Docstoc

RAW format - City of Longview

Document Sample
RAW format - City of Longview Powered By Docstoc
					The Government Finance Officers Association of the United States and Canada (GFOA) presented an
award of Distinguished Presentation to the City of Longview for its annual budget for the fiscal year
beginning October 1, 2007. 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 communication device.

The award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
                                                       Table of Contents
Introduction ............................................................................................................................... 1
City Manager’s Budget Message ............................................................................................. 3
Longview Profile ....................................................................................................................... 7
    Population Statistics ............................................................................................................. 10
Business Plan ......................................................................................................................... 11
Longview First: 2010 Strategic Planning Initiative Final Report .......................................... 19
Financial Policies .................................................................................................................... 29
    Operating Criteria ................................................................................................................. 30
Budget Process....................................................................................................................... 33
    Fund Types .......................................................................................................................... 34
    Phases ................................................................................................................................. 36
    Calendar .............................................................................................................................. 38
    Organization Chart ............................................................................................................... 39
Budget Summaries ................................................................................................................. 41
    Total Revenue and Expenditures ......................................................................................... 42
    Authorized Positions ............................................................................................................ 48
Funds Summary
    Fund Types .......................................................................................................................... 51
    Projected Fund Balances ..................................................................................................... 54
    Interfund Transfers ............................................................................................................... 56
    Financial Sources and Uses ................................................................................................. 58
    Fund Highlights ............... …………………………………………………………………..………71
Department Summaries
Administrative Services ......................................................................................................... 91
            Administrative Services Special Revenue .......................................................... 92
            Cable Franchise ................................................................................................ 93
            City Attorney ..................................................................................................... 96
            City Manager / City Council ............................................................................. 100
            City Secretary ................................................................................................. 103
            E-911 Communications ................................................................................... 106
            GIS Division .................................................................................................... 110
            Information Technology ................................................................................... 114
            Municipal Court ............................................................................................... 119
            Public Safety Communications ........................................................................ 123
Community Services ............................................................................................................ 127
             Housing and Community Development ........................................................... 128
             Library ............................................................................................................. 131
             Maude Cobb Activity Complex ........................................................................ 134
             Partners in Prevention ..................................................................................... 139
             Partners in Prevention Grants ......................................................................... 143
             Transit ............................................................................................................. 144
Development Services ......................................................................................................... 145
             Building Inspection .......................................................................................... 146
             Development Services Administration .............................................................. 149
             LEDCO Development Interfund Transfers and Grants .................................... 153
             City Engineering .............................................................................................. 154
             Environmental Health ...................................................................................... 158
             Metropolitan Planning Organization ................................................................ 162
             Planning and Zoning ....................................................................................... 166
Financial Services ................................................................................................................ 169
             Finance ........................................................................................................... 170
             Finance Interfund Transfers and Special Revenues ......................................... 174
             Purchasing ...................................................................................................... 175
Fire Department ................................................................................................................... 178
             Fire Department .............................................................................................. 179
             Fire Grants and Special Revenues .................................................................. 186
Human Resources ................................................................................................................ 187
             Human Resources .......................................................................................... 188
             Risk Management ........................................................................................... 191
Parks and Recreation .......................................................................................................... 194
             Parks and Recreation ..................................................................................... 195
             Longview Recreation Association .................................................................... 200
             Parks Special Revenues ................................................................................. 200
Police Department ................................................................................................................ 201
             Police Department .......................................................................................... 202
             Police Grants and Special Revenues .............................................................. 206
Public Works ........................................................................................................................ 207
             Drainage ......................................................................................................... 208
             Fleet Services ................................................................................................. 212
             Plant Automation Technology .......................................................................... 216
             Public Works Administration ........................................................................... 220
             Public Works Engineering ............................................................................... 223
             Public Works Transfers and Special Revenues ................................................ 227
             Sanitation ........................................................................................................ 228
             Streets ............................................................................................................ 232
             Traffic Maintenance ........................................................................................ 236
             Utility Services ................................................................................................ 239
             Wastewater Collection .................................................................................... 243
             Wastewater Treatment .................................................................................... 247
             Water Development ......................................................................................... 251
            Water Distribution ........................................................................................... 252
            Water Purification ............................................................................................ 255
            Water Supply .................................................................................................. 258
Debt Service
    Program Summary ............................................................................................................. 261
    Debt Limit Interest and Sinking........................................................................................... 261
    Interest and Sinking Fund Budget ...................................................................................... 262
    Debt Service Requirements Interest and Sinking ............................................................... 262
    Revenue Bonds Program Summary ................................................................................... 263
    Revenue Debts Requirements ........................................................................................... 263
    Revenue Bond I and S Budget ........................................................................................... 264
    Revenue Bond Reserve Budget ......................................................................................... 264
    Summary of Outstanding and Proposed Issues ................................................................. 265
Capital Improvement Program (CIP)
    CIP Policy .......................................................................................................................... 267
    Funding Sources ................................................................................................................ 268
    2008-2009 CIP ................................................................................................................... 269
Ordinances
    Budget Adoption ................................................................................................................ 273
    Tax Rate ............................................................................................................................ 280
Glossary ................................................................................................................................ 283
Acronyms .............................................................................................................................. 289
                                        Introduction
The City of Longview’s 2008-2009 Fiscal Year Budget has been designed with Longview
citizens in mind. This document should answer commonly asked questions as well as provide
important information regarding the City’s planned revenues and expenditures. It has the
following components:

      The City Manager’s budget message addresses major changes in revenues and
       expenses, and the budget’s impact on the tax rate and existing service levels.

      The profile highlights historical and statistical data about the City of Longview.

      The budget summary contains budget appropriations and revenues in table and graph
       form. Included in this section is a summary of significant changes in funding levels and
       revenue sources as well as changes in the property tax rate and in full and part time
       positions. The fund summary section explains various fund categories and lists actual
       expenditures for each fund through the FY 2008-09 budget. This section also provides
       annual budget highlights for individual funds.

      The department summary provides information on the activities and services provided
       by the City. Included in each description are the department mission, associated
       performance measures, appropriations, cost of services, and a summary of positions
       since FY 2006-07. Budget highlights, with explanations for increases or decreases in
       appropriations and positions for FY 2008-09, are provided in the budget summary.

      The Debt Service/Capital Improvements section explains the relationship between the
       annually adopted Capital Improvements Program and the Annual Budget. This includes
       the impact of capital projects on the operating budget. This section also contains
       information on the Debt Service Fund and the annual debt service requirements.

      The last section of this document includes the budget and tax ordinances and a
       glossary of key terms.

The information in this document was prepared by the City Manager’s Office.

If you need further information, you may contact:



            Jill Laffitte
            Internal Auditor                         903.237.1095 Phone
            P.O. Box 1952                            903.237.1024 Fax
            Longview, TX 75606                       jlaffitte@ci.longview.tx.us




City of Longview                               -1-                                   2008-09 Budget
City of Longview   -2-   2008-09 Budget
                                                   City Manager’s Budget Message

Attached for your review is the FY 2008-09 budget for the City of Longview, Texas. This
message summarizes the budget elements, highlights accomplishments, and defines the
organization’s long-term goals.

The major highlights of this budget are:

      A proposed tax rate of 48.4 cents per $100 valuation. This is the same rate adopted last
       year.
      An 8.58% increase in the City’s assessed property value.
      An increase in revenue of 6.83% to the General Fund over last year.
      No increases in water or wastewater rates.
      A 3% across the board salary increase with implementation of the market pay plan in
       April 2009.

                                  General Fund Revenues
Ad Valorem Taxes
The City will see $18,794,903 from property tax revenue in the upcoming year. The total
assessed value for the City of Longview for 2008 is $5,181,753,712. This is an increase of
8.89% from last year’s value of $4,758,614,150. The total adopted tax rate is 48.4 cents per
$100 valuation. The distribution of the 48.4 cents is:

                                              2007-08        2008-09       Variance
          Debt Service                         11.82          11.36          (.46)
          Operations & Maintenance             36.58          37.04           .46
          Total Tax Rate                        48.4           48.4            0

The value of the average homesteaded property in Longview increased from $105,092 in 2007
to $126,816 in 2008. The tax bill for the average homesteaded property owner for 2008 will be
$613.77. This is a 21.67% increase from the 2007 bill of $508.65.

Sales Tax
The FY 2008-09 budget incorporates a 2% increase in sales tax revenue from the estimated FY
2007-08 ending revenue. Economic conditions may cause a continued softening in sales tax
increases over the last several years. Sales tax revenue is budgeted at $18.9 million dollars.

Franchise Fees, Service Fees, and Fines
Court revenue continues to improve. Last year just over $2 million was collected and we are
projecting to receive over $2.1 million this year.




City of Longview                             -3-                                 2008-09 Budget
Franchise Fees, Service Fees, and Fines…Continued

Ambulance fees will increase this year from $621 per call to $795 for ALS1 calls and $907 for
ALS2 calls (these indicate levels of service). To offset this increase a subscription service will
be implemented at $70 per household to offset out-of-pocket expenses.

                                General Fund Expenditures
The largest portion of General Fund expenditures is allocated to personnel with over 67% of the
budget in salaries and benefits.

The main impact to the General Fund will be implementation of the market pay plan in April
2009. This will increase the total cost of salaries by an average of 10 to 12%. The benefit to
the organization will be to provide a competitive pay system to recruit and retain qualified city
employees.

                                       Enterprise Funds
No increase in water/wastewater rates is included in this year’s budget. Sanitation rates will
increase significantly due to the increases in fuel and the requirement to replace up to six
sanitation vehicles. A fuel charge has been implemented to adjust rates based on the
fluctuation in cost of fuel. The base rate will remain at the current rate of $14.30. A fuel charge
will be added on top of that rate and will be based on the actual cost of fuel for each month
divided by the total number of customers.

                                   2008-09 Budget Goals
The budget goals for this year are to implement the new radio system, begin the remaining bond
projects approved in May 2007, and complete the plan for the proposed Gregg County
Coliseum.

Public Safety
City Council authorized the purchase of a new radio system to improve communications in
areas that currently have limited radio reception. The new system is in partnership with other
agencies and will allow the City to meet national guidelines regarding interagency
communications.

Capital Improvements Projects
In May 2007, the voters of Longview approved the sale of $26 million in public bonds. In the
summer of 2007, approximately $14 million in bonds were sold to begin the design and
purchase of property to facilitate construction. Most of the projects have either begun design or
construction. In the summer of 2009, the remaining $12 million in authorized bonds will be
issued to complete the remaining projects.

Coliseum
The City of Longview continues to work on the design of the proposed Gregg County Coliseum.
Staff hopes to have the design complete and a funding partnership arranged with Gregg County
to begin construction in 2010.




City of Longview                               -4-                                   2008-09 Budget
                     Fiscal Year 2007-2008 Accomplishments

   In January of this year the city received two important designations. Longview was named a
   Certified Retirement Community by the Texas Department of Agriculture enhancing our
   ability to attract retirees to our community. Additionally, Longview was named a winner of
   the America’s Promise Alliance 2008 100 Best Communities for Young People competition.
   These recognitions prove that our city is a place where all ages can prosper.

   This past year was also highlighted by the completion of the market pay study to ensure our
   employees’ pay remains competitive so that we can retain and recruit the most qualified
   individuals to ensure we maintain high quality services to our citizens. This plan moves our
   salary tables based on market forces rather than the traditional point systems seen in most
   cities.

   As stated earlier, many of our capital improvements projects approved in the May 2007
   bond election are underway or soon will be. Our staff has worked diligently to ensure these
   projects begin on time and under budget.

   The City of Longview’s efforts to be energy efficient have been recognized internationally.
   Designated a Low Carbon Leader in Texas by The Climate Group (a non-profit organization
   dedicated to addressing climate change), the City of Longview was recognized for its
   aggressive approach to reduce its use of energy. This has resulted in lower energy costs
   and a reduction in our organizations carbon footprint.

   To better serve our residents, a new housing office was opened and a site for Fire Station
   No. 6 was selected to improve response times. Other expansions included the opening of
   an Employee Wellness Clinic to ensure they have affordable health care and address health
   concerns early to decrease absences from work.

   I certainly appreciate the City Council’s support with regard to these projects and their
   dedication to high quality employees and services for this community.

   Respectfully submitted,


   David Willard
   City Manager




City of Longview                             -5-                                 2008-09 Budget
City of Longview   -6-   2008-09 Budget
Longview Profile

In 1870, O. H. Methvin deeded one hundred acres of land to the Southern Pacific Railroad for
the price of one dollar. The result was the birth of a new town in the heart of the East Texas
piney woods. Today, the original one hundred
acres is commonly recognized as downtown
Longview – named for the ―long view‖ from Rock
Hill when railroad surveyors laid out the town site in
1870. The City of Longview was incorporated on
May 17, 1871.

As a railroad, agricultural and lumber center,
Longview became the seat of Gregg County in
1873. Since 1931, when nearby Lathrop Discovery
Oil Well made the East Texas Oil Field the world’s
largest field at the time, Longview has been a
petroleum, financial, industrial, medical, cultural
and religious hub. Today, Longview continues to
be viewed as the center of a large regional area
and has expanded its market influence into the retail and entertainment sectors as well.

                                     Longview’s original one hundred acres is preserved
                                     through the One Hundred Acres of Heritage Foundation
                                     which has opened a community park downtown to
                                     commemorate the city’s history and to serve as a gathering
                                     place for Longview’s citizens. In 2007, Longview was
                                     designated an Urban Main Street City to work to preserve
                                     this vital part of the city.

Longview’s natural beauty, nestled in the pine forest, is especially amenable for nature lovers.
With its many nearby lakes, it is a sportsman’s paradise. With an average maximum
temperature of 93F (July) and a minimum temperature of 38F (January), the climate is very
attractive for all weather activities. The lush landscape is nurtured by an average precipitation
of 46.5 inches per year. Located on Interstate 20 and just an hour from Shreveport to the east,
two hours from Dallas to the west and three hours from Houston to the south, Longview is
perfectly positioned for virtually anything.

The City of Longview operates under the Council-Manager form of government. The 54.8
                                  square miles incorporated in its city limits are 120 miles
                                  east of Dallas, Texas, and 60 miles west of Shreveport,
                                  Louisiana. The Home Rule Charter adopted in January
                                  1979 established the Council-Manager form of
                                  government with six City Council Districts. The Mayor is
                                  elected at-large.




City of Longview                              -7-                                  2008-09 Budget
Longview Profile…Continued
There are four independent school districts serving Longview residents. Within these school
districts, there are 36 public schools, including four senior high schools and seven middle
schools. Many of these schools have garnered state and national recognition for excellence in
education. The total public school enrollment is approximately 18,300. In addition, there are
eight private/parochial schools with a total enrollment of approximately 1,438.

Longview has the distinct pleasure of having one of the nation’s top ten Christian colleges within
its corporate limits. LeTourneau University offers degrees in 50 fields and attracts 3,758
students on an annual basis. Also located in Longview are a branch of Kilgore College with 300
students and the Longview University Center, University of Texas-Tyler branch. Other area
institutions of higher education include the Kilgore College main campus, located ten miles
southwest of Longview; East Texas Baptist University in Marshall; Wiley College in Marshall;
and Texas State Technical College in Marshall.

Longview is located along Interstate 20 and is only 50 minutes south of Interstate 30. Interstate
49 is 50 minutes to the east and Interstate 10 is three hours to the south. United States
Highways 259 and 80 offer four-lane arteries. State Highways 31, 149, 300, Loop 281, Spur 63,
and Spur 502 provide access to other parts of Texas, Oklahoma, Louisiana, and Arkansas.
East Texas Regional Airport is a regional commercial airport served daily by American Eagle, a
subsidiary of American Airlines. The airport maintains two runways with the longest runway
being 10,000 feet. The airport provides radar approach and an FAA-operated control tower.
East Texas Regional Airport is an alternate landing site for the Space Shuttle and operates a
Foreign Trade Zone.

Two freight lines, Burlington Northern Santa Fe Railroad (BNSF) and Union Pacific Railroad,
serve Longview. BNSF operates one train daily through Longview while Union Pacific maintains
a daily schedule of 35 trains. The passenger line, Amtrak, which provides daily service to the
area on its Texas Eagle route, also operates a station in Longview.

Longview boasts a wide variety of recreational opportunities. There are 5 golf courses, 47
tennis courts, 33 parks, 6 country clubs (4 public, 2 private), and 3 museums. In addition,
Longview has one public library that is distinguished by being a recipient of a Gates Foundation
computer lab, the only one in East Texas. The City also owns and operates the Maude Cobb
Activity Complex and Convention Center with 40,000 square feet of exhibition space plus
pavilions, fairgrounds, and a rodeo arena.

As a leading regional medical center, there are many options and facilities in Longview. There
are two hospitals with 513 beds and eight nursing homes with 991 beds. These facilities are
staffed by 203 physicians and dentists and 758 nurses.

Longview has 106 churches to serve the spiritual needs of the community. Along with its strong
beliefs, Longview is a community dedicated to working and playing together, and to helping
others. Many organizations exist from volunteer service to neighborhood associations to clubs.
For women, opportunities range from professional organizations to family and special interest
clubs to sport teams. Men's organizations range from service-oriented international clubs to
just-for-fun sporting groups. There are Boy Scouts, Camp Fire, Girl Scouts, Boys and Girls
Clubs of America, 4-H, sports teams, and junior civic organizations for children. Visitors can
stay at one of the 33 hotels and motels that have a combined capacity of 2,269 rooms.



City of Longview                               -8-                                  2008-09 Budget
Longview Profile…Continued
Longview’s community is well protected by the 193 sworn police personnel and 162 certified
firefighters. Longview’s Police Department practices community based policing. 100% of the
Longview Fire Department personnel are EMT trained which allows the City to provide
emergency medical service to its residents. There are 28 emergency vehicles in the Fire
Department’s fleet. The fire protection service has an Insurance Services Office (ISO) rating of
2.

While located in an abundant rainy weather climate, water sources and systems are a priority to
residents. Current municipal water sources are Lake
Cherokee, Lake O’ the Pines, and the Sabine River.
These three water sources are used to supply water
through three water treatment plants that have a combined
capacity of 52 million gallons per day and an average
consumption of 16,500,000 gallons per day. The City’s
wastewater treatment system uses activated sludge and
has a capacity of 21,000,000 gallons per day with a current
usage of 13,500,000 gallons per day.


Larger Employers:
      Good Shepherd Medical Center 2,500            Convergys Corp                     600
      Eastman Chemical Company      1,500           Dana Corp                          560
      Trinity Industries            1,500           TCIM                               525
      Longview ISD                  1,200           Neiman Marcus                      490
      LeTourneau Technologies, Inc. 1,150           SITEL                              450
      City of Longview                 914          Stemco, Inc.                       385
      Wal-Mart Supercenters            766          LeTourneau University              365
      Longview Regional Medical Center 705          AAO Coil Products                  355
      Pine Tree ISD                    673          Crosby/Lebus Manufacturing         340
      Diagnostic Clinic                650          Southwest Steel                    310


Longview’s employment base continues to grow with manufacturing, healthcare, and minerals
being the largest employment sectors. Longview is ranked #1 in the State for employment
growth at 3.2% for June 2007 – June 2008. Several private, high-tech companies have made
their home in Longview and are growing at a rapid pace.




City of Longview                              -9-                                 2008-09 Budget
Longview Profile…Continued
Population 2000:                                 73,344
Estimated Population 2008:                       76,816

Average Household Size:                          2.60

Housing Units:                                   28,614

Racial Composition:                    White               70%                 Hispanic            10%*
                                       Black               22%                 Other               8%**

Gender Composition:                    Male                48%                 Female              52%

Age Composition:                       0-20                30.2%
                                       20-24               7.5%
                                       25-34               13.7%
                                       35-54               27.4%
                                       55 +                21.4%

Median Age:                            34.0 years

All information from the 2000 U.S. Census
* Hispanic or Latino is a separate category from race in the U.S. Census. The 10% indicated above is also included in the percent
   for white, black and other categories under race.
** Other category includes Asian (0.8%), American Indian or Alaskan Native (.05%), Some other race (4.9%), and a person within 2
   or more races (1.5%).




City of Longview                                             - 10 -                                            2008-09 Budget
                   City of Longview
                     Business Plan
                       July 2008




City of Longview          - 11 -      2008-09 Budget
Business Plan Development Process

The High Performing Organization (HPO) model was implemented in 2001 to begin focusing the
organization on being value-driven and leadership focused to improve performance. The
program was developed and is taught by the Commonwealth Centers for High-Performing
Organizations located in the University of Virginia’s Darden Business School in Charlottesville,
Virginia, and has been implemented by municipalities all over the United States.

The program in Longview is highlighted by the creation of parallel teams that work on specific
items that affect the city. Through this process many improvements have been implemented,
saving the city a significant amount of time and resources. For example, the Fleet Committee
created a program to prioritize vehicle and equipment purchases and create a fleet fund to
ensure adequate resources in the future. This saves the city in maintenance costs and ensures
our employees have an adequate fleet.

Another focus has been on the development of values to guide our employees in decision-
making. While this is a crucial step, the next critical step is development of the business plans.
The business plan process began in 2005 when the executive team and the HPO steering
committee developed our vision and vision elements. The next step was to develop the
strategies and measures to make the vision a reality.

In the summer of 2006, the management team for the city, which included division managers,
held two meetings facilitated by Randy Pennington. The 30 to 40 individuals were divided into
small groups to help develop organizational strategies and measures. We believe these
strategies will help our team move closer to realizing the vision elements.

The strategies are as follows:

 1.      Market city strengths through a strong public relations operation - Improve
         the image of the organization - Continuous campaign promoting the City of
         Longview.
              Create a dynamic line of transparent communications that flow
                inward and outward.
              Provide more information to the public regarding city government.

 2.      Develop a process to attract and sustain the number and type of workers we
         need for the future.
             Salary and benefits to attract and sustain workforce.
             Establish personnel policies that enable hiring a workforce dedicated
                to public service.

 3.      Educate employees in elements of customer service. Train employees in
         various elements of customer service.




City of Longview                              - 12 -                                2008-09 Budget
Business Plan Development Process…Continued

 4.      Improve and enhance organizational culture.
             Promote an environment that empowers employees to be flexible
               and innovative within the values of the city.
             Grow leaders through coaching and mentoring.
             Promote initial and on-going training for all employees to ensure
               professional growth for corporate responsibility.
             Promote ownership of employees personal value to the organization
               and their connection to the bottom line.
             Open line of communication internally.

While it is important to have strategies to reach the vision, we also must be able to determine if
the strategies are effective. The measures the management team decided to use are below:

1.         Remaining responsive, open, and flexible to our citizens.

             a.    Amount of time required to handle problems/issues
             b.    Number of requests met

2.         Promoting respect and dignity in all interactions.

             a.    Response times/same-day service
             b.    Number of compliments, awards, and recognition

3.         Sustaining and developing a competent workforce.

             a.    Market study/comparison of salary and benefits
             b.    Turnover/vacancy

4.         Maintaining a safe and welcoming community.

             a.    Emergency response times
             b.    Crime rate

5.         Exercising corporate responsibility for City resources and results.

             a.    Cost savings
             b.    Efficiencies gained through use of technology

6.         Seeking collaborative relationships.

             a.    Cost reduction/avoidance through collaboration
             b.    Number of shared projects

This information has been combined into a Corporate Scorecard provided in the following
pages. Utilizing this tool we will be able to ensure we focus on four important perspectives:
Customer/Stakeholder Perspective, Finance Perspective, Internal Process Perspective, and the
Learning and Growth Perspective.




City of Longview                              - 13 -                                2008-09 Budget
Business Plan Development Process…Continued

Each department is expected to take ownership of a part of the overall plan and expand upon it
to accomplish the stated goals. Targets will be set to determine if the goals are being met and
appropriate measures taken to meet those targets.

Ultimately, the goal is to empower our employees to make decisions that provide the best
results for the citizens of Longview through a values-based approach. We provide a high level
of service to our residents that we should continuously work to improve.

2008 Parallel Teams

The parallel teams have been organized for 2008 and will work in the area described below:

HPO Steering Committee: The steering committee ensures teams are diversified and are
pursuing appropriate goals and projects.

Training and Educational Tools Committee: This committee is charged with developing general
classes and training opportunities for all employees. Recent education opportunities included
personal budgeting and review of employee benefits.

Business Plan Committee: Developed the citywide business plan and will assist departments in
the development of their individual business plans.

Employee Policy and Benefits Committee:       Annually reviews and recommends changes to
employee policies and benefits’ plans.

Environmental Management Committee: This committee reviews our conservation efforts and
seeks ways to save resources through improved operational practices.

Fleet Committee: Annually reviews citywide needs for vehicle and equipment purchases and
makes budget recommendations to management.

Process Mapping Committee: Reviews processes within each department to identify areas of
improvement to streamline activities.

Employee Suggestion Committee:        Receives and reviews suggestions from employees to
improve operations and service.

Citizen Call Center Committee: Reviews feasibility and implementation of a citizen call center
for non-emergency calls.

HPO Outreach: This team has several responsibilities including marketing to our citizens,
coordinating the annual ―Celebration of Excellence‖ recognizing the accomplishments of our
employees, and administering our employee recognition programs.

These teams will be an integral part of ensuring we move closer to achieving the goals listed in
this plan.




City of Longview                             - 14 -                               2008-09 Budget
Our Leadership Philosophy and Values

As we worked to develop a high performing organization it was quickly realized that a change in
our very culture was required. This process started by developing a Leadership Philosophy to
develop the collective mindset required to empower employees and set the stage to transform
our culture.

Leadership Philosophy

We are committed to providing quality, innovative services that set the standard for
professionalism and excellence.

To this end, we will

              Acknowledge employees’ integrity and core desire to excel through
               empowerment;

              Provide a work environment that expects accountability, gives each employee
               ample opportunity to take on challenging work, and helps them achieve personal
               growth;

              Achieve common goals through teamwork using the skills, knowledge, and
               creativity of each employee.

The next step was the development of a shared set of individual and organizational values.
These values would establish a unified structure of how our organization and our employees
would treat others. Citywide surveys and parallel teams developed the values and marketed the
ATIP acronym and logo to integrate the values as a part of our culture.


                           Individual and Organizational Behavioral Values

                           Accountability – To be dependable, reliable, and responsible.

                           Teamwork – Working together to achieve more.

                           Integrity – The moral and ethical guide that leads all my actions.

                           Professionalism – Exhibiting job knowledge and dedication to
                           others.




City of Longview                             - 15 -                                2008-09 Budget
What Is The Balanced Scorecard?

A new approach to strategic management was developed in the early 1990's by Drs. Robert
Kaplan (Harvard Business School) and David Norton. They named this system the 'balanced
scorecard'. Recognizing some of the weaknesses and vagueness of previous management
approaches, the balanced scorecard approach provides a clear prescription as to what
companies should measure in order to 'balance' the financial perspective.

The balanced scorecard is a management system (not only a measurement system) that
enables organizations to clarify their vision and strategy and translate them into action. It
provides feedback around both the internal business processes and external outcomes in order
to continuously improve strategic performance and results. When fully deployed, the balanced
scorecard transforms strategic planning from an academic exercise into the nerve center of an
enterprise. (Paul Arveson, 1998)

For the City of Longview, this tool will provide a mechanism to track and measure progress and
answer whether or not our strategies are moving the organization toward our desired outcomes.
Each department is charged with developing its own scorecard to manage how it is achieving
both the corporate goals and department goals.

Ultimately, this is an accountability tool for each of us to ensure we stay focused on our
strategies and outcomes.




City of Longview                            - 16 -                               2008-09 Budget
                                       City of Longview
                           Strategies                    Measures               Targets           Outcomes
Customer/          Market City strengths             1. Amount of time      1. Implementing      1. Remaining
Stakeholder        through strong public             required to handle     phone system         responsive,
Perspective        relations:                        problems/issues.       and work order       open, and
                   -Create dynamic line of                                  system FY 08-09      flexible to our
                   transparent communications        2. Crime Index (CI):   to measure           citizens.
                   that flow in and outward.            2005 – 5790         response.            2. Maintain a
                   -Provide more information to         2006 – 5626         2. Reduce            safe and
                   the public regarding city            2007 – 5927         annual crime         welcoming
                   government.                                              index.               community.
                   -Develop citizen call center
                   (311).
Finance            Promote ownership of              1. Cost                1. Department        1. Exercising
Perspective        employees’ value to the           savings/avoidance.     cost savings in      corporate
                   organization and their            2. Increase            September.           responsibility
                   connection to the bottom          City/County            2. Arena Plans       for City
                   line.                             Cooperation.           complete             resources and
                                                     3. Tax Rate            December 2008.       results.
                                                         Operations = .36   3. Maintain          2. Seeking
                                                               Debt = .12   operations rate of   collaborative
                                                                            .36 per 100          relationships.
                                                                            valuations.
Internal Process   Develop a process to attract      1. Response times/     1. Develop           1. Promoting
Perspective        and sustain the number and        same-day service.      targets based on     respect and
                   type of workers needed for        2. Number of           call center          dignity in all
                   the future:                       compliments,           operations.          interactions.
                   -Salary and benefits to           awards, and            2. Increase          2. Sustaining
                   attract and sustain               recognition.           number of            a competent
                   workforce.                                               suggestions in       workforce.
                   -Establish personnel policies                            Share Your Ideas
                   that enable hiring a                                     (SYI) Program.
                   workforce dedicated to
                   public service.
                   -Open internal line of
                   communication.
Learning and       Improve and enhance               1. Market              1. Compensation      1. Sustaining
Growth             organizational culture:           study/comparison of    Analysis complete    and developing
Perspective        -Promote environment that         salary and benefits.   June 2008 –          a competent
                   empowers employees to be          2. Turnover/vacancy    implementing FY      workforce.
                   flexible and innovative within    rates.                 08-09.
                   values of the city.                  2007 – 28%
                   -Grow leaders through                                    2. Reduce
                   coaching and mentoring.                                  turnover/vacancy
                   -Promote initial and on-going                            rate.
                   training to ensure
                   professional growth for
                   corporate responsibility.
                   -Educate employees in
                   customer services.




City of Longview                                    - 17 -                                       2008-09 Budget
City of Longview   - 18 -   2008-09 Budget
            Longview First
   2010 Strategic Planning Initiative
             Final Report



                     Presented to the
              City of Longview City Council
                       June 7, 2006




City of Longview           - 19 -             2008-09 Budget
City of Longview, Texas
Longview First: 2010 Strategic Planning Initiative
Final Report

Executive Summary
Mayor Jay Dean convened a group of Longview citizens to provide recommendations on
strategic goals for the Longview community. The twenty-six member committee was chaired by
Dr. Bud Austin and Ms. Kellyn Drayer. Members used the 21st Century Committee’s Final
Report as the starting point to develop strategic priorities for the year 2010. The 2010 Strategic
Planning Committee began its work on March 1, 2006, and completed its recommendations on
May 24, 2006. The Committee reached agreement on eight strategic initiatives that should be
undertaken by the Longview community. While all eight strategic objectives will require support
from the City of Longview, it is important to remember that the Committee assumed the City of
Longview would pursue and sustain partnerships with other local organizations and agencies to
complete these objectives. All or part of four of the Committee’s recommendations should be
included in a Capital Improvements Project.

The 2010 Strategic Planning Committee Charge:
Using the Longview 21st Century Committee’s Final Report as a starting point, Mayor Dean
charged the committee to produce a set of recommendations that can be adopted as a guide for
this and future City Councils in making and implementing strategic decisions about how the City
of Longview will look, feel, and act in the year 2010. This five-year vision plan for Longview will:
         Identify, prioritize, focus, and market the community, and
         Reinforce the importance of setting goals that will enhance our community
            and enable Longview to attract people and opportunities to our community.

Meeting Dates
          March 2, 2006
          March 22, 2006
          April 12, 2006
          May 24, 2006




City of Longview                               - 20 -                                 2008-09 Budget
Assumptions and Vision to Guide the Future
The 2010 Committee identified several assumptions and created an ―ideal‖ strategic vision
about Longview in the year 2010. These assumptions and vision statements served as a
reference point as the Committee completed its work.

   Assumptions:
          The population is getting older
          Population growth trends over the past five years will continue
          Hispanic population will continue to grow faster than other demographic groups
          We want manageable growth
           o Economic
           o Population
           o Geographic
          Longview is a great place to raise a family
          Oil and Manufacturing sectors of our economy will stay active and growing
          Longview is positioned well with coal
          We have development and re-development opportunities
          Retention of our youth will be a challenge because of salaries and types of jobs in
           our current economic base
          Longview will continue to be a regional hub
          Bedroom communities will have an impact on us
          It will be harder to make an impact at the state level

   Vision for Longview in 2010
          A clean, safe, and financially sound city
          A vibrant community with a sense of pride and sense of magnetic energy that draws
           people to the community and encourages those who live here to stay
          A community that respects and embraces the multiple cultures who live and work
           here
          Unified opportunities for education and income to all our citizens
          A local government that is viewed as a model regionally, state-wide, and nationally
          An environment that allows the businesses that make their home here to succeed
           and flourish

Realizing this vision over the next five years, would allow us to have the following:
         A revitalized downtown with more things for residents to do
         A quality of life that keeps young people and provides them with things to do
         Consistent beautification throughout the city
         An appreciation and high expectation for education
         Less of or no gap (geographically and culturally) between communities within
           Longview



City of Longview                            - 21 -                               2008-09 Budget
Realizing this vision over the next five years, would allow us to have the following: (Continued)
         An enhanced convention center, full service hotel, and entertainment to bring energy
           into the area
         A trained labor force
         A sense of pride and accomplishment — We would carry ourselves better

Strategic Goals Identified

The committee focused its efforts on priorities and projects that could, if completed in the
relatively short time window of 2010, have an immediate and substantial impact on the quality of
life in Longview. The committee actively considered additional goals that are not included in this
report. They were omitted because of available time and resources rather than recognized
need. An original operating assumption is that the committee’s recommendations for the year
2010 would be limited to five to eight projects.

The committee also recognized the need to complete development of the park and bike trail
system to connect the community and completion of the sports complex as planned. As a
result, these projects are not listed as goals for new activity since they are underway at this
point.

Strategic Goal 1: Develop an indoor multi-purpose center with convention and
conference center facilities
          Enhance the Maude Cobb Activity Center. Improvements and additions to Maude
           Cobb will make it more suitable for trade shows, meetings, exhibits, conventions, and
           community meetings
          Pursue opportunities to partner with LeTourneau University to utilize facilities there
           for community arts organizations
          Build an arena at the Maude Cobb complex to create an enhanced community
           entertainment venue
          Explore public-private partnership to provide funding – in collaboration with private
           sector to construct a full-service hotel adjacent to Maude Cobb for
           convention/conference center accommodations
          Explore community needs and options to build an auditorium that could house
           performances by arts groups in the Maude Cobb Complex

           Probable funding source identified: Capital Improvement Project




City of Longview                              - 22 -                                2008-09 Budget
Strategic Goal 2: Create a mechanism/authority to coordinate and facilitate South
Longview revitalization
          Determine the best method to create a mechanism that can authorize tax
           abatements, Tax Increment Financing (TIF’s), and other funding vehicles to facilitate
           the redevelopment of South Longview
          Utilize the Business 259 project as a tool for development linking north and south
           Longview
          Develop multi-modal facility at site of Amtrak Station to tie downtown and south
           Longview together
          Promote financing opportunities through small business loans and grants

       Probable funding source identified: Grant funding, private investment, and Capital
       Improvement Project

Strategic Goal 3: Create a mechanism/authority to coordinate and facilitate
continued downtown revitalization
          Utilize the best options to develop land for public purposes, authorize tax
           abatements, and TIF within identified development boundaries to:
           o Provide downtown parking for visitors and residences
           o Actively look for opportunities to partner with groups to establish a Discovery
                Center for children in downtown

       Probable funding source identified: Capital Improvement Project for parking. Grants,
       private donations, or public/private partnership for the Discovery Center

Strategic Goal 4: Create a consistent and accepted brand/image for Longview
          Gain commitment to a branding image campaign
          Identify professionals/consultant to help develop brand or image
          Raise funds from public/private partnerships to pay for the branding effort
          Develop the brand promise and implement
          Continued support of beautification and litter prevention project
          Mark Longview’s position as the hub for regional tourism activities
           o Work with the Longview Partnership and regional attractions to provide a single
              location where visitors can learn about attractions in the area
           o Work with TxDOT to provide signage
           o A potential first step is to partner with an existing hotel to provide space for this
              service
           o Consider building or acquiring a building on the Interstate to serve this purpose at
              some point in the future – staffing could be done by volunteers

       Probable funding source identified: Public/private partnerships and City of Longview
       financial support through the budget as appropriate




City of Longview                              - 23 -                                2008-09 Budget
Strategic Goal 5: Position Longview as a Retirement Center/Destination
          Capitalize on Longview’s location, cost of living, and natural surrounding to make it a
           retirement destination to bring individuals and families with disposable income into
           the community
          Attain retirement certification status as a city
          Seek outside developers to promote retirement communities within the Longview
           area
          Promote increased activities and things to do in Longview
           o Golf Courses
           o Restaurants (Fine dining)
           o Shopping retail
           o Improved and expanded parks and trails (Biking and walking)
           o More sidewalks
       Probable funding source: City of Longview financial support through the budget as
       appropriate. Completion of the park and bike trail system

Strategic Goal 6: Create a coordinated program that allows the city, county, and
public school districts and universities to provide career education to citizens so
that current and future industries have a trained and qualified workforce
          Ensure any coordinated program is operated in a manner that allows the
           participating ISDs and colleges to maintain funding
          Tie efforts to the Critical Skills Analysis completed in 2006
          Pursue arts, vo-tech magnet schools, and training programs
          Pursue ―Earn and Learn‖ programs that allow students to receive dual credit
          Continue to build and improve partnerships with the Texas Workforce Commission
           and other groups/institutions to provide services
          Offer personal development as well as skills to youth and adults

       Probable funding source identified: Shared Services Agreement through school
       districts and colleges as well as City of Longview financial support through the budget as
       appropriate

Strategic Goal 7: Pursue partnerships that facilitate language and assimilation
issues for Hispanic residents
          Partner with local agencies to improve and increase English as a Second Language
           programs
          Continue and expand City of Longview initiatives such as the Citizen’s Police
           Academy targeted to Hispanic residents
          Expand Spanish language training for City of Longview staff
          Provide an office or promote expansion of services through an existing service
           agency to assist Hispanic adults communicate and complete business transactions,
           setting up filters on computers, etc.




City of Longview                              - 24 -                                2008-09 Budget
       Probable funding source identified: City of Longview financial support through the
       budget as appropriate and partnerships with community groups

Strategic Goal 8: Secure a partnership to provide wireless Internet service in the
City of Longview
          Identify a private sector source to build and operate a wireless Internet service in
           Longview
          Include City of Longview communication and public safety needs in the consideration
           for building and operating the wireless system
          Promote the ability to provide a filter on Internet service provided as a tool to assist
           families in controlling access for their children

       Probable funding source identified: Capital Improvement Project




City of Longview                              - 25 -                                 2008-09 Budget
Summary
                   ―The present should be guided more by the future than the past.‖
                                                            - Randy G. Pennington

Longview has a rich history on which to build. However, the 2010 Strategic Planning Committee
realizes that the next five years presents a unique and compelling opportunity to position
Longview for the future. Proactively pursuing these eight strategic initiatives will allow the
community to build on its rich traditions while preparing itself for a bright future.

The 2010 Strategic Planning Committee unanimously encourages adoption of a resolution
accepting this report and subsequent use of these initiatives to guide funding decisions and
priorities.

Respectfully submitted June 7, 2006

Longview First – 2010 Strategic Planning Committee Members
Dr. Bud Austin: Co-chair
Ms. Kellyn Drayer: Co-chair

Ms. Judy Brown                      Ms. Julie Johnson Ray          Mr. Mike Pace
Mr. Brian Bunt                      Rev. Lamar Jones               Rev. J.D. Palmer
Mr. Juan Castro                     Mr. Charles Kraus              Mr. Rogers Pope, Jr.
Ms. Suzanne Cook                    Mr. Lester Lucy                Mr. Bert Ratay
Mr. Bob Gaddis                      Ms. Karen Maines               Mr. Jose Sanchez, Jr.
Dr. Bill Holda                      Ms. Andrea Mayo                Mr. Dave Spurrier
Mr. Keith Honey                     Mr. Glenn McCutchen            Judge Bill Stoudt
Rev. Keven Johnson                  Mr. Patrick Noon               Mr. Tim Womack

Ex-Officio:
Mayor Jay Dean
Mr. Rickey Childers, City Manager
Mr. Dietrich Johnson, Assistant to the City Manager

Consultant and Facilitator:
Randy G. Pennington
Pennington Performance Group




City of Longview                               - 26 -                                  2008-09 Budget
Accomplishments/Updates

Strategic Goal 1: Develop an indoor multi-purpose center with convention and
conference center facilities
City Council authorized funding for the design of the proposed multi-purpose coliseum in April
2007. The design is scheduled to be complete in December 2008. Upon completion of the
design, the City and Gregg County will discuss partnering to fund the proposed coliseum upon
review of the total cost.

The 2007 Voter-approved Bond Initiative provided funding for improvements to Maude Cobb
Activity Center. The Planning has been completed and construction began in September 2008.
The Gregg County Arena is in design with final plans expected in December 2008.

Several community organizations are conducting performances at the LeTourneau University
Belcher Center.

Strategic Goal 2: Create a mechanism/authority to coordinate and facilitate South
Longview revitalization
A tax increment reinvestment zone study was completed in April 2008. If City Council approves
the proposed special district, funding will be available to provide infrastructure improvements to
attract economic development projects to South Longview.

Strategic Goal 3: Create a mechanism/authority to coordinate and facilitate
continued downtown revitalization
Longview received designation as a Texas Urban Main Street City in 2007. This program
provides assistance with revitalization of the downtown area from the State of Texas.
Community Development Block Grant funding has been allocated to be used for façade
improvements to buildings in the downtown area.

The 2007 Voter-approved Bond Initiative provided funding to improve municipal parking lots in
downtown Longview.

Strategic Goal 4: Create a consistent and accepted brand/image for Longview
The City of Longview, Longview Partnership, and Longview Economic Development
Corporation (LEDCO) funded a branding study performed by the Northstar consulting firm in
2007. The firm developed a brand platform. Suggestions were solicited from the community
leading to the ―Longview: Real East Texas‖ branding strategy.

Strategic Goal 5: Position Longview as a Retirement Center/Destination
Longview was designated a Certified Retirement Community by the State of Texas in 2007.
The Longview Partnership, LEDCO, and the City of Longview have begun marketing around the
state to attract retirees to our city.




City of Longview                              - 27 -                                2008-09 Budget
Strategic Goal 6: Create a coordinated program that allows the city, county and
public school districts and universities to provide career education to citizens so
that current and future industries have a trained and qualified workforce
In 2008, Mayor Jay Dean created the Mayor’s Task Force on Workforce Development to begin
creating career and training paths for students. The goal is to create a well-trained workforce
for existing businesses and for businesses considering locating in Longview.

Strategic Goal 7: Pursue partnerships that facilitate language and assimilation
issues for Hispanic residents
The Mayor’s Task Force on Workforce Development is studying ways to ensure our Hispanic
residents have opportunities for English as a Second Language training so they may enjoy
expanded job choices in Longview.

Strategic Goal 8: Secure a partnership to provide wireless Internet service in the
City of Longview
A Wi-Fi steering committee was formed consisting of 12 members. An RFQ was drafted and
issued to secure a consultant to guide us through the project. The consultant was selected by
the committee, contract negotiated, and placed on the council agenda for May 24th, 2007.
Around noon on May 24th, the item was pulled from the agenda by council for later possible
consideration. Due to rapidly changing technology in the Wi-Fi area, multi-million dollar cost of
implementing a city-wide wireless network and lack of a successful business model by Wi-Fi
providers, the City of Longview as well as the majority of other municipalities nation-wide, have
chosen to wait until the technology matures before expending tax-payer funds. The HPO
Technology Coordination Committee is researching the feasibility of setting up a Wi-Fi hot spot
in the downtown area.




City of Longview                              - 28 -                               2008-09 Budget
Financial Policies
Financial Management Performance Criteria
The City of Longview’s Financial Management Performance Criteria (FMPC) serves as the
basis for the overall fiscal management of the City’s resources. These policies guide the City
Council and administration in making sound financial decisions and in maintaining Longview’s
fiscal stability.

The policies outlined here are developed to address specific financial issues. These policies
are reviewed annually and updated as needed. Listed below are financial policies, which are
specifically related to the adoption and execution of the annual operating budget:

Budgeting, Accounting, Auditing, and Financial Planning Criteria

1. Establish and maintain a central accounting system for all functions of accounting, financing,
   inventory, and budgeting.

2. Submit to the Council monthly financial statements of all receipts and disbursements in
   sufficient detail to show the exact financial conditions of the City of Longview. Make a
   financial presentation, at least semi-annually, to the City Council as to the status of the
   revenue and expense budget.

3. Submit to the Council a budget for the ensuing fiscal year and an accompanying message,
   on or before the first day of August of each year.

4. City Council shall cause an independent audit of the books of accounts, records, and
   transactions of all the administrative departments of the City to be made at least annually.
   The audit shall be conducted by a Certified Public Accountant. Auditors shall be selected
   for an initial three (3) year period with consideration for rotation on an annual basis
   thereafter.

5. The annual audit shall be conducted in accordance with Generally Accepted Accounting
   Principles (GAAP).

6. Long range forecasts shall be made for major operating funds as necessary for financial
   planning.

7. A system of internal controls shall be maintained to monitor revenues and expenses for
   municipal programs on a continuous basis.

8. The City’s goal is to strive annually for certification of its audit and budget from the
   Government Finance Officers’ Association (GFOA).




City of Longview                              - 29 -                               2008-09 Budget
Financial Policies...Continued
Operating Criteria

1. Estimated expenditures shall in no case exceed proposed revenue plus cash on hand.

2. Unused appropriations may be transferred to any item required for the same general
   purpose.

3. All annual appropriations shall lapse at the end of the fiscal year to the extent that they shall
   not have been expended or lawfully encumbered.

4. Departmental and program expenditures shall be reflective of activity-based costing to
   include full cost consisting of both direct and indirect costs. Cost allocations shall be
   reviewed periodically.

5. A fund balance shall be maintained at a level of 10% of estimated annual operating
   expenses for General Fund and at 15% of estimated annual operating expenses in
   Enterprise Funds.

6. Investments shall be managed in accordance with the current Investment Policy.
   Investments shall comply with federal, state, and local laws. Investments will consider
   protection of principal first, with the intent to maximize earnings as well as provide the daily
   cash needs. Investments shall be made to earn income and not speculate. Investment
   managers shall exercise prudence in managing the overall portfolio, rather than
   consideration as to the prudence of a single investment.

   The primary objective is the preservation of capital in the overall portfolio through
   diversification of investments. The portfolio shall remain sufficiently liquid to enable the City
   to meet its obligations as they become due. Investments will be managed to maximize the
   return on investments while remaining within the objectives of safety and liquidity.

7. Fixed assets shall be managed in accordance with the current Fixed Asset Policy. Properly
   classifying, recording, and tagging the asset shall safeguard fixed assets. An inventory of
   the assets is to be maintained and is to include the description, cost, date of acquisition,
   department, location, and asset identification number. Periodic inventory inspections of
   fixed assets shall be conducted. Fixed assets include items meeting both the dollar
   minimum of $5,000 and have a useful life of two years or more. For constructed assets, the
   criteria apply to the completed project. Computer software is considered a fixed asset when
   its cost exceeds $5,000 and its life exceeds two years.

8. City Council shall designate a city depository. The term of the depository shall be two years
   with options for renewal.




City of Longview                               - 30 -                                 2008-09 Budget
Financial Policies...Continued
Capital Improvement Projects

1. Capital project budgets shall be developed and shall identify the impact of implementing
   said projects on future annual operating budgets. Estimates of future revenues necessary
   for these expenditures shall be identified prior to the approval of such capital improvements.

2. The life of a capital project fund shall correspond to the utilization of the resources in the
   fund and budgets shall span the amount of time necessary to utilize funding.

3. The capital budget shall include capital improvement program plans for future years and
   shall be updated annually.

4. Expenditures shall not be incurred nor shall contracts be awarded without the appropriation
   of available funds.

Debt Management

1. Capital projects, financed through the issuance of bonds, shall be financed for a period not
   to exceed the expected weighted average useful life of the assets.

2. Interest earnings on bond proceeds shall be credited to the capital project construction fund
   and shall not be used for debt service.

3. Prior to issuance of new General Obligation (GO) debt, consideration shall be given to
   forecasted tax rate requirements; ratio of net GO debt to assessed taxable value and net
   GO debt per capita. Proposed debt should not cause these indicators to exceed national
   medians for similar size cities.
4. General obligation bonds shall not be issued in excess of the limits as established by state
   law dealing with term, tax levy required for annual payments of principal and interest, and
   amounts.

5. Annual general obligation debt service requirements should not exceed 30% of combined
   annual expenditures in the General Fund, General Obligation Interest and Sinking Fund,
   and maintenance expenses in the Drainage Fund.

6. Revenue bond coverage requirements provide for financial stability in Enterprise Funds.
   Coverage requirements are defined as the amount of system net revenue available to pay
   average annual debt service. System net revenue equal to two times (2.0x) average annual
   debt service is preferred. In no annual period shall the coverage fall below 1.75x. Bond
   ordinance covenants require coverage of 1.25x.

7. The Council shall exhibit a willingness to raise the revenue to fully fund the debt necessary
   to implement the adopted capital improvement plan and to maintain the City’s bond rating.




City of Longview                              - 31 -                               2008-09 Budget
City of Longview   - 32 -   2008-09 Budget
Budget Process

Form of Government
The City of Longview operates with a Council-Manager form of government incorporated as a
home rule corporation under the Constitution and laws of the State of Texas. The City Council
is comprised of a Mayor who is elected at large and six Council Members, one elected from
each district. The City Council appoints the City Manager, City Attorney, Municipal Judge, and
City Secretary who work with direction both from the City Council and the City Manager. All
other staff members work under the direction of the City Manager.

Budget Adoption
The City’s fiscal year is from October 1 through September 30. The city charter requires a
public hearing and adoption of the budget, by fund, ten days prior to the beginning of the fiscal
year. The Council adopts the budget by ordinance in accordance with state statues and the city
charter. Estimated expenditures of any fund may not exceed proposed revenue plus cash on
hand. Unused appropriations may be transferred to any item required for the same general
purpose. Budgets of the governmental fund types are prepared on a cash basis of accounting,
which is based on real time cash flow. The budgeted estimates are expected to be collected
and expended in the same fiscal budget year. The financial records are maintained on the
modified accrual basis. Obligations in these funds are recorded as expenses, but revenues are
recognized only when they are actually received. Budgets of the enterprise fund types are also
prepared on a cash basis but maintained on the accrual basis of accounting. Not only are
expenditures recognized when a commitment is made but revenues are also recognized when
they are obligated to the City.

Developed on a program basis, the budget depicts all services provided by the City and
resources allocated for the provision of these services. Program priorities for the organization
are developed by City Council and city staff, and are used as major guidelines in the
development of funding recommendations.

Budget Amendments
Under emergency conditions which may arise and which could not reasonably have been
foreseen in the normal process of planning the budget, the Council may, by a majority vote of
the full membership, amend or change the budget to provide for any additional expense in
which the general welfare of the citizenry is involved. These amendments shall be by ordinance
and shall become an attachment to the original budget. Any budget amendment must adhere to
the balanced budget requirement and cannot change the property tax levy or in any manner
alter a taxpayer’s liability.

The City of Longview budget is a program-based budget that is adopted by fund. Ordinances
approved by City Council are required to increase or decrease appropriations in any fund.
Although adopted by fund, budgets are prepared by line item and the Internal Auditor approves
budget adjustments within a fund between line items.




City of Longview                              - 33 -                               2008-09 Budget
Budget Process…Continued

Basis of Presentation
The accounts of the City of Longview are organized and operated on the basis of funds or
account groups. Each is considered to be a separate accounting entity with its own separate
set of self-balancing accounts consisting of its assets, liabilities, fund balances, retained
earnings, revenue, and expenditures or expenses. In accordance with GAAP, the City’s funds
can be classified into one of two broad classifications of funds and categorized into one of six
fund types as listed below.

                              Governmental Fund Types
Governmental funds are used to account for tax-supported activities. The measurement focus
is upon determination of financial position and changes in financial position, rather than upon
net income determination. These funds operate under the modified accrual basis of accounting.
They recognize revenue as income only if it will be available to meet current liabilities and
expenditures only when payment is due. The City utilizes the following governmental fund
types:

General – The City operates one general fund as the Chief Operating Fund for the City. It is
used to account for all financial resources of the City that are not legally required to be
accounted for in another fund. The major operating activities include police, fire, public works,
and parks and recreation. General Fund revenues primarily consist of property taxes, the local
option sales tax, licenses, permits, and fees. The City utilizes General Maintenance and
General Equipment Replacement Fund to accumulate funds for major maintenance and
equipment purchase requirements of the General Fund.

Debt Service – This fund is used to accumulate resources to meet the current and future
principal and interest payments on the City’s general long-term debt. Most of the capital
projects are funded through the issuance of General Obligation Bonds or Revenue Bonds. The
bonds must be paid for annually in principal and interest payments.

Capital Project – These funds are used to account for bond proceeds and other financial
resources used for the acquisition or construction of major capital facilities or equipment.

Special Revenue – The City uses special revenue funds to account for proceeds from specific
revenue sources that are legally restricted to expenditures for specific purposes. These
restrictions may be imposed either by parties outside the government or by the local governing
body. The City operates with the following Special Revenue Funds:

       Hotel/Motel Tax – Levy and utilization of 7% hotel occupancy tax and Maude Cobb
       Activity Center revenues.

       Arts and Culture – Portion of hotel occupancy tax dedicated to the performing arts.

       ¼ Cent Public Improvement – Portion of local sales tax dedicated for drainage
       improvements and public works projects.

       E-911 – 6% telephone surcharge levied to fund an emergency communication center.




City of Longview                              - 34 -                               2008-09 Budget
Budget Process…Continued

       Cable Franchise – Franchise fee dedicated to cable and telecommunications
       programming.

       Municipal Utility Coalition – The coalition provides input on or seeks to influence utility
       related legislation.

       Longview Economic Development – Portion of local sales tax dedicated for economic
       development and 4A projects.

       Police Special – Revenue from forfeited property seized in connection with violations of
       the Controlled Substances Act.

       Municipal Court Fees – Assessment of additional fines on misdemeanors to fund court
       security, technology, and maintenance improvements.

       Grants – State and federal grants fund programs for the development of Longview’s
       community, aid in law enforcement and library services, provide housing and assistance
       for the community’s needy, and are used for substance abuse prevention.

       Transit – This program is a fixed route system currently running six routes and serve all
       areas and citizens of Longview.

       Unclaimed Money – Required by the state to maintain unclaimed property with a value
       of $100 or less.

                                    Proprietary Funds
Proprietary funds are used to account for business activities where funding is provided by fees
and charges for services. The measurement focus for proprietary funds is on total economic
resources. As such these funds use the accrual basis of accounting, recognizing revenues
when earned and expenditures as the liability is incurred. The City utilizes the following
proprietary fund types.

Enterprise – These funds are used to account for activities that are financed and operated in a
manner similar to private business enterprises where the expenses of providing the service are
financed primarily through user fees. These funds are:

       Water Utilities – Accounts for the maintenance and operations of the infrastructure of
       the City’s three water treatment plants, the wastewater treatment plant, and the billing
       and collections for the water and wastewater systems.

       Solid Waste – Provides for the administration, operation, and maintenance of the City’s
       solid waste system that includes refuse collection and recycling.

       Longview Recreation – Accounts for special recreation events and/or classes provided
       for groups or individuals on a fee basis.

       Water Development – Provides funding to improve the existing water supply,
       transmission, and treatment facilities and to develop new water supply sources.



City of Longview                              - 35 -                                2008-09 Budget
Budget Process…Continued
Internal Service – These funds are used to account for the financing of goods or services
provided by one department or agency of a government to others within the government on a
cost-reimbursement basis. These service funds are:

       Fleet Service – Accounts for the maintenance and repairs of all City vehicles.

       Risk Management – This includes accounting for the cost of insurance for General
       Liability, Group Health, and Workers’ Compensation.

       General Maintenance – Accounts for major maintenance items not funded in the annual
       operating budget.

       General Equipment – Accounts for major capital improvements not funded in the
       annual operating budget.

       Geographic Information System – Enhanced mapping system that links information
       with addresses and areas. Used in several divisions of the City of Longview.

The City has an external audit completed each year. The external auditors prepare the City’s
Comprehensive Annual Financial Report (CAFR) based on ―Generally Accepted Accounting
Principles‖ (GAAP) reflecting the City’s financial position at the end of its fiscal year. The CAFR
reports expenditures and revenues both on a GAAP basis and budget basis for the purpose of
comparison. The following audit adjustments are made to adjust the City’s financial records to
GAAP:

      Current year Debt Service is adjusted to recognize the portion of the payment for interest
       as Interest Expense and the portion of the payment for principal as a reduction in the
       outstanding liability in the Water Utility Enterprise Fund on a GAAP basis as opposed to
       being accounted for as an interfund transfer on the budget basis.

      Enterprise Funds budget for purchases of capital items as expenditures on a budget
       basis, but they are recorded as assets on a GAAP basis.

      Compensated absence liabilities are accrued as earned on a GAAP basis, but expensed
       when paid on a budget basis.

      Governmental Funds record revenues when received and book expenditures as
       encumbrances at the point of commitment during the budget year. Audit adjustments
       recognize all revenue that is measurable and available within sixty days of year-end on a
       GAAP basis.

      The Water Utilities Enterprise Fund records depreciation on a GAAP basis only.

Budget Phases
The City of Longview begins in May with the development of next year’s budget. The budget
development process requires input from the City staff, the City Council, and the citizens. In
order for this input to be given appropriate consideration, the process begins approximately six
months before the budget is adopted. There are seven distinct phases in the development of
the City’s budget.


City of Longview                               - 36 -                                2008-09 Budget
Budget Process…Continued

Budget Goals: The process starts with the development of budget goals based on the City’s
Financial Plan and the continuous feedback received from the City Council and the citizens.
After the goals are developed, a workshop with the City’s administrative team sets the stage for
budget formation.

Revenue Forecast Schedule and Strategy Development: This phase provides strategic
fiscal forecasting, financial assumptions, revenue and reserve information as well as
management’s expectations about the development of departmental budgets. At the workshop,
the budget calendar is established. The calendar includes internal and external deadlines. The
calendar allows the citizens and City Council to be aware of the schedule and the official dates
for public input.

Budget Development: Departments develop their budgets based on the financial expectations
and the guidelines provided to them. After the budgets have been entered into the city’s
financial system, they are reviewed with the City Manager. The review meeting allows
departments to highlight changing trends in service levels in addition to making proposals for
new services or changes to existing services.

Capital Improvements Plan: The Capital Improvement Plan is developed during this same
process. The City operates with a five-year plan where projects are added based on an
objective scoring criteria established by the City Council. As the fund balance in each of the
capital project funds is reviewed for excessive revenue, this revenue is considered for additional
projects. Additional projects are prioritized and then placed on next year’s schedule when
funding will be available.

Budget Presentation: Once all of the input has been received, the budget is developed, and
the City Manager makes a budget presentation to the City Council by August 1st. The proposed
budget will contain the proposed tax rate, water and wastewater rate, and sanitation rate as well
as fee changes. The City Manager provides the City Council and the public with an overview of
the budget and a summary of the major changes being recommended.

Council Consideration: The City Council then has over a month to receive public input
through public hearings and community dialogue before adoption. Often, additional work
sessions are scheduled to better understand complex changes or requirements that affect the
City’s budget.

Budget Adoption: The City Council will adopt the budget by fund and the Capital
Improvements Program before the start of the fiscal year on October 1st.




City of Longview                              - 37 -                                2008-09 Budget
Budget Process…Continued



                                   Budget Calendar



                    May                                      June - July

      Budget Goals Established                   Budget Development
      Revenue Forecast and                       CIP Development
      Strategy Development




                    July                               August - September
      City Manager presents                      City Council holds public hearings,
      proposed budget to Council                 conducts work sessions, and
                                                 adopts budget.



                   October

      Fiscal Year Begins on
      October 1




City of Longview                        - 38 -                             2008-09 Budget
                              City of Longview Organizational Chart




                   For contact information, please visit our website at www.cityoflongview.com




City of Longview                                     - 39 -                                      2008-09 Budget
City of Longview   - 40 -   2008-09 Budget
                             Where the Money Comes From
                                  All Fund Revenues




                                   Where the Money Goes
                                   All Fund Expenditures

                                   Total Budget $139.7 Million




                                            Administrative    Community Services
                                              Services              5%
                   Public Works                 8%                        Development
                       31%                                                  Services
                                                                               6%

                                                                           Parks and
                                                                           Recreation
                                                                              5%

                                                                           Debt Service
                                                                              12%

                                                                   Financial Services
                            Public Safety                                 2%
                                23%                   Human Resources
                                                            8%




City of Longview                                - 41 -                                    2008-09 Budget
Total Budget – Summary

The chart below identifies total expenditure projections by service areas and revenue
projections by funding source. Increases and decreases in individual areas are identified and
explained in the individual fund summaries found later in this document. The City of Longview’s
adopted budget for FY 2008-09 is $139,724,937, an increase of 0.92% from the FY 2007-08
Budget. Total Revenues are projected to increase at 0.99%. The increase in revenues include
an 8.74% growth in the property tax base and a 4.80% actual growth in sales tax for FY 2007-
08 and an anticipated 2% growth for FY 2008-09. Economic expansions such as new shopping
centers, hotels, and other new business in the area have enhanced the revenues for building
permits and other such services. For all years presented in the chart below, the spending of
fund balance is primarily due to Construction in Progress being brought forward each year. The
increased expenses for the Water Fund as well as the Sanitation Fund are due to the
purchasing of capital, increased fuel costs, and material costs. Sanitation is also experiencing a
price increase in landfill costs.

                          Total Combined Revenue and Expenditures
                               Actual           Budget        Estimated        Budget        % Change
  Funding Sources             FY 06-07         FY 07-08       FY 07-08        FY 08-09       to Budget

Property Tax                     $21,082,927    $22,510,889    $22,782,731     $24,478,097        8.74%
Sales Tax                         26,626,565     27,226,957     27,735,725      28,290,439        3.91%
Fees and Fines                     3,401,565      3,356,056      3,415,900       3,539,400        5.46%
Franchise Tax                      6,318,036      5,894,631      5,740,257       5,842,994       -0.88%
Charges for Services              34,904,373     33,274,591     34,144,644      34,781,116        4.53%
All Other                          5,684,532      5,639,480      5,459,272       5,138,678       -8.88%
Special Revenue                    5,811,148      9,265,114      7,929,918       6,961,936      -24.86%
Interfund Transfers               23,595,805     24,643,456     24,944,404      27,254,464       10.60%
Fund Balance                       7,243,831      6,878,626      4,218,101       3,773,392      -45.14%
   Total Revenue                $134,668,782   $138,689,800   $136,370,952    $140,060,517       0.99%

                              Actual            Budget        Estimated        Budget        % Change
    Expenditures             FY 06-07          FY 07-08       FY 07-08        FY 08-09       to Budget

Administrative Services          $8,827,236     $10,950,027     $10,749,563    $11,468,357        4.73%
Community Services                5,802,332       9,648,697       7,601,726      7,254,111      -24.82%
Development Services              7,543,702       7,969,752       7,817,183      8,133,817        2.06%
Parks and Recreation              5,805,559       6,716,122       6,703,437      6,824,848        1.62%
Debt Service                     15,719,579      16,573,212      16,573,212     16,269,928       -1.83%
Financial Services                5,849,514       3,621,020       3,406,944      2,555,032      -29.44%
Human Resources                   8,341,087       9,932,126       9,931,546     10,650,383        7.23%
Public Safety                    28,663,517      30,756,332      30,840,575     32,630,735        6.09%
Public Works                     46,388,189      42,281,939      41,426,962     43,937,726        3.92%
  Total Expenditures           $132,940,715    $138,449,227    $135,051,148   $139,724,937        0.92%



  Net                            $1,728,067       $240,573      $1,319,804       $335,580




City of Longview                                - 42 -                                   2008-09 Budget
Total Budget – Authorized Positions


                          Authorized Positions by Service Area




                                    FY 07-08 Total: 864

                                                            Community
                                                             Services
                                          Administrative       7%
                     Public Works
                                            Services                    Development
                         25%
                                              10%                         Services
                                                                            5%



                                                                             Financial Services
                                                                                    1%
                                                                         Fire Department
           Police Department                                                   19%
                  23%                                      Human Resources
                                      Parks &
                                                                 1%
                                     Recreation
                                        9%




City of Longview                             - 43 -                                  2008-09 Budget
Total Budget – Authorized Positions
               Summary of Position Changes for FY 2007-08 by Division

                                 Administrative Services:

      City Attorney:       An Administrative Assistant position was reclassed during the
       compensation study to Office Manager supervising office staff in the City Manager’s and
       City Attorney’s offices. The Administrative Secretary position was reclassed to Office
       Assistant.

      City Manager’s Office: The Assistant to the City Manager position was moved to Parks
       as a Community Services Coordinator. The Executive Assistant to the City Manager
       was reclassed to Administrative Assistant during the compensation study. The
       Administrative Secretary was reclassed to an Office Assistant.

      City Secretary: An Administrative Secretary position was reclassed during the
       compensation study to an Office Assistant position.

      E-911: The GIS Data Specialist, Systems Specialist, Telecommunications Operator
       (TCO) Supervisor, TCO Lead, Training Coordinator, and part-time TCO transferred from
       Public Safety Communications cost center to E-911.

      Geographic Information System (GIS): A GIS Technician was transferred from the
       Drainage Fund.

      Public Safety Communications: This department is going through a trial phase of 12-
       hour shifts. If the trial is not successful, then the Supervisor, Senior TCO, and TCO
       positions will revert to the authorized staffing level from the beginning of FY 2007-08. In
       June 2008, it was approved to change 2 part-time TCO positions into 1 full-time position.
       One part-time TCO was used to fund the Systems and Tech Technician. The
       Supervisors, 1 Lead, Training Coordinator, GIS Data Specialist, Systems Technician,
       and part-time TCO were transferred to E-911 cost center.

                                   Community Services:

      Community Development/Housing: The Community Development Specialist is now
       fully funded out of Community Development instead of split with Housing.

      Partners in Prevention (PIP): Accounting Specialist changed its split allocation with
       PIP Grants.

      Partners in Prevention Grants: Changed allocation for Accounting Specialist with
       home account. Due to grant funding, lost one Program and Outreach Coordinator.

      Transit: Assistant to the City Manager position moved to Parks as a Community
       Services Coordinator. Transit responsibilities moved to Assistant City Manager.




City of Longview                              - 44 -                                2008-09 Budget
Total Budget – Authorized Positions…Continued
                                 Development Services:

      Building Inspections: Changed one full-time Building Inspector into two part-time
       positions. The Fire Plans Inspector was reclassed during the compensation study to a
       Building Inspector.

      Environmental Health: Reorganized to change an Administrative Secretary position to
       add another Animal Control Officer effective June 26, 2008. The compensation study
       combined the two Supervisor positions, and changed one Code Compliance Inspector to
       another Environmental Compliance Inspector.

                                            Fire:

      Fire Suppression: A Senior Captain position was removed in order to add another
       Assistant Fire Chief position. The compensation study combined all Captain positions
       together, removed one Captain, and replaced one Customer Service Representative
       with an Office Assistant.

      Fire Prevention: Fire Prevention will be combined with Fire Suppression beginning
       FY 2008-09.

                                    Human Resources:

      Health Clinic: Added a part-time Office Assistant position due to the opening of the
       Employee Health Clinic.

                                  Parks and Recreation:

      Parks and Recreation: Assistant to the City Manager was transferred to Parks as a
       Community Services Coordinator. One Crew Leader was removed to add another
       Maintenance Worker. The compensation study removed one Supervisor and changed
       that position to an Office Manager. One Crew Leader was reclassed to a Contract
       Coordinator, and one Maintenance Worker was reclassed to a Pool Maintenance
       Technician.

      Longview Recreation Association: A full-time position, Recreation Assistant, Sr., was
       added. Other positions vary as program participation fluctuates. Other positions include
       Instructors, Scorekeepers, Umpires, Referees, and other contractual labor.

                                           Police:

      Police: By removing a Sergeant position and Crime Analyst position, another Assistant
       Chief position was created effective October 1, 2008. An Administrative Assistant
       position was reclassed during the compensation study to an Executive Assistant. Also,
       the Records Management Technicians were reclassed to Records Specialists, and one
       Investigations Assistant was reclassed to Property and Evidence Specialist.


City of Longview                             - 45 -                              2008-09 Budget
Total Budget – Authorized Positions…Continued
                                       Public Works:

      Drainage: The Civil Engineer is paid out of Drainage, but the home account is Public
       Works Engineering. An Equipment Operator was reclassed to an Equipment Repair
       Tech and is split between Wastewater Collection, Streets, and Drainage. The Customer
       Service Representative was used to fund the reclass of the Special Projects Manager to
       an Architect funded out of Streets, Drainage, and Public Works Engineering. The
       compensation study combined the Supervisor positions and reclassed two Equipment
       Operators to Crew Leaders. Administrative Assistant allocation change between
       Streets, Public Works Engineering, and Drainage. The Assistant Director of Public
       Works allocation change between Streets, Public Works Engineering, and Drainage.
       Equipment Repair Specialist allocation change between Streets, Wastewater
       Collections, and Drainage. Project Manager allocation change between Streets, Public
       Works Engineering, and Drainage. The Public Works Manager will be fully funded out of
       Drainage. GIS Technician is now fully funded from GIS. Combined the Architect and
       Civil Engineer to Project Managers.

      Fleet Services: The compensation study reclassed two Fleet Technicians to Fleet Shop
       Crew Leaders.

      Plant Automation Technology: The compensation study reclassed a Maintenance
       Worker to an Instrument Technician.

      Public Works Engineering: The Customer Service Representative was used to fund
       the reclass of the Special Projects Manager to an Architect in Streets. Due to retirement
       of Engineering Inspector, permission was obtained to leave the full-time position as is
       but also staff with a part-time position on a temporary basis. They are not allowed to
       have both a full-time and part-time position on the books simultaneously. Administrative
       Assistant allocation change between Streets, Public Works Engineering, and Drainage.
       The Assistant Director of Public Works allocation change between Streets, Public Works
       Engineering, and Drainage. Project Manager allocation change between Streets, Public
       Works Engineering, and Drainage.

      Sanitation:   The compensation study reclassed two Solid Waste Operators to
       Equipment Operators, reclassed an Equipment Operator to a Crew Leader, and
       reclassed two Maintenance Workers to Equipment Operators.

      Streets: The Special Projects Manager was reclassed to an Architect and is split
       between Streets, Drainage, and Public Works Engineering. An Equipment Operator was
       reclassed to an Equipment Repair Tech and is split between Wastewater Collection,
       Streets, and Drainage. The compensation study combined the Supervisor positions,
       reclassed the Concrete Foreman to a Crew Leader, and reclassed three Equipment
       Operators to Crew Leaders. Administrative Assistant allocation change between
       Streets, Public Works Engineering, and Drainage. The Assistant Director of Public
       Works allocation change between Streets, Public Works Engineering, and Drainage.
       Equipment Repair Specialist allocation change between Streets, Wastewater
       Collections, and Drainage. Project Manager allocation change between Streets, Public
       Works Engineering, and Drainage.


City of Longview                             - 46 -                               2008-09 Budget
Total Budget – Authorized Positions…Continued
      Traffic: The compensation study reclassed a Traffic Signal Tech to a Signs and
       Marking Tech.

      Wastewater Collection: An Equipment Operator was reclassed to an Equipment
       Repair Technician, and this position is split between Wastewater Collection, Streets, and
       Drainage. The compensation study reclassed two Equipment Operator Seniors to two
       Crew Leaders. Utility Plant Operator position was transferred from Wastewater
       Treatment to Wastewater Collection and reclassed as an Office Assistant. This position
       is still fully funded by Wastewater Treatment.

      Wastewater Treatment: Transferred a Utility Plant Operator to Wastewater Collection
       and reclassed to an Office Assistant, but this position is still fully funded from
       Wastewater Treatment. The compensation study reclassed a Utility Plant Supervisor to
       a Plant Maintenance Supervisor.

      Water Distribution: The compensation study reclassed six Equipment Operators to
       Crew Leaders and reclassed two Maintenance Workers to Equipment Operators.

      Water Purification: The compensation study reclassed two Maintenance Workers to
       Plant Maintenance Mechanics.




City of Longview                             - 47 -                               2008-09 Budget
Position Schedule
                                                                                 Change to
          Department                  Actual     Budget    Year End    Budget      Budget
                                     FY 06-07   FY 07-08   FY 07-08   FY 08-09    FY 08-09

Administrative Services
 Cable Franchise                         1          1         1          1           0
 City Attorney                           5          5         5          5           0
 City Manager/City Council              7.3        7.3        7          7          -0.3
 City Secretary                          3          3         3          3           0
 E-911 Communications                    3          3         3         12           9
 GIS Division                            3          5         5          6           1
 Information Systems                     6          6         6          6           0
 Municipal Court                        15         15        15         15           0
 Public Safety Communications           43         43        41         32          -11
                             Total     86.3       88.3       86         87          -1.3
Community Services
 CDBG and Home Grants                  10.4       10.4       10          10         -0.4
 Community Development Grants           1.6        1.6        2           2          0.4
 Library                                33         33        33          33           0
 Maude Cobb Activity Center              9          9         9           9           0
 Partners In Prevention                 4.2        4.2       4.2        4.15       -0.05
 Partners in Prevention Grants          2.8        2.8       2.8        1.85       -0.95
 Transit                                0.7        0.7        0           0         -0.7
                             Total     61.7       61.7       61          60         -1.7
Development Services
 Building Inspection                    10        10         11         11           1
 Development Services Admin.             2         2          2          2           0
 Engineering Services                   6.3        6          6          6           0
 Environmental Health                   18        18         18         18           0
 Metropolitan Planning Org.              3         3          3          3           0
 Planning and Zoning                     3         3          3          3           0
                             Total     42.3       42         43         43           1
Financial Services
 Finance                                5          5          5          5           0
 Purchasing                             2          2          2          2           0
 CIP Fund 173 and 133 Grant
 Accountant                             1          1          1          1           0
                             Total      8          8          8          8           0
Fire Department
 Fire Prevention                        6          6          6          0           -6
 Fire Suppression                      161        161        161        167           6
 Fire Grants and Special Revenue        1          1          1          1            0
                             Total     168        168        168        168           0




City of Longview                                  - 48 -                         2008-09 Budget
Position Schedule…Continued
                                                                                    Change to
                                    Actual     Budget     Year End        Budget      Budget
         Department                FY 06-07   FY 07-08    FY 07-08       FY 08-09    FY 08-09

Human Resources
 Human Resources                     6.35       6.6         6.6             6.6          0
 Risk Management                     4.65       4.4         4.4             4.4          0
  Health Clinic                        0         0           0               1           1
                           Total      11        11          11              12           1
Parks and Recreations
 Parks and Recreation                73         73          74              74           1
 Longview Recreation Assoc.           0          0           0               1           1
 Longview Recreation Assoc.                                 Fluctuates
                           Total     73         73          74              75           2
Police Department
 Police Operations                   193        193         193            193           0
 Police Grants and Special
 Revenue                              1          1           1              0           -1
                           Total     194        194         194            193          -1
Public Works
 Drainage                            14.2        15        14.65            14.4       -0.60
 Fleet Services                      11.5       12.5       12.5             12.5          0
 Plant Automation Technology           0          4           4               4           0
 Public Works Administration          1.5        1.5        1.5              1.5          0
 Public Works Engineering             5.5        3.5       4.15             3.65       0.15
 Sanitation                          28.5       28.5       28.5             28.5          0
 Streets                              24       25.25       24.95            24.2       -1.05
 Traffic Maintenance                   8          6           6               6           0
 Utility Services Division            13         13          12              12          -1
 Wastewater Collection                22       21.75       21.75           21.75          0
 Wastewater Treatment                 25         24          24              24           0
 Water Distribution                  30.5        31          32              32           1
 Water Purification                  31.5       29.5       29.5             29.5          0
 Water Supply                         2.5        2.5        2.5              2.5          0
                           Total    217.7       218         218            216.5       -1.50

Total All Departments                862        864         863            862.5       -1.50


Total Full Time                      815        815         814            812.5       -2.50

Total Part Time                      47         49          49              50          1.0




City of Longview                                 - 49 -                             2008-09 Budget
City of Longview   - 50 -   2008-09 Budget
Total Budget – Funds Summary
The accounting policies of the City of Longview conform to generally accepted accounting
principles applicable to governmental units. The accounts of the City are organized on the basis
of funds and account groups. Each is considered a separate accounting entity. The operation
of each fund is accounted for with a separate set of self-balancing accounts that comprise its
assets, liabilities, fund equity, revenues, and expenditures. Government resources are
allocated to and accounted for in individual funds based on the purpose for which they are to be
spent, and the means by which spending activities are controlled. The various operating funds
are grouped into the following major fund categories: General Fund, Enterprise Funds, Special
Revenue Funds, Internal Service Funds, and Debt Service Funds. These were previously
defined on pages 34 -36.




City of Longview                             - 51 -                               2008-09 Budget
                                      Total Revenues by Fund

                                  Actual       Budget        Estimated     Budget     % Change to
          Fund                   FY 06-07     FY 07-08        FY 07-08    FY 08-09      Budget
General Fund                    $52,509,744   $55,079,344     $54,659,577 $56,019,243       1.71%

Enterprise Funds
 Water Utilities                $32,835,864    $27,060,462    $26,812,980 $28,170,542           4.10%
 Sanitation                       4,091,728      4,336,105      4,366,529   4,697,976           8.35%
 Longview Recreation                529,533        606,170        582,689     608,064           0.31%
 Water Development                   51,061        510,049        135,695      45,900         -91.00%
          Subtotal:             $37,508,187    $32,512,786    $31,897,893 $33,522,482

Special Revenue Funds
 Maude Cobb Activity Fund        $1,029,775     $1,083,652       $973,212  $1,244,415          14.84%
 Hotel Motel Tax Fund             1,551,269      1,498,941      1,589,795   1,637,186           9.22%
 Drainage Fund                    4,508,587      4,577,131      4,672,620   5,062,242          10.60%
 Public Safety Comm.                774,015        740,402        723,327   1,060,945          43.29%
 Cable Franchise                    100,464        106,450        106,450     114,251           7.33%
 Municipal Utility Coalition              0              0        115,100     115,100           0.00%
 Longview Economic Dev.           4,416,473      4,510,338      4,622,620   4,715,073           4.54%
 Police Special                      71,114         77,500         97,614      97,510          25.82%
 Municipal Court Fees               143,384        190,617        190,617     169,204         -11.23%
 Unclaimed Money                     15,102         10,000          8,000       8,000         -20.00%
 Grants                           2,302,831      5,832,236      4,336,740   3,049,477         -47.71%
 Donated Funds                       30,494         36,080            500           0        -100.00%
 Transit                          1,422,085      1,329,628      1,329,627   1,606,916          20.85%
         Subtotal:              $16,365,594    $19,992,976    $18,766,223 $18,880,319

Internal Services
 General Liability                 $658,149       $740,339       $740,588    $876,778          18.43%
 Health/Life                      6,630,444      7,963,725      7,954,305   8,540,156           7.24%
 Workers Compensation               569,950        579,829        588,829     636,843           9.83%
 Fleet Services                   1,579,627      1,594,343      1,654,543   1,777,115          11.46%
 General Maintenance                365,954        323,698        340,636     305,000          -5.78%
 Gen. Equip Replacement           2,107,702      2,776,542      2,731,542   2,613,506          -5.87%
 Geographic Info. Systems           380,032        485,806        421,013     498,482           2.61%
          Subtotal:             $12,291,858    $14,464,282    $14,431,456 $15,247,880

Debt Service Funds
 General Obligation              $6,911,393     $7,272,671     $7,277,730  $6,881,160          -5.38%
 Utilities (Revenue)              8,946,668      9,300,541      9,300,541   9,388,768           0.95%
 Revenue Bond Reserves              135,338         67,200         37,532     120,665          79.56%
            Subtotal:           $15,993,399    $16,640,412    $16,615,803 $16,390,593

Total Revenues:                $134,668,782   $138,689,800   $136,370,952 $140,060,517          0.99%
Less Transfers:                  23,595,805     24,643,456     24,944,404   27,254,464
Net Revenues:                  $111,072,977   $114,046,344   $111,426,548 $112,806,053




City of Longview                                  - 52 -                                 2008-09 Budget
                                   Total Expenditures by Fund

                                  Actual       Budget       Estimated       Budget     % Change to
          Fund                   FY 06-07     FY 07-08      FY 07-08       FY 08-09      Budget
General Fund                    $52,509,744   $55,079,344    $54,659,577   $56,019,243       1.71%

Enterprise Funds
 Water Utilities                $32,835,865   $27,060,462   $26,812,980    $28,170,542          4.10%
 Sanitation                       4,034,753     4,336,106     4,366,529      4,697,976          8.35%
 Longview Recreation                483,392       606,170       567,596        608,064          0.31%
 Water Development                   51,061       510,049       135,695         45,900        -91.00%
          Subtotal:             $37,405,071   $32,512,787   $31,882,800    $33,522,482

Special Revenue Funds
 Maude Cobb Activity Fund          $980,693    $1,083,652      $945,352     $1,244,415         14.84%
 Hotel Motel Tax Fund             1,331,603     1,371,656     1,369,831      1,631,036         18.91%
 1/4 Cent Drainage                4,189,243     4,577,131     4,581,226      5,062,242         10.60%
 E-911                              774,016       740,402       686,002      1,060,945         43.29%
 Cable Franchise                     83,587        92,678        91,194        100,261          8.18%
 Municipal Utility Coalition              0             0       115,100        115,100          0.00%
 Longview Economic Dev.           4,416,473     4,510,338     4,510,338      4,715,073          4.54%
 Police Special                      47,703        77,500        97,614         97,510         25.82%
 Municipal Court Fees                89,960       190,617       190,617        169,204        -11.23%
 Unclaimed Money                        874         2,200     (184,688)          2,400          9.09%
 Donated Funds                       30,494        36,080         4,170              0       -100.00%
 Grants                           2,338,490     6,203,308     4,186,713      3,050,136        -50.83%
 Transit                          1,422,085     1,329,628     1,329,627      1,607,068         20.87%
         Subtotal:              $15,705,221   $20,215,190   $17,923,096    $18,855,390

Internal Services
 General Liability                 $658,149      $740,339      $740,588       $876,778         18.43%
 Health/Life                      6,630,444     7,963,725     7,963,305      8,540,156          7.24%
 Workers Compensation               569,950       579,829       579,829        636,843          9.83%
 Fleet Services                   1,564,919     1,594,343     1,591,691      1,768,932         10.95%
 General Maintenance                365,954       323,698       340,636        300,100         -7.29%
 Gen. Equip. Replacement          1,431,652     2,380,954     2,381,015      2,446,185          2.74%
 Geographic Info. Systems           380,032       485,806       415,399        488,900          0.64%
          Subtotal:             $11,601,100   $14,068,694   $14,012,463    $15,057,894

Debt Service Funds
 General Obligation              $6,772,911    $7,272,671    $7,272,671     $6,881,160          -5.38%
 Utilities (Revenue)              8,946,668     9,300,541     9,300,541      9,388,768           0.95%
 Revenue Bond Reserves                    0             0             0              0           0.00%
            Subtotal:           $15,719,579   $16,573,212   $16,573,212    $16,269,928

Total Expenditures:            $132,940,715 $138,449,227 $135,051,148 $139,724,937              0.92%
Less Transfers:                  21,723,085   20,386,748   20,396,552   20,303,839
Net Expenditures:              $111,217,630 $118,062,479 $114,654,596 $119,421,098




City of Longview                                - 53 -                                   2008-09 Budget
Total Budget – Projected Fund Balances
The City’s financial policies establish fund balance objectives at 10% of the General Fund’s and
15% of the Enterprise Funds’ estimated annual operating expenses. In addition to the 10%, the
General Fund is designating $850,000 of its fund balance for Other Post Employment Benefits.

                                     Projected Fund Balances
                                 10-01-08       FY 08-09         FY 08-09        FY 08-09          Ending
                                 Beg Est.       Budgeted         Budgeted         Ending           Balance
              Fund               Balance        Revenues        Expenditures     Balance           % to Exp.
General Fund                     $8,161,412      $56,019,243     $56,019,243 $8,161,412*              14.57%

Enterprise Funds
 Water Utilities                  9,329,250       28,170,542       28,170,542    9,654,250**          34.27%
 Sanitation                         679,023        4,697,976        4,697,976      754,523**          16.06%
 Longview Recreation                312,433          608,064          608,064      312,433            51.38%
 Water Development                  378,019           45,900           45,900      378,019           823.57%

Special Revenue Funds
 Maude Cobb Activity                287,646         1,244,415       1,244,415      287,646           23.11%
 Hotel Motel Tax                    712,201         1,637,186       1,631,036      718,351           44.04%
 1/4 Cent Drainage                1,161,655         5,062,242       5,062,242    1,161,655           22.95%
 E-911                            1,030,923         1,060,945       1,060,945    1,030,923           97.17%
 Cable Franchise                      42,906          114,251         100,261        56,896          56.75%
 Municipal Utility Coalition               0          115,100         115,100             0           0.00%
 Longview Economic Dev.                    0        4,715,073       4,715,073             0           0.00%
 Police Special                     127,858            97,510          97,510      127,858          131.12%
 Municipal Court Fees               235,451           169,204         169,204      235,451          139.15%
 Unclaimed Money                    255,870             8,000           2,400      261,470        10894.58%
 Grants                                    0        3,049,477       3,050,136         (659)          -0.02%
 Transit                            (14,761)        1,606,916       1,607,068      (14,913)          -0.93%
 Donated                               9,579                0               0         9,579           0.00%

Internal Service Funds
 General Liability                  366,009           876,778         876,778      366,009            41.74%
 Health/Life                      2,056,194         8,540,156       8,540,156    2,056,194            24.08%
 Workers Compensation               461,565           636,843         636,843      461,565            72.48%
 Fleet Services                     260,525         1,777,115       1,768,932      268,708            15.19%
 General Maintenance                106,541           305,000         300,100      111,441            37.13%
 General Equip. Replacement         897,992         2,613,506       2,446,185    1,065,313            43.55%
 Geographic Info. Systems            65,304           498,482         488,900       74,886            15.32%

Debt Service Funds
 General Obligation I & S         2,373,767         6,881,160       6,881,160    2,373,767            34.50%
 Revenue Bond I & S               3,241,441         9,388,768       9,388,768    3,241,441            34.52%
 Revenue Bond Reserve             6,017,282           120,665               0    6,137,947

Total:                         $38,556,085      $140,060,517    $139,724,937 $39,292,165
Less Transfers and Internal
Changes                                           27,254,464      20,303,839
Total:                         $38,556,085      $112,806,053    $119,421,098 $39,292,165

* Ending fund balance adjusted $850,000 for OPEB reserve.
**Ending fund balance adjusted for net of capital purchases, depreciation and other non-cash
  expense items.



City of Longview                                   - 54 -                                      2008-09 Budget
City of Longview   - 55 -   2008-09 Budget
Total Budget – Interfund Transfers

Interfund transfers represent contributions made by one fund to support operations of another
fund or to represent an allocation of shared costs between funds. A cost allocation study was
completed in 2000 by DMG Maximus establishing the level of transfer for each fund for the
shared costs.

                Schedule of Interfund Transfers and Charges to Departments


                                   Risk                   Workers    Rev Bd     Rev Bd       General
 To                General      Management    Health       Comp      Reserve     I&S         Cap Imp
 From

 General                            482,186   127,744

 Water              1,885,064       338,928                216,527    120,665   8,838,768     110,000

 Transit

 Solid Waste         361,833                               138,131

 Drainage            572,000                                27,448

 Fleet                                9,178

 E-911 Center


 Maude Cobb
 Activity            133,136

 Hotel Tax

 Risk

 MPO
        Total      $2,952,033      $830,292 $127,744 $382,106 $120,665 $8,838,768 $110,000




City of Longview                                 - 56 -                                     2008-09 Budget
General     Maude                      Cable
 Maint      Cobb         I&S         Franchise      Transit         GIS        CIP         Total



  300,000     100,000                    84,495       280,000       126,805               1,501,230

                          147,240         3,930                     219,937              11,881,059

                                          1,965                       1,474                   3,439

                                          4,913                       6,881                 511,758

                          900,726                                    73,722 1,200,000     2,773,896

                                                                      6,881                  16,059

                                                                     44,233                  44,233



                                          2,948                                             136,084

              866,024                                                                       866,024

                                                                      1,720                   1,720

                                                                      9,830                   9,830
 $300,000    $966,024   $1,047,966      $98,251     $280,000       $491,483 $1,200,000 $17,745,332


                                                                Charges for Services
                                                                Health                    6,491,711
                                                                Fleet                     1,768,915
                                                                                        $26,005,958




City of Longview                                  - 57 -                                  2008-09 Budget
Budget Summary – Governmental Funds Summary of Estimated
Financial Sources and Uses ($ In Thousands)
                     Revenue Comparison by Category
                           Three Year History




                   Expenditure Comparison by Department
                             Three Year History




City of Longview                   - 58 -                 2008-09 Budget
Budget Summary – Governmental Funds Summary of Estimated
Sources and Uses ($ in Thousands)…Continued

                                     General Fund                          Special Revenue Funds
                       FY06-07 FY07-08            FY07-08 FY08-09      FY06-07 FY07-08 FY07-08 FY08-09
                       Actual       Budget        Estimated Budget     Actual       Budget Estimated Budget
Financial Sources
Property Tax           $15,988       $17,051        $17,257 $18,795         $0           $0      $0       $0
Sales Tax               17,768        18,206         18,490 18,860       8,858        9,020    9,246   9,430
Fees and Fines           3,402         3,356          3,416    3,539            0         0        0       0
Franchise Tax            6,318         5,895          5,740    5,843            0         0        0       0
Charges for Services     2,691         2,541          2,654    3,242            0         0        0       0
All Other                2,421         2,418          2,386    2,218       539         476      566      554
Special Revenues                0            0            0       0      2,262        2,300    2,400   2,438
Interfund Transfers      2,396         2,439          2,439    2,952       798         804      804    1,064
Fund Balance             1,525         3,173          2,277     569        181         246      101      737

Total Estimated
Sources                $52,509       $55,079        $54,659 $56,018    $12,638 $12,846 $13,117 $14,223

Uses
Administration          $4,736        $5,689         $5,500 $5,456      $4,303       $5,379   $4,737 $5,363
Parks and Recreation     4,956         5,713          5,795    5,917            0         0        0       0
Development Services     2,876         3,122          2,999    3,185     4,416        4,510    4,510   4,715
Financial Services       5,814         3,634          3,587    2,552        31           38    (181)       2
Fire Services           13,262        13,973         14,119 15,347              0         0        0       0
Human Resources            483           648           648      597             0         0        0       0
Community Services       1,720         1,800          1,794    1,843     2,689        5,632    4,175   3,610
Police Services         14,982        16,314         16,278 16,928          48           78      98       98
Public Works             3,679         4,186          3,939    4,193     4,189        4,577    4,581   5,062

Total Budget           $52,508       $55,079        $54,659 $56,018    $15,676 $20,214 $17,920 $18,850

Net Revenues/
(Expenditures)              $1               $0          $0      $0    $(3,038) $(7,368) $(4,803) $(4,627)

Fund Balance
October 1               12,531        11,007         11,007    8,730    17,361       14,142   14,142   9,238

Appropriated
Fund Balance            (1,525)       (3,173)       (2,277)    (569)      (181)       (246)    (101)   (737)

Fund Balance
September 30           $11,007        $7,834         $8,730 $8,161     $14,142       $6,528   $9,238 $3,874




City of Longview                                      - 59 -                                  2008-09 Budget
Budget Summary – Governmental Funds Summary of Estimated
Sources and Uses ($ in Thousands)…Continued


                                                        Debt Service Fund
                                         FY06-07       FY07-08       FY07-08       FY08-09
                                         Actual        Budget        Estimated     Budget
          Financial Sources
          Property Tax                     $5,095        $5,459         $5,525        $5,683
          Sales Tax                                0                           0              0
          Fees and Fines                           0                           0              0
          Franchise Tax                            0                           0              0
          Charges for Services                     0                           0              0
          All Other                           272           250            189              150
          Special Revenues                         0                           0              0
          Interfund Transfers               1,545         1,563          1,563         1,048
          Fund Balance                             0             0             0              0

          Total Estimated Sources          $6,912        $7,272         $7,277        $6,881

          Uses
          Administration                           0             0             0              0
          Parks and Recreation                     0             0             0              0
          Development Services                     0             0             0              0
          Financial Services                6,773         7,273          7,273         6,881
          Fire Services                            0             0             0              0
          Human Resources                          0             0             0              0
          Community Services                       0             0             0              0
          Police Services                          0             0             0              0
          Public Works                             0             0             0              0

          Total Budget                     $6,773        $7,273         $7,273        $6,881


          Net Revenues/ (Expenditures)
                                             $139           $(1)            $4               $0

          Fund Balance
          October 1                         2,231         2,370          2,370         2,374

          Appropriated
          Fund Balance                             0             0             0              0

          Fund Balance
          September 30                     $2,370        $2,369         $2,374        $2,374




City of Longview                            - 60 -                                       2008-09 Budget
Budget Summary – Governmental Funds Summary of Estimated
Sources and Uses ($ in Thousands)…Continued


                 Capital Funds                                     Total Governmental Funds
FY 06-07       FY 07-08       FY 07-08    FY 08-09                FY 06-07 FY 07-08     FY 07-08       FY 08-09
  Actual       Budget         Estimated   Budget                   Actual     Budget      Estimated    Budget


        $0              $0           $0            $0              $21,083      $22,510     $22,782      $24,478
           0              0           0              0              26,626       27,226      27,736       28,290
           0              0           0              0               3,402        3,356       3,416        3,539
           0              0           0              0               6,318        5,895       5,740        5,843
           0              0           0              0               2,691        2,541       2,654        3,242
           0              0           0              0               3,232        3,144       3,141        2,922
           0              0           0              0               2,262        2,300       2,400        2,438
           0              0           0              0               4,739        4,806       4,806        5,064
           0                          0              0               1,706        3,419       2,378        1,306

        $0              $0           $0            $0              $72,059      $75,197     $75,053      $77,122



           0              0           0              0              $9,039      $11,068     $10,237      $10,819
           0              0           0              0               4,956        5,713       5,795        5,917
           0              0           0              0               7,292        7,632       7,509        7,900
           0              0           0              0              12,618       10,945      10,679        9,435
           0              0           0              0              13,262       13,973      14,119       15,347
           0              0           0              0                 483         648          648          597
           0              0           0              0               4,409        7,432       5,969        5,453
           0              0           0              0              15,030       16,392      16,376       17,026
           0              0           0              0               7,868        8,763       8,520        9,255

        $0              $0           $0            $0              $74,957      $82,566     $79,852      $81,749


        $0              $0           $0            $0              $(2,898)    $(7,369)     $(4,799)     $(4,627)


           0              0           0              0              32,123       27,519      27,519       20,342


           0              0           0              0              (1,706)     (3,419)      (2,378)      (1,306)


        $0              $0           $0            $0              $27,519      $16,731     $20,342      $14,409




City of Longview                                         - 61 -                                  2008-09 Budget
Budget Summary – Enterprise Funds Estimated Revenues and
Expenses ($ In Thousands)

                     Revenue Comparison by Category
                           Three Year History




                   Expenditure Comparison by Department
                             Three Year History




City of Longview                   - 62 -                 2008-09 Budget
 Enterprise Funds – Summary of Estimated Revenues, Expenses and
           Changes in Retained Earnings ($ in Thousands)



                                       Water Utilities                         Sanitation
                            FY06-07 FY07-08 FY07-08 FY08-09        FY06-07 FY07-08 FY07-08 FY08-09
                             Actual  Budget Estimated Budget        Actual Budget Estimated Budget
Financial Sources
Charges for Services         $27,746 $26,079 $26,803 $26,425        $3,956   $4,084    $4,113     $4,553
All Other                          0       0       0       0           136      130       107        117
Fund Balance                   5,089     982      10   1,746             0      123       146         28

Total Estimated Financial
Sources                      $32,835 $27,061 $26,813 $28,171        $4,092   $4,337    $4,366     $4,698

Uses
Personnel                     $3,968   $4,235   $4,116   $4,150      $718     $770       $774      $720
Supplies                       2,855    3,214    3,235    3,514        283      390       432        502
Maintenance Structure            248      339      346      285          1        5         5         15
Maintenance Equipment          2,025    2,536    2,457    2,415        416      393       500        537
Contractual Services          11,351    3,397    3,406    3,613      1,788    1,872     1,778      1,995
Benefits                       1,754    1,831    1,804    1,966        355      372       371        416
Capital Outlay                     0      409      349      346          0       35         7          0

Total Budget                 $22,201 $15,961 $15,713 $16,289        $3,561   $3,837    $3,867     $4,185

Income/(Loss) before         $10,634 $11,100 $11,100 $11,882          $531    $500       $499          $513
Transfers In/(Out)

Appropriated Fund            (5,089)    (982)     (10)   (1,746)         0    (123)      (146)         (28)
Balance
Operating Transfers         (10,635) (11,100) (11,100) (11,881)      (474)    (499)      (499)     (512)
In/(Out)

Net Income (Loss)           $(5,090)   $(982)    $(10) $(1,745)        $57   $(122)    $(146)      $(27)

Retained Earnings            $16,499 $11,409 $11,409 $11,399          $871    $928       $928          $782
October 1

Retained Earnings
September 30                 $11,409 $10,427 $11,399     $9,654       $928    $806       $782          $755




City of Longview                                - 63 -                                2008-09 Budget
Enterprise Funds – Summary of Estimated Revenues, Expenses and
Changes in Retained Earnings ($ in Thousands)


                                     Longview Recreation                      Water Development
                            FY06-07 FY07-08 FY07-08 FY08-09          FY06-07 FY07-08 FY07-08 FY08-09
                            Actual       Budget Estimated Budget     Actual       Budget Estimated Budget
Financial Sources
Charges for Services           $511        $571      $574    $561         $0           $0      $0       $0
All Other                        19          12          8      4         28           24      18       18
Fund Balance                         0       24          0     43         23          486     118       28
Total Estimated Financial
Sources                        $530        $607      $582    $608        $51         $510    $136      $46

Uses
Personnel                        $3          $4        $4      $4         $0           $0      $0       $0
Supplies                             0      113       111     124             0         0        0       0
Maintenance Structure                0        0          0      0             0         0        0       0
Maintenance Equipment                0        6          4      8             0         0        0       0
Contractual Services            477         458       444     444             0         0        0       0
Benefits                             3        0          0      0             0         0        0       0
Capital Outlay                       0       25          5     28         51          510     136       46
Total Budget                   $483        $606      $568    $608        $51         $510    $136      $46


Income/(Loss) before            $47          $1       $14      $0         $0           $0      $0       $0
Transfers In/(Out)

Appropriated Fund                    0      (24)         0    (43)      (23)        (486)    (118)     (28)
Balance
Operating Transfers                  0        0          0      0             0         0        0       0
In/(Out)

Net Income (Loss)               $47        $(23)      $14    $(43)     $(23)       $(486)   $(118)   $(28)

Retained Earnings Oct 1        $294        $341      $341    $355       $547         $524    $524     $406

Retained Earnings
September 30                   $341        $318      $355    $312       $524          $38    $406     $378




City of Longview                                    - 64 -                                  2008-09 Budget
            Revenue Bond Debt Service                                     Total Enterprise Funds
  FY06-07        FY07-08       FY07-08       FY08-09            FY06-07     FY07-08     FY07-08      FY08-09
   Actual        Budget        Estimated     Budget             Actual      Budget      Estimated    Budget


            $0            $0          $0              $0         $32,213     $30,734      $31,490     $31,539
       8,854         8,625         8,625        9,389             $9,037      $8,791       $8,758      $9,528
            92        675            675               0          $5,204      $2,290         $949      $1,845

     $8,946         $9,300        $9,300       $9,389            $46,454     $41,815      $41,197     $42,912



            $0            $0          $0              $0          $4,689      $5,009       $4,894      $4,874
             0             0             0             0           3,138       3,717        3,778       4,140
             0             0             0             0             249         344          351         300
             0             0             0             0           2,441       2,935        2,961       2,960
       8,947         9,301         9,301        9,389             22,563      15,028       14,929      15,441
             0             0             0             0           2,112       2,203        2,175       2,382
             0             0             0             0              51         979          497         420
     $8,947         $9,301        $9,301       $9,389            $35,243     $30,215      $29,585     $30,517


        $(1)          $(1)           $(1)             $0         $11,211     $11,600      $11,612     $12,395


        (92)         (675)          (675)              0          (5,204)     (2,290)       (949)      (1,845)

             0             0             0             0         (11,109)    (11,599)     (11,599)    (12,393)

       $(93)        $(676)         $(676)             $0         $(5,102)    $(2,289)      $(936)     $(1,843)


    $10,148        $10,055       $10,055       $9,379            $16,262     $16,373      $16,373     $15,281



    $10,055         $9,379        $9,379       $9,379            $11,160     $14,084      $15,437     $13,438




City of Longview                                       - 65 -                                 2008-09 Budget
    Budget Summary, Internal Service Funds Summary of Estimated
             Revenues and Expenses ($ In Thousands)

                     Revenue Comparison by Category
                           Three Year History




                   Expenditure Comparison by Department
                             Three Year History




City of Longview                   - 66 -                 2008-09 Budget
Internal Service Funds – Summary of Estimated Revenues, Expenses
and Changes in Retained Earnings ($ in Thousands)

                                         Fleet Services                                Risk Management
                            FY06-07 FY07-08 FY07-08 FY08-09               FY06-07 FY07-08 FY07-08 FY08-09
                            Actual       Budget Estimated Budget          Actual       Budget Estimated Budget
Financial Sources
Charges for Services          $1,569 $1,577        $1,646        $1,769    $6,093       $6,524    $6,756 $7,832
All Other                         11           3             8       8      1,538        1,702     1,705    1,600
Fund Balance                         0        14             0       0        227        1,058       823      621

Total Estimated Financial
Sources                       $1,580 $1,594        $1,654        $1,777    $7,858       $9,284    $9,284 $10,053

Uses
Personnel                       $363       $407       $366        $399       $188        $188       $185     $215
Supplies                         955         948       985        1,031            6       42         42          28
Maintenance Structure                5         0            16      10             0         0          0          0
Maintenance Equipment             11          12            13      12             0       24         24           2
Contractual Services              56          37            30      60      7,590        8,942     8,940    9,727
Benefits                         162         177       168         191         75          72         76          80
Capital Outlay                       0         0             0      50             0       15         15           0


Total Budget                  $1,552 $1,581        $1,578        $1,753    $7,859       $9,283    $9,282 $10,052

Income/(Loss) before             $28         $13       $76         $24        $(1)         $1         $2          $1
Transfers In/(Out)

Appropriated Fund                    0      (14)             0       0       (227) (1,058)          (823)    (621)
   Balance
Operating Transfers             (12)        (13)       (13)        (16)            0       (1)        (1)         (2)
   In/(Out)

Net Income (Loss)                $16       $(14)       $63          $8      $(228) $(1,058)        $(822)   $(622)

Retained Earnings
October 1                       $182       $198       $198        $261     $4,556       $4,328    $4,328 $3,506

Retained Earnings
September 30                    $198       $184       $261        $269     $4,328       $3,270    $3,506 $2,884




City of Longview                                   - 67 -                                        2008-09 Budget
Internal Service Funds – Summary of Estimated Revenues, Expenses
and Changes in Retained Earnings ($ in Thousands)


                                 General Maintenance and
                                 Equipment Replacement                    Geographic Information Systems
                            FY06-07 FY07-08 FY07-08 FY08-09              FY06-07 FY07-08 FY07-08 FY08-09
                            Actual       Budget Estimated Budget         Actual       Budget Estimated Budget
Financial Sources:
Charges for Services          $2,254      $2,953   $2,953       $2,859      $314        $407      $407     $491
All Other                       168          124       84          60         13            5       14           7
Fund Balance                     52           24       36           0         53          74          0          0

Total Estimated Financial
Sources                       $2,474      $3,101   $3,073       $2,919      $380        $486      $421     $498

Uses:
Personnel                        $0           $0       $0          $0       $119        $239      $212     $254
Supplies                             0         0            0       0             7       14        21       16
Maintenance Structure           273          307      324         300             0         0         0          0
Maintenance Equipment            93           17       17           0             0         1         1          1
Contractual Services                 0         0            0       0        206         136        93       94
Benefits                             0         0            0       0         47          94        87      104
Capital Outlay                 1,432       2,381    2,381        2,446            0         0         0      18


Total Budget                  $1,798      $2,705   $2,722       $2,746      $379        $484      $414     $487

Income/(Loss) before           $676         $396    $351         $173         $1          $2        $7      $11
Transfers In/(Out)

Appropriated Fund               (52)        (24)      (36)          0        (53)        (74)         0          0
   Balance
Operating Transfers                  0         0            0       0             0       (2)       (2)      (2)
   In/(Out)

Net Income (Loss)              $624         $372    $315         $173       $(52)       $(74)       $5       $9

Retained Earnings Oct. 1        $65         $689    $689        $1,004      $113         $61       $61      $66

Retained Earnings
September 30                   $689       $1,061   $1,004       $1,177       $61        ($13)      $66      $75




City of Longview                                   - 68 -                                       2008-09 Budget
             Total Internal Services
 FY06-07     FY07-08       FY07-08      FY08-09
  Actual      Budget       Estimated    Budget


  $10,230      $11,461       $11,762     $12,951
     1,730         1,834        1,811      1,675
      332          1,170         859         621



  $12,292      $14,465       $14,432     $15,247



     $670          $834         $763        $868
      968          1,004        1,048      1,075
      278           307          340         310
      104            54           55          15
     7,852         9,115        9,063      9,881
      284           343          331         375
     1,432         2,396        2,396      2,514


  $11,588      $14,053       $13,996     $15,038

     $704          $412         $436        $209

     (332)      (1,170)         (859)      (621)

      (12)          (14)         (14)       (18)


     $360        $(772)        $(437)    $$(430)

   $4,738        $4,526       $4,526      $3,767



   $5,098        $3,754        $4,089     $3,337




City of Longview                                   - 69 -   2008-09 Budget
                   Fund Summary – General Fund




City of Longview               - 70 -            2008-09 Budget
General Fund Highlights
Revenues
As indicated by the chart below, General Fund revenues for FY 2008-09 are projected at
$56,019,243 an increase of 1.71% over FY 2007-08 budget of $55,079,344. This increase is
due to a 10.22% increase in Property Tax revenue and a 27.57% increase in Charges for
Services. The City Council has determined that a portion of the Fund Balance reserve should
be set aside for one-time expenditures such as VOIP phone system, fleet amortization, and
health insurance.

                              FY2006-07     FY2007-08      FY2007-08      FY2008-09      % Change
       General Fund             Actual       Budget        Yr-End Est.     Budget        to Budget
 Property Taxes               $15,988,260    $17,051,489    $17,257,272    $18,794,903       10.22%
 Sales Tax                     17,768,074     18,206,281     18,490,484     18,860,294        3.59%
 Fees and Fines                 3,401,565      3,356,056      3,415,900      3,539,400        5.46%
 Franchise Tax                  6,318,036      5,894,631      5,740,257      5,842,994       -0.88%
 Charges for Services           2,691,427      2,541,426      2,653,951      3,242,126       27.57%
 All Other                      2,420,661      2,417,600      2,385,997      2,218,000       -8.26%
 Interfund Transfers            2,396,266      2,439,031      2,439,031      2,952,033       21.03%
 Appropriated Fund Balance      1,525,455      3,172,831      2,276,685        569,493      -82.05%

Gross Revenues                $52,509,744    $55,079,344    $54,659,577    $56,019,243       1.71%

Following is a summary of each revenue category, explaining the basis for projections and
reasons for changes.

Sales Tax
Sales Tax is one of the General Fund’s largest revenue sourced representing 34% of the fund’s
total revenues. Actual collections for FY 2007-08 are projected to be 1.55% above the amount
budgeted due to a positive collection trend shown in the chart on the next page along with
current economic forecasts for the area. With FY 2007-08 exhibiting positive income levels, the
City projected a conservative budget for FY 2008-09 of 2% above the prior year collections
resulting in a 3.59% expected increase in budgeted revenue.




City of Longview                             - 71 -                              2008-09 Budget
General Fund Highlights…Continued
                                        Monthly Sales Tax Revenues




The chart below shows that the City had steady increases in sales tax revenues from 1996 to
2000. Then in 2001, a leveling out of revenues for the next three years occurred. An increase
began for the city in 2004 with sizeable incremental growth from 2005 to 2008. Historically
elevated energy prices continue to propel the Longview economy forward, placing growth in the
area well above the national average. The strongest job gains are coming from the goods-
producing industries, although the majority of service-providing sectors are also experiencing
robust growth. As long as the oil prices remain steady, Longview’s economy is expected to
continue to strengthen. Another factor in the growth is numerous tournaments that have been
hosted furthering our Sports Tourism initiatives.


                                          History of Sales Tax Collections

  $19,000,000
  $18,000,000
  $17,000,000
  $16,000,000
  $15,000,000
  $14,000,000
  $13,000,000
  $12,000,000
  $11,000,000
  $10,000,000
   $9,000,000
                   96


                           97


                                   98


                                           99


                                                   00


                                                           01


                                                                   02


                                                                           03


                                                                                   04


                                                                                           05


                                                                                                   06


                                                                                                           07


                                                                                                                   08



                                                                                                                             t
                                                                                                                           ge
                19


                        19


                                19


                                        19


                                                20


                                                        20


                                                                20


                                                                        20


                                                                                20


                                                                                        20


                                                                                                20


                                                                                                        20


                                                                                                                20



                                                                                                                           d
                                                                                                                        Bu
                                                                                                                      09
                                                                                                                   20




City of Longview                                           - 72 -                                          2008-09 Budget
General Fund Highlights…Continued

Property Tax
Property Tax is one of the General Fund’s largest revenue sources at 34%. As indicated in the
next chart, taxable values increased for FY 2004-05 at an unprecedented 7.39%. This is one of
the largest increases the city has had in many years and is attributed to mineral and multifamily
resident values increasing. The certified numbers for FY 2005-06 indicate the appraised value
in the city has increased 173 million dollars over the previous year to more than 4 billion dollars.
This represents an increase of 6.45%. There are two main reasons behind this significant
increase. Rising oil and gas prices have resulted in large increases to mineral values in the
local area. Additionally, taxable equipment associated with the Dana Manufacturing Plant was
added to the tax rolls that year. The city experienced another surge in values for FY 2006-07.
Taxable values grew by 312 million dollars representing a 7.66% growth in the tax base. This
growth is contributed to a 15% increase in Industrial Personal Property and 26% increase in
Mineral values. Neiman Marcus added to the tax roll in FY 2007-08, taxable values rose 365
million dollars representing an 8.33% growth in the tax base. This growth is contributed to a
21% increase in Industrial Personal Property and 10% increase in Residential-Single Family.
Neiman Marcus was added to the tax rolls in 2007-08. As shown in the next table, the tax rate
has remained steady for the past 5 years keeping the total rate reduction to 5.0 cents. The
Operations and Maintenance tax rate was increased by .42 cents that resulted in a reduction to
the debt tax rate. The chart on the next page highlights the changes in the tax rate and
assessed values over the past eight years.


                      Annual Change in Tax Rate and Certified Taxable Value
              Total       O&M         Increase        Debt       Increase       Certified         %
   FY         Rate        Rate       (Decrease)       Rate      (Decrease)    Taxable Value     Change
2001-02       $0.4934      $0.3621        0.0015      $0.1313      (0.0265)    $3,403,665,985    4.95%
2002-03       $0.4834      $0.3567      (0.0054)      $0.1267      (0.0046)    $3,485,128,176    2.39%
2003-04       $0.4834      $0.3593      (0.0024)      $0.1241        0.0024    $3,566,893,115    2.35%
2004-05       $0.4834      $0.3664        0.0071      $0.1170      (0.0071)    $3,830,357,481    7.39%
2005-06       $0.4834      $0.3616      (0.0048)      $0.1218        0.0048    $4,077,521,037    6.45%
2006-07       $0.4834      $0.3658        0.0042      $0.1176      (0.0042)    $4,390,009,119    7.66%
2007-08       $0.4840      $0.3658        0.0000      $0.1182        0.0006    $4,755,648,440    8.33%
2008-09       $0.4840      $0.3707        0.0049      $0.1133      (0.0049)    $5,181,753,712    8.89%

                                 Impact on Average Residence
                               •Average Home Value              $126,816
                               •Proposed Tax Rate               $ 0.4840
                               •Average Tax Amount              $ 613.77
                               •Change from 2007                 20.67%

Assessed values on Inventory had a 17.72% increase as itemized in the next chart. Another
area with a noticeable increase is Residential – Multifamily, along with Commercial/Industrial
personal property. Other property use categories indicate moderate increases over the prior tax
roll.




City of Longview                                   - 73 -                                2008-09 Budget
General Fund Highlights…Continued

                      Change in Property Use Categories Assessed Valuation
               Use Category                 2007               2008          % Change
       Residential-Single Family         $2,184,280,856     $2,359,035,617       8.00%
       Residential-Multifamily              221,986,177        245,465,171      10.58%
       Commercial/Industrial                938,006,766      1,008,008,320       7.46%
       Minerals                             102,965,350        109,207,020       6.06%
       Inventory                              8,782,283         10,338,820      17.72%
       Commercial/Industrial, Personal    1,234,920,423      1,360,386,740      10.16%

Fees and Fines
Fees and Fines are 6% of the total General Fund revenues and have a projected 5.46%
increase over the FY 2007-08 Budget. The increase in revenues is due to various underlying
assumptions explained below.

Engineering permits and fees have projected a 33% increase due to a projected increase in
local development and project sizes.

Environmental Health developed a food worker training course toward the end of FY 2007-08.
The food worker training course offers food service employee training on safe food handling
techniques, personal hygiene, and food safety. The course covers the requirements of the
Food Code and what is expected in food establishments when City staff conducts inspections.
The course also answers questions and explains any information that may be unclear to the
workers. This is projected to increase revenue 49% in FY 2008-09.

Municipal Court has projected a 5% increase based on current revenue trends and past
analysis.

Franchise Tax
Franchise Taxes are 10% of the total General Fund revenues for FY 2008-09. They have a
projected decrease of 0.88% over FY 2007-08 budget. Electric is based on usage and is
influenced by the weather during the summer and winter months. The electric budget is
prepared based on normal winter and summer temperatures. This line item was decreased
back to FY 2006-07 actuals because FY 2007-08 projections were not met as predicted. Year-
end estimates for FY 2007-08 were closer to FY 2006-07 actuals. Gas is also based on usage
and is influenced by the weather during the summer and winter months. The gas budget is
prepared based on normal winter and summer temperatures. This line item was increased by




City of Longview                             - 74 -                             2008-09 Budget
General Fund Highlights…Continued
Franchise Tax…Continued
2% over FY 2007-08 year-end estimates. In the past few years, the telephone franchise fee has
been declining because of the drop in use of landlines with the customer base using wireless
options. However in FY 2006-07 telephone franchise fees increased. There was also a slight
increase in FY 2007-08; therefore, the FY 2007-08 year-end estimate was budgeted for FY
2008-09. Cable remained stable through FY 2007-08; therefore, the FY 2007-08 year-end
estimate was budgeted for FY 2008-09. Road use fee was increased by 21% for the FY 2008-
09 budget. Mixed drink tax was increased by 12% for FY 2008-09 budget. Bingo tax was
decreased by 9% for FY 2008-09 budget; however, this number could increase with the newly
constructed Bingo Center.

Charges for Services
Charges for Services are 6% of the General Fund’s total revenue projections and are projected
at 27.57% over FY 2007-08 budget. By examining the revenue trends for the City, it is evident
that this revenue source has not been increasing to cover the cost for rising demands in service
for all areas of the City. In addition, external cost drivers such as fuel increase, inflation, and
material costs have increased the City’s expenditures without an increase to revenues to help
compensate for part of those costs. The General Fund has been relying heavily on
supplementing costs with the appropriation of its fund balance.

Emergency Medical Services is expected to collect 31% more in revenues. The fire department
installed new billing software during FY 2005-06. FY 2006-07 was the first full year to use the
new software. During this year, the fire department saw better collections on delinquent
accounts. They have changed some of their procedures that allow for much higher
accountability and system supervision. The fire department is also starting two new programs in
FY 2008-09. The first program is the Ambulance Subscription Program. It will offer residents in
the city limits the opportunity to purchase a subscription for $70, which would provide the
subscriber ambulance treatment and transport to either of the two hospitals in Longview. It
covers the out-of-pocket expense for all family members that live in the household that meet the
eligibility requirements. The second program is the Ambulance Extraction Fees Program. This
program will invoice residents outside of the Longview city limits for services the ambulance
provides to these residents. These two new programs are projected to increase revenue by
$75,000 in FY 2008-09.

In Parks and Recreation, Swimming Pool Fees are expected to collect 17% more in revenues
due to projected participation increase. Recreation Fees are also expected to collect 21% more
in revenues due to projected participation increase.

All Other
All other revenues represent 4% of the General Fund’s projected revenues and are projected
with a decrease of 8.26% for FY 2008-09. This category of revenues consists of both other
revenues and the appropriated fund balance. Interest earnings is anticipated to decrease 42%
in FY 2008-09.




City of Longview                               - 75 -                                2008-09 Budget
General Fund Highlights…Continued
All Other…Continued
In order to be proactive, the city has designated $750,000 from the General Fund for Other Post
Employment Benefits (OPEB) in FY 2006-07 and $100,000 in FY 2007-08 for a total of
$850,000. The remaining fund balance appropriation will be used for one-time expenditures
such as a VOIP phone system, fleet amortization, and health benefits. These one-time
expenditures will help enhance customer service.

Interfund Transfer
Transfers from other funds into the General Fund are 6% of total revenues and have a 21.03%
projected increase. This line item is used to account for the collection of administrative charges
due from other city funds.




City of Longview                              - 76 -                                2008-09 Budget
Fund Summary – General Fund




City of Longview              - 77 -   2008-09 Budget
General Fund Highlights
Expenditures by Category
As the chart indicates, General Fund total expenditures for FY 2008-09 are budgeted at
$56,019,243, an increase of $939,899, or 1.7% over FY 2007-08 Budget.


   General Fund          FY2006-07        FY2007-08       FY2007-08        FY2008-09       % Change
    Categories             Actual          Budget         Yr End Est.       Budget         To Budget

Personnel                   $25,620,109     $27,800,719      $27,581,506     $29,331,304          5.5%
Supplies                      2,868,595       3,048,751        3,213,582       3,062,963          0.5%
Maintenance Structure         1,231,587       1,372,779        1,366,319       1,370,597         -0.2%
Maintenance Equipment         1,178,556       1,297,260        1,316,180       1,370,141          5.6%
Contractual Services         11,650,620      11,051,008       10,783,214       9,601,184        -13.1%
Benefits                      8,942,937       9,630,682        9,466,356      10,619,787         10.3%
Capital Outlay                1,017,340         878,145          932,420         663,267        -24.5%
Total Expenditures          $52,509,744     $55,079,344      $54,659,577     $56,019,243          1.7%
Less: Transfers               4,943,350       2,590,430        2,590,430       2,256,145        -12.9%
Net Expenditures            $47,566,394     $52,488,914      $52,069,147     $53,763,098          2.4%



Personnel
Personnel is 52% and Benefits are 19% of the General Fund’s operating budget for a total
payroll cost of 71%. The City budgets salaries and benefits at 100% with a study of past
vacancies to determine a vacancy factor charged against labor costs. Personnel costs have
increased by 5.5% due to the following reasons:

The City considers its employees as its most valuable asset and an engaged work force is
essential to the city remaining a High Performing Organization. In reviewing salaries compared
to our peer cities, we discovered that the city’s salary ranges were approximately 9% lower than
the comparators. Because it had been years since the city performed a comprehensive salary
study and more than six (6) years since we performed a classification study, the city hired Public
Sector Personnel Consultants to perform a Classification and Compensation Study for all
positions the city employs. The consultants compared Longview to 19 cities in Texas with
similar characteristics to Longview. Many positions received title changes, reclassification of
duties, and pay adjustments. Some positions were already being paid at the market value. All
employees received a 3% raise October 1, 2008. Employees who are still below the new mid-
point market value will receive an additional raise April 1, 2008, to bring their salary up to the
target rate. In order to be eligible for a raise, employees must have been in a full-time or part-
time position, must be performing in a satisfactory manner, and not have been off work for an
extended period of time.

The police department adjusted their five-year plan, which was approved by Council. There are
no new officers for this year. This year’s budget provides for recruitment bonuses to be paid to
new police recruits willing to make a multi-year commitment.




City of Longview                              - 78 -                                2008-09 Budget
General Fund Highlights…Continued

Supplies
Supplies are 5% of the total budget and have a budgeted increase of 0.5%. An increase in the
number of vehicle replacements equated in higher minor apparatus and vehicle supplies costs.
Electricity costs are up 15% and material costs such as concrete and asphalt that are needed in
street repair, etc. are also increasing. Medical supplies for the fire department increased by
48% due to the uncontrollable environmental cost reflecting actual price increase in IV fluids and
supplies. Police had a 20.9% increase in Wearing Apparel due to rotation of SWAT heavy vests
and changeover in uniforms. Water Distribution increased Minor Apparatus by 105.7% to
acquire tools needed to accommodate an increase in additional personnel from the Utilities
Department.

The Sports Tourism initiative increased the need for insecticides, fuel for mowers, beautification
supplies, etc.

Maintenance
Maintenance is 5% of the General Fund’s budget. It has a budgeted increase of 5.4%.
Maintenance increase is due to the increase in the cost of vehicle parts and labor for vehicle
repairs.

Contractual Services
Contractual Services are 17% of the budget and have a 13% decrease over the budget for FY
2007-08. Interfund transfers are accounted for in contractual services.

Municipal Courts decreased the amount of money they budgeted for temporary services in FY
2008-09 by $17,800.

Finance’s special services increased by $43,315 due to an increase in the cost of Gregg County
and Harrison County appraisal districts’ services to the city.

Human Resources was able to decrease $115,000 from contractual services for the
compensation study that was performed in FY 2007-08.

Information Technology decreased their contractual services FY 2008-09 budget by decreasing
communications and subscriptions services both by $10,000.

Police decreased the vehicles they requested by $160,792 for FY 2008-09 to reduce their
contractual services.

Traffic Maintenance reduced their light and power budget by $60,000 in FY 2008-09 to reduce
their contractual services.

City Engineering reduced their special services budget by $60,000 in FY 2008-09 to reduce
their contractual services. With the absence of a City Engineer in FY 2007-08, all of this work
was contracted out to other engineers causing special services to increase at a rapid rate.

Parks decreased the vehicles they requested by $111,475 for FY 2008-09 to reduce their
contractual services.



City of Longview                              - 79 -                                2008-09 Budget
General Fund Highlights…Continued

Contractual Services…Continued
In our ongoing effort to address litter, funds are included to pay a portion of the    salary of a
Gregg County Jailer to supervise a newly created prisoner clean-up work detail.         Funding to
match a grant from the East Texas Council of Governments to Gregg County is            included to
assist in paying a Litter Abatement Officer that will provide enforcement of illegal   dumping in
Longview and Gregg County.

City vehicle purchases are budgeted in this category of expenditures. The funds are then
transferred to a vehicle replacement fund, which purchases and owns the vehicles. The
strategy is to eventually establish a fund with the capital to purchase vehicles as needed. The
divisions would then have a constant rate that would be funded each year to lease these
vehicles from that fund. This plan was implemented to elevate the unpredictable rise and fall of
funding for vehicles, therefore establishing a steadier rate for the taxpayer. The strategy started
in FY 2007-08. The City departments that use a City vehicle have set aside a specific amount
of money in their budget to create the capital necessary to start this process. It should only take
five years to create the necessary capital to start purchasing the vehicles on an as needed
basis.

Capital Outlay
Capital Outlay is 1% of the budget. It has a projected decrease of 24.5%. Capital Outlay has
decreased mainly due to the fact that certain items are no longer coded as capital. For
example, desktop and laptop computers as well as library books were once coded as capital
outlay. They are now coded as supplies.

Municipal Courts purchased computer equipment for their new phone system, Teleworks, in FY
2007-08. In FY 2008-09, they are not budgeting to purchase any capital items.

Information Technology began the conversion to a VOIP phone system in FY 2007-08 with an
initial payment of $300,000. In FY 2008-09, the remaining balance of $200,000 will be paid.
Also, in FY 2007-08, $30,000 was budgeted for a call center, which is not included in the FY
2008-09 budget.

Public Safety Communications has budgeted $162,000 in FY 2008-09 to purchase land to build
a new radio tower for the new digital radio system that will be installed in FY 2008-09.

The Fire Department budgeted $98,400 on Instruments and Apparatus in FY 2007-08 for new
cots, a copy machine, and thermal imagers. This budget was reduced to $0 in FY 2008-09.




City of Longview                               - 80 -                                2008-09 Budget
                      Fund Summary – Enterprise Funds


                                         FY 08-09
                                Enterprise Fund Revenues

                                 Longview           Water
                                 Recreation      Development
                                    2%               0%
                   Sanitation
                     14%




                                                        Water & Sewer
                                                            84%




                                           FY 08-09
                                Enterprise Fund Expenditures

                                 Longview           Water
                                 Recreation      Development
                                    2%               0%
                   Sanitation
                     14%




                                                       Water & Sewer
                                                           84%




City of Longview                        - 81 -                          2008-09 Budget
                               Enterprise Funds Highlights

                             FY 2006-07       FY 2007-08      FY 2007-08       FY 2008-09      % Change
          Fund                 Actual           Budget        Yr-End Est.        Budget         to Budget
Revenues
Water and Sewer               $32,835,864      $27,060,462     $26,812,980      $28,170,542          4.10%
Sanitation                      4,091,728        4,336,105       4,366,529        4,697,976          8.35%
Longview Recreation               529,533          606,170         582,689          608,064          0.31%
Water Development                  51,061          510,049         135,695           45,900        -91.00%
   Total Revenues             $37,508,187      $32,512,786     $31,897,893      $33,522,482          3.11%

Expenditures
Water and Sewer               $32,835,865      $27,060,462     $26,812,980      $28,170,542          4.10%
Sanitation                      4,034,753        4,336,106       4,366,529        4,697,976          8.35%
Longview Recreation               483,392          606,170         567,596          608,064          0.31%
Water Development                  51,061          510,049         135,695           45,900        -91.00%
   Total Expenditures         $37,405,071      $32,512,787     $31,882,800      $33,522,482          3.11%

Water and Sewer Fund
The Water and Sewer Fund is 84% of the enterprise fund revenues. Water Revenue is
projected based on average rainfall for the area. The past summer had average rainfall
resulting in revenues lower than budgeted. FY 2008-09 water revenues are projected to
increase by 4.10%. This increase is due to an increase in water sale. Any revenue shortages
will be funded through unallocated fund balance.

Water and Sewer Fund expenditures for FY 2008-09 have a budgeted increase of 4.10%. In
reviewing salaries compared to our peer cities, we discovered that the city’s salary ranges were
approximately 9% lower than the comparators. Because it had been years since the city
performed a comprehensive salary study and more than six (6) years since we performed a
classification study, the city hired Public Sector Personnel Consultants to perform a
Classification and Compensation Study for all positions the city employs. The consultants
compared Longview to 19 cities in Texas with similar characteristics to Longview. Many
positions received title changes, reclassification of duties, and pay adjustments. Some positions
were already being paid at the market value. All employees received a 3% raise October 1,
2008. Employees who are still below the new mid-point market value will receive an additional
raise April 1, 2008, to bring their salary up to their target rate. In order to be eligible for a raise,
employees must have been in a full-time or part-time position, must be performing in a
satisfactory manner, and have not been off work for an extended period of time. Supply costs
have risen due to an anticipated increase in raw materials and fuel costs. Also, contract
negotiations between Cherokee and Sabine for the purchase of raw water caused the supply
cost to increase. Due to an increase in personnel, additional tools were needed, which also
increased supply costs. Land and Structure Maintenance costs increased due to building
repair projects. Also in this category is a project for Lake O’Pines Water Treatment Plan for
sludge disposal.




City of Longview                                 - 82 -                                  2008-09 Budget
Enterprise Fund Highlights…Continued
Vehicle replacements increased in cost for FY 2008-09 by approximately $119,959. This is due
to the age or usage of the current fleet. Therefore, a strategic plan has been implemented to
eventually establish a fund with enough capital to purchase vehicles as needed. The divisions
would then have a constant rate that would be funded each year to lease these vehicles from
that fund. This plan was implemented to elevate the unpredictable rise and fall of funding for
vehicles; therefore, establishing a steadier rate for the taxpayer. The strategy started in FY
2007-08. The City departments that use a City vehicle have set aside a specific amount of
money in their budget to create the capital necessary to start this process. It should only take
five years to create the necessary capital to start purchasing the vehicles on an as needed
basis. Another area of savings for this fund results from a reduction in the amount of interfund
transfers. Debt requirements have increased by $140,817. The Council approved issuing
approximately $12 million in capital bonds for capital improvements during FY 2007-08. The
capital improvements budget is approved at the same time the budget process is taking place.

Water Development
The Water Development Fund was created in 1983 and was funded through a 10% surcharge
on the retail water rates. The 10% surcharge was eliminated in FY 2001-02 with the planned
opening of the new Lake O’ the Pines Water Plant. Future revenue will be from interest
earnings until all the funds are expended, at which time the fund will be closed.

The Capital Improvement Program dedicates the existing balance and any future interest
earnings toward the construction of a transmission line and the Lake O’ the Pines Water
Treatment Plant. The large decrease in revenues and expenditures is due to a budgeting
difference.

Sanitation Fund
The Sanitation Fund provides for the administration, operation, and maintenance of the City’s
solid waste system that includes refuse collection, recycling, and composting. FY 2007-08
revenues were projected to be 0.7% over budget. Any revenue shortages will be funded
through unallocated fund balance.

FY 2008-09 has a budgeted 8.35% increase. The landfill contract allows for an increase each
year based on the Consumer Price Index for all urban consumers in the Dallas-Fort Worth
SMSA, as published by the Unites States Department of Labor, Bureau of Vital Statistics. An
estimate of 4% has been used to increase landfill expenditures along with a 4.5% increase in
recycling costs. Other increases include fuel and electricity costs. Increased repair costs for
the eight lease trucks are being incurred because they are currently out of warranty. A
lease/purchase plan will be obtained this fiscal year to purchase six trucks.




City of Longview                             - 83 -                               2008-09 Budget
Enterprise Fund Highlights…Continued
Longview Recreation
The Longview Recreation Fund accounts for special recreation events provided for groups or
individuals on a fee basis. Revenues have a projected 0.31% increase over the FY 2007-08
budget.

The Longview Recreation Fund FY 2008-09 expenditure budget is 0.31% over the FY 2007-08
budget. Program costs are budgeted at the anticipated participation level. Increased cost due
to an increase in participation will have a corresponding increase in projected revenues.




City of Longview                            - 84 -                              2008-09 Budget
             Fund Summary – Internal Service and Capital Funds




City of Longview                   - 85 -                    2008-09 Budget
Internal Service Funds Highlights
                      Internal Service and Capital Improvement Funds
                            FY 2006-07    FY 2007-08     FY 2007-08     FY 2008-09 % Change
           Fund               Actual       Budget        Yr-End Est.     Budget    to Budget
 Revenues
 General Liability            $658,149       $740,339       $740,588      $876,778        18.4%
 Group Health                 6,630,444      7,963,725      7,954,305     8,540,156        7.2%
 Workers Compensation           569,950        579,829        588,829       636,843        9.8%
 Fleet Services               1,579,627      1,594,343      1,654,543     1,777,115       11.5%
 General Maintenance            365,954        323,698        340,636       305,000       -5.8%
 General Equipment            2,107,702      2,776,542      2,731,542     2,613,506       -5.9%
 Geographic Info. Systems       380,032        485,806       421,013       498,482          0.0%
    Total Revenues          $12,291,858 $14,464,282 $14,431,456 $15,247,880                 5.4%

 Expenditures
 General Liability          $658,149    $740,339    $740,588    $876,778                  18.4%
 Group Health               6,630,444   7,963,725   7,963,305   8,540,156                  7.2%
 Workers Compensation         569,950     579,829     579,829     636,843                  9.8%
 Fleet Services             1,564,919   1,594,343   1,591,691   1,768,932                 11.0%
 General Maintenance          365,954     323,698     340,636     300,100                 -7.3%
 General Equipment          1,431,652   2,380,954   2,381,015   2,446,185                  2.7%
 Geographic Info. Systems     380,032     485,806     415,399     488,900                  0.0%
    Total Expenditures    $11,601,100 $14,068,694 $14,012,463 $15,057,894                  7.0%

General Liability
The General Liability Fund is a self-insurance fund established to accumulate claim reserves
and to pay claims and administrative fees for general liability and worker’s compensation,
including vehicle, public official, and law enforcement liability.

Group Health
Group Health is a self-insurance fund for employees’ health and dental coverage. The 7.2%
increase to FY 2008-09 expenditures is attributed to increased premiums and expected claims.
The Health Clinic was opened in FY 2007-08 to all City employees, retirees, and dependents.
The clinic addresses the need for medical treatment that often goes unchecked for those
employees who neglect seeking treatment due to lack of funds. It also assists in providing
routine vaccines offered to at-risk employees, drug screens, and physicals. The clinic
addresses the ever-rising cost of health care by allowing the City to contract directly with
providers (physicians, nurses, lab work, imaging, etc.). The need to increase deductibles and
out of pocket expenses places a greater burden on the employee and retiree. This is a trend
that is likely to continue. The clinic offers a service free of charge to all plan participants.




City of Longview                             - 86 -                               2008-09 Budget
Internal Service Funds Highlights…Continued
Workers Compensation
Workers Compensation was changed from a self-insurance program to private insurance
through the Texas Municipal League in FY 2000-01. Claims were higher in the initial year due
to covering the prior claims still active from self-insurance as well as paying an annual premium
for the private insurance. As our claims history has improved and our contribution rates have
lowered, our Workers' Compensation expense budget has decreased. The 9.8% increase to FY
2008-09 expenditures is attributed to a increase in the number of outside volunteers and a slight
increase in the number of full-time positions.

Fleet Services
The Fleet Services Fund is responsible for maintaining the City’s vehicles. Present funding is
based on fixed fee maintenance contracts for departments with cars and light trucks and an
invoice system for heavy equipment. Maintenance costs are projected based on the age of the
vehicle and its maintenance history.

General Maintenance
General Maintenance for the City of Longview is funded through an interfund transfer from the
General Fund and is used for major maintenance items not funded in the annual operating
budget.

General Equipment
General Equipment is an interfund transfer from the General fund and is used for major capital
improvements not funded in the annual operating budget. The total increase to this fund is
2.70%.

Geographic Information Systems
Geographic Information Systems (GIS) can be defined in several ways; basically it is a
computer information system that manages geographically controlled data.                   A GIS
encompasses the idea of having digital maps and database tables linked together. In a GIS,
every feature shown on a map is linked to information about that feature in the database. In
September 2003, the City Council approved a resolution awarding a contract for professional
services for development of a GIS Master Plan. The GIS Master Plan provided a three year
framework for creating the enterprise GIS. FY 2004-05 was year one and consisted of the
hiring of 2 employees and the set up and conversion of the database system. Year two, FY
2005-06 consisted of the hiring of one more employee and continued with the corrections to
existing data on a citywide basis. In addition, quality assurance/quality control reports and data
quality standards were created. Two custom applications were also created. The final year, FY
2006-07, consisted of mainly personnel and conversion costs.




City of Longview                              - 87 -                                2008-09 Budget
Special Revenue and Capital Funds Highlights
                                FY 2006-07 FY 2007-08        FY 2007-08      FY 2008-09 % Change
           Fund                   Actual    Budget           Yr End Est.      Budget    To Budget
Revenues
Maude Cobb Activity Center        $1,029,775    $1,083,652        $973,212      $1,244,415      14.8%
Hotel Occupancy Tax                1,551,269     1,498,941       1,589,795       1,637,186       9.2%
1/4 Cent Drainage                  4,508,587     4,577,131       4,672,620       5,062,242      10.6%
E-911 Communications                 774,015       740,402         723,327       1,060,945      43.3%
Cable Franchise                      100,464       106,450         106,450         114,251       7.3%
Municipal Utility Coalition                0             0         115,100         115,100       0.0%
Longview Economic Development      4,416,473     4,510,338       4,622,620       4,715,073       4.5%
Police Special                        71,114        77,500          97,614          97,510      25.8%
Municipal Court Fees                 143,384       190,617         190,617         169,204     -11.2%
Unclaimed Money                       15,102        10,000           8,000           8,000     -20.0%
Grants                             2,302,831     5,832,236       4,336,740       3,049,477     -47.7%
Donated Funds                         30,494        36,080             500               0    -100.0%
Transit                            1,422,085     1,329,628       1,329,627       1,606,916      20.9%
   Total Revenue                 $16,365,594   $19,992,976     $18,766,223     $18,880,319      -5.6%


Expenditures
Maude Cobb Activity Center          $980,693    $1,083,652        $945,352      $1,244,415      14.8%
Hotel Occupancy Tax                1,331,603     1,371,656       1,369,831       1,631,036      18.9%
1/4 Cent Drainage                  4,189,243     4,577,131       4,581,226       5,062,242      10.6%
E-911 Communications                 774,016       740,402         686,002       1,060,945      43.3%
Cable Franchise                       83,587        92,678          91,194         100,261       8.2%
Municipal Utility Coalition                0             0         115,100         115,100       0.0%
Longview Economic Development      4,416,473     4,510,338       4,510,338       4,715,073       4.5%
Police Special                        47,703        77,500          97,614          97,510      25.8%
Municipal Court Fees                  89,960       190,617         190,617         169,204     -11.2%
Unclaimed Money                          874         2,200       (184,688)           2,400       9.1%
Grants                             2,338,490     6,203,308       4,186,713       3,050,136     -50.8%
Donated Funds                         30,494        36,080           4,170               0    -100.0%
Transit                            1,422,085     1,329,628       1,329,627       1,607,068      20.9%
   Total Expenditures            $15,705,221   $20,215,190     $17,923,096     $18,855,390      -6.7%


¼ Cent Public Improvement Tax
The Public Improvement Tax is funded with a quarter cent of the City’s sales tax used for
drainage and public works improvements. This Fund has an annual operating budget which
funds minor maintenance projects and a capital improvement budget for major drainage
projects. Expenditures have a projected 10.6% increase. This is due to increased funding for
projects.

E-911 Communications
E-911 Communications revenues have a projected increase of 43.3%. The expenditures for
this fund are expected to increase by 43.3%. The reason for both revenue and expenditure
increases is because of a reorganization of employees and benefits from Public Safety
Communications in the General Fund to E-911 Communications. The revenue increase came
from the fund balance.

Hotel/Motel Tax
Revenues in the Hotel/Motel Tax Fund are projected to increase 9.2%. This is due to an
anticipated increase in revenues. The Hotel/Motel Tax Fund is used to promote tourism.




City of Longview                                 - 88 -                                 2008-09 Budget
Special Revenue and Capital Funds Highlights…Continued

Economic Development
The City funds LEDCO with a ¼ cent sales tax dedicated to economic development and 4A
projects. Sales tax has been projected at a 2% increase from the FY 2007-08 year-end
estimates. This increase in calculated off of the anticipated sales tax for FY 2008-09.

Police Special
Revenues from forfeited property seized in connection with violations of the Controlled
Substances Act are reported in the Police Special Fund. The County and the Longview Police
Department jointly share in these revenues used for the purchase of special equipment and
supplies needed in the Police Department. Due to the nature of the revenue, budgets are
conservative estimates each year.

Unclaimed Money
This fund is required by the state to maintain unclaimed property with a value of $100 or less.
This budget covers the cost of operating the fund and disbursing property should a claim be
filed by the rightful owner.

Municipal Court Special
Funding is provided from the assessment of additional fines on misdemeanors. These funds
are for municipal court security, technology, and maintenance improvements. The large
decrease in expenditures is due to the completion of a renovation project of the Municipal Court
area.

Grants
All state and federal grants are budgeted based on the amount awarded by the outside agency.
Many of the grant cycles do not correspond to the City’s fiscal year. Grant funds are budgeted
in the year of award and the balance carried forward until all funds are expended.

Cable Franchise Fees
This fund is to assist in developing and encouraging communications between the City and its
citizens. Revenues for this fund stay steady due to an extension of the cable franchise
agreement establishing a set dollar amount for a set number of years. The major increase to
the expenditures of this fund is due to the City’s cable channel upgrades.

Transit
Longview Transit is a fixed route public transportation system servicing the Longview urbanized
area. Six routes are currently in place with a fleet of eleven buses operating six days a week.
The transportation system also provides specialized services through demand response and
City of Longview (COLT). Funding for this service is provided through an interfund transfer from
the General Fund, a federal grant, and the Texas Department of Transportation.




City of Longview                             - 89 -                               2008-09 Budget
City of Longview   - 90 -   2008-09 Budget
                                Administrative Services

                                Expenditures by Division
                                  Actual            Budget            Year End Est.         Budget
            Division
                                FY 2006-07         FY 2007-08          FY 2007-08          FY 2008-09

Personnel                         $2,833,566            $3,229,077         $3,091,937        $3,476,716

Supplies                            212,451               351,577              336,714            296,518

Maintenance – Structure                4,093               10,800                7,651              7,300

Maintenance – Equipment               22,959               49,305               49,137             51,214

Contractual Services               2,803,943             3,009,635            2,991,498       3,283,813

Benefits                           1,109,340             1,296,602            1,267,531       1,450,111

Capital Outlay                     1,840,884             3,003,031            3,005,095       2,902,685

Total                             $8,827,236        $10,950,027           $10,749,563      $11,468,357



                                  Authorized Positions
                                   Actual           Budget           Year End Est.         Budget
      Personnel Summary                            FY 2007-08         FY 2007-08          FY 2008-09
                                  FY 2006-07


 Cable Franchise                      1                    1              1                   1
 City Attorney                        5                    5              5                   5
 City Manager/City Council           7.3                  7.3             7                   7
 City Secretary                       3                    3              3                   3
 E-911 Communications                 3                    3              3                   12
 GIS Division                         3                    5              5                   6
 Information Technology               6                    6              6                   6
 Municipal Court                     15                   15              15                  15
 Public Safety Communications        43                   43              41                  32


 Total                               86.3                88.3             86                  87




City of Longview                               - 91 -                                      2008-09 Budget
                           Administrative Special Revenues
                                   Actual          Budget         Year End Est.      Budget
          Expenditures
                                 FY 2006-07       FY 2007-08       FY 2007-08       FY 2008-09
     Personnel                             $0               $0               $0               $0
     Supplies                               0                0                0                0
     Maintenance-Structure                  0                0                0                0
     Maintenance-Equipment                  0                0                0                0
     Contractual Services           1,331,603        1,371,656        1,484,931        1,746,136
     Benefits                               0                0                0                0
     Capital Outlay                 1,431,652        2,380,954        2,381,015        2,446,185

     Total                         $2,763,255       $3,752,610       $3,865,946       $4,192,321

Significant Budget Changes
General Capital Improvements FY 2006-07 budget includes the addition of a lease purchase
payment for Fire equipment. Contractual Services increased due to the generation of larger
revenues by the Hotel Occupancy Tax fund. This fund allocates its earnings to the Longview
Partnership and the Arts and Culture groups of Longview.

Program Description
Hotel Occupancy Tax Fund: Funds allocated for the encouragement, promotion, improvement
and application of the arts for the City of Longview, and to support the tourism efforts of the
Longview Partnership.

Municipal Utility Coalition: The utility coalition is a regional group of cities that monitors utility-
related issues and intervenes as necessary. Additionally, the coalition provides input on or
seeks to influence utility-related legislation.

General Capital Improvements: An interfund transfer from the General Fund is used for major
capital improvements not funded in the annual operating budget.




City of Longview                                 - 92 -                                 2008-09 Budget
                                     Cable Franchise

Program Narrative
Develop and encourage communications between the City and its citizens. Direct the City’s 24
hour cable access channels including compliance of the Cable Television franchise agreement.
Provide reliable Emergency Operations Center communications to the public and media.

Mission Statement
Effectively communicate information pertaining to municipal business, services, and events to
the citizens of Longview through the City's cable access television channels and City Website.

Accomplishments for 2007-08:
      Completed Online Water Bill Payment and Online Activity Registration for Parks        and
       Recreation/Partners in Prevention.
      Relocated city web server for ease of use.
      Identified studio space for Channel 5.
      Upgraded on-location cameras.
      Relocated Broadcast Center in City Hall.
      Continued informing Longview citizens of City business, services, events,             and
       information through the City of Longview Channel 5 Television by broadcasting         City
       Meetings and producing videos pertaining to City services, events, and information.
      Continued informing Longview citizens of City business, services, events,             and
       information through the City Website. Also to bring more interactivity to the site.

Program Goals for 2008-09:

Short Term Goals
      Finish installation of new monitors for the Broadcast Center.
      Install on-air video server for Channel 5.
      Get new E.O.C. staff trained.

Long Term Goals
      Complete installation and construction of City Studio broadcast facility.
      Troubleshoot and finish latest upgrades to website.
      Upgrade Broadcast Center to comply with FCC digital TV mandate.




City of Longview                              - 93 -                               2008-09 Budget
                                  Cable Franchise
                          Strategies              Measures             Targets         Outcomes
Customer/Stakeholder   -Inform citizens of    -Ratings for            -Increase       -Remaining
Perspective            City business and      Channel 5 from the      viewership      responsive,
                       information            Longview Cable          and website     open, and
                       through City of        Customer                hits by 5%      flexible to our
                       Longview Channel       Satisfaction            annually.       citizens in all
                       5 Television and       Survey.                 -Maintain       communication
                       the City Website.      -Amount of hits and     City of         areas.
                       -Maintain              total use of the City   Longview
                       Emergency              website.                Emergency
                       Operations Center      -Preparation for        Operations
                       Public Information     any potential           Center
                       Area.                  emergency.              Public
                                                                      Information
                                                                      Area.
Finance Perspective    Promote                Cost                    Increase        -Seeking
                       ownership of           savings/avoidance.      department      collaborative
                       communications                                 savings by      relationships.
                       and the value to                               5% annually.    -Exercising
                       the organization in                                            corporate
                       connection to the                                              responsibility
                       bottom line.                                                   for City
                                                                                      resources.

Internal Process       Allow departments      Number of               Increase        -Promoting
Perspective            to maintain their      department              number of       respect and
                       individual portions    maintaining             departments     dignity in all
                       of the website to      website.                by at least     interactions.
                       ensure timely,                                 two annually.   -Seeking
                       accurate                                                       collaborative
                       information.                                                   relationships.



Learning and Growth    Promote the High       Initiate and            Attend at       Sustaining the
Perspective            Performing             continue training to    least one       high marks
                       Organization           ensure professional     training        established by
                       philosophy that        growth for              seminar in      the City of
                       empowers               corporate               2009.           Longview
                       employees to be        responsibility.                         Channel 5
                       flexible and                                                   Television, City
                       innovative within                                              website, and
                       values of the City.                                            Public
                                                                                      Information
                                                                                      area of the
                                                                                      Emergency
                                                                                      Operations
                                                                                      Center.




City of Longview                             - 94 -                                    2008-09 Budget
                                     Cable Franchise

                                     Actual       Budget        Year End Est.      Budget
            Expenditures
                                   FY 2006-07    FY 2007-08      FY 2007-08       FY 2008-09
    Personnel                          $42,415       $45,240          $45,031         $46,606
    Supplies                            13,874        14,732           14,409          18,378
    Maintenance – Structure                  0             0                0                0
    Maintenance – Equipment                163           940              625             700
    Contractual Services                10,625        15,020           14,783          16,630
    Benefits                            16,510        16,746           16,346          17,947
    Capital Outlay                           0             0                0                0
    Total                              $83,587       $92,678          $91,194        $100,261




                                                       Positions Authorized
                                      Actual           Budget     Year End Est.    Budget
         Personnel Summary
                                    FY 2006-07        FY 2007-08    FY 2007-08    FY 2008-09
    Full Time
    Media Development Specialist         1                1             1              1
    Total                                1                1             1              1
    Full Time Total                      1                1             1              1




City of Longview                             - 95 -                                 2008-09 Budget
                                        City Attorney

Program Narrative
The City Attorney's Office plans, organizes, and directs the legal activites of the City of
Longview. This involves: furnishing legal opinions to the City Council, City officials, and
departments; preparing reviewing and approving ordinances, contracts, resolutions, and other
legal documents and transactions; furnishing legal representation to all City boards and
commissions, departments; prosecution of misdemeanor offenses in the municipal court; and
representation of the City before the State Legislature and many regulatory agencies.

Mission Statement
To plan, organize, and direct the legal activites of the City by providing legal advice and
research that provides for progressive planning, proactive loss prevention, and innovative
legislation on matters of import to the citizens.

Accomplishments for 2007-08:
      Coordinated and assisted in ongoing participation and organization of a coalition of cities
       (i.e. ATM) contesting a recent statewide gas rate case. These efforts have thus far
       resulted in significantly reducing the requested rate increase of $52 million to $10 million.
       In addition, the City of Longview received a cash settlement distribution of $11,273.01.
      Coordinated and aided in the development of Rate Review Mechanism (RRM) which has
       eliminated Gas Reliability Infrastructure Programs (GRIP) filings. The RRM will permit
       participation by ATM cities to review certain expenditures. This was not possible under
       the GRIP filings.       Under GRIP, cities did not get to review expenditures for
       reasonableness or prudence.
      Coordinated Cities Advocating Reasonable Deregulation (CARD) member cities with
       AEP to provide regional support for a new generation plant.
      Provided legal research and guidance for staff concerning local option election statutes
       for consideration of a petition to legalize the sale of mixed beverages in restaurants by
       food and beverage certificate holders within the City of Longview.
      Developed an oil and gas lease allowing for the exploration of Teague Park.
      Prepared legal documents necessary to purchase the Public Works/Fleet Center, the
       new Housing Building, and the new Employee Health Clinic.
      Responded to numerous open records requests including review of records to redact
       confidential information and prepare legal briefs regarding requests.
      Provided updates to Code of Ordinances within 48 hours of ordinances becoming
       effective.
      Reviewed agreements, bids, and various legal documents which aided in the
       development of Lear Park Phases I and II.

Program Goals for 2008-09:

Short Term Goals
      Develop regional participatory water supply contracts.
      Contract review and preparation for bond initiative projects.
      Update, maintain, and revise the Code of Ordinances.




City of Longview                               - 96 -                                 2008-09 Budget
                                       City Attorney

Short Term Goals…Continued
      Ordinance preparation for Council initiatives regarding Task Force recommendations.

Long Term Goals
      Monitor utility issues and rate cases concerning electricity and gas to preserve the City’s
       interest.
      Develop long-term strategies for growth issues in the Extra-Territorial Jurisdiction (ETJ).
      Monitor, assess, and provide guidance on air quality and attainment issues.
      Develop long-term strategies concerning water rights.

Significant Budget Changes
      Labor Operations budget increased due to promotion of Administrative Assistant to
       Administration Office Manager for both the City Manager’s and City Attorney’s Offices.
      During the compensation study, the Administrative Secretary position was reclassed to
       Office Assistant.




City of Longview                              - 97 -                                2008-09 Budget
                                     City Attorney
                          Strategies          Outcomes            Measures               Targets
Customer/Stakeholder   a. Seek to            a. (i) Seeking    a. Containment       a. Preserve
Perspective            develop win-win       collaborative     of costs             contractual rights
                       strategies with       relationships     combined with        involving the
                       the City’s water      (ii) Exercising   customer             supply of water.
                       suppliers and         corporate         satisfaction.
                       water customers.      responsibility
                                             for City
                                             resources and
                                             results.

                       b. Monitor utility    b. Maintaining    b. Maintain low      b. Preserve the
                       issues and            a safe and        electric and gas     City’s interest with
                       intervene on          welcoming         rates on citizen’s   regard to utility
                       behalf of             community.        bills.               issues and rate
                       ratepayers when                                              cases concerning
                       deemed                                                       electricity and
                       necessary.                                                   gas.

                       c. Maintain open      c. Maintaining    c. Number of         c. Efficient
                       lines of              a safe and        cases resolved.      prosecution of
                       communication         welcoming                              criminal and code
                       with persons          community.                             cases.
                       subject to
                       enforcement
                       action.
Finance Perspective    Collaborate with      Exercising        Sustainable and      Implementation of
                       Council and           corporate         rational              long-term
                       members of the        responsibility    development           strategies for
                       community to          for City          and growth in         growth issues in
                       establish             resources and     City’s ETJ.           the City’s ETJ.
                       priorities and        results.
                       plans for
                       development on
                       the City’s
                       periphery.
Internal Process       Collaborate with      Exercising        Examination of       Ensure
Perspective            each department       corporate         legal status of      compliance with
                       to perform a legal    responsibility    City ordinances      state and federal
                       review of City        for City          and practices.       laws.
                       ordinances and        resources and
                       practices.            results.
Learning and Growth    Monitor legislative   (i) Remaining     Customer             Compliance with
Perspective            changes with          responsive,       satisfaction.        Open Meetings
                       regard to Open        open, and                              and Open
                       Meetings and          flexible to our                        Records laws.
                       Open Records          citizens.
                       laws and              (ii) Sustaining
                       regularly update      and
                       City staff and        developing a
                       officers regarding    competent
                       same.                 workforce.




City of Longview                             - 98 -                                     2008-09 Budget
                                      City Attorney

                                Actual           Budget        Year End Est.    Budget
           Expenditures
                              FY 2006-07        FY 2007-08      FY 2007-08     FY 2008-09
   Personnel                    $351,310            $366,055        $366,055     $388,986
   Supplies                         5,108              6,790           6,990         5,900
   Maintenance – Structure              0                  0           1,500         1,500
   Maintenance - Equipment              0                  0               0             0
   Contractual Services            51,216            121,200          57,500       119,090
   Benefits                       113,623            115,069         115,069       123,676
   Capital Outlay                       0                  0               0             0
   Total                        $521,257            $609,114        $547,114     $639,152




                                                  Positions Authorized
                                Actual          Budget       Year End Est.      Budget
       Personnel Summary
                              FY 2006-07       FY 2007-08      FY 2007-08      FY 2008-09
   Full Time
   City Attorney                  1                  1             1               1
   Assistant City Attorney        2                  2             2               2
   Administrative Assistant       1                  1             0               0
   Office Manager                 0                  0             1               1
   Administrative Secretary       1                  1             0               0
   Office Assistant               0                  0             1               1
   Total                          5                  5             5               5
   Full Time Total                5                  5             5               5




City of Longview                            - 99 -                              2008-09 Budget
                              City Manager/City Council

Program Narrative
The City of Longview is a ―council-manager‖ form of government. The elected city council
enacts local legislation, adopts the annual budget, determines policies, and appoints the City
Manager. The City Manager’s Office provides general oversight to the operations and services
provided by the City of Longview. This office executes the laws and administers the
government of the city by providing administrative support for the City council, budget and audit
functions, and internal and external leadership. The City Manager’s Office responds to citizens,
employees, and peer organizations on a daily basis.

Mission Statement
We will lead and direct the City employees in order to provide innovative solutions for effective
and efficient municipal services. We will guide the implementation of City Council policy
directives.

Accomplishments for 2007-08:
      Implemented Employee Classification and Compensation Plan.
      Began the process to establish the South Longview Tax Increment Reinvestment Zone
       to assist in revitalization of South Longview.

Program Goals for 2008-09:

Short Term Goals
      Assist City Council with development of financial goals.
      Implement plan for citizen call center to improve response to and communication with
       citizens.
      Maintain timely execution of all bond projects.

Long Term Goals
      Create and Implement performance based pay to enhance market pay system.
      Reduce turnover/vacancy rates.

Significant Budget Changes
      Assistant to the City Manager position was moved to Parks as a Community Services
       Coordinator.
      The Executive Assistant to the City Manager was reclassed during the compensation
       study to Administrative Assistant.
      The Administrative Secretary position was reclassed to Office Assistant.




City of Longview                             - 100 -                               2008-09 Budget
                            City Manager/City Council
                           Strategies                 Measures               Targets             Outcomes
Customer/Stakeholder   Market city strengths      1. Amount of time      1. Implementing        1. Remaining
Perspective            through strong public      required to handle     phone system and       responsive,
                       relations:                 problems/issues.       work order system      open, and
                       -Create dynamic line       2. Crime index (CI):   FY 08-09 to            flexible to our
                       of transparent                2005 – 5790         measure response.      citizens.
                       communications that           2006 – 5626         2. Reduce annual       2. Maintain a
                       flow inward and               2007 -- 5927        crime index.           safe and
                       outward.                                                                 welcoming
                       -Provide more                                                            community.
                       information to the
                       public regarding city
                       government.
                       -Develop citizen call
                       center (311).
Finance Perspective    Promote ownership of       1. Cost                1. Dept. cost          1. Exercising
                       employees’ value to        savings/avoidance.     savings in Sept.       corporate
                       the organization and       2. Increase            2. Arena Plans         responsibility for
                       their connection to the    City/County            complete December      City resources
                       bottom line.               Cooperation.           2008.                  and results.
                                                  3. Tax Rate            3. Maintain            2. Seeking
                                                   Operations = .36      operations rate of     collaborative
                                                          Debt = .12     .36 per 100            relationships.
                                                                         valuations.
Internal Process       Develop a process to       1. Response times/     1. Develop targets     1. Promoting
Perspective            attract and sustain the    same-day service.      based on call center   respect and
                       number and type of         2. Number of           operations.            dignity in all
                       workers needed for         compliments, awards,   2. Increase number     interactions.
                       the future:                and recognition.       of suggestions in      2. Sustaining a
                       -Salary and benefits to                           Share Your Ideas       competent
                       attract and sustain                               (SYI) Program.         workforce.
                       workforce.
                       -Establish personnel
                       policies that enable
                       hiring a workforce
                       dedicated to public
                       service.
                       -Open line of
                       communication
                       internally.
Learning and Growth    Improve and enhance        1. Market              1. Compensation        1. Sustaining
Perspective            organizational culture:    study/comparison of    Analysis complete      and developing
                       -Promote environment       salary and benefits.   June 2008 –            a competent
                       that empowers              2. Turnover/vacancy    implementing FY        workforce.
                       employees to be            rates.                 08/09
                       flexible and innovative       2007 – 28%          2. Reduce
                       within values of the                              turnover/vacancy
                       city.                                             rate.
                       -Grow leaders through
                       coaching and
                       mentoring.
                       -Promote initial and
                       on-going training to
                       ensure professional
                       growth for corporate
                       responsibility.
                       -Educate employees
                       in customer services.




City of Longview                                 - 101 -                                        2008-09 Budget
                                  City Manager/City Council

                                      Actual         Budget         Year End Est.       Budget
           Expenditures
                                    FY 2006-07      FY 2007-08       FY 2007-08        FY 2008-09
    Personnel                          $394,955        $404,803          $406,098         $420,385
    Supplies                             20,926          27,950            27,896           31,500
    Maintenance – Structure                   0               0                 0                0
    Maintenance – Equipment                   0               0                 0                0
    Contractual Services                295,004         301,404           298,703          302,502
    Benefits                            144,982         119,694           119,694          124,476
    Capital Outlay                            0               0                 0                0
    Total                              $855,867        $853,851          $852,391         $878,863




                                                            Positions Authorized
                                        Actual             Budget      Year End Est.      Budget
        Personnel Summary
                                      FY 2006-07          FY 2007-08     FY 2007-08      FY 2008-09
  Full Time
  City Manager                              1                  1             1                1
  Assistant City Manager                    1                  1             1                1
  Internal Auditor                          1                  1             1                1
  Assistant to the City Manager            .3                 .3             0                0
  Executive Assistant                       1                  1             0                0
  Administrative Assistant                  0                  0             1                1
  Administrative Secretary                  1                  1             1                0
  Office Assistant                          0                  0             0                1
  Part Time
  Switchboard Operator                     2                  2              2                2
  Total                                   7.3                7.3             7                7
  Full Time Total                         5.3                5.3             5                5
  Part Time Total                          2                  2              2                2




City of Longview                                - 102 -                                  2008-09 Budget
                                         City Secretary

Program Narrative
The City Secretary attends meetings and keeps accurate records of all actions taken by the City
Council, maintains records of deeds, easements, contracts, cemeteries, and other official
documents. Serves as Election Officer for the city elections, and Records Management Officer
for city records. Other functions include the issuance of Alcoholic Beverage Licenses, Street
Use Permits, preparations of and posting of notices, and registration of city-owned vehicles.
Attests all official documents signed by the Mayor and City Manager and provides assistance to
City Council Members, City Manager, and City Attorney upon request.

Mission Statement
Effectively maintain official records for the City in keeping with public trust.

Accomplishments for 2007-08:
      Prepared documents for cemetery data contractor program and map update.
      Researched and obtained program for data retrieval to improve service to customers.
      Attended training on election regulations and procedures.
      Moved offices and reorganized files.
      Replaced Atrium fountain statute.
      Installed fax machine at cemetery shop for improved correspondence.

Program Goals for 2008-09:

Short Term Goals
      Facilitate City elections with Gregg County in accordance with the state law.
      Prepare and mail renewal notices for alcoholic beverage licenses by the 25th of the
       preceding month.
      Prepare and maintain documentation of all City Council meetings, ordinances,
       resolutions, and minutes.

Long Term Goals
      Implement data retrieval system and train staff for operation.
      Receive and implement cemetery data program and map update.
      Maintain documentation and updates of cemetery maps.

Significant Budget Changes
      During the compensation study, an Administrative Assistant position was reclassed as
       an Office Assistant.




City of Longview                                - 103 -                            2008-09 Budget
                                       City Secretary
                             Strategies                 Measures              Targets            Outcomes
  Customer/Stakeholder   (a) To maintain             (a) Decrease          (a) Accomplish      (a) To continue
  Perspective            accurate records,           time to prepare       all goals.          accurate and
                         post legal notices,         final records.        Maintain good       timely control of
                         and timely file final       Assist newspaper      business            records.
                         City Council minutes,       personnel with        relationships.
                         contracts, resolutions,     research of City's
                         ordinances, cemetery        history.
                         records, and deeds.

                         (b) To collect proper       (b) Send invoice      (b) Avoid lapses    (b) To pursue
                         fees on alcohol             letters to            in registrations.   collection of fees
                         permits, cemetery           businesses to                             from businesses
                         lots, solid waste           avoid lapse in                            and the public.
                         permits, and requests       permits. Keep
                         for public records.         accurate
                                                     calendar for
                                                     collection of new
                                                     "mixed beverage"
                                                     permits.

                         (c) To maintain fleet       (c) Process titles                        (c) To work with
                         titles and                  and registrations                         Gregg County
                         registrations.              for fleet and/or                          Vehicle
                                                     auctions.                                 Registration to
                                                                                               prepare titles
                                                                                               and
                                                                                               registrations.

                         (d) To conduct city         (d) Work with                             (d) To plan and
                         elections according to      local news media                          execute
                         the rules as set by the     to inform public of                       elections.
                         Secretary of the State      elections and
                         of Texas.                   voting
                                                     regulations.
  Finance Perspective    Promote strengthen          Maintain costs in     Increase            Maintain costs in
                         ownership of                department.           revenue by          departments by
                         employee's values.                                sending timely      renewal of
                                                                           invoices to         permits, grave
                                                                           businesses.         fees, etc.

  Internal Process       Promote good                Provide prompt        Cut waste.          Sustaining good
  Perspective            relationship with the       same day                                  customer
                         public.                     service.              Sell remaining      service.
                                                                           cemetery lots.
                         Provide courteous
                         and prompt service to       Eliminate             Have all permits
                         requests for                complaints.           renewed.
                         information.
  Learning and Growth    Promote an open             Keep                  Assist public and   Sustain good
  Perspective            policy for public.          communication         respond to          public relations.
                                                     lines open.           needs.
                         Attend TMCCP
                         seminars regarding          Gather new
                         Legislative updates         information to
                         and election laws.          promote better
                                                     service.




City of Longview                                   - 104 -                                        2008-09 Budget
                                      City Secretary

                               Actual         Budget        Year End Est.      Budget
         Expenditures
                             FY 2006-07      FY 2007-08      FY 2007-08       FY 2008-09
   Personnel                    $109,126        $120,683          $121,135       $124,985
   Supplies                        1,642           2,000             5,236           2,000
   Maintenance – Structure           116             800             1,151             800
   Maintenance – Equipment           616             850               854             850
   Contractual Services           36,388          22,290            18,381          25,790
   Benefits                       39,552          47,517            45,818          51,062
   Capital Outlay                       0          5,000                  0              0
   Total                        $187,440        $199,140          $192,575       $205,487




                                                  Positions Authorized
                               Actual         Budget         Year End Est.      Budget
     Personnel Summary
                             FY 2006-07      FY 2007-08       FY 2007-08       FY 2008-09
  Full Time
  City Secretary                  1                   1            1               1
  Administrative Assistant        2                   2            1               1
  Office Assistant                0                   0            1               1
  Total                           3                   3            3               3
  Full Time Total                 3                   3            3               3




City of Longview                            - 105 -                             2008-09 Budget
                                E-911 Communications

Program Narrative
Public Safety Communications, E-911 Communications, is responsible for the maintenance and
management of the 9-1-1 telephone system for the City of Longview, collection of 9-1-1
revenues, provision of 9-1-1 public education, hiring of telecommunications personnel,
management and support service for the Public Safety Communications Division, and
administration of the City of Longview 800 MHz radio system.

Mission Statement
To efficiently provide service to the public and our internal customers by maintaining a staff of
highly trained individuals that respond promptly and professionally in the performance of their
duties supporting the operations of Public Safety Communications and advancing the city’s
9-1-1 system.

Accomplishments for 2007-08:
      With the implementation of an increase in salary and a 12 hour shift program and the
       implementation of new recruiting ideas we were able to fill 15 vacant positions and
       become fully staffed as of August 25, 2008.
      Contracts with Motorola, Inc. were negotiated, approved by City Council, and signed for
       a $6.9 million dollar P25 radio system.
      Enhanced the 9-1-1 Public Education Program for children by the addition of the Red E.
       Fox robot. The robot has been used on a number of occasions to deliver the 9-1-1
       education program for children.
      Improved public awareness by working with the Public Educators of Texas group on a
       statewide 9-1-1 public education campaign.
      Updated the City ordinance regarding 9-1-1 fees to reflect current definitions and the
       9-1-1 fee resolution was amended to set a flat rate for 9-1-1 fees.
      An audit of the 9-1-1 revenue and the ALI records was performed by OnPoint

Program Goals for 2008-09:

Short Term Goals
      Continue implementation of Phase II wireless until all carriers are compliant.
      Provide a Phase II testing program with regular documentation of results.
      Amend 9-1-1 fee ordinance in order to better track remittances from CLECs.
      Implement City Ordinance governing the collection of VOIP 9-1-1 fees.
      Perform bi-annual ALI database audit.
      Designated staff members complete training to prepare for Next Generation 9-1-1.
      Maintain full staffing of the Communications Center.
      Represent the City in focus groups and committees developing the standards for Next
       Generation 9-1-1.
      Implementation of P25 digital radio system.

Long Term Goals
      Planning and implementation of a 5 Year Strategic Plan that began in 2006/2007.
      Evaluation and planning for future 9-1-1 funding methodology and processes.




City of Longview                             - 106 -                               2008-09 Budget
                                E-911 Communications
Long Term Goals…Continued
      Evaluation and planning for equipment, processes, and technology needs for Next
       Generation 9-1-1.
      Evaluation and planning for future radio system upgrade needs.
      Evaluation and planning for future CAD system upgrade needs.
      Research and planning to improve the retention of personnel.

Significant Budget Changes
      Budgetary increase of $395,315.00 in personnel for the transfer of 9 positions from Cost
       Center 18.
      Budgetary increase of $145,380.00 in payroll benefits for the transfer of 9 positions from
       Cost Center 18.
      $25,000.00 allocated for the purchase of workstation furniture for 3rd radio position.
      The GIS Data Specialist, Systems Specialist, TCO Supervisor, TCO Lead, Training
       Coordinator, and PT TCO have transferred from Public Safety Communications to E-
       911.




City of Longview                             - 107 -                               2008-09 Budget
                                  E-911 Communications
                             Strategies                        Measures            Targets         Outcomes
Customer/             -Complete Phase II               -All carriers doing       -7 carriers      1) Remain
Stakeholder           Wireless 9-1-1 Service           business in Longview      -150 meters      responsive,
Perspective           implementation with all          are compliant.            correct 95% of   open, and
                      carriers.                        -Percentage of Phase      the time for     flexible to our
                      -Conduct regular,                II calls that deliver     handset; 300     citizens.
                      documented testing of            correct location within   meters correct   2) Maintaining
                      Phase II for all carriers.       parameters.               95% of the       a safe and
                      -Provide enhanced 9-1-1          -Use of Red E. Fox        time for         welcoming
                      Public Education program.        robot in Pub Ed           network.         community.
                      -Efficient management of         presentations.            -4 programs
                      the 800 MHz radio system.        -Rebanding process        per quarter
                                                       completed                 with Red E.
                                                       successfully.             Fox.
                                                                                 -Rebanding
                                                                                 completed
                                                                                 according to
                                                                                 contract fees
                                                                                 and dates.
Finance Perspective   -Conduct bi-annual audit of      -Audit is completed       -Reduction in    1) Exercising
                      9-1-1 ANI records.               and erroneous ANIs        invalid ANI      corporate
                      -Seek cost recovery from         deleted.                  records          responsibility
                      VOIP 9-1-1 Service               -Required City            creating         for city
                      providers                        Council action is         accurate         resources and
                      -Accurate accounting of          approved.                 charge by ATT.   results.
                      E9-1-1 funds according to        -Communication with       -Begin receipt
                      State law.                       VOIP 9-1-1 service        of VOIP 9-1-1
                                                       providers is              fee submittal.
                                                       successful.               -Implement
                                                       -Monthly access to        separate
                                                       separate account          accounting
                                                       balances for wire line    stream for
                                                       and wireless fees         wireless 9-1-1
                                                       funds.                    fees Q1.
Internal Process      -Regular recruiting of           -Pool of applicants is    -4 applicants    1) Sustaining
Perspective           applicants to maintain full      available for             for every        and developing
                      staffing.                        upcoming openings.        opening.         a competent
                      -Upgrade CAD workstation         -Upgrade is               -CAD Upgrade     workforce.
                      hardware.                        completed                 completed by     2) Maintaining
                                                       successfully.             Q2.              a safe and
                                                                                                  welcoming
                                                                                                  community.
Learning and          -Attend GIS training in          -Training has been        -95%             1) Sustaining
Growth Perspective    order to assist in statewide     received and focus        attendance at    and developing
                      mapping database project.        group participation is    statewide        a competent
                      -Stay current in technology      ongoing.                  mapping          workforce.
                      and industry trends.             -Maintain technology      project          2) Exercising
                                                       systems at the current    meetings.        corporate
                                                       release level for each    -95%             responsibility
                                                       product and follow        attendance       for city
                                                       regular replacement       rate at Home     resources and
                                                       schedule.                 Rule City        results.
                                                                                 Meetings.        3) Remain
                                                                                 -75%             responsive,
                                                                                 attendance       open, and
                                                                                 rate at State    flexible to our
                                                                                 and National     citizens.
                                                                                 conferences.




City of Longview                                     - 108 -                                      2008-09 Budget
                                E-911 Communications

                                  Actual           Budget        Year End Est.        Budget
         Expenditures
                                FY 2006-07        FY 2007-08      FY 2007-08         FY 2008-09
   Personnel                       $129,587           $136,754        $136,754           $532,069
   Supplies                          16,053             17,800          17,300              8,650
   Maintenance – Structure                0                  0               0                  0
   Maintenance – Equipment                0                  0               0                  0
   Contractual Services             321,170            428,723         374,823            260,821
   Benefits                          49,585             51,025          51,025            196,405
   Capital Outlay                   257,621            106,100         106,100             63,000
   Total                           $774,016           $740,402        $686,002         $1,060,945




                                                          Positions Authorized
                                         Actual          Budget      Year End Est.      Budget
          Personnel Summary
                                       FY 2006-07       FY 2007-08    FY 2007-08       FY 2008-09
  Full Time
  Public Safety Comm. Manager                 1             1              1                1
  911 Specialist                              1             1              1                1
  Administrative Assistant                    1             1              1                1
  GIS Data Specialist                         0             0              0                1
  Systems and Tech Specialist                 0             0              0                1
  TCO Supervisor                              0             0              0                4
  TCO Lead                                    0             0              0                1
  Training Coordinator                        0             0              0                1
  Part Time
  Telecommunications Operator                 0             0              0                1
  Total                                       3             3              3               12
  Full Time Total                             3             3              3               11
  Part Time Total                             0             0              0                1




City of Longview                              - 109 -                                  2008-09 Budget
                         Geographic Information Systems

Program Narrative
Geographic Information Systems (GIS) is a system of computer hardware, software, data, and
people used to manipulate, analyze, and visually present information that is tied to a spatial
location. GIS is recognized as one of the most innovative technologies available to improve
decision making and overall level of service to citizens and staff. The GIS Division has
converted and consolidated diverse business and operational information and databases
located throughout the City into a framework of a standardized, comprehensive system capable
of delivering accurate up-to-date spatial information from one central server. Use of GIS as a
tool has begun to foster productivity enhancements, improved coordination of processes among
multiple departments, identification of cost savings areas as well as enhancement of economic
development and revenue opportunities.

Mission Statement
To provide City employees and citizens with access to accurate and timely geospatial
information about the City of Longview to improve decisions and service for our citizens.

Accomplishments for 2007-08:
      Released the internal GIS WebMap for employees to access GIS digital data.
      Released the external GIS WebMap for citizens to access GIS digital data.
      Taught over 50 students consisting of City employees and outside agencies Introduction
       to GIS courses.
      Implemented new color aerial photography consisting of up to five different directions for
       all of Gregg County.
      Created seven integration layers from several software applications throughout the City
       that allow the information contained in them to be viewed on a map.
      The Emergency GIS Team participated in several exercises and responded to three
       events throughout the year.
      Held a successful GIS Day to inform over 700 citizens and employees about what GIS is
       and its benefits to the City.

Program Goals for 2008-09:

Short Term Goals
      Promote and demonstrate values of a high performing organization by providing quality
       services.
      Provide internet access of GIS digital data to citizens.
      Continue to provide training to City staff from beginning to advanced users.
      Integrate all capable software applications into GIS.
      Hold a successful GIS Day to inform employees about what GIS is and its benefits to the
       City.
      Field Verify all City addresses and input data to create an accurate site address layer for
       all City departments.
      Correct 9-1-1 addresses that do not meet the City standards.




City of Longview                             - 110 -                                2008-09 Budget
                        Geographic Information Systems
Long Term Goals
      Promote and demonstrate values of a high performing organization by providing quality
       services.
      Reduce the number of non-posted addresses throughout the City.
      Continue to seek out collaborative relationships with regional entities.
      Develop a testing step program for GIS Technician advancement.
      Integrate GPS for data collection.
      Increase usage of GIS analysis to solve problems and answer questions.

Significant Budget Changes
      GIS Technician was transferred from the Drainage Fund.




City of Longview                           - 111 -                             2008-09 Budget
                              Geographic Information Systems
                         Strategies                         Outcomes                   Measures                 Targets
Customer/      Market city strengths through          1. Remaining responsive,       1. Number of          600 Attendees
Stakeholder    strong public relations:               open, and flexible to our      attendees at GIS
Perspective    -Use GIS Day to inform citizens        citizens.                      Day.                  -Ongoing; Continue
               and students about the values and      2. Maintain a safe and         2. Number of non-     working w/Fire Dept
               uses of GIS at the City.               welcoming community.           posted addresses.     to reduce this
               - Utilize Channel 5 and the City                                      3. Reduction in the   number.
               website to communicate the                                            amount of external    -Ongoing; Track
               importance of posting 9-1-1                                           data requests.        monthly to determine
               addresses.                                                            4. Results of         reduction.
               -Provide GIS data access to                                           customer              -Ongoing; Track
               citizens and developers on the                                        satisfaction          monthly to determine
               internet.                                                             surveys.              progress.
               -Provide customer satisfaction
               surveys to internal departments.
Finance        Promote ownership of employees’        1. Exercising corporate        1. Cost Savings.      -At least one cost
Perspective    value to the organization and their    responsibility for City        2. Cost avoidance     savings per quarter.
               connection to the bottom line:         resources and results.         through               -At least one new
               -Seek out opportunities to reduce      2. Seeking collaborative       collaboration.        collaborative cost
               or avoid costs with the use of GIS.    relationships.                 3. Number of          savings annually.
               -Continue current collaborative                                       shared projects.      -At least one new
               relationships and seek out new                                        4. Efficiencies       shared project
               ones.                                                                 gained through        annually.
               -Integrate GIS into departments’                                      technology.           -Implement GPS data
               daily activities and increase GIS                                                           collection into all new
               analysis to solve problems and                                                              construction.
               answer questions.
               -Integrate GPS into data collection.
Internal       Develop a process to attract and       1. Promoting respect and       1. All new hires      -Ongoing; Track
Process        sustain the number and type of         dignity in all interactions.   tested during the     number of individuals
Perspective    workers needed for the future:         2. Sustaining a                interview process     that meet the
               -Salary and benefits to attract and    competent workforce.           with a minimum of     minimum.
               sustain workforce.                                                    70% to be eligible    -Ongoing; Maintain
               -Establish personnel policies that                                    for employment.       staff meetings bi-
               enable hiring a workforce                                             2. Number of staff    weekly.
               dedicated to public service.                                          meetings held.        -Ongoing; 12 user
               -Open line of communication                                           3. Number of user     and 4 Executive
               internally.                                                           group and             meetings.
                                                                                     Executive             Ongoing; Track
                                                                                     Committee             monthly to determine
                                                                                     meetings held.        progress.
                                                                                     4. Number of
                                                                                     compliments,
                                                                                     awards, and
                                                                                     recognition.
Learning and   Improve and enhance                    1. Sustaining and              1. Number of GIS      -Hold at least four
Growth         organizational culture:                developing a competent         training events       events annually.
Perspective    -Promote environment that              workforce.                     held.                 -Have all staff attend
               empowers employees to be flexible                                     2. Number of staff    at least one.
               and innovative within values of the                                   attending             -Ongoing; Track for
               City.                                                                 workshops and         progress.
               -Promote initial and on-going                                         conferences.          -Encourage staff to
               training to ensure professional                                       3. Number of          work towards
               growth.                                                               employees cross       certification.
               -Grow leaders through coaching                                        trained.              -Work with HR to
               and mentoring.                                                        4. Number of          implement.
                                                                                     certifications
                                                                                     achieved.
                                                                                     5. Develop a
                                                                                     testing step
                                                                                     program for
                                                                                     technician
                                                                                     advancement.




City of Longview                                          - 112 -                                              2008-09 Budget
                           Geographic Information Systems

                                Actual          Budget        Year End Est.    Budget
        Expenditures
                              FY 2006-07       FY 2007-08      FY 2007-08     FY 2008-09
 Personnel                       $119,405          $239,047        $211,928        $254,386
 Supplies                           7,021            13,514          21,050          16,192
 Maintenance – Structure                0                 0               0               0
 Maintenance – Equipment              381               722             722           1,050
 Contractual Services             206,003           138,265          94,529          95,610
 Benefits                          47,222            94,258          87,170         103,662
 Capital Outlay                         0                 0               0          18,000
 Total                           $380,032          $485,806        $415,399        $488,900




                                                    Positions Authorized
                                  Actual        Budget       Year End Est.     Budget
       Personnel Summary
                                FY 2006-07     FY 2007-08     FY 2007-08      FY 2008-09
  Full Time
  GIS Manager                       1                  1           1              1
  GIS Analyst                       1                  1           1              1
  GIS Data Specialist               1                  1           1              1
  GIS Technician                    0                  2           2              3
  Total                             3                  5           5              6
  Full Time Total                   3                  5           5              6




City of Longview                             - 113 -                            2008-09 Budget
                               Information Technology

Program Narrative
The Information Technology Division provides and maintains the components of the network
infrastructure needed to support the electronic business processes of the City of Longview. It
evaluates, assists and procures software and hardware, maintains awareness of technology
developments, cost effectiveness, and facilitates open communications. The IT Division
administers and supports a metropolitan area network consisting of over 20 remote locations
around the City.
Mission Statement
To provide the City of Longview network community with a professional staff capable of
efficiently and cost effectively supporting the technology needs of the City of Longview and its
citizens.

Accomplishments for 2007-08:
      IP Telephony Project – Partial funding was approved in the 07-08 budget for updating
       and replacing our current phone system. Our existing environment consists of a mix of 6
       different brands and 18 separate phone systems. The primary PBX will reach end of
       manufacturer support December 15, 2008. The new phone system will use the City’s
       fiber optic network for transport of voice and fax communications to all 33 City locations.
       The new phone system will further enhance the City’s goal of providing exemplary
       customer service. The RFP was advertised to the public April 17, 2007. Four proposals
       were received on May 29. A committee was formed to evaluate the proposals and
       select the vendor. Flair Data Systems of Plano was selected as the best proposer for
       professional services and project cost. The project contract is currently in negotiations
       and expected to be finalized and signed by September 12.
      Completed 2,920 work orders.
      Replaced 82 desktop computers in replacement cycle.
      Performed the following application upgrades:
               Faster – upgraded software to the self-service module.
               Upgraded spam appliance software.
               (2) Upgrades - Permits Plus – Building Inspections.
               Club Linko – WWTP.
               Track It Work Order Management – IT.
               IP Switch communications monitor.
               Upgraded anti-virus software to new version.
               Lindsey Software – Housing/CD.
               Eden’s Fixed Assets.
      Provided planning, installation, and support for the following new software applications:
               X2 for Building Inspections.
               Road Matrix – Public Works Engineering.
               OP 10 and Antero – WWTP – moved from workstation based to network
                   server.
               TeleWorks Interactive Voice Response – Utility Services.




City of Longview                             - 114 -                                2008-09 Budget
                              Information Technology
Accomplishments for 2007-08…Continued:
              Laser Fiche Document Imaging.
              Insight Control – Remote server management – IT.
      Provided planning, design, coordination, and installation of network and phone
       communications for the following new facilities or infrastructure improvements:
              MCAC – wired and moved offices to the north side.
              Completed Development Services networking and hardware moves.
              Rewired phones and network cabling for new Finance, City Prosecutor, and
                Broadcast Center wing.
              City Health Clinic.
              Public Works/Fleet Center.
              Relocation of network and phone communications at FS2.
              Housing/Community Development.
              Partners in Prevention new offices on 2nd floor of Glover Crim Building.
              130 Timpson – rewired building.
              Rewired phones and network cabling for new IT offices.
      Completed ATT transition from DSL to T1 circuits for internet service.
      Mapped communications infrastructure of all City facilities.
      Performed physical inventory of all workstations and phones.
      Hardware Installations and configurations.
              Two blade servers.
              GIS server.
              Seven network switches.
              Google Mini document search appliance – City Secretary.
              Wireless Access Point replacement – Municipal Courts.
              Added additional Storage Area Network as repository for LaserFiche imaging.
      Performed monthly check and updates of EOC computers, phones, and printers.
      Performed monthly check and updates of Regional Command Unit laptops.
      Began testing all applications with the Vista desktop operating system.
      Implemented enhanced security on network switches and wireless access points.

Program Goals for 2008-09:

Short Term Goals
      Complete telecommunications voice services upgrade to Voice over IP.
      Provide technology support for new programs; TeleWorks, Electronic Document
       Management System, Citizen Call Center.
      Replace three network servers in replacement cycle.
      Setup, configure, and install 135 replacement computers.
      Upgrade network servers to Windows 2003 R2.
      Upgrade database servers to SQL 2005.
      Provide technology design and support assistance for network infrastructure completion
       at Public Works/Fleet Center.
      Continue transition to blade servers and storage area networks.




City of Longview                           - 115 -                              2008-09 Budget
                              Information Technology

Long Term Goals
      Improve communications and enhance collaboration with other City divisions.
      Provide infrastructure and technology initiatives which improve staff productivity and
       customer service.
      Reduce unscheduled network/device downtime.
      Achieve a customer satisfaction rate of 95% for IT services.
      Improve staff retention rate.
      Seek strategies to reduce expenditures.

Significant Budget Changes
      Budget reduction of $200,000 due to the bulk of the IP Telephone project being funded
       in 2007-2008.




City of Longview                           - 116 -                              2008-09 Budget
                                  Information Technology
                          Strategies                   Measures                     Targets                Outcomes
Customer/Stakeholder   Market City strengths      1. Execute contract with    1. May 2007 –city wide      1. Remaining
Perspective            through strong public      consultant and develop      Wi-Fi abandoned in          responsive, open,
                       relations:                 Wi-Fi master plan.          favor of hot spot in        and flexible to our
                       -Secure a partnership      2. Deployment of the        Heritage Plaza –            citizens.
                       to provide hot spot        Wi-Fi hotspot.              working with ATT to         2. Maintain a safe
                       Wi-Fi coverage in          3. Full deployment of       provide the coverage.       and welcoming
                       Heritage Plaza             VoIP system.                2. September 2008.          community.
                       addressing strategic                                   3. Currently evaluating
                       goal #8 of Vision 2010                                 RFPs. Expect full
                       Committee.                                             deployment by Q2,
                       -Enhance citizen                                       2009.
                       satisfaction by
                       Implementing VOIP
                       phone system to work
                       in conjunction with
                       Citizen Contact
                       Center.
Finance Perspective    Promote ownership of       1. Cost savings in          Elimination of 70% of       1. Exercising
                       employees’ value to        circuit fees by             telecommunication           corporate
                       the organization and       implementation of VoIP      circuit costs.              responsibility for
                       their connection to the    and enterprise fax          75% transition;             City resources
                       bottom line.               system.                     currently at 20%.           and results.
                       -Seek methods and          2. Transition to blade                                  2. Seeking
                       strategies which           server and SAN                                          collaborative
                       reduce expenditures.       technology extending                                    relationships.
                                                  useful life of equipment.
Internal Process       Evaluate internal          1. Implementation of        Document imaging            1. Productivity
Perspective            processes and seek         electronic document         implemented by 3 City       improvement in
                       productivity               imaging and                 divisions.                  information
                       improvement and            management.                 95 % Approval rating.       retrieval.
                       efficiencies through       2. On-going customer        .9999 % Uptime              2. Greater
                       technology.                service survey – 07-08      Backups consistently        respect for the IT
                       -Move to a paper-          baseline 88.6% approval     completed by 7:00 am.       Division.
                       ―less‖ environment         rating.                                                 3. Improved
                       -Improve customer          3. Track unscheduled                                    systems
                       satisfaction rate for IT   system downtime – 06-                                   availability.
                       service.                   07 baseline is                                          4. Sustainability
                       -Develop process for       .9994.                                                  of critical business
                       change management          07-08 measure - .9995                                   systems.
                       to achieve maximum         4. Backups are reliable
                       system availability.       and completed within
                       Re-architect backup        backup window.
                       strategy by
                       implementing
                       archiving technology.
Learning and Growth    Improve and enhance        1. Number of                -One significant project    1. Sustaining and
Perspective            organizational culture:    opportunities for project   leadership role per staff   developing a
                        Promote environment       management leadership.      member per year.            competent
                       that empowers              2. Number of training       -One training per staff     workforce.
                       employees to be            courses/classes             member per year.
                       flexible and innovative    completed.                  100% retention rate.
                       within values of the       3. 06-07 turnover rate
                       city.                      33%.
                       -Grow leaders through      07-08 turnover rate
                       coaching and               33%.
                       mentoring.
                       -Provide technology
                       training for each staff
                       member.
                       -Reduce staff turnover
                       rate.




City of Longview                                     - 117 -                                              2008-09 Budget
                                   Information Technology

                                      Actual          Budget      Year End Est.      Budget
          Expenditures
                                    FY 2006-07      FY 2007-08     FY 2007-08       FY 2008-09
  Personnel                           $238,161         $251,515         $251,515        $239,925
  Supplies                               99,765         131,557          128,158         112,340
  Maintenance – Structure                     0               0                 0              0
  Maintenance – Equipment                17,991          42,121           42,121          44,444
  Contractual Services                  176,559         192,007          186,766         172,272
  Benefits                               93,840          97,046           97,046         107,923
  Capital Outlay                         59,301         356,294          363,297         187,500
  Total                               $685,617       $1,070,540       $1,068,903        $864,404




                                                         Positions Authorized
                                      Actual         Budget       Year End Est.      Budget
       Personnel Summary
                                    FY 2006-07      FY 2007-08     FY 2007-08       FY 2008-09
  Full Time
  Manager                               1                   1          1                1
  Network Administrator                 1                   1          1                1
  Specialist / Senior Specialist        4                   4          4                4
  Total                                 6                   6          6                6
  Full Time Total                       6                   6          6                6




City of Longview                                  - 118 -                             2008-09 Budget
                                      Municipal Court
Program Narrative
Provide fair, impartial, and timely adjudication of all Municipal Court cases with emphasis on
quality customer service and prompt efficient resolutions. To effectively process and collect
fees due the State of Texas and the City of Longview.

Mission Statement
To operate the Municipal Court in an efficient manner, utilizing the latest technologies to provide
professional and accurate instruction, guidance and information to the public as well as to our
internal customers in order to facilitate compliance with Municipal Court orders.

Accomplishments for 2007-08:
      General revenue collection increase of 12% over prior fiscal year despite an 8%
       decrease in filings (adjusted general revenue collection increase of 20%).
      Collected over 3 million dollars in gross revenue.
      Greater than 90% of tickets filed are entered within 48 hours of receipt by the court.
      Greater than 90% of defendants pleading not guilty go to bench and/or jury trial within 60
       days of plea date.
      Greater than 90% of warrants are issued within 24 hours of a defendant’s failure to
       appear in court.
      Increased total dispositions by 13% over prior fiscal year (85% of filings disposed);
      Experiencing a 90% or better compliance rate.
      Appearance rate increase of 27% over prior fiscal year.
      Number of warrants issued decreased by an adjusted 22% from prior fiscal year.
      Served 3% more of the warrants issued, within the current fiscal year, than the prior
       fiscal year (30% of warrants issued were served).

Program Goals for 2008-09:

Short Term Goals
      To have warrant division fully staffed.
      To implement a weekly in-house training for court staff focusing on a different and
       specific aspect of the court’s software and processes each week.
      To implement and begin utilizing an in-house progression/promotion mentoring and
       training program.

Long Term Goals
      To send each clerical staff member with one year experience or more to a TMCEC New
       Clerks training class.
      To keep the delinquent rate for partial payment plans to 30% or less.
      To keep the number of Capias Profine Warrants issued for non-compliance at 50% or
       less of guilty judgments.
      Enter 95% of tickets within 2 days from the date they are turned over to municipal court
       staff.




City of Longview                              - 119 -                                2008-09 Budget
                                    Municipal Court
Long Term Goals…Continued
      Issue 90% of Failure to Appear Warrants and Capias Profine Warrants within 2 days of
       the date defendant failed to appear or failed to comply with a court order to pay.
      To improve the aesthetics of the municipal courtroom by facilitating clean up and repairs
       to courtroom chairs, doors and woodwork.




City of Longview                            - 120 -                               2008-09 Budget
                                   Municipal Court
                            Strategies                   Measures         Targets          Outcomes
Customer/Stakeholder   Ticket entry to be a        Percentage of        90% of tickets    Improved
Perspective            priority for all            tickets entered in   entered within    public service.
                       municipal court staff.      a timely manner.     2 days after
                                                                        filing with the
                                                                        court.
Finance Perspective    Monitoring, immediate       Percentage of        30% or less       Increased
                       follow-up and action        defendants           delinquent        revenue
                       of delinquent partial       delinquent on        rate of partial   based upon
                       payment plans.              partial payment      payment           compliance.
                                                   plans.               plans.

                       Fewer capias profine        Number of            Number of         Increased
                       warrants being issued       capias profine       capias profine    revenue
                       indicating compliance       warrants issued.     warrants          based upon
                       with judgments.                                  issued at 50%     compliance.
                                                                        or less of
                                                                        guilty
                                                                        judgments
                                                                        rendered.
Internal Process       Staff member                Number of            90% of            Reduced
Perspective            assigned the priority       inactive cases.      Failure to        backlog and
                       of warrant issuance.                             Appear and        accurate
                                                                        Capias            statistical
                                                                        Profine           reports.
                                                                        warrant
                                                                        issued within
                                                                        2 days of
                                                                        defendant’s
                                                                        failure to
                                                                        appear or
                                                                        comply.
Learning and Growth    Ongoing internal and        Acceptable           At least 10 of    Experienced
Perspective            external training of        performance          the 13            employees
                       new and tenured             evaluations and      positions         capable of
                       employees to ensure         improved             within the        being
                       retention and attract       vacancy              court filled at   promoted.
                       quality applicants.         statistics.          any given
                                                                        time and
                                                                        tenure being
                                                                        built.




City of Longview                               - 121 -                                    2008-09 Budget
                                         Municipal Court

                                     Actual          Budget       Year End Est.        Budget
        Expenditures
                                   FY 2006-07      FY 20076-08     FY 2007-08         FY 2008-09
  Personnel                             $372,837      $416,489         $393,115           $440,589
  Supplies                                12,616        25,170           18,750             19,628
  Maintenance – Structure                  3,977        10,000            5,000              5,000
  Maintenance – Equipment                  2,747         3,610            3,610              2,814
  Contractual Services                    24,397        20,884           46,384             32,640
  Benefits                               146,717       183,556          174,488            209,003
  Capital Outlay                               0        20,000           20,000                  0
  Total                                 $563,291      $679,709         $661,347           $709,674




                                                           Positions Authorized
                                            Actual        Budget      Year End Est.     Budget
          Personnel Summary
                                          FY 2006-07     FY 2007-08    FY 2007-08      FY 2008-09
  Full Time
  Municipal Court Administrator               1              1              1               1
  City Judge                                  1              1              1               1
  Warrant Officer                             3              3              3               3
  Court Clerk Supervisor                      2              2              2               2
  Municipal Court Clerk / Senior Clerk        6              6              6               6
  Warrant Clerk                               1              1              1               1
  Part Time
  Parking Enforcement Officer                  1              1             1               1
  Total                                       15             15            15              15
  Full Time Total                             14             14            14              14
  Part Time Total                              1              1             1               1




City of Longview                               - 122 -                                 2008-09 Budget
                           Public Safety Communications
Program Narrative
The Public Safety Communications Division receives and processes both emergency and non-
emergency requests for public safety assistance and provides support services to the Police
and Fire Departments. Annually the division processes an average of 71,000 telephone calls
received through the 9-1-1 telephone system; an average 317,000 non-emergency telephone
calls and an average of 139,000 calls for service that are processed through the computer
system requiring operator action. Additional support services provided include the management
of the trunked radio system and all public safety computer systems.

Mission Statement
To efficiently provide service to the public and our internal customers by maintaining a staff of
highly trained individuals that respond promptly and professionally in the performance of their
duties processing requests for Police, Fire, and EMS services.

Accomplishments for 2007-08:
      Several upgrades were completed to the CAD system including the upgrade of the
       TLETS connection to Omnix TCP/IP connectivity that was mandated by the State of
       Texas and the installation of the latest version of the CAD software.
      An interface with the APCO MEDS software was completed in August and Emergency
       Medical Dispatch Certification training for all operations personnel began in September
       to facilitate the implementation of the MEDS.
      Equipment has been acquired and installed in Public Safety Communications for the
       Regional Amber Alert program. The regional committee is in the process of finalizing the
       guidelines.
      Implemented ―A Child Is Missing‖ alert program.
      Enhanced the division employee recognition efforts.
      Several employees of Public Safety Communications presented training programs to
       peer groups at both the state and national training conferences for APCO and NENA.
       Three employees are serving on boards for professional organizations on a statewide
       basis.

Program Goals for 2008-09:

Short Term Goals
      Promote employee development through training to obtain highest level of certification.
      Refine the work processes to increase efficiency and customer service.
      Implement technology enhanced training programs for operators and advanced
       programs for supervisors.
      Complete APCO EMD training for all operations staff and implement MEDS protocol
       software.
      Complete implementation of the East Texas Regional AMBER Alert Plan.
      Complete installation of Astro P25 radio system and implement use of third Police radio
       position.
      Conduct multi-agency exercises to ensure compliance with radio interoperability
       standards.




City of Longview                             - 123 -                               2008-09 Budget
                          Public Safety Communications

Short Term Goals…Continued
      Improve response time to routine IT related issues and status reporting to operations
       staff.
      Restructure the division career path and pay plan to a professional level that improves
       employee retention and fosters the ―Grow Your Own Supervisor‖ concept.

Long Term Goals
      Increase authorized personnel to permit daily minimum staffing level of six TCO and a
       supervisor.
      Provide certification pay for TCO and ENP certifications.
      Develop a plan to acquire facilities to meet the division office space needs.
      Implement ―Next Generation 9-1-1‖.

Significant Budget Changes
      Transfer of nine positions to E9-1-1 budget resulting in $297,388 budget decrease.
      One time purchase in Supplies for FY 2007-08 resulting in $6,422 budget decrease.
      Budgetary Increase of $30,000 in Communications for New Radio System T1.
      Budgetary Increase of $9,740 in Software for upgrades and 3rd radio position.
      $39,000 allocated for Code Red and Weather Warn.
      Budgetary increase of $17,253 in Maintenance Contracts.
      $162,000 allocated to purchase land for new radio tower.
      The department is going through a trial phase of 12-hour shifts. If this trial is not
       successful, then the Supervisor, Senior TCO, and TCO positions will revert to the
       authorized staffing level from the beginning of FY 2007-08. In June 2008, it was
       approved to change two part-time TCO positions into one full time position. One part-
       time TCO position was used to fund the Systems and Tech Technician. The
       Supervisors, One Lead, Training Coordinator, GIS Data Specialist, Systems Technician,
       and part-time TCO transferred to E-911 Cost Center.




City of Longview                            - 124 -                             2008-09 Budget
                            Public Safety Communications
                                Strategies                      Measures                Targets              Outcomes
 Customer/Stakeholder   -Respond to incoming calls          1. Emergency           1. Incoming calls        1. Remaining
 Perspective            within specified timeframes.        response times.        answered within          responsive,
                        -Dispatch all emergency calls       2. Amount of time      designated               open, and
                        within designated timeframes.       required to handle     timeframes.              flexible to our
                        -Provide exceptional customer       problems.              2. Calls for service     citizens.
                        service without sustainable         3. Efficiencies        dispatched within        2. Maintaining a
                        customer complaints.                gained through the     designated               safe and
                        -Extend the current Q/A             use of technologies.   timeframes.              welcoming
                        processes to include call taking                           3. Minimum 95%           community.
                        and radio Q/A processes.                                   average Q/A rating.      3. Sustaining
                        -Administration of the East                                4. Regional alerting     and developing a
                        Texas Regional Alert System.                               system operational.      competent
                        -Implementation of APCO                                    5. EMD                   workforce.
                        MEDS software and EMD                                      implementation
                        certification training.                                    complete and MEDS
                        -Join Harris County Radio                                  system in use.
                        Switch to expand                                           6. Interoperability
                        interoperability range and                                 standards met.
                        enhance functionality.
 Finance Perspective    -Use of a flexible schedule to      1. Cost savings,       1. Reduction in the      1. Sustaining
                        avoid overtime expenditures         cost reduction, and    amount of overtime       and developing a
                        and to promote utilization of       avoidance through      funds (and sick          competent
                        part-time staff.                    collaboration.         leave) utilized in the   workforce.
                        -Full implementation of 12 hour                            fiscal year.             2. Exercising
                        schedules to reduce OT and                                                          corporate
                        sick leave usage, and increase                                                      responsibility for
                        division morale.                                                                    city resources
                                                                                                            and results.
 Internal Process       -Work with HR in classification     1. Reduction in        1. Turnover rate         1. Remaining
 Perspective            process to revise the structure     turnover and           reduction.               responsive,
                        and career path for TCO.            vacancy rate.          2. Review and            open, and
                        -Promote an environment that        2. Cost reduction      revision of SOP          flexible to our
                        empowers employees and              and avoidance          completed bi-            citizens.
                        utilizes employees from all         through                annually.                2. Sustaining
                        levels to participate in decision   collaboration.         3. APCO MEDS             and developing a
                        making teams.                       3. Improved            interface project        competent
                        -Refine work processes,             accuracy of call       completed.               workforce.
                        policies, and procedures to         coding and unit        4. Division of           3. Exercising
                        increase efficiency and             dispatch for medical   responsibilities         corporate
                        customer service.                   calls.                 equally distributed.     responsibility for
                        -Implement technology                                      Shift Supervisors        city resources
                        solutions that improve                                     allowed to focus on      and results.
                        processes and customer                                     operational issues.
                        service.
                        -Add 4th Shift Supervisor, IT
                        Specialist and 9-1-1 Coordinator
                        positions. Promote from within
                        to increase efficiency and
                        provide career progression
                        opportunities.
 Learning and Growth    -Promote initial and on-going       1. Reduction in        1. Shortened Senior      1. Sustaining
 Perspective            training for all employees.         turnover and           TCO training period;     and developing a
                        -Improve the Senior TCO             vacancy rate.          those not suited for     competent
                        training program.                   2. Meeting             the job are identified   workforce.
                        -Mentor supervisory staff in        emergency              early.
                        managerial duties.                  response time          2. Structured
                        -Mentor Senior TCO II staff         goals.                 reoccurring training
                        members in supervisor duties.       3. Employees are       is scheduled 4 times
                                                            more                   per year.
                                                            knowledgeable,         3. Improved depth
                                                            efficient, and         of management
                                                            effective.             potential.




City of Longview                                      - 125 -                                               2008-09 Budget
                           Public Safety Communications

                                 Actual          Budget          Year End Est.        Budget
          Expenditures
                               FY 2006-07       FY 2007-08        FY 2007-08         FY 2008-09
   Personnel                    $1,070,105        $1,221,285        $1,143,100           $983,376
   Supplies                         34,200            57,064            61,925             53,130
   Maintenance – Structure               0                 0                 0                  0
   Maintenance – Equipment           1,061             1,062             1,205              1,356
   Contractual Services            300,581           365,086           351,598            459,383
   Benefits                        449,215           559,380           548,564            499,901
   Capital Outlay                   67,752            71,683            71,683            162,000
   Total                        $1,922,914        $2,275,560        $2,178,075         $2,159,146




                                                          Positions Authorized
                                       Actual            Budget      Year End Est.     Budget
          Personnel Summary
                                     FY 2006-07         FY 2007-08    FY 2007-08      FY 2008-09
   Full Time
   Telecommunications Supervisor          3                  3             4               0
   Telecomm. Operator/Senior             27                 27            29              29
   Telecomm. Operator/Lead                6                  6             4               3
   Telecomm. Training Coordinator         1                  1             1               0
   GIS Data Specialist                    1                  1             1               0
   Systems & Tech Specialist              1                  1             1               0
   Part Time
   Telecommunications Operator            4                  4             1               0
   Total                                 43                 43            41              32
   Full Time Total                       39                 39            40              32
   Part Time Total                        4                  4             1               0




City of Longview                              - 126 -                                  2008-09 Budget
                                  Community Services

                                Expenditures by Division

                                    Actual             Budget           Year End Est.         Budget
              Division
                                  FY 2006-07          FY 2007-08         FY 2007-08          FY 2008-09

Personnel                          $1,525,001           $1,747,569          $1,720,672         $1,602,295

Supplies                              431,223             609,852                547,727          596,580

Maintenance – Structure               192,135                  97,000              78,930         104,500

Maintenance – Equipment                24,812                  68,791              69,898             42,905

Contractual Services                 2,904,710           5,885,452           4,468,465          3,689,043

Benefits                              600,611             676,072                684,907          685,937

Capital Outlay                        174,559             713,507                168,725          603,583

Total                              $5,853,051           $9,798,243          $7,739,324         $7,324,843



                                  Authorized Positions
                                    Actual             Budget           Year End Est.         Budget
          Personnel Summary
                                  FY 2006-07          FY 2007-08         FY 2007-08          FY 2008-09


Community Development                 1.6                1.6                 2                    2
Housing/Section 8                    10.4                10.4                10                  10
Library                               33                 33                  33                  33
Maude Cobb Activity Center             9                  9                  9                    9
Partners in Prevention                4.2                4.2                 4.2                4.15
Partners In Prevention Grants         2.8                2.8                 2.8                1.85
Transit                                .7                 .7                 0                    0


Total                                61.7                61.7                61                  60




City of Longview                            - 127 -                                         2008-09 Budget
                     Housing and Community Development

Program Narrative
The Housing and Community Division receives $6.5 Million annually via the following federal
grant programs funded through the U.S. Department of Housing and Urban Development:
Housing Choice Voucher, Community Development Block Grant (CDBG) , HOME, Shelter Plus
Care, and Family Self Sufficiency (FSS). The Division develops and submits the City's Five Year
Consolidated Plan, Five Year Housing Plan, interim annual updates, and all associated budgets
to HUD.

Mission Statement
The mission of the Housing and Community Development Department is the same as the
United States Department of Housing and Urban Development: Promote adequate and
affordable housing, economic opportunity, and a suitable living environment, free from
discrimination.

Accomplishments for 2007-08:
       Accomplished the demolition of an existing shelter and the design and construction of a
        new shelter with CDBG Public Facility Grant for the Women’s Center of East Texas in
        the amount of $500,000.
       Launched the Housing Choice Voucher Home Ownership Program and received 60
        completed applications. Interest and participation has been strong with 30 families
        attending the first Home Ownership Seminar.

Program Goals for 2008-09:

Short Term Goals
       Build productive relationships with other departments, other community organizations
        and with HUD representatives.
       Update Housing policies and procedures to better utilize resources.
       Devise methods to facilitate more open communication and greater visibility with the
        clients and the community.
       Review and update the utility allowances provided to clients through the housing
        assistance program.
       Provide HUD’s project-base clients with seamless service as they transition to tenant-
        base subsidy.

Long Term Goals
       Increase revenues and expand existing programs to service more clients by applying for
        new grant opportunities.
       Implement peer audit procedures to minimize human error and insure compliance with
        HUD rules and regulations.

Significant Budget Changes
       The Community Development Specialist is now fully funded out of Community
        Development instead of split with Housing.




City of Longview                            - 128 -                              2008-09 Budget
                       Housing and Community Development
                                  Strategies                     Outcomes                   Measures            Targets
    Customer/Stakeholder   Effectively manage Housing       1. Be proactive,              1. HUD SEMAP          Continuation
    Perspective            and C/D programs and             responsive, open, and         rating.               of existing
                           activities:                      flexible with HUD and our     2. Maintain at        Housing
                           -Provide more information to     citizens.                     least 95% HCV         Choice
                           the public regarding H&CD.       2. Request HUD transfer       lease-up rate.        Voucher
                           -Maintain HUD High               additional vouchers to        3. Maintain           High
                           Performer Rating for             Longview, when available      timeliness of         Performer
                           Housing Choice Voucher           to increase the number of     expenditures          Rating.
                           Program.                         Longview citizens served.     rating with HUD.
                           -Work cooperatively with                                       4. Increase           Develop
                           HUD to effectively                                             number of citizens    baseline
                           administer/expand existing                                     served through        measures by
                           programs.                                                      HCV program.          Summer
                                                                                                                2009.
    Finance Perspective    Promote ownership of             1. Insure grant funds are     1. Cost savings.      Develop
                           employees’ value to the          maximized in order to get     2. Efficiencies       baseline
                           organization and their           the most return for the       gained through        measures by
                           connection to the bottom         money.                        technology.           Summer
                           line.                            2. Maintain full lease-up     3. Cost avoidance     2009.
                                                            to insure maximum             through
                                                            number of citizens            collaboration.
                                                            served.                       4. Insure use of
                                                            3. Seek additional            accurate rent
                                                            collaborative                 payments through
                                                            relationships, with HUD,      using the Payment
                                                            outside Housing               Standards.
                                                            Authorities, and internal     5. Continue to
                                                            customers.                    identify and
                                                            4. Maintain efficient and     reduce program
                                                            effective fiscal              fraud and abuse.
                                                            management of H&CD
                                                            programs and activities.
    Internal Process       Develop a process to attract     1. Continue assessment        1. Response           Develop
    Perspective            and sustain the number and       of HCD division               times/ same-day       baseline
                           type of workers needed for       organization and staffing     service.              measures by
                           the future:                      to include succession         2. Turnover rates.    Summer
                           -Develop plan of action for      planning for Supervisory                            2009.
                           divisional succession            and Management
                           planning.                        positions.
                           -Establish personnel policies
                           that enable hiring a
                           workforce dedicated to
                           public service.
                           -Open line of communication
                           internally.
    Learning and Growth    Improve and enhance              1. Sustain/Develop a          1. Improve            Develop
    Perspective            organizational culture:          competent workforce           turnover/vacancy      baseline
                           -Promote environment that        through ongoing training      rates.                measures by
                           empowers employees to be         opportunities and             2. Track              Summer
                           flexible and innovative within   conferences.                  employees’            2009.
                           values of the city.              2. Grow from within.          continuing
                           -Grow leaders through            3. Better diversified staff   education credits
                           coaching and mentoring.          to handle routine             and certifications.
                           -Establish cross training.       operations.                   3. Reduce lag
                           -Promote initial and on-going                                  time in the
                           training to ensure                                             administration of
                           professional growth for                                        caseload.
                           corporate responsibility.
                           -Educate employees in
                           customer services.




City of Longview                                      - 129 -                                               2008-09 Budget
                     Housing and Community Development
                                      Actual           Budget       Year End Est.      Budget
           Expenditures
                                    FY 2006-07        FY 2007-08     FY 2007-08       FY 2008-09
  Personnel Services                   $351,265          $396,371        $372,683        $337,919
  Supplies                                9,899            12,795          14,798          14,856
  Maintenance – Structure                     0            25,000           4,500           2,500
  Maintenance – Equipment                   754             1,073             300           2,300
  Contractual Services                  756,441         3,681,451       2,260,963       1,460,322
  Benefits                              144,970           161,624         171,206         189,276
  Capital Outlay                          3,529           415,197          23,215               0
  Total                              $1,266,858        $4,693,511      $2,847,665      $2,007,173




                                                           Positions Authorized
                                          Actual          Budget      Year End Est.     Budget
          Personnel Summary
                                        FY 2006-07       FY 2007-08    FY 2007-08      FY 2008-09
 Full Time
 Housing/Community Develop Manager           1                1             1              1
 Housing Supervisor                          1                1             1              1
 Housing Specialist                          1                1             1              1
 Housing Programs Inspector                  1                1             1              1
 Office Assistant                            1                1             1              1
 Customer Service Representative I/II        3                0             0              0
 Housing Caseworker/Senior                   0                4             4              4
 Housing Technician                          1                0             0              0
 Community Develop Administration            1                1             1              1
 Community Development Specialist            1                1             1              1
 Part Time
 Office Assistant                            1                1             1               1
 Total                                      12               12            12              12
 Full Time Total                            11               11            11              11
 Part Time Total                             1                1             1               1




City of Longview                            - 130 -                                   2008-09 Budget
                                            Library
Program Narrative
The goal of the Longview Public Library is to present library services that provide the greatest
possible satisfaction to citizens and users. The Longview Public Library strives to provide a
collection that is comprehensive, timely, helpful, and readily available. The Longview Public
Library shall dedicate financial resources to purchase materials and equipment for the facility
and provide training to the staff.

Mission Statement
The mission of the Longview Public Library is to improve the quality of life for the client and the
community by demonstrating professional leadership in designing, developing, and managing
library collections, systems, and services; by bringing people and resources together, closing
the gap between the individual and the record of knowledge and culture; by providing current
information; by cooperating with other libraries, institutions, and agencies to provide resources
otherwise unavailable; and by offering a broad and diverse range of resources to entertain and
enlighten.

Accomplishments for 2007-08:
      The Library roof was replaced in conjunction with the Bond CIP program.
      Served 158,169 library users with computers and Internet.
      Replaced furniture in the reading seating area with grant funds from the Texas State
       Library and Archives Commission.

Program Goals for 2008-09:

Short Term Goals
      To respond to patron inquiries, requests, and material needs through interlibrary loan
       services.
      To offer weekly, monthly, and quarterly programs of interest for both children and adults
       in the community.
      To implement radio frequency identification (RFID) technology in the library to improve
       customer service, increase revenues, and improve inventory and material management.

Long Term Goals
      To ensure the collection is evaluated and updated through responsible acquisition and
       collection development.
      To analyze user trends and offer desired programs, materials, and services to meet the
       needs of library users.
      To expand available electronic resources and databases to meet the research needs of
       library users.
      To add a computer instruction position to the staff to coordinate the Public Computer
       Training Program.




City of Longview                              - 131 -                                2008-09 Budget
                                             Library
                                Strategies                Outcomes        Measures          Targets
Customer/Stakeholder      -Provide excellent          1. Improve          1. Customer     Spring 2009
Perspective               service and programs        user’s service      needs and
                          to our users.               experience.         satisfaction
How well is the           -Educate users in the       2. Provide easy     surveys.
                          skills necessary to         access to           2. Customer
Library meeting the
                          fulfill their information   resources.          suggestion
needs of our users?       needs.                                          and
                          -Develop high quality                           feedback
                          collections that reflect                        tool on web.
                          the needs of the
                          community.
Finance Perspective       -Leverage collection        1. Increase         1. Continue     Ongoing
                          funds by expanding          revenue for         pursuing
How well are              collaborations and          collections.        funding from
resources achieving       partnerships for                                grants and
                          purchasing material for                         outside
our mission?
                          collection.                                     sources.
                                                                          Current:
                                                                          $20,523 for
                                                                          collection
                                                                          Goal: $22,000
Internal Process          -Review and evaluate        1. Reduce           1. Number       Fall 2008
Perspective               existing turnaround         turnaround time     of days
                          times for processing        for processing of   required to
How efficient is the      and replacing               damaged             process &
                          damaged materials.          materials.          replace
Library in the delivery
                          -Identify and address                           damaged
of collections and        any obstacles to                                materials.
services?                 improve processing.                             Current # of
                                                                          days: 13
                                                                          Goal: 10
Learning and Growth       -Foster learning among      1. Investigate      1. Job          Fall 2008
Perspective               employees to                ways to             satisfaction
                          encourage creativity,       empower             survey.
How well is the           cooperation, and            employees
                          innovation.                 further.
Library positioned to
                          -Recruit, develop, and      2. Devote           2. Number       Ongoing
expand and support        retain productive,          professional        of staff
personal and              highly qualified staff.     development         attending
organizational                                        funds in budget     workshops
development?                                          for continuing      and
                                                      education.          conferences.
                                                                          (Hours
                                                                          obtained as
                                                                          CE credits).




City of Longview                                - 132 -                                   2008-09 Budget
                                              Library
                                  Actual             Budget          Year End Est.        Budget
        Expenditures
                                FY 2006-07          FY 2007-08        FY 2007-08         FY 2008-09
 Personnel                         $631,193             $705,183          $704,619            $716,560
 Supplies                           258,565              234,130           237,610             242,226
 Maintenance – Structure              4,678               10,000             5,000               7,000
 Maintenance – Equipment              4,354               13,302            13,302              11,357
 Contractual Services               278,959              298,229           293,722             279,322
 Benefits                           244,785              263,077           263,077             294,816
 Capital Outlay                      51,527                    0                 0                   0
 Total                           $1,474,061           $1,523,921        $1,517,330          $1,551,281




                                                               Positions Authorized
                                          Actual             Budget      Year End Est.      Budget
         Personnel Summary
                                        FY 2006-07          FY 2007-08    FY 2007-08       FY 2008-09
 Full Time
 Library Manager                              1                 1              0               0
 Asst. Director of Community Services         0                 0              1               1
 Administrative Assistant                     1                 1              1               1
 Systems Administrator                        1                 1              1               1
 Library Supervisor                           2                 2              3               3
 Librarian                                    2                 2              2               2
 Circulation Supervisor                       1                 1              0               0
 Library Assistant/Senior Assistant           2                 2              3               6
 Circulation Assistant                        3                 3              3               3
 Library Assistant                            3                 3              2               0
 Library Aide                                 3                 3              1               0
 Acquisitions Assistant                       0                 0              1               1
 Cataloguing Assistant                        0                 0              1               1
 Part Time
 Library Assistant                             1                 1             1                3
 Library Aide                                  9                 9             9                6
 Circulation Assistant                         4                 4             4                4
 Processing Assistant                          0                 0             0                1
 Total                                        33                33            33               33
 Full Time Total                              19                19            19               19
 Part Time Total                              14                14            14               14




City of Longview                                  - 133 -                                 2008-09 Budget
                                Maude Cobb Activity Complex
Program Narrative
The staff at Maude Cobb has an unwavering commitment to provide exceptional customer
service. Staff strives to ensure that Maude Cobb Activity Complex is the best choice for
customers by helping to ease the event-planning burden. Continual efforts to maintain and
enhance the facilities will transform the property into complete convention and meeting
amenities. Maude Cobb Activity Complex will continue to be recognized by its customers as the
premier destination for meeting planners, encouraging repeat business as well as attracting new
customers. Through consistent, predictable professionalism, Maude Cobb Activity Complex staff
will ensure each event's success at a reasonable price.

Mission Statement
Maude Cobb Activity Complex is dedicated to providing facilities and excellent customer service
that exceeds customer expectations in terms of cost, convenience, service, and dependability,
while promoting Longview as a desirable center for diverse community activities, special events,
and conventions. Keeping in tune with the needs of the market, utilizing the latest technology
and trends, all the while ensuring that clients receive the individual attention they deserve, is the
daily mission of Maude Cobb Activity staff, the City of Longview's event planning specialists.

Accomplishments for 2007-08:
     The bid process was accomplished, with contract awarded for the $2.5 million
      Convention Center renovation project. Construction has already begun with the project
      running ahead of schedule.
     During Hurricanes Gustav and Ike, the Activity Complex was used in several ways that
      included: an Animal Shelter for pets belonging to the evacuees was in place; housing of
      several hundred bus drivers and their buses for transport of evacuees was utilized at
      both the Convention Center and Exhibit Building; and, the property was used as a
      staging area for the state operations center for supplies (MREs, cots, bottled water,
      personal hygiene items, and bedding). These items were stored in numerous pods.
     Preparation for future emergency incidents continued, with improvements made at the
      agricultural pavilion area (new windows, fencing renovations, and placement of portable
      buildings to house animals and/or supplies). The Activity Complex Manager served as
      Labor Standards Officer on a project at the Longview Primary Evacuation Shelter
      located by the Exhibit Building. This project included the use of grant monies, with
      oversight by the Office of Rural Community Affairs (ORCA), for the installation of a
      permanent building with shower facilities and washer/dryer area. Improvements were
      also made to the commercial quality kitchen facilities located inside the Exhibit Building
      with the installation of certain new appliances and a generator just outside the kitchen.




City of Longview                               - 134 -                                 2008-09 Budget
                           Maude Cobb Activity Complex

Program Goals for 2008-09:

Short Term Goals
      Betterments at Maude Cobb Convention Center will include the renovation project.
      Twelve (12) existing air conditioning units currently serving Maude Cobb Convention
       Center will be added to the City’s Trane Tracer Summit Building Automation System
       during the renovation project. As part of the proposal, the City’s current system will be
       converted to include the BCM Module to allow password protected local and remote
       access.
      Activity Complex staff will continue with rapid response for emergency repairs and
       identification of potential hazards.
      Safety training will continue to include subjects related to crowd management and
       control.
      In order to meet the professional standards and expectations of providing a safe, non-
       threatening environment for facility occupants as well as protecting the community
       assets, drills, and training specifically related to hoaxes, bomb threats, crowd control and
       bio-terrorism in public assembly facilities will continue to be conducted in an on-going
       basis, with a stronger emphasis on emergency preparedness and sheltering procedures.
       Improved fire safety and evacuation procedures will be implemented.
      Productivity will continue to increase through efficiency training and by examining work
       processes, specifically those relating to preventative maintenance and administrative
       tasks. The Activity Complex administrative and maintenance staff will continue to seek
       certification and appropriate training.
      Activity Complex Manager will seek Certified Facility Executive status through a program
       offered by the International Association of Assembly Managers beginning in early 2009.

Long Term Goals
      Activity Complex Manager will continue to enhance knowledge and skills through
       membership in Texas Civic Center Association (TCCA) and International Association of
       Assembly Managers (IAAM), with increased opportunities for training and development,
       and marketing Longview as a desireable host site for potential out-of-state customers.
      Improvements and modifications will continue in the Agricultural Pavilion area in
       preparation for use during sheltering scenarios.
      Activity Complex staff will continuously upgrade and effectively maintain the Activity
       Complex to maximize profits, attract larger number of visitors, increase hotel/motel
       revenues, and sustain target level of 90% or greater customer satisfaction.
      A strong focus on superior customer service will continue through enhanced
       opportunities for professional development for all Activity Complex staff for innovative
       methods of quality service delivery.
      Activity Complex staff will continuously improve customer safety, comfort, and
       accessibility features in all areas of the Activity Complex.
      Activity Complex staff will continue to learn and exhibit the concepts of High Performing
       Organizations.




City of Longview                              - 135 -                                2008-09 Budget
                           Maude Cobb Activity Complex

Long Term Goals…Continued
      Betterments at Exhibit Building and Fairgrounds will include parking lot improvements,
       beautification of recreational vehicle area and refurbishing of the adjacent storage barn
       to include painting and roof replacement.
      Betterments at the Rodeo Arena and Agricultural Pavilions will include electrical
       upgrades, re-roofing of both pavilions, and paint and repair of I-beams on smaller
       pavilion. Additional electrical hook-ups will be installed for use by recreational vehicles
       in agricultural pavilion areas as a customer service enhancement, with directional
       signage throughout the Complex.

Significant Budget Changes
      Title change from Guest Services Coordinator to Event Coordinator to be more in line
       with the Convention/Civic Center industry.




City of Longview                             - 136 -                                2008-09 Budget
                            Maude Cobb Activity Complex
                                 Strategies                  Outcomes               Measures                Targets
    Customer/Stakeholder   1. Solicit customer            1. Continuous           1. Percentage         Sustain target level
    Perspective            satisfaction through           improvement on          rate of overall       of 92% or greater.
                           evaluation of services         more effective          customer
                           before, during, and            communication with      experience based
                           following events.              clients and staff, to   on facility usage
                           2. Discuss responses           determine needs         evaluation
                           with staff to develop          that will ensure the    feedback forms.
                           strategies for continuous      quality and success
                           improvement in the             of events. Service
                           provision of excellent         Enhancement
                           customer service.
                           Teamwork
    Finance Perspective    1. Market Maude Cobb           Exercising corporate    1. Occupancy          Target Levels for:
                           Activity Complex to            responsibility          Rate (%).             1. Occupancy Rate
                           increase the awareness         through:                2. Increased          a. Maude Cobb
                           and selection of Longview      1. Increased facility   Income                55%
                           as a viable meeting            usage                   a. Number of          b. Exhibit Center
                           destination.                   a. Maude Cobb           Events                52%
                           2. Achieve target level of     Convention Center       b. Number of          2. Increased
                           facility usage.                 b. Exhibit Center      Event Days            Income
                           Accountability                 2. Increased income     (In fiscal year       a. Events 6%
                                                           Revenue                2006-07 there         b. Event Days 6%
                                                          Enhancement.            were 369 events
                                                                                  and 620 event
                                                                                  days).
    Internal Process       1. Upgrade and maintain        1. Efficient            1. Continue with      1. Electrical and
    Perspective            COL public event facilities    operation of Activity   consistent            plumbing (weekly),
                           at Activity Complex.           Complex facilities      inspection of         HVAC (quarterly),
                           2. Improve and effectively     and equipment.          electrical, HVAC,     vent-a-hoods (bi-
                           maintain the Activity          2. Providing safe,      plumbing, and fire    annually) fire
                           Complex grounds.               inviting facilities.    suppression           suppression
                           3. Perform renovations as      3. Creating a clean,    systems, to           systems (annually).
                           needed.                        attractive property     prevent down-         2. Bi-weekly safety
                           4. Continuously improve        for our city.           time and              training meetings.
                           customer safety, comfort,      Cost Savings/Cost       excessive wear.       3. Add twelve
                           and accessibility features     Avoidance.              2. Continuous         existing HVAC units
                           in all areas of the Activity                           safety training on    at convention
                           Complex.                                               (a) equipment         center to Trane
                           5. Become known as a                                   operation and         Tracer Summit
                           safe destination. Integrity                            maintenance and       building automation
                                                                                  (b) crowd control.    system during the
                                                                                  3. Reduce energy      upcoming fall
                                                                                  costs related to      renovation.
                                                                                  convention
                                                                                  center’s HVAC
                                                                                  units.
    Learning and Growth    1. Facilitate staff            1. Sustaining a         1. Employee           1. Teambuilding
    Perspective            development and growth         competent staff and     turnover.             training by
                           opportunities.                 a work environment      2. Process            11/30/08.
                           2. Improve retention,          free from               improvement.          2. Visio mapping of
                           training, empowerment,         discrimination,         3. Real-time          various processes
                           and accountability of staff.   harassment, and         business              by 12/31/08.
                           3. Encourage                   hostility.              challenges.           3. Conflict
                           participation in projects,     2. Promoting dignity    4. Experientially-    resolution training
                           programs, and continuing       and respect in all      based team            by 1/31/09.
                           education.                     interactions.           exercises.            4. Interactive team
                           4. Provide opportunities       3. Enhanced             5. Training,          development by
                           for staff to work a variety    communication,          certifications, and   03/31/09.
                           of the representative          trust, problem-         continuing
                           cultural events, hosted in     solving, and            education.
                           the facilities, to heighten    collaboration.
                           awareness of different         Service
                           cultures. Professionalism      Enhancement.




City of Longview                                      - 137 -                                             2008-09 Budget
                           Maude Cobb Activity Complex

                                  Actual               Budget FY     Year End Est.    Budget
         Expenditures
                                FY 2006-07               2007-08      FY 2007-08     FY 2008-09
Personnel                           $285,792              $306,651        $306,651       $331,308
Supplies                              42,343                48,259          41,379         80,572
Maintenance – Structure              187,457                62,000          69,430         95,000
Maintenance – Equipment               17,033                19,365          21,245         19,937
Contractual Services                 338,072               307,370         304,940        395,253
Benefits                             109,996               111,856         111,856        107,301
Capital Outlay                             0               228,151          89,851        215,044
Total                               $980,693            $1,083,652        $945,352     $1,244,415




                                                      Positions Authorized
                                  Actual           Budget        Year End Est.        Budget
      Personnel Summary
                                FY 2006-07        FY 2007-08       FY 2007-08        FY 2008-09
 Full Time
 Activity Complex Manager           1                    1                1               1
 Events Coordinator                 1                    1                1               1
 Activity Complex Crew Leader       1                    1                1               1
 Event Monitor                      4                    4                4               4
 Part Time
 Office Assistant                   2                    2                2               2
 Total                              9                    9                9               9
 Full Time Total                    7                    7                7               7
 Part Time Total                    2                    2                2               2




City of Longview                             - 138 -                                 2008-09 Budget
                                Partners In Prevention
Program Narrative
Partners in Prevention (PIP) is a community partnership comprised of individuals and
organizations working together to prevent substance abuse by youth through community
mobilization. Intentional efforts are made to include all segments of the community, including:
youth, law enforcement, faith community, businesses, school representatives, parents, media
representatives, judicial system representatives, health care providers, neighborhood groups,
and state and local agencies with the common interest of preventing substance abuse among
our youth and making Longview a safe and healthy city in which to live.

Mission Statement
Partners in Prevention is a community partnership recognized as a way for people to come
together in respect and trust to work for a safe, healthy, drug-free community.

Accomplishments for 2007-08:
      Obtained a new grant in the amount of $165,000 from Office of Juvenile Justice and
       Delinquency Prevention to support the new Circles™ of East Texas initiative – the first in
       the state of Texas.
      Expanded Forever Friends mentoring program into Marshall ISD–high school–through
       the funding of Mentoring Children of Prisoners grant.
      Obtained recognition for the City of Longview as one of ―100 Best Communities for
       Young People‖ by America’s Promise Alliance.
      Created Friends of Partners in Prevention, a 501c(3) status, in order to diversify funding.
      Friends of Partners in Prevention selected as the only new partner of Greater Longview
       United Way.
      Expanded www.MyRRW.com as a community tool to post Red Ribbon Week
       information, and provide information to adults and youth about substance abuse
       prevention.

Program Goals for 2008-09:

Short Term Goals
      Add new information to PIP pages of website to better inform citizens of our activities
       and meetings.
      Complete new ―Getting Ahead in a Just Getting By World‖ sessions and begin Circle
       meetings.
      Continue growing the Guiding Coalition and recruit new Allies for Circles.
      Provide opportunities for selected staff members to attend national conferences in their
       field of prevention.
      Apply for United Way funding through Friends of Partners in Prevention.
      Friends of PIP will apply for funding through United Way to help support Partners in
       Prevention’s mentoring program.
      Continue seeking new funding opportunities to support the programs of Partners in
       Prevention.
      Initiate speaking engagements to inform adults about the new alcoholic energy drinks
       and the hazards to teens.




City of Longview                             - 139 -                                2008-09 Budget
                                Partners In Prevention

Long Term Goals
      Search for new funding opportunities to sustain the mentoring program, with possible
       loss of Mentoring Children of Prisoners grant.
      Continue developing opportunities for PIP staff to interact and build cohesion with the
       difficulty of two staff members being located in offices separate from PIP’s main office.
      Utilize Friends of Partners in Prevention 501c (3) to search for new funding.

Significant Budget Changes
      Accounting Specialist changed split allocation with Partners in Prevention Grants.
      Due to grant funding, lost one Program and Outreach Coordinator.




City of Longview                             - 140 -                               2008-09 Budget
                                           Partners In Prevention
                         Strategies                    Targets                  Measures               Outcomes
Customer/          Market city strengths         -Air 10 PIP Shows         1. Number of PIP          1. Remaining
Stakeholder        through strong public         -Website to inform        programs aired.           responsive, open,
Perspective        relations:                    citizens of program       2. Number of              and flexible to our
                   -City Channel 5 to            information.              participants.             citizens.
                   promote programs.             -Produce/distribute       3. Produce/ distribute    2. Maintain a safe
                   -City’s website to provide    4,000 newsletters.        1,000 quarterly           and welcoming
                   program information and       -Create three various     newsletters.              community.
                   registration forms.           billboard designs.        4. Number of media
                   -Produce quarterly            -1,737+ TV ads            awareness activities.
                   newsletters.                  television.               5. Results of
                   -Program promotion                                      evaluations.
                   through various
                   mediums.
Finance            Promote ownership of          -Apply for funding        1. Number of grants       1. Exercising
Perspective        employees’ value to the       through foundations       received.                 corporate
                   organization and their        and other entities        2. Funding level          responsibility for
                   connection to the bottom      supporting 501c (3)       received.                 City resources
                   line.                         agencies.                 3. Funds obtained         and results.
                   -Seek grant                   -Utilize funding online   through Friends of PIP.   2. Seeking
                   opportunities.                funding resources.                                  collaborative
                   -Seek funding through                                                             relationships.
                   501c3 status for Friends
                   of PIP, including United
                   Way, to diversify funding.
Internal           Develop a process to          -New volunteers           1. Number of              1. Promoting
Process            attract and sustain the       joined PIP as             volunteers joining PIP    respect and
Perspective        number and type of            mentors and               as a result of            dignity in all
                   workers needed for the        committee members         recruitment by staff.     interactions.
                   future:                       in 2007-2008. - Will      2. Number of              2. Sustaining a
                   -Salary and benefits to       continue to increase      compliments, awards,      competent
                   attract and sustain           volunteer base.           and recognition.          workforce.
                   workforce.                    -Carry recognition of     3. Turnover rates.
                   -Establish personnel          100 Best
                   policies that enable hiring   Communities for
                   a workforce dedicated to      Young People during
                   public service.               2009.
                   -Open line of
                   communication internally.
Learning and       Improve and enhance           PIP staff will continue   1. Number of trainings    1. Sustaining and
Growth             organizational culture:       to attend local, state    attended by staff and     developing a
Perspective        -Promote environment          and national training     implementation of new     competent
                   that empowers                 conferences.              ideas.                    workforce.
                   employees to be flexible                                2. Turnover/vacancy
                   and innovative within                                   rates.
                   values of the City.
                   -Grow leaders through
                   coaching and mentoring.
                   -Promote initial and on-
                   going training to ensure
                   professional growth for
                   corporate responsibility.
                   - Educate employees in
                   customer services.




City of Longview                                         - 141 -                                        2008-09 Budget
                               Partners In Prevention

                                      Actual           Budget        Year End Est.      Budget
            Expenditures
                                    FY 2006-07        FY 2007-08      FY 2007-08       FY 2008-09
   Personnel                           $147,679          $155,053         $155,053       $157,587
   Supplies                               7,025             8,725            8,737           7,642
   Maintenance – Structure                    0                 0                0               0
   Maintenance – Equipment                  798             3,099            3,099             800
   Contractual Services                  30,359            46,040           46,219          57,912
   Benefits                              60,488            63,389           63,392          68,019
   Capital Outlay                             0                 0                0               0
   Total                               $246,349          $276,306         $276,500       $291,960




                                                            Positions Authorized
                                        Actual             Budget      Year End Est.    Budget
         Personnel Summary
                                      FY 2006-07          FY 2007-08    FY 2007-08     FY 2008-09
   Full Time
   Manager                                  1                  1              1             1
   Program & Outreach Coordinator           1                  1              1             1
   Grant Analyst                            1                  1              1             1
   Accounting Specialist                   .2                 .2             .2            .15
   Office Assistant                         1                  1              1             1
   Total                                  4.2                4.2            4.2           4.15
   Full Time Total                        4.2                4.2            4.2           4.15




City of Longview                                - 142 -                                 2008-09 Budget
                               Partners in Prevention Grants

                                      Actual          Budget         Year End Est.          Budget
          Expenditures
                                    FY 2006-07       FY 2007-08       FY 2007-08           FY 2008-09
   Personnel                            $65,508         $140,450          $137,805               $58,921
   Supplies                              95,023          131,306           128,784               100,429
   Maintenance – Structure                    0                0                 0                     0
   Maintenance – Equipment                    0           15,622            15,622                 6,390
   Contractual Services                 259,149          491,148           453,269               428,142
   Benefits                              25,661           61,593            60,843                26,525
   Capital Outlay                             0            5,500             5,500                 2,539
   Total                               $445,341         $845,619          $801,823              $622,946

                                                          Positions Authorized
                                        Actual            Budget       Year End Est.           Budget
       Personnel Summary
                                      FY 2006-07         FY 2007-08     FY 2007-08            FY 2008-09
    Full Time
    Program and Outreach
    Coordinator                              2                  2                 2                1
    Accounting Specialist                   .8                 .8                .8               .85
    Total                                  2.8                2.8               2.8              1.85
    Full Time Total                        2.8                2.8               2.8              1.85

Drug Free Community Support Grant – To account for federal funds received to enhance, improve, and
extend a successful model for preventing substance abuse among youth by improving community support
with positive role models: involving youth in community service activities: supporting law enforcement
efforts to curtail use of alcohol, tobacco, and other drugs; promote youth services; engage community
members to serve in the coalition.

Justice Assistance Grant (JAG) – Funds support crime prevention initiatives in partnership with the
police department. Events such as Texans Against Crime and Crime Prevention Forums will be
supported with these funds. In addition, child identification program will be utilized along with McGruff
costume and promotional items to teach children personal safety and about crime prevention.

Mentoring Children of Prisoners (Health and Human Services grant) – Adult volunteers serve as
mentors to children in Gregg, Harrison, Marion, Panola, Upshur, and Rusk counties who have a
significant adult (parent, grandparent, sibling, etc.) in their life who is incarcerated. Mentors meet with the
child at their school campus for approximately one hour per week.

Longview Wellness Center – Will provide funds to support the Forever Friends mentoring program.
                                                         th    th
Adult female volunteers are matched with girls in the 5 – 12 grade in area schools. Women will serve
as mentors for at least one year in a group setting on a school campus in Gregg, Camp, Harrison, Marion,
Panola, Rusk, Upshur, and Smith.

Circles™ of East Texas (Office of Juvenile Justice and Delinquency Prevention, Strengthening
Families Initiative Grant) – Funds will be used to implement ―Getting Ahead in a Just Gettin’ by World‖
15-week class and circles of support for people living in poverty, but wanting to achieve self-sufficiency.
Families who have a child in the mentoring program are the target population to provide wrap-around
services to the family.




City of Longview                                    - 143 -                                    2008-09 Budget
                                         Transit

                                  Actual            Budget        Year End Est.       Budget
          Expenditures
                                FY 2006-07         FY2007-08       FY 2007-08        FY 2008-09
Personnel                            $43,564           $43,861           $43,861               $0
Supplies                                 704           146,714           111,115          150,855
Maintenance – Structure                    0                 0                  0               0
Maintenance – Equipment                1,873             1,255             1,255            2,121
Contractual Services               1,241,730         1,058,606         1,108,704        1,068,092
Benefits                              14,711            14,533            14,533                0
Capital Outlay                       119,503            64,659            50,159          386,000
Total                             $1,422,085        $1,329,628        $1,329,627       $1,607,068

                                                       Positions Authorized
                                  Actual            Budget        Year End Est.       Budget
        Personnel Summary       FY 2006-07         FY 2007-08       FY 2007-08       FY 2008-09
Full Time
Assistant to the City Manager       .7                 .7               0                 0
Total                               .7                 .7               0                 0
Full Time Total                     .7                 .7               0                 0


Significant Budget Changes
        Assistant to the City Manager position moved to Parks as a Community Services
         Coordinator. Transit responsibilities moved to Assistant City Manager.




City of Longview                             - 144 -                                2008-09 Budget
                                  Development Services

                                  Expenditures by Division
                                         Actual            Budget           Year End Est.     Budget
            Division
                                       FY 2006-07         FY 2007-08         FY 2007-08      FY 2008-09

Personnel                               $1,415,081            $1,588,841       $1,563,750      $1,718,831

Supplies                                   116,443              189,519           197,370         183,497

Maintenance – Structure                             0               500                 0                 0

Maintenance – Equipment                     28,069               35,331            33,351          35,443

Contractual Services                      4,979,401            5,487,168        5,354,057       5,489,773

Benefits                                   595,400              647,483           628,960         686,273

Capital Outlay                             409,308               20,910            39,695          20,000

Total                                   $7,543,702            $7,969,752       $7,817,183      $8,133,817



                                       Authorized Positions
                                              Actual            Budget       Year End Est.    Budget
           Personnel Summary
                                            FY 2006-07         FY 2007-08     FY 2007-08     FY 2008-09


  Building Inspection                           10                 10             11              11
  Development Services Administration           2                   2              2              2
  Engineering Services                          6.3                 6              6              6
  Environmental Health                          18                 18             18              18
  Metropolitan Planning Organization            3                   3              3              3
  Planning & Zoning                             3                   3              3              3

  Total                                        42.3                42             43              43




City of Longview                                    - 145 -                                  2008-09 Budget
                                   Building Inspection
Program Narrative
The Building Inspection Division oversees the City’s Ordinances regarding building, mechanical,
electrical, plumbing, gas, medical gas, and vacuum systems for residential and commercial
occupancies. Full plan construction review and site plan review of all commercial and residential
plans. In addition, this department oversees plan review and inspections for fire alarm and fire
sprinklers plans. This department performs fire marshal inspections on Certificates of
Occupancy and consults with the Fire Department on safety code issues. This includes review
of plans prior to issuance of permits and field inspections during all phases of construction. This
division processes the registration of general contractors, electrical contractors, mechanical
contractors, plumbing contractors, and sprinkler contractors along with various others. This
division also processes permits and inspections of signs, and commercial and residential
issuance of certificates of occupancy, which allow the structure to be occupied signifying
compliance.

Mission Statement
To promote the health, safety, welfare, and betterment of the citizens of Longview by providing
services for a safe built environment.

Accomplishments for 2007-08:
      Adjust contractor license fees.
      Strengthen one stop inspection program.
      Set one inspection list per day for construction, saving fuel, and time.
      Improved customer service by maintaining a full staff.

Program Goals for 2008-09:

Short Term Goals
      Cross-train new and existing Inspector staff for certification and licensing in all
       construction areas, especially the Plumbing Inspector License coursework.
      Continue training sessions for homebuilders and their sub-contractors to streamline the
       inspection process through better communication and understanding.
      Review permitting software to replace the costly program currently in use.

Long Term Goals
      Improve handling and cataloging of division archive records through software and
       protocol development.
      Improve and constantly update communication equipment for field inspectors.
      Improve communication via computers with utility companies such as SWEPCO.
      Continue to streamline and improve permit application and issuing permits.
      Continue to evolve in the department by using an array of permit and license
       applications including permits access through web-based programming, e-mail, and by
       fax.

Significant Budget Changes
      Changed one full-time Building Inspector into two part-time positions. During the
       compensation study, the Fire Plans Inspector was reclassed to a Building Inspector.



City of Longview                              - 146 -                                2008-09 Budget
                                          Building Inspection
                           Strategies                   Measures                     Targets             Outcomes
  Customer/          Market city strengths          1. Ensure effective        1. Continue current      1. Remain
  Stakeholder        through strong public          communication with         Inspection request       responsive,
  Perspective        relations:                     external customers in      program.                 open, and
                     -Create dynamic line of        a timely manner.           2. Provide quarterly     flexible to our
                     transparent                    2. Provide                 Contractor Education     citizens.
                     communications that flow       information or             classes.                 2. Maintain a
                     inward and outward.            assistance to the          3. Maintain              safe and
                     -Provide more information      public, council,           Development              welcoming
                     to the public regarding city   commission, or other       Taskforce quarterly      community.
                     government.                    city staff as              meetings.
                                                    requested.
  Finance            -Promote environment           1. Reduce number of        1. Implement web-        1. Exercising
  Perspective        that empowers employees        out-going mailings.        based permit             corporate
                     to be flexible and             2. Cross train BI staff    capabilities by          responsibility for
                     innovative within values of    for plan review/field      December 2008.           City resources
                     the city.                      inspections.               2. Cross train new       and results.
                     -Promote ownership of                                     and existing staff to    2. Seeking
                     employees’ value to the        3. Evaluate Building
                                                    Fee structure by April     increase BI              collaborative
                     organization and their                                    certification types by   relationships.
                     connection to the bottom       2009.
                                                                               August 2009.
                     line.
  Internal Process   Improve and enhance            1. Investigate and         1. Continue process      1. Exercising
  Perspective        organizational culture:        correct any non-value      mapping monthly and      corporate
                     -Promote environment           steps in the building      implement solutions      responsibility for
                     that empowers employees        permitting processes.      by August 2009.          City resources
                     to be flexible and             2. Investigate non-        2. Go/No-Go              and results.
                     innovative within values of    cellular field access to   decision for             2. Sustaining a
                     the city.                      Permits + and              ClearWire hotspot for    competent
                     -Promote initial and on-       automated voice            work flow software       workforce.
                     going training to ensure       request system.            access and voice
                     professional growth for                                   activated inspection
                     corporate responsibility.                                 dispatching by
                     Promote ownership of                                      October 2008.
                     employees’ value to the
                     organization and their
                     connection to the bottom
                     line.
                     -Open line of
                     communication internally.
  Learning and       Develop a process to           1. Create ―digital         1. Provide training      1. Sustaining
  Growth             attract and sustain the        dashboard‖ of              for internal staff on    and developing
  Perspective        number and type of             ongoing practices          records feedback         a competent
                     workers needed for the         through existing or        throughout FY 08-09.     workforce.
                     future:                        acquired software.         2. Continue daily        2. Promoting
                     -Salary and benefits to        2. Actively train staff    team meetings for        respect and
                     attract and sustain            in capabilities of         training and             dignity in all
                     workforce.                     permit tracking /          assignment               interactions.
                     -Grow leaders through          workflow software          generation.              3. Exercising
                     coaching and mentoring.                                                            corporate
                     -Promote initial and on-       3. All staff to attend     3. Staff to attend
                                                    in- house CST              BOAT professional        responsibility for
                     going training to ensure                                                           City resources
                     professional growth for        courses.                   conference February
                                                                               2009.                    and results.
                     corporate responsibility.
                     -Educate employees in                                     4. Complete CST
                     customer service training                                 course as available in
                     (CST).                                                    FY 08-09.




City of Longview                                        - 147 -                                           2008-09 Budget
                                        Building Inspection

                                    Actual        Budget            Year End Est.         Budget
         Expenditures
                                  FY 2006-07     FY 2007-08          FY 2007-08          FY 2008-09
   Personnel                         $351,734       $373,776              $382,931           $364,127
   Supplies                            27,670         37,373                37,989             43,239
   Maintenance – Structure                  0              0                      0                 0
   Maintenance – Equipment              5,930          6,540                 6,540              8,595
   Contractual Services                46,052         66,346                69,486             50,717
   Benefits                           149,481        150,949               137,154            146,733
   Capital Outlay                       5,933              0                      0                 0
   Total                             $586,800       $634,984              $634,100           $613,411




                                                              Positions Authorized
                                           Actual           Budget       Year End Est.      Budget
        Personnel Summary
                                         FY 2006-07        FY 2007-08      FY 2007-08      FY 2008-09
  Full Time
  Building Official                          1                 1               1                1
  Plans Examiner                             1                 1               1                1
  Building Inspector/Principal/Senior        4                 4               3                4
  Permit Clerk                               3                 3               3                3
  Fire Plans Inspector                       1                 1               1                0
  Part Time
  Building Inspector                         0                  0              2                2
  Total                                     10                 10             11               11
  Full Time Total                           10                 10              9                9
  Part Time Total                            0                  0              2                2




City of Longview                                 - 148 -                                   2008-09 Budget
                    Development Services Administration
Program Narrative
The Development Services Department is the focal point for review and regulation of building
and development for the City of Longview. Development Services Administration provides
administrative oversight and coordination of Building Services, Engineering Services, Planning
and Zoning, and Environmental Health divisions.

Mission Statement
To protect the safety and welfare of the citizens of Longview utilizing professional and
streamlined processes.

Accomplishments for 2007-08:
      Filled long term vacancies of Environmental Health Manager and Senior Planner
       positions.
      Re-emphasized and began training on customer service within all Development Services
       divisions.
      Began initial investigations of potential annexation areas within the Extra Territorial
       Jurisdiction.
      Completed re-organization of Sign Ordinance to include digital sign technology
       provisions with the assistance of the Mayor’s Sign Taskforce.
      Oversaw the permitting, review, and inspection of over 700 development projects with an
       estimated valuation of $150 million.
      Participated in the consultant evaluation and creation of the Compensation Study and
       Plan as part of the HPO oversight committee.
      Began direct supervision of Development Engineering division staff upon the loss of the
       City Engineer, and management of private Engineer review of development projects with
       no loss of productivity.

Program Goals for 2008-09:

Short Term Goals
      Investigate and pursue development permitting and work flow software that integrates
       with City-wide work management programming.
      Work with departmental management team to recruit and hire for currently vacant
       positions or those soon to be vacated by staff retirement/attrition.
      Investigate and implement where practicable the ―lean government practices‖ with
       emphasis on continuous process improvement and customer service enhancement.

Long Term Goals
      Provide customer service training to every Development Services employee through the
       HR division’s training vendors.
      Continue to review all applicable development ordinances with the appropriate taskforce,
       committees, or commissions to suggest changes necessary to improve departmental
       performances.
      Cross-train administrative staff and implement succession planning that allows for
       effective operation across divisional boundaries.




City of Longview                            - 149 -                              2008-09 Budget
                    Development Services Administration
Long Term Goals…Continued
      Develop protocols and investigate programming necessary to create a ―digital
       dashboard‖ for all Development Services performance indicators to provide timely
       feedback to customers and management.




City of Longview                         - 150 -                           2008-09 Budget
                        Development Services Administration
                         Strategies                Measures                   Targets              Outcomes
   Customer/       -Market city strengths      1. Investigate           1. Go/No Go decision      1. Remaining
   Stakeholder     through strong public       development permit       for software and          responsive,
   Perspective     relations:                  software to allow on-    provider by November      open, and
                   -Create dynamic line of     line customer review     2008.                     flexible to our
                   transparent                 and work request         2. Maintain current       citizens.
                   communications that flow    updates.                 ordinance/ interest       2. Seeking
                   inward and outward.         2. Provide               group taskforce           collaborative
                   -Provide more information   information or           meetings, and             relationships.
                   to the public regarding     assistance to the        implement resulting
                   city government.            public, council,         suggested changes.
                                               commission, or other
                                               city staff as
                                               requested.
   Finance         -Promote environment of     1. Reduce staff and      1. Consolidation of       1. Exercising
   Perspective     that empowers               equipment needs          administrative/field      corporate
                   employees to be flexible    where practicable.       staff across              responsibility for
                   and innovative within       2. Cross train           Development Services      City resources
                   values of the city.         administrative staff     divisions by February     and results.
                   -Promote ownership of       to reduce task           2009.                     2. Seeking
                   employees’ value to the     duplication.             2. Continue job           collaborative
                   organization and their      Possible staff           observation days for      relationships.
                   connection to the bottom    reduction through        departmental staff.
                   line.                       attrition.
   Internal        -Improve and enhance        1. Provide               1. Attend and             1. Exercising
   Process         organizational culture:     appropriate process      evaluate ―Lean            corporate
   Perspective     -Promote environment of     mapping training for     Government‖ course        responsibility for
                   that empowers               department               by Feb. 2009.             City resources
                   employees to be flexible    management team.         2. Attend and             and results.
                   and innovative within       2. Investigate actual    implement                 2. Sustaining a
                   values of the city.         divisional processes.    suggestions of            competent
                   -Promote ownership of                                divisional monthly        workforce.
                   employees’ value to the     3. Broaden scoop of
                                               Permits Plus             team meetings.
                   organization and their
                   connection to the bottom    software in the          3. Administrative staff
                   line.                       development              to attend software
                                               permitting process.      vendor program as
                   -Open line of                                        soon as practicable.
                   communication internally.
   Learning and    -Develop a process to       1. Participate in the    1. Begin                  1. Sustaining
   Growth          attract and sustain the     recruitment and          internal/external         and developing a
   Perspective     number and type of          hiring of all open       applicant interviews      competent
                   workers needed for the      divisional positions.    for open and              workforce.
                   future:                     2. Delegate to and       retirement positions      2. Promoting
                   -Salary and benefits to     hold accountable         As soon as possible.      respect and
                   attract and sustain         departmental             2. Continue rotating      dignity in all
                   workforce.                  management               ―Monday Manger            interactions.
                   -Grow leaders through       members for staff        Meeting‖ attendees.       3. Exercising
                   coaching and mentoring      development.                                       corporate
                   -Promote initial and on-                             3. Create ―digital
                                               3. All staff to attend   dashboard‖ for            responsibility for
                   going training and                                                             City resources
                   feedback to ensure          in house CST             Development Services
                                               courses.                 processes evaluation.     and results.
                   professional growth for
                   corporate responsibility.                            4. Ensure CST
                   -Educate employees in                                courses completed as
                   customer service training                            offered by HR training
                   (CST).                                               vendors.




City of Longview                                     - 151 -                                           2008-09 Budget
                        Development Services Administration

                                     Actual       Budget       Year End Est.     Budget
            Expenditures
                                   FY 2006-07    FY 2007-08     FY 2007-08      FY 2008-09
   Personnel                          $102,717      $115,343        $107,650       $123,547
   Supplies                              2,080        22,650          22,550         22,250
   Maintenance – Structure                   0           500               0              0
   Maintenance – Equipment                   0             0               0              0
   Contractual Services                  7,145        38,830          34,346         27,518
   Benefits                             37,182        39,435          39,435         43,010
   Capital Outlay                      403,375         8,910           8,910              0
   Total                              $552,499      $225,668        $212,891       $216,325




                                                     Positions Authorized
                                     Actual        Budget       Year End Est.    Budget
        Personnel Summary
                                   FY 2006-07     FY 2007-08     FY 2007-08     FY 2008-09
   Full Time
   Director of Development             1              1               1             1
   Administrative Secretary I/II       1              1               1             1
   Total                               2              2               2             2
   Full Time Total                     2              2               2             2




City of Longview                            - 152 -                              2008-09 Budget
            LEDCO Development Interfund Transfers and Grants
                               Actual       Budget       Year End Est.    Budget
         Expenditures
                             FY 2006-07    FY 2007-08     FY 2007-08     FY 2008-09
   Personnel                          $0            $0              $0              $0
   Supplies                            0             0               0               0
   Maintenance – Structure             0             0               0               0
   Maintenance – Equipment             0             0               0               0
   Contractual Services        4,416,473     4,510,338       4,510,338       4,715,073
   Benefits                            0             0               0               0
   Capital Outlay                      0             0               0               0
   Total                      $4,416,473    $4,510,338      $4,510,338      $4,715,073

Program Description
City of Longview Economic Development program examines the economy of Longview and
provides long range planning for community and business development in the area. This is
funded by Section 4A Sales Tax Revenues.

Significant Budget Changes
Projected a 2% increase in Sales Tax revenues for FY 2008-09 over FY 2007-08 year end
estimates.




City of Longview                           - 153 -                          2008-09 Budget
                                   City Engineering
Program Narrative
The Engineering Services Division assures public infrastructure improvements supporting
private development is designed and constructed in compliance with city ordinances and other
applicable regulations. Engineering staff reviews site plans, construction plans, technical
specifications, and pre-submission proposals to verify compliance with standard engineering
practice, city ordinances, and applicable state and federal regulations. Inspectors observe
construction to assure work is built as designed. The division manages development impacting
the city's flood hazard areas; permits and inspects oil and gas drilling operations; inspects
driveway construction; and processes water and sewer tap applications. The division also
performs property research, inspects erosion control devices, licenses private pipelines and
monitoring wells, and reviews, permits, and inspects construction in the public rights-of-way.

Mission Statement
Engineering Services protects the public health, safety, and welfare by assuring improvements
to the City's infrastructure are adequately designed and constructed to meet or exceed City,
state, and federal regulations; oil and gas exploratory work complies with City codes; private
improvements in the public rights-of-way are properly authorized, designed, and constructed;
and development impacting flood hazard areas is in conformance with City and FEMA
regulations to assure continuing participation in the National Flood Insurance Program.

Accomplishments for 2007-08:
      Filled Engineering Technician vacant position with internal applicant from Building
       Inspections, creating a cohesive and cross trained office staff.
      Partnered with Public Works administration and obtained budget amendment for
       emergency repairs to Loop 281 after negotiations with responsible party proved un-
       timely.
      Empowered administrative staff to direct daily operations after the loss of the City
       Engineer and re-deployed part time, experienced staff to counter any loss of daily
       productivity.
      Began contracting with local, private Engineering firms for review of development
       projects to meet customer needs.

Program Goals for 2008-09:

Short Term Goals
      Recruit, hire, and train for open City Engineer position, soon to be vacated Engineering
       Technician position, and two Engineering Inspector positions.
      Provide prompt reviews of private development by completion of construction plan
       reviews and site plan reviews within divisional time frame goals through use of private
       engineering firm contracts, Public Works Engineering staff or by redistribution to
       available Development Services staff.
      Continue to implement flood insurance study plans in conjunction with Public Works
       Engineering staff and FEMA.
      Review and up-date departmental City web site content.




City of Longview                            - 154 -                              2008-09 Budget
                                   City Engineering
Long Term Goals
      Maintain application progress for participation in the Community Rating System to lower
       flood insurance rates for affected properties within the city.
      Investigate and implement process mapping guidelines to ensure that all divisional
       services provided are needed, effective, and as efficient as possible.

Significant Budget Changes
      Requested and received $92,400 budget amendment in June 2008 for emergency
       repairs to 1200 block of NW Loop 281.




City of Longview                            - 155 -                              2008-09 Budget
                                          City Engineering
                        Strategies                Measures                    Targets              Outcomes
    Customer/      Market city strengths       1. Ensure effective       1. Utilize existing     1. Remaining
                   through strong public       communication with        staff and private       responsive, open,
    Stakeholder    relations:                                            engineering firms to
                                               external customers in                             and flexible to our
    Perspective    -Create dynamic line of     a timely manner.          continue 10 days        citizens.
                   transparent                 2. Provide                review time.            2. Maintaining a
                   communications that flow    information or            2. Recruit, hire, and   safe and
                   inward and outward.         assistance to the         train City Engineer     welcoming
                   -Provide more               public, council,          by November 2008,       community.
                   information to the public   commission, or other      and other vacant
                   regarding city              city staff as             positions as they
                   government.                 requested.                occur.

    Finance        -Promote environment        1. Reduce number of       1. Implement web-       1. Exercising
                   that empowers               out-going mailings.       based permit            corporate
    Perspective    employees to be flexible    2. Cross train BI staff   capabilities by         responsibility for
                   and innovative within       for plan review/field     December 2008.          City resources
                   values of the city.         inspections.              2. Provide funding      and results.
                   -Promote ownership of                                 for and encourage       2. Seek
                   employees’ value to the     3. Evaluate Building
                                               Fee structure by April    staff to seek           collaborative
                   organization and their                                additional BI           relationships.
                   connection to the bottom    2008.
                                                                         certifications by
                   line.                                                 August 2008.
    Internal       Improve and enhance         1. Provide immediate      1. Charge incoming      1. Exercising
                   organizational culture:     feedback on plan          Engineer with           corporate
    Process        -Promote environment                                                          responsibility for
                                               submittals to increase    creation of submittal
    Perspective    that empowers                                                                 City resources
                                               repeat customer           check list for site
                   employees to be flexible    quality.                  plans at the time of    and results.
                   and innovative within       2. Investigate and        their hire.             2. Sustaining a
                   values of the city.         correct any non-value     2. Continue process     competent
                   -Promote initial and on-    steps in the review       mapping practices       workforce.
                   going training to ensure    and permitting            during the staffing     3. Seeking
                   professional growth for     processes.                transition, and         collaborative
                   corporate responsibility.                             implement               relationships.
                   -Promote ownership of       3. Utilize Share Your
                                               Ideas (SYI) Program       practicable
                   employees’ value to the                               solutions.
                   organization and their      to reward employee
                   connection to the bottom    ideas.
                   line.
                   -Open line of
                   communication internally.
    Learning       Develop process to          1. Consider Engineer      1. Go/No-Go             1. Sustaining and
                   attract and sustain the     in Training position.     decision for EIT        developing a
    and Growth     number and type of          2. Over-fill              position by May         competent
    Perspective    workers needed for the      Technician position to    2009 for budget         workforce.
                   future:                     increase training         consideration.          2. Promoting
                   -Salary and benefits to     period.                   2. Over-fill Tech       respect and
                   attract and sustain                                   position if possible    dignity in all
                   workforce.                  3. All staff to attend
                                               in-house GIS and          by October 2008.        interactions.
                   -Grow leaders through                                                         3. Exercising
                   coaching and mentoring.     CST courses, and          3. New staff to
                                               applicable                complete GIS &          corporate
                   -Promote initial and on-                                                      responsibility for
                   going training to ensure    professional              CST courses by
                                               development               May 2009.               City resources
                   professional growth for                                                       and results.
                   corporate responsibility.   conferences.
                   -Educate employees in
                   customer service training
                   (CST).




City of Longview                                     - 156 -                                            2008-09 Budget
                                  City Engineering

                                   Actual        Budget       Year End Est.    Budget
           Expenditures
                                 FY 2006-07     FY 2007-08     FY 2007-08     FY 2008-09
   Personnel                        $265,327       $269,198        $269,198      $310,069
   Supplies                           13,243         19,367          19,302        21,450
   Maintenance – Structure                 0              0               0             0
   Maintenance – Equipment             3,488          4,475           2,495         2,332
   Contractual Services               38,086        200,491         108,591       119,052
   Benefits                          103,840        107,204         107,204       107,869
   Capital Outlay                          0              0               0             0
   Total                            $423,984       $600,735        $506,790      $560,772




                                                   Positions Authorized
                                   Actual         Budget      Year End Est.    Budget
        Personnel Summary
                                 FY 2006-07      FY 2007-08    FY 2007-08     FY 2008-09
   Full Time
   City Engineer                       1             1              1             1
   Civil Engineer                     .3             0              0             0
   Engineering Technician              2             2              2             2
   Engineering Inspector, Lead         1             1              1             1
   Engineering Inspector               2             2              2             2
   Total                             6.3             6              6             6
   Full Time Total                   6.3             6              6             6




City of Longview                           - 157 -                             2008-09 Budget
                                  Environmental Health
Program Narrative
The City of Longview Environmental Health Division is tasked with the reduction of public health
nuisances that can be broadly classified into consumer health, animal control, vector control,
and code enforcement sections. This reduction is accomplished through prioritized and
complaint based inspections, through proper enforcement of all local, state and federal codes
related to these items, as well as education of the public or private industry in a variety of
settings. In completing this task, the Environmental Health Division responds to citizen,
industry, and regulatory authority inquiries on a daily basis.

Mission Statement
To protect the health, safety, and welfare of the City through the effective and efficient reduction
of public health nuisances.

Accomplishments for 2007-08:
      Filled vacant Manager position.
      Developed and began offering Food Worker Training course in English.
      Conducted 180 multi-family facility inspections.
      Conducted 176 swimming pool inspections.
      Conducted 1,240 food establishment inspections.
      Cut 393 overgrown lots.
      Picked up 3,296 animals.
      Returned 347 animals to owner.
      Treated 550 sites for mosquito larvae.
      Sprayed 6,296 blocks for adult mosquitoes.
      Demolished 30 structures this year.

Program Goals for 2008-09:

Short Term Goals
      Implement an in-house food handler training program in Spanish.
      Work with specific neighborhood crime watch groups to create a non-lethal trapping
       program to help reduce the feral cat population in the City of Longview.
      Explore options for Environmental Health software for improved tracking and reporting
       departmental activities that may interact with software utilized by other city departments.
      Obtain field computer equipment to increase the efficiency and overall productivity of the
       sanitarians and code officers, while reducing the load on the secretarial staff.
      Continue cross-training office staff to ensure consistency of services and eliminate
       duplication of duties.
      Re-prioritize food service establishment inspections and complaints to ensure adequate
       and timely distribution of City resources.

Long Term Goals
      Interview and employ educational contractors to provide a local certified food manager
       training program to make it easier for local food service establishments to comply with
       TDSHS regulations.




City of Longview                               - 158 -                                2008-09 Budget
                                Environmental Health
Long Term Goals…Continued
      Increase Sanitarian staff to allow for more efficient and productive field operations and
       respond to increased demand for food workers’ training; possibly with bilingual
       candidate.
      Explore the possibility of an ordinance to allow permitting and inspections to ensure
       sanitary conditions and housing of animals that are offered for sale through retail
       business.
      Begin active enforcement and remediation of large, sub-standard commercial buildings.
      Explore possible pet licensing ordinance for the City.

Significant Budget Changes
      33% increase in contract fees with the Humane Society of Northeast Texas.
      Reorganized to change one Administrative Secretary to add another Animal Control
       Officer effective June 26, 2008.
      During the compensation study, two Supervisor positions were combined and reclassed
       one Code Compliance Inspector to another Environmental Compliance Inspector.




City of Longview                            - 159 -                               2008-09 Budget
                                          Environmental Health
                          Strategies                    Measures                     Targets                  Outcomes
Customer/          Market City strengths            1. Expand current         1. Monthly Animal            1. Remain
Stakeholder        through strong public            educational               Control programs.            responsive, open,
Perspective        relations:                       programs and create       2. Promote monthly           and flexible to our
                   -Create dynamic line of          needed ones.              Food Worker Education        citizens and
                   transparent communications       2. Provide                classes.                     stakeholders.
                   that flow inward and             information or            3. Continue quarterly        2. Maintain a
                   outward.                         assistance to the         Code/Apt. association        healthy, safe, and
                   -Provide more information to     public, council,          meetings.                    welcoming
                   the public regarding city        commission, or other      4. Maintain Restaurant       community.
                   government.                      city staff as             Taskforce quarterly
                                                    requested.                meetings.

Finance            -Promote environment that        1. Reduce                 1. Coordinated EH            1. Exercising
Perspective        empowers employees to be         equipment needs.          administrative tasks by      corporate
                   flexible and innovative within   2. Cross-train            January 2009.                responsibility for
                   values of the city.              secretarial staff to      2. Eliminate duplicate       City resources and
                   -Promote ownership of            eliminate duplication     services by EH               results.
                   employees’ value to the          of duties and             administrative staff by      2. Seeking
                   organization and their           services.                 January 2009.                collaborative
                   connection to the bottom                                                                relationships.
                   line.
                   -Promote efficient use of
                   time and resources.
Internal Process   Improve and enhance              1. Consider new           1. Go/No-Go decision         1. Exercising
Perspective        organizational culture:          departmental              for new software by April    corporate
                   -Promote environment that        tracking software.        2009 for budget              responsibility for
                   empowers employees to be         2. Investigate need       consideration.               City resources and
                   flexible and innovative within   for or effectiveness      2. Go/No-Go decision         results.
                   values of the city.              of field staff laptop     for new laptops by April     2. Sustaining a
                   -Promote ownership of            use.                      2009 for budget              competent
                   employees’ value to the                                    consideration.               workforce.
                   organization and their           3. Promote Share                                       3. Creating an
                   connection to the bottom         Your Ideas (SYI)          3. Training of field staff   efficiently effective
                   line.                            Program to reward         on use of laptops in the     enforcement staff,
                   -Open line of communication      employee ideas.           field.                       while reducing
                   internally.                                                                             workload on
                                                                                                           secretarial staff.
Learning and       Develop a process to attract     1. Actively seek          1. Begin quarterly team      1. Sustaining and
Growth             and sustain the number and       training and              meetings by December         developing a
Perspective        type of workers needed for       responsibility            2008.                        competent
                   the future:                      delegation                2. Give dispatch             workforce.
                   -Salary and benefits to          opportunities for staff   responsibilities to Animal   2. Promoting
                   attract and sustain              development.              Control officers by          respect and dignity
                   workforce.                       2. Allow functional       November 2008.               in all interactions.
                   -Grow leaders through            responsibilities to
                   coaching and mentoring.                                                                 3. Exercising
                                                    program areas.                                         corporate
                   -Promote initial and on-going
                   training to ensure                                                                      responsibility for
                   professional growth for                                                                 City resources and
                   corporate responsibility.                                                               results.
                   -Educate employees in
                   customer service training
                   (CST).




City of Longview                                          - 160 -                                            2008-09 Budget
                                Environmental Health

                                Actual        Budget           Year End Est.      Budget
        Expenditures
                              FY 2006-07     FY 2007-08         FY 2007-08       FY 2008-09
 Personnel                       $507,584        $602,842            $584,351        $656,969
 Supplies                          68,522           91,645            101,445          78,580
 Maintenance – Structure                0                0                   0              0
 Maintenance – Equipment           18,097           23,546             23,546          24,052
 Contractual Services             364,538          496,808            495,506         505,892
 Benefits                         229,149          257,945            255,290         283,832
 Capital Outlay                         0                0             10,785          20,000
 Total                         $1,187,890       $1,472,786         $1,470,923      $1,569,325




                                                        Positions Authorized
                                         Actual        Budget      Year End Est.     Budget
          Personnel Summary
                                       FY 2006-07     FY 2007-08    FY 2007-08      FY 2008-09
Full Time
Environmental Health Manager                 1             1               1              1
Environmental Health Supervisor              1             1               1              2
Sanitarian Supervisor                        1             1               1              0
Health Inspector                             2             2               2              2
Code Compliance Inspector/Senior             5             5               5              4
Environmental Compliance Inspector           1             1               1              2
Vector Control Technician                    1             1               1              1
Animal Control Officer/Senior                3             3               4              4
Administrative Secretary I/II                3             3               2              2
Total                                       18            18              18             18
Full Time Total                             18            18              18             18




City of Longview                            - 161 -                                2008-09 Budget
                       Metropolitan Planning Organization
Program Narrative
The Metropolitan Planning Organization (MPO) is responsible for the administration of the
area’s long term transportation planning activities. The area supported by this work, known as
the Metropolitan Area, encompasses the cities of Longview and White Oak, as well as portions
of Gregg and Harrison counties. The MPO is governed by a Policy Board composed of elected
officials and senior staff members from Longview, White Oak, Gregg County, Harrison County,
and the Texas Department of Transportation. Representatives of the Federal Highway
Administration, the Texas Commission on Environmental Quality (TCEQ), and the State
Representatives serve as non-voting members of the Policy Board. The MPO Technical
Committee, constituted of staff members from participating public entities and agencies,
develops policies, plans, and projects for recommendation to the Policy Board.

Mission Statement
The Longview Metropolitan Planning Organization is responsible for coordinated,
comprehensive and continuing long range transportation planning activities for the Longview
Metropolitan Area.

Accomplishments for 2007-08:
      Revised ―Transportation 2030‖, the long-term Metropolitan Transportation Plan to
       include total project costs and year of expenditure dollars in January 2008.
      Developed, sorted and compiled massive amounts of socioeconomic data by traffic
       analysis zones to be used as input for the Longview Travel Demand Model.
      Contracted traffic counts for 163 locations and 14 turning movement counts along Loop
       281 between U.S. 80 and U.S. 259 which will improve signal synchronization and traffic
       flow, a federal transportation planning mandate.
      Revised the 2008 – 2011 Transportation Improvement Program to include total project
       costs and year of expenditure dollars.
      Created the first set of Longview Metropolitan Planning Organization Bylaws, which were
       adopted by the Policy Board in November 2007.

Program Goals for 2008-09:

Short Term Goals
      Develop a new Metropolitan Transportation Plan (long-range transportation plan).
      Develop a new Unified Planning Work Program which outlines specific goals and work
       for MPO staff to be accomplished during the upcoming two fiscal years.
      Monitor air quality designation, prepare and demonstrate Transportation Conformity, if
       designated as non-attainment by the EPA.
      Improve public involvement to better engage the public in the transportation planning
       process.
      Provide cooperative and comprehensive transportation planning assistance to the North
       East Texas Regional Mobility Authority, the Regional Transportation Steering Committee
       and the East Texas Corridor Council for higher speed passenger rail.
      Improve, streamline and reduce the time involved for regular MPO tasks and operations.
      Improve the safety and security of the transportation system, while reducing congestion.
      Monitor federal legislation and its impact to both transportation planning and highway
       funding.



City of Longview                            - 162 -                              2008-09 Budget
                      Metropolitan Planning Organization
Long Term Goals
      Provide coordinated, comprehensive, and continuing transportation planning for the
       Longview Metropolitan Area.
      Promote efficient transportation system management and operation for the movement of
       people and goods.
      Emphasize the safety, security, and the preservation of the existing transportation
       system.
      Enhance the integration and connectivity of the multi-modal transportation system.

Significant Budget Changes
      Compared to the previous fiscal year, the Metropolitan Planning Organization budget
       has been reduced by one-third. The future of federal Transportation Planning (PL)
       funding is uncertain, as it is subject to federal rescissions.




City of Longview                          - 163 -                             2008-09 Budget
                              Metropolitan Planning Organization
                           Strategies                  Measures                    Targets              Outcomes
     Customer/         Improve public            Create newsletters and      Investigate best         -Remaining
     Stakeholder       involvement to better     public notices with easy-   public involvement       responsive,
     Perspective       engage public in the      to-understand               practices of other       open, and
                       transportation            terminology and employ      MPOs completed           flexible to our
C                      planning process.         visualization techniques,   March 09.                citizens.
                                                 such as maps, tables                                 -Maintaining a
                                                 and charts.                 Ensure timely            safe and
                                                                             updates of the MPO       welcoming
                                                                             section of the city’s    community.
                                                                             website for public
                                                                             notification.


                                                 Implement a Traffic         Traffic Improvement
                       Improve the safety                                    Plan completed by
                       and security of the       Improvement Plan                                     -Remaining
                                                 which identifies projects   May 2009 if MPO          responsive,
                       transportation                                        federal funding
                       system, while             to be construction in 5,                             open, and
                                                 10, 15, and 20 years to     allows.                  flexible to our
                       reducing congestion.
                                                 reduce congestion to an                              citizens.
                                                 acceptable level if                                  -Maintaining a
                                                 federal funding allows.                              safe and
                                                                                                      welcoming
                                                                                                      community.
     Finance           Investigate alternative   1. Complete one or          Complete by April        1. Exercising
     Perspective       funding sources to        more grant applications.    2009                     corporate
                       enhance the               2. Investigate the                                   responsibility for
                       integration and           feasibility of a pass                                City resources
                       connectivity of the       through application for                              and results.
                       transportation            major highway projects.                              2. Seeking
                       system; across and                                                             collaborative
                       between modes of                                                               relationships.
                       transportation.
     Internal          Improve, streamline,      1. Enroll staff in time     At least two MPO         1. Promoting
     Process           and reduce the time       management and other        staff will attend time   respect and
     Perspective       involved for regular      related courses.            management               dignity in all
                       MPO tasks and             2. Conduct Team             training. Weekly         interactions.
                       operations.               meetings to solicit ideas   meetings will be held    2. Sustaining a
                                                 from employees.             to focus on the          competent
                                                                             efficient completion     workforce.
                                                                             of assignments.
                                                                             Quarterly meetings
                                                                             will be held to focus
                                                                             on streamlining.
     Learning and      Train MPO staff in        1. Staff attends GIS        At least two MPO         1. Sustaining
     Growth            Geographic Info.          training courses            staff will attend one    and developing a
     Perspective       Systems (GIS), latest     commensurate with their     or more training         competent
                       MPO techniques and        ability level.              sessions by June 09.     workforce.
                       compliance                2. Staff attends            The other MPO staff
                       regulations               transportation planning     member will attend
                                                 and GIS workshops,          one or more training
                                                 training and                by August 09.
                                                 conferences.
    Note: Adopted by the Policy Committee, the MPO has a detailed two-year work plan (Unified Planning Work
    Program).




    City of Longview                                     - 164 -                                         2008-09 Budget
                        Metropolitan Planning Organization

                                  Actual          Budget         Year End Est.       Budget
       Expenditures
                                FY 2006-07       FY 2007-08       FY 2007-08        FY 2008-09
Personnel                          $110,194          $115,345          $115,345         $126,562
Supplies                              1,663             6,759             7,059             6,000
Maintenance – Structure                    0                0                  0                0
Maintenance – Equipment                    0                0                  0                0
Contractual Services                 94,746           157,913           119,660           48,415
Benefits                             44,628            46,331            46,205           51,723
Capital Outlay                             0           12,000            20,000                 0
Total                              $251,231          $338,348          $308,269         $232,700




                                                        Positions Authorized
                                     Actual           Budget        Year End Est.     Budget
     Personnel Summary
                                   FY 2006-07        FY 2007-08      FY 2007-08      FY 2008-09
Full Time
Senior Transportation Planner           1                 1               1              1
Transportation Planner                  1                 1               1              1
Planning Technician                     1                 1               1              1
Total                                   3                 3               3              3
Full Time Total                         3                 3               3              3




City of Longview                                - 165 -                             2008-09 Budget
                                 Planning and Zoning
Program Narrative
Planning and Zoning Department is responsible for the administration of the zoning and
subdivision ordinances. Planning staff prepares requests for the Planning and Zoning
Commission, Board of Adjustment, and City Council. These reports include: land use,
demographic research, usage/creating maps, processing annexation requests, zoning and plat
administration, updating zoning ordinance and maps, public notices, property owner notification,
site inspections, code enforcement, interpreting the zoning ordinance, comprehensive plan, and
all other city ordinances applicable to development within the city.

Mission Statement
To efficiently and effectively administer the planning and development related policies and
ordinances to ensure a sustainable and livable city. It is our responsibility to seek pro-active
solutions to issues today, while planning for tomorrow.

Accomplishments for 2007-08:
      Hired a Senior Planner and Planning Technician.
      Initiated the Landscape Task Force.
      Amended the Sign Ordinance with direction from the Sign Task Force.
      Initiated the annexation of the new Ledco Business Park and the area around Loop 281
       South and Highway 31.

Program Goals for 2008-09:

Short Term Goals
      Ensure that all staff seeks educational and professional growth opportunities.
      Continue to coordinate with the Longview Economic Development Corporation staff to
       attract quality development projects to the City.
      Complete all requested annexation projects by the new calendar year.
      Present recommendations for the Landscape Task Force to Planning and Zoning
       Commission and City Council by the new calendar year.
      Create a historic preservation ordinance and appoint a historic preservation board by the
       new calendar year.
      Work with GIS to update the annexation and ETJ maps to be accurate around other
       cities.

Long Term Goals
      Streamline Planning and Zoning’s procedures within the development processes by
       utilizing existing permit tracking software to its full potential, and re-focusing staff’s
       efforts toward full customer service.
      Continue to work with existing committees, taskforces, and administration to evaluate
       and suggest changes to pertinent Planning and Zoning policies or ordinances, such as
       the Landscape Ordinance, the Sign Ordinance, the Development Guide, and the
       Planning Comprehensive Plan materials.
      Transfer archive file materials to Laser fiche or other media to reduce storage space
       needs.
      Make handouts and pamphlets to assist the public.




City of Longview                             - 166 -                               2008-09 Budget
                                          Planning and Zoning
                        Strategies                 Measures                     Targets                 Outcomes
   Customer/       Market City strengths       1. Ensure review of       1. Coordinate site plan      1. Remaining
   Stakeholder     through strong public       site plans, zoning        review comments              responsive, open,
   Perspective     relations:                  applications, permits,    between all departments      and flexible to our
                   -Create dynamic line of     and COs are               back to applicants with 8    citizens.
                   transparent                 completed in a timely     working days.                2. Promoting
                   communications that         manner.                   2. Provide all requested     respect and dignity
                   flow inward and             2. Provide                materials/assistance by      in all interactions.
                   outward.                    information or            next business day by
                   -Provide more               assistance to the         October 2008.
                   information to the public   public, council,
                   regarding city              commission, or other
                   government.                 city staff as
                                               requested.
   Finance         -Promote environment        1. Continue use of        1. Microfiche all            1. Exercising
   Perspective     of that empowers            microfiche and            available records by         corporate
                   employees to be flexible    investigate other         December 2008.               responsibility for
                   and innovative within       media for archival        2. Reduce current            City resources and
                   values of the city.         needs.                    Planning and Zoning          results.
                   -Promote ownership of       2. Continue               staff field inspections to   2. Seeking
                   employees’ value to the     streamlining field        minimum required.            collaborative
                   organization and their      inspections with                                       relationships.
                   connection to the           BI/EH staff.
                   bottom line.
   Internal        Improve and enhance         1. Investigate and        1. Begin monthly zoning      1. Exercising
   Process         organizational culture:     correct any non-          case and variance            corporate
   Perspective     -Promote environment        value steps in the        meetings to evaluate         responsibility for
                   of that empowers            application process.      and coordinate case          City resources and
                   employees to be flexible    2. Conduct team           files.                       results.
                   and innovative within       meetings to solicit       2. Continue                  2. Sustaining a
                   values of the city.         ideas from                Development Review           competent
                   -Promote initial and on-    employees.                Team process.                workforce.
                   going training to ensure                                                           3. Seek
                   professional growth for     3. Utilize Share Your     3. Staff to attend bi-
                                               Ideas (SYI) Program       annual professional          collaborative
                   corporate responsibility.                                                          relationships.
                   -Promote ownership of       to reward employee        conferences.
                   employees’ value to the     ideas.
                   organization and their
                   connection to the
                   bottom line.
                   -Open line of
                   communication
                   internally.
   Learning        Develop a process to        1. Actively train staff   1. All staff to attend       1. Sustaining and
   and Growth      attract and sustain the     in capabilities of        Intermediate GIS User        developing a
   Perspective     number and type of          permit tracking           courses by August 2009       competent
                   workers needed for the      software.                 2. Staff to attend state     workforce.
                   future:                     2. Attends in-house       APA conference in            2. Exercising
                   -Salary and benefits to     GIS training courses.     October 2008.                corporate
                   attract and sustain                                                                responsibility for
                   workforce.                  3. Tech staff to
                                               attend in house CST                                    City resources and
                   -Grow leaders through                                                              results.
                   coaching and                courses.
                                               4. Attend regional                                     3. Promoting
                   mentoring.                                                                         respect and dignity
                   -Promote initial and on-    and state APA
                                               conferences and                                        in all interactions.
                   going training to ensure
                   professional growth for     seminars.
                   corporate responsibility.
                   -Educate employees in
                   customer service
                   training (CST).




City of Longview                                         - 167 -                                            2008-09 Budget
                               Planning and Zoning

                             Actual       Budget          Year End Est.    Budget
       Expenditures
                           FY 2006-07    FY 2007-08        FY 2007-08     FY 2008-09
 Personnel                     $77,525        $112,337         $104,275        $137,557
 Supplies                        3,265          11,725            9,025          11,978
 Maintenance – Structure             0               0                0               0
 Maintenance – Equipment           554             770              770             464
 Contractual Services           12,361          16,442           16,130          23,106
 Benefits                       31,120          45,619           43,672          53,106
 Capital Outlay                      0               0                0               0
 Total                       $124,825         $186,893         $173,872        $226,211




                                               Positions Authorized
                              Actual        Budget        Year End Est.    Budget
    Personnel Summary
                            FY 2006-07     FY 2007-08      FY 2007-08     FY 2008-09
 Full Time
 City Planner                   1                  0           1              1
 Senior Planner                 0                  2           1              1
 Development Coordinator        1                  0           0              0
 Planning Technician            1                  1           1              1
 Total                          3                  3           3              3
 Full Time Total                3                  3           3              3




City of Longview                         - 168 -                           2008-09 Budget
                                      Financial Services

                                Expenditures by Division

                                   Actual               Budget           Year End Est.         Budget
             Division                                  FY 2007-08
                                 FY 2006-07                               FY 2007-08          FY 2008-09

Personnel                              $290,391              $309,301           $315,006         $331,271

Supplies                                   8,552               14,383             13,611             7,545

Maintenance – Structure                       0                     0                    0               0

Maintenance – Equipment                       0                     0                    0               0

Contractual Services                   5,431,629             3,180,851          2,961,633        2,087,543

Benefits                                118,942               116,485            116,694           128,673

Capital Outlay                                0                     0                    0               0

Total                                 $5,849,514         $3,621,020            $3,406,944       $2,555,032



                                      Authorized Positions
                                             Actual               Budget      Year End Est.     Budget
           Personnel Summary
                                           FY 2006-07            FY 2007-08    FY 2007-08      FY 2008-09
Finance                                        5                     5              5              5
Purchasing                                         2                 2             2                2
Grant Accountant (CIP Fund 200-210)                1                 1             1                1


Total                                              8                 8             8                8




City of Longview                                   - 169 -                                   2008-09 Budget
                                            Finance
Program Narrative
The Finance Division is responsible for the administration of the City's financial affairs in
accordance with ordinances enacted by the City Council. Major functions include cash and debt
management, bank relations and investments, fixed asset and capital improvement programs,
and coordination of annual audit with external auditors. Input is provided for the development of
financial policies, analysis, and special projects.

Mission Statement
Provide financial management in compliance with established policies and procedures and to
communicate the financial condition of the City.

Accomplishments for 2007-08:
      The new vendor packet has been added to the eDocument Center and includes a W-9
       and EFT authorization forms.
      The Expedited Check Request Form has been made more user friendly and is available
       on eDocuments.
      A letter was prepared by the Finance department to be sent out to all City employees
       with attached instructions for inquiring about routine items such as purchase order
       status, invoice status, etc.
      All Finance employees with the exception of our new hire have been to outside training
       during this fiscal year. One employee and one former employee of Finance (who has
       now transferred to Purchasing) will be attending the Eden’s User Conference in October.
      A Finance department Procedures Manual has been completed and is continuously
       updated as procedures are improved.
      With the purchase of the Laser Fiche software, Finance is moving toward eliminating the
       majority of our stored documents. Beginning with the new fiscal year the software will be
       used for our archival purposes.

Program Goals for 2008-09:

Short Term Goals
      To compile and disperse monthly financial reports by the tenth business day of each
       month for monitoring budgetary status of all revenues and expenditures throughout the
       fiscal year.
      To receive GFOA Certificate of Achievement for Excellence in Financial Reporting.
      To invest all City funds in accordance with the City’s Investment Policy.
      To improve accessibility of Finance documents through eDocuments utilization.
      To compile a comprehensive list of financial internal controls.

Long Term Goals
      To ensure that safety and liquidity of all City funds is maintained.
      To ensure that financial statements are accurate and complete.
      To sustain a competent workforce.




City of Longview                              - 170 -                              2008-09 Budget
                                       Finance
Long Term Goals…Continued
      To comply with all generally accepted accounting standard.
      Bring Inforum Gold to the City of Longview for hands on training for the Finance
       Employees.

Significant Budget Changes
      Due to legislative changes, the City had to contract with Harrison County to both
       appraise and collect property taxes in Harrison County.




City of Longview                         - 171 -                           2008-09 Budget
                                         Finance
                            Strategies                Measures         Targets           Outcomes
Customer/Stakeholder   Market Finance value      Create new        Improved             Decrease the
Perspective            and strengths by          electronic        website. Easy        amount of
                       providing improved        forms available   access to            time required
                       and additional            on website.       Finance              to handle
                       information to            Create new        documents            problems.
                       customers.                documents on      by utilizing         Increase the
                                                 eDocuments.       eDocuments.          number of
                                                                                        requests met.
Finance Perspective    Promote ownership of      Number of         Educate users        Create cost
                       employee value.           manual checks     on the cost of       savings.
                                                 reduced.          annual checks.       Create
                                                 Number of         Cost savings         efficiencies
                                                 EFTs              and efficiencies     gained
                                                 increased         gained through       through use
                                                 along with a      technology by        of technology.
                                                 notice of         requiring new
                                                 payment via       vendors use
                                                 e-mail.           EFT.
Internal Process       Open line of              Number of staff   Effective            Promoting
Perspective            communication             meetings.         departmental         respect and
                       internally along with a   Complete          meetings with        dignity in all
                       competent workforce,      comprehensive     exchange of          interactions.
                       which is conducive to     procedure         ideas and            Sustaining a
                       a pleasant work           manual by end     suggestions          competent
                       environment.              of fiscal year.   for workflow         workforce.
                                                 Complete          improvements.
                                                 procedure         Departmental
                                                 manual for        procedure
                                                 each desk.        manual.
Learning and Growth    Development of staff      Feedback to       Improvements         Sustaining
Perspective            knowledge and             employees         in staff abilities   and
                       abilities.                throughout the    and confidence       developing a
                                                 year.             measured by          competent
                                                                   the number           workforce.
                                                                   of questions
                                                                   Finance staff
                                                                   can answer
                                                                   without the aid
                                                                   of their
                                                                   supervisor.




City of Longview                            - 172 -                                     2008-09 Budget
                                            Finance

                                     Actual             Budget         Year End Est.      Budget
         Expenditures
                                   FY 2006-07          FY 2007-08       FY 2007-08       FY 2008-09
 Personnel                             $170,057            $209,802         $215,927         $228,806
 Supplies                                 3,609               5,530            5,328            3,410
 Maintenance – Structure                      0                   0                0                0
 Maintenance – Equipment                      0                   0                0                0
 Contractual Services                   448,035             526,194          547,895          575,449
 Benefits                                70,677              81,059           81,631           90,203
 Capital Outlay                               0                   0                0                0
 Total                                 $692,378            $822,585         $850,781         $897,868




                                                               Positions Authorized
                                           Actual            Budget      Year End Est.    Budget
         Personnel Summary
                                         FY 2006-07         FY 2007-08    FY 2007-08     FY 2008-09
 Full Time
 Director of Financial Services.              1                 1              1              1
 Finance Manager                              1                 1              1              1
 Accounting Specialist                        3                 3              3              3
 Total                                        5                 5              5              5
 Full Time Total                              5                 5              5              5




City of Longview                                  - 173 -                                2008-09 Budget
              Finance Interfund Transfers and Special Revenues

                                   Actual         Budget       Year End Est.       Budget
         Expenditures
                                 FY 2006-07      FY 2007-08     FY 2007-08        FY 2008-09
  Personnel                               $0              $0              $0                 $0
  Supplies                               831           4,586           4,270                150
  Maintenance – Structure                  0               0               0                  0
  Maintenance – Equipment                  0               0               0                  0
  Contractual Services             4,976,819       2,646,257       2,405,642          1,503,480
  Benefits                                 0               0               0                  0
  Capital Outlay                           0               0               0                  0
  Total                           $4,977,650      $2,650,843      $2,409,912         $1,503,630


Program Description
Administrative responsibility for the FEMA grant allocation
Hurricane Rita and Katrina
Hurricane Gustav and Ike – September 2008

Special Revenue
Unclaimed Money Fund:
This fund is required by the state to maintain unclaimed property with a value of $100 or less.
Donated Revenue:
This fund is used to account for funds donated to the City for specific purposes.

The following transfers are Quasi-eternal transactions. These are transactions that would be
accounted for as revenues or expenditures if they involved a party external to the government.

Grant Matching
Risk Management for premium payments to the General Liability Fund.
Capital Improvements for lease payments for the purchase of Fire equipment and purchase of
operational fleet.
Workers Compensation for payment of premiums.
General Fund’s allocation of expenditures for Geographic Information Systems and Cable/Web
services.




City of Longview                               - 174 -                              2008-09 Budget
                                       Purchasing
Program Narrative
The Purchasing Division is dedicated to administering the purchasing activities of the City.
Internal services include formal bid and proposal processing, purchase order processing, and
surplus disposal. External services include the receiving of business calls, maintenance of
vendor listing, and the publication of bids and proposals.

Mission Statement
Our Mission is to provide quality Purchasing Services to the City Departments and to assist the
business community by providing fair and equitable avenue for conducting business with the
City of Longview.

Accomplishments for 2007-08:
      A total of 24 bids (year to date).
      Selection of a new Debt Collections firm.
      Acquisition of Teleworks Software for online and phone payment enhancement of Water
       bill and Municipal Court collections.
      Acquisition of Voice over IP Phone System.
      Purchase of annual Capital Equipment – 24 autos, 17 trucks, and 10 dump trucks,
       backhoes, tractors, trailers etc.
      Sale of Surplus Vehicles and equipment.
      Sale of FM 1844 (12 acres).
      Sale of 808 Pine Tree Road property and buildings.
      Sale of Vacant Lots – Birdsong Street.
      Sale of 1706 Green – Vacant Lot.
      Sale of Fire Station 4 – 2400 South High.

Program Goals for 2008-09:

Short Term Goals
      Increase the number of Annual Requirement Contracts focusing on transactions under
       $50,000 and over $10,000.
      Continue to update the Purchasing Policy and Procedures Manual.
      Conduct training sessions on the use of the Financial Management Software.

Long Term Goals
      Utilize technology to expedite procurement and promote the Purchasing Division.
      Train Purchasing staff and promote certification of staff.
      Establish an environmental purchasing policy.




City of Longview                            - 175 -                              2008-09 Budget
                                      Purchasing
                           Strategies               Measures            Targets          Outcomes
Customer/Stakeholder   Market Purchasing        1. Improved.         1. Conduct an     1. Program
Perspective            value and benefits       Purchase             annual survey     support and
                       and provide              transactions.        or create a       procedural
                       management               2. Total amount      focus group.      compliance.
                       information for          and average          2. Control        2. Process
                       accounting control.      dollar amount of     numbers for       improvements
                                                credit card          management.       and
                                                transactions.                          management
                                                                                       information.
Finance Perspective    Create cost saving       1. Requirements      1. New            1. Compliance
                       by competitive           style contracts.     requirements      with state and
                       processing.              2. Current           style             local law and
                                                Requirements         contracts.        maintaining
                                                style contracts      2. Number of      auditable files
                                                compared to one      requirements      and control
                                                time purchase        style             data.
                                                contracts / year.    contracts.        2. Natural cost
                                                3. Total amount      3. Budget         savings.
                                                recovered by         estimates for
                                                Surplus Disposal.    Surplus
                                                                     Disposal.
Internal Process       Create cost saving       1. Trained and       1. Two per FY     1. Sustain
Perspective            by competitive           informed staff.      training          competency in
                       processing.              2. Documented        events            purchasing
                       Develop a process        processes and        conducted.        practices.
                       for sharing of           procedures.          2. Number of      2. Efficiency of
                       purchasing                                    processes         purchasing
                       expertise.                                    documented.       practices.

Learning and Growth    Provide for training     1. Staff certified   1. Percent        1. Leadership
Perspective            and personal             as purchasing        (%) of staff      development
                       growth of staff.         professionals.       with              and personal
                                                                     purchasing        growth of the
                                                                     certifications.   workforce.




City of Longview                              - 176 -                                   2008-09 Budget
                                      Purchasing

                                Actual         Budget       Year End Est.     Budget
           Expenditures
                              FY 2006-07      FY 2007-08     FY 2007-08      FY 2008-09
    Personnel                   $120,334          $99,499         $99,079        $102,465
    Supplies                        4,112           4,267           4,013           3,985
    Maintenance – Structure             0               0               0               0
    Maintenance – Equipment             0               0               0               0
    Contractual Services            6,775           8,400           8,096           8,614
    Benefits                       48,265          35,426          35,063          38,470
    Capital Outlay                      0               0               0               0
    Total                       $179,486         $147,592        $146,251        $153,534




                                                  Positions Authorized
                                Actual           Budget      Year End Est.     Budget
       Personnel Summary
                              FY 2006-07        FY 2007-08     FY 2007-08     FY 2008-09
    Full Time
    Purchasing Agent              1                   1            1              1
    Purchasing Specialist         1                   1            1              1
    Total                         2                   2            2              2
    Full Time Total               2                   2            2              2




City of Longview                            - 177 -                             2008-09 Budget
                                   Fire Department

                                Expenditures by Division
                                    Actual              Budget          Year End Est.       Budget
             Division                                  FY 2007-08
                                  FY 2006-07                             FY 2007-08        FY 2008-09

Personnel                          $8,681,186           $9,072,166         $9,167,717        $9,991,172

Supplies                              749,209              865,482            876,752           845,258

Maintenance – Structure                   62,301               58,280            53,476          33,750

Maintenance – Equipment               350,777              318,143            338,738           369,998

Contractual Services                  841,011             1,021,378         1,014,363         1,087,665

Benefits                             2,505,458            2,551,710         2,570,446         3,023,579

Capital Outlay                        262,243              136,395            135,887            37,995

Total                             $13,452,185          $14,023,554        $14,157,379      $15,389,417



                                  Authorized Positions
                                    Actual              Budget          Year End Est.       Budget
        Personnel Summary
                                  FY 2006-07           FY 2007-08        FY 2007-08        FY 2008-09


Fire Prevention                       6                    6                 6                  0
Fire Suppression                     161                  161               161                167
Fire Grants & Special Revenue         1                    1                 1                  1


Total                                168                  168               168                168




City of Longview                             - 178 -                                      2008-09 Budget
                                      Fire Department
Program Narrative
The Longview Fire Department's duties include the protection of life and property from natural
and man-made disaster; providing Advanced Life Support pre-hospital care and transportation
of the sick and injured; fire prevention and education of fire and health related topics; fire loss
management; a comprehensive program of development review, building inspections, and fire
origin and cause determination; overall emergency management coordination; and maintaining
a highly trained work force to minimize the effects of fire or other disaster.

Mission Statement
To reflect the highest standards and expectations of our community and ourselves.

Accomplishments for 2007-08:
      Established clear procedures concerning Officer Callbacks.
      Eliminated the Senior Captain rank as promised by previous management.
      Established step-up requirements for Captains stepping up to Battalion Chief in order to
       ensure proper training and knowledge for someone in this position.
      Implemented a Summer Ice plan to ensure all Medics have ice readily available for heat
       related incidents due to overwhelmingly high temperatures.
      Distinguished current Driver list as it should have been after 12 months of establishment
       per department policy – providing a fair advantage for all applicants.
      Established Standard Operating Guidelines for Roadway Safety.
      Established a clear Transfer policy.
      Combined Fire Suppression and Fire Prevention into one division which institutes a
       closer and healthier working relationship between both departments.
      Reclassified EMS Coordinator into the EMS Section Chief position to adequately
       compensate for the responsibility of this position.
      Issued Static Assignments for all employees to improve accountability.
      Reassigned Battalion Chiefs to new Shifts/Districts in order to ensure familiarity and
       sufficient coverage for all districts.
      Presented a Care of Fire Hose directive to protect and increase the life span of the hose
       in effort to reduce costs.
      Implemented a Fuel Consumption Reduction Plan as directed by the City Manager –
       includes the elimination of taking vehicles home outside of the city limits.
      Issued a new EMS Standard Operating Procedure which has greatly improved
       accountability.
      Reassigned Truck 1 from Station 1 to Station 3 between the hours of 7:00 pm to 7:00 am
       in order to more adequately provide coverage and availability to this district’s citizens as
       so drastically needed.
      Reassigned Fire Prevention Officers from 40 hour work weeks to 24 hour shifts in order
       to reduce Overtime Costs.
      Established a Promotional Policy that plainly states qualifications and procedures for
       advancement.
      Revamped plans for Fire Prevention month completely with concentration on community
       involvement – Entire month of October will be open house at every station – Every
       weekend in October we will hold a community event at one of the stations – among
       various other activities.



City of Longview                              - 179 -                                2008-09 Budget
                                     Fire Department
Accomplishments for 2007-08…Continued:
      Reduced frugal type spending throughout the department by monitoring expenditures
       closely and requiring approval for all purchases.
      Change 15 day Firefighter work cycle to 28 day Firefighter work cycle to reduce Callback
       pay by approximately $145,000 a year.
      Along with 28 day work cycle – introduced the use of Kelly Days which provide incentive
       for employees to come to work the entire cycle unless scheduled off, again reducing
       callback.
      Added an additional Assistant Chief to better manage the span of control and improve
       accountability.
      Proposed and adopted an ambulance cost increase to remain competitive among cities
       our size and increase revenue for the City.
      Proposed and adopted an ambulance subscription program to help citizens of Longview
       with their portions of EMS care.
      Proposed and adopted an additional BLS unit be put into service during peak demand
       hours to assist front line medics as well as increase City revenue.
      Eliminated FTO program by holding Station Captains responsible for these duties and
       reduced department budget by $16,200.
      Proposed and received approval for Extrication Fees to be applied to specific incidents
       to help increase revenue.
      Proposed Hydrant Maintenance Fees be paid to the department which will help in the
       tracking and efficiency of maintaining city hydrants.
      Proposed and received approval for Inspection Fees to be raised and some additional
       added in order to remain competitive with comparable cities and increase revenue.
      Introduced Lieutenant Program which will gradually eliminate 9 Captain positions and
       reduce labor costs.
      Implemented New Recruit program in effort to broaden diversification throughout the
       department.
      Suggested Vacation Buyback Program which will give employees an option of selling
       their vacation time back to the City which in turn will reduce the number of absences and
       improve productivity.
      Implemented 4 day work week for Administrative staff to not only reduce energy used,
       but also to assist employees in rising gas prices.
      Reduced budget considerably in effort to remain within 1% range as directed by the City
       Manager.
      Changed seniority points from 15 to 7.5 points to ensure equity and fairness while
       rewarding members for their tenure on the department.
      Fire safety on the fire ground by changing the channel that fire fighters automatically turn
       to; which is channel 6 so if a firefighter becomes lost and disoriented he or she will not
       have to search for a channel.
      Watch duty (from 0700-2200 hours) at fire stations to greet citizens as soon as they
       arrive at fire stations.
      Implemented new hiring procedures.
      Implemented new personnel accountability procedures.
      Reorganized Administration’s Organizational Chart to improve efficiency and
       productivity.



City of Longview                              - 180 -                                2008-09 Budget
                                    Fire Department

Program Goals for 2008-09:

Short Term Goals
      Complete all scheduled plans for Stations 2, 5, and 6.
      Attain Fire Commission training center certification.
      Begin video recording program to allow flexibility in offering of training programs.
      Complete outsourcing of EMS certification and education programs.
      Develop instructor training for hazardous materials technician, structural collapse
       technician, and driver certification levels.
      Replace three emergency warning sirens.
      Develop specifications and purchase replacement for Engine 5.
      Meet expanding Training Requirements for National Incident Management System.
      Continue development of Emergency Operations Center including additional
       development and training on WebEOC.
      Continue efforts at recruiting a qualified and diverse workforce.
      Continue redevelopment of SOPs and procedural guidelines, including medical protocols
       and EMS billing procedures.
      Continue monitoring and enhancing processes to maximize EMS revenue. Consider
       expansion of future revenue sources and policy discussion.
      Increase City revenue by implementing additional billing charges for other services such
       as extrication services in specific situations.
      Continue to complete flow-test for all Fire Hydrants and coordinate with water
       department for any identified repair needs. Obtain GPS coordinates to enhance
       accuracy of GIS data.
      Continue modernization of public safety radio system to avoid problem of obsolescence
       and interoperability needs and state and federal mandates.
      Evaluate FY07 ICMA data response.

Long Term Goals
      Complete remodel of Station 2.
      Complete construction of new Station 6.
      Develop plans for development of training field expansion.
      Develop plans for development of adequate training center classrooms.
      Develop plans for modernization/remodel of Station 7.
      Develop and implement a successful ambulance subscription program that will benefit
       the citizens of Longview considerably in regards to emergency response services.
      Increase City revenue by implementing additional billing charges for other services such
       as extrication services in specific situations.
      Complete analysis of service coverage areas and development of additional stations,
       staffing, and apparatus as needed to accommodate growth of city and demands for
       service.
      Continue modernization of public safety radio system to avoid problem of obsolescence
       and interoperability needs and state and federal mandates.
      Train all hazardous materials technicians to meet TCFP certification.




City of Longview                            - 181 -                              2008-09 Budget
                                     Fire Department
Long Term Goals…Continued
      Train all drivers and senior firefighters to Driver/Operator-Pumper TCFP certification.
      Train all company officers to Fire Inspector Basic TCFP certification.
      Train all company officers to Instructor I TCFP certification.
      Continue working towards complete ICMA accreditation.

Significant Budget Changes
      Reduced FY 08-09 budget considerably in its entirety in effort to assist the overall, City-
       wide goal of reducing costs as directed by the City Manager.
      A Senior Captain position was removed in order to add another Assistant Fire Chief
       position. The compensation study combined all Captain positions together, removed
       one Captain, and replaced one CSR with an Office Assistant.
      Fire Prevention will be combined with Fire Suppression beginning FY 2008-09.




City of Longview                              - 182 -                               2008-09 Budget
                                                 Fire Department
                      Strategies                     Measures                         Targets                    Outcomes
Customer/      1. Improve station              1. Response times,             1. Scene response within       1. Improve citizen
Stakeholder    locations and facilities to     property loss evaluation,      4 minutes 90% of the time      confidence in the
Perspective    better serve changing           and ALS patient outcome.       on working fire                capacity of the
               community.                      2. Apply for the 2008          assignments and 8              department to protect
               2. Evaluate all City            Grant for Traffic              minutes on ALS medical         life and property.
               response districts to           Preemption Devices and         calls.                         2. Proper and
               accommodate growth and          response district              2. 100% review of all          adequate resource
               development.                    reassignment.                  response district conflicts.   response on
               3. Increase community           3. Number of citizen public    3. 20% increase in             emergency scenes.
               involvement and public          education contacts.            education and public           3. Ensure adequate
               contact including education     4. Customer service            contacts.                      staffing and apparatus
               and fire prevention             surveys.                       4. Mail out customer           availability.
               programs.                       5. Investigate 100% of         service survey to 10%          4. Improve citizen
               4. Perform target hazard        complaints.                    contacts                       safety through public
               training with business                                         5. Resolve all complaints      education and training
               owners.                                                        within 10 days.                programs.
               5. Improve process for                                                                        5. Improved trust
               Citizen Complaints.                                                                           among citizens.
Finance        1. Reducing training            1. Review current inter-       1. Implement integrated        1. Conduct in-house
Perspective    related overtime through        local agreements.              training groups.               and on shift training.
               improved scheduling.            2. Maintain current time       2. Complete inter- local       2. Maximize revenue
               2. Collaboration with           from service to invoice.       agreements with Gregg          stream from EMS calls.
               Gregg County and other          3. Complete cost survey        County and other agencies      3. Cost reduction
               entities in EOC / WebEOC        analysis with like agencies.   for cost share with            through cooperation.
               program.                        4. Begin implementation of     Emergency Management.          4. Maximize cost
               3. Develop competitive          ambulance subscription         3. Collect $2.6 million        recovery and potential
               grant applications for          service.                       revenue                        new revenue through
               identified programs.            5. Gain council approval       4. Increase current billing    user based fees.
               4. Establish apparatus          for grant applications.        rates and implement            5. Obtain grant funding
               replacement cycles that         6. Maintain an                 additional fees for service.   for needed programs.
               reflects future growth          amortization schedule that     5. Complete grant              6. Minimize all
               plans.                          reflects future needs.         applications that reduce       equipment maintenance
                                                                              budget impact on City          costs.
                                                                              share.
                                                                              6. Evaluate equipment use
                                                                              and maintenance costs.
Internal       1. Expand recruiting            1. Create recruit staffing     1. Develop a                   1. Pursue workforce
Process        efforts for diverse             positions.                     comprehensive recruit          diversity.
Perspective    workforce.                      2. Annually survey             training program.              2. Achieve advanced
               2. Assign annexes to            emergency management           2. Complete all required       level of Emergency
               appropriate disciplines.        plan and annexes.              annexes and drills.            Operation
               3. Complete required            3. Complete all 2008           3. Continue monthly            Preparedness.
               annual emergency                hydrant inspections.           hydrant evaluations.           3. Evaluate all City
               management drills.              4. QI existing and develop     4. Define documentation        hydrants to ensure
               4. Assign hydrant               needed reports within          requirements.                  operational readiness.
               inspections to all districts.   Firehouse Database.                                           4. Maintain high level
               5. Train all personnel in                                                                     of response readiness
               data entry process and                                                                        and capacity to handle
               requirements.                                                                                 anticipated workload.
                                                                                                             5. Develop clear and
                                                                                                             concise documentation
                                                                                                             and data entry.
Learning and   1. Pursue State and             1. Monitor training hrs.       1. Assess training needs.      1. Maintain
Growth         National certifications for     2. Number of certifications    2. Complete new policies       certifications standards.
Perspective    existing training programs.     obtained.                      and procedures manual.         2. Implement 5 year
               2. Create defined career        3. Quarterly review of         3. Develop written             strategic plan.
               paths for specialty             policy status.                 strategic plan.                3. Implement
               personnel.                      4. Review and compile                                         department policies and
               3. Obtain certification for     baseline objectives.                                          guidelines.
               Educators, HazMat
               members, Fire Officers,
               Safety Officers.
               4. Assign policy sections
               to Battalion Chiefs for
               revision.
               5. Meet with all personnel.




 City of Longview                                           - 183 -                                              2008-09 Budget
                                        Fire Prevention

                                     Actual         Budget          Year End Est.        Budget
         Expenditures
                                   FY 2006-07      FY 2007-08        FY 2007-08         FY 2008-09
  Personnel                           $352,719        $332,851            $295,843                $0
  Supplies                              43,471          62,089              60,174                 0
  Maintenance – Structure                    0                0                  0                 0
  Maintenance – Equipment               12,692           7,935               7,935                 0
  Contractual Services                  13,821          34,219              35,067                 0
  Benefits                              79,599          90,499              97,333                 0
  Capital Outlay                             0                0                  0                 0
  Total                               $502,302        $527,593            $496,352                $0

                                                              Positions Authorized
                                           Actual           Budget      Year End Est.     Budget
         Personnel Summary
                                         FY 2006-07        FY 2007-08    FY 2007-08      FY 2008-09
  Full Time
  Fire Marshal                               1                 1              1              0
  Fire Prevention Officer/Senior             3                 3              3              0
  Fire Education Specialist                  1                 1              1              0
  Fire Inspector/Plans Examiner              1                 1              1              0
  Total                                      6                 6              6              0
  Full Time Total                            6                 6              6              0




City of Longview                                 - 184 -                                 2008-09 Budget
                                      Fire Suppression

                                  Actual           Budget        Year End Est.     Budget
         Expenditures
                                FY 2006-07       FY 2007-08       FY 2007-08      FY 2008-09
   Personnel                     $8,303,557       $8,715,005        $8,847,414        $9,964,542
   Supplies                         705,738          790,837           814,978           843,449
   Maintenance – Structure           62,301           58,280            53,476            33,750
   Maintenance – Equipment          338,085          310,208           330,803           369,998
   Contractual Services             758,947          987,159           979,246         1,087,665
   Benefits                       2,413,383        2,448,968         2,460,840         3,009,771
   Capital Outlay                   178,066          136,395           135,887            37,995
   Total                        $12,760,077      $13,446,852       $13,622,644       $15,347,170




                                                         Positions Authorized
                                      Actual         Budget       Year End Est.     Budget
       Personnel Summary
                                    FY 2006-07      FY 2007-08      FY 2007-08     FY 2008-09
   Full Time
   Fire Chief                            1                   1            1              1
   Assistant Fire Chief                  1                   1            1              2
   Fire Battalion Chief                  7                   7            7              7
   Fire Senior Captain                   5                   5            5              0
   Fire Captain                         33                  33           33             36
   EMS Section Chief                     0                   0            0              1
   Fire Driver/Engineer                 45                  45           45             45
   Firefighter/Recruit                  63                  63           63             63
   Executive Assistant                   1                   1            1              1
   Office Assistant                      1                   1            1              2
   Billing Specialist/Senior             4                   4            4              3
   Fire Marshal                          0                   0            0              1
   Fire Prevention Officer/Senior        0                   0            0              3
   Fire Education Specialist             0                   0            0              1
   Fire Inspector/Plans Examiner         0                   0            0              1
   Total                               161                 161          161            167
   Full Time Total                     161                 161          161            167




City of Longview                                 - 185 -                             2008-09 Budget
                          Fire Grants and Special Revenue

                                     Actual            Budget        Year End Est.      Budget
         Expenditures
                                   FY 2006-07         FY 2007-08      FY 2007-08       FY 2008-09
Personnel                               $24,910           $24,310          $24,460         $26,630
Supplies                                      0            12,556            1,600           1,809
Maintenance – Structure                       0                  0                0               0
Maintenance – Equipment                       0                  0                0               0
Contractual Services                     68,243                  0              50                0
Benefits                                 12,476            12,243           12,273          13,808
Capital Outlay                           84,177                  0                0               0
Total                                  $189,806           $49,109          $38,383         $42,247


                                                         Positions Authorized
                                     Actual            Budget        Year End Est.      Budget
     Personnel Summary
                                   FY 2006-07         FY 2007-08      FY 2007-08       FY 2008-09
Full Time
Pension Clerk                           1                 1                1                1
Total                                   1                 1                1                1
Full Time Total                         1                 1                1                1



Fire Pension Employee – An agreement between the Firefighters’ Pension Fund and The City
of Longview to provide for clerical assistance similar to the support that TMRS employees
receive through the City’s Human Resources Division. The employee is hired as a full-time
Customer Service Representative and is actually paid through the City’s payroll process. The
Firefighter’s Pension Board then reimburses this employee’s salary and benefits on a monthly
basis to the city.

FEMA Firefighters – The Federal Emergency Management Agency is authorized to provide
funding under the ―Assistance to Firefighters Grant Program‖. These funds are to enhance the
ability of the fire protection organization to protect the health and safety of the public as well as
that of the firefighting personnel




City of Longview                                - 186 -                                2008-09 Budget
                               Human Resources

                            Expenditures by Division

                              Actual              Budget             Year End Est.         Budget
            Division
                            FY 2006-07           FY 2007-08           FY 2007-08          FY 2008-09

Personnel                       $398,464                $409,584           $403,921           $456,090

Supplies                          19,366                  59,026                58,344             44,981

Maintenance – Structure                   0                      0                   0                 0

Maintenance – Equipment            2,082                  26,688                26,280              3,400

Contractual Services           7,753,936                9,245,667          9,247,845         9,948,919

Benefits                         167,239                 176,161            180,156            196,993

Capital Outlay                            0               15,000                15,000                 0

Total                         $8,341,087            $9,932,126            $9,931,546       $10,650,383



                               Authorized Positions
                                  Actual                 Budget       Year End Est.        Budget
        Personnel Summary
                                FY 2006-07              FY 2007-08     FY 2007-08         FY 2008-09


Human Resources                    6.35                    6.6             6.6                6.6
Risk Management                    4.65                    4.4             4.4                4.4
Health/Wellness Clinic              0                       0               0                  1


Total                               11                      11              11                12




City of Longview                              - 187 -                                    2008-09 Budget
                                 Human Resources
Program Narrative
The Human Resources Division oversees the city’s recruitment program, payroll system,
classification/compensation plans, employee benefits, policy administration, and performance
management and training initiatives.

Mission Statement
The Human Resources Division’s mission is to provide effective and timely Human Resource
support by assuming a consultant/partnership role and collaborating with other departments
using professional expertise and creativity.

Accomplishments for 2007-08:
      Coordinated classification/compensation/benefits study.
      Developed customer service standards for our department.
      Organized citywide customer service training for front-line employees.
      Purchased records management software that converts documents into digital format.

Program Goals for 2008-09:

Short Term Goals
      Implement and maintain new market-based classification/compensation plan.
      Research and recommend personality/values testing for job applicants.
      Coordinate customer service training academy for managers, supervisors, and skilled
       labor.
      Scan files and documents into new records management software in an effort to go
       paperless.

Long Term Goals
      Assist managers in developing employee growth and development plans for succession
       planning.
      Collaborate with Risk Management on research and possible implementation of Health
       Savings Accounts and/or Health Retirement Accounts.
      Provide supervisors with the knowledge and confidence to handle personnel issues
       through training and coaching.
      Remain aware of current HR-related rulings, practices and trends, then research and
       recommend changes to city policy, procedures, benefits, or compensation.

Significant Budget Changes
      Human Resources Generalist reclassed to Human Resources Administrator.




City of Longview                           - 188 -                             2008-09 Budget
                                              Human Resources
                         Strategies                   Measures                     Targets                     Outcomes
Customer/          Promote a spirit of             1. Roll out new          1. Update and simplify        1. Remaining responsive,
Stakeholder        collaboration with other        evaluation tool in       performance evaluation.       open, and flexible to our
Perspective        departments by working          Spring 2009.             2. Facilitate policy and      customers.
                   together as business            2. Update policy         benefits team.
                   partners and sharing            manual by early
                   accountability for the          2009.
                   results.                        3. Number of
                                                   enhanced benefits at
                                                   no-cost or cost
                                                   savings realized
                                                   without benefit
                                                   reduction.
Finance            Promote ownership of            1. Number of             1. Train divisions on         1. Exercising corporate
Perspective        employees’ value to the         documents scanned.       laser fiche software          responsibility for City
                   organization and their          2. Drawer space          usage.                        resources and results.
                   connection to the bottom        saved.                   2. Scan and store HR          2. Seeking collaborative
                   line.                                                    documents in new              relationships.
                   -Implement new records                                   software.
                   management software that                                 3. Shred hard copies.
                   converts documents into
                   digital format.
Internal Process   Develop a process to            1. Turnover rate:        1. Educate all                1. Promoting respect and
Perspective        attract and sustain the         13% citywide.            employees on new              dignity in all interactions.
                   number and type of              2. Retention rate:       class/comp plan.              2. Sustaining a
                   workers needed for the          average 4 years          2. Implement and              competent workforce.
                   future:                         citywide.                maintain new
                   -Salary and benefits to         3. Vacancy rate:         class/comp plan.
                   attract and sustain             2%.                      3. Update classification
                   workforce.                      4. Jobs filled:          review process.
                   -Establish personnel            skilled labor jobs       4. Build in flexibility for
                   policies that enable hiring a   filled within 30 days,   new hire salaries based
                   workforce dedicated to          other jobs within 60     on market and
                   public service.                 days.                    experience.
                   -Open line of                   5. Number of             5. Update promotional
                   communications internally.      employee education       pay policy.
                                                   meetings and             6. Research personality
                                                   notices.                 or values testing for job
                                                                            candidates.
Learning and       Improve and enhance             1. Employee survey.      1. Provide employees          1. Sustaining and
Growth             organizational culture:         2. Participation rate    with 2 classes in             developing a competent
Perspective        -Promote environment that       in tuition               personal/professional         workforce.
                   empowers employees to           reimbursement            development.
                   be flexible and innovative      program.                 2. Teach managers how
                   within values of the city.      3. Number of             to create growth and
                   -Grow leaders through           classes offered in       development plans for
                   coaching and mentoring.         professional/            succession planning.
                   -Promote initial and on-        personal growth.         3. Host 1 customer
                   going training to ensure        4. Number of             service training
                   professional growth for         development plans        academies for
                   corporate responsibility.       created and number       supervisors – 60 to 70
                   -Educate employees in           that moved into          participants.
                   customer service.               leadership positions     4. Implement on-line
                                                   5. Class evaluation      sexual harassment
                                                   ratings.                 class.
                                                                            5. Restructure new
                                                                            employee orientation.
                                                                            6. Continue to poll class
                                                                            participants on customer
                                                                            service standards and
                                                                            compile into one
                                                                            document for use
                                                                            citywide by Sept 2009.
                                                                            7. Overall average class
                                                                            evaluation rating of 4.0
                                                                            or greater (5 point
                                                                            scale).




City of Longview                                            - 189 -                                               2008-09 Budget
                                    Human Resources

                                      Actual          Budget        Year End Est.    Budget
           Expenditures
                                    FY 2006-07       FY 2007-08      FY 2007-08     FY 2008-09
   Personnel                          $210,545           $221,448        $218,748     $241,237
   Supplies                              13,217            17,252          16,750        17,390
   Maintenance – Structure                    0                 0               0             0
   Maintenance – Equipment                2,082             2,438           2,030         1,400
   Contractual Services                 164,025           303,072         306,383       219,814
   Benefits                              92,675           104,023         103,913       116,765
   Capital Outlay                             0                 0               0             0
   Total                              $482,544           $648,233        $647,824     $596,606




                                                          Positions Authorized
                                       Actual          Budget       Year End Est.     Budget
        Personnel Summary
                                     FY 2006-07       FY 2007-08     FY 2007-08      FY 2008-09
 Full Time
 Director of HR & Risk Management         .6              .6             .6              .6
 Human Resources Generalist                1               1              0               0
 Human Resources Administrator             0               0              1               1
 Human Resources Specialist               .9               1              1               1
 Payroll Processor                       .85               1              1               1
 Administrative Assistant                  1               1              1               1
 Office Assistant                          1               1              1               1
 Part Time
 Office Assistant                          1               1              1               1
 Total                                   6.35             6.6            6.6             6.6
 Full Time Total                         5.35             5.6            5.6             5.6
 Part Time Total                           1               1              1               1




City of Longview                                - 190 -                              2008-09 Budget
                                    Risk Management

Program Narrative
Development of programs to prevent accidents and to assure compliance with Federal, State,
and local laws applicable to the workforce. Provide advice and assistance to City staff in
connection with loss exposures and methods of control. Negotiate and purchase the City's
commercial insurance requirements. Revise procedures and implement policies to agressively
manage claims. Administer health, dental, life, disablility, and workers compensation benefits,
and manage the various liability and property losses. Manage the City's energy efficiency
programs in accordance with the Texas Building Energy Perfomance Standards.

Mission Statement
To implement a system for planning, organizing, leading, and controlling the resources and
activites that the City needs to protect adequately from the adverse effects of accidental losses.

Accomplishments for 2007-08:
      Established City Health Clinic.
      Fully Staffed Risk Management Department.
      Established and are participating in Political Subdivision Workers Compensation
       Alliance.
      Trained over 200 employees in Defensive Driving and developed Defensive Driving
       Class specific to Fire Department.
      Met 25% energy reduction as required by the Energy Conservation Office.

Program Goals for 2008-09:

Short Term Goals
      Develop loss prevention training schedule.
      Host and train supervisors and managers regarding the reporting and tracking of
       workers’ compensation claims, accident investigation, and drug testing.
      Provide three year loss history to departments for workers’ compensation and motor
       vehicle accident detail and cost City/departments/divisions.

Long Term Goals
      Offer extension of hours for City health clinic in order to meet the demand.
      Develop long range plan utilizing steerage mechanisms to manage and maintain an
       affordable quality health plan.
      Develop Citywide training in order to educate employees and supervisors regarding the
       handling and reporting of workers compensation claims under the new Alliance.
      Implement WorkSTEPS program for new hires to determine physical ability and measure
       the candidate's capacity to safely perform the essential functions of the job.

Significant Budget Changes
      Added a part-time Office Assistant position due to the opening of the Employee Health
       Clinic.




City of Longview                              - 191 -                               2008-09 Budget
                                        Risk Management
                          Strategies                  Measures                      Targets               Outcomes
Customer/          Market city strengths          1. Processing              1. Payments are             1. Remaining
Stakeholder        through strong public          payments.                  processed timely.           responsive,
Perspective        relations:                     2. Answer and              2. Return calls received    open, and
                   -Create dynamic line of        respond to all             within 24 hours.            flexible to our
                   transparent                    incoming calls.            3. Update all data          citizens.
                   communications that flow       3. Maintain                pertaining to losses or     2. Maintaining
                   inward and outward.            accurate loss              potential losses.            a safe and
                   -Provide more information      prevention data.           4. Track problem areas      welcoming
                   to the public regarding city                              to promote a safe           community.
                   government.                                               working environment.
Finance            Promote ownership of           1. Cost savings for        1. Monitor budgets          1. Exercising
Perspective        employees’ value to the        Health Plan/Direct         monthly.                    responsibility
                   organization and their         contracts.                 2. Offer training to        for city
                   connection to the bottom       2. Oversee and             departments to promote      resources and
                   line.                          administer                 proactive loss              results.
                                                  implementation of          prevention training.        2. Seeking
                                                  health clinic.             3. Oversee payment of       collaborative
                                                  3. Cost allocation         sewer back up claims        relationships.
                                                  for property, liability,   and various losses for
                                                  and WC losses to           all
                                                  City departments.          departments/divisions.
                                                                             4. Track claim cost
                                                                             savings.
Internal Process   Develop a process to           1. Promote positive        1. Hold bi-monthly          1. Promoting
Perspective        attract and sustain the        interaction between        divisional meetings.        respect and
                   number and types of            division and internal      2. Promote and attend       dignity in all
                   workers needed for the         customers.                 training.                   interactions.
                   future:                        2. Document                3. Lower turn-over rate     2. Sustaining
                   -Salary and benefits to        training completed.        through cross training;     a competent
                   attract and sustain            3. Cross-train             monitor annually and        workforce.
                   workforce.                     quarterly in an effort     compare to other
                   -Establish personnel           to develop an              departments/divisions.
                   policies that enable hiring    educated division.         4. Assist employees
                   a workforce dedicated to                                  with problem health
                   public service.                                           claims.
                   -Open line of
                   communication internally.
Learning and       Improve and enhance            1. Employees               1. Recognize                1. Sustaining
Growth             organizational culture:        taking responsibility      completed projects in       and developing
Perspective        -Promote environment           for projects.              divisional meetings.        a competent
                   that empowers employees        2. Employee                2. Recognize                workforce.
                   to be flexible and             recognitions and           advancements and
                   innovative within values of    awards.                    accomplishments.
                   the city.                      3. Employee                3. Discuss upcoming
                   -Grow leaders through          training                   opportunities recognize
                   coaching and mentoring.        opportunities.             those who take
                   -Promote initial and on-                                  advantage of them.
                   going training to ensure                                  4. Recognize and
                   professional growth for                                   commend those
                   corporate responsibility.                                 employees who are
                   -Educate employees in                                     willing to expand their
                   customer service.                                         knowledge and take on
                                                                             more responsibility.




City of Longview                                    - 192 -                                             2008-09 Budget
                                   Risk Management

                                 Actual           Budget FY        Year End Est.       Budget
        Expenditures
                               FY 2006-07           2007-08         FY 2007-08        FY 2008-09
Personnel                          $187,919          $188,136            $185,173        $214,853
Supplies                              6,149            41,774              41,594          27,591
Maintenance – Structure                   0                 0                    0              0
Maintenance – Equipment                   0            24,250              24,250           2,000
Contractual Services              7,589,911         8,942,595           8,941,462       9,729,105
Benefits                             74,564            72,138              76,243          80,228
Capital Outlay                            0            15,000              15,000               0
Total                            $7,858,543        $9,283,893          $9,283,722     $10,053,777




                                                         Positions Authorized
                                     Actual             Budget        Year End Est.     Budget
       Personnel Summary
                                   FY 2006-07          FY 2007-08      FY 2007-08      FY 2008-09
Full Time
Director of HR & Risk Management       .4                  .4              .4               .4
Risk Manager                            1                   1               1                1
Claims Specialist                       1                   1               1                1
Safety Specialist                       1                   1               1                1
Employee Benefits Specialist            1                   1               1                1
Payroll Processor                     .15                   0               0                0
Human Resources Specialist             .1                   0               0                0
Part Time
Office Assistant – Health Clinic        0                  0                0               1
Total                                 4.65                4.4              4.4             5.4
Full Time Total                       4.65                4.4              4.4             4.4
Part Time Total                         0                  0                0               1




City of Longview                             - 193 -                                  2008-09 Budget
                           Parks and Recreation Department

                                       Expenditures
                                     Actual               Budget        Year End Est.      Budget
            Expenditures
                                   FY 2006-07            FY 2007-08      FY 2007-08       FY 2008-09

Personnel                            $2,025,177           $2,174,546       $2,204,162       $2,367,482

Supplies                                414,616              606,473          634,367          669,541

Maintenance – Structure                 446,166              571,387          591,738          538,447

Maintenance – Equipment                 319,278              263,515          262,031          243,820

Contractual Services                  1,725,353             2,147,650       2,086,296        1,962,769

Benefits                                785,681              796,271          788,753          905,389

Capital Outlay                           89,288              156,280          136,090          137,400

Total                                $5,805,559           $6,716,122       $6,703,437       $6,824,848



                                   Authorized Positions
                                        Actual             Budget        Year End Est.      Budget
           Personnel Summary
                                      FY 2006-07          FY 2007-08      FY 2007-08       FY 2008-09


Parks and Recreation                      73                  73              74               74
Longview Recreation Association*          0                    0               0                1


Total                                     73                  73              74               75

*Longview Recreation Association has other positions, but they vary due to program participation
 fluctuations.




City of Longview                               - 194 -                                   2008-09 Budget
                         Parks and Recreation Department
Program Narrative
The Parks and Recreation Department includes four primary areas of responsibility: The
Recreation Division, Operations and Maintenance Division, Sports Tourism, and Community
Relations. The Recreation Division provides programs such as: Adult Softball, Basketball, and
Flag Football, Youth Basketball, Year-round Aquatic Programming, Special Activities,
Recreation Classes, Senior Citizen Activities, and programs at Broughton Recreation Center
and Paula Martin Jones Recreation Center. The Operation and Maintenance Division operates
and maintains developed and undeveloped parks (935 acres), rights-of-ways on major
thoroughfares, cemeteries, municipal buildings, municipal grounds including taxing entity
properties, responds to emergencies, and provides litter control. Sports Tourism has the
responsibility to attract and conduct tournaments, working with all area sports associations and
user groups, and coordinating facility usage. Community Relations is charged with promoting,
encouraging, and facilitating citizen participation in the enhancement, expansion, and delivery of
municipal services and continues to support the missions of Keep Longview Beautiful and
Community Pride.

Mission Statement
The Parks and Recreation Department works to enrich the quality of life for the citizens of
Longview through effective programs, superior services, and safe facilities.

Accomplishments for 2007-08:
      PARD hosted 7 State/National Tournaments that brought 210 teams to Longview to play
       Basketball/Softball/Soccer. Also hosted regional and local tournaments and supported
       Youth Sports Associations in their league and tournament activities.
      Work continued on 2004 Bond Projects and was completed at Spring Hill, McWhorter,
       Timpson, and Hinsley Parks. Lear Phase IV is projected to be completed in the Fall of
       2008.
      2007 Bond Projects were implemented.
      Supported numerous community special events throughout the year.
      Provided recreational opportunities to citizens: Adult Softball, Adult Basketball, Adult
       Flag Football, Youth Basketball, Swimming Lessons, Recreation Classes, and Year-
       around activities at Broughton Recreation Center, Green Street Recreation Center, and
       Paula Martin Jones Recreation Center.
      Continued to support Community Pride Activities: dedicated litter crew picking up litter
       on major thoroughfares, support of city-wide cleanup days, and support of special
       activities with volunteer organizations.

Program Goals for 2008-09:

Short Term Goals
      Expand and enhance Clean-up and Beautification Efforts City-wide.
      Grow Sports Tourism Opportunities as facilities are completed.
      Actively market Recreation programs and services.
      Complete budgeted maintenance activities on schedule.
      Work with partners to improve facilities and programs.




City of Longview                              - 195 -                               2008-09 Budget
                        Parks and Recreation Department
Long Term Goals
      Evaluate, maintain, enhance, and develop facilities and properties to meet identified
       standards and citizen demands.
      Identify and implement new, enhanced, or expanded recreational opportunities to the
       community.
      Continually evaluate all operational areas for maximum efficiency and effectiveness to
       improve customer service and financial performance.
      Improve long-range planning processes to guide decision making, training, marketing,
       and facility development.

Significant Budget Changes
      $50,000 to replace Backstop at James Gibson Field in McWhorter Park.
      Assistant to the City Manager was transferred to Parks as a Community Services
       Coordinator. One Crew Leader was removed to add another Maintenance Worker. The
       compensation study removed one Supervisor and changed that position to an Office
       Manager. One Crew Leader was relcassed to a Contract Coordinator, and one
       Maintenance Worker was reclassed to a Pool Maintenance Technician.




City of Longview                           - 196 -                              2008-09 Budget
                           Parks and Recreation Department
                              Strategies                 Outcomes                     Measures                  Targets
   Customer/             1. Market PARD              1. Remaining                1. Track all marketing      1. Conduct
   Stakeholder           Programs and Facilities     responsive, open, and       efforts and attendance /    surveys of
   Perspective           through strong public       flexible to our citizens.   utilization data.           participants to
                         relations to increase       2. Promoting respect        2. Track man-hours for      determine most
                         utilization.                and dignity in all          the initiative and impact   effective
                         2. Improve Clean-up         interactions.               data.                       marketing.
                         and Beautification          3. Maintain a safe and      3. Complete planned         2. Report
                         Efforts City-wide.          welcoming community.        number of cycles.           additional tons of
                         3. Maintain Rights of       4. Exercising               4. Plan and conduct         litter removed and
                         Ways on Major               corporate responsibility    recreational offerings      additional square
                         Thoroughfares.              for City resources and      and track participation.    footage
                         4. Provide Recreational     results.                    5. Respond to service       beautified.
                         Opportunities for           5. Seeking                  requests.                   3. Mow Right-of-
                         Citizens.                   collaborative               6. Measure number           Ways 5 cycles.
                         5. Operate and Maintain     relationships.              inspections, requests       4. Report on
                         City owned Cemeteries.                                  for service, and            other initiatives.
                         6. Provide Safe                                         response times.
                         Facilities.                                             7. Track interactions
                         7. Provide effective                                    with user groups and
                         service to and establish                                conduct customer
                         effective partnerships                                  service feedback.
                         with external and
                         internal customers.
   Finance Perspective   Promote ownership of        1. Exercising               1. Cost savings.            1. Track and
                         employees’ value to the     corporate responsibility    2. Efficiencies gained      report compared
                         organization and their      for City resources and      through technology.         to FY 07-08.
                         connection to the bottom    results.                    3. Cost avoidance
                         line.                       2. Seeking                  through collaboration.
                         1. Continue to seek         collaborative               4. Number of shared
                         partnership /               relationships.              projects.
                         collaborative                                           5. Reduction in the
                         relationships to further                                number of invoices less
                         PARD’s Mission.                                         than $250 will indicate
                         2. Strive for optimum                                   better planning and
                         efficiency in all                                       teamwork.
                         operations.
   Internal Process      1. Examine critical         1. Promoting respect        1. Response times/          1. Participate in
   Perspective           processes to determine      and dignity in all          same-day service.           implementation of
                         if task is being achieved   interactions.               2. Number of                Citiworks if
                         with logical, safe, and     2. Sustaining a             compliments, awards,        approved.
                         optimum efficiency.         competent workforce.        and recognition.
                         2. Improve use of           3. Exercising               3. Comparative /
                         technology for              corporate responsibility    relational data analysis.
                         communications and          for City resources and      4. Reporting indicates
                         data management.            results.                    expanded utilization of
                                                                                 technology.
   Learning and          Improve and enhance         1. Sustaining and           1. Develop program to       1. Complete and
   Growth Perspective    organizational culture:     developing a                recognize personal and      report training
                         -Promote environment        competent workforce.        team achievements.          accomplishments.
                         that empowers                                           2. Turnover/vacancy
                         employees to be flexible                                rates.
                         and innovative within                                   3. Track training
                         values of the city.                                     opportunities and new
                         -Grow leaders through                                   processes / programs
                         coaching and mentoring.                                 implemented from
                         -Promote initial and on-                                training.
                         going training to ensure                                4. Each full-time
                         professional growth for                                 employee will receive a
                         corporate responsibility.                               minimum of 2 hours of
                         -Provide customer                                       customer service
                         service training.                                       training.




City of Longview                                       - 197 -                                               2008-09 Budget
                       Parks and Recreation Department

                              Actual          Budget      Year End Est.    Budget
        Expenditures
                            FY 2006-07      FY 2007-08     FY 2007-08     FY 2008-09
  Personnel                    $2,021,678    $2,170,766      $2,200,382     $2,363,555
  Supplies                        414,616       493,623         523,645        545,391
  Maintenance – Structure         173,307       264,547         268,040        238,447
  Maintenance – Equipment         226,183       240,657         241,223        235,770
  Contractual Services          1,248,307     1,689,400       1,642,532      1,519,084
  Benefits                        782,834       795,981         788,463        905,037
  Capital Outlay                   89,288       131,280         130,920        109,400
  Total                        $4,956,213    $5,786,254      $5,795,205     $5,916,684




City of Longview                       - 198 -                             2008-09 Budget
                        Parks and Recreation Department

                                                       Positions Authorized
                                         Actual       Budget      Year End Est.    Budget
          Personnel Summary
                                       FY 2006-07    FY 2007-08    FY 2007-08     FY 2008-09
  Full Time
  Director of Community Services           1              1             1              1
  Parks and Recreation Manager             1              1             1              1
  Operations and Maintenance Manager       1              1             1              1
  Administrative Assistant                 2              2             2              2
  Supervisor                               7              7             7              6
  Recreation Coordinator                   2              2             2              2
  Recreation Assistant, Senior             4              4             4              4
  Maintenance Supervising Technician       2              2             2              2
  Crew Leader                              7              7             6              5
  Equipment Operator                       2              2             2              2
  Maintenance Worker and Senior           18             18            19             17
  Custodial/Maintenance Worker             0              0             0              1
  Maintenance Supply Worker                1              1             1              1
  Equipment Repair Technician              1              1             1              1
  Chemical Applicator                      1              1             1              1
  Distribution Clerk                       1              1             1              1
  Community Relations Coordinator          1              1             1              1
  Sports Tourism Coordinator               1              1             1              1
  Community Services Coordinator           0              0             1              1
  Office Manager                           0              0             0              1
  Contract Coordinator                     0              0             0              1
  Pool Maintenance Technician              0              0             0              1
  Part Time
  Recreation Assistant                    14             14            14             14
  Assistant Pool Manager                   1              1             1              1
  Lifeguard                                3              3             3              3
  Custodial Service Worker                 2              2             2              2
  Total                                   73             73            74             74
  Full Time Total                         53             53            54             54
  Part Time Total                         20             20            20             20




City of Longview                           - 199 -                                2008-09 Budget
                          Longview Recreation Association

                                      Actual            Budget          Year End Est.        Budget
        Expenditures
                                    FY 2006-07         FY 2007-08        FY 2007-08         FY 2008-09
Personnel                                  $3,499           $3,780              $3,780           $3,927
Supplies                                        0          112,850             110,642          124,050
Maintenance – Structure                         0                 0                   0                0
Maintenance – Equipment                         0            6,000               3,950            8,050
Contractual Services                      477,046          458,250             443,764          443,685
Benefits                                    2,847              290                 290              352
Capital Outlay                                  0           25,000               5,170           28,000
Total                                    $483,392         $606,170            $567,596         $608,064

                                                            Positions Authorized
                                      Actual              Budget         Year End Est.        Budget
    Personnel Summary
                                    FY 2006-07         FY 2007-08         FY 2007-08         FY 2008-09
    Staffing varies as program participation fluctuates. Includes instructors, scorekeepers, umpires,
           referees, and other contractual labor. A full-time position was added in FY 2008-09.

Full Time
Recreation Assistant, Senior            0                  0                 0                  1
Total                                   0                  0                 0                  1
Full Time Total                         0                  0                 0                  1



                                 Parks Special Revenues

                                      Actual         Budget         Year End Est.          Budget
         Expenditures
                                    FY 2006-07      FY 2007-08       FY 2007-08           FY 2008-09
Personnel                                    $0              $0                $0                   $0
Supplies                                      0               0                80                  100
Maintenance – Structure                 272,859         306,840           323,698              300,000
Maintenance – Equipment                  93,095          16,858            16,858                    0
Contractual Services                          0               0                 0                    0
Benefits                                      0               0                 0                    0
Capital Outlay                                0               0                 0                    0
Total                                  $365,954        $323,698          $340,636             $300,100

                                       Program Description
General Maintenance for the City of Longview is funded through an interfund transfer from the General
Fund and is used for major maintenance items not funded in the annual operating budget. This
program is administered through the Parks and Recreation division.




City of Longview                                 - 200 -                                   2008-09 Budget
                                     Police Department

                                   Expenditures by Division
                                      Actual               Budget       Year End Est.      Budget
            Division
                                    FY 2006-07            FY 2007-08     FY 2007-08       FY 2008-09

Personnel                              $9,067,751         $10,114,065      $9,976,408     $10,523,827

Supplies                                1,076,244             970,426       1,083,815          953,130

Maintenance – Structure                   21,072                6,500          10,000            6,500

Maintenance – Equipment                  321,163              354,426         354,426          410,120

Contractual Services                    1,273,169           1,427,908       1,483,378        1,293,046

Benefits                                3,251,116           3,589,124       3,474,433        3,887,591

Capital Outlay                           150,098              120,783         163,138           96,372

Total                                 $15,160,613         $16,583,232     $16,545,598     $17,170,586



                                     Authorized Positions
                                        Actual              Budget       Year End Est.       Budget
        Personnel Summary
                                      FY 2006-07           FY 2007-08     FY 2007-08        FY 2008-09


Police Operations                         193                 193             193               193
Police Grants & Special Revenues           1                   1               1                 0


Total                                     194                 194             194               193




City of Longview                                - 201 -                                  2008-09 Budget
                                    Police Department

Program Narrative
The Police Department provides police services to the citizens of Longview. These services
include traffic enforcement, responding to calls for service both emergency and non-emergency,
and investigating crimes against persons and property. The department is commited to the
community policing philosophy and actively supports Neighborhood Crime Watch groups,
Citizens on Patrol, and other neighborhood partnership groups.

Mission Statement
The Longview Police Department is committed to principled performance of service in the public
safety interest. Department members recognize that, by virtue of their position, their duty is to
be good stewards of the public trust.

Accomplishments for 2007-08:
      The Longview Police Department received recognition status from the Texas Police
       Chief’s Association Foundation. During the exit interview, Monty Stanley, Assistant
       Chief with the Carrolton Police Department and Chief Auditor for the TPCAF Recognition
       Program said he was very impressed with the department and personnel, and advised
       that his report to the recognition committee would be favorable. He also praised the
       department for the development of the Hispanic Police Services program, which began
       in 2006. The Recognition Program raises the bar of professionalism for any agency,
       regardless of size, by promoting the best practices in the areas of administration and
       departmental organization, professional conduct, training, personnel, records and
       information management equipment, use of force and vehicle pursuit issues, general law
       enforcement operations, unusual situations, communications, arrest and transportation
       procedures, property and evidence management, and much more. It is an important
       asset to law enforcement programs across the state of Texas.
      Increased the number of investigators, and reconfigured CID to enhance overall
       department effectiveness, in that the rotation will develop officers professionally, and
       enhance their careers.
      Twenty new officers were commissioned in FY 2007-08, and one previously
       commissioned officer returned to the department. We promoted five new sergeants, one
       lieutenant, and one assistant chief.
      The Police Records Unit extended their operations by one hour. The Police Services
       Window is open to citizens at 7:30 am and closes at 5:30 pm. Services within the
       department are now available between 5:00 am and 6:00 pm.
      A new identification card system was developed for the police department in December
       2007, and it parlayed into a new identification card system for all City of Longview
       Departments.
      Now operate an Emergency Alert System (EAS) Encoder for the East Texas Critical
       Alert Program
           o The East Texas Critical Alert Program (ETCAP) is a cooperative effort between
               local law enforcement agencies, local media, and emergency management
               resources throughout the East Texas area regarding reports of abducted
               individuals. It is meant to be a localized resource utilized in conjunction with, and
               as a supplement to the existing statewide AMBER Alert/Silver Alert Network
               established through the Office of the Governor’s Division of Emergency
               Management.



City of Longview                              - 202 -                                 2008-09 Budget
                                  Police Department
Accomplishments for 2007-08…Continued:
           o  We are also developing an activation system to coincide with the Amber/Silver
              Alert programs through ETCAP that also cover abductions that do not fall under
              either program.
      New membership in ―A Child is Missing‖ program, a nationally based program that
       provides mass notification alerts in response to missing children and impaired people.
      As of July 31, 2008, DWI arrests were up 5% and, as a result, alcohol related accidents
       were down 24.6%.

Program Goals for 2008-09:

Short Term Goals
      Maintain our recognition status through the Texas Police Chief’s Association Foundation.
      Continue to increase the number of Crime Watch groups through the community policing
       model PAR program.
      Continue to meet the performance measures for Response Time, DWI Ratios, Internal
       Investigations, and the Part 1 Crimes Clearance Rate.

Long Term Goals
      Continue to seek grant opportunities for equipment and training.
      Due to the National Night Out to Texans Against Crime changeover, we do not anticipate
       100% of the National Night Out party participation from 2007; however, we will work to
       achieve at least 75% of that number for the first year of the new Texans Against Crime
       model program.
      Promote Intelligence and Information Sharing
          o Continue working with Federal, State, and local agencies in the region through
              the CODE and SWAT units to:
                   Reduce violent crime.
                   Reduce firearms violence and target illegal guns.
                   Combat illegal narcotics.
      Address Gang Violence and Gang Migration
          o Educate teachers and community groups about the importance of recognizing
              and reporting gang activity.
          o Work with Federal, State, and local agencies, and the CODE Unit to identify and
              respond to illegal gang activities.

Significant Budget Changes
      Removed one Sergeant and the Crime Analyst to create another Assistant Chief position
       effective October 1, 2008. During the compensation study one Administrative Assistant
       was reclassed to an Executive Assistant, the Records Management Technicians were
       reclassed to Records Specialists, Senior, and one Investigations Assistant was
       reclassed to Property and Evidence Specialist.




City of Longview                            - 203 -                              2008-09 Budget
                                      Police Department
                           Strategies                Measures                   Targets               Outcomes
Customer/Stakeholder   1. Implement             1. Maintain existing      1. (a). Priority one       1 (a). 4 minutes
Perspective            staffing components      service levels pending    call response time.        30 seconds
                       of Community             increased staffing.       (b). Patrol                (b). 40%
                       Policing Strategic                                 encumbered rate.
                       Plan.                                              (c). Clearance rate for    (c). 23%
                                                                          UCR Part one crimes.

                       2. Maintain existing     2. Maintain existing      2. Percent of internal     2. 95%
                       standards of internal    timeliness of internal    investigations
                       review to promote        investigations.           completed within 30
                       accountability and                                 days.
                       integrity.

                       3. Conduct a citizen     3. Conduct Survey         3. Survey completion       3. June 2009
                       survey to gauge                                    date.
                       community
                       satisfaction with
                       police services.

                       4. Transition to         4. Maintain               4. Participation rate.     4. 75%
                       Texans Against           participation during
                       Crime (TAC)              transition.
                       program from
                       National Night Out.
Finance Perspective    1. Utilize crime         1. Increase utilization   1. Number of               1. 10
                       analysis to improve      of the crime analysis     analytical products
                       distribution of police   function.                 produced by crime
                       resources.                                         analysis.

                       2. Seek grant            2. Acquire grant funds    2. Amount of new           2. $10,000
                       opportunities to         to supplement             grant funds received.
                       enhance department       department budget.
                       operations.
Internal Process       1. Develop a             1. Establishing a         1. Date when               1. March 2009
Perspective            baseline turnover        baseline turnover rate    turnover rate survey
                       rate from law            based on other law        is completed.
                       enforcement              enforcement agencies.
                       agencies of
                       comparable size.

                       2. Develop a semi-       2. Developing a           2. Date first turnover     2. March 2009
                       annual reporting         standardized report on    report is issued in
                       instrument on            departmental turnover.    standardized format.
                       department turnover.
Learning and Growth    1. Develop a             1. Initial succession     1. Deadline for plan       1. June, 2009
Perspective            succession               management plan           development.
                       management               developed.
                       program.

                       2. Increase use of       2. Increase number of     2. Number of               2. 50
                       internal instructors.    courses taught by         courses taught by
                                                internal instructors.     internal instructors.

                       3. Provide required      3. Increase average       3. Average training        3. 40
                       biennial training        training hours.           hours per sworn
                       hours for all officers                             officer.
                       every year.




City of Longview                                  - 204 -                                          2008-09 Budget
                                      Police Department
                                        Actual         Budget      Year End Est.      Budget
             Expenditures
                                      FY 2006-07     FY 2007-08     FY 2007-08      FY 2008-09
     Personnel                         $8,996,501    $10,004,630      $9,873,314    $10,448,129
     Supplies                           1,012,727        853,591         954,146        820,655
     Maintenance – Structure               21,072          6,500          10,000          6,500
     Maintenance – Equipment              321,163        354,426         354,426        410,120
     Contractual Services               1,236,031      1,385,417       1,448,981      1,258,639
     Benefits                           3,244,644      3,589,124       3,474,433      3,887,591
     Capital Outlay                       150,098        120,783         163,138         96,372
     Total                            $14,982,236    $16,314,471     $16,278,438    $16,928,006




                                                         Positions Authorized
                                         Actual         Budget      Year End Est.    Budget
          Personnel Summary
                                       FY 2006-07      FY 2007-08    FY 2007-08     FY 2008-09
     Full Time
     Police Chief                            1               1            1              1
     Assistant Police Chief                  2               2            2              3
     Police Lieutenant                       6               6            6              6
     Police Sergeant                        25              25           25             24
     Police Officer                        139             139          139            139
     Records Supervisor                      1               1            1              1
     Fiscal/Information Sys. Admin.          1               1            1              1
     Crime Analyst                           1               1            1              1
     Administrative Assistant                3               3            3              2
     Fiscal Services Specialist              1               1            1              1
     Office Assistant                        4               4            4              4
     Property/Evidence Specialist            1               1            1              2
     Records Specialist/Senior               3               3            3              5
     Records Mgt. Technician                 2               2            2              0
     Admin. Analyst/Crime                    1               1            1              1
     Investigations Assistant                2               2            2              1
     Crisis Response Team                    0               0            0              1
     Total                                 193             193          193            193
     Full Time Total                       193             193          193            193




City of Longview                                 - 205 -                               2008-09 Budget
                         Police Grants and Special Revenues

                                       Actual           Budget          Year End Est.       Budget
          Expenditures
                                     FY 2006-07        FY 2007-08        FY 2007-08        FY 2008-09
Personnel                                $71,250           $109,435           $103,094         $75,698
Supplies                                  63,517            116,835            129,669         132,475
Maintenance – Structure                        0                  0                   0              0
Maintenance – Equipment                        0                  0                   0              0
Contractual Services                      37,138             42,491             34,397          34,407
Benefits                                   6,472                  0                   0              0
Capital Outlay                                 0                  0                   0              0
Total                                   $178,377           $268,761           $267,160       $242,580

                                                         Positions Authorized
                                     Actual           Budget         Year End Est.         Budget
    Personnel Summary
                                   FY 2006-07        FY 2007-08       FY 2007-08          FY 2008-09
Full Time
Crisis Team Counselor                   1                  1                1                  0
Total                                   1                  1                1                  0
Full Time Total                         1                  1                1                  0

Police Special Fund – Accounts for the special revenue from forfeited property seized in connection with
violations of the controlled substances act and for the disposition of such revenues.

Tobacco Pilot Program – Reimburses expenditures for merchant education, public education, youth
enforcement, outdoor advertising, and officer training for compliance with tobacco law.

East Texas Violent Crimes Task Force – An FBI initiated program that provides the opportunity to join
forces with several East Texas Law Enforcement agencies in a cooperative effort to address serious
crimes that occur within the East Texas area.

Police CODE – Reimburses expenditures for participation in county organized drug enforcement
programs.

Safe and Sober Step – Reimbursement from TXDOT for certain expenses related to the enforcement on
those streets and roadways that have a high number of speed and alcohol related incidents.

Internet Crimes Against Children – A Department of Justice initiated grant that enables the department
to conduct reactive and proactive ICAC investigations, conduct forensic examinations of computers,
provide prevention education programs, and make to and receive referrals from agencies participating in
the ICAC Task Force Program.

Crisis Response Team – One full time employee will provide crisis counseling/intervention, information
and referral, follow up, criminal justice support, assistance in filing Crime Victim Compensation,
transportation, court accompaniment, and other services to women victims in the days and weeks
following the crime.




City of Longview                                 - 206 -                                  2008-09 Budget
                                   Public Works

                              Expenditures by Division
                                  Actual              Budget        Year End Est.     Budget
             Division
                                FY 2006-07           FY 2007-08      FY 2007-08      FY 2008-09
Personnel                        $6,308,008           $6,845,466       $6,598,494      $6,776,480

Supplies                           4,281,843            4,790,473       4,883,541       5,350,576

Maintenance – Structure            1,354,374            1,658,914       1,666,982       1,797,554

Maintenance – Equipment            2,803,809            3,353,532       3,383,740       3,323,385

Contractual Services             28,718,160           21,627,673       21,412,257      22,886,905

Benefits                           2,835,484            3,024,128       2,962,532       3,275,477

Capital Outlay                          86,511           981,753          519,416         527,349

Total                           $46,388,189          $42,281,939      $41,426,962    $43,937,726



                                Authorized Positions
                                  Actual              Budget        Year End Est.     Budget
        Personnel Summary
                                FY 2006-07           FY 2007-08      FY 2007-08      FY 2008-09

Drainage                           14.2                 15              14.65            14.4
Fleet Services                     11.5                 12.5            12.5             12.5
Plant Automation                    0                    4               4                4
Public Works Administration        1.5                  1.5              1.5             1.5
Public Works Engineering           5.5                  3.5             4.15             3.65
Sanitation                         28.5                 28.5            28.5             28.5
Streets                            24                  25.25            24.95            24.2
Traffic Maintenance                 8                    6               6                6
Utility Services Division          13                   13               12              12
Wastewater Collection              22                  21.75            21.75           21.75
Wastewater Treatment               25                   24               24              24
Water Distribution                 30.5                 31               32              32
Water Purification                 31.5                 29.5            29.5             29.5
Water Supply                       2.5                  2.5              2.5             2.5


Total                             217.7                 218             218             216.5




City of Longview                           - 207 -                                  2008-09 Budget
                                         Drainage
Program Narrative
The Drainage Division is charged with maintaining the City’s roadside ditches, bridges, drainage
structures, storm sewer pipes, and inlet boxes. This division also maintains the City-owned
floodplain and drainage properties. Funding for this division is provided by a ¼ cent sales tax
established in 1992.

Mission Statement
The Drainage division will make every effort to maintain and improve our City's drainage
infrastructure through regular maintenance and reconstruction where necessary. We will strive
to minimize flooding, prolong street life, and provide a safe, drainage network.

Accomplishments for 2007-08:
      Completed Gilmer Creek Improvements at Evergreen.
      Completed approximately 30,000 linear feet of roadside ditch cleaning.
      Completed the cleaning of debris from approximately 14,900 linear feet of storm drain.
      Removed nearly 7,000 cubic yards of debris from existing storm drain inlet boxes.

Program Goals for 2008-09:

Short Term Goals
      Complete annual herbicide program on 159 acres of drainage ditches and creeks, 149
       miles of right-of-ways, and 55 miles of curb/gutter and guardrails.
      Complete annual street sweeping program on 452 miles of streets.
      Continue roadside ditch cleaning program on 29,349 linear feet.
      Continue mowing of drainage properties citywide and 390 acres at Grace Creek.
      Machine clean and remove debris from drainage infrastructure.
      Continue Bridge maintenance program.

Long Term Goals
      Link pavement management data and work ticket data to GIS System.
      Continue to develop program for replacement of inadequate drainage structures.
      Develop five (5) year plan to comply with NPDES (National Pollutant Discharge
       Elimination System) Phase II Storm Water regulations.
      Enhance existing safety program.

Significant Budget Changes
      The Civil Engineer is paid out of Drainage, but the home account is Public Works
       Engineering.
      An Equipment Operator was reclassed to an Equipment Repair Tech and is split
       between Wastewater Collection, Streets, and Drainage.
      The Customer Service Representative was used to fund the reclass of the Special
       Projects Manager to an Architect funded out of Streets, Drainage, and Public Works
       Engineering.
      The compensation study combined the Supervisor positions and reclassed two
       Equipment Operators to Crew Leaders.




City of Longview                             - 208 -                              2008-09 Budget
                                        Drainage

Significant Budget Changes…Continued
      Administrative Assistant allocation change between Streets, Public Works Engineering,
       and Drainage.
      The Assistant Director of Public Works allocation change between Streets, Public Works
       Engineering, and Drainage.
      Equipment Repair Specialist allocation change between Streets, Wastewater
       Collections, and Drainage.
      Project Manager allocation change between Streets, Public Works Engineering, and
       Drainage.
      The Public Works Manager will be fully funded out of Drainage. GIS Technician is now
       fully funded from GIS. Combined the Architect and Civil Engineer to Project Managers.




City of Longview                           - 209 -                              2008-09 Budget
                                                     Drainage
                        Strategies                    Measures                      Targets               Outcomes
Customer/          Market city strengths       1. Community welcomes         1. Provides 24-hour         1. Remaining
Stakeholder        through strong public       our presence.                 emergency response for      responsive, open,
Perspective        relations:                  2. Annual program of          the citizens.               and flexible to our
                   -Create dynamic line of     roadside ditch and drainage   2. Maintain ditches and     citizens.
                   transparent                 system cleaning completed     infrastructure in proper    2. Maintain a
                   communications that         as budgeted.                  working order.              safe and
                   flow inward and             3. Answer all incoming        3. Answer calls             welcoming
                   outward.                    customer calls.               immediately and return      community.
                   -Provide more               4. Maintain accurate work     call within 24 hrs.
                   information to the public   histories.                    4. Work Orders are
                   regarding city              5. Make appropriate           input weekly into the
                   government.                 response to request for       system.
                                               service.                      5. Request for service
                                                                             completed in timely
                                                                             manner (according to
                                                                             citizen).
Finance            Promote ownership of        1. Cost savings.              1. Monitor budgets          1. Exercising
Perspective        employees’ value to the     2. Equipment performance.     monthly.                    responsibility for
                   organization and their      3. Intra-departmental         2. Perform preventative     city resources
                   connection to the           cooperation.                  maintenance on              and results.
                   bottom line.                4. Inter-departmental         equipment and               2. Seeking
                                               cooperation.                  infrastructure (e.g.,       collaborative
                                                                             debris removal, repair of   relationships.
                                                                             inlets and curb, etc).
                                                                             3. Provide road
                                                                             assistance as allowable.
                                                                             4. Assists in patching
                                                                             utility cuts.
Internal           Develop a process to        1. Interaction between        1. Hold monthly             1. Promoting
Process            attract and sustain the     Management/Workforce.         divisional meetings.        respect and
Perspective        number and types of         2. Employee career            2. Attend training as       dignity in all
                   workers needed for the      progression.                  budgeted.                   interactions.
                   future:                     3. Turn-over rate.            3. Lower turn-over rate     2. Sustaining a
                   -Salary and benefits to     4. Employee friendly          – monitor annually and      competent
                   attract and sustain         personnel policies.           compare to other            workforce.
                   workforce.                  5. Competitive employee       departments/divisions.
                   -Establish personnel        salary/benefits.              4. Continuous
                   policies that enable                                      evaluation of personnel
                   hiring a workforce                                        policies by employee
                   dedicated to public                                       committee.
                   service.                                                  5. Salary/position
                   -Open line of                                             classification studies
                   communication                                             performed every 5
                   internally.                                               years.
Learning and       Improve and enhance         1. Employee career            1. Recognize                1. Sustaining
Growth             organizational culture:     progression.                  advancements in             and developing
Perspective        -Promote environment        2. Employee recognitions      divisional meetings.        a competent
                   that empowers               and awards.                   2. Recognize                workforce.
                   employees to be flexible    3. Employee training          advancements in
                   and innovative within       opportunities.                divisional meetings.
                   values of the city.                                       3. Discuss upcoming
                   -Grow leaders through                                     opportunities at
                   coaching and mentoring                                    divisional meetings and
                   -Promote initial and on-                                  recognize those who
                   going training to ensure                                  take advantage of them.
                   professional growth for
                   corporate responsibility.
                   -Educate employees in
                   customer service.




City of Longview                                         - 210 -                                          2008-09 Budget
                                           Drainage

                                    Actual           Budget          Year End Est.       Budget
          Expenditures
                                  FY 2006-07        FY 2007-08        FY 2007-08        FY 2008-09
   Personnel                         $433,865          $501,759           $499,771          $589,190
   Supplies                             65,549           91,051              82,238          125,705
   Maintenance – Structure             129,964          276,662             277,336          411,000
   Maintenance – Equipment             128,983          131,129             131,129          103,194
   Contractual Services              3,232,880        3,368,487           3,385,324        3,554,750
   Benefits                            198,002          208,043             205,428          243,403
   Capital Outlay                            0                0                   0           35,000
   Total                           $4,189,243        $4,557,131         $4,581,226        $5,062,242




                                                             Positions Authorized
                                            Actual          Budget      Year End Est.      Budget
          Personnel Summary
                                          FY 2006-07       FY 2007-08    FY 2007-08       FY 2008-09
  Full Time
  Assistant Director of Public Works            0                0               0            .25
  Public Works Manager                          1               .5              .5              1
  Project Manager                              .7                1             .15           1.15
  Civil Engineer                                0                0               1              0
  Public Works Supervisor                       1                1               1           1.25
  Warehouse Supervisor                          0              .25             .25              0
  GIS Technician                                0                1               1              0
  Crew Leader                                   0                0               0              3
  Equipment Operator/Senior                   7.5             7.25            7.25              4
  Equipment Repair Technician                   0                0               0             .5
  Maintenance Worker/Senior                     3                3               3              3
  Administrative Assistant                     .5               .5              .5            .25
  Customer Services Representative I/II        .5               .5               0              0
  Total                                      14.2              15            14.65           14.4
  Full Time Total                            14.2              15            14.65           14.4




City of Longview                                 - 211 -                                 2008-09 Budget
                                       Fleet Services
Program Narrative
The Fleet Services Division is responsible for the repair and maintenance of all City vehicles.
The Division is also responsible for maintaining accurate records of repairs, making appropriate
charges to customers, minimizing fleet maintenance cost, and submitting monthly reports to
customers outlining maintenance cost. Additionally, Fleet Service supports the Vehicle
Replacement Committee that provides for timely replacement of the City's rolling stock, and
reviewing vehicle utilization to assure proper usage is obtained from all vehicles.

Mission Statement
To provide high quality vehicle repairs and services to meet our City's transportation needs.
This will be done in a timely and cost effective manner and with positive attitudes so that we are
adding value to the organization and community for which we serve.

Accomplishments for 2007-08:
      For the seventh year in a row Fleet Services has received the ASE Blue Seal of
       Excellence Award.
      Upgraded the Fleet Maintenance Software to better maintain repair and maintenance
       history.
      Continued to improve vehicle replacement review program.
      Preventive Maintenance program goals met in all areas.
      Increased our ability to complete repairs in-house due to the addition of diagnostic
       equipment.
      Continued to improve staff development programs.

Program Goals for 2008-09:

Short Term Goals
      Make move to new service center with minimal service disruption to our customer.
      Separate shop operations into Heavy and Light vehicle allowing unification of team
       knowledge.
      Implement an online Service Center that will provide valuable information to our
       customer divisions.
      Prepare and implement vehicle emission and fuel reduction plans.
      Increase preventive maintenance program to include staff training for our customers.
      Implement a vehicle specification review system for our customer to reduce
       maintenance cost.

Long Term Goals
      Continue to build a culture of high performance.
      Continue to review alternative fuels and fuel reduction system.
      Consistently look at technical and operational system to increase proficiency and
       production and in turn reduce cost.
      Continue to work with the vehicle replacement committee to develop review processes
       to provide the information and techniques so that the best possible replacement
       decisions can be made.




City of Longview                              - 212 -                               2008-09 Budget
                                     Fleet Services
Long Term Goals…Continued
      Participate in the 100 Best Fleet Programs and be selected as one of the best 100 fleet
       operations across the country.

Significant Budget Changes
      During the compensation study two Fleet Technicians were reclassed to Fleet Shop
       Crew Leaders.




City of Longview                            - 213 -                              2008-09 Budget
                                               Fleet Services
                       Strategies                  Measures                     Targets                 Outcomes
  Customer/        Market city strengths     1. Average emergency         1. Emergency              1. Remaining
  Stakeholder      through strong public     response time.               response time             responsive, open,
  Perspective      relations:                2. Number of come            decreasing from           and flexible to our
                   -Create dynamic line      backs following repairs.     previous year.            citizens.
                   of transparent            3. Amount of time            2. Comebacks              2. Maintaining a safe
                   communications that       required per repair.         decrease from previous    and welcoming
                   flow inward and           4. Customer survey:          year.                     community.
                   outward.                  - Proper Prioritization of   3. Percentage in line
                   -Provide more             repairs.                     with industry standard
                   information to the        - Good Image.                repair time.
                   public regarding city                                  4. All customers leave
                   government.                                            satisfied.
  Financial        Promote ownership of      1. Percentage of PM          1. Preventative           1. Exercising
  Perspective      employees’ value to       services completed on        Maintenance services      responsibility for city
                   the organization and      time.                        increase from previous    resources and
                   their connection to the   2. Percentage of             year.                     results.
                   bottom line.              warranties realized.         2. Warranties realized    2. Seeking
                                             3. Percentage of core        increase from previous    collaborative
                                             returns realized.            year.                     relationships.
                                                                          3. Core returns
                                                                          increase from previous
                                                                          year.
  Internal         Develop a process to      1. Number of meetings        1. Hold monthly           1. Promoting respect
  Process          attract and sustain the   between                      divisional meetings.      and dignity in all
  Perspective      number and types of       Management/Workforce.        2. Fill all supervisory   interactions.
                   workers needed for        2. Number of employees       positions internally.     2. Sustaining a
                   the future:               promoted.                    3. Lower turn-over rate   competent workforce.
                   -Salary and benefits to   3. Turn-over rate.           from previous year,
                   attract and sustain       4. Personnel policies        monitor annually, and
                   workforce.                supported by employees.      compare to other
                   -Establish personnel      5. Competitive employee      departments/divisions.
                   policies that enable      salary/benefits.             4. Continuous
                   hiring a workforce                                     evaluation of personnel
                   dedicated to public                                    policies by employee
                   service.                                               committee.
                   -Open line of                                          5. Salary/position
                   communication                                          classification studies
                   internally.                                            performed every 5
                                                                          years.
  Learning and     Improve and enhance       1. Number of employees       1. Recognize all          1. Sustaining and
  Growth           organizational culture:   receiving training.          employees who attend      developing a
  Perspective      -Promote environment      2. Number of employee        training.                 competent workforce.
                   that empowers             recognitions and awards.     2. Recognize all
                   employees to be           3. Number of potential       advancements in
                   flexible and innovative   employee training            divisional meetings
                   within values of the      opportunities.               3. Discuss upcoming
                   city.                                                  opportunities at
                   -Grow leaders through                                  monthly divisional
                   coaching and                                           meetings.
                   mentoring.
                   -Promote initial and
                   on-going training to
                   ensure professional
                   growth for corporate
                   responsibility.
                   -Educate employees
                   in customer service.




City of Longview                                         - 214 -                                        2008-09 Budget
                                         Fleet Services

                                       Actual          Budget        Year End Est.       Budget
        Expenditures
                                     FY 2006-07       FY 2007-08      FY 2007-08        FY 2008-09
Personnel                                $362,913         $407,008         $366,176         $398,736
Supplies                                  955,444          948,371          985,299        1,031,404
Maintenance – Structure                     5,210              500           16,200            9,500
Maintenance – Equipment                    11,079           11,754           13,430           12,400
Contractual Services                       68,140           49,585           43,003           75,697
Benefits                                  162,133          177,125          167,583          191,195
Capital Outlay                                  0                0                 0          50,000
Total                                  $1,564,919       $1,594,343       $1,591,691       $1,768,932




                                                            Positions Authorized
                                             Actual         Budget     Year End Est.       Budget
         Personnel Summary
                                           FY 2006-07      FY 2007-08    FY 2007-08       FY 2008-09
Full Time
Solid Waste/Fleet Services Manager              .5             .5             .5              .5
Fleet Shop Crew Leader                           0              0              0               2
Fleet Technician/Senior                          9              9              9               7
Fleet Service Writer                             1              1              1               1
Parts Technician                                 1              1              1               1
Fleet Equipment Servicers Worker                 0              1              1               1
Total                                          11.5           12.5           12.5            12.5
Full Time Total                                11.5           12.5           12.5            12.5




City of Longview                               - 215 -                                 2008-09 Budget
                               Plant Automation Technology
Program Narrative
The Plant Automation Technologies Division is responsible for maintaining the SCADA
(Supervisory Control and Data Acquisition), instrumentation and major electrical systems for the
City of Longview’s Water Supply and Purification and Wastewater Treatment Divisions.

Mission Statement
The Plant Automation Technologies Division is committed to provide reliable customer service,
to maintain the lowest possible cost structure to the rate payers of the Public Water System and
to continuously strive to produce high-performing customer service satisfaction for the City of
Longview and its customers.

Accomplishments for 2007-08:
      Developed specifications, bid package, and provided installation oversight for the new
       185’ SCADA Communications Tower for Plant Automation Technology.
      Replaced the Security Camera System at the Waste Water Treatment Plant.
      Replaced the roof on the Plant Automation Technology Building.
      Installed new or replaced failed SCADA equipment and installed new radios to establish
       data radio communications links at Sabine River Water Treatment Plant High Service
       Pump Station, Greggton Lift Station, Hwy 149A Lift Station, and Whatley Rd. Lift Station.
       Performed necessary programming and SCADA System modifications to provide
       monitoring and control functions at these sites.
      Replaced 5 magnetic motor starters with high efficiency Soft Starters and VFDs in the
       Waste Water System. Performed annual maintenance on all existing VFDs belonging to
       Public Works.
      Replaced 26 Loss of Head Transmitters and Filter Flow Transmitters with new Smart
       Transmitters at the Sabine River and Cherokee Water Treatment Plants.

Program Goals for 2008-09:

Short Term Goals
      Implement a wireless wideband data network to facilitate SCADA data communications
       and establish video security for remote locations within the Water and Wastewater
       Divisions as recommended in the Vulnerability Assessment mandated by the
       Department of Homeland Security.
      Maintain and repair existing SCADA, Instrumentation, and major Electrical systems of
       the Wastewater Treatment Division.
      Maintain and repair existing SCADA, Instrumentation, and major Electrical systems of
       the Water Supply and Purification Division.

Long Term Goals
      Maintain SCADA and Instrumentation systems to full operational performance for both
       the Wastewater Treatment Division and the Water Supply and Purification Division.
      Maintain Instrumentation, SCADA, and major Electrical Systems for the Water and
       Wastewater Divisions as required to satisfy the requirements of TNRCC, EPA, NFPA,
       and the U.S. Department of Homeland Security.




City of Longview                             - 216 -                              2008-09 Budget
                             Plant Automation Technology
Long Term Goals…Continued
      Remain current on development in technologies that will benefit the Public Water
       System’s plant performance and make recommendations as to equipment needed to
       enhance performance.
      Address and enhance our ability to train and retrain competent personnel to replace
       tenured employees as they retire.

Significant Budget Changes
      During the compensation study one Maintenance Worker was reclassed to an
       Instrument Technician.




City of Longview                          - 217 -                            2008-09 Budget
                                   Plant Automation Technology
                      Strategies                         Measures                              Targets                 Outcomes
Customer/     Market city strengths through     -Respond to customer inquires        1. Provide a maintenance          1. Remaining
Stakeholder   strong public relations:          through open discussion with         database with work order          responsive,
Perspective   -Create dynamic line of           customers and making follow-up       generation to track requests      open, and
              transparent communications        calls.                               for services and ensure that      flexible to our
              that flow inward and outward.     -Educate our employees and the       SCADA, Instrumentation, and       citizens and
              -Provide more information to      public on our vision. -Provide the   major Electrical Systems          customers.
              the public regarding city         expertise to maintain and            remain operable and comply        2. Maintaining
              government.                       improve the SCADA,                   with regulatory requirements.     a safe and
                                                Instrumentation, and major           2. Utilize relevant training      welcoming
                                                Electrical Systems for the Water     programs to educate               community.
                                                and Wastewater Divisions of          employees and provide a
                                                Public Works.                        competent workforce to
                                                -Ensure that our community’s         properly maintain the SCADA,
                                                public water supply is safe          Instrumentation, and major
                                                through maintaining water quality    Electrical Systems for the
                                                control and monitoring systems       Water and Wastewater
                                                as required through state and        Divisions of Public Works.
                                                federal regulations.
Finance       Promote ownership of              -Use innovative technologies and     1. Provide cost savings, cost     1. Exercising
Perspective   employees’ value to the           develop future plans.                avoidances, and service           responsibility
              organization and their            -Standardize the control systems     enhancements reports.             for city
              connection to the bottom line.    at the plants in an effort to        Submit a responsible and          resources and
                                                enhance cost effectiveness and       reasonable budget then work       results.
                                                provide cost effective control       within the budgetary              2. Seeking
                                                measures.                            constraints.                      collaborative
                                                -Maintain involvement in local,      2. Maintain memberships in        relationships.
                                                statewide and national               various water, wastewater,
                                                associations to remain current on    instrument, automation, and
                                                evolving technologies.               other industry related
                                                -Assist other departments/           associations.
                                                divisions, in security or
                                                automation related issues.
Internal      Develop a process to attract      -Pro-active maintenance of the       1. Document internal              1. Promoting
Process       and sustain the number and        SCADA, Instrumentation and           meetings by keeping the           respect and
Perspective   types of workers needed for       major Electrical -Systems for the    minutes of the meetings and       dignity in all
              the future:                       Water and Wastewater Divisions       distributing the minutes to all   interactions.
              -Salary and benefits to attract   of Public Works.                     employees.                        2. Sustaining a
              and sustain workforce.            -Take ownership of all challenges    2. Provide continuing             competent
              -Establish personnel policies     and seek satisfactory resolutions.   education opportunities and       workforce.
              that enable hiring a workforce    -Utilize good hiring practices.      job specific training
              dedicated to public service.      -Provide continuing education        opportunities to the
              -Open line of communication       opportunities for all employees.     employees. We provide safety
              internally.                       -Empower the front line (lower       training and conduct
                                                levels) through promotions and       informative meetings to pass
                                                internal support.                    information and receive
                                                                                     employee feedback in an effort
                                                                                     to develop a competent
                                                                                     workforce. We document with
                                                                                     bi-weekly activity reports,
                                                                                     evaluations, promotions, and
                                                                                     awards.
Learning      Improve and enhance               -Utilize good hiring practices.      1. Provide continuing             1. Sustaining
and Growth    organizational culture:           -Provide relevant continuing         education opportunities and       and developing
Perspective   -Promote environment that         education opportunities for all      job specific training             a competent
              empowers employees to be          employees. Train and cross train.    opportunities to the              workforce.
              flexible and innovative within    Empower the front line (lower        employees. We provide safety
              values of the city.               levels) through promotions and       training and conduct
              -Grow leaders through             internal support.                    informative meetings to pass
              coaching and mentoring.                                                information and receive
              -Promote initial and on-going                                          employee feedback in an effort
              training to ensure professional                                        to develop a competent
              growth for corporate                                                   workforce. We document with
              responsibility.                                                        bi-weekly activity reports,
              -Educate employees in                                                  evaluations, promotions, and
              customer service.                                                      awards.




City of Longview                                          - 218 -                                             2008-09 Budget
                          Plant Automation Technology

                               Actual                Budget        Year End Est.      Budget
       Expenditures
                             FY 2006-07             FY 2007-08      FY 2007-08       FY 2008-09
Personnel                                 $0            $175,508         $175,508      $196,131
Supplies                                   0              24,165           26,665         30,103
Maintenance – Structure                    0                   0           10,000         10,000
Maintenance – Equipment                    0             137,532          185,032        190,297
Contractual Services                       0              79,837           79,166        130,424
Benefits                                   0              66,660           66,660         72,353
Capital Outlay                             0             152,400           87,611         10,400
Total                                     $0            $636,102         $630,642      $639,708




                                                    Positions Authorized
                              Actual            Budget         Year End Est.         Budget
    Personnel Summary
                            FY 2006-07         FY 2007-08       FY 2007-08          FY 2008-09
Full Time
SCADA Administrator             0                    1               1                  1
Instrument Technician           0                    2               2                  3
Maintenance Worker I/II         0                    1               1                  0
Total                           0                    4               4                  4
Full Time Total                 0                    4               4                  4




City of Longview                          - 219 -                                   2008-09 Budget
                            Public Works Administration
Program Narrative
This division oversees and coordinates the functions of public works divisions: Water
Supply/Purification, Wastewater Collection/Water Distribution, Wastewater Treatment, Utility
Services, Streets, Drainage, Traffic, Sanitation, Fleet, and Public Works Engineering. We
provide financial management, contract monitoring, planning, customer service, technical
assistance, and administrative support to all the divisions in the department. We interact with
federal and state agencies such as the Environmental Protection Agency (EPA), Texas
Commission on Environmental Quality (TCEQ), Texas Department of Health (TDH), Texas
Water Development Board (TWDB), and the Texas Department of Transportation (TxDOT) to
achieve compliance with various regulations and permits.

Mission Statement
Providing excellent administrative, management, and information services while empowering
the public works team to achieve our goals.

Accomplishments for 2007-08:
      Moved Administration, Engineering, GIS, and Traffic Divisions to future Public Works
       Center.
      Creation of the Plant Automation Technology Division.
      Agreed to terms of long term water supply contract with Sabine Authority of Texas.
      Completed design development of Gregg County Coliseum.
      Completed Water and Wastewater Utilities Cost of Service Study.
      Entered into long term contract with Eastman Chemical Company for emergency water
       supply.
      Participated in State and Regional water supply study groups.
      Monitored status of 2007 Bond Election CIP Projects.

Program Goals for 2008-09:

Short Term Goals
      Assist/mentor new Street/Drainage/Traffic Division Manager.
      Monitor both the design and construction contracts of the 2007 bond election projects.
      Monitor design of Gregg County Coliseum.
      Complete move to new Public Works Maintenance Facility.
      Complete negotiations of both raw and treated water contracts.

Long Term Goals
      Develop plan to better manage field operations.
      Develop criteria to prioritize drainage projects.
      Continue migration to automated meter reading.
      Monitor wireless broadband internet technologies as they relate to SCADA.




City of Longview                            - 220 -                                2008-09 Budget
                                    Public Works Administration
                      Strategies                    Measures                      Targets                   Outcomes
Customer/      Market city strengths          1. Amount of time          1. Answer all incoming            1. Remaining
Stakeholder    through strong public          required to handle         customer calls.                   responsive,
Perspective    relations:                     problems/issues.           2. Prioritize calls.              open, and
               -Create dynamic line of        2. Value for service –     3. Make appropriate               flexible to our
               transparent                    water/sewer/sanitation     response to request for           citizens.
               communications that flow       rates.                     service.                          2. Maintain a
               inward and outward.                                       4. Fair and competitive           safe and
               -Provide more information                                 rates.                            welcoming
               to the public regarding city                                                                community.
               government.
               -Develop citizen call
               center (311).
Financial      Promote ownership of           1. Divisional budgets      1. Managers monitor               1. Exercising
Perspective    employees’ value to the        managed efficiently.       budgets monthly and               corporate
               organization and their         2. Equipment.              complete year under               responsibility
               connection to the bottom       performance.               projections.                      for City
               line.                          3. Intra-departmental      2. Reduction in repair costs.     resources and
                                              cooperation.               3. Share ideas and                results.
                                              4. Inter-departmental      resources within department.      2. Seeking
                                              cooperation.               4. Share ideas and                collaborative
                                                                         resources city-wide.              relationships.


Internal       Develop a process to           1. Interaction between     1. Meet regularly to share        1. Promoting
Process        attract and sustain the        Management/Workforce.      information and ideas.            respect and
Perspective    number and types of            2. Employee career         2. Promoting from within.         dignity in all
               workers needed for the         progression.               3. Reduce turn-over rate.         interactions.
               future:                        3. Turn-over rate.         4. Listen to concerns/            2. Sustaining a
               -Salary and benefits to        4. Employee friendly       suggestions of employees.         competent
               attract and sustain            personnel policies.        5. Participate in                 workforce.
               workforce.                     5. Competitive             Classification/Compensation
               -Establish personnel           employee                   Study.
               policies that enable hiring    salary/benefits.
               a workforce dedicated to
               public service.
               -Open line of
               communication internally.
Learning and   Improve and enhance            1. Employee career         1. Promoting from within.         1. Sustaining
Growth         organizational culture:        progression.               2. Recognize employee             and developing
Perspective    -Promote environment           2. Employee                accomplishments at every          a competent
               that empowers employees        recognitions and awards.   employee meeting.                 workforce.
               to be flexible and             3. Employee training       3. Record employee
               innovative within values of    opportunities.             attendance of training
               the city.                                                 opportunities.
               -Grow leaders through                                     4. Recognize employees
               coaching and mentoring.                                   who attend training.
               -Promote initial and on-
               going training to ensure
               professional growth for
               corporate responsibility.
               -Educate employees in
               customer service.




  City of Longview                                       - 221 -                                         2008-09 Budget
                           Public Works Administration

                               Actual           Budget          Year End Est.      Budget
        Expenditures
                             FY 2006-07        FY 2007-08        FY 2007-08       FY 2008-09
Personnel                        $80,152            $82,181            $82,124         $86,945
Supplies                           1,202              3,222              3,760           1,700
Maintenance – Structure                 0                 0                   0              0
Maintenance – Equipment                 0                 0                   0              0
Contractual Services              13,550             45,430             45,230          46,430
Benefits                          28,622             28,639             28,409          31,083
Capital Outlay                          0                 0                   0              0
Total                           $123,526           $159,472           $159,523        $166,158




                                                      Positions Authorized
                                 Actual            Budget        Year End Est.      Budget
     Personnel Summary
                               FY 2006-07         FY 2007-08      FY 2007-08       FY 2008-09
Full Time
Director of Public Works            .5                 .5              .5               .5
Administrative Assistant             1                  1               1                1
Total                              1.5                1.5             1.5              1.5
Full Time Total                    1.5                1.5             1.5              1.5




City of Longview                            - 222 -                               2008-09 Budget
                              Public Works Engineering
Program Narrative
The Public Works Engineering Division’s primary responsibilities include the implementation of
the Capital Improvements Program and supporting the operations and maintenance divisions
within the City. Responsibilities of the administration of the City’s Capital Improvements
Program include developing the scope of the project, the overall budget, hiring consulting rights-
of-way agents to acquire the necessary land, hiring consultant engineers, and/or architects to
design the projects and provide additional construction services, and monitoring the
construction with City and/or contractual inspectors to ensure proper construction.

Mission Statement
The Public Works Engineering Division will provide engineering, architectural, contractual
administration, and information services for the citizens and city staff using our technical
expertise and innovative skills.

Accomplishments for 2007-08:
      Completed Projects
          o Completed re-roof of Longview Public Library.
          o Completed re-roof of Parks Department office.
          o Completed installation of new restroom buildings in McWhorter and Rotary
              Parks.
          o Completed McWhorter, Timpson, Hinsley, and Spring Hill Parks’ renovation
              project.
          o Completed Fire Stations 3 and 4.
          o Completed Lear Park Phase IV.
          o Completed backup generator installations at City Hall data center, Sabine River
              Water Treatment Plant, Dundee Booster Pump Station, and the Primary
              Evacuation Shelter.
          o Completed shower/washateria building at the Primary Evacuation Shelter.
          o Completed Sabine River WTP Residuals Disposal Project.
          o Completed 2006 Drainage Improvements.
          o Completed LaFamo Wastewater System Improvements.
      Construction underway:
          o Fredonia Street renovations.
          o Renovation/Additions to Fire Station #2.
          o Renovations to Maude Cobb Activity Center.
          o Longview Fleet Service Center.
          o 2008 CDBG Improvements.
          o 2007 Drainage, Bridge, and Culvert Improvements.
          o 2008 Bridge and Culvert Improvements.
          o 2007 Wastewater System Improvements.
      Plans being developed for:
          o Paul Boorman Trail extension.
          o Fire Station #6.
          o Renovations to Paula Martin Jones Recreation Center.
          o Renovations to City Hall.
          o Gregg County Coliseum.
          o Reel Road Widening.



City of Longview                              - 223 -                               2008-09 Budget
                             Public Works Engineering
      Plans being developed for….Continued
          o Silver Falls Widening.
          o Utility Relocations at Loop 281 from Shofner to 300.
          o Utility Relocations at Loop 281 and Sabine Street.
          o Parks Erosion Control Projects.
          o 2008 Water System Improvements.
          o East Texas Regional Airport System Improvements.
          o Sabine Raw Water Reservoir and WTP Improvements.

Program Goals for 2008-09:

Short Term Goals
      Implement the 2008-09 Capital Improvements Program.
      Implement the 2009 Payment Management Program.
      Implement the 2009 Water/Wastewater System Improvements Project.
      Stay ahead of schedule with the 2007 Bond Issue.
      Continue to update all records in the Payment Management Application.
      Contract consultants, engineers, and contractors for all projects budgeted for FY 2008-
       09.

Long Term Goals
      Continue to update and identify capital improvement needs.
      Complete the new Wastewater System Master Plan and Model.
      Complete the re-creation, recertification, and updating of the drainage base map.
      Complete all capital improvement projects.

Significant Budget Changes
      The Customer Service Representative was used to fund the reclass of the Special
       Projects Manager to an Architect in Streets. Due to retirement of Engineering Inspector,
       permission was obtained to leave the full-time position as is but also staff with a part-
       time position on a temporary basis. They are not allowed to have both a full-time and
       part-time position on the books simultaneously.
      Administrative Assistant allocation change between Streets, Public Works Engineering,
       and Drainage.
      The Assistant Director of Public Works allocation change between Streets, Public Works
       Engineering, and Drainage.
      Project Manager allocation change between Streets, Public Works Engineering, and
       Drainage.




City of Longview                            - 224 -                               2008-09 Budget
                                      Public Works Engineering
                        Strategies                  Measures                   Targets                Outcomes
 Customer/         Market City strengths      1. Processing payments.    1. Payments are            1. Remaining
 Stakeholder       through strong public      2. Answer and respond      processed within           responsive,
 Perspective       relations:                 to all incoming calls.     required time.             open, and
                   -Create dynamic line of    3. Maintain an accurate    2. Return calls            flexible to our
                   transparent                CIP website.               received within 24         citizens.
                   communications that        4. Maintain accurate       hours.                     2. Maintain a
                   flow inward and            infrastructure maps.       3. Update the CIP          safe and
                   outward.                                              website after project is   welcoming
                   -Provide more                                         awarded or accepted.       community.
                   information to the                                    4. Maintain mapping
                   public regarding city                                 within three (3) months
                   government.                                           of project completion.
 Finance           Promote ownership of       1. Cost savings.           1. Monitor budgets         1. Exercising
 Perspective       employees’ value to        2. Equipment.              monthly.                   responsibility for
                   the organization and       performance.               2. Perform                 city resources
                   their connection to the    3. Intra-departmental      preventative               and results.
                   bottom line.               cooperation.               maintenance.               2. Seeking
                                              4. Inter-departmental      3. Administer capital.     collaborative
                                              cooperation.               projects for all           relationships.
                                                                         divisions.
                                                                         4. Administer capital
                                                                         projects for all
                                                                         departments.
 Internal          Develop a process to       1. Interaction between     1. Hold monthly            1. Promoting
 Process           attract and sustain the    Management/Workforce.      divisional meetings.       respect and
 Perspective       number and types of        2. Hours of training       2. Attend training as      dignity in all
                   workers needed for the     completed.                 budgeted.                  interactions.
                   future:                    3. Turn-over rate.         3. Lower turn-over         2. Sustaining a
                   -Salary and benefits to                               rate through cross         competent
                   attract and sustain                                   training; monitor          workforce.
                   workforce.                                            annually and compare
                   -Establish personnel                                  to other departments/
                   policies that enable                                  divisions.
                   hiring a workforce
                   dedicated to public
                   service.
                   -Open line of
                   communication
                   internally.
 Learning          Improve and enhance        1. Employees taking        1. Recognize               1. Sustaining
 and Growth        organizational culture:    responsible charge of      completed projects in      and developing a
 Perspective       -Promote environment       projects.                  divisional meetings.       competent
                   that empowers              2. Employee                2. Recognize awards        workforce.
                   employees to be            recognitions and awards.   in divisional meetings.
                   flexible and innovative    3. Employee training       3. Discuss upcoming
                   within values of the       opportunities.             opportunities at
                   city.                                                 divisional meetings
                   -Grow leaders through                                 and recognize those
                   coaching and                                          who take advantage of
                   mentoring.                                            them.
                   -Promote initial and on-
                   going training to
                   ensure professional
                   growth for corporate
                   responsibility.
                   -Educate employees in
                   customer service.




City of Longview                                        - 225 -                                       2008-09 Budget
                                Public Works Engineering

                                     Actual          Budget         Year End Est.      Budget
         Expenditures
                                   FY 2006-07       FY 2007-08       FY 2007-08       FY 2008-09
Personnel                             $225,564           $176,611        $177,483        $120,026
Supplies                                 9,340             11,500          10,252          13,369
Maintenance – Structure                       0                 0               0               0
Maintenance – Equipment                  1,698              2,162           2,162           1,771
Contractual Services                    21,675             27,224          27,166          25,021
Benefits                                88,275             63,366          59,052          39,799
Capital Outlay                                0                 0               0               0
Total                                 $346,552           $280,863        $276,115        $199,986




                                                          Positions Authorized
                                           Actual        Budget      Year End Est.    Budget
          Personnel Summary
                                         FY 2006-07     FY 2007-08    FY 2007-08     FY 2008-09
 Full Time
 Assistant Director of Public Works            1             1             1               .5
 GIS Technician                                2             0             0                0
 Project Manager                               0             0            .15             .15
 Engineering Inspector                         1             1             1               .5
 Office Assistant                              1             1             1                1
 Administrative Assistant                      0             0             0               .5
 Customer Service Representative I/II         .5            .5             0                0
 Part Time
 Engineering Inspector                        0             0              1               1
 Total                                       5.5           3.5           4.15              3
 Full Time Total                             5.5           3.5           3.15            2.65
 Part Time Total                              0             0              1               1




City of Longview                              - 226 -                                2008-09 Budget
            Public Works, Non-departmental, Interfund Transfers
                           and Special Revenues
                                   Actual         Budget       Year End Est.    Budget
         Expenditures
                                 FY 2006-07      FY 2007-08     FY 2007-08     FY 2008-09
   Personnel                              $0              $0              $0             $0
   Supplies                                0               0               0              0
   Maintenance – Structure                 0               0               0              0
   Maintenance – Equipment                 0               0               0              0
   Contractual Services           19,072,982      11,274,678      11,274,678     12,155,620
   Benefits                            2,772           8,000           8,000         10,000
   Capital Outlay                          0               0               0              0
   Total                         $19,075,754     $11,282,678     $11,282,678    $12,165,620

                                           Program Description
   Quasi–eternal transactions – Transactions that would be accounted for as revenues or
   expenditures if they involved a party external to the government.

   These transactions are transfers from the Water Fund to:

   General fund for administrative expenses
   Risk Management for premium payments to the General Liability Fund
   Workers Compensation for payment of premiums
   Revenue Bond payments for interest and principle

   The benefit expenses are unemployment payments




City of Longview                                - 227 -                           2008-09 Budget
                                           Sanitation
Program Narrative
The Sanitation Division's primary responsibility is the collection of all refuse, recycling material,
bulky items, and yard waste for approximately 21,600 customers and 310 commercial
customers. In addition, the Division is responsible for the removal of dead animals from streets
and roadways. Residential refuse is collected curbside twice each week and deposited into a
privately operated landfill. Vegetation waste is collected and deposited at compost facility for
processing. Residential recycling material (newspaper, cardboard, clear plastics, and metals) is
collected curbside once weekly and delivered to a transfer station operation operated by Allied
Waste.

Mission Statement
Promote the health, safety, and aesthetics of the City through the provision of Solid Waste
collection and disposal services.

Accomplishments for 2007-08:
       Increased participation of the Blue Bin recycling program.
       Diverted 24,489 cubic yards of vegetation waste from the landfill for processing at the
        compost site.
       Reduced Injuries – Sanitation has not had a lost time injury in four (4) years.
       Began a Cart Review program to insure proper specification for local cart system.
       Applied for and received a grant from ETCOG for a small chipper at the compost.
       Increased productivity of the bulky item collection program.

Program Goals for 2008-09:

Short Term Goals
      Increase participation in the blue bin recycling program.
      Review possible solutions to provide citizen drop off location for recyclables.
      Increase amount of yard waste diverted to the compost facility.
      Develop and distribute disposal guide to provide information to citizens about the proper
       disposal methods for household items as well as provide information on local recycling
       programs.
      Reduce all waste taken to the landfill.
      Continue to review the possible implementation of an automated collection system.

Long Term Goals
      Continue to build a High Performance culture.
      Work to bring innovative and efficient waste reduction methods to East Texas and
       Longview.
      Continue to work towards meeting the statewide goal of reducing 40% of the municipal
       solid waste disposed on in 1992.
      Continue to assist ETCOG with management of the regional Solid Waste Management
       Plan.
      Develop a local material recovery facility to reduce the cost and increase the efficiency
       of our recycling program.




City of Longview                               - 228 -                                 2008-09 Budget
                                      Sanitation

Significant Budget Changes
      The compensation study reclassed two Solid Waste Operators to Equipment Operators,
       reclassed an Equipment Operator to a Crew Leader, and reclassed two Maintenance
       Workers to Equipment Operators.




City of Longview                         - 229 -                            2008-09 Budget
                                                   Sanitation

                   Strategies                   Measures                        Targets                 Outcomes
Customer/     Market city strengths       1. Cubic Yards of waste       1. Reduce the amount of       1. Remaining
Stakeholder   through strong public       sent to landfill.             waste sent to landfill.       responsive, open,
Perspective   relations:                  2. Cubic Yards other          2. Reduce illegal dumping     and flexible to our
              -Create dynamic line of     than household garbage        by providing waste disposal   citizens.
              transparent                 collected.                    alternatives.                 2. Maintaining a
              communications that         3. Cubic Yards diverted       3. Educate more citizens      safe and
              flow inward and             from landfill.                about waste reduction         welcoming
              outward.                    4. Conduct customer           programs than previous        community.
              -Provide more               surveys.                      year.
              information to the public   -Satisfaction with services
              regarding city              provided.
              government.                 -Knowledge of programs.
                                          -Satisfaction with waste
                                          disposal alternatives.
Financial     Promote ownership of        1. Number of pre and          1. Pre and post inspections   1. Exercising
Perspective   employees’ value to the     post inspections              completed daily.              responsibility for
              organization and their      completed.                    2. Constantly review          city resources and
              connection to the           2. Number of preventive       procedures to reduce cost.    results.
              bottom line.                maintenance items             3. Assist other departments   2. Seeking
                                          conducted.                    every time help is            collaborative
                                          3. Number of times we’re      requested.                    relationships.
                                          able to assist other          4. Assist other divisions
                                          departments when              every time help is
                                          requested.                    requested.
                                          4. Number of times we’re
                                          able to assist other
                                          divisions when requested.
Internal      Develop a process to        1. Number of meetings         1. Hold monthly divisional    1. Promoting
Process       attract and sustain the     between                       meetings.                     respect and
Perspective   number and types of         Management/Workforce.         2. Fill all supervisory       dignity in all
              workers needed for the      2. Number of employees        positions internally.         interactions.
              future:                     promoted.                     3. Lower turn-over rate –     2. Sustaining a
              -Salary and benefits to     3. Turn-over rate.            monitor annually and          competent
              attract and sustain         4. Personnel policies         compare to other              workforce.
              workforce.                  supported by employees.       departments/divisions.
              -Establish personnel        5. Competitive employee       4. Continuous evaluation of
              policies that enable        salary/benefits.              personnel policies by
              hiring a workforce                                        employee committee.
              dedicated to public                                       5. Salary/position
              service.                                                  classification studies
              -Open line of                                             performed every 5 years.
              communication
              internally.
Learning      Improve and enhance         1. Number of employees        1. Recognize all              1. Sustaining and
and Growth    organizational culture:     receiving training.           employees who attend          developing a
Perspective   -Promote environment        2. Number of employee         training.                     competent
              that empowers               recognitions and awards.      2. Recognize all              workforce.
              employees to be flexible    3. Number of potential        advancements in divisional
              and innovative within       employee training             meetings.
              values of the city.         opportunities.                3. Discuss upcoming
              -Grow leaders through                                     opportunities at monthly
              coaching and                                              divisional meetings.
              mentoring.
              -Promote initial and on-
              going training to ensure
              professional growth for
              corporate responsibility.
              -Educate employees in
              customer service.




City of Longview                                         - 230 -                                         2008-09 Budget
                                     Sanitation

                                       Actual          Budget        Year End Est.        Budget
        Expenditures
                                     FY 2006-07       FY 2007-08      FY 2007-08         FY 2008-09
Personnel                                $718,274         $769,828         $774,426         $720,242
Supplies                                  282,753          390,120          432,028          502,485
Maintenance – Structure                       775            5,000            5,000           14,500
Maintenance – Equipment                   416,419          392,922          500,067          537,454
Contractual Services                    2,261,769        2,371,493        2,276,640        2,506,800
Benefits                                  354,763          371,743          370,949          416,495
Capital Outlay                                  0           35,000            7,419                0
Total                                  $4,034,753       $4,336,106       $4,366,529       $4,697,976




                                                             Positions Authorized
                                              Actual        Budget      Year End Est.      Budget
          Personnel Summary
                                            FY 2006-07     FY 2007-08    FY 2007-08       FY 2008-09
Full Time
Solid Waste/Fleet Services Manager              .5             .5            .5                .5
Office Manager                                   1              1             1                 1
Office Assistant                                 1              1             1                 1
Solid Waste Supervisor                           1              1             1                 1
Solid Waste Crew Leader                          2              2             2                 3
Recycling Coordinator                            1              1             1                 1
Solid Waste Operator                            18             18            18                16
Equipment Operator                               1              1             1                 4
Maintenance Worker I/II                          2              2             2                 0
Custodial Maintenance Worker                     1              1             1                 1
Total                                          28.5           28.5          28.5              28.5
Full Time Total                                28.5           28.5          28.5              28.5




City of Longview                               - 231 -                                  2008-09 Budget
                                             Streets

Program Narrative
The Street Division is charged with maintaining and improving the City’s streets and pavement
infrastructure. Street maintenance includes the annual pavement management maintenance
activities including seal coating, re-oiling, and asphalt overlay operations. In addition, streets
are maintained utilizing radio dispatched repair trucks and by large patching operations. Annual
testing of one-third of the City's streets is completed to insure that the streets remain at the
appropriate Level of Service. The Street Division works with the various other divisions within
Public Works to repair pavements damaged during projects each year.

Mission Statement
The Streets division will make every effort to maintain and improve our City's pavement
infrastructures through regular maintenance, repair, and reconstruction, where necessary. We
will strive to minimize disruptions to the traveling public, prolong street life, and provide a street
network with an acceptable level of service.

Accomplishments for 2007-08:
      Completed approximately 15,000 square yards of large patching of asphalt streets.
      Completed 2008 Street Maintenance Program (Overlay and Recycle).
      Updated Pavement Management Application for South Longview.

Program Goals for 2008-09:

Short Term Goals
      Complete large patch repair of asphalt streets prior to start of overlay program.
      Complete annual street sweeping program on 452 miles of streets.
      Complete annual overlay program of 50,000 square yards of asphalt streets as
       scheduled.
      Continue in-house concrete crew.
      Complete re-oil program on 20 streets under the inter-local agreement with Gregg
       County.
      Utilize inter-local agreement with Gregg County to provide $300,000 for annual asphalt
       pavement maintenance program.

Long Term Goals
      Continue to increase amount of concrete curb and gutter replacement and new
       construction.
      Link pavement management data and work ticket data to GIS System.
      Develop in-house reconstruction program.
      Continue Street Improvement Program of the reconstruction of oil dirt streets to asphalt
       roadways.
      Enhance existing safety program.




City of Longview                                - 232 -                                2008-09 Budget
                                         Streets

Significant Budget Changes
      The Special Projects Manager was reclassed to an Architect and is split between
       Streets, Drainage, and Public Works Engineering.
      An Equipment Operator was reclassed to an Equipment Repair Tech and is split
       between Wastewater Collection, Streets, and Drainage.
      The compensation study combined the Supervisor positions, reclassed the Concrete
       Foreman to a Crew Leader, and reclassed three Equipment Operators to Crew Leaders.
      Administrative Assistant allocation change between Streets, Public Works Engineering,
       and Drainage.
      The Assistant Director of Public Works allocation change between Streets, Public Works
       Engineering, and Drainage.
      Equipment Repair Specialist allocation change between Streets, Wastewater
       Collections, and Drainage.
      Project Manager allocation change between Streets, Public Works Engineering, and
       Drainage.




City of Longview                           - 233 -                              2008-09 Budget
                                                    Streets
                    Strategies                    Measures                        Targets                    Outcomes
Customer/     Market city strengths         1. Community welcomes       1. Provides 24-hour                1. Remaining
Stakeholder   through strong public         our presence.               emergency response for the         responsive, open,
              relations:                    2. Annual pavement          citizens.                          and flexible to our
Perspective
              -Create dynamic line of       management completed        2. Maintain street network         citizens.
              transparent                   as budgeted.                performance at or above            2. Maintaining a
              communications that flow      3. Answer all incoming      Policy.                            safe and
              inward and outward.           customer calls.             3. Answer calls immediately        welcoming
              -Provide more information     4. Maintain accurate        and return call within 24 hrs.     community.
              to the public regarding       work histories.             4. Work Orders are input
              city government.              5. Make appropriate         weekly into the system.
                                            response to request for     5. Request for service
                                            service.                    completed in timely manner
                                                                        (according to citizen).
Finance       Promote ownership of          1. Cost savings.            1. Monitor budgets monthly.        1. Exercising
Perspective   employees’ value to the       2. Equipment.               2. Perform preventative            responsibility for
              organization and their        performance.                maintenance on equipment /         city resources and
              connection to the bottom      3. Intra-departmental       street network (e.g., patch,       results.
              line.                         cooperation.                crack seal, etc).                  2. Seeking
                                            4. Inter-departmental       3. Provide road assistance as      collaborative
                                            cooperation.                allowable.                         relationships.
                                            5. Inter-local agreement.   4. Assists in patching utility
                                                                        cuts.
                                                                        5. Re-oil program completed.
Internal      Develop a process to          1. Interaction between      1. Hold monthly divisional         1. Promoting
Process       attract and sustain the       Management/Workforce.       meetings.                          respect and
              number and types of           2. Employee career          2. Attend training as              dignity in all
Perspective
              workers needed for the        progression.                budgeted.                          interactions.
              future:                       3. Turn-over rate.          3. Lower turn-over rate –          2. Sustaining a
              -Salary and benefits to       4. Employee friendly        monitor annually and compare       competent
              attract and sustain           personnel policies.         to other departments/divisions.    workforce.
              workforce.                    5. Competitive              4. Continuous evaluation of
              -Establish personnel          employee salary/benefits.   personnel policies by
              policies that enable hiring                               employee committee.
              a workforce dedicated to                                  5. Salary/position
              public service.                                           classification studies
              -Open line of                                             performed every 5 years.
              communication internally.
Learning      Improve and enhance           1. Employee career          1. Recognize advancements          1. Sustaining and
and Growth    organizational culture:       progression.                in divisional meetings.            developing a
              -Promote environment          2. Employee                 2. Recognize advancements          competent
Perspective
              that empowers                 recognitions and awards.    in divisional meetings.            workforce.
              employees to be flexible      3. Employee training        3. Discuss upcoming
              and innovative within         opportunities.              opportunities at divisional
              values of the city.                                       meetings and recognize those
              -Grow leaders through                                     who take advantage of them.
              coaching and mentoring.
              -Promote initial and on-
              going training to ensure
              professional growth for
              corporate responsibility.
              -Educate employees in
              customer service.




City of Longview                                       - 234 -                                            2008-09 Budget
                                                Streets

                                    Actual          Budget           Year End Est.       Budget
         Expenditures
                                  FY 2006-07       FY 2007-08         FY 2007-08        FY 2008-09
  Personnel                          $605,696          $735,670            $653,351        $713,483
  Supplies                             86,468           114,422             118,764         135,810
  Maintenance – Structure             926,292           974,200             974,200       1,027,000
  Maintenance – Equipment              89,741           121,388             121,388         100,053
  Contractual Services                236,008           382,206             381,780         358,721
  Benefits                            273,427           350,656             335,854         365,450
  Capital Outlay                            0             5,800               5,800          20,000
  Total                            $2,217,632        $2,684,342          $2,591,137      $2,720,517




                                                              Positions Authorized
                                          Actual            Budget      Year End Est.    Budget
         Personnel Summary
                                        FY 2006-07         FY 2007-08    FY 2007-08     FY 2008-09
  Full Time
  Director of Public Works                  .5                  .5            .5             .5
  Assistant Director of Public Works         0                   0             0            .25
  Public Works Manager                       0                  .5            .5              0
  Architect                                  1                   1            .7              0
  Project Manager                            0                   0             0             .7
  Administrative Assistant                  .5                  .5            .5            .25
  Public Works Supervisor                    1                   1             1           1.25
  Warehouse Supervisor                       0                 .25           .25              0
  Crew Leader                                0                   0             0              4
  Equipment Operator/Senior                 11                11.5            11              8
  Equipment Repair Technician                0                   0            .5            .25
  Maintenance Worker Senior                  7                   7             7              7
  Concrete Finisher                          2                   2             2              2
  Concrete Foreman                           1                   1             1              0
  Total                                     24               25.25          24.95          24.2
  Full Time Total                           24               25.25          24.95          24.2




City of Longview                                 - 235 -                                2008-09 Budget
                                    Traffic Maintenance
Program Narrative
The Traffic Division is responsible for ensuring the safe and efficient travel of motorists through
the city. The Division proactively performs various traffic studies and investigations for the city's
traffic operational issues. Critical responsibilities of the Division include overseeing the
operation and maintenance of all traffic signals and flashers for school zones across the city,
installing and maintaining all city traffic signs and street pavement markings, and administering
the city's street lighting program.

Mission Statement
Signaling the way toward Safety.

Accomplishments for 2007-08:
      Completed Traffic Signal at Highway 149 and SYSCO Entrance.
      Replaced numerous vehicle detection loops city wide.
      Installed over 300 new LED signal lights.
      Replaced poly heads at 5 intersections.
      Installed new cabinet at Bill Owens Parkway and H.G. Mosley.
      Replaced communication cable at 3 locations.
      Replaced all school zone agers and upgraded system.
      Replaced/repaired several vehicle detector cameras.

Program Goals for 2008-09:
Short Term Goals
      Complete annual striping program of 1,256,000 linear feet.
      Install video detection equipment at H.G. Mosley Parkway and Gilmer Road.
      Install battery backup system for traffic signals at two high volume intersections (Cotton
       Street/Tyler Street and High Street).
      Replace two signal cabinets that are reaching their 15-year service life with new
       equipment.
      Continue to develop database of city roads’ ADT by continuing Traffic Count Program.

Long Term Goals
      Complete field inventory of city traffic signs.
      Switch central signal control/communication system from DOS to Windows for all
       interconnected traffic signals.
      Complete electronic database of inventory of city traffic signs.
      Update all intersections that have antiquated traffic signal design and/or antiquated
       signal heads.
      Remove all antiquated round guide sign posts throughout the city.
      Install battery backup system for traffic signals at five high volume intersections.
      Converting Traffic Control System to Eagle Controllers.

Significant Budget Changes
      During the compensation study a Traffic Signal Tech was reclassed to a Signs and
       Marking Tech.




City of Longview                               - 236 -                                 2008-09 Budget
                                           Traffic Maintenance
                         Strategies                     Measures                        Targets                 Outcomes
 Customer/         Market city strengths         1. Responding to traffic       1. Calls addressed             1. Remaining
 Stakeholder       through strong public         calls.                         through action or              responsive,
 Perspective       relations:                    2. Answer all incoming         explanation.                   open, and
                   -Create dynamic line of       customer calls.                2. Answer emergency            flexible to our
                   transparent                   3. Maintain traffic records.   calls immediately and          citizens.
                   communications that flow      4. Make appropriate            return call within 24 hrs.     2. Maintaining
                   inward and outward.           response to request for        3. Sign inventory and          a safe and
                   -Provide more                 service.                       traffic signal                 welcoming
                   information to the public     5. Annual striping             infrastructure records.        community.
                   regarding city                program completed.             4. Request for service
                   government.                                                  completed in timely
                                                                                manner (according to
                                                                                citizen).
                                                                                5. Striping improves
                                                                                safety for the traveling
                                                                                public.
 Finance           Promote ownership of          1. Cost savings.               1. Monitor budgets             1. Exercising
 Perspective       employees’ value to the       2. Equipment                   monthly.                       responsibility
                   organization and their        performance.                   2. Perform preventative        for city
                   connection to the bottom      3. Intra-departmental          maintenance on signs,          resources and
                   line.                         cooperation.                   signals, and markings.         results.
                                                 4. Inter-departmental          3. Provide signs and           2. Seeking
                                                 cooperation.                   graphics City-wide.            collaborative
                                                                                                               relationships.
 Internal          Develop a process to          1. Interaction between         1. Hold monthly                1. Promoting
 Process           attract and sustain the       Management/Workforce.          divisional meetings.           respect and
 Perspective       number and types of           2. Hours of training           2. Attend training as          dignity in all
                   workers needed for the        completed.                     budgeted.                      interactions.
                   future:                       3. Turn-over rate.             3. Lower turn-over rate        2. Sustaining
                   -Salary and benefits to       4. Employee friendly           – monitor annually and         a competent
                   attract and sustain           personnel policies.            compare to other               workforce.
                   workforce.                    5. Competitive employee        departments/divisions.
                   -Establish personnel          salary/benefits.               4. Continuous
                   policies that enable hiring                                  evaluation of personnel
                   a workforce dedicated to                                     policies by employee
                   public service.                                              committee.
                   -Open line of                                                5. Salary/position
                   communication internally.                                    classification studies
                                                                                performed every 5 years.
 Learning          Improve and enhance           1. Employee career             1. Recognize                   1. Sustaining
 and Growth        organizational culture:       training.                      certifications in divisional   and developing
 Perspective       -Promote environment          2. Employee recognitions       meetings.                      a competent
                   that empowers.                and awards.                    2. Recognize                   workforce.
                   employees to be flexible      3. Employee training           advancements in
                   and innovative within         opportunities.                 divisional meetings.
                   values of the city.                                          3. Discuss upcoming
                   -Grow leaders through                                        opportunities at
                   coaching and mentoring.                                      divisional meetings and
                   -Promote initial and on-                                     recognize those who
                   going training to ensure                                     take advantage of them.
                   professional growth for
                   corporate responsibility.
                   -Educate employees in
                   customer service.




City of Longview                                         - 237 -                                             2008-09 Budget
                                  Traffic Maintenance

                                    Actual           Budget      Year End Est.       Budget
            Expenditures
                                  FY 2006-07       FY 2007-08     FY 2007-08       FY 2008-09
      Personnel                      $218,769         $196,486        $188,353        $204,425
      Supplies                         30,010           30,994          30,171          41,010
      Maintenance – Structure          39,844           47,952          47,952          50,600
      Maintenance – Equipment         132,974          160,833         160,833         155,736
      Contractual Services            933,676          958,454         819,472         896,772
      Benefits                         93,459           85,066          78,923          93,074
      Capital Outlay                   12,000           22,000          22,000          30,000
      Total                        $1,460,732       $1,501,785      $1,347,704      $1,471,617




                                                        Positions Authorized
                                      Actual           Budget      Year End Est.    Budget
          Personnel Summary
                                    FY 2006-07        FY 2007-08    FY 2007-08     FY 2008-09
     Full Time
     Traffic Signal Supervisor           1                1              1              1
     Traffic Supervisor                  1                0              0              0
     Traffic Signal Technician           3                3              3              2
     Signs & Marking Technician          0                0              0              1
     Maintenance Worker Senior           2                2              2              2
     Civil Engineer                      1                0              0              0
     Total                               8                6              6              6
     Full Time Total                     8                6              6              6




City of Longview                                - 238 -                                2008-09 Budget
                                       Utility Services
Program Narrative
The Utility Services Division is responsible for the accurate billing and collecting of all water,
sewer, and sanitation accounts with combined revenues of over $30.5 million annually. Our
functions include receiving the scheduled recordings of all meters, preparing for the monthly
billing of over 28,000 accounts, handing the collection efforts of delinquent accounts, and
responding to various customer requests.

Mission Statement
We will develop and maintain a competent team of professionals who strive continuously to
improve the level of service to our customers through more stabilized utility billing, increased
technological enhancements, and a greater emphasis on customer solutions, while planning for
future needs of this community.

Accomplishments for 2007-08:
      The department extended its payment options by allowing customers to make bill
       payments (check, debit, or credit card) by phone.
      The department enhanced its customer friendliness by accepting phone payments on
       deactivated accounts allowing customers the convenience of restoring their water
       service without coming into the office.
      The department proposed and implemented a maximum sewer charge for residential
       customers based on a 22,000 gallon water consumption.
      The department proposed and implemented a water loss policy that permits a 50%
       adjustment on water leaks or accidental water loss that exceeds a customer’s normal
       month usage.
      The department increased security efforts by upgrading its electronic video surveillance
       system, installing additional door locks, and acquiring an extra department safe to
       protect city assets and improve safety for staff handling funds.
      The department enhanced service to customers by improving its telephone system
       through acquiring a ―hosted‖ version of Teleworks IVR, an interactive voice response
       system to help manage the high volume of phone calls received daily. (The ―on
       premise‖ version with Spanish speaking capabilities is planned for installation next fiscal
       year). The Teleworks IVR system seeks to minimize customer frustration and delays by
       providing an interactive computer response to the caller for a variety of service requests
       and account information. The option of speaking directly to a staff member will always
       be available.

Program Goals for 2008-09:

Short Term Goals
      To ensure proper training of staff to provide new features to customers like web-based
       payment, budget billing, credit card payment via telephone, and other customer friendly
       options.
      To improve citizen satisfaction by providing access to the right information in a
       convenient and easy to understand format to increase the level of trust in staff
       competency.
      To increase security level and customer service area surveillance, thereby reducing the
       risk of robbery, personal assault, and property damage.



City of Longview                              - 239 -                               2008-09 Budget
                                    Utility Services
Short Term Goals…Continued
      To reduce incidents of insufficient fund checks, account fraud, delinquency, and non-
       recoverable debt.
      To minimize occurrences of water theft, meter tampering, and overall water loss.
      To increase debt collection efforts through a cooperative venture with a contracted
       agency to handle his activity.
      To increase revenue stream by establishing tighter administrative controls: reporting
       accurate water consumption (obtaining more accurate meter readings), minimizing
       unaccounted for water loss, and reducing customer account delinquency and bad debt
       write-offs.

Long Term Goals
      To develop staff’s proficiency in handling customers and determining their needs; to
       empower them to make sound decisions about customer accounts.
      To establish a more ―citizen-centered‖ approach to customer service by reducing service
       delivery time, minimizing problem response time, and streamlining processes that
       eliminate duplication and waste, thus lowering overall service costs.
      To minimize loss of revenue through more advanced, accurate, and reliable technology
       in reading meters; reduce meter reading errors, decrease equipment problems, minimize
       billing inquiries, and resolve customer complaints.
      To continue developing and maintaining a safe and effective backflow prevention and
       cross-connection and control inspection program to safeguard our water supply that
       meets or exceeds state requirements.
      To improve the efficiency of our meter reading functions by reducing operating
       expenses, decreasing labor related costs, and maximizing our available resources.




City of Longview                            - 240 -                             2008-09 Budget
                                             Utility Services
                               Strategies                     Outcomes                    Measures                 Targets
Customer/Stakeholder   To add interactive voice            1. 24/7 Call Center        1. Amount of time         ST–
Perspective            component to phone system           (including Spanish         required to handle        Implementation by
                       with inbound and outbound           speaking feature).         problems/issues.          Summer 2008
                       capabilities to enhance             2. Delinquent              2. Number of
                       customer service. This system       account notification.      customers utilizing
                       will allow callers to select        3. Credit card and         the interactive phone
                       options from a voice menu           check payments by          service.
                       that in some instance may           phone.
                       provide vital information that
                       otherwise is handled routinely
                       by a staff person.
Finance Perspective    Meter replacement Phase I           1. Replacement of          1. Ease of meter          LT –
                       involves the providing the          defective meters will      reading.                  Phase I starting in
                       necessary maintenance to            be done first.             2. Efficiencies           FY 06-07.
                       residential meters, replacing       2. Testing of large        gained through            Completion
                       those that are old, defective,      meters and changing        technology by             Summer 2008
                       inaccurate and prone to             internal mechanisms.       allowing migration to
                       condensation. Phase I also          3. Provide                 radio network
                       involves installing and             maintenance as             technology.
                       monitoring various automated        needed.                    3. Identify revenue
                       meter technology pilot                                         increase with new
                       projects.                                                      and repaired meters.
Internal Process       GIS Mapping of water meters         1. Ease of locating        1. Response times/        LT –
Perspective            involves creating a GIS for our     meters.                    same-day service or       Fall 2009
                       meter inventory, accurately         2. Creation of more        emergency cut-offs.
                       pinpointing meter locations         efficient routes for       2. Reduction of
                       (via GPS) and creating a            meter readers.             turnover rate by
                       system for field services to        3. Offer customers         relieving stress of
                       determine problem areas and         greater ease and           locating and reading
                       address them through a              convenience in             meters.
                       maintenance and replacement         making various water       3. Improved               ST–
                       plan.                               account requests and       customer relations        Fall 2008
                                                           changes.                   by providing
                       Continuing to review our fee        4. Help staff maintain     convenient, time-
                       ordinance and policies,             tighter internal           saving and cost
                       recommending changes that           controls over              effective options at
                       will establish more customer        accountholder              minimal budget
                       friendly policies, improve          activities that involve    impact.
                       customer relations and              tenants who may            4. Reduced staff
                       enhance internal work               either: fail to close an   activity in verifying
                       processes. Previous                 account, vacate            tenant identification
                       accomplishments include:            with an unpaid             and lease agreement
                       establishing a sewer                balance, or submit a       information, tracking
                       maximum for residential             false lease agreement      and billing courtesy
                       customers and developing a          to avoid paying a          requests, and fewer
                       one time water loss                 debt.                      vacant account
                       adjustment.                         5. Allow out-of-town       water use and
                                                           landlords to better        incidents of account
                       We currently propose to allow       manage their               fraud.
                       property-owners/landlords to        property.
                       establish water service in their
                       name, after a tenant has
                       moved out of a premise, for
                       $15 instead of new account
                       activation fee of $45.
Learning and Growth    Continuing to increase the          1. Sustaining and          1. Number of              ST –
Perspective            proficiency of the Spanish          developing a               Spanish speaking          Spring 2008
                       language among staff to             competent workforce        customers assisted
                       address the growing needs of        to work with diverse       by water utility staff.
                       Hispanic customers through          customer base.
                       Spanish classes.




City of Longview                                          - 241 -                                               2008-09 Budget
                                     Utility Services

                                    Actual         Budget        Year End Est.      Budget
         Expenditures
                                  FY 2006-07      FY 2007-08      FY 2007-08       FY 2008-09
Personnel                             $374,742        $402,612         $381,150       $395,725
Supplies                               132,931         182,527          182,735        173,724
Maintenance – Structure                      0               0                 0              0
Maintenance – Equipment                     15             493              493            137
Contractual Services                   217,107         212,984          240,525        243,781
Benefits                               166,255         178,983          173,989        194,415
Capital Outlay                               0          39,500           65,000         31,509
Total                                 $891,050      $1,017,099       $1,043,892     $1,039,291




                                                      Positions Authorized
                                     Actual       Budget         Year End Est.      Budget
      Personnel Summary
                                   FY 2006-07    FY 2007-08       FY 2007-08       FY 2008-09
Full Time
Utility Billing Manager                 1              1               1                 1
Customer Service Manager                1              1               1                 1
Accountant                              1              1               1                 1
Utility Billing Supervisor              1              1               1                 1
Utility Billing Specialist              1              1               1                 1
Customer Services Specialist            1              1               1                 1
Customer Service Representative         7              7               6                 6
Total                                  13             13              12                12
Full Time Total                        13             13              12                12




City of Longview                            - 242 -                                2008-09 Budget
                                Wastewater Collection
Program Narrative
This division maintains and operates the entire wastewater collection system by providing
preventative maintenance to existing lines, replacing lines as needed and installing new service
connections and cleanouts as requested. The division also responds to wastewater related
emergency calls 24 hours a day, 7 days a week.

Mission Statement
To provide the necessary repair, maintenance, and expansion of the wastewater collection
systems, including all wastewater lines, mains, manholes, and service connections.

Accomplishments for 2007-08:
      Completed 2006 Water and Wastewater System Improvements.
      Installed over 60 sanitary sewer service clean-outs for customers.
      Repaired, cleaned, and inspected over 250 manholes.
      Installed over 170 sanitary sewer services.
      Repaired sewer lines in over 60 locations.

Program Goals for 2008-09:

Short Term Goals
      Review and revise manholes (if possible) in low-lying areas from FM 1845 to Hawkins
       Parkway to prevent inflow and infiltration.
      Ensure all wastewater employees keep abreast of current state license and necessary
       CEU’s.
      Review and enhance city cleanout caps to prevent inflow and infiltration in the sewer
       system.
      Continue sewer camera program.

Long Term Goals
      Continue to train and review operations of all wash units with necessary wastewater
       collection employees (once a year).
      Submit yearly line replacement needs list to Public Works Engineers for possible main
       change out.
      Continue to require wastewater employee attendance at necessary safety classes.
       Example: Defensive Driving, Work Zone Traffic Control, Flaggers in Work Zone,
       Confined Space, and Backflow Prevention.
      Continue to maintain bacteria drips at select locations in current system for grease
       control.
      Replace IWMS program with a compatible program for GIS.




City of Longview                             - 243 -                              2008-09 Budget
                                Wastewater Collection
Significant Budget Changes
      An Equipment Operator was reclassed to an Equipment Repair Technician, and this
       position is split between Wastewater Collection, Streets, and Drainage.
      The compensation study reclassed two Equipment Operator Seniors to two Crew
       Leaders.
      Utility Plant Operator position was transferred from Wastewater Treatment to
       Wastewater Collection and reclassed as an Office Assistant. This position is still fully
       funded by Wastewater Treatment.




City of Longview                            - 244 -                              2008-09 Budget
                                      Wastewater Collection
                     Strategies                    Measures                     Targets               Outcomes
Customer/      Market city strengths         1. Community welcomes       1. Provides                 1. Remaining
Stakeholder    through strong public         our presence.               emergency 24-hour           responsive,
Perspective    relations:                    2. Answer all incoming      service for the citizens.   open, and
               -Create dynamic line of       customer calls.             2. Answer calls             flexible to our
               transparent                   3. Maintain accurate work   immediately and return      citizens.
               communications that flow      histories.                  calls within 24 hrs.        2. Maintaining
               inward and outward.           4. Complete taps as         3. Work Orders are          a safe and
               -Provide more                 requested.                  input weekly into the       welcoming
               information to the public                                 system.                     community.
               regarding city                                            4. Complete
               government.                                               installation of taps with
                                                                         10 days.
Financial      Promote ownership of          1. Cost savings.            1. Monitor budgets          1. Exercising
Perspective    employees’ value to the       2. System and equipment     monthly.                    responsibility
               organization and their        performance.                2. Perform                  for city
               connection to the bottom      3. Intra-departmental       preventative                resources and
               line.                         cooperation.                maintenance on the          results.
                                             4. Inter-departmental       system and                  2. Seeking
                                             cooperation.                equipment.                  collaborative
                                                                         3. Provide sewer            relationships.
                                                                         assistance as
                                                                         allowable.
                                                                         4. Provides funding
                                                                         for street repairs due
                                                                         to utility cuts.
Internal       Develop a process to          1. Interaction between      1. Hold monthly             1. Promoting
Process        attract and sustain the       Management/Workforce.       divisional meetings.        respect and
Perspective    number and types of           2. Employee career          2. Attend training as       dignity in all
               workers needed for the        progression.                budgeted.                   interactions.
               future:                       3. Turn-over rate.          3. Lower turn-over          2. Sustaining a
               -Salary and benefits to       4. Employee friendly        rate – monitor annually     competent
               attract and sustain           personnel policies.         and compare to other        workforce.
               workforce.                    5. Competitive employee     departments/divisions.
               -Establish personnel          salary/benefits.            4. Continuous
               policies that enable hiring                               evaluation of
               a workforce dedicated to                                  personnel policies by
               public service.                                           employee committee.
               -Open line of                                             5. Salary/position
               communication internally.                                 classification studies
                                                                         performed every 5
                                                                         years.
Learning       Improve and enhance           1. Employee career          1. Recognize                1. Sustaining
and Growth     organizational culture:       progression.                advancements in             and developing
Perspective    -Promote environment          2. Employee recognitions    divisional meetings.        a competent
               that empowers                 and awards.                 2. Recognize                workforce.
               employees to be flexible      3. Employee training        advancements in
               and innovative within         opportunities.              divisional meetings.
               values of the city.                                       3. Discuss upcoming
               -Grow leaders through                                     opportunities at
               coaching and mentoring.                                   divisional meetings
               -Promote initial and on-                                  and recognize those
               going training to ensure                                  who take advantage of
               professional growth for                                   them.
               corporate responsibility.
               -Educate employees in
               customer service.



City of Longview                                     - 245 -                                         2008-09 Budget
                                  Wastewater Collection
                                     Actual            Budget      Year End Est.      Budget
          Expenditures
                                   FY 2006-07        FY2007-08      FY 2007-08       FY 2008-09
Personnel                              $537,140         $601,873         $558,524        $581,928
Supplies                                 95,445          106,822          107,841         133,364
Maintenance – Structure                  18,729           18,729           18,729          18,729
Maintenance – Equipment                 437,658          774,156          615,473         573,835
Contractual Services                    216,170          198,491          197,464         416,510
Benefits                                271,345          288,710          277,423         320,661
Capital Outlay                                0            6,000            5,300          20,000
Total                                $1,576,487       $1,994,781       $1,780,754      $2,065,027




                                                         Positions Authorized
                                    Actual            Budget         Year End Est.     Budget
     Personnel Summary
                                  FY 2006-07         FY 2007-08       FY 2007-08      FY 2008-09
Full Time
Collection/Distribution Manager        0                  .5              .5               .5
Administrative Secretary I/II          1                   0               0                0
Office Manager                         0                   1               1                1
Crew Leader                            0                   0               0                2
Equipment Operator/Senior            6.5                 6.25            6.25               4
Equipment Repair Technician            0                   0               0              .25
Maintenance Worker/Senior              8                   8               8                8
WDWC Technician                        1                   0               0                0
Public Works Supervisor                0                  .5              .5               .5
Maintenance Supply Worker              1                   1               1                1
Water Service Supervisor              .5                  .5              .5               .5
Water Service Representative           4                   4               4                4
Total                                22                  21.75          21.75            21.75
Full Time Total                      22                  21.75          21.75            21.75




City of Longview                               - 246 -                               2008-09 Budget
                                 Wastewater Treatment
Program Narrative
This Division is charged with operating the wastewater treatment facility and the 19 collection
system lift stations in the treatment and disposal of more than 4.0 billion gallons of wastewater
each year for the protection of public health. It also performs laboratory analyses to ensure
achievement of regulatory objectives to protect the water sources, the environment, and to
ensure stream quality. This Division is responsible for regulating 16 permitted industries,
ensuring they abide by mandated regulations.

Mission Statement
To provide for the safe and proper treatment of residential, commercial, and industrial
wastewater generated by the City of Longview in accordance with federal and state guidelines.

Accomplishments for 2007-08:
      Constructed a new building at Whatley Road Lift-station; purchased 1 new pump, 2
       variable frequency drives, and 1 soft start. This should minimize overflows and save
       electricity.
      Completed removal of trees around storm water lagoon #4, completed capacity study on
       same lagoon.
      Continue to utilize Antero maintenance software.
      No significant violations on Annual EPA inspection report.
      Successfully treated 3.921 billons gallons of wastewater.
      Sold 450 million gallons of treated effluent to a nearby electrical generating power plant.
      Installed motor operated valve and had a concrete vault constructed at Thickener #2.
      Replacement and repair of plant supply water pumps.
      Replaced outdated variable frequency drives at domestic lift-station and blower building.
      100% compliance biomonitoring.
      Disposed of over 4,691 dry tons of wastewater sludge cake by beneficial land application
       at 3 sites.

Program Goals for 2008-09:

Short Term Goals
      To have a more reliable and dependable ultraviolet light disinfection system.
      Replace existing lift station level bubbler controls with radar and redundant levelers.
      Build new combination storage building/fabrication shop.
      Finalize the grease trap ordinance and pass it through City Council. Continue with the
       G/T inspections and implement a 90 day pumping schedule to all dischargers.
      Continue implementing security measures within the Plant grounds and at the lift
       stations.
      Hire a qualified ―C‖ or ―B‖ licensed Operator.

Long Term Goals
      Schedule rebuilds of lift station pumps and Plant pumps that have experienced long-term
       service, avoiding extensive damage caused by wear and tear.
      Replace diffusers in Aeration Basins 1, 3 and 4.




City of Longview                             - 247 -                                2008-09 Budget
                                Wastewater Treatment
Long Term Goals…Continued
      Enhance Aeration Basin blowers with automatic D.O. controls (potential electrical
       savings of $25,000 per year).
      To have all personnel obtain highest certification for which they are eligible.
      Substantial modification to the Pretreatment Program to correct deficiencies.
      Have storm water lagoon capacities evaluated and dredged if needed, to allow for more
       capacity during high flow events.
      Move Water/Sewer dispatch to the 311 Call Center or a more appropriate Division.
      Have grit structure re-evaluated and modified to accommodate design flow of 63.0 MGD.

Significant Budget Changes
      Transferred a Utility Plant Operator to Wastewater Collection and reclassed to an Office
       Assistant, but this position is still fully funded from Wastewater Treatment. The
       compensation study reclassed a Utility Plant Supervisor to a Plant Maintenance
       Supervisor.




City of Longview                            - 248 -                              2008-09 Budget
                                   Wastewater Treatment
                           Strategies                Measures               Targets             Outcomes
  Customer/          Market city strengths         1. Average           1. Respond to         1. Remaining
  Stakeholder        through strong public         response time        complaints within     responsive, open,
  Perspective        relations:                    24 hours or          24 hours.             and flexible to our
                     -Create dynamic line of       less.                2. Educate            citizens.
                     transparent                   2. Number of         public on             2. Maintain a safe
                     communications that flow      tours given.         importance of the     and welcoming
                     inward and outward.           3. Continue to       Wastewater            community.
                     -Provide more information     maintain             Treatment Plant.
                     to the public regarding       outstanding          3. Give tours to
                     City government.              compliance           school groups.
                                                   performance.         4. Compliant
                                                                        with TPDES
                                                                        permit.
  Finance            Promote ownership of          1. Utilize Antero    1. Effective          1. Exercising
  Perspective        employees’ value to the       Maintenance          preventive            responsibility for
                     organization and their        Program to           maintenance           City resources and
                     connection to the bottom      track PM and         program.              results.
                     line.                         work orders.         2. Inter-             2. Seeking
                                                   2. Minimize          Divisional            collaborative
                                                   outsourcing by       cooperation.          relationships.
                                                   utilizing other
                                                   Divisions.
  Internal Process   Develop a process to          1. Provide           1. Regular            1. Promoting
  Perspective        attract and sustain the       respectful           divisional            respect and dignity
                     number and types of           interaction          meetings              in all interactions.
                     workers needed for the        between              facilitate open       2. Sustaining a
                     future:                       management           communication.        competent
                     -Salary and benefits to       and workforce.       2. Lower              workforce.
                     attract and sustain           2. Competitive       turnover rate.
                     workforce.                    employee salary      3. Continuous
                     -Establish personnel          and benefits.        review of
                     policies that enable hiring   3. Employee          divisional
                     a workforce dedicated to      and Mission          policies.
                     public service.               friendly policies.   4. Salary/
                     -Open line of                                      position
                     communication internally.                          classification
                                                                        performed every
                                                                        5 years.
  Learning and       Improve and enhance           1. Employee          1. Recognize          1. Sustaining and
  Growth             organizational culture:       recognition and      and award             developing a
  Perspective        -Promote environment          awards.              employees in          competent
                     that empowers                 2. Employee          divisional            workforce.
                     employees to be flexible      training             meetings.
                     and innovative within         opportunities.       2. Employee
                     values of the city.           3. Employee          seek/take
                     -Grow leaders through         career               advantage of
                     coaching and mentoring.       progression.         available training.
                     -Promote initial and on-                           3. Discuss
                     going training to ensure                           upcoming
                     professional growth for                            opportunities at
                     corporate responsibility.                          divisional
                     -Educate employees in                              meetings,
                     customer service.                                  recognizing those
                                                                        who take
                                                                        advantage of
                                                                        such
                                                                        opportunities.




City of Longview                                   - 249 -                                          2008-09 Budget
                                 Wastewater Treatment
                                    Actual        Budget       Year End Est.        Budget
         EXPENDITURES
                                  FY 2006-07     FY 2007-08     FY 2007-08         FY 2008-09
Personnel                             $791,824      $819,093         $819,093         $839,643
Supplies                               257,679       289,018          308,141          315,783
Maintenance – Structure                 42,628        56,750           56,750           33,000
Maintenance – Equipment                323,521       265,928          270,978          293,587
Contractual Services                   895,147       915,388          914,527          978,998
Benefits                               331,555       337,843          337,843          361,339
Capital Outlay                               0       156,504          136,091          165,200
Total                                2,642,354     2,840,524        2,843,423        2,987,550




                                                        Positions Authorized
                                          Actual       Budget      Year End Est.     Budget
          Personnel Summary
                                        FY 2006-07    FY 2007-08    FY 2007-08      FY 2008-09
 Full Time
 Utility Plant Manager                       1            1              1               1
 Utility Plant Supervisor                    2            2              1               1
 Plant Maintenance Supervisor                0            0              1               1
 Industrial PreTreatment Supervisor          1            1              1               1
 Environmental Compliance Inspector          1            1              1               1
 Environmental Technician                    1            1              1               1
 Lab Technician                              1            1              1               1
 Plant Maintenance Mechanic/Lead             5            5              5               5
 Utility Plant Operator/Lead/Senior          9            9              8               8
 Instrument Technician                       1            0              0               0
 Administrative Assistant                    1            1              1               1
 Office Assistant                            0            0              1               1
 Part Time
 Plant Maintenance Mechanic                  1             1             1                1
 Lab Technician                              1             1             1                1
 Total                                      25            24            24               24
 Full Time Total                            23            22            22               22
 Part Time Total                             2             2             2                2


City of Longview                            - 250 -                                2008-09 Budget
                                    Water Development

          Expenditures            Actual          Budget            Year End Est.      Budget
                                FY 2006-07       FY 2007-08          FY 2007-08       FY 2008-09
   Personnel                             $0                    $0               $0             $0
   Supplies                               0                     0                0              0
   Maintenance – Structure                0                     0                0              0
   Maintenance – Equipment                0                     0                0              0
   Contractual Services                   0                     0                0              0
   Benefits                               0                     0                0              0
   Capital Outlay                    51,061               510,049          135,695         45,900
   Total                            $51,061              $510,049         $135,695        $45,900

                                           Program Description
   The Water Development Fund was created in 1983 to provide funding to improve existing water
   supply, transmission and treatment facilities and to develop new water supply sources. Funding
   is provided by a ten percent surcharge on retail water rates. Upon completion of the Lake O’ the
   Pines project this fund will be eliminated. The collection charges were eliminated FY 2001-02.




City of Longview                               - 251 -                                  2008-09 Budget
                                  Water Distribution
Program Narrative
This division operates and maintains the water distribution system by providing maintenance
and repair to existing mains, service lines, meters, and fire hydrants. It is responsible for
replacing lines as needed, installing water service connections, and responding to emergency
customer service calls. It provides for the improvement and expansion within the distribution
system through new construction.

Mission Statement
To distribute an adequate supply of quality water in order to meet the ever increasing demands
of our residential, commercial, and industrial customers.

Accomplishments for 2007-08:
      Within the past year, this division has started replacing manually read meters with
       meters equipped with automated meter reading technology which uses radio equipment
       to improve efficiency.
      Completed our fire hydrant repair program.
      Completed 2007 Water System Improvements.
      Completed 2006 Water and Wastewater System Improvements.
      Repaired, cleaned, and inspected over 200 valves.
      Repaired water lines in over 280 locations.

Program Goals for 2008-09:

Short Term Goals
      Maintain/repair all existing fire hydrants Citywide.
      Check, exercise, and mark with thermoplastic all existing in line gate valves Citywide.
      Ensure all water employees’ keep abreast of current state license and necessary CEU’s.
      Review meter reader’s work program.
      Replace industrial meters.

Long Term Goals
      Submit yearly line replacement needs list to Public Works Engineers for possible main
       change out.
      Continue to require wastewater employee’s attendance at necessary safety classes.
       Example: Defensive Driving, Flaggers in Work Zone, Confined Space and Backflow
       Prevention.
      Make necessary changes, if needed, to meter personnel work program.
      Rework existing meter system for easy read purposes.
      Replace IWMS program with a compatible program for GIS.

Significant Budget Changes
      During the compensation study, six Equipment Operators were reclassed to Crew
       Leaders and two Maintenance Workers were reclassed to Equipment Operators.




City of Longview                            - 252 -                              2008-09 Budget
                                               Water Distribution
                        Strategies                    Measures                    Targets                   Outcomes
Customer/          Market city strengths        1. Community welcomes       1. Provides                 1. Remaining
Stakeholder        through strong public        our presence.               emergency 24-hour           responsive, open,
Perspective        relations:                   2. Answer all incoming      service for the citizens.   and flexible to our
                   -Create dynamic line of      customer calls.             2. Answer calls             citizens.
                   transparent                  3. Maintain accurate work   immediately and             2. Maintain a safe
                   communications that          histories.                  returns calls within 24     and welcoming
                   flow inward and              4. Complete taps as         hrs.                        community.
                   outward.                     requested.                  3. Work Orders are
                   -Provide more                5. Read all water meters    input weekly into the
                   information to the public    monthly.                    system.
                   regarding city                                           4. Complete
                   government.                                              installation of taps with
                                                                            10 days.
Financial          Promote ownership of         1. Cost savings.            1. Monitor budgets          1. Exercising
Perspective        employees’ value to the      2. System and equipment     monthly.                    responsibility for city
                   organization and their       performance.                2. Perform                  resources and
                   connection to the            3. Intra-departmental       preventative                results.
                   bottom line.                 cooperation.                maintenance on the          2. Seeking
                                                4. Inter-departmental       system and                  collaborative
                                                cooperation.                equipment.                  relationships.
                                                                            3. Provide water
                                                                            assistance as
                                                                            allowable.
                                                                            4. Provides funding
                                                                            for street repairs due
                                                                            to utility cuts.
Internal Process   Develop a process to         1. Interaction between      1. Hold monthly             1. Promoting respect
Perspective        attract and sustain the      Management/Workforce.       divisional meetings.        and dignity in all
                   number and types of          2. Employee career          2. Attend training as       interactions.
                   workers needed for the       progression.                budgeted.                   2. Sustaining a
                   future:                      3. Turn-over rate.          3. Lower turn-over          competent workforce.
                   -Salary and benefits to      4. Employee friendly        rate – monitor annually
                   attract and sustain          personnel policies.         and compare to other
                   workforce.                   5. Competitive employee     departments/divisions.
                   -Establish personnel         salary/benefits.            4. Continuous
                   policies that enable                                     evaluation of
                   hiring a workforce                                       personnel policies by
                   dedicated to public                                      employee committee.
                   service.                                                 5. Salary/position
                   -Open line of                                            classification studies
                   communication                                            performed every 5
                   internally.                                              years.
Learning and       Improve and enhance          1. Employee career          1. Recognize                1. Sustaining and
Growth             organizational culture:      progression.                advancements in             developing a
Perspective        -Promote environment         2. Employee recognitions    divisional meetings.        competent workforce.
                   that empowers                and awards.                 2. Recognize
                   employees to be flexible     3. Employee training        advancements in
                   and innovative within        opportunities.              divisional meetings.
                   values of the city.                                      3. Discuss upcoming
                   -Grow leaders through                                    opportunities at
                   coaching and                                             divisional meetings
                   mentoring.                                               and recognize those
                   -Promote initial and on-                                 who take advantage of
                   going training to ensure                                 them.
                   professional growth for
                   corporate responsibility.
                   -Educate employees in
                   customer service.




City of Longview                                          - 253 -                                           2008-09 Budget
                                           Water Distribution

                                           Actual             Budget            Year End Est.           Budget
         Expenditures
                                         FY 2006-07          FY 2007-08          FY 2007-08            FY 2008-09
Personnel                                   $849,147            $902,736              $849,634            $850,979
Supplies                                      129,992             162,095              150,986             198,450
Maintenance – Structure                        33,104              31,085               31,365              40,085
Maintenance – Equipment                     1,007,423           1,089,234            1,131,632           1,149,975
Contractual Services                          263,961             414,981              405,589             161,103
Benefits                                      394,061             409,905              403,279             453,408
Capital Outlay                                      0              31,000               31,000              27,000
Total                                     $2,677,688          $3,041,036            $3,003,485          $2,881,000

                                                 Cost of Services
                      Read Water Meters and
    Install New Fire        Submit Data     Repair Water Meters
  Hydrants Into System           13%         and Meter Boxes Replace Meter Program
           1%                                       7%                    6%
                                                                              Maintenance of Water
        Emergency Water                                                               System
         Meter Cut On/Off                                                              17%
                2%                                                                   Locate Water Mains
                                                                                             8%
                     Install, Locate,                                                            Low Pressure Checks
                 Maintain Water Valves                                                                    5%
                           5%
        Flush Water System                                                                 Locate/Maintain
                 4%                                                                      Long/Short Service
     Check Water Leak/No                                                                         4%
           Water Calls                                                     Install New Water           Fire Hydrants
               5%                                                            Meter/Service             Maintenance
         Steet/Drive Patch Landscaping - Install       Maintain Minor Tools,       4%                        9%
              Repairs           Replace Grass/Yards    Equipment, Vehicles          Administration
                 1%                     2%                      3%                        4%



                                                                     Positions Authorized
                                                    Actual          Budget      Year End Est.            Budget
           Personnel Summary
                                                  FY 2006-07       FY 2007-08    FY 2007-08             FY 2008-09
Full Time
Collection/Distribution Manager                         0               .5                 .5                .5
Collection/Distribution Supervisor                      2                2                  2                 2
Office Assistant                                        1                1                  1                 1
Crew Leader                                             0                0                  0                 6
Equipment Operator/Senior                              12               12                 12                 8
Maintenance Worker, Senior                              9                9                  9                 7
Water Service Supervisor                               .5               .5                 .5                .5
Meter Reader                                            5                5                  5                 5
Customer Service Representative                         0                0                  1                 1
Part Time
Maintenance Worker                                     1                 1                  1                 1
Total                                                 30.5              31                 32                32
Full Time Total                                       29.5              30                 31                31
Part Time Total                                        1                 1                  1                 1



City of Longview                                       - 254 -                                        2008-09 Budget
                                    Water Purification
Program Narrative
The Water Purification Division is responsible for producing potable water at sufficient pressure,
volume, and quality for our customers including residential, commercial, and industrial. The
Division maintains a laboratory quality control program at each facility and monitors water
quality parameters to meet local, state, and federal regulations. The Division distributes water
at the level of the demands of the community and maintains fire protection by operating three
water treatment facilities, four booster stations, and six elevated storage towers.

Mission Statement
The Water Purification Division is committed to providing safe potable water in a responsive,
cost-effective manner, striving always to continuously improve the service to our customers.

Accomplishments for 2007-08:
      Provided an uninterrupted potable water supply to meet future water needs. Insure
       compliance with all federal, state, and local regulations. Insure compliance with current
       regulations.
      Provided 24-hour, uninterrupted water service to our customers, and to provide water for
       fire protection.
      Installed new A/C unit for the switchgear MCC Building at Cherokee Water Treatment
       Plant High Service Building.
      Completed plan to remove sludge by using the geobags from the Lake O’ the Pines
       Water Treatment Plant.
      Developed and distributed the 2007 Water Quality Report.

Program Goals for 2008-09:
Short Term Goals
      Provide 24-hour, uninterrupted water service to our customers, and to provide water for
       fire protection.
      Develop and distribute the 2008 Water Quality Report.
      Insure compliance with current regulations.
      Review proposed regulations and assess ability to meet requirements.
      Continue to utilize Operator 10 and Antero Maintenance Data Management Software.
      Recondition 12 MGD high service pump and motor at Cherokee Water Treatment Plant.
      Replace unit 663 at the Cherokee Water Treatment Plant.

Long Term Goals
      Provide an uninterrupted potable water supply to meet future water needs Insure
       compliance with all federal, state, and local regulations.
      Insure compliance with all federal, state, and local regulations.
      Replace ozone monitoring system low and medium ozone levels.
      Replace existing BIF valves and rate-of-flow controllers (three units).

Significant Budget Changes
      During the compensation study, two Maintenance Workers were reclassed to Plant
       Maintenance Mechanics.




City of Longview                              - 255 -                               2008-09 Budget
                                             Water Purification
                   Strategies                 Measures                        Targets                    Outcomes
Customer/      Market city strengths     -Provide the annual         1. Develop and provide          1. Remaining
Stakeholder    through strong public     Consumer -                  customers with an annual        responsive, open, and
Perspective    relations:                Confidence/Water Quality    Consumer                        flexible to our citizens.
               -Create dynamic line      Report to our customers.    Confidence/Water Quality.       2. Maintaining a safe
               of transparent            -Respond to customer        2. Respond to all customer      and welcoming
               communications that       inquires t and making       inquiries for information and   community.
               flow inward and           follow-up calls.            water quality issues,
               outward.                  -Conduct tours and visit    3. Provide plant tours and
               -Provide more             local schools, when         visit local schools.
               information to the        requested.
               public regarding city
               government.
Financial      Promote ownership of      -Use innovative treatment   1. Track cost savings, cost     1. Exercising
Perspective    employees’ value to       techniques and develop      avoidances, and service         responsibility for city
               the organization and      future plans.               enhancements.                   resources and results.
               their connection to       -Coordinate the plants in   2. Submit a responsible and     2. Seeking
               the bottom line.          an effort to enhance cost   reasonable budget and           collaborative
                                         effectiveness and provide   strive to work within the       relationships.
                                         cost effective control      budgetary restraints.
                                         measures.
Internal       Develop a process to      -Pro-active operation and   1. Document internal            1. Promoting respect
Process        attract and sustain       maintenance of the public   meetings. Take daily            and dignity in all
Perspective    the number and types      water system and take       samples to monitor the          interactions.
               of workers needed for     ownership of all            water quality.                  2. Sustaining a
               the future:               challenges and to seek      2. Provide continuing           competent workforce.
               -Salary and benefits      satisfactory resolutions.   education opportunities and
               to attract and sustain    -Utilize good hiring        job specific training
               workforce.                practices.                  opportunities to the
               -Establish personnel      -Provide continuing         employees.
               policies that enable      education opportunities     3. Provide safety training
               hiring a workforce        for all employees.          and conduct informative
               dedicated to public       -Train and cross train.     meetings to pass
               service.                  -Empower the front line     information and receive
               -Open line of             (lower levels) through      employee feedback in an
               communication             promotions and internal     effort to develop a
               internally.               support.                    competent workforce.
                                         -Maintain safe and clean
                                         facilities.
Learning and   Improve and enhance       -Utilize good hiring        1. Provide continuing           1. Sustaining and
Growth         organizational culture:   practices.                  education opportunities and     developing a
Perspective    -Promote                  -Provide continuing         job specific training           competent workforce.
               environment that          education opportunities     opportunities to the
               empowers employees        for all employees.          employees. We provide
               to be flexible and        -Train and cross train.     safety training and conduct
               innovative within         -Empower the front line     informative meetings to
               values of the city.       (lower levels) through      pass information and
               -Grow leaders             promotions and internal     receive employee feedback
               through coaching and      support.                    in an effort to develop a
               mentoring                 -Maintain safe and clean    competent workforce. We
               -Promote initial and      facilities.                 can document with bi-
               on-going training to                                  weekly activity reports,
               ensure professional                                   evaluations, promotions,
               growth for corporate                                  and awards.
               responsibility.
               - Educate employees
               in customer service.




City of Longview                                          - 256 -                                             2008-09 Budget
                                          Water Purification

                                      Actual           Budget         Year End Est.      Budget
         Expenditures
                                    FY 2006-07        FY 2007-08       FY 2007-08       FY 2008-09
 Personnel                            $1,018,681          $977,059          $975,859       $977,592
 Supplies                                647,384           710,276           723,010        801,232
 Maintenance – Structure                  99,030           138,050           136,810        110,700
 Maintenance – Equipment                 187,143           188,697           174,595        141,022
 Contractual Services                    906,439           855,940           851,438        879,675
 Benefits                                433,409           410,664           410,415        441,055
 Capital Outlay                                0             8,500             8,500         70,500
 Total                                $3,292,086        $3,289,186        $3,280,627     $3,421,776




                                                              Positions Authorized
                                              Actual        Budget      Year End Est.    Budget
         Personnel Summary
                                            FY 2006-07     FY 2007-08    FY 2007-08     FY 2008-09
 Full Time
 Utility Plant Manager                         .5              .5            .5             .5
 Utility Plant Supervisor                       2               2             2              2
 Water Quality/Utility Plant Supervisor         1               1             1              1
 Plant Maintenance Supervisor                   0               1             1              1
 SCADA Administrator                            1               0             0              0
 Instrument Technician                          1               0             0              0
 Lab Technician                                 1               1             1              1
 Plant Maintenance Mechanic                     4               4             4              6
 Utility Plant Operator/Lead/Senior            16              16            16             16
 Maintenance Worker I/II                        3               2             2              0
 Administrative Assistant                       1               1             1              1
 Part Time
 Office Assistant                               1              1             1               1
 Total                                         31.5           29.5          29.5            29.5
 Full Time Total                               30.5           28.5          28.5            28.5
 Part Time Total                                1              1             1               1




City of Longview                                 - 257 -                                2008-09 Budget
                                      Water Supply
Program Narrative
The Water Supply Division is responsible for maintaining an adequate raw water supply for
three water treatment faciltiies and to others on a contractual basis. The division is also
responsible for a watershed management program to include the monitoring and sampling of
lakes, streams, and rivers in the watershed, maintaining close communications with state
agencies, protecting the watershed from contamination by environmental hazards, and assisting
customers who report possible sources of contamination.

Mission Statement
The Water Supply Division is committed to providing a reliable water supply in a responsive,
cost-effective manner, striving always to continuously improve the service to the community and
wholesale customers.

Accomplishments for 2007-08:
      Provided 24-hour, uninterrupted raw water supply for the water treatment facilities and
       the wholesale customers.

Program Goals for 2008-09:

Short Term Goals
      Provide 24-hour, uninterrupted raw water supply for the water treatment facilities and the
       wholesale customers.
      Recondition and repair 12 MGD raw water pump and motor at Cherokee Raw Water
       Pump Station.

Long Term Goals
      Provide uninterrupted raw water supply to meet future water needs.
      Support an active Watershed Management Program that will work closely with regulatory
       agencies, water supply agencies and local industries to protect water quality.
      Continue operational plan on removing and transporting sludge by using the geobags
       from the Lake O’ the Pines Water Treatment Plant, Cherokee Water Treatment Plant,
       and then the Sabine Water Treatment Plant. This plan is based on rotating basis.
      Continue Stage 2 Disinfection/Disinfection By-Product Rule and long-term Phase 2
       ESWTR sampling.
      Installation of electric motor valve operators to assist plant shutdown operations.




City of Longview                             - 258 -                               2008-09 Budget
                                                  Water Supply
                      Strategies                      Measures                        Targets                    Outcomes
Customer/     Market city strengths through     -Provide the annual           1. Develop and provide          1. Remaining
Stakeholder   strong public relations:          Consumer                      customers with an annual        responsive, open,
Perspective   -Create dynamic line of           Confidence/Water Quality      Consumer                        and flexible to our
              transparent communications        Report to our customers.      Confidence/Water Quality        citizens.
              that flow inward and outward      -Respond to customer          Report.                         2. Maintain a safe
              -Provide more information to      inquiries and making          2. Respond to customer          and welcoming
              the public regarding city         follow-up calls.              inquiries for information,      community.
              government.                       -Conduct tours and visit      water quality issues,
                                                local schools, when           provide plant tours and visit
                                                requested.                    local schools.
                                                -Provide an adequate          2. Work to maintain our
                                                water supply.                 ―Superior Water System‖
                                                                              rating, as awarded by the
                                                                              state regulatory agency.
                                                                              3. Our employees actively
                                                                              volunteer with various
                                                                              activities and
                                                                              organizations.
Financial     Promote ownership of              -Use innovative treatment     1. Provide cost savings,        1. Exercising
Perspective   employees’ value to the           techniques and develop        cost avoidances, and            responsibility for city
              organization and their            future plans.                 service enhancements.           resources and
              connection to the bottom line.    -Coordinate the plants in     2. Submit a responsible         results.
                                                an effort to enhance cost     and reasonable budget and       2. Seeking
                                                effectiveness and provide     strive to work within the       collaborative
                                                cost effective control        budgetary restraints.           relationships.
                                                measures.                     2. Maintain memberships
                                                -Maintain involvement in      in various water and
                                                local, statewide, and         industry related
                                                national associations to      associations.
                                                remain current on evolving
                                                technologies.
Internal      Develop a process to attract      -Utilize good hiring          1. Document internal            1. Promoting
Process       and sustain the number and        practices.                    meetings.                       respect and dignity
Perspective   types of workers needed for       -Provide continuing           2. Take daily samples to        in all interactions.
              the future:                       education opportunities for   monitor the water quality.      2. Sustaining a
              -Salary and benefits to attract   all employees.                3. Provide continuing           competent
              and sustain workforce.            -Train and cross train.       education opportunities         workforce.
              -Establish personnel policies     -Empower the front line       and job specific training
              that enable hiring a workforce    (lower levels) through        opportunities to the
              dedicated to public service.      promotions and internal       employees.
              -Open line of communication       support.                      4. Provide safety training
              internally.                       -Maintain safe and clean      and conduct informative
                                                facilities.                   meetings to pass
                                                                              information and receive
                                                                              employee feedback in an
                                                                              effort to develop a
                                                                              competent workforce.
Learning      Improve and enhance               -Provide continuing           1. Provide continuing           1. Sustaining and
and Growth    organizational culture:           education opportunities for   education opportunities         developing a
Perspective   -Promote environment that         all employees.                and job specific training       competent
              empowers employees to be          -Train and cross train.       opportunities to the            workforce.
              flexible and innovative within    -Empower the front line       employees.
              values of the city.               (lower levels) through        2. Provide safety training
              -Grow leaders through             promotions and internal       and conduct informative
              coaching and mentoring.           support.                      meetings to pass
              -Promote initial and on-going     -Maintain safe and clean      information and receive
              training to ensure                facilities.                   employee feedback in an
              professional growth for                                         effort to develop a
              corporate responsibility.                                       competent workforce.
              -Educate employees in
              customer service.




City of Longview                                           - 259 -                                              2008-09 Budget
                                      Water Supply

                                  Actual               Budget        Year End Est.        Budget
       Expenditures
                                FY 2006-07            FY 2006-07      FY 2006-07        FY 2007-08
Personnel                              $91,241             $97,042          $97,042        $101,435
Supplies                             1,580,997           1,723,945        1,721,651       1,846,437
Maintenance – Structure                 54,913              94,210           92,640          72,440
Maintenance – Equipment                 67,155              77,304           76,528          63,924
Contractual Services                   378,656             472,495          470,255         456,603
Benefits                                37,406              38,725           38,725          41,747
Capital Outlay                               0              15,000           15,000          21,840
Total                               $2,210,368          $2,518,721      $2,511,841       $2,604,426




                                                            Positions Authorized
                                          Actual           Budget      Year End Est.     Budget
          Personnel Summary
                                        FY 2006-07        FY 2007-08    FY 2007-08      FY 2008-09
Full Time
Utility Plant Manager                       0.5              0.5            0.5              0.5
Environmental Compliance Inspector           1                1              1                1
Plant Maintenance Mechanic                   1                1              1                1
Total                                       2.5              2.5            2.5              2.5
Full Time Total                             2.5              2.5            2.5              2.5




City of Longview                            - 260 -                                    2008-09 Budget
Debt Service

Program Summary
As of October 1, 2008, the City had $49,940,000 of General Obligation Bonds and $0 of
Certificate of Obligations for a total of $49,940,000 of outstanding tax supported debt. The
current debt service requirement on existing tax-supported debt is $6,875,160.

On March 21, 2005, the City issued $13,680,000 of General Obligations Bonds to refund
selected maturities of their General Obligation Bonds Series 1998, 1998A, and 1999 and
selected maturities of their Certification of Obligations Series 1998.

On August 1, 2007, the City issued $14,790,000 of General Obligation Bonds to construct street
improvements including the purchase of right-of-way, improvements to various parks with in the
City, construction, renovations, and expansion of municipal buildings including fire substations
and a fleet building.

                               GO Annual Debt Service Requirements



        6

        4

       2
      $M     08-09     09-10       10-11     11-12       12-13   14-15      15-16       16-17
                                                Fiscal Year



Maximum Debt Limit
The City of Longview’s legal debt limit is established by the Texas Constitution, Article XI,
Section 5. This constitutional provision states in part ―no tax for any purpose shall ever be
lawful for any one year, which shall exceed two and one-half percent of the taxable property of
such city. Accordingly, the City’s tax margin for the year ended September 30, 2008 was

               Maximum rate per $100 valuation                    $2.5000
               City of Longview’s 2008-2009 rate                   0.4834
               Margin                                             $2.0166
                                                                  ======

Bond Rating for Tax Debt
Standard & Poor raised the City’s General Obligation bond rating from A+ to AA- in 2005, and
Moody’s raised the rating from A1 to Aa3 in 2007. 2007 is the first year the City of Longview
applied to be rated by Fitch.

               Moody’s                                            Aa3
               Standard and Poor’s                                AA-
               Fitch                                              AA-



City of Longview                             - 261 -                                2008-09 Budget
            Budget Summary             2006-07       2007-08       2007-08           2008-09
      Interest and Sinking Fund         Actual       Budget        Year End         Adopted

Revenues:
 Property Tax                          $5,094,667 $5,459,400       $5,459,400            $5,683,194
 Transfers                              1,545,027 1,563,271         1,563,271             1,047,966
 Other                                    271,699    250,000          189,000               150,000
   Total                               $6,911,393 $7,272,671       $7,211,671            $6,881,160

Expenditures:
Bond Principal                         $5,025,000 $5,215,000       $5,215,000            $4,855,000
Bond Interest                           1,745,483 2,051,671         2,051,671             2,020,160
Other                                       2,428      6,000            6,000                 6,000
    Total                              $6,772,911 $7,272,671       $7,272,671            $6,881,160

                        Tax Bond Annual Debt Service Requirements
      Year             Principal             Interest                            Total

     08-09                    $4,855,000              $2,020,160                       $6,875,160
     09-10                     4,805,000               1,833,435                        6,638,435
     10-11                     4,725,000               1,656,327                        6,381,327
     11-12                     5,015,000               1,477,246                        6,492,246
     12-13                     4,535,000               1,274,445                        5,809,445
     13-14                     4,460,000               1,099,975                        5,559,975
     14-15                     3,730,000                 925,076                        4,655,076
     15-16                     3,280,000                 769,325                        4,049,325
     16-17                     3,000,000                 629,213                        3,629,213
     17-18                     2,735,000                 496,275                        3,231,275
     18-19                     2,800,000                 383,750                        3,183,750
     19-20                     2,000,000                 268,000                        2,268,000
     20-21                     2,000,000                 180,000                        2,180,000
     21-22                     2,000,000                  90,000                        2,090,000
   Total                     $49,940,000             $13,103,227                      $63,043,227

                                                          Longview             1997 Moody’s
                                                                                    Standards
                                                                              (Cities 50,000 to
                                                                                   99,000)
  Market Value Per Capita
  2000 Census                                                  73,344
  2008 Net Assessed Valuation                          $4,589,436,558           $40,000 Moderate
  FY 08-09 Value                                              $62,574           $60,000 High
  % Debt Service to General Fund Operations
  FY 08-09 Net Debt Service                                $5,683,194
  General Fund Operating Budget (less transfers)          $54,518,013
  FY 08-09 %                                                   9.59%            Under 20%


City of Longview                           - 262 -                               2008-09 Budget
Debt Service
Program Summary
As of October 1, 2008, the City had $52,335,617 water and $40,754,383 sewer for a total of
$93,090,000 of Water and Sewer Revenue Bonds outstanding. The current debt service
requirement for FY 2008-09 is $9,383,268. An additional amount of $120,665 will be transferred
from the Water Fund to the Revenue Bond Reserve Fund as required in the bond covenants.


         Annual Water & Sewer Revenue Bond Debt Service Requirements
                              For Current and Proposed Issues


Fiscal      Water Revenue            Sewer Revenue                   Total Revenue Bonds
Year Principal    Interest         Principal        Interest   Principal   Interest      Total
08-09 $2,016,900 $2,376,362       $3,328,100 $1,661,906        $5,345,000 $4,038,268    $9,383,268
09-10 2,135,916 2,281,779          3,439,085 1,524,010          5,575,000 3,805,789      9,380,789
10-11 2,192,361 2,193,157          3,607,639 1,385,388          5,800,000 3,578,545      9,378,545
11-12 2,284,303 2,101,486          3,765,698 1,237,393          6,050,000 3,338,879      9,388,879
12-13 2,338,973 2,005,839          3,276,028 1,093,894          5,615,000 3,099,734      8,714,734
13-14 2,475,905 1,909,759          3,404,095    959,082         5,880,000 2,868,841      8,748,841
14-15 2,620,873 1,805,259          3,439,128    816,449         6,060,000 2,621,709      8,681,709
15-16 2,537,188 1,692,207          2,962,812    680,433         5,500,000 2,372,641      7,872,641
16-17 2,203,000 1,578,305          2,122,000    573,171         4,325,000 2,151,476      6,476,476
17-18 2,374,600 1,467,125          1,015,400    506,351         3,390,000 1,973,476      5,363,476
18-19 2,464,100 1,353,000          1,040,900    460,887         3,505,000 1,813,888      5,318,888
19-20 2,544,100 1,234,536          1,060,900    414,276         3,605,000 1,648,813      5,253,813
20-21 2,637,600 1,111,024          1,087,400    366,113         3,725,000 1,477,137      5,202,137
21-22 2,760,600     981,300        1,124,400    315,818         3,885,000 1,297,119      5,182,119
22-23 2,922,600     843,902        1,177,400    262,898         4,100,000 1,106,800      5,206,800
23-24 3,022,600     699,352        1,202,400    207,693         4,225,000    907,045     5,132,045
24-25 2,660,000     559,381          790,000    160,470         3,450,000    719,851     4,169,851
25-26 2,768,000     423,457          817,000    121,099         3,585,000    544,556     4,129,556
26-27 2,872,000     284,775          843,000     80,569         3,715,000    365,344     4,080,344
27-28 2,936,000     145,085          859,000     39,396         3,795,000    184,481     3,979,481
28-29 1,568,000       37,240         392,000      9,310         1,960,000     46,550     2,006,550


Total $52,335,617 $27,084,330 $40,754,383 $12,876,608 $93,090,000 $39,960,938 $133,050,938




City of Longview                               - 263 -                           2008-09 Budget
Budget Summary -                        2006-07        2007-08       2007-08        2008-09
  Revenue                                Actual        Budget        Year End       Adopted

Revenues:
 Transfers                             $8,340,878 $8,650,541          $8,650,541     $8,838,768
 Other                                    513,606    550,000             550,000        550,000

     Total                             $8,854,484 $9,200,541          $9,200,541     $9,388,768

Expenditures:
  Bond Principal                       $4,815,000 $5,130,000          $5,130,000     $5,345,000
  Bond Interest                         4,129,420 4,165,041            4,165,041      4,038,268
  Other                                     2,248      5,500               5,500          5,500

     Total                             $8,946,668 $9,300,541          $9,300,541     $9,388,768


                                                 Actual          Yr End Est.       Budget
 Revenue Bond Reserve                           2006-07           2007-08          2008-09
 Revenues:
    Transfers                                         $67,200        $67,200         $120,665
 Total Revenues                                       $67,200        $67,200         $120,665



The City issued $36,475,000 in Water and Sewer Revenue Bonds in 2005 to refund selected
maturities of the City’s Revenue Bonds Series 1998C and 1999.

On November 1, 2007, the City issued $12,540,000 of Water and Sewer Revenue Bonds to
provide funds to construct wastewater collection system improvements, water treatment,
storage and distribution system improvements, and pay the costs related to the issuance of the
Bonds.

Bond Rating for Revenue Debt
Standard & Poor raised the City’s Revenue bond rating from A to A+ in 2005.

       Moody’s                             A2
       Standard and Poor’s                 A+




City of Longview                            - 264 -                                2008-09 Budget
                     Summary of Outstanding & Proposed Debt Issues
                                    (Principle Only)
                               As of September 30, 2008

                                                                                        Amount        Amount
Issue                                                                                   Issued &        O/S
Date                                         Purpose                                    Proposed 10/01/2008


General Obligation Bonds
 1999 Street, Bridge & Traffic Signal Improvements, Park Improvements, & Fire           $11,050,000    $820,000
        Fighting Equipment & Improvements to Municipal Facilities
 2001 Refunded 1994 GO and 1992 Certificates of Obligation                                4,555,000    2,045,000
 2004 Refunded maturities of 1995 Certificates of Obligation, 1995 GO, 1996 GO,          11,810,000    7,385,000
        & 1997 Certificates of Obligations
 2005 Improvements to various parks within the City and to renovations to the police     13,500,000   12,275,000
        and courts building
2005A Refunded maturities of 1999 GO, 1998A GO, 1998 Certificates of Obligation, &       13,680,000   12,985,000
        1998 GO Bonds
 2007 Street Improvements, Municipal Park and Building Improvements, Fire Station        14,790,000   14,430,000
        and Fleet Building Improvements
              Total Tax Debt                                                            $69,385,000 $49,940,000


Waterworks and Sewer Revenue Bonds
 1998 Improvements to Water Distribution System & Improvements & Extensions              $2,230,000   $1,475,000
 1998 Phase II of Wastewater treatment Plant Expansion & Extensions                      15,335,000    9,950,000
1998C Improvements to Water System & Improvements & Extensions                           22,970,000      545,000
 1999 Improvements to Water Systems & Improvements & Extensions                          20,590,000      905,000
 2001 Improvements to Wastewater System                                                   4,455,000    3,550,000
 2001 Refunded 1994 WW/SS Revenue Bonds (Partial)                                         6,585,000    4,530,000
 2003 Refunded 1993, 1993A, & 1993B (Partial)                                            11,730,000    6,150,000
 2004 Construct wastewater collection system improvements, water treatment, storage       9,070,000    8,730,000
        and distribution system improvements & pay issuance costs
2004A Refunded 1995 and 1996 (Partial) WW/SS Revenue Bonds                                9,965,000    8,535,000
 2005 Refunded maturities 1998C and 1999 WW/SS Revenue Bonds                             36,475,000   36,300,000
 2007 Construct wastewater collection system improvements, water treatment,              12,540,000   12,420,000
        storage and distribution system improvements
              Total Revenue Debt                                                       $151,945,000 $93,090,000
        Total City of Longview Debt                                                    $221,330,000 $143,030,000




    City of Longview                                   - 265 -                                2008-09 Budget
City of Longview   - 266 -   2008-09 Budget
Capital Improvement Program
The Capital Improvement Program (CIP) identifies capital projects proposed by the City of
Longview over a five-year period. The City of Longview developed its first CIP in 1989.

Capital Improvement Program Policy
A five-year capital improvement plan is normally developed annually with the first year adopted
as the Capital Budget. Project budgets are developed and/or updated and identify the impact of
implementation on future annual operating budgets.

A capital improvement project is a major, infrequent, and nonrecurring expenditure that meets
one or more of the following criteria:

       1.      Any acquisition of land for a public purpose;

       2.      Any construction of a new facility, e.g., a public building, water lines, playfield, or
               the like or an addition to, or extension of, such a facility;

       3.      A nonrecurring rehabilitation, i.e., something which is infrequent and would not
               be considered annual or other recurrent maintenance or major repair of all or a
               part of a building, its grounds, or a facility, or of equipment, provided that the cost
               is $100,000 or more and the improvement will have a useful life that lasts as long
               as the bond repayment schedule;

       4.      Purchase of major equipment, individually or in total, with cost of $100,000 or
               more (which has a useful life that lasts as long as the bond repayment schedule);

       5.      Any planning, feasibility, engineering, or design study related to an individual
               capital improvement project or to a program that is implemented through
               individual capital improvement projects.

       6.      Individual projects flowing from existing master plans and/or studies completed
               for the City.

Budgets cover the cost of the project and carry forward from one year to the next until the
project is completed. A CIP fund established for maintaining a history of bond expenditures will
cease once all revenue is expended. When possible, bond proceeds will be allocated on the
―first in - first out‖ method. Expenditures shall not be incurred nor shall contracts be awarded
without the appropriation of available funds.




City of Longview                               - 267 -                                 2008-09 Budget
Capital Improvement Program…Continued

All funding sources, such as bond proceeds, interest earnings from bond proceeds, matching
funds, grant proceeds, transfers from operating funds, etc., shall be identified. The first year
capital budget shall have approved funding sources and the other four years shall have
anticipated and/or identify a need for funding. The City has developed a new method for
allocating expenditures in existing bond obligations. The method is to expend the oldest bonds
first in order to reduce the number of current obligations. This will allow the City to be more
fiscally responsible and effective in spending these obligations.

Each year the plan is also updated with revised, detailed cost estimates for projects included in
the first year capital budget. Cost estimates for the remaining four years shall be general
estimates based on current year dollars.

Funding for a CIP project may come from one or more of the following sources:

Available Funds
Includes General Fund, Water Development Fund, Hotel/Motel tax funds, and miscellaneous
sources of revenue.

General Obligation Bonds
General Obligation Bonds (GO’s) are used primarily to fund street, bridge and traffic projects,
park projects, and certain other municipal projects. The principal and interest on General
Obligation bonds are financed through property tax levies. Thus, the total assessed valuation of
property within the City has a significant impact on the City’s ability to finance new projects.
Voters must approve General Obligation Bonds.

Certificates of Obligation
Like General Obligation Bonds, Certificates of Obligation are normally financed through property
tax levies. They are normally used to provide funding for emergency projects or unforeseen
needs. Approval by the City Council is required.

Revenue Bonds
Revenue Bonds are used to finance utility projects. Principal and interest are normally retired
through utility rates. Consequently, utility projects directly impact rates paid by City utility
customers.

Drainage Sales Tax
A portion of the City’s sales tax was approved by voters to be used to fund drainage
improvements in the City. Some of the income is being leveraged to finance Certificates of
Obligation for major drainage projects; the remainder is used to directly fund other drainage
projects.

Grants
Occasionally, grants (including state and federal funding) can be obtained to finance all or part
of capital projects.




City of Longview                             - 268 -                               2008-09 Budget
Capital Improvement Program…Continued

Potential Project Savings
Funds, which may be realized through the cost savings of active or funded projects that, were
previously scheduled in earlier CIP’s, may be applied to unfunded projects within the same
category.

2007 Bond Election and 2008 Capital Improvements Program
On August 10, 2006, the City Council appointed a Capital Improvements Task Force. The
charge of the CIP Task force was to review possible CIP projects as outlined by the 2010 Vision
Committee, review the current CIP program and cost forecasts, work with the City staff to
determine a list of CIP projects, assess funding options, make determinations concerning a
possible bond election, and contact and educate stakeholders concerning the same. The CIP
Task Force recommendations were completed, and the voters approved a $26.04 million bond
package in May 2007.

In addition to the projects approved by the voter referendum, utility adjustments were approved
as required by local road projects included in the bond election and as required by the Texas
Department of Transportation along State Highway 149 and Loop 281. The total budget for the
City’s 2007-2008 Capital Improvements Program as approved by City Council for FY 2007-2008
amounts to $35,700,000.

2009 Capital Improvements Program
On October 24, 2008, the City Council approved the 2008-09 Capital Improvements Program.
The total budget for the City’s 2008-09 Capital Improvements Program as approved for FY
2008-2009 amounts to $2,950,000.

Projects
2009 Drainage Improvement Projects                                                  $ 300,000
2009 Bridge and Culvert Improvement Projects                                        $ 900,000
East Loop 281 Water Line Extension                                                  $1,750,000
                                                                                    $2,950,000
Total


Future Operating Impact
Completing these projects will result in the successful mitigation of home flooding at 2605
Northview, 400 and 402 Fairlane, and 3804 Mark. Additionally, these projects will repair bridges
at Eden at Drain No. 1, Johnson at Guthrie Creek and Cotton at Grace Creek as identified by
TxDOT's annual Bridge Inspection Program. This CIP program also provides for the allocation
of funding necessary to install approximately 14,000 linear feet of waterline along Loop 281 from
Alpine Road to US 80. No additional revenue bonds were required since funds are available
from last year’s CIP due to a funding problem within the state. Due to this problem, the Texas
Department of Transportation has delayed many projects throughout the State, and there is no
definite timetable for last year’s State utility relocation projects.




City of Longview                             - 269 -                               2008-09 Budget
Criteria for Evaluating Capital Improvement Project Requests
In FY 2000-01, the City Council established an evaluation process to use for capital
improvement project requests. The evaluation process allows the consideration of objective
factors such as master plans, traffic studies, and maintenance schedules to be taken into
consideration when scoring a project. This process scores on two factors: priority and urgency.

A combination score of these two factors places a project in a funding category. The lower the
score received by a project (priority group + project urgency), the higher the project will be
placed on the priority list. Each project in the City of Longview’s 5-Year Capital Improvement
Program has been scored and ranked accordingly.

The following charts provide the criteria used in scoring projects for the City of Longview’s Five-
Year Capital Improvement Program.

Public Priority Factor
Priority 1     Public Health and Safety       Projects must protect against a clear and immediate risk to
               Federal/State Mandate          public safety or public health; must be required by federal or
               Economic Development           state law; must improve job opportunities or attract new
               Project Coordination           revenue; must be necessary to insure coordination with another
                                              CIP or mandated project.
Priority 2     Protection of Capital Stock    Projects must protect the structural integrity of an existing city
                                              facility or reconstruct/rehabilitate the useful life to avoid
                                              replacement at a higher cost.
Priority 3     Systematic Replacement         Project replaces or upgrades as part of a systematic
               Improvement in Operating       replacement program and takes into consideration the cost
               Efficiency                     benefit of making improvements rather than deferring and
                                              increasing operating costs.
Priority 4     New or Substantial Expansion   Construction or acquisition of a new facility that provides a
               Special Need                   service not available or a project that meets a community
                                              obligation to serve a special need of a segment of the
                                              community’s population.


Project Urgency Factor
Within each of these priority categories, projects will be scored based on one of the following:

         1.   Essential
         2.   Desirable
         3.   Acceptable
         4.   Deferrable




City of Longview                                - 270 -                                        2008-09 Budget
   2008-2009 PROJECTS’ FUNDING


   Proposed ¼ cent Sales Tax Funds     $1,200,000
   Revenue Bonds (Water)               $1,750,000




City of Longview                     - 271 -        2008-09 Budget
Five-year Capital Improvement Plan


                    2008-2009 Capital Improvements Program

No.     Priority   Urgency    Composite           Project        Initial        Description
                                Score              Title        Estimate
 1          1         1           2             2009 Drainage                  Construct
                                                Improvement                    improvements to
                                                Projects                       mitigate house
                                                                               flooding and/or
                                                                               storm sewer
                                                                               problems at 2605
                                                                               Northview, 400
                                                                               and 402 Fairlane
                                                                   $300,000    and 3804 Mark.
 2          1         1           2             2009 Bridge                    Bridge/culvert
                                                and Culvert                    reconstruction
                                                Improvement                    and/or
                                                Projects                       replacement; Eden
                                                                               at Drain No. 1,
                                                                               Johnson at
                                                                               Guthrie Creek and
                                                                               Cotton at Grace
                                                                   $900,000    Creek.
 3          1         1           2             East Loop 281                  14,300’ of 12‖ from
                                                Waterline                      Alpine to US 80
                                                Extensions                     East along Loop
                                                                  $1,750,000   281.
                                                        Total     $2,950,000




City of Longview                      - 272 -                                  2008-09 Budget
City of Longview   - 273 -   2008-09 Budget
City of Longview   - 274 -   2008-09 Budget
City of Longview   - 275 -   2008-09 Budget
City of Longview   - 276 -   2008-09 Budget
City of Longview   - 277 -   2008-09 Budget
City of Longview   - 278 -   2008-09 Budget
City of Longview   - 279 -   2008-09 Budget
City of Longview   - 280 -   2008-09 Budget
City of Longview   - 281 -   2008-09 Budget
City of Longview   - 282 -   2008-09 Budget
                                            Glossary
Accounting Procedures
Any processes that discover, record, classify, and summarize financial information to produce
financial reports and to provide internal control.

Accounting System
The total structure of records and procedures which discover, record, classify, summarize, and
report information on the financial position and results of operations of a government or any of
its funds, fund types, balanced account groups, or organizational components.

Accrual Basis
The basis of accounting that recognizes transactions when they occur, regardless of the timing
of related cash flows.

Accrued Expenses
Expenses incurred but not due until a later date.

Ad Valorem
Tax imposed at a rate per cent per value proportional to the value of the item taxed.

Allocate
To divide a lump-sum appropriation into parts designated for expenditure by specific
organization units and/or for specific purposes, activities, or objects.

Annual Budget
A budget applicable to a single fiscal year.

Appropriation
A legal authorization granted by a legislative body to make expenditures and to incur obligations
for specific purposes. An appropriation is usually limited in amount and as to the time when it
may be expended.

Appropriation Ordinance
An ordinance that gives appropriations a legal effect. It is the method by which the expenditure
side of the annual operating budget is enacted into law by the legislative body.

Assessed Value
A valuation set upon real estate or other property by a government as a basis for levying taxes.

Bond
A written promise to pay a specified sum of money (called the face value or principal amount) at
a specified date or dates in the future (called the maturity date(s), together with periodic interest
at a specified rate. The difference between a note and a bond is the latter runs for a longer
period of time and requires greater legal formality.

Bond Ordinance
An ordinance authorizing a bond issue.




City of Longview                               - 283 -                                 2008-09 Budget
Glossary…Continued

Bonded Debt
The portion of indebtedness represented by outstanding bonds.

Budget
A plan of financial operation embodying an estimate of proposed expenditures for a given period
and the proposed means of financing them. Used without any modifier, the term usually
indicates a financial plan for a single fiscal year.

Budget Document
The instrument used by the budget-making authority to present a comprehensive financial
program to the appropriating body. The budget document usually consists of three parts: the
first part contains a message from the budget-making authority, together with a summary of the
proposed expenditures and the means of financing them; the second consists of schedules
supporting the summary and show in detail the information as to past years actual revenues,
expenditures, and other data used in making the estimates; and the third part is drafts of the
appropriation, revenue, and borrowing measures necessary to put the budget into effect.

Budget Message
A general discussion of the proposed budgets presented in writing by the budget-making
authority to the legislative body. The budget message should contain an explanation of the
principal budget items, an outline of the government's experience during the past period and its
financial status at the time of the message, and recommendations regarding the financial policy
for the coming period.

Budgetary Accounts
Accounts used to enter the formally adopted annual operating budget into the general ledger as
part of the management control technique of formal budgetary integration.

Budgetary Control
The management of a government in accordance with a budget for the purpose of keeping
expenditures within limitations.

Capital Budget
A plan of proposed capital outlays and the means of financing them.

Capital Improvement Program
A plan for capital expenditures to be incurred each year over a fixed period of years to meet
capital needs arising from the long-term work program or otherwise. It sets forth each project or
other contemplated expenditure in which the government is to have a part and specifies the full
resources estimated to be available to finance the projected expenditures.

Cash Basis
A basis of accounting under which transactions are recognized only when cash changes hands.




City of Longview                             - 284 -                               2008-09 Budget
Glossary…Continued
Delinquent Taxes
Taxes remaining unpaid on and after the date on which a penalty for nonpayment is attached.
Even though the penalty may be subsequently waived and a portion of the taxes may be abated
or canceled, the unpaid balances continue to be delinquent taxes until abated, canceled, paid,
or converted into tax liens.

Depreciation
(1) Expiration in the service life of fixed assets, other than wasting assets attributable to wear
and tear, deterioration, and action of the physical elements, inadequacy, and obsolescence. (2)
The portion of the cost of a fixed asset other than a wasting asset that is charged as an expense
during a particular period. In accounting for depreciation, this is the cost of a fixed asset other
than a wasting asset that is charged as an expense during a particular period. In accounting for
depreciation, the cost of a fixed asset, less any salvage value, is prorated over the estimated
service life of such an asset, and each period is charged with a portion of such cost. Through
this process, the entire cost of the asset is ultimately charged off as an expense.

Encumbrances
Commitments related to unperformed (executory) contracts for goods or services.

Enterprise Fund
A fund established to account for operations (a) that are financed and operated in a manner
similar to private business enterprises where the intent of the governing body is that the costs
(expenses, including depreciation) of providing goods or services to the general public on a
continuing basis be financed or recovered primarily through user charges; or (b) where the
governing body has decided that periodic determination of revenues earned, expenses incurred,
and/or net income is appropriate for capital maintenance, public policy, management control,
accountability, or other purposes. Examples of Enterprise Funds are water, gas, and electric
utilities; airports; and transit systems.

Formal Budgetary Integration
The management control technique through which the annual operating budget is recorded in
the general ledger through the use of budgetary accounts. It is intended to facilitate control over
revenues and expenditures during the year.

Fund
A fiscal and accounting entity with a self-balancing set of accounts recording cash and other
financial resources, together with all related liabilities and residual equities or balances, and
changes therein, which are segregated for the purpose of carrying on specific activities or
attaining certain objectives in accordance with special regulations, restrictions, or limitations.

Fund Balance
Represents the difference between assets and liabilities. Fund balance may be reserved for
various purposes or unreserved.

General Obligation Bonds (GO’s)
Bonds for the payment of which the full faith and credit of the issuing government are pledged.




City of Longview                              - 285 -                                2008-09 Budget
Glossary…Continued
Goal
A single, broad statement of the ultimate purpose for existence of an organization,
organizational unit or program.

Homesteaded
To claim and settle (land) as a homestead. Homestead is the place where one’s home is.

Interest & Sinking (I & S)
Terms used to identify repayment of debt.

Infrastructure
Public domain fixed assets such as roads, bridges, curbs and gutters, streets and sidewalks,
drainage systems and similar assets that are immovable and of value only to the government
unit.

Interfund Transfers
Transactions between funds of the same government.

Inter-departmental Service Fund
A fund used to account for the financing of goods or services provided by one department or
agency to other departments or agencies of a government, or to other governments, on a cost-
reimbursement basis.

Levy
(Verb) To impose taxes, special assessments, or service charges for the support of
governmental activities. (Noun) The total amount of taxes, special assessments, or service
charges imposed by a government.

Long-term Debt
Debt with a maturity of more than one year after the date of issuance.

Mission
The primary reason the organizational unit exists in terms of contribution to the organization.

Modified Accrual Basis
The accrual basis of accounting adapted to the governmental fund type Spending Measurement
Focus. Under this accrual basis, revenues are recognized when they become both
"measurable" and "available to finance expenditures of the current period." Expenditures are
recognized when the related fund liability is incurred except for: (1) inventories of materials and
supplies which may be considered expenditures either when purchased or when used; (2)
prepaid insurance and similar items which need not be reported; (3) accumulated unpaid
vacation, sick pay, and other employee benefit amounts which need not be recognized in the
current period, but for which larger-than-normal accumulations must be disclosed in the notes to
the financial statement; (4) interest on special assessment indebtedness which may be
recorded when due rather than accrued, if approximately offset by interest earnings on special
assessment levies; and (5) principal and interest on long-term debt which are generally
recognized when due. All governmental funds are accounted for using the modified accrual
basis of accounting.



City of Longview                              - 286 -                                2008-09 Budget
Glossary…Continued
Objectives
A descriptive list of those things which are accomplished in order to fulfill an organization's,
organizational unit's, or program's goal.

Operating Budget
Plans of current expenditures and the proposed means of financing them. The annual operating
budget is the primary means by which most of the financing acquisition, spending, and service
delivery activities of a government are controlled. Law requires the use of annual operating
budgets. Annual operating budgets are essential to sound financial management.

Operating Expenses
Proprietary fund expense, which are directly related to the fund's primary service activities.

Operating Revenues
Proprietary fund revenues directly related to the fund's primary service activities and consist
primarily of user charges for services.

Ordinance
A formal legislative enactment by the governing board of a municipality. If it is not in conflict
with any higher form of law, such as a state statute or constitutional provision, it has the full
force and effect of law within the boundaries of the municipality to which it applies. The
difference between an ordinance and a resolution is that the latter requires less legal formality
and has a lower legal status.

Prior Years’ Tax Levies
Taxes levied for fiscal periods preceding the current one.

Purchase Order
A document that authorizes the delivery of specified merchandise or the rendering of certain
services and the making of a charge for them.

Reserve for Debt Service
An account used to segregate a portion of fund balance for Debt Service Fund resources legally
restricted to the payment of general long-term debt principal and interest amounts maturing in
future years.

Revenue Bonds
Bonds whose principal and interest are payable exclusively from earnings of an Enterprise
Fund. In addition to a pledge of revenues, such bonds sometimes contain a mortgage on the
Enterprise Fund's property.




City of Longview                               - 287 -                                2008-09 Budget
Glossary…Continued
Statistical Tables
Financial presentations included in the Statistical Section to provide detailed data on the
physical, economic, social, and political characteristics of the reporting government. They are
intended to provide users with a broader and more complete understanding of the government
and its financial affairs than is possible from the basic financial statements and supporting
schedules included in the budget. Statistical tables usually cover more than two fiscal years
and often present data from outside the accounting records.

Tax Levy Ordinance
Ordinance by means of which taxes are levied.

Tax Rate
The amount of tax stated in terms of a unit of the tax base (example: 51.84 cents per $100 of
assessed valuation of taxable property).

Taxes
Compulsory charges levied by a government for the purpose of financing services performed for
the common benefit. This term does not include specific charges made against particular
persons or property for current or permanent benefits such as special assessments. Neither
does the term include charges for services rendered only to those paying such charges.

Wide Area Network (WAN)
Connects users, often crossing geographical boundaries of cities or states.




City of Longview                             - 288 -                             2008-09 Budget
                                        Acronyms
BNSF – Burlington Northern Santa Fe Railroad

BOD – Biological Oxygen Demand

CDBG – Community Development Block Grant

DARE – Drug Awareness Resistance Education

DWI – Driving While Intoxicated

EMS – Emergency Medical Services

EOC – Emergency Operations Center

EPA – Environmental Protection Agency

FY – Fiscal Year

FMPC – Financial Management Performance Criteria

FMIS – Fire Management Information System

GAAP – Generally Accepted Accounting Principles

GFOA – Government Finance Officers’ Association

GIS – Geographic Information System

GLOBE – Greater Longview Organization of Business and Education

HUD – Housing and Urban Development

ISO – Insurance Services Office

LED – Light Emitting Diode

LEDCO – Longview Economic Development Corporation

LEOSE – Law Enforcement Officer Standards and Education

MGD – Millions of Gallons per Day

MPO – Metropolitan Planning Organization




City of Longview                           - 289 -                2008-09 Budget
                                       Acronyms
PARD – Parks and Recreation Division

PPM – Parts Per Million

PM – Preventative Maintenance

PAR – Police Area Representative

RFP – Request for Proposal

SIP – State Implementation Plan

SOP – Standard Operating Procedure

SUP – Specific Use Permit

TCO – Telecommunications Operator

TDH – Texas Department of Health

TDPRS – Texas Department of Protective and Regulatory Services

TIF – Telecommunications Infrastructure Fund

TML – Texas Municipal League

TMRS – Texas Municipal Retirement System

TOC – Total Organic Carbons

TNRCC – Texas Natural Resource Conservation Commission

TSS – Total Suspended Solids

TWDB – Texas Water Development Board




City of Longview                           - 290 -               2008-09 Budget

				
DOCUMENT INFO
Shared By:
Categories:
Tags:
Stats:
views:51
posted:11/11/2011
language:English
pages:300