HomeMy WebLinkAboutCity Council-Agenda Packets-Worksession-6/18/2015City 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
Thursday, June 18, 2015
6:00 p.m.
Executive Conference Room
Third Floor, City Hall
1. CALL TO ORDER
2. PRESENTATION AND DISCUSSION
2a Financial Forecast and Draft Capital Improvement Plan (CIP)
2b Discussion of Police Department Staffing Plan
2c Fire Apparatus Replacement Program
2d Strategic Management System Update
3. ADJOURNMENT
I hereby certify this agenda was posted on City Hall bulletin boards Monday, June 15,
2015, 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 06/18/2015 Number
Type Presentation and Discussion
Department City Manager
Title
Financial Forecast and Draft Capital Improvement Plan (CIP)
Strategy Map Connection
Explanation
The purpose of this item is to provide a presentation and discussion of the financial
outlook for all major operating funds. The financial forecast for each operating fund
includes revenue projections and identified funding commitments not only for Fiscal
Year 2016 (FY 2016), but for several future years as well.
Fiscal Year 2016 department budget requests have been submitted and include
additional funding requests that are available for consideration. While the total of all
funding requests exceeds the projected revenue available for allocation, the requests
will be prioritized and funded to the extent possible so that a balanced budget is
proposed to the City Council in August 2015.
Capital Improvement Project (CIP) requests have also been submitted for all projects
identified as important to consider in the next 10 years. Staff will review the projects
already approved in the FY 2015-2019 CIP and new project requests. Staff will also
provide recommendations for how to balance the FY 2016 CIP, which must be
balanced, as it is formally adopted with the FY 2016 budget.
Staff seeks and welcomes the input and direction of the City Council in the budget
process and in the identification of funding priorities.
Attachments
1.Financial Forecast and Draft CIP presentation
Financial Forecast & Draft CIP
City Council Worksession
June 18, 2015
Strategic Management System Cycle
Winter-Update
Department
Business Plans
April/May-Budget
Kickoff &
Submissions
June Worksession-
Prelim. Forecast &
Council Direction
July-Finalize
revenues &
prioritize requests
August
Worksession-
Proposed Budget
September –
Budget & Tax Rate
Adoption
Strategy Map &
Department Business Plans
Council
Direction
Employee
Engagement
Survey
Citizen
Survey
Presentation Overview
Provide a general financial outlook
Detail sources of funding and forecast revenue
Review expenditure forecast at the current service level
Provide a CIP update; review draft FY 2016-2020 CIP
Budget Components
•Revenue estimates
•Current service level
•Non-discretionary requests*
•1.5% increase built into expenditure forecast to cover cost of
service increases
•Additional funding requests to fully fund the current service level
•Additional funding requests for service level enhancements
•Capital Improvement Plan (CIP) Project Requests
*Necessary to maintain current service level
General Fund
Outlook
Sales Tax from New Businesses
Total General Fund Sales Tax from new businesses:
Requested special report from the Comptroller:
•Timeframe: Sales made January -December 2014
•Scope: Sales tax paid by businesses that pulled a new sales tax permit in
FY 2014 (October 2013 -September 2014)
•The lag time is important because businesses that have just pulled a new
sales tax permit may not have their first taxable sale for a few months.
•Data extrapolated from standard reports from Comptroller’s Office in
order to quantify additional sales tax attributable to new business
Calendar Year 2014 Calendar Year 2013
$146,482.07 $73,835.40
Preliminary Assessed Valuation (AV)
Total taxable value of the preliminary (May 15th) appraisal roll,
with appeals, is:
$4,256,196,467 (includes TIF)
•Includes $63,508,078 (1.55%) in new construction
•Represents an increase of $164,892,946 (4.03%) over the
current year's certified taxable valuation of $4,091,303,521
•The taxable value of all existing property on the 2014 tax
roll increased by $101,384,868 (2.48%)
•The tax freeze loss on over-65 and disabled accounts is
$69,920,204 value / $248,846 in revenue
General Fund: 5-Year Forecast
BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
BEGINNING FUND BALANCE $10,080,617 $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358
REVENUE:
Ad Valorem Taxes $12,566,254 $12,838,537 $12,998,819 $13,145,462 $13,279,636 $13,460,230
Sales Tax $3,270,000 $3,562,723 $3,562,723 $3,562,723 $3,562,723 $3,562,723
Franchise Fees $1,994,000 $2,061,000 $2,097,068 $2,133,766 $2,171,107 $2,209,101
Licenses & Permits $856,500 $882,800 $865,144 $847,841 $830,884 $814,267
Fines $810,288 $876,000 $884,760 $893,608 $902,544 $911,569
Charges for Service $906,600 $989,800 $999,698 $1,009,695 $1,019,792 $1,029,990
Intergovernmental $311,979 $311,979 $315,099 $318,250 $321,432 $324,647
Miscellaneous Income $165,040 $155,040 $158,141 $161,304 $164,530 $167,820
Use of Fund Balance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
Transfers In $1,182,919 $1,183,126 $1,220,117 $1,267,699 $1,293,053 $1,318,914
TOTAL REVENUES $23,063,580 $23,861,005 $24,101,568 $24,340,347 $23,545,700 $23,799,261
Base Expenditures (projected 1.5% annual increase)$8,794,663 $8,418,162 $8,544,434 $8,672,601 $8,802,690 $8,934,730
Personnel (projected 2.0% annual increase)$13,233,555 $13,689,161 $13,962,944 $14,242,203 $14,527,047 $14,817,588
Fund Balance- Street Maintenance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
TOTAL EXPENDITURES $23,028,218 $23,107,323 $23,507,379 $23,914,804 $23,329,737 $23,752,318
NET REVENUE $35,362 $753,682 $594,190 $425,543 $215,963 $46,943
ENDING FUND BALANCE $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358 $8,152,301
DAYS OF WORKING CAPITAL 144 140 131 120 127 125
General Fund: 5-Year Forecast
BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
BEGINNING FUND BALANCE $10,080,617 $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358
REVENUE:
Ad Valorem Taxes $12,566,254 $12,838,537 $12,998,819 $13,145,462 $13,279,636 $13,460,230
Sales Tax $3,270,000 $3,562,723 $3,562,723 $3,562,723 $3,562,723 $3,562,723
Franchise Fees $1,994,000 $2,061,000 $2,097,068 $2,133,766 $2,171,107 $2,209,101
Licenses & Permits $856,500 $882,800 $865,144 $847,841 $830,884 $814,267
Fines $810,288 $876,000 $884,760 $893,608 $902,544 $911,569
Charges for Service $906,600 $989,800 $999,698 $1,009,695 $1,019,792 $1,029,990
Intergovernmental $311,979 $311,979 $315,099 $318,250 $321,432 $324,647
Miscellaneous Income $165,040 $155,040 $158,141 $161,304 $164,530 $167,820
Use of Fund Balance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
Transfers In $1,182,919 $1,183,126 $1,220,117 $1,267,699 $1,293,053 $1,318,914
TOTAL REVENUES $23,063,580 $23,861,005 $24,101,568 $24,340,347 $23,545,700 $23,799,261
Base Expenditures (projected 1.5% annual increase)$8,794,663 $8,418,162 $8,544,434 $8,672,601 $8,802,690 $8,934,730
Personnel (projected 2.0% annual increase)$13,233,555 $13,689,161 $13,962,944 $14,242,203 $14,527,047 $14,817,588
Fund Balance- Street Maintenance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
TOTAL EXPENDITURES $23,028,218 $23,107,323 $23,507,379 $23,914,804 $23,329,737 $23,752,318
NET REVENUE $35,362 $753,682 $594,190 $425,543 $215,963 $46,943
ENDING FUND BALANCE $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358 $8,152,301
DAYS OF WORKING CAPITAL 144 140 131 120 127 125
General Fund: 5-Year Forecast
BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
BEGINNING FUND BALANCE $10,080,617 $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358
REVENUE:
Ad Valorem Taxes $12,566,254 $12,838,537 $12,998,819 $13,145,462 $13,279,636 $13,460,230
Sales Tax $3,270,000 $3,562,723 $3,562,723 $3,562,723 $3,562,723 $3,562,723
Franchise Fees $1,994,000 $2,061,000 $2,097,068 $2,133,766 $2,171,107 $2,209,101
Licenses & Permits $856,500 $882,800 $865,144 $847,841 $830,884 $814,267
Fines $810,288 $876,000 $884,760 $893,608 $902,544 $911,569
Charges for Service $906,600 $989,800 $999,698 $1,009,695 $1,019,792 $1,029,990
Intergovernmental $311,979 $311,979 $315,099 $318,250 $321,432 $324,647
Miscellaneous Income $165,040 $155,040 $158,141 $161,304 $164,530 $167,820
Use of Fund Balance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
Transfers In $1,182,919 $1,183,126 $1,220,117 $1,267,699 $1,293,053 $1,318,914
TOTAL REVENUES $23,063,580 $23,861,005 $24,101,568 $24,340,347 $23,545,700 $23,799,261
Base Expenditures (projected 1.5% annual increase)$8,794,663 $8,418,162 $8,544,434 $8,672,601 $8,802,690 $8,934,730
Personnel (projected 2.0% annual increase)$13,233,555 $13,689,161 $13,962,944 $14,242,203 $14,527,047 $14,817,588
Fund Balance- Street Maintenance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
TOTAL EXPENDITURES $23,028,218 $23,107,323 $23,507,379 $23,914,804 $23,329,737 $23,752,318
NET REVENUE $35,362 $753,682 $594,190 $425,543 $215,963 $46,943
ENDING FUND BALANCE $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358 $8,152,301
DAYS OF WORKING CAPITAL 144 140 131 120 127 125
General Fund: 5-Year Forecast
BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
BEGINNING FUND BALANCE $10,080,617 $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358
REVENUE:
Ad Valorem Taxes $12,566,254 $12,838,537 $12,998,819 $13,145,462 $13,279,636 $13,460,230
Sales Tax $3,270,000 $3,562,723 $3,562,723 $3,562,723 $3,562,723 $3,562,723
Franchise Fees $1,994,000 $2,061,000 $2,097,068 $2,133,766 $2,171,107 $2,209,101
Licenses & Permits $856,500 $882,800 $865,144 $847,841 $830,884 $814,267
Fines $810,288 $876,000 $884,760 $893,608 $902,544 $911,569
Charges for Service $906,600 $989,800 $999,698 $1,009,695 $1,019,792 $1,029,990
Intergovernmental $311,979 $311,979 $315,099 $318,250 $321,432 $324,647
Miscellaneous Income $165,040 $155,040 $158,141 $161,304 $164,530 $167,820
Use of Fund Balance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
Transfers In $1,182,919 $1,183,126 $1,220,117 $1,267,699 $1,293,053 $1,318,914
TOTAL REVENUES $23,063,580 $23,861,005 $24,101,568 $24,340,347 $23,545,700 $23,799,261
Base Expenditures (projected 1.5% annual increase)$8,794,663 $8,418,162 $8,544,434 $8,672,601 $8,802,690 $8,934,730
Personnel (projected 2.0% annual increase)$13,233,555 $13,689,161 $13,962,944 $14,242,203 $14,527,047 $14,817,588
Fund Balance- Street Maintenance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
TOTAL EXPENDITURES $23,028,218 $23,107,323 $23,507,379 $23,914,804 $23,329,737 $23,752,318
NET REVENUE $35,362 $753,682 $594,190 $425,543 $215,963 $46,943
ENDING FUND BALANCE $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358 $8,152,301
DAYS OF WORKING CAPITAL 144 140 131 120 127 125
General Fund: 5-Year Forecast
BUDGET PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
BEGINNING FUND BALANCE $10,080,617 $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358
REVENUE:
Ad Valorem Taxes $12,566,254 $12,838,537 $12,998,819 $13,145,462 $13,279,636 $13,460,230
Sales Tax $3,270,000 $3,562,723 $3,562,723 $3,562,723 $3,562,723 $3,562,723
Franchise Fees $1,994,000 $2,061,000 $2,097,068 $2,133,766 $2,171,107 $2,209,101
Licenses & Permits $856,500 $882,800 $865,144 $847,841 $830,884 $814,267
Fines $810,288 $876,000 $884,760 $893,608 $902,544 $911,569
Charges for Service $906,600 $989,800 $999,698 $1,009,695 $1,019,792 $1,029,990
Intergovernmental $311,979 $311,979 $315,099 $318,250 $321,432 $324,647
Miscellaneous Income $165,040 $155,040 $158,141 $161,304 $164,530 $167,820
Use of Fund Balance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
Transfers In $1,182,919 $1,183,126 $1,220,117 $1,267,699 $1,293,053 $1,318,914
TOTAL REVENUES $23,063,580 $23,861,005 $24,101,568 $24,340,347 $23,545,700 $23,799,261
Base Expenditures (projected 1.5% annual increase)$8,794,663 $8,418,162 $8,544,434 $8,672,601 $8,802,690 $8,934,730
Personnel (projected 2.0% annual increase)$13,233,555 $13,689,161 $13,962,944 $14,242,203 $14,527,047 $14,817,588
Fund Balance- Street Maintenance $1,000,000 $1,000,000 $1,000,000 $1,000,000 $0 $0
TOTAL EXPENDITURES $23,028,218 $23,107,323 $23,507,379 $23,914,804 $23,329,737 $23,752,318
NET REVENUE $35,362 $753,682 $594,190 $425,543 $215,963 $46,943
ENDING FUND BALANCE $9,115,979 $8,869,661 $8,463,851 $7,889,394 $8,105,358 $8,152,301
DAYS OF WORKING CAPITAL 144 140 131 120 127 125
Fully Funding Current Service Level
Requests to Fully Fund the Current Service Level
One-time
Cost
Ongoing
Cost Total Cost
ADA Building Accessibility (City Hall & Library)15,000$ -$ 15,000$
Fire Station 3 capital maintenance 57,836$ -$ 57,836$
Library Millwork 4,502$ -$ 4,502$
Land Development Code Updates -$ 50,000$ 50,000$
Urban Forester FTE 18,750$ 85,738$ 104,488$
APWA Accreditation 4,075$ -$ 4,075$
Phone System Software Upgrade 13,879$ -$ 13,879$
Tablet for Field Operations Supervisor 1,200$ 600$ 1,800$
Brine Machine (Prepare streets for ice)6,330$ -$ 6,330$
TOTAL 121,572$ 136,338$ 257,910$
Service Level Enhancements
Requests for Service Level Enhancements
One-time
Cost
Ongoing
Cost Total Cost
City Hall/Library Exterior LED Lighting 17,400$ -$ 17,400$
Justice Center Exterior LED Lighting 40,920$ -$ 40,920$
Training Room Technology Update 23,967$ -$ 23,967$
Portable Generator and LED Light for Fire 2,000$ -$ 2,000$
Additional Fire Inspector/Investigator FTE 20,000$ 87,000$ 107,000$
Council Chambers Upgrade (for PC overflow)4,690$ -$ 4,690$
Council Chambers Upgrade (screen toggle)6,509$ -$ 6,509$
Courts AV Upgrade Phase 2 68,942$ -$ 68,942$
Courts (Incode) Notify System -$ 8,400$ 8,400$
Additional Digital Signage - City Hall & Senior Center 4,222$ -$ 4,222$
Internet Redundancy 5,429$ 2,400$ 7,829$
Phone Reporting Software 6,695$ 780$ 7,475$
Senior Center Classroom AV replacement 6,954$ -$ 6,954$
CRM Replacement 7,000$ -$ 7,000$
Facility Access Control Replacement 8,891$ -$ 8,891$
Dedicated funding for concrete repairs -$ 500,000$ 500,000$
Dedicated funding for pavement markings -$ 100,000$ 100,000$
TOTAL 223,619$ 698,580$ 922,199$
Utility Fund
Outlook
Utility Fund: 3-Year Forecast
BUDGET PROJECTION PROJECTION PROJECTION
FY 2015 FY 2016 FY 2017 FY 2018
TOTAL OPERATING REVENUES $15,029,149 15,802,672 16,477,573 17,289,963
OPERATING EXPENSES
Utility Support $1,101,132 1,158,860 1,182,037 1,205,678
Utility Billing 381,081 387,361 395,108 403,010
Utility Operations - Water 565,737 727,715 742,269 757,114
TRA Water 6,778,454 7,310,025 7,754,639 8,142,371
Utility Operations - Wastewater 279,959 295,500 301,410 307,438
TRA Wastewater 2,672,056 2,864,625 3,058,787 3,211,726
Non-Departmental 305,133 315,752 322,067 328,508
Transfer to General Fund 1,115,969 1,165,563 1,220,117 1,359,866
Transfer to Colleyville Tomorrow Fund (Repymt)44,286 44,286 44,286 0
Infrastructure Renewal 250,000 250,000 250,000 250,000
Compensation Adjustment 21,733 0 0 0
TOTAL OPERATING EXPENSES $13,515,540 14,519,686 15,270,720 15,965,712
NON-OPERATING REVENUES(EXPENSES)
Interest Income $20,300 20,300 20,300 20,300
Debt Service (490,100)(365,325)(359,900)(157,325)
TOTAL NON-OPERATING REVENUES(EXPENSES)$(469,800)(345,025)(339,600)(137,025)
NET INCOME $1,043,809 937,961 867,253 1,187,226
ENDING RETAINED EARNINGS - 9/30 $7,796,562 8,734,523 9,601,776 10,789,002
NET INCOME FOR COVERAGE RATIO 1,533,909 1,303,286 1,227,153 1,344,551
AMOUNT NEEDED FOR COVERAGE RATIO 588,120 438,390 431,880 188,790
ADDITIONAL AVAILABLE FOR CIP/REHAB 945,789 864,896 795,273 1,155,761
Drainage Fund
Outlook
Drainage Fund: 3-Year Forecast
BUDGETED PROJECTED PROJECTED PROJECTED
FY 2015 FY 2016 FY 2017 FY 2018
TOTAL BEG. RETAINED EARNINGS $1,375,897 1,205,218 1,246,339 1,318,199
FUND REVENUES
Drainage Fees $933,236 939,116 944,996 950,876
Penalties/Misc 16,332 16,435 16,537 16,640
Use of Available Cash 250,500 0 0 0
Interest Income 1,579 1,610 1,642 1,675
TOTAL REVENUES $1,201,646 957,161 963,176 969,191
FUND EXPENSES
Drainage Operations $509,837 512,403 522,651 533,104
Stormwater Management 39,246 34,460 35,149 35,852
Non-Departmental 4,891 5,974 6,093 6,215
Compensation Adjustment 5,472 0 0 0
Debt Service 252,847 127,121 128,391 124,574
Interfund loan repayment 19,032 19,032 19,032 0
Infrastructure renewal 0 180,000 180,000 180,000
Vehicle Replacement (2 F250s)0 37,050 0 0
Update to Floodplain Maps 290,500 0 0 0
TOTAL EXPENSES $1,121,825 916,039 891,316 879,745
NET REVENUE 79,821 41,121 71,860 89,446
Required Coverage Ratio (25% of debt service)63,212 31,780 32,098 31,144
Balance Available 16,609 9,341 39,762 58,303
Use of Available Cash -250,500 0 0 0
ENDING RETAINED EARNINGS $1,205,218 1,246,339 1,318,199 1,407,645
Special Revenue
Funds Status
Special Revenue Funds
9/30/14
Available
Balance
Library - Parks - Recreation:
Voluntary Park 761,544$
Voluntary Library 404,101
Tree Preservation 25,555
Library Donation 135,259
Recreational Event 4,475
Parks Tomorrow 1,196,364
Parkland Dedication 2,031,326
Kimzey Park 3,576
Kidsville Maintenance 20,426
Colleyville Eco. Dev. (after Budget Adoption)-
Public Safety & Courts:
Police Asset Forfeiture 4,188
Crime District (after Budget Adoption)-
LEOSE (training purposes)1,057
Court Technology -
Court Security -
9/30/14
Available
Balance
Capital Projects or Facilities:
Colleyville Tomorrow 2,223,945$
CEDC Capital Project 146,825
Colleyville Center Development 5,857
TDPA Grant (EECBG Grant)8,133
For Other City Purposes:
Vehicle and Equipment Replacement -
Recycling (ECC & Crud Cruiser)-
Public Art 7,904
Special Donations
Parks 29,584
Police 5,231
Fire 27,707
Capital Improvement
Plan (CIP) Update
and
Draft FY 2016-2020 CIP
Note: CIP Projects are $50,000+ and have a useful life of 5+ years
FY 2015 Projects Update (1 of 2)
Project Title Status
Service Center -Design
On hold pending completion of negotiations with
the Lawn Firm for drainage easement
Temporary Repair of Whites Chapel Road Bridge Complete
Reconstruct Bedford Road Retaining Wall
Design 80% complete –expect delay in start of
construction until late fall due to long lead time for
materials after construction contract is awarded
City Park -Landscape and Amenities Complete in June
Construct Cotton Belt II Spur @ Webb House Complete
Pleasant Run Trail Construction: Veranda to Bogart
Under construction –completion expected
November 2015
Reconstruct Pleasant Run: Veranda to Bogart (FY 2014
Project)
Under construction –completion expected
November 2015
Senior Center Repairs
Planning in progress –Pre Council discussion
anticipated on July 21
Improvements at Cotton Belt-LD Lockett Park Trailhead
No bids received at bid opening on June 4; will
advertise again
FY 2015 Projects Update (2 of 2)
Project Title Status
Kingston Estates Road and Drainage (FY 2014 Project)
Under construction –completion expected
September 2015
Pleasant Run Playground On hold; next step is award contract
2015 Miscellaneous Concrete Repairs Ongoing
Rehabilitate Jackson Road (2015 County Project)Complete
Pavement Markings 2015 Complete
Glade Road: Bransford Road to Manning Drive Design nearing 60% completion
Misc. Major Asphalt Maintenance 2015 Ongoing –East and west approaches to Jackson
Construct SH26, Phase II
Redesign underway –Expect 95% plans complete
by July 15
Fiber Build Phase 1-3
On hold-waiting to work with Grapevine & GCISD,
which will be more cost effective
Upsize Utility Lines (Reagan Estates)
Reagan Estates complete; Expected completion of
Western Trails October 2015
Draft FY 2016 -2020 CIP
Contains all projects approved with the adoption of the 5-Year CIP for FY
2015-2019, as well as additional projects that have been identified and
have funding available
It does not include any reconstruction project that addresses unimproved
streets, other than
Pleasant Run Road
Glade Road (Bransford to Manning)
Roberts Road
Combined Pleasant Run into a single project from Shelton to John McCain
Moved design from 2016 to 2017
Construction entirely in 2019 to provide unhindered detours while SH26 is under
construction
Includes water and wastewater projects based on new rate structure
Glade Road –scope and related cost to be determined
Service Center construction –evaluating funding strategies
Colleyville Center AV upgrade –pending CEDC budget
worksession and board recommendations
Not included in the draft FY 2016-2020 CIP
Currently reflected in the project pool
Will be included in the CIP recommended for adoption based on
upcoming decisions, strategies, and meetings
Pending Projects
CIP: FY 2016 Proposed Projects
Project Cost Funding Source
City Hall Backup Power $181,000 TIF Bond Funds & General Fund
Justice Center -Roof Repair $100,171 CCCPD
Construct New Trail 2016 $150,000 CEDC
Rehabilitate Cheek-Sparger Road -Brown Trail to Bedford Road
including new curb on south side $750,000 General Fund
Rehabilitate John McCain -Pleasant Run Rd to Shepherds Glen $662,222 General Fund
Reconstruct Glade Road –Bransford to Manning (rolled forward)$5,700,00 TIF
Rehabilitate Bandit Trail (County Project)$300,000 County & General Fund
Construct SH26- Phase II and III $31,848,898 TxDOT,County, & TIF
Fiber Build Phase 1-3 (rolled forward)$394,700 Colleyville Tomorrow Fund
Upsize and Replace Water Lines in Sunrise Terrace $380,000 Utility Fund
Demolish Overland Trail Pump Station and Storage Tank $130,000 Utility Fund
Rehabilitate Sewer Manholes (poor condition)$186,000 Utility Fund
Misc. Repairs to Elevated Storage Tanks $226,600 Utility Fund
Install Backup Generator at L.D. Lockett Pump Station $138,516 Utility Fund
Vermeer Hydro Excavator (2008) Replacement $87,000 Vehicle & Equip. Replacement
TOTAL $41,236,591
CIP: FY 2017 Proposed Projects
Project Cost Funding Source
UPS Battery Backup Replacement at Justice Center $85,000 CCCPD
Construct New Trail 2017 $150,000 CEDC
Rehabilitate Bedford Road (County Project)$500,000 County & General Fund
Rehabilitate Westcoat $613,849 General Fund
Pleasant Run -Design (Shelton to John McCain)$477,000 General Fund
Design -Installation of Pressure Relief and Flow Control
Valves and Associated Piping to Regulate Flow Between High
and Low Pressure Planes $42,500 Utility Fund
Upsize and Replace Water Lines in Brighton Oaks Subdivision $1,515,100 Utility Fund
Design -Replacement of 10” Sewer Lines in Remington Park
and Claremont Subdivisions $33,000 Utility Fund
Design -Water Group E Capital Improvements $53,000 Utility Fund
Design-Replacement of 6" and 8" Pipelines on Manning Drive
and in vicinity of Pleasant Run Rd and McDonwell School Rd $75,000 Utility Fund
Ford F550 Bucket Truck (2001) Replacement $84,379
Vehicle & Equipment
Replacement Fund
Elgin Street Sweeper (2009) Replacement $197,527
Vehicle & Equipment
Replacement Fund
TOTAL $3,826,355
CIP: FY 2018 Proposed Projects
Project Cost Funding Source
Construct New Trail 2018 $150,000 CEDC
Rehabilitate Lowrie Road (County Project)$135,000 County & General Fund
Rehabilitate Bransford –LD Lockett Rd to Glade Rd $706,667 General Fund
Rehabilitate Reagan Road (County Project)$155,000 County & General Fund
Design -New Elevated Water Storage Tank and Associated
Distribution Lines $545,000 Water Impact Fees
Construction -Sewer Group C Line Improvements $132,000 Utility Fund
Install Pressure Relief and Flow Control Valves and Associated
Piping to Regulate Flow Between High and Low Pressure Planes $295,000 Utility Fund
Design -Water Group D Capital Improvements $372,000 Utility Fund
Construction -Water Group E Capital Improvements $459,000 Utility Fund
Replacement of 6" and 8" Pipelines on Manning Drive and in the
Vicinity of Pleasant Run Road and McDonwell School Road $470,000 Utility Fund
TOTAL $3,419,667
CIP: FY 2019 Proposed Projects
Project Cost Funding Source
Construct Pleasant Run Trail (Cotton Belt RR to John McCain)$300,000 CEDC
Rehabilitate Montclair (County Project)$435,000 County & General Fund
Reconstruct Pleasant Run (Shelton to John McCain)$3,557,950 General Fund
Design -Roberts Road Reconstruction $152,880 General Fund
Design –Sewer Group F Line Improvements $90,000 Utility Fund
Upsize and Replace Water Lines in Woodbriar Estates and Quail
Crest Subdivisions $1,555,000 Utility Fund
Replace Sewer Lines in Woodbriar Estates and Quail Crest
Subdivisions $1,670,000 Utility Fund
Sewer T.V. Van E350 (2008) Replacement $80,370
Vehicle & Equipment
Replacement Fund
Crafco Supershot Crack Sealer (2004) Replacement $119,744
Vehicle & Equipment
Replacement Fund
TOTAL $7,960,944
CIP: FY 2020 Proposed Projects
Project Cost Funding Source
Justice Center -HVAC Replacement $237,000 CCCPD
Justice Center -Metal Roof Coating $167,000 CCCPD
County Project –TBD $800,000 County & General Fund
Roberts Road Reconstruction $1,200,950 General Fund
Construct -New Elevated Water Storage Tank and
Associated Distribution Lines $3,871,975 Water Impact Fees
Construct -Water Group D Capital Improvements $2,540,000 Utility Fund
Construct -Sewer Group F Line Improvements $625,000 Utility Fund
Target V465D Street Saw (2005) Replacement $56,345
Vehicle & Equipment
Replacement Fund
TOTAL $9,498,270
CIP: FY 2021 to 2025 Project Pool (1 of 2)
Street Projects Cost
Acuff Lane $115,360
Bedford Ct $149,209
Bedford Road Bridge $60,000
Behrens $392,196
Bettinger Dr $378,080
Beverly Dr $222,098
Bill Simmons Rd $269,867
Black Drive $174,987
Bluebonnet Drive $323,440
Brook Meadows Addition $404,444
Caldwell Hughes Road $115,360
Cedar Ct $209,964
Cheek-Sparger Road -Bedford Road to
Warwick Drive $463,556
Cheek-Sparger Road -Buckingham Place to
Martin Parkway $360,444
Cheek-Sparger Road -SH26 to Brown Trail $583,111
Fairway Addition $351,111
Cheek-Sparger Road -Martin Parkway to
Heritage Avenue $291,111
Community Home Addition $262,222
Cooks Ln $61,653
Cutter Ridge Ct $48,695
Felps Ct $32,853
Felps Drive $223,289
Ford Drive $22,276
Garry Lynne Drive $203,813
Street Projects Cost
Pleasant Run -Reconstruct (John McCain To
North City Limits)$1,699,550
Plymouth Hills Addition $762,222
Quail Crest Estates $600,311
Queensbury Way Bridge $100,000
Renfro Rd $169,476
Ross Downs Estates -Reconstruction $4,000,000
Saddlebrook Addition $667,333
Sand Oak Acres Addition $864,000
Shelton $288,293
Stafford Heights Subdivision $542,222
Stone Crest Estates $63,556
Suellen Circle $44,373
Sunrise Terrace/Brighton Oaks $1,730,200
Tara Plantation Addition $495,444
Tinker -Caldwell Hughes Road to Highway 26 $235,556
Tinker -Pleasant Run to Caldwell Hughes Rd $217,778
Thompson Terrace $167,378
Van Oaks Drive $126,720
Waller Lane $81,600
Wayne Drive $160,276
Western Trails Subdivision $1,200,000
Woodland Hills Subdivision $1,295,667
Woodbriar, Quail Crest Estates $1,984,400
Street Projects Cost
Hidden Acres Subdivision $280,000
Highland Acres Subdivision Rehabilitation $806,222
Hunter Lane $130,427
Jackson Road Bridge $60,000
Jo Carol Ln $97,413
Jo Will St $186,453
John McCain -Monticello Pkwy to Pleasant Run
Rd $151,111
John McCain -Williamsburg Ct. to Monticello
Pkwy $302,222
L.D. Lockett -Hunter Trail to Westcoat Drive $333,333
L.D. Lockett -Precinct Line Rd to Hunter Trail $377,778
L.D. Lockett -Westcoat Dr to Pleasant Run Rd $422,222
Leta Ln $179,840
Lloyd Circle $105,964
Maranatha Ct $4,191
McDonwell School Road $713,316
Oak Knoll Ct $105,618
Oak Knoll Drive $871,236
Oak Timbers Court $148,836
Old Glade Road $70,667
Patterson Ln $203,218
Pecan Park Estates Subdivision $724,444
Pleasant Run -Design (John McCain To North
City Limit)$226,680
CIP: FY 2021 to 2025 Project Pool (2 of 2)
Drainage Projects Cost
Flood Gates Upgrade $365,020
Bransford Creek $2,080,000
Glade Road Bridge at Trib LB2 $500,000
Update Stormwater Master Plan $500,000
Jackson Creek Drainage Improvements $2,500,000
Oak Knoll Bridge $2,700,000
Pleasant Run Road Bridge at Big Bear $3,800,000
Bedford Road Bridge at Little Bear $2,100,000
Heritage Avenue at Little Bear $2,800,000
Glade Road Culverts at Bluebonnet Creek $536,000
John McCain Box Culvert at White Chapel
Creek West $250,000
Jackson Road Bridge $3,400,000
Facility Projects Cost
Justice Center -Roof Replacement $139,838
City Hall/Library -HVAC Replacement $273,000
City Hall -Boiler Replacement $107,900
Library Fountain Repair $70,447
Service Center Construction $4,000,000
Justice Center-Carpet and VCT Tile $88,052
City Hall -Carpet and VCT Tile $102,443
Library -Carpet and VCT Tile $98,055
Colleyville Center AV Replacement $170,000
Folding Doors-Fire Station #1 $66,000
Folding Doors-Fire Station #3 $44,000
Wastewater Projects Cost
Project 6: Sewer Group A Line
Improvements $800,000
Project 7: Sewer Group T Line
Improvements $790,000
Project 8: Sewer Group G Line
Improvements $412,000
Project 9: Sewer Group U Improvements $2,936,000
Project 10: Sewer Group P Improvements $710,000
Project 11: Sewer Group Q Improvements $277,000
Project 12: Sewer Group R Improvements $415,000
Project 13: Sewer Group E Line
Improvements $1,407,000
Project 14: Sewer Group V Improvements $3,304,000
Project 15: Sewer Group D Line
Improvements $758,000
Project 16: Sewer Group S Improvements $1,416,000
Project 17: Sewer Group W Improvements $3,946,000
Water Projects Cost
Project 12: Water Group F Capital Improvements
-DESIGN $363,000
Project 12: Water Group F Capital Improvements
-CONSTRUCT $2,417,000
Project 13: Water Group L Capital Improvements
-DESIGN $214,000
Project 13: Water Group L Capital Improvements
-CONSTRUCT $1,426,000
Project 14: Water Group I Capital Improvements
-DESIGN $220,000
Project 14: Water Group I Capital Improvements
-CONSTRCT $1,470,000
Project 15: Water Group G Capital Improvements $5,389,000
Project 16: Water Group H Capital Improvements $2,264,000
Project 17: Water Group J Capital Improvements $1,404,000
Project 18: Water Group K Capital Improvements $8,158,000
Project 19: Water Group M Capital
Improvements $4,094,000
Project 20: Water Group W Capital
Improvements $1,477,000
Project 21: Water Group X Capital Improvements $646,000
Project 22: Water Group C Capital Improvements $1,225,000
Project 23: Water Group Q Capital Improvements $1,827,000
Project 24: Water Group N Capital Improvements $2,567,000
Water Projects Cont.Cost
Project 25: Water Group R Capital
Improvements $1,211,000
Project 26: Water Group S Capital
Improvements $176,000
Project 27: Water Group T Capital
Improvements $4,570,000
Next Steps
July 7
Pre Council discussion on recommended fee changes
July 27
TAD provides certified assessed valuation (AV)
August 11
Budget Worksession: A balanced proposed budget and five-year CIP will
be presented
CEDC Budget Worksession
Questions and
Discussion
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 2b Agenda Date 06/18/2015 Number
Type Presentation and Discussion
Department Police
Title
Discussion of Police Department Staffing Plan
Strategy Map Connection
Explanation
Over the last several months, the police department has conducted an analysis of current staffing
levels and subsequently formulated a staffing plan that will ensure the continuance of effective
police services for the community into the future. This proposed staffing plan is designed to assist
in maintaining Colleyville’s low crime rate, address current and future traffic mobility issues, and
enhance overall public safety. The analysis has culminated in a recommendation to add two officer
positions, and one traffic supervisor position over the next four years. The proposed positions
would be new positions.
In 2011, the Colleyville City Council approved a staffing plan that increased the authorized strength
of the police department from 38 sworn positions to 43 sworn positions. The 2011 staffing plan
included adding four patrol officer positions, one command staff position and upgrading five officer
positions to corporals. The 2011 staffing plan will be completed with the addition of one police
officer position in the CCCPD FY 2016 budget.
In the decade preceding 2011, the police department increased staffing from 30 to 38 officers.
However, of the eight additional positions only two of them were placed in patrol. The additional six
positions were utilized to fill needs in important support areas such as the community services
officer, traffic officer, criminal investigations detective, criminal investigations sergeant, services
lieutenant, and warrant officer. This approved staffing plan was implemented in response to the
need to increased patrol staffing. During this time, patrol minimum staffing was designated as three
on a shift, including the shift supervisor. This staffing level was insufficient to implement the modern
policing strategies needed to address the ever increasing threats to public safety. In addition, the
number of sworn staff at the time was inadequate to maintain even the minimum of three per shift
without utilizing overtime. The 2011 staffing plan focused on adding patrol officer positions to
improve the level of service and coverage on all shifts. This was coupled with the folding in of the
Traffic Unit and the Community Services Officer positions into patrol. By all accounts, increasing
the sworn staffing of patrol and the implementation of modern policing strategies has been a
success. The City of Colleyville has witnessed a 50 percent reduction in Part 1 crime as compared
to 2010, and was named the safest city in Texas in 2014. However, this model is not sustainable
long term. A modern and progressive police department should also dedicate staff to areas such
as, traffic, investigations, community relations, professional standards, and training. These services
are vitally important to the continued success and safety of the City. The ability to quickly respond
City Council Worksession Agenda Briefing 2b
City of Colleyville Page 2
to and address traffic mobility concerns, sustain community programs and engagement, and ensure
proper accountability and performance management is essential. The police department has
utilized enhanced data collection and analysis systems to enhance employee performance and
guide the proper deployment of resources. The proposed new staffing plan will provide the
resources to better manage traffic and event management through the addition of an evening traffic
officer and providing a direct supervisor over the group. This will fully staff the traffic unit through
build out of the City.
Over the last several years, the population of Tarrant County has continued to increase, as has the
population of the City of Colleyville. Due to the growth of the area, the City is no longer a detached
suburb, but now an extension of the major metropolitan area surrounding it. While the City of
Colleyville stands out as the safest city in Tarrant County, it is no longer immune from serious crime
incidents. The significant police incidents experienced in the recent past are examples of how the
department is being challenged. Part 1 Crime continues to be held down, however, the overall
activity of the department, including calls for service are increasing. To achieve long term success,
the Patrol Division will need to direct their efforts toward crime suppression and response, while
support units address the other important concerns of the community.
The additional positions identified in the staffing analysis will allow the department to expand the
Traffic Unit from the current two positions to four positions, including a direct supervisor. This will
better equip the department to address current and anticipated traffic mobility issues, citizen
complaints, accident investigations, DWI enforcement, and special events, by assigning these
specific functions to the unit. Coverage will be expanded to include evenings and nights to address
a significant portion of traffic activity, DWI enforcement, and citizen complaints.
Finally, the department will implement the community services officer position again. While the
neighborhood officer philosophy has been extremely successful and well received, and will
continue, the department recognizes the importance of having an officer dedicated to community
programs and support on a daily basis. This is especially important for the many volunteers that,
not only makeup the Citizens Police Academy Alumni Association and the Citizens on Patrol, but
also the hours they serve, and the manpower saved. The community services officer also provides
an enhanced ability to engage the youth in our community through the explorer program which
helps mentor future police officers.
In the future, the population of the City will continue to increase. The ingress and egress into the
City will also increase as the surrounding area continues to grow. As a result, it is recommended
the proposed police department staffing plan be enacted in order to maintain the low crime rate in
Colleyville, as well as maintain the high level of police services currently afforded to the community.
Additional staffing will allow the department to further enhance a community policing philosophy
toward increased interaction with community members, which should facilitate partnerships to
prevent crime and anticipate problems.
Staff recommends the proposed new staffing plan be approved and implemented beginning with the
Fiscal Year 2017 budget. Under the proposed plan, an officer position would be added in 2017 and
2018, and the supervisory position added in 2020. Full implementation of the proposed additional
staffing is estimated to cost $257,924 annually. It is anticipated at least one of the positions will be
City Council Worksession Agenda Briefing 2b
City of Colleyville Page 3
funded through the CCCPD. The first option for the two additional positions will also be the
CCCPD. However, if future sales tax revenue is not sufficient to support the additional
positions, staff will submit the positions as a part of the General Fund competitive budget process or
reallocate future facility upgrade funding to another year. The staffing plan would bring the sworn
staffing of the police department to 46. At this time, it is believed this will allow the department to
continue to provide the level of service the community demands for the next five years. It is difficult
to completely anticipate the demand that will be generated for services beyond that time. The area
around us continues to become more densely populated and the City will be closer to build out.
These changes will surely affect the activity levels and may require additional personnel down the
road. Staff will continue to analyze workload and available data to ensure the department meets
the expectations of the Colleyville community. It is a certainty that the community will not waiver
from requiring public safety services continue as a top priority.
Attachments
1.Police Department Staffing Proposal
Discussion of Police Department
Staffing Plan
City Council Worksession
June 18, 2015
Current Staffing Plan
•In 2011 the Colleyville City Council approved a staffing plan for the police department
that included:
–Adding four patrol officer positions.
–Adding one command staff position.
–Upgrading five police officer positions to corporals.
Current Staffing Plan
•The current City Council approved staffing plan was implemented beginning in FY 2012.
•The plan was designed to increase the police department’s sworn staffing from 38 to 43.
•Through FY 2015,four of the sworn positions have been added,including the command
staff position.The fifth and final position is proposed in the FY 2016 CCCPD Budget.
•The corporal appointment process was developed and the designated positions were filled.
However,the Criminal Investigations corporal position was deemed unnecessary and
eliminated through the promotion of the incumbent to Sergeant.
Additional Staffing Adjustments
•Traffic Unit personnel were reassigned to Patrol to address Patrol Shift minimum staffing
issues.(1 Motorcycle Officer was reinstated in 2014.)
•Community Services Officer was reassigned to Patrol to address Patrol Shift minimum
staffing issues.(Patrol Officers are currently utilized to attend community meetings and
coordinate events.The CID Sergeant is assigned as the liaison to the Citizens on Patrol.)
•A patrol officer is assigned to the Texas Recognition Program,to update policies,
implement training,complete electronic policy submittals,and prepare for the on-sight
audit.
Current CPD Organization Chart
42 FT –Sworn
6 FT –Non-Sworn
1 PT –Non-Sworn
Chief of Police
Operations
Lieutenant
Patrol Sergeants
(4)
Traffic Officer (2)Patrol Corporals
(4)
Shift A Patrol Officers
(5)
Shift B Patrol Officers
(5)
Shift C Patrol Officers
(5)
Shift D Patrol Officers
(4)
Administrative
Services
Lieutenant
Warrant Officer (1)Criminal Investigations
Sergeant (1)
Investigators (3)
Property Specialist (1)
School Crossing
Guards (12)
Personnel/Training
Sergeant
(1)
Code Enforcement
(1)
School Resource
Corporal
(1)
School Resource
Officers
(2)
Administrative
Services Coordinator
(1)
Lead Records
Coordinator
(1)
Records Clerks
(2)
Assistant Chief Office Assistant
Current Staffing Model Issues
•Traffic enforcement,investigating crashes,community mobility,and addressing citizen complaints,is
taxing for the two officer Traffic Unit.The Traffic Unit is also responsible for staffing special events.
•There is a need for coordination of all community engagement programs and events,including the
Coffee with Cops,National Night Out,Citizens Police Academy Alumni Association,and the Citizens
on Patrol program.It is very important to the citizens that they get to work closely with our officers.
Identified Future Staffing Needs
1)Additional Traffic Unit Officer,assigned to night shift to address citizen complaints,accident
investigations,DWI enforcement,and special events.
2)Traffic Sergeant,to supervise and direct all traffic-related personnel and functions.Coordinate all
special event planning and staffing.
3)Community Services Officer,assigned to coordinate all community engagement programs and
events,including the Coffee with Cops,National Night Out,Citizens Police Academy Alumni
Association and the Citizens on Patrol Program.
Recommended Implementation Plan
•Add a sworn officer position in FY 2017 and 2018,and a sergeant position in 2020.
•The new position added in 2020 would allow for the creation of a Traffic Sergeant
position.
•It is anticipated at least one of the positions will be funded through the CCCPD.The first
option for the two additional positions will also be the CCCPD.However,if future sales tax
revenue is not sufficient to support the additional positions,staff will submit the positions
as a part of the General Fund competitive budget process or reallocate future facility
upgrade funding to another year.
•The total annual cost for all new positions in FY 2020 at $257,924.
Recommended CPD Organization Chart
46 FT –Sworn
6 FT –Non-Sworn
1 PT –Non-Sworn
Chief of Police
Operations
Lieutenant
Patrol Sergeants
(4)
Patrol Corporals
(4)
Shift A Patrol Officers
(5)
Shift B Patrol Officers
(5)
Shift C Patrol Officers
(4)
Shift D Patrol Officers
(4)
Traffic Sergeant
(1)
Traffic Officer
(3)
School Crossing Guards
(12)
Support Services
Lieutenant
Personnel/Training Sergeant
(1)
Community Services Officer
(1)
Code Enforcement
(1)
School Resource Corporal
(1)
School Resource
Officers
(2)
Administrative Services Coordinator
(1)
Lead Records
Coordinator
(1)
Records Clerks
(2)
Criminal Investigations
Sergeant
(1)
Detectives
(3)
Special Investigations
(2)
Property Specialist
(1)
Warrant Officer
(1)
Assistant Chief Office Assistant
Discussion/Questions?
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 2c Agenda Date 06/18/2015 Number
Type Presentation and Discussion
Department Fire
Title
Fire Apparatus Replacement Program
Strategy Map Connection
C5- Achieve the highest standards of safety and security
C2- Deliver high quality and unique customer service
B2- Proactively seek process improvements and sustainable solutions
B4- Cultivate a culture of transparency and consistent communication
Explanation
The Colleyville Fire Department has experienced significant growth and expansion over
the past seven years. In January 2008, two newly constructed fire stations were
opened and placed in operation. The apparatus needs identified at that time prescribed
the purchase of two ladder trucks to facilitate water tower operations for the potential
fire incidents in large homes within the city. Conversely to that scenario, many of the
larger homes are built some distance from the street and ladder truck access is
unattainable, other than by engines/pumpers. Prior to the purchase of the two ladder
trucks in 2010, discussions also took place regarding the apparatus replacement
schedule, with expectations of the ladder trucks having a much longer life than that of
an engine/pumper, presumably 10 to 15 more years more. The replacement schedule
for the engine/pumper was determined as every 10 years for front line service.
With the replacement schedule for the 2006 engine/pumper due in 2016, fire
department staff, including the fire chief, reviewed current and future apparatus needs
for the city. Staff has determined by operating with two ladder trucks for the last five
years that this apparatus configuration exceeds the city’s response needs. Staff
concludes that the current fleet of two ladder trucks and one engine/pumper is
inversely proportional to what is optimal for our community: one ladder truck and two
engines/pumpers.
Operating a ladder truck is more costly to purchase, maintain and replace compared to
an engine/pumper. The current cost for the 2016 replacement engine/pumper is
$550,000. For future apparatus purchase, a one percent increase in price is anticipated
each year. Transitioning to two engines/pumpers and one ladder truck better serves
the citizens of Colleyville from a response and cost perspective. Savings would be
realized by rotating the ladder trucks in to reserve status every five years, also
prolonging the life of the vehicles. From a mutual aid perspective, Colleyville receives
City Council Worksession Agenda Briefing 2c
City of Colleyville Page 2
ladder truck responses from our mutual aid cities on every structure fire call.
Going forward, the optimum apparatus configuration for the Colleyville Fire
Department is two front line engine/pumpers, one front line ladder truck, one reserve
engine/pumper, and one reserve ladder truck.
In addition to the apparatus configuration needs, a reserve apparatus facility will also
be needed to house the reserve apparatus, as well as the REHAB 24 vehicle and the
NEFDA hazardous materials decontamination trailer and pull truck. This can be
accomplished by renovating and possibly adding on to the Hall-Johnson facility if
necessary. The cost of renovating the Hall-Johnson fire facility into a functional reserve
apparatus facility is estimated at $500,000. If approved, the renovation work could
begin as soon as the funding is available. Fire stations #1 and #3 are currently
housing reserve apparatus.
Staff has prepared the attached presentation to provide a platform for discussing each
identified process, and is seeking input and direction from the City Council on the
proposed apparatus replacement program.
Attachments
1.Fire Apparatus Replacement Program Presentation
2.Proposed Apparatus Replacement Timeline
Fire Department
Apparatus Replacement
Program
City Council Worksession
June 18, 2015
Engine/Pumper
Provides the primary function of
fire attack
Carries 500 gallons of water
Various sizes of fire hose
Pumps water through fire hose,
utilizing operator calculated
hydraulic pressures
Carries basic hand tools such as
axes and pry bars
EMS equipment
Quint
Sixty-five foot aerial ladder with
plumbed in water way and attached
nozzle
Provides aerial ladder and water tower
operations
Carries 500 gallons of water and various
sizes of fire hose
Carries forcible entry hand and power
tools: saws, fans
EMS equipment
Quint components: water tank, fire
pump, hose, ground ladders and aerial
ladder
Mid-mount Ladder Truck
Ninety-five foot platform aerial ladder
Plumbed in water way with attached
nozzles
Provides aerial ladder and water
tower operations
Carries 300 gallons of water and
select sizes of fire hose
Carries forcible entry hand and power
tools: saws, fans
Quint components
EMS equipment
Rear-mount Ladder Truck
One hundred-five foot aerial ladder with
plumbed in water way and attached
nozzles
Provides aerial ladder and water tower
operations
Carries 500 gallons of water and select
sizes of fire hose
Carries forcible entry hand and power
tools: saws, fans
Quint components
EMS equipment
Quint Apparatus Concept
A quintuple combination pumper or quint is a fire service apparatus that serves the
dual purpose of an engine and a ladder truck
The name quint refers to the five functions that a quint provides: pump, water tank,
fire hose, aerial ladder, and ground ladders
Quints became popular as an all in one vehicle
Many fire departments went to all quint apparatus
Quints are more expensive to purchase and maintain than a straight ladder truck or
engine/pumper
Many fire departments operate with quints, but over time they have concluded that
having more quints than engines/pumpers exceeds their response needs and reverted
back to engine/pumpers to reduce costs
Current Fire Apparatus
Fleet Configuration
Engine/pumper at fire station #3
Reserve quint (ladder truck) at fire station #3
Ladder truck at fire station #2
Ladder truck at fire station #1
Optimum Fire Apparatus
Fleet Configuration
Engine/pumper at fire station #3
Engine/pumper at fire station #2
Ladder truck at fire station #1
Reserve engine/pumper at reserve apparatus facility
Reserve ladder truck at reserve apparatus facility
Optimum Fire Apparatus
Fleet Configuration Explanation
Fire station #3, at 312 McDonwell School Road, covers a large residential area
Roads are narrow
Engine/pumper is smaller and quicker
Costs of operating an engine/pumper are less expensive than a ladder truck. Costs
will be discussed later in this presentation.
Fire station #2, at 5212 Pool Road, also covers a large residential area
Many of the roads are narrow also, such as Glade Road
Engine/pumper is smaller and quicker
Costs of operating an engine/pumper are less expensive than a ladder truck
Optimum Fire Apparatus
Fleet Configuration (Cont.)
Fire station #1, at 5209 Colleyville Blvd, is located in the heart of the City
Major roads are wider and easier for a ladder truck to get around on
Less wear takes place on the wider roads for a ladder truck
Operating one front line ladder truck will substantially reduce the cost as opposed to the current
operations of two front line ladder trucks
Reserve engine/pumper needed for when the front line unit is out of service for maintenance or
repairs
Reserve ladder truck needed for when the front line unit is out of service for maintenance or
repairs
In the event of a large scale incident (tornado type) both the reserve units could be put in
service and staffed with call back firefighters
Previous Program Vs. Proposed Program
Previous
•2016-Purchase an engine
•2025-Purchase a ladder truck
and an engine to replace
2010 ladder trucks
•2026-Purchase an engine
•2035-Purchase a ladder truck
and an engine
•2036-Purchase an engine
Proposed
•2016-Purchase an engine/pumper for
station 2, move truck 242 to reserve
•2021-Purchase an engine/pumper to
replace the current engine
•2025-Swap the two ladder trucks, mid-
mount ladder will move to reserve,
rear-mount will move to front line
•2028-Purchase an engine/pumper
Previous Program Vs. Proposed Program (Cont.)
Previous
•2045-Purchase a ladder truck
and an engine
•2046-Purchase an engine
Proposed
•2033-Purchase an engine/pumper
•2035-Purchase a ladder truck to replace
both 2010 ladder trucks
•2040-Purchase an engine/pumper
•2045 Purchase an engine/pumper
•2047-Purchase a ladder truck
Previous Program Analysis
All apparatus prices include a built in 1% increase per year
based off purchasing history
•Total of 10 apparatus purchased through 2050 totaling $7,393,531
•Every 10 years the City is purchasing two apparatus with an
average outlay of $1,600,000, with a subsequent apparatus
purchase the following year averaging $650,000
•Continued maintenance of two front line aerial apparatus including
an annual tire replacement cost of $14,000
Proposed Program Analysis
All apparatus prices include a built in 1% increase per year
based off purchasing history
•Total of 8 apparatus purchased through 2050 totaling $5,808,856
•All purchases are for single apparatus
•Utilizing only one aerial apparatus at a time front line, reduces
maintenance cost, including an annual tire replacement cost of
$8,752
Apparatus Operating Costs
Approximates
Ladder Trucks
•Tires-$7,000 per set
•Tire life-7,000 miles
•Replaced 1 time a year
•Fuel-$700 monthly
Engine/Pumpers
•Tires-$3,500 per set
•Tire life-22,000 miles
•Replaced 1 time every 3 years
•Fuel-$522 monthly
Program Comparison
Previous
•Apparatus purchasing of
$7,393,531 includes double
purchases every 10 years
•Annual tire replacement cost-
$14,000 totaling $476,000
•Monthly fuel costs $1,922
totaling $784,176
•Total program cost
$8,653,707
Proposed
•Apparatus purchasing of
$5,808,856 (21% savings)
•Annual tire replacement cost-
$8,752 totaling $297,568
(37% savings)
•Monthly fuel costs $1,744
totaling $711,552
(10% savings)
•Total program cost
$6,817,976
•Savings of $1,835,731 (21%)
Funding Options
Previous
•2016 apparatus will be
purchased utilizing debt service
•All subsequent apparatus will be
purchased through the Capital
Equipment Replacement Fund
with ten percent of the total
apparatus cost budgeted
annually in the General Fund
Proposed
•2016 and 2021 apparatus will be purchased
utilizing debt service
•All subsequent apparatus will be purchased
through the Capital Equipment Replacement
Fund with ten percent of the total apparatus
cost budgeted annually in the General Fund
Neighboring Cities
Ladder Trucks to Engines
Keller
•15 year replacement plan
•5 year reserve status
•20 year total service life
•Moving from quint concept to
purchasing engines
•Ladder truck in reserve only
goes into service when the
front line ladder is out
•Quint in reserve for the rest
of the stations
Euless
•Purchased two engines last year to
replace two quints that were 7 years old
•Replacing ladder truck this fiscal year
after 13 years of service
•Quints and truck being moved into
reserve status
•Ladder truck will only go into service
when front line ladder is out
Hall-Johnson
Reserve Apparatus Facility
Hall-Johnson
Reserve Apparatus Facility (Cont.)
The Hall-Johnson facility was repurposed when new fire stations #1
and #2 were occupied in January 2008
The Hall-Johnson facility became the location for housing the
REHAB 24 vehicle and the NEFDA hazardous materials
decontamination trailer and flatbed truck
The Hall-Johnson facility also became a storage facility for fire
department phased out radio equipment and firefighter uniforms
Hall-Johnson
Reserve Apparatus Facility (Cont.)
With the proposed apparatus replacement program, the Hall-Johnson
facility will need to be renovated
The cost of renovating the Hall-Johnson fire facility into a functional
reserve apparatus facility is estimated at $500,000
Hall-Johnson
Reserve Apparatus Facility (Cont.)
The facility will need to be gutted and possibly expanded to make
room for the reserve engine/pumper, reserve ladder truck,
reserve ambulance currently at station #1, the utility terrain
vehicle (UTV) currently at fire station #3, REHAB 24 vehicle
currently at the Hall-Johnson facility, along with the NEFDA
hazardous materials truck and decontamination trailer, due to be
removed from NEFDA assets in 2025
Questions and Discussion
1/1/2016 1/1/2050201720182019202020212022202320242025202620272028202920302031203220332034203520362037203820392040204120422043204420452046204720482049
2016
FY 16 Engine/pumper purchase
2016
2010 ladder truck A into reserve
2021
FY 21 Engine/pumper purchase
2021
2010 Ladder truck A/2006 Engine in reserve
2025
FY 25 Ladder Truck A moved to front line
2028
FY 28 Engine/pumper purchase
2028
2010 Ladder truck B/2016 Engine into reserve
2033
FY 33 Engine/pumper purchase
2033
2010 Ladder truck B /2021 Engine in reserve
2035
2021 Engine in reserve
2040
FY 40 Engine/pumper purchase
2040
2028 Engine in reserve
2045
FY 45 Engine/pumper purchase
2045
2033 Engine in reserve
2047
FY 47 Ladder truck purchase
2047
2035 Ladder truck/2033 Engine in reserve
Truck 241
(2010 B)
Engine 242
(2016)
Engine 243
(2006)
Truck 241
(2010 B)
Engine 242
(2016)
Engine 243
(2021)
2025
2010 Ladder truck B / 2006 Engine in reserve
Truck 241
(2010A)
Engine 242
(2016)
Engine 243
(2021)
Truck 241
(2010 A)
Engine 242
(2028)
Engine 243
(2021)
1999 Quint
sold
(17 Years
old)
2006
Engine
sold
(22 Years
old)
2016
Engine
sold
(17 years
old)
Truck 241
(2010 A)
Engine 242
(2028)
Engine 243
(2033)
Truck 241
(2035)
Engine 242
(2028)
Engine 243
(2033)
2010
Ladder
truck A
and B sold
(25 years
old)
Truck 241
(2035)
Engine 242
(2040)
Engine 243
(2033)
2021
Engine
sold
(19 Years
old)
Truck 241
(2037)
Engine 242
(2040)
Engine 243
(2045)
2028
Engine
sold
(17 years
old)
Truck 241
(2047)
Engine 242
(2040)
Engine 243
(2045)
2025
Ladder
truck sold
(24 Years
old)
2035
FY 37 Ladder truck purchase
Truck = Ladder Truck
Engine = Engine/Pumper
Proposed Apparatus Replacement Timeline
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 2d Agenda Date 06/18/2015 Number
Type Presentation and Discussion
Department City Manager
Title
Strategic Management System Update
Strategy Map Connection
B5- Use the Strategy Map to ensure that the focus stays on those programs and
services identified as priorities by the community
L2- Foster positive employee engagement
Explanation
The purpose of this agenda item is to provide an update on several components of the
City of Colleyville's Strategic Management System, and introduce the STAR (Status,
Transparency, Accountability, & Results) Report as a new component to assist with
prioritization and allocation of staff resources. The attached presentation will provide
updates and an opportunity for discussion on:
(1) the Strategy Map,
(2) the Citizen Survey,
(3) the STAR Report, and
(4) the Employee Engagement Survey.
Components of the Strategic Management System are tools used to ensure financial
and performance accountability, transparency, maintained focus, and alignment of
resources with priorities. Staff will continue to monitor and evaluate the use of these
tools and will bring updates to and seek direction from the City Council as appropriate.
Attachments
1.Strategic Management System Update presentation
2.STAR Report
Strategic Management
System Update
June 18, 2015
STRATEGIC FRAMEWORK DEVELOPMENT
Introduced
Department
Business Plans;
Citizen Survey
(January)
2009 2010 2011 2012 2013 2014 2015 2016 2017
Quarterly Dashboard
Performance Reports;
Citizen Survey
(January);
Comprehensive Plan;
Re-framed the Strategic
Plan as a Strategy Map;
First Employee “In-
Service Day”
Modified the
Strategic Plan;
Citizen Survey
(Feb/Mar)
Employee
Satisfaction
Survey;
Begin
presenting
Quarterly
performance
reports to
Council
Employee
Satisfaction Survey;
Introduced “The
Colleyville Way”
values document;
Comprehensive CIP;
Long-range
forecasting
Update Department
Business Plans;
Gallup Employee
Engagement Survey;
Align budget with
Strategy Map
Update Strategy Map
STAR Report
Gallup Employee
Engagement
Survey;
Begin working
on Focus Area
metrics
Citizen Survey
(October);
Employee
Engagement
Initiatives
Strategic Plan
adopted;
Employee
Satisfaction
Survey
Strategy Map Update
Balanced Scorecard
View the organization from four
perspectives:
1.The Learning & Growth Perspective
2.The Financial Perspective
3.The Business Perspective
4.The Customer Perspective
STRATEGY MAP
Colleyville is a model city with attention to being an efficient and attractive neighborhood-oriented community
sensitive to our history, resources and residents. We do this by providing citizen valued services that result in a
continuously improving quality of life.
Integrity Service Innovation
DELIVER ON OUR FOCUS AREAS
Protect and Preserve Colleyville’s Neighborhoods ●Sustainable Government ●
Economic Development ●Core Services
SERVE OUR CUSTOMERS
MANAGE THE BUSINESS
PROVIDE FINANCIAL STEWARDSHIP
PROMOTE LEARNING & GROWTH
CRITICAL
BUSINESS
OUTCOMES
2014
CBO1-Maximize the
highest and best use
of the City’s business
corridors
CBO2-Implement the
Comprehensive Plan
CBO3-Address the
most critical
infrastructure needs
CBO4-Keep citizens
informed through
their preferred
methods
CBO5-Address traffic
issues on Glade Rd.
CBO6-Look for ways
to finish SH26L1-Attract, develop,
and retain skilled
employees who
embrace our values
F1-Protect and preserve
the City’s top financial
ratings
F2-Invest to provide and
maintain high quality
public assets
B1-Seek innovative
technology
solutions where
appropriate
B2-Proactively seek
process
improvements and
sustainable solutions
C1-Provide attractive and
unique spaces for enjoyment
of personal interests and
community interaction
C2-Deliver high
quality and
unique customer
service
C3-Attract and retain high
quality businesses to provide
a thriving, diversified tax
base that attracts visitors
C4-Provide mobility
enhancements that
complement
neighborhoods
C5-Achieve the
highest standards
of safety & security
L2-Foster
positive
employee
engagement
L3-Ensure our people
understand the
strategy and how they
contribute to it
L4-Enhance leadership
capabilities to deliver
results and develop
bench strength
L5-Empower informed
decision-making and
appropriate risk taking at all
levels in the organization
F3-Forecast needs and plan for the
future, balancing priorities with
resources
B5-Use the Strategy Map to ensure
that the focus stays on those
programs and services identified as
priorities by the community
F4-Adhere to the City’s
financial and budgetary
policies
B4-Cultivate a culture
of transparency and
consistent
communication
B3-Utilize partnerships
to implement cost-
effective service
solutions
2016 Citizen Survey
Timeframe and Process
October
•Citizen Survey
Late Fall/Early
Winter
•Strategy Map
Confirmation/
Update
Winter
•Department
Business Plans
Spring
•Budget Kickoff
& Submissions
STAR Report
(Status, Transparency, Accountability,
& Results)
STAR Purpose & Highlights
•Council driven prioritization
•Clear direction for staff
•Provides additional accountability
•Enhanced communication
•Clarifies expectations
Employee Engagement Survey
2015 Results
What is Employee Engagement?
“A heightened emotional
connection that an employee
feels for his or her
organization, that influences
him or her to exert greater
discretionary effort to his or
her work.”
-The Conference Board
Finding the Right Questions:
Gallup’s Q12 Survey
3+ Million Employee Interviews
10+ Million Customer Interviews
2+ Million “Fit to Role” Reviews
200,000 Manager Interviews
100,000 Leadership Interviews
Concurrent study of recent advances in
neuroscience, psychology, and economics
The Twelve Questions
Employee Engagement Levels
Engaged
Not Engaged
Actively Disengaged
Organization-wide Results
Next Steps
•State of the Team meetings
•Department action plans
•Organization-wide initiatives
Questions?
STAR Report
Upcoming Council Presentations
Council Target
Date
Responsible
Dept/Program Action Item
Strategy Map
Connection
6/18/2015 CMO Worksession: Strategic Management System Update B5
6/18/2015 CMO Worksession: Financial Forecast & Update F3
6/18/2015 Police Worksession: Police Staffing Update F3, C5
6/18/2015 Fire Worksession: Fire Apparatus Update C5, C2,
Summer 2015 Fire PC: Ambulance Billing Discussion B2, F3
Summer 2015 CMO PC: Fee Change Recommendations F3, B2
Summer 2015 CSO PC: City Council Rules of Procedure Review B4
Summer 2015 CSO PC: Discussion on Boards, Commissions, and Committees B2,
Summer 2015 CSO PC: Presentation by GRACE B3
Summer 2015 Finance PC: Summation 360 Demo B4, C2
Summer 2015 Recreation PC: Senior Center Repairs C1, C5
August 2015 CMO PC: Quarterly Performance Management Report B4, B5
STAR Report
Projects: Strategic Services
Status
Responsible
Dept/Program Action Item Notes
Strategy Map
Connection
In Progress CMO Employee Engagement Survey & Follow Up Survey- Feb/Mar; Results- March; May/June-
State of the Team Mtgs
L2
In Progress CMO Time Warner franchise fee audit received data from TW F3
In Progress Finance Set up, test & implement General Billing Module in Munis Fall B1
In Progress Finance- Utility Billing Design Build of Summation360 website Summer C2, B1
Scheduled Communications Mobile App Design of a mobile "app" will be incorporated
into the new website deliverables - Mid-
summer 2015 start
B1, B4, C2, CB04
Scheduled Communications New Website Mid-Summer 2015 start/launch scheduled for
State of the City
B1, B4, C2, CB04
Scheduled Communications Council priorities/goals document Winter B1, B4, C2
Scheduled HR Establish procedures for new Affordable Care Act reporting Summer/Fall B2
Scheduled HR Personnel Manual revision and training Fall 2015 L1
Scheduled HR Employee ethics/harassment training Nov. 2015 L1
Scheduled ISM Replacement of Data Center Blade Chassis/Blades/Storage July 2015 B1, B2
Scheduled ISM Phase 2 PD/EOC technology upgrade June 2015 B1, B2
TBD Finance Set up, test & implement Expense Report Module in Munis Winter B1
TBD Finance/HR Review Employee Self Service for rollout to employees Spring 2016 B1
TBD HR Colleyville College -- determine the future of this program Fall/Winter L4
TBD- On Hold CMO Oncor franchise agreement update- currently expired handled by City Attorney; may be impacted
by litigation from other cities
F3
TBD- On Hold ISM Fiber Build Phase 1-3 Waiting to use GCISD B1, B3
COMPLETE ISM Off-site back-up Moved to Barracuda Feb. 2015 B1, B3, B4
COMPLETE CSO Conversion of minutes to SuiteOne platform Spring 2015 B2
COMPLETE Communications Additional Contractual Support for Communications Activities
COMPLETE Finance- Utility Billing Receipt printer for new software Ordered
COMPLETE ISM Digitizing Documents to Laserfiche (continuation of work)B1, B2,C2
COMPLETE Finance Conversion of UB software to Munis
COMPLETE CMO FY 2016 business plans B5, L3
COMPLETE CMO Update Employee Intranet All Employee Meetings- February 23-25, 2015 B1, B4, L2
COMPLETE CMO City Council candidate orientation 3/6/2015 C2
COMPLETE Finance Audit finalized 2/3/2015
COMPLETE Finance Bank Depository Bid 2/17/2015
COMPLETE Municipal Court Laptop and Monitor for Court Room (2nd clerk for payments)
COMPLETE Municipal Court Scanner for Court Room (2nd clerk for payments)
COMPLETE ISM Upgrade Desktop Support Technician to Management Analyst Upgrading February 12, 2015 L1
COMPLETE ISM Phase 1 Courts technology replacement and upgrade B2,
COMPLETE ISM Laserfiche License upgrade (from 28 to 50 concurrent users)B2,
COMPLETE ISM Increase Leased Fiber (4 months of increase for lines we will still lease)B2,B3
COMPLETE ISM Venue Mapper for Colleyville Center C2
COMPLETE ISM Additional Security Cameras at the Senior Center and City Hall C5
COMPLETE ISM Laserfiche Integration Project: CRW B1, B2,C2
COMPLETE ISM Laserfiche Integration Project: Crimes Software B1, B2,C2
COMPLETE ISM Phase 2 City Hall AV Upgrades B1, B2,C2
COMPLETE ISM Replacement GIS Licensing with Enterprise Licensing B1,C2, L5
COMPLETE ISM Replacement of laptop computers B2
COMPLETE ISM Replacement of ToughBook computers B2
COMPLETE ISM Replacement of wireless system B1, C2
COMPLETE Utility Billing Replacement of Hand Held Meter Devices
STAR Report
Projects: Public Safety
Status
Responsible
Dept/Program Action Item Notes
Strategy Map
Connection
In Progress Fire Fire Apparatus Replacement Plan update June 18th Worksession C5, C2, B2
In Progress Fire Intermedix Contract Renegotiation July 7th City Council C2, B1, B3
In Progress Police City plan/policy on community run requests Coordinating with multiple
departments
C1, C2, C5, B2
In Progress Police Hire new officer (CCCPD funded)Testing end of May L1, C5
COMPLETE Police Self Aid Trauma Kits Purchased and Training
complete
COMPLETE Fire Adobe Web Events Software May B1
COMPLETE Fire Articulate Software May B1
COMPLETE Fire Update the Fire Code
COMPLETE Fire Operations Hire 3 new firefighters
COMPLETE Fire Operations Collaborative Adaptive Sensing of the Atmosphere (CASA WX) Project
COMPLETE Police Hire new officer (CCCPD funded) mid-year
COMPLETE Police AV equipment upgrade in the Interview Room
COMPLETE Police Vehicle Replacement per schedule (CCCPD funded)
COMPLETE Police Purchase pistols (CCCPD)
COMPLETE Police Replacement of Radar Trailer (CCCPD)
COMPLETE Police Hire Police Property Room Clerk
COMPLETE Police Four handheld radar units
COMPLETE Police Increase PT Records Clerk to FT
COMPLETE Police Texas Worksforce Commission Annual Subscription for CID Investigations
COMPLETE Fire Hire 3 New Firefighter/paramedics
STAR Report
Projects: Development & Infrastructure
Status
Responsible
Dept./Program Action Item Notes
Strategy Map
Connection
In Progress Building Maintenance Replace Water Heaters at Justice Center (Priority 1)Estimated Completion June 2015 F2
In Progress Building Maintenance Repairs and Improvements to the Bidault House Resolution for funding and contract approval
on June 16, 2015 council agenda
F2
In Progress Community Development Comprehensive Plan Update of the Master Plan Summer 2015 F3, B4
In Progress Public Works Master Thoroughfare Plan Update
Address the Heritage Avenue boundary change
Expected to be considered at the July P&Z
meeting
C4
In Progress Public Works First reading of Ordinance to adopt new utiltiy rate structure June 16 Council F2, F3
In Progress Public Works Plan Review and Inspection Fee Update
(to address testing costs)
July 7 Pre Council B2
In Progress Public Works ADA Sidewalk Assessment July 2015 C4
In Progress Public Works Bedford Road Retaining Wall Currently in the design phase F2
In Progress Public Works Water Facility Renewal
(Area 1 & 2 - Western Trails and Reagan Estates)
Currently under construction F2
In Progress Public Works FEMA Grant Study (creek modeling)Halff Associates is currently working on the
survey
F3, B3
In Progress Public Works American Public Works Association Accreditation B2
In Progress Public Works Utility Relocations along SH26 C4
In Progress Public Works Glade Road Preliminary Design Entire Corridor Worksession to be scheduled to discuss the
projects and the expectations for the
remaining portions of the corridor
C4, C5, F2
In Progress Public Works Glade Road Phase I:
- Final Design ($701,000)- July 15, 2014 Contract for design from Bransford to
Manning to Council
- Construction ($5,700,000) - Bransford to Manning
Consultant currently working on the design C4, C5, F2
Scheduled Building Maintenance Construct Trophy Case in City Hall (Priority 2)Estimated Completion August 2015 F2
Scheduled Community Development Review current restrictions on construction working hours in the City Summer 2015 C5, C1
TBD Building Maintenance Dumpster Enclosure Fire Station 1 Estimated Completion September 2015 F2
TBD Community Development Various action items as identified within the Comprehensive Plan update C1, F2,
TBD Community Development Amendments to the Village CDA B2
TBD Community Development Create hotel licensing process/agreement C5
TBD Community Development Review basic hotel/motel development regulations
This will be included with the other special provisions contained in Chapter 3 of
Land Development Code
C5
TBD Public Works Update of City's right-of-way maintenance ordinance F2
TBD Public Works Update City Council on Access Midstream Pipeline
alignment and right-of-way use fee
7/1/2015 C5
TBD Public Works Construct SH26 Phase II and III Letting Date Est. December 2015 C4, C5, F2
TBD Public Works Reconstruction of Kingston Estates Estimated Completion July 2015 C4, C5, F2
TBD Public Works Construction of the Jackson Cheek-Sparger Roundabout Estimated Completion June 2015 C4, C5, F2
TBD Public Works Reconstruction of Pleasant Run from Veranda to Bogart Estimated Completion November 2015 C4, C5, F2
TBD Public Works Construction SH26 Phase I Enhancements Estimated Completion June 2015 C4, C5, F2
TBD Public Works Construct Cottonbelt Trail Phase 3 Estimated Completion October 2015 C4, C5, F2
TBD Public Works Construct Roundabout at Bedford and Cheek-Sparger Contigent upon the developer of Heritage
Farms, could start in May 2016
C4, C5, F2
TBD Public Works 2015 Miscellaneous Concrete Repairs ONGOING C2, F2
TBD Public Works Miscellaneous Major Asphalt Maintenance 2015 ONGOING C4, C5, F2
TBD Public Works Top 10 List Most Unsafe Roads or Intersections Lee Engineering is doing pro bono C5
TBD Public Works Field Connectivity for Meter Services Worker Waiting on approval from CFO/ACM for
equipment purchase
B1, C2
TBD Public Works Service Center Design Currently considering the viability of a CDA
with adjacent property
F2, F3, L1
TBD Public Works Overland Trail Ground Storage Tank and Pump Station decommissioning Proposed for 2016 CIP F2, F3
TBD Public Works Land Development Code Chapter 15 Update B2, B4
TBD Public Works Land Development Code Chapter 9 Update B2, B4
TBD Public Works Land Development Code Chapter 14 Update B2, B4
TBD Public Works Real Time Water System Pressure Monitors C2
TBD Public Works Backflow inspections (restructuring and process changes)B2
TBD Public Works Storm Water Master Plan Update F3
TBD Public Works Drainage Fee Structure and Use (impervious area)On Hold B2
TBD Public Works Research creek/tributary maintenance options/requirements on private
property (HOAs, etc.)
New project pending C2, F3
COMPLETE Public Works Water/Wastewater Master Plan
Continuation of Rate Discussion
COMPLETE Building Maintenance Council Chamber Lighting for Council/staff name signage (Priority 1)Complete F2
COMPLETE Fleet Implement Vehicle and Equipment Replacement Schedule
COMPLETE Public Works Clean and Seal Exterior Stone City Hall/Library F2
COMPLETE Economic Development Hire new ED Coordinator
COMPLETE Public Works Mosquito Program Presentation 3/17/2015 C2, C5
COMPLETE Public Works Adopt Water/Wastewater Master Plan (Resolution)3/17/2015 C2, C5, F2, F3
COMPLETE Public Works Approve Engineering Services Agreement for redesign of SH26 3/17/2015 C4, F2, F3
COMPLETE Public Works Temporary Repair of Whites Chapel Road Bridge F2
COMPLETE Building Maintenance Replace City Hall Water Valve Actuators (Priority 1)F2
COMPLETE Public Works Rehabilitate Lavaca Trail - 2014 County Project
COMPLETE Public Works Rehabilitate Jackson Road (2015 County Project)
COMPLETE Public Works Pavement Markings 2015
COMPLETE Public Works- CIP Pavement Markings
COMPLETE Public Works- CIP Rehabilitate Streets in Jewel Estates Subdivision
COMPLETE Building Maintenance Fan Powered Box to heat CH Executive Conference Room (Priority 1)F2
COMPLETE Community Development Adoption of 2012 IBC and IFC- This will be an update of all building and fire
codes to the 2012 (or higher) versions.
COMPLETE Building Maintenance City Hall/library fire alarm system
COMPLETE Building Maintenance Justice Center fire alarm system
COMPLETE Building Maintenance Implement contract for disposal of fluorescent light bulbs
COMPLETE Building Maintenance Implement contract for maintenance of parking lot gates at Justice Center
COMPLETE Building Maintenance City Hall/library emergency lighting
COMPLETE Building Maintenance Justice Center VAV boxes
COMPLETE Building Maintenance Redundant HVAC unit for the City Hall Data Center
COMPLETE Building Maintenance Colleyville Center back doors
COMPLETE Building Maintenance Colleyville Center equipment doors to electrical and irrigation rooms
COMPLETE Building Maintenance Colleyville Center 6-ton HVAC rooftop unit
COMPLETE Building Maintenance Redundant HVAC unit for the Justice Center Data Center
COMPLETE Building Maintenance City Hall/library boiler pumps and motors
COMPLETE Building Maintenance Seal exterior building openings at the Justice Center
COMPLETE Building Maintenance Colleyville Center parking lot and fire lane striping
COMPLETE Community Development Hire Plans Examiner
COMPLETE Fleet Vehicles and Equipment sent to auction
COMPLETE Public Works Street Maintenance (one-time)
COMPLETE Public Works Purchase and implement Networkfleet GPS Monitoring
COMPLETE Public Works Hire Construction Inspector (project-funded)
COMPLETE Public Works Implement Flood System Maintenance Contract
COMPLETE Public Works Implement Traffic Signal Maintenance Contract
COMPLETE Public Works Guardrail Repair Program
(use some of one-time street maintenance $)
COMPLETE Public Works Field Connectivity- purchase 3 tablets & aircards
COMPLETE Community Development GC14-015 Amendments to Chapter 5-Tree Preservation- Bring forward
amendments to Chapter 5, particularly with regard to punitive actions
Pre Council 9/2/14
STAR Report
Projects: Leisure Services
Status
Responsible
Dept/Program Action Item Notes
Strategy Map
Connection
In Progress Colleyville Center Replacement of Catering Oven Purchase expected in July C2, F2
In Progress Colleyville Center Update Rental Agreement Will be updating the document Summer 2015 for City
Attorney review
C1, B2
In Progress Parks Community Garden Analysis Need further direction on methods for guaging community
interest (setting up an email account, mailer, etc.)
C1, F3, B3
In Progress Parks Improvements at Cotton Belt-LD Lockett Park Trailhead Contract to Council in July C1, F2, F3
In Progress Parks Sign Lighting for Entry Markers (convert from solar to hard-
wired lighting)
Need to explore alternative options to hard wiring which
requires the installation of additional power poles
F2
In Progress Parks Park Signage update- Woodbriar and Reagan Park Waiting on quote for sign at L.D. Lockett Park. We are
planning to use the same contractor for all three signs.
F2
In Progress Parks Retaining Wall and Drainage Enhancement at Tennis Court 6 Wall to be built by a contractor that is scheduled to build a
different retaining wall at City Park in the summer of 2015
F2
In Progress Parks City Park - Landscape and Amenities Underway - March 22nd substantial competition C1
In Progress Parks Pleasant Run Trail Construction (Bogart to Mission)Underway with road improvements C4
In Progress Recreation Senior Center Repairs Planning in progress – Pre Council discussion anticipated on
July 21. The Hidell Team has developed a preliminary
parking lot improvement. Currently awaiting confirmation of
topographic information to finalize the construction
documents, which will be sent for pricing. The floor covering
material upgrades have been identified and are currently out
for pricing.
C1, C5
In Progress Library Library Long-Range Plan Update The Hidell Associates Architects team has started work on
the Library’s Long-Range Plan update.The Hidell team
conducted focus group work sessions with the Library staff
and Library Board to discuss current library use,processes,
and layout.A public survey will be issued this summer.
Project scheduled for completion- fall 2015.
C1, C2, B2,F3
TBD Colleyville Center Site Master Plan On hold F3, C1
COMPLETE Library Upgrade 0.5 FTE Administrative Secretary to 1.0 FTE
COMPLETE Parks Shade Structure Replacement at City Park- Fields 1-3 Underway - Victory Awning C1
COMPLETE Library & Recreation Special Events Discussion 4/7/2015
COMPLETE Parks Construct Cottonbelt II Spur @ Webb House C4
COMPLETE Athletic Field Maint.Baseball/Softball field laser grading maintenance rotation
COMPLETE Colleyville Center Repairs to original sloped metal roof
COMPLETE Library PT Technical Services Librarian Position (from 6 hr/wk position)
COMPLETE Parks Pleasant Run Trail ROW (Bogart to Mission)
COMPLETE Parks Maintenance Railroad rights-of-way maintenance
COMPLETE Parks Maintenance Tree falling and removal at Nature Center