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Home My WebLink AboutCity Council-Agenda Packets-Worksession-8/11/2015 City 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 11, 2015 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 2016 (FY 2016) budget 3. ADJOURNMENT I hereby certify this agenda was posted on City Hall bulletin boards Friday, August 7, 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 08/11/2015 Number Type Presentation and Discussion Department City Manager Title Presentation and discussion of the proposed Fiscal Year 2016 (FY 2016) budget Strategy Map Connection Explanation This item provides an opportunity to present and discuss the proposed FY 2016 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 2016-2020 Capital Improvement Program is attached. Attachments 1.Budget Worksession Presentation 2.FY 2016 Proposed Budget Message 3.FY 2016 Proposed Budget- General Fund 4.FY 2016 Proposed Budget- Utility Fund 5.FY 2016 Proposed Budget- Drainage Fund 6.FY 2016 Proposed Budget - Debt Service Fund 7.Proposed FY 2016-2020 CIP Fiscal Year 2016 Service Delivery and Performance Plan Combined Annual Proposed Operating Budget August 11, 2015 Presentation Overview Communicate the key factors guiding budget development Review FY 2016 investments and enhancements that staff has proposed for consideration Detail sources of funding and proposed allocation Inform the Council and community about the proposed service plan Budget Preparation Process (to-date) April 9 May 7- 15 June 4 June 16 June 18 July 6 July 7 July 25 August 11 CCCPD Worksession CCCPD Budget Adoption by Board CCCPD Budget- Council 1st Reading CCCPD Budget- Council 2nd Reading and Adoption Certified Tax Roll from Tarrant Appraisal District Budget Worksession Budget Worksession- Presentation of Proposed Budget CEDC Budget Worksession Leadership Team Budget Retreat Budget Kickoff Budget Team & Departments review submittals Proposed FY 2016 Property Tax Rate The ad valorem tax rate remains at $0.3559 in the FY 2016 budget. The effective tax rate for FY 2016 is $0.350960. Since the proposed tax rate is higher than the effective tax rate, the city must publish the Notice of 2015 Tax Year Proposed Property Tax Rate, as well as hold two public hearings on the tax rate to comply with state property tax law for tax rate adoption. FY 2016 Tax Rate Breakdown Operating Portion $0.33624 Debt Portion $0.01966 Total Tax Rate $0.35590 Effective Rate History: FY 2015 $0.349586 FY 2014 $0.357392 FY 2013 $0.362876 FY 2012 $0.365041 FY 2011 $0.372887 2YHUODSSLQJ3URSHUW\7D[5DWHV )< &ROOH\YLOOH +RVSLWDO *&,6' &ROOHJH &RXQW\ $0.1495 $0.227897 $0.2640 $0.3559 $1.3201 $- $0.500000 $1.000000 $1.500000 $2.000000 $2.500000 )<7RWDO7D[5DWH *&,6' &LW\ &RXQW\ +RVSLWDO &ROOHJH Cost of City Services to the Average Residence Fiscal Year Average Value Property Tax Payment 2010 $398,957 $1,419.89 2011 $397,472 $1,414.60 2012 $396,818 $1,412.28 2013 $397,889 $1,416.09 2014 $406,040 $1,445.10 2015 $421,497 $1,500.11 2016 $423,650 $1,507.77 The average Colleyville residence receives $2,936 worth of services annually from the General Fund and Debt Service Fund, yet only pays $1,507.77 in property taxes. •Unlimited parks •Library •First class public safety •Community events & facilities •Roads and trails •Economic development & community planning work Total Services = $125.65 per month Debt Per Capita City NCTCOG January 1, 2014 Population Total Primary Government Debt as of 9/30/14 Per Capita Colleyville 23,740 $ 18,258,868 $ 769 Euless 53,780 39,319,196 731 Bedford 47,950 57,068,977 1,190 Hurst 38,280 71,020,000 1,855 Keller 42,040 87,366,111 2,078 North Richland Hills 65,690 133,300,000 2,029 Southlake 27,330 162,093,344 5,931 Grapevine 48,060 170,754,000 3,553 Budget Preparation Process (upcoming) •Tuesday, August 25 •6:00pm - 1 st Public Hearing on tax rate •6:30pm -Colleyville Economic Development Corporation budget adoption •Tuesday, September 1 •7:30pm –Public hearing and 1st reading of the proposed budget –Public hearing and 1st reading of the tax rate ordinance •Tuesday, September 15 •7:30pm –Public hearing and 2nd reading and adoption of the FY 2016 tax rate and operating budget 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 SH26 L1-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 %XGJHW'HYHORSPHQWDQG)RFXV Protect and Preserve Neighborhoods Sustainable Government Economic Development Core Services Objectives related to "Serve Our Customers" Objectives related to "Manage The Business" Objectives related to "Provide Financial Stewardship" Objectives related to "Promote Learning & Growth" 7KH)RXU3HUVSHFWLYHV )RFXV$UHDV FY 2016 Proposed Service Plan: Investments and Enhancements by Balanced Scorecard Perspective Promote Learning & Growth L1-Attract, develop, and retain skilled employees who embrace our values 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 PROMOTE LEARNING & GROWTH Promote Learning & Growth •Market adjustments -$50,306 (all funds) •Performance-based merit increases -$228,456 (all funds) •Insurance benefits –net increase shared between City and employees •TMRS -no unfunded liability for the current period L1-Attract, develop, and retain skilled employees who embrace our values Provide Financial Stewardship F1-Protect and preserve the City’s top financial ratings F2-Invest to provide and maintain high quality public assets F3-Forecast needs and plan for the future, balancing priorities with resources F4-Adhere to the City’s financial and budgetary policies PROVIDE FINANCIAL STEWARDSHIP •Replacement of vehicles and capital equipment •General Fund -$252,000 •Utility Fund -$81,100 •Drainage Fund -$45,917 •Police vehicle replacements - $294,000 (CCCPD) •Fire engine replacement down payment -$125,000* (Debt Service Fund) Provide Financial Stewardship F2-Invest to provide and maintain high quality public assets F3-Forecast needs and plan for the future, balancing priorities with resources * Indicates one time, non-recurring expenditure •City Hall façade lighting upgrade to LED - $42,971* (General Fund) •Replace overhead doors with four-fold doors at Fire Station 1-$66,000* (General Fund) •Replacement and upgrade of Colleyville Center A/V technology -$170,000* (CEDC) Provide Financial Stewardship F2-Invest to provide and maintain high quality public assets F3-Forecast needs and plan for the future, balancing priorities with resources * Indicates one time, non-recurring expenditure •Review and update of fees and charges •Pre Council discussion on July 7, 2015 Provide Financial Stewardship F3-Forecast needs and plan for the future, balancing priorities with resources •Outside review of financial processes •Government Finance Officer’s Association (GFOA) Distinguished Budget Award •GFOA Certificate of Achievement for Excellence in Financial Reporting (CAFR) Award •Texas Comptroller’s Leadership Circle for financial transparency Provide Financial Stewardship F1-Protect and preserve the City’s top financial ratings F4-Adhere to the City’s financial and budgetary policies Manage the Business B1-Seek innovative technology solutions where appropriate B2-Proactively seek process improvements and sustainable solutions B5-Use the Strategy Map to ensure that the focus stays on those programs and services identified as priorities by the community B4-Cultivate a culture of transparency and consistent communication B3-Utilize partnerships to implement cost- effective service solutions MANAGE THE BUSINESS •Phase II Courts technology upgrade -$68,942* •Cost shared with Keller •Colleyville portion split- Court Technology and General Fund (est. $15,000) •Phone system software upgrade -$13,879* (General Fund) •Internet redundancy -$7,829 (General Fund) Manage the Business B1-Seek innovative technology solutions where appropriate * Indicates one time, non-recurring expenditure •Digitizing documents to Laserfiche -$37,000 (General Fund) •Additional digital signage - $4,222* (General Fund) Manage the Business B4-Cultivate a culture of transparency and consistent communication * Indicates one time, non-recurring expenditure CBO4-Keep citizens informed through their preferred methods •Urban Forester position - $104,488 (General Fund) •Land Development Code updates - $50,000 (General Fund) Manage the Business B2-Proactively seek process improvements and sustainable solutions •Joint Municipal Court •Regional Animal control –additional $13,397 •Regional communications & jail services –additional $21,610 •Northeast Fire Department Association •NETCO •County street projects •Metroport Teen Court -$33,750 •Tarrant County Elections -$7,000 •Tax Assessment and Collection Services with GCISD Manage the Business B3-Utilize partnerships to implement cost-effective service solutions Manage the Business B3-Utilize partnerships to implement cost-effective service solutions Agency Agreements FY11 FY12 FY13 FY14 FY15 FY16 Requested FY16 Proposed Colleyville Chamber of Commerce $4,425 $4,425 $4,825 $5,200 $5,200 $5,940 $5,940 GRACE $7,500 $7,500 $7,500 $7,500 $7,500 $10,000 $7,500 Alliance for Children $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 $3,500 Metroport Meals on Wheels $10,000 $10,000 $10,000 $10,000 $10,000 $12,000 $10,000 MHMR of Tarrant County $1,000 $0 $0 $0 $0 $0 $0 Safe Haven $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Special Needs Assistance Partners (SNAP)$500 $500 $500 $500 $500 $500 $500 Keep Colleyville Beautiful $3,000 $3,000 $3,000 $3,000 $0 $0 $0 Total:$30,925 $29,925 $30,325 $30,700 $27,700 $32,940 $28,440 Serve Our Customers 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 SERVE OUR CUSTOMERS •Trail system investments - $210,000 (CEDC) •Park Master Plan update - $100,000* (CEDC) •Growing recreation & senior programs –within current budget Serve Our Customers C1-Provide attractive and unique spaces for enjoyment of personal interests and community interaction * Indicates one time, non-recurring expenditure •Water and wastewater renewal program-$1,062,600 (Utility Fund) •Proactive replacement of water and wastewater infrastructure •Household hazardous waste program -$27,000 •$15,000 from Recycling Fund; $12,000 from Drainage Fund Serve Our Customers C2-Deliver high quality and unique customer service CBO3-Address the most critical infrastructure needs •Colleyville Blvd/SH26 Reconstruction project management -$200,000 (FY 2015 General Fund year-end transfer) •Maintenance of medians on Colleyville Blvd/SH26 -$30,000 (General Fund) •Part-time marketing coordinator position to full time -$32,900 (General Fund) •Strategic Initiatives Fund current available balance -$466,133 Serve Our Customers C3-Attract and retain high quality businesses to provide a thriving, diversified tax base that attracts visitors •Street maintenance - $3,000,000 (General Fund) •Dedicated funding for concrete repairs -$500,000* (General Fund) •Dedicated funding for pavement markings - $100,000 (General Fund) •Transfer to Capital Projects Fund for high priority capital projects- $200,000* (General Fund) •Sidewalk repair -$50,000 (General Fund) Serve Our Customers C4-Provide mobility enhancements that complement neighborhoods CBO3-Address the most critical infrastructure needs * Indicates one time, non-recurring expenditure Reconstruction •Kingston Estates •Pleasant Run Road •Cheek-Sparger and Jackson roundabout Rehabilitation •Jewel Estates •Jackson Road •Heritage Avenue •Windview Estates •Lavaca Trail Miscellaneous •White Chapel bridge repair •Sidewalks •Metal beam guard fence repairs •Pavement markings Street Maintenance: FY 2013-2015 •Court “Notify” system -$8,400 (Court Technology Fund) •Integrated Mosquito Management Plan funding increase for adulticide treatment when necessary -$25,000 (General Fund) Serve Our Customers C2-Deliver high quality and unique customer service •Police Officer -$72,058 (CCCPD) •Building inspector position to full-time - $42,687 (General Fund) Serve Our Customers C5-Achieve the highest standards of safety & security Budget Maximization FY 2016 budget requests that are being executed with: F2-Invest to provide and maintain high quality public assets FY 2015 future capital projects allocation of $300,000: •Fire Training Room technology update -$23,967 •City Hall backup power -$181,000 •Glade/Pool Roundabout center island renovation - $50,000 •Fire Station 3 capital maintenance -$57,836 •Facility access control replacement -$8,776 C1-Provide attractive and unique spaces for enjoyment of personal interests and community interaction B4-Cultivate a culture of transparency and consistent communication Unspent funds in FY 2015: •Colleyville Center ADA modifications -$6,607 •Library Millwork -$4,502 •Tablets for two field operations supervisors -$3,600 •Council Chambers upgrade for PC overflow - $4,690 •Shelving for Colleyville Center -$1,850 B1-Seek innovative technology solutions where appropriate CBO4-Keep citizens informed through their preferred methods Year -end Budget Amendment •Transfer unspent street maintenance funds to the Capital Projects Fund for incomplete and future street projects •Transfer balance of additional General Fund revenues and any unspent funds to the Capital Projects Fund for future CIP projects •Transfer additional Utility Fund revenues (over bond coverage ratio) to a restricted CIP utility cash account for future CIP utility projects •Transfer $200,000 of net revenue for SH 26 reconstruction management support Year -end Budget Amendment: 1st reading on September 1st C4-Provide mobility enhancements that complement neighborhoods CBO3- Address the most critical infrastructure needs 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 B4-Cultivate a culture of transparency and consistent communication CBO4-Keep citizens informed through their preferred methods Not recommended for funding in FY 2016 •Parking lot/grounds lighting at City Hall/Library and Justice Center -$58,320 •Replacement of existing parking lot pole lights, flood light, and bridge light fixtures with LED lights •Additional fire inspector/investigator-$107,000 •To provide an enhanced service level, including annual inspection of commercial buildings •Folding doors at Fire Station 3 -$44,000 •Fire Station 3 door replacement ranked lower in priority than Station 1, which is funded in FY 2016 •Senior Center Classroom A/V replacement -$6,954 •Replacement of projector and screen in the classroom, which receives limited use FY 2016 Revenues and Expenditures by Fund General Fund Change from FY 15 Budget FY 16 Proposed % of Total Notes/Assumptions Ad Valorem Revenue $362,202 $12,928,456 54%2.76% AV increase Includes declining debt Sales Tax 210,000 3,480,000 15%1% increase over FY 15 YE Projection Franchise Fees 67,000 2,061,000 9%3% increase Licenses & Permits 26,300 882,800 4%3% increase Fines 65,712 876,000 4%7% increase Charges for Service 183,200 1,089,800 3%17% increase (added materials testing fee; offset expenditure) Intergovernmental -311,979 1%No change Misc./Interest Earnings (10,000)155,040 1%6% decrease Use of Fund Balance -1,000,000 4%No change Transfers In 50,498 1,233,417 5%Updated calculation Total Revenue $954,912 $24,018,492 100% Total Expenditures $949,152 $23,977,370 General Fund: Expenditures by Service Type Public Safety Services 39% Strategic Services 19% Leisure Services 12% Public Works Services 25%Economic and Community Development Services 5% Utility Fund Change from FY 15 Budget FY 16 Proposed % of Total Notes/Assumptions Water Sales $453,082 $11,467,441 70.3%New rate structure (includes TRA increase) Wastewater Sales 305,539 4,050,786 24.8%New rate structure (includes TRA increase) Water Installation -21,000 0.1%No change Wastewater Installation -7,000 -No change Sewer Tie-On Charges -5,000 -No change Engineering Charges 45,000 50,000 0.3%Based on trend Penalties 10,229 228,772 1.5%4% increase Miscellaneous -13,000 0.1%No change Interest -20,300 0.1%No change Use of Available Cash 450,000 450,000 2.8%Did not use fund balance draw down for infrastructure renewal in FY 2015 Total Revenue $1,263,850 $16,313,299 100% Total Expenditures $1,880,722 $15,886,362 Utility Fund Expenditures Utility Billing 2.4% Transfers The combined Utility Fund allocates $15,886,362 toward the safe delivery of potable water and collection of wastewater. Operations Debt 7.6% 2.3% 87.7% Drainage Utility Fund Change from FY 15 Budget FY 16 Proposed % of Total Notes/Assumptions Drainage Fees $5,880 $939,116 98.1%0.6% increase (customer growth) Penalties/Misc.103 16,435 1.7%0.6% increase (customer growth) Use of Available Cash (250,500)-0%Draw down of fund balance for FEMA grant match in FY 2015 Interest Income 32 1,610 0.2%2% increase Total Revenue $(244,486)$957,161 100% Total Expenditures $(203,828)$917,997 The Stormwater Drainage Utility Fund allocates $917,997 toward the operation and maintenance of the City’s drainage system. Drainage Fund Expenditures Operations 67%Debt Service 14%Infrastructure Renewal 19% Debt Service Fund Change from FY 15 Budget FY 16 Proposed % of Total Notes/Assumptions Ad Valorem Revenue $(46,382)$681,434 47%Declining debt rate: $0.019660 vs. $0.021286 in FY 2015 Transfer In –CCCPD (743)500,242 34% Interest Income 276 2,251 - Use of Available Cash 125,000 277,666 19%Radio Tower Lease & 2016 Fire Engine Down Payment Total Revenue $78,151 $1,461,593 100% Total Expenditures $78,151 $1,461,593 Debt Service Fund Expenditures FY 16 Proposed 2006 G.O.Refunding Bonds $539,883 2007 G.O. Bonds 312,000 2011 G.O.Refunding Bonds 169,375 2016 Fire Engine Down Payment 125,000 2013 Ambulance Lease/Purchase 44,580 Motorola Radio Tower Lease 152,666 2010 Fire Truck Lease/Purchase 116,839 Paying Agent Fees 1,250 Total Expenditures $1,461,593 2010 Truck 2013 Ambulance Summary by Fund Fund Adopted FY 2015 Proposed FY 2016 Change General $23,028,218 $23,977,370 $949,152 Utility $14,005,640 $15,886,362 $1,880,722 Drainage $1,121,825 $917,997 ($203,828) Debt Service $1,382,192 $1,461,593 $79,401 Capital Improvement Plan CIP Recommendations •Adopt the five-year CIP by Council Resolution •Appropriate funding for the first year of the CIP (2016) and each successive year as part of the annual budget process •Address any future changes to the adopted CIP by Council Resolution Changes during any current year plan may require a budget amendment Five-Year CIP Summary Funding Source Amount (All Years) General Fund $ 10,053,551 Utility Fund 10,989,200 Water &WW Impact Fees 4,967,975 TIF 13,826,860 Perimeter Street & Impact Fees 1,265,889 Colleyville Tomorrow Fund 394,700 CEDC 1,320,000 COG/TxDOT/County 16,648,251 FWHA/TxDOT 14,930,647 Other 1,339,536 TOTAL $75,736,610 Year Amount 2016 $41,935,940 2017 5,882,156 2018 10,487,000 2019 7,783,244 2020 9,648,270 TOTAL $75,736,610 FY 2016 Projects Category Title Cost Funding Source Facilities Fire Station 1 Folding Doors $ 66,000 General Fund Facilities City Hall backup power 181,000 TIF bond funds & General Fund Facilities Justice Center roof repair 100,171 CCCPD Technology Colleyville Center AV replacement 170,000 CEDC Technology Fiber Build Phase 1-3 394,700 Colleyville Tomorrow Fund Parks Senior Center Repairs 100,000 CEDC Parks Construct new trail 150,000 CEDC Other Down-payment on Fire Engine replacement 125,000 Debt Service Fund Other Vermeer Hydro Excavator (2008) replacement 87,000 Vehicle & Equip. Replacement FY 2016 Projects (Continued) Category Title Cost Funding Source Streets Rehabilitate Cheek-Sparger Road -Brown Trl to Bedford Rd $750,000 General Fund Streets Rehabilitate John McCain -Pleasant Run to Shepherds Glen 662,222 General Fund Streets Glade Road Reconstruction (Phase 1–Bransford to Manning)3,755,000 TIF Streets Bandit Trail (County Project) -Rehabilitate 300,000 County & General Fund Streets Construct S.H. 26-Phase II and III 31,848,898 TxDOT, County, & TIF Streets Glade Road Design (Phase 2 –Manning to Pool)460,000 TIF, Roadway Impact & Perimeter Street Fees Streets Glade Road Design (Phase 3 –Pool to Heritage)309,500 TIF Streets Glade Road Design (Phase 4 –West City Limits to Bransford Rd)360,000 TIF Streets Pleasant Run Design (Shelton to John McCain)140,000 General Fund Streets Westcoat –Rehabilitation 613,849 General Fund Streets Emergency Asphalt Maintenance 300,000 General Fund FY 2016 Projects (Continued) Category Title Cost Funding Source Utility Upsize and Replace Water Lines in Sunrise Terrace $380,000 Utility Fund Utility Demolish Overland Trail Pump Station and Storage Tank 130,000 Utility Fund Utility Rehabilitate Sewer Manholes (poor condition)186,000 Utility Fund Utility Misc. Repairs to Elevated Storage Tanks 226,600 Utility Fund Utility Install Backup Generator at L.D. Lockett Pump Station 140,000 Utility Fund FY 2016 Projects Summary Project Category Cost Streets $39,499,469 Utility 1,062,600 Parks 250,000 Technology 564,700 Facilities 347,171 Other 212,000 TOTAL $41,935,940 Funding Source Amount General Fund $2,788,071 Utility Fund 1,062,600 TIF 5,331,730 Perimeter Street & Impact Fees 677,769 Colleyville Tomorrow Fund 394,700 CEDC 420,000 COG/TxDOT County 16,018,251 FWHA/TxDOT 14,930,647 Other 312,171 TOTAL $41,935,940 Proposed FY 2016 Budget Highlights No ad valorem tax rate increase Significant street maintenance progress Increased public safety staffing Maintaining investment in employees Continue maintaining & replacing public assets The proposed FY 2016 Budget is filed in the City Secretary’s Office. A copy also is located at the Colleyville Public Library. Citizens can view the Proposed FY 2016 Budget at www.colleyville.com. Conclusion Questions and Discussion 1 We are pleased to present the proposed FY 2016 Combined Annual Operating Budget for the City of Colleyville. Colleyville is no longer the rural farming community it once was, but now is part of a network of cities in northeast Tarrant County that have experienced explosive growth. Our city enjoys a relaxed, rural feel, but has the challenges and issues of the modern world. We are called on to balance the services our citizens want and expect as part of the Colleyville quality of life, while looking ahead to address and protect the future of our community. Vital services – public safety, maintenance of infrastructure and sustainable government – must be provided while encouraging and managing profitable growth. We are committed to achieving that balance while demonstrating practical, responsible fiscal management. The fiscal year 2016 budget is based on conservative revenue projections, and aligns expenditures with the expectations of our citizens. The budget also reflects the community’s priorities as identified in the City of Colleyville’s Strategy Map. 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 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 proposed budget is scheduled on September 1, 2015, to allow citizens an opportunity to provide input. The proposed budget is scheduled for City Council final approval on September 15, 2015. Any 2 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. It is benchmark and roadmap in one. 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 adopted 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 City provides a full range of municipal services utilizing operating funds, special revenue funds, and capital project funds to provide those services. The combined expenditures and transfers of the City’s major operating funds total $42,243,322, which is a $2,705,447 increase from the current year operating budget. Fund Type Adopted FY 2015 Proposed FY 2016 Change General $23,028,218 $23,977,370 $ 949,152 Drainage $ 1,121,825 $ 917,997 $ (203,828) Utility $14,005,640 $15,886,362 $ 1,880,722 Debt Service $ 1,382,192 $ 1,461,593 $ 79,401 Total: $39,537,875 $42,243,322 $2,705,447 Expenditures made possible with special revenue or capital project funds are noted as such in this Budget Message, with more detail provided on the parameters governing those funds at the end of this letter in the “Proposed Budget by Fund” section. Whenever possible, the most restrictive funding source is used first, 3 ultimately limiting the costs borne by the primarily property tax-supported general fund. 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 54 days over the 90-day minimum for a total of a 144-day reserve and the Utility Fund is projected to have 62 days over the 90- day minimum cash balance for a total of a 152-day reserve as of September 30, 2015. Fund Type Number of Days Amount General 144 $9,115,979 Utility 152 $5,830,797 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. BUDGET STRATEGY & DEVELOPMENT By definition, preparation of any budget is the allocation of finite resources. The City Council, on behalf of the citizens, establishes the price community members are willing to pay for local government services. Colleyville’s budget is developed and administered to deliver the services and programs citizens say are important to them. Utilizing input such as the 2014 Citizen Survey, the City Council determines various goals and objectives, which are visually depicted in the City’s Strategy Map. (A copy of the current Strategy Map is included in the appendix of this document). Staff’s role is to guide the process by creating and managing a budget that reflects the Council’s highest priorities. We approach budget development with the understanding that the programs and services included in the current budget reflect the City Council’s and community’s highest priorities. However, some programs and services are not fully funded – which means adequate funding has not been allocated to sustain a program or service into the future. For example, we operate a number of city facilities, but we do not have a dedicated funding source for the eventual replacement of all major building systems and components (such as boilers and air conditioners). Those major expenditures compete for general fund dollars. The fiscal year 2016 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 4 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. Strategy in Action Development of the fiscal year 2016 budget was guided by the community’s priorities as 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 focus areas: Protect and Preserve Colleyville Neighborhoods, Provide Sustainable Government, Encourage Economic Development, and Provide Core Services. Then there are four perspectives from which to view – and address - the focus areas: Learning and Growth, Financial Stewardship, Business Management and Customer Service. 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. The order of the four perspectives is important. When we begin with “promote learning and growth,” we acknowledge that the foundation of service is the right Protect and Preserve Neighborhoods Provide Sustainable Government Encourage Economic Development Provide Core Services Objectives related to "Serve Our Customers" Objectives related to "Manage The Business" Objectives related to "Provide Financial Stewardship" Objectives related to "Promote Learning & Growth" Focus Areas: The Four Perspectives: 5 people, who are trained and empowered to do good work. When they are in place, we are able to focus on our financial reality and being good stewards of our citizens’ tax dollars. Then, with the big-picture stewardship focus in place on our financial inputs, outputs, and future needs, we are then able to look at how we “manage the business” day to day to ensure that the dollars we spend are maximized and spent on the right things. Finally, with those critical priorities addressed internally, we can serve our customers and provide the high-quality programs and services they expect. Without the right people, the right financial responsibility, 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 four focus areas. By remaining centered 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 budget, 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 2016, any significant changes in funding, and a description of new items that are proposed to receive funding. Issues & 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, yet the property tax rate has remained the same since 2008. Despite a hot real estate market in the Dallas-Fort Worth Metroplex, increases in property values does not necessarily result in substantially greater property tax revenue. In 2003, the City Council increased the over-65 property tax exemption to $65,000 and approved the senior property tax freeze in 2004, which serves as a significant benefit to residents. Demographic trends indicate that this benefit will continue to increase. Currently, 20.5 percent of all residential property tax accounts are frozen. The majority of additional property tax revenue in fiscal year 2016 will come from new construction. This growth area, however, is finite, as Colleyville has a limited number of vacant lots remaining. Sales tax is the second largest revenue source, however, the city’s primary commercial corridor along Colleyville Boulevard (SH26) will be under construction for the next several years. Fiscal year 2016 sales tax is projected to grow 1 percent from fiscal year 2015 year-end projections, but zero growth is projected for the following two years as construction may impact traffic to nearby businesses. The city is and will be committing significant resources to support and market the impacted businesses. While other funding sources for fiscal year 2016 remain relatively steady in the majority of revenue categories, prudent management of the 6 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 maintenance and operations priorities as delineated in the fiscal year 2016 budget. It is anticipated that the number of building permits issued and associated development-based revenue in fiscal year 2016 will be similar to the current year. As Colleyville approaches build-out, 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. Colleyville’s history dates back to its beginnings as a farming community in the 1850s. Even when the city was incorporated a century later, it was still a rural community. Much of our infrastructure – including streets, utility lines, buildings and other community assets—are aging and inadequate to serve residents and commuters in the burgeoning northeast Tarrant County area. In developing the 2016 budget, staff has focused attention 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 June, staff presented a five-year General Fund budget forecast to fiscal year 2020. That forecast includes conservative estimates for revenues, as well as expenditures and any changes that can be reasonably anticipated. The forecast for expenditures includes general cost increases for materials and contractual services required each year, and modest growth in personnel costs, as well as a planned draw down of $1,000,000 of fund balance for street maintenance through fiscal year 2018. 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 2016 budget priorities. Priorities and Fiscal Year 2016 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, Provide Sustainable Government, Encourage Economic Development, and Provide Core Services. Some of the priorities related to protecting and preserving neighborhoods include maintaining the lowest crime rate in Tarrant County, adequately providing for public safety operations, reinvesting in infrastructure, and planning for Colleyville’s future 7 by implementing “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 investment in facilities and replacement of aging building components, 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. Continued 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 205.5 full-time equivalents (FTEs), 2.5 more FTEs than in fiscal year 2015, 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 2016 budget include the addition of one urban forester in the community development department, one police officer, increasing one part-time building inspector to full time, and increasing one part-time marketing coordinator to full time. One vacant, part-time building attendant position was eliminated and the funding repurposed for the previously mentioned changes. To sustain and plan for Colleyville’s long-term needs, the fiscal year 2016 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 8 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 2016 investments in the CIP from City resources have been described in more detail. FY 2016 Project Category FY 2016 Project Cost Streets $39,499,469 Utility 1,062,600 Parks 250,000 Technology 564,700 Facilities 347,171 Other 212,000 TOTAL $41,935,940 The fiscal year 2016 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 2016 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 use is “promote learning and growth.” When we begin with “promote learning and growth,” we acknowledge that the right people, who are adequately trained and empowered to do good work, are the bedrock of our ability 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 at all levels of the organization, and ensuring our people understand the strategy and how they contribute to it, other efforts must be 9 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: • Market adjustments - $50,306 In June 2015, human resources initiated an annual salary market update in order to obtain data on annual market adjustments. In order to maintain the City’s compensation system and keep it current, a two-pronged approach has been implemented: annual salary structure updates to keep abreast of any necessary market adjustments, and long-term comprehensive maintenance. Annual market adjustments to the salary structure are recommended to help alleviate significant salary lags between surveys. This avoids a large annual survey expense and helps maintain market competitiveness with smaller salary adjustments. Rather than performing a full comprehensive update for fiscal year 2016, a compensation and benefits consultant performed an overall review of data from published sources and, based upon data collected, recommended a 2.6 percent salary structure adjustment. Based on direction from the City Council, staff will adjust all employee salary ranges 2.6% effective October 1, 2015. Employees earning below the new minimum salary of their position’s pay range will receive a market adjustment up to the new minimum of the range. • Performance-based merit increases - $228,456 Employees hired prior to October 1, 2015, will be eligible for a mid-year performance-based merit increase in fiscal year 2016 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 2016 will be predicated on employee performance under the comprehensive performance management program implemented in fiscal year 2014. The system includes 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. Medical insurance premiums increased this year, the first significant increase in many years. However, when comparing fiscal year 2016 medical 10 insurance premiums to costs for medical insurance premiums in fiscal year 2010, the increase is only 2.25% above the premiums in fiscal year 2010. The net increase 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 7.73 percent (annualized 7.76 percent), up 0.13 from the annualized rate of 7.63 percent in fiscal year 2015. 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 illustrate the ways Colleyville works to ensure that our long-term needs, including planning for major asset replacements, 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. Among our surrounding cities, total primary government debt ranges from $18,258,868 to $170,754,000, with Colleyville having the lowest amount. Per capita amounts range from $731 to $5,931, with Colleyville having the second lowest amount at $769. (Figures were reported in the Certified Annual Financial Report as of September 30, 2014 for each city). 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 2016 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 11 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 - $44,580 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. • Fire engine replacement - $125,000 The fiscal year 2016 budget includes a down payment that is a part of a lease- purchase agreement for replacement of a fire engine through the Debt Service Fund. The total cost of the engine is $550,000, the balance of which will be paid over a ten-year period (with interest), with annual payments beginning in October 2016 and ending in 2026. • Police vehicle replacements- $294,000 Funding for replacement of four marked police vehicles, two motorcycles (one replacement and one additional), and one unmarked police vehicle is included in the fiscal year 2016 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, replacing unmarked vehicles on an as- needed basis. Replacement plans are consistent with the funding available in the CCCPD budget and provides for long-term sustainability of the police fleet. The Fleet Plan has not addressed motorcycles in the past, however going forward they will be included in the annual fleet management updates. • Replacement of vehicles and capital equipment (General Fund) - $252,000 The fiscal year 2016 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 $180,000 is designated for the replacement of vehicles and equipment utilized by programs accounted for in the General Fund. The portion designated for replacement of General Fund vehicles increased by $10,000 from the prior fiscal year, to bring the fire department vehicles (non-apparatus) into the replacement schedule. • 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. • Replacement of two vehicles (Drainage Fund) - $45,917 This funding provides for the replacement of a 2003 F250 truck and 2004 F250 truck with an F150 truck and F250 truck. These vehicles are utilized by programs accounted for in the Drainage Fund. 12 • Replacement of City Hall façade lighting- $42,971 (one-time expenditure) Maintaining city facilities is always a priority and current lighting under the roof line of City Hall and the signage lighting on the front of City Hall and the Library has burned out in several places. This funding will replace the current lighting with LED lighting. Due to the need to rent a lift to reach the lighting under the roof line, all lighting will be switched out at one time. • Replacement doors for Fire Station 1 - $66,000 (one-time expenditure) This funding has been budgeted to replace the existing overhead doors at Fire Station 1 with four-fold doors. The overhead doors have required extensive maintenance and repairs over the last several years. Four-fold doors have lower maintenance costs and improved visibility for operators inside a truck. • Replacement and upgrade of Colleyville Center A/V technology - $170,000 (one- time expenditure) This funding will replace and upgrade the technology infrastructure components and wiring that is original to the Colleyville Center (1998). This investment will also provide a secure location for receivers, transmitters, and controller components currently housed on the stage, as well as independent operation of sound and video systems in all three rooms. The project will allow the Center to provide a consistent service level, one that utilizes current technology, by bringing all technology up to current digital standards. While this project is one- time in nature, we recognize that staying up-to-date with technology requires on-going investment on a periodic basis. 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 process improvements, 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”: • Digitizing documents to Laserfiche - $37,000 Staff contracts with a third party to have physical documents currently located in storage digitized. The fiscal year 2016 budget includes funding to continue this work on an incremental basis each year, until all City documents have been transitioned into a digital format, increasing transparency and improving service for citizens and customers. 13 • Phase II courts technology upgrade - $68,942 (one-time expenditure) Phase II of the courts technology upgrade includes the replacement and upgrade of audio visual equipment, including document cameras, television, and functional control system of the courtroom at the Colleyville Justice Center. Some of the cost will be shared with the City of Keller, our partner in the joint municipal court, and a portion of the cost will be funded by the Court Technology Fund. The General Fund impact is expected to be $15,000. • Phone system software upgrade - $13,879 (one-time expenditure) The City’s current phone system software will no longer be supported by Cisco after this year. This funding will pay for the contract labor to upgrade to the latest version of the software and the new software costs will be provided as a part of our software maintenance agreement. • Internet redundancy - $7,829 Purchase of a load balancer and contracting with a second internet carrier will allow for redundancy should an internet outage occur. Continuous use of the internet is critical to serving citizens, as a significant number of the City’s software programs are now web-based. • Additional digital signage - $4,222 (one-time expenditure) In an effort to communicate with citizens and customers in a variety of ways, digital signage will be expanded to both the lobby of City Hall and the Senior Center. The digital signs will be programmed to show regularly updated material that advertises public meetings, special events, and other helpful information. • Urban Forester position - $104,488 In order to continue to manage and oversee tree and landscaping functions in the development process, an urban forester position has been included in the fiscal year 2016 budget. This position will be responsible for the review of tree preservation plans, tree mitigation plans, tree removal permits, and tree surveys, as well as inspections and any other coordination of work related to trees throughout the community. This position will also work closely with other City staff in the maintenance and preservation of trees on City-owned property. • Land Development Code updates - $50,000 The adoption later this year of the updated Colleyville comprehensive plan, Destination Colleyville, will necessitate updates to the Land Development Code. These updates will include subjects such as zoning districts, overlay districts, subdivision regulations, and streamlined development processes. Because this work is anticipated to take several years, funding is programmed as on-going. The adopted 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 14 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. Keller’s portion of the cost is anticipated to be $247,689 for fiscal year 2016, compared to $217,697 for the prior year. • 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 2016 budget for this agreement, which pays for Colleyville’s proportionate share of the costs, increased by $13,397 compared to fiscal year 2015, 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 2016 through a multi- year interlocal contract with Keller and Southlake. This funding budgeted for fiscal year 2016 increased by $21,610, which reflects Colleyville’s proportionate cost of the interlocal contract. 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. • 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, in addition to an annual operating fee. • 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). Capital costs related to the upgrade are paid annually by the debt service fund through fiscal year 2016. 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. 15 • Teen Court: Along with Grapevine and Keller, Colleyville partners with Southlake to operate the Metroport Teen Court. The fiscal year 2016 CCCPD budget 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 2016, highlights of continuing or new investments in this area include: • One new police officer position- $72,058 The addition of one new police officer position is included in the fiscal year 2016 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. The staffing plan for fiscal year 2017 through 2020, which includes the addition of two new police officers and one additional supervisory position, will be incorporated into the CCCPD budget as funding allows. • 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 adopted 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 strategic draw down is anticipated to continue through fiscal year 2018 based on the current financial forecast. At that point, other funding must be identified to continue the same level of street maintenance. The fiscal year 2016 total of $3,000,000 for street maintenance in the General Fund will be used as a funding source in the comprehensive CIP, to be distributed among various projects based on relative priority. Prior to fiscal year 2016, $600,000 of the $3,000,000 allocated for street maintenance has 16 been used for concrete repairs and pavement markings. In fiscal year 2016, the full $3,000,000 will be used for street CIP projects. Street maintenance funding in prior fiscal years (2013-1015) has provided for significant accomplishments, including the following projects: Heritage Avenue, Windview Estates, Kingston Estates, Pleasant Run Road, Cheek-Sparger and Jackson roundabout, Jewel Estates, Jackson Road, Lavaca Trail Road, White Chapel Bridge repairs, Bedford Road retaining wall, sidewalks, metal beam guard fences, pavement markings, and various emergency repairs. • Dedicated funding for concrete repairs - $500,000 (one-time expenditure) As mentioned previously, concrete repairs have historically been funded by using a portion of the street maintenance budget allocation. In fiscal year 2016, a dedicated budget for concrete repair has been included. Funding availability will be evaluated next year to determine whether this can be included on an annual basis. • Dedicated funding for pavement markings - $100,000 A dedicated budget for pavement markings has been included to set aside funding for this purpose on an annual basis, and to eliminate the need to use a portion of the $3,000,000 street maintenance allocation for pavement markings. This will allow a greater portion of the street maintenance budget to be utilized on street CIP projects. • Colleyville Boulevard/SH26 reconstruction project management - $200,000 To ensure adequate city involvement in managing the upcoming reconstruction of Colleyville Boulevard, an additional construction manager will be temporarily assigned to that project for its duration. 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 included. The fiscal year 2016 cost of the temporary position and the additional communications costs are to be funded through a transfer of net revenues over expenditures at the end of fiscal year 2015. It is anticipated that these expenses will need to be budgeted through fiscal year 2018. • Maintenance of medians on Colleyville Boulevard (SH26) - $30,000 With the completion of Phase I of construction work, additional funding has been included for the maintenance of the medians. This horticultural work will include maintenance of landscaping material, inspection of irrigation components, and litter control. • Building Inspector to FT - $42,687 The fiscal year 2016 budget includes funding to bring the part-time building inspector to a full-time position. Current building activity necessitates employing two full-time inspectors to maintain current service levels and same-day inspections. Bringing the part-time inspector up to full-time will also allow for coverage of inspections when the current full-time inspector is out of the office. 17 • Marketing Coordinator to FT - $32,900 Funds have been allocated to expand the existing part-time marketing coordinator position to a full-time communications and marketing position that will place an emphasis on digital platforms. This change reflects the growing demands and challenges of executing the city’s communications and marketing efforts across both digital and traditional platforms, increased demand for communications on major projects in the city—especially road construction projects, and a heightened need for more emphasis on marketing the city and its business community. In this budget year, in addition to ongoing communications and marketing efforts, the communications and marketing department also has been charged with designing and developing a more robust, accessible website, and with developing and executing a major marketing effort to promote the city’s business community. • Transfer to Capital Projects Fund - $200,000 (one-time expenditure) Additional one-time funding has been included in the fiscal year 2016 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 2016 to one-time purposes that serve the City’s long-term goals is a prudent use of these funds. This strategy was also used in fiscal year 2015, when $300,000 was allocated for one-time capital projects, and has made the following projects possible: Fire Station 1 training room technology update, backup power generator for City Hall, replacement of access control technology at City Hall and the Library, Fire Station 3 capital maintenance (primarily roof), and landscaping of the Glade/Pool roundabout. • Sidewalk repair – $50,000 The 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. • Court “Notify” System – $8,400 Court Technology Fund resources, which are generated from collection of the Municipal Court technology fee imposed on convictions on cases adjudicated in the Court, are planned to be used for the purchase of the “Notify” system from the current court software vendor, Incode. This system will allow employees to auto-notify individuals through phone and/or email when court must be rescheduled (such as in cases of inclement weather) as opposed to spending extensive staff time manually calling each person affected. • Integrated Mosquito Management Plan funding increase – $25,000 The budget allocates additional funding to the Integrated Mosquito Management Program to allow for targeted application of adulticides. Actual expenditures will be directly tied to the amount of mosquitos testing positive for West-Nile Virus during the mosquito season, but recent trends indicate that additional resources will be required. 18 • The cost of purchasing potable water from the Trinity River Authority (TRA) has increased during the past year, and is expected to continue to increase, due to additional TRA operational costs, which includes the increased cost of purchasing raw water from the Tarrant Regional Water District (TRWD), and decreased usage through effective water conservation by area cities. In July 2015, the City Council approved a new rate structure that passes through these cost increases to customers. • Water and wastewater renewal program - $1,062,600 As part of the City’s focus on long-term infrastructure needs, the fiscal year 2016 Utility Fund budget significantly increases the investment 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 the primary funding source for the water and wastewater CIP projects. Funding for these projects was made possible by the new rate structure approved in July 2015. • 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. • Trail system investments - $210,000 (one-time expenditure) The proposed 2016 CEDC budget includes the carry forward of funding for incomplete projects- improvements at the Cotton Belt – LD Lockett Park trailhead and $150,000 for the construction of future trails for which a location has yet to be determined. • Parks Master Plan update - $100,000 (one-time expenditure) The existing Parks Master Plan was adopted in 2011 and is due to be updated. Funding has been included in the CEDC budget for this purpose. ITEMS NOT FUNDED IN FISCAL YEAR 2016 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 2016 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 2016 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 19 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. • City Hall/Library exterior LED lighting - $17,400 This funding would replace the eight existing parking lot pole lights on the West side of City Hall with LED lights. • Justice Center exterior LED lighting - $40,920 This funding would replace the existing parking lot pole lights with LED lights on 13 single head pole light fixtures, 6 double head pole light fixtures, 2 flood light fixtures, and 10 flood bridge light fixtures. • Additional fire inspector/investigator - $107,000 The addition of another position focused on fire inspections and investigations would provide an enhanced service level, including annual inspection of commercial buildings. Further evaluation of this enhanced service level is planned in order to determine if there could be an offsetting revenue through the creation of an annual inspection fee and the openness of the business community to this type of service. • Folding doors at Fire Station 3 - $44,000 Funding would replace existing overhead doors with four-fold doors that have lower maintenance costs and improved visibility for operators inside a truck. Four-fold doors are already installed at Fire Station 2 and funding is included in the fiscal year 2016 budget for installation at Fire Station 1. • Senior Center Classroom A/V replacement - $6,954 Replacement of the projector and screen in the classroom at the Senior Center was considered, but not funded due to the limited use of this equipment. PROPOSED BUDGET BY FUND: GENERAL FUND In developing the fiscal year 2016 budget, the objective was to achieve a balance between revenues and expenditures, and prioritize operational needs with long- term community investment strategies. As mentioned previously, efforts are made to identify other funding sources before committing general fund dollars to a project or cost, limiting the reliance on the primarily property tax supported general fund. The general fund accounts for the resources and expenditures related to the generally recognized governmental services and/or functions provided by various City departments – it is a governmental fund type. 20 Revenues General Fund revenues in the adopted budget total $24,018,492. 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 2.76% 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 54 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 2015 at $4,204,340,103 ($4,106,312,095 in certified value and $98,028,008 in pending appeals and incomplete valuations), and includes $61,525,400 in new construction. This represents an increase of $113,036,582 (2.76%) over the current year's taxable valuation of $4,091,303,521, per the July 25, 2014 certified values. The value of existing property on the tax roll increased by $51,511,182 (1.26%) over the current year’s taxable valuation. The total taxable value includes TIF zone property, which has a combined taxable value increment of $267,715,328 (TIF Zone #1 adopted in 1998- $265,051,758 and TIF Zone #1A adopted in 2012- $2,663,570). TIF values include $7,070,556 in new construction, which is reflected in the new construction total for the entire tax roll above. The final TIF value is subject to change, as valuation is still under appeal. This represents an increase of $6,586,339 (2.52%) over the current year TIF valuation of $261,128,989. As submitted, the fiscal year 2016 budget maintains a property tax rate of $0.3559 per $100 value. The tax rate is comprised of an operation and maintenance rate of $0.33624, and an interest and sinking rate of $0.019660. The latter component provides funding for retirement of the annual debt obligations. The property tax rate of $0.3559 is slightly above the effective tax rate of $0.350960. 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 2016 property tax rate will increase the typical homeowner’s tax bill, compared to this year’s tax billing, by $7.66. 21 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 positive trend in the local economy along with the opening of Whole Foods Market and other businesses at Colleyville Downs has generated increased taxable sales. A conservative one percent increase in sales tax over the fiscal year 2015 year-end projection is budgeted, as this revenue source is one of the most volatile. 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 2016 budget for license and permit revenue makes up almost 4 percent of general fund revenues. 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 2016. 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 $247,689. 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 adopted General Fund budget for fiscal year 2016 is $23,977,370. This includes non-discretionary increases totaling $254,317, which covers cost increases in attorney expenses, property and liability insurance, software maintenance, and other contractual service increases. 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 2016 $423,650 $0.3559 $1,507.77 22 UTILITY FUND The Utility Fund is a proprietary fund structured and operated as a stand-alone business or enterprise. It accounts for all the activities required for the provision of water and sanitary sewer to residents of the city. 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 72 percent of total revenue and wastewater revenues account for 26 percent. Interest, tap fees, and miscellaneous revenues comprise the remainder. A new rate structure was adopted by the City Council in July 2015 that will generate additional resources for needed water and wastewater infrastructure projects, as well as pass through rate increases from TRA for potable water (which includes rate increases from TRWD for raw water). The rate changes also serve to recover a greater portion of the City’s fixed cost in the base rate. Base rates will increase in fiscal year 2016 from $13.28 to $13.55 (water) and $10.16 to $10.45 (wastewater). The Utility Fund’s coverage ratio of 1.20 is effectively met in the current tiered rate structure. Expenditures Utility Fund expenditures total $15,886,362 for the fiscal year 2016 budget. This includes non-discretionary increases totaling $22,584 which cover cost increases for Public Safety Services $0.39 Strategic Services $ 0.19 Public Works Services $0.25 Economic and Community Development $0.05 Leisure Services $0.12 23 DART right-of-way agreement fees, property and liability insurance, and communications maintenance. The total utility-supported 2016 bonded debt obligation is $365,325. The largest component, 65 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 fiscal year 2016 Utility Fund budget includes $1,062,600 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 the primary funding source for the water and wastewater CIP projects. Funding for these projects was made possible by the new rate structure approved by the City Council in July 2015. The expenditure increase in the budget from fiscal year 2015 is due primarily to the increased infrastructure investment and the cost of treated water and wastewater from TRA. The following illustrates the distribution of expenses for the Utility Fund. DEBT SERVICE FUND The City budgets for debt service in two separate funds - utility and tax-supported debt services. The total fiscal year 2016 debt obligation for tax-supported debt is $1,461,593, compared to fiscal year 2015 total of $1,382,192. There is a planned drawdown of debt service fund balance in the amount of $152,666 for the fourth 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 also a planned draw down of fund balance in the amount of $125,000 for the down payment in a ten-year lease-purchase agreement for a new fire engine. The first annual payment will be in October 2016 (fiscal year 2017). 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 2016 ending fund balance will be in excess of the 90-day reserve needed. 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 Operations 87.7% Debt Service 2.3% Transfers 7.6% Utility Billing 2.4% 24 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. It is a proprietary fund type. 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 $957,161 in fiscal year 2016, primarily from the collection of the monthly fee. Annual debt payments for the outstanding bonds are $127,121. In fiscal year 2016, $45,917 is budgeted for replacement of two trucks and $170,000 for infrastructure renewal. The remaining funds of $555,927 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 $1,083, 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 $158,901 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 25 approved in fiscal year 2012 and the Stormwater Drainage Utility Fund will repay the Colleyville Tomorrow Fund this amount annually for five years, which would be the term of the lease if financed externally. SPECIAL REVENUE & CAPITAL PROJECT FUNDS The City Council continues to be innovative in evaluating financing options for various City programs. Use of special revenue funds and capital project funds 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 by using ad valorem revenues from property value growth since the creation of the district, within the district for infrastructure improvements and economic development. 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, and had a base value of $30,796,078. The incremental value for fiscal year 2016 (tax year 2015) is $265,051,758 for TIF #1 and $2,663,570 for TIF #1A. TIF #1 experienced an increase of $6,250,726 from the valuation for fiscal year 2015 (tax year 2014). The debt service payment for the coming year is $682,425 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 adopted 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 and crime control activities throughout the city. 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 26 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 $1,915,384. The budget provides funding for the annual debt on the Colleyville Justice Center, compensation for eight police officers, vehicle replacement, and various minor capital items, with total expenditures of $1,715,287 for fiscal year 2016. 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. This fund accounts for the use of bond proceeds and sales tax revenues for municipal park improvements, the purchase of land and equipment for additional 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. Expected revenue from the special purpose sales tax, use of funds generated from prior years’ coverage ratio, and related interest income for the fiscal year 2016 is $2,809,707. The CEDC Board meets in August to approve the budget. Funding provided by this special sales tax has been allocated to community-enhancement initiatives consistent with the authorization of the corporation. Court Technology Fund This 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 – it is a governmental fund type. Available funds are spent on technology repairs, replacements, and upgrades for the court. Court Security Fund The 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 – it is a governmental fund type. Available funds are spent on security-related expenses for the court. In fiscal year 2016, 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 governmental 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 balance in the Strategic Initiatives Fund is $466,133 and is intended to be used primarily on economic development incentives. Funds may be allocated at the discretion of the City Council. 27 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 2016 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 2016 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. 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. Capital Projects Fund This fund accounts for financial resources to be used for the acquisition or construction of major capital projects – it is a governmental fund type. The capital projects fund has no dedicated revenue source; any income received is from transfers from the general fund, to set aside funding for capital projects that are often multi-year in nature and not appropriate for an annual operating budget. Capital Equipment Replacement Fund The capital equipment replacement fund is an internal service fund to account for funding for, and acquisition of, the City's vehicles, maintenance equipment, and computer equipment. It is a governmental fund type and has no revenue source other than transfers from other funds. It typically receives annual transfers and serves as a savings account for vehicle and equipment replacement purchases. Colleyville Tomorrow Fund The Colleyville Tomorrow Fund is a capital projects fund used to account for proceeds received on gas leases on city-owned property to be used for capital purchases. Funds may be allocated at the discretion of the City Council. $394,700 has been committed for installation of city-owned fiber and work will commence pending negotiation with Grapevine-Colleyville ISD and the City of Grapevine, as the City of Colleyville plans to contract with those entities to have fiber installed due to the significant cost savings. Parks Tomorrow Fund The Parks Tomorrow Fund is a capital projects fund used to account for proceeds received on gas leases on city-owned parks property for parks capital projects. 28 Park Land Dedication Fund The Park Land Dedication Fund is used to account for the acquisition of land for new park sites and to make improvements to or expand existing parks to better serve new development. Fees collected from platting of new residential and commercial property funds the improvements. FUTURE OUTLOOK As is apparent in the content of this adopted 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. 29 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. Colleyville is also maturing in other ways. Demographic studies indicate that the median age of Colleyville residents is now 45 years old, compared to 37.2 nation- wide. These changes may generate a desire for greater priority or focus on certain programs or services, and would require identification of funding sources to increase or add to existing service levels. 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 adopted 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. 30 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 infrastructure repair and replacement. 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 fiscal year 2016 budget is presented 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 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. 31 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: Chris Fuller, deputy city manager; Mike Holder, assistant city manager; Karen Hines, finance manager; Rachel Huitt, human resources director; and Adrienne Lothery, strategic services manager, for their efforts in building our service plan for 2016. 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. ]xÇÇ|yxÜ YtwwxÇ Jennifer Fadden City Manager GENERAL FUND REVENUE 2015 Budget 2016 Proposed 5101 CURRENT TAXES 12,441,254 12,823,456 5102 DELINQUENT TAXES 70,000 50,000 5103 PENALTY & INTEREST 55,000 55,000 TOTAL AD VALOREM TAXES 12,566,254$ 12,928,456$ 5201 ONCOR ELECTRIC DELIVERY 860,000 875,000 5202 TRI-COUNTY ELECTRIC 105,000 105,000 5203 ATMOS ENERGY 305,000 350,000 5204 AT&T SERVICES 78,000 70,000 5205 VERIZON/OTHERS 70,000 65,000 5206 GARBAGE/RECYCLING 146,000 146,000 5207 CABLE TV 430,000 450,000 TOTAL FRANCHISE TAX 1,994,000$ 2,061,000$ 5301 SALES TAX 3,200,000 3,400,000 5302 MIXED BEVERAGE TAX 70,000 80,000 TOTAL SALES TAX 3,270,000$ 3,480,000$ 5411 BUILDING 558,000 580,000 5412 PLUMBING 50,000 48,000 5413 MECHANICAL PERMIT 30,000 29,000 5414 ELECTRICAL 45,000 40,000 5416 CITY LICENSE 40,000 35,000 5417 BUILDING PLAN REVIEW FEE 100,000 109,000 5418 NEW BUSINESS 4,000 3,500 5420 SIGN PERMITS 6,000 6,800 5421 FENCE PERMITS 4,000 9,500 5423 FIRE PERMIT FEES 6,500 7,000 5424 IRRIGATION PERMITS 13,000 15,000 TOTAL LICENSES & PREMITS 856,500$ 882,800$ 5611 FINES 735,000 800,000 5612 ALARM FEES 52,788 53,000 5630 LIBRARY FINES 22,500 23,000 TOTAL FINES & FORFEITURES 810,288$ 876,000$ 5511 PLANNING AND ZONING 7,500 10,000 5512 PLAT FEE 5,000 7,200 5514 BOARD OF ADJUSTMENT 1,250 1,250 5711 SALE OF MATERIAL 100 100 5712 WEED MOWING 6,500 6,500 5715 SITE PLAN REVIEW - 1,000 5721 AMBULANCE 300,000 300,000 5722 RECREATION PROGRAM 160,000 160,000 5811 ENGINEERING-INSPECTION 100,000 175,000 5813 MATERIALS TESTING FEE - 100,000 5845 LOT DRAINAGE INSPECTION 13,000 13,000 5855 FIELD USE FEE 21,000 21,500 5873 COLLEYVILLE CENTER REVENUES 257,250 257,250 5874 NON RESIDENT FEE - PARKS 35,000 37,000 TOTAL CHARGES FOR SERVICES 906,600$ 1,089,800$ 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 25,000 5719 MISCELLANEOUS 55,000 55,000 5832 ANTENNA LEASES 70,040 70,040 5790 USE OF FUND BALANCE 1,000,000 1,000,000 TOTAL MISCELLANEOUS REVENUE 1,165,040$ 1,155,040$ 5872 TRANSFER FROM UTILITY FUND 1,115,969 1,165,563 5888 TRANSFER IN CONST INSPECTOR 66,950 67,854 TOTAL TRANSFERS IN 1,182,919$ 1,233,417$ TOTAL GENERAL FUND REVENUE 23,063,580$ 24,018,492$ GENERAL FUND EXPENDITURES 2015 Budget 2016 Proposed CONTRACTUAL SERVICES 179,436 180,676 SUPPLIES 9,070 9,070 COUNCIL 188,506$ 189,746$ PERSONNEL SERVICES 567,609 556,319 CONTRACTUAL SERVICES 35,812 44,927 SUPPLIES 2,865 2,295 ADMINISTRATION 606,286$ 603,541$ PERSONNEL SERVICES 256,663 423,311 CONTRACTUAL SERVICES 20,555 18,205 SUPPLIES 3,916 4,766 CAPITAL OUTLAY - 18,300 BUILDING INSPECTION 281,134$ 464,582$ PERSONNEL SERVICES 250,205 250,171 CONTRACTUAL SERVICES 49,690 50,095 SUPPLIES 3,100 3,100 ECONOMIC DEVELOPMENT 302,995$ 303,366$ PERSONNEL SERVICES 178,117 185,562 CONTRACTUAL SERVICES 28,550 27,067 SUPPLIES 3,252 3,252 CITY SECRETARY 209,919$ 215,881$ PERSONNEL SERVICES 258,041 267,664 CONTRACTUAL SERVICES 140,801 142,405 SUPPLIES 8,985 8,985 FINANCE 407,827$ 419,054$ CONTRACTUAL SERVICES 130,460 200,000 LEGAL 130,460$ 200,000$ PERSONNEL SERVICES 649,999 661,095 CONTRACTUAL SERVICES 33,359 36,475 SUPPLIES 40,766 40,690 LIBRARY 724,124$ 738,260$ PERSONNEL SERVICES 325,780 396,100 CONTRACTUAL SERVICES 49,839 173,632 SUPPLIES 4,989 5,230 CAPITAL OUTLAY - - ENG PROF SVCS 380,608$ 574,962$ PERSONNEL SERVICES 332,208 259,972 CONTRACTUAL SERVICES 14,185 71,185 SUPPLIES 3,316 3,616 COMM DEV P&Z 349,709$ 334,773$ PERSONNEL SERVICES 218,179 219,503 CONTRACTUAL SERVICES 33,702 16,630 SUPPLIES 26,025 18,496 CAPITAL OUTLAY - 66,000 FIRE ADMINISTRATION 277,906$ 320,629$ PERSONNEL SERVICES 461,835 476,195 CONTRACTUAL SERVICES 53,339 53,459 SUPPLIES 51,461 51,461 FIRE EMS OPERATIONS 566,635$ 581,115$ PERSONNEL SERVICES 3,009,306 3,098,955 CONTRACTUAL SERVICES 503,940 218,901 SUPPLIES 70,839 81,959 CAPITAL OUTLAY 10,469 5,211 FIRE OPERATIONS 3,594,554$ 3,405,026$ PERSONNEL SERVICES 115,479 120,046 CONTRACTUAL SERVICES 9,844 9,864 SUPPLIES 3,588 3,588 FIRE PREV/INVESTIGATION 128,911$ 133,498$ FIRE DEPARTMENT 4,568,006$ 4,440,268$ PERSONNEL SERVICES 738,491 770,570 CONTRACTUAL SERVICES 22,452 22,452 SUPPLIES 20,662 20,662 CAPITAL OUTLAY - - POLICE ADMINISTRATION 781,605$ 813,684$ CONTRACTUAL SERVICES 88,433 101,830 POLICE ANIMAL CONTROL 88,433$ 101,830$ PERSONNEL SERVICES 59,068 59,431 CONTRACTUAL SERVICES 10,652 10,652 SUPPLIES 1,336 1,336 POLICE CODE ENFORCEMENT 71,056$ 71,419$ CONTRACTUAL SERVICES 641,055 662,665 POLICE COMMUNICATIONS 641,055$ 662,665$ CONTRACTUAL SERVICES 58,242 58,242 SUPPLIES 100 100 POLICE COMMUNITY SVCS 58,342$ 58,342$ PERSONNEL SERVICES 416,714 423,514 CONTRACTUAL SERVICES 21,246 21,271 SUPPLIES 2,075 2,075 POLICE CID 440,035$ 446,860$ PERSONNEL SERVICES 1,833,224 1,885,955 CONTRACTUAL SERVICES 99,069 134,069 SUPPLIES 30,783 36,115 POLICE PATROL 1,963,076$ 2,056,139$ PERSONNEL SERVICES 268,145 274,095 CONTRACTUAL SERVICES 3,300 3,300 POLICE SRO 271,445$ 277,395$ PERSONNEL SERVICES 92,334 106,405 CONTRACTUAL SERVICES 912 912 POLICE WARRANT OFFICER 93,246$ 107,317$ POLICE DEPARTMENT 4,408,293$ 4,595,651$ PERSONNEL SERVICES 402,180 369,673 CONTRACTUAL SERVICES 509,163 529,046 SUPPLIES 35,935 36,535 PARKS MAINTENANCE 947,278$ 935,254$ PERSONNEL SERVICES 257,839 265,868 CONTRACTUAL SERVICES 60,206 60,206 SUPPLIES 34,935 38,435 PARKS ATHLETIC FLD MAINT.352,980$ 364,509$ PARKS 1,300,258$ 1,299,763$ PERSONNEL SERVICES 510,403 520,790 CONTRACTUAL SERVICES 418,513 419,526 SUPPLIES 3,154,262 704,262 CAPITAL OUTLAY - 3,050,000 STREETS MAINTENANCE 4,083,178$ 4,694,578$ PERSONNEL SERVICES 152,987 208,281 CONTRACTUAL SERVICES 136,254 136,021 SUPPLIES 19,174 19,407 RECREATION 308,415$ 363,709$ PERSONNEL SERVICES 31,040 - CONTRACTUAL SERVICES 8,666 8,381 SUPPLIES 9,702 9,292 REC SENIOR CENTER 49,408$ 17,673$ RECREATION 357,823$ 381,382$ PERSONNEL SERVICES 121,212 157,189 CONTRACTUAL SERVICES 46,905 54,890 SUPPLIES 150 165 COMMUNICATIONS 168,267$ 212,244$ PERSONNEL SERVICES 296,329 321,775 CONTRACTUAL SERVICES 46,693 38,647 SUPPLIES 15,133 30,753 COLLEVYILLE CENTER 358,155$ 391,175$ PERSONNEL SERVICES 232,183 260,312 CONTRACTUAL SERVICES 42,101 43,541 SUPPLIES 646 646 HUMAN RESOURCES 274,930$ 304,499$ PERSONNEL SERVICES 364,548 367,215 CONTRACTUAL SERVICES 15,930 7,157 SUPPLIES 19,255 20,666 COURT 399,733$ 395,038$ PERSONNEL SERVICES 208,334 199,980 CONTRACTUAL SERVICES 17,771 18,424 SUPPLIES 5,898 10,898 FLEET MAINTENANCE 232,003$ 229,302$ PERSONNEL SERVICES 147,889 166,083 CONTRACTUAL SERVICES 349,585 343,296 SUPPLIES 20,530 22,530 BUILDING SERVICES 518,004$ 531,909$ PERSONNEL SERVICES 281,884 293,283 CONTRACTUAL SERVICES 417,913 357,018 SUPPLIES 343,576 150,927 CAPITAL OUTLAY 15,488 5,429 INFORMATION SERVICES 1,058,861$ 806,657$ PERSONNEL SERVICES 10,905 11,228 CONTRACTUAL SERVICES 54,949 51,785 SUPPLIES 1,700 5,030 IS GIS 67,554$ 68,043$ INFORMATION SERVICES 1,126,415$ 874,700$ PERSONNEL SERVICES 184,425 193,017 COMPENSATION ADJUSTMENTS 184,425$ 193,017$ TRANSFER TO OTHER FUNDS 242,000 252,000 CAPITAL EQUIPMENT RESERVE 242,000$ 252,000$ TRANSFER TO OTHER FUNDS 300,000 200,000 TRANSFERS 300,000$ 200,000$ CONTRACTUAL SERVICES 925,160 937,679 NON-DEPARTMENTAL 925,160$ 937,679$ TOTAL GENERAL FUND EXPENDITURES 23,028,218$ 23,977,370$ UTILITY FUND REVENUE 2015 Budget 2016 Proposed 5716- EARNED INTEREST 20,300 20,300 5719- MISCELLANEOUS 13,000 13,000 5790- USE OF FUND BALANCE - 450,000 5817- WATER REVENUE 11,014,359 11,467,441 5818- SEWER REVENUE 3,745,247 4,050,786 5821- SEWER INSTALLATION 7,000 7,000 5822- WATER INSTALLATION 21,000 21,000 5827- ENGINEERING & DEVELOP CHARGES 5,000 50,000 5829- SEWER TIE-ON CHARGES 5,000 5,000 5833- PENALTIES 218,543 228,772 TOTAL UTILITY FUND REVENUE 15,049,449$ 16,313,299$ UTILITY FUND EXPENDITURES 2015 Budget 2016 Proposed PERSONNEL SERVICES 208,028 216,002 CONTRACTUAL SERVICES 118,753 116,058 SUPPLIES 54,300 54,409 UTILITY BILLING 381,081$ 386,469$ PERSONNEL SERVICES 286,190 336,917 CONTRACTUAL SERVICES 6,867,727 7,797,893 SUPPLIES 90,274 90,274 CAPITAL OUTLAY 300,000 1,187,600 UTILITY OPERATIONS- WATER 7,544,191$ 9,412,684$ PERSONNEL SERVICES 188,053 178,136 CONTRACTUAL SERVICES 2,707,293 2,716,797 SUPPLIES 56,669 56,669 CAPITAL OUTLAY 50,000 38,000 UTILITY OPERATIONS- WASTEWATER 3,002,015$ 2,989,602$ PERSONNEL SERVICES 1,006,931 1,078,412 CONTRACTUAL SERVICES 71,807 78,291 SUPPLIES 22,394 20,044 UTILITY SUPPORT 1,101,132$ 1,176,747$ PERSONNEL SERVICES 21,733 29,934 COMPENSATION ADJUSTMENTS 21,733$ 29,934$ TRANSFER TO OTHER FUNDS 1,160,255 1,209,849 TRANSFERS 1,160,255$ 1,209,849$ DEBT SERVICE 490,100 365,325 DEBT SERVICE 490,100$ 365,325$ CONTRACTUAL SERVICES 224,033 234,652 CAPITAL OUTLAY 81,100 81,100 NON-DEPARTMENTAL 305,133$ 315,752$ TOTAL UTILITY FUND EXPENDITURES 14,005,640$ 15,886,362$ DRAINAGE FUND REVENUE 2015 Budget 2016 Proposed 5716- EARNED INTEREST 1,579 1,610 5790- USE OF FUND BALANCE 250,500 - 5833- PENALTIES 16,332 16,435 5942- DRAINAGE FEE REVENUES 933,236 939,116 TOTAL DRAINAGE FUND REVENUE 1,201,647$ 957,161$ DRAINAGE FUND EXPENDITURES 2015 Budget 2016 Proposed PERSONNEL SERVICES 354,489 356,169 CONTRACTUAL SERVICES 115,213 113,973 SUPPLIES 40,135 40,135 CAPITAL OUTLAY - 215,917 DRAINAGE 509,837$ 726,194$ PERSONNEL SERVICES 9,706 10,262 CONTRACTUAL SERVICES 317,640 22,709 SUPPLIES 2,400 1,200 STORM WATER 329,746$ 34,171$ PERSONNEL SERVICES 5,472 5,505 COMPENSATION ADJUSTMENT 5,472$ 5,505$ TRANSFER TO OTHER FUNDS 19,032 19,032 TRANSFERS 19,032$ 19,032$ DEBT SERVICE 252,847 127,121 DEBT SERVICE 252,847$ 127,121$ CONTRACTUAL SERVICES 4,891 5,974 NON-DEPARTMENTAL 4,891$ 5,974$ TOTAL DRAINAGE FUND EXPENDITURES 1,121,825$ 917,997$ ACTUAL BUDGET PROPOSED FY 2014 FY 2015 FY 2016 BEGINNING FUND BALANCE - 10/1 $931,623 902,490 749,824 FUND REVENUES Current Property Taxes $1,136,532 699,816 653,434 Delinquent Property Taxes 9,287 16,000 16,000 Penalty & Interest 8,991 12,000 12,000 Transfer-in CCCPD Fund 501,182 500,985 500,242 Interest Income/Other 881 1,975 2,251 Use of Available Cash * 29,133 152,666 277,666 TOTAL REVENUES $1,686,006 1,383,442 1,461,593 FUND EXPENDITURES 2006 G.O. Refunding Bonds $538,098 536,809 539,883 2007 G.O. Bonds 222,000 318,000 312,000 2011 G.O. Refunding Bonds 560,850 163,575 169,375 2006 Fire Truck Lease 49,723 49,723 0 2016 Engine Lease 0 0 0 2016 Engine Down Payment 0 0 125,000 Ambulance Lease 44,580 44,580 44,580 Motorola Radio Tower Lease 152,666 152,666 152,666 2010 Fire Truck Lease 116,839 116,839 116,839 Paying Agent 1,250 1,250 1,250 TOTAL EXPENDITURES $1,686,006 1,383,442 1,461,593 LESS USE OF AVAILABLE CASH *$(29,133)(152,666)(277,666) ENDING FUND BALANCE - 9/30 $902,490 749,824 472,158 * Available cash fund balance draw down to be used for Motorola Tower lease and 2016 Engine down payment DEBT SERVICE FUND SUMMARY Project Year Title Total Project Cost CEDC (Parks, Trails & Libraries)COG/TxDOT County FWHA/TxDOT General Fund Other, City Funds Perimeter Street Fees Roadway Impact Service Area 1 (East of SH 26) Roadway Impact Service Area 2 (West of SH 26)TIF Tomorrow Fund Utility Fund Wastewater Impact Fees Water Impact Fees Total Funding 2016 Folding Doors- Fire Station #1 $66,000.00 $0.00 $0.00 $0.00 $66,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $66,000.00 Down-payment on Fire Engine replacement $125,000.00 $0.00 $0.00 $0.00 $0.00 $125,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $125,000.00 City Hall - Backup Power $181,000.00 $0.00 $0.00 $0.00 $56,000.00 $0.00 $0.00 $0.00 $0.00 $125,000.00 $0.00 $0.00 $0.00 $0.00 $181,000.00 Justice Center - Roof Repair $100,171.00 $0.00 $0.00 $0.00 $0.00 $100,171.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $100,171.00 Colleyville Center AV Replacement $170,000.00 $170,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $170,000.00 Senior Center Repairs $100,000.00 $100,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $100,000.00 Construct New Trail 2016 $150,000.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 Cheek-Sparger Road (Brown Trail to Bedford Road) - Rehabilitation $750,000.00 $0.00 $0.00 $0.00 $750,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $750,000.00 Glade Road Design (Phase 2 - Manning to Pool)$460,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $460,000.00 $0.00 $0.00 $0.00 $0.00 $460,000.00 Glade Road Design (Phase 3 - Pool to Heritage)$309,500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $309,500.00 $0.00 $0.00 $0.00 $0.00 $309,500.00 Glade Road Design (Phase 4 - West City Limits to Bransford Road)$360,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $360,000.00 $0.00 $0.00 $0.00 $0.00 $360,000.00 John McCain (Pleasant Run Rd to Shepherds Glen) - Rehabilitation $662,222.00 $0.00 $0.00 $0.00 $662,222.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $662,222.00 Pleasant Run Design (Shelton to John McCain)$140,000.00 $0.00 $0.00 $0.00 $140,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $140,000.00 Westcoat - Rehabilitation $613,849.00 $0.00 $0.00 $0.00 $613,849.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $613,849.00 Glade Road Reconstruction (Phase 1 - Bransford to Manning)$3,755,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $23,514.00 $604,471.00 $49,784.00 $3,077,230.00 $0.00 $0.00 $0.00 $0.00 $3,755,000.00 Construct SH26 - Phase II and III $31,848,898.00 $0.00 $15,918,251.00 $14,930,647.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,000,000.00 $0.00 $0.00 $0.00 $0.00 $31,848,898.00 Bandit Trail (County project) - Rehabilitation $300,000.00 $0.00 $100,000.00 $0.00 $200,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 Emergency Asphalt Maintenance $300,000.00 $0.00 $0.00 $0.00 $300,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 Fiber Build Phase 1-3 $394,700.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $394,700.00 $0.00 $0.00 $0.00 $394,700.00 Install Backup Generator for Emergency Power at L.D. Lockett Pump Station $140,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $140,000.00 $0.00 $0.00 $140,000.00 Water Project 4: Upsize and Replace Water Lines in Sunrise Terrace Subdivision $380,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $380,000.00 $0.00 $0.00 $380,000.00 Water Project 7: Demolish Overland Trail Pump Station and Storage Tank $130,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $130,000.00 $0.00 $0.00 $130,000.00 Water Project 9: Misc Repairs to Elevated Storage Tanks $226,600.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $226,600.00 $0.00 $0.00 $226,600.00 WW Project 2: Rehabilitate Sewer Manholes Identified to be in Poor Condition $186,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $186,000.00 $0.00 $0.00 $186,000.00 Vermeer Hydro Excavator-2008 (886)$87,000.00 $0.00 $0.00 $0.00 $0.00 $87,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $87,000.00 $41,935,940.00 $420,000.00 $16,018,251.00 $14,930,647.00 $2,788,071.00 $312,171.00 $23,514.00 $604,471.00 $49,784.00 $5,331,730.00 $394,700.00 $1,062,600.00 $0.00 $0.00 $41,935,940.00 2017 UPS Battery Backup Replacement at Justice Center $85,000.00 $0.00 $0.00 $0.00 $0.00 $85,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $85,000.00 Construct New Trail 2017 $150,000.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 Construct Pleasant Run Trail (Cottonbelt RR to John McCain)$300,000.00 $300,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 Bedford Road (County project) - Rehabilitation $500,000.00 $0.00 $175,000.00 $0.00 $325,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $500,000.00 Glade Road ROW (Phase 2 - Manning to Pool)$430,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $430,000.00 $0.00 $0.00 $0.00 $0.00 $430,000.00 Glade Road ROW (Phase 3 - Pool to Heritage)$190,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $190,000.00 $0.00 $0.00 $0.00 $0.00 $190,000.00 McDonwell School Road - Rehabilitation $713,316.00 $0.00 $0.00 $0.00 $713,316.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $713,316.00 Pleasant Run Rehabilitation (Shelton to John McCain)$760,000.00 $0.00 $0.00 $0.00 $760,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $760,000.00 Tinker Rehabilitation (Pleasant Run to Highway 26)$453,334.00 $0.00 $0.00 $0.00 $453,334.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $453,334.00 Emergency Asphalt Maintenance $300,000.00 $0.00 $0.00 $0.00 $300,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $300,000.00 Water Project 10: Water Group E Capital Improvements - Design $53,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $53,000.00 $0.00 $0.00 $53,000.00 Water Project 5: Upsize and Replace Water Lines in Brighton Oaks Subdivision $1,515,100.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,515,100.00 $0.00 $0.00 $1,515,100.00 Water Project 8: Design for the Installation of Pressure Relief and Flow Control Valves and Associated Piping $42,500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $42,500.00 $0.00 $0.00 $42,500.00 WW Project 3: Design Replacement of Pipelines on Manning Drive and near Pleasant Run Rd and McDonwell School Rd $75,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $75,000.00 $0.00 $0.00 $75,000.00 WW Project 4: Design for the Replacement of 10" Sewer Lines in Remington Park and Clairemont Subdivisions $33,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $33,000.00 $0.00 $0.00 $33,000.00 Elgin Street Sweeper-2009 (601)$197,527.00 $0.00 $0.00 $0.00 $0.00 $197,527.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $197,527.00 Ford F550 Bucket-2001 (695)$84,379.00 $0.00 $0.00 $0.00 $0.00 $84,379.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $84,379.00 $5,882,156.00 $450,000.00 $175,000.00 $0.00 $2,551,650.00 $366,906.00 $0.00 $0.00 $0.00 $620,000.00 $0.00 $1,718,600.00 $0.00 $0.00 $5,882,156.00 2018 Construct New Trail 2018 $150,000.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 Bransford (LD Lockett to Glade) - Rehabilitation $706,667.00 $0.00 $0.00 $0.00 $706,667.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $706,667.00 Glade Road Reconstruction (Phase 2 - Manning to Pool)$5,484,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $342,897.00 $0.00 $0.00 $4,724,103.00 $0.00 $0.00 $0.00 $417,000.00 $5,484,000.00 L. D. Lockett (Pleasant Run to Precinct Line)$1,133,333.00 $0.00 $0.00 $0.00 $1,133,333.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,133,333.00 Lowrie Road (County project) - Rehabilitation $135,000.00 $0.00 $45,000.00 $0.00 $90,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $135,000.00 Pleasant Run Rehabilitation (John McCain to North City Limits)$450,000.00 $0.00 $0.00 $0.00 $450,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $450,000.00 Reagan Road (County project) - Rehabilitation $155,000.00 $0.00 $55,000.00 $0.00 $100,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $155,000.00 Water Project 10: Water Group E Capital Improvements - Construct $459,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $459,000.00 $0.00 $0.00 $459,000.00 Water Project 11: Water Group D Capital Improvements - Design $372,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $372,000.00 $0.00 $0.00 $372,000.00 Water Project 3: Design New Elevated Water Storage Tank and Associated Distribution Lines $545,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $545,000.00 $545,000.00 Water Project 8: Install Pressure Relief and Flow Control Valves and Associated Piping $295,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $295,000.00 $0.00 $0.00 $295,000.00 WW Project 3: Replacement of Pipelines on Manning Drive and near Pleasant Run Rd and McDonwell School Rd $470,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $470,000.00 $0.00 $0.00 $470,000.00 WW Project 4: Sewer Group C Line Improvements - Construct $132,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $132,000.00 $0.00 $0.00 $132,000.00 $10,487,000.00 $150,000.00 $100,000.00 $0.00 $2,480,000.00 $0.00 $342,897.00 $0.00 $0.00 $4,724,103.00 $0.00 $1,728,000.00 $0.00 $962,000.00 $10,487,000.00 2019 Construct New Trail 2019 $150,000.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 Glade Road Reconstruction (Phase 3 - Pool to Heritage)$3,530,250.00 $0.00 $0.00 $0.00 $0.00 $0.00 $245,223.00 $0.00 $0.00 $3,151,027.00 $0.00 $0.00 $134,000.00 $0.00 $3,530,250.00 Montclair (County project) - Rehabilitation $435,000.00 $0.00 $155,000.00 $0.00 $280,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $435,000.00 Roberts Road (Glade to Grapevine City Limits) - Design reconstruction $152,880.00 $0.00 $0.00 $0.00 $152,880.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $152,880.00 Water Project 6: Upsize and Replace Water Lines in Woodbriar Estates and Quail Crest Subdivisions $1,555,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,555,000.00 $0.00 $0.00 $1,555,000.00 WW Project 1: Replace Sewer Lines in Woodbriar Estates and Quail Crest Subdivisions $1,670,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,670,000.00 $0.00 $0.00 $1,670,000.00 WW Project 5: Sewer Group F Line Improvements - Design $90,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $90,000.00 $0.00 $0.00 $90,000.00 Crafco Supershot Crack Sealer-2004 (674)$119,744.00 $0.00 $0.00 $0.00 $0.00 $119,744.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $119,744.00 Sewer T.V. Van E350-2008 (803)$80,370.00 $0.00 $0.00 $0.00 $0.00 $80,370.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $80,370.00 $7,783,244.00 $150,000.00 $155,000.00 $0.00 $432,880.00 $200,114.00 $245,223.00 $0.00 $0.00 $3,151,027.00 $0.00 $3,315,000.00 $134,000.00 $0.00 $7,783,244.00 Project Year Title Total Project Cost CEDC (Parks, Trails & Libraries)COG/TxDOT County FWHA/TxDOT General Fund Other, City Funds Perimeter Street Fees Roadway Impact Service Area 1 (East of SH 26) Roadway Impact Service Area 2 (West of SH 26)TIF Tomorrow Fund Utility Fund Wastewater Impact Fees Water Impact Fees Total Funding 2020 Justice Center - HVAC Replacement $237,000.00 $0.00 $0.00 $0.00 $0.00 $237,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $237,000.00 Justice Center - Metal Roof Coating $167,000.00 $0.00 $0.00 $0.00 $0.00 $167,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $167,000.00 Construct New Trail 2020 $150,000.00 $150,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $150,000.00 County Project - TBD $800,000.00 $0.00 $200,000.00 $0.00 $600,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $800,000.00 Roberts Road Reconstruction $1,200,950.00 $0.00 $0.00 $0.00 $1,200,950.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $1,200,950.00 Water Project 11: Water Group D Capital Improvements - Construct $2,540,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $2,540,000.00 $0.00 $0.00 $2,540,000.00 Water Project 3: Construct New Elevated Water Storage Tank and Associated Distribution Lines $3,871,975.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $3,871,975.00 $3,871,975.00 WW Project 5: Sewer Group F Line Improvements - Construct $625,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $625,000.00 $0.00 $0.00 $625,000.00 Target V465D Street Saw-2005 (672S)$56,345.00 $0.00 $0.00 $0.00 $0.00 $56,345.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $56,345.00 $9,648,270.00 $150,000.00 $200,000.00 $0.00 $1,800,950.00 $460,345.00 $0.00 $0.00 $0.00 $0.00 $0.00 $3,165,000.00 $0.00 $3,871,975.00 $9,648,270.00 UNF Bedford Road Bridge $60,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Jackson Road Bridge $60,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Queensbury Way Bridge $100,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Flood Gates Upgrade $365,020.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Bedford Road Bridge at Little Bear $2,100,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Bransford Creek $2,080,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Glade Road Bridge at Trib LB2 $500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Glade Road Culverts at Bluebonnet Creek $536,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Heritage Avenue at Little Bear $2,800,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Jackson Creek Drainage Improvements $2,500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Jackson Road Bridge $3,400,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 John McCain Box Culvert at White Chapel Creek West $250,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Oak Knoll Bridge $2,700,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Pleasant Run Road Bridge at Big Bear $3,800,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Update Stormwater Master Plan $500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Service Center - Construction $4,500,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fire Station 1 Repairs $107,716.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fire Station 2 Repairs $66,898.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fire Station 3 Repairs $65,457.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Justice Center - Roof Replacement $139,838.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 City Hall/Library - HVAC Replacement $273,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 City Hall - Boiler Replacement $107,900.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Library Fountain Repair $70,447.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 City Hall - Carpet and VCT Tile $102,443.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Library - Carpet and VCT Tile $98,055.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Justice Center - Carpet and VCT Tile $88,052.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Folding Doors- Fire Station #3 $44,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Acuff Lane - Rehabilitation $115,360.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Bedford Court - Rehabilitation $149,209.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Behrens - Rehabilitation $392,196.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Bettinger Drive- Rehabilitation $378,080.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Beverly Drive- Rehabilitation $222,098.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Bill Simmons Rd - Rehabilitation $269,867.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Black Drive - Rehabilitation $174,987.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Bluebonnet Drive - Rehabilitation $323,440.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Brook Meadows Addition $404,444.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Caldwell Hughes Road - Rehabilitation $115,360.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Cedar Court - Rehabilitation $209,964.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Cheek-Sparger Road (SH26 to Heritage - Less Brown to Bedford)$1,698,222.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Community Home Addition - Rehabilitation $262,222.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Cooks Lane- Rehabilitation $61,653.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Cutter Ridge Court - Rehabilitation $48,695.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Fairway Addition - Rehabilitation $351,111.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Felps Court - Rehabilitation $32,853.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Felps Drive - Rehabilitation $223,289.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Ford Drive - Rehabilitation $22,276.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Garry Lynne Drive - Rehabilitation $203,813.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Glade Road Reconstruction (Phase 4 - West City Limits to Bransford Road)$4,737,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Glade Road ROW (Phase 4 - West City Limits to Bransford Road)$300,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Hidden Acres Subdivision - Rehabilitation $280,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Highland Acres Subdivision - Rehabilitation $806,222.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Hunter Lane - Rehabilitation $130,427.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Jo Carol Lane- Rehabilitation $97,413.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Jo Will Street- Rehabilitation $186,453.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 John McCain (Monticello Pkwy to Pleasant Run Rd) - Rehabilitation $151,111.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 John McCain (Williamsburg Court. to Monticello Pkwy) - Rehabilitation $302,222.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Leta Lane - Rehabilitation $179,840.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Lloyd Circle - Rehabilitation $105,964.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Maranatha Court - Rehabilitation $4,191.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Oak Knoll Court - Rehabilitation $105,618.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Oak Knoll Drive - Rehabilitation $871,236.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Oak Timbers Court - Rehabilitation $148,836.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Old Glade Road - Rehabilitation $70,667.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Patterson Lane - Rehabilitation $203,218.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Pecan Park Estates Subdivision - Rehabilitation $724,444.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Plymouth Hills Addition - Rehabilitation $762,222.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Quail Creek Estates - Rehabilitation $600,311.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Project Year Title Total Project Cost CEDC (Parks, Trails & Libraries)COG/TxDOT County FWHA/TxDOT General Fund Other, City Funds Perimeter Street Fees Roadway Impact Service Area 1 (East of SH 26) Roadway Impact Service Area 2 (West of SH 26)TIF Tomorrow Fund Utility Fund Wastewater Impact Fees Water Impact Fees Total Funding Renfro Rd - Rehabilitation $169,476.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Ross Downs Estates - Rehabilitation $4,000,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Saddlebrook Addition - Rehabilitation $667,333.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Sand Oak Acres Addition - Rehabilitation $864,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Shelton - Rehabilitation $288,293.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Stafford Heights Subdivision - Rehabilitation $542,222.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Stone Creek Estates - Rehabilitation $63,556.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Suellen Circle - Rehabilitation $44,373.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Tara Plantation Addition - Rehabilitation $495,444.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Thompson Terrace - Rehabilitation $167,378.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Van Oaks Drive - Rehabilitation $126,720.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Waller Lane - Rehabilitation $81,600.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Wayne Drive - Rehabilitation $160,276.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Western Trails Subdivision - Rehabilitation $1,200,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Woodland Hills Subdivision - Rehabilitation $1,295,667.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Woodbriar, Quail Creek Estates - Rehabilitate $1,984,400.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Sunrise Terrace/Brighton Oaks - Rehabilitate $1,730,200.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 12: Water Group F Capital Improvements - CONSTRUCT $2,417,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 12: Water Group F Capital Improvements - DESIGN $363,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 13: Water Group L Capital Improvements - CONSTRUCT $1,426,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 13: Water Group L Capital Improvements - DESIGN $214,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 14: Water Group I Capital Improvements - CONSTRCT $1,470,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 14: Water Group I Capital Improvements - DESIGN $220,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 15: Water Group G Capital Improvements $5,389,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 16: Water Group H Capital Improvements $2,264,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 17: Water Group J Capital Improvements $1,404,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 18: Water Group K Capital Improvements $8,158,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 19: Water Group M Capital Improvements $4,094,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 20: Water Group W Capital Improvements $1,477,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 21: Water Group X Capital Improvements $646,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 22: Water Group C Capital Improvements $1,225,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 23: Water Group Q Capital Improvements $1,827,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 24: Water Group N Capital Improvements $2,567,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 25: Water Group R Capital Improvements $1,211,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 26: Water Group S Capital Improvements $176,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Water Project 27: Water Group T Capital Improvements $4,570,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 10: Sewer Group P Improvements $710,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 11: Sewer Group Q Improvements $277,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 12: Sewer Group R Improvements $415,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 13: Sewer Group E Line Improvements $1,407,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 14: Sewer Group V Improvements $3,304,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 15: Sewer Group D Line Improvements $758,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 16: Sewer Group S Improvements $1,416,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 17: Sewer Group W Improvements $3,946,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 6: Sewer Group A Line Improvements $800,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 7: Sewer Group T Line Improvements $790,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 8: Sewer Group G Line Improvements $412,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 WW Project 9: Sewer Group U Improvements $2,936,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 F750 Single Axle Dump-2007 (896)$84,761.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $116,096,059.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $191,832,669.00 $1,320,000.00 $16,648,251.00 $14,930,647.00 $10,053,551.00 $1,339,536.00 $611,634.00 $604,471.00 $49,784.00 $13,826,860.00 $394,700.00 $10,989,200.00 $134,000.00 $4,833,975.00 $75,736,610.00