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07-23-2019 (City Council) Agenda Packet Work Session Wylie City CouncilY 0 NOTICE OF MEETING Work Session Agenda July 23, 2019 7:00 p.m. (or immediately following City Council Meeting) Wylie Municipal Complex Council Chambers/Council Conference Room 300 Country Club Road, Building #100 Wylie, Texas 75098 Eric Hogue Mayor David R. Duke Place 1 Matthew Porter Place 2 Jeff Forrester Mayor Pro Tern Candy Arrington Place 4 Timothy T. Wallis, DVM Place 5 David Dahl Place 6 Chris Hoisted City Manager Richard Abernathy City Attorney Stephanie Storm City Secretary In accordance with Section 551.042 of the Texas Government Code, this agenda has been posted at the Wylie Municipal Complex, distributed to the appropriate news media, and posted on the City website: www.wvlietexas.gov within the required time frame. As a courtesy, the entire Agenda Packet has also been posted on the City of Wylie website: www.wylietexas.gov. The Mayor and City Council request that all cell phones and pagers be turned off or set to vibrate. Members of the audience are requested to step outside the Council Chambers to respond to a page or to conduct a phone conversation. The Wylie Municipal Complex is wheelchair accessible. Sign interpretation or other special assistance for disabled attendees must be requested 48 hours in advance by contacting the City Secretary's Office at 972.516.6020. Hearing impaired devices are available from the City Secretary prior to each meeting. CALL TO ORDER Announce the presence of a Quorum. WORK SESSION • Discuss the potential partnership with Enterprise Fleet Management for the cities fleet. (B. Parker, Asst. City Manager) • Discuss update on remodel and expansion of Public Safety Building. (B. Parker, Asst. City Manager) • FY 2019-2020 Budget Discussion. July 23,2019 Wylie City Council Work Session Agenda Page 2 of 2 EXECUTIVE SESSION If during the course of the meeting covered by this notice, the City Council should determine that a closed or executive meeting or session of the City Council or a consultation with the attorney for the City should be held or is required,then such closed or executive meeting or session or consultation with attorney as authorized by the Texas Open Meetings Act,Texas Government Code§551.001 et. seq.,will be held by the City Council at the date,hour and place given in this notice as the City Council may conveniently meet in such closed or executive meeting or session or consult with the attorney for the City concerning any and all subjects and for any and all purposes permitted by the Act,including,but not limited to,the following sanctions and purposes: Texas Government Code Section: §551.071—Private consultation with an attorney for the City. §551.072—Discussing purchase,exchange,lease or value of real property. §551.074—Discussing personnel or to hear complaints against personnel. §551.087—Discussing certain economic development matters. §551.073 -Discussing prospective gift or donation to the City. §551.076—Discussing deployment of security personnel or devices or security audit. Recess into Closed Session in compliance with Section 551.001, et.seq. Texas Government Code, to wit: RECONVENE INTO OPEN SESSION Take any action as a result from Executive Session. ADJOURNMENT CERTIFICATION I certify that this Notice of Meeting was posted on this 19' day of July, 2019 at 5:00 p.m. as required by law in accordance with Section 551.042 of the Texas Government Code and that the appropriate news media was contacted. As a courtesy, this agenda is also posted on the City of Wylie website: www.wylietexas.gov. Stephanie Storm,City Secretary Date Notice Removed Wylie CityCouncil Y AGENDA REPORT Meeting Date: July 23, 2019 Item Number: Work Session 1 Department: City Manager (City Secretary's Use Only) Prepared By: Brent Parker Account Code: N/A Date Prepared: July 11, 2019 Exhibits: N/A Subject Hold a work session to discuss the potential partnership with Enterprise Fleet Management for the cities fleet. Recommendation N/A Discussion The city's vehicle fleet continues to grow to meet the demands of the city. The current fleet consists of 120 vehicles. Staff has researched options to address fleet management to keep up with the growth. Enterprise Fleet Management was identified as an option to save money, minimize vehicle replacement spikes, maintain a newer fleet, provide a higher resale value, and provide a true fleet management program. Page 1 of 1 , , 7 ,, „ ,„,,,, , ,, , , cnterprise ,,,,,,,,,,,,,,,,,,,„,,,„,,,,,,,,,,,,,,,,,,,,,,,,„„,,,,,,,„„2„,,„,,,,,i. FLEET MAAGEMENT 11, 11, 1. Ir'llt : ; .,1 tiliiiii:,,,i,1,,,,,,i: ; ,.. • a;j, =,.At' .••,,„„ern t''•�n.-., �:.,.. . s ttµ A A , f ' , „t.,sj>t};rr,� o� �� `;Aetn,i�tx;»! b `mot, 444,,g7 , 7777777714 �'• W Y LI. i 2'at� • ts,,y z,t§,a„"e.`t •;,%' ,,,w:,R t �" � y ,,,��`,�t dq �14 Mu. exw, „,„„,,,,, y ,,;a °Po 't i,y} 4 ,,,�: i;i ;x t Ww"�itc 9�n „�,i tQ,:§*:??ate %„� .,A iP•, Ill S: $`" {v. 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TIAL PRO C3 ( T(1FtY 02016 EnterprIse F'(ey,t an ag e ,enT Inc. © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY TOTAL COST OF OWNERSHIP CONCEPT Assumes 10 year holding period at 15,000 miles per year TOTAL COST OF BUY & HOLD FOR A ½ TON PICKUP DEPRECIATION $19,325 29% FUEL $29,472 45% MAINTENANCE & REPAIRS $17,350 26% TOTAL COST OF BUY & HOLD FOR A ½ TON PICKUP Source: Internal Data Total amount is determined without consideration for Income Tax, time value of money (present value) concepts or inflation. Assumes a holding period of 10 years at 15,000 miles per year. $66,147 © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY CAPITAL & OPERATING BUDGET OPERATING MAINTENANCE FUEL $1,750,000 CAPITAL ACQUISITIONS FUNDING RESALE $750,000 FLEET VEHICLE BUDGET: $2,500,000 © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY GOVERNMENT BUYING POWER MANHEIM AUCTION RESULTS VEHICLE Avg Odometer Avg Sale Price Capital Outlay 2017 Chevy Silverado 1500 Crew Cab 46,852 $26,169 $6 2018 Chevy Silverado 1500 Crew Cab 12,953 $30,281 -$4,106 © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY MONTHLY COST ANALYSISEFFECTIVE VEHICLE LIFECYCLE $ CostTime Market Value$ Fuel Maintenance Optimal Time to Replace Key Observations •Market Value declines over time •Running costs of Fuel and Maintenance increase gradually over time •Mandated MPG efficiencies reward staying on technology wave 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY FLEET PROFILE –NON ERV © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY FLEET PROFILE –EMERGENCY RESPONSE © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY FLEET PROGRAM IMPLEMENTATION Account Team Implementation Process Resources Next Steps © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY 65 DEDICATED TO LOSS CONTROL/ RISK MANAGEMENT 650 DEDICATED TO FLEET OPERATIONS 175 DEDICATED TO VEHICLE ACQUISITION LICENSE & TITLE 39 IN DFW DEDICATED TO OUR CLIENTS DAY-TO-DAY BUSINESS 215 DEDICATED TO SERVICE & MAINTENANCE 416 YEARS OF COMBINED SERVICE FLEET RESOURCES Dallas | Fort Worth © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY VEHICLE EXPENSES Acquisition JUNE JULY AUG SEPT OCT Order Received Vehicles Produced Vehicles Shipped Vehicles Delivered to Dealer Vehicles Delivered to Aftermarket Place Vehicle Orders Vehicles Delivered to Client Order Timing & Delivery •Order Timing to lower invoice cost and sell at the right time •Stagger the deliveries if necessary Aftermarket Process •Managing the logistics of getting vehicles in and out of service and the aftermarket process © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY VEHICLE DISPOSAL IN 2017, ENTERPRISE SOLD OVER 1,100,000 VEHICLES. COMMERCIAL SALES EXCEEDED AT AN AVERAGE OF 112.3% OVER BLACK BOOK (CVI). AGGREGATE AVERAGE TIME TO SELL 15 DAYS 700 DEDICATED REMARKETING EMPLOYEES 19,000+ UNIQUE BUYERS SALES CHANNELS AUCTION 15% DIRECT TO DEALER 150 REMARKETING LOTS IN NORTH AMERICA 85% © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY OPERATING EXPENSES Maintenance For all new vehicles cycled into the fleet: Full Maintenance •Fixed monthly rate •Simple process for all parties •Includes: 24/7 Roadside, all major and minor repairs •Removes you from the maintenance game For the remaining vehicles: Maintenance Management •Program for currently owned fleet vehicles & ERV •Seamless experience for field drivers City of Wylie –10 Miles –49 Partners © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY MAINTENANCE National Service Department »200 employees with 1,000+ ASE certifications »400,000+ vehicles on managed maintenance »$40.8 Million in customer savings in 2017 »$3.5 Million in post warranty/ goodwill in 2017 SAVINGS BREAKDOWN Warranty 8%Goodwill 8% Tech Advice 23% Negotiation 35% Not Required 26% © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY OPERATING EXPENSES Fuel Reduce Your Biggest Fleet Expense –Fuel. Level III data goes a level deeper, and provides transaction level information on who purchased what, when and how. Examples of Level III data: • Driver/vehicle ID number • Odometer reading • Product category and description • Cost per mile Level III Data Telematics By integrating telematics and fuel, you will have full visibility into all transactions. Discover which purchases might be fraudulent based on vehicle location and time of the event. •Fuel card accepted at 90% of US retail fuel locations •Control abuse/unauthorized purchases •Flexible fuel card suspension & re-issue of cards •Dynamic reporting •Access to all level III data •Real-time purchase alerts •Flexible billing cycles with fuel transactions on a single invoice © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY TELEMATICS CONFIDENTIAL & PROPRIETARY |© 2018 Enterprise Fleet Management, Inc. RESOURCES Track Total Cost of Ownership Predict Operating Costs Visibility into Saving Opportunities Support Vehicle Replacement Plan Determine Most Efficient Fleet Plan Improve Driver Behaviors The Data Warehouse pulls from millions of data records to give you immediate access to important vehicle information. Your staff will be trained on how to access vehicle information so you can track and measure your vehicles, and we can: CONFIDENTIAL & PROPRIETARY |© 2018 Enterprise Fleet Management, Inc. View the Client Website! © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY WHAT TO EXPECT –FIRST YEAR Driver Rollout + •Set up credit line •Order vehicles •Introduction to Account Team •Formalize relationship expectations •Launch company car policy •Review customer website, invoice process, etc. •Vehicles delivered •1st Quarterly meeting to follow up on deliveries •EFM Director to conduct relationship “Health Check” •Evaluate team performance •Check program usage and overall satisfaction •Fleet analysis expense summary •Savings and efficiency opportunity exploration •Next model year: fleet plan and development MONTH 1-2 MONTH 6 MONTH 9 MONTH 12 © 2016 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2017 Enterprise Fleet Management, Inc. 1 Prepared For: FLEET CONSULTANT PHONE EMAIL Nathan E. Pickle 214-205-6255 nathan.e.pickle@efleets.com Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2017 Enterprise Fleet Management, Inc. 2 FLEET SYNOPSIS | CITY OF WYLIE CURRENT FLEET PROGRAM Current fleet age is negatively impacting the overall budget and fleet operations:  Decisions to replace vehicles within the City are based on necessity for growth or vehicle failure/inoperability. o The City is missing opportunities to maximize equity on resale and reduce overall capital expenditures.  16% of the light and medium duty non-emergency response fleet is currently 10 years or older  47% of the light and medium duty non-emergency response fleet is currently 5 years or older  7 years is the current average vehicle age in the fleet o Older vehicles have higher fuel costs, maintenance costs and tend to be unreliable, causing increased downtime and loss of productivity.  Valuable time is spent by City employees reaching out to dealers, handling vehicle maintenance, and administrative items. THE OBJECTIVES Identify an effective vehicle life cycle that maximizes potential equity at time of resale creating a conse rvative savings of $750,000 over the next 10 years, just on the non-pursuit vehicles.  Shorten the current vehicle life cycle from 11 years to 4 years  Provide a lower sustainable fleet cost that is predictable year over year  Free up more than $95,000 in capital from the replacement of 19 non-pursuit vehicles in the first year, and provide growth vehicles under budget  Significantly reduce Maintenance on non-emergency response vehicles to an average monthly cost of $35 vs. current $104, equaling $15,732 in savings the first year by replacing vehicles more often  Reduce the overall fuel spend through more fuel efficient vehicles  Leverage an open-ended lease to maximize cash flow opportunities and recognize equity upon resale. Increase employee safety with newer vehicles  Currently: o 10 vehicles predate Anti-Lock Brake standardization (2007) o 16 vehicles pre-date Electronic Stability Control standardization (2012)  Electronic Stability Control (ESC) is the most significant safety invention since the seatbelt Piggyback The T.I.P.S awarded RFP #190402 that addresses the following:  Access to all fleet management services as applicable to the needs of the City  Supports the City’s need for fleet evaluation on a quarterly basis assessing costs and reviewing best practices THE RESULTS By partnering with Enterprise Fleet Management, it is estimated that the City will reduce annual fuel costs by 18%. The City will also reduce maintenance cost by approximately 34% in the first year on non-emergency response vehicles. Leveraging an open-end lease maximizes cash flow and recognizes equity from vehicles sold. Furthermore, the City will leverage Enterprises Fleet Management’s ability to sell vehicles at an average of 10% above Commercial Value Index. By shifting from a plan of reactively replacing inoperable vehicles to proactively planning vehicle purchases, the City of Wylie will be able replace 25 of its oldest vehicles within the first year, and operate a safer, newer, more efficient fleet for a lower overall cost. Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2017 Enterprise Fleet Management, Inc. 3 FLEET STATISTICS | CITY OF WYLIE Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2017 Enterprise Fleet Management, Inc. 4 FLEET PLANNING ANALYSIS | CITY OF WYLIE Non-Emergency Response Vehicle Fleet: Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2017 Enterprise Fleet Management, Inc. 5 CASE STUDY | CITY OF WYLIE Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2017 Enterprise Fleet Management, Inc. 6 PROGRAM RESOURCES | CITY OF WYLIE SAFETY All vehicles older than 10 years of age and do not contain the most up to date safety features, such as electronic stability cont rol and airbag standardization and anti-lock brake control. ACCOUNT MANAGEMENT The City of Wylie will have a dedicated, local Account Team to proactively manage and develop your fleet while delivering the highest level of customer service to facilitate your day-to-day needs.  Your dedicated Account Manager meets with you 3-4 times a year for both financial and strategic planning.  Your Account Manager will provide on-going analysis – this will include most cost-effective vehicle makes/models, cents per mile, total cost of ownership, and replacement analysis. TECHNOLOGY Enterprise Fleet Management’s website provides vehicle tracking, reporting, and metrics. Our website can be customized to view a wide range of data so that you may have a comprehensive and detailed look at all aspects of your fleet and the services provided. Our Mobile App gives drivers all of the convenience and functionality they need. • Consolidated Invoices - Includes lease, maintenance, and any additional ancillaries • Maintenance Utilization - Review the life-to-date maintenance per vehicle • Recall Information - See which units have open recalls • License & Registration - See which plate renewals are being processed by Enterprise and view status • Alerts - Set customizable alerts for oil changes, lease renewals, license renewals, and billing data • Lifecycle Analysis - See data regarding all transactions for the lifecycle of the entire fleet, with drill-down capability to any specific lease or transaction Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the prope rty of their respective owners. © 2017 Enterprise Fleet Management, Inc. 7 REFERENCES | CITY OF WYLIE CURRENT PARTNERS REFERENCE: Below is a list of at least two (2) client references including company name, contact person, and telephone number. 1. City: City of Corinth Business Phone #: 940-498-3243 Contact Person: Bob Hart, City Manager 2. City: City of Bedford Business Phone #: 979-541-5004 Contact Person: Cliff Blackwell, Assistant City Manager COOPERATIVES:  TIPS/TAPS USA  SOURCEWELL  City of Anna  City of Waxahachie  City of Corinth  City of Bedford  City of Keller  City of Justin  City of Haltom City  City of Commerce  Town of Prosper  City of Terrell  City of Kennedale  City of Denison  City of Palestine  City of Beaumont Wylie City Council AGENDA REPORT Page 1 of 1 Meeting Date: July 23, 2019 Item Number: Work Session 2 Department: City Manager (City Secretary’s Use Only) Prepared By: Brent Parker Account Code: N/A Date Prepared: July 11, 2019 Exhibits: N/A Subject Hold a work session to discuss update on remodel and expansion of Public Safety Building. Recommendation N/A Discussion Staff has been working with Pogue Construction and Architects Design Group (ADG) over the last several months to finalize the construction documents to obtain a guaranteed max price. The construction document process consisted of three benchmarks, which were 25%, 50%, and 100% documents. Attached is the site plan, floor plan, front elevation, available funding, estimated budget, and project schedule. Wylie Public Safety Building Update July 23, 2019 PROPERTY LINE --------------------------------------------- NEVV FUBM- rAKKIM, L ------------------------ TX WYLIE PUBLIC SAFETY FACILITY- WYLIE, 1 SITE PLAN A,'�Cll _E (-7 2/6i20_9 '_ - DISI'73N GROUF No Text PUBLIC SAFETY FACILITY - WYLIE, TXARCHITECTS DESIGN GROUP 982 | 2019.07.22 EXTERIOR PERSPECTIVEENTRY ENTRY PERSPECTIVE Wylie Public Safety & Courts City of Wylie Revised July 13, 2019 50 % CD Pricing ";GENE 'F.1L AaECIUIIEMEA73S = ,: °; 01A GENERAL CONDITIONS $341,024 $6.62 2.47% $341,024 $0 01C PROJECT REQUIREMENTS $261,460 $5.07 1,89% $261,460 $0 �IBTiNG G4NDIT1<7N'3." 02A DEMOLITION $121,200 $2.35 0.88% $104,700 $16,500 CONCRETE'/' 03A CONCRETE $1,027,730 $19.94 7.45% $1,143,514 -$115,784 03B CONCRETE STAINING/POLISHING $0 $0.00 0.00% $42,896 -$42,896 M4SdN12Y' _'" 04A MASONRY $564,015 $10.94 4.09% $643,651 -$79,636 R9tALS . 05A METALS $485,938 $9.43 3.52% $491,579 -$5,641 2Ot & PLAwncs 06D FINISH CARPENTRY $269,007 $5.22 1.95% $255,498 $13,509 THERMAtJ�Mi,,I+TUREJPROTEGT,JP,N .. 07A WATERPROOFING/AIR BARRIERS/CAULKING $188,572 $3.66 1.37% $207,124 -$18,552 07C ROOFING & SHEET METAL $872,000 $16.92 6.32 % $872,000 $0 07F EXPANSION CONTROL $14,600 $0.28 0.11 % $6,188 $8,412 OPENINGS 08A DOORS, FRAMES & HARDWARE $588,040 $11.41 4.26% $525,824 $62,216 08C COILING/OVERHEAD DOORS & GRILLES $15,480 $0.30 0.11 % $15,480 $0 08E GLASS & GLAZING $587,787 $11.40 4.26 % $614,000 -$26,213 F1N13 , S . 09A PLASTER/STUCCO $216,373 $4.20 1.57% $216,515 -$142 09B DRYWALL/ACOUSTICAL $863,480 $16.75 6.26% $826,522 $36,958 09C TILING $257,369 $4.99 1.87 % $244,035 $13,334 09D CARPET/VCT/BASE $111,205 $2.16 0.81% $122,787 -$11,582 09E ATHLETIC FLOORING $5,865 $0.11 0,04 % $11,530 -$5,665 091 FLUID APPLIED FLOORING $71,287 $1.38 0.52% $14,944 $56,343 09J ACCESS FLOORING $57,798 $1.12 0.42 % $44,995 $12,803 09K PAINTING & WALL COVERINGS $190,169 $3.69 1.38% $190,169 $0 SPEGIALTIES 10B VISUAL DISPLAY UNITS $2,708 $0.05 0.02% $2,708 $0 10C SIGNAGE $23,831 $0.46 0.17% $23,831 $0 10D TOILET ACCESSORIES & COMPARTMENTS $32,601 $0.63 0.24 % $53,392 -$20,791 10E WALL & DOOR PROTECTION $36,326 $0.70 0.26% $3,035 $33,291 10F FIRE PROTECTION SPECIALTIES $4,522 $0.09 0,03 % $8,650 -$4,128 10G LOCKERS & METAL STORAGE SHELVING $182,243 $3.54 1.32% $182,243 $0 10H POSTAL SPECIALTIES $0 $0.00 0.00% $5,160 -$5,160 10J AWNINGS/CANOPIES $11,041 $0.21 0.08% $54,857 -$43,816 10L FLAGPOLES $10,515 $0.20 0.08% $7,740 $2,775 E6tUlf MINT.==^' 11C RESIDENTIAL APPLIANCES $0 $0.00 0.00% $18,837 -$18,837 11D FOOD SERVICE EQUIPMENT $0 $0.00 0,00% $25,800 -$25,800 11E PROJECTION SCREENS/PROJECTORS $0 $0.00 0.00% $5,160 -$5,160 11F LABORATORY EQUIPMENT $15,500 $0.30 0.11 % $15,500 $0 11M MISC. EQUIPMENT $10,049 $0.19 0.07% $10,049 $0 FURNISHINGS 12B WINDOW TREATMENTS $2,977 $0.06 0.02% $16,279 -$13,302 12G FIXED AUDIENCE SEATING $0 $0.00 0.00% $0 $0 12J SITE FURNISHINGS $5,160 $0.10 0.04 % $15,500 -$10,340 IaRE SUPPRIB r610V 21A FIRE SUPPRESSION $157,400 $3.05 1.14% $129,000 $28,400 PLUMBING 22A PLUMBING $607,880 $11.79 4.41% $674,980 -$67,100 • Submitted GC's less Insurance & Bonds Demo of Existing Panels to Match Adj. Heights Deleted Courtyard Concrete Changed to Sealed Concrete Added Quartz & Solid Surface C-Tops 31 Add'I Doors/Frames/Hardware Add'I Framing/Sheathing at Clerestory/High Roof Add'I Wall Tile Added in Jail Area Added in Server Room Added Crash Rail, Add'I Corner Guards Excludes AED's & First Aid Kits Mail Slots w/ 06D Roofing Only (Structure w/ 05A) By Owner Deleted By Owner Per Interior Finish Plan Excludes Grills, Benches, Tables & Chairs Preaction System in Dispatch Wylie Public Safety & Courts City of Wylie Revised July 13, 2019 50 % CD Pricing • '....., ir., NMI= HU4C^`:._: 23A HVAC $1,075,910 $20.87 7.80% $1,041,700 $34,210 Condensate Drain Piping 26A ELECTRICAL $1,097,110 $21.28 7.95% $1,162,110 -$65,000 Based on using MC Cable COM�nUNtCi4YiiiNs " 27A VOICE& DATA $195,996 $3.80 1 A2 % $339,790 -$143,794 Budget from Southwest Networks 27B AUDIO VIDEO $234,325 $4.55 1.70% $436,825 -$202,500 Excludes Displays, Mounts & Projectors ELECTRONJC SAFETY&°SECURITY 28A FIRE ALARM $93,298 $1.81 0.68% $106,928 -$13,630 28B SECURITY SYSTEM / ACCESS CONTROL $753,400 $14.62 5,46 % $638,021 $115,379 Budget from Schneider Electric 31A EARTHWORK $234,415 $4.55 1.70% $233,903 $512 31B TERMITE CONTROL $2,676 $0.05 0.02% $2,650 $26 E Cr'E 1i5R 1M *Rt VEIL ENTs: . 32C PAVEMENT MARKINGS/SPECIALTIES $8,733 $0.17 0.06% $8,525 $208 32G FENCES & GATES $84,358 $1.64 0,61 % $37,352 $47,006 Ornamental Iron Gates at Entries 321 PLANTING, IRRIGATION, TURFS & GRASSES $231,116 $4.48 1.67% $129,000 $102,116 Based on VE Scope; Excludes Stone Benches 33A SITE UTILITIES $213,615 $4.14 1.55% $213,615 $0 COST OF WORK SUBTOTAL $12,438,104 90.14% $12,799,575 -$361,471 CONTINGENCIES 35A "OWNER / DESIGN CONTINGENCY $248,762 $4.83 1.80% $255,992 -$7,230 35B C/M CONTINGENCY $373,143 $7.24 2,70 % $511,983 -$138,840 Reduced from 4 % to 3% SUBTOTAL $13,060,009 94.64% $13,567,550 -$507,541 BUILDING PERMIT $0 $0.00 0,00% $0 $0 PRECONSTRUCTION FEES $30,000 $0.58 0.22% $30,000 $0 SUB DEFAULT INS $228,550 $4.43 1.66 % $237,432 -$8,882 POGUE P&P BOND $108,662 $2.11 0.79% $111,133 -$2,471 POGUE INSURANCES $35,262 $0.68 0.26% $36,632 -$1,370 FINANCIALS SUBTOTAL $402,474 2.92 % $415,197 -$12,723 SUBTOTAL $13,462,483 $261 97.56% $13,982,747 -$520,264 CONST MGR FEE @ 2.5% $336,562 $6.53 1 2.44 % 1 $349,569 -$13,007 TOTAL $13,799,045 $268 1 100.00% $14,332,316 -$533,271 1 PARKING AWNINGS $753,791 $760,509 -$6,718 2 REPLACE PERIMETER SECURITY FENCE (METAL PANEL) $103,913 $0 $103,913 3 REPLACE PERIMETER SECURITY FENCE (MASONRY) $575,308 $580,435 -$5,127 4 QUARTZ COUNTERTOPS IN LIEU OF P-LAM $154,000 $155,267 -$1,267 5 MC CABLE IN LIEU OF CONDUIT $0 -$65,779 $0 Accepted - In Base Bid 6 HI -SPEED ROLLING GATES AT SECURED ENTRIES $0 $143,096 $0 Not Accepted ALTERNATE SUBTOTAL $1,011,704 $1,430,432 -$418,728 TOTAL INCLUDING ALTERNATES $14,810,749 $15,762,748 -$951,999 Fund 460 - PSB 7/15/2019 Court Tech and Security 50,000.00$ 2017 Transfer from GF 944,000.00$ 2018 Transfer from GF 2,795,553.00$ 2018 Transfer from GF 1,000,000.00$ Insurance 730,308.00$ Millennium Tile Ins.535,500.00$ (1) 2008 CO Bal. transfer 463,453.92$ Interest 109,546.68$ Bond Premium 106,250.00$ Bond Proceeds 8,500,000.00$ TOTAL 15,234,611.60$ Bond Issue Cost (89,499.21)$ ADG Paid to date (971,985.06)$ Site Survey (11,250.00)$ Final Plat (6,000.00)$ TOTAL (1,078,734.27)$ ADG (474,937.06)$ FFE (500,000.00)$ Pogue (13,799,045.00)$ (2) TOTAL (14,773,982.06)$ TOTAL EXPENSES (15,852,716.33)$ Rev-Exp (618,104.73)$ (1) Funds currently in GF ($321,300) and 4B ($214,200) (2) Includes cost of Public Parking and Sallyport Revenue Expenses to date Future Expenses Fund 460 - PSB 7/15/2019 Construction Increase 618,104.73$ (1) TOTAL 618,104.73$ Security Fence Metal Panel 104,000.00$ Covered Parking Four Spaces 30,000.00$ TOTAL 134,000.00$ (2) Owner Supplied Equipment 70,000.00$ Dispatch Consoles 175,000.00$ Furniture 650,000.00$ Fitness Equipment 50,000.00$ Additional Total 445,000.00$ Construction Increase 618,104.73$ Requested Alternates 134,000.00$ FFE 445,000.00$ TOTAL 1,197,104.73$ TOTAL PROJECT 16,431,716.33$ (1) Includes cost of Public Parking and Sallyport (2) Current FFE Budget is $500,000 Total Requested Requested Alternates FFE Request Construction No Text Parking Awnings 753,791.00$ Security Fence (Masonry)575,308.00$ Quartz Countertops 154,000.00$ TOTAL 1,483,099.00$ Total Expenses 15,852,716.33$ Alternates 1,483,099.00$ FFE 445,000.00$ Total Project 17,780,815.33$ Total w/ Alternates Funded Alternates PRE CON - MILESTONE SCHEDULEUPDATED - 06/26/2019DESIGN DEVELOPEMENT PHASE TARGET ACTUAL 100% DD's due from ADG Group. 2/8/2019 2/15/2019 DD Estimate due from Pogue 2/28/2019 3/9/2019 DD Site Logistics due from Pogue 2/28/2019 3/9/2019 DD Constructability Review from Pogue 2/28/2019 3/9/2019 CITY OF WYLIE MEETING (DD Estimate Presentation)Week of 02/28/2019 3/29/2019 CONSTRUCTION DOCUMENTS PHASE TARGET ACTUAL 25% CD's due from ADG Group 4/19/2019 4/22/2019 25% CD Estimate Check due from Pogue 5/6/2019 5/6/2019 Site Logistic Plan due from Pogue 5/6/2019 5/6/2019 Constructability Comments due from Pogue 5/6/2019 5/6/2019 CITY OF WYLIE MEETING (25% CD Estimate Presentation) 05/08/2019 to 05/10/2019 5/10/2019 50% CD's due from ADG Group 5/24/2019 5/25/2019 50% CD Estimate Check due from Pogue 6/21/2019 6/21/2019 Site Logistic Plan due from Pogue 6/21/2019 6/21/2019 Constructability Comments due from Pogue 6/21/2019 6/21/2019 CITY OF WYLIE MEETING (50% CD Estimate Presentation) 6/24/2019 6/25/2019 100% CD's due from ADG Group (Signed & Sealed) 7/12/2019 Legal Advertisement #2 by Pogue 7/14/2019 PRECON MEETING - SITE VISIT 7/18/2019 Legal Advertisement #1 by Pogue 7/21/2019 SUBCONTRACTOR BID DAY 7/30/2019 CITY OF WYLIE MEETING (INITIAL GMP Presentation) 8/13/2019 GMP PRESENTATION from Pogue 8/13/2019 CD Site Logistics due from Pogue 8/13/2019 CD Constructability Review from Pogue 8/13/2019 FINAL GMP DUE 8/16/2019 Packet submission for Council Meeting 8/19/2019 CITY COUNCIL MEETING FOR GMP APPROVAL 8/27/2019 CONSTRUCTION START 9/3/2019 July 23, 2019 Utility Fund Summary 2 Audited Utility Fund Ending Balance 09/30/18 11,213,213$ Projected '19 Revenues 19,130,840 Available Funds 30,344,053 Projected '19 Expenses (20,963,933) Estimated Ending Fund Balance 09/30/19 9,380,120$ Estimated Beginning Fund Balance - 10/01/19 9,785,700$ a) Proposed Revenues '20 20,812,808 b) Proposed Expenses '20 (20,502,031)c) Carry Forward Funds (405,580) (1,251,150)d) Estimated Ending Fund Balance 09/30/20 8,439,747$ e) a) Increase due to estimated carry forward of funds. See list of carry forward items on slide #3. b) Assumes 9% water rate increase and 7.5% sewer rate increase per the August 2017 rate study. c) See list of recommended additions to budget on slide #4. d) Use of Fund Balance includes recommended CLS/ELS requests for one time expense items on slide #4. Use of Fund Balance - New/Replacement Fleet & Equipment & One Time Requested Items to be Carried Forward Utility Fund 3 611 Utility Admin 611-5711-56570 TxDOT Signal System Take Over Study 3,125 611 Utility Admin 611-5711-56570 Engineering Develp. Plan Review Assistance 9,594 611 Utility Admin 611-5711-56570 NorTex Storage Water Tank Design 4,737 611 Water 611-5712-58310 Water Line Replacement at Ballard & First St.210,000 611 Water 611-5712-58310 Water Line Replacement at 78/Brown and Ballard 149,000 611 Water 611-5712-58570 Water Line Replacment 78/Brown/Ballard Design 14,500 611 Water 611-5712-58570 Water Line Rehab 2nd Street Design 13,400 611 Wastewater 611-5714-56570 Rush Creek Force Main Odor Control Design 1,224 TOTAL UTILITY FUND 405,580 Fund Dept.Account Number Description Amount Recommended Additions to Budget & Fund Balance Items Utility Fund 4 Recommended Additions to Budget –Personnel Recommended Items Funded Out Of Fund Balance Dept ELS/CLS #Description Amount Dept ELS/CLS #Description Amount UF Admin 2 Upgrade Admin to Admin 1 $ 4,451 Utility Fund 2 Tyler Technologies EnerGov $ 150,300 UF Admin 1 Woodbridge Pkwy & Hensley Lane $ 40,000 Water 1 Upgrade Maintenance Worker II to Water Quality Specialist $ 7,842 UF Admin 3 Supervisor Staff Portable Tablets $ 3,550 Wastewater 1 Wasterwater Utility Supervisor $ 90,179 Water 3 SCADA Redundancy Upgrade $ 25,800 Wastewater 2 Crewleader $ 72,267 Water 4 Equipment Trailer Replacement $ 6,000 Water 6 Water Pump Station Back-up Power Generators $ 648,000 Utility Billing 1 Utility Manager $ 95,248 Water 7 3/4 ton pick up (Unit 280 replacement)$ 39,000 Water 8 3/4 ton pick up (Unit 260 replacement)$ 39,000 Water 9 1 Ton Utility Truck (Unit 123 Cargo Van Replacement) $ 47,000 Wastewater 5 Lift Station Backup Power Generators $ 152,500 Wastewater 6 Wastewater Treatment Plant Decommissioning Design $ 100,000 TOTAL $ 269,987 TOTAL $ 1,251,150 Note:Totals for new positions include salary, benefits, and all other associated costs. 4B Sales Tax Fund Summary 5 Audited 4B Sales Tax Revenue Fund Ending Balance 09/30/18 2,902,277$ Projected '19 Revenues 3,331,300 Available Funds 6,233,577 Projected '19 Expenditures (3,852,892) Estimated Ending Fund Balance 09/30/19 2,380,685$ Estimated Beginning Fund Balance - 10/01/19 2,465,497$ a) Proposed Revenues '20 3,709,700 b) Proposed Expenditures '20 (3,616,614)c) Carry Forward Funds (84,812) Use of Fund Balance - New/Replacement Fleet & Equipment & One Time Uses (299,500)d) Estimated Ending Fund Balance 09/30/20 2,174,271$ e) b) Total includes sales tax revenue and revenue from the Recreation Center. c) See list of recommended additions to budget on slide #6. d) Use of Fund Balance includes recommended CLS/ELS requests for one time expense items on slide #6. e) Policy requirement is 25% of budgeted sales tax revenue ($2,948,400 x 25% = $737,100). a) Increase due to estimated carry forward of funds for Parks Open Space Master Plan and Upgrade to Childcare and Classroom Floors. 6 Recommended Additions to Budget & Fund Balance Items 4B Sales Tax Fund 6 Recommended Additions to Budget -Personnel Recommended Items Funded Out Of Fund Balance Dept ELS #Description Amount Dept ELS #Description Amount BH 1 Upgrade Brown House Monitor to GSS $ 3,173 BH 2 Tree Lighting $ 7,000 SRC 3 Increase Part Time for Bus Route $ 2,000 SRC 2 SRC Design Phase 1 $ 90,000 4B Parks 1 Equipment Operator $ 68,361 4B Parks 2 Founders Park Infield Renovation -Masterseal $ 50,000 4B Parks 3 Replace Friendship Park $ 60,000 WRC 1 Assistant Supervisor $ 81,395 4B Parks 4 Replace Kirby Park $ 40,000 WRC 2 Upgrade PT GSS to Full Time Assistant Programmer $ 52,261 4B Parks 8 Ditch Witch 24" Trencher $ 19,500 4B Parks 9 Replace Top Dresser $ 18,000 WRC 4 WRC Feasibility Study $ 15,000 TOTAL $ 207,190 TOTAL $ 299,500 Note:Totals for new positions include salary, benefits, and all other associated costs. Fire Training Center Fund Summary 7 Audited Fire Training Center Fund Ending Balance 09/30/18 202,277$ Projected '19 Revenues 24,500 Available Funds 226,777 Projected '19 Expenditures (101,000) Estimated Ending Fund Balance 09/30/19 125,777$ Estimated Beginning Fund Balance - 10/01/19 181,777$ a) Proposed Revenues '20 10,500 Proposed Expenditures '20 (55,000) Carry Forward Funds (56,000) Estimated Ending Fund Balance 09/30/20 81,277$ a) Increase due to estimated carry forward of funds for Training Building Vehicle Exhaust and Station 2 Classroom Technology. Municipal Court Tech Fund Summary 8 Audited Municipal Court Technology Fund Ending Balance 09/30/18 30,823$ Projected '19 Revenues 12,070 Available Funds 42,893 Projected '19 Expenditures (7,250) Estimated Ending Fund Balance 09/30/19 35,643$ Estimated Beginning Fund Balance - 10/01/19 35,643$ Proposed Revenues '20 10,070 Proposed Expenditures '20 (1,000) Estimated Ending Fund Balance 09/30/20 44,713$ Municipal Court Building Security Fund Summary 9 Audited Municipal Court Building Security Fund Ending Balance 09/30/18 37,481$ Projected '19 Revenues 9,070 Available Funds 46,551 Projected '19 Expenditures (7,895) Estimated Ending Fund Balance 09/30/19 38,656$ Estimated Beginning Fund Balance - 10/01/19 38,656$ Proposed Revenues '20 8,070 Proposed Expenditures '20 (7,250) Estimated Ending Fund Balance 09/30/20 39,476$ Hotel Occupancy Tax Fund Summary 10 Audited Hotel Occupancy Tax Fund Ending Balance 09/30/18 323,479$ Projected '19 Revenues 160,000 Available Funds 483,479 Projected '19 Expenditures (104,350) Estimated Ending Fund Balance 09/30/19 379,129$ Estimated Beginning Fund Balance - 10/01/19 379,129$ Proposed Revenues '20 200,500 Proposed Expenditures '20 (355,200)a) Estimated Ending Fund Balance 09/30/20 224,429$ a) Proposed expenditures include recommended ELS requests for Brown House Improvements - $175,000 and Olde City Park Digital Sign and Replacement of Municipal Complex Digital Sign - $95,200. General Fund Summary 11 Audited General Fund Unassigned Ending Balance 09/30/18 16,202,153$ Audited General Fund Assigned Ending Balance on 09/30/18 1,300,000$ Projected '19 Revenues 41,245,694 Available Funds 58,747,847 Projected '19 Expenditures (42,627,979)(a) Estimated Ending Fund Balance 09/30/19 16,119,868$ Estimated Beginning Fund Balance - 10/01/19 16,235,139$ b) Proposed Revenues '20 43,513,903 Proposed Expenditures '20 (43,513,903)c) Carry Forward Funds (115,271) Estimated Ending Fund Balance 09/30/20 16,119,868$ d) a) Includes $1.3 million for Fire Station #2 remodel. b) Increase due to estimated carry forward of funds. See list of carry forward items on slide #12. c) See list of recommended additions to budget on slide #13 and #14. b) Policy requirement is 25% of budgeted expenditures - this Ending Fund Balance is 37%. Requested Items to be Carried Forward General Fund 12 Fund Dept.Account Number Description Amount 100 City Secretary 100-5113-56040 MCCi Consulting Services 42,271$ 100 Library 100-5551-54910 Exit Door - Teen Room 16,000$ 100 Library 100-5551-54910 Exit Door - Adult 15,000$ 100 Library 100-5551-54910 Contoller for Badge Access - Circulation Services 12,000$ 100 Facilities 100-5132-58510 3/4 Ton Pickup 30,000$ TOTAL GENERAL FUND 115,271$ Budget Recommendations (Personnel) General Fund 13 Dept ELS #Description Amount Dept ELS #Description Amount City Secretary 1 Deputy City Secretary $ 12,226 Fire 1 Fighfighters (4)$ 418,843 Fire 2 Summer Intern $ 5,488 HR 1 Upgrade Benefits and Recruiting Specialist to HR Analyst $ 6,409 HR 2 Reclassify HR Manager Position to Risk Coordinator $ -AC 2 Upgrade Animal Services Manager to Grade 113 *$ 13,054 Planning 1 Upgrade Admin Asst to Admin Asst 1 $ 2,973 Streets 1 Reclass Traffic Signal Tech to Crewleader $ 48,250 Streets 2 Maintenance Worker II (Signals)$ 62,766 Police 1 Assistant Chief $ 239,011 Streets 3 Streets Supervisor $ 90,045 Police 2 Jail Manager 1/2 Year $ 71,060 Streets 6 Reclass Stormwater Technician to Crew Leader $ - Police 4 Upgrade CID Records Clerk to Criminalist $ 23,172 Police 5 Upgrade Professional Standards Detective to Sergeant *$ 17,543 Parks 1 Parks Field Supervisor $ 92,556 Police 8 2 SROs -Net of WISD Reimbursement $ 147,963 TOTAL $ 1,251,358 Note:Totals for new positions include salary, benefits, and all other associated costs. * Additional Recommendations Budget Recommendations (Non-Personnel) General Fund 14 Dept CLS/ELS #Description Amount Dept CLS/ELS #Description Amount Facilities 1 Termite Treatment *$ 25,000 BI 1 Tyler Technologies EnerGov $ 225,450 BI 2 Ipads for Building Inspectors and Code Officers $ 6,280 Finance 1 Incode 10 $ 87,670 AC 1 Canine Kennel Doors $ 25,475 HR 3 NEOGOV Onboard $ 10,322 HR 4 NEOGOV Learning Management System *$ 21,735 Streets 4 Signal Maintenance Services $ 40,000 Streets 9 School Zone Study $ 41,000 IT 3 Mobile Data Computer Refresh -5 Year Lease $ 65,868 Streets 10 Rowlett Creek Dam Site 4 Slope Improvements *$ 150,000 Streets 12 Citywide Pavement Condition Assessment $ 100,000 Police 3 Watch Guard Digital Video System -5 Year Lease $ 40,121 Police 6 Replace 6 Tahoes -Patrol $ 250,200 Parks 4 Increase Contract Mowing $ 30,000 Fire 3 Battalion 140 Replacement $ 85,200 Library 1 Server Web Data $ 9,985 Fire 5 Thermal Imaging Camera MSA 6000 X-streme $ 8,000 Library 2 Self Check System $ 17,247 Fire 6 CPR Program Materials $ 8,025 Library 3 Chairs for Teen room $ 3,200 EC 1 Alarm Monitoring System Upgrade $ 86,998 EC 3 Mobile Command Post $ 9,500 EC 4 APX 6000 Portable Radio $ 88,000 TOTAL $ 1,435,276 * Additional Recommendations General Fund Projected Revenues over Expenditures FY 2019-2020 Revenue $43,513,903 Less Expenditures $40,715,898 Projected Available Funds $2,798,005 Total recommended ELS requests: $2,459,302 Additional Recommendations: HR - NEOGOV Learning Management System 21,735$ Streets - Rowlett Creek Dam Site 4 Imp.150,000$ Facilities - Termite Treatment 25,000$ PD - Upgrade PS Detective to Sergeant 17,543$ PD - AS Manager reclass from 110 to 113 13,054$ TOTAL 227,332$ 15 25%30% Amount required based on estimated exp. in 2020 $10,878,476 (a)$13,054,171 Est. 09/30/2019 $16,119,868 (b)$16,119,868 Est. 09/30/2020 $16,119,868 (c)$16,119,868 Excess Fund Balance $5,241,392 $3,065,697 Recommendations Public Safety Building $1,200,000 Fire Station #2 and #4 $1,865,697 General Fund Estimated Balance FY 2019-2020 16 (a)It is the goal of the City to achieve and maintain an unassigned fund balance in the general fund equal to 25%of expenditures.The City considers a balance of less than 20%to be cause for concern,barring unusual or deliberate circumstances.If unassigned fund balance falls below the goal or has a deficiency,the City will appropriate funds in future budgets to replenish the fund balance based on a time table deemed adequate by the City Council.Bond rating agencies prefer 30%. (b)Based on FY 2018-19 projected revenues and expenditures. (c)Based on balanced budget (Revenues =Expenditures).This Fund Balance is 37%of expenditures. Tax Rate FY 2019-2020 Current Tax Rate 0.725848 Options: Effective Tax Rate City has received Certified Values from Collin County and Rockwall County. We expect We expect Dallas County certified totals this week. Effective tax rate calculation generated the week of the 29th (Budget recommendations based on effective tax rate) Effective Tax Rate + .01 $460,000 - Transfer to new capital project fund Effective Tax Rate + .02 $920,000 - Transfer to new capital project fund Effective Tax Rate + .03 $1,380,000 - Transfer to new capital project fund August 5th - Proposed budget to Council, available to public and filed with City Secretary 17 New Capital Project Fund ETR + .01 ETR + .02 ETR + .03 FY18-19 Funding 1,300,000$ 1,300,000$ 1,300,000$ FY19-20 Use of Fund Balance 1,865,697$ 1,865,697$ 1,865,697$ FY19-20 460,000$ 920,000$ 1,380,000$ Balance (9/20)3,625,697$ 4,085,697$ 4,545,697$ 18 City O&M I&S Total Tax  Rate Total GF  Revenue Ad Valorem  Tax  GF Sales Tax  GF  Revenue Hotel‐Motel  Revenue Ad  Valorem  % of total  GF  Revenue Sales Tax %  of total GF  revenue GF Fund  Balance  Policy  Population  GF Rev Per  Capita  GF Ad  Valorem Tax  Per Capita  Sales Tax  Rev Per  Capita   GF  Employees   Staff Per  1,000 Pop.  Allen 0.393464 0.104537 0.498000  $   105,531,000   $     52,726,000   $       19,800,000   $        1,800,000  50% 19% 69%60 – 90 days 104,636       1,009$           503.90           189.23$        691                6.6038           Frisco 0.293367 0.153233 0.446600  $   172,972,000   $     82,538,000   $       47,813,000   $        6,600,000  48% 28% 75%25%169,320       1,022$           487.47           282.38$        1,155            6.8214           Garland 0.394000 0.310600 0.704600  $   176,031,000   $     58,229,000   $       30,808,000   $        1,500,000  33% 18% 51%30 days 238,293       739$              244.36           129.29$        1,276            5.3548           McKinney 0.362389 0.162781 0.525170  $   149,103,000   $     78,538,000   $       26,831,000   $        1,700,000  53% 18% 71%25%179,804       829$              436.80           149.22$        973                5.4089           Mesquite 0.487920 0.246080 0.734000  $   123,353,000   $     55,424,000   $       33,105,000   $        1,400,000  45% 27% 72%15%143,350       861$              386.63           230.94$        1,033            7.2061           Murphy 0.308383 0.181617 0.490000  $     14,950,000   $        7,723,000   $         1,959,000   $                       ‐    52% 13% 65%15%23,032          649$              335.32           85.06$           111                4.8194           Plano 0.349300 0.111000 0.460300  $   304,399,326   $   145,070,623   $       81,300,000   $     10,300,000  48% 27% 74%30 days 281,390       1,082$           515.55           288.92$        2,488            8.8418           Richardson 0.374130 0.251030 0.625160  $   137,886,000   $     57,993,000   $       37,865,000   $        7,055,000  42% 27% 70%60 days 110,140       1,252$           526.54           343.79$        768                6.9729           Rockwall 0.222900 0.179200 0.402100  $     37,902,000   $     12,415,000   $       18,096,000   $           415,000  33% 48% 80%90 days 43,545          870$              285.11           415.57$        ? ? Rowlett 0.531131 0.226042 0.757173  $     45,734,000   $     24,640,000   $         7,456,000   $             90,000  54% 16% 70%25%62,868          727$              391.93           118.60$        371                5.9013           Sachse 0.525793 0.194207 0.720000  $     18,323,000   $     11,965,000   $         1,475,000   $                       ‐    65% 8% 73%25% ‐ 35%24,777          740$              482.91           59.53$           140                5.6585           WYLIE 0.538206 0.187642 0.725848  $     41,195,000   $     24,436,000   $         5,229,000   $           121,000  59% 13% 72%25%52,003          792$              469.90           100.55$        269                5.1632           Average 0.3984153 0.1923308 0.5907459  $   110,614,944   $     50,974,802   $       25,978,083   $        2,581,750  48%22% 70% 22% 119,430       881$              422.20           199.42$        843                6.2502           Garland has a large amount of intergovernmental revenue ‐ calculated as 33% vs 56% that was on the schedule originally.