HomeMy WebLinkAboutCity Council-Agenda Packets-Worksession-8/12/2014City of Colleyville Page 1
City of Colleyville
City Council Worksession
Agenda
City Hall
100 Main Street
Colleyville, Texas 76034
817. 503.1000
www.colleyville.com
Tuesday, August 12, 2014
6:00 p.m.
Executive Conference Room
Third Floor, City Hall
1. CALL TO ORDER
2. PRESENTATION AND DISCUSSION
2a Presentation and discussion of the proposed Fiscal Year 2015 (FY 2015)
budget
3. ADJOURNMENT
I hereby certify this agenda was posted on City Hall bulletin boards Friday, August 8,
2014, by 5:00 p.m.
Amy Shelley, TRMC
City Secretary
Any matter on this agenda may, at the discretion of the governing body, be opened for
public comment and discussion.
If you plan to attend this public meeting and have a disability that requires special
accommodations, please advise the City Secretary at least 48 hours in advance at
817.503.1133, and reasonable accommodations will be made to assist you.
City of Colleyville Page 1
City of Colleyville
Colleyville City Council
Worksession
Agenda Briefing
City Hall
100 Main Street
Colleyville, Texas 76034
www.colleyville.com
Agenda Number 2a Agenda Date 08/12/2014 Number
Type Presentation and Discussion
Department City Manager
Title
Presentation and discussion of the proposed Fiscal Year 2015 (FY 2015) budget
Explanation
This item provides an opportunity to present and discuss the proposed FY 2015
budget. The attached budget message will provide a detailed account of the proposed
budget, with the presentation providing a broad highlight of the same.
Proposed revenues and expenditures are also attached for the General Fund, Utility
Fund, and Drainage Fund. Finally, a summary of the proposed FY 2015-2019 Capital
Improvement Program is attached.
Attachments
1.Budget Worksession Presentation
2.FY 2015 Proposed Budget Message
3.FY 2015 Proposed Budget- General Fund
4.FY 2015 Proposed Budget- Utility Fund
5.FY 2015 Proposed Budget- Drainage Fund
6.Proposed FY 2015-2019 CIP
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We are pleased to present the proposed FY 2015 Combined Annual Operating
Budget for the City of Colleyville. This document represents the City’s ongoing
commitment to prudent fiscal management in delivering services that enhance the
quality of life of Colleyville’s citizens and meeting the expressed needs of our
community. It also addresses the need to protect the long-term future of the
community, primarily in the areas of public safety, preservation of public
infrastructure, and in delivering sustainable government that aligns with the
demands of today, while ensuring the ability to respond to growth. While this
budget covers only fiscal year 2015, it continues to define a path that will move
Colleyville into the future as a safe city with a solid infrastructure and an ongoing
commitment to improving quality of life.
The proposed budget funds current and enhanced service levels to meet the
Colleyville City Council’s priorities for service delivery, while maintaining the current
tax rate. The proposed budget has been formulated with a philosophy of:
• Providing high-quality governmental services consistent with citizen
expectations
• Constantly seeking opportunities to improve service delivery or increase
efficiency through technology, partnerships, or improved processes
• Careful stewardship of city resources, emphasizing affordability and
sustainability
• Valuing our employees
Furthering our commitment to fostering community involvement and governmental
transparency, a summary presentation of the proposed budget has been placed on
the City’s website. A public hearing on the budget is scheduled on September 2,
2014, to allow citizens an opportunity to provide input on the proposed budget. The
proposed budget is scheduled for City Council final approval on September 16,
2014. Any questions or requests for additional information should be directed to
Adrienne Lothery, strategic services manager, at 817.503.1112 or by email to
alothery@colleyville.com.
BUDGET OVERVIEW
Over the years, Colleyville’s budget document has evolved from a simple financial
report with proposals for expenditures and estimates of revenue, into the City’s
most comprehensive annual document establishing budgetary policies. The budget
decisions outlined in this document influence the fiscal state of the city, the function
of its government, and budget considerations for current and future needs. The
City’s budget, therefore, is the most important working policy and planning tool
used by the City Council and staff to provide quality services to the citizens of
Colleyville, as determined by the City Council and for which funds are available.
Financial Summary
The proposed budget is balanced in accordance with state law, the City Charter,
and ordinances. The combined proposed expenditures and transfers of the City’s
major operating funds total $39,537,875, which is a $2,269,020 increase from the
current year operating budget.
Fund
Type
Adopted
FY 2014
Proposed
FY 2015
Change
General $21,533,967 $23,028,218 $1,494,251
Drainage $ 873,519 $ 1,121,825 $ 248,306
Utility $13,176,572 $14,005,640 $ 829,068
Debt Service $ 1,684,797 $ 1,382,192 ($ 302,605)
Total: $37,268,855 $39,537,875 $2,269,020
One measure of a city’s financial strength is the level of its fund balance. In keeping
with the City Council’s conservative fiscal policy of a 90-day reserve requirement,
the General Fund is projected to have 82 days over the 90-day minimum for a total
of a 172-day reserve and the Utility Fund is projected to have 74 days over the 90-
day minimum cash balance for a total of a 164-day reserve as of September 30,
2014.
Fund Type Number of Days Amount
General 172 $10,893,518
Utility 164 $6,316,129
The reserve earns interest, bolsters cash flow, and is available for unanticipated
expenditures or emergencies. As a non-recurring revenue source, beginning fund
balances are used to fund capital or other one-time expenses only.
Issues and Challenges
Colleyville benefits from a strong residential base, which helps mitigate the
negative effects of economic fluctuations. Property values have rebounded
substantially from the declines experienced in fiscal years 2011 and 2012, and
continued growth is anticipated in economy-driven revenues, such as sales tax.
While other funding sources for fiscal year 2015 remain relatively steady in the
majority of revenue categories, prudent management of the City’s finances on
previous and current capital improvement projects has reduced debt and,
subsequently, debt service costs. The resulting debt service savings will be used to
help fund current and long-term funding priorities as delineated in the fiscal year
2015 budget. Through July of fiscal year 2014, 189 new single-family lots were
approved. As such, it is anticipated that the number of building permits issued and
associated development-based revenue in fiscal year 2015 will be similar to the
current year. As Colleyville approaches build-out, which is estimated to be in 2025,
development revenues will be difficult to predict due to the declining availability of
land for new development. Each revenue source is discussed in more detail in
subsequent sections of this budget message.
Like much of the country, the City of Colleyville faces the issue of maintaining and
gradually replacing an aging infrastructure, including streets, utility lines, buildings,
and other community assets. Attention has been focused on the most urgent
priorities and addressing those situations that pose the highest risk if not
addressed. Staff also carefully considers which investments will serve to extend the
useful life of an asset, essentially postponing the need for full replacement for a
number of years, when making funding recommendations.
At the budget worksession in May, staff presented a five-year General Fund budget
forecast to fiscal year 2019. That forecast includes conservative estimates for
revenues such as property tax and sales tax, as well as expenditures and any
changes that can be reasonably anticipated. One of the long-term challenges
Colleyville experiences is constrained growth in the property tax revenue category
due to a freeze on assessed valuation for properties owned by individuals 65 years
or older, even though property values are increasing. Sales tax revenue is
anticipated to grow, particularly with the developments surrounding the opening of
Whole Foods Market, but projections remain conservative as this is one of the most
volatile revenue sources, often impacted by fluctuations in the overall economy and
other factors beyond the city’s control. The forecast for expenditures includes the
commitment to hire an additional police officer in each fiscal year through 2016, the
commitment to hire three new fire personnel in fiscal year 2015, general cost
increases for materials and contractual services required each year, and modest
growth in personnel costs. This forecast served as the framework and starting
point for budget discussions, helping staff and the City Council focus on the long-
term budgetary implications of current funding decisions. It also helped to put
long-term goals into perspective relative to the overall resources available in the
General Fund. This information was weighted heavily in determining fiscal year
2015 budget priorities.
ACCOUNTING FOR INTEGRITY
The proposed budget is balanced and prepared in accordance with state law, the
Colleyville City Charter, ordinances, budget policies, and in accordance with the
provisions outlined in the Governmental Accounting Standards Board (GASB)
“Statement No. 34, Basic Financial Statements – and Management’s Discussion and
Analysis – for State and Local Governments.”
The accounts of the City are organized on the basis of funds or account groups,
each of which is considered to be a separate accounting entity. All funds are
budgeted and accounted for on a Generally Accepted Accounting Practice (GAAP)
basis for purposes of financial statement presentation. The governmental fund
types use a financial resources measurement focus and are accounted and
budgeted for using the modified accrual basis of accounting. Under this modified
accrual basis, revenues are recorded when susceptible to accrual, i.e., both
measurable and available. “Available” means collectible within the current period or
soon enough thereafter to be used to pay liabilities of the current period.
Expenditures represent a decrease in net financial resources and, other than
interest on general long-term debt, are recorded when the fund liability is incurred,
if measurable. Interest on general long-term debt is recorded when due.
Governmental fund types are those through which most governmental functions of
the City are financed. The acquisition, use, and balances of the City’s expendable
financial resources and the related liabilities (except those accounted for in the
proprietary and fiduciary fund types) are accounted for through governmental fund
types.
Proprietary fund types are accounted and budgeted for on a cost-of-service or
“capital maintenance” measurement focus, using the accrual basis of accounting.
These fund types operate in a manner similar to private business. The City utilizes
only the enterprise fund type. Under the accrual basis of accounting, revenues are
recognized when earned; expenses are recognized when incurred. For purposes of
this budget presentation, depreciation is not displayed, and capital expenditures
and bond principal payments are shown as uses of funds.
The City provides a full range of municipal services supported by statute or the
Colleyville City Charter. This budget utilizes the following funding sources to provide
these services:
• General Fund: Accounts for the resources and expenditures related to the
generally recognized governmental services and/or functions provided by
various City departments – a governmental fund type.
• Utility Fund: Accounts for all the activities required for the provision of water
and sanitary sewer to residents of the city – a proprietary fund type.
• Capital Projects Fund: Accounts for financial resources to be used for the
acquisition or construction of major capital projects – a governmental fund
type.
• Capital Equipment Replacement Fund: An internal service fund to account for
funding for, and acquisition of, the City's vehicles, maintenance equipment,
and computer equipment – a governmental fund type.
• Drainage Utility Fund: Accounts for all the activities required for the
management of storm water drainage – a proprietary fund type.
• Court Technology Fund: Accounts for all activities, in accordance with state
statutes, related to the collection and use of the Municipal Court technology
fee imposed on convictions on cases adjudicated in the Court – a
governmental fund type.
• Court Security Fund: Accounts for all activities, in accordance with state
statutes, related to the collection and use of the Municipal Court building
security fee imposed on convictions on cases adjudicated in the Court – a
governmental fund type.
• Strategic Initiatives Fund: Accounts for financial resources to be used with
the City Council’s authorization for programs and projects linked directly to
the City’s strategic plan – a governmental fund type.
• Colleyville Crime Control and Prevention District (CCCPD): Accounts for the
City of Colleyville Crime Control and Prevention District formed to act on
behalf of the City for financing crime control throughout the City.
• Colleyville Economic Development Corporation (CEDC): Accounts for the use
of bond proceeds and sales tax revenues for municipal park improvements,
the purchase of land and equipment for additional neighborhood parks, and
for the construction of a community center and library. Consistent with state
law, some funds may be allocated by the board of directors for promotional
efforts for special events and marketing.
• Voluntary Library Fund: Accounts for the operations for which voluntary
contributions by citizens are used. Contributions are used primarily to
support library activities.
• Voluntary Park Fund: Accounts for the operations for which voluntary
contributions by citizens are used. Contributions are used primarily to
support park activities.
• Colleyville Tax Increment Financing (TIF) District: Created in 1998, the
primary goal of the district is to encourage quality commercial development
in the city by using ad valorem revenues from property value growth since
the creation of the district, within the district for infrastructure improvements
and economic development.
• Juvenile Case Manager Fund: This fund is used to account for staff, whose
primary role is handling juvenile defendants in terms of teen court dockets,
all school violations including truancy, failure to attend school and parental
noncompliance violations, and mandatory classes for drug, tobacco and
alcohol defendants, as permitted by state statute.
BUDGET STRATEGY & DEVELOPMENT
By definition, preparation of any budget is the allocation of scarce resources. There
will always be more needs than can be met with available funds. The City Council,
on behalf of the citizens, establishes the price community members are willing to
pay for local government services. Utilizing citizen input such as the 2014 Citizen
Survey, the City Council determines various goals to meet the priorities of citizens,
which is ultimately reflected in the city’s Strategy Map, a visual depiction of the
City’s goals and objectives. (A copy of the current Strategy Map is included in the
appendix of this document). Staff’s role is to guide the process by providing
purchasing proposals pursuant to the City Council’s highest priorities.
We approach budget development with the understanding that the programs and
services included in the current budget reflect the Council’s and community’s
highest priorities. However, some of programs and services are not fully funded.
For example, we are currently perform street maintenance, but we are not fully
funding this service. The fiscal year 2015 budget focuses on ensuring that services
are provided at the high level expected by citizens, and that to the greatest extent
possible current programs and services are fully funded and functioning at the
desired level before new services are considered. In line with this approach,
additional funding requests submitted by departments were categorized as either
requests to fully fund the current service level, or as service enhancement requests.
These efforts ensure that the City’s resources and staffing are aligned to meet
today’s demands and that service levels remain sustainable in the foreseeable
future.
As the budget serves as a policy document upon adoption for the upcoming fiscal
year, any service level enhancements beyond those included in the adopted budget
must be vetted and determined by the City Council. Changes in budget allocation
will likely necessitate the loss or reduction of other programs or services to stay
within the City’s balanced budgetary parameters.
Development of the fiscal year 2015 budget was guided by the community’s
priorities as expressed in programs, such as the citizen survey, and outlined in the
City of Colleyville’s Strategy Map. Each item has been vetted for its alignment with
the goals and objectives delineated in the Strategy Map, reviewed for resource
optimization, and finally weighted against both current and future community
needs.
The City of Colleyville’s Strategy Map outlines four viewpoints in which to view the
organization from various angles. Those perspectives are learning and growth,
financial, business, and customers. Each perspective is represented by a tier on the
Strategy Map and contains objectives that must be achieved to ensure we are
ultimately delivering on our focus areas. Measuring against the four tiers of
objectives, based on the four perspectives of a balanced approach provide the
‘how” for how we deliver on our focus areas, which are: protect and preserve
Colleyville neighborhoods, provide sustainable development, economic
development, and sustainable government.
The order of the four perspectives is relevant. When we begin with “promote
learning and growth,” we acknowledge that we must start with the right people,
who are trained and empowered to do good work. With the right people in place,
we are able to focus on our financial reality and being good stewards of our citizens’
tax dollars. When we focus on our financial inputs, outputs, and future needs, we
are then able to look at how we “manage the business” to ensure that the dollars
we spend are maximized and spent on the right things. When we have our ducks in
a row internally, we can serve our customers and provide the high-quality programs
and services they expect. Without the right people, the right financial focus, and
the right processes, we would not be able to serve our customers as well. And of
course, we must do all of these things in order to deliver on our focus areas.
By remaining focused on the goals and objectives outlined in the Strategy Map, the
community, City Council, and staff can weigh the divergent demands of the
citizenry, pursuing only those elements that help achieve the identified objectives,
and thereby ensuring the highest priorities of the community as a whole are
accomplished. For this reason, every new effort and element of the City’s business
plan, including existing programs, is tied to one or more of these objectives, as
detailed in the sections that follow. The items listed under each of the four
perspectives include highlights of the investments slated to receive continued
funding in fiscal year 2015, any significant changes in funding, and a description of
new items that will receive funding.
Protect and
Preserve
Neighborhoods
Sustainable
Government
Economic
Development
Core Services
Serve Our Customers
objectives Manage The Business
objectives Provide Financial Stewardship
objectives
Promote Learning
& Growth
objectives
Priorities and Fiscal Year 2015 Focus
With this budget, staff recommends allocating resources according to the priorities
of our citizens and City Council, while maintaining the conservative fiscal approach
that has allowed Colleyville to attain and maintain an AAA bond rating. The service
delivery plan maintains or enhances the programs and services that support one or
more of the city’s four focus areas: protect and preserve neighborhoods,
sustainable government, economic development, and core services.
Some of the priorities related to protecting and preserving neighborhoods include
maintaining the lowest crime rate in Tarrant County, adequately staffing public
safety operations, reinvesting in infrastructure, and planning for Colleyville’s future
by developing “Destination Colleyville,” an updated comprehensive plan for the
city’s growth over the next 20 years.
To further our commitment to sustainable government, priorities include evolving to
total electronic document storage and retention, leveraging technology to improve
service delivery, and continuing the commitment to investing in the City’s most
valuable resource—the employees who are ultimately responsible for service
delivery. Local government is a service organization, and as with most service
organizations, the skills, experience, education, and attitude of our employees are
essential ingredients to success. We can only attract and retain quality employees
if we provide compensation, facilities, equipment, and a work environment that
allows each employee to reach his or her potential.
Economic development is an ongoing priority and although significant gains have
been realized, it is important to continue to focus on attracting and retaining the
types of commercial development that contribute to the high quality of life in
Colleyville. Additional investment in this area will be key to achieving the next level
of success in guiding Colleyville’s development in a way that reflects the desires
expressed in the comprehensive plan. Furthermore, the impending reconstruction
of Colleyville Boulevard places a unique burden on the city to support and advocate
for our businesses along this corridor. Significant efforts to provide this support are
detailed in the sections that follow.
As a local government, we exist to provide certain services that citizens expect, at
the level they expect, for a good value. In our increasingly mobile and transient
society, individuals choose which communities to become citizens of based upon
how that city chooses to define core services. In Colleyville, core services are the
programs and services currently funded. Over time, this definition will evolve
depending on the priorities of the community.
The proposed budget provides a staffing level of 203 full-time equivalents (FTEs),
7.5 more FTEs than in fiscal year 2014, in order to fully fund the programs and
services expected by citizens. Careful consideration was given to all position
requests to ensure that decisions are both appropriate and sustainable in the long-
term. The new or upgraded positions in the fiscal year 2015 proposed budget
include adding one police officer, three firefighter/paramedics, one economic
development coordinator, one temporary construction manager to serve through FY
2019, increasing one part-time administrative support specialist in the library to full
time, increasing one part-time police records clerk to full time, and increasing one
part-time maintenance and operations technician in the Colleyville Center to full
time.
To sustain and plan for Colleyville’s long-term needs, the fiscal year 2015 budget
includes a Five-Year Comprehensive Capital Improvement Plan (CIP). This plan
identifies planned projects for the next five years, based on funding availability, and
a schedule for completion. Capital projects are defined as those projects requiring
an investment of $50,000 or more. Colleyville’s CIP includes projects in a number
of categories, as shown in the chart below. Similar to the five-year General Fund
budget projection, the CIP provides an opportunity to consider all of the city’s
capital needs in the coming years and determine the priority of each, as well as
whether available funding resources are sufficient to support those expenditures.
The CIP operates on a multi-year basis and utilizes a variety of funding sources
including the City’s major operating funds, impact fees, special revenue funds, and
other entities such as TxDOT. While the plan itself covers five fiscal years, only the
upcoming year of the five-year plan is included in the City’s budget each year. In
the sections that follow, major fiscal year 2015 investments in the CIP from City
resources have been described in more detail.
FY 2015 Project Category FY 2015 Project Cost
Streets $21,067,400
Utility 662,648
Parks 1,264,137
Technology 394,700
Facilities 250,000
Other 500,163
TOTAL $24,139,048
The fiscal year 2015 budget continues delivery of current citizen services while
placing greater emphasis on investing in those opportunities that most significantly
further one or more of our four focus areas. As is typical in local government,
funding requests exceed available revenues, requiring decisions regarding what to
fund. As we begin to plan for the future in more detail, not all items can be funded.
The fiscal year 2015 budget is a balanced budget based on community and City
Council priorities as we know them and makes significant progress toward achieving
many of the city’s needs and long-term goals. Those items that were not funded
this fiscal year are described in a subsequent section of this budget message and
may be considered in future budgets.
PROMOTE LEARNING & GROWTH
As mentioned previously, the first of the four perspectives we focus on is “promote
learning and growth.” When we begin with “promote learning and growth,” we
acknowledge that we have to start with the right people, who are adequately
trained and empowered to do good work, to successfully deliver on the city’s four
focus areas. While some efforts to promote learning and growth are made in
intangible ways, such as fostering positive employee engagement, empowering
informed decision-making and appropriate risk taking at all levels of the
organization, and ensuring our people understand the strategy and how they
contribute to it, other efforts must be tangible, such as attracting, developing, and
retaining skilled employees who embrace our values by offering competitive
benefits and compensation that reward good and high performance. The following
describes ongoing investments to do just that:
• Year 2 (of 3) of 2014 market adjustments - $72,063
Employees earning below the new minimum salary of their position’s pay range
received a market adjustment, not to exceed 10 percent, through the new
compensation structure implemented in fiscal year 2014. Employees currently
earning more than 10 percent below the new minimum salary will receive the
remainder of the adjustment over the next one to two fiscal years so that an
individual’s pay increase does not exceed 10 percent in any given year. Fiscal
year 2015 will fund Year 2 implementation costs at $72,063. Market
adjustments necessary to implement the new compensation structure adopted in
fiscal year 2014 will be complete in fiscal year 2016, with Year 3 costs estimated
at less than $5,000.
• Performance-based merit increases- $226,417
Employees hired prior to October 1, 2014, will be eligible for a mid-year
performance-based merit increase in fiscal year 2015 based on successful and
exceptional performance. On an individual basis, the increase will not exceed
five percent. Employees receiving a market adjustment and merit increase may
not exceed a total increase of 10 percent. Performance-based merit increases in
mid-fiscal year 2015 will be predicated on employee performance under the
comprehensive performance management program implemented in fiscal year
2014. The new system includes more meaningful tools and a streamlined
process to document employee goals, expectations, and performance to
reinforce alignment of City services with citizen expectations as it pertains to the
organization’s expected standards.
• Employee insurance benefits
Employee insurance benefits include medical, dental, life, accidental death and
dismemberment, long-term disability, and COBRA insurance, as well as flexible
spending account and health reimbursement arrangement administration. The
City continues to exhibit a substantial commitment to employee benefits by
funding employee and dependent medical insurance premiums based on a tiered
structure tied to wellness program participation. This tiered structure for health
insurance subsidies has proven to be an innovative approach to addressing
increasing healthcare costs, while providing a benefit for employees that allows
the City to maintain a competitive benefit position among its peer cities. The
wellness initiative is designed to improve employee health and is trending
favorably in the long-term due to reduced utilization of the medical plan.
Comparing costs for medical insurance premiums in fiscal year 2010 to fiscal
year 2015, the city’s portion has been reduced by $380,312.
Medical premiums will decrease by 3 percent in at the start of this fiscal year.
Additionally, the Patient Protection and Affordable Care Act (PPACA) is expected
to increase medical premiums by approximately 0.25 of a percent in January to
reflect the effects of the Health Insurer fees, Reinsurance fees and Patient-
Centered Outcomes Research Institute fees. The net decrease in medical
premiums will be shared between the City and the employees through the tiered
premium structure.
• Texas Municipal Retirement System (TMRS)
The City is committed to ensuring the retirement benefit offered to employees is
affordable, sustainable, and competitive. The City’s current plan design does not
change and includes funding for participation in the TMRS program at a
contribution rate of 7.84 percent (annualized 7.63 percent), up 0.795 percent
from the annualized rate of 7.045 percent in fiscal year 2014. TMRS is a hybrid
defined contribution plan. When a TMRS member retires, the portion of their
retirement annuity paid by the municipalities they have worked for is directly
tied to their service time in those cities. For the current actuarial period, the
City has no unfunded liability.
PROVIDE FINANCIAL STEWARDSHIP
Providing financial stewardship of the city’s resources is the foundation of all efforts
by City staff. Many of the investments described in this section highlight the ways
Colleyville works to ensure that our long-term needs are addressed. The City is
extremely proud of achieving an AAA bond rating in all three areas of debt (tax
supported, utility, and drainage) and will continue to follow the conservative
financial principles and policies that have allowed us to achieve that coveted
designation. As we forecast needs and plan for the future, balancing priorities with
resources in a sustainable way, we also will work to finance projects using currently
available dollars to the greatest extent possible. Efforts to further our focus on
financial stewardship in fiscal year 2015 include the following:
• Review and update of fees and charges
Each year as a part of the budget process, staff reviews current fees and
charges to ensure that amounts are set appropriately for cost recovery and to
remain consistent with the market. While the number of fees and amount of fees
adjusted varies from year to year, this annual review provides consistent
assurance that our taxpayers are not subsidizing more services than necessary.
• Outside review of financial processes
Each year, the City not only undergoes an audit from an outside firm to verify
the accuracy of our accounting records, we also voluntarily participate in other
external reviews. These include submission of the budget document to the
Government Finance Officers Association (GFOA) Budget Award program, the
GFOA Certificate of Achievement for Excellence in Financial Reporting (CAFR)
Award, and the Texas Comptroller’s Leadership Circle for financial transparency.
• Ambulance replacement - $44,621
Third-year funding for replacement of the front-line ambulance through a lease
purchase plan is included through the Debt Service Fund. The total cost of the
ambulance was $209,425, which will be paid over a five-year period, ending in
2017.
• Police vehicle replacements- $226,000
Funding for replacement of four marked police vehicles and one unmarked police
vehicle is included in the fiscal year 2015 CCCPD budget. The fleet management
plan for the police department calls for retaining patrol vehicles for a period of
three years and replacement of five vehicles annually, which is consistent with
the funding available in the CCCPD budget and provides for long-term
sustainability of the police fleet.
• Replacement of vehicles and capital equipment (General Fund) - $242,000
The fiscal year 2015 budget includes a transfer from the General Fund to the
Capital Equipment Replacement Fund, for which $72,000 is designated for
replacement of servers and other technology, and $170,000 is designated for
the replacement of vehicles and equipment utilized by programs accounted for
in the General Fund.
• Replacement of vehicles and capital equipment (Utility Fund) - $81,100
This funding has been budgeted to set aside resources for replacement of
vehicles and capital equipment that are utilized by programs accounted for in
the Utility Fund.
Maintaining the City’s investment in buildings and facilities is also an important
component of financial stewardship. The fiscal year 2015 budget provides funding
for several high priority maintenance and repair items as listed below.
• City Hall water valve actuators - $15,572 (one-time expenditure)
Current hot water coil actuators are 11 years old and it is time to replace them.
The actuators provide the heat for City Hall and the library.
• Replace water heaters at the Justice Center - $47,880 (one-time expenditure)
This funding will replace a standard new water heater and a large capacity water
heater at the Justice Center. The current water heaters are 12 years old and
showing signs of wear. The average life of a water heater is 10 years.
• Additional building maintenance items at City Hall - $15,766 (one-time
expenditure)
Additional building maintenance items at City Hall, including replacement of
lighting on the dais in the Council Chambers and fan powered box heat for the
Executive Conference Room are also included in the proposed budget.
MANAGE THE BUSINESS
Starting with the right people who are trained and empowered to do good work, we
are able to focus on our financial reality and being good stewards of our citizens’
tax dollars. We are then able to focus internally and evaluate how we “manage the
business,” ensuring that the dollars we do spend are maximized and spent on the
right things. This may include investments in technology to leverage our personnel
resources, partnerships with other agencies to reduce redundancy and improve
efficiency, and communication efforts that cultivate a culture of transparency. The
items that follow highlight continuing or enhanced investments in how we “manage
the business”:
• Water meter replacement program – program change
The current water meter replacement program operates on a 10-year
replacement schedule. After further analysis and acknowledging that water
meters are covered under a 15-year warranty, the program will now operate on
a 12-year replacement schedule. This change allows continuation of excellent
service, but is more financially sustainable and does not require additional
funding at this time.
• Implementation of new utility billing platform
In November of 2014, the MUNIS utility billing module will be implemented to
provide customers an ability to monitor usage and to seamlessly pay their bill
online.
• Additional contractual support for communications activities - $5,000
Additional funding for communications activities has been included in the fiscal
year 2015 proposed budget, to allow staff to contract with outside vendors for
graphics, web design assistance, promotional pieces, and other tools utilized to
communicate with citizens and customers. This will allow staff more time to
update and maintain the city’s website in a more comprehensive and systematic
way.
• Digitizing documents to Laserfiche - $37,000
In fiscal year 2014, staff contracted with a third party to have documents
currently located in storage digitized. The fiscal year 2015 proposed budget
includes funding to continue this work on an incremental basis each year, until
all City documents have been transitioned into a digital format.
• Upgrade of one part time police records clerk to full time - $26,374
To further the City’s overall plan to convert historic and new records to a digital
format, the proposed budget includes funding to upgrade one part-time records
clerk in the police department to full time. The Police Records Unit currently
houses over 15,000 records that date back several decades. Utilizing part-time
positions and volunteers to accomplish the task of reviewing, scanning, purging,
and managing these records has proven to be inefficient. The upgrade of this
position will allow the Records Unit to continue to manage an increasing number
of new records and make progress in digitizing existing hard-copy records.
• Installation of fiber for the City - $394,700
The City currently leases fiber to provide connectivity between buildings. By
owning our own fiber, the cost for much of the current lease would be
eliminated. It is anticipated that, based on the current amount of fiber used by
the City and that the amount used increases substantially each year, costs for
the leased fiber will only continue to increase. The fiscal year 2015 CIP includes
installation of fiber Phases 1 through 3, to be funded by the Colleyville
Tomorrow Fund. Phase 1 will connect City Hall and the Justice Center
($237,000), Phase 2 will connect the Justice Center and the Central Fire Station
($71,000), and Phase 3 will connect the Justice Center and the Public Works
Service Center ($86,700). Based on current rates for leased fiber, the return on
investment (ROI) for installing City-owned fiber is 10 years. However, the
actual ROI will likely be sooner as it is anticipated that service levels
(bandwidth) will need to increase and that leased prices will continue to
increase.
• Increased leased fiber - $2,500
While installation of City-owned fiber will make dramatic progress in improving
connectivity between buildings, those buildings that will not be connected by
City fiber will still be served by leased fiber and are in need of increased
bandwidth. Current speeds prevent efficient work and the additional funding
included in the fiscal year 2015 proposed budget increases the bandwidth at
those locations that will use leased fiber to connect to the new City-owned fiber
for a portion of the fiscal year (after the fiber install project is completed).
• Upgrade desktop support technician to management analyst - $9,117
As technology continues to play a larger role in efficiently providing city services
and as that technology becomes more advanced, more sophisticated staff
support is necessary to properly maintain and service current hardware and
software. The fiscal year 2015 budget includes funding to upgrade the current
desktop support technician position to a management analyst, providing better
suited support as opposed to basic trouble-shooting and physical labor as
provided in the current job classification.
• Laserfiche license upgrade - $25,896
The current Laserfiche license agreement allows for 28 concurrent users,
meaning no more than 28 citizens and/or employees can access the online
document repository at one time. The increased funding in the fiscal year 2015
budget allows for 50 concurrent users, providing for increased transparency to
citizens and for increased efficiency for staff.
• Phase I courts technology upgrade - $63,916 (one-time expenditure)
Phase I of the courts technology upgrade includes the replacement and upgrade
of all audio and recording equipment, as well as the projector in the courtroom.
The current equipment is 12 years old and in need of replacement. Some of the
cost may be shared with the City of Keller, our partner in the joint municipal
court.
• Phase II Police/Emergency Operations Center technology upgrade - $44,460
(one-time expenditure)
Funding has been included in the fiscal year 2015 budget to replace and upgrade
the technology in the briefing room at the Justice Center. The room is utilized
by every patrol shift to communicate daily information to the officers; it also
provides a training area and overflow room for the Emergency Operations
Center (EOC).
• Field connectivity for meter services worker - $2,950
Funding for a laptop and aircard for the meter services worker has been included
in the proposed budget to allow for the employee to access VueWorks, the web-
based public works asset management software, from the field and increase
efficiency. Field connectivity will eliminate the need to physically pick up service
orders from the utility billing office.
The proposed budget provides contract services with other governments and
agencies in the following areas:
• Municipal Court: In fiscal year 2013, Colleyville and Keller broke new ground as
the first Texas cities to consolidate their municipal court operations. The
combined court, now in operation for two years, is transitioning to a paperless
environment that will streamline processes and further efforts to manage our
document retention electronically.
• Animal Control: In fiscal year 2013, Colleyville and Southlake consolidated
animal control and shelter services with Keller, a change that resulted in
improved animal services in all three communities, reduction of redundancy in
operations, better utilization of building and technical resources, increased
training time for employees, sufficient staffing for dedicated shelter and
adoption personnel, and improved compliance with state and national standards
for the humane treatment of animals. The fiscal year 2015 budget for this
agreement, which pays for Colleyville’s proportionate share of the costs,
decreased by $1,920 compared to fiscal year 2014, based on the calculations
provided by the city of Keller on Colleyville’s utilization of shelter and animal
services.
• Communications and Jail Services: Continuation of funding for the regional
communications and jail services is included in fiscal year 2015 through a multi-
year interlocal contract with Keller and Southlake. This funding budgeted for
fiscal year 2015 increased by $198,456, which reflects Colleyville’s proportionate
cost of the interlocal contract. The increase for fiscal year 2015 is due to
rebalancing the three-year average that determines each member city’s
utilization of total services and establishes the percentage of total cost paid by
each city accordingly. Additionally in fiscal year 2011, Tarrant County 9-1-1
leased the Colleyville Communications Center as a permanent backup site, which
created additional revenue. Tarrant County 9-1-1 also will keep the facility up to
date with the latest technology. Funding is provided to meet the contractual
obligations for fire response in the Bedford response area, a contract that
expires in September 2015.
• Northeast Fire Department Association (NEFDA): This association of 14 cities in
Northeast Tarrant County provides resources, support, and staffing for
emergency events such as a water rescue, HAZ-MAT incident, or an event
involving an explosive device. Participating cities contribute financially to
maintain and replace equipment or apparatus needed to respond in these
situations.
• Public Safety: Colleyville will continue participation as a member city in Tarrant
County’s NETCO radio consortium. In 2014, the NETCO consortium completed
an upgrade to our 800MHz trunked radio system to Project 25 (P25) capability.
The P25 conversion included all radio equipment (i.e., towers, consoles, portable
radios, and handheld devices). NETCO member cities will continue to contribute
to the consortium for future maintenance and system enhancement costs.
• Street Overlay: To maximize street maintenance activities, the City will
continue partnering with Tarrant County for county labor resources for one
street maintenance project per year. For these projects, the City provides
funding for materials. The county has specialized street overlay capabilities and
has shown a continued interest in assisting our maintenance program.
• Teen Court: Along with Grapevine and Keller, Colleyville partners with
Southlake to operate the Metroport Teen Court. The fiscal year 2015 CCCPD
provides funds for our continued participation in this program in the amount of
$33,750, one fourth of the total annual program cost.
• Elections: Staff recommends continuation of the contract with the Tarrant
County Elections Center to conduct local elections at an annual cost of $7,000.
The efficiency and expertise provided by the county enhances the quality of the
electoral process available to our citizenry.
• Tax Assessment and Collection Services: The City will continue the agreement
with the Grapevine-Colleyville Independent School District (GCISD) for tax
collection services.
SERVE OUR CUSTOMERS
To serve our customers and provide the high quality programs and services they
expect, we must start with the right people, the right financial focus, and the right
processes. Without attention to those foundational perspectives, we cannot serve
our customers well. Investments in the area of “serving our customers” typically
include items that are tangible to our citizens. In fiscal year 2015, highlights of
continuing or new investments in this area include:
• Three new firefighter/paramedic positions - $207,129
This budget includes funding to hire three additional firefighter/paramedic
positions. The addition of these positions achieves full operational staffing by
adding one additional staff member to each shift. This allows for a minimum of
12 employees per shift including three on each truck or engine company, two on
the ambulance, and one battalion chief.
• One new police officer position- $72,933
The addition of one new police officer position is included in the fiscal year 2015
budget, to be funded from the Colleyville Crime Control and Prevention District
(CCCPD) budget. This position reflects the City Council’s commitment to adding
one new police position each year through fiscal year 2016.
• Texas Workforce Commission annual subscription- $1,500
The Texas Workforce Commission database is a common tool used by law
enforcement to address the task of locating and making contact with persons
involved in investigations and in seeking out those individuals with outstanding
warrants, as it contains current addresses and employment sites. This real time
information dramatically increases the efficiency of locating suspects by both the
criminal investigations detectives and the warrant officer.
• Colleyville Boulevard/SH26 reconstruction project management- $200,000
To ensure adequate city involvement in managing the upcoming reconstruction
of Colleyville Boulevard, the City’s construction manager will be temporarily
reassigned to that project for its duration. As such, a temporary construction
manager position is proposed in the fiscal year 2015 budget to backfill those
vacated duties. This position manages the City’s capital improvement projects
and development projects, ensuring proper construction of public improvements.
In addition to the staff support of this project, funds for additional advertising,
promotion, and support of our affected businesses, as well as additional
communication with citizens and visitors during the project, are also proposed.
The fiscal year 2015 cost of the temporary position and the additional
communications costs are proposed to be funded through a transfer of net
revenues over expenditures at the end of fiscal year 2014. It is anticipated that
these expenses will need to be budgeted through fiscal year 2017.
• One new economic development coordinator position - $18,960
To provide additional support for economic development efforts, an economic
development coordinator has been added to the fiscal year 2015 proposed
budget. Economic development is an ongoing priority and although significant
gains have been realized, it is important to continue to focus on attracting and
retaining commercial development that contributes to the high quality of life in
Colleyville. Furthermore, this new position will help provide support to
businesses affected by the reconstruction of Colleyville Boulevard. The cost of
this position is largely offset by shifting the part-time marketing coordinator
position to the Colleyville Economic Development Corporation (CEDC) budget,
better aligning that function with the purpose of the promotional portion of that
budget.
• Strategic Initiatives Fund current available balance - $295,817
The Strategic Initiatives Fund was established to fund programs and projects
linked directly to the City’s strategic plan, with the City Council’s authorization.
In particular, economic development incentives were indicated as an appropriate
use of these resources. The current available balance may be appropriated at
the discretion of the City Council.
• Upgrade of one part-time administrative support specialist in the library to full
time - $30,022
The fiscal year 2015 proposed budget includes funding to upgrade one part-time
administrative support specialist in the library to full time. The upgrade of this
position will provide increased administrative support to the library and bring the
library to full staffing based on the current service level. The additional hours
will also provide for more flexibility in scheduling to ensure adequate staffing
levels for library and recreation programs and city special events.
• Upgrade of one part-time maintenance and operations technician at the
Colleyville Center to full time- $25,712 ($0 net cost)
The Colleyville Center continues to increase weekend bookings, with many back-
to-back events, requiring center staff to work additional hours on weekends,
incurring overtime and/or accruing compensatory time. The fiscal year 2015
proposed budget includes funding to upgrade one part-time maintenance and
operations technician to full time, with a concentration of work hours on Fridays,
Saturdays, and Sundays. The additional hours will help the center maintain its
excellent customer service ratings, particularly as more bookings require more
room set ups and break downs, and maintenance to prepare for the next event.
The cost of this position upgrade has been offset by increased revenue
projections due to positive trends in bookings.
• Street maintenance - $3,000,000
A consistent focus by the City Council has been to provide the necessary funding
to maintain the city’s street infrastructure. Given this, the proposed budget
provides a base level of $2,000,000 for street maintenance/rehabilitation and an
additional $1,000,000 through a strategic draw-down of General Fund fund
balance (while still maintaining a healthy fund balance in excess of the adopted
90-day reserve requirement). This will be the third year of this strategic draw
down, which is anticipated to continue through fiscal year 2018. At that point,
other funding must be identified to continue the same level of street
maintenance. The fiscal year 2015 total of $3,000,000 for street maintenance in
the General Fund, an increase of $600,000 from fiscal year 2014, will be used as
a funding source in the comprehensive CIP, to be distributed among various
projects based on relative priority. Fiscal year 2015 will be the first year to fully
fund street maintenance at the level identified by recent pavement assessments
as being necessary to adequately maintain our streets at their current condition.
• Transfer to Capital Projects Fund - $300,000 (one-time expenditure)
Additional one-time funding has been included in the fiscal year 2015 proposed
budget to be transferred to the Capital Projects Fund for use on future capital
projects. Careful consideration was given to ensure that not all available funds
were obligated to recurring, or ongoing, expenses. Dedicating some of the
funding available for allocation in fiscal year 2015 to one-time purposes that
serve the City’s long-term goals is a prudent use of these funds.
• Sidewalk repair – $50,000
The proposed budget maintains funding for the repair and maintenance of
sidewalks, helps ensure pedestrian safety, and enhances Colleyville’s
“walkability” factor. Funding in the amount of $50,000 is recommended for
ongoing maintenance. This is in addition to escrowed construction funds for
neighborhood districts, as approved by the City Council in November 2008.
• The cost of purchasing potable water from the Trinity River Authority (TRA) has
increased during the past year due to additional TRA operational costs,
decreased usage through effective water conservation by area cities, and an
overall percentage increase in Colleyville’s portion of debt service due to usage
during ongoing drought conditions. It is likely that TRA rates will increase with
TRA’s new fiscal year beginning in December 2014. In the event TRA increases
their cost for treated water and wastewater, consistent with City Council policy,
that cost will be passed on proportionally to customers.
• Water and wastewater renewal program - $250,000
As part of the City’s focus on long-term infrastructure needs, the fiscal year
2015 Utility Fund budget maintains funding for proactive replacement of City
water and sewer lines, valves, pumps, lifts, manholes, inlets, and other
materials used in the delivery of potable water to, and the removal of sewage
from, Colleyville homes and businesses. This investment is utilized as one of
the funding sources for the CIP.
• FEMA grant match for updated floodplain maps - $290,500 (one-time
expenditure)
The proposed budget includes a drawdown of fund balance by $250,500 in the
Drainage Fund, to fund a FEMA grant match of $290,500. Operating funds of
$40,000 will also be used to meet the match requirement. The grant funds will
be used to survey, model, and map all of the waterways in Colleyville with the
exception of Big Bear and Little Bear Creeks. The grant is being administered by
the North Central Texas Council of Governments and will result in updated flood
plain maps for the City. FEMA is providing $336,500 toward this study, and
without the FEMA grant, the City would have to pay for the entire study as part
of a future drainage master plan update. The original drainage master plan is
23 years old and a significant amount of development has occurred since that
time, changing the natural drainage patterns in the city. The scope of services
under this grant will serve as the first phase of a storm water drainage master
plan update and will provide a significant foundation for the second phase of the
update. The second phase, which will be completed as funds become available
in the drainage fund, will take the work performed in the first phase and develop
a plan for improving the drainage throughout the City.
• Colleyville Clean Sweep - $12,000
Staff recommends continuation of the household hazardous waste collection
program and the Clean Sweep annual collection with $12,000 from the Drainage
Fund and a conversion of solid waste franchise revenue in the amount of
$15,000, for total program funding of $27,000.
• Quiet zone maintenance contract for warning and preemption devices - $51,000
To satisfy the requirements of the Fort Worth & Western Railroad, the City must
pay annual maintenance costs for the advanced warning and preemption devices
associated with the quiet zones. Funding has been included in the fiscal year
2015 proposed budget for contracting the maintenance of these devices.
• Trail system investments - $427,000 (one-time expenditure)
The proposed 2015 CEDC budget includes the carry forward of funding for
incomplete projects- completion of Pleasant Run Trail construction (Bogart to
Mission), as well as improvements at the Cotton Belt – LD Lockett Park trailhead
and construction of the Cotton Belt II spur at the Webb House.
• Park signage update - $15,000 (one-time expenditure)
The current signage at Reagan Park is inconsistent with the signage at other
Colleyville parks and there is currently no signage at Woodbriar Park.
Voluntary park funds will be used to improve signage at both parks to provide
uniformity throughout the park system.
• Retaining wall and drainage enhancement - $11,212 (one-time expenditure)
Voluntary park funds will be used to install a retaining wall and drainage
enhancements at tennis court 6 at City Park. These improvements will help
prevent sand in the adjacent volleyball court from blowing onto the tennis court
and building up when it rains.
• Shade structure replacement - $30,000
Current shade structures at City Park are faded and worn due to age and
weather. Voluntary Park funds will be used to replace the shade structure cloths
at fields 1-3, with plans to replace the cloth at other fields on an annual basis
going forward.
ITEMS NOT FUNDED IN FISCAL YEAR 2015
As is typical in local government, funding needs often exceed the revenues
available. Decisions must always be made as to what items are funded in the
budget. The items described below were not included in the fiscal year 2015
budget, either due to a lack of available funding or because these items
represented a lower overall priority than other items. Every request for additional
funding was evaluated and ranked by the staff Leadership Team, which played a
large role in determining those items chosen for inclusion in the fiscal year 2015
budget. When ranking each funding request, the Leadership Team referred to a set
of criteria, which included considering how and to what extent the request furthers
the goals laid out by City Council in the Strategy Map, any risks presented by not
funding a request, whether the request addresses an area identified in the City’s
performance measures as needing improvement, staff’s ability to execute and
implement the request if funded, what prompted this request, and overall impact of
funding the request compared to the financial investment required.
• 2015 market adjustments - $160,000
WorldatWork, a non-profit human resources association that has tracked
industry data for over 40 years, projects a two percent average salary structure
movement for all groups of employees in Texas. Pursuant to our philosophy of
desiring to pay our employees at the 50th percentile of the market and to
maintain the city’s market competitiveness, a one percent market adjustment,
or one-half of the projected salary structure movement in the Texas market,
was considered for inclusion in the proposed budget. However, 2015 market
adjustments were not included in the proposed budget to allow for the near
completion of 2014 market adjustments that will move all employees into the
new salary structure adopted last summer. It will be important to seriously
consider inclusion of market adjustments to the salary structure and for
employees in the fiscal year 2016 budget in order to maintain our investment in
the new compensation system and remain competitive in the marketplace.
• Street reconstruction - $2,400,000
Colleyville has 43.5 miles of unimproved (no curbs and open ditches for
drainage) asphalt streets. The majority of these streets are arterial or collector
streets carrying the majority of the city’s traffic and were never designed or
constructed to carry that load. The cost to reconstruct these roads to current
engineering standards is approximately $75 million in 2013 dollars. Based on
the previously proposed goal of eliminating all unimproved roads in Colleyville
during the next 25 years, an additional $3 million is needed each year to fund
street reconstruction. Because some of these streets are eligible for TIF funding,
an additional $2.4 million is needed annually from other funding sources, such
as the General Fund. Staff has not recommended funding for street
reconstruction in the proposed budget as the Council has requested a
worksession for later this fall to discuss long-term strategies for street
maintenance, which may result in a different goal.
• Human resources coordinator - $71,807
To provide consistent and proactive management of recruiting, hiring,
organizational training and development, volunteer and intern program
implementation and administration, safety program/risk administration, and
performance management, the addition of a human resources coordinator was
considered for inclusion in this budget. Organizations universally recognize that
significant time and resources should be expended in the recruiting, hiring, and
onboarding process to avoid the future expenses related to managing poor
performing employees out of the organization and lost productivity from having
the wrong person in a job. As such, it is imperative that the right individuals are
recruited, hired, and trained, which requires additional resources to manage
those processes consistently. Without this additional position, the staff will
continue to be challenged to provide these necessary services.
• Colleyville Center improvements - $36,000 (one-time expenditure)
Improvements to the Colleyville Center site or grounds are on hold until a
visioning meeting is held with the City Council to give direction regarding future
site and facility improvements. Current improvements identified as worthy of
consideration include up-lighting in outdoor areas, sod replacement, and a
kitchen update to include replacement of appliances original to the center when
it was built in 1998.
• Fire Training Room upgraded A/V System - $28,535 (one-time expenditure)
The current A/V system in the Fire Training Room includes a consumer level
projector and audio system. A request for updated equipment that would
include commercial level screens and interfaces was requested for the fiscal year
2015 budget, but the benefits of upgrading the equipment were not substantial
enough to warrant a higher priority rating than other budget requests that were
considered.
• Building maintenance - $70,770 (one-time expenditure)
While a number of building maintenance projects have been included in the
fiscal year 2015 proposed budget, not all potential projects could be included.
Those that ranked lower in priority, such as installing exterior LED lighting at
City Hall, the library, and the Justice Center may be considered in future budget
years.
• Part-time management analyst (graduate intern) - $28,779
A graduate-level intern would provide professional support to all City
departments, including providing analysis, completing studies, supporting
departments to achieve citywide goals, and assisting with special projects. As
current staff members manage already full workloads and lack the capacity to
take on work related to new projects or initiatives, the addition of an intern
would provide needed support at a lower cost than an additional full-time
employee. A graduate internship program could also provide help to attract
young professionals to the city and identify individuals that could become
potential employees.
PROPOSED BUDGET BY FUND: GENERAL FUND
In developing the proposed budget, the objective was to achieve a balance between
revenues and expenditures, and prioritize operational needs with long-term
community investment strategies.
Revenues
General Fund revenues in the proposed budget total $23,063,580. Major revenue
considerations include:
• An increased operation and maintenance (General Fund) portion of the tax
rate due to declining bonded indebtedness. There is no overall increase in the
total tax rate.
• An increase in ad valorem revenue due to a 4.66% increase in property
values
• Increased sales tax revenue
• An increase in licenses and permits, as well as charges for service, based on
historical trends and increase in development activity in Colleyville
Property Tax
The primary source of income for the City is property taxes, accounting for 55
percent of total revenue. The biggest budgetary issue in preparing the annual
budget is the setting of the property tax rate. Once the roll is received in late July,
the tax rate is determined by the debt rate needed to pay for the City's bonded
indebtedness and funds needed for maintenance and operation funding in the
General Fund.
The Tarrant Appraisal District has certified Colleyville’s property valuations for 2014
at $4,091,303,521 ($4,044,553,142 in certified value and $46,750,379 in pending
appeals and incomplete valuations), and includes $66,554,875 in new construction.
This represents an increase of $182,030,827 (4.66%) over the current year's
taxable valuation of $3,909,272,694, per the July 25, 2013 certified values. The
value of existing property on the tax roll is $4,024,748,646, representing an
increase of $115,475,952 (2.95%) over the current year’s taxable valuation. The
total taxable value includes TIF zone property, which has a combined taxable value
of $261,128,989 (TIF Zone #1 adopted in 1998- $258,801,032 and TIF Zone #1A
adopted in 2012- $2,327,957) and includes $2,459,187 in new construction. The
final TIF value is subject to change, as $4,254,619 in valuation is still under
appeal. This represents an increase of $7,071,782 (2.78%) over the current year
TIF valuation of $254,552,139.
In 2003, the City Council increased the over-65 property tax exemption to $65,000
and approved the senior property tax freeze in 2004. The loss in property tax
revenue from the over-65 property tax exemption for 2015 is projected to be
$419,564. Additionally, there is a loss of revenue for the senior tax freeze of
$209,287. Currently, 19.11 percent of all residential property tax accounts are
frozen.
As submitted, the proposed budget maintains a property tax rate of $0.3559 per
$100 value to support a property tax levy of $13,284,424, excluding the TIF
property and frozen value. The tax rate is comprised of an operation and
maintenance rate of $0.33461, and an interest and sinking rate of $0.02129. The
latter component provides funding for retirement of the annual debt obligations. In
a review of peer cities, Colleyville has the second lowest tax rate in northeast
Tarrant County. That is not expected to change with adoption of the proposed
budget.
The proposed property tax rate of $0.3559 is slightly above the effective tax rate of
$0.349586. The effective tax rate is the rate at which the City would raise the same
amount of revenue raised in the last fiscal year.
As shown in the following table, the proposed 2015 property tax rate will increase
the typical homeowner’s tax bill, compared to this year’s tax billing, by $55.01.
Sales Tax
The second major financial consideration guiding development of the budget is the
growth of sales tax revenues. The City collects a total two percent sales tax: one
percent for General Fund with the remaining one percent allocated for two half-cent
special purpose districts. A recent upturn in the local economy along with the
opening of Whole Foods Market and other businesses at Colleyville Downs has
generated increased taxable sales, a 6 percent increase in sales tax over the fiscal
year 2014 year-end projection is budgeted.
Budget
Year
Average
Residential
Property Value
Property
Tax Rate
Average
Property Tax
Payment
2010 $398,957 $0.3559 $1,419.89
2011 $397,472 $0.3559 $1,414.60
2012 $396,817 $0.3559 $1,412.28
2013 $397,889 $0.3559 $1,416.09
2014 $406,040 $0.3559 $1,445.10
2015 $421,497 $0.3559 $1,500.11
Licenses and Permits
Building-related revenue remains relatively consistent with the actual revenue
received in the last several fiscal years. License and permit revenue has continued
to exceed budget projections based on the increase in development activity in
Colleyville, but budgeted projections are not increased until several years of trend
are established in order to maintain our conservative forecasting practices. The
fiscal year 2015 budget for license and permit revenue includes a 16 percent
increase over the fiscal year 2014 adopted budget. Based on current interest rates
and the number of lots that have been approved or are under construction, staff
anticipates the current rate of construction of new single-family residential homes
will continue in the near term. There are also commercial developments and
redevelopments anticipated for fiscal year 2015.
Intergovernmental Revenue
Intergovernmental revenue includes the annual payment from the City of Keller as
a result of the municipal court consolidation in the amount of $217,967. Keller is
paying 45.9% of the total municipal court cost based upon their percentage of total
citations issued by both cities. There is also a small reimbursement of
administrative fees and building costs included in the payment.
Expenditures
The following illustration shows how the City plans to spend each tax dollar for the
upcoming fiscal year. The total proposed General Fund budget for fiscal year 2015
is $23,028,218. This includes non-discretionary increases totaling $164,389, which
covers cost increases in electricity, property and liability insurance, software
maintenance, and other contractual service increases.
Public Safety Services $0.41
Strategic Services $ 0.20
Public Works Services $0.23
Economic and Community Development $0.04
Leisure Services $0.12
UTILITY FUND
The Utility Fund is a proprietary fund structured and operated as a stand-alone
business or enterprise. For budgeting purposes, the fund segregates the operating
expenses and debt service in an accounting fashion similar to the General Fund. In
accordance with Generally Accepted Accounting Principles (GAAP), this fund uses a
full accrual basis of accounting that combines the accounting of long-term assets
and liabilities with operating expenses and revenues. As a stand-alone Enterprise
Fund, the Utility Fund pays its share of overhead costs as a reimbursement to the
General Fund. The fund also makes a franchise fee payment to the General Fund.
Revenues
Under the current rate structure, water sales account for 73 percent of total
revenue and wastewater revenues account for 25 percent. Interest, tap fees, and
miscellaneous revenues comprise the remainder. Current rates are based on the
City paying TRA $2.64 per 1,000 gallons for water and $2.20 for wastewater, an
increase of $0.11 for water and $0.38 for wastewater over 2013 rates. Meeting
bond covenant requirements, the existing rate structure provides for a 1.2 times
coverage factor.
Expenditures
Utility Fund expenditures total $14,005,640 for the proposed budget. This includes
non-discretionary increases totaling $22,483 which cover cost increases for
postage, property and liability insurance, communications maintenance, and
overtime for inspection of development projects. The largest component, 68
percent of the fund, covers the contractual obligation for water and wastewater to
the Trinity River Authority (TRA). In an effort to continue a comprehensive program
to repair and rehabilitate the utility system, the budget includes funding in the
amount of $250,000 for infrastructure renewal, which is funded through a draw-
down of the available cash in the Utility Fund retained earnings. The expenditure
increase in the budget from fiscal year 2014 is due primarily to the increased cost
of treated water and wastewater from TRA and an increase in the amount
transferred to the General Fund. The following illustrates the distribution of
expenses for the Utility Fund.
Operations 83%
Debt Service6%
Transfers 8%
Administration & Billing 3%
DEBT SERVICE FUND
The City budgets for debt service in two separate funds - utility and tax-supported
debt services. The total fiscal year 2015 debt obligation for tax-supported debt is
$1,382,192, a decrease from the fiscal year 2014 total of $1,684,797. There is a
planned drawdown of debt service fund balance in the amount of $152,666 for the
third year repayment of the lease purchase agreement for the towers, consoles,
portable radios, and handhelds related to the upgrade of the 800MHz trunked radio
system to Project 25 (P25) capability, which was entered into in fiscal year 2012.
There is declining debt service in the remaining outstanding debt obligations and a
refunding of outstanding callable debt that occurred in fiscal year 2011. The
projected fiscal year 2014 ending fund balance will be in excess of the 90-day
reserve needed.
The Utility Fund’s coverage ratio of 1.20 is effectively met in the current tiered rate
structure. The total utility-supported 2015 bonded debt obligation is $490,100. Also
included is the repayment to the Colleyville Tomorrow Fund for internal financing
for the acquisition of a vactor truck in the amount of $44,286. The acquisition was
approved in fiscal year 2012 and the Utility Fund will be repaying the Colleyville
Tomorrow Fund this amount annually for the next five years, which would be the
term of the lease if financed externally.
Furthermore, the city’s bond ratings are evidence of Colleyville’s financial strength.
In 2009, the City received an upgrade in its general obligation bond rating from
AA+ to AAA from Standard and Poor’s. Strong tax base growth coupled with a low
tax rate, strong financial performance, and substantial cash balances are the
primary reasons for the bond rating.
In fiscal year 2014, the City’s rating went through a biannual bond rating review
with Fitch Ratings and Standard and Poor’s for outstanding general obligation, and
water and wastewater debt. That AAA rating has been reaffirmed by Fitch
Ratings. The key ratings drivers for the AAA rating for the general obligation debt
were a healthy financial profile, solid tax base, manageable debt burden, and a
diverse economy. For water and wastewater debt, the key ratings drivers for the
AAA rating were conservative financial management, rate flexibility, low debt, and
limited capital needs.
The waterworks and wastewater system revenue bonds and the drainage system
revenue bonds also received a rating upgrade from Standard and Poor’s in 2014
from AA+ to AAA. Reasons for the upgrades include strong financial operations,
growth in service area, adequate water and sewer treatment capacity to meet
future demands, and moderate debt ratio with manageable future borrowing plans.
Standard and Poor’s, and Fitch Rating Service have affirmed the rating of AAA on
the drainage utility system revenue bonds. These credit ratings for outstanding
debt mean the City’s bonds are considered to be of superior investment quality,
resulting in lower interest payments for the City.
STORMWATER DRAINAGE UTILITY FUND
In 1993, the City Council adopted a monthly fee assessed on residential and
commercial utility billing accounts for stormwater management. The Stormwater
Drainage Utility Fund supports the operation and maintenance of the City’s drainage
system and complies with federally mandated requirements for stormwater
systems.
This fund is designated to maintain streets, sewers, and drainage ditches to
manage runoff from commercial and residential development, including related
personnel and operating costs.
The fund is projected to receive revenues of $1,201,046 in fiscal year 2015,
primarily from the collection of the monthly fee and planned use of fund balance of
$250,500. Annual debt payments for the outstanding bonds are $252,847. In fiscal
year 2015, $290,500 has been allocated for a FEMA grant match, the majority of
which is being paid for by the planned draw down of fund balance. The grant funds
will be used to survey, model, and map all of the waterways in Colleyville with the
exception of Big Bear and Little Bear Creeks. The grant is being administered by the
North Central Texas Council of Governments and will result in updated flood plain
maps for the City. The remaining funds of $578,478 fully support six staff positions,
partially fund three other staff positions for which costs are split between multiple
funds, and drainage projects throughout the city. This includes non-discretionary
increases totaling $413, which covers cost increases in property and liability
insurance and increased communications maintenance costs. The drainage bonds
require a coverage ratio of 1.25 times annual debt service, approximately $316,059
annually. Also included is the repayment to the Colleyville Tomorrow Fund for the
internal financing of the acquisition of a Gradall excavator in the amount of
$19,032. The acquisition was approved in fiscal year 2012 and the Stormwater
Drainage Utility Fund will repay the Colleyville Tomorrow Fund this amount annually
during the next five years, which would be the term of the lease if financed
externally.
SPECIAL REVENUE FUNDS
The City Council continues to be innovative in evaluating financing options for
various City programs. Programs implemented to date include:
Colleyville Tax Increment Financing (TIF) District
The Tax Increment Reinvestment Zone (TIRZ) District, also known as the TIF, was
created in 1998. The primary goal of the district is to encourage quality commercial
development in the city. The district boundaries predominately occupy property
located along State Highway 26, comprising 633 acres of land area. The base value
for the district was $75,821,735 in 1998. Incremental values subsequent to January
1998 are taxed at the City’s adopted property tax rate. However, the ad valorem
revenues are utilized within the district rather than being allocated to the City’s
overall budget. Overlapping taxing entities, including Tarrant County College
District and the Grapevine-Colleyville Independent School District participate at
varying levels in the district by assigning their ad valorem tax dollars. Tarrant
County and the Tarrant County Hospital District are no longer participating in
contributing to the TIF as their commitment level has already been met. In
November 2012, the TIF was amended to expand boundaries to include mostly
additional vacant, underutilized land and some commercial property. The additional
area added is called TIF #1A, as compared to the original area that is called TIF #1.
The incremental value for fiscal year 2015 (tax year 2014) is $258,801,032 for TIF
#1 and $2,327,957 for TIF #1A. TIF #1 experienced an increase of $2,828,341
from the valuation for fiscal year 2014 (tax year 2013).
The debt service payment for the coming year is $679,675 for bonds issued for TIF
district projects. Additionally, expenditures are anticipated for payments to the
Town Center at Colleyville for developer asset repurchase agreements as a result of
TIF Board and City Council incentivized approved projects. The proposed CIP
budget recommends using TIF funds to pay for approved road improvement
projects within the district.
Colleyville Crime Control and Prevention District (CCCPD)
The primary goal of the district is to fund public safety facilities. The district was
created by voter approval in 1999, with oversight of funds assigned to the board of
directors, composed of the City Council. State law provides that a district’s life is
limited to five years, unless voters continue the district by approval of a
referendum. In September 2003, Colleyville voters approved continuation of the
district for an additional 20 years.
Expected revenue from the 0.5 percent special purpose sales tax, use of funds
generated from prior years’ coverage ratio, and related interest income for the
CCCPD budget is $1,639,300. The budget provides funding for the annual debt on
the Colleyville Justice Center, compensation for seven police officers, vehicle
replacement, and various minor capital items, with total expenditures of
$1,438,906 for fiscal year 2015.
Colleyville Economic Development Corporation (CEDC)
Authority for the corporation is provided by state statute as a 4B corporation. The
0.5 percent sales and use tax approved by the voters in August 1996 has been an
important resource in our Capital Improvement Program for community-related
facilities. Expected revenue from the special purpose sales tax, use of funds
generated from prior years’ coverage ratio, and related interest income for the
proposed budget is $2,537,616. The CEDC Board will meet in August to approve the
proposed budget. Funding provided by this special sales tax has been allocated to
community-enhancement initiatives consistent with the authorization of the
corporation, including park facilities, the Colleyville Public Library, and Colleyville
Center. Consistent with state law, some funds will likely be allocated by the board
of directors for promotional efforts for special events and marketing.
Court Technology Fund
The Court Technology Fund receives revenues from the collection of the municipal
court technology fee imposed on convictions on cases adjudicated in the court.
Available funds are spent on technology repairs, replacements, and upgrades for
the court. In fiscal year 2015 the Court Technology Fund will pay for software
utilized by the Court.
Court Security Fund
The Court Security Fund receives revenues from the collection of the municipal
court building security fee imposed on convictions on cases adjudicated in the
court. Available funds are spent on security-related expenses for the court. In
fiscal year 2015, this includes funding for bailiff services at various trial settings.
Strategic Initiatives Fund
Resources available in the Strategic Initiatives Fund are to be used with the City
Council’s authorization for programs and projects linked directly to the City’s
strategic plan. This fund does not have a dedicated revenue source; any income
received is from transfers in from other funds. In fiscal year 2013, $200,000 was
transferred to the Strategic Initiatives Fund from the General Fund. The current
available balance in the Strategic Initiatives Fund is $295,817 and is intended to be
used primarily on economic development incentives. Funds may be allocated at the
discretion of the City Council.
Voluntary Library Fund
When voluntary contributions are made to the Library by citizens through their
monthly utility bill, those contributions are placed in the Voluntary Library Fund.
Contributions are used primarily to support library activities. In fiscal year 2015
the Voluntary Library Fund will pay for library materials, collection development,
processing supplies, and library programs.
Voluntary Park Fund
When voluntary contributions are made by citizens for improvements to the park
system through their monthly utility bill, those contributions are placed in the
Voluntary Park Fund. In fiscal year 2015 the Voluntary Park Fund will pay for
improvements to various parks and athletic fields.
Juvenile Case Manager Fund
The Juvenile Case Manager Fund receives revenues from the collection of the
juvenile case manager fee imposed on convictions on cases adjudicated in the
court. Available funds are spent on personnel and training for the juvenile case
manager function in municipal court.
FUTURE OUTLOOK
As is apparent in the content of this proposed budget, the City’s focus now and in
the future is to provide adequate funding for the established services that provide
value to our citizens and serve to further the City Council’s focus areas, particularly
protecting neighborhoods, providing core services, generating economic activity,
and ensuring the sustainability of our programs, services, and decisions.
As the City’s largest source of revenue to fund programs and services, revenue
from property taxes fund the majority of the City’s services. As a revenue source,
property tax could be adversely affected in future years if state legislative efforts
are successful to change the property tax system. Therefore, diversification of the
tax base is essential and the most immediate means for remedy is through strong
economic development efforts. It will also be important to weigh the long-term
implications of tax rate decisions in this environment. There will always be
pressure to make decisions that provide an immediate benefit today; however,
Colleyville continues to approach the achievement of the community’s goals with a
long-term strategy, making incremental investments that provide for sustainable
success.
In 2014, significant economic development efforts came to fruition with the opening
of Whole Foods Market and the redevelopment of the Colleyville Downs shopping
center. Historical data related to Whole Foods Markets in other areas shows that
this store tends to attract other high-profile retailers—essentially serving as a
“gateway” to more commercial development. This provides a unique opportunity to
further the vision of the city’s Comprehensive Plan as we attract commercial
development that aligns with the overall desires of the community.
While the City will work to capitalize on this opportunity, it brings about some
unique challenges. Colleyville is landlocked and almost entirely developed. This
means fewer opportunities for true growth and essentially obligates the City to
maximize economic opportunities with the limited availability of commercial land
and zoning. The city is primarily zoned and developed as residential, with only a
small percentage of the land zoned for commercial activity. Prudent and judicious
consideration must be made regarding its future use. It is incumbent upon us all to
guardedly review all proposals for conversion of this limited commercial space for
non-commercial uses or less productive commercial use.
Colleyville is maturing as a city, which also means an aging infrastructure. One of
the highest priorities for the City in this and future years will be to ensure the city’s
public infrastructure remains sound so the investment our citizens have made in
Colleyville is protected. With a population that has increased by more than 50
percent since the early 1990s, it is imperative that the City plan for infrastructure
investment so that it meets the demands of our residential and commercial
population now and in the decades ahead.
To effectively and efficiently meet the needs of our citizens, innovation and
continual improvements by the organization are essential. The City’s ability to
provide excellent public service for our citizens is due to the dedication, skills, and
talents of our elected officials and volunteer board members, and our outstanding
employees. Employee devotion and commitment to this community are
demonstrated each day. The compensation components detailed in this proposed
budget make significant strides in protecting the City’s investment in the resource
that is our employees—setting a path that will move the City forward with
employees that can adapt and thrive in a changing environment.
The economy in the Dallas/Fort Worth area has been relatively robust through the
economic downturn of the past few years, especially as compared to much of the
rest of the nation. During this period, the Colleyville City Council exhibited prudent
fiscal foresight and overall restraint in the face of compelling, yet competing
demands for limited resources. Because of the current tax structure and the
components of costs for local governments, facing long-term fiscal challenges is a
reality for most cities in Texas, including Colleyville.
In a continued effort to be proactive and anticipate future needs, the City routinely
evaluates trends and identifies specific challenges expected during the next 10
years. Each segment of the organization routinely conducts a thorough examination
of future needs as they relate to the City’s strategy map, citizen expectations, and
the vision for Colleyville. It then develops strategies to change, revise, and evolve
in ways that provide better services in a more effective, efficient manner— often
establishing strategic partnerships with other cities to reduce redundancy and
improve services. The City of Colleyville helped begin this trend a few years ago
and has become a leader in partnering with other municipalities for shared City
services.
CONCLUSION
The City has been consistently recognized throughout the years for its judicious
management of financial resources to support an array of services and programs.
With a dedicated workforce and a steady and diverse revenue base, the City of
Colleyville continues to be in a position to deliver municipal programs and services
that bring value to our residents and make Colleyville a desirable location for
residents, businesses, and visitors. Residents continue to receive excellent value
for their tax dollars and have been able to rely on a consistent tax rate, which is
able to provide the programs, services, and infrastructure investment that form the
foundation of the quality of life in Colleyville.
In an environment of limited resources, it is imperative that every budget
expenditure be measured by the value it provides to citizens and the cost of that
value in relationship to other services, and in consideration of whether the City can
sustain provision of any expenditure in future years without jeopardizing necessary
services. This budget dedicates resources to continue protection of our
neighborhoods; continue work toward optimal staffing of our public safety
operations; provide a performance-based and competitive compensation structure
for the City’s workforce; leverage technology to improve efficiency and service
delivery; and continue the commitment to street and sidewalk repair work. These
services will pay dividends in protecting property values and enhancing the unique
quality of life enjoyed by Colleyville residents.
As always, staff will continue to be diligent in its review of City finances in order to
assist the City Council in making decisions that will ensure the fiscal viability of its
government. Additionally, staff will continue to evaluate and improve business
practices in an effort to find efficiencies, while also looking at regional synergies
and collaborations to reduce ongoing costs.
The proposed budget is presented for your consideration with the commitment and
confidence that it effectively funds the varying needs of the community. It provides
a strong financial plan, while ensuring a superior level of municipal services to our
citizens. We feel confident the projections and estimates are conservative, yet
reasonable and accurately reflect anticipated revenues and municipal needs. We
look forward to working with you to achieve all the goals set forth in this proposed
budget.
Preparing the proposed budget was a tremendous undertaking. It is important to
acknowledge the efforts of the dedicated staff that worked resolutely to formulate
fiscally responsible proposals. Together, the City will continue to plan prudently by
following the strong financial management principles espoused by the City Council
and to implement sound, long-term fiscal solutions that will carry the city into the
future. While many of the changes included in this service plan were difficult
decisions, they will help assure the long-term financial viability of the City and will
help protect our core services and infrastructure.
Appreciation goes to the Mayor and City Council for their community leadership and
solid financial acumen. I also want to thank the staff budget team: Terry Leake,
assistant city manager/chief financial officer; Karen Hines, finance manager;
Michelle Reyes, human resources director; and Adrienne Lothery, strategic services
manager, for their efforts in building our service plan for 2014.
My special thanks to all City employees who have worked so hard to provide quality
services to our citizens and who are committed to the success of our great city.
In summary we pledge our time and talents to achieve continued excellence for the
citizens we serve and it is our honor to do so.
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Jennifer Fadden
City Manager
GENERAL FUND REVENUE 2014 Budget 2015 Proposed
5101 CURRENT TAXES 11,601,451 12,441,254
5102 DELINQUENT TAXES 70,000 70,000
5103 PENALTY & INTEREST 65,000 55,000
TOTAL AD VALOREM TAXES 11,736,451$ 12,566,254$
5201 ONCOR ELECTRIC DELIVERY 840,000 860,000
5202 TRI‐COUNTY ELECTRIC 105,000 105,000
5203 ATMOS ENERGY 305,000 305,000
5204 AT&T SERVICES 83,500 78,000
5205 VERIZON/OTHERS 84,000 70,000
5206 GARBAGE/RECYCLING 145,800 146,000
5207 CABLE TV 425,000 430,000
TOTAL FRANCHISE TAX 1,988,300$ 1,994,000$
5301 SALES TAX 2,875,000 3,200,000
5302 MIXED BEVERAGE TAX 25,277 70,000
TOTAL SALES TAX 2,900,277$ 3,270,000$
5411 BUILDING 485,768 558,000
5412 PLUMBING 48,680 50,000
5413 MECHANICAL PERMIT 28,868 30,000
5414 ELECTRICAL 37,568 45,000
5416 CITY LICENSE 37,372 40,000
5417 BUILDING PLAN REVIEW FEE 68,000 100,000
5418 NEW BUSINESS 3,372 4,000
5420 SIGN PERMITS 5,463 6,000
5421 FENCE PERMITS 3,500 4,000
5423 FIRE PERMIT FEES 6,500 6,500
5424 IRRIGATION PERMITS 13,660 13,000
TOTAL LICENSES & PREMITS 738,751$ 856,500$
5611 FINES750,000 735,000
5612 ALARM FEES 52,000 52,788
5630 LIBRARY FINES 22,500 22,500
TOTAL FINES & FORFEITURES 824,500$ 810,288$
5511 PLANNING AND ZONING 7,500 7,500
5512 PLAT FEE 4,000 5,000
5514 BOARD OF ADJUSTMENT 1,250 1,250
5711 SALE OF MATERIAL 100 100
5712 WEED MOWING 6,500 6,500
5721 AMBULANCE 275,000 300,000
5722 RECREATION PROGRAM 145,000 160,000
5811 ENGINEERING‐INSPECTION ‐ 100,000
5845 LOT DRAINAGE INSPECTION 16,875 13,000
5855 FIELD USE FEE 20,500 21,000
5873 COLLEYVILLE CENTER REVENUES 230,000 257,250
5874 NON RESIDENT FEE ‐ PARKS 35,850 35,000
TOTAL CHARGES FOR SERVICES 742,575$ 906,600$
5828 SRO REIMBURSEMENT 94,282 94,282
5826 KELLER COURT 217,697 217,697
TOTAL INTERGOVERNMENTAL REVENUE 311,979$ 311,979$
5714 SALE OF SURPLUS PROPERTY 5,000 5,000
5716 EARNED INTEREST 35,000 35,000
5719 MISCELLANEOUS 54,000 55,000
5832 ANTENNA LEASES 70,040 70,040
5790 USE OF FUND BALANCE 1,000,000 1,000,000
TOTAL MISCELLANEOUS REVENUE 1,164,040$ 1,165,040$
5872 TRANSFER FROM UTILITY FUND 1,037,213 1,115,969
5888 TRANSFER IN CONST INSPECTOR 93,001 66,950
TOTAL TRANSFERS IN 1,130,214$ 1,182,919$
TOTAL GENERAL FUND REVENUE21,537,087$ 23,063,580$
GENERAL FUND EXPENDITURES2014 Budget2015 Proposed
CONTRACTUAL SERVICES 197,058 179,436
SUPPLIES 6,948 9,070
COUNCIL 204,006$ 188,506$
PERSONNEL SERVICES 549,737 567,609
CONTRACTUAL SERVICES 17,162 35,812
SUPPLIES 2,865 2,865
ADMINISTRATION 569,764$ 606,286$
PERSONNEL SERVICES 253,643 256,663
CONTRACTUAL SERVICES 21,113 20,555
SUPPLIES 6,916 3,916
BUILDING INSPECTION 281,672$ 281,134$
PERSONNEL SERVICES 207,346 250,205
CONTRACTUAL SERVICES 86,353 49,690
SUPPLIES 3,100 3,100
ECONOMIC DEVELOPMENT 296,799$ 302,995$
PERSONNEL SERVICES 172,073 178,117
CONTRACTUAL SERVICES 35,910 28,550
SUPPLIES 3,742 3,252
CITY SECRETARY 211,725$ 209,919$
PERSONNEL SERVICES 249,949 258,041
CONTRACTUAL SERVICES 141,430 140,801
SUPPLIES 10,204 8,985
FINANCE 401,583$ 407,827$
CONTRACTUAL SERVICES 130,460 130,460
LEGAL 130,460$ 130,460$
PERSONNEL SERVICES 598,051 649,999
CONTRACTUAL SERVICES 35,455 33,359
SUPPLIES 40,555 40,766
LIBRARY 674,061$ 724,124$
PERSONNEL SERVICES 459,370 325,780
CONTRACTUAL SERVICES 27,226 49,839
SUPPLIES 5,819 4,989
CAPITAL OUTLAY 18,500 ‐
ENG PROF SVCS 510,915$ 380,608$
PERSONNEL SERVICES 313,354 332,208
CONTRACTUAL SERVICES 20,805 14,185
SUPPLIES 3,516 3,316
COMM DEV P&Z 337,675$ 349,709$
PERSONNEL SERVICES 218,317 218,179
CONTRACTUAL SERVICES 32,185 33,702
SUPPLIES 22,391 26,025
FIRE ADMINISTRATION 272,893$ 277,906$
PERSONNEL SERVICES 459,859 461,835
CONTRACTUAL SERVICES 50,470 53,339
SUPPLIES 51,561 51,461
FIRE EMS OPERATIONS 561,890$ 566,635$
PERSONNEL SERVICES 2,717,191 3,009,306
CONTRACTUAL SERVICES 494,780 503,940
SUPPLIES 68,051 70,839
CAPITAL OUTLAY 20,004 10,469
FIRE OPERATIONS 3,300,026$ 3,594,554$
PERSONNEL SERVICES 110,860 115,479
CONTRACTUAL SERVICES 9,827 9,844
SUPPLIES 3,728 3,588
FIRE PREV/INVESTIGATION 124,415$ 128,911$
FIRE DEPARTMENT 4,259,224$ 4,568,006$
PERSONNEL SERVICES 701,349 738,491
CONTRACTUAL SERVICES 25,225 22,452
SUPPLIES 20,662 20,662
CAPITAL OUTLAY ‐ ‐
POLICE ADMINISTRATION 747,236$ 781,605$
CONTRACTUAL SERVICES 90,353 88,433
POLICE ANIMAL CONTROL 90,353$ 88,433$
PERSONNEL SERVICES 59,599 59,068
CONTRACTUAL SERVICES 10,652 10,652
SUPPLIES 1,336 1,336
POLICE CODE ENFORCEMENT 71,587$ 71,056$
CONTRACTUAL SERVICES 442,599 641,055
POLICE COMMUNICATIONS 442,599$ 641,055$
CONTRACTUAL SERVICES 58,242 58,242
SUPPLIES 100 100
POLICE COMMUNITY SVCS 58,342$ 58,342$
PERSONNEL SERVICES 416,469 416,714
CONTRACTUAL SERVICES 19,746 21,246
SUPPLIES 2,075 2,075
POLICE CID 438,290$ 440,035$
PERSONNEL SERVICES 1,840,619 1,833,224
CONTRACTUAL SERVICES 94,869 99,069
SUPPLIES 30,783 30,783
POLICE PATROL 1,966,271$ 1,963,076$
PERSONNEL SERVICES 261,868 268,145
CONTRACTUAL SERVICES 3,300 3,300
POLICE SRO 265,168$ 271,445$
PERSONNEL SERVICES 91,304 92,334
CONTRACTUAL SERVICES 912 912
POLICE WARRANT OFFICER 92,216$ 93,246$
POLICE DEPARTMENT 4,172,062$ 4,408,293$
PERSONNEL SERVICES 401,367 402,180
CONTRACTUAL SERVICES 504,224 509,163
SUPPLIES 35,885 35,935
PARKS MAINTENANCE 941,476$ 947,278$
PERSONNEL SERVICES 248,467 257,839
CONTRACTUAL SERVICES 62,056 60,206
SUPPLIES 33,085 34,935
PARKS ATHLETIC FLD MAINT.343,608$ 352,980$
PARKS 1,285,084$ 1,300,258$
PERSONNEL SERVICES 433,588 510,403
CONTRACTUAL SERVICES 344,509 418,513
SUPPLIES 3,062,869 3,154,262
STREETS MAINTENANCE 3,840,966$ 4,083,178$
PERSONNEL SERVICES 150,410 152,987
CONTRACTUAL SERVICES 136,792 136,254
SUPPLIES 19,339 19,174
RECREATION 306,541$ 308,415$
PERSONNEL SERVICES 31,742 31,040
CONTRACTUAL SERVICES 10,035 8,666
SUPPLIES 9,498 9,702
REC SENIOR CENTER 51,275$ 49,408$
RECREATION 357,816$ 357,823$
PERSONNEL SERVICES 118,392 121,212
CONTRACTUAL SERVICES 20,905 46,905
SUPPLIES 150 150
COMMUNICATIONS 139,447$ 168,267$
PERSONNEL SERVICES 261,485 296,329
CONTRACTUAL SERVICES 40,010 46,693
SUPPLIES 11,018 15,133
COLLEVYILLE CENTER 312,513$ 358,155$
PERSONNEL SERVICES 226,388 232,183
CONTRACTUAL SERVICES 43,315 42,101
SUPPLIES 763 646
HUMAN RESOURCES 270,466$ 274,930$
PERSONNEL SERVICES 358,247 364,548
CONTRACTUAL SERVICES 14,497 15,930
SUPPLIES 16,666 19,255
COURT 389,410$ 399,733$
PERSONNEL SERVICES 202,621 208,334
CONTRACTUAL SERVICES 17,771 17,771
SUPPLIES 5,898 5,898
FLEET MAINTENANCE 226,290$ 232,003$
PERSONNEL SERVICES 64,834 147,889
CONTRACTUAL SERVICES 278,671 349,585
SUPPLIES 19,340 20,530
BUILDING SERVICES 362,845$ 518,004$
PERSONNEL SERVICES 263,961 281,884
CONTRACTUAL SERVICES 350,942 417,913
SUPPLIES 172,775 343,576
CAPITAL OUTLAY 209,400 15,488
INFORMATION SERVICES 997,078$ 1,058,861$
PERSONNEL SERVICES 13,480 10,905
CONTRACTUAL SERVICES 41,097 54,949
SUPPLIES 13,550 1,700
IS GIS 68,127$ 67,554$
INFORMATION SERVICES 1,065,205$ 1,126,415$
PERSONNEL SERVICES 132,911 184,425
COMPENSATION ADJUSTMENTS 132,911$ 184,425$
TRANSFER TO OTHER FUNDS 242,000 242,000
CAPITAL EQUIPMENT RESERVE 242,000$ 242,000$
TRANSFER TO OTHER FUNDS ‐ 300,000
TRANSFERS ‐$ 300,000$
CONTRACTUAL SERVICES 859,068 925,160
NON‐DEPARTMENTAL 859,068$ 925,160$
TOTAL GENERAL FUND EXPENDITURES 21,533,967$ 23,028,218$
UTILITY FUND REVENUE2014 Budget2015 Proposed
5716‐ EARNED INTEREST 20,300 20,300
5719‐ MISCELLANEOUS 13,000 13,000
5790‐ USE OF FUND BALANCE 250,000 ‐
5817‐ WATER REVENUE 9,820,661 11,014,359
5818‐ SEWER REVENUE 3,053,229 3,745,247
5821‐ SEWER INSTALLATION 7,000 7,000
5822‐ WATER INSTALLATION 21,000 21,000
5827‐ ENGINEERING & DEVELOP CHARGES 5,000 5,000
5829‐ SEWER TIE‐ON CHARGES 5,000 5,000
5833‐ PENALTIES 190,112 218,543
TOTAL UTILITY FUND REVENUE13,385,302$ 15,049,449$
UTILITY FUND EXPENDITURES 2014 Budget2015 Proposed
PERSONNEL SERVICES 205,171 208,028
CONTRACTUAL SERVICES 119,660 118,753
SUPPLIES 61,785 54,300
UTILITY BILLING 386,616$ 381,081$
PERSONNEL SERVICES 315,780 286,190
CONTRACTUAL SERVICES 6,506,934 6,867,727
SUPPLIES 95,493 90,274
CAPITAL OUTLAY 295,000 300,000
UTILITY OPERATIONS‐ WATER 7,213,207$ 7,544,191$
PERSONNEL SERVICES 188,441 188,053
CONTRACTUAL SERVICES 2,001,774 2,707,293
SUPPLIES 61,888 56,669
CAPITAL OUTLAY 50,000 50,000
UTILITY OPERATIONS‐ WASTEWATER 2,302,103$ 3,002,015$
PERSONNEL SERVICES 969,771 1,006,931
CONTRACTUAL SERVICES 71,426 71,807
SUPPLIES 19,534 22,394
UTILITY SUPPORT 1,060,731$ 1,101,132$
PERSONNEL SERVICES 20,411 21,733
COMPENSATION ADJUSTMENTS 20,411$ 21,733$
TRANSFER TO OTHER FUNDS1,081,499 1,160,255
TRANSFERS 1,081,499$ 1,160,255$
DEBT SERVICE 819,137 490,100
DEBT SERVICE 819,137$ 490,100$
CONTRACTUAL SERVICES 211,768 224,033
CAPITAL OUTLAY 81,100 81,100
NON‐DEPARTMENTAL 292,868$ 305,133$
TOTAL UTILITY FUND EXPENDITURES 13,176,572$ 14,005,640$
DRAINAGE FUND REVENUE2014 Budget2015 Proposed
5716‐ EARNED INTEREST 2,200 2,244
5790‐ USE OF FUND BALANCE ‐ 250,500
5833‐ PENALTIES 16,207 16,310
5942‐ DRAINAGE FEE REVENUES 926,112 931,992
TOTAL DRAINAGE FUND REVENUE 944,519$ 1,201,046$
DRAINAGE FUND EXPENDITURES2014 Budget2015 Proposed
PERSONNEL SERVICES 355,770 354,489
CONTRACTUAL SERVICES 96,538 115,213
SUPPLIES 39,635 40,135
CAPITAL OUTLAY 40,000 ‐
DRAINAGE 531,943$ 509,837$
PERSONNEL SERVICES 9,704 9,706
CONTRACTUAL SERVICES 48,021 317,640
SUPPLIES 1,200 2,400
STORM WATER 58,925$ 329,746$
PERSONNEL SERVICES 4,023 5,472
COMPENSATION ADJUSTMENT 4,023$ 5,472$
TRANSFER TO OTHER FUNDS 19,032 19,032
TRANSFERS 19,032$ 19,032$
DEBT SERVICE 255,568 252,847
DEBT SERVICE 255,568$ 252,847$
CONTRACTUAL SERVICES 4,028 4,891
NON‐DEPARTMENTAL 4,028$ 4,891$
TOTAL DRAINAGE FUND EXPENDITURES 873,519$ 1,121,825$
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