second largest distribution of COPS grant money in Texas (second 

only to the Houston Police Department). The disbursement covers 100% of salary and benefits for four officers 

for three consecutive years, totaling over $893,000. 

The City is obligated to retain these new officers for a minimum of 12 months after the three-year funding 

period, and assumes responsibility for the new officers' salary and benefits. The additional start-up equipment 

costs for the four officers, including two new fully equipped patrol cars, totaled $145,257. These four officers 

have been hired and are in the training program at this time. The police department now has 94 sworn officers. 

Burglary/Auto Theft Team Grant Approval 

In calendar year 2010, we responded to 400 reports of Burglary/Theft from a Motor Vehicle, 71 cases of Auto 

Theft, and 354 attempted burglaries of motor vehicles and/or thefts. To help combat these types of crimes the 

MCPD located a grant through the Texas Department of Public Safety and targeted that grant application as a 

means by which we could combat those type crimes using a task force approach. 


xxi


The 80/20 grant only allowed for personnel and training costs, and did not pay for vehicles, equipment, or other 

allowances. The application was submitted with the intent to fund an additional two officers and one detective. 

The grant was awarded, at a reduced funding level, as the Auto Burglary and Theft Prevention Authority 

allocated $130,000 to the city in support of the MCPD-BAT concept. City Council unanimously approved 

funding the balance of $163,000 to create the team, finance rental vehicles, and related equipment. The MCPD- 

BAT Team hit the ground running on September 1, 2011, and reduced the incidence of auto related crimes 

significantly. 

Economic Development Achievements 

The City’s economic development function continued to be a star in Ft. Bend County as record number of 

businesses made Missouri City home. During the past twelve months, four new industries were located in the 

north end of the city, either at Lakeview Business Park or along Gessner Road. With the addition of Southwest 

Electronic Energy Corp., Warren Alloy and Fittings, Twin Star, and Niagara Bottling, 366 employees will soon 

be employed in the city and an initial taxable value of $171.5 million. There was strong competition for each of 

these industries, both in the Houston area and in other locations along the Gulf Coast. Through tax abatement 

incentive packages, the City was able to secure the businesses for Missouri City and provide a benefit for 

current and future residents. 

Analysis and Adoption of a New Redistricting Plan 

Using the 2010 census data, the City Council contracted with Bickerstaff Heath Delgado Acosta LLP to conduct 

an analysis of the four single-member districts of the city and any possible redrawing of the maps that would be 

needed. The Council, working with City staff and representatives of Bickerstaff Heath Delgado Acosta, 

developed criteria for redrawing the maps and selected a new plan for public input and consideration. The 

schedule for the redistricting process continues into the next fiscal year as the U.S. Department of Justice 

reviews the submitted redrawn map and considers approval for the City’s use. 

2013 FOCUS 

This continues to be a difficult year for the City from a fiscal perspective as the property tax valuations continue 

to remain flat among increasing foreclosures and slow economic growth overall. Budgets have been prepared 

by evaluating the brutal facts of the various programs that we administer and determine if the benefits outweigh 

the costs. Although most if not all programs remained as in the previous year, staff is keyed on identifying and 

documenting any program that could be made more efficient or even terminated based on the benefit citizens 

receive. 

We have continued to include the METRO funding that we receive as reimbursement for our sales tax half-cent 

as a funding source in the Capital Improvement Program beyond the 2014 fiscal year. 

2013 Budget Objectives include implementing a citizen survey, a compensation study, a mini-substation, the 

beginning of Fire Station #5 and to provide operational funding for the two new facilities, the Recreation & 

Tennis Center and the City Centre. 

The 2012-2013 Budget has been prepared to deliver services according to our collective strategic plans based on 

a flat tax rate of $0.52840. 


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2013 BUDGET OBJECTIVES 

Below are the major budget initiatives outlined in the budget. 

Opening of the City Centre at Quail Valley 

The opening of the new City Centre at Quail Valley provides a lot of new opportunities for the City and the 

LGC. Not only will it enable us to host more and larger golf events, play host to numerous local organizations 

and expand our Grille operations, it will also allow us to grow our non-golf event business. This side of the 

business will be a key to the future success of the City Centre at Quail Valley. 

In an effort to capitalize on these opportunities we are working with some new partners to ensure we offer 

proper service to our guests. We will be contracting a special event coordinator to sell and manage these events 

as well as working with a catering partner to service the additional business. In the past Quail Valley Golf 

Course has been able to sustain revenues to cover operations with the exception of utilities expenses. It is our 

intent to drive enough revenue with the new capabilities of our business to cover all expenses and possible even 

set some funds aside in a capital reserve. The key components of the first year budget are the additional food 

and beverage revenues and the utilities and other operational expenses that are new to our business from the new 

facility. 

Opening of MCPD Mini-Station on Texas Parkway 

In FY 2013, the Police Department will continue its established tradition of having a police department 

representative at every scheduled HOA meeting and continue to use officer accountability to gauge citizen 

satisfaction, and make regular contact with community leaders as a means to solicit valuable input from the 

community. A Police Mini- Station on Texas Parkway will serve as a daily reminder to citizens of the City’s 

commitment to their community; it practically embeds us in the community. A police mini-station demonstrates 

the City’s public safety investment in our commercial areas. Imbedding a police department operations and 

deployment point in the community is an extension of the community policing practices that have proven 

effective in reducing the incidents of crime in Missouri City. The northern portion of Missouri City is bordered 

by the southwest portion of the City of Houston, one of the highest crime areas in the City of Houston, yet 

through the partnership forged with the community, the City has been able to keep criminals from operating in 

Missouri City unimpeded. 

Distribution and Analysis for Citizen Survey 

Staff has budgeted funds for a citizen survey for the next fiscal year. It becomes important on a regular basis to 

measure the satisfaction levels of our citizens on the services provided, as well as survey the citizens’ priorities 

for future programs. With the bond election under consideration for May 2013, the results of a survey of a 

scientific sample of Missouri City residents could be useful to determine the needs for projects that may be 

considered for the bond referendum. In addition, the results will be used in future strategic planning and as 

performance measures for our services. 

Site Acquisition for Proposed Fire Station No. 6 

The 2008 fire station location study identified the need for a fire station to serve the area of Lake Olympia and 

portions of Quail Valley. This future fire station will improve response times for fire resources in these areas. 

Additionally, the new station will assist in improving the City’s ISO rating, resulting in possible insurance rate 

reductions. This objective secures a site adequate for a fire station that to be constructed in the future. 

Construction of Fire Station No. 5 

The Fire Protection Agreement between the Sienna developer and the City provides a provision for the 

construction of a fire station in Sienna Plantation. The construction of the station and the purchase of the fire 

engine and associated equipment will be funded by the Sienna Municipal Utility District. Over the next year, 

the City will coordinate the final design and construction of the station; develop specifications, order, and equip 

the fire engine; hire the staff; and develop the support mechanisms to operate the fire station for a projected 

opening date in the last quarter of 2013. 


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Construction of the New Animal Shelter 

The new Animal Shelter will be a 2,660 SF one-story building; fully enclosed and climate-controlled, and 

include 24 dog kennels, 12 cat kennels and a dog quarantine area. The animal shelter will be equipped with 

efficient lighting in all areas including natural lighting where possible, and a flooring system appropriate for 

shelter animal care in addition to a plumbing system appropriate for animal care and use. This new facility will 

take the place of the current animal shelter which currently has 8 dog kennels, 4 quarantine kennels and 2 cat 

cages. The facility is also used by the City of Stafford which has an interlocal agreement with the City to use 

25% of the facility for animal care. 

The new Animal Shelter, which is expected to cost $691,611, is being constructed to meet the needs and future 

demands of the City’s and the City of Stafford’s growing intake population of dogs and cats. The current 

facility, rated at housing a maximum of 16 animals, routinely houses between 16 and 30 animals. In addition to 

the added capacity, the new facility will protect the animals from the elements, provide for an improved welfare 

of the animals, create an environment where the public will feel comfortable when visiting, and promote a 

positive image for encouragement of increased pet adoptions. 

Implementation of a Compensation and Benefits Study 

One of the key goals for the next fiscal year is to ensure that the City can retain key employees by providing 

development and career progression opportunities, recognition, and the assurance to all City employees that we 

will remain market competitive in all positions. As such, for Fiscal Year 2013, the Human Resources and 

Organizational Development staff is moving forward with the following goal: 

Spearhead a comprehensive Compensation and Benefit Audit of the City’s Rewards Package to 

collect, analyze, and implement recommendations to that will help the City identify actual or 

perceived needs for market-based salary adjustments; a review of existing market cities; 

compensable factors and defining the City’s compensation philosophy before the end of the 

FY2013. 

Ideally, the City will continue to offer what is arguably one of the most comprehensive rewards packages in any 

organization in America today. Additionally, the City will continue to market its strengths to secure and retain 

professionals who are looking for jobs that make a difference, offer interesting and varied challenges and have 

positive working relationships. 

Beautification of City Hall Property 

At the request of City Council in early 2012, TBG Partners was put under contract to design a multiphase 

landscaping plan for the beautification of the City Hall campus. An initial three (3) phase landscaping design 

was approved for further preparation and development of plan documents, construction and bid documents, and 

review of the proposals received. The first phase of this plan includes construction and installation of phases 1, 

1A and 2. These phases will include vegetation, irrigation and an event plaza with parking. Funding of 

$334,000 is identified in the FY2012-2013 Capital Improvement Fund. 

Increased Maintenance for Sidewalk Repair Program 

The City has historically allocated $150,000 per year for sidewalk maintenance. This funding level results in 

an average of 10,000 linear feet of replacement and 1,000 sidewalk leveling locations per year. The City of 

Missouri City has approximately 330 miles of sidewalks in public rights-of-way. Due to the impact of the 

drought in the last calendar year, sidewalk failures have increased. By increasing the sidewalk maintenance 

allocation the City can increase the amount of repairs performed on substandard sidewalks to reduce the backlog 

of needed repairs. It is estimated that the proposed $400,000 allocation will result in approximately 25,000 

linear feet of replacement and 1,500 leveling locations in the next fiscal year. 


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Development of New Programming for Missouri City Recreation and Tennis Center 

The completion of the new Recreation and Tennis Center will give recreation staff an opportunity to provide 

many new programs to the citizens of Missouri City. Staff intends to continue with successful programs that are 

currently offered, such as karate, fencing, line dancing, senior aerobics, step aerobics and Renaissance Martial 

Arts. 

The Recreation Division will offer diverse programs to serve multiple segments of the population. Exercise 

classes like yoga, boot camps, Zumba, spinning, self-defense and personal training instruction will serve the 

fitness oriented citizen. Cheerleading, gymnastics, tumbling, volleyball and 4-H will keep our youth busy with 

positive activities. It is our intent to offer classes for special population citizens. Programs will include wheel 

chair sports, activities with our ARC neighbors and Special Olympic training. Opportunities for area seniors will 

include game days and social activities. The Recreation Center will also offer community education type classes 

such as Empowering Women and a Bully Proof curriculum. 

A major component of programming will take place on our tennis courts. Programs will be offered for all ages 

and all levels of play. Tennis activities will include open play, leagues, lessons, tournaments and clinics. The 

recreation staff will continually survey our customers to better gauge their needs and interests. 

Improvements for Texas Parkway Corridor 

In FY2013, the City will be coordinating with TxDOT for the installation of a raised median along Texas 

Parkway. The median will replace the existing continuous left turn lane starting at Third Street and ending at 

FM3345 (Cartwright Road). Within the median area, the existing pavement will be excavated where the median 

width is 10ft or greater to allow for future landscaping. In these areas, conduit will be included for future 

irrigation and lighting installations. The median design also incorporates the nutmeg colored stamped asphalt 

that has been used on other median improvements throughout the city, including SH6 medians. The estimated 

construction cost is $1.3 million, of which TxDOT will fund $1,041,065, leaving $260,266 to be covered by the 


Full Implementation the Enterprise Resource Planning Program 

The ERP is an integrated system that operates in real time that shares a common database, which supports all 

applications and provides a consistent look and feel throughout each module. This new system when fully 

implemented in FY 12-13 will provide many benefits to the internal and external end users the City works with 

on a daily basis. These end users will recognize the following ‘high-level’ benefits: 

• Reduction in manual business processes; 

• More friendly user interfacing making training easier than the existing system; 

• Improved reporting and internal and external customer access to information; 

• Reduction in the number of “shadow” systems (those functions today that are performed outside the ERP in 

spreadsheets and stand-alone databases); 

• Improved integration between the various modules and systems throughout the city, thus reducing repetitive 

data entry. 

All components of the ERP will be fully implemented during the FY 2012-2013 

Planning for Drainage Improvements 

The Willow Waterhole Watershed is located north of US 90A in Missouri City and includes one of the two 

major business parks in Missouri City. The watershed Master Drainage plan was last formally updated in the 

late 1980s utilizing drainage modeling technology that was available at that time. As development occurred 

since that update multiple localized drainage analysis have been conducted. It is necessary to incorporate these 

newer, localized studies into a comprehensive master drainage plan that takes advantage of the advances in 

drainage models that have occurred in the last 25 years to provide a road map for storm water management in 

the watershed. By doing so, the city will be able to maximize the amount of developable area in the watershed, 


xxv


thereby enhancing the resulting tax base and reducing development costs. The proposed cost for this study is 

$140,000. 

The Cangelosi Ditch Watershed has experienced growth that is triggering the need for Phase 2 of the regional 

drainage improvements identified in the 1997 watershed master drainage plan. These improvements consist of 

an earthen berm around the perimeter of the regional detention facility to provide additional detention storage 

volume. The design standard for the Phase 2 improvements is to prevent structure flooding in the 100-year 

storm event. Engineering design and construction for Phase 2 improvements is estimated at $950,000. 

General Fund Summary: 

General Fund 

Comparison of Budget for FY 2013 

FY 2010 

(Actual) 


(Actual) 


Original 



Amended 

Budget* 


Estimated 

Actual 

FY 2013 

Proposed 


Beginning of Year Fund Balance $7,642,014 $8,357,449 $7,961,745 $9,065,729 $9,065,729 $8,480,307 

Revenues 30,638,129 29,047,287 29,678,115 29,860,280 29.860.280 30.238.534 

Other Financing Sources 1,708,299 1,908,704 1,180,906 1,180,906 1,180906 1,180,906 

Expenditures – Base Budget 

(31,083,917) (30,086,609) (30,895,112) (32,627,013) (31,626,608) (31,652,653) 

Other Financing Uses (335,507) (157,129) (183,117) (183,117) -- -- 

Contingency (211,577) (3,973) (1,054,685) (1,054,685) -- (1,649,012) 

Total Expenditures 

(31,631,001) (31,631,004) (32,132,914) (33,540,435) (31,626,608) (33,301,665) 

End of Year Fund Balance $8,357,449 $9,065,729 $6,687,852 $6,384,315 $8,480,307 $6,598,082 

Percentage of Fund Balance to 

Budgeted Revenues 

*As amended and including encumbrances. 

25.84% 29.29% 21.67% 20.69% 27.32% 21.00% 

Overall, the total General Fund Budget for FY 2013 for all expenditures and appropriations, including base 

budget, supplemental, capital and contingency decreased $230,261, or 0.7 %, of the original total budgeted 

expenditures for FY 2012. 

While some expenditure line items have slight increases or decreases, the largest increase was $233,250 in 

Commodities for Fuel, Oil & Lubricants. We expect fuel prices to remain relatively at their current prices which 

is materially higher than what was projected in the FY2012 Budget. 

Like expenditures, budgeted revenues for the General Fund for FY 2013 are budgeted very conservatively over 

FY 2012 with an overall 0.7 % increase. Ad Valorem taxes (property taxes) are projected to be $120,000 more 

in FY 2013 from the prior year’s adopted budget. This increase is due to a slight increase in taxable values and 

not to a tax rate increase for maintenance and operations 

Franchise fees are projected to be up $376,000 from the prior year due mainly from the “new” Solid Waste 

Franchise Fee on residential and commercial users. Sales tax is budgeted to be up $500,000 due to improved 

monthly trends in collections, license and permit revenues remain constant, and fines and forfeitures are 


xxvi


projected to be up slightly. Intergovernmental revenues are up $261,000 due to a proposed “new” Emergency 

Response Fee, increased alarm permit fees and additional fire district fees. 

The budget for FY 2013 projects an end of year General Fund balance of $6.6 million, or 21%, of budgeted 

revenues. This is within the City’s policy range of 15% to 25%. Our benchmark General Fund balance for June 

30, 2003, was $3.8 million and projected to be $8.4 million on July 1, 2012. The City is very attentive to 

maintaining an adequate fund balance for the purpose of emergency preparedness, response and recovery in the 

event a severe disaster impacts Missouri City. 

Debt Service Fund Summary: 

Total budgeted expenditures from the debt service funds for payments for issued general obligation bonds and 

certificates of obligations are $8,908,789. The Debt Service Fund balance is projected to be $4.5 million dollars 

on June 30, 2013, or 47% of the annual scheduled debt payments. Because of this healthy Debt Service Fund 

Balance the budget is adopted with an the Interest & Sinking Tax Rate remaining the same for FY 2013. 

As proposed at this time, the Fiscal Year 2013 budget includes the issuance of general obligation bonds in the 

amount of $1,400,000 for drainage projects. 

Debt Service Fund 


(Actual) 

Comparison of Budget for FY 2013 


(Actual) 


Original 



Amended 



Estimated 


Proposed 


Beginning of Year Fund 

Balance 

$3,577,337 $4,908,682 $5,963,196 $6,286,811 $6,286,811 $4,695,801 

Revenues 7,810,739 7,595,709 7,759,344 7,759,344 7,493,660 7,736,538 

Expenditures (6,936,289) (8,411,639) (9,666,524) (9,838,177) (9,456,691) (8,908,789) 

Other Financing Sources 456,894 2,194,059 310,124 310,124 372,021 326,160 

End of Year Fund Balance $4,908,681 $6,286,811 $4,366,140 $4,518,102 $4,695,801 $4,219,495 

Highlights of the Fiscal Year 2013 Budget: 

Property Tax Rate: Due to a July 1st start of the fiscal year, Missouri City’s property tax revenues are 

budgeted with the disadvantage of not having certified appraisals for taxable property. The total current tax rate 

for the City of Missouri City is $.5284 per $100 taxable valuation. This preliminary budget is prepared using 

the assumption of a Maintenance & Operation (M&O) rate as the same as the current $.34773 and the Interest & 

Sinking (I&S) rate the same as the current rate of $.18067. 

Staffing: Approximately sixty-nine percent (69%), or $22,119,487, of the General Fund budgeted expenditures 

are costs associated with personnel, i.e., compensation and benefits. This is a 1.9% increase over FY 2012 final 

budget. The comparison includes a reduction in personnel costs for the TMRS ad hoc election for the entire 

fiscal year of FY 2013 as compared to only six months of FY 2012 which amounts to about $800,000. Also, the 

comparison includes a 10% increase for City contributions to premiums for employee health insurance benefits 

available after January 1, 2013. Employees received no pay increases during FY 2010 or FY 2011 but were 

eligible for a 2.75% increase in FY 2012. The FY 2013 budget has no pay increase proposed. 

The City chose the Ad Hoc election for C.O.L.A.s and Updated Service Credits of its’ Texas Municipal 

Retirement System (TMRS) contribution rate to reflect choosing at this time not to “pre-fund” cost of living 

adjustments for future retirements. This change, in addition to State Legislature changes that resulted in a drop 

in most all TMRS member city contribution rates, is expected to have the City realize a projected annual savings 

of approximately $1,677,000. This savings is temporary and depending on the actions of the State Legislature 


xxvii


the city’s rate is expected to grow each year until it exceeds the more stabilized Repeating election for 

C.O.L.A.s and Updated Service Credits. 

Capital Improvements Program (CIP) Summary: 

The proposed CIP budget for Fiscal Year 2013 primarily includes projects approved by Missouri City voters in 

2003 and 2008 and funded through the issuance of general obligation bonds as authorized in those elections. 

Other projects address utility matters such as the construction of the surface water treatment plant to meet State 

groundwater reduction mandates or construction of wastewater treatment projects to meet Federal and State 

environmental laws and rules. The funding for these utility projects are to be paid by the customers of the 

various entities that provide utility services to those residents benefitting from the project. 

The CIP program as presented in this proposed budget has budgeted expenditures being made from existing 

funds already “on hand” and from “additional” monies from the issuance of $1,400,000 General Obligation 

Bonds for drainage projects. The primary considerations in developing the proposed Fiscal Year 2013 CIP 

were: (1) complete projects already underway and formerly committed to; (2) fund projects that have a limited 

window of opportunity such as leveraging City resources with resources of other agencies; and (3) implement 

projects that are time sensitive and widely benefit the City. Some of those projects are: 

• Cangelosi Watershed Improvements 

• Stafford Run Bank Stabilization 

• Sidewalk program 

• El Dorado Bridge Replacement 

• Street and Road Improvements 

• Animal Shelter 

Capital and Supplemental Budgets: 

No capital or supplemental items or programs are included in the General Fund. Some capital and supplemental 

expenditures will be made from special revenue funds that have dedicated revenues for specific purchases that 

are established by federal, state or local law and rules. Examples of these special revenues funds are the 

Narcotics Seizure Fund, Court Building Security Fund, Court Technology Fund, MCTV Facilities/Equipment 

Fund and the Community Development Block Grant Fund. 

Thanks to the City Staff and City Council Budget Committee: 

The City employees are to be commended for their continued efforts to meet these challenging times. Missouri 

City has long had a reputation for effectively and efficiently utilizing the resources available. The City has been 

able to document this with actual data for revenues per capita and employees per capita. When “normalizing” 

for comparable services, the City ranks at or near the best for such measures on providing top notch city services 

with limited resources for similar sized cities in the Houston area, as well as the State. The department heads of 

this organization have provided the necessary leadership that has enabled the City to continue providing these 

quality services and programs during the economic challenges that have created significant budget constraints 

over the last few years. The cooperation and teamwork of all the employees and City Council are greatly 

appreciated for the development of this fiscally sound budget. 

Sincerely, 

Edward A. Broussard 

City Manager 


xxviii


Changes to the Basic Budget Proposed by the City Manager are: 

ADJUSTED BASIC BUDGET FOR THE GENERAL FUND $262,487 

SUPPLEMENTAL 

Police Administration Division 

Texas Parkway Police Mini-Station $ 16,240 

Fire Operations Division 

Cell phone allowance for Battalion Chiefs 1,620 

(3) AEDs for Police Station 6,000 

Public Works Administration Division 

Cell Phone Allowance for Utilities Coordinator 638 

Recreation Division 

Recreation Specialist 67,407 

Recreation Attendant 54,832 

(1) Part-Time Tennis Professional 25,190 

(2) Part-Time Front Desk Attendants 16,973 

(4) Part-Time Recreation Leaders 33,587 

Total Supplemental $ 222,487 

CAPITAL 

Fire Operations Division 

(5) Cardiac Monitor/Defibrillators (lease/purchase) $ 40,000 

Total Capital $ 40,000 

Other Funds 

SUPPLEMENTAL & CAPITAL 

Narcotics Seizure Fund 

Coban Equipment $ 50,000 

General Equipment/Building Security 20,000 

Investigative/Tactical Equipment 15,000 

Crime Prevention & Training 15,000 

Total Narcotics Seizure Fund $ 100,000 

Court Building Security Fund 

Salary for (2) Bailiffs for jury trials provided by patrol division $ 10,000 

TMCEC, & Misc Training for Court Personnel 5,000 

Total Court Building Security Fund $ 15,000 

Court Technology Fund 

Laptop for Municipal Court Director $ 2,600 

Incode Online Search 5,500 

Incode Jury Data Import 4,400 

(15 Electronic Ticket Writers with maintenance 32,401 

(4) Additional Handheld Ticket Writers 18,100 

Total Court Technology Fund $ 63,001 


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MCTV Facilities/Equipment Fund 

Mac hardware, (2) blu-ray burners, (4) 2P2 cards. Server storage, 

I-Mac $ 18,179 

Granicus, Ripple, camera cleaning (Service Agreements) 32,400 

Barbizon Lighting 8,000 

(2) Mac-Pro 12,000 

Total MCTV Facilities/Equipment Fund $ 70,579 

TOTAL SUPPLEMENTAL AND CAPITAL (ALL FUNDS) $511,067 


xxx

============================ FY 2013 ANNUAL BUDGET ================================ 

ORGANIZATION OF THE BUDGET PROCESS 

Section I 


The brief summary of information in the various sections within the budget is listed below. 

Manager’s Message is designed to summarize key budget meetings and budget decisions proposed by the 

City Manager to City Council on June 1, 2012. 

Executive Summary provides information pertaining to the various sections located in this budget, including 

budget presentation guidelines, objectives, philosophy, policies, Financial Policy Plan, Debt Service Policy, 

fund accounting, basics of accounting, Fixed Asset Capitalization Policy, cash management, investments, and 

others. 

Budget Summary provides historical and graphical comparisons and projections. 

Assessments & Levies includes historical property assessed values since the inception of taxes in 1970 to 

present. 

Long-Term Plans includes summations of the City Comprehensive Long-Range Plan adopted in 1990, 

various other individual provided approved plans and objectives, and population estimates for the future. 

General Fund provides detailed analysis of the City’s general operating fund, revenue, expenditure, and fund 

balances. 

Special Revenue Funds provide a separate accounting for the Parkland Dedication, Narcotics Seizure, Radio 

Communications, Municipal Court Funds, MCTV Facilities/Equipment, Community Development Block 

Grants, Development Authority, Tax Incremental Reinvestment Zones, Public Improvement Districts, and 

Hotel Occupancy Tax Funds. 

Debt Service Funds account for all long-term debts of the City, because the City has not adjusted the 

Enterprise funds. 

Internal Service Funds provide a separate accounting for Fleet Maintenance, Fleet Replacement, Information 

Technology Maintenance, Information Technology Replacement, and Building Maintenance activities, which 

are charged back to user departments. 

Capital Improvement Funds is a listing of projects that are included in this fund with detailed operations 

provided in Volume II of the budget. 

Utility Funds account for the City’s utility operations, which are financed and operated similar to a private 

business enterprise. 

Supplemental Information includes supplemental information consisting of ordinances, general community 

information, a glossary of terms, account structures for classification of expenditures, pay plan information 

provided for our departmental internal use, and various other information. 


1


BUDGET PRESENTATION GUIDELINES 

The fiscal year 2013 budget document has been prepared and presented in an effort to comply with the 

guidelines and recommendations of the Government Finance Officers Association of the United States and 

Canada (GFOA) Distinguished Budget Presentation Awards Program. The following four areas must be 

included in a budget presentation in order to be considered for the budget award: (1) the budget as a policy 

document; (2) the budget as a financial plan; (3) the budget as an operations guide; and, (4) the budget as a 

communications device. A brief explanation of each of these criteria is presented below. 

The budget as a policy document. This criterion involves including a statement (or statements) of budgetary 

policies, goals and objectives for the year, and also explaining the budgeting process to the reader. There are 

goals and objectives included throughout the document which we believe satisfy this requirement. 

The budget as a financial plan. This criterion involves including an explanation of the financial structure 

and operations of the City, and the City’s major revenue sources and fund structure. The budget should 

contain an all-inclusive financial plan for all funds and resources of the City, including projections of financial 

condition at the end of the fiscal year, projections of current year financial activity, and provide a basis for 

historical comparisons. The budget should also present a consolidated picture of all operations and financing 

activities in a condensed format and an explanation of the budgetary accounting basis, whether prepared on a 

generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other 

acceptable method. The budget summary section as well as the various fund and department summaries 

should satisfy this requirement. 

The budget as an operations guide. This criterion involves areas such as explaining the relationship between 

organizational units (departments) and programs, including an organization chart, a description of the 

department organizational structure and staffing levels, and historical comparisons of staff levels; explaining 

how capital spending decisions will affect operations; providing objectives and performance measures; and 

describing the general directions given to department heads through the use of goals and objectives, 

reorganizations, statement of functions, or other methods. Throughout the document, these areas are addressed 

in order to satisfy this requirement. 

The budget as a communications device. This criterion relates to having the budget document available to 

the public; providing summary information suitable for use by interested citizens and/or the media; avoiding 

the use of complex technical language and terminology; explaining the basic units of the budget, including 

funds, departments, or activities; and disclosing sources of revenues and explanations of revenue estimates and 

assumptions. This information is contained in the budget message, transmittal letter and budget summary 

sections. 

In summary, each of the above criterion is recognized by the GFOA as an integral part of any budget 

document in order to convey to the reader the goals and objectives the City will address during the year, and 

how those goals and objectives will be met and measured. These goals and objectives should be conveyed and 

presented to the reader in such a manner that any reader, regardless of the reader’s financial background 

knowledge, will understand them. 


2


BUDGET OBJECTIVES 

The FY 2013 budget has been prepared in an effort to clearly communicate to the citizens and staff of the City 

the overall policies and goals of the City Council. The budget document includes descriptions of the various 

activities and programs (departments) of the City, and comparative service level indicators for each program or 

activity, where available. This format is designed to communicate clearly to the public the goals and 

objectives of the City Council, thereby enabling the reader to gain more useful information about the City, 

without requiring detailed accounting or budgetary knowledge. 

BUDGET PHILOSOPHY 

Budget philosophy varies from organization to organization depending on the local needs and concerns of the 

citizens. Other factors also affect budget philosophy such as the state of the local economy, the needs of the 

organization, the demands of the public for increased services, and the ever-increasing unfunded mandates and 

requirements of federal and state regulatory agencies. The budget prepared by the City reflects a conservative 

perspective with regard to both revenues and expenditures. Although historical comparisons and trends are 

very useful, often-current data and trends will take precedence over prior year trends. When budgeting from a 

“conservative” perspective, revenues are often anticipated either at or only slightly above prior year levels, 

unless there are other known factors that will significantly affect anticipated revenues. By estimating revenues 

conservatively, decreases in any one revenue source due to fluctuations in the economy and variations in 

weather should not adversely affect the City’s “bottom line.” In addition, expenditures are also estimated 

conservatively, i.e., allowances are projected regarding cost increases or unanticipated expenditures. As a 

result, over the years this method of budgeting has resulted in substantial increases in actual fund reserves 

when compared to budgeted or projected fund reserves. The City continues to use this method of budgeting 

rather than use unreasonable projections, which could have an adverse impact on the City’s reserves. 

Traditionally the City has spent 90-95 percent of budgeted expenditures, while actual revenues have been in 

excess of 100 percent of budgeted revenues. These differences have helped the City build and maintain 

adequate reserves in all funds. 

BUDGET PROCESS 

The budgetary process is initiated by a goals setting meeting and budget planning session with the City 

Manager, Department Heads and City Council. The intent of this session is to provide a broad conceptual 

strategy by City Council based on needs and concerns of the citizens, and the overall direction of the City. 

Specific guidelines and limitations are identified for staff use in developing the budget. 

Following this meeting, budget revenue estimates are made by the Finance Director in March of each year and 

amended in early May. The Finance Director utilizes trend analysis over the past years whenever possible; but, 

for a city as diverse as ours, those trends must be adjusted monthly. Therefore, a monthly schedule of 

revenues by line item for the past three years is used to project revenue at mid-point through the year and 

projected again at budget time. The estimates are evaluated by the City Manager before inclusion in the total 

budget. Once revenue estimates have been established, basic budget requests are developed at the department 

level and submitted to the Finance Department for analysis and compilation. The basic budget is considered to 

be the minimum budget that is necessary for the continuation of current municipal service levels during the 

next fiscal year. Supplemental requests for proposed changes from the basic budget, except for certain capital 

items, are then submitted by the department heads to the City Manager. Finally, the five-year capital requests 

are submitted. After the City Manager’s review and approval, the proposed budget is compiled by the Finance 

Department and submitted to the City Council for consideration, review, changes, and final approval. 


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During the year each department, with review of the budget provided by the Director of Finance and overall 

control exercised by the City Manager, maintains expenditure controls. Financial statements are submitted to 

the City Council, City Manager, and Department Heads monthly by the Finance Department. 

Budget amendments may be made from line item to line item within a departmental budget but are usually 

done twice a year by ordinance. The first time is when the tax rate is set in August/September and again near 

the end of the year for the expenditure transfers. 

Constant review of revenue and expenditure estimates is performed to assure the integrity of the adopted 

budget and to assure funds are available to meet current obligations. As a result of this review, it is possible to 

exercise administrative budgetary controls throughout the year. 

BUDGET POLICIES 

In accordance with Article IX of the City of Missouri City Charter and other related ordinances and policies, 

the following budget policies are followed: 

Fiscal Year. 

The fiscal year of the City begins on the first day of July and ends on the last day of June of each calendar 

year. 

Public Record. 

Copies of the budget as adopted shall be public records and shall be made available to the public upon request. 

Annual Budget. 

A. The budget shall provide a complete financial plan of all City funds and activities and, except as 

required by state law or the Charter, shall be in such form as the City Manager deems desirable or the 

Council may require. A budget message explaining the budget both in fiscal terms and in terms of the 

work programs shall be submitted with the budget. It shall outline the proposed financial policies of the 

City for the ensuing fiscal year, describe the important features of the budget, and indicate any major 

changes from the current year in financial policies, expenditures, and revenues, with reasons for such 

changes. It shall also summarize the City’s debt position and include such other material as the City 

Manager deems desirable. The budget shall begin with a clear general summary of its contents, shall 

show in detail all estimated income, indicate the proposed property tax levy, and all proposed 

expenditures, including debt service, for the ensuing fiscal year. The proposed budget expenditures 

shall not exceed the total of estimated income. The budget shall be so arranged as to show comparative 

figures for actual and estimated income and expenditures of the current fiscal year and actual income 

and expenditures of the preceding fiscal year, compared to the estimate for the budgeted year. It shall 

include in separate sections: 

1. An itemized estimate of the expense of conducting each department, division and office. 

2. Reasons for proposed increases or decreases of such items of expenditure compared with the 

current fiscal year. 

3. A separate schedule for each department indicating tasks to be accomplished by the department 

during the year, and additional desirable tasks to be accomplished, if possible. 


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4. A statement of the total probable income of the City from taxes for the period covered by the 

estimate. 

5. Tax levies, rates, and collections for the preceding five (5) years. 

6. An itemization of all anticipated revenue from sources other than the tax levy. 

7. The amount required for interest on the City’s debts, for sinking fund, and for any maturing 

serial bonds. 

8. The total amount of outstanding City debts, with a schedule of maturities on any outstanding 

bond issue of the City. 

9. Such other information as may be required by the Council. 

10. Anticipated net surplus or deficit for the ensuing fiscal year of each utility owned or operated by 

the City, if any, and the proposed method of its disposition; subsidiary budgets for each such 

utility giving detailed income expenditure information shall be attached as appendices to the 

budget. 

11. A capital program, which may be revised and extended each year to indicate capital 

improvements pending or in process of construction or acquisition, and shall include the 

following items: 

a. A summary of proposed programs; 

b. A list of all improvements which are proposed to be undertaken during the five (5) 

fiscal years next ensuing, with appropriate supporting information as to the necessity of 

such improvements; 

c. Cost estimates, method of financing and recommended time schedules for each such 

improvement; and 

d. The estimated annual cost of operating and maintaining the facilities to be constructed 

or acquired. 

B. Submission: On or before the first day of June of each year, the City Manager shall submit to Council a 

proposed budget and an accompanying message. Council shall review the proposed budget and revise 

as deemed appropriate prior to general circulation for public hearing. 

C. Public notice and hearing: The Council shall post in the City Hall and publish in the official newspaper 

a general summary of their proposed budget and a notice stating: 

1. The times and places where copies of the message and budget are available for inspection by the 

public, and 

2. The time and place, not less than fifteen (15) days after such publication, for a public hearing on 

the budget. 

D. Amendment before adoption: After the public hearing, the Council may adopt the budget with or without 

amendment. In amending the budget, it may add or increase programs or amounts and may delete or 


5


decrease any programs or amounts, except expenditures required by law or for debt service. 

Amendment to the budget shall not increase the authorized expenditures to an amount greater than the 

total of estimated income plus funds available from prior years. 

E. Adoption: The Council shall adopt the budget by ordinance on one reading on or before the 25th day of 

June of each year. Adoption of the budget shall require an affirmative vote of at least a majority of all 

members of the whole Council. Adoption of the budget shall constitute appropriations of the amounts 

specified therein as expenditures from the funds indicated and shall constitute a levy of the property tax 

therein proposed. 

F. Failure to adopt: If the Council fails to adopt the budget by the 1st day of July of each year, the 

amounts appropriated for the current fiscal year shall be deemed adopted for the ensuing fiscal year on a 

month-to-month basis with all items in it prorated accordingly until such time as the Council adopts a 

budget for the ensuing fiscal year. The levy of property tax normally approved as a part of the budget 

adoption will be set to equal the total current fiscal year tax receipts, unless the ensuing fiscal year 

budget is approved by July 1st of the current fiscal year. 

Amendments after adoption. 

A. Supplemental appropriations: If during the fiscal year the City Manager certifies that there are available 

for appropriation revenues in excess of those estimated in the budget, the Council by ordinance may 

make supplemental appropriation for the year up to the amount of such excess. 

B. Emergency appropriations: To meet a public emergency created by a natural disaster or man-made 

calamity affecting life, health, property or the public peace, the Council may make emergency 

appropriations, not to exceed ten (10) percent of the current fiscal year’s budgeted receipts. Such 

appropriations may be made by an emergency ordinance. To the extent that there are no available 

unappropriated revenues to meet such appropriations, the Council may by such emergency ordinance 

authorize the issuance of emergency notes, which may be renewed from time to time. 

C. Reduction of appropriations: If at any time during the fiscal year it appears probable to the City 

Manager that the revenues available will be insufficient to meet the amount appropriated, he shall report 

to the Council without delay, indicating the estimated amount of the deficit, any remedial action taken 

by him, and his recommendations as to any other step to be taken. The Council shall then take such 

further action as it deems necessary to prevent or minimize any deficit; and for that purpose, it may by 

ordinance reduce one or more appropriations. 

D. Transfer of appropriations: At any time during the fiscal year, the City Manager may transfer part or all 

of any unencumbered appropriations balance among programs within a department, division, or office; 

and, upon written request by the City Manager, the Council may by ordinance transfer part or all of any 

unencumbered appropriation balance from one department, office or agency to another. 

E. Limitations: No appropriation for debt service may be reduced or transferred, and no appropriation may 

be reduced below any amount required by law to be appropriated or by more than the amount of the 

unencumbered balance thereof. 

F. Effective date: The supplemental and emergency appropriations and reduction or transfer of 

appropriations authorized by this section may be made effective immediately upon adoption of the 

ordinance. 


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Borrowing for Capital Improvements. 

A. Borrowing: The Council shall have the power, except as prohibited by law, to borrow money by 

whatever method it may deem to be in the public interest, including certificates of obligation pursuant to 

the Certificate of Obligation Act of 1971. 

B. General obligation bonds: The City shall have the power to borrow money on the credit of the City and 

to issue general obligation bonds for permanent public improvements or for any other public purpose 

not prohibited by the Constitution and laws of the State of Texas, and to issue refunding bonds to refund 

outstanding bonds of the City previously issued. All such bonds shall be issued in conformity with the 

laws of the State of Texas. 

C. Revenue bonds: The City shall have the power to borrow money for the purpose of construction, 

purchasing, improving, extending or repairing of public utilities, recreational facilities or any other self 

liquidating municipal function not prohibited by the Constitution and laws of the State of Texas, and to 

issue revenue bonds to evidence the obligation created thereby. Such bonds shall be a charge upon and 

payable from the properties, or interest therein pledged, or the income there from, or both. The holders 

of the revenue bonds shall never have the right to demand payment thereof out of monies raised or to be 

raised by taxation. All such bonds shall be issued in conformity with the laws of the State of Texas. 

D. Bonds incontestable: All bonds of the City having been issued and sold and having been delivered to 

the purchaser thereof shall thereafter be incontestable; and all bonds issued to refund in exchange for 

outstanding bonds previously issued shall, and after said exchange, be incontestable. 

Lapse of Appropriations. 

Every appropriation, except an appropriation for a capital expenditure, shall lapse at the close of the fiscal year 

to the extent that it has not been expended or encumbered. An appropriation for a capital expenditure shall 

continue in force until the purpose for which it was made has been accomplished or abandoned; the purpose of 

any such appropriation shall be deemed abandoned if three (3) years pass without any disbursement from or 

encumbrance of the appropriation. 

FUND ACCOUNTING 

The City uses funds and account groups to report on its financial position and the results of its operations. 

Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating 

transactions related to certain government functions or activities. 

A fund is a separate accounting entity with a self-balancing set of accounts. An account group, on the other 

hand, is a financial reporting device designed to provide accountability for certain assets and liabilities that are 

not recorded in the funds because they do not directly affect net expendable available financial resources. The 

following is a description of the various funds and account groups: 


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Governmental Fund Types 

General Fund 

The General Fund is used to account for all financial transactions not properly includable in other funds. The 

principal sources of revenues of the General Fund are property taxes, sales and use taxes, franchise fees, 

permit fees, fines, and forfeitures. Expenditures are for general government, finance, public safety, public 

works, park maintenance and recreation, planning and zoning, and engineering. 

Special Revenue Funds 

The Special Revenue Funds are used to account for all financial transactions for the Park Land Dedication 

Fund, Narcotics Fund, Radio Communications Fund, Municipal Court Building Security, Technology and 

Juvenile Case Manager Funds, MCTV Facilities/Equipment Fund, Community Development Block Funds, 

Missouri City Development Authority Fund, the three Tax Incremental Reinvestment Zone Funds, and the two 

Public Improvement District Funds. 


The Debt Service Fund is used to account for the payment of interest and principal on all general obligation 

debts of the City. The primary source of revenue for the debt service fund is property taxes. 

Capital Projects Funds 

The Capital Projects Funds are used to account for the proceeds from the sale of general obligation bonds and 

certificates of obligation and expenditures of these proceeds for the acquisition of fixed assets as designated in 

each bond issue. 

Proprietary Fund Types 

Enterprise Funds 

The Utility Funds are used to account for operations that are financed and operated in a manner similar to 

private business enterprises. Such funds are to be financed or recovered primarily through user charges. The 

City currently has two plants in the Water/Wastewater Utility Fund: Mustang Bayou Regional Waste Water 

Treatment Plant and Mustang Bayou Regional Water Facility. The Surface Water Utility Fund is used to 

account for the collection of groundwater reduction pumpage and user fees which are used to operate the plant 

that the City built for use by twenty-three (23) of the municipal utility districts in the area. Steep Bank/Flat 

Bank WWTP Operational Fund is used to account for user fees collected from six (6) municipal utility districts 

in the Steep Bank/Flat Bank regional and the operation of same regional waste water plant. The Solid Waste 

Collections Fund is used to account for user fees and expenses related to the City’s garbage collection 

activities. 

Internal Service Funds 

Internal service funds are used to account for activities in which one or more departments of the City provide 

various services to other departments of the City. The intent of the fund is to recover the cost of providing 

those services from internal user charges. The Fleet Maintenance Fund is used to account for the cost of 

maintaining all city vehicles and equipment. Each division is charged monthly for fuel, parts, labor, and 

indirect cost of services. The Fleet Replacement Fund is used to account for the rental and replacement of City 

vehicles. The IT Maintenance Fund is used to account for the cost of maintaining the City’s centralized 


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computer operations. The IT Replacement Fund is used to account for the rental and replacement of the City’s 

information technology equipment. The Building Maintenance Fund is used to account for custodial services 

and repairs and maintenance of the City’s building facilities. 

Basis of Accounting 

ACCOUNTING AND BUDGETING BASIS AND CONTROL 

The City’s accounting records for general governmental operations are maintained on a modified accrual basis, 

with the revenues recorded when available and measurable, and expenditures recorded when the services and 

goods are received and the liabilities are incurred. Accounting records for the City’s proprietary activities are 

maintained on the accrual basis. 

Consideration of adequate internal accounting controls has been made in designing the City’s accounting 

system. Internal accounting controls, instituted by the Finance Department as part of the accounting system, 

are designed to provide reasonable assurances that assets are properly safeguarded against loss from 

unauthorized use or disposition, that financial records used in preparation of the financial statements are 

reliable, and that accountability for the City’s assets is maintained. The concept of reasonable assurance in 

relation to internal controls recognizes that the cost of a control process should not exceed the benefits derived 

from the performance of related procedures, and that the City’s management must make estimates and 

judgments in evaluating the cost and benefit relationships relating to internal control processes and procedures 

that become a part of the City’s accounting system. 

Basis of Budgeting 

Fund budgets are proposed on a basis consistent with modified and full accrual accounting basis, with 

exceptions, including that depreciation, amortization and bad debt expenses are not included in the budget, 

capital purchases are budgeted in the year of purchase, and debt principal is budgeted in the year it is to be 

paid. The emphasis is on cash transactions in lieu of non-cash transactions, such as depreciation and 

amortization. The focus is on the net change in working capital. 

The General Government Funds (General, Debt Service, Special Revenue and Capital Projects Funds) are 

budgeted on a modified accrual basis, with exceptions as noted above. Revenues are recognized when 

susceptible to accrual (i.e., when they are “measurable and available”). Substantially all revenues are 

considered to accrue. Ad valorem taxes, sales and franchise tax revenues are susceptible to accrual. 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 

they are received. Expenditures are recognized when the related fund liability is incurred, if measurable. 

Actual liabilities will be liquidated with resources included in the budget, except for (1) inventories of 

materials and supplies which may be considered expenditures either when purchased or used; (2) prepaid 

insurance and similar items which need not be reported; (3) sick pay, and other employee benefit amounts 

which need not be recognized in the current period; (4) unmatured interest on long-term debt is recognized 

when due, and (5) those exceptions noted above. 

The Proprietary Funds (Internal Service Funds) are budgeted on a full accrual basis and “economic resources” 

measurement focus with exceptions noted above. Revenues are budgeted in the year they are expected to be 

earned, and expenses are budgeted in the year the liability is expected to be incurred. 


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Budgetary Compliance 

Because budgetary compliance is significant in managing governmental activities, budgetary compliance 

controls are critical. The objective of these controls is to ensure compliance with legal spending limits in 

annual or project appropriated budgets approved by City Council. The City Charter provides that the City 

Council shall adopt annual or project budgets every fiscal year for all City funds. The budgets are prepared and 

maintained by City management. 

Budgetary Controls 

During the year, expenditure controls are maintained by each department with review of the budget provided 

by the Finance Director and overall control exercised by the City Manager. Constant review of revenue and 

expenditure estimates is performed to assure the integrity of the adopted budget and to assure funds are 

available to meet current obligations. As a result of this review, it is possible to exercise administrative 

budgetary controls throughout the year. As demonstrated by the financial statements presented in this report, 

the City continues to meet its responsibility for sound financial management. 

FINANCIAL POLICY PLAN 

Financial policies and plans, listed below, are reviewed and adjusted yearly as needed to follow the City’s 

Long-Term Plan and formally adopted by ordinance as part of this budget document. The established longrange 

policies regarding financial management are to retain a sound financial condition, strive to retain the 

best possible bond rating on bonds, and provide future generations with the ability to borrow capital for 

construction of facilities and street and drainage improvements without severe financial burden. These goals 

will be accomplished by: 

1. Prudent budgeting and effective budget control. 

2. Maintaining stable property tax rates while maintaining quality employees and reliability of City 

services. 

3. Maintaining the General Fund Balance between 15 percent and 25 percent of estimated revenues to 

assure adequate reserve for emergencies. 

4. Maintaining the police response time at relatively the same level as in previous years. 

5. Manning the fire stations with personnel to adequately respond to fire calls while providing police 

officers to patrol the neighborhoods. Enhanced fire prevention training for community by fire 

personnel. 

6. Continued commitment to the capital maintenance program for City streets. 

7. Continued emphasis on the mowing and maintenance of City esplanades and parks. 

8. Economic development will continue to be a top priority of the City in order to encourage commercial 

and industrial development. 

9. Pay as you go financing of capital improvements where feasible while planning for capital 

improvements on a five-year basis and updated annually. Minor equipment needs may be financed 

through lease/purchase arrangements or the issuance of certificates of obligation if properly planned. 


10


10. Major improvements, such as large facilities and streets and drainage improvements, will be approved 

and funded through bond elections and issuance of general obligation bonds. Major improvements such 

as utility facilities, which will be paid for by user fees, may be funded with Certificates of Obligation. 

11. Bond issues should be scheduled so that the principal and interest payments produce a declining balance 

each year so that new debt will not adversely affect the stable tax rates. 

12. Revenues and charges for services will be reviewed annually and adjusted as deemed necessary. 

13. Insurance coverage will be examined annually to assure that policy limits are adequate. 

General Fund Balance 

FUND BALANCE POLICIES 

The City must be prepared to absorb large or unexpected one-time expenditures or changes in the economy. 

As part of this policy and the city’s financial plan the city targets a Fund Balance at between 15% and 25% to 

meet emergencies. 

The City Council may also establish commitments of fund balance from time to time in order to meet the 

City’s needs. The City Council authorizes the City Manager to make assignments of the Fund Balance as 

situations may warrant. 

Debt Service Fund Balance 

The policy of the City for the debt service is to maintain a stable debt service tax rate whenever possible. This 

usually is done by providing a declining balance of total indebtedness schedule of principal and interest. In a 

rapidly growing city such as ours, this allows for the scheduling of new debt to be issued normally every two 

years. 

The Texas Property Tax Code allows the tax rate to be set no greater than the total debt divided by the total 

appraised value after considering the collection rate of current taxes. However, the City may utilize existing 

fund balances to subsidize the total funds needed which helps to allow us to maintain the stable tax rate. This 

means, however, the fund balances for debt service may fluctuate greatly the year bonds are sold. 

DEBT SERVICE POLICY 

In a dynamic community such as Missouri City, the infrastructure needs significantly impact the demands for 

capital expenditures and resultant Debt Service. In addition, since Fort Bend County is one of the fastest 

growing counties in the State, the school and county needs, as well as municipal utility district needs, cause the 

overlapping debt burden to grow. 

As a result of this overall growth factor, the City will monitor its sale of general obligation bonds or other debt 

that affects the debt service tax rate. Planned bond sales will be delayed should the economy decline and a 

proposed bond sale delayed another year until assessed values increase. 

The City carefully monitors the debt issuance to assure that new debt does not increase the debt service tax 

rate in excess of $.04 for the entire life of the 1995 $35 million bond issue as promised to the voters and at 


11


$.04 for the entire life of the 2003 $75 million bond issue. Voters also passed a $17.5 million bond issue in 

2008. The purpose of these funds was to acquire recreational park facilities. 

CASH MANAGEMENT 

The City's cash and investments are classified as cash and cash equivalents and investments. The cash and 

cash equivalents include cash on hand, deposits with financial institutions, short-term investments in an 

external public funds investment pool accounts Local Government Investment (LOGIC) and Texas Local 

Government Investment Pool (TEXPOOL), and other investments, which have maturities at purchase date of 

less than three months. The investments, which have maturities at purchase date of greater than three months, 

consist mainly of commercial paper and U.S. government obligations. For better management of cash, the City 

pools the cash, based on the City's needs, into deposits in the bank, in short-term investments with LOGIC and 

TEXPOOL or in longer-term investments in commercial paper or U.S. Government securities. However, each 

fund's balance of cash and investments is maintained in the books of the City. 

The Council has adopted a written investment policy regarding the investment of its funds as defined by the 

Public Funds Investment Act (Chapter 2256 Texas Government Code). The investments of the City are in 

compliance with the Council's investment policies. It is the City's policy to restrict its investments to direct 

obligations of the U.S. Government, commercial paper, fully collateralized certificates of deposit and other 

interest-bearing time and demand deposits, and other instruments and investments in public funds investment 

pools such as LOGIC and TEXPOOL. 

Cash and Cash equivalents 

The City's deposits are maintained under the provisions of a depository contract as a cash concentration 

account for use by all City funds. All receipts of City funds are deposited into a money market mutual fund 

account, and the depository bank transfers funds to a separate demand deposit checking account as checks are 

posted. The City bids out excess funds as necessary and awards the bid to the institution or agency offering 

the highest interest rate. (See disclosures for investments below.) Brokers/dealers must complete a 

questionnaire, submit financial statements, and be approved by City Council before being accepted to bid on 

investments of excess City funds. 

Credit Risk Categorization for Deposits 

Collateral is required for all bank deposits at 100 percent of deposits not covered by federal depository 

insurance. Obligations that may be pledged as collateral are obligations of the United States and its agencies 

and obligations of the State and its municipalities and school districts. Collateral pledged to cover the City's 

deposits is required to be held in the City's name by the trust department of a bank other than the pledging 

bank (the City's agent). Collateral securities must bear a Baa-1 or better rating to qualify for use in securing 

uninsured depository balances. Deposits at year-end are representative of the types of deposits maintained by 

the City during the year. 

The City's deposits in banks of $3,232,384 at year-end were entirely covered by federal depository insurance 

or by acceptable collateral held by the City's agent in the City's name. 

Investments 

Under provisions of state and local statutes, the City's investment policies, and provisions of the City's 

depository contracts with the area financial institutions, the City is authorized to place available deposits and 

investments in the following: 


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1. Obligations of the U. S., its agencies, and instrumentalities. 

2. Direct obligations of the State of Texas or its agencies. 

3. Collateralized mortgage obligations directly issued by a federal agency or instrumentality of the 

United States, the underlying security for which is guaranteed by an agency or instrumentality of the 

United States. 

4. Other obligations, the principal and interest on which are unconditionally guaranteed or insured by or 

backed by the full faith and credit of the State of Texas or the United States or their agencies and 

instrumentalities. 

5. Obligations of states, agencies, counties, cities, and other political subdivisions of any state having 

been rated as to the investment quality by a nationally recognized investment firm and having received 

a rating of not less than A or its equivalent. 

6. Certificates of Deposit issued by state and national banks or savings and on associations domiciled in 

this state that are: 

- guaranteed or insured by the Federal Deposit Insurance Corporation; or 

- secured by obligations that are described in 1-5 above, which are intended to include all direct 

federal agency or instrumentality issued mortgage backed securities that have a market value of 

not less than the principal amount of the certificates or in any other manner and amount provided 

by law for deposits of the investing entities. 

7. Certificates of Deposit and share certificates issued by a state or federal credit union domiciled in the 

State of Texas that are guaranteed or insured by the Federal Deposit Insurance Corporation or the 

National Credit Union Share Insurance Fund, or are secured as to principal by obligations described in 

1 through 5 above in any other manner and amount provided by law for City deposits. 

8. Fully collateralized repurchase agreements having a defined termination date, secured by obligations 

of the United States, its agencies or instrumentalities, pledged with a third party selected or approved 

by the political entity, and placed through a primary government securities dealer, as defined by the 

Federal Reserve, or through a financial institution domiciled in the State of Texas. 

9. Prime domestic banker's acceptances, defined as a banker's acceptance with a remaining term of 270 

days or less, if the short-term obligations of the accepting bank or its parent are rated at least A-1 or P- 

1 or equivalent by at least one nationally recognized credit rating agency. 

10. Commercial paper that is rated at least A-1 or P-1 or the equivalent by either (a) two nationally 

recognized credit agencies or (b) one nationally recognized credit rating agency if the paper is fully 

secured by an irrevocable letter of credit issued by a U.S. or State bank. 

11. SEC-registered no-load money market mutual fund (MMMF), with a dollar weighted average 

portfolio maturity of 90 days or less, includes in their investment objectives the maintenance of a 

stable net asset value of $1 for each share. 

12. SEC-registered, no-load money market mutual funds (MMMF) that have an average weighted 

maturity of less than two years, invests exclusively in obligations described above and are 


13


continuously rated as to investment quality by at least one nationally recognized investment rating 

firm of no less than AAA or its equivalent. 

13. Authorized government investment pools that invest solely in obligations of any of the above 

investments provided that the pools are rated no lower than Aaa or AAA or an equivalent by at least 

one nationally recognized rating service. 

The State of Texas exercises oversight responsibility over LOGIC and TEXPOOL in accordance with state 

laws and the Public Funds Investment Act. These external pools operate in a manner consistent with SEC 

Rule 2a7 of the Investment Company Act of 1940. Net assets are reported using amortized cost rather than 

market value in computing share price. In accordance with LOGIC and TEXPOOL management policies, the 

net asset value will always be between .9965 and 1.0035. Accordingly, the fair value of the City’s position in 

the pool is the same as the value of the shares in the pool. 

What is a Fixed Asset? 

Fixed assets are items of property that 

FIXED ASSET CAPITALIZATION POLICY 

� Are tangible in nature 

� Have an economic useful life longer than one year 

� Maintain their identities through their useful lives, either as separate units or as identifiable 

components of a unit 

� Are not repair or supply items 

� Have a value of $5,000 or more 

Personal property of high pilferage items such as audio-visual equipment, power tools, radio equipment, 

cellular phones, electronic and computer equipment of less than $2500 may be included in the fixed asset 

records of the City at the direction of the department directors or may be carried as a “0” or nominal value in 

the fixed asset records of the City. Inventory of computers, software, and equipment are maintained by the 

Information Technology Division, radios by the Radio Division, and software, pagers, cell phones and other 

equipment lists are maintained by the purchasing agent and departments. 

Classification of Fixed Assets 

Fixed assets to which the City has purchased or has title will be entered into the City’s accounting records, 

including leased equipment. Fixed assets of enterprise funds and internal service funds shall be recorded in the 

appropriate proprietary type fund. General fixed assets related to governmental-type activities, such as those 

of the General Fund and Capital Projects Fund, including public domain infrastructure assets, shall be recorded 

in the General Fixed Asset Group as required by Generally Accepted Accounting Principles (GAAP) rather 

than the specific fund. Except, however, reporting changes per GASB Statement 34 may be phased in each 

year. 

The classifications and examples are as follows: 

1. Land – Includes all land parcels purchased or otherwise acquired by the City for building sites, street 

right of way, recreation, etc. 


14


2. Buildings and Building Improvements – Includes all buildings and improvements to buildings (which 

include permanently attached fixtures installed during the construction) are considered a part of the 

building. The subsequent addition of equipment may be recorded as machinery and equipment or may 

be included in the building component, depending on the purchase. 

3. Improvements Other Than Buildings – These normally are public domain or infrastructure 

improvements such as streets, drainage improvements to roads, bridges, storm sewers, etc. 

4. Machinery and Equipment – Includes all motor vehicles, office equipment, furnishings and equipment 

purchases where the purchase price exceeds $5,000. It may include groupings of smaller items such as 

shelves, books, etc., when bought in quantity. 

5. Construction in Progress – Includes partially completed construction projects entered into the financial 

statements as Construction in Progress. Upon completion and placement into service, the assets are 

transferred from this category into the fixed asset records under separate identities. 

Acquisition Through Purchase 

ASSET VALUATION 

Fixed assets should be recorded at original (historical) or construction cost of the asset and any other necessary 

and reasonable costs incurred to place the asset into service. Land should include all costs in preparing the 

land, professional fees, legal costs, and other costs attributable to the purchase. Buildings and improvements 

shall be recorded at purchase or construction cost, including broker fee, architect, legal fees, and interest on 

construction, testing, design, and project administration. Machinery and equipment shall be recorded at 

purchase cost and include fees and costs to place the equipment in service, such as title fees, decals, and 

freight. Construction in Progress shall be capitalized into a Construction in Progress account until completed 

and then transferred to the appropriate classification. Fixed assets purchased in quantities of two or more shall 

be capitalized and recorded in aggregate as determined by the Finance Department. 

Donations 

Donations or contributed assets shall be recorded at the estimated fair market value at the time of the donation. 

Capital Leases 

A lease shall be classified as a capital lease and capitalized if it meets one or more of the following criteria. 

A. The lease transfers ownership to the City at the end of the lease. 

B. The lease contains an option to purchase the lease property at a bargain price. 

C. The lease term is equal to or greater than 75 percent of the estimated useful life of the leased 

property. 

D. The present value of the rental payments equals or exceeds 90 percent of the fair market value 

of the leased property. 

A lease that fails to meet any of the above criteria shall be classified as an operating lease and recorded as an 

expense. 


15


Grant Funded Assets 

Property and equipment acquired with grant funds must be used for its original purpose as long as needed. 

Surplus and Salvage 

All machinery and equipment that are no longer needed or usable by the department due to age, obsolescence 

or damage beyond repair shall be considered surplus and salvage and shall be turned over to the purchasing 

agent for sale or disposal. The appropriate forms may be completed with the purchasing agent taking 

possession of the assets, or the department may maintain responsibility for custody of the asset until the time 

of disposal or sale depending on the storage capacity of the purchasing agent. 

Source of Funds 

All fixed asset records should contain the source or sources of funds from which the asset was purchased such 

as: 

A. General Fund 

B. Utility Fund 

C. Special Revenue 

D. Capital Projects 

E. Grants 

F. Donations 

Depreciation 

Under Governmental Accounting Standards Board (GASB) Statement No. 34 requirements, depreciation will 

be recorded for all fixed assets. 

FINANCIAL CONDITION 

The City prepares analysis yearly to determine its ability to finance its services on a continuing basis. We 

address such issues as: 

1) Are we maintaining existing service levels? 

2) Are we meeting demands of growth? 

3) Can we pay for what we are doing? 

4) Are revenues adequate? 

5) Can we adjust to economic and other changes? 

If the City can meet these challenges, we are in sound financial condition. Some of the early trends as 

presented in this report include the following: 


16


Population Growth 

Fort Bend County is one of the fastest 

growing counties in Texas. Missouri City’s 

growth has been a little slower than other 

areas allowing for an adequate planning 

process. 

Thousands 


17 

70 

60 

50 

40 

30 

20 

10 

0 

Population 

2009 2010 2011 * 2012 * 2013 * 

City Limits Extra Territorial Jurisdiction 

Actual Actual Actual Estimate Adopted 

Fiscal Year 2009 2010 2011 * 2012 * 2013 * 

City Population 67,877 68,818 67,772 68,101 68,492 

Extra Territorial Jurisdiction 19,527 21,120 21,878 22,425 23,065 

Total 87,404 89,938 89,650 90,526 91,557 

* Population projections changed after 2010 census. 

Employees per Capita 

4.90 

4.70 

4.50 

4.30 

4.10 

3.90 

4.70 

Employee Per 1,000 Population 

4.65 

4.59 

4.67 

4.67 

Employee Per 

1,000 Population 

2009 2010 * 2011 * 2012 * 2013 

With the exception of the 

hiring freeze and unfunded 

positions in 2011, the City 

has been able to 

adequately keep up with 

the population growth. 

Fiscal Year 2009 2010 * 2011 * 2012 * 2013 

Number of Employees 319 320 311 318 320 

Population 67,877 68,818 67,772 68,101 68,492 

Employees Per 1,000 4.70 4.65 4.59 4.67 4.67 

Population 

* Population projections changed after 2010 census. 

Number of employees declined in 2011 due to hiring freeze and unfunded positions.


Staff Growth 

Police staff growth has accounted 

for much of the increase in 

employees with decreases in the 

General Government, Public 

Works, Parks and Development 

Services areas in the 2011-12 

fiscal years due to the economy. 

Parks area is increasing in 2013 

due to the opening of the new 

Recreation/Tennis Center Facility. 

Number of Employees 

130 

120 

110 

100 

90 

80 

70 

60 

50 

40 

30 

20 

10 

2009 VS 2013 Staffing Growth Patterns 


18 

2009 

2013 

Actual Actual Actual Estimated Adopted 

2009 2010 2011 2012 2013 

GeneralGovernment 34 35 33 32 32 

Finance 16 16 17 16 16 

Police 107 107 112 120 120 

Fire 65 65 65 65 65 

Public Works 34 34 30 30 30 

Parks 17 17 15 15 17 

Development Services 26.62 26.62 22.12 23 23 

Other Funds 18.38 18.38 16.88 17 17 

Total 318 319 311 318 320 

Net Operating Revenues per Capita 


2012 

2011 

2010 

2009 

Net Operating Revenues Per Capita 

$189.60 

$189.94 

$189.88 

$198.61 

$209.11 

Revenue per 

Capita has 

decreased due to 

the recession. 


Fiscal Year 2009 2010 2011 2012 2013 

Net general operating 

Revenues per Capita 

Net operating revenues 

$209.11 $198.61 $189.88 $189.94 $189.60 

(Constant Dollars) $14,193,943 $13,668,107 $12,868,725 $12,934,927 $12,986,272 

Current population 67,877 68,818 67,772 68,101 68,492


12% 

4% 

4% 

10% 

22% 


General Operating Revenues by Source, FY 2013 

5% 

-15% 

48% 

Growth Rate 2009 to 2013 

-784,662 354,414 -167,510 -104,434 585,231 -259,416 

Property 

Taxes 

Sales/ 

other Tx 

Property Taxes 

Sales and other Taxes 

License & Permits 



Intergovernmental & 


License/ 

Permits 

Fines & Franchise Intergovt'l 

Forf eitures Fees & Other 

Growth Rate -5.1% 5.7% -11.6% -8.4% 19.1% -7.9% 


Property Taxes $15,405,070 $14,544,234 $14,669,356 $14,174,852 $14,620,408 

Sales & Other Taxes 6,170,586 5,835,546 5,926,280 6,128,868 6,525,000 

License & Permits 1,441,210 1,351,657 1,475,498 1,224,717 1,273,700 

Fines & Forfeitures 1,248,034 1,143,429 1,094,903 1,210,442 1,143,600 

Franchise Fees 3,056,069 3,216,366 3,230,284 3,313,480 3,641,300 

Intergovernmental & Other Revenues 3,293,942 3,701,140 2,650,966 3,807,921 3,034,526 

Total Revenues $30,614,911 $29,792,372 $29,047,287 $29,860,280 $30,238,534 


19 

10% 

4% 

5% 

20% 

11% 

2009 

60%


Governmental Operating Expenditures per Capita 

Dollars Per Capita 

500.00 

400.00 

300.00 

200.00 

100.00 

279.77 

603.43 

346.84 

General Government Operating Expenditures 

Governmental Operating Expenditures 

Per Capita 

756.01 

252.72 

570.43 

261.33 

603.27 

262.35 

2009 2010 2011 2012 2013 

Nominal 

Real 

610.88 


2009 2010 2011 2012 2013 

General Fund $33,288,343 $31,631,001 $30,247,711 $31,626,608 $33,301,665 

Debt Service 7,668,670 20,395,872 8,411,639 9,456,691 8,539,004 

Total $40,959,022 $52,026,873 $38,659,350 $41,083,299 $41,840,669 

Expenditures by Activity 

Expenditures by Department 

20 

16 

12 

8 

4 

0 

in millions 

General Government Expenditures by Activity 

Gen.Gov't Police Public W. Development 

Services 

Other 

Financing 

Uses 


20 

2009 


The City has attempted to address 

concerns of its citizens for public 

safety and quality of life. This is an 

ongoing effort to balance the needs 

of public safety with public works, 

parks and planning needs. 

Actual Actual Actual Estimate Adopted 


General Government $4,518,814 $3,857,535 $3,857,535 $3,959,389 $4,132,631 

Finance 2,344,432 1,703,529 1,703,529 1,817,001 1,749,832 

Police 9,608,522 10,524,625 10,524,625 11,107,749 10,980,751 

Fire 6,294,527 6,275,498 6,275,498 6,845,982 6,196,098 

Public Works 4,352,582 3,795,228 3,795,228 3,823,282 4,012,624 

Parks 2,565,489 2,191,737 2,191,737 2,308,382 2,719,554 

Development Services 2,196,843 1,738,457 1,738,457 1,764,823 1,861,163 

Contingencies 944,395 3,973 3,973 0 1,649,012 

Other Financing Uses 462,739 157,129 157,129 0 0 

Total $33,288,343 $30,247,711 $30,247,711 $31,626,608 $33,301,665


LOOKING TO THE FUTURE 

SIENNA PLANTATION/HILLWOOD JOINT DEVELOPMENT AGREEMENT 

In February 1996, the City entered into a joint development agreement with Sienna Plantation Partners, L.P., 

AFG Pacific Properties, Inc., and Thompson Lake Partners, LTD., to develop approximately 7,361 acres of 

land within the City’s extraterritorial jurisdiction. 

This agreement defines the City’s regulatory authority, imposes certain restrictions and other commitments, 

and develops a master plan for development to assure the development meets or exceeds the City’s present 

standards. The development agreement provides a systematic framework for the provision of infrastructure, 

fire and police services, commercial development, implementation of regional wastewater treatment, and 

enables the City to orderly annex the area in the future. 

Subsequent amendments to the Sienna Plantation Joint Development Agreement were approved adding 

additional acreage totaling approximately 3,170 acres. Approximately 3,827 acres of land described in the 

Sienna Development Agreement will be developed by Hillwood Residential, with the balance of the area to be 

developed by AFG Johnson Development. Development of Sienna North and Hillwood is planned to include 

approximately 16,900 single residential units and 1,043 acres of commercial/retail/condominium development. 

Sienna North will be bisected by the planned extension of the Fort Bend County Toll Road and Hillwood will 

be bisected by the extension of Sienna Parkway south/southeast to FM 521. A large regional park will be 

dedicated in these areas that will be part of the Brazos River Corridor Plan. 

RIVERSTONE 

An additional 2,500 acres is being developed to the west of Sienna North and immediately adjacent to 

Missouri City, called Riverstone. Approximately 1/3 of Riverstone is in Missouri City or its extra territorial 

jurisdiction. It includes the 300-acre Frost Ranch on State Highway 6 with commercial, office and low-density 

residential development. 

University Boulevard will extend from State Highway 6 through Riverstone to the planned University of 

Houston campus in Sugar Land, then to U.S. Highway 59 and ultimately will loop back to SH 6 in Sugar Land. 

The development agreement provides a systematic framework for the provision of infrastructure, fire and 

police services, commercial development, implementation of regional wastewater treatment, and enables the 

City to annex the area in the future. 


21


AWARDS 

The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Certificate 

of Achievement for Excellence in Financial Reporting to the City of Missouri City for its Comprehensive 

Annual Financial Report for the fiscal year ended June 30, 2011. The Certificate of Achievement is a 

prestigious national award-recognizing conformance with the highest standards for preparation of state and 

local government financial reports. 

In order to be awarded a Certificate of Achievement, a governmental unit must publish an easily readable and 

efficiently organized comprehensive annual finance report, with contents that conform to program standards. 

Such comprehensive annual financial reports must satisfy both generally accepted accounting principles and 

applicable legal requirements. 

A Certificate of Achievement is valid for a period of one year only. The City of Missouri City has received a 

Certificate of Achievement for 29 consecutive years. 


22


Section II 

BUDGET SUMMARIES 

The budget summary is intended to provide a general synopsis of the City’s consolidated financial 

picture. More in-depth analysis and support data is available in the individual sections. 

This section includes various charts and graphs disclosing sources and uses of funds, departmental 

activity, and other pertinent information for use by interested citizens/media. 


23


REVENUES AND RESOURCES BY FUND 


11% 


20% 

Special Revenue Funds 

7% 


15% 


11% 

Capital Projects 

13% 

General Fund 

43% 

EXPENDITURES BY FUND 

Special Revenue 

Funds 

5% 

Utility Funds 

6% 

Capital Projects Funds 

20% 

General Fund 

44% 

Utility Funds 

5% 


24



4.7% 

REVENUES & RESOURCES BY SOURCE 

FOR ALL FUNDS 

Charges for 

Services 

25.6% 

Intergovernmental 

Revenues 

17.5% 

Capital Outlay 

20.1% 

Debt Service 

18.9% 

Other Financing 

Resources 

4.2% 


5.0% 

EXPENDITURES BY ACTIVITY 

FOR ALL FUNDS 

Contingency 

2.3% 

Other Services 

1.9% 

Other Financing 

Uses 

1.6% 

Contractual 

Services 

17.5% 

Ad Valorem Taxes 

30.6% 

Other Taxes 

9.0% 


1.6% 

Personnel 

31.0% 

Commodities 

6.7% 


1.8% 


25


ALL FUND TYPES SUMMARY BY YEAR 

ADOPTED FOR BUDGET YEAR FY 2013 

FY 2011 FY 2012 

Actual Estimate 

FUND Fund Balance Revenues 

GENERAL FUND $9,065,729 $31,041,186 

PARKLAND DEDICATION FUND 1,210,395 33,988 

NARCOTICS FUND 127,813 241,349 

RADIO COMMUNICATIONS FUND 10,983 172,633 

MUNICIPAL COURT BLDG SECURITY FUND 155,242 30,029 

MUNICIPAL COURT TECHNOLOGY FUND 124,298 39,465 

MUNICIPAL COURT JUVENILLE CASE FUND 0 35,390 

MCTV FACILITIES/EQUIPMENT FUND 141,068 143,000 

CDBG FUNDS 6,994 371,202 

DEVELOPMENT AUTHORITY FUND 

TAX INCREMENTAL REINVESTMENT 

0 100,000 

ZONE #1 FUND (FIFTH STREET) 


595,901 705,606 

ZONE #2 FUND (VICKSBURG) 


2,865,217 1,187,762 

ZONE #3 FUND 

PUBLIC IMPROVEMENT DISTRICT #2 FUND 

1,150,291 799,137 

(VICKSBURG) 

PUBLIC IMPROVEMENT DISTRICT #4 FUND 

1,003,714 510,288 

(CREEKMONT) 84,391 375,149 

HOTEL OCCUPANCY TAX FUND 0 19,735 

DEBT SERVICE FUND 6,286,811 7,865,681 

METRO PROJECTS FUND 2,316,658 2,444,512 

CAPITAL PROJECT BONDS FUND 23,504,304 

3,857,957 

OTHER PROEJCTS FUND 

STEEPBANK/FLATBANK WWTP 

173,822 1,840,000 

CONSTRUCTION FUND PHASE II 

MUSTANG BAYOU REGIONAL WWTP 

831,865 2,846,880 

CONSTRUCTION FUND 

MUSTANG BAYOU REGIONAL WATER PLANT 

5,138,981 658,018 

CONSTRUCTION FUND 1,634,644 405,454 

SURFACE WATER PLANT CONSTRUCTION FUND 

STEEPBANK/FLATBANK WWTP 

17,676,778 331,291 

OPERATIONAL FUND 202,644 883,094 

SOLID WASTE COLLECTIONS FUND 180,877 2,432,622 

WATER/WASTEWATER UTILITY FUND 500,868 1,294,735 

SURFACE WATER UTILITY FUND 1,638,237 7,555,875 

FLEET MAINTENANCE FUND 9,953 

732,857 

FLEET REPLACEMENT FUND 

INFORMATION TECHNOLOGY MAINTENANCE 

(96,201) 328,888 

FUND 491,418 

1,298,020 

INFORMATION TECHNOLOGY REPLACEMENT 

FUND 314,277 226,961 

BUILDING MAINTENANCE FUND 188,014 1,131,872 

TOTAL $77,535,985 $71,940,636 


26


(Page 2) ALL FUND TYPES SUMMARY BY YEAR 

ADOPTED FOR BUDGET YEAR FY 2013 

FY 2012 FY 2012 FY 2013 FY 2013 FY 2013 

Estimate Projected Adopted Adopted Adopted 

Expenditures Fund Balance Revenues Expenditures Fund Balance 

$31,626,608 $8,480,307 $31,419,440 $33,301,665 $6,598,082 

295,453 $948,930 20,000 162,513 806,417 

69,535 $299,627 500 100,000 200,127 

157,377 $26,239 190,684 176,028 40,895 

3,961 $181,310 17,500 9,851 188,959 

17,539 146,224 36,500 63,001 119,723 

35,190 200 0 0 200 

129,466 154,602 141,000 70,879 224,723 

371,202 6,994 602,802 602,802 6,994 

100,000 0 100,000 100,000 0 

773,553 527,954 727,607 543,615 711,945 

680,813 3,372,166 1,184,642 677,039 3,879,769 

851,535 1,097,893 836,815 643,360 1,291,349 

348,375 1,165,627 503,684 351,575 1,317,737 

306,999 152,541 373,672 406,399 119,814 

0 19,735 38,404 0 58,139 

9,456,691 4,695,801 8,062,698 8,539,004 4,219,495 

2,922,360 1,838,810 2,496,000 3,162,000 1,172,810 

25,798,400 1,563,861 7,113,227 8,000,737 

676,351 

1,730,000 283,822 500 0 284,322 

3,079,972 598,773 0 0 598,773 

3,495,591 2,301,408 0 368,860 1,932,548 

488,980 1,551,118 10,000 100,000 1,461,118 

12,352,134 5,655,935 10,000 3,300,000 2,365,935 

872,187 213,551 877,491 872,834 218,208 

2,520,384 93,115 2,655,320 2,586,000 162,435 

1,016,120 779,483 1,241,873 1,169,526 851,830 

4,823,327 4,370,785 9,750,820 6,754,912 7,237,288 

742,810 

0 780,617 

780,617 

0 

296,615 (63,928) 354,611 150,000 140,683 

1,789,438 

0 1,689,791 

1,689,791 

343,719 197,519 179,279 240,700 136,098 

1,319,886 0 1,241,052 1,241,052 0 

$108,816,221 $40,660,401 $72,656,529 $76,164,759 $36,804,559 


27 

0


ALL FUND TYPES SUMMARY BY FUND TYPE 

ADOPTED FY 2013 

SPECIAL DEBT CAPITAL INTERNAL 

GENERAL REVENUE SERVICE PROJECTS UTILITY SERVICE 

DESCRIPTION FUND FUNDS(1) FUND FUNDS(2) FUNDS(3) FUNDS (4) TOTALS 

REVENUES: 

Ad Valorem Taxes 14,620,408 0 7,601,538 0 0 0 22,221,946 

Other Taxes 6,525,000 0 0 0 0 0 6,525,000 

Licenses & Permits 1,273,700 0 0 0 0 0 1,273,700 

Fines & Forfeitures 1,143,600 50,000 0 0 0 0 1,193,600 

Franchise Fees 3,641,300 0 0 0 0 0 3,641,300 

Intergovernmental Revenues 606,476 4,212,526 0 7,856,227 0 0 12,675,229 

Other Revenues 2,428,050 411,284 135,000 373,500 110,320 8,000 3,466,154 

Charges for Services 0 0 0 0 14,334,116 4,237,350 18,571,466 

TOTAL REVENUES 30,238,534 4,673,810 7,736,538 8,229,727 14,444,436 4,245,350 69,568,395 

OTHER FINANCING SOURCES: 

Proceeds from debt issuance 0 0 0 1,400,000 0 0 1,400,000 

Bond Premium 0 0 326,160 0 0 326,160 

Transfers from Other Funds 1,180,906 100,000 0 0 0 0 1,280,906 

TOTAL OTHER FINANCING SOURCES 1,180,906 100,000 326,160 1,400,000 0 0 3,007,066 

TOTAL REVENUES & RESOURCES 31,419,440 4,773,810 8,062,698 9,629,727 14,444,436 4,245,350 72,575,461 

EXPENDITURES 

Personnel 22,119,487 234,011 0 0 0 1,173,477 23,526,975 

Commodities 3,087,426 85,105 0 0 1,372,127 561,062 5,105,720 

Contractual Services 5,018,208 281,718 0 0 6,123,407 1,952,610 13,375,943 

Other Services 1,387,532 9,200 0 0 18,000 24,311 1,439,043 

Debt Service 0 1,839,799 8,539,004 368,860 3,641,434 0 14,389,097 

Capital Outlay 40,000 1,187,473 0 13,762,737 0 390,700 15,380,910 

TOTAL EXPENDITURES 31,652,653 3,637,306 8,539,004 14,131,597 11,154,968 4,102,160 73,217,688 

Contingency - Reserve 250,000 0 0 0 0 0 250,000 

Reserve - Pay Plan Market Adj/Contingencies 1,399,012 0 0 0 0 0 1,399,012 

Contingency - Surface Water Treatment Plant 0 0 0 0 79,947 0 79,947 

OTHER FINANCING USES: 

Transfers to Other Funds 0 269,755 0 800,000 150,000 0 1,219,755 

TOTAL APPROPRIATIONS/ 

EXPENDITURES 33,301,665 3,907,061 8,539,004 14,931,597 11,384,915 4,102,160 76,166,402 

DESIGNATED: O&M RESERVE 0 0 0 0 218,208 0 218,208 

REVENUES OVER/(UNDER) EXPENDITURES (1,882,225) 866,749 (476,306) (5,301,870) 3,277,729 143,190 (3,809,149) 

BEGINNING FUND BALANCE JULY 1 8,480,307 8,100,042 4,695,801 13,793,726 5,410,241 133,591 40,613,708 

ENDING FUND BALANCE JUNE 30 6,598,082 8,966,791 4,219,495 8,491,856 8,687,970 276,781 36,804,559 

(1) Includes Parkland Dedication, Narcotics, Radio Communications, Munc. Ct. Bldg. Security/Munc. Ct. Info Tech/Munc. Ct. Juvenille Case Funds, 

CDBG Funds, Steep Bank/Flat Bank WWTP Op's Fund, Solid Waste Collections Fund, Development Authority, TIRZ #1, TIRZ #2, TIRZ #3, PID #2 and PID #4 Funds 

(2) Includes METRO Fund, Other Projects Fund, Bonds Capital Projects Fund, Steepbank/Flatbank Regional WWTP Phase II Construction Fund, Mustang 

Bayou Regional WWTP Construction Fund, Mustang Bayou Regional Water Plant Construction Fund and Surface Water Plant Construction Fund. 

(3) Includes Water/Wastewater Utility Fund, SteepBank/FlatBank WWTP Operations Fund, Solid Waste Collections Fund, and Surface Water Fund 

(4) Includes Fleet Maintenance, Fleet Replacement, Information Technology Maintenance, Information Technology Replacement and Building Maintenance Funds. 


28


REVENUES BY SOURCE 

GENERAL FUND SUMMARY 

ADOPTED BUDGET FOR FY 2013 

FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 

Actual Orig Budget Adj Budget Estimate Budget 

Ad Valorem Taxes 14,669,356 14,740,000 14,740,000 14,174,852 14,620,408 

Other Taxes 5,926,280 6,030,000 6,030,000 6,128,868 6,525,000 

Licenses & Permits 1,475,498 1,371,200 1,371,200 1,224,717 1,273,700 



Intergovernmental Revenues 946,079 977,529 977,529 1,845,465 606,476 

Other Revenue 1,704,887 2,166,686 2,166,686 1,962,456 2,428,050 

Total Revenues 29,047,287 29,678,115 29,678,115 29,860,280 30,238,534 

Other Financing Resources 1,908,704 1,180,906 1,180,906 1,180,906 1,180,906 

TOTAL REVENUES AND 

RESOURCES 30,955,991 30,859,021 30,859,021 31,041,186 31,419,440 

EXPENDITURES BY DEPARTMENT 

General Government 3,857,535 4,227,610 4,252,935 3,959,389 4,132,631 

Finance 1,703,529 1,790,783 1,830,409 1,817,001 1,749,832 

Police 10,524,625 10,252,001 11,201,989 11,107,749 10,980,751 

Fire & Rescue Services 6,275,498 6,226,362 6,851,096 6,845,982 6,196,098 

Public Works 3,795,228 4,097,578 4,164,060 3,823,282 4,012,624 

Parks & Recreation 2,191,737 2,419,130 2,443,675 2,308,382 2,719,554 


Total Expenditures 30,086,609 30,895,112 32,627,013 31,626,608 31,652,653 

Reserve for Contingencies 0 350,000 2,469 0 250,000 

Contingency - Salary Adjustment 0 250,000 273,151 0 0 

Reserve - Health Insurance Adjustment 0 136,177 136,177 0 0 

Reserve - TMRS Adjustment 0 318,508 318,508 0 0 

Reserve - Pay Plan Market Adj/Contingencies 0 0 0 0 1,399,012 

City Hall Fire 2010 3,973 0 0 0 0 


Total Appropriations/ 

Expenditures 30,247,711 32,132,914 33,540,435 31,626,608 33,301,665 

NET REVENUES OVER/(UNDER) EXPENDITURES 708,280 (1,273,893) (2,681,414) (585,422) (1,882,225) 

BEGINNING FUND BALANCE JULY 1 8,357,449 7,961,745 9,065,729 9,065,729 8,480,307 

ENDING FUND BALANCE JUNE 30 9,065,729 6,687,852 6,384,315 8,480,307 6,598,082 

Fund Balance as a % of Revenues & Resources 29.29% 21.67% 20.69% 27.32% 21.00% 


29


SPECIAL REVENUE FUNDS SUMMARY BY FUND 


MUNC. CT. 

BLDG SEC/ MCTV 

PARKLAND NARCOTICS RADIO INFO TECH/ FACILITIES/ 

DED. SEIZURE COMM. JUV CASE CDBG EQUILMENT 

DESCRIPTION 

REVENUES: 

FUND FUNDS FUND FUNDS FUNDS FUND 

FINES & FORFEITURES 

Munc Ct Building Security Fees 0 0 0 15,000 0 0 

Munc Ct Technology Fees 0 0 0 35,000 0 0 

Munc Ct Juvenille Case Fees 0 0 0 0 0 0 

TOTAL FINES & FORFEITURES 

INTERGOVERNMENTAL REVENUES 

0 0 0 50,000 0 0 

Grants 0 0 0 0 602,802 0 

User Fees 0 0 0 0 0 0 

Taxes 0 0 0 0 0 0 

Drug Forfeitures 0 0 0 0 0 0 

Sugar Land/Mo City Reimbursements 0 0 0 0 0 0 

City of Houston Radio License 0 0 14,280 0 0 0 

Public Safety Radio Use 

TOTAL INTERGOVERNMENTAL 

0 0 48,024 0 0 0 

REVENUES 0 0 62,304 0 602,802 0 

OTHER REVENUES 

Interest Earnings 20,000 500 1,000 4,000 0 1,000 

Cable/Video In-Kind Fees 0 0 0 0 0 140,000 

Contributions from Developers 0 0 0 0 0 0 

Payments in Lieu of Parkland 0 0 0 0 0 0 

O&M Reserve Inc/(Dec) 0 0 0 0 0 0 

ATC Reimbursement 0 0 127,380 0 0 0 

Hotel Occupance Tax 0 0 0 0 0 0 

TOTAL OTHER REVENUES 20,000 500 128,380 4,000 0 141,000 

TOTAL REVENUES 

OTHER FINANCING SOURCES 

20,000 500 190,684 54,000 602,802 141,000 

Proceeds from the Sale of Debt 0 0 0 0 0 0 

Transfer from General Fund 0 0 0 0 0 0 

Transfer from General Fund-Taxes 0 0 0 0 0 0 

Transfer from Debt Service-Taxes 0 0 0 0 0 0 

Transfer from TIRZ #1 Fund 0 0 0 0 0 0 



Transfer from PID #2 Fund 0 0 0 0 0 0 



Transfer from METRO Fund 0 0 0 0 0 0 

TOTAL REVENUES & RESOURCES 20,000 500 190,684 54,000 602,802 141,000 

EXPENDITURES 

Personnel 0 0 94,440 4,851 134,720 0 

Commodities 0 0 3,625 63,001 0 18,479 

Contractual Services 0 0 74,763 0 172,200 32,400 

Other Services 0 0 3,200 5,000 0 0 

Debt Service 0 0 0 0 0 0 

Capital Outlay 162,513 100,000 0 0 295,882 20,000 

TOTAL EXPENDITURES 162,513 100,000 176,028 72,852 602,802 70,879 

OTHER FINANCING USES 

Transfer to General Fund 0 0 0 0 0 0 

Transfer to Development Authority 0 0 0 0 0 0 

CONTINGENCY 


0 0 0 0 0 0 

EXPENDITURES 162,513 100,000 176,028 72,852 602,802 70,879 

DESIGNATED O&M RESERVE 0 0 0 0 0 0 

REVENUES OVER/(UNDER) EXPENDITURES (142,513) (99,500) 14,656 (18,852) 0 70,121 

BEGINNING FUND BALANCE JULY 1 948,930 299,627 26,239 327,734 6,994 154,602 

ENDING FUND BALANCE JUNE 30 806,417 200,127 40,895 308,882 6,994 224,723 


30




DEVELOP- TIRZ #1 TIRZ #2 PID #2 HOTEL 

MENT (FIFTH (VICKS- TIRZ #3 (VICKS- OCCUPANCY 

AUTHORITY STREET) BURG) (SIENNA) BURG) PID #4 TAX 

FUND FUND FUND FUND FUND FUND FUND TOTALS 

0 0 0 0 0 0 0 15,000 

0 0 0 0 0 0 0 35,000 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 50,000 

0 0 0 0 0 0 0 602,802 

0 0 0 0 483,684 372,672 0 856,356 

0 719,607 1,154,642 816,815 0 0 0 2,691,064 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 14,280 

0 0 0 0 0 0 0 48,024 

0 719,607 1,154,642 816,815 483,684 372,672 0 4,212,526 

0 8,000 30,000 20,000 20,000 1,000 0 105,500 

0 0 0 0 0 0 0 140,000 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 127,380 

0 0 0 0 0 0 38,404 38,404 

0 8,000 30,000 20,000 20,000 1,000 38,404 411,284 

0 727,607 1,184,642 836,815 503,684 373,672 38,404 4,673,810 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

20,000 0 0 0 0 0 0 20,000 

20,000 0 0 0 0 0 0 20,000 

20,000 0 0 0 0 0 0 20,000 

20,000 0 0 0 0 0 0 20,000 

20,000 0 0 0 0 0 0 20,000 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

100,000 727,607 1,184,642 836,815 503,684 373,672 38,404 4,773,810 

0 0 0 0 0 0 0 234,011 

0 0 0 0 0 0 0 85,105 

0 1,855 0 0 0 500 0 281,718 

0 0 500 0 500 0 0 9,200 

0 500,380 622,445 0 331,075 385,899 0 1,839,799 

0 0 0 609,078 0 0 0 1,187,473 

0 502,235 622,945 609,078 331,575 386,399 0 3,637,306 

100,000 21,380 34,094 14,282 0 0 0 169,755 

0 20,000 20,000 20,000 20,000 20,000 0 100,000 

0 0 0 0 0 0 0 0 

100,000 543,615 677,039 643,360 351,575 406,399 0 3,907,061 

0 0 0 0 0 0 0 0 

0 183,992 507,603 193,456 152,109 (32,727) 38,404 866,749 

0 527,954 3,372,166 1,097,893 1,165,627 152,541 19,735 8,100,042 

0 711,945 3,879,769 1,291,349 1,317,736 119,814 58,139 8,966,791 


31


REVENUES: 

SPECIAL REVENUE FUNDS SUMMARY BY YEAR 


FY2011 FY2012 FY2012 FY2012 FY2013 

Actual Orig. Budget Budget Estimate Budget 


Munc Ct Building Security Fees 22,125 22,500 22,500 26,424 15,000 

Munc Ct Technology Fees 29,398 30,000 30,000 36,465 35,000 

Munc Ct Juvenille Case Fees 35,086 35,000 35,000 35,098 0 

TOTAL FINES & FORFEITURES 86,609 87,500 87,500 97,987 50,000 


Grants 287,174 559,296 559,296 815,338 602,802 

User Fees 721,736 840,387 840,387 859,960 856,356 

Taxes 2,608,178 2,758,907 2,758,907 2,602,927 2,691,064 

Drug Forfeitures 87,552 

- 

- 

236,969 

- 

Sugar Land/Mo City Reimbursements (31,878) (25,243) (25,243) 0 0 

City of Houston Radio License 10,000 12,200 12,200 11,200 14,280 



35,496 35,496 35,496 38,976 48,024 

REVENUES 


3,718,258 4,181,043 4,181,043 4,565,370 4,212,526 

Interest Earnings 26,467 

89,800 

89,800 

130,659 

105,500 

Cable/Video In-kind Fees 140,156 

140,000 

140,000 

140,000 

140,000 

Sale of Salvage - 

- 

- 

- 

- 

Insurance Reimbursements - 

- 

- 

- 

- 

Contributions from Developers - 

- 

- 

- 

- 

Payments in Lieu of Parkland 134,850 

- 

- 

33,988 - 

Other Miscellaneous 12 

- 

- 

0 - 

ATC Reimbursement 117,219 121,033 121,033 121,130 127,380 

Hotel Occupancy Tax - 

- 

- 

19,735 38,404 

TOTAL OTHER REVENUES 418,704 

TOTAL REVENUES 4,223,571 


32 

350,833 

4,619,376 

350,833 

4,619,376 

445,512 

5,108,869 

411,284 

4,673,810 


Proceeds - Sale of Debt 7,895,000 0 0 0 0 

C. O. Premium 44,485 0 0 0 0 

Transfer from General Fund - 

- 

- 

- 

- 

Transfer from TIRZ #1 Fund 20,000 20,000 20,000 20,000 20,000 



Transfer from PID #2 Fund 20,000 20,000 20,000 20,000 20,000 


TOTAL REVENUES & RESOURCES 12,263,056 4,719,376 4,719,376 5,208,869 4,773,810 

EXPENDITURES 

Personnel 90,160 186,301 281,021 170,695 234,011 

Commodities 27,637 46,985 104,705 115,170 85,105 

Contractual Services 293,838 

257,814 

280,809 

448,413 

281,718 

Other Services 140,974 6,700 6,700 6,510 9,200 

Debt Service 1,629,842 1,225,992 1,225,992 1,742,009 1,839,799 

Capital Outlay 10,320,857 1,111,047 1,334,489 1,799,101 1,187,473 

TOTAL EXPENDITURES 12,503,308 2,834,839 3,233,716 4,281,898 3,637,306 


Transfer to General Fund 202,759 

205,906 

205,906 

203,236 

169,756 

Transfer to Development Authority 100,000 

100,000 

100,000 

100,000 

100,000 

CONTINGENCY 


0 0 0 0 0 

EXPENDITURES 12,806,067 3,140,745 3,539,622 4,585,134 3,907,062 

REVENUES OVER/(UNDER) EXPENDITURE (543,011) 

1,578,631 

1,179,754 

623,735 

866,748 


ENDING FUND BALANCE JUNE 30 7,476,306 9,629,088 8,656,060 8,100,041 8,966,791



DEBT SERVICE FUND SUMMARY 




Ad Valorem Taxes & Penalties 7,565,515 7,599,344 7,599,344 7,353,660 7,601,538 

Other Revenue 30,194 160,000 160,000 140,000 135,000 


OTHER FINANACING SOURCES 

Reimb. From MUD's 1,892,146 0 0 61,897 0 

Bond Premium 301,913 310,124 310,124 310,124 326,160 

Utility payment of 2008A Debt 0 0 0 0 0 

Transfer from Utility Fund Princ/Int 0 0 0 0 0 

Proceeds from sale of refunding bonds 0 0 0 0 0 

Total Other Financing Sources 2,194,059 310,124 310,124 372,021 326,160 

EXPENDITURES 


Principal, Interest & Other 8,411,639 9,666,524 9,838,177 9,456,691 8,539,004 


Payment to refunded bond agent 0 0 0 0 0 

Transfer to TIRZ #1 Fund 0 0 0 0 0 


TOTAL APPROPRIATIONS & EXPENDITURES 8,411,639 9,666,524 9,838,177 9,456,691 8,539,004 

NET REVENUES OVER/(UNDER) EXPENDITURES 1,378,129 (1,597,056) (1,768,709) (1,591,010) (476,306) 




33


DESCRIPTION 

ALL CAPITAL IMPROVEMENT FUNDS SUMMARY BY FUND 


CAPITAL 

PROJECT 

BONDS 

FUND 

METRO 

PROJECTS 

FUND 

OTHER 

PROJECTS 

FUND 

STEEPBANK/ 

FLATBANK 

REGIONAL WWTP 

PHASE II 

CONSTRUCTION 

FUND 

MUSTANG BAYOU 

REGIONAL WWTP 

CONSTRUCTION 

FUND 

MUSTANG 

BAYOU 

REGIONAL 

WATER PLANT 

CONSTRUCTION 

FUND 

SURFACE WATER 

PLANT 

CONSTRUCTION 

FUND TOTALS 

REVENUES: 


Contributions from Other Govt's 5,360,227 0 0 0 0 0 0 5,360,227 

Metro - 1/2 Sales Tax Rebate 0 2,496,000 0 0 0 0 0 2,496,000 

Metro St. Maintenance & Trf Control 0 0 0 0 0 0 0 0 

Park Grants 


0 0 0 0 0 0 0 0 

REVENUES 


5,360,227 2,496,000 0 0 0 0 0 7,856,227 

Interest Earnings 353,000 0 500 0 0 10,000 10,000 373,500 

Contributions from Developers 0 0 0 0 0 0 0 0 

Other 0 0 0 0 0 0 0 

TOTAL OTHER REVENUES 353,000 0 500 0 0 10,000 10,000 373,500 


OTHER FINANCING RESOURCES 

5,713,227 2,496,000 500 0 0 10,000 10,000 8,229,727 

Transfer from General Fund 0 0 0 0 0 0 0 0 

Transfer from Mustang Bayou Reg Water Fund 0 0 0 0 0 0 0 0 

Transfer from Steepbank/Flatbank Reg WW Fund 0 0 0 0 0 0 0 0 

Transfer from Surface Water Fund 0 0 0 0 0 0 0 0 

Reimbursement from MUD's 0 0 0 0 0 0 0 0 

Sale of Bonds 1,400,000 0 0 0 0 0 0 1,400,000 

Sale of Certificates of Obligation 0 0 0 0 0 0 0 0 

TOTAL REVENUES & RESOURCES 

EXPENDITURES 

7,113,227 2,496,000 500 0 0 10,000 10,000 9,629,727 

Cost of Sales 0 0 0 0 0 0 0 0 

Public Safety 2,946,872 0 0 0 0 0 0 2,946,872 

Drainage 1,540,000 0 0 0 0 0 0 1,540,000 

Transportation 2,670,311 2,362,000 0 0 0 0 0 5,032,311 

Parks 508,554 0 0 0 0 0 0 508,554 

Facilities 335,000 0 0 0 0 0 0 335,000 

Municipal Court 0 0 0 0 0 0 0 0 

Metro Projects 0 0 0 0 0 0 0 0 

Other Projects 0 0 0 0 0 0 0 0 

Utility Construction 0 0 0 0 0 100,000 3,300,000 3,400,000 

TOTAL EXPENDITURES 8,000,737 2,362,000 0 0 0 100,000 3,300,000 13,762,737 


Transfer to General Fund 0 800,000 0 0 0 0 0 800,000 

Transfer to TIRZ #1 Fund 0 0 0 0 0 0 0 0 


Debt 


0 0 0 0 368,860 0 0 368,860 

EXPENDITURES 8,000,737 3,162,000 0 0 368,860 100,000 3,300,000 14,931,597 

NET REVENUES OVER/(UNDER) EXPENDITUR (887,510) (666,000) 500 0 (368,860) (90,000) (3,290,000) (5,301,870) 

BEGINNING FUND BALANCE JULY 1 1,563,861 1,838,810 283,822 598,773 2,301,408 1,551,118 5,655,935 13,793,726 

ENDING FUND BALANCE JUNE 30 676,351 1,172,810 284,322 598,773 1,932,548 1,461,118 2,365,935 8,491,856 


34


UTILITY FUNDS SUMMARY BY YEAR 




OPERATING REVENUE 

250-5045 Steepbank/Flatbank-Wastewater Treatment 976,659 841,302 841,302 869,787 870,834 

270-0000 Solid Waste Collections 1,695,948 2,523,150 2,523,150 2,431,280 2,654,320 

505-5146 Hightower Wastewater Treatment 6,702 10,801 10,801 3,524 6,769 

505-5247 NE Oyster Creek Service Area-Water Production 21,819 12,500 12,500 16,561 16,200 

505-5248 NE Oyster Creek Service Area-Wastewater Treatment 9,817 9,800 9,800 10,290 10,700 

505-5349 Mustang Bayou Service Area-Water Production 469,448 655,925 655,925 518,185 540,025 

505-5350 Mustang Bayou Service Area-Wastewater Treatment 564,642 691,220 691,220 650,322 581,768 

510-0000 Surface Water Treatment 6,114,915 6,531,954 6,531,954 7,458,555 9,653,500 

Total Operating Revenue 9,859,950 11,276,652 11,276,652 11,958,504 14,334,116 

OPERATING EXPENSES 




505-5247 NE Oyster Creek Service Area-Water Production 18,770 0 0 0 0 




510-0000 Surface Water Treatment 973,126 1,284,633 1,449,134 1,364,677 3,212,315 

Total Operating Expenses 4,240,753 5,283,729 5,501,297 5,463,244 7,511,391 

OPERATING INCOME 5,619,197 5,992,923 5,775,355 6,495,260 6,822,725 

NON-OPERATING REVENUE/(EXPENSES) 

380 1800 Interest Income 37,484 72,000 72,000 111,166 110,320 

390 0421 Transfer from Fund 421 0 0 0 0 0 

390 3500 Bond Premium 120,107 0 0 0 0 

395 0100 Contribution of Assets 251,532 0 0 0 0 

753 3249 Miscellaneous 148,029 0 0 0 0 

Missouri City Share O&M Reserve (14,021) 0 0 0 0 

590 Paying Agent Fees (500) (500) (500) (500) (500) 

Issuance Expense (120,107) 0 0 0 0 

590 Contingency - Surface Water Treatment Plant 0 72,055 0 0 (79,947) 

591 O & M Reserve Inc/(Dec)-Steepbank/Flatbank Plant 21,489 10,907 10,907 10,907 4,657 

O & M Reserve Inc/(Dec)-Mustang Bayou WWTP Plant 43,448 0 0 39,056 (6,300) 

990 0101 Transfer to Fund 101 (1,105,944) (150,000) (150,000) (150,000) (150,000) 

990 0421 Transfer to Fund 421 (4,037,473) 0 0 0 0 

Bond/CO Interest Expense (2,442,078) (3,618,274) (3,618,274) (3,618,274) (3,641,434) 

Total Non-Operating Revenue/(Expenses) (7,098,034) (3,613,812) (3,685,867) (3,607,645) (3,763,205) 

NET INCOME (1,478,837) 2,379,111 2,089,488 2,887,615 3,059,521 

Total Cash and Cash Equivalents - Beginning 4,001,463 2,422,788 2,522,626 2,522,626 5,410,241 

DESIGNATED FUND BALANCE-RESERVES 0 0 0 0 (218,208) 

Total Cash and Cash Equivalents - Ending 2,522,626 4,801,899 4,612,114 5,410,241 8,687,970 


35


REVENUES: 

INTERNAL SERVICE FUNDS SUMMARY BY FUND 


INFORMATION INFORMATION 

FLEET FLEET TECHNOLOGY TECHNOLOGY BUILDING 

MAINTENANCE REPLACEMENT MAINTENANCE REPLACEMENT MAINTENANCE 

FUND FUND FUND FUND FUND TOTALS 

OPERATING REVENUES 

Services Charged 780,617 354,611 1,689,791 171,279 1,241,052 4,237,350 

Transfers from General Fund 0 0 0 0 0 0 

TOTAL OPERATING REVENUES 780,617 354,611 1,689,791 171,279 1,241,052 4,237,350 

NON-OPERATING REVENUES 

Federal Grants 0 0 0 

Interest Earnings 0 0 0 8,000 0 8,000 

Sale of Salvage 0 0 0 0 0 0 

Insurance Reimbursement 0 0 0 0 0 0 

Miscellaneous 0 0 0 0 0 0 

TOTAL NON-OPERATING REVENUES 0 0 0 8,000 0 8,000 

TOTAL REVENUES & RESOURCES 780,617 354,611 1,689,791 179,279 1,241,052 4,245,350 

EXPENDITURES 

Personnel 268,908 0 637,751 0 266,818 1,173,477 

Commodities 273,100 0 165,868 0 122,094 561,062 

Contractual Services 236,809 0 867,172 0 848,629 1,952,610 

Other Services 1,800 0 19,000 0 3,511 24,311 

Capital Outlay 0 150,000 0 240,700 0 390,700 

TOTAL EXPENDITURES 780,617 150,000 1,689,791 240,700 1,241,052 4,102,160 

CONTINGENCY 0 0 0 0 0 0 


Transfers to General Fund 0 0 0 0 0 0 

Transfers to Building Maint. Fund 0 0 0 0 0 0 


EXPENDITURES 780,617 150,000 1,689,791 240,700 1,241,052 4,102,160 

NET REVENUES OVER/(UNDER) EXPENDITU 0 204,611 0 (61,421) 0 143,190 

BEGINNING FUND BALANCE JULY 1 0 (63,928) 0 197,519 0 133,591 

ENDING FUND BALANCE JUNE 30 0 140,683 0 136,098 0 276,781 


36


REVENUES: 

INTERNAL SERVICE FUNDS SUMMARY BY YEAR 



Actual Orig. Budget Adj. Budget Estimate Budget 


Other Miscellaneous 40,040 0 0 1,503 0 

Insurance Reimbursement 10,598 0 0 4,980 0 

Federal Grants 362,095 0 0 0 0 

Services Charged 3,293,777 4,090,665 4,090,665 3,499,039 4,237,350 

TOTAL OPERATING REVENUES 3,706,510 4,090,665 4,090,665 3,505,522 4,237,350 


Interest Earnings 10,934 35,000 35,000 24,526 8,000 

TOTAL NON-OPERATING REVENUES 10,934 35,000 35,000 24,526 8,000 


Transfer from General Fund 157,129 183,117 183,117 188,550 0 

Transfer from C.O. Fund 0 0 0 0 0 

Transfer from Fleet Maint. Fund 0 0 0 0 0 

Transfer from Info Tech Replacement Fund 0 0 0 0 0 


EXPENDITURES 

Personnel 1,036,415 1,111,867 1,111,867 1,086,375 1,173,477 

Commodities 1,659,926 573,708 581,008 710,510 561,062 

Contractual Services 1,893,272 2,054,760 2,300,777 2,003,113 1,952,610 


Capital Outlay 320,101 534,000 660,046 680,819 390,700 


CONTINGENCY 0 0 0 0 0 


Transfers to General Fund 0 0 0 0 0 

Transfers to Building Maint. Fund 0 0 0 0 0 

Transfer to Fleet Replace Fund 0 0 0 0 0 


EXPENDITURES 4,927,598 4,284,548 4,665,411 4,492,468 4,102,160 

NET REVENUES OVER/(UNDER) EXPENDITU (1,053,025) 24,234 (356,629) (773,870) 143,190 

BEGINNING FUND BALANCE JULY 1 1,960,486 668,240 907,461 907,461 133,591 

ENDING FUND BALANCE JUNE 30 907,461 692,474 550,832 133,591 276,781 


37


TEN YEAR SUMMARY OF FULL-TIME 

STAFFING POSITIONS 

Actual Actual Actual Actual Actual Actual Actual Actual Est. Adopted 

GENERAL FUND 

GENERAL GOVERNMENT 

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 

1001 Council and Management 3.5 2.5 3 4 4 4 4 4 4 4 

1002 City Secretary 4 4 4 5 5 5 5 5 5 5 

1003 Human Resources/Organ. Dev. 2.5 2.5 4 4 4 4 4 3 3 3 

1004 Legal 3 4 4 4 4 5 5 5 4 4 

1006 Municipal Court 4 5 7 7 7 7 8 7 7 7 

1008 Communications 3 4 12 14 11 10 10 9 9 9 

Total General Government 

FINANCE 

20 22 34 38 35 35 36 33 32 32 

2011 Finance Administration 2 2 2 2 2 2 2 1 1 1 

2012 Purchasing & Risk Management 2 2 2 2 2 3 3 3 3 3 

2014 Accounting & Budget 13 13 11 11 11 11 11 12 12 12 

Total Finance 

POLICE 

17 17 15 15 15 16 16 16 16 16 

3021 Police Administration 6 6 6 6 6 7 8 8 9 9 

3022 Animal Control 3 3 3 3 0 0 0 0 0 0 

3023 Support Services 18 18 20 21 21 24 24 25 24 24 

3024 Criminal Investigation 15 15 18 19 20 20 20 19 20 25 

3025 Patrol 42 45 55 55 55 56 55 61 67 62 

Total Police 

FIRE & RESCUE SERVICES 

84 87 102 104 102 107 107 113 120 120 

4031 Administration 2 2 2 2 2 3 3 3 3 3 

4032 Fire Prevention 2 2 3 3 3 3 3 3 3 3 

4033 Training/Education 1 1 1 1 1 1 1 1 1 1 

4034 Operations 52 52 52 58 58 58 58 58 58 58 

Total Fire 

PUBLIC WORKS 

57 57 58 64 64 65 65 65 65 65 

5040 Engineering 12 12 13 13 8 12 12 10 9 9 

5042 Streets/Drainage/Traffic Control 18 18 18 18 15 15 15 13 13 13 

5043 Development Services 0 0 0 0 4 0 0 0 0 0 

5044 Geographic Information Services 0 0 0 0 4 4 4 4 5 5 

5048 Animal Control 0 0 0 0 3 3 3 3 3 3 

Total Public Works 

PARKS & RECREATION 

30 30 31 31 34 34 34 30 30 30 

6051 Parks 12 12 12 12 13 14 14 12 12 12 

6052 Recreation 5 5 4 4 4 3 3 3 3 5 

Total Parks & Recreation 

PLANNING 

17 17 16 16 17 17 17 15 15 17 

7060 Planning & Development 7 7 7 7 7 7 7 6 5 5 

7061 Inspections & Permits 11 11 10 10 14 14 14 11 12 12 

7062 Code Enforcement 3.87 3.87 4.87 5.62 5.62 5.62 5.62 5.12 6 6 

Total Planning 21.87 21.87 21.87 22.62 26.62 26.62 26.62 22.12 23 23 

TOTAL GENERAL FUND 


246.87 251.87 277.87 290.62 293.62 300.62 301.62 294.12 301 303 

220-0000 Radio Communications 1 1 1 1 1 1 1 1 1 1 

237-7060 Community Development 1.13 1.13 1.13 1.38 1.38 1.38 1.38 0.88 0 0 

Total Special Revenue Funds 2.13 2.13 2.13 2.38 2.38 2.38 2.38 1.88 1 1 


605-0000 Fleet Maint. & Replacement 3 3 4 4 4 4 4 3 4 4 

610-1005 Information Technology 6 6 6 7 7 8 8 8 8 8 

615-6053 Building Maintenance 4 4 4 4 4 4 4 4 4 4 

Total Internal Service Funds 13 13 14 15 15 16 16 15 16 16 

TOTAL ALL FUNDS 262 267 294 308 311 319 320 311 318 320 


38


Section III 

ASSESSMENTS AND LEVIES 

The assessments and levies provide the history of assessments, tax rates, levies, and collection data since 

property tax assessment began in 1970. 


As of October 1, 1981, the appraisal of property within the City is the responsibility of the Central Appraisal 

District of Fort Bend County for properties located in Fort Bend County; Harris County Appraisal District for 

properties located in Harris County. The Appraisal District is required under the Property Tax Code to assess 

all property on the basis of 100 percent of its appraised value. All property must be reappraised every four 

years. 

The City prepares its budget based on estimated appraisal values because the certified appraisal values are 

received in late July or early August. In August, after the effective tax rate is calculated and published based 

on the certified values, the tax rate is approved by City Council and the budget revised as necessary. 

Under Article XI, Section 5 of the State of Texas Constitution and the City Charter, as a Home Rule Charter 

City, the City of Missouri City is not limited by law in the amount of debt it may issue for general government 

services. The maximum tax rate for all purposes is $2.50 per $100 of assessed valuation. Within the $2.50 

maximum, there is no legal limit upon which the amount of taxes can be levied for Debt Service. 

Revenue Descriptions and Assumptions 

From 2005 to present, net taxable value of property has risen by $883.8 million. This could be contributed to 

new development, annexed land values and property revaluations. In earlier years, before development began 

in the extraterritorial jurisdiction, the developer requested the land to be annexed into the City. In February 

1996, the City entered into a joint development agreement with Sienna Plantation Partners, L.P., AFG, Pacific 

Properties, Inc., and Thompson Lake Partners, LTD., to develop approximately 7,500 acres of land within the 

City’s extraterritorial jurisdiction prior to annexation. The agreement was recently amended to include 

additional acres in Sienna North. 

Current property tax collections are estimated to be 97.97 percent of the levy this year. 

=============================== CITY OF MISSOURI CITY ================================ 

39


THIS PAGE BLANK UNTIL RECEIPT OF CERTIFIED ROLL 


40


ESTIMATION AND DISTRIBUTION OF PROPERTY TAX ASSESSMENT 

as of March 31, 2012 - FBCAD Supplemental #9 & HCAD Batch #7 

FY 2011 FY 2012 FY 2012 FY 2013 

Actual Budget Estimate Budget 

ASSESSED VALUATION 

Land and Improvements 

Homesite 3,507,174,930 3,109,629,375 3,380,260,452 

Non-Homesite 952,468,233 943,898,107 956,572,191 

Agriculture Market 90,241,650 69,271,341 79,525,091 

4,549,884,813 4,122,798,823 4,416,357,734 0 

Personal Property 249,976,257 231,994,617 253,805,190 

Total Market Value 4,799,861,070 4,354,793,440 4,670,162,924 0 

Less Exemptions 

Homestead Cap Adjustment 4,870,325 3,642,090 3,734,170 

Total Exempt Property 231,481,143 232,393,929 232,027,649 

Ag Productivity Loss 89,285,154 68,423,409 78,640,969 

Homestead 0 0 0 

Over 65 45,167,786 42,401,802 48,044,003 

Disabled Persons 4,360,034 4,175,334 4,530,334 

Disabled Veterans 14,410,254 14,073,114 15,444,702 

Prorated Exempt Property 567,650 387,265 630,758 

HB 366 and Historical 3,367 2,050 2,820 

Auto Leased Vehicles 16,668,488 13,466,112 15,652,274 

Abatement 7,789,670 4,996,090 7,414,290 

Pollution 10,500 10,500 10,500 

Freeport 5,770,225 6,026,250 7,676,713 

420,384,596 389,997,945 413,809,182 0 

NET ASSESSED VALUE 4,379,476,474 3,964,795,495 4,256,353,742 4,405,827,756 

TIRZ #1, #2, & #3 VALUE 0 280,764,116 260,947,469 260,947,469 

4,379,476,474 3,684,031,379 3,995,406,273 4,144,880,287 

LEVY 

General Fund Levy 15,228,491 12,810,482 13,893,226 14,412,992 

Debt Service Levy 7,912,663 6,655,939 7,218,501 7,488,555 

Total Levy 23,141,154 20,949,979 22,490,573 23,280,394 

Current Collections - General 14,051,975 12,258,351 13,712,614 14,120,408 

Current Collections - TIRZ #1 428,334 429,202 417,128 427,607 



Current Collections - Debt Service 7,300,983 6,369,069 7,124,660 7,336,538 

Total Current Collections 22,627,705 20,047,028 22,198,195 22,852,055 

Percent of Levy Collected at June 30 91.99% 95.69% 98.70% 97.97% 

COLLECTIONS 22,627,705 20,047,028 22,198,195 22,852,055 

TAX RATE SUMMARY FY 2011 FY 2012 FY 2012 FY 2013 

General Fund 

0.34772 

0.34773 

0.34773 

0.34773 

Debt Service 0.18068 0.18067 0.18067 0.18067 

TOTAL 0.52840 

0.52840 

0.52840 


41 

0.52840


30,000,000 

20,000,000 

10,000,000 

0 

PROPERTY TAXES LEVIES AND COLLECTIONS 

PROPERTY TAX LEVIES AND COLLECTIONS 

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012E 

Tax Levy Tax Collection 


42


PROPERTY TAX LEVIES AND COLLECTIONS 

Current Percent of Out- Percent of 

Total Tax Percent Delq. Tax Total Tax Total Tax standing Delq. Tax 

Fiscal Tax Levy Collection of Levy Collection Collection Collection Delq. Tax Collection 

Year ($) ($) Collected ($) ($) to Tax Levy ($) to Tax Levy 

1970-71* 150,053 

1971-72 167,664 

1972-73 237,372 

1973-74 263,630 

1974-75 492,205 

1975-76 723,140 

1976-77 881,845 

1977-78 1,077,287 

1978-79 1,284,980 

1979-80 1,547,019 

1980-81 2,006,101 

1981-82 2,366,999 

1982-83 3,025,552 

1983-84 3,489,989 

1984-85 4,123,002 

1985-86 4,739,814 

1986-87 5,095,102 

1987-88 5,179,376 

1988-89 5,925,284 

1989-90 6,030,408 

1990-91 6,278,498 

1991-92 6,706,010 

1992-93 7,144,499 

1993-94 7,622,031 

1994-95 8,197,261 

1995-96 8,572,213 

1996-97 9,234,642 

1997-98 9,871,804 

1998-99 10,490,172 

1999-00 11,187,291 

2000-01 11,896,332 

2001-02 12,755,356 

2002-03 13,576,934 

2003-04 15,697,153 

2004-05 16,688,681 

2005-06 18,036,185 

2006-07 18,987,956 

2007-08 20,596,110 

2008-09 22,835,266 

2009-10 23,507,100 

2010-11 23,145,280 

2011-12 E 22,490,573 

2011-12 are estimates. 

144,195 

157,832 

221,142 

252,108 

463,447 

665,718 

826,108 

1,044,742 

1,237,147 

1,481,161 

1,971,465 

2,200,238 

2,852,930 

3,422,749 

3,971,353 

4,571,015 

4,882,868 

4,975,059 

5,729,678 

5,852,180 

6,097,592 

6,603,798 

7,029,534 

7,512,421 

8,069,849 

8,448,569 

9,055,914 

9,688,736 

10,178,073 

10,835,259 

11,477,958 

12,204,578 

12,992,334 

14,955,664 

15,876,776 

17,125,657 

18,188,477 

19,781,831 

22,064,828 

22,834,605 

22,611,412 

22,198,195 

96.100% 0 144,195 

94.100% 6,577 164,409 

93.200% 6,505 227,647 

95.630% 4,762 256,870 

94.160% 12,013 475,460 

92.060% 23,305 689,023 

93.680% 42,129 868,237 

96.980% 48,678 1,093,420 

96.280% 29,607 1,266,754 

95.740% 52,503 1,533,664 

98.270% 74,806 2,046,271 

92.920% 136,054 2,336,292 

94.290% 116,313 2,969,243 

98.070% 89,678 3,512,427 

96.320% 82,250 4,053,603 

96.460% 119,773 4,690,788 

95.830% 133,997 5,016,865 

96.060% 177,238 5,152,297 

96.700% 179,611 5,909,289 

97.040% 106,513 5,958,693 

97.110% 123,938 6,221,530 

98.480% 170,690 6,774,488 

98.390% 251,393 7,280,927 

98.560% 131,397 7,643,818 

98.450% 95,766 8,544,335 

98.560% 119,533 8,568,102 

98.060% 106,259 9,162,173 

98.150% 149,099 9,837,835 

97.020% 161,462 10,339,535 

96.760% 261,625 11,096,884 

96.480% 381,388 11,859,346 

95.680% 357,542 12,562,120 

96.000% 467,520 13,459,854 

96.060% 609,027 15,564,691 

95.135% 714,073 16,590,849 

94.952% 764,354 17,890,011 

95.790% 895,906 19,084,383 

96.046% 872,255 20,654,086 

96.626% 742,347 22,807,175 

97.139% 739,170 23,573,775 

97.693% 530,233 23,141,645 

98.700% 406,699 22,604,894 

96.10% 5,858 

98.10% 9,113 

95.90% 18,738 

97.43% 15,524 

96.60% 32,269 

95.28% 66,387 

98.46% 79,995 

101.50% 63,862 

98.58% 82,088 

99.14% 95,443 

102.00% 55,274 

98.66% 85,981 

98.14% 142,290 

100.64% 119,852 

98.32% 189,250 

98.97% 238,276 

98.46% 316,513 

99.48% 343,592 

99.73% 359,587 

98.81% 431,302 

99.09% 488,270 

101.02% 419,792 

101.91% 283,364 

101.29% 261,577 

99.67% 295,353 

99.69% 297,334 

99.22% 367,822 

99.66% 396,607 

98.56% 547,244 

99.19% 650,821 

99.69% 650,776 

98.49% 844,013 

99.14% 937,900 

99.16% 1,070,362 

99.41% 1,168,194 

99.19% 1,314,368 

100.51% 1,217,941 

100.28% 1,159,965 

99.88% 1,188,056 

100.28% 1,121,381 

99.98% 1,125,016 

100.51% 1,010,695 

* Tax levy has been adjusted for additions and deletions to the tax roll. Property tax levy began in FY1971 year. Taxes 

are levied in July or August and become delinquent each year on February 1. The City, in accordance with Section 

33.07 of the Texas Property tax law annotated 1982, imposes an additional penalty of 15% beginning July 1 to defray 

the cost of collection. 

0 

3.92% 

2.74% 

1.81% 

2.44% 

3.22% 

4.78% 

4.52% 

2.30% 

3.39% 

3.73% 

5.75% 

3.84% 

2.57% 

1.99% 

2.53% 

2.63% 

3.42% 

3.03% 

1.77% 

1.97% 

2.55% 

3.52% 

1.72% 

1.17% 

1.39% 

1.15% 

1.51% 

1.54% 

2.34% 

3.21% 

2.80% 

3.44% 

3.88% 

4.28% 

4.24% 

4.72% 

4.24% 

3.25% 

3.14% 

2.29% 

1.81% 


43


Appraised Property 

Value 

5,000,000 

4,000,000 

3,000,000 

2,000,000 

1,000,000 

0 

Appraised Property Value 

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 E 

Net Residential Values (in thousands) Personal Values (in thousands) 

Net Assessed Values (in thousands) Net Nonresidential (in thousands) 

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 E 

Estimate 

Residential Values (in thousands) 3,373,152 3,556,036 3,553,265 3,507,175 3,380,260 

Less exemptions (in thousands) 76,811 90,241 95,264 184,034 178,047 

Net Residential Values (in thousands) 3,296,341 3,465,795 3,458,001 3,323,141 3,202,213 

Personal Values (in thousands) 224,504 219,067 222,975 249,976 253,805 

Commercial (Nonresidential + agriculture) 

(in thousands) 853,848 995,874 1,079,113 1,042,710 1,036,097 

Less Exempt properties (Ag Use/exempt 

properties) (in thousands) 251,474 266,345 306,899 236,351 235,761 

Net Nonresidential (in thousands) 602,374 729,529 772,214 806,359 800,336 

Net Assessed Values (in thousands) 4,123,219 4,414,391 4,453,190 4,379,476 4,256,354 


44


ASSESSED VALUE OF NET TAXABLE PROPERTY AND TAX RATES 

Net Real Personal 

Tax Rates (Per $100 

of Assessed Value) 

Property Property Total 

Fiscal Assessed Assessed Assessed General Debt Service Total Tax 

Year Value ($) Value ($) Value ($) Fund Fund Rates 

FY 1971 * 27,117,363 

FY 1972 29,909,328 














FY 1986 1,099,750,231 


























FY 2012 E 4,002,548,552 

E denotes estimate for years shown. 

5,690,233 

6,397,083 

6,691,474 

7,123,614 

7,850,204 

9,693,451 

13,824,822 

11,302,868 

12,196,718 

17,182,806 

16,728,274 

31,898,920 

46,950,503 

45,923,680 

56,916,470 

58,869,100 

57,428,671 

56,855,133 

62,310,744 

73,424,787 

70,380,574 

75,206,977 

85,492,469 

95,238,637 

102,037,987 

108,750,931 

105,148,461 

114,486,024 

111,834,884 

93,491,920 

89,569,395 

98,540,185 

114,723,334 

139,288,902 

178,718,122 

186,273,880 

192,448,831 

224,503,642 

219,067,020 

222,974,938 

249,976,257 

253,805,190 

32,807,596 

36,306,411 

50,134,148 

58,582,424 

74,714,484 

131,477,831 

163,332,642 

195,867,358 

262,240,198 

291,889,536 

303,828,634 

543,688,000 

850,822,457 

894,686,666 

1,002,693,415 

1,158,619,331 

1,184,014,850 

1,147,185,996 

1,120,100,292 

1,125,802,812 

1,151,496,436 

1,268,906,586 

1,329,410,364 

1,411,750,650 

1,494,201,842 

1,563,037,282 

1,624,014,657 

1,736,088,240 

1,847,486,260 

2,032,833,279 

2,286,058,933 

2,534,586,816 

2,762,011,388 

3,314,218,393 

3,568,788,403 

3,621,707,698 

3,839,772,362 

4,123,221,842 

4,414,390,876 

4,453,189,675 

4,379,476,474 

4,256,353,742 

0.45000 0.00000 0.45000 

0.45000 0.00000 0.45000 

0.45000 0.00000 0.45000 

0.45000 0.00000 0.45000 

0.66000 0.00000 0.66000 

0.55000 0.00000 0.55000 

0.46070 0.08930 0.55000 

0.47680 0.07320 0.55000 

0.45370 0.03630 0.49000 

0.44110 0.08890 0.53000 

0.53000 0.13000 0.66000 

0.35200 0.07800 0.43000 

0.23000 0.12000 0.35000 

0.28000 0.11000 0.39000 

0.28000 0.13000 0.41000 

0.26500 0.14400 0.40900 

0.28500 0.14400 0.42900 

0.29400 0.15600 0.45000 

0.37300 0.15600 0.52900 

0.37830 0.15720 0.53550 

0.37500 0.17050 0.54550 

0.35590 0.17400 0.52990 

0.37430 0.16260 0.53690 

0.38800 0.15200 0.54000 

0.39824 0.15038 0.54862 

0.39824 0.15038 0.54862 

0.39824 0.17038 0.56862 

0.39824 0.17038 0.56862 

0.38752 0.18038 0.56790 

0.37280 0.17753 0.55033 

0.36254 0.15749 0.52003 

0.36153 0.14172 0.50325 

0.34974 0.14172 0.49146 

0.35433 0.15567 0.51000 

0.35844 0.14321 0.50165 

0.36141 0.13659 0.49800 

0.35092 0.14358 0.49450 

0.34318 0.15608 0.49926 

0.35349 0.16375 0.51724 

0.34686 0.18154 0.52840 

0.34772 0.18068 0.52840 

0.34773 0.18067 0.52840 

Assessed valuations are adjusted for additions and deletions to the appraisal roll. Values are net over 65, 

disabled veterans and agricultural use deduction. 

*Property tax levy was initiated in FY1971. 

Assessed values are assessed at 100% of actual values. 


45


2013 E 

2012 E 

2011 

2010 

2009 

UNCOLLECTED PROPERTY TAXES 

AS A PERCENTAGE OF TOTAL LEVY 

4.9% 

4.8% 

5.2% 

4.9% 

6.3% 

4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 

Fiscal Year 2009 2010 2011 2012 E 2013 E 

Delinquent Levy 1,159,965 1,188,056 1,121,381 1,125,016 1,417,394 

Current Tax Levy 22,835,266 23,507,100 23,145,280 22,490,573 23,280,394 

Less Total Collections 22,807,175 23,573,775 23,141,645 22,198,195 23,554,969 

Uncollected Property Taxes 1,188,056 1,121,381 1,125,016 1,417,394 1,142,819 

Uncollected as a % of Property Taxes 5.2% 4.8% 4.9% 6.3% 4.9% 


46


PRINCIPAL TAXPAYERS 

June 30, 2011 

Table 7 

2011 2006 

% of % of 

Taxable Total Taxable Taxable Total Taxable 

Assessed Assessed Assessed Assessed 

Taxpayer Value Rank Value Value Rank Value 

Inland American Missouri City Riverstone Ltd Partnership $ 29,351,560 1 0.67 % 

CenterPoint Energy Electric 20,798,570 2 0.47 $ 24,020,830 1 0.66 % 

MF/WM Sienna Ltd 17,982,580 3 0.41 

Wal-Mart Real Estate Business Trust 15,341,780 4 0.35 11,277,700 3 0.31 

Kroger Texas LP 14,656,250 5 0.33 

Colony Lakes Center Ltd 13,835,480 6 0.32 9,109,250 4 0.25 

HEB Grocery Company LP 12,601,880 7 0.29 

Opus West LP 12,500,000 8 0.29 

Leftgate Property Holdings Inc. 11,916,160 9 0.27 

Target Corporation 11,900,000 10 0.27 11,382,410 2 0.31 

Vicksburg Estates Ltd 8,452,360 5 0.23 

Wal-Mart Stores Texas LP #2505 8,147,250 6 0.22 

Riverstone Retail Partners Ltd. 6,743,100 7 0.19 

Beezer Homes Texas Inc. 6,220,860 8 0.17 

MC Plantation LLC 6,099,320 

HD Development 5,996,380 

9 0.17 

10 0.17 

Subtotal 160,884,260 3.67 97,449,460 2.68 

Other taxpayers 4,218,592,214 96.33 3,524,258,238 97.32 

Total $ 4,379,476,474 100.00 % $ 3,621,707,698 100.00 % 

Source - Tax assessor/collector's records. 


PRINCIPAL PROPERTY TAXPAYERS 

Current Year and Five Years Ago 


47



48


MUNICIPAL UTILITY DISTRICTS 

At present, 19 municipal utility districts (MUDs) and one levee improvement district (LID) operate within the City to 

provide water, sewer, and storm drainage to facilities and services within the City limits. In addition, three tax increment 

reinvestment zones (TIRZs) and three public improvement districts (PIDs) have been created within the City. Both TIRZs 

and PIDs are in active development. TIRZ and PID structures are explained in Section VI of this budget, Special 

Revenue Funds. Outside the City limits, in the City's extraterritorial jurisdiction, are six active MUDs, and six not yet 

active MUDs created for future development. Under written agreements between the City and MUDs, these MUDs will 

be annexed one-by-one into the City and dissolved as their development nears completion. 

MUDs are established, political subdivisions of the State of Texas and are regulated by state law. These districts are 

separate reporting entities and are not included in the City’s budget. MUDs have separate elected boards. The City has 

little or no control over their operations and does not approve budgets, provide funding or maintain responsibility for the 

bonded indebtedness. The enclosed map of the MUD boundaries and overlapping debt rates are included for 

informational purposes. 

The City adopted a wastewater master plan in 1995. The City owns one regional wastewater treatment plant, which serves 

four in-city MUDs and one in the ETJ, and will serve five ETJ MUDs in the future. Two more regional wastewater plants 

are under design to serve one TIRZ, the two PIDs, two in-City MUDs and the remaining ETJ MUDs. 

The City and the MUDs have jointly drafted a storm water management plan to comply with the National Pollution 

Discharge Elimination System Phase II program which is beginning implementation in the State of Texas. 

The City is planning to develop a water supply master plan in the next few years, and continues to coordinate with the 

MUDs the development of a shared groundwater reduction plan to comply with the Fort Bend Subsidence District 

Regulatory Plan adopted in September 2003. The City is currently reviewing alternatives to increase capacity of water 

supply available to the Mustang Bayou Water Supply Service Area, which includes Vicksburg, TIRZ No. 2 and PIDs No. 

2 and 4. That area is developing rapidly as a result of the Fort Bend Toll Road which connects Highway 6 with Beltway 

8. 

The City anticipates that it may dissolve some or all of the in-city MUDs in the future and assume ownership and 

operation of the district facilities together with all related bond indebtedness. MUDs must now receive consent from the 

City and enter into agreements specifying development, funding, and operational guidelines prior to creation or 

expansion. 

THE COMPREHENSIVE PLAN 

The Comprehensive Master Plan for the City was reviewed, updated and adopted in September 2009. The City 

Development Services Department coordinated this effort with input from the City Council, City Manager, Planning and 

Zoning Commission, Comprehensive Plan Subcommittee, homeowners, business owners and developers. Policies and 

strategies for orderly growth were established; and the plan is currently being implemented. A summarized version of the 

plan is located in the Long Term Plans section of this budget. 

CAPITAL SPENDING IMPACT ON 

DEBT SERVICE AND OPERATING EXPENDITURES 

A growing community experiences a somewhat different impact with the downturn in economy than an older community. 

The impact of debt service to total operating expenditures is usually offset by growth in new housing starts, commercial 

development, and increased appraisal values from development of infrastructure. When this growth slows, the City must 

be able to shift priorities and ride out the decline until the economy turns around. Missouri City’s strategy during the 

economic downturn was to maintain a stable tax rate, keep employees to a minimum and delay projects and bond sales 

until the economy turned around. The City presently estimates population and assessed value growth to remain fairly 

constant. 


49


COMPUTATION OF DIRECT AND OVERLAPPING DEBT 

JUNE 30, 2011 


DIRECT AND OVERLAPPING GOVERNMENTAL ACTIVITIES DEBT 

June 30, 2011 

Table 11 

Governmental Unit 

Blue Ridge West MUD $ None 100.00 % $ 0 

First Colony Levee Improvement District 250,000 47.24 118,100 

First Colony MUD No. 9 15,900,000 100.00 15,900,000 

Fort Bend County 456,500,000 8.66 39,532,900 

Fort Bend County MUD No. 26 15,145,000 100.00 15,145,000 


Fort Bend County MUD No. 45 None 100.00 0 









Fort Bend County WCID No. 2 55,250,000 8.29 4,580,225 

Fort Bend Independent School District 967,013,829 16.28 157,429,851 

Harris County 2,342,176,628 0.06 1,405,306 

Harris County Department of Education 7,980,000 0.06 0 

Harris County Flood Control District 102,539,024 0.06 61,523 

Harris County MUD No. 122 1,390,000 100.00 1,390,000 

Harris County Toll Road 0 (2) 

0.06 0 

Harris County WCID (Fondren Road) 3,075,000 100.00 3,075,000 

Houston Community College System 279,755,000 3.41 9,539,646 

Houston Independent School District 2,276,423,577 0.21 4,780,490 

Meadowcreek MUD None 100.00 0 

Palmer Plantation MUD #1 5,465,000 100.00 5,465,000 

Palmer Plantation MUD #2 9,150,000 100.00 9,150,000 

Port of Houston Authority 763,619,397 0.06 458,172 

Quail Valley Utility District None 100.00 0 

Sienna Plantation Levee Imp. District 80,775,000 7.54 6,090,435 

Sienna Plantation Management District 14,000,000 100.00 14,000,000 

Sienna Plantation MUD #10 (3) 

Estimated 

City of 

Missouri City 

Percentage Share 

Debt Outstanding Applicable 

32,755,000 0.30 98,265 

Sienna Plantation MUD #12 9,905,000 12.67 1,254,964 

Southwest Harris County MUD #1 2,395,000 100.00 2,395,000 

Thunderbird Utility District None 100.00 0 

(1) 

of Debt 

Total Overlapping Debt 350,072,800 

City of Missouri City 107,647,810 

Total Direct and Overlapping Debt 

$ 457,720,610 

Population 68,691 

Per Capita Debt-Direct and Overlapping 

Source: First Southwest Company and Texas Municipal Advisory Council. 

$ 6,663 

Note - Overlapping governments are those that coincide, at least in part, with the geographic boundaries 

of the City. This schedule estimates the portion of the outstanding debt of those overlapping governments 

that is borne by the residents and businesses of the City. This process recognizes that, when considering 

the government's ability to issue and repay long-term debt, the entire debt burden borne by the residents 

and businesses should be taken into account. However, this does not imply that every taxpayer is a resident, 

and therefore, responsible for repaying the debt of each overlapping government. 

(1) The percentage of overlapping debt applicable is estimated using taxable assessed property values. 

Applicable percentages were estimated by determining the portion of the overlapping government's taxable 

assessed value that is within the City's boundaries and dividing it by the overlapping government's total 

taxable assessed value. 

(2) Harris County Toll Road debt is supported by toll revenue. No tax is levied to pay debt service. 

(3) Includes Series 2011 Bonds scheduled to close July 1, 2011. 


50


RATIO OF NET GENERAL LONG-TERM DEBT 

TO ASSESSED VALUE AND NET LONG-TERM DEBT PER CAPITA 

LAST TEN FISCAL YEARS 

June 30, 2011 

Ratio (%) Net 

Long-Term Net 

Fiscal Year Net Gross Net Debt to Long-Term 

Ended Estimated Assessed Value Long-Term Debt Service Long-Term Assessed Debt per 

June 30 Population* (in thousands) Debt (1) Monies Available Debt Value Capita 

2002 55,900 

2003 57,622 

2004 59,478 

2005 60,845 

2006 63,400 

2007 67,037 

2008 68,047 

2009 67,877 

2010 68,818 

2011 68,691 

(1) 

2,534,405 

2,762,011 

3,061,245 

3,316,783 

3,621,708 

3,839,772 

4,123,222 

4,414,391 

4,453,190 

4,448,466 

30,363,399 

30,910,188 

37,660,000 

34,440,000 

40,190,000 

53,418,500 

57,692,000 

87,610,108 

95,889,494 

107,647,810 

1,258,179 

1,356,944 

2,002,045 

1,895,423 

1,912,298 

2,566,460 

3,630,482 

3,577,336 

4,908,681 

6,286,811 

29,105,220 

29,553,244 

35,657,955 

32,544,577 

38,277,702 

50,852,040 

54,061,518 

84,032,772 

90,980,813 

101,360,999 

Includes all general obligation bonds, certificates of obligation, and obligations under 

capital leases at fiscal year end. 

*Source: Fort Bend Central Appraisal District Records and Census Bureau. 

1.15% 521 

1.07% 513 

1.16% 600 

0.98% 535 

1.06% 604 

1.32% 759 

1.31% 794 

1.90% 1,238 

2.04% 1,322 

2.28% 1,476 


51


FORT BEND COUNTY 

PROPERTY TAX RATES – DIRECT AND OVERLAPPING 

(PER $100 OF ASSESSED VALUATION) 


June 30, 2011 

Blue Ridge Fort Bend Fort Bend Meadowcreek Palmer Plant. First Colony Palmer Plant. 

West MUD MUD #26 Co. WCID #2 MUD Quail Valley UD MUD #1 MUD #9 MUD #2 MUD #49 

Over- Over- Over- Over- Over- Over- Over- Over- Over- 

Fiscal MUD lapping MUD lapping MUD lapping MUD lapping MUD lapping MUD lapping MUD lapping MUD lapping MUD lapping 

Year Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate 

2002 $ 0.65 $ 3.47 $ 0.77 $ 3.59 $ 0.16 $ 2.98 $ 0.44 $ 3.26 $ 0.29 $ 3.11 $ 0.88 $ 3.70 $ 0.59 $ 3.63 $ 0.78 $ 3.60 $ 0.89 $ 3.71 

2003 0.55 3.34 0.77 3.56 0.16 2.95 0.42 3.21 0.28 3.07 0.81 3.60 0.44 3.44 0.78 3.57 0.86 3.65 

2004 0.55 3.33 0.77 3.55 0.16 2.94 0.42 3.20 0.28 3.06 0.79 3.57 0.41 3.39 0.68 3.46 0.84 3.62 

2005 0.49 3.32 0.77 3.60 0.18 3.01 0.41 3.24 0.27 3.10 0.78 3.61 0.38 3.42 0.68 3.51 0.84 3.67 

2006 0.45 3.26 0.73 3.54 0.18 2.99 0.38 3.19 0.00 2.81 0.74 3.55 0.35 3.35 0.55 3.36 0.80 3.61 

2007 0.44 3.09 0.73 3.38 0.18 2.83 0.10 2.75 0.00 2.65 0.70 3.35 0.32 3.15 0.50 3.15 0.80 3.45 

2008 0.43 2.79 0.72 3.08 0.18 2.54 0.10 2.46 0.00 2.36 0.68 3.04 0.30 2.85 0.49 2.85 0.80 3.16 

2009 0.42 2.80 0.67 3.05 0.18 2.56 0.10 2.48 0.00 2.38 0.68 3.06 0.30 2.87 0.49 2.87 0.95 3.33 

2010 0.42 2.84 0.70 3.13 0.18 2.61 0.10 2.53 0.00 2.43 0.69 3.12 0.30 2.91 0.50 2.92 0.95 3.38 

2011 0.41 2.87 0.71 3.17 0.18 2.64 0.10 2.56 0.00 2.46 0.74 3.20 0.31 2.96 0.52 2.98 0.95 3.41 

HARRIS COUNTY 

Harris County Southwest 

WC & ID Harris County Harris County 

(Fondren Road) MUD #1 MUD #122 

Over- Over- Over- Houston (3) 

Fiscal MUD lapping MUD lapping MUD lapping Missouri Houston Comm. Harris 

Year Rate Rate Rate Rate Rate Rate City ISD College County 

2002 $ 0.90 $ 3.71 $ 0.79 $ 3.60 $ 1.19 $ 4.00 $ 0.50 $ 1.58 $ 0.08 $ 0.65 

2003 0.83 3.63 1.10 3.90 1.15 3.95 0.49 1.58 0.08 0.65 

2004 0.78 3.60 0.68 3.50 1.10 3.92 0.51 1.58 0.08 0.65 

2005 0.71 3.56 0.66 3.51 1.06 3.91 0.50 1.60 0.10 0.65 

2006 0.68 3.55 0.63 3.50 1.04 3.91 0.50 1.62 0.10 0.65 

2007 0.58 3.29 0.61 3.32 1.00 3.71 0.49 1.48 0.10 0.65 

2008 0.58 2.96 0.61 2.99 0.90 3.28 0.50 1.16 0.09 0.64 

2009 0.54 2.94 0.61 3.01 0.87 3.27 0.52 1.16 0.09 0.64 

2010 0.54 2.95 0.71 3.12 0.87 3.28 0.53 1.16 0.09 0.64 

2011 0.54 2.95 0.71 3.12 0.87 3.28 0.53 1.16 0.09 0.64 

Note - Property Tax rates based on per $100 of assessed valuation. 


52


(Page 2) PROPERTY TAX RATES – DIRECT AND OVERLAPPING 

(PER $100 OF ASSESSED VALUATION) 


June 30, 2011 

Fort Bend Thunderbird Fort Bend Fort Bend Fort Bend Fort Bend 

MUD #46 MUD MUD #42 MUD #47 MUD #48 MUD #115 (2) 

Over- Over- Over- Over- Over- Over- First Fort Fort Houston 

MUD lapping MUD lapping MUD lapping MUD lapping MUD lapping MUD lapping Colony Mo. Bend Bend Comm. 

Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate LID City ISD County College 

$ 1.05 $ 3.87 $ 0.22 $ 3.04 $ 0.50 $ 3.32 $ 1.25 $ 4.07 $ 1.06 $ 3.88 $ 0.97 $ 3.79 $ 0.22 $ 0.50 $ 1.68 $ 0.56 $ 0.08 

1.05 3.84 0.22 3.01 0.50 3.29 1.17 3.96 1.00 3.79 0.97 3.76 0.21 0.49 1.68 0.54 0.08 

1.05 3.83 0.00 2.78 0.48 3.26 1.17 3.95 0.98 3.76 0.97 3.75 0.20 0.51 1.67 0.52 0.08 

1.00 3.83 0.00 2.83 0.48 3.31 1.15 3.98 0.98 3.81 0.97 3.80 0.21 0.50 1.71 0.52 0.10 

0.95 3.76 0.00 2.81 0.46 3.27 1.15 3.96 0.96 3.77 0.97 3.78 0.19 0.50 1.69 0.52 0.10 

0.90 3.55 0.00 2.65 0.44 3.09 1.13 3.78 0.92 3.57 0.65 3.30 0.19 0.49 1.54 0.52 0.10 

0.90 3.26 0.00 2.36 0.43 2.79 1.09 3.45 0.89 3.25 0.59 2.95 0.19 0.50 1.25 0.52 0.09 

0.90 3.28 0.00 2.38 0.42 2.80 1.04 3.42 0.88 3.26 0.53 2.91 0.19 0.52 1.27 0.50 0.09 

0.88 3.31 0.00 2.43 0.42 2.85 1.04 3.47 0.88 3.31 0.50 2.93 0.19 0.53 1.31 0.50 0.09 

0.88 3.34 0.00 2.46 0.43 2.89 1.04 3.50 0.88 3.34 0.50 2.96 0.19 0.53 1.34 0.50 0.09 

(1) - Total overlapping tax rate per property is determined by adding county tax rate, school 

rate, applicable utility district rate, and Missouri City tax rate. Entities created with no 

tax rates are: Fort Bend County MUD #'s 36, 45, 54, 55, 56, 60 and Colony Bay 

Levy Improvement District. The overlapping rates include direct and overlapping tax 

rates. 

(2) - Serves only First Colony MUD #9. 

(3) - Harris County tax rate includes Harris County, Harris County Flood Control District, Port 

of Houston Authority, Harris County Department of Education, Harris County Hospital 

District, and Harris County Toll Road District. 


53



54

============================ FY 2013 ANNUAL BUDGET =============================== 

Section IV 

LONG-TERM PLANS 

The Missouri City Comprehensive Plan is designed as a framework for guiding future development, 

redevelopment, and community enhancement in the City and its associated planning area over the next 20 

years and beyond. The purpose of this plan is to establish a vision, along with realistic goals and achievable 

strategies that residents, business and land owners, major institutions, civic groups, and public officials 

prefer—and will support with action—in the years ahead. 

Local planning allows the City of Missouri City to have a greater measure of control over its destiny rather 

than simply reacting to change. Planning allows the City to pro-actively manage future growth and 

development, as opposed to reacting to development proposals and public development decisions on a caseby-case 

basis, without adequate and necessary consideration of community-wide issues. 

The process required to update the Missouri City Comprehensive Plan may prove more valuable to the 

community than the plan itself since the document is ultimately only a snapshot in time. The planning 

process involves major community decisions about how much and where growth will occur, the nature of 

future development, and whether the community can afford to provide the necessary public services and 

facilities to support this growth. This leads to pivotal discussions about what is “best” for the community and 

how everything from taxes to “quality of life” will be affected. 

Long-range planning also provides an opportunity for the City’s elected and appointed officials to step back 

from pressing, day-to-day issues and clarify their ideas on the kind of community they are trying to create. 

Through the plan development process, they can look broadly at programs for neighborhoods, housing, 

economic development and provision of public infrastructure and how these concerns may relate to one 

another. The Missouri City Comprehensive Plan represents a big picture of the community, one that can be 

related to the trends and interests of the broader region as well as the State of Texas. 

Local planning often is the most direct and efficient way to involve members of the general public in 

determining the future direction of their community. The process of plan preparation provides a rare 

opportunity for two-way communication between citizens and local government officials as to their vision of 

the community and the details of how that vision is to be achieved. The plan will result in a series of goals 

and policies that, ideally, will guide the City in administering development regulations; in determining the 

location, financing and sequencing of public improvements; and, in guiding reinvestment and redevelopment 

efforts. The plan also provides a means of coordinating the actions of many different departments and 

divisions within the City. 

In summary, important reasons for long-range planning in Missouri City include: 

♦ To ensure adequate public facilities to meet the demands of future growth and development. 

♦ To develop an efficient growth pattern that reflects the values of the community. 

♦ To ensure the long-term protection and enhancement of the visual image and appearance of the 

community. 

♦ To provide a balance of land uses and services throughout the community to meet the needs and desire of 

its growing population. 

♦ To involve local citizens in the decision-making process and reach consensus on the future vision for 

Missouri City and its ongoing development. 

♦ To develop annual work programs and prioritize improvements consistent with the Comprehensive Plan. 

=============================== CITY OF MISSOURI CITY =============================== 

55


Plan Development 

To facilitate the process of updating its Comprehensive Plan, the City of Missouri City in Fall 2007, engaged 

a planning consultant and then appointed a broadly-representative Comprehensive Plan Advisory Committee 

(CPAC), including liaisons from City Council and the Planning & Zoning Commission to work with City 

officials, staff and residents. Over the course of roughly a one year period, a variety of public outreach and 

involvement activities were conducted, background studies were completed, and individual elements of the 

plan were drafted, reviewed and refined to arrive at an overall draft plan document for public and official 

consideration. 

Land Use & Community Character 

This chapter provides a vision for the future physical development of Missouri City and preferred growth 

areas in its extraterritorial jurisdiction. The purpose of this chapter is to establish the necessary policy 

guidance that will enable sound decision-making about the compatibility and appropriateness of individual 

developments within the context of the larger community. The land use and community design elements will 

serve as the City’s policy for directing ongoing development and managing future growth, preserving valued 

areas and lands, and protecting the integrity of neighborhoods, while also safeguarding and enhancing 

community image and aesthetics. All of these strategies are intended to achieve and maintain an envisioned 

community character for Missouri City. 

GOAL 2.1: A more cohesive city.--Pursue strategies to make Missouri City a more physically connected 

community. 

GOAL 2.2: More varied development to move beyond a “bedroom 

community” perception of Missouri City.--Use development code provisions 

and direct recruitment to promote a balance of land use types as the community 

builds out in coming years. 

GOAL 2.3: An ongoing and increasing focus on neighborhood integrity and 

commercial redevelopment as the community continues to mature.-- 

Continue Missouri City’s transition to a redevelopment focus as effective buildout 

of most remaining, developable land is reached in coming years. 

GOAL 2.4: Public and private development and design practices that 

encourage resource conservation and protection.--Instill a “green” 

development philosophy in Missouri City. 

GOAL 2.5: Quality design and community appearance.--Continue to build upon Missouri City’s 

reputation for quality residential and commercial development. 

Chapter 3 - Growth Capacity 

This chapter outlines methods by which the City can effectively manage its future development in a wise and 

fiscally responsible manner. It includes discussion of the community’s utility infrastructure and public 

service capacities, both for serving today’s community as well as future development and population. It then 

outlines policies regarding how the City intends to accommodate growth and new development to ensure 

efficient land and roadway network utilization, orderly extension of public services, and achievement of a 

desired urban form and character over the coming decades. 

GOAL 3.1: Coordinated and efficient provision of basic utility services to Missouri City residents and 

businesses.--Explore potential mechanisms for long-term utility system consolidation. 


56


GOAL 3.2: Orderly growth of the community and efficient expansion of the City’s infrastructure and 

public service capacities to support desired growth. --Use sound planning and targeted capital 

investments to ensure adequate growth capacity and comply with regulatory mandates. 

GOAL 3.3: Development patterns in targeted growth areas that are consistent with the City’s service 

capacities and desired community form and character.--Ongoing planning and zoning practices which 

provide for inward as well as outward growth of the community. 

Chapter 4 - Parks & Recreation 

This chapter provides an inventory of existing parks and recreational resources, leading to an analysis of 

current conditions and an assessment of existing and future needs. A service analysis is included to evaluate 

the locations of existing sites and facilities relative to the existing and planned pattern of development. A 

plan for enhancing existing sites and providing facilities concurrent with new development reflects the 

findings and direction of the City’s recently adopted Parks Master Plan. 

GOAL 4.1: Recognized.--The Missouri City Park System will maintain a high Quality of Life for its citizens 

by striving to maintain and develop park lands at a rate recognized statewide as a standard of excellence to 

be emulated. 

GOAL 4.2: Develop.--The Missouri City Park System will provide park and leisure facilities for a wide 

range of passive and active recreation opportunities. 

GOAL 4.3: Opportunities.--The Missouri City Park System will provide a wide range of recreational 

programs and classes. 

GOAL 4.4: Connect.--The Missouri City Park System will connect, by hike and bike trails, cultural, 

recreational and commercial areas. 

GOAL 4.5: Special Events.--The Missouri City Park System will provide a variety of special events, which 

offer family oriented activities close to home. 

GOAL 4.6: Aesthetics.--The Missouri City Park System will enhance the aesthetics throughout the park 

system. 

GOAL 4.7: Balance. --The Missouri City Park System will create, within each park, a zone that is passive 

and active. Goal to be 50% passive / 50% active within each park. 

Chapter 5 - Mobility 

This chapter addresses community-wide mobility needs, on all levels, from sidewalks and bike routes, to 

local streets and neighborhood access, to arterial roadways and highways, as well as public transit. This plan 

element includes an updated Thoroughfare Plan, which is the long-term plan for orderly development of an 

overall system of roadways for the City and its planning area. This long-range planning tool is to be used as a 

guide for securing right-of-ways and upgrading and extending the network of arterial and collector roads and 

highways in an efficient manner. This should be done concurrent with ongoing development and consistent 

with the urban form and community character objectives contained in the Land Use & Community Character 

chapter. 

GOAL 5.1: A regional transportation network for moving people and goods to, from, and through the 

community in an efficient and safe manner.--Coordinate with local, State and federal agencies in 

enhancing regional mobility. 


57


GOAL 5.2: A system of arterial and collector roadways that provides adequate connectivity and 

through movement in the City. --Use the Thoroughfare Plan map and functional classification of roadways 

to achieve adequate mobility within the community and preserve right-of-ways. 

GOAL 5.3: A mobility system that offers a variety of choice in modes of travel.--Enhance mobility 

options within the City and to nearby and regional destinations. 

GOAL 5.4: Roadways that accommodate all users of the system and are designed to fit the physical 

setting of the community and contribute to community character.--Design transportation infrastructure 

so that it fits the physical setting of the community, contributes to Missouri City’s character, and capitalizes 

on natural and historical features. 

Chapter 6 - Implementation 

This final chapter utilizes the recommendations of the individual plan elements to consolidate an overall 

strategy for executing the Comprehensive Plan, particularly for the highest priority initiatives that will be first 

on the community’s action agenda. Specific tasks are cited, which must be accomplished to achieve the 

community’s vision and goals. This chapter also outlines the organizational structure necessary to effectively 

implement the plan, including roles and responsibilities, and establishes a process for annual and periodic 

appraisal of plan implementation efforts and necessary updating of the plan. 

The plan development process provided various opportunities for citizens and community leaders to 

participate in planning for Missouri City’s future and have their individual concerns heard and taken into 

account. The comments and ideas received through this process are woven throughout this plan document in 

the form of issue summaries, goal and objective statements, and specific recommendations for action. 


58



59



60

============================ FY 2013 ANNUAL BUDGET ============================ 

SUBDIVISION NAME (OR CAD ACCOUNT NO. OR AREA DESCRIPTION) AREA (ACRES) 

INFRASTRUCTURE 

COMPLETE? (Y/N) 

CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 

BLUE RIDGE WEST MUD 

HUNTERS GLEN: 

HUNTERS GLEN SEC 1 105.92 Y 360 360 0 100.00% 907 907 

HUNTERS GLEN SEC 1A 6.19 Y 29 29 0 100.00% 73 73 

HUNTERS GLEN SEC 1B 2.05 Y 8 8 0 100.00% 20 20 

HUNTERS GLEN SEC 1C 1.79 Y 9 9 0 100.00% 23 23 

HUNTERS GLEN SEC 1D 2.78 Y 15 15 0 100.00% 38 38 


HUNTERS GLEN SEC 2A 4.92 Y 18 18 0 100.00% 45 45 

HUNTERS GLEN SEC 2B 3.96 Y 15 14 1 93.33% 35 38 

HUNTERS GLEN SEC 3 137.60 Y 559 559 0 100.00% 1,408 1,408 

HUNTERS GLEN SEC 4 109.99 Y 464 464 0 100.00% 1,168 1,168 


HUNTERS GLEN SEC 5B-1 14.68 Y 60 60 0 100.00% 151 151 

HUNTERS GLEN SEC 5B-2 20.30 Y 94 93 1 98.94% 234 237 

SUBTOTAL HUNTERS GLEN: 568.79 2,097 2,095 2 99.90% 5,275 5,280 

HUNTERS PARK: 

HUNTERS PARK SEC 1 28.51 Y 128 128 0 100.00% 322 322 

HUNTERS PARK SEC 2 3.03 Y 24 24 0 100.00% 60 60 

SUBTOTAL HUNTERS PARK: 31.54 152 152 0 100.00% 383 383 

HUNTERS POINT ESTATES 45.22 Y 211 211 0 100.00% 531 531 

SUBTOTAL HUNTERS POINTE ESTATES: 45.22 211 211 0 100.00% 531 531 

TOTAL BLUE RIDGE WEST MUD 645.54 2,460 2,458 2 99.92% 6,189 6,194 

HARRIS COUNTY MUD #122 

COLONY CROSSING: 

VIL SANDERS RIDGE 27.95 Y 52 52 0 100.00% 131 131 

VIL SAWYERS CROSSING 23.38 Y 72 72 0 100.00% 181 181 

VIL TALBOTS MILL SEC 1 14.97 Y 52 52 0 100.00% 131 131 

VIL TALBOTS MILL SEC 2 10.18 Y 37 37 0 100.00% 93 93 

FONDREN GROVE SEC 1A 57.45 Y 188 188 0 100.00% 473 473 

TOTAL HARRIS COUNTY MUD #122 133.93 401 401 0 100.00% 1,010 1,010 

MEADOWCREEK MUD 

MEADOWCREEK: 

MEADOWCREEK SECTIONS 1 & 4 92.38 Y 308 302 6 98.05% 760 776 

MEADOWCREEK SEC 2 24.80 Y 70 70 0 100.00% 176 176 



MEADOWCREEK TOWNHOUSES 6.80 Y 51 41 10 80.39% 103 128 

THE WOODS 25.34 Y 140 140 0 100.00% 353 353 

TOTAL MEADOWCREEK MUD (U.D. portion of Quail Valley area) 235.99 899 881 18 98.00% 2,218 2,264 

FIRST COLONY MUD #9 

LAKE COLONY: 

LAKE COLONY SEC 1 51.84 Y 176 176 0 100.00% 443 443 




SUBTOTAL LAKE COLONY 118.41 399 396 3 99.25% 997 1,005 

HERITAGE COLONY: 

HERITAGE COLONY SEC 1 39.38 Y 133 133 0 100.00% 335 389 







SUBTOTAL HERITAGE COLONY 140.25 540 540 0 100.00% 1,360 1,581 

LEXINGTON COLONY: 

LEXINGTON COLONY SEC 1 34.98 Y 85 84 1 98.82% 212 214 


LEXINGTON COLONY SEC 3A 23.31 Y 91 91 0 100.00% 229 229 

LEXINGTON COLONY SEC 3B 3.06 Y 9 9 0 100.00% 23 23 

LEXINGTON COLONY SEC 3C 33.34 Y 87 87 0 100.00% 219 219 


SUBTOTAL LEXINGTON COLONY 168.78 528 527 1 99.81% 1,327 1,330 

OYSTER CREEK PLANTATION: 

OYSTER CREEK PLANTATION SEC 1 35.25 Y 133 133 0 100.00% 335 335 

OYSTER CREEK PLANTATION SEC 2 20.87 Y 69.00 69 0 100.00% 174 174 

SUBTOTAL OYSTER CREEK PLANTATION 56.12 202.00 202 0 100.00% 509 509 

PLANTATION CREEK: 

PLANTATION CREEK SEC 1 48.55 Y 180 180 0 100.00% 453 453 

PLANTATION CREEK SEC 2A 18.53 Y 85 85 0 100.00% 214 214 

PLANTATION CREEK SEC 2B 19.15 Y 84 84 0 100.00% 212 212 

PLANTATION CREEK SEC 2C 17.95 Y 44 44 0 100.00% 111 111 

PLANTATION CREEK SEC 2D 8.97 Y 43 43 0 100.00% 108 108 

SUBTOTAL PLANTATION CREEK 113.16 436 436 0 100.00% 1,098 1,098 

================================ CITY OF MISSOURI CITY ============================== 

61 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT





CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 

PLANTATION PARK 27.24 Y 96 96 0 100.00% 242 242 

SUBTOTAL PLANTATION PARK 27.24 96 96 0 100.00% 242 242 

PLANTATION TRAILS: 

PLANTATION TRAILS SEC 1 36.23 Y 114 113 1 99.12% 285 287 

PLANTATION TRAILS SEC 2 24.65 Y 90 90 0 100.00% 227 227 

SUBTOTAL PLANTATION TRAILS 60.87 204 203 1 99.51% 511 514 

PLANTATION SETTLEMENT 39.90 Y 138 137 1 99.28% 345 347 

SUBTOTAL PLANTATION SETTLEMENT 39.90 138 137 1 99.28% 345 347 

HAMPTON POINTE: 

RESIDENCE AT HAMPTON POINTE (INDEPENDENT LIVING) 3.82 N 70 0 70 0.00% 0 176 

SUBTOTAL HAMPTON POINTE 3.82 70 0 70 0.00% 0 176 

TOTAL FIRST COLONY MUD #9 728.55 2,613 2,537 76 97.09% 6,388 6,801 

FORT BEND COUNTY MUD #115 

THE CROSSING AT RIVERSTONE SEC 1 31.45 Y 49 49 0 100.00% 123 123 

PARKSIDE AT RIVERSTONE SEC 1 21.70 Y 47 46 1 97.87% 116 118 

THE POINT AT RIVERSTONE SEC 1 25.64 Y 35 35 0 100.00% 88 88 

THE RESERVE AT RIVERSTONE SEC 1 14.81 Y 27 27 0 100.00% 68 68 

THE TERRACE AT RIVERSTONE SEC 1 31.34 Y 77 77 0 100.00% 194 194 

THE TERRACE AT RIVERSTONE SEC 2 21.65 Y 71 71 0 100.00% 179 179 

WATERS COVE AT RIVERSTONE SEC 1 17.55 Y 32 32 0 100.00% 81 81 

WATERS COVE AT RIVERSTONE SEC 2 20.73 Y 28 28 0 100.00% 71 71 

MANORS AT RIVERSTONE SEC 1 13.07 Y 97 72 25 74.23% 181 244 

TOTAL FORT BEND COUNTY MUD #115 197.94 463 437 26 94.38% 1,100 1,166 


QUAIL GREEN: 

QUAIL GREEN SEC 1 59.35 Y 229 229 0 100.00% 577 577 

QUAIL GREEN SEC 2 50.54 Y 220 219 1 99.55% 551 554 

SUBTOTAL QUAIL GREEN 109.89 449 448 1 99.78% 1,128 1,131 

QUAIL GREEN SOUTH SEC 1 25.59 Y 86 86 0 100.00% 217 217 

QUAIL GREEN SOUTH SEC 2 15.52 Y 68 67 1 98.53% 169 171 

SUBTOTAL QUAIL GREEN SOUTH 41.11 154 153 1 99.35% 385 388 

QUAIL GREEN WEST SEC 1 121.03 Y 506 506 0 100.00% 1,274 1,274 

QUAIL GREEN WEST 2 38.37 Y 140 140 0 100.00% 353 353 

QUAIL GREEN WEST 3 15.88 Y 94 94 0 100.00% 237 237 

SUBTOTAL QUAIL GREEN WEST 175.29 740 740 0 100.00% 1,863 1,863 

PARK GATE (Balance of Concept Plan) 13.77 N 97 0 97 0.00% 0 244 

PARK GATE 1 42.05 N 123 0 123 0.00% 0 310 

SUBTOTAL PARK GATE 55.82 220 0 220 0.00% 0 644 

BRADFORD VILLAGE 22.08 Y 116 116 0 100.00% 292 292 

SUBTOTAL BRADFORD VILLAGE 22.08 116 116 0 100.00% 340 340 

TOTAL FORT BEND COUNTY MUD #26 404.19 1,679 1,457 222 86.78% 3,716 4,366 


BRIGHTWATER: 

BRIGHTWATER ESTATES 32.94 Y 45 45 0 100.00% 113 113 

BRIGHTWATER POINT ESTATES SEC 1 35.12 Y 100 100 0 100.00% 252 252 

LAKESHORE AT BRIGHTWATER SEC 1 20.67 Y 68 68 0 100.00% 171 171 

LAKESHORE AT BRIGHTWATER SEC 2 23.12 Y 79 79 0 100.00% 199 199 

LAKESHORE PARK AT BRIGHTWATER SEC 1 38.68 Y 116 116 0 100.00% 292 292 

LAKESHORE POINT AT BRIGHTWATER SEC 1 27.92 Y 93 93 0 100.00% 234 234 

LAKESIDE MEADOW AT BRIGHTWATER SEC 1 40.63 Y 133 133 0 100.00% 335 335 

LAKESIDE MEADOW AT BRIGHTWATER SEC 2 37.18 Y 124 124 0 100.00% 312 312 

SOUTHSHORE AT BRIGHTWATER SEC 1 23.24 Y 37 37 0 100.00% 93 93 

SUBTOTAL BRIGHTWATER 279.49 795 795 0 100.00% 2,002 2,002 

LEXINGTON POINT SEC 1 30.36 Y 125 125 0 100.00% 315 315 

SUBTOTAL LEXINGTON POINT 30.36 125 125 0 100.00% 315 315 

LEXINGTON SETTLEMENT SEC I 37.15 Y 176 175 1 99.43% 441 443 

LEXINGTON SETTLEMENT SEC II 10.21 Y 51 51 0 100.00% 128 128 

SUBTOTAL LEXINGTON SETTLEMENT 47.37 445 226 1 50.79% 569 572 

THE ENCLAVE AT FIRST COLONY 12.45 Y 70 70 0 100.00% 176 176 

SUBTOTAL THE ENCLAVE 12.45 70 70 0 100.00% 176 176 

WATERFORD PARK TOWNHOMES 11.30 Y 76 31 45 40.79% 78 191 

SUBTOTAL WATERFORD PARK 11.30 76 31 45 40.79% 78 191 

TOTAL FORT BEND COUNTY MUD #42 


COLONY LAKES: 

380.96 1,511 1,247 46 82.53% 3,231 3,256 

COLONY LAKES SEC 1 15.17 Y 59 59 0 100.00% 149 149 






62 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT





CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 




WATERS EDGE AT COLONY LAKES SEC 1 10.28 Y 33 33 0 100.00% 83 83 

WATERS EDGE AT COLONY LAKES SEC 2 13.15 Y 55 54 1 98.18% 136 138 

TOTAL FORT BEND COUNTY MUD #46 196.68 620 617 3 99.52% 1,554 1,561 


VICKSBURG VILLAGE OF CUMBERLAND 87.66 Y 311 306 5 98.39% 771 783 

VENETIAN VILLAGE 32.08 N 109 0 109 0.00% 0 274 

TOTAL FORT BEND COUNTY MUD #47 '(Minus Olympia Estates) 119.74 420 306 114 72.86% 771 1,058 


VICKSBURG VILLAGE OF SHILOH 73.20 Y 202 193 9 95.54% 486 509 

SUBTOTAL VICKSBURG-SHILOH 73.20 202 193 9 95.54% 486 509 

SEDONA CREEK 

SEDONA CREEK SEC 1 13.19 Y 46 42 4 91.30% 106 116 



SUBTOTAL SEDONA CREEK 65.32 239 229 10 95.82% 577 602 

CREEKMONT NORTH 

CREEKMONT NORTH SECTION 1 18.06 Y 78 14 64 17.95% 35 196 

CREEKMONT NORTH SECTION 2 31.48 N 67 0 67 0.00% 0 169 

CREEKMONT NORTH SECTION 3 20.42 N 49 0 49 0.00% 0 123 

SUBTOTAL CREEKMONT NORTH 69.96 194 14 180 7.22% 35 489 

TOTAL FORT BEND COUNTY MUD #48 '(Minus Olympia Estates) 208.48 635 436 199 68.66% 1,098 1,599 

PID #2 

OLYMPIA ESTATES 267.57 

Located in MUD 47: 

OLYMPIA ESTATES SECTION 1 19.24 Y 53 51 2 96.23% 128 133 


Located in MUD 48: 




SUBTOTAL OLYMPIA ESTATES 391.21 1008 289 141 28.67% 728 1,083 

LAKE SHORE HARBOUR 262.30 795 

LAKE SHORE HARBOUR SECTION 1 61.34 Y 148 105 43 70.95% 264 373 



LAKE SHORE HARBOUR SECTION 4 19.12 N 91 0 91 0.00% 0 229 

SUBTOTAL LAKE SHORE HARBOUR 146.33 499 300 199 60.12% 755 1,257 

TOTAL PID #2 537.54 1,507 589 340 88.79% 1,483 2,339 

PID #4 

CREEKMONT SECTION 1 33.24 Y 139 138 1 99.28% 347 350 



CREEKMONT SECTION 3a 3.56 Y 18 17 1 94.44% 43 45 

CREEKMONT SECTION 3b 1.53 Y 9 9 0 100.00% 23 23 

TOTAL CREEKMONT 85.39 299 289 10 96.66% 728 753 


LAKE OLYMPIA: 

OYSTER CREEK PLACE AT LAKE OLYMPIA SEC 1 25.46 Y 79 76 3 96.20% 191 199 



PEARL POINT AT LAKE OLYMPIA SEC 1 16.21 Y 57 51 6 89.47% 128 144 

OYSTER CREEK VILLAGE AT LAKE OLYMPIA SEC 1 18.57 Y 30 27 3 90.00% 68 76 




TOTAL FORT BEND COUNTY MUD #49 111.21 302 280 22 92.72% 705 760 

SIENNA PLANTATION MANAGEMENT DISTRICT 

SIENNA NORTH - Assisted Living N 0 0 0 0.00% 0 0 

SIENNA NORTH - Mixed Use N 0 0 0 0.00% 0 0 

SIENNA NORTH - Multifamily 17.78 Y 270 270 0 100.00% 680 680 

TOTAL SIENNA PLANTATION MANAGEMENT DISTRICT 17.78 270 270 0 100.00% 680 680 

NO MUD / AREA 'CITY A' 

FIELDCREST 13.95 Y 34 18 16 52.94% 45 86 

HAWKES ADDITION Y 19 17 2 89.47% 43 48 

STILLWELL (UNRECORDED) 10.00 Y 14 14 0 100.00% 35 35 

TOTAL NO MUD / AREA 'CITY A' 69.50 67 49 18 73.13% 123 169 

NO MUD / AREA 'CITY B' 

OYSTER CREEK FARMS 132.48 Y 46 23 23 50.00% 58 116 

TOTAL NO MUD / AREA 'CITY B' 132.48 46 23 23 50.00% 58 116 


63 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT





CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 

NO MUD / AREA 'CITY C' 

NEWPOINT ESTATES SEC. 1 168.49 Y 29 0 29 0.00% 0 73 



TOTAL NO MUD / AREA 'CITY C' 410.66 64 23 41 35.94% 58 161 

NO MUD 

OAKWICK FOREST ESTATES SEC. 1 35.88 Y 31 15 16 48.39% 38 78 





TOTAL NO MUD / OAKWICK FOREST ESTATES 185.34 148 65 83 43.92% 164 373 

NO MUD 

RUSTLERS CROSSING (except replat #1) 82.44 Y 44 24 20 54.55% 60 111 

RUSTLERS CROSSING REPLAT #1 4.55 Y 4 3 1 75.00% 8 10 

TOTAL NO MUD / RUSTLERS CROSSING 86.99 48 27 21 56.25% 68 121 

NO MUD 

BLACK CREEK VILLAGE 34.08 Y 13 6 7 46.15% 15 33 

MANORS AT SILVER RIDGE 115.28 Y 71 0 71 0.00% 0 179 

ESTATES OF SILVER RIDGE 120.85 Y 71 48 23 67.61% 121 179 

SILVER RIDGE SEC 1 114.91 Y 57 50 7 87.72% 126 144 

SILVER RIDGE SEC 2 71.88 Y 36 30 6 83.33% 76 91 

WATERBROOK 2 13.00 Y 5 0 5 0.00% 0 13 

WATERBROOK 3 99.79 Y 49 49 0 100.00% 123 123 

WESTPOINT ESTATES 64.42 Y 20 4 16 20.00% 10 50 

TOTAL NO MUD / SENIOR LANDS E OF SIENNA PKY 634.20 322 187 135 58.07% 471 811 

NO MUD 

WATERBROOK WEST 163.85 Y 109 35 74 32.11% 88 274 

WATERBROOK WEST ESTATES 5.12 Y 5 1 4 20.00% 3 13 

TOTAL NO MUD / SENIOR LANDS W OF SIENNA PKY 168.97 114 36 78 31.58% 91 287 

PALMER PLANTATION MUD #1 

LAKE OLYMPIA: 

FLAMINGO ISLAND AT LAKE OLYMPIA SEC 1 9.23 Y 32 15 17 46.88% 38 81 

FLAMINGO ISLAND AT LAKE OLYMPIA SEC 2 23.03 Y 70 6 64 8.57% 15 176 

FLAMINGO ESTATES AT LAKE OLYMPIA SEC 1 13.48 Y 6 4 2 66.67% 10 15 

HARBOR VIEW VILLAGE AT LAKE OLYMPIA SEC 1 0.73 Y 3 3 0 100.00% 8 8 

HARBOR VIEW VILLAGE AT LAKE OLYMPIA SEC 2 17.97 Y 39 38 1 97.44% 96 98 

LAKESIDE ESTATES AT LAKE OLYMPIA SEC 1 3.90 Y 1 1 0 100.00% 3 3 

LAKESIDE ESTATES AT LAKE OLYMPIA SEC 2 2.55 Y 1 0 1 0.00% 0 3 

LAKESIDE VILLAGE AT LAKE OLYMPIA SEC 1 10.91 Y 27 22 5 81.48% 55 68 

PALMER PLANTATION AT LAKE OLYMPIA SEC 1 46.80 Y 168 164 4 97.62% 413 423 

PALMER PLANTATION AT LAKE OLYMPIA SEC 2 24.95 Y 72 72 0 100.00% 181 181 

PARKVIEW VILLAGE AT LAKE OLYMPIA SEC 1 24.88 Y 64 54 10 84.38% 136 161 

PENINSULAS AT LAKE OLYMPIA SEC 1 13.57 Y 32 24 8 75.00% 60 81 




SWAN ISLE AT LAKE OLYMPIA SEC 1 15.48 Y 41 35 6 85.37% 88 103 



TOTAL PALMER PLANTATION MUD #1 266.18 714 546 168 76.47% 1,372 1,798 

PALMER PLANTATION MUD #2 

LAKE OLYMPIA: 

CRESCENT OAK VILLAGE AT LAKE OLYMPIA SEC 1 12.32 Y 37 29 8 78.38% 73 93 





JADE ISLAND AT LAKE OLYMPIA SEC 1 23.87 Y 82 21 61 25.61% 53 206 

LAKESHORE FOREST AT LAKE OLYMPIA SEC 1 0.60 Y 43 41 2 95.35% 103 108 



MUSTANG CROSSING AT LAKE OLYMPIA SEC 1 16.25 Y 57 56 1 98.25% 141 144 

PARKVIEW VILLAGE AT LAKE OLYMPIA SEC 1 27.16 Y 79 69 10 87.34% 174 199 

SUNRISE BAY AT LAKE OLYMPIA SEC 1 13.19 Y 47 38 9 80.85% 96 118 



VILLA DEL LAGO AT LAKE OLYMPIA SEC 1 13.16 Y 33 33 0 100.00% 83 83 

VILLA DEL LAGO AT LAKE OLYMPIA SEC 2 10.13 Y 21 21 0 100.00% 53 53 

TOTAL PALMER PLANTATION MUD #2 272.94 869 731 138 84.12% 1,841 2,188 

QUAIL VALLEY UTILITY DISTRICT 

LEXINGTON GROVE 16.81 Y 118 23 95 19.49% 58 297 

PARK LAKE TOWNHOMES 5.95 Y 67 67 0 100.00% 169 169 

PARK LAKE TOWNHOMES PHASE II 4.09 Y 39 39 0 100.00% 98 98 

PLANTATION AT QUAIL VALLEY 7.01 Y 124 124 0 100.00% 312 312 

QUAIL VALLEY APARTMENTS 9.82 Y 176 176 0 100.00% 443 443 

SUBTOTAL QUAIL VALLEY UTILITY DISTRICT 26.87 524 429 95 81.87% 1,080 1,319 


64 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT





CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 

PEBBLE BEACH 4.05 Y 39 34 5 87.18% 86 98 

QUAIL PARK PATIO HOMES 17.97 Y 108 97 11 89.81% 244 272 

BERMUDA DUNES TOWNHOMES 8.87 Y 75 38 37 50.67% 96 189 

ELDORADO 364.64 Y 490 485 5 98.98% 1,221 1,234 

ELDORADO pt of above Y 10 10 0 100.00% 25 25 

ELDORADO RESERVE J 4.68 Y 4 3 1 75.00% 8 10 

ESTATES OF WATERFORD 2.31 Y 3 3 0 100.00% 8 8 

GLENN LAKES SEC. 1 239.40 Y 476 476 0 100.00% 1,199 1,199 

GLENN LAKES SEC. 2 4.76 Y 15 14 1 93.33% 35 38 

GLENN LAKES SEC. 3 48.96 Y 185 166 19 89.73% 418 466 

LA QUINTA 164.71 Y 289 287 2 99.31% 723 728 

LANTERN LANE ADDITION 9.60 Y 8 8 0 100.00% 20 20 

OAK POINTE 4.17 Y 20 4 16 20.00% 10 50 

QUAIL VALLEY COTTAGES 6.11 Y 38 34 4 89.47% 86 96 

QUAIL VALLEY EAST SEC 1 65.51 Y 261 261 0 100.00% 657 657 





QUAIL VALLEY NORTH 61.40 Y 186 186 0 100.00% 468 468 

QUAIL VALLEY PATIO HOMES 21.52 Y 89 89 0 100.00% 224 224 

QUAIL VALLEY PATIO HOMES 2 5.33 Y 25 25 0 100.00% 63 63 

QUAIL VALLEY TOWN HOMES (All three sections) 18.65 Y 144 144 0 100.00% 363 363 

QUAIL VALLEY TOWNHOUSES 12.25 Y 67 67 0 100.00% 169 169 

QUAIL VILLAGE TOWNHOMES I 10.96 Y 95 95 0 100.00% 239 239 

QUAIL VILLAGE TOWNHOMES II 12.98 Y 105 105 0 100.00% 264 264 

SUBTOTAL QUAIL VALLEY UTILITY DISTRICT 1,293.04 3520 3,419 101 97.13% 8,609 8,864 

LEXINGTON PLACE 24.59 Y 130 130 0 100.00% 327 327 

SUBTOTAL LEXINGTON PLACE 24.59 130 130 0 100.00% 327 327 

LEXINGTON SQUARE: 

LEXINGTON SQUARE I 14.64 Y 54 54 0 100.00% 136 136 

LEXINGTON SQUARE 2 28.94 Y 146 146 0 100.00% 368 368 

LEXINGTON SQUARE 3 15.71 Y 91 91 0 100.00% 229 229 

SUBTOTAL LEXINGTON SQUARE 59.29 291 291 0 100.00% 733 733 

TOTAL QUAIL VALLEY UTILITY DISTRICT 1,403.78 4,465 4,269 196 95.61% 10,750 11,243 

SOUTHWEST HARRIS COUNTY MUD #1 

FONMEADOW SEC. 1 12.55 Y 64 64 0 100.00% 161 161 

FONMEADOW SEC. 1 RESERVE A 0.62 Y 4 4 0 100.00% 10 10 

FONMEADOW SEC. 2 6.41 Y 35 34 1 97.14% 86 88 

FONMEADOW SEC. 3 90.43 Y 416 404 12 97.12% 1,017 1,048 

TOTAL SOUTHWEST HARRIS COUNTY MUD #1 110.01 519 506 13 97.50% 1,274 1,307 

THUNDERBIRD UTILITY DISTRICT 

QUAIL VALLEY BELL ESTATES 0.40 Y 1 0 1 0.00% 0 3 

THUNDERBIRD NORTH 188.05 Y 580 580 0 100.00% 1,460 1,460 

THUNDERBIRD PATIO HOMES 1 58.29 Y 95 91 4 95.79% 229 239 

THUNDERBIRD PATIO HOMES 2 25.33 Y 142 128 14 90.14% 322 358 

THUNDERBIRD SEC. 1 88.20 Y 108 108 0 100.00% 272 272 

THUNDERBIRD SEC. 2 219.75 Y 351 345 6 98.29% 869 884 

THUNDERBIRD WEST 148.63 Y 257 257 0 100.00% 647 647 

THUNDERBIRD WEST 2 70.84 Y 156 156 0 100.00% 393 393 

THUNDERBIRD WEST COURTYARD HOMES 35.45 Y 143 140 3 97.90% 353 360 

TOTAL THUNDERBIRD UTILITY DISTRICT (UD PORTION OF QUAIL 

VALLEY AREA 834.93 1,833 1,805 28 98.47% 4,545 4,616 

FORT BEND COUNTY WC & ID #2 

BOLTON ESTATES 1 6.03 Y 23 21 2 91.30% 53 58 

BOLTON ESTATES 2 5.11 Y 20 20 0 100.00% 50 50 

BULL LANE, E SIDE 1.00 Y 1 1 0 100.00% 3 3 

CAMDEN PARK 2.98 Y 30 24 6 80.00% 60 76 

CRAVEN VILLAGE 1 6.74 Y 23 23 0 100.00% 58 58 

CRAVEN VILLAGE 2 6.76 Y 22 21 1 95.45% 53 55 

CRESTMONT PLACE 18.65 Y 92 16 76 17.39% 40 232 

ERNEST CRAVEN SUB. 3.40 Y 13 10 3 76.92% 25 33 

ERNEST CRAVEN SUB. 6.79 Y 15 8 7 53.33% 20 38 

FIFTH AVENUE ESTATES (Does not include Pamela Lane subd platted in 2005) 18.72 Y 50 50 0 100.00% 126 126 

GARDEN PARK VILLAGE 21.65 Y 111 67 44 60.36% 169 280 

GLEN PARK 24.18 Y 113 110 3 97.35% 277 285 

HUNTERS GREEN 66.09 Y 354 337 17 95.20% 849 891 

KNANAYA HOMES 17.24 Y 58 15 43 25.86% 38 146 

M.N. BROWN 13.40 Y 22 6 16 27.27% 15 55 

M.N. BROWN pt of above Y 13 8 5 61.54% 20 33 

PAMELA LANE 2.03 Y 9 3 6 33.33% 8 23 

PARKWAY TRAILS SEC. 1 25.98 Y 97 97 0 100.00% 244 244 

PARKWAY TRAILS SEC. 2 13.32 Y 79 78 1 98.73% 196 199 

PINE MEADOW 9.87 Y 29 5 24 17.24% 13 73 

PINE MEADOW COURT 0.72 Y 7 0 7 0.00% 0 18 

SPRINGFIELD APARTMENTS 5.00 Y 128 128 0 100.00% 322 322 

TOWNSITE 0.00 Y 2 2 0 100.00% 5 5 

TOWNSITE 0.00 Y 2 2 0 100.00% 5 5 

TOWNSITE 0.00 Y 16 16 0 100.00% 40 40 

VILLA CARRE APARTMENTS 0.00 Y 10 10 0 100.00% 25 25 

WOODLAND WEST 1 21.27 Y 76 76 0 100.00% 191 191 



65 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT




TOTAL FORT BEND COUNTY WC & ID #2 343.89 1,482 1,221 261 82.39% 3,075 3,732 

HARRIS COUNTY WC&ID - FONDREN ROAD 

FONDREN PARK 1 19.98 Y 71 70 1 98.59% 176 179 

FONDREN PARK 2 29.33 Y 144 144 0 100.00% 363 363 

FONDREN PARK 3 54.62 Y 252 252 0 100.00% 635 635 

FONDREN PARK 4 35.02 Y 170 170 0 100.00% 428 428 

FONDREN PARK 5 37.50 Y 155 155 0 100.00% 390 390 

FONDREN PARK 6 16.24 Y 83 83 0 100.00% 209 209 

FONDREN PARK 7 4.08 Y 15 15 0 100.00% 38 38 

TOTAL HARRIS COUNTY WC&ID-FONDREN ROAD 196.78 890 889 1 99.89% 2,239 2,241 

TOTAL IN SUBDIVISIONS IN CITY LIMITS 25,660 22,582 2,282 88.00% 56,999 62,969 

REMAINDER OUTSIDE SUBDIVISIONS IN CITY LIMITS 294 230 64 78.23% 673 861 

SUBDIVISIONS IN EXTRATERRITORIAL- 

JURISDICTION (ETJ) - OUTSIDE CITY LIMITS 



CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 

TOTAL INSIDE CITY LIMITS 8,986.66 25,954 22,812 2,346 87.89% 57,672 63,829 


LEXINGTON SETTLEMENT III 19.05 Y 29 28 1 96.55% 71 73 

TOTAL FORT BEND COUNTY MUD #42 19.05 29 28 1 96.55% 71 73 


CROSSING COVE AT RIVERSTONE SEC 1 38.10 Y 97 97 0 100.00% 244 244 

CROSSING COVE AT RIVERSTONE SEC 2 23.40 Y 75 75 0 100.00% 189 189 




BROOKSIDE AT RIVERSTONE 29.80 Y 50 50 0 100.00% 126 126 

CREEKSTONE VILLAGE SEC 1 24.33 Y 88 88 0 100.00% 222 222 





CREEKSTONE VILLAGE SEC 6 PHASE I 10.10 Y 38 38 0 100.00% 96 96 

CREEKSTONE VILLAGE SEC 6 PHASE II 10.23 Y 33 30 3 90.91% 76 83 

CRESCENT VIEW ESTATES 17.87 Y 20 9 11 45.00% 23 50 

HARTFORD LANDING SEC 1 22.63 Y 38 28 10 73.68% 71 96 

HARTFORD LANDING SEC 2 26.80 N 16 0 16 0.00% 0 40 

MERIDIAN PARK 19.27 Y 31 30 1 96.77% 76 78 

SENOVA AT RIVERSTONE SEC 1 20.72 Y 60 60 0 100.00% 151 151 

SENOVA AT RIVERSTONE SEC 2 11.74 Y 41 30 11 73.17% 76 103 

SENOVA AT RIVERSTONE SEC 3 22.70 N 73 0 0 0 0 184 

NANDINA AT RIVERSTONE 17.11 Y 39 8 31 20.51% 20 98 

KENSINGTON AT RIVERSTONE SEC 1 24.06 N 62 0 62 0.00% 0 156 

KENSINGTON AT RIVERSTONE SEC 2 10.80 N 40 0 0 0.00% 0 101 

TOTAL FORT BEND COUNTY MUD #129 549.99 1,293 1,034 146 79.97% 2,604 3,256 


STONEBROOK AT RIVERSTONE SEC 1 48.20 Y 178 99 79 55.62% 249 448 

STONEBROOK AT RIVERSTONE SEC 2 29.70 N 116 0 116 0.00% 0 292 

SHADOW GLEN AT RIVERSTONE SEC 1 15.11 Y 32 26 6 81.25% 65 81 

SHADOW GLEN AT RIVERSTONE SEC 2 11.09 N 38 0 38 0.00% 0 96 

SHADOW GLEN AT RIVERSTONE SEC 3 18.80 N 65 0 65 0.00% 0 164 

SWEETBRIAR AT RIVERSTONE SEC 1 17.60 Y 64 50 14 78.13% 126 161 

SWEETBRIAR AT RIVERSTONE SEC 2 13.35 Y 57 5 52 8.77% 13 144 

SWEETBRIAR AT RIVERSTONE SEC 3 20.40 N 70 0 70 0.00% 0 176 

THE ORCHARD AT RIVERSTONE SEC 1 9.64 Y 24 5 19 20.83% 13 60 

THE ORCHARD AT RIVERSTONE SEC 2 19.17 N 40 0 40 0.00% 0 101 

THE ORCHARD AT RIVERSTONE SEC 3 11.30 N 24 0 24 0.00% 0 60 

SF (NO NAME) (MINUS PORTION PLATTED AS SHADOW GLEN SECTION 3) 9.20 N 0 0 0 0.00% 0 0 

SF (NO NAME) 35.80 N 0 0 0 0.00% 0 0 

SF (NO NAME) 20.70 N 0 0 0 0.00% 0 0 

SF (NO NAME) 22.10 N 0 0 0 0.00% 0 0 

SF (NO NAME) 17.50 N 0 0 0 0.00% 0 0 

SF (NO NAME) 23.40 N 0 0 0 0.00% 0 0 

SF (NO NAME) 21.40 N 0 0 0 0.00% 0 0 

TOTAL FORT BEND COUNTY MUD #149 364.46 708 185 499 26.13% 466 1,722 

OYSTER CREEK COUNTRY (PORTION IN MISSOURI CITY ETJ) 118.30 Y 50 30 20 60.00% 76 126 

TOTAL OYSTER CREEK COUNTRY 118.30 50 30 20 60.00% 76 126 

SIENNA DA TRACT A - Max. Entitlement 3,700 SF DUs 

SIENNA PLANTATION MUD #2 

SIENNA PLANTATION: 

STEEP BANK VILLAGE 1 88.76 Y 165 165 0 100.00% 415 415 

STEEP BANK VILLAGE 2-A 17.34 Y 16 16 0 100.00% 40 40 

STEEP BANK VILLAGE 2-B 29.29 Y 65 65 0 100.00% 164 164 

STEEP BANK VILLAGE 2-C 21.40 Y 56 56 0 100.00% 141 141 


STEEP BANK VILLAGE 4A 35.09 Y 43 43 0 100.00% 108 108 


66 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT





CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 

STEEP BANK VILLAGE 4B 21.86 Y 34 34 0 100.00% 86 86 

STEEP BANK VILLAGE 4C 23.89 Y 39 39 0 100.00% 98 98 



STEEP BANK VILLAGE 5C 65.70 Y 31 31 0 100.00% 78 78 









STEEP BANK VILLAGE 11-A 16.19 Y 55 55 0 100.00% 138 138 

STEEP BANK VILLAGE 12 (A part of this subdiv. is also in MUD #3) 4.12 Y 12 12 0 100.00% 30 30 

VILLAGE OF WATERS LAKE 1 29.17 Y 58 58 0 100.00% 146 146 





VILLAGE OF WATERS LAKE 6A 19.80 Y 44 44 0 100.00% 111 111 

VILLAGE OF WATERS LAKE 6B 15.90 Y 26 4 22 15.38% 10 65 






VILLAGE OF SHIPMAN'S LANDING 1 15.45 Y 31 31 0 100.00% 78 78 





SUBTOTAL SIENNA PLANTATION MUD #2 897.94 1573 1,539 34 97.84% 3,875 3,961 









VILLAGE OF SHIPMAN'S LANDING 12A 24.86 Y 104 104 0 100.00% 262 262 

VILLAGE OF SHIPMAN'S LANDING 12B 24.99 Y 126 126 0 100.00% 317 317 

VILLAGE OF SHIPMAN'S LANDING 13 45.35 N 23 0 23 0.00% 0 58 

VILLAGE OF SHIPMAN'S LANDING 13A 5.42 Y 15 15 0 100.00% 38 38 

VILLAGE OF SHIPMAN'S LANDING 13B 14.16 Y 32 32 0 100.00% 81 81 

VILLAGE OF SHIPMAN'S LANDING 13C 14.77 Y 64 64 0 100.00% 161 161 

VILLAGE OF SHIPMAN'S LANDING 13D 5.86 Y 31 31 0 100.00% 78 78 

VILLAGE OF SHIPMAN'S LANDING 15A 15.39 N 41 0 41 0.00% 0 103 

VILLAGE OF SHIPMAN'S LANDING 15B 7.88 N 30 0 30 0.00% 0 76 
















VILLAGE OF WATERS LAKE 21C 18.22 Y 46 46 0 100.00% 116 116 












SUBTOTAL SIENNA PLANTATION MUD #3 767.24 1795 1,511 284 84.18% 3,805 4,520 


Domestic water and Fire protection Provided by Sienna Plantation 

MUD #12 through MUD #1) 

SIENNA ACREAGE ESTATES (THE WOODS) PHASE I 71.82 Y 35 35 0 100.00% 88 88 

SIENNA ACREAGE ESTATES (THE WOODS) PHASE 2 95.38 Y 40 40 0 100.00% 101 101 

SIENNA ACREAGE ESTATES (THE WOODS) PHASE 3-A 23.65 Y 14 14 0 100.00% 35 35 

SIENNA ACREAGE ESTATES (THE WOODS) PHASE 3-B 9.34 Y 7 5 2 71.43% 13 18 

SIENNA ACREAGE ESTATES (THE WOODS) PHASE 3-C 13.52 Y 8 8 0 100.00% 20 20 

SUBTOTAL (DOMESTIC WATER AND FIRE PROTECTION) SIENNA PLANTATION 

MUD #12 213.72 104 102 2 98.08% 257 262 


67 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT





CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 

TOTAL SIENNA DA TRACT A 1,878.89 3,472 3,152 320 90.78% 7,937 8,743 

BALANCE SIENNA DA TRACT A 379.11 228 574 

SIENNA DA TRACT G - Max. Entitlement 1,000 SF DUs 





VILLAGE OF SHIPMAN'S LANDING 18-A 15.39 Y 41 41 0 100.00% 103 103 

VILLAGE OF SHIPMAN'S LANDING 18-B 7.88 Y 30 30 0 100.00% 76 76 




VILLAGE OF SHIPMAN'S LANDING 22 (Balance) 10.31 N 27 0 27 0.00% 0 68 

VILLAGE OF SHIPMAN'S LANDING 22-A 14.93 N 36 36 0 100.00% 91 91 

VILLAGE OF SHIPMAN'S LANDING 22-B 6.33 N 18 18 0 100.00% 45 45 


BRUSHY LAKE Sections 23, 24, 25 (A,B, C) Concept Plan 76.90 N 190 0 190 0.00% 0 478 

STEEP BANK VILLAGE 11 (balance) 7.40 N 42 3 39 7.14% 8 106 

STEEP BANK VILLAGE 11-B Phase 1 14.73 Y 60 60 0 100.00% 151 151 



STEEP BANK VILLAGE 12 (A part of this subdiv. is also in MUD #2) 11.40 Y 34 34 0 100.00% 86 86 




TOTAL SIENNA DA TRACT G 344.56 966 696 270 72.05% 1,753 2,432 

BALANCE SIENNA DA TRACT G 99.44 34 86 

SIENNA DA TRACT B - Max. Entitlement 10,000 SF DUs 

SIENNA PLANTATION MUDS #1, 4, 5, 6 & 7 

HILLWOOD 

SIENNA SOUTH SEC 1 37.72 N 45 0 45 0.00% 0 113 





TOTAL SIENNA DA TRACT B 109.55 268 0 268 0.00% 0 675 

BALANCE SIENNA DA TRACT B 3,940.45 9,732 24,506 

SIENNA DA TRACT C - Max Entitlement 300 SF DUs 

NO MUD 

SIENNA POINT 

SIENNA POINT 1 393.74 Y 63 45 18 71.43% 113 159 

SIENNA POINT 2 363.69 Y 86 31 55 36.05% 78 217 

SIENNA POINT 3 393.74 Y 123 40 83 32.52% 101 310 

TOTAL SIENNA DA TRACT C 1,151.17 272 116 156 42.65% 292 685 

BALANCE SIENNA DA TRACT C -97.25 28 71 

TOTAL SIENNA PLANTATION (EXCEPT SIENNA NORTH) 3,484.17 4,978 3,964 1,014 79.63% 9,982 12,535 

TOTAL BALANCE SIENNA PLANTATION (EXCEPT SIENNA NORTH) 4,321.75 10,022 25,236 

SIENNA DA TRACT D, E, F, H, I - Max Entitlement 2,025 SF DU / 2,720 MF DU / 1,150 RETIREMENT DU 

SIENNA PLANTATION MUDS #10 &12 

SIENNA NORTH 1,522.27 

Retirement Residential (Management District: Maximum 268 AL Units) 1,150 2,896 

Rural Estate Lot Acreage (Balance) 139.94 144 363 

Single-Family 2,200 1,282 5,540 

Multi-Family (Sienna Management District: Maximum 900 MF Units) 2,210 0 5,565 

TOTAL SIENNA NORTH ENTITLEMENTS 1,662.21 5,704 1,282 14,363 

SIENNA NORTH (Platted Portions) 


PECAN ESTATES OF ANDERSON SPRINGS 1 16.69 N 33 0 33 0.00% 0 83 



SIENNA VILLAGE OF ANDERSON SPRINGS 1-A 32.14 Y 104 104 0 100.00% 262 262 

SIENNA VILLAGE OF ANDERSON SPRINGS 1-B 29.44 Y 83 74 9 89.16% 186 209 

SIENNA VILLAGE OF ANDERSON SPRINGS 2 9.84 Y 30 25 5 83.33% 63 76 





SIENNA VILLAGE OF ANDERSON SPRINGS 4-C 13.80 Y 56 53 3 94.64% 133 141 



SIENNA VILLAGE OF ANDERSON SPRINGS 5-C 28.37 Y 53 53 0 100.00% 133 133 





SIENNA VILLAGE OF ANDERSON SPRINGS 10A 8.70 Y 15 12 3 80.00% 30 38 


68 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT



SIENNA VILLAGE OF ANDERSON SPRINGS 10B 17.35 Y 29 14 15 48.28% 35 73 








SIENNA VILLAGE OF ANDERSON SPRINGS 15A 8.39 N 16 0 16 0.00% 0 40 

SIENNA VILLAGE OF ANDERSON SPRINGS 15B 6.01 N 11 0 11 0.00% 0 28 





SIENNA VILLAGE OF ANDERSON SPRINGS 18B 3.49 N 15 0 15 0.00% 0 38 

SIENNA VILLAGE OF ANDERSON SPRINGS 19 7.50 N 20 0 20 0.00% 0 50 






SIENNA VILLAGE OF ANDERSON SPRINGS 26A 7.86 N 26 0 26 0.00% 0 65 

SIENNA VILLAGE OF ANDERSON SPRINGS 26B 15.21 N 29 0 0 0 0 73 



VILLAGE OF SHIPMAN'S LANDING 25 - PARTIAL REPLAT NO. 1 9.40 Y 32 9 23 28.13% 23 81 

VILLAGE OF SHIPMAN'S LANDING 25 - PARTIAL REPLAT NO. 2 31.74 Y 70 23 47 32.86% 58 176 

WATERMARK @ SIENNA PLANTATION 10.00 N 240 0 240 0.00% 0 604 

SUBTOTAL SIENNA NORTH (TOTAL SIENNA PLANTATION MUD #10) 612.16 2098 1,193 876 56.86% 3,004 5,283 


BEES CREEK VILLAGE SECTION 1 63.24 Y 59 15 44 25.42% 38 149 

BEES CREEK VILLAGE SECTION 2 41.79 N 6 0 6 0.00% 0 15 

BEES CREEK VILLAGE SECTION 3 25.24 Y 31 30 1 96.77% 76 78 

BEES CREEK VILLAGE SECTION 4-A 44.18 Y 36 36 0 100.00% 91 91 

BEES CREEK VILLAGE SECTION 4-B 18.92 Y 18 8 10 44.44% 20 45 




BEES CREEK VILLAGE SECTION 7-14, 16-20 N 258 0 258 0.00% 0 650 

SUBTOTAL SIENNA NORTH (SUBTOTAL SIENNA PLANTATION MUD #12) 264.39 499 89 410 17.84% 224 1,257 

TOTAL SIENNA NORTH (AS PLATTED) 876.55 2,597 1,282 1,286 49.36% 3,228 6,539 

BALANCE SIENNA NORTH ENTITLEMENTS 785.66 3,107 7,824 

TOTAL SIENNA DA TRACTS (AS PLATTED) 4,360.72 7,575 5,246 2,300 69.25% 13,210 19,074 

TOTAL SIENNA DA TRACTS (BALANCE) 5,107.41 13,129 33,060 

NO MUD / AREA 'ETJ C' 

RIVER RANCH ESTATES 20.23 N 6 0 6 0.00% 0 15 

TOTAL 20.23 6 0 6 0.00% 0 15 

*Population based on 2010 Census: 2.4% average vacancy rate and 2.58 average persons 

per household. 



CURRENT POP. 

EST* AS OF 

2/29/2012 

FUTURE 

BUILD OUT 

POP. EST* 

TOTAL IN ETJ: 15,628.53 38,487 7,777 4,257 20.21% 16,355 90,313 

TOTAL CITY LIMITS & ETJ 24,615.19 64,441 30,589 6,603 47.47% 74,027 154,143 


69 

TOTAL 

LOTS 

TOTAL UNITS 

COMP. AS OF 

2/29/2012 

TOTAL 

VACANT 

LOTS % BUILT OUT



70


Key Revenue Assumptions and Trend 


Section V 

GENERAL FUND 

Property taxes (ad valorem taxes) attach as an enforceable lien on property as of January 1. The City’s 

property tax is levied in July or August, following notification of the certified values to the City, and the tax 

rate is approved by City Council. Taxes are due and payable upon approval by City Council of the tax rate. 

The 2012 appraised roll values are expected to remain flat. 

Sales and Other Taxes 

The sales and use tax in Missouri City is 8.25 percent on goods or services. Sales and use is defined as 

collected by businesses within the City or outside the City for use by businesses or residences within the City. 

The tax is remitted to the State Comptroller of Public Accounts who retains 6.25 percent and distributes one 

percent to the City and 1 percent to the Houston Metropolitan Transit Authority. Missouri City joined Metro 

in 1978. 

For the year ending June 30, 2012, the City expects to receive $6.128 million in sales tax. Sales tax revenue 

has increased from last year’s actual by 3.95 percent. 

Missouri City’s sales tax is being projected to grow by 6.1 percent in FY 2013, as we are beginning to see the 

economy turn around. 


The City maintains franchise agreements with utility companies for the use of the City’s right of ways. These 

agreements generally require the utility company to compensate the City based on a percentage of gross 

receipts. Franchise fees are the third highest general fund revenue. Because of the effects of deregulation and 

competition with other suppliers of services, these fees actually decreased but are now surpassing the 2011 

levels. Along with the current economic climate and the new development that has been experienced during 

the past year, the City is expecting fees to increase by $327,820 in FY 2013, due to a new Solid Waste fee that 

is being instituted. 

License and Permit Fees 

License and permit fees include fees charged for general construction permits and licenses. Various fees are 

charged for City inspections of electrical, plumbing, mechanical installations, health permits, housing code 

inspections, and various other permit activities. The high volume of residential building activity experienced 

in the past years has slowed and fees are being projected at only a slight increase for the upcoming fiscal year. 

Fines and Forfeitures 

Fines and forfeitures are revenues received by the City for Municipal Court class C misdemeanors and City 

ordinance violations. Revenues increased slightly in FY 2012, due to the Police Department’s emphasis 

placed on neighborhood policing, burglary/auto theft, and gangs. Retirement, vacancies and training of new 

personnel within the Patrol Division continue to hold these revenues relatively flat. 


71



Miscellaneous revenues account for approximately eight percent of the general fund revenue and consist of 

interest earnings, recreational classes and leagues, police and fire alarm permits, false alarm fees, and several 

miscellaneous billings not elsewhere accounted for. This revenue is increasing by $50,000 due to a new Fire 

Clean-Up Fee being instituted for excessive costs to the Fire Department in cleaning up after hazardous spills, 

etc., otherwise these revenues are expected to remain fairly flat over the next couple of years. 

Other Funds 

For the Special Revenue, Debt Service, Internal Service and Capital Projects Funds, the key revenue 

assumptions and trends are included in those sections. 


72



73


Development 

Services 

5.59% 

Parks & 

Recreation 

8.17% 

Public Works 

12.05% 

Fire & 

Rescue 

Services 

18.61% 

AdValorem Taxes 

Other Taxes 




Intergovernmental Revenues 


Other Financing Sources 

REVENUE BY SOURCE 

$ 31,419,440 

Millions 

0 2 4 6 8 10 12 14 16 

EXPENDITURES BY PROGRAM EXPENDITURES BY ACTIVITY 

$ 33,301,665 $ 33,301,665 

Other 

Financing 

Uses 

0% 

Contingency 

4.95% 

General 

Government 

12.41% 

Police 

32.97% 

Finance 

5.25% 

Commodities 

9.27% 

Personnel 

66.42% 

Contractual 

Services 

15.07% 

Other 

Services 

4.17% 

Capital 

Outlay 

0.12% 

Contingency 

4.95% 


74



GENERAL FUND SUMMARY 


Actual Orig Budget Adj Budget Estimate Budget 

Ad Valorem Taxes 14,669,356 14,740,000 14,740,000 14,174,852 14,620,408 

Other Taxes 5,926,280 6,030,000 6,030,000 6,128,868 6,525,000 

Licenses & Permits 1,475,498 1,371,200 1,371,200 1,224,717 1,273,700 



Intergovernmental Revenues 946,079 977,529 977,529 1,845,465 606,476 

Other Revenue 1,704,887 2,166,686 2,166,686 1,962,456 2,428,050 


Other Financing Resources 1,908,704 1,180,906 1,180,906 1,180,906 1,180,906 


RESOURCES 30,955,991 30,859,021 30,859,021 31,041,186 31,419,440 

EXPENDITURES BY DEPARTMENT 


Finance 1,703,529 1,790,783 1,830,409 1,817,001 1,749,832 

Police 10,524,625 10,252,001 11,201,989 11,107,749 10,980,751 


Public Works 3,795,228 4,097,578 4,164,060 3,823,282 4,012,624 












Expenditures 30,247,711 32,132,914 33,540,435 31,626,608 33,301,665 






75


Activity Department/Division Fund Number 

General Fund All 101 

CLASSIFICATION OF REVENUES 

GENERAL FUND 

SCHEDULE OF REVENUES AND RESOURCES BY LINE ITEM 


Actual Orig Budget Budget Estimate Budget 

300 PROPERTY TAXES & PENALTIES 

0100 Property Taxes - Current 14,051,975 14,000,000 14,000,000 13,712,651 14,120,408 

0200 Property Taxes - Delinquent 351,319 450,000 450,000 240,699 250,000 

0300 Penalties 169,181 190,000 190,000 150,994 175,000 

0500 Attorney Fees 93,196 100,000 100,000 68,875 75,000 

1000 Miscellaneous-Tax Revenue 3,685 0 0 1,633 0 

Total Ad Valorem Taxes 14,669,356 14,740,000 14,740,000 14,174,852 14,620,408 

310 OTHER TAXES 0 

0100 City Retail Sales Tax 5,895,198 6,000,000 6,000,000 6,127,677 6,500,000 

101 City Sale Tax Rebate (443) 0 0 (24,205) 0 

0200 State Beverage Tax 31,525 30,000 30,000 25,396 25,000 

Total Other Taxes 5,926,280 6,030,000 6,030,000 6,128,868 6,525,000 

320 LICENSES & PERMITS 

0100 Zoning Variances 0 0 0 600 500 

0200 Zoning Amendments 12,525 20,000 20,000 22,088 20,000 

0300 Plat Fees 60,236 60,000 60,000 74,465 55,000 

0400 Recall Inspection Fees 10,200 13,000 13,000 5,865 7,000 

0500 General Fire Inspection 18,595 17,000 17,000 18,771 17,000 

0600 Building Permits 403,010 350,000 350,000 233,976 300,000 

0700 Change of Occupancy 6,450 5,000 5,000 8,254 6,000 

0800 Plumbing Permits 68,219 50,000 50,000 70,440 60,000 

0900 Electrical Permits 50,224 55,000 55,000 71,827 70,000 

1000 Air Conditioning Permits 61,824 60,000 60,000 68,312 60,000 

1100 Pool Permits 2,875 2,000 2,000 2,480 2,000 

1200 Sign Permits 20,724 18,000 18,000 16,567 18,000 

1400 Plan Check Fees 200,644 175,000 175,000 121,180 150,000 

1500 After Hours Inspections 8,645 10,000 10,000 6,942 9,000 

1600 Liquor License 11,006 11,000 11,000 7,758 6,000 

1700 Solicitors License 1,400 2,000 2,000 1,939 2,000 

1800 Infrastructure Fees 149,254 150,000 150,000 169,723 150,000 

2000 Lien Reimbursement 0 200 200 200 200 

2200 Health Permits 94,054 80,000 80,000 72,933 77,000 

2300 Housing Code Inspections 12,270 0 0 0 0 

2400 Pub Works After Hrs Inspection 6,012 6,500 6,500 2,361 6,000 

2500 Sienna Plantation - Prorata 57,549 57,000 57,000 58,287 60,000 

2600 Contractor Registration Fees 63,380 65,000 65,000 74,433 74,000 

2700 Design Review 20,577 28,000 28,000 13,943 15,000 

2800 Pub Works Plan Review Fee 19,865 17,000 17,000 22,290 18,000 

2900 Riverstone Inspection Fee 21,600 7,500 7,500 14,611 11,000 

3000 Housing Rental Registration 94,360 112,000 112,000 64,472 80,000 

Total Licenses & Permits 1,475,498 1,371,200 1,371,200 1,224,717 1,273,700 

330 FINES AND FORFEITURES 

0100 Fines 759,522 800,000 800,000 835,623 800,000 

0300 Warrant Fees 79,497 75,000 75,000 77,378 75,000 

0400 DDC/Insurance 10,150 12,000 12,000 18,427 15,000 

0500 Administrative Fee 41,542 40,000 40,000 40,795 45,000 

0600 Arrest Fees 72,056 75,000 75,000 90,401 80,000 

0700 Cash/Over & Under (374) 0 0 209 0 

1000 Collection Agency Fees 90,593 75,000 75,000 103,911 85,000 

1100 Judicial Efficiency 4,746 5,200 5,200 5,089 4,900 

1200 Local - No Restriction 23,455 25,000 25,000 24,429 24,000 

1500 Motor Carrier Fines 12,841 20,000 20,000 13,288 14,000 

1600 Overweight Vehicle Fines 875 500 500 892 700 

Total Fines & Forfeitures 1,094,903 1,127,700 1,127,700 1,210,442 1,143,600 


76


GENERAL FUND 






340 FRANCHISE FEES 

0100 Franchise Fee - Gas 344,632 425,000 425,000 422,212 460,000 

0200 Franchise Fee - Phone 272,652 300,000 300,000 290,017 320,000 

0300 Franchise Fee - Electric 1,902,021 1,900,000 1,900,000 1,943,131 1,900,000 

0400 Franchise Fee - Cable TV 710,979 640,000 640,000 658,120 640,000 

TBD Franchise Solid Waste n/a n/a n/a n/a 321,300 

Total Franchise Fees 3,230,284 3,265,000 3,265,000 3,313,480 3,641,300 

350 INTERGOVERNMENTAL REVENUE 

0101 Federal Grants 600,127 634,629 634,629 1,468,262 373,476 

0102 State Grants 116,904 102,900 102,900 144,170 0 

0103 Miscellaneous Grants 2,999 0 0 0 0 

0300 Fire Dept. Reimbursement 198,708 200,000 200,000 194,044 200,000 

0900 Animal Control Reimb-Stafford 12,000 12,000 12,000 19,414 14,000 

1300 Sta-Mo Lease Reimbursement 15,341 28,000 28,000 19,575 19,000 

Total Intergovernmental Revenues 946,079 977,529 977,529 1,845,465 606,476 

380 OTHER REVENUE 

0100 Interest Income (15,445) 170,000 170,000 148,011 175,000 

0200 Cash Over/Under-Cashiers (290) 0 0 (197) 0 

0300 Maps 0 0 0 0 0 

0400 Cash Over/Under-Pcard 0 0 0 0 0 

600 Pcard Rebate 33,878 50,000 50,000 72,784 75,000 

0900 Recreation Leisure Classes 52,263 58,000 58,000 29,785 50,000 

1000 Athletic League Fees 11,149 9,000 9,000 9,699 9,000 

1100 Recreation Center Fees 28,076 23,000 23,000 19,040 20,000 

1200 Special Events 11,538 20,000 20,000 8,438 15,000 

1300 Rec - Advertising Fees 0 0 0 0 0 

1400 MCTV Sponsorships 400 1,600 1,600 0 0 

1500 Facilities Rental 68,514 65,000 65,000 79,893 75,000 

1501 Security Fees 210 0 0 0 0 

1800 Other/Miscellaneous 212,374 0 0 7,420 5,000 

2000 NSF Check Allowance 1,515 500 500 955 800 

2100 Sale of Salvage 3,115 4,000 4,000 18,150 5,000 

2300 Insurance Reimbursements 13,674 5,000 5,000 144 0 

2500 Missouri City History Books 0 50 50 64 0 

2600 PM Burglar False Alarm 55,475 40,000 40,000 45,527 40,000 

2700 Unpermitted Burglar Alarms 2,125 3,000 3,000 5,147 4,000 

2800 PM Fire Flase Alarm 3,325 4,000 4,000 2,557 2,000 

2900 Alarm Permit Fees 331,756 320,000 320,000 396,926 400,000 

3000 Unpermitted Fire Alarms 0 500 500 500 500 

3200 Pavement Maintenance 0 0 0 0 0 

3300 Recycling 681 0 0 0 0 

3600 Miscellaneous - Police 10,721 10,000 10,000 10,055 10,000 

3800 Animal License Fees 3,387 3,000 3,000 3,613 3,000 

3900 Donations - Police 6,154 10,000 10,000 11,087 10,000 

4000 Donations - Parks 0 0 0 0 0 

4100 Donations - Fire 8,105 500 500 10,000 500 

4200 Donations - Economic Development 4,498 0 0 5,000 0 

4300 Donation - 50th Anniversary 65 0 0 0 0 

4700 Traffic Control Operation 0 13,000 13,000 21,100 18,000 

4800 Donations-Urban Forestry 12,920 5,000 5,000 10,635 6,000 

5000 Police Dept Miscellaneous 10,792 10,000 10,000 5,525 9,000 

6400 Child Safety Fees 87,067 85,000 85,000 167,816 90,000 

6500 Police Seminars 200 0 0 69,752 0 

7000 Contrbutions from Developers 0 0 0 0 0 

7100 Fire Dept Miscellaneous 1,245 3,000 3,000 205 3,000 

7300 Parks Dept Miscellaneous 6,780 1,000 1,000 0 0 

7400 Recreation Dept Miscellaneous 0 0 0 0 0 

7500 City Secretary Dept Miscellaneous 0 0 0 0 0 

7600 Street Dept Miscellaneous 0 0 0 5,000 1,000 

7800 Engineering Dept Miscellaneous 0 0 0 0 0 

7900 EMS Billings 0 0 0 0 0 


77


GENERAL FUND 






8000 Fire Seminars 8,610 2,000 2,000 45 1,500 

8100 Late Fees 120 1,000 1,000 45 250 

8200 Protector Pavers 1,200 500 500 242 500 

8300 Purchasing Miscellaneous 22,097 4,000 4,000 16,878 4,000 

TBD Fire Clean Up Fees n/a n/a n/a n/a 50,000 

8400 Fire District Pmts 644,739 600,000 600,000 734,694 700,000 

8500 Disaster Reimbursement 20,974 0 0 0 0 

8700 GRP Admin Fee Reimb 0 0 0 0 0 

8800 Tower Lease 40,880 45,036 45,036 45,921 45,000 

9800 Unapplied Personnel Costs 0 600,000 600,000 0 600,000 

Total Other Revenue 1,704,887 2,166,686 2,166,686 1,962,456 2,428,050 


390 OTHER FINANCING RESOURCES 

29,047,287 29,678,115 29,678,115 29,860,280 30,238,534 

0223 Transfer from Court Juvenille Case Fund 223 35,590 35,000 35,000 35,000 35,000 

0260 Transfer from MC Development Authority 260 100,000 100,000 100,000 100,000 100,000 

0261 Transfer from TIRZ #1 Fund 261 22,262 21,754 21,754 21,754 21,754 



0401 Transfer from METRO Fund 401 600,000 800,000 800,000 800,000 800,000 

0510 Transfer from Surface Water Treatment Fund 510 1,105,944 150,000 150,000 150,000 150,000 

0550 Transfer from Local Government Corporation 0 25,000 25,000 25,000 25,000 

Total Other Financing Resources 


1,908,704 1,180,906 1,180,906 1,180,906 1,180,906 

RESOURCES 30,955,991 30,859,021 30,859,021 31,041,186 31,419,440 

EXPENDITURES BY OBJECT 


Finance 1,703,529 1,790,783 1,830,409 1,817,001 1,749,832 

Police 10,524,625 10,252,001 11,201,989 11,107,749 10,980,751 


Public Works 3,795,228 4,097,578 4,164,060 3,823,282 4,012,624 









City Hall Fire 2010 


3,973 0 0 0 0 

Trf to Bldg Maintenance Fund (615) 157,129 183,117 183,117 0 0 

Total Other Financing Uses 157,129 183,117 183,117 0 0 


Expenditures 30,247,711 32,132,914 33,540,435 31,626,608 33,301,665 






78


GENERAL FUND 

CONSOLIDATED EXPENDITURES BY LINE ITEM 

CLASSIFICATION OF EXPENDITURES FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 

PERSONNEL 


Regular Salaries 14,059,027 14,336,464 14,534,234 14,795,137 15,026,126 

Additional Compensation 425,562 372,924 375,474 197,907 410,840 

Compensated Absences 236,136 0 2,818 143,172 56,000 

Overtime 602,713 530,915 585,567 600,149 674,050 

Total Salaries & Wages 15,323,438 15,240,303 15,498,093 15,736,365 16,167,016 

Part Time: 20-29 Hours 67,353 110,778 161,440 109,557 192,943 

Temporary-Less than 20 Hrs. 8,333 24,580 24,580 12,114 25,568 

Mayor/Council 51,000 51,000 51,000 51,000 51,000 

Judges 44,787 79,550 79,550 79,550 92,784 

Total Temporary Wages 171,473 265,908 316,570 252,221 362,295 

Long-Term Disability 37,894 41,644 42,013 40,950 43,353 

Taxes, Social Security 1,130,400 1,192,219 1,215,152 1,107,939 1,274,140 

Hospital, Life, Dental Insurance 2,377,137 2,678,857 2,765,077 2,538,272 3,003,578 

Prorated Health/Dent/Vision 29,467 0 1,453 5,859 0 

Car/Clothing Allowance 41,771 43,350 46,650 43,833 50,550 

Cell Phone allowance 51,819 54,940 58,950 57,041 65,654 

Unemployment Compensation 51,193 45,000 48,268 31,696 45,000 

Retirement 2,248,627 1,933,249 1,978,457 1,566,898 901,633 

Workers Compensation 178,199 220,961 224,289 216,591 206,268 

Total Benefits 6,146,507 6,210,220 6,380,309 5,609,079 5,590,176 

Total Personnel 21,641,418 21,716,431 22,194,972 21,597,665 22,119,487 

COMMODITIES 

Office Supplies 67,847 73,049 73,784 70,436 70,972 

Meals & Drinks 14,504 21,422 21,947 18,679 18,775 

Wearing Apparel 138,731 221,184 209,448 204,271 223,807 

Firearms 22,887 26,250 26,250 19,557 23,950 

K-9 Unit 1,033 2,000 2,000 1,242 1,500 

Jail Supplies 2,307 2,000 2,000 2,064 2,000 

Jail Food 4,864 7,200 7,200 5,471 6,000 

Jail Medical 890 8,000 8,271 3,989 5,000 

Fuel, Oil & Lubricants 590,727 522,800 527,025 712,454 756,050 

Minor Tools & Equipment 265,741 223,449 258,926 222,646 233,686 

EMS Medical Supplies 13,774 15,000 15,000 17,000 16,000 

Janitorial Supplies 12,955 15,800 15,800 15,762 18,300 

Pesticide/Haz-Mat Control 10,535 27,000 27,000 18,188 27,000 

Education, Training & Supplies 23,182 50,685 51,760 36,570 49,880 

Postage 34,733 47,005 45,506 37,773 38,965 

Bldg Matl/Supplies & RPR 468 6,600 5,741 1,398 4,500 

Streets Materials & Supplies 32,222 52,000 52,000 47,976 52,000 

Drainage Materials & Supplies 0 2,000 2,000 0 500 

Traf Sign Matl-Regul/Warning 35,442 35,000 43,300 35,355 35,000 

Pavement Marking Material 18,271 20,000 11,500 18,191 20,000 

Identification Supplies/Film 8,249 11,750 11,563 8,655 9,800 

Park Matl & Supplies 67,393 80,000 70,260 80,000 65,000 

Recreation Activities 49,545 60,000 39,900 40,000 50,000 

Special Events 66,995 90,100 119,597 116,808 92,000 

Mayor's Youth Commission 571 2,000 2,000 1,000 2,000 

Animal Control Food & Supplies 1,767 1,600 1,600 1,324 1,600 

Recycling 1,722 9,200 9,200 3,000 1,000 

Emp Awards/Ceremonies 24,208 18,000 28,000 24,603 18,000 


79


GENERAL FUND 




Other/Miscellaneous 51,096 5,175 5,062 4,026 3,300 

Grant Purchases 576,608 206,400 1,192,452 1,002,860 0 

Donation Purchases 28,155 30,000 32,680 23,790 30,000 

Radio Sys Indirect Costs (15,941) 11,941 11,733 0 0 

Traffic Supplies-Over/Under 807 4,500 4,500 4,541 4,500 

Computer Equip Rental Fee 0 139,747 139,747 139,741 116,037 

Fleet Rental Fees 0 311,242 311,242 311,245 344,892 

Central Garage Allocation 562,532 614,350 613,900 615,060 745,412 

Total Commodities 2,714,820 2,974,449 3,999,894 3,865,675 3,087,426 

CONTRACTUAL SERVICES 

Minor Equip Maint/RPR/RNT 35,315 44,692 53,482 47,491 37,096 

Contractor Hire-Streets 21,506 25,000 25,000 25,000 25,000 

Contractor Hire-Mowing 11,231 25,000 36,000 30,000 54,000 

Contractor-Hire-Drainage 40,000 40,000 35,204 30,104 40,000 

Contractor Hire-Tree Trim 495 1,000 0 1,000 1,000 

Contractor Hire-Parks 205,032 255,000 255,000 173,000 265,803 

Contractor Hire-Mosquito Spray 50,660 55,000 48,400 54,840 55,000 

Insurance 138,660 122,077 120,515 106,080 139,138 

Retiree Insurance 48,504 42,877 42,877 49,001 42,877 

Flex/Cobra Admin Fees 4,199 6,800 6,800 3,661 6,800 

Special Services & Legal 744,543 674,445 798,867 933,897 618,875 

Contracted Engineering 32,674 30,000 28,958 29,960 55,000 

Delinquent Attorney Fees 93,196 100,000 100,000 100,903 115,700 

Bank Fees 131,413 120,000 120,000 141,824 139,400 

Service Agreements & Repairs 6,338 28,150 32,940 13,094 21,600 

Radio Repair/Maintenance 12,245 26,430 23,430 13,098 16,280 

Conference Expense 31,016 54,288 57,298 48,337 55,640 

Telephone 40,995 43,162 43,162 47,145 44,922 

Electric Utilities 89,917 115,000 115,509 98,837 101,000 

Garbage Collection 24,394 21,300 21,300 20,499 20,500 

Water Utilities 50,031 40,300 38,761 75,370 97,657 

Special Product Disposal 0 500 0 500 0 

Building Maintenance Allocations 858,381 1,130,902 1,130,902 891,538 1,133,700 

Building Repairs 0 1,000 1,000 0 0 

Traffic Signal Maintenance 54,802 70,000 64,000 63,867 70,000 

Other/Miscellaneous 0 750 750 0 0 

Central Appraisal District 124,905 140,000 140,000 141,484 140,000 

Sta-Mo Lease & Operation 52,014 67,000 59,848 72,000 92,720 

Substandard Structures 4,232 21,500 21,600 15,700 16,500 

Missouri City TV 13,133 15,000 19,600 15,536 15,000 

Wellness Program 0 3,000 3,000 3,000 3,000 

Computer Services Allocation 1,592,760 1,654,575 1,654,575 1,641,529 1,594,000 

Total Contractual Services 4,512,591 4,974,748 5,098,778 4,888,295 5,018,208 

OTHER SERVICES 

Election Expense 12,655 25,000 25,000 200 25,000 

Printing & Publications 33,722 71,500 66,713 49,436 56,075 

Dues & Subscriptions 60,852 67,778 71,564 61,403 71,713 

Training & Travel 149,876 211,150 217,691 203,045 214,955 

Educational Reimbursement 32,521 54,000 54,000 54,000 100,000 

Street Lights-Installation 0 2,000 2,000 2,000 2,000 

TLEOSE Training 7,257 6,000 6,000 6,074 6,000 

Street Lights-Operation 626,146 586,437 615,128 630,024 688,878 

Police Seminar Expense 0 0 200 0 0 


80


GENERAL FUND 




Traffic Signal-Operation 21,600 28,664 35,620 25,726 26,057 

Vehicle Allowance/Mileage 2,481 7,095 6,857 3,767 4,690 

Physical Exams 43,791 40,700 48,558 52,850 52,500 

Special Investigations 2,077 11,500 11,500 2,639 9,500 

Other/Miscellaneous 2,329 4,730 2,570 1,956 2,000 

Community Communication Info 28,063 40,000 42,000 53,764 59,414 

County Economic Development 50,000 50,000 50,000 50,000 50,000 

City Economic Development 21,658 20,000 20,000 20,472 15,000 

Fire Prevention 1,120 3,000 3,000 3,009 3,750 

Total Other Services 1,096,148 1,229,554 1,278,401 1,220,365 1,387,532 

CAPITAL OUTLAY 

Machinery & Equipment 7,346 0 0 0 0 

Equipment - Computer 7,996 0 0 0 0 

Furniture & Equipment (Office) 7,500 0 250 (110) 0 

Instruments & Apparatus 70,328 0 0 0 40,000 

Motor Vehicles 28,464 0 54,718 54,718 0 

Total Capital Outlay 121,634 0 54,968 54,608 40,000 



Contingency - Health Insurance Adjustment 0 136,177 136,177 0 0 

Contingency - TMRS Adjustment 0 318,508 318,508 0 0 





Total Other Financing Uses 157,129 183,117 183,117 0 0 


EXPENDITURES 30,247,713 32,132,984 33,540,435 31,626,608 33,301,665 


81


GENERAL FUND 

EXPENDITURES BY DEPARTMENT/DIVISION 



GENERAL GOVERNMENT 

101-1001 Council & Management 945,034 899,467 918,017 934,936 837,465 

101-1002 City Secretary 359,245 524,576 524,576 384,704 435,997 

101-1003 Human Resources/Organ Development 528,249 567,561 573,736 550,425 645,764 

101-1004 Legal 558,346 632,830 632,830 512,030 592,381 

101-1006 Municipal Court 694,572 763,883 763,883 765,999 786,547 

101-1008 Public Relations 772,089 839,293 839,893 811,295 834,477 

FINANCE 

Total General Government 3,857,535 4,227,610 4,252,935 3,959,389 4,132,631 

101-2011 Finance Administration 234,608 257,067 296,467 299,320 256,741 

101-2012 Purchasing & Risk Management 262,234 263,725 263,810 253,143 248,936 

101-2014 Accounting & Budget 1,206,687 1,269,991 1,270,132 1,264,538 1,244,155 

Total Finance 1,703,529 1,790,783 1,830,409 1,817,001 1,749,832 

PUBLIC SAFETY 

101-3021 Police Administration 1,419,701 1,170,461 1,579,536 1,576,984 1,186,833 

101-3023 Support Services 1,613,699 1,615,912 1,621,782 1,547,479 1,600,134 

101-3024 Criminal Investigation (C.I.D.) 1,976,954 1,902,853 1,903,206 2,101,922 2,438,384 

101-3025 Patrol 5,514,271 5,562,775 6,097,465 5,881,364 5,755,400 

Total Public Safety 10,524,625 10,252,001 11,201,989 11,107,749 10,980,751 

FIRE & RESCUE SERVICES 

101-4031 Fire Administration 498,282 401,798 961,595 908,513 369,193 

101-4032 Prevention 286,760 359,067 359,067 374,638 366,206 

101-4033 Training 152,677 217,337 222,642 187,571 219,167 

101-4034 Operations 5,337,779 5,248,160 5,307,792 5,375,260 5,241,532 

Total Fire & Rescue Services 6,275,498 6,226,362 6,851,096 6,845,982 6,196,098 

PUBLIC WORKS 

101-5040 Public Works Administration 1,093,012 1,094,660 1,103,671 1,061,796 1,041,001 

101-5042 Streets, Drainage, Traffic Operations 2,114,561 2,365,606 2,418,877 2,144,284 2,351,677 

101-5044 GIS 365,443 412,492 416,692 391,393 399,403 

101-5048 Aminal Control 222,212 224,820 224,820 225,809 220,543 

Total Public Works 3,795,228 4,097,578 4,164,060 3,823,282 4,012,624 


101-6051 Parks 1,675,527 1,751,624 1,743,678 1,688,085 1,822,025 

101-6052 Recreation 516,210 667,506 699,997 620,297 897,529 

Total - Parks & Recreation 2,191,737 2,419,130 2,443,675 2,308,382 2,719,554 

DEVELOPMENT SERVICES 

101-7060 Planning 524,603 490,304 491,364 457,115 490,319 

101-7061 Inspection 799,670 865,878 865,499 831,917 906,810 

101-7062 Code Enforcement 414,184 525,466 525,986 475,791 464,034 

Total - Planning 1,738,457 1,881,648 1,882,849 1,764,823 1,861,163 



Total - Other Financing Uses 

CONTINGENCY 

157,129 183,117 183,117 0 0 

101-1007 Reserve for Contingencies 0 350,000 2,469 0 250,000 

101-1007 Contingency - Salary Adjustment 0 250,000 273,151 0 0 

101-1007 Reserve - Health Insurance Adjustment 0 136,177 136,177 0 0 

101-1007 Reserve - TMRS Adjustment 0 318,508 318,508 0 0 

101-1007 Reserve - Pay Plan Market Adj/Contingencies 0 0 0 0 1,399,012 

101-1007 City Hall Fire 2010 3,973 0 0 0 0 

TOTAL - ALL DEPARTMENTS 30,247,711 32,132,914 33,540,435 31,626,608 33,301,665 


82

============================= FY 2013 ANNUAL BUDGET =============================== 

DEPARTMENTAL VISION 

STATEMENT GENERAL GOVERNMENT 

To be known as the City with the most 

effective, efficient and responsive service 

delivery in the state of Texas 

DEPARTMENTAL MISSION 

STATEMENT 

To provide superior customer service to all 

members of the community 

City 

Attorney 


Information 

Technology * 


Manager 

Mayor 

& 

Council 


Manager 


� Council and Management 

� City Secretary 

� HR & Org. Development 

� Legal 

� Municipal Court 

� Contingency 

� Communications 

� Information Technology * 

Economic 

Development 

Coordinator 

Human 

Resources/ 

Organizational 

Development 

• Information Technology is included in Internal Service Funds 


Secretary 

================================CITY OF MISSOURI CITY=============================== 

83


DEPARTMENT: GENERAL GOVERNMENT FUNDING SOURCE: GENERAL FUND 

FY 2012 DEPARTMENTAL ACCOMPLISHMENTS 

Council and Management 

� Annexation of Newpoint Estates into the city limits, incorporating 64 lots and several reserves into 

Missouri City. 

� Completed the construction of the City Centre at Quail Valley and the Missouri City Recreation and 

Tennis Center, while moving forward with organizing the operations and programs for each of the 

facilities. 

� Finalized the issues with the funding for Fire Station No. 5 construction and began process for preparing 

plans to take out to bid for construction. 

� Successful grant approvals for the COPS Program and the Burglary and Theft Prevention Program, 

providing $1,023,000 in grant funds for public safety enhancements for the community. 

� Launched a new city website that provides users greater level of information and online services. 

Additionally, the Missouri City Ready site was launched, providing greater level of information to the 

public in an emergency. 

� The City was recognized for the Texas Comptroller Leadership Gold Circle award for Transparency that is 

presented to those entities setting the bar for their transparency efforts. 

� Completed the redistricting analysis and plan development, as well as submitted it to the Department of 

Justice for review prior to fiscal year end. 

� Developed a public relations campaign for “I Am Missouri City” to add to the Rice University’s report 

designating Missouri City as the “Most Diverse” city in the Houston region. 

� Completed the Surface Water Treatment Plant construction and implementation, providing up to 10 

million gallons of water for the city, and meeting the requirements mandated by the Groundwater 

Reduction Plan. 

City Secretary 

� Streamlined the liquor license billing process through collaboration with the Finance Department and 

transferred all paper documents into Questys, allowing for a more efficient access to records. 

� Compiled various rosters regarding City boards, committees and commission into one record (database) 

creating a more efficient reappointment process and better usage of all data. 

� Completed annual citizen appointments and required continuing education for City boards, committees 

and commission. 

� Staff provided administrative assistance to the City Manager office during and after recruitment for a new 

manager 

� Created a master inventory of the boxes stored on the third floor, allowing staff to assist departments with 

ease in locating boxes, and permitting Records staff a more efficient process for preparing the annual 

destruction report of boxes. 

� Assisted departments in using available imaging technology for content management in lieu of 

filing/storing paper records to provide a more efficient process in retrieval of documents by City staff; 

realizing costs savings through the use of less needed supplies and better utilization of floor space for 

paper records with need for fewer filing cabinets. 

� Informed staff of recent updates to the Texas State Library retention schedules regarding records 

management for electronic and paper documents. 

Human Resources/Organizational Development (HR/OD) 

� HR/OD Staff planned, scheduled and presented medical, dental, vision and similar insurance enrollment 

and/change information for calendar year 2012 to 90% of the City’s employees during 15 sessions at 

various times throughout the week-long annual enrollment period. 


84



� Staff in the HR/OD Department processed the annual salary adjustments of 300 full time employees with a 

99.99% accuracy rate. 

� HR/OD planned, hosted, and cleaned up after more than 25 events throughout the fiscal year, including 

testing for police, fire and 911 operators; National Save for Retirement Week; Public Service Recognition 

Week; retirement celebration events; etc. 

� HR/OD staff made more than 217 status change proposals for more than 140 employees who requested 

changes in coverage, dependant or benefit for the new calendar year. 

� HR/OD staff participated in the Fort Bend Career Fair, designed to recruit new employees and inform 

potential employees of the benefits, rewards and overall total compensation and career opportunities 

available in the City of Missouri City. 

� HR/OD, through its online application system, processed more than 5,000 applications for employment, 

from more than 40,000 hits (visits to the site); classified eligible applicants, developed more than 45 lists 

of eligible applicants, which it then referred to departments to fill vacancies during the fiscal year. 

� HR/OD directed the process of moving the Telecommunications Officers and Telecommunications 

Supervisors to the Police Department Pay Plan, with its corresponding salary market-based adjustment, 

with a 100% accuracy rate. 

� HR/OD staff spearheaded the City’s Annual United Way Campaign that raised $5,059.92 in contributions 

from employees. 

� HR/OD planned, coordinated, secured vendors, including meals and entertainment, with the input from 

members of the organization, and ultimately hosted the City’s Annual Christmas Holiday Party, which 

resulted in a 200% increase in attendance participation and overall satisfaction with this important 

tradition in the organization. 

� HR/OD coordinated the delivery of training sessions to employees during National Save for Retirement 

Week, which was designed to encourage employees to review, plan, and take positive action towards 

saving for retirement. 

� Responded to more than 150 inquiries from surrounding or market cities on salary data, benefits, requests 

for survey completion, request for description sharing or similar during the fiscal year. 

Legal 

� Prepared, reviewed and revised ordinances, resolutions and contracts adopted or executed by the City, 

including ordinances regulating signs, assisted living facilities, and sales of services and merchandise in 

parks. 

� Provided legal research, opinions and necessary documentation for the annexation of a populated area 

(New Point Estates). 

� Prepared and submitted to the Department of Justice multiple preclearance briefings concerning election 

matters, specifically the addition of a new city election precinct and changes to certain polling place 

locations. 

� Provided legal research and reviewed title work, notices and reports for property acquisitions and 

substandard structure proceedings. 

� Provided legal research and prepared briefs submitted to the Texas Attorney General for multiple major 

and complex public information requests relating to city personnel. 

� Provided legal opinions and prepared documentation related to redistricting necessitated by the 2010 

census. 

� Drafted and finalized the Mustang Bayou Regional Joint Water Facilities Agreement. Provided multiple 

legal opinions and drafted contracts related to issues involving the Steep Bank Flat Bank Utility Service 

Area. 

� Drafted Tax Abatement Agreements for Southwest Electronic Energy and Cookiebaker. 

� Supplied prosecutorial services to the City Municipal Court. Dedicated one Assistant City Attorney to 

serve as Prosecutor/Public Safety Advisor/Code Enforcement Advisor. 


85



� Prepared well lease and sales contract along with related legal research for a lake well for the Lake 

Dwellers Association. 


� Converted to Incode ® municipal court solutions. 

� Participated in Municipal Court Week November 7-11, 2011. 

� Hosted four Texas Court Clerks Association-Gulf Coast Chapter meetings, including study and testing 

sessions. 

� Continued to monitor cases previously filed by FBISD personnel to ensure cases are processed timely and 

accurately following state laws. 

� Completed continuing education of court-related conferences sponsored by Texas Municipal Courts 

Education Center to court personnel. 

� Updated the municipal court website – on going. 

� Participated with over 252 entities in the 2012 Statewide Warrant Roundup February 19-March 13, 2011. 

� Participated with the University of Houston’s Criminal Justice Department’s Internship Program. An 

intern will earn six college credit hours by volunteering to work 240 hours in our court. 

� Implemented a six-month pilot program for night court. 

� Purged closed cases through 2006, pursuant to Texas State Library and Archives Commission’s Local 

Schedule C retention schedule for Municipal Court Records. 

� Level 1 Court Clerk Certification was obtained by one clerk. 

� Level 2 Court Clerk Certification was obtained by one clerk. 


� Developed a new City website to increase its functionality, accessibility and usability by the public. 

Upgraded the website video portal, allowing the public easier and more organized access to city meetings 

and other videos, which were viewed 11,000 times. Tracking viewers does not include employee IP 

addresses. 

o The City’s social media presence was leveraged by optimizing website content and by using the social 

media tool Hootsuite that manages and tracks Twitter messages. 

o The website homepage offers a link to the City’s YouTube page, Flickr site, Twitter messages and the 

Facebook pages of Police and Parks and Recreation. Key city videos are posted to the City’s YouTube 

page, which received more than 17,000 views in 2011, with 66% of those viewed on computers and 

25% on a mobile device. Missouri City’s Flickr page was viewed 1600 times. 

o Integrated the citizen request center module into the website and handled 100 inquiries in the past six 

months. 

� Developed and launched a more user friendly www.missouricityready.com to ensure citizens have access 

to emergency information pertinent to our community. The site is linked on the City website homepage. 

� Implemented the use of Quick Response (QR) codes in the citizen newsletter, on golf course postcards, 

and on the MCTV bulletin board. The codes can be accessed with Smartphone’s and staff can monitor the 

use of the codes to track interest in City programs and services and the viewing of videos and news 

releases. 

� Distributed 250 news releases to homeowner associations and the news media, and 97 percent were 

published in at least one print or online media source. 

� Expanded the publication of the “Show Me Missouri City” newsletter to four issues a year to ensure all 

residents receive informative and educational city information. 

� The HOA Liaison role expanded to include outreach to neighborhoods without homeowner associations 

and created opportunities for those citizens to meet and interact with formal homeowner associations in the 



86



� The Council Chamber was upgraded to digital audio, allowing for better quality control of the meetings, 

audio in the Chamber, on MCTV and the City’s website. 

� Upgraded the City’s 1690AM radio station for play on www.missouricityready.com and on Smartphones; 

marketed the app using MCTV, news releases and the City newsletter. 

� Department staff cross-trained on the technology used and other skills needed to help ensure uninterrupted 

communication to residents. 

� For the second year in a row, staff was nationally recognized by its peers for the writing and production of 

videos, by the National Association of Telecommunications Officers, and continues to be honored by the 

Texas Association of Telecommunications Officers, and the Texas Association of Municipal Information 

Officers. TAMIO also honored staff for the marketing campaign for the City’s Forester’s “green 

programs.” 

DEPARTMENTAL DESCRIPTION 

General Government provides overall direction and administration of the City organization through the 

Council and Management Division and assists the City in carrying out its service delivery with the support of 

the following divisions: Legal, Information Technology, Economic Development, City Secretary, Records 

Management, Human Resources & Organizational Development, Municipal Court and Communications. 

STRATEGIES DEPARTMENTAL OBJECTIVES 

For budgetary purposes, the General Government Department is comprised of six separate 

and distinct operating divisions (Council and Management, City Secretary, Human 

Resources and Organizational Development, Legal, Municipal Court, and Public 

Relations). Most of these divisions, in many ways, function as a department; therefore, all 

of the goals for the General Government Department are respectively reflected in each of 

the six divisions. 


87


EXPENDITURES BY CLASSIFICATION: 



Personnel 2,627,066 2,800,934 2,806,483 2,405,265 2,707,138 

Commodities 79,498 136,718 136,500 120,005 119,980 

Contractual Services 945,343 996,743 1,015,847 1,162,463 953,716 

Other Services 202,101 1,347,900 1,024,410 271,656 2,000,809 

Capital Outlay 7,500 0 0 0 0 

TOTAL 3,861,508 5,282,295 4,983,240 3,959,389 5,781,643 

EXPENDITURES BY DIVISION: 



Council & Management 945,034 899,467 918,017 934,936 837,465 

City Secretary 359,245 524,576 524,576 384,704 435,997 

Human Resources & Org Development 528,249 567,561 573,736 550,425 645,764 

Legal 558,346 632,830 632,830 512,030 592,381 

Municipal Court 694,572 763,883 763,883 765,999 786,547 

Contingency 3,973 1,054,685 730,305 0 1,649,012 

Communications 772,089 839,293 839,893 811,295 834,477 

TOTAL 3,861,508 5,282,295 4,983,240 3,959,389 5,781,643 


88



COUNCIL AND MANAGEMENT FUND NUMBER: 101-1001 

DESCRIPTION OF DEPARTMENTAL OPERATIONS 

Council and Management include the offices and activities of the Mayor, City Council and City Manager. The 

City Council of Missouri City is composed of the Mayor and six Council members. All positions are elected 

for a two year period, with terms being staggered to provide continuity for the City. 

The Mayor and Council members attend regular meetings the first and third Mondays of each month, and 

other special meetings as needed. They govern the City through the adoption of ordinances and policies. 

They make final decisions, after considering recommendations from the Planning and Zoning Commission on 

all matters of zoning. They hold public hearings, review and adopt the Annual Budget, make decisions on 

bond issues, and approve contracts. 

The City Manager is the Chief Executive Officer of the City and is appointed by the Mayor and City Council. 

The City Manager, under the guidelines of the City Charter, Code of Ordinances, and State Law, administers 

City ordinances and the policies of the City Council. The office provides the direction, leadership, and 

coordination of all departments. The City Manager appoints all department heads, with the exception of the 

City Secretary, City Attorney and Municipal Court Judge, who are appointed by the City Council. He or she 

also directs the City’s economic development activities. 

Total Full-Time Employees = 4 


89




STRATEGIES DIVISIONAL GOALS 

4 

• Develop an Organizational Development Plan using the Organizational Needs 

Inventory 

3 • Develop a citizen survey for measuring satisfaction levels on operations and 

services, as well as provide priorities for future capital projects 

1 • Organize the bond project review schedule for the bond package review committee 

3 • Develop curriculum for, advertise, and complete the first ever Missouri City 

Citizen 101 

2 • Create a Texas Parkway Economic Incentive Program 

2 • Lead land planning project for Gessner/Beltway 8/90A area 

1 • Complete CenterPoint franchise agreement negotiations 

1 • Complete Hillwood amendment for the Sienna Development Agreement 

1 • Develop a legislative agenda for the 2013 state legislative session 

1 • Assist with legislation on water issues 

1 • Host “Missouri City Day” at the State Capitol 

PERSONNEL SCHEDULE 

FY 2011 FY 2012 FY 2012 FY 2013 Salary 

Actual Budget Estimate Budget Grade 

City Manager 1 1 1 1 Uncl. 

Assistant City Manager 1 1 1 1 Uncl. 

Economic Development Coordinator 1 1 1 1 21 

Administrative Assistant 0 0 1 1 10 

Total Full-Time Employees 3 3 4 4 

Part-Time Employees: 

Intern 

Mayor 1 1 1 1 $1,000/m 

Mayor Pro-Tem 1 1 1 1 $750/mo 

City Council members 5 5 5 5 $500/mo 


90


Building the Foundation 

Bob Graf 

Economic Development Coordinator 

If you’ve noticed all the new businesses popping up in Missouri City, a big 

part of the effort to entice those new restaurants, retail and manufacturing 

facilities to locate here is the responsibility of the City’s Economic 

Development Coordinator Bob Graf – the City’s cheerleader of sorts. 

Graf plays a major role in directing the city’s economic development 

program to grow commercial business through recruiting new business and 

industry, to retain and potentially expand existing businesses and to 

promote Missouri City overall as a business destination. 

For 11 years, Graf has helped recruit major companies to the City, 

including Ben E. Keith, Global Geophysical, Warren Alloy, and Lufkin 

Industries and many others, which has branded the "Show Me City” as a 

major business hub. 

"The hard work of the City Council and staff including numerous meetings with stakeholders and incentives 

such as tax abatements for companies that locate here, the City's ranking as one of the most diverse in the 

nation, the high level of education of our citizens, and our proximity to Houston, including major airports and 

the Houston Ship Channel, are all important assets that companies view as unique features that no other City 

offers." 

Part of the success of recruiting businesses to the "Show Me City" is the City Council’s commitment to 

“increase commercial development. In fact, since 2005 the City has seen a significant increase in the 

commercial tax base from 15 to 24 percent, which contributes to the overall strength of the City’s economy. 

“The pro-business attitude from the City Council, Public Works Department and the Development Services 

Department staff, who work with companies locating here, have made new commercial business a priority in 

the City,” Graf added. “Everyone is pulling together to make sure that the experience for commercial 

companies coming to the City is positive, because our reputation is very important when dealing with 

companies looking to move here.” 

Continued business expansion will keep Missouri City at the top of the list of "Most Livable Cities,” a Safe 

City and a Scenic City with a reputation for new job creation, a friendly City in which to do business and a 

safe place to live and have a business. 

"We want to ensure our economic growth in the future without compromising the livability, parks and beauty 

our City is known for," added Graf. 


91



92




PERFORMANCE INDICATORS 

� Respond to Economic Development contacts provided within 

three working days. 


Actual 




Estimate 




93 

85% 

100% 

� Budget implemented as adopted by City Council. Yes Yes Yes Yes 

� Maintain general fund operating fund balance between 15% and 

25% of estimated revenues. 

� Overall City Organization Operations & Maintenance cost per 

capita is less than equivalent sized cities. 

� Authorized Full Time Employees per 1000 population is less than 

equivalent sized cities. 

ACTIVITY MEASURES 

100% 


Actual 

Yes 

Yes 

100% 



Yes 

Yes 

84% 

100% 

Yes 

Yes 


Estimate 

95% 

100% 

Yes 

Yes 



� Council Meeting 

Regular Meetings 24 24 24 24 

Special Meetings/Hearings 75 74 75 75 

� Ordinances/resolutions passed 89 100 100 100 

� Organization-wide Employee Meetings 0 3 2 4



General Government Council & Management 101-1001 

CLASSIFICATION OF EXPENDITURES 

GENERAL FUND - DETAIL OF EXPENDITURES 

FY2011 

Actual 


Orig Budget 




Estimate 

FY2013 


511 PERSONNEL 

1010 Regular Salaries 375,004 379,136 379,136 274,964 372,537 

1015 Additional Compensation 1,378 1,680 1,680 314 912 

1030 Compensated Absences 0 0 0 10,130 0 

1050 Overtime 382 0 0 0 0 

1130 Mayor/Council 51,000 51,000 51,000 51,000 51,000 

1220 Long-Term Disability 790 1,066 1,066 591 1,051 

1225 Taxes, Social Security 29,717 35,246 35,246 26,489 34,544 

1230 Hospital, Life, Dental Insurance 36,191 39,590 39,590 25,956 36,848 

1235 Car/Clothing Allowance 23,775 24,000 24,000 20,150 24,000 

1236 Cell Phone Allowance 3,213 3,240 3,240 2,712 3,240 

1245 Retirement 56,982 53,289 53,289 26,493 22,038 

1250 Workers Compensation 841 951 951 636 971 

Total Personnel 579,273 589,198 589,198 439,435 547,141 

512 COMMODITIES 

2001 Office Supplies 2,075 1,730 1,730 949 1,730 

2003 Meals & Drinks 9,974 8,000 8,000 11,650 8,000 

2005 Wearing Apparel 79 1,000 1,000 1,189 1,000 

2023 Minor Tools & Equipment 65 1,500 1,500 1,571 1,500 

2031 Education, Training & Supplies 0 300 300 0 300 

2033 Postage 389 1,500 1,500 534 1,500 

2051 Identification Supplies/Film 0 200 200 0 200 

2069 Other/Miscellaneous 789 1,000 1,000 1,917 1,000 

2197 Computer Equipment Rental Fee 0 8,154 8,154 8,154 5,414 

Total Commodities 13,371 23,384 23,384 25,964 20,644 

513 CONTRACTUAL SERVICES 

3001 Equip Maint & Hire 0 200 200 0 200 

3009 Insurance 3,206 3,119 3,119 2,790 3,528 

3017 Special Services & Legal 118,320 45,000 63,550 238,855 35,000 

3027 Radio Repair & Maintenance 0 80 80 0 80 

3029 Conference Expense 8,818 12,000 12,000 6,651 10,900 

3033 Telephone 2,804 3,540 3,540 9,680 3,732 

3041 Building Maintenance Allocation 27,519 40,458 40,458 31,894 38,224 

3069 Computer Services Allocation 96,887 87,898 87,898 87,207 89,626 

Total Contractual Services 257,554 192,295 210,845 377,077 181,290 

514 OTHER SERVICES 

4005 Printing & Publications 1,525 1,890 1,890 552 1,890 

4007 Dues & Subscriptions 15,219 15,000 15,000 14,734 15,000 

4009 Training & Travel 4,610 6,700 6,700 5,446 5,500 

4010 Educational Reimbursement 0 0 0 0 0 

4017 Vehicle Allowance & Mileage 1,150 1,000 1,000 1,066 1,000 

4027 Other/Miscellaneous 674 0 0 190 0 

4031 County Economic Development 0 50,000 50,000 50,000 50,000 

4033 City Economic Development 50,000 20,000 20,000 20,472 15,000 

4034 Admin Transfer to LGC 21,658 0 0 0 0 

Total Other Services 94,836 94,590 94,590 92,460 88,390 

517 CAPITAL OUTLAY 

7023 Information Systems 0 0 0 0 0 

7041 Equipment - Computer 0 0 0 0 0 

7042 Furn & Equipment (Office) 0 0 0 0 0 

7045 Vehicle 0 0 0 0 0 

Total Capital Outlay 0 0 0 0 0 

TOTAL EXPENDITURES 945,034 899,467 918,017 934,936 837,465 


94



CITY SECRETARY FUND NUMBER: 101-1002 

DESCRIPTION OF OPERATIONS 

The City Secretary is an officer of the City, appointed by the Mayor and Council. The City Secretary’s Office 

is responsible for the preparation and dissemination of City Council meeting agendas and packets. The City 

Secretary must attend every meeting of the City Council and keep accurate minutes of the proceedings, 

engrossing and enrolling all laws, ordinances and resolutions of the City Council. Regarding Council Services, 

the City Secretary handles all Council meeting preparations, Council correspondence, travel, expenditures, and 

calendars. This office serves as the liaison between the Mayor, Councilmembers, and the public. The City 

Secretary is the Records Custodian. The Office of the City Secretary is the administrative agency responsible 

for the care and maintenance of all City of Missouri City records. This office houses all legal transactions, City 

Council minutes, agendas, deeds, ordinances, resolutions, contracts, and a vast array of other historical and 

regulatory information. The City Secretary is designated as the City's Records Management Officer by state 

law and City ordinance; the City Secretary is responsible for developing and administering records retention 

and destruction policies, monitoring the records storage centers, overseeing the control of electronically stored 

records, and upgrading technology to provide for efficient and economic storage of records. In addition to 

these duties, the City Secretary's Office responds to hundreds of requests for City records, filed each year under 

the Texas Public Information Act. The City Secretary serves as the Chief Election Official for the City of 

Missouri City and is responsible for the administration of all City elections. The City Secretary provides staff 

support and guidance during Charter review processes and is responsible for submissions to the U.S. 

Department of Justice for pre-clearance of election issues under the Federal Voting Rights Act. All City 

elections are administered through the City Secretary, which includes the preparation and publication of all 

official notices and orders, preparations for election officials and polling places, and the receipt and filing of all 

candidate forms and reports. The City Secretary's Office coordinates the recruitment, application and 

appointment process for City Council appointed boards, commissions and committees. This office publishes a 

directory of appointed officials and volunteers serving on various panels and committees. The City Secretary’s 

Office is responsible for the issuance of certain permits and licenses for various operations within the City of 

Missouri City. In addition to the duties listed above, the City Secretary serves as custodian of the City 

corporate seal and attests the Mayor's signature on all official documents; records and files deeds and 

easements; coordinates the codification of City ordinances into the City Code of Ordinances; publishes all legal 

ads and notices for the City; posts all legal notices and agendas; develops and oversees the City Secretary 

Department Budget; and serves on the City's Executive Management Team. As in many other cities, the City 

Secretary's Office serves as a resource for citizens and a link between citizens and the City organization. 



95





3 • To effectively communicate with citizens and promptly respond to requests for 

public information. 

3 • Create a board/committee/commission handbook and directory to assist members 

of board responsibilities, term expirations, application/appointment process. 

3 • Update Orientation Handbook for new City Councilmembers. 

3 • Enhance procedures regarding email processes and retention schedules with the 

City’s IT department for City Staff. 

3 • Develop a file containing Council specific forms within each City 

Councilmember’s dropbox account to allow for more efficient and continuous 

access. 

4 • Develop a plan regarding Records Management Day and implement a citywide 

program for FY 2013. 

4 • Develop training needs for all employees in utilizing the upgraded software 

program, Questys CMx for ease in searching, accessing and retrieving archived 

documents. 



Actual 




Estimate 




96 

Salary 

Grade 

City Secretary 1 1 1 1 Uncl. 

Deputy City Secretary 1 1 1 1 Uncl. 


Records Management Coordinator 1 1 1 1 12 

Records Management Assistant 1 1 1 1 1 

Total Full-Time Employees 5 5 5 5


Setting the Record Straight 

Sonia Webb 

Deputy City Secretary 

When Sonia Webb signs her name on the dotted line 

of an agenda, it’s a sure sign the document will 

deliver all of the details City leaders need to make 

informed decisions. 

As Deputy City Secretary, Sonia has direct 

responsibility for four principal duties: preparing 

agendas for City Council Committees, the Missouri 

City Recreation and Leisure Local Government 

Corp. and the Missouri City Development Authority; 

distributing the documents; maintaining department 

data on the City website and assisting with Public 

Information Requests. 

She also assists her four division colleagues with 

their specific projects and serves on the Employee 

Recognition Committee. “The work we do allows me to interact with staff from all departments of the City,” 

Sonia said. “Every day, I become familiar with more people at every level of the organization and am able to 

build relationships with them.” 

Sonia successfully balances all of her assignments and understands the significance of her role and her 

department’s role. “Our team’s goal in providing excellent service is to ensure employees and citizens have 

access to accurate information regarding city business and historical documents,” she said. “It is imperative 

that our office maintain a strong work ethic and commitment to excellence to ensure the integrity of all city 

records is maintained.” 

Sonia is focused on all aspects of her position. She described her strengths as “memory capabilities, 

multitasking and problem solving”. Her challenge is working to “manage the constantly changing agendas to 

ensure all revisions are included in the final product.” 

She enjoys interacting with citizens, City Council and colleagues. Sharing her philosophical approach to 

communicating with all, Sonia said: “I have always done my best to treat everyone with respect and courtesy. 

Giving people your full attention when they are speaking with you; or just acknowledging their presence and 

saying ‘hello’ can sometimes make more of a difference than you would think.” 

In the future, Sonia sees her role expanding with the development and implementation of new processes that 

would “allow greater government access and transparency to our citizens.” She said the City can help manage 

her professional growth by continuing to “maintain an open mind to the possibilities new technology brings to 

the work we do.” 


97



98





� Process, index, and file records received within ten working days 

from date of receipt. 

� Provide City Council with the preliminary version of the agenda 

packet by 3 pm, the Wednesday before each City Council 

meeting. 

� Provide City Council the final version of the agenda packet by 5 

pm, the Friday before each City Council meeting. 


Actual 




Estimate 


99 

98% 

N/A 

N/A 

98% 

N/A 

N/A 

98% 

N/A 

N/A 



98% 

100% 

100% 

� Provide monthly contracts compilation to City Staff. N/A N/A N/A 100% 

� Continue compliance of the State retention schedule for City 

documents and the annual records management destruction of 

boxes. 


N/A 


Actual 

N/A 



N/A 


Estimate 

100% 



� Agendas prepared 96 123 125 125 

� Council meeting information – packets prepared/distributed 960 1,600 1,250 1,250 

� Record requests processed 2,000 2,215 2,350 2,400 

� Alcohol licenses issued 40 60 50 40 

� Solicitor permits issued 20 25 25 25 

� Recognition awards/proclamations 100 95 95 100 

� Record boxes to storage/maintenance 65 66 45 45 

� Record boxes removed/destroyed 66 200 66 66 

� Pages imaged 500,000 500,000 506,545 500,000



General Government City Secretary 101-1002 




Actual 






Estimate 



511 PERSONNEL 


1015 Additional Compensation 1,325 1,776 1,776 496 1,632 

1030 Compensated Absences 21,760 0 0 0 0 

1050 Overtime 515 0 0 300 0 

1110 Part Time: 20-29 Hours 0 0 0 0 0 

1220 Long-Term Disability 472 676 676 496 666 





1245 Retirement 28,799 30,897 30,897 16,422 13,148 




2001 Office Supplies 1,961 3,000 2,782 2,394 2,500 

2003 Meals & Drinks 0 250 250 140 0 

2005 Wearing Apparel 0 0 0 0 160 

2023 Minor Tools & Equipment 0 500 500 100 100 

2031 Education Training & Supplies 24 200 200 156 100 

2033 Postage 481 800 800 572 650 


2197 Computer Equip. Rental Fee 0 6,484 6,484 6,484 4,863 



3001 Minor Equip Maint/RPR/RNT 0 200 200 0 0 

3009 Insurance 568 531 531 480 605 


3021 Service Agreements/Repair 150 0 0 0 0 


3033 Telephone 0 0 0 0 0 


3069 Computer Service Allocations 44,129 40,621 40,621 40,302 41,353 



4003 Election Expense 12,655 25,000 25,000 200 25,000 

4005 Printing & Publications 3,387 8,700 8,700 4,606 5,000 

4007 Dues & Subscriptions 600 435 653 618 568 



4017 Vehicle Allowance & Mileage 50 300 300 50 150 









100



HUMAN RESOURCES & ORGANIZATIONAL DEVELOPMENT FUND NUMBER: 101-1003 


ADMINISTRATION: The Department of Human Resources & Organizational Development (HR/OD) is 

responsible for the delivery of all human services for active and retired Missouri City employees, including but 

not limited to, recruiting, selection, classification, compensation, employee development, employee relations, 

benefits administration, performance management, recognition programs, wellness initiatives and retirement 

services through the Texas Municipal Retirement System (TMRS). HR/OD aligns its service delivery with 

and according to the mission, vision, values and goals of the City. 

RECRUITMENT, SELECTION & CLASSIFICATION: The City of Missouri City is committed to the 

identification, selection, development and promotion of the best qualified individuals. We believe that people 

are our most important asset. We further believe that “good people” make “great organizations.” Therefore, 

the HR/OD Department posts all vacant positions on the “EMPLOYMENT” section of the City’s website. We 

only accept online applications, and only for positions that are currently vacant. Departments then make every 

attempt to identify, select, develop and promote the best individuals. 

The HR/OD Department establishes and facilitates practices and procedures to ensure the recruitment, 

selection and classification adopted by the City are in accord with existing policies, congruent with best 

practices in Human Resources and according to state and federal regulations. 

EMPLOYEE REWARDS: The City’s total compensation package is arguably one of the most 

comprehensive benefits packages available anywhere in the workforce. It is a competitive market-driven 

combination of base salary, medical, dental, vision, life, accidental death, long-term disability, defined benefit 

contribution, optional Health Savings Accounts, paid holidays, paid sick leave, vacation, educational 

reimbursement, and Employee Assistance Program, among others rewards and benefits. 

RECOGNITION & EMPLOYEE DEVELOPMENT: The HR/OD Department fosters individual and 

group development that champions the City’s Mission, Vision and Values. Furthermore, the Department 

develops and delivers programs that recognize innovation, productivity, service and individual or team 

accomplishments. As such, HR/OD plans, develop and delivers programs such as Public Service Recognition 

Week, Years of Service Awards, Christmas Holiday Party Celebration, and many other similar programs. 

The HR/OD Department also strives to procure and deliver development opportunities through various 

sources, including the International Management Association, Achieve Global, Development Dimensions 

International or Franklin Covey or other recognized organizational development sources. Topics may include 

basic supervision, performance management, strategic planning, delegation, supervision, etc. Our goal is to 

individually or collectively improve overall competency levels for all Missouri City employees. 



101





3 • Perform an analysis of 100% of the City’s full-time positions to ensure that all job 

descriptions accurately reflect the intended role of each position, and ensure the 

accuracy and consistency of all compensable factors and salaries assigned to each 

position before the end of FY2012; 

3 • Partner with the City Manager and Department Directors to establish a flexible, 

effective, and efficient City-Focused Reclassification system, including corresponding 

forms and associated process flow charts, then present to the Leadership Team by 

December 31, 2012. 

3 • Coordinate the streamlining of Human Resources & Organizational Development 

processes in the City, then assimilate identified functions into the new ERP to ensure 

that the HR/OD Department maximizes the use of all available resources to provide the 

most effective, efficient and responsive services to internal and external customers by 

March 31, 2013. 

3 • Spearhead, in coordination with all City Departments, a Citywide training and 

development initiative aimed at delivering basic competencies for all employees 

(cultural diversity, preventing sexual harassment, etc); essential competencies to new 

managers (counseling, delegation, coaching, time management, etc); and high potential 

individuals (strategic planning, managing change, staff selection, etc), before the end of 

the current review period. 

3 • Facilitate a Citywide employee recognition program, driven by an employee committee 

representing all departments in the City to create quarterly events (team building, 

positive working relationships initiatives, conveys appreciation for service to the City 

and community), and annual events such as Public Service Recognition Week by March 

30, 2013. 

4 Champion the human resources functions by partnering with all City Departments to 

ensure that all employment relations matters (recruitment, selection, classification, 

compensation, benefits, employee development, discipline, separation, retirement, 

etc…) are funneled through the HR/OD Department by March 30, 2013 



Actual 




Estimate 



HR & Organ. Dev. Director 1 1 1 1 Uncl. 

HR & Organ. Dev. Manager 0 0 0 0 15 


HR & Organ. Dev. Technician 2 2 2 2 10 

Total Full-Time Employees 


102 

3 

3 

3 

3 

Salary 

Grade


Getting the Right People in the Seats 

Ursula Ford & Toni Moore 

Human Resources Organizational 

Development Technicians 

Imagine a Human Resources Department with very 

little paper and forms! That's the goal for Missouri City 

and two of the City employees who will help make it 

happen. 

A new computer system features an employee selfservice 

portal allowing staff to initiate a personnel 

request and track the status of that request. 

“Our department was once viewed as primarily involved with lots of paperwork that had to be filled out,” 

explained Human Resources Technician Ursula Ford. “Now the department is viewed as the inner core for the 

City’s strategic planning efforts.” 

Ford, along with Human Resources Technician Toni Moore and Human Resources Director Dr. Edward 

Williams, wear many hats as they deal with hundreds of people who work for the City and those who want to 

work here. 

In addition, they manage key areas such as crafting compensation and benefits programs, supporting and 

building an inclusive and diverse City staff, overseeing employment records and inquires, and organizing the 

City’s employee recognition programs, including a week-long series of events for staff every year. 

“I believe we can continue to improve our service delivery to staff and potential employees by staying current 

with the emerging challenges of new technology and streamlining our practices to support innovative ways to 

deliver services,” added Ford. 

Despite the enormous workload that the small department handles after downsizing in recent years, Ford and 

Moore still manage to make sure the department continues its effort to evolve in the future. 

“In a small department such as ours, a lot of communication is required,” explained Moore. 

According to Ford, “We have different strengths and weaknesses, so we compliment each other, providing for 

a more effective and efficient working environment. By continuing to choose winning strategies, our team will 

improve and continue to create a great spirit and working atmosphere in the department and City-wide.” 


103



104


PRELIMINARY BUDGET REQUEST FISCAL YEAR 2013 






Actual 


Actual 






Estimate 


Estimate 


105 



� The rate at which the Department can prepare and post job 

descriptions and announcements within two- days of initial 

request 98% 97% 99% 100% 

� The rate at which the Department can schedule applicant 

interviews within three days of initial contact 90% 95% 85% 95% 

� The rate at which the Department can schedule applicant testing 

within three days of initial identified need 95% 90% 93% 98% 

� The rate at which the Department can schedule applicant preemployment 

physical and drug screen within two days of initial 

notice 100% 99% 100% 100% 

� The rate at which the Department can conduct employee 

orientations within 90 days of hire date 

75% 95% 

70% 80% 

� The rate at which the Department can notify applicants the City 

has filled a vacancy within two days of closing a search. 100% 100% 100% 100% 

� The rate at which the Department can prepare employee status 

change forms over a two week period with zero error rates 94% 80% 97% 100% 

� The rate at which the Department can report or file workers’ 

comp claims within five days of injury 96% 92% 93% 98% 

� The rate at which the Department can communicate insurance, 

retirement, or similar policy changes to all employees 95% 98% 96% 100% 



� The number of new full-time and part-time employees who 

attend the departments daylong orientation; 53 50 50 

� The number of exit interview and separation checklists 

completed; 25 20 20 

� Number of employees who receive/complete the online 

performance evaluation; 280 290 300 

� The number of applications for employment processed 5,500 6,000 6,500 

� The number of benefits status change requested and processed; 600 700 800 

� The number of payroll status change processed; 1,200 1,500 1,500 

� Workers’ compensation claims processed; 20 25 20 

� The number of employees who complete Health Assessment; 300 150 250 

� The number of job descriptions developed, revised or updated; 50 50 125 

� Number of employees recognition programs sponsored; 15 15 15



General Government Human Resources & Organ. Dev. 

101-1003 



FY2011 FY2012 

Actual Orig Budget 




Estimate 



511 PERSONNEL 


1015 Additional Compensation 374 480 480 224 672 

1030 Compensated Absences (64,663) 0 219 3,980 0 

1050 Overtime 922 5,000 1,500 500 5,000 

1110 Part-Time: 20-29 Hours 6,761 0 3,762 3,762 0 






1240 Unemployment Compensation 51,193 45,000 48,268 31,696 45,000 

1245 Retirement 24,512 21,534 21,534 17,753 9,688 





2003 Meals & Drinks 594 3,000 3,000 1,000 1,000 


2023 Minor Tools & Equipment 249 2,500 2,500 380 3,250 

2031 Education, Training & Supplies 6,076 15,000 15,000 8,052 12,500 

2033 Postage 1,227 4,000 4,000 2,000 2,000 

2068 Emp Awards/Ceremonies 24,208 18,000 18,000 24,603 18,000 

2069 Other/Miscellaneous 0 0 0 0 2,000 

2197 Computer Equip. Rental Fee 0 1,219 1,219 1,218 750 



3001 Minor Equip Maint/Rpr/Rnt 0 0 0 0 0 

3009 Insurance 577 461 461 439 450 

3010 Retiree Insurance 48,504 42,877 42,877 49,001 42,877 

3012 Flex/Cobra Admin Fees 4,199 6,800 6,800 3,661 6,800 


3021 Service Agreements & Repairs 0 0 0 0 0 

3029 Conference Expense 139 2,000 2,000 1,000 2,000 

3033 Telephone 0 0 0 0 0 







4009 Training & Travel 582 3,000 3,000 800 1,500 

4010 Educational Reimbursement 0 54,000 54,000 54,000 100,000 


4019 Physical Exams 25,633 16,000 16,000 25,000 25,000 








106



LEGAL FUND NUMBER: 101-1004 


The Legal Division provides a wide range of legal services to the City, including advising City Council, City 

boards, and City management on legal matters; representing the City in judicial proceedings; preparing 

ordinances, resolutions, contracts, deeds and other legal documents; and providing prosecutorial services in 

the Missouri City Municipal Court. The Legal Division handles claims and litigation matters not covered by 

insurance and assists, to the greatest degree possible, those matters handled by outside counsel, such as 

attendance at condemnation hearings, depositions, and mediations; preparation of witnesses; and gathering of 

facts. The Legal Division provides legal services to the City Development Authority, Tax Increment 

Reinvestment Zones and Public Improvement Districts. Additionally, the Legal Department provides legal 

counsel related to the City’s water and wastewater regionalization efforts, utility matters, and the acquisition 

and disposition of real property. 


*City Manager is included in Council and Management Budget. 


107





4 

Complete redistricting of single-member councilmember districts necessitated by 2010 

Census. 

1, 2, 4 Provide legal advice related to multiple zoning text amendments. 

4 

Provide legal opinions and assist in the coordination of the 2012 Charter Review 

Commission. 




City Attorney 1 1 1 1 Uncl. 

First Assistant City Attorney 1 1 1 1 Uncl. 

Assistant City Attorney 2 2 2 2 24 

Paralegal 1 1 0 0 11 

Total Full Time Employees 5 5 4 4 


108


Setting the Bar High 

E. Joyce Iyamu 

First Assistant City Attorney 

E. Joyce Iyamu is honored to have an opportunity to serve the community 

in which she grew up. She volunteered for the City while she was in 

college and formally joined the City in 2009. 

“Since my position primarily provides support to other city departments, 

I don’t have a great deal of daily interaction with City residents,” she 

points out. 

However, her responsibilities include drafting ordinances and other legal 

documents, reviewing contracts, and performing legal research – all of 

which impact the lives of all citizens who live in Missouri City. 

E. Joyce provides legal services to the Planning & Zoning Commission 

on land use and other matters that come before the Commission members 

at their monthly meetings. She also works with almost all of the 13 City 

departments. Her door always is open to staff needing a legal opinion or asking for assistance with preparing a 

legal document. 

When needed, she will fill in for the prosecutor in the Municipal Court process. 

“I interact with both jurors and defendants respectfully so that they are more knowledgeable and comfortable 

with the municipal court process,” she says. 

She believes the legal function is essential to municipal government because the City needs legal tools and 

processes to operate fairly and effectively. 

“City government is founded on laws, and as such, needs to have people in place to research, examine, and 

effectuate those laws,” E. Joyce points out. “The legal function in City government allows the city to thrive. 

It is an important aspect in everything the City of Missouri City does.” 

She soon will be working with the citizens appointed by City Council to serve on the Charter Review 

Commission. The five Commission members will be looking to E. Joyce for legal interpretation as they 

review the City Charter and prepare suggested changes for City Council review. 


109



110




PERFORMANCE AND ACTIVITY MEASURES 


Actual 




Estimate 


Budget* 

� Ordinances, Resolutions, Agreements, Deeds & Easements 188 225 210 210 

� Council meetings, subcommittees, miscellaneous board 

meetings attended 77 85 96 100 

� Municipal Court 

• Total Cases on Arraignment 15,060 15,000 16,102 16,500 

• Code Arraignments 1,396 1,550 1,474 1,500 

• Bench Trials 79 400 120 140 

• Jury Trials 57 100 80 100 

*These measures may vary based on the reduction of failure to 

attend school filings and the increase in traffic violation filings. 


111



General Government Legal 101-1004 




Actual 






Estimate 



511 PERSONNEL 


1015 Additional Compensation 823 1,200 1,200 407 960 

1030 Compensated Absences 0 0 0 0 0 

1050 Overtime 0 0 0 0 0 

1110 Part-Time: 20-29 Hours 0 0 0 0 0 

1115 Temporary-Less than 20 Hrs. 0 0 0 0 0 

1220 Long-Term Disability 900 1,064 1,064 774 1,041 



1231 Prorated Health /Dent/Visi 0 0 0 0 0 



1245 Retirement 51,763 48,502 48,502 30,822 20,452 


Total Personnel 


474,826 515,729 515,729 403,796 480,068 


2003 Meals & Drinks 0 0 0 0 400 


2023 Minor Tools & Equipment 0 500 500 100 1,067 


2033 Postage 472 2,500 2,500 588 1,000 

2197 Computer Equip.Rental Fee 0 1,518 1,518 1,518 1,125 

Total Commodities 


6,748 14,113 14,113 10,527 12,212 


3009 Insurance 630 593 593 540 642 




3033 Telephone 0 0 0 0 0 



Total Contractual Services 


68,338 90,643 90,643 87,804 84,756 

4005 Printing & Publications 37 250 250 100 100 





Total Other Services 


8,434 12,345 12,345 9,903 15,345 

7041 Equipment-Computer 0 0 0 0 0 





112



MUNICIPAL COURT FUND NUMBER: 101-1006 

DESCRIPTION OF DIVISIONAL OPERATIONS 

The managerial duties of the courts are carried out by the Director of Municipal Courts and staff. The court 

staff works closely with other city departments (i.e. Police Department, Legal, Code Enforcement, Fire 

Marshal’s Office, and Finance) to ensure the vision of the municipal court is carried out effectively, 

efficiently, and impartially. 

The functions or duties of the Court Clerks include: processing of citations; accepting and preparing 

complaints; scheduling cases; preparing dockets; notifying persons of hearings scheduled; maintaining all 

court records, including complaints, citations, warrants, pleadings and judgments; preparing state reports, and 

preparing affidavits, appeals and sworn statements. The Clerks record and properly disburse funds for fines 

collected. The Clerks maintain the failure to appear reporting program under a contract with DPS, the City 

and Omnibase. They also prepare jury summons and subpoenas, complaints and other associated duties of 

trial preparation. The Clerks maintain the collection agency program. 

The municipal court is presided over by a magistrate who shall be known as the "judge of the municipal court." 

The council also divided the municipal court into two additional panels or divisions. One of the courts is presided 

over by the presiding judge. The additional two courts are presided over by associate judges, who each are a 

magistrate with the same powers as the presiding judge. The judges are appointed for a term of two (2) years by the 

council. Each judge is a licensed attorney. The municipal court judge presides over all arraignment hearings 

and trials, both jury and non-jury, sets bonds, signs arrest and capias warrants, and performs magistrate 

functions for prisoners and juveniles. The prosecutor for the City prosecutes violations of City ordinances and 

Class C misdemeanors. Costs for the prosecutor are reflected in the Legal Division. 


Part-Time Employee = 1 


113




STRATEGIES DIVISIONAL OBJECTIVES 

3, 4 • Maintain and develop personnel who are well trained in all aspects of court 

applications working toward a minimum of 75 percent of staff state certified at 

Level I, II, or III. 

4 • Process remaining Failure to Attend School violations filed by FBISD within 

the timeframe required. 

3, 4 • Update and improve the municipal court website to effectively communicate 

court hours, procedures, and processes available for defendants. 

3 • Enhance effort to become 75 percent paper lite with court documents. 

3 • Research requirements, advantages and associated costs of providing a teen 

court for juvenile offenders. 

3 • Develop a collection program following guidelines provided by the Office of 

Court Administration. 

3, 4 • Research the pros and cons of implementing a Marshall program to provide 

security in and around the court house and research and serve warrants. 



Actual 




Estimate 



Municipal Court Administrator 1 1 1 1 23 

Chief Deputy Court Clerk 1 1 1 1 12 

Deputy Court Clerk 5 5 5 5 7 


Part-Time Employees 1 1 1 1 $10 hr 

Contracted Presiding/Associate Judge 2 2 2 2 $95 hr 

Contracted Temporary Judge 1 1 1 1 $95 hr 


114 

Salary 

Grade


By the Book 

Marisela Hernandez 

Chief Deputy Court Clerk 

In addition to their handling of citations and scheduling 

and preparing cases and court dockets, Municipal Court is 

further improving its customer service with a software 

replacement to a new software management system called 

Incode. Eleven-year employee Marisela has stepped up to 

coordinate this initiative with the Court staff with the same 

quiet competence she exhibits every day for her 

department responsibilities. Since going live in late spring 

2012, Incode has been used to process new citations, 

manage the court processes and process court related financial transactions. 

Marisela joined Missouri City in 2001 and was promoted to her current position in 2004. When you talk with 

her, it is clear why. Marisela enthusiastically outlines the plans for the new software, emphasizing how 

important it will be not only for staff but for citizens. 

“The electronic storing of documents is bringing us closer to a paperless work environment,” she says. “This 

adds work efficiency and saves staff time in carrying out our work and our coordination with the judges. We 

also are adding web site improvements beyond the current ability to pay court fines online so that citizens can 

quickly and efficiently handle more court matters on the City website.” 

During the day, Marisela keeps a continual eye on the clerks at the customer windows to see if they need 

support in working with a citizen, and she readily steps up and takes over one of the clerk windows herself 

when needed. 

Marisela moves calmly through her day, whether coordinating a warrant matter or outstanding case with the 

Fort Bend County or Harris County Courts, handling citizen phone calls or emails, working with the 

prosecutor on paperwork for Missouri City Municipal Court or coordinating information needed by Missouri 

City Police. 

Because she works in an environment that may be confusing or uncomfortable for citizens, Marisela believes 

extreme attention to detail is key. 

“It is important to ensure that each customer will leave the building knowing they have been treated with 

consideration and respect and all of their questions regarding their matter have been handled,” she says. 


115



116




PERFORMANCE INDICATOR 


Actual 




Estimate 


117 



� Process citations within three days of receipt. 90% 95% 85% 90% 

� Process “Violate Promise to Appear” and “Fail to Appear” 

Warrants 

60% 95% 50% 75% 

� Process summons or subpoenas fourteen (14) days before the 

defendant’s appearance date. 

98% 99% 98% 100% 

� Process all end of month reports by 10 th working day of 

following month. 

92% 95% 92% 100% 

� Start warrant process 30 days after Fail to Appear letters are 

mailed. 

30% 95% 50% 75% 

� Issue Fail to Appear Letters the Tuesday following a missed 

court appearance. 

98% 95% 99% 100% 



Actual 




Estimate 



� Cases filed for year 14,353 13,155 13,927 15,320 

� Disposition prior to trial 7,063 7,269 4,563 5,020 

� Disposition at trial 

(1) Trial by Judge/finding of Guilty 4,115 4,075 1,107 1,218 

(2) Trial by Jury/finding of Guilty 42 38 48 53 

(3) Judge/Jury Trials finding of Not Guilty 70 92 69 75 

� Cases dismissed 

(1) After defensive driving course 581 630 1,013 1,114 

(2) After deferred disposition 418 322 530 583 

(3) Insurance 629 668 888 977 

� Compliance dismissals w/ $10/$20 costs 924 862 1,394 1,533 

� Cases appealed 17 26 22 25 

� Class C warrants prepared 4,358 6,276 3,732 4,105 

� Cases on Dockets 16,429 14,413 15,239 16,762 

(1) Arraignment 9,512 8,623 11,702 12,872 

(2) Code/Finance 1,530 990 1,382 1,520 

(3) Pretrial 900 945 941 1,035 

(4 Bench Trial 792 741 950 1,045 

(5) Jury Trial 261 317 264 290 

(6) Juvenile Arraignment 3,434 2,797 1,101 240 

� Failure to Attend School cases filed 3,188 2,551 0 0 

� Failure to Appear Letters processed 2,273 2,397 2,179 2,397



General Government Municipal Court 101-1006 




Actual 






Estimate 



511 PERSONNEL 


1015 Additional Compensation 2,438 2,496 2,496 1,322 3,456 


1050 Overtime 11,032 8,100 8,100 8,100 8,100 

1110 Part Time: 20-29 Hours 5,042 21,155 21,155 17,850 21,155 

1131 Judges 44,787 79,550 79,550 79,550 92,784 




1231 Prorated Health/Dent/Vis 0 0 0 0 0 

1235 Car/Clothing Allowance 0 0 1,800 1,500 1,800 


1245 Retirement 37,805 32,001 32,001 26,203 14,437 





2003 Meals & Drinks 212 500 500 305 350 




2033 Postage 5,952 5,965 5,965 5,093 5,965 


Total Commodities 10,846 17,839 17,839 16,151 

16,229 



3009 Insurance 915 867 867 785 941 

3017 Special Services & Legal 40,673 4,140 4,140 4,140 


118 

4,140 

3020 Collection Agency Fees 90,533 70,000 70,000 91,856 90,000 



3033 Telephone 0 0 0 0 0 



Total Contractual Services 273,749 282,606 282,606 290,419 

302,326 


4005 Printing & Publications 876 4,900 3,100 3,100 2,000 


4009 Training & Travel 665 2,860 2,860 2,500 2,860 






7042 Furniture & Equip (Office) 0 0 0 0 0 


TOTAL EXPENDITURES 694,572 763,883 763,883 765,999 786,547



DIVISION: CONTINGENCY FUND NUMBER: 101-1007 

MISSION STATEMENT 

The Contingency account is established to allow for unanticipated expenditures during the fiscal year. 

Funds are transferred from this account to the appropriate divisional budget as needed for unanticipated 

expenditures. 


General Government Contingency 101-1007 





Actual 






Estimate 



4081 Reserve - Contingencies 0 350,000 2,469 0 250,000 

4092 Contingency - Salary Adjustment 0 250,000 273,151 0 0 

4093 Contingency - Health Insurance Adjustment 0 136,177 136,177 0 0 

4094 Contingency - TMRS Adjustment 0 318,508 318,508 0 0 

4097 Reserve - Pay Plan Market Adj/Contingencies 0 0 0 0 1,399,012 

4088 City Hall Fire 2010 3,973 0 0 0 0 

Total Other Services 3,973 1,054,685 730,305 0 1,649,012 

TOTAL EXPENDITURES 3,973 1,054,685 730,305 0 1,649,012 


119



120



COMMUNICATIONS FUND NUMBER: 101-1008 


There are six primary areas of responsibility managed by the Communications Department to inform and 

educate residents and other publics about City programs and services and to assure the consistent and 

transparent delivery of information. 

MCTV-16: Produce and air quality municipal programming 24 hours a day, seven days per week. 

Programming includes City Council and Planning and Zoning Commission meetings, a bimonthly news 

show, informational videos on programs and services and events. Creation of bulletin board information 

relating to City activities. 

Public Information: Develop and manage consistent, timely and accurate dissemination of information to 

the news media. Develop and distribute news releases based upon City Council action, benchmarks on 

major City projects and special events. Manage emergency public information upon activation of the 

Emergency Operation Center. 

Website: Establish the City's Web presence as a distinct media platform by creating original content and 

implementing technical innovation. Maintain knowledge and awareness of best practices and prevailing 

developments in Web technologies, standards and requirements, and apply these to promote continuous 

improvement. Liaise with departments to assist and encourage the uploading of information and to ensure 

content is current, pertinent and meets user needs. 

Citizen Communications: Responsible for liaison with homeowner associations to continue to build 

alliances with these organizations and to educate and inform them about City policies and services. Manage 

City staff presence at HOA meetings. Develop and publish a citizen newsletter. Through City Reception, 

handle in-person and telephone inquiries to City Hall. Manage 1690AM, the City’s public television station, 

and the messages aired on the station as well as missouricityready.com, the City’s emergency information 

website. 

Social Networking: Increase the growth of the City’s social media communities, improve engagement, and 

execute day-to-day integration efforts between digital, on-air and social media properties. 

Special Projects: Responsible for the overall branding program for the City and the use of the City logo. 

Counsel departments on their communication needs and communicating information to citizens. Manage the 

City’s awards program. 

Total Full-Time Employee = 9 

Total Part-Time Employees = 2 

*The City Manager & Assistant City Manager are included in the Council & Management Divisional 

Budget. 


121





3 • To ensure City information is available to all residents, HOA Liaison will continue 

to develop citizen contacts in neighborhoods without HOAs, incorporating those 

homeowners into HOA database and onto the City’s “HOA Information Center 

Hub” map to further expand the dissemination of news, alerts and advisories 

citywide. Invite residence contacts to City HOA meeting. 

3 • Develop and launch a Citizens 101 Academy to provide a forum for educating 

residents on their City services and programs. 

3 • Launch and manage the Citizens Volunteer Program, further engaging residents in 

City projects and events and seeking citizen input and feedback to improve 

services and programs. 

3 • Develop an information resource for new homeowners to educate them about their 

new community by partnering with other departments in the development of a New 

Resident packet. 

3 • Develop and launch the new Intranet to improve employees’ accessibility to 

internal city information. 

3 • To ensure consistency in the level of customer service to citizens and others 

accessing City Hall, create a Customer Service Procedures Manual. 

3 • Manage the completion of the development and printing of City department fliers, 

following the template developed in 2011 to improve the delivery of information to 

residents and businesses. 



Actual 




Estimate 



Communications Director 1 1 1 1 Uncl. 

Public Information Manager 1 1 1 1 22 

Television Producer 1 1 1 1 13 

Website Designer 1 1 1 1 13 

Community Relations Coordinator 1 1 1 1 13 

Media Relations Specialist 1 1 1 1 11 

Video Technician 1 1 1 1 8 

Information Service Representative II 1 1 1 1 8 

Information Service Representative I 1 1 1 1 6 


Part-Time Employees 2 2 2 2 


122 

Salary 

Grade


Designing the Future 

Heather Daniels 

Senior Web Designer 

Heather Daniels has helped the City reach a happy medium in social media. 

She creates and designs communications portals that match City brand values 

and tone. Working internally with departments, she specializes in developing 

ideas and designing concepts that make the online experience better for 

Missouri City residents. And, she also manages the City’s two websites: 

MissouriCityTX.Gov which attracts 15,000 viewers monthly, and 

MissouriCityReady.Com, the emergency information site for residents. 

Heather has learned through experience that social media offers an inexpensive 

opportunity for organizations to communicate internally and externally. Her 

social media outreach to citizens allows staff to receive feedback and helps assure the City’s information is 

being correctly heard. She uses Twitter as an example. “It is a rapid-response customer service channel that 

grants you the ability to stay on top of conversations and topics that have a direct effect on how you are 

perceived,” Heather explains. “Using Twitter, municipalities can quickly respond and allay a citizen’s 

questions or concerns. It isn’t enough to just put up a website these days. By incorporating social media into 

communication methods, municipalities open the door for an open dialogue—residents will feel more engaged 

and like they are being heard.” 

With all of her projects, Heather expertly extends branding to the City’s online presence and focuses on 

building a community where people can learn more about Missouri City activities on their own time without 

feeling pressured. “When cities create quality content, it informs and educates readers, helping to build trust 

with them,” she said. “When you share quality content you build a reputation as a knowledge and trusted 

source.” 

Missouri City’s social media campaign, which is managed by Heather, involves an email marketing tool 

(MailChimp) and a social media management tool (HootSuite). Residents can subscribe on the City website to 

receive all the latest happenings by checking their topics of interest including: City News and Events, Council 

Connection, Roadway Construction, Show Me Missouri City Newsletter, and the City Manager’s Update. 

When Heather posts updates to the website, the information is also emailed to subscribers as well as “tweeted” 

to followers on Twitter. 

When the recent edition of the City’s newsletter was hard mailed to all residents, for example, 77 subscribers 

received it via the Internet. Coupled with the views on Twitter, the email campaign instantly reached 449 

users. “The use of social media increases our message reach,” Heather says, “with each email forward and 

with each ‘retweet’.” 

Heather joined the City in 2011 and is looking forward to “expanding the City’s communication footprint 

beyond traditional methods.” 


123



124






Actual 




Estimate 


125 



� % of Effective “publication” of news releases in 2 print media 95 95 95 92 

� Website Bounce Rate % N/A N/A 58 32 

� % of New Website Visitors N/A N/A 45 80 

� % of Returning Website Visitors N/A N/A 55 60 

� 

� 

� 

� 

� 



Actual 




Estimate 



Produce and broadcast on MCTV and city website the “Bob on 

Biz” show: 

Views on City of Missouri City You Tube page N/A N/A 17,000 18,500 

Press Releases 210 220 225 250 

E-Subscriber List N/A N/A 750 1,200 

Views of City Video on website N/A N/A 15,000 17,000 

Average Monthly Website Page Views N/A N/A 5,000 8,000 

Average minutes on website N/A N/A 2 5



General Government Communications 101-1008 




Actual 






Estimate 



511 PERSONNEL 


1015 Additional Compensation 939 1,488 1,488 554 1,680 


1050 Overtime 7,643 8,000 8,000 9,300 11,500 


1115 Temporary-Less than 20 Hrs. 2,694 1,500 1,500 1,586 1,500 

1220 Long-Term Disability 1,082 1,152 1,152 1,157 1,206 


1230 Hosp., Life, Dental Insurance 73,029 88,878 88,878 73,486 95,462 

1231 Prorated Health/Dent/Visi 0 0 0 459 0 



1245 Retirement 58,990 53,511 53,511 43,619 29,941 





2003 Meals & Drinks 133 897 897 200 2,200 


2021 Fuel, Oil & Lubricants 1,824 2,000 2,000 2,231 2,200 

2023 Minor Tools & Equipment 3,552 2,500 2,500 2,571 2,500 

2031 Educ, Training & Supplies 0 0 0 0 0 

2033 Postage 418 6,000 6,000 587 900 

2035 Bldg Mat'l/Supplies & RPR 0 0 0 0 0 




2198 Fleet Rental Fee 0 2,428 2,428 2,428 2,428 

2199 Central Garage Alloc. 816 1,195 1,195 1,741 2,794 



3001 Minor Equip Maint/RPR/RNT 2,000 1,595 1,595 600 600 

3009 Insurance 1,609 1,392 1,392 1,258 1,052 




3033 Telephone 319 360 360 331 361 


3063 Missouri City TV 13,133 15,000 15,600 15,536 15,000 


Total Contractual Service 139,467 153,345 153,945 137,368 133,293 






4017 Vehicle Allowance 157 350 350 354 350 

4029 Community Communications Info 28,063 40,000 40,000 53,764 59,414 




7042 Furniture & Equipment (Office) 7,500 0 0 0 0 

7045 Motor Vehicles 0 0 0 0 0 

Total Capital Outlay 7,500 0 0 0 0 



126


DEPARTMENTAL VISION 

STATEMENT 

Recognized as a Premier Finance 

Organization that excels in forward 

thinking and innovation, maximizing 

efficiency while maintaining the highest 

integrity. 

DEPARTMENTAL 


“Dedicated to the safeguarding of public 

assets through sound financial practices” 

Administration 

Finance 

Purchasing 

FINANCE 

� Finance Administration 

� Purchasing 

� Accounting & Budget 

Accounting & 



127


DEPARTMENT: FINANCE FUNDING SOURCE: GENERAL FUND 


� Receipt of the Certificate of Achievement for Excellence in Financial Reporting by the Government 

Finance Officers Association (GFOA) of the United States and Canada for the period ending June 30, 

2011. 

� Receipt of the Distinguished Budget Presentation Award by the Government Finance Officers Association 

(GFOA) of the United States and Canada for FY 2012. 

� Received the “Gold Star” award from the Texas Comptroller’s Office for Financial Transparency. 

� Held communications meetings with each department to establish a mutual understanding of one another’s 

perspective. 

� Completed third year development of 5-year strategic plan as part of Leadership Project which included 

addressing areas for communication improvement, identified an action plan for improved software, and 

held meetings for improved feedback on the status of City projects. 

� Increased participation of Electronic Funds Transfer (EFT) payments of vendors by 197%. 

� Improved departmental processes by cross training existing staff . 

� Evaluated existing term contracts and prepared corresponding bid or cooperative contract for expiring 

agreements to limit potential exposure. 

� Timely reviewed streamlined process for expenditure contracts presented by city attorney. 

� Successfully negotiated new depository agreement with an estimated net savings of $26,000 over a four 

year period. 

� Implemented a new ERP program for the City which will result in new efficiencies and improved 

processes. 

� Conducted an in-house budget training for City departments. 


128


On On the the Dime 

D 

You can bank on Payroll Accountant Miranda Chik to get things right. In fact, 

all 331 City employees, in a way, kind of do. 

She is the sole person responsible for employees’ payroll, and while she admits 

the job is sometimes stressful, she knows her role is a vital element in budget 

management, and she takes that very seriously. 

“Handling people’s money is an enormous responsibility,” Miranda said, adding 

that integrity is the most important value in her role. People are sensitive when it 

comes to their money and Miranda understands that because she knows how 

hard people work to earn a living. 

Part of Miranda’s job is answering questions from employees. The questions 

often are about understanding their paycheck stubs and how to input their time 

into the computer software system. Always, no matter what she’s working on, 

Miranda puts employee inquiries above all other duties. 

“I try to provide them quick answers,” Miranda said. “I want them to know I’m knowledgeable and that I 

know what I’m doing.” 

It is obvious she and the rest of the Finance Department know what they are doing. Every year, they receive 

the Government Finance Officers Association Distinguished Budget Presentation Award. Miranda credits this 

impressive achievement to her managers and colleagues; she modestly deflects attention from herself. 

“I always believe that the employees make up the organization; our employees are as good as it gets,” Miranda 

said of her colleagues. “We have a great staff in the Finance Department.” 

If you pass her office, you’ll likely see Miranda with her head down, buried in a pile of paperwork. 

“It’s challenging and I love finding problems and digging through things to find solutions,” she said. 

“Being Payroll Accountant keeps me busy all the time,” Miranda said. As a mother of a one-year-old son, she 

is used to moving at a fast pace and said it makes the day go by faster. 

She has worked for the City 3 ½ years—almost two years in her current position—and said she has plans to be 

here a long time. 

One of her goals is to learn and master the new software system that employees will soon use to input their 

time. 

“I’m sure it will be a great asset to our City,” she said. 

The same could be said about her! 

Miranda Chik 

Payroll Accountant 


129



130




The Finance Department has general responsibility for the financial administration of the City. The 

Department is responsible for recording and documenting all financial transactions, idle fund investment, 

debt management, budget preparation and coordination, risk management, tax collection, centralized cash 

receipts, accounts receivable, contract management, purchasing goods and services for the City, and 

payment of all invoices. 

STRATEGIES DEPARTMENTAL GOALS 

ERP 

1,2 Assist design of new ERP implementation and take active role in achieving success. 

Monitor new ERP for Improved software reporting 

2 Identify timely information needed to and from by city departments through on-going city 

communications department meetings. 

3 Coordinate and train end users in MUNIS Purchasing Software. 

Communication/Reporting 

3 Take advantage of new website enhancement project in order to provide our customers 

better information. 

3 Implement local vendor outreach and bid registration. 

3 Design protocol to receive and maintain information on projects or programs: 

Periodically review and adjust procedures as needed. 

3 Champion the education and use of existing and expanded intranet information 

4 Provide relevant data and support for market study in order to be assured staff is fairly 

compensated 

4 Formalize accountability levels for other departments and conduct meetings with 

departments to establish benchmarks. Accumulate results and categorize for review. 

Policy Development/Compliance 

3 Update Purchasing policies and procedures for educational reimbursement and travel. 

3 Update Purchasing Manual to accommodate changes in procedure resulting from MUNIS 

software program implementation. 

1 Formal documentation of procedures and policy establishment: Submit recommendation 

and prioritize; Develop identified policies and document all procedures. Update policies 

based on new ERP system. 

1 Maintain compliance of processes: Identify areas of non-compliance of processes; Obtain 

a sample of feedback data from non-compliant areas; Develop preventive measures and 

determine areas of training to non-compliant areas; Implement an effective program to 

improve and monitor compliance. 


131






Personnel 1,132,170 1,132,804 1,132,804 1,131,560 1,105,669 

Commodities 26,993 36,775 36,860 35,078 30,415 

Contractual Services 518,296 586,519 626,060 624,029 587,362 


Capital Outlay 0 0 0 0 0 

TOTAL 1,703,529 1,790,783 1,830,409 1,817,001 1,749,832 




Finance Administration 234,608 257,067 296,467 299,320 256,741 

Purchasing & Risk Mgmt. 262,234 263,725 263,810 253,143 248,936 

Accounting & Budget 1,206,687 1,269,991 1,270,132 1,264,538 1,244,155 

TOTAL 1,703,529 1,790,783 1,830,409 1,817,001 1,749,832 


132



DIVISION: ADMINISTRATION FUND NUMBER: 101-2011 


The Director of Finance is appointed by the City Manager, confirmed by Council, and is responsible for 

supervising accounting, purchasing, payroll, tax collection, accounts receivable, insurance and workers’ 

compensation programs; and investments to assure maximum interest earnings. 

The Director of Finance and entire Finance Department staff assist the City Manager in preparing and 

presenting budget documents to Council, assist in the annual audits, and prepare the Annual Comprehensive 

Financial Report and other financial reports of the City. 

Finance administration provides managerial, analytical, and administrative support for the Finance 

Department, City Manager, Assistant City Managers and other departments of the City. 

This division oversees the preparation of the annual budget and monitors compliance during the year. 



133





3 

2 

2 

3 

4 

• Continue to evaluate ERP implementation and make changes to achieve success. 

• Monitor year end closing process to ensure timely preparation of CAFR. 

• Schedule communication meetings with department in order to maintain a balanced 

understanding of one another’s concerns. 

• Continue to develop consistent C.I.P. program that is relevant and effective. 

• Continue to monitor utility activities that include the GRP project, SteepBank/FlatBank 

project and the Mustang Bayou WW project so that proper accounting is implemented 

to achieve the optimum managerial and financial information. 



Actual 




Estimate 



Director of Finance 1 1 1 1 Uncl. 




134 

Salary 

Grade






Actual 




Estimate 


135 



� Complete budget documents within schedule of events 90% 100% 95% 100% 

� Provide timely accurate response to requests from City Staff 94% 100% 96% 100% 

� Complete audit report and work papers per the audit schedule 94% 100% 95% 100% 

� Improve the use of integrated accounting and financial management 

system while implementing and developing features of current 

software that will increase efficiency and effectiveness 


96% 


Actual 

� Annually prepare budget for Distinguished Budget Award 

Certificate of Excellence 1 

� Prepare Comprehensive Annual Financial Statement for Certificate 

of Achievement for Excellence 1 

100% 



1 

95% 


Estimate 

1 

100% 



� Five-Year Revenue & Expenditure Analysis 1 1 1 1 

� Financial Trend Report 0 1 0 1 

� Six-Month Budget Analysis 1 1 1 1 

1 

1 

1 

1




Finance Finance Administration 101-2011 


CLASSIFICATION OF EXPENDITURES Actual Orig Budget Budget Estimate Budget 

521 PERSONNEL 







1245 Retirement 16,301 13,645 13,645 11,171 6,149 




2001 Office Supplies 132 1,000 1,000 223 300 

2003 Meals & Drinks 202 450 450 300 300 




2031 Educ,Training & Supplies 0 100 100 0 0 

2033 Postage 123 500 500 120 300 


2197 Computer Equip.Rental Fee 0 1,486 1,486 1,486 725 

2198 Fleet Rental Fees 0 625 625 624 875 

2199 Cental Garage Alloc 3,021 2,248 2,248 1,461 1,825 




3009 Insurance 4,037 4,929 4,929 4,543 4,632 









4009 Training & Travel 425 1,200 1,200 0 0 









136



DIVISION: PURCHASING FUND NUMBER: 101-2012 


The Purchasing and Risk Manager reports directly to the Director of Finance with the primary responsibilities 

of procuring all goods and services for the City, develop budget allocations, risk management, manage travel, 

and administer the purchasing card program. 

Purchasing - sources commodities and services, prepares specifications, obtains pricing, verifies references, 

and evaluates this information to recommend the procurement that is in the best interest of the City. 

Risk Management – processes liability and property damage claims, prepares annual insurance re-rate, and 

adds and deletes coverage for real and personal property. 

Contract Management – performs contract development, performance review, negotiation, legal compliance 

review, management, and administration of all expenditure contracts. Assists departments in administration 

and contractor compliance with provisions. 

Travel – processes requests, books air reservations, reviews reimbursement requests and reconciles travel 

reports submitted by employees. 

Budget Preparation – assists in preparation of the City’s budget by calculating allocations for expenditures in 

insurance, telecommunications, utilities, and defining those expenditure parameters. 

Purchasing Card – develops policy and procedures, administers the program and assists cardholders in using 

the system. Prepares and submits download of data to Accounts Payable for GMBA processing. Audits all 

transactions for compliance with City policy. 

Policy Development – assists management by developing, revising, implement, and enforcing various City 

policies that impact the expenditure of funds. These policies include Purchasing, Risk Management, 

Purchasing Card, Travel, Education, Uniform, Cell Phone, Contracts, and Vehicle Use. 

The Division also provides services such as centralized delivery and distribution of supplies, administration 

and management of commonly used equipment such as postage meter, pagers, cell phones, disposal of surplus 

and salvage property, and vehicle registration. 


*Finance Director is included in the Administration Divisional Budget. 


137





3 • Update Purchasing policies and procedures for educational reimbursement and 

travel. 

3 • Implement local vendor outreach. 

3 • Implement local vendor bid registration. . 

3 • Coordinate and train end users in MUNIS Purchasing Software. 

3 • Update Purchasing Manual to accommodate changes in procedure resulting from 

MUNIS software program implementation. 



Actual 




Estimate 



Purchasing and Risk Manager 1 1 1 1 23 

Procurement Analyst 1 1 1 1 15 

Buyer 1 1 1 1 7 



138 

Salary 

Grade






Actual 




Estimate 


139 



� Process field purchase orders within seven days of receipt. N/A N/A 75% 80% 

� Process non-contract requisitions and place orders within three 

business days of receipt. 

Download, reconcile, and transfer to Accounting monthly 

Purchasing card transactions by the 15 th of each month. 

� Audit all Purchasing Card Transactions by the 21 st of each 

month. 


N/A 

N/A 

N/A 


Actual 

N/A 47% 

N/A 66.6% 

N/A 66.6% 




Estimate 

70% 

91.6% 

91.6% 



� Regular Purchase Orders Issued 481 190 300 300 

� Insurance Claims Processed 49 40 34 37 

� Purchasing Card Transactions 6,729 7,500 8,664 8,700 

� Competitive Solicitations and Contracts Prepared & Issued 230 275 245 250 

� Annual Purchasing Card Transaction 

Volume (in thousands) 

$4,190 $3,900 

$5,698 $5,700 

� PCard Rebate Earned $33,878 $40,000 $50,672 $57,000 

� Blanket Purchase Orders Issued 248 140 165 200 

� Dollar Value of Regular Purchase Orders Issued (in thousands) $49,803 $20,000 $43,337 $45,000




Finance Purchasing and Risk Management 101-2012 



521 PERSONNEL 



1050 Overtime 0 0 0 0 0 

1110 Part-Time: 20-29 Hours 0 0 0 0 0 




1236 Cell Phone Allowance 892 1,080 1,080 1,086 1,080 

1245 Retirement 22,681 19,496 19,496 15,960 8,738 




2001 Office Supplies 1,328 1,100 1,100 800 1,000 

2003 Meals & Drinks 21 25 25 25 25 




2033 Postage 122 475 560 475 475 

2069 Other/Miscellaneous 379 0 0 (379) 0 

2073 Central Stores-Over/Under 0 0 0 0 0 

2197 Computer Rental Equip. Fee 0 876 876 876 575 




3009 Insurance 332 313 313 283 345 

3017 Special Services & Legal 0 0 0 0 0 



3033 Telephone 0 0 0 0 0 






4007 Dues & Subscriptions 1,104 724 724 975 1,310 





7040 Machinery & Equipment 0 0 0 0 0 






140



DIVISION: ACCOUNTING & BUDGET FUND NUMBER: 101-2014 


The Accounting & Budget Division is responsible for the preparation, oversight, and reporting of the City’s records 

and books. Financial reporting, annual city budgeting and audit requirements are the primary outputs of the records 

and books. The Assistant Finance Director provides oversight for the three (3) sub-divisions in the Accounting 

Division: 

• Accounting 

• Budget & Financial Reporting 

• CIP/Asset Management 

The Accounting function provides direct oversight for the City’s Payroll and Revenue operations, as well as 

monitors the City’s cash flow to assure proper funds are available for disbursement while maximizing its interest 

earnings level. This function also oversees revenue billings and collections, as well as the prompt deposit of 

receipts, the recording of and billing of areas such as alarm permits for private burglar/fire alarms, fire calls, false 

alarms, Wastewater Treatment Plant (WWTP) operation reimbursements, and various miscellaneous billings. 

Monthly revenue projections are also a major task for the Revenue function to ensure anticipated levels of revenues 

are maintained during the year. 

The Budget & Financial Reporting function has the primary duty of coordinating and assisting in the preparation of 

the City’s Comprehensive Annual Financial Statements (CAFR), annual budget, audit work papers, and the monthly 

closing and reporting process. Other duties include grant reporting, bank reconciliations and acting as financial 

liaison for Tax Increment Reinvestment Zones, Public Improvement Districts, the Radio Communications Tower, 

the Mustang Bayou Wastewater Treatment & Water Plants and the Steepbank/Flatbank Wastewater Treatment Plant 

and additional water and wastewater activities. 

The CIP/Asset Management function monitors the City’s Accounts Payable and Capital Asset program for accurate 

payment of vendor invoice, inventory tracking and recording, depreciating, and the reconciling of capital assets to 

meet GASB 34 compliance and the City’s Capital Asset Policy. This function also prepares the CIP portion of the 

annual budget, and tracks the actual and projected revenues and disbursements of each project. 

The City’s Accounting Division excellent efforts has allowed the City to receive the Distinctive Budget Award from 

the Government Finance Officers Association (GFOA) for 29 consecutive years, the Certificate of Achievement for 

Excellence in Financial Reporting from the GFOA for 28 consecutive years, and the “Gold Star” award for 

Financial Transparency from the Texas Comptroller’s Office for our first year. 


*Finance Director is included in Finance Administration Divisional Budget. 


141





1 Formal documentation of procedures and policy establishment: Submit 

recommendation and prioritize; Develop identified policies and document all procedures; 

Update policies based on new ERP system. 

1 Maintain compliance of processes: Identify areas of non-compliance of processes; Obtain 

a sample of feedback data from non-compliant areas; Develop preventive measures and 

determine areas of training to non-compliant areas; Implement an effective program to 

improve and monitor compliance. 

3 Design protocol to receive and maintain information on projects or programs: 

Periodically review and adjust procedures as needed. Identify areas for improvement. 

4 Develop accountability levels for other departments: Periodically review and adjust 

procedures as needed. Accumulate results and categorize for review. 



Actual 




Estimate 




142 

Salary 

Grade 

Assistant Director of Finance 1 1 1 1 24 

Budget & Financial Reporting Mgr 1 1 1 1 23 

Accounting Manager 1 1 1 1 22 

Revenue/CIP Manager 1 1 1 1 22 

Sr. Accountant 1 1 1 1 13 

Accountant 3 3 3 3 11 

Accounting Technician 2 2 2 2 8 

Accounting Clerk II 2 2 2 2 5 


Part-Time Employees 0 0 0 0 $7.50/hr

=============================== FY 2013 ANNUAL BUDGET=============================== 





Actual 




Estimate 

================================ CITY OF MISSOURI CITY=============================== 

143 



� Train promoted or new employees within ten business days after hire 

or promotion on Financial software 

N/A N/A N/A 75% 

� Hold training sessions once a month on various Finance related topics N/A N/A N/A 100% 

� Resubmit ACH (Vendor EFT payment or Payroll direct deposits) 

returned within one business day after notified by our bank 

75% 90% 90% 95% 

� Eliminate mailed alarm permit renewal letters with emailed renewal 

notices 

N/A 20% 20% 50% 

� Reduce the percentage of AP invoices sent directly to departments 

from vendors 

N/A N/A N/A 90% 

� Reduce the number of days from receipt of vendors’ invoices to 

department’s approval 

N/A N/A N/A 90% 



Actual 




Estimate 



� False alarm billings 804 1,000 933 1,000 

� Miscellaneous accounts receivable statements 2,950 3,000 3,150 3,200 

� Alarm permits issued 6,377 6,800 6,576 7,000 

� Direct deposit checks (payroll) 8,056 8,500 8,300 8,500 

� Manual Payroll direct deposits issued 45 30 63 50 

� Electronic Funds Transfer (EFT) payments 1,178 1,500 1,463 1,600 

� Cashier transactions 27,153 30,000 23,000 23,000 

� Credit/Debit Card transactions 20,422 23,000 24,000 27,000 

� NSF items 22 40 15 25 

� Assets Maintained 5,306 5,210 5,317 5,400 

� Investment Transactions (Purchases) 6 10 4 6 

� Journal Entry Transactions 484 450 272 300 

� A/P Checks Issued 1,266 1,500 990 1,000 

� Revenue receipts scanned 29,868 33,000 25,300 26,000 

� Accounts Payable invoices and supporting documents scanned 19,000 20,000 21,000 22,500 

� Timesheets and supporting documents scanned 23,400 25,500 24,700 24,800 

� Budget transfers processed 95 130 100 200

=============================== FY 2013 ANNUAL BUDGET=============================== 



Finance Accounting & Budget 101-2014 



521 PERSONNEL 




1050 Overtime 0 0 0 0 0 

1110 Part Time: 20-29 Hours 963 1,610 1,610 1,705 1,610 

1115 Part Time: Less than 20 Hours 0 0 0 0 0 




1231 Prorated Health/Dent/visi 0 0 0 1,483 0 

1245 Retirement 82,468 72,101 72,101 57,571 31,910 

1250 Workers Compensation 1,197 1,255 1,255 1,181 1,175 




2003 Meals & Drinks 0 0 0 0 0 


2023 Minor Tools & Equipment 895 1,500 1,500 310 0 


2033 Postage 13,270 12,000 12,000 14,827 12,000 






3009 Insurance 1,709 1,576 1,576 1,434 1,455 


3019 Delinquent Tax Attorney 93,196 100,000 100,000 100,903 100,000 

3020 Bank Fees 40,880 50,000 50,000 49,968 49,400 

3021 Service Agreements and Repairs 0 1,365 1,365 2,753 2,500 


3033 Telephone 0 0 0 0 0 


3051 Central Appraisal District 124,905 140,000 140,000 141,484 140,000 







4010 Educational Reimbursement 3,747 0 0 0 0 




7041 Equipment-Computer 0 0 0 0 

7042 Furn & Equipment (Office) 0 0 0 0 



================================ CITY OF MISSOURI CITY=============================== 

144


DEPARTMENTAL 

VISION STATEMENT 

The vision of the Missouri City Police 

Department is to make Missouri City the 

safest city in Texas. 

DEPARTMENTAL 


The Missouri City Police Department is a 

value driven organization committed to 

excellence and will cooperate and 

collaborate with the community to make 

Missouri City a better place to live, 

work, play and shop. 

POLICE 

� Administration 

� Support Services 

� Criminal Investigation 

Division (C.I.D) 

� Patrol 

� Radio Operations 

* Radio Operations is included in Special Revenue Funds 


145


DEPARTMENT: POLICE FUNDING SOURCE: GENERAL FUND 


� Applied for and received a grant through the Texas Department of Public Safety in the amount of 

$130,000 to fund and create an Auto Burglary and Auto Theft Task force. 

� Applied for and received a grant through the Community Oriented Policing Services (C.O.P.S.) office in 

the amount of $893,000 to fund four officers for three years. 

� Applied for and received a pass-through grant from the Governor’s office via Houston Galveston Area 

Council (H-GAC) for a continuation grant for our Crime Victim Liaison officer. ($58,000) 

� Applied for and received a pass-through grant from the Governor’s office via HGAC for a continuation 

grant for a Panoramic Camera. ($74,000) 

� Applied for and received a grant through the Department of Justice to purchase three Internet Protocol (IP) 

based surveillance cameras. ($13,872) 

� Applied for and received an Urban Areas Security Initiative (UASI) grant in the amount of $505,000 to 

replace and upgrade existing mobile and portable radios. 

� Met with over 1200 Missouri City students during “I Choose to Follow the Rules” program. Facilitated a 

“Day of Play” at Fun Tiki for those students who graduated. 

� Met the staffing goal of 100% staffing in the patrol division. This was accomplished through greater 

recruiting as well as streamlining and making the hiring process more efficient. 

� Sergeants Maxheimer, Luera and York completed the four-week supervisors’ school through the Institute 

for Law Enforcement Administration (ILEA). This is the first of several stages in our leadership 

development plan of action in an effort to develop and train our future leaders. Five of our existing ten 

sergeants have completed this course. 

� Captain Williams and Harris along with Sergeant Englishbee, began the 10-week Leadership Command 

College hosted by the Bill Blackwood Law Enforcement Management Institute of Texas. This is the 

second of several stages in our leadership development plan of action in an effort to develop and train our 

future leaders. 

� Officer’s Rule, Moats, Patrick and Boyett were promoted to Detective and assigned to the investigative 

unit of the police department. 

� Detective’s Rule and Montemayor along with Officer’s Schlosser and Heard were assigned to the newly 

established BAT team, (“Burglary and Auto Theft” Task Force). 

� Sergeant Harris was promoted to Lieutenant and later Captain. 

� Lieutenant Williams was promoted to Captain. 

� Detective Terry and Officer Hill were promoted to Sergeant. 

� Lieutenant Burleson enrolled and scheduled to attend the Federal Bureau of Investigations, 12 week 

National Academy. 

� Finished the study on consolidating dispatch centers with other agencies. While we decided not to move 

forward with the consolidation, we gleaned several items of interest that we are implementing, i.e., staffing 

levels, systems common channel and supervisory staffing. 

� Expand Computer Aided Dispatch capacity by including a simultaneous radio broadcast (Systems 

Common) for the Tri-Cities and County for crimes in progress and Priority-1 assignments. 

� Applied for and successfully became a licensed training provider for TCLEOSE. 

� Began the process of acquiring, funding and staffing a police mini-station. 


146


the community. 

When Officer Jessica Berry joined the Missouri City 

Police Department about two years ago, her 

expectations were high. It was her first job as a 

police officer—her first real job ever—and she 

wanted to make a difference. 

Nobody, especially her, could predict how much of 

an impact the young public servant would have on 

“I didn’t know anything about Missouri City,” Jessica, a native of Pennsylvania said. “I thought I’d come here 

and test because it would be good experience, but I never thought I’d get hired here.” 

In her short time on the force, she has made a big difference. 

Behind the Badge 

Jessica Berry 

Police Officer 

In June, Jessica was recognized as the 2012 Missouri City Police Officer of the Year. She also recently was 

honored by Mothers Against Drunk Drivers for her dedication and hand in helping to curb drunk driving in 

Fort Bend County. Jessica made more than 75 DWI arrests last year, in addition to assisting other officers and 

agencies with other cases. She also was chosen because she consistently led the entire department in field 

investigations and traffic arrests while displaying a positive attitude. 

Jessica, though proud of her accomplishments, says she is a bit taken aback by all the attention. 

“I’m kind of overwhelmed by all this,” the 24-year-old said, laughing. And, although she appreciates the 

accolades, she said her main focus is “my work.” 

She has always had strong ethics and wanted to do the right thing, which made a law enforcement career a no 

brainer for her. She encounters many people every day and she knows that you have to give respect in order to 

receive it, and having that type of attitude is what she attributes to her success. 

“I think I’m fair and I treat people the way I’d want any of my relatives or friends to be treated,” she said. 

“That’s how it is, until circumstances dictate otherwise.” 

Jessica aspires to one day being able to train officers how to properly conduct field sobriety tests. Also to 

advance her career, this summer, she is attending a drug recognition expert school where she will learn how to 

determine what narcotics people are under the influence of in DWI cases. 


147



148




The Police Department is made up of the Police Administration Division, the Support Services Division, the 

Criminal Investigation Division, the Patrol Division, and Radio Operations. 


3, 4 � Revise the Internal Affairs investigative process, Disciplinary Matrix, and Code of 

Conduct 

3, 4 � Send one supervisor to the Federal Bureau of Investigation National Academy. 

3, 4 � During FY 2013, ensure that each member of the command staff (lieutenants and 

above) obtain, or are eligible for, TCLEOSE Master Peace Officer certification. 

3, 4 

1, 2, 3, 4 

� Apply for at least $100,000 in grants to enhance police operations. 

1, 3, 4 

1, 3, 4 

1, 3, 4 

� Maintain full staffing in the patrol division and pursue full staffing in communications 

by the end of the year. 

� Expand our Neighborhood/Community-Policing program to include a bi-annual citizen 

survey for additional gauge of citizen satisfaction and adjustments to the 2013 Strategic 

Plan. 

� Deploy at least two motorcycle traffic units in an effort decrease accidents. Explore the 

option of using stipends or car allowances to offset the purchase of units. 

� Continue research and implement a Beat “A” mini station in an effort to reduce 

response time, prevent crime and increase citizen involvement. Continue talks with the 

Fort Bend County Sheriff’s office to reduce overhead costs by increasing staffing 

levels. 


149





Personnel 8,488,385 8,231,467 8,757,272 8,609,108 8,718,284 

Commodities 1,123,014 1,041,104 1,452,288 1,597,873 1,273,481 



Capital Outlay 23,940 0 0 (110) 0 

TOTAL 10,524,625 10,252,001 11,201,989 11,107,749 10,980,751 




Police Administration 1,419,701 1,170,461 1,579,536 1,576,984 1,186,833 

Support Services 1,613,699 1,615,912 1,621,782 1,547,479 1,600,134 

Criminal Investigation (CID) 1,976,954 1,902,853 1,903,206 2,101,922 2,438,384 

Patrol 5,514,271 5,562,775 6,097,465 5,881,364 5,755,400 

TOTAL 10,524,625 10,252,001 11,201,989 11,107,749 10,980,751 


150



DIVISION: POLICE ADMINISTRATION FUND NUMBER: 101-3021 


The Administrative Division of the MCPD is comprised of nine employees. This consists of seven sworn 

positions and two civilian employees. The sworn positions are the Chief, two (2) Assistant Chiefs, Captain, 

Sergeant, a Community Liaison Officer, a Compliance Supervisor and a Crime Victim Liaison Officer. The 

two civilian employees are the Administrative Assistant to the Chief and a Crime Victim Liaison Officer. The 

Chief and Assistant Chiefs provide executive leadership and oversight to the entire department. 

The Captain oversees the department’s training program, human resource issues, crime prevention, grants, 

professional standards, and research. Planning, research, and accreditation include management of a written 

directive system and online training system for the Department. This division maintains compliance with 

nationally recognized accreditation standards and organizes presentation of annual award ceremonies and 

memorial services. Administration also partners with the Fire Department to manage the Citizen’s Police & 

Fire Academy. 



151





1, 3 • Coordinate with the Fire Department, Homeowners Associations and the Police/Fire 

Auxiliary to conduct one Citizen Police Academy incorporating basic crime prevention 

and community policing information. Strive to achieve an attendance of 30. 

1, 3 • Enhance Anti drug/violence/gang program to two additional elementary schools and an 

3, 4 

3, 4 

additional 200 students. (contingent upon funding). 

• Maintain state training mandates for all officers, including advanced training for first 

line supervisors and command staff. 

• Host a second session of the Northwestern University, “School of Police Staff and 

Command”. 

• Host a second session of the Penn State, “High Impact Supervision”. 

3, 4 

4 • Complete all professional standards investigations per policy requirements. 

4 

3 

• Complete all background investigations per policy requirements. 

3 

• Compile data for state mandated racial profiling report. Complete and submit report to 

TCLEOSE by March 1 st deadline. 

• Compile data and complete a yearly review of all use of force incidents, pursuits and 

fleet accidents. 

1, 3 • Host two police community town hall meetings. 

1, 3 

1, 3 

3, 4 

3, 4 

3, 4 

3, 4 

3, 4 

• Continually review all policies and maintain certification as a “Recognized” agency 

3, 4 

• Maintain and finalize existing grants while seeking others. 

• Perform a monthly audit of Narcotics and Petty Cash drawers. 

• Review yearly property room inspection and monthly audits. 

• Perform reviews and audits of jail cameras and in-car video cameras. 

• Standardize in-service testing of policies utilizing Power DMS. 

• Enhance and improve the current Crime Prevention Through Environmental Design 

(C.P.T.E.D.) program by conducting 4 additional inspections. 

• Conduct quarterly “Block Training” covering topics such as TCLEOSE mandated 

courses, legal updates, firearms, defensive tactics, empty hand defensive tactics and 

CPR. 



Actual 




Estimate 



Police Chief 1 1 1 1 Uncl. 

Assistant Police Chief 2 2 2 2 P7 

Captain 1 1 1 1 P6 

Community Liaison Officer 1 1 1 1 P5 

Sergeant 1 1 1 1 P4 

Police Officer 1 1 1 1 P2 

Crime Victim Liaison 0 0 1 1 10 




152 

Salary 

Grade






Actual 




Estimate 



� Maintain minimum staffing levels in all division through 

recruiting and increased morale, thus lowering turnover rate. 

96% 100% 100% 100% 

� Present a minimum of 12 HOA presentations on current crimes 

and crime trends/patterns. 

100% 100% 100% 100% 

� Complete all background investigations within 30 days. 90% 100% 95% 100% 

� Complete all Professional Standards investigations within 45 

days. 

90% 100% 95% 100% 

� Maintain statutorily required police training. 100% 100% 100% 100% 



Actual 




Estimate 



� Dispatched police calls for service 26,789 26,399 26,584 26,850 

� Reported Cases / Reports 4,331 4,208 4,568 4,614 

� Assigned / Investigated Cases 3,212 2,921 2,856 2,885 

� Cases Cleared 1,566 1,531 1,134 1,145 

� Accidents Investigated 910 940 936 945 

� Citations Issued 14,044 10,451 12,708 12,835 

� Arrests (adult & juvenile) 2.374 2,515 2,078 2,099 

� Property Items Processed 2,843 2,318 2,890 2,919 

� Warrants Issued 5,066 5,283 3,306 3,339 


153




Public Safety Police Administration 101-3021 



531 PERSONNEL 




1050 Overtime 1,111 1,000 1,000 2,787 15,000 







1245 Retirement 99,389 81,913 81,913 66,963 37,012 




923,932 892,929 895,089 891,616 865,709 


2003 Meals & Drinks 672 1,000 1,000 788 2,000 

2005 Wearing Apparel 3,540 6,435 7,435 6,662 6,270 

2011 Firearms 12,238 20,000 20,000 13,600 18,000 



2025 Janitorial Supplies 0 0 0 0 0 


2033 Postage 597 800 800 1,212 1,200 


2069 Other/Miscellaneous 2,092 200 200 2,034 0 

2070 Grant Purchase 266,114 0 409,075 422,947 0 

2072 Donation Purchases 8,685 15,000 15,000 10,000 15,000 

2073 Radio System Indirect Costs (489) 388 388 0 0 



2199 Central Garage Allocation 15,975 16,118 16,118 21,625 28,089 



346,544 110,747 519,322 538,974 136,147 

3001 Minor Equip Maint/RPR/RNT 523 1,237 237 273 300 

3009 Insurance 34,013 41,084 41,084 34,953 48,534 


3019 Store Front Operations 0 0 0 0 15,700 

3021 Service Agreements & Repairs 100 1,000 1,000 550 550 

3027 Radio Repair/Maintenance 0 1,000 1,000 0 0 


3033 Telephone 0 0 0 0 0 





131,393 145,130 144,130 128,215 164,877 





4012 TCLEOSE Training 5,611 6,000 6,000 6,074 6,000 


4025 Special Investigations 0 1,500 1,500 0 1,500 

4027 Other/Miscellaneous 0 2,500 340 300 0 



17,832 21,655 20,995 18,179 20,100 







154



DIVISION: SUPPORT SERVICES FUND NUMBER: 101-3023 


The Support Services Division consists of a Records Section, Communications Section and a Crimes Analyst, all 

of which are under the daily supervision of a Captain who reports to the Assistant Police Chief. 

The Records staff consists of four Records Technicians and one Records Supervisor, who report to the division 

Captain. This division is responsible for completing and maintaining all accident reports, offense reports and 

other police records and information. In addition, a Records Technician also performs receptionist duties for the 

police and fire department during normal business hours and answers non-emergency calls during business hours. 

The section is also responsible for entering and maintaining all warrants for the Municipal Court system, as well 

as all Class B and above warrants obtained by the Criminal Investigation Division. This section also reviews, 

interprets, and provides statistical data for interested parties, including all police divisions and the Office of the 

Chief of Police. 

The Communication staff consists of 14 telecommunication officers and three telecommunications supervisors 

who report to the division Captain. This division provides 24-hour services to fire and police. It handles the 

police/fire computers, dispatch, and the 9-1-1 system. This division is also charged with the responsibility of 

staff and officer/employee paging, coordinating and communicating with other host computers such as DPS- 

Austin, FBI-Washington, Harris County Sheriff’s office, and the Fort Bend County Sheriff’s office. They assist 

as required regarding prisoner processing and provide assistance to officers when necessary after business hours. 


*Police Chief and Assistant Police Chief are included in Police Administration Divisional Budget. 

** Radio Systems Manager is included in the Special Revenue Radio Communications Fund. 


155





1,3 • Dispatch all calls for service (Police, Fire) in a timely, accurate and professional 

manner. 

1,3,4 • Implement online reporting of minor offenses via OSSI. 

3,4 

3,4 

• Provide accurate UCR coding, training and policy as needed. 

• Provide for 100% staffing in the communications center. 

1,3 • Record, disseminate and preserve all offense, accident and arrest reports generated 

by the Police Department and Fire Marshal’s Office. 

3 • Complete operational directives for the division. 

3,4 • Assist the Municipal Court and police officers in the maintenance of the city jail 

3,4 

3 

3 

3, 4 

3,4 

and assist the judge in bonding prisoners with the use of jailers/bailiffs. 

• Lower ISO rating by 2015. 

• Develop and implement a prescription drug drop box program where citizens can 

return unused prescriptions to be destroyed. 

• Coordinate with the Fire Department to include in their budget funding for two 

Automated External Defibrillators to be placed within the police department. 

• Increase the security of the Public Safety Headquarters to include external and 

internal doors, and upgrading the current audio and video system (NICE). 

• Upgrade the interview room’s audio and video equipment in the Criminal 

Investigations Division. 



Actual 




Estimate 




Communications Supervisor 2 2 2 3 PTCS 

Records Supervisor 1 1 1 1 12 

Communications Officers 15 15 15 14 9 

Records Technician 4 4 4 4 5 

Crimes Analyst 1 1 1 1 10 



156 

Salary 

Grade






Actual 




Estimate 



� Dispatch all priority one emergency calls within one minute. 99% 95% 95% 95% 

� Process and submission of all accident reports within 24 hours 

after report is submitted. 

100% 98% 98% 98% 

� Ensure cases are accurately coded, according to Uniform Crime 

Reporting (UCR) standards. 

99% 99% 99% 99% 

� Process all offense reports submitted to the Records Division on 

a daily basis. 

99% 99% 99% 99% 

� Submit UCR reports to the State within 14 days, following the 

end of the month. 

90% 90% 90% 90% 

� Deposit all receipts on a daily basis. 90% 90% 90% 90% 

� Staff the PD receptionist window after business hours 40 hours 

per week. 

90% 90% 90% 90% 

� Weekly quality assurance-Identify officers and supervisors with 

delinquent reports. 

99% 99% 99% 99% 



Actual 




Estimate 



� Dispatched Police Calls for Service 27,005 26,399 26,584 26,850 

� Dispatched Fire Calls for Service 4,568 4,783 4,484 4,529 

� Cases Processed (Reported Crimes) 4,516 4,208 4,568 4,614 

� Cases Processed (Accidents) 917 940 936 945 

� Cases Processed (Arrest Reports) 1,881 2,515 1,772 2,099 


157




Public Safety Support Services 101-3023 



531 PERSONNEL 



1030 Compensated Absences 40,062 0 0 18,928 0 

1050 Overtime 90,797 60,000 60,000 91,608 95,000 


1115 Temporary - Less than 20 Hours 0 2,200 2,200 0 2,200 




1231 Prorated Health Dent/Visi 0 0 0 800 0 

1235 Car/Clothing Allowance 451 450 450 452 450 

1236 Cell Phone Allowance 948 940 940 703 756 

1245 Retirement 150,065 125,616 125,616 96,868 55,654 





2003 Meals & Drinks 0 700 700 0 300 






2033 Postage 871 1,500 1,500 979 1,200 


2073 Radio Sys Indirect Costs (4,661) 3,582 3,582 0 0 



2199 Central Garage Allocation 2,010 2,727 2,727 2,140 537 



3001 Minor Equip Maint/RPR/RNT 1,320 3,036 3,036 2,495 3,036 

3009 Insurance 806 635 635 593 559 


3021 Service Agreements & Repairs 1,591 1,000 1,000 600 1,000 

3027 Radio Repair Maintenance 526 4,000 4,000 1,000 2,000 

3033 Telephone 14,860 16,020 16,020 16,634 17,027 









4017 Vehicle Allowance/Mileage 60 500 500 80 200 




7042 Furniture & Equipment (Office) 0 0 0 0 0 

7044 Instruments & Apparatus 0 0 0 0 0 




158



DIVISION: CRIMINAL INVESTIGATION DIVISION (CID) FUND NUMBER: 101-3024 


The Criminal Investigation Division operates under the supervision of the assigned Captain who reports to the 

Assistant Chief of Police. Three sergeants assist the Captain with the daily operations of the division. 

The purpose of the Criminal Investigation Division is to conduct investigations of reported crimes against 

persons and/or property through the use of ten trained and skilled detectives, two Criminalists and one 

property room technician. By doing so, each member is charged with the responsibility of preparing and 

completing an accurate documentation of information gathered for presentation to the County District 

Attorney for prosecution of the person(s) responsible for the crime. 

One detective works with the Fort Bend Child Advocacy Center on a part time basis. 

The division also has two officers assigned to the Tri-City Special Crimes Unit. This unit targets high crime 

areas and higher than usual criminal activity (i.e. illegal narcotics, or an increase in burglary of motor vehicles) 

in a specific area. One Special Crimes Unit Officer is assigned to specifically target gang activity and crime 

hot spots along with two police officers. Due to reorganization, the burglary and auto theft unit (BAT) along 

with personnel assigned to the gang unit will come under the command of the CID Captain. 

The division also has one officer assigned to the Fort Bend County High Intensity Drug Trafficking Areas 

(HIDTA) Task Force. This unit investigates high profile narcotics cases in an effort to disrupt drug trafficking 

organizations. The HIDTA Task Force teams consist of a multi agency team of officers in Fort Bend County 

from various local law enforcement agencies. 

The division frequently works with other federal, state, and local law enforcement agencies. 


*Police Chief and Assistant Police Chief are included in Police Administration Divisional Budget 


159





3,4 · Achieve a clearance rate on all Part I offenses above the Texas average of 19%. 

3,4 · Investigate and file cases with the appropriate county District Attorney within 72 hours of 

being assigned the case. 

3,4 · Maintain a secure evidence/property room and conduct monthly audits accounting for 

100% of received and stored property. 

3,4 · Serve municipal court warrants in a timely manner 

3,4 · Work with our federal, state and local jurisdictions to facilitate the criminal investigative 

process 

3,4 · Assign a minimum of one cold case per year to each investigator and clear at least one cold 

case. 

3,4 · Maintain and update weekly MCPD “Most Wanted” posting on department website 

3,4 · Purchase and implement two (2) Internet Protocol “IP” pole cameras for pro-active 

investigative / intelligence / surveillance use. 

3,4 · Contact all complainant’s within 48 hours after receiving offense report. 

3,4 

3,4 

· Establish yearly block training classes for detectives on contemporary issues. 

· Establish a detective Field Training Program. 



Actual 




Estimate 





Crime Analyst 1 0 0 0 11 

Crime Victim Liaison 1 1 0 0 10 

Detective 10 10 10 11 P3 

Criminalist 2 2 3 3 P3 


Property Room Technician 1 1 0 0 6 

Total Full-/Time Employees 20 20 20 25 

Salary 

Grade 


160





� Maintain a clearance rate of Part I crimes above the Texas 

average. The delay in reporting is why these numbers reflect the 

previous calendar year. Missouri City 20%) Texas (19%). 

� Annually complete 20 hours of specialized training of all 

officers assigned to the division to aid in investigative 

technique/processes. 


Actual 



� Conduct 12 monthly audits and one annual inventory of all 

evidence in the property room. 100% 100% 



Estimate 



100% 100% 100% 100% 

100% 100% 100% 100% 


Actual 



100% 100% 


Estimate 



� Reported Cases 4,516 4,208 4,586 4,632 

� Assigned Cases 3,141 2,921 2,856 2,885 

� Cases Cleared 1,363 1,531 1,134 1,145 

� Property Items Processed 3,110 2,318 2,890 2,919 

� Warrants Issued 4,280 5,283 3,306 3,339 


161



Activity 

Public Safety 

Department/Division 

C.I.D. 

Fund Number 

101-3024 



531 PERSONNEL 


1010 Regular Salaries 1,072,929 1,038,204 1,038,204 1,151,969 1,386,647 



1050 Overtime 60,948 40,000 40,000 40,928 65,000 







1245 Retirement 172,560 140,831 140,831 123,519 83,145 




1,640,196 1,549,108 1,549,108 1,699,272 1,973,039 


2003 Meals & Drinks 783 400 400 738 800 





2033 Postage 1,398 500 500 1,353 1,500 

2051 Identification Supplies/Film 2,412 5,000 5,000 4,163 4,500 








137,100 127,185 127,185 196,534 236,519 

3001 Minor Equip Maint/RPR/RNT 1,321 1,000 1,000 526 1,000 

3009 Insurance 4,667 3,929 3,929 1,038 657 



3027 Radio Repair & Maintenance 0 500 500 500 0 

3033 Telephone 4,124 3,708 3,708 3,580 3,480 





171,940 191,770 191,770 178,182 192,926 


4007 Dues & Subscriptions 345 1,500 1,500 395 500 


4010 Educational Reimbursment 2,611 0 0 0 0 



4025 Special Investigation 2,077 10,000 10,000 2,639 8,000 



27,718 34,790 35,143 28,044 35,900 


7042 Furniture & Equipment (Office) 0 0 0 (110) 0 



Total Capital Outlay 0 0 0 (110) 0 



162



DIVISION: PATROL FUND NUMBER: 101-3025 


The Missouri City Police Department (MCPD) Patrol Division is under the supervision of a 

captain. Other supervisors include a patrol lieutenant and two sergeants assigned to each shift, for 

a total of nine supervisors. There are 51 officers assigned to the patrol division, which also staffs 

the following specialized units: 

� Traffic Unit 

� Bike Patrol Unit 

� Dive Team 

� All-Terrain Vehicle (ATV Unit) 

� Special Weapons & Tactical (SWAT) Unit 

� Hostage Negotiations Unit (HNU) 

� Traffic/Commercial Vehicle Enforcement 

� Home Owners Association (HOA) Coordinator 

MCPD Specialized Units are used to respond to emergencies, staff special events, community 

policing/public relations, crime deterrence, and enforcement. The SWAT unit provides managers 

for the East Fort Bend County Regional SWAT Team. Patrol also employs one detention unit 

officer. 

The Patrol Division works closely with other city departments (i.e., Public Works-Administration, 

Legal, and Parks and Recreation) to ensure a coordinated and informed effort on projects and 

tasks. 

Police Chief * 

Assistant Police Chief - 

Operations * 

Captain 

Lieutenant Lieutenant 

Sergeant (2) 

Patrol Officers (16) 

Traffic Officers (1) 

Detention Officer (1) 

Sergeants (2) 


Lieutenant 

Sergeants (2) 


Traffic Officers (1) Traffic Officers (1) 




163





1,2,3 • Deter and detect criminal activity through proactive, preventive and directed 

patrols. 

1,3 • Reduce vehicle accidents in selective enforcement areas (i.e., Highway 6 and 

FM 1092 (Murphy Road)) through directed traffic enforcement based on 

statistical data. 

1,3 • Provide a timely response to all calls for service. 

3,4 

3 

3 

3 

3,4 

• Practice community oriented policing through bike patrols, and increase bike 

patrol deployments from three deployments to four deployments per month. 

• Ensure patrol officers assist the police department’s Community Liaison 

Officer with the “I Choose to Follow the Rules” program throughout the year. 

• Continue Police Department HOA Liaison program and solicit “Crime Watch” 

volunteers to increase the number of “Crime Watches” from 7 to 12. 

• Research and possibly partner with local hospitals to equip each patrol vehicle 

with an Automated External Defibrillator. 

• Reduce patrol related Professional Standards Complaints by 5%. 



Actual 




Estimate 




Lieutenant 3 3 3 3 P5 



Traffic Officers 4 4 4 4 P2 

Detention Officers 1 1 1 1 9 


Salary 

Grade 


164






Actual 




Estimate 



� Respond to all non-emergency calls in 15 minutes or less N/A N/A N/A 75% 

� Respond to all emergency calls (priority 1) in three 

minutes or less 

N/A N/A N/A 10% 

� Distribute 2000 auto burglary prevention report cards N/A N/A N/A 75% 

� Dedicate three percent of patrol officers’ work time to 

traffic contacts 

� Dedicate 50 percent of patrol officers’ work time to 

preventive proactive patrol in neighborhoods and 

commercial districts * 

� Conduct 28,000 premise checks within the year 

100% 100% 95% 100% 

26% 100% 29% 35% 

N/A N/A N/A 75% 

*Preventative Patrol Time: Total Time for Officers 99,006 (Preventative Patrol 28,535, Calls for Service 

18,953, Busy Status 47,982, Traffic 3536) X 29% =28,535) 



Actual 




Estimate 



� Calls For Service 27,005 26,399 26,583 26,849 

� Accidents Investigated 887 910 940 949 

� Citations 14,044 10,451 12,708 12,835 

� Arrests 2,049 2,515 1772 1,790 

� Alarms 5893 5,791 5516 5,571 


165




Public Safety Patrol 101-3025 



531 PERSONNEL 



1030 Compensated Absences 62,365 0 0 56,312 56,000 

1050 Overtime 197,000 120,365 170,643 153,010 190,000 





1235 Car/Clothing Allowance 307 450 450 450 450 

1236 Cell Phone Allowance 684 540 540 588 1,080 

1245 Retirement 469,200 392,915 438,123 349,312 183,543 





2003 Meals & Drinks 263 800 800 415 400 


2011 Firearms 9,075 3,900 3,900 3,929 3,900 

2013 K-9 Unit 1,033 2,000 2,000 1,242 1,500 

2015 Jail Supplies 2,307 2,000 2,000 2,064 2,000 

2017 Jail Food 4,864 7,200 7,200 5,471 6,000 

2019 Jail Medical 890 8,000 8,271 3,989 5,000 



2031 Educ, Training& Supplies 514 0 675 2,000 1,000 

2033 Postage 418 200 200 520 600 

2051 Identification Supply/Fil 3,863 3,150 3,150 2,929 2,550 

2069 Other/Miscellaneous 0 1,750 1,750 0 0 








3009 Insurance 12,164 7,791 7,791 6,969 1,923 

3017 Special Services & Legal 1,950 2,000 2,000 0 0 

3021 Service Agreements & Repairs 2,485 9,300 9,300 2,000 9,300 

3027 Radio Repair/Maintenance 3,968 7,500 7,500 3,945 5,000 

3033 Telephone 1,670 360 360 342 372 






4007 Dues & Subscriptions 555 3,295 3,295 1,200 4,309 




4019 Physical Exams 0 0 0 0 0 




7044 Instruments & Apparatus 23,940 0 0 0 0 





166


DEPARTMENTAL 


Exceptional customer service through the 

delivery of fire prevention, fire & medical 

response, and emergency preparedness that 

provides for a safe community and a high 

quality of life. 

DEPARTMENTAL 


To prevent and mitigate emergencies for the 

citizens and visitors of Missouri City through 

dedicated professionals, bound by integrity, 

using technology and innovation. 

FIRE AND RESCUE SERVICES 

� Fire Administration 

� Fire Prevention 

� Fire Training/Education 

� Fire Operations 


167


DEPARTMENT: FIRE FUNDING SOURCE: GENERAL FUND 


� Redesigned the Department’s Pre-Fire Planning process in efforts to improve the ISO rating. 

� Developed a National Incident Management System (NIMS) training plan for the City that meets state 

and federal guidelines. 

� Created a credentialing identification system for city employees utilized during emergency 

management events. 

� Identified common illegal dumping sites within the City and in conjunction with the Police Department 

installed cameras in “dumping hot spots”. 

� Modified the work schedule of the Fire Prevention Division, providing after hour inspections and other 

development services in efforts to meet customers’ needs. Additionally, the Division provided safety 

inspections on the busiest shopping day of the year. 

� The Fire Prevention Division completed nine inspections of target hazard facilities within the City. 

� Due to the new Fire Prevention schedule and process improvement, the Division eliminated the 

reliance on third party plan review services, while maintaining the City’s plan review timeframe goal. 

� Conducted hazard assessments of buildings within the City in an effort to develop response plans for 

the specific facility. 

� Completed the Department’s integration with the Fort Bend Technical Rescue Team through 

attendance at the remaining basic skill training classes and the establishment of a training liaison with 

the other team members. 

� Implemented the training module in the fire department’s records management system (RMS) to 

maintain department training records in accordance with the Texas Commission on Fire Protection 

Guidelines. 

� Designed and built a multi-purpose training structure at Fire Station 3. 

� Implemented a grant funded electronic fire scene accountability system used throughout the Houston- 

Galveston Region, including taking the lead to coordinate meetings with our normal mutual aid fire 

departments for process and policy development for the use of the system. 

� Conducted multi-company night drills that met ISO Standards. 

� Coordinated efforts with Public Works to build and install roadway signs for Missouri City’s AM 1690 

Radio. 

� Created response plans for both radiological materials and combustible liquids carried on the roadway. 

� Improved the Post Incident Analysis program that is shared with all Department members as a training 

resource. 


168


Atop the Ladder 

Fail to plan. Plan to Fail. 

Curtis Campbell 

Fire Marshal 

That’s a philosophy Fire Marshal Curtis Campbell strongly 

believes in, and it’s an attitude that has spread like wildfire 

amongst his subordinates—three full-time professionals in 

the department’s Prevention Division. 

“If you’re not prepared, you don’t have anyone to blame 

but yourself,” Curtis said, acknowledging the importance of 

intelligently and diligently managing a team. 

The 31-year-old leader, who competes in triathlons for sport, likes results; more so the acknowledgement of 

achievement, knowing that the end result was hard-earned and well-deserved. It’s a stance he takes in and out 

of the office. 

This approach has earned him respect among his peers and is what drives his desire to be a better chief. A City 

employee since 2004, Curtis plans to use his years of experience—which he also gained working for the City 

of Richmond’s Fire Department and City of Sugar Land’s Police Department—to hoist the City and his 

colleagues to a better future. 

“I want to further develop myself professionally into the best possible leader I am capable of and, in turn, 

develop my subordinates to progress in their careers,” Curtis said of his professional goals. 

He knows teamwork makes the dream work, and despite some economic challenges, Curtis envisions an 

exciting future for his team. 

“I see the near future being a challenging time as service demands increase with an economic environment that 

doesn’t offer much in regards to additional resources,” Curtis said. “As we expect some growing pains, our 

personnel are the types who have a vested interest in getting the job done, and we will make sure we stay as 

progressive and conservative as possible.” 

Evidence of that: The Prevention Division recently embraced City Council’s and management’s concept of 

value added services, meaning utilizing existing resources to offer more or better services to the community. A 

complete restructuring and schedule change was implemented within the division to utilize existing resources 

to allow an increase in fire prevention efforts while not negatively impacting other services. Fire investigators 

now work a 48/96 work schedule—the same schedule as firefighters. Some major benefits of the change 

include an increase in availability of fire investigators to 24 hours a day, 7 days a week; after hours and 

weekend inspections of developments, with no additional cost to the City; reduction in overtime costs; 

reduction in fuel and maintenance costs of vehicles. 

While the full potential of this change has not yet been realized, Curtis said he is “very optimistic that a 

substantial improvement will be the result.” 

He plans to continue to rely on his team to help improve the department—something he trusts he can do 

because of his confidence in his team’s skill and knowledge. 

“I believe whole heartedly in the total quality management concept. I may have the most influence in a 

decision to do something, but I may also have the least knowledge about it because I’m not out in the field,” 

Curtis said. “We have a very cooperative environment in Prevention, which is imperative.” 


169



170




The Missouri City Fire & Rescue Services (MCFRS) Department emphasizes providing effective and efficient 

services to the citizens of Missouri City. The organization is divided into four divisions: Administration, Fire 

Prevention Division, Training, and Operations. Along with fire and emergency medical response, the 

department is charged with the emergency management functions for the city. 

The mission of the Missouri City Fire & Rescue Services is to prevent and mitigate emergencies for the 

citizens and visitors of Missouri City through dedicated professionals, bound by integrity, using technology 

and innovation. 


1 & 3 • By identifying the need to operate in emergencies in a commercial structure, 

operations will conduct a minimum of 36 pre-fire plans by the end of FY 2013. 

This will enable line personnel to adequately assess mitigated hazards prior to 

entering a business and be able to adjust strategies and tactics to meet the need of 

the situation. In addition this program will assist in improving the ISO rating. 

1 • Continue inspections on existing high-hazard occupancies to reduce the potential 

for a large loss fire or large loss of life incident. These inspections would further 

protect neighboring business from collateral damage that would result from such an 

incident. The Fire Prevention Division will inspect 5 existing facilities in this 

category in FY2013. 

3 • Develop and distribute preparedness articles for citizens and businesses, sent 

quarterly as a minimum, by January 1, 2013 

4 • Develop and implement a department wide position task book certification 

program by the end of FY2013 


171




FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 

Actual Orig Budget Budget Orig Budget Budget 

Personnel 5,116,349 4,973,519 4,973,879 5,036,607 4,854,344 

Commodities 491,031 570,743 1,140,696 574,188 629,499 



Capital Outlay 82,848 0 54,718 0 40,000 

TOTAL 6,275,498 6,226,362 6,851,096 6,303,679 6,196,098 


FY 2011 FY 2012 FY 2012 FY 2013 FY 2013 

Actual Orig Budget Budget Orig Budget Budget 

Fire Administration 498,282 401,798 961,595 381,758 369,193 

Fire Prevention 286,760 359,067 359,067 385,772 366,206 

Fire Training 152,677 217,337 222,642 214,155 219,167 

Fire Operations 5,337,779 5,248,160 5,307,792 5,321,994 5,241,532 

TOTAL 6,275,498 6,226,362 6,851,096 6,303,679 6,196,098 


172





The Administration Division includes the Fire Chief, Division Chief of Emergency Preparedness, and the 

Administrative Assistant. Responsibilities of the Division include planning and managing the department, 

including emergency responses, fire prevention efforts, training activities, emergency management activities 

and maintaining accurate records. The division also schedules public relation events, coordinates operations 

with neighboring fire departments, Regional Task Forces, and Fort Bend EMS. 

Missouri City Fire & Rescue Services performs the emergency management function of the city as designated 

by the Mayor. The Division Chief of Emergency Preparedness is the Emergency Management Coordinator for 

the City and is responsible for the planning, preparation, and reduction of the impact of any type of disaster 

that could strike the City. Additionally, as a joint resolution city in the Fort Bend County Emergency 

Management Plan, the Fire Chief is responsible for coordinating activities with Fort Bend County Office of 

Emergency Management. Each of the City’s departments has been assigned particular responsibilities through 

the Emergency Operations Plan and would act according to the plan if the City experienced any disaster. The 

City periodically performs different types of emergency response exercises in order to meet the State and 

Federal guidelines and measure the preparedness level of all departments. 

Fire Chief 

Administrative Assistant Emergency Management 

Coordinator 

Total Full Time Employees = 3 


173





3 � Develop and distribute preparedness articles for citizens and businesses, sent 

quarterly as a minimum, by January 1, 2013 

1 � Coordinate the construction of Fire Station 5 in Sienna Plantation, along with the 

purchase of the fire engine and hiring of the personnel through FY 2013, in 

preparation of the opening of the station in fourth quarter of 2013. 

3 � Develop a meal plan for the Quail Valley Club House utilized during a disaster 

response requiring multiple operational periods. This plan should be complete by 

June 1, 2013. 

3 � In conjunction with Public Works and Communications, develop a coordinated 

policy for use of AM radio station and the digital messaging signs during 

emergencies. 



Actual 




Estimate 



Fire Chief 1 1 1 1 Uncl. 

Fire Marshal/Emergency Management Coordinator 1 1 1 1 F5 




174 

Salary 

Grade






Actual 




Estimate 



� Coordinate planning activities for annual hurricane season, 

such as Traffic Management Plan, Debris Management Plan, 

Points of Distribution Matrix, Emergency Supplies Checklist, 

Feeding Plan by May 1. 

80% 95% 90% 95% 

� Compile monthly activity reports by the 12 th of each month 

and submit to the appropriate State or Federal Agency. 

42% 50% 50% 58% 

� Conduct ten recruitment visits at fire academies 40% 50% 40% 60% 


� Conduct/facilitate National Incident Management System 

(NIMS) training 


Actual 




Estimate 



0 1 0 1 

� Perform recruitment visits at academies and other locations 4 5 5 5 

� Process training class requests by personnel 734 900 900 800 

� Prepare invoices for service reimbursements to Fort Bend 

County and the City of Arcola by the 10 th of each month. 

� Provide National Incident Management System (NIMS) 

refresher training to employees 

10 11 11 10 

N/A N/A N/A 4 


175




Fire & Rescue Services Administration 101-4031 



541 PERSONNEL 




1050 Overtime 1,780 3,500 3,500 2,241 2,500 





1245 Retirement 34,594 29,234 29,234 19,236 12,041 




316,525 302,385 302,385 253,696 268,000 


2003 Meals & Drinks 12 200 200 65 100 




2025 Janitorial Suppliues 0 0 0 3 0 

2033 Postage 100 210 210 100 100 


2070 Grant Purchases 2,800 0 0 0 0 

2072 Donation Purchases 8,780 15,000 15,000 10,000 15,000 

2073 Radio Sys Indirect Costs (865) 418 418 0 0 

2074 EOC Supplies 807 4,500 4,500 4,541 4,500 

Federal Grants 57,407 0 559,797 566,169 0 






83,437 40,715 600,512 601,365 42,054 


3009 Insurance 955 836 836 734 901 



3027 Radio Repair/Maintenance 0 300 300 0 300 





44,706 49,103 49,103 44,454 48,044 






8,719 9,595 9,595 8,998 11,095 


7041 Equipment - Computer 7,996 0 0 0 0 


7044 Instruments & Apparatus 36,899 0 0 0 0 





176



DIVISION: PREVENTION FUND NUMBER: 101-4032 


The Fire Prevention Division is under the direction of the Fire Marshal, who reports directly to the Fire 

Chief. The division is responsible for conducting plan reviews of all new commercial construction projects. 

This division is an integral part of the city’s development team and participates in all appropriate meetings 

and other activities that provide the citizens with one stop permitting and coordination for new construction. 

The division conducts field inspections of all new commercial construction, processes and reviews all 

applications for fire permits as directed by the fire codes. In addition, the division is charged with 

conducting on-site fire inspections of all existing non-residential occupancies to ensure compliance with 

local code and take appropriate enforcement measures to correct unsafe conditions. The division also 

receives and responds to citizen complaints and takes action to resolve these complaints within a reasonable 

time. 

Another responsibility of the division is the investigation of every undetermined or incendiary fire occurring 

within the city. The division’s arson investigators, through final disposition of arrest and prosecution, 

investigate fires of criminal origin. The division is responsible for the investigation of all hazardous material 

incidents of spills, dumping or illegal use. Additionally, the division is responsible for the investigation of 

all illegal burning operations, fireworks violations, and juvenile fire setter activities. The division also 

conducts fire department prospective employee background and personal history investigations and 

administrative investigations when so directed by the Fire Chief. 


*Fire Chief is included in Fire Administration Budget 


177





1 � Continue inspections on existing high-hazard occupancies to reduce the potential 

for a large loss fire or large loss of life incident. These inspections would further 

protect neighboring business from collateral damage that would result from such an 

incident. The Fire Prevention Division will inspect 5 existing facilities in this 

category in FY2013. 

3 � In cooperation with the Information Technology department, develop the 

occupancy module of the fire department’s record management system to facilitate 

field reporting and record management for the Fire Prevention Division. Data 

entry and report development should be completed by January 1, 2013 and field 

reporting should be operational by March 1, 2013. 

4 � Develop a task book training and documentation system for the fire investigators in 

the Fire Prevention Division. This task book system should be developed by 

January 1, 2013 with a pilot implementation of at least one investigator by March 

1, 2013. 



Actual 




Estimate 



Fire Marshal 1 1 1 1 F5 

Sr. Fire Inspector 1 2 2 2 F3 

Fire Inspector 1 0 0 0 F2 



178 

Salary 

Grade





� Inspect all new commercial establishments prior to Certificate 

of Occupancy. 

� Provide one major fire safety information program to the 

elementary school children located in Missouri City. 

(Fire House Clown program) 

� Inspect existing non-licensed commercial occupancies on a 

biennial basis. 

� Complete 15 hours of investigative training annually for all 

investigators assigned to the division to aid in investigative 

technique/processes. 



Actual 




Estimate 



95% 98% 98% 98% 

98% 98% 98% 50% 

N/A N/A N/A 5% 


179 

N/A 


Actual 

N/A 



N/A 


Estimate 

70% 



� Site inspections and contacts 678 750 700 750 

� Public Education Presentations numbers in attendance total 8,902 9,750 8,935 8,575 

Adult 100 250 85 75 

Children 8,802 9,500 8,850 8,500 

� Plat review 54 60 25 30 

� Permits 234 200 195 200 

� Plan review 360 300 330 300 

� Development Meetings 214 200 240 200 

� Fires cause Investigations by Fire Marshal's office 10 12 35 25



Activity 

Fire & Rescue Services 

Department/Division 

Fire Prevention 

Fund Number 

101-4032 



541 PERSONNEL 




1030 Compensated Absences 201 0 0 2,568 0 

1050 Overtime 1,625 12,000 12,000 12,804 12,000 





1245 Retirement 21,685 22,817 22,817 21,401 11,106 




209,236 255,526 255,886 282,976 266,481 

2001 Office Supplies 710 1,200 1,200 1,090 1,100 

2003 Meals & Drinks 0 100 100 0 0 


2011 Firearms 1,574 2,350 2,350 2,028 2,050 



2031 Education, Training & Supplies 697 1,620 1,620 937 2,000 

2033 Postage 38 100 100 87 100 

2035 Bldg.Mat'l/Supplies & Rpr. 0 0 0 0 0 

2051 Identification Supplies/Film 694 1,000 1,000 500 650 








24,446 43,858 43,498 39,168 44,187 


3009 Insurance 639 352 352 323 378 







51,089 55,403 55,403 48,470 50,738 





4035 Fire Prevention 1,120 3,000 3,000 3,009 3,750 



1,989 4,280 4,280 4,024 4,800 







180



DIVISION: TRAINING FUND NUMBER: 101-4033 


Through the staff of a full-time Training Chief, a part-time clerk, and the assistance of the operations staff, the 

Training Division provides both basic and advanced fire, rescue and emergency medical services training. 

The Training Division is also responsible for writing policies and procedures, course development, scheduling 

of in-service training, implementation & delivery of new programs as directed, career development planning, 

administration of promotional examinations and continued professional research. 

The Training Chief is also responsible for ensuring departmental compliance in accordance with both state 

and national standards as it pertains to training, health and safety. In support of the Operations Division, the 

Training Chief also serves as the department’s Health and Safety Officer. 


Part-Time Employees = 1 

*Fire Chief is included in Fire Administration Budget. 

*Assistant Fire Chief is included in Fire Operations Budget. 


181




STRATEGIES DIVISIONAL OBJECTIVESD 

4 • Develop and implement a department-wide position task book certification 

program by the end of FY2013 

3 & 4 • Build a Multi-Purpose Fire Training Structure at Fire Station 4 by the end of 


3 & 4 • Develop and deliver a training program that meets the requirements of ISO 

regarding multiple company night drills. These drills will be open to any mutual 

aid fire departments and will be completed by the end of FY2012. 



Actual 




Estimate 



Training Chief 1 1 1 1 F5 


Part-Time Clerk 1 1 1 1 $10/hr 

Total Part-Time Employees 1 1 1 1 


182 

Salary 

Grade






Actual 




Estimate 



� Provide each officer a minimum of two (half-day minimum) 

supervisory or management courses per year 50% 70% 50% 50% 

� Meet the ISO recommended drills, multiple-company drills, and 

night drills as outlined in the Fire Suppression Rating Schedule 75% 75% 75% 75% 

� Meet the ISO recommended training for Driver/Operator and 

New Driver/Operator training as outlined in the Fire 

Suppression Rating Schedule 60% 60% 60% 60% 

� Provide sufficient EMS training for each member to meet Texas 

Department of Health requirements for member’s certification 

level. 30% 30% 40% 40% 

� Provide a minimum of 120 hours of recruit training for all new 

hires. 75% 100% 75% 75% 



Actual 




Estimate 



� Staff Fire training hours (In-house)/per yr. 3,078 4,000 4,000 4,000 

� Outside Training hours 2,464 1,400 2,000 1,400 

� Company Level Training hours 4,093 4,500 4,500 4,500 

� EMS Training hours/per year 562 1,000 1,000 1,000 

� Avg. training hrs. per member per year(EMS & Fire) 162 170 202 170 


183




Fire & Rescue Services Training/Education 101-4033 



541 PERSONNEL 



1015 Additional Compensation 2,126 48 48 872 3,288 

1050 Overtime 0 0 0 0 0 


1115 Temporary -less than 20 hours 3,967 9,880 9,880 7,707 10,868 

1120 Temporary (Seasonal) 0 0 0 0 0 





1245 Retirement 6,635 8,599 8,599 5,140 3,956 

1250 Workers Compensation 636 1,156 1,156 874 1,027 



65,278 107,518 107,518 82,038 100,808 


2003 Meals & Drinks 0 500 500 300 300 

2005 Wearing Apparel 459 1,000 1,000 547 600 





2033 Postage 109 200 200 113 200 

2035 Bldg Mat'l/Supplies & Repair 0 0 396 0 0 


2197 Computer Equip. Rental Fee 0 406 406 406 450 


2199 Central Garage Allocation 567 735 735 691 636 



7,613 12,571 25,467 12,640 19,486 


3009 Insurance 245 156 156 142 161 







25,487 28,413 28,413 24,728 27,088 





4012 TCLEOSE Training 1,646 0 0 0 0 




54,299 68,835 61,244 68,165 71,785 







184



DIVISION: OPERATIONS FUND NUMBER: 101-4034 


The Assistant Fire Chief directs the Operations Division in which three Battalion Chiefs and the Training 

Chief report accordingly. The Assistant Chief also performs as the head of the fire department in the absence 

of the fire chief. 

The division operates four fire stations, which are staffed with a minimum of one Lieutenant/EMT, one 

Driver/Inspector and one Firefighter/EMT 365 days a year. One Battalion Chief/EMT, serving as the Shift 

Commander, is on duty each shift. A minimum of 15 firefighters are on duty each shift. 

The division provides the following services: fire suppression, basic and advanced level emergency medical 

care, rescue and extrication of trapped persons, vehicle extrication, and responds as members of the Fort Bend 

County Hazardous Materials Response Team and County Technical Rescue Team. 

In conjunction with the Fire Prevention and Training Divisions, members of the Operations Division 

cooperatively participate in community based public education/fire prevention programs, in-service training, 

pre-incident planning, home safety survey, facility and equipment maintenance/inspection activities as well as 

numerous other emergency related functions. The Assistant Fire Chief also oversees a myriad of programs and 

ensures the financial responsibility of program budget expenditures. 


• Fire Chief is included in the Fire Administration Divisional Budget 


185





3 o In order to correlate the fire department’s safety message and dedication to the 

citizens of Missouri City, MCFRS will host an open house during fire prevention 

month (October, 2012). This will give the citizens a glimpse of what the career of a 

firefighter includes by providing station tours, exhibitions and hands on activities 

for all ages. In addition, the department will develop plans for additional future 

community outreach activities. 

4 o In order to remain in compliance with the NFPA 1500 series of Health and 

Wellness, MCFRS has created a peer fitness program in order to keep the 

firefighters duty ready. In order to expand on that program, operations will 

incorporate the WCT (Work Capacity Test) as a standard for measuring fitness in 

the line personnel by the end of FY 2013. 

1&3 o By identifying the need to operate in emergencies in a commercial structure, the 

Operations Division will conduct 36 pre-fire plans by the end of FY 2013. This 

will enable line personnel to adequately assess mitigated hazards prior to entering a 

business and be able to adjust strategies and tactics to meet the need of the 

situation. In addition, this program will assist in improving the ISO rating. 

3&4 o With the increasing awareness of social media and the need to recognize our line 

personnel and their accomplishments, operations will develop an internal rewards 

program and capture this on social networking sites for departmental development. 

This will be completed by January 1, 2013. 



Actual 




Estimate 



Assistant Chief 1 1 1 1 F6 

Battalion Chief/EMT 3 3 3 3 F4 

Lieutenant/EMT 12 12 12 12 F3 

Driver/Inspector 12 12 12 12 F2 

Firefighter/EMT 30 30 30 30 F1 



186 

Salary 

Grade






Actual 




Estimate 



� Respond to 90% of all emergency calls within five minutes. 43% 20% 40% 35% 

� Participate in City sponsored community events. 95% 90% 95% 95% 

� Conduct 100 Pre Fire Plans N/A N/A 10% 36% 

� Assemble 13 firefighters on scene of a structure fire in nine 

minutes or less 



187 

25% 


Actual 

25% 



25% 


Estimate 

25% 



� Fire Incidents 118 200 110 110 

� EMS/Rescue Incidents 2,485 2,350 2,400 2,500 

� Hazardous Conditions Incidents 214 300 250 300 

� Service Calls (Other) 1,087 2,850 1,350 1,670 

� Home Safety Surveys 8 20 20 20




Fire & Rescue Services Operations 101-4034 



541 PERSONNEL 





1050 Overtime 149,764 190,000 190,000 190,000 190,000 




1231 Prorated Health/Dent/Visi 0 0 0 2,246 0 

1236 Cell Phone Allowance 946 1,080 1,080 938 2,700 

1245 Retirement 474,143 388,096 388,096 325,628 172,736 




4,525,310 4,308,090 4,308,090 4,443,177 4,219,055 


2003 Meals & Drinks 82 500 625 625 500 




2024 EMS Medical Supplies 13,774 15,000 15,000 17,000 16,000 

2025 Janitorial Supplies 7,248 7,500 7,500 7,554 8,200 

2027 Pesticide/Hazmat Control 7,700 8,000 8,000 7,188 8,000 

2031 Educ. Training & Supplies 0 0 0 2 0 

2033 Postage 167 250 250 132 200 

2035 Bldg. Mat'l & Supplies 304 2,000 995 1,000 1,000 








375,535 473,599 471,219 472,710 523,772 


3009 Insurance 7,673 6,126 6,126 6,173 6,725 


3021 Service Agreements & Repairs 1,014 6,050 10,964 6,493 6,050 

3027 Radio Repair/Maintenance 7,751 7,000 7,000 7,053 7,000 

3033 Telephone 11,192 11,902 11,902 11,577 12,654 





382,553 444,401 449,315 380,176 433,635 

4005 Printing & Publications 1,657 450 550 678 450 




4027 Other/Miscellaneous 1,655 2,000 2,000 1,466 2,000 



16,428 22,070 24,450 24,479 25,070 



7044 Instruments & Apparatus 9,489 0 0 0 40,000 

7045 Motor Vehicles 28,464 0 54,718 54,718 0 

Total Capital Outlay 37,953 0 54,718 54,718 40,000 



188


DEPARTMENTAL 

VISION STATEMENT PUBLIC WORKS 

To define Exceptional Service in the 

development, implementation and 

management of the public infrastructure. 

DEPARTMENTAL MISSION 

STATEMENT 

To be indispensable to our customers; they 

should view us as their team of professionals 

whom they can count on to deliver vitally 

needed projects and services, on-time and 

within budget. 

Administration 

Fleet 

Maintenance 

Streets/Drainage 

& Traffic 

Operations 

Public Works 

� Administration 

� Geographic Information Systems 

� Streets, Drainage, and Traffic 

Operations 

� Animal Control Services 

� Fleet Services 

� Building Maintenance 

Geographic 

Information 

Services 

Building 

Maintenance 

Animal Control 

* Fleet Maintenance and Building Maintenance are included in Internal Service Funds 


189


DEPARTMENT: PUBLIC WORKS FUNDING SOURCE: GENERAL FUND 


Mobility: 

� Implemented Flashing Yellow Traffic signals to provide a permissive left turn movement at Grand Park and 

Independence and on FM 1092 @ Eldorado/Plantation Ridge, @ Plantation Settlement, and @ Hampton Dr. 

� Completed construction of: new Traffic Signals at FM 1092 at Township and SH 6 @ Trammel Fresno/Lakeshore 

Harbour Dr., and the new Missouri City Traffic Management Center 

� Installed a triple left turn movement at FM 1092 at SH 6, and synchronized traffic signals along SH6 and FM 1092 

� Leverage Funding: Implemented $1.5M in Fort Bend County Mobility Bond funding on SH6 access management and 

intersection improvements on SH 6. 

� Transportation Improvement Program/Regional Transportation Plan: The three projects submitted in response to H- 

GAC’s call for projects for inclusion in the Transportation Improvement Program were very successful is getting 

approved for funding. The City’s obligation to successfully utilize this approved funding source is only 20% of the 

total costs with 80% coming from the program. 

� Completed the design for: Vicksburg Extension and the Texas Parkway Medians 

� Completed the construction of: Intelligent Transportation System (ITS) including digital message boards on SH 6, 

wireless communications between traffic signals and a traffic management center, and a mobility software called 

ATMS Now for traffic monitoring and planning, 21 Locations on SH 6 (ITS components including two 

communication towers), SH6 Access Management (medians), Oyster Creek Trail Extension to Dulles, and the Texas 

Parkway Sidewalks. 

Maintenance: 

� Completed 1.1 miles of Asphalt street reconstruction in Newpoint Estates & 331,200 SF of asphalt street overlay on 

Knight Road and Watts Plantation. Completed 50,000 SF of concrete pavement repairs. 

� Completed 400 locations of sidewalk repair and implemented new Sidewalk Policy which allows for tree root 

mitigation by City if property owner does not address. 180 tree root letters were sent to property owners. 

� Completed the reconstruction of Quail Valley East Dr between Cartwright Road and Hilton Head Dr. with out any 

change orders and a cost savings of $66,000. 

� Completed the reconstruction of South Gessner from the city limits line to Cravens Rd and a portion of Cravens Rd 

from S Gessner to the east approx 1000 ft. This project also repaired several locations on S Gessner between 

Cravens and Pike Rd that included removal and replacement of concrete panels and pavement rising. In addition, a 

new “lit” pedestrian crossing on S Gessner at Fondren Grove was installed to heighten the presence of pedestrian 

activity. 

� Started Construction of the Eldorado Bridge Replacement project. 

Operations: 

� Nickey Hayes, Street Tech II, won Equipment Operator of the Year from the Texas Public Works Association 

� Started construction of the Mustang Bayou/Vicksburg Water Plant Improvements 

� Completed Construction of: Community Center & Golf Pro Shop, Tennis & Recreation Center, 10 MGD Surface 

Water Treatment Plant and Transmission Lines. 

� Updated the Utility data coverage within the Geographic Information System (GIS) database for the City’s service 

area as well as the individual MUDs. 

� Through the Houston Emergency Center, along with other municipalities and government agencies, GIS has begun 

developing databases and protocols to be used region wide in times of emergency. 

� GIS provided the Police Department with improved quantity and quality of data that enabled PD to gain the highest 

approval rating for geo-coding of records. 

� Maintained an average response time of thirty minutes to animal control calls for service. 

� Started construction of a new 2200 SF Animal Shelter facility. 

� Started operations for the new $39M, 10 MGB (million gallon per day) Surface Water Treatment Plant. 

� Completed a Utilities Planning Study with funding assistance by Texas Water Development Board in the form of a 

50% matching Research and Planning grant The study is a planning tool that provides for the implementation and 

operation of water and wastewater facilities in Missouri City within its city limits and its extra territorial jurisdiction. 


190


Paving the Way 

Rigoberto “Rigo” Calzoncin 

Street Superintendent 

His job pulls him in many different directions, but the main track Street 

Superintendent Rigoberto “Rigo” Calzoncin is concerned about is the 

forward-moving one that would advance the City and his team. 

Rigo oversees several important divisions within the city, including city 

streets, drainage systems and traffic operations, to name a few. He supervises 

a dozen men whose jobs put them on the front line each day of preserving and 

maintaining the City’s infrastructure. 

“One of the main things I like about this job is the responsibility to the 

citizens,” Rigo said, adding that he’s always had a passion for helping people. 

His employees feel the same, and Rigo is honored to supervise such 

hardworking and determined men. 

“I think of them as family,” Rigo said, adding that he spends more time with his colleagues than he does at 

home. “I try to take the guys lunch; try to make everyone feel like a big family, where everybody helps one 

another, just like a family should be.” 

The mentoring Rigo offers his team is a way for him to pay back the opportunities he has been privileged to 

have during his career. 

“I was fortunate a traffic engineer took me under his wing and mentored me,” Rigo said, explaining that he’d 

like to be that type of figure in the lives of the men he manages. 

Currently, he is working with some of his crew on the operations of the newly-opened Traffic Management 

Center (TMC)—the central location where information is fed for all traffic lights and surveillance cameras 

throughout the City. The facility was fully paid for by stimulus funds. 

Rigo takes the opportunity, whenever he can, to cross-train his team to do each job within the division. He 

thinks this is important in case someone is out and another individual needs to substitute. Personnel resources 

are scarce, and a well-rounded, versatile team is invaluable, Rigo said. Additionally, the extra training helps 

the men to grow, personally and professionally. 

Rigo is personally vested in each of his team members. To prove it, each member of the team’s name and start 

date is printed on a sign—just like the ones used to advertise street names—and hung in the lobby of the new 

Traffic Management Center. This visual gesture evokes an even stronger sense of the meaning of the word 

team, and it makes his employees feel like they are a part of something bigger. Perhaps a family—the ultimate 

sentiment Rigo wants to instill in his team. 

They are a crew that takes pride in their work, with a boss whose satisfaction comes from their success. When 

Missouri City employees are successful, so is the City. 


191



192




The Assistant City Manager provides direction to the Administration, Fleet Maintenance, Building 

Maintenance, Geographic Information Systems (GIS), Animal Control, and Streets, Drainage & Traffic 

Operations Divisions. The Department provides: maintenance of the City’s infrastructure (streets, curbs, 

sidewalks, pavement markings, signs, traffic signals, water and wastewater plants, surface water plant, 

drainage structures and channels, and public right-of-way); public works operations and maintenance; fleet 

services operations and maintenance; the Fleet Replacement Program; building services maintenance and 

operations; utility operations and maintenance management; utilities planning and development; Floodplain 

management; GIS operations and database maintenance; infrastructure community development services; 

Animal Control services that include implementing the City’s ordinances that include addressing dog bites, 

dangerous dogs and dogs running at large, working with rescue and pet adoption groups, and trapping 

domestic animals; and prepares/plans and implements the Capital Improvement Program. 


1,2,4 

• Incorporate the addition of the operation of the Vicksburg Joint Powers water plant into 

the Mustang Bayou Utility Service area. 

• Complete the construction of Capital Improvement Projects identified for funding for 

1 

Fiscal Year 2013 that will improve/maintain the quality/integrity of the city’s 

infrastructure. 

2,3 

• Identify opportunities to permit and install wayfinding signs within TxDOT and local 

rights-of-way. 

1,3,4 

• Complete the construction of the Public Safety Capital Improvement Projects identified 

for funding in the Fiscal Year 2013. 

1,3 • Complete the Pedestrian & Bike Implementation Plan. 

• Provide for ease of ingress/egress into subdivisions along the major corridors – FM 

1092, Cartwright Road, FM 2234 by using traffic signal operation techniques and 

3 

access management strategies for roadway geometric improvements, all the while 

ensuring the balance between this and mobility along the major corridors is reasonable, 

equitable and sustainable. 

4 

• Maintain and continue established joint stormwater quality program and incorporate 

into the program new urbanized areas identified by the 2012 U.S. Census. 

• Increase mobility along the major corridors by using access management techniques, 

2,3 

strategic planning for roadways in the Traffic Management Plan, as well as increasing 

safety for motorists, bicyclists and pedestrians. 

• Incorporate new water and wastewater regionalization programs into ongoing 

2,4 

cooperative discussion, planning and implementation efforts with municipal utility 

districts and into the City’s Capital Improvements Program. 

• Review existing GIS databases and applications and make improvements where 

3,4 

necessary to allow Code Enforcement and Building Inspections to improve their work 

flow, processes and procedures. 

• Provide fleet services and maintenance of the City’s fleet of vehicles, equipment, and 

3,4 

fuel island in a manner that will meet the level of service required to maintain and meet 

upcoming Federal and State requirements for the fuel island operations and the State 

Air Quality Implementation Plan. 

3,4 

• Provide an updated, code-compliant Animal Control Shelter with services that will be 

“animal friendly” and have an “exercise/fit” area for the impounded animals. 


193






Personnel 2,086,358 2,152,336 2,152,336 2,074,192 2,068,212 

Commodities 454,676 653,856 671,026 457,131 539,978 



Capital Outlay 7,346 0 0 0 0 

TOTAL 3,795,228 4,097,578 4,164,060 3,823,282 4,012,624 




Public Works Administration 1,093,012 1,094,660 1,103,671 1,061,796 1,041,001 

Streets, Drainage/Trfc Operations 2,114,561 2,365,606 2,418,877 2,144,284 2,351,677 

GIS 365,443 412,492 416,692 391,393 399,403 

Animal Control 222,212 224,820 224,820 225,809 220,543 

TOTAL 3,795,228 4,097,578 4,164,060 3,823,282 4,012,624 


194



DIVISION: PW ADMINISTRATION FUND NUMBER: 101-5040 


The Administration Division manages and oversees the Capital Improvement Program, Storm Water Program, 

performs project management, performs plan reviews for all proposed Public Improvement construction 

projects, performs development services for Economic Development, and coordinates joint project activities 

with other public entities, including drainage districts, cities, state agencies and utility districts. The 

Administration Division also provides inspections services for all public infrastructure improvements 

constructed within the City and the extraterritorial jurisdiction. Other major activities of the Division include 

project development, detailed design, and contract administration of the various City Capital and Operational 

funded projects. These projects encompass transportation, drainage, park improvements and the construction 

of public buildings and facilities, new streets, utility facilities and utilities. This Division also coordinates City 

construction and planning activities with Federal, State, and County agencies, and the franchised utilities. This 

Division investigates drainage, street, and other infrastructure problems when requested by citizens, and 

provides technical assistance to the various City Departments and commissions. 

Administrative 

Assistant 

Assistant City Engineer 

Assistant City Manager 

Utilities Coordinator 

Asst. Director of Public Works 


Projects Administrator 

Project Manager 

Construction Inspector 


195





1,3,4 

• Complete the construction of the Animal Shelter, Texas Parkway Raised Medians, 

the Thompson Ferry Road Realignment and the Eldorado Bridge Reconstruction. 

• Use the Traffic Management Plan (TMP), which forecasts needed roadway 

1,4 

improvements by growth and traffic volumes, to prioritize which corridors are in 

need of reconstruction, resurfacing, or maintenance. 

1,2 

• Complete the design of: Cangelosi Watershed Detention Improvements, Hurricane 

Lane Extension, Lexington Boulevard Extension, and Trammel-Fresno Widening. 

• Work simultaneously with supporting agencies such as Fort Bend County, TxDOT 

and H-GAC to identify funding opportunities and enter into agreements, as needed. 

1,2 • Complete the design of the Texas Parkway Intersection Improvements. 

1,3,4 

• Complete the design and 50% of the construction of Fire Station # 5 and the 

1,2 

Lexington Blvd Extension. 

• Complete the construction of the Cangelosi Watershed Detention Improvements 

Phase 2. 

2,3,4 • Complete a water and wastewater rate study for the Missouri City Utility Systems. 

1,3 

1,2,3,4 

2,3,4 

1,3,4 

• Obtain and use the FEMA hazard mitigation grant funding to facilitate the 

construction of the needed improvements to the Stafford Run Bank Stabilization 

project. 

• Present the Texas Water Development Board approved Utilities Planning Study to 

City Council for review and comment. 

• Meet with the Texas Department of Transportation to determine the acceptable 

method to ensure public safety on high volume roadways by providing guidance for 

the travelling public to more easily locate businesses due to the installation of 

medians and other traffic improvement changes within the city. 

• Complete at least one draft version of a Pedestrian and Bicycle Implementation Plan 

for use in establishing improvements to the City’s roadways, sidewalks and trail 

networks. 




Director of Public Works/City Engineer 1 1 1 1 Uncl 

Assistant Director 1 1 1 1 Uncl 

Assistant City Engineer 1 1 1 1 24 

Projects Administrator 1 1 1 1 23 

Engineering Project Manager 1 0 0 0 23 

Operational Project Manager 1 0 0 0 23 

Utilities Coordinator 1 1 1 1 22 

Project Coordinator 1 1 1 1 12 

Construction Inspector 2 2 1 1 12 


Total Full-time Employees 10 10 9 9 


196






Actual 




Estimate 


197 



� Hours per project to maintain the list of City transportation 

projects on Regional Transportation Plan. 

100% 100% 100% 175 

� Number of work orders to advance 95% of the Work Request 

solutions within 5 days 

95% 100% 95% 1,910 

� Hours to perform 95% of the traffic studies generated within 45 

days of each request 

100% 100% 100% 38 

� Hours to place CIP construction activity on MCTV and City 

homepage one week prior to start of work 

100% 100% 100% 12 

� Reports to comply with Texas Commission on Environment 

Quality (TCEQ) Standards relating to the five Water/Wastewater 

facilities owned by the City 100% 100% 100% 80 



Actual 




Estimate 



� Engineering Studies Performed 15 25 20 25 

� Capital Improvement Projects Active 45 40 40 45 

Value of projects $30M $30M $30M $25M 

� H-GAC(TIP) /County Mobility Projects Active 5 3 3 3 

Value of projects $6M $6M $6M $10M 

� Attend transportation coordination meetings with H-GAC. 30 30 30 30 

� Review, update, and republish Project Delivery Manual annually. 0.5 1 1 1 

� Citizen Requests for Engineering Services * 10 15 12 10 

� Citizen Requests for Engineering Services Completed * 10 15 12 12 

� Number of Projects Updated on Website 10 15 15 15 

� Continuing Education Courses 40 40 40 40 

� Community Enrichment & Enhancement Programs 6 4 4 4 

*Modified in FY 2011 – All other requests are routed to the appropriate Divisions




Public Works Public Works Administration 101-5040 



551 PERSONNEL 




1050 Overtime 6,500 9,500 8,510 2,499 9,500 

1110 Part Time: 20-29 Hours 6,276 0 45,000 38,353 0 





1235 Car/Clothing Allowance 0 0 0 1,500 3,600 


1245 Retirement 93,059 78,518 78,518 59,613 35,045 




878,238 868,551 868,551 832,319 807,910 


2003 Meals & Drinks 231 200 200 225 200 





2033 Postage 460 800 800 764 800 




2197 Computer Equip Rental Fees 0 6,240 6,240 6,240 4,086 

2198 Fleet Rental Fees 0 8,477 8,477 8,478 8,477 




18,387 38,165 38,165 36,656 37,002 


3009 Insurance 2,994 2,599 2,599 3,542 1,649 


3018 Contracted Engineering 32,674 30,000 31,283 29,960 55,000 


3033 Telephone 2,039 1,992 1,992 1,180 1,992 





186,717 181,749 190,760 185,933 190,164 

4005 Printing & Publications 1,126 800 800 1,577 600 







9,670 6,195 6,195 6,888 5,925 








198



DIVISION: STREETS, DRAINAGE & TRAFFIC OPERATIONS FUND NUMBER: 101-5042 


The Streets and Drainage, and Traffic Operations Division is responsible for ensuring the proper design and 

repair standards are used in the construction and maintenance of public streets, drainage facilities, pavement 

markings, signs, and all traffic signals in Missouri City. The Traffic Operations Division is responsible for 

operations of the traffic signal system, the Traffic Management Center, and performs various traffic and 

transportation studies. 

The base function of this Division is to provide preventative and regular maintenance of City owned streets, 

drainage channels, roadside ditches, bridges, pavement markings, signs and traffic signals. Routine activities 

include sidewalk repair, curb repair, pot-hole patching, pavement repairs, crack and joint sealing, street 

sweeping, mosquito spraying, roadside ditch and channel mowing. In addition, this Division provides 

construction contract administrative services in support of operational projects, and provides construction 

services in support of capital projects. The major focus is to schedule a consistent execution of activities 

designed to prolong the service life of streets and drainage facilities, and the promotion of public safety and 

mobility. There is a desire to emphasize prompt response to Work Requests by completion of a planned 

solution, as well as the Total Customer Service Process, from initial contact to corrective action to follow-up 

with customer. Frequent contact with citizens updating their individual work order status and request status in 

order to provide exemplary customer service. Scheduled in-house and outside training opportunities are 

pursued to educate employees and foster improvements in Divisional efficiency and effectiveness. 

Assistant City Manager * 

Assistant Director of Public Works* 

Street 

Superintendent 

Crew Leader Crew Leader Chief Signal Technician 

Street 

Technician II 

(3) 

Street 

Technician II 

(2) 

Signal 

Technician II 

(1) 

Street 

Technician I 

(2) 

ITS Technician 


*Assistant City Manager and Assistant Director of Public Works are included in the PW Administration 

Divisional Budget. 


199



DIVISION: STREETS, DRAINAGE AND TRAFFIC OPERATIONS FUND NUMBER: 101-5042 


4 

• Take data (Detector inputs, camera locations, camera presets, DMS message library) and 

populate the database used in the Traffic Management Center. 

3,4 • Complete the implementation of the Intelligent Transportation website. 

• Complete at least 8,000 linear feet (LF) of roadside ditch maintenance. 

1,3,4 

3,4 

1,3,4 

3,4 

• Maintain the Sidewalk program by documenting, prioritizing and scheduling a minimum 

of $150,000 of sidewalk repair each fiscal year 

• Capture real-time roadway information with our Intelligent Transportation System (ITS) 

to ensure motorists are informed of roadway delays.. 

• Maintain a Preventative Maintenance Program for Traffic Signal Operations that 

includes servicing at least 4 traffic signal locations per month. 

• Communicate clear and concise messages on the Digital Message Signs (DMS) to allow 

motorists to respond promptly to the information in accordance with the DMS Policy. 

1,3 • Complete at least 10,000 LF of crack sealing. 

3 • Use ITS as a tool to monitor traffic flows and coordinate signal timings 



Actual 




Estimate 



Street Superintendent 1 1 1 1 23 

Chief Signal Technician 1 1 1 1 13 

Intelligent Transportation System Specialist 0 0 1 1 13 

Crewleader-Streets 2 2 2 2 12 

Signal Technician II 1 1 1 1 11 

Street Technician II 6 6 5 5 10 

Street Technician I 2 2 2 2 3 



200 

Salary 

Grade



DIVISION: STREETS, DRAINAGE & TRAFFIC OPERATIONS FUND NUMBER: 101-5042 



Actual 




Estimate 


201 



� Equipment hours to sweep major thoroughfares and collector 

streets once a month. 

24 24 24 24 

� Equipment hours to sweep residential streets twice a year. 936 936 936 936 

� Hours to replace down or missing regulatory signs within 12 

hours of notification. 

5 5 5 5 

� Hours per location to replace/repair 50’ section of sidewalk 5 5 5 5 

� Hours per street name sign to manufacture and install 5 5 5 5 

� Hours per traffic signal to perform preventative maintenance 6 6 6 6 



Actual 




Estimate 



� Lane Miles of Street Maintained 

Gravel Streets 0.5 0.5 0.5 0.5 

Asphalt Streets 63 63 63 64 

Concrete Streets 573 573 573 573 

Total 636.5 636.5 636.5 636.5 

� Locations Asphalt 1 10 10 5 

Area, square foot 300 331,200 331,200 180,000 

� Locations - Concrete 25 75 75 75 

by Concrete Replacement 18 25 25 25 

Area, square foot 25,359 45,000 45,000 45,000 

by Mud Jacking 7 50 50 50 

Area, square footage 2,800 25,000 25,000 25,000 

� Sidewalk Replacement square foot 41,268 10,000 10,000 10,000 

� Sidewalk Leveling locations 1,143 1,000 1,000 1,000 

� Request for Service received 1,759 1,500 1,500 1,500 

� Request for Service completed 1,574 1,000 1,000 1,000 

� Signs replaced/installed 600 600 600 600 

� After Hours Call-outs made (Hrs.) 154 200 200 200 

� Number of calls to which traffic signals division responds 52 150 150 150 

� Amount of training hours for employees 150 150 150 150 

� Number of traffic signals maintained 45 50 50 52 

� Linear feet of pavement markings installed 126,255 50,000 50,000 50,000 

� Number of lane miles swept 1,146 1,146 1146 1146 

� Number of cycles of mosquito spraying (complete city one 

time) 37 37 37 37 

� Number of miles of right-of-ways maintained 600 600 600 600 

� Number of community service hours 12,103 12,000 11,000 12,000




Public Works Streets, Drainage & Traffic Operations 101-5042 



551 PERSONNEL 




1050 Overtime 22,294 20,000 20,000 24,438 20,000 

1110 Part Time: 20-29 Hrs. 0 0 0 0 0 




1231 Prorated Health/Dent/Visi 1,340 0 0 (620) 0 


1245 Retirement 70,370 64,129 64,129 50,352 28,950 




2001 Office Supplies 496 600 600 906 600 

2003 Meals & Drinks 219 100 100 133 100 




2025 Janitorial Supplies 855 1,500 1,500 1,132 1,300 

2027 Pesticide/Hazmat Control 387 1,000 1,000 1,000 1,000 

2031 Education, Training & Supplies (100) 200 200 61 200 

2033 Postage 95 100 100 0 100 

2035 Bldg. Mat'l & Supplies/RPR 0 250 250 0 0 

2039 Streets Materials & Supplies 32,222 52,000 52,000 47,976 52,000 

2041 Drainage Materials & Supplies 0 2,000 2,000 0 500 

2043 Traf Sign Materials-Reg/Warning 35,442 35,000 35,000 35,355 35,000 

2047 Pavement Marking Material 18,271 20,000 20,000 18,191 20,000 



2070 Grant Purchases 138,548 206,400 223,580 13,744 0 

2073 Radio Sys Indirect Costs (1,278) 806 806 0 0 






3001 Minor Equip Maint/RPR/RNT 416 3,402 3,402 1,751 2,000 

3003 Contractor Hire - Streets 21,506 25,000 25,000 25,000 25,000 

3004 Contractor Hire - Mowing 11,231 25,000 25,000 30,000 54,000 

3005 Contractor Hire - Drainage 40,000 40,000 40,000 30,104 40,000 

3006 Contractor Hire - Tree Trim 495 1,000 1,000 1,000 1,000 

3008 Contractor Hire - Mosquito Spray 50,660 55,000 55,000 54,840 55,000 

3009 Insurance 23,965 27,717 27,717 23,215 30,104 


3021 Service Agreements/Repair 0 1,000 1,000 0 0 

3027 Radio Repair/Maintenance 0 3,000 3,000 0 500 

3035 Garbage Collection 9,247 7,300 7,300 7,299 7,300 

3036 Water Utilities 2,503 1,300 1,744 3,545 282 

3037 Special Product Disposal 0 500 500 500 0 


3047 Traffic Signal Maintenance 54,802 70,000 70,000 63,867 70,000 







4011 Street Light-Installation 0 2,000 2,000 2,000 2,000 

4013 Street Light-Utilities 626,146 586,437 615,128 630,024 688,878 

4015 Traffic Signal-Utilities 21,600 28,664 35,620 25,726 26,057 




7040 Machinery and Equipment 7,346 0 0 0 0 


7042 Furniture & Equip (Office) 0 0 0 0 0 

7043 Mach & Tools, Major 0 0 0 0 0 





202



DIVISION: GEOGRAPHIC INFORMATION SYSTEMS FUND NUMBER: 101-5044 


The Geographic Information Systems Division (GIS) is responsible for the design, implementation, and 

management of GIS technology, GIS processes, and the GIS staff. 

The main function of the GIS Division is divided into four components. These components are: 

1.) Develop and manage a geographic information system to increase the City of Missouri City’s 

efficiency and ability to quickly and accurately collect, retrieve, and distribute geographically based 

information. 

2.) Develop and manage a GIS that will meet the needs of all City Departments. 

3.) Identify and manage a process to deliver GIS information to the general public and contractors. 

4.) Develop and maintain a GIS that is flexible and compatible enough to incorporate future applications, 

hardware and software. 

Total Full-Time Employees =5 

Part-Time Employees = 1 

*Assistant City Manager is included in the PW Administration Divisional Budget. 


203





1,3 • Develop a plan to retire the ArcIMS server and migrate to ArcGIS Server by March 15, 

2013. Identify information that would lend itself to creating maps to work on the new 

platform. 

4 • Review the existing databases utilized by GIS for duplications and errors and prepare 

them for integration with the ERP system. 

3,4 • Develop a plan of improvement that streamlines the plat approval process so 

information can be provided to other departments in a timely manner that maintains the 

accuracy of information shared within the ERP. 

2,3 • Develop an application to allow Water/Storm/Sewer systems to improve their 

workflow, and integrate with GIS and other city systems by March 15, 2013. 

1,3 • Develop a migration plan to move Building Inspectors to a mobile inspection solution 

for use with implementation of the ERP. 



Actual 




Estimate 



GIS Administrator 1 1 1 1 22 

GIS Specialist 1 1 1 1 13 

GIS Technician I 1 1 1 1 11 

GIS Technician II 1 1 1 1 12 

Permit Service Clerk II 1 1 1 1 9 


Part-Time Employees 1 1 1 1 


204 

Salary 

Grade





� Number of hours to complete 90% of map requests/exhibits 

within the requested time frame 

� Number of hours to update the Public Safety Map Book and 

the map library on the web site on a quarterly basis 

� Number of hours to update GIS Basemap layers within three 

weeks of receiving electronic plats 

� Number of hours to update GIS Utility layers within four 

weeks of receiving utility information 



Actual 




Estimate 


205 



98% 95% 98% 1200 

75% 75% 75% 240 

86% 95% 78% 40 

20% 40% 20% 100 


Actual 




Estimate 



� Number of traffic studies performed N/A N/A 26 30 

� Number of GIS requests completed 2,016 800 1,850 2,000 

� Updates accomplished: 

Public Safety Map Book 3 3 3 3 

Map Library 2 3 3 3 

� Number of electronic plats processed 27 25 25 25 

� Number of utility packets processed 20 20 15 20 

� Number of Cartegraph Modules implemented N/A N/A 1 1 

� Number of training classes completed 

12 15 12 15




Public Works Geographic Info Systems 101-5044 



551 PERSONNEL 




1050 Overtime 9,838 1,000 5,000 1,410 1,000 





1245 Retirement 32,614 31,463 31,463 25,287 12,978 




311,797 343,334 343,334 326,461 334,329 


2003 Meals & Drinks 0 50 50 0 0 


2021 Fuel, Oil & Lubricants 498 750 750 780 850 



2033 Postage 0 80 80 50 50 





2199 Central Garage Allocation 514 762 762 636 462 



11,803 12,902 12,892 9,814 9,992 


3009 Insurance 425 351 351 318 482 


3021 Service Agreements & Repairs 0 3,100 3,100 0 1,500 







30,373 47,056 51,266 45,925 48,882 








11,470 9,200 9,200 9,193 6,200 








206



DIVISION: ANIMAL CONTROL FUND NUMBER: 101-5048 


The City employs two full-time certified Animal Control Officers and one Animal Control Supervisor. With 

the utilization of three Animal Control trucks, animal control services coverage is provided to all areas within 

the City and special patrol to any problem areas. Animal Control Services include impounding loose dogs and 

feral cats, addressing animal bite and dangerous dog cases, placing adoptable dogs and cats, working with 

animal rescue groups, investigate animal cruelty cases, and assist in controlling certain of wildlife. 

The Division operates the animal shelter, the Adopt-a-Pet Program, works with various Rescue groups, and 

impounds animals when appropriate. The City of Stafford contracts with the City for the use and operation of 

the shelter. 

The Division furnishes Missouri City residents with various animal traps for the capture of domestic and feral 

animals. The Division provides oversight of the Animal Control Advisory panel and host three public meeting 

annually. 

All Animal Control Officers were re-certified as Animal Control Officers. The Missouri City Animal Shelter is 

a key partner and provides animals for adoption at the annual Ft Bend County’s Mega Adoption Event. 


Asst. Director of Public 

Works * 


Supervisor 


Officer (2) 


*Assistant City Manager and Assistant Director of Public Works are included in the PW Administration 

Divisional Budget. 


207





1,3,4 

• Maintain an average response time of 30 minutes to animal control calls for service at 

least 95% of the time. 

3,4 • Provide an avenue for residents to post missing pets on City’s website/MCTV. 

3 • Host an “Adopt-a-Pet” event quarterly and during one community event per year 

1,3,4 • Host three Animal Control Advisory panel meetings by May 30, 2013. 

• Develop a Volunteers program for assisting in the operations of the new Animal 

3,4 

Shelter by June 30, 2013. 

• Coordinate at least one “Career Day” opportunity with at least one area school to 

introduce Animal Control Services and pet care to the younger generations in Missouri 

3 

City by March 30, 2013. 

• Review procedures for handling dangerous dogs and dog bite cases to ensure/update 

4 

the procedures are in accordance with current City ordinance and State Law. 

• Develop new standard operating procedures and Fee Schedules for the New Animal 

3,4 

Shelter by June 30, 2013. 



Actual 




Estimate 



Animal Control Officer 2 2 2 2 7 

Animal Control Supervisor 1 1 1 1 10 



208 

Salary 

Grade






Actual 




Estimate 


209 



� Number of hours to investigate a dangerous dog case. 15 0 18 18 

� Number of hours to respond to emergency calls month. 100% 100% 100% 18.5 

� Number of hours required to maintain certifications for each 

officer 

100% 100% 100% 10 

� Number of hours to impound per animal (dog/cat/other) 33% 100% 100% 2.5 



Actual 




Estimate 



� Animal Control Calls for Service 2,742 2,900 2,900 3,000 

� Impounds 992 1,200 1,100 1,200 

� Bite Cases Reported (includes dog on dog bites) 45 35 45 45 

� Euthanasia 688 700 650 650 

� Adoptions – Adopt-a Pet 35 60 60 60 

� Adoptions – Rescue Groups 152 150 170 180 

� Dangerous Dog Cases 5 0 6 6




Public Works Animal Control 101-5048 



551 PERSONNEL 




1050 Overtime 2,939 2,000 2,000 3,621 3,000 





1245 Retirement 17,119 14,340 14,340 12,124 6,457 





2003 Meals & Drinks 0 50 50 0 0 

2005 Wearing Apparel 908 1,000 1,000 500 1,000 

2011 Firearms 0 0 0 0 0 




2033 Postage 0 25 25 0 25 

2063 Animal Control Food & Supplies 1,767 1,600 1,600 1,324 1,600 



2197 Computer Equip. Rental Fee 0 203 203 204 150 






3009 Insurance 469 302 302 1,272 332 



3035 Garbage Collection 275 800 800 0 0 








Total Other Services 449 1,330 1,330 1,130 1,300 







210


DEPARTMENTAL 


To be known as a superior municipal parks 

and recreation department with model 

facilities and excellence in customer service 

delivery in the State of Texas. 

DEPARTMENTAL 


To acquire, develop programs and 

maintain a superior parks and recreation 

systems for all members of the community. 

Parks Operations 

Parks 

and 

Recreation 

PARKS AND RECREATION 

� Parks Operations 

� Recreation 

Recreation 


211


DEPARTMENT: PARKS AND RECREATION FUNDING SOURCE: GENERAL FUND 


Parks Operations Division 

� Installed a picnic pavilion at Hunters Trail Park 

� Completed sidewalk and press box renovations at StaMo Park 

� Renovated softball fields at Community Park and hosted the Annual HS Girls Softball Tournament 

� Worked diligently throughout the drought to provide water to over 1500 trees in parks and other City properties 

� Provided assistance with tree plantings and pruning in parks, rights-of-way and City Complex and City 

properties 

� Replaced playground unit at Gammill Park 

� Completed renovations to newly acquired MacNaughton Park 

� Constructed a new jogging trail of .98 mile at Independence Park 

� Provided assistance with four Eagle Scout Projects at Community Park, Buffalo Run Park and Independence 

Park 

� Assembled new City Christmas tree and other decorations for First Annual Tree Lighting. 

� Played a vital role with logistics at seven Recreation Division Special Events 

Forestry Division 

� Planted 205 trees across six planting locations 

� Managed the task of watering over 1,500 trees during the past year drought. 

� Conducted routine pruning at four park and right-of-ways locations 

� Completed the first eight groves of the Edible Arbor Trail 

� Completed Community Roots Program volunteer tree plantings at Quail Green West and Hunters Glen Parks 

� Planted 17 Memorial Trees 

� Provided citizen education through Forestry website and presentations at five community associations 

� Provided an Arbor Day program at Southminster Elementary School 

� Helped form Missouri City Green and developed a relationship with Keep Texas Beautiful Affiliation 

� Implemented a Household Hazardous Waste & Electronics collection event and managed the associated HGAC 

grant 

� Solicited $22,880 worth of grants, donations and in-kind goods 

� Worked with Scouts and service organizations, generating 938 volunteer labor hours 

� Established the Three for Trees program with Quail Valley Golf Course 

� Managed the Missouri City Recycling Center and transition into Republic Services 

� Managed the Missouri City Tree Farms 

Recreation Division 

� Created the Recreation Roadshow – a summer in the parks camp that received attention from local newspapers 

� Partnered with Rice University to offer an adventure race for families and individuals in Buffalo Run Park 

� Participated in a state wide initiative from Texas A&M Ag-Extension (Texas Nature Challenge) to get families 

outdoors by creating the Missouri City Tree Challenge 

� Partnered with the HERE organization to provide a free Back to School Event for the community 

� Recreation Superintendent won Young Professional of the Year for the State of Texas 

� Recreation Superintendent wrote four articles for NRPA’s Parks and Recreation Magazine. 

� Partnered with Missouri City Green to provide citywide garage sale 

� Partnered with the ARC of Fort Bend Co to provide athletic league space, fitness and crafts classes for special 

needs populations 

� Partnered with Fort Bend Co. Ag-Extension to create the Missouri City 4-H club 

� Offered family, individual, youth and senior programming for Missouri City Resident as a part of July is Parks 

and Rec month 

� Added a successful tree lighting event and change the date, time and location for Snowfest. 

� Provided three trout stockings this year to the community 

� Offered a free family fishing weekend where 150 fishing poles where given out to the community 


212


Playing to Win 

Paul Wierzbicki 

Urban Forester 

A 2007 Citizen survey learned that citizens love their 

trees. A sample survey that same year put a $44 

million value on Missouri City’s 20,000 street trees. 

The City’s Urban Forester position was created the 

next year in the Parks and Recreation Department, and 

for almost five years Paul Wierzbicki (center in the 

photo with Parks crew and volunteers) has tended the 

trees at City parks and properties, certain rights of way 

and, through donations and volunteers, he has added to 

the Show Me City’s urban forest. Paul oversees all 

aspects of tree care, from planning, planting, pruning, to removals. He is also responsible for management of 

the Missouri City tree nursery and Recycling Center. 

Trees are a great asset to our City, and Paul knows that regular maintenance and attention will protect this 

asset. He also offers opportunities for residents to learn about and experience nature in places where they live, 

work and play. Based on specific parameters, Paul placed a value of $151,700 on the Freedom Tree in 

Freedom Tree Park. He reminds his citizen volunteers that trees enrich our air quality, lower storm water 

runoff and improve the mental health of residents who live around them. He has created programs that involve 

residents and businesses to assure that all citizens have a stake in keeping our City green and an attractive 

place to live. As he has little financial resources, Paul works with donations, business contributions and grants. 

Since, 2008 Paul has solicited and managed $83,420 in forestry donations and grants and $147,423 in 

recycling and solid waste reduction grants. He has built up a significant volunteer base that includes a 

dedicated group of citizens and community organizations such as the Boy & Girl Scouts, Missouri City Green, 

Habitat for Humanity, Master Gardeners, Master Naturalists, and local garden clubs, resulting in almost 3,600 

volunteer hours over the last 4 years. 

Programs initiated and managed by Paul are the Prairie Restoration Program and the Buffalo Bird Sanctuary at 

Buffalo Run Park, reforestation projects at Independence Park and Sta-Mo Park, the Right Tree Trail at 

Ridgeview Park, the Edible Arbor Trail, the Golden Tree Award, the Memorial Tree Program, the Junior 

Arborist Program, the Community Roots Project and Three for Trees. All of these programs were made 

possible by donations, grants, and parkland dedication funds, resulting in close to 1,800 new trees planted in 

City parks and properties since 2008. 

In the last several years Paul has involved residents in the visioning and implementation of tree planting in 

parks so as to resolve the conflict between natural features and recreational features before planting occurs. He 

has also worked closely with other City departments to develop tree preservation and planning guidelines to 

help preserve the existing City trees during new developments and construction projects. 

In recognition for Paul’s dedication to the quality of life in Missouri city, the Houston Galveston Area Council 

has honored Missouri City with eight awards recognizing his forestry programs that serve as models for parks 

and natural areas in the entire region. In addition, the Edible Arbor Trail received the 2011 Park Innovation 

Project of the Year from the Texas Recreation & Parks Society. Paul also received the 2011 Arborist of the 

Year award from the Houston Area Urban Forestry Council. 


213



214




The Missouri City Parks and Recreation Department (MCPARD) is comprised of three separate divisional 

operations. The Parks Operations Division is responsible for the maintenance of grounds, playground 

equipment, trail system, athletic fields, park and picnic pavilions, restrooms, lake properties, mowing contracts 

on numerous parks and right-of-ways within the city as well as all other park amenities and the various 

equipment and supplies that are critical to the integrity of our Park System. Within the Parks Division is the 

City Forester manages the Recycling Center, tree planting efforts and numerous volunteer group programs. 

The Recreation Division is responsible for planning and implementing various leisure programs and activities, 

adult and youth athletic leagues, community wide special events, and managing and permitting athletic fields, 

as well as park pavilion and auditorium rentals. The Recreation Division also operates the Tennis and 

Recreation Center. The Building Maintenance Division is responsible for maintaining all of the physical 

facilities and mechanical systems in the municipal buildings. The Division also coordinates new construction 

projects with other departments in addition to retrofitting and remodeling projects undertaken by the city. The 

Division provides technical and artistic support to the Recreation and Parks Divisions. The department also 

supports the many efforts of other municipal departments throughout the year as well as several community 

sponsored events. 


1 • To begin the process of acquiring the prestigious Tree City USA designation. 

2 • Provide oversight of construction of the new Tennis and Recreation Center along with 

all steps to successfully prepare the facility for public use. 

3 • Develop and maintain the urban forest of Missouri City and provide community 

education and environmental programs that will increase awareness of forestry issues. 

4 • To continually improve the efficiency, quality and aesthetics of the Missouri City civic 

facilities while improving internal customer service. 


215






Personnel 929,771 1,014,967 1,014,967 1,005,946 1,182,763 

Commodities 444,661 430,097 452,534 443,724 404,930 

Contractual Services 807,764 958,311 955,875 841,951 1,109,681 



TOTAL 2,191,737 2,419,130 2,443,675 2,308,382 2,719,554 




Parks 1,675,527 1,751,624 1,743,678 1,688,085 1,822,025 

Recreation 516,210 667,506 699,997 620,297 897,529 

TOTAL 2,191,737 2,419,130 2,443,675 2,308,382 2,719,554 


216



DIVISION: PARKS OPERATIONS FUND NUMBER: 101-6051 


The Parks Operations Division is responsible for the maintenance and operation of all City parks and 

recreational facilities, turf maintenance on specific raised esplanades, rights-of-way, forestry programs and 

projects, public facilities, and miscellaneous building maintenance tasks as well as other City projects as 

requested. This Division also accomplishes new construction and renovation of Park and Recreation facilities. 

The Parks Operations Division assists the Recreation Division in implementing numerous special events 

annually. The Parks Division also manages and operates the citywide Recycling Center and Tree Farms. 

Administrative Assistant 

Parks & Recreation Director 

Asst. Director of Parks & Recreation 

Parks Supervisor 

Parks Crewleader 

Forester 

Parks Caretaker III (3) Parks Caretaker II Parks Caretaker I (4) 



217





1 • To provide oversight and input in Civic Complex landscaping plan. 

1 • Acquire additional parklands in accordance with NRPA standards and as identified in the 

Missouri City Master Plan. 

1 

3 

• Provide a safe and adequate parks system for residents. 

• Develop and maintain the urban forest of Missouri City and provide community 

education regarding forestry issues. 

3 • To provide volunteers with opportunities which offer a meaningful work experience. 

3 • To conserve resources by utilizing volunteers to support and strengthen staff. 



Actual 




Estimate 



Director of Parks & Recreation 1 1 1 1 Uncl. 

Assistant Director of Parks and Recreation 1 1 1 1 24 


City Forester 1 1 1 1 21 

Park Supervisor 1 1 1 1 13 

Park Crew leader 0 0 0 0 11 

Park Caretaker III 3 3 3 3 8 

Park Caretaker II 1 1 1 1 6 

Park Caretaker I 3 3 3 3 3 



218 

Salary 

Grade




PERFORMANCE MEASURES 


Actual 




Estimate 


219 



� Provide Forestry community education presentations 5 5 5 6 

� Utilize hours of volunteer labor. N/A N/A 938 950 

� Playgrounds per 10,000 population 1.76 1.76 1.76 1.90 

� Average number of safety training hours per FTE 12 12 12 14 



Actual 




Estimate 



� Developed Park Acres 402.238 402.238 402.238 394.212 

� Undeveloped Park Acres 566.593 566.593 566.593 566.593 

� Acres of City Parkland 968.831 968.831 960.805 960.805 

� Developed Trail Acres 99.428 99.428 101.908 101.908 

� Undeveloped Trail Acres 26.372 26.372 26.372 26.372 

� Acres of City Trails 125.800 125.800 128.280 128.280 

� Total Acres Maintained 1,094.631 1,094.631 1,089.085 1,089.085 

� In-house Mowing Acres 291.420 291.420 298.486 290.420 

� Contracted Mowing Acres 297.393 297.393 337.815 339.815 

� Contracted Ditch Mowing 82.067 82.067 78.117 78.117 

� Total Mowing Acres 670.880 670.88 714.418 708.352 

� Volunteer maintenance 

Adopt-A-Spot areas 

Adopt-A-Roadway areas 

� Work Orders Completed 

(* July 2010– June 30, 2011) 

� Volunteer hours for Community Projects 

(January 2011-December 2011) 

12 

14 

1,048 

938 

12 

14 

N/A 

N/A 

12 

16 

1,500 

N/A 

12 

16 

N/A 

N/A


Activity 


Department/Division Fund Number 

Parks & Recreation Parks 101-6051 



561 PERSONNEL 




1050 Overtime 19,944 17,450 17,450 24,442 17,450 






1245 Retirement 73,813 65,370 65,370 55,232 29,616 





2003 Meals & Drinks 626 1,000 1,000 1,000 800 





2027 Pesticide/Hazmat Control 2,448 18,000 18,000 10,000 18,000 


2033 Postage 1 400 400 100 100 

2035 Bldg. Mat'l & Supplies 164 1,350 1,350 398 500 


2053 Park Materials & Supplies 67,393 80,000 70,260 80,000 65,000 

2059 Special Events 0 0 0 231 0 

2065 Recycling 1,722 9,200 9,200 3,000 1,000 

2069 Other/Miscellaneous 8,530 100 100 0 0 


2072 Donation Purchases 10,690 0 2,680 3,790 0 








3007 Contractor Hire - Parks 205,032 255,000 255,000 173,000 265,803 

3009 Insurance 10,992 12,313 12,313 10,406 28,792 





3031 Gas Lights & Water 0 0 0 0 0 

3034 Electric Utility 89,917 115,000 115,509 98,837 101,000 


3036 Water Utilities 47,528 39,000 35,017 71,825 97,375 


3043 Building Repairs 0 1,000 1,000 0 0 

3053 STA-MO Lease & Operation 52,014 67,000 59,848 72,000 92,720 




4005 Printing & Publications 346 1,000 1,000 500 500 








7040 Machinery and Equipment 0 0 0 0 0 





220



DIVISION: RECREATION FUND NUMBER: 101-6052 


The Recreation Division is responsible for developing and implementing a wide variety of family oriented and 

multi-generational activities for the Missouri City community. The Division prides itself on providing 

excellence in customer service as well as diverse, affordable programs taught by qualified staff and/or 

instructors. 

Our program offerings include: leisure programs, fitness activities, youth camps, and youth and adult athletic 

leagues. The division hosts and assists with over eight annual special events as well as grand openings, 

employee health fairs, and recreational events including; July 4 th Festival, Snowfest, Eggpolooza, Kidfish, 

Spring Clean & Green, Community Health Fair, Community Garage Sale, Dad & Daughter Dance and the 

Fall Festival at Buffalo Run Park. 

The Division coordinates the rental and usage of the Civic Auditorium, the new Tennis and Recreation Center 

with three meeting rooms, a basketball court, tennis courts as well as park pavilions, and multiple athletic 

fields. 

Recreation Specialist 

Fitness/Athletics 


Facilities 

Recreation Attendant 

Part-Time 

Recreation Clerk (4) 

Parks & Recreation Director * 

Recreation Superintendent 


Marketing/Special Events 

Part-Time 

Recreation Leaders (4) 


Part-Time Employees = 12 (varies seasonally) 

Part-Time 

Tennis Professional 

Administrative Assistant * 

Part-Time 

Rental Care Takers (3) 

*Parks Director and Administrative Assistant are included in Parks Divisional Budget 


221





3 • To increase senior programming classes that includes dance, fitness and travel 

components. 

4 • To improve our marketing of our department through social media & special events. 

4 • To continually survey our customers and user groups to better gauge customer service 

satisfaction. 

4 • To better serve the Missouri City Community by continuing to build on all existing 

programs. 

3 • To establish a strong Tennis program for all age groups. 

4 • To continue to pursue partnerships, donations and revenue sources that will provide 

other means of funding, better utilize resources and areas of expertise. 



Actual 




Estimate 



Recreation Superintendent 1 1 1 1 22 

Recreation Specialist 2 2 2 3 12 

Recreation Attendant 0 0 0 1 8 


Total Part-Time Employees 

Tennis Professional 0 0 0 1 $15/hr 

Recreation Leaders 0 0 0 4 $7.50/hr 

Recreation Clerks 0 0 0 4 $7.50/hr 

Rental Caretakers 3 3 3 3 $12/hr 


222 

Salary 

Grade






Actual 




Estimate 



� Facilities Management – No. of Rental & Use Facilities 32 32 32 36 

� Leisure Programs – No. of Classes & Camps 80 90 83 110 

� Athletics – No. of Teams – using our fields 

Adult & Youth 451 435 446 600 

� Athletic Events = Clinics/Tournaments 11 12 12 20 

� Special Events – No. of Events 

� Recreation Cost Recovery 



223 

18 

25% 


Actual 

20 

25% 



18 

30% 


Estimate 

18 

35% 



Civic Auditorium (includes “in house” uses) 

Reservations 425 400 432 450 

Participants + classes & elections in auditorium 13,925 13,500 14,000 14,500 

Old Municipal Courtroom 


Participants 1650 1,650 1650 1650 

Community Center (some leisure classes do not make, but space is reserved) 

Room 205 Reservations 100 250 120 0 

Room 210 Reservations 600 600 600 0 

Park Pavilions 

Community Park 


Participants 9,356 9,400 9,357 9560 

Ridgeview Park 


Participants 1,800 2,100 2,125 2,000 

Buffalo Run Park 


Participants 3,000 2,600 3,200 2,400 

Hunters Glen Park 


Participants (does not include special event uses) 5,200 4,650 5,256 4,700 

Leisure Program & Event Attendance (includes Center visits) 23,560 22,500 24,000 22,900 

Recreation Center Visits 28,000 27,500 29,000 28,500


Activity 


Department/Division Fund Number 

Parks & Recreation Recreation 101-6052 



561 PERSONNEL 





1050 Overtime 2,403 10,000 10,000 4,167 10,000 


1115 Temporary-Less than 20 Hours 1,672 11,000 11,000 2,821 11,000 

1120 Temporary (Seasonal) 0 0 0 0 0 






1245 Retirement 21,617 22,280 22,280 15,929 12,506 




201,126 261,992 261,992 229,174 433,879 

2001 Office Supplies 942 2,500 2,500 1,605 2,000 

2003 Meals & Drinks 11 400 400 157 200 


2021 Fuel, Oil & Lubricants 746 2,000 2,000 1,041 2,000 


2025 Janitorial Supplies 0 500 0 215 2,000 

2033 Postage 451 1,500 1,500 781 1,500 

2035 Bldg. Mat'l & Supplies 0 2,500 3,000 0 3,000 


2055 Recreational Activities 49,545 60,000 60,000 40,000 50,000 

2059 Special Events 66,995 90,100 119,597 116,577 92,000 

2061 Mayor's Youth Commission 571 2,000 2,000 1,000 2,000 



2198 Fleet Rental Fee 0 867 867 868 1,717 

2199 Central Garage Alloc. 709 1,052 1,052 503 440 



139,554 186,611 216,108 205,644 175,723 

3001 Minor Equip Maint/RPR/RNT 0 2,000 2,000 0 0 

3009 Insurance 592 489 489 445 485 


3027 Radio Repair & Maint. 0 0 0 0 0 



3066 Wellness Program 0 3,000 3,000 3,000 3,000 


Total Contractual Service 


171,865 210,178 208,628 174,278 273,677 



4009 Training & Education 1,842 3,750 8,294 6,678 6,000 

4017 Vehicle Allowance 0 250 250 238 250 



3,665 8,725 13,269 11,201 14,250 


7042 Furniture & Equipment (Office) 0 0 0 0 0 




224


DEPARTMENTAL 


To effectively and efficiently guide 

development and redevelopment activities 

to further enhance a community character 

to encourage strong neighborhoods and 

commercial vitality. 

DEPARTMENTAL MISSION STATEMENT 

To provide superior customer service 

utilizing a responsive and predictable 

decision-making process through the 

efficient use of resources. 

DEVELOPMENT SERVICES 

� Planning and Development 

� Code Enforcement 

� Inspections and Permits 

� CDBG * 

* Community Development Block Grant is included in Special Revenue Fund. 


225


DEPARTMENT: DEVELOPMENT SERVICES FUNDING SOURCE: GENERAL FUND 


� Improved the Permit process by simplifying the banner permit application process, consolidating rental 

registration payments for property owners with multiple rental properties, and provided training for the 

Permit Service Representatives to assist them in the performance of their duties. 

� Established procedures to insure accountability for Inspectors, required Inspectors to review each project 

while on-site to check all systems ready for inspection and to inform the project manager of any observed 

problems, to assist in successful completion of the project. 

� Inspectors successfully completed training to assure ability to perform inspections in required fields. 

� Hired Chief Building Official. 

� Prepared and presented amendments to the Zoning Ordinance (architectural standards; private utilities; 

signs; outside placement, storage and sales). 

� Updated the business list. 

� Conducted “Clean Restaurant Awards.” 

� Improved the successful citywide Health Inspection Scorecard Program. 

� Realigned Code Enforcement zones to utilize a single Code Enforcement Officer in the CDBG areas to 

simplify record keeping requirements for HUD reimbursement. 

� Cultivated relationship with HOA’s to support and enhance Code Enforcement efforts to preserve and 

enhance the appearance and livability of the neighborhoods. 


226


Blueprint for Success 

Travis Huff 

Interim Code Enforcement Supervisor 

To help enforce the City's code enforcement efforts, City 

Planner Travis Huff has three main priorities. 

Streamlining the process for residents to 

report code enforcement violations, a more efficient way to 

receive important information from citizens and eventually 

even the possibility of unmanned drones to help spot code 

violations tops his list. 

The Code Enforcement Division is now utilizing the new Enterprise Resource Planning software to streamline 

the process for entering data related to a property maintenance violation. 

“With the new system we will be able to perform a variety of new reports as well as the ability to integrate 

with our GIS system for more precise data analysis,” Huff added. “This will greatly aid in the ability to 

determine patterns of property maintenance delinquencies and respond to those patterns with the utmost 

quickness and efficiency. This will also streamline the process and information sharing necessary for 

successful prosecution within Municipal Court.” 

Long range plans call for the Code Enforcement Division to help citizens by using technologies that are 

currently in their infancy, according to Huff. “These range from improved satellite imagery and cameras in 

specific public areas to the potential use of unmanned aerial vehicles (UAVs) to witness violations occurring 

within a fenced backyard,” he excitedly explained. 

More down-to-earth changes Huff would like to implement are to increase the department’s ability developing 

community outreach programs for residents and Property Maintenance Companies. “The ultimate goal would 

be to create something that would be very similar to the “Citizens’ Police and Fire Academy” program, but 

focusing on property maintenance issues,” he said. "I see the division evolving by becoming more closely 

engaged with community groups to help inform them about property maintenance regulations as well as new 

and improved software programs and resources." 

According to Huff, knowing that a person’s home is their most prized and expensive investment, “I get a good 

feeling helping them to retain or grow their wealth through improvements in their investment. I try to use the 

City's resources in the most efficient and effective way possible to help residents." 

Huff has been with the City for almost four and a half years, including the past 19 months as the Interim Code 

Enforcement Supervisor. His many daily duties include meeting with the City's Code Enforcement Officers on 

a daily basis to discuss important issues and information about residents' concerns. 

"I see the division evolving by becoming more closely engaged with community groups to help inform them 

about property maintenance regulations as well as new and improved software programs and resources." 


227



228




The Development Services Department is charged with managing growth and promoting orderly development and 

redevelopment activities to ensure the safety of all citizens through the protection of life and property. Successful 

implementation of these activities retains property values, encourages commercial development and ensures the public 

health, welfare & safety of our citizens. 

The Director of Development Services, appointed by the City Manager and confirmed by City Council, is responsible for 

the oversight and direction of the three divisions: the Planning and Development Division; the Permits and Inspections 

Division; and the Code Enforcement. To assist the Director of Development Services with the day to day operations, the 

Planning and Development Division reports to the Director of Development Services. The Permits and Inspection 

Division is supervised by the Chief Building Official. The Code Enforcement Division reports directly to the Director of 

Development Services. 

The Development Services Department provides outreach to the community through attendance at Homeowner 

Association meetings, conduct of contractor luncheons, and participation in the VOCA program and other educational 

programs in the community. 

The Development Services Department is responsible for coordinating and overseeing all development activity within the 

City by developing and maintaining the City’s Comprehensive Plan and administering land use regulations (zoning and 

subdivision). This is accomplished through the plan review, permitting, and inspection of all residential and nonresidential 

construction that occurs within the City in conjunction with the enforcement of health, nuisance, and property 

maintenance, and technical codes. The Development Services Department is also responsible for administering the 

Community Development Block Grant (CDBG) program. 


1,2 • Ensure that development occurs in compliance with City ordinances designed to promote 

quality development. 

1,3,4 • Strengthen partnerships with HOA representatives to combat code violations in residential 

subdivisions through pro-active monitoring of residential properties in all neighborhoods within 

the city and to assist in the rental registration program. 

1,3,4 • Establish a community assessment to quantifiably determine indications of blight within areas 

of the City to provide enhanced enforcement activities to preserve and enhance the appearance 

of the neighborhoods. 

1,2 

1,4 

• Provide assistance through the CDBG grant program to eligible families to rehabilitate their 

property. 

• Abate sub-standard structures in accordance with the City’s Codes. 

2,3 • Assist developers, design professionals and builders by providing guidance and completing 

reviews within established guidelines. 

2,3,4 • Review and evaluate the development review process (and associated ordinances) to be 

consistent with the latest principles and practices of development; prepare and present 

amendments to the landscaping regulations within the Zoning Ordinance. 

2,3,4 • Provide full service research and process guidance to applicants performing due diligence on 

potential site development, commercial operations. 

3 

1,2,3,4 

• 

• 

Develop programs to optimize communication with the building trades. 

Increase the awareness of departmental activities and services through the continued 

development of informational clips to run on MCTV and through community involvement with 

HOAs and schools. 

3,4 

4 

2,3,4 

• 

• 

• 

Enforce the posting of the health inspection scorecard in businesses and on the City’s website. 

Provide support to assist other departments’ planning, building and information functions. 

Improve the development, plan review, permit and inspection process to provide greater 

convenience to the customers. 


229






Personnel 1,261,319 1,410,404 1,355,231 1,309,707 1,483,077 

Commodities 94,945 105,156 106,016 85,981 89,143 




TOTAL 1,738,457 1,881,648 1,882,849 1,764,823 1,861,163 




Planning 524,603 490,304 491,364 457,115 490,319 

Inspections 799,670 865,878 865,499 831,917 906,810 

Code Enforcement 414,184 525,466 525,986 475,791 464,034 

TOTAL 1,738,457 1,881,648 1,882,849 1,764,823 1,861,163 


230



DIVISION: PLANNING & DEVELOPMENT FUND NUMBER: 101-7060 


The Director of Development Services is appointed by the City Manager and confirmed by City Council and is 

responsible for the direction of the following divisions: Planning and Development, Inspections and Permits, 

and the Code Enforcement. 

The Planning and Development Division is responsible for the establishment, maintenance, and 

implementation of the comprehensive plan. Through the implementation of the plan, the Division is charged 

with creating, administering, and enforcing land use regulations including both the zoning and subdivision 

ordinances. In addition, this division provides technical assistance and coordinates the meetings of the 

Planning and Zoning Commission and the Zoning Board of Adjustment. The Planning Division processes 

applications for rezoning and subdividing property and presents analyses and recommendations to the 

Planning and Zoning Commission and City Council. 

Through the CDBG program, the City implements the basic goals of the U.S. Department of Housing and 

Urban Development, including improving safety and livability of neighborhoods, increasing access to quality 

facilities and services, revitalizing deteriorating neighborhoods, and conserving energy resources. 

The Division conducts special studies, as needed, and maintains the City’s population estimates. 

Development Services Director 

Administrative Assistant Senior Planner 



Planner II 

Planner I 

Planner I 


231





1,2,3,4 • Maintain an updated comprehensive plan, zoning ordinance and map, subdivision 

ordinance, and land use plan. 

1,2,4 • Facilitate pre-development meetings to assist developers and design professionals in 

understanding the land use plans and regulations that might affect the proposed project. 

1,2 • Provide prompt response to inquires about developments and complete building and 

architectural reviews within the ten business day review period. 

2,3,4 • Prepare and present amendments to the Zoning Ordinance relating to landscaping, 

manufactured housing, notice provisions, and redevelopment standards for Texas 

Parkway/Cartwright Road. 

1,3,4 • Continue community education efforts by conducting planning workshops with local 

schools, civic and HOA organizations. 

3,4 • Ensure that the division performs activities (processing and review of plat and zoning 

applications and project noticing) according to legally published schedules. 

4 • Provide training for staff to attain or maintain required certifications. 

3,4 • Establish a divisional procedure manual. 



Actual 




Estimate 



Director of Development Services 1 1 1 1 Uncl. 

Senior Planner 0 0 1 1 22 

Planner II 1 1 1 1 13 

Planner I 2 2 1 1 12 



Part-Time Planning Interns 1 1 1 1 $12/hr 


232 

Salary 

Grade






Actual 




Estimate 



� Meet with developers, etc., within 72 hrs. from the date of request. 100% 100% 100% 100% 

� Perform/coordinate initial architectural plan reviews, provide 

comprehensive initial comments within 5 days, & subsequent 

comments within 2 days. 90% 90% 80% 90% 

� Perform/coordinate building permit plan reviews, provide 

comprehensive initial comments within 10 days, and subsequent 

comments within 5 days. 90% 90% 80% 90% 

� Perform requested zoning inspections within 1 day from date of 

request if desired. 90% 90% 80% 90% 



Actual 


Budget Estimate 



� Zoning District Map Amendments: General 1 1 3 2 

Planned Developments 4 5 5 5 

Specific Use Permits 6 3 5 3 

� Zoning Ordinance Text Amendments 4 10 3 3 

� Zoning Variance Requests 0 0 1 0 

� Subdivision Ordinance Text Amendments 0 2 1 1 

� Subdivision Variance Requests 0 0 0 0 

� Conceptual Plan Reviews 5 4 3 4 

� Preliminary Plat Reviews 23 25 25 20 

� Final Plat Reviews 29 30 20 30 

� Amending Plats/Replats 16 6 10 6 

� Plat Extensions 3 3 7 3 

� Park Land Dedication Proposals considered by P&Z 1 2 1 2 

� Architectural Design & Building Permit Reviews 150 175 139 175 

� City Limits/ETJ Revisions 1 1 1 0 

� Major Plan Adoptions/Revisions 0 0 0 0 

� DAs & SPAs & Amendments 0 1 1 1 

� Zoning/ Architectural Design/ Weekly Field Inspections 65 60 60 60 

� Pre-Development Meetings 68 80 45 80 

� CDBG Plans N/A N/A 2 1 

� Tax Abatement Zones N/A N/A 2 2 

� TIRZ Amendments N/A N/A 1 1 


233




Development Services Planning 101-7060 



571 PERSONNEL 



1015 Additional Compensation 599 720 720 515 1,488 


1050 Overtime 3,326 4,000 4,000 583 2,500 

1110 Part-Time: 20-29 Hours 850 17,375 17,375 0 17,375 






1245 Retirement 30,958 33,156 33,156 24,969 15,740 




287,324 385,822 356,669 328,490 388,276 


2003 Meals & Drinks 469 700 700 613 700 


2021 Fuel Oil & Lubricants 324 2,000 2,000 590 1,000 

2023 Minor Tools & Equipment 1,178 1,600 2,660 1,600 750 

2031 Educ. Training & Supplies 0 2,000 2,000 0 1,300 

2033 Postage 1,797 1,300 1,300 1,873 1,300 


2069 Other/Miscellaneous 39,185 0 37 0 0 




2199 Central Garage Alloc 403 598 598 300 278 



46,992 18,752 19,812 14,552 14,652 


3009 Insurance 21,973 1,878 1,878 1,690 1,947 


3021 Spec. Agreements & Repair 0 450 450 0 0 



3033 Telephone 0 0 0 0 0 





181,678 75,787 104,940 103,503 77,691 







8,609 9,943 9,943 10,570 9,700 

7041 Equipment - Computer 0 0 0 0 

7042 Furn & Equipment (Office) 0 0 0 0 

7045 Motor Vehicles 0 0 0 0 




234



DIVISION: INSPECTIONS & PERMITS FUND NUMBER: 101-7061 


The Chief Building Official reports to the Director of Development Services and directly supervises the 

Inspections and Permits Division. The Building Official offers support in all aspects of division 

responsibilities. The Division reviews all construction plans, and issues all building, plumbing, electrical, 

mechanical, health and other major construction permits. Prior to issuing permits, Division staff ensures that 

all contractors doing work in Missouri City are licensed and / or registered locally or by the State of Texas. 

The Division is also responsible for providing information to the general public regarding building setbacks, 

building code requirements, and business occupancy requirements. The Division’s Commercial Plans 

Examiner coordinates review of all commercial plans through the Planning, Fire, and Public Works 

departments to ensure all private developers of a thorough review of their projects. The Building Official is 

also designated to assist the City Flood Plain Administrator. 

The Health Inspector protects the health and safety of the public through enforcement of state and local health 

codes, and by inspecting all food establishments to assure proper handling, storage, and preparation of food 

being offered for consumption. The inspector reviews the plans for all new food establishments, performs preopening 

inspections of all new food establishments, and facilitates food protection management training for all 

food establishments. 



*Development Services Director is included in Planning & Development Divisional Budget. 


235





2,3,4 • Continue to develop an in-house training program for the new building codes 

3,4 • Continue to prepare at least 30% of the backlog of documents and plans for scanning. 

3,4 • Ensure all relevant certifications and licenses are current for all inspection staff. 

3,4 • Maintain and update the Division’s Procedure Manual by March 30, 2013. 

3,4 • Perform 95% of the scheduled inspections within 8 hours after receiving the recorded 

inspection request. 

3, 4 • Implement at least one new process/procedure for electronic plan reviews that will 

increase the plan review process efficiency. 

3,4 • Ensure Certificates of Occupancy are issued with all relevant approvals 100% of the 

time. 

• Institute training to qualify Building Inspectors to provide Fire Code plan review and 

inspections, thereby centralizing the plan review and inspection functions in 

Development Services. 

• Establish a “One Stop Shop” for the entire plan review and inspection process. 

3,4 • Produce and publish the Inspector / Builder newsletter / Technical Report 3, once a 

quarter. 

• Provide builder luncheon training programs for contractors that work or conduct 

business in Missouri City. 

4 • Perform commercial plan reviews within 10 working days, 95% of the time. 

1,4 • Abate sub-standard structures in accordance with the City’s Codes. 

3 • Increase the number of restaurants who receive the semi-annual clean restaurant award 

by 5%. 



Actual 




Estimate 



Building Official 1 1 1 1 23 

Deputy Building Official 1 1 1 1 22 

Commercial Plans Examiner 1 0 0 0 14 

Inspector III 3 3 3 3 13 

Inspector II 2 1 1 1 12 

Inspector I (Health) 0 0 1 1 10 

Permit Service Representative II 2 1 1 1 09 

Permit Service Representative I 4 3 4 4 06 


Part-Time Employee (Data Entry) 1 1 1 1 $8/hr. 


236 

Salary 

Grade




� Same day inspections for requests before 7 am. 


� Review commercial projects within working ten days 

� Review Residential projects within five working days 

� Additional cross-discipline Inspector Certifications 

� Health inspections on food establishments two times/year* 

� Commercial plan review for all new food establishments* 

� Pre-opening inspection of all new food establishments* 



Actual 




Estimate 



100% 100% 100% 100% 

95% 95% 95% 95% 

95% 95% 95% 95% 

2 4 3 4 

100% 100% 75% 100% 

100% 100% 100% 100% 

100% 100% 100% 100% 


Actual 




Estimate 



� Building Permits 1,719 1,072 1,500 1,500 

� Air Condition Permits 462 272 450 450 

� Plumbing permits 580 404 550 550 

� Electrical permits 181 166 200 200 

� Pool permits 91 45 55 55 

� Sign permits 237 158 175 175 

� Fire permits 241 139 185 185 

� MCI permits 83 62 75 75 

� Change of occupant 105 92 110 110 

� Contractor Registrations 1,190 807 825 825 

� Certificate of occupancy issued 442 311 350 350 

� Inspections Performed 8,558 5,787 8,500 8,500 

� Commercial plans reviewed 145 108 120 120 

� Residential plans reviewed 448 350 350 350 

� Housing permit / Housing and Electrical Releases * 1,609 1,600 0 0 

� Health permits* 230 240 250 260 

� Health inspections performed* 400 440 460 480 

* New duty picked up by Inspections and Permits Division, previously conducted by Code Enforcement Inspectors. 


237




Development Services Inspections and Permits 101-7061 



571 PERSONNEL 



1030 Compensated Absences 7,311 0 1,236 5,236 0 

1050 Overtime 9,932 14,000 12,764 14,000 14,000 

1110 Part-Time: 20-29 Hours 7,568 10,000 10,000 0 10,000 



1230 Hosp, Life, Dental Insurance 76,463 97,284 96,291 94,552 118,552 



1245 Retirement 64,422 56,624 56,624 45,590 29,326 




628,363 659,708 659,188 652,791 725,313 


2003 Meals & Drinks 0 1,000 1,000 0 100 





2033 Postage 5,311 4,700 4,700 4,447 4,700 

2035 Bldg. Mat'l/Supplies & Rpr 0 0 0 0 0 






2199 Central Garage Alloc 6,007 7,828 7,828 5,838 3,530 



29,716 55,039 55,039 42,848 39,153 


3009 Insurance 1,579 1,107 1,107 1,017 743 




3033 Telephone 2,047 2,640 2,640 1,378 2,640 



3061 Sub-Standard Structures 0 1,500 1,600 700 1,500 




135,316 139,531 139,631 124,536 130,244 

4005 Printing & Publications 1,538 500 541 522 1,000 






6,275 11,600 11,641 11,742 12,100 







238



DIVISION: CODE ENFORCEMENT FUND NUMBER: 101-7062 


The Director of Development Services directly supervises the Code Enforcement Division. The Code 

Enforcement Division provides information to the public, responds to public requests for assistance, identifies 

and seeks corrections of code violations, and implements the Community Development Block Grant Program 

(CDBG). 

Inspectors in the Code Enforcement Division enforce the zoning, nuisance, and housing codes, review sign 

plans and inspect sign construction. They work closely with residential and commercial Home Owner’s 

Associations and Property Owner’s Associations to supplement the efforts of those organizations to achieve 

quality maintenance standards for residential and commercial properties. In addition, the Code Enforcement 

Division allots a portion of their time to implementation and inspection of the CDBG program’s projects. 


*Director of Development Services is included in the Planning and Development Divisional Budget. 


239





1 

1 

1 & 3 

1 & 3 

4 

4 

• Create and maintain partnerships with HOA representatives to combat code violations 

in residential subdivisions through pro-active monitoring of residential properties in all 

neighborhoods within the city. 

• Create a database and establish a baseline of property conditions within the City and 

utilize the information to provide increased enforcement activity to prevent the 

deterioration of the condition of properties. 

• Monitor commercial properties to encourage preventative maintenance and avoid the 

deterioration of the appearance of the commercial properties. 

• Increase the awareness of Code Enforcement activities to the community through four 

new informational clips to run on MCTV. 

• Provide employees with opportunities to obtain applicable professional certifications. 

• Establish a divisional procedure manual. 



Actual 




Estimate 



Code Enforcement Supervisor 0 1 1 1 22 

Inspector III 1 1 1 1 13 

Inspector II 1 2 2 2 12 

Health Inspector I 1 1 0 0 10 

Inspector I 1 1 2 2 10 

Inspector I (Health) 1 1 0 0 10 



240 

Salary 

Grade






Actual 




Estimate 



� Same day inspections for request before 7 am. 95% 97% 97% 97% 

� Housing inspections conducted within 24 hours of request 95% 98% 98% 98% 

� Investigation of code complaints within 24 hours 94% 97% 97% 98% 

� Report on code violations upon resolution of problem 96% 97% 97% 98% 

� Review of commercial sign plans within three to five days 97% 97% 98% 98% 

� Inspection of installation of new commercial signs 97% 99% 99% 99% 

HOA meetings N/A N/A 40 40 

Response to HOA lists of potential violations N/A N/A 360 hrs 360 hrs 



Actual 




Estimate 



� Code Enforcement actions 11,248 22,000 18,000 18,500 

� Commercial Sign Plan Reviews 211 180 220 225 

� Commercial Sign Inspections 

� Residential Rental Inspections 

� Residential Rental Permits 


241 

105 

205 

2,018 

125 

1,800 

1,800 

115 

600 

1,950 

120 

650 

2,000




Development Services Code Enforcement 101-7062 



571 PERSONNEL 




1050 Overtime 2,018 5,000 5,000 2,277 2,500 






1245 Retirement 36,083 32,372 32,372 23,721 15,321 

1250 Workers Compensation 875 982 982 833 1,290 



345,632 364,874 339,374 328,426 369,488 


2003 Meals & Drinks 0 600 600 0 0 

2005 Wearing Apparel 546 3,000 3,000 1,141 4,000 


2023 Minor Tools & Equipment 311 1,400 1,400 756 1,000 


2033 Postage 464 600 600 405 500 





2199 Central Garage Alloc 5,801 8,247 8,247 5,613 5,163 



18,237 31,365 31,165 28,581 35,338 


3009 Insurance 926 561 561 698 1,116 

3017 Special Services & Legal 5,880 0 26,220 720 1,650 

3021 Service Agreements/RPR 0 0 0 0 0 


3033 Telephone 1,940 2,640 2,640 2,443 2,664 



3061 Sub-Standard Structures 4,232 20,000 20,000 15,000 15,000 




49,192 123,727 149,947 116,568 55,508 

4005 Printing & Publications 137 2,500 2,500 553 700 


4009 Training & Education 774 2,500 2,438 1,251 2,500 




1,123 5,500 5,500 2,216 3,700 







242


Section VI 


PURPOSE AND KEY REVENUE ASSUMPTIONS AND TRENDS 

Special revenue funds are used to account for specific revenues that are either legally restricted to expenditures for a 

particular purpose or need to separately be accounted for. 

Park Land Dedication Fund. In order to provide neighborhood parks, the Parkland Dedication ordinance calls for 

integrating this requirement into the planning and development of subdivisions. Whenever a final plat is filed with 

the County, such plat shall contain a clear fee simple dedication of an area of land for park purposes, which shall 

equal one acre for each 100 proposed dwelling units. The required dedication may also be met by a payment in lieu 

of land, the pledge of security guaranteeing the future dedication of park land or the provision of private 

neighborhood park land when permitted or required by other provision of the subdivision ordinance. The Park Land 

Dedication Fund was established for deposit of all sums paid in lieu of land dedication. The City is divided into 

thirteen park zones, and the funds are accounted for by park zone. Revenue is recognized when received as 

determined by the planning department during the planning process. Expenditures are made within the same park 

zone for which funds are received as the accumulation allows a project to be completed. 

Narcotics Fund. This fund is used to account for funds received yearly from the United States Department of 

Justice through the State and seizure monies. Monies are also received periodically from the Fort Bend County 

Task Force, Narcotics Seizure Fund, as a result of final conviction of offenders. Revenue is recognized only as 

checks are distributed to the various governmental agencies by the Task Force. The funds are utilized exclusively to 

purchase police equipment. 

Radio Communications Fund. This fund was established by an internal agreement between the City of Sugar 

Land and Missouri City with Sugar Land reimbursing the City for one half of the radio system tower site located at 

the Missouri City Public Safety Headquarters. The Cities agreed that the City should operate the 800 MHz trunked 

radio tower system and provide an operator who will provide radio-programming services and maintain the system 

for the use of both Cities. Revenue is received from both governmental and private users by contract. Revenue is 

recognized when due per the contract with Sugar Land and Missouri City providing one half of the operating and 

maintenance costs after deducting revenue received from other users. 

Municipal Court Building Security/Technology/Juvenile Case Funds. These funds are utilized to account for 

the state mandated court fees to be used for Municipal Court building security, the furthering of Municipal Court 

technology, and supplementing expenses for the Juvenile Case Manager. Fees are collected on all convictions and 

set aside to improve building security, enhance the information technology of the City’s Municipal Court Division 

and assist in paying the salary of the Juvenile Case Manager. 

Community Development Block Grant Funds. The City receives a grant from the U.S. Department of Housing 

and Urban Development (HUD) yearly to improve the safety and livability of our citizens, and funds are reimbursed 

monthly from the HUD. 

MCTV Facilities/Equipment Fund. This fund is used to account for Public, Educational, and Governmental 

Access (PEG) fees collected from cable TV subscribers. The funds are to be used solely for technology, furniture 

and equipment related to the City’s cable TV station programming. 

Missouri City Development Authority Fund. The Development Authority was organized for the purpose of 

aiding, assisting and acting on behalf of the City in the performance of its governmental functions to promote 

common good and general welfare of the areas included in the City’s Public Improvement Districts (PIDs) and Tax 

Increment Reinvestment Zones (TIRZs) to promote, develop, encourage and maintain housing, educational 

facilities, employment, commerce and economic development in the City. The Development Authority is governed 


243


by a board comprised of all members of the City’s governing body (City Council). This fund accounts for the 

administrative costs associated with the Development Authority and their reimbursement by the various PIDs and 

TIRZs. 

Tax Increment Reinvestment Zones (TIRZs). TIRZ #1 (Fifth Street area), TIRZ #2 (Vicksburg area) and TIRZ 

#3 (South Hwy 6) provide for the design and construction of required infrastructure and other project costs in order 

to facilitate the development of new residential and commercial properties where necessary infrastructure is absent 

and where development would not otherwise occur; for example, where major drainage improvements are 

necessary. These zones are used to assist the City to promote and affect long-term comprehensive urban design and 

land planning. They are also being used to improve the quality of growth and development in blighted areas where 

substandard infrastructure and housing accommodations constitute an economic and social liability and a menace to 

public health, safety, and welfare. The presence of substandard, deteriorated and deteriorating structures, 

predominance of defective and inadequate sidewalk and street layouts, unsanitary and unsafe conditions, and 

defective and complicated conditions or title substantially arrests the sound growth of those areas of the City and 

constitutes a burden and threat to healthier areas of the City. These funds will be initially financed by the 

developers in the area who will be reimbursed by the incremental taxes paid on the increased property values in 

future years. 

Public Improvements Districts (PIDs). PIDs provide an alternative to the creation of Municipal Utility Districts 

(MUDs) in order to finance infrastructure for new development. PID project costs are paid by a property owner 

assessment. Bonds may be issued with the assessment. The City has adopted a policy requiring the use of PIDs to 

finance infrastructure for new development. 

Hotel Occupancy Tax Fund. This fund was created to account for the collection of remittances by the city’s 

first hotel in December 2012. It will account for any additional hotels and correspondingly account for any 

approved expenditures. Expenditures are governed by state law and approved by the city council. 


244


Parkland Dedication 

Narcotics 

Radio Communication 

Munc Ct. Secutiy/Tech. 

Community Dev Block Grants 

MCTV Facilities/Equipment 

Development Authority 

TIRZ #1 

TIRZ #2 

TIRZ #3 

PID #2 

PID #4 

Hotel Occupancy Tax 

Parkland Dedication 

Narcotics Fund 

Radio Communication 

Munc Ct Security/Info Tech 

Community Dev Block Grants 

MCTV Facilities/Equipment 

Development Authority 

TIRZ #1 

TIRZ #2 

TIRZ #3 

PID #2 

PID #4 

Hotel Occupancy Tax 


$4,773,810 

0.42% 

0.01% 

4.00% 

1.13% 

2.95% 

2.09% 

0.80% 

10.55% 

7.83% 

12.63% 


$3,907,061 

0.00% 

4.16% 

2.56% 

4.51% 

1.86% 

1.81% 

2.56% 

1.23% 

9.00% 

10.40% 

17.53% 

15.43% 

24.82% 

13.91% 

17.33% 

16.47% 


245




MUNC. CT. 

BLDG SEC/ MCTV 

PARKLAND NARCOTICS RADIO INFO TECH/ FACILITIES/ 

DED. SEIZURE COMM. JUV CASE CDBG EQUILMENT 

DESCRIPTION 

REVENUES: 

FUND FUNDS FUND FUNDS FUNDS FUND 


Munc Ct Building Security Fees 0 0 0 15,000 0 0 

Munc Ct Technology Fees 0 0 0 35,000 0 0 

Munc Ct Juvenille Case Fees 0 0 0 0 0 0 

TOTAL FINES & FORFEITURES 


0 0 0 50,000 0 0 

Grants 0 0 0 0 602,802 0 

User Fees 0 0 0 0 0 0 

Taxes 0 0 0 0 0 0 

Drug Forfeitures 0 0 0 0 0 0 

Sugar Land/Mo City Reimbursements 0 0 0 0 0 0 

City of Houston Radio License 0 0 14,280 0 0 0 



0 0 48,024 0 0 0 

REVENUES 0 0 62,304 0 602,802 0 


Interest Earnings 20,000 500 1,000 4,000 0 1,000 

Cable/Video In-Kind Fees 0 0 0 0 0 140,000 

Contributions from Developers 0 0 0 0 0 0 

Payments in Lieu of Parkland 0 0 0 0 0 0 

O&M Reserve Inc/(Dec) 0 0 0 0 0 0 

ATC Reimbursement 0 0 127,380 0 0 0 

Hotel Occupance Tax 0 0 0 0 0 0 

TOTAL OTHER REVENUES 20,000 500 128,380 4,000 0 141,000 



20,000 500 190,684 54,000 602,802 141,000 

Proceeds from the Sale of Debt 0 0 0 0 0 0 


Transfer from General Fund-Taxes 0 0 0 0 0 0 

Transfer from Debt Service-Taxes 0 0 0 0 0 0 







Transfer from METRO Fund 0 0 0 0 0 0 

TOTAL REVENUES & RESOURCES 20,000 500 190,684 54,000 602,802 141,000 

EXPENDITURES 

Personnel 0 0 94,440 4,851 134,720 0 

Commodities 0 0 3,625 63,001 0 18,479 

Contractual Services 0 0 74,763 0 172,200 32,400 

Other Services 0 0 3,200 5,000 0 0 

Debt Service 0 0 0 0 0 0 

Capital Outlay 162,513 100,000 0 0 295,882 20,000 



Transfer to General Fund 0 0 0 0 0 0 

Transfer to Development Authority 0 0 0 0 0 0 

CONTINGENCY 


0 0 0 0 0 0 

EXPENDITURES 162,513 100,000 176,028 72,852 602,802 70,879 

DESIGNATED O&M RESERVE 0 0 0 0 0 0 

REVENUES OVER/(UNDER) EXPENDITURES (142,513) (99,500) 14,656 (18,852) 0 70,121 

BEGINNING FUND BALANCE JULY 1 948,930 299,627 26,239 327,734 6,994 154,602 

ENDING FUND BALANCE JUNE 30 806,417 200,127 40,895 308,882 6,994 224,723 


246




DEVELOP- TIRZ #1 TIRZ #2 PID #2 HOTEL 

MENT (FIFTH (VICKS- TIRZ #3 (VICKS- OCCUPANCY 

AUTHORITY STREET) BURG) (SIENNA) BURG) PID #4 TAX 

FUND FUND FUND FUND FUND FUND FUND TOTALS 

0 0 0 0 0 0 0 15,000 

0 0 0 0 0 0 0 35,000 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 50,000 

0 0 0 0 0 0 0 602,802 

0 0 0 0 483,684 372,672 0 856,356 

0 719,607 1,154,642 816,815 0 0 0 2,691,064 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 14,280 

0 0 0 0 0 0 0 48,024 

0 719,607 1,154,642 816,815 483,684 372,672 0 4,212,526 

0 8,000 30,000 20,000 20,000 1,000 0 105,500 

0 0 0 0 0 0 0 140,000 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 127,380 

0 0 0 0 0 0 38,404 38,404 

0 8,000 30,000 20,000 20,000 1,000 38,404 411,284 

0 727,607 1,184,642 836,815 503,684 373,672 38,404 4,673,810 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

20,000 0 0 0 0 0 0 20,000 

20,000 0 0 0 0 0 0 20,000 

20,000 0 0 0 0 0 0 20,000 

20,000 0 0 0 0 0 0 20,000 

20,000 0 0 0 0 0 0 20,000 

0 0 0 0 0 0 0 0 

0 0 0 0 0 0 0 0 

100,000 727,607 1,184,642 836,815 503,684 373,672 38,404 4,773,810 

0 0 0 0 0 0 0 234,011 

0 0 0 0 0 0 0 85,105 

0 1,855 0 0 0 500 0 281,718 

0 0 500 0 500 0 0 9,200 

0 500,380 622,445 0 331,075 385,899 0 1,839,799 

0 0 0 609,078 0 0 0 1,187,473 

0 502,235 622,945 609,078 331,575 386,399 0 3,637,306 

100,000 21,380 34,094 14,282 0 0 0 169,755 

0 20,000 20,000 20,000 20,000 20,000 0 100,000 

0 0 0 0 0 0 0 0 

100,000 543,615 677,039 643,360 351,575 406,399 0 3,907,061 

0 0 0 0 0 0 0 0 

0 183,992 507,603 193,456 152,109 (32,727) 38,404 866,749 

0 527,954 3,372,166 1,097,893 1,165,627 152,541 19,735 8,100,042 

0 711,945 3,879,769 1,291,349 1,317,736 119,814 58,139 8,966,791 


247


REVENUES: 

SPECIAL REVENUE FUNDS SUMMARY BY FUND BY YEAR 


FY2011 FY2012 FY2012 FY2012 FY2013 



Munc Ct Building Security Fees 22,125 22,500 22,500 26,424 15,000 

Munc Ct Technology Fees 29,398 30,000 30,000 36,465 35,000 

Munc Ct Juvenille Case Fees 35,086 35,000 35,000 35,098 0 

TOTAL FINES & FORFEITURES 86,609 87,500 87,500 97,987 50,000 


Grants 287,174 559,296 559,296 815,338 602,802 

User Fees 721,736 840,387 840,387 859,960 856,356 

Taxes 2,608,178 2,758,907 2,758,907 2,602,927 2,691,064 

Drug Forfeitures 87,552 

- 

- 

236,969 

- 

Sugar Land/Mo City Reimbursements (31,878) (25,243) (25,243) 0 0 

City of Houston Radio License 10,000 12,200 12,200 11,200 14,280 



35,496 35,496 35,496 38,976 48,024 

REVENUES 


3,718,258 4,181,043 4,181,043 4,565,370 4,212,526 

Interest Earnings 26,467 

89,800 

89,800 

130,659 

105,500 

Cable/Video In-kind Fees 140,156 

140,000 

140,000 

140,000 

140,000 

Sale of Salvage - 

- 

- 

- 

- 

Insurance Reimbursements - 

- 

- 

- 

- 

Contributions from Developers - 

- 

- 

- 

- 

Payments in Lieu of Parkland 134,850 

- 

- 

33,988 - 

Other Miscellaneous 12 

- 

- 

0 - 

ATC Reimbursement 117,219 121,033 121,033 121,130 127,380 

Hotel Occupancy Tax - 

- 

- 

19,735 38,404 

TOTAL OTHER REVENUES 418,704 

TOTAL REVENUES 4,223,571 


248 

350,833 

4,619,376 

350,833 

4,619,376 

445,512 

5,108,869 

411,284 

4,673,810 


Proceeds - Sale of Debt 7,895,000 0 0 0 0 

C. O. Premium 44,485 0 0 0 0 


- 

- 

- 

- 







EXPENDITURES 

Personnel 90,160 186,301 281,021 170,695 234,011 

Commodities 27,637 46,985 104,705 115,170 85,105 

Contractual Services 293,838 

257,814 

280,809 

448,413 

281,718 


Debt Service 1,629,842 1,225,992 1,225,992 1,742,009 1,839,799 

Capital Outlay 10,320,857 1,111,047 1,334,489 1,799,101 1,187,473 




205,906 

205,906 

203,236 

169,756 

Transfer to Development Authority 100,000 

100,000 

100,000 

100,000 

100,000 

CONTINGENCY 


0 0 0 0 0 

EXPENDITURES 12,806,067 3,140,745 3,539,622 4,585,134 3,907,062 

REVENUES OVER/(UNDER) EXPENDITURE (543,011) 

1,578,631 

1,179,754 

623,735 

866,748 


ENDING FUND BALANCE JUNE 30 7,476,306 9,629,088 8,656,060 8,100,041 8,966,791


DEPARTMENT: PARKS AND RECREATION 

DIVISION: PARKLAND DEDICATION 

FUNDING SOURCE: PARKLAND DEDICATION FUND 

FUND NUMBER: 201-0000 

ORGANIZATIONAL MISSION STATEMENT 

To provide superior customer service to all members of the community. 


In order to provide neighborhood parks within convenient locations to its users, the City was divided into 13 

park zones. Developers may dedicate parkland during final plat or may make cash payments in lieu of 

parkland dedication to the City for purchase of parkland parks in or near the area of development. The City 

may also provide park equipment for existing parks within the 13 park zones. 

Whenever funds are sufficient to purchase land or equipment, the Park Board makes recommendations to the 

City Council for proposed expenditures. 

Revenue Assumptions 

Revenue is recognized during the platting process when developers determine whether to dedicate land for a 

park or to provide funds in lieu of parkland dedication. The City records the payment to the applicable park 

zone. 


249


CHANGES IN FUND EQUITY 

SUMMARY OF REVENUES, EXPENDITURES AND 

PARK LAND DEDICATION FUND 


0100 Interest Earnings - 14,000 

5100 Parkland Zone 1 68,238 

- 

5200 Parkland Zone 2 68,426 - 




5600 Parkland Zone 6 591,601 - 

5700 Parkland Zone 7 185,012 - 

5800 Parkland Zone 8 357,798 - 

5900 Parkland Zone 9 592 - 

6000 Parkland Zone 10 236,305 - 


- 

6200 Parkland Zone 12 190,811 - 

6300 Parkland Zone 13 566 

- 

FUND 201 

PRIOR YRS FY 2012 FY 2012 ESTIMATED BUDGET 

6/30/2011 Orig Budget Budget FY 2012 FY 2013 

14,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

1,277 

1,788 

10,006 

167 

756 

1,654 

2,484 

4,584 

15 

6,174 

83 

4,985 

15 

20,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

TOTAL REVENUES 1,874,959 14,000 14,000 33,988 20,000 

TOTAL REVENUES & 

RESOURCES 1,874,959 14,000 14,000 33,988 20,000 

EXPENDITURES 

ZONE 

BALANCE 

0100 Parkland Zone 1 7,695 59,285 

0200 Parkland Zone 2 - 

- 


- 

0400 Parkland Zone 4 29,397 4,000 


- 

0600 Parkland Zone 6 294,679 297,892 

0700 Parkland Zone 7 89,926 45,000 

0800 Parkland Zone 8 182,331 - 


- 


- 


- 


- 


- 

59,285 

- 

- 

4,000 

- 

300,832 

45,000 

- 

- 

- 

- 

- 

- 

61,820 

- 

- 

- 

- 

233,633 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

64,943 

97,570 

- 

- 

- 

- 

- 

- 

0 

70,214 

57,174 

6,569 

29,679 

(0) 

0 

180,051 

607 

242,479 

3,267 

195,796 

581 


REVENUES OVER/(UNDER) EXPENDITURES 1,210,395 (392,177) (395,117) (261,465) (142,513) 

BEGINNING BALANCE JULY 1 1,151,997 1,228,450 1,210,395 1,210,395 948,930 

ENDING BALANCE JUNE 30 1,210,395 836,273 815,278 948,930 806,417 


250


DEPARTMENT: POLICE DEPARTMENT 

DIVISION: NARCOTICS 

FUNDING SOURCE: NARCOTICS FUNDS 

FUND NUMBER: 205 


To provide superior customer service to all members of the community. 


The Omnibus Appropriations Act of 1998 (Public Law 105-119) allowed the U.S. Department of Justice to 

make grants to cities for law enforcement hiring, overtime, equipment, enhancing security, drug courts, multijurisdictional 

task forces, crime prevention, and insurances. 

Monies are distributed periodically from the Fort Bend County Task Force, narcotics seizure fund, as a result 

of final conviction of offenders by the State or Federal Governments. 


251






NARCOTICS FUND 



1500 State Seizures 87,552 0 0 219,864 0 

1600 Federal Seizures 0 0 0 17,105 0 


0100 Interest Earnings (590) 500 500 4,380 500 

2100 Sale of Salvage 0 0 0 0 0 

EXPENDITURES 

FUND 205 

Total Revenues 86,962 500 500 241,349 500 


RESOURCES 86,962 500 500 241,349 500 



Total Contractual Services 0 0 0 0 0 




5047 Equipment - State Seizure Funds 19,476 100,000 100,000 58,085 100,000 

5048 Equipment - Federal Seizure Funds 0 0 0 11,450 0 

Total Capital Outlay 19,476 100,000 100,000 69,535 100,000 


REVENUES OVER/(UNDER) EXPENDITURES 67,486 (99,500) (99,500) 171,814 (99,500) 

BEGINNING BALANCE JULY 1 60,327 60,537 127,813 127,813 299,627 

ENDING BALANCE JUNE 30 127,813 (38,963) 28,313 299,627 200,127 


252


DEPARTMENT: POLICE DEPARTMENT 

DIVISION: RADIO COMMUNICATIONS 

FUNDING SOURCE: RADIO COMMUNICATIONS FUND 



The Radio Communications Division operates and manages the jointly owned radio tower and operating 

system of the City of Missouri City and Sugar Land. The Police Support Technician (PST), who reports to the 

captain of the police Support Services Division, manages the 800 MHz trunked radio system, radio tower, 

companies who lease space and other municipal users. In addition, the PST is responsible for programming, 

purchasing, maintaining, and updating of radio equipment, and monitors all users on the entire system. The 

PST is also the police department's communication person for emergency management and is responsible for 

maintaining radio, visual, and computer equipment in the dispatch area. 

The PST is also responsible for the maintenance and operation of police and fire mobile data terminals. 


Revenue is recognized monthly when billing statements are prepared and mailed to the various political 

subdivisions or for the tower rental to the tower site contracted manager. 

Police Chief * 

Assistant Police Chief - 

Administration* 

Support Services Captain ** 

Radio System Manager 



**Captain is included in the Police Support Services Divisional budget. 


253


DEPARTMENT: POLICE FUNDING SOURCE: RADIO COMMUNICATIONS FUND 

DIVISION: RADIO COMMUNICATIONS FUND NUMBER: 220-0000 


3,4 

3,4 

3,4 

3,4 

3,4 

Conduct one inspection of the 800 MHz radio system and tower as a preventative 

maintenance once a month. 

Within 10 days of receipt of a radio in need of repair, this radio will be repaired and 

returned to service. 

Within three days of receipt of a radio needing programming, this radio will be 

programmed and returned to the customer. 

Within two hours of being notified of a maintenance issue related to the security system of 

the PSHQ, corrective action will be taken to resolve the matter. 

Within two hours of being notified of a maintenance issue related to the mobile data 

computers, the unit will be back in service. 

3,4 Implement a multiple agency simultaneous radio broadcast of emergency information. 

3,4 Police and Fire radio upgrade/replacement to P25 digital standards 

3,4 Secure additional grant funding for upgrades to the radio system 

3,4 Work with the City Parks Department to implement a video surveillance system 



Actual 




Estimate 




254 

Salary 

Grade 

Radio Systems Manager 0 0 1 1 P5 

Police Support Technician 1 1 0 0 P4 

Total Full-time Employee 1 1 1 1


DEPARTMENT: POLICE FUNDING SOURCE: RADIO COMMUNICATIONS FUND 

DIVISION: RADIO COMMUNICATIONS FUND NUMBER: 220-0000 



Actual 




Estimate 



Customer approval rating. 98% 99% 99% 99% 

Help Desk response within 2 hours. 99% 100% 99% 99% 



Actual 




Estimate 



� Training of City employees 200 250 200 225 

� No. of service requests 285 300 285 300 

� No. of preventive maintenance checks 100 100 100 110 

� No. of portable and mobile units 1,462 1,511 1,550 1,550 

� No. of users’ meetings 12 12 12 12 

� No. of computer service requests 75 80 76 85 

� No. of building safety checks 26 30 30 30 

� No. of safety inspections 42 50 50 55 


255


RADIO COMMUNICATIONS FUND SUMMARY 

220-0000 

FUND 220 




350 Intergovermental Revenue 

0500 

0600 

1700 


City of Houston Radio LIC 

MoCity / Sugar Land Reimb 

35,496 

10,000 

(31,878) 

35,496 

12,200 

(25,243) 

35,496 

12,200 

(25,243) 

38,976 

11,200 

0 

48,024 

14,280 

0 

Total Intergovernmental Revenue 13,618 22,453 22,453 50,176 62,304 


0100 Interest Earnings 511 

0 0 1,327 1,000 

2100 Sale of Salavge 0 0 0 0 0 

2300 

4900 

Insurance Reimbursement 

ATC Rental Reimbursement 

0 

117,219 

0 

121,033 

0 

121,033 

0 

121,130 

0 

127,380 

TOTAL OTHER REVENUE 117,730 121,033 121,033 122,457 128,380 



131,348 143,486 143,486 172,633 190,684 

RESOURCES 131,348 143,486 143,486 172,633 190,684 

EXPENDITURES 

531 PERSONNEL 



1030 Compensated Absences 2,106 

0 0 4,380 

0 

1050 Overtime 0 500 500 

0 500 

1220 Long Term Disability 121 126 126 162 202 


1230 Hospital Insurance 5,193 9,074 9,074 7,279 9,171 


1245 Retirement 6,663 5,822 5,822 6,652 7,789 






2033 Postage 0 100 100 

0 - 

2197 Computer Equip Rental Fee 0 375 375 375 425 

Total Commodities 287 3,075 3,075 5,188 3,625 


3001 Minor Equip Maint / Rpr / Rnt 20 100 100 39 50 

3009 Insurance 1,311 1,330 1,330 1,199 1,410 

3021 Service Agreements / Repair 24,430 30,000 30,000 26,294 30,000 

3033 Telephone 20,455 18,876 18,876 16,294 18,882 

3041 Bldg Maintenance Alloc 2,278 2,984 2,984 2,984 2,984 

3069 Computer Services Alloc 18,912 20,310 20,310 20,310 21,437 





Total Other Services 385 1,700 1,700 2,010 3,200 


7067 Munc Ct/EOC Equipment 0 0 0 0 0 



REVENUES OVER/(UNDER) EXPENDITURES 2,104 0 0 15,256 14,656 

BEGINNING BALANCE JULY 1 8,879 0 10,983 10,983 26,239 

FUND BALANCE JUNE 30 10,983 0 10,983 26,239 40,895 


256


COURT BUILDING SECURITY FUND SUMMARY 

221-1006 




330 FINES & FORFEITURES 

0800 Munc Court Building Security Fee 22,125 22,500 22,500 26,424 15,000 



0100 Interest Earnings 107 2,500 2,500 3,605 2,500 

Other/Miscellaneous 12 

- 

- 

- 

- 

Total Other Revenue 119 2,500 2,500 3,605 2,500 



22,244 25,000 25,000 30,029 17,500 

RESOURCES 22,244 25,000 25,000 30,029 17,500 

EXPENDITURES 

511 PERSONNEL 

1010 Regular Salaries 1,868 3,500 3,500 726 3,744 

1015 Additional Compensation 52 

- 

- 18 

- 

1220 Long Term Disability 5 

- 

- 

1 

- 

1225 Taxes, Social Security 141 

- 

- 56 286 

1230 Hospital Insurance 227 

- 

- 34 425 

1236 Cell Phone Allowance 2 

- 

- 

- 

- 

1245 Retirement 290 

- 

- 112 396 

1250 Workers Compensation 38 

- 

- 14 

- 

Total Personnel 2,623 3,500 3,500 961 4,851 


2023 Minor Tools & Equipment 2,103 

- 

- 

- 

- 

Total Commodities 2,103 0 0 0 0 





7067 Munc Ct/EOC Equipment - 

- 

- 

- 

- 



REVENUES OVER/(UNDER) EXPENDITURES 15,484 16,500 16,500 26,068 7,649 


FUND BALANCE JUNE 30 155,242 176,259 171,742 181,310 188,959 


257



COURT TECHNOLOGY FUND SUMMARY 

222-1006 




1400 Munc Court Technology Fees 29,398 30,000 30,000 36,465 35,000 



0100 Interest Earnings (100) 1,500 1,500 3,000 1,500 

Total Other Revenue (100) 1,500 1,500 3,000 1,500 

EXPENDITURES 

Total Revenues 29,298 31,500 31,500 39,465 36,500 


RESOURCES 29,298 31,500 31,500 39,465 36,500 





3017 Special Services & Legal - 

- - 

- 

- 

3021 Service Agreements/Repairs - 

- - 

- 

- 

3033 Telephone - 

- - 

- 

- 



7023 Information Systems - 

- - 

- 

- 


Total Expenditures 1,860 18,773 18,773 17,539 63,001 

REVENUES OVER/(UNDER) EXPENDITU 27,438 12,727 12,727 21,926 (26,501) 


ENDING BALANCE JUNE 30 124,298 139,808 137,025 146,224 119,723 


258



COURT JUVENILE CASE FUND SUMMARY 

223-1009 




1700 Munc Court Juvenille Case Fees 35,086 35,000 35,000 35,098 

- 

Total Intergovernmental Revenue 35,086 35,000 35,000 35,098 0 


0100 Interest Earnings 146 300 300 292 

- 

Total Other Revenue 146 300 300 292 0 

Total Revenues 35,232 35,300 35,300 35,390 0 


RESOURCES 35,232 35,300 35,300 35,390 0 


Transfer to General Fund 35,589 35,000 35,000 35,190 0 


EXPENDITURES 35,589 35,000 35,000 35,190 0 

REVENUES OVER/(UNDER) EXPENDI (357) 300 300 200 0 

BEGINNING BALANCE JULY 1 357 387 0 0 200 

ENDING BALANCE JUNE 30 0 687 300 200 200 


259



MCTV FACILITIES/EQUIPMENT FUND SUMMARY 

224-1008 




0100 Interest Earnings 653 500 500 3,000 1,000 

8900 Cable/Video In-Kind Fees 140,156 140,000 140,000 140,000 140,000 

Total Other Revenue 140,809 140,500 140,500 143,000 141,000 

EXPENDITURES 



RESOURCES 140,809 140,500 140,500 143,000 141,000 





3021 Service Agreements/Repairs 18,081 19,400 19,400 29,423 32,400 



7023 Information Systems - 13,000 16,421 

- 

- 

7041 Equipment - Computer - 

- 

- 7,600 12,000 

7042 Furniture & Equip (Office) - 

- 

- 

- 8,000 

Total Capital Outlay 0 13,000 16,421 7,600 20,000 



EXPENDITURES 40,134 34,400 95,541 129,466 70,879 

REVENUES OVER/(UNDER) EXPENDITU 100,675 106,100 44,959 13,534 70,121 


ENDING BALANCE JUNE 30 141,068 186,593 186,027 154,602 224,723 


260


DEPARTMENT: PLANNING DEPARTMENT 

DIVISION: COMMUNITY DEVELOPMENT BLOCK GRANT 

FUNDING SOURCE: COMMUNITY DEVELOPMENT 

BLOCK GRANT FUND 

FUND NUMBER: 233 - 239-7060 


To increase awareness of the CDBG program through elected officials and local service providers in order to 

benefit our low to moderate income residents thereby enhancing their quality of life. 


The Community Development Block Grant division is directly supervised by the Coordinator of Community 

Development Block Grant who in turn reports to the Director of Planning. The CDBG program is responsible 

for coordinating all areas of the grant program funded each year by HUD. The Community Development 

Block Grant Coordinator monitors code enforcement, clearance/demolition activities, public service agency 

requests, capital improvements/drainage and the general administration of the program including reporting and 

monitoring forms as required. 


This is an expenditure driven grant whereby revenue is recognized at the end of the month when expenditures 

are known and reimbursed from HUD. 


261


DEPARTMENT: DEVELOPMENT SERVICES FUNDING SOURCE: CDBG FUND 

DIVISION: COMMUNITY DEVELOPMENT BLOCK GRANT FUND FUND NUMBER: 233-239 


1 Maintain existing property values through code monitoring & owner occupied rehab 

assistance. 

3 Encourage additional service providers in assisting low income residents by providing 

operational funding. 

4 Overall program development to achieve maximum compliance with National Objectives 

as set by the U.S. Dept. of Housing & Urban Development within the CDBG program. 



Actual 




Estimate 


262 



� Coordinate funding of activities for Public Service Projects. 100% 100% 100% 100% 

� Provide necessary administrative activities to coordinate the 

implementation of CDBG funded Public Works projects. 

� Provide necessary administrative activities to coordinate the 

implementation of CDBG funded Parks and Recreation projects. 

� Provide assistance and information regarding the CDBG activities 

upon request from citizens. 

� Ensure timely expenditure of CDBG Grant Funds as prescribed 

by HUD 


75% 

50% 

90% 

95% 


Actual 

100% 

100% 

100% 

100% 



75% 

50% 

90% 

95% 


Estimate 

100% 

100% 

100% 

100% 



Public Service Projects 5 6 6 5 

Public Works Projects 1 0 0 1 

Parks & Recreation Project 3 1 1 2




2008 COMMUNITY DEVELOPMENT BLOCK GRANT FUND 

FY 2011 FY 2012 FY 2012 FY 2012 

FUND 235 





0100 Grants 43,579 

21,184 

21,184 

16,149 

- 

Total Intergovernmental Revenue 43,579 

21,184 

21,184 

16,149 - 


0100 Interest Earnings - 

- 

- 

- 

- 

Total Other Revenue 


0 0 0 0 0 

RESOURCES 43,579 

21,184 21,184 16,149 0 

EXPENDITURES 

711 PERSONNEL 

1010 Regular Salaries 18,794 

17,690 

17,690 

12,002 

- 

1015 Additional Compensation 22 

- 

- 

- 

- 

1050 Overtime - 

- 

- 

- 

- 

1220 Long Term Disability 52 

- 

- 

28 

- 

1225 Taxes, Social Security 1,432 

- 

- 

831 

- 

1230 Hospital/Life/Dental Ins. 2,804 

- 

- 

1,452 

- 

1236 Cell Phone Allowance 260 

- 

- 

151 

- 

1245 Retirement 2,822 

- 

- 

1,661 

- 

1250 Workers Compensation 57 

- 

- 

24 

- 

Total Personnel 26,243 

17,690 

17,690 

16,149 - 


2001 Office Supplies - 

- 

- 

- 

- 

2005 Wearing Apparel - 

- 

- 

- 

- 

2021 Fuel, Oil & Lubricants - 

- 

- 

- 

- 

2023 Minor Tools & Equipment - 

- 

- 

- 

- 

2033 Postage - 

- 

- 

- 

- 

2069 Miscellaneous - 

- 

- 

- 

- 

2199 Central Garage Alloc - 

- 

- 

- 

- 

Total Commodities - 

- 

- 

0 - 

713 CONTRACTURAL SERVICES 

3001 Minor Equip Maint/Rpr/Rnt - 

- 

- 

- 

- 

3009 Insurance - 

- 

- 

- 

- 

3017 Special Services & Legal 3,359 

3,494 

3,494 

- 

- 


- 

- 

- 

- 

3041 Bldg. Maintenance Allocation 601 

- 

- 

- 

- 

3069 Computer Services Allocation 11,565 

- 

- 

- 

- 

Total Contractural Services 15,525 

3,494 

3,494 

0 - 


4005 Printing & Publication - 

- 

- 

- 

- 

4007 Dues & Subscriptions - 

- 

- 

- 

- 

4009 Training & Education - 

- 

- 

- 

- 

Total Other Services - 

- 

- 

0 - 


7045 Motor Vehicles - 

- 

- 

- 

- 

7048 Other 1,811 

- 

- 

- 

- 

Total Capital Outlay 1,811 

- 

- 

0 - 

TOTAL EXPENDITURES 43,579 21,184 21,184 16,149 0 

REVENUES OVER/(UNDER) EXPENDITURES 0 0 0 0 

BEGINNING BALANCE JULY 1 2,648 0 2,648 2,648 2,648 

ENDING BALANCE JUNE 30 2,648 0 2,648 2,648 2,648 


263






FUND 236 





0100 Grants 16,192 106,348 106,348 

10,526 

23,946 

Total Intergovernmental Revenue 16,192 106,348 106,348 

10,526 

23,946 



- 

- 

- 

- 



0 0 0 0 0 

RESOURCES 16,192 106,348 106,348 

10,526 23,946 

EXPENDITURES 

711 PERSONNEL 

1010 Regular Salaries - 

55,000 

55,000 

7,389 

- 

1015 Additional Compensation - 

- 

- 

- 

- 


- 

- 

- 

- 

1220 Long Term Disability - 

- 

- 

26 

- 

1225 Taxes, Social Security - 

- 

- 

643 

- 

1230 Hospital/Life/Dental Ins. - 

- 

- 

1,327 

- 

1236 Cell Phone Allowance - 

- 

- 

119 

- 

1245 Retirement - 

- 

- 

1,005 

- 

1250 Workers Compensation - 

- 

- 

17 

- 

Total Personnel 0 55,000 

55,000 

10,526 - 



- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


22,902 

22,902 

- 

- 


- 

- 

- 

- 

Total Commodities 0 22,902 

22,902 

0 - 



- 

- 

- 

- 


- 

- 

- 

- 


4,500 

4,500 

- 

- 


- 

- 

- 

- 

3041 Bldg. Maintenance Allocation - 

- 

- 

- 

- 

3069 Computer Services Allocation - 

- 

- 

- 

- 

Total Contractural Services 14,957 4,500 

4,500 

0 - 



- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Other Services 0 - 

- 

0 - 



- 

- 

- 

- 

7048 Other 1,235 

23,946 

23,946 

- 

23,946 

Total Capital Outlay 1,235 23,946 

23,946 

0 23,946 


REVENUES OVER/(UNDER) EXPENDITURES 0 0 0 0 




264






FUND 237 





0100 Grants 225,133 

95,233 

95,233 

3,423 

50,000 

Total Intergovernmental Revenue 225,133 95,233 

95,233 

3,423 

50,000 



- 

- 

- 

- 



0 0 0 0 0 

RESOURCES 225,133 95,233 

95,233 

3,423 50,000 

EXPENDITURES 

711 PERSONNEL 


45,000 

45,000 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Personnel 0 45,000 

45,000 

0 - 



- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Commodities 0 - 

- 

0 - 



- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Contractural Services 175,206 - 

- 

0 - 


4005 Printing & Publication 160 

- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

0 - 



- 

- 

- 

- 

7048 Other 49,767 

50,233 

50,233 

3,423 

50,000 

Total Capital Outlay 49,767 50,233 

50,233 

3,423 50,000 


REVENUES OVER/(UNDER) EXPENDITURES 0 0 0 0 0 




265






FUND 238 





0100 Grants - 326,000 425,824 

341,104 

84,720 

Total Intergovernmental Revenue 0 326,000 425,824 341,104 

84,720 



- 

- 

- 

- 



0 0 0 0 0 

RESOURCES 0 326,000 425,824 341,104 84,720 

EXPENDITURES 

711 PERSONNEL 


- 

94,720 

10,000 

84,720 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Personnel 0 0 94,720 10,000 84,720 



- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Commodities 0 0 0 0 - 



- 

- 

- 

- 


- 

- 

- 

- 

3017 Special Services & Legal - 154,820 177,815 

177,815 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Contractural Services 0 154,820 177,815 

177,815 - 



- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

0 - 



- 

- 

- 

- 

7048 Other - 171,180 153,289 

153,289 

- 

Total Capital Outlay 0 171,180 153,289 153,289 - 

TOTAL EXPENDITURES 0 326,000 425,824 341,104 84,720 





266






FUND 239 





0100 Grants - 

- 

- 

- 444,136 

Total Intergovernmental Revenue 0 0 0 - 444,136 



- 

- 

- 

- 



0 0 0 0 0 

RESOURCES 0 0 0 0 444,136 

EXPENDITURES 

711 PERSONNEL 


- 

- 

- 

50,000 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Personnel 0 0 0 0 50,000 



- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Commodities 0 0 0 0 - 



- 

- 

- 

- 


- 

- 

- 

- 

3017 Special Services & Legal - 

- 

- 

- 172,200 


- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Contractural Services 0 0 0 0 172,200 



- 

- 

- 

- 


- 

- 

- 

- 


- 

- 

- 

- 

Total Other Services 0 0 0 0 - 



- 

- 

- 

- 

7048 Other - 

- 

- 

- 221,936 

Total Capital Outlay 0 0 0 0 221,936 

TOTAL EXPENDITURES 0 0 0 0 444,136 





267


FUND 260 





- 

- 

- 

- 

Total Other Revenues 0 0 0 0 0 


Transfer fromTIRZ #1 Fund 261 20,000 20,000 20,000 20,000 20,000 



Transfer from PID #2 Fund 263 20,000 20,000 20,000 20,000 20,000 

Transfer from PID #4 Fund 266 20,000 20,000 20,000 20,000 20,000 

Total Other Financing Resources 100,000 100,000 100,000 100,000 100,000 

Total Revenues and Resources 100,000 100,000 100,000 100,000 100,000 




MISSOURI CITY DEVELOPMENT AUTHORITY 

Transfer to General Fund-Admin/Lega 100,000 100,000 100,000 100,000 100,000 


EXPENDITURES 100,000 100,000 100,000 100,000 100,000 

REVENUES OVER/(UNDER) EXPENDITURE 0 0 0 0 0 




268



269



270





TAX INCREMENTAL REINVESTMENT ZONE #1 (FIFTH STREET) 

FUND 261 



385 TIRZ REVENUES 

0101 Fort Bend County Incremental Taxes 323,444 324,450 324,450 283,500 292,000 

0103 Missouri City Incremental Taxes 445,232 435,080 435,080 417,128 427,607 

0800 Interest Earnings 14,111 30,000 30,000 4,978 8,000 

0902 Developer Advances - Other - 

- 

- 

- 0 

Total TIRZ Revenues 782,787 789,530 789,530 705,606 727,607 


Proceeds - Sale of Certificates of Obligation - 

- 

- 

- 

- 


- 

- 

- 

- 

Transfer from Bonds Fund - 

- 

- 

- 

- 

Transfer from METRO Fund - 

- 

- 

- 

- 

Total Other Financing Resoures 0 0 0 0 0 



591 BOND PRINCIPAL 

2006 2006 Bond Principal 245,000 

Total Bond Principal 245,000 

592 BOND INTEREST 

2006 2006 Bond Interest 255,380 

Total Bond Interest 255,380 


3020 Bank Fees 1,855 

Total Contractual Services 1,855 


4001 Cost of Sales - 

4202 Legal Services - 

4204 Audit Services - 


255,000 

255,000 

245,580 

245,580 

2,000 

2,000 

255,000 

255,000 

245,580 

245,580 

2,000 

2,000 

255,000 

255,000 

245,580 

245,580 

1,855 

1,855 

265,000 

265,000 

235,380 

235,380 

1,855 

1,855 


7515 Texas Pkwy/Cartwright Cor 1,804,980 

234,972 230,262 

- 

7507 Lexington Square - 

- 

- 

- 

- 

Total Capital Outlay 1,804,980 0 234,972 230,262 0 


Transfer to General Fund 22,262 21,754 21,754 20,856 21,380 

Transfer to Development Authority Fund 20,000 20,000 20,000 20,000 20,000 


EXPENDITURES 2,349,477 544,334 779,306 773,553 543,615 

REVENUES OVER/(UNDER) EXPENDITURES (1,566,690) 245,196 10,224 (67,947) 183,992 

BEGINNING BALANCE JULY 1 2,162,591 2,394,856 595,901 595,901 527,954 

FUND BALANCE JUNE 30 595,901 2,640,052 606,125 527,954 711,945 


271 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

-





TAX INCREMENTAL REINVESTMENT ZONE #2 (VICKSBURG) 

FUND 262 




0101 Fort Bend County Incremental Taxes 424,647 472,500 572,500 459,000 472,770 

0103 Missouri City Incremental Taxes 614,946 706,877 706,877 665,162 681,872 

0800 

0902 

Interest Earnings 

Developer Advances - Other 

978 

- 

30,000 

- 

30,000 

- 

63,600 

- 

30,000 

- 

Total TIRZ Revenues 1,040,571 1,209,377 1,309,377 1,187,762 1,184,642 


Proceeds - Sale of Certificates of Obligation 

C. O. Premium 

1,660,000 

- 

- 

- 

- 

- 

- 

- 

Total Other Financing Resources 1,660,000 0 0 0 0 

Total Revenues and Resources 2,700,571 1,209,377 1,309,377 1,187,762 1,184,642 


593 CERT OF OBLIGATION PRINCIPAL 

0902 2009C Cert of Obligation Principal 250,000 260,000 260,000 260,000 265,000 

1002 2010 Cert Of Obligation Principal 115,000 

- 

- 150,000 150,000 

Total Cert of Obligation Principal 365,000 260,000 260,000 410,000 415,000 

594 CERT OF OBLIGATION INTEREST 

0902 2009C Cert of Obligation Interest 185,813 178,313 178,313 178,313 170,513 

1002 2010 Cert Of Obligation Interest 26,567 

- 

- 38,742 36,932 

Total Cert of Obligation Interest 212,380 178,313 178,313 217,055 207,445 


4204 Audit Services 7,000 

7020 Debt Issuance Costs 38,235 

Total Other Services 45,235 


7517 AS-91 FB Pkwy-Hwy 6 Dev. 1,772,067 

- 

- 

- 

- 

Total Capital Outlay 1,772,067 0 0 0 0 


Transfer to General Fund 30,747 35,344 

Transfer to Development Authority Fund 20,000 20,000 


272 

- 

- 

- 

- 

- 

- 

35,344 

20,000 

500 

500 

33,258 

20,000 

- 

500 

500 

34,094 

20,000 

TOTAL APRORIATIONS/ 

EXPENDITURES 2,445,429 493,657 493,657 680,813 677,039 


BEGINNING BALANCE JULY 1 2,610,075 1,536,689 2,865,217 2,865,217 3,372,166 

FUND BALANCE JUNE 30 2,865,217 2,252,409 3,680,937 3,372,166 3,879,769


386 PID REVENUES 

FUND 263 



0201 Special Assessments 379,315 478,895 478,895 487,288 483,684 

0800 Interest Earnings 11,155 5,000 5,000 23,000 20,000 

0902 Developer Advances - Other 

Brookhollow - 

- 

- 

- 

- 

Lake Shore Harbour - Amvest - 

- 

- 

- 

- 

Total PID Revenues 390,470 483,895 483,895 510,288 503,684 


Proceeds - Sale of Certificates of Obligation 6,235,000 

- 

- 

- 

- 

C. O. Premium 44,485 

- 

- 

- 

- 

Total Other Financing Resources 6,279,485 0 0 0 0 

Total Revenues and Resources 6,669,955 483,895 483,895 510,288 503,684 



1001 2010 Certificate Of Principal 105,000 0 0 90,000 95,000 

Total Cert of Obligation Principal 105,000 0 0 90,000 95,000 


2010 Certificate Of Principal Expense 159,983 0 0 237,875 236,075 

Total Cert of Obligation Interest 159,983 0 0 237,875 236,075 


4203 Miscellaneous Expenses 43 - 

- 

- 

- 

4204 Audit Services - 

- 

- 

- 

7020 Debt Issuance Costs 92,617 

- 

- 500 500 

Total Other Services 92,660 0 0 500 500 


7505 Lake Shore Harbour - Amvest 6,028,795 

- 

- 

- 

- 

7509 Brookhollow - 

- 

- 

- 

- 

Total Capital Outlay 6,028,795 0 0 0 0 




PUBLIC IMPROVEMENT DISTRICT #2 (VICKSBURG) 

Transfer to General Fund - 

- 

Transfer to Development Authority Fund 20,000 20,000 

- 

20,000 

- 

- 

20,000 20,000 

TOTAL EAPPROPRIATIONS/ 

EXPENDITURES 6,406,438 20,000 20,000 348,375 351,575 


BEGINNING BALANCE JULY 1 740,197 1,279,601 1,003,714 1,003,714 1,165,627 

FUND BALANCE JUNE 30 1,003,714 1,743,496 1,467,609 1,165,627 1,317,736 


273



0101 Fort Bend County Incremental Taxes 184,741 

0103 Missouri City Incremental Taxes 283,228 

0104 Houston Community College Incremental Taxes 42,724 

0105 Sienna LID Incremental Taxes 289,216 

0800 Interest Earnings (1,926) 

FUND 265 



182,700 

276,150 

40,675 

320,475 

5,000 

182,700 

276,150 

40,675 

320,475 

5,000 

226,551 

278,631 

48,459 

224,496 

21,000 

237,880 

285,630 

53,305 

240,000 

20,000 

Total TIRZ Revenues 797,983 825,000 825,000 799,137 836,815 


Proceeds - Sale of Bonds 

Transfer from General Fund 

- 

- 

- 

- 

- 

- 

- 

- 

Total Other Financing Resources 0 0 0 0 0 




7516 Watts Pl/Sienna Median Modifications 140,976 

- 

- 

- 

7518 Sienna Pl Management District Improvements 423,684 336,215 336,215 817,603 609,078 





TAX INCREMENT REINVESTMENT ZONE #3 


Transfer to Development Authority Fund 20,000 

13,808 13,808 13,932 

20,000 20,000 20,000 

14,282 

20,000 


EXPENDITURES 598,821 370,023 370,023 851,535 643,360 

REVENUES OVER/(UNDER) EXPENDITURES 199,162 454,977 454,977 (52,398) 193,456 

BEGINNING BALANCE JULY 1 951,129 1,151,765 1,150,291 1,150,291 1,097,893 

FUND BALANCE JUNE 30 1,150,291 1,606,742 1,605,268 1,097,893 1,291,349 


274


386 PID REVENUES 



PUBLIC IMPROVEMENT DISTRICT #4 (CREEKMONT) 

0201 Special Assessments 342,421 

0800 Interest Earnings (191) 

0902 Developer Advances - Other - 

FUND 266 



361,492 

500 

- 

361,492 

500 

- 

372,672 

2,477 

- 

372,672 

1,000 

- 

Total PID Revenues 342,230 361,992 361,992 375,149 373,672 


Proceeds - Sale of Certificates of Obligation - 

- 

- 

- 

- 


- 

- 

- 

- 

Total Other Financing Resources 0 0 0 0 0 




0901 2009A Cert of Obligation Principal 20,000 20,000 20,000 20,000 120,000 

Total Cert of Obligation Principal 20,000 20,000 20,000 20,000 120,000 


0901 2009A Cert of Obligation Interest 267,099 266,499 266,499 266,499 265,899 

Total Cert of Obligation Interest 267,099 266,499 266,499 266,499 265,899 


3020 Bank Fees 500 500 

- 500 500 

Total Contractual Services 500 500 

- 500 500 


4001 Cost of Sales - 

4203 

4204 

Miscellaneous 

Audit Services 

- 

- 



7514 Creekmont - 

- 

- 

- 

- 



Transfer to General Fund - 

Transfer to Development Authority Fund 20,000 


275 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

20,000 20,000 20,000 20,000 


EXPENDITURES 307,599 306,999 306,499 306,999 406,399 

REVENUES OVER/(UNDER) EXPENDITURES 34,631 54,993 55,493 68,150 (32,727) 



- 

- 

- 

- 

- 

- 

- 

-



FUND 275 

Adopted 



310 OTHER TAXES 

0500 Hotel Occupancy Tax - - 

- 19,735 38,404 

Total Other Taxes 0 0 0 19,735 38,404 

Total Revenues and Resources 0 0 0 19,735 38,404 




HOTEL OCCUPANCY TAX FUND 


3017 Special Services & Legal - - 

- 

- 

- 



EXPENDITURES 0 0 0 0 0 

REVENUES OVER/(UNDER) EXPENDITURES 0 0 0 19,735 38,404 

BEGINNING BALANCE JULY 1 0 0 0 0 19,735 

FUND BALANCE JUNE 30 0 0 0 19,735 58,139 


276


KEY REVENUE ASSUMPTIONS AND TRENDS 

Section VII 


The Debt Service Fund is used to account for the payment of principal and interest on General Obligation 

Bonds, Certificates of Obligation and lease agreements. The schedule of bonded indebtedness indicates the 

date of issuance, effective interest rates, and outstanding debt at the beginning of the year. The summary of 

total bonded indebtedness shows the total principal and interest requirements to maturity. 

Revenue Sources 

Property taxes: The current tax levy is based on the appraised values provided by the Fort Bend County and 

Harris County Central Appraisal Districts. The budget as adopted includes preliminary values received from 

the Districts in May, and the budget is revised in September of each year when the certified values are 

received. The collection estimate is based upon trend analysis. Delinquent tax collections, penalties, and 

interest are based on trend analysis. 

Interest income: Interest income has been calculated using the downward trend in rates from this past year. 


Revenue is recognized as deferred on the City’s financial statements, and recognized as revenue as taxes are 

received and posted on a daily basis. The City estimates that ninety-six to ninety-seven percent of its current 

year property taxes will be collected in the current year, and estimates a conservative amount of delinquent 

taxes will be collected. 

Debt Management 

As a Home Rule Charter city, the City of Missouri City is not limited by law in the amount of debt it may 

issue. Under Article XI, Section 5 of the State of Texas Constitution and the City Charter, the maximum tax 

rate for all purposes is $2.50 per $100 of assessed valuation. Within this $2.50 maximum, there is no legal 

limit upon the amount of taxes which can be levied for debt service. 

The goal of the City is to maintain the ability to provide high quality essential City services in a cost effective 

manner. Policy makers attempt to maintain a fairly stable tax rate and issue debt only as assessed values 

increase for new improvements. In 2003 the voters passed a $75 million bond issue in which the City 

promised the tax rate would not exceed a four-cent tax rate increase. These improvements will be staged over 

10-15 years in order to meet this goal. Voters also passed a $17.5 million bond issue in 2008. The purpose of 

these funds was to acquire recreational park facilities. 


277


DEBT ADMINISTRATION 

DEBT ADMINISTRATION AND DEBT MANAGEMENT ISSUANCE 

Rapid growth challenges the City’s ability to meet the demands for service from its residents. There is a lag 

between demands of growth and the corresponding increase in revenue collected from taxes, fees, etc. This 

produces a need to finance public facilities and provide drainage and improvements for the increasing 

population. 

In past years, Missouri City’s population has grown from 33,646 to today’s estimate of over 68,691. City 

officials responded to the demand for services by holding successful bond elections in 1995, 2003 and 2008 to 

finance the cost of needed streets, parks and recreation, drainage improvements, police, and animal control 

improvements to construct a City Hall, Community Center, and fire and information technology 

improvements. In addition, the City uses replacement fund programs for vehicles and computer technology. 

The general obligation debt is considered to be a direct tax supported debt. The City most recently holds an 

“Aa2” rating from Moody’s Investor’s Service, Inc. and an “AA-” rating from Standard & Poor’s. 

DEBT MANAGEMENT AND ISSUANCE 

The City of Missouri City presently issues debt of less than ten million per year by issuing general obligation 

bonds, certificates of obligations, and lease purchases agreements. A debt issuance of $1.4 million is planned 

during FY2013 for drainage projects. 

General Obligation Bonds and Certificates of Obligation are payable from the proceeds of annual property tax 

levy. The payment of General Obligation Bonds is guaranteed by the full faith and credit of the City. General 

Obligation bonds must be approved by the voters. 

Lease purchase agreements have been utilized mainly to purchase computer copiers and other machinery and 

equipment. Payments of principal and interest are made monthly over a period of three to five years, 

depending on the estimated life of the asset. At the current time, the City does not have any outstanding lease 

purchase agreements. 

The City has adopted a policy of scheduling debt issues of principal and interest with the purpose of obtaining 

the lowest interest rate possible while maintaining a fairly steady tax rate. The debt service schedule should 

have a declining balance each year so that additional debt may be issued every two years without greatly 

affecting the tax rate. 

Bond issues are refunded only if there is a significant cash flow and present value savings. 

The City’s debt instruments since 1980 have been rated by both Standard and Poors’ and Moody’s. The credit 

rating is an assessment of the City’s willingness and ability to make full and timely payments and examines at 

the City’s abilities to meet current and future debt. Evaluations are generally based on the last five to ten years 

period. 


278


Debt Per Capita 

1,500 

1,000 

500 

0 

Long-Term Debt Per Capita (Dollars) 

767 

1,288 1,308 


279 

1,366 

2009 2010 * 2011 * 2012 * 2013 

1,295 

Fiscal Year 2009 2010 * 2011 * 2012 * 2013 

Net Long-term debt 52,085,000 88,634,997 88,634,997 93,045,000 88,680,000 

Population 67,877 68,818 67,772 68,101 68,492 

Net Long-term debt per capita 767 1,288 1,308 1,366 1,295 

* Population estimates changed after 2010 census. 

Annual % Increase 

2.25 

2.00 

1.75 

1.50 

1.25 

1.00 

Bonded Debt as a Percent of Taxable Value 

1.18 

1.88 

2.02 

2009 2010 2011 2012 2013 


Net bonded debt 52,085,000 83,689,997 88,634,997 93,045,000 88,680,000 

Tax value (in thousands) 4,414,391 4,448,466 4,379,476 3,995,406 4,114,880 

Net bonded debt 

as % of value 1.18 1.88 2.02 2.33 2.16 

2.16


SUMMARY OF REVENUES, EXPENDITURES, AND FUND BALANCES 

10,000,000 

4,000,000 

REVENUES & RESOURCES AND EXPENDITURES 

FY 2011 FY 2012E FY 2013 

Revenue & Resources Expenditures 


280



DEBT SERVICE FUND SUMMARY 

301-0000 



Ad Valorem Taxes & Penalties 7,565,515 7,599,344 7,599,344 7,353,660 7,601,538 

Other Revenue 30,194 160,000 160,000 140,000 135,000 


OTHER FINANACING SOURCES 

Reimb. From MUD's 1,892,146 0 0 61,897 0 

Bond Premium 301,913 310,124 310,124 310,124 326,160 

Utility payment of 2008A Debt 0 0 0 0 0 

Transfer from Utility Fund Princ/Int 0 0 0 0 0 

Proceeds from sale of refunding bonds 0 0 0 0 0 

Total Other Financing Sources 2,194,059 310,124 310,124 372,021 326,160 

EXPENDITURES 



CHANGES IN FUND BALANCE 


Principal, Interest & Other 8,411,639 9,666,524 9,838,177 9,456,691 8,539,004 


Payment to refunded bond agent 0 0 0 0 0 








281


25,000,000 

20,000,000 

15,000,000 

10,000,000 

5,000,000 

0 

3,972,864 

10,000,000 

5,000,000 

2003 

0 

DEBT SERVICE REQUIREMENTS 

Last 10 Years 

4,121,970 

2004 

4,948,880 

2005 

5,053,156 

2006 


282 

5,150,323 

2007 

5,723,983 

2008 

7,662,820 

2009 

DEBT SERVICE REQUIREMENTS 

Next 10 Years 

(Does Not Include Future Bond Sales) 

8,902,289 

9,217,524 

8,529,029 

8,539,569 

8,156,976 

8,153,434 

7,047,961 

20,202,411 

2010 

7,059,306 

8,877,632 

2011 

7,058,358 

7,065,916 

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 

9,659,674 

2012



DEBT SERVICE FUND SUMMARY IN DETAIL 

Fund Number 

301-0000 



300 AD VALOREM TAXES & PENALTIES 

0010 Taxes Current 7,300,983 7,274,344 7,274,344 7,124,660 7,336,538 

0020 Taxes Delinquent 178,914 250,000 250,000 166,000 200,000 

0030 Penalties 85,618 75,000 75,000 63,000 65,000 

Total Ad Valorem Taxes & Penalties 


7,565,515 7,599,344 7,599,344 7,353,660 7,601,538 

0010 Interest Income 30,194 160,000 160,000 140,000 135,000 

1800 Other Miscellaneous - 

- 

- 

- 

- 

Total Other Revenue 30,194 160,000 160,000 140,000 135,000 

TOTAL REVENUES 7,595,709 7,759,344 7,759,344 7,493,660 7,736,538 

390 OTHER FINANCING SOURCES 

4501 Reimb.from MUD's 1,892,146 - 

- 61,897 - 

0505 Transfer from Utility Fund princ/int 

301,913 310,124 310,124 310,124 326,160 

4100 Bond Premium 

2100 Proceeds from sale of 

0 0 0 0 0 

refunding bond 0 0 0 0 0 

Total Other Financing Resources 2,194,059 310,124 310,124 372,021 326,160 


EXPENDITURES 

9,789,768 8,069,468 8,069,468 7,865,681 8,062,698 

590 Paying Agent/Registrar 6,000 6,850 6,850 6,500 6,500 

591 Bond Principal 4,555,000 5,190,000 5,190,000 5,190,000 4,605,000 

592 Bond Interest 2,850,033 2,776,094 2,776,095 2,776,095 2,616,631 

593 Certificates of Oblig Principal 308,893 750,000 905,000 905,000 742,728 

594 Certificates of Oblig Interest 691,713 943,580 960,232 579,096 568,145 

Debt Issuance Cost - 

- 

- 

- 

- 







283


Interest Date of Term- Maturity Original Outstanding 

Description Rates Issue Years Date Issue 07-01-2011 

2004 General Obligation *4.7304330 05-15-04 20 06-15-2024 7,970,000 5,500,000 

2004 Certificates of Obligation *4.7885190 05-15-04 20 06-15-2024 1,500,000 1,045,000 






2008A General Obligation *4.6536000 09-02-08 20 06-15-2028 21,084,994 18,180,000 

2008A Certificates of Obligation *4.7085000 09-02-08 20 06-15-2028 14,514,997 13,800,000 

2009 General Obligation Refunding *2.1919272 12-08-09 8 06-15-2016 7,570,000 3,720,000 


2010 General Obligation Refunding *2.608064 05-26-10 8 06-15-2018 4,755,000 3,790,000 

2010A General Obligation Bonds *3.443547 11-02-10 20 06-15-2031 9,405,000 8,930,000 

2011 Tax Note *1.650000 11-15-11 7 06-15-2018 1,730,000 1,575,000 

TOTAL $ 105,809,992 $ 88,680,000 

*Effective Interest Rate. 

SCHEDULE OF INDEBTEDNESS 

AS OF JULY 1, 2012 

**This schedule does not include 2009B Certificates of Obligation which have been issued for construction of facilities 

which will be included in Enterprise Funds, the 2006 Tax Increment Reinvestment (TIRZ #1) Revenue Bonds 

which are paid out of the TIRZ #1 Fund, the 2009A Combination Tax & Revenue Certificates of Obligation which 

are paid out of Public Improvement District (PID #4) Fund, the 2009C Combination Tax & Revenue Certificates of 

Obligation which are paid out of Tax Increment Reinvestment Zone (TIRZ #2) Fund, the 2010A Certificates of 

Obligation which are paid out of Public Improvement District (PID #2), or the 2010B Certificates of Obligation 

which are paid out of Tax Increment Reinvestment Zone (TIRZ #2) Fund. 


284


SCHEDULE OF TOTAL INDEBTEDNESS AND INTEREST BY YEAR 

AS OF JULY 1, 2012 

Principal Interest Total 

Year Requirements Requirements Requirements 

2012-2013 5,660,000.00 3,242,289.40 8,902,289.40 

2013-2014 5,855,000.00 3,362,523.78 9,217,523.78 

2014-2015 5,365,000.00 3,164,028.78 8,529,028.78 

2015-2016 5,565,000.00 2,974,568.78 8,539,568.78 

2016-2017 5,380,000.00 2,776,976.28 8,156,976.28 

2017-2018 5,570,000.00 2,583,433.78 8,153,433.78 

2018-2019 4,665,000.00 2,382,961.28 7,047,961.28 

2019-2020 4,860,000.00 2,199,306.29 7,059,306.29 

2020-2021 5,060,000.00 1,998,357.54 7,058,357.54 

2021-2022 5,280,000.00 1,785,916.28 7,065,916.28 

2022-2023 5,500,000.00 1,558,043.78 7,058,043.78 

2023-2024 5,730,000.00 1,316,242.53 7,046,242.53 

2024-2025 5,260,000.00 1,061,087.53 6,321,087.53 

2025-2026 5,460,000.00 830,286.28 6,290,286.28 

2026-2027 4,865,000.00 589,383.15 5,454,383.15 

2027-2028 4,325,000.00 370,028.76 4,695,028.76 

2028-2029 2,235,000.00 167,393.76 2,402,393.76 

2029-2030 1,575,000.00 65,225.00 1,640,225.00 

2030-2031 470,000.00 18,800.00 488,800.00 

TOTAL 88,680,000.00 32,446,852.98 121,126,852.98 

Note: Includes general obligation bonds, certificates of deposit and contractual 

lease-purchase obligations. 


285


Effective Interest Rate: 4.730433 

SCHEDULE OF PRINCIPAL AND INTEREST BY BOND ISSUE 

2004 GENERAL OBLIGATION BONDS 

Interest Principal Interest 

Year 12-15 6-15 6-15 Total 

2012-2013 129,590.00 365,000.00 129,590.00 624,180.00 

2013-2014 121,377.50 380,000.00 121,377.50 622,755.00 

2014-2015 112,827.50 395,000.00 112,827.50 620,655.00 

2015-2016 104,335.00 410,000.00 104,335.00 618,670.00 

2016-2017 95,315.00 425,000.00 95,315.00 615,630.00 

2017-2018 85,752.50 445,000.00 85,752.50 616,505.00 

2018-2019 75,517.50 460,000.00 75,517.50 611,035.00 

2019-2020 64,707.50 480,000.00 64,707.50 609,415.00 

2020-2021 53,187.50 500,000.00 53,187.50 606,375.00 

2021-2022 41,000.00 525,000.00 41,000.00 607,000.00 

2022-2023 27,875.00 545,000.00 27,875.00 600,750.00 

2023-2024 14,250.00 570,000.00 14,250.00 598,500.00 

TOTALS 925,735.00 5,500,000.00 925,735.00 7,351,470.00 


286




2004 CERTIFICATES OF OBLIGATION 


Year 12-15 6-15 6-15 Total 

2012-2013 24,849.38 70,000.00 24,849.38 119,698.76 

2013-2014 23,186.88 70,000.00 23,186.88 116,373.76 

2014-2015 21,524.38 75,000.00 21,524.38 118,048.76 

2015-2016 19,911.88 75,000.00 19,911.88 114,823.76 

2016-2017 18,261.88 80,000.00 18,261.88 116,523.76 

2017-2018 16,441.88 85,000.00 16,441.88 117,883.76 

2018-2019 14,465.63 90,000.00 14,465.63 118,931.26 

2019-2020 12,350.63 90,000.00 12,350.63 114,701.26 

2020-2021 10,190.63 95,000.00 10,190.63 115,381.26 

2021-2022 7,875.00 100,000.00 7,875.00 115,750.00 

2022-2023 5,375.00 105,000.00 5,375.00 115,750.00 

2023-2024 2,750.00 110,000.00 2,750.00 115,500.00 

TOTALS 177,183.17 1,045,000.00 177,183.17 1,399,366.34 


287






Year 12-15 6-15 6-15 Total 

2012-2013 85,363.75 225,000.00 85,363.75 395,727.50 

2013-2014 81,201.25 235,000.00 81,201.25 397,402.50 

2014-2015 76,795.00 245,000.00 76,795.00 398,590.00 

2015-2016 72,140.00 260,000.00 72,140.00 404,280.00 

2016-2017 67,200.00 270,000.00 67,200.00 404,400.00 

2017-2018 62,070.00 280,000.00 62,070.00 404,140.00 

2018-2019 56,645.00 295,000.00 56,645.00 408,290.00 

2019-2020 50,892.50 310,000.00 50,892.50 411,785.00 

2020-2021 44,692.50 320,000.00 44,692.50 409,385.00 

2021-2022 38,292.50 335,000.00 38,292.50 411,585.00 

2022-2023 31,425.00 350,000.00 31,425.00 412,850.00 

2023-2024 24,250.00 365,000.00 24,250.00 413,500.00 

2024-2025 16,585.00 385,000.00 16,585.00 418,170.00 

2025-2026 8,500.00 400,000.00 8,500.00 417,000.00 

TOTALS 716,052.50 4,275,000.00 716,052.50 5,707,105.00 


288






Year 12-15 6-15 6-15 Total 

2012-2013 81,856.25 125,000.00 81,856.25 288,712.50 

2013-2014 78,575.00 150,000.00 78,575.00 307,150.00 

2014-2015 74,637.50 175,000.00 74,637.50 324,275.00 

2015-2016 71,312.50 200,000.00 71,312.50 342,625.00 

2016-2017 67,462.50 225,000.00 67,462.50 359,925.00 

2017-2018 63,131.25 250,000.00 63,131.25 376,262.50 

2018-2019 58,256.25 275,000.00 58,256.25 391,512.50 

2019-2020 52,825.00 300,000.00 52,825.00 405,650.00 

2020-2021 46,825.00 325,000.00 46,825.00 418,650.00 

2021-2022 40,243.75 350,000.00 40,243.75 430,487.50 

2022-2023 33,068.75 375,000.00 33,068.75 441,137.50 

2023-2024 25,287.50 390,000.00 25,287.50 440,575.00 

2024-2025 17,000.00 400,000.00 17,000.00 434,000.00 

2025-2026 8,500.00 400,000.00 8,500.00 417,000.00 

TOTALS 718,981.25 3,940,000.00 718,981.25 5,377,962.50 


289


Effective Interest Rate: 3.99238708% 




Year 12-15 6-15 6-15 Total 

2012-2013 160,737.50 400,000.00 160,737.50 721,475.00 

2013-2014 152,237.50 420,000.00 152,237.50 724,475.00 

2014-2015 143,312.50 435,000.00 143,312.50 721,625.00 

2015-2016 134,612.50 455,000.00 134,612.50 724,225.00 

2016-2017 125,512.50 480,000.00 125,512.50 731,025.00 

2017-2018 116,512.50 495,000.00 116,512.50 728,025.00 

2018-2019 107,231.25 515,000.00 107,231.25 729,462.50 

2019-2020 97,575.00 540,000.00 97,575.00 735,150.00 

2020-2021 87,315.00 560,000.00 87,315.00 734,630.00 

2021-2022 76,535.00 580,000.00 76,535.00 733,070.00 

2022-2023 65,297.50 605,000.00 65,297.50 735,595.00 

2023-2024 53,500.00 630,000.00 53,500.00 737,000.00 

2024-2025 40,900.00 655,000.00 40,900.00 736,800.00 

2025-2026 27,800.00 680,000.00 27,800.00 735,600.00 

2026-2027 14,200.00 710,000.00 14,200.00 738,400.00 

TOTALS 1,403,278.75 8,160,000.00 1,403,278.75 10,966,557.50 


290






Year 12-15 6-15 6-15 Total 

2012-2013 104,577.50 210,000.00 104,577.50 419,155.00 

2013-2014 99,852.50 220,000.00 99,852.50 419,705.00 

2014-2015 94,902.50 230,000.00 94,902.50 419,805.00 

2015-2016 89,727.50 245,000.00 89,727.50 424,455.00 

2016-2017 84,215.00 255,000.00 84,215.00 423,430.00 

2017-2018 78,477.50 270,000.00 78,477.50 426,955.00 

2018-2019 73,077.50 280,000.00 73,077.50 426,155.00 

2019-2020 67,477.50 295,000.00 67,477.50 429,955.00 

2020-2021 61,577.50 310,000.00 61,577.50 433,155.00 

2021-2022 55,377.50 325,000.00 55,377.50 435,755.00 

2022-2023 48,877.50 340,000.00 48,877.50 437,755.00 

2023-2024 42,077.50 360,000.00 42,077.50 444,155.00 

2024-2025 34,652.50 375,000.00 34,652.50 444,305.00 

2025-2026 26,777.50 395,000.00 26,777.50 448,555.00 

2026-2027 18,383.75 415,000.00 18,383.75 451,767.50 

2027-2028 9,461.25 435,000.00 9,461.25 453,922.50 

TOTALS 989,492.50 4,960,000.00 989,492.50 6,938,985.00 


291






Year 12-15 6-15 6-15 Total 

2012-2013 42,656.25 90,000.00 42,656.25 175,312.50 

2013-2014 40,631.25 95,000.00 40,631.25 176,262.50 

2014-2015 38,493.75 95,000.00 38,493.75 171,987.50 

2015-2016 36,356.25 100,000.00 36,356.25 172,712.50 

2016-2017 34,106.25 105,000.00 34,106.25 173,212.50 

2017-2018 32,268.75 110,000.00 32,268.75 174,537.50 

2018-2019 30,343.75 120,000.00 30,343.75 180,687.50 

2019-2020 28,093.75 125,000.00 28,093.75 181,187.50 

2020-2021 25,750.00 130,000.00 25,750.00 181,500.00 

2021-2022 23,150.00 135,000.00 23,150.00 181,300.00 

2022-2023 20,450.00 145,000.00 20,450.00 185,900.00 

2023-2024 17,550.00 150,000.00 17,550.00 185,100.00 

2024-2025 14,456.25 160,000.00 14,456.25 188,912.50 

2025-2026 11,156.25 165,000.00 11,156.25 187,312.50 

2026-2027 7,650.00 175,000.00 7,650.00 190,300.00 

2027-2028 3,931.25 185,000.00 3,931.25 192,862.50 

TOTALS 407,043.75 2,085,000.00 407,043.75 2,899,087.50 


292




2008A GENERAL OBLIGATION BONDS 


Year 12-15 6-15 6-15 Total 

2012-2013 406,750.00 820,000.00 406,750.00 1,633,500.00 

2013-2014 390,350.00 850,000.00 390,350.00 1,630,700.00 

2014-2015 373,350.00 885,000.00 373,350.00 1,631,700.00 

2015-2016 355,650.00 920,000.00 355,650.00 1,631,300.00 

2016-2017 337,250.00 960,000.00 337,250.00 1,634,500.00 

2017-2018 318,050.00 995,000.00 318,050.00 1,631,100.00 

2018-2019 298,150.00 1,035,000.00 298,150.00 1,631,300.00 

2019-2020 276,803.13 1,080,000.00 276,803.13 1,633,606.26 

2020-2021 251,153.13 1,130,000.00 251,153.13 1,632,306.26 

2021-2022 227,140.63 1,180,000.00 227,140.63 1,634,281.26 

2022-2023 200,590.63 1,230,000.00 200,590.63 1,631,181.26 

2023-2024 171,378.13 1,290,000.00 171,378.13 1,632,756.26 

2024-2025 140,740.63 1,350,000.00 140,740.63 1,631,481.26 

2025-2026 108,678.13 1,415,000.00 108,678.13 1,632,356.26 

2026-2027 75,071.88 1,485,000.00 75,071.88 1,635,143.76 

2027-2028 38,875.00 1,555,000.00 38,875.00 1,632,750.00 

TOTALS 3,969,981.29 18,180,000.00 3,969,981.29 26,119,962.58 


293




2008A CERTIFICATES OF OBLIGATION 


Year 12-15 12-15 6-15 Total 

2012-2013 0.00 520,000.00 300,946.88 820,946.88 

2013-2014 300,946.88 545,000.00 290,046.88 1,135,993.76 

2014-2015 290,046.88 565,000.00 278,746.88 1,133,793.76 

2015-2016 278,746.88 590,000.00 266,946.88 1,135,693.76 

2016-2017 266,946.88 615,000.00 254,646.88 1,136,593.76 

2017-2018 254,646.88 635,000.00 241,946.88 1,131,593.76 

2018-2019 241,946.88 665,000.00 228,646.88 1,135,593.76 

2019-2020 228,646.88 690,000.00 214,415.63 1,133,062.51 

2020-2021 214,415.63 720,000.00 198,665.63 1,133,081.26 

2021-2022 198,665.63 755,000.00 181,678.13 1,135,343.76 

2022-2023 181,678.13 790,000.00 163,903.13 1,135,581.26 

2023-2024 163,903.13 825,000.00 144,309.38 1,133,212.51 

2024-2025 144,309.38 865,000.00 123,765.63 1,133,075.01 

2025-2026 123,765.63 910,000.00 102,153.13 1,135,918.76 

2026-2027 102,153.13 955,000.00 78,875.00 1,136,028.13 

2027-2028 78,875.00 1,000,000.00 53,875.00 1,132,750.00 

2028-2029 53,875.00 1,050,000.00 27,625.00 1,131,500.00 

2029-2030 27,625.00 1,105,000.00 0.00 1,132,625.00 

TOTALS 3,151,193.82 13,800,000.00 3,151,193.82 20,102,387.64 


294




2009 GENERAL OBLIGATION REFUNDING BONDS 


Year 12-15 6-15 6-15 Total 

2012-2013 58,825.00 1,255,000.00 58,825.00 1,372,650.00 

2013-2014 40,000.00 1,255,000.00 40,000.00 1,335,000.00 

2014-2015 21,175.00 605,000.00 21,175.00 647,350.00 

2015-2016 10,587.50 605,000.00 10,587.50 626,175.00 

TOTALS 130,587.50 3,720,000.00 130,587.50 3,981,175.00 



2010 GENERAL OBLIGATION REFUNDING BONDS 


Year 12-15 6-15 6-15 Total 

2012-2013 51,600.00 510,000.00 51,600.00 613,200.00 

2013-2014 46,500.00 540,000.00 46,500.00 633,000.00 

2014-2015 41,100.00 545,000.00 41,100.00 627,200.00 

2015-2016 32,925.00 570,000.00 32,925.00 635,850.00 

2016-2017 24,375.00 805,000.00 24,375.00 853,750.00 

2017-2018 12,300.00 820,000.00 12,300.00 844,600.00 

TOTALS 208,800.00 3,790,000.00 208,800.00 4,207,600.00 


295






Year 12-15 6-15 6-15 Total 

2012-2013 160,471.88 350,000.00 160,471.88 670,943.76 

2013-2014 155,221.88 370,000.00 155,221.88 680,443.76 

2014-2015 149,671.88 385,000.00 149,671.88 684,343.76 

2015-2016 143,896.88 400,000.00 143,896.88 687,793.76 

2016-2017 137,896.88 420,000.00 137,896.88 695,793.76 

2017-2018 131,596.88 440,000.00 131,596.88 703,193.76 

2018-2019 124,996.88 460,000.00 124,996.88 709,993.76 

2019-2020 116,946.88 480,000.00 116,946.88 713,893.76 

2020-2021 108,546.88 500,000.00 108,546.88 717,093.76 

2021-2022 99,171.88 525,000.00 99,171.88 723,343.76 

2022-2023 88,671.88 545,000.00 88,671.88 722,343.76 

2023-2024 77,771.88 570,000.00 77,771.88 725,543.76 

2024-2025 66,371.88 600,000.00 66,371.88 732,743.76 

2025-2026 54,371.88 625,000.00 54,371.88 733,743.76 

2026-2027 41,871.88 655,000.00 41,871.88 738,743.76 

2027-2028 28,771.88 680,000.00 28,771.88 737,543.76 

2028-2029 14,746.88 715,000.00 14,746.88 744,493.76 

TOTALS 1,700,996.96 8,720,000.00 1,700,996.96 12,121,993.92 


296



2010A GENERAL OBLIGATION BONDS 



Year 12-15 6-15 6-15 Total 

2012-2013 150,400.00 470,000.00 150,400.00 770,800.00 

2013-2014 145,700.00 470,000.00 145,700.00 761,400.00 

2014-2015 141,000.00 470,000.00 141,000.00 752,000.00 

2015-2016 136,300.00 470,000.00 136,300.00 742,600.00 

2016-2017 131,600.00 470,000.00 131,600.00 733,200.00 

2017-2018 124,550.00 470,000.00 124,550.00 719,100.00 

2018-2019 117,500.00 470,000.00 117,500.00 705,000.00 

2019-2020 110,450.00 470,000.00 110,450.00 690,900.00 

2020-2021 103,400.00 470,000.00 103,400.00 676,800.00 

2021-2022 94,000.00 470,000.00 94,000.00 658,000.00 

2022-2023 84,600.00 470,000.00 84,600.00 639,200.00 

2023-2024 75,200.00 470,000.00 75,200.00 620,400.00 

2024-2025 65,800.00 470,000.00 65,800.00 601,600.00 

2025-2026 56,400.00 470,000.00 56,400.00 582,800.00 

2026-2027 47,000.00 470,000.00 47,000.00 564,000.00 

2027-2028 37,600.00 470,000.00 37,600.00 545,200.00 

2028-2029 28,200.00 470,000.00 28,200.00 526,400.00 

2029-2030 18,800.00 470,000.00 18,800.00 507,600.00 

2030-2031 9,400.00 470,000.00 9,400.00 488,800.00 

TOTALS 1,677,900.00 8,930,000.00 1,677,900.00 12,285,800.00 


297




2011 TAX NOTE 


Year 12-15 6-15 6-15 Total 

2012-2013 12,993.75 250,000.00 12,993.75 275,987.50 

2013-2014 10,931.25 255,000.00 10,931.25 276,862.50 

2014-2015 8,827.50 260,000.00 8,827.50 277,655.00 

2015-2016 6,682.50 265,000.00 6,682.50 278,365.00 

2016-2017 4,496.25 270,000.00 4,496.25 278,992.50 

2017-2018 2,268.75 275,000.00 2,268.75 279,537.50 

TOTALS 46,200.00 1,575,000.00 46,200.00 1,667,400.00 


298




2006 TIRZ #1 TAX INCREMENT REVENUE BONDS 


Year 12-15 6-15 6-15 Total 

2012-2013 117,690.00 265,000.00 117,690.00 500,380.00 

2013-2014 112,390.00 275,000.00 112,390.00 499,780.00 

2014-2015 106,752.50 285,000.00 106,752.50 498,505.00 

2015-2016 100,838.75 295,000.00 100,838.75 496,677.50 

2016-2017 94,643.75 310,000.00 94,643.75 499,287.50 

2017-2018 88,056.25 325,000.00 88,056.25 501,112.50 

2018-2019 81,150.00 335,000.00 81,150.00 497,300.00 

2019-2020 73,821.88 350,000.00 73,821.88 497,643.76 

2020-2021 66,165.63 365,000.00 66,165.63 497,331.26 

2021-2022 58,181.25 380,000.00 58,181.25 496,362.50 

2022-2023 49,631.25 400,000.00 49,631.25 499,262.50 

2023-2024 40,631.25 415,000.00 40,631.25 496,262.50 

2024-2025 31,293.75 435,000.00 31,293.75 497,587.50 

2025-2026 21,506.25 455,000.00 21,506.25 498,012.50 

2026-2027 10,984.38 475,000.00 10,984.38 496,968.76 

TOTALS 1,053,736.89 5,365,000.00 1,053,736.89 7,472,473.78 


299



2009A PID #4 CERTIFICATES OF OBLIGATION 



Year 12-15 12-15 6-15 Total 

2012-2013 132,949.38 120,000.00 132,949.38 385,898.76 

2013-2014 131,149.38 125,000.00 131,149.38 387,298.76 

2014-2015 129,118.13 130,000.00 129,118.13 388,236.26 

2015-2016 126,843.13 135,000.00 126,843.13 388,686.26 

2016-2017 124,143.13 140,000.00 124,143.13 388,286.26 

2017-2018 121,343.13 145,000.00 121,343.13 387,686.26 

2018-2019 118,443.13 150,000.00 118,443.13 386,886.26 

2019-2020 115,368.13 155,000.00 115,368.13 385,736.26 

2020-2021 112,074.38 160,000.00 112,074.38 384,148.76 

2021-2022 108,554.38 170,000.00 108,554.38 387,108.76 

2022-2023 104,729.38 175,000.00 104,729.38 384,458.76 

2023-2024 100,704.38 185,000.00 100,704.38 386,408.76 

2024-2025 96,356.88 195,000.00 96,356.88 387,713.76 

2025-2026 91,725.63 205,000.00 91,725.63 388,451.26 

2026-2027 86,703.13 215,000.00 86,703.13 388,406.26 

2027-2028 81,328.13 225,000.00 81,328.13 387,656.26 

2028-2029 75,703.13 235,000.00 75,703.13 386,406.26 

2029-2030 69,828.13 245,000.00 69,828.13 384,656.26 

2030-2031 63,550.00 260,000.00 63,550.00 387,100.00 

2031-2032 56,887.50 270,000.00 56,887.50 383,775.00 

2032-2033 49,968.75 285,000.00 49,968.75 384,937.50 

2033-2034 42,665.63 300,000.00 42,665.63 385,331.26 

2034-2035 34,978.13 315,000.00 34,978.13 384,956.26 

2035-2036 26,906.25 335,000.00 26,906.25 388,812.50 

2036-2037 18,321.88 350,000.00 18,321.88 386,643.76 

2037-2038 9,353.13 365,000.00 9,353.13 383,706.26 

TOTALS 2,229,696.36 5,590,000.00 2,229,696.36 10,049,392.72 


300



2009B SWTP(510) CERTIFICATES OF OBLIGATION 



Year 12-15 12-15 6-15 Total 

2012-2013 1,056,075.00 1,200,000.00 1,056,075.00 3,312,150.00 

2013-2014 1,044,075.00 1,220,000.00 1,044,075.00 3,308,150.00 

2014-2015 1,019,675.00 1,270,000.00 1,019,675.00 3,309,350.00 

2015-2016 994,275.00 1,320,000.00 994,275.00 3,308,550.00 

2016-2017 974,475.00 1,360,000.00 974,475.00 3,308,950.00 

2017-2018 947,275.00 1,415,000.00 947,275.00 3,309,550.00 

2018-2019 911,900.00 1,485,000.00 911,900.00 3,308,800.00 

2019-2020 874,775.00 1,560,000.00 874,775.00 3,309,550.00 

2020-2021 835,775.00 1,640,000.00 835,775.00 3,311,550.00 

2021-2022 794,775.00 1,720,000.00 794,775.00 3,309,550.00 

2022-2023 751,775.00 1,805,000.00 751,775.00 3,308,550.00 

2023-2024 706,650.00 1,895,000.00 706,650.00 3,308,300.00 

2024-2025 668,750.00 1,975,000.00 668,750.00 3,312,500.00 

2025-2026 629,250.00 2,050,000.00 629,250.00 3,308,500.00 

2026-2027 588,250.00 2,135,000.00 588,250.00 3,311,500.00 

2027-2028 534,875.00 2,240,000.00 534,875.00 3,309,750.00 

2028-2029 478,875.00 2,355,000.00 478,875.00 3,312,750.00 

2029-2030 420,000.00 2,470,000.00 420,000.00 3,310,000.00 

2030-2031 358,250.00 2,595,000.00 358,250.00 3,311,500.00 

2031-2032 293,375.00 2,725,000.00 293,375.00 3,311,750.00 

2032-2033 225,250.00 2,860,000.00 225,250.00 3,310,500.00 

2033-2034 153,750.00 3,000,000.00 153,750.00 3,307,500.00 

2034-2035 78,750.00 3,150,000.00 78,750.00 3,307,500.00 

TOTALS 15,340,875.00 45,445,000.00 15,340,875.00 76,126,750.00 


301



2009C TIRZ #2 COMBINATION TAX & REVENUE CERTIFICATES OF OBLIGATION 



Year 12-15 6-15 6-15 Total 

2012-2013 85,256.25 265,000.00 85,256.25 435,512.50 

2013-2014 81,281.25 275,000.00 81,281.25 437,562.50 

2014-2015 77,156.25 215,000.00 77,156.25 369,312.50 

2015-2016 73,393.75 225,000.00 73,393.75 371,787.50 

2016-2017 69,456.25 230,000.00 69,456.25 368,912.50 

2017-2018 65,431.25 240,000.00 65,431.25 370,862.50 

2018-2019 61,231.25 250,000.00 61,231.25 372,462.50 

2019-2020 57,012.50 255,000.00 57,012.50 369,025.00 

2020-2021 51,912.50 265,000.00 51,912.50 368,825.00 

2021-2022 46,612.50 280,000.00 46,612.50 373,225.00 

2022-2023 41,012.50 290,000.00 41,012.50 372,025.00 

2023-2024 35,212.50 300,000.00 35,212.50 370,425.00 

2024-2025 29,025.00 315,000.00 29,025.00 373,050.00 

2025-2026 22,331.25 325,000.00 22,331.25 369,662.50 

2026-2027 15,425.00 340,000.00 15,425.00 370,850.00 

2027-2028 7,987.50 355,000.00 7,987.50 370,975.00 

TOTALS 819,737.50 4,425,000.00 819,737.50 6,064,475.00 


302



2010A PID #2 CERTIFICATES OF OBLIGATION 



Year 12-15 12-15 6-15 Total 

2012-2013 118,037.50 95,000.00 118,037.50 331,075.00 

2013-2014 117,087.50 95,000.00 117,087.50 329,175.00 

2014-2015 116,137.50 75,000.00 116,137.50 307,275.00 

2015-2016 115,387.50 75,000.00 115,387.50 305,775.00 

2016-2017 114,637.50 75,000.00 114,637.50 304,275.00 

2017-2018 113,512.50 80,000.00 113,512.50 307,025.00 

2018-2019 112,312.50 80,000.00 112,312.50 304,625.00 

2019-2020 111,112.50 85,000.00 111,112.50 307,225.00 

2020-2021 109,837.50 185,000.00 109,837.50 404,675.00 

2021-2022 106,137.50 280,000.00 106,137.50 492,275.00 

2022-2023 100,537.50 290,000.00 100,537.50 491,075.00 

2023-2024 94,737.50 300,000.00 94,737.50 489,475.00 

2024-2025 88,737.50 315,000.00 88,737.50 492,475.00 

2025-2026 82,437.50 330,000.00 82,437.50 494,875.00 

2026-2027 75,837.50 345,000.00 75,837.50 496,675.00 

2027-2028 68,937.50 355,000.00 68,937.50 492,875.00 

2028-2029 61,837.50 365,000.00 61,837.50 488,675.00 

2029-2030 54,537.50 265,000.00 54,537.50 374,075.00 

2030-2031 49,237.50 275,000.00 49,237.50 373,475.00 

2031-2032 43,737.50 285,000.00 43,737.50 372,475.00 

2032-2033 38,037.50 295,000.00 38,037.50 371,075.00 

2033-2034 31,768.75 310,000.00 31,768.75 373,537.50 

2034-2035 25,181.25 320,000.00 25,181.25 370,362.50 

2035-2036 18,381.25 325,000.00 18,381.25 361,762.50 

2036-2037 11,475.00 290,000.00 11,475.00 312,950.00 

2037-2038 5,312.50 250,000.00 5,312.50 260,625.00 

TOTALS 1,984,931.25 6,040,000.00 1,984,931.25 10,009,862.50 


303



2010B TIRZ #2 CERTIFICATES OF OBLIGATION 



Year 12-15 12-15 6-15 Total 

2012-2013 18,446.23 150,000.00 18,446.23 186,892.46 

2013-2014 17,375.98 155,000.00 17,375.98 189,751.96 

2014-2015 16,018.95 155,000.00 16,018.95 187,037.90 

2015-2016 14,491.43 160,000.00 14,491.43 188,982.86 

2016-2017 12,532.23 165,000.00 12,532.23 190,064.46 

2017-2018 10,346.80 170,000.00 10,346.80 190,693.60 

2018-2019 7,732.20 175,000.00 7,732.20 190,464.40 

2019-2020 4,865.70 180,000.00 4,865.70 189,731.40 

2020-2021 1,647.30 85,000.00 1,647.30 88,294.60 

TOTALS 103,456.82 1,395,000.00 103,456.82 1,601,913.64 


304


Section VIII 

CAPITAL IMPROVEMENTS PROGRAM 

The City of Missouri City Capital Improvements Program (CIP) is a process by which the City develops a 

multi-year plan for major capital expenditures that matches available resources and satisfies the City tax rate 

stabilization objective. 

Section 9.03 of the City Charter, Chapter A-11 - Annual Budget, requires a capital program which may be 

revised and extended each year to indicate capital improvements pending or in the process of construction or 

acquisition, and shall include the following items: 

a) A summary of proposed programs, 

b) A list of all capital improvements which are proposed to be undertaken during the five (5) 

fiscal years next ensuing, with appropriate supporting information as necessary for such 

improvements, 

c) Cost estimates, method of financing and recommended time schedules for each such 

improvement, and 

d) The estimated annual cost of operating and maintaining facilities to be constructed or 

acquired. 

Section 9.06 of the City Charter, Lapse of Appropriations, states the following: 

Every appropriation, except an appropriation for a capital expenditure, shall lapse at the close of the 

fiscal year to the extent that it has not been expended or encumbered. An appropriation for a capital 

expenditure shall continue in force until the intended purpose has been accomplished or abandoned. 

The purpose of any such appropriation shall be deemed abandoned if three (3) years pass without any 

disbursement from or encumbrance of the appropriation. 

This Capital Improvement Budget, Volume II, contains detailed descriptions and justifications for each project 

with expenditures in the 2012 fiscal year and future years. Prior years’ expenditures for completed projects are 

included in the summary pages for all years. Each detailed sheet contains prior year capital expenditures from 

prior fiscal years’ to the present year’s expenditures plus encumbrances for each project. 

It includes estimated future year costs each year along with total estimated project costs, funding sources 

proposed and identifies those projects not funded for consideration and clarification of total future project 

costs. 


305


CAPITAL IMPROVEMENTS PROGRAM DEVELOPMENT 

As in the previous bond elections, the City Council appointed a Citizens Advisory Committee in 2003 for the 

2003 bond election to study and identify the long term needs of the City. Subcommittees were formed to 

review public safety, drainage, transportation, facilities and parks and recreation needs. Supported by city 

staff, these volunteers identified costs and made recommendations with priorities to the City Council. 

On September 13, 2003, a $75,000,000 bond issue was approved by the voters by a 3:1 margin. On November 

4, 2008, the voters approved a $17,500,000 bond issue for park and recreation public improvements. 

FINANCIAL PERSPECTIVE 

Each year in the budget process, city staff projects capital expenditure needs for the next five years. Future 

maintenance and operational costs are to be considered so that impact on the general operating budget is 

considered before projects are approved. 

Where applicable, assessments, impact fees, pro rata charges, interest earnings, contributions from developers 

and other government agencies are used to leverage project costs. Projects are supplemented with city staff 

labor and city-owned equipment whenever possible, cost effective, and to keep the project within budget. 

The total projects costs are adjusted yearly to account for these contributions whenever possible. As projects 

are finalized or priorities change during the year, budget estimates are submitted to City Council for 

adjustments to current or future year projects. 

PLANNED FUNDING / SCHEDULING OF BOND ISSUES 

The implementation schedule was developed in phases to meet the following criteria: 

1) To assure the sale of bonds was scheduled so that the debt service fund would not be impacted by 

more than a $0.04 property tax increase overall in both the 2003 and 2008 bond elections. 

2) Financing is provided by the cash flow approach, whereby bonds are sold as needed to generate 

enough cash flow for project commitments within the phased schedule. 


306


The 1995 bond election of $35,000,000 was sold in the following increments: 

FISCAL 

PARKS & 

YEAR PUBLIC SAFETY DRAINAGE TRANSPORATION RECREATION TOTAL 

1995 $2,250,000 $3,070,000 $2,150,000 $1,280,000 $8,750,000 

1997 $5,200,000 $1,200,000 $1,000,000 $600,000 $8,000,000 

1999 $0 $1,300,000 $1,670,000 $1,030,000 $4,000,000 

2002 $710,000 $1,350,000 $2,255,000 $1,720,000 $6,035,000 

2004 $0 $2,623,000 $2,077,000 $0 $4,700,000 

2006 $0 $817,000 $0 $0 $817,000 

2007 $0 $0 $2,698,000 $0 $2,698,000 

TOTALS $8,160,000 $10,360,000 $11,850,000 $4,630,000 $35,000,000 

The 2003 bond election of $75,000,000 is proposed to be sold in the following increments: 

FISCAL 

PARKS & 

MUNICIPAL 

YEAR PUBLIC SAFETY DRAINAGE TRANSPORATION RECREATION FACILITIES COURT TOTALS 

2004 $1,526,000 $250,000 $232,000 $300,000 $872,000 $90,000 $3,270,000 

2006 $3,640,000 $43,000 $0 $0 $0 $940,000 $4,623,000 

2007 $0 $1,785,000 $2,527,000 $2,900,000 $0 $0 $7,212,000 

2008 $830,000 $965,000 $2,750,000 $965,000 $190,000 $0 $5,700,000 

2009 $470,000 $0 $10,105,000 $9,500,000 $1,010,000 $0 $21,085,000 

2010 $0 $1,500,000 $0 $0 $0 $0 $1,500,000 

2011 $0 $0 $0 $1,885,000 $0 $0 $1,885,000 

2012 $0 $0 $0 $0 $0 $0 $0 

2013 $0 $1,400,000 $0 $0 $0 $0 $1,400,000 

2014 $710,000 $6,365,000 $6,771,000 $0 $38,000 $0 $13,884,000 

2015 $371,000 $3,805,000 $3,634,000 $0 $0 $0 $7,810,000 

2016 $653,000 $1,800,000 $1,080,000 $0 $0 $0 $3,533,000 

2017 $0 $2,087,000 $1,011,000 $0 $0 $0 $3,098,000 

TOTALS $8,200,000 $20,000,000 $28,110,000 $15,550,000 $2,110,000 $1,030,000 $75,000,000 

The 2008 Park & Recreation bond election of $17,500,000 is proposed to be sold in the following increments: 

FISCAL PARKS & 

YEAR RECREATION 

2010 $8,000,000 

2011 $7,520,000 

2012 $0 

2013 $0 

2014 $500,000 

2015 $875,000 

2016 $550,000 

2017 $55,000 

TOTALS $17,500,000 


307


OPERATING COSTS ASSOCIATED WITH CAPITAL IMPROVEMENTS PROGRAMS 

Overall, the Capital Improvements Program has been focused on adding value and extending life to the City 

infrastructure without adding a substantial increase in current operating costs. 

Only projects which will have associated increases over the already budgeted operating costs have been listed 

below. Most of the operating cost increases are for property insurance, electric, water, and gas utilities for 

facilities, and insurance, fuel and repair costs for major equipment. Personnel costs associated with a 

particular project have been listed separately. 

Project 

Fiscal Year 

Number Project Description 2013 2014 2015 2016 2017 

PS0702 Fire Station #5 0 1,194,466 1,229,010 1,264,530 1,301,116 

PS1101 Animal Shelter 3,180 3,660 4,200 4,830 5,555 

TR9807 Signal Preemption/Upgrades/Sequencing 4,030 4,630 5,325 6,125 7,045 

TR0503 Traffic Management Devices 210 230 265 304 350 

PK0903 QV Tennis & Recreation Center 0 85,000 510,000 535,000 562,275 

*TBA Sign Shop Expansion 0 0 2,770 3,190 3,670 

*TBA Fire Training Facility 0 0 0 50,000 50,000 

*TBA Fire Engine (Station 5) 0 61,745 63,597 65,505 67,470 

*TBA Fire Station #7 0 0 0 0 1,256,270 

*TBA Sta-Mo Park Improvements Phase II 0 0 0 1,500 1,725 

*TBA Recreation & Tennis Center 1,725 1,985 2,285 2,628 3025 

*TBA Parks Signs Upgrade 750 865 1,000 1,150 1,350 

*TBA Skatepark 0 0 0 0 1,000 

*TBA Oak Hill Park 0 0 500 500 500 

*TBA Quail Valley North 0 0 250 250 250 

The following project is utility construction project and its operating costs will be included in the 

Utility Fund (not the General Operating Fund): 

WA0901 Surface Water Treatment Plant 0 100,000 115,000 132,250 152,088 

*TBA To be assigned - projects have not started yet. 


308



309


Capital Project 

Bonds 

73.87% 


$9,629,727 

Mustang Bayou Reg 

Water Facility 

0.10% 


Water Facility 

1% 

Steepbank/Flatbank 

Reg Wastew ater 

Phase II 

0% 


WW Treament Plant 

2% 

Surface Water Plant 

0.10% 


$14,931,597 

Surface Water Plant 

22% 

Capital Project Bonds 

54% 

Steepbank/ 

Flatbank Reg WWTP 

Phase II 

0.00% 


WW Treament Plant 

0.00% 

METRO Projects 

25.92% 

Other Projects 

0.01% 

METRO Projects 

21% 

Other Projects 

0% 


310


DESCRIPTION 

ALL CAPITAL IMPROVEMENT FUNDS 

CONSOLIDATED SUMMARY OF REVENUES, EXPENDITURES AND 


ADOPTED BUDGET FY 2013 

CAPITAL 

PROJECT 

BONDS 

FUND 

METRO 

PROJECTS 

FUND 

OTHER 

PROJECTS 

FUND 

STEEPBANK/ 

FLATBANK 

REGIONAL WWTP 

PHASE II 

CONSTRUCTION 

FUND 

MUSTANG BAYOU 

REGIONAL WWTP 

CONSTRUCTION 

FUND 

MUSTANG 

BAYOU 

REGIONAL 

WATER PLANT 

CONSTRUCTION 

FUND 

SURFACE WATER 

PLANT 

CONSTRUCTION 

FUND TOTALS 

REVENUES: 


Contributions from Other Govt's 5,360,227 0 0 0 0 0 0 5,360,227 

Metro - 1/2 Sales Tax Rebate 0 2,496,000 0 0 0 0 0 2,496,000 

Metro St. Maintenance & Trf Control 0 0 0 0 0 0 0 0 

Park Grants 


0 0 0 0 0 0 0 0 

REVENUES 


5,360,227 2,496,000 0 0 0 0 0 7,856,227 

Interest Earnings 353,000 0 500 0 0 10,000 10,000 373,500 

Contributions from Developers 0 0 0 0 0 0 0 0 

Other 0 0 0 0 0 0 0 

TOTAL OTHER REVENUES 353,000 0 500 0 0 10,000 10,000 373,500 



5,713,227 2,496,000 500 0 0 10,000 10,000 8,229,727 

Transfer from General Fund 0 0 0 0 0 0 0 0 

Transfer from Mustang Bayou Reg Water Fund 0 0 0 0 0 0 0 0 

Transfer from Steepbank/Flatbank Reg WW Fund 0 0 0 0 0 0 0 0 

Transfer from Surface Water Fund 0 0 0 0 0 0 0 0 

Reimbursement from MUD's 0 0 0 0 0 0 0 0 

Sale of Bonds 1,400,000 0 0 0 0 0 0 1,400,000 

Sale of Certificates of Obligation 0 0 0 0 0 0 0 0 


EXPENDITURES 

7,113,227 2,496,000 500 0 0 10,000 10,000 9,629,727 

Cost of Sales 0 0 0 0 0 0 0 0 

Public Safety 2,946,872 0 0 0 0 0 0 2,946,872 

Drainage 1,540,000 0 0 0 0 0 0 1,540,000 

Transportation 2,670,311 2,362,000 0 0 0 0 0 5,032,311 

Parks 508,554 0 0 0 0 0 0 508,554 

Facilities 335,000 0 0 0 0 0 0 335,000 

Municipal Court 0 0 0 0 0 0 0 0 

Metro Projects 0 0 0 0 0 0 0 0 

Other Projects 0 0 0 0 0 0 0 0 

Utility Construction 0 0 0 0 0 100,000 3,300,000 3,400,000 

TOTAL EXPENDITURES 8,000,737 2,362,000 0 0 0 100,000 3,300,000 13,762,737 


Transfer to General Fund 0 800,000 0 0 0 0 0 800,000 



Debt 


0 0 0 0 368,860 0 0 368,860 

EXPENDITURES 8,000,737 3,162,000 0 0 368,860 100,000 3,300,000 14,931,597 

NET REVENUES OVER/(UNDER) EXPENDITUR (887,510) (666,000) 500 0 (368,860) (90,000) (3,290,000) (5,301,870) 

BEGINNING FUND BALANCE JULY 1 1,563,861 1,838,810 283,822 598,773 2,301,408 1,551,118 5,655,935 13,793,726 

ENDING FUND BALANCE JUNE 30 676,351 1,172,810 284,322 598,773 1,932,548 1,461,118 2,365,935 8,491,856 


311




METRO PROJECTS FUND 

401-0000 

FY 2011 FY 2012 FY 2012 

Adopted 



REVENUES 

Sale of Certificates of Deposit 0 0 0 0 

Interest Income 9,371 0 44,512 0 

TxDOT Reimb. - Eldorado Bridge Rehab-TR9607 0 0 0 0 

Silver Ridge - Drainage Mat'l - MT9802 0 0 0 0 

Willow Waterhole - Stafford-DRWWST 0 0 0 0 

Riverstone Blvd - TR9702 0 0 0 0 

MUD 115 - TR9702 0 0 0 0 

Perry Homes - Creekmont 0 0 0 0 

Transfer from 1991 Fund 0 0 0 0 

Stafford Economic Development 0 0 0 0 

Metro - Street Maintenance 0 0 0 0 

Metro - 1/2 cent sales tax rebate 2,492,625 2,400,000 2,400,000 2,496,000 

Total Revenues 2,501,996 2,400,000 2,444,512 2,496,000 


Transfer from General Fund 0 0 0 0 

Transfer from Comm Block Dev Funds 0 0 0 0 

Transfer from Capital Project Bond Fund 0 0 0 0 

Total Other Financing Resources 0 0 0 0 

TOTAL REVENUES & RESOURCES 2,501,996 2,400,000 2,444,512 2,496,000 

EXPENDITURES 

Cost of Sales & Other 2,271 0 0 0 

Public Safety 0 0 0 0 

Drainage 0 0 0 0 

Transportation 1,721,115 1,108,000 2,122,360 2,362,000 

Parks 0 0 0 0 

Metro 0 0 0 0 

Other Projects 0 0 

General 0 0 0 0 

Fire Truck 0 0 0 0 

Total Expenditures 1,723,386 1,108,000 2,122,360 2,362,000 


Transfer to General Fund 600,000 800,000 800,000 800,000 

Transfer to TIRZ #1 0 0 0 0 

Transfer to TRIZ #2 0 0 0 0 

Transfer to Capital Project Bond Fund 0 0 0 0 

TOTAL APPROPRIATIONS/EXPENDITURES 2,323,386 1,908,000 2,922,360 3,162,000 

NET REVENUES OVER/(UNDER) EXPENDITURE 178,610 492,000 (477,848) (666,000) 

BEGINNING FUND BALANCE JULY 1 2,138,048 1,662,838 2,316,658 1,838,810 

ENDING FUND BALANCE JUNE 30 2,316,658 2,154,838 1,838,810 1,172,810 


312




OTHER PROJECTS FUND 

402-0000 


Adopted 


Actual Budget Estimated Budget 

REVENUES 

Sale of Certificates of Deposit 0 0 1,730,000 0 

Interest Income 307 500 110,000 500 

Total Revenues 308 500 1,840,000 500 


Transfer from Comm Dev Block Grant Fund 0 0 0 0 

Transfer from Bond Fund 0 0 0 0 

Total Other Financing Resources 0 0 0 0 

TOTAL REVENUES & RESOURCES 308 500 1,840,000 500 

EXPENDITURES 

Cost of Sales & Other 0 0 30,000 0 

Public Safety 0 0 0 0 

Drainage 0 0 0 0 

Transportation 0 0 0 0 

Parks 0 0 0 0 

Facilities 0 0 0 0 

Metro 0 0 0 0 

Other Projects 0 0 0 0 

General 9,170 0 1,700,000 0 

Total Expenditures 9,170 0 1,730,000 0 


Transfer to Fleet Replacement Fund 0 0 0 0 

Transfer to Info Technology Replacement Fund 0 0 0 0 

Total Other Financing Uses 0 0 0 0 

TOTAL APPROPRIATIONS/EXPENDITURES 9,170 0 1,730,000 0 

NET REVENUES OVER/(UNDER) EXPENDITURES (8,862) 500 110,000 500 

BEGINNING FUND BALANCE JULY 1 182,684 186,478 173,822 283,822 

ENDING FUND BALANCE JUNE 30 173,822 186,978 283,822 284,322 


313




CAPITAL PROJECTS FUND 

403-0000 

Adopted 


Actual Budget Estimated Budget 

REVENUES 

Sale of Bonds 9,405,000 0 0 1,400,000 

Bond Premium 232,367 370,408 0 0 

Interest Income 25,236 0 476,267 353,000 

Other 70,820 0 241 0 

Contributions - Other Gov'ts 4,010,937 0 0 0 

Grant - Tx Parks & Wildlife - PK0903 0 950,000 950,000 0 

Sienna MUD - Fire Truck Contribution 0 0 0 875,000 

Sienna Plantation MUD#1 - PS0702 0 0 147,162 2,071,872 

City of Sugar Land - TR0801Highway 6 Medians 0 0 142,183 0 

City of Stafford- PS1101 Animal Shelter 0 0 100,000 0 

Sienna Johnson Dev- TR9807 Signal Upgrade 0 0 31,990 0 

Hampton Point Manor - TR1102 Township Lane/FM1092 0 0 22,000 0 

Ft. Bend County - TR0905 SH8 Intersection Impr 0 0 1,722,512 0 

FEMA -Stafford Run Stabilization 0 0 0 200,000 

Ft. Bend County Reimb. - TR1203 Lexington 0 0 265,603 2,213,355 

Total Revenues 13,744,360 1,320,408 3,857,957 7,113,227 



Transfer from Comm Dev Block Grant Funds 0 0 0 0 

Transfer from METRO Projects Fund 0 0 0 0 

Total Other Financing Sources 0 0 0 0 

TOTAL REVENUES & RESOURCES 13,744,360 1,320,408 3,857,957 7,113,227 

EXPENDITURES 

Cost of Sales 218,584 0 0 0 

Public Safety 295,554 454,786 872,981 2,946,872 

Drainage 6,303,936 2,155,000 2,223,403 1,540,000 

Transportation 1,111,093 2,403,470 6,905,959 2,670,311 

Parks 672,646 11,708,881 15,080,806 508,554 

Facilities 0 735,317 715,251 335,000 

Municipal Court 0 0 0 0 


NET REVENUES OVER/(UNDER) EXPENDITURES 5,142,546 (16,137,046) (21,940,443) (887,510) 


ENDING FUND BALANCE JUNE 30 23,504,304 2,109,818 1,563,861 676,351 


314




STEEPBANK/FLATBANK REGIONAL WASTEWATER CONSTRUCTION FUND PHASE II & III 

410-0000 

Adopted 



REVENUES 

Sale of Certificates of Obligation 0 0 0 0 

Certificate of Obligation Premium 0 0 0 0 

Interest Income 12,971 1,000 16,380 0 

Total Revenues 12,971 1,000 16,380 0 


Reimbursement from MUD's 0 0 0 0 


Transfer from Mustang Bayou Reg Water Fund 0 0 2,830,500 0 

TOTAL REVENUES & RESOURCES 12,971 1,000 2,846,880 0 

EXPENDITURES 

Capital Outlay 970,104 0 3,079,972 0 


Transfer to General Fund 0 0 0 0 

Transfer to Mustang Bayou WWTP Fund 0 0 0 0 

TOTAL APPROPRIATIONS/EXPENDITURES 970,104 0 3,079,972 0 

NET REVENUES OVER/(UNDER) EXPENDITURES (957,133) 1,000 (233,092) 0 

BEGINNING FUND BALANCE JULY 1 1,788,998 651,804 831,865 598,773 

ENDING FUND BALANCE JUNE 30 831,865 652,804 598,773 598,773 


315




MUSTANG BAYOU REGIONAL WASTEWATER TREATMENT PLANT CONSTRUCTION FUND 

415-0000 

Adopted 



REVENUES 


Cerificates of Obligation Premium 0 0 0 0 

TWDB - Reg W/WW Fac Study 0 0 62,500 0 

Contribution - Sewer Capacity 31,050 0 12,150 0 

Contribution - Capital Recovery Fee 672,693 0 418,692 0 

Interest Income 4,677 0 164,676 0 

Total Revenues 708,420 0 658,018 0 


Transfer from Mustang Bayou Reg Water Fund 0 0 0 0 

Transfer from Steepbank/Flatbank Reg WW Fund 0 0 0 0 

TOTAL REVENUES & RESOURCES 708,420 0 658,018 0 

EXPENDITURES 

Capital Outlay 110,686 369,240 283,956 0 

2008A C.O. Interest Exp 535,568 0 369,240 357,335 

2005 C.O. Interest Exp (29,641) 0 11,895 11,525 

Cost of Sales 113 0 0 0 


Transfer to Steepbank/Flatbank WWTP Fund 0 0 2,830,500 0 

TOTAL APPROPRIATIONS/EXPENDITURES 616,726 369,240 3,495,591 368,860 

NET REVENUES OVER/(UNDER) EXPENDITURE 91,694 (369,240) (2,837,573) (368,860) 




316




MUSTANG BAYOU REGIONAL WATER PLANT CONSTRUCTION FUND 

420-0000 


Adopted 



REVENUES 


Interest Income 1,877 10,000 38,238 10,000 

Other/Misc 0 0 0 0 

Contributions from Other Governments 0 0 0 0 

TWDB - Reg W/WW Fac Study 0 0 62,500 0 

Contributions - Water Capacity 26,450 0 10,350 0 

Contributions - Capital Recovery Fee 44,918 0 294,366 0 

Contributions from Developers 0 0 0 0 

Total Revenues 73,245 10,000 405,454 10,000 

TOTAL REVENUES & RESOURCES 73,245 10,000 405,454 10,000 

EXPENDITURES 

Capital Outlay 64,360 500,000 488,980 100,000 


Transfer to SB/FB WWTP Phase II Fund 0 0 0 0 

Transfer to Mustang Bayou Interim WWTP Fund 0 0 0 0 

TOTAL APPROPRIATIONS/EXPENDITURES 64,360 500,000 488,980 100,000 

NET REVENUES OVER/(UNDER) EXPENDITURES 8,885 (490,000) (83,526) (90,000) 




317




SURFACE WATER PLANT CONSTRUCTION FUND 

421-0000 


Adopted 



REVENUES 


C. O. Premium 0 0 0 0 

Interest Income 287,297 0 331,291 10,000 

Contributions - Pumpage Fees 0 0 0 0 

Contributions from Developers 0 0 0 0 

Total Revenues 287,297 0 331,291 10,000 


Transfer from Surface Water Fund 4,037,473 0 0 0 

Total Other Financing Sources 4,037,473 0 0 0 

TOTAL REVENUES & RESOURCES 4,324,770 0 331,291 10,000 

EXPENDITURES 

Capital Outlay 29,047,208 4,000,000 12,352,134 3,300,000 


Transfer to Surface Water Fund 0 0 0 0 


NET REVENUES OVER/(UNDER) EXPENDITURES (24,722,438) (4,000,000) (12,020,843) (3,290,000) 


ENDING FUND BALANCE JUNE 30 17,676,778 11,478 5,655,935 2,365,935 


318


PUBLIC SAFETY 

CAPITAL IMPROVEMENT PROGRAMS GROUP DESCRIPTIONS 

Public Safety Capital Projects can be categorized into three major areas: facilities, major equipment, and 

capital upgrades to communications. Facilities projects include fire stations, emergency operations, training 

facilities, existing building renovation, and building upgrades. Fire engines and fire fighting equipment are 

included in the major equipment component. Capital upgrades to communications comprises of mobile 

technology in police and fire vehicles and the infrastructure required to operate the mobile network. 

DRAINAGE 

Drainage Capital Projects fall into four major areas: master drainage plans, major drainage infrastructure 

construction based on the studies, maintenance/repairs to existing facilities, and major equipment for 

constructing and maintaining drainage projects. The master drainage plans and construction projects have the 

goal of removing/preventing all structures from being in the 100-year flood plain. Also existing facilities and 

drainage structures that require major reconstruction/rehabilitation are funded by the Drainage CIP. 

Equipment such as Gradalls, dump trucks, and mowers are purchased for project construction and drainage 

infrastructure maintenance. 

TRANSPORTATION 

Transportation Capital Projects consist of the following categories: new roads, traffic signals, ITS (Intelligent 

Traffic System), traffic studies, and transportation infrastructure recapitalization. Projects build new roads and 

signals based on the City’s Major Thoroughfare Plan and traffic studies. ITS is a major component that 

incorporates upgrading existing traffic signals, linking them via fiber optics or wireless technology, tying them 

into a centralized control center, and utilizing the network to synchronize the signals to improve traffic flow 

throughout the City and the region. Transportation infrastructure recapitalization includes major street 

reconstructions or rehabilitations. 


Parks & Recreation Capital Projects comprise of the following types of projects: regional park improvements, 

minor park improvements, beautification, trails, and facilities. Regional park improvements consist of major 

projects that build roads, ball fields, restrooms, pavilions, boat ramps, and other major park features. Minor 

park improvements include constructing signage, playground structures, and other features in smaller parks. 

Beautification is for monument signage and landscaping at the City’s gateway entrances. Trails funds are used 

to build the network of trails as defined by the City’s Trail Master Plan. Facilities included maintenance 

buildings, expansions/renovations to the Community Center and Golf Pro Shop, and tennis and recreation 

facilities. 

FACILITIES 

Facilities projects consist of new construction, renovation, and upgrades of existing facilities to accommodate 

staff growth and building reuse. These buildings are for general public use and do not fall under the other 

capital project categories. The City Hall complex was recently renovated according to a space utilization 

study, and underwent an upgrade to the electrical system and HVAC system. 


319


OTHER PROJECTS 

Other Projects can be categorized major equipment purchases which have been funded by Certificates of 

Obligation. Certificates of Obligation with a shorter repayment schedule are used to make these purchases as 

the type of equipment being purchased has a shorter life than the major equipment being purchased with 

General Obligation Bond funds. These projects were generally vehicle and computer equipment purchases 

before the City set up replacement funds for these types of purchases 

METRO PROJECTS 

METRO Projects were short-lived projects which improved mobility in the City. The projects were funded by 

the Metropolitan Transit Authority (METRO) Street Maintenance and Traffic Control reimbursements. 

UTILITY CONSTRUCTION 

These projects construct the plants, transmission lines, lift stations, and appurtenances necessary to provide 

water, and wastewater utility services in the Steep Bank/Flat Bank Creek, and Mustang Bayou service areas. 

The surface water project covers the entire city and a portion of the City’s extra-territorial jurisdiction to 

regulate the withdrawal of groundwater to prevent ground subsidence that contributes to or precipitates 

flooding. As these plants become operational, they will be moved to Enterprise Funds and operational costs 

recovered through user fees. 


320



321


PROJECTS BY YEARS 

Fiscal Year 1996 through 2017 

Index Project 

Estimated Budgeted 

No. No. Project Name FY1996-2011 FY2012 FY2013 

PUBLIC SAFETY 

PS9601 Public Safety Headquarters 5,108,427 

PS9602 Fire Station #3 1,130,988 

PS9603 Communication Instr/Appar 880,922 

PS9604 Info Systems 376,690 


PS9802 Fire Equipment 291,425 

PS9901 Truck & Fire Equipment 584,005 

PS0001 Renovate Old P.D. Building 331,354 

PS0101 Renovate Fire Station #2 52,750 

PS0201 Mobile Data Terminals 749,135 


PS0501 Smart Zone Communications 581,570 

001 PS0502 Renovate Fire Station #4 20,738 

PS0601 Hydraulic Rescue Tool 31,417 

PS0701 EOC/Municipal Court Phase III 3,835,293 

002 PS0702 Fire Station #5 61,314 248,420 2,071,872 

PS0801 Breathing Air Compressor 21,738 

003 PS0802 PSHQ Renovation & Improvements 209,803 

PS0901 Fire Truck 855,086 

004 PS1101 Animal Shelter 13,625 560,375 

005 PS1201 Old Dispatch Renovations 64,186 

006 Fire Engine (FS#5) 875,000 

007 Fire Station #6 

008 Fire Training Facility 

009 Police Firing Range (Formerly Police Training F 

010 Fire Station #7 

011 Renovate Fire Station #3 

TOTAL PUBLIC SAFETY 18,322,316 872,981 2,946,872 

DRAINAGE 

DRWWST Willow Waterhole-Stafford 84,147 

DR9601 McLain Boulevard 9,650 

012 DR9602 Major Equipment 564,438 

DR9603 DR - Willow Waterhole 1,033 

DR9604 DR - WWH - Sub Watershed C 9,774 

DR9605 DR - Oyster Creek 14,402 

DR9606 DR - Computer Mapping 200,515 

DR9607 DR - Eng Design & Construction 53,646 

DR9608 DR - Information Systems 11,546 

DR9701 NE Oyster Creek 5,100,042 

DR9702 Oyster Creek-Cross Creek WS 183,729 

DR9801 Equip/Fac/Info Systems 274,593 

DR9802 Drainage Studies 72,168 16,128 

DR9804 Cangelosi Ditch Watershed 2,285,280 65,848 

013 DR9805 Mustang Bayou Watershed 1,021,769 13,236 

DR9806 Willow Waterhole Detention Pond 115,988 

DR9807 Adams Ditch 86,580 

014 DR9901 Drainage General Improvements 232,810 

015 DR9902 Lower Oyster Creek 379,288 

DR9903 Service Center Expansion 2,577,084 

DR0201 Independence Detention Facility Repair 481,075 

DR0301 Stormwater Management (NPEDS II) 135,478 

DR0501 Brightwater Outfall Repair 25,391 

DR0502 Remote Fueling Station 116,518 

DR0601 Fieldcrest Drainage Improvements 836,853 

DR0701 Pamela & Patricia Drainage Improvements 233,353 

DR0702 GIS Support 23,029 

016 DR0901 Quail Valley Drainage Analysis & Repairs 214,215 

DR0902 Willow Waterhole II 78,850 

DR0903 Bridge Rehabilitation 106,523 


322


Projected 


Projected 


Projected 


Projected 

FY2017 Unfunded Project Total 

Project 

No. 

5,108,427 PS9601 

1,130,988 PS9602 

880,922 PS9603 

376,690 PS9604 

1,334,683 PS9701 

291,425 PS9802 

584,005 PS9901 

331,354 PS0001 

52,750 PS0101 

749,135 PS0201 

1,851,355 PS0401 

581,570 PS0501 

272,535 293,273 PS0502 

31,417 PS0601 

3,835,293 PS0701 

2,381,606 PS0702 

21,738 PS0801 

508,011 717,814 PS0802 

855,086 PS0901 

574,000 PS1101 

64,186 PS1201 

875,000 

201,815 895,165 1,096,980 

371,000 4,129,000 4,500,000 

165,000 165,000 

278,880 1,290,303 1,569,183 

709,827 371,000 716,415 6,314,468 30,253,879 

84,147 DRWWST 

9,650 DR9601 

400,000 265,168 1,229,606 DR9602 

1,033 DR9603 

9,774 DR9604 

14,402 DR9605 

200,515 DR9606 

53,646 DR9607 

11,546 DR9608 

5,100,042 DR9701 

183,729 DR9702 

274,593 DR9801 

88,297 DR9802 

2,351,128 DR9804 

2,700,000 1,704,598 5,439,603 DR9805 

115,988 DR9806 

86,580 DR9807 

574,888 600,000 400,000 1,217,848 3,025,547 DR9901 

151,712 531,000 DR9902 

2,577,084 DR9903 

481,075 DR0201 

135,478 DR0301 

25,391 DR0501 

116,518 DR0502 

836,853 DR0601 

233,353 DR0701 

23,029 DR0702 

500,000 500,000 1,214,215 DR0901 

78,850 DR0902 

106,523 DR0903 


323


PROJECTS BY YEARS (Continued) 

Index Project 



DRAINAGE (continued) 

DR0904 Key Court Dam Repair 90,700 

DR1101 Roadside Ditch Maintenance 178,429 

017 DR1201 El Dorado Bridge Replacement 44,007 1,627,071 

018 DR1202 Cartwright Bridge Repair 967 252,242 

019 DR1203 Cangelosi Watershed Improvements 148,878 950,000 

020 Community Center 100,000 

021 Willow Waterhole Watershed Update 140,000 

022 Stafford Run Bank Stabilization 450,000 

023 Cangelosi Detention Facility 

TOTAL DRAINAGE 15,843,871 2,223,403 1,540,000 

TRANSPORTATION 

TR9601 McLain Boulevard 1,216,949 

TR9602 TR - Computer Mapping 53,689 

TR9603 TR - Information Systems 34,075 

TR9604 TR - Major Equipment 15,382 

TR9605 TR - Miscellaneous 6,000 

TR9606 TR - Independence Blvd. 19,998 

TR9607 TR - Eldorado Bridge Rehab 78,997 

TR9608 TR - METRO Information Systems 217,109 

TR9609 TR - Pavement Management 160,735 

TR9610 TR - Cartwright Road 15,839 

TR9611 TR - Lexington Blvd 17,834 

TR9701 Asphalt Street Reconstruction 2,443,943 

TR9702 Concrete Street Reconstruction 5,914,835 

TR9703 Independence Extension 5,165,454 

TR9704 Lexington Widening 367,206 

TR9705 Street Reserve 13,316 

TR9706 Sidewalks and Trails 645,743 

024 TR9707 Traffic Studies 881,186 261,382 60,000 

TR9708 Support Facilities and Equipment 1,155,291 

025 TR9802 Additional Traffic Signals 835,497 

TR9803 New Roads and Facilities 56,720 

026 TR9804 GIS-Mapping,Plotter,Flyover,Script 513,022 37,358 30,000 

TR9805 Settegast Road 1,477,944 

TR9806 Flat Bank Extension 16,374 

027 TR9807 Signal Upgrade/Sequencing 1,985,718 645,861 100,000 

TR9808 Misty Hollow Extension 82,690 

TR9901 Beltway Southwest Road 54,101 

TR0001 U.S. 90A 857,645 

TR0101 General Transportation Study 10,000 

TR0201 Independence Phase 5 144,690 

028 TR0301 Bridge Rehabilitation 2,890,286 69,000 

TR0302 Lake Olympia Extension 1,891,261 

TR0401 Trammel-Fresno Bridge 566,382 

TR0501 Valley Forest Reconstruction 1,129,769 

TR0502 Major Thoroughfare Plan 212,800 

029 TR0503 Traffic Management Devices 46,048 34,852 27,000 

TR0601 Transfer to General Fund 4,300,000 800,000 800,000 

030 TR0603 ROW Management 240,067 

TR0604 Turtle Creek Reconstruction 2,911,684 

TR0701 Fifth Street Improvements 759,816 

TR0702 Pamela/Patricia Recapitalization 1,084,670 

TR0703 Gessner/Texas Pkwy Separation 121,200 29,571 

TR0704 Cartwright/FM1092 Intersection 300,465 

TR0705 Glenn Lakes & Hwy 6 Intersection 72,639 

TR0801 SH6 Medians 1,186,615 142,183 

031 TR0802 Sidewalk Replacement 958,789 150,000 400,000 

TR0803 Lexington/FM1092 Grade Reduction 445,158 

TR0804 SH6/FM1092 Intersection 93,028 

TR0901 S. Gessner Reconstruction 3,934,749 66,416 

032 TR0902 Lakeview Infrastructure 3,170,603 


324


Projected 


Projected 


Projected 


Projected 


Project 

No. 

90,700 DR0904 

178,429 DR1101 

1,671,078 DR1201 

253,209 DR1202 

1,098,878 DR1203 

100,000 

140,000 

450,000 

2,500,000 1,000,000 1,000,000 604,900 5,104,900 

6,426,600 3,804,598 1,800,000 2,087,916 33,726,388 

1,216,949 TR9601 

53,689 TR9602 

34,075 TR9603 

15,382 TR9604 

6,000 TR9605 

19,998 TR9606 

78,997 TR9607 

217,109 TR9608 

160,735 TR9609 

15,839 TR9610 

17,834 TR9611 

2,443,943 TR9701 

5,914,835 TR9702 

5,165,454 TR9703 

367,206 TR9704 

13,316 TR9705 

645,743 TR9706 

60,000 60,000 1,322,568 TR9707 

1,155,291 TR9708 

400,000 180,000 1,415,497 TR9802 

56,720 TR9803 

30,000 30,000 640,380 TR9804 

1,477,944 TR9805 

16,374 TR9806 

100,000 100,000 100,000 100,000 3,131,580 TR9807 

82,690 TR9808 

54,101 TR9901 

857,645 TR0001 

10,000 TR0101 

144,690 TR0201 

125,000 125,000 125,000 125,000 3,459,286 TR0301 

1,891,261 TR0302 

566,382 TR0401 

1,129,769 TR0501 

212,800 TR0502 

27,000 27,000 161,900 TR0503 

800,000 800,000 800,000 800,000 9,100,000 TR0601 

150,000 390,067 TR0603 

2,911,684 TR0604 

759,816 TR0701 

1,084,670 TR0702 

150,771 TR0703 

300,465 TR0704 

72,639 TR0705 

1,328,798 TR0801 

150,000 150,000 400,000 400,000 2,608,789 TR0802 

445,158 TR0803 

93,028 TR0804 

4,001,165 TR0901 

1,172,000 1,253,000 109,169 5,704,772 TR0902 


325



Index Project 



TRANSPORTATION (continued) 

TR0903 Thompson Ferry/Oilfield Road Intersection 400,132 

033 TR0905 SH6 Intersection Improvements 1,010,821 2,283,275 

034 TR1001 Texas Parkway/Cartwright Corridor 336,310 43,221 

035 TR1002 Quail Valley East Reconstruction 151,232 851,386 

036 TR1101 Pavement Maintenance & Mgmt Program 485,761 919,460 695,000 

TR1102 Township LN/FM 1092 Signal 42,010 369,247 

TR1103 Thompson Ferry Realignment 55,624 573,376 

037 TR1104 Hurricane Lane Extension 54,484 421,114 

TR1105 Vicksburg Extension 45,305 176,760 

038 TR1201 Sidewalk Construction 

039 TR1202 Gessner Irrigation 78,266 

040 TR1203 Lexington Extension 265,603 2,213,355 

041 TR1204 Texas Parkway Sidewalk - MC Drive to Buffalo 24,805 

042 TR1205 Texas Parkway Intersection Improvements 211,468 456,956 

043 TR1206 El Dorado Bridge 370,000 

044 Pedestrian & Bicycle Implementation Plan 200,000 

045 Dulles Improvements 403,714 

046 Texas Parkway Medians 400,000 

047 Turtle Creek / Mission Valley - Hilton Head 400,000 

048 Gregory Reconstruction 550,000 

049 Infrastructure Analysis 100,000 

050 Trammel-Fresno Improvements 

051 Independence Widening 

052 Independence Realignment 

053 Sienna Parkway Recapitalization 

054 Sign Shop Expansion (formerly TR9708) 

055 Intelligent Traffic System (ITS) 

056 City Hall Drive 

057 Lake Olympia Parkway Extension 

General Mobility Projects 

TOTAL TRANSPORTATION 53,355,689 9,828,319 5,832,311 


PK9601 Park Improvements 1,002,483 299,899 200,000 

PK9602 Community Park 1,585,003 

PK9603 Independence Park 145,943 

PK9604 Trail System 341,819 36,820 

PK9605 Beautification 113,548 100,000 

PK9606 Information Systems 33,736 

PK9701 Hunters Glen Park 731,177 

PK9801 Independence Park Boat Ramp 508,409 

PK0001 Brazos River Corridor Improvements 27,142 

PK0002 Roane Park Improvements 597,576 

PK0003 Sta-Mo Park Improvements 353,044 

PK0101 Buffalo Run Park 3,788,648 

PK0401 GCWA Trail 44,705 

PK0801 QVGC Acquisition & Initial Improvement 14,954,962 

PK0902 Community Park Phase II 228,884 

PK0903 Tennis & Recreation Center 1,452,779 5,157,859 

PK1001 Community Center & Golf Pro Shop 672,776 9,233,157 183,554 

PK1101 MacNaughton Park 51,866 

PK1201 Tennis & Recreation Ctr Equipment 208,071 25,000 

Sta-Mo Park Improvements Phase II 40,000 

Park Master Plan Update 25,000 

Park Signs Upgrade 80,000 

Oak Hill Park 

Quail Valley North 

Skatepark 

TOTAL PARKS & RECREATION 26,634,502 15,080,806 508,554 

FACILITIES 

FA0401 City Hall Parking Lot 43,162 


326


Projected 


Projected 


Projected 


Projected 


Project 

No. 

400,132 TR0903 

3,294,096 TR0905 

650,000 1,029,531 TR1001 

1,002,618 TR1002 

300,000 300,000 600,000 600,000 3,900,221 TR1101 

411,257 TR1102 

629,000 TR1103 

1,010,000 1,485,598 TR1104 

222,065 TR1105 

102,599 100,000 100,000 175,000 477,599 TR1201 

78,266 TR1202 

2,478,958 TR1203 

24,805 TR1204 

668,424 TR1205 

370,000 TR1206 

200,000 

403,714 

400,000 

2,240,000 2,640,000 

2,125,000 2,675,000 

100,000 

1,247,000 1,247,000 

100,000 700,000 800,000 

150,000 900,000 1,050,000 

600,000 50,000 415,000 1,065,000 

355,075 355,075 

250,000 5,338,299 661,701 6,250,000 

1,090,500 1,090,500 

440,000 351,479 3,308,521 4,100,000 

359,889 359,889 

9,753,674 11,353,799 3,089,169 2,911,368 6,210,222 102,334,550 

200,000 200,000 200,000 30,782 2,133,163 PK9601 

1,585,003 PK9602 

145,943 PK9603 

378,639 PK9604 

100,000 200,000 200,000 713,548 PK9605 

33,736 PK9606 

731,177 PK9701 

508,409 PK9801 

27,142 PK0001 

597,576 PK0002 

353,044 PK0003 

3,788,648 PK0101 

44,705 PK0401 

14,954,962 PK0801 

228,884 PK0902 

6,610,637 PK0903 

10,089,487 PK1001 

51,866 PK1101 

25,000 25,000 25,000 25,000 333,071 PK1201 

450,000 490,000 

25,000 

80,000 

65,000 65,000 

125,000 125,000 

125,000 125,000 

515,000 875,000 550,000 55,782 44,219,643 

43,162 FA0401 


327



Index Project 



FACILITIES (continued) 

FA0402 CH 1st Floor 28,957 

FA0403 EOC/Municipal Court Phase 1 1,030,000 

FA0701 EOC/Municipal Court Phase 2 366,824 

FA0702 City Hall Renovation 62,208 

FA0801 Electrical & HVAC for City Hall Complex 225,735 

FA0802 City Hall Complex Renovation & Park Maintena 926,990 518,401 

FA1201 City Hall Complex Landscape Improvements 36,850 335,000 

Animal Shelter Facility 160,000 

TOTAL FACILITIES 2,683,876 715,251 335,000 

OTHER PROJECTS 

Cost of Sales 1,157,894 30,000 

CO067 CO's - Computer Equipment 225,407 

GN0001 GN-MCTV Equipment 86,345 

GN0002 GN - Building Roof Repair 126,528 

GN0003 GN - Information Systems 368,722 

GN0004 GN - Non-Public Safety Radio 61,688 

GN0005 GN - Telephone Equipment 57,180 

GN0006 GN - Fleet Replacement 435,450 

GN0201 GN - Equipment-Computer Replace 108,211 

GN0202 GN - Office Equipment 96,121 

GN0203 GN - Machinery & Equipment 158,259 

GN0204 GN - Computer Hardware/Software 108,928 

GN0205 GN - Interactive Voice Response 128,425 

GN0206 GN - EMS Reporting/Billing 30,517 

GN0207 GN - Fuel Mgmt Sys/Gate Control 14,814 

GN0208 GN - Imaging 160,657 

GN0301 G&G Looking Glass Mapping & Intrf. 35,704 

GN0302 AS400 Upgrade-I Series/Backing Sys 250,295 

GN0303 Computer-Departmental Requests 127,810 

GN0304 Computer software/training/consulting 25,713 

GN0305 Fire Truck 308,810 

GN0306 PC/Laptop/Server Hdwe Repl Program 596,681 

GN0307 Network,Computer/Telephone Upgrade 593,096 

GN0308 Compressed Air Foam System (CAFS) 38,914 

GN0309 Comprehensive Plan Update 145,680 

GN0401 Navaline 80,718 

GN0601 PSHQ Recording System 110,722 

GN0701 PSHQ Wireless Network 24,245 

GN0801 EOC/Muni Court Equipments 701,819 

GN1001 City Hall Complex Renovation 79,853 

GN1201 ERP - Public Admin 27,083 1,013,669 

GN1202 ERP - Court 101,173 

GN1203 ERP - Public Safety 21,099 585,158 

TOTAL OTHER PROJECTS 6,493,385 1,730,000 

METRO PROJECTS 

MT9801 METRO - Street Material 37,181 

MT9802 METRO - Drainage Material 22,158 

MT9803 METRO - Traffic Signals 36,083 

MT9805 METRO - Contract Hire-Tree Trim 33,962 

MT9806 METRO - Contract Hire-Drainage 8,600 

MT9807 METRO - Pavement Marking 23,395 

TOTAL METRO PROJECTS 161,379 


328


Projected 


Projected 


Projected 


Projected 


Project 

No. 

28,957 FA0402 

1,030,000 FA0403 

366,824 FA0701 

62,208 FA0702 

225,735 FA0801 

1,445,391 FA0802 

72,698 331,302 775,850 FA1201 

160,000 

72,698 331,302 4,138,126 

1,187,894 

225,407 CO067 

86,345 GN0001 

126,528 GN0002 

368,722 GN0003 

61,688 GN0004 

57,180 GN0005 

435,450 GN0006 

108,211 GN0201 

96,121 GN0202 

158,259 GN0203 

108,928 GN0204 

128,425 GN0205 

30,517 GN0206 

14,814 GN0207 

160,657 GN0208 

35,704 GN0301 

250,295 GN0302 

127,810 GN0303 

25,713 GN0304 

308,810 GN0305 

596,681 GN0306 

593,096 GN0307 

38,914 GN0308 

145,680 GN0309 

80,718 GN0401 

110,722 GN0601 

24,245 GN0701 

701,819 GN0801 

79,853 GN1001 

1,040,752 GN1201 

101,173 GN1202 

606,258 GN1203 

8,223,385 

37,181 MT9801 

22,158 MT9802 

36,083 MT9803 

33,962 MT9805 

8,600 MT9806 

23,395 MT9807 

161,379 


329



Index Project 



UTILITIES CONSTRUCTION 

WWTP#2 Steepbank/Flatbank Reg. WWTP 3 MGD 6,752,198 41,322 

WWTP#7 Steepbank/Flatbank Reg. WWTP 4.5 MGD 6,512 

WWTP#3 Mustang Bayou WWTP 0.55 MGD 1,148,004 

WW0901 Mustang Bayou WWTP 0.95 MGD 

Mustang Bayou WWTP 3.0 MGD 

3,071,930 573,672 368,860 

WWTP#6 Mustang Bayou Reg. Water Plant 2,081,881 

WL0001 Mustang Bayou 16" Water Lines - Hwy 6 833,615 

WA0902 Mustang Bayou 24" Water Lines - Watt Plantati 269,063 

Mustang Bayou Service Area Waterlines 100,000 

WA1101 Mustang Bayou Water Plant 0.9 MGD 400,000 

WA0901 Surface Water Treatment Plant 10 MGD 37,665,810 12,395,449 3,300,000 

WX1101 Mustang Bayou Service Area Master Plan 42,061 1,439 

WX1102 Utilities Planning Study 126,521 177,960 

WW1201 Sienna N. Convers to SBFB 2,830,500 

Vicksburg Joint Powers Water Plant Improveme 208,150 

TOTAL UTILITIES CONSTRUCTION 

51,997,594 16,628,492 3,768,860 

TOTALS 175,492,611 47,079,251 14,931,597 


330


Projected 


Projected 


Projected 


Projected 


Project 

No. 

6,793,520 WWTP#2 

97,488 108,881 9,787,119 10,000,000 WWTP#7 

1,148,004 WWTP#3 

4,014,462 WW0901 

3,972,858 704,857 4,677,715 

2,081,881 WWTP#6 

833,615 WL0001 

269,063 WA0902 

100,000 

400,000 WA1101 

53,361,258 WA0901 

43,500 WX1101 

304,481 WX1102 

2,830,500 WW1201 

208,150 

97,488 4,081,739 10,491,976 87,066,149 

17,477,798 16,404,397 6,253,072 9,136,805 23,347,968 310,123,500 


331



332

============================== FY 2013 ANNUAL BUDGET ============================== 

Section IX 

UTILITY FUNDS 

PURPOSE AND KEY REVENUE ASSUMPTIONS AND TRENDS 

The Utility Funds are used to account for operations that are financed and operated in a manner similar to 

private business enterprises. Such funds are to be financed or recovered primarily through user charges. 

Steep Bank/Flat Bank WWTP Operational Fund is used to account for user fees collected from six (6) 

municipal utility districts in the Steep Bank/Flat Bank regional and the operation of same regional waste water 

plant. 

The Solid Waste Collections Fund is used to account for user fees and expenses related to the City’s garbage 

collection activities. 

The Utility Fund is used to account for the provision of water and wastewater services to the citizens of the 

City of Missouri City who are not serviced by one of the nineteen (19) municipal utility districts (MUDs) 

within the City limits. The two main areas included at this time in the Water/Wastewater Fund are Northeast 

Oyster Creek (NEOC) Service area and the Mustang Bayou (MB) Service area for both water and wastewater 

treatment, and wastewater treatment for the Hightower High School. 

The Surface Water Fund is currently being used to account the collection of groundwater reduction pumpage 

fees which will be used to operate the surface water plant (which is currently in the design phase) that the City 

is building to be used by twenty-three (23) of the municipal utility districts in the area. All activities necessary 

to provide such services are accounted for in these funds, including administration, operations, maintenance, 

financing, debt service, billing and collection. 

Enterprise funds are required to capitalize all their assets including infrastructure and record depreciation 

expense. Under GAAP requirements, annual capital budgets are not required, but City Charter requires annual 

budgets be adopted for all funds. 


333


MB Svc Area- 

Water 

Production 

3.75% 

Surface Water 

Treatment 

59.35% 


$14,444,436 

Surface Water 

Treatment 

67.51% 

MB Svc Area- 

Wastew ater 

Treatment 

2.85% 

Steepbank/ 

Flatbank- 

Wastew ater 

Treatment 

6.04% 

MB Svc Area 

Wastew ater 

Treatment 

4.04% 


$11,384,915 

Hightow er 

Wastew ater 

Treatment 

0.06% 

Solid Waste 

Collections 

18.38% 

Hightow er 

Wastew ater 

Treatment 

0.06% 

NEOC Svc Area- 

Water 

Production 

0.13% 


Wastew ater 

Production 

0.06% 


Wastew ater 

Treatment 

0.05% 

MB Svc Area-Water 

Production 

7.31% 

Solid Waste 

Collections 

22.71% 

Steepbank/ 

Flatbank-Wastew ater 

Treatment 

7.67% 


334


UTILITY FUNDS SUMMARY 


CHANGES IN CASH & CASH EQUIVALENTS 







505-5247 NE Oyster Creek Service Area-Water Production 21,819 12,500 12,500 16,561 16,200 




510-0000 Surface Water Treatment 6,114,915 6,531,954 6,531,954 7,458,555 9,653,500 






505-5247 NE Oyster Creek Service Area-Water Production 18,770 0 0 0 0 




510-0000 Surface Water Treatment 973,126 1,284,633 1,449,134 1,364,677 3,212,315 






390 3500 Bond Premium 120,107 0 0 0 0 



Missouri City Share O&M Reserve (14,021) 0 0 0 0 

590 Paying Agent Fees (500) (500) (500) (500) (500) 

Issuance Expense (120,107) 0 0 0 0 

590 Contingency - Surface Water Treatment Plant 0 72,055 0 0 (79,947) 

591 O & M Reserve Inc/(Dec)-Steepbank/Flatbank Plant 21,489 10,907 10,907 10,907 4,657 

O & M Reserve Inc/(Dec)-Mustang Bayou WWTP Plant 43,448 0 0 39,056 (6,300) 

990 0101 Transfer to Fund 101 (1,105,944) (150,000) (150,000) (150,000) (150,000) 

990 0421 Transfer to Fund 421 (4,037,473) 0 0 0 0 

Bond/CO Interest Expense (2,442,078) (3,618,274) (3,618,274) (3,618,274) (3,641,434) 

Total Non-Operating Revenue/(Expenses) (7,098,034) (3,613,812) (3,685,867) (3,607,645) (3,763,205) 

NET INCOME (1,478,837) 2,379,111 2,089,488 2,887,615 3,059,521 

Total Cash and Cash Equivalents - Beginning 4,001,463 2,422,788 2,522,626 2,522,626 5,410,241 

DESIGNATED FUND BALANCE-RESERVES 0 0 0 0 (218,208) 

Total Cash and Cash Equivalents - Ending 2,522,626 4,801,899 4,612,114 5,410,241 8,687,970 


335


FUND 250 




Services Charged 976,659 841,302 841,302 869,787 870,834 

Total Operating Revenue 976,659 841,302 841,302 869,787 870,834 


O&M Reserve Increase/(Decrease) 21,489 10,907 10,907 10,907 4,657 


Other Miscellaneous 0 0 0 0 0 

Total Non-Operating Revenue 23,119 12,907 12,907 13,307 6,657 




CHANGES IN NET ASSETS 

STEEP BANK/FLAT BANK REGIONAL WASTEWATER FUND 

3009 Insurance 15,418 15,734 15,734 14,185 16,578 

3017 Special Services & Legal 73,601 0 34,745 145,245 90,000 

3033 Telephone 0 0 0 2,259 2,364 

3034 Electric Utilities 313,798 381,400 381,401 265,600 281,642 

3036 Water Utilities 2,763 3,300 3,300 621 0 

3201 Plant Operators 262,437 240,000 240,000 240,700 276,000 

3202 Sludge Removal 44,353 68,000 68,000 50,011 54,000 

3203 Permit Services 8,750 8,775 8,775 15,250 15,250 

3204 Inspection Services 0 0 0 0 0 

3205 Admin/Audit/Engineering Fees * 26,000 26,000 26,000 30,999 26,000 

3206 Plant Seeding 0 0 0 0 0 

3207 Lift Station Maintenance 64,474 10,000 10,000 0 10,000 

3208 General Maintenance & Repairs 10,731 100,000 100,000 107,225 100,000 

3249 Miscellaneous 54,098 1,000 1,000 92 1,000 

Total Operating Expenses 876,423 854,209 888,955 872,187 872,834 


Designation - O & M Reserve 202,645 213,552 213,552 213,552 218,208 

REVENUES OVER EXPENDITURES 123,355 0 (34,746) 10,907 4,657 

BEGINNING BALANCE - JULY 1 79,289 0 202,644 202,644 213,551 

ENDING BALANCE - JUNE 30 202,644 0 167,898 213,551 218,208 

* $24,999 engineering services, and $6,000 for audit services in FY2012. 

* $10,000 engineering services, $10,000 accounting administration, and $6,000 for audit services in FY2013. 


336



FUND 270 

Adopted 


Actual Orig Budget Budget Dept Est. CM Approved 

380 OTHER REVENUES 

0100 Interest Earnings (137) - - 1,342 1,000 

3400 Solid Waste Subscribers 74,732 89,000 89,000 93,646 100,800 

3401 Solid Waste Admin Fees 15,249 17,500 17,500 17,391 17,520 

3402 Solid Waste MUD Pmts 1,594,379 2,400,000 2,400,000 2,300,000 2,513,200 

3404 Recycling MUD Payments 8,698 14,400 14,400 15,368 18,000 

8100 Late Fees 2,890 2,250 2,250 4,875 4,800 

Total Other Revenues 1,695,811 2,523,150 2,523,150 2,432,622 2,655,320 

Total Revenues and Resources 1,695,811 2,523,150 2,523,150 2,432,622 2,655,320 




SOLID WASTE COLLECTIONS 


3038 Solid Waste Contract 1,419,591 

3039 Solid Waste Admin Fee 95,343 

Total Contractual Services 1,514,934 

2,280,000 

135,000 

2,415,000 

2,280,000 2,388,384 

135,000 132,000 

2,415,000 2,520,384 

2,440,000 

146,000 

2,586,000 


EXPENDITURES 1,514,934 2,415,000 2,415,000 2,520,384 2,586,000 

REVENUES OVER/(UNDER) EXPENDITURES 180,877 108,150 108,150 (87,762) 69,320 

BEGINNING BALANCE JULY 1 0 5,032 180,877 180,877 93,115 



337


WATER/WASTEWATER UTILITY FUND 


CHANGES IN CASH & CASH EQUIVALENTS 

FUND 505 




5146 Hightower Wastewater Treatment 

416 9600 Maintenance Services Charged 6,702 10,801 10,801 6,769 6,976 

Hightower Wastewater Treatment Total 6,702 10,801 10,801 6,769 6,976 

5247 NE Oyster Creek Service Area-Water Production 

380 0700 Impact Fees 9,600 0 0 0 0 

417 9100 Tap/Inspection Fees 0 0 0 60 0 

417 9200 Water Fees/Sales 10,239 10,600 10,600 13,651 14,200 

417 9300 Reconnect Fees 1,500 1,500 1,500 2,250 1,500 

417 9500 Deposits Forfeited 0 0 0 0 0 

417 9700 Customer Service Fees 480 400 400 600 500 

417 9800 Late Charges 0 0 0 0 0 

NE Oyster Creek Service Area-Water Production Total 21,819 12,500 12,500 16,561 16,200 

5248 NE Oyster Creek Service Area-Wastewater Treatment 

416 9400 Sewer Fees 9,817 9,800 9,800 10,290 10,700 

416 9900 Tex Comm Environ Quality 0 0 0 0 0 

NE Oyster Creek Service Area-Wastewater Treatment Total 9,817 9,800 9,800 10,290 10,700 

5349 Mustang Bayou Service Area-Water Production 

417 9100 Tap/Inspection Fees 57,350 171,500 171,500 44,125 37,500 

417 9200 Water Fees/Sales 295,607 343,200 343,200 323,910 343,200 

417 9300 Reconnect Fees 8,375 9,225 9,225 10,875 12,500 

417 9400 GRP Fees 88,373 112,000 112,000 114,800 120,000 

417 9700 Customer Service Fees 3,605 7,000 7,000 3,325 3,825 

417 9800 Late Charges 16,138 13,000 13,000 21,150 23,000 

Mustang Bayou Service Area-Water Production Total 469,448 655,925 655,925 518,185 540,025 

5350 Mustang Bayou Service Area-Wastewater Treatment 

350 2002 O & M Reserve Inc/(Dec) 43,448 0 0 39,056 (6,300) 

416 9000 Maintenance Service Charged 261,926 416,720 416,720 330,016 304,418 

416 9300 Reconnect Fees 0 0 0 0 0 

416 9400 Sewer Fees 259,268 274,500 274,500 281,250 283,650 

Mustang Bayou Service Area-Wastewater Treatment Total 564,642 691,220 691,220 650,322 581,768 

Total Operating Revenue 


1,072,428 1,380,246 1,380,246 1,202,127 1,155,669 

5146 Hightower Wastewater Treatment 

753 3009 Insurance 198 201 201 181 212 

753 3017 Operator Fees 5,631 6,600 6,600 6,543 6,000 

753 3033 Telephone 45 0 0 45 64 

753 3207 Lift Station Maintenance 282 2,000 2,000 0 200 

753 3208 General Maintenance & Repairs 0 2,000 2,000 0 500 

Hightower Wastewater Treatment Total 6,156 10,801 10,801 6,769 6,976 

5247 NE Oyster Creek Service Area-Water Production 

753 3017 Operator Fees 0 0 0 0 0 

753 3034 Electric Utilities 0 0 0 0 0 

753 3036 Water Utilities 0 0 0 0 0 

754 4901 Depreciation 18,770 0 0 0 0 

757 7042 Machinery & Equipment 0 0 0 0 0 

NE Oyster Creek Service Area-Wastewater Treatment Total 18,770 0 0 0 0 

5248 NE Oyster Creek Service Area-Wastewater Treatment 

753 3009 Insurance 221 224 224 202 237 

753 3017 Operator Fees 804 809 809 2,686 2,700 

753 3034 Electric Utilities 531 480 652 258 0 


753 3207 Lift Station Maintenance 906 3,000 3,000 700 1,000 

753 3208 General Maintenance & Repairs 0 2,000 2,000 2,546 2,000 

754 4901 Deprectiation 29,872 0 0 0 0 

757 7042 Machinery & Equipment 0 0 0 0 0 

NE Oyster Creek Service Area-Wastewater Treatment Total 32,526 6,673 6,845 6,764 6,187 


338




WATER/WATEWATER UTILITY FUND 

FUND 505 



5349 Mustang Bayou Service Area-Water Production 

753 3009 Insurance 1,321 2,359 2,359 1,808 3,124 

753 3017 Operator Fees 85,818 93,500 93,500 105,350 106,800 

753 3020 Bank Fees 0 0 0 47 0 

753 3033 Telephone 1,346 1,326 1,326 2,100 2,100 

753 3034 Electric Utilities 33,432 44,000 49,967 41,350 31,845 


753 3203 Permit Services 918 1,662 1,662 1,392 1,392 

753 3205 GRP Pumpage Fees 108,593 118,000 118,000 210,400 377,000 

754 4901 Deprectiation 108,309 0 0 0 0 

990 301 Op Trf to Fund 301 284,977 292,131 292,131 292,131 309,970 

Mustang Bayou Service Area-Water Production Total 624,714 552,978 558,945 654,578 832,231 

5350 Mustang Bayou Service Area-Wastewater Treatment 

753 3009 Insurance 2,859 3,575 3,575 3,079 6,214 

753 3017 Plant Operators 148,221 173,126 173,126 138,900 108,000 

753 3020 Bank Fees 0 0 0 0 

753 3033 Telephone 1,597 2,325 2,325 1,960 1,956 

753 3034 Electric Utilities 96,809 182,400 194,582 104,290 109,506 

753 3035 Garbage Utilities 1,059 1,440 1,440 1,320 1,440 

753 3036 Water Utilities 6,455 0 0 0 0 

753 3202 Sludge Removal 69,162 68,000 68,000 34,450 35,000 

753 3203 Permit Services 2,403 2,700 2,700 4,018 4,018 

753 3204 Inspection Services 14,543 18,000 18,000 21,414 24,084 

753 3207 Lift Station Maintenance 0 0 0 0 0 

753 3208 General Maintenance & Repairs 0 0 0 9,729 5,000 

753 3249 Miscellaneous 11,066 0 0 1,406 0 

754 4105 Subcontractors/Material 15,484 0 0 9,450 9,600 

754 4901 Depreciation 105,207 0 0 0 0 

990 0301 Op Trf to Fund 301 16,936 17,993 17,993 17,993 19,314 

Mustang Bayou Service Area-Wastewater Treatment Total 496,017 469,559 481,741 348,009 324,132 


OPERATING INCOME (105,755) 340,235 321,914 186,007 (13,857) 





756 6001 Missouri City Share O&M Reserve (14,021) 0 0 0 0 

Total Non-Operating Revenue/(Expenses) 392,034 10,000 10,000 10,104 10,000 

NET INCOME 286,279 350,235 331,914 196,111 (3,857) 

Designation - O & M Reserve 43,448 0 0 82,504 76,204 

Total Net Cash Equivalents - Beginning 171,141 461,652 500,868 500,868 779,483 

Total Net Cash Equivalents - Ending 500,868 811,887 832,782 779,483 851,830 


339




SURFACE WATER UTILITY FUND 


FUND 510 




416 7100 GRP Pumpage Fees 6,114,915 6,487,134 6,487,134 7,207,634 6,496,948 

416 9200 Water Fees/Sales 0 44,820 44,820 250,921 3,156,552 




712 2040 Purchase of Water 633,533 652,550 705,343 652,550 672,127 

712 2050 Chemicals 0 0 0 0 700,000 

Total Commodities 633,533 652,550 705,343 652,550 1,372,127 


713 3008 Water Wise Credit Reimbursements 118,542 0 0 0 

713 3009 Insurance 0 0 0 20,767 89,716 

713 3017 Special Services & Legal 90,671 150,000 614,761 102,336 156,000 

713 3034 Electricity 0 0 0 0 300,000 

713 3201 Plant Operators 0 353,053 0 512,654 350,000 

713 3203 Permit Services 130,380 129,030 129,030 76,370 76,370 

713 3208 GeneraL Maintenance & Repairs 0 0 0 0 100,000 

713 3209 Solids Disposal 0 0 0 0 95,000 

713 3249 Miscellaneous 0 0 0 0 655,102 

Total Contractual Services 339,593 632,083 743,791 712,127 1,822,188 


714 4041 Organizational Cost Reimb. 0 0 0 0 0 

714 4105 Outside Contractors & Materials 0 0 0 0 18,000 

0 0 0 0 18,000 

Total Operating Expenses 973,126 1,284,633 1,449,134 1,364,677 3,212,315 


NON-OPERATING REVENUE 


390 3500 Bond Premium 120,107 0 0 0 0 


Total Non-Operating Revenue 149,604 60,000 60,000 97,320 97,320 

NON-OPERATING EXPENSES 

590 0100 Paying Agent Fees 500 500 500 500 500 

514 4081 Reserve for Contingency 0 72,055 0 79,947 

597 0200 Issuance Expense 120,107 0 0 0 

716 0200 2009B Cert of Obligation Principal 0 1,150,000 1,150,000 1,150,000 1,200,000 

726 0902 2009B Cert of Obligation Interest 2,140,165 2,158,150 2,158,150 2,158,150 2,112,150 

990 0101 Transfer to Fund 101 1,105,944 150,000 150,000 150,000 150,000 

990 0421 Transfer to Fund 421 4,037,473 0 0 0 0 

Total Non-Operating Expenses 7,404,189 3,530,705 3,458,650 3,458,650 3,542,597 

NON-OPERATING INCOME (7,254,585) (3,470,705) (3,398,650) (3,361,330) (3,445,277) 

NET INCOME (2,112,796) 1,776,616 1,684,170 2,732,548 2,995,908 

Total Net Cash Equivalents - Beginning 3,751,033 1,956,104 1,638,237 1,638,237 4,370,785 

Total Net Cash Equivalents - Ending 1,638,237 3,732,720 3,322,407 4,370,785 7,366,693 


340


Section X 


Internal Service Funds are used to account for activities in which one or more departments of the City provide 

various services to other departments of the City. The intent of the fund is to recover the cost of providing 

these services from internal user charges. The source of revenue for each fund is primarily charged to various 

City departments in the General and other funds. Rental fees for replacement vehicles and technology items 

were suspended in the FY 2011 budgets and have been reinstated in FY 2012 and FY 2013. 

REVENUE ASSUMPTIONS AND FUND USE 

Fleet Maintenance & Replacement Funds – These funds were established to account for the cost of 

expenses associated with the maintenance and replacement of the City’s fleet of passenger vehicles and light 

trucks. Revenues are derived from user charges to the operating departments at the end of each month. 

Information Technology Maintenance & Replacement Funds – These funds were established to account 

for the cost of operating, maintaining and acquiring the City’s information systems. Revenues are derived 

from user charges to the operating departments at the end of each month. 

Building Maintenance Fund – This fund was established for the cost of maintaining all City building 

facilities. These costs include custodial services and building repair costs, which are allocated back to the 

departments on a monthly basis. All costs of gas, lights, water, and other utilities for all City employeeoccupied 

buildings are also charged here in order to track all costs. Revenues are derived from user charges to 

the operating departments at the end of each month based on square footage. Presently this fund is used only 

for minor repairs and maintenance with monthly allocations based on square footage of the building areas. 

Because most buildings are relatively new, major repair costs were not addressed this year. 


341



$ 4,245,350 

Building 

Maintenance 

29.23% 

Information 

Technology 

Replacement 

4.22% 

Building 

Maintenance 

30.25% 

Information 

Technology 

Replacement 

5.87% 

Fleet 

Maintenance 

18.39% 

Information 

Technology 

Maintenance 

39.81% 


$ 4,102,160 

Fleet 

Maintenance 

19.03% 

Information 

Technology 

Maintenance 

41.19% 

Fleet 

Replacement 

8.35% 

Fleet 

Replacement3 

.66% 


342


REVENUES: 

INTERNAL SERVICE FUNDS SUMMARY BY FUND 


INFORMATION INFORMATION 

FLEET FLEET TECHNOLOGY TECHNOLOGY BUILDING 

MAINTENANCE REPLACEMENT MAINTENANCE REPLACEMENT MAINTENANCE 

FUND FUND FUND FUND FUND TOTALS 


Services Charged 780,617 354,611 1,689,791 171,279 1,241,052 4,237,350 

Transfers from General Fund 0 0 0 0 0 0 

TOTAL OPERATING REVENUES 780,617 354,611 1,689,791 171,279 1,241,052 4,237,350 


Federal Grants 0 0 0 

Interest Earnings 0 0 0 8,000 0 8,000 

Sale of Salvage 0 0 0 0 0 0 

Insurance Reimbursement 0 0 0 0 0 0 

Miscellaneous 0 0 0 0 0 0 

TOTAL NON-OPERATING REVENUES 0 0 0 8,000 0 8,000 

TOTAL REVENUES & RESOURCES 780,617 354,611 1,689,791 179,279 1,241,052 4,245,350 

EXPENDITURES 

Personnel 268,908 0 637,751 0 266,818 1,173,477 

Commodities 273,100 0 165,868 0 122,094 561,062 

Contractual Services 236,809 0 867,172 0 848,629 1,952,610 

Other Services 1,800 0 19,000 0 3,511 24,311 

Capital Outlay 0 150,000 0 240,700 0 390,700 

TOTAL EXPENDITURES 780,617 150,000 1,689,791 240,700 1,241,052 4,102,160 

CONTINGENCY 0 0 0 0 0 0 


Transfers to General Fund 0 0 0 0 0 0 

Transfers to Building Maint. Fund 0 0 0 0 0 0 


EXPENDITURES 780,617 150,000 1,689,791 240,700 1,241,052 4,102,160 

NET REVENUES OVER/(UNDER) EXPENDITU 0 204,611 0 (61,421) 0 143,190 

BEGINNING FUND BALANCE JULY 1 0 (63,928) 0 197,519 0 133,591 

ENDING FUND BALANCE JUNE 30 0 140,683 0 136,098 0 276,781 


343


REVENUES: 

INTERNAL SERVICE FUNDS SUMMARY BY YEAR 





Other Miscellaneous 40,040 0 0 1,503 0 




TOTAL OPERATING REVENUES 3,706,510 4,090,665 4,090,665 3,505,522 4,237,350 



TOTAL NON-OPERATING REVENUES 10,934 35,000 35,000 24,526 8,000 


Transfer from General Fund 157,129 183,117 183,117 188,550 0 

Transfer from C.O. Fund 0 0 0 0 0 

Transfer from Fleet Maint. Fund 0 0 0 0 0 

Transfer from Info Tech Replacement Fund 0 0 0 0 0 


EXPENDITURES 

Personnel 1,036,415 1,111,867 1,111,867 1,086,375 1,173,477 

Commodities 1,659,926 573,708 581,008 710,510 561,062 

Contractual Services 1,893,272 2,054,760 2,300,777 2,003,113 1,952,610 


Capital Outlay 320,101 534,000 660,046 680,819 390,700 


CONTINGENCY 0 0 0 0 0 


Transfers to General Fund 0 0 0 0 0 

Transfers to Building Maint. Fund 0 0 0 0 0 

Transfer to Fleet Replace Fund 0 0 0 0 0 


EXPENDITURES 4,927,598 4,284,548 4,665,411 4,492,468 4,102,160 

NET REVENUES OVER/(UNDER) EXPENDITU (1,053,025) 24,234 (356,629) (773,870) 143,190 

BEGINNING FUND BALANCE JULY 1 1,960,486 668,240 907,461 907,461 133,591 

ENDING FUND BALANCE JUNE 30 907,461 692,474 550,832 133,591 276,781 


344


DEPARTMENT: PUBLIC WORKS 

DIVISION: FLEET MAINTENANCE 

FUNDING SOURCE: INTERNAL SERVICE FUNDS 



The Fleet Maintenance Division schedules and performs preventive maintenance and repairs for 456 vehicles 

and equipment on a regular basis. The mechanic to vehicle/equipment ratio is 152 to 1. The Fleet 

Maintenance Division is responsible for maintaining, operating, and managing the fuel delivery systems, at 

the Service Center and the Fuel Island located at Fire Station 4. The division is responsible for the 

maintenance, operations, and repair of the automated and manual car wash facility at the service center. The 

Division maintains and refuels the Emergency Generators located at City Facilities. 

This Division is responsible for the repair and maintenance of various types of heavy equipment as well as 

minor tools and equipment. This Division provides emergency field assistance to City-owned vehicles and 

equipment that need unscheduled emergency repairs. This Division assists in maintaining, operating, and 

managing the Service Center and associated facilities. 

The Fleet Maintenance Division annually evaluates all vehicles and equipment, using the Vehicle and 

Equipment Replacement Policy. This Division then makes recommendations thru the Fleet Status Report. 

The report gives information to all Divisions on the condition and recommended replacement year on each all 

piece of equipment. 

The Fleet Maintenance Division is tasked with special design, fabrication and welding projects for other 

divisions. 

The Fleet Maintenance Superintendent schedules and coordinates the Monthly Scheduled Maintenance 

Operations. 

Total Full-Time Employees – 4 

Asst. City Manager/Director is included in the PW Administration Divisional Budget. 


345


DEPARTMENT: PUBLIC WORKS FUNDING SOURCE: INTERNAL SERVICE FUND 

DIVISION: FLEET MAINTENANCE FUND NUMBER: 605-000 


� The Fleet Division personnel have obtained to date 32 current ASE and EVT Certifications. 

� Increased Fleet’s educational level and ability to use new technology by utilizing our existing vehicle 

repair and maintenance manuals. Fleet Division keeps up with changing technology thru self education 

utilizing manufacturer diagnostic software like: Ford Fleet Software, Detroit Diesel, Allison 

Transmission, Bendix Brake, and Webco Brake Software. 

� The Fleet Division inspects both Fuel Islands at the service center and at Fire Station 4 to meet Federal 

Stage II Vapor Recovery Compliance. 

� Purchased a Purigen 98 Nitrogen inflation machine with energy grant funds to replace the compressed air 

inflation process. The use of the nitrogen versus the compressed air benefits include: improved fuel 

mileage at a 2-3 mpg average, more miles per oil change, and longer tire life. 

� The Fleet Division through oil analysis and use of High Life Engine Oil has extended the useful life of 

engine oil to an average of 24,000 miles per unit. The use of this oil has in some instances increased the 

fuel mileage by 1 to 2 miles per gallon on some of the City Fleet. 


346





3,4 � Develop Policy and Procedure manual for Fleet Maintenance by June 30, 2013 

3,4 � Continue to develop training program for all levels of Fleet personnel to enable them to 

meet the qualifications and certifications for the changing technology and 

improvements to new and existing vehicles and equipment. March 30, 2013. 

3,4 � Increase the number of fleet warranty repairs and reimbursement by 5% over the 2012 

levels. 

3,4 � Research and recommend fuel efficiency programs for the economic benefits including 

alternative fueled vehicles. Existing Vehicles and Equipment extended fuel economy 

and extended Preventive Maintenance intervals. 

4 � Obtain 4 additional Automotive Service Excellence and 2 Emergency Vehicle 

Technician certifications within the division by March 30, 2013. 

3,4 � Continue to develop a Fleet Services Master Plan for Service Center improvements 

that meets upcoming Federal and State requirements for the fuel island operations and 

the State Air Quality Implementation Plan by June 30, 2013. 



Actual 




Estimate 



Fleet Superintendent 1 1 1 1 22 

Mechanic II 2 2 3 3 10 

Mechanic I 0 0 0 0 8 


Salary 

Grade 


347






Actual 




Estimate 



� Man hours to complete the Fleet Report on Schedule 100% 100% 100% 20.0 

� Man hours to Reconcile parts inventory semiannually 100% 100% 100% 10.0 

� Police Patrol Preventive Maintenance Labor Hours per Job N/A N/A N/A 2.0 

� Fire Apparatus Preventive Maintenance Labor Hours per Job N/A N/A N/A 4.0 

� Non Emergency Vehicles Preventive Maintenance Labor Hours 

per Job N/A N/A N/A 1.1 

� Repair Operations per Mechanic per Month N/A N/A N/A 55.2 

� Preventive Maintenance Operations per Mechanic per Month N/A N/A N/A 17.0 



Actual 




Estimate 



� Vehicles maintained-Total **142 **151 **154 **159 

Public Safety **83 **91 **94 **97 

Other Departments **59 **60 *60 *62 

� Equipment Maintained-Total *295 *305 *305 *306 

Public Safety **77 **82 **82 **82 

Other Departments **218 **223 **223 **224 

� Total vehicles/equipment maintained *437 **456 **456 **465 

� Vehicle Preventive maintenance operation 1006 950 #725 #800 

� Vehicle repair operations 2470 2,480 2503 2650 

� Total Operations 3476 3,430 3,228 3450 

� Fixed equipment maintained 16 16 16 18 

* Changes in equipment classification resulted in more accurate 

inventory tracking but changes totals 

** Additions to Fleet changes totals for next fiscal year. 

Vehicle & Equipment totals will be reduced after City Auction. 

*** Completed Small Equipment inventory removing no longer used, 

auctioned and or missing items. 

# Extended life oil allows increased mileage between Preventive 

Maintenance intervals. 


348



349




FLEET MAINTENANCE FUND 


FUND 605 

Adopted 


ActualOrig. Budget Budget Estimate Budget 


Services Charged 


711,262 652,233 652,233 728,894 780,617 


Sale of Salvage 1,515 0 0 1,503 0 


Other Miscellaneous 0 0 0 0 0 

Interest Earnings 0 0 0 0 0 

Total Revenues and Resources 


725,813 652,233 652,233 732,857 780,617 

711 PERSONNEL 




1050 Overtime 351 1,000 1,000 229 1,000 




1231 Prorated Health/Dent/Vision 0 0 0 0 0 

1245 Retirement 22,271 19,227 19,227 15,878 20,038 





2003 Meals & Drinks 0 50 50 0 50 


2007 Fleet Repair Parts 293,470 200,000 200,000 300,993 200,000 

2008 Fleet Default Bill Account 19,090 20,000 22,089 14,531 20,000 





2033 Postage 36 50 50 34 50 

2035 Bldg. Matl & Supplies/RPR 0 200 200 0 0 


2070 Grant Purchases 0 0 0 0 0 

2071 Fuel-Over/Under 0 0 0 0 0 

2072 Parts-Over/Under (2,250) 2,000 2,000 (1,500) 2,000 

2073 Radio System Indirect Costs 0 86 86 0 0 

2197 Computer Equip Rental Fee 0 1,422 1,422 1,422 1,050 






3009 Insurance 54,543 79,780 79,780 66,437 157,282 

3017 Special Service & Legal 1,600 1,600 1,600 1,600 1,600 



3037 Special Product Disposal 772 2,500 2,500 1,669 2,500 



Total Contractual Service 134,502 164,518 164,366 149,073 236,809 


350




FLEET MAINTENANCE FUND 

FUND 605 

Adopted 


ActualOrig. Budget Budget Estimate Budget 




4009 Training & Travel 0 0 0 0 0 









Transfer to General Fund 0 0 0 0 

Transfer to Building Maint. Fund 0 0 0 0 

Total Appropriations/Expenditures 711,331 652,233 654,170 742,810 780,617 

REVENUES OVER/(UNDER) EXPENDITURES 14,482 0 (1,937) (9,953) 0 

BEGINNING BALANCE JULY 1 (4,529) 0 9,953 9,953 0 

ENDING BALANCE JUNE 30 9,953 0 8,016 0 0 

FY2012 FY2013 

Amount Amount 

Communications 1,335 2,794 

Finance Administration 2,512 1,825 

Police Administration 18,012 28,089 

Police Support Services 3,048 537 

Police C.I.D. 39,617 45,569 

Police Patrol 203,420 195,659 

Fire Administration 4,016 6,922 

Fire Prevention 6,788 11,323 

Fire Training 821 636 

Fire Operations 192,763 199,972 

Public Works Administration 8,411 5,145 

Streets/Drainage/Traf. Operations 122,248 182,479 

GIS 852 462 

Animal Control 10,772 6,375 

Parks 52,136 42,333 

Recreation 1,175 440 

Planning 668 278 

Inspection 8,748 3,530 

Code Enforcement 9,217 5,163 

Fleet 30,334 29,762 

Information Technology 42 575 

Building Maintenance 11,959 10,749 

728,894 780,617 


351




FLEET REPLACEMENT FUND 

FUND 606 


Actual Orig. Budget Budget Dept Est. CM Approved 

WORKING CAPITAL REVENUES 

Lease Fees Charged 0 319,773 319,773 319,773 354,611 

Sale of Salvage 25,330 0 0 0 0 


Interest Earnings 1,245 5,000 5,000 6,595 0 



Transfer from Fund 101 0 0 0 0 0 





WORKING CAPITAL EXPENSES 

31,497 324,773 324,773 328,888 354,611 

712 

2023 

COMMODITIES 

Minor Tools & Equipment 

Depreciation Expense 


22,000 

598,869 

620,869 

0 

0 

0 

0 

0 

0 

34,493 

0 

34,493 

0 

0 

0 


7043 

7044 

7045 

Mach & Tools, Major 

Instruments & Apparatus 

Motor Vehicles 

Total Capital Outlay 

0 

0 

0 

0 

0 

0 

288,000 

288,000 

0 

0 

288,000 

288,000 

0 

0 

262,122 

262,122 

0 

35,000 

115,000 

150,000 

718 

100 

OTHER 

Other - Gen Govt 


0 

0 

0 

0 

0 

0 

0 

0 

Total Appropriations/Expenditures 620,869 288,000 288,000 150,000 

REVENUES OVER/(UNDER) EXPENDITURES (589,372) 36,773 36,773 204,611 

BEGINNING BALANCE JULY 1 493,171 382,745 (96,201) 140,683 

ENDING BALANCE JUNE 30 

Non Working Capital Expenses 

Depreciation (See Note) 

(96,201) 419,518 (59,428) 345,294 

Note: Depreciation is an expense item that does not use working capital. In order to comply with Generally 

Accepted Accounting Principles, depreciation needs to be recorded in enterprise and internal service funds. 

FY 2012 FY 2013 

FLEET RENTAL FEE CHARGED Amount Amount 

Information Technology 1,250 1,250 


Finance Administration 625 875 


Police Support Services 1,050 1,050 

Police C.I.D. 16,224 16,224 




Fire Training 1,000 1,000 


Engineering 8,477 8,477 

Streets/Drainage/Traf. Control 73,423 82,423 

Animal Control 3,719 3,719 

Parks 21,628 31,661 

Recreation 867 1,717 

Planning 750 750 



Fleet 2,188 2,188 

Building Maintenance 5,094 6,281 

319,773 354,611 

SUMMARY OF VEHICLE REPLACEMENTS 

Description Dept # Unit # Line Item # Amount 

Replacement for Fiscal Year 2013 

Staff Vehicle 3024 2466 7045 $19,000 

Patrol Vehicle 3025 2518 7045 $32,000 

Patrol Vehicle 3025 2521 7045 $32,000 

Step Van 5042 4233 7045 $32,000 

90 HP Tractor 6051 5116 7044 $35,000 

Replacement for Fiscal Year 2013 $150,000 


352


DEPARTMENT: GENERAL GOVERNMENT 

INFORMATION TECHNOLOGY 

FUNDING SOURCE: INTERNAL SERVICE FUND 


DEPARTMENT VISION STATEMENT 

� Focus on online services to our citizens. 

� Offer Missouri City employees the proper tools needed to fulfill their job duties. 

� Maintain the city’s technology infrastructure. 

DEPARTMENT MISSION STATEMENT 

Provide excellence in information technology solutions and services that will facilitate the vision, 

objectives, goals and values of Missouri City. 

DEPARTMENT STRATEGIC GOALS 

Many industries rely on technology today as a major foundation of production, processes, information sharing 

and many other work related tasks. Technology has come a long way in the past decade and local 

governments have taken advantage of these automations and simplifications. Missouri City is in the position 

that it will need to focus on the next decade of advancement in technology. Since technology changes each 

year, we will concentrate on the long-term impacts by creating a strategic plan. 

The goal of this strategic plan is to create systems that are more efficient and effective to assist users and 

citizens in processes that can be automated. Times change and situations change. That is what technology 

affords us – the opportunity to do something we are required to do, but in a different way. 

This plan is intended to encompass all aspects of technology at Missouri City. While this does cover a broad 

spectrum of departments and users, it is intended to bring everyone together to seemingly agree on areas of 

advancement on given time schedules which are presented in Fiscal Years (FY). 

The current Strategic Goals for I.T. are: 

1. Implement new technologies for City departments and citizens. 

2. Improve processes to increase efficiencies and effectiveness. 

3. Improve communication between the I.T. Department and others. 

4. Strive to maintain current operations while adding new technologies and solutions. 


353


DEPARTMENT: GENERAL GOVERNMENT FUNDING SOURCE: INTERNAL SERVICE FUND 

INFORMATION TECHNOLOGY FUND NUMBER: 610-1005 

Strategic Goal 1: Implement new technologies for City departments and citizens. 

As the City strives to keep in line with new technologies, budget dollars affect the timing of projects – when 

they can be approved and when we can move forward with technological advances. While the City Council 

and Management are generous with allocating funds for each year, we have to prioritize new projects and plan 

for progression in current solutions. 

To accomplish this goal, we have to evaluate project progress on a yearly basis. There are a few factors that 

influence the timely process at which projects are completed. They are: 

� Immediate funds availability. 

� Purchasing process. 

� Vendor implementation. 

� End user adaptability. 

Since the City is made up of 12 different departments, including 34 divisions, integration in some areas is very 

important. This integration prevents having to hire staff to enter processes manually. While everything cannot 

be integrated, due to no company offers of a total local government software package, we strive to be 

progressive and implement integrations that are practical, as needed. 

Objectives: 

1. Research “best of breed” applications that will integrate or is very compatible in order to not create 

additional work loads for users. 

2. Increase online applications and access for Missouri City’s citizens. 

3. Network with peers from other local governments and work with staff and employee 

recommendations. 

Strategic Goal 2: Improve processes to increase efficiencies and effectiveness. 

As the city grows and expands, it has to look at change and the different directions technologies are heading. 

Change happens so fast these days and sometimes processes and program solutions become obsolete or 

inferior quicker than others. It is in the interest of the City to look for long-term processes that will effectively 

work in our environment. The Leadership Team strives to review and prioritize new projects while evaluating 

current systems. 

Objectives: 

1. Maximize Information Technology processes through virtualization, centralized management, and 

remote desktop access. 

2. Utilize latest technology offered to local governments that benefit Missouri City. 

Strategic Goal 3: Improve communication between Information Technology staff and all departments. 

Communication is a key factor in customer support, from developing new projects to completing work orders. 


354




The most requested services in I.T. are to fix computer hardware or software issues. These are initiated 

through work orders that we receive from the end users. We strive to solve issues based on that information, 

especially if the user is out of the office or in the field. 

I.T. is also responsible for I.T. capital projects. These are implemented with the vendor, I.T. and end users. 

We strive to make sure the employees are trained on these new solutions so they may be effective and 

efficient. 

Sometimes the I.T. staff is called upon to setup audio visual equipment for presentations or training. We 

attempt, in every effort, to communicate with the presenter to make sure the setup will be effective for that 

situation. 

I.T. is a team, inside a larger team of co-workers. We communicate on a daily basis to help facilitate issues 

and concerns. We are very active and constantly on the go to work on the many things going on at once. 

Objectives: 

1. Understand and listen to all end users when they have challenges they are facing. 

2. Reduce user downtime by understanding and clarifying issues. 

3. Instill in each I.T. employee that all Missouri City employees are given the task to carry out the City’s 

mission based on the City’s values. 

a. Integrity: Honest and ethical behavior; commitment to personal and professional excellence, 

while doing the right things right. 

b. Respect: Treating ourselves and others in a dignified and courteous manner, while considering 

all viewpoints. 

c. Proactivity: Using individual initiative and skills to anticipate challenges and opportunities, 

and then taking personal responsibility for final outcome or actions. 

d. Communication: Open, honest and continuous exchange of ideas, information, etc. 

e. Teamwork: Empowered employees working together and in partnership with the community 

in an atmosphere of trust and mutual accountability. 

f. Employee Development: Ongoing commitment to improve the capacity and ability of each 

employee to meet individual, organizational and community needs. 

Strategic Goal 4: Strive to maintain current operations while adding new technology and solutions. 

As Missouri City grows, it is faced with new challenges frequently. Our technology world works daily on 

making process faster and automated. Change is a good thing in the I.T. processes that we have. It reflects 

that we are a progressive city looking for new ways to operate while benefiting the citizens the most, whether 

it is saving tax dollars through employee time or automated online services. 

Disruptions do occur at times that are beyond our control and some that are controlled by I.T. We attempt to 

do operations, such as updates, conversions and reboots, that least effect users as a whole. Sometimes that is 

difficult for users our Public Safety side since they run 24/7/365 operations. 

As we add new technology solutions, most other solutions do not go away. This means that the current 

operations have to be maintained while new projects are being rolled out. 

We are now in the world of virtualization, such as server consolidation, remote desk topping and large Storage 

Area Networks (SANS) to name a few of the technology advancements. These new systems are going to 

reduce our hardware and software, meaning less maintenance for the I.T. staff to work on other projects. 


355





OVERALL ACCOMPLISHMENTS: 

Assist in the process of acquiring a new ERP Solution 

Assist in the training availability for new ERP Solution 

Setting up all users authorities and profile accesses to new ERP Systems 

Installed High Speed internet access utilizing Comcast 

Installed 10G Future Flex Air-Blown Fiber at City Hall Campus 

Upgrade all the city switches to HP Switches with 10GB connections 

Design and develop user friendly Helpdesk Software 

Maintained daily backups of servers and iSeries 

Created City SharePoint site for use for implementation of ERP 

Upgraded our backup system software 

Participated in several software demonstrations researching the choices for upgrading existing software 

CITY HALL CAMPUS ACCOMPLISHMENTS: 

Install secondary VMWare and SANS at City Hall and implement replications 

Deployed and Updated VMWare, View4, and improving Backup and SANS 

Implemented 7 Apple Ipad2’s to Council Members 

Implemented and assisted City Secretary Department in Drop Box process for Council 

Completed the IVR Selectron VoIP Conversion for Building Permits 

Loaded SunGard HTE upgrades and bi-yearly iSeries application PTFs 

Moved City Hall AS400 to EOC for protection within the Hardened Complex Area 

Installed Crywolf Alarm Billing Driver License Module 

PSHQ/COURT CAMPUS ACCOMPLISHMENTS: 

Installed Zoll Data Systems Occupancy Model for Inspections 

Thin Client Implementation for Fire Stations 1, 2, 3, and 4 

Completed the IVR Selectron VoIP Conversion for Courts 

Implemented the K9 Software program rollout 

Deployed Wireless APs at Court to finish covering all of the Buildings of EOC and PSHQ 

Setup software space in VMWare for OSSI and Tyler’s Content Management 

Deployed 41 MDTs for Patrol through the replacement program process 

Implementing NetMotion VPN for constant VPN access into the city’s network for MDTs 

Expanded the Dispatch area with 2 Work Stations 

Implemented the Court Technology Fund Requests 

Deployed 3 Ticket Writers for pilot mobile ticketing program 

Assisted Police with the setting up of BAT Team and Drug Enforcement Team 

ENTERPRISE ACCOMPLISHMENTS: 

Setup network at newly constructed SWTP 

Setup network at newly constructed Golf Course 

Setup network at newly constructed Tennis Center 


356




DEPARTMENT DESCRIPTION 

The Information Technology (I.T.) Department serves other City departments through a series of services that 

includes integrating computer systems, coordinating and providing training, negotiating and managing 

information technology related contracts, and technology assistance and support. The department creates the 

technological environment that enables City employees to quickly access vital information using the most 

efficient and cost effective system hardware and software. 


The Department Director provides supervision to the two I.T. Operational Managers who supervise two 

PC/LAN Specialists, a Systems Administrator, and a Network Administrator, who are responsible for 

implementing/supporting WANs, LANs, VMWare Servers and Microcomputers, and who assist in the total 

integrated computer operations. The staff is responsible for the connectivity and function of 15 separate 

building facilities. 

The I.T. Director also supervises the I.T. Technician who is responsible for providing help desk support, office 

administration, and serves as an apprentice to the other technicians so that a facilitated step process is in place 

for succession of this position within the organization. 

AS/400 PC/LAN 

Specialist-City Hall 

I.T. Operational Manager 

City Hall 

Network Administrator 

City Manager * 


Director of Information Technology 

I.T. Support Technician 

Systems 

Administrator 


I.T. Operational Manager 

Public Safety 

AS/400 PC/LAN 

Specialist-Public Safety 


357





4 

3 

4 

3 

� Support 333 users and over 1,135 different hardware devices, such as mainframes 

personal computers, servers, printers, scanners, modems, monitors and cash registers; 

to support over 85 operating system and application software packages, such as 

OS/400, Windows XP, suite of Microsoft Office XP, MS Outlook, and SunGard HTE 

applications; to support users in the acquisition and installation of computing 

equipment and software that best meets their needs. 

� Respond to all Departmental requests on a timely basis per guidelines established by 

the Request for Service procedures; to evaluate and coordinate with the Purchasing 

Division computer purchase requests in a timely manner. 

� Continue to develop Information Technology into a fully staffed and functional 

department to provide adequate support to all users of all computer hardware and 

software platforms installed at the City. 

� Maintain a stable computer environment and secure and preserve copies of backup 

data offsite. 

� Support and maintain the MUNIS software modules which include the following: 

GMBA, Purchasing/Inventory, Fixed Assets, Cash Receipts, Budgeting, CAFR 

Extended Reporting, Payroll/Personnel, Applicant Tracking, Imaging, Records 

3 

Management, Planning and Zoning, Inspections, Code Enforcement, Occupational 

License, Land Management, Work Orders, Vehicle Maintenance. 

� Support and maintain the OSSI software modules that include the following: Public 

Safety Police and Crimes, Fires, Computer Aided Dispatch and Records Management. 

� Support and maintain the INCODE software module that facilitates the Municipal 

Courts. 

3 � Expand e-Commerce to provide citizens and vendors the ability to do more on-line 

business with the City. 




Director of Information Technology 1 1 1 1 24 

I.T. Operational Manager-City Hall 1 1 1 1 22 

I.T. Operational Manager-Public Safety 1 1 1 1 22 

Network Administrator 1 1 1 1 15 

Systems Administrator 0 0 0 1 14 

AS/400 PC/LAN Specialist-City Hall 2 2 2 1 12 

AS/400 PC/LAN Specialist-Public Safety 1 1 1 1 12 


I.T. Technician 0 0 0 1 7 



358


Connecting the City & the Citizens 

Jeana Bedford 

PC/LAN Specialist 

“Help!” is a regular refrain Jeana Bedford is 

accustomed to hearing every day. And when she 

receives a call for computer support, she delivers 

stellar customer service—with a smile. 

Part of the City’s seven-member IT Team, Jeana 

is a PC/LAN Specialist and handles a range of 

responsibilities from Desktop support, to server 

support, to assisting end-users with hardware and 

software issues. 

Her managers says she always strives to be 

excellent and “helps the department by 

contributing new ideas, troubleshooting technical 

issues, going the extra mile on all assignments and 

lending a hand to colleagues.” 

Jeana joined Missouri City two years ago and 

notes that strengths she brings to the position 

include “being very detailed and adaptable 

because my duties vary on a day-to-day basis.” 

Overall, Jeana values her job and has great respect for her co-workers. “I work with a very good group of 

people,” she said. “And, I love what I do!” 

She welcomes the chance to help the City meet its mission to provide excellent services and programs to 

citizens. “The IT department has a hand in and on almost every aspect of City business since almost 

everything is affected by electronics, audio, video, internet connectivity, computers, and phonestelecommunication,” 

Jeana said. “It is our job to prepare equipment and services before, during and after a 

project or service is started.” 

When interacting with City Council and staff, Jeana said she “approaches every project in a positive, open and 

professional manner. I feel that professionalism is very important in the work environment because it is a 

language that everyone should be able to relate to.” 

Moving forward, Jeana said she is interested in seeing her role expand, “with new tasks and new technologies 

that have to be learned in order to keep the organization running at its best.” 


359



360






Actual 




Estimate 


361 



� Respond to Priority #1 help calls within two hours. 93% 93% 93% 94% 

� Respond to Priority #2 help calls within four hours. 93% 93% 93% 94% 

� Respond to Priority #3 help calls within one week. 93% 93% 93% 94% 

� Maintain mainframe up time 99% 99% 99% 99% 

� Maintain the Police/Fire Dispatch on-line. 98% 98% 98% 98% 



Actual 




Estimate 



� iSeries Systems Maintained 2 2 2 2 

� Server Computers 40 15 15 15 

� Domino Servers 3 3 3 3 

� VMWare ESX Servers 0 6 6 6 

� SAN Systems 1 2 2 2 

� Operating Systems 8 8 8 8 

� iSeries Applications 80 78 78 78 

� Personal Computer Applications 231 245 245 245 

� Workstations 320 280 280 280 

� Printers and Special Devices 365 372 372 372 

� IBM Upgrades 5 5 5 5 

� iSeries Software Upgrades (HTE) 19 27 27 27 

� HTE Business Partner Upgrades 11 13 13 13 

� Requests for Service 2,952 2,500 2,500 2,500




INFORMATION TECHNOLOGY MAINTENANCE FUND 


FUND 610 




Interest Income 

OPERATING FINANCING RESOURCES 

3,160 10,000 10,000 6,946 0 

Operating Transfers from General Fund 


0 0 0 0 0 




711 PERSONNEL 

1,658,255 1,716,761 1,716,761 1,298,020 1,689,791 




1050 Overtime 15,823 6,000 6,000 10,090 6,000 








1245 Retirement 59,929 57,633 57,633 46,755 48,698 

1250 Workers Compensation 794 1,015 1,015 961 926 



569,266 645,439 645,439 602,391 637,751 


2003 Meals & Drinks 615 50 50 0 50 


2021 Fuel Oil and Lubricants 612 800 800 953 1,100 


2029 Computer Repair/Replacement 16,800 8,000 8,000 8,000 8,000 


2033 Postage 294 500 500 343 100 

2037 Copy Machine Supplies/RPR 48,128 78,000 78,000 53,766 60,000 


2197 Computer Equipment Rental Fee 0 76,242 76,242 76,242 53,493 


2199 Fleet Maintenance Allocation 130 227 227 514 575 



137,191 201,369 205,745 182,530 165,868 


3009 Insurance 1,401 1,152 1,152 1,061 1,271 


3021 Service Agreements & Repair 480,228 573,000 791,158 529,372 510,000 


3033 Telephone 318,914 247,000 248,280 339,111 255,620 


Total Contractual Service 861,584 864,353 1,084,027 916,224 867,172 


362




INFORMATION TECHNOLOGY MAINTENANCE FUND 


FUND 610 






4009 Training &Travel 5,250 1,200 2,700 5,250 18,650 

4010 Educational Reimbursement 2,000 4,000 4,000 2,000 0 




7,510 5,600 7,100 7,730 19,000 

7023 Information Systems 0 0 27,719 56,002 0 


7041 Equipment - Computer 0 0 0 24,561 0 


Total Capital Outlay 

OPERATING FINANCING USES 

0 0 27,719 80,563 0 

Operating Transfers to General Fund 0 0 0 0 

Total Appropriations/Expenditures 1,575,551 1,716,761 1,970,030 1,789,438 1,689,791 

REVENUES OVER/(UNDER) EXPENDITURES 82,704 0 (253,269) (491,418) 0 

BEGINNING BALANCE JULY 1 408,714 0 491,418 491,418 0 


FY 2012 FY 2012 FY 2013 FY 2013 

Percentage Amount Percentage Amount 

Council & Management 5.15% 87,207 5.44% 91,925 

City Secretary 2.38% 40,302 2.51% 42,414 

Human Resources/Organ Development 1.92% 32,512 2.03% 34,303 

Legal 2.43% 41,148 2.57% 43,428 

Municipal Court 8.55% 144,781 9.03% 152,588 

Communications 4.36% 73,830 4.43% 74,858 

Finance Administration 0.91% 15,409 0.96% 16,222 

Purchasing & Risk Management 1.36% 23,029 1.44% 24,333 

Accounting 6.06% 102,617 6.16% 104,091 

Police Administration 2.66% 45,043 2.81% 47,483 

Police Support Services 5.26% 89,070 5.56% 93,952 

Police C.I.D. 6.73% 113,962 7.12% 120,313 

Police Patrol 16.16% 273,645 17.11% 289,123 

Fire Administration 1.70% 28,787 1.79% 30,247 

Fire Prevention 2.26% 38,270 2.39% 40,386 

Fire Training 0.74% 12,531 0.78% 13,180 

Fire Operations 5.04% 85,345 5.32% 89,897 

Public Works Administration 4.13% 69,935 3.41% 57,623 

Streets/Drainage/Traf. Operations 2.15% 36,407 1.73% 29,233 

GIS 1.36% 23,029 1.97% 33,289 

Animal Control 0.17% 2,879 0.18% 3,042 

Parks 1.53% 25,908 1.61% 27,206 

Recreation 3.06% 51,816 2.87% 48,497 

Planning 2.26% 38,270 2.39% 40,386 

Inspection 3.17% 53,679 3.35% 56,608 

Code Enforcement 5.44% 92,118 1.79% 30,247 

Radio Fund 1.19% 20,151 1.26% 21,291 

Fleet Maintenance 1.19% 20,152 1.26% 21,291 

Building Maintenance 0.68% 11,516 0.73% 12,335 

100.00% 1,693,345 100.00% 1,689,791 


363




COMPUTER REPLACEMENT FUND 


FUND 611 




Lease Fees Charged 


0 218,461 218,461 218,461 171,279 


Sale of Salvage 


1,247 0 0 0 0 

Transfer of Assets 0 0 0 0 0 


Transfer from C.O. Fund 402 0 0 0 0 0 



7,554 233,461 233,461 226,961 179,279 


2023 Minor Tools & Equipment 91,350 0 0 4,750 0 

2029 Computer Repair/Replacement 0 0 835 835 0 

Total Commodities 91,350 0 835 5,585 0 


7023 Information Systems 0 0 44,169 39,419 184,500 

Depreciation 304,711 0 0 0 0 

7041 Equipment - Computer 15,390 246,000 300,158 298,715 56,200 


718 OTHER 

100 Other - Gen Govt 7,719 0 0 0 

Total Other 7,719 0 0 0 0 


Transfer to Fleet Repl. Fund 606 0 0 0 

Total Appropriations/Expenditures 419,170 246,000 345,162 343,719 240,700 

REVENUES OVER/(UNDER) EXPENDITURES (411,616) (12,539) (111,701) (116,758) (61,421) 


ENDING BALANCE JUNE 30 

Non Working Capital Expenses 

Depreciation (See Note) 

314,277 272,956 202,576 197,519 136,098 

Note: Depreciation is an expense item that does not use working capital. In order to comply with Generally 

Accepted Accounting Principles, depreciation needs to be recorded in enterprise and internal service 

funds. 

FY 2012 FY 2013 

Lease Fees Charged Amount Amount 

Council & Management 8,154 5,414 

City Secretary 6,484 4,863 

Human Resources/Org Dev. 1,219 750 

Legal 1,518 1,125 

Municipal Court 4,494 3,864 


Finance Administration 1,486 725 

Purchasing & Risk Management 876 575 

Accounting 4,466 3,275 


Police Support Services 7,345 6,082 

Police C.I.D. 5,814 5,743 




Fire Training 406 450 


Engineering 6,240 4,086 

Streets/Drainage/Traf. Control 3,813 3,563 

G.I.S. 3,000 3,000 

Animal Control 203 150 

Parks 1,658 1,163 

Recreation 3,742 2,516 

Planning 4,480 4,214 



Radio Fund 375 425 

Fleet Maintenance 1,422 1,050 

Information Technology Maintenance 76,242 53,493 

Building Maintenance 680 275 

218,461 171,279 


364





SUMMARY OF COMPUTER EQUIPMENT REPLACEMENTS 

FUND 611 



Replacement for Fiscal Year 2013 Line 

Description Equipment Amount Item # 

PR_ISR CPU $ 800 2023 

PR_ISR2 CPU $ 800 2023 

PR_ISR4 CPU $ 800 2023 

PR_ISR7 CPU $ 800 2023 

PR_MCTV1 CPU $ 800 2023 

MayorLT Laptop $ 1,000 2023 

CM_EDCLT Laptop $ 1,000 2023 

cc elmo Laptop $ 1,000 2023 

CS_CitySec4 PC Workstation $ 800 2023 

CS_CitySec PC Workstation $ 800 2023 

IT_PCLAN PC Workstation $ 800 2023 

CS_Scanning Scanner $ 4,000 2023 

CS_Scan1 Scanner $ 4,000 2023 

MC_Clerk Scanner $ 1,500 2023 

MC_Clerk2 Scanner $ 1,500 2023 




CM_SEC1 CPU $ 800 2023 

HR_INTERN CPU $ 800 2023 

carolinelt Laptop $ 1,000 2023 

LG_Intern PC Workstation $ 800 2023 

MC_CLERK6 CPU $ 800 2023 

MC_JUDGE1 CPU $ 800 2023 

MC_CLERK CPU $ 800 2023 

MC_Clerk3 PC Workstation $ 800 2023 




PL_PSR6 CPU $ 800 2023 

PL_PSR3 CPU $ 800 2023 

CM_Assistant PC Workstation $ 800 2023 

PK_MCTV PC Workstation $ 800 2023 

MCTVCOORD PC Workstation $ 800 2023 

FIN_Account5 PC Workstation $ 800 2023 

FIN_Tax PC Workstation $ 800 2023 

PL_PSR4 PC Workstation $ 800 2023 

pc197 Laptop $ 1,000 2023 

FIN_Sec PC Workstation $ 800 2023 

IT_REPLACE1 PC Workstation $ 800 2023 


CharlesLT Laptop $ 1,000 2023 

EZPrint Check Printer $ 5,200 7041 

FIN_CHKSCANNER CPU $ 800 2023 

PD_Lobby CPU $ 800 2023 

PD_CAD3A CPU $ 800 2023 

PD_TCOSUPV1 CPU $ 800 2023 

PD_PATROL4 CPU $ 800 2023 

PD_SGT5 CPU $ 800 2023 

PD_TravelLt Laptop $ 1,000 2023 

PD_AdminLieut PC Workstation $ 800 2023 

PD_AdminSec PC Workstation $ 800 2023 

PD_CommLaison PC Workstation $ 800 2023 

PD_AsstChf PC Workstation $ 800 2023 

PD_ChiefLaptop Laptop $ 1,200 2023 

PD_Training PC Workstation $ 800 2023 

PD_TCOSUPV1 PC Workstation $ 800 2023 

PD_TLETS PC Workstation $ 800 2023 

PD_Records4 PC Workstation $ 800 2023 





365






FUND 611 






PD_SupsvcLieut PC Workstation $ 800 2023 

PD_RECEPT PC Workstation $ 800 2023 


PD_DETECTIVE10 CPU $ 800 2023 

PD_DET11a CPU $ 800 2023 



PD_DETECTIVE1A CPU $ 800 2023 

PD_CIDLT2 CPU $ 1,000 2023 

PD_DetectiveSGT PC Workstation $ 800 2023 

PD_Detective3 PC Workstation $ 800 2023 






PD_Warrant1 PC Workstation $ 800 2023 

PD_Warrant2 PC Workstation $ 800 2023 

PD_ID4 PC Workstation $ 800 2023 


PD-SPEOP PC Workstation $ 800 2023 

PD_FIELDHOST CPU $ 1,200 2023 


PD_SGT4 CPU $ 500 2023 


PD_Jail2 PC Workstation $ 800 2023 

PD_Juvenile1 PC Workstation $ 800 2023 

MISFIELD_SVR PC Workstation $ 1,200 2023 

PD_PATROL2 PC Workstation $ 500 2023 

PD_STA4POLICE PC Workstation $ 500 2023 

PD_JAIL1 PC Workstation $ 800 2023 



PD_STA3PD1 PC Workstation $ 500 2023 

PD_STA3PD2 PC Workstation $ 500 2023 

PD_PatrolLieut PC Workstation $ 800 2023 

PD_SGT2 PC Workstation $ 500 2023 


FD_ChiefLT Laptop $ 1,000 2023 

FD_FireChief1 PC Workstation $ 800 2023 

FD_AdminSec PC Workstation $ 800 2023 

PD_SUPPORT Server $ 800 2023 

FD_FIREINSPECT3 CPU $ 800 2023 

FD_FireMarshal PC Workstation $ 1,200 2023 

FD_FireInspect1 PC Workstation $ 1,200 2023 

FD_FireInspect2 PC Workstation $ 1,200 2023 

FD_FIRETRAIN CPU $ 800 2023 

M049 CPU $ 7,000 7041 

COMMANDLT Laptop $ 7,000 7041 

FD_FIRECAPT PC Workstation $ 800 2023 

FD_SCBA07 PC Workstation $ 800 2023 

FD_Arson PC Workstation $ 800 2023 

FD_FireCapt PC Workstation $ 800 2023 

PW_OPERATIONAL CPU $ 800 2023 

PW_EIT CPU $ 800 2023 

PW_CAPITOL CPU $ 800 2023 

PW INSPECT5 CPU $ 800 2023 

leelt Laptop $ 1,000 2023 


366






FUND 611 





ScottLT Laptop $ 1,000 2023 

PC206 Laptop $ 1,000 2023 

PW_CAD PC Workstation $ 800 2023 

PW_DIRECTOR PC Workstation $ 1,000 2023 

Laptop $ 1,500 2023 

PW_CrewLeader PC Workstation $ 800 2023 

PW_StreetsClerk PC Workstation $ 800 2023 

PD_ACO CPU $ 800 2023 

PK_DIRECTOR CPU $ 800 2023 

PC60 Laptop $ 1,000 2023 

PK_ParkSuper PC Workstation $ 800 2023 

PK_Crew PC Workstation $ 800 2023 

PK_ParkSupInten PC Workstation $ 800 2023 

PK_ATTENDANT3 CPU $ 800 2023 

PK_RecAssist PC Workstation $ 800 2023 

PK_Director PC Workstation $ 800 2023 

PL_CEOFFICER4 CPU $ 800 2023 

Pl_Sec PC Workstation $ 800 2023 

Pl_DataEntry PC Workstation $ 800 2023 

Pl_Intern PC Workstation $ 800 2023 

PL INSPECT7 CPU $ 800 2023 

PL_Inspect CPU $ 800 2023 

TOUGH BOOK 1 Laptop $ 4,200 2023 





Pl_Psr PC Workstation $ 800 2023 

CE_toughbook1 Laptop $ 4,200 2023 





Pd_RadioSys1 PC Workstation $ 800 2023 

PW_Mechanic3 CPU $ 800 2023 

PW_Mechanic2 CPU $ 800 2023 

PW_CHECK CPU $ 800 2023 

PW_CHECK1 CPU $ 800 2023 

PW_Mechanic PC Workstation $ 800 2023 

Canon5000 Copier/Printer $ 15,000 7041 

Canon2050 Copier/Printer $ 15,000 7041 

IT_DIRECTO CPU $ 1,200 2023 

ITXPSLT1 Laptop $ 1,000 2023 

IT_XPSLT2 Laptop $ 1,000 2023 

PD_FIELDHOST PC Workstation $ 1,200 2023 

PD_LOOKINGGLASS PC Workstation $ 1,200 2023 

Viewsonic1 Projector $ 1,500 2023 




TAPEBKUP Server $ 7,000 7041 

Pk_Building1 PC Workstation $ 500 2023 

Replacement for Fiscal Year 2013 $ 240,700 


367



368


DEPARTMENT: PUBLIC WORKS 

DIVISION BUILDING MAINTENANCE 

FUNDING SOURCE: INTERNAL SERVICE FUND 



The Building Maintenance Division is charged with maintenance oversight of all City buildings consisting of 

nearly 200,000 Square Feet of building space. The Division is responsible for keeping all mechanical systems 

fully operational and has implemented an aggressive Preventative Maintenance Program. The Facilities 

Superintendent oversees all contracts associated with the maintenance of building equipment and mechanical 

systems. The Building Maintenance staff assists other departments in setting up various municipal meetings, 

facilitating “emergency” janitorial responsibilities and addressing daily building issues and other emergencies. 

The Facilities Superintendent requisitions equipment replacement or repair services on an as-needed basis. 

Whenever feasible, repairs are done in house. The Facilities Superintendent oversees the operation of the 

contract janitorial services. The Facilities Superintendent oversees the Technician assignments, Senate Bill-5 

requirements, building improvements, upgrades and projects. The Facilities Superintendent is also responsible 

for managing the Fire, Sprinkler, and Elevator Inspections for the city buildings and for any necessary 

corrections. 

The Building Maintenance Technicians perform building maintenance projects throughout the city hall 

complex, public safety headquarters (PSHQ), fire stations, public works and park facilities. The Building 

Maintenance Assistant Technician assists the technicians in facilitating their duties and responsibilities. 


*Assistant City Manager is included in Public Works Administration Divisional Budget 


369



DIVISION: BUILDING/MAINTENANCE FUND NUMBER: 615-6053 


� Oversight of annual inspections of all building fire alarms, fire extinguishers, fire sprinklers, halon, kitchen 

hoods, and elevators and corrected/repaired all violations. 

� Oversight of the HVAC renovations, a/c controls retrofit, and air balance to City Hall & Community Center. 

o Assisted with the design, scope, and specifications. 

o In house – installed 30 return air grills, 5 wall grills, added 2 new sections of duct with grills, and increased 

2 duct sections to assist with air movement as part of the engineer’s recommendations for a more complete 

air flow for the air balance. 

o Attended 40 hours of training on new equipment and controls. 

o In house – repaired several a/c issue that arose including checking/repairing all 27 electric duct heaters in 

the complex. 

� Assisted with design and implantation of the installation of main a/c unit for City Hall “Fishbowl” that is on 

generator power during emergency. 

� Continued in house city wide regular PM/Inspections and repairs on Ice Machines, water filters, water heaters, 

a/c units, heaters, Fan Boxes, first aide, gate operators, exit lights, stoves, and appliances. 

� Conducted in house and contracted routine PM visits, inspections, and repairs to of all Fire Station Overhead 

Doors, Sally Port and Fleet Bldg Overhead Doors, 2 Chillers at EOC, 2 Chillers at City Hall Complex, water 

pumps, elevators, EOC boiler, and 20 ton a/c unit for IT EOC Room. 

� Performed inspection and repaired all exhaust fans and bay heaters city wide. 

� Coordinated the repairs and leak check of the gas line at the Planning Bldg with combination of leak repair in 

house, gas test by outside company, and Centerpoint Gas repair. 

� Assisted PW with EOC and Streets build out projects. 

� Completed various in house painting projects city wide including painting whole Streets Bldg after remodel, 

repaint of Gas Island, and the 35’ parking lot poles in the front parking lot of PSHQ. 

� Added new energy efficient outdoor lighting controllers to PSHQ and added high bay motion sensor lighting 

controls to Car Wash. 

� In house repair of 100% of the inoperable inside & outside building and parking lot lighting on all 13 city 

buildings. 

� Repaired all pathway lighting poles by Community Center under trees. 

� In house replaced the water heater in attic of FS #3. 

� Installed new ice machine at Community Center and new fridge and microwave at the new Southwest Water 

Treatment Plant. 

� Installed all new Ikea furniture for Communications Department. 


370





4 To improve the quality and aesthetics of the Missouri City civic facilities while improving 

customer service. 

□ Develop and implement improved preventative maintenance program. 

□ Develop and implement improved customer service and expectations of internal 

customers 

4 Apply all federal, state and local mandates required of public facilities (SB-5/12). 

4 Revise and implement the FY 12 – 13 Facilities Checklist for all Missouri City Buildings 

4 To update Facilities Maintenance schedule. 

4 Complete phase 1 of city hall roofing project. 

4 To provide a Building Maintenance safety program. 

4 Update HVAC preventative/replacement program. 

4 To continue orientation of staff to HVAC building automation system (Metasys) that is 

4 

4 

used to operate both EOC/Court Buildings and City Hall Complex. 

Update and revise all buildings’ “as built” drawings in order to keep a more accurate and 

useful set of record drawings. 

Update Facilities Maintenance schedule of preventative maintenance. 



Actual 




Estimate 



Facilities Superintendent 1 1 1 1 22 

Lead Building Technician 1 1 1 1 13 

Building Maintenance Technician 1 1 1 1 11 

Building Maintenance Asst. Technician 0 0 0 1 5 

Building Maintenance Caretaker 1 1 1 0 2 


Salary 

Grade 


371





Facility Projects FY 2011 

Actual 




Estimate 



� Implement HVAC Preventative/Replacement Program 88% N/A 90% N/A 

� Following Aggressive PM Plan on Schedule 85% 100% 85% 100% 

� Completed Approved Work Requests 95% 100% 95% 100% 

� FY 11 Approved Requests from Other Departments Completion N/A 100% 95% 100% 

� Facilities Maintenance Checklist FY 12 Completion 85% 90% 85% 90% 

� Updated Facility Maintenance Checklist FY 12 – 13 Completion N/A N/A N/A 90% 

� Utility Consumption Costs (electric, gas, & water) per Gross 

Square Feet. O&M Benchmarks from IFMA Report #32 average 

$/GSF for City/County Government is $2.32/GSF & average for 

buildings operating 7 days/week is $2.86/GSF. 7 of 14 buildings 

operate 7 days a week with several operating 24/7. Estimated 

current GSF is $185,000 with Tennis Center is 207,000 SF. 

� Total Operating Costs (operation, janitorial, maintenance and 

utilities) per Rentable Square Foot. O&M Benchmarks from 

IFMA Report #32 average $/RSF for City/County Government 

is $6.73/RSF & average for buildings between ages 21-30 is 

$7.45. Estimated current RSF is 175,000 with Tennis Center is 

195,000 RSF. 

$2.37/ 

GSF 

$6.26/ 

RSF 

** 

$2.53/ 

GSF 

$6.85/ 

RSF 

$2.29/ 

GSF 

$6.42/ 

RSF 

* This number is a little inflated due to the new Tennis Center unknown costs. This number does not include 

the $12K estimated for the Tennis Court lighting as that is not part of the building and a GSF can not be 

calculated. 

** This figure does not include the $353,895 dep. of energy line item because this was a grant, also does not 

include golf course utilities line item. 


� Oversaw the annual inspections of all building fire alarms, fire 

extinguishers, fire sprinklers, Halon System, kitchen hoods, and 

elevators and corrected/repaired all violations. 

� Oversaw the new HVAC renovations, a/c controls retrofit, and air 

balance to City Hall & Community Center. 

o Assisted with the design, scope, and specifications. 

o In house – installed 30 return air grills, 5 wall grills, added 2 new 

sections of duct with grills, and increased 2 duct sections to assist 

with air movement as part of the engineer’s recommendations for 

a more complete air flow for the air balance. 

o Attended 40 hours of training on new equipment and controls. 

o In house – repaired several a/c issue that arose including 

checking/repairing all 27 electric duct heaters in the complex. 


Actual Budget 


Estimate 


372 

$2.35/ 

GSF* 

$6.40/ 

RSF 


Budget


� Assisted with design and installation of main a/c unit for City Hall 

“Fishbowl” that is on generator power during emergency. 

� Continued in house city wide regular PM/Inspections and repairs on 

Ice Machines, water filters, water heaters, a/c units, heaters, Fan 

Boxes, first aide, gate operators, exit lights, stoves, and appliances. 

� Conducted in house and contracted routine PM visits, inspections, and 

repairs to of all Fire Station Overhead Doors, Sally Port and Fleet 

Bldg Overhead Doors, 2 Chillers at EOC, 2 Chillers at City Hall 

Complex, water pumps, elevators, EOC boiler, and 20 ton a/c unit for 

IT EOC Room. 

� Performed inspection and repaired all exhaust fans and bay heaters city 

wide. 

� Coordinated the repairs and leak check of the gas line at the Planning 

Bldg with combination of leak repair in house, gas test by outside 

company, and Centerpoint Gas repair. 

� Assisted PW with EOC and Streets build out projects. 

� Completed various in house painting projects city wide including 

painting whole Streets Bldg after remodel, repaint of Gas Island, and 

the 35’ parking lot poles in the front parking lot of PSHQ. 

� Added new energy efficient outdoor lighting controllers to PSHQ and 

added high bay motion sensor lighting controls to Car Wash. 

� In house repair of 100% of the inoperable inside & outside building 

and parking lot lighting on all 13 city buildings. 

� Repaired all pathway lighting poles by Community Center under trees. 

� In house replaced the water heater in attic of FS #3. 

� Installed new ice machine at Community Center and new fridge and 

microwave at the new Southwest Water Treatment Plant. 

� Installed all new Ikea furniture for Communications Department. 

� Number of requests for service completed by the Building Maintenance 

division. ( July 2010 – June 2011)* 

358* 318** 305*** 305 

* Please note that the amount of work orders does not represent all the work that Building Maintenance completes. 

Most work orders are created by city staff that noticed an issue or requests a project/improvement. Most repairs are 

identified and completed by Building Maintenance staff without a work order being issued. 

**Figure based on last budget year’s estimate for FY2012. 

***Figure based on an average of 25.43 work orders per month from July 2011 to January 2012. This number has 

decreased from last years 29.83 work orders per month average. Building Maintenance has implemented a Facilities 

Preventive Maintenance Checklist. This checklist will reduce work orders and also reduce building and mechanical 

breakdowns. 


373




BUILDING MAINTENANCE FUND 


FUND 615 




Interest Income 

OPERATING FINANCING RESOURCES 

222 5,000 5,000 2,485 0 

Op Transfer from General Fund 157,129 183,117 183,117 188,550 0 

Op Transfer from Fleet Maint. Fund 


0 0 0 0 

Services Charged 927,420 1,193,437 1,193,437 940,837 1,241,052 


Other Miscellaneous 11,948 0 0 0 0 

Insurance Reimbursement 840 0 0 0 0 



1,451,454 1,381,554 1,381,554 1,131,872 1,241,052 

711 PERSONNEL 



1030 Compensated Absences (799) 0 0 0 0 

1050 Overtime 4,445 4,000 4,000 4,272 5,000 





1231 Prorated Health/Dent/Vision Ins 0 0 0 0 0 


1245 Retirement 26,167 22,353 22,353 18,969 19,933 





2003 Food 9,040 9,800 9,800 9,067 9,800 


2021 Fuel, Oil and Lubricants 11,968 8,000 8,000 11,232 12,000 



2027 Pesticide/Haz-Mat Control 0 0 0 0 0 

2033 Postage 0 0 0 0 0 

2035 Bldg. Mat'l, Supplies & Repair 51,222 50,000 50,000 70,375 68,000 

2037 Copy Machine Supplies/Rpr 0 0 0 0 0 


2073 Radio Sys Indirect Costs 0 86 86 0 0 

2197 Computer Rental Equip. Fee 0 6,801 6,801 6,801 6,801 





3001 Minor Equip Maint/RPR/RNT 328 2,900 2,900 2,936 2,900 

3009 Insurance 90,374 109,508 109,508 94,131 107,503 


3021 Service Agreements/RPR 0 0 0 0 0 


3029 Conference Expense 0 780 780 600 2,477 

3032 Gas Utilities 12,313 28,000 41,816 13,781 16,600 

3033 Telephone (28) 0 0 0 0 



3036 Water Utilities 14,318 13,700 19,295 15,000 19,000 

3043 Building Repairs 74,714 95,000 95,000 86,106 90,000 


3399 Golf Course Utilities 151,696 183,117 188,550 188,550 0 

Total Contractual Service 897,186 1,025,889 1,052,384 937,816 848,629 


374




BUILDING MAINTENANCE FUND 


FUND 615 




4005 Print & Publications 0 50 50 0 25 












Op Transfer to General Fund 0 0 0 0 0 

Total Appropriations/Expenditures 1,600,677 1,381,554 1,408,049 1,319,886 1,241,052 

REVENUES OVER/(UNDER) EXPENDITURES (149,223) 0 (26,495) (188,014) 0 

BEGINNING BALANCE JULY 1 337,237 0 188,014 188,014 0 


FY2012 FY2012 FY2013 FY2013 

Percentage Proposed Percentage Proposed 

Council & Management 3.39% 31,894 3.08% 38,224 

City Secretary 0.66% 6,210 0.58% 7,198 

Human Resources/Organ Development 0.28% 2,634 1.08% 13,403 

Legal 0.90% 8,468 0.59% 7,322 

Municipal Court 4.94% 46,477 4.45% 55,227 

Communications 1.18% 11,102 0.91% 11,294 

Finance Administration 0.21% 1,976 0.18% 2,234 

Purchasing & Risk Management 0.72% 6,774 0.57% 7,074 

Accounting 3.77% 35,470 3.33% 41,327 

Police Administration 2.83% 26,626 2.49% 30,902 

Police Support Services 2.72% 25,591 2.40% 29,785 

Police C.I.D. 3.05% 28,696 2.69% 33,384 

Police Patrol 5.52% 51,934 4.88% 60,563 

Fire Administration 1.55% 14,583 1.37% 17,002 

Fire Prevention 0.85% 7,997 0.74% 9,184 

Fire Training 1.26% 11,855 1.11% 13,776 

Fire Operations 20.95% 197,105 18.92% 234,807 

Public Works Administration 1.38% 12,984 1.22% 15,141 

Streets/Drainage/Traf. Operations 9.10% 85,616 8.02% 99,532 

GIS 0.73% 6,868 0.64% 7,943 

Animal Control 0.58% 5,457 0.51% 6,329 

Parks 10.86% 102,175 9.57% 118,769 

Recreation 12.31% 115,816 17.80% 220,907 

Planning 2.59% 24,368 2.31% 28,668 

Inspection 1.85% 17,405 1.48% 18,368 

Code Enforcement 0.58% 5,457 0.43% 5,337 

Radio Fund 0.25% 2,352 0.25% 3,103 

Fleet Maintenance 3.76% 35,375 3.31% 41,079 

Information Technology Maintenance 1.23% 11,572 5.09% 63,170 

Total 100.00% 940,837 100.00% 1,241,052 


375



376


Section XI 



377


ORDINANCE NO. O-12-20 

AN ORDINANCE OF THE CITY OF MISSOURI CITY, TEXAS, APPROVING 

AND ADOPTING THE CITY OF MISSOURI CITY, TEXAS GENERAL 

BUDGET FOR THE FISCAL YEAR BEGINNING JULY 1, 2012, AND ENDING 

JUNE 30, 2013; MAKING APPROPRIATIONS FOR THE CITY FOR SUCH 

FISCAL YEAR AS REFLECTED IN SAID BUDGET; MAKING CERTAIN 

FINDINGS; AND CONTAINING CERTAIN PROVISIONS RELATING TO THE 

SUBJECT. 

* * * * * * 

WHEREAS, in accordance with state law, on or before June 1, 2012, the City 

Manager filed with the City Secretary a proposed Budget of the City of Missouri City for the 

fiscal year period beginning July 1, 2012, and ending June 30, 2013 (Fiscal Year 2013); and 

WHEREAS, on or before June 1, 2012, the City Manager submitted to the City 

Council a proposed Budget of the City of Missouri City for the Fiscal Year 2013 and an 

accompanying message; and 

WHEREAS, the City Council held, after notice as required by law, a public hearing on 

such Budget on the 18th day of June, 2012, at which hearing all citizens and taxpayers of 

the City had the right to be present and to be heard and those who requested to be heard 

were heard; and 

WHEREAS, the City Council has considered the proposed Budget and has made 

such changes therein as in the City Council’s judgment were warranted by law and were in 

the best interest of the citizens and taxpayers of the City; and 

WHEREAS, a copy of the Budget is attached hereto and made a part hereof for all 

purposes and the City Council desires to adopt the same; now therefore, 

BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF MISSOURI CITY, TEXAS: 

Section 1. The facts and recitations set forth in the preamble of this ordinance are 

hereby found to be true and correct. 

Section 2. In accordance with the provisions of Chapter 102 of the Texas Local 

Government Code, the City Council hereby approves and adopts the Budget attached 

hereto and made a part hereof, a copy of same being on file with the City Secretary. The 

City Secretary is hereby directed to place on said Budget and to sign an endorsement 

reading as follows: “The Original Budget of the City of Missouri City, Texas, for the Fiscal 

Year 2013”, and to keep such Budget on file in her office as a public record. 


378


Section 3. In support of said Budget and by virtue of the adoption thereof, there are hereby 

appropriated out of available cash funds and out of the general and special revenues of the 

City which will be received in the treasury during the fiscal year 2013 the amount set forth in 

said approved Budget for the various purposes stated therein. 

PASSED, APPROVED and ADOPTED on first and final reading this the 18th day of June, 

2012. 


379


ORDINANCE NO.O-12-_____ 

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MISSOURI CITY, 

TEXAS, PROVIDING FOR THE ASSESSMENT, LEVY, AND COLLECTION OF AD 

VALOREM TAXES FOR THE CITY OF MISSOURI CITY, TEXAS, FOR THE TAX 

YEAR 2012 AND FOR EACH YEAR THEREAFTER UNTIL OTHERWISE 

PROVIDED; PROVIDING THE DATE ON WHICH SUCH TAXES SHALL BE DUE 

AND TIMELY PAID; AUTHORIZING AN ADDITIONAL PENALTY FOR THE 

COLLECTION OF DELINQUENT AD VALOREM TAXES IN LIEU OF RECOVERING 

ATTORNEY FEES; AND REPEALING ALL ORDINANCES AND PARTS OF 

ORDINANCES IN CONFLICT HEREWITH. 

* * * * * 

WHEREAS, the Budget of the City of Missouri City, Texas, for the fiscal year period 

beginning July 1, 2012, and ending June 30, 2013 (fiscal year 2013) has been adopted; and 

WHEREAS, certain revenues from sources other than ad valorem taxes will be available for 

a portion of the expenditures of such budget; and 

WHEREAS, ad valorem taxes should be levied and collected to provide the additional 

revenues necessary to meet the remaining portion of such expenditures; now, therefore, in 

accordance with such Budget and pursuant hereto, 

BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF MISSOURI CITY, TEXAS: 

Section 1. That the facts and recitations set forth in the preamble of this Ordinance are 

hereby found to be true and correct. 

Section 2. All property subject to ad valorem taxation by the City of Missouri City, Texas, 

shall be equally and uniformly assessed for such purposes at one hundred percent (100%) of the full 

cash market value of such property. 

Section 3. There is hereby levied for general purposes for use by the City of Missouri City, 

Texas, for the tax year 2012, and for each year thereafter until otherwise provided, an ad valorem 

tax at the rate of _____ on each One Hundred Dollars ($100.00) of assessed valuation on all 

property, real, personal, and mixed, within the corporate limits upon which an ad valorem tax is 

authorized by law to be levied by the City of Missouri City, Texas. THIS TAX RATE WILL 

RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST 

YEAR’S TAX RATE. THE TAX RATE WILL RAISE TAXES FOR 

MAINTENANCE AND OPERATIONS ON A $100,000 HOME BY 

APPROXIMATELY _____. The proceeds from such tax shall be applied to the payment of 

the general and current expenses of the government of the City, including payment of any 

obligations for which taxes are not levied by another section hereof and for the payment for which 

provision is not otherwise made. All such taxes shall be assessed and collected in current money of 

the United States of America. 

Section 4. For the purpose of paying the interest on bonds, warrants, certificates of 


380


obligation, or other lawfully authorized evidence of indebtedness issued by the City of Missouri City, 

Texas, including the various installments of principal due on the serial bonds, warrants, certificates 

of obligation, or other lawfully authorized evidence of indebtedness issued by the City as such 

installments shall respectively mature, and for the purpose of repaying any sums borrowed in 

anticipation of current revenues for use in the payment of bonds and certificates of obligation and 

interest therein maturing in the fiscal year 2012, and for the purpose of paying interest and making 

provisions for the sinking fund on such other bond issues, warrants, certificates of obligation, or 

other lawfully authorized evidence of indebtedness as may be authorized, there is hereby levied for 

the tax year 2011 and for each year thereafter until otherwise provided, to be assessed and 

collected upon all property described in Section 3 of this Ordinance, an annual ad valorem tax rate 

at the rate of _________ on each One Hundred Dollars ($100.00) of assessed valuation. 

Section 5. All ad valorem taxes levied hereby in the total amount of _______ on each One 

Hundred Dollars ($100.00) of assessed valuation, as reflected in Sections 3 and 4 hereof, shall be 

due and payable upon receipt of the tax bill. All ad valorem taxes due the City of Missouri City, 

Texas, and not paid on or before February 1 following the year for which they were levied shall bear 

penalty and interest as prescribed in the Texas Tax Code Annotated, as amended. 

Section 6. That on July 1, 2013, all tax accounts which are delinquent for the tax year 2011 

will incur additional penalties in the amount up to fifteen percent (15%) of the sum of the tax, penalty 

and interest then due, and to be due, in order to help defray the cost of collection of the same. 

Section 7. That the Tax Collector shall deliver a notice of delinquency and of this additional 

penalty to the property owner of each tax account, at least thirty (30) and not more than sixty (60) 

days before July 1, 2013. 

PASSED, APPROVED and ADOPTED on first and final reading this ______ day of 

September, 2012. 

________________________________ 

Mayor 

ATTEST: APPROVED AS TO FORM: 

__________________________ ________________________________ 

City Secretary City Attorney 


381


GOVERNMENT TAX STRUCTURE 

Date of Incorporation March 12 1956 Ad Valorem Tax Rate 

Form of Government Council/Manager (per $100 of Appraised Value) 

City .52840 

DEMOGRAPHICS 

Fort Bend County .49976 

Population FBISD School 1.3400 

1980 Census 24,423 Source: Ft. Bend County C.A.D. 

1990 Census 36,176 

2000 Census 52,913 Bond Ratings 

2010 Census 67,772 Moody’s Investors Service, Inc. Aa2 

2012 as of 6/30 68,492 Standard & Poor’s Corporation AA- 

Schools 

In District 72 

Specialized Campuses 3 

GENERAL COMMUNITY INFORMATION 

SERVICES PROVIDED 

In Missouri City 19 Police Protection 

Elementary School Number of Stations 1 

In District 45 Number of commissioned officers 93 

In Missouri City 11 

Middle School Fire Protection 

In District 13 Number of Stations 4 

In Missouri City 4 Number of Certified Personnel 64 

High School (not including reserve firefighters) 

In District 11 Number of Fire Apparatus 6 

In Missouri City 3 Other Vehicles 10 

Area Private/Parochial School 14 Rescue boats 2 

Area Colleges 20 

Parks 

ECONOMICS Number of Parks Developed 22 

Major Employers (approx.) Employment Number of Parks Under Development 13 

Fort Bend ISD 958 Acres 1,094.63 

Wal-Mart Texas Stores, LP 430 

City of Missouri City 311 Health Facilities 

HEB Pantry 247 In General Area - Hospitals 5 

Global Geophysical 230 Special Purpose Health Care Centers 6 

Super Target 170 

EIM Company 160 

Lowe’s 132 Religious Facilities 28 

Kroger 130 

Home Depot 121 Others 

County Type Government Commissioners Court 

Area of City 30.23 sq.miles 

*Source of Data: U.S. Census, Missouri City ETJ (approx) 25.53 sq.miles 

Community profile & other City records 

Lane miles of street maintained by City 636.5 


382


AIA. American Institute of Architects. 

ANAL. Analysis 

ACRONYMS 

ARRA. American Recovery & Reinvestment Act of 2009. 

ATAC. Automated Tactical Analysis of Crime. 

ATC. American Tower Corporation. 

ATMS. Automated Traffic Management System. 

ATV. All terrain vehicles. 

CDBG. Community Development Block Grant. 

CID. Criminal Investigation Division - Police Department. 

CIP. Capital Improvement Program. 

C.O. Certificates of Obligation. 

CY. Calendar Year. 

DA. Development Agreement. 

DEV. Development. 

DMS. Document Management System. 

EMT. Emergency Medical Technician. 

ENG. Engineering. 

EOC. Emergency Operations Center. 

EPA. Environmental Protection Agency. 

ERP. Enterprise Resource Planning. 

ETJ. Extra-territorial jurisdiction. 

FAQ. Frequently asked questions. 

FBC. Fort Bend County. 

FBINA. Federal Bureau of Investigation National Academy. 


383


FY. Fiscal year. 

GAAP. Generally Accepted Accounting Principles. 

GASB. Governmental Accounting Standards Board. 

GCWA. Gulf Coast Water Authority. 

GFOA. Government Finance Officers Association. 

GIS. Geographical Information Systems. 

GPD. Gallons per Day. 

GRP. Ground Water Reduction Plan. 

H-GAC. Houston-Galveston Area Council. 

HIDTA. High Intensity Drug Trafficking Areas. 

HOA. Homeowner’s Association. 

HUBs. Historically underutilized businesses. 

HVAC. Heating, Venting, Air-conditioning. 

I & S. Interest and Sinking (also known as Debt Service). 

IAD. Internal Affairs Division of the Criminal Investigative Division – Police Department. 

ISO. Insurance Service Office. 

IT. Information Technology 

ITS. Intelligent Transportation System. 

M&E. Machinery and Equipment. 

MB. Mustang Bayou. 

MCPD. Missouri City Police Department. 

MCTV. Missouri City Television. 

METRO. Metropolitan Transit Authority. 

MGD. Million gallons per day. 

MUD. Municipal Utility District. 

NICE. Neptune Intelligence Computer Engineering. 


384


NIMS. National Incident Management System. 

NPDES. National Pollutant Discharge Elimination System. 

NRPA. National Recreation and Parks Association. 

O & M. Operations and Maintenance. 

OSSI. Open Software Solutions Incorporated. 

PARD. Parks and Recreation Department. 

PDA. Personal Digital Assistant. 

PID. Public Improvement District. 

PMMP. Pavement Management and Maintenance Program. 

POA. Property Owner Association. 

PRELIM. Preliminary. 

PSA. Public service announcement. 

PS&E. Plan Specification and Estimate. 

PSHQ. Public Safety Headquarters. 

QV. Quail Valley 

QVGC. Quail Valley Golf Course. 

ROW. Right of Way. 

SH-6. State Highway 6. 

SPA. Strategic Partnership Agreement. 

STA-MO. Stafford/Missouri City. 

SWAT. Special Weapons and Tactics. 

SWTP. Surface Water Treatment Plant. 

TBD. To be Determined. 

TCEQ. Texas Commission on Environmental Quality. 

TIP. Transportation Improvement Program. 


385


TIRZ. Tax Incremental Reinvestment Zone. 

TMRS. Texas Municipal Retirement System. 

TxDOT. Texas Department of Transportation. 

TWDB. Texas Water Development Board. 

UASI. Urban Areas Security Initiative. 

UCR. Uniform Crime Reporting. 

UNCL. Unclassified. 

VJP. Vicksburg Joint Powers. 

VoIP. Voice over internet protocol. 

WW. Wastewater. 

WWTP. Wastewater Treatment Plant. 


386


GLOSSARY OF TERMS 

ACCOUNT. A term used to identify an individual asset, liability, expenditure control, revenue control, 

encumbrance control, or fund balance. 

ACCRUAL BASIS. The basis of accounting under which transactions are recognized when they occur 

regardless of the timing of related cash flows. 

ACCOUNT NUMBER. A set of accounts used in the general ledger by the City to indicate the fund, 

department, division and sub-activity. 

ACCRUED EXPENSES. Expenses incurred but not due until a later date. 

ACTIVITY. A group of related functions performed by one or more organizational units for the purpose of 

accomplishing a function for which the City is responsible. 

ACTIVITY MEASURES. Divisional efforts that measure the achievement of a specific set of program 

objectives. 

AD VALOREM TAXES. Commonly referred to as property taxes, levied on real and personal property at 

100% valuation according to the properties valuation and the tax rate. 

ADOPTED BUDGET. The final budget adopted by ordinance by the City Council. 

APPROPRIATION. An authorization granted by a legislative body to make expenditures to incur obligations 

for specific purposes. An appropriation is limited in amount to the time it may be expended. 

ASSESSED VALUATION. Total gross valuation assigned to property for ad valorem taxation purposes. In 

Texas, taxable property is assessed at 100% of market value. 

ASSET. A probable future economic benefit obtained or controlled by a particular entity as a result of past 

transactions or events. 

AUDIT. A systematic collection of the sufficient, competent, evidential matter needed to attest to the fairness 

of management’s assertions in the financial statements or to evaluate whether management has efficiently and 

effectively carried out its responsibilities. The auditor obtains this evidential matter through inspection, 

observation, inquiries and confirmations with third parties. 

BALANCED BUDGET. The operating budget is balanced with current revenues greater than or equal to 

current expenditures or expenses. 

BASIC BUDGET. Desirable expenditure levels to maintain services at the present level based on last year’s 

adopted budget. 

BASIS OF ACCOUNTING. A term used to refer to when revenues, expenditures, expenses, and transfers - 

and the related assets and liabilities - are recognized in the accounts and reported in the financial statements. 

Specifically, it relates to the timing of the measurements made, regardless of the nature of the measurement, on 

either the cash or the accrual method. 


387


BOND. A written promise, generally under seal, to pay a specified amount of money, called the face value, at 

a fixed time in the future, called the date of maturity, and carrying interest at a fixed rate, usually payable 

periodically. 

BONDED INDEBTEDNESS. That portion of indebtedness represented by outstanding bonds. 

BONDS ISSUED. Bonds sold by the City. 

BUDGET AMENDMENT. A formal legal procedure (adopted by ordinance) to revise a budget appropriation 

during the fiscal year. 

BUDGET (OPERATING). A plan of financial operation embodying an estimate of proposed expenditures 

for a given period and the proposed means of financing them. The term usually indicates a financial plan for a 

single fiscal year. 

BUDGET CALENDAR. The schedule of key dates which the City follows in the preparation and adoption of 

the budget. 

BUDGET DOCUMENT. The instrument used by the budget-making authority to present a comprehensive 

financial plan of operations to the City Council. 

BUDGET MESSAGE. A general discussion of the proposed budget, as presented in writing by the budgetmaking 

authority, to the legislative body. 

BUDGET ORDINANCE. The official enactment by the City Council establishing the legal authority for 

officials to obligate and expend resources. 

CAPITAL OUTLAY OR CAPITAL EXPENDITURE. Any item purchased by the City which meets the 

City’s capitalization criteria. They are: has a value of $5,000 or more, has an anticipated life of more than one 

year, and/or can be readily identified and tracked as an individual item. These expenditures result in the 

acquisition of or addition to fixed assets. 

CAPITAL PROJECTS FUND. Established to account for and report financial resources that are restricted, 

committed and assigned to expenditure for capital outlay including the acquisition or construction of capital 

facilities and other capital assets. 

CAPITAL IMPROVEMENTS PROGRAM. A plan for capital expenditures to be incurred each year over a 

fixed period of several future years setting forth each capital project and the amount and the method of 

financing. 

CASH BASIS. A basis of accounting under which transactions are recognized only when cash is received or 

disbursed. 

CENTRAL APPRAISAL DISTRICT. A countywide district formed by legislation to provide appraisal of 

property located within the county. These countywide appraisals are provided to the county, schools, cities, 

and municipal utility districts for basis of taxation. 

CERIFICATES OF OBLIGATION. Legal debt instruments which finance a variety of projects such as 

major equipment purchases, improvements and infrastructure construction. These certificates are backed by 

the full faith and credit of the issuing government and are financed through property tax and/or utility 

revenues, generally for a shorter term than bonds. C.O.’s are authorized by the City Council. 


388


CHARGES FOR SERVICES. The payment of a fee for direct receipt of a public service by the party 

benefiting from the service. 

CITY CHARTER. The document of a home rule City similar to a constitution, which establishes the City’s 

government structure and provides for the distribution of powers and duties among the various branches of the 

government. 

CITY COUNCIL. The Mayor and six (6) Council members collectively acting as the legislative and 

policymaking body of the City. 

COMMODITIES. Include articles and supplies, which are consumed or materially altered when used. 

Examples are office supplies and minor tools and equipment. 

COMMUNITY DEVELOPMENT BLOCK GRANT. An entitlement grant from the U.S. Department of 

Housing and Urban Development to improve the safety and livability of the citizens in blight areas of the City. 

CONTRACTUAL SERVICES. Include expenditures for auditing services, legal services, utilities and 

services of outside contractors. 

DEBT SERVICE FUND. A fund established to finance and account for the accumulation of resources for, 

and the payment of, general long-term debt principal and interest. Also called a SINKING FUND. 

DEBT SERVICE REQUIREMENTS. The amount of money required to pay interest on outstanding debt, 

serial maturities of principal for serial bonds and required contributions to accumulate monies for future 

retirement of term bonds. 

DEFICIT. The excess of liabilities of a fund over its assets of (2) the excess of expenditures over revenues 

during an accounting period or in the case of proprietary funds, the excess of expenses over revenues during an 

accounting period. 

DELINQUENT TAXES. Taxes remaining unpaid at end of current fiscal year. Although taxes become 

delinquent and accrue penalties and interest on February 1 of each year, they are carried as current taxes 

receivable during the current fiscal year. 

DEPARTMENT. A section of the total organization, which is comprised of Divisions and is under the 

oversight of a Director who reports to the City Manager. 

DEPRECIATION. The periodic expiration of a fixed asset’s useful life. There are several methods for 

computing depreciation. Straight line, which is the most common, divides the value of the asset at acquisition 

by its estimated useful life. This amount is then charged to expense until the asset is fully depreciated. 

Depreciation is not a budgeted item. 

DESIGNATED UNRESERVED FUND BALANCE. Management’s intended use of available expendable 

financial resources in governmental funds reflecting actual plans approved by the government’s senior 

management. Expressed in other words, designations reflect a government’s self-imposed limitations on the 

use of otherwise available financial resources in governmental funds. 

DETAIL OF EXPENDITURES. Line item expenditures by account within each division of the General 

Operating Fund of the City. 


389


DESCRIPTION OF OPERATIONS. Narratives explaining in detail the duties and responsibilities of the 

Department and/or Division. 

DISTINGUISHED BUDGET PRESENTATION AWARD. A voluntary program administered by the 

Government Finance Officer Association to encourage governments to publish well organized and easily 

readable budget documents and to provide peer recognition and technical assistance to the fiscal officers 

preparing them. 

DIVISION. A subsection of a Department, which carries out a specific program or line of work assigned by 

the Department. 

EFFECTIVE INTEREST RATE. The rate of earnings on a bond investment based on actual price paid for 

the bond, the coupon rate, the maturity date, and length of time between interest dates. 

EFFECTIVE TAX RATE. Calculation as required by the State Property Tax Code. The Effective Tax Rate 

applied to the year’s tax base would generate the same amount of taxes levied last year if you adjusted for new 

property and new exemption 

ENCUMBRANCES. Obligations in the form of purchase orders, contracts, or salary commitments, which are 

chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be 

encumbrances when paid or when the actual liability is set up. 

ENTERPRISE FUND. A fund established to account for operations financed and operated in a manner 

similar to private business enterprises such as water and sewer funds, airport, and other services where 

primarily the cost of goods and services to the general public are recovered through user charges. 

EQUIPMENT REPLACEMENT FUND. A Fund whereby monies provide solely for the replacement of 

City owned equipment. 

EXPENDITURES. If the accounts are kept on the accrual basis, this item designates total charges incurred, 

whether paid or unpaid, including expenses, provision for retirement of debt not reported as a liability of the 

fund for which retired and capital outlays. Note: Encumbrances are not considered expenditures. 

EXPENSES. Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest and 

other charges. 

EXTRA-TERRITOTIAL JUSRISDICTION. Extra-territorial jurisdiction is the land bordering a City’s 

limits that the City has limited control over but does not furnish City services to nor collect ad valorem taxes 

from. This is an area outside of City limits that could become part of the City. 

FISCAL YEAR. A twelve-month period at the end of which a governmental unit determines its financial 

condition and the results of its operations and closes its books. 

FIXED ASSETS. Assets of long-term character that is intended to continue to be held or used, such as land, 

buildings, machinery, furniture and other equipment. 

FRANCHISE FEE. The fee paid by public service businesses for use of City streets, alleys and property in 

providing their services to the citizens of a community. Services requiring franchises include electricity, 

telephone, natural gas and cable television. 


390


FUND. An independent fiscal and accounting entity with a self-balancing set of accounts regarding cash 

and/or other resources, together with all related liabilities, obligations, reserves, and equities which are 

segregated for the purpose of carrying on specific activities or attaining certain objectives. 

FUND ACCOUNTING. A governmental accounting system that is organized and operated on a fund basis. 

FUND BALANCE. The difference between fund assets and fund liabilities of governmental and similar trust 

funds. 

FUND EQUITY. The difference between fund assets and fund liabilities of proprietary funds. 

FUND TYPE. Any one of seven categories, which all funds are classified in governmental accounting. The 

seven fund types are: general, special revenue, debt service, capital projects, enterprise, internal service, and 

trust and agency. 

GENERAL FUND. The fund that is available for any legal authorized purpose and which is therefore used to 

account for all revenues and all activities except those required to be accounted for in another fund. Note: 

The General Fund is used to finance the ordinary operation. 

GENERAL OBLIGATION BONDS. Bonds for whose payments the full faith and credit of the issuing body 

are pledged. More commonly, but not necessarily, general obligation bonds are considered to be those payable 

from taxes and other general revenues. 

GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP). Uniform minimum standards and 

guidelines for financial accounting and reporting. They govern the form and content of the financial 

statements of an entity. GAAP encompass the conventions, rules and procedures necessary to define accepted 

accounting practice at a particular time. They include not only broad guidelines of general application, but 

also detailed practices and procedure. GAAP provide a standard by which to measure financial presentations. 

The primary authoritative body on the application of GAAP to state and local governments is the Government 

Accounting Standards Board. 

GOALS. A statement of broad definition, purpose or intent based on the needs of the community. 

GOVERNMENTAL ACCOUNTING. The composite activity of analyzing, recording, summarizing, 

reporting and interpreting the financial transactions of government. 

GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB). The authoritative accounting and 

financial reporting standard-setting body for governmental entities. 

GOVERNMENTAL FUND TYPES. Funds used to account for the acquisition, use and balances of 

expendable financial resources and the related current liabilities—except those accounted for in proprietary 

funds and fiduciary funds. In essence, these funds are accounting segregations of financial resources. 

Expendable assets are assigned to a particular governmental fund type according to the purposes for which 

they may or must be used. Current liabilities are assigned to the fund type from which they are to be paid. 

The difference between the assets and liabilities of governmental fund types is referred to as fund balance. 

The measurement focus in these fund types is on the determination of financial position and changes in 

financial position (source, uses and balances of financial resources), rather than on net income determination. 

The statement of revenues, expenditures and changes in fund balance is the primary governmental fund type 

operating statement. It may be supported or supplemented by more detailed schedules of revenues, 

expenditures, transfers and other changes in fund balance. Under current GAAP, there are four governmental 

fund types: general, special revenue, debt service and special projects. 


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GRANT. A contribution by one governmental unit to another. The contribution is usually made to aid in the 

support of a specified function. Typically, these contributions are made to local governments from the state 

and federal governments. 

INSURANCE SERVICE OFFICE. The Insurance Service Office (ISO) performs surveys to assist insurance 

organizations with setting up the insurance ratings for the communities. The ISO will perform a survey to 

assign a public protection grade to each fire department, which is used in the development of insurance rates 

for all properties within the protected area. Grading starts at 1, which is the best possible score and ends at 10 

which is considered unacceptable. 

INTEREST & SINKING (also known as Debt Service). A fund established to finance and account for the 

accumulation of resources for, and the payment of, general long-term debt principal and interest. 

INTERGOVERNMENTAL REVENUES. Grants, entitlements and cost reimbursements from other federal, 

state or local governments. 

INTERNAL SERVICE FUND. Funds used to account for the financing of goods or services provided by 

one department or agency to other departments or agencies of a government on a cost-reimbursement basis. 

INFRASTRUCTURE. Public domain assets such as roads, bridges, curbs and gutters, streets and sidewalks, 

drainage systems and similar assets that are immovable and of value to the City. 

LEGAL DEBT MARGIN. The maximum debt a city may issue. Under the House Rule Charter, the City is 

not limited by law in the amount of debt it may issue. 

LEVY. To impose taxes, special assessments, or service charges for the support of City services. 

LIABILITIES. Probable future sacrifices of economic benefits, arising from present obligations of a 

particular entity to transfer assets or provide service to other entities in the future as a result of past 

transactions or events. 

LONG TERM DEBT. Debt with a maturity of more than one year after the date of issuance. 

METROPOLITAN TRANSIT AUTHORITY (METRO). An entity established to deliver mass 

transportation services by means of an efficient, convenient and cost effective system as an alternative to the 

automobile and as a means of travel for the transit-dependent population. METRO is a component unit of the 

City of Houston, although the Board reports independently. Missouri City joined the METRO district August 

12, 1978. A 1% sales tax is imposed and collected for contributions to this district. The City and METRO 

have an interlocal agreement under which METRO provided $2.25 Million in revenue for street maintenance 

and traffic control over a period of three years. This agreement expires during the fiscal year 1994-95. 

Various other projects totaling $10 Million have been approved within the City over the years. 

MODIFIED ACCRUAL BASIS OF ACCOUNTING. Under this basis of accounting, revenues are 

recognized when susceptible to accrual when they become both measurable and available. “Measurable” 

means the amount of the transaction can be determined and “available” means collectible within the incurred 

period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recorded 

when the related fund liability is incurred. Principal and interest on general long-term debt are recorded as 

liabilities when due. 


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MUNICIPAL. In its broadest sense, an adjective denoting the state and all subordinate units of government. 

In a more restricted sense, an adjective denoting a city or village as opposed to other local governments. 

MUNICIPAL UTILITY DISTRICTS. Utility districts authorized by legislation to provide water, sewer and 

storm drainage services to the commercial and residential population which would otherwise be provided by 

the City. 

OBJECTIVES. Something that is specific and measurable and that is achievable within a specific time frame. 

OPERATING BUDGET. Plans of current expenditures and the proposed means of financing them. The 

annual operating budget (or, in the case of some state governments, the biennial operating budget) is the 

primary means by which most of the financing, acquisition, spending and service delivery activities of a 

government are controlled. The use of annual operating budgets is usually required by law. Even when not 

required by law, however, annual operating budgets are essential to sound financial management and should 

be adopted by every government. 

OPERATING EXPENSES. The cost of personnel, materials and equipment required for a Department to 

function. 

ORDINANCE. A formal legislative enactment by the governing body 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. Ordinarily, the statutes or 

charter will specify or imply those legislative actions that must be by ordinance and those that may be by 

resolution. Revenue-raising measures, such as the imposition of taxes, special assessments and service charge, 

universally require ordinances. 

OTHER SERVICES. Includes miscellaneous expenditures not accounted for in personnel, commodities or 

contractual services. 

OVERLAPPING TAX RATE. The total overlapping tax rate per property determined by adding the county 

tax rate, school tax rate, and applicable utility tax rate in addition to the Missouri City Tax rate. 

PERFORMANCE AND SERVICE LEVELS. Expected output of a given program, which determines how 

objective or efficient the program is in achieving its objectives within, limits of given personnel. 

PERSONNEL. Refers to the costs associated with salaries and related fringe benefits provided to employees. 

When utilized in association with the department/devise detail expenditures, personnel refers to the division 

responsible for formulating policies and procedures that apply to all City employees. 

PUBLIC IMPROVEMENT DISTRICTS (PIDS). A financing tool created under the Public Improvement 

District Act, Chapter 372 of the Texas Local Government Code. This tool allows a city to initiate or receive a 

petition from property owners requesting the establishment of a special district to finance improvements. A 

PID can even be used to actively market an area. A PID is created by the City Council and needs no state 

agency approval. 

PID ASSESSMENTS. A PID district enables a neighborhood or commercial area to make improvements 

benefiting the area and spread the cost equally among all the property owners. Under the PID statute, a city 

can issue PID bonds for authorized improvements to the specific area and assess the cost to the property 

owners who benefit from the improvements based on the benefit. These assessments are used to pay the debt 

service on the PID bonds. It is an overlapping assessment, i.e., an addition to City, County, and school district 


393


taxes (for that area only). The assessments may be assessed per linear foot of property, according to property 

value, or any equitable manner established by City Council ordinance. 

PROMPT PAYMENT ACT. Adopted in 1985 by the State of Texas requiring cities to pay for goods and 

services within 30 days of the receipt of the invoice or the goods or services, whichever comes later. If this 

requirement is not satisfied, the City may be required to pay 1% interest per month on the unpaid balance. 

PUBLIC HEARING. The portions of open meetings held to present evidence and provide information on 

both sides of an issue. 

PURCHASE ORDER. A document issued to authorize a vendor or vendors to deliver specified merchandise 

or render a specified service for a stated price. Outstanding purchase orders are called encumbrances. 

RESERVE. An account which records a portion of fund balance which must be segregated for some future 

use and which is, therefore, not available for future appropriation or expenditure. A reserve for contingencies 

is an example of such a reserve. 

RESERVE FOR CONTINGENCIES. An account used to set aside appropriations in the current year as 

reserves against the fund balance for inventory and prepaid items, equipment, pay plan adjustments and to take 

care of emergencies. 

REVENUES. (1) Increases in the net current assets of a governmental fund type from other than expenditure 

funds and residual equity transfers. Also, general long-term debt proceeds and operating transfers are 

classified as “other financing sources” rather than as revenues. (2) Increases in the net total assets of a 

proprietary fund type from other than expense refunds, capital contributions and residual equity transfers. 

Also, operating transfers in are classified separately from revenues. 

SPECIAL REVENUE FUND. A fund used to account for the proceeds of specific revenue sources (other 

than special assessments, expendable trusts, or for major capital projects) that are legally restricted to 

expenditure for specified purposes. An example is the Revenue Sharing Fund typically maintained by cities. 

SUMMARY OF BONDED INDEBTEDNESS. The total amount by year of principal and interest needed for 

all bond issues. 

SUPPLEMENTAL REQUESTS. Programs and services which departments would like to have added (in 

priority order) over their basic budget. 

SURPLUS. Exceeding what is needed or used. 

TAX ABATEMENT. A full or partial exemption of ad valorem taxes for a specified time of certain real 

and/or personal property. Used as an economic development tool by cities. 

TAX INCREMENT REINVESTMENT ZONE (TIRZ). A development or re-development financing tool 

created under the provisions of the Texas State Statute, Chapter 311 of the Tax Increment Financing Act. A 

TIRZ provides a method to finance improvements in a specifically designated zone using tax increment funds. 


394


TAX INCREMENT FINANCING OR FUNDS. The amount of tax generated on the increased property 

values, which result from new development, or re-development from the base year set by ordinance. While a 

TIRZ can only be created by a municipality, any jurisdiction that levies a tax on the property may participate 

in the TIRZ. The tax revenue generated on the increased value over and above the base year is known as the 

“increment” and can be used to pay for the public improvements within the TIRZ. 

TAX LEVY. Total revenues to be raised by ad valorem taxes for expenditures of general operating 

expenditures and debt service payments. 

TAXES. Compulsory charges levied by a government to finance services performed for the common benefit. 

This term does not include specific charges made against a particular persons or property for current or 

permanent benefits, such as special assessments. Neither does the term include charges for service rendered 

only to those paying such charges (e.g., sewer service charges). 

TAX LEVY. The total amount to be raised by general property taxes for purposes specified in the Tax Levy 

Ordinance. 

TAX RATE. The amount of tax levied for each $100 of assessed valuation. 

TAXABLE VALUE. Estimated value of taxable property to which the ad valorem tax rate is applied. 

TRUTH IN TAXATION LAWS. Texas State Law that requires all taxing units to calculate and publish the 

effective tax rate and other notices as assessed values increase to notify the taxpayer of the entities intent to 

raise taxes; Taxpayers may then by election roll back these taxes to the current rate plus amounts needed to 

pay debt service they desire. 

UNDESIGNATED UNRESERVED FUND BALANCE. Available expendable financial resources in a 

governmental fund that are not the object of tentative management plans (i.e., designations). 

UNENCUMBERED APPROPRIATION. That portion of an appropriation not yet expended or encumbered. 

WORKING CAPITAL. The current assets less current liabilities of a fund. For budgetary purposes, 

working capital, rather than retained earnings, is generally used to reflect the available resources of proprietary 

funds. 


395


ACCOUNT NUMBER STRUCTURE 

1. Fund: May be numbered 101 to 999. 6. Element: May be numbered 10 to 99. 

2. Department: May be numbered 01 to 99. Follows above sub-activity 

3. Division: May be numbered 01 to 99. structure with a 0,1,2, or 3 for 

4. Basic Activity: Asset: 10-19 further breakdown within 

Liability: 20-29 the sub-activity. 

Revenue: 30-39 

7. Object: May be numbered 01 to 99 

Expenditure: 50-99 i.e. office supplies, food etc. 

5. Sub-Activity May be numbered 1 to 9. 

1. Personnel 5. Operating Expenses 

2. Commodities 6. Non-Operating Expenses 

3. Contractual Services 

4. Other Services 

7. Capital Outlay 

101 General Fund 

FUNDS 

270 Solid Waste Collections Fund 

201 Parkland Dedication Fund 275 Hotel Occupancy Tax Fund 

205 Narcotics Seizure Fund 301 Debt Service Fund 

220 Radio Communications Fund 401 METRO Fund 

221 Court Building Security Fund 402 Certificates of Obligation Fund 

222 Court Technology Fund 403 Capital Projects Bond Fund 

223 Court Juvenile Case Fund 410 SteepBank/FlatBankBank Regional WWTP Phase II Construction Fund 

224 MCTV Facilities/Equipment Fund 415 Mustang Bayou Interim Regionalization Fund 

235 CDBG 2008 Fund 420 Surface Water Plant Construction Fund 

236 CDBG 2009 Fund 421 Mustang Bayou Regional Water Plant Construction Fund 

237 CDBG 2010 Fund 502 Lower Oyster Creek Regional WWTP Enterprise Fund 

238 CDBG 2011 Fund 503 Mustang Bayou Regional WWTP Enterprise Fund 

239 CDBG 2012 Fund 505 Water & Wastewater Utilities Fund 

250 Steepbank/Flatbank Reg. WWTP Operations Fund 510 Surface Water Treatment Fund 

260 Missouri City Development Authority 599 Community Impact Fee Fund 

261 Tax Increment Reinvestment Zone #1 (Fifth Street) 605 Fleet Maintenance Fund 

262 Tax Increment Reinvestment Zone #2 (Vicksburg) 606 Fleet Replacement Fund 

263 Public Improvement District #2 (Vicksburg) 610 Information Technology Maintenance Fund 

265 Tax Increment Reinvestment Zone #3 611 Information Technology Replacement Fund 

266 Public Improvement District #4 (Creekmont) 615 Building Maintenance Fund 

FUND/DEPARTMENT/DIVISION SUMMARY 

101-10-01 Council and Management 236-70-60 CDBG 2009 

101-10-02 City Secretary 237-70-60 CDBG 2010 

101-10-03 Human Resources & Org. Development 238-70-60 CDBG 2011 

101-10-04 Legal 239-70-60 CDBG 2012 

101-10-06 Municipal Court 250-50-45 Steepbank/Flatbank Reg. WWTP Operations 

101-10-08 Communications 270-00-00 Solid Waste Collections 

101-20-11 Finance Administration 275-00-00 Hotel Occupancy Tax 

101-20-12 Purchasing 260-00-00 Missouri City Development Authority 

101-20-14 Accounting 261-00-00 Tax Increment Reinvestment Zone #1 (Fifth Street) 

101-30-21 Police Administration 262-00-00 Tax Increment Reinvestment Zone #2 (Vicksburg) 

101-30-23 Support Services 263-00-00 Public Improvement District #2 (Vicksburg) 

101-30-24 Criminal Investigation Division (C.I.D.) 265-00-00 Tax Increment Reinvestment Zone #3 

101-30-25 Patrol 266-00-00 Public Improvement District #4 (Creekmont) 

101-40-31 Fire Administration 270-00-00 Solid Waste Collections 

101-40-32 Fire Prevention 301-00-00 Debt Service 

101-40-33 Fire Training/Education 401 METRO Projects 

101-40-34 Fire Operations 402 Certificate of Obligation Projects 

101-50-40 Public Works Administration 403-00-00 Bonds Capital Projects 

101-50-42 Streets, Drainage & Traffic Operations 410-08-97 Steepbank/Flatbank Reg. WWTP Phase II Construction 

101-50-44 Geographic Info Systems 415-08-01 Mustang Bayou Interim WWTP Construction 

101-50-48 Animal Control 420-08-04 Mustang Bayou Reg Water Plant Construction 

101-60-51 Parks 421-00-00 Surface Waster Treatment Construction 

101-60-52 Recreation 505-51-46 Water & Wastewater Utilities - Hightower Wastewater 

101-70-60 Planning 505-52-47 Water & Wastewater Utilities - NE Oyster Creek Water Production 

101-70-61 Inspections 505-52-48 Water & Wastewater Utilities - NE Oyster Creek Wastewater Treatment 

101-70-62 Code Enforcement 505-52-49 Water & Wastewater Utilities - Mustang Bayou Water Production 

201-00-00 Parkland Dedication 505-52-50 Water & Wastewater Utilities - Mustang Bayou Wastewater Treatment 

205-00-00 Narcotics Seizure 510-00-00 Surface Water Treatment Enterprise 

220-30-26 Radio Communications 599-59-98 Community Impact - Mustang Bayou Wastewater Treatment 

221-30-24 Court Building Security 599-59-99 Community Impact - Mustang Bayou Water Production 

222-10-06 Court Technology Fees 605-00-00 Fleet Maintenance 

223-10-09 Court Juvenile Case Management 606-50-41 Fleet Replacement 

224-10-08 MCTV Facilities/Equipment 610-10-05 Information Technology Maintenance 

235-70-60 CDBG 2008 611-10-05 Information Technology Replacement 

615-60-53 Building Maintenance 


396


1000 PERSONNEL 


1010 Regular Salaries: To record salaries and wages for all full time employees. 

1030 Compensated Absences: To record compensated absences expense for all full time 

employees. 

1050 Overtime: To record all overtime pay for full time employees. 

1110 Part-time: 20-29 Hrs: To record salaries of part-time employees working 20-29 hours 

per week. 

1115 Temporary-Less than 20 Hrs: To record salaries of part-time employees working less 

than 20 hours per week. 

1120 Temporary (Seasonal): To record salaries of part-time seasonal employees. 

1220 Long-Term Disability: To record expenditures for disability insurance for absences 

exceeding 90 days. 

1225 Taxes, Social Security: To record City's contributions to FICA and FWT. 

1230 Health/Life/Dental Insurance: To record City's contribution to health/dental and life 

insurance coverage. 

1231 Prorated Health/Dental/Vision Insurance: To record City’s contribution to health/dental 

and vision insurance coverage for partial months for new hires and terminated 

employees. 

1235 Car/Clothing Allowance: To record car allowance for personnel and clothing 

allowance for some personnel. 

1236 Cell-Phone Allowance: To record allowance for some personnel to reimburse for use 

of personnel cell phone for City business. 

1240 Unemployment Compensation: A Human Resources account ONLY to record City's 

costs for unemployment compensation paid on a reimbursement basis to the state. 

1245 Retirement: To record City's share of participation in the Texas Municipal Retirement 

System. 

1250 Workers' Compensation: To record City's cost of participation in the Workers' 

Compensation Pool provided by the Texas Municipal League. 


2001 Office Supplies: To record expenditures for consumable office and computer supplies 

for general office operation, such as batteries, paper clips, pencils, legal pads, file 

folders, notary license and recording fees, awards and plaques, printer ribbons, toner 

cartridges, envelopes and labels. 


397


2003 Meals & Drinks: To record costs for coffee service for City offices, food & 

refreshments for Council, committee, jurors or special events requiring food service. 

2005 Wearing Apparel: To record expenditures for purchase or rental of uniforms, rental of 

floor mats, jackets and badges for police and fire, judge’s robes, patches, name tags, 

rain suits, rubber boots, goggles, work shoes, gloves, protective fire clothing, and body 

armor, uniform dry-cleaning, and repair of bunker gear. 

2007 Fleet Repair Cost: Fleet Maintenance ONLY account. To record the purchases of 

repair and preventive parts, repairs contracted out, wrecker service, state inspection and 

body work for all automobiles, trucks, minor equipment and heavy equipment expensed 

at month end in Fleet billings. 

2008 Fleet Default Account: Fleet Maintenance ONLY account. To record the flow of 

vehicle and non-inventory equipment repair parts and costs until they are billed out to 

individual divisions at month end Fleet billings. 

2011 Firearms: A Police, Animal Control, and Fire Marshall account, to purchase firearms 

and supplies such as ammunition and targets; and for repairs to firearms and related 

equipment. 

2015 Jail Supplies: A Patrol Division ONLY account to record expenditures for sheets, 

blankets, laundry, clothing, and miscellaneous other supplies for prisoners. 

2017 Jail Food: A Patrol Division ONLY account to record food costs for prisoners. 

2019 Jail Medical: A Patrol Division ONLY account to record expenditures for fit for jail 

exams, medical treatment, prescriptions, and other prisoner medical expenses. 

2021 Fuel, Oil and Lubricants: To record expenditures for fuel, oil and lubricants for City 

vehicles and equipment. 

2023 Minor Tools and Equipment: To record the purchase of furniture, new additional 

computer hardware/software, flashlights, hand tools, office machines, hardware, keys, 

and medical equipment that do not meet the current test of capitalization (tangible 

property with useful life of more than one year and the price is under the established 

$5,000 limit). 

2024 EMS Medical Supplies: A Fire Operations ONLY account to record medical supplies 

purchased to stock fire trucks. 

2025 Janitorial Supplies: To record the purchase of mops, brooms, paper products, and 

cleaning supplies. 

2027 Pesticide/Haz-Mat Control: To record the purchase of herbicides, insecticides, 

chemicals, hazardous materials and supplies for Fire, Parks, Building Maintenance and 

Streets Divisions. 

2029 Computer Repair/Replacement: An I.T. Department ONLY account to record 

expenditures for non-budgeted computer hardware repair/replacement. Other “new” 

hardware shall be charged to 2023 or 7041 depending on $5,000 fixed asset criteria. 


398


2031 Education, Training and Supplies: To record all supplies, instructor fees, reference 

books, and other educational resources for employees, training programs, and fire and 

police academies. 

2033 Postage and Delivery Service: To record expenditures for postage such as meter rental, 

stamps, postal equipment maintenance agreement, FEDEX, bulk mailing permit, post 

office box rental, courier service, and postage refill. 

2035 Building Materials, Supplies and Repairs: To record expenditures to purchase building 

supplies, flags, and first aid supplies, and building repair materials not subject to 

capitalization. 

2037 Copy Machine Supplies and Repairs: To record expenditures for copy paper, toner and 

maintenance contracts for copiers. 

2039 Streets Materials and Supplies: To record expenditures for asphalt, limestone, concrete, 

sand, redwood, rebar, tie wire and other materials for City street maintenance. 

2040 Purchase of Water: To record the “take or pay” purchase of water for Surface Water 


2041 Drainage Materials and Supplies: To record expenditures for culverts, fill dirt, manhole 

covers and other materials for City drainage maintenance. 

2043 Traffic Signs/Materials: To record expenditures for materials, supplies, sign faces, 

blanks, reflective material and posts required to install and maintain traffic control 

devices for public right-of-ways. 

2047 Pavement Marking Materials: To record expenditures for materials, supplies, and 

finished products such as paint, buttons and markings required to install and maintain 

all pavement markings in public right-of-ways. 

2051 Identification & Photographic Supplies: To record supplies such as fingerprint supplies, 

film and chemicals (CID). All other Divisions record purchase of film, photo 

processing, cameras, and ID tags. 

2053 Park Materials and Supplies: A Parks Division ONLY account to record expenditures 

for plants, grass, lumber, fencing and all supplies for Parks that are not capitalized. 

2055 Recreational Activities: A Recreation Division Account ONLY to record expenditures 

for activity class instructors, athletic events and related supplies not described under 

Special Events. Part-time summer instructors are charged to Personnel account 1110. 

2059 Special Events: A Recreation Division Account ONLY. To record expenditures 

directly related to planned recreation events such as SNOWFEST, Bunny Hop, Boo in 

the Run, Dad-n-Daughter Valentine Dance, Spring Clean-Up, etc. Examples of these 

expenditures may include, but are not limited to, entertainment, fireworks, decorations, 

advertisements, food, supplies, equipment rentals and printed materials. 

2061 Mayor's Youth Commission: A Recreational Account Only. To record expenditures 

such as food, clothing, printed materials and office supplies associated with the Mayor’s 

Youth Commission. 


399


2063 Animal Control Food and Supplies: An Animal Control Division Account ONLY to 

record expenditures for food for animals and other supplies needed by Animal Control 

Officers. 

2065 Recycling: A Parks Division Account ONLY to record expenditures for the Recycling 

Center. 

2068 Employee Awards & Ceremonies: A Human Resources ONLY account to record 

expenditures associated with employee holiday party, Public Service Recognition Week 

activities, new employee breakfast, Thanksgiving and Valentine’s Day luncheon, 

employee illness and funeral flowers, and employee retirement ceremonies. 

2069 Other/Miscellaneous: To record small or one-time purchases not properly accounted in 

any other accounts 

2070 Grant Purchases: To record purchases of equipment and services made with grant 

monies. 

2072 Donation Purchases: To record purchases of equipment and services made with 

donation monies. 

2073 Radio System Indirect Costs: To record the City’s share of the Radio Tower joint 

venture shortage. 

2197 Computer Equipment Rental Fee: An account to distribute a monthly allocation of 

equipment rental for computer equipment to reimburse the Computer Replacement 

Fund to the appropriate Division’s budget ONLY at the month end closing by the 

Finance Department. 

2198 Fleet Rental Fee: An account to distribute a monthly allocation of vehicle rental fees to 

reimburse the Fleet Replacement Fund to the appropriate Division’s budget ONLY at 

the month end closing by the Finance Department. 

2199 Central Garage: An account to distribute Fleet Department’s operational expenditures 

to the appropriate Division’s budget ONLY at the month end closing by the Finance 

Department. 

3000 CONTRACTUAL SERVICES - Contractual or miscellaneous services performed under express 

or implied contracts or agreements involving personal services or the repair and 

maintenance of equipment. 

3001 Minor Equipment Maintenance, Repairs and Rental: To record expenditures for 

equipment and pager rental, fire extinguisher repairs and inspections, repair parts and 

labor for patrol car video cameras, radars, minor tools and equipment, and any nonoffice 

equipment, obtained from outside contractors. 

3003 Contractor Hire - Streets: To record for expenditures for contracted services for street 

repair and maintenance. 

3004 Contractor Hire – Mowing: To record for expenditures for contracted mowing in the 

Streets & Drainage/Traffic Control Division. 


400


3005 Contractor Hire - Drainage: To record expenditures for contracted services for drainage 

repairs and maintenance. 

3006 Contractor Hire – Tree Trimming A Golf Course and Streets/Drainage Division only 

account to record expenditures for contracted tree trimming. 

3007 Contractor Hire - Parks: To record expenditures for contracted grounds maintenance. 

3009 Insurance: To record cost of City's property, general liability, automobile, public 

officials, police liability, deductibles, and fidelity bonds, etc., that are allocated to the 

various Divisions. 

3010 Retiree/COBRA Insurance: A Human Resources only account to record expenditures 

for retiree and terminated employees who elect to take COBRA insurance/ 

3012 Flex/COBRA Admin Fees: A Human Resources account only to record expenditures 

for flexible spending and COBRA administration fees charged by the health insurance 

administrator. 

3017 Special Services and Legal: To record expenditures for professional type services such 

as City Auditor, accounting, tax consultant, state elevator inspection, standpipe 

inspections, Halon system inspections, medical examiner, professional consultants, plan 

review, building inspections, contract janitorial services, animal carcass removal, 

internet access, temporary labor, photographers, golf course manager, utility 

inspections, and website subscription services such as Household Drivers Reports, 

GODADDY, LEADS On Line, JIMS, ACCURINT, legal services, code and charter 

update, employee assistance program, prosecutor, court dockets, media services, 

recording fees, LEXIS, MUNI CODE, WESTLAW, personnel consulting, and other 

contracted services. 

3018 Contracted Engineering: To record expenditures for contract engineering services. 

3020 Bank Fees and Collection Agency Fees: To record expenditures for collection agency 

fees of the Municipal Court Division; or bank fees which are monthly bank statement 

charges including credit card service charges. 

3021 Service Agreements and Repairs: To record expenditures for maintenance agreements 

on equipment, computer software, computer hardware, office machines except for 

radios and radars. Maintenance agreements for unbudgeted software shall be charged to 

the user department for the first year only along with the purchase of the software 

package, (which is charged either to 2023 or 7023). Subsequent renewals of 

maintenance in future years shall be budgeted in Information Technology Maintenance 

Fund 610. 

3027 Radio Repair and Maintenance: To record service agreements or repair on radios, 

radars, and record the pro-rata share of Missouri City’s portion of the Radio 

Communication System Fund short-fall. 

3029 Conference Expense: To records expenditures for registrations, transportation, lodging, 

parking, tolls and per diems for Department/Division Heads and Council Members 

attending conferences, seminars, budget retreats, and professional organization 

meetings. 

3032 Gas Utilities: To record expenditures for natural gas for City facilities. 


401


3033 Telephone: To record expenditures to telecommunication providers for cell and 

landline telephone service, data lines, internet service, related equipment and 

maintenance costs. 

3034 Electric Utilities: To record expenditures for electricity for City facilities. 

3035 Garbage Collection. To record expenditures to haul debris to landfill and garbage 

collection. 

3036 Water Utilities: To record expenditures for water and sewer service for City facilities. 

3037 Special Product Disposal: To dispose of used tires, oil, batteries and other used or 

consumed products not allowed in garbage collection. 

3041 Building Maintenance Allocation: An account to distribute Building Maintenance 

Division operational expenditures for the City Hall, Community Center and Public 

Safety Headquarters building to the appropriate division’s budget ONLY at the month 

end by the Finance Department. 

3043 Building Repairs: To record expenditures for HVAC, plumbing, electrical, elevators, 

Halon system or fire alarm repair, standpipe repairs, electrical, or other repairs 

performed by contractors. Repairs to City facilities other than the golf course are to be 

charged to Building Maintenance Division. 

3047 Traffic Signal Maintenance: To record expenditures for parts, supplies and contractors 

to repair City traffic signals which are not subject to capitalization. 

3051 Central Appraisal District: A Tax Division ONLY account to record expenditures to 

Fort Bend County Central Appraisal District. 

3053 Sta-Mo Lease and Operation: A Parks Division ONLY account. To record all costs, 

including utilities, associated with the Sta-Mo Park operation. 

3061 Sub-Standard Structures: To record expenditures to notify property owners that repairs 

are needed, demolition, lawn maintenance and related costs. 

3063 Missouri City TV: A Communications Division ONLY account to record expenditures 

connected with the operation of MCTV. 

3066 Wellness Program: A Recreation Division ONLY account to record expenditures 

associated with the Employee Wellness Program. 

3067 Surface Water Options: To record expenditures for GCWA options on future surface 

water. 

3068 Ground Water Reduction: To record expenditures associated with the development and 

implementation of the mandated Fort Bend Subsidence District groundwater reduction 

plan. 

3069 Computer Services Allocation: To record and distribute Informational Technology 

Division’s operational expenditures to the appropriate Division’s budget ONLY at 

month end closing by the Finance Department. 


402


3201 Plant Operations: To record services expenditures for the operation of the Wastewater 


3202 Sludge Removal: To record expenditures for the removal of sludge for the Wastewater 


3203 Permit Services: To record expenditures for permits for the Wastewater Treatment 

Plant. 

3204 Inspection Services: To record the expenditures for inspection services for the 

Wastewater Treatment Plant and licensing fees such as liquor licenses and related costs. 

3205 Admin/Audit/Eng Fees: To record the expenditures for administrative, audit and 

engineering services for the Wastewater Treatment Plant. 

3206 Plant Seeding: To record the expenditures for seeding of the Wastewater Treatment 

Plant. 

3207 Lift Station Maintenance: To record the expenditures for lift station maintenance. 

3208 General Maint. & Repairs: To record the expenditures for general maintenance and 

repairs to the Wastewater Treatment Plant. 

3209 Miscellaneous: To record miscellaneous expenditures for the Wastewater Treatment 

Plant. 

3210 Admin/Audit Fees: To record the expenditures for administrative and audit services for 

the Golf Course. 


4003 Election Expense: A City Secretary ONLY account to record the purchase of ballot 

boxes, ballots and payments to election officials. 

4005 Printing: To record expenditures for printing of stationery, signs, asset tags, envelopes, 

business cards and forms. Also includes printing of budget, financial and audit reports. 

4007 Subscriptions and Dues: To record expenditures for organizational dues and 

subscriptions to magazines and newspapers. 

4009 Training and Travel: To record expenditures for all registrations, transportation, 

lodging, parking, tolls, and per diems for employees (other than Department/Division 

Heads and Council Members) while attending conferences, seminars, background 

checks, prisoner pickup and professional organization meetings; for TCLEEDDS 

Agreement in Police Admin only. 

4010 Educational Reimbursements: To record expenditures for reimbursement of approved 

college tuition and associated expense. 

4011 Street Lights - Installation: To record expenditures for the installation of streetlights by 

HL&P. 


403


4012 Other Services: TCLEOSE Training: A Police and Fire account to record expenditures 

for Texas Commission on Law Enforcement Standards and Education training 

expenses. 

4013 Street Lights - Operation: To record expenditures of the operation of streetlights by 

HL&P. 

4014 Police Seminar Expenses: To record expenditures of seminars/schools put on by 

outside contractors for the City and outside law enforcement agencies. 

4015 Traffic Signal Operation: To record the expenditures of operation of traffic signals. 

4017 Vehicle Parking, Tolls, and Mileage: To record expenditures for vehicle expense such 

as parking, personal tolls and mileage that is not applicable to 4009 or 3029. 

4019 Employment Exams: To record expenditures for police and fire applicant tests, 

physical exams, drug tests and psychological exams of job applicants, medical charges 

not covered by worker’s compensation, and examinations of crime victims. 

4025 Special Investigation: A Police Department and Fire Marshal account to record buy 

money, new employee background investigations, and other investigation expenditures. 

4027 Other/Miscellaneous: A Fire Operations and Police Administration account to record 

expenditures for annual awards banquets and budget retreats; a Police Admin account to 

record expenditures for TCPA performance audit; sympathy flowers or memorials for 

non-employees as ordered by Council. 

4029 Community Communications: A Communications Division account to record 

expenditures for annual reporting to citizens. 

4031 County Economic Development: A Council & Management account only to record 

expenditures to Fort Bend Economic Development Council. 

4033 City Economic Development Activities: To record expenditures for marketing and 

promotion of the City, chamber of commerce functions, and miscellaneous expenditures 

for holding monthly Economic Development meetings. 

4035 Fire Prevention: A Fire Department ONLY account to record expenses relating to fire 

prevention. 

4035 Fire Prevention: A Fire Department ONLY account to record expenses relating to fire 

prevention. 

4091 Reserve for Equipment: A reserve of the fund balance for equipment replacement 

program. 

4092 Reserve-Long Term Disability: A reserve of the fund balance for long-term disability. 

5000 CAPITAL OUTLAY - Law Enforcement Fund Only. 

5044 Instruments and Apparatus: To record purchase of radio, radar and in-car camera 

equipment for law enforcement purposes. 


404


5045 Motor Vehicles: To record the purchase of automobiles, trucks, and trailers for law 

enforcement purposes. 

5047 Equipment: Narcotics Fund. To record purchase of Law Enforcement equipment with 

forfeited Narcotics Fund. 

7000 CAPITAL OUTLAY - All expenditures for cost of land, buildings, and improvements and all 

capital expenditures over $5,000/each. 

7011 Land and Betterments: To record purchase of land including cost of appraising and 

recording of deeds improving lands. 

7021 Building & Structures: To record all costs associated with new construction or 

betterment of buildings. 

7023 Information Services: To record expenditures for software, hardware and other 

miscellaneous expenses associated with implementation of HTE software packages. 

7040 Machinery and Equipment: To record capital items not properly accounted for in other 

capital accounts, such as backhoes, tractors, lawn mowers, shredders, trailers and other 

heavy equipment. 

7041 Equipment - Computer: To record expenditures for computer equipment only. 

7042 Furniture and Equipment (Office): To record purchase of furniture, equipment or other 

durable goods over $5,000 in unit cost and having a useful life of more than one year. 

7044 Instruments and Apparatus: To record purchase of radio and radar equipment, air packs 

and portable fire equipment over $5,000 in unit cost. 

7045 Motor Vehicles: To record the purchase of all automobiles and trucks and all licensed 

vehicles including trailers. 

7505 Lake Shore Harbour (Amvest) Project: To record expenditures of the Lake Shore 

Harbour (Amvest) Project in Tax Incremental Reinvestment Zone #2. 

7514 Creekmont: To record expenditures for the Creekmont Subdivision in the Public 

Improvement District #4. 

7515 Texas Parkway/Cartwright Rd Corridor: To record expenditures for the Texas 

Parkway/Cartwright Road Corridor project in Tax Incremental Reinvestment Zone #1. 

7516 Watts Plantation/Sienna Median Modifications: To record expenditures for the Watts 

Plantation/Sienna Median Modifications project in Tax Incremental Reinvestment Zone 

#3. 

7517 AS-91 FB Pkwy-Hwy 6 Dev: To record expenditures for the AS-91 Fort Bend 

Parkway/Highway 6 Development project in Tax Incremental Reinvestment Zone #2. 


405



406


2012 COMPENSATION PLAN 

For 

EXEMPT 

NONEXEMPT 

CERTIFIED POLICE & EMERGENCY 

COMMUNICATIONS 

CERTIFIED FIRE 

INCENTIVE/CERTIFICATION PAY 

Approved: June 2011 (Updated June 29, 2012) 


407



408


NON-EXEMPT POSITIONS 

GRD NON-EXEMPT POSITIONS FLSA MIN MID MAX 

01 ______ VACANT ______ Annual $20,434 $25,542 $30,650 

N Monthly $1,703 $2,129 $2,554 

Hourly $9.83 $12.28 $14.74 

02 Customer Service Clerk Annual $21,251 $26,564 $31,876 

N Monthly $1,771 $2,214 $2,656 

Hourly $10.22 $12.77 $15.33 

03 Park Caretaker I Annual $22,101 $27,626 $33,151 

Records Mgmt Asst. N Monthly $1,842 $2,302 $2,763 

Street Technician I Hourly $10.63 $13.28 $15.94 

04 ____ VACANT_________ Annual $22,985 $28,731 $34,478 

N Monthly $1,915 $2,394 $2,873 

Hourly $11.05 $13.81 $16.58 

05 Accounting Clerk II Annual $23,904 $29,881 $35,857 

Bldg Maint /Asst. Tech N Monthly $1,992 $2,490 $2,988 

Police Records Tech Hourly $11.49 $14.37 $17.24 

Signal Technician I 

06 Info. Services Rep Annual $24,861 $31,076 $37,291 

Park Caretaker II N Monthly $2,072 $2,590 $3,108 

Permit Service Rep I Hourly $11.95 $14.94 $17.93 

Property Room Tech 

07 Animal Control Officer Annual $26,101 $32,630 $39,155 

Buyer N Monthly $2,175 $2,719 $3,263 

Deputy Court Clerk Hourly $12.55 $15.69 $18.83 

Dep Court Clerk/Juv Case Mngr 

08 Accounting Technician Annual $27,409 $34,261 $41,113 

Info. Service Rep II N Monthly $2,284 $2,855 $3,426 

Mechanic I Hourly $13.18 $16.47 $19.77 

Park Caretaker III 

Recreation Attendant 

Video Technician 

09 Detention Officer Annual $28,779 $35,974 $43,169 

Permit Service Rep II N Monthly $2,398 $2,998 $3,597 

Hourly $13.84 $17.30 $20.75 

10 Administrative Assistant Annual $30,506 $38,133 $45,759 

Animal Control Supervisor. N Monthly $2,542 $3,178 $3,813 

CDBG Code Inspector I Hourly $14.67 $18.33 $21.99 

Code Enforcement Inspt I 

Crime Victims Liaison Off. 

Health Inspector I 

I T Support Technician 

Human Resources/OD Tech 

Mechanic II 

Street Technician II 


409


NON-EXEMPT POSITIONS (continued) 

GRD NON-EXEMPT POSITIONS FLSA MIN MID MAX 

11 Accountant Annual $32,336 $40,420 $48,505 

Building Maintenance Tech. N Monthly $2,695 $3,368 $4,042 

Crew Leader (Parks) Hourly $15.55 $19.43 $23.32 

Crimes Analyst 

GIS Technician I 

Media Relations Specialist 

Signal Technician II 

AS/400 PC/LAN Specialist 

Building Inspector II 

Chief Deputy Court Clerk 

Code Enforcement Inspector II 

Construction Inspector 

Chief Signal Technician Annual $34,277 $42,846 $51,415 

12 GIS Technician II N Monthly $2,856 $3,571 $4,285 

Planner I Hourly $16.48 $20.60 $24.72 

Police Records Supervisor 

Project Coordinator 

Records Mgmt Coordinator 


Crew Leader Streets & Drainage 

Building Inspector III 

Chief Signal Technician 

Code Enforcement Inspector III 

Community Relations Coord. 

Crew-leader-Signs 

13 GIS Specialist Annual $36,333 $45,416 $54,500 

Intelligent Transp. Syst Specialist N Monthly $3,028 $3,785 $4,542 

Lead Building Maint Tech Hourly $17.47 $21.84 $26.20 

Park Supervisor 

Planner II 

Senior Accountant 

Television Producer 

Website Designer 

Commercial Plan Examiner Annual $38,513 $48,141 $57,770 

14 Systems Administrator N Monthly $3,209 $4,012 $4,814 

Hourly $18.52 $23.15 $27.77 

HR/OD Manager Annual $40,824 $51,030 $61,236 

15 Procurement Analyst N Monthly $3,402 $4,253 $5,103 

Network Administrator Hourly $19.63 $24.53 $29.44 


410


EXEMPT POSITIONS 

GRD EXEMPT POSITIONS FLSA MIN MID MAX 

20 ______ VACANT ______ Annual $41,138 $51,422 $61,706 

E Monthly $3,428 $4,285 $5,142 

Hourly $19.78 $24.72 $29.67 

21 Economic Dev. Coordinator Annual $44,840 $56,050 $67,260 

Forester E Monthly $3,737 $4,671 $5,605 

Hourly $21.55 $26.95 $32.34 

22 Accounting Manager Annual $49,324 $61,655 $73,986 

Codes Enforcement Supervisor E Monthly $4,110 $5,138 $6,166 

Deputy Building Official 

Fleet Superintendent 

GIS Administrator 

Public Info. Manager 

Recreation Superintendent 

Revenue/CIP Manager 

Senior Planner 

Utilities Coordinator 

Hourly $23.71 $29.64 $35.57 

23 Budget/Financial Manager Annual $54,256 $67,821 $81,385 

Building Official E Monthly $4,521 $5,652 $6,782 

Capital Project Administrator 

Capital Project Manager 

Facilities Superintendent 

IT Operations Manager 

Purchasing/Risk Manager 

Street Superintendent 

Hourly $26.09 $32.61 $39.13 

24 Asst. City Engineer Annual $59,682 $74,603 $89,523 

Asst. City Attorney E Monthly $4,974 $6,217 $7,460 

Asst. Dir of Public Works 

Asst. Dir Parks & Rec. 

Asst. Director of Dev Servcs 

Asst. Director of Finance 

Hourly $28.69 $35.87 $43.04 


411


CERTIFIED FIRE POSITIONS 

GRD FIRE POSITIONS FLSA MIN MID MAX 

F1 Firefighter Annual $37,265 $42,855 $48,445 

N Monthly $3,105 $3,571 $4,037 

Hourly-53 $13.52 $15.55 $17.58 

Hourly-40 $17.92 $20.60 $23.29 

F2 Fire/EMT App Operator Annual $45,370 $48,773 $52,176 

Fire Inspector, N Monthly $3,781 $4,064 $4,348 

Hourly-53 $16.46 $17.70 $18.93 

Hourly-40 $21.81 $23.45 $25.08 

F3 Fire Lieutenant Annual $53,300 $59,963 $66,625 

Sr. Fire Inspector Monthly $4,441 $4,997 $5,552 

N Hourly-53 $19.33 $21.76 $24.17 

Hourly-40 $25.63 $28.83 $32.03 

F4 Battalion Chief Annual $59,905 $67,393 $74,881 

Fire Marshal Monthly $4,992 $5,616 $6,240 

N Hourly-53 $21.74 $24.45 $27.17 

Hourly-40 $28.80 $32.40 $36.00 

F5 Emergency Mng Coord Annual $63,240 $72,726 $82,212 

Training & Educ Chief E Monthly $5,270 $6,061 $6,851 

Hourly-40 $30.40 $34.96 $39.52 

F6 Assistant Fire Chief Annual $76,795 $86,394 $95,994 

E Monthly $6,399 $7,199 $7,999 

Hourly-40 $36.92 $41.54 $46.15 


412


CERTIFIED POLICE POSITIONS 

GRD POLICE POSITIONS FLSA MIN MID MAX 

TCO Telecommunications Officer Annual $31,366 $37,792 $44,216 

P1 Police Cadet Annual $36,000 

N Monthly $3,000 

Hourly $17.31 

N 

Monthly $2,613 $3,149 $3,684 

Hourly $15.07 $18.17 $21.25 

P2 Police Officer Annual $42,000 $50,400 $58,800 

N Monthly $3,500 $4,200 $4,900 

$20.19 $24.23 $28.27 

TCS Telecommunications Supervisor Annual $45,081 $56,352 $67,622 

N Monthly $3,756 $4,696 $5,635 

Hourly $21.67 $27.09 $32.51 

P3 Compliance Supervisor Annual $47,775 $57,330 $66,885 

Criminalist N Monthly $3,981 $4,778 $5,574 

Detective Hourly $22.97 $27.56 $32.16 

P4 Police Support Technician Annual $55,220 $62,123 $69,025 

Sergeant 

N Monthly $4,602 $5,177 $5,752 

Hourly $26.55 $29.87 $33.19 

P5 Community Liaison Officer Annual $65,565 $73,761 $81,956 

Lieutenant 

N 

Monthly $5,464 $6,147 $6,830 

Radio Systems Manager Hourly $31.52 $35.46 $39.40 

P6 Police Captain 

E Annual $72,204 $83,035 $93,865 

Monthly $6,017 $6,920 $7,822 

Hourly $34.71 $39.92 $45.13 

P7 Assistant Police Chief E Annual $73,145 $84,117 $95,089 

Monthly $6,095 $7,009 $7,924 

Hourly $35.17 $40.44 $45.72 


413


INCENTIVE/CERTIFICATION PAY 

SPECIALTY / CERTIFICATION ELIGIBLE MONTHLY 

Bilingual Skill Pay (Spanish) All Employees $30 

Intermediate Firefighter Certificate Fire Dept $30 

Advanced Firefighter Certificate Fire Dept $30 

Instructor’s Certificate Fire Dept $30 

Inspector’s Certificate Fire Dept $20 

Arson Investigator Certificate Fire Dept $100 

EMT Intermediate Fire Dept $120 

EMT Paramedic Fire Dept $280 

Instructor’s Certificate Civilian Personnel $30 

Intermediate Peace Officer Certificate Police Officers $30 

Advanced Peace Officer Certificate Police Officers $30 

Instructor’s Certificate Police Officers $30 

Master Peace Officer Certificate Police Officers $30 

Field Training Officer Police Officers $50 

SWAT Certification Police Officers $50 

Special Crimes Unit (SCU) Police Officers $150 


414

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